Loading...
The URL can be used to link to this page
Your browser does not support the video tag.
Home
My WebLink
About
2020-06-09 - AGENDA REPORTS - FY 2020-21 ANNUAL OPERATING BUDGET AND CIP (2)
Agenda Item: 10 P CITY OF SANTA CLARITA AGENDA REPORT PUBLIC HEARINGS CITY MANAGER APPROVAL:1 DATE: June 9, 2020 SUBJECT: FISCAL YEAR 2020-2021 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 to the former Redevelopment Agency of the City of Santa Clarita open a public hearing on the proposed Fiscal Year 2020-2021 Annual Operating Budget and Capital Improvement Program and continue the hearing for adoption at the June 23, 2020, City Council Meeting. BACKGROUND The Fiscal Year 2020-2021 budget process is a six-month effort that began in January. In addition to staff preparation, the City Council Budget Committee, which is comprised of Mayor Smyth and Mayor Pro Tem Miranda, reviews the proposed budget with the City Manager so that the City Manager can make a final recommendation to the entire City Council. The proposed budget was distributed electronically to the City Council along with the Planning Commission, the Parks, Recreation, and Community Services Commission, and the Arts Commission on Tuesday, May 26. On June 2, 2020, the Planning Commission made a finding by minute action that the Draft Fiscal Year 2020-2021 Capital Improvement Program is consistent with the City of Santa Clarita's (City) General Plan. Total Appropriations The Fiscal Year 2020-2021 Budget totals $219.7 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 2020-2021 Budget represents a 2.8 percent decrease, equivalent to $6.2 million. Page 1 Packet Pg. 83 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 inflation. 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. This process has been exceptionally challenging this year with the sudden shock to the economy in the middle of this planning process. For Fiscal Year 2020-2021, total resources meet total expenditure appropriations, with the General Fund yielding a revenue surplus of $300,856. For certain one-time capital projects, the fund balance is appropriated. General Fund Revenues The City's largest fund is the General Fund, representing $110.2 million of total revenues. This represents a 3.3 percent decrease when compared to the current fiscal year due to the negative economic impact of the COVID-19 crisis. Sales Tax is typically the City's leading General Fund revenue source and is projected to decrease 13.2 percent from the current adopted budget, at $32.1 million. General Fund Expenditures Fiscal Year 2020-2021 General Fund expenditures total $109.9 million. General Fund expenditures for Fiscal Year 2020-2021 include funding for operating departments, debt services, contingency, and transfers to other funds. General Fund Operating Reserve 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 operating reserve will remain at 20 percent of operating expenditures. For Fiscal Year 2020-2021, the City's operating reserve will total $17.7 million. Capital Improvement Program The Capital Improvement Program (CIP) is a key component of the budget 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 2020-2021 totals $32.6 million, which represents a 11 percent decrease, or $4.1 million, compared to the current year adopted capital budget. Proposed additions to the CIP were significantly reduced for this next fiscal year with the immediate onset of the COVID-19 crisis Page 2 Packet Pg. 84 and accompanying economic uncertainty. ALTERNATIVE ACTION Other action as determined by the City Council and the Successor Agency to the former Redevelopment Agency. FISCAL IMPACT The Fiscal Year 2020-2021 Budget totals $219.7 million, including $32.6 million for the Capital Improvement Program. The proposed budget is balanced. ATTACHMENTS Public Hearing Notice Draft FY 2020-2021 Annual Operating Budget and CIP (available in the City Clerk's Reading File) Page 3 Packet Pg. 85 10.a 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 2020-21 and the Proposed Capital Improvement Program in the City of Santa Clarita. The Budget will be heard by the City Council in the City Hall Council Chambers, 23920 Valencia Blvd., 1 st Floor, the 9th day of June, 2020, at or after 6:00 p.m. and continued to the City Council meeting on the 23rd day of June, 2020, at 6:00 p.m. for adoption. 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 hearing described in this notice, or in written correspondence delivered to the City Council, at, or prior to, the public hearing. Proponents, opponents, and any interested persons may appear and be heard on this matter at that time. Further information may be obtained by contacting Jerrid McKenna, City's Budget Officer, at (661) 255-4921, Santa Clarita City Hall, 23920 Valencia Blvd., Suite 4300, Santa Clarita, CA. Dated: June 1, 2020 Mary Cusick, MMC City Clerk Publish Date: June 4, 2020 LL Packet Pg. 86 Q f S Tf A GLARITA OPERATING BUDGET &CAPITAL IMPROVEMENT PROGRAM 2 0 2 0 - 2 "1 City of SANTA CLARITA Annual Operating Budget Capital Improvement Program FY 2020 - 2021 Presented by: KENNETH W. STRIPLIN CITY MANAGER THE CITY OF SANTA CLARITA Table of Contents MESSAGE FROM THE CITY MANAGER 4 COMMUNITY DEVELOPMENT 106 Budget Summary IIIIIIIIIIIIIIIIIIIIIIIIII COMMUNITY PROFILE 10 Administration Community Profile and Since Incorporation Community Preservation Location Map Community Development Block Grant History Economic Development Distinguished Awards Planning Form of Government RECREATION AND COMMUNITY SERVICES 112 Commissions, Boards, & Committees Funded Positions Budget Summary Philosophy Administration Arts and Events IIIIIIIIIIIIIIIIII USER'S GUIDE 38 Open Space Budget & CIP Guide Recreation and Community Services Annual Appropriations Limit PUBLIC WORKS 118 FISCAL POLICIES 44 Budget Summary Administration IIIIIIIIIIII SUMMARIES AND REVENUES 60 Building & Safety Budget Summary Capital Improvement Projects Statement of Fund Balance Engineering Services Budget Revenues (3-year history) General Services Successor Agency Statement of Fund Balance Traffic & Transportation Planning Successor Agency Revenues IIIIIIIIIIIIIIIIII PUBLIC SAFETY 126 IIIIIIIIIIIIIIII CITY MANAGER'S OFFICE 84 Budget Summary Budget Summary Police Services City Council Fire Protection City Manager Administration SUCCESSOR AGENCY 128 Communications Budget Summary Human Resources • Successor Agency IIIIIIIIIIIIIIIIIIIIIIIIII CITY ATTORNEY 90 NON DEPARTMENTAL 130 Budget Summary Budget Summary City Attorney Administration ADMINISTRATIVE SERVICES 92 (IIIIIIIIIIIIIIIIIIIIIIIIII CAPITAL IMPROVEMENT PROGRAM 132 Budget Summary Table of Contents/Overview Administration CIP Summaries Clerk & Contract Services Beautification & Landscaping Finance Circulation Technology Services Facilities & Buildings Maintenance NEIGHBORHOOD SERVICES 98 Parks Budget Summary Resource Management & Conservation Administration Streets & Bridges Environmental Services Trails & Transit Parks Unfunded Projects Public Library Special Districts ■ OBJECT DESIGNATIONS 196 Transit OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page3of209 Message from the City Manager June 23, 2020 DEAR HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL: It is my pleasure to present the City of Santa Clarita's Fiscal Year 2020-2021 Operating Budget and Capital Improvement Program. Our City will again have a balanced budget for this next 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. When this budget process began in January of this year, we were preparing for minimal growth and anticipating a small correction with the national economy experiencing its longest expansion in history. However, no one could have predicted the crisis that immediately impacted the economy in March with the COVID-19 pandemic. In the first two months of 2020, business in Santa Clarita was continuing to surpass projections and set new records. In just a few days following the announcement of the countywide Safer at Home order on March 19, most of the economy in Santa Clarita was completely shut down. This community, and entire nation, has never experienced such an immediate shock to the economy. What we all experienced, and will continue to experience, is truly unparalleled and we have not yet discovered the full affects of this event. The following data is what we know today, but there is still more to uncover to realize the true impact of this crisis and how we can attempt to begin the recovery process. At the national level, analysts have described the current crisis as "the most significant short-term shock' to the national economy in modern history, citing a nearly 30% drop in daily economic output since pre -pandemic conditions. According to Kiplinger, employment fell by a record 20.5 million in April with the unemployment rate rising as high as 19.5%, according to the Bureau of Labor Statistics. California may be one of the hardest hit economies in the nation. According to a new budget proposal published on May 14 by CA.gov, California has experienced four million unemployment claims since mid -March and the unemployment rate is expected to be 18% for the year. The State is also looking at a $54 billion budget deficit over the next fiscal year —a deficit that was projected in January 2020 to be a $5.6 billion surplus. Page 4 of209 THE CITY OF SANTA CLARITA Message from the City Manager Los Angeles County is expected to experience similar losses. On April 27, the Board of Supervisors discussed actions to absorb a $1 billion loss in revenue in the current fiscal year and expect the same, or slightly more, in the next year. For now, this has resulted in hiring freezes for all non -essential positions and spending down reserves. The County is also preparing departments for cuts in programs and services during this next fiscal year. Locally, the economic impact of the current crisis has been and will continue to be devastating. Santa Clarita was recently named the 17th hardest hit City in the nation (3rd in California) for COVID-19 unemployment growth by WalletHub. The economy here relies heavily on entertainment, travel, film, aerospace production, retail and food services —sectors that have been completely shut down under the current order. The primary funding source of General Fund Revenue for the City is Sales Tax. The impact of these orders is estimated to result in a $10 million loss in total General Fund Revenue in just the current fiscal year. With that said, some hope does remain for this economy if we can leverage funding opportunities from the federal and state governments to provide relief for local businesses as we begin the recovery process. Our biggest hurdle is time —the time it will take to responsibly ramp back to normal operations and the time it will take for consumer confidence to return. This is the time when we need the community to support local business as much as possible to stimulate the economy here in Santa Clarita. In addition to the uncertainty surrounding the long-term impacts of the COVID-19 crisis, our organization is still faced with many challenges that existed pre -pandemic. This includes future funding challenges associated with building new infrastructure, the future operating costs of new infrastructure, maintaining existing infrastructure, increases in public safety services, homelessness, affordable housing and CAPERS Pension funding. With this information and data available, it was decided to amend the budget process this year and submit only required, contractual obligations and only critical capital projects for consideration. As mentioned, while we have some preliminary data on the initial impact to the economy, the reality is that the full effect of this crisis is yet to be seen and could very well be much worse. The goal entering this next fiscal year is to minimize the organization's exposure to prevent any significant reductions in services to this community. Therefore, the Fiscal Year 2020-2021 Budget being recommended is a bare -minimum proposal still in alignment with the City Council's budget philosophy, a successful method for maintaining a responsible budget for Santa Clarita. The following philosophy has kept the organization strong during difficult economic times like these: • Decisions made in good times are more important than the decisions made during 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 We also 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 is the reason I am hopeful our organization can weather this storm. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 5of209 Total Appropriations The Fiscal Year 2020-2021 Budget totals $219.7 million. This includes funding for the Capital Improvement Program (CIP), personnel, the Successor Agency, operations and maintenance, and debt services. When compared to the last year's adopted budget, this represents an overall decrease of 2.8%. 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. This process has been exceptionally challenging this year with the sudden shock to the economy in the middle of this planning process. Even during this challenging time, for Fiscal Year 2020-2021, 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 Fiscal Year 2020-2021 Budget is consistent with our practice of ensuring on -going revenues are greater than on -going expenditures. General Fund Revenues in Fiscal Year 2020-2021 will exceed General Fund appropriations by $300,856. General Fund Revenues The City's largest fund is the General Fund, representing $110.2 million of total revenues. The following revenue projections are compared to the adopted Fiscal Year 2019-2020 Budget: • Sales Tax, typically one of the largest sources of General Fund revenue is projected to decrease 13.2% to $32.1 million. . Property Tax is estimated to increase 4% to $39.5 million. . Development Revenues are projected to be flat at $9 million. . Transient Occupancy Tax (TOT) is projected to decrease 15% to $2.8 million. General Fund Expenditure Budget Fiscal Year 2020-2021 General Fund appropriations total $109.9 million. The total General Fund expenditures for Fiscal Year 2020-2021 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 and that we are able to again fund this reserve considering the current environment. For Fiscal Year 2020-2021, the City's emergency operating reserve will total $17.7 million. Page 6 of209 THE CITY OF SANTA CLARITA Message from the City Manager The Fiscal Year 2020-2021 Operating Budget provides the necessary resources to provide exceptional services for the benefit of our residents, businesses, and the newly annexed areas. As I mentioned previously, given the amount of uncertainty surrounding the current economic conditions, I have limited additions to only those deemed critical or contractually obligated. Below are the proposed additions to the budget: General Fund Additions: . 5.6% Sheriff's Contract Adjustment: $1,351,060 (ongoing cost) • Contract Services for Building & Safety Operations: $500,000 (one-time cost) • County -Administered Election Costs: $316,000 (one-time cost) Misc. Fund Additions: . Housing Element, Climate Action Plan and OTN Specific Plan Update: $625,000 (Grant Funds) . Base Budget for DBAA (Five Knolls): $46,910 (DBAA Funds) Asset Replacement: Another critical part of Sustaining Public Infrastructure is the vehicle and equipment replacement element of the budget. The recommended 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 of 10 Transit Buses: $4.9 million (Transit Funds) . Vehicle and Equipment Replacement: $147,000 (General Fund) CalPERS Pension: As mentioned previously, a budget liability for not only this organization, but cities across California, is the pension obligation. To better position the organization to handle the unpredictable investment returns of CAPERS, additional payments are being recommended to fund this liability at 90% within the next few years. This liability is largely due to CAPERS' overall fund performance in the last decade, which required cities to contribute additional funds to cover the difference between actual performance and the previous 7.5% target return. Each time the fund does not meet its target, CAPERS issues loans, which accumulate interest, to cities called the Unfunded Accrued Liability (UAL). By making additional payments to pay down our pension obligation, our organization won't be at the mercy of the funds performance and these costs will be much more stable and predictable. Also, by making these one-time payments, we will realize significant savings from the interest on our UAL balance. Therefore, for this fiscal year I am recommending an additional $1.9 million payment. This additional one-time payment will bring our funded status to an estimated 88% this next fiscal year. Thanks to the City Council's support, we utilized a similar proactive approach to solve the potential rising retiree health care liability. I am happy to report, that using this forward -thinking plan, the City is now fully funded for these future costs. Proactive and aggressive plans like these are what make our City so unique. We consistently make a commitment with the support of our City Council to fix issues early on before they become a huge problem in the future. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 7of209 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. Comprised of a variety of multi -year and multi -funded capital projects, the CIP for Fiscal Year 2020-2021 totals $32.6 million, which represents an I I % decrease, or $4.1 million, compared to the current year adopted capital budget. As mentioned previously, proposed additions to the CIP were significantly reduced for this next fiscal year. With the immediate onset of the COVID-19 crisis and accompanying economic uncertainty, I decided to eliminate more than half of the originally proposed projects. Of the budgeted amount this year, approximately $9 million is re -budgets —or funding that is being carried over from a prior year for projects still underway. Extracting this $9 million from the CIP yields only a budget of $23 million, of which $13 million is for the City's annual Overlay and Slurry Seal program. That leaves only $10 million (only $72,500 is utilizing General Fund) for other new capital projects throughout the City's entire system of infrastructure, including parks, buildings, paseos, trails and sidewalks. While it is being proposed to only fund the critical projects in this next fiscal year, the major projects underway in the community, including the new Sheriff's Station and Canyon Country Community Center are already funded and will be completed during Fiscal Year 2020-2021. The limited Capital Improvement Program this next fiscal year includes projects supporting many of the quality of life themes contained in Santa Clarita 2020 (SC2020), which is in its final year of implementation. SC2020 was created to guide the City's major work efforts over five 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. Below is a summary of the most notable CIP projects for Fiscal Year 2020-2021: Building and Creating Community • Via Princessa East Roadway Extension Design: $2,711,765 • Copper Hill Drive Bridge Widening over San Francisquito Creek Design & Construction Oversight: $650,000 • Newhall Area Bicycle Facilities: $648,000 • Canyon Country Community Center Furniture, Fixtures and Equipment: $500,000 Community Beautification • Irrigation and Master Valve Flow Sensor Installation Phase IV: $350,000 Sustaining Public Infrastructure • Overlay and Slurry Seal: $13,000,000 • Transit Maintenance Facility Equipment Upgrades: $977,600 • Concrete Rehabilitation Program: $400,000 • Bicycle Locker Replacement: $327,900 • Pioneer Oil Refinery Site Stabilization: $157,000 • Intersection Improvement Program: $150,000 • Signal Battery Back Up Phase III: $135,000 • Canyon Country Library HVAC Replacement: $132,000 Page 8 of209 THE CITY OF SANTA CLARITA Message from the City Manager The message this year is very different. The long-term impacts from this crisis have yet to be realized, but we do know there will be many challenges and tough decisions ahead. How these impacts are handled at the various levels of government will have a real effect on local business and even City programs and services. While I have confidence in our ability to plan ahead to be well positioned to respond, this community is currently in limbo and it is uncertain how and when we will be able to begin the recovery process. This next year will be bittersweet for this organization. While we navigate the challenges ahead, we will also be commemorating the culmination of a milestone achievement —the completion of Santa Clarita 2020. 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. Specifically, I look forward to two milestone projects opening this fiscal year: the Santa Clarita Sheriff's Station and Canyon Country Community Center. 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. A decade of smart, conservative financial planning by the City Council is the reason this organization should be able to respond to this crisis with minimal impact to services. 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. The budget development process each year is no easy task and this year was certainly no exception. I would like to thank and recognize each member of the Budget Team, including Frank Oviedo, Darren Hernandez, Carmen Magafia, Jerrid McKenna, Brittany Houston, Kristi Hobrecker and Mary Ann Ruprecht for their work in preparing the Budget. I would also 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, Kirsten Lindgreen, Tyler Pledger, Tracy Sullivan, Michael Villegas, Sarona Vivanco and Rebecca Widdison. 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. Under the leadership of this City Council, this year will be a true display of our organization's resiliency, dedication and commitment to excellence. Sincerely, A � "0 Kenneth W. Striplin City Manager OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 9of209 Community Profile and Since Incorporation On December 15, 1987, the City of Santa Clarita incorporated from Los Angeles County. 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 & Poor's. 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, high 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. Consistently named the `Most Business Friendly City in Los Angeles County" by various agencies, Santa Clarita continues to strive to create a business friendly environment that encourages businesses to locate or expand within the 70.87 square miles that make up the City. A premier location to move your family or business, Santa Clarita boasts award -winning educational facilities, 90 miles of pristine trails, some of Los Angeles County's largest master planned 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 Page 10of209 THE CITY OF SANTA CLARITA Community Profile Mw� TO Los Angeles Basin to the south, and from the San Joaquin Valley, Mojave Desert and Angeles National Forest to the north. 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's services, three libraries, highly responsive paramedic and ambulance services, and high levels of local government services. Population' 225,000 Size 70.87 sq. miles Approximate Number of Housing Units 75,842 Unemployment Rate' 4.3% Median Household Income' $94,282 'provided by the Department of Finance Special Assessment 11/15/16 provided by the Employment Development Dept. 2/2020 'provided 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. The City is making significant strides in crime prevention, intervention, and enforcement based on the partnerships forged with the local Sheriff's Station and the business community. As part of the Santa Clarita 2020 Plan, our goal to achieve the lowest crime rate in history was met in 2018 and we continue to retain 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 Sheriff's Department "Every 15 Minutes" Program. The Sheriff's 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 Sheriff's Department and the J-Team, William S. Hart School District, and the Los Angeles County Fifth District, implemented the Drug Free Youth in Santa Clarita Valley (DFYinSCV). DFYinSCV 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. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Pagel' of209 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 70.87 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 Claritds 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 500 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 approximately 700 smart irrigation controllers. These devices provide greater water efficiency throughout the more than 2,000 acres overseen by the Landscape Maintenance District operation, and have helped Santa Clarita to save billions of gallons of water over the last eight 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. To further reduce the City's overall use of water for irrigation purposes, in 2016 Santa Clarita began a multi- year program to remove all remaining turf located on our landscaped medians and, in its place, install drought - tolerant landscape. Additionally, in Fiscal Year 19-20, the City purchased and now maintains the streetlight system, replacing all current lights with money saving LED technology. In 2014, a single -lane roundabout built in Old Town Newhall was constructed to provide 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. The Old Town Newhall Parking Structure opened in May 2018, adding 372 new parking spaces and a rooftop special event space for the thriving Arts and Entertainment District of our community. 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. In 2011, the Cross Valley Connector Golden Valley Bridge was official dedicated as the Fallen Warriors Memorial 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 Page 12of209 THE CITY OF SANTA CLARITA Community Profile The City of Santa Clarita is home to over 7,000 businesses and nearly 100,000 jobs from diverse industries. The majority of its establishments are within leisure and hospitality, construction, retail, and professional and business services. The City's largest employers include Princess Cruises, Henry Mayo Newhall Memorial Hospital, Boston Scientific, Woodward HRT, Quest Diagnostics, Wesco Aircraft and 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, Bioscience and Medical Devices, Digital Media and Entertainment, Information Technology and corporate headquarters. 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 the deferral of certain 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 and most recently by the Los Angeles County Business Federation in 2018. 2017-2018 Cost of Doing Business Survey Source: Kosmont-Rose Institute CODBS 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 eight 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. Santa Clarita is home to over 10 movie ranches, and more than 30 sound stage. The Film Office has consistency recorded more than 1,000 location film days and 500 film permits over the last few years. These totals represent over nearly $30 million in annual economic impact to the local community from location filming alone. In addition, more than 6,000 residents are employed by the entertainment industry. The City's unemployment rate has steadily been declining since the recession, with the most recently released unemployment rate at around 4 percent. The third largest labor force in Los Angeles County, with more than 100,000 workers within the City limits, also boasts a highly educated workforce. Thirty-six percent of the workforce possesses a bachelor's degree or higher and 70 percent have at least some college. Santa Claritds quality employers, a business -friendly environment, and highly skilled workforce make Santa Clarita an ideal destination for business. The California Department of Education, named 14 local elementary schools as 2016 Gold Ribbon Schools. In 2017, Gold Ribbon School status was awarded to 2 Jr. High Schools and 3 High Schools. In 2019, two additional schools from within the William S. Hart Union High district were provided this distinguished award. 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 Claritds commitment to education is evident in strong academic performance, passionate teachers, and community dedication to education. City of Santa Clarita - Educational Attainment 2017 American Community Survey Estimates .,,,,,,,,,,,I,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,I,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,I,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,I,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,, I ............. High school Some college, Associate's Bachelor's Graduate or graduate or no degree degree degree professional equivalent degree The award -winning Business Incubator opened in 2014 in partnership with the City, College of the Canyons and the Small Business Development Center to facilitate and help launch and grow start-up companies. The Business Incubator provides entrepreneurs in the creative and technology fields with the essential tools needed for them to become successful and an opportunity to lease low cost office space in the City's growing arts and entertainment district for up to three years. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page l3of209 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 III -vehicle fleet that operates on compressed natural gas and provides local, commuter, fast, and reliable service to more than 2.7 million passengers each year, traveling more than 61,000 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 its diesel -powered commuter bus fleet to compressed natural gas (CNG). To date, nearly all of the City's 30 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. 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 90 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. Page14 of209 THE CITY OF SANTA CLARITA Community Profile Santa Clarita is friendly to cyclists of all skill levels. Here, were 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. Just outside City limits, Castaic Lake offers a 9,300-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. Since the formation of the City's Open Space Preservation District (OSPD), the City has provided financial resources resulting in the acquisition of over 10,000 acres of preserved 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 35 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. 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 Discovery Park in Canyon Country in 2010. It is the first -ever passive, natural river and recreation parkin the City. In 2018, the City embarked on its first project to provide an inclusive playground in the community at Canyon Country Park. This project was opened in 2019, tripling the size of the previous play area, where now children of all abilities can play in the same environment. 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 June. 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 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 15of209 Im � -1111.11 1-1 "D ........ ....... .. c yc fief lkwo ......... .... . ol owl .... . . . ..... . 91 1 vo, 0 Page 16 of209 THE CITY OF SANTA CLARITA Community Profile program, outdoor basketball courts, and Pickleball. 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. Spruce Street — 1916 (Main Street) ;�,��i'��u. r ""- Newhall Train Depot - circa 1890 Santa Claritds 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, H2Oga (Water Yoga), Pickleball, excursions including multi -day trips outside of California and many more. The City of Santa Clarita created the monthly SENSES event in Old Town Newhall as part of the Thursdays @ Newhall program. Programs include 10 by 10 Variety Nights, Note by Note Music showcase and JAM session 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. 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, the Oaks Club (formally Tournament Players Club), and Vista Valencia. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 17of209 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. As a direct result of the community's input, this area of our community is now a premier Arts and Entertainment District, with some of the most unique restaurants, retail shops, nightlife, special events and entertainment opportunities. 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 21,000 followers on Instagram, 28,000 on Facebook, and more than 41,000 followers on Twitter. 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; and the Newhall Walking Tour, which provides information on historic film, business and art locations in the Newhall area. 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. 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. 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 Page 18of209 THE CITY OF SANTA CLARITA Community Profile 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. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 19of209 ���Ilbd H [ l GN I'UTNAM 3 KM A ' ] 4 raw C=�inru�tW " a rrirrrueirui dt�¢7ri., ;+..'w9 ro Iku tisu�. ih�tsera anidcrn r Better w C 17 1 IIIe"mu" �y1�°y13� for pets, SPECIAL DISTRICT F, YhAl2;9 N4ti'C'.AI'tC P"PaC,rC;Id,4C+l LI?ADH&SfiWF[SL,PN[7i1'PtCYN Distinguished Awards 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 addi- tion, the City of Santa Clarita is often recognized by organizations and websites for the City's high quality of life. HELEN PUTNAM AWARDS The Helen Putnam Awards are given by the /league of California Cities for excellence and outstanding achievements for California's 482 cities. These wining cities have made unique contributions to community residents and businesses contributions which have resulted in lowers costs or more effective delivery of services. The City of Santa Clarita has won more awards than any other city in California. AWARDS OF EXCELLENCE . 2019: California Park and Recreation Society's Award of Excellence for the Annual River Rally . 2018: Diversion Program, "Community Court" . 2018: Santa Clarita Business Incubator . 2017: Economic Development through the Arts, "Old Town Newhall Arts and Entertainment District Program" . 2017: Public Safety, "Heroin Kills" . 2017: Internal Administration, "Employment Development Program" . 2017: Public Safety, "Special Needs Registry" . 2015: Economic Development through the Arts, "Old Town Newhall Arts and Entertainment District" . 2014: Cities, Counties and Schools Partnership Intergovernmental Collaboration, "Drug Free Youth in Town (DFYIT)" . 2013: Enhancing Public Trust, Ethics and Community Involvement, "City's Granada Villa Neighborhood Committee" . 2012: Enhancing Public Trust, Ethics and Community Involvement, "Neighborhood Services Team and Outreach Program" . 2010: Housing Programs and Innovations, "Extreme Neighborhood Makeovers" . 2008: Community Services and Economic Development, "Santa Clarita's Film and Tourism Programs for Secure City Revenue" . 2007: Grand Prize for Internal Administration, "City's Graffiti Tracking and Prevention Application" . 2007: Effective Advocacy for Intergovernmental Relations and Regional Corporation, "Newhall Community Center" Page 20of209 THE CITY OF SANTA CLARITA Community Profile CONGRESSIONAL RECOGNITION: . 2019: Excellence Award for Three Oaks Project- 29 units of affordable housing development HEALTHIEST CITY . 2019: "Better Sports for Kids Quality Program Provider" designation from the National Alliance for Youth Sports . 2018: Named one of 15 healthiest places to travel by Expedids travel blog . 2018: Named one of the healthiest cities by Viewfinder . 2018: Santa Clarita was ranked one of the Healthiest Cities in California in the City and Community Health Profiles . 2017: Named, "IOth Heathiest City" out of 150 American Cities by Wallethub.com . 2008: Clean air Award for Model Community Achievements by the Air Quality Management District (AQMD) HAPPIEST PLACES TO LIVE . 2019: The Signal- "Best Live Entertainment" award . 2019: Top 50 happiest cities in the United States by Wallethub.com . 2019: Top 20 place to raise a family on the West Coast by SmartAsset . 2019: Santa Clarita was ranked 24 out of 174 of the largest U.S. cities as the "Happiest Place to Live" by Wallethub.com . 2018: Ranked third in the nation by Pennygeeks as Best Place to Live in the United States . 2018: Named 22nd in Retail Sales out of 480 cities in California by the California Retail Survey. This is within the top five percent of cities in the state. Additionally, the City is one of only 42 cities with a retail market above $2 billion, higher than Beverly Hills, Burbank and Pasadena . 2017: Santa Clarita was ranked 12 out of 150 of the largest U.S. cities as the "Happiest Place to Live" by Wallethub.com . 2016: 24/7 Wall St. named the City "America's 20th Best City to Live" . 2016: Most Business Friendly in Los Angeles County by Los Angeles Economic Development Corporation (LAEDC) . 2016: Runner Friendly Community by the Road Runners Club of America . 2015: Bronze Level Bicycle Friendly Community Award for our extensive bike paths, trials and paseos . 2015: Best City to Retire in Southern California by the website, "Only in your State" . 2013: Named one of the top 100 Best Places to Live by Liveabilitycom . 2012: Rideshare Diamond Award from the Los Angeles County Metropolitan Transportation Authority for its Outstanding Marketing Program for "Bike to Work Day and Employee Rideshare Program" SAFEST CITY TO LIVE . 2019: Ranked 49 out of 101 for Safest City in America by SafeHome.org . 2019: Safewise.com named Santa Clarita as one of the 50 Safest Cities in California . 2019: Received a certificate of recognition by the California Emergency Services Association for the City's Emergency Trails Locator System . 2018: Santa Clarita was rated as Top 10 City in the nation for the lowest amount of property crime based on FBI crime reports by Reviews.org . 2017: National Council for Home Safety and Security named Santa Clarita one of the top 100 Safest Cities in America . 2017: National Council for Home Safety and Security named Santa Clarita 3rd Safest City with a population over 200,000 . 2017: Parenting.com ranked Santa Clarita as the 3rd Safest City in the America . 2017: Safewise.com named Santa Clarita as one of the 50 Safest Cities in California . 2017: Safewise.com named Santa Clarita as one of the 50 Safest Cities in California OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 21 of209 CITY OF THE FUTURE . 2017-2018: fDi American Cities of the future ranked Santa Clarita 4th out of more than 200 cities in the Small American City of the Future category . 2015: Leadership in Energy and Environmental Design Gold Certificate for the Old Town Newhall Library for its effective and sustainable design features . 2010: Top ranked municipalities in the nation by Center for Digital Government Technology . 2009: Top ranked municipalities in the nation by Center for Digital Government Technology THE BEACON AWARD The Beacon award recognizes local governments that have implemented voluntary sustainability efforts and have demonstrated lower use of energy, water and resources as a result. . 2018: Won Beacon Spotlight Award from the Institute for Local Government for Natural Gas Savings . 2016: Won for promoting sustainability practices and facilitating outreach efforts through our website and social media . 2016: Won Platinum Level for "Green Santa Clarita" website for promoting sustainability development and local leaderships towards solving climate change . 2011: Achieved "Silver Status" as a California Green Community for its commitment to sustainability DISTRICT TRANSPARENCY CERTIFICATE OF EXCELLENCE The Special District Foundation (SDLF), an independent and non-profit organization formed to promote good gover- nance and best practices among California's epical districts. . 2018: District Transparency Certificates of Excellence by the Special Districts Leadership Foundation (SDLF) . 2016: District Transparency Certificate of Excellence for our outstanding efforts to promote transparency and good governance Sorts/Athletics Program . 2016: southern California Municipal Athletic Federation (SCMAF) presented the City of Santa Clarita with the Appreciation Award for the second time in a row . 2014: Innovative Sports Activity Award for "Youth Sports and Healthy Families Festival Event" by the Southern California Municipal Athletic Federation (SCMAF) . 2005: Best Public/Non-Profit Family Aquatic Center Award from the Aquatics International Magazine AAA CREDIT RATING AAA is the highest issuer credit rating assigned by Standard & Poor's. A Global Ratings issue credit rating is a for- ward -looking opinion, a specific class of financial obligations, or a specific financial program. . 2019: Standard & Poor's (S&P) affirmed the City's Issuer Credit Rating of AAA. Santa Clarita is one of 34 cities (top seven percent) in California with a AAA credit rating TREE CITY USA . 2019: Santa Clarita has won this award for 30 consecutive years . 2017: Reached Platinum level status for energy management which allows the City for bonus rebate funding with Southern California Edison . 2016: Pinnacle Award for the "City's Tourism Website" by the National Association of Government Web Professionals Community Energy Partnership Program JERRY WALKER COMMITMENT TO QUALITY SERIVCE AWARD . 2019: Quality Service Award- Transit ANNUAL ACHIEVEMENT OF EXCELLENCE IN PROCUREMENT (AEP) AWARD AEP highlights the Cities purchasing policies and practices. . 2019: Santa Clarita won the National Procurement Institute, Inc. for the 9th time. Santa Clarita is one of 686 cities in the United States and Canada to receive this esteemed award INVESTMENT POLICY CERTIFICATE OF EXCELLENCE AWARD This award is given out from the Association of Public Treasures of the United States and Canada to honor excellence in written investment policy. . 2019: Santa Clarita won for the 25th consecutive year Page 22of209 THE CITY OF SANTA CLARITA Community Profile GOVERNMENT FINANCE OFFICERS ASSOCIATION (GFOA) GFOA's awards for Governmental Finance that recognizes innovative contributions to the practice of governmen- tal finance that exemplify outstandingfinancial management. This is the highestform of recognition in the area of governmental accounting and financial reporting. . 2019: Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers Association of the United States and Canada for its Comprehensive Annual Financial Report (CAFR)- 30th consecutive year NATIONAL INSTITUTE FOR PUBLIC PROCUREMENT (NPI) NPI establishes a program designed to recognize organizational excellence in public procurement. These prestigious awards those organizations that demonstrates excellence by obtaining a high score based on standardized criteria. . 2019: Achievement of Excellence in Procurement Award- 9th time the City has received this award NATIONAL RECREATION & PARKS ASSOCIATION (NRPA) . 2019: Innovation in Social Equity Award- Jakes Way Neighborhood Program CONSTRUCTION MANAGEMENT ASSOCIATION of AMERICA (CMAA) . 2019: Project Achievement Award for the 2017-2018 Annual Overlay and Slurry Seal Project EMPLOYER OF THE YEAR AWARD: . 2019: California Internship Work Experience Association- Public Works AMERICAN PUBLIC WORKS ASSOCIATION (APWA) SOUTHERN CALIFORNIA CHAPTER . 2018: Outstanding Public Works Project of the Year, "Old Town Newhall Parking Structure" . 2018: Transportation Award, "Newhall Ranch Road Bridge Widening" . 2018: Best Environmental Project of the Year, "Heritage Trail from Gateway Ranch to Wildwood Canyon" . 2018: Creative and Innovative Award, "Enhancing Pedestrian Safety and Traffic Flow Through the Use of Electric Blank -Out Signs" . 2017: Project of the Year, "Golden Valley Bridge Widening over State Route 14" . 2017: Best Environmental Project of the Year, "Open Space Trail Volunteer Program" . 2017: Top Ten Public Works Leaders of the Year Award- Director Robert Newman . 2014: Best Improvement for Public Safety for "Old Town Newhall Roundabout" . 2014: Project of the Year for "Old Town Newhall Roundabout" . 2013: Project of the Year, "Old Town Newhall Library" . 2012: Project of the Year, "Old Town Newhall Library" . 2010: Outstanding Project of the Year, "City's Golden Valley Road Bridge" . 2009: Project of the Year for the completion of the "Magic Mountain Parkway/Interstate 5 On and Off Ramps and Intersection Expansion Project" . 2009: Grand Prize for Best Economic Development program in the State of California for, "City's Small business Program" . 2008: Grand Prize for Best Economic Development program in the state of California for, "City's Film Program" . 2008: Grand Prize for Best Economic Development program in the state of California for, "Tourism" . 2008: Innovative Design of the Year for, "City's Transit Maintenance Facility" OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page23o{209 CALIFORNIA ASSOCIATION OF PUBLIC INFORMATION OFFICALS (CAPIO) CAPIO "Excellence in Communications" awards recognize the most creative and effective in the areas of communica- tions and marketing campaigns, newsletter production, photography, special events, writing, website development and video production. EPIC AWARD . 2019: Preparedness/Public Safety Education, "Heads Up Traffic Safety Campaign" . 2018: Social Media/New Media, Large Population, "Sammy Clarita" . 2018: Crisis Communications/Public Safety Educational Campaign, "Heads Up" . 2017: Crisis Communications/Public Safety Educational Campaign, "Sand Canyon Fire Crisis Communications Efforts" . 2016: Multi Year Strategic Planning and Execution for the City's, "Road Resurfacing Project" . 2016: Special Event/Reoccurring for, "Light Up Main Street" . 2016: Most Creative/Dollar Stretcher for the City's, "DIVERT Task Force" . 2015: Video Production Series, "State of the City Video" . 2015: Internal Newsletter, "City Call" . 2014: Video Production Series, "State of the City Video" . 2013: Newsletter/special Publication, "SEASONS Magazine" . 2013: Electronic Online Newsletter, "Hike Santa Clarita" . 2013: Marketing/Communications, "DUI Campaign" . 2013: Crisis Communication, "Heroin Kills" . 2013: Special Event, "Cowboy Festival" . 2012: Electronic Video Production, "SENSES Public Service Announcement" . 2008: City's Public Safety Program, "Pull to the Right" . 2008: City's Website, "SCVSheriff.com" AWARD OF DISTINCTION . 2019: In House Communications or Marketing Plan, "Innovative SCV Campaign" . 2018: One -Time Special Event, Large Population, "las Vegas Vigil" . 2016: eGovernment Services, "Road Resurfacing" . 2015: "On the Job Series" AWARD OF MERIT . 2016: External Publications for the City's Quarterly Publication of SEASONS magazine . 2015: for "State of the City" videos Page24 of209 THE CITY OF SANTA CLARITA Community Profile CITY -COUNTY COMMUNICATIONS AND MARKETING ASSOCIATION (3CMA) 3CMA is the nation's premier network of local government communications. The "SAVVY" awards are presented for creative and successful programs for different divisions of Communication and Marketing. SAVVY AWARDS . 2019 Award of Excellence for "Firefighters & Puppies- Best Campaign" . 2019: Savvy award for "Heads Up! PSA Teen Contest- Resident Participation" & "Stolen Collection- Most Innovative" . 2019: Silver Circle award for "State of the City Newsletter -Graphic Design" & "Heads Up! PSA' . 2018: Award of Excellence, Graphic Design and Publication, "State of the City Newsletter" . 2018: Marketing Tools -Best Use of a Promotional Item, "I Found Sammy!" . 2018: Communications or Marketing Plan, "Heads Up" . 2018: Silver Circle Award -Special Event/one Time Event, "Las Vegas Vigil" . 2017: Digital Interactive, "SantaClaritaArts.COm" . 2017: Most Innovative, "Drive.Focus.Live." . 2016: One -Time Special Programming, "Virtual Video Tour" . 2015: Silver Circle Award, "On the Job Series" OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 25of209 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 Coun- cil -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 oper- ations 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. Page 26of209 THE CITY OF SANTA CLARITA Community Profile Commissions, Volunteer Boards and Committees Planning Commission Philip Hart, Chair The Planning Commission is a five -member commission appointed by the City Dan Masnada, Vice -Chair Council to consider and decide upon various applications for land use and land Renee Berlin development in the City, including the implementation of the General Plan, Zoning Dr. Dennis Ostrom Ordinance and other land use regulations, and recommendations on development Lisa Eichman applications. Victor Lindenheim, Chair Parks, Recreation & Community Services Commission Dianna Boone, Vice Chair The Parks, Recreation & Community Services Commission is a five -member com- Don Cruikshank mission appointed by the City Council to make recommendations to the Council on Kieran Wong all matters pertaining to parks and public recreation. Ruthann Levison Patti Rasmussen, Chair Arts Commission Vanessa Wilk, Vice -Chair The Arts Commission is a five -member commission appointed by the City Council Susan Shapiro to consider and advise the Council on arts -related issues such as public art, arts John Dow education, facilities, and other areas Dr. Michael Millar 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. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 27of209 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 Sheriff's 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. Page 28of209 THE CITY OF SANTA CLARITA Community Profile Funded Regular Full -Time Equivalent Positions in the City by Departments Administrative Services Administration Director of Administrative Services 1 1 Management Analyst 1 1 Executive Secretary 1 1 Finance Finance Manager 1 1 Finance Administrator 1 1 Payroll Administrator 0 1 Senior Financial Analyst 2 1 Financial Analyst 3 3 Payroll Technician 1 1 Project Technician 2 2 General Accounting Specialist 2 2 Account Clerk 5 5 Clerk and Contract Services Clerk and Contract Services Manager 1 1 City Clerk 0 1 City Clerk Administrator 1 0 Purchasing and Risk Administrator 1 1 Administrative Analyst 1 1 Deputy City Clerk 1 1 Project Technician 3 3 Buyer 2 2 Secretary 1 1 Materials Clerk 1 0 Mail Services Specialist 1 1 Mail Clerk 2 3 Clerk 2 2 Technology Services Technology Services Manager 1 1 Senior Information Technology Analyst 3 3 Information Technology Analyst 5 5 GIS Technician 1 1 Information Technology Specialist 5 5 Program Specialist 1 1 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page29o{209 City Manager's Office City Council 5 5 Administration City Manager 1 1 Assistant City Manager 1 1 Assistant to the City Manager 1 1 Intergovernmental Relations Manager 1 1 Management Analyst 1 1 Recreation and Community Services Supervisor 0 1 Administrative Analyst 1 1 Executive Assistant 1 1 Executive Secretary 1 1 Secretary 2 1 Clerk 0 1 Communications Communications Manager 1 1 Communications Specialist 3 3 Graphic Artist 1 1 Secretary 1 1 Program Specialist 1 1 Human Resources Human Resources Manager 1 1 Employee and Labor Relations Administrator 0 1 Senior Human Resources Analyst 2 1 Human Resources Analyst 2 1 Administrative Analyst 2 3 Human Resources Technician 1 1 Secretary 0 1 Clerk 1 0 Page30of209 THE CITY OF SANTA CLARITA Community Profile Community Development Administration Director of Community Development 1 Senior Management Analyst 1 Executive Secretary 1 Community Preservation Community Preservation Manager 1 1 Housing Program Administrator 1 1 Senior Code Enforcement Officer 2 2 Code Enforcement Officer I111 6 6 Graffiti Coordinator 1 1 Project Technician 1 1 Graffiti Specialist 1 1 Graffiti Worker 3 3 Secretary 1 1 Clerk 1 1 Planning and Economic Development Planning and Economic Development Manager 1 1 Planning Manager 1 1 Senior Planner 1 1 Associate Planner 6 6 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 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 31 of209 Neighborhood Services Administration Deputy City Manager Management Analyst Executive Secretary Environmental Services Environmental Services Manager 1 Stormwater Compliance Administrator 0 Environmental Services Program Coordinator 1 Administrator 1 Project Development Coordinator 1 Administrative Analyst 1 Project Technician 2 Secretary 1 Library City Librarian 1 Library Administrator 3 Senior Librarian 3 Librarian 15 Library Assistant 10 Parks Parks Manager 1 Parks Administrator 2 Project Development Coordinator 1 Supervisor 7 General Maintenance Specialist 3 Groundskeeper 11 9 Secretary 1 General Maintenance Worker 3 Groundskeeper 15 Special Districts & Urban Forestry Special Districts Manager 1 Landscape Maintenance Administrator 1 Urban Forestry Administrator 1 Project Development Coordinator 3 Tree Specialist 2 Landscape Maintenance Specialist 4 Secretary 1.6 Tree Trimmer 3 Program Specialist 1 Transit Transit Manager 1 Transit Coordinator 1 Administrative Analyst 4 Clerk 4 1 1 1 1 1 0 1 1 1 2 1 1 3 3 15 10 1 2 1 7 3 9 1 3 16 1 1 1 3 2 4 1.6 3 1 1 1 4 4 Page32of209 THE CITY OF SANTA CLARITA Community Profile Public Works Administration Director of Public Works 1 1 City Engineer 1 1 Management Analyst 1 1 Administrative Analyst 1 1 Executive Secretary 1 1 Clerk 1 1 Building and Safety City Building Official 1 1 Assistant Building Official 2 2 Engineer 2 3 Assistant Engineer 2 1 Project Manager 1 1 Supervising Building Inspector 1 1 Project Development Coordinator 2 2 Senior Building Inspector 2 2 Building Inspector I/II 7 7 Permit Specialist 3.5 3.5 Secretary 1 1 Administrative Clerk 1 1 Clerk 3 3 Capital Improvement Projects Assistant City Engineer 1 1 Parks Planning and Open Space Manager 1 1 Senior Engineer 4 4 Environmental Administrator 1 1 Engineer 3 3 Assistant Engineer 1 2 Project Manager 3 3 Administrator 1 1 Project Development Coordinator 4 3 Supervising Public Works Inspector 1 1 Administrative Analyst 2 2 Public Works Inspector 3 3 Secretary 1 1 Clerk 1 1 Engineering Services Assistant City Engineer 1 1 Senior Engineer 2 2 Engineer 2 2 Assistant Engineer 2 1 Project Manager 1 1 Project Development Coordinator 1 2 Supervising Public Works Inspector 1 1 Public Works Inspector 3 3 Permit Specialist 2 2 Secretary 1 1 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page33of209 General Services General Services Manager 1 Administrator 3 Supervising Vehicle Maintenance Mechanic 1 Supervisor 6 Environmental Field Specialist 2 Vehicle Maintenance Mechanic 3 Engineering Technician 1 General Maintenance Specialist 3 Street Maintenance Worker 23 Secretary 1 Vehicle Maintenance Technician 1 General Maintenance Worker 4 Clerk 1 Traffiic Assistant City Engineer 1 Senior Traffic Engineer 2 Traffic Signal System Administrator 1 Engineer 3 Senior Planner 1 Trails and Bikeway Planning Administrator 1 Assistant Engineer 0 Transportation Planning Analyst 1 Traffic Signal Specialist 1 Project Development Coordinator 1 Traffic Signal Technician 1 Secretary 1 1 3 1 6 2 3 1 3 23 1 1 4 1 1 2 1 2 1 1 1 1 1 1 1 1 Page34 of209 THE CITY OF SANTA CLARITA Community Profile Recreation, Community Services, Arts, and Open Space Administration Director of Recreation and Community Services 1 1 Acquisition Specialist 1 1 Management Analyst 1 1 Recreation and Community Services Supervisor 1 0 Administrative Analyst 1 1 Executive Secretary 1 1 Administrative Clerk 0.4 0.4 Clerk 0.5 0.5 wwArts and Special Events Manager 1 1 Arts and Special Events Administrator 2 2 Arts and Special Events Supervisor 5 5 Arts and Special Events Coordinator 5 5 Secretary 1 1 Program Specialist 3 3 Clerk 1 1 Recreation and Community Services Recreation and Community Services Manager 1 1 Recreation and Community Services Administrator 3 3 Recreation and Community Services Supervisor 9 9 Recreation and Community Services Coordinator 17 17 Project Technician 1 1 Aquatics Specialist 2 2 Secretary 1 1 Program Specialist 4 5 Preschool Teacher 2.6 2.6 Clerk 2.75 1.75 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page35o{209 City Philosophy As ("ityemployces, we arqUoud to say that WE ARETHE CITY OF SANTA CLARITA We take pride in our organizotion, our community and ottrselves. Our mission. is to deliver the best. and most. cost-qII'.Jcnt municipal sa-vice to the citizcns and City Council of'Santa Clarita, �MMMIMM We provide high quality and timely servic.cs, We encourage education and continual professional development, We have a strong; commitment to the commmunity, the organization, and individual professions. We conduct ourselves professionally. We believe that prudent rnanagement of our resources demonstrates our respect for the citizens whose rm.onies SUPPOTt this organization. We believe that diversity among staff and in the community creates strength. We vaIllu'.0 Ihumainlistic approadh OUr actions recognize humans, hurnan feelings and the importance oftlae individual, We believe in participative management, We encottrage employees to enjoy their time at the work site. We encourage ideas that improve the mental and physical health of the employees. We arc united in, our efforts to support, respect and encourage individual talents and cont'ribi.itions. We valllue cif eatilvity We have a bias for action, We believe in taking reasonable risks. We accept innovative people, We valllue a futuirlistlic appiroadh Page:?6 of209 We valllue our enthused woirldoirce We encourage actions which keep employees motivated and competent. We respect loyalty to the City, We valllue ethics We believe the soundest basis for jiulging the Tightness 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, withotit prejudice or bias. We valllue ain qpein and inc)in buireauciratic 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 anothev. We encourage decision making on, the front lines. We are an integrated organization, we are a team. We valllue our Clity CoundiIII and public seirvice 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. Community Profile THIS PAGE INTENTIONALLY LEFT BLANK OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page37o{209 User's 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. Page38of209 THE CITY OF SANTA CLARITA User's Guide The calendar below reflects the time -line and process for the planning and preparation of the Annual Budget and Capital Improvement Program Document: December 9 • Budget Kick -Off Meeting with Staff February 3 • City Council Budget Committee Meeting February 4 • Joint City Council/Planning, PRCS, and Arts Commissions Budget Study Session February 20 • Final Proposed Budget Package Due to the City Manager March 16 & • Department Budget Discussions March 17 March 30 • Capital Improvement Budget Funding Meeting June 2 • Presentation of Capital Improvement Program to Planning Commission June 9 • Public Hearing for Budget and CIP June 23 • 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, maybe 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. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page39of209 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. Page 40 of209 THE CITY OF SANTA CLARITA User's Guide III I2IIIIIII III IIIIII IIIIIIIIIIIII Mail ul1lllllllll�l lwi lliii III II��II��I IIII IIII I llllll lllln ll�l lllllll ll�ll 11 11 ll� llllllllliioll�l Capital Improvement Proaram Sections Personnel These sections contain detailed information 5001.001 Regular Employees 1,335,116 about the capital improvement projects that 5002.001 Part-time Employees 44,907 the City plans to initiate over the next year. 5002.002 Part-time Sick Leave Pay 153 Each project information sheet includes 5003.001 Overtime 521 the project name, number and location 5004.002 Vacation Payout �� 61,118 (written and visual), a brief description 5006.001 Sick Leave Payout 9,886 of the project, a statement of justification, 5011.001 Health & Welfare 138,589 a breakdown of project costs by typical 5011.002 Life Insurance 2,403 expenditure category, and a breakdown of 5011.003 Long -Term Disability Ins 6,925 project funding by source. 5011.004 Medicare 23,756 An example of a CIP project information 5011.005 Worker's Compensation 30,863 sheet is on the following page. 5011.006 PIERS 126,323 5011.007 Deferred Compensation 29,000 5011.010 Supplemental Health 19,094 Operations & Maintenance ................. I., I., 5101.001 Publications & Subscriptions 0 2,170 5101.002 Membership & Dues 43,662 5101.003 Office Supplies 800 5101.004 Printing 2,000 5101.005 Postage 225 5111.001 Special Supplies 22,575 5121.001 Rents/Leases 115 5131.003 Telephone Utility 11,825 5161.001 Contractual Services 108,050 5171.006 Cosponsorship 15,500 5191.001 Travel & Training 28,775 5191.004 Auto Allowance & Mileage 18,035 5211.001 Computer Replacement 19,863 5211.003 Vehicle/Equipment Replacement 5,534 5211.004 Insurance Allocation 69,867 Total 2020-21 Budget .......... v, 2,177,650 4 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 Category The budget is divided into three categories: Personnel, Operations & Maintenance, and Capital Outlay. Each department is required to stay within the category level. ��I Bottom Line: Total appropriation for the budget program. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 41 of209 Capital Project Information Guide: IIII IIIIII',',',',',„IIIIII Project Name: 2020-21 OVERLAY AND SLURRY SEAL PROGRAM OProject Number: M0137 Project Location: Citywide � J City of 1-a i a Santa clarity MO �3:aaar�rueY;� r�rwat rye 0 a / L PROJECT L,OC lTtON CIFYMDE Description: The annual Overlay and Slurry Seal Program reflects the City's commitment to sound pavement management of the roadway infrastructure and will provide for overlaying and slurry sealing streets in need of attention. The City's Five -Year Major Streets Overlay and Slurry Plan identifies $22,900,000 is needed annually to maintain a 69 Pavement Condition Index (PCI) rating of the City's roadway infrastructure. Justification: Each year, the City dedicates a substantial portion of its capital budget to the Annual Overlay and Slurry Seal Program. This annual project strives to maintain the quality and viability of the City's streets infrastructure. Project Status: Approved Department: Public Works Project Manager: Damon Letz O Project Cost Estimate ($): Prior Expend. Category: Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total Environmental $ 0 30,000 60,000 60,000 60,000 60,000 270,000 Design/Plan Review 0 370,000 500,000 500,000 500,000 500,000 2,370,000 Right -Of -Way 0 0 0 0 0 0 0 Construction 0 12,600,000 22,340,000 22,340,000 22,340,000 22,340,000 101,960,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $ 0 13,000,000 22,900,000 22,900,000 22,900,000 22,900,000 104,600,000 OProject Funding: Prior Funding Source: Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total TDA Article 8 0 2,656,370 0 0 0 0 2,656,370 Measure R Local 0 1,932,767 0 0 0 0 1,932,767 Measure M Local 0 4,856,791 0 0 0 0 4,856,791 Senate Bill IRMRA 0 3,554,072 0 0 0 0 3,554,072 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 13,000,000 22,900,000 22,900,000 22,900,000 22,900,000 104,600,000 O Project Number: M0137 M = Categorical identification of capital project 0 = The area of the City in which the project is located 137 = The assigned project number Category Abbreviations: Area: A=Arts M=Maintenance O=Citywide B=Beautification & Landscaping P=Parks & Recreation I=Valencia C=Circulation R=Resource Mgmt. & Conservation 2=Newhall D=Disability S=Street & Bridges 3=Canyon Country E= Emergency T=Trails & Transit 4=Saugus F= Facilities & Buildings © Project Cost Estimate ($): This area shows a detail of the costs of the project by year and expenditure category. O Project Funding: This area shows the detail of the estimated costs of the project by year and by funding source. Page 42of209 THE CITY OF SANTA CLARITA User's Guide 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 I I I 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 ad- justed 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 I I I 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 2020-21 limits by using the guide- lines set forth in Proposition 111, the calculation would be as follows: IIII III II011111� 2006-07 W I�III�IIIIIIIIIII�IIIII IPI 200,814,154 III II1�1III III IIIIIII 3.96% �IIIII Ili 11�11911 III 7,952,240 �� III 208,766,394 �II IIII Ili m .271 % II@I IIIIII 563,669 ���� ��� �III�I II IIPII�IIIIIIII° 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% 1,559,1262 45,172,508 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% 6,101,189 360,821,480 2017-18 360,821,480 3.69% 13,314,313 374,135,792 2.97% 11,111,833 385,247,625 2018-19 385,247,625 3.67% 14,138,588 399,386,213 .58% 2,316,440 401,702,653 2019-20 401,702,653 3.85% 15,465,552 417,168,205 2.70% 11,263,542 428,431,747 2020-21 428,431,747 3.73% 15,980,504 444,412,251 .10% 444,412 444,856,663 440- 420- 400- 380- 360- 340- 320- 300- 280- 260- 240- 220- 200- 180- 160- 140 — 120- 100- 80- 60- 40 — 20- 0 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 Gann Appropriation Limit Proceeds of Tax OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 43of209 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: • 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 Asso- ciation 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 as a best practice, is reviewed annually by the City's Investment Committee consisting of the City Manager, Assistant City Manager, Deputy City Manager, and the City Treasurer. The investment policy provides guidelines on authorized investments and investment risk, for the pru- dent investment of temporary idle cash, and outlines the policies for maximizing the efficiency of the cash manage- ment 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 com- bination 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. Page 44 of209 THE CITY OF SANTA CLARITA Fiscal Policies Planning and Budgeting The City's success in financial planning and budgeting is due to the City Council's timeless and proven budget practic- es. 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 accu- rate 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 cooper- ation 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 prepara- tion 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 depart- mental 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 maybe revised or amended to reflect spending priorities that may differ from those presented in the draft document. The final An- nual 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. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 45of209 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 Im- provement 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 bud- get. 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 bal- ance 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 reve- nues 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 "gen- erally 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 accor- dance 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. Page 46 of209 THE CITY OF SANTA CLARITA Fiscal Policies 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 ser- vices, 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. • 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 Council approved general fund operating reserve policy is a minimum of 20 percent of general fund operating expenditures as reflected in unassigned general fund balance in the City's financial statements. As a best practice, the minimum 20 percent level will be periodically reviewed and as adjustments will be made as needed to support the City's General Obligation (GO) bond rating from Standard & Poor's. • 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 Fluctuating Federal grants should not be used to fund ongoing programs. E. 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. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 47of209 G. Long -Term Financial Planning . At a minimum, a long-term, multi -year financial plan including a five year projection of general fund revenues and expenditures (i.e. 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 fluctua- tions 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 main- tain 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 five year 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, including cash reserves, future net operating revenues, grants, or debt, over the next five years. Each department must, when planning capi- tal 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. Page 48of209 THE CITY OF SANTA CLARITA Fiscal Policies 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, Deputy City Manager, City Treasurer, Finance Manager, Human Resources Man- ager, Senior Financial Analyst, and Management Analyst 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 Ad- ministrative 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; recreation and community services; community development; public works; neighborhood services; 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 ensu- ing 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. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 49of209 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 supported by special taxes and assessments has been adopted by Resolution 05-119 A Resolution of the City of Santa Clar- ita, 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 consider- ing 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 maybe legally capitalized. The final maturity of long term debt issued to finance capital project shall not exceed the economic or useful life of the project and, unless the City Council determines that extraordinary circum- stances exist. 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. Page 50 of209 THE CITY OF SANTA CLARITA Fiscal Policies 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 short term 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. Additionally, short-term bor- rowing 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. 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. 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. The refunding of debt which is callable in more than 90 days (a taxable advance refunding) shall require net present value savings of greater than 3% and should be in the 4 to 5% range or higher, 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 will strive to maintain a bond rating of AA or higher on its general fund debt. 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. The impact of proposed new debt will be reviewed together with the City's five year revenue and expense projections. 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, sales taxes 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 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 51 of209 public buildings, equipment, open space or other land purchase, judgement against the City, and other projects allowed by law. The City may also enter into capital and operating leases. 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 by a qualified actuarial consultant. 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 and strive to maintain bond ratings of AA or better by Standard & Poor's Financial Services LLC (Standard & Poor's). 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 municipal 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. Consistent with Standard & Poor's analytical characterization of ratios, annual debt service to be paid by the City General Fund shall not exceed 8% of general fund expenses unless required under special circumstances. Page 52of209 THE CITY OF SANTA CLARITA Fiscal Policies 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. In accordance with Government Finance Officers Association's (GFOAs) recommended evaluation of variable rate debt, Variable debt shall not represent more than 20% 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 municipal 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, municipal 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. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 53of209 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 Com- pliance 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 (SEC) and Municipal Securities Rule -making Board (MSRB), 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 A. Purpose 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. B. Objective It is the policy of the City to adhere to all applicable federal tax requirements with respect to tax-exempt obliga- tions 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 address- es compliance monitoring and record retention with respect to such tax-exempt obligations. C. 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. D. Record Retention In accordance with Internal Revenue Service (IRS) requirements, the City will retain Bond transcripts; in addi- tion 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, State and Local Government Series (SLGS) subscriptions, guaranteed investment contracts, investment income received, yield calculations, and arbitrage rebate calculations; Page 54 of209 THE CITY OF SANTA CLARITA Fiscal Policies . 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. E. Coordination with Bond Documents In the event of any conflict between this Post -Issuance Compliance Policy and the bond documents, the bond docu- ments shall govern. V. DISCLOSURE PROCEDURES POLICY A. 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 undertak- ings under the Rule (each, a "Continuing Disclosure Undertaking"). B. 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 knowl- edge 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, dis- closure counsel, City Attorney and a municipal financial advisor, if one is engaged with respect to such obligations. 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. C. Continuing Disclosure Filings 1. 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. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 55of209 2. Key Participants A Disclosure Practices Working Group (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 municipal 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 10b-5) from City departments; and d) 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. Page 56 of209 THE CITY OF SANTA CLARITA Fiscal Policies 3. 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 4. 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. As a result of an amendment to SEC Rule 15c2-12, Continuing Disclosure Undertakings entered into on or after February 27, 2019, are required to include certain additional listed events relating to (a) the incurrence of certain financial obligations if material (other than bonds or notes for which an official statement has been posted to EMMA), (b) the modification of the terms of a financial obligation which affects security holders, if material, and (c) a default, event of default, acceleration, waiver or other modification or similar events with respect to a financial obligation that reflects financial difficulties. The City Treasurer shall be notified by a key participant of the incurrence of any financial obligation to be entered into by or on behalf of the City and take measures to advise all applicable City staff of this City policy. As soon as the City Treasurer receives notice from City staff, consultants or external parties of such event or receives direct written notice of such event so that the City can determine, with the assistance of the municipal advisor and bond counsel and/or disclosure counsel, whether notice of such event is required to be filed on EMMA pursuant to the Rule. The Disclosure Coordinator will maintain a list identifying the execution by the City of any agreement or other obligation which might constitute a "financial obligation" for purposes of the Rule and which is entered into after February 27, 2019. 5. Disclosure Required by SB1029 The City shall comply with all provision of SB 1029 including the applicable pre issuance and post issuance reporting requirements. 6. 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. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 57of209 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 liabili- ties, 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 propri- etary 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. Page 58 of209 THE CITY OF SANTA CLARITA Fiscal Policies 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 Report- ing 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, Restrict- ed, 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 mat- ters, 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 con- trol, 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 regular- ly provides training on contract routing and City contractual policies. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 59of209 Summaries and Revenues Capital Improvement Program Successor Agency Personnel Services Operations & Maintenance Capital Outlay Reserves & Debt Service $ 32,606,004 1,295,851 61,249,975 115,712,486 5,046,968 3,817,433 Operations & Maintenance - 52% Personnel Services - 28% IIIIIIIIIIII Capital Improvement Program - 15% Capital Outlay - 2% Reserves & Debt Service - 2% IIIIIIIIIIIIIIIIIIIIIIIII Successor Agency - 1% Page 60 of209 THE CITY OF SANTA CLARITA Summaries and Revenues THIS PAGE INTENTIONALLY LEFT BLANK OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 61 of209 City Council 234,008 228,112 254,487 City Manager Administration 2,085,675 2,482,969 2,177,650 Communications 1,416,288 1,961,491 1,401,367 Human Resources 1,150,436 1,264,608 1,384,110 Total $ 4,886,406 $ 5,937,180 $ 5,217,614 ryI� ry Iml tll IIIII IIIII 0 n I III n II II I�' I II I�' I IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII Administration 424,393 552,959 573,178 Clerk and Contract Services 4,056,215 4,516,800 5,128,162 Finance 2,256,838 2,696,423 2,352,097 Technology Services 3,694,589 6,158,375 3,575,888 Total $ 10,432,035 $ 13,924,558 $ 11,629,324 pI� p pI� pI� MA, YI IIIA1 .MA,I, III IIII I' II ®IIIIII IIIIII IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII Administration 646,776 663,412 672,102 Community Preservation 3,768,566 3,784,392 4,086,568 CDBG 591,234 838,735 904,186 Marketing and Economic Development 2,699,409 2,766,992 2,699,217 Planning 1,577,422 1,952,713 2,566,349 Total $ 9,283,407 $ 10,006,245 $ 10,928,423 IW mli I ` �h i I dl i Administration 1,045,560 1,118,317 1,216,132 Building & Safety 4,302,690 4,695,501 4,401,224 Capital Improvement Projects Admin 2,581,912 2,960,424 3,087,312 Engineering Services 2,162,059 2,460,440 2,473,221 General Services 10,036,787 10,925,578 10,813,488 Traffic 4,102,064 4,610,068 4,443,925 MI I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I Total $ I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I 24,231,072 I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I $ I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I 26,770,327 I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I $ I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I 26,435,303 I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I IW nl 11 I u i:� III IIII � Police Services 26,153,578 27,888,482 28,663,209 Fire Protection 1,435,118 37,444 37,830 Total $ 27,588,696 $ 27,925,926 $ 28,701,039 I�I InI IIIp I 1911 II I" I IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII Administration 1,518,921 1,654,859 1,737,432 Arts and Events 3,584,264 3,408,638 3,810,368 Open Space 2,013,330 986,796 787,927 Recreation and Community Services 9,420,780 8,772,166 10,237,926 Total $ 16,537,296 $ 14,822,458 $ 16,573,653 p, ® IIII II1n 0� II111 �I11 I1' I IIIIII IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII Administration 679,840 768,891 779,308 Environmental Services 2,415,915 3,319,205 2,258,884 Parks 9,376,425 10,470,159 10,668,142 Public Library 6,238,711 6,943,887 6,763,246 Special Districts 32,301,555 25,234,612 20,881,495 Transit 31,201,566 38,158,687 33,463,854 Total $ 82,214,011 $ 84,895,440 $ 74,814,928 II °III `I tl l II I I I `1m`I•.o IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII City Attorney 835,318 2,225,028 2,225,028 Total $ 835,318 $ 2,225,028 $ 2,225,028 1111 II III III II n I I IIIIII m IIII IIII IIIIIIIWWI�IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII Administration 13,151,713 14,642,862 5,484,116 Reserves 635,057 750,000 Debt Service 5,429,439 3,787,826 3,067,433 Total $ 18,581,151 $ 19,065,745 $ 9,301,549 p pMIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII ICI I�'in I I II I � ° IIIII I III I Successor Agency 1,861,633 1,468,387 1,295,851 Total $ 1,861,633 $ 1,468,387 $ 1,295,851 limn Ili ,i I f�llll m �I lil ri Illlllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllll�, ME Inn li' IIII nn I� I Y I n I r' IIIIIIIIIIIIIIIII n I n m Capital Improvement Program 34,859,124 146,704,526 32,606,004 Page 62 of209 THE CITY OF SANTA CLARITA Summaries and Revenues Where the Money Comes From Revenue from Other Agencies - 26% IIIIIIIIIIIIIIIIII Special Districts - 20% IIIIIIIIIIII Property Tax - 18% (IIIIIIIIIIIIIIIIIIIIIIIIII Sales Tax - 14% All Others - 10% (includes developer fees and transit farebox revenues) IIIIIIIIIIIIIIIIIIIIIIIIII Other Taxes - S% Charges for Current Services - 4% IIIIIIIIIIIIIIIIII Licenses & Permits - 2% Successor Agency - 1% Where the Money Goes Neighborhood Services - 34% IIIIIIIIIIIIIIIIII Capital Projects - 15% Public Safety - 13% IIIIIIIIIIIIIIIIIIIIIIIIII Public Works - 12% Recreation & Community Services - 8% Community Development - 5% Administrative Services - 5% IIIIIIIIIIIIIIIIII Non -Departmental - 4% City Manager Administration - 2% IIIIIIIIIIIIIIIIII Special Services -1% InSuccessor Agency - 1% OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 63of209 City Council 234,008 228,112 254,487 City Manager Administration 2,085,675 2,482,969 2,177,650 Communications 1,017,412 1,240,914 1,268,367 Human Resources 1,150,436 1,264,608 1,384,110 Total $ 4,487,530 $ 5,216,603 $ 5,084,614 IIIICI -1I 11A Ilfl l i l III I I M I I ull Y IS! li IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII Administration 424,393 552,959 573,178 Clerk and Contract Services 1,845,854 1,741,614 2,343,407 Finance 2,009,671 2,117,566 2,205,097 Technology Services 3,006,430 3,289,040 3,335,888 Total $ 7,286,347 $ 7,701,179 $ 8,457,569 Illlln � fifl��fl�B fi � �, ii ii � line i ° �fl ii fi n IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII Administration 646,776 663,412 672,102 Community Preservation 3,768,566 3,784,392 4,086,568 Marketing and Economic Development 1,938,479 1,973,885 2,100,648 Planning 1,577,422 1,952,713 1,941,349 Total $ 7,931,243 $ 8,374,402 $ 8,800,667 IIIII ° In n i`ilii I. illilIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII Administration 1,045,560 1,118,317 1,216,132 Building & Safety 4,302,690 4,695,501 4,401,224 Capital Improvement Projects 2,558,210 2,944,348 3,059,355 Engineering Services 2,162,059 2,460,440 2,473,221 General Services 2,998,703 3,170,671 3,246,920 Traffic 1,979,376 2,112,283 2,105,260 Total $ 15,046,599 $ 16,501,559 $ 16,502,112 IIIII ° In n I Ilii ii� niil�lii „ i III I:. I li` �IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII Police Services 25,376,261 27,060,956 27,850,027 Fire Protection 33,005 37,444 37,830 Total $ 25,409,266 $ 27,098,400 $ 27,887,857 IIIIIInI Inlll ii III I I � III li II i Illlfl Illfll nl fll n, Inl Y I mli IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII Administration 1,518,921 1,654,859 1,737,432 Arts and Events 3,584,264 3,408,638 3,810,368 Open Space 19,064 31,599 41,480 Recreation and Community Services 9,420,780 8,772,166 10,237,926 Total $ 14,543,029 $ 13,867,262 $ 15,827,206 IIIIIIM L. . .I I III I. .I IA II Inl III ii i IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII Administration 679,840 768,891 779,308 Environmental Services 761,797 665,917 588,758 Parks 6,089,905 6,629,383 7,192,209 Special Districts 2,546,713 2,868,758 3,192,746 MI I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I Total $ I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I 10,078,254 I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I $ I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I 10,932,949 I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I $ I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I 11,753,021 I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I In i n Ili I i I li Yi" I I In YI I City Attorney 763,684 1,944,028 1,944,028 Total $ 763,684 $ 1,944,028 $ 1,944,028 IIIII�I i �fl� ii li � �� �fl�B ii iflrin n � ��IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII Non -Departmental Admin 1,826,724 604,270 475,323 Reserves - 635,057 750,000 Total $ 1,826,724 $ 1,239,327 $ 1,225,323 Illlln inME m I li fl, I- �M. m fl lil IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII nn s s II IIIIIIIIII�i nn, ® , r I.Illllllllllllli . nn n ii li Interfund Transfers 29,682,325 12,371,533 12,414,448 Page 64 of209 THE CITY OF SANTA CLARITA Summaries and Revenues Where the Money Comes From Property Tax - 36% IIIIIIIIIIIIIIIIII Sales Tax - 29% IIIIIIIIIIII Other Revenue - 10% IIIIIIIIIIIIIIIIIIIIIIIIII Development Revenue - 8% Franchise Fees - 8% Recreation - 4% ■ Transient Occupancy Tax - 3% Transfers In - 1% Interest Income - 1% Where the Money Goes Public Safety/Sheriffs - 25% IIIIIIIIIIIIIIIIII Public Works - 15% Recreation & Community Services- 14% (IIIIIIIIIIIIIIIIIIIIIIIIII Transfers Out - 11% Neighborhood Services - 11% IIIIIIIIIIIIIIIIIIIIIIIIII Community Development - 8% Administrative Services - 8% IIIIIIIIIIIIIIIIII City Manager Administration - 5% City Attorney - 2% IIIIIIIIIIIIIIIIII Contingency -1% Non -Departmental - 0% OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 65of209 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 $ 80,163,447 117,549,286 979,708 198,692,442 78,736,058 38,318,943 $ 81,637,441 9,775,425 $ 71,862,016 $ 81,637,441 103,428,045 947,676 186,013,162 83,377,569 21,869,674 $ 80,765,919 8,365,005 $ 72,400,915 $ 80,765,919 109,290,700 907,000 190,963,619 87,097,441 22,799,403 $ 81,066,775 6,927,082 17,710,000 $ 56,429,693 Page 66 of209 THE CITY OF SANTA CLARITA Summaries and Revenues ocrr-cr7t ocr ll� rl�nn CD O rl� � � �<� <�rl' 7t � 7t 01 oc� O D D N d' D D O O � 7t 1� 7t oc� 1'1� 7t oc� C, 7—' - . . . . . . . . . . . . . . . C, oc� oc� 7t 1, r-� oc� oc� dt • 7t 0� m Vi CD- 1'1� t - 7t -�t 7t h O oc� 0o 7t oq O � oc� 7t r-� 7t r--: C�, 0� oc� oc� 7t 7t cr, 7t 0, 7' ci ll� 7t ll� C1, • 0, oq -t 7t 7t r-� ll� 01 lcll� ll� 7t 7t r- 0l 01 0l 7t 0, c 0� 1� m �c� 7t 7t 0� rl� cr� oc� rl� o� wi oq n oc� oq oc� 7t C,- d' 7—' 0' 0' 0' 'c =I 7t O 7 N M � ci CD =I 10 N NC�, 0\ CD Vi � • - - - Dl oq . . . . . . oo oc� M- oc� c� C� C� cr� rr� oc� oc� rl� 7t oc� n 17l lo r-� - - - oq M 01 oq c" 01 V c" V C�l Ic =I 7t t M 7tVi N h 7t O 7t ci -�t '7 C�l 7t C�l �t - c, 0, r-� 01 01 oc� oc� lc� lc� O lc� lc� 7t lc� lc7tM O N Vi h h h ci lc� n ll� 7t n M =I ci 01 M 7t M 01 ci O 7t D =I ll� 7t Dl -p A P. M 5 zz CQ C..� CX - - - - - - - - - - - - - - - - - - - i-- Page 77 of 202 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 67 of 209 a, 0�00 � c, c,c, 0: "-"Novo•= a, M Ov,'�ao�=O—M�0000MNav,�o�ooNoo�oaooa.-�o�.-� M � 01 N l� ll m m l0 01 0 7 N d' l� �O m al r O .-� oo oc ViCD O O Vi Vi d' oc d' 00 00 .-� .-� � 01 00 .-� .-� N oo .-� l� .-� m O m .-� �0 01 cV N o0 00 01 CO �p N Vl m CO CO N l� Cl �O 01 .-� .-� CO .-� �p o 01 CO 01 0 01 CO l� Vl �p 01 01 0 CO N N .-� m N o1 Cl oo d' Cl O Vi d' O m l� N CD r m N O . . . ' ' V _ N Cl 7 O m Vi Cl , 0 oc� Cl O ViV G\ 7 M O O Cl Cl O al r Vi CD - • Vi Vi Vi al O Vi .-� O l� dO � • Cl NV N d' Cl Cl Cl G\ m,V ' M N ' ' ' ' ' ' OV N ' ' ' M CD m N O Vi ViV d' N m Cl al Cl B O Cl O Cl O O O M al O M al lc lc m N d' CD Cl Cl .-� CD al M Vi N CN d' md' .-� Vi .-� O Vi al N Vi � Vi N �O O l� �O N Cl al d' r Vi CD d' Vi M O d' M � d'VV oo CD Cl d' V d' N 1� ClG\ G\ Cl Cl O ClM Vi Vi CD 1� Cld' V� 1� V oo N O 1m V 0\ 0\ n O m o0 o0 oc Cl m .-� N �O Cl d' - r al r CD al m �O o1 oo vi d CD O Cl .-� vi 7 M CD CD r oc m l� CD G� 1� N dt v' oo v' 1� .-� oo O vi N Cl m, Cl Vi Cl 't Cl G\ Cl M Vd' i V al M Vi N al O 1� N m M CD Cl G\ O O Vi O V Vi oc Vi 1� Cl . d' 0\ N N 0\ 1� Cl O oc Cl al O m CD .-� N d' Vi Vi Cl M Cl N Vi r r d' Cl d' Cl 't N r r Vi o0 oc .-� d' Vi m, G\ n n M V O M Vi G\ 1- V V N 7t G\ V Vi CD r CD r Clal M Cl� Vi CD ; � al Vi N O r d' Vi � Vi M al r ClM ClCD CD d' M M l� CD Vi CD CD al Vi Cl Cl't 1� m V O m, M Vi oo Cl- V Vi lC, al O 7 N CD Vi M d' al 1- 7 r N N - d' G\ Vi r CD O m r Vi M D O Vi O Vi M V d' Vi .-� M Cl Cll� l� al '� d' M al N Cl.-� l� m N al Clal M l� l� CD N O G\ M O V oo d' G\ N G\ 1� .-� '� G\ oc V o0 r- V Vi m, Vi oc O O N CD CO , , , , , , CO ' 0 0 ' V1 d' �O VMi G\ G\ Cl 't 1� V d' Cl- Cl O Cl d' CD Ml Cl N N Cl 0o al • � al CD Cl Cl G\ ClG\ ClG\ NV 1� O d' 1� M d' G\ CD ClNVV G\ Cl Cl O O Vi 1� M V Cl 7 O CD m, N CD 0\ G\ Nd' ClVi V Vi 1- r .-� V o0 r- N d' .-� O V O oo O G\ O m , 1� .-� M O d' M Vi N � V 1� Cl 't 't N 1� G\ Vi N Cl1� 'tm d' O O m, 1� O O Vi M d' m, V oc l� Vi CD r Cl m M Cl CD N al CD N Cl Vi d' M O O O N d' O O O V O Vi M G\ Vi d' 7 m M V O V N G\ Vi N M Cl Vi O d' Cl Vi CD G\ O Cl Cl O r Vi 7 M N oo l� O d' CD r O �O O O �O 01 al al d' r O CD O O N lCl d' O d' M Vi �O �O O M l� al N O d' M al CD m al Vi al N O , M M Cl N m 7 d' al N `� `� o1 Cl CD N lc .-� lO O ll .-� N .-� `-' CD CD r Vi r Cl M Vi oo Cl d' d' m rl '� rl 7 N M oo �O .-� d' < r rl 7 .-� Cl l� l� l� 'i oc vi m Cl N CD CD � N d' CD .-� N �O .-� �O O �O d' N d' Vi CD CD CD Cl ClVV N d'V ViV Cl O d' 7t d' M CD O oo N N d oc O O O V V V M O 1� Vi m w � Q Q '� � � � � owl, � � '� � � � q .Y � •o � C7 .� °� � N Q Q � ° � �, � w � a w d •o a w C7 � fyi P. FA w � a o a°° — v ',� P. ay i-1 � a � P. a> v 'O r Y .� � � .o � � w NN ti o 0 0 o ° ° 5 O g O Fq p v-�a �aaa�a�v�,�„�„�„�,a o w��a o a t o o V o • agaC7f�v�v�aOv5[-�[-�¢��uC7u[= Vv�ww OoOO OOO Cl O N m o00000m,v,v,v,v,v,v,v,����c�oClCl N N N N N N. �i ... N N N N N N N N N N N N N m Page 78 of 202 Page 68 of209 THE CITY OF SANTA CLARITA Summaries and Revenues h c-I O d' �O O O M O d' O OJ O N c-I c-1 O O O M VI VI O O O h M 0 0 h M VI d' N Mc VI � n co coJ d' �O d' �O O OJ w c-i N d' OJ OJ w M N M = M O N = cO O O d' c �O � M cl M OJ O OJ M M M N O c c-i � w lc OJ �O r- O h �O d' h � d' N M N N O co N � c OJ N d' N d' N co N N �O M N N to �O O cl M �O M d' h d' N �O O to h O OJ N cn co N co N M • M M cn OJ `--' VI m h co c-i O N c-i N OJ LO O VI cy lO d' VI M O m cO VI O M � cl =- O O m c-i VI m h e c-i � d' cl d' OJ O m h VI N w h OJ lO d' lO M lo OJ lO M VI co M VI VI h N OJ O cti m d�c-I�OmOJN �m , No�Nti�om , , , , , , NN , , cticticti�n�n , , , , • d' �-' cy N co VI M O co 'o O 'o O O O N M M ' co 'o d' VI O O � It N N M OJ O O M lc N cl h OJ lo l N VI N cl co O to d' h O c-1 O tt I L I L I O� O d� h N N c-1 M c-1 h cocy min VI d' N VI a, a; h ti O ti N co M cl c cl co co d' m M h VI O O OJ O to � d' c-I N O O to c-I co O O O O 'o O O OJ VI c-I h M h lc cl O O N O N O c-I O h N h N M h h h 0 0 0 O N lO O M O O VI L O O O O O O O h M 0 0 O O VI cl h VI c-i c h O O d' co m h N d' O to d' h M M M O O m h N m t' O - t' d' c-I to h to to m ma,00�ti m O� c-i co ti h c-i O �ti n to tic m m ti M to M to O ti N � ti cl n Ln - cti vi �i � m ri ni ri ri ri N to u] cy h d' O O O c-i N M c-i O n d' n d' VI N M to u] O to h co N c-i cy M VI VI d' c N O N cl O cl O co M h It c N d' O O c-I O lc c to cl M d' c-I m d' to cl � to n d' ll VI O L O �O O h O VI 0 O cl � N ti a ti o ocn , , oo co , , d m , , N , , OJ , , m OJ , , OJ , , O , 0 n , o o , co 00 O c-i a, a, N h lo lo N coJ co OJ M O O to OJ �O M d' cti N �n N o cti d' d' to c-I' M N M to d' M c-I c-I M h M O h h 0 d' VI O OJ OJ N N O d' c-I N O 'o O h M m h 0 m OJ O O h c-I h d' h 'o m N N O m co h m t' d' O c-I O m M to d' h to to c� O O O M h N d' h N c-i c-i M M N M c c-i N cl h c n h O O M O cl O to cy O N h m c-i �O O OJ OJ M N m M O N cl lo c O lo O N m to O c OJ to m VI N cl� cl cl d' n VI c-i t' O N �O h d' c c-i d' N co N c-i O to N O OJ h N c-i M , O d' , , OJ , , h M , , N h , , VI O , , d' , , h , , n O , , , M �O , , cy , , h cl , , n , , I O , , O h , , N , , lo , , , , OJ , , , d' N h , , n , , N m ooml000N�nloo» N N� cO O �O VI a,�timol0000ctictimmloLnlom000cti�oNNm�mcti�� � d' N N O m n N m d' d' M VI h m c-i c-i to h ,O m d' m M M M I m h d' �oo�oti m cl to N O moo�ooLn' N c-i cl N Lq cti � � N �n a, m�N �mcti d�c-INmOJNc-Itflmh � mctilo�noo�cti m oN ooti�lolo u� cti cti N cti ti m o 0 0 o ti u� o m o to M to O M O 16 d' O G1 cl M to c-I c-I N d' N cy N G1 cy O lo O N c-I c-I cy c-I VI M O d' VI N l n O to d' N cl O to O m O c-I m cl m h h h m d' N m c-I cl m N O N O ' lo lo d' 0 OJ h M 00 0o N O h o o h N o� N h cti O� O N O m m N h h M t' m m O M O= d' N h O m� OJ O c-I c-I N M VI c-I c-I t' O� h= cl m N O m c-I m N to h N to O t� m to c-I O VI O h m to 0 c-1 to N M d' N of co h M 0 lO h M O= OJ N h d' M O h h n O - cti N c-i d' N to O l OJ O h- M OJ N m d' M m 'o o, �n N OJ �n N � M oo m �O �O � t' m d' c N o� N VI � o, m r- O � � n cti cti m d' M o cJ N O to cti �o to d' m m N OJ � N cJ m6 O M lo � h m �n OJ lO cti lo OJ h N o h d' Ln lo c-i ti M ti d' o - N L 00 �n N M m m o, N d' OJ M M d' M c-I M h c-I VI N M h cl cl� O O O O OJ c-I N VI N �O c-I m M O M d' lo O ctI M h M N OJ c-I cl • M . �n -i ti�a, It O `--' M N � `--' d' mm�oo; N O d' `--' I N �� �O cl moti�0000titi�o�o�titiNo�ti�timomti�o - co cl m cl VI d' OJ cJ O O m - - m d' = cI O d' O OJ d' OJ - O c, cy o�NN00000;. coOJ N co c, • co to c-i N tt I M co co N h O to O, c-i c-i OJ c-i 'o O d' O, OJ O� O O� OJ h d' tt I �O O� O� O d' o N' N c-i M N O� M M M m OJ M m h = cti t' c cti N O c, cti h N N h M c-I to O c-I c-I M cl O N oo OJ t' N O t' N �o h h cti r t' m o o N N r oo �O c-I N N cl � to lo - O M o o O VI L , cti m N cti cti N m oo N N cti N co N cti �n m N cti N cti cti �n o0 .• d' �'' cy N co d' O W � � t t a+ a+ a+ t �' a+ O �❑ a' C7 U C. pp '� y pp 0 sXy��. to U N V 'D O z O lz tk z to N W s. V W tC W 'C iC CL tC tC W sy CJ W l0 yy W �^ N i.n N s. N N s. s. N s. N N N N iL .] W N [y bD V '� V '� Y O - W N N O W V F ¢' G� ti '� G� '� '� '� '� a '� o" a� .,`�. .,`�. O lC c�.� .� tC . iL iL N N O iQ.., O N '� '� .'�' i�. O iL >V N N • tC tad t6 O O .,�. O V O" tC �o cti m o� o cti N M M m d� M M o0 0� M VI o cti �O �O d� �n �O �O �o h �O �O oo to �O �O cti O h 0 cti N cro 0 0 0 � cn 0 0 �o 00 0 0 0� m 0 M VI VI m m m m VI VI m m VI VI m O VI �O to lo �O lO oo m lO 01 cti N O O O O o cti N N N m N N OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 69of209 Page 80 of.2.02 Page 70of209 THE CITY OF SANTA CLARITA Summaries and Revenues Budget Revenues Three Year History 100 GENERAL FUND TAXES 4001.001 PROPERTY TAX $ 18,407,572 $ 19,600,000 $ 20,200,000 4001.006 PROPERTY TAX IN LIEU OF VLF 17,815,535 18,516,360 19,286,641 TOTAL PROPERTY TAX $ 36,223,107 $ 38,116,360 $ 39,486,641 4011.001 SALES & USE TAX $ 38,546,183 $ 31,200,000 $ 32,100,000 4012.001 FRANCHISE FEES 5,021,665 4,926,264 5,079,953 4012.002 FRANCHISE FEES -WASTE HAUL 2,416,211 2,580,000 2,900,000 4012.003 TEMP BIN/ROLL OFF FRANCHI 200,540 185,000 230,000 4012.004 FRANCHISE AGREEMENT -OTHER 99,938 118,000 118,000 4012.005 FRANCHISE AGREEMENT-REIM 198,308 193,192 193,192 4014.001 TRANSIENT OCCUPANCY TAX 3,352,776 2,800,000 2,800,000 4015.001 REAL PROPERTY TRANSFER TAX 1,227,947 1,140,000 1,140,000 TOTAL OTHER TAXES $ 51,063,570 $ 43,142,456 $ 44,561,145 LICENSES & PERMITS 4013.001 BUSINESS LICENSE FEES $ 340,982 $ 284,828 $ 300,000 4101.001 CONDITIONAL USE PERMIT 47,329 36,414 65,025 4101.002 TEMPORARY USE PERMIT 12,360 10,681 15,525 4101.003 OAK TREE PERMIT 15,079 10,595 9,780 4101.004 MINOR USE PERMITS - 57,474 79,825 4101.005 HOME OCCUPATION PERMIT 2,456 1,325 2,655 4101.006 TEMPORARY BANNER PERMIT 1,302 1,840 1,840 4111.005 BUILDING PERMITS 3,291,900 1,934,189 2,350,000 4111.006 PERMIT ISSUANCE 239,940 139,372 255,000 4111.010 MEP PERMITS 2,570,899 917,370 1,000,000 4121.001 STREET VACATION 5,676 13,336 10,000 4121.003 CERTIFICATES OF COMPLIANCE 11,006 5,000 6,000 4121.005 FINAL SUBDIV MAPS/IMPROVE 114,651 100,000 80,000 4131.001 ANIMAL LICENSES 368,844 340,000 340,000 4131.009 SIDEWALK VENDOR - 170 170 4521.001 MISC. BLDG & SAFETY SRVCS 34,971 25,694 - 4531.003 HWY ENCROACHMENT PERMITS 127,688 500,000 500,000 4531.008 GRADING INSPECTION PERMIT 153,091 175,000 100,000 4531.018 SLURRY SEAL FEE - 108,000 - 4531.024 TRANSPORTATION PERMIT 19,264 25,000 15,000 4531.026 NEW STREET NAME REVIEW 2,681 2,684 4,000 4531.027 STREET NAME CHANGE REVIEW - 1,723 2,000 4531.029 PERMIT PROCESSING 2,620 2,400 2,000 4531.039 SUSMP INSPECTION PERMIT FEES 4,156 500 4,000 4551.001 TENTATIVE MAPS 80,227 19,373 37,070 4551.002 SITE/SIGN PLAN REVIEW 36,349 14,976 20,700 4551.003 TIME EXTENSIONS - 5,602 7,640 4551.004 HILLSIDE REVIEW 74,918 19,096 - 4551.006 ADJUSTMENTS - 9,882 7,625 TOTAL LICENSES & PERMITS $ 7,558,389 $ 4,762,524 $ 5,215,855 FINES. FORFEITURES & PENALTIES 4201.001 PARKING CITATIONS $ 1,046,503 $ 560,000 $ 840,000 4201.002 DRUG FORFEITURES & SEIZUR 275 - - 4521.006 B&S FINES AND PENALTIES 31,281 26,210 30,000 4551.021 CP CITATION 173,372 85,000 210,000 4531.038 ENG SVCS FINES & PENALTIES - - 500 TOTAL FINES, FORFEITURES & PENALTIES $ 1,251,432 $ 671,210 $ 1,080,500 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page71 of209 USE OF MONEY & PROPERTY 4303.001 INTEREST INCOME $ 1,486,369 $ 1,362,107 $ 1,453,404 4303.007 INTEREST -BANK OF STA CLARITA 4,782 - - 4305.001 UNREALIZED GAIN/LOSS INVE 2,124,454 - - 4306.008 INTEREST INC-PUB LIBRARY ADVANCE 194,925 90,000 62,000 4311.001 RENTAL INCOME -CITY HALL 22,641 15,400 22,000 4311.007 RENTAL INCOME - MISC 65,138 67,766 65,000 4312.004 CONCESSIONS REVENUE 9,970 7,969 11,500 4312.007 RENTAL INCOME -BUSINESS INCUBATOR 5,700 5,400 9,000 4312.008 DARK FIBER LEASE 72,257 72,256 72,256 4531.028 NEXTG RIGHT OF WAY USE 9,525 9,500 9,000 TOTAL USE OF MONEY & PROPERTY $ 3,995,759 $ 1,630,398 $ 1,704,160 REVENUES FROM OTHER AGENCIES 4401.001 ST. MOTOR VEHICLE IN -LIEU $ 103,964 $ 172,618 $ 110,000 4461.005 EVERY 15 MINUTES REIMBURSE 7,623 10,000 10,000 4471.003 SB-90 REIMBURSEMENT 73,533 184,644 - 4471.004 STATE RECYCLING GRANTS - 59,250 58,539 4471.005 BEAUTIFICATION GRANT PRGM 104,074 94,500 105,000 TOTAL REVENUE FROM OTHER AGENCIES $ 289,194 $ 521,012 $ 283,539 CHARGES FOR CURRENT SERVICE 4111.007 B&S PLAN REVIEW $ 2,303,072 $ 1,884,953 $ 2,660,000 4111.008 INDUSTRIAL WASTE INP FEE 297,675 209,354 210,000 4121.004 EASEMENT DOCUMENT REVIEW 35,135 30,000 30,000 4121.006 LOT LINE ADJUSTMENT 26,466 24,000 20,000 4131.002 FILM PERMIT 252,058 212,500 250,000 4131.003 FILM PERMIT -ROAD USE 280,406 178,500 190,000 4131.004 PARADE PERMITS 16,185 6,000 12,000 4131.005 FILM PERMIT - PROPERTY USE 59,147 34,000 45,000 4211.001 SOLID WASTE LIQUID DAMAGE 130,608 100,000 100,000 4211.002 COMMUNITY COURT 7,775 7,825 7,000 4211.003 COMMUNITY COURT - TRAFFIC 31,900 20,400 30,000 4211.007 TEEN COURT FEES 2,475 3,575 4,000 4311.002 ACTIVITY CENTER REVENUES 98,909 40,000 77,000 4311.003 RECREATION AQUATICS RENTALS 238,379 157,000 222,400 4311.004 FACILITY RENTALS 85,729 45,883 80,000 4311.005 FIELD RENTALS 415,462 243,929 415,000 4311.006 SPORTS COMPLEX REVENUES 55,132 34,000 53,000 4312.005 SC GREAT AMERICAN CAMP 4,040 - 6,500 4312.006 SKATE PARK B/DAY PARTY 200 510 500 4511.001 DUI CHARGES 187,902 222,784 150,000 4511.002 FALSE ALARM CHARGES 71,269 72,620 55,000 4511.003 NSF CHECKS 1,525 1,000 1,000 4521.003 CONSTRUCTION ACTIVITY RPT 829 697 1,000 4521.004 ENFORCEMENT COST RECOVERY 1,283 1,405 - 4521.005 RECORD MAINTENANCE 425,255 219,283 210,000 4521.007 FEE TO EXPEDITE-B & S 148,422 35,205 40,000 4521.008 STRONG MOTION FEES 3,676 2,883 2,000 4521.009 BUILDING STANDARDS COMM - 11,527 2,000 4531.001 STORM DRAIN TRANS PROCESS 7,680 - 2,000 4531.002 FLOODWAYS STUDIES 10,311 10,000 9,000 4531.005 SEWER INSPECTION 303,116 200,000 225,000 4531.006 STREET INSPECTION 131,948 160,000 100,000 4531.007 STORM DRAIN INSPECTIONS 15,914 35,000 35,000 4531.009 PLAN CHECK 568 200 - 4531.010 SEWER PLAN CHECK 114,583 45,000 50,000 4531.011 STREET PLAN CHECK 52,049 50,000 40,000 4531.012 STORM DRAIN PLAN CHECK 7,621 25,000 10,000 4531.014 GRADING PLAN CHECK 156,400 175,000 120,000 Page 72of209 THE CITY OF SANTA CLARITA Summaries and Revenues 4531.017 GRADING SOILS/GEO DEPOSIT 24,197 46,000 25,000 4531.019 DOCUMENT IMAGING 19,208 21,000 20,000 4531.020 STREET LIGHT PLAN CHECKS 6,219 9,200 2,000 4531.021 FEE TO EXPEDITE-ENG SVCS 45,365 - 25,000 4531.025 SEWER MODELING REVIEW 5,226 3,018 1,000 4531.030 SPECIAL AGREEMENT ADMIN FEE 1,787 1,743 - 4531.035 PLACERITA SEWER FEES - 5,000 4,000 4531.037 SITE INVESTIGATION (ENG SVCS) - - 500 4531.040 SWPPP INSPECTION 13,847 9,000 6,000 4541.001 SIGNAL NETWORK TIMING - - 80,000 4541.002 TRAFFIC SIGNAL INSPECTION 13,740 52,975 4541.004 TRAFFIC SIGNAL PLAN CHECK - 4,325 14,235 4541.005 STRIPING PLAN CHECK 14,780 12,904 24,120 4541.006 DETOUR PLAN CHECK 7,364 23,235 11,040 4541.008 TRAFFIC SIGNAL TIMING FEE - 2,085 13,680 4551.005 VARIANCE APPLICATION FEES 8,328 - - 4551.008 PRE -APPLICATION REVIEW 41,626 28,188 43,500 4551.009 INITIAL STUDIES 9,966 2,493 8,310 4551.011 ZONE CHANGE FEES 31,341 - - 4551.015 APPEAL FEES - 2,800 - 4551.016 SELF -HAUL FEES 1,991 1,600 1,900 4551.017 ENVIRONMENTAL IMPACT REPORT - 40,419 44,910 4551.018 LANDSCAPING/IRR PLANCHECK 16,626 14,969 18,900 4551.020 MOBILE HOME REGISTRATION 7,483 5,194 5,066 4551.022 RIDGELINE ALTERATION 10,463 - - 4551.024 ZONING LETTER 4,335 5,850 5,850 4551.026 DEVELOPMENT REVENUE 105,782 110,180 126,707 4551.027 SIGN VARIANCE 2,111 2,320 - 4551.028 GEN PLAN AMEND & ZONE CHG - 33,700 33,700 4551.029 ARCHITECT DESIGN REVIEW 19,470 24,800 24,800 4551.030 ADMIN DEVELOPMENT PERMIT 16,640 24,215 25,050 4561.002 COMMUNITY EMERG. RESPONSE 1,888 1,650 2,700 4561.007 REPERTORY EAST PLAYHOUSE PROGRAMS 43,173 39,420 62,208 4561.008 PRODUCTION 183 - - 4562.002 TICKET SALES 11,105 10,000 4562.004 GEAR VENDORS 11,619 10,000 4562.005 FOOD VENDORS 17,857 10,000 4562.006 CITY MERCHANDISE 3,794 3,000 4563.003 MARATHON REVENUES 149,549 139,845 135,000 4565.001 AQUATICS REGISTRATIONS 333,543 215,000 390,000 4565.002 AQUATICS POINT OF SALE 135,223 105,408 150,000 4566.001 FACILITY ATTENDANTS 2,500 - - 4566.002 ADULT SPORTS 250,739 106,000 245,000 4566.003 YOUTH SPORTS 407,294 192,500 398,000 4566.004 CONTRACT CLASSES 818,817 378,822 750,000 4566.006 CHILD DEVELOPMENT 451,833 349,179 460,000 4566.007 PARKMOBILE 6,150 6,190 6,000 4566.008 COMMUNITY CENTER 105,612 53,084 105,000 4566.009 DAY CAMP 596,921 460,064 585,000 4566.010 LA 84 GRANT 32,660 33,445 - 4566.011 SPONSORSHIP REVENUE 287,273 154,000 - 4566.013 EXCURSIONS 14,754 16,734 14,000 4566.015 CCCC PROGRAMS 52,042 27,432 50,000 4566.016 CONCERTS PARKING 4,280 3,720 4,000 4569.001 RECREATION ADMIN FEE 3,872 8,359 - 4571.006 BOND PROCESSING & REVIEW 8,708 9,000 6,000 4571.008 SALE OF MAPS & PUBLICATIONS 362 - - 4571.009 VEHICLE IMPOUND RELEASE 200,100 167,959 155,000 4571.010 NOTARY SERVICE 705 400 400 4571.011 COPIES -CITY CLERK 1,360 1,200 1,200 4571.016 SUSMP PLAN CHECK 16,872 6,000 10,000 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 73of209 4571.017 STRMWTR POLLU PREV(SWPPP) 3,166 4,500 4,000 4571.020 LOBBYIST REGISTRATION 391 200 200 4571.023 C&D MAT MGT PLAN FEE (25,000) - - 4571.025 FILM MONITORING FEE 27,195 34,000 30,000 4571.031 MARRIAGE SERVICES - 1,091 - TOTAL CHARGES FOR CURRENT SERVICE $ 10,371,801 $ 7,463,213 $ 9,679,351 OTHER REVENUE 4016.001 SATELLITE WAGERING FEE $ 43,788 $ 28,163 $ 40,000 4571.001 OVERHEAD REIMBURSEMENTS 6,595,561 6,839,120 7,141,731 4571.021 NON-FRAN HAUL IMPOUND FEES - 1,800 1,500 4571.027 C&D UNCLAIMED DEPOSITS 86,999 90,000 - 4571.030 EV CHARGING STATION 1,009 6,000 7,200 4621.001 MISCELLANEOUS REVENUE (28,795) 30,000 30,000 4621.002 GRAFFITI RESTITUTIONS/DON 1,402 15,720 - 4621.003 CASH OVER/SHORT 20 - 4621.005 PRIORYEAR REVENUE ADJUSTEMENT 3,709 - - 4621.006 SALES OF PROPERTY & EQUIPMENT 57,033 44,434 20,000 4621.007 BEVERAGE PARTNERSHIP REVENUE 23,705 20,000 20,000 4621.009 STATE OF THE CITY TICKETS 11,240 11,723 10,000 4621.014 BIG BELLY RECYCLING 362 550 550 4621.018 CROSSING GUARDS REVENUE - 16,721 8,528 4621.022 PROPERTY DAMAGE PAYMENTS 7,918 - 4621.023 BACK-UP FACILITIES FEE - 8,723 TOTAL OTHER REVENUE $ 6,796,035 $ 7,120,872 $ 7,279,509 TRANSFERS IN 979,708 947,676 907,000 TOTAL GENERAL FUND $ 118,528,994 $ 104,375,721 $ 110,197,700 FUND 104 - GASB 45 COMPLIANCE 104-4303.001 INTEREST -OTHER INVESTMENT 104-4305.001 UNREALIZED GAIN/LOSS 104-4571.028 OPEB CONTRIBUTIONS TOTAL FUND 104 - GASB 45 COMPLIANCE FUND 106 - PENSION LIABILITY $ 2,229,399 $ $ $ 389,234 $ $ 923,250 $ 3.541.883 $ $ TRANSFERS IN $ 12,682,043 $ 9,766,648 $ 4,897,763 TOTAL FUND 106 - PENSION LIABILITY $ 12,682,043 $ 9,766,648 $ 4,897,763 FUND 201 - HOME PROGRAM 201-4303.001 INTEREST INCOME $ 4,610 $ 5,610 $ 6,041 201-4305.001 UNREALIZED GAIN/LOSS 2,506 - - 201-4552.001 HOME PROGRAM COLLECTIONS 174,244 91,465 - TOTAL FUND 201 -HOME PROGRAM $ 181,359 $ 97,075 $ 6,041 FUND 202 - SURFACE TRANSP PROGRAM 202-4531.022 STPL REVENUE $ 1,001,854 $ 1,665,075 $ TOTAL FUND 202 -SURFACE TRANSP PROGRAM $ 1,001,854 $ 1,665,075 $ FUND 203 - COMMUNITY DEVELOPMENT BLOCK GRANT 203-4303.001 INTEREST INCOME $ 1,496 $ $ 203-4552.001 PROGRAM REVENUE 303,361 - 203-4552.002 CDBG - HUD 348,080 2,018,544 2,647,881 TOTAL FUND 203 -COMMUNITY DEVELOPMENT BLOCK GRANT $ 652,937 $ 2,018,544 $ 2,647,881 Page 74of209 THE CITY OF SANTA CLARITA Summaries and Revenues FUND 206 - BJA LAW ENFORCEMENT GRANT 206-4461.018 JUSTICE ASST. GRNT 17 $ 8,329 $ 15,543 $ 206-4461.019 JUSTICE ASST. GRNT 18 24,456 - 206-4461.020 JUSTICE ASST. GRNT 19 - 24,219 206-4424.015 CARES ACT (COVID 19) - 78,033 TOTAL FUND 206 - BJA LAW ENFORCEMENT GRANT $ 32,785 $ 117,795 $ FUND 207 - HOME ENTITLEMENT 207-4552.001 PROGRAM REVENUE $ $ 530,314 $ TOTAL FUND 207 -HOME ENTITLEMENT $ $ 530,314 $ FUND 229 - FEDERAL GRANT 229-4424.009 MISC FEDERAL GRT TOTAL FUND 229 - FEDERAL GRANT 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 230-4621.022 PROPERTY DAMAGE PAYMENTS FUND 231 - TRAFFIC SAFETY 231-4201.003 TRAFFIC MOVING VIOLATIONS 231-4303.001 INTEREST INCOME $ 7,487,900 2,323,617 934,875 $ 7,487,900 $ 2,323,617 $ 934,875 $ 10,000 $ 10,000 $ 10,000 713,466 495,797 602,039 1,494,471 1,047,629 1,272,121 1,188,342 836,611 1,065,552 723,568 1,267,589 1,643,521 4,033 9 026 - - 261,624 250,005 14,401 4,784 - 21,037 - TRANSFERSIN 559,346 1,670,531 630,434 TOTAL FUND 230 - GAS TAX $ 4,978,277 $ 5,603,983 $ 5,223,667 $ 631,654 $ 550,000 $ 550,000 618 - - TOTAL FUND 231 -TRAFFIC SAFETY $ 632,271 $ 550,000 $ 550,000 FUND 232 - AB2766 AIR QUALITY IMPROVEMENT 232-4303.001 INTEREST INCOME $ 13,868 $ 8,238 $ 8,131 232-4305.001 UNREALIZED GAIN/LOSS INVESTMENT 17,308 - - 232-4421.004 AB2766 AIR QUALITY IMPROV 280,929 280,929 280,943 232-4421.005 AB2766 AIR QUALITY IMPROV GRANT - 122,000 - TOTAL FUND 232 -AB2766 AIR QUALITY IMPROVEMENT $ 312,105 $ 411,167 $ 289,074 FUND 233 - TDA ARTICLE 8 233-4303.001 INTEREST INCOME $ 33,154 $ - $ - 233-4305.001 UNREALIZED GAIN/LOSS INVE 122,308 - - 233-4421.002 TDA ARTICLE 8 (STREETS) 2,293,869 3,458,387 9,898,475 TOTAL FUND 233 - TDA ARTICLE 8 $ 2,449,331 $ 3,458,387 $ 9,898,475 FUND 234 - SUPPLEMENTAL LAW ENFORCEMENT GRANT 234-4303.001 INTEREST INCOME $ 3,889 $ $ - 234-4305.001 UNREALIZED GAIN/LOSS INVE 4,275 - 234-4461.003 SUPPL. LAW ENFORCEMENT GR 492,192 332,922 332,922 TOTAL FUND 234 - SUPPLEMENTAL LAW ENFORCEMENT GRANT $ 500,356 $ 332,922 $ 332,922 FUND 238 - BIKEWAY FUNDS 238-4421.001 TDA ARTICLE 3 (BIKEWAYS) $ (4,011) $ 349,981 $ 67,129 238-4303.001 INTEREST INCOME 1,232 - - 238-4305.001 UNREALIZED GAIN/LOSS INVE 4,443 - - TOTAL FUND 238 - BIKEWAY FUNDS $ 1,665 $ 349,981 $ 67,129 FUND 259 - MISC GRANTS OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 75of209 259-4471.004 STATE RECYCLING GRANTS $ 106,976 $ 53,593 $ 53,476 259-4471.008 RMDZ CAL RECYCLE GRANT 354 750 14,500 259-4621.001 MISCELLANEOUS REVENUE 125,015 1,574,079 697,000 TOTAL FUND 259 - MISC GRANTS $ 232,345 $ 1,628,422 $ 764,976 FUND 260 - PROPOSITION C LOCAL RETURN 260-4422.001 PROPOSITION C LOCAL RETURN $ 3,602,781 $ 2,965,751 $ 3,231,675 260-4303.001 INTEREST INCOME 69,172 56,857 12,332 260-4305.001 UNREALIZED GAIN/LOSS INVE 79,155 - - TOTAL FUND 260 - PROPOSITION C LOCAL RETURN $ 3,751,108 $ 3,022,608 $ 3,244,007 FUND 261 - PROPOSITION A LOCAL RETURN 261-4303.001 INTEREST INCOME $ 49,531 $ 85,298 $ 59,265 261-4305.001 UNREALIZED GAIN/LOSS INVE 34,054 - - 261-4423.001 PROP A - LOCAL RETURN 4,343,464 3,575,461 3,896,055 TOTAL FUND 261 - PROPOSITION A LOCAL RETURN $ 4,427,049 $ 3,660,759 $ 3,955,320 FUND 262 - PROPOSITION A PARK BOND 262-4303.001 INTEREST INCOME $ 38 $ - $ - 262-4431.002 PROP A SAFE PARK BONDS 182,179 125,754 262-4431.003 PROP A SAFE PARK -PROJECT SP (90,000) - TRANSFERSIN 90,000 - TOTAL FUND 262 - PROPOSITION A PARK BOND $ 182,217 $ 125,754 $ FUND 264 - MEASURE R LOCAL RETURN 264-4303.001 INTEREST INCOME $ 142,944 $ 40,265 $ 264-4305.001 UNREALIZED GAIN/LOSS INVE 177,704 - - 264-4426.002 MEASURE R LOCAL RETURN 2,702,863 2,224,553 2,423,756 TOTAL FUND 264 - MEASURE R LOCAL RETURN $ 3,023,511 $ 2,264,818 $ 2,423,756 FUND 265 - PROPOSITION C 25% GRANT 265-4422.008 PROPOSITION C GRANTS $ 1,469,262 $ 8,913,761 $ 950,724 TOTAL FUND 265 - PROPOSITION C 25% GRANT $ 1,469,262 $ 8,913,761 $ 950,724 FUND 266 - MEASURE M LOCAL RETURN 266-4426.011 MEASURE M LOCAL RETURN $ 3,048,284 $ 2,520,889 $ 2,746,924 266-4303.001 INTEREST INCOME 80,616 78,732 9,408 266-4305.001 UNREALIZED GAIN/LOSS INVE 73,800 - - TOTAL FUND 266 - MEASURE M LOCAL RETURN $ 3,202,701 $ 2,599,621 $ 2,756,332 FUND 267 - S131 ROAD REPAIR & ACCOUNTABILITY 267-4303.001 INTEREST INCOME $ 41,756 $ 37,641 $ - 267-4411.008 S131 ROAD MAINTENANCE REHAB 3,971,852 3,214,506 3,707,349 267-4305.001 UNREALIZED GAIN/LOSS INVE 35,469 - - TOTAL FUND 267 - S131 ROAD REPAIR&ACCOUNTABILITY $ 4,049,077 $ 3,252,147 $ 3,707,349 FUND 268 - MEASURE M ATP 268-4303.001 INTEREST INCOME $ - $ - $ - 268-4426.014 MEASURE M ATP 75,000 1,197,000 TOTAL FUND 268 - MEASURE M ATP $ - $ 75,000 $ 1,197,000 FUND 269 - MEASURE A SAFE PARKS 269-4431.005 MEASURE A SAFE PARKS $ $ 351,869 $ 179,836 TOTAL FUND 269 -MEASURE A SAFE PARKS $ $ 351,869 $ 179,836 Page 76of209 THE CITY OF SANTA CLARITA Summaries and Revenues FUND 270 - MEASURE R HIGHWAY IMPROVEMENTS 270-4426.005 MEASURER HIGHWAY OPS IMP $ $ 565,000 $ - TOTAL FUND 270 - MEASURE R HIGHWAY IMPROVEMENTS $ $ 565,000 $ - FUND 271 - MEASURE W SAFE CLEAN WATER 271-4001.008 MEASURE W SAFE CLEAN WATER $ $ 3,000,000 $ 3,000,000 271-4303.001 INTEREST INCOME 5,399 47,740 TOTAL FUND 271 - MEASURE W SAFE CLEAN WATER $ - $ 3,005,399 $ 3,047,740 FUND 300 - BOUQUET CANYON B&T DISTRICT 300-4303.001 INTEREST INCOME $ 214 $ - $ - 300-4305.001 UNREALIZED GAIN/LOSS INVE 254 - - 300-4306.001 INTEREST INC- B&T ADVANCE 38,182 40,370 31,028 300-4542.001 B&T FEES - BOUQUET 13,314 - - TOTAL FUND 300 - BOUQUET CANYON B&T DISTRICT $ 51,964 $ 40,370 $ 31,028 FUND 301 - EASTSIDE B&T DISTRICT 301-4303.001 INTEREST INCOME $ 57,446 $ 61,731 $ 28,050 301-4305.001 UNREALIZED GAIN/LOSS INVE 72,416 - - 301-4542.002 B&T FEES - EASTSIDE 111,944 125,388 - TOTAL FUND 301 - EASTSIDE B&T DISTRICT $ 241,806 $ 187,119 $ 28,050 FUND 302 - VIA PRINCESSA B&T DISTRICT 302-4303.001 INTEREST INCOME 302-4305.001 UNREALIZED GAIN/LOSS INVE 302-4306.002 INTEREST INC- B&T ADVANCE 302-4542.003 B&T FEES -VIA PRINCESSA TOTAL FUND 302 - VIA PRINCESSA B&T DISTRICT $ 89,024 $ 79,518 $ 61,418 119,070 - 57,559 60,858 46,773 18,488 29,526 - $ 284,141 $ 169,902 $ 108,191 FUND 303 -VALENCIA B&T DISTRICT 303-4303.001 INTEREST INCOME $ 49,598 $ 41,116 $ 303-4305.001 UNREALIZED GAIN/LOSS INVE 72,357 - - 303-4306.005 INTEREST INCOME-B&T ADVANCE 308,214 325,906 250,464 303-4621.001 MISCELLANEOUS REVENUE 368,724 369,724 368,724 TOTAL FUND 303 - VALENCIA B&T DISTRICT $ 798,893 $ 735,746 $ 619,188 FUND 304 - BOUQUET CANYON 2ND ACCESS B&T DISTRICT 304-4306.007 INTEREST INC-B&T ADV BQT 2ND $ 51,104 $ 54,037 $ 41,529 TOTAL FUND 304 - BOUQUET CANYON 2ND ACCESS B&T DISTRICT $ 51,104 $ 54,037 $ 41,529 FUND 30S - PARK DEDICATION FUND 305-4303.001 INTEREST INCOME $ 205,335 $ 89,381 $ 15,767 305-4305.001 UNREALIZED GAIN/LOSS INVE 263,258 - - 305-4572.002 PARK IN -LIEU FEES-QUIMBY 1,635,405 455,769 345,368 TOTAL FUND 305 - PARK DEDICATION FUND $ 2,103,998 $ 545,150 $ 3 61,13 5 FUND 306 - DEVELOPER FEE FUND 306-4303.001 INTEREST INCOME $ 143,929 $ 102,119 $ 72,917 306-4305.001 UNREALIZED GAIN/LOSS INVE 142,832 - - 306-4572.001 DEVELOPER FEES 553,091 206,623 650,000 306-4572.005 DEV FEES -LAW ENFORCE IMP 528,952 182,176 306-4572.006 DEVELOPER- FIRE DISTRICT FEES 2,313,513 937,006 - TOTAL FUND 306 - DEVELOPER FEE FUND $ 4,192,315 $ 1,427,924 $ 722,917 FUND 308 - LIBRARY FACILITY FEE FUND 308-4303.001 INTEREST INCOME 308-4305.001 UNREALIZED GAIN/LOSS INVE 308-4572.001 DEVELOPER FEES $ 40,268 $ 49,641 $ 51,747 43,493 - - 783,476 268,376 230,000 TOTAL FUND 308 - LIBRARY FACILITY FEE FUND $ 867,237 $ 318,017 $ 281,747 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 77of209 FUND 309 - PUBLIC LIBRARY FUND 309-4001.001 PROPERTY TAX 309-4303.001 INTEREST INCOME 309-4305.001 UNREALIZED GAIN/LOSS INVE 309-4311.004 RENTAL INCOME -FACILITIES 309-4311.007 RENTAL INCOME-MISC 309-4571.029 PASSPORT FEES 309-4601.007 DONATIONS-FOL PROGRAMMING 309-4621.001 MISCELLANEOUS REVENUE 309-4621.003 CASH OVER SHORT 309-4621.021 LIBRARY GRANTS TOTAL FUND 309 - PUBLIC LIBRARY FUND $ 7,299,096 $ 7,780,091 $ 8,000,000 61,255 - - 90,426 - - - 1,760 3,500 88,060 90,878 93,568 112,439 181,148 280,000 24,000 30,650 60,000 132,395 77,611 165,829 (398) - - 5,750 44,225 6,000 $ 7,813,023 $ 8,206,363 $ 8,608,897 FUND 330 - PUBLIC EDUCATION & GOVERNMENT 330-4012.004 FRANCHISE AGREEMENT -OTHER $ 432,819 $ 347,744 $ 430,000 330-4303.001 INTEREST INCOME 8,612 5,530 7,259 330-4305.001 UNREALIZED GAIN/LOSS INVE 11,016 - - TOTAL FUND 330 - PUBLIC EDUCATION & GOVERNMENT $ 452,447 $ 353,274 $ 437,259 FUND 350 - GVR OPEN SPACE MAINTENANCE DISTRICT 350-4023.003 SPECIAL ASSESSMENTS $ 48,182 $ 76,976 $ 79,103 350-4303.001 INTEREST INCOME 3,757 3,733 - 350-4305.001 UNREALIZED GAIN/LOSS INVE 4,865 - - TOTAL FUND 350 - GVR OPEN SPACE MAINTENANCE DISTRICT $ 56,803 $ 80,709 $ 79,103 FUND 351 - DRAINAGE BENEFIT ASSESSMENT AREAS 351-4021.001 DRAINAGE BENEFIT ASSES#3 $ 28,363 $ 27,987 $ 27,845 351-4021.002 DRAINAGE BENEFIT ASSES#6 26,460 26,155 26,023 351-4021.003 DRAINAGE BENEFIT ASSES#18 43,691 43,696 43,474 351-4021.004 DRAINAGE BENEFIT ASSES#19 3,235 3,256 - 351-4021.005 DRAINAGE BENEFIT ASSES#20 36,394 37,388 37,198 351-4021.006 DRAINAGE BENEFIT ASSES 22 12,753 13,030 12,964 351-4021.007 DBAA 2008-1 RIVER VILLAGE 45,753 48,505 48,259 351-4021.008 DBAA 2008-2 SOUTH PLAZA 15,393 16,211 16,129 351-4021.009 DBAA 2013-1 VILLA METRO 15,984 16,551 16,467 351-4021.010 DBAA 2014-1 RIVER VILLAGE AREA C 58,254 59,066 58,767 351-4021.011 DBAA 2015-1 FIVE KNOLLS 71,402 97,189 96,696 351-4021.012 DBAA 2017-1 VISTA CANYON 39,158 39,843 39,640 351-4021.013 DBAA 2017-2 GV RANCH 24,466 28,304 28,160 351-4021.014 DBAA #24 - PLUM CYN 319,000 69,203 68,852 351-4021.015 DBAA #33 -SKYLINE - 25,888 24,109 351-4303.001 INTEREST INCOME 29,981 43,776 49,771 351-4305.001 UNREALIZED GAIN/LOSS INVE 34,467 - - TRANSFERS IN 20,420 349,798 17,000 TOTAL FUND 351 - DRAINAGE BENEFIT ASSESSMENT AREAS $ 825,173 $ 945,846 $ 611,354 FUND 354 - STREETLIGHTS MAINT. DISTRICT -AD VALOREM 354-4023.004 AD VALOREM $ 2,893,127 $ 2,922,650 $ 2,996,051 354-4303.001 INTEREST INCOME 131,784 148,051 166,671 354-4305.001 UNREALIZED GAIN/LOSS INVE 173,598 - - 354-4541.002 TRAFFIC SIGNAL INSPECTION 1,000 2,500 20,000 354-4621.001 MISCELLANEOUS REVENUE (19,001) - - 354-4621.022 PROPERTY DAMAGE PAYMENTS - 27,139 - TOTAL FUND 354 - STREETLIGHTS MAINT. DISTRICT -AD VALOREM $ 3,180,508 $ 3,100,340 $ 3,182,722 FUND 356 - STORMWATER UTILITY 356-4024.001 STRMDRN ASSESS-BRIDGEPORT $ 28,259 $ 28,027 $ 28,027 356-4024.002 STRMDRN ASSESS-CREEKSIDE 25,891 25,826 25,826 356-4024.003 STRMDRN ASSESS -HIDDEN CRK 22,259 22,066 22,066 356-4024.004 STRMDRN ASSESS -HART PONY 6,454 6,440 6,440 356-4303.001 INTEREST INCOME 84,567 45,458 48,600 Page 78of209 THE CITY OF SANTA CLARITA Summaries and Revenues 356-4305.001 UNREALIZED GAIN/LOSS INVE 122,400 - - 356-4531.016 STORMWATER UTILITY USER FEES 3,332,661 3,541,217 3,515,900 356-4571.024 SUSMP INSPECTION PERMIT FEES 15,729 19,110 19,404 356-4621.001 MISCELLANEOUS REVENUE 379,305 317,878 - TRANSFERS IN 3,690 3,690 3,690 TOTAL FUND 356 - STORMWATER UTILITY $ 4,021,216 $ 4,009,712 $ 3,669,953 FUND 357 - LANDSCAPE MAINTENANCE DISTRICT 357-4022.001 LMD DISTRICT #1 ZONE #T1 WEST $ - $ 24,625 $ 24,500 357-4022.002 LMD DIST 1 ZONE T2 OLD ORCHARD 223,205 230,441 229,267 357-4022.003 LMD DIST 1 ZONE T3 VAL HILLS 111,386 127,169 126,523 357-4022.004 LMD DIST 1 ZONE T4 VAL MEADOWS 135,350 164,857 164,020 357-4022.005 LMD DIST 1 ZONE T5 VAL GLEN 152,932 164,224 163,391 357-4022.006 LMD DIST 1 ZONE T6 SO VALLEY 137,594 146,814 146,069 357-4022.007 LMD DIST 1 ZONE T7 CENTRAL 427,886 446,762 444,494 357-4022.008 LMD DIST 1 ZONE T8 SUMMIT 1,172,961 1,212,243 1,241,779 357-4022.011 LMD DIST 1 ZONE T17 RAINBOW GLEN 40,160 41,555 41,344 357-4022.012 LMD DIST 1 ZONE T23 MT VIEW SLOPES 922,953 955,002 950,141 357-4022.013 LMD DIST 1 ZONE T23A MT VIEW CONDOS 326,472 337,809 336,091 357-4022.014 LMD DIST 1 ZONE T23B SECO VILLAS 112,236 116,134 115,544 357-4022.015 LMD DIST 1 ZONE T29 AMERICAN BEAUTY 49,196 65,306 64,974 357-4022.016 LMD DIST ZONE T31 SHANGRI-LA 380,262 393,460 391,461 357-4022.020 LMD DIST 1 ZONE T46 NBRIDGE 1,672,450 1,675,612 1,667,106 357-4022.021 LMD DIST 1 ZONE T47 NPARK 320,954 349,484 845,169 357-4022.022 LMD DIST 1 ZONE T52 STONECREST 400,382 452,884 463,923 357-4022.023 LMD DIST 1 ZONE 1 GV PARKWAY 12,840 12,869 12,803 357-4022.025 LMD DIST 1 ZONE 3 SIERRA HEIGHTS 19,902 58,583 58,286 357-4022.026 LMD DIST 1 ZONE 4 ALBERTSONS 115,354 119,360 118,752 357-4022.027 LMD DIST 1 ZONE 5 SUNSET HILLS 90,260 90,462 90,003 357-4022.028 LMD DIST 1 ZONE 6 CYN CREST 61,916 68,950 68,600 357-4022.029 LMD DIST 1 ZONE 7 CRKSIDE 161,649 182,264 181,339 357-4022.030 LMD DIST 1 ZONE 8 FRIENDLY/SIERRA 7,678 7,945 7,904 357-4022.033 LMD DIST 1 ZONE 15 RIVER VILLAGE 472,576 419,066 416,939 357-4022.034 LMD DIST 1 ZONE 16 VIC 181,878 271,388 270,013 357-4022.035 LMD DIST 1 ZONE 17 BQT/RAILROAD AVE 110,582 110,467 109,402 357-4022.037 ZONE 18 TOWN CENTER TOURNEY RD 618,316 636,471 633,240 357-4022.038 ZONE 19 BRIDGEPORT BOUQUET 98,970 101,403 103,864 357-4022.039 ZONE 20 GOLDEN VLLY RANCH -COMMERCIAL 198,908 99,678 99,172 357-4022.041 LMD DIST #1 ZONE 21 GLDN VLY RANCH-RES. 128,809 154,943 306,041 357-4022.042 LMD DIST #1 ZONE 22 HMNM HOSPITAL 14,921 17,594 17,505 357-4022.044 LMD DIST #1 ZONE 24 CYN GATE 66,349 66,499 66,161 357-4022.045 LMD DIST #1 ZONE 25 VL DI ORO 7,933 7,951 9,888 357-4022.046 ZONE 26 CTR PT -COMMERCIAL 186,495 186,915 186,223 357-4022.047 ZONE 27 CIRCLE 1 332,009 415,945 413,833 357-4022.048 ZONE 28 NEWHALL 410,126 427,212 445,912 357-4022.049 ZONE T33 CANYON PARK 98,475 98,697 98,196 357-4022.050 ZONE T51 VALENCIA HIGH SCHOOL 482,992 499,763 497,222 357-4022.052 ZONE T65A FAIR OAKS PH 1 & 2 2,330 - - 357-4022.054 ZONE T20 EL DORADO VILLAGE 185,747 186,165 185,220 357-4022.055 ZONE T44 BOURUET CYN 89,041 89,241 88,788 357-4022.056 ZONE T48 SHADOW HILLS 46,952 47,058 46,820 357-4022.057 ZONE T62 CANYON HEIGHTS 126,780 127,065 126,420 357-4022.058 ZONE T67 MIRAMONTES 247,663 268,905 267,540 357-4022.059 ZONE T71 HASKELL CYN RANCH 138,571 139,983 138,178 357-4022.061 ZONE 29 VILLA METRO 78,591 78,768 63,203 357-4022.066 ZONE 30 PENLON 32,074 33,187 30,615 357-4022.067 ZONE 31 FIVE KNOLLS 333,079 252,141 358,521 357-4022.068 ZONE T77 WEST CREEK PARK (MWD) 220,245 153,944 310,160 357-4022.069 ZONE T69 WEST CREEK ESTATES 287,363 52,749 52,484 357-4022.070 ZONE T68 WEST CREEK VILLAGE 162,886 130,775 130,116 357-4022.071 ZONE 32 VISTA CANYON 59,950 62,032 61,711 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 79of209 357-4022.072 ZONE T2A SKYLINE RANCH 357-4022.073 ZONE T1B PLUM/WHITES CYN 357-4023.007 AD VALOREM T2 OLD ORCHARD 357-4023.008 AD VALOREM T3 VAL HILLS 357-4023.009 AD VALOREM T4 VAL MEADOWS 357-4023.010 AD VALOREM T5 VAL GLEN 357-4303.001 INTEREST INCOME 357-4305.001 UNREALIZED GAIN/LOSS INVE 357-4621.001 MISCELLANEOUS REVENUE TRANSFERSIN TOTAL FUND 357 - LANDSCAPE MAINTENANCE DISTRICT FUND 358 - OPEN SPACE PRESERVATION DISTRICT 358-4023.001 SPECIAL ASSESSMENTS 358-4131.005 FILM PERMIT -PROPERTY USE 358-4303.001 INTEREST INCOME 358-4305.001 UNREALIZED GAIN/LOSS INVE 358-4311.007 RENTAL INCOME -MISCELLANEOUS 358-4621.001 MISCELLANEOUS REVENUE TOTAL FUND 358 - OPEN SPACE PRESERVATION DISTRICT FUND 359 - STREETLIGHTS MAINT. DISTRICT-SPCL LEVY 359-4023.005 LEVY A ASSESSMENTS 359-4023.006 LEVY B ASSESSMENTS 359-4303.001 INTEREST INCOME 359-4305.001 UNREALIZED GAIN/LOSS INVE 359-4621.001 MISCELLANEOUS REVENUE 359-4621.010 ENERGY REBATES 359-4621.022 PROPERTY DAMAGE PAYMENTS TRANSFERSIN TOTAL FUND 359 - STREETLIGHTS MAINT. DISTRICT-SPCL LEVY 95,683 94,142 - 74,400 45,051 88,729 90,438 93,267 63,876 64,488 65,722 30,236 30,566 31,420 56,881 56,761 58,568 484,636 375,521 405,421 768,295 - - (28,704) - - 10,000 10,000 10,000 $ 14,456,035 $ 13,882,576 $ 14,290,461 $ 2,698,670 $ 2,850,195 $ 2,848,291 - 3,000 3,000 57,460 78,536 103,776 87,387 - - 12 8,942 121,442 121,442 2,500 1,223 - $ 2,974,959 $ 3,054,396 $ 3,076,509 $ 460,658 $ 453,295 $ 450,766 2,604,294 2,860,609 2,503,300 321,246 46,825 63,999 31,349 - - 3,800 3,800 - - 1,934,930 150,000 - 410,000 410,000 717,382 1,076,445 427,720 $ 4,138,728 $ 6,785,904 $ 4,005,785 FUND 360 - TOURISM MARKETING DISTRICT FUND 360-4030.001 TOURISM MARKETING ASSESSMENT $ 614,303 $ 510,000 $ 625,000 360-4303.001 INTEREST INCOME 19,473 18,320 15,512 360-4305.001 UNREALIZED GAIN/LOSS 25,929 - - 360-4621.001 MISCELLANEOUS REVENUE - 10,000 - TOTAL FUND 360 -TOURISM MARKETING DISTRICT FUND $ 659,706 $ 538,320 $ 640,512 FUND 361 - TOURISM BUREAU FUND 361-4303.001 INTEREST INCOME $ 1,066 $ $ 361-4305.001 UNREALIZED GAIN/LOSS INVE 1,273 361-4566.011 SPONSORSHIP REVENUE 21,500 - 361-4621.016 MEMBERSHIP DUES -TOURISM 7,325 7,500 7,500 361-4621.017 ONLINE BOOKING COMMISSION 21 - TOTAL FUND 361 -TOURISM BUREAU FUND $ 31,185 $ 7,500 $ 7,500 Page 80 of209 THE CITY OF SANTA CLARITA Summaries and Revenues FUND 367 - AREAWIDE FUND 367-4303.001 INTEREST INCOME $ 367-4305.001 UNREALIZED GAIN/LOSS INVE 367-4022.040 ZONE 2008-1 MAJOR T-FARES 367-4022.068 ZONE T77 WEST CREEK PARK 79,359 $ 10,076 $ 58,060 - - 5,765,674 6,156,427 6,294,964 47,051 - - 367-4023.004 T1 AD VALOREM 793,174 795,265 819,708 367-4621.001 MISCELLANEOUS REVENUE 4,285 1,810 - 367-4621.022 PROPERTY DAMAGE PAYMENTS - 19,099 - TRANSFERS IN 19,076,404 9,850,010 11,121,121 TOTAL FUND 367 - AREAWIDE FUND $ 25,824,007 $ 16,832,687 $ 18,235,793 FUND 368 - VISTA CANYON WATER FACTORY FUND 368-4025.001 VC WASTE WATER STANDBY ASSESSMENT $ 656,703 $ 1,058,742 $ 1,092,654 368-4303.001 INTEREST INCOME - 10,203 40,446 TOTAL FUND 368 - VISTA CANYON WATER FACTORY FUND $ 656,703 $ 1,068,945 $ 1,133,100 FUND 393 - CITY HOUSING SUCCESSOR FUND 393-4303.001 INTEREST INCOME $ 6,882 $ 15,936 $ - 393-4305.001 UNREALIZED GAIN/LOSS INVE 8,137 - 393-4621.001 MISCELLANEOUS REVENUE 17,084 - TOTAL FUND 393 - CITY HOUSING SUCCESSOR FUND $ 32,103 $ 15,936 $ FUND S00 - GENERAL DEBT SERVICE FUND 500-4302.001 INTEREST INCOME -LEASE PMT $ (3,769) $ - $ 500-4721.002 OTHER FINANCING SOURCES 25,850,000 500-4721.003 OTHER FINANCING SOURCES -BOND PREMIUM 1,463,083 - - TRANSFERSIN 3,190,107 4,372,284 3,067,433 TOTAL FUND 500 - GENERAL DEBT SERVICE FUND $ 30,499,421 $ 4,372,284 $ 3,067,433 FUND 601 - GENERAL FUND CAPITAL 601-4621.001 MISCELLANEOUS REVENUE $ - $ - $ - TRANSFERSIN 332,289 903,570 124,175 TOTAL FUND 601 - GENERAL FUND CAPITAL $ 332,289 $ 903,570 $ 124,175 FUND 602 - CIVIC ART PROJECT 602-4303.001 INTEREST INCOME $ - $ 2,943 $ - TRANSFERSIN 412,391 - TOTAL FUND 602 - CIVIC ART PROJECT $ 412,391 $ 2,943 $ FUND 700 - TRANSIT FUND 700-4303.001 INTEREST INCOME $ 13,747 $ - $ 700-4305.001 UNREALIZED GAIN/LOSS INVE 18,866 - - 700-4421.006 ASI REIMBURSEMENT 1,947,340 2,238,090 2,333,432 700-4421.007 LOW CARBON TRANS OPER PRG 482,551 264,044 264,044 700-4422.002 PROPOSITION C EXPANSION 202,611 207,230 190,797 700-4422.004 BSIP REVENUES 52,591 53,790 49,525 700-4422.005 SECURITY ALLOCATION 204,480 221,849 199,730 700-4422.006 TRANSIT MITIGATION REV 27,595 42,606 27,937 700-4422.007 MOSIP 2,575,564 3,806,654 971,994 700-4423.002 PROPA- DISCRETIONARY 4,771,135 5,093,227 4,482,281 700-4423.003 SPECIALIZED TRANSPORTATION 657,930 692,936 863,668 700-4424.003 METROLINKTRANSFERS 187,S22 150,000 150,000 700-4424.004 EZ PASS REIMBURSEMENTS 52,395 55,000 55,000 700-4424.009 MISC FEDERAL GRANTS 10,213,408 9,774,386 S,037,425 700-4424.010 TRANSIT MITIGATION FEE 739,160 - 700-4424.013 S131 STATE TRANSP ASSISTANCE 980,913 300,205 741,402 700-4424.014 S131 STATE OF GOOD REPAIR - 505,902 - 700-4424.015 CARES ACT (COVID 19) - 55,000 - 700-4425.001 COUNTY CONTRIBUTIONS - SRV 2,359,526 1,800,000 1,800,000 700-4426.001 MEASURE R BUS OPERATIONS 2,395,651 2,575,268 2,284,158 700-4426.003 MEASURE R CLEAN FUEL - 187,805 - OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 81 of209 700-4426.012 MEASURE M BUS OPERATIONS 2,418,679 2,663,671 2,259,944 700-4501.001 FAREBOX REVENUES 1,379,179 1,189,241 1,500,000 700-4501.003 D-A-RFAREBOX REVENUES 125,370 81,106 110,000 700-4501.004 COMMUTER SERVICE REVENUE 858,734 847,588 1,024,313 700-4501.008 TAP LOCAL 315,851 220,184 305,493 700-4501.009 TAP COMMUTER 350,533 276,399 375,123 700-4501.010 TRANSIT TAP EZ PASS 14,930 19,158 23,000 700-4621.001 MISCELLANEOUS REVENUE 70,806 1,087,487 - 700-4621.006 SALES OF PROPERTY & EQUIPMENT 77,686 29,775 - TRANSFERSIN 4,589,297 8,421,264 11,096,010 TOTAL FUND 700 - TRANSIT FUND $ 38,089,054 $ 43,359,865 $ 36,145,276 FUND 720 - COMPUTER REPLACEMENT 720-4303.001 INTEREST INCOME $ 50,890 $ 39,492 $ 23,925 720-4305.001 UNREALIZED GAIN/LOSS INVE 64,418 - - 720-4571.005 COMPUTER REPLACEMENT CHAR 804,311 804,311 804,311 TOTAL FUND 720 - COMPUTER REPLACEMENT $ 919,619 $ 843,803 $ 828,236 FUND 721 - SELF INSURANCE 721-4303.001 INTEREST INCOME $ 76,777 $ 40,169 $ 23,033 721-4305.001 UNREALIZED GAIN/LOSS INVE 124,465 - - 721-4571.003 CHARGES FOR SELF INSURANCE 2,412,772 2,261,147 3,495,914 721-4621.001 MISCELLANEOUS REVENUE - 5,000 - TRANSFERS IN 24,167 24,511 64,413 TOTAL FUND 721 -SELF INSURANCE $ 2,638,181 $ 2,330,827 $ 3,583,360 FUND 722 - VEHICLE/EQUIPMENT REPLACEMENT 722-4303.001 INTEREST INCOME $ 72,897 $ 90,174 $ 102,331 722-4305.001 UNREALIZED GAIN/LOSS INVE 94,054 - - 722-4571.004 EQUIP. REPLACEMENT CHARGE 432,075 420,567 420,050 TOTAL FUND 722 - VEHICLE/EQUIPMENT REPLACEMENT $ 599,026 $ 510,741 $ 522,381 FUND 723 - FACILITIES FUND 723-4303.001 INTEREST INCOME $ 1,331,952 $ 1,163,467 $ 934,074 723-4305.001 UNREALIZED GAIN/LOSS INVE 1,437,792 - - 723-4571.027 C&D UNCLAIMED DEPOSITS 75,000 - 723-4621.001 MISCELLANEOUS REVENUE - 4,127,311 - TRANSFERSIN 44,309,386 608,937 7,200,000 TOTAL FUND 723 - FACILITIES FUND $ 47,154,129 $ 5,899,715 $ 8,134,074 INTERFUND TRANSFERS (86,996,631) (38,005,364) (39,566,759) SUBTOTAL1 280,672,562 1 ,283,476 SUCCESSOR AGENCY 2,154,511 2,547,491 2,161,794 Page 82of209 THE CITY OF SANTA CLARITA Summaries and Revenues FUND 392 - REDEVELOPMENT OBLIGATION RET. FUND (RORF) 392-4001.007 PROPERTY TAX INCREMENT-RORF $ 2,148,533 $ 392-4303.001 INTEREST INCOME 112 392-4303.009 INTEREST INCOME -RDA BONDS 4,571 392-4305.001 UNREALIZED GAIN/LOSS INVE 1,255 392-4621.001 MISCELLANEOUS REVENUE 2,300 TOTAL FUND 392 - REDEVELOPMENT OBLIGATION RET. FUND (RORF) $ 2,156,771 $ OTHER REVENUE 550-4303.002 INTEREST -RESERVE FUND $ (2,259) $ TRANSFERS IN 2,231,509 TOTAL OTHER REVENUE $ 2,229,249 $ 2,547,491 $ 2,161,794 2,547,491 $ 2,161,794 2,145,694 2,138,044 2,145,694 $ 2,138,044 TRANSFERS IN (2,231,509) (2,145,694) (2,138,044) OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 83 of 209 City Manager's Office Personnel Services $ 4,059,129 Operations & Maintenance 1,158,485 City Council $ 254,487 City Manager Administration 2,177,650 Communications 1,401,367 Human Resources 1,384,110 City Manager Administration - 42% Communications - 27% Human Resources - 26% City Council - 5% Page 84 of209 THE CITY OF SANTA CLARITA City Manager's Office 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, Personnel responds to the issues and concerns of the 5001.001 Regular Employees 126,995 residents and the community, formulating 5011.001 Health & Welfare 60,995 effective public policy for the City. 5011.002 Life Insurance 230 5011.003 Long -Term Disability Ins 585 Primary Activities 5011.004 Medicare 2,914 The City Council is responsible for the cre- 5011.005 Worker's Compensation 88 ation of policies which are expressed through 5011.006 PIERS 7,392 the passage of ordinances, resolutions, and 5011.007 Deferred Compensation 3,820 motions. Through the City Manager and 5011.010 Supplemental Health 9,168 City Attorney, the City Council supervises and provides guidance for the activities and Operations & Maintenance future planning of the City. 5101.001 Publications & Subscriptions 200 As referenced in the Santa Clarita 2020, the 5101.003 Office Supplies 600 City Council will continue efforts to prevent 5111.001 Special Supplies 6,000 a large-scale mine in Soledad Canyon, work 5131.003 Telephone Utility 3,500 with the community to ensure that any pro posal by the California High -Speed Rail Au- 5161.002 Professional Services 2,400 thority is acceptable to the affected commu- 5171.006 Cosponsorship 20,000 nities, and actively advocate on behalf of the 5191.001 Travel &Training 9,500 City Council regarding legislation, particu- 5191.004 Auto Allowance & Mileage 100 larly those issues identified within the City's Total Operations & Maintenance 42,300 adopted annual Legislative Platform. . E E OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 85of209 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, legislative relations and emergency management, 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 Sheriff's Department to ensure our City remains one of the safest cities of its size in the nation. Personnel 5001.001 Regular Employees 1,335,116 5002.001 Part-time Employees 44,907 5002.002 Part-time Sick Leave Pay 153 5003.001 Overtime 521 5004.002 Vacation Payout 61,118 5006.001 Sick Leave Payout 9,886 5011.001 Health & Welfare 138,589 5011.002 Life Insurance 2,403 5011.003 Long -Term Disability Ins 6,925 5011.004 Medicare 23,756 5011.005 Worker's Compensation 30,863 5011.006 PIERS 126,323 5011.007 Deferred Compensation 29,000 5011.010 Supplemental Health 19,094 5101.001 Publications & Subscriptions 5101.002 Membership & Dues 5101.003 Office Supplies 5101.004 Printing 5101.005 Postage 5111.001 Special Supplies 5121.001 Rents/Leases 5131.003 Telephone Utility 5161.001 Contractual Services 5171.006 Cosponsorship 5191.001 Travel & Training 5191.004 Auto Allowance & Mileage 5211.001 Computer Replacement 5211.003 Vehicle/Equipment Replacement 5211.004 Insurance Allocation Total Operations & Maintenance 2,170 43,662 800 2,000 225 22,575 115 11,825 108,050 15,500 28,775 18,035 19,863 5,534 69,867 348,996 Page 86 of209 THE CITY OF SANTA CLARITA City Manager's Office 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 all City departments. This year, the Communications division will continue to 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 5001.001 Regular Employees 586,505 5002.001 Part -Time Employees 39,762 5002.002 Part -Time Sick Leave Pay 1,129 5004.002 Vacation Payout 2,929 5006.001 Sick Leave Payout 1,548 5011.001 Health & Welfare 85,393 5011.002 Life Insurance 1,055 5011.003 Long -Term Disability Ins 2,699 5011.004 Medicare 10,765 5011.005 Worker's Compensation 10,919 5011.006 PIERS 55,670 5011.007 Deferred Compensation 2,000 5011.010 Supplemental Health 23,130 5101.001 Publications & Subscriptions 8,225 5101.002 Membership & Dues 800 5101.003 Office Supplies 50 5101.004 Printing 32,000 5101.005 Postage 7,000 5111.001 Special Supplies 8,480 5121.001 Rents/Leases 50 5131.001 lectric Utility 14,000 5131.003 Telephone Utility 3,000 5161.001 Contractual Services 63,807 5161.002 Professional Services 6,000 5161.004 Advertising 28,077 5161.005 Promotion & Publicity 6,492 5161.008 Graphic Design Services 40,000 5171.009 State of the City 28,000 5191.001 Travel & Training 6,700 5211.001 Computer Replacement 12,640 5211.004 Insurance Allocation 32,773 5401.008 Other Funding Uses 249,769 Total Operations & Maintenance 577,863 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 87of209 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 continue to 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 5001.001 Regular Employees 880,381 5002.001 Part -Time Employees 37,368 5002.002 Part -Time Sick Leave Pay 945 5004.002 Vacation Payout 4,533 5006.001 Sick Leave Payout 6,613 5011.001 Health & Welfare 109,791 5011.002 Life Insurance 1,586 5011.003 Long -Term Disability Ins 4,048 5011.004 Medicare 15,556 5011.005 Worker's Compensation 13,971 5011.006 PIERS 86,783 5011.007 Deferred Compensation 10,000 5011.010 Supplemental Health 23,209 Operations & Maintenance 5101.001 Publications & Subscriptions 5101.002 Membership & Dues 5101.003 Office Supplies 5101.004 Printing 5101.005 Postage 5111.001 Special Supplies 5121.001 Rents/Leases 5161.001 Contractual Services 5161.002 Professional Services 5161.004 Advertising 5161.005 Promotion & Publicity 5161.033 Fingerprinting 5191.001 Travel & Training 5191.003 Education Reimbursement 5191.007 Citywide Training 5211.001 Computer Replacement 5211.004 Insurance Allocation Total Operations & Maintenance 823 1,506 2,380 522 200 2,220 480 19,900 39,855 1,606 7,100 16,258 3,200 27,410 10,000 16,251 39,615 189,326 Page 88 of209 THE CITY OF SANTA CLARITA City Manager's Office THIS PAGE INTENTIONALLY LEFT BLANK OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 89of209 City Attorney Operations & Maintenance City Attorney - General Fund City Attorney - Streetlights Maintenance District City Attorney - Stormwater Utility City Attorney - Self Insurance City Attorney - Transit $ 2,225,028 1,944,028 5,000 12,000 260,000 4,000 City Attorney - General Fund - 87% City Attorney - Self Insurance - 12% IIIIIIIIIIII City Attorney - Stormwater Utility - 1% City Attorney - Streetlights Maintenance District - 0% City Attorney - Transit - 0% Page 90 of209 THE CITY OF SANTA CLARITA 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 5161.100 Legal Services - SMD 5161.100 Legal Services - Stormwater 5161.100 Legal Services - Self Insurance 5161.100 Legal Services - Transit Total Operations & Maintenance 1,944,028 5,000 12,000 260,000 4,000 2,225,028 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 91 of209 Administration Services Personnel Services $ 5,909,283 Operations & Maintenance 5,533,042 Capital Outlay 187,000 Administration $ 573,178 Clerk and Contract Services 5,128,162 Finance 2,352,097 Technology Services 3,575,888 Clerk and Contract Services - 44% Technology Services - 31% IIIIIIIIIIII Finance - 20% Administration - 5% Page 92 of209 THE CITY OF SANTA CLARITA Administrative Services Program Purpose Administration sets the City's fiscal policy and provides direct support to the department's divisions: Clerk and Contract Services, Finance, and Technology Services. In addition, Administration play a pivotal role in the preparation of the annual budget and is responsible for the City's annual, mid- year budget. Primary Activities Administration oversees 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 5001.001 Regular Employees 378,368 5002.001 Part -Time Employees 44,908 5002.002 Part -Time Sick Leave Pay 532 5004.002 Vacation Payout 7,906 5006.001 Sick Leave Payout 1,795 5011.001 Health & Welfare 37,597 5011.002 Life Insurance 681 5011.003 Long -Term Disability Ins 2,225 5011.004 Medicare 6,964 5011.005 Worker's Compensation 9,329 5011.006 PIERS 35,790 5011.007 Deferred Compensation 7,000 5011.010 Supplemental Health 2,089 Operations & Maintenance 5101.001 Publications & Subscriptions 1,133 5101.002 Membership & Dues 1,395 5101.003 Office Supplies 450 5131.003 Telephone Utility 2,050 5191.001 Travel & Training 3,920 5191.004 Auto Allowance & Mileage 7,062 5211.001 Computer Replacement 5,417 5211.004 Insurance Allocation 16,566 Total Operations & Maintenance 37,993 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 93of209 Program Purpose The Clerk and Contract Services division supports the organization through the 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. It 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). In addition, the Clerk's office offers confidential marriage licenses and civil ceremonies. 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 processes 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 5001.001 Regular Employees 1,205,210 5002.002 Part-time Sick Leave Pay 234 5003.001 Overtime 5,500 5004.002 Vacation Payout 28,259 5006.001 Sick Leave Payout 7,512 5011.001 Health & Welfare 195,487 5011.002 Life Insurance 2,170 5011.003 Long -Term Disability Ins 5,542 5011.004 Medicare 21,359 5011.005 Worker's Compensation 19,676 5011.006 PIERS 114,499 5011.007 Deferred Compensation 4,000 5011.010 Supplemental Health 26,671 Operations & Maintenance 5101.001 Publications & Subscriptions 5101.002 Membership & Dues 5101.003 Office Supplies 5101.004 Printing 5101.005 Postage 5111.001 Special Supplies 5111.005 Maintenance Supplies 5121.001 Rents/Leases 5131.003 Telephone Utility 5151.002 Claims Payment 5151.003 Employee Safety 5161.001 Contractual Services 5161.002 Professional Services 5161.004 Advertising 5161.005 Promotion & Publicity 5161.100 Legal Services 5191.001 Travel & Training 5191.004 Auto Allowance & Mileage 5191.006 Employees Uniform 5211.001 Computer Replacement 5211.003 Vehicle/Equipment Replacement 5211.004 Insurance Allocation Total Operations & Maintenance 700 2,290 46,300 5,500 49,070 25,505 131,237 5,890 5,355 875,663 18,750 1,620,040 570,000 9,700 3,000 5,000 18,395 600 3,890 28,937 12,559 53,661 3,492,042 Page 94 of209 THE CITY OF SANTA CLARITA Administrative Services mlllluiui�uuullmuNilu ummuuui Program Purpose The Finance division supports the 9�1111111'fflffl= w rj////%/�%�% %///�jfffffJJfJf11jj��f//111 J11(l(1JJl1JllJ/%%/ llll(((11l1organization inclusive of all program//ll�llll�ll��� ���( l�//l/ll/� ��Illl ����� 11�'l� 1r+� @iIservices, through the effective, conservative �JVil��l��(������111�1�1�� ll�l����� �11jjJrlll��� ,,mana ement of Cit funds in accordance with Iiill l lllllllill�ll�llfllll ulllll IIIIII III��IIII I III IIIIIII�II IIIIIIII IIIIIIII III IIIIII��II IIIIIIII IIIIIIIIII g Y Generally Accepted Accounting Principles, Personnel the City's investment policy, and state and 5001.001 Regular Employees 1,283,621 federal laws. 5002.001 Part-time Employees 4,456 5002.002 Part-time Sick Leave Pay 113 Primary Activities 5003.001 Overtime 1,941 Finance's oversees treasury investment 5004.002 Vacation Payout 18,433 functions; payroll; accounts payable; revenue 5006.001 Sick Leave Payout 4,310 collection; accounting services; internal 5011.001 Health & Welfare 192,134 auditing; financial reporting and forecasting; 5011.002 Life Insurance 2,312 and cash receipting. 5011.003 Long -Term Disability Ins 5,904 5011.004 Medicare 22,498 5011.005 Worker's Compensation 15,696 5011.006 PIERS 1 21,888 5011.007 Deferred Compensation 8,000 5011.010 Supplemental Health 38,596 Operations & Maintenance 5101.001 Publications & Subscriptions 155 5101.002 Membership & Dues 2,061 5101.003 Office Supplies 4,200 5101.004 Printing 3,550 5101.005 Postage 100 5121.001 Rents/Leases 1,800 5161.001 Contractual Services 100,286 5161.002 Professional Services 123,240 5161.032 Credit Card Processing Fee 115,299 5185.003 Taxes/Licenses/Fees 34,000 5191.001 Travel & Training 7,500 5191.004 Auto Allowance & Mileage 100 5211.001 Computer Replacement 28,440 5211.004 Insurance Allocation 64,465 Total Operations & Maintenance 485,196 Capital Outlay 5201.002 Equipment 13,000 5201.003 Automotive Equipment 134,000 Total Capital Outlay 147,000 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 95of209 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. Primary Activities Technology Services manages 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, security of the City 's information; and proactively managing technology needs. Personnel 5001.001 Regular Employees 1,467,329 5002.001 Part -Time Employees 68,709 5002.002 Part -Time Sick Leave Pay 723 5003.001 Overtime 4,065 5004.002 Vacation Payout 8,955 5006.001 Sick Leave Payout 17,773 5011.001 Health & Welfare 183,290 5011.002 Life Insurance 2,643 5011.003 Long -Term Disability Ins 6,749 5011.004 Medicare 26,434 5011.005 Worker's Compensation 20,087 5011.006 PIERS 139,060 5011.007 Deferred Compensation 16,000 5011.010 Supplemental Health 56,260 Operations & Maintenance 5101.002 Membership & Dues 5101.005 Postage 5111.001 Special Supplies 5111.005 Maintenance/Supplies 5111.008 New Personnel Computers 5111.009 Computer Software Purchase 5121.001 Rents/Leases 5131.003 Telephone Utility 5131.005 Cellular Services 5161.001 Contractual Services 5161.002 Professional Services 5161.029 Hosted Services 5191.001 Travel & Training 5191.004 Auto Allowance & Mileage 5211.001 Computer Replacement 5211.003 Vehicle Replacement 5211.004 Insurance Allocation Total Operations & Maintenance Capital Outlay 5201.002 Equipment Total Capital Outlay 1,400 200 2,000 129,399 1,500 10,000 13,100 165,002 8,500 1,031,565 4,650 25,929 13,150 745 27,131 2,149 81,391 1,517,811 40,000 40,000 Page 96 of209 THE CITY OF SANTA CLARITA Administrative Services THIS PAGE INTENTIONALLY LEFT BLANK OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 97of209 Neighborhood Services Personnel Services $ 14,010,074 Operations & Maintenance 55,944,886 Capital Outlay 4,859,968 Administration $ 779,308 Environmental Services 2,258,884 Parks 10,668,142 Public Library 6,763,246 Special Districts 20,881,495 Transit 33,463,854 Transit - 45% Special Districts - 28% IIIIIIIIIIII Parks- 14% Public Library - 9% Environmental Services - 3% Administration - 1% Page 98 of209 THE CITY OF SANTA CLARITA Neighborhood Services Program Purpose Administration provides administrative support to the Department's divisions: Environmental Services, Parks, Transit, Special Districts, and Public Library. Personnel Administration also assists the City Manager's 5001.001 Regular Employees 409,990 Office in preparing the annual budget. 5002.001 Part-time Employees 44,908 5002.002 Part -Time Sick Leave Pay 975 Primary Activities 5004.002 Vacation Payout 20,105 Administration's primary activities include: 5006.001 Sick Leave Payout 5,489 overall coordination of administrative 5011.001 Health & Welfare 37,597 activities; employee development; recruitment 5011.002 Life Insurance 737 and training; support and implementation of 5011.003 Long -Term Disability Ins 2,370 neighborhood and organizational strategic 5011.004 Medicare 7,660 planning goals; budget monitoring; special 5011.005 Worker's Compensation 8,278 projects; and response to inquiries from the 5011.006 PERS 38,762 City Council, City Manager and residents. 5011.007 Deferred Compensation 7,000 5011.010 Supplemental Health 2,089 Operations & Maintenance 5101.001 Publications & Subscriptions 700 5101.002 Membership & Dues 2,000 5101.003 Office Supplies 500 5111.001 Special Supplies 500 5131.003 Telephone Utility 2,480 5161.002 Professional Services 150,000 5191.001 Travel & Training 2,000 5191.004 Auto Allowance & Mileage 7,062 5211.001 Computer Replacement 5,417 5211.004 Insurance Allocation 22,689 Total Operations & Maintenance 193,348 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 99of209 Program Purpose Environmental Services Division develops and implements sustainability and pollution prevention programs to 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 utilizes outreach and education (i.e. GreenSantaClarita.com, social media, and other tools) to enhance sustainability practices in the Santa Clarita Valley. Targeted outreach along with the implementation of various programs help the City to comply with mandates and meet the demands our community. In Fiscal Year 2020-21, the solid waste team will continue working toward the State of California's 75 percent diversion goal by partnering with franchised haulers to increase and improve recycling programs at multi -family properties, implement organic waste diversion programs, and reduce illegal dumping in heavily impacted residential areas. The stormwater team will continue to manage and implement stormwater permit requirements, organize Measure W efforts, coordinate river restoration work, and administer Drainage Benefit Assessment Areas throughout the City. Additionally, Environmental Services will continue to organize and implement the 26th Annual River Rally as well as the Bike to Work Day Challenge. Personnel 5001.001 Regular Employees 727,828 5002.001 Part -Time Employees 11,775 5003.001 Overtime 43,449 5004.002 Vacation Payout 9,782 5006.001 Sick Leave Payout 9,366 5011.001 Health & Welfare 96,372 5011.002 Life Insurance 1,310 5011.003 Long -Term Disability Ins 3,350 5011.004 Medicare 12,817 5011.005 Worker's Compensation 12,865 5011.006 PIERS 69,006 5011.007 Deferred Compensation 6,000 5011.010 Supplemental Health 20,046 Operations & Maintenance 5101.001 Publications & Subscriptions 2,100 5101.002 Membership & Dues 4,775 5101.003 Office Supplies 487 5101.004 Printing 2,250 5101.005 Postage 600 5111.001 Special Supplies 2,600 5121.001 Rents/Leases 50 5121.003 Equipment Rental 1,800 5131.001 Electric Utility 4,000 5131.003 Telephone Utility 1,190 5141.001 Maintenance & Repairs 29,000 5161.001 Contractual Services 295,205 5161.002 Professional Services 50,300 5161.004 Advertising 16,000 5161.005 Promotion & Publicity 41,900 5191.001 Travel & Training 7,675 5191.003 Education Reimbursement 1,000 5191.004 Auto Allowance & Mileage 400 5191.005 Reg 15 Incentives Program 7,500 5211.001 Computer Replacement 13,792 5211.003 Vehicle Replacement 7,438 5211.004 Insurance Allocation 93,996 5511.100 Reimbursements to the General Fund 650,860 Total Operations & Maintenance 1,234,918 Page 100of209 THE CITY OF SANTA CLARITA Neighborhood Services Program Purpose Parks Division provides for the maintenance of parks, trails, open space, pools and park facilities in the City of Santa Clarita. Parks works to ensure these areas are safe and maintained in a manner consistent with the City's high standards. Parks is additionally responsible for the planning and development of new parks, facilities and park amenities in coordination with Recreation and Public Works. Primary Activities The primary activities of Parks Division includes the implementation of maintenance, including preventative maintenance programs and repairs of park grounds, facilities, pools, trails and open space areas. Other activities include contract oversite, optimization of water conservation measures, and implementation of maintenance strategies for aging park facilities. Parks Division also plays a key role in park planning and park development. This involves identifying and coordinating upgrades and modifications to existing park facilities; reviewing development projects to ensure they are consistent with park standards; and, providing amenities desired by the organization. Parks oversees the implementation of these efforts by coordinating with project managers or by directly managing the construction processes. In Fiscal Year 2020-21, Parks Division will continue to focus on identifying aging infrastructure and completing maintenance that will prolong the life span of park amenities. Water conservation will continue to be a focus with the utilization of smart water practices. All the while, Parks will continue to focus on providing high quality parks, trails and open space that are aesthetically pleasing and enjoyable to the public. Personnel 5001.001 Regular Employees 2,711,498 5001.006 Certificate Pay 11,040 5002.001 Part -Time Employees 322,997 5002.002 Part -Time Sick Leave Pay 6,530 5003.001 Overtime 18,134 5004.002 Vacation Payout 3,844 5006.001 Sick Leave Payout 13,889 5011.001 Health & Welfare 481,555 5011.002 Life Insurance 4,883 5011.003 Long -Term Disability Ins 12,467 5011.004 Medicare 52,971 5011.005 Worker's Compensation 240,617 5011.006 PIERS 260,908 5011.007 Deferred Compensation 6,000 5011.010 S upplemental Health 77,641 Operations & Maintenance 5101.001 Publications & Subscriptions 550 5101.002 Membership & Dues 895 5101.003 Office Supplies 2,950 5101.004 Printing 300 5111.001 Special Supplies 10,115 5111.004 Janitorial Supplies 37,250 5111.005 Maintenance/Supplies 322,175 5111.007 Small Tools 10,740 5121.003 Equipment Rental 8,850 5131.001 Electric Utility 657,831 5131.002 Gas Utility 133,000 5131.003 Telephone Utility 17,624 5131.006 Water Utility 859,197 5141.001 Maintenance & Repairs 101,830 5161.001 Contractual Services 1,027,738 5161.002 Professional Services 18,082 5161.010 Landscape Services 353,201 5161.011 Weed & Pest Control 10,203 5161.012 Tree Trimming 98,060 5161.014 Inspections 8,133 5161.023 Landscape Maintenance/Supplies 254,323 5161.028 Irrigation Control Subscriptions 6,554 5185.005 Open Space Expense 24,500 5191.001 Travel & Training 11,650 5191.004 Auto Allowance & Mileage 800 5191.006 Employees' Uniform 33,425 5211.001 Computer Replacement 73,086 5211.003 Equipment Replacement 139,154 5211.004 Insurance Allocation 260,740 5511.100 Reimbursements to the General Fund 1,960,212 Total Operations & Maintenance 6,443,168 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page101 of209 Program Purpose Established in 2011, the Santa Clarita Public Library (SCPL) serves to bring people, information, and ideas together to educate, inspire, and enrich the quality of life in our diverse community. Achieved through a wide variety of programs and collection materials, Santa Claritds three local libraries play an important role in educating our children, promoting a lifelong love of reading, developing an informed citizenry, and serving as central community gathering places. Primary Activities The libraries are open seven days a week, providing patrons with an ever-growing collection of both print and online reading materials. Services available include an online library catalog, public computers, free Wi-Fi Internet access, programs for all ages, photocopiers, and public meeting rooms (available on a rental basis). In addition, Library staff is constantly engaging in outreach activities and partnering frequently with community partners. All three librarybranches also serve as certified Passport Acceptance Facilities, providing the public with a convenient opportunity to execute their passport applications and get their photos taken by professional staff. In Fiscal Year 2020-21, SCPL will be focused on the implementation of its newly developed Strategic Plan. This includes taking the Library beyond its physical walls, teaming up for greater community impact, taking the lead in furthering education, and training the workforce for success. Personnel 5001.001 Regular Employees 2,448,827 5002.001 Part -Time Employees 783,198 5002.002 Part -Time Sick Leave Pay 7,131 5003.001 Overtime 7,501 5004.002 Vacation Payout 9,296 5006.001 Sick Leave Payout 566 5011.001 Health & Welfare 433,431 5011.002 Life Insurance 4,415 5011.003 Long -Term Disability Ins 11,259 5011.004 Medicare 54,501 5011.005 Worker's Compensation 34,688 5011.006 PIERS 240,241 5011.007 Deferred Compensation 10,000 5011.010 Supplemental Health 65,3780 5101.001 Publications & Subscriptions 35,174 5101.002 Membership & Dues 16,159 5101.003 Office Supplies 32,582 5101.005 Postage 200 5111.001 Special Supplies 110,204 5111.005 Maintenance Supplies 53,053 5111.020 Books and Materials 800,000 5131.001 Electric Utility 206,310 5131.002 Gas Utility 21,400 5131.003 Telephone Utility 11,750 5131.006 Water Utility 16,500 5161.001 Contractual Services 590,193 5161.002 Professional Services 8,280 5161.035 Passport Services 15,000 5185.003 Taxes/Licenses/Fees 1,000 5191.001 Travel & Training 50,000 5191.004 Auto Allowance & Mileage 4,000 5191.006 Employees' Uniform 2,843 5211.001 Computer Replacement 64,157 5211.004 Insurance Allocation 163,142 5511.100 Reimbursements to the General Fund 388,866 5301.002 Interest 62,000 Total Operations & Maintenance 2,652,813 Page 102of209 THE CITY OF SANTA CLARITA Neighborhood Services Program Purpose Special Districts Division aims to enhance the quality of life in Santa Clarita through beautiful landscaping, abundant trees, and other ornamental features. Special Districts additionally administers the operation and maintenance of the City's streetlight system, having recently converted all of the fixtures to Light Emitting Diode (LED) lights to enhance public safety, increase pedestrian visibility, and reduce greenhouse gas emissions. Primary Activities Special Districts Division oversees the design, construction, and maintenance of over 2,100 acres of landscaping areas, including Santa Clarita's paseo system, numerous pedestrian bridges and tunnels, and three Homeowner's Association -owned parks. This also involves the preparation of annual assessments and the annexation of development into existing or newly created zones or districts. Special Districts additionally oversees all maintenance activities associated with Santa Clarita's urban forest, comprised of more than 125,000 trees, including inspections, preventative pruning, and planting of new trees throughout the City. In Fiscal Year 2020-21, Special Districts will complete efforts to transition ownership of the streetlight system in the Plum Canyon and Tesoro Del Valle Annexation areas from Southern California Edison and upgrade all remaining lights to LED fixtures. Community beautification remains a priority with the planned completion of median landscape refurbishments along Via Princessa, between Sierra Highway and Jason Drive, and the commencement of project design work to support planned median landscape improvements along both Plum Canyon and Lyons Avenue. Special Districts will continue to manage the citywide annual tree -pruning program, and anticipates replanting approximately 350 new trees throughout Santa Clarita. Personnel 5001.001 Regular Employees 1,897,011 5001.006 Certificate Pay 2,400 5002.001 Part -Time Employees 100,478 5002.002 Part -Time Sick Leave Pay 558 5003.001 Overtime 24,529 5004.002 Vacation Payout 19,691 5006.001 Sick Leave Payout 16,132 5011.001 Health & Welfare 277,589 5011.002 Life Insurance 3,415 5011.003 Long -Term Disability Ins 8,728 5011.004 Medicare 34,887 5011.005 Worker's Compensation 119,312 5011.006 PERS 180,976 5011.007 Deferred Compensation 6,660 5011.010 Supplemental Health 61,103 Operations & Maintenance 5101.001 Publications & Subscriptions 650 5101.002 Membership & Dues 2,420 5101.003 Office Supplies 1,950 5101.004 Printing 500 5101.005 Postage 350 5111.001 Special Supplies 4,000 5111.005 Maintenance Supplies 9,183 5111.007 Small Tools 3,500 5121.001 Rents/Leases 66,104 5121.003 Equipment Rental 1,200 5131.001 Electric Utility 1,724,133 5131.002 Gas Utility 6,000 5131.003 Telephone Utility 26,568 5131.006 Water Utility 3,039,437 5141.001 Maintenance and Repairs 1,922,784 5161.001 Contractual Services 1,551,718 5161.002 Professional Services 132,976 5161.004 Advertising 800 5161.010 Landscape Services 4,395,664 5161.011 Weed & Pest Control 85,387 5161.012 Tree Trimming 1,024,574 5161.014 Inspections 545,329 5161.022 Streetlights Prem/Deductions 498,000 5161.023 Landscape Maintenance/Supplies 12,300 5161.025 Property Damage 410,000 5161.028 Irrigation Control 188,684 5161.100 Legal Services 5,000 5191.001 Travel & Training 4,700 5191.003 Education Reimbursement 1,500 5191.004 Auto Allowance & Mileage 600 5191.006 Employees' Uniform 6,632 5211.001 Computer Replacement 41,089 5211.003 Equipment Replacement 57,459 5211.004 Insurance Allocation 830,118 5511.100 Reimbursements to the General Fund 1,526,717 Total Operations & Maintenance 18,128,026 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 103of209 Operations & Maintenance 5001.001 Regular Employees 971,830 5002.001 Part-time Employees 5,069 Program Purpose 5004.002 Vacation Payout 6,408 The Transit Division is responsible for 5006.001 Sick Leave Payout 7,716 providing high -quality, safe, and reliable 5011.001 Health & Welfare 146,693 public transportation services within, to, and 5011.002 Life Insurance 1,750 from the Santa Clarita Valley. This important 5011.003 Long -Term Disability Ins 4,468 function provides mobility options to socially 5011.004 Medicare 16,912 conscience individuals, the senior and 5011.005 Worker's Compensation 29,420 disabled community, as well as those with no 5011.006 PIERS 92,307 access to an automobile. The Transit program also helps to reduce traffic congestion and 5011.007 Deferred Compensation 4,000 pollution with the Santa Clarita Valley and the 5011.010 Supplemental Health 24,701 region. 5101.001 Publications & Subscriptions 315 5101.002 Membership & Dues 37,000 Primary Activities 5101.003 Office Supplies 1,000 The City of Santa Clarita Transit (SCT) 5101.004 Printing 20,000 operates nine local fixed routes that serve the Santa Clarita Valley and two Station 5101.005 Postage 450 Link routes that meet arriving and departing 5111.001 Special Supplies ,500 Metrolink trains. Additionally, SCT operates 5111.002 Vehicle Fuel 575,000 commuter express bus service between Santa 5111.004 Janitorial Supplies 15,250 Clarita and Downtown Los Angeles, Century 5111.005 Maintenance/Supplies 66,100 City, UCLA, North Hollywood, and Warner 5111.007 Small Tools 3,500 Center in the west San Fernando Valley. To 5121.003 Equipment Rental 1,500 meet the needs of the senior and disabled 5131.001 Electric Utility 76,280 community, SCT provides curb -to -curb Dial- 5131.002 Gas Utility 1,759,707 a -Ride service within the Santa Clarita Valley, 5131.003 Telephone Utility 75,200 which is also available to the general public 5131.006 Water Utility 20,000 during evening hours. 5161.001 Contractual Services 416,587 In Fiscal Year 2020-21, SCT will focus its 5161.002 Professional Services 20,000 efforts on achieving key performance targets, 5161.004 Advertising 20,000 including a 90 percent or better on -time 5161.010 Landscape Services 70,400 performance for all transit services, boosting 5161.008 Graphic Design Services 5,000 ridership, and maintaining an average of less 5161.016 Local Bus 10,749,970 than "two minutes" telephone hold times for all transit customers. SCT will also focus 5161.017 Dial A Ride 3,936,355 on the construction of a new bus transfer 5161.018 Commuter Services 2,968,116 station in Vista Canyon, the implementation 5161.019 Contract Admin Fees 4,956,708 of service recommendations outlined in the 5161.030 CNG Station Maintenance 400,000 recently updated Transit Development Plan, 5185.003 Taxes/Licenses/Fees 173,600 and promote local and commuter services 5191.001 Travel & Training 4,500 as a convenient and viable alternative to 5191.003 Education Reimbursement 3,500 the personal automobile. Lastly, SCT will 5191.004 Auto Allowance & Mileage 200 continue replacing the City's fleet of diesel- 5191.006 Employees' Uniform 1,270 powered commuter buses with clean -burning 5211.001 Computer Replacement 21,714 Compressed Natural Gas vehicles, while 5211.004 Insurance Allocation 117,766 laying the foundation for the City's transition 5511.100 Reimbursements to the General Fund 769,125 to a zero -emissions bus fleet. Total Operations & Maintenance 27,292,613 Capital Outlay 5201.003 Automotive Equipment 4,859,968 Total Capital Outlay 4,859,968 Page104 of209 THE CITY OF SANTA CLARITA Neighborhood Services THIS PAGE INTENTIONALLY LEFT BLANK OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 105of209 Community Development -111�Zc7 :4 ff-i il u I u I_\ Category Personnel Services Operations & Maintenance Total Community Development Program Administration Community Preservation Community Development Block Grant Economic Development Planning Total Community Development Budget $ 5,641,339 5,287,084 $ 10,928,423 Budget $ 672,102 4,086,568 904,186 2,699,217 2,566,349 $ 10,928,423 Community Preservation - 37% Economic Development - 25% IIIIIIIIIIII Planning - 24% Community Development Block Grant - 8% Administration - 6% Page 106of209 THE CITY OF SANTA CLARITA Community Development ADMINISTRATION Program Purpose The purpose of the Administration Division is to oversee the day-to-day operations of the Department of Community Development and to ensure that the goals of the Department are met. The Administration Division provides support, coordination, and direction to all Divisions in the Department, which include Planning, Community Preservation, and Economic Development. Primary Activities The Administration Division provides policy direction for the Department, facilitates departmental goals, and is tasked with the preparation, implementation, and monitoring of the Department's annual budget. Division staff prepares and manages the Department's agenda reports for the City Council, and attends all City Council meetings. The Division coordinates responses to City Council and City Manager requests and correspondence, and works closely with all divisions to ensure that the highest level of customer service is provided to external and internal customers alike. Administration Division staff manages the contract with the Hearing Officer for appeals of Annual Mobilehome Space Rent Adjustments, and provides staff to support that effort. The Administration Division coordinates and oversees Department activities, including training, staff development and recruitment, expenditure and revenue analysis, and special projects. The Division's staff also assists in the implementation of activities that have been identified in Santa Clarita 2020, and will implement activities to support Santa Clarita 2025. Funding Source: General Fund Account Number: 13000 Personnel 5001.001 Regular Employees 398,812 5002.001 Part-time Employees 39,442 5002.002 Part-time Sick Leave Pay 579 5004.002 Vacation Payout 7,318 5006.001 Sick Leave Payout 9,158 5011.001 Health & Welfare 37,597 5011.002 Life Insurance 717 5011.003 Long -Term Disability Ins 1,834 5011.004 Medicare 7,478 5011.005 Worker's Compensation 10,108 5011.006 PERS 7,711 5011.007 Deferred Compensation 7,000 5011.010 Supplemental Health 15,813 Total Personnel 573,566 Operations & Maintenance 5101.001 Publications & Subscriptions 300 5101.002 Membership & Dues 2,350 5101.003 Office Supplies 500 5101.005 Postage 150 5111.001 Special Supplies 1,200 5121.001 Rents/Leases 26,400 5131.001 Electric Utility 640 5131.003 Telephone Utility 2,680 5161.001 Contractual Services 26,000 5191.001 Travel & Training 2,500 5191.004 Auto Allowance & Mileage 7,350 5211.001 Computer Replacement 5,417 5211.004 Insurance Allocation 23,049 Total Operations & Maintenance 98,536 Total 2020-21 Budget 672,102 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page107of209 COMMUNITY PRESERVATION Program Purpose The purpose of the Community Preservation Division is preserve, maintain, and improve the appearance, value, and safety of properties and buildings throughout the City; thereby, instilling in residents and businesses a sense of pride for their community. This is achieved through community education programs, and enforcement of the Santa Clarita Municipal Code and City standards for zoning, property maintenance, building codes, parking, animal welfare, and other regulations. Housing program administration and the Graffiti Abatement Program are also functions of the Community Preservation Division. Primary Activities One of the primary activities of Community Preservation is to preserve the high quality of life found in our community by maintaining the integrity, appearance, and value of properties and buildings in the City. Staff responds to citizen inquiries and concerns, and determines the legality of the issues in question. When necessary, corrective measures to achieve compliance with the applicable codes are pursued. Additional responsibilities of the Division include Business Licensing support to Los Angeles County, Homeless Encampment Enforcement, and Graffiti Abatement. The Division also manages the contracts for the City's Parking Enforcement and with Los Angeles County for Animal Care and Control services. Housing staff is responsible for the City's affordable housing projects and the oversight and administration of the Community Development Block Grant Program, which includes the preparation and implementation of all federally required documents for that program. Funding Source: General Fund Account Number: 13200, 13201,16300 Personnel 5001.001 Regular Employees 1,242,321 5001.006 Certificate Pay 2,400 5002.001 Part -Time Salaries 124,309 5002.002 Part -Time Sick Leave Pay 1,895 5003.001 Overtime 8,000 5006.001 Sick Leave Payout 1,236 5011.001 Health & Welfare 199,301 5011.002 Life Insurance 2,237 5011.003 Long -Term Disability Ins 5,714 5011.004 Medicare 23,204 5011.005 Worker's Compensation 77,299 5011.006 PIERS 119,179 5011.007 Deferred Compensation 2,675 5011.010 Supplemental Health 18,122 Total Personnel 1,827,892 Operations & Maintenance 5101.002 Membership & Dues 1,570 5101.003 Office Supplies 1,430 5101.004 Printing 100 5101.005 Postage 100 5111.001 Special Supplies 48,000 5131.003 Telephone Utility 16,090 5141.001 Maintenance & Repairs 2,350 5161.001 Contractual Services 1,269,040 5161.002 Professional Services 651,385 5161.031 Litter & Debris Removal 117,000 5171.007 Rewards Program 1,000 5191.001 Travel & Training 10,175 5191.006 Employees' Uniform 12,002 5211.001 Computer Replacement 26,688 5211.003 Equipment Replacement 21,435 5211.004 Insurance Allocation 80,311 Total Operations & Maintenance 2,258,676 Total 2020-21 Budget 4,086,568 Page 108of209 THE CITY OF SANTA CLARITA Community Development COMMUNITY DEVELOPMENT BLOCK GRANT Program Purpose Housing staff is responsible for the City's Funding Source: Community Development Block affordable housing projects and the oversight Grant (CDBG) and administration of the Community Account Number: 13311-13351 Development Block Grant Program, which includes the preparation and implementation Personnel of all federally required documents for that 5001.001 Regular Employees 146,271 program. 5011.001 Health & Welfare 20,281 5011.002 Life Insurance 263 5011.003 Long -Term Disability Ins 672 5011.004 Medicare 2,506 5011.005 Worker's Compensation 2,616 5011.006 PIERS 13,874 5011.007 Deferred Compensation 1,325 5011.010 Supplemental Health 4,914 Total Personnel 192,722 Operations & Maintenance 5101.003 Office Supplies 217 5101.004 Printing 835 5101.005 Postage 334 5111.001 Special Supplies 435 5161.001 Contractual Services 705,989 5161.002 Professional Services 835 5161.004 Advertising 1,015 5191.001 Travel & Training 1,470 5191.004 Auto Allowance & Mileage 334 Total Operations & Maintenance 711,464 Total 2020-21 Budget 904,186 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 109of209 ECONOMIC DEVELOPMENT Program Purpose The purpose of the Economic Development Division is to promote the economic growth of the City. This is achieved by encouraging and fostering responsible economic development opportunities that result in: a jobs/housing balance that is established through high quality employment opportunities for residents; a diverse and strong economic base through the attraction and retention of increased sales tax -generating businesses, including restaurants and retail; and economic wealth by attracting external monies to the local economy through film and tourism promotion and activities. 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; acting as the liaison between the City and the business community; attracting and retaining business and retail; managing and growing the City's Business Incubator Program; 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 Chamber of Commerce, the Santa Clarita Valley Economic Development Corporation, and the Valley Industry Association. Funding Source: General Fund ($2,100,648) Tourism Marketing District Fund ($588,893) Tourism Bureau Fund Account Number: 11301-11307 Personnel 5001.001 Regular Employees 964,196 5002.001 Part -Time Employees 28,919 5002.002 Part -Time Sick Leave Pay 563 5003.001 Overtime 16,143 5004.002 Vacation Payout 5,161 5006.001 Sick Leave Payout 14,678 5011.001 Health & Welfare 134,189 5011.002 Life Insurance 1,737 5011.003 Long -Term Disability Ins 4,435 5011.004 Medicare 17,198 5011.005 Worker's Compensation 21,158 5011.006 PIERS 91,733 5011.007 Deferred Compensation 6,000 5011.010 Supplemental Health 16,215 Total Personnel 1,322,325 Operations & Maintenance 5101.001 Publications & Subscriptions 3,915 5101.002 Membership & Dues 12,115 5101.003 Office Supplies 4,625 5101.004 Printing 29,000 5101.005 Postage 1,700 5111.001 Special Supplies 5,500 5121.001 Rents/Leases 27,932 5131.003 Telephone Utility 6,350 5131.005 Cellular Services 360 5161.001 Contractual Services 108,000 5161.002 Professional Services 327,419 5161.004 Advertising 194,505 5161.005 Promotion & Publicity 127,227 5161.008 Graphic Design Services 22,600 5161.024 Business Sponsors 37,000 5171.005 Economic Incentives Program 205,000 5171.010 Film Incentives 60,000 5191.001 Travel & Training 13,070 5191.004 Auto Allowance & Mileage 2,600 5211.001 Computer Replacement 19,863 5211.003 Vehicle/Equipment Replacement 5,534 5211.004 Insurance Allocation 82,830 5511.100 Reimbursements to the General Fund 79,747 Total Operations & Maintenance 1,376,892 Total 2020-21 Budget 2,699,217 Page 110of209 THE CITY OF SANTA CLARITA Community Development PLANNING Program Purpose projects on Tourney Road, the Fountainhead commercial center on The purpose of the Planning Division is to Copper Hill Drive, Newhall Crossings, and Laemmle Theatre. The manage all planning functions, processes, Tesoro del Valle Annexation was filed with LAFCO will continue and and projects for the City, working closelywith be completed during Fiscal Year 2020-21. Staff will also commence the Planning Commission and City Council work on updates to the Climate Action Plan, the Housing Element, to ensure the City's planning goals are met and the Old Town Newhall Specific Plan. and the General Plan is implemented. The Planning Division processes all development Funding Source: General Fund ($1,941,349), projects in accordance with the standards Miscellaneous Grants ($625,000) established through the Unified Development Account Number: 13100, 13110 Code, prepares potential annexations, prepares environmental analyses per the Personnel California Environmental Quality Act, 5001.001 Regular Employees 1,322,707 conducts long-range planning projects which 5003.001 Overtime 1,000 guide future growth and decision making in 5004.002 Vacation Payout 12,602 the Santa Clarita Valley, and prepares and 5006.001 Sick Leave Payout 6,989 implements various planning guidelines and 5011.001 Health & Welfare 158,587 programs of the City. 5011.002 Life Insurance 2,383 5011.003 Long -Term Disability Ins 6,085 Primary Activities 5011.004 Medicare 22,508 Primary activities and functions of the 5011.005 Worker's Compensation 16,275 Division include: reviewing development 5011.006 PERS 125,307 proposals; preparing plans, reports, and Conditions of Approval; and providing 5011.007 Deferred Compensation 16,000 thorough presentations to the Planning 5011.010 Supplemental Health 34,390 Commission and City Council so they Total Personnel 1,724,833 may make informed decisions about land Operations & Maintenance use proposals. The Division prepares and 5101.001 Publications & Subscriptions 500 reviews environmental documents, monitors 5101.002 Membership & Dues 6,095 and comments on County development 5101.003 Office Supplies 2,500 activity occurring within the City's sphere of influence, processes annexation requests with 5101.004 Printing 2,500 the Local Agency Formation Commission, 51 Postage 0001 1,60000 and Planning staff provides assistance and 1.Special Supplies 5111. 1, customer service at the City's Permit Center. 5121.001 Rents/Leases 4,500 5131.003 Telephone Utility 2,200 During Fiscal Year 2020-21, staff will 5161.001 Contractual Services 655,000 continue advancing proposed projects 5161.002 Professional Services 15,000 through the entitlement process, including 5161.003 Annexation Services 20,000 Placerita Meadows, Bouquet Canyon 5161.004 Advertising 9,000 Residential Project, Sand Canyon Resort, 5171.011 Historic Preservation Grant 25,000 and Princessa Crossroads. Staff will monitor 5191.001 Travel & Training 9,000 entitled projects as they continue through 5191.004 Auto Allowance & Mileage 500 the post -entitlement phase, including the completion of Phase 1 at the Center at 5211.001 Computer Replacement 23,474 Needham Ranch, the kick-off of Phase 2 5211.003 Vehicle Replacement 5,465 at the Center at Needham Ranch, Vista 5211.004 Insurance Allocation 57,982 Canyon, Plum Canyon, Skyline Ranch, Total Operations & Maintenance 841,516 Sand Canyon Plaza, River Village, Aliento, Total 2020-21 Budget 2,566,349 Homewood/Hampton hotel, three hotel OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 111 of209 Recreation and Community Services Personnel Services $ 11,409,653 Operations & Maintenance 5,164,000 Administration $ 1,737,432 Arts and Events 3,810,368 Open Space 787,927 Recreation and Community Services 10,237,926 Recreation & Community Services - 62% Arts & Events - 23% IIIIIIIIIIII Administration - 10% Open Space - 5% Page 112of209 THE CITY OF SANTA CLARITA Recreation and Community Services Program Purpose The Administration Division provides support and direction to all functions throughout the Department, including the Arts and Events Division, Recreation and Community Services Division, Parks, Recreation, and Community Services Commission and the Open Space Preservation District Financial Accountability and Audit Panel. The Administration Division develops and administers the Department budget, mission, and goals. Primary Activities The primary activities of the Administration Division includes overall coordination of administrative activities; selection and training of full-time employees; staffing and preparation for meetings of the Parks, Recreation, and Community Services Commission; implementation of the Santa Clarita 2020 Plan, and the Parks, Recreation, and Open Space Master Plan; evaluates and acquires properties through the City's Open Space Preservation District; administration and tracking City -owned properties; oversight of property leases and licenses; and maintaining Personnel 5001.001 Regular Employees 471,439 5002.001 Part-time Employees 384,653 5002.002 Part-time Sick Leave Pay 5,657 5003.001 Overtime 1,444 5004.002 Vacation Payout 36,051 5006.001 Sick Leave Payout 6,466 5011.001 Health & Welfare 58,794 5011.002 Life Insurance 848 5011.003 Long -Term Disability Ins 2,798 5011.004 Medicare 14,105 5011.005 Worker's Compensation 20,116 5011.006 PIERS 47,967 5011.007 Deferred Compensation 7,250 5011.010 Supplemental Health 1,044 5101.001 Publications & Subscriptions 400 5101.002 Membership & Dues 1,440 5101.003 Office Supplies 750 5111.001 Special Supplies 8,507 5121.001 Rents/Leases 250 5131.003 Telephone Utility 5,616 5161.001 Contractual Services 384,995 5161.002 Professional Services 24,900 5171.001 Community Services Grants 180,000 5191.001 Travel & Training 4,000 5191.004 Auto Allowance & Mileage 20,109 5211.001 Computer Replacement 8,577 5211.004 Insurance Allocation 39,255 Total Operations & Maintenance 678,799 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 113of209 Program Purpose (Drug Free Youth in Santa Clarita Valley), Final Mile Challenge, and The Arts and Events Division promotes, Bike Safety Week and arts education through the Santa Clarita Master supports, and develops arts programming, Chorale, Artist in Residence, and the Arts Education Collaborative. regional events, community events, school programs, and volunteer opportunities for the benefit of local citizens, while utilizing these IDIJJJ�����JJJJJ��������///��////���/O//����%///////„%/�///%////// programs and events to encourage economic 0111(0111((IIIII(II(I1011ii((I11ffIlOf IIIIIIIfll111illlll llll 11 lll�lllllllli(((Olfffllll (Illlliillffl IIII(((flll lfllll development and tourism to the Santa Clarita Personnel Valley. 5001.001 Regular Employees 1,465,065 5002.001 Part -Time Employees 148,519 5002.002 Part -Time Sick Leave Pay 2,120 Primary Activities 5003.001 Overtime 90,461 Arts and Events serves as the lead arts agency for the community by convening 5004.002 Vacation Payout 16,220 advisory groups, providing arts services, 5006.001 Sick Leave Payout 12,300 implementing a public art program, 5011.001 Health & Welfare 219,582 operating an 81-seat venue in Old Town 5011.002 Life Insurance 2,638 Newhall, supporting the Arts Commission, 5011.003 Long -Term Disability Ins 6,742 and working in collaboration with other City 5011.004 Medicare 28,976 divisions to implement the City-wide vision 5011.005 Worker's Compensation 45,745 of arts and entertainment in Santa Clarita. 5011.006 PIERS 140,466 A primary activity is the implementation 5011.007 Deferred Compensation 6,000 of the City Council and Arts Commission 5011.010 Supplemental Health 38,112 approved Arts Master Plan; the plan serves as 1%TJ' �//�� ���i//%%%/////////////////0�������������������������������������������������������������������������������������������������������������������������������������������/�/�/� ��uf0ufff�i111II101���llli(faufiufmd0ulfilfillllfilfrili(illlllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllll�rrrrrrrrrrrr���rrrrlllllydfrrr�� a road map for arts and cultural development in Santa Clarita. Operations & Maintenance The Arts and Events Division produces 5101.002 Membership & Dues 1,295 and supports regional events including the 5101.003 Office Supplies 2,900 Cowboy Festival, Santa Clarita Marathon, 5101.004 Printing 19,900 and various sports and cultural tourism 5101.005 Postage 2,000 events. In addition, an annual slate of 5111.001 Special Supplies 217,675 community events add to the quality of 5121.001 Rents/Leases 89,708 life for Santa Clarita's residents including 5121.003 Equipment Rental 278,200 the Concerts in the Park, Earth Arbor Day, 5131.001 Electric Utility 16,800 Eggstravaganza, Fourth of July Fireworks, 5131.003 Telephone Utility 5,000 Santa Clarita Valley Dodger Day, SENSES 5161.001 Contractual Services 227,749 block parties, Summer Bash, and Youth Arts 5161.002 Professional Services 450,760 Showcase Through the special event permit 5161.005 Promotion & Publicity 20,000 process, staff provides support, guidance, and services for over 60 community 5161.008 Graphic Design Services 62,000 produced events per year. The division also 5191.001 Travel &Training ,500 recruits and promotes volunteerism and 5191.004 Auto Allowance &Mileage 180 civic engagement for all events, libraries, 5211.001 Computer Replacement 32,503 internship programs, and specialty service 5211.003 Equipment Replacement 9,936 projects with local businesses. 5211.004 Insurance Allocation 145,316 The School Programs area serves to educate, Total Operations & Maintenance 1,587,422 empower, and encourage youth to make (Illlllllfll���lllllllllll�lldffllfiii�llll(liii(IIIIIIIffIIII(fllfll(iioi(ffifi(fif�������������������������ff�ff�ff(ffiffffi�f��f�ff�f�ff�ff positive choices, strengthen the family unit, celebrate diversity, and promote community service while enhancing safety in the community. School Programs include health and safety education through DFY in SCV Page114 of209 THE CITY OF SANTA CLARITA Recreation and Community Services Program Purpose The Open Space Division evaluates and u111)J11/////////, j/jj%//i�%o/,i%`,,j//a0//j/////,j%/%/////////%//i//% /,,% / acquires specially -selected properties through Wilul1f%//%%//////%% the City's Open Space Preservation District l(011f(0111((IIIII(II(Ilflll (I11(Ilff IIIIIIIIflllfll111111111111111 Illllldllllllllll�lllllifffffff(fffff�((ffffff fffff fffffffffffff fffff ((fffff��fffffff ffff (((fffff (((((fffff (OSPD); and supports the real property needs Personnel of all City departments. 5001.001 Regular Employees 226,218 5002.001 Part -Time Employees 15,187 Primary Activities 5002.002 Part -Time Sick Leave Pay 237 Open Space is tasked with purchasing land 5004.002 Vacation Payout 1,235 that meets the goals of the OSPD; reviews 5006.001 Sick Leave Payout 969 the locations, amenities, and benefits of each 5011.001 Health & Welfare 32,476 parcel against a detailed list of qualifications; 5011.002 Life Insurance 407 and makes every effort to partner with other 5011.003 Long -Term Disability Ins 1,152 agencies to maximize the public value of each 5011.004 Medicare 4,084 acquisition. Staff has raised public awareness 5011.005 Worker's Compensation 13,629 of the physical benefits of lands purchased 5011.006 PIERS 21,606 by the OPSD. The introduction of www. 5011.007 Deferred Compensation 1,750 hikesantaclarita.com and a social media 5011.010 Supplemental Health 3,502 presences has provided new avenues for public uu11)gJ)))))))1pm J10/rw///01 input and information dissemination. The ��ulmf�iihiiiliiifidfflfmfu(ilifaiifiiifiililiflilifii���(lll,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,i�iii/%/J/i/i Hike Santa Clarita APP provides maps and Operations & Maintenance information about specific properties. Open 5101.001 Publications & Subscriptions 2,300 Space staff also negotiates the acquisition of 5101.002 Membership & Dues 1,500 leases, right-of-way, and property for numerous 5101.005 Postage 100 City projects. 5111.001 Special Supplies 15,400 5121.001 Rents/Leases 8,000 5131.003 Telephone Utility 1,030 5131.006 Water Utility 2,000 5141.001 Maintenance & Supplies 11,500 5161.001 Contractual Services 146,530 5161.002 Professional Services 21,050 5185.003 Taxes/Fees/Licenses 106,500 5191.001 Travel & Training 1,750 5191.004 Auto Allowance & Mileage 1,000 5191.006 Employees Uniform 2,000 5211.001 Computer Replacement 2,979 5211.004 Insurance Allocation 16,566 5511.100 Reimbursements to the General Fund 125,270 Total Operations & Maintenance 465,475 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 115of209 luul�ooi�u�oi id(idlml��dl«�«iil���«Illllllflfff««<r�dl�ir(Io��dlioilmiGdi�l 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; Recreation Inclusion Services; Crossing Guards; Facility and Field Rentals and Allocation; Neighborhood Outreach, Youth Employment Services; Community Court; 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 5001.001 Regular Employees 3,305,197 5001.006 Certificate Pay 2,880 5002.001 Part -Time Employees 3,100,036 5002.002 Part -Time Sick Leave Pay 29,483 5003.001 Overtime 6,000 5004.002 Vacation Payout 59,421 5006.001 Sick Leave Payout 26,892 5011.001 Health & Welfare 528,825 5011.002 Life Insurance 5,946 5011.003 Long -Term Disability Ins 15,209 5011.004 Medicare 115,624 5011.005 Worker's Compensation 176,534 5011.006 PIERS 355,136 5011.007 Deferred Compensation 8,000 5011.010 Supplemental Health 70,4389 Operations & Maintenance 5101.001 Publications & Subscriptions 500 5101.002 Membership & Dues 2,555 5101.003 Office Supplies 6,705 5101.004 Printing 172,459 5101.005 Postage 70,200 5111.001 Special Supplies 554,684 5111.005 Maintenance/Supplies 33,180 5121.001 Rents/Leases 114,845 5121.003 Equipment Rental 3,000 5131.003 Telephone Utility 16,080 5161.001 Contractual Services 167,862 5161.002 Professional Services 850,680 5161.005 Promotion & Publicity 2,500 5185.004 Todd Longshore SCORE 11,000 5191.001 Travel & Training 7,370 5191.004 Auto Allowance & Mileage 19,870 5191.006 Employees' Uniform 27,500 5211.001 Computer Replacement 78,278 5211.003 Equipment Replacement 5,465 5211.004 Insurance Allocation 287,571 Total Operations & Maintenance 2,432,304 Page 116of209 THE CITY OF SANTA CLARITA Recreation and Community Services THIS PAGE INTENTIONALLY LEFT BLANK OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 117of209 Public Works Personnel Services $ 16,444,329 Operations & Maintenance 9,990,974 Administration $ 1,216,132 Building and Safety 4,401,224 Capital Improvement Projects Administration 3,087,312 Engineering Services 2,473,221 General Services 10,813,488 Traffic and Transportation Planning 4,443,925 General Services - 41% Building and Safety - 17% IIIIIIIIIIII Traffic and Transportation Planning - 17% Capital Improvement Projects Admin - 12% Engineering Services - 9% Administration - 4% Page 118of209 THE CITY OF SANTA CLARITA Public Works Program Purpose The Public Works Administration division ensures that the mission of the Public Works Department is accomplished. 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: Administration, Building & Safety, Capital Improvement Projects, Engineering Services, General Services, and Traffic and Transportation Planning, with Administration providing direction and assistance to all functions within the Department. Administration staff develops and administers the department budget, works on special projects, and manages Department 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 Capital Improvement Program. Personnel 5001.001 Regular Employees 720,863 5002.001 Part -Time Employees 69,957 5002.002 Part -Time Sick Leave Pay 715 5003.001 Overtime 500 5004.002 Vacation Payout 11,850 5006.001 Sick Leave Payout 9,649 5011.001 Health & Welfare 74,194 5011.002 Life Insurance 1,296 5011.003 Long -Term Disability Ins 3,798 5011.004 Medicare 13,289 5011.005 Worker's Compensation 23,735 5011.006 PIERS 68,210 5011.007 Deferred Compensation 9,000 5011.010 Supplemental Health 19,764 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 50 5111.001 Special Supplies 3,000 5131.003 Telephone Utility 4,000 5161.001 Contractual Services 20,000 5191.001 Travel & Training 8,520 5191.004 Auto Allowance & Mileage 150 5211.001 Computer Replacement 13,647 5211.003 Vehicle Replacement 5,415 5211.004 Insurance Allocation 130,730 Total Operations & Maintenance 189,312 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 119of209 Program Purpose The Building & Safety division promotes public health, safety, and well-being in residential and commercial buildings and other facilities through the enforcement of construction regulations. The division enforces State construction regulations intended to provide equal access for persons with disabilities. The division also promotes energy efficiency and sustainable construction practices. Primary Activities The primary activities of the Building & Safety division include: reviewing plans prior to permit issuance to ensure compliance with construction codes, verifying clearances from City departments and outside agencies, collecting fees, issuing building permits, and conducting inspections during construction to ensure projects conform to the approved plans. The division maintains records for building permits and plans as required by law, and keeps records of unsafe building conditions and unpermitted construction. Building & Safety is committed to providing outreach to help the public better understand building codes and the permitting process; educating design professionals and builders on the most recent building codes; providing prompt, thorough inspections; and delivering excellent customer service. Building & Safety continues to offer streamlined online permit processing which allows for electronic plan submittal, review, permit issuance, inspection scheduling, and permit tracking. Personnel 5001.001 Regular Employees 2,551,001 5001.006 Certificate Pay 4,800 5002.001 Part-time Employees 30,025 5002.002 Part-time Sick Leave Pay 1,847 5003.001 Overtime 7,763 5004.002 Vacation Payout 9,614 5006.001 Sick Leave Payout 5,093 5011.001 Health & Welfare 347,671 5011.002 Life Insurance 4,589 5011.003 Long -Term Disability Ins 11,658 5011.004 Medicare 44,073 5011.005 Worker's Compensation 51,296 5011.006 PIERS 242,218 5011.007 Deferred Compensation 14,000 5011.010 Supplemental Health 67,926 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 8,540 5161.001 Contractual Services 752,400 5161.002 Professional Services 15,000 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 51,463 5211.003 Equipment Replacement 35,744 5211.004 Insurance Allocation 113,083 Total Operations & Maintenance 1,007,650 Page 120of209 THE CITY OF SANTA CLARITA Public Works �i� uuuuu u w � � u�puuuuui�uuui pu ill ioi ui i uu�uu uuuuuiuullluuilui cull uuiuu luau uuu uuuuui m�uu utluuiuuui uill�uuuuuu�uuuu�uim iu uullVuuuutuuiui uullui� uillluu Program Purpose The mission of the Capital Improvement Projects (CIP) division is to construct quality 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 help maintain the City's image as a desirable place to live and work, aiding in 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 new Santa Clarita Valley Sheriff's Station, the new Canyon Country Community Center, and the Vista Canyon Bus Transfer Station. Personnel 5001.001 Regular Employees 5001.006 Certificate Pay 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 PIERS 5011.007 Deferred Compensation 5011.010 Supplemental Health Operations & Maintenance 5101.001 Publications & Subscriptions 5101.002 Membership & Dues 5101.003 Office Supplies 5101.004 Printing 5101.005 Postage 5111.001 Special Supplies 5121.001 Rents/Leases 5131.003 Telephone Utility 5161.001 Contractual Services 5161.002 Professional Services 5191.001 Travel & Training 5191.004 Auto Allowance & Mileage 5191.006 Employees' Uniform 5211.001 Computer Replacement 5211.003 Equipment Replacement 5211.004 Insurance Allocation 5511.100 Reimbursements to the General Fund Total Operations & Maintenance 2,042,679 960 6,500 29,946 33,469 304,609 3,676 9,395 35,822 50,715 193,895 28,440 67,074 2,065 4,800 2,500 800 200 4,914 3,000 3,280 65,006 15,000 9,000 1,000 2,506 48,474 22,116 87,514 7,957 280,132 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 121 of209 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 division'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, sanitary 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 plans for new streets, sanitary 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. Engineering Services will continue to provide excellent customer service through prompt quality plan reviews, permit issuance, and inspection services. The division will continue streamlining the process of records and bonds management through programs such as Accela and ensure adequate measures are in place for future maintenance of newly constructed streets, storm drains, sanitary sewers, and other City -owned infrastructure. Personnel 5001.001 Regular Employees 1,588,326 5001.006 Certificate Pay 960 5003.001 Overtime 78,003 5004.002 Vacation Payout 35,878 5006.001 Sick Leave Payout 11,633 5011.001 Health & Welfare 194,574 5011.002 Life Insurance 2,859 5011.003 Long -Term Disability Ins 7,308 5011.004 Medicare 28,597 5011.005 Worker's Compensation 41,794 5011.006 PIERS 150,498 5011.007 Deferred Compensation 13,900 5011.010 Supplemental Health 48,991 Operations & Maintenance 5101.001 Publications & Subscriptions 5101.002 Membership & Dues 5101.003 Office Supplies 5101.004 Printing 5101.005 Postage 5111.001 Special Supplies 5121.001 Rents/Leases 5131.003 Telephone Utility 5161.001 Contractual Services 5191.001 Travel & Training 5191.004 Auto Allowance & Mileage 5191.006 Employees' Uniform 5211.001 Computer Replacement 5211.003 Equipment Replacement 5211.004 Insurance Allocation Total Operations & Maintenance 355 2,851 833 2,700 300 4,581 3,667 7,730 100,000 6,000 300 2,800 28,801 32,633 76,349 269,900 Page 122of209 THE CITY OF SANTA CLARITA Public Works Program ose Prog Purpose a a The General Services division is responsible a for the maintenance of streets, stormwater devices, facilities, and the City's fleet. The personnel division strives to provide safe and clean S001.001 Regular Employees 3,317,943 Streets, public right-of-ways, alleys and 5001.006 Certificate Pay 34,560 5002.001 Part -Time Employees 197,864 easements, and facilities. The division also 5002.002 Part -Time Sick Leave Pay 3,077 maintains the City's fleet of over 300 vehicles 5003.001 Overtime 88,028 and equipment in-house with a focus on clean 5004.002 Vacation Payout 32,680 energy fuel. 5006.001 Sick Leave Payout 19,406 5011.001 Health & Welfare 555,299 5011.002 Life Insurance 5,966 Primary Activities 5011.003 Long -Term Disability Ins 15,256 In addition to the responsibilities listed above, 5011.004 Medicare 63,493 Son.005 Worker's Compensation 280,967 other primary activities for the division S011.006 PERS 317,201 include performing work and inspections for 5011.007 Deferred Compensation 8,100 the annual Sidewalk Concrete Rehabilitation 5011.010 Supplemental Health 123,284 project, conducting stormwater inspections and maintenance, maintenance of DBAAs, lane line striping, and street signage 5101.001 Publications & Subscriptions 5,300 S101.002 Membership & Dues 2,055 maintenance. 5101.003 Office Supplies 3,688 General Services also continues to assist -with 5101.004 Printing 250 as -needed road closures for City events and 5101.005 Postage 1,350 5111.001 Special Supplies 73,367 emergencies. 5111.002 Vehicle Fuel 420,075 5111.004 Janitorial Supplies 31,000 5111.005 Maintenance/Supplies 326,865 5111.007 Small Tools 9,467 ST,.010 Striping Supplies 47,000 5111.011 Asphalt Supplies 65,300 5111.012 Concrete Supplies 45,650 5121.003 Equipment Rental 21,850 5131.001 Electric Utility 284,075 5131.002 Gas Utility 23,700 5131.003 Telephone Utility 33,199 5131.006 Water Utility 23,200 5141.001 Maintenance & Repairs 2,100 5141.003 Street Sweeping Services 953,395 5141.004 Bridge Maintenance 2,500 5141.005 Curb & Sidewalk 19,650 5141.006 Stormdrain Repairs 40,330 5141.008 Traffic Signs & Markings 75,650 5161.001 Contractual Services 1,242,612 5161.010 Landscape Services Soo 5161.011 Weed & Pest Control 3,000 5161.014 Inspections 5,000 5161.028 Irrigation Control Subscription 2,096 5185.003 Taxes/Licenses/Fees 6,625 S191.001 Travel & Training 14,770 5191.003 Education Reimbursement 2,300 5191.004 Auto Allowance & Mileage 850 5191.006 Employees' Uniform 46,260 5211.001 Computer Replacement 82,196 5211.003 Equipment Replacement 47,077 5211.004 Insurance Allocation 329,582 5511.100 Reimbursements to the General Fund 1,456,481 Total Operations & Maintenance 5,750,365 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 123of209 Illuull�uuuuumlll�l uuuu Illu�u�llll I IIII uumm�uu��m m uuull uu�uu m m m uu Vu uu uu Illu�uu III tl IIIIIIIIIRIIIIII IIII IIIII SIII IIIIIIIIIII���I��IRIII IIII�����IIIII IIIIIIIIII III IIII IIIIIIIIIIIIIIIE III III�III IIII��IIII�III IIII�IIIIIIIIIIIIIIIII Program Purpose The Traffic and Transportation Planning division is committed to planning, managing, and maintaining a safe, effective, and efficient transportation network that enhances mobility for all users. The division is responsible for ensuring that 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, and provides the technical guidance necessary to maintain the City's traffic infrastructure. Primary Activities The division is comprised of four groups: Roadway Planning, Bikeway/Trail Planning, Operations, and Signals. Roadway Planning forecasts future transportation needs, identifies necessary funding, reviews development proposals and traffic impact studies, and coordinates with outside agencies. Bikeway/ Trail Planning implements the Non -Motorized Transportation Plan and serves as a liaison to the local bicycle community. 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 continue to complete projects that will enhance our roadways such as: proactive efforts on signal maintenance to reduce unplanned outages and downtime, roadway and intersection modifications to improve circulation, enhance bicycle connectivity, and analyze collision patterns to implement roadway safety enhancements. Personnel 5001.001 Regular Employees 1,488,527 5003.001 Overtime 9,723 5004.002 Vacation Payout 11,298 5006.001 Sick Leave Payout 24,879 5011.001 Health & Welfare 162,246 5011.002 Life Insurance 2,683 5011.003 Long -Term Disability Ins 6,849 5011.004 Medicare 25,199 5011.005 Worker's Compensation 36,800 5011.006 PIERS 140,914 5011.007 Deferred Compensation 15,400 5011.010 Supplemental Health 25,794 Operations & Maintenance 5101.001 Publications & Subscriptions 500 5101.002 Membership & Dues 2,000 5101.003 Office Supplies 1,000 5101.004 Printing 200 5101.005 Postage 200 5111.001 Special Supplies 4,094 5121.001 Rents/Leases 200 5131.001 Electric Utility 230,000 5131.003 Telephone Utility 16,000 5141.007 Traffic Signal Maintenance 875,400 5161.001 Contractual Services 500,693 5161.004 Advertising 200 5161.014 Inspections 10,000 5191.001 Travel & Training 9,967 5191.004 Auto Allowance & Mileage 2,098 5211.001 Computer Replacement 24,016 5211.003 Equipment Replacement 4,937 5211.004 Insurance Allocation 148,736 5301.002 Interest 497,934 5511.100 Reimbursements to the General Fund 165,439 Total Operations & Maintenance 2,493,614 Page124 of209 THE CITY OF SANTA CLARITA Public Works THIS PAGE INTENTIONALLY LEFT BLANK OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 125of209 Public Safety Operations & Maintenance $ 28,701,039 Police Services Fire Protection $ 28,663,209 37,830 Police Services - 100% Fire Protection - 0% Page 126of209 THE CITY OF SANTA CLARITA Public Safety Program Purpose The Sheriff Station also uses the Juvenile Intervention Team (J-Team) to The purpose of the Public Safety/Police Services combat gang related and juvenile crimes and drugs use with implemented program is to provide Santa Claritds residents intervention programs and informational workshops, such as Teen with law enforcement, traffic enforcement, Court and Community Court programs, and the Drug Free Youth in crime prevention, and a variety of specialized Town program. This division continues to increase resident safety and services. awareness through ongoing community outreach programs and events. 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 Claritas 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. 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 Operations & Maintenance 5111.001 Special Supplies 20,000 5131.003 Telephone Utility 4,500 5151.002 Claims Payment 2,669,526 5161.001 Contractual Services 743,320 5161.002 Professional Services 48,463 5161.050 General Law 24,987,673 5161.053 Business Alliance Program 90,000 5171.008 Special Events -Sheriff 35,000 5191.001 Travel & Training 36,000 5211.004 Insurance Allocation 18,727 Total Operations & Maintenance 28,663,209 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 36,750 1,080 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page127of209 Successor Agency Operations & Maintenance $ 1,295,851 Successor Agency 1,295,851 Successor Agency - 100% Page 128of209 THE CITY OF SANTA CLARITA 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. Activities include winding down the activities of the former Redevelopment Agency and working with the Los Angeles County Oversight Board to ensure funding continues to flow to the City to meet the outstanding obligations. Operations & Maintenance 5161.001 Contractual Services 5301.002 Interest Total Operations & Maintenance 7,807 1,288,044 1,295,851 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 129of209 Non -Departmental Personnel Services Operations & Maintenance Reserves & Debt Service Administration Debt Service Reserves 5,072,020 412,096 3,817,433 5,484,116 3,067,433 750,000 Administration - 59% Debt Service - 33% IIIIIIIIIIII1I Reserves - 8% Page 130of209 THE CITY OF SANTA CLARITA 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. 75 that establishes rules for the measurement, recognition, and display of OPEB expenses and expenditures by public agencies. The program also provides for payments made toward the City's unfunded accrued liability (UAL) pension costs. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 131 of209 City of SANTA CLARITA Capital Improvement Program FY 2020 - 2021 Capital Improvement Program CIP SUMMARIES 2020-21 Capital Budget Summary 135 Five -Year CIP Summary Listing by Type of Project 137 2020-21 Capital Projects Program Funding 144 Five -Year CIP Summary Listing of Revenue and Expenditures by Fund 145 BEAUTIFICATION AND LANDSCAPING Canyon Country Community Center, Civic Art - Construction, A36 2019-20 Citywide Major Thoroughfare Median Refurbishment, Via Princessa, Sierra Highway to Jason Drive - Construction, B3016 CIRCULATION Intelligent Transportation Systems (ITS), Phase VII - Construction, C0052_ Battery Back -Up Installation Program, Phase III - Construction, C0057 2019-20 HSIP Pedestrian Crossing Enhancements - Construction, C0059_ 2019-20 Circulation Improvement Program - Design & Construction, C0061 Local Roadway Safety Plan (Report Only) - Design, C0063 2020-21 Circulation Improvement Program, Phase II - Design, C0064 2020-21 Intersection Improvement Program - Construction, C1015 151 Newhall Area Bicycle Facilities - Design & Construction, C2025 159 Traffic Signal and Fiber Optic Interconnect, Copper Hill Drive and Deer Springs Drive - Design, C4016 160 Page 132of209 THE CITY OF SANTA CLARITA Capital Improvement Program FACILITIES AND BUILDINGS Transit Maintenance Facility Upgrades and Equipment Replacement -Design & Construction, F1023 161 Shelter Project - Construction, F1024 162 Canyon Country Community Center, Phase II and Furniture, Fixtures, and Equipment Installation - Construction, F3020 163 Santa Clarita Valley Sheriff's Station, Phase III B - Construction, F3023 164 Saugus Library Center - Land Acquisition & Design, F4003 165 MAINTENANCE 2019-20 Overlay and Slurry Seal Program - Construction, M0131 166 2020-21 Overlay and Slurry Seal Program - Design & Construction, M0137 167 2020-21 Concrete Rehabilitation Program - Construction, M0138 168 2020-21 LMD Paseo Concrete Rehabilitation - Design & Construction, M0139 169 LMD Paseo Lighting Replacement - Design, M0140 170 Bicycle Locker Replacement - Construction, M0141 171 2020-21 Transit Maintenance Facility Equipment Upgrades - Construction, M1033 172 City Hall Boiler Replacement - Construction, M1034 173 Old Town Newhall Library Heat Exchanger Replacement - Construction, M2016 174 Aquatic Center Pool Deck Concrete Repairs and Replaster - Design, M3035 175 Canyon Country Jo Anne Darcy Library HVAC Units Replacement, Phase I - Construction, M3038 176 PARKS Pioneer Oil Refinery Site Stabilization - Design & Construction, P2007 177 Central Park Buildout - Design, P4019 178 Inclusion Park, West Side - Design & Construction, P4023 179 RESOURCE MANAGEMENT AND CONSERVATION Irrigation Master Valve and Flow Sensor Installation, Phase IV - Construction, R0026 180 Regional Best Management Practices Infiltration Facility and Pilot Residential LID - Design, R3008 181 Trash Excluders - Design & Construction, R3009 182 STREETS AND BRIDGES Newhall Ranch Road Bridge Widening Over San Francisquito Creek -Environmental Monitoring, S1039 183 Copper Hill Drive Bridge Widening over the San Francisquito Creek -Design & Construction Oversight, S1050 184 Dockweiler Drive Extension - Design, S3023 185 Via Princessa East Roadway Extension, Golden Valley Road to Rainbow Glen - Design, S3026 186 Sierra Highway Bridges over Santa Clara River - Right -of -Way, S3030 187 Sierra Highway Bridges Constructability Review - Design, S3038 188 TRAILS AND TRANSIT Soledad Canyon Road/ Golden Valley Road Bike Path - Construction, T2007 189 Railroad Avenue Class I Bike Trail - Design (Right -Of -Way), T2011 190 Sierra Highway Sidewalks - Construction, T3025 191 Needham Ranch Trailhead - Design & Construction, T3026 192 2020-21 Sidewalk Gap Closure, Centre Pointe Parkway - Design & Construction, T3027 193 Stevenson's Trailhead - Design & Construction, T3028 194 UNFUNDED PROJECTS Unfunded List 95 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 133of209 The 2020-21 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 Claritds 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 capitalprojects through a combination of revenues. The proposed resources that will be used to support the Fiscal Year 2020-21 Budget are outlined in the CIP Summaries section of this document. The proposed CIP budget consists of improvements and projects totaling $32,606,004 and is distributed among the following project categories: • Arts $77,867 • Beautification & Landscaping 120,000 • Circulation 3,172,137 • Facilities & Buildings 2,914,509 • Maintenance 15,544,000 • Parks 2,166,401 • Resource Mgmt. & Conservation 498,976 • Streets & Bridges 5,479,914 • Trails & Transit 2,632,200 Total Program $32,606,004 Maintenance - 48% IIIIIIIIIIIIIIIIII Streets & Bridges - 17% IIIIIIIIIIII Circulation - 10% Facilities & Buildings - 9% Trails & Transit - 8% Parks - 7% Resource Management - 1% IIIIIIIIIIIIIIIIII Arts - 0% Beautification & Landscaping - 0% Page134 of209 THE CITY OF SANTA CLARITA Capital Improvement Program Beautification and Landscaping A3002 Canyon Country Community Center, Civic Art - Construction $77,867 B3016 2019-20 Citywide Major Thoroughfare Median Refurbishment, 120,000 Via Princessa, Sierra Highway to Jason Drive - Construction Total Beautification and Landscaping: 197,867 Circulation C0052 Intelligent Transportation Systems (ITS), Phase VII - Construction C0057 Battery Back -Up Installation Program, Phase III - Construction C0059 2019-20 HSIP Pedestrian Crossing Enhancements - Construction C0061 2019-20 Circulation Improvement Program - Design & Construction C0063 Local Roadway Safety Plan (Report Only) - Design C0064 2020-21 Circulation Improvement Program, Phase 11 - Design C1015 2020-21 Intersection Improvement Program - Construction C2025 Newhall Area Bicycle Facilities - Design & Construction C4016 Traffic Signal and Fiber Optic Interconnect, Copper Hill Drive and Deer Springs Drive - Design Facilities and Buildings F 1023 Transit Maintenance Facility Upgrades and Equipment Replacement - Design & Construction F1024 Shelter Project - Construction F3020 Canyon Country Community Center, Phase 11 and Furniture, Fixtures, and Equipment Installation - Construction F3023 Santa Clarita Valley Sheriff's Station, Phase III B - Construction F4003 Saugus Library Center - Land Acquisition & Design 15,000 135,000 239,000 1,709,187 80,000 130,950 150,000 648,000 65,000 Total Circulation: 3,172,137 589,451 666,848 665,000 500,000 493,210 Total Facilities and Buildings: 2,914,509 Maintenance M0131 2019-20 Overlay and Slurry Seal Program - Construction 250,000 M0137 2020-21 Overlay and Slurry Seal Program - Design & Construction 13,000,000 M0138 2020-21 Concrete Rehabilitation Program - Construction 400,000 M0139 2020-21 LMD Paseo Concrete Rehabilitation - Design & Construction 284,000 M0140 LMD Paseo Lighting Replacement - Design 30,000 M0141 Bicycle Locker Replacement - Construction 327,900 M1033 2020-21 Transit Maintenance Facility Equipment Upgrades - Construction 977,600 M1034 City Hall Boiler Replacement - Construction 72,500 M2016 Old Town Newhall Library Heat Exchanger Replacement - Construction 20,000 M3035 Aquatic Center Pool Deck Concrete Repairs and Replaster - Design 50,000 M3038 Canyon Country Jo Anne Darcy Library HVAC Units Replacement, Phase 1 132,000 - Construction Total Maintenance: 15,544,000 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 135of209 Parks P2007 Pioneer Oil Refinery Site Stabilization - Design & Construction 157,000 P4019 Central Park Buildout - Design 935,612 P4023 Inclusion Park, West Side - Design & Construction 1,073,789 Total Parks: 2,166,401 Resource Management and Conservation R0026 Irrigation Master Valve and Flow Sensor Installation, Phase IV - Construction 350,000 R3008 Regional Best Management Practices Infiltration Facility and Pilot 35,376 Residential LID - Design R3009 Trash Excluders - Design & Construction 113,600 Total Resource Management and Conservation: 498,976 Streets and Bridges S1039 Newhall Ranch Road Bridge Widening Over San Francisquito Creek - 1,195,875 Environmental Monitoring S1050 Copper Hill Drive Bridge Widening over the San Francisquito Creek - 650,000 Design & Construction Oversight S3023 Dockweiler Drive Extension - Design 110,508 S3026 Via Princessa East Roadway Extension, Golden Valley Road to Rainbow Glen - Design 2,913,531 S3030 Sierra Highway Bridges over Santa Clara River - Right -of -Way 50,000 S3038 Sierra Highway Bridges Constructability Review - Design 560,000 Total Streets and Bridges: 5,479,914 Trails and Transit T2007 Soledad Canyon Road/ Golden Valley Road Bike Path - Construction 331,200 T2011 Railroad Avenue Class I Bike Trail - Design (Right -Of -Way) 1,500,000 T3025 Sierra Highway Sidewalks - Construction 549,000 T3026 Needham Ranch Trailhead - Design & Construction 50,000 T3027 2020-21 Sidewalk Gap Closure, Centre Pointe Parkway - Design & Construction 172,000 T3028 Stevensor's Trailhead - Design & Construction 30,000 Total Trails and Transit: 2,632,200 TOTAL FY 2020-21 CIP: $32,606,004 Page 136of209 THE CITY OF SANTA CLARITA Capital Improvement Program c ca o N o o N o o Co �� 00 o o 0 o � r co 00 o 0 0 0 0 0 V n o r o o r co M M �n kr r, o 0 0 iri o vi o o vi v cS r N = �n vi co 0o a, a v 'T of a Ic� cS Co 0 00 H-- ----N 11; lc --i 00 �n --� 1p N N M M N N C< 00 ----i 1 1 N w N M 0 N w N N w N N 0 N w N r0 r o o r a o 0 o c o o r n o c o ' O u? C 00 GC O o P: _n n O O o O o �_ 44 O O o NO4 r In TM 00 q N w y L rn M 00 O O 00 N �D 00 CC Y N M� � --� 00 O O O O � 00 d' �O O 01 .--i 0c CO 00 O O O O ca N s r; cS ci C. z o N 1p 1rq M H O �n M 01 M 01 M A N N N O v U U ti V1 x '5 Q a O o Z w ti o o � Cii U C 4 cd s. G5j OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 137of209 y O O O In O O O O O O O O ' O O O O O O I O I M I In I I0 �O CO oc d' 7 V 01 O� O O O O O O O O CO oc O O O CO 1— In M n kr d' 7 C< 00 IO �O O O M 01 V 01 ,--. ...i �n In ,--.--i d' 7 �0 �O N M �O �O N 01 01 D1 01 Ic � � V O In N I0 >" I.... _....... w N M N 0 N w N N N O N w N N N 0 N w y CC y i i i i i i i i i 01 01 i i r O in O V N M 01 L 01 O O O O O O p O V 7 M O 1p 01 ^ M 7 O ; Z O M M CO N M N = N N N N N n N M M 1— O �0 ^ � N _� _� Q O O O O O O O O O O U U U U � � x ^ a. � w w _ U Co s Q o N o 0 u Q en Q to L1 Q C7 Ca Cn y° y Ca c o > w .> •a s; c U ° U q � � � o O o w Q Q o 0 w 2 w U Page 138of209 THE CITY OF SANTA CLARITA Capital Improvement Program O O O 10 N oo Co 00 o Co v Co O O o - N O O O O O O Ol O 10 �n 1� --� 10 00 d' 7 N N l/) 7 O1 r O1 n n C< D1 r O 7 O O O O �n CO O 1� n 00 Ol 01 01 O, O 1� O 1p N 10 d' O O O O O 10 M O �n M 1� 01 O M M 1- r 10 O O1 W M CO O 7 M M M CO O �n M 10 O1 CO 10 10 V 10 O N N M 00 N ^� N V1 M M N ^� d' M ^� T ^� N V 7 O �--i D1 O 0 0 0 O �n O 10 N oo 10 �n 10 Co 00 M M 7 D1 r M O C< r W � O 10 M O V1 M 01 d' 7 M Ol W M M M rqi rq M r rq iri M M_ O rq O N M 1- rq r M M M rq q M M Mrq O O O O O O O O O O w a. 0 W CC Eb 3 � o c c U >, O � N 01 � � O N 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O O o, a o 0 v � rq " N N 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 N N M d' 10 1- M 1p 1p 1p r r r r V' 1p M 0 M M M 0c M U o y ° °- NN Q a o a o ff 7 j a j cd o J N O O N V O U N O O N OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page139 of209 cl o 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 to 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 v oe o o r r r- r cS ca o o O O cS cS o 00 00 M M N N a, r n r N N M M M M �NO O N N M M Ol 01 M M -- -- O� w N M N 0 N M N N O N w N eV O N A ai f o c�i o o c 0 M M G C 0 0 r-i c-i :2 M � M N y ea o 0 0 y o 0 CO 00 N N 0 M O p L C.� M O � M M n l0 M M M ,3 M CO U U M V V M O M O fi 0 M O M O c O °a O w w t w w c x 0., O N a GQ N U Q U Page 140of209 THE CITY OF SANTA CLARITA Capital Improvement Program c o 0 0 0 o co 00 00 0 o h h o o h n M N o,� co 1� r O An Vi M M Vi O O M M V 7 M .M-i r O N An An M N M An In O O h M M O O --� .--i M M N N N w N M 0 ca w N N N w N N 0 ca w o c O O 4 In In iX7 h kO > h 4'^• et ',, O: 4 M c+7 '*O v'2. C4 CEi N h 4^^ M � M M AL 4 4 Ari tfi t+ M 4S'+ to N 10 x xo a a �r n CC O O O O V <3- ^-� N x M ' x M ' ' O, ON M M D, M CO M N 01 O CO O O CO CO 00 00 �O Ari Ari O ; C O O O p h N M M '3 M M M �O N �. M M N N N N p h 01 01 M v N W O 01 O 01 01 01 Q O O O Orq v O � p O ct v 75 v Ca o q5 6 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page141 o{209 o 0n O co co 00 O CO CO M O N �M M .ri >.I o 0c o o co co O o co co in O N n r O N N O V 7 M 4 �n �n �n W■ 0 o co co 10 co = r -7 O a ca O N O O M M r O1 01 M V O O r �n O kn O O 01 V M �n In �n 01 O M r O r O O r M--i �n In �O rqO O D, O kn�n In CO M N V 7 01 r O l0 IO N 0 o r a o, a ca o n o V 7 M M co O oo r tr r -7 O a ca N N M M 01 01 10 �O 10 M V O 7 r V1 In r r r r- rq o rq rq o o a iri kn kn W rq M M kn D, N 0 �O M N O M O - EO N M M O M -- M O H O M M IO O O O O CO CO V1 N N O O O N O M M M O O O M O M M O O M M M M M M M M M 'O r C, �o i u w c a -o n o Q d'd o 0 Q y w OC U OC U � i y � 0 U y n -o 1 W i n 'yen i 1 Page 142of209 THE CITY OF SANTA CLARITA Capital Improvement Program �O IO 00 M a, �O O O O O N V N Cc rq 7 O O N �N -- M rq N IO �O cq r- - 00 IO O Wi O N n 7 �n M v1 7 M 1- O O rO N M_ N M O O 1� C o; o; co r o o v ^ O O O O 00 M O O O O N 00 N N O O 7 01 M N r M 00 d' O M M IO O O 00 M O M 00 M O r r r r N N Ni r OMO N N N N N N N N M M M M rh v h C � T y � '� y U U Q v w _y °y° 5 a cC a w bo o o v cmo � U O C7 o 72 7-1 V] CC V] 2 N V] OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 143 of 209 FUND NUMBER FUNDING SOURCE AMOUNT % OF BUDGET 203 CDBG 1,740,637 5.34% 229 Federal HBP Grant 695,875 2.13% 229 Federal HSIP/ ATP Grant 239,000 0.73% 232 AQMD AB 2766 28,000 0.09% 233 TDA Article 8 5,145,020 15.78% 238 TDA Article 3 67,128 0.21% 259 Miscellaneous State Grant 72,000 0.22% 260 Prop. C Local Return 564,276 1.73% 264 Measure R Local Return 2,369,379 7.27% 265 Prop. C 25% Grant 950,724 2.92% 266 Measure M Local Return 4,856,791 14.90% 267 SB1 RMRA 3,804,072 11.67% 268 Measure M - ATP 1,197,000 3.67% 271 Measure W Safe Clean Water 113,600 0.35% 300 B&T Bouquet Canyon 83,026 0.25% 301 B&T Eastside 3,473,531 10.65% 302 B&T Via Princessa 110,508 0.34% 303 B&T Valencia 500,000 1.53% 305 Park Dedication 165,000 0.51% 306 Developer Fees 857,000 2.63% 309 Library Fund 152,000 0.47% 356 Storm Water Utility 35,376 0.11% 357 LMD Zone Specific 664,000 2.04% 358 OSPD Special Assessment 30,000 0.09% 367 Areawide Fund 1,101,858 3.38% 601 General Fund Capital 124,175 0.38% 700 Transit Fund 1,894,951 5.81% 723 Facilities Fund 1,571,077 4.82% Total FY 2020-21 CIP $ 32,606,004 100.00% 2020-21 Capital Improvement Program Funding Levels 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 JJ,111111 JJ 114-0 qJ111111111fiku -Z, N-Z,-2,d 0 0 O -0 0! N! O-F G1 o �O NA P-m �5 Pdm ids @dm �� �� �� gp� � A N d tiy��n �n dJ NN��ipN N��i dpN 4.m y7m GAT �%ip IN '6 "n Gh6 !p N P m 7n W �o N 6 G'O N G7 �6 6 � � m N Page 144of209 THE CITY OF SANTA CLARITA Capital Improvement Program e o 0 7 0 7 C C C C C C a a a a a a x x N N y O = y E C J a C s y y i a c u y C S M 2 F O a c S Q C r s^_u Q N vai y r m U o U ° vai N U s r m N F s r y O -u U Q N N N u u C .. y N N� F- OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 145of209 al± ua /{ 3j32 /Z a= :3-- a tea« \)/2 '-(\�: _ -- -- \\\\\j�-- [ (\ \} =,\jJ`\}\ \ 2aa7§ Page 146«ma THE or OFs NT cLA mT Capital Improvement Program o 0 o i o � :� r o 0 0• o � o � y i C w > o u_ o. a c3 :tl y r r O T i. X y a M N "_ 'C N _ � � C O R T � aCi "O "O •� LU c3 � S � O .C- X C2 u u J UZ N N G Z Z G F- 0� V] 0� V] '� 1] V] M O 0 M z C. U OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page147of209 \j} ( \\ u; m»!9 «ma THE or OFs NT cLA mT Capital Improvement Program 1; cl� O O O O O c7; O O O c7\ O O U U U U u u OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 149 of 209 CANYON COUNTRY COMMUNITY CENTER, CIVIC ART - Project Number: A3002 CONSTRUCTION Proiect Location: 18410 Sierra Highway, Santa Clarita, CA 91351 i � p maur"ate:' Po� ,. ,3T f�1 ^pg. �' J'gg 4ttn ..... �,� ��✓i BdII !%Awls, PROJECT LOCATFON Description: This project will complete fabrication, integration, acquisition, delivery, and conservation of a civic art piece to be located at the new Canyon Country Community Center and accessible to the public. The proposed "Communitree" was selected through the Public Art Planning and Selection Process as original artwork that was made to be site -specific and complementary to the overall context of the surrounding area. Justification: Under the Civic Art Policy the Canyon Country Community Center, Project F3020 qualifies as a City Capital Improvement Project that allocates 1 percent of eligible project costs for a civic art piece. The civic art piece will provide the public space to be more attractive and enjoyable. The completion and implementation of the Arts Master Plan is an identified priority in the Santa Clarita 2020 plan under the theme of Building and Creating Community. Project Status: In Progress Department: Recreation & Community Project Supervisor: Phil Lantis Service Project Cost Estimate ($): Expenditure/ Category: Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total Environmental 0 0 0 0 0 0 0 Design 0 0 0 0 0 0 0 Right -of -Way 0 0 0 0 0 0 0 Construction 0 0 0 0 0 0 0 Civic Art Project 167,858 77,867 0 0 0 0 245,725 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $167,858 $77,867 $0 $0 $0 $0 $245,725 Project Funding: Funding Source(s): Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 602 - Civic Art Project 145,725 0 0 0 0 0 145,725 723 - Facilities Fund 22,133 77,867 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 0 0 0 0 0 Total Costs: $167,858 $77,867 $0 $0 $0 $0 $245,725 Impact on Operations: Page 150of209 THE CITY OF SANTA CLARITA Capital Improvement Program 2019-20 CITYWIDE MAJOR THOROUGHFARE MEDIAN REFURBISHMENT - Project Number: B3016 VIA PRINCESS& SIERRA HIGHWAY TO JASON DRIVE - CONSTRUCTION Proiect Location: Via Princessa between Sierra Highway and Jason Drive eP a' n ✓W A r� �a �✓' �+ " e PiiO„YFGF LOCATION. Description: This project will complete the installation of a new landscape pallet, water efficient irrigation, and new concrete paver maintenance strips. Funds will provide for soft costs during construction including, project management, labor compliance, Public Works inspection, miscellaneous work, and LMD inspection during the 90-day plant establishment period. Justification: This project is part of the Citywide Major Thoroughfare Median Refurbishment Program. It is also one facet of an overall program to improve our water management infrastructure, while keeping the City's public areas well - landscaped. This project supports the Santa Clarita 2020 theme of Community Beautification: Complete the corridor and median beautification program. Project Status: Project Cost Estimate ($): Expenditure/ Cateaorv: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 367 - Areawide Fund Priority Unfunded Total Costs: Impact on Operations: In Progress Department: Public Works Project Supervisor: Damon Letz Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 150 0 0 0 0 0 150 36,000 0 0 0 0 0 36,000 0 0 0 0 0 0 0 1,493,850 120,000 0 0 0 0 1,613,850 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $1,530,000 $120,000 $0 $0 $0 $0 $1,650,000 Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 1,530,000 120,000 0 0 0 0 1,650,000 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 0 0 0 0 0 0 0 0 0 0 0 0 $1,530,000 $120,000 $0 $0 $0 $0 $1,650,000 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 151 of 209 INTELLIGENT TRANSPORTATION SYSTEM (ITS), PHASE VII - Project Number: C0052 CONSTRUCTION Proiect Location: Citywide Description: Justification: Project Status: Project Cost Estimate ($): r- m � f �`, n � a City of 46 anta Clarita , wra � l '111VI mrran:>rs.. 19Wwtl _ l l u_vaw.,AW r I,-" r y ,.... �. PROJECT LACAFM: CITY4MOE This request will provide for project management cost to complete the installation of fiber optic wiring at locations where gaps in the wiring currently exist. This 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. The City has taken a proactive stance on congestion management due to heavy growth and increasing cut - through traffic across the City. By installing fiber cable, deploying bicycle detection, and connected corridors, this project will establish a continuous traffic signal communication, which will improve traffic circulation, leading to reduced congestion and pollution. This project supports the Santa Clarita 2020 theme of Building and Creating Community: Continuation and implementation of a Next Generation Strategy for the traffic signal system. In progress Department: Public Works Project Supervisor: Damon Letz Expenditure/ Cateaory: Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total Environmental 0 0 0 0 0 0 0 Design 402,000 0 0 0 0 0 402,000 Right -of -Way 0 0 0 0 0 0 0 Construction 2,247,910 8,000 0 0 0 0 2,255,910 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 22,198 7,000 0 0 0 0 29,198 Total Costs: $2,672,108 $15,000 $0 $0 $0 $0 $2,687,108 Project Funding: Funding Source(s): Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 260 - Proposition C Local Return 561,142 3,150 0 0 0 0 564,292 265 - Prop C 25% Grant 2,110,966 11,850 0 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 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $2,672,108 $15,000 $0 $0 $0 $0 $2,687,108 Impact on Operations: Page 152of209 THE CITY OF SANTA CLARITA Capital Improvement Program BATTERY BACK-UP INSTALLATION PROGRAM, PHASE III - Project Number: C0057 CONSTRUCTION Proiect Location: Citywide a x1 y City of Santa Clarlta �'Vn�w cr'f Afvt7 _ � I q,4 w ' PRo.JEcr LOCATION crrymDE Description: The Battery Backup Installation Program will install a total of 53 battery back-up systems at signalized intersections at various locations throughout the City over three phases. The locations were prioritized based on continuity of major thoroughfares, pedestrian activity, and traffic volume. This request will provide for Phase III, which will consist of procuring 15 battery back-up systems and having them installed separately by a contractor. Phase I and Phase 11 installed 19 batter back-up systems each. Justification: With the completion of Phase III, there will be a total of 173 battery back-up systems at 201 signalized intersections throughout the City. These battery back-up systems provide reliable emergency power to traffic signals in the event of power failures or interruptions. Each battery back-up system provides up to six hours of uninterrupted power to a traffic signal, which gives staff time to respond and prepare for traffic control in the event of longer power outages. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Project Status: In progress Department: Public Works Project Supervisor: Gus Pivetti Project Cost Estimate ($): Expenditure/Category: Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total Environmental 0 0 0 0 0 0 0 Design 0 0 0 0 0 0 0 Right -of -Way 0 0 0 0 0 0 0 Construction 250,385 135,000 0 0 0 0 385,385 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $250,385 $135,000 $0 $0 $0 $0 $385,385 Project Funding: Fundina Source(s): Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 233 - TDA Article 8 250,385 135,000 0 0 0 0 385,385 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 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $250,385 $135,000 $0 $0 $0 $0 $385,385 Impact on Operations: OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 153 of 209 2019-20 HSIP PEDESTRIAN CROSSING ENHANCEMENTS - Project Number: C0059 CONSTRUCTION Proiect Location: Citywide (seven intersections) r 46 Santa C afrita .q N �WWmrme.dw dSXu¢i r e r a Description: This Highway Safety Improvement Program (HSIP) grant funded project will provide for pedestrian crossing improvements/enhancements at seven intersections with channelized right -turn lanes. These improvements include: installing new pedestrian traffic signs, advanced yield lines, continental crosswalks, and associated pavement striping. At select locations, curb ramps will be shifted and reconstructed. The intersections include: McBean Parkway/ Magic Mountain Parkway, McBean Parkway/ Newhall Ranch Road, Newhall Ranch Road/ Rye Canyon Road, Soledad Canyon Road/ Valley Center Drive, Golden Valley Road/ Valley Center Drive, Via Princessa/ Whites Canyon Road, and Copper Hill Drive/ Decoro Drive. Justification: The City has a number of roadways with channelized right -turn lanes with pedestrian crossing islands. These roadways were constructed at different times, which has led to inconsistencies on how signage, striping, roadway markings, and curb ramps have been installed. The City was awarded a grant to design a standard detail and construct improvements that will enhance pedestrian visibility to motorists. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Project Status: In progress Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total Environmental 500 0 0 0 0 0 500 Design 10,000 0 0 0 0 0 10,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 239,000 0 0 0 0 239,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $10,500 $239,000 $0 $0 $0 $0 $249,500 Project Funding: Funding Source(s): Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 229 - Federal Grant, HSIP 10,500 239,000 0 0 0 0 249,500 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 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $10,500 $239,000 $0 $0 $0 $0 $249,500 Impact on Operations: Page154 of209 THE CITY OF SANTA CLARITA 2019-20 CIRCULATION IMPROVEMENT PROGRAM - DESIGN & CONSTRUCTION Proiect Location: Lyons Avenue, Bouquet Canyon Road, Sierra Highway, and Copper Hill Drive Capital Improvement Program Project Number: C0061 Description: This project will increase and improve traffic flow at four locations and will reduce motorists delay at the signalized locations. The proposed improvements include modifications to raised center medians to accommodate triple left -turn pockets, right -turn lane extensions, and early access to left -turn lanes. Staff has been monitoring these locations based on traffic volumes and visual observations. The four locations identified for modification are: Lyons Avenue (Wayman Street to Orchard Village Road), Bouquet Canyon Road (Cinema Drive to Valencia Boulevard), Sierra Highway (Stater Bros Driveway to Via Princessa), and Copper Hill Drive (Sycamore Creek Drive to Seco Canyon Road). Justification: In anticipation of new annexations, ongoing development, and overall traffic increases, new circulation projects are required to maintain proper traffic flow in the City. The priority on the selection of year one of the program was based on the following criteria: no public participation necessary, even distribution of projects in all four City communities (Canyon Country, Newhall, Saugus, and Valencia) and insufficient right-turn/left-turn capacity. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Project Status: In progress Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total Environmental 0 1,300 0 0 0 0 1,300 Design 160,000 60,000 0 0 0 0 220,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 1,647,887 0 0 0 0 1,647,887 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $160,000 $1,709,187 $0 $0 $0 $0 $1,869,187 Project Funding: Funding Source(s): Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 233-TDAArticle 8 160,000 1,709,187 0 0 0 0 1,869,187 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 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $160,000 $1,709,187 $0 $0 $0 $0 $1,869,187 Impact on Operations: OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page155of209 LOCAL ROADWAY SAFETY PLAN (REPORT ONLY) - DESIGN Proiect Location: Citywide Description: Justification Project Status: Project Cost Estimate ($): Expenditure/ Category: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 259 - Miscellaneous State Grants 233 - TDA Article 8 Priority Unfunded Total Costs: Impact on Operations: Project Number: C0063 000 / ./ 4v roe wrxri i ' c c ( Santa Ctak�ta l m wv «v Dm 'uf rIa�arre.eranirirn770Nr CITYWIVE xdll N This grant funded project will provide for the development of the Local Roadway Safety Plan (LRSP) report, which will include establishment of goals and objectives, identify issues and risks, and prioritize actions and improvements to reduce collisions and injuries on the City's roadway network. This project includes a network screening of the City's entire 540-mile roadway network to identify roadway safety countermeasures covering engineering, enforcement, education, and emergency services. The LRSP expands upon the recently completed Systemic Safety Analysis Report (SSAR) where the scope was limited to bicycle and pedestrian engineering countermeasures only. The SSAR will be incorporated into the LRSP which will benefit the City to remain eligible and competitive for future Highway Safety Improvement Program funds. The project supports the Santa Clarita 2020 theme of Public Safety. Approved Department: Public Works Project Supervisor: Gus Pivetti Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 0 0 0 0 0 0 0 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 $0 $80,000 $0 $0 $0 $0 $80,000 Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 0 72,000 0 0 0 0 72,000 0 8,000 0 0 0 0 8,000 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 0 0 0 0 0 $0 $80,000 $0 $0 $0 $0 $80,000 Page 156of209 THE CITY OF SANTA CLARITA Capital Improvement Program 2020-21 CIRCULATION IMPROVEMENT PROGRAM, PHASE II - Project Number: C0064 DESIGN ONLY Proiect Location: Bouquet Canyon Road at Newhall Ranch Road, Newhall Ranch Road at Copperhill Drive, and Wiley Canyon Road at Orchard Village Road, coppe, hgolR Dr 0''. Newilrzll C.n i4 Fminch R�fl'. auo�jn�vn%Rd 'WVlev "JSI0dge Rd C.,n ,, Rd PROJECT LOCATION. Description: This project will design the extension of the southbound left -turn lane on Bouquet Canyon Road on the approach to Newhall Ranch Road; an eastbound triple left -turn on Newhall Ranch Road on the approach to Copper Hill Drive; and an eastbound exclusive right -turn lane on Wiley Canyon Road on the approach to Orchard Village Road. These efforts are in anticipation of new annexations, ongoing development, and overall traffic increases. Once constructed, the addition and extension of the turn lanes will improve circulation and safety and will reduce delay at these locations. Justification: Over the past 16 years, the City has funded dozens of projects to improve intersection safety and enhance traffic flow. The Circulation Improvement Program commenced last year with four projects. This phase consist of three new projects in the Saugus, Valencia, and Newhall communities. The locations selected for Phase II of the program was prioritized based on the following criteria: no public participation necessary, even distribution of projects in all four City communities, and insufficient right -turn / left -turn capacity. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Public Works Project Supervisor: Gus Pivetti Project Cost Estimate ($): Expenditure/ Category: Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total Environmental 0 0 0 0 0 0 0 Design 0 130,950 0 0 0 0 130,950 Right -of -Way 0 0 0 0 0 0 0 Construction 0 0 0 0 0 0 0 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $130,950 $0 $0 $0 $0 $130,950 Project Funding: Funding Source(s): Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 233 - TDA Article 8 0 130,950 0 0 0 0 130,950 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 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $130,950 $0 $0 $0 $0 $130,950 Impact on Operations: OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 157 of 209 2020-21 INTERSECTION IMPROVEMENT PROGRAM - Project Number: C1015 CONSTRUCTION Proiect Location: Magic Mountain Parkway at Auto Center Drive and Avenue Scott at Avenue Stanford �Nyr� ru p J _ry �AJt 16Jv'a �n r n �� n�V� oa PROJECT LOCATION: Description: This project will revitalize and modernize the City's traffic signal systems. Improvements at both Magic Mountain Parkway at Auto Center Drive and Avenue Scott at Avenue Stanford will include new underground wiring, new signal housings, new pull boxes, and new pedestrian ramps at locations that do not meet ADA guidelines. In conjunction with the proposed improvements, the intersection at Magic Mountain Parkway and Auto Center Drive will include split -phasing the north and south movements of the intersection. Justification: Even though many traffic signal locations are still in operation, many components of the traffic signal system need to be upgraded to current standards. These efforts will help minimize signal malfunctions due to old deteriorated conductors, revitalize the old and faded signal heads by installing new vehicular and pedestrian housings, eliminate old and cracked pull box lids that could potentially become tripping hazards, and eliminate conflict points that are contributing to broadside collisions at Magic Mountain Parkway and Auto Center Drive. Project Status: Project Cost Estimate ($): Expenditure/ Cateaorv: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 233 - TDA Article 8 Priority Unfunded Total Costs: Impact on Operations: Proposed Department: Public Works Project Supervisor: Gus Pivetti Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 150,000 0 0 0 0 150,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $150,000 $0 $0 $0 $0 $150,000 Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 0 150,000 0 0 0 0 150,000 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 0 0 0 0 0 0 0 0 0 0 0 0 $0 $150,000 $0 $0 $0 $0 $150,000 Page 158of209 THE CITY OF SANTA CLARITA NEWHALL AREA BICYCLE FACILITIES - DESIGN & CONSTRUCTION Proiect Location: Walnut Street/16th Street between Market Street and the South Fork Trail and Lyons Avenue at Walnut Street Capital Improvement Program Project Number: C2025 A-_ P,!xOJKT LOCATION: Description: This project will design and construct improvements to provide enhanced bicycle and pedestrian facilities along Walnut Street/16th Street between Market Street and the South Fork Trail. Intersection improvements at Lyons Avenue and Walnut Street will include a traffic signal, median modifications and crosswalk improvements to accommodate vehicular, bicycle, and pedestrian traffic. Improvements will also include pedestrian and bicycle detection at the intersection as well as traffic calming measures to support a new bicycle facility along Walnut Street/16th Street between Market Street and the South Fork Trail, thereby linking the Old Town Newhall area to existing bicycle facilities on the South Fork Trail. The project will increase the safety of vehicles, pedestrians, and cyclists passing through the intersection, and include traffic calming measures along Walnut Street at 16th Street. Justification: The improvements along Walnut Street and at the intersection of Lyons Avenue and Walnut Street will provide Complete Streets design features as identified in the recent update of the Non -Motorized Transportation Plan and is consistent with the approved Measure M ATP Five Year Plan. This project supports the Santa Clarita 2020 theme of Public Safety. Project Status: Approved Department: Public Works Project Supervisor: Gus Pivetti Project Cost Estimate ($): Expenditure/ Category: Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total Environmental 0 0 0 0 0 0 0 Design 0 130,000 0 0 0 0 130,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 518,000 0 0 0 0 518,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $648,000 $0 $0 $0 $0 $648,000 Project Funding: Funding Source(s): Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 268 - Measure M ATP 0 648,000 0 0 0 0 648,000 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 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $648,000 $0 $0 $0 $0 $648,000 Impact on Operations: Impact on operations will consist of an increase in annual maintenance and service for the traffic signal equipment is estimated to be $5,000 per year. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 159of209 TRAFFIC SIGNAL AND FIBER OPTIC INTERCONNECT, Project Number: C4016 COPPER HILL DRIVE AND DEER SPRINGS DRIVE - DESIGN Proiect Location: Copper Hill Drive and Deer Springs Drive Description: This project will provide the design of a new traffic signal and applicable striping modifications for the intersection of Copper Hill Drive and Deer Springs Drive. The project will also provide for design of communication systems to complete fiber optic connections along Copper Hill Drive between Haskell Canyon Road and David Way. Justification: This is a one-time request for the design of a new traffic signal installation at the intersection of Copper Hill Drive and Deer Springs Drive for future funding opportunities. The project will also include fiber optic design to close gaps and allow for network redundancy for the City's communication system. The proposed traffic signal will connect pedestrians and bicycles on the north side of Copper Hill Drive to Copper Hill Park located on the south side of the street. The new signal will also facilitate turns for motorist in and out of the park and trips in and out of Deer Springs Drive. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Project Status Project Cost Estimate ($): Expenditure/ Cateaorv: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 232 - AB 2766 AQMD 233 - TDA Article 8 Priority Unfunded Total Costs: Impact on Operations: Proposed Department: Public Works Project Supervisor: Gus Pivetti Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 0 0 0 0 0 0 0 0 65,000 0 0 0 0 65,000 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 $65,000 $0 $0 $0 $0 $65,000 Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 0 28,000 0 0 0 0 28,000 0 37,000 0 0 0 0 37,000 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 0 0 0 0 0 $0 $65,000 $0 $0 $0 $0 $65,000 Page 160of209 THE CITY OF SANTA CLARITA Capital Improvement Program TRANSIT MAINTENANCE FACILITY UPGRADES AND Project Number: F1023 EQUIPMENT REPLACEMENT - DESIGN & CONSTRUCTION Proiect Location: Transit Maintenance Facility, 28250 Constellation Road, Santa Clarita. CA 91355 x � i ;r �tk � a Description: This project will provide for the repair and replacement of various facility equipment past its useful life at the Transit Maintenance Facility. Upgrades and replacements include the bus wash, bus wash bay lift, fall protection for in -ground pits, shop safety exhaust hoses, two in -ground lifts, and building roll up door motors. This project will address the HVAC controls that are in need of update by replacing the controllers and integrating them into the energy management system. This request also includes a redesign of the bus yard entrance gate as well as the repair and slurry of the public parking lot. Phases 1-III (bus wash, exhaust hoses and pit fall protection, and bus lifts) were designed and awarded in FY 2019-20. Phases IV-VII (rollup door motors, entrance gate, HVAC control system, and parking lot slurry) were designed in FY 2019-20 and will be awarded in FY 2020-21. Justification: Most of the existing equipment has been in use for thirteen years and in some cases past its useful life. This results in an increase in the frequency of failures and obsolete equipment and safety concerns. This request will address these needs by replacing the equipment, including the HVAC controlling software, the entrance gate, and the public/employee parking Iot.This project supports the Santa Clarita 2020 theme of Sustaining Pulic Infrastructure. Project Status: Project Cost Estimate ($): Expenditure/ Cateaorv: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 700 - Transit Fund Priority Unfunded Total Costs: Impact on Operations: In progress Department: Public Works Project Supervisor: Damon Letz Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 0 0 0 0 0 0 0 140,511 58,945 0 0 0 0 199,456 0 0 0 0 0 0 0 1,264,603 530,506 0 0 0 0 1,795,109 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $1,405,114 $589,451 $0 $0 $0 $0 $1,994,565 Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 1,405,114 589,451 0 0 0 0 1,994,565 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 0 0 0 0 0 0 0 0 0 0 0 0 $1,405,114 $589,451 $0 $0 $0 $0 $1,994,565 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 161 of 209 SHELTER PROJECT - CONSTRUCTION Proiect Location: Citywide Description: Project Number: F 1 024 r i �(! Np - 1 as City( of q „ Santa Clarita m "m / r This project is to assist in the construction of a year-round homeless shelter. The project will fill the needs of homeless people (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness. Justification: This project is part of the City's Annual Action Plan for the 2019-2023 Consolidated Plan required to receive federal CDBG funds. This project supports the City's strategic plan to improve and expand facilities and infrastructure and provide supportive human services. This project supports the Santa Clarita 2020 theme of Building and Creating Community, by working with community partners to address the homeless issue. Project Status: Approved Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total Environmental 0 0 0 0 0 0 0 Design 0 0 0 0 0 0 0 Right -of -Way 0 0 0 0 0 0 0 Construction 0 666,848 0 0 0 0 666,848 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $666,848 $0 $0 $0 $0 $666,848 Project Funding: Funding Source(s): Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 203 - CDBG Grant Funds 0 666,848 0 0 0 0 666,848 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 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $666,848 $0 $0 $0 $0 $666,848 Impact on Operations: Page 162of209 THE CITY OF SANTA CLARITA Capital Improvement Program CANYON COUNTRY COMMUNITY CENTER, PHASE II AND Project Number: F3020 FURNITURE, FIXTURES, AND EQUIPMENT INSTALLATION - CONSTRUCTION Proiect Location: 18410 Sierra Highway, Santa Clarita, CA 91351 . �,, r o u F F q w uU�u,��„✓,pit- µ� r Description: This request will provide for the purchase and install all furniture, fixtures, and equipment for the new Canyon Country Community Center. This project's phase, Phase II - Onsite Construction, will also continue the construction of the 25,000 square foot Community Center building, restroom, parking lots, sidewalks, plaza and courtyards, gateway beautification, play area, landscaping, and irrigation. Funds will provide for project inspection, staff time, and the administrative cost to complete construction. Justification: The City has long recognized the need for a permanent community center in Canyon Country. In 2012, the City demonstrated its commitment to address this need by constructing a temporary facility, while maintaining the vision to construct a permanent one. Construction of the Canyon Country Community Center is consistent with the City Council -approved Park Master Plan and supports the Santa Clarita 2020 theme of Building and Creating Community. Project Status: In progress Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total Environmental 254,921 0 0 0 0 0 254,921 Design 1,400,000 0 0 0 0 0 1,400,000 Right -of -Way 13,000,000 0 0 0 0 0 13,000,000 Construction 35,250,000 165,000 0 0 0 0 35,415,000 Furniture, Fixtures, & Equip. 0 500,000 0 0 0 0 500,000 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $49,904,921 $665,000 $0 $0 $0 $0 $50,569,921 Project Funding: Funding Source(s): Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 305 - Park Dedication Fund 12,300,575 165,000 0 0 0 0 12,465,575 358 - OSPD Fund 2,000,000 0 0 0 0 0 2,000,000 723 - Facilities Fund 35,604,346 500,000 0 0 0 0 36,104,346 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: $49,904,921 $665,000 $0 $0 $0 $0 $50,569,921 Impact on Operations: OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 163 of 209 SANTA CLARITA VALLEY SHERIFF'S STATION, PHASE III B - Project Number: F3023 CONSTRUCTION Proiect Location: 26201 Golden Valley Road, Santa Clarita CA 91350 g, o �UJIJ n 9r F1r�� �P G� q0. rzEJr w 11lJlr� ��j �nortorr g,3 cot s �peq' pEA; PROJECT LOCATION: O Description: This project is a joint effort between the City of Santa Clarita and the County of Los Angeles (County) for a new, centrally located, 46,465 square foot Sheriff's Station that will include a Type I detention facility, with a 4,140 square foot vehicle maintenance building, communications tower, and a heliport. Phase III of this project was divided into three stages: A) on -site grading, B) on -site construction including, the sheriff's station building, and C) off -site utility and road improvements. Stage IIIB will complete the main station (detention, community room, and administration), vehicle maintenance building, fueling station, vehicle detailing area, staff parking, visitor parking, full transfer generator, communications tower, helipad, perimeter security walls, and LIVID landscaping. Funds will provide for project management and administrative cost to complete the construction. Justification: The Santa Clarita Sheriff Station, located at 23740 Magic Mountain Parkway, was completed in 1972 (48 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 Sheriff's Station to replace the existing station. 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 2020-21 2021-22 2022-23 2023-24 2024-25 Total Environmental 450,000 0 0 0 0 0 450,000 Design 4,743,311 0 0 0 0 0 4,743,311 Right -of -Way 0 0 0 0 0 0 0 Construction 42,405,557 500,000 0 0 0 0 42,905,557 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $47,598,868 $500,000 $0 $0 $0 $0 $48,098,868 Project Funding: Funding Source(s): Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 232 - AB 2766 AQMD 165,000 0 0 0 0 0 165,000 259 - State Forfeiture Funds 138,950 0 0 0 0 0 138,950 301 - B&T Eastside Canyon 2,000,000 0 0 0 0 0 2,000,000 306 - Law Enf. Facility Impact Fees 2,057,766 0 0 0 0 0 2,057,766 723 - Facilities Fund 43,237,152 500,000 0 0 0 0 43,737,152 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $47,598,868 $500,000 $0 $0 $0 $0 $48,098,868 Impact on Operations: The total project cost of $67,343,650 is funded by $48,098,868 in City funds as well as an $18 million contribution from the County and $1,244,782 in Federal Drug Forfeiture Funds held by the County. Page164 of209 THE CITY OF SANTA CLARITA Capital Improvement Program SAUGUS LIBRARY CENTER - LAND ACQUISITION & DESIGN Project Number: F4003 Proiect Location: In the Saugus community w ,J rNru, rN A T t. wl SAUGUS I PRoircrLOCATtON. CM I F7 Description: The Santa Clarita Public Library Facility Master Plan (FMP) identified the need for an additional library in the City to serve the Saugus community. This phase of the project includes land acquisition, design, legal fees, and project administration costs. Justification: This request will provide continued funding for the Saugus Library Center which was identified in the Santa Clarita 2020 theme of Building and Creating Community. Project Status: Project Cost Estimate ($): Expenditure/ Cateaorv: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Fundina Source(s): 723 - Facilities Fund Priority Unfunded Total Costs: Impact on Operations: In progress Department: Public Works Project Supervisor: Damon Letz Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 0 0 0 0 0 0 0 246,038 493,210 0 0 0 0 739,248 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 $246,038 $493,210 $0 $0 $0 $0 $739,248 Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 246,038 493,210 0 0 0 0 739,248 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 0 0 0 0 0 0 0 0 0 0 0 0 $246,038 $493,210 $0 $0 $0 $0 $739,248 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 165of209 2019-20 OVERLAY AND SLURRY SEAL PROGRAM - CONSTRUCTION Project Location: Citywide Project Number: M0131 � x! Y r Y City of w: 100 Santa Cllarrlia Ilk s � "tp � q,'4�:ulMltiMeHY F31w�A +{y 1. PROJECT LOCATION. CITYWIDE Description: The annual overlay and slurry seal projects are an integral part of the City's pavement management program. Each year, streets are evaluated and identified for the need of pavement preservation and rehabilitation treatments. The 2019-20 Overlay and Slurry Seal Program will resurface streets, seal cracks, and coat the surface of streets in various areas of the City. These treatments will provide a smoother ride for vehicles, enhance the appearance of streets and extend the life of the City's roadway infrastructure. This year's project will begin construction in May 2020 and will be completed by the end of September 2020. Funds will provide for construction support, project management, and miscellaneous project cost needed to complete the project. Justification: Project Status: Project Cost Estimate ($): Expenditure/ Cateaorv: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 202 - Surface Transport Program Local 264 - Measure R 266 - Measure M 267 - Senate Bill 1 RMRA Priority Unfunded Total Costs: Impact on Operations: 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 of Sustaining Public Infrastructure. In progress Department: Public Works Project Supervisor: Damon Letz Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 10,000 0 0 0 0 0 10,000 400,000 0 0 0 0 0 400,000 0 0 0 0 0 0 0 12,340,000 250,000 0 0 0 0 12,590,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $12,750,000 $250,000 $0 $0 $0 $0 $13,000,000 Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 1,399,798 0 0 0 0 0 1,399,798 2,380,774 0 0 0 0 0 2,380,774 5,331,898 0 0 0 0 0 5,331,898 3,637,530 250,000 0 0 0 0 3,887,530 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $12,750,000 $250,000 $0 $0 $0 $0 $13,000,000 Page 166of209 THE CITY OF SANTA CLARITA Capital Improvement Program 2020-21 OVERLAY AND SLURRY SEAL PROGRAM - DESIGN & CONSTRUCTION Proiect Location: Citywide Project Number: M0137 rI J A City of 1, Santa Clarita i a %4 r.. L,,, Ave PRojEc'r LCC,AHON UrgMtMDE Description: The annual Overlay and Slurry Seal Program reflects the City's commitment to sound pavement management of the roadway infrastructure and will provide for overlaying and slurry sealing streets in need of attention. The City's Five -Year Major Streets Overlay and Slurry Plan identifies $22,900,000 is needed annually to maintain a 69 Pavement Condition Index (PCI) rating of the City's roadway infrastructure. Justification: Each year, the City dedicates a substantial portion of its capital budget to the Annual Overlay and Slurry Seal Program. This annual project strives to maintain the quality and viability of the City's streets infrastructure. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total Environmental 0 30,000 60,000 60,000 60,000 60,000 270,000 Design 0 370,000 500,000 500,000 500,000 500,000 2,370,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 12,600,000 22,340,000 22,340,000 22,340,000 22,340,000 101,960,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $13,000,000 $22,900,000 $22,900,000 $22,900,000 $22,900,000 $104,600,000 Project Funding: Funding Source(s): Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 233 - TDA Article 8 0 2,656,370 0 0 0 0 2,656,370 264 - Measure R 0 1,932,767 0 0 0 0 1,932,767 266 - Measure M 0 4,856,791 0 0 0 0 4,856,791 267 - Senate Bill 1 RMRA 0 3,554,072 0 0 0 0 3,554,072 0 0 0 0 0 0 0 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 $13,000,000 $22,900,000 $22,900,000 $22,900,000 $22,900,000 $104,600,000 Impact on Operations: OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 167 of 209 2020-21 CONCRETE REHABILITATION PROGRAM - CONSTRUCTION Proiect Location: Citywide Project Number: M0138 r' A• � r f ..A City of � • n ^ � ��, +gym S/l Santa Clarita ..� lk%.¢(y' v�yW'a:Ik11rt:�a P,3Pw'� q� �. L. o- Awe � u /' J r PROJEcr LOCAUON: CfTYMOE Description: This project addresses necessary repairs to sidewalks, concrete flow lines, and drive approaches damaged by tree roots and pavement settlement. It will address water quality degradation caused by standing water along roadways and ensure water flow, and repair damaged curbs and gutter flow lines. These repairs will be made at various locations throughout the City. Justification: The sidewalk and storm water flow line repairs are integral to the City's pavement management system. The City is committed to monitoring its pedestrian passageways to ensure safe path of travel. This years project will repair the locations identified in the Annual Sidewalk Inspection Program from 2019. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Public Works Project Supervisor: Cruz Caldera Project Cost Estimate ($): Expenditure/ Category: Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total Environmental 0 0 0 0 0 0 0 Design 0 6,000 6,000 6,000 6,000 6,000 30,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 394,000 394,000 394,000 394,000 394,000 1,970,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $400,000 $400,000 $400,000 $400,000 $400,000 $2,000,000 Project Funding: Funding Source(s): Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 264 - Measure R 0 400,000 0 0 0 0 400,000 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 0 0 0 0 0 0 0 Priority Unfunded 0 0 400,000 400,000 400,000 400,000 1,600,000 Total Costs: $0 $400,000 $400,000 $400,000 $400,000 $400,000 $2,000,000 Impact on Operations: Page 16Pof209 THE CITY OF SANTA CLARITA Capital Improvement Program 2020-21 LIVID PASEO CONCRETE REHABILITATION - DESIGN & CONSTRUCTION Proiect Location: LIVID Zones 18, T2, T3, T4, T5, T6, T7, T8, and T46 Description Justification Project Status: Project Cost Estimate ($): Expenditure/ Category: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 357 - LIVID Zone Specific Priority Unfunded Total Costs: Impact on Operations: Project Number: M0139 q41 Y�v ,F:T4gs a I � m„J vy T7 "� Y r✓1 T3 f.� „f G gayv 4'1iCiJEC'r LOCA FrpAV: C""]„' This project addresses the replacement of damaged and displaced paseo sidewalk panels located within various local Landscape Maintenance District (LIVID) zones. This work, which was previously completed through small incremental contracts within the Special Districts' operational budget, is proposed for inclusion as part of an annual consolidated project within the Capital Improvement Program. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Proposed Department: Neighborhood Services Project Supervisor: Kevin Tonoian Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 0 0 0 0 0 0 0 0 10,000 0 0 0 0 10,000 0 0 0 0 0 0 0 0 274,000 0 0 0 0 274,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $284,000 $0 $0 $0 $0 $284,000 Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 0 284,000 0 0 0 0 284,000 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 0 0 0 0 0 0 0 0 0 0 0 0 $0 $284,000 $0 $0 $0 $0 $284,000 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 169 of 209 LIVID PASEO LIGHTING REPLACEMENT - DESIGN Proiect Location: LIVID Zones T2, T3, T4, T5, T6, T-7, T8, and T47 Description Project Number: M0140 T47 ,4 c� r,,, ca e k Utif rr,F;:wca LF(J T 7 eM1 T 0 T E T�f This project encompasses field study and design consulting to prepare a long-term plan for the replacement of aging lighting systems along inter -connected paseo pathways located within multiple Landscape Maintenance District (LIVID) zones. Justification: Previous paseo lighting repair work has been funded through the annual reserve project decision package and completed through small incremental contracts within the Special Districts' annual operational budget. Commencing in FY 2020-21, design and future paseo lighting repair and/or replacement is proposed for inclusion as part of the Capital Improvement Program. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastrucuture. Project Status: Proposed Department: Neighborhood Services Project Supervisor: Kevin Tonoian Project Cost Estimate ($): Expenditure/ Category: Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total Environmental 0 0 0 0 0 0 0 Design 0 30,000 0 0 0 0 30,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 0 0 0 0 0 0 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $30,000 $0 $0 $0 $0 $30,000 Project Funding: Funding Source(s): Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 357 - LIVID Zone Specific 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 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 $30,000 $0 $0 $0 $0 $30,000 Impact on Operations: Page 170of209 THE CITY OF SANTA CLARITA Capital Improvement Program BICYCLE LOCKER REPLACEMENT - CONSTRUCTION Proiect Location: Santa Clarita Metrolink, Newhall Metrolink, Via Princessa Metrolink, and City Hall Project Number: M0141 r, r rsu Bran,^her SANTACLARITA IMETROLINK STATICrM CITE HALL VIAIPRINCESSA METROLINIK STATION 7 fs c, b p r JAIN HIECTINEWHALL - - - - - a 11MIET ROLINK STATION W �Ilk,y h � ti r M I r Description: This project will remove existing bicycle lockers and replace them with battery operated bicycle lockers that come with a new electronic bicycle locker management program. The new bicycle locker management system would allow patrons to secure lockers using their smart phones. The bicycle locker replacement includes 36 lockers at the Santa Clarita Metrolink, 22 lockers at the Newhall Metrolink, 10 lockers at the Via Princessa Metrolink, and 6 lockers at City Hall. Justification: The current bicycle lockers were purchased and installed in 1994 using grant funds. The bicycle lockers are past their useful life and have visible water damage. By implementing the bicycle locker replacement project, the City would reduce ongoing maintenance and administration costs. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Project Status: Approved Department: Neighborhood Services Project Supervisor: Adrian Aguilar Project Cost Estimate ($): Expenditure/Category: Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total Environmental 0 0 0 0 0 0 0 Design 0 0 0 0 0 0 0 Right -of -Way 0 0 0 0 0 0 0 Construction 0 327,900 0 0 0 0 327,900 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $327,900 $0 $0 $0 $0 $327,900 Project Funding: Funding Source(s): Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 700 - Transit Fund 0 327,900 0 0 0 0 327,900 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 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $327,900 $0 $0 $0 $0 $327,900 Impact on Operations: OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 171 of 209 2020-21 TRANSIT MAINTENANCE FACILITY EQUIPMENT Project Number: M1033 UPGRADES - CONSTRUCTION Proiect Location: Transit Maintenance Facility, 28250 Constellation Road, Santa Clarita, CA 91355 Description: This project will replace or repair various facility equipment at the Transit Maintenance Facility. The project includes replacement of the facility cooling tower and it's controllers, replacement of various HVAC units in the maintenance and administration buildings, upgrade of all exterior lighting to LED, a needed repair of the emergency diesel generator, replacement of sensors for the CNG detection system, replacement of various plumbing components throughout the facility such as faucets, valves, pipes, and installation of additional security cameras to monitor existing "blind spots" within the facility and on the site. Justification: Most of the existing equipment is coming up on 14 years of age, past their useful life, resulting in an increase in the frequency of failures. This request will address these needs by replacing or upgrading the specific equipment to be more efficient and reliable. Additionally, the expansion of our existing surveillance camera security system will allow more of the facility and site to be protected in the event of an accident or emergency. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Project Status: Approved Department: Neighborhood Services Project Supervisor: Adrian Aguilar Project Cost Estimate ($): Expenditure/ Category: Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total Environmental 0 0 0 0 0 0 0 Design 0 0 0 0 0 0 0 Right -of -Way 0 0 0 0 0 0 0 Construction 0 977,600 0 0 0 0 977,600 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $977,600 $0 $0 $0 $0 $977,600 Project Funding: Funding Source(s): Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 700 - Transit Fund 0 977,600 0 0 0 0 977,600 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 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $977,600 $0 $0 $0 $0 $977,600 Impact on Operations: Page 172of209 THE CITY OF SANTA CLARITA Capital Improvement Program CITY HALL BOILER REPLACEMENT - CONSTRUCTION Project Number: M1034 Proiect Location: City Hall, 23920 Valencia Boulevard, Santa Clarita, CA 91355 Description Justification: Project Status: Project Cost Estimate ($): Expenditure/ Cateaorv: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 601 - General Fund -Capital Priority Unfunded Total Costs: Impact on Operations: a J s /o, � 1 r w �a i k 4 � ,PROJECT LOCATION, ' This project will replace the boiler at City Hall. The boiler has shown significant signs of failure and repairs have become expensive and more frequent. The new unit will be energy efficient and offer dependable heating. The boiler supplies City Hall with hot water for the restrooms and heat for the heating, ventilation, and air conditioning system. The existing boiler is a 17 years old unit and began to fail causing interruptions to both of these functions. Replacing the boiler with a new energy efficient unit will provide a continuous supply of heat to the building and heat domestic water while reducing the facility's utility bill. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Proposed Department: Public Works Project Supervisor: Cruz Caldera Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 72,500 0 0 0 0 72,500 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $72,500 $0 $0 $0 $0 $72,500 Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 0 72,500 0 0 0 0 72,500 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 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $72,500 $0 $0 $0 $0 $72,500 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 173 of 209 OLD TOWN NEWHALL LIBRARY HEAT EXCHANGER Project Number: M2016 REPLACEMENT - CONSTRUCTION Proiect Location: Old Town Newhall Library, 24500 Main Street, Santa Clarita, CA 91321 PROJEcrLCCA ON C:M Description: This project will replace the failing heat exchanger in the HVAC unit at the Old Town Newhall Library. Justification: The current heat exchanger has heavy scale buildup and cannot be properly maintained. Replacing the heat exchanger will allow the system to properly dissipate the heat from the HVAC unit, therefore cooling the building during warmer weather. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Public Works Project Supervisor: Cruz Caldera Project Cost Estimate ($): Expenditure/ Category: Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total Environmental 0 0 0 0 0 0 0 Design 0 0 0 0 0 0 0 Right -of -Way 0 0 0 0 0 0 0 Construction 0 20,000 0 0 0 0 20,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $20,000 $0 $0 $0 $0 $20,000 Project Funding: Funding Source(s): Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 309 - Public Library Fund 0 20,000 0 0 0 0 20,000 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 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $20,000 $0 $0 $0 $0 $20,000 Impact on Operations: Page 174of209 THE CITY OF SANTA CLARITA Capital Improvement Program AQUATIC CENTER POOL DECK CONCRETE REPAIRS AND Project Number: M3035 REPLASTER - DESIGN Proiect Location: Aquatic Center, 20870 Centre Pointe Parkway, Santa Clarita, CA 91350 w� eta n. A� ; jw tr,; 10/1 Ibr H t M 1 t B, dF b X , r rmn.n PROJECT A. rd'4^AT,rDN ; Description: This project, once completed, will have removed and replaced concrete slabs in selected areas of the pool decks at the Santa Clarita Sports Complex Aquatic Center (Aquatic Center). The Activity Pool is currently under construction, while the 25 meter and the 50 meter pools are anticipated to be constructed in future years. This request will complete the design of the 25 meter dive pool repair work including the removal and replacement of affected sections of the deck around the perimeter. Justification: The project was segregated into three phases to address repairs at the Activity Pool, the 25 meter dive pool, and the 50 meter pools with minimal impact to recreational programming. The Aquatic Center opened in 2003 and is heavily used by the community. The Aquatic Center's 25 meter dive pool alone attracts approximately 50,000 patrons annually and holds various City events. As a result, the original surface of the pool's concrete deck is in need of repair to address sections that are cracked or spalled. The repairs are necessary per Los Angeles County recommendations and standards. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Project Status: In progress Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total Environmental 0 0 0 0 0 0 0 Design 49,250 50,000 0 0 0 0 99,250 Right -of -Way 0 0 0 0 0 0 0 Construction 231,150 0 0 0 0 0 231,150 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $280,400 $50,000 $0 $0 $0 $0 $330,400 Project Funding: FundingSource(s): Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 367 - Areawide Fund 280,400 50,000 0 0 0 0 330,400 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 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $280,400 $50,000 $0 $0 $0 $0 $330,400 Impact on Operations: OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 175of209 CANYON COUNTRY JO ANNE DARCY LIBRARY HVAC UNITS Project Number: M3038 REPLACEMENT, PHASE I - CONSTRUCTION Proiect Location: Canyon Country Jo Anne Darcy Library, 18601 Soledad Canyon Road, Santa Clarita. CA 91351 Description Justification Project Status: Project Cost Estimate ($): Expenditure/ Cateaorv: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Fundina Source(s): 309 - Public Library Fund Priority Unfunded Total Costs: Impact on Operations: r� m e«„ i M I � titan trngrr,'ft�>, rra rhNtnrlpd CA I px, I a ni 3 v P1 OJEc r LOCAUON This project will remove and replace 10 aging and inefficient air conditioning (HVAC) units at the Canyon Country Jo Anne Darcy Library in two phases. The new units will be more energy efficient, using less electricity and offer dependable cooling during the summer months when the building's use is at its highest. The existing HVAC units are original to the building and have exceeded industries life expectancy. Asset Condition Report from General Services found the HVAC units to be in poor condition. The 19 year old units are beginning to fail, and repairs are becoming more constant. Units are not performing to their full capacity and are charged with obsolete refrigerant. By replacing the existing HVAC units with greater energy efficient units, it will conserve energy and reduce facility utility bill. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Proposed Department: Public Works Project Supervisor: Cruz Caldera Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 132,000 132,000 0 0 0 264,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $132,000 $132,000 $0 $0 $0 $264,000 Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 0 132,000 0 0 0 0 132,000 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 0 0 0 0 0 0 0 132,000 0 0 0 132,000 $0 $132,000 $132,000 $0 $0 $0 $264,000 Page 176of209 THE CITY OF SANTA CLARITA PIONEER OIL REFINERY SITE STABILIZATION - DESIGN & CONSTRUCTION Proiect Location: Pioneer Oil Refinery, Pine Street, Santa Clarita, CA 91321 p Capital Improvement Program Project Number: P2007 PIR jEc'r LCCAHON 0 Description: This project will stabilize five of the nine structures on the Pioneer Oil Refinery site, including: the Pump House, Stills, Acid Tank, Wash Tank, and Residuum Tank, in accordance with recommendations provided by GPA Consulting. Stabilization efforts include supporting structures to prevent them from overturning, repairing platforms, and cataloging artifacts found at the site. Justification: The intent of stabilization is to reduce the continuing deterioration until a preservation plan and construction activities of the park master plan are undertaken. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Project Status: In progress Department: Recreation and Community Project Supervisor: Lance O'Keefe Services Project Cost Estimate ($): Expenditure/ Category: Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total Environmental 0 0 0 0 0 0 0 Design 40,000 6,000 0 0 0 0 46,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 151,000 0 0 0 0 151,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $40,000 $157,000 $0 $0 $0 $0 $197,000 Project Funding: Funding Source(s): Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 306 - Developer Fees Fund 40,000 157,000 0 0 0 0 197,000 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 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $40,000 $157,000 $0 $0 $0 $0 $197,000 Impact on Operations: OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 177 of 209 CENTRAL PARK BUILDOUT - DESIGN Proiect Location: Central Park, 27150 Bouquet Canyon Road, Santa Clarita, CA 91350 Description Justification: Project Status: Project Cost Estimate ($): Expenditure/ Cateaorv: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 367 - Areawide Fund 601 - General Fund -Capital Priority Unfunded Total Costs: Impact on Operations: 17M Project Number: P4019 PROJECT LOCATION. 0 This project will complete the design of the expansion of the southwestern portion of Central Park. The primary focus of the expansion will be four additional full sized multipurpose fields and will include the installation of sport field lighting, landscaping and irrigation, various site furnishings, a restroom building, upgrades to the dog park, additional parking, and an exercise staircase. Remaining funds will applied to future construction cost. Currently, the City is only able to accommodate 55 percent of the organization requests for multi -purpose fields. The demand for the Central Park venue for field use, tournaments, and special events far exceeds the available multi -purpose field space. The increase in requests for football and soccer use, along with newer sports such as Lacrosse, Rugby, and Cricket adds to the amount of field space we cannot accommodate. The additional fields will help to keep up with the reservation and recreation demands. This project supports the Santa Clarita 2020 theme of Building and Creating Community. In progress Department: Public Works Project Supervisor: Damon Letz Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 0 0 0 0 0 0 0 579,388 935,612 0 0 0 0 1,515,000 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 $579,388 $935,612 $0 $0 $0 $0 $1,515,000 Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 568,142 931,858 0 0 0 0 1,500,000 11,246 3,754 0 0 0 0 15,000 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 0 0 0 0 0 $579,388 $935,612 $0 $0 $0 $0 $1,515,000 Page 178of209 THE CITY OF SANTA CLARITA Capital Improvement Program INCLUSION PARK, WEST SIDE - DESIGN & CONSTRUCTION Project Number: P4023 Proiect Location: City of Santa Clarita - West Side Description: This project will design and build a new inclusionary play area in an existing park to serve the community on the west side of the Santa Clarita Valley (exact location TBD). The play area will include elements that welcome children of all abilities to play, learn, and grow together. Inclusive play areas also allow adults of varying ages and abilities to actively engage with the children in their care. The play area thus becomes a multigenerational gathering space. Justification Project Status: Project Cost Estimate ($): Expenditure/ Cateaorv: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 203 - CDBG Grant Funds Priority Unfunded Total Costs: Impact on Operations: This project is part of the City's Annual Action Plan for the 2019-2023 Consolidated Plan required to receive federal CDBG funds. This project supports the City's strategic plan to improve and expand facilities and infrastructure and provide supportive human services. This project exemplifies the City's commitment to improving the quality of life of its residents and supports the Santa Clarita 2020 theme of Building and Creating Community. Approved Department: Public Works Project Supervisor: Damon Letz Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 0 0 0 0 0 0 0 0 135,000 0 0 0 0 135,000 0 0 0 0 0 0 0 0 938,789 0 0 0 0 938,789 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $1,073,789 $0 $0 $0 $0 $1,073,789 Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 0 1,073,789 0 0 0 0 1,073,789 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 0 0 0 0 0 0 0 0 0 0 0 0 $0 $1,073,789 $0 $0 $0 $0 $1,073,789 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 179 of 209 IRRIGATION MASTER VALVE AND FLOW SENSOR Project Number: R0026 INSTALLATION, PHASE IV - CONSTRUCTION Proiect Location: LMD Zones T-23A and T-46 T2,3A W , , 6 J y i PROJECT LOCATION: C Description: This project will complete Phase IV of the irrigation master valve and flow sensor installations in LMD Zones T-23A and T-46. Justification: Irrigation flow sensors used in conjunction with master valves are devices that can be installed to detect and automatically shut down the irrigation system when breaks, malfunctions, or vandalism occur. Currently, there are many systems throughout the LMD Zones not equipped with this technology. This project supports the Santa Clarita 2020 themes of Sustaining Public Infrastructure and Community Beautification. Project Status Project Cost Estimate ($): Expenditure/ Cateaorv: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 357 - LMD Zone T23A Mtn. View Condos 357 - LMD T46 Northbridge Priority Unfunded Total Costs: Impact on Operations: Proposed Department: Neighborhood Services Project Supervisor: Kevin Tonoian Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 350,000 0 0 0 0 350,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $350,000 $0 $0 $0 $0 $350,000 Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 0 175,000 0 0 0 0 175,000 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 0 0 0 0 0 0 0 $0 $350,000 $0 $0 $0 $0 $350,000 Page 180of209 THE CITY OF SANTA CLARITA Capital Improvement Program REGIONAL BEST MANAGEMENT PRACTICES INFILTRATION Project Number: R3008 FACILITY AND PILOT RESIDENTIAL LID - DESIGN Proiect Location: Newhall Park, 24923 Newhall Avenue, Santa Clarita, CA 91321 Description Justification Project Status: Project Cost Estimate ($): Expenditure/ Category: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 356 - Stormwater Utility Fund Priority Unfunded Total Costs: Impact on Operations: \51 1'1 sy� 0 rF PRojEc'r LCCAHON : av�n 6.7" This project will complete engineering feasibility studies for the high -priority sites previously identified in the location investigation. The Newhall Park site was selected to be fully designed to divert and infiltrate runoff. In addition, this project will identify Green Streets Low Impact Development (LID) Best Management Practices (BMPs) for different development types and a solution process to implement the BMPs within existing constraints. This project will assist the City in meeting its Enhanced Watershed Management Program (EWMP) goal of infiltrating stormwater and nuisance water by modifying existing facilities. This project supports the 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. In progress Department: Neighborhood Services Project Supervisor: Darin Seegmiller Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 0 0 0 0 0 0 0 1,008,399 35,376 0 0 0 0 1,043,775 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 $1,008,399 $35,376 $0 $0 $0 $0 $1,043,775 Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 1,008,399 35,376 0 0 0 0 1,043,775 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 0 0 0 0 0 0 0 0 0 0 0 0 $1,008,399 $35,376 $0 $0 $0 $0 $1,043,775 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 181 of 209 TRASH EXCLUDERS, (TRASH FILTERS IN STORM DRAINS) - Project Number: R3009 DESIGN & CONSTRUCTION Proiect Location: Canyon Country Description: Justification: Project Status: Project Cost Estimate ($): Expenditure/ Category: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 271 - Measure W Safe Clean W Priority Unfunded Total Costs: Impact on Operations: This project will install full capture trash treatments to trap and prevent all trash and particles that are 5 mm in diameter or greater from entering storm drains. Trash generated by human activity and discarded on land frequently makes its way into the Santa Clara River and our water supply as rain storms wash it into gutters and storm drains. Trash is a significant pollutant that affects wildlife, water supply, and public health. This effort will install 120 full capture trash treatment for the next of several phases over the next ten years in required storm drains. In 2017, the City received a legal order to comply with the Statewide Trash Policy which requires the prevention of trash greater than 5 mm from entering the Santa Clara River from specified, high trash generating land uses. Staff developed a plan that mapped out all of the current trash capture devices and pin- pointed new areas needing full capture systems. The City still needs devices for an estimated 226 more storm drains; this project proposes retrofitting 120. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Proposed Department: Neighborhood Services Project Supervisor: Darin Seegmiller Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 0 150 0 0 0 0 150 0 9,750 0 0 0 0 9,750 0 0 0 0 0 0 0 0 103,700 0 0 0 0 103,700 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $113,600 $0 $0 $0 $0 $113,600 Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 0 113,600 0 0 0 0 113,600 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 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $113,600 $0 $0 $0 $0 $113,600 Page 182of209 THE CITY OF SANTA CLARITA NEWHALL RANCH ROAD BRIDGE WIDENING OVER SAN FRANCISQUITO CREEK - ENVIRONMENTAL MONITORING Proiect Location: Newhall Ranch Road Bridge over San Francisquito Creek, located between Avenue Tibbitts and McBean Parkway Description Justification: Project Status: Project Cost Estimate ($): Expenditure/ Category: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 229 - HBP Federal Grants 230 - Gas Tax 233 - TDA Article 8 303 - B&T Valencia 357 - Landscape Maintenance District 367 - Areawide Fund Priority Unfunded Total Costs: Capital Improvement Program Project Number: S1039 rvi 4 S n± x T a� r e ` PROJECT iLICATI'LrN: This federally funded project widened the Newhall Ranch Road Bridge over the San Francisquito Creek to eight lanes, and the construction of a multi -use path. The post -mitigation phase of the project includes streambed mitigation and planting of trees to comply with state mandated environmental requirements. This project expanded 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. In progress Department: Public Works Project Supervisor: Damon Letz Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 0 0 0 0 0 0 0 1,408,334 0 0 0 0 0 1,408,334 0 0 0 0 0 0 0 15,019,172 0 0 0 0 0 15,019,172 0 0 0 0 0 0 0 0 1,195,875 0 0 0 0 1,195,875 $16,427,506 $1,195,875 $0 $0 $0 $0 $17,623,381 Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 12,636,984 695,875 0 0 0 0 13,332,859 325,935 0 0 0 0 0 325,935 35,821 0 0 0 0 0 35,821 3,000,000 500,000 0 0 0 0 3,500,000 2,881 0 0 0 0 0 2,881 425,885 0 0 0 0 0 425,885 0 0 0 0 0 0 0 $16,427,506 $1,195,875 $0 $0 $0 $0 $17,623,381 Impact on Operations: None OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 183 of 209 COPPER HILL DRIVE BRIDGE WIDENING OVER THE SAN Project Number: S1050 FRANCISQUITO CREEK - DESIGN & CONSTRUCTION OVERSIGHT Proiect Location: Copper Hill Drive bridge over th San Francisquito Creek Copper Hit] Or x a. ec 5 PROJECT LOCATION Description: This project will provide for design peer review and construction oversight of the developer funded/constructed project to widen the Copper Hill Drive bridge over San Francisquito Creek. The project will widen the bridge to include 3 lanes in each direction, median, barrier separated sidewalk and bicycle facilities, and associated improvements on the roadway approaches. Justification: The Tesoro Development was conditioned by Los Angeles County (prior to annexation) to widen the Copper Hill Drive bridge over the San Francisquito Creek to provide 3 lanes in each direction. This project will provide for design peer review and construction oversight which is necessary to assure that the project is completed to appropriate standards and the City's infrastructure needs for that area. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Public Works Project Supervisor: Shannon Pickett Project Cost Estimate ($): Expenditure/ Category: Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total Environmental 0 0 0 0 0 0 0 Design 0 150,000 0 0 0 0 150,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 500,000 0 0 0 0 500,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $650,000 $0 $0 $0 $0 $650,000 Project Funding: Funding Source(s): Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 306 - Developer Fees Fund 0 650,000 0 0 0 0 650,000 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 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $650,000 $0 $0 $0 $0 $650,000 Impact on Operations: Page184 of209 THE CITY OF SANTA CLARITA DOCKWEILER DRIVE EXTENSION — DESIGN Proiect Location: Dockweiler Drive to Railroad Avenue Description: n� t d u k k' Po �➢� MpI a"m tl Capital Improvement Program Project Number: S3023 9m /- 0„�ryw SN Ake A @ � 4 1 / aw J11 PROJECT LO ATAON o - T. U This project will provide design plans and the required documentation needed to process a Public Utilities Commission (PUC) application for the extension of Dockweiler Drive crossing over the railroad track and connecting to Railroad Avenue and 13th Street. Justification: This project supports the Santa Clarita 2020 theme of Building and Creating Community: Complete the environmental and PUC process for future construction of Dockweiler Drive. Construction of the roadway is consistent with the General Plan, and will improve traffic circulation in an area that will be impacted by future development. Project Status: Project Cost Estimate ($): Expenditure/ Cateaorv: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 233 - TDA Article 8 302 - B&T Via Princessa Priority Unfunded Total Costs: Impact on Operations: In progress Department: Public Works Project Supervisor: Damon Letz Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 829,651 0 0 0 0 0 829,651 3,377,430 110,508 0 0 0 0 3,487,938 603,788 0 0 0 0 0 603,788 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $4,810,869 $110,508 $0 $0 $0 $0 $4,921,377 Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 787,938 0 0 0 0 0 787,938 4,022,930 110,508 0 0 0 0 4,133,438 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 0 0 0 0 0 $4,810,868 $110,508 $0 $0 $0 $0 $4,921,376 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page185of209 VIA PRINCESSA EAST ROADWAY EXTENSION, GOLDEN Project Number: S3026 VALLEY ROAD TO RAINBOW GLEN - DESIGN Proiect Location: Via Princessa east of Golden Valley Road Via grin"��sa z� c� Description: This project will provide for the design of the Via Princessa East Roadway Extension project to extend Via Princessa from Sheldon Avenue to Golden Valley Road. The proposed roadway would be approximately 1.2 miles in length and would consist of a six -lane highway with a 14-foot raised landscaped median, a 10-foot sidewalk/parkway on each side, and a Class 1 trail along the south side. Justification Project Status: Project Cost Estimate ($): Expenditure/ Cateaorv: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 301 - B&T Eastside Canyon Priority Unfunded Total Costs: Impact on Operations: This project is planned to be designed and constructed in conjunction with an adjacent residential/ commercial development to maximize use of public funds and to obtain the required right-of-way to meet grant milestones. The project is a vital component of the circulation element of the City's General Plan and is identified in the Santa Clarita Valley's One Vision One Valley plan. This project supports the Santa Clarita 2020 theme of Building and Creating Community. In progress Department: Public Works Project Supervisor: Damon Letz Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 692,067 0 0 0 0 0 692,067 0 2,913,531 0 0 0 0 2,913,531 340,000 0 0 0 0 0 340,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $1,032,067 $2,913,531 $0 $0 $0 $0 $3,945,598 Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 1,032,067 2,913,531 0 0 0 0 3,945,598 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 0 0 0 0 0 0 0 0 0 0 0 0 $1,032,067 $2,913,531 $0 $0 $0 $0 $3,945,598 Page 186of209 THE CITY OF SANTA CLARITA Capital Improvement Program SIERRA HIGHWAY BRIDGES OVER SANTA CLARA RIVER - Project Number: S3030 RIGHT-OF-WAY Proiect Location: Sierra Highway at the Santa Clara River r� u � 1 ova... e.. Description: This federally funded project will complete design and obtain necessary easements for the eventual widening of the northbound bridge and replacement of the southbound bridge to eliminate its classification of structurally deficient and functionally obsolete. Both bridges will be constructed to accommodate a 44-foot travel width, with additional shoulders and sidewalk. The funding request will provide for staff oversight, administrative and related miscellaneous costs during the right-of-way, utility coordination, and funding authorization phase. Justification: Prior to the annexation of the project area into the City, the County of Los Angeles began the project design efforts. Since then, the City has assumed the completion of engineering, permitting, and construction effort. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. Project Status: In progress Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Category: Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total Environmental 40,000 0 0 0 0 0 40,000 Design 307,579 0 0 0 0 0 307,579 Right -of -Way 222,000 50,000 0 0 0 0 272,000 Construction 0 0 0 0 0 0 0 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $569,579 $50,000 $0 $0 $0 $0 $619,579 Project Funding: Funding Source(s): Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 229 - Federal HBP Funds 196,537 0 0 0 0 0 196,537 230 - Gas Tax 72,941 0 0 0 0 0 72,941 233 - TDA Article 8 150,000 50,000 0 0 0 0 200,000 301 - B&T Eastside Canyon 150,101 0 0 0 0 0 150,101 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: $569,579 $50,000 $0 $0 $0 $0 $619,579 Impact on Operations: OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page187of209 SIERRA HIGHWAY BRIDGES CONSTRUCTABILITY REVIEW - Project Number: S3038 DESIGN Proiect Location: Sierra Highway bridges over the Santa Clara River Description: Justification Project Status: Project Cost Estimate ($): Expenditure/ Category: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 233 - TDA Article 8 301 - B&T Eastside Canyon Priority Unfunded Total Costs: Impact on Operations: r s c 'J' f PROJECT LOCATION. This project will provide for needed revisions to the design plans and specifications generated by the constructability review of the Sierra Highway Bridges Over Santa Clara River project. The project will complete design for the proposed widening of the northbound bridge and replacement of the southbound bridge to eliminate its classification of structurally deficient and functionally obsolete. Both bridges will be constructed to accommodate a 44-foot travel width with additional shoulders and sidewalks. This request will provide final plans and specifications ready for bid advertisement and construction. Los Angeles County completed the original set of plans in 2015. This project will revise the plans and specifications to current City standards. Plans to be revised include bridge, road, and traffic staging plans. Requesting local funding to revise the plans and specifications for bid preparation and construction. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure. In progress Department: Public Works Project Supervisor: Damon Letz Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 0 0 0 0 0 0 0 65,752 560,000 0 0 0 0 625,752 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 $65,752 $560,000 $0 $0 $0 $0 $625,752 Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 65,752 0 0 0 0 0 65,752 0 560,000 0 0 0 0 560,000 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 0 0 0 0 0 0 0 $65,752 $560,000 $0 $0 $0 $0 $625,752 Page IM of209 THE CITY OF SANTA CLARITA Capital Improvement Program SOLEDAD CANYON ROAD / GOLDEN VALLEY ROAD BIKE PATH - CONSTRUCTION Proiect Location: Soledad Canyon Road at Golden Valley Road bridge Description: Project Number: T2007 { 54 MA $ , CLq Rq 6T Q 'E�nacreeerc 6Y y..' a s 6OLE D 4 a R DELIuM�ER sT w x 6T .. ...... o m z u � a n ZJ. 4 h��' �z{p g� KJ p Fe trJ _ ,�.m �rPNGHJ, R° w m asa s1 4 FL J1 YRW r 'tb % 1 UotQ01 { N k C m WK grc.H 10 ✓q� z 'z � RR©.ELCT LOCATION. 0 This project will construct 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. The project was on hold pending approval of the Mutual Benefit License Agreement with the Department of Water and Power. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure by ensuring safe paths of travel. Project Status: Project Cost Estimate ($): Expenditure/ Cateaorv: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Fundina Source(s): 233 - TDA Article 8 238 - Bikeway Fund/ TDA Article 3 264 - Measure R 300 - B&T Bouquet Canyon 601 - General Fund -Capital Priority Unfunded Total Costs: Impact on Operations: In progress Department: Public Works Project Supervisor: Damon Letz Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 0 0 0 0 0 0 0 37,826 0 0 0 0 0 37,826 0 0 0 0 0 0 0 0 331,200 0 0 0 0 331,200 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $37,826 $331,200 $0 $0 $0 $0 $369,026 Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 19,763 96,513 0 0 0 0 116,276 9,927 67,128 0 0 0 0 77,055 0 36,612 0 0 0 0 36,612 8,136 83,026 0 0 0 0 91,162 0 47,921 0 0 0 0 47,921 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $37,826 $331,200 $0 $0 $0 $0 $369,026 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 189 of 209 RAILROAD AVENUE CLASS I BIKE TRAIL - Project Number: T2011 DESIGN (RIGHT-OF-WAY) Proiect Location: ,q Railroad Avenue from Oak i Ridge Drive to 13th Street q. PNojEcr LOCATION. Description: This multi -year project will clear right-of-way (ROW) for approximately 1.4 miles of Class 1 trail along Railroad Avenue from Oak Ridge Drive to 13th Street. The project is anticipated to take two years to complete due to the design, the environmental permitting process, ROW, and coordination with the Southern California Regional Rail Authority (SCRRA). Project is on hold per Metro's request as they negotiate with their lease holders. Justification: Project Status: Project Cost Estimate ($): Expenditure/ Cateaorv: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Fundina Source(s): 238 - Bikeway Fund/ TDA Article 3 260 - Proposition C LR 265 - Prop C 25% Grant Priority Unfunded Total Costs: Impact on Operations: When completed, the trail will enhance connectivity to the Newhall Metrolink Station and encourage multi - modal travel in accordance with the City's Non -Motorized Plan. This project supports the Building and Creating Community theme in the Santa Clarita 2020 Plan. In progress Department: Public Works Project Supervisor: Damon Letz Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 0 0 0 0 0 0 0 150,056 1,500,000 0 0 0 0 1,650,056 0 0 0 1,973,900 0 0 1,973,900 0 0 0 0 7,445,300 0 7,445,300 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $150,056 $1,500,000 $0 $1,973,900 $7,445,300 $0 $11,069,256 Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 150,056 0 0 0 0 0 150,056 0 561,126 0 0 568,402 0 1,129, 528 0 938,874 0 0 1,326,269 0 2,265,143 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1,973,900 5,550,629 0 7,524,529 $150,056 $1,500,000 $0 $1,973,900 $7,445,300 $0 $11,069,256 Page 190of209 THE CITY OF SANTA CLARITA Capital Improvement Program SIERRA HIGHWAY SIDEWALKS - CONSTRUCTION Proiect Location: East and west side of Sierra Highway between Scherzinger Lane and Skyline Ranch Road Description Project Number: T3025 PROJECT LOCATION This project will provide curb, gutter, and sidewalk improvements to close numerous gaps along the east and west side of Sierra Highway between Scherzinger Lane and Skyline Ranch Road. Funds will be to provide for the construction contract of the project. Justification: This intermittent sidewalks along this corridor require pedestrians to use the dirt shoulder of Sierra Highway to access existing transit stops, shopping centers, and school/day care facilities. Eliminating these gaps in the sidewalk will provide continuous sidewalk between the proposed Canyon Country Community Center and the recently annexed Skyline Ranch Development. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure by ensuring safe paths of travel along City sidewalks. Project Status: Project Cost Estimate ($): Expenditure/ Categorv: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 268 - Measure M ATP Priority Unfunded Total Costs: Impact on Operations: In progress Department: Public Works Project Supervisor: Damon Letz Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 150 0 0 0 0 0 150 74,850 0 0 0 0 0 74,850 0 0 0 0 0 0 0 0 549,000 0 0 0 0 549,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $75,000 $549,000 $0 $0 $0 $0 $624,000 Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 75,000 549,000 0 0 0 0 624,000 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 0 0 0 0 0 0 0 0 0 0 0 0 $75,000 $549,000 $0 $0 $0 $0 $624,000 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 191of209 NEEDHAM RANCH TRAILHEAD - DESIGN & CONSTRUCTION Project Number: T3026 Proiect Location: 23450 Pine Street, Santa Clarita, CA 91321 �,; PROJECT LOCATION: 0 Description: This project creates a trail head, park, and trail improvements to connect and access the City's existing trails and open space. The trailhead park improvements include parking spaces, fencing, gates, benches, picnic tables, kiosks, signage, trash cans, and horse trough. Justification: This project will enhance the visibility of this passive area and therefore encourage more public use. Expansion of trails will also increase access to the more remote, higher elevations of the area which are currently inaccessible to residents. The project supports the Santa Clarita 2020 theme of Building and Creating Community. Project Status: Proposed Department: Recreation and Community Project Supervisor: Janine Prado Services Project Cost Estimate ($): Expenditure/ Category: Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total Environmental 0 0 0 0 0 0 0 Design 0 5,000 0 0 0 0 5,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 45,000 0 0 0 0 45,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $50,000 $0 $0 $0 $0 $50,000 Project Funding: Fundina Source(s): Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 306 - Developer Fees Fund 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 $50,000 Impact on Operations: Page 192of209 THE CITY OF SANTA CLARITA 2020-21 SIDEWALK GAP CLOSURE, CENTRE POINTE PARKWAY - DESIGN & CONSTRUCTION Proiect Location: Centre Pointe Parkway from Golden Triangle Road to the Child & Family Center Capital Improvement Program Project Number: T3027 ways" ati C^� y 3y aC4cytr PROJECT LOCATION: 1 Description: This project is the first of a two phased project to install new sidewalks on Centre Pointe Parkway between Golden Triangle Road and Spirit Court, which will ultimately provide continuous access from Golden Valley Road to Golden Triangle Road. Phase I will install new sidewalk from Golden Triangle Road to the Child & Family Center. Phase 11 will install sidewalk between the Child & Family Center and Spirit Court. This request will provide for design and construction of Phase I and will start design of Phase 11. Justification: The annual Sidewalk Gap Closure project provides sidewalks at locations where none currently exist and are of great need ensuring a safe path of travel along City sidewalks. The new sidewalks will close the gaps along major arterials with high -pedestrian usage. This project supports the Santa Clarita 2020 theme of Sustaining Public Infrastructure by ensuring safe paths of travel along City sidewalks. Project Status: Project Cost Estimate ($): Expenditure/ Cateaorv: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Fundina Source(s): 233 - TDA Article 8 Priority Unfunded Total Costs: Impact on Operations: Proposed Department: Public Works Project Supervisor: Damon Letz Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 0 200 0 0 0 0 200 0 37,000 0 0 0 0 37,000 0 25,800 0 0 0 0 25,800 0 109,000 0 0 0 0 109,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $172,000 $0 $0 $0 $0 $172,000 Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 0 172,000 0 0 0 0 172,000 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 0 0 0 0 0 0 0 0 0 0 0 0 $0 $172,000 $0 $0 $0 $0 $172,000 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 193 of 209 STEVENSON'S TRAILHEAD - DESIGN & CONSTRUCTION Project Number: T3028 Proiect Location: Canyon Country Description: Justification: "s �'buey Rd r,. ,(/►"''rye PROJECT LOCATION: "fir/ This project will construct a trailhead with five parking spaces, gates, fencing, kiosk, benches, and a trail to the existing Fair Oaks Open Space Trail. The Stevenson Family Trust donated land to the City as open space with an agreement that the City would construct a trailhead and trail connecting to the adjacent Fair Oaks Open Space Trail. The project supports the Santa Clarita 2020 theme of Building and Creating Community. Project Status: Proposed Department: Recreation and Community Project Supervisor: Services Project Cost Estimate ($): Expenditure/ Category: Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Environmental 0 0 0 0 0 0 Design 0 5,000 0 0 0 0 Right -of -Way 0 0 0 0 0 0 Construction 0 25,000 0 0 0 0 Civic Art Project 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 Total Costs: $0 $30,000 $0 $0 $0 $0 Project Funding: Funding Source(s): Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 358 - OSPD Fund 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 Priority Unfunded 0 0 0 0 0 0 Total Costs: $0 $30,000 $0 $0 $0 $0 Impact on Operations: Janine Prado Total 0 5,000 0 25,000 0 0 $30,000 Total 30,000 0 0 0 0 0 $30,000 Page194 of209 THE CITY OF SANTA CLARITA Capital Improvement Program No. Project Estimated Cost No. Project Estimated Cost NEEDS PREVIOUSLY IDENTIFIED IN THE 2020-21 CIP: - PEDESTRIAN RAILROAD CROSSINGS CIRCULATION Drayton Street 2,198,000 C0060 Siena Highway Traffic Signal Interconnect and Rainbow Glen Drive 2,398,200 Adaptive System Const. 3,522,000 Golden Oak Road 2,483,900 Newhall Avenue 2,131,500 MAINTENANCE Canyon Park Boulevard 7,054,000 M1022 City Hall Refiurbishments (Phase V) 88,996 Ruether Avenue 2,010,900 Annual Median Modification Program 100,000 OakRidge Drive 2,186,300 Annual Overlay and Slurry Seal (5-yr for 67 % rating) 91,600,000 Annual Concrete Rehabilitation Program (5-year) 2,000,000 ROADWAY IMPROVEMENTS Thermoplastic Lane Striping (5- year) 600,000 Annual Roadway Safety Program - 4-year need 200,000 PARKS P4019 Central Park Buildout (fear multi -put -pose fields) - SIDEWALK, CURB & GUTTER INSTALLATION - City Construction 8,400,000 Arcadia Street Improvements 310,500 92-0902 Orchard Village Road (north of Lyons Ave) 207,000 RESOURCE MANAGEMENT & CONSERVATION Scherzinger Lane Improvements Phase II 5,300,000 Citywide Reforestation 1,000,000 SIDEWALKS GAP CLOSURES STREETS AND BRIDGES Newhall Aveue, Siena Highway to Meadow Ridge 503,000 S3023 Dockweiler Drive Extension 62,933,215 Copper Hill, Buckhom to Benz 210,000 S3030 Siena Highway Bridges over the Santa Clara River - Copper Hill, Benz to Kathleen 454,000 Construction - Grant, $9,634,413 1,444,330 Center Pointe Pkwy, Golden Valley to Ruether 482,000 Soledad Canyon, east of Bouquet to Shopping Ctr 562,000 S3036 Via Princessa Park Rail Grossing - (Prop A Park 5,650,000 Soledad Canyon, west of Commuter to Shopping Ctr 491,000 Bond $1, OOQ 000) S3026 Via Princessa Extension 68,423,000 STREET CONSTRUCTION 91-1204 Magic/Via Princessa Roadway (at grade) 43,470,000 TRAILS AND TRANSIT Santa Clarita Parkway Annual Access Ramp Construction (5yr program) 4,700,000 S3026 Via Princessa - Isabella Parkway to Golden Valley Road - Const. - Grant, $11, 000, 000 75,000,000 TITHER UNFUNDED NEEDS TRAILS FLOOD CONTROL PROJECTS - County Bouquet Canyon Trail 2,000,000 Newhall Avenue and Pine Street 2,354,625 Placenta Canyon 150,000 Siena Highway Area Sewer Study 155,250 T2011 Railroad Avenue Bike Trail - Grant $2,270, 000 8,530,000 Siena Highway Storm Drain Master Plan 207,000 South Fork Trail/Orchard/Lyons 750,000 T3024 Sand Canyon Trail 1,309,000 GATEWAY BEAUTIFICATION Sand Canyon/Lost Canyon Road Trailhead 250,000 Calgrove/I-5 Gateway Beautification 1,200,000 Santa Clara River Trail to Robinson Ranch 500,000 NewhalUSR-14 Gateway Beautification 1,200,000 Santa Clarita Regional Connnuter Trial - Seg. V (Pive Knolls to Discovery Park) 2,000,000 Wiley Canyon/Orchard Village Road Bridge 550,000 PARKS - Active Wiley/Calgrove to Rivendale 1,000,000 Canyon Country Park Ph 11 (Tennis Cts, Pool) 6,000,000 Play Area Shade Program 165,000 TRANSIT Copper Hill Park Amenities 1,500,000 Newhall Avenue Park and Ride - Conceptual 200,000 David March Park Expansion 4,000,000 Fair Oaks Park Improvements 100,000 UTILITY UNDERGROUNDING Renovation Master Plans for City Parks 250,000 90-1306 Bouquet Canyon Road - Soledad Canyon/City Limits 533,025 Santa Clarita Sports Complex (24-acre dev.) 16,000,000 90-1309 Bouquet Canyon (N/S) - Soledad Canyon/Festividad 2,277,000 Santa Clarita Sports Complex Ph IV - Gym 14,000,000 90-1308 Newhall Avenue (w/s) - Lyons Avenue and 91h Avenue 393,300 Heritage Park Basket Ball Court 100,000 90-1305 San Fernando (w/s) - Bouquet Canyon/Lyons 4,347,000 Discovery Park - (Build out) 2,500,000 90-1302 Sand Canyon Road - City Limits/Placerita Canyon Road 481,275 Rivendale Ranch & Open Space 8,100,000 90-1307 Seco Canyon Road - Bouquet Canyon/City Limits 533,025 Pickleball Courts 500,000 90-1304 Siena Highway - City Linnts 289,800 Open Space Access -(Various Improvements) 450,000 90-1302 Soledad Canyon Road- Sand Canyon/Siena Highway 496,800 Open Space Parks (Master Plans for Various) 200,000 91-1302 Wiley Canyon Road - Lyons/City Limits 496,800 PEDESTRIAN BRIDGES UNFUNDED GRAND TOTAL: $ 482,340,916 90-0711 Decoro Drive and Vista Delgado 852,975 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 195of209 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: Accounts for the employer's normal cost 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. 5011.016 PERS UAL: Accounts for the employer's unfunded accrued liability portion for employees in the California Public Employees Retirement System. Page 196of209 THE CITY OF SANTA CLARITA Object Designations 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. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page197o{209 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. 5161.034 OPEB Expense: Provides for other post -employment benefits contribution. 5161.035 Passport Services: Provides for new passport applications and renewal 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 Sheriff's 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. Page 198of209 THE CITY OF SANTA CLARITA Object Designations 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. 5171.012 FOL Programming: Provides for Library FOL Programming. 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). OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 199of209 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. 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: Page 200of209 THE CITY OF SANTA CLARITA Object Designations 1. Arts - These projects provide art within the community. 2. Beautification & Landscaping- These projects involve some aspect of the aesthetics of the community. Many include landscaping. 3. Circulation - These projects improve the efficiency and safety of the roadway systems. 4. Emergency - These projects provide repair or restoration of infrastructure or structural damage caused by natural disasters. 5. Facilities & Buildings - These projects will provide new City facilities or significant improvements to existing facilities. 6. 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. 7. Parks - These projects involve acquisition and development of active and passive City park lands. 8. 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. 9. Streets & Bridges - These projects provide enhancements to the street and bridge infrastructure in the City. Projects include road widening, realignments, bridge barrier retrofits, etc. 10. 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. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page201 of209 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 - n 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. 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. Page 202of209 THE CITY OF SANTA CLARITA Object Designations 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-two 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: 1. 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 CDBG monies are restricted by specific provisions. 8. Real Property Transfer Tax - Revenue derived from a tax imposed on all transfers of real property in the City. 9. Transient Occupancy Tax - The Transient Occupancy Tax is 10 percent of the cost of a hotel room tax imposed on "transients" who occupy a room or rooms in a hotel, inn, motel, tourist home, or other lodging facility within the City's limits. 10. State Gas Tax - The State Gas Tax is derived from State of California on gasoline purchases and is allocated, on a share basis, to cities. The Gas Tax revenues are restricted to the construction, improvements and maintenance of public streets. 11. SBI Road Repair and Rehabilitation - The SBI Road Repair and Rehabilitation monies are derived from State of California on fuel purchases and vehicle registration fees and is allocated, on a share basis, to cities. The SBI Road Repair and Rehabilitation revenues are restricted to road maintenance, rehabilitation, and safety needs on streets and roads. 12. Business License Tax - The Business License Tax is imposed for the privilege of conducting business within the City. This is presently collected by Los Angeles County and redistributed to Santa Clarita. 13. Building Permits - The City requires that building permits be obtained to ensure that structures meet specific standards. The City requires various construction permits for activities such as the installation of electric, plumbing and sewage facilities. The City charges a fee for issuing these permits in order to recover only the costs incurred. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 203of209 14. Code Fines - Fines for traffic violations, both moving and parking, are remitted to the City in which the violations occurred. This revenue includes monies collected by the courts for tickets written by the California Highway Patrol. Actual allocation of revenue is distributed by the courts. 15. Franchise Fee The Franchise Fee is imposed on various utilities and organizations which permit them to use and operate those facilities within the City. 16. Subdivision Maps/Improvements - These fees are collected under the provisions of the City's Subdivision Ordinance tentative map approval from the Planning Commission. The fees cover processing plan review and inspection services for tract and parcel maps and street, sewer and storm drain improvements plans. 17. Certificate of Compliance Fees - These are fees collected to defray the cost of processing and recording a certificate or conditional certificate of compliance. The certificate affirms the City's approval that lots which were not shown on an approved tract, parcel map or record of survey are legal lots and may be sold, leased or financed provided certain development standards are followed. 18. Building and Safety Fees - These are fees collected under the provisions of the City's Building, Plumbing and Mechanical and Electrical Codes. These fees are paid by builders, developers and homeowners and defray the cost of services for processing, plan review and inspection of buildings, grading, swimming pools, patios, etc. 19. Animal Licenses - Provides for the fees paid to the City generated from the sale of animal licenses and violations from the Los Angeles County Department of Animal Care and Control. 20. Court Fines, Forfeitures and Penalties - Represents amounts received for fines in violation of City ordinances or penal code violations. Remittances are collected by the County and forwarded to the City. 21. Rental Income - Amounts received from the rentals of City Hall office space, facilities and fields. 22. Library Property Tax - Property tax revenues allocated to the City to maintain library services within the City. Library property tax revenues do not go into the General Fund and are restricted per California State Law to strictly be used for library services. 23. Industrial Waste Inspection Fees - Provides for the receipt of funds for industrial waste inspections by the County. 24. Parks and Recreation Use Fees - Fees collected from use of parks and participation in recreation activities. 25. Miscellaneous Revenues - This account provides for the fees collected for miscellaneous services. 26. Regional Surface Transportation Program (RSTP) - These federal funds are derived from the Intermodal Surface Transportation Efficiency Act (ISTEA) of 1991. The funds are placed on reserve with the Los Angeles County Metropolitan Transportation Authority (MTA). The funds are allocated to the City for a variety of infrastructure improvement projects. The expenditure of these funds must be approved in advance by Caltrans and must be included in the Regional Transportation Improvement Plan (RTIP). Note: This funding program replaced the Federal Aid Urban (FAU) program. 27. 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. 28. 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. 29. 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. 30. Proposition C - Los Angeles County voters approved an additional 1/2 cent sales tax for transportation related to Security, Commuter Rail & Transit Centers, Local Return, Transit on Highway, and Discretionary. 31. Proposition C Grants - Los Angeles County voters approved an additional 1/2 cent sales tax for transportation projects. These funds are distributed through a competitive grant program administered by the Los Angeles County MTA. Page 204of209 THE CITY OF SANTA CLARITA Object Designations 32. Measure A Safe Clean Neighborhood Parks Entitlement - The Safe Clean Neighborhood Parks and Beaches Measure was passed by the voters of Los Angeles County in November of 2016. Entitlement funds are distributed to cities on a per capita basis. 33. Proposition A - The funding from Proposition A was approved by voters in 1980. Money allocated comes from a'/z cent sales tax and is distributed on a per capita basis. The funds must be used for transit projects. 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 Improvement 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. 40. 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. 41. 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. 42. Measure W - Los Angeles County voters approved the safe, clean water act effective November 7, 2018. This is a special tax of 2.5 cents per square feet of impermeable area for parcels located in Los Angeles County Flood Control District. The tax would pay for projects, infrastructure, and programs to capture, treat, and recycle rainwater. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 205of209 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 Service/General 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 Projects 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. Areawide - The City's Areawide Beautification Zone operation is supported through a combination of special benefit assessments levied on individual parcels authorized by the Landscape and Lighting Act of 1972, Ad Valorem, and General Fund revenues. The Areawide Beautification Zone (AWB) is administered by the City of Santa Clarita Neighborhood Services Department and is one of sixty financially independent Landscape Maintenance District zones. The three funding sources support reoccurring costs associated with the maintenance of landscape, hardscape and ornamental improvements, park facilities, tree pruning, 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 pedestrian bridges, monumental signage, decorative lighting, parks play equipment, shade structures, lighting, restroom facilities, reforestation, and irrigation infrastructure. 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 supported through special benefit assessments levied on individual parcels authorized by the Landscape and Lighting Act of 1972. There are currently sixty 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. Page 206of209 THE CITY OF SANTA CLARITA Object Designations 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. Measure W Safe Clean Water — To account for the special tax of 2.5 cents per square feet of impermeable area for parcels located in Los Angeles County Flood Control District that Los Angeles County voters approved November 2018 to pay for projects, infrastructure, and programs to capture, treat, and recycle rainwater. 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. SB1 Road Repair and Rehabilitation — To account for monies received and expended from the State SB1 Road Repair and Rehabilitation allocation restricted to fund various maintenance, rehabilitation, and safety needs on streets and roads. 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. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2020-2021 Page 207of209