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2017-06-13 - AGENDA REPORTS - FISCAL YEAR 2017-2018 ANNUAL OPERATING BUDGET AND (2)
Agenda Item: 13 CITY OF SANTA CLARITA Q;" AGENDA REPORT PUBLIC HEARINGS 7, CITY MANAGER APPROVAL: i DATE: June 13, 2017 SUBJECT: FISCAL YEAR 2017-2018 ANNUAL OPERATING BUDGET AND CAPITAL IMPROVEMENT PROGRAM DEPARTMENT: City Manager's Office PRESENTER: Kenneth W. Striplin RECOMMENDED ACTION City Council and City Council acting as Successor Agency for the former Redevelopment Agency of the City of Santa Clarita conduct a public hearing on the proposed Fiscal Year 2017- 2018 Annual Operating Budget and Capital Improvement Program, and schedule the budget for adoption at the June 27, 2017, City Council Meeting. BACKGROUND The Fiscal Year 2017-2018 budget process is a six-month effort that began in January. The City Council Budget Committee, which is comprised of Mayor Smyth and Mayor Pro Tern Weste, has been involved in the budget process and played a role in the development of the recommended budget. The proposed budget was presented to the City Council along with the Planning Commission, the Parks, Recreation, and Cormnmzity Services Commission, and the Arts Commission during the Joint Budget Study Session on May 3, 2017. On Juze b, 2017, the Planning Commission made a finding by minute action, that the Draft Fiscal Year 2017-2018 Capital Improvement Program is consistent with the City of Santa Clarita's (City) General Plan. Total Appropriations The Fiscal Year 2017-2018 Budget totals $197.7 million. This includes funding for the Capital Improvement Program, the Redevelopment Successor Agency, operations and maintenance, personnel, and debt services. When compared to the current year's adopted budget, the proposed Fiscal Year 2017-2018 Budget represents a 10.1 percent decrease, equivalent to $22.3 million less than the adopted Fiscal Year 2016-2017 Budget. A majority of this decrease is within the Capital Improvement Program. In Last year's budget, one-time finding was appropriated for large capital projects, such as the Old Town Newhall Parking Structure and design of the Saugus Page l Packet Pg. 100 Library and Community Center Projected Revenues A significant part of the budget process is estimating revenues for the upcoming fiscal year. This process is critical, as appropriations are based on these projections. Several factors are considered to ensure accuracy in our projections, including the state of the economy, historical trends, population projections/growth, and inflationary factors. With this infonnation, the City can best detennine the revenues available for allocation. Additionally, the City utilizes long- range financial planning to ensure long-tenn solvency. For Fiscal Year 2017-2018, total resources meet total expenditure appropriations, with the General Favid yielding a revenue surplus of $342,123. For certain one-time capital projects, the fnidbalance is appropriated. General Fund Revenues The City's largest fund is the General Fund, representing $103.6 million of total revenues. Sales Tax is the City's leading General Fund revenue source and is projected to total $36.5 million, a projected increase of 1.4 percent when compared to the current budget. General Fund Appropriations Fiscal Year 2017-2018 General Favid appropriations total $103.3 million. General Fund expenditures for Fiscal Year 2017-2018 include funding for operating departments, debt services, contingency, and transfers to other finds. General Fund Operating Reserve Reserves are a critical component of the budget because this is a finding source that can be counted on in case of an emergency or unforeseen opportunity. The City has been very fortunate to be able to maintain a healthy reserve during slow, economic times. The operating reserve will remain at 20 percent of operating expenditures. For Fiscal Year 2017-2018, the City's operating reserve will total $18.2 million. Capital Improvement Program The Capital Improvement Progran (CIP) is a key component of the budget and is of vital importance to the comm-mniity as a whole. The CIP represents a balanced approach for meeting the community's current and future capital improvement needs. The CIP accomplishes the City's major goals for projects, while maintaining critical ongoing maintenance. Comprised of a variety of multi-year andmulti-funded capital projects, the CIP for Fiscal Year 2017-2018 totals $33.7 million, which is 34.lpercent lower than the adopted Fiscal Year 2016-2017 Budget. ALTERNATIVE ACTION Other action as detennined by the City Council and the Redevelopment Successor Agency Page 2 Packet Pg. 101 FISCAL IMPACT The Fiscal Year 2017-2018 Budget totals $197.7 million, including $33.7 million for the Capital Improvement Program. The proposed budget is balanced. ATTACHMENTS Public Hearing Notice Draft Annual Operating Budget and Capital Improvement Program Fiscal Year 2017-2018 (available in the City Clerk's Reading File) Page 3 Packet Pg. 102 CITY OF SANTA CLARITA NOTICE OF PUBLIC HEARING PUBLIC NOTICE IS HEREBY GIVEN: A Public Hearing will be held before the City Council of the City of Santa Clarita to consider the proposed budget for fiscal year 2017-2018 and the Proposed Capital Improvement Program in the City of Santa Clarita. The budget will be beard by the City Council in the City Hall Council Chambers, 23920 Valencia Blvd., 1st Floor, the 13th day of June, 2017, at or after 6:00 p.m. If you wish to challenge this order in court, you may be limited to raising only those issues you or someone else raised at the public bearing described in this notice, or in written correspondence delivered to the City Council, at, or prior to, the public bearing. Proponents, opponents, and any interested persons may appear and be beard on this matter at that time. Further information may be obtained by contacting Jerrid McKenna, City's Budget Officer, at (661) 255-4921, or Santa Clarita City Hall, 23920 Valencia Blvd.. Suite #300. Santa Clarita, CA. Dated: May 22, 2017 Mary Cusick City Clerk Publish Date: June 1. 2017 13.a Packet Pg. 103 City of SANTA CLARI`I A Annual Operating Budget and Capital Improvement Program FY 2017 — 2018 Cameron Smyth Mayor Laurene Weste Mayor Pro Tem Bob Kellar Councilmember Marsha McLean Councilmember Bill Miranda Councilmember Presented by: Kenneth W. Striplin City Manager TABLE OF CONTENTS Message from the City Manager Community Profile & Performance Measures • Community Profile and Since Incorporation • Location Map • History • Distinguished Awards • Form of Government • Commissions, Boards, & Committees • Funded Positions • Philosophy • Performance Measures - SC2020 User's Guide • Budget & CIP Guide • Annual Appropriations Limit Fiscal Policies Summaries & Revenues • Budget Summary • Statement of Fund Balance • Budget Revenues (3 -year history) • Successor Agency Statement of Fund Balance • Successor Agency Revenues City Manager's Office • Budget Summary • City Council • City Manager • Communications • Human Resources City Attorney • Budget Summary • City Attorney Administrative Services • Budget Summary • Administration • Clerk & Contract Services • Finance • Technology Services Neighborhood Services • Budget Summary • Administration • Environmental Services • Parks • Public Library • Special Districts • Transit Community Development • Budget Summary • Administration • Community Preservation • Community Development Block Grant • Marketing & Economic Development • Planning Recreation, Community Services, Arts and Open Space • Budget Summary • Administration • Arts and Events • Open Space • Recreation and Community Services Public Works • Budget Summary • Administration • Building & Safety • Capital Improvement Projects • Engineering Services • General Services • Traffic & Transportation Planning Public Safety • Budget Summary • Police Services • Fire Protection Successor Agency • Budget Summary • Successor Agency Non Departmental • Budget Summary • Administration Capital Improvement Program • Table of Contents/Overview • CIP Summaries • Beautification & Landscaping • Circulation • Facilities & Buildings • Maintenance • Parks • Resource Management & Conservation • Streets & Bridges • Trails & Transit • Unfunded Projects Resolutions Appendix MESSAGE FROM THE CITY MANAGER v City Of SANTA CLARITA 23920 Valencia Boulevard • Suite 300 • Santa Clarita, California 91355-2196 Phone: (661) 259-2489 • FAX: (661) 259-8125 www.santa-larita. com June 27, 2017 Dear Honorable Mayor and Members of the City Council; It is my pleasure to present the City of Santa Clarita's Fiscal Year 2017-2018 Operating Budget and Capital Improvement Program. Our City will again have a balanced budget for the new Fiscal Year. The annual budget is the spending plan that provides the necessary funding to deliver exceptional services to the residents and businesses of Santa Clarita. The economy is starting to slow in the first quarter of 2017 after surging the last few years. In the first fpur months of 2017, the U.S. economy grew by only 0.7%; a 1.4% decrease from the previous quarter and the weakest showing in three years. However, the national unemployment rate dropped to 4.4% in April 2017, the lowest level in a decade as the economy added 211,000 more jobs. These indicators underscore some uncertainty and volatility in the economy moving forward. Since the Great Recession, our organization has understood that there will continue to be economic peaks and valleys, and we need to be prepared and positioned for times when the economy is weak. Every four to six years, the United States experiences an economic slowdown. We are in the eighth year of a "recovering economy," which could suggest that another economic correction is looming. For this reason, the City Council has consistently taken a very conservative approach to budgeting. The Fiscal Year 2017-2018 budget is not only conservative, but also in alignment with the City Council's budget philosophy, a successful method for maintaining a responsible budget for Santa Clarita. This philosophy has kept the organization strong during difficult economic times and when the economy is healthy. The City Council's budget philosophy is as follows: • The decisions made in the good times are more important than the decisions made during the bad times • Live below our means • Run a lean organization • Use conservative five-year projections • Employ full -cost recovery when setting fees • Diversify revenue • Use one-time money only for one-time expenses • When in doubt, contract out Due to the organization's adherence to these principles, the City is in a sound financial place leading up to the Fiscal Year 2017-2018 budget cycle. We continue to maintain the City's AAA credit rating with Standard and Poor's. This elite financial rating is defined as our organization having an "extremely strong capacity to meet financial commitments", and it continues to be achieved as a result of the City Council's long standing and conservative budget practices. This conservative approach should continue, especially now when economic times are tentative. In addition to staying consistent to the City Council's budget philosophy, the Fiscal Year 2017-2018 budget is in alignment with one familiar goal that was set at the start of the budget process. The primary focus for this year's Budget is the continued implementation of the City's five-year strategic plan, Santa Clarita 2020. Santa Clarita 2020 Almost in its third year, Santa Clarita 2020 (SC2020) is a compilation of City Council goals, priorities, and various needs expressed by the community. The Santa Clarita 2020 document displays the City's existing major work efforts, including the development of new projects, programs, and facilities, as well as projects with a focus on sustaining existing but aging infrastructure. Santa Clarita 2020 is organized around six "Quality of Life" themes, which include: • Public Safety • Building and Creating Community • Enhancing Economic Vitality • Community Beautification • Sustaining Public Infrastructure • Proactive, Transparent, and Responsive Government Services Santa Clarita 2020 serves as a guide for the organization to prioritize resources, achieve milestones, and maintain our commitment to providing the best services and facilities the City can offer to our residents, both today, and into the future. While the City is relatively young at 30 years of age, much of our facilities, roads, sidewalks, and irrigation systems, are older. Attention must be paid to these assets so they continue to be safe and functional. BUDGET OVERVIEW Total Appropriations The Fiscal Year 2017-2018 Budget totals $197.7 million. This includes funding for the Capital Improvement Program, personnel, the Redevelopment Successor Agency, operations and maintenance, and debt services. When compared to the last year's adopted budget, this represents an overall decrease of 10.1%. Total Revenues A significant part of the budget process is estimating revenues for the upcoming fiscal year. This process is critical, as appropriations are based on these projections. Several factors are considered to ensure accuracy in our projections, including the state of the economy, historical trends, population projections/growth, and inflationary factors. With this information, the City can best determine the revenues available for allocation. Additionally, the City utilizes long-range financial planning to ensure long-term solvency. For Fiscal Year 2017-2018, total revenue meets total expenditure appropriations. For certain one-time capital projects, fund balance is appropriated. General Fund The General Fund is vital to the operation of the City because it is comprised of the most flexible revenue the City Council can allocate toward any project or need within the community. The 2017-2018 Budget is consistent with our practice of ensuring on-going revenues are greater than on-going expenditures. General Fund Revenues in Fiscal Year 2017-2018 will exceed General Fund appropriations by $342,123. General Fund Revenues The City's largest fund is the General Fund, representing $103.6 million of total revenues Sales Tax continues to be the City's largest General Fund Revenue source and is projected to total $36.5 million, an increase of 1.4% as compared to the Fiscal Year 2016-2017 Budget. Property Tax and Property Tax in Lieu of Vehicle License Fees are estimated at $17 million and $16.7 million, respectively. Property Tax in Lieu represents a 3% increase when compared to current year projections. This increase is in proportion to the growth of assessed valuation Citywide, net of annexations. The Property Tax projection is a 6.3% increase when compared to current fiscal year estimates. Development Revenues are projected to decrease to $7.5 million, which is just under 1% less when compared to the estimated revenue for the end of the current fiscal year. In Fiscal Year 2015-2016, there was an increase in the number of photovoltaic solar permits. With the Federal Tax Credit sunset in 2016, the number of solar permits have dropped off in the current Fiscal Year. Transient Occupancy Tax, (TOT), is projected to increase to $3.8 million, which is an increase of 5% from Fiscal Year 2016-2017. Increasing TOT revenues can be partially attributed to new business relocating to the City, and new and returning sporting events such as the Amgen Tour of California and the Wings for Life World Run. General Fund Expenditure Budget Fiscal Year 2017-2018 General Fund appropriations total $103.3 million. The total General Fund expenditures for Fiscal Year 2017-2018 include funding for operating departments, debt services, contingency, and transfers to other funds. General Fund Operating Reserves Reserves are a critical component of the budget because this is a funding source that can be counted on in case of an emergency or unforeseen opportunity. The City has been very fortunate to be able to maintain a healthy reserve during slow economic times. It has been a long-standing goal of the City Council to reach a 20% General Fund Operating Reserve. I am very pleased that this goal was reached in Fiscal Year 2016-2017. For Fiscal Year 2017-2018, the City's operating reserve will total $18.2 million. NECESSARY ADDITIONS TO THE OPERATING BUDGET The Fiscal Year 2017-2018 operating budget provides the necessary resources to provide exceptional services for the benefit of our residents, businesses, and the newly annexed areas. Below is a summary of the most notable additions to the budget, organized according to the Santa Clarita 2020 Quality of Life themes. Public Safety: • 3.78% Sheriff's Contract Adjustment: $811,212 • Liability Trust Fund .5% Increase: $179,528 • Domestic Highway Enforcement Team Operations: $100,000 • Library Security: $100,000 • SB 854 and Security Impacts to Special Events: $35,000 Building and Creating Community: • Transportation Development Plan Update: $200,000 • River Encampment Clean-up: $100,000 • Amphitheatre Feasibility Study: $60,000 • Library Collection Enhancement: $50,000 Enhancing Economic Vitality: • Labor Market Study: $10,000 • Increase Base Budget for Parking Lot Lease Agreements: $9,640 Community Beautification: LMD Reserve Projects: $981,000 Establish LMD Base Budget (West Creek/West Hills): $685,489 Sustaining Public Infrastructure: Replacement of City IT Systems: $500,000 • City Phone System: $300,000 • Records Management System: $100,000 • Network Infrastructure: $100,000 • Citywide Engineering and Traffic Study: $100,000 • Update GIS Aerials: $79,042 Proactive, Transparent, and Responsive Government Services: • Plan Check and Inspection Services: $1,014,000 • Public Access Television Operations: $155,500 • CEMEX Advocacy: $120,000 • Transit Software Licenses and Support: $171,400 • Streets Maintenance Administrator: $84,842 • New Vehicle for Streets Maintenance: $45,500 • Military Banner Program: $5,000 Asset Replacement: Another critical part of Sustaining Public Infrastructure is the vehicle and equipment replacement element of the budget. The adopted budget includes funding to replace older vehicles and equipment. These additions are necessary to provide enhanced services and ongoing maintenance of the City. The vehicle and equipment replacement requests this year fall within two distinct areas; transit related needs, and the annual vehicle and equipment replacement. Replacement Transit Buses: $6,050,384 Annual Vehicle and Equipment Replacement: $449,000 FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM HIGHLIGHTS The Capital Improvement Program (CIP) is a key component of this document and is of vital importance to the community as a whole. The CIP represents a balanced approach for meeting the community's current and future capital improvement needs. The CIP accomplishes the City's major goals for projects, while maintaining critical ongoing maintenance. Comprised of a variety of multi-year and multi -funded capital projects, the CIP for Fiscal Year 2017-2018 totals $33.7 million, 34.1% less than the current years adopted capital budget. Of the budgeted amount, $6.7 million is for re -budgets or pending capital projects that were funded in previous years that need to be carried over to the new fiscal year. Some examples of these projects include the design of the new Sheriff's Station, McBean Parkway Pedestrian Bridge Replacement, Via Princessa Roadway Extension Design, Sand Canyon Trail Design Phases IV -VI, and Vista Canyon Metrolink Station Train Design. The Capital Improvement Program budget includes projects that fall under different categories, including Beautification and Landscaping, Circulation, Facilities and Buildings, Maintenance, Parks, Resource Management and Conservation, Streets and Bridges, and Trails and Transit. The projects in the budget also support many of the quality of life themes contained in Santa Clarita 2020. Santa Clarita 2020 was created to guide the City's major work efforts over the next four years so we can best prioritize resources, achieve milestones, and maintain our unwavering commitment to offering the best services and facilities for Santa Clarita residents today and into the future. The capital budget includes funding for projects that fall directly under four of the six Santa Clarita 2020 Quality of Life themes. Below is a summary of the most notable CIP projects for Fiscal Year 2017-2018: Public Safety • Sidewalk Gap Closures: $261,250 • Annual Arundo Removal: $50,000 Building and Creating Community • Intelligent Transportation System Phase V Construction: $1,916,625 • Canyon Country Community Center Regional Infiltration Best Management Practice (BMP) Design and Construction: $1,560,000 • ITS Phase VII Design: $431,198 • Via Princessa Park Conceptual Design: $250,000 Community Beautification • Orchard Village Median: $4,099,524 • Citywide Major Thoroughfare Median Turf Removal: $1,900,000 • Creekside Road Raised Crosswalk: $350,000 • Citywide Reforestation Program: $175,000 Sustaining Public Infrastructure • 2017-2018 Overlay and Slurry Seal: $10,000,000 • TMF Roof Repair/Replacement: $822,179 • Annual Sidewalk Repair: $750,000 • Arroyo Parkway Paseo Bridge Replacement: $500,000 • Mountain View Park Play Area and Shade Structure: $350,000 • Aquatics Facilities Rehab Phase 2: $140,000 • Playground Surface Replacement David March Park: $120,000 • Roof Replacement at Newhall Park: $110,400 • Circulation Improvement Program - Copper Hill at Calex and Bouquet at Wellston: $80,000 • Valencia Library Carpet Replacement: $74,250 • Newhall Community Center Lighting: $56,100 • Highway Safety Improvement Signal Modification: $51,000 • Skate Park Expansion Joints: $50,600 0 Annual Sport Court Resurfacing: $38,000 The presentation of a budget to the City Council is always exciting, and the budget for Fiscal Year 2017-2018 is no exception. The work efforts contained in this document include many high-profile, high -impact projects that will have long lasting and positive impacts on Santa Clarita for decades. It is exciting to help our community by providing facilities and services that further increase the quality of life we enjoy in Santa Clarita. I would like to congratulate and thank the City Council for their continued commitment to providing fiscally responsible leadership and direction. This commitment has resulted in significant achievements and financial stability for the City. I would also like to thank all of the Commissioners and the City staff who, every day, commit themselves to maintaining the quality of life enjoyed by all Santa Clarita residents. I would like to recognize each of the department budget officers and the support staff who worked diligently to prepare the document now before you, including Jennifer Del Toro, Elena Galvez, Lance O'Keefe, Sarona Vivanco, Rebecca Widdison and Sherrye Ketchepaw. I would also like to thank and recognize each member of the lead budget team, including Frank Oviedo, Darren Hernandez, Carmen Magana, Kristi Hobrecker, Mary Ann Ruprecht, Brittany Houston and Jerrid McKenna for their work in preparing the budget. In addition, I would like to thank the Leadership Team as well as Damon Letz and Johanna Medrano for their work in preparing the Capital Improvement Program. Finally, I would like to thank you for allowing me to play a role in realizing the goals of the City Council and the community. Thanks to the City Council's leadership, I am confident that our organization will enter the new budget cycle strongly positioned, renewed in spirit and determination, and well prepared for continued progress and long-term success. Sincerely, k� Kenneth W. Striplin City Manager City of SANTA CLARITA COMMUNITY PROFILE PERFORMANCE MEASURES city of SANTA CLARITA The City of Santa Clarita COMMUNITY PROFILE and SINCE INCORPORATION Thirty years ago, on December 15, 1987, the City of Santa Clarita became the largest area ever to incorporate. Incorporation brought the communities of Saugus, Newhall, Valencia, and Canyon Country together to form what is the City of Santa Clarita. By forming a City, Santa Clarita residents gained the ability to keep locally -generated tax dollars right here in our community; helping to build new parks, trails, roads, bridges, sidewalks, street improvements, transportation amenities, neighborhood safety, high-quality recreation, and much more. Santa Clarita has a 100 percent track record for a balanced, on-time budget, winning numerous awards for fiscal responsibility, budgeting, and investing. The City also maintains a AAA Credit Rating from Standard & Poors. This elite financial category defines our organization as having an "extremely strong capacity to meet financial commitments". The City of Santa Clarita has established an enviable balance between quality of life and quality infrastructure and amenities. The City has a healthy economy, affordable housing, academics, quality of life, healthy lifestyle, leisure and activities, and sunny weather. The balance of quality living and smart growth is carefully maintained through long- term planning, fiscal responsibility, community involvement, respect for the environment, and strong support for business development. Named the "Most Business Friendly City in Los Angeles County" by the Los Angeles County Economic Development Corporation in 2016, Santa Clarita continues to strive to create a business friendly environment that encourages businesses to locate or expand within the 66 square miles that make up the City. A premier location to move your family or business, Santa Clarita boasts award-winning educational facilities, 85 miles of pristine trails, one of Los Angeles County's largest business parks in addition to some of the State's most coveted golf courses, charming wine lounges, family and fine dining, impressive retail shopping, live music events, and a rich western heritage. Santa Clarita blends its small-town charm with the sophistication of a larger urban center. At an average of 1,300 feet above sea level, Santa Clarita enjoys a mild Southern California Mediterranean climate, making it ideal for business and residential, and outdoor activities. Summers are warm and dry in the 70° to 100° range. Winters in Santa Clarita are temperate and semi -moist, in the 40° to 60° range. Precipitation averages are measured at 15-18 inches between November and March. Scenic Santa Clarita is just 20 minutes north of the Burbank Bob Hope Airport and a short drive from the hustle and bustle of Los Angeles. Located 35 miles northwest of Los Angeles and 40 miles east of the Pacific Ocean, Santa Clarita forms an inverted triangle with the San Gabriel and Santa Susanna mountain ranges. These mountain ranges separate Santa Clarita from the San Fernando Valley and the Los Angeles Basin to the south, and from the San Joaquin Valley, Mojave Desert and Angeles National Forest to the north. 'T. Sen FraTo to VW M $X HOF VDA ton LOS ANGES i EL COUNTY , _ ► iratir TO iAa AlgNee Pah • pwa PACIFIC Lasmo OCEAN Tp �noiep, Map Tp SC* Santa Clarita residents enjoy a distinctive way of life. Residents value the City's landscaped medians and trail system, well maintained roads, high quality schools, and innovative recycling programs. In addition, the City's ideal location makes regional recreation and economic opportunities possible. The community not only enjoys numerous parks and recreation services and facilities, but also outstanding Los Angeles County Fire and Sheriff services, three libraries, highly responsive paramedic and ambulance services, and high levels of local government services. Statistics: Population' 225,512 Size 66 sq. miles Approximate Number of Housing Units 73,788 Unemployment Rate? 4.0% Median Household Income 83,554 'provided by the Department of Finance Special Assessment 11/2016 ?provided by the Employment Development Dept 3/2017 3provided by the US Census Bureau, American Fact Finder 2015 "One Valley, One Vision" is the plan which governs growth in Santa Clarita. Adopted in 2011, this plan will continue to do so for the next few decades. SAFETY The City is making significant strides in crime prevention, intervention, and enforcement based on the partnerships forged with the local Sheriff Station and the business community. As part of the Santa Clarita 2020 Plan, our goal for Public Safety is to develop and implement strategies to combat crime and maintain the City's "safest city' designation. The City's Traffic Operation Center in City Hall allows real-time observation of traffic conditions throughout the City to respond quickly to traffic incidents and congestion. The City's Safe Routes to School program is part of the City's Non -Motorized Plan. This program has resulted in bicycle and pedestrian improvements at 21 local elementary schools. The City offers multiple youth programs aimed at fostering civic responsibility and limiting exposure to drugs and violence. America's Promise ranked Santa Clarita as one of the "100 Best Communities for Young People." The award winning Youth Grove Memorial was constructed and dedicated in 2006. Located in Central Park, the Youth Grove is the site of the annual remembrance event that is integrated in the Sheriffs Department "Every 15 Minutes" Program. The Sheriffs Department administers the Juvenile Intervention Team (J -Team) to keep drugs off the streets of Santa Clarita, away from the schools, and out of the hands of our youth. A couple of years after its inception, the City in collaboration with the Sheriffs Department and the J -Team, William S. Hart School District, and the Los Angeles County Fifth District, implemented the Drug Free Youth in Town Program (DFYIT). DFYIT is a voluntary drug prevention education program that educates, empowers, recognizes, and celebrates drug-free students. Students receive curriculum through school club meetings, agree to be randomly drug tested throughout the year, and participate in educational workshops, community service projects, and conferences. The City established a Community Court diversion program that continues to ensure petty offenders pay restitution and perform community service here in Santa Clarita. RESIDENTIAL HOUSING - QUALITY OF LIFE One of Southern California's premier places to live, Santa Clarita offers a distinctive blend of professional, cultural, educational, social and recreational opportunities well-suited for any lifestyle. Since the first census in 1990 was held after the city incorporation, the population has increased from 110,000 to over 225,000 in 2017 making Santa Clarita the third most populous city in Los Angeles County. The total area of the city has also increased to 66 sq. miles. Included within each area are family oriented neighborhoods, apartments, condominiums, executive estates, senior citizen complexes, and a wide array of new and resale homes. Each community makes a special contribution to the valley's vitality and unique rural/urban flavor. Santa Clarita's successes are evident in its residential neighborhoods, recreational attractions, business opportunities, cultural activities, and numerous commercial, educational, and health care centers. As a result of businesses and industries moving into the area, residents can live, be entertained, and shop close to where they work, rather than commuting long distances. Living in Santa Clarita can be as down-home and casual as an expansive Sand Canyon ranch, or as uptown and stylish as a new home in master -planned Valencia. To enhance the beauty of the community, the City has a goal of planting a minimum of 1,000 trees per year. Beautifying all arterial roadways in the City is an ongoing project. Medians, curbs, turn pockets, and smart irrigation controls have been and continue to be installed in medians throughout Santa Clarita as the City continues to maintain current roadways and improve existing areas. To conserve natural water resources, the City maintains 697 smart irrigation controllers. These devices provide greater water efficiency throughout the 1,300 acres overseen by the Landscape Maintenance District operation, and have helped Santa Clarita to save approximately two -billion gallons of water over the last five years. In response to the prolonged State-wide drought and the Governor's executive order, the City discontinued watering turf within medians in May of 2015. Work to refurbish medians began in 2016 with the removal of turf and installation of drought -tolerant landscape along Valencia Boulevard. These efforts will continue during the coming year with similar planned refurbishments of medians along Orchard Village Road and Magic Mountain Parkway. For three years, a single lane roundabout built in Old Town Newhall, has provided a safer route compared to traditional intersections by smoothly accommodating commuter and emergency vehicles, pedestrians, and cyclists traveling in and out of the Old Town area. A five block streetscape project has transformed Main Street with sidewalks, landscaping, and improved aesthetics in the community during the same time frame. March 6, 2017, groundbreaking for the Old Town Newhall Parking Structure took place. This project, planned in the City's "Redevelopment Block", will add 372 parking spaces when completed in the spring of 2018. City staff continues to maintain the beauty of on and off ramps at Interstate 5 interchanges and medians along city roads, welcoming residents and tourists to the beauty of Santa Clarita. The McBean Park -and -Ride facility offers almost 300 parking spaces, five bus bays which are served by regional commuter routes, over 170 trees, and extensive drought -tolerant landscaping, public art, low -impact LED lighting, and various sustainable design elements. May 2017, marks the sixth anniversary of the City's dedication of the Fallen Warriors Memorial Bridge, formally known as the Cross Valley Connector Golden Valley Bridge. This bridge commemorates Santa Clarita Valley residents from the armed forces who lost their lives while serving in the United States War on Terror. The Hometown Heroes Military Banner Program was established in 2016. This program continues to grow to honor and recognize currently serving, active military personnel from the Santa Clarita Valley. In October 2016, the Golden Valley Bridge widening project at SR14 was completed. A dedication was held to commemorate the Connie Worden-Roberts Memorial Bridge; honoring one of the persons most instrumental in the incorporation of the City of Santa Clarita. McBean Parkway Bridge was widened to eight lanes in October 2014, which was a vast improvement to traffic flow in the City. This project also included the addition of a dedicated bike path on the bridge to connect the Santa Clara River Trail and the South River Trail. A trail connection beneath the bridge to connect the east and west portions of the Santa Clara River Trail was also completed. Originally proposed to be a massive landfill, 842 acres in Elsmere Canyon was purchased by the City in 2010 and designated as protected open space. It is located on the east side of Highway 14, stretching north from Newhall Pass to Whitney Canyon Park, and east to the Angeles National Forest. Two Sister City relationships have been established and ongoing with Sariaya, Philippines, and with Tena, Ecuador. These relationships help the community by encouraging cultural understanding about others outside our community. EMPLOYMENT, WORKFORCE, AND EDUCATION DEVELOPMENT The City of Santa Clarita is home to over 6,700 businesses and nearly 85,000 jobs from diverse industries. The majority of its establishments are within leisure and hospitality, retail, and professional and business services. The City's largest employers include Princess Cruises, Henry Mayo Newhall Memorial Hospital, Boston Scientific, Woodward HRT, local school districts and colleges. Santa Clarita maintains a highly supportive environment for businesses and has targeted its economic development efforts towards the expansion of the following industries: Aerospace and Defense, Advanced Manufacturing, Medical Devices, Digital Media and Entertainment, and Information Technology. Consistent with the City's business friendly approach, the City of Santa Clarita assesses fewer fees and taxes than neighboring cities and unincorporated Los Angeles County. Additionally, the City offers one-stop and expedited permitting, electronic plan submission for developers, and defers some permit -related fees to encourage business development. Santa Clarita was named "Most Business Friendly City" in Los Angeles County by the Los Angeles Economic Development Corporation in 2016. 2015 Cost of Doing Business Survey Source: Kosmont-Rose Insitute 11111 _ Local business organizations like the Santa Clarita Valley Economic Development Corporation, the Santa Clarita Valley Chamber of Commerce, the Valley Industry Association, and the City, work together to provide a variety of services and resources, making it easier to conduct business in Santa Clarita. Making it simple to do business in the City, the Permit Center on the first floor of City Hall continues to provide a centralized area for customers to obtain most permits needed for development. The on-line e -Permit system has been operating for over 8 years, giving residents and contractors the ability to apply for, process, pay for, and print specific permits online, 24 hours a day, seven days a week. The City of Santa Clarita continues its partnership with PlanetBids, a fully automated web -based vendor and bid - management system. Since the partnership began 4 years ago, the City has awarded quotes and proposals totaling more than $113 million. Over $24 million of this total went to local vendors. More than 5,827 vendors have registered with the City on PlanetBids, of which over 481 are local businesses. Santa Clarita is home to 10 movie ranches, and more than 20 sound stages. The Film Office recorded 1,366 location film days and 548 film permits for the calendar year 2016. These totals represent over 33 million in economic impact to the local community from location filming alone. In addition, more than 6,000 residents were employed by the industry. The City's unemployment rate reflects Santa Clarita's thriving economic climate. The unemployment rate was 4.4 percent in February 2017, and has been declining steadily since the end of the recession. February - Unemployment Rate Source: CA Employment Development Department ■ City of Santa Clarita 11.4% 11 10.G7L 9.3% 8.0% G.87L' 5.1% 4.41 _ -t1 2010 2011 2012 2013 2014 2015 2016 2017 The fourth largest labor force in Los Angeles County, with nearly 97,000 workers within the city limits, also boasts a highly educated workforce. Thirty-three percent of the workforce possesses a bachelor's degree or higher and 70 percent have at least some college. Santa Clarita's quality employers, a business friendly environment, and highly skilled workforce make Santa Clarita an ideal destination for business. City of Santa Clarita - Educational Attainment e 2011-]015 American Communily Survey 5 -Year Eslimalez 26.]% 22.3% 19.5% 20.4% —f1ao% — Highschool :r«lr tdlegt, A ukm" Bari. % �ia4u�lrm graduate or degr'e in..1—hmrt equivalent deg The California Department of Education, named 14 local elementary schools as 2016 Gold Ribbon Schools. They will become eligible for this award again in 2018. In 2017, Gold Ribbon School status was awarded to 2 Jr. High Schools and 3 High Schools. These schools will again become eligible in 2019. The Gold Ribbon School status is given for the educational quality of academic content and performance standards adopted by the State Board of Education. Santa Clarita's commitment to education is evident in strong academic performance, passionate teachers, and community dedication to education. The Business Incubator opened in 2014 in partnership with the City and College of the Canyons to facilitate and help launch and grow a start-up company. The Business Incubator provides four to six entrepreneurs in the creative and technology fields with the opportunity to lease low cost office space in the City's growing arts and entertainment district for up to three years and also provides essential tools needed for them to become successful. TRANSPORTATION The Santa Clarita Valley is part of a comprehensive transportation network that includes local, commuter, and dial -a -ride bus service, with routes to Century City, Warner Center, North Hollywood, and Downtown Los Angeles. The City is accessible via Highway 126, the Antelope Valley (SR -14) and the Golden State (I-5) freeways. The Southern Pacific Railroad has daily freight runs; Amtrak, with stations in the adjacent San Fernando Valley, provides regular daily passenger service to key cities. The ports of Los Angeles and Long Beach are 50 and 60 miles south of the valley, respectively. Ventura and its nearby ports are 40 freeway miles northwest of the valley. Santa Clarita has built three Metrolink stations which carry approximately 2,100 passengers a day to various stops in the greater Los Angeles area. To avoid the stress of everyday driving and ease your way throughout the Santa Clarita Valley and other neighboring cities, residents are riding the award winning Santa Clarita Transit system which provides local, commuter, and curb -to - curb Dial -A -Ride services for residents and visitors. There are 11 local bus routes with a 111 -vehicle fleet that operates on compressed natural gas and provides local, commuter, fast, and reliable service to more than 3.6 million passengers each year, traveling more than 57,000 miles each week. Routes provide service to the City's three Metrolink stations, major employment sites, commercial centers, schools, and places of interest. Seniors and persons with disabilities may choose to ride the local service or use the City's Dial -A -Ride service operating seven days a week. Residents commuting outside the Santa Clarita Valley can board one of Transit's Wi-Fi equipped buses operating to Downtown Los Angeles, Century City, Warner Center and North Hollywood. TAP, Transit Access Pass, is a secure form of fare media that offers balance protection in case of loss. Ridership continues to increase each year. There are over 40 state-of-the-art real-time tracking units that have been installed at Santa Clarita Transit bus stops to provide real-time bus arrival information to those locations. The City has also implemented a smart phone application that provides the same real-time bus arrival information at a glance. The Transit Maintenance Facility (TMF) is the first state-of-the-art "green" building the City of Santa Clarita has built, and one of the first LEED certified straw bale buildings in the world. The TMF was designed and constructed using a variety of high quality, environmentally sensitive strategies and an unconventional use of materials. It provides a cost-efficient facility which demonstrates the City's commitment to greener development and responsible public policy. In 2008, the TMF was awarded the innovative Design of the Year award by the American Public Works Association. In 2010, the City constructed new solar canopies and carports at the TMF, saving the City $135,000 a year in electricity costs by generating 97 percent of all electricity needed to power the facility. The City of Santa Clarita Transit continues the conversion of it's diesel powered commuter bus fleet to compressed natural gas (CNG). To date, 10 of the City's 28 commuter buses are powered by clean burning and renewal CNG with the balance of the fleet scheduled to be replaced as they reach the end of their useful life in the coming years. RECREATIONAL OPPORTUNITIES There is an abundance of California sunshine and a plethora of activities for all ages in Santa Clarita. Home to Six Flags Magic Mountain and Six Flags Hurricane Harbor, Santa Clarita boasts some of the Golden State's most coveted golf courses, charming wine lounges, family and fine dining, impressive retail shopping, live music events, and a rich western heritage. Santa Clarita offers endless opportunities for outdoor adventures, with 85 miles of multi- use trails available for hiking, mountain biking, and equestrian treks at one of over a dozen open space areas in the City. Rock climbing and hiking are available at nearby Vasquez Rocks, Towsley Canyon, and Placerita Canyon, in addition to boating, fishing, water skiing, and swimming at Castaic Lake and Pyramid Lake. HikeSantaClarita.com and BikeSantaClarita.com offer information on outdoor opportunities in Santa Clarita that are available for residents to explore. Santa Clarita is friendly to cyclists of all skill levels. Here, we're dedicated to providing the infrastructure for a safe and fun bicycling experience. Enjoy a fast paced ride or a leisurely jaunt with your friends and family. There are miles of bicycle lanes, cycling trails, and paseos to explore in Santa Clarita. The City also produces an award winning Season's magazine that is mailed quarterly to City residents so they may register for recreation programs, camps, and classes. Check out the wildlife at Placerita Nature Center, a 350 -acre wildlife sanctuary that offers family nature walks and native live animal presentations year round. In the summer months, bring your blanket and a picnic dinner to enjoy Concerts in the Park. Castaic Lake offers a 9,000 acre park for fishing, boating, jet skiing, kayaking, swimming, mountain biking and camping. The regional river trail serves as the backbone of the trail system. Boating, fishing, skiing, and swimming are available at Castaic Lake, Lake Elizabeth, Lake Piru, and Lake Hughes. Together with connecting trails, residents can access parks, entertainment, shopping, and employment centers. Since the formation of the City's Open Space Preservation District (OSPD), the City has provided financial resources resulting in the acquisition of almost 9,000 acres of protected open space, bringing those lands into permanent public ownership. The OSPD preserves natural land from development, creates a greenbelt around the City, retains wildlife corridors, and protects rare and biological and geological regions. These lands provide valuable recreational opportunities, such as hiking, biking, and equestrian uses, right here in our community. Whether you are planning a family hike with the kids or a more difficult climb, you will find your new favorite spot right here on our trails. The City is home to 34 parks which includes the 60 -acre Santa Clarita Sports Complex, home to the Santa Clarita Skate Park and Aquatics Center. Our park system also includes the Veterans Historical Plaza. The 32 acre Todd Longshore Park offers breathtaking views, modern amenities, and open space preservation to honor the legacy of Todd Longshore, one of Santa Clarita's most ardent supporters and a dedicated Parks Commissioner for 16 years. The City opened the 25 -acre Discovery Park in Canyon Country in 2010. It is the first-ever passive, natural river and recreation park in the City. Central Park continues to be the hub of sports events due to the expansion of its multi -use sports fields, which includes softball fields, basketball courts, shaded viewing areas, a shaded workout area, and beautifully landscaped parking areas. It's also home to a dog park, a cross country course, a disc -golf course, and a community garden. In addition to the City's parks, trails, and open space, the Canyon Country Community Center continues to provide extensive and diverse recreational programming, including a hybrid of recreational and intergenerational opportunities for toddlers, youth, teens, adults, and seniors. Canyon Country holds a Summer Bash in July. This event is a family oriented street party that includes fun activities, live music, and food and drink all with a summer theme. The Newhall Community Center opened in 2006 and remains a very active facility in the downtown Newhall area. The Center has been instrumental in providing recreational activities including a Ballet Folklorico program, outdoor basketball courts, and a boxing gym. Additionally, the City opened a new half -acre passive recreation area behind the Newhall Community Center which includes benches, picnic tables, new landscaping, walkways and irrigated planting areas. The City of Santa Clarita assumed library services from Los Angeles County and established the Santa Clarita Public Library in 2011. In 2012, the City opened the Old Town Newhall Library, providing a new 30,000 square foot, two-story library with a children's library, teen section, public use computers, and reading rooms. The new library is LEED certified. In November 2013, the Southern California Chapter of the American Public Works Association awarded a Project of the Year Award for the Old Town Newhall Library. For the last few years, the City, in collaboration with Los Angeles County Fifth Supervisorial District and Los Angeles County Parks and Recreation, has worked to complete significant exterior improvements to William S. Hart Regional Park in Old Town Newhall. This includes the addition of decorative stucco walls, wrought iron fencing, a pedestrian entrance to the park, and electronic signage promoting various programs and events at the park and the community at large. Santa Clarita's strong western heritage is preserved through the established Santa Clarita Cowboy Festival in Old Town Newhall. Held in April of each year, this award-winning celebration features the best in poetry, music, and fine western art, bringing thousands of visitors into the area. The Santa Clarita Sports Complex (SCSC) opened in December 1998, with two basketball courts and four racquetball courts. The Aquatics Center at the SCSC features an Olympic sized swimming pool, dive pool, and an activity pool with water play equipment and a 168 foot water slide. SCSC is also home to the City's 40,000 square foot skate park which opened in 2009. In 2002, the Activities Center, now known as "The Centre", opened with meeting rooms, classrooms, and a multi - use arena. Recreation has expanded its scope of programs offered to the community, and now includes the award winning Great American Campout, excursions including multi -day trips outside of California, the Youth Sports & Healthy Families Festival, Winter Camp Clarita, and birthday parties with the City. The City of Santa Clarita created the monthly SENSES event in Old Town Newhall as part of the Thursdays @ Newhall program. Programs include Art Slam and JAM Session events, and the Revved Up events. SENSES, a street party with a different theme each month, continues to grow and be successful. Entertainment, food, drink, and activities at SENSES offer people of all ages the opportunity to come and enjoy Newhall. Santa Clarita is once again 1 of 2 cities hosting the Wings for Life World Run in North America for 2017, and the only host city on the west coast. This event brings thousands of spectators and participants to Santa Clarita, also creating a significant economic impact and tourism benefits. 2017 brought the Amgen Tour of California back to Santa Clarita for the ninth year; this year as host in the Stage 4 finish from Santa Barbara to Santa Clarita. As America's most successful cycling race, the Amgen Tour of California is one of the nation's largest and most recognized annual sporting events. An eight-day event, this prestigious cycling road race features elite professional teams and athletes from around the world which contributes a significant economic impact on the City. Golf enthusiasts find the combination of scenic courses, warm weather, and open atmosphere in Santa Clarita creates a great place to play golf. You will find a variety of challenging golf courses such as Sand Canyon Country Club (formerly Robinson Ranch Golf Club), Valencia Country Club, Tournament Players Club, and Vista Valencia. PUBLIC INVOLVEMENT The Old Town Newhall Specific Plan (previously known as the Downtown Newhall Specific Plan) was adopted by the City Council with a goal to revitalize Old Town Newhall by incorporating feedback from residents, businesses, and community leaders. Santa Clarita continues to recruit volunteers on SantaClaritaVolunteers.com. Volunteers can sign up to help with City events including the River Rally, Marathon, the Cowboy Festival, Community Centers, and other locations where City programs are conducted. You can also go to this site to find resources and information to ensure a safe and rewarding experience for all. The City's Facebook and Twitter pages are updated several times each day and are linked to its popular website, www.santa-clarita.com. These social media accounts reached milestones in connecting with the community, surpassing 16,660 "likes" on Facebook and more than 27,600 followers on Twitter. The City's on-line newsletter at www.santaclaritacitvbriefs.com boasts an average of 2,000 views a month. Mobile applications available for download on iOS and Android devices continue to be very popular with our residents and visitors alike. These applications include our Resident Service Center (RSC), the City of Santa Clarita mobile application, which provides general City information; Hike Santa Clarita, which offers hiking, biking and equestrian trail information; the Newhall Walking Tour, which provides information on historic, film and other locations in the Newhall area; and santa-clarita.com/emergency, which provides updates during emergency situations in the City. e J W6 f ,aa � Ir 17�91�SJB}jBa of:04 �i w C� 4 IN E010 - €r - c Y M 660 � Eos 1 � Ir 17�91�SJB}jBa of:04 �i w C� 4 IN E010 - €r - c Y M 660 � Eos Santa Clarita's History Many generations have passed through this valley, each leaving its own trace of history. The valley has been home to Native Americans, explorers, soldiers, pioneers, farmers, ranchers, and shopkeepers. Dating back to the year 450, the Tataviam tribe settled in a mountainous region, later named Santa Clara by Spanish migrants. In conflict leading to revolution in Mexico, Spanish soldiers fled to the Santa Clara region and named the region in honor of St. Clare. Later calling the local river "little" Santa Clara, the valley was then named accordingly, and took the name of Santa Clarita. The first recorded discovery of gold in California occurred in Santa Clarita six years prior to its discovery at Sutter's Mill in Sacramento. As the story goes, in 1842, Juan Francisco de Gracia Lopez was napping under a massive oak tree in Placerita Canyon, and dreamt that he was surrounded by gold and became very rich. Upon awakening, he picked a bunch of wild onions growing nearby, and attached to the onion roots were several small pieces of gold. This discovery greatly impacted further development, namely the Newhall Pass, which was constructed for the transportation of mining supplies. Henry Mayo Newhall established what was then known as the town of Newhall, and, in 1878, planted corn, flax, and alfalfa. This was the beginning of the Newhall Land and Farming Company. The 1870's also brought about the Southern Pacific Railroad. The Ironhorse, or so it was named, laid its tracks across the valley, bringing with it new towns and increased population. Saugus was named after a small town in Massachusetts where Henry Mayo Newhall was born. Newhall Train Depot - circa 1890 Black Gold, a substance which oozed from the ground, rarely served a purpose for the Indians. However, in 1875, the rivers of oil were diverted into the first commercially producing oil well in Pico Canyon. CSO 4, as it was called, was operated by the forerunners of the Standard Oil Company, and had the distinction of being the oldest operating oil well in the world until capped in 1990. The 1900's brought prosperity and new businesses to the valley, some of which remain today. For example, Sterling Borax began production during that time period, and the once -named "Saugus Station Eatery," now called the Saugus Cafe, is still open for business daily. Many businesses opened shop during this era, including general stores, post offices, and churches. Spruce Street- 1916 (Main Street) This growing community, with its rich and diverse surroundings of mountains, trees, and deserts, attracted Gene Autry and his western style television show. By the early 1900's, Hollywood studios were using the area's rugged canyons as locations for filming their Westerns. The new home for Melody Ranch was "Western" town, renamed and used as the set for Gene Autry's television show. William S. Hart, a prominent Hollywood film star of the 1920's, left his mark on the community by building his home here and, upon his death, leaving it to the County. The Hart Mansion provides tourists and residents a chance to recapture the feelings of the old west and the beginnings of the western film business. Today, the movie business has become one of the leading industries in the area and is an important factor in its economic growth. The Saugus Speedway, now used for a local swap meet and as an arena for large public events, was once the Baker -Hoot Gibson Rodeo Arena, which held massive regional rodeos, drawing people from all over southern California. With the development of this growing community came a need for the distribution of information, and thus the Newhall Signal newspaper was founded by Edward H. Brown. By the year 1940, Santa Clarita's population had reached 4,000. Six years later, the first high school in the William S. Hart District was dedicated. With the development of schools came the construction of tract homes, the first being Rancho Santa Clarita. In 1963, Canyon Country was founded and the first celebration of Frontier Days took place. In demand of all the new developments and residents, the Santa Clarita National Bank opened its doors in 1965. The community of Valencia was dedicated in 1967, and at that time houses were selling for a mere $25,000. Higher education opened its doors to the valley in the late sixties and early seventies. College of the Canyons and California Institute of the Arts, which was incorporated by Walt Disney, were established and serviced the needs of this growing community. The picture below shows the construction of Magic Mountain with the Santa Clarita Valley in the background. Magic Mountain opened in 1971, bringing in thousands of tourists and giving the valley a significant landmark. Today, it is one of the largest amusement parks in the country. In 1975, Henry Mayo Newhall Memorial Hospital was founded, as well as the Santa Clarita Valley Historical Foundation, which maintains and protects the rich history of the valley. In the 1980's, "Santa Clarita" became a common term. The eighties also brought a staggering increase in population, bringing the total number of residents to 81,816. In 1985, the Chamber of Commerce instituted a study on the economic feasibility of becoming an incorporated city; two years later what is now the City of Santa Clarita was approved by the voters. In December 1987, the City of Santa Clarita was formed as the second largest incorporation within Los Angeles County, and today we are the third largest city in the County. It is evident that cityhood has helped transform Santa Clarita. Our City is an active participant and an advocate for an unparalleled lifestyle that includes top notch schools, a wide variety of shopping and dining, wide open spaces and healthy living. DISTINGUISHED AWARDS The City of Santa Clarita's commitment to excellence is reflected in the many awards that the City has won for its services and programs. Santa Clarita has been very successful in winning a variety of international, national, state, and regional awards in a variety of categories, showcasing the City's achievements and expertise in a positive way. In addition, the City of Santa Clarita is often recognized by organizations and websites for the City's high quality of life. City of the Future The fDi American Cities of the Future 2017-2018 assessment, ranked Santa Clarita fourth in the Small American City of the Future category, out of more than 200 contending cities. Happiest Place to Live In 2017, Santa Clarita ranked 121h place out of 150 of the largest U.S. cities as the Happiest Place to Live by WalletHub.com, a personal finance website. Healthiest City Santa Clarita was named 10th Healthiest City out of 150 American Cities for 2017 in a study published by WalletHub.com. 150 of the largest U.S. cities were examined and measured by 34 key indicators of good health. Community Energy Partnership Program In 2017, Santa Clarita reached Platinum level status for energy management with the Community Energy Partnership Program. This allows for bonus rebate funding on any future energy efficiency projects that qualify for rebates from Southern California Edison or So Cal Gas. California Association of Public Information Officials (CAPIO) CAPIO's 2017 Excellence in Communications Award of Excellence was presented to the City of Santa Clarita for the website SantaClaritaArts.com CAPIO's 2017 Excellence in Communications Award of Distinction for Crisis Communications/Public Safety Education Campaign, was awarded the City for its Sand Fire Crisis Communications efforts. Safest and Best Cities to Live Parenting.com ranked Santa Clarita as the third safest city in America and SafeWise.com named Santa Clarita as one of the 50 safest cities in California. 24/7 Wall St. named the City 'America's 20th Best City to Live". the only California city to rank in the top 20 in 2016. Most Business Friendly City in Los Angeles County The Los Angeles Economic Development Corporation (LAEDC) announced the City of Santa Clarita as the Most Business Friendly City in L.A. County in 2016. The Pinnacle Award for the City's Tourism website was awarded to the City in 2016 by the National Association of Government Web Professionals. Runner Friendly Community Santa Clarita was selected by the Road Runners Club of America as a Runner Friendly Community for 2016. Tree City USA For the 27th consecutive year, Santa Clarita received the designation "Tree City USA." The City maintains its commitment to enhance the beauty of the community with a goal of planting a minimum of 1,000 trees per year. Virtual Video Tour -One Time Special Programming 3CMA (City -County Communications & Marketing Association) presented the City with a First Place Savvy Award for its Virtual Video Tour -One Time Special Programming. District Transparency Certificate of Excellence The Special District Leadership Foundation (SDLF), an independent and non-profit organization formed to promote good governance and best practices among California's special districts has presented the City of Santa Clarita the District Transparency Certificate of Excellence for our outstanding efforts to promote transparency and good governance. Government Finance Officers Association (GFOA) FY 2016-17, the 28th consecutive year, Santa Clarita has received the (GFOA) Certificate of Achievement for Excellence in Financial Reporting, this time for its Comprehensive Annual Financial Report (CAFR). This is the highest form of recognition in the area of governmental accounting and financial reporting. National Institute for Public Procurement The City of Santa Clarita's Purchasing Division has again received the Achievement of Excellence in ProcurementAward for 2016. One of only 72 cities within the US and Canada to be recognized for this award. Association of Public Treasurers United States & Canada For the past 22 consecutive years, Santa Clarita has received the Investment Policy Certificate of Excellence Award, most recently for Fiscal Year 2016-17. This award was presented to the City for its success in developing a comprehensive written investment policy. The criteria for this award is set forth by the Association's Investment Policy Certificate Committee. League of California Cities Helen Putman Award The established Special Needs Registry under the category "Public Safety" was awarded the Helen Putnam Award by the League of California Cities. Santa Clarita has received more Helen Putnam Awards than any other city in California. League of California Cities Helen Putman Award for Excellence The League's highest honor, the Helen Putnam Award for Excellence, was given to the City for Economic Development through the Arts. The City's winning program was the Old Town Newhall Arts and Entertainment District program which attracts new visitors every year to Old Town Newhall. California Association of Public Information Officials (CAPIO) CAPIO's "Excellence in Communication" awards recognize the most creative and effective efforts in the areas of communication and marketing campaigns, newsletter production, photography, special events, writing, web site development and video production. The City of Santa Clarita received five CAPIO awards in 2016: -Award of Excellence - Multi Year Strategic Planning & Execution for the City's Road Resurfacing project -Award of Excellence - Special Event/Recurring for Light Up Main Street in Downtown Newhall during the holiday season -Award of Excellence - Most Creative/Dollar Stretcher for the City's DIVERT Task Force -Award of Merit - External Publications for the City's quarterly publication of Seasons Magazine. -Award of Distinction -eGovernment Services for Road Resurfacing The Beacon Award The City received the Beacon Award for promoting sustainability practices and facilitating outreach efforts through its website and social media. Adult Sports Programs 2016 was the 2nd year the Southern California Municipal Athletic Federation (SCMAF) presented the Appreciation Award to the City's Adult Sports program. Prior Years Best City to Retire -2015 The website, Only In Your State, named Santa Clarita the No. 1 Best City for Retirement in Southern California stating, "Santa Clarita offers the perfect blend of refined living in a community that still has a small town feel." League ofAmerican Bicyclists The Bronze Level Bicycle Friendly Community Award was received in 2015 for the City's extensive bike paths, trails, and paseos established around the City with access year round and the Bike Santa Clarita website. City -County Communications & Marketing Association (3CMA) Savvy Awards The 2015 Silver Circle Award -Social Media - Best Use of Social Media Tools, for the City's On the Job Series recognizes outstanding local government achievements in communications, public - sector marketing, and citizen -government relationships. The City received four CAPIO awards in 2015: •Award of Distinction for its On the Job Social Media Series ,Award of Excellence for Respect is a Two -Way Street ,Award of Merit for the State of the City Videos -Award of Excellence for the City Call Newsletter Leadership in Energy and Environmental Design Gold Certification In 2015, the City of Santa Clarita was recently awarded a Leadership in Energy and Environmental Design Gold certification for the Old Town Newhall Library for its efficient and sustainable design features. The City was the recipient of the League of California Cities' highest honor - the 2014 Helen Putnam Award for Excellence for the DFYIT program. The program was a winner in the partnership Intergovernmental Collaboration category. Helen Putnam Award for Excellence from the League of California Cities' in 2013 for the City's Granada Villa Neighborhood Committee. The program was the winner in the Enhancing Public Trust, Ethics, and Community Involvement category. In 2013, the City -County Communications & Marketing Association (3CMA) awarded the following to the City of Santa Clarita: -Silver Circle Award for Digital Interactive Issue Specific Website for HikeSantaClarita.com ,Silver Circle Award for Marketing & Tools, Branding/New Logo for the City's Cowboy Festival Marketing Campaign ,Award of Excellence for Marketing & Tools, Government Service Delivery, & Community Issue for Heroin Kills: The High is a Lie! The Southern California Chapter of the American Public works Association awarded a Project of the YearAward to the City for the Old Town Newhall Library. In 2012, the City's Neighborhood Services Team won the prestigious Helen Putnam Award in the category for Enhancing Public Trust, Ethics, and Community Involvement through the combined efforts of Human Services, Community Preservation, Environmental Services, and the Sheriff and Fire Departments along with residents to address code violations, reduce crime and graffiti, and improve the quality of life in neighborhoods. In 2012, CAPIO also presented the City with numerous awards for Excellence in all forms of communication and public awareness projects. The Los Angeles Country Metropolitan Transportation Authority awarded the City of Santa Clarita the Rideshare Diamond Award for its Outstanding Marketing Program for Bike to Work Day and Employee Rideshare Program in 2012. In 2011, the City of Santa Clarita and Los Angeles County were recognized with a Compass Blueprint Award, for the joint general plan One Valley, One Vision from the Southern California Association of Governments (SCAG). The City's Green Santa Clarita website was awarded the prestigious Beacon Award for promoting sustainable development and local leadership towards solving climate change in 2011. The City also achieved "Silver" status as a California Green Community for its commitment to sustainability. Upon completion, the City s Golden Valley Road Bridge was named the Outstanding Project of the Year by the American Public Works Association in 2010. Two years in a row, 2009 and 2010, Santa Clarita was recognized by the Center for Digital Government and Government Technology as one of the top ranked municipalities in the nation via their Digital Cities Survey in 2010. The City Council adopted Community Character and Design Guidelines (CCDG) to provide a blueprint for architectural design through the City. In 2010 The CCDG won the California American Planning Association. The City received several awards in 2010 from 3CMA for Go Green Communications Efforts; Other Graphic Design/Digital Media; and Printed Publications/Magazines & Catalogs. In 2009, the American Public Works Association's Outstanding Project of the Year award was presented to the City for the completion of the Magic Mountain Parkway/Interstate 5 on and off ramps and intersection expansion. 2009 was the consecutive year,,Santa Clarita was awarded the Grand Prize for Best Economic Development Program in the State of California. The award recognizes outstanding and innovative programs which have made a significant contribution to the field of economic development. In 2009, the award was given for the City's Small Business Program, while Tourism was bestowed the award in 2008, and it was given for the City's Film Program in 2007. The City's Transit Maintenance Facility was awarded the 2008 Innovative Design of the Year by the American Public Works Association. CAPIO Awards received in 2008 Excellence in Communications for the City's Public Safety Program - "Pull to the Right" Excellence in Communications for the City's website - SCVSheriff.com In 2008, the Air Quality Management District (AQMD) awarded the City of Santa Clarita the Clean Air Award for Model Community Achievement. In 2007, The League of California Cities, Helen Putnam Award awarded the Helen Putnam Grand Prize award under the category "Internal Administration" for the City's Graffiti Tracking and Prevention application. In 2005, the City was presented with the Chamber of Commerce Hispanic Business Committee Amistad Award for the Newhall Community Center chosen as the Best Agency in Santa Clarita Valley in service of Latino population. Aquatics International Magazines' Best Public/Non-Profit Family Aquatic CenterAward was presented to the City for the Santa Clarita Aquatic Center in 2005. The Santa Clarita Film Office has won several awards since its inception in 2002, most notably being recognized by the League of California Cities with a Helen Putnam Award of Excellence and by the California Association for Local Economic Development with a Grand Prize Award for the Best Economic Development Program in California. City of SANTA CLARITA Form of Government The City of Santa Clarita is a General Law City operating under a Council -Manager form of government, with the City Council acting as the part-time legislative body of the City. Five members are elected to the City Council at large on a nonpartisan basis, with members serving four- year terms. Elections are staggered every two years, with the Council -appointed Mayor serving a one-year term and acting as presiding officer. The City Council appoints a City Manager to be the Chief Administrative Officer responsible for the day-to-day operations of the City. The City Manager's duties include appointing Department Directors, who are then responsible for the day-to-day operations of their own departments. Department Directors then have the task of selecting Division Managers and support staff members. Also appointed by the City Council is the City Attorney, who is the legal advisor to the Council, Commissioners, and other City officials. Assisting the City Council in serving the Santa Clarita communities are a variety of boards and commissions which address specific needs within their particular realm of responsibility. Each board and commission has the opportunity to get involved in a wide range of activities from reviewing City ordinances to recommending major revisions to City programs. Public meetings are held on a regular basis. City of Santa Clarita Organizational Structure Santa Clarita Residents City Council City Manager I I City Attorney Assistant City Manager City Manager's Office Administrative Services Neighborhood Services Recreation, Community Services, Arts, and Open Space, Public Works Community Development Public Safety City of SANTA CLARITA Commissions, Volunteer Boards and Committees Tim Burkhart, Chair Lisa Eichman, Vice -Chair Renee Berlin, Commissioner Charles Heffernan, Commissioner Dr. Dennis Ostrom, Commissioner Planning Commission The Planning Commission is a five -member commission appointed by the City Council to consider and decide upon various applications for land use and land development in the City, including the implementation of the General Plan, Zoning Ordinance and other land use regulations, and recommendations on development applications. Parks. Recreation & Community Services Commission Don Cruikshank, Chair The Parks, Recreation & Community Services Commission Kieran Wong, Vice Chair is a five -member commission appointed by the City Council Dianna Boone, Commissioner to make recommendations to the Council on all matters Ruthann Levison, Commissioner pertaining to parks and public recreation. Victor Lindenheim, Commissioner Arts Commission Dr. Michael Millar, Chair The Arts Commission is a five -member commission John Dow, Vice -Chair appointed by the City Council to consider and advise the Patti Rasmussen, Commissioner Council on arts -related issues such as public art, arts Susan Shapiro, Commissioner education, facilities, and other areas. Vanessa Wilk, Commissioner Accessibility Advisory Committee The Accessibility Advisory Committee (AAC) was established for the purpose of providing guidance on the quality of Santa Clarita Transit's programs and services for seniors and persons with disabilities. The AAC's voting membership is comprised of 11 members. Neighborhood Empowerment and Safety Team The Anti -Gang Task Force, which was recently renamed as the Neighborhood Empowerment Safety Team (NEST), was founded in 1991 and is comprised of community members, City staff, law enforcement, school personnel, and non-profit agency representatives. The purpose of this team is to collaborate and facilitate education and prevention programs that create alternatives to gang involvement. Youth Advisory Committee The Youth Advisory Committee (YAC) is comprised of Santa Clarita Valley high school students who advise the City and community on activities, issues, and decisions relating to teens in the Santa Clarita Valley. Community Services and Arts Grants Committee The City of Santa Clarita administers an annual grants program designed to assist community-based, non-profit organizations with providing community services and art activities, programs, and events for Santa Clarita residents. The grants program includes two grant categories: Community Services and Community Arts. Each year, a Community Services and Arts Grants Committee comprised of Councilmembers, Commissioners, and City staff is assembled to determine funding categories, review and rate applications, and make funding recommendations to the City Council. Blue Ribbon Task Force The Task Force is comprised of community-based organizations, parents, youth, educators, law enforcement, businesses, and City staff. The Task Force was formed in January 2001, and works to educate the community about teen substance abuse peer pressure, teen stress, and making healthy life choices, in addition to providing resources and programs. Citizens Public Library Advisory Committee The role of the committee is to advise the Santa Clarita Public Library on matters of local interest and concern for the benefit of the community and Santa Clarita Public Libraries. These matters may include, but are not limited to, policy matters, book and material collections, services, and facilities. Financial Accountability and Audit Panel The five -member committee was appointed in 2008 by City Council for the Open Space Preservation District (OSPD). The committee is responsible for ensuring OSPD's land acquisition priorities are adhered to, reviewing accounting of funds to ensure funds are spent properly and that good fiscal management is occurring, and ensuring expenditures are consistent with the criteria and requirements set forth in the Engineer's Report. Graffiti Task Force The Graffiti Task Force (GTF) is a collaborative action group that works together to eradicate and prevent graffiti in Santa Clarita. The GTF is made up of staff from the City, Los Angeles County, College of the Canyons, Los Angeles County Sheriffs Department, California Highway Patrol, and the William S. Hart Union High School District. The Task Force has a three -prong approach to graffiti abatement: quick removal, arrest of vandals, and outreach to local youth to prevent graffiti. Oversight Board The purpose of the Oversight Board is to oversee the wind -down of Redevelopment Agency activities. The Oversight Board is a seven -member panel consisting of representatives appointed by various local taxing entities, including the City, the Los Angeles County Board of Supervisors, the Los Angeles County Board of Education, and the Chancellor of the California Community Colleges. Tourism Bureau The Tourism Bureau is a networking group of tourism partners across Santa Clarita Valley. The Bureau's objectives include: building brand awareness for Santa Clarita in targeted local, regional, national and international markets; identifying unique events, festivals, and attractions that will encourage repeat visits to the City; working hand-in-hand with members to create partnerships to strengthen existing businesses and attract new businesses; and providing a forum for networking and collaboration. Tourism Marketing District Advisory Board The Advisory Board for the Tourism Marketing District (TMD) annually reviews and makes appropriate recommendations to the City Council by an Annual Report regarding the use of funds collected through the TMD assessments. The TMD consists of one (1) representative from each of the participating hotels within the Hotel Tourism Marketing Benefit Zone, as well as two (2) City representatives selected by the City Manager. Funded Regular Full -Time Equivalent Positions in the City by Departments IDepartmentand Division 16/17 17/18 Administrative Services Administration Director of Administrative Services Management Analyst Executive Secretary Finance Finance Manager Senior Financial Analyst Financial Analyst Payroll Technician General Accounting Specialist Account Clerk Clerk and Contract Services Clerk and Contract Services Manager 1 1 Purchasing and Risk Administrator 1 0 City Clerk Administrator 0 1 Administrative Analyst 0 1 Deputy City Clerk 2 1 Project Technician 3 3 Buyer 2 2 Secretary 1 1 Materials Clerk 1 1 Mail Services Specialist 1 1 Administrative Clerk 1 0 Mail Clerk 1 1 Clerk 1 2 Technology Services Technology Services Manager Senior Information Technology Analyst Information Technology Analyst GIS Technician Information Technology Specialist City Manager's Office City Council Administration City Manager Assistant City Manager Assistant to the City Manager Intergovernmental Relations Manager Management Analyst Administrative Analyst Executive Assistant Executive Secretary Secretary Funded Regular Full -Time Equivalent Positions in the City by Departments Communications Communications Manager Communications Specialist Graphic Artist Secretary Human Resources Human Resources Manager Senior Human Resources Analyst Human Resources Analyst Human Resources Technician Clerk Community Development Administration Director of Community Development Senior Management Analyst Executive Secretary Community Preservation Community Preservation Manager 1 Senior Code Enforcement Officer 1 Code Enforcement Officer I/II 6 Graffiti Coordinator 1 Graffiti Specialist 1 Graffiti Worker 3 Secretary 1 Clerk 1 Planning and Economic Development Planning and Economic Development Manager 1 1 Planning Manager 1 1 Senior Planner 1 1 Associate Planner 5 5 Economic Development Associate 2 2 Assistant Planner II 3 3 Administrative Analyst 3 3 Assistant Planner I 1 1 Project Technician 3 3 Secretary 2 2 Program Specialist 1 1 Clerk 1 0 Housing Housing Program Administrator Project Technician Neighborhood Services Administration Deputy City Manager Funded Regular Full -Time Equivalent Positions in the City by Departments Management Analyst 1 Executive Secretary 0 Secretary 1 Environmental Services Environmental Services Manager 1 Environmental Services Program Coordinator 1 Stormwater Administrator 1 Administrator 1 Project Development Coordinator 1 Administrative Analyst 1 Environmental Field Specialist 2 Secretary 1 Project Technician 1 Street Maintenance Worker 6 Parks Assistant City Engineer 1 1 Parks Administrator 2 2 Project Development Coordinator 0 1 Supervisor 6 7 General Maintenance Specialist 1 3 Groundskeeper II 8 8 Secretary 1 1 General Maintenance Worker 3 3 GroundskeeperI 14 15 Special Districts & Urban Forestry Special Districts Manager 1 1 Landscape Maintenance Administrator 1 1 Urban Forestry Administrator 1 1 Project Development Coordinator 3 3 Tree Specialist 2 2 Landscape Maintenance Specialist 4 4 Project Technician 2 2 Secretary 1 1 Tree Trimmer 3 3 Program Specialist 1 1 Transit Transit Manager 1 1 Transit Coordinator 1 1 Administrative Analyst 4 4 Supervisor 1 1 General Maintenance Specialist 1 1 Administrative Clerk 2 2 Clerk 2 2 Public Works Administration Director of Public Works City Building Official Funded Regular Full -Time Equivalent Positions in the City by Departments Assistant Building Official Management Analyst Administrative Analyst Executive Secretary Clerk Building and Safety Building Official 1 1 Assistant Building Official 1 1 Associate Engineer 3 3 Assistant Engineer 3 3 Supervising Building Inspector 1 1 Project Development Coordinator 1 1 Senior Building Inspector 2 2 Building Inspector 1/II 7 7 Engineering Technician 1 1 Permit Specialist 3.5 3.5 Secretary 1 1 Administrative Clerk 2 1 Clerk 1 3 Capital Improvement Projects Assistant City Engineer 1 1 Parks Planning and Open Space Manager 1 1 Senior Engineer 3 3 Associate Engineer 5 4 Assistant Engineer 1 2 Administrator 0 1 Project Development Coordinator 4 4 Supervising Public Works Inspector 1 1 Administrative Analyst 1 1 Public Works Inspector 1 1 Project Technician 2 2 Secretary 1 1 Clerk 0 1 Engineering Services Assistant City Engineer 1 1 Senior Engineer 1 1 Associate Engineer 1 2 Assistant Engineer 3 3 Project Development Coordinator 2 2 Supervising Public Works Inspector 1 1 Public Works Inspector 4 4 Permit Specialist 2 2 Secretary 1 1 Funded Regular Full -Time Equivalent Positions in the City by Departments Department and Division 16/17 17/18 General Services General Services Manager 1 1 Administrator 2 2 Project Development Coordinator 1 0 Supervising Vehicle Maintenance Mechanic 1 1 Supervisor 6 5 Engineering Technician 0 1 Vehicle Maintenance Mechanic 2 2 General Maintenance Specialist 4 2 Street Maintenance Worker 16 16 Vehicle Maintenance Technician 2 2 Secretary 1 1 General Maintenance Worker 4 3 Clerk 1 1 Traffic Assistant City Engineer 1 1 Senior Traffic Engineer 2 2 Traffic Signal System Administrator 1 1 Senior Planner 1 1 Trails and Bikeway Planning Administrator 1 1 Associate Engineer 3 3 Assistant Engineer 2 1 Transportation Planning Analyst 1 1 Project Development Coordinator 1 1 Engineering Technician 1 1 Secretary 1 1 Recreation, Community Services, Arts, and Open Space Administration Director of Recreation, Community Services, Arts, and Open Space 1 1 Acquisition Specialist 1 1 Management Analyst 1 1 Recreation and Community Services Supervisor 1 1 Administrative Analyst 1 1 Executive Secretary 1 1 Administrative Clerk 0.4 0.4 Clerk 0.5 0.5 Arts and Events Arts and Special Events Manager 1 1 Arts and Special Events Administrator 2 2 Arts and Special Events Supervisor 3 5 Arts and Special Events Coordinator 4 6 Secretary 1 1 Program Specialist 2 2 Clerk 0 1 Funded Regular Full -Time Equivalent Positions in the City by Departments Recreation and Community Services Recreation and Community Services Manager 1 1 Recreation and Community Services Administrator 3 3 Recreation and Community Services Supervisor 10 9 Recreation and Community Services Coordinator 19 16 Aquatics Specialist 2 2 Project Technician 1 1 Secretary 1 1 Program Specialist 4 4 Administrative Clerk 1 0 Clerk 2 2 As City employees, we are proud to say that WE ARE THE CITY OF SANTA CLARITA. We take pride in our organization, our community and ourselves. Our mission is to deliver the best and most cost-efficient municipal service to the citizens and City Council of Santa Clarita. We value excellence We provide high quality and timely services. We encourage education and continual professional development. We have a strong commitment to the community, the organization, and individual professions. We conduct ourselves professionally. We believe that prudent management of our resources demonstrates our respect for the citizen's whose monies support this organization. We believe that diversity among staff and in the community creates strength. We value a humanistic approach Our actions recognize humans, human feelings and the importance of the individual. We believe in participative management. We encourage employees to enjoy their time at the work site. We encourage ideas that improve the mental and physical health of the employees. We are united in our efforts to support, respect and encourage individual talents and contributions. We value creativity We have a bias for action. We believe in taking reasonable risks. We accept innovative people. We value a futuristic approach We want decisions that will endure the test of time. We want a City that future generations will love. We value our enthused workforce We encourage actions which keep employees motivated and competent. We respect loyalty to the City. We value ethics We believe the soundest basis for judging the rightness of an action is a test of its morality, legality, and its effect on human rights. We treat our fellow employees and community members fairly and equally, without prejudice or bias. We value an open and non -bureaucratic government We keep the public informed of what we do. We share ideas, information, and feelings with employees. We are helpful, courteous, and cooperative with the public and one another. We encourage decision making on the front lines. We are an integrated organization, we are a team. We value our City Council and public service We recognize the Importance of the process which elected the Council. We recognize the Importance and difficulty of the Council's job. We are fully prepared for Council meetings. We understand the importance of public service. We are committed to advancing the well being of the community. City of SANTA CLARITA Santa Clarita ,. SC2020 STRATEGIC PLAN UPDATE YEAR 3 PERFORMANCE MEASURE • Award architecture contract and begin design. • Design and construct offsite waterline. • Complete mitigated negative declaration. • Award Design • Jurisdictional Approval • Award Construction • Begin Implementation of the multi-year Crime Reduction Plan that aims to decrease Part 1 crimes in the City. • Implement a rebranding of the program from DFYIT to DFY in SCV. • Launch the revised high school program that brings information into health and physical education classes. • Launch the elementary school program which provides information for 4 -6th graders. • Incorporate special team assignments and goals into the Crime Reduction Strategy Plan to reduce specific areas of crime. • Provide up to two trainings on active shooter response, in conjunc- tion with Human Resources. • Increase shelter operations container capacity with equipment and supplies to 100 percent. -Provide six focused emergency management training to City staff to include NIMS updates, Mental Health 101, shelter Operations and Community Emergency Response Training modules. • Conduct and Emergency Operations Center Exercise for EOC staff. • Launch the public outreach program and complete five presentations Citywide. • Launch the Neighborhood Assessment Program. • Continue to implement the Traffic Safety Plan to reduce the number of collisions in the City by 5 percent in 2017. • Implement a new pedestrian safety educational campaign. • Research and purchase ten new technology upgrades to increase the efficiency of the Sheriff's Station. SC2020 STRATEGIC PLAN UPDATE BUILDING AND CREATING COMMUNITY SC 2020 ACTION ITEM YEAR 3 PERFORMANCE MEASURE ACTION ITEM IS COMPLETE • Complete the architectural and landscape construction document • Acquire supporting properties. ACTION ITEM IS COMPLETE • Complete site acquisition for the selected location. • Begin the architectural and engineering design process. • Present the Percent -for -Arts Ordinance for all new public capital projects to the City Council (Arts Master Plan Recommendation 1.3). • Pending FY 17-18 budget approval - Develop an amphitheater feasibility study (Recommendation 51). • Draft a report that addresses future development of a community arts center (Recommendation 5.3). ACTION ITEM IS COMPLETE • Continue construction (Anticipated for 16 months). • Complete the environmental and Public Utilities Commission process for construction of Dockweiler to Lyons. • Issue RFP for project design. ACTION ITEM IS COMPLETE • Continue trail improvements in the Newhall Pass open space properties. • Design and permitting to be completed, easement discussion with property owners ongoing for phase IV & VI. • Construction of the Sand Canyon Trail phase V. • Easement discussions with property owners ongoing for phase IV & VI. • Construction of the Sand Canyon Trail Phase V complete. • Easement discussions with property owners ongoing. • Complete easements necessary for the construction of phases IV and VI. SC2020 STRATEGIC PLAN UPDATE BUILDING AND CREATING COMMUNITY SC 2020 ACTION ITEM YEAR 3 PERFORMANCE MEASURE ACTION ITEM IS COMPLETE • Implement New Traffic Control Management System -the system will be accepted by June 30, 2017 and this item will be considered complete. • Upgrade Traffic Operations tenter - the projet will be installing new equipment in the Traffic Operations Center and will deploy a new video management system to view the traffic cameras in the City. This project will be completed by June 30, 2017. • Installation of new generation traffic signal controllers - Year 3 - Quarter 1 (7/0/17-9/30/17) 21 new controllers will be installed at Rye Canyon/Copper Hill Drive and all of Seco Canyon Road and 7 controllers have already been installed on whites Canyon as a testing area for a total of 28 controllers. • ITS Phase 5 will expand the project to 100+ controllers which is in Design phase now and will begin in FY 19/20. • Continue weekly encampment inspections and monthly clean-up services and continue arundo removal in areas where necessary to reduce attractiveness to camp. • Connect the homeless living in the river with appropriate services, and support non -profits who serve the homeless. • work with Bridge to Home on a long-term solution to shelter and provide services. ENHANCING ECONOMIC VITAL 1TV YEAR 3 PERFORMANCE MEASURE Complete the OU7 groundwater treatment facility. Keep public aware of clean-up process and estimated clean-up date. Meet quarterly with the Multi -Jurisdictional Task Force and track and sport progress of clean-up. Monitor owner/developer property disposition process. Finish construction and open the Newhall parking structure in April, 2018. Begin construction of Newhall Crossings. Begin construction on Laemmle Theaters. Maintain baseline and report on jobs/housing balance with each evelopment project. Report once a year to City Manager's Office. • Increase the number of significant tourism events and trackable rooms by ten percent over the number of significant tourism events and trackable rooms in 2016. Attract filming to the City, and ensure the• Report quarterly on the number of film permits, soundstages, film City's policies and incentives are effective. days, and economic impact from filming. SC2020 STRATEGIC PLAN UPDATE ENHANCING ECONOMIC VITALITY Work with the Economic Development Corporation (EDC) to attract jobs from our industry clusters. YEAR 3 PERFORMANCE MEASURE • Work with EDC on marketing campaigns to attract new businesses, and meet with prospective businesses to convince them to relocate to Santa Clarita. • increase access to high-speed internetto business parks utilizing the City's fiber optic network. • Establish a physical connection from Santa Clarita to downtown Los Angeles. • Select a business model to pursue to promote municipal internet access. • Maintain 100 percent tenant occupancy in the Business Incubator • Track the number of employees and the revenue of tenants. • Plum Canyon — Monitor Los Angeles County's street improvements on Whites Canyon/Plum Canyon. - Determine appropriate timeline for the Gateway Ranch and Taylor annexations. • Complete the Eastside annexations (Spring Canyon and Tick Canyon). - Monitor Los Angeles County's development process of Phase II of Tesoro and Skyline Ranch, including the construction of Skyline Ranch Road. • Report quarterly on progress. • Issue RFP and award contract for the update of the City's Transit Development Plan (TDP). • Complete data review to identify future development and assess transit demand, as part of the TDR • Complete community outreach to assess existing transit demand and underserved areas, as part of the TDR • Update the Transit Forecast to reflect expansion of transit services in future years, if warranted by the budget process. SC2020 ACTION PLAN UPDATE COMMUNITY BEAUTIFICATION SC 2020 ACTION ITEM YEAR 3 PERFORMANCE MEASURE Complete• Install a minimum of Soo newlreplacement trees throughout the City. programtion 4 0 • Award the contract, construct, and complete median refurbishments along medianremaining d Orchard Village Road and Magic Mountain Parkway. • Conduct seven outreach presentations per year to deter graffiti vandalism. • Conduct seven surveillance operations per year in graffiti hotspots. • Continue to remove 99 percent of graffiti from City fight -of -way within 24 hours. SC2020 ACTION PLAN UPDATE COMMUNITY BEAUTIFICATION SC 2020 ACTION ITEM YEAR 3 PERFORMANCE MEASURE Send out 40 letters of interest to prospective sellers of open space. Complete base map for $1.5 - 2 million segment of roadway, Work with Edison to complete design. SC2020 STRATEGIC PLAN UPDATE SUSTAINING PUBLIC INFRASTRUCTURE YEAR 3 PERFORMANCE MEASURE • Complete the Purchase and Sate Agreement with Southern California Edison to acquire the City's Streetlight System. • File and complete the process of securing California Public Utilities Commission (CPUC) approvalto complete the acquisition of the City's Streetlight System. • Complete work to install new "bolt -on" streetlights along Sierra Highway and Bouquet Canyon. Implement multi -family recycling plan that was completed in Year 2. Submit report on efforts to comply with new State requirements for organic recycling. Facilitate ten meetings with the managers of complexes, who participated in the multi -family waste diversion study, to promote increased diversion. • Continue to monitor street improvement projects for possible installation of green street retrofits. • Develop and implement plan to mitigate exceedances found during storm drain monitoring. Complete State required 2017 Annual Report and standardize data collection. Complete second year of water quality monitoring at storm drains and receiving waters. • Continue expanding EV charging at strategic public locations to allow public charging and future fleet charging, including construction of a station at the Santa Clarita Metrolink Station. • Continue updating the parks inventory document to reflect improvements and enhancements authorized in the FY 2017-18 budget. • Prepare a list of highest priority projects that will require funding requests in the FY 2018-19 budget process. • Complete annual update of comprehensive maintenance plan and review with Leadership Team. Update the 5 -year plan. Update Pavement Management System. SC2020 STRATEGIC PLAN UPDATE SU61_A11\11N .3_ HUBLIC INFRASTRUCT[ SRF YEAR 3 PERFORMANCE MEASURE • Collect Sidewalk condition data annually to update backlog data. • Reduce sidewalk backlog by 25 percent • Obtain funding, award contracts, and complete repairs. If funds are not available in April 2017, the request for authorization to proceed will not be approved until October 2017 (Caltrans FY begins October). • Assess the ability to transition the service fleet to alternative fuel platforms when and where possible. • Implement a replacement plan that would repair and update customer amenities at approximately 25 stops throughout the City. SC2020 STRATEGIC PLAN UPDATE PROACTIVE, TRANSPARENT, AND RESPONSIVE GONVERNMENT SERVICES YEAR 3 PERFORMANCE MEASURE • Obtain decision from Interior Board of Land Appeals relative to CEM£X's appeal of Bureau of Land Management decision to terminate its mining contracts with the company. • Secure enactment of legislation to withdraw the site of the cancelled mining contracts between the Bureau of Land Management and CEMEX from further mineral entry; thus preventing the Secretary of the Interior from entering into future contracts at the site. • Analyze, review and comment on California High -Speed Rail Authority draft Environmental Impact Statement/ Environmental Impact Report and preferred alternative for Palmdale to Burbank project section. • Advocate for preferred alignment that is fully underground between Palmdale and Burbank and that does not negatively impact Santa Clarita. ACTION ITEM IS COMPLETE • Secure City Council adoption of 2018 Legislative Platform. • Employ active advocacy strategy for positions established by the City Council in 2017 and 2018 Legislative Platforms. • Schedule training and track participation on City's Public Engagement Plan. • Use feedback, public involvement evaluations, and increased public participa- tion to ensure public is knowledgeable on civic engagement tools and formats. • Continue to utilize all appropriate social media formats to educate the public • Create a Citywide Online Report Card. SC2020 STRATEGIC PLAN UPDATE PROACTIVE, TRANSPARENT, AND RESPONSIVE GOVERNMENT SERVICES YEAR 3 PERFORMANCE MEASURE • Customize the City's Customer Service training to meet the needs ofcontrac- tors, including addressing specific needs, issues, or concerns. • Conduct training and/or provide tools for remaining service providers including parking enforcement and landscape maintenance. • Expand training offerings that target specific Core and Leadership competencies. • Research and launch a new series targeting employees in between the admin and supervisory level. • Assess feedback of Trade Specialist Series; make adjustments; offer new series. • Complete the Professional Support Series; assess feedback; make adjustments as needed. • Continue the 2017 Leadership Academy; culminate in June 2018. • Offer two Supervisor Series bootcamps to enable new and existing supervisors to complete the Series in a shorter period of time. • Complete the 2017 Mentoring Program and relaunch in February 2018. • Update outdated job descriptions and create job descriptions for new positions. • Update competency models/families. • identify future workforce issues/challenges; assess skills needed. Offer "career pathing" workshops specific to competencies needed for different careers. • Create knowledge transfer toots for those exiting the organization. • Offer "career roundtabtes" to learn more about positions at the City. • Create annual performance measures for each of the programs/projects outlined in the Santa Clarita 2020 plan. • Identify and report quarterly on performance measures. • Provide timely and accurate data on performance measures to the public and include with each fiscal year budget ACTION ITEM IS COMPLETE • Maintain processes for quarterly tracking, monitoring, and reporting on action items. USER'S GUIDE User's Guide Budget and CIP Guide Purpose of an Annual Budget The basic purpose of the City of Santa Clarita's budget is to serve as a "blueprint" for providing City services and a working financial plan, as well as providing a communication tool for City residents, businesses, and employees. The document is specifically designed to give clear and accurate information to the community with respect to how its local government is organized and operates. The Capital Improvement Program (CIP) provides a comprehensive capital planning document and a context for future capital budget allocations. The City of Santa Clarita's Municipal Code requires the City Manager to present a balanced budget, in which ongoing revenues match or exceed ongoing expenditures, to the City Council each year. This document authorizes appropriations or eligible expenditures for the City's fiscal year, which runs from July 1 to June 30 of the following year. Budget & CIP Preparation The budget is prepared each year by the City Manager's Office and the Administrative Services Department, in cooperation with other City departments and other agencies which receive public funds. The CIP is prepared each year by the Public Works Department, the City Manager's Office, and the Administrative Services Department. The CIP preparation process has been integrated into the budget process. In January of every year, each department is presented with a Budget Preparation Guide. The Finance Division provides estimated revenues for the coming year, as well as year- end projected revenues for the current fiscal year. Department expenditure and CIP requests are prepared reflecting these projected revenue trends and estimates. In March, the departments then submit their proposed budgets and requests for the upcoming fiscal year to the City Manager. The review of the budget is the responsibility of the City's Budget Team. In March and April, the Budget Team analyzes each individual budget and either approves, denies, or revises the requested funding amounts. The final product becomes part of the draft, proposed Annual Budget and CIP document presented to the City Council. The City Council has appointed a Council Budget Committee that meets during the budget process. Budget study sessions are conducted with the City Council and the Commissions in the months of February and May. Citizens have an opportunity to comment on the draft document during the public hearing in June. During the budget study session and the public participation period, the draft Annual Budget and CIP document may be revised or amended to reflect spending priorities that may differ from those presented in the draft document. The final Annual Budget, with the corresponding CIP Budget, is adopted by resolution of the City Council and takes effect on July 1. Once adopted, the City of Santa Clarita has a new operating budget and fiscal plan for the coming year, and a program for capital spending. The calendar below reflects the time -line and process for the planning and preparation of the Annual Budget and Capital Improvement Program Document: Budget Kick -Off Meeting with Staff City Council Budget Committee Meeting Joint City Council/ Planning, PRCS, and Arts Commissions Budget Study Session Final Proposed Budget Package Due to the City Manager Department Budget Discussions Capital Improvement Budget Funding Meeting City Council Budget Committee Meeting Joint Council/Planning, PRCS, and Arts Commission Budget Study Session Presentation of Capital Improvement Program to Planning Commission Public Hearing Adoption of Budget and CIP Level of Control and Changes to Adopted Budget From the effective date of the budget, the amounts stated as proposed expenditures become appropriations for the various City departments and capital improvement projects. These formal budgets are employed as a management control device during the year for the General Revenue Fund and all Special Revenue Funds. The City has prepared a line -item detail, which lists each account group within each of the three expenditure categories. This annual budget format is designed to provide a more comprehensive management and fiscal planning system to aid in the achievement of goals and objectives at the operational levels consistent with the City Council's policies. Additional expenditures for capital outlay items must be approved by the City Manager and City Council. Funds appropriated for salaries and benefits may not be expended for any other purpose without the approval of the City Manager or his designee. The City Manager or his designee may transfer funds within and between programs and departments. Budgetary control, the level at which expenditures cannot legally exceed the appropriated amount, is exercised at the category level, with the exception of the Capital Improvement Program. The budgetary control for the Capital Improvement Program is at the program level. Generally, there are two types of budget transfers: Budget Adjustment: This is a transfer that does not change the total appropriated amount within a fund and does not require Council action. Depending upon the budget category affected by the transfer, approval may be granted by the City Manager or his designee. Department heads have discretion to reapportion funds between certain line -items within a program, but may not exceed the total appropriated amounts for each category. Budget Amendment. This is an adjustment to the total appropriated amount within a fund which was not included in the original budget. These supplemental appropriations require formal action by the City Council. Types of modifications can be categorized as follows: • Unanticipated revenue, which was not projected in the budget, may be appropriated by Council for expenditure in the fiscal year received • Prior year reserves or fund balances may be appropriated to fund items not previously included in the adopted budget. Reserves/fund balances exceeding minimum amounts required by administrative policies may be appropriated if it is determined to be in the best interest of the City. The City Council must also appropriate reserves in case of emergencies or unusual circumstances • Transfers between funds require formal action by the City Council Unexpended appropriations automatically lapse at the end of the fiscal year, and are included in the ending fund balance calculations within each fund. Document Organization Introductory Sections The first three sections of the annual budget document provide an introduction and overview of the Annual Budget and Capital Improvement Program (CIP) preparation process and contents. The Message from the City Manager to the City Council outlines the key contents of the Fiscal Year Budget and the CIP. The Community Profile section provides a variety of information about Santa Clarita, including demographics, City history, information about City Commissions, Volunteer Boards, and Committees, and other information designed to educate the reader about various facets of the organization. This User's Guide provides an introduction to the City of Santa Clarita's budget process and an explanation of how to use this document. Fiscal Policies and Summaries The budget document includes the City's fiscal policies, which establish the City's framework for overall fiscal planning and management. The Summaries provide an easy -to -read overview of the City's revenues and expenditures. It is important to note that the City's revenue estimates make assumptions based on actual experience and current knowledge of impending circumstances. Expenditure requests, in turn, reflect these assumed revenue trends. Department Budget Sections The next nine sections represent the main body of the annual budget. These sections contain an overview of each department, along with budget summaries. Each division within the department has a narrative page outlining the division or program purpose and primary activities. Examples of a department program budget and a CIP project information sheet are on the following page. ExamWe of a Prouram Bu Personnel Publications & Subscriptions 2,170 5001.001 © Regular Employees 1,173,562 5002.001 Part-time Employees 32,087 5003.001 Overtime 521 5004.002 Vacation Payout 7,675 5006.001 Sick Leave Payout 10,564 5011.001 Health & Welfare 126,390 5011.002 Life Insurance 2,113 5011.003 Long -Term Disability Ins 06184 5011.004 Medicare 21,724 5011.005 Worker's Compensation 25,633 5011.006 PERS 203,415 5011.007 Deferred Compensation 29,000 5011.010 Supplemental Health 22,082 Total Personnel 1,660,950 Operations & Maintenance O 5101.001 Publications & Subscriptions 2,170 5101.002 Membership & Dues 43,327 5101.003 Office Supplies 750 5101.004 Printing 1,500 5101.005 Postage 225 5111.001 Special Supplies 6,475 5121.001 Rents/Leases 115 5131.003 Telephone Utility 6,200 5161.001 Contractual Services 73,050 5161.002 Professional Services 120,000 5171.006 Co-sponsorship 15,500 5191.001 Travel & Training 24,240 5191.004 Auto Allowance & Mileage 16,835 5211.001 Computer Replacement 20,602 5211.003 Vehicle/Equipment Replace. 4,353 5211.004 Insurance Allocation 55,201 Total 4Uerations & Maintenance 390,543 O Keyorg: The first five numbers indicate the department and division or subdivision. © Account Code: The second set of seven numbers indicates a specific line -item. © Appropriation: The amount appropriated for the fiscal year O Category: The budget is divided into three categories: Personnel, Operations & Maintenance, and Capital Outlay. Each department is required to stay within the category level. ©Bottom Line: Total appropriation for the budget program. Capital Improvement Program Sections These sections contain detailed information about the capital improvement projects that the City plans to initiate over the next year. Each project information sheet includes the project name, number and location (written and visual), a brief description of the project, a statement of justification, a breakdown of project costs by typical expenditure category, and a breakdown of project funding by source. An example of a CIP project information sheet is on the following page. Capital Project Information Guide: SAMPLE Project Name: 2017-18 OVERLAY AND SLURRY SEAL PROGRAM O Project Number: M0124 Project Location: Citywide PROJECT LOCATION: CITYWIDE Description: The annual Overlay and Slurry Seal Program reflects the City's commitment to sound pavement management of the roadway infrastructure by overlaying streets in need of attention. Streets are selected based on recommendations from the pavement management survey and field inspections. Justification: This annual effort strives to maintain the quality and viability of the City's streets. To meet the survey's recommendations, the City must commit significant funds to the overlay program to prevent continued roadway deterioration. Continued deterioration results in higher repair costs in future years. Project Status: Proposed O Project Cost Estimate ($): Department: Public Works Project Manager: Damon Letz Expend. Category Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental $ 0 12,500 60,000 60,000 60,000 60,000 252,500 Design/Plan Review 0 237,500 500,000 500,000 500,000 500,000 2,237,500 Right -Of -Way 0 0 0 0 0 0 0 Construction 0 8,100000 19,940,000 19,940,000 19,940,000 19,940,000 87,860,000 Inspection & Admin. 0 800,000 900,000 900,000 900,000 900,000 4,400,000 Contingency 0 850,000 1,500,0000 1,500,000 1,500,000 1,500,000 6,850,000 Total Costs: $ 0 10,000,000 22,900,000 22,900,000 22,900,000 22,900,000 101,600,000 ®Project Funding: FundingSource: ource: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Gas Tax $ 0 77,728 0 0 0 0 77,728 STP -L 0 1,267,562 0 0 0 0 1,267,562 Fed. Earmark Grant 0 1,427,919 0 0 0 0 1,427,919 TDA Article 8 0 7,226,791 0 0 0 0 7,226,791 Priority Unfunded 0 0 22,900,000 22,900,000 22,900,000 22,900,000 91,600,000 Total Costs: $ 0 10,000,000 22,900,000 22,900,000 22,900,000 22,900,000 101,600,000 O Project Number: M0124 M = Categorical identification of capital project 0 = The area of the City in which the project is located 124 = The assigned project number Category Abbreviations: Area: B=Beautification & Landscaping P=Parks & Recreation O=Citywide C=Circulation R=Resource Mgmt. & Conservation 1=Valencia E= Emergency S=Street & Bridges 2=Newhall F= Facilities & Buildings T=Trails & Transit 3=Canyon Country M=Maintenance 4=Saugus © Project Cost Estimate ($): This area shows a detail of the costs of the project by year and expenditure category. 0 Project Funding: This area shows the detail of the estimated costs of the project by year and by funding source. City of SANTA CLARITA Annual Appropriations Limit The Appropriations Limit, established by the State of California per Article XIIIB of the California State Constitution, sets a limit for the annual appropriations of tax proceeds for all municipalities. Article XIIIB was recently amended by Proposition 111 to change the method of calculating the annual appropriations limit. Prior to Proposition 111, the annual appropriations limit was adjusted annually by the change in the cost of living or by the change in California per capita personal income, whichever was less, and by the percentage change in the population of the City. Under the new guidelines set forth by Proposition 111, the annual appropriations limit will not exceed a base year adjusted by the change in population of the City or the County combined with either the change in California per capita personal income or the change in the local assessment roll, due to local nonresidential construction. Proposition 111 also changed the base year for all municipalities to 1986-87. Starting with a base year limit of $47,350,022 for 1986-87 and increasing it to the 2017-2018 limits by using the guidelines set forth in Proposition 111, the calculation would be as follows: Fiscal Year 2003-04 Pri.ol, Year',, Limit 169,914,347 Add Change in Personal Income 2.31% 3,925,021 New Base 173,839,368 Add Change Population 2.99% in 5,197,797 Appi.,opl-lations Linii 179,037,166 2004-05 179,037,166 3.28% 5,872,419 184,909,585 1.35% 2,496,279 187,405,864 2005-06 187,405,864 5.26% 9,857,548 197,263,412 1.80% 3,550,741 200,814,154 2006-07 200,814,154 3.96% 7,952,240 208,766,394 .27% 563,669 209,330,064 2007-08 209,330,064 4.42% 9,252,389 218,582,452 5.68% 12,415,483 230,997,936 2008-09 230,997,936 4.29% 9,909,811 240,907,747 .50% 1,204,539 242,112,286 2009-10 242,112,286 .62% 1,501,096 243,613,382 .64% 1,559,126 245,172,508 2010-11 245,172,508 (2.54%) (6,227,382) 238,945,126 .65% 1,553,143 240,498,270 2011-12 240,498,270 2.51% 6,036,507 246,534,776 .35% 862,872 247,397,648 2012-13 247,397,648 3.77% 9,326,891 256,724,539 .38% 975,553 257,700,093 2013-14 257,700,093 5.12% 13,194,245 270,894,338 15.44% 41,826,086 312,720,424 2014-15 312,720,424 (.23%) (719,257) 312,001,167 1.98% 6,177,623 318,178,790 2015-16 318,178,790 3.82% 12,154,430 330,333,220 1.91% 6,309,364 336,642,584 2016-17 336,642,584 5.37% 18,077,707 354,720,291 1.72% 61101,189 360,821,480 2017-18 360,821,480 1 3.69% 1 13,314,313 1 374,135,792 2.97% 1 11,111,833 385,247,625 Millions 420 _ 400 380 ! 360 340 320 300 280 260 240 220 200 180 160 140 120 100 80 + 60 40 20 0 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 Gann Appropriation Limit +Proceeds of Tax L FISCAL POLICIES FISCAL POLICIES FOR THE CITY OF SANTA CLARITA Fiscal policies establish the framework for overall fiscal planning and management. The policies set forth guidelines for both current activities and long-range planning. The City's Fiscal Policies shall be reviewed annually to assure the highest standards of fiscal management. Overall Goals The overall financial goals underlying these financial policies are: Fiscal Conservatism: To ensure that the City is at all times in a solid financial condition. This can be defined as: a Cash solvency - ability to pay bills • Budgetary solvency - ability to balance the budget • Long -run solvency - ability to pay future costs • Service -level solvency - ability to provide needed and desired services Flexibility: To ensure that the City is in a position to respond to changes in the economy or new service challenges without an undue amount of financial stress. Adherence to the Highest Accounting and Management Practices: As set by the Government Finance Officers Association standards for financial reporting and budgeting, by the Governmental Accounting Standards Board and other professional standards. I. CASH MANAGEMENT A. Purpose An investment policy has been approved by minute order and is reviewed each year. The investment policy provides guidelines for the prudent investment of temporary idle cash, and outlines the policies for maximizing the efficiency of the cash management system. The ultimate goal is to enhance the economic status of the City, while protecting its pooled cash. B. Objective The cash management system is designed to accurately monitor and forecast expenditures and revenues, thus enabling the City to invest funds to the fullest extent possible. The City attempts to obtain the highest possible yield, as long as investments meet the criteria established for safety and liquidity. C. Policy In order to maximize interest earnings, the City commingles the cash of all funds, except those funds held in trust for the City by various financial institutions in accordance with applicable trust agreements related to debt issues. Interest revenue derived from commingled cash is allocated monthly to the participating funds based on the relative cash balance of each fund. D. Procedures Criteria for selecting investments and the order of priority are: 1. Safety The safety and risk associated with an investment refers to the potential loss of principal, interest, or a combination of these amounts. The City only operates in those investments that are considered very safe and are allowable under Government Code Section 53601. 2. Liquidity This refers to the ability to "cash in" at any moment in time, with a minimal chance of losing some portion of principal or interest. Liquidity is an important investment quality, especially when the need for unexpected funds occasionally occurs. 3. Yield This is the dollar earnings an investment instrument can provide, and sometimes is described as the rate of return. Planning and Budgeting The City's success in financial planning and budgeting is due to the City Council's timeless and proven budget practices. Some of these practices include: • The decisions made in the good times are more important than the decisions made during the bad times • Live below our means • Run a lean organization • Use conservative five-year projections • Employ full -cost recovery when setting fees • Diversify revenue • Use one-time money only for one-time expenses • When in doubt, contract out Purpose of an Annual Budget The City of Santa Clarita's budget serves as a "blueprint" for providing City services, as a working financial plan and communication tool for City residents, businesses, and employees. The document is designed to give clear and accurate information to the community with respect to how its local government is organized and operates. The Capital Improvement Program (CIP) provides a comprehensive capital planning document and a context for future capital budget allocations. The City Manager presents a balanced budget in which ongoing revenues match or exceed ongoing expenditures, to the City Council each year. This document authorizes appropriations or eligible expenditures for the City's fiscal year, which runs from July 1 to June 30 of the following year. Budget & CIP Preparation The budget is prepared each year by the City Manager's Office and the Administrative Services department, in cooperation with other City departments and other agencies which receive public funds. The CIP is prepared each year by the Public Works Department, the City Manager's Office, and the Administrative Services Department. The CIP preparation process has been integrated into the budget process. Annually, in January, each department is presented with a Budget Preparation Guide. The Finance Division provides estimated revenues for the coming year and year-end projected revenues for the current fiscal year. Department expenditure and CIP requests are prepared reflecting these projected revenue trends and estimates. In March, the departments submit their proposed budgets and requests for the upcoming fiscal year to the City Manager. The budget requests are reviewed by the City's Budget Team. In March and April, the City Manager analyzes the requested departmental budgets and either approves, denies, or revises the requested funding amounts. The final product becomes the draft, proposed Annual Budget and CIP document presented to the City Council. The City Council has appointed a Council Budget Subcommittee that meets during the budget process. Budget study sessions are conducted with the City Council and the Commissions in the months of February and May. Citizens have an opportunity to comment on the draft document during study sessions and at the public hearing in June. During the budget study session and the public participation period, the draft Annual Budget and CIP document may be revised or amended to reflect spending priorities that may differ from those presented in the draft document. The final Annual Budget, with the corresponding CIP, is adopted by resolution of the City Council and takes effect on July 1. Once adopted, the City of Santa Clarita has a new operating budget and fiscal plan for the coming year, and a program for capital spending. Level of Control and Changes to Adopted Budget From the effective date of the budget, the amounts stated as proposed expenditures become appropriations for the various City departments and capital improvement projects. These formal budgets are employed as a management control device during the year for all funds. The City has prepared a line -item detail, which lists each account group within each of the three expenditure categories (personnel, operations & maintenance, and capital outlay). This annual budget format is designed to provide a more comprehensive management and fiscal planning system to aid in the achievement of goals and objectives at the operational levels consistent with the City Council's policies. Funds appropriated for salaries and benefits may not be expended for any other purpose without the approval of the City Manager or his designee. Within each Fund, the City Manager or his designee may transfer funds within and between programs and departments. Budgetary control, the level at which expenditures cannot legally exceed the appropriated amount, is exercised at the category level, with the exception of the Capital Improvement Program. The budgetary control for the Capital Improvement Program is at the program level. Generally, there are two types of budget transfers: Budget Adjustment This is a transfer that does not change the total appropriated amount within a fund. Approval may be granted by the City Manager or his designee. Department heads have discretion to reapportion funds between certain line -items within a program, but may not exceed the total appropriated amounts for each category. Budget Amendment This is an adjustment to the total appropriated amount within a fund which was not included in the original budget. These supplemental appropriations require formal approval by the City Council. Types of modifications can be categorized as follows: Unanticipated revenue, which was not projected in the budget, may be appropriated by Council for expenditure in the fiscal year received. • Prior year reserves or fund balances may be appropriated to fund items not previously included in the adopted budget. The appropriation of reserves in the case of emergencies or unusual circumstances requires approval by the City Council. • Transfers between funds require formal approval by the City Council. Unexpended appropriations automatically lapse at the end of the fiscal year, and are included in the ending fund balance calculations within each fund. II. BUDGET POLICIES AND PROCEDURES A. Policy The City Manager shall submit a proposed budget to the City Council each year. It is the stated policy of the Council and City Manager that ongoing revenues match or exceed ongoing appropriations. B. Budget Basis The budgets of general government type funds (for example, the general fund itself, and gas tax funds) are prepared on a modified accrual basis. This means that obligations of the City are budgeted as expenses, but revenues are recognized only when measurable and available. The Comprehensive Annual Financial Report (CAFR) shows the status of the City's finances on the basis of "generally accepted accounting principles" (GAAP). In most cases, this conforms to the way the City prepares the budget. One exception is the treatment of compensated absences. Compensated absences, compensatory time and vacation leave, are treated slightly different in the budget than in the CAFR. C. Budget Responsibility The department heads are responsible for preparing their budget requests and department revenues in accordance with the guidelines provided by the City Manager and Budget Officer. The Department of Administrative Services provides cost experience data as required by City departments. The Department of Administrative Services prepares all other revenue, debt service, and reserve estimates. D. Budget Preparation The process of developing the operating budget begins officially in January of each year. The budget preparation process provides the City Management an opportunity to examine programs, to propose changes in current services, to recommend revisions in organizations and methods, and to outline requirements for capital outlay items. E. Operating Budget Ongoing operating costs should be supported by ongoing, stable revenue sources. This protects the City from fluctuating service levels and avoids crises when one- time revenues are reduced or removed. Listed below are some corollaries to this policy. • Funding of Ongoing Operating and Maintenance Costs Funding of ongoing operating and maintenance costs, such as street resurfacing and trail maintenance, should be financed through recurring operating revenues rather than through bond issuance. • Contingency Appropriation Fund balances or contingency accounts should be used only for one-time expenditures, such as capital equipment and capital improvements. Each year's budget may include a General Fund Contingency appropriation to cover one-time unforeseen expenditures or new projects initiated after a fiscal year has begun. • Operating Reserve General fund operating reserves are vital in building, financial resiliency and are a critical component of the budget, as this funding source can be accessed in case of an emergency or unforeseen opportunity. The current general fund operating reserve is 20 percent of operating expenditures. • Funding of Other Post -Employment Benefits Funding of other post -employment benefits will be based on an actuarially -accepted method to maintain a funded position. The extent of the City's other post -employment benefits and its contribution to them will be adjusted annually as necessary to fund its actuarially -required contribution to accumulate assets to pay benefits when due. Furthermore, an irrevocable trust has been established in which said contributions are deposited and from which related expenses are paid. ■ Funding of Annual Overlay and Slurry Program At least $1 million of transportation related funding shall annually fund the annual overlay and slurry program. • Fluctuating Federal grants should not be used to fund ongoing programs. F. Revenue and Expenditure Forecasting • Formal historic trend analysis will be performed and updated in preparation for the annual budget development and during the midyear budget review process. • Ongoing analysis will be maintained to determine whether revenues or expenditures will deviate from their long-term trends over the next five years. • Whenever necessary, independent revenue forecasting will be performed on major revenue sources, such as for sales tax and property tax revenue. G. Long -Term Financial Planning • A long-term, multi-year financial plan, such as the Five -Year General Fund Forecast, will be maintained in order to identify potential future issues and possible solutions. • Revenue and expenditure decisions are to be made primarily from a long- term perspective and tied to impacts on operations. • The goal is to maintain structural balance for all funds. H. Revenue Policies A diversified and stable revenue system will be maintained to ensure fiscal health and absorb short run fluctuations in any one revenue source. User fees for all operations will be examined and adjusted annually to ensure that fees cover the direct and indirect costs of service where appropriate. Development fees for one-time capital expenditures attributed to new development will be reviewed annually to ensure that fees match development related expenditures. All applicable fees will be reviewed and adjusted annually according to the Consumer Price Index (CPI) to maintain cost recovery levels. I. Cost Allocation The purpose of the City's cost allocation from its Internal Service funds is to charge the departments for City resources that are being used by the individual departments and funds. 1. Self -Insurance Fund Allocation The self-insurance fund is used to account for the cost of the City's insurance premiums (such as general liability, property, and automobile insurance), as well as claims adjuster services and legal costs. Cost is allocated to each division using the exposure and budget methodology. 2. Equipment Replacement Allocation The equipment replacement fund is used to account for the acquisition, depreciation, and replacement of City vehicles and large equipment. Consistent with the City's Vehicle and Equipment Replacement Policy, charges to departments are calculated based on the annual depreciation for vehicles used by each department. 3. Computer Replacement Allocation The computer replacement fund is used to account for the acquisition, depreciation, and replacement of computers and related equipment. Charges to departments are calculated based on the number of computer work stations supported by the Technology Services staff in each department. J. Long -Term Capital Planning/Budget The Capital Improvement Program shall be prepared and updated each year. Although this plan may include "unfunded" projects that carry out the City's strategic and general plans, it must also include a capital spending plan that identifies projects that can be completed with known funding sources over the next five years. Each department must, when planning capital projects, estimate the project's impact on the City's operating budget. Amendments to capital appropriations fall under the same guidelines as changes to the operating budget, with one exception: any project change exceeding the Council approved contingency must receive specific City Council approval. This approval can be made by motion rather than resolution, and may accompany a recommendation for award of bid, change order, or other Council action. While this approval is not a strict legal requirement, it serves to keep the Council informed on capital activity and funding, and ensures that revisions of project priorities are in line with Council expectations. K. Budget Review During the budget review phase, the City Manager's Office, in conjunction with Department of Administrative Services, analyzes new positions, and operating and capital budget requests. This information is then compiled and presented to the City Manager. The Budget Team, comprised of the City Manager, Assistant City Manager, Assistant to the City Manager/Management Analyst, Deputy City Manager, Finance Manager, City Treasurer, Human Resources Manager, and Senior Financial Analysts, conduct meetings with each department to review their estimated expenditures for the current fiscal year and the proposed base -line requests and enhancements for the proposed budget year. At the completion of these meetings, the Department of Administrative Services again compiles all the financial data and presents the proposed budget to the City Manager for final review and budget preparation. L. Budget Adoption The City Manager presents, via publicly noticed study sessions, the budget to the City Council. A public hearing is held and, after modifications and revisions, the budget is adopted by resolution of the City Council. M. Budget Implementation A budgetary control system will be maintained to ensure compliance with the budget. The Department of Administrative Services is responsible for setting up the budget for tracking purposes, and is charged with ensuring fund availability during the year to cover expenditures and appropriations. Reports comparing the budget with expenditures are available on an ongoing basis, for review by the departments. N. Budget Revision The City Council approves total budgeted appropriations throughout the year. Actual expenditures may not exceed budgeted appropriations at the category level (e.g., Personnel, Operations & Maintenance and Capital Outlay). The City Manager or his designee is authorized to transfer budgeted amounts at the fund level. The City has the following programs accounted for through its governmental funds: general government; public safety; parks; recreation and community services; community development; public works; and capital expenditures. Use of unappropriated reserves must be specifically approved by the City Council. The City Manager may approve any unused appropriations at the end of each fiscal year for capital projects, special projects, and grant programs, which shall be carried forward and become part of the budget for the ensuing fiscal year. All purchase order commitments outstanding at the end of the fiscal year may be continued and become part of next fiscal year's budget. III. DEBT MANAGEMENT POLICY This Debt Management Policy sets forth certain debt management objectives for the City, and establishes overall parameters for issuing and administering the City's debt, recognizing that cost-effective access to the capital markets depends on prudent management of the City's debt program. The intent of the debt management policy, among other things, is to be in compliance with Senate Bill 1029 (SB 1029). The City is committed to financial planning, maintaining appropriate reserves levels and employing prudent practices in governance, management and budget administration. It is a policy goal of the City to protect taxpayers, ratepayers and constituents by utilizing conservative financing methods, debt levels and techniques so as to obtain the highest practical credit ratings (if applicable) and the lowest practical borrowing costs. Debt Management Objectives The purpose of this Debt Management Policy is to assist the City in pursuit of the following equally -important objectives: • Minimize debt service and issuance costs; • Maintain access to cost-effective borrowing; • Ensure that the City's debt is consistent with the City's long term planning goals and objectives and capital improvement program or budget, as applicable; • Achieve the highest practical credit rating; • Full and timely repayment of debt; • Maintain full and complete financial disclosure and reporting; • Ensure compliance with applicable State and Federal laws; • Ensure that proceeds from a debt sale will be directed to the intended use; • Ensure appropriate reporting as required by State and Federal Laws. General Provisions A. Scope of Application These policies establish the parameters within which debt may be issued by the City of Santa Clarita and the City of Santa Clarita Public Financing Authority. Additionally, these policies apply to debt issued by the City on behalf of assessment, community facilities, or other special districts, and conduit -type financing by the City for industrial development projects or other public purposes. Policy guidelines regulating the use of public financing mechanisms to finance public facilities has been adopted by Resolution 05-119 "A Resolution of the City of Santa Clarita, California, Approving Adoption of the Restated and Amended Local Public Agency Goals and Policies for Community Facilities Districts." Specifically, these guidelines address the City's use of Communities Facilities Districts established pursuant to the Mello Roos Community Facilities Act of 1982, and special assessment districts established pursuant to the Improvement Act of 1911, the Municipal Improvement Act of 1913, and the Improvement Bond Act of 1915. The City Council, as a member of Joint Powers Authorities shall take these policies into account when considering the issuance of Joint Powers Authority debt. Supplemental policies, tailored to the specifics of certain types of financings, may be adopted by the City Council in the future. These supplemental policies may address, but are not limited to, the City's general obligation, lease revenue, enterprise, and land -secured financings. The City intends to issue debt for the purposes stated in this Debt Management Policy and to implement policy decisions incorporated in the City's capital budget and the capital improvement plan. The City shall integrate its debt issuances with the goals of its capital improvement program by timing the issuance of debt and the level of debt issuance to ensure that projects are available when needed in furtherance of the City's public purposes and to avoid having to make unplanned expenditures for capital improvements or equipment from its general fund. B. Responsibility for Debt Management Activity As delegated by the City Manager, the Administrative Services Department shall be responsible for managing and coordinating all activities related to the issuance and administration of debt. Departments implementing debt-financed capital programs will work in partnership with the Administrative Services Department to provide information and otherwise facilitate the issuance and administration of debt. 1. Debt Management Policy Review and Approval This policy shall be adopted by City Council resolution, and reviewed annually by the City Manager to insure its consistency with respect to the City's debt management objectives. Any modifications to this policy shall be forwarded to the City Council for approval by resolution. 2. Debt Administration Activities Under the direction of the City Manager, the Administrative Services Department is responsible for the City's debt administration activities, particularly the use and investment of bond proceeds, compliance with bond covenants, continuing disclosure, reporting, and arbitrage compliance, which shall be centralized within the Department. C. Purposes for Which Debt May Be Issued 1. Long-term Borrowing Long-term borrowing may be used to finance the acquisition or improvement of land, facilities, or equipment for which it is appropriate to spread these costs over more than one budget year. Long-term borrowing may also be used to fund capitalized interest, costs of issuance, required reserves, and any other financing -related costs which may be legally capitalized. Tax-exempt long-term borrowing shall not be used to fund City operating costs. Taxable borrowing may be considered if the City receives a benefit from doing so. 2. Short-term Borrowing Short-term borrowing, such as commercial paper and lines of credit, will be considered as an interim source of funding in anticipation of long-term borrowing. Short-term debt may be issued for any purpose for which long- term debt may be issued, including capitalized interest and other financing - related costs. Prior to issuance of the short-term debt, a reliable revenue source shall be identified to secure repayment of the debt. The final maturity of the debt issued to finance the project shall be consistent with the economic or useful life of the project and, unless the City Council determines that extraordinary circumstances exist, must not exceed seven (7) years. Additionally, short-term borrowing may be considered if available cash is insufficient to meet short-term operating needs. 3. Refunding Periodic reviews of outstanding debt will be undertaken to identify refunding opportunities. Refunding will be considered (within Federal tax law constraints) if and when there is a net economic benefit of the refunding. Refundings which are non -economic may be undertaken to achieve City objectives relating to changes in covenants, call provisions, operational flexibility, tax status, issuer, or the debt service profile. In general, and consistent with industry standards, refundings which produce a net present value savings of at least three percent (3%) of the refunded debt will be considered economically viable provided the refunded debt is callable within 90 days. Refundings with negative savings will not be considered unless there is a compelling public policy objective that is accomplished by retiring the debt. The refunding of debt which is callable in more than 90 days (an advance refunding) shall require net present value savings of greater than 3% and should be in the 4 to 5% range, depending on the time to the call date. Refundings which produce a net present value savings of less than those identified above can be considered on a case-by-case basis. D. Debt Issuance 1. Debt Capacity The City will keep outstanding debt within the limits of any applicable law, and at levels consistent with its credit worthiness objectives. The City shall assess the impact of new debt issuance on the long-term affordability of all outstanding and planned debt issuance. Such analysis recognizes that the City has limited capacity for debt service in its budget, and that each newly issued financing will obligate the City to a series of payments until the bonds are repaid. 2. Types of Debt In order to maximize the financial options available to benefit the public, it is the policy of the City to allow for the consideration of issuing all generally accepted types of debt, including, but not exclusive to the following: General Obligation (GO) Bonds: General Obligation Bonds are suitable for use in the construction or acquisition of improvements to real property that benefit the public at large and are secured by an ad valorem tax on property. Examples of projects include public building, land acquisition, and public infrastructure improvements. All GO bonds shall be authorized by the requisite number of voters in order to pass. Special Revenue Bonds: Revenue Bonds are limited -liability obligations tied to a specific enterprise or special fund revenue stream where the projects financed clearly benefit or relate to the enterprise or are otherwise permissible uses of the special revenue. An example of projects in the City that would be financed by a Revenue Bond would be transit or parking improvements. Generally, no voter approval is required to issue this type of obligation, but in some cases the City must comply with Proposition 218 regarding rate adjustments. Lease -Backed Debt/Certificates of Participation (Lease Revenue Bonds/COPs): Issuance of Lease -backed debt is a commonly used form of debt that allows a City to finance projects where the debt service is secured via a lease agreement and where the payments are budgeted in the annual budget appropriation by the City from the general fund. Lease - backed debt does not constitute indebtedness under the state or the City's constitutional debt limit and does not require voter approval. Lease Revenue Bonds may be issued by the Public Financing Authority on behalf of the City. Examples of projects that could be financed include public buildings, equipment, open space or other land purchase, judgement against the City, and other projects allowed by law. Special Assessment/Special District Debt: The City has approved a separate comprehensive land secured debt policy. Under this policy the City will consider requests from developers for the use of debt financing secured by property based assessments or special taxes in order to provide for necessary infrastructure for new development only under strict guidelines adopted by City Council, which may include minimum value - to -lien ratios and maximum tax burdens. Examples of this type of debt are Assessment Districts (ADs) and Community Facilities Districts (CFDs) or more commonly known as Mello -Roos Districts. In order to protect bondholders, as well as the City's credit rating, the City will also comply with all State guidelines regarding the issuance of special district or special assessment debt, as well as Resolution No. 05-119. The City shall also be able to issue debt secured by the City's landscape and lighting assessment districts and any other City wide or regional special assessment or special tax districts. Tax Allocation Bonds: Tax Allocation Bonds are special obligations that are secured by the allocation of tax increment revenues that are generated by increased property taxes in the designated redevelopment area. Tax Allocation Bonds are not debt of the City. Due to changes in the law affecting California redevelopment agencies with the passage of ABX1 26 (as amended, the Dissolution Act) as codified in the California Health and Safety Code, the Redevelopment Agency of the City of Santa Clarita (RDA) was dissolved as of February 1, 2012, and its operations substantially eliminated but for the continuation of certain enforceable RDA obligations to be administered by the Successor Agency to the Redevelopment Agency of the City of Santa Clarita (Successor Agency). The Successor Agency may issue Tax Allocation Bonds to refinance outstanding obligations of the RDA, subject to limitations included in the Dissolution Act. Private Activity Bonds: The City, if authorized under Federal Tax Law, may issue private activity bonds for housing, non-profit or not for profit health care or education or pollution control, manufacturing, and other projects provided the debt has a clear public purpose and is conduit debt with no city repayment obligation. The interest on the bonds can be exempt from Federal and State taxation. As a result, bonds provide below market financing for qualified projects. Pension Bonds: The City may issue taxable pension bonds, if needed, to meet its pension obligation or OPEB requirements. This type of debt is to be secured by the City General Fund and only issued after independent study and evaluation. Capital Appreciation Bonds: Capital Appreciation Bonds (CABs) are deep discount bonds that pay investors the face value of the bond upon maturing. CABs are primarily used to better match a project's cash flow to the bond's debt service. The City's use of Capital Appreciation Bonds may be a market driven decision as determined by the City Treasurer and Municipal Advisor. The City may from time to time find that other forms of debt would be beneficial to further its public purposes and may approve such debt without an amendment of this Debt Management Policy. 3. Credit Quality The City seeks to obtain and maintain the highest possible credit ratings for all categories of short -and long-term debt. The City will not issue bonds directly or on behalf of others, such as private activity bonds that do not carry investment grade ratings unless such bonds are privately placed with appropriate resale restrictions. The City will consider the public issuance of non -rated special assessment and community facilities bonds, but only upon recommendation of a financial advisor and provided such bond sale meets the requirements of the City's land secured debt policy. 4. Structural Features a. Debt Repayment Debt will be structured for a period consistent with a fair allocation of costs to current and future beneficiaries of the financed capital project. The City shall structure its debt issues so that the maturity of the debt issue is consistent with the economic or useful life of the capital project to be financed. b. Variable-rate Debt The City may choose to issue securities that pay a rate of interest that varies according to a pre -determined formula or results from a periodic remarketing of the securities. Such issuance must be consistent with applicable law and covenants of pre-existing bonds, and in an aggregate amount consistent with the City's credit worthiness objectives. When making the determination to issue bonds in a variable rate mode, consideration will be given in regards to the useful life of the project or facility being financed or the term of the project requiring the funding, market conditions, and the overall debt portfolio structure when issuing variable rate debt for any purpose. Variable debt shall not represent more than 50% of the City's debt obligations. C. Derivative Derivative products, such as interest rate swaps, may have application to certain City borrowing programs. In certain circumstances, these products can reduce borrowing cost and assist in managing interest rate risk. However, these products carry with them certain risks not faced in standard debt instruments. The City Manager or designee shall evaluate the use of derivative products on a case-by-case basis to determine whether the potential benefits are sufficient to offset any potential costs. d. Professional Assistance The City shall utilize the services of independent financial advisors and bond counsel on all debt financings. The City Manager or designee shall have the authority to periodically select service providers as necessary to meet legal requirements and minimize net City debt costs. Such services, depending on the type of financing, may include bond and disclosure counsel, financial advisory, underwriting, trustee, verification agent, escrow agent, arbitrage consulting, and special tax consulting. The goal in selecting service providers, whether through a competitive process or sole -source selection, is to achieve an appropriate balance between service and cost. e. Method of Sale Except to the extent a competitive process is required by law, the City Manager or designee shall be responsible for determining the appropriate manner in which to offer any securities to investors. The City's preferred method of sale is competitive bid. However, other methods such as negotiated sale and private placement may be considered on a case-by-case basis. Private Placement — From time to time, the City may elect to issue debt on a private placement basis. Such method shall only be considered if it is demonstrated to result in cost savings or provide other advantages relative to other methods of debt issuance, or if it is determined that access to the public market is unavailable and timing considerations require that a financing be completed. f. Special Bond Reserve Funds and Bond Insurance The City may consider eliminating bond reserve funds so long as the elimination does not materially reduce the credit rating of the bonds. The City may also consider bond insurance, bank letters of credit, or other forms of guarantee or bond reserve fund surety policies, so long as premium or costs is more than offset by a reduction in interest cost. Debt Administration A. Use and Investment of Bond Proceeds Investments of bond proceeds shall be consistent with Federal tax requirements, the City's Post -Issuance Compliance Policy and Investment Policy as modified from time to time, and with requirements contained in the governing bond documents. B. Disclosure Practices and Arbitrage Compliance 1. Financial Disclosure The City is committed to full and complete primary and secondary market financial disclosure in accordance with disclosure requirements established by the Securities and Exchange Commission and Municipal Securities Rule-making Board, as may be amended from time to time, as more fully set forth in the Disclosure Procedures Policy. The City is also committed to cooperating fully with rating agencies, institutional and individual investors, other levels of government, and the general public to share clear, timely, and accurate financial information. 2. Arbitrage Compliance The Department of Administrative Services shall maintain a system of record keeping and reporting to meet the arbitrage compliance requirements of Federal tax law as more fully described in the Post - Issuance Compliance Policy. IV. POST -ISSUANCE COMPLIANCE POLICY This Post -Issuance Compliance Policy sets forth procedures and guidelines in order to comply with certain federal tax requirements applicable to tax-exempt bonds and other debt obligations subsequent to the issuance of such debt, including the monitoring of the use of bond proceeds, arbitrage yield restrictions and rebate and record retention. Objective It is the policy of the City to adhere to all applicable federal tax requirements with respect to tax-exempt obligations of the City and related entities as set forth in the applicable bond documents including, but not limited to, requirements relating to the use of proceeds and facilities financed and refinanced with tax-exempt obligations, arbitrage yield restrictions and rebate, timely return filings, and other general tax requirements set forth in the applicable bond documents. In furtherance of this general policy, this Post -Issuance Compliance Policy addresses compliance monitoring and record retention with respect to such tax-exempt obligations. Compliance Monitoring Consistent with the covenants of the issuer contained in applicable bond documents, the City or related entity, as issuer, will monitor compliance with the federal tax requirements applicable to its tax-exempt obligations. The City Treasurer is primarily responsible for monitoring compliance with those requirements. The City Treasurer may assign and delegate responsibilities as he or she deems necessary or appropriate. These officers will receive training with regard to their compliance monitoring responsibilities including consultations with professional advisors and review of written alerts and materials. The City will conduct compliance checks at least annually. If the City discovers a potential violation of a federal tax requirement, it will promptly take appropriate action, as needed, to maintain the tax exemption of tax-exempt obligations, including consultation with professional advisors and taking remedial actions. Record Retention In accordance with Internal Revenue Service ("IRS") requirements, the City will retain Bond transcripts; in addition to documentation showing the following with respect to tax-exempt obligations: • Expenditure of proceeds for the financed facilities; • Use of the financed facilities by the City, the general public or any third parties (including, for example, any use under a management contract, research agreement, lease, joint venture, or partnership arrangement); • Sources of payment and security for the tax-exempt obligations; • Investment of proceeds, including the purchase and sale of securities, SLGS subscriptions, guaranteed investment contracts, investment income received, yield calculations, and arbitrage rebate calculations; • All returns filed with the IRS for the tax-exempt obligations (including, as applicable, IRS Forms 8038-G, 8038-T and 8038-R); and • Any other documentation that is material to the exclusion of interest on the tax- exempt obligations from gross income for federal income tax purposes. Except as otherwise set forth in the bond documents, the City will retain the records described above in hard and/or electronic copy format for so long as the applicable tax-exempt obligations remain outstanding and for a period of three years after final redemption of the tax-exempt obligations. With respect to tax-exempt obligations that are refunding bonds, the City will retain the above-described records for the refunding and refunded bonds (and any earlier issue in the case of a series of refundings). The City Treasurer is responsible for retaining the records described above relating to the tax-exempt obligations. The City Treasurer may assign and delegate responsibilities for record retention as he or she deems necessary or appropriate. Coordination With Bond Documents In the event of any conflict between this Post -Issuance Compliance Policy and the bond documents, the bond documents shall govern. V. DISCLOSURE PROCEDURES POLICY Purpose This Disclosure Procedures Policy is intended to ensure compliance with securities law requirements applicable to the City's or related entity's tax-exempt obligations. In offering tax-exempt obligations to the public, and at other times when the City makes certain reports, the City must comply with the "anti -fraud rules" of federal securities laws. When such obligations are offered, the two central disclosure documents are prepared, a preliminary official statement ("POS") and a final official statement ("OS", and collectively with the POS, "Official Statement"). The Securities and Exchange Commission Rule 15c2-12, as amended (the "Rule") requires certain information regarding an entity responsible for the repayment of a municipal security be disclosed to the municipal marketplace. Pursuant to the Rule, the City is required on an ongoing basis to provide certain financial and operating data to those persons and firms who own or are interested in such obligations. The City has entered or will enter into a number of undertakings under the Rule (each, a "Continuing Disclosure Undertaking"). Initial Disclosure When the City determines to issue tax-exempt obligations directly, the City Treasurer shall request the involved departments to prepare, review or update portions of the Official Statement within their particular areas of knowledge for which they are responsible. The information contained in the Official Statement is developed by personnel under the direction of the City Treasurer, with the assistance of the financing team, including the bond counsel, disclosure counsel, City Attorney and a financial advisor, if one is engaged with respect to such obligations (the "Financial Advisor"). Members of the financing team shall assist staff in determining the materiality of any particular item, and in the development of specific language for the Official Statement. Once the draft POS has been substantially updated, the entire draft POS is reviewed in its entirety to obtain final comments and to allow the underwriters, if any, to ask questions of the City's senior officials. A substantially final form of the POS is provided to the City Council in advance of approval, generally by including the document with the agenda material relating to the approval of the obligations, to afford such City Council an opportunity to review the POS, ask questions and make comments. Continuing Disclosure Filings A. Overview of Continuing Disclosure Filings. Under the Continuing Disclosure Undertakings it has entered into -in connection with the Obligations, the City is required to file annual reports with the Municipal Securities Rulemaking Board's ("MSRB") Electronic Municipal Market Access ("EMMA") system in accordance with such agreements in each year. Such annual reports are required to include certain updated financial and operating information (or may refer to a publicly - available document), which varies among the different obligations issued by the City, and the City audited financial statements. The City is also required under the continuing disclosure undertakings to file notices of certain events with EMMA. B. Key Participants. A Disclosure Practices Working Group (the "Disclosure Working Group") has been created by the City Treasurer to have general oversight over the entire continuing disclosure process. The Disclosure Working Group shall consist of the City Treasurer, a disclosure coordinator, and any other individuals appointed by the City Treasurer. The Disclosure Working Group shall consult with finance team members or other interested parties, including the City's financial advisor and disclosure counsel, as the City Treasurer determines is advisable related to continuing disclosure issues and practices. The Disclosure Working Group is an internal working group of City staff and not a decision-making or advisory body. The Disclosure Working Group is responsible for reviewing and approving all Continuing Disclosure Undertakings as contained in Official Statements before such documents are released and reviewing annually the City's status and compliance with Continuing Disclosure Undertakings and this Disclosure Policy. "Continuing Disclosure Documents" means (a) annual continuing disclosure reports filed with the MSRB and (b) notices of enumerated events and any other filings with the MSRB. The City Treasurer may direct questions regarding this Policy or disclosure to a disclosure consultant, disclosure counsel, bond counsel or the City Attorney or such other counsel or consultant he/she deems appropriate. Additionally, the City Treasurer shall be responsible for: (a) monitoring compliance by the City with this Disclosure Policy, including timely dissemination of the annual report and event filings; (b) together with the Disclosure Consultant, coordinating the timely provision of information to the Disclosure Consultant as needed to fulfill its responsibilities to the City; (c) in anticipation of preparing Continuing Disclosure Documents, soliciting "material" information (as defined in Securities and Exchange Rule lOb-5) from City departments; and (e) maintaining records documenting the City's compliance with this Disclosure Policy. Disclosure Coordinator. The City Treasurer, in consultation with the other members of the Disclosure Working Group, shall select and appoint the Disclosure Coordinator, who shall be an Administrative Services Department staff member and who shall be responsible for: (a) preparing the Continuing Disclosure Documents and providing same to the dissemination agent for filing with EMMA, to the extent not undertaken by the Disclosure Consultant; (b) serving as a "point person" for personnel to communicate issues or information that should be or may need to be included in any Continuing Disclosure Document; (c) following up with others, including management of outside consultants assisting the City, in the preparation and dissemination of Continuing Disclosure Documents to make sure that assigned tasks have been completed on a timely basis and making sure that the filings are made on a timely basis and are accurate; and (d) together with the City Treasurer, coordinating the timely provision of information to the Disclosure Consultant as needed to fulfill its responsibilities to the City. Disclosure Consultant. The City Treasurer may hire a Disclosure Consultant. The Disclosure Consultant shall have significant expertise and experience related to on- going disclosure requirements for municipal securities. The Disclosure Consultant is responsible for: (a) preparing or assisting in the preparation of the final form of Continuing Disclosure Documents, and providing same to the dissemination agent for filing with EMMA, to the extent not otherwise undertaken by the Disclosure Coordinator; (b) reviewing Continuing Disclosure Documents and other relevant information, consulting with appropriate City staff or interested parties needed to confirm that the City is meeting its Continuing Disclosure Undertakings; (c) assisting the Disclosure Coordinator; and (d) such other items as assigned to the Disclosure Consultant by the City Treasurer in writing. Annual Reports. The Disclosure Coordinator shall ensure that the preparation of the City's annual reports shall commence as required under each specific continuing disclosure obligation. Before any annual report is submitted to EMMA, the Disclosure Coordinator shall confer with other key participants as needed regarding the content and accuracy of any annual report Enumerated Event Filings. If any key participant responsible for disclosure becomes aware of any of the enumerated events listed in any of the City's Continuing Disclosure Undertakings, the City Treasurer will meet with other key participants to discuss the event and determine the extent it is material and whether a filing is required or is otherwise desirable as determined by the City Treasurer. Disclosure Required by SB 1029. The City shall comply with all provision of SB 1029 including the applicate pre issuance and post issuance reporting requirements. Education The City Treasurer shall ensure that the Disclosure Coordinator is properly trained to understand and perform its responsibilities. Such training may include training sessions conducted by consultants with expertise in municipal securities disclosure or by the Disclosure Consultant, attendance at conferences, or other appropriate methods identified by the City Treasurer. VI. ANNUAL AUDIT POLICY Sound accounting practices suggest that an annual audit is a prudent business decision. The City requires an annual audit by a qualified independent accountant of the books of account, financial records, inventories and reports of all City officers and employees involved in the handling of financial matters. In compliance with the requirement of an annual audit, a firm of Certified Public Accountants will complete the audit for the fiscal year ending June 30. VII. FINANCIAL STRUCTURE A. Accounting System and Budgetary Control In developing and evaluating the City's accounting systems, consideration is given to the adequacy of internal accounting controls. Internal accounting controls are designed to provide reasonable, but not absolute, assurance regarding: • The safeguarding of assets against loss from unauthorized use or disposition; and • The reliability of financial records for preparing financial statements and maintaining accountability for assets. The concept of reasonable assurance recognizes that: • The cost of a specific control feature should not exceed the benefits likely to be derived; and • The evaluation of costs and benefits require estimates and judgments by management. All evaluations of the City's system of internal control will continue to occur within the above framework. The City's internal accounting controls must adequately safeguard assets and provide reasonable assurance of proper recording of financial transactions. B. Fund Descriptions The City's accounting records are organized and operate on a "fund" basis, which is the basic fiscal accounting entity in governmental accounting. Each fund is designed by fund type and classification: • Governmental Funds - General, Special Revenue, Debt Service and Capital Projects • Proprietary Fund - Enterprise and Internal Service • Fiduciary Funds - Trust and Agency • Account Groups - General Fixed Assets and General Long -Term Debt C. Governmental Funds Governmental Funds are used to account for the City's expendable financial resources and related current liabilities, except for those accounted for in proprietary funds. The basic financial statements necessary to fairly present financial position and operating results for governmental funds are the balance sheet and the statement of revenues, expenditures, and changes in fund balance. Governmental funds are maintained using the modified accrual basis of accounting. • General Fund - Accounts for all the general revenue of the City not specifically levied or collected for other City funds, and for expenditures related to the rendering of general services by the City. Special Revenue Fund - Accounts for the proceeds of specific revenue sources that are restricted by law or administrative action for specified purposes. • Debt Service Fund - Accounts for accumulation of resources for, and payment of, interest and principal on long-term debt. • Capital Project Fund - Accounts for financial resources used for the acquisition or construction of major capital facilities (other than those financed by proprietary funds). D. Proprietary Funds Generally accepted accounting principles applicable to a private commercial business are applicable to proprietary funds of a governmental entity. The accrual basis of accounting is utilized. The measurement focus is based upon a determination of net income, financial position and cash flows. Accordingly, basic financial statements are required, such as balance sheet, statement of revenues, expenses and changes in retained earnings (deficit), and the statement of cash flows. Enterprise Fund - Accounts for operations that are financed and operated in a manner similar to private enterprises, where the intent of City Council is that the cost and expense, including depreciation and amortization, of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges; or where periodic determination of revenues earned, expenses incurred and/or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes. • Internal Service Fund - Accounts for activities involved in rendering services to departments within the City. Costs of materials and services used are accumulated in these funds and are charged to the user departments as such goods are delivered or services rendered. E. Fiduciary Funds Fiduciary Funds are maintained to account for assets held by the City in a trustee capacity for individuals, private organizations, other governments and other funds. • Expendable Trust Fund - Accounts for assets and activities restricted to specific purpose in accordance with a trust agreement. • Agency Funds - Accounts for assets held by the City as an agent for the City employees deferred compensation plan. F. Account Groups Account Groups are used to establish accounting control and accountability for the City's general fixed assets and general long-term debt. • General Fixed Assets Account Group - Accounts for long-term assets of the City, except for those accounted for in proprietary fund types. • General Long -Term Account Group - Accounts for long-term debt of the City, except for debt accounted for in proprietary fund types. G. Fund Classifications In February 2009, the Governmental Accounting Standards Board issued Statement No. 54, Fund Balance Reporting and Governmental Fund Type Definitions. This statement establishes fund balance classifications that comprise a hierarchy based primarily on the extent to which a government is bound to observe constraints imposed upon the use of the resources reported in governmental funds. The fund balance classifications are: Non -Spendable, Restricted, Committed, Assigned, and Unassigned. • Non -Spendable — That portion of fund balance that includes amounts that are not in a spendable form (inventory, for example) or are required to be maintained intact (the principal of an endowment fund, for example). Restricted — That portion of fund balance that includes amounts that can be spent only for the specific purposes stipulated by external resource providers (for example, grant providers), constitutionally, or through enabling legislation (that is, legislation that creates a new revenue source and restricts its use). Effectively, restrictions may be changed or lifted only with the consent of resource providers. • Committed — That portion of fund balance that includes amounts that can be used only for the specific purposes determined by a formal action of the government's highest level of decision-making authority. Commitments may be changed or lifted only by the government taking the same formal action that imposed the constraint originally. Assigned — That portion of fund balance that comprises amounts intended to be used for specific purposes, but that are neither restricted nor committed. Such intent can be expressed either by the governing body or by an official designated for that purpose. Resolution of the City Council of the City of Santa Clarita No. 11-54 delegates the authority to assign amounts to be used for specific purposes to the Deputy City Manager for the purpose of reporting these amounts in the annual financial statements. Unassigned — That portion of fund balance that includes all amounts not contained in the other classifications. Unassigned amounts are technically available for any purpose. The City's fund balance is classified under the five fund balance classifications. VIII. RISK MANAGEMENT The City of Santa Clarita is covered for Property, Liability and Worker's Compensation by Special District Risk Management Authority (SDRMA), a not-for-profit public agency. Limits for third -party claims consist of $10 million by SDRMA and $15 million in excess by Evanston Insurance Company. Risk Management administers the funding of the self-insured portions of the program, manages the administration of general liability claims, works in conjunction with the City Attorney's Office and outside counsel to monitor, control, and to resolve litigated matters, and provides training to minimize the risk of future losses. The Risk Management program provides centralized services to all City departments for risk management, loss control, and safety. Primary activities includes a yearly review of the City's comprehensive insurance program, including coverage for property/casualty, professional administration of the City's self-insured retention, loss prevention and control, and safety programs. Risk Management also administers the City's Contract Management system and regularly provides training on contract routing and City contractual policies. SUMMARIES REVENUES Budget Summary Category Budget Capital Improvement Projects $ 33,724,539 Successor Agency Personnel Services Operations & Maintenance Capital Outlay 1,747,884 51,381,759 100,209,053 6,980,965 Reserves & Debt Total Appropriations Net of Interfund Transfers S 197,684,483 2017-18 Budget Appropriations ■ Operations & Maintenance 51% ■ Reserves & Debt Service Capital Outlay 2% 3% ■ Capital ' ment im Successor Agency 1% Personnel Services 26% All Funds - Operating Appropriations City Council 236,083 232,760 247,400 City Manager 2,095,724 2,724,463 2,051,492 Communications 1,353,620 1,611,589 1,533,461 Human Resources 946,001 1,019,132 1,073,759 Total $ Achninistra Services 4,631,428 $ 5,587,944 S 4,906,112 Live Administration 726,888 449,727 549,344 Clerk and Contract Services 3,086,127 3,415,141 3,222,787 Finance 1,949,714 2,753,742 2,423,020 Technology Services 3,208,925 3,601,598 3,664,141 Total $ 8,971,654 $ 10,220,208 $ 9,859,292 Community Development 4,282,049 Total 5 Administration 639,607 591,206 617,883 Community Preservation 2,438,973 3,001,176 3,108,635 CDBG 1,082,284 788,453 774,088 Marketing and Economic Development 2,851,095 3,215,964 2,696,546 Planning 1,617,357 1,590,648 1,732,619 Total $ 8,629,316 $ 9,187,448 $ 8,929,771 Administration 736,664 996,453 1,097,152 Building & Safety 4,185,553 4,506,156 4,784,017 Capital Improvement Projects 2,708,427 2,527,207 2,591,051 Engineering Services 2,346,734 2,316,699 2,385,167 General Services 7,770,267 8,370,427 9,117,421 Traffic 17,799,995 4,088,871 4,282,049 Total 5 35,547,640 $ 22,805,814 $ 24,256,857 Public Safety Police Services 22,369,112 24,223,200 25,135,532 Fire Protection 1,275,484 37,587 37,682 Total $ 23,644,596 S 24,260,787 $ 25,173,214 Recreation, Community Services, Arts, and Open Space Administration 1,510,172 1,775,701 1,852,424 Arts and Events 2,088,237 3,186,612 3,443,081 Open Space 950,569 4,003,734 637,014 Recreation and Community Services 9,973,367 9,377,444 9.538,663 Total $ 14,522,345 S 18,343,492 $ 15,471,182 Neighborhood Services Administration - 649,567 690,580 Environmental Services 3,757,161 4,509,840 3,166,465 Parks 6,204,091 6,437,717 6,806,516 Public Library 5,301,864 5,636,109 5,488,610 Special Districts 16,388,837 20,006,456 20,635,321 Transit 26,988,253 38,764,652 29,427,995 Total $ 58,640,207 $ 76,004,341 $ 66,215,487 Special Services City Attorney 1,237,854 2,225,028 2,225,028 Total $ 1,237,854 $ 2,225,028 S 2,225,028 Administration 2,159,310 4,606,455 1,544,833 Reserves 515,500 750,000 Debt Service 39,974,556 2,798,424 2,890,283 Total S 42,133,866 $ 7,920,379 $ 5,185,116 Redevelopment Successor Agency 9,985,372 38,604,765 1,747,884 Total $ 9,985,37Z $ 38,604,765 $ 1,747,884 Interfund Transfers 48,098,110 28,875,957 27,029,827 2017-18 Budget Summary - All Funds Where the Monev Comes From ■ All Others (Includes Developer Fees and Transit Farebox Revenues) 9% ■ Special Districts 19% ❑ Successor Agency 1% M Other Taxes 6% ■ Property Tax 16% Where the Money Goes s� ■ Revenue from Other Agencies 26% ■ Community Development ■ Public Works 5% 12% ■ Non -Departmental 3% ■ Successor Agency 1% ■ Licenses & Permits 3% O Charges for Current Services 3% ■ Sales Tax 17% ■ Public Safety 13% M Special Services 1% ■ Neighborhood Services 33% ■ Capital Projects 17% ■ Administrative Services 5% u any manager's Office Recreation, 20A Community Services, Arts, and Open Space 8% General Fund - Operating Appropriations City Council City Manager Communications 236,083 232,760 247,400 2,095,724 2,724,463 2,051,492 1,097,870 1,216,589 1,227,960 Human Resources 946,001 1,019,132 1,073,759 Total $ 4,375,678 $ 5,192,944 $ 4,600,612 Administrative Services $ 14,771,084 $ 15,822,035 $ 16,389,013 Safety/Sheriffs Police Services Administration 726,888 449,727 549,344 Clerk and Contract Services 1,499,970 1,751,593 1,565,791 Finance 1,797,737 2,100,403 2,058,020 Technology Services 2,357,971 2,916,832 2,932,346 Total $ 6,382,566 $ 7,218,555 $ 7,105,501 .Community Development Space Administration 639,607 591,206 617,883 Community Preservation 2,438,973 3,001,176 3,108,635 Marketing and Economic Development 1,904,694 2,054,595 2,152,052 Planning 1,617,357 1,590,648 1,732,619 Total $ 6,600,630 $ 7,237,625 $ 7,611,188 Public Works Administration 736,664 996,453 1,097,152 Building & Safety 4,185,553 4,506,156 4,784,017 Capital Improvement Projects 2,679,667 2,498,477 2,565,071 Engineering Services 2,346,734 2,316,699 2,385,167 General Services 2,995,234 3,534,022 3,370,383 Traffic 1,827,232 1,970,227 2,183,223 Public Total $ 14,771,084 $ 15,822,035 $ 16,389,013 Safety/Sheriffs Police Services 21,507,340 23,337,876 24,745,276 Fire Protection 32,839 37,587 37,682 Total $ 21,540,179 $ 23,375,463 $ 24,782,958 Recrea(i(m, Community Services, Arts, . Open Space Administration 1,510,172 1,775,701 1,852,424 Arts and Events 2,088,237 3,186,612 3,443,081 Open Space 42,114 41,237 41,332 Recreation and Community Services 9,973,367 9,377,444 9,538,662 Total $ 13,613,890 $ 14,380,994 $ 14,875,500 Neighborhood Services Administration 649,567 690,580 Environmental Services 590,606 783,730 597,853 Parks 6,059,137 6,247,087 6,664,477 Special Districts 1,569,396 1,944,703 1,972,815 Total $ 8,219,139 $ 9,625,088 $ 9,925,725 ,Special Services City Attorney 1,176,098 1,944,028 1,944,028 Total $ 1,176,098 $ 1,944,028 $ 1,944,028 Non -Departmental Admin 658,579 3,568,685 556,743 Reserves - 515,500 750,000 Subtotal General Fund Total $ 658,579 S 77,337,843 $ S 4,084,185 88,880,917 $ $ 1,306,743 Interfund Transfers 30,982,592 16,356,805 .. 14,718,409 Total General Fund $ 108 ,320,435 1103,255,677 2017-18 Budget Summary - General Fund Where the Money Comes From ■ Sales 35' ■ Other Revenue 8% ® Interest Income 1% ® Transient Occupancy Tax 4% ■ Rec., CS, 4% Development ■ Franchise Fees p Transfers In Revenues 7% 1% 7% Where the Money Goes ■ Public ■ Contingency Safety/Sheriffs 1% 24% ■ City Attorney 2% ■ Transfers Out 14% M Non -Departmental 1% ■ Neighborhood Services 10% M Community Development 7% ■ CityManager's ■ Administrative Office Services 4% 7% ■ Property Tax 33% Public Works 16% Recreation, Community Services, Arts, and Open Space 14% Beginning Fund Balance Revenues Operating Transfers In Total Resources Available Operating Expenditures Operating Transfers Out Ending Fund Balance Reserves Advances to Other Funds Operating Reserve Unreserved Fund Balance General Fund Statement of Fund Balance 81,822,151 82,434,159 78,224,589 107,662,155 99,825,604 102,919,300 1,270,288 1,202,548 678,500 190,754,594 183,462,311 181,822,389 77,337,843 88,880,917 88,537,268 30,982,592 16,356,805 14,718,409 82,434,159 78,224,589 11,054,805 78,566,712 15,461,000 15,082,000 18,150,000 71,379,354 62,763,589 45,334,712 L, O O Z M Ln O N d' Ood' �o O N O N ID OO d' N N O O Ln Ll d' O 0� Lo 'D N Ln Ln N d' Ln N M r1 Lo ID LD L" I O d' M N c� M lD �D O D� N D+ Cl) O d' N N C Ln N N r� m IO O+ O� M lD N O N O� W M m� c Lr Ln D M d' D+ -t+ t d' -4 Ol m L- m In �--I N(31 N �o d' N M N N O N O' d' oc L., �O m l� , LL Ln LO O+ l� O O' d' Ln .--1 ' N M d' Ln O+ O+ r1 Na, O m M a, N c+'1 'D �D rl M N'0, �--1' O, M ' '-100 O rl O coN M M -4 O d' N M O d' ON to d• M Ln Ln M M M N LD L, CO O d' M h d' CO �D M Lo r1 L� N L, O �--I M N d' N N rl O r1 rl M h CO a� OD d' d' Ln N 00 Ln M t� O O r1 L` N L, 1-4 d' rl N N N ON N r� d' to N Lo Lo N �6 in O M LO M rl d' d' d' d' d' d' �o O L\ .--1 O M Lo CDd' 1 , Ln Ll r1 O N co r1 Ll O, M O M O M O Ma, O Lr z 00 N N �o M z N r -I O 'D It O+ O O -1 Ll Lo N L� 1-1 r1 r1 r1 lc N rl L" O, z M O z N d' M Lo N CD M M O Q+ d' N N M N ' O O ' OP Ln ' ON Ln ' M ' LO d' ' ON M O It M Ln ' Z N ' CO ' M ' O Ln Co ` 'D O+ r1 . d' Ln O OD d' N r -I L -I ao �o M O O M '0 O, M Ln r1 W Ln co r -I O, l� , r1 ' W N Lri M O O L" O oc OR IoL� Ll 0 O Ln �D oc lD h LD N Cl O O Ll ri N N d' LO Lo It N r-4 C) M' Ln O, IO z r -I O 10 OD �o r -I IO T Ln O, W z z CD LD CD d' r1 T c M d' 00 N N d' L -I d' - 11 M L� M d' N rl d' � N N N N N L� N Ln r1 rl L- N Cl) co Cl) r-1 O d' N O N O d' N O c0 M c, 'D r1 Ln O d' O Lo O N L- W Lo d' Ln O, w d' co L, O O N N W O O OO z d' O Ln O O O Ll %0 N d' W D, Ol h M h d' l., O d' z Cl O LD O N l� N rl Ln O co �D O rl �o Ln to d' OO C LD M d' M' O N Ln C O N [-1 O, 6 Ne Ln Ln �D r� M N' N' d' M M e N Q; N Lo N d• No Ln co ,t Lo N � O' N N CO Ln OD rl �o r1 t` O O+ N Ln d' O+ N d' O co N d' O a0 N M Lo Ln d' Ln M O N co co M R N N N N N Ln O d' O, d' d' W OD 'o r1 1-1 ,--i d' LV .-i ri Ln d' M ri d' t\ '-i r1 r1 N O N M 10 N N N M Cl N l� d' O+ O W rl l� O L` Ln N O L, W Ll N CD r1 O O+ r1 M l� In O d' T Ln Ln ll M l� ll O L\ d' M M d• l0 CD d' O t\ r-1 M d' O d' O+ L\ O M M O N O Ln Ln r1 O ri L` W d' N Ln O Ln O+ d' N M M Ln N O Ln d' N N M O, -1 O Ll %D %D Ln O W � Ln rl %o" Lo O O z N d' L� cc O N d' •-1 OD N O Ln d' M O N' �o O - O • r, Lo r1 cr CO cy Cl) O Ln N O M co Lri d' Ln ON C, O h O+ 0, rl O+ r- O ON d' O CO L- NC, Ln �o M CD O N M N rl T d' ri O �o ..1 O� Ln M' O+ m M r1' M O, N M N r1 Ln W ri M coL� N O Lo r-1' r -I OO N LO r1 d' r� O N O rl L� Ln M r1 d' Ln' O d' L- M M M r-1 .-I L, IT CO .--1 rl d' Ln rl lO .-1 M Ln cl N O L� W d' d' M O to .--1 O� i--1 Ci N co Ln •--1' d' M O N rl M N O+ N L- o N .--1 rl O N L, O; N Ln m N N Cl) Ln O+ N rl rl d' O Ln rl OLn d' d' O O CO ON N O O N L� O, M O+ O O, Ln O O O M Ln r1 r -I N L" Ll O L" z O ol O 00 O z O l� M N r, r-1 O1 ol L" O M N rl L� to Ln O r D d N ' aD ON M N M O, N L,O N O+ L, ON r -I m O\ O N O N O r� O O O M O+ L, O, r1 O L, L-, Ln M 00 O M O O+ Ln "0 LP1 co Cl) OD 1D z O Ln n N -1 N d' O d' O+ L� L� M rl N 0,'D W 'D lD 'D �--1 O '-i - N N L, N M O N O N L' n , N LD rt CP d; O .--1 O d' CO ao l� O O 00 N rl d' N W Ln O d' d: l� r-1 d' O� 'o M W N O? 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N O M M O M Ln r--1' N r� Or �D r N o d' M d' l� O� L, N m N M In O m d' N N N r--1 %0 Ln M " (V N' N N N m O O �o m r--1 Lo m m O' Ln co m m L, d' Lo m l� O N Or d' m m N Ln L*l O O z z O+ 10 r - M r--1 l� M d' m Io d' r� m O r-1 lD N d' O m M r� Lr) N LO Ll L, L" z 1\ z d' L� Lo M d' M ti d' N d: r--1 M L, r- l� N m Ln M N m m dy m O d' N\q N %q Lf) M r- m m Ln C, m M z N d' �o O m Or \D lD Or rz Ln m Ll Ln O O M O L" LO L" M Or L" z N O, V7 h N N %0 N N e M O - d' N N r- O Ll N O z r--1 m N m r --I Ln I-1 M r--1 L -I r- O ro It O z O Ll Or z Ll' Ell r� Lo Or d' N O m L-- r--1 N O m m N z L/) N Z r- m r- -ii L� %0ro Ln O N N \D N Lz N r --I Lo r--I Ln d' O d' LO LV d' Ln N L, d A N H t. C ar Q u b ,d C v 0 y.r v 7 ❑ C a b V y, V .� V a s:: C w .4, W o E b +u = v ' 0 G J w � w 'p J p L. u Ca U 'v c vl) t W A A Ion N a) _ u C a.+ rJ C. F +-' UC 'C au) b ra rn C y ,b C L. u C m C iv +' W C V C V '= o W C w Q L C U w ... :� rJ C y .� U Li ^° rn a.r 7 'n C a° L'x.. '0 a F F cQ F N D ',� a) +_', 'p N a) a N �' x a) Ln ,� a) v 'd E a C n w C w v a a❑ U a ani n1' ❑ w ro c a a n n CU a u❑ C„ o o ca c. 7 cu r«v. m a w J ❑ a❑ o 0 v r«. 0 0 m m N a m v F. u N `' p u 7 n ❑ m u a) v u m c❑ y C C" CO Ln F C7 W cn rJ M .� 4 .N cn a) .^ a) a+ v u Ly y, b u a) w b w a) a) N ca C C W W aa)) C a) rn d w a u u o` d a y o o p a b .o C .� u o Q o u o u 3 u n o m 'mCLCL � c_ .v m 17 1 u x o - 0 0 o v o a° o ° ro o `m a� j ro o o o c0 o a c�0 x Ln v w V F F Ln m a o. o. rt m w> m n. D a a. a O Q Ln cn a O F F v c7 F v Ln w w o+ d' r --I N M Or O N N M d• m O+ O r --I N d' to lD O r --i N M d' t1') m Q+ O O r--1 M l� m 0 N M eti O O r--1 N M O 2 O N O N O N N N M N M N M N M N M N M N N N ro N In N ID N 10 N z N 10 N 00 M M 0 M 0 M 0 M 0 M 0 M 0 0 M Ln N LfI V) Lf) rD O O N N N N M Budget Revenues Three Year History 100 GENERALFUND TAXES 4001.000 PROPERTY TAX $ 33,019,058 $ 32,159,162 $ 33,650,401 4011.001 SALES & USE TAX $ 30,705,681 $ 36,000,000 $ 36,500,000 4011.002 "IN -LIEU" SALES & USE TAX 7,101,704 - - 4012.001 FRANCHISE FEES 5,342,437 5,139,054 5,139,054 4012.002 FRANCHISE FEES -WASTE HAUL 2,103,465 2,132,000 2,132,000 4012.003 TEMP BIN/ROLL OFF FRANCHI 169,712 155,000 150,000 4012.004 FRANCHISE AGREEMENT -OTHER 83,452 87,500 87,500 4012.005 FRANCHISE AGREEMENT-REIM 183,992 187,665 191,421 4014.001 TRANSIENT OCCUPANCY TAX 3,813,437 3,646,606 3,828,936 4015.001 REAL PROPERTY TRANSFER TAX 1,383,743 1,300,000 1,300,000 TOTAL OTHER TAXES $ 50,887,622 $ 48,647,825 $ 49,328,911 LICENSES & PERMITS 4013.001 BUSINESS LICENSE FEES $ 379,375 $ 355,000 $ 355,000 4101.001 CONDITIONAL USE PERMIT (6,260) 63,922 63,922 4101.002 TEMPORARY USE PERMIT 11,032 12,087 10,000 4101.003 OAK TREE PERMIT 10,332 8,395 5,000 4101.004 MINOR USE PERMITS 150,432 87,360 87,360 4101.005 HOME OCCUPATION PERMIT 2,650 3,159 2,000 4111.001 ELECTRICAL PERMITS 612,528 550,000 575,000 4111.002 PLUMBING PERMITS 310,256 255,000 265,000 4111.003 MECHANICAL PERMITS 258,386 220,000 230,000 4111.004 SEWER PERMITS 20,764 16,500 18,000 4111.005 BUILDING PERMITS 2,380,688 2,180,000 2,270,000 4111.006 PERMIT ISSUANCE 191,328 185,000 190,000 4121.001 STREET VACATION 15,801 14,500 10,000 4121.003 CERTIFICATES OF COMPLIANCE 4,492 6,263 4,000 4121.005 FINAL SUBDIV MAPS/IMPROVE 56,459 42,000 40,000 4131.001 ANIMAL LICENSES 655,909 535,000 450,000 4521.001 MISC. BLDG & SAFETY SRVCS 377,206 210,000 220,000 4531.003 HWY ENCROACHMENT PERMITS 536,305 450,000 450,000 4531.008 GRADING INSPECTION PERMIT 159,771 131,012 80,000 4531.024 TRANSPORTATION PERMIT 17,584 15,000 15,000 4531.026 NEW STREET NAME REVIEW 1,495 2,582 2,000 4531.027 STREET NAME CHANGE REVIEW 1,406 500 500 4531.029 PERMIT PROCESSING 31,064 10,000 10,000 4531.039 SUSMP INSPECTION PERMIT FEES 2,102 1,000 1,000 4551.001 TENTATIVE MAPS - 108,702 71,230 4551.002 SITE/SIGN PLAN REVIEW 13,722 20,494 12,000 4551.003 TIME EXTENSIONS 1,301 1,330 1,000 4551.004 HILLSIDE REVIEW 354 3,092 3,092 4551.006 ADJUSTMENTS 7,088 6,008 6,160 TOTAL LICENSES & PERMITS $ 6,203,571 $ 5,493,906 $ 5,447,264 FINES. FORFEITURES & PENALTIES 4201.001 PARKING CITATIONS $ 371,199 $ 375,000 $ 380,000 4211.004 LITIGATION SETTLEMENTS - 2,997 - 4521.006 B&S FINES AND PENALTIES 39,855 105,000 110,000 4551.021 CP CITATION 430,398 325,000 120,000 4551.025 ILLEGAL SIGN CITATION 5,375 6,000 12,000 4531.038 ENG SVCS FINES & PENALTIES 600 800 400 TOTAL FINES, FORFEITURES & PENALTIES $ 847,427 $ 814,797 $ 622,400 Budget Revenues Three Year History USE OF MONEY & PROPERTY 4303.001 INTEREST INCOME $ 731,920 $ (456,436) $ 910,843 4303.005 INTEREST -CAL UNITED BANK 750 - - 4303.006 INTEREST -MISSION VLY BANK 634 - - 4303.007 INTEREST -BANK OF STA CLARITA 2,347 - - 4303.008 INTEREST-SCV BANK 902 - - 4305.001 UNREALIZED GAIN/LOSS INVE 799,262 - - 4306.008 INTEREST INC -PUB LIBRARY ADVANCE 99,545 112,177 108,996 4302.001 INTEREST -FISCAL AGENT 535 - - 4311.001 RENTAL INCOME -CITY HALL 10,312 20,500 22,000 4311.007 RENTAL INCOME - MISC 3,503 65,380 64,525 4312.004 CONCESSION REVENUE 10,619 10,500 10,500 4312.007 RENTAL INCOME -BUSINESS INCUBATOR 11,700 12,300 9,000 4312.008 DARK FIBER LEASE 105,667 78,459 72,256 4531.028 NEXTG RIGHT OF WAY USE 8,800 4,000 4,000 23,500 TOTAL USE OF MONEY & PROPERTY $ 1,786,496 $ (153,120) $ 1,202,120 REVENUE FROM OTHER AGENCIES 4401.001 ST. MOTOR VEHICLE IN -LIEU $ 86,035 $ 101,026 $ 85,000 4451.009 DR1844 2010 STORM FEMA 2 - - 4451.010 DR1844 2010 STORM CALEMA (2,130) - - 4461.005 EVERY 15 MINUTES REIMBURSE 11,954 6,410 10,000 4471.003 SB -90 REIMBURSEMENT 107,413 57,539 - 4471.004 STATE RECYCLING GRANTS 58,576 58,576 58,576 4471.005 BEAUTIFICATION GRANT PRGM 117,054 110,000 110,000 TOTAL REVENUE FROM OTHER AGENCIES $ 378,904 $ 333,551 $ 263,576 CHARGES FOR CURRENT SERVICE 4111.007 B&S PLAN REVIEW $ 1,944,131 $ 1,635,000 $ 1,703,000 4111.008 INDUSTRIAL WASTE INP FEE 252,779 245,000 255,000 4121.004 EASEMENT DOCUMENT REVIEW 16,848 23,500 15,000 4121.006 LOT LINE ADJUSTMENT 17,658 13,364 10,000 4131.002 FILM PERMIT 214,043 210,000 210,000 4131.003 FILM PERMIT -ROAD USE 117,583 125,000 125,000 4131.004 PARADE PERMITS 15,504 9,000 9,000 4131.005 FILM PERMIT - PROPERTY USE 30,555 40,000 40,000 4211.001 SOLID WASTE LIQUID DAMAGE 110,438 110,000 100,000 4211.002 COMMUNITY COURT 9,525 10,000 10,000 4211.003 COMMUNITY COURT - TRAFFIC 31,450 24,000 24,000 4211.005 NOISE DISTURBANCE RESP 824 914 - 4211.007 TEEN COURT FEES 5,400 5,000 5,000 4311.002 ACTIVITY CENTER REVENUES 74,823 77,000 77,000 4311.003 RECREATION AQUATICS RENTALS 304,157 235,000 235,000 4311.004 FACILITY RENTALS 100,049 62,000 62,000 4311.005 FIELD RENTALS 422,402 400,000 400,000 4311.006 SPORTS COMPLEX REVENUES 59,458 54,000 55,000 4312.005 SC GREAT AMERICAN CAMP 6,465 7,000 7,000 4312.006 SKATE PARK B/DAY PARTY 2,757 1,000 1,000 4511.001 DUI CHARGES 106,260 130,000 130,000 4511.002 FALSE ALARM CHARGES 129,737 130,000 130,000 4511.003 NSF CHECKS 2,681 1,000 1,000 4521.003 CONSTRUCTION ACTIVITY RPT 923 2,000 2,000 4521.004 ENFORCEMENT COST RECOVERY 1,014 3,000 3,000 4521.005 RECORD MAINTENANCE 256,760 235,000 245,000 4521.007 FEE TO EXPEDITE -B & S 80,910 36,972 35,000 4521.008 STRONG MOTION FEES 1,533 2,000 2,000 4521.009 BUILDING STANDARDS COMM 1,561 1,500 2,000 4531.001 STORM DRAIN TRANS PROCESS - 2,908 2,000 4531.002 FLOODWAYS STUDIES 2,351 500 500 Budget Revenues Three Year History 4531.004 STREET LIGHT ANNEXATION 7,790 5,000 2,000 4531.005 SEWER INSPECTION 84,964 43,854 20,000 4531.006 STREET INSPECTION 157,757 50,000 50,000 4531.007 STORM DRAIN INSPECTIONS 74,063 2,000 4,000 4531.009 PLAN CHECK 8,112 500 200 4531.010 SEWER PLAN CHECK 16,493 45,166 20,000 4531.011 STREET PLAN CHECK 21,991 20,000 20,000 4531.012 STORM DRAIN PLAN CHECK 2,061 2,000 2,000 4531.014 GRADING PLAN CHECK 107,839 100,000 80,000 4531.017 GRADING SOILS/GEO DEPOSIT 41,152 15,999 15,000 4531.019 DOCUMENT IMAGING 10,714 8,170 6,000 4531.020 STREET LIGHT PLAN CHECKS 6,061 2,500 2,500 4531.021 FEE TO EXPEDITE -ENG SVCS 11,890 13,261 5,000 4531.036 GVR WATER & SEWER FEES 833,092 20,000 10,000 4531.037 SITE INVESTIGATION (ENG SVCS) - 600 500 4531.040 SWPPP INSPECTION 15,118 10,000 10,000 4541.005 STRIPING PLAN CHECK - 14,720 3,236 4541.006 DETOUR PLAN CHECK 1,260 2,588 - 4551.008 PRE -APPLICATION REVIEW 36,029 35,358 25,000 4551.009 INITIAL STUDIES 3,744 7,011 7,011 4551.011 ZONE CHANGE FEES 29,077 - ' 4551.013 PLOT PLAN FEES 98,874 66,030 60,000 4551.015 APPEAL FEES 3,987 - - 4551.016 SELF -HAUL FEES 2,539 4,865 4,500 4551.017 ENVIRONMENTAL IMPACT REPORT - 41,086 - 4551.018 LANDSCAPING/IRR PLANCHECK 12,730 8,325 10,000 4551.020 MOBILE HOME REGISTRATION 7,464 7,211 7,211 4551.026 DEVELOPMENT REVENUE - 118,000 105,204 4551.027 SIGN VARIANCE - 1,893 - 4551.029 ARCHITECT DESIGN REVIEW - 21,000 17,408 4551.030 ADMIN DEVELOPMENT PERMIT 22,950 22,950 4551.032 TEMPORARY BANNER PERMIT - 3,800 3,800 4561.002 COMMUNITY EMERG. RESPONSE 2,730 2,700 2,700 4561.007 REPERTORY EAST PLAYHOUSE PROGRAMS - 9,990 36,516 4562.002 TICKET SALES 90,872 90,000 90,000 4562.004 GEAR VENDORS 11,024 10,482 10,000 4562.005 FOOD VENDORS 10,705 12,690 10,000 4562.006 CITY MERCHANDISE 3,128 3,000 3,000 4563.003 MARATHON REVENUES 183,407 154,000 154,000 4563.004 TOUR OF CALIFORNIA 5,534 - - 4563.005 EARTH DAY 116 - - 4565.001 ARUATICS REGISTRATIONS 412,143 415,000 415,000 4565.002 ARUATICS POINT OF SALE 162,690 168,000 168,000 4566.002 ADULT SPORTS 296,334 294,000 294,000 4566.003 YOUTH SPORTS 383,455 380,000 385,000 4566.004 CONTRACT CLASSES 770,522 750,000 750,000 4566.006 CHILD DEVELOPMENT 427,156 435,000 435,000 4566.007 PARKMOBILE 8,335 6,350 6,000 4566.008 COMMUNITY CENTER 93,676 90,000 90,000 4566.009 DAY CAMP 565,197 545,000 545,000 4566.010 LA 84 GRANT 35,450 25,000 25,000 4566.011 SPONSORSHIP REVENUE 308,531 261,455 260,000 4566.013 EXCURSIONS 12,477 14,000 14,000 4566.015 CCCC PROGRAMS 56,025 56,000 56,000 4566.016 CONCERTS PARKING 4,468 4,000 4,000 4569.001 RECREATION ADMIN FEE - 870 4571.006 BOND PROCESSING & REVIEW 3,861 2,000 2,000 4571.008 SALE OF MAPS & PUBLICATIONS 6,790 4,000 4,000 4571.009 VEHICLE IMPOUND RELEASE 143,121 154,946 155,000 Budget Revenues Three Year History 4571.010 NOTARY SERVICE 579 300 300 4571.011 COPIES -CITY CLERK 4,233 2,500 1,200 4571.015 VIDEO/AUDIO DUPLICATION - 49 - 4571.016 SUSMP PLAN CHECK 16,986 7,833 6,000 4571.017 STRMWTR POLLU PREV(SWPPP) 5,073 5,000 5,000 4571.019 SAND CYN SEWER APP FEE 80 - 4571.020 LOBBYIST REGISTRATION 411 342 200 4571.025 FILM MONITORING FEE 20,599 25,000 25,000 TOTAL CHARGES FOR CURRENT SERVICE $ 9,961,086 $ 8,455,052 $ 8,360,936 OTHER REVENUE 4016.001 SATELLITE WAGERING FEE $ 42,748 $ 40,000 $ 40,000 4571.001 OVERHEAD REIMBURSEMENTS 3,919,500 3,889,430 3,913,500 4571.021 NON-FRAN HAUL IMPOUND FEES 1,194 1,100 1,100 4571.023 C&D MAT MGT PLAN FEE 25,000 - - 4571.027 C&D UNCLAIMED DEPOSITS 219,625 - - 4621.001 MISCELLANEOUS REVENUE 268,245 30,000 30,000 4621.002 GRAFFITI RESTITUTIONS/DON 8,943 2,000 8,000 4621.003 CASH OVER/SHORT 3 - - 4621.005 PRIOR YEAR REVENUE ADJUSTEMENT 4,091 62,164 - 4621.006 SALES OF PROPERTY & ERUIPMENT 50,390 15,000 15,000 4621.007 BEVERAGE PARTNERSHIP REVENUE 27,590 19,961 18,000 4621.009 STATE OF THE CITY TICKETS 9,920 10,480 10,000 4621.014 BIG BELLY RECYCLING 741 500 500 4621.018 CROSSING GUARDS REVENUE - 3,796 7,592 TOTAL OTHER REVENUE $ 4,577,992 $ 4,074,431 $ 4,043,692 TRANSFERS IN 1,270,288 1,202,548 678,500 TOTAL GENERAL FUND $ 108,932,443 $ 101,028,152 $ 103,597L800 FUND 104 - GASB 45 COMPLIANCE TRANSFERS IN $ 1,370,000 $ 1,010,000 $ 970,000 TOTAL FUND 104 - GASB 45 COMPLIANCE $ 1,370,000 $ 1,010,000 $ 970.000 FUND 201 - HOME PROGRAM 201-4303.001 INTEREST INCOME $ 164 $ - $ - 201-4305.001 UNREALIZED GAIN/LOSS 94 - 201-4552.001 HOME PROGRAM COLLECTIONS - 32,961 TOTAL FUND 201 - HOME PROGRAM $ 258 $ 32,961 $ - FUND 202 - SURFACE TRANSP PROGRAM 202-4531.022 STPL REVENUE $ 203,639 $ 905,959 $ 1,267,562 TOTAL FUND 202 - SURFACE TRANSP PROGRAM $ 203,639 $ 905,959 $ 1,267,562 FUND 203 - COMMUNITY DEVELOPMENT BLOCK GRANT 203-4552.002 CDBG - HUD $ 1,433,133 $ 843,733 $ 1,732,178 TOTAL FUND 203 - COMMUNITY DEVELOPMENT BLOCK GRANT $ 1,433,133 $ 843,733 $ 1,732,178 FUND 206 - BJA LAW ENFORCEMENT GRANT 206-4461.013 JUSTICE ASST. GRNT 12 $ 350 $ - $ - 206-4461.014 JUSTICE ASST. GRNT 13 18,806 - 206-4461.015 JUSTICE ASST, GRNT 14 13,678 12,606 206-4461.016 JUSTICE ASST. GRNT 15 18,147 3,534 - 206-4461.017 JUSTICE ASST. GRNT 16 - 24,677 TRANSFERS IN - 846 TOTAL FUND 206 - BJA LAW ENFORCEMENT GRANT $ 50,982 $ 41,663 $ Budget Revenues Three Year History Actual Estimated BudgetAccount Title 2015-16 2016-17 2017-18 FUND 229 - FEDERAL GRANT 229-4201,002 DRUG FORFEITURE & SEIZURE $ 252,741 $ 8,613 $ - 229-4424,009 MISC FEDERAL GRT 1,982,722 14,243,417 2,718,668 TOTAL FUND 229 - FEDERAL GRANT $ 2,235,463 $ 14,252,030 $ 2,718,668 FUND 230 - GAS TAX 230-4411,001 2107.5 GAS TAX 230-4411,002 2106 GAS TAX 230-4411,003 2107 GAS TAX 230-4411,004 2105 GAS TAX 230-4411,007 7360 GAS TAX 230-4303,001 INTEREST INCOME 230-4305,001 UNREALIZED GAIN/LOSS INVE 230-4621,001 MISCELLANEOUS REVENUE 230-4621,006 SALE OF PROPERTY & ERT FUND 231 - TRAFFIC SAFETY 231-4201,003 TRAFFIC MOVING VIOLATIONS 231-4303,001 INTEREST INCOME $ 10,000 $ 10,000 $ 10,000 706,885 762,588 796,442 1,558,899 1,620,798 1,693,276 1,197,185 1,254,759 1,310,732 1,095,359 515,123 902,902 19,205 (6,901) 1,250 21,664 - - 80,836 - - 23,035 3,550 - TRANSFERS IN 237,755 242,581 100,000 TOTAL FUND 230- GAS TAX $ 4,950,824 $ 4,402,498 $ 4,814,602 $ 444,917 $ 400,000 $ 400,000 184 - TOTAL FUND 231 -TRAFFIC SAFETY $ 445,101 $ 400,000 $ 400,000 FUND 232 - AB2766 AIR QUALITY IMPROVEMENT 232-4303,001 INTEREST INCOME $ 5,231 $ (1,601) $ 3,125 232-4305,001 UNREALIZED GAIN/LOSS INVESTMENT 4,962 - 232-4421,004 AB2766 AIR QUALITY IMPROV 272,764 275,700 275,700 TOTAL FUND 232 - AB2766 AIR QUALITY IMPROVEMENT $ 282,957 $ 274,099 $ 278,825 FUND 233 - TDA ARTICLE 8 233-4303,001 INTEREST INCOME $ 53,538 $ (49,593) $ 18,750 233-4305,001 UNREALIZED GAIN/LOSS INVE 73,906 - - 233-4421,002 TDAARTICLE 8 (STREETS) 7,715,025 5,717,281 10,068,142 TOTAL FUND 233 - TDA ARTICLE 8 $ 7,842,470 $ 5,667,688 $ 10,086,892 _ FUND 234 - SUPPLEMENTAL LAW ENFORCEMENT GRANT 234-4303,001 INTEREST INCOME $ 86 $ - $ - 234-4305,001 UNREALIZED GAIN/LOSS INVE 156 - - 234-4461,003 SUPPL. LAW ENFORCEMENT GR 381,579 435,949 338,213 TOTAL FUND 234 - SUPPLEMENTAL LAW ENFORCEMENT GRANT $ 381,822 $ 435,949 $ 338,213 FUND 238 - BIKEWAY FUND 238-4421,001 TDA ARTICLE 3 (BIKEWAYS) $ 141,614 $ 139,785 $ 142,629 238-4303,001 INTEREST INCOME 587 (1,197) - 238-4305,001 UNREALIZED GAIN/LOSS INVE 1,619 - - TOTAL FUND 238 - BIKEWAY FUNDS $ 143,819 $ 138,588 $ 142,629 FUND 259 - MISC GRANT 259-4201,002 DRUG FORFEITURES & SEIZURES $ 61,169 $ 51,389 $ - 259-4441,002 WIA GRANT/JTPA GRANT 436,053 574,694 - 259-4471,004 STATE RECYCLING GRANTS 55,077 55,000 55,000 259-4471,008 RMDZ CAL RECYCLE GRANT 3,500 5,000 6,500 259-4621,001 MISCELLANEOUS REVENUE 177,988 5,675 49,400 TRANSFERS IN - 23,321 TOTAL FUND 259 - MISC GRANTS $ 733,787 $ 715,079 $ 110,900 Budget Revenues Three Year History FUND 260 - PROPOSITION C LOCAL 260-4422.001 PROPOSITION C LOCAL RETURN $ 3,083,571 $ 3,297,428 $ 3,379,510 260-4303.001 INTEREST INCOME 12,573 (4,372) 9,375 260-4305.001 UNREALIZED GAIN/LOSS INVE 10,547 - 260-4422.008 PROP C GRANTS (57,643) TOTAL FUND 260 - PROPOSITION C LOCAL _ $ 3,049,049 $ 3,293,056 $ 3,388,885 FUND 261 - PROPOSITION A TRANSPORTATION 261-4303.001 INTEREST INCOME $ 4,750 $ 5,515 $ - 261-4305.001 UNREALIZED GAIN/LOSS INVE 162 - - 261-4423.001 PROP A - LOCAL RETURN 3,774,849 3,975,326 4,074,282 261-4621.001 MISCELLANEOUS REVENUE 4,240 - - TOTAL FUND 261 - PROPOSITION A TRANSPORTATION $ 3,784,001 $ 3,980,841 $ 4,074,2-82 FUND 262 - PROPOSITION A PARK BOND 262-4431.002 PROP A SAFE PARK BONDS $ 78,848 $ 62,393 $ 62,393 262-4431.003 PROP A SAFE PARK -PROJECT SP - 250,000 TOTAL FUND 262 - PROPOSITION A PARK BOND $ 78,848 $ 62,393 $ 312 393 FUND 264 - MEASURE R LOCAL RETURN 264-4303.001 INTEREST INCOME $ 31,069 $ (12,202) $ 25,000 264-4305.001 UNREALIZED GAIN/LOSS INVE 37,757 - - 264-4426.002 MEASURE R LOCAL RETURN 2,349,773 2,472,892 2,534,683 TOTAL FUND 264 - MEASURE R LOCAL RETURN $ 2,418,599 $ 2,460,690 $ 2,559,683 FUND 265 - PROPOSITION C GRANT 265-4422.008 PROPOSITION C GRANTS $ 4,122,170 $ 6,889,576 $ 2,106,279 TOTAL FUND 265 - PROPOSITION C GRANT $ 4,122,170 $ 6,889,576 2 106279 FUND 266 - MEASURE M LOCAL RETURN 266-4426.011 MEASURE M LOCAL RETURN $ - $ - $ 2,587,641 TOTAL FUND 266 - MEASURE M LOCAL RETURN $ - $ $ 2,587,641 FUND 300 - BOUQUET CANYON B&T DISTRICT 300-4303.001 INTEREST INCOME $ 813 $ - $ - 300-4305.001 UNREALIZED GAIN/LOSS INVE 798 - 300-4306.001 INTEREST INC- B&T ADVANCE 16,512 18,520 20,211 300-4542.001 B&T FEES - BOUQUET CANYON 2,409,947 - - 300-4721.002 OTHER FINANCING SOURCES 9,818,408 - - TOTAL FUND 300 -BOUQUET CANYON B&T DISTRICT $ 12,246,478 $ 18,520 $ 20,211 FUND 301 - EASTSIDE B&T DISTRICT 301-4303.001 INTEREST INCOME $ 33,233 $ 3,480 $ 10,000 301-4305.001 UNREALIZED GAIN/LOSS INVE 33,826 - - 301-4542.002 B&T FEES - EASTSIDE 18,630 - 100,000 301-4542.010 B&T FEES CREDITS USED 1,675,542 TOTAL FUND 301 - EASTSIDE B&T DISTRICT $ 1,761,230 $ 3,480 $ 110,000 FUND 302 - VIA PRINCESSA B&T DISTRICT 302-4303.001 INTEREST INCOME $ 10,755 $ (4,049) $ 18,750 302-4305.001 UNREALIZED GAIN/LOSS INVE 12,061 - -. 302-4306.002 INTEREST INC- B&T ADVANCE 24,881 27,917 30,467 302-4542.003 B&T FEES - VIA PRINCESSA 432,130 232,842 875,000 302-4542.010 B&T FEES CREDITS USED 136,008 - - TOTAL FUND 302 -VIA PRINCESSA B&T DISTRICT $ 343,818 $ 256,710 $ 924,217 Budget Revenues Three Year History FUND 303 - VALENCIA B&T DISTRICT 303-4303,001 INTEREST INCOME $ 13,633 $ (7,128) $ 2,500 303-4305,001 UNREALIZED GAIN/LOSS INVE 13,823 - - 303-4306,005 INTEREST INCOME-B&T ADVANCE 133,236 149,496 163,149 303-4542,004 B & T FEES - VALENCIA 33,642 15,308 70,000 303-4542,006 I-5/MGC MTN WESTSIDE 174,186 - 303-4621,001 OTHER FINANCING SOURCES - 808,658 368,724 TOTAL FUND 303 - VALENCIA B&T DISTRICT $ 368,520 $ 966,334 $ 604,373 FUND 304 - BOUQUET CANYON 2ND ACCESS B&T DISTRICT 304-4306,007 INTEREST INC-B&T ADV BQT 2ND $ 22,091 $ 24,787 $ 27,051 TOTAL FUND 304 - BOUQUET CANYON 2ND ACCESS B&T DISTRICT $ 22,091 $ 24,787 $ 27,051 FUND 305 - PARK DEDICATION FUND 305-4303,001 INTEREST INCOME $ 59,925 $ (22,865) $ 21,875 305-4305,001 UNREALIZED GAIN/LOSS INVE 55,249 - - 305-4572,002 PARK IN -LIEU FEES-QUIMBY 3,261,286 2,028,160 1,713,824 TOTAL FUND 305 - PARK DEDICATION FUND $ 3,376,460 $ •1,005,295 $ 1,735,699 FUND 306 - DEVELOPER FEE FUND 306-4303,001 INTEREST INCOME $ 44,112 $ (30,160) $ 3,125 306-4305,001 UNREALIZED GAIN/LOSS INVE 47,531 - - 306-4572,001 DEVELOPER FEES 253,038 100,000 - 306-4572,005 DEV FEES -LAW ENFORCE IMP 271,378 180,606 - 306-4572,006 DEVELOPER - FIRE DISTRICT FEES 1,435,586 1,151,983 - 306-4621,001 MISCELLANEOUS REVENUE 453,835 - - TOTAL FUND 306 - DEVELOPER FEE FUND - $ 2,505,480 $ 1,402,429 $ 3,125 FUND 308 - LIBRARY FACILITY FEE FUND 308-4303,001 INTEREST INCOME $ 6,472 $ (9,740) $ - 308-4305,001 UNREALIZED GAIN/LOSS INVE 6,265 - - 308-4572,001 DEVELOPER FEES 392,923 265,000 275,000 TOTAL FUND 308 - LIBRARY FACILITY FEE FUND $ 405,660 $ 255,260 $ 275,000 FUND 309 - PUBLIC LIBRARY FUND 309-4001,001 PROPERTY TAX $ 6,113,602 $ 6,341,584 $ 6,754,746 309-4303,001 INTEREST INCOME 13,338 (27,972) - 309-4303,009 INTEREST -RDA BONDS 57 - - 309-4305,001 UNREALIZED GAIN/LOSS INVE 17,501 - 309-4311,007 RENTAL INCOME-MISC 85,000 85,000 85,000 309-4621,001 MISCELLANEOUS REVENUE 184,681 160,000 160,000 309-4621,003 CASH OVER SHORT (417) - TOTAL FUND 309 - PUBLIC LIBRARY FUND $ 6,413,763 $ 6,558,612 $ 6,999,746 FUND 330 - PUBLIC EDUCATION GRANT 330-4012,004 FRANCHISE AGREEMENT -OTHER $ 509,731 $ 480,000 $ 480,000 330-4303,001 INTEREST INCOME 12,990 (5,430) 16,440 330-4305,001 UNREALIZED GAIN/LOSS INVE 12,448 TOTAL FUND 330 - PUBLIC EDUCATION GRANT $ 535,169 $ 474,570 $ 496,440 FUND 350 - GVR MAINTENANCE DISTRICT 350-4023,003 SPECIAL ASSESSMENTS $ 45,210 $ 45,927 $ 46,832 350-4303,001 INTEREST INCOME 1,616 (2,468) 350-4305,001 UNREALIZED GAIN/LOSS INVE 1,591 TOTAL FUND 350 - GVR MAINTENANCE DISTRICT $ 48,417 $ 43,4S9 $ 46 832 Budget Revenues Three Year History 351-4021,001 351-4021,002 351-4021,003 351-4021,004 351-4021,005 351-4021,006 351-4021,007 351-4021,008 351-4021,009 351-4021,010 351-4021,011 351-4021,012 351-4021,013 351-4303,001 351-4305,001 FUND 351 - DRAINAGE BENEFIT ASSESSMENT AREAS DRAINAGE BENEFIT ASSES#3 DRAINAGE BENEFIT ASSES#6 DRAINAGE BENEFIT ASSES#18 DRAINAGE BENEFIT ASSES#19 DRAINAGE BENEFIT ASSES#20 DRAINAGE BENEFIT ASSES 22 DBAA 2008-1 RIVER VILLAGE DBAA 2008-2 SOUTH PLAZA DBAA 2013-1 VILLA METRO DBAA 2014-1 RIVER VILLAGE AREA C DBAA 2015-1 FIVE KNOLLS DBAA 2017-1 FIVE KNOLLS $ 28,363 $ 28,129 $ 28,129 26,936 26,288 26,287 43,902 43,917 43,917 3,239 3,273 3,273 34,419 34,452 34,451 11,826 12,007 12,006 42,975 46,636 43,636 14,561 14,759 14,759 14,801 15,250 15,249 41,712 54,920 53,480 - 53,788 53,250 - - 36,720 DBAA 2017-2 VISTA CANYON INTEREST INCOME 5,557 (2,622) 7,576 UNREALIZED GAIN/LOSS INVE 5,619 - - TRANSFERS IN 126,394 20,420 20,420 TOTAL FUND 351 -DRAINAGE BENEFIT ASSESSMENT DISTRICTS $ 400,303 $ 351,217 $ 419,293 FUND 354 - STREETLIGHTS MAINT. DISTRICT -AD VALOREM 354-4023,004 AD VALOREM $ 2,576,431 $ 2,595,466 $ 2,728,503 354-4303,001 INTEREST INCOME 47,840 (24,292) 64,745 354-4305,001 UNREALIZED GAIN/LOSS INVE 51,305 - - 354-4621,001 MISCELLANEOUS REVENUE 31,642 15,450 - TOTAL FUND 354 - STREETLIGHTS MAINT. DISTRICT -AD VALOREM $ 2,707,217 $ 2,586,624 $ 2,793,24$ FUND 356 - STORMWATER UTILITY 356-4024,001 STRMDRN ASSESS -BRIDGEPORT $ 27,750 $ 28,027 $ 28,027 356-4024,002 STRMDRN ASSESS-CREEKSIDE 25,794 25,826 25,826 356-4024,003 STRMDRN ASSESS -HIDDEN CRK 22,505 22,066 22,066 356-4024,004 STRMDRN ASSESS -HART PONY 6,454 6,440 6,440 356-4303,001 INTEREST INCOME 43,294 (21,398) 1,875 356-4305,001 UNREALIZED GAIN/LOSS INVE 46,002 - - 356-4531,016 STORMWATER UTILITY USER FEES 2,900,923 3,025,550 3,325,040 356-4571,008 SALE OF MAPS & PUBLICATIONS 100 - - 356-4571,024 SUSMP INSPECTION PERMIT FEES 13,500 14,310 14,310 356-4621,001 MISCELLANEOUS REVENUE 262,934 289,066 297,738 356-4621,006 SALE OF PROPERTY & EQT 5,102 - - TRANSFERS IN 9,590 3,690 3,690 TOTAL FUND 356 - STORMWATER UTILITY $ 3,363,950 $ 3,393,577 $ 3,725,012 FUND 357 - LANDSCAPE MAINTENANCE DISTRICT 357-4022,002 LMD DIST 1 ZONE T2 OLD ORCHARD $ 201,602 $ 206,409 $ 206,409 357-4022,003 LMD DIST 1 ZONE T3 VAL HILLS 157,555 158,092 97,877 357-4022,004 LMD DIST 1 ZONE T4 VAL MEADOWS 135,920 136,343 136,343 357-4022,005 LMD DIST 1 ZONE T5 VAL GLEN 149,128 149,630 149,630 357-4022,006 LMD DIST 1 ZONE T6 SO VALLEY 138,227 138,604 138,604 357-4022,007 LMD DIST 1 ZONE T7 CENTRAL 475,729 477,027 477,027 357-4022,008 LMD DIST 1 ZONE T8 SUMMIT 1,091,828 1,117,032 1,139,038 357-4022,011 LMD DIST 1 ZONE T17 RAINBOW GLEN 37,190 37,291 37,291 357-4022,012 LMD DIST 1 ZONE T23 MT VIEW SLOPES 748,942 750,984 750,984 357-4022,013 LMD DIST 1 ZONE T23A MT VIEW CONDOS 302,319 303,143 317,410 357-4022,014 LMD DIST 1 ZONE T23B SECO VILLAS 104,599 107,011 109,120 357-4022,015 LMD DIST 1 ZONE T29 AMERICAN BEAUTY 61,094 54,698 49,228 357-4022,016 LMD DIST ZONE T31 SHANGRI-LA 331,906 352,142 341,166 357-4022,020 LMD DIST 1 ZONE T46 NBRIDGE 1,403,939 1,407,768 1,546,746 357-4022,021 LMD DIST 1 ZONE T47 NPARK 765,379 782,764 798,186 357-4022,022 LMD DIST 1 ZONE T52 STONECREST 373,600 382,222 389,754 357-4022,023 LMD DIST 1 ZONE 1 GV PARKWAY 17,152 8,407 8,407 Budget Revenues Three Year History 357-4022,026 LMD DIST 1 ZONE 4 ALBERTSONS 58,725 57,945 357-4022,027 LMD DIST 1 ZONE 5 SUNSET HILLS - 72,976 74,414 357-4022,028 LMD DIST 1 ZONE 6 CYN CREST 117,490 55,440 48,510 357-4022,029 LMD DIST 1 ZONE 7 CRKSIDE 223,644 213,720 203,543 357-4022,030 LMD DIST 1 ZONE 8 FRIENDLY/SIERRA 7,110 7,320 7,465 357-4022,033 LMD DIST 1 ZONE 15 RIVER VILLAGE 472,850 398,541 438,724 357-4022,034 LMD DIST 1 ZONE 16 VIC 177,764 109,173 109,635 357-4022,035 LMD DIST 1 ZONE 17 BRT/RAILROAD AVE 103,105 104,497 104,497 357-4022,037 ZONE 18 TOWN CENTER TOURNEY RD 512,567 484,420 620,057 357-4022,038 ZONE 19 BRIDGEPORT BOURUET 91,470 93,434 95,280 357-4022,039 ZONE 20 GOLDEN VLLY RANCH -COMMERCIAL 106,729 200,368 200,368 357-4022,040 ZONE 2008-1 MAJOR T -FARES 5,063,056 5,422,459 5,693,099 357-4022,041 LMD DIST #1 ZONE 21 GLDN VLY RANCH -RES. 40,148 109,641 146,187 357-4022,042 LMD DIST #1 ZONE 22 HMNM HOSPITAL 17,738 15,031 15,031 357-4022,043 LMD DIST #1 ZONE 23 MONTECITO 5,089 5,206 5,310 357-4022,045 LMD DIST #1 ZONE 25 VL DI ORO 5,117 6,373 7,991 357-4022,046 ZONE 26 CTR PT -COMMERCIAL 103,852 55,386 48,667 357-4022,047 ZONE 27 CIRCLE J 217,207 250,834 250,834 357-4022,048 ZONE 28 NEWHALL 365,421 367,862 375,497 357-4022,049 ZONE T33 CANYON PARK 123,661 99,198 99,198 357-4022,050 ZONE T51 VALENCIA HIGH SCHOOL 395,910 436,689 436,689 357-4022,053 ZONE T65B FAIR OAKS PARK 144,403 - 357-4022,054 ZONE T20 EL DORADO VILLAGE 187,114 186,516 187,110 357-4022,055 ZONE T44 BOURUET CYN 89,450 89,694 89,694 357-4022,056 ZONE T48 SHADOW HILLS 47,168 47,297 47,297 357-4022,057 ZONE T62 CANYON HEIGHTS 127,363 127,710 127,710 357-4022,058 ZONE T67 MIRAMONTES 216,122 207,900 207,900 357-4022,059 ZONE T71 HASKELL CYN RANCH 129,140 132,120 132,120 357-4022,060 ZONE T72 COPPERHILL 22 18,463 - - 357-4022,061 ZONE 29 VILLA METRO 73,464 74,932 76,408 357-4022,066 ZONE 30 PENLON 28,809 29,504 31,183 357-4022,067 ZONE 31 FIVE KNOLLS 157,634 161,645 136,052 357-4022,068 ZONE T77 WEST CREEK PARK - 250,000 618,090 357-4022,069 ZONE T69 WEST CREEK ESTATES - - 1,962,286 357-4022,070 ZONE T68 WEST CREEK VILLAGE - 452,955 357-4023,004 AD VALOREM 729,543 733,789 774,625 357-4023,007 AD VALOREM T2 OLD ORCHARD 77,116 80,262 83,976 357-4023,008 AD VALOREM T3 VAL HILLS 55,963 56,955 59,366 357-4023,009 AD VALOREM T4 VAL MEADOWS 27,182 27,095 28,916 357-4023,010 AD VALOREM T5 VAL GLEN 50,133 50,549 52,684 357-4303,001 INTEREST INCOME 262,405 (139,897) 337,500 357-4305,001 UNREALIZED GAIN/LOSS INVE 276,384 - 357-4621,001 MISCELLANEOUS REVENUE 32,209 - - TRANSFERS IN 10,000 150,600 10,000 TOTAL FUND 357 - LANDSCAPE MAINTENANCE DISTRICT $ 17,444,827 $ 17,402,751 $ 21,090,088 FUND 358 - OPEN SPACE PRESERVATION DISTRICT 358-4023,001 SPECIAL ASSESSMENTS $ 2,273,751 $ 2,393,297 $ 2,563,525 358-4131,005 FILM PERMIT -PROPERTY USE - 1,000 - 358-4303,001 INTEREST INCOME 47,469 (22,013) 31,250 358-4303,002 INTEREST -RESERVE FUND 928 - 358-4303,010 INTEREST INCOME-OSPD BOND 1 - 358-4305,001 UNREALIZED GAIN/LOSS INVE 50,314 - - 358-4311,007 RENTAL INCOME -MISCELLANEOUS 86,655 86,655 86,655 TRANSFERS IN - 600 - TOTAL FUND 358 -OPEN SPACE PRESERVATION DISTRICT $ 2,459,117 $ 2,459,539 $ 2,681,430 FUND 359 - STREETLIGHTS MAINT. DISTRICT-SPCL LEVY 359-4023,005 LEVY A ASSESSMENTS $ 479,343 $ 478,174 $ 476,030 Budget Revenues Three Year History 359-4023.006 LEVY B ASSESSMENTS 1,944,052 1,984,918 2,220,921 MISCELLANEOUS REVENUE TRANSFERS IN 779,094 $ - 1,052,810 795,828 - TOTAL FUND 359 - STREETLIGHTS MAINT. DISTRICT-SPCL LEVY $ 3,202,489 $ 3,515,902 $ 3,492,779 2,547,928 FUND 360 - TOURISM MARKETING DISTRICT FUND TOTAL FUND 601 - GENERAL FUND CAPITAL $ 1,798,309 $ 2,578,928 360-4030.001 TOURISM MARKETING ASSESSMENT $ 725,191 $ 676,966 $ 710,814 360-4303.001 INTEREST INCOME 6,483 700-4303.001 (2,106) 6,250 360-4305.001 UNREALIZED GAIN/LOSS 6,301 UNREALIZED GAIN/LOSS INVE - - - TOTAL FUND 360 - TOURISM MARKETING DISTRICT FUND $ 737,975 $ 674,860 $ 717,064 700-4422.002 FUND 361 - TOURISM BUREAU FUND 190,272 193,792 199,216 700-4422.004 361-4303.001 INTEREST INCOME $ 143 $ - $ - 361-4305.001 UNREALIZED GAIN/LOSS INVE 282 700-4422.006 » 22,691 361-4566.011 SPONSORSHIP REVENUE 41,454 MOSIP 25,000 - 361-4621.016 MEMBERSHIP DUES -TOURISM 10,950 4,879,561 11,000 11,000 361-4621.017 ONLINE BOOKING COMMISSION 230 806,544 300 300 METROLINK TRANSFERS TOTAL FUND 361 - TOURISM BUREAU FUND $ 53,058 $ 36 300 $ 11,300 83,461 FUND 393 - CITY HOUSING SUCCESSOR FUND 62,418 700-4424.009 MISC FEDERAL GRANTS 2,947,088 393-4303.001 INTEREST INCOME $ 986 $ (16,675) $ 393-4305.001 UNREALIZED GAIN/LOSS INVE 1,391 124,811 - 393-4621.001 MISCELLANEOUS REVENUE 22,061 1,800,000 1,800,000 700-4426.001 MEASURE R BUS OPERATIONS TOTAL FUND 393 - CITY HOUSING SUCCESSOR FUND $ 24,438 $ (16,675) $ FUND 500 - GENERAL DS 500-4302.001 INTEREST INC -LEASE PMT $ 30 $ $ 500-4721.002 OTHER FINANCING SOURCES 31,325,000 - 500-4721.003 OTHER FINANCING SOURCES -BOND PREMIUM 1,672,352 TRANSFERS 1N 6,084,322 2,798,424 2,890,283 TOTAL FUND 500 - GENERAL DS $ 39,081,704 $ 2,798,424 $ 2,890,283 FUND 600 - PFA CAPITAL PROJECTS TRANSFERS IN $ 2,282,478 $ 635,917 $ 705,206 TOTAL FUND 600 - PFA CAPITAL PROJECTS $ 2,282,478 $ 635,917 $ 705,206 FUND 601 - GENERAL FUND CAPITAL 601-4621.001 MISCELLANEOUS REVENUE $ 100,000 $ - $ - 601-4621.005 PRIOR YEAR -REVENUE ADJUST - 31,000 - TRANSFERS IN 1,698,309 2,547,928 944,075 TOTAL FUND 601 - GENERAL FUND CAPITAL $ 1,798,309 $ 2,578,928 $ 944,075 FUND 700 - TRANSIT FUND 700-4303.001 INTEREST INCOME $ 20,418 $ (57,965) $ - 700-4305.001 UNREALIZED GAIN/LOSS INVE 38,668 - - 700-4421.006 ASI REIMBURSEMENT 947,425 963,891 981,434 700-4422.002 PROPOSITION C EXPANSION 190,272 193,792 199,216 700-4422.004 BSIP REVENUES 49,389 50,302 51,710 700-4422.005 SECURITY ALLOCATION 413,726 208,461 214,298 700-4422.006 TRANSIT MITIGATION REV 22,691 12,384 12,731 700-4422.007 MOSIP 734,126 650,658 1,410,077 700-4423.002 PROP A - DISCRETIONARY 4,879,561 4,427,993 4,551,977 700-4423.003 SPECIALIZED TRANSPORTATION 815,312 806,544 829,127 700-4424.003 METROLINK TRANSFERS 118,209 95,950 95,950 700-4424.004 EZ PASS REIMBURSEMENTS 83,461 62,418 62,418 700-4424.009 MISC FEDERAL GRANTS 2,947,088 18,471,196 5,654,476 700-4424.010 TRANSIT MITIGATION FEE 55,600 16,200 - 700-4424.012 2009 ARRA 124,811 - 700-4425.001 COUNTY CONTRIBUTIONS - SRV 1,819,843 1,800,000 1,800,000 700-4426.001 MEASURE R BUS OPERATIONS 2,423,492 2,488,096 2,557,763 Budget Revenues Three Year History 700-4426.003 MEASURE R CLEAN FUEL - 182,420 - 700-4426.004 MEASURE R RAIL GRANT 1,736 250,000 - 700-4501.001 FAREBOX REVENUES 1,721,972 1,816,326 1,816,326 700-4501.003 D -A -R FAREBOX REVENUES 114,236 103,500 103,500 700-4501.004 COMMUTER SERVICE REVENUE 1,014,827 1,024,313 1,024,313 700-4501.007 TAP STORED VALUE 635 - - 700-4501.008 TAP LOCAL 363,828 398,648 398,648 700-4501.009 TAP COMMUTER 373,094 456,321 456,321 700-4501.010 TRANSIT TAP EZ PASS - 23,000 23,000 700-4621.001 MISCELLANEOUS REVENUE 835,362 443,493 - 700-4621.003 CASH OVER/SHORT (4) - $ 26,383 700-4621.006 SALE OF PROPERTY & ERUIPMENT 336 64,101 - 700-4621.010 ENERGY REBATES 147,192 91,108 - 700-4621.013 TAP CARD REPLACEMENT 6,017 5,000 2,228,994 TRANSFERS IN 6,590,158 4,952,425 7,073,533 72,198 TOTAL FUND 700 - TRANSIT FUND $ 26,853,481 $ 40,000,575 $ 29,316,818 SUBTOTAL CITY REVENUES $ 298,452,666 $ 248,526,611 $ 236,128,496 TRANSFERSINTERFUND :1 1(24,863,73 1 SUB'T'OTAL CITY REVENUE RESOURCES $ 253,917,487 $ 223,472,338 $ 21.1,264,763 SUCCESSORAGENCY1• FUND 720 - COMPUTER REPLACEMENT 720-4303.001 INTEREST INCOME $ 17,990 $ (7,149) $ 18,750 720-4305.001 UNREALIZED GAIN/LOSS INVE 17,339 - - 720-4571.005 COMPUTER REPLACEMENT CHAR 601,320 740,220 804,314 720-4621.001 MISCELLANEOUS REVENUE 15,412 - - 720-4621.006 SALE OF PROPERTY & EQT. 2,639 860 - TOTAL FUND 720 - COMPUTER REPLACEMENT $ 654,700 $ 733,931 $ 823,064 FUND 721- SELF INSURANCE 721-4303.001 INTEREST INCOME $ 26,383 $ (19,713) $ 6,250 721-4305.001 UNREALIZED GAIN/LOSS INVE 33,056 - 721-4571.003 CHARGES FOR SELF INSURANCE 1,945,990 1,987,020 2,228,994 TRANSFERS IN 76,219 79,051 72,198 TOTAL FUND 721 - SELF INSURANCE $ 2,081,648 $ 2,046,358 $ 2,307,442 FUND 722 - VEHICLE/EQUIPMENT REPLACEMENT 722-4303.001 INTEREST INCOME $ 36,284 $ (14,590) $ 50,000 722-4305.001 UNREALIZED GAIN/LOSS INVE 35,505 - - 722-4571.004 EQUIP. REPLACEMENT CHARGE 142,103 154,393 258,768 722-4621.006 SALE OF PROPERTY & EQUIPMENT 30,083 8,476 10,000 TOTAL FUND 722 - VEHICLE/EQUIPMENT REPLACEMENT $ 243,975 $ 148,279 $ 318,768 FUND 723 - FACILITIES FUND 723-4303.001 INTEREST INCOME $ 313,163 $ 2,580 $ 562,500 723-4305.001 UNREALIZED GAIN/LOSS INVE 262,813 - - TRANSFERS IN 24,000,572 10,333,112 10,600,000 TOTAL FUND 723 - FACILITIES FUND $ 24,576,548 $ 10,335,692 $ 11,162,500 SUBTOTAL CITY REVENUES $ 298,452,666 $ 248,526,611 $ 236,128,496 TRANSFERSINTERFUND :1 1(24,863,73 1 SUB'T'OTAL CITY REVENUE RESOURCES $ 253,917,487 $ 223,472,338 $ 21.1,264,763 SUCCESSORAGENCY1• G/1 Budget Revenues - Successor Agency Three Year History FUND 392 - REDEVELOPMENT OBLIGATION RETIREMENT FUND 392-4001.007 PROPERTY TAX INCREMENT-RORF $ 2,533,101 392-4303.001 INTEREST INCOME 2,912 392-4303.009 INTEREST INCOME -RDA BONDS 6,336 392-4305.001 UNREALIZED GAIN/LOSS INVE 12,647 $ 2,595,534 $ 2,173,158 (20,118) - TOTAL FUND 392 - REDEV. OBLIGATION RETIREMENT FUND $ 2,554,996 $ 2,575,416 $ 2,173,158 OTHER REVENUE 550-4303.002 INTEREST -RESERVE FUND $ 519 $ - $ - 550-4621.001 MISCELLANEOUS REVENUE (794,148) - - 550-4621.019 BONDS - 26,835,000 - 550-4621.020 BONDS -PREMIUM - 664,913 - 551-4303.002 INTEREST -RESERVE FUND 181 - - 551-4621.019 BONDS - 7,965,000 - 551-4621.020 BONDS -PREMIUM - 196,980 - TRANSFERS IN 2,414,610 3,821,684 2,166,094 TOTAL OTHER REVENUE $ 1,621,162 $ 39,483,577 $ 2,166,094 TOTAL SUCCESSOR AGENCY REVENUES $ 4,176,157 $ 42,058,993 INTERFUND TRANSFERS (2,414,610) (3,$21,684) (2,166,094) CITY MANAGER'S OFFICE City Manager's Office Budget Summary Personnel Services Operations & Maintenance $ 3,494,236 1,310,876 Capital Outlay 101,000 Total City Manager's Office $ 4,906,112 City Council City Manager Communications $ 247,400 2,051,492 1,533,461 Human Resources 1,073,759 Total City Manager's Office $ 4,906,112 ❑ Human 2 ❑ Communi 3101, City Council 5% ■ City Manager 42% City Council Program Purpose The City Council is elected by the residents, and serves as the governing body that guides the progress of the City of Santa Clarita into the future. The City Council, as a whole, responds to the issues and concerns of the residents and the community, formulating effective public policy for the City. Primary Activities The City Council is responsible for the creation of policies which are expressed through the passage of ordinances, resolutions, and motions. Through the City Manager and City Attorney, the City Council supervises and provides guidance for the activities and future planning of the City. As referenced in the Santa Clarita 2020, the City Council will continue efforts to prevent a large-scale mine in Soledad Canyon, work with the community to ensure that any proposal by the California High -Speed Rail Authority is acceptable to the affected communities, and actively advocate on behalf of the City Council regarding legislation, particularly those issues identified within the City's adopted annual Legislative Platform. Personnel 5001.001 Regular Employees 121,000 5011.001 Health & Welfare 60,995 5011.002 Life Insurance 220 5011.003 Long -Term Disability Ins 556 5011.004 Medicare 2,477 5011.005 Worker's Compensation 88 5011.006 PERS 12,707 5011.007 Deferred Compensation 3,640 5011.010 Supplemental Health 7,418 Total Personnel 209,100 Operations & Maintenance 5101.001 Publications & Subscriptions 200 5101.003 Office Supplies 600 5111.001 Special Supplies 2,000 5131.003 Telephone Utility 3,500 5161.002 Professional Services 2,400 5171.006 Co-sponsorship 20,000 5191.001 Travel & Training 9,500 5191.004 Auto Allowance & Mileage 100 Total Operations & Maintenance 38,300 City Manager Program Purpose The City Manager's Office is dedicated to effective, professional management for the City of Santa Clarita. This program provides for administrative services executed by the City Manager for all departments and functions within the City of Santa Clarita. Primary Activities The City Manager, in conjunction with the City Council, establishes policies, provides direction and leadership, and implements efficient and effective municipal services. The City Manager establishes and maintains appropriate management controls to ensure all operating departments adhere to the City Council's direction and goals while observing ethical and legal policies and regulations. The City Manager is responsible for the execution of policies established by the City Council and enforcing all laws and ordinances. The City Manager's Office also prepares and maintains the City's budget and oversees public information, employment practices and legislative relations, while guiding the City's strategic plan and vision. This year the City Manager's Office will continue to provide the City Council with professional and thorough support in examining and analyzing issues of community importance; ensure that City government is honest, open, efficient, and fair in serving the citizens and businesses of Santa Clarita; preserve the quality of life residents enjoy through the maintenance of existing programs and service levels; and continue our partnership with the Los Angeles County Sheriffs Department to ensure our City remains one of the safest cities of its size in the nation. Personnel 5101.001 5001.001 Regular Employees 1,173,562 5002.001 Part-time Employees 32,087 5003.001 Overtime 521 5004.002 Vacation Payout 7,675 5006.001 Sick Leave Payout 10,564 5011.001 Health & Welfare 126,390 5011.002 Life Insurance 2,113 5011.003 Long -Term Disability Ins 6,184 5011.004 Medicare 21,724 5011.005 Worker's Compensation 25,633 5011.006 PERS 203,415 5011.007 Deferred Compensation 29,000 5011.010 Supplemental Health 22,082 Total Personnel 1,660,950 Operations & Maintenance 5101.001 Publications & Subscriptions 2,170 5101.002 Membership & Dues 43,327 5101.003 Office Supplies 750 5101.004 Printing 1,500 5101.005 Postage 225 5111.001 Special Supplies 6,475 5121.001 Rents/Leases 115 5131.003 Telephone Utility 6,200 5161.001 Contractual Services 73,050 5161.002 Professional Services 120,000 5171.006 Cosponsorship 15,500 5191.001 Travel & Training 24,240 5191.004 Auto Allowance & Mileage 16,835 5211.001 Computer Replacement 20,602 5211.003 Vehicle/Equipment Replacement 4,353 5211.004 Insurance Allocation 55,201 Total Operations & Maintenance 390,543 Communications Program Purpose The Communications division's purpose is to provide accurate and timely information and education for the City of Santa Clarita's many programs, projects, and events to all internal and external stakeholders. The division also executes the City's messaging in various communication forms. The division is responsible for helping to creatively market various programs to residents, businesses, and community leaders. Primary Activities The Communications division, through the use of a variety of communication tools, is responsible for the creation, execution, and management of the City's overall communications efforts including media, community relations, social media, paid advertising, television, radio, print, and various marketing materials. The Communications division analyzes and responds to the communication needs of various City departments. This year the Communications division will create and implement marketing plans and programs for City projects, programs, and events to create awareness and increase usage; explore and implement new communication tools that utilize cutting-edge technologies to provide effective two-way communication with stakeholders; continue to provide on-going City-wide media training to all staff; manage the City's day-to-day media relations; and implement the City's brand, both internally and externally, ensuring consistency and effectiveness through a variety of communication tools. Personnel 5101.001 5001.001 Regular Employees 467,221 5002.001 Part -Time Employees 49,338 5004.002 Vacation Payout 16,202 5006.001 Sick Leave Payout 3,706 5011.001 Health & Welfare 73,194 5011.002 Life Insurance 841 5011.003 Long -Term Disability Ins 2,150 5011.004 Medicare 9,682 5011.005 Worker's Compensation 8,514 5011.006 PERS 75,872 5011.007 Deferred Compensation 2,000 5011.010 Supplemental Health 14,743 Total Personnel 19,600 723,463 Operations & Maintenance 5101.001 Publications & Subscriptions 1,928 5101.002 Membership & Dues 450 5101.003 Office Supplies 200 5101.004 Printing 6,000 5101.005 Postage 26,000 5111.001 Special Supplies 2,480 5111.005 Maintenance Supplies 54,500 5121.001 Rents/Leases 50 5131.001 Electric Utility 15,000 5131.003 Telephone Utility 3,000 5161.001 Contractual Services 183,155 5161.002 Professional Services 7,000 5161.004 Advertising 19,600 5161.005 Promotion & Publicity 15,492 5161.008 Graphic Design Services 69,830 5171.009 State of the City 20,000 5191.001 Travel & Training 41200 5191.004 Auto Allowance & Mileage 500 5211.001 Computer Replacement 12,361 5211.004 Insurance Allocation 27,251 5401.008 Other Funding Uses 240,000 Total Operations & Maintenance 708,997 Capital Outlay 5201.002 Equipment 101,000 Total Capital Outlav 101,000 Human Resources Program Purpose Human Resources offers and manages programs to attract, develop, support, and motivate employees in alignment with the City's philosophy and goals. Primary Activities The Human Resources division is responsible for managing and developing effective recruitment strategies to ensure hiring of employees who are knowledgeable, competent, and reflect the values of our Philosophy. Human Resources also manages and continues to expand a comprehensive training and development program designed to improve competencies, motivate and retain employees. The division is responsible for administering compensation, benefits, retirement, and workers' compensation plans; maintaining and updating the classification plan and salary schedule; overseeing the City's personnel rules and policies, and advising employees on these rules and policies. This year Human Resources will maintain effective employee and labor relations programs by fostering open communication; listening to concerns and provide counsel and advice; promote employee wellness and encourage enjoyment at the workplace through an enhanced WorkWell program; and develop an organization -wide succession plan to support organizational stability, leadership continuity, and effective knowledge transfer. Personnel 5101.001 5001.001 Regular Employees 644,619 5004.002 Vacation Payout 7,492 5006.001 Sick Leave Payout 5,894 5011.001 Health & Welfare 85,393 5011.002 Life Insurance 1,159 5011.003 Long -Term Disability Ins 2,965 5011.004 Medicare 11,814 5011.005 Worker's Compensation 10,299 5011.006 PERS 111,258 5011.007 Deferred Compensation 10,000 5011.010 Supplemental Health 9,829 Total Personnel 2,000 900,722 Operations & Maintenance 5101.001 Publications & Subscriptions 567 5101.002 Membership & Dues 1,258 5101.003 Office Supplies 3,161 5101.005 Postage 200 5111.001 Special Supplies 2,000 5121.001 Rents/Leases 350 5161.001 Contractual Services 25,714 5161.002 Professional Services 35,000 5161.004 Advertising 1,400 5161.005 Promotion & Publicity 7,400 5161.033 Fingerprinting 12,000 5191.001 Travel & Training 2,000 5191.003 Education Reimbursement 27,410 5191.007 Citywide Training 15,000 5211.001 Computer Replacement 14,422 5211.004 Insurance Allocation 25,155 Total Overations & Maintenance 173,037 City of SANTA CLARITA CITY ATTORNEY City Attorney Budget Summary Category Budget Operations & Maintenance $ 2,225,028 Program City Attorney - General Fund $ 1,944,028 City Attorney - Streetlights Maintenance District 5,000 City Attorney - Stormwater Utility City Attorney - Self Insurance Citv Attornev - Transit ■ City Attorney - Self ■ City Attorney - Transit Insurance 0% ❑ City Attorney - 12% Stormwater - 1% ■ City Attorney - Streetlights Maintenance District 0% General Fund 87% 12,000 260,000 4,000 City Attorney Program Purpose The City Attorney is committed to providing professional, quality legal services that ultimately protect the interests of the City of Santa Clarita, the City Council, City staff, and members of the community. The City Attorney provides a full range of dedicated, in-house legal services intended to ensure the legality of legislation, contracts, and programs. The City Attorney is responsible to ethically and competently defend legal actions filed against the City and its employees. Primary Activities The City Attorney attends all City Council meetings. The Assistant City Attorney attends all Planning Commission meetings. The City Attorney has regular office hours to provide City employees with legal counsel on City projects and issues in a timely manner. Their office also provides legal counsel, and prepares and approves all resolutions, ordinances, contracts, agreements, and other legal documents. The City Attorney and Assistant City Attorney continue to keep abreast of new advances and developments in the law. They network within municipal law groups in order to further the interests of the City of Santa Clarita. Operations & Maintenance 5161.100 Legal Services - GF 1,944,028 5161.100 Legal Services - SMD 5,000 5161.100 Legal Services - Stormwater 12,000 5161.100 Legal Services - Self Insurance 260,000 5161.100 Legal Services - Transit 4,000 Total Operations & Maintenance 2,225,028 ADMINISTRATIVE SERVICES Administrative Services Budget Summary CategoryBudget Personnel Services $ 5,396,026 Operations & Maintenance Capital Outby 00 Total Administrative Services $ 9,859,292 ProgramBudget ' Administration $ 549,344 Clerk and Contract Services Finance 3,222,787 2,423,020 Technology Services 3,664,141 (Total Administrative Services $ 9,859,292 Technology Serv. 37% Administration 5% ❑ Finance 25% M Clerk and Contract Services 33% Administration Program Purpose Administration sets City fiscal policy and direction and provides administrative support to the Department's divisions: Finance, Technology Services, Clerk and Contract Services. Administration assists the City Manager's Office in preparing the annual budget and is responsible for the City's annual mid -year budget revision/adjustment. Primary Activities Administration's primary activities include: overall coordination of administrative activities; employee development; recruitment and training; long-range financial planning; debt management; investment management; support and implementation of community and organizational strategic planning goals; budget monitoring; City right- of-way franchise agreements; and response to City Council and City Manager concerns and inquiries. Administration provides fiscal impact data for decision-making purposes and provides recommendations on financing alternatives for community capital projects. Other responsibilities include identifying and monitoring legislative activity that has a financial impact on the City. Personnel 5101.001 Publications & Subscriptions 5001.001 Regular Employees 343,205 5002.001 Part -Time Employees 32,086 5004.002 Vacation Payout 9,232 5006.001 Sick Leave Payout 1,630 5011.001 Health & Welfare 37,597 5011.002 Life Insurance 617 5011.003 Long -Term Disability Ins 2,064 5011.004 Medicare 6,681 5011.005 Worker's Compensation 8,330 5011.006 PERS 61,475 5011.007 Deferred Compensation 7,000 Total Personnel 509,917 Operations & Maintenance 5101.001 Publications & Subscriptions 1,598 5101.002 Membership & Dues 2,610 5101.003 Office Supplies 250 5131.003 Telephone Utility 2,200 5191.001 Travel &Training 2,290 5191.004 Auto Allowance & Mileage 7,062 5211.001 Computer Replacement 6,181 5211.004 Insurance Allocation 17,236 Total Overations & Maintenance 39,427 Clerk & Contract Services Program Purpose The Clerk and Contract Services Division supports the organization through the primary functions of the City Clerk's Office, Risk Management, Purchasing, and Mail Services. Primary Activities The Clerk's Office is the City's legal and official custodian of all records. In addition, the office manages the City Council meeting agendas and minutes, City policies, and the Santa Clarita municipal code. As well as, administering oaths and ensuring Fair Political Practice Commission Filings (Statement of Economic Interest/Campaign Disclosures). Risk Management provides contract administration, promotes and facilitates employee safety, oversees the City insurance program, manages claims, and works in conjunction with the City Attorney's Office on litigated matters. Purchasing staff coordinates procurements in line with City policy and provides vendor outreach to promote business opportunities within the City. Purchasing establishes and maintains regulations, policies, and procedures as well as processing all requisitions, purchase orders and vendor code management. Mail Services provides interoffice and U.S. Mail services, warehousing services, and manages City surplus disposition. Personnel 800 5001.001 Regular Employees 987,691 5002.001 Part-time Employees 18,901 5003.001 Overtime 1,500 5004.002 Vacation Payout 7,389 5006.001 Sick Leave Payout 5,815 5011.001 Health & Welfare 182,984 5011.002 Life Insurance 1,777 5011.003 Long -Term Disability Ins 4,544 5011.004 Medicare 18,965 5011.005 Worker's Compensation 14,726 5011.006 PERS 170,903 5011.007 Deferred Compensation 4,000 5011.010 Supplemental Health 19,234 Total Personnel 1,438,429 Operations & Maintenance 5101.001 Publications & Subscriptions 800 5101.002 Membership & Dues 2,075 5101.003 Office Supplies 52,700 5101.004 Printing 6,000 5101.005 Postage 51,460 5111.001 Special Supplies 15,200 5111.005 Maintenance Supplies 79,110 5121.001 Rents/Leases 6,780 5131.003 Telephone Utility 2,500 5151.002 Claims Payment 181,000 5151.003 Employee Safety 18,750 5161.001 Contractual Services 1,247,840 5161.002 Professional Services 10,000 5161.004 Advertising 5,000 5191.001 Travel & Training 15,000 5191.004 Auto Allowance & Mileage 600 5191.006 Employees Uniform 2,300 5211.001 Computer Replacement 30,903 5211.003 Vehicle/Equipment Replacemer 9,758 5211.004 Insurance Allocation 46,583 Total Operations & Maintenance 1,7134,359 Finance Program Purpose The Finance Division serves as a support center for all City departments and programs to ensure all funds are managed effectively and in accordance with Generally Accepted Accounting Principles, the City's investment policy, and state and federal laws. The Finance Division is dedicated to serving the citizens in shaping the future of the City by safeguarding the long-range financial strength of the City. Primary Activities The primary activities of the Finance Division include treasury investment functions, payroll, accounts payable, revenue collection, accounting services, internal auditing, financial reporting, financial forecasting, and cash receipting. Personnel 5001.001 Regular Employees 1,081,786 5002.001 Part-time Employees 4,231 5003.001 Overtime 1,941 5004.002 Vacation Payout 39,985 5006.001 Sick Leave Payout 10,621 5011.001 Health & Welfare 179,935 5011.002 Life Insurance 1,944 5011.003 Long -Term Disability Ins 4,976 5011.004 Medicare 21,124 5011.005 Worker's Compensation 13,168 5011.006 PERS 179,326 5011.007 Deferred Compensation 8,000 5011.010 Supplemental Health 43,435 Total Personnel 1,590,471 Operations & Maintenance 5101.001 Publications & Subscriptions 255 5101.002 Membership & Dues 2,061 5101.003 Office Supplies 3,850 5101.004 Printing 3,550 5101.005 Postage 150 5121.001 Rents/Leases 2,000 5161.001 Contractual Services 98,578 5161.002 Professional Services 120,604 5161.032 Credit Card Processing Fee 115,114 5185.003 Taxes/Licenses/Fees 34,500 5191.001 Travel & Training 8,100 5191.004 Auto Allowance & Mileage 185 5211.001 Computer Replacement 30,389 5211.004 Insurance Allocation 48,213 Total Operations & Maintenance 467,549 Capital Outlay 5201.002 Equipment 95,000 5201.003 Automotive Equipment 270,000 Total Capital Outlay 365,000 Technology Services Program Purpose The Technology Services Division provides centralized information processing, hardware and software support services, Geographic Information Systems, and telecommunication services for all internal staff. The Division also proactively manages the ever-changing technology needs of the City to ensure up-to- date automated processes and tools. Primary Activities The primary activities of Technology Services includes overall direction of the City's Information Technology Systems; recruitment of staff resources required to manage Informational Technology requirements; long-range planning, implementation, and deployment of organizational technology needs; organizational Geographic Information System (GIS) services; software acquisition and application development; software and hardware training; Helpdesk support; Telecommunications management; Enterprise management; maintaining data integrity, backup of crucial data, and security of the City's information. 5001.001 Regular Employees 1,297,774 5002.001 Part -Time Employees 49,093 5003.001 Overtime 4,065 5004.002 Vacation Payout 7,012 5006.001 Sick Leave Payout 10,714 5011.001 Health & Welfare 170,786 5011.002 Life Insurance 2,333 5011.003 Long -Term Disability Ins 5,972 5011.004 Medicare 24,486 5011.005 Worker's Compensation 16,061 5011.006 PERS 227,631 5011.007 Deferred Compensation 16,000 5011.010 Supplemental Health 25,283 Total Personnel 1,857,209 Operations & Maintenance 5101.001 Publications & Subscriptions 500 5101.002 Membership & Dues 1,350 5101.005 Postage 200 5111.001 Special Supplies 302,507 5111.005 Maintenance/Supplies 140,200 5111.008 New Personnel Computers 1,500 5111.009 Computer Software Purchase 18,120 5121.001 Rents/Leases 10,602 5131.003 Telephone Utility 221,000 5131.005 Cellular Services 9,500 5161.001 Contractual Services 762,394 5161.002 Professional Services 5,650 5161.029 Hosted Services 21,645 5191.001 Travel & Training 12,550 5191.004 Auto Allowance & Mileage 745 5211.001 Computer Replacement 28,843 5211.004 Insurance Allocation 59,626 Total Operations & Maintenance 1,596,932 :apital Outlay 5201.002 Equipment 210,000 'otal CAoital Outlay 210,000 City of SANTA CLARITA NEIGHBORHOOD SERVICES Neighborhood Services Budget Summary Category„Budget Personnel Services $ 9,784,059 Operations & Maintenance 50,246,463 -CapitalOutlay 6,185,965 Total Neighborhood Services $ 66,215,487 Program Budget Administration $ 690,580 Environmental Services Parks Public Library Special Districts 3,166,465 6,806,516 5,488,610 20,635,321 Transit .. Total Neighborhood Services $ 66,215,487 Transit 45% E Administration ❑ Environmental 1% Services 5% V� Parks 10% ® Public Library 8% Special Districts 31% Administration Program Purpose Administration provides administrative support to the Department's divisions: Environmental Services, Parks, Transit, Special Districts, and Public Library. Administration also assists the City Manager's Office in preparing the annual budget. Primary Activities Administration's primary activities include: overall coordination of administrative activities; employee development; recruitment and training; support and implementation of neighborhood and organizational strategic planning goals; budget monitoring; special projects; and response to City Council and City Manager concerns and inquiries. Oversight for the Santa Clarita Public Library is also handled by Administration. Personnel 5001.001 Regular Employees 355,260 5002.001 Part-time Employees 32,086 5011.001 Health & Welfare 37,597 5011.002 Life Insurance 639 5011.003 Long -Term Disability Ins 2,120 5011.004 Medicare 6,783 5011.005 Worker's Compensation 6,758 5011.006 PERS 60,642 5011.007 Deferred Compensation 7,000 5011.010 Supplemental Health 4,914 Total Personnel 513,799 Operations & Maintenance 5101.001 Publications & Subscriptions 1,500 5101.002 Membership & Dues 2,000 5101.003 Office Supplies 500 5111.001 Special Supplies 500 5131.003 Telephone Utility 1,680 5161.002 Professional Services 150,000 5191.001 Travel & Training 2,000 5191.004 Auto Allowance & Mileage 7,062 5211.001 Computer Replacement 6,182 5211.004 Insurance Allocation 5,357 Total DDerations & Maintenance 176,781 Environmental Services Program Purpose The purpose of the Environmental Services division is to develop and implement sustainability and pollution prevention programs, and ensure the City meets mandated requirements of the Clean Water Act, the National Pollutant Discharge Elimination System (NPDES), and the California Integrated Waste Management Act. Primary Activities Environmental Services enhances the sustainability of the community by reducing pollution from urban runoff, solid waste, household hazardous waste, and air sources through program implementation, education, and enforcement. This year Environmental Services will work to increase waste diversion away from landfills, working toward the 75 percent goal established by the State of California, develop additional methods to reduce illegal dumping in heavily impacted residential areas, address the State's organic waste diversion requirement, implement stormwater permit requirements guided by the Enhanced Watershed Management Program and integrate into City processes, increase the number of electric vehicle charging stations throughout the City, maintain and improve the award-winning Green Santa Clarita and Bike Santa Clarita websites and enhance public outreach with the increased use of social media tools, and organize and implement successful River Rally and Bike to Work Day Challenge events. Personnel 5001.001 Regular Employees 626,444 5001.006 Certificate Pay 1,438 5002.001 Part -Time Employees 349 5003.001 Overtime 20,827 5004.002 Vacation Payout 16,203 5006.001 Sick Leave Payout 14,496 5011.001 Health & Welfare 85,390 5011.002 Life Insurance 1,128 5011.003 Long -Term Disability Ins 2,881 5011.004 Medicare 12,166 5011.005 Worker's Compensation 12,673 5011.006 PERS 112,309 5011.007 Deferred Compensation 6,000 5011.010 Supplemental Health 17,658 Total Personnel 929,962 Operations & Maintenance 5101.001 Publications & Subscriptions 1,000 5101.002 Membership & Dues 5,100 5101.003 Office Supplies 775 5101.004 Printing 2,500 5101.005 Postage 1,850 5111.001 Special Supplies 12,200 5111.002 Vehicle Fuel 22,075 5111.005 Maintenance/Supplies 7,500 5121.001 Rents/Leases 50 5121.003 Equipment Rental 4,500 5131.003 Telephone Utility 5,440 5141.003 Street Sweeping Services 716,648 5141.006 Storm Drain Repair 11,000 5161.001 Contractual Services 267,234 5161.002 Professional Services 456,113 5161.004 Advertising 11,500 5161.005 Promotion & Publicity 31,400 5161.007 Hazardous Waste Collection 14,000 5191.001 Travel & Training 9,475 5191.003 Education Reimbursement 1,000 5191.004 Auto Allowance & Mileage 200 5191.005 Reg 15 Incentives Program 7,500 5191.006 Employees' Uniform 5,750 5211.001 Computer Replacement 31,625 5211.003 Vehicle Replacement 3,078 5211.004 Insurance Allocation 72,670 5511.100 Reimbursements to the General 534,320 Total Operations & Maintenance 2.236.503 Parks Program Purpose The Parks Division is comprised of two functions: Park Grounds and Parks Facility Maintenance. The division provides for the maintenance of parks, trails, open space, and park facilities. The Division ensures parks and facilities are safe and maintained in a manner consistent with the City's high level of service standard. The Division coordinates with recreation programs, special events, and economic development to ensure the facilities are ready for public use and scheduled events. Primary Activities The primary activities of the Parks Division includes the implementation of maintenance, including preventative maintenance programs and repairs of park grounds, facilities, trails and open space areas. Other activities include the optimization of water conservation measures at all park facilities and implementation of maintenance strategies for aging park facilities. This year the Parks Division will continue to focus on water conservation while still providing high functioning and aesthetically pleasing parks, trails, and open space areas. A strong emphasis will be placed on identification of aging infrastructure and repairs to landscape areas that were heavily affected by the drought. Personnel 5101.001 5001.001 Regular Employees 2,378,500 5001.006 Certificate Pay 3,1$0 5002.001 Part -Time Employees 253,206 5003.001 Overtime 18,134 5004.002 Vacation Payout 37,312 5006.001 Sick Leave Payout 13,001 5011.001 Health & Welfare 453,802 5011.002 Life Insurance 4,284 5011.003 Long -Term Disability Ins 10,941 5011.004 Medicare 49,792 5011.005 Worker's Compensation 215,277 5011.006 PERS 412,192 5011.007 Deferred Compensation 6,000 5011.010 Supplemental Health 61,103 Total Personnel 3,916,694 Operations & Maintenance 5101.001 Publications & Subscriptions 550 5101.002 Membership & Dues 750 5101.003 Office Supplies 2,550 5101.004 Printing 300 5111.001 Special Supplies 9,410 5111.004 Janitorial Supplies 10,000 5111.005 Maintenance/Supplies 282,945 5111.007 Small Tools 10,050 5121.003 Equipment Rental 5,400 5131.001 Electric Utility 627,135 5131.002 Gas Utility 133,000 5131.003 Telephone Utility 16,184 5131.006 Water Utility 500,000 5161.001 Contractual Services 611,769 5161.002 Professional Services 11,200 5161.010 Landscape Services 28,000 5161.023 Landscape Maintenance/Supplies 245,623 5185.005 Open Space Expense 23,500 5191.001 Travel & Training 10,350 5191.004 Auto Allowance & Mileage 800 5191.006 Employees' Uniform 30,630 5211.001 Computer Replacement 71,078 5211.003 Equipment Replacement 90,667 5211.004 Insurance Allocation 167,931 Total Doerations & Maintenance 2,889.822 Public Library Program Purpose Personnel 5001.001 Regular Employees 156,747 The Santa Clarita Public Library (SCPL) was 5003.001 Overtime 2,908 established on July 1, 2011. As a cornerstone 5004.002 Vacation Payout 2,133 in Santa Clarita, the libraries play an 5006.001 Sick Leave Payout 1,297 important role in educating our children, 5011.001 Health &Welfare 26,838 promoting a lifelong love of reading, and 5011.002 Life Insurance 282 serving as central community gathering 5011.003 Long -Term Disability Ins 721 places. The SCPL provides access to a wide 5011.004 Medicare 3,050 variety of services and information resources that help improve literacy, enhance cultural 5011.005 Worker's Compensation 7,884 awareness, and develop an informed 5011.006 PERS 25,408 citizenry. 5011.007 Deferred Compensation 2,000 5011.010 Supplemental Health 5,803 Primary Activities Total Personnel 235,071 The SCPL consists of three local libraries, Operations & Maintenance encompassing nearly 71,000 square feet. The 5101.002 Membership & Dues 9,030 libraries provide patrons and online users 5101.003 Office Supplies 250 accessibility to an increased number of books 5101.004 Printing 150 and media and are open seven days a week. 5111.001 Special Supplies 34,616 Services available include an online library 5111.005 Maintenance Supplies 37,224 catalog, public computers, free Wi-Fi Internet 5111.009 Computer Software Purchase 13,319 access, programs for all ages, photocopiers, 5111.020 Books and Materials 800,000 and public meeting rooms (available on a 5131.001 Electric Utility 206,310 rental basis). Additional activities include 5131.002 Gas Utility 21,400 fostering partnerships and community 5131.003 Telephone Utility 11,394 involvement. 5131.006 Water Utility 16,500 Priorities for SCPL this year include site 5161.001 Contractual Services 3,932,960 selection for the proposed Saugus Library 5161.002 Professional Services 18,000 Center, continued outreach to inform citizens 5185.003 Taxes/Licenses/Fees 1,000 of the Digital Library branch, and the 5191.001 Travel &Training 1,000 development of a robust collection of print 5191.004 Auto Allowance & Mileage 800 and digital materials at each library building 5191.006 Employees' Uniform 1,090 that supports struggling readers of all ages. 5301.002 Interest 108,996 Total Operations & Maintenance 5,214,039 Capital Outlay 5201.002 Equipment 39,500 Total Capital outlay 39,500 Special Districts Program Purpose Pere Special Districts enhances the quality of life in 5001.001 Regular Employees 1,868,068 Santa Clarita with beautiful landscaping within 5001.006 Certificate Pay 720 the City. This Division is responsible for 5002.001 Part -Time Employees 115,389 managing 56 financially independent Landscape 5003.001 Overtime 29,122 Maintenance Districts (LMD) that provide 5004.002 Vacation Payout 39,434 beautification for specific communities, parkways, 5006.001 Sick Leave Payout 13,653 three Homeowner's Association -owned parks; as 5011.001 Health & Welfare 295,780 and medians. 5011.002 Life Insurance 3,377 and the annexation of development into existing 5011.003 Long -Term Disability Ins 8,639 Special Districts also administers the operation 5011.004 Medicare 37,049 and maintenance of streetlights, drainage 5011.005 Worker's Compensation 113,016 facilities, and provides administrative support for 5011.006 PERS 326,231 the Golden Valley Ranch Open Space Maintenance 5011.007 Deferred Compensation 6,660 District and Santa Clarita Open Space 5011.010 Supplemental Health 43,408 inspections, preventative pruning, and planting of Total Personnel 2,900,546 Preservation District. 5161.001 Contractual Services 927,717 Operations & Maintenance Primary Activities 5101.001 Publications & Subscriptions 650 Primary activities are: design, construction, and 5101.002 Membership & Dues 1,682 maintenance of over 1,300 acres of landscaping 5101.003 Office Supplies 1,850 areas, including Santa Clarita's paseo system, 5101.004 Printing 5101.005 Postage 800 450 numerous pedestrian bridges and tunnels, and 5111.001 Special Supplies 24,500 three Homeowner's Association -owned parks; as 5111.002 Vehicle Fuel 5,600 well as the preparation of annual assessments 5111.005 Maintenance Supplies 33,000 and the annexation of development into existing 5111.007 Small Tools 3,500 or newly created zones or districts. 5121.001 Rents/Leases 59,939 5121.003 Equipment Rental 6,400 Special Districts also oversees all maintenance 5131.001 Electric Utility 5131.002 Gas Utility 3,388,612 6,000 activities for Santa Clarita's urban forestry, 5131.003 Telephone Utility 26,048 comprised of more than 125,000 trees, including 5131.006 Water Utility 2,804,057 inspections, preventative pruning, and planting of 5141.001 Maintenance and Repairs 2,132,201 new trees throughout the City. 5161.001 Contractual Services 927,717 5161.002 Professional Services 146,096 Additional responsibilities include: clean -water 5161.004 Advertising 800 permit compliance; monitoring groundwater 5161.010 Landscape Services 4,018,601 5161.011 Weed & Pest Control 98,428 operations within the City's eleven drainage 5161.012 Tree Trimming 702,741 facilities; and perform and/or arrange for 5161.013 Reserve Projects Exp. 1,046,000 inspection or repair of more than 17,000 5161.014 Inspections 636,421 streetlights. 5161.023 Landscape Maintenance/Suppli 9,700 5161.028 Irrigation Control 93,505 This year, Special Districts will be working on 5161.100 Legal Services 5,000 several important projects, including pursuing the 5191.001 Travel &Training 5,100 5191.003 Education Reimbursement 1,500 purchase of the streetlight system from Southern 5191.004 Auto Allowance & Mileage 600 California Edison, completion of project plans to 5191.006 Employees' Uniform 7,125 remove all remaining turf and install drought 5211.001 Computer Replacement 49,384 tolerant landscape on City medians, continuing 5211.003 Equipment Replacement 39,694 Santa Clarita's annual tree -pruning program and 5211.004 Insurance Allocation 416,684 replanting new trees in vacancies along major 5511.100 Reimbursements to the General 1,027,890 City-wide roadways. Total Operations&Maintenance 17,728,275 Capital Outlay 5201.002 Equipment 6,500 Total Capital Outlav 6,500 Account Number: 12400, 12401, 152C Personnel 5001.001 Regular Employees 897,481 Program Purpose 5002.001 Part-time Employees 4,812 Provide high-quality safe and reliable public 5004.002 Vacation Payout 2,535 5006.001 Sick Leave Payout 7,338 transportation services within, to, and from the 5011.001 Health &Welfare 145,168 Santa Clarita Valley; provide mobility and 5011.002 Life Insurance 1,618 access to individuals with no access to an 5011.003 Long -Term Disability Ins 4,127 automobile; and encourage the use of public 5011.004 Medicare 16,727 transportation to reduce traffic congestion and 5011.005 Worker's Compensation 27,136 5011.006 PERS 156,969 pollution to those who may not be dependent 5011.007 Deferred Compensation 4,000 upon public transportation. 5011.010 Supplemental Health 20,075 Total Personnel 1,287,987 Primary Activities Operations &Maintenance The City of Santa Clarita Transit (SCT) operates 5101.001 Publications & Subscriptions 315 nine local fixed routes that serve the Santa 5101.002 Membership & Dues 32,000 Clarita Valley and two Station Link routes that 5101.003 Office Supplies 1,000 meet arriving and departing Metrolink trains. 5101.004 Printing 33,000 5101.005 Postage 450 Additionally, SCT operates commuter express 5111.001 Special Supplies 6,500 bus service between Santa Clarita and 5111.004 Janitorial Supplies 11,250 Downtown Los Angeles, Century City, UCLA, 5111.005 Maintenance/Supplies 71,120 North Hollywood, and Warner Center in the 5111.007 Small Tools 3,500 west San Fernando Valley. To meet the needs of 5121.003 Equipment Rental 1,500 5131.001 Electric Utility 76,280 the senior and disabled community, SCT 5131.002 Gas Utility 41,000 provides curb -to -curb Dial -a -Ride service 5131.003 Telephone Utility 55,200 within the Santa Clarita Valley, which is also 5131.006 Water Utility 13,230 available to the general public during evening 5161.001 Contractual Services 336,270 hours. 5161.002 Professional Services 220,000 5161.004 Advertising 31,000 5161.010 Landscape Services 70,400 This year, SCT will focus its efforts to achieve 5161.008 Graphic Design Services 10,500 key performance targets, including a 90 percent 5161.016 Local Bus 8,714,757 or better on-time performance for all transit 5161.017 Dial A Ride 2,586,220 services, as well as maintaining an average of 5161.018 Commuter Services 3,428,850 less than "two minutes" telephone hold times 5161.019 Contract Admin Fees 4,997,505 5161.028 Irrigation Control 471 for all transit customers. Transit will also 5161.030 CNG Station Maintenance 228,000 promote local and commuter services as a 5185.003 Taxes/Licenses/Fees 173,600 convenient and viable alternative to the 5191.001 Travel & Training 4,500 personal automobile using social media and the 5191.003 Education Reimbursement 3,500 City's real-time bus arrival system to better 5191.004 Auto Allowance & Mileage 200 communicate with its customers. Lastly, SCT 5191.006 Employees' Uniform 5211.001 Computer Replacement 1,270 24,722 will continue replacing the City's fleet of diesel- 5211.004 Insurance Allocation 76,163 powered commuter buses with clean -burning 5511.100 Reimbursements to the General 745,770 compressed Natural Gas vehicles. Total Operations & Maintenance 22,000,043 Capital Outlay 5201.003 Automotive Equipment 6,139,965 Total Cauital Outlav 6,139,965 City of SANTA CLARITA COMMUNITY DEVELOPMENT Community Development Budget Summary Category Budget Personnel Services $ 5,334,487 Operations & Maintenance 3,595,284 Total• Development • • ,771 Program Budget Administration $ 617,883 Community Preservation Community Development Block Grant Marketing and Economic Development Plannine Planning 19% ■ Marketing Econom. Developm 30% ■ Administration 7% ❑ Community Development Block Grant 9% 3,108,635 774,088 2,696,546 1,732,619 ■ Community Preservation 35% Administration Program Purpose The purpose of the Administration Division is to oversee the day-to-day operations of the Department of Community Development. The Administration Division provides support and direction to staff in the Divisions within the Department, which include Planning, Community Preservation, and Economic Development. The functions of Housing are included in the Administration Division. Primary Activities The Administration Division coordinates the responses to City Council and City Manager requests, provides policy direction within the Department, and oversees the coordination of Department activities. This includes goal setting, staff development, recruitment and training, Department -wide budget creation and monitoring, expenditure and revenue analysis, and special projects. Housing staff is responsible for the City's affordable housing projects, and the oversight and administration of the Community Development Block Grant (CDBG) Program, including the preparation and implementation of all federally required documents for that program. Housing staff administers all components of Santa Clarita Municipal Code 6.02 - the Manufactured Home Rent Adjustment Procedures. This includes the annual space registration process, conducting Manufactured Home Rental Adjustment Panel meetings, as well as Rent Adjustment Appeal Hearings with the Panel. Personnel Publications & Subscriptions 5001.001 Regular Employees 402,997 5004.002 Vacation Payout 2,927 5006.001 Sick Leave Payout 6,160 5011.001 Health & Welfare 41,427 5011.002 Life Insurance 725 5011.003 Long -Term Disability Ins 1,854 5011.004 Medicare 7,362 5011.005 Worker's Compensation 9,900 5011.006 PERS 68,248 5011.007 Deferred Compensation 7,628 5011.010 Supplemental Health 14,319 Total Personnel 563,547 Operations & Maintenance 5101.001 Publications & Subscriptions 300 5101.002 Membership & Dues 2,200 5101.003 Office Supplies 500 5111.001 Special Supplies 500 5121.001 Rents/Leases 9,000 5131.001 Electric Utility 640 5131.003 Telephone Utility 2,680 5161.001 Contractual Services 6,000 5191.001 Travel & Training 2,500 5191.004 Auto Allowance & Mileage 7,350 5211.001 Computer Replacement 6,828 5211.004 Insurance Allocation 15,838 Total Operations & Maintenance 54,336 Community Preservation Program Purpose Personnel The purpose of the Community Preservation 5001.001 Regular Employees 1,036,180 Division is to maintain and preserve the quality of 5002.001 Part -Time Salaries 118,027 life, integrity, appearance, and value of properties 5003.001 Overtime 8,000 and buildings in the City. This is achieved through 5004.002 Vacation Payout 24,631 community education and the enforcement of City 5006.001 Sick Leave Payout 5,254 standards for zoning, property rehabilitation, 5011.001 Health & Welfare 182,985 building, parking, standards for animals, and other 5011.002 Life Insurance 1,865 5011.003 Long -Term Disability Ins 4,768 Municipal Codes and regulations. 5011.004 Medicare 21,770 5011.005 Worker's Compensation 71,119 Primary Activities 5011.006 PERS 177,507 One of the primary activities of Community 5011.007 Deferred Compensation 2,000 Preservation is responding to citizen complaints 5011.010 Supplemental Health 31,978 that are received on a daily basis through the Total Personnel 1,686,084 Resident Service Center, phone calls, emails, and Operations & Maintenance reports made to City staff. Staff determines the 5101.002 Membership&Dues 1,170 legality of the issues in question, and when 5101.003 Office Supplies 1,130 necessary, pursues corrective measures to achieve 5101.004 Printing 100 compliance with the applicable codes. Other 5101.005 Postage 100 responsibilities include Business Licensing 5111.001 Special Supplies 47,700 Enforcement, River Encampment Enforcement, and 5131.003 Telephone Utility 11,830 Graffiti Abatement. The Division also manages the 5131.005 Cellular Service 960 City's Parking Enforcement contract and the 5141.001 Maintenance & Repairs 2,350 5161.001 Contractual Services 1,146,784 contract with Los Angeles County for Animal Care 5161.002 Professional Services 6,150 and Control services. 5161.031 Litter & Debris Removal 100,000 5171.007 Rewards Program 1,000 5191.001 Travel & Training 10,875 5191.006 Employees' Uniform 13,242 5211.001 Computer Replacement 30,903 5211.003 Equipment Replacement 7,497 5211.004 Insurance Allocation 40,760 Total Operations & Maintenance 1.422,551 Personnel 5001.001 Regular Employees 138,578 5004.002 Vacation Payout 1,716 5006.001 Sick Leave Payout 196 5011.001 Health & Welfare 20,567 5011.002 Life Insurance 249 5011.003 Long -Term Disability Ins 638 5011.004 Medicare 2,588 5011.005 Worker's Compensation 2,570 5011.006 PERS 24,859 5011.007 Deferred Compensation 1,372 5011.010 Supplemental Health 4,915 Total Personnel 198,247 Operations & Maintenance 5101.003 Office Supplies 217 5101.004 Printing 835 5101.005 Postage 334 5111.001 Special Supplies 435 5161.001 Contractual Services 467,481 5161.002 Professional Services 835 5161.004 Advertising 1,015 5191.001 Travel & Training 1,470 5191.004 Auto Allowance & Mileage 334 5301.001 Principal 100,000 5301.002 Interest 2,885 Total Operations & Maintenance 575,841 Economic Development Program Purpose The purpose of the Economic Development Division is to aid in the economic growth of the City by fostering and encouraging responsible economic development opportunities that result in: a jobs/housing balance that is established through quality employment opportunities for residents; an economic base through increased sales tax -generating retail and restaurants; and economic wealth by attracting external monies to the local economy through film and tourism. Primary Activities The primary activities of the Division include: marketing and promotion of the City as a premier location to visit, conduct business, shop, and film; attracting and retaining business and retail; managing and growing the City's Business Incubator program; liaising between the City and the business community; winding down the former Redevelopment Agency; implementing the Newhall Crossings and Laemmle Theatres projects in Old Town Newhall; promoting the Old Town Newhall area as the premier Arts and Entertainment District in our community; and coordinating sponsorships, filming, and visitor attraction. Economic Development staff facilitates monthly Tourism Bureau meetings and is the City's liaison with local community and business agencies, such as the SCV Economic Development Corporation, the Chamber of Commerce, and the Valley Industry Association. Personnel 5001.001 Regular Employees 926,528 5002.001 Part -Time Employees 27,595 5003.001 Overtime 16,143 5004.002 Vacation Payout 3,259 5006.001 Sick Leave Payout 9,251 5011.001 Health & Welfare 134,189 5011.002 Life Insurance 1,668 5011.003 Long -Term Disability Ins 4,262 5011.004 Medicare 17,728 5011.005 Worker's Compensation 18,696 5011.006 PERS 162,346 5011.007 Deferred Compensation 6,000 5011.010 Supplemental Health 24,148 Total Personnel 1,351,813 Operations & Maintenance 5101.001 Publications & Subscriptions 3,985 5101.002 Membership & Dues 11,515 5101.003 Office Supplies 4,625 5101.004 Printing 29,000 5101.005 Postage 2,050 5111.001 Special Supplies 5,500 5121.001 Rents/Leases 25,311 5131.003 Telephone Utility 5,090 5131.005 Cellular Services 360 5161.001 Contractual Services 76,000 5161.002 Professional Services 343,496 5161.004 Advertising 194,505 5161.005 Promotion & Publicity 128,725 5161.008 Graphic Design Services 26,800 5161.024 Business Sponsors 37,000 5171.005 Economic Incentives Program 205,000 5171.010 Film Incentives 75,000 5191.001 Travel & Training 13,270 5191.004 Auto Allowance & Mileage 2,900 5211.001 Computer Replacement 21,809 5211.003 Vehicle/Equipment Replacement 4,353 5211.004 Insurance Allocation 63,120 5511.100 Reimbursements to the General Fund 65,320 Total Operations & Maintenance 1,344,734 Planning Program Purpose The purpose of the Planning Division is to manage all planning functions, processes, and projects for the City, working closely with the Planning Commission and City Council to ensure the City's planning goals are being met and the General Plan is being implemented. The Planning Division processes all development projects in accordance with the standards established through the Unified Development Code, prepares potential annexations, prepares environmental analyses per the California Environmental Quality Act, conducts long-range planning projects which guide future growth and decision making in the Santa Clarita Valley, and prepares and implements various planning guidelines and programs of the City. Primary Activities Fiscal Year 2017-18 will see the completion of post -entitlement plan checking, permitting, and field inspections for a number of major projects which are expected to begin, continue, or complete construction, including Five Knolls, Trestles, River Village Area C, Phantom Trail, Aliento, Oliver Hotel, Vista Canyon Ranch, Needham Ranch, Valencia Town Center Square and Habitat for Heroes. Division activities and functions include the following: preparing and reviewing various environmental documents; monitoring and commenting on County development activity within the City's sphere of influence; processing annexation requests with the Local Agency Formation Commission; reviewing development proposals; preparing plans, reports, Conditions of Approval, making presentations before the Planning Commission and City Council; resolutions and ordinances; and providing customer service at the Permit Center. Personnel 5101.001 Publications & Subscriptions 5001.001 Regular Employees 1,096,145 5003.001 Overtime 1,000 5004.002 Vacation Payout 18,593 5006.001 Sick Leave Payout 5,981 5011.001 Health & Welfare 146,388 5011.002 Life Insurance 1,971 5011.003 Long -Term Disability Ins 5,040 5011.004 Medicare 20,217 5011.005 Worker's Compensation 12,215 5011.006 PERS 188,675 5011.007 Deferred Compensation 14,000 5011.010 Supplemental Health 24,572 Total Personnel 1,534,797 Operations & Maintenance 5101.001 Publications & Subscriptions 500 5101.002 Membership & Dues 5,645 5101.003 Office Supplies 2,300 5101.004 Printing 2,500 5101.005 Postage 1,200 5111.001 Special Supplies 1,500 5121.001 Rents/Leases 4,500 5131.003 Telephone Utility 2,200 5161.001 Contractual Services 30,000 5161.002 Professional Services 15,000 5161.003 Annexation Services 20,000 5161.004 Advertising 9,000 5171.011 Historic Preservation Grant 25,000 5191.001 Travel &Training 9,000 5191.004 Auto Allowance & Mileage 500 5211.001 Computer Replacement 24,723 5211.004 Insurance Allocation 44,254 Total Onerations & Maintenance 197,$22 RECREATION, COMMUNITY SERVICES, ARTS & OPEN SPACE Recreation, Community Services, Arts, and Open Space Budget Summary Personnel Services $ 10,679,762 Operations & Maintenance 4,791,420 Administration $ 1,852,424 Arts and Events 3,443,081 Open Space 637,014 Recreation and Community Services 9,538,663 Recreation,Total and Open Space ❑ Recreation Community Sc 62% Administration 12% ❑ Arts and Events 22% pen Space 4% Administration Program Purpose The Recreation, Community Services, Arts and Open Space Administration Division provides support and direction to all functions throughout the Department. The Administration Division staffs the Parks, Recreation, and Community Services Commission and the Arts Commission; attends all City Council meetings; develops and administers the Department budget, mission, and goals; and fulfills a variety of planning and development functions for the Department and the City. The Administration Division is also responsible for developing and maintaining many partnerships with outside agencies. Primary Activities The primary activities of the Recreation, Community Services, Arts, and Open Space Division includes selection and training of full- time supervisory and administrative employees; staffing and preparation for meetings of the Parks, Recreation, and Community Services Commission and the City Council; implementation of the Santa Clarita 2020 Plan, and the Parks, Recreation, and Open Space Master Plan; Other activities include the development, administration, and tracking of the department budget; strategic planning for department programming and facility development; purchasing, contract management, and cash handling operations; management of the crossing guard program; emergency management; and the partnership with Santa Clarita Sister Cities International Program. Administration staff works closely with all divisions to provide general administrative and analytical support. Personnel 5001.001 Regular Employees 5002.001 Part-time Employees 5003.001 Overtime 5004.002 Vacation Payout 5006.001 Sick Leave Payout 5011.001 Health & Welfare 5011.002 Life Insurance 5011.003 Long -Term Disability Ins 5011.004 Medicare 5011.005 Worker's Compensation 5011.006 PERS 5011.007 Deferred Compensation 5011.010 Supplemental Health Total Personnel Operations & Maintenance 5101.001 Publications & Subscriptions 5101.002 Membership & Dues 5101.003 Office Supplies 5101.004 Postage 5111.001 Special Supplies 5121.001 Rents/Leases 5131.003 Telephone Utility 5161.001 Contractual Services 5161.002 Professional Services 5171.001 Community Services Grants 5191.001 Travel & Training 5191.004 Auto Allowance & Mileage 5211.001 Computer Replacement 5211.004 Insurance Allocation Total Overations & Maintenance 547,507 336,825 1,444 11,747 6,755 70,993 985 3,147 15,379 21,341 103,737 7,250 9,306 1,136,415 400 1,775 700 1,060 46,157 500 10,020 380,395 28,500 180,000 4,000 21,309 11,846 29,347 716,009 Arts and Events Program Purpose The Arts and Events Division promotes, supports, and develops arts programming, regional events, community events, school programs, and volunteer opportunities for the benefit of local citizens, while utilizing these programs and events to encourage economic development and tourism to the Santa Clarita Valley. Primary Activities Arts and Events serves as the lead arts agency for the community by convening advisory groups, providing arts services, implementing a public art program, and working in collaboration with other City divisions to implement the City-wide vision of arts and entertainment in Santa Clarita. In 2016, the City Council and Arts Commission approved the second Arts Master Plan; the plan serves as a road map for arts, entertainment, and cultural development in Santa Clarita over the next 10 years. The Arts and Events Division produces and supports regional events including the Cowboy Festival, Santa Clarita Marathon, Amgen Tour of California, Wings for Life World Run, and various other sports and cultural tourism events. In addition, an annual slate of community events add to the quality of life for Santa Clarita's residents including the Thursdays@Newhall series (SENSES, Revved Up, JAM Sessions, Note by Note, and 10 by 10), Concerts in the Park, Fourth of July Fireworks, Summer Bash, Youth Arts Showcase, Eggstravaganza, Santa Clarita Valley Dodger Day, and Earth Arbor Day. Through the special event permit process, staff provides support, guidance, and services for over 60 community produced events per year. The division also recruits and promotes volunteerism and civic engagement for all events, libraries, internship program, and specialty service projects with local businesses. School Programs is the newly formed area in the Arts and Events Division. School Programs serves to educate, empower, and encourage youth to make positive choices, strengthen the family unit, celebrate diversity, and promote community service while enhancing safety in the community. School Programs include arts education through the California Institute of the Arts (CalArts) partnership, Santa Clarita Master Chorale, Artist in Residence, Arts Education Community Art Exhibit, Cowboys in the Schools, and the Youth Poetry contest. Also included is health and safety education through DFY in SCV (Drug Free Youth in Santa Clarita Valley), Final Mile Challenge, and Bike Safety week. Personnel 5101.002 Membership & Dues 5001.001 Regular Employees 1,318,850 5002.001 Part -Time Employees 139,181 5003.001 Overtime 90,461 5004.002 Vacation Payout 8,652 5006.001 Sick Leave Payout 13,504 5011.001 Health & Welfare 219,582 5011.002 Life Insurance 2,372 5011.003 Long -Term Disability Ins 6,065 5011.004 Medicare 28,124 5011.005 Worker's Compensation 41,843 5011.006 PERS 234,448 5011.007 Deferred Compensation 6,000 5011.010 Supplemental Health 26,612 Total Personnel 2,135,693 Operations & Maintenance 5101.002 Membership & Dues 1,295 5101.003 Office Supplies 2,900 5101.004 Printing 25,400 5101.005 Postage 2,000 5111.001 Special Supplies 183,175 5121.001 Rents/Leases 88,028 5121.003 Equipment Rental 256,900 5131.001 Electric Utility 16,800 5131.003 Telephone Utility 1,000 5161.001 Contractual Services 145,949 5161.002 Professional Services 355,860 5161.005 Promotion & Publicity 20,000 5161.008 Graphic Design Services 62,000 5191.001 Travel & Training 3,500 5191.004 Auto Allowance & Mileage 2,180 5211.001 Computer Replacement 37,084 5211.003 Equipment Replacement 485 5211.004 Insurance Allocation 102,831 Total Operations & Maintenance 1,307,387 Open Space Program Purpose The Open Space Division provides services acquisition of specially -selected properties through the City's Open Space Preservation District (OSPD); and support of real property needs of all City departments. Primary Activities Open Space is tasked with purchasing land that meets the goals of the OSPD; reviews the locations, amenities, and benefits of each parcel against a detailed list of qualifications; and makes every effort to partner with other agencies to maximize the public value of each acquisition. Staff has raised public awareness of the physical benefits of lands purchased by the OPSD. The introduction of www.hikesantaclarita.com has provided new avenues for public input and information dissemination. The newly released Hike Santa Clarita APP provides maps and information about specific properties. Open Space staff also negotiates the acquisition of leases, right- of-way, and property for numerous City projects. Personnel 5101.001 Publications & Subscriptions 5001.001 Regular Employees 152,450 5002.001 Part -Time Employees 14,420 5004.002 Vacation Payout 5,674 5006.001 Sick Leave Payout 1,512 5011.001 Health & Welfare 20,277 5011.002 Life Insurance 275 5011.003 Long -Term Disability Ins 811 5011.004 Medicare 3,078 5011.005 Worker's Compensation 7,929 5011.006 PERS 27,588 5011.007 Deferred Compensation 1,750 5011.010 Supplemental Health 2,896 Total Personnel 238,660 Operations & Maintenance 5101.001 Publications & Subscriptions 3,000 5101.002 Membership & Dues 1,500 5101.003 Office Supplies 200 5101.004 Printing 500 5101.005 Postage 100 5111.001 Special Supplies 14,000 5121.001 Rents/Leases 8,000 5131.003 Telephone Utility 250 5131.006 Water Utility 8,000 5141.001 Maintenance & Supplies 11,500 5161.001 Contractual Services 111,980 5161.002 Professional Services 21,050 5185.003 Taxes/Fees/Licenses 96,500 5191.001 Travel &Training 1,750 5191.004 Auto Allowance & Mileage 1,000 5211.001 Computer Replacement 3,399 5211.004 Insurance Allocation 12,345 5511.100 Reimbursements to the General 103,280 Total Operations & Maintenance 398,354 Recreation & Community Services Program Purpose The City of Santa Clarita is committed to providing quality programs that connect families, create community, and positively impact residents' quality of life. The Recreation & Community Services Division meets this commitment by offering a variety of experiences for all Santa Clarita residents through a variety of programs, classes, services, special events, and facility offerings that are relevant to the needs, demands, and changing trends of our growing and diverse community. Recreation and Community Services seeks to create a safe, healthy, and thriving community by leveraging resources and facilitating community participation. The division strives to strengthen the community through exceptional programs and services that promote an active and healthy life. With collaborative and innovative programs and services that educate, engage, enhance, and empower the community, these programs are designed to educate and encourage youth to make positive choices, strengthen the family unit, celebrate diversity, and promote community partnerships while enhancing safety in the community. Primary Activities The primary activities of the Recreation & Community Services Division include Aquatics; Contract Classes; Co -production of the City's quarterly SEASONS Brochure; Inclusion Services; Facility and Field Rentals and Allocation; family education, Primetime Preschool; Recreation class and activity registration; Summer Day Camps; Youth and Adult Sports; and full operations of the Canyon Country Community Center, Newhall Community Center, and the Santa Clarita Sports Complex which includes the Skate Park, Aquatic Center, The Centre, and Gymnasium. Personnel 5101.001 Publications & Subscriptions 5001.001 Regular Employees 2,852,383 5001.006 Certificate Pay 360 5002.001 Part -Time Employees 2,866,929 5003.001 Overtime 6,000 5004.002 Vacation Payout 25,576 5006.001 Sick Leave Payout 26,661 5011.001 Health & Welfare 475,761 5011.002 Life Insurance 5,128 5011.003 Long -Term Disability Ins 13,118 5011.004 Medicare 107,802 5011.005 Worker's Compensation 160,677 5011.006 PERS 570,214 5011.007 Deferred Compensation 8,000 5011.010 Supplemental Health 50,385 Total Personnel 7,168,993 Operations & Maintenance 5101.001 Publications & Subscriptions 500 5101.002 Membership & Dues 3,325 5101.003 Office Supplies 6,705 5101.004 Printing 173,529 5101.005 Postage 70,200 5111.001 Special Supplies 581,925 5111.005 Maintenance/Supplies 38,820 5121.001 Rents/Leases 114,845 5121.003 Equipment Rental 3,000 5131.003 Telephone Utility 7,800 5161.001 Contractual Services 146,761 5161.002 Professional Services 834,766 5161.005 Promotion & Publicity 2,500 5185.004 Todd Longshore SCORE 11,000 5191.001 Travel & Training 6,600 5191.004 Auto Allowance & Mileage 19,600 5191.006 Employees' Uniform 27,500 5211.001 Computer Replacement 80,349 5211.003 Equipment Replacement 2,256 5211.004 Insurance Allocation 237,689 Total Operations & Maintenance 2,369.670 City of SANTA CLARITA PUBLIC WORKS Public Works Budget Summary Category Budget Personnel Services $ 15,562,754 Operations & Maintenance 8,575,103 Capital Outlay 119,000 Total Public Works $ 24,256,857 Program Budget Administration $ 1,097,152 Building and Safety Capital Improvement Projects Admin Engineering Services General Services 4,784,017 2,591,051 2,385,167 9,117,421 1,. Total Public Works $ 24,256,857 General Sen 37% Administration 4% Traffic ding and iafety 20% Capital Improvement Projects Admin 11% !ering Services 10% Administration Program Purpose The Public Works Administration Division assures that the mission of Public Works is accomplished. The Department is committed to working for a better Santa Clarita. Our mission is to deliver professional and excellent customer service and ensure a sustainable quality of life for Santa Clarita through responsive, effective, and efficient service delivery. The Public Works Department is comprised of six divisions: Building & Safety, Capital Improvement Projects, Engineering Services, Environmental Services, General Services, and Traffic and Transportation Planning, with Administration providing direction and assistance to all functions within the Department. Administration staff provides outstanding customer service to residents and businesses, attends City Council meetings, develops and administers the department budget, and manages the Department's related agenda reports and other documents. Primary Activities Administration's major responsibilities consist of addressing City Council and City Manager requests; developing policy direction within the Department; providing assistance to divisions in matters of City-wide concern; formulation, implementation and monitoring of the Department budget and strategic plans; personnel management and training; goal setting; and development and monitoring of the City's Five -Year Capital Improvement Program. This year we will implement the Department's annual goals and work to fulfill the City's responsibilities within the Santa Clarita 2020 Plan, monitor and assess department -wide operations and evaluate performance measures to ensure community needs are met. Pcrsauicl 5101.001 Publications & Subscriptions 5001.001 Regular Employees 662,047 5002.001 Part -Time Employees 58,398 5003.001 Overtime 500 5004.002 Vacation Payout 25,715 5006.001 Sick Leave Payout 6,653 5011.001 Health & Welfare 74,194 5011.002 Life Insurance 1,192 5011.003 Long -Term Disability Ins 3,526 5011.004 Medicare 13,106 5011.005 Worker's Compensation 14,985 5011.006 PERS 115,942 5011.007 Deferred Compensation 9,000 5011.010 Supplemental Health 9,829 Total Personnel 995,088 Operations & Maintenance 5101.001 Publications & Subscriptions 1,700 5101.002 Membership & Dues 1,000 5101.003 Office Supplies 1,000 5101.004 Printing 100 5101.005 Postage 100 5111.001 Special Supplies 3,000 5131.003 Telephone Utility 4,450 5191.001 Travel & Training 8,000 5191.004 Auto Allowance & Mileage 170 5211.001 Computer Replacement 12,361 5211.003 Vehicle Replacement 5,665 5211.004 Insurance Allocation 64,518 Total 0oerations & Maintenance 102,064 Building & Safety Program Purpose The Building & Safety program promotes public health, safety and well-being in private residential and non- residential construction projects through the enforcement of State and local construction regulations. The program's main focus is safety, but also promotes a healthy environment through enforcement of measures intended to make buildings energy-efficient. The program also enforces State construction regulations intended to provide equal access for persons with disabilities in non-residential and multi -family buildings. Primary Activities The primary activities of the Building & Safety division include reviewing plans prior to permit issuance to ensure compliance with required design standard; issuing building permits to administer the enforcement process, collect fees, and verify clearances from City departments and outside agencies; and conducting inspections during construction to ensure projects meet required standards, all while ensuring the division follows the Santa Clarita 2020 plan. The program also maintains all building permit records as required by law, and monitors unsafe building conditions and unpermitted construction. This year Building & Safety will continue to offer streamlined online permit processing, which allow for electronic plan submittal, review, and online permit issuance in an effort to reduce customer travel and printing costs, provide outreach to help residents better understand building codes, the permitting process and inspections, educate design professionals and builders on the most recent State building codes to ensure that buildings are safe, accessible, energy- efficient, and environmentally sensitive, provide prompt, thorough inspections through a streamlined process for photo -voltaic (PV) solar installations, and provide excellent customer service through prompt quality plan reviews, permit issuance, and inspections. Personnel 5101.001 Publications&Subscriptions 5001.001 Regular Employees 2,307,888 5002.001 Part-time Employees 28,507 5003.001 Overtime 7,763 5004.002 Vacation Payout 9,243 5006.001 Sick Leave Payout 7,089 5011.001 Health & Welfare 347,671 5011.002 Life Insurance 4,153 5011.003 Long -Term Disability Ins 10,557 5011.004 Medicare 42,929 5011.005 Worker's Compensation 45,717 5011.006 PERS 392,194 5011.007 Deferred Compensation 12,000 5011.010 Supplemental Health 53,435 Total Personnel 3,269,146 Operations & Maintenance 5101.001 Publications&Subscriptions 1,150 5101.002 Membership & Dues 3,120 5101.003 Office Supplies 2,550 5101.004 Printing 6,000 5101.005 Postage 150 5111.001 Special Supplies 2,400 5121.001 Rents/Leases 1,100 5131.003 Telephone Utility 3,180 5161.001 Contractual Services 1,273,000 5161.002 Professional Services 20,360 5161.004 Advertising 750 5191.001 Travel & Training 10,500 5191.004 Auto Allowance & Mileage 250 5191.006 Employees' Uniform 3,450 5211.001 Computer Replacement 58,717 5211.003 Equipment Replacement 27,109 5211.004 Insurance Allocation 101,085 Total Operations & Maintenance 1,514,871 Capital Improvement Projects Program Purpose The mission of the Capital Improvement Projects Division, (CIP), is to construct quality, city -funded infrastructure, municipal buildings, facilities, trails, parks and open space improvements. These projects have a direct, positive impact on the quality of life for the residents of Santa Clarita and helps maintain the City's image as a desirable place to live and work, aiding the attraction of residents and businesses to the City. Primary Activities The primary activities of the CIP division include managing the design, contract administration, and construction for all city -funded infrastructure projects, municipal buildings, facilities, trails, parks and open space improvements. These projects help meet the transportation, recreation, and safety needs of our community. This year CIP will work to complete the construction of the Old Town Newhall Parking Structure, Orchard Village Road and Magic Mountain Parkway Median Turf Removals, the Arroyo Park Pedestrian Bridge Replacement, the Annual Concrete Rehabilitation project, and the Roadway Overlay and Slurry Seal project. Construction will continue on the Newhall Ranch Road Bridge Widening, Paseo Bridge Maintenance Program, and Sand Canyon Trail. CIP will also work to complete the design of the Canyon Country Community Center, the Vista Canyon Regional Transit Center, and the Soledad Canyon Road Utility Undergrounding project. With Parks Planning joining the CIP division, we will also focus on continuing to address aging infrastructure in our parks and trails system. Trail fence replacement, play area and sport court resurfacing, roof repairs on several park buildings, aquatic facility lighting and mechanical repairs will be addressed. Enhancements to our existing parks include installing play area shade structures at various parks along with new swings at Valencia Glen Park. Personnel 5101.001 Publications & Subscriptions 5001.001 Regular Employees 1,584,974 5001.006 Certificate Pay 720 5003.001 Overtime 6,500 5004.002 Vacation Payout 24,362 5006.001 Sick Leave Payout 22,205 5011.001 Health & Welfare 268,012 5011.002 Life Insurance 2,850 5011.003 Long -Term Disability Ins 7,291 5011.004 Medicare 30,748 5011.005 Worker's Compensation 34,601 5011.006 PERS 282,082 5011.007 Deferred Compensation 19,940 5011.010 Supplemental Health 67,010 Total Personnel 2,351,295 Operations & Maintenance 5101.001 Publications & Subscriptions 1,300 5101.002 Membership & Dues 3,509 5101.003 Office Supplies 3,200 5101.004 Printing 3,500 5101.005 Postage 700 5111.001 Special Supplies 4,339 5121.001 Rents/Leases 1,800 5131.003 Telephone Utility 3,460 5161.001 Contractual Services 63,873 5161.002 Professional Services 15,000 5161.023 Landscape Supplies 3,000 5191.001 Travel &Training 8,000 5191.004 Auto Allowance & Mileage 1,870 5191.006 Employees' Uniform 1,200 5211.001 Computer Replacement 49,466 5211.003 Equipment Replacement 10,865 5211.004 Insurance Allocation 58,694 5511.100 Reimbursements to the General 5,980 Total Operations & Maintenance 239,756 Engineering Services Program Purpose The Engineering Services division is responsible for enforcing City codes and standards for grading, land subdivision, and construction of public infrastructure for new development projects. The program's focus is to ensure public safety during construction, and to ensure adequate future maintenance of new City - owned infrastructure such as streets, storm drains, sewers, and other public improvements. The division also regulates construction and related activities conducted in the public right-of-way by utility companies and developers to ensure projects are completed in a safe manner, while preserving the integrity of City streets and other public infrastructure. Primary Activities Engineering staff reviews and approves construction drawings for new streets, sewers, storm drains, and related engineering improvements. Staff at the City's Permit Center administers permits to contractors, developers, and local utility companies for grading and/or construction and maintenance of infrastructure located in the public right-of-way. City inspectors conduct frequent inspections during construction and grading operations to ensure applicable standards are met for dust control, drainage, and other public safety considerations. This year Engineering Services will continue to work closely with other divisions, departments, and outside agencies to ensure adequate measures are put in place for future maintenance of newly constructed streets, storm drains, sewers, and other City -owned infrastructure, streamline procedures to allow for expedited development review services, provide timely and accurate plan reviews for subdivisions and other development -related projects, provide thorough and accurate inspections for development projects and ensure infrastructure constructed by developers is consistent with the future needs of the community. Personnel 855 5101.002 Membership & Dues 5001.001 Regular Employees 1,419,282 5002.001 Part -Time Salaries 19,267 5003.001 Overtime 78,003 5004.002 Vacation Payout 40,219 5006.001 Sick Leave Payout 10,302 5011.001 Health & Welfare 194,574 5011.002 Life Insurance 2,552 5011.003 Long -Term Disability Ins 6,529 5011.004 Medicare 27,807 5011.005 Worker's Compensation 47,423 5011.006 PERS 249,396 5011.007 Deferred Compensation 9,900 5011.010 Supplemental Health 31,003 Total Personnel 2,136,258 Operations & Maintenance 5101.001 Publications & Subscriptions 855 5101.002 Membership & Dues 2,351 5101.003 Office Supplies 833 5101.004 Printing 2,700 5101.005 Postage 400 5111.001 Special Supplies 4,381 5121.001 Rents/Leases 3,667 5131.003 Telephone Utility 7,730 5161.001 Contractual Services 100,000 5191.001 Travel & Training 6,000 5191.004 Auto Allowance & Mileage 400 5191.006 Employees' Uniform 2,800 5211.001 Computer Replacement 32,861 5211.003 Equipment Replacement 28,497 5211.004 Insurance Allocation 55,434 Total Operations & Maintenance 248,909 General Services Program Purpose The General Services division is responsible for the maintenance of many of the City's assets, including streets, facilities and vehicle fleet. The division strives to provide safe and clean streets, public rights-of-way, alleys and easements, and clean and safe facilities with positive and inviting appearances. The division also maintains the City's fleet of vehicles and equipment with a variety of fuel sources such as gasoline, diesel, compressed natural gas, and hybrid. Primary Activities Primary activities include sidewalk repair and replacement, pothole repair, traffic markings, lane striping, and street sign maintenance. Additionally, staff performs a variety of building maintenance functions for City Hall, Corporate Yard facility, McBean Transfer Station, three Metrolink Stations, three libraries, Business Incubator, and the Canyon Country Community Center. Over 278 vehicles and equipment are maintained. This year General Services will replace 50,000 square feet of sidewalk, maintain over 1,000 lane miles of paved roads, 150,000 existing raised pavement markers and install new markers as required, conduct annual sidewalk inspections and quarterly inspections and preventative maintenance services for all City facilities, vehicles and motorized equipment, maintain the City's Compressed Natural Gas fueling stations, and respond to resident's requests in a timely manner. Personnel 5101.001 Publications & Subscriptions 5001.001 Regular Employees 3,041,990 5001.006 Certificate Pay 5,880 5002.001 Part -Time Employees 207,830 5003.001 Overtime 64,389 5004.002 Vacation Payout 12,491 5006.001 Sick Leave Payout 11,479 5011.001 Health & Welfare 544,564 5011.002 Life Insurance 5,481 5011.003 Long -Term Disability Ins 13,994 5011.004 Medicare 61,740 5011.005 Worker's Compensation 250,040 5011.006 PERS 534,008 5011.007 Deferred Compensation 9,600 5011.010 Supplemental Health 99,699 Total Personnel 4,863,184 Operations & Maintenance 5101.001 Publications & Subscriptions 5,200 5101.002 Membership & Dues 1,730 5101.003 Office Supplies 3,700 5111.001 Special Supplies 34,362 5111.002 Vehicle Fuel 376,900 5111.004 janitorial Supplies 22,000 5111.005 Maintenance/Supplies 320,575 5111.007 Small Tools 9,907 5111.010 Striping Supplies 47,000 5111.011 Asphalt Supplies 50,300 5111.012 Concrete Supplies 45,650 5121.003 Equipment Rental 14,350 5131.001 Electric Utility 281,575 5131.002 Gas Utility 23,200 5131.003 Telephone Utility 28,944 5131.006 Water Utility 21,200 5141.004 Bridge Maintenance 2,500 5141.005 Curb & Sidewalk 19,650 5141.006 Stormdrain Repairs 11,866 5141.008 Traffic Signs & Markings 73,650 5161.001 Contractual Services 1,073,364 5161.002 Professional Services 3,482 5161.011 Weed & Pest Control 3,000 5185.003 Taxes/Licenses/Fees 6,625 5191.001 Travel & Training 13,570 5191.003 Education Reimbursement 2,300 5191.004 Auto Allowance & Mileage 850 5191.006 Employees' Uniform 34,495 5211.001 Computer Replacement 80,081 5211.003 Equipment Replacement 21,385 5211.004 Insurance Allocation 233,146 5511.100 Reimbursements to the General Ft 1,268,680 Total Operations & Maintenance 4,135,237 Capital Outlay 5201.002 Equipment 30,000 5201.003 Automotive Equipment 89,000 Total Capital Outlav 119,000 Traffic and Transportation Planning Program Purpose The Traffic and Transportation Planning division is committed to planning, managing, and maintaining an effective and safe transportation system that improves the quality of life and enhances mobility for citizens. The division is responsible for ensuring future transportation needs are met through the implementation of the City's Circulation Element of the General Plan and the City's Non -Motorized Transportation Plan. The division provides the technical guidance necessary to maintain the City's traffic infrastructure. Primary Activities The division is comprised of three groups: Planning, Operations, and Signals. Planning forecasts future transportation needs, identifies necessary funding, reviews development proposals and traffic impact studies, coordinates with other agencies on traffic and trail planning, and implements the Non -Motorized Transportation Plan. Operations designs and implements intersection and roadway modifications, administers traffic safety programs, and reviews traffic signs and markings placement. The Signal group maintains traffic signal operations and associated technology and implements signal timing. Division staff investigates and responds to traffic -related citizen service requests and serves as technical advisors to the City Manager and City Council on traffic -related matters. This year the Traffic and Transportation Planning Division will work to enhance roadway safety by analyzing collision patterns and implementing improvements, improve the traffic signal system by adjusting timing of signals, secure and administer transportation funding, improve quality of life by providing an effective and efficient transportation network, plan for future transportation needs by actively participating in local governmental and transportation related organizations to gain support for significant projects of benefit to the Santa Clarita Valley. 5001.001 Regular Employees 1,381,462 5003.001 Overtime 9,723 5004.002 Vacation Payout 11,802 5006.001 Sick Leave Payout 16,953 5011.001 Health & Welfare 161,026 5011.002 Life Insurance 2,486 5011.003 Long -Term Disability Ins 6,355 5011.004 Medicare 25,276 5011.005 Worker's Compensation 34,162 5011.006 PERS 246,736 5011.007 Deferred Compensation 17,400 5011.010 Supplemental Health 34,402 Total Personnel 1,947,783 Operations & Maintenance 5101.001 Publications & Subscriptions 865 5101.002 Membership & Dues 4,200 5101.003 Office Supplies 1,034 5101.004 Printing 800 5101.005 Postage 300 5111.001 Special Supplies 7,294 5121.001 Rents/Leases 499 5131.001 Electric Utility 230,000 5131.003 Telephone Utility 12,500 5141.007 Traffic Signal Maintenance 819,600 5161.001 Contractual Services 600,693 5161.004 Advertising 300 5161.014 Inspections 10,000 5191.001 Travel & Training 7,167 5191.004 Auto Allowance & Mileage 1,500 5211.001 Computer Replacement 27,195 5211.003 Equipment Replacement 3,106 5211.004 Insurance Allocation 124,611 5301.002 Interest 338,432 5511.100 Reimbursements to the Genf 144,170 Total Operations & Maintenance 2.334,266 City of SANTA CLARITA PUBLIC SAFETY Public Safety Budget Summary Operations & Maintenance 25,173,214 Total Public Safety 25,173,214 Police Services Fire Protection ■ Fire Protection 0% ■ Police Services 100% 25,135,532 37,682 Police Services Program Purpose The purpose of the Public Safety/Police Services program is to provide Santa Clarita's residents with law enforcement, traffic enforcement, crime prevention, and a variety of specialized services. Primary Activities The primary activities include round-the- clock neighborhood patrol, traffic enforcement, accident investigation, detective functions, Crime Prevention Unit (CPU), helicopter patrol, Juvenile Intervention Team (J -Team), special investigations, parking enforcement, community policing services, and supplemental service during special City events. One of the ways, the Public Safety division maintains Santa Clarita's position as one of the safest cities of its size (population over 150,000) in the nation is through the Crime Prevention Unit (CPU). The CPU ensures Sheriff deputies are equally distributed throughout the City. The Sheriff Station also uses the Juvenile Intervention Team (J -Team) to combat gang related and juvenile crimes and drug use with implemented intervention programs and informational workshops, such as Teen Court and Community Court programs, and the Drug Free Youth in Town program. This division continues to increase resident safety and awareness through ongoing community outreach programs and events. Operations & Maintenance 5111.001 Special Supplies 20,000 5131.003 Telephone Utility 14,500 5151.002 Claims Payment 2,135,306 5161.001 Contractual Services 125,086 5161.050 General Law 22,683,351 5161.053 Business Alliance Program 90,000 5171.008 Special Events -Sheriff 52,382 5211.004 Insurance Allocation 14,907 Total Operations & Maintenance 25,135,532 Fire Protection Program Purpose The purpose of this program is to provide fire prevention, protection, and suppression within City boundaries. Primary Activities The Fire Prevention and Protection program responds to various emergencies, including, but not limited to, providing fire prevention and public education programs, and responding to public and City's assistance calls. Fire protection and prevention services are provided to the City of Santa Clarita by means of the wildfire protection district. Costs associated with services are deducted from property taxes prior to distribution to the City. The appropriated budget is the cost for services in an area within the City, however, not within the district. Given this amount is not paid through property taxes, the City must remit fees directly. Operations & Maintenance 5161.001 Contractual Services 5211.004 Insurance Allocation Total Operations & Maintenance 36,750 932 37.68'2 City of SANTA CLARITA SUCCESSOR AGENCY Successor Agency Budget Summary CategoryBudget Operations & Maintenance 1,747,884 Program Successor Agency $ 1,747,884 Successor Agency 100% Successor Agency Program Purpose The Successor Agency is responsible for winding down the activities of the former Redevelopment Agency, as dictated by AB1X 26 and amended by AB 1484. Primary Activities Activities include winding down the activities of the former Redevelopment Agency, providing staff support for the Oversight Board. Operations & Maintenance 5161.001 Contractual Services 5301.002 Interest Total Operations & Maintenance 8,989 1,738,895 1,747,884 NON -DEPARTMENTAL Non -Departmental Budget Summary CategoryBudget Personnel Services $ 1,130,435 Operations & Maintenance 414,398 Reserves & Debt Service 3,640,283 Total Non -Departmental $ 5,185,116 Program Budget Administration Debt Service 1,544,833 2,890,283 Reserves 750,000 Total Non -Departmental $ 5,185,116 ■ Reserves Debt Service 56% Administration 30% Non -Departmental Program Purpose The Non -Departmental division provides for funding the City's annual debt service payments and for a financial reserve which is not appropriated to any specific program. The reserve fund remains available to meet unanticipated emergencies or needs that may arise after the adoption of the budget. It also provides for the City's Actuarially Determined Contribution (ADC) to the Other Post - Employment Benefits (OPEB) as required by the Governmental Accounting Standards Board (GASB) Statement No. 45 that establishes rules for the measurement, recognition, and display of OPEB expenses and expenditures by public agencies. Reserves and Debt Services Program Purpose This program provides funding for the City's annual debt service payments and for a financial reserve which is not appropriated to any specific program. The reserve fund remains available to meet unanticipated emergencies or needs that may arise after the adoption of the budget. Personnel 5011.006 PERS 62,435 5011.008 Unemployment Taxes 98,000 5011.009 Retiree Medical Health 970,000 Total Personnel 1,130,435 Operations & Maintenance 5101.002 Membership &Dues 51,595 5161.001 Contractual Services 333,300 5211.004 Insurance Allocation 11,413 5511.100 Reimbursements to the General 18,090 Total Operations & Maintenance 414,398 Reserves 5401.001 Contingency Account 750,000 Total Reserves 750,000 Debt Service 5301.001 Principal & Interest 2,890,283 Total Debt Service 2,890,283 CAPITAL IMPROVEMENT Five -Year CIP Table of Contents Page No. Capital Improvement Program Overview....................................................................................... 0 CIP Summaries 2017-18 Capital Budget Summary................................................................................................... 0 Five -Year CIP Summary Listing by Type of Project......................................................................... 0 2017-18 Capital Projects Program Funding..................................................................................... 0 Five -Year CIP Summary Listing of Revenue & Expenditures by Fund .......................................... 0 Beautification & Landscanin Citywide Median Turf Removal - Design, B0014................................................................................. 0 2017-18 Citywide Major Thoroughfare Median Turf Removal -................................................... 0 Magic Mountain Parkway - Design and Construction B0015.......................................................... 0 Orchard Village Road Median Turf Removal - Construction, B1015 ................................................ 0 Creekside Road Raised Crosswalk - Design and Construction, 81017 ............................................. 0 Public Art Program - Canyon Country, B3010.................................................................. ... 0 ............... Soledad Canyon Road Utility Undergrounding - Design, B3015 ....................................................... 0 Circulation Intelligent Transportation System (ITS) Phase V - Construction, C0048 ....................................... 0 2015-16 Median Modification - Copper Hill/Copperstone, McBean/Summerhill, and Soledad Canyon/Gailxy - Construction, C0049.................................................................................. 0 Battery Replacement Program for Traffic Signal - Battery Backup Systems - Construction, C0050................................................................................. 0 2017-18 Circulation Improvement Program Copper Hill at Calex and Bouquet Canyon at Wellston - Construction, C0051 .............................. 0 Intelligent Transportation Systems (ITS) Phase VII - Design, C0052 .............................................. 0 2017-18 Intersection Improvement Program - Valencia Blvd/Magic Mountain Pkwy & McBean Pkwy/ Town Cen ter - Construction, C1013.................................................................... 0 Soledad Canyon Road/Ruether Avenue Median Improvements - Construction, C3017 .............. 0 2017-18 Highway Safety Improvement Program - Signal Modification - Soledad Canyon Road - Design, C3019................................................................................................ 0 Intersection Modifications and Advance Flasher Removals - Soledad Canyon Road and Langside Avenue - Construction, C3020 ............................................... 0 Seco Canyon Road/ Garzota Drive - Signal Modification - Construction, C4014 ........................... 0 Intelligent Transportation System (ITS) Phase IV, 10009................................................................ 0 Facilities & Buildings Valencia Library Parking Lot - Public Art, F1020............................................................................... 0 Transit Maintenance Facility (TMF) Roof Repair/Replacement For Administrative Building - Design and Construction, F1022 ...................................................... 0 Five -Year CIP Table of Contents Page No. Facilities & Buildinas - Continued Old Town Newhall Parking Structure - Construction, F2010............................................................ 0 Canyon Country Community Center - Design, F3020........................................................................ 0 Santa Clarita Valley Sheriff s Station - Design, F3023................................................................... 0 Saugus Library & Community Center - Design, F4003....................................................................... 0 Maintenance 2014-15 Bridge Preventive Maintenance - Construction, M0101 .................................................... 0 2016-17 Overlay & Slurry Seal Program - Construction, M0115 .................................................. 0 2016-17 Sidewalk Replacement Program - Construction, M0116 ................................................ 0 ADA Improvements (CDBG), M0120.................................................................................................... 0 Citywide Guardrail Project (HSIP) - Design, M0121........................................................................... 0 2017-18 Annual Thermoplastic Lane Striping - Construction, M0122 ......................................... 0 Recreation Buildings HVAC Replacement Program - Construction, M0123 ................................ 0 2017-18 Overlay & Slurry Seal Program - Design and Construction, M0124 ................................. 0 2017-18 Annual Sidewalk Repair Program - Design and Construction, M0125 ............................ 0 2017-18 Annual Sport Court Resurfacing - West Creek Park & Creekview Park - Construction, M0126............................................................. 0 2016-17 Paseo Bridge Maintenance Program - Construction, M1020 ............................................. 0 2016-17 Paseo Bridge Painting Program - Construction, M1021 .................................................... 0 City Hall Refurbishment - Phase II (B) - Construction, M1022......................................................... 0 Corporate Yard Air Conditioning Upgrades - Phase II - Construction, M1023 ............................... 0 Transit Maintenance Facility (TMF) ADA Access Doors In Building A - Construction, M1024.................................................................................................. 0 Valencia Library Carpet Replacement - Construction, M1025.......................................................... 0 Newhall Community Center Gym/Boxing Room Lighting - Construction, M2009 ....................... 0 Roof Replacements at Newhall Park Recreation Building - Construction, M2011 ........................ 0 Aquatics Facilities - Lighting and Electrical Rehabilitation, Phase II - Construction, M3030 ...... 0 Skate Park Expansion joints - Construction, M3031.......................................................................... 0 North Oaks Park Swimming Pool Surge Pit - Construction, M3032 ................................................. 0 2017-18 Annual Rubberized Playground Surface Replacement - David March Park - Design and Construction, M4013..................................................................... 0 Parks Universal Playground Demonstration Park - CDBG, P0099.............................................................. 0 Valencia Glen Park Swings Play Area - Design and Construction, P1009 ........................................ 0 2017-18 Annual Play Area Shade Program - Almendra Park -Design and Construction, P1010...................................................................... Mountain View Park Play Area & Shade Structure - Construction, P4017 ..................................... 0 Five -Year CIP Table of Contents Page No. Resource Management & Conservation Irrigation Master Valve & Flow Sensor Phase I - Construction, R0018 .......................................... 0 2017-18 Annual Arundo & Tamarisk Removal and Resprout Management, Environmental & Construction, R0019............................................................................................... 0 2017-18 Citywide Reforestation Program - Construction, R0020 .................................................... 0 Canyon Country Community Center Regional Infiltration Best Management Practice (BMP) - Design and Construction, R3007 ........................................... 0 Design of Regional Best Management Practices (BMP's) and Design/Pilot Residential LID - Design, R3008............................................................................ 0 Streets & Bridges Newhall Ranch Road Bridge Widening Over The San Francisquito Creek, Construction, 51039.............................................................................................................................. 0 McBean Parkway Pedestrian Bridge Replacement - Construction, S1043 ................................... 0 2016-17 Paseo Bridge Replacement Program - Arroyo Parkway - Construction, 51044 ........ 0 McBean Parkway Realignment - Design, 51047............................................................................. 0 Dockweiler Drive/Lyons Avenue Extension - Environmental, 53023 ...................................... 0 Via Princessa Roadway Extension - Golden Valley Road to Rainbow Glen - Design, S3026 ........ 0 Sierra Highway at Golden Valley Road - Ped Bridge & Street Improvements, S3031 .................. 0 Via Princessa Park Development - Conceptual Design, S3036, . ........................................................ 0 Trails & Transit Sidewalk Gap Closures - Construction, T0046..................................................................................... 0 2017-18 Access Ramp Construction Program - Design and Construction, T0052 ........................ 0 Avenue Scott Trail Connection - Design and Construction, T1 017 .................................................... 0 Soledad Canyon Road/Golden Valley Road Bike Path, North - Design, T2007 ............................. 0 Sand Canyon Trail Design, Phases IV Through VI - Design, T3019 .................................................. 0 Vista Canyon Ranch Metrolink Station (Train) - Design, T3020 ...................................................... 0 Vista Canyon Regional Transit Center (Bus) - Construction, T3021 ................................................ 0 Sand Canyon Trail Phase V - Construction, T3022.............................................................................. 0 Haskell Canyon Open Space - Construction, T4005........................................................................ Unfunded Projects UnfundedList.......................................................................................................................................... 0 Capital Improvement Program Overview The 2017-18 Capital Improvement Program (CIP) Budget is a decision-making tool that provides the City Council, staff, and residents with an opportunity to identify and prioritize significant infrastructure needs for the community. Santa Clarita's CIP budget is a component of the annual budget process that addresses the City's short-term and long-term capital needs. As in previous years, the CIP budget includes potential capital projects that reflect the desires of the community, as well as projects that address operational and maintenance needs. As the budget process unfolds, the City Engineer analyzes each potential project in order to develop cost estimates for each project, while the City Treasurer reviews the City's financial position in order to determine potential revenues available to fund proposed projects. Once the fiscal analysis is completed by the City Treasurer, the Capital Budget Planning Team meets for further discussion and review of the proposed projects. Subsequent to these initial recommendations, staff forwards the recommended CIP Budget to the City Manager for presentation to the City Council for their review, consideration, and approval. Throughout this entire process, several key factors are utilized in prioritizing projects including: • Relation to goals and other significant development and/or planning efforts. • Projects previously budgeted in the City's Capital Improvement Program. • Projects that reduce ongoing operational costs. • Projects that have committed outside grant funds that are specifically tied to a particular proposal. The City of Santa Clarita finances its capital projects through a combination of revenues. The proposed resources that will be used to support the Fiscal Year 2017-18 Budget are outlined in the CIP Summaries section of this document. The proposed CIP consists of improvements and projects totaling $33,724,539 and is distributed among the following project categories: • Beautification & Landscaping $ 6,651,524 • Circulation 3,468,452 • Facilities & Buildings 2,323,519 • Maintenance 13,219,796 • Parks 917,025 • Resource Mgmt. & Conservation 3,010,000 • Streets & Bridges 2,784,875 • Trails & Transit 1.349.348 Total Program $33,724,539 Fiscal Year 2017-18 Capital Projects by Category ■ Neaiftratinn A I eudaanio.G ■ Circulation 4 WD r ra ilirip, W Ipiil Gnr, ■ Maintanarn ■ Pmks N Resource Management & Consrvation ■ Streets & Dddges aIra5&ire it CIP SUMMARIES 2017-18 Capital Budget Summary Beautification & Landscaping B0014 Citywide Median Turf Removal -Design B0015 2017-18 Citywide Major Thoroughfare Median Turf Removal - Magic Mountain Parkway - Design and Construction B1015 Orchard Village Road Median Turf Removal - Construction B1017 Creekside Road Raised Crosswalk - Design and Construction B3010 Public Art Program - Canyon Country B3015 Soledad Canyon Road Utility Undergrounding - Design Total Beautification & Landscaping: Circulation C0048 Intelligent Transportation System (ITS) Phase V - Construction C0049 2015-16 Median Modification - Copper Hill/Copperstone, McBean/Summerhill, and Soledad Canyon/Gailxy - Construction C0050 Battery Replacement Program for Traffic Signal - Battery Backup Systems - Construction C0051 2017-18 Circulation Improvement Program Copper Hill at Calex and Bouquet Canyon at Wellston - Construction C0052 Intelligent Transportation Systems (ITS) Phase VII -Design C1013 2017-18 Intersection Improvement Program - Valencia Blvd/Magic Mountain Pkwy & McBean Pkwy/ Town Center- Construction C3017 Soledad Canyon Road/ Ruether Avenue Median Improvements -Construction C3019 2017-18 Highway Safety Improvement Program - Signal Modification - Soledad Canyon Road - Design C3020 Intersection Modifications and Advance Flasher Removals - Soledad Canyon Road and Langside Avenue - Construction C4014 Seco Canyon Road/ Garzota Drive - Signal Modification - Construction I0009 Intelligent Transportation System (ITS) Phase IV Facilities & Buildings F1020 Valencia Library Parking Lot - Public Art F1022 Transit Maintenance Facility (TMF) Roof Repair/Replacement forAdministrative Building - Design and Construction F2010 Old Town Newhall Parking Structure - Construction F3020 Canyon Country Community Center - Design F3023 Santa Clarita Valley Sheriff s Station - Design F4003 Saugus Library & Community Center - Design Maintenance M0101 2014-15 Bridge Preventive Maintenance - Construction M0115 2016-17 Overlay & Slurry Seal Program -Construction Total Circulation: $ 32,000 1,900,000 4,099,524 350,000 30,000 240,000 6,651,524 1,929,304 278,400 100,000 80,000 431,198 80,000 77,250 51,000 130,000 211,300 100,000 3,468,452 25,000 822,179 700,000 210,340 316,000 250.000 Total Facilities & Buildings: 2,323,519 271,949 200,000 2017-18 Capital Budeet Summar Maintenance - Continued M0116 2016-17 Sidewalk Replacement Program - Construction 33,000 M0120 ADA Improvements (CDBG) 499,522 M0121 Citywide Guardrail Project (HSIP) - Design 186,500 M0122 2017-18 Annual Thermoplastic Lane Striping - Construction 100,000 M0123 Recreation Buildings HVAC Replacement Program - Construction 60,375 M0124 2017-18 Overlay & Slurry Seal Program - Design and Construction 10,000,000 M0125 2017-18 Annual Sidewalk Repair Program - Design and Construction 750,000 M0126 2017-18 Annual Sport Court Resurfacing - West Creek Park & Creekview Park - Construction 38,000 M1020 2016-17 Paseo Bridge Maintenance Program - Construction 150,000 M1021 2016-17 Paseo Bridge Painting Program - Construction 170,000 M1022 City Hall Refurbishment - Phase II (B) - Construction 74,300 M1023 Corporate Yard Air Conditioning Upgrades - Phase II - Construction 52,300 M1024 Transit Maintenance Facility (TMF) ADA Access Doors In Building A - Construction 27,500 M1025 Valencia Library Carpet Replacement - Construction 74,250 M2009 Newhall Community Center Gym/Boxing Room Lighting - Construction 56,100 M2011 Roof Replacements at Newhall Park Recreation Building - Construction 110,400 M3030 Aquatics Facilities - Lighting and Electrical Rehabilitation, Phase II - Construction 140,000 M3031 Skate Park Expansion Joints - Construction 50,600 M3032 North Oaks Park Swimming Pool Surge Pit - Construction 55,000 M4013 2017-18 Annual Rubberized Playground Surface Replacement - David March Park - Design and Construction 120,000 Total Maintenance: 13,219,796 Parks P0099 Universal Playground Demonstration Park - CDBG 450,000 P1009 Valencia Glen Park Swings Play Area - Design and Construction 42,025 P1010 2017-18 Annual Play Area Shade Program - Almendra Park - Design and Construction 75,000 P4017 Mountain View Park Play Area & Shade Structure - Construction 350,000 Total Parks: 917,025 Resource Management & Conservation R0018 Irrigation Master Valve & Flow Sensor Phase I - Construction 225,000 R0019 2017-18 Annual Arundo & Tamarisk Removal and Resprout Management Environmental & Construction 50,000 R0020 2017-18 Citywide Reforestation Program - Construction 175,000 R3007 Canyon Country Community Center Regional Infiltration Best Management Practice (BMP) - Design and Construction 1,560,000 R3008 Design of Regional Best Management Practices (BMP's) and Design/Pilot Residential LID - Design and Construction 1,000,000 Total Resource Management & Conservation: 3,010,000 2017-18 Capital Budget Summary Streets & Bridges 51039 Newhall Ranch Road Bridge Widening Over The San Francisquito Creek - Construction 1,000,000 51043 McBean Parkway Pedestrian Bridge Replacement - Construction 527,951 51044 2016-17 Paseo Bridge Replacement Program - Arroyo Parkway - Construction 500,000 51047 McBean Parkway Realignment - Design 56,600 53023 Dockweiler Drive/Lyons Avenue Extension - Environmental 50,324 53026 Via Princessa Roadway Extension - Golden Valley Road To Rainbow Glen - Design 100,000 53031 Sierra Highway At Golden Valley Road - Pedestrian Bridge and Street Improvements - Construction 300,000 53036 Via Princessa Park Development -Conceptual Design 250,000 Total Streets & Bridges: 2,784,875 Trails & Transit T0046 Sidewalk Gap Closures - Construction 261,250 T0052 2017-18 Access Ramp Construction Program - Design and Construction 50,000 T1017 Avenue Scott Trail Connection - Design and Construction 200,000 T2007 Soledad Canyon Road/Golden Valley Road Bike Path, North - Design 84,880 T3019 Sand Canyon Trail Design, Phases IV Through VI - Design 23,218 T3020 Vista Canyon Ranch Metrolink Station (Train) - Design 30,000 T3021 Vista Canyon Regional Transit Center (Bus) - Construction 400,000 T3022 Sand Canyon Trail Phase V - Construction 250,000 T4005 Haskell Canyon Open Space - Construction 50,000 Total Trails & Transit: $ 1,349,348 TOTAL FY 2017-18 CIP: $ 33,724,539 rA PC v 0 o O o It IT O o 0 0 0 0 -r CD e o M M O O --� ti O O O O O O •7 00 00 o0 o e o o c+ G1 01 �O �O ON 01 kn kn M M O O N V -+ MM M M M M T n c o O O O o a a r kn In O O j M M M O O O O O O tn b O O O ri M M C O O C7 C G .7 O O vi In u7 0 0 0 rri M M O O O O O O V7 In Vj O O O M M M 0 0 c� m *T W a a 0 O G W U O O O NN O G n 0 d 0 N o c o e v7 lr c c o CV N � 4 � C% O G C D O -r M M O Q C, V] 117 cl C. 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N N O eh IT LQ 00 00 O \0 \c 00 O O N \7 [ n O N N M 00 T 00 N O p N N M O S �t T m b N M 00 Vj PLO Li 0 z o o w \D M \� o k a C T O O N H N N .Nr .Nr N N N N to O w O CD O o 0 0 u H H H M F H H H H C7 16 bio 0 Q i A d V � Uu CO.I O � y Q C 40 � N O w is P.F. pNq o� 00 rn �jdwa U fi r H y a rA U A o a c U U U U U •� C ryn � C F. u , > W M ,my FY 2017-18 Capital Projects Proeram Funding FUND NUMBER FUNDING SOURCE AMOUNT "' ^" BUDGET 202 STP - Local $ 1,267,562 3.76% 203 CDBG 949,522 2.82% 229 Federal HBP Grant 647,789 1.92% 229 Federal HSIP Grant 642,960 1.91% 229 Federal Earmark Repurposing Grant 1,427,919 4.23% 230 Gas Tax 277,728 0.82% 232 AQMD 334,860 0.99% 233 TDA Article 8 8,028,041 23.80% 238 TDA Article 3 141,432 0.42% 260 Prop, C Local Return 405,493 1.20% 261 Prop. A Local Return 13,870 0.04% 262 Prop. A Park Bond 250,000 0.74% 264 Measure R Local Return 808,568 2.40% 265 Prop. C 25% Grant 2,106,279 6.25% 300 B&T Bouquet 84,880 0.25% 301 B&T Eastside 100,000 0.30% 302 B&T Via Princessa 50,324 0.15% 303 B&T Valencia 600,000 1.78% 305 Park Dedication 23,218 0.07% 306 Developer Fees 611,650 1.81% 309 Library Fund 74,250 0.22% 356 Storm Water Utility 2,560,000 7.59% 357 LMD Ad Valorem 425,983 1.26% 357 LMD Zone 2008-1 6,108,774 18.11% 357 LMD Zone Specific 2,031,993 6.03% 358 OSPD 50,000 0.15% 601 General Fund Capital 1,320,425 3.92% 700 Transit - FTA Grant 879,679 2.61% 723 Facilities Fund 1,501,340 4.45% Total FY 2017-18 CIP $ 33,724,539 100.00% 2017-18 Capital Improvement Program Funding Levels 9,000,000 8,000,000 7,000,000 — 6,000,000 5,000,000 4,000,000 - - - - - - - - - — 3,000,000 2,000,000 1,000,000AL 41%1,, Ilk PC GeaTGY� m � � % -Y 1. 0Ir %VrV �' @,G N h^ M �rW ps •PO4 mP 1� T L� •Pt t ;1 rir PT a� C V C pp M 1 C a� Q •� 4 W W O b A O; C T V M O O w P O N C O n Cli Ili O b b r vOi -1 N t+ N 'C °r. y b q hI b M b 0 0 o n m C U w o O o U n c m 0 0 p - - opo l"+ Vl Q� c w O� b OI OI O O N v Z N 01 b N O V tW c v O N III N b M 19 O M O O o � O n O r a e e 0 n a 0 r e v Q o vl o� r bin o rnoy o r q h d o 0 0 O O m of ryry a N N O r W W O b A O; C F O L^ 9 N y r C O OI ti -1 N N e 'C °r. 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The project includes removal of more than 219,000 square feet of median turf, median modifications, installation of updated irrigation systems, and drought tolerant landscaping This project supports the Santa Clarita 2020 theme of Community Beautification: complete the corridor and median beautification program and accomplishes state water reduction requirements. In response to the recent extreme drought and the subsequent executive order, the City has discontinued watering turf within medians throughout the City. In order to provide the benefit of well landscaped medians, it has become necessary to remove the turf at several locations Citywide, and replace it with landscaping and irrigation that requires less water. Project Status: In progress Department: Public Works Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 Environmental/NPDES 0 0 0 Design/ Pan Review 466,300 32,000 0 Right -of -Way 0 0 0 Public Art 0 0 0 Construction 0 0 0 Inspection & Admin 0 0 0 Contingency 0 0 0 Total Costs: $466,300 $32,000 $0 Project Funding: 2020-21 2021-22 Total Funding Source(s): Prior Years 2017-18 2018-19 LIVID Zone 2008-1 466.300 32,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 Total Costs: $466,300 $32,000 $0 Impact on Operations: None Project Supervisor: Damon Letz 2019-20 2020-21 2021-22 Total 0 0 0 0 0 0 0 498,,300 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $0 $0 $498,300 2019-20 2020-21 2021-22 Total 0 0 0 498.300 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $0 $0 $498,300 2017-18 CITYWIDE MAJOR THOROUGHFARE MEDIAN TURF Project Number: B0015 REMOVAL - MAGIC MOUNTAIN PARKWAY - DESIGN AND CONSTRUCTION Project Location: Magic Mountain Parkway, six medians between Avignon Drive and Bouquet Canyon Road. r PNOJECTLOCATION. 1 Description: This project will remove existing median turf and replace it with plant material that requires significantly less water, replace the aging spray -head irrigation system with more durable and efficient irrigation systems, make provisions to use recycled water when it becomes available, and replace damaged and missing trees. .Justification: This project is part of the multi-year Citywide Major Thoroughfare Median Turf Removal Program. It is also one facet of an overall program to improve our water management infrastructure, while keeping the City's public areas well -landscaped. This project supports the Santa Clarita 2020 theme of Community Beautification: complete corridor and median beautification program, and meets state water reduction requirements. Project Status: Approved Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 0 0 0 0 0 0 Design/ Pan Review 0 25,000 25,000 25,000 25,000 25,000 125,000 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 1,405,500 2,290,000 2,290,000 2,290,000 2,290,000 10,565,500 Inspection & Admin 0 197,500 300,000 300,000 300,000 300,000 1,397,500 Contingency 0 272,000 450,000 450,000 450,000 450,000 2,072,000 Total Costs: $0 $1,900,000 $3,065,000 $3,065,000 $3,065,000 $3,065,000 $14,160,000 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total LIVID Zone 2008-1 0 1,900,000 3,065,000 3,065,000 3,065,000 3,065,000 14,160,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $1,900,000 $3,065,000 $3,065,000 $3,065,000 $3,065,000 $14,160,000 Impact on Operations: None ORCHARD VILLAGE ROAD MEDIAN TURF REMOVAL - Project Number: B1015 CONSTRUCTION Proiect Location: Orchard Village Road from Lyon Avenue to Wiley Canyon Road. ■■ Lim• ~� 77t }}� - � is ! _ :� a4: •• � • � g ,,,rs � °.�scs^. ,y yZ.+� 1'--a- ll, •. L .' ' .i q `�'�\� Jar-� +} k WAX "'a4' pig±• j�i•`�,,.a• • �� n { „� ` , w?"a , t L1'D k F tx s}7 `tL !`� Y 4 •�- �`g PROJECT LOCATION. Description: The existing medians on Orchard Village Road consist of three acres of turf grass that require significant amounts of water to remain healthy and attractive. This project will remove the existing turf, replace it with a new landscape pallet, and install appropriate irrigation. This project supports the Santa Clarita 2020 theme of Community Beautification: complete the corridor and median beautification program and meets state water reduction requirements. Justification: In response to the extreme drought and the subsequent executive order, the City has discontinued watering turf within medians throughout the City and the turf in these medians has died. In order to provide the benefit of well landscaped medians, it is now necessary to remove the turf and replace it with landscaping that requires less water. Project Status: In progress Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 0 0 0 0 0 0 Design/ Pan Review 291,640 0 0 0 0 0 291,640 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 3,330,021 0 0 0 0 3,330,021 Inspection & Admin 0 270,000 0 0 0 0 270,000 Contingency 0 499,503 0 0 0 0 499,503 Total Costs: $291,640 $4,099,524 $0 $0 $0 $0 $4,391,164 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total LMD Zone 2008-1 291,640 4,099,524 0 0 0 0 4,391,164 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $291,640 $4,099,524 $0 $0 $0 $0 $4,391.164 Impact on Operations: None CREEKSIDE ROAD RAISED CROSSWALK - DESIGN AND CONSTRUCTION Proiect Location: Creekside Road between Valencia Boulevard and Auto Center Drive. Description: Project Number: B1017 0 aro Cr o e 4R, ?sa,�n /C �v � 44 C) tJNT�tI/U [n7 Ro VALENCIA 24300 1 BLACKER HOUSE CT Q PROJECT LOCATION: This project will construct raised crosswalks and medians at the existing crosswalks (3 locations) on Creekside Road. Justification: This project supports the Santa Clarita 2020 themes of Building & Creating Community and Community Beautification. The construction of the raised/landscaped medians and crosswalks will help to reduce traffic speeds and volumes making the area safer and more conducive to pedestrian flow. This project aligns with the corridor and median beautification program for the funding strategy to ensure safe paths of travel along City sidewalks and access ramps, and Community Beautification and is supported by the Santa Clarita Valley Auto Dealers Association. Project Status: Proposed Department: Neighborhood Services Project Supervisor: Kevin Tonoian Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 4,000 0 0 0 0 4,000 Design/ Pan Review 0 25,000 0 0 0 0 25,000 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 261,000 0 0 0 0 261,000 Inspection & Admin 0 30,000 0 0 0 0 30,000 Contingency 0 30,000 0 0 0 0 30,000 Total Costs: $0 $350,000 $0 $0 $0 $0 $350,000 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total LMD Zone 18 VTC Tourney 0 350.000 0 0 0 0 350.000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $350,000 $0 $0 $0 $0 $350,000 Impact on Operations: None. PUBLIC ART PROGRAM - CANYON COUNTRY Proiect Location: Fair Oaks Park in Canyon Country community. Canyon Country Project Number: B3010 E i4l l ' PROJECT LOCATION, CANYON COUNTRY Description: The Arts Master Plan has been developed and this project will install a public art piece in the Canyon Country area. The Special Public Art Ad -Hoc Committee recommended the funding be used to create a public art program at Fair Oaks Park. Justification: The 1972 Act funds allow for the construction and maintenance of ornamental structures, and the City has embarked on an Arts in Public Places Program installing art pieces in public places Installation of public art beautifies and enriches the community. Project Status: Proposed Project Cost Estimate ($): Expenditure/Expenditure/ Category: Prior Years Environmental/NPDES 0 Design/ Pan Review 0 Right -of -Way 0 Public Art 0 Construction 0 Inspection & Admin 0 Contingency 0 Total Costs: $0 Project Funding: 0 Funding Source(s): Prior Years LIVID T -65B Fair Oaks Pk 0 0 0 0 0 0 0 30,000 0 Priority Unfunded 0 Total Costs: $0 Impact on Operations: None. Department: Recreation, Community Services, Arts & Open Space Project Supervisor: Phil Lantis 2017-18 2018-19 2019-20 2020-21 2021-22 Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 30,000 0 0 0 0 30,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $30,000 $0 $0 $0 $0 $30,000 2017-18 2018-19 2019-20 2020-21 2021-22 Total 30.000 0 0 0 0 30,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $30,000 $0 $0 $0 $0 $30,000 SOLEDAD CANYON ROAD UTILITY UNDERGROUNDING - Project Number: B3015 DESIGN Project Location: Soledad Canyon Road between Bouquet Canyon Road to Valley Center Drive IA 57, � � •^r+' mono ?RO.iECT LOCATION. f6 Description: This effort will provide engineering and design to relocate the existing overhead utility lines. The goal of this project is to mitigate the visual blight created by overhead utilities, with a focus on well travelled corridors. The initial effort will develop engineering and design plans in coordination with Southern California Edison for the first segment - Soledad Canyon Road from Bouquet Canyon Road to Valley Center Drive. This project supports the Santa Clarita 2020 theme of Community Beautification. Justification: This project will meet the community beautification efforts of the City to create and maintain an aesthetically and visually pleasing community. Project Status: In progress Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 0 0 0 0 0 0 Design/ Pan Review 60,000 240 000 0 0 0 0 300.000 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 0 0 0 0 0 0 Inspection & Admin 0 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 0 Total Costs: $60,000 $240,000 $0 $0 $0 $0 $300,000 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Developer Fees 60.000 240,000 0 0 0 0 300,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $60,000 $240,000 $0 $0 $0 $0 $300,000 Impact on Operations: None CIRCULATION INTELLIGENT TRANSPORTATION SYSTEM (ITS) Project Number: C0048 PHASE V - CONSTRUCTION Proiect Location: Citywide Egrylq Clgfllq � •til t._ J' r' j PROJECT LOCATION: CITYWIDE a.nvm..h Description: Currently in design, this project will integrate the Traffic Management Center (TMC), upgrading controllers and hardware along 12 corridors with 101 traffic signals to the newly installed adaptive traffic signal performance measurement system implemented during Phase IV. The project will also deploy automated count stations at 51 locations in the City. Justification: The City has taken a proactive stance on congestion management due to heavy growth and the increasing cut -through traffic across the City. The establishment of a continuous traffic signal communication and adaptive signal system, will improve traffic circulation, leading to reduced congestion and pollution. This project supports the Santa Clarita 2020 theme of Building and Creating Community: Next generation strategy for the -traffic signal system. Project Status: In progress Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 100 0 0 0 0 0 100 Design/ Pan Review 253,535 0 0 0 0 0 253,535 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 1,679,304 0 0 0 0 1,679,304 Inspection & Admin 0 100,000 0 0 0 0 100,000 Contingency 0 150,000 0 0 0 0 150,000 Total Costs: $253,635 $1,929,304 $0 $0 $0 $0 $2,182,939 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total AB2766 - AQMD 0 202,430 0 0 0 0 202,430 Prop. C Local Return 63,409 279,896 0 0 0 0 343,305 Prop. C 25% Grant 190,226 1,446,978 0 0 0 0 1,637,204 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $253,635 $1,929,304 $0 $0 $0 $0 $2,182,939 Impact on Operations: None 2015-16 MEDIAN MODIFICATION - COPPER HILL/COPPERSTONE, Project Number: C0049 MCBEAN/SUMMERHILL, AND SOLEDAD CANYON/GAILXY - CONSTRUCTION Proiect Location: Copper Hill Drive at Copperstone Drive, McBean Parkway at Summerhill Lane, and Soledad Canyon Road at Gailxy Avenue. Description: Justification: 9 let +dam y7r' _yL .� ..+t vi'-`.m�. ' "n e.er H�� • r �� PROJECT LOCATION: This construction -only project addresses circulation concerns identified in the design phase of the 2015-16 Median Modification, project C0047. This project will address circulation concerns by modifying the raised concrete medians at three locations: Copper Hill Drive at Copperstone Drive, McBean Parkway at Summerhill Lane, and Soledad Canyon Road at Gailxy Avenue. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. The City dedicates a portion of its Capital improvement Program budget for this project. The annual commitment improves traffic circulation by addressing necessary modifications to raised medians where traffic flow is impeded by left -turning vehicles or where other circulation concerns exist. Project Status: In progress Department: Public Works Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 Environmental/NPDES 0 0 0 Design/ Pan Review 0 0 0 Right -of -Way 0 0 0 Public Art 0 0 0 Construction 0 222,720 0 Inspection & Admin 0 27,840 0 Contingency 0 27,840 0 Total Costs: $0 $278,400 $0 Project Funding: 2020-21 2021-22 Total Funding Source(s): Prior Years 2017-18 2018-19 Federal HSIP Grant 0 204,660 0 Developer Fees 0 9,000 0 General Fund - Capital 0 64,740 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 Total Costs: $0 $278,400 $0 Impact on Operations: None Project Supervisor: Damon Letz 2019-20 2020-21 2021-22 Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 222,720 0 0 0 27,840 0 0 0 27,840 $0 $0 $0 $278,400 2019-20 2020-21 2021-22 Total 0 0 0 204,660 0 0 0 9,000 0 0 0 64,740 0 0 0 0 0 0 0 0 0 0 0 0 $0 $0 $0 $278,400 BATTERY REPLACEMENT PROGRAM FOR TRAFFIC Project Number: C0050 SIGNAL - BATTERY BACKUP SYSTEMS - CONSTRUCTION Proiect Location: Citywide Description: Justification: jP L 4 / _ s �r r8 per, S�.ariWC'sCt_arll� �_`'-w ��1i. � ' S.a � I• j� PROJECT LOCATION: CITYWIDE N�.Vy Based on manufacturer specifications and historical performance, the City established a five-year maintenance program to replace the batteries on signalized intersections equipped with a Battery Backup System. This maintenance program will replace 452 batteries installed in 2013 which will have reached their service life. The total quantity also includes eight spare units to replace malfunctioning equipment immediately and reduce down time if needed. There are Battery Backup Systems at 111 signalized intersections throughout the City. By 2018, the batteries in these systems will have surpassed or are near their life expectancy and need to be replaced. Battery Backup Systems provide reliable emergency power to traffic signals in the event of power failures or interruptions. By providing emergency power, a traffic signal can continue to operate and clear stopped vehicles from railroad tracks. In addition, pedestrians may continue to safely utilize crosswalks within the signalized intersection. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Project Status: Proposed Project Cost Estimate ($): Expenditure/ Category: Prior Years Environmental/NPDES 0 Design/ Pan Review 0 Right -of -Way 0 Public Art 0 Construction 0 Inspection & Admin 0 Contingency 0 Total Costs: $0 Project Funding: 0 Funding Source(s): Prior Years TDA Article 8 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 Total Costs: $0 Impact on Operations: None Department: Public Works Project Supervisor: Gus Pivetti 2017-18 2018-19 2019-20 2020-21 2021-22 Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 100,000 0 0 0 0 100,000 0 0 0 0 0 0 0 0 0 0 0 0 $100,000 $0 $0 $0 $0 $100,000 2017-18 2018-19 2019-20 2020-21 2021-22 Total 100.000 0 0 0 0 100,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $100,000 $0 $0 $0 $0 $100,000 2017-18 CIRCULATION IMPROVEMENT PROGRAM Project Number: C0051 COPPER HILL AT CALEX AND BOUQUET CANYON AT WELLSTON - CONSTRUCTION Proiect Location: Copper Hill Drive at Calex Drive and Bouquet Canyon Road at Wellston Drive Description This project will modify the existing traffic signal operation to include a protected left -turn phasing and upgrade the signal infrastructure by installing new signal housings and wiring. Justification: Each year the City dedicates a portion of its Capital Improvement Program to improve traffic circulation by making necessary modifications to either mitigate anticipated changes in traffic flow, or improve traffic flow where circulation concerns exist. The proposed improvements would make a significant improvement on traffic circulation at this location. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Public Works Project Supervisor: Gus Pivetti Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 0 0 0 0 0 0 Design/ Pan Review 0 0 0 0 i t� i ••:''. -- - ""°" ��. i .,.,,tet • `•ir �An Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 65,000 0 0 0 0 65,000 Inspection & Admin 0 PROJECTLOCATION: O 0 0 0 0 5,000 Contingency 0 10,000 This project will modify the existing traffic signal operation to include a protected left -turn phasing and upgrade the signal infrastructure by installing new signal housings and wiring. Justification: Each year the City dedicates a portion of its Capital Improvement Program to improve traffic circulation by making necessary modifications to either mitigate anticipated changes in traffic flow, or improve traffic flow where circulation concerns exist. The proposed improvements would make a significant improvement on traffic circulation at this location. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Public Works Project Supervisor: Gus Pivetti Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 0 0 0 0 0 0 Design/ Pan Review 0 0 0 0 0 0 0 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 65,000 0 0 0 0 65,000 Inspection & Admin 0 5,000 0 0 0 0 5,000 Contingency 0 10,000 0 0 0 0 10,000 Total Costs: $0 $80,000 $0 $0 $0 $0 $80,000 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total TDA Article 8 0 80.000 0 0 0 0 80,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $80,000 $0 $0 $0 $0 $80,000 Impact on Operations: None INTELLIGENT TRANSPORTATION SYSTEMS (ITS) PHASE VII - DESIGN Project Location: Citywide Project Number: 00052 L; i PROJECT LOC N : CITYWIDE Description: This project will design fiber optic wiring at locations where gaps in the wiring currently exist. The project will create a continuous communication system, bicycle detection at selected intersections, and upgrade traffic controllers to expand the City's ability to actively manage traffic. Justification: The City has taken a proactive stance on congestion management due to heavy growth and increasing cut - through traffic -across the City. The establishment of a continuous traffic signal communication through the installation of fiber cable, deploying bicycle detection, and connected corridors, will improve traffic circulation, leading to reduced congestion and reduced pollution. This project supports the Santa Clarita 2020 theme of Building and Creating Community: Next generation strategy for the traffic signal system. Project Status: Approved Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 0 0 0 0 0 0 Design/ Pan Review 0 402,000 0 0 0 0 402,000 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 0 1,901,730 0 0 0 1,901,730 Inspection & Admin 0 29,198 164,007 0 0 0 193,205 Contingency 0 0 190,173 0 0 0 190,173 Total Costs: $0 $431,198 $2,255,910 $0 $0 $0 $2,687,108 Project Funding: Funding SourceLL. Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Prop. C Local Return 0 90,552 473,740 0 0 0 564.292 Prop. C 25%Grant 0 340,646 1,782,170 0 0 0 2,122.816 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $431,198 $2,255,910 $0 $0 $0 $2,687,108 Impact on Operations: None 2017-18 INTERSECTION IMPROVEMENT PROGRAM - VALENCIA Project Number: C1013 BLVD/MAGIC MOUNTAIN PKWY & MCBEAN PKWY/TOWN CENTER - CONSTRUCTION Project Location: Valencia Boulevard at Magic Mountain Parkway and McBean Parkway at Town Center Drive. o ex` 'Spx orx �� c �1' g Description: This annual project will upgrade the existing traffic signal equipment by installing new underground wiring to prevent signal malfunctions. This project will also revitalize the old and faded signal heads by installing new vehicular and pedestrian signal housing infrastructure. Justification: These locations experience service interruptions on rainy and windy days due to the age of the existing facilities, causing severe traffic flow interruptions at these intersections. Upgrading the infrastructure will revitalize signal facilities and minimize malfunctions. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Project Status:- Proposed Department: Public Works Project Supervisor: Gus Pivetti Project Cost Estimate ($): Expenditure/ Category: Prior Years - 2018-19 r'�oa 2020-21 :i • Total 0 3 9 0 0 VALEMMA 0 0 Design/ Pan Review 0 0 0 0 0 CAW [ M4r 7j 14 iVT� �,. w• yv - 4 3 O 0 0 0 0 PROJECT LOCATION: 0 0 0 0 0 0 Description: This annual project will upgrade the existing traffic signal equipment by installing new underground wiring to prevent signal malfunctions. This project will also revitalize the old and faded signal heads by installing new vehicular and pedestrian signal housing infrastructure. Justification: These locations experience service interruptions on rainy and windy days due to the age of the existing facilities, causing severe traffic flow interruptions at these intersections. Upgrading the infrastructure will revitalize signal facilities and minimize malfunctions. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Project Status:- Proposed Department: Public Works Project Supervisor: Gus Pivetti Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 0 0 0 0 0 0 Design/ Pan Review 0 0 0 0 0 0 0 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 75,000 0 0 0 0 75,000 Inspection & Admin 0 5,000 0 0 0 0 5,000 Contingency 0 0 0 0 0 0 0 Total Costs: $0 $80,000 $0 $0 $0 $0 $80,000 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total TDA Article 8 0 80.000 0 0 0 0 80.000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $80,000 $0 $0 $0 $0 $80,000 Impact on Operations: None SOLEDAD CANYON ROAD/ RUETHER AVENUE MEDIAN IMPROVEMENTS - CONSTRUCTION Project Location: Soledad Canyon Road and Ruether Avenue Description: ox � s� v ~`ate �ox Project Number: C3017 Ba Wk tura ST $ cmnRCKsrx IT _SOLEMO Sr 9 � o T1 1M dLC=R1 S �srwr c PROJECT LOCATION. O To alleviate traffic issues, this project will modify the existing median and striping to accommodate two left - turn lanes on the west bound direction at Soledad Canyon Road and Ruether Avenue. This project will increase capacity and traffic flow at this intersection. Justification: This project supports the Community Beautification theme in the City's five-year strategic plan, Santa Clarita 2020. This project represents a one-time request to enhance both roadway safety and circulation improvements. The City has received a high volume of request to reduce the wait time caused by an increased volume in the left turn movement to Reuther Avenue. The proposed improvements will also allow better through -traffic movement on Soledad Canyon Road. Project Status: In progress Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 0 0 0 0 0 0 Design/ Pan Review 42,181 0 0 0 0 0 42,181 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 61,000 0 0 0 0 61,000 Inspection & Admin 0 10,000 0 0 0 0 10,000 Contingency 0 6,250 0 0 0 0 6,250 Total Costs: $42,181 $77,250 $0 $0 $0 $0 $119,431 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total LIVID Zone 2008-1 42.181 77.250 0 0 0 0 119,431 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $42,181 $77,250 $0 $0 $0 $0 $119,431 Impact on Operations: None 2017-18 HIGHWAY SAFETY IMPROVEMENT PROGRAM - Project Number: C3019 SIGNAL MODIFICATION - SOLEDAD CANYON ROAD - DESIGN Project Location: Soledad Canyon Road at the intersections of Oak Springs Canyon Road, Rue Entree, Flowerpark Drive, Poppy Meadow Street, and Shadow Pines Boulevard. w. PROJECTLOCAT/ON: 0 Description: This Highway Safety Improvement Program (HS !P' grant funded project will modify the existing signal traffic controls on Soledad Canyon Road at the above mentioned intersections to provide protected left - turn phasing for eastbound left -turn movements. The project will also upgrade the signal infrastructure by installing new signal housings and wiring. Justification: This project will improve traffic circulation by addressing necessary modifications to signals where traffic circulation concerns exist. This intersections meet the City's criteria to warrant consideration, and was awarded a grant to construct and upgrade the existing signal components. This project supports the Santa Ciarita 2020 theme of Sustaining Public infrastructure. Project Status: Approved Department: Public Works Project Supervisor: Gus Pivetti Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 �- 2019-20 2020-21 4 -w Total Environmental/NPDES 0 1,000 0 4 P � f 1 •�� 0 1,000 Design/ Pan Review 0 50,000 0 0 T3 0 50,000 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 w. PROJECTLOCAT/ON: 0 Description: This Highway Safety Improvement Program (HS !P' grant funded project will modify the existing signal traffic controls on Soledad Canyon Road at the above mentioned intersections to provide protected left - turn phasing for eastbound left -turn movements. The project will also upgrade the signal infrastructure by installing new signal housings and wiring. Justification: This project will improve traffic circulation by addressing necessary modifications to signals where traffic circulation concerns exist. This intersections meet the City's criteria to warrant consideration, and was awarded a grant to construct and upgrade the existing signal components. This project supports the Santa Ciarita 2020 theme of Sustaining Public infrastructure. Project Status: Approved Department: Public Works Project Supervisor: Gus Pivetti Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 1,000 0 0 0 0 1,000 Design/ Pan Review 0 50,000 0 0 0 0 50,000 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 0 375,000 0 0 0 375,000 Inspection & Admin 0 0 55,200 0 0 0 55,200 Contingency 0 0 38,500 0 0 0 38,500 Total Costs: $0 $51,000 $468,700 $0 $0 $0 $519,700 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Federal HSIP Grant 0 51.000 468.700 0 0 0 519.700 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $51,000 $468,700 $0 $0 $0 $519,700 Impact on Operations: None INTERSECTION MODIFICATIONS AND ADVANCE FLASHER Project Number: C3020 REMOVALS - SOLEDAD CANYON ROAD AND LANGSIDE AVENUE - CONSTRUCTION Prolect Location: Soledad Canyon Road/Langside Avenue Description: Justification Project Status u FAIRWEATHER '� S+ fL z DELIGHT ;' - ST J a ST 20300 a ..... Cp7- m z _ - m RD LIN A FAIRWEATHER DELIGHT a` 19500 � wev_eiwse sr Lplf ROCK. cc: �g(CL1,FF q. 'a D rc O LU LU J f' This project will remove two existing advance signal flashers (east and west approaches) and upgrade the existing traffic signal equipment by installing new conduits, pull boxes, wiring and signal housings. This project will prevent signal malfunctions due to existing deteriorated facilities. The two main signal mast arm poles servicing Soledad Canyon Road are not standard poles to support additional signal indications. Replacing the poles will allow for the installation of additional signal heads and improve signal visibility for motorists This location has advance flashing beacons approaching the intersection. Staff proposes these devices be removed to reduce maintenance and power cost. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Proposed Department: Public Works Project Supervisor: Gus Pivetti Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 CALLA wv qP �q q� S`L Cr0 �, Q- 'pqf 2 '�p OlWar 'AIEE CT � N92 0 '7 � 3 -V�Y4 SVHWPOOMVILLPL REI 9 Design/ Pan Review 0 CRS ARTM 0 0 a STIL CA Right -of -Way 0 0 0 0 0 0 0 Public Art GILBERT QR 0 p 0 0 0 Construction e� 100,000 0 0 O 0 100,000 Inspection & Admin 0 10,000 0 PRO✓ECTLOCAT/ON: 0 0 10,000 Contingency 0 20,000 0 0 0 This project will remove two existing advance signal flashers (east and west approaches) and upgrade the existing traffic signal equipment by installing new conduits, pull boxes, wiring and signal housings. This project will prevent signal malfunctions due to existing deteriorated facilities. The two main signal mast arm poles servicing Soledad Canyon Road are not standard poles to support additional signal indications. Replacing the poles will allow for the installation of additional signal heads and improve signal visibility for motorists This location has advance flashing beacons approaching the intersection. Staff proposes these devices be removed to reduce maintenance and power cost. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Proposed Department: Public Works Project Supervisor: Gus Pivetti Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 0 0 0 0 0 0 Design/ Pan Review 0 0 0 0 0 0 0 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 100,000 0 0 0 0 100,000 Inspection & Admin 0 10,000 0 0 0 0 10,000 Contingency 0 20,000 0 0 0 0 20,000 Total Costs: $0 $130,000 $0 $0 $0 $0 $130,000 Project Funding: FundingSource(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total TDA Article 8 0 130.000 0 0 0 0 130.000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $130,000 $0 $0 $0 $0 $130,000 Impact on Operations: None SECO CANYON ROAD/ GARZOTA DRIVE - SIGNAL MODIFICATION - CONSTRUCTION Project Location: Seco Canyon Road and Garzota Drive Description Project Number: 04014 This project will modify the existing signal traffic controls at Seco Canyon Road and Garzota Drive to provide a protected left -turn phase for northbound and southbound left -turn movements. Project will also upgrade the signal infrastructure by installing new signal housings and wiring. Justification: Each year, the City dedicates a portion of its Capital improvement Program budget to improve traffic circulation. This annual commitment improves traffic circulation by addressing necessary modifications to signals where traffic circulation concerns exist. The intersection meets the City's criteria to warrant consideration. The City was successful in securing a grant for these improvements and currently in the environmental approval phase. Project Status: In progress Department: Public Works Project Supervisor: Gus Pivetti Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 300 0 0 0 0 �/':�.•�A-'I � � x DR C a vino 0 a Uu1q,} 0 0 i, Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 � -y; .`fir ey�^. b+a. t t, •l v y j'= - 190,000 0 4 0 0 190,000 Inspection & Admin 0 10,500 r .c N 'C� urr F ; f � �� �• • „ �, • r b4` PROJECT L OCA TIO N: 0 ��,L �. g �g�Nb% 0 10,500 0 0 - 0 10,500 Total Costs: This project will modify the existing signal traffic controls at Seco Canyon Road and Garzota Drive to provide a protected left -turn phase for northbound and southbound left -turn movements. Project will also upgrade the signal infrastructure by installing new signal housings and wiring. Justification: Each year, the City dedicates a portion of its Capital improvement Program budget to improve traffic circulation. This annual commitment improves traffic circulation by addressing necessary modifications to signals where traffic circulation concerns exist. The intersection meets the City's criteria to warrant consideration. The City was successful in securing a grant for these improvements and currently in the environmental approval phase. Project Status: In progress Department: Public Works Project Supervisor: Gus Pivetti Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 300 0 0 0 0 300 Design/ Pan Review 0 0 0 0 0 0 0 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 190,000 0 0 0 0 190,000 Inspection & Admin 0 10,500 0 0 0 0 10,500 Contingency 0 10,500 0 0 0 0 10,500 Total Costs: $0 $211,300 $0 $0 $0 $0 $211,300 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Federal HSIP Grant 0 200,800 0 0 0 0 200,800 General Fund - Capital 0 10,500 0 0 0 0 10,500 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $211,300 $0 $0 $0 $0 $211,300 Impact on Operations: None INTELLIGENT TRANSPORTATION SYSTEM Project Number: 10009 (ITS) PHASE IV Project Location: Citywide E I 6 PROJECT LOCATION: CfTYWIOE Description: This project will design and install fiber optic wiring at locations where gaps in the Wring currently exist. The project will create a continuous communication system, an adaptive signal system, and additional system detection to expand the City's ability to actively manage traffic. This project supports the Santa Clarita 2020 theme of Building and Creating Community: Next generation strategy for the traffic signal system. Justification: The City has taken a proactive stance on congestion management due to heavy growth and the increasing cut -through traffic across the City. The project should result in an overall improvement in mobility, which would reduce costs associated with moving people and goods, pollution, and other congestion -related factors. Project Status: In progress Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Exoenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 100 0 0 0 0 0 100 Design/ Pan Review 700,000 0 0 0 0 0 700,000 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 2,800,000 0 0 0 0 0 2,800,000 Inspection & Admin 227,780 100,000 0 0 0 0 327,780 Contingency 0 0 0 0 0 0 0 Total Costs: $3,727,880 $100,000 $0 $0 $0 $0 $3,827,880 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Gas tax 100,000 0 0 0 0 0 100,000 AB 2766 -AQMD 464,854 22,300 0 0 0 0 487,154 ATC - Misc. Grant 5,459 0 0 0 0 0 5,459 Prop. C Local Return 244,482 35,045 0 0 0 0 279,527 Prop. C 25% Grant 2,873,085 42,655 0 0 0 0 2,915,740 General Fund - Capital 40,000 0 0 0 0 0 40,000 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $3,727,880 $100,000 $0 $0 $0 $0 $3,827,880 Impact on Operations: None City of SANTA CLARITA FACILITIES BUILDINGS VALENCIA LIBRARY PARKING LOT - PUBLIC ART Project Location: Valencia Library Parking Lot at 23743 Valencia Boulevard Description: Project Number: F1020 This project is to complete a public art piece near the Valencia Library. The Special Public Art Ad -Hoc Committee recommended the funding be used to move forward with the previously selected art piece "IMAGINE." Justification: The Valencia Library is located in a joint -use civic area shared by the Los Angeles County Superior Court, Santa Clarita Sheriff Station, and the Los Angeles County Building & Safety Department. The vision for the library improvements included the installation of a public art piece to beautify the library grounds and enrich the experience of visiting the library. This project supports the Santa Clarita 2020 theme of Building & Creating Community. Project Status: In progress Department: Recreation, Community Services, Arts and Open Space Project Supervisor: Rick Gould Project Cost Estimate ($): Expenditure/ Category: pro. s OR o. CP -'4_ or � d� : fibro �6'4 � p❑ ~ � n NrA/N rLw �?Evso� � 2020-21 2021-22 Ro ' Environmental/NPDES 5,000 0 0 0 0 0 0 ryR F VALENF.M -��'", i 50,000 0 .-Cr 0 ;tib xN P .• c �. .'� • dAL 50,000 Right -of -Way ._ z _ 0 �` d+y ° +ger ':. _ '•- r ., •r .r �: • '. F...�u.e PROJECT LOCAT/ON: O -s 0 This project is to complete a public art piece near the Valencia Library. The Special Public Art Ad -Hoc Committee recommended the funding be used to move forward with the previously selected art piece "IMAGINE." Justification: The Valencia Library is located in a joint -use civic area shared by the Los Angeles County Superior Court, Santa Clarita Sheriff Station, and the Los Angeles County Building & Safety Department. The vision for the library improvements included the installation of a public art piece to beautify the library grounds and enrich the experience of visiting the library. This project supports the Santa Clarita 2020 theme of Building & Creating Community. Project Status: In progress Department: Recreation, Community Services, Arts and Open Space Project Supervisor: Rick Gould Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 5,000 0 0 0 0 0 5,000 Design/ Pan Review 50,000 0 0 0 0 0 50,000 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 25,000 0 0 0 0 25,000 Construction 380,000 0 0 0 0 0 380,000 Inspection & Admin 8,333 0 0 0 0 0 8,333 Contingency 29,000 0 0 0 0 0 29,000 Total Costs: $472,333 $25,000 $0 $0 $0 $0 $497,333 Project Funding: Fundina Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Library Fund 24,800 0 0 0 0 0 24,800 General Fund - Capital 6,462 0 0 0 0 0 6,462 Facilities Fund 441,071 25,000 0 0 0 0 466,071 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $472,333 $25,000 $0 $0 $0 $0 $497,333 Impact on Operations: None TRANSIT MAINTENANCE FACILITY (TMF) ROOF REPAIR/ Project Number: F1022 REPLACEMENT FOR ADMINISTRATIVE BUILDING - DESIGN AND CONSTRUCTION Project Location: Transit Maintenance Facility - 28250 Constellation Road n a CAMN� OQ o AR'.E -- �. .ow - OrRb�- �..�• e/�e - f _ s PROJECT LOCATION. O Description: The roof of the Transit Maintenance Facility (TMF) buildings need to be replaced. This improvement will be completed in two phases. The administrative building will be done first, and in Phase II the maintenance building will be done. The project would consist of removing the existing roofing material, insulation, base plywood, and in some locations equipment such as heating ventilation and air conditioning units. The new roof will continue to comply with LEED design requirements. Over the years, leaks have been noticed inside the building during rain storms. City staff has attempted to Justification: address some of the issues temporarily by patching problem areas. A licensed contractor was hired to conduct a thermal scan of the roof and determine the amount of damage due to water that has leaked into the underlying insulation and base plywood. Multiple locations were found to be rotted beyond patching repair and may contain mold. The recommendation was to replace the entire roof. This project should not be deferred without risking further damage to the facility. Replacing the roof supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. The City was successful in securing a FTA grant and will seek additional grants for Phase II. Project Status: Approved Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 0 0 0 0 0 0 Design/ Pan Review 0 15,000 0 0 0 0 15,000 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 701,088 958.000 0 0 0 1,659,088 Inspection & Admin 0 18,000 0 0 0 0 18,000 Contingency 0 88,091 0 0 0 0 88,091 Total Costs: $0 $822,179 $958,000 $0 $0 $0 $1,780,179 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total FTA Grant 0 822,179 0 0 0 0 822,179 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 958.000 0 0 0 958,000 Total Costs: $0 $822,179 $958,000 $0 $0 $0 $1,780,179 Impact on Operations: None OLD TOWN NEWHALL PARKING STRUCTURE CONSTRUCTION Project Number: F2010 Project Location: Railroad Avenue and 9th Street Description: Justification: Project Status: This project consists of developing a six -level parking structure, including one subterranean level. The parking structure will provide approximately 372 parking stalls and an event area on the roof. This project supports the Santa Clarita 2020 theme of Enhancing Economic Vitality. This project is part of the City's Long Range Property Management Plan to develop a block of land in Old Town Newhall directly across from the Old Town Newhall Library. Construction of the parking structure is consistent with the Old Town Newhall Specific Plan and will encourage patrons to the area. In progress Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 o� 2020-21 2021-22 Total Environmental/NPDES 186,946 0 0 0 0 0 186,946 Design/ Pan Review tiro [ � h•Op V 0 0 0 600r Right -of -Way y.. 0 CA 0 0 0 0 Public Art 0 0 0 0 0 S AV 9 r ty �TgT Rrc g 0 0 0 `��u 0 g � x � •�4 700,000 ��.'.. 0 e _ ' sae N 6� IST 0 0 0 $ aUV . N Zn -y yl r 1,900,000 Total Costs: $15,656,117 $700,000 $0 0 K,P $0 O $16,356,117 Project Funding: PROJECT LOCATION: Funding Source(s): Prior Years This project consists of developing a six -level parking structure, including one subterranean level. The parking structure will provide approximately 372 parking stalls and an event area on the roof. This project supports the Santa Clarita 2020 theme of Enhancing Economic Vitality. This project is part of the City's Long Range Property Management Plan to develop a block of land in Old Town Newhall directly across from the Old Town Newhall Library. Construction of the parking structure is consistent with the Old Town Newhall Specific Plan and will encourage patrons to the area. In progress Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 186,946 0 0 0 0 0 186,946 Design/ Pan Review 811,375 0 0 0 0 0 811,375 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 10,497,447 0 0 0 0 0 10,497,447 Inspection & Admin 2,260,349 700,000 0 0 0 0 2,960,349 Contingency 1,900,000 0 0 0 0 0 1,900,000 Total Costs: $15,656,117 $700,000 $0 $0 $0 $0 $16,356,117 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Facilities Fund 15,655,117 700.000 0 0 0 0 16.355.117 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $15,655,117 $700,000 $0 $0 $0 $0 $16,355,117 Impact on Operations: None CANYON COUNTRY COMMUNITY CENTER - DESIGN Project Number: F3020 Proiect Location: Northeast Corner of Soledad Canyon Road and Sierra Highway sP , { �� ! e Y e 5n.$ ^ e,s., s � ���.i �� =� � 11� i �• f i� ' :f �_. ..... i '�N,r,,s�wp ��„�n� � � ±� < s 'r ` r 0.9 7 •�!! 1. -� 1�lis�.l:�1 PROJECTLOCATION O sm va. � l h ... •� L 6'�e 3 M Description: This project will provide for architectural and engineering services to design a community center in Canyon Country. Design will also include the civil design for the areas surrounding the building and off-site street improvements. This project supports the Santa Clarita 2020 theme of Building and Creating Community. Rebudget of funds are for design support and administration to complete the acquisition; and relocation services, environmental, architectural, civil, and landscape contracts. Justification: The City has long recognized the need for a permanent community center in Canyon Country. in 2012, the City demonstrated its commitment to address this need by constructing a temporary facility, while maintaining its vision to construct a permanent one. Project Status: In progress Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 456,160 0 0 0 0 0 456,160 Design/ Pan Review 1,619,335 0 0 0 0 0 1,619,335 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 0 0 0 0 0 0 Inspection & Admin 114,165 210,340 0 0 0 0 324,505 Contingency 0 0 0 0 0 0 0 Total Costs: $2,189,660 $210,340 $0 $0 $0 $0 $2,400,000 Project. Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Facilities Fund 2.189.660 210.340 0 0 0 0 2,400,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $2,189,660 $210,340 $0 $0 $0 $0 $2,400,000 Impact on Operations: None SANTA CLARITA VALLEY SHERIFF'S STATION - DESIGN Project Number: F3023 Prolect Location: 26201 Golden Valley Road �G Q 0 DOGE Ile Rb Pp ' Ma FP Pew r L7V PROJECT LOCATION: O � ysa Description: This project is a joint effort between the City of Santa Clarita and the Los Angeles County. It will provide for design of a new, centrally located, two-story 44,339 square foot Sheriffs Station with a 4,000 square foot vehicle maintenance facility, vehicle fueling island and helipad. Project includes off-site utility and road improvements. This project supports the Santa Clarita 2020 theme of Public Safety. Justification: The Santa Clarita Sheriff Station, located at 23740 Magic Mountain Parkway, was completed in 1972 (44 years ago) and is 25,100 square feet in size, plus a 6,360 service building. Since the time the station was built, the population of the Santa Clarita Valley has increased approximately six fold, from approximately 50,000 to 299,000. Given the age of the current station and the population growth of the Santa Clarita Valley, the station is undersized, obsolete, and not ideally located to effectively serve the entire City. It has been the mutual desire of City of Santa Clarita and County Supervisor Michael D. Antonovich to reach an agreement for the financing and construction of a new Sheriffs Station to replace the existing station. Project Status: In progress Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 1,252,793 0 0 0 0 0 1,252,793 Design/ Pan Review 4,431,207 316,000 0 0 0 0 4,747,207 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 0 34,500,000 0 0 0 34,500,000 Inspection & Admin 0 0 6,500,000 0 0 0 6,500,000 Contingency 0 0 4,000,000 0 0 0 4,000,000 Total Costs: $5,684,000 $316,000 $45,000,000 $0 $0 $0 $51,000,000 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Fed. Drug Forfeitures 361,050 0 0 0 0 0 361,050 State Drug Forfeitures 138,950 0 0 0 0 0 138,950 Developer Fees 1,000,000 0 0 0 0 0 1,000,000 Facilities Fund 4,184,000 316,000 0 0 0 0 4,500,000 0 0 0 0 0 0 0 Priority Unfunded 0 0 45,000,000 0 0 0 45,000,000 Total Costs: $5,684,000 $316,000 $45,000,000 $0 $0 $0 $51,000,000 Impact on Operations: None SAUGUS LIBRARY & COMMUNITY CENTER - DESIGN Project Number: F4003 Project Location: Not yet determined; project is currently in the site selection phase. Description: Justification: Saugus id -�'�, ( { r PAwECT LOCATION: Saugus r The Santa Clarita Public Library Facility Master (FM) Plan identified the need for an additional library in the City. The FM Plan and the community identified the center of Saugus as the ideal location. The design of the facility supports the Santa Clarita 2020 theme of Building and Creating Community. The FM Pian indicated the need for a library in Saugus. For operational and cost efficiency purposes, a one-story facility is highly desirable; yet a facility that allows for staff and other amenities may be considered. Project Status: In progress Department: Neighborhood Services Project Supervisor: Darren Hernandez Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 0 0 0 0 0 0 Design/ Pan Review 2,250,000 250.000 0 0 0 0 2,500,000 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 0 0 0 0 0 0 Inspection & Admin 0 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 0 Total Costs: $2,250,000 $250,000 $0 $0 $0 $0 $2,500,000 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Facilities Fund 2.250.000 250.000 0 0 0 0 2,500,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $2,250,000 $250,000 $0 $0 $0 $0 $2,500,000 Impact on Operations: None MAINTENANCE 2014-15 BRIDGE PREVENTIVE MAINTENANCE CONSTRUCTION Proiect Location: Citywide Project Number: M0101 l PROJECTLOCATION. CITYW/OE Description: This project will perform improvements to maintain the structural integrity of five roadway bridges, within the City of Santa Clarita, as identified in the Los Angeles County Bridge Preventative Maintenance Program Report. The bridges identified were Centurion Way over the Bouquet Canyon Channel; Urbandale over the Bouquet Canyon Channel; Sierra Highway over the Union Pacific Railroad; Valencia Boulevard over the south fork of the Santa Clara River, and Bouquet Canyon Road over the Santa Clara River. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Justification: The Bridge Preventative Maintenance Program is consistent with the City's commitment to address necessary repairs to maintain the integrity of the City's infrastructure. Making the necessary repairs will extend the useful life expectancy of the bridges. Project Status: In progress Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 0 0 0 0 0 0 Design/ Pan Review 44,000 0 0 0 0 0 44,000 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 271,949 0 0 0 0 271,949 Inspection & Admin 13,949 0 0 0 0 0 13,949 Contingency 0 0 0 0 0 0 0 Total Costs: $57,949 $271,949 $0 $0 $0 $0 $329,898 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Federal HBP Grant 44,264 247,789 0 0 0 0 292,053 Gas Tax 5,735 0 0 0 0 0 5,735 Developer Fees 7,950 6,050 0 0 0 0 14,000 General Fund - Capital 0 18,110 0 0 0 0 18,110 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $57,949 $271,949 $0 $0 $0 $0 $329,898 Impact on Operations: None 2016-17 OVERLAY & SLURRY SEAL PROGRAM CONSTRUCTION Project Location: Citywide Project Number: M0115 i Ir �J * i ti pipl "e`f -- � 8arita Ctallfa \ I ]� I PROJECT ROGATION : GITYWIOE &MEFM Description: The Annual Overlay and Slurry Seal Program reflects the City's commitment to sound pavement management of the roadway infrastructure by overlaying streets in need of attention. This program will focus on major roadways in the City. This project includes the design and construction of Overlay & Slurry Seal, the Pavement Management Update, and a Five -Year Pavement Preservation Program Update. The City's Five -Year Major Streets Overlay and Slurry Plan identifies a need of $22,900,000 annually in efforts to maintain a 67 Pavement Condition Index Rating of City's roads. Justification: Each year, the City dedicates a substantial portion of its capital budget to the Annual Overlay and Slurry Seal Program. This annual project strives to maintain the quality and viability of the City's street infrastructure and supports the Santa Clarita 2020 Theme: Sustaining Public Infrastructure. Project Status: In progress Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 60,000 0 0 0 0 0 60,000 Design/ Pan Review 500,000 0 0 0 0 0 500,000 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 7,529,700 0 0 0 0 0 7,529,700 Inspection & Admin 200,000 0 0 0 0 200,000 Contingency 800,000 0 0 0 0 0 800,000 Total Costs: $8,889,700 $200,000 $0 $0 $0 $0 $9,089,700 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Gas Tax 1,467,320 200-000 0 0 0 0 1,667,320 TDA Article 8 4,834,881 0 0 0 0 0 4,834,881 Measure R Local Return 2,587,499 0 0 0 0 0 2,587,499 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $8,889,700 $200,000 $0 $0 $0 $0 $9,089,700 Impact on Operations: None 2016-17 SIDEWALK REPLACEMENT PROGRAM Project Number: M0116 CONSTRUCTION Prolect Location: : t Citywide �, p 5 PROJECTGOCAT/ON: C/TYWIOE Description: This project will address necessary repairs to sidewalks damaged by tree roots and settlement. Repairs will be made at various locations throughout the City. Justification: The City is committed to monitoring its pedestrian passageways to ensure safe paths of travel. City sidewalk repairs are integral to the City's pavement management system and supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Project Status: In progress Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 75 0 0 0 0 0 75 Design/ Pan Review 10,450 0 0 0 0 0 10,450 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 582,000 0 0 0 0 0 582,000 Inspection & Admin 61,275 33,000 0 0 0 0 94,275 Contingency 63,200 0 0 0 0 0 63,200 Total Costs: $717,000 $33,000 $0 $0 $0 $0 $750,000 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total General Fund - Capital 717.000 33,000 0 0 0 0 750.000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $717,000 $33,000 $0 $0 $0 $0 $750,000 Impact on Operations: None ADA IMPROVEMENTS (CDBG) Project Location: Citywide Description: Justification: fid— Project Number: M0120 4- PROJECT LOCATION < C?YWIOE This project will provide for a review of City infrastructure to determine the unmet needs of the community and implement the necessary effort to help meet these needs. Each year the City dedicates a portion of its budget to meet the needs of the disabled in our community. This project will continue that effort by identifying and addressing those needs, in either facilities, or in the public right-of-way. Project Status: Proposed Department: Community Development Project Supervisor: Erin Lay Project Cost Estimate ($) Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 0 0 0 0 0 0 Design/ Pan Review 0 0 0 0 0 0 0 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 499,522 0 0 0 0 499,522 Inspection & Admin 0 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 0 Total Costs: $0 $499,522 $0 $0 $0 $0 $499,522 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total CDBG 0 499.522 0 0 0 0 499,522 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $499,522 $0 $0 $0 $0 $499,522 Impact on Operations: None CITYWIDE GUARDRAIL PROJECT - DESIGN Project Number: M0121 2017-18 HIGHWAY SAFETY IMPROVEMENT PROGRAM Project Location: Citywide A I& rep ebHm r' 'ii PROJECT LOCATION : cITYWIOE Mw Description: This Highway Safety Improvement Program (HSIP) grant funded project will upgrade existing guardrail and end treatments or impact absorbent devices at 30 locations Citywide, and relocate utility poles as necessary. Justification: This project will address necessary updates to existing guardrail and end treatments or impact absorbent devices, which are either damaged or standards are non-compliant, to meet the current acceptable Federal Highway Administration guidelines. The City was awarded a grant to design and upgrade the existing guardrails. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Project Status: Approved Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 1,500 0 0 0 0 1,500 Design/ Pan Review 0 150,000 0 0 0 0 150,000 Right -of -Way 0 35,000 0 0 0 0 35,000 Public Art 0 0 790,900 0 0 0 790,900 Construction 0 0 125,100 0 0 0 125,100 Inspection & Admin 0 0 80,000 0 0 0 80,000 Contingency 0 0 0 0 0 0 0 Total Costs: $0 $186,500 $996,000 $0 $0 $0 $1,182,500 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Fed HSIP Grant 0 186,500 996.000 0 0 0 1,182,500 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $186,500 $996,000 $0 $0 $0 $1,182,500 Impact on Operations: None 2017-18 ANNUAL THERMOPLASTIC LANE STRIPING Project Number: M0122 CONSTRUCTION Project Location: Citywide Descrintion: aw- PROJECT LOCATION; G?YW/OE This project is the second of a seven year program to refurbish deteriorated road pavement markers Citywide, remove Raised Pavement Markings (RPMs) from City roadways, and replace their nighttime effectiveness with thermoplastic paint. Pavement markings are used to convey messages to roadway users. They indicate which part of the road Justification: to use, provide information about conditions ahead, and indicate where passing is allowed. The Federal Highway Administration approved several types of pavement marking, however because of its high quality and durability staff recommends thermoplastic paint. It provides excellent reflection properties during the day, at night, and in wet conditions. Thermoplastic average life expectancy is seven years and application and maintenance is less time consuming compared with RPMs. This will also eliminate multiple long line pavement markers and have one marker system moving forward. This project supports the Santa Ciarita 2020 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Public Works Project Supervisor: Gus Pivetti Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 0 0 0 0 0 0 Design/ Pan Review 0 0 0 0 0 0 0 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 80,000 145,000 145,000 145,000 145,000 660,000 Inspection & Admin 0 10,000 15,000 15,000 15,000 15,000 70,000 Contingency 0 10,000 15,000 15,000 15,000 15,000 70,000 Total Costs: $0 $100,000 $175,000 $175,000 $175,000 $175,000 $800,000 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total TDA Article 8 0 100,000 0 0 0 0 100,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 175,000 175,000 175,000 175,000 700,000 Total Costs: $0 $100,000 $175,000 $175,000 $175,000 $175,000 $800,000 Impact on Operations: None RECREATION BUILDINGS HVAC REPLACEMENT PROGRAM - CONSTRUCTION Project Location: Newhall Park (24907 Newhall Avenue), Valencia Glen Park (23750 Via Gavola), and Valencia Meadows Park (25671 Fedala Road) Description: Project Number: M0123 .! �.1• iy 4 � � ' t.i.Y' � � a i .». -•�L'. - , _ 4't it cu • :,�:� M`�,✓•, Y'`ti. ''s •'�'!' H,!„`-� ` . t• .\tii �1+f�T�� Sy Y xr+�I� C,a'N;.I j•T��i } F .s a� �• u.y fy��• •mss `r�'"4+ '� ;.I rl .•• �:r� °S.:i'ri � ,' tip*.• �;-. •11.•-: f :wae_.� r f '"'•�,r 9 ti .Y lV :�:.• s �;•. � •+ter. •` � ....-��r t f :vI a� ��a � Y ��sy° itivuy. _,�..�---a�: V� PROJECT LOCAT/ON: O This project will replace 5 -ton HVAC units with new units, including compliance with 2010 Title 24 energy requirements. This project will address several of the 14 -year old units. Units generally have a 15 -year life cycle. Justification: The existing units are nearing the end of their useful life. Repairs are becoming more frequent with occasional system failures. New units are manufactured to comply with the latest Title 24 energy requirements, which increase overall efficiency, resulting in lower utility costs to the City. Recreation staff has expressed their concerns regarding the units' performance on the hottest days during summer camps. The units were identified as "Poor" on the Facility and Equipment Asset Management Report. Replacing the HVAC units supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 0 0 0 0 0 0 Design/ Pan Review 0 0 0 0 0 0 0 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 52,500 0 0 0 0 52,500 Inspection & Admin 0 5,250 0 0 0 0 5,250 Contingency 0 2,625 0 0 0 0 2,625 Total Costs: $0 $60,375 $0 $0 $0 $0 $60,375 Project Funding: Funding Source(s): Prior Years '2017-18 2018-19 2019-20 2020-21 2021-22 Total General Fund - Capital 0 60.375 0 0 0 0 60.375 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $60,375 $0 $0 $0 $0 $60,375 Impact on Operations: None 2017-18 OVERLAY & SLURRY SEAL PROGRAM Project Number: M0124 DESIGN AND CONSTRUCTION Proiect Location: Citywide PROJECT LOCA TION.- C/TYW/DE Description: The annual Overlay and Slurry Seal Program reflects the City's commitment to sound pavement management of the roadway infrastructure by overlaying streets in need of attention. This program will focus on major roadways in the City. The City's Five-year Major Streets Overlay and Slurry Plan identifies $22,900,000 is needed annually to maintain a 67 rating of the City's major roadways. This project calls for a two-year reservation of funds to create a larger federal program. Justification: Each year, the City dedicates a substantial portion of its capital budget to the Annual Overlay and Slurry Seal Program. This annual project strives to maintain the quality and viability of the City street infrastructure and supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure Project Status: Proposed Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 30,000 60,000 60,000 60,000 60,000 270,000 Design/ Pan Review 0 220,000 500,000 500,000 500,000 500,000 2,220,000 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 8,500,000 19,940,000 19,940,000 19,940,000 19,940,000 88,260,000 Inspection & Admin 0 450,000 900,000 900,000 900,000 900,000 4,050,000 Contingency 0 800,000 1,500,000 1,500,000 1,500,000 1,500,000 6,800,000 Total Costs: $0 $10,000,000 $22,900,000 $22,900,000 $22,900,000 $22,900,000 $101,600,000 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Gas Tax 0 77,728 0 0 0 0 77,728 STP -Local 0 1,267,562 0 0 0 0 1,267,562 TDA Article 8 0 7,226,791 0 0 0 0 7,226,791 Fed Earmark Grant 0 1,427,919 0 0 0 0 1,427,919 0 0 0 0 0 0 0 Priority Unfunded 0 0 22,900,000 22.900,000 22,900,000 22,900,000 91,600,000 Total Costs: $0 $10,000,000 $22,900,000 $22,900,000 $22,900,000 $22,900,000 $101,600,000 Impact on Operations: None 2017-18 ANNUAL SIDEWALK REPAIR PROGRAM DESIGN AND CONSTRUCTION Proiect Location: Citywide 61 Project Number: M0125 4 PROVECTLOCATYON: C/TYW/OE Description: The sidewalk repair program addresses necessary repairs to sidewalks and driveway approaches damaged by tree roots and pavement settlement. Repairs will be made at various locations throughout the City. Justification: The City is committed to monitoring its pedestrian passageways to ensure safe paths of travel. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Project Status: Proposed Project Cost Estimate ($): Expenditure/ Category: Prior Years Environmental/NPDES 0 Design/ Pan Review 0 Right -of -Way 0 Public Art 0 Construction 0 Inspection & Admin 0 Contingency 0 Total Costs: $0 Project Funding: 4,000 Funding Source(s): Prior Years Measure R Local Return 0 0 0 0 0 0 0 Priority Unfunded 0 Total Costs: $0 Impact on Operations: None Department: Public Works Project Supervisor: Damon Letz 2017-18 2018-19 2019-20 2020-21 2021-22 Total 0 0 0 0 0 0 5,000 4,000 4,000 4,000 0 17,000 0 0 0 0 0 0 0 0 0 0 0 0 603,000 316,000 316,000 316,000 0 1,551,000 67,000 40,000 40,000 40,000 0 187,000 75,000 40,000 40,000 40,000 0 195,000 $750,000 $400,000 $400,000 $400,000 $0 $1,950,000 2017-18 2018-19 2019-20 2020-21 2021-22 Total 750.000 0 0 0 0 750,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 400,000 400.000 400,000 0 1,200,000 $750,000 $400,000 $400,000 $400,000 $0 $1,950,000 2017-18 ANNUAL SPORT COURT RESURFACING - Project Number: M0126 WEST CREEK PARK & CREEKVIEW PARK - CONSTRUCTION Proiect Location: West Creek Park (24247 `tillage Circle) and Creekview Park (22200 Park Street) Description: { wR Lk 1}Yfi sir '•• •• F 4H,A ,� Is i i PROJECT LOCATION: O This project will remove and replace the textured court surfacing and striping of basketball courts at two parks. The sports courts to be resurfaced are West Creek and Creekview Parks basketball courts. Their combined surface is 10,358 square feet. Justification: The average life -expectancy of sports -court coatings in our City, taking into consideration the climate and usage volume, is five years. There are two parks with sports courts that need resurfacing, because the striping and body colors are faded and worn off the surface. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 0 0 0 0 0 0 Design/ Pan Review 0 0 0 0 0 0 0 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 30,000 0 0 0 0 30,000 Inspection & Admin 0 3,000 0 0 0 0 3,000 Contingency 0 5,000 0 0 0 0 5,000 Total Costs: $0 $38,000 $0 $0 $0 $0 $38,000 Project Funding: Fundinq Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total LMD Zone 28 Newhall 0 19,000 0 0 0 0 19,000 LMD T-77 West Creek Pk 0 19,000 0 0 0 0 19,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $38,000 $0 $0 $0 $0 $38,000 Impact on Operations: None 2016-17 PASEO BRIDGE MAINTENANCE PROGRAM Project Number: M1020 CONSTRUCTION Project Location: Valencia Community � Valencia u � PROJECTLOCArION: C__Ity Description: This project will address various necessary maintenance needs at the following paseo bridges: Valencia Boulevard, McBean Parkway at Valencia Town Center, McBean Parkway (south of Decoro Drive), Newhall Ranch Road, McBean Parkway at Sunset Hills. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Justification: This project strives to maintain the quality and viability of the paseo system bridges by repairing the bearing assemblies, replacing joint seals, and sealing the bridge deck. By dedicating a portion of the Capital Improvement Program budget to this effort, the City demonstrates its commitment to maintaining a safe and sound infrastructure. Project Status: In progress Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($) Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 0 0 0 0 0 0 Design/ Pan Review 10,000 0 0 0 0 0 10,000 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 120,000 0 0 0 0 120,000 Inspection & Admin 0 15,000 0 0 0 0 15,000 Contingency 0 15,000 0 0 0 0 15,000 Total Costs: $10,000 $150,000 $0 $0 $0 $0 $160,000 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total LMD T1 Ad Valorem 10,000 0 0 0 0 0 10,000 LMD 7, 19, T46, T47 0 112,500 0 0 0 0 112,500 LMD Zone 18 VTC Tourney 0 37,500 0 0 0 0 37,500 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $10,000 $150,000 $0 $0 $0 $0 $160,000 Impact on Operations: None 2016-17 PASEO BRIDGE PAINTING PROGRAM CONSTRUCTION Project Location: Valencia Community Project Number: M1021 i --'r.� Community-e.r�� `•rte ^u' pw _ PROJECT LOCATION: CenuuunHy Description: This project will paint several bridges within the City's paseo system to help keep them in good serviceable condition. The following bridges require cleaning, priming, and painting areas that have rust and peeling paint: Valencia Boulevard bridge, Hillsborough I, Decoro Drive (east of McBean Parkway), Newhall Ranch Road, McBean Parkway (south of Newhall Ranch Road), and McBean Parkway at Sunset Hills. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Justification: This project strives to maintain the quality and viability of the paseo system. Painting the bridges improves their aesthetic appearance, and provides added protection from the elements, thus extending their useful life expectancies. By dedicating a portion of the Capital Improvement Program budget to this project, the City demonstrates its commitment to maintaining a safe and sound infrastructure. Project Status: Project Cost Estimate ($): Expenditure/ Category: Environmental/NPDES Design/ Pan Review Right -of -Way Public Art Construction Inspection & Admin Contingency Total Costs: Project Funding: Funding Source(s): LMD T1 Ad Valorem LMD 7, 19, T46, T47 LMD Zone 18 VTC Tourney Priority Unfunded Total Costs: In progress Department: Public Works Project Supervisor: Damon Letz Prior Years 2017-18 0 0 15.000 0 0 0 0 0 0 136,000 0 17,000 0 17,000 $15,000 $170,000 Prior Years 2017-18 15.000 0 0 127,500 0 42,500 0 0 0 0 0 0 $15,000 $170,000 Impact on Operations: None 2018-19 2019-20 2020-21 2021-22 Total 0 0 0 0 0 0 0 0 0 15,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 136,000 0 0 0 0 17,000 0 0 0 0 17,000 $0 $0 $0 $0 $185,000 2018-19 2019-20 2020-21 2021-22 Total 0 0 0 0 15,000 0 0 0 0 127,500 0 0 0 0 42,500 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $0 $0 $0 $185,000 CITY HALL REFURBISHMENT - PHASE II (B) - CONSTRUCTION Project Location: City Hall (23920 Valencia Boulevard) Project Number: M1022 o � d ,- _ VALEM � 2 � "t GiuCHp '+Noel zaax zsuo-s. cr� .. c a a' a` Cr { cry .€ ! ES4� jc NG s 3" �•� g'e • i "-: "b}y. Y 4r/- 1 f pY z'al p �1 O c l A TE C4 PROJECT LOCATION. Description: This project is phase two of four carpet replacement throughout City Hall. This project will replace nearly 15,000 square feet of old broad loom carpet with new technology carpet tiles, addressing several areas of severely worn carpet flooring. Justification: The existing carpet is at least ten years old and is showing significant signs of despair. Replacing the carpet improves aesthetics, and supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Project Status: In progress Department: Public Works Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 Environmental/NPDES 0 0 0 Design/ Pan Review 45,000 0 0 Right -of -Way 0 0 0 Public Art 0 0 0 Construction 80,000 64,000 80,000 Inspection & Admin 0 3,900 0 Contingency 0 6,400 0 Total Costs: $125,000 $74,300 $80,000 Project Funding: 2020-21 2021-22 Total Funding Source(s): Prior Years 2017-18 2018-19 General Fund - Capital 125,000 74,300 0 0 0 0 0 0 0 0 0 0 0 0 0 80 000 0 0 0 Priority Unfunded 0 0 80.000 Total Costs: $125,000 $74,300 $80,000 Impact on Operations: None Project Supervisor: Cruz Caldera 2019-20 2020-21 2021-22 Total 0 0 0 0 0 0 0 45,000 0 0 0 0 0 0 0 0 80,000 0 0 304,000 0 0 0 3,900 0 0 0 6,400 $80,000 $0 $0 $359,300 2019-20 2020-21 2021-22 Total 0 0 0 ' 99,300 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 80 000 0 0 160,000 $80,000 $0 $0 $359,300 CORPORATE YARD AIR CONDITIONING UPGRADES - Project Number: M1023 PHASE II - CONSTRUCTION Proiect Location: City of Santa Clarita- Corporate Yard 25663 Avenue Stanford Description This is the second year of a two year project to replace the heating venting and air condition (HVAC) units at the Corporate Yard. The remaining four units over the offices located in the north building will be replaced with newer more efficient units Justification: The existing units are over 15 years old and at the end of their useful life, and do not meet the current 2017-18 United States Department of Energy Efficiency standards. Replacing the units before failure supports the 2020-21 Santa Clarita 2020 theme of Sustaining Public Infrastructure \ resources. n In progress � Public Works t Project Supervisor: 171 Project Cost Estimate r iR PO S 0 0 "ell f pL�Fy ��a�QPO M13& 5 0 Expenditure/ Cat®gory: ! 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 0 0 0 0 0 0 Design/ Pan Review 0 0 0 0 0 0 0 Right -of -Way n•r PRD✓ECT LOCAT/ON: O This is the second year of a two year project to replace the heating venting and air condition (HVAC) units at the Corporate Yard. The remaining four units over the offices located in the north building will be replaced with newer more efficient units Justification: The existing units are over 15 years old and at the end of their useful life, and do not meet the current 2017-18 United States Department of Energy Efficiency standards. Replacing the units before failure supports the 2020-21 Santa Clarita 2020 theme of Sustaining Public Infrastructure and helps reserve energy resources. Project Status: In progress Department: Public Works 0 Project Supervisor: Cruz Caldera Project Cost Estimate ($): 0 0 0 0 0 Expenditure/ Cat®gory: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 0 0 0 0 0 0 Design/ Pan Review 0 0 0 0 0 0 0 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 50,000 45,000 0 0 0 0 95,000 Inspection & Admin 0 2,800 0 0 0 0 2,800 Contingency 5,000 4,500 0 0 0 0 9,500 Total Costs: $55,000 $52,300 $0 $0 $0 $0 $107,300 Project Funding: Fundinq Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total General Fund - Capital 55,000 52,300 0 0 0 0 107,300 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $55,000 $52,300 $0 $0 $0 $0 $107,300 Impact on Operations: The new HVAC units will provide more reliable services to the office areas. These units selected will be more efficient, saving electrical energy and cost. TRANSIT MAINTENANCE FACILITY (TMF) Project Number: M1024 ADA ACCESS DOORS IN BUILDING A - CONSTRUCTION Project Location: Transit Maintenance Facility 28250 Constellation Road Description: NES F ART£ s lip - ^. RD a PROJECT LOCATION: O 5•. This project will install power -assisted equipment that meets the Americans with Disabilities Act (ADA) standards for the lobby doors at the Transit Maintenance Facility (TMF) as well as an upgrade to the door access control system and software that operates the rest of the facilities doors. Justification: In order to comply with the California Building Code regarding accessibility, the public lobby doors to the TMF will need power assisted ADA equipment added. Additionally, over the past couple of years, the system controllers and power supplies for the electronic door access control system are failing with more frequency. The software is also out of date. The door access system maintains the TMF as a secure facility. This project will add the ADA accessibility as well as update the existing control system. Should the project be deferred, the City will not be in compliance with the Americans with Disabilities Act. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Project Status: Approved Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 0 0 0 0 0 0 Design/ Pan Review 0 0 0 0 0 0 0 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 25,000 0 0 0 0 25,000 Inspection & Admin 0 0 0 0 0 0 0 Contingency 0 2,500 0 0 0 0 2,500 Total Costs: $0 $27,500 $0 $0 $0 $0 $27,500 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Transit - FTA Grant 0 27.500 0 0 0 0 27,500 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $27,500 $0 $0 $0 $0 $27,500 Impact on Operations: None VALENCIA LIBRARY CARPET REPLACEMENT Project Number: M1025 CONSTRUCTION Project Location: Valencia Library 23743 Valencia Boulevard F� Aa Prior Years 2017-18 2018-19 2019-20 A 2021-22 Total Environmental/NPDES 0 0 mat m aR 0 0 0 Design/ Pan Review 0 0 Ro r i 0 0 ��, UNrA/N bN Cr�grm� R ac 7.� Right -of -Way ^� 3 cin 0 r m wu� 0 p Public Art 0 0 0 0 0 0 r rr=Fa1� VALENEI4cr rirao\j Construction �u R o 0 G• � ►fir i a � �: Ny .� a � i� - _. .�: �r� Inspection & Admin 0 y �t _eye 4' �� •.ti... L a rvS GO. M�ttl 0 0 0 4'. \��� F s 2i1'4e7y 0 Contingency 0 . dp r PROJECT ! OCATlON. Opp tp ,. r,,r• >'e a v4tisr..,c n..� 0 0 vo 0 6,750 Description: The project will replace nearly 12,000 square feet of carpet in the main common areas of the library. This replacement will address safety issues and provide for easier maintenance. Justification: The existing carpet is worn and fraying at the seams. The carpet requires constant monitoring and frequent repairs. In some areas, staff has put tape over seams that are coming apart. Replacing the carpet is a high priority because it is a safety concern. Carpet tiles will be installed throughout as they can be removed and replaced by tile rather than a complete replacement. The carpet replacement is part of the City's Facility and Equipment Asset Management Report and has been identified as in poor condition. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 0 0 0 0 0 0 Design/ Pan Review 0 0 0 0 0 0 0 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 67,500 0 0 0 0 67,500 Inspection & Admin 0 0 0 0 0 0 0 Contingency 0 6,750 0 0 0 0 6,750 Total Costs: $0 $74,250 $0 $0 $0 $0 $74,250 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Public Library 0 74.250 0 0 0 0 74,250 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $74,250 $0 $0 $0 $0 $74,250 Impact on Operations: This replacement will provide a durable carpeted flooring surface for library visitors and allow easier, more cost-effective maintenance. NEWHALL COMMUNITY CENTER GYM/BOXING Project Number: M2009 ROOM LIGHTING - CONSTRUCTION Project Location: Newhall Community Center (22421 Market Street) Description: y•� �� n ?� Ak 4} zaz°o g C.o� '9�i3¢ P T HAW � pAwiun � d 0r, f I y4.t - N QfCw � 3 1 PROJECT LOCATION: This project is to replace the 59 compact fluorescent light fixtures in the Newhall Community Center Multi - Purpose Room (Gym) and Boxing Room with light -emitting diode (LED) fixtures. The new fixtures will be energy efficient and withstand the use of the facility. Justification: Currently, there are over 20 fixtures that are not operating and beyond repair. Over the last six years the light fixtures have been repaired numerous times by contractors and is determined that they cannot be repaired and will need to be replaced. This project should be completed in one phase. The Newhall Community Center supports many programs and functions throughout the year, and over 11,000 patrons visit this center annually. The lighting upgrade is part of the City's Facility and Equipment Asset Management Report and is identified as poor condition. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Exoenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 0 0 0 0 0 0 Design/ Pan Review 0 0 0 0 0 0 0 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 51,000 0 0 0 0 51,000 Inspection & Admin 0 0 0 0 0 0 0 Contingency 0 5,100 0 0 0 0 5,100 Total Costs: $0 $56,100 $0 $0 $0 $0 $56,100 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total General Fund - Capital 0 56.100 0 0 0 0 56.100 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $56,100 $0 $0 $0 $0 $56,100 Impact on Operations: This project will have a potential electrical energy savings. ROOF REPLACEMENTS AT NEWHALL PARK RECREATION BUILDING - CONSTRUCTION Proiect Location: Newhall Park (24907 Newhall Avenue) Description: Justification: Project Status: Project Number: M2011 90, ro N* - A iq• P ry N �µr. � ..� d.� 9. 161 � PLACE `yam }per. �•- :fig {aLf ".N�� '�•'� C� 94 l�t� �yi�, J M � � if• � a � A��' pa �vz �,n � app ■ LYONS AV ... M�-`'~~^ "'ca 9'.^PRLOJECTLOCA TION: O i zaeoo This project will include the removal and replacement of the rolled roof on the recreation building at Newhall Park. The total square footage to be replaced is 3,200 square feet. The existing roof system should be tested for hazardous materials. The roof is nearing the end of its life span and repairs to the roof are more frequent. This location was identified as "Poor" on the Facility and Equipment Asset Management Report. Replacing the deteriorating roof supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Proposed Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 0 0 0 0 0 0 Design/ Pan Review 0 0 0 0 0 0 0 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 96,000 0 0 0 0 96,000 Inspection & Admin 0 9,600 0 0 0 0 9,600 Contingency 0 4,800 0 0 0 0 4,800 Total Costs: $0 $110,400 $0 $0 $0 $0 $110,400 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total General Fund - Capital 0 110,400 0 0 0 0 110,400 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $110,400 $0 $0 $0 $0 $110,400 Impact on Operations: None AQUATICS FACILITIES - LIGHTING AND ELECTRICAL Project Number: M3030 REHABILITATION, PHASE II - CONSTRUCTION Prosect Location: Santa Clarita Sports Complex Aquatics Center, 20850 Centre Pointe Parkway i y o x s Pei ,oars - PROJECT LOCATION: O Description: This project is year two of a multi-year program to replace an additional 11 of the 29 pool deck fluorescent light poles, fluorescent light fixtures with light -emitting diode (LED) fixtures at the Santa Clarita Sports Complex Aquatic Center. The new light poles will be mounted on top of raised concrete bases, to significantly reduce contact with water. Justification: The existing pool deck lighting, installed in 2003, is in very poor shape, with rust showing at the base mounts of each pole. The light pole replacement is part of the City's Facility and Equipment Asset Management Report and has a poor rating. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 0 0 0 0 0 0 Design/ Pan Review 0 0 0 0 0 0 0 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 128,000 91,000 55,000 0 0 274,000 Inspection & Admin 0 0 0 0 0 0 0 Contingency 0 12,000 9,000 5,000 0 0 26,000 Total Costs: $0 $140,000 $100,000 $60,000 $0 $0 $300,000 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total General Fund - Capital 0 140,000 0 0 0 0 140.000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 100,000 60,000 0 0 160.000 Total Costs: $0 $140,000 $100,000 $60,000 $0 $0 $300,000 Impact on Operations: Once the project is completed, the LED lamps will reduce maintenance and electrical utility costs. SKATE PARK EXPANSION JOINTS CONSTRUCTION Project Location: Santa Clarita Skate Park 20840 Centre Point Parkway Description Project Number: M3031 This request is to replace 3,800 linear feet of expansion joint material throughout the Santa Clarita Sports Complex Skate Park. The current caulking material will be removed, the surfaces properly prepared by cleaning and grinding, and new expansion joint sealant material will be re -installed. With over 50,000 residents visiting the Skate Park annually, this project will address a safety concern as Justification: missing material in the expansion joints creates a possible trip hazard. The site and areas of concerns were inspected by a City Engineer who recommended the expansion joint be replaced to prevent water from entering the subsurface and undermining the concrete. Two separate licensed contractors provided the cost estimate for the required work. In order to have the least impact, this project should be completed in one phase. The expansion joint repair is part of the City's Facility and Equipment Asset Management Report and has been identified as in poor condition. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Neighborhood Services Project Supervisor: Darren Hernandez Project Cost Estimate ($): Expenditure/ Category: Prior Years 4s 2018-19 x8 2020-21 2021-22 Total Environmental/NPDES la POls,�y', c�P y c iv f_ s � _ 0 yJENN�fEN , if* �_ p5 �TYNCT •�_�.a• � 7 f R x o ce 'fin; op 0 S PROJECT LOCATION: O This request is to replace 3,800 linear feet of expansion joint material throughout the Santa Clarita Sports Complex Skate Park. The current caulking material will be removed, the surfaces properly prepared by cleaning and grinding, and new expansion joint sealant material will be re -installed. With over 50,000 residents visiting the Skate Park annually, this project will address a safety concern as Justification: missing material in the expansion joints creates a possible trip hazard. The site and areas of concerns were inspected by a City Engineer who recommended the expansion joint be replaced to prevent water from entering the subsurface and undermining the concrete. Two separate licensed contractors provided the cost estimate for the required work. In order to have the least impact, this project should be completed in one phase. The expansion joint repair is part of the City's Facility and Equipment Asset Management Report and has been identified as in poor condition. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Neighborhood Services Project Supervisor: Darren Hernandez Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 0 0 0 0 0 0 Design/ Pan Review 0 0 0 0 0 0 0 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 46,000 0 0 0 0 46,000 Inspection & Admin 0 0 0 0 0 0 0 Contingency 0 4,600 0 0 0 0 4,600 Total Costs: $0 $50,600 $0 $0 $0 $0 $50,600 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total General Fund - Capital 0 50.600 0 0 0 0 50.600 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $50,600 $0 $0 $0 $0 $50,600 Impact on Operations: None NORTH OAKS PARK SWIMMING POOL SURGE PIT - Project Number: M3032 CONSTRUCTION Project Location: North Oaks Park (Pump Room) 27824 N. Camp Plenty Road Description: This project will repair the concrete ceiling and walls at North Oaks' swimming pool surge pit. A surge tank is a concrete drainage tank located adjacent to a public swimming pool. When a public swimming pool is busy, the volume of swimmers displaces an equal volume of water. Justification: The surge pit is corroded and moisture is penetrating the concrete walls and ceiling causing internal metal rebar to rust and separate from the concreted structure. This project should be completed in one phase to minimize down time. This swimming pool supports many programs and functions throughout the year. Staff had a licensed contractor inspect the site and provide his recommendations for repairs. The surge pit repair is part of the City s Facility and Equipment Asset Management Report and is identified as poor condition. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 3� 2018-19 2019-20 2020-21 c tsxn Total y 0 0 0 - rwrr, 4 is v M 0 Design/ Pan Review 0 9n , 0 0 0 0 y w Y � Right -of -Way EYWyx9Sa pl_ Ra�P1QtO11 S, . _ K MER ST R� ~� 04KMOOR Sr q' T a „ems o� ¢¢� alai CEDPRD REEK At .. 6 a. - p� FN RW FATHER _ 4' _ -3T gi Si lT�naa 0 �—�� wM'!w!. ' � rye— REWHOUSE r 0 0 0 0 0 0 0 PROJECTLOCAT/ON: O i 0 50,000 0 0 This project will repair the concrete ceiling and walls at North Oaks' swimming pool surge pit. A surge tank is a concrete drainage tank located adjacent to a public swimming pool. When a public swimming pool is busy, the volume of swimmers displaces an equal volume of water. Justification: The surge pit is corroded and moisture is penetrating the concrete walls and ceiling causing internal metal rebar to rust and separate from the concreted structure. This project should be completed in one phase to minimize down time. This swimming pool supports many programs and functions throughout the year. Staff had a licensed contractor inspect the site and provide his recommendations for repairs. The surge pit repair is part of the City s Facility and Equipment Asset Management Report and is identified as poor condition. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 0 0 0 0 0 0 Design/ Pan Review 0 0 0 0 0 0 0 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 50,000 0 0 0 0 50,000 Inspection & Admin 0 0 0 0 0 0 0 Contingency 0 5,000 0 0 0 0 5,000 Total Costs: $0 $55,000 $0 $0 $0 $0 $55,000 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total General Fund - Capital 0 .000 0 0 0 0 55.000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 10 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $55,000 $0 $0 $0 $0 $55,000 Impact on Operations: None 2017-18 ANNUAL RUBBERIZED PLAYGROUND SURFACE Project Number: M4013 REPLACEMENT - DAVID MARCH PARK - DESIGN AND CONSTRUCTION Proiect Location. David March Park (28310 Via Joyce Drive) Description: RWS ' JAY tt fhWe `9 o.nx $6 ftp it ${p AFC IvF Cq 11d k4 1 mv am •' z tae �o tq 64� F TA�. 3Y.iNE "tr acr d 4. Remove existing synthetic turf, rubberized surface, and subsurface in the play equipment areas and replace with new similar surfacing. Justification: The play equipment safety surfacing is deteriorating and peeling away from the subsurface padding causing a trip hazard and diminished fall zone rating for the play equipment in both the 2-5 year old and 5-12 year old play areas. The playground surface replacement is part of the City's Facility and Equipment Asset Management Report and has been identified as in poor condition. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 0 0 0 0 0 0 Design/ Pan Review 0 5,000 0 0 0 0 5,000 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 91,000 0 0 0 0 91,000 Inspection & Admin 0 12,000 0 0 0 0 12,000 Contingency 0 12,000 0 0 0 0 12,000 Total Costs: $0 $120,000 $0 $0 $0 $0 $120,000 Project Funding: FundingSource(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total General Fund - Capital 0 120,000 0 0 0 0 120.000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $120,000 $0 $0 $0 $0 $120,000 Impact on Operations: None MP ITIRIV UNIVERSAL PLAYGROUND DEMONSTRATION PARK- Project Number: P0099 CDBG Project Location: Site has not yet been determined. a �^f j' � I. ,..�- 1 f d � �{ Eonta G�AIa � `••^Rr• F' PROJECT LOCATION, CITYWIDE Description: The City intends to use CDBG funds for the design and construction of a Universally -Accessible Playground designed specifically for inclusion of people of all ages and their families in the same recreational activities as non -disabled. A specific site has not yet been determined. Impact on Operations: None This project is part of the City's fourth Annual Action Plan for the 2014-2018 Consolidated Plan required to Justification: receive federal CDBG funds. The 2017-18 Action Plan describes the resources, programs, activities, and actions the City will take to implement the strategic plan found in the 2014-2018 Consolidated Plan. This project supports the City's strategic plan to improve and expand facilities and infrastructure and provide supportive human services. This project will also be available to and benefit 15,339 persons with disabilities Citywide. Project Status: Proposed Department: Community Development Project Supervisor: Erin Lay Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 0 0 0 0 0 0 Design/ Pan Review 0 0 0 0 0 0 0 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 450,000 0 0 0 0 450,000 Inspection & Admin 0 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 0 Total Costs: $0 $450,000 $0 $0 $0 $0 $450,000 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total CDBG Funds 0 450.000 0 0 0 0 450,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $450,000 $0 $0 $0 $0 $450,000 Impact on Operations: None VALENCIA GLEN PARK SWINGS PLAY AREA - DESIGN AND CONSTRUCTION Prolect Location: Valencia Glen Park (23750 Via Gavola) Project Number: P1009 •�yvJ. ,th � t We `y eC, �' I.wo e. µ. E �,.. 5 a� 1 ear ``•'x` ' � F.���..- p,5, . odd � �warr '' ra �^ J G�ti �!�.; .• `3 �s � $ ��': a �ao• syn. � . � %. � � ; ��°- � m N h •yJ. Description: This project will replace the swings and modify the existing play area to bring them both into compliance with Americans with Disabilities Act (ADA) requirements and playground safety code changes. Replace the existing single bay swings with a two -bay swing set (two strap swings on one bay and two bucket swings on the other bay). Playground safety code requires more clearance around the swing radius than the curbed area currently allows, so the swings area will be enlarged. The sand pit under the swings will be replaced with ADA compliant fiber material. A concrete ramp will be constructed from the adjacent sidewalk into the swings area. Justification: The swings were last replaced in 1987 and are listed as "Poor" on the Facility and Equipment Assessment Management Report. Currently, the swings are not in compliance with playground safety codes and the sand pit and swings do not meet ADA requirements. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 75 0 01 PROJECTLOCATION O 0 75 Design/ Pan Review y �.� 3,000 0 0 0 0 Description: This project will replace the swings and modify the existing play area to bring them both into compliance with Americans with Disabilities Act (ADA) requirements and playground safety code changes. Replace the existing single bay swings with a two -bay swing set (two strap swings on one bay and two bucket swings on the other bay). Playground safety code requires more clearance around the swing radius than the curbed area currently allows, so the swings area will be enlarged. The sand pit under the swings will be replaced with ADA compliant fiber material. A concrete ramp will be constructed from the adjacent sidewalk into the swings area. Justification: The swings were last replaced in 1987 and are listed as "Poor" on the Facility and Equipment Assessment Management Report. Currently, the swings are not in compliance with playground safety codes and the sand pit and swings do not meet ADA requirements. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 75 0 0 0 0 75 Design/ Pan Review 0 3,000 0 0 0 0 3,000 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 31,950 0 0 0 0 31,950 Inspection & Admin 0 3,500 0 0 0 0 3,500 Contingency 0 3,500 0 0 0 0 3,500 Total Costs: $0 $42,025 $0 $0 $0 $0 $42,025 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total LMD Zone T-5 Val Glen 0 42,025 0 0 0 0 42.025 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $42,025 $0 $0 $0 $0 $42,025 Impact on Operations: None 2017-18 ANNUAL PLAY AREA SHADE PROGRAM - Project Number: P1010 ALMENDRA PARK - DESIGN AND CONSTRUCTION Proiect Location: Almendra Park (23420 Alta Madera Drive) Description: 4,,° a nR \% 6 tea+ . iax+ w esEw . r .,_. E i arron�s S �•. �[1p� 6P g p• •c# '� of, p� a ffll / p' .i'7s r F' � P� o �� f r ��� !�; g= I..• �� 8 1'uSngFM1 'i rl/ � ulv�e� i r ¢�•� % sT �6 �5 • PROJECT LOCA T/ON: O Design and installation of a steel framed, powder -coated, structure with fire resistant fabric shade over the playground area. Justification: The playground currently has a tiny structure shade that provides very little protection from the sun. This new structure will cover the entire playground area in shade, including the swings, and will provide a comfortable environment for children during the heat of the summer. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 0 0 0 0 0 0 Design/ Pan Review 0 2,000 0 0 0 0 2,000 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 64,500 0 0 0 0 64,500 Inspection & Admin 0 1,000 0 0 0 0 1,000 Contingency 0 7,500 0 0 0 0 7,500 Total Costs: $0 $75,000 $0 $0 $0 $0 $75,000 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total LMD Zone T-6 Val So 0 75.000 0 0 0 0 75,000 Valley 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $75,000 $0 $0 $0 $0 $75,000 Impact on Operations: None MOUNTAIN VIEW PARK PLAY AREA & SHADE STRUCTURE - CONSTRUCTION Project Location: Mountain View Park - Seco Canyon Road between Hazel Street and Coral Way. Description: Justification: Project Status: Project Cost Estimate ($): Project Number: P4017 • e th a ,z 4 f 'O[ir e�V t K.:lN r .� rock �q � � P •x {�� � � .- '. 10. Sy F Pttk* �L aq�ovwvr I io E4�i7R' py � FR `pry jllj o oR 'F 5 { PL IiL _ { I G4, � Q 19F o 'H6 �pppER PROJECT iOCA TION : O , This project would fund the construction of improvements to Mountain View Park. These improvements include the removal and replacement of play structures, drainage improvements, and other items identified through outreach with residents within Landscape Maintenance District (LMD) Zone T23. Mountain View Park is maintained as a part of LMD Zone T23. The park contains two play structures that were constructed in 1987. The age of the play equipment has made maintaining the structures difficult as replacement parts are no longer manufactured. Replacement of the structures with new equipment that meets current standards will ensure the park equipment meets the needs of the community. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Proposed Department: Public Works Project Supervisor: Damon Letz Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 0 0 0 0 0 0 Design/ Pan Review 0 0 0 0 0 0 0 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 350,000 0 0 0 0 350,000 Inspection & Admin 0 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 0 Total Costs: $0 $350,000 $0 $0 $0 $0 $350,000 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total LMD Zone T23 Mtn. View 0 350.000 0 0 0 0 350.000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $350,000 $0 $0 $0 $0 $350,000 Impact on Operations: This project will not have an impact on operations as park maintenance and inspections are currently being performed as a responsibility of the LMD. RESOURCE MANAGEMENT CONSERVATION IRRIGATION MASTER VALVE & FLOW SENSOR Project Number: R0018 PHASE I - CONSTRUCTION Proiect Location: Citywide - Various LMD Zones 4. PROJECT LOCATION. C/TYMBE Description: Project to complete Phase I of irrigation master valve and flow sensor installations. Locations to be determined by highest priority areas identified in the Irrigation Master Valve & Flow Sensor design. Justification: Irrigation flow sensors used in conjunction with master valves are devices that can be installed to detect and automatically shut down the irrigation system when breaks, malfunctions, or vandalism occur. Currently, there are many systems throughout the LMD Zones that are not equipped with this technology. This project would complete Phase I of irrigation master valve and flow sensor installations. This project would install irrigation master valves and flow sensor technology in various LMD zones where improvements are needed. The project supports the Sustaining Public Infrastructure and Community Beautification components of Santa Clarita 2020. Project Status: In progress Department: Neighborhood Services Project Supervisor: Kevin Tonoian Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 0 0 0 0 0 0 Design/ Pan Review 75,000 0 0 0 0 0 75,000 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 225.000 0 0 0 0 225,000 Inspection & Admin 0 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 0 Total Costs: $75,000 $225,000 $0 $0 $0 $0 $300,000 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total LMD All Zones 75.000 0 0 0 0 0 75,000 LMD T-2 Old Orchard 0 45,000 0 0 0 0 45,000 LMD Zone T-3 Val Hills 0 45,000 0 0 0 0 45,000 LMD Zone T-4 Val 0 45,000 0 0 0 0 45,000 Meadows LMD Zone T-5 Val Glen 0 45,000 0 0 0 0 45,000 LMD Zone T-6 Val So 0 45,000 0 0 0 0 45,000 Valley Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $75,000 $225,000 $0 $0 $0 $0 $300,000 Impact on Operations: Master valves and flow sensing aid greatly in the detection of irrigation leaks and failures allowing for timely repairs, reduced water waste, and cost savings. 2017-18 ANNUAL ARUNDO & TAMARISK REMOVAL Project Number: R0019 AND RESPROUT MANAGEMENT Project Location: Iron Horse Trail cutting continuation and managing resprouts throughout the river area to prevent encampments in re- growth. Description: 000 -�f � ,�o i'y - ��� �� r4�a �,y.¢ �'Fror� �? • - �� a of Of sourN pp MAGIC Ri 1-,1 �� „� "-� �,< Via_ rr !� PROJECT LOCAT/ON: O This project will remove arundo and tamarisk in areas of concern to Community Preservation to deal with encampments, spraying re -sprouting arundo in areas already cut, and removed by fire and flooding. Justification: Removal of these invasive plants improves flow capacity reducing flooding hazards, fire hazards, and reduces space for illicit activities. This project supports the 2020 Plan through Public Safety #3 - providing crime reduction by preventing arundo walls that can hide illicit activity, the Building and Creating Community #15 - addressing the homeless issue; Sustaining Public Infrastructure #5 - rehabilitating existing open space areas; and #S Responsive Government Services - sustainability of existing City facilities. Project Status: Proposed Department: Neighborhood Services Project Supervisor: Darren Hernandez Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 0 0 0 0 0 0 Design/ Pan Review 0 0 0 0 0 0 0 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 50.000 0 0 0 0 50,000 Inspection & Admin 0 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 0 Total Costs: $0 $50,000 $0 $0 $0 $0 $50,000 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total General Fund - Capital 0 50.000 0 0 0 0 50.000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $50,000 $0 $0 $0 $0 $50,000 Impact on Operations: This project will allow easier access for Community Preservation officers and deputies to reduce encampments in the river. 2017-18 CITYWIDE REFORESTATION PROGRAM Project Number: R0020 Project Location: Citywide Jd! 1 " Clmi[a¢s N PROJECT LOCATION: CITYWIDE Description: Funding to support the Citywide Reforestation Project allows staff to proactively address City trees that are too large to remain in the public parkway, as well as install new trees within vacant wells along major thoroughfares. This project will encompass the installation of more than 600 replacement trees to address all remaining vacancies along major thoroughfares at an estimated cost of $210,000. The remaining $40,000 will allow staff to install new residential trees as -requested by homeowners, and address additional park reforestation efforts. Justification: This project supports the Santa Clarita 2020 theme of Community Beautification and the goal specific to developing and instituting a "Community Reforestation Plan." Project Status: Proposed Department: Neighborhood Services Project Supervisor: Kevin Tonoian Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 0 0 0 0 0 0 Design/ Pan Review 0 0 0 0 0 0 0 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 175,000 250.000 250,000 250,000 250,000 1,175,000 Inspection & Admin 0 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 0 Total Costs: $0 $175,000 $250,000 $250,000 $250,000 $250,000 $1,175,000 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total General Fund - Capital 0 175,000 0 0 0 0 175,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 250.000 250,000 250,000 250,000 1,000,000 Total Costs: $0 $175,000 $250,000 $250,000 $250,000 $250,000 $1,175,000 Impact on Operations: Implementing this management plan removes trees that have reached their usable life or allowable size in small planting areas like parkways and sidewalk cutouts. Proactive management reduces sidewalk, curb, and gutter flow line damage caused by roots. It is anticipated this will be a savings to the Streets and Storm Water Divisions. CANYON COUNTRY COMMUNITY CENTER REGIONAL INFILTRATION Project Number: R3007 BEST MANAGEMENT PRACTICE (BMP) - DESIGN AND CONSTRUCTION Project Location: Canyon Country Community Center - Sierra Highway and Soledad Canyon Road SR PROJECT LOCATION. O Description: The City is considering the development of a regional stormwater BMP that will be integrated with the proposed Canyon Country Community Center. The proposed project is critical to help meet the 41 -acre foot infiltration capacity per storm required by 2020 in the Upper Santa Clara River Enhanced Watershed Management Program (EWMP). The project is proposed to infiltrate 7.5 acre feet per storm. The project will also address the multi -benefit goals of regional water quality improvements, recreational open space, groundwater recharge, reducing flood hazards, and habitat development. Justification: This project supports Santa Clarita 2020 theme of Sustaining Public Infrastructure which sets a goal to enhance water quality in the Santa Clara River by implementing the Stormwater Enhanced Watershed Management Plan. Staff applied for, and was not selected, Prop 1 Stormwater grants for this project; the grant reviewer reported that the predominant reason was that the project was not shovel ready. Costs can be used for future grant match. Project Status: Proposed Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years / ST : � E 2020-21 2021-22 Total cr @waer:=a � wrRn�vu c� pd� . 0 .. VAPI _ Design/ Pan Review e �cci Rocca � ''� .� �„� •1 WEI.111/J✓EN •,. F w ate. ,A� 'IIF,�RBF(1QK. Right -of -Way 0 si 'ry � 0 0 0 0 Public Art 0 10,000 40,000 0 0 x 50,000 ET 0 550,000 3,000,000 icw Rq Rlv�R J SR PROJECT LOCATION. O Description: The City is considering the development of a regional stormwater BMP that will be integrated with the proposed Canyon Country Community Center. The proposed project is critical to help meet the 41 -acre foot infiltration capacity per storm required by 2020 in the Upper Santa Clara River Enhanced Watershed Management Program (EWMP). The project is proposed to infiltrate 7.5 acre feet per storm. The project will also address the multi -benefit goals of regional water quality improvements, recreational open space, groundwater recharge, reducing flood hazards, and habitat development. Justification: This project supports Santa Clarita 2020 theme of Sustaining Public Infrastructure which sets a goal to enhance water quality in the Santa Clara River by implementing the Stormwater Enhanced Watershed Management Plan. Staff applied for, and was not selected, Prop 1 Stormwater grants for this project; the grant reviewer reported that the predominant reason was that the project was not shovel ready. Costs can be used for future grant match. Project Status: Proposed Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years / 2018-19 � E 2020-21 2021-22 Total cr @waer:=a � wrRn�vu c� pd� 150,000 0 0 VAPI 350,000 Design/ Pan Review 0 725,000 0 0 0 0 725,000 Right -of -Way 0 pWY![aC 0 0 SR PROJECT LOCATION. O Description: The City is considering the development of a regional stormwater BMP that will be integrated with the proposed Canyon Country Community Center. The proposed project is critical to help meet the 41 -acre foot infiltration capacity per storm required by 2020 in the Upper Santa Clara River Enhanced Watershed Management Program (EWMP). The project is proposed to infiltrate 7.5 acre feet per storm. The project will also address the multi -benefit goals of regional water quality improvements, recreational open space, groundwater recharge, reducing flood hazards, and habitat development. Justification: This project supports Santa Clarita 2020 theme of Sustaining Public Infrastructure which sets a goal to enhance water quality in the Santa Clara River by implementing the Stormwater Enhanced Watershed Management Plan. Staff applied for, and was not selected, Prop 1 Stormwater grants for this project; the grant reviewer reported that the predominant reason was that the project was not shovel ready. Costs can be used for future grant match. Project Status: Proposed Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 200,000 150,000 0 0 0 350,000 Design/ Pan Review 0 725,000 0 0 0 0 725,000 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 10,000 40,000 0 0 0 50,000 Construction 0 550,000 3,000,000 0 0 0 3,550,000 Inspection & Admin 0 75,000 75,000 0 0 0 150,000 Contingency 0 0 500,000 0 0 0 500,000 Total Costs: $0 $1,560,000 $3,765,000 $0 $0 $0 $5,325,000 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Storm Water Utility 0 1.560.000 0 0 0 0 1,560,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 3.765.000 0 0 0 3.765.000 Total Costs: $0 $1,560,000 $3,765,000 $0 $0 $0 $5,325,000 Impact on Operations: Requires regular inspections after rain events to be sure draining within 72 hours, trash/debris removal, clean out, and removal of clogging factors will be required, existing crews perform currently. DESIGN OF REGIONAL BEST MANAGEMENT PRACTICES Project Number: R3008 (BMP -S) AND DESIGN/PILOT RESIDENTIAL LID - DESIGN AND CONSTRUCTION Prolect Location: Citywide - Newhall Park, Open Space/ South Fork Corridor, Santa Clarita Park, Valencia Meadows, Davey Avenue, and Residential Low Impact Development (LID) Pilot - location with poor drainage to be assessed PROJECT LOCATION. CITYWIDE Description: In order to be competitive for grant funding, this proposal would intend to make the highest priority Tier A project in our Enhanced Watershed Management Plans (EWMP) shovel ready. In post grant interviews, the state funding reviewer did not select Canyon Country Community Center for their grant funding largely because it was not shovel ready. This project would also design for 11 to 18.6 acre feet in capacity for residential LID with one pilot project. Justification: This project supports Santa Clarita 2020 theme of Sustaining Public Infrastructure which sets a goal to enhance water quality in the Santa Clara River by implementing the Stormwater EWMP. This projects designs and pilots all the highest priority Tier A projects in the EWMP. Staff applied for and was declined Prop 1 Stormwater grants; the grant review reported that the predominant reason was that the project was not shovel ready. Costs can be used for future grant match. Project Status: Proposed Department: Neighborhood Services Project Supervisor: Darren Hernandez Project Cost Estimate ($): Exnenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 0 0 0 0 0 0 Design/ Pan Review 0 770,000 0 0 0 0 770,000 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 230,000 0 0 0 0 230,000 Inspection & Admin 0 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 0 Total Costs: $0 $1,000,000 $0 $0 $0 $0 $1,000,000 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Storm Water Utility 0 1,000.000 0 0 0 0 1.000.000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $1,000,000 $0 $0 $0 $0 $1,000,000 Impact on Operations: None City of SANTA CLARITA STREETS & BRIDGES NEWHALL RANCH ROAD BRIDGE WIDENING OVER Project Number: S1039 THE SAN FRANCISQUITO CREEK - CONSTRUCTION Proiect Location: Newhall Ranch Road Bridge over San Francisquito Creek, located between Avenue Tibbitts and McBean Parkway 4, J� y P' AVE o� �00. J¢ '�JFALpp h 1 6 ea4N: i• to � �a� •Y.3 Y �i �` f �w PROJECT LOCATION., O Description: This project will widen the Newhall Ranch Road Bridge over San Francisquito Creek from six lanes to eight lanes, and install a raised median, barrier protected sidewalk on the north side, and barrier protected sidewalk and shared -use path on the south side. Other improvements include a gap connection for the trail below the west portion of the bridge, new street lights, and a bus turnout on the south side of the road. Justification: This project will expand the bridge to improve vehicle, pedestrian, and cyclist capacity and safety. This project is consistent with the City's General Plan Circulation Element, and supports the Santa Clarita 2020 theme of Building and Creating Community. Project Status: In progress Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 0 0 0 0 0 0 Design/ Pan Review 1,671,816 0 0 0 0 0 1,671,816 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 11,372,275 0 0 0 0 0 11,372,275 Inspection & Admin 2,363,297 1,000,000 0 0 0 0 3,363,297 Contingency 1,137,228 0 0 0 0 0 1,137,228 Total Costs: $16,544,616 $1,000,000 $0 $0 $0 $0 $17,544,616 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Federal HBP Funds 12,932,859 400,000 0 0 0 0 13,332,859 Gas Tax 179,501 0 0 0 0 0 179,501 TDA Article 8 2,256 0 0 0 0 0 2,256 B&T Valencia 2,900,000 600,000 0 0 0 0 3,500,000 LMD Zone 2008-1 530,000 0 0 0 0 0 530,000 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $16,544,616 $1,000,000 $0 $0 $0 $0 $17,544,616 Impact on Operations: None MCBEAN PARKWAY PEDESTRIAN BRIDGE REPLACEMENT Project Number: S1043 CONSTRUCTION Project Location: McBean Parkway, between Del Monte Drive and Arroyo Park Drive Description Justification: Project Status: Project Cost Estimate ($)- p�, ...,.. r VALENCW „� ! �O f; zaco Qeuocev.,oer SyQ-- ;,v.e CT 'Do - s _ 40, �(ClA w a � $ `' �d� tri � _ ` .sOA.a3 u.ra. •R � '� op WK $59- L as ,6s i �2 .fie 4 wi -.tl "-op 101, =- S t o wdt�jO I PROJECT LOCATION. O This project will replace the aging and decayed pedestrian timber bridge with a new prefabricated steel - truss bridge. The bridge at McBean Parkway between Del Monte Drive and Arroyo Park Drive is the next priority in the pedestrian bridge replacement program, per bridge priority reports. The bridge was constructed in 1985, has been in service for over 30 years, and has reached the end of its useful life. Replacing the wooden structure with a steel structure is more cost effective when compared to the cost of maintaining a wooden structure for its expected life span. In progress Department: Public Works Project Supervisor: Damon Letz Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 0 0 0 0 0 0 Design/ Pan Review 60,000 0 0 0 0 0 60,000 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 712,227 527,951 0 0 0 0 1,240,178 Inspection & Admin 149,822 0 0 0 0 0 149,822 Contingency 0 0 0 0 0 0 0 Total Costs: $922,049 $527,951 $0 $0 $0 $0 $1,450,000 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total LMD Ad Valorem T-1 597,049 175,983 0 0 0 0 773,032 LMD Zone T-7 Val 325,000 175,984 0 0 0 0 500,984 Central & No. Valley LMD Zone T-8 Val 0 175,984 0 0 0 0 175,984 Summit 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $922,049 $527,951 $0 $0 $0 $0 $1,450,000 Impact on Operations: None 2016-17 PASEO BRIDGE REPLACEMENT PROGRAM - Project Number: S1044 ARROYO PARKWAY-- CONSTRUCTION Proiect Location: Arroyo Park Drive, between Tossano Drive and West Kirstengray Way Description • O t �'O j' c. _C .GPARR fl'Oool JDHK RV cl.'. .L b 41 d ew eT P�gPN'O �C � p�`5h .'tlR•a�T,` � ��9 c ^ Y Z A rr.r-- C•'µwro�`ti �� �4> Y MCI'. nw• u DALGO i �P 9 PKC = Qa $ ii PROJECTLOCAT/ON: K AVOHR AV The paseo bridge replacement program seeks to replace pedestrian bridges that have reached the end of their useful life. This project will provide for the construction to replace existing timber bridge with a steel - truss bridge. Justification: This bridge was built in 1987 and has been in service for 30 years. There are areas of adhesion failure in sealant between the girders and deck edge. There is adhesion failure in the pourable expansion joint seal at the abutment. Separation in the lamination were found at various locations. This bridge was identified in City bridge reports as in need of replacement. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Project Status: In progress Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 2,000 0 0 0 0 2,000 Design/ Pan Review 50,000 0 0 0 0 0 50,000 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 390,000 0 0 0 0 390,000 Inspection & Admin 0 69,000 0 0 0 0 69,000 Contingency 0 39,000 0 0 0 0 39,000 Total Costs: $50,000 $500,000 $0 $0 $0 $0 $550,000 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total LMD Zone T-8 50.000 250,000 0 0 0 0 300,000 LMD Ad Valorem T-1 0 250.000 0 0 0 0 250,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $50,000 $500,000 $0 $0 $0 $0 $550,000 Impact on Operations: None MCBEAN PARKWAY REALIGNMENT DESIGN Project Location: McBean Parkway at Orchard Village Road Description: Justification Project Status: Project Number: S1047 R =�' 4 4 Q$• �i'r� r.�a%Slw Ce i �a ..+. e: �'. .. �� y v .. °OWn�a = :j' .-. - �a e � * N �t i .' va �`"� °A • , _.. t. gar % VXUMPA NR Wn 19 DRQ -•• •i y S �. *s PROJECT LOCATION O ox This project will realign the existing medians on McBean Parkway west and east of Orchard Village Road. The new median will include landscaping, street improvements along the frontage of Henry Mayo Hospital, and resurface pavement on McBean Parkway in both directions. This project is part of the Henry Mayo Hospital Master Plan. Henry Mayo met its conditions of approval by paying an in -lieu fee. The in -lieu fee is funding the design for this project. In progress Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 0 0 0 0 0 0 Design/ Pan Review 432,500 56,600 0 0 0 0 489,100 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 0 0 0 0 0 0 Inspection & Admin 0 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 0 Total Costs: $432,500 $56,600 $0 $0 $0 $0 $489,100 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Developer Fees 432.500 56,600 0 0 0 0 489,100 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $432,500 $56,600 $0 $0 $0 $0 $489,100 Impact on Operations: None DOCKWEILER DRIVE/LYONS AVENUE EXTENSION - Project Number: S3023 ENVIRONMENTAL Project Location: Dockweiler Drive to Lyons Avenue �w " PROJECT LOCAT/ON. Description: This project will provide for the required environmental documentation needed to process a Public Utilities Commission (PUC) application for the extension of Lyons Avenue crossing over the railroad track and connection to the existing Dockweiler Drive. This project supports the Santa Clarita 2020 theme of Building and Creating Community: Complete the environmental and PUC process for future construction of Dockweiler Drive. Justification: Construction of the roadway is consistent with the General Plan, and will improve traffic circulation in an area that will be impacted by future development. The alignment study, conducted in a prior year, determined the necessary right-of-way for the future roadway extension. Project Status: In progress Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 778,759 50.324 er 1 0 i Y[AUP•r� + 829,083 Design/ Pan Review 0 0 0 0 0 0 0 Right -of -Way 603,788 0 0 0 0 0 603,788 Public Art 0 0 0 0 �w " PROJECT LOCAT/ON. Description: This project will provide for the required environmental documentation needed to process a Public Utilities Commission (PUC) application for the extension of Lyons Avenue crossing over the railroad track and connection to the existing Dockweiler Drive. This project supports the Santa Clarita 2020 theme of Building and Creating Community: Complete the environmental and PUC process for future construction of Dockweiler Drive. Justification: Construction of the roadway is consistent with the General Plan, and will improve traffic circulation in an area that will be impacted by future development. The alignment study, conducted in a prior year, determined the necessary right-of-way for the future roadway extension. Project Status: In progress Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 778,759 50.324 0 0 0 0 829,083 Design/ Pan Review 0 0 0 0 0 0 0 Right -of -Way 603,788 0 0 0 0 0 603,788 Public Art 0 0 0 0 0 0 0 Construction 0 0 0 0 0 0 0 Inspection & Admin 0 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 0 Total Costs: $1,382,547 $50,324 $0 $0 $0 $0 $1,432,871 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total B&T- Via Princessa 1,382,547 50,324 0 0 0 0 1.432,871 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $1,382,547 $50,324 $0 $0 $0 $0 $1,432,871 Impact on Operations: None VIA PRINCESSA ROADWAY EXTENSION -GOLDEN VALLEY Project Number: S3026 ROAD TO RAINBOW GLEN - DESIGN Project Location: Future Via Princessa Roadway between Rainbow Glen and Golden Valley Road AD w �> - _ 2017-18 2018-19 JENNIFER D ii � �• , ..l b ', 2, 0 0 00 0 0 0 Design/ Pan Review 3,433,833 &000�} y. aau n G gym:• 0 VOR Right -of -Way 3 s' cz Description: This phase will design mass grading plans, buttress fill, survey, topography for the roadway between Golden Valley Road and Isabella Parkway. It will also provide for complete roadway design and signal plans for the future intersections of Via Princessa at Rainbow Glen, and Via Princessa at Golden Valley Road for the extension of Via Princessa. A prior year project provided for preliminary engineering studies. This project supports the Santa Clarita 2020 theme of Building and Creating Community. Justification: Via Princessa is identified in the City's Circulation Element and General Plan. The roadway is needed in this area which will be impacted by future development. The City was awarded a construction grant for a portion of the cost of this project, and continues to pursue grant funding for the anticipated construction cost. By moving forward with the proposed project scope, the City places itself in a more advantageous position to secure grant funds. Project Status: In progress Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Exnenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 0 0 0 0 0 0 Design/ Pan Review 3,433,833 100.000 0 0 0 0 3.533.833 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 0 0 0 0 0 0 Inspection & Admin 0 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 0 Total Costs: $3,433,833 $100,000 $0 $0 $0 $0 $3,533,833 Project Funding: FundingSource(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total B&T Eastside 3,433.833 100.000 0 0 0 0 3,533.833 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $3,433,833 $100,000 $0 $0 $0 $0 $3,533,833 Impact on Operations: None SIERRA HIGHWAY AT GOLDEN VALLEY ROAD - Project Number: S3031 PEDESTRIAN BRIDGE AND STREET IMPROVEMENTS Project Location: Sierra Highway north of Golden Valley Road Description: This project will construct a pedestrian bridge over Sierra Highway north of Golden Valley Road and improvements on The west side of Sierra Highway including a bus turnout and right -turn lane from southbound Sierra Highway onto Golden Valley Road, sidewalk, bus shelter pad, enhanced access ramps and crosswalks, parkway landscaping, street lights, extension of the median nose, pavement maintenance, traffic striping, and signal modifications to allow for U-turns at the intersection of Sierra Highway/Rainbow Glen Drive and Sierra Highway/Golden Valley Road. Justification: Construction of the pedestrian bridge will provide a designated passageway across this major arterial. The roadway improvements will improve traffic circulation in this heavily traveled intersection. This project supports the Santa Clarita 2020 theme of Community Beautification. Project Status: In progress Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): 7 s Expenditure/ Category: Prior Years 2017-18 2018-19 3 4�Lalaa4W WSR�R c�H•NIL/ Total Environmental/NPDES CA srcn�nc�.. GOLDEN �OI�N WmrtnR, ; i s 0 t 0 55,014 Design/ Pan Review � — r U � PROJECT LOCATION; O 0 0 Description: This project will construct a pedestrian bridge over Sierra Highway north of Golden Valley Road and improvements on The west side of Sierra Highway including a bus turnout and right -turn lane from southbound Sierra Highway onto Golden Valley Road, sidewalk, bus shelter pad, enhanced access ramps and crosswalks, parkway landscaping, street lights, extension of the median nose, pavement maintenance, traffic striping, and signal modifications to allow for U-turns at the intersection of Sierra Highway/Rainbow Glen Drive and Sierra Highway/Golden Valley Road. Justification: Construction of the pedestrian bridge will provide a designated passageway across this major arterial. The roadway improvements will improve traffic circulation in this heavily traveled intersection. This project supports the Santa Clarita 2020 theme of Community Beautification. Project Status: In progress Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 55,014 0 0 0 0 0 55,014 Design/ Pan Review 283,773 0 0 0 0 0 283,773 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 2,242,648 0 0 0 0 0 2,242,648 Inspection & Admin 0 300,000 0 0 0 0 300,000 Contingency 347,663 0 0 0 0 0 347,663 Total Costs: $2,929,098 $300,000 $0 $0 $0 $0 $3,229,098 Project Funding: Funding Source(s)7 Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Federal ATP Grant 1,402,000 0 0 0 0 0 1,402,000 Developer Fees 1,527,098 300.000 0 0 0 0 1,827,098 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $2,929,098 $300,000 $0 $0 $0 $0 $3,229,098 Impact on Operations: None VIA PRINCESSA PARK DEVELOPMENT - CONCEPTUAL DESIGN Proiect Location: 19201 Via Princessa Project Number: S3036 CMYON Prior Years 2017-18 2018-19 2019-20 2020-21 (lie ' Total ST - .. rw1•� C'�3A^Sf• �W! SUaM RIVSR 0 VM : 0 F ...fie.... Design/ Pan Review 0 j,.4 eraen ... ..k IMKI 3I 0 0 IeoS 6 S O o s �, a -f 0 250,000 O �•y Ws t•^� �� •A > I Y M1 .. � may C•KL44 0 0 L 0 Public Art 0 O 3 0 0 O� y � �.• p4g •q °' 0 Construction s ^ (0 _ s 0 PROJECT LOCATION 0 750,000 750,000 Inspection & Admin Description: This project includes working with Metrolink/Southern California Regional Rail Authority on the conceptual design for a rail crossing to access the future Via Princessa Park. Funding will be used for consultant services to provide conceptual design services necessary to obtain agency approval for crossing the existing railroad tracks. Justification: The City recently purchased 26 acres of property in this location with the intent of developing an active park. Access to the future park site requires crossing the railroad tracks. This project supports the Santa Clarita 2020 theme of Building and Creating Community. Project Status: Approved Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 0 0 0 0 0 0 Design/ Pan Review 0 250,000 0 0 0 0 250,000 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 0 0 0 0 750,000 750,000 Inspection & Admin 0 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 0 Total Costs: $0 $250,000 $0 $0 $0 $750,000 $1,000,000 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Prop. A Park Bond 0 250.000 0 0 0 750.000 1,000,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $250,000 $0 $0 $0 $750,000 $1,000,000 Impact on Operations: None TRAILS & TRANSIT SIDEWALK GAP CLOSURES - CONSTRUCTION Project Location: Wiley Canyon Road at Orchard Village Road and McBean Parkway at Singing Hills Drive Project Number: T0046 Y�-y 1 � .ti:..T C �, f i „ ti••C $F� . < e, S . 3A p j 60LF a i .L'• .+ Y'= = y iA �C' .a -W 6S Q � i een i i� f �e r ��•.: s .net e n aE a y41 , f TA PROJECT LOCATION: O Description: This project will construct new sidewalks where gaps exist along Wiley Canyon Road at Orchard Village Road and McBean Parkway at Singing Hills Drive. The northeast corner of Wiley Canyon Road has heavy pedestrian traffic due to Albert Einstein Academy. Parents park along Wiley Canyon Road and walk the students across Orchard Village Road. New sidewalk will make it safer for parents and students. The sidewalk on McBean Parkway will make the connection from Singing Hills Drive to the paseo adjacent to McBean Parkway. Justification: The new sidewalks will close the gap along major arterials with high -pedestrian usage. This project supports the Santa Clarita 2020 theme of Public Safety. Project Status: In progress Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 0 0 0 0 0 0 Design/ Pan Review 77,396 0 0 0 0 0 77,396 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 175,000 0 0 0 0 175,000 Inspection & Admin 0 60,000 0 0 0 0 60,000 Contingency 0 26,250 0 0 0 0 26,250 Total Costs: $77,396 $261,250 $0 $0 $0 $0 $338,646 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total TDA Article 8 77,396 261,250 0 0 0 0 338,646 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $77,396 $261,250 $0 $0 $0 $0 $338,646 Impact on Operations: None 2017-18 ACCESS RAMP CONSTRUCTION PROGRAM Project Number: T0052 DESIGN AND CONSTRUCTION Proiect Location: Citywide PROJECT LOCATJONr CITYWIDE Description: The City has diligently worked toward the goal of constructing access ramps where none currently exist. This project continues that effort, which will also include the construction of spandrels and cross gutters. After completion of the 2016-17 Access Ramp Program, there will be approximately 599 ramps and 160 spandrels remaining to be constructed. The funding request represents an average of the non -escalated twenty-year program need to construct the improvements. Justification: This project moves the City forward in meeting Americans with Disabilities Act (ADA) requirements, and supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure by providing safe pedestrian paths of travel. Project Status: Proposed Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 500 2,000 2,000 2,000 2,000 8,500 Design/ Pan Review 0 3,500 20,000 20,000 20,000 20,000 83,500 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 40,500 160,000 160,000 160,000 160,000 680,500 Inspection & Admin 0 2,000 43,000 43,000 43,000 43,000 174,000 Contingency 0 3,500 25,000 25,000 25,000 25,000 103,500 Total Costs: $0 $50,000 $250,000 $250,000 $250,000 $250,000 $1,050,000 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total TDA Article 8 0 50.000 0 0 0 0 50,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 250,000 250.000 250,000 250,000 1,000,000 Total Costs: $0 $50,000 $250,000 $250,000 $250,000 $250,000 $1,050,000 Impact on Operations: None AVENUE SCOTT TRAIL CONNECTION DESIGN AND CONSTRUCTION Project Location: Avenue Scott on the west side of the San Francisquito Creek trail Project Number: T1017 �.�, 9 F� ;.� c _ ,0 ��, �•, - '� N-11 •`'••_Ww— ....,...t, - o-- `Aver a P/POJEC7LOCAT/ON: Description: This project will construct a new ramp on the west side of the San Francisquito Creek trail connecting to the north side of Avenue Scott. The 8 -foot vide access ramp will be compliant with the Americans with Disabilities Act (ADA) standards. Construction includes grading, paving, construction of a retaining wall, and railing. Justification: Currently, there is no trail access from Avenue Scott to the west side of the San Francisquito Creek Multi - Use Trail. This ramp will provide direct access to pedestrians and bicyclists entering the trail from Avenue Scott and it will provide a short alternate detour route during the construction of the Newhall Ranch Road bridge widening project. This trail connection will be a significant improvement for trail users and will comply with the requirements of the Americans with Disabilities Act (ADA). Project Status: Proposed Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 0 0 0 0 0 0 Design/ Pan Review 0 62,100 0 0 0 0 62,100 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 109,000 0 0 0 0 109,000 Inspection & Admin 0 18,000 0 0 0 0 18,000 Contingency 0 10,900 0 0 0 0 10,900 Total Costs: $0 $200,000 $0 $0 $0 $0 $200,000 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Measure R Local Return 0 58,568 0 0 0 0 58,568 TDA Article 3 0 141,432 0 0 0 0 141,432 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $200,000 $0 $0 $0 $0 $200,000 Impact on Operations: None SOLEDAD CANYON ROAD/GOLDEN VALLEY ROAD Project Number: T2007 BIKE PATH, NORTH - DESIGN Proiect Location: Soledad Canyon Road at Golden Valley Road bridge a tS}' SANTA . _. GL±*, —5T ` - = SwIIIISCSF S? i - DELIGHT �T VIA i=,Y'�- -;4& Ftp �^~ - r •• pp 'F CFgry .. 4N � dy n y F IVY ° A N •r ^"� vn �ruF7 NON 0N (0 w o o. LOCATION. Description: This project will design approximately 510 feet of bike path, north of Soledad Canyon Road, to provide connectivity between Soledad Canyon Road and the Golden Valley Road bike path. It will connect a Class 1 trail 1,020 feet north of Soledad Canyon Road to the bike ramp at the bridge over the Santa Clara River. Justification: The trail on Golden Valley Road does not connect to Soledad Canyon Road at this time. This improvement will allow cyclists and pedestrians to access Soledad Canyon Road from Golden Valley Road without having to exit the trail system. Project Status: In progress Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 0 0 0 0 0 0 Design/ Pan Review 6,282 84.880 0 0 0 0 91,162 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 0 0 0 0 0 0 Inspection & Admin 0 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 0 Total Costs: $6,282 $84,880 $0 $0 $0 $0 $91,162 Project Funding: FundingSource(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total B&T Bouquet Canyon 6,282 84,880 0 0 0 0 91,162 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $6,282 $84,880 $0 $0 $0 $0 $91,162 Impact on Operations: None SAND CANYON TRAIL DESIGN, PHASES IV THROUGH VI Project Number: T3019 DESIGN Project Location: Sand Canyon Road from Sky Ranch Road to Placerita Canyon Road • ._.�. Yrs ,, . _•+ "' / �� I f •.. -1 ��, � : r •'- PROJECT LOCA TION : Description: This project will design the remainder of the Sand Canyon multi -use trail along the west side of Sand Canyon Road. Design is scheduled to be completed in August 2017. The design is 75 percent complete, the remainder of the design will be completed in late summer. The continued budget will be used for permits and easements in the following fiscal year. Justification: The Sand Canyon Trail is identified in the City's Non -Motorized Plan, the City's Trails Master Plan, and the County Trails Plan. At build -out, the trail is anticipated to run from the Santa Clara River to Placerita Canyon Road. This project is another step forward in the City's goal to develop a trail in the Sand Canyon community. Support for the trail has been expressed via an ongoing public participation process. Project Status: In progress Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 0 0 0 0 0 0 Design/ Pan Review 231,782 23,218 0 0 0 0 255.000 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 0 0 0 0 0 0 Inspection & Admin 0 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 0 Total Costs: $231,782 $23,218 $0 $0 $0 $0 $255,000 Project Funding: Funding Sourggig Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Park Dedication 231,782 23.218 0 0 0 0 255,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $231,782 $23,218 $0 $0 $0 $0 $255,000 Impact on Operations: None VISTA CANYON RANCH METROLINK STATION (TRAIN) - Project Number: T3020 DESIGN Project Location: Future Vista Canyon Community •-- ir tib,+ ��' ;,+. �� rt`E► ; :��.. PROJECT LOCATION. O • Description: This project will design a 25,000 square foot center platfoim to include canopies, light standards, restroom facilities, and fencing. Access to the platform will be grade separated. A total of 3,500 feet of new railroad track and signal improvements will be made within the railroad right-of-way. Funding request includes the anticipated cost of design, including Southern California Rail Road Authority (SCRRA) fees. Construction to occur in a future year. Justification: Constructing a Metrolink station on the east side of town will allow the City to expand and enhance its local and commuter services between the future adjacent transit center and,the local community. A Transit Impact Study indicated that a new station would generate an additional 1,430 daily Metrolink riders. A grant to request construction funds has been submitted to Metro via the 2015 Metro Call for Projects. Project Status: In progress Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 0 0 0 0 0 0 Design/ Pan Review 3,678,264 30,000 0 0 0 0 3,708,284 Right -of -Way 752,000 0 0 0 0 0 752,000 Public Art 0 0 0 0 0 0 0 Construction 0 0 0 0 0 0 0 Inspection & Admin 17,980 0 0 0 0 0 17,980 Contingency 0 0 0 0 0 0 0 Total Costs: $4,448,264 $30,000 $0 $0 $0 $0 $4,478,264 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Prop. A Local Return 375,000 0 0 0 0 0 375,000 Transit - FTA Grant 4,073,264 30,000 0 0 0 0 4,103,264 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $4,448,264 $30,000 $0 $0 $0 $0 $4,478,264 Impact on Operations: None VISTA CANYON REGIONAL TRANSIT CENTER (BUS) - Project Number: T3021 CONSTRUCTION Project Location: Future Vista Canyon Community :•r�- a Z 3 �. PROJECT LOCATIONO , i Description: This project will construct a new seven -bay bus transfer station with canopies, benches, light poles, restroom facilities, bicycle parking, real-time bus arrival monitors, and landscaping. This project supports the Santa Clarita 2020 theme of Enhancing Economic Vitality: Expanding transit services to enhance undeserved business areas. Justification: This transit center will allow the City to expand its local and commuter bus service by providing additional trips between the future adjacent Metrolink station and the local community. The improvements will foster a true transit -oriented development that will serve residents living on the east side of the City, as well as those living just east of the City limits. Project Status: In progress Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 100 0 0 0 0 0 100 Design/ Pan Review 508,771 0 0 0 0 0 508,771 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 3,121,813 0 0 0 0 0 3,121,813 Inspection & Admin 0 400,000 0 0 0 0 400,000 Contingency 39,616 0 0 0 0 0 39,616 Total Costs: $3,670,300 $400,000 $0 $0 $0 $0 $4,070,300 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total AB 2766 - AQMD 149,012 110,130 0 0 0 0 259,142 Prop. A Local Return 988,781 13,870 0 0 0 0 1,002,651 Prop. C 25% Grant 2,532,507 276,000 0 0 0 0 2,808,507 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $3,670,300 $400,000 $0 $0 $0 $0 $4,070,300 Impact on Operations: None SAND CANYON TRAIL PHASE V - CONSTRUCTION Project Number: T3022 Project Location: Sand Canyon Road between Iron Canyon Creek and Los Angeles County Fire Station No. 123. LN ST ru Fto 5"+ x°r Z x xn+�,-a,EK c? w R° C1pNok $z w�a Ro RAVENGLEN RB BIW •im rc ISA, w a r RINE'✓IEN RB P BR C MBRI ESTATES LN } n vsPROJECT LOCATION: Description: This project will construct a multi -use trail along the west side of Sand Canyon Road between Iron Canyon Creek and Los Angeles County Fire Station No. 123. The trail will consist of lodge pole fencing, minor grading and drainage improvements along a 3,000 foot length of trail adjacent to the MacMillan Ranch residential development. Additional right-of-way will be required in some locations to achieve the City's desired trail width of 12 feet. Justification: This project alignment is identified in the City's Non -Motorized Transportation Plan and the Trails Master Plan and will provide a safe path away from the busy roadway. Phase IV and VI are currently in design and will complete the trail from Lost Canyon Road to Placerita Canyon Road, a distance of approximately three ... iles. Project Status: In progress Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 0 0 0 0 0 0 Design/ Pan Review 0 0 0 0 0 0 0 Right -of -Way 0 25,000 0 0 0 0 25,000 Public Art 0 0 0 0 0 0 0 Construction 0 200,000 0 0 0 0 200,000 Inspection & Admin 0 2,000 0 0 0 0 2,000 Contingency 0 23,000 0 0 0 0 23,000 Total Costs: $0 $250,000 $0 $0 $0 $0 $250,000 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total General Fund - Capital 0 250,000 0 0 0 0 250,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $250,000 $0 $0 $0 $0 $250,000 Impact on Operations: None HASKELL CANYON OPEN SPACE Project Number: T4005 CONSTRUCTION Proiect Location: Haskell Canyon Open Space - Corner of Copper Hill Drive and Deer Springs Drive PROJECT LOCATION: O Description: This project will construct a trail head and trail improvements to access the City's Haskell Canyon Open Space property. Improvements will include parking area, fencing, gates, benches, information kiosk, etc. The project has been on hold for the last two years due to the Department of Water and Power's (DWP) transfer station construction which uses the future trail head as an access point. DWP will approve the plans once their project is complete. Justification: This project will enhance the visibility of this passive area and therefore encourage more public use. Expansion of trails will also increase access to the more remote, higher elevations of the area which are currently inaccessible to residents. The project supports the Santa Clarita 2020 theme of Building and Creating Community. Project Status: In progress Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 N 0 2021-22 Total 2 U 0 0 0 0 0 0 0 Design/ Pan Review 0 0 0 0 v 0 0 m 0 0 pP SYS a. Z RQ+ FAN o 0 Public Art 0 0 PROJECT LOCATION: O Description: This project will construct a trail head and trail improvements to access the City's Haskell Canyon Open Space property. Improvements will include parking area, fencing, gates, benches, information kiosk, etc. The project has been on hold for the last two years due to the Department of Water and Power's (DWP) transfer station construction which uses the future trail head as an access point. DWP will approve the plans once their project is complete. Justification: This project will enhance the visibility of this passive area and therefore encourage more public use. Expansion of trails will also increase access to the more remote, higher elevations of the area which are currently inaccessible to residents. The project supports the Santa Clarita 2020 theme of Building and Creating Community. Project Status: In progress Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total Environmental/NPDES 0 0 0 0 0 0 0 Design/ Pan Review 0 0 0 0 0 0 0 Right -of -Way 0 0 0 0 0 0 0 Public Art 0 0 0 0 0 0 0 Construction 0 50,000 0 0 0 0 50,000 Inspection & Admin 0 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 0 Total Costs: $0 $50,000 $0 $0 $0 $0 $50,000 Project Funding: Funding Source(s): Prior Years 2017-18 2018-19 2019-20 2020-21 2021-22 Total OSPD Assmt. Revenue 0 50.000 0 0 0 0 50,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $50,000 $0 $0 $0 $0 $50,000 Impact on Operations: None City of SANTA CLARITA UNFUNDED PROJECTS No. Project Unfunded Capital Projects Estimated Cost No. Project NEVUS PREVIOUSLY IDENTIFIED IN -rFIR 2017-18 CIP: FACILITIES F3023 Santa Clarity Sheriff Station F4003 Saugus Library & Community Center Transit Maintenance Facility Roof Repair/Replacement Roof Replacement at Bouquet Canyon Park MAINTENANCE M1022 City Hall Refurbishments Annual Median Modification Program Annual Overlay and Slurry Seal (5 -yr for 67% rating) Annual Sidewalk Repair Program Aquatics Facilities - Lighting & Electrical City Hall Access Improvements Rubberized Playground Surface Replacement Aquatics Facilities - Lighting & Electrical Thermoplastic Lane Striping RESOURCE MANAGEMENT & CONSERVATION Citywide Reforestation Whitney Canyon Park & Ride Solar Lights Bouquet Streetlight Installation CCCC Regional Infiltration Best Management Practice STREETS AND BRIDGES S3023 Dockweiler Drive/Lyons Avenue S3031 Sierra Highway Bridges over the River Via Princessa Extension TRAILS AND TRANSIT Annual Access Ramp Construction (5yr program) Soledad Canyon/Golden Valley Bike Path (North) 4THER UNFUNDED NEEDS Alley Construction Bus Tum -Outs FLOOD CONTROL PROJECTS - County Newhall Avenue and Pine Street Sierra Highway Area Sewer Study Sierra Highway Storm Drain Master Plan GATEWAY BEAUTIFICATION Calgrove/I-5 Gateway Beautification Newhall/SR-14 Gateway Beautification Via Princessa/SR-14 Beautfication MEDIAN MODIFICATION Annual Median Modification (four-year need) PARKS - Active Canyon Country Community Center Canyon Country Park Ph II (Tennis Cts, Pool) Central Park Tennis Complex Multi -Use Fields Play Area Shade Program Copper Hill Park Amenities David March Park Expansion Fair Oaks Park Improvements Renovation Master Plans for City Parks Santa Clarita Sports Complex (24 -acre dev.) Santa Clarita Sports Complex Ph IV - Gym Estimated Cost UNFUNDED GRAND TOTAL: 566,951,870 PARKS - Active -Continued Discovery Park - (Build out) 2,500,000 45,000,000 Rivendale Ranch & Open Space 8,100,000 PARKS - PassivelRiver 958,000 Open Space Access - (Various Improvements) 450,000 37,950 Open Space Parks (Master Plans for Various) 200,000 Pioneer Oil Refinery 2,500,000 160,000 PEDESTRIAN BRIDGES 100,000 90-0711 Decoro Drive and Vista Delgado 852,975 91,600,000 1,200,000 ROADWAY IMPROVEMENTS 160,000 Annual Roadway Safety Program - 4 -year need 200,000 265,000 Intelligent Transportation Systems VI - 240,000 Adaptive Signal System - Grant $1,943,759 485,940 160,000 Orchard Village Road/Dalbey Left -Tum Pocket 380,000 700,000 SIDEWALK, CURB & GUTTER INSTALLATION - City Arcadia Street Improvements 310,500 1,000,000 92-0902 Orchard Village Road (north of Lyons Ave) 207,000 60,000 Scherzinger Lane Improvements Ph II 5,300,000 256,725 3,765,000 SIDEWALKS Dockweiler Drive - Oakhurst to Sierra Highway 250,000 Newhall Avenue Sidewalks 1,150,000 62,933,215 Sierra Highway Soledad to Racquet Club Court 350,000 1,444,330 Valencia Industrial Center Sidewalks - Phase I 250,000 68,423,000 Wiley Canyon Road Sidewalks 50,000 Happy Valley Area Sidewalks 4,700,000 275,000 STREET CONSTRUCTION 91-1204 Magic/Via Princessa Roadway (at grade) 43,470,000 Santa Clarita Parkway 150,000 53026 Via Princessa - Isabella Parkway to Golden 258,750 Valley Road - Const. - Grant, SII, 000, 000 75,000,000 TRAILS 2,354,625 Bouquet Canyon Trail 2,000,000 155,250 Placenta Canyon 150,000 207,000 Railroad Avenue Trail - 13 St. to Oak Ridge 2,000,000 South Fork Trail/Orchard/Lyons 750,000 Sand Canyon/Lost Canyon Road Trailhead 250,000 1,200,000 Santa Clara River Trail to Robinson Ranch 500,000 1,200,000 Santa Clarita Regional Commuter Trial - 1,200,000 Seg. V (Five Knolls to Discovery Park) 2,000,000 Wiley Canyon/Orchard Village Road Bridge 550,000 Wiley/Calgrove to Rivendale 1,000,000 200,000 TRANSIT Newhall Avenue Park and Ride - Conceptual 200,000 39,000,000 Vista Canyon Multi -Modal Center (Metrolink) 21,318,585 6,000,000 8,000,000 UTILITY UNDERGROUNDING 5,000,000 90-1306 Bouquet Canyon Road - Soledad Canyon/City Limits 533,025 165,000 90-1309 Bouquet Canyon (N/S) - Soledad Canyori/Festividad 2,277,000 1,500,000 90-1308 Newhall Avenue (w/s) - Lyons Avenue and 9th Avenue 393,300 4,000,000 90-1305 San Fernando (w/s) - Bouquet Canyon/Lyons 4,347,000 100,000 90-1302 Sand Carryon Road - City Limits/Placerita Canyon Road 481,275 250,000 90-1307 Seco Canyon Road - Bouquet Canyon/City Limits 533,025 16,000,000 90-1304 Sierra Highway - City Limits 289,800 14,000,000 90-1302 Soledad Canyon Road - Sand Canyon/Sierra Highway 496,800 91-1302 Wiley Canyon Road - Lyons/City Limits 496,800 UNFUNDED GRAND TOTAL: 566,951,870 Intelligent Transporation Systems (ITS) Phase VI FACT SHEET Project Scope Project Location Project Schedule Project Need Project Funding City Contact ITS Phase VI is being coordinated by the City of Santa Clarita to improve roadway circulation and efficiency of the City's traffic signal network. ITS Phase VI will enhance the existing adaptive signal system performance, provide real time data to the City's traffic management center and eliminate existing gaps in the City's fiber optic interconnectinn system. Planned improvements for ITS Phase VI include the following major components: Re -time 148 traffic signals along 19, corridors • Install 12 system detections • Install two fiber optic interconnection lines Project design is scheduled to start in 2019 followed by project construction in 2020. ITS Phase VI builds upon previous phases and is part of the City's ITS Master Plan with an overarching goal of using technology to enhance mobility. As the City continues to grow and the roadway network expands, traffic patterns are continually changing. This project ensures the City's traffic signal system is able to adapt proactively when these changes occur. The total estimated project cost is $2.43 million. The project is funded with a 2013 Metro Call for Projects grant for $1.94 million with a $486,000 local match anticipated to be funded through a variety of local funds (e.g., gas tax, Prop C). You can contact the project manager, Cesar Romo, by phone at (661) 286-4002 or email cromo asanta-clarita.com t O O T ONK M. i - Project design is scheduled to start in 2019 followed by project construction in 2020. ITS Phase VI builds upon previous phases and is part of the City's ITS Master Plan with an overarching goal of using technology to enhance mobility. As the City continues to grow and the roadway network expands, traffic patterns are continually changing. This project ensures the City's traffic signal system is able to adapt proactively when these changes occur. The total estimated project cost is $2.43 million. The project is funded with a 2013 Metro Call for Projects grant for $1.94 million with a $486,000 local match anticipated to be funded through a variety of local funds (e.g., gas tax, Prop C). You can contact the project manager, Cesar Romo, by phone at (661) 286-4002 or email cromo asanta-clarita.com Lyons Ave / Dockweiler Drive Extension City Project 53023 FACT SHEET Project Scope Project Location Project Schedule Project Need Project Funding City Contact F g A' C p Poo U F The Lyons Ave and Dockweiler Drive extension is being coordinated by the City of Santa Clarita to improve circulation and access to the Placerita Canyon community and Newhall community. The project includes the extension of Lyons Avenue from Railroad Avenue to the existing terminus of Dockweiler Drive. Planned improvements for Project S30232 include the following major components: • Reprofiling the intersection of Lyons Avenue and Railroad Avenue • Install an at -grade railroad crossing at Lyons Aveune Construct 0.4 miles of 4 lane facility with 12 -foot wide raised medians and 13 foot wide parkway (8 foot sidewalk, 5 foot parkway) The City is currently working on the EIR. The EIR is anticipated to be certified by Fall 2017, followed by the submittal of the PUC application for the at -grade crossing. Project design is to start mid 2018. The Lyons Ave / Dockweiler Drive Extension project will improve traffic movements and safety at the railroad crossings from the Newhall community to the Placerita Canyon community. The total estimated project cost is $30 million. Phase I, Railroad Avenue, over the railroad tracks, to approximately 500 -feet east of the future Dockweiler Drive is funded with a- 2013 Metro Call for Projects grant for $5.90 million with a $3.43 million local match anticipated to be funded through Bridge & Thoroughfare Developer Fees (B&T). You can contact the project manager, Carla Callahan, by phone at (661) 286-4130 or email ccallahan@santa-clarita.com or Mike Hennawy by phone at (661) 286-4056 or email mhennam vyQsanta-clarita.com RESOLUTIONS APPENDIX Object Designations Expenditure Line Item Title and Description Personnel 5001.001 Regular Employees: Provides compensation for full- or part-time, regular employees. 5001.002 Design Salaries & Wages: Provides compensation for work performed on capital improvement projects in the design phase. 5001.003 Construction Salaries & Wages: Provides compensation for work performed on capital improvement projects in the construction phase. 5001.006 Certificate Pay: Provides compensation for designated certificates/licenses held by represented employees. 5002.001 Part -Time Employees: Provides compensation for employees classified as part-time, temporary, or seasonal (PTS) employees. 5002.002 Part -Time Employee Sick Leave Pay: Provides sick leave compensation for eligible part- time, temporary, or seasonal (PTS) employees. 5003.001 Overtime: Provides compensation for non-exempt employees who work over 40 hours in a workweek at one and one-half times their regular rate of pay. 5004.001 Vacation Pay: Provides vacation compensation for full-time regular employees. 5004.002 Vacation Payout: Compensates regular employees for unused vacation hours in excess of the maximum accrual. 5005.001 Sick Leave Pay: Provides sick leave compensation for full-time regular employees. 5006.001 Sick Leave Payout: Eligible employees who have used minimal sick leave or have large balances may convert a portion of their sick leave to vacation or be cashed out at the end of each year. 5011.001 Health and Welfare: Provides medical, dental, and vision benefits for regular employees. 5011.002 Life Insurance: Provides employees City -paid benefit of life insurance. 5011.003 Long -Term Disability Insurance: Provides City -paid long-term disability insurance benefit to regular employees. 5011.004 Medicare Expense: All employees must contribute 1.45% and City to match. 5011.005 Workers Compensation: Provides City -paid benefits for work-related injuries or illness. 5011.006 PERS: Provides pension benefits for employees in the California Public Employees Retirement System. 5011.007 Deferred Compensation: Provides employees a deferred compensation retirement plan which may be employee -paid or city -paid for certain positions. 5011.008 Unemployment Taxes: Provides City -paid benefits for unemployment insurance. 5011.009 Retiree Medical: Provides health insurance benefits to retirees. 5011.010 Supplemental Health: Provides supplemental benefit dollars for employees whose health, vision, and/or dental premiums exceed a standard set amount. 5011.012 Admin Fees: Admin fee for active employee health premiums. Operations and Maintenance 5101.001 Publications and Subscriptions: Provides for publications and subscriptions. 5101.002 Membership and Dues: Provides membership fees and dues to professional organizations. 5101.003 Office Supplies: Provides for the purchase of office supplies. 5101.004 Printing: Provides for outsource printing. 5101.005 Postage: Provides for City mailing expenses. 5111.001 Special Supplies: Provides special supplies specific to the department's need. 5111.002 Vehicle Fuel: Provides for fuel for all City fleet vehicles. 5111.004 Janitorial Supplies: Provides for building and structure service maintenance. 5111.005 Maintenance Supplies: Provides for the costs of maintenance and supplies for City's property and equipment. 5111.007 Small Tools: Provides specialty tools and equipment under $5,000. 5111.008 New Personnel Computers: Provides for new employees' desktop computer. 5111.009 Computer Software Purchase: Provides for the procurement of computer software. 5111.010 Striping Supplies: Striping materials for streets use. 5111.011 Asphalt Supplies: Asphalt materials for streets use. 5111.012 Concrete: Concrete materials for streets use. 5111.020 Books and Materials: Provides for library books and materials. 5121.001 Rents/Leases: Provides for rental or leases of buildings and structures required for City use. 5121.003 Equipment Rental: Provides for rental of equipment not owned by the City. 5131.001 Electric Utility: Provides for electric utilities. 5131.002 Gas Utility: Provides for gas utilities. 5131.003 Telephone Utility: Provides for telephone services. 5131.004 New Personnel VOIP Phone: Provides for landline telephone for new position. 5131.005 Cellular Service: Provides for cellular telephone services. 5131.006 Water Utility: Provides for water utilities. 5141.001 Maintenance and Repairs: Provides for maintenance and repairs. 5141.003 Street Sweeping Services: Provides for City's street sweeping services. 5141.004 Bridge Maintenance: Provides for bridge maintenance and repairs 5141.005 Curb & Sidewalk: Provides for curb and sidewalk maintenance. 5141.006 Storm Drainage Repair: Provides for storm drain repairs and maintenance. 5141.007 Traffic Signal Maintenance: Provides for traffic signal maintenance and repairs. 5141.008 Traffic Signs & Markings: Provides for traffic signs and marking supplies. 5151.002 Claims Payment: Provides for investigations, legal costs, and settlement of claims or liability. 5151.003 Employee Safety: Provides for first aid supplies and urgent care services. 5161.001 Contractual Services: Provides for contract services. 5161.002 Professional Services: Provides for professional services/retainers. 5161.003 Annexation Services: Provides for expenditures related to annexations to the City. 5161.004 Advertising: Provides for advertising and legal notices of various City activities. 5161.005 Promotion and Publicity: Provides for the expense of community events and the publicity of the City. 5161.007 Hazardous Waste Collection: Provides for household hazardous waste collection program. 5161.008 Graphic Design Service: Provides for outside graphic design services for programs and events. 5161.010 Landscape Services: Provides for landscape services and maintenance upkeep. 5161.011 Weed & Pest Control: Provides for weed and pest control services. 5161.012 Tree Trimming: Provides for tree trimming related expenditures. 5161.013 Reserve Projects Expenditures: Provides for landscape maintenance projects. 5161.014 Inspections: Provides for landscape inspection services. 5161.016 Local Bus: Provides for local route bus services. 5161.017 Dial -A -Ride: Provides for bus services to elderly and disabled residents. 5161.018 Commuter Services: Provides for bus services to and from other areas outside the City. 5161.019 Contract Administration Fees: Provides for transit contract administration. 5161.020 Expedited Contract Services: Provides for services that require expedited permitting review. 5161.023 Landscape Supplies: Provides for landscape maintenance supplies. 5161.024 Business Sponsorship: Provides for expenditures related to business retention and sponsorship. 5161.025 Property Damage: Provides for expenditures related to damage to City property. 5161.028 Irrigation Control Subscriptions: Provides for wireless water monitoring services of weather -based irrigation controllers. 5161.029 Hosted Services: Provides for software services. 5161.030 CNG Station Maintenance: Provides for maintenance of all clean natural gas stations. 5161.031 Litter & Debris Removal: Provides for Citywide litter and debris removal. 5161.032 Credit Card Processing Fees: Provides for processing credit card payments. 5161.033 Fingerprinting Services: Provides for fingerprinting services. 5161.050 General Law: Provides for law enforcement services. 5161.053 Crime Prevention: Provides for crime prevention services, programs, and equipment for the Los Angeles County Sheriffs Department 5161.100 Legal Services: Provides for legal and other related services. 5171.001 Community Services Grants: Provides for grants to eligible applicants. 5171.005 Economic Incentives Program: Provides continued support of the SCV Economic Development Corporation to attract large companies within the City's targeted business industries. 5171.006 Co-sponsorship: Provides for contributions to community organizations. 5171.007 Rewards Program: Provides for monetary rewards for reporting graffiti incidents. 5171.008 Special Events: Provides for law enforcement on special events. 5171.009 State of the City: Provides for print materials and rentals related to this annual City event. 5171.010 Film Incentives: Provides incentives to production companies that film within the City. 5171.011 Historic Preservation Grant: Provides owners of historic properties financial incentives for improvements to their historic structures. 5181.002 Direct Cost Allocation: Provides for allocation of administrative costs to all LMD zones. 5183.001 Depreciation Expense: Annual cost of use of capital assets allocated over the period of its useful life. 5185.003 Taxes/Licenses/Fees: Provides for taxes, licenses and fees paid to the County. 5185.004 Todd Longshore Score: Provides for scholarships for eligible youth to participate in fee based recreational programs and activities. 5185.005 Open Space Exp. Provides for expenditures relating to open space programs. 5191.001 Travel and Training: Provides for all travel, conference, meeting and training sessions generally requested by the City and taken on City time. 5191.003 Education Reimbursement: Provides for education reimbursement for employee development related to the improvement of the position. Generally requested by employee and taken on own time. Requires prior approval. 5191.004 Automobile Allowance/Mileage: Provides for monthly automobile allowance and mileage reimbursement incurred in use of personal vehicle on City business. 5191.005 Reg 15 Incentives Program: Rideshare incentive program. 5191.006 Employees' Uniforms: Provides clothing and equipment required primarily by field personnel. 5191.007 Citywide Training: Provides citywide training, and training resources and materials 5211.001 Computer Replacement: Provides annual replacement of computer equipment. 5211.003 Equipment Replacement: Provides for annual equipment replacements. 5211.004 Insurance Allocation: Provides for annual insurance allocation. 5301.001 Principal: Provides for principal payments related to City debt. 5301.002 Interest: Provides for interest payments related to City debt. 5301.003 Debt Service Reserve: Provides for expenditures related to debt service reserves. 5301.005 Bond Issuance Costs: Provides for bond issuance costs related to the issuance or refinancing of City debt. 5301.009 Use of Bond Proceeds: Provides for expenditures related to the use of bond proceeds. 5401.001 Contingency: Provides operating contingency funds appropriated at budget time for the City Council to access for unanticipated items or events during the course of the fiscal year. 5401.008 Other Financing Uses: Use to account for non-operating transactions (i.e. contribution to support Santa Clarita Valley Television, debt transactions and use of developer credits). Capital Outlay 5201.001 Furniture and Fixtures: Provides for the purchase of office furniture and fixtures for City buildings and structures. 5201.002 Equipment: Provides for the purchase of equipment for use by City employees at City buildings, structures and locations. 5201.003 Automotive Equipment: Provides for the purchase of all types of automotive equipment operated for the transportation of people or things. 5201.004 Land: Provides for the acquisition of land for City use or for open space preservation. 5201.005 Buildings and Structures: Provides for the acquisition of buildings and structures and other improvements to the structures already erected or assembled in place. 5201.006 Building Improvements: Provides for repairs, improvements and alterations to the buildings and structures. 5201.008 Improvements Other Than Building: Provides for acquisitions of, or the construction, alterations or other improvements to other than buildings. 5201.009 Right of Way: For acquisition of right of ways. 5201.010 Infrastructure: For City infrastructure improvements. 5201.012 Library Building Improvements: For improvements and alterations to library buildings. 5201.013 Library Furniture and Equipment: Provides for the acquisition of library furniture, fixtures and equipments. Glossary of Terms Appropriation - An authorization by the City Council to make expenditures and to incur obligations for a specific purpose within a specific time frame. Assessed Valuation - A dollar value placed on real estate or other property by Los Angeles County as a basis for levying property taxes. Audit - An examination of the City's records and accounts by an independent auditing firm to determine the accuracy and validity of records and reports and the conformity of procedures with established policies. Balanced Budget - The City's operating revenues equals or exceeds its operating expenditures. Beginning/Ending Fund Balance - Unencumbered resources available in a fund from the prior/current fiscal year after payment of the prior/current fiscal year's expenditures. This is not necessarily cash on hand. Bond - A City may raise capital by issuing a written promise to pay a specific sum of money, called the face value or principal amount, at a specific date or dates in the future, together with periodic interest at a special rate. Budget - A fiscal plan of financial operation listing an estimate of proposed appropriations or expenditures and the proposed means of financing them for a particular time period. The budget is proposed until it has been approved by the City Council. Santa Clarita's annual budget encompasses one fiscal year (July 1 through June 30.) Capital Improvement - A permanent addition to the City's assets, including the design, construction, or purchase of land, buildings, or facilities, or major renovations of same. Capital Improvement Program (CIP) - A financial plan of proposed capital improvement projects with single and multiple -year capital expenditures and/or expenses. The Capital Improvement Program plans for five years and is updated annually. Capital Project Categories - Each Capital Project included in the budget and CIP is placed in one of nine categories based on the nature of the improvement. The nine categories and their general definitions are: 1. Beautification & Landscaping - These projects involve some aspect of the aesthetics of the community. Many include landscaping. 2. Circulation - These projects improve the efficiency and safety of the roadway systems. 3. Emergency - These projects provide repair or restoration of infrastructure or structural damage caused by natural disasters. 4. Facilities & Buildings - These projects will provide new City facilities or significant improvements to existing facilities. 5. Maintenance - These projects are larger scale ongoing maintenance efforts that result in a lengthened service life of infrastructure and upgrades to more state-of-the-art equipment/facilities. 6. Parks - These projects involve acquisition and development of active and passive City park lands. 7. Resource Management & Conservation - These projects provide facilities to assist the citizens and businesses in the City to conserve natural resources and to enhance the sustainability of the community and region. 8. Streets & Bridges - These projects provide enhancements to the street and bridge infrastructure in the City. Projects include road widening, realignments, bridge barrier retrofits, etc. 9. Trails & Transit - The projects in this category provide "multi -modal" transportation oppor- tunities within the community. Projects include trails, access ramps, sidewalks, bus facilities, etc. Capital Outlay - A budget appropriation category which budgets all equipment having a unit cost of $5,000 or more with an estimated useful life greater than one year. Capital Projects - Consistent with the City's Fixed Asset Policy, any new construction, expansion, renovation or physical structural improvements with a cost of $25,000 or more and a useful life greater than one year. Examples include a new park, building modifications, or road construction. City Manager's Transmittal Letter - A general discussion of the operating budget and capital improvement program. The letter contains an explanation of principal budget and CIP items and summaries. Debt Service - Payment of the principal and interest on an obligation resulting from the issuance of bonds, notes, or Certificates of Participation (COP'S). Debt Service Requirements - The amount of money required to pay interest on outstanding debt and required contributions to accumulate monies for future retirement of term bonds. Deficit - An excess of expenditures or expenses over resources or revenues. Department - It is the basic unit of service responsibility encompassing a broad array of related activities. Division - A subsection (or activity) within a department which furthers the objectives of the City Council by providing specific services. Encumbrances - A legal obligation to pay funds, the expenditure of which has not yet occurred. They cease to be encumbrances when the obligations are paid or otherwise terminated. Expenditure - The actual spending of funds in accordance with budgeted appropriations. Fiscal Year - A twelve-month period of time to which a budget applies. In Santa Clarita, it is July 1 through June 30. Fund - An independent fiscal and accounting entity used to record all financial transactions related to the specific purpose for which the fund was created. Fund Balance - The amount of financial resources available for use. Generally, this represents the detail of all the annual operating surpluses and deficits since the fund's inception. General Fund - This is the general operating fund of the City. All revenues and receipts that are not allocated by law or contractual agreement to some other fund are accounted for in this fund. All expenditures must be made pursuant to appropriations which lapse annually at the end of the fiscal year. General Obligation Bond - Bonds used for various purposes and repaid by the regular (usually via the General Fund) revenue raising powers of the City. Grant - Contributions, gifts of cash, or other assets from another governmental entity to be used or expended for a specific purpose, activity, or facility. An example is the Community Development Block Grant provided by the Federal Government. Interfund Transfers - Monies transferred from one fund to another. Such money is transferred to finance the operations of another fund or to reimburse the fund for certain expenditures. Internal Service Fund - An Internal Service Fund provides services to other City departments and bills the various other funds for services rendered, just as would private business. Materials, Supplies, and Services - Expenditures for materials, supplies, and services which are ordinarily consumed within a fiscal year and which are not included in departmental inventories. Municipal Code - A book that contains the City Council approved ordinances currently in effect. The Code defines City policy with respect to areas such as planning, etc. Objectives - The expected results or achievements of a budget activity. Operating Budget - Annual appropriation of funds for ongoing program costs, including salaries and benefits, services and supplies, debt service, capital outlay and capital improvements. Operations and Maintenance - A section of the budget that addresses all the programs and day-to-day operating costs associated with the day-to-day operations of a division or a department. Ordinance - A formal legislative enactment by the City Council. It has the full force and effect of law within City boundaries unless pre-empted by a higher form of law. An Ordinance has a higher legal standing than a Resolution. Priority Unfunded - This "funding source" is utilized in the CIP to identify key projects that are planned but for which specific funding allocations and sources have not been identified. Prior Year Actuals - This column in the CIP is used to identify those monies expended during the course of the project prior to the current fiscal year. It becomes part of the "total" column for easy identification of total project costs. Reimbursement - Payment of amount remitted on behalf of another party, department, or fund. Reserve - An account used to record a portion of the fund balance as legally segregated for a specific use. Resolution - A special order of the City Council which has a lower legal standing than an ordinance. Revenue - Amount received for taxes, fees, permits, licenses, interest, intergovernmental sources, and other sources during the fiscal year. Revenue Bonds - A type of bonds usually issued to construct facilities. The bonds are repaid from the revenue produced by the operation of these facilities. Salaries and Benefits - A budget category which generally accounts for full-time and part-time employees, overtime expenses, and all employee benefits, such as medical, dental, and retirement. Special Revenue Fund - This fund type accounts for revenues derived from specific sources, which are legally restricted to expenditures for specific purposes. Unfunded Projects - This section of the CIP contains a listing of capital needs that have been identified but for which funding has not been identified, REVENUES. The City of Santa Clarita provides many services to its residents such as Police, Fire, Park and Recreation, Library Services, etc. These services are not without a cost to the taxpayer. It is the task of City officials to produce the necessary revenue to satisfy the ever-growing demand for local services. The City of Santa Clarita receives revenue from many sources to offset the costs of its operations. Revenue is received from sales taxes, property taxes, and many other sources. For each fiscal year, the City's revenues are estimated. This section will describe the forty-four major revenue sources available to the City. The budget summaries will provide a more detailed breakdown of all revenues. Major revenue sources are as follows: Sales and Use Tax - Sales and use tax is imposed on retailers for the privilege of selling, at retail, within the City limits. This tax is based on the sales price of any taxable transaction of tangible personal property. The Bradley -Burns Uniform Local Sales and Use Tax Law, adopted in 1955, extend the authority to impose local sales tax to counties. One percentage point of the sales tax collected by the State Board of Equalization is allocated back to the City for general purposes. 2. Property Tax - Property tax is imposed on real property (land and permanently attached improvements, such as buildings) and tangible personal property located within the City. The tax comprises one percent of the assessed value of the property. 3. Property Tax in Lieu - Derived from a portion of property taxes allocated by the State of California to cities to replace vehicle license fees (VLF). In 2004 the State permanently swapped 90% of city VLF revenue for property tax, which was distributed on a per capita basis. On-going growth of this revenue is tied to growth in assessed valuation. 4. Highway Encroachment Permits - These fees are collected under the provisions of the City's Highways Permit Ordinance and defray the cost of services for processing, plan review, and inspection services of construction and/or encroachment within City streets. Types of projects would include new driveways, utility service cuts, bus benches, newspaper racks, movie company productions, parades, etc. 5. Interest - Interest income is earned as the City invests its idle funds in various investment media. The goal of the City's investment is to protect each investment while achieving the highest rate of return. The City Treasurer (Director of Administrative Services) handles the City's investment portfolio. 6. Motor Vehicle In -Lieu - Motor Vehicle In -Lieu is a state vehicle license fee imposed on motorists for the privilege of operating a motor vehicle on the public highways. This fee is two percent of the depreciated interest value of all motor vehicles and is imposed "in -lieu" of a local property tax 7. Community Development Block Grant - The Community Development Block Grant (CDBG) program was designed by the Department of Housing and Urban Development (HUD) to revitalize low and moderate income areas within a city. The certificate affirms the City's approval that CDBG monies are restricted by specific lots which were not shown on an approved tract, parcel map or record of survey are provisions. legal lots and may be sold, leased or 8. Real Property Transfer Tax - Revenue financed provided certain development derived from a tax imposed on all transfers standards are followed. of real property in the City. 17. Building and Safe4y Fees -These are fees 9. Transient occupancy ax - The Transient collected under the provisions of the City's Occupancy Tax is 10 percent of the cost of a Building, Plumbing and Mechanical and hotel room tax imposed on "transients" who Electrical Codes. These fees are paid by occupy a room or rooms in a hotel, inn, builders, developers and homeowners and motel, tourist home, or other lodging facility defray the cost of services for processing, within the City's limits. plan review and inspection of buildings, 10. State Gas Tax - The State Gas Tax is derived grading, swimming pools, patios, etc. from State of California on gasoline 18. Animal Licenses - Provides for the fees paid purchases and is allocated, on a share basis, to the City generated from the sale of animal to cities. The Gas Tax revenues are licenses and violations from the Los Angeles restricted to the construction, County Department of Animal Care and improvements and maintenance of public Control. streets. 19. Court Fines Forfeitures and Penalties - 11. Business License Tax - The Business License Represents amounts received for fines in Tax is imposed for the privilege of violation of City ordinances or penal code conducting business within the City. This is violations. Remittances are collected by the presently collected by Los Angeles County County and forwarded to the City. and redistributed to Santa Clarita. 20. Rental Income -Amounts received from the 12. Building Permits - The City requires that rentals of City Hall office space, facilities and building permits be obtained to ensure that fields. structures meet specific standards. The City requires various construction permits for 21. Libmiy Pr er T x - Property tax activities such as the installation of electric, revenues allocated to the City to maintain plumbing and sewage facilities. The City library services within the City. Library charges a fee for issuing these permits in property tax revenues do not go into the order to recover only the costs incurred. General Fund and are restricted per California State Law to strictly be used for 13. Code Fines -Fines for traffic violations, both library services. moving and parking, are remitted to the City in which the violations occurred. This 22. Industrial Waste Inspection Fees - Provides revenue includes monies collected by the for the receipt of funds for industrial waste courts for tickets written by the California inspections by the County. Highway Patrol. Actual allocation of revenue 23. Parks and Recreation Use Fees - Fees is distributed by the courts. collected from use of parks and 14. Franchise Fee - The Franchise Fee is participation in recreation activities. imposed on various utilities and 24. Miscellaneous Revenues - This account organizations which permit them to use and provides for the fees collected for operate those facilities within the City. miscellaneous services. 15. Subdivision Mapsllmprovements - These fees 25 Region S T ns i n Program are collected under the provisions of the CRS -TB - These federal Funds are derived City's Subdivision Ordinance tentative map from the Intermodal Surface Transportation approval from the Planning Commission. Efficiency Act (ISTEA) of 1991. The funds The fees cover processing plan review and are placed on reserve with the Los Angeles inspection services for tract and parcel County Metropolitan Transportation maps and street, sewer and storm drain Authority (MTA). The funds are allocated to improvements plans. the City for a variety of infrastructure 16. Certificate of Compliance Fees - These are improvement projects. The expenditure of fees collected to defray the cost of these funds must be approved in advanW by processing and recording a certificate or Caltrans and must be included in the conditional certificate of compliance. The Regional Transportation Improvement Plan (RTIP). Note: This funding program replaced the Federal Aid Urban (FAU) program. 26. MTA Grants - The Los Angeles County Metropolitan Transportation Authority (MTA) has been assigned the task of managing and allocating several state and federal funding programs. Cities and counties submit grant applications and compete for the allocation of the funds administered by the MTA. Use of these funds is restricted to the projects for which grants were awarded. 27. State Transportation Development Act (TDA) - The State of California's Transportation Development Act provides state funding to eligible transit system operators for operating and capital purposes. These revenues are derived from three -cents of the six -cents retail sales tax collected state- wide. The three -cents are returned by the State Board of Equalization to each county according to the amount of tax collected in that county. Funds received by the MTA include: TDA Article 3 which dedicates two percent of the funds for bicycle and pedestrian facilities; and TDA Article 8 which provides funding for transit, para - transit, and capital programs to fulfill unmet transit needs in areas outside the service area of MTA operations. 28. AB 2766 Fees - Revenue derived from a portion of additional charges levied on automobile owners dedicated for the purpose of reducing air pollution from motor vehicles. 29. Proposition C - Los Angeles County voters approved an additional 1/z cent sales tax for transportation related to Security, Commuter Rail & Transit Centers, Local Return, Transit on Highway, and Discretionary. 30. Proposition C Grants - Los Angeles County voters approved an additional 1/z cent sales tax for transportation projects. These funds are distributed through a competitive grant program administered by the Los Angeles County MTA. 31. Proposition ALSafe Park Entitlement - The Safe Park Bond Act was passed by the voters of Los Angeles County in November of 1996. Entitlement funds are distributed to cities on a per capita basis. 32. Proposition A - The funding from Proposition A was approved by voters in 1980. Money allocated comes from a 1/z cent sales tax and is distributed on a per capita basis. The funds must be used for transit projects. 33. Habitat Conservation Fund - Proposition 117 Habitat Conservation Fund was passed by the voters in 1989. Competitive grant funds in various categories are available through July 1, 2020. 34. Public Facilities Bond Act - The City issued Public Facilities Bonds to raise funds for the installation of public infrastructure. These funds must be spent/allocated by a specific date and must be used for infrastructure improvements of some kind. 35. Caltrans - Funds received from the State of California Department of Transportation related to specific projects for which the City is contracting its services to Caltrans. 36. Developer - These funds are collected by the City through conditions placed on development projects and through developer agreements. Funds collected in this manner are reserved for providing improvements that mitigate the impacts of the development on existing infrastructure as well as for providing needed new infrastructure. This designation is also utilized to identify funding that has been received as a reimbursement from a developer or another public agency for expenditures incurred on their behalf. 37. Hazard Mitigation - The Robert T. Stafford Disaster Relief and Emergency Assistance Act Hazard Mitigation Grant Program provides funds to local governments to eliminate or reduce the long-term risk to human life and property from natural and technological hazards. This program goes into effect when the President of the United States signs a major disaster declaration, which occurred after the January 17, 1994 Northridge earthquake. The City must compete for these grants, and the funds must be used to fund the projects for which the grants were applied. 38. Bridge & Thoroughfare (B&T) Districts - This funding mechanism was established to gather monies to construct specific roadway improvements necessitated by development of residential, commercial, and/or industrial projects. B&T funds can only be used to construct projects specified in the Engineer's Reports that established the districts. 39. Proposition C - Municipal Operator Improve- ment Program (MOSIP) - Adopted by the Metropolitan Transportation Authority (MTA) Bus Operators Subcommittee on April 26, 2001, and funded by Proposition C. MOSIP was developed in response to pending state legislation (AB2643) to improve municipal operator service countywide. Use of these funds is restricted to benefit the Transit program. 44. Measure R - Los Angeles County voters approved an additional half -cent sales tax for comprehensive transportation improvements effective July 1, 2009. Measure R includes a 15% local return component that is allocated to cities based on population and 20% for bus operations that is allocated by a formula allocation procedure. 44. Measure M - Los Angeles County voters approved an additional half -cent sales tax for comprehensive transportation improvements effective July 1, 2017. Measure M includes a 17% local return component that is allocated to cities based on population and 20% for bus operations that is allocated by a formula allocation procedure. FUND DESCRIPTIONS The basic accounting and reporting entity for the City is a fund. A fund is "an independent fiscal and accounting entity used to record all financial transactions related to the specific purpose for which the fund was created." Funds are established for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions or limitations. The various funds are grouped in fund types and categories as follows: Governmental Funds 1. General Fund - The General Fund is used to account for the general operations of the City. It is used to account for all financial resources except those required to be accounted for in another fund. 2. Special Revenue Funds - These funds are used to account for proceeds of specific revenue sources that are legally restricted to expenditures for specific purposes. 3. Debt ServicelGeneraI Government - These funds are used to account for the accumulation of resources for, and the payment of, general long-term principal and interest. 4. Capital Proiects Funds - These funds account for financial resources used for the acquisition or construction of major capital facilities (other than those financed by proprietary funds). AQMD (Air Quality Management District) - To account for revenues and expenditures for Air Quality Management. Bikeway - To account for monies received from the State of California restricted for bicycle and pedestrian facilities available under Article 3 of Transportation Development Act (SB821). BJA Law Enforcement - To account for receipts and disbursements for the BJA law enforcement grant restricted for police department programs. Bridge and Thoroughfare (B&T) - To account for monies received from developers for street and highway construction through bridge and thoroughfare districts. Community Development Block Grant Funds - This account for monies received and expended by the City as a participant in the Federal Community Development Block Grant (CDBG) Program. Developer Fees - To account for monies received from developers restricted to fund specific projects and infrastructure maintenance throughout the City. Gas Tax Fund - To account for monies received and expended from the State Gas Tax allocation restricted to fund various street highway improvements, including maintenance. Federal Grants - To account for receipts and disbursements of miscellaneous federal grant monies not accounted for in other funds. These receipts are restricted for planning, design, improvements and maintenance of streets, roads and bridges, facility construction and improvement, transit operations and other transit - related expenditures. Housing Successor Agency - To account for the transactions of the Housing Successor Agency for the continuance of the low-income and moderate - income programs of the former redevelopment agency. Landscape Maintenance District -The City's Landscape Maintenance District (LMD) operation is support through special benefit assessments levied on individual parcels authorized by the Landscape and Lighting Act of 1972. There are currently fifty six financially independent LMD zones which are administered by the City. LMD funds support reoccurring costs associated with the maintenance of landscape, hardscape and ornamental improvements, as well as utility costs such as water and electricity. As provided for by the Landscape and Lighting Act, LMD funds may also be used for the construction and/or installation of capital improvements including but not limited to pedestrian bridges, monumental signage, decorative lighting, parks play equipment and irrigation infrastructure. Library Facilities Fees - To account for monies received from the library facilities developer fees, which are restricted for use on library facilities. Measure M - To account for the half -cent sales tax revenues that Los Angeles County voters approved in November 2016 to meet the transportation needs of Los Angeles County. Measure R - To account for the half -cent sales tax revenues that Los Angeles County voters approved in November 2008 to meet the transportation needs of Los Angeles County. Miscellaneous Grants - To account for receipts and disbursements of non-federal miscellaneous grants, which are restricted for planning, design, improvements and maintenance of streets, roads and bridges, facility construction and improvements, transit operations and other transit -related expenditures. Open Space Preservation District - Creation of the Open Space Preservation District (District) was approved by the property owners of the City of Santa Clarita (City) in July of 2007. The primary objective of the District is to facilitate the purchase and preservation of undeveloped land in and around the City. The District's operations are supported through special benefit assessments levied on individual parcels authorized by the Landscaping and Lighting Act of 1972. This assessment will sunset after 30 years in 2037. Park Dedication - To account for monies received from developers restricted to fund the acquisition and development of new parkland space. These monies are restricted under the Quimby Act by ordinance and require the dedication of land or impose a requirement of payment of fee in lieu. Proposition A - To account for monies received through the one-half cent sales tax levied within the County of Los Angeles restricted to fund transit -related projects. Proposition C - To account for the City's share of the one-half percent increased sales tax in Los Angeles County. This revenue is to be used for transportation -related purposes. Public Education and Government - To account for the one percent PEG Capital Grant funds received from video service providers pursuant to the Digital Infrastructure and Video Competition Act of 2006. Public Library Fund - This fund is used to account for monies received through property tax revenues for public library acquisitions and maintenance of library services within the City. State Park - To account for grant monies received from the State of California Department of Parks and Recreation for construction or improvement of parklands within the City. Stormwater - To account for monies received from assessments restricted for the use of the stormwater and run-off programs. Surface Transportation Program - To account for receipts and disbursements associated with the Surface Transportation Program restricted for construction, reconstruction and improvement of highways and bridges on eligible Federal -Aid highway routes. Tourism Marketing District- These assessment fees are dedicated to support the programs, activities, and services to promote the City and hotels as a tourist destination. To help fund this program, each business in the Tourism Marketing Benefit Zone shall pay an assessment of two percent of total room rents charged and received from transient hotel guests who do not make the hotel their principal place of residence. Traffic Safety - To account for monies received from vehicle code fines. This fund is used to finance law enforcement expenditures. Proprietary Funds Enterprise Fund - These funds accounts for operations that are financed and operated in a manner similar to private business enterprises where the intent of City Council is that the costs and expenses, including depreciation and amortization, of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges. Internal Service Funds - These funds accounts for activities involved in rendering services to departments within the City. Costs of materials and services used are accumulated in these funds and are charged to the user departments as such goods are delivered or services rendered. Fiduciary Funds Agency Funds - These accounts for assets held by the City as an agent on behalf of others.