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2021-06-08 - AGENDA REPORTS - ANNUAL OPERATING BUDGET FY 2021 22 AND CIP (2)
15 of sXNTA C< U � PUBLIC HEARINGS CITY OF SANTA CLARITA AGENDA REPORT CITY MANAGER APPROVAL: DATE: June 8, 2021 ju'll J� �, Agenda Item: 15 SUBJECT: FISCAL YEAR 2021-2022 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 2021- 2022 Annual Operating Budget and Capital Improvement Program and schedule the budget for adoption at the June 22, 2021, City Council Meeting. BACKGROUND The Fiscal Year 2021-2022 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 Miranda and Mayor Pro Tem Weste, reviews the proposed budget with the City Manager so that the City Manager can make a final recommendation to the entire City Council. During the budget process, information about the City of Santa Clarita (City) budget is provided during multiple public meetings, allowing for public comment. On February 2, 2021, the City Council and Commissions held a Joint Budget Study session to discuss the status of the City's budget and allow for public comment. On April 26, 2021, a publicly -noticed Budget Sub - Committee meeting was held to discuss the City's recommended Fiscal Year 2021-2022 budget. On May 4, 2021, the City Council and Commissions held a publicly -noticed Joint Budget Study session to discuss the recommended Fiscal Year 2021-2022 budget and allow for public comment. The proposed draft budget was distributed electronically on May 24, 2021, to the City Council; the Planning Commission; the Parks, Recreation, and Community Services Commission; and the Arts Commission. On June 1, 2021, during the Planning Commission meeting, the Planning Commission made a finding by minute action that the Draft Fiscal Year 2021-2022 Capital Improvement Program is consistent with the City's General Plan. Page 1 Packet Pg. 101 15 Total Appropriations The Fiscal Year 2021-2022 Budget totals $248.3 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 2021-2022 Budget represents a 13 percent increase, equivalent to $28.5 million. 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 revenue available for allocation. For Fiscal Year 2021-2022, total revenue meets total expenditure appropriations. For certain one-time capital projects, the fund balance is appropriated. General Fund Revenues The City's largest fund is the General Fund, representing $120 million in total revenue. Sales tax is typically the City's leading General Fund revenue source and is projected to increase 22 percent, from the current adopted budget, to $39 million. General Fund Expenditures Fiscal Year 2021-2022 General Fund expenditures total $119.7 million. General Fund expenditures for Fiscal Year 2021-2022 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 2021-2022, the City's operating reserve will total $18.7 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 as it includes prioritized projects such as parks, buildings, paseos, trails, and street enhancements that improve the quality of life for residents in our community. Comprised of a variety of multi -year and multi -funded capital projects, the CIP for Fiscal Year 2021-2022 totals $46.3 million. Page 2 Packet Pg. 102 15 ALTERNATIVE ACTION Other action as determined by the City Council and the Successor Agency to the former Redevelopment Agency. FISCAL IMPACT The Fiscal Year 2021-2022 Budget totals $248.3 million, including $46.3 million for the Capital Improvement Program. The proposed budget is balanced. ATTACHMENTS Public Hearing Notice Draft FY 2021-2022 Annual Operating Budget and CIP (available in the City Clerk's Reading File) Page 3 Packet Pg. 103 15.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 2021-22 and the Proposed Capital Improvement Program in the City of Santa Clarita. The Budget and Capital Improvement Program will be heard by the City Council in the City Hall Council Chambers, 23920 Valencia Blvd., lst Floor, the 8th day of June, 2021, at or after 6:00 p.m. The City Council meeting will be conducted remotely, consistent with public health orders issued by the State of California and the County of Los Angeles. 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 Kristi Hobrecker, City's Budget Officer, at (661) 284-1418, Santa Clarita City Hall, 23920 Valencia Blvd., Suite #110, Santa Clarita, CA. Dated: May 19, 2021 Mary Cusick, MMC City Clerk Publish Date: May 28, 2021 Packet Pg. 104 A h 01 LOS ANG Vi 1 COUNTY PT. R S � , T- DPWATING BUIJ IL CAPITAL •c r� ____ 2 920 City of SANTA CLARITA Annual Operating Budget and Capital Improvement Program FY 2021 - 2022 Presented by: KENNETH W. STRIPLIN CITY MANAGER Page 2of227 THE CITY OF SANTA CLARITA THIS PAGE INTENTIONALLY LEFT BLANK OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page3of227 Table of Contents MESSAGE FROM THE CITY MANAGER ■ COMMUNITY PROFILE Community Profile and Since Incorporation Location Map History Distinguished Awards Form of Government Commissions, Boards, & Committees Funded Positions Philosophy ■ SC2025 ACTION ITEMS USER'S GUIDE Budget & CIP Guide Annual Appropriations Limit FISCAL POLICIES SUMMARIES AND REVENUES Budget Summary Statement of Fund Balance Budget Revenues (3-year history) Successor Agency Statement of Fund Balance Successor Agency Revenues ■ CITY MANAGER'S OFFICE Budget Summary City Council Administration Communications Human Resources CITY ATTORNEY • Budget Summary City Attorney ■ ADMINISTRATIVE SERVICES Budget Summary Administration Clerk & Contract Services Finance Technology Services NEIGHBORHOOD SERVICES Budget Summary Administration Environmental Services Parks Public Library Special Districts Transit 6 COMMUNITY DEVELOPMENT Budget Summary 14 Administration Community Preservation Community Development Block Grant Economic Development Planning ■ RECREATION AND COMMUNITY SERVICES • Budget Summary Administration Arts and Events 46 Open Space Recreation and Community Services 56 ■ PUBLIC WORKS Budget Summary Administration Building & Safety 62 Capital Improvement Projects Engineering Services 78 General Services Traffic & Transportation Planning ■ PUBLIC SAFETY Budget Summary Police Services Fire Protection 102 ■ SUCCESSOR AGENCY Budget Summary Successor Agency ■ NON -DEPARTMENTAL Budget Summary 108 Administration ■ CAPITAL IMPROVEMENT PROGRAM Table of Contents/Overview 110 CIP Summaries Beautification & Landscaping Circulation Facilities & Buildings Maintenance Parks Resource Management & Conservation 116 Streets & Bridges Trails & Transit Unfunded Projects RESOLUTIONS ■ OBJECT DESIGNATIONS 124 130 136 144 146 148 150 218 220 Page 4 of 227 THE CITY OF SANTA CLARITA THIS PAGE INTENTIONALLY LEFT BLANK OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 5of227 Message from the City Manager June 22, 2021 DEAR HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL: It is my pleasure to present the City of Santa ClariUs Fiscal Year 2021-2022 Operating Budget and Capital Improvement Program. The annual budget is the spending plan that provides the necessary funding to deliver exceptional services to the residents and businesses of Santa Clarita. I am pleased to share that our City will again have a balanced budget for this next fiscal year. The economy is beginning to show signs of improvement after a year of devastation on jobs, unemployment, consumer spending, and inflation caused by the COVID-19 pandemic that began early last year. National Economy On a national level, it is forecasted that the next two years will be characterized by economic recovery, the speed of which will be closely tied to ongoing Federal policies and guidelines addressing the COVID crisis. It is forecasted that the gross domestic product (GDP) growth is expected to be 6.2 percent or higher in 2021, attributed in large part to the government stimulus packages. This represents the strongest growth in 60 years. Additionally, the U.S. economy is forecasted to grow 4.6 percent over the next year, which is considerably higher than the 2.3 percent average annual growth rate that took place over the past 10 years. While the labor market continues to be weak with 9.5 million people remaining jobless nationwide, it is estimated that the majority of industries will return to pre -pandemic employment levels by 2024. Additionally, consumer spending is starting to rise, showing people feel slightly more optimistic about their future incomes and job prospects and are anxious to return to normal activities. State Economy Similar to the United States economy, California's economy and workforce has been severely impacted by COVID- related restrictions and shutdowns, and a continued decline in population and reduced housing accessibility is creating additional challenges to economic recovery. The first half of 2020 brought a sharp spike in unemployment in California, peaking at 16.4 percent, due to a rapid decline in consumer spending and mandated business closures, especially in industries that were considered non -essential or provided services that required a high degree of personal interaction. While improving, the current unemployment rate remains high at just over 9 percent, with employment recovery for most industries expected to start the second half of 2021. Housing prices remain significantly more expensive in California than most of the United States, creating additional challenges as people relocate to other states. Page 6 of227 THE CITY OF SANTA CLARITA Message from the City Manager Local Economy At the local level, Santa Clarita has also been impacted by the pandemic with loss of jobs and the shutdown of businesses, but the local economy is expected to rebound as State and the County of Los Angeles restrictions continue to ease. Locally, employment numbers continue to rise as industries and businesses are reopening and employees are returning to work, but the unemployment rate is still far above normal, which is typically around 4 percent, is now hovering around 9 percent. The growth of jobs and a strong housing market over the past few years has been responsible for an extraordinary population increase in the City in contrast to the populations of the County and the State, which both continue to decline. New residential and commercial development projects within the City continue to surge and are expected to remain strong this year, positively impacting the local economy. New business start-ups are occurring in the transportation and warehousing sector including e-commerce fulfillment, storage, and distribution, which has been the principal area of growth in Santa Clarita. Also, local filming is expected to increase this year after being limited for most of 2020. In summary, significant economic challenges caused by the COVID pandemic have been felt at the national, State, and local levels. While economic data shows promise for a recovery, the pace of the rebound will be closely tied to economic policies and guidelines made at the Federal, State, and County levels. � =1�i •lC» � � :ily �i`y For these reasons, the Fiscal Year 2021-2022 Budget is conservative and in alignment with the City Council's budget philosophy, a historically successful approach in maintaining a balanced and 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 Due to the organization's adherence to these principles, the City is in a sound financial position, with an elite AAA credit rating from Standard and Poor's. The City Council's long standing and conservative budget practices positions the City to continue to meet financial commitments, as well as provide quality services and programs that enhance the quality of life for the community. Santa Clarita 2025 The Santa Clarita 2025 (SC2025) plan is a compilation of needs expressed by the community and City Council goals and priorities for the next five years. SC2025 is organized around the following seven "Quality of Life" themes: 1. Building and Creating Community 2. Community Engagement 3. Enhancing Economic Vitality 4. Community Beautification and Sustainability 5.Organizational Excellence 6. Public Safety 7. Sustaining Public Infrastructure SC2025 will serve as a guide for the organization to prioritize resources, achieve milestones, and maintain our commitment to providing the best services and facilities the City can offer to our residents, both today and into the future. These financial recommendations are aligned with the SC2025 plan. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 7of227 Total Appropriations The Fiscal Year 2021-2022 Budget totals $248.3 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 increase of 13 percent, or $28.5 million. Total Revenues A significant part of the budget process is estimating revenues for the upcoming fiscal year. This process is critical, as budget 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. I am pleased to inform you that for Fiscal Year 2021-2022, total revenue meets total expenditure appropriations. For certain one-time capital projects, the 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 2021-2022 Budget is consistent with our practice of ensuring on -going revenues are greater than on -going expenditures. General Fund Revenues The City's largest fund is the General Fund, representing $120 million in total revenues. The following revenue projections are compared to the adopted Fiscal Year 2020-2021 Budget: • Sales Tax, typically one of the largest sources of General Fund revenue is projected to increase 22 percent to $39 million. • Property Tax is estimated to increase 4 percent to $41 million. • Development Revenues are projected to increase 8 percent to $9.7 million. • Franchise Fees are projected to remain flat at $8.5 million. • Transient Occupancy Tax (TOT) is projected to remain flat at $2.8 million. General Fund Expenditure Budget The total General Fund expenditures for Fiscal Year 2021-2022 include funding for operating departments, debt services, contingency, and transfers to other funds. For Fiscal Year 2021-2022, the General Fund appropriations total $119.7 million. General Fund Operating Reserves Reserves are a critical component of the budget because this funding source can be counted on in case of an emergency or unforeseen circumstance. 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 percent 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 economic environment. For Fiscal Year 2021-2022, the City's emergency operating reserve will total $18.7 million. Page 8 of227 THE CITY OF SANTA CLARITA Message from the City Manager r_ •• 0J.1=ri•j�.l�01J�:J_�rl.lCl=iU•1C1�� The Fiscal Year 2021-2022 Operating Budget provides the necessary resources to provide exceptional services for the benefit of our residents, businesses, and the newly annexed areas. Below is a summary of the most notable additions to the budget, organized according to the Santa Clarita 2025 Quality of Life themes: Building and Creating Community: • Library Book Collection: $275,000 • Canyon Country Community Center Operations and Maintenance: $210,621 • Arts Master Plan: $100,000 • Arts and Events Coordinator: $70,141 • The Main Lease: $19,092 Community Engagement: • Public Television Technology: $33,800 • Audio Visual Broadcast System Maintenance: $31,900 • Library Locker Systems: $13,000 Enhancing Economic Vitality: • The Cube Contractual Services: $1,743,665 • Building and Safety Contractual Services: $750,000 • Town Center Specific Plan: $500,000 (grant funded) Community Beautification and Sustainability: • LMD Reserve Projects: $1,217,850 • Animal Care and Control Expenses: $263,960 • LMD Water Utility Increase: $249,000 • Tree Maintenance Contractual Services: $129,000 • LMD Contractual Services: $123,000 • LMD Proactive Tree Pruning: $102,213 • Solid Waste Diversion Programs: $87,000 Organizational Excellence: • Technology Services Operating Budget: $85,000 • Update GIS Aerials: $79,042 • Financial Analyst: $78,637 • Administrative Analyst, Community Preservation: $76,737 • Human Resources Analyst, Part -Time: $54,533 • Information Technology Specialist: $52,745 • State Legislative Advocacy Services: $48,000 • Annual Employee Wellness Program: $20,000 • Marriage License Program: $20,000 Public Safety: • Sheriff's Contract Adjustment (1.45%): $473,694 Sustaining Public Infrastructure: • Library Automatic Book Sorters: $360,000 • Parks and Open Space Equipment: $137,439 • Street Maintenance Worker: $125,633 • Transit Facility Security Upgrades: $114,840 • Street Maintenance Budget: $50,000 • UV Disinfecting Lamps: $13,474 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 9of227 Asset Replacement Another critical part of Sustaining Public Infrastructure is the vehicle and equipment replacement element of the budget. When a vehicle or piece of equipment reaches a certain age and condition, it is no longer cost effective to maintain and impacts the ability to provide quality services and ongoing maintenance of the City. For Fiscal Year 2021- 2022, this budget provides for: • Replacement of six transit buses: $4.38 million (Transit Funds and Grants) • Replacement of two vehicles and two pieces of equipment: $358,750 (Vehicle Replacement, Storm Water, and Gas Tax Funds) CalPERS Pension A budget liability for not only this organization, but cities across California, is the pension obligation. Beginning in Fiscal Year 2017-18, it has been a goal to bring the employee pension funded status to 90 percent over a 10-year period by making one-time additional annual payments to pay down the pension obligations for current and future retirees. Making this additional pension payment helps stabilize the City's pension liabilities, making them more predictable and less at the mercy of the pension fund's investment performance. For Fiscal Year 2021-2022, the budget includes the City's required annual pension contribution of $3,552,911 and a one-time annual payment of $1,479,539 to CAPERS, for a total CAPERS pension contribution of $5,032,450. Thanks to the City Council's support in these efforts, I am happy to report that in just a four-year period, we are closing in on our goal of 90 percent and are estimated to be just under 88 percent for Fiscal Year 2021-2022. Proactive investment planning is what makes our City so unique. We consistently make a commitment, with the support ly_IJ�/_I�IuIJa•l'I�ul�.�rJa•1r1:J_lu�.11rl.l�lrl.��=1 The Capital Improvement Program (CIP) budget continues to be an important part of the City's overall budget as it includes prioritized projects such as parks, buildings, paseos, trails, and street improvements that enhance the quality of life for residents in our community. I am recommending a CIP budget of $46.3 million. Of the recommended amount, $5.8 million is for re -budgets or pending capital projects that were funded in previous years and need to be carried over to the new fiscal year. During the last budget year, with the onset of the COVID pandemic and the accompanying economic uncertainty, the City chose to take a fiscally conservative approach with funding the CIP budget. More than half of the originally proposed capital projects were eliminated before the budget process began and funding recommendations to City Council were limited to critical projects. This included projects that were already underway like the new Sheriff's Station and Canyon Country Community Center, which were both in the final year of construction. This resulted in a smaller than usual CIP budget for last fiscal year. The CIP budget over the past couple of years shows new requests for Fiscal Year 2019-20 were $29.9 million, which dropped to $23.4 million in Fiscal Year 2020-21 due to the COVID pandemic. This year's recommended new requests are $40.5 million. This increase in new requests is due to CIP projects that were deferred from the prior fiscal year as well as a new budget request this year of $10 million for the supplemental overlay and slurry seal program. This $10 million request will use Measure M and TDA Article 8 Funding as a result of one-time stimulus funding. F`Y 2019.2020 FY 2020-2021 FY ZOFT-2022 (adopted} (adopted) �recominended� Total $udget 536.7rr,11:1c-n TotalBud"t r^i I an Total Budget 5".3mill Ian New Requests 1J.tJ i I iri° Nrw Rryur%l% 2!A r-i I am N4-w Rrtlu4 %t% Sad `> rrii l U' Jkehudgets $t.R mdhon Rebudgots s�' n i Fn i Rihu�fgehs S,S n I r.:-, Page 10 of227 THE CITY OF SANTA CLARITA Message from the City Manager Below is a summary of the most notable CIP projects for Fiscal Year 2021-2022: Building and Creating Community: • Bouquet Canyon Trail to Central Park, Phase I: $700,000 (grant funded) • Sand Canyon Trail, Phase IV: $580,000 • Pioneer Oil Refinery Master Plan Update: $50,000 Community Beautification and Sustainability: • Citywide Major Thoroughfare Median Refurbishment, Rye Canyon: $1,092,000 • Trash Excluders: $230,000 • Citywide Reforestation Program: $175,000 Enhancing Economic Vitality: • The Cube Facility Improvements: $323,000 Public Safety: • Saugus Class II Bike Lane Safety Enhancements: $165,000 • Intersection Safety Enhancements and Circulation Improvements: $108,381 • Local Roadway Safety Plan: $100,000 (grant funded) Sustaining Public Infrastructure: • Annual Overlay/Slurry Seal Program: $13,000,000 • Supplemental Overlay and Slurry Seal Program: $10,000,000 • Central Park Buildout: $9,536,000 • Newhall Park Improvements: $1,801,103 (grant funded) • Traffic Signal and Fiber Optic Interconnect, Copper Hill Drive and Deer Springs Drive: $535,000 • Concrete Rehabilitation Program: $400,000 • Irrigation Master Valve and Flow Sensor Installation, Phase V. $350,000 • Paseo Bridge Maintenance and Painting Program: $350,000 • Canyon Country Library HVAC Units Replacement, Phase IL• $262,400 • Metrolink Station Rehabilitation and Upgrades: $224,876 (grant funded) • Signalized Intersection Improvement Program: $150,000 • Thermoplastic Lane Striping Program: $150,000 • City Hall Restrooms Remodel, Phase I: $107,000 • Bouquet Canyon Park Pickleball and Tennis Court Lighting Replacement: $72,500 • Arundo Removal: $50,000 • Sports Court Resurfacing, Valencia Meadows Park: $30,000 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page11 of227 ICvnICLu9Ivn I would like to 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 has been able to respond to the recent COVID pandemic 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, Carmen Magaiia, Kristi Hobrecker, Jerrid McKenna, Brittany Houston, Mary Ann Ruprecht, and Johanna Medrano 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 Kirsten Lindgreen, Tyler Pledger, Amy Seyerle, Tracy Sullivan, and Sarona Vivanco. In addition, I would like to thank the Leadership Team as well as Damon Letz and Melody Bartlette for their work in preparing the Capital Improvement Program budget. Finally, I would like to thank you for allowing me to play a role in achieving the goals of the City Council and the community. Thanks to the leadership of this City Council, I am confident that our organization will continue to be strongly positioned and prepared to make ongoing progress toward these important goals and priorities. Sincerely, 1 Kenneth W. Striplin City Manager Page 12of227 THE CITY OF SANTA CLARITA Message from the City Manager THIS PAGE INTENTIONALLY LEFT BLANK OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 13of227 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 thriving economy, award winning schools, and promotes a healthy lifestyle with many leisure activities. 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, over 100 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 Page14 of227 THE CITY OF SANTA CLARITA Community Profile �i�9n FtlntlEm �iJ.:�,'4rrFe� t a r i E i LQS ANGRCOUNTY F i e E r � r axbwK ` Hofrxootl� ► • L?oeemnn + L—A..j rF To ti rdh his Ai:,x:� r__t ff \ 6❑6*yiard ^11' Pond PACIFIC LIE AryB r CK EM T. r,P-n %WTa Seale mountain ranges. These mountain ranges separate Santa Clarita from the San Fernando Valley and the Los Angeles Basin to the south, and from the San Joaquin Valley, Mojave Desert and Angeles National Forest to the north. 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' Size 225,000 70.87 sq. miles Approximate Number of Housing Units 77,887 Unemployment Rate' 9.6% Median Household Income' $94,282 'provided by the Department of Finance Special Assessment 1101120 'provided by the Employment Development Dept. 2/2021 'provided by the US Census Bureau, American Fact Finder 2018 "One Valley, One Vision"is the plan which governs growth in Santa Clarita. Adopted in 2011, this plan will continue to guide development throughout our community into the future. 11U=igLOC-lcU =1169 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. In 2016, the City formed the Traffic Safety Team, which is comprised of City staff and Sheriff's Department personnel, to develop an ongoing multifaceted Traffic Safety Plan. The Plan was implemented in 2016 focusing on the three E's of traffic safety: Education, Enforcement and Engineering. Since the formation of the Team, the City's collision rate dropped by 50% in 2021—the lowest rate since tracking began in 2001. 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 29 local elementary schools. 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 City established a Community Court diversion program that continues to ensure petty offenders pay restitution and perform community service here in Santa Clarita. 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 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. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 15 of 227 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 Clarita's successes are evident in its residential neighborhoods, recreational attractions, business opportunities, cultural activities, and numerous commercial, educational, and health care centers. As a result of businesses and industries moving into the area, residents can live, be entertained, and shop close to where they work, rather than commuting long distances. Living in Santa Clarita can be as down-home and casual as an expansive Sand Canyon Ranch, or as uptown and stylish as a new home in master -planned Valencia. To enhance the beauty of the community, the City has a goal of planting a minimum of 500 trees per year. Beautifying all arterial roadways in the City continues to be an extensive project. In 2020, new medians were installed along Via Princessa from Whites Canyon Road to Jason Drive. New curbs, turn pockets, and smart irrigation controls were installed in these medians, resulting in upgrades that are both aesthetically pleasing and help improve traffic flow throughout major corridors. 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 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. Page16of227 THE CITY OF SANTA CLARITA Community Profile Sustaining Public Infrastructure was one Quality of Life theme addressed in the City's Santa Clarita 2020 Strategic Plan. From 2015-2020, the City embarked upon or completed a number of infrastructure projects to support the needs of the community. In January 2019, the City completed the widening of the Newhall Ranch Road Bridge between McBean Parkway and Dickason Drive. A key portion of the Cross -Valley Connector, the Newhall Ranch Road Bridge sees an estimated 35,000 vehicles pass across it each day. The bridge now offers four lanes for traffic in both directions, protective concrete barriers for pedestrians and cyclists, and an enhanced trail connection for users of the San Francisquito Creek Trail underneath the bridge. A new pedestrian bridge was built at the intersection of Sierra Highway and Golden Valley Road and opened to the public in 2019. The pedestrian bridge protects those walking or cycling along one of the busiest stretches of roadway in the Santa Clarita Valley. The bridge is situated along a major walking route for students at Golden Valley High School, allowing pedestrians to safely and quickly cross Sierra Highway, particularly during morning rush hour as cars head to the nearby SR-14 on -ramp. As part of Santa Clarita 2020, the City invested in the installation of public electric vehicle (EV) charging stations to fulfill residents' needs and prepare for future automotive technology. EV charging stations are available at 17 locations in Santa Clarita, including 8 that have now been installed at City facilities and parks. The City has also developed a maintenance and sustainability plan for parks, ensuring City facilities and equipment continue to be safe and serve the needs of the public. New shade structures have been installed at a number of City parks to protect users during hot summer months, while playground equipment has been replaced as necessary to enhance safety. As part of the Vista Canyon development in Canyon Country, the City has partnered with LA Metro and Metrolink on the construction of the Vista Canyon Multi -Modal Center, which will result in a new bus transfer station for Santa Clarita Transit and the Santa Clarita Valley's fourth Metrolink Station. In 2011, the City dedicated the Fallen Warriors Memorial Bridge, formally known as the Cross Valley Connector Golden Valley Bridge. This bridge commemorates Santa Clarita Valley residents from the armed forces who lost their lives while serving in the United States War on Terror. The Hometown Heroes Military Banner Program was established in 2016 to honor and recognize currently serving, active military personnel from the Santa Clarita Valley. Two Sister City relationships have been established and continue to flourish with Sariaya, Philippines, and Tena, Ecuador. These relationships help the community by encouraging cultural understanding about others outside our community. i OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 17of227 .- 6 The City of Santa Clarita is home to over 7,024 businesses and nearly 78,762 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, Scorpion Internet Marketing and Design and local school districts and colleges. Santa Clarita maintains a highly supportive I.. d►. _ i. . for t . /,I ,,,i -, 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 by the Los Angeles County Business Federation in 2018. 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 en .:.I 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. Local business organizations like the Santa Clarita Valley Economic Development Corporation, the Santa Clarita Valley Chamber of 0_1.... , c... cc, 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 online e-Permit system gives 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 40 sound stages. To ensure that Santa Clarita remains a tl '.,' ; ,' .1ustry hub, the City developed its Film Office in 2002, which has consistently recorded more than 1,300 location film days and issued over 500 film permits over the last several 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 third largest labor force in Los Angeles County, with more than 100,000 workers within the City limits, also boasts a highly educated workforce. Over thirty- six percent of the workforce possess a bachelor's degree or higher and seventy-two percent have at least some college. Santa Clarita's quality employers, business- friendl,r u / _ i ;, t, 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 Junior High Schools and 3 High Schools. In 2019, two additional schools from within the William S. Hart Union High district , 1 . , f Jed 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 Clarita's 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 High school Some college, Associate's Bachelor's Graduate or graduate or no degree degree degree professional equivalent degree Page 18of227 THE CITY OF SANTA CLARITA Community Profile TRANSPORTATION The Santa Clarita Valley is part of a comprehensive transportation network that includes local, commuter, and dial -a -ride bus service. 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 three Metrolink stations and is in the process of building a fourth station as part of a transit - oriented development. One of the goals of this project is to encourage visitors and residents to use public transportation and other modes of transportation such as walking or biking. The Metrolink stations provide a link between the Santa Clarita Valley and the greater Los Angeles area, allowing residents to avoid the stress of everyday driving. Santa Clarita residents are also 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 I I local bus routes with a I I I -vehicle fleet that operates on renewable compressed natural gas. In 2020 during the heart of the COVID pandemic, Santa Clarita Transit operated fast and reliable service providing over 1.56 million trips to essential workers and residents throughout the region. Santa Clarita Transit 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. Over 50 state-of-the-art real-time tracking units 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 and allows customers to pay fares using a smartphone. 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 renewable CNG, with the balance of the fleet powered by renewable diesel made from recycled cooking, plant, and fish oils. The remaining diesel - powered buses are scheduled for replacement as they reach the end of their useful life. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Pagel9of227 11•1Nc1�:J�«l:J�_9J.I1lt0JJ1•J:&9.1A911i 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 over 100 miles of multi -use trails available for hiking, mountain biking, and equestrian treks at one of over a dozen open space areas in the City. Rock climbing and hiking are available at nearby Vasquez Rocks, Towsley Canyon, and Placerita Canyon, in addition to boating, fishing, water skiing, and swimming at Castaic Lake and Pyramid Lake. HikeSantaClarita.com and BikeSantaClarita.com offer information on outdoor opportunities in Santa Clarita that are available for residents to explore. Santa Clarita is friendly to cyclists of all skill levels. Here, we're dedicated to providing the infrastructure for a safe and fun bicycling experience. Enjoy a fast -paced ride or a leisurely jaunt with your friends and family. There are miles of bicycle lanes, cycling trails, a bike park, 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. 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, Valencia Country Club, Tournament Players Club, and Vista Valencia. Since the formation of the City's Open Space Preservation District (OSPD), the City has provided financial resources resulting in the acquisition of approximately 11,000 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 include the 60-acre Santa Clarita Sports Complex, home to the Trek Bike Park of Santa Clarita, the Santa Clarita Skate Park and the Aquatics Center. Our park system also includes the Veterans Historical Plaza in Newhall. In January 2020, the City renovated Canyon Country Park and installed new, state-of-the-art inclusive playground equipment. The Inclusive Play Area Page 20of227 THE CITY OF SANTA CLARITA Community Profile is designed for residents of all ages and abilities to play together in a fully accessible, sensory -friendly environment. The Inclusive Play Area at Canyon Country Park is the first of its kind in the Santa Clarita Valley. In June 2020, the City opened Plum Canyon Park, the 35th park in Santa Clarita. Plum Canyon Park features sweeping views of the Santa Clarita Valley from the Skyline Ranch development, as well as the first dedicated baseball facility at a City park. The City purchased the former Ice Station facility in 2020 and completely renovated and rebranded it as The Cube - a space for ice sports and activities, special events and more. The Cube opened to the public in April 2021. 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. A brand-new, state-of-the-art Canyon Country Community Center is scheduled to open to the public in 2021. The Newhall Community Center, which opened in 2006, has been instrumental in providing recreational activities, youth after -school programming and family activities to the surrounding community. The City operates the MAIN, a theatre and event space on Main Street in Old Town Newhall. The MAIN offers guests a wide variety of entertainment options, including live stage productions, stand-up comedy and film screenings, and can also be rented to local organizations for meetings and events. The lobby of The MAIN contains one of the City's free public art galleries as well. The City of Santa Clarita assumed library services from Los Angeles County and established the Santa Clarita Public Library in 2011. In 2012, the City opened the Old Town Newhall Library, providing a new 30,000 square foot, two-story library with a children's library, teen section, public use computers, and reading rooms. The new library is LEED certified. In November 2013, the Southern California Chapter of the American Public Works Association awarded a Project of the Year Award for the Old Town Newhall Library. For the last few years, the City, in collaboration with Los Angeles County Fifth Supervisorial District and Los Angeles County Parks and Recreation, has worked to complete significant exterior improvements to William S. Hart Regional Park in Old Town Newhall. This includes the addition of decorative stucco walls, wrought iron fencing, a pedestrian entrance to the park, and electronic signage promoting various programs and events at the park and the community at large. Santa 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. Also located at the Santa Clarita Sports Complex is the Trek Bike Park of Santa Clarita, which opened in September 2020. The bike park includes four single- track trails for mountain biking, three pump tracks rated for easy to difficult riding, and a non -sanctioned BMX track featuring 1,200 feet of riding surface. The park is designed for riders of all ages and abilities. The Recreation and Community Services department has expanded its scope of programs offered to the community, and now includes the popular Camp Clarita summer youth camp, Primetime Preschool, Youth and Adult Sports leagues and programming, contract classes through Seasons Magazine and more. The Events division within Recreation and Community Services stages a variety of entertainment and enrichment events throughout the year, including the monthly SENSES Block Party on Main Street in Old Town Newhall. The Youth Arts Showcase in the spring is a free event that gives students in Santa Clarita the opportunity to share their talents through performances and artistic displays, while the Fine Craft Show each winter allows residents to meet with local artists and purchase one -of - a -kind gifts and crafts. In July and August, the Events team produces the free Concerts in the Park series at Central Park, which is attended by thousands of residents each week. A pair of landmark events take place in winter each year - the Santa Clarita Marathon in February and Light Up Main Street in November. The Marathon attracts runners from around the world and is an official Boston Marathon Qualifier, and Light Up Main Street sees thousands of residents visit Old Town Newhall for the City's official kick-off to the holiday season. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 21 of227 �1U-i11 LOG 4.Lrl_lrJ�ul�.�■ Santa Clarita strives to regularly engage and inform the public on decisions and actions that impact quality of life in the community. 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. In fact, the City actively engages the public in the development of all master and strategic plans as this feedback is critical in ensuring the final Plans meet the needs and priorities of both Council and the community. As part of the City's commitment to provide high quality services and responsive local governance, the City delivers a public opinion survey every two years to gauge residents' satisfaction, priorities, and concerns as they relate to services and facilities provided by the City. The feedback and information received is used to make sound, strategic decisions in a variety of areas including service improvements and enhancements, measuring and tracking internal performance, budgeting, policy, planning, and community engagement. Santa Clarita continues to recruit volunteers on SantaClaritaVolunteers.com as a way to engage residents in the coordination and delivery of citywide events and programs. 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, Instagram 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 and informing the community, surpassing 33,000 followers on Facebook, 26,500 followers on Instagram and more than 43,500 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 ` ft include our Resident Service Center (RSC), 1 the City of Santa ®� Clarita mobile r..w. application, which A provides general uC City information;LM Hike Santa Clarita, which offers , hiking, biking 41 and equestrian trail information; and the Newhall Walking Tour, which provides information on historic film, business and art locations in the Newhall area. Page 22of227 THE CITY OF SANTA CLARITA Community Profile F1 Loll r! fCl c" N Q A — r---------- — — 7 -------- yp � z 1+-�"" z z �p C z RAILROAD AVENUE h�l PO h"/3B0W 2Y�i �tiOy O`O�O > _ �'baHONb J7� Osi d� r OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 23of227 Many generations have passed through this valley, each leaving its own trace of history. The valley has been home to Native Americans, explorers, soldiers, pioneers, farmers, ranchers, and shopkeepers. Dating back to the year 450, the Tataviam tribe settled in a mountainous region, later named Santa Clara by Spanish migrants. In conflict leading to revolution in Mexico, Spanish soldiers fled to the Santa Clara region and named the region in honor of St. Clare. Later calling the local river "little" Santa Clara, the valley was then named accordingly, and took the name of Santa Clarita. The first recorded discovery of gold in California occurred in Santa Clarita six years prior to its discovery at Sutter's Mill in Sacramento. As the story goes, in 1842, Juan Francisco de Gracia Lopez was napping under a massive oak tree in Placerita Canyon, and dreamt that he was surrounded by gold and became very rich. Upon awakening, he picked a bunch of wild onions growing nearby, and attached to the onion roots were several small pieces of gold. This discovery greatly impacted further development, namely the Newhall Pass, which was constructed for the transportation of mining supplies. Henry Mayo Newhall established what was then known as the town of Newhall, and, in 1878, planted corn, flax, and alfalfa. This was the beginning of the Newhall Land and Farming Company. The 1870's also brought about the Southern Pacific Railroad. The Ironhorse, or so it was named, laid its tracks across the valley, bringing with it new towns and increased population. Saugus was named after a small town in Massachusetts where Henry Mayo Newhall was born. Newhall Train Depot - circa 1890 Black Gold, a substance which oozed from the ground, rarely served a purpose for the Indians. However, in 1875, the rivers of oil were diverted into the first commercially producing oil well in Pico Canyon. CSO 4, as it was called, was operated by the forerunners of the Standard Oil Company, and had the distinction of being the oldest operating oil well in the world until capped in 1990. The 1900's brought prosperity and new businesses to the valley, some of which remain today. For example, Sterling Borax began production during that time period, and the once -named "Saugus Station Eatery; now called the Saugus Cafe, is still open for business daily. Many businesses opened shop during this era, including general stores, post offices, and churches. 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 areas rugged canyons as locations for filming their Westerns. The new home for Melody Ranch was "Western" town, renamed and used as the set for Gene Autry's television show. William S. Hart, a prominent Hollywood film Spruce Street - 1916 (Main Street) Page24 of227 THE CITY OF SANTA CLARITA Community Profile 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. 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. Construction of Magic Mountain -circa 1971 It is evident that cityhood has helped transform Santa Clarita. Our City offers a unique blend of urban sophistication & small town charm, coupled with rich historic elements, destination dining, signature shopping and a variety of recreational programs and open space that promote a healthy lifestyle and high quality of life for residents. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 25of227 HE LEN PUTNAM 3CMA IIIIIo City -County Communications n "s' & Ma,21ing Association BetterV a CITIES for pets,, Q ' � SPECIAL DUMCr A MARS PETCARE PROGRAM LEADERSHP FOUNDATION C(4. P10 Distinguished Awards DISTINGUISHED AWARDS .. 9� TREE CITY USA STANDARD &POOR'S The City of Santa Clarita's commitment to excellence is reflected in the many awards that the City has won for its ser- vices and programs. Santa Clarita has been successful in winning a variety of international, national, state, and regional awards in a variety of categories, showcasing the City's achievements and expertise in a positive way. In addition, the City of Santa Clarita is often recognized by organizations and websites for the City's high quality of life. 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 winning cities have made unique contributions to community residents and business- es which have resulted in lowered 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 . 2020: Internal Administration, City of Santa Clarita Internship Program . 2020: Ruth Vreeland Award for Engaging Youth in City Government, "I Found Sammy Clarita' . 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 26of227 THE CITY OF SANTA CLARITA Community Profile CONGRESSIONAL RECOGNITION: . 2019: Excellence Award for Three Oaks Project - 29-unit affordable housing development HEALTHIEST CITY . 2020: "Better Sports for Kids Quality Program Provider" designation from the National Alliance for Youth Sports (NAYS) - 2nd consecutive year . 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, "loth Healthiest 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 Places to Raise a Family on the West Coast by SmartAsset . 2019: 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: Ranked 12 out of 150 of the largest U.S. cities as the "Happiest Place to Live" by Wallethub.com . 2016: Named "Americas 20th Best City to Live" by 24/7 Wall St. . 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 Liveability.com . 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: Named Santa Clarita as one of the 50 Safest Cities in California by Safewise.com . 2019: Recognized by the California Emergency Services Association for the City's Emergency Trails Locator System . 2018: Rated as Top 10 City in the nation for the lowest amount of property crime based on FBI crime reports by Reviews.org . 2017: Named Santa Clarita one of the top 100 Safest Cities in America by National Council for Home Safety and Security . 2017: Named Santa Clarita 3rd Safest City with a population over 200,000 by National Council for Home Safety and Security . 2017: Ranked Santa Clarita as the 3rd Safest City in the America by Parenting.com . 2017: Named Santa Clarita as one of the 50 Safest Cities in California by Safewise.com CITY OF THE FUTURE . 2017-2018: Ranked Santa Clarita 4th out of more than 200 cities in the Small American City of the Future category by fbi American Cities of the Future . 2015: Leadership in Energy and Environmental Design Gold Certificate for the Old Town Newhall Library and 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 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 27of227 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 sustainable development and local leadership 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 Leadership Foundation (SDLF), an independent and non-profit organization formed to promote good governance and best practices among California's epical districts. . 2020: District Transparency Certificates of Excellence by the Special Districts Leadership Foundation (SDLF) . 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 Sports/Athletics Program . 2016: Southern California Municipal Athletic Federation (SCMAF) presented the City of Santa Clarita with the Appreciation Award . 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 Stand & 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. . 2020: Standard & Poor's (S&P) affirmed the City's Issuer Credit Rating of AAA. Santa Clarita is one of 44 cities (top nine percent) in California with a AAA credit rating since 2012. 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 to qualify 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 SERVICE AWARD . 2019: Quality Service Award - Transit ANNUAL ACHIEVEMENT OF EXCELLENCE IN PROCUREMENT (AEP) AWARD AEP highlights the Cities purchasing policies and practices. . 2020: Won the National Procurement Institute, Inc. for the loth time. Santa Clarita is one of 69 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 Treasurers of the United States and Canada to honor excellence in written investment policy. . 2020: Santa Clarita won for the 26th consecutive year GOVERNMENT FINANCE OFFICERS ASSOCIATION (GFOA) GFOA's awards for Governmental Finance that recognizes innovative contributions to the practice of governmental finance that exemplify outstanding financial management. This is the highest form of recognition in the area of govern- mental accounting and financial reporting. . 2020: Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers Associa- tion of the United States and Canada for its Comprehensive Annual Financial Report - 31st consecutive year Page 28of227 THE CITY OF SANTA CLARITA Community Profile NATIONAL INSTITUTE FOR PUBLIC PROCUREMENT (NPI) NPI establishes a program designed to recognize organizational excellence in public procurement. These prestigious awards recognize organizations that demonstrate excellence by obtaining a high score based on standardized criteria. . 2020: Achievement of Excellence in Procurement Award - 10th 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, "City's Tourism Program" . 2008: Innovative Design of the Year for, "City's Transit Maintenance Facility" OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 29of227 CALIFORNIA ASSOCIATION OF PUBLIC INFORMATION OFFICIALS (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 . 2020: Graphic Design, "Sammy Stories" . 2020: Writing, "Saugus Strong" Article . 2020: Social Media - Best Use Overall, "Saugus Strong Tiles" . 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 Page 30of227 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 2021-2022 Page 31 of227 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 operations of the City. The City Manager's duties include appointing Department Directors, who are then responsible for the day-to-day operations of their own departments. Department Directors then have the task of hiring 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 be involved in a wide range of activities from reviewing City ordinances to recommending major revisions to City programs. Public meetings are held on a regular basis. City Council City Attorney ■ City Manager's Office FAdministrative Services Neighborhood Services Recreation and Community Services Public Works Community Development ■ Public Safety Page32of227 THE CITY OF SANTA CLARITA Community Profile Commissions, Volunteer Boards and Committees IK�JuIuIF=rJL�J.l=1 Plannine Commission Dan Masnada, Chair The Planning Commission is a five -member commission appointed by the City Dr. Dennis Ostrom, 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 Lisa Eichman Ordinance and other land use regulations, and recommendations on development Tim Burkhart applications. Dianna Boone, Chair Parks, Recreation & Community Services Commission Jonathan Waymire, Vice Chair The Parks, Recreation & Community Services Commission is a five -member com- Henry Rodriguez mission appointed by the City Council to make recommendations to the Council on Skye Ostrom all matters pertaining to parks and public recreation. Victor Lindenheim Dr. Michael Millar, Chair Arts Commission Susan Shapiro, Vice -Chair The Arts Commission is a five -member commission appointed by the City Council April Scott -Goss Patti Rasmussen to consider and advise the Council on arts -related issues such as public art, arts Vanessa Wilk education, facilities, and other areas. \'L• 91.Y��=1:J=t�l_V:J��-f_V.I�1K�lululYi��-f 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 2021-2022 Page33of227 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 through 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. Page34 of227 THE CITY OF SANTA CLARITA Community Profile THIS PAGE INTENTIONALLY LEFT BLANK OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page35of227 Funded Regular Full -Time Equivalent Positions in the City by Departments Administrative Services Administration Director of Administrative Services 1 1 Senior Management Analyst 0 1 Management Analyst 1 0 Executive Administrative Assistant 0 1 Executive Secretary 1 0 Finance Finance Manager 1 1 Finance Administrator 1 1 Payroll Administrator 1 1 Senior Financial Analyst 1 1 Financial Analyst 3 4 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 1 1 Purchasing and Risk Administrator 1 1 Administrative Analyst 1 1 Deputy City Clerk 1 1 Project Technician 3 3 Buyer 2 2 Mail Services Specialist 1 1 Administrative Assistant 0 1 Secretary 1 0 Mail Clerk 3 3 Clerk 2 0 Office Assistant 0 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 6 Program Specialist 1 1 Page36of227 THE CITY OF SANTA CLARITA Community Profile 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 Senior Management Analyst 0 1 Management Analyst 1 0 Recreation and Community Services Supervisor 1 1 Administrative Analyst 1 1 Executive Office Administrator 0 1 Executive Assistant 1 0 Executive Administrative Assistant 0 1 Executive Secretary 1 0 Administrative Assistant 0 1 Secretary 1 0 Office Assistant 0 1 Clerk 1 0 Communications Communications Manager 1 1 Communications Specialist 3 3 Graphic Artist 1 1 Administrative Assistant 0 1 Secretary 1 0 Program Specialist 1 1 Human Resources Human Resources Manager 1 1 Employee and Labor Relations Administrator 1 1 Senior Human Resources Analyst 1 1 Human Resources Analyst 1 1.5 Administrative Analyst 3 3 Human Resources Technician 1 1 Administrative Assistant 0 1 Secretary 1 0 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 37of227 Community Development Administration Director of Community Development 1 Senior Management Analyst 0 Management Analyst 1 Executive Administrative Assistant 0 Executive Secretary 1 Community Preservation Community Preservation Manager 1 Housing Program Administrator 1 Senior Code Enforcement Officer 2 Administrative Analyst 0 Code Enforcement Officer I111 6 Graffiti Coordinator 1 Project Technician 1 Graffiti Specialist 1 Administrative Assistant 0 Secretary 1 Graffiti Worker 3 Office Assistant 0 Clerk 1 Planning and Economic Development Planning and Economic Development Manager 1 Planning Manager 1 Senior Planner 1 Associate Planner 6 Economic Development Associate 2 Assistant Planner II 3 Administrative Analyst 3 Assistant Planner I 1 Project Technician 3 Administrative Assistant 0 Secretary 2 Program Specialist 1 1 1 0 1 0 1 1 2 1 6 1 1 1 1 0 3 1 0 1 1 1 6 2 3 3 1 3 2 0 1 Page38of227 THE CITY OF SANTA CLARITA Community Profile Neighborhood Services Administration Deputy City Manager 1 0 Director of Neighborhood Services 0 1 Senior Management Analyst 0 1 Management Analyst 1 0 Executive Administrative Assistant 0 1 Executive Secretary 1 0 Environmental Services Environmental Services Manager 1 1 Stormwater Compliance Administrator 1 1 Administrator 1 1 Project Development Coordinator 1 1 Administrative Analyst 1 1 Project Technician 2 2 Administrative Assistant 0 1 Secretary 1 0 Library City Librarian 1 1 Library Administrator 3 3 Senior Librarian 3 3 Librarian 15 15 Library Assistant 10 10 Parks Parks Manager 1 1 Parks Administrator 2 2 Project Development Coordinator 1 1 Supervisor 7 7 General Maintenance Specialist 3 3 Groundskeeper Il 9 9 Administrative Assistant 0 1 Secretary 1 0 General Maintenance Worker 3 5 Groundskeeper 16 16 Special Districts er Urban Forestry Special Districts Manager 1 1 Landscape Maintenance Administrator 1 1 Urban Forestry Administrator 1 1 Project Development Coordinator 3 3 Tree Specialist 2 2 Landscape Maintenance Specialist 4 4 Administrative Assistant 0 1.6 Secretary 1.6 0 Tree Trimmer 3 3 Program Specialist 1 1 Transit Transit Manager 1 1 Transit Coordinator 1 1 Administrative Analyst 4 4 Office Assistant 0 4 Clerk 4 0 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 39of227 Public Works Administration Director of Public Works 1 City Engineer 1 Senior Management Analyst 0 Management Analyst 1 Administrative Analyst 1 Executive Administrative Assistant 0 Executive Secretary 1 Office Assistant 0 Clerk 1 Building and Safety City Building Official 1 Assistant Building Official 2 Senior Engineer 0 Engineer 3 Assistant Engineer 1 Project Manager 1 Supervising Building Inspector 1 Project Development Coordinator 2 Senior Building Inspector 2 Building Inspector I/II 7 Permit Specialist 3.5 Administrative Assistant 0 Secretary 1 Office Specialist 0 Administrative Clerk 1 Office Assistant 0 Clerk 3 Capital Improvement Projects Assistant City Engineer 1 Parks Planning and Open Space Manager 1 Senior Engineer 4 Environmental Administrator 1 Engineer 3 Assistant Engineer 2 Project Manager 3 Administrator 1 Project Development Coordinator 3 Supervising Public Works Inspector 1 Administrative Analyst 2 Public Works Inspector 3 Administrative Assistant 0 Secretary 1 Office Assistant 0 Clerk 1 1 1 1 0 1 1 0 1 0 1 0 2 3 1 1 1 2 2 7 3.5 1 0 1 0 3 0 1 1 4 1 3 2 3 1 3 1 2 3 1 0 2 0 Page 40 of227 THE CITY OF SANTA CLARITA Community Profile Engineering Services Assistant City Engineer 1 1 Senior Engineer 2 2 Engineer 2 2 Assistant Engineer 1 1 Project Manager 1 1 Project Development Coordinator 2 2 Supervising Public Works Inspector 1 1 Public Works Inspector 3 3 Permit Specialist 2 2 Administrative Assistant 0 1 Secretary 1 0 General Services General Services Manager 1 1 Administrator 3 3 Supervising Vehicle Maintenance Mechanic 1 1 Supervisor 6 6 Environmental Field Specialist 2 2 Vehicle Maintenance Mechanic 3 3 Engineering Technician 1 1 General Maintenance Specialist 3 3 Street Maintenance Worker 23 24 Administrative Assistant 0 1 Secretary 1 0 Vehicle Maintenance Technician 1 1 General Maintenance Worker 4 4 Clerk 1 0 Traffiic Assistant City Engineer 1 1 Senior Traffic Engineer 2 2 Traffic Signal System Administrator 1 1 Engineer 2 2 Senior Planner 1 1 Trails and Bikeway Planning Administrator 1 1 Assistant Engineer 1 1 Transportation Planning Analyst 1 1 Traffic Signal Specialist 1 1 Project Development Coordinator 1 1 Traffic Signal Technician 1 1 Administrative Assistant 0 1 Secretary 1 0 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 41 of227 Recreation and Community Services Administration Director of Recreation and Community Services 1 Acquisition Specialist 1 Senior Management Analyst 0 Management Analyst 1 Administrative Analyst 1 Executive Administrative Assistant 0 Executive Secretary 1 Office Specialist 0 Administrative Clerk 0.4 Office Assistant 0 Clerk 0.5 Arts and Events Arts and Special Events Manager 1 Arts and Special Events Administrator 2 Arts and Special Events Supervisor 5 Arts and Special Events Coordinator 5 Administrative Assistant 0 Secretary 1 Program Specialist 3 Office Assistant 0 Clerk 1 Recreation and Community Services Recreation and Community Services Manager 1 Recreation and Community Services Administrator 3 Recreation and Community Services Supervisor 9 Recreation and Community Services Coordinator 17 Project Technician 1 Aquatics Specialist 2 Administrative Assistant 0 Secretary 1 Program Specialist 5 Preschool Teacher 2.6 Office Assistant 0 Clerk 1.75 1 1 1 0 1 1 0 0.4 0 0.5 0 1 2 5 6 1 0 3 1 0 1 3 9 18 1 2 1 0 5 2.6 2 0 Page 42of227 THE CITY OF SANTA CLARITA Community Profile THIS PAGE INTENTIONALLY LEFT BLANK OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 43of227 Page 44 of 227 City Philosophy As City employees, we are proud to say that WE ARE THE CITY OF SANTA CLARITA. We take pride in our organization, our community and ourselves. Our mission is to deliver the best and most cost cf ficient municipal service to the citizens and City Council of Santa Clarita. We value excellence We provide high quality and timely services. We encourage education and continual professional development. We have a strong commitment to the community, the organization, and individual professions. We conduct ourselves professionally. We believe that prudent management of our resources demonstrates our respect for the citizens whose monies support this organization. We believe that diversity among staff and in the community creates strength. We value a humanistic approach Our actions recognize humans, human feelings and the importance of the individual. We believe in participative management. We encourage employees to enjoy their time at the work site. We encourage ideas that improve the mental and physical health of the employees. We are united in our efforts to support, respect and encourage individual talents and contributions. We value creativity We have a bias for action. We believe in taking reasonable risks. We accept innovative people. We value a futuristic approach We value our enthused workforce We encourage actions which keep employees motivated and competent. We respect loyalty to the City. We value ethics We believe the soundest basis for judging the rightness of an action is a test of its morality, legality, and its effect on human rights. We treat our fellow employees and community members fairly and equally, without prejudice or bias. We value an open and non -bureaucratic government We keep the public informed of what we do. We share ideas, information, and feelings with employees. We are helpful, courteous, and cooperative with the public and one another. We encourage decision making on the front lines. We are an integrated organization, we are a team. We value our City Council and public service We recognize the importance of the process which elected the Council. We recognize the importance and difficulty of the Council's job. We are fully prepared for Council meetings. We understand the importance of public service. We want decisions that will endure the test of time. We are committed to advancing the well being We want a City that future generations will love. of the community. THE CITY OF SANTA CLARITA Community Profile THIS PAGE INTENTIONALLY LEFT BLANK OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 45of227 4 SANTA �'1 ° 9 City of b N A TA LARITA �,soE�EMA� Strateg0 ic Plan santa-claritaxom SC2025 - Strategic Plan is -LIRITA CREg7�ON PLAN Air. o 0Jl:lC, :_111111LCl•i•Julul�l:I�r� • Complete construction of the Central Park Bulldout Project by adding four new sports fields, additional parking, restroom, and an upgraded dog park. • Implement the Parks and Recreation 5-Year Plan. • Open and program the new Canyon Country Community Center. • Complete design and begin construction of Via Princessa Park, • Complete community outreach and open the Arts/Cultural and Veterans Center. • Complete the Master Plan for the Pioneer Oil Refinery Park. • Complete and place in service the Vista Canyon Metrolink Station. • As City Parks are improved or developed, expand accessibility by providing inclusive play elements. • Design and construct an inclusive playground on the west side of the City. • Redesign the second phase of the Master Plan for the Santa Clarita Sports Complex expansion. • Complete construction of subsequent phases of the Sand Canyon Trail where right of way access is attainable. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 47of227 • Continue to implement traffic circulation upgrades to improve intersection safety and enhance traffic flow. • Complete design and begin construction of Dockweiler/ 13th Street. • Complete the design of Via Princessa Roadway between Isabella Parkway and Golden Valley Road. • Complete the Master Plan for the Saugus Recreation and Open Space property. • Install an automated traffic system to notify City staff of unforeseen traffic incidents and improve response time to mitigate traffic congestion along major corridors. • Implement the updated 2020 Non -Motorized Transportation Plan to create more opportunities for routine walking and biking throughout the City. • Partner with Family Promise SCV with the development of their transitional housing project on Newhall Avenue. • Partner with Bridge to Home with the development of the permanent homeless shelter project on Drayton Street. • Conduct feasibility study, design, and construct a second bike park in the community. • Conduct a comprehensive needs assessment and facility study for the Santa Clarita Public Library. • Reevaluate and update the original development plan for David March Park. • Increase Open Space acreage and continue conservation efforts. • Pursue State of California Historical Designation for La Puerta, located in Elsmere Canyon, as well as recognition as a trail loop by the U.S. Forest Service. Page 48of227 THE CITY OF SANTA CLARITA SC2025 - Strategic Plan _ *COPIPIUNITT ENGAGEMENT • Develop, produce, and support events that celebrate Santa Claritds diversity, including a signature event series at the new Canyon Country Community Center. • Update/Create a new City website that aims to increase accessibility and engagement. • Increase community engagement and service awareness through the relaunch of the "You've Got a Friend at City Hall" campaign and City Store. • Utilize new technology to enhance communication campaigns and outreach, and continue evolving and assessing social media platforms. • Facilitate the new Santa Clarita Human Relations Roundtable. • Research and consider a feasible location for a Santa Clarita Cultural Center. • Expand community programming specifically geared toward at -risk teens. • Analyze progress and create a status report for the Arts Master Plan so the plan will continue to serve as a guiding arts document through 2025. • Create a Library -based homeschooling program through partnerships and provide enhanced collections and resources to support homeschooling families. • Continue implementation of the Community Plan to Address Homelessness through facilitation of the Community Task Force. • Develop and launch a mobile library solution for disadvantaged communities, homebound residents, and students. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 49of227 3 WEEK, . Continue efforts to preserve historic infrastructure and material. • Continue the Annual Overlay and Slurry Seal Program to ensure high -quality roadways. • Conduct a needs assessment and facility study for the City's park facilities and the staff buildings/maintenance yard at Central Park and the Corporate Yard. • Rehabilitate older parks and recreation facilities to enhance internal operational efficiency and overall user experience. • Prepare updated reserve studies for all 60 financially independent Landscape Maintenance District local zones, as well as the Areawide zone and Streetlight Maintenance District. • Continue the Bridge Preventative Maintenance Program. • Continue sidewalk monitoring and maintenance to ensure safe paths of travel along City sidewalks and access ramps. • Implement a phased Bus Stop Improvement program focused on improving customer amenities, access to bus stops, sidewalks, ADA ramps, wayside signage, and the enhancement of lighting and displays. • Complete Copper Hill Bridge widening construction and trail improvements in conjunction with the Tesoro Highland Project. Page 50 of227 THE CITY OF SANTA CLARITA SC2025 - Strategic Plan :1_I:Lei I:ICI • Collaborate with the Economic Development Corporation and Chamber of Commerce to attract businesses and jobs to Santa Clarita. • Attract new and retain existing opportunities for tourism in the City. • Complete the rehabilitation and rebranding of The Cube ice rink to generate tourism and large special events. • Develop a five-year plan to strategically expand the installation of fiber Citywide to support businesses. • Complete a comprehensive update of the Old Town Newhall Specific Plan. • Create a Town Center Specific Plan. • Attract new and retain existing opportunities for filming in the City. • Develop a plan to use Tourism Marketing District funding for capital improvements that would serve visitors to the City's public facilities. • Develop a public/private partnership to address parking needs in Old Town Newhall. • Continue the administration of the COVID-19 response funding and advocate for additional resources through the duration of the economic recovery. • Research how to become a venue for the 2028 Olympics. • Create a Zen Garden as a tourist attraction. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 51 of227 L,IK�Julu=i�_ _ _�.I��-���-�r__- • Complete the inventory of the urban forest to document tree locations and conditions, and use inventory to assist with future urban forestry planning. • Continue the median beautification program, including the renovation of turf segments, replacement of antiquated irrigation systems, installation of water efficient plants, and potential construction of new landscaped medians. • Administer a robust Graffiti Removal Program that includes education, prevention, and enforcement components. • Complete energy efficiency and ultraviolet lighting upgrades to all City facilities. • Install trash capture devices to trap and prevent trash from entering storm drains and making its way into the Santa Clara River. • Work toward the stormwater infiltration requirements set forth in the Upper Santa Clara River Enhanced Watershed Management Program (EWMP). • Develop a Citywide neighborhood outreach, rehabilitation, and beautification program. • Ensure that 50% of all new bus purchases are zero emission. • Continue efforts to achieve the goal of 75% solid waste diversion through the implementation of various programs including increased organic waste diversion. Page52of227 THE CITY OF SANTA CLARITA SC2025 - Strategic Plan � is V Chi TIN s4 }ir eT-A - �� 7 • Deliver a customer service based training program for City contract service providers. • Explore opportunities for additional City -sponsored wellness initiatives, including celebrations and recognitions of staff and our contract partners for their contributions to the organization. • Transition to digital automation to streamline processes and enhance the resident service experience. • Expand flexible, online in-house learning through micro -learning. • Continue efforts in preventing large-scale mining in Soledad Canyon. • Ensure an acceptable alignment of the California High Speed Rail project. • Create and implement a post -pandemic program for the organization, focusing on employee engagement and motivation. • Annually review the City's Executive and Legislative Platform to further the interests of the City and employ an active advocacy program. • Maintain effective partnerships with Los Angeles County and the 5th District Supervisor to address changing priorities in the Santa Clarita Valley. • Continue the development and implementation of an organization -wide succession plan. • Review and evaluate the Santa Clarita 2025 Plan on an annual basis to ensure continued relevancy and address changing needs in the community. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 53of227 L� 1�1-111 let-'1_I ;I • Continue to address crime trends through strategic operations to maintain record -low crime rates and the communities "Safest City' designation. • Complete construction of the new Santa Clarita Valley (SCV) Sheriff's Station and successfully transition operation of the new facility. • Develop a comprehensive emergency preparedness plan that addresses both internal and external needs and trends such as active shooter training, earthquake preparedness, Emergency Operations Center activation, etc. • Conduct a facility and equipment needs assessment to improve and enhance emergency response efforts by the City to include new potential threats such as Public Safety Power Shutoff events. • Create an Emergency Response Stakeholder Group comprised of the City, Sheriff, and Fire and facilitate quarterly meetings. • Acquire a City Mobile Incident Command Post for increased situational awareness and effective communication with other agencies during emergencies. • Evaluate and apply for law enforcement grant funding opportunities to increase service capacity, improve technology, and target specific areas of crime. • Increase presence and engagement between the community and local law enforcement through social media outreach and by hosting at least four community events per year. • Develop and implement Crime Prevention Unit (CPU) priorities to encourage collaboration with other agencies and assist with complex issues in the community such as homelessness. • Complete a workload analysis to review resource allocations (units/overhead) at the SCV Sheriff's Station that adequately supports the growth of the community and the needs of the residents. • Procure and implement new technology, such as Automated License Plate Readers (ALPRs), into the SCV Sheriff's Station operations to improve antiquated operations and increase efficiencies. • Continue facilitation of the Traffic Safety Team to maintain a record low collision rate. Page 54 of227 THE CITY OF SANTA CLARITA SC2025 - Strategic Plan THIS PAGE INTENTIONALLY LEFT BLANK OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 55of227 User's Guide =49la-lr110_I. ex",IJe1�luIJ:1�J1�uI���rJ:1ICU11aJ� 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 budgetallocations. 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 & Capital Improvement Projects 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 expenditures 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. Page 56 of227 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: January 5 • Budget Kick -Off Meeting with Staff February 1 • City Council Budget Committee Meeting February 2 • Joint City Council/Planning, PRCS, and Arts Commissions Budget Study Session February 25 • Final Proposed Budget Package Due to the City Manager March 17 • Department Budget Discussions March 29 • Capital Improvement Budget Funding Meeting June 1 • Presentation of Capital Improvement Program to Planning Commission June 8 • Public Hearing for Budget and CIP June 22 • 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 Adiustment: This is a transfer that does not change the total appropriated amount within a fund and does not require Council action. Depending upon the budget category affected by the transfer, approval may be granted by the City Manager or his designee. Department heads have discretion to reapportion funds between certain line -items within a program, but may not exceed the total appropriated amounts for each category. Budget Amendment. This is an adjustment to the total appropriated amount within a fund which was not included in the original budget. These supplemental appropriations require formal action by the City Council. Types of modifications can be categorized as follows: • Unanticipated revenue, which was not projected in the budget, may be appropriated by Council for expenditure in the fiscal year received. • Prior year reserves or fund balances may be appropriated to fund items not previously included in the adopted budget. Reserves/fund balances exceeding minimum amounts required by administrative policies may be appropriated if it is determined to be in the best interest of the City. The City Council must also appropriate reserves in case of emergencies or unusual circumstances. • Transfers between funds require formal action by the City Council. Unexpended appropriations automatically lapse at the end of the fiscal year, and are included in the ending fund balance calculations within each fund. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 57of227 1 0 aClcl.l Introductory Sections 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 58 of227 THE CITY OF SANTA CLARITA User's Guide Personnel 5001.001 Regular Employees 5002.001 Part-time Employees 5002.002 Part-time Sick Leave Pay 5003.001 Overtime v,5004.002 Vacation Payout 5006.001 Sick Leave Payout 5011.001 Health & Welfare 5011.002 Life Insurance 5011.003 Long -Term Disability Ins 5011.004 Medicare 5011.005 Worker's Compensation 5011.006 PERS 5011.007 Deferred Compensation 5011.010 Supplemental Health 5011.013 Wellness Benefit Total Personnel 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 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 1,375,811 45,806 111 521 5,306 16,351 138, 589 2,477 7,113 23,967 31,163 125,222 29,000 19,094 2,200 1,842 ,731 2,170 43,662 800 2,000 225 22,575 115 11,825 121,050 15,500 28,775 18,035 19,818 5,534 83,649 Total Operations & Maintenance 375,733 OperationsTotal Total 2021-22 Budget ©- 2,218,464 OKeyorg: 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 indicates the appropriations for the fiscal year. 0 Cateeory: The budget is divided into three categories: Personnel, Operations & Maintenance, and Capital Outlay. Each department is required to stay within the category level. © Bottom Line: Total appropriation for the budget program. Capital Improvement Program Sections These sections contain detailed information about the capital improvement projects that the City plans to initiate over the next year. Each project information sheet includes the project name, number and location (written and visual), a brief description of the project, a statement of justification, a breakdown of project costs by typical expenditure category, and a breakdown of project funding by source. An example of a CIP project information sheet is on the following page. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 59of227 Capital Project Information Guide: SAMPLE Project Name: 2021-22 OVERLAY AND SLURRY SEAL PROGRAM OProject Number: M0144 Project Location: Citywide •1 '.seacerli,U `.�'/&Wpa14 ice_ .: s.• '1 "'c G 04 bad ` o City of pie' `, Qm Santa CBariia ; ,i• '16 a rl►l RROJECTLOCATKIN: CITYWIDE 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 $22,900,000 is needed annually to maintain a 70 Pavement Condition Index (PCI) rating of the City's roadway infrastructure. Justification: Each year, the City dedicates a substantial portion of its capital budget to the Annual Overlay and Slurry Seal Program. This annual project strives to maintain the quality and viability of the City's streets infrastructure. Project Status: Approved Department: Public Works Project Manager: Damon Letz © Project Cost Estimate ($): Prior Expend. Cateeorv: Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total Environmental $ 0 30,000 60,000 60,000 60,000 60,000 270,000 Design/Plan Review 0 670,000 500,000 500,000 500,000 500,000 2,670,000 Right -Of -Way 0 0 0 0 0 0 0 Construction 0 10,849,129 22,340,000 22,340,000 22,340,000 22,340,000 100,209,129 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $ 0 11,549,129 22,900,000 22,900,000 22,900,000 22,900,000 103,149,129 ©Project Funding: Prior Fundine Source: Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total Measure R Local 0 2,789,821 0 0 0 0 2,789,821 Measure M Local 0 3,632,233 0 0 0 0 3,632,233 Senate Bill 1RMRA 0 5,127,075 0 0 0 0 5,127,075 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 11,549,129 22,900,000 22,900,000 22,900,000 22,900,000 103,149,129 O Project Number: M0144 Category Abbreviations: A=Arts B=Beautification & Landscaping C=Circulation D=Disability E= Emergency F= Facilities & Buildings M = Categorical identification of capital project 0 = The area of the City in which the project is located 144 = The assigned project number Area: M=Maintenance O=Citywide P=Parks & Recreation 1=Valencia R=Resource Mgmt. & Conservation 2=Newhall S=Street & Bridges 3=Canyon Country T=Trails & Transit 4=Saugus © Project Cost Estimate ($): This area shows a detail of the costs of the project by year and expenditure category. © Project Funding: This area shows the detail of the estimated costs of the project by year and by funding source. Page 60 of227 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 adjusted by the change in population of the City or the County combined with either the change in California per capita personal income or the change in the local assessment roll, due to local nonresidential construction. Proposition I I I also changed the base year for all municipalities to 1986- 87.a Starting with a base year limit of $47,350,022 for 1986-87 and increasing it to the 2021-22 limits by using the guidelines set forth in Proposition 111, the calculation would be as follows: 2007-08 209,330,064 4.42% 9,252,389 218,582,452 5.68% 12,415,483 230,997,936 2008-09 230,997,936 4.29% 9,909,811 240,907,747 .50% 1,204,539 242,112,286 2009-10 242,112,286 .62% 1,501,096 243,613,382 .64% 1,559,126 245,172,508 2010-11 245,172,508 (2.54%) (6,227,382) 238,945,126 .65% 1,553,143 240,498,270 2011-12 240,498,270 2.51% 6,036,507 246,534,776 .35% 862,872 247,397,648 2012-13 247,397,648 3.77% 9,326,891 256,724,539 .38% 975,553 257,700,093 2013-14 257,700,093 5.12% 13,194,245 270,894,338 15.44% 41,826,086 312,720,424 2014-15 312,720,424 (.23%) (719,257) 312,001,167 1.98% 6,177,623 318,178,790 2015-16 318,178,790 3.82% 12,154,430 330,333,220 1.91% 6,309,364 336,642,584 2016-17 336,642,584 5.37% 18,077,707 354,720,291 1.72% 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 2021-22 444,856,663 5.73% 25,490,287 470,346,950 .21% 987,729 471,334,679 Millions 480- 460- 440- 420- 400- 380- 360- 340- 320- 300- 280- 260- 240- 220- 200- 180- 160- 140- 120- 100- 80- 60- 40- 20- 0 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 2021-22 - Gann Appropriation Limit Proceeds of Tax OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 61 of227 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 Association standards for financial reporting and budgeting, by the Governmental Accounting Standards Board and other professional standards. I. CASH MANAGEMENT A. Purpose An investment policy has been approved by minute order and as a best practice, is reviewed annually by the City's Investment Committee consisting of the City Manager, Assistant City Manager, and the City Treasurer. The investment policy provides guidelines on authorized investments and investment risk, for the prudent investment of temporary idle cash, and outlines the policies for maximizing the efficiency of the cash management system. The ultimate goal is to enhance the economic status of the City, while protecting its pooled cash. B. Objective The cash management system is designed to accurately monitor and forecast expenditures and revenues, thus enabling the City to invest funds to the fullest extent possible. The City attempts to obtain the highest possible yield, as long as investments meet the criteria established for safety and liquidity. C. Policy In order to maximize interest earnings, the City commingles the cash of all funds, except those funds held in trust for the City by various financial institutions in accordance with applicable trust agreements related to debt issues. Interest revenue derived from commingled cash is allocated monthly to the participating funds based on the relative cash balance of each fund. D.Procedures Criteria for selecting investments and the order of priority are: 1. Safety The safety and risk associated with an investment refers to the potential loss of principal, interest, or a combination of these amounts. The City only operates in those investments that are considered very safe and are allowable under Government Code Section 53601. 2. Liquidity This refers to the ability to "cash in" at any moment in time, with a minimal chance of losing some portion of principal or interest. Liquidity is an important investment quality, especially when the need for unexpected funds occasionally occurs. 3. Yield This is the dollar earnings an investment instrument can provide, and sometimes is described as the rate of return. Page 62 of227 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 practices. Some of these practices include: • The decisions made in the good times are more important than the decisions made during the bad times • Live below our means • Run a lean organization • Use conservative five-year projections • Employ full -cost recovery when setting fees • Diversify revenue • Use one-time money only for one-time expenses • When in doubt, contract out Purpose of an Annual Budget The City of Santa Clarita's budget serves as a "blueprint" for providing City services, as a working financial plan and communication tool for City residents, businesses, and employees. The document is designed to give clear and accurate information to the community with respect to how its local government is organized and operates. The Capital Improvement Program 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 I to June 30 of the following year. Budget & Capital Improvement Program (CIP) Preparation The budget is prepared each year by the City Manager's Office and the Department of Administrative Services, 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 Department of Administrative Services. The CIP preparation process has been integrated into the budget process. Annually, in January, each department is presented with a Budget Preparation Guide. The Finance Division provides estimated revenues for the coming year and year-end projected revenues for the current fiscal year. Department expenditure and CIP requests are prepared reflecting these projected revenue trends and estimates. In March, the departments submit their proposed budgets and requests for the upcoming fiscal year to the City Manager. The budget requests are reviewed by the City's Budget Team. In March and April, the City Manager analyzes the requested departmental budgets and either approves, denies, or revises the requested funding amounts. The final product becomes the draft, proposed Annual Budget and CIP document presented to the City Council. The City Council has appointed a Council Budget Subcommittee that meets during the budget process. Budget study sessions are conducted with the City Council and the Commissions in the months of February and May. Citizens have an opportunity to comment on the draft document during study sessions and at the public hearing in June. During the budget study session and the public participation period, the draft Annual Budget and CIP document maybe revised or amended to reflect spending priorities that may differ from those presented in the draft document. The final Annual Budget, with the corresponding CIP, is adopted by resolution of the City Council and takes effect on July 1. Once adopted, the City of Santa Clarita has a new operating budget and fiscal plan for the coming year, and a program for capital spending. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 63of227 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 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 CIP. The budgetary control for the CIP 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 designee. Department heads have discretion to reapportion funds between certain line -items within a program, but may not exceed the total appropriated amounts for each category. Budget Amendment This is an adjustment to the total appropriated amount within a fund which was not included in the original budget. These supplemental appropriations require formal approval by the City Council. Types of modifications can be categorized as follows: • Unanticipated revenue, which was not projected in the budget, may be appropriated by Council for expenditure in the fiscal year received. • Prior year reserves or fund balances may be appropriated to fund items not previously included in the adopted budget. The appropriation of reserves in the case of emergencies or unusual circumstances requires approval by the City Council. . Transfers between funds require formal approval by the City Council. Unexpended appropriations automatically lapse at the end of the fiscal year, and are included in the ending fund balance calculations within each fund. II. BUDGET POLICIES AND PROCEDURES A. Policy The City Manager shall submit a proposed budget to the City Council each year. It is the stated policy of the Council and City Manager that ongoing revenues match or exceed ongoing appropriations. B. Budget Basis The budgets of general government type funds (for example, the general fund itself, and gas tax funds) are prepared on a modified accrual basis. This means that obligations of the City are budgeted as expenses, but revenues are recognized only when measurable and available. The Comprehensive Annual Financial Report (CAFR) shows the status of the City's finances on the basis of "generally accepted accounting principles" (GAAP). In most cases, this conforms to the way the City prepares the budget. One exception is the treatment of compensated absences. Compensated absences, compensatory time and vacation leave, are treated slightly different in the budget than in the CAFR. C. Budget Responsibility The department heads are responsible for preparing their budget requests and department revenues in accordance with the guidelines provided by the City Manager and Budget Officer. The Department of Administrative Services provides cost experience data as required by City departments. The Department of Administrative Services prepares all other revenue, debt service, and reserve estimates. Page 64 of227 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 services, to recommend revisions in organizations and methods, and to outline requirements for capital outlay items. E. Operating Budget Ongoing operating costs should be supported by ongoing, stable revenue sources. This protects the City from fluctuating service levels and avoids crises when one-time revenues are reduced or removed. Listed below are some corollaries to this policy. • Funding of Ongoing Operating and Maintenance Costs Funding of ongoing operating and maintenance costs, such as street resurfacing and trail maintenance, should be financed through recurring operating revenues. • 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 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. F. Revenue and Expenditure Forecasting • Formal historic trend analysis will be performed and updated in preparation for the annual budget development and during the midyear budget review process. • Ongoing analysis will be maintained to determine whether revenues or expenditures will deviate from their long- term trends over the next five years. • Whenever necessary, independent revenue forecasting will be performed on major revenue sources, such as for sales tax and property tax revenue. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 65of227 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 fluctuations in any one revenue source. User fees for all operations will be examined and adjusted annually to ensure that fees cover the direct and indirect costs of service where appropriate. Development fees for one-time capital expenditures attributed to new development will be reviewed annually to ensure that fees match development related expenditures. All applicable fees will be reviewed and adjusted annually according to the Consumer Price Index (CPI) to maintain cost recovery levels. I. Cost Allocation The purpose of the City's cost allocation from its Internal Service funds is to charge the departments for City resources that are being used by the individual departments and funds. 1. Self -Insurance Fund Allocation The self-insurance fund is used to account for the cost of the City's insurance premiums (such as general liability, property, and automobile insurance), as well as claims adjuster services and legal costs. Cost is allocated to each division using the exposure and budget methodology. 2. Equipment Replacement Allocation The equipment replacement fund is used to account for the acquisition, depreciation, and replacement of City vehicles and large equipment. Consistent with the City's Vehicle and Equipment Replacement Policy, charges to departments are calculated based on the annual depreciation for vehicles used by each department. 3. Computer Replacement Allocation The computer replacement fund is used to account for the acquisition, depreciation, and replacement of computers and related equipment. Charges to departments are calculated based on the number of computer work stations supported by the Technology Services staff in each department. J. Long -Term Capital Planning/Budget The five-year CIP 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 capital projects, estimate the project's impact on the City's operating budget. Amendments to capital appropriations fall under the same guidelines as changes to the operating budget, with one exception: any project change exceeding the Council approved contingency must receive specific City Council approval. This approval can be made by motion rather than resolution, and may accompany a recommendation for award of bid, change order, or other Council action. While this approval is not a strict legal requirement, it serves to keep the Council informed on capital activity and funding, and ensures that revisions of project priorities are in line with Council expectations. Page 66 of227 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 Manager, 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 Administrative Services is responsible for setting up the budget for tracking purposes, and is charged with ensuring fund availability during the year to cover expenditures and appropriations. Reports comparing the budget with expenditures are available on an ongoing basis, for review by the departments. N. Budget Revision The City Council approves total budgeted appropriations throughout the year. Actual expenditures may not exceed budgeted appropriations at the category level (e.g., Personnel, Operations & Maintenance and Capital Outlay). The City Manager or his designee is authorized to transfer budgeted amounts at the fund level. The City has the following programs accounted for through its governmental funds: general government; public safety; 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 ensuing fiscal year. All purchase order commitments outstanding at the end of the fiscal year may be continued and become part of next fiscal year's budget. III. DEBT MANAGEMENT POLICY This Debt Management Policy sets forth certain debt management objectives for the City, and establishes overall parameters for issuing and administering the City's debt, recognizing that cost-effective access to the capital markets depends on prudent management of the City's debt program. The intent of the debt management policy, among other things, is to be in compliance with Senate Bill 1029 (SB 1029). The City is committed to financial planning, maintaining appropriate reserves levels and employing prudent practices in governance, management and budget administration. It is a policy goal of the City to protect taxpayers, ratepayers and constituents by utilizing conservative financing methods, debt levels and techniques so as to obtain the highest practical credit ratings (if applicable) and the lowest practical borrowing costs. Debt Management Objectives The purpose of this Debt Management Policy is to assist the City in pursuit of the following equally -important objectives: . Minimize debt service and issuance costs; . Maintain access to cost-effective borrowing; . Ensure that the City's debt is consistent with the City's long-term 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 2021-2022 Page 67of227 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 Clarita, California, Approving Adoption of the Restated and Amended Local Public Agency Goals and Policies for Community Facilities Districts" Specifically, these guidelines address the City's use of Communities Facilities Districts established pursuant to the Mello Roos Community Facilities Act of 1982, and special assessment districts established pursuant to the Improvement Act of 1911, the Municipal Improvement Act of 1913, and the Improvement Bond Act of 1915. The City Council, as a member of Joint Powers Authorities shall take these policies into account when considering the issuance of Joint Powers Authority debt. Supplemental policies, tailored to the specifics of certain types of financings, may be adopted by the City Council in the future. These supplemental policies may address, but are not limited to, the City's general obligation, lease revenue, enterprise, and land -secured financings. The City intends to issue debt for the purposes stated in this Debt Management Policy and to implement policy decisions incorporated in the City's capital budget and the capital improvement plan. The City shall integrate its debt issuances with the goals of its capital improvement program by timing the issuance of debt and the level of debt issuance to ensure that projects are available when needed in furtherance of the City's public purposes and to avoid having to make unplanned expenditures for capital improvements or equipment from its general fund. B. Responsibility for Debt Management Activity As delegated by the City Manager, the Department of Administrative Services 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 Department of Administrative Services 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 ensure 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 Department of Administrative Services 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 circumstances exist. Tax-exempt long-term borrowing shall not be used to fund City operating costs unless allowable under Federal Tax Law and the City has no other options. Taxable borrowing may be considered if the City receives a benefit from doing so. Page 68 oi227 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 borrowing may be considered if available cash is insufficient to meet short-term operating needs. 3. Refunding Periodic reviews of outstanding debt will be undertaken to identify refunding opportunities. Refunding will be considered (within Federal tax law constraints) if and when there is a net economic benefit of the refunding. In general, and consistent with industry standards, refundings which produce a net present value savings of at least three percent 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 three percent and should be in the four percent to five percent 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 from the primary bond rating agencies 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 as required by State Law 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 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. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 69of227 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 ABXI 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 the City's municipal advisor, and bond counsel 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 CABs 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. Page 70of227 THE CITY OF SANTA CLARITA Fiscal Policies 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 eight percent of general fund expenses unless required under special circumstances. 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 twenty percent 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 are more than offset by a reduction in interest cost. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page71 of227 Debt Administration A. Use and Investment of Bond Proceeds Investments of bond proceeds shall be consistent with federal tax requirements, the City's Post -Issuance Compliance Policy and Investment Policy as modified from time to time, and with requirements contained in the governing bond documents. B. Disclosure Practices and Arbitrage Compliance 1. Financial Disclosure The City is committed to full and complete primary and secondary market financial disclosure in accordance with disclosure requirements established by the Securities and Exchange Commission (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 obligations of the City and related entities as set forth in the applicable bond documents including, but not limited to, requirements relating to the use of proceeds and facilities financed and refinanced with tax-exempt obligations, arbitrage yield restrictions and rebate, timely return filings, and other general tax requirements set forth in the applicable bond documents. In furtherance of this general policy, this Post -Issuance Compliance Policy addresses compliance monitoring and record retention with respect to such tax-exempt obligations. 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 addition to documentation showing the following with respect to tax-exempt obligations: . Expenditure of proceeds for the financed facilities; . Use of the financed facilities by the City, the general public or any third parties (including, for example, any use under a management contract, research agreement, lease, joint venture, or partnership arrangement); • Sources of payment and security for the tax-exempt obligations; • Investment of proceeds, including the purchase and sale of securities, State and Local Government Series (SLGS) subscriptions, guaranteed investment contracts, investment income received, yield calculations, and arbitrage rebate calculations; Page 72of227 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 documents 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 undertakings 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 knowledge for which they are responsible. The information contained in the Official Statement is developed by personnel under the direction of the City Treasurer, with the assistance of the financing team, including the bond counsel, disclosure counsel, City Attorney and a 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 2021-2022 Page 73of227 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 a Department of Administrative Services 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 74of227 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 SB 1029 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 2021-2022 Page75of227 VII. FINANCIAL STRUCTURE A. Accounting System and Budgetary Control In developing and evaluating the City's accounting systems, consideration is given to the adequacy of internal accounting controls. Internal accounting controls are designed to provide reasonable, but not absolute, assurance regarding: • The safeguarding of assets against loss from unauthorized use or disposition; and • The reliability of financial records for preparing financial statements and maintaining accountability for assets. The concept of reasonable assurance recognizes that: • The cost of a specific control feature should not exceed the benefits likely to be derived; and • The evaluation of costs and benefits require estimates and judgments by management. All evaluations of the City's system of internal control will continue to occur within the above framework. The City's internal accounting controls must adequately safeguard assets and provide reasonable assurance of proper recording of financial transactions. B. Fund Descriptions The City's accounting records are organized and operate on a "fund" basis, which is the basic fiscal accounting entity in governmental accounting. Each fund is designed by fund type and classification: • Governmental Funds - General, Special Revenue, Debt Service and Capital Projects • Proprietary Fund - Enterprise and Internal Service • Fiduciary Funds - Trust and Agency • Account Groups - General Fixed Assets and General Long -Term Debt C. Governmental Funds Governmental Funds are used to account for the City's expendable financial resources and related current liabilities, except for those accounted for in proprietary funds. The basic financial statements necessary to fairly present financial position and operating results for governmental funds are the balance sheet and the statement of revenues, expenditures, and changes in fund balance. Governmental funds are maintained using the modified accrual basis of accounting. • General Fund - Accounts for all the general revenue of the City not specifically levied or collected for other City funds, and for expenditures related to the rendering of general services by the City. • Special Revenue Fund - Accounts for the proceeds of specific revenue sources that are restricted by law or administrative action for specified purposes. • Debt Service Fund - Accounts for accumulation of resources for, and payment of, interest and principal on long-term debt. • Capital Project Fund - Accounts for financial resources used for the acquisition or construction of major capital facilities (other than those financed by proprietary funds). D. Proprietary Funds Generally accepted accounting principles applicable to a private commercial business are applicable to proprietary funds of a governmental entity. The accrual basis of accounting is utilized. The measurement focus is based upon a determination of net income, financial position and cash flows. Accordingly, basic financial statements are required, such as balance sheet, statement of revenues, expenses and changes in retained earnings (deficit), and the statement of cash flows. . Enterprise Fund - Accounts for operations that are financed and operated in a manner similar to private enterprises, where the intent of City Council is that the cost and expense, including depreciation and amortization, of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges; or where periodic determination of revenues earned, expenses incurred and/or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes. • Internal Service Fund - Accounts for activities involved in rendering services to departments within the City. Costs of materials and services used are accumulated in these funds and are charged to the user departments as such goods are delivered or services rendered. Page 76of227 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. E Account Groups Account Groups are used to establish accounting control and accountability for the City's general fixed assets and general long-term debt. • General Fixed Assets Account Group - Accounts for long-term assets of the City, except for those accounted for in proprietary fund types. • General Long -Term Account Group - Accounts for long-term debt of the City, except for debt accounted for in proprietary fund types. G. Fund Classifications In February 2009, the Governmental Accounting Standards Board issued Statement No. 54, Fund Balance Reporting and Governmental Fund Type Definitions. This statement establishes fund balance classifications that comprise a hierarchy based primarily on the extent to which a government is bound to observe constraints imposed upon the use of the resources reported in governmental funds. The fund balance classifications are: Non -Spendable, Restricted, Committed, Assigned, and Unassigned. • Non -Spendable - That portion of fund balance that includes amounts that are not in a spendable form (inventory, for example) or are required to be maintained intact (the principal of an endowment fund, for example). • Restricted - That portion of fund balance that includes amounts that can be spent only for the specific purposes stipulated by external resource providers (for example, grant providers), constitutionally, or through enabling legislation (that is, legislation that creates a new revenue source and restricts its use). Effectively, restrictions may be changed or lifted only with the consent of resource providers. • Committed - That portion of fund balance that includes amounts that can be used only for the specific purposes determined by a formal action of the government's highest level of decision -making authority. Commitments may be changed or lifted only by the government taking the same formal action that imposed the constraint originally. . Assigned - That portion of fund balance that comprises amounts intended to be used for specific purposes, but that are neither restricted nor committed. Such intent can be expressed either by the governing body or by an official designated for that purpose. Resolution of the City Council of the City of Santa Clarita No. 11-54 delegates the authority to assign amounts to be used for specific purposes to the Deputy City Manager for the purpose of reporting these amounts in the annual financial statements. • Unassigned - That portion of fund balance that includes all amounts not contained in the other classifications. Unassigned amounts are technically available for any purpose. The City's fund balance is classified under the five fund balance classifications. VIII. RISK MANAGEMENT The City of Santa Clarita is covered for Property, Liability and Worker's Compensation by Special District Risk Management Authority (SDRMA), a not -for -profit public agency. Limits for third -party claims consist of $10 million by SDRMA and $15 million in excess by Evanston Insurance Company. Risk Management administers the funding of the self -insured portions of the program, manages the administration of general liability claims, works in conjunction with the City Attorney's Office and outside counsel to monitor, control, and to resolve litigated matters, and provides training to minimize the risk of future losses. The Risk Management program provides centralized services to all City departments for risk management, loss control, and safety. Primary activities includes a yearly review of the City's comprehensive insurance program, including coverage for property/casualty, professional administration of the City's self -insured retention, loss prevention and control, and safety programs. Risk Management also administers the City's Contract Management system and regularly provides training on contract routing and City contractual policies. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page77of227 Summaries and Revenues Capital Improvement Program Successor Agency Personnel Services Operations & Maintenance Capital Outlay Reserves & Debt Service 46,302,426 1,252,226 64,227,085 125,788,382 5,469,296 5,229,210 Page 78of227 THE CITY OF SANTA CLARITA Summaries and Revenues THIS PAGE INTENTIONALLY LEFT BLANK OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 79of227 All Funds Budget Appropriations City Council 201,766 230,442 262,273 Administration 1,955,989 2,453,718 2,218,464 Communications 1,836,789 1,529,298 1,600,945 Human Resources 1,210,537 1,386,274 1,471,577 Administrative Services Total $ 5,205,081 $ 5,599,732 $ 5,553,260 Administration 525,002 579,751 602,411 Clerk and Contract Services 4,414,891 5,957,499 5,401,999 Finance 2,343,494 2,718,207 2,579,810 Technology Services 4,064,634 5,483,774 4,017,437 Total $ 11,348,021 $ 14,739,231 $ 12,601,658 DevelopmentConummity Administration 637,377 720,659 673,089 Community Preservation 3,473,034 10,230,362 4,516,892 CDBG 651,452 1,751,483 1,295,259 Economic Development 2,525,731 2,526,999 2,758,038 Planning 1,770,947 2,585,931 2,507,495 Public Total $ 9,058,541 $ 17,815,435 $ 11,750,772 Administration 1,048,442 1,214,045 1,167,245 Building & Safety 4,123,211 4,602,337 4,745,333 Capital Improvement Projects 2,880,955 3,166,639 3,416,517 Engineering Services 2,479,746 2,488,266 2,502,582 General Services 10,311,330 11,419,142 12,482,148 Traffic & Transportation Planning 4,366,196 4,580,018 4,427,942 Public Safety Total $ 25,209,879 $ 27,470,448 $ 28,741,767 Police Services 27,849,621 28,700,888 30,480,842 Fire Protection 32,713 5,437,830 38,044 Total $ 27,882,334 $ 34,138,718 $ 30,518,886 Administration 1,540,725 1,549,029 1,903,392 Arts and Events 3,274,220 3,036,984 4,033,000 Open Space 642,450 2,397,854 814,368 Recreation and Community Services 8,341,515 22,595,459 11,945,680 Total $ 13,798,910 $ 29,579,326 $ 18,696,441 Neighborhood Administration 742,142 826,988 801,579 Environmental Services 2,426,596 3,083,375 2,518,765 Parks 9,970,253 10,925,343 11,919,179 Public Library 6,482,831 6,814,415 7,662,192 Special Districts 22,893,534 22,755,163 22,660,381 Transit 30,051,100 40,491,175 33,907,435 Total $ 72,566,455 $ 84,896,458 $ 79,469,533 Special Services City Attorney 917,422 2,225,028 2,225,028 Total $ 917,422 $ 2,225,028 $ 2,225,028 Administration 16,386,346 9,424,116 5,927,419 Reserves - 500,000 750,000 Debt Service 6,094,741 5,398,592 4,479,210 Total $ 22,481,087 $ 15,322,708 $ 11,156,629 Redevelopment Successor Agency 1,811,064 1,398,218 1,252,226 Total $ 1,811,064 $ 1,398,218 $ 1,252,226 Subtotal All Funds 190,278,795 233,185,302 201,966,198 Capital Improvement Projects 56,411,239 155,588,384 46,302,426 Total' 6. Page 80 of227 THE CITY OF SANTA CLARITA Summaries and Revenues Where the Money Comes From All Others (Includes Developer Fees and Transit Farebox Revenues) 9% Special Districts 19 Successor Agency 1% • Other Taxes Property Tax 18 Where the Money Goes Non-Departn 4% • Successor Agency 1% Neighborhood Servic 32 • Community Development Recreation & Community Services 8% • Revenue from Other Agencies 26% Sales Tax 1 2% Licenses & Permits 3% Charges for Current Services 4% :ial Services 1% Capital Improvement Projects 19 ninistrative Services 5% OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 8Zof227 General Fund - Operating Appropriations City Council 201,766 230,442 262,273 Administration 1,955,989 2,252,225 2,218,464 Communications 1,180,581 1,298,672 1,333,241 Human Resources 1,210,537 1,386,274 1,471,577 Total $ 4,548,874 $ 5,167,613 $ 5,285,556 Administration 525,002 579,751 602,411 Clerk and Contract Services 1,654,571 2,305,676 1,865,136 Finance 2,033,806 2,289,859 2,436,810 Technology Services 3,119,407 3,442,091 3,698,395 Total $ 7,332,787 $ 8,617,377 $ 8,602,752 Development Administration 637,377 720,659 673,089 Community Preservation 3,473,034 3,898,126 4,516,892 Economic Development 1,893,425 2,010,853 2,159,964 Planning 1,770,947 1,960,931 2,007,495 Total $ 7,774,783 $ 8,590,569 $ 9,357,440 Administration 1,048,442 1,214,045 1,167,245 Building& Safety 4,123,211 4,602,337 4,745,333 Capital Improvement Projects Administration 2,857,595 3,138,682 3,382,342 Engineering Services 2,479,746 2,488,266 2,502,582 General Services 3,021,424 3,181,344 3,228,983 Traffic & Transportation Planning 2,011,321 2,136,784 2,147,272 Total $ 15,541,739 $ 16,761,459 $ 17,173,756 Public Safety/Sheriffs Police Services 27,068,542 27,850,027 29,646,836 Fire Protection 32,713 37,830 38,044 Total $ 27,101,255 $ 27,887,857 $ 29,684,880 Recreation i Administration 1,540,725 1,549,029 1,903,392 Arts and Events 3,274,220 3,036,984 4,033,000 Open Space 9,977 28,030 41,694 Recreation and Community Services 8,341,515 8,117,408 10,497,965 Total $ 13,166,437 $ 12,731,452 $ 16,476,051 Neighborhood Administration 742,142 826,988 801,579 Environmental Services 594,843 768,351 691,245 Parks 8,933,949 9,877,011 10,886,482 Special Districts 2,903,323 3,272,536 3,507,377 Total $ 13,174,258 $ 14,744,885 $ 15,886,684 Special Services City Attorney 869,033 1,944,028 1,944,028 Total $ 869,033 $ 1,944,028 $ 1,944,028 Non -Departmental Non -Departmental Admin 509,140 1,415,323 876,556 Reserves - 500,000 750,000 Total $ 509,140 $ 1,915,323 $ 1,626,556 Subtotal90,018,306 ' Interfund Transfers 23,613,464 18,343,835 13,682,570 Total69 116,704,399 119,720,272 Page 82of227 THE CITY OF SANTA CLARITA Summaries and Revenues Where the Money Comes From • Sales 33' • Other Revenue 11% ■ Interest Inco 1% ■ Transient Occ Tax 2% 3% ■ Franchise Fees 7% Transfers In 1% Where the Money Goes • Transfers O 11% • Non -Departmental 1% • Neighborhood Services 13% Development Revenues S% • Contingency Public Safety/Sheriff's 25% 8% • City Manager Administrative Administration Services 4% 7% • Property Tax 34% • Public Works 14% reation & udty Services 14% OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 83of227 Beginning Fund Balance Revenues Operating Transfers In Total Resources Available Operating Expenditures Operating Transfers Out Ending Fund Balance Reserves Advances to Other Funds Operating Reserve Unreserved Fund Balance General Fund Statement of Fund Balance $ 81,637,441 $ 82,584,098 $ 81,983,354 113,641,374 114,716,113 119,131,304 937,052 1,387,542 907,000 196,215,867 198,687,753 202,021,658 78,181,034 85,211,017 91,643,843 35,450,736 31,493,382 28,076,429 $ 82,584,098 $ 81,983,354 $ 82,301,386 81113,096 $ 74,471,001 4,200,000 3,900,000 18,760,000 $ 77,783,354 $ 59,641,386 Page 84 of227 THE CITY OF SANTA CLARITA Summaries and Revenues O M h ' 01 1D N M O 1D M Vt h M 01 O 01 00 01 N 1D M M N l0 01 W N 1D — 01 M O N m h �- I-, Mr-, M �--i 01 h 01 h O O M 'n M lD 1D 'n N 01 h --i --i M M N O 1D lD O W W O M M 01 O N O 1D lD W M 00 N M N 01 N N O O 01 O lD O Mi 01 01 O 1N-D-i OM MM h-' llN`'� 01D1 -0-� M Ml0 WW O-01 OM lhD lMD OnlD N 01 N O 01 h OWW MN V--ii lWVDi OO,O`1D O 0m N, O WM n N W D N W N I-, N--i 01 O O N 01 01M MM M M M N 01 N 01 10 C1 h n N 01 M M O n N o0r- N1D M 0 0 WM N00n01- n-0MVt1DMM00W0M 0N1D0 N N 01 M M- M 10 M Vi M i i i i i i i N 1D i N i i i i i i i i i i i C. i i i i i i i i.0 i i i' h M' O 1D 01 i i i i i i p i i N h O lD 1-1 10 �--i O O h 01 M M o0 W lD l� N O h 1D 1D 1D ' O M h M Vt ' N N ' O C1 M M ' N h M h ' M W ' 01 01 ' ' ' ' ' ' 01 M 01 M ' ' O ' ' 'n M N ' ' ' M M W O N 10 M M O M M M O h 0 N M !� M r N M 10 O 00 M O Vt W N DD M M 131 N M M 01 W N M O 00 l- 00 10 M M N h oc O N M 01 M Vt M l� h M Nt-11 O--i M M 01 M M 10 -0 M 0 'n O h W N — W w 01 O 0 M N O �Ni 0 h �N lD O- n O 0 M 10 h 01 10 N — M — N 10 N — N M 10 M ' r ' ' M ' ' ' ' ' ' ' M 01 10 O ' ' ' ' W M h 01 N 01 N M O M M 01 M M N M Vt O O M O M M M �ii r N W O M .� Vt O N .� 10 'n 1 - 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Ca 'i•' .� O 3 0 x " a a�" a .•� v wW�ti N���yaaaMaM MMMM o a o U o c C7axmUcowC7H�N�caa"a"a"a"scowb>waQaaa�Q��ao�NN¢�UC7GNUmwu. M 10 N M 10 01 O N M M w 01 O N M V7 10 01 O O N M M 'n 10 w 01 O O M 10 h M 01 O h M M N O O N M O O O O O O N M M M M M M 'n lD lD lD 1D lD 1D lD lD lD l� l� O O O O O O O O O M V't 'n Vt Vt 'n 'n 'n lD lD 1D 1D 01 O O O N N N N M M M M M 1D 10 h l" h h h OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 85 of 227 .--i '0 ' M M (D ' ' M O ' '/t .� 10 Vt N lD vt lD r-,Vt O O O Vt O 'D ' �° h D1 M D1 M --i M M r �--� �--i M �--i M D1 N l— ' M O �o Mc, lD O W 1� N o0 --i N ti 01 O �--i M to h o0 D1 00 .� M N h N h M W M h h N 'o M �--i �--i 01 O\ O h N M 0 D1 l� M N N 00 h O h - D1 `-' M M D1 O D1 00 o0 N �--i N M o0 01 O M O O M 0o M0 M D1 0O M M N M M 0 I— D1 MM M00 0--1i . 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' M M N D\ --i N . . - . . . . M . C' i i h O, O W M M O Vt l0 M M N O, r M l0 M O M �J W O h O h Vt M --i vt W M CO ' O ' 00 OO ' lD ' ' ' � O ' O O 10 -O O - ' ' ' O ' ' O ' ' ' ' 0M1 DM1 OO tho ' ' ' oO h D1 O OO D1h 0 Ot-- O h 0 Vt O h M O V1 O -O_ 00 O h M O l� M M oo O W O O h N M 8 O l� 1-1 00 M D1 M l� M M l0 l-1 M N 1-1N W 00 O °1 N v Vt D\ M D\ D\ V1 �--� M Vt N h M D\ l0 N l0 l0 D\ M l0 M D\ t4 M M O 1-1 M M �--i M O �--i O M 10 h N MN , M O O 10 Ci r . . . . . . . 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BLDG & SAFETY SRVCS 26,247 24,000 21,000 4531.003 HWY ENCROACHMENT PERMITS 485,236 500,000 500,000 4531.008 GRADING INSPECTION PERMIT 183,210 225,000 150,000 4531.018 SLURRY SEAL FEE 107,908 - - 4531.024 TRANSPORTATION PERMIT 24,698 50,000 50,000 4531.026 NEW STREET NAME REVIEW 2,684 4,000 4,000 4531.027 STREET NAME CHANGE REVIEW 1,723 2,000 2,000 4531.029 PERMIT PROCESSING 2,912 4,000 4,000 4531.039 SUSMP INSPECTION PERMIT FEES 152 25,000 10,000 4551.001 TENTATIVE MAPS 75,800 139,145 88,680 4551.002 SHE/SIGN PLAN REVIEW 21,495 20,700 27,945 4551.003 TIME EXTENSIONS 11,214 7,640 1,200 4551.004 HILLSIDE REVIEW 4,755 17,675 - 4551.006 ADJUSTMENTS 14,976 15,430 10,990 TOTAL LICENSES & PERMITS $ 5,660,162 $ 7,585,049 $ 6,514,739 FINES. FORFEITURES & PENALTIES 4201.001 PARKING CITATIONS $ 649,531 $ 540,000 $ 800,000 4521.006 B&S FINES AND PENALTIES 24,253 3,500 3,000 4551.021 CP CITATION 206,332 160,000 160,000 4531.038 ENG SVCS FINES & PENALTIES - 500 500 TOTAL FINES, FORFEITURES & PENALTIES $ 880,116 $ 704,000 $ 963,500 USE OF MONEY & PROPERTY 4303.001 INTEREST INCOME $ 2,195,159 $ 1,553,510 $ 1,150,544 4303.007 INTEREST -BANK OF STA CLARITA 4,615 - - 4305.001 UNREALIZED GAIN/LOSS INVE 1,204,021 - 4306.004 INTEREST INC-B&T ADVANCE - 5,844 - 4306.008 INTEREST INC-PUB LIBRARY ADVANCE 89,580 62,000 29,800 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 89of227 Budget Revenues Three -Year History 4311.001 RENTAL INCOME -CITY HALL 23,059 22,000 22,000 4311.007 RENTAL INCOME - MISC 67,766 67,602 67,000 4312.004 CONCESSIONS REVENUE 7,969 - - 4312.007 RENTAL INCOME -BUSINESS INCUBATOR 4,800 - - 4312.008 DARK FIBER LEASE 72,257 87,256 87,256 4531.028 NEXTG RIGHT OF WAY USE 9,682 9,000 9,000 TOTAL USE OF MONEY & PROPERTY $ 3,678,909 $ 1,807,212 $ 1,365,600 REVENUES FROM OTHER AGENCIES 4401.001 ST. MOTOR VEHICLE IN -LIEU $ 172,619 $ 110,000 $ 110,000 4461.005 EVERY 15 MINUTES REIMBURSE 6,726 - - 4471.003 SB-90 REIMBURSEMENT 184,667 63,637 - 4471.004 STATE RECYCLING GRANTS 59,250 58,539 40,000 4471.005 BEAUTIFICATION GRANT PRGM 108,788 93,201 90,000 TOTAL REVENUE FROM OTHER AGENCIES $ 532,049 $ 325,377 $ 240,000 CHARGES FOR CURRENT SERVICE 4111.007 B&S PLAN REVIEW $ 2,346,243 $ 2,410,000 $ 2,030,000 4111.008 INDUSTRIAL WASTE INP FEE 303,328 260,000 250,000 4121.004 EASEMENT DOCUMENT REVIEW 34,223 15,000 20,000 4121.006 LOT LINE ADJUSTMENT 20,511 20,000 20,000 4131.002 FILM PERMIT 222,280 209,000 250,000 4131.003 FILM PERMIT -ROAD USE 187,773 300,000 190,000 4131.004 PARADE PERMITS 7,611 300 12,000 4131.005 FILM PERMIT - PROPERTY USE 36,611 35,000 45,000 4211.001 SOLID WASTE LIQUID DAMAGE 103,101 94,067 95,000 4211.002 COMMUNITY COURT 9,225 1,325 3,500 4211.003 COMMUNITY COURT - TRAFFIC 23,050 7,150 20,000 4211.007 TEEN COURT FEES 2,700 3,525 3,500 4311.002 ACTIVITY CENTER REVENUES 58,198 356 77,000 4311.003 RECREATION AQUATICS RENTALS 169,619 170,000 195,000 4311.004 FACILITY RENTALS 55,988 24,000 80,000 4311.005 FIELD RENTALS 318,636 265,000 415,000 4311.006 SPORTS COMPLEX REVENUES 34,245 1,000 39,750 4312.005 SC GREAT AMERICAN CAMP 300 2,000 6,500 4312.006 SKATE PARK B/DAY PARTY 510 - 500 4511.001 DUI CHARGES 211,037 100,000 150,000 4511.002 FALSE ALARM CHARGES 84,061 85,000 55,000 4511.003 NSF CHECKS 960 500 1,000 4521.003 CONSTRUCTION ACTIVITY RPT 856 1,000 200 4521.004 ENFORCEMENT COST RECOVERY 1,258 - 500 4521.005 RECORD MAINTENANCE 285,207 440,000 370,000 4521.007 FEE TO EXPEDITE-B & S 54,022 50,000 40,000 4521.008 STRONG MOTION FEES 1,302 2,000 2,200 4521.009 BUILDING STANDARDS COMM - 1,600 1,300 4531.001 STORM DRAIN TRANS PROCESS 4,802 12,000 12,000 4531.002 FLOODWAYS STUDIES 9,969 18,000 10,000 4531.005 SEWER INSPECTION 199,971 175,000 200,000 4531.006 STREET INSPECTION 166,507 45,000 100,000 4531.007 STORM DRAIN INSPECTIONS 33,236 45,000 35,000 4531.010 SEWER PLAN CHECK 43,527 20,000 50,000 4531.011 STREET PLAN CHECK 67,931 40,000 40,000 4531.012 STORM DRAIN PLAN CHECK 24,448 10,000 10,000 4531.014 GRADING PLAN CHECK 190,540 120,000 140,000 4531.017 GRADING SOILS/GEO DEPOSIT 53,483 40,000 40,000 4531.019 DOCUMENT IMAGING 23,553 20,000 20,000 4531.020 STREET LIGHT PLAN CHECKS 9,124 8,000 6,000 4531.021 FEE TO EXPEDITE-ENG SVCS - 5,000 25,000 4531.025 SEWER MODELING REVIEW 3,518 2,000 2,000 4531.030 SPECIAL AGREEMENT ADMIN FEE 1,743 - - 4531.035 PLACERITA SEWER FEES 7,362 4,000 4,000 4531.037 SITE INVESTIGATION (ENG SVCS) - 500 500 4531.040 SWPPP INSPECTION 8,856 8,000 10,000 Page 90 of227 THE CITY OF SANTA CLARITA Summaries and Revenues Budget Revenues Three -Year History 4541.001 SIGNAL NETWORK TIMING - 40,000 4541.002 TRAFFIC SIGNAL INSPECTION 14,740 6,560 - 4541.004 TRAFFIC SIGNAL PLAN CHECK 4,325 5,265 26,161 4541.005 STRIPING PLAN CHECK 13,918 25,555 13,749 4541.006 DETOUR PLAN CHECK 8,735 38,739 5,916 4541.008 TRAFFIC SIGNAL TIMING FEE 2,085 5,060 1,870 4551.008 PRE -APPLICATION REVIEW 24,772 17,984 28,357 4551.009 INITIAL STUDIES 5,540 19,556 8,559 4551.015 APPEAL FEES 2,800 - - 4551.016 SELF -HAUL FEES 1,044 2,100 2,000 4551.017 ENVIRONMENTAL IMPACT REPORT 44,910 134,730 44,910 4551.018 LANDSCAPING/IRR PLANCHECK 17,269 14,343 17,514 4551.020 MOBILE HOME REGISTRATION 4,835 5,496 5,496 4551.022 RIDGELINE ALTERATION - 10,955 - 4551.024 ZONING LETTER 5,647 4,214 3,458 4551.026 DEVELOPMENT REVENUE 102,851 139,723 128,225 4551.027 SIGN VARIANCE 2,320 - - 4551.028 GEN PLAN AMEND & ZONE CHG 33,700 34,711 - 4551.029 ARCHITECT DESIGN REVIEW 30,550 32,610 25,540 4551.030 ADMIN DEVELOPMENT PERMIT 36,676 25,050 26,660 4561.002 COMMUNITY EMERG. RESPONSE 1,680 2,700 2,700 4561.007 THE MAIN 42,590 1,220 31,104 4561.008 PRODUCTION 269 - - 4562.002 TICKET SALES - - 10,000 4562.004 GEAR VENDORS 200 - 10,000 4562.005 FOOD VENDORS 5,350 - 8,000 4562.006 CITY MERCHANDISE (21) - 3,000 4563.003 MARATHON REVENUES 139,845 3,600 67,500 4565.001 AQUATICS REGISTRATIONS 224,108 5,000 210,000 4565.002 AQUATICS POINT OF SALE 106,308 97,176 175,000 4566.002 ADULT SPORTS 116,263 6,000 245,000 4566.003 YOUTH SPORTS 195,096 11,000 398,000 4566.004 CONTRACT CLASSES 484,770 157,730 750,000 4566.006 CHILD DEVELOPMENT 351,933 195,000 460,000 4566.007 BREAKFAST WITH SANTA 6,190 2,330 6,000 4566.008 COMMUNITY CENTER 71,824 13,000 42,300 4566.009 DAY CAMP 475,651 182,000 585,000 4566.010 LA 84 GRANT 33,445 - - 4566.011 SPONSORSHIP REVENUE 170,725 60,000 100,000 4566.013 EXCURSIONS 16,735 - 14,000 4566.015 CCCC PROGRAMS 41,303 10,000 71,916 4566.016 CONCERTS PARKING 3,720 - 4,000 4569.001 RECREATION ADMIN FEE 2,426 - 1,200 4571.006 BOND PROCESSING & REVIEW 11,119 9,000 10,000 4571.008 SALE OF MAPS & PUBLICATIONS 262 - - 4571.009 VEHICLE DAPOUND RELEASE 194,010 155,000 155,000 4571.010 NOTARY SERVICE 360 400 400 4571.011 COPIES -CITY CLERK 1,124 1,200 1,200 4571.015 VIDEO/ AUDIO DUPLICATION 57 - - 4571.016 SUSMP PLAN CHECK 4,800 15,000 15,000 4571.017 STRMWTR POLLU PREV(SWPPP) 4,427 4,000 4,000 4571.020 LOBBYIST REGISTRATION 893 200 200 4571.025 FILM MONITORING FEE 32,070 22,000 30,000 4571.031 MARRIAGE SERVICES 5,272 21,000 60,000 TOTAL CHARGES FOR CURRENT SERVICE $ 8,522,945 $ 6,607,530 $ 8,886,385 OTHER REVENUE 4016.001 SATELLITE WAGERING FEE $ 35,312 $ 600 $ 20,000 4571.001 OVERHEAD REIMBURSEMENTS 6,839,126 7,141,731 7,940,112 4571.021 NON-FRAN HAUL IMPOUND FEES 1,500 - 1,000 4571.027 C&D UNCLAIMED DEPOSITS 90,000 55,000 87,000 4571.030 EV CHARGING STATION 6,323 4,000 7,200 4621.001 MISCELLANEOUS REVENUE 92,205 70,000 35,000 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 91 of227 Budget Revenues Three -Year History 4621.002 GRAFFITI RESHTUTIONS/DON 16,370 849 4621.003 CASH OVER/SHORT (73) - 4621.006 SALES OF PROPERTY & EQUIPMENT 51,924 42,632 20,000 4621.007 BEVERAGE PARTNERSHIP REVENUE 21,726 20,000 20,000 4621.009 STATE OF THE CITY TICKETS 11,723 - 10,000 4621.014 BIG BELLY RECYCLING 288 200 350 4621.018 CROSSING GUARDS REVENUE 15,850 - 8,795 4621.022 PROPERTY DAMAGE PAYMENTS 8,041 - 4621.023 BACK-UP FACILITIES FEE 8,723 - - 4621.024 HOMETOWN HEROS BANNER PR - 9,454 6,000 4621.025 SA LOAN REPAYMENT - 803,858 292,642 TOTAL OTHER REVENUE $ 7,199,038 $ 8,148,324 $ 8,448,099 TRANSFERS IN 937,052 1,387,542 907,000 TOTAL GENERAL FUND $ 114,578,426 $ 116,103,655 $ 120,038,304 FUND 104 - GASB 45 COMPLIANCE 104-4303.001 INTEREST -OTHER INVESTMENT $ 2,034,659- 104-4305.001 UNREALIZED GAIN/LOSS (559,594) 104-4571.028 OPEB CONTRIBUTIONS 636,000 - TOTAL FUND 104 - GASB 45 COMPLIANCE $ 2,111,065 FUND 106 - PENSION LIABILITY TRANSFERS IN $ 12,766,648 $ 4,897,763 $ 5,032,450 TOTAL FUND 106 - PENSION LIABILITY $ 12,766,648 $ 4,897,763 $ 5,032,450 FUND 120 - RECREATIONAL FACILITY 120-4311.007 RENTAL INCOME-MISC $ - $ 27,272 $ 42,544 120-4311.012 RENTAL -PRO SHOP 3,000 34,800 120-4566.001 SPONSORSHIP REVENUE 50,000 125,000 120-4567.001 ON -ICE REVENUE 355,985 1,902,278 120-4567.002 FOOD CONCESSION - 56,400 120-4567.003 ADVERTISING/SPONSORSHIP 49,200 120-4567.004 OFF -ICE REVENUE 15,000 120-4567.005 MISC CUBE REVENUE - 7,060 120-4711.100 TRANSFER IN FROM GF 696,725 672,242 120-4711.360 TRANSFER IN FROM TMD 500,000 - 120-4711.723 TRANSFER IN FROM FACILITIES 962,141 - TOTAL FUND 120 - RECREATIONAL FACILITY $ - $ 2,595,123 $ 2,904,524 FUND 201- HOME PROGRAM 201-4303.001 INTEREST INCOME $ 8,467 $ 6,119 $ 4,935 201-4305.001 UNREALIZED GAIN/LOSS 5,049 - - 201-4552.001 HOME PROGRAM COLLECTIONS 91,465 - - TOTAL FUND 201 - HOME PROGRAM $ 104,981 $ 6,119 $ 4,935 FUND 202 - SURFACE TRANS? PROGRAM 202-4531.022 STPL REVENUE $ 53,540 $ 1,414,789 $ 1,301,580 TOTAL FUND 202 - SURFACE TRANSP PROGRAM $ 53,540 $ 1,414,789 $ 1,301,580 FUND 203 - COMMUNITY DEVELOPMENT BLOCK GRANT 203-4303.001 INTEREST INCOME $ 5,636 203-4424.015 CARES ACT (COVID-19) - 600,000 1,652,004 203-4552.002 CDBG-HUD 1,829,355 2,644,823 1,660,424 TOTAL FUND 203 - COMMUNITY DEVELOPMENT BLOCK GRANT $ 1,834,991 $ 3,244,823 $ 3,312,428 FUND 206 - BJA LAW ENFORCEMENT GRANT 206-4461.018 JUSTICE ASST. GRNT 17 $ 13,715 206-4461.020 JUSTICE ASST. GRNT 19 6,686 16,754 - 206-4461.021 JUSTICE ASST. GRNT 21 - 20,925 206-4424.015 CARES ACT (COVID 19) 14,207 63,826 TOTAL FUND 206 - BJA LAW ENFORCEMENT GRANT $ 34,608 $ 101,505 $ Page 92 of227 THE CITY OF SANTA CLARITA Summaries and Revenues Budget Revenues Three -Year History FUND 207 - HOME ENTITLEMENT 207-4552.003 HOME PROGRAM $ $ 530,314 $ 527,899 TOTAL FUND 207 - HOME ENTITLEMENT $ $ 530,314 $ 527,899 FUND 229 - FEDERAL GRANT 229-4424.009 MISC FEDERAL GRT $ 384,566 $ 1,707,283 $ 1,266,713 229-4424.015 CARES ACT (COVID 19) - 2,740,224 - 229-4471.010 EMERGENCY RENTAL ASSISTANCE - 6,332,236 229-4621.001 MISCELLANEOUS REVENUE 286,972 - TOTAL FUND 229 - FEDERAL GRANT $ 384,566 $ 10,779,743 $ 1,266,713 FUND 230 - GAS TAX 230-4411.001 2107.5 GAS TAX $ 10,000 $ 10,000 $ 10,000 230-4411.002 2106 GAS TAX 635,777 650,331 702,544 230-4411.003 2107 GAS TAX 1,404,821 1,476,677 1,476,677 230-4411.004 2105 GAS TAX 1,112,562 1,163,378 1,255,447 230-4411.007 7360 GAS TAX 1,503,901 1,687,842 1,926,702 230-4621.001 MISCELLANEOUS REVENUE 241,429 - - 230-4621.006 SALE OF PROPERTY 4,784 - - 230-4621.022 PROPERTY DAMAGE PAYMENTS 24,311 5,471 - TRANSFERS IN 282,802 562,206 611,380 TOTAL FUND 230 - GAS TAX $ 5,220,388 $ 5,555,905 $ 5,982,750 FUND 231- TRAFFIC SAFETY 231-4201.003 TRAFFIC MOVING VIOLATIONS $ 539,376 $ 550,000 $ 550,000 TOTAL FUND 231 - TRAFFIC SAFETY $ 539,376 $ 550,000 $ 550,000 FUND 232 - AB2766 AHi QUALITY IMPROVEMENT 232-4303.001 INTEREST INCOME $ 15,859 $ 6,826 $ 1,941 232-4305.001 UNREALIZED GAIN/LOSS INVESTMENT 5,780 - - 232-4421.004 AB2766 AIR QUALITY IMPROV 276,639 280,943 280,957 232-4421.005 AB2766 AIR QUALITY IMPROV GRANT - 122,000 - TOTAL FUND 232 - AB2766 AIR QUALITY IMPROVEMENT $ 298,278 $ 409,769 $ 282,898 FUND 233 - TDA ARTICLE 8 233-4303.001 INTEREST INCOME $ 31,046 $ - $ - 233-4305.001 UNREALIZED GAIN/LOSS INVE 21,840 - - 233-4421.002 TDA ARTICLE 8 (STREETS) 1,878,161 10,484,768 11,307,073 TOTAL FUND 233 - TDA ARTICLE 8 $ 1,931,046 $ 10,484,768 $ 11,307,073 FUND 234 - SUPPLEMENTAL LAW ENFORCEMENT GRANT 234-4303.001 INTEREST INCOME $ 8,471 $ $ - 234-4305.001 UNREALIZED GAIN/LOSS INVE 4,849 - 234-4461.003 SUPPL. LAW ENFORCEMENT GR 513,056 405,458 351,750 TOTAL FUND 234 - SUPPLEMENTAL LAW ENFORCEMENT GRANT $ 526,376 $ 405,458 $ 351,750 FUND 238 - BIKEWAY FUNDS 238-4421.001 TDA ARTICLE 3 (BIKEWAYS) $ 1,490 $ 274,715 $ 390,451 238-4303.001 INTEREST INCOME 2,346 - - 238-4305.001 UNREALIZED GAIN/LOSS INVE 6,418 - - TOTAL FUND 238 - BIKEWAY FUNDS $ 10,254 $ 274,715 $ 390,451 FUND 259 - MISC GRANTS 259-4471.004 STATE RECYCLING GRANTS $ 53,476 $ 54,573 $ 23,901 259-4471.008 RMDZ CAL RECYCLE GRANT 326 13,500 3,750 259-4621.001 MISCELLANEOUS REVENUE 1,133,821 10,202,793 500,000 TOTAL FUND 259 - MISC GRANTS $ 1,187,623 $ 10,270,866 $ 527,651 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page93of227 Budget Revenues Three -Year History FUND 260 - PROPOSITION C LOCAL RETURN 260-4422.001 PROPOSITION C LOCAL RETURN $ 260-4303.001 INTEREST INCOME 260-4305.001 UNREALIZED GAINILOSS INVE TOTAL FUND 260 - PROPOSITION C LOCAL RETURN $ FUND 261- PROPOSITION A LOCAL RETURN 261-4303.001 INTEREST INCOME $ 261-4305.001 UNREALIZED GAIN/LOSS INVE 261-4423.001 PROP A - LOCAL RETURN TOTAL FUND 261 - PROPOSITION A LOCAL RETURN $ FUND 262 - PROPOSITION A PARK BOND 262-4303.001 INTEREST INCOME $ 262-4431.002 PROP A SAFE PARK BONDS 262-4431.003 PROP A SAFE PARK -PROJECT SP TOTAL FUND 262 - PROPOSITION A PARK BOND $ FUND 264 - MEASURE R LOCAL RETURN 264-4303.001 INTEREST INCOME $ 264-4305.001 UNREALIZED GAIN/LOSS INVE 264-4426.002 MEASURE R LOCAL RETURN TOTAL FUND 264 - MEASURE R LOCAL RETURN $ FUND 265 - PROPOSITION C 25% GRANT 265-4422.008 PROPOSITION C GRANTS $ TOTAL FUND 265 - PROPOSITION C 25% GRANT $ FUND 266 - MEASURE M LOCAL RETURN 266-4426.011 MEASURE M LOCAL RETURN $ 266-4303.001 INTEREST INCOME 266-4305.001 UNREALIZED GAIN/LOSS INVE TOTAL FUND 266 - MEASURE M LOCAL RETURN $ FUND 267 - SBI ROAD REPAIR & ACCOUNTABILITY 267-4303.001 INTEREST INCOME $ 267-4411.008 SB 1 ROAD MAINTENANCE REHAB 267-4305.001 UNREALIZED GAIN/LOSS INVE TOTAL FUND 267 - SB I ROAD REPAIR & ACCOUNTABILITY $ FUND 268 - MEASURE M ATP 268-4426.014 MEASURE M ATP $ TOTAL FUND 268 - MEASURE M ATP $ FUND 269 - MEASURE A SAFE PARKS 269-4431.005 MEASURE A SAFE PARKS $ TOTAL FUND 269 - MEASURE A SAFE PARKS $ FUND 270 - MEASURE R HIGHWAY IMPROVEMENTS 270-4426.005 MEASURE R HIGHWAY OPS IMP $ TOTAL FUND 270 - MEASURE R HIGHWAY IMPROVEMENTS $ FUND 271- MEASURE W SAFE CLEAN WATER 271-4001.008 MEASURE W SAFE CLEAN WATER $ 271-4001.009 MEASURE W REGIONAL 271-4303.001 INTEREST INCOME TOTAL FUND 271 - MEASURE W SAFE CLEAN WATER $ 3,469,022 $ 3,260,483 $ 138,226 148,032 109,055 - 3,716,303 $ 3,408,515 $ 177,647 $ 172,064 $ 137,233 - 4,182,055 3,930,786 4,496,936 $ 4,102,850 $ 17 $ - $ 3,823 10,931 3,839 $ 10,931 $ 136,801 27,183 - 2,598,046 2,445,363 2,762,031 $ 2,445,363 $ 2,666,230 $ 8,846,164 $ 2,666,230 $ 8,846,164 $ 2,920,349 $ 2,771,411 $ 187,048 123,579 110,783 - 3,218,180 $ 2,894,990 $ 101,016 $ - $ 3,777,516 3,892,262 53,021 - 3,931,554 $ 3,892,262 $ 27,006 $ 737,494 $ 27,006 $ 737,494 $ $ 546,120 $ $ 546,120 $ 2,656 $ 4,562,344 $ 2,656 $ 4,562,344 $ 3,717,537 3,717,537 4,481,802 4,481,802 111,000 111,000 2,788,153 2,788,153 3,159,907 3,159,907 4,262,756 4,262,756 1,174,500 1,174,500 194,251 194,251 $ 6,422,788 $ 3,211,394 1,801,103 - 24,157 94,542 $ 8,248,048 $ 3,305,936 Page 94 of227 THE CITY OF SANTA CLARITA Summaries and Revenues Budget Revenues Three -Year History FUND 272 - MEASURE H HOMELESS INITIATIVE 272-4621.001 MISCELLANEOUS REVENUES $ $ 201,493 $ - TOTAL FUND 272 - MEASURE H HOMELESS INITIATIVE $ $ 201,493 $ FUND 300 - BOUQUET CANYON B&T DISTRICT 300-4306.001 INTEREST INC- B&T ADVANCE $ 39,545 $ 28,715 $ 26,278 300-4542.001 B&TFEES-BOUQUET - 23,172 - TOTAL FUND 300 - BOUQUET CANYON B&T DISTRICT $ 39,545 $ 51,887 $ 26,278 FUND 301- EASTSIDE B&T DISTRICT 301-4303.001 INTEREST INCOME $ 107,198 $ 23,374 $ - 301-4305.001 UNREALIZED GAIN/LOSS INVE 25,857 - - 301-4542.002 B&T FEES - EASTSIDE 145,368 159,636 - TOTAL FUND 301 - EASTSIDE B&T DISTRICT $ 278,422 $ 183,010 $ FUND 302 - VIA PRINCESSA B&T DISTRICT 302-4303.001 INTEREST INCOME $ 144,023 $ 96,118 $ 73,528 302-4305.001 UNREALIZED GAIN/LOSS INVE 68,062 - - 302-4306.002 INTEREST INC- B&T ADVANCE 59,613 43,285 39,612 302-4542.003 B&T FEES - VIA PRINCESSA 63,270 1,657,804 - TOTAL FUND 302 - VIA PRINCESSA B&T DISTRICT $ 334,968 $ 1,797,207 $ 113,140 FUND 303 - VALENCIA B&T DISTRICT 303-4303.001 INTEREST INCOME $ 75,676 $ - $ 121,686 303-4305.001 UNREALIZED GAIN/LOSS INVE 32,303 - - 303-4306.005 INTEREST INCOME-B&T ADVANCE 319,222 231,804 212,116 303-4621.001 MISCELLANEOUS REVENUE 368,724 368,724 368,724 TOTAL FUND 303 - VALENCIA B&T DISTRICT $ 795,925 $ 600,528 $ 702,526 FUND 304 - BOUQUET CANYON 2ND ACCESS B&T DISTRICT 304-4306.007 INTEREST INC-B&T ADV BQT 2ND $ 52,929 $ 38,436 $ 35,170 TOTAL FUND 304 - BOUQUET CANYON 2ND ACCESS B&T DISTRICT $ 52,929 $ 38,436 $ 35,170 FUND 305 - PARK DEDICATION FUND 305-4303.001 INTEREST INCOME $ 223,106 $ 76,684 $ 7,416 305-4305.001 UNREALIZED GAIN/LOSS INVE 30,243 - - 305-4572.002 PARK IN -LIEU FEES-QUIMBY 455,769 1,260,808 - TOTAL FUND 305 - PARK DEDICATION FUND $ 709,117 $ 1,337,492 $ 7,416 FUND 306 - DEVELOPER FEE FUND 306-4303.001 INTEREST INCOME $ 190,795 $ 131,224 $ 30,196 306-4305.001 UNREALIZED GAIN/LOSS INVE 76,618 - - 306-4572.001 DEVELOPER FEES 206,623 650,000 - 306-4572.005 DEV FEES -LAW ENFORCE IMP 274,205 498,976 - 306-4572.006 DEVELOPER - FIRE DISTRICT FEES 1,389,163 2,318,942 - TOTAL FUND 306 - DEVELOPER FEE FUND $ 2,137,403 $ 3,599,142 $ 30,196 FUND 308 - LIBRARY FACILITY FEE FUND 308-4303.001 INTEREST INCOME $ 76,631 $ 60,822 $ 59,030 308-4305.001 UNREALIZED GAIN/LOSS INVE 41,274 - - 308-4572.001 DEVELOPER FEES 382,851 899,000 500,000 TOTAL FUND 308 - LIBRARY FACILITY FEE FUND $ 500,755 $ 959,822 $ 559,030 FUND 309 - PUBLIC LIBRARY FUND 309-4001.001 PROPERTY TAX $ 7,906,237 $ 8,458,562 $ 8,481,209 309-4303.001 INTEREST INCOME 48,775 - 15,688 309-4305.001 UNREALIZED GAIN/LOSS INVE 32,056 - 309-4311.004 RENTAL INCOME -FACILITIES 1,560 - - 309-4311.007 RENTAL INCOME-MISC 90,755 93,568 94,925 309-4571.029 PASSPORT FEES 187,788 62,660 112,788 309-4601.007 DONATIONS-FOL PROGRAMMING 30,650 7,000 - 309-4621.001 MISCELLANEOUS REVENUE 91,321 6,000 2,500 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 95of227 Budget Revenues Three -Year History 309-4621.003 CASH OVER SHORT (83) 309-4621.021 LIBRARY GRANTS 15,000 14,050 TOTAL FUND 309 - PUBLIC LIBRARY FUND $ 8,404,057 $ 8,641,840 $ 8,707,110 FUND 330 - PUBLIC EDUCATION & GOVERNMENT 330-4012.004 FRANCHISE AGREEMENT -OTHER $ 465,102 $ 430,000 $ 430,000 330-4303.001 INTEREST INCOME 9,208 6,728 10,196 330-4305.001 UNREALIZED GAINILOSS INVE 2,895 - - TOTAL FUND 330 - PUBLIC EDUCATION & GOVERNMENT $ 477,206 $ 436,728 $ 440,196 FUND 350 - GVR OPEN SPACE MAINTENANCE DISTRICT 350-4023.003 SPECIAL ASSESSMENTS $ 77,267 $ 79,103 $ 81,628 350-4303.001 INTEREST INCOME 6,332 - 2,963 350-4305.001 UNREALIZED GAINILOSS INVE 3,323 - - TOTAL FUND 350 - GVR OPEN SPACE MAINTENANCE DISTRICT $ 86,922 $ 79,103 $ 84,591 FUND 351- DRAINAGE BENEFTT ASSESSMENT AREAS 351-4021.001 DRAINAGE BENEFIT ASSES#3 $ 28,363 $ 27,845 $ 27,845 351-4021.002 DRAINAGE BENEFIT ASSES#6 17,539 26,023 26,022 351-4021.003 DRAINAGE BENEFIT ASSES#l8 52,292 43,474 43,474 351-4021.004 DRAINAGE BENEFIT ASSES#19 3,191 14 - 351-4021.005 DRAINAGE BENEFIT ASSES#20 37,978 37,198 38,855 351-4021.006 DRAINAGE BENEFIT ASSES 22 13,168 12,964 13,541 351-4021.007 DBAA 2008-1 RIVER VILLAGE 48,718 48,259 58,356 351-4021.008 DBAA 2008-2 SOUTH PLAZA 16,408 16,129 16,549 351-4021.009 DBAA 2013-1 VILLA METRO 16,582 16,467 17,197 351-4021.010 DBAA 2014-1 RIVER VILLAGE AREA C 60,101 58,767 61,384 351-4021.011 DBAA 2015-1 FIVE KNOLLS 97,358 96,696 101,005 351-4021.012 DBAA 2017-1 VISTA CANYON 36,079 39,640 41,412 351-4021.013 DBAA 2017-2 GV RANCH 28,445 28,160 29,417 351-4021.014 DBAA #24 - PLUM CYN 97,563 68,852 71,918 351-4021.015 DBAA #33 -SKYLINE 23,206 24,109 25,183 351-4303.001 INTEREST INCOME 62,849 52,147 46,478 351-4305.001 UNREALIZED GAINILOSS INVE 35,514 - - TRANSFERS IN 323,208 17,000 17,000 TOTAL FUND 351 - DRAINAGE BENEFIT ASSESSMENT AREAS $ 998,561 $ 613,744 $ 635,636 FUND 354 - STREETLIGHTS MAINT. DISTRICT -AD VALOREM 354-4023.004 AD VALOREM $ 3,012,012 $ 2,996,051 $ 3,156,176 354-4303.001 INTEREST INCOME 239,009 175,674 162,875 354-4305.001 UNREALIZED GAINILOSS INVE 131,325 - - 354-4541.002 TRAFFIC SIGNAL INSPECTION 2,500 2,500 15,000 354-4621.001 MISCELLANEOUS REVENUE 19,108 26,537 - 354-4621.022 PROPERTY DAMAGE PAYMENTS 28,230 150,000 75,000 TOTAL FUND 354 - STREETLIGHTS MAINT. DISTRICT -AD VALOREM $ 3,432,183 $ 3,350,762 $ 3,409,051 FUND 356 - STORMWATER UTILITY 356-4024.001 STRMDRN ASSESS-BRIDGEPORT $ 28,094 $ 28,027 $ 27,744 356-4024.002 STRMDRN ASSESS-CREEKSIDE 25,745 25,826 25,565 356-4024.003 STRMDRN ASSESS -HIDDEN CRK 22,006 22,066 21,843 356-4024.004 STRMDRN ASSESS -HART PONY 6,237 6,440 6,375 356-4303.001 INTEREST INCOME 87,992 58,309 52,480 356-4305.001 UNREALIZED GAINILOSS INVE 50,449 - - 356-4531.016 STORMWATER UTILITY USER FEES 3,422,332 3,515,900 3,672,460 356-4571.024 SUSMP INSPECTION PERMIT FEES 19,110 19,630 19,479 356-4621.001 MISCELLANEOUS REVENUE 315,162 440,303 564,265 TRANSFERS IN 3,690 3,690 3,690 TOTAL FUND 356 - STORMWATER UTILITY $ 3,980,817 $ 4,120,191 $ 4,393,901 FUND 357 - LANDSCAPE MAINTENANCE DISTRICT 357-4022.001 LMD DISTRICT #1 ZONE #IT WEST $ 24,947 $ 24,500 $ 24,500 357-4022.002 LMD DIST 1 ZONE 12 OLD ORCHARD 233,456 322,534 335,755 Page 96 of227 THE CITY OF SANTA CLARITA Summaries and Revenues Budget Revenues Three -Year History 357-4022.003 LMD DIST 1 ZONE T3 VAL HILLS 128,833 192,245 197,289 357-4022.004 LMD DIST 1 ZONE T4 VAL MEADOWS 167,014 195,440 196,026 357-4022.005 LMD DIST I ZONE T5 VAL GLEN 166,372 221,959 226,774 357-4022.006 LMD DIST I ZONE T6 SO VALLEY 148,735 146,069 146,069 357-4022.007 LMD DIST I ZONE 17 CENTRAL 452,606 444,494 444,494 357-4022.008 LMD DIST I ZONE T8 SUMMIT 1,228,539 1,241,779 1,259,795 357-4022.011 LMD DIST I ZONE T17 RAINBOW GLEN 42,099 41,344 43,185 357-4022.012 LMD DIST 1 ZONE T23 MT VIEW SLOPES 967,495 950,141 950,141 357-4022.013 LMD DIST 1 ZONE T23A MT VIEW CONDOS 342,228 336,091 336,091 357-4022.014 LMD DIST 1 ZONE T23B SECO VILLAS 117,653 115,544 120,690 357-4022.015 LMD DIST 1 ZONE T29 AMERICAN BEAUTY 66,160 64,974 64,974 357-4022.016 LMD DIST ZONE T31 SHANGRI-LA 398,607 391,461 572,664 357-4022.020 LMD DIST I ZONE T46 NBRIDGE 1,697,532 1,667,222 1,871,501 357-4022.021 LMD DIST 1 ZONE T47 NPARK 860,597 845,169 882,807 357-4022.022 LMD DIST 1 ZONE T52 STONECREST 458,809 463,923 470,650 357-4022.023 LMD DIST I ZONE 1 GV PARKWAY 13,037 12,803 12,825 357-4022.025 LMD DIST I ZONE 3 SIERRA HEIGHTS 59,349 58,286 47,432 357-4022.026 LMD DIST 1 ZONE 4 ALBERTSONS 120,921 118,752 118,752 357-4022.027 LMD DIST 1 ZONE 5 SUNSET HILLS 91,645 90,003 90,003 357-4022.028 LMD DIST 1 ZONE 6 CYN CREST 69,852 68,600 68,600 357-4022.029 LMD DIST I ZONE 7 CRKSIDE 184,648 181,339 181,339 357-4022.030 LMD DIST I ZONE 8 FRIENDLY/SIERRA 8,049 7,904 8,256 357-4022.033 LMD DIST I ZONE 15 RIVER VILLAGE 424,548 416,939 351,791 357-4022.034 LMD DIST I ZONE 16 VIC 274,938 270,013 282,985 357-4022.035 LMD DIST 1 ZONE 17 BQT/RAILROAD AVE 111,912 109,215 109,214 357-4022.037 ZONE 18 TOWN CENTER TOURNEY RD 646,900 634,200 634,200 357-4022.038 ZONE 19 BRIDGEPORT BOUQUET 102,730 103,864 105,381 357-4022.039 ZONE 20 GOLDEN VLLY RANCH -COMMERCIAL 100,982 99,172 99,172 357-4022.041 LMD DIST #1 ZONE 21 GLDN VLY RANCH-RES. 156,970 306,041 286,109 357-4022.042 LMD DIST#1 ZONE 22 HMNM HOSPITAL 17,824 17,505 17,505 357-4022.044 LMD DIST#I ZONE 24 CYN GATE 67,369 66,161 58,810 357-4022.045 LMD DIST #I ZONE 25 VL DI ORO 8,055 9,888 9,888 357-4022.046 ZONE 26 CTR PT -COMMERCIAL 189,360 186,789 161,884 357-4022.047 ZONE 27 CIRCLE J 421,386 403,022 515,871 357-4022.048 ZONE 28 NEWHALL 437,335 482,768 504,290 357-4022.049 ZONE T33 CANYON PARK 99,988 98,196 98,196 357-4022.050 ZONE T51 VALENCIA HIGH SCHOOL 506,301 497,222 519,368 357-4022.054 ZONE T20 EL DORADO VILLAGE 188,600 185,220 185,220 357-4022.055 ZONE T44 BOUQUET CYN 90,408 88,788 88,788 357-4022.056 ZONE T48 SHADOW HILLS 47,674 46,820 46,820 357-4022.057 ZONE T62 CANYON HEIGHTS 128,727 126,420 126,420 357-4022.058 ZONE T67 MIRAMONTES 272,423 267,540 267,540 357-4022.059 ZONE T71 HASKELL CYN RANCH 140,700 138,178 138,178 357-4022.061 ZONE 29 VILLA METRO 79,798 63,203 63,203 357-4022.066 ZONE 30 PENLON 33,621 30,615 30,615 357-4022.067 ZONE 31 FIVE KNOLLS 255,439 358,521 307,010 357-4022.068 ZONE T77 WEST CREEK PARK (MWD) 161,910 161,011 161,011 357-4022.069 ZONE T69 WEST CREEK ESTATES 53,668 52,453 488,621 357-4022.070 ZONE T68 WEST CREEK VILLAGE 132,486 132,176 136,828 357-4022.071 ZONE 32 VISTA CANYON 62,843 61,711 61,711 357-4022.072 ZONE T2A SKYLINE RANCH 96,935 97,379 97,379 357-4022.073 ZONE TIB PLUMJWHITES CYN 100,560 73,025 73,025 357-4023.007 AD VALOREM T2 OLD ORCHARD 94,076 93,267 96,274 357-4023.008 AD VALOREM T3 VAL HILLS 66,454 65,722 68,931 357-4023.009 AD VALOREM T4 VAL MEADOWS 31,381 31,420 32,006 357-4023.010 AD VALOREM T5 VAL GLEN 58,493 58,568 61,015 357-4303.001 INTEREST INCOME 620,613 392,075 319,757 357-4305.001 UNREALIZED GAINILOSS INVE 327,979 - - 357-4621.001 MISCELLANEOUS REVENUE 658 - - 357-4621.022 PROPERTY DAMAGE PAYMENT 22,256 - - TRANSFERS IN 10,000 10,000 10,000 TOTAL FUND 357 - LANDSCAPE MAINTENANCE DISTRICT $ 14,693,485 $ 14,437,682 $ 15,285,628 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 97of227 Budget Revenues Three -Year History FUND 358 - OPEN SPACE PRESERVATION DISTRICT 358-4023.001 SPECIAL ASSESSMENTS $ 2,852,828 $ 2,848,291 $ 3,024,693 358-4131.005 FILM PERMIT -PROPERTY USE 3,000 3,000 - 358-4303.001 INTEREST INCOME 126,802 95,747 100,443 358-4305.001 UNREALIZED GAIN/LOSS INVE 82,211 - - 358-4311.007 RENTAL INCOME -MISCELLANEOUS 85,627 85,627 85,627 358-4621.001 MISCELLANEOUS REVENUE 1,793 - - TOTAL FUND 358 -OPEN SPACE PRESERVATION DISTRICT $ 3,152,262 $ 3,032,665 $ 3,210,763 FUND 359 - STREETLIGHTS MAINT. DISTRICT-SPCL LEVY 359-4023.005 LEVY A ASSESSMENTS $ 446,562 $ 450,766 $ 441,963 359-4023.006 LEVY B ASSESSMENTS 2,819,365 2,503,300 2,407,953 359-4303.001 INTEREST INCOME 77,678 38,414 41,216 359-4305.001 UNREALIZED GAIN/LOSS INVE 35,150 - - 359-4621.010 ENERGY REBATES 1,934,930 55,471 - 359-4621.022 PROPERTY DAMAGE PAYMENTS 310,390 410,000 410,000 TRANSFERS IN 141,214 472,413 218,063 TOTAL FUND 359 - STREETLIGHTS MAINT. DISTRICT-SPCL LEVY $ 5,765,290 $ 3,930,364 $ 3,519,195 FUND 360 - TOURISM MARKETING DISTRICT FUND 360-4030.001 TOURISM MARKETING ASSESSMENT $ 495,057 $ 405,000 $ 625,000 360-4303.001 INTEREST INCOME 28,915 17,227 6,189 360-4305.001 UNREALIZED GAIN/LOSS 11,949 - - 360-4621.001 MISCELLANEOUS REVENUE 10,000 - - TOTAL FUND 360 - TOURISM MARKETING DISTRICT FUND $ 545,921 $ 422,227 $ 631,189 FUND 361- TOURISM BUREAU FUND 361-4303.001 INTEREST INCOME $ 2,008 361-4305.001 UNREALIZED GAIN/LOSS INVE 941 - - 361-4621.016 MEMBERSHIP DUES -TOURISM 8,250 - 7,500 TOTAL FUND 361 - TOURISM BUREAU FUND $ 11,199 $ - $ 7,500 FUND 367 - AREAWIDE FUND 367-4303.001 INTEREST INCOME $ 62,903 $ $ 367-4305.001 UNREALIZED GAIN/LOSS INVE 79,274 - - 367-4022.040 ZONE 2008-1 MAJOR T-FARES 6,155,295 6,313,464 6,402,100 367-4023.004 IT AD VALOREM 794,525 819,708 858,757 367-4621.001 MISCELLANEOUS REVENUE 1,810 - - 367-4621.022 PROPERTY DAMAGE PAYMENTS 15,990 51,944 - TRANSFERS IN 9,410,169 10,840,287 11,741,088 TOTAL FUND 367 - AREAWIDE FUND $ 16,519,965 $ 18,025,403 $ 19,001,945 FUND 368 - VISTA CANYON WATER FACTORY FUND 368-4025.001 VC WASTE WATER STANDBY ASSESSMENT $ 809,597 $ 1,092,654 $ 1,147,285 368-4303.001 INTEREST INCOME 27,667 21,673 44,805 368-4305.001 UNREALIZED GAIN/LOSS INVE 28,954 - - TOTAL FUND 368 - VISTA CANYON WATER FACTORY FUND $ 866,218 $ 1,114,327 $ 1,192,090 FUND 369 - COOPER STREET PARKING CID 369-4031.002 COOPER ST PARKING CFD2020-1 $ - $ 302,422 $ 302,422 TOTAL FUND 369 - COOPER STREET PARKING CID $ - $ 302,422 $ 302,422 FUND 393 - CITY HOUSING SUCCESSOR FUND 393-4303.001 INTEREST INCOME $ 16,736 $ - $ 393-4621.025 SA LOAN REPAYMENT - 200,965 73,160 TOTAL FUND 393 - CITY HOUSING SUCCESSOR FUND $ 16,736 $ 200,965 $ 73,160 FUND 500 - GENERAL DEBT SERVICE FUND 500-4721.002 OTHER FINANCING SOURCES $ (12,996) TRANSFERS IN 4,372,284 4,695,294 4,479,210 TOTAL FUND 500 - GENERAL DEBT SERVICE FUND $ 4,359,288 $ 4,695,294 $ 4,479,210 Page 98 of227 THE CITY OF SANTA CLARITA Summaries and Revenues Budget Revenues Three -Year History FUND 601 - GENERAL FUND CAPITAL TRANSFERS IN $ 360,000 $ 1,966,634 $ 581,049 TOTAL FUND 601 - GENERAL FUND CAPITAL $ 360,000 $ 1,966,634 $ 581,049 FUND 602 - CIVIC ART PROJECT 602-4303.001 INTEREST INCOME $ 7,739 $ $ 602-4305.001 UNREALIZED GAIN/ LOSS INVE 6,498 - TRANSFERS IN - 40,000 - TOTAL FUND 602 - CIVIC ART PROJECT $ 14,236 $ 40,000 $ - FUND 700 - TRANSIT FUND 700-4303.001 INTEREST INCOME $ 3,486 $ - $ 700-4305.001 UNREALIZED GAIN/LOSS INVE (13,115) - - 700-4421.006 ASIRERVIBURSEMENT 1,980,500 1,436,798 1,437,550 700-4421.007 LOW CARBON TRANS OPER PRG 326,853 326,853 - 700-4422.002 PROPOSITION C EXPANSION 207,230 167,642 220,785 700-4422.004 BSIP REVENUES 53,790 52,591 53,643 700-4422.005 SECURITY ALLOCATION 221,849 202,611 206,663 700-4422.006 TRANSIT MITIGATION REV 42,606 23,560 15,143 700-4422.007 MOSIP 1,064,499 4,018,145 677,200 700-4423.002 PROP A - DISCRETIONARY 5,093,227 4,717,718 4,648,683 700-4423.003 SPECIALIZED TRANSPORTATION 692,936 1,411,701 1,565,711 700-4424.003 METROLINK TRANSFERS 151,268 30,000 58,500 700-4424.004 EZ PASS REIMBURSEMENTS 29,597 - - 700-4424.009 MISC FEDERAL GRANTS 4,636,643 16,966,745 3,625,275 700-4424.010 TRANSIT MITIGATION FEE 10,800 - - 700-4424.013 SB1 STATE TRANSP ASSISTANCE 800,205 622,335 394,942 700-4424.014 SBI STATE OF GOOD REPAIR - 475,968 174,901 700-4424.015 CARES ACT (COVID 19) - 18,263,058 3,448,707 700-4425.001 COUNTY CONTRIBUTIONS - SRV 2,094,333 1,300,000 1,300,000 700-4426.001 MEASURE R BUS OPERATIONS 2,575,268 1,914,414 2,495,030 700-4426.003 MEASURE R CLEAN FUEL - 172,391 200,409 700-4426.012 MEASURE M BUS OPERATIONS 2,663,671 1,887,510 2,486,530 700-4501.001 FAREBOX REVENUES 959,198 116,415 1,075,759 700-4501.003 D-A-R FAREBOX REVENUES 89,737 59,298 75,222 700-4501.004 COMMUTER SERVICE REVENUE 640,852 33,581 532,415 700-4501.008 TAP LOCAL 279,255 113,297 246,364 700-4501.009 TAP COMMUTER 250,750 139,121 217,330 700-4501.010 TRANSIT TAP EZ PASS 6,385 12,000 23,000 700-4621.001 MISCELLANEOUS REVENUE 1,018,837 5,586,820 - 700-4621.006 SALES OF PROPERTY & EQUIPMENT 29,775 - - 700-4621.022 PROPERTY DAMAGE PAYMENT 1,143 - - TRANSFERS IN - 1,231,848 8,319,648 TOTAL FUND 700 - TRANSIT FUND $ 25,911,578 $ 61,282,420 $ 33,499,410 FUND 720 - COMPUTER REPLACEMENT 720-4303.001 INTEREST INCOME $ 84,863 $ 41,270 $ 28,771 720-4305.001 UNREALIZED GAIN/LOSS INVE 38,639 - - 720-4571.005 COMPUTER REPLACEMENT CHAR 804,311 804,311 804,311 TOTAL FUND 720 - COMPUTER REPLACEMENT $ 927,812 $ 845,581 $ 833,082 FUND 721- SELF INSURANCE 721-4303.001 INTEREST INCOME $ 142,262 $ 85,326 $ 18,966 721-4305.001 UNREALIZED GAIN/LOSS INVE 89,006 - - 721-4571.003 CHARGES FOR SELF INSURANCE 2,261,147 3,495,914 4,151,837 721-4621.001 MISCELLANEOUS REVENUE 5,000 - - TRANSFERS IN 24,511 64,413 115,990 TOTAL FUND 721 - SELF INSURANCE $ 2,521,926 $ 3,645,653 $ 4,286,793 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 99of227 Budget Revenues Three -Year History FUND 722 - VEHICLE/EQUIPMENT REPLACEMENT 722-4303.001 INTEREST INCOME $ 121,284 $ 80,381 $ 86,181 722-4305.001 UNREALIZED GAINILOSS INVE 57,659 - - 722-4571.004 EQUIP. REPLACEMENT CHARGE 420,567 420,050 480,118 722-4621.006 SALES OF PROPERTY & EQT 2,050 - - TOTAL FUND 722 - VEHICLE/EQUIPMENT REPLACEMENT $ 601,560 $ 500,431 $ 566,299 FUND 723 - FACILITIES FUND 723-4303.001 INTEREST INCOME $ 2,370,903 $ 1,234,521 $ 975,227 723-4305.001 UNREALIZED GAINILOSS INVE 802,845 - - 723-4621.001 MISCELLANEOUS REVENUE 2,706,120 1,440,000 - TRANSFERS IN 14,847,000 26,354,736 9,010,000 TOTAL FUND 723 - FACILITIES FUND $ 20,726,867 $ 29,029,257 $ 9,985,227 INTERFUND TRANSFERS (43,478,578) (52.543,826) (41.046,568 SUCCESSOR AGENCY 2,555,554 2,161,794 2,155,332 Page 100 of227 THE CITY OF SANTA CLARITA Summaries and Revenues THIS PAGE INTENTIONALLY LEFT BLANK OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page101 of227 City Manager's Office Personnel Services $ 4,176,115 Operations & Maintenance 1,345,145 Capital Outlay 32,000 Total City Manager's Office $ 5,553,260 City Council Administration Communications Human Resources ■ City Council 5% ■ Human ^--- ---- ■ Commi 29% 262,273 2,218,464 1,600,945 1,471,577 ■ Administration 40% Page 102of227 THE CITY OF SANTA CLARITA City Manager's Office ly 1010111, ly I' Program Purpose The City Council is elected by the residents, and serves as the governing body that guides the progress of the City of Santa Clarita into the future. The City Council, as a whole, responds to the issues and concerns of the residents and the community, formulating effective public policy for the City. Primary Activities The City Council is responsible for the creation of policies which are expressed through the passage of ordinances, resolutions, and motions. Through the City Manager and City Attorney, the City Council supervises and provides guidance for the activities and future planning of the City. As referenced in the Santa Clarita 2020, the City Council will continue efforts to prevent a large-scale mine in Soledad Canyon, work with the community to ensure that any proposal by the California High - Speed Rail Authority is acceptable to the affected communities, and actively advocate on behalf of the City Council regarding legislation, particularly those issues identified within the City's adopted annual Legislative Platform. Personnel 5001.001 Regular Employees 5011.001 Health & Welfare 5011.002 Life Insurance 5011.003 Long -Tenn Disability Ins 5011.004 Medicare 5011.005 Worker's Compensation 5011.006 PERS 5011.007 Deferred Compensation 5011.010 Supplemental Health 5011.013 Wellness Benefit Total Personnel Operations & Maintenance 5101.001 Publications & Subscriptions 5101.003 Office Supplies 5111.001 Special Supplies 5131.003 Telephone Utility 5161.002 Professional Services 5171.006 Cosponsorship 5191.001 Travel & Training 5191.004 Auto Allowance & Mileage 133,156 60,995 240 611 3,025 88 7,446 4,010 9,402 1,000 219,973 200 600 6,000 3,500 2,400 20,000 9,500 100 Total Operations & Maintenance 42,300 Total 1 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 103of227 �_IbJuII.IF yI:J_11L�J.1 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 5002.001 Part-time Employees 5002.002 Part-time Sick Leave Pay 5003.001 Overtime 5004.002 Vacation Payout 5006.001 Sick Leave Payout 5011.001 Health & Welfare 5011.002 Life Insurance 5011.003 Long -Tenn Disability Ins 5011.004 Medicare 5011.005 Worker's Compensation 5011.006 PERS 5011.007 Deferred Compensation 5011.010 Supplemental Health 5011.013 Wellness Benefit Total Personnel 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 1,375,811 45,806 111 521 25,306 16,351 138,589 2,477 7,113 23,967 31,163 125,222 29,000 19,094 2,200 1,842,731 2,170 43,662 800 2,000 225 22,575 115 11,825 121,050 15,500 28,775 18,035 19,818 5,534 83, 649 Total Operations & Maintenance 375,733 Total 1 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 Page104 of227 THE CITY OF SANTA CLARITA City Manager's Office iK•�„i„w, i td_� t•�, �y Program Purpose The Communications division provides accurate and timely information and education for the City of Santa Claritas 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 618,016 5002.001 Part -Time Employees 40,557 5002.002 Part -Time Sick Leave Pay 716 5004.002 Vacation Payout 666 5006.001 Sick Leave Payout 3,631 5011.001 Health & Welfare 85,393 5011.002 Life Insurance 1,112 5011.003 Long -Tenn Disability Ins 2,842 5011.004 Medicare 11,280 5011.005 Worker's Compensation 11,471 5011.006 PERS 56,421 5011.007 Deferred Compensation 2,000 5011.010 Supplemental Health 25,589 5011.013 Wellness Benefit 1,400 Total Personnel 861,094 Operations & Maintenance 5101.001 Publications & Subscriptions 5,845 5101.002 Membership & Dues 800 5101.003 Office Supplies 50 5101.004 Printing 32,000 5101.005 Postage 27,000 5111.001 Special Supplies 18,480 5121.001 Rents/Leases 50 5131.001 Electric Utility 14,000 5131.003 Telephone Utility 3,000 5161.001 Contractual Services 74,027 5161.002 Professional Services 2,500 5161.004 Advertising 57,437 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 12,612 5211.004 Insurance Allocation 48,292 5401.008 Other Funding Uses 330,566 Total Operations & Maintenance 707,851 Capital Outlay 5201.002 Equipment 32,000 Total Capital Outlay 32,000 Total 1 .11 ,945 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page105of227 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 the City's 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 947,946 5004.002 Vacation Payout 16,714 5006.001 Sick Leave Payout 7,270 5011.001 Health & Welfare 115,890 5011.002 Life Insurance 1,710 5011.003 Long -Tenn Disability Ins 4,361 5011.004 Medicare 16,371 5011.005 Worker's Compensation 14,755 5011.006 PERS 89,466 5011.007 Deferred Compensation 10,000 5011.010 Supplemental Health 26,033 5011.013 Wellness Benefit 1,800 Total Personnel 1,252,316 Operations & Maintenance 5101.001 Publications & Subscriptions 823 5101.002 Membership & Dues 1,506 5101.003 Office Supplies 2,380 5101.004 Printing 522 5101.005 Postage 200 _ 5111.001 Special Supplies 2,220 5111.013 Workwell 20,000 5121.001 Rents/Leases 480 5161.001 Contractual Services 19,900 5161.002 Professional Services 39,855 5161.004 Advertising 1,606 5161.005 Promotion & Publicity 7,100 5161.033 Fingerprinting 16,258 5191.001 Travel & Training 3,200 5191.003 Education Reimbursement 27,410 5191.007 Citywide Training 10,000 5211.001 Computer Replacement 16,215 5211.004 Insurance Allocation 49,586 Total Operations & Maintenance 219,261 jtai auai-aa nuugE Page 106of227 THE CITY OF SANTA CLARITA City Manager's Office THIS PAGE INTENTIONALLY LEFT BLANK OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page107of227 City Attorney Operations : Maintenance $ 2,225,028 Total City Attorney $ 2,225,028 Special Services -General Fund $ 1,944,028 Special Services -Streetlights 5,000 Special Services-Stormwater 12,000 Special Services -Self Insurance 260,000 Special Services -Transit 4,000 Total City Attorney 2,225,028 ■ Special Services -Self Insurance ■ Special Services- 0 Special Service02% Transit 0% Streetli�h*� 0% N especial Service Stormwater 1% ■ Special Services - General Fund 87% Page 108of227 THE CITY OF SANTA CLARITA City Attorney CITY ATTURNEY 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 1,944,028 5,000 5161.100 Legal Services - Stonnwater 12,000 5161.100 Legal Services - Self Insurance 260,000 5161.100 Legal Services - Transit 4,000 Total Operations & Maintenance 2,225,028 Total 12,225,028 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 109of227 Administrative Services Personnel Services $ 6,154,389 Operations & Maintenance 6,264,269 Capital Outla183,000 Total Administrative Services $ 12,601,658 Administration Clerk and Contract Services 602,411 5,401,999 Finance 2,579,810 TechnoloRv Services 4,017,437 Total Administrative Services 12,601,6S8 ■ Technology Services 325 ■ Administration 5% ■ Clerk and Contract Services 43% nndnce 20% Page 110of227 THE CITY OF SANTA CLARITA Administrative Services �_iD�„ii.iti�r:J_�rl�J.r 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 plays a pivotal role in the preparation of the annual budget and is responsible for the City's annual and 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 5002.001 Part -Time Employees 5002.002 Part -Time Sick Leave Pay 5004.002 Vacation Payout 5006.001 Sick Leave Payout 5011.001 Health & Welfare 5011.002 Life Insurance 5011.003 Long -Term Disability Ins 5011.004 Medicare 5011.005 Worker's Compensation 5011.006 PERS 5011.007 Deferred Compensation 5011.010 Supplemental Health 5011.013 Wellness Benefit Total Personnel Operations & Maintenance 5101.001 Publications & Subscriptions 5101.002 Membership & Dues 5101.003 Office Supplies 390,494 45,806 665 11,673 1,151 37,597 703 2,282 7,312 9,787 35,532 7,000 9,266 600 559,868 1,133 1,395 450 5131.003 Telephone Utility 2,050 5 19 1. 001 Travel & Training 3,920 5191.004 Auto Allowance & Mileage 7,062 5211.001 Computer Replacement 5,405 5211.004 Insurance Allocation 21,128 Total Operations & Maintenance 42,543 Total 2021-22 Budget 602,411 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Pagelllof227 Funding Source: General Fund ($1,865,136) & Program Purpose Self Insurance Fund 8 , The Clerk and Contract Services division Account Number: 001, 12002, 12003, 12300Personnel supports the organization through the 5001.001 Regular Employees 1,232,933 functions of the City Clerk's Office, Risk 5002.002 Part-time Sick Leave Pay 746 Management, Purchasing, and Mail Services. 5003.001 Overtime 1,500 5004.002 Vacation Payout 7,048 5006.001 Sick Leave Payout 12,106 Primary Activities 5011.001 Health & Welfare 195,487 The Clerk's Office is the City's legal and 5011.002 Life Insurance 2,218 official custodian of all records. It manages 5011.003 Long -Term Disability Ins 5,671 the City Council meeting agendas and 5011.004 Medicare 21,497 minutes, City policies, and the Santa Clarita 5011.005 Worker's Compensation 19,747 municipal code as well as administering 5011.006 PERS 112,689 oaths and ensuring Fair Political Practice 5011.007 Deferred Compensation 4,000 Commission Filings (Statement of Economic 5011.010 Supplemental Health 25,460 Interest/Campaign Disclosures). In addition, 5011.013 Wellness Benefit 3,205 the Clerk's office offers confidential marriage Total Personnel 1,644,306 licenses and civil ceremonies. Operations & Maintenance Risk Management provides contract 5101.001 Publications & Subscriptions 700 administration, promotes and facilitates 5101.002 Membership & Dues 2,290 employee safety, oversees the City insurance 5101.003 Office Supplies 46,300 program, manages claims, and works in 5101.004 Printing 5,500 conjunction with the City Attorney's Office 5101.005 Postage 109,270 on litigated matters. 5111.001 Special Supplies 38,505 5111.005 Maintenance Supplies 131,237 Purchasing staff coordinates procurements 5121.001 Rents/Leases 5,890 in line with City policy and provides vendor 5131.003 Telephone Utility 5,355 outreach to promote business opportunities 5131.007 Fleet Navi Services 52,523 within the City. Purchasing establishes 5151.003 Employee Safety 18,750 and maintains regulations, policies, 5151.004 General Liability Reserve 875,663 and procedures as well as processes all 5161.001 Contractual Services 2,306,623 requisitions, purchase orders, and vendor 5161.002 Professional Services 10,000 code management. 5161.004 Advertising 4,700 5191.001 Travel & Training 20,395 Mail Services provides interoffice and U.S. 5191.004 Auto Allowance & Mileage 600 Mail services, warehousing services, and 5191.006 Employees Uniform 3,890 manages City surplus disposition. 5211.001 Computer Replacement 28,872 5211.003 Vehicle/Equipment Replacement 11,293 5211.004 Insurance Allocation 79,337 Total Operations & Maintenance 3,757,693 Total 15,401,999 Page 112of227 THE CITY OF SANTA CLARITA Administrative Services Program Purpose The Finance division supports the organization inclusive of all programs and services, through the effective, conservative management of City funds in accordance with Generally Accepted Accounting Principles, the City's investment policy, and state and federal laws. Primary Activities Finance oversees treasury investment functions; payroll; accounts payable; revenue collection; accounting services; internal auditing; financial reporting and forecasting; and cash receipting. Personnel 5001.001 Regular Employees 5002.001 Part-time Employees 5002.002 Part-time Sick Leave 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 PERS 5011.007 Deferred Compensation 5011.010 Supplemental Health 5011.013 Wellness Benefit Total Personnel Operations & Maintenance 5101.001 Publications & Subscriptions 5101.002 Membership & Dues 5101.003 Office Supplies 5101.004 Printing 5101.005 Postage 5121.001 Rents/Leases 5161.001 Contractual Services 5161.002 Professional Services 5161.032 Credit Card Processing Fee 5161.037 False Alarm 5185.003 Taxes/Licenses/Fees 5191.001 Travel & Training 5191.004 Auto Allowance & Mileage 5211.001 Computer Replacement 5211.004 Insurance Allocation Total Operations & Maintenance Capital Outlay 1,367,070 4,545 232 1,941 30,797 8,768 201,283 2,466 6,287 24,164 17,893 124,898 8,000 35,923 3,150 1,837,417 155 2,061 4,450 3,550 100 1,800 100,286 123,240 170,299 45,000 34,000 7,500 100 28,377 78,475 599,393 5201.002 Equipment 98,000 5201.003 Automotive Equipment 45,000 Total Capital Outlay 143,000 Total 1 1 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 113of227 r�Xy.I.L0J10 V Program Purpose The Technology Services division provides centralized information processing, hardware and software support services, Geographic Information Systems (GIS), 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 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 1,565,607 5002.001 Part -Time Employees 52,903 5002.002 Part -Time Sick Leave Pay 293 5003.001 Overtime 4,065 5004.002 Vacation Payout T 8,955 5006.001 Sick Leave Payout 17,754 5011.001 Health & Welfare 192,439 5011.002 Life Insurance 2,821 5011.003 Long -Tenn Disability Ins 7,202 5011.004 Medicare 27,762 5011.005 Worker's Compensation 21,941 5011.006 PERS 142,744 5011.007 Deferred Compensation 16,000 5011.010 Supplemental Health 49,307 5011.013 Wellness Benefit 3,005 Total Personnel 2,112,797 Operations & Maintenance 5101.002 Membership & Dues 1,400 5101.005 Postage 200 5111.001 Special Supplies 3,000 5111.005 Maintenance/Supplies 132,512 5111.008 New Personnel Computers 7,100 5111.009 Computer Software Purchase 10,000 5121.001 Rents/Leases 13,100 5131.003 Telephone Utility 173,202 5131.004 New Personnel Phone 1,650 5131.005 Cellular Services 8,500 5161.001 Contractual Services 1,302,498 5161.002 Professional Services 4,650 5161.029 Hosted Services 48,629 5191.001 Travel & Training 13,150 5191.004 Auto Allowance & Mileage 745 5211.001 Computer Replacement 27,070 5211.003 Vehicle Replacement 16,769 5211.004 Insurance Allocation 100,465 Total Operations & Maintenance 1,864,640 Capital Outlay 5201.002 Equipment 40,000 Total Ca ital Outlay 40,000 Total 14,017,437 Page114 of227 THE CITY OF SANTA CLARITA Administrative Services THIS PAGE INTENTIONALLY LEFT BLANK OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 115of227 Neighborhood Services Personnel Services $ 14,479,577 Operations & Maintenance 60,061,008 Capital Outlay 4,928,948 Total Neighborhood Services $ 79,469,533 Administration Environmental Services 801,579 2,518,765 Parks 11,919,179 Public Library 7,662,192 Special Districts 22,660,381 Transit 33,907,435 Total Neighborhood Services 79,469,533 ■ Transit 43% ■ Environmental M Jministration Services 1% 3% ■ Public Library 10% ■ Special Districts 28% Page 116of227 THE CITY OF SANTA CLARITA Neighborhood Services Program Purpose The Administration Division provides administrative support to the Department's five divisions: Environmental Services, Parks, Public Library, Special Districts, and Transit. The Division oversees the short and long-term operations of the Neighborhood Services Department to ensure that the expectations of residents and the organization are met. Administration assists with goal setting, provides policy direction for the Department, and is tasked with the preparation, implementation, and monitoring of the Department's annual budget. Primary Activities Administration's primary activities include the coordination of administrative activities, employee development, recruitment, and training; support and implementation of divisional and organizational strategic planning goals; budget monitoring; and special projects. The Division assists in the implementation of activities that have been identified in support of Santa Clarita 2025. 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, prepares correspondence, and works closely with all divisions to ensure that the highest level of customer service is provided to external and internal customers alike. Personnel 5001.001 Regular Employees 5002.001 Part-time Employees 5004.002 Vacation Payout 5006.001 Sick Leave Payout 5011.001 Health & Welfare 5011.002 Life Insurance 5011.003 Long -Term Disability Ins 5011.004 Medicare 5011.005 Worker's Compensation 5011.006 PERS 5011.007 Deferred Compensation 5011.010 Supplemental Health 5011.013 Wellness Benefit Total Personnel Operations & Maintenance 5101.001 Publications & Subscriptions 368,705 45,806 71,238 9,172 37,597 664 2,181 7,939 10,639 33,561 7,000 7,372 600 602,474 700 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 5,405 5211.004 Insurance Allocation 28,458 Total Operations & Maintenance 199,105 Total 2021-22 Budget 801,579 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 117of227 Program Purpose The Environmental Services Division develops and implements sustainability and pollution prevention programs and outreach 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 enhances the sustainability of the community through both outreach and education, utilizing means such as GreenSantaClarita.com, social media, and other tools. This targeted outreach, along with the implementation of various programs, help the City to comply with mandates and meet the demands of the community. This year, the solid waste team will continue efforts toward achieving the 75 percent diversion goal, established by the State of California, by working with the franchised haulers to increase and improve recycling programs at multi -family properties, implementing organic waste diversion programs, and reducing illegal dumping in heavily impacted residential areas. The stormwater team will manage and implement stormwater permit requirements guided by the Enhanced Watershed Management Program and the water quality monitoring program for the region, coordinate Measure W efforts and river restoration work, and continue to administer Drainage Benefit Assessment Areas throughout the City. Additionally, Environmental Services will continue to organize and implement the 27th Annual River Rally as well as the Bike to Work Day Challenge, and partner with other divisions to increase the number of electric vehicle charging stations throughout the City. Personnel 5001.001 Regular Employees 5002.001 Part -Time Employees 5003.001 Overtime 5004.002 Vacation Payout 5006.001 Sick Leave Payout 5011.001 Health & Welfare 5011.002 Life Insurance 5011.003 Long -Tenn Disability Ins 5011.004 Medicare 5011.005 Worker's Compensation 5011.006 PERS 5011.007 Deferred Compensation 5011.010 Supplemental Health 5011.013 Wellness Benefit Total Personnel 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 5121.003 Equipment Rental 5131.001 Electric Utility 5131.003 Telephone Utility 5141.001 Maintenance & Repairs 5161.001 Contractual Services 5161.002 Professional Services 5161.004 Advertising 5161.005 Promotion & Publicity 5191.001 Travel & Training 5191.003 Education Reimbursement 5191.004 Auto Allowance & Mileage 5191.005 Reg 15 Incentives Program 5211.001 Computer Replacement 5211.003 Vehicle Replacement 752,491 12,010 2,700 12,121 11,795 96,372 1,358 3,463 13,309 13,378 68,631 6,000 22,929 1,580 1,018,137 2,100 4,775 487 2,250 600 4,600 50 1,800 3,400 1,190 29,000 383,576 64,000 16,000 73,136 7,675 1,000 400 7,500 13,761 5,674 5211.004 Insurance Allocation 113,264 5511.100 Reimbursements to the General Fund 764,390 Total Operations & Maintenance 1,500,628 Total 2021-22 Budget 2,518,765 Page118of227 THE CITY OF SANTA CLARITA Neighborhood Services Program Purpose The Parks Division provides high quality recreational spaces for the residents of Santa Clarita to enjoy. The Division focuses on the quality, safety, and usability of the City's parks, trails, and open spaces. The Parks Division handles to the day-to-day maintenance of these amenities; participates, leads, and organizes park development; and evaluates, plans, and determines needs for capital improvement projects. The Division coordinates with recreation programs, special events, and economic development to ensure the various facilities are ready for public use and scheduled events. Primary Activities The primary activities of the Parks Division are the maintenance of parks, trails, open space, pools, and park facilities. Staff is focused on assessing the condition of assets, determining rehabilitation needs, and helps to plan and develop new park spaces. The Division is also responsible for contract oversight, optimization of water conservation measures, and for the implementation of targeted maintenance strategies at older park facilities. This year, the Parks Division will continue to focus on identifying aging infrastructure and completing maintenance that will prolong the life span of park amenities. The Division will plan for and develop park spaces that will increase programming opportunities. A continued focus will be placed on providing high quality parks, trails, and open space that are aesthetically pleasing and enjoyable to the public. Personnel 5001.001 Regular Employees 5001.006 Certificate Pay 5002.001 Part -Time Employees 5002.002 Part -Time Sick Leave 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 PERS 5011.007 Deferred Compensation 5011.010 Supplemental Health 5011.013 Wellness Benefit Total Personnel Operations & Maintenance 5101.001 Publications & Subscriptions 5101.002 Membership & Dues 5101.003 Office Supplies 5101.004 Printing 5111.001 Special Supplies 5111.004 Janitorial Supplies 5111.005 Maintenance/Supplies 5111.007 Small Tools 5121.003 Equipment Rental 5131.001 Electric Utility 5131.002 Gas Utility 5131.003 Telephone Utility 5131.006 Water Utility 5141.001 Maintenance & Repairs 5161.001 Contractual Services 5161.002 Professional Services 5161.010 Landscape Services 5161.011 Weed & Pest Control 5161.012 Tree Trimming 5161.023 Landscape Maintenance/Supplies 5161.028 Irrigation Control Subscriptions 5185.005 Open Space Expense 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 Capital Outlay 2,880,653 11,040 329,457 6,626 19,051 21,993 17,702 503,920 5,889 13,250 56,299 255,373 266,992 6,000 75,052 8,095 4,477,392 617 1,170 3,050 333 11,082 42,917 364,685 11,890 11,683 707,130 143,333 19,054 895,530 101,830 1,237,410 25,491 355,467 10,203 98,060 273,656 6,903 24,500 13,234 800 37,692 72,923 149,242 325,973 2,315,025 7,260,883 5201.002 Equipment 130,904 5201.003 Equipment 50,000 Total Capital Outlay 180,904 Total 1 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 119 of 227 L111=i111Los 1111=1:J_1:Its Program Purpose The Santa Clarita Public Library (SCPL) was established on July 1, 2011, and has been fully functioning as a City operation since July 1, 2018. As a cornerstone in Santa Clarita, SCPL plays an important role in educating children, promoting a lifelong love of reading, and serving as central community gathering places. The SCPL provides access to a wide variety of services, information, and resources that help improve literacy, enhance cultural awareness, and develop an informed citizenry. Primary Activities The SCPL consists of three local libraries, encompassing nearly 71,000 square feet. The libraries provide patrons and online users accessibility to an increased number of books and media. Services available include an online library catalog, public computers, free Wi-Fi Internet access, programs for all ages, photocopiers, passport processing, and public meeting rooms (available on a rental basis). Additional activities include fostering partnerships and community involvement. Priorities for SCPL this year include increasing community partnerships, with a focus on expanding the library outside of its walls, and enhancing the collection of print and digital materials at each library building to support readers of all ages and abilities. Personnel 5001.001 Regular Employees 5002.001 Part -Time Employees 5002.002 Part -Time Sick Leave Pay 5003.001 Overtime 5004.002 Vacation Payout 5006.001 Sick Leave Payout 5011.001 Health & Welfare 5011.002 Life Insurance 5011.003 Long -Tenn Disability Ins 5011.004 Medicare 5011.005 Worker's Compensation 5011.006 PERS 5011.007 Deferred Compensation 5011.010 Supplemental Health 5011.013 Wellness Benefit Total Personnel Operations & Maintenance 5101.001 Publications & Subscriptions 5101.002 Membership & Dues 5101.003 Office Supplies 5101.005 Postage 5111.001 Special Supplies 5111.005 Maintenance Supplies 5111.020 Books and Materials 5131.001 Electric Utility 5131.002 Gas Utility 5131.003 Telephone Utility 5131.006 Water Utility 5161.001 Contractual Services 5161.002 Professional Services 5161.035 Passport Services 5185.003 Taxes/ticenses/Fees 5191.001 Travel & Training 5191.004 Auto Allowance & Mileage 5191.006 Employees' Uniform 5211.001 Computer Replacement 5211.004 Insurance Allocation 5511.100 Reimbursements to the General Fund 5301.002 Interest Total Operations & Maintenance 2,542,522 852,249 9,995 7,501 11,454 1,845 433,431 4,576 11,693 56,924 35,940 240,290 10,000 63,060 7,106 4,288,587 35,174 16,159 32,582 200 110,204 71,169 1,075,000 206,310 21,400 11,750 16,500 647,249 8,280 15,000 1,000 50,000 4,000 2,843 64,014 206,105 388,866 29,800 3,013,605 Capital Outlay 5201.002 Equipment 360,000 Total Ca ital Outlay 360,000 Total I21-22 Budget 7,662,192 Page 120of227 THE CITY OF SANTA CLARITA Neighborhood Services Program Purpose The Special Districts Division enhances the quality of life in Santa Clarita with beautiful landscaping in the City. The Division is responsible for managing 60 financially independent Landscape Maintenance Districts (LMD) that provide beautification for specific communities, parkways, and medians. Special Districts also administers the operation and maintenance of streetlights, and provides administrative support for the Golden Valley Ranch Open Space Maintenance District and Santa Clarita Open Space Preservation District. Primary Activities Primary activities of the Division are to design, construct, and maintain over 3,000 acres of landscaping areas, including Santa Clarita's paseo system, numerous pedestrian bridges and tunnels, and three Homeowner's Association - owned parks; as well as the preparation of annual assessments and the annexation of development into existing or newly created zones or districts. Special Districts also oversees all maintenance activities for 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 2019, the City assumed ownership of the streetlight system from Southern California Edison. This transition includes upgrading all lights to energy -efficient Light Emitting Diode (LED) fixtures, which reduces greenhouse gas emissions. Local control of the streetlight system also enhances public safety by increasing pedestrian visibility, and will generate savings of approximately $30 million over the next thirty years. Community beautification continues to be a priority with the planned completion of additional median landscape enhancements, continuing City-wide proactive tree -pruning, and the replanting of 300 new trees along major City-wide roadways. Personnel 5001.001 Regular Employees 5001.006 Certificate Pay 5002.001 Part -Time Employees 5003.001 Overtime 5004.002 Vacation Payout 5006.001 Sick Leave Payout 5011.001 Health & Welfare 5011.002 Life Insurance 5011.003 Long -Tenn Disability Ins 5011.004 Medicare 5011.005 Worker's Compensation 5011.006 PERS 5011.007 Deferred Compensation 5011.010 Supplemental Health 5011.013 Wellness Benefit Total Personnel Operations & Maintenance 5101.001 Publications & Subscriptions 5101.002 Membership & Dues 5101.003 Office Supplies 5101.004 Printing/Postage 5111.001 Special Supplies 5111.005 Maintenance Supplies 5111.007 Small Tools 5121.001 Rents/Leases 5121.003 Equipment Rental 5131.001 Electric Utility 5131.002 Gas Utility 5131.003 Telephone Utility 5131.006 Water Utility 5141.001 Maintenance and Repairs 5161.001 Contractual Services 5161.002 Professional Services 5161.004 Advertising 5161.010 Landscape Services 5161.011 Weed & Pest Control 5161.012 Tree Trimming 5161.013 Reserve Projects 5161.014 Inspections 5161.022 Streetlights Prem/Deductions 5161.023 Landscape Maintenance/Supplies 5161.025 Properly Damage 5161.028 Irrigation Control 5161.100 Legal Services 5191.001 Travel & Training 5191.003 Education Reimbursement 5191.004 Auto Allowance & Mileage 5191.006 Employees' Uniform 5211.001 Computer Replacement 5211.003 Equipment Replacement 5211.004 Insurance Allocation 1,930,972 2,400 96,016 19,529 16,243 17,961 277,589 3,473 8,880 35,368 119,994 177,161 6,660 62,303 4,551 2,779,099 650 2,420 1,950 850 4,000 9,183 3,500 66,104 1,200 1,525,133 3,000 21,568 3,459,187 1,999,784 1,783,218 106,776 800 4,477,607 116,387 1,126,787 1,217,850 545,329 225,000 13,500 435,000 188,684 5,000 4,700 1,500 600 6,632 40,997 50,336 956,358 5511.100 Reimbursements to the General Fund 1,479,692 Total Operations & Maintenance 19,881,282 Total 1 .1 ,381 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 121 of227 Program Purpose The City of Santa Clarita Transit (SCT) provides high -quality safe and reliable public transportation services within, to, and from the Santa Clarita Valley, provides mobility to individuals with no access to an automobile, and encourages the use of public transportation to reduce traffic congestion and pollution. Primary Activities SCT operates nine local fixed routes that serve the Santa Clarita Valley, and two Station Link routes that meet arriving and departing Metrolink trains. Additionally, SCT operates commuter express bus service between Santa Clarita and Downtown Los Angeles, Century City, UCLA, North Hollywood, and Warner Center in the west San Fernando Valley. To meet the needs of the senior and disabled community, SCT provides curb -to -curb Dial -a -Ride service within the Santa Clarita Valley, which is also available to the general public during evening hours. In FY 2020-21, SCT started a pilot program which offers same day on -demand service for the general public. This Uber-like service allows riders to schedule a trip, and a transit vehicle will arrive within 15 minutes of the request. This year, SCT will focus evaluating the effectiveness of the on -demand service model as well as achieving key performance targets. These include a 90 percent or better on -time performance for all transit services, boosting ridership, and maintaining an average of less than two minutes telephone hold times for all transit customers. SCT will also focus developing the infrustructure needed to support a zero emission bus fleet. Personnel 5001.001 Regular Employees 973,905 5002.001 Part-time Employees 5,170 5002.002 Part-time Sick Leave Pay 243 5004.002 Vacation Payout 12,255 5006.001 Sick Leave Payout 7,312 5011.001 Health & Welfare 146,693 5011.002 Life Insurance 1,753 5011.003 Long -Term Disability Ins 4,481 5011.004 Medicare 16,995 5011.005 Worker's Compensation 29,560 5011.006 PERS 89,014 5011.007 Deferred Compensation 4,000 5011.010 Supplemental Health 20,102 5011.013 Wellness Benefit 2,405 Total Personnel 1,313,887 Operations & Maintenance 5101.001 Publications & Subscriptions 315 5101.002 Membership & Dues 37,000 5101.003 Office Supplies 1,000 5101.004 Printing 20,000 5101.005 Postage 450 5111.001 Special Supplies 6,500 5111.002 Vehicle Fuel 575,000 5111.004 Janitorial Supplies 15,250 5111.005 Maintenance/Supplies 66,100 5111.007 Small Tools 3,500 5121.003 Equipment Rental 1,500 5131.001 Electric Utility 74,280 5131.002 Gas Utility 1,762,707 5131.003 Telephone Utility 75,200 5131.006 Water Utility 19,000 5161.001 Contractual Services 538,402 5161.002 Professional Services 20,000 5161.004 Advertising 20,000 5161.010 Landscape Services 70,400 5161.008 Graphic Design Services 5,000 5161.016 Local Bus 11,118,540 5161.017 Dial ARide 4,135,183 5161.018 Commuter Services 3,069,879 5161.019 Contract Admin Fees 5,060,532 5161.030 CNG Station Maintenance 400,000 5185.003 Taxes/Licenses/Fees 173,600 5191.001 Travel & Training 4,500 5191.003 Education Reimbursement 3,500 5191.004 Auto Allowance & Mileage 200 5191.006 Employees' Uniform 1,270 5211.001 Computer Replacement 21,665 5211.004 Insurance Allocation 128,061 5511.100 Reimbursements to the General Fund 776,970 Total Operations & Maintenance 28,205,504 Capital Outlay 5201.003 Automotive Equipment 4,388,044 Total Ca ital Outlay 4,388,044 Total 133,907,435 Page 122of227 THE CITY OF SANTA CLARITA Neighborhood Services THIS PAGE INTENTIONALLY LEFT BLANK OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 123of227 Community Development BUDGET SUMMARY Personnel Services $ 5,851,440 Operations & Maintenance 5,899,332 Total CqjaWagUy Development $ 1111,750,772 Administration $ 673,089 Community Preservation 4,516,892 Community Development Block Grant 1,295,259 Economic Development 2,758,038 Planning 2,507,495 Total CqjaWagUy Development 11,750,772 ■ Administration 6% ■ Planning ■ Community Preservation 38% Economic Developmen 24% A Community Development Block Grant 11% Page124 of227 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 Personnel 5001.001 Regular Employees 406,787 5002.001 Part-time Employees 40,231 5004.002 Vacation Payout 7,137 5006.001 Sick Leave Payout 5,813 5011.001 Health & Welfare 37,597 5011.002 Life Insurance 733 5011.003 Long -Term Disability Ins 1,871 5011.004 Medicare 7,474 5011.005 Worker's Compensation 7,892 5011.006 PERS 37,004 5011.007 Deferred Compensation 7,000 5011.010 Supplemental Health 10,311 5011.013 Wellness Benefit 600 Total Personnel 570,450 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 Oectric 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 5,405 5211.004 Insurance Allocation 27,164 Total Operations & Maintenance 102,639 Total 2021-22 Budget 0:9 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page125of227 COMMUNITY PRESERVATION Program Purpose Personnel The purpose of the Community Preservation 5001.001 Regular Employees _ 1,330,006 Division is to preserve, maintain, and 5001.006 Certificate Pay 2,400 improve the appearance, value, and safety of 5002.001 Part -Time Salaries 126,795 properties and buildings throughout the City; 5002.002 Part -Time Sick Leave Pay 2,229 thereby, instilling in residents and businesses 5003.001 Overtime 8,000 a sense of pride for their community. This 5004.002 Vacation Payout 15,147 is achieved through community education 5006.001 Sick Leave Payout 1,965 programs, and enforcement of the Santa 5011.001 Health & Welfare 208,450 Clarita Municipal Code and City standards 5011.002 Life Insurance 2,398 for zoning, property maintenance, building 5011.003 Long -Term Disability Ins 6,117 codes, parking, animal welfare, and other 5011.004 Medicare 24,959 regulations. The Housing Program and 5011.005 Worker's Compensation 83,278 Graffiti Abatement Program are also 5011.006 PERS 122,692 functions of the Community Preservation 5011.007 Deferred Compensation 2,675 Division. 5011.010 Supplemental Health 16,195 5011.013 Wellness Benefit 3,268 Total Personnel 1,956,575 Primary Activities One of the primary activities of Community Operations & Maintenance Preservation is to preserve the high 5101.002 Membership & Dues 1,670 quality of life found in our community 5101.003 Office Supplies 1,680 by maintaining the integrity, appearance, 5101.004 Printing 100 and value of properties and buildings in 5101.005 Postage 100 the City. Staff responds to citizen inquiries 5111.001 Special Supplies 48,000 and concerns, and determines the legality 5131.003 Telephone Utility 16,090 of the issues in question. When necessary, 5141.001 Maintenance & Repairs 2,350 corrective measures to achieve compliance 5161.001 Contractual Services 1,533,000 with the applicable codes are pursued. 5161.002 Professional Services 650,235 Additional responsibilities of the Division 5161.031 Litter & Debris Removal 117,000 include Business Licensing support to Los 5171.007 Rewards Program 1,000 Angeles County, Homeless Encampment 5191.001 Travel & Training 11,325 Enforcement, and Graffiti Abatement. The 5191.006 Employees' Uniform 12,002 Division also manages the contracts for 5211.001 Computer Replacement 26,628 Parking Enforcement and Animal Care and 5211.003 Equipment Replacement 33,498 Control services. 5211.004 Insurance Allocation 105,639 Total Operations & Maintenance 2,560,317 Housing staff is responsible for the � tal � Budget21-22 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. Page 126of227 THE CITY OF SANTA CLARITA Community Development COMMUNITY DEVELOPMENT BLOCK GRANT Account Number: 13311-13366 Personnel 5001.001 Regular Employees 136,761 Program Purpose 5004.002 Vacation Payout 868 Housing staff is responsible for the oversight 5011.001 Health & Welfare 20,281 and administration of the Community 5011.002 Life Insurance 247 Development Block Grant Program, 5011.003 Long -Tenn Disability Ins 629 which includes the preparation and 5011.004 Medicare 2,315 implementation of all federally required 5011.005 Worker's Compensation 2,554 documents. 5011.006 PERS 12,491 5011.007 Deferred Compensation 1,325 5011.013 Wellness Benefit 333 Total Personnel 177,804 Operations & Maintenance 5101.003 Office Supplies 217 5101.004 Printing 835 5101.005 Postage 334 5111.001 Special Supplies 435 5161.001 Contractual Services 1,111,980 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 1,117,455 Total I OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 127of227 ECONOMIC DEVELOPMENT Program Purpose Personnel The purpose of the Economic Development 5001.001 Regular Employees 982,511 Division is to promote the economic 5002.001 Part -Time Employees 29,497 growth of the City. This is achieved by 5002.002 Part -Time Sick Leave Pay 442 encouraging and fostering responsible 5003.001 Overtime 16,143 economic development opportunities 5004.002 Vacation Payout 20,195 that result in: a jobs/housing balance 5006.001 Sick Leave Payout 14,399 that is established through high quality 5011.001 Health & Welfare 134,189 employment opportunities for residents; a 5011.002 Life Insurance 1,769 diverse and strong economic base through 5011.003 Long -Tenn Disability Ins 4,518 the attraction and retention of increased 5011.004 Medicare 17,876 sales tax -generating businesses, including 5011.005 Worker's Compensation 21,841 restaurants and retail; and economic 5011.006 PERS 89,933 wealth by attracting external monies to the 5011.007 Deferred Compensation 6,000 local economy through film and tourism 5011.010 Supplemental Health 27,231 promotion and activities. 5011.013 Wellness Benefit 2,200 Total Personnel 1,368,744 Primary Activities The primary activities of the Division Operations & Maintenance include: marketing and promotion of the 5101.001 Publications & Subscriptions 3,915 City as a premier location to visit, conduct 5101.002 Membership & Dues 12,115 business, shop, and film; acting as the 5101.003 Office Supplies 4,625 liaison between the City and the business 5101.004 Printing 26,500 community; attracting and retaining 5101.005 Postage 1,700 business and retail; managing and growing 5111.001 Special Supplies 5,500 the City's Business Incubator Program; 5121.001 Rents/Leases 27,932 implementing the Newhall Crossings 5131.003 Telephone Utility 6,710 and Laemmle Theatres projects in Old 5161.001 Contractual Services 108,000 Town Newhall; promoting the Old Town 5161.002 Professional Services 337,419 Newhall area as the premier Arts and 5161.004 Advertising 194,505 Entertainment District in our community; 5161.005 Promotion & Publicity 119,727 and coordinating sponsorships, filming, and 5161.008 Graphic Design Services 22,600 visitor attraction. Economic Development 5161.024 Business Sponsors 55,750 staff facilitates monthly Tourism Bureau 5171.005 Economic Incentives Program 205,000 meetings, and is the City's liaison with local 5171.010 Film Incentives 60,000 community and business agencies, such 5191.001 Travel & Training 13,070 as the Chamber of Commerce, the Santa 5191.004 Auto Allowance & Mileage 2,600 Clarita Valley Economic Development 5211.001 Computer Replacement 19,819 Corporation, and the Valley Industry 5211.003 Vehicle/Equipment Replacement 5,534 Association. 5211.004 Insurance Allocation 95,291 5511.100 Reimbursements to the General Fund 60,982 Total Operations & Maintenance 1,389,294 jtai auai-aa nuugE Page 12Pof227 THE CITY OF SANTA CLARITA Community Development PLANNING Program Purpose Aliento, Bouquet Residential, Dockweiler 21 Residential, Golden The purpose of the Planning Division is to Triangle residential, Costco at Westfield, Homewood/Hampton manage all planning functions, processes, and hotel, and three hotel projects on Tourney Road. The Tesoro del projects for the City, working closely with Valle Annexation filed with LAFCO will continue and be completed the Planning Commission and City Council during Fiscal Year 2021-22. Staff will also continue work on updates to ensure the City's planning goals are met to the Climate Action Plan, the Housing Element, and the Old and the General Plan is implemented. The Town Newhall Specific Plan. Planning Division processes all development projects in accordance with the standards Funding Source: General Fund ($2,007,495), Miscellaneous established through the Unified Development Grants ($500,000) Code, prepares potential annexations, prepares environmental analyses per the Account Number: 13100, 13111 California Environmental Quality Act, Personnel conducts long-range planning projects which 5003.00.001 Regular Employees 1,34, 924 guide future growth and decision making in 500Overtime 1, 000 the Santa Clarita Valley, and prepares and 5004.002 Vacation Payout 98 33,798 implements various planning guidelines and 5006.001 Sick Leave Payout 9,224 programs of the City. 5011.001 Health &Welfare 158,587 5011.002 Life Insurance 2,426 Primary Activities 5011.003 Long -Tenn Disability Ins 6,209 Primary activities and functions of the 5011.004 Medicare 23,282 Division include: reviewing development 5011.005 Worker's Compensation 17,328 proposals; preparing plans, reports, and 5011.006 PERS 123,036 Conditions of Approval; and providing 5011.007 Deferred Compensation 16,000 thorough presentations to the Planning 5011.010 Supplemental Health 34,454 Commission and City Council so they 5011.013 Wellness Benefit 2,600 may make informed decisions about land Total Personnel 1,777,868 use proposals. The Division prepares and reviews environmental documents, Operations &Maintenance monitors and comments on County 5101.001 Publications &Subscriptions 500 development activity occurring within the 5101.002 Membership &Dues 6,095 City's sphere of influence, and processes 5101.00Office Supplies 2,500 annexation requests with the Local Agency 5101.00 Printing 2,500 Formation Commission (LAFCO). Planning 51Postage 5 1.004 1,200 staff additionally provides assistance and 5111.001 Special Supplies 1,600 customer service at the City's Permit Center. 5121.001 Rents/Leases 4,500 5131.003 Telephone Utility 2,200 During Fiscal Year 2021-22, staff will 5161.001 Contractual Services 530,000 continue advancing proposed projects 5161.002 Professional Services 15,000 through the entitlement process, including 5161.003 Annexation Services 20,000 Sand Canyon Resort, Princessa Crossroads, 5161.004 Advertising 9,000 Henry Mayo Hospital expansion, Wiley 5171.011 Historic Preservation Grant 25,000 Canyon, Golden Valley/Sierra Mixed Use, 5191.001 Travel & Training 9,000 and Blackhall Studios. Staff will monitor 5191.004 Auto Allowance & Mileage 500 entitled projects as they continue through 5211.001 Computer Replacement 23,422 the post -entitlement phase, including the 5211.003 Vehicle Replacement 5,465 completion of Phase 1 at the Center at 5211.004 Insurance Allocation 71,145 Needham Ranch, the kick-off of Phase 2 Total Operations & Maintenance 729,627 at the Center at Needham Ranch, Vista Vud, . Canyon, MetroWalk, Plum Canyon, Skyline Ranch, Sand Canyon Plaza, River Village, OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page129of227 Recreation and Community Services Personnel Services 12,074,573 CapitalOperations & Maintenance 6,606,868 Outlay 15,000 Total Recreation & C y Services $ 18,696,441 Administration Arts and Events 1,903,392 4,033,000 Open Space814,368 Recreation and Community Services 11,945,680 Total Recreation & Comma Services $ 18,696,441 ■ Administration 10% ■ Recreation and Community Services 64% ■ Arts and Events 22% I :,' en Space 4% Page 130of227 THE CITY OF SANTA CLARITA Recreation and Community Services Program Purpose The Administration Division provides support and direction to all functions throughout the Department. The Administration Division staff the Parks, Recreation, and Community Services Commission and the Arts Commission; attends all City Council meetings; develops and administers the Department budget, mission, and goals; maintains the inventory of all City -own properties; and fulfills a variety of planning and development functions for the Department and the City. The Administration Division is also responsible for the oversight of property leases and licenses and for developing and maintaining many partnerships with outside agencies. Primary Activities The primary activities of the Administration Division includes selection and training of full-time supervisory and administrative employees; staffing and preparation for meetings of the Parks, Recreation, and Community Services Commission and the City Council; implementation of the Santa Clarita 2025 Plan, and the Parks and Recreation 5-Year Plan; Other activities include the development, administration, and tracking of the department budget and City -owned properties; strategic planning for department programming and facility development; purchasing, contract management, and cash handling operations. Administration staff works closely with all divisions to provide general administrative and analytical support. Personnel 5001.001 Regular Employees 487,249 5002.001 Part-time Employees 538,704 5002.002 Part-time Sick Leave Pay 3,524 5003.001 Overtime 1,444 5004.002 Vacation Payout 17,308 5006.001 Sick Leave Payout 5,900 5011.001 Health & Welfare 58,794 5011.002 Life Insurance 876 5011.003 Long -Term Disability Ins 2,869 5011.004 Medicare 16,280 5011.005 Worker's Compensation 29,179 5011.006 PERS 48,970 5011.007 Deferred Compensation 7,250 5011.010 Supplemental Health 1,451 5011.013 Wellness Benefit 950 Total Personnel 1,220,749 Operations & Maintenance 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 8,558 5211.004 Insurance Allocation 43,118 Total Operations & Maintenance 682,643 Total 2021-22 Budget 1,903,392 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 131 of227 Program Purpose The Arts and Events Division promotes, supports, and develops arts programming, regional events, community events, school programs, and volunteer opportunities for the benefit of local citizens, while utilizing these programs and events to encourage economic development and tourism to the Santa Clarita Valley. Primary Activities Arts and Events serves as the lead arts agency for the community by convening advisory groups, providing arts services, implementing a public art program, and working in collaboration with other City divisions to implement the City-wide vision of arts and entertainment in Santa Clarita. A primary activity is the implementation of the City Council and Arts Commission approved Arts Master Plan. The plan serves as a road map for arts, entertainment, and cultural development in Santa Clarita. The MAIN serves a valuable role as an arts center offering performing and visual arts events and programs for the community. The Arts and Events Division produces and supports regional events including the Cowboy Festival, Santa Clarita Marathon, and various sports and cultural tourism events. In addition, an annual slate of community events add to the quality of life for Santa Claritds residents including the monthly SENSES series in Old Town Newhall, Concerts in the Park, Fourth of July Fireworks, Youth Arts Showcase, Eggstravaganza, Santa Clarita Valley Dodger Day, and Earth Arbor Day. Through the special event permit process, staff provides support, guidance, and services for over 60 community produced events per year. The division also recruits and promotes volunteerism and civic engagement for all events, libraries, internship program, and specialty service projects with local businesses. School Programs serves to educate, empower, and encourage youth to make positive choices, strengthen the family unit, celebrate diversity, and promote community service while enhancing safety in the community. School Programs include the DFY in SCV (Drug Free Youth in Santa Clarita Valley) program, Final Mile Challenge, and arts education through the Santa Clarita Master Chorale, Artist in Residence, and Arts Education Community Art Exhibit partnerships. Personnel 5001.001 Regular Employees 1,540,356 5002.001 Part -Time Employees 159,925 5002.002 Part -Time Sick Leave Pay 1,072 5003.001 Overtime 90,461 5004.002 Vacation Payout 22,931 5006.001 Sick Leave Payout 14,580 5011.001 Health & Welfare 228,731 5011.002 Life Insurance 2,774 5011.003 Long -Term Disability Ins 7,086 5011.004 Medicare 30,482 5011.005 Worker's Compensation 51,113 5011.006 PERS 142,140 5011.007 Deferred Compensation 6,000 5011.010 Supplemental Health 30,631 5011.013 Wellness Benefit 3,600 Total Personnel 2,331,881 Operations & Maintenance 5101.002 Membership & Dues 1,295 5101.003 Office Supplies 2,900 5101.004 Printing 19,900 5101.005 Postage 2,000 5111.001 Special Supplies 272,275 5121.001 Rents/Leases 108,800 5121.003 Equipment Rental 310,800 5131.001 Electric Utility 16,560 5131.002 Gas Utility 240 5131.003 Telephone Utility 5,650 5161.001 Contractual Services 172,749 5161.002 Professional Services 485,560 5161.005 Promotion & Publicity 41,000 5161.008 Graphic Design Services 62,000 5191.001 Travel & Training 3,500 5191.004 Auto Allowance & Mileage 2,180 5211.001 Computer Replacement 32,430 5211.003 Equipment Replacement 9,936 5211.004 Insurance Allocation 151,344 Total Operations & Maintenance 1,701,119 2021-22 BudgetTotal 000 Page 132of227 THE CITY OF SANTA CLARITA Recreation and Community Services V1J�.l=1J•ly� Program Purpose The Open Space Division evaluates and Funding Source: Open Space Preservation District Fund acquires specially -selected properties through the City's Open Space Preservation District Account Number: 12592, 14502 (OSPD); and supports the real property needs Personnel of all City departments. 5001.001 Regular Employees 235,057 5002.001 Part -Time Employees 15,491 5002.002 Part -Time Sick Leave Pay 46 Primary Activities 5004.002 Vacation Payout 1,518 Open Space is tasked with purchasing land 5006.001 Sick Leave Payout 1,041 that meets the goals of the OSPD; reviews 5011.001 Health & Welfare 32,476 the locations, amenities, and benefits of each 5011.002 Life Insurance 422 parcel against a detailed list of qualifications; 5011.003 Long -Term Disability Ins 1,192 and makes every effort to partner with other 5011.004 Medicare 4,232 agencies to maximize the public value of 5011.005 Worker's Compensation 14,132 5011.006 PERS 21,592 each acquisition. Staff has raised public 5011.007 Deferred Compensation 1,750 awareness of the physical benefits of lands 5011.010 Supplemental Health 3,908 purchased by the OPSD. The introduction 5011.013 Wellness Benefit 530 of www.hikesantaclarita.com and a social Total Personnel 333,386 media presence has provided new avenues for public input and information dissemination. Operations & Maintenance The Hike Santa Clarita application provides 5101.001 Publications & Subscriptions 2,300 maps and information about specific 5101.002 Membership & Dues 1,500 properties. Open Space staff also negotiates 5101.005 Postage 100 the acquisition of leases, right-of-way, and 5111.001 Special Supplies 15,400 property for numerous City projects. 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 4,774 5211.004 Insurance Allocation 23,715 5511.100 Reimbursements to the General Fund 116,833 Total Operations & Maintenance 465,982 Capital Outlay 5201.002 Equipment 15,000 Total Capital Outlay 15,000 Total 1 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page133of227 IN N COMMUNITY S Program Purpose The City of Santa Clarita is committed to providing quality programs that connect families, create community, and positively impact the quality of life for our residents. 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; Facility and Field Rentals and Allocation; Neighborhood Outreach, Youth Employment Services; Community Court; Primetime Preschool; Recreation classes 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, Bike Park, Aquatic Center, The Centre, Gymnasium, and management of the crossing guard program. Personnel 5001.001 Regular Employees 3,458,418 5001.006 Certificate Pay 2,880 5002.001 Part -Time Employees 3,295,697 5002.002 Part -Time Sick Leave Pay 27,236 5003.001 Overtime 6,000 5004.002 Vacation Payout 43,673 5006.001 Sick Leave Payout 33,735 5011.001 Health & Welfare 541,024 5011.002 Life Insurance 6,223 5011.003 Long -Term Disability Ins 15,908 5011.004 Medicare 122,007 5011.005 Worker's Compensation 187,692 5011.006 PERS 357,998 5011.007 Deferred Compensation 8,000 5011.010 Supplemental Health 73,396 5011.013 Wellness Benefit 8,670 Total Personnel 8,188,556 Operations & Maintenance 5101.001 Publications & Subscriptions 500 5101.002 Membership & Dues 2,555 5101.003 Office Supplies 6,705 5101.004 Printing 172,459 5111.001 Special Supplies 557,584 5111.005 Maintenance/Supplies 33,180 5121.001 Rents/Leases 43,832 5121.003 Equipment Rental 3,000 5131.003 Telephone Utility 16,080 5161.001 Contractual Services 176,862 5161.002 Professional Services 850,680 5161.005 Promotion & Publicity 2,500 5161.038 Management Fee 81,258 5161.039 Operating Cost 1,366,457 5185.004 Todd tongshore SCORE 11,000 5191.001 Travel & Training 7,370 5191.004 Auto Allowance & Mileage 19,970 5191.006 Employees' Uniform 27,500 5211.001 Computer Replacement 78,102 5211.003 Equipment Replacement 5,465 5211.004 Insurance Allocation 294,065 Total Operations & Maintenance 3,757,124 Total 2021-22 Budget :0 Page134 of227 THE CITY OF SANTA CLARITA Recreation and Community Services THIS PAGE INTENTIONALLY LEFT BLANK OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 135of227 Public Works Personnel Services $ 16,901,844 Operations & Maintenance 11,529,575 Capital Outlay 310,348 Total ' C ,741,767 Administration $ 1,167,245 Building and Safety 4,745,333 Capital Improvement Projects Administration 3,416,517 Engineering Services 2,502,582 General Services 12,482,148 Traffic and Transportation Planning 4,427,942 Total ' C ,7411,767 Traffic and Transportation ■ Administration Planning 4% 1 qoi ■ General Seri 43% " ng and Safety 17% A Capital Improvement Projects Admin 12% ngineering Services 9% Page 136of227 THE CITY OF SANTA CLARITA Public Works �_Ib1���.�F y�:!_��l•1.� Program Purpose Personnel The mission of the Public Works department 5001.001 Regular Employees 748,835 is to provide responsive, effective, and efficient 5002.001 Part -Time Employees 71,356 customer service to ensure a sustainable 5002.002 Part -Time Sick Leave Pay 556 quality of life for Santa Clarita's residents. The 5003.001 Overtime 500 Public Works Administration division ensures 5004.002 Vacation Payout 20,675 that mission is accomplished. 5006.001 Sick Leave Payout 12,457 5011.001 Health & Welfare 74,194 The department is comprised of six divisions: 5011.002 Life Insurance 1,348 Administration, Building & Safety, Capital 5011.003 Long -Tenn Disability Ins 3,927 Improvement Projects, Engineering 5011.004 Medicare 13,954 Services, General Services, and Traffic and 5011.005 Worker's Compensation 18,869 Transportation Planning, with Administration 5011.006 PERS 68,157 providing direction and assistance to 5011.007 Defeired Compensation 9,000 all functions within the department. 5011.010 Supplemental Health 23,565 Administration staff develops and manages 5011.013 Wellness Benefit 1,200 the department's budget, works on special Total Personnel 1,068,593 projects, and manages department -related agenda reports and other documents. Operations &Maintenance 5101.001 Publications & Subscriptions 1,700 5101.002 Membership & Dues 1,000 Primary Activities 5101.003 Office Supplies 1,000 Primary activities consist of addressing 5101.004 Printing 100 City Council and City Manager requests; 5101.005 Postage 50 developing policies within the department; 5111.001 Special Supplies 3,000 assisting divisions in matters of City-wide 5131.003 Telephone Utility 4,000 concern; formulating, implementing and 5161.001 Contractual Services 20,000 monitoring the department's budget and 5191.001 Travel & Training 8,520 5191.004 Auto Allowance & Mileage 150 strategic plans; personnel management and 5211.001 Computer Replacement 13,617 training; goal setting; and developing and 5211.003 Vehicle Replacement 5,415 monitoring the City's Capital Improvement 5211.004 Insurance Allocation 40,100 Program. Total Operations & Maintenance 98,652 Lai rsuuge OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 137of227 Program Purpose The mission of the Building & Safety division is to promote public health and safety 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 and promotes energy efficiency and sustainable construction practices. Primary Activities 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 by 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 tracking. Personnel 5001.001 Regular Employees 2,606,403 5001.006 Certificate Pay 4,800 5002.001 Part-time Employees 30,626 5002.002 Part-time Sick Leave Pay 409 5003.001 Overtime 7,763 5004.002 Vacation Payout 8,378 5006.001 Sick Leave Payout 8,041 5011.001 Health & Welfare 347,671 5011.002 Life Insurance 4,690 5011.003 Long -Term Disability Ins 11,906 5011.004 Medicare 44,954 5011.005 Worker's Compensation 52,332 5011.006 PERS 238,090 5011.007 Defenud Compensation 14,000 5011.010 Supplemental Health 66,423 5011.013 Wellness Benefit 5,700 Total Personnel 3,452,186 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 1,002,400 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 51,348 5211.003 Equipment Replacement 43,012 5211.004 Insurance Allocation 141,427 Total Operations & Maintenance 1,293,147 Total i Page 138of227 THE CITY OF SANTA CLARITA Public Works 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 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 construct the Annual Overlay and Slurry Seal project, the West Side Inclusive Play Area, and continue progress on the multi -year Vista Canyon Multi -Modal Center (Metrolink Station) project. Personnel 5001.001 Regular Employees 2,171,455 5001.006 Certificate Pay 960 5003.001 Overtime 6,500 5004.002 Vacation Payout 39,246 5006.001 Sick Leave Payout 46,483 5011.001 Health & Welfare 316,808 5011.002 Life Insurance 3,910 5011.003 Long -Term Disability Ins 9,985 5011.004 Medicare 38,175 5011.005 Worker's Compensation 53,045 5011.006 PERS 198,287 5011.007 Deferred Compensation 28,440 5011.010 Supplemental Health 63,996 5011.013 Wellness Benefit 5,569 Total Personnel 2,982,859 Operations & Maintenance 5101.001 Publications & Subscriptions 2,065 5101.002 Membership & Dues 4,800 5101.003 Office Supplies 2,500 5101.004 Printing 800 5101.005 Postage 200 5111.001 Special Supplies 4,914 5121.001 Rents/Leases 3,000 5131.003 Telephone Utility 3,280 5161.001 Contractual Services 65,006 5161.002 Professional Services 15,000 5191.001 Travel & Training 9,000 5191.004 Auto Allowance & Mileage 1,000 5191.006 Employees' Uniform 2,506 5211.001 Computer Replacement 50,168 5211.003 Equipment Replacement 13,352 5211.004 Insurance Allocation 241,892 5511.100 Reimbursements to the General Fund 14,175 Total Operations & Maintenance 433,658 Total 1 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 239of227 '=1 101 1=1 =1'41 1Cil Program Purpose The mission of the Engineering Services division 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. To that end, the division is responsible for enforcing City codes and standards for grading, land subdivision, and construction of public infrastructure for new development projects. The division also regulates construction and related activities conducted by utility companies and developers in the public right- of-way to ensure projects are completed in a safe manner, while preserving the integrity of City streets and other public infrastructure. Primary Activities Primary activities of the Engineering Services division include reviewing and approving 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. The division provides excellent customer service through prompt, quality plan reviews, permit issuance, and inspection services and will continue streamlining the process of records and bonds management through programs such as Accela. Additionally, the division will ensure adequate measures are in place for future maintenance of newly constructed streets, storm drains, sanitary sewers, and other City -owned infrastructure. Funding Source: General Fund Account Number: 00 Personnel 5001.001 Regular Employees 1,622,573 5001.006 Certificate Pay 960 5003.001 Overtime 78,003 5004.002 Vacation Payout 17,859 5006.001 Sick Leave Payout 14,652 5011.001 Health & Welfare 194,574 5011.002 Life Insurance 2,919 5011.003 Long -Term Disability Ins 7,462 5011.004 Medicare 28,983 5011.005 Worker's Compensation 42,507 5011.006 PERS 147,908 5011.007 Deferred Compensation 13,900 5011.010 Supplemental Health 53,171 5011.013 Wellness Benefit 3,190 Total Personnel 2,228,661 Operations & Maintenance 5101.001 Publications & Subscriptions 355 5101.002 Membership & Dues 2,851 5101.003 Office Supplies 833 5101.004 Printing 2,700 5101.005 Postage 300 5111.001 Special Supplies 4,581 5121.001 Rents/Leases 3,667 5131.003 Telephone Utility 7,730 5161.001 Contractual Services 100,000 5191.001 Travel & Training 6,000 5191.004 Auto Allowance & Mileage 300 5191.006 Employees' Uniform 2,800 5211.001 Computer Replacement 28,737 5211.003 Equipment Replacement 23,381 5211.004 Insurance Allocation 89,686 Total Operations & Maintenance 273,921 Total 2021-22 Budget 2,502,582 Page 140of227 THE CITY OF SANTA CLARITA Public Works l rl =1 I =1 -4114-II Program Purpose The mission of the General Services division is to provide safe, clean streets, public right-of-ways, alleys, and easements. The division is responsible for the maintenance of all City streets, which includes 1,200 lane miles, 117 water treatment devices, 418 catch basins, over 500,000 square feet of facilities, and the City's fleet of over 315 vehicles and equipment, with a focus on clean energy fuel. Primary Activities In addition to the responsibilities listed above, primary activities include performing work and inspections for the annual Sidewalk Concrete Rehabilitation project, conducting stormwater inspections and maintenance, maintaining DBAAs and street signage, and lane line striping. The division also assists with as -needed road closures for City events and emergencies. Personnel 5001.001 Regular Employees 3,405,660 5001.006 Certificate Pay 34,560 5002.001 Part -Time Employees 186,289 5002.002 Part -Time Sick leave Pay 4,764 5003.001 Overtime 113,749 5004.002 Vacation Payout 23,122 5006.001 Sick leave Payout 19,383 5011.001 Health & Welfare 552,249 5011.002 life Insurance 6,120 5011.003 Inng-Term Disability Ins 15,667 5011.004 Medicare 64,919 5011.005 Worker's Compensation 291,218 5011.006 PERS 313,473 5011.007 Deferred Compensation 8,100 5011.010 Supplemental Health 119,143 5011.013 Wellness Benefit 8,904 Total Personnel 5,167,320 Operations & Maintenance 5101.001 Publications & Subscriptions 5,300 5101.002 Membership & Dues 2,055 5101.003 Office Supplies 3,688 5101.004 Printing 250 5101.005 Postage 1,350 5111.001 Special Supplies 73,367 5111.002 Vehicle Fuel 429,492 5111.004 Janitorial Supplies 31,000 5111.005 Maintenance/Supplies 353,698 5111.007 Small Tools 9,467 5111.010 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 471,575 5131.002 Gas Utility 54,500 5131.003 Telephone Utility 27,749 5131.006 Water Utility 34,500 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 Stormdmin Repairs 40,330 5141.008 Traffic Signs & Mardngs 95,650 5161.001 Contractual Services 1,670,001 5161.010 landscape Services 500 5161.011 Weed & Pest Control 8,000 5161.014 Inspections 5,000 5161.025 Property Damage 30,000 5161.028 Irrigation Control Subscription 2,096 5185.003 Taxes/licenses/Fees 6,625 5191.001 Travel & Training 14,770 5191.003 Education Reimbursement 2,300 5191.004 Auto Allowance & Mileage 850 5191.006 Employees' Uniform 46,510 5211.001 Computer Replacement 80,208 5211.003 Equipment Replacement 91,275 5211.004 Insurance Allocation 421,399 5511.100 Reimbursements to the General Fund 1,833,530 Total Operations & Maintenance 7,004,480 Capital Outlay 5201.002 Equipment 51,348 5201.003 Automotive Equipment 259,000 Total Ca ital Outlay I 310,348 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page l41 of227 TRAFFIC AND TRANSPORTA Program Purpose The mission of the Traffic and Transportation Planning division is to plan, manage, and maintain 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 Circulation Element of the City's General Plan and the Non -Motorized Transportation Plan. The division also 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. Primary activities for Roadway Planning include forecasting future transportation needs, identifying necessary funding, reviewing development proposals and traffic impact studies, and coordinating with outside agencies. Primary activities for Bikeway/Trail Planning include implementing the Non -Motorized Transportation Plan and serving as a liaison to the local bicycle community. Primary activities for Operations include designing and implementing intersection and roadway modifications, administering traffic safety programs, and reviewing traffic signs and markings placement. Primary activities for Signals include maintaining traffic signal operations and associated technology and implementing signal timing. The division as a whole investigates and responds to traffic - related citizen service requests and serves as a technical advisor to the City Manager and City Council on traffic -related matters. This year the division will continue to complete projects that will enhance the City's roadways, such as 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 improvements. Personnel 5001.001 Regular Employees 1,500,403 5003.001 Overtime 9,723 _ 5004.002 Vacation Payout 57,622 5006.001 Sick leave Payout 23,713 5011.001 Health & Welfare 162,246 5011.002 life Insurance 2,701 5011.003 Long -Term Disability Ins 6,903 5011.004 Medicare 25,987 5011.005 Worker's Compensation 37,825 5011.006 PERS 136,659 5011.007 Deferred Compensation 15,400 5011.010 Supplemental Health 20,383 5011.013 Wellness Benefit 2,660 Total Personnel 2,002,225 Operations & Maintenance 5101.001 Publications & Subscriptions 500 5101.002 Membership & Dues 3,098 5101.003 Office Supplies 1,000 5101.004 Printing 1,200 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 400,693 5161.004 Advertising 200 5161.014 Inspections 10,000 5161.025 Property Damage 100,000 5191.001 Travel & Training 8,967 5191.004 Auto Allowance & Mileage 1,000 5211.001 Computer Replacement 23,961 5211.003 Equipment Replacement 4,937 5211.004 Insurance Allocation 156,949 5301.002 Interest 416,082 5511.100 Reimbursements to the General Fund 171,236 Total Operations & Maintenance 2,425,717 Total i Page 142of227 THE CITY OF SANTA CLARITA Public Works THIS PAGE INTENTIONALLY LEFT BLANK OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 143of227 Public Safety Operations30,518,886 Total Public Safety $ 30,518,886 Police Services 30,480,842 Fire Protection 3: 144 Total Public Safety $ 30,518,886 ■ Fire Protection 0% ■ Police Services 100% Page 144of227 THE CITY OF SANTA CLARITA Public Safety 11•J�:y7�:��:•:y Program Purpose The Sheriff Station also uses the Juvenile Intervention Team (J-Team) The purpose of the Police Services program to combat gang related and juvenile crimes and drugs use with is to provide Santa Claritds residents with implemented intervention programs and informational workshops, law enforcement, traffic enforcement, such as Teen Court and Community Court programs, and the Drug crime prevention, and a variety of Free Youth in Santa Clarita program. This division continues to specialized services. increase resident safety and awareness through ongoing community Primary Activities " The primary activities include round-the-clock neighborhood patrol, traffic enforcementAccount' accident investigation, detective functions, Operations & Maintenance Crime Prevention Unit (CPU), helicopter 5111.001 Special Supplies 20,000 patrol, Juvenile Intervention Team (J-Team), 5131.003 Telephone Utility 14,500 special investigations, parking enforcement, 5151.002 Claims Payment 2,728,049 community policing services, and supplemental 5161.001 Contractual Services 750,142 service during special City events. 5161.002 Professional Services 1,239,544 5161.050 General Law 25,545,186 One of the ways, the Public Safety division 5161.053 Business Alliance Program 90,000 maintains Santa Clarita's position as one of 5171.008 Special Events -Sheriff 35,000 the safest cities of its size (population over 5191.001 Travel & Training 36,000 150,000) in the nation is through the Crime 5211.004 Insurance Allocation 22,421 Prevention Unit (CPU). The CPU ensures Total Operations & Maintenance 30,480,842 Sheriff Deputies are equally distributed Total 2021-22 Budget' throughout the City. 1�1:J=1J:J.•jiX•Jt�l•J.1 Program Purpose The purpose of this program is to provide fire services are deducted from property taxes prior to distribution to the prevention, protection, and suppression within City. The appropriated budget is the cost for services in an area within City boundaries. the City, however, not within the district. Given this amount is not paid through property taxes, the City must remit fees directly. Primary Activities Funding Source: The Fire Protection program responds to Account Number: various emergencies, including, but not Operations & Maintenance limited to, providing fire prevention and public 5161.001 Contractual Services 36,750 education programs, and responding to public 5211.004 Insurance Allocation 1,294 and City's assistance calls. Fire protection Total Operations & Maintenance 38,044 and prevention services are provided to the Total 2021-22,_•38,044 City of Santa Clarita by means of the wildfire protection district. Costs associated with OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 145of227 Successor Agency O.- Total Successor Agency $ 1,252,226 Successor Agency $ 1,252,226 Total Successor Agency $ 1,252,226 Successor Agency 100% Page 146of227 THE CITY OF SANTA CLARITA Successor Agency 9-1114100 =--izl01:a_lrl = . ly ■ Program Purpose The Successor Agency is responsible for winding down the activities of the former Redevelopment Agency, as dictated by AB IX 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. 1opmtflou tle ccount Number. 13404, 19102 Operations & Maintenance 5161.001 Contractual Services 5301.002 Interest 7,807 1,244,419 Total Operations & Maintenance 1,252,226 Total i OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 147of227 Non -Departmental BUDGET SUMMARY Category Budget Personnel Services $ 5,886, Operations & Maintenance ,045 45 Reserves & Debt Service 5,229,210 Budget Program Administration $ 5,927,419 Debt Service 4,479,210 Reserves 750,000 3tal Non -Dept N Reserves 7% 0 Debt Service 40% inistration 53% Page 148of227 THE CITY OF SANTA CLARITA Non -Departmental I.L0J.LJ9J_Lul� 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. Personnel 5011.006 PERS 5011.008 Unemployment Taxes 5011.012 Admin Fees 5011.016 PERS-UAL Total Personnel Operations & Maintenance 5101.002 Membership & Dues 5111.001 Special Supplies 5211.004 Insurance Allocation 5511.100 Reimbursements to the General Fund Total Operations & Maintenance Reserves 5401.001 Contingency Account Total Reserves 69,924 728,000 11,000 5,032,450 5,841,374 56,595 5,000 6,037 18,413 86,045 750,000 750,000 Debt Service 5301.001 Principal & Interest 4,479,210 Total Debt Service 4,479,210 Total 1 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 149of227 City of SANTA CLARITA Capital Improvement Program FY 2021 - 2022 1�1'/�..11�_IaNli�_1-1��•J1•i•J.���.�r-'f Capital Improvement Program Overview 152 CIP SUMMARIES 2021-22 Capital Budget Summary 153 Five -Year CIP Summary Listing by Type of Project 155 2021-22 Capital Projects Program Funding 162 Five -Year CIP Summary Listing of Revenue and Expenditures by Fund 163 BEAUTIFICATION AND LANDSCAPING Vista Canyon Multi -Modal Civic Art - Construction, A3003 170 2021-22 Citywide Major Thoroughfare Median Refurbishment, Rye Canyon - Design & Construction, BI018 171 CIRCULATION 2019-20 Circulation Improvement Program - Design & Construction, C0061 172 Local Roadway Safety Plan (Report Only) - Design, C0063 173 Saugus Class II Bike Lane Safety Enhancements - Construction, C0065 174 Saugus Phase I: Bouquet Canyon Trail to Central Park - Design & Construction, C0066 175 2021-22 Signalized Intersection Improvement Program - Construction, C1016 176 Newhall Area Bicycle Facilities - Design & Construction, C2025 177 Intersection Safety Enhancements and Circulation Improvement - Design & Construction, C2026 178 Traffic Signal and Fiber Optic Interconnect, Copper Hill Drive and Deer Springs Drive - Construction, C4016 179 Page 150of227 THE CITY OF SANTA CLARITA Capital Improvement Program FACILITIES AND BUILDINGS Transit Maintenance Facility Upgrades and Equipment Replacement - Design & Construction, F1023 180 CUBE Facility Improvements - Construction, F1025 181 Metrolink Station Rehabilitation and Upgrades - Construction, F2013 182 Community Center/Library - Master Plan, F4003 183 MAINTENANCE 2017-18 HSIP Citywide Guardrail Project - Design & Construction, M0121 184 2020-21 Overlay and Slurry Seal Program - Construction, M0137 185 2021-22 Federal Overlay and Slurry Seal Program - Design & Construction, M0142 186 2021-22 Concrete Rehabilitation Program - Construction, M0143 187 2021-22 Overlay and Slurry Seal Program - Design & Construction, M0144 188 2021-22 Supplemental Overlay and Slurry Seal Program - Design & Construction, M0145 189 2021-22 Pasco Bridge Maintenance and Painting Program - Design & Construction, M0146 190 2021-22 Thermoplastic Lane Striping Program - Construction, M0147 191 City Hall Restroom Remodel, Phase I - Construction, M1037 192 Aquatic Center Pool Deck Concrete Repairs and Replaster- Construction, M3035 193 Canyon Country Jo Anne Darcy Library HVAC Units Replacement, Phase II - Construction, M3038 194 PARKS 2021-22 Sport Court Resurfacing, Valencia Meadows Park - Construction, P2016 196 Newhall Park Improvements - Design, P2017 197 Pioneer Oil Refinery Master Plan Update - Master Plan, P2018 198 Central Park Buildout - Construction, P4019 199 West Creek Inclusion Park - Design & Construction, P4023 200 Bouquet Canyon Park Pickleball and Tennis Court Lighting Replacement - Construction, P4024 201 RESOURCE MANAGEMENT AND CONSERVATION 2021-22 Arundo Removal - Design & Construction, R0027 202 2021-22 Citywide Reforestation Program - Construction, R0028 203 2021-22 Trash Excluders - Design & Construction, R0029 204 Irrigation Master Valve and Flow Sensor Installation, Phase V - Construction, R0030 205 Regional Best Management Practices Infiltration Facility and Pilot Residential LID - Design, R3008 206 STREETS AND BRIDGES Newhall Ranch Road Bridge Widening Over San Francisquito Creek - Environmental Monitoring, S1039 208 Copper Hill Drive Bridge Widening over the San Francisquito Creek - Design & Construction Oversight, S1050 209 Dockweiler Drive Extension - Design, S3023 210 Via Princessa East Roadway Extension, Golden Valley Road to Rainbow Glen - Design, S3026 211 TRAILS AND TRANSIT Vista Canyon Multi -Modal Center (Metrolink Station) - Construction, T3020 212 Sand Canyon Trail, Phase IV - Design & Construction, T3024 213 2020-21 Sidewalk Gap Closure, Centre Pointe Parkway - Design & Construction, T3027 214 UNFUNDED PROJECTS Unfunded List 216 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 151 of227 PROGRAM OVERVIEW The 2021-22 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 Claritas 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. n% Page 152 of 227 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 2021-22 Budget are outlined in the CIP Summaries section of this document. The proposed CIP budget consists of improvements and projects totaling $46,302,426 and is distributed among the following project categories: • Arts $40,000 • Beautification & Landscaping 1,092,000 • Circulation 2,311,081 • Facilities & Buildings 1,215,986 • Maintenance 25,533,296 • Parks 12,260,603 • Resource Mgmt. & Conservation 852,877 • Streets & Bridges 1,798,923 • Trails & Transit 1,197,660 Total Program $46,302,426 ■ Arts ■ Beaulification & Landscaping Circulation ■ Faaililes & Buildings ■ Maintenance PaTk5 ■ Resource Mgmt. & Conservation ■ Streets & Bridges ■ Trails & Transit THE CITY OF SANTA CLARITA Capital Improvement Program r�•r�•Lr�iy_i�r�_��=i�l�lCl��-'i�Ju�u�_�:�� Arts A3003 Vista Canyon Multi -Modal Civic Art -Construction $ 40,000 Total Arts: 40,000 Beautification and Landscaninq B1018 2021-22 Citywide Major Thoroughfare Median Refurbishment, Rye Canyon - 1,092,000 Design & Construction Total Beautification and Landscaping: 1,092,000 Circulation C0061 2019-20 Circulation Improvement Program - Design & Construction 45,000 C0063 Local Roadway Safety Plan (Report Only) - Design 100,000 C0065 Saugus Class II Bike Lane Safety Enhancements - Construction 165,000 C0066 Saugus Phase I: Bouquet Canyon Trail to Central Park - Design & Construction 700,000 C1016 2021-22 Signalized Intersection Improvement Program - Construction 150,000 C2025 Newhall Area Bicycle Facilities - Design & Construction 507,700 C2026 Intersection Safety Enhancements and Circulation Improvements - 108,381 Design & Construction C4016 Traffic Signal and Fiber Optic Interconnect, Copper Hill Drive and 535,000 Deer Springs Drive - Construction Total Circulation: 2,311,081 Facilities and Buildinas F1023 Transit Maintenance Facility Upgrades and Equipment Replacement - 174,900 Design & Construction F1025 CUBE Facility Improvements - Construction 323,000 F2013 Metrolink Station Rehabilitation and Upgrades -Construction 224,876 F4003 Community Center/Library -Master Plan 493,210 Total Facilities and Buildings: 1,215,986 Maintenance M0121 2017-18 HSIP Citywide Guardrail Project - Design & Construction 991,047 M0137 2020-21 Overlay and Slurry Seal Program - Design & Construction 250,000 M0142 2021-22 Federal Overlay and Slurry Seal Program - Design & Construction 1,450,871 M0143 2021-22 Concrete Rehabilitation Program - Construction 400,000 M0144 2021-22 Overlay and Slurry Seal Program - Design & Construction 11,549,129 M0145 2021-22 Supplemental Overlay and Slurry Seal Program - Design & Construction 10,000,000 M0146 2021-22 Paseo Bridge Maintenance and Painting Program - 350,000 Design & Construction M0147 2021-22 Thermoplastic Lane Striping Program - Construction 150,000 M1037 City Hall Restrooms Remodel, Phase I - Construction 107,000 M3035 Aquatic Center Pool Deck Concrete Repairs and Replaster - Design 22,849 M3038 Canyon Country Jo Anne Darcy Library HVAC Units Replacement, Phase II - 262,400 Construction Total Maintenance: 25,533,296 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page153of227 r-L•r�•Lr��y__ill BIrl4i�Ju�ur_�:�� Parks P2016 2021-22 Sport Court Resurfacing, Valencia Meadows Park - Construction 30,000 P2017 Newhall Park Improvements - Design 1,801,103 P2018 Pioneer Oil Refinery Master Plan Update - Master Plan 50,000 P4019 Central Park Buildout - Construction 10,257,000 P4023 West Creek Inclusion Park - Design & Construction 50,000 P4024 Bouquet Canyon Park Pickleball and Tennis Court Lighting Replacement - 72,500 Construction Total Parks: 12,260,603 Resource Management and Conservation R0027 2021-22 Arundo Removal - Design & Construction 50,000 R0028 2021-22 Citywide Reforestation Program - Construction 175,000 R0029 2021-22 Trash Excluders - Design & Construction 230,000 R0030 Irrigation Master Valve and Flow Sensor Installation, Phase V - Construction 350,000 R3008 Regional Best Management Practices Infiltration Facility and Pilot 47,877 Residential LID - Design Total Resource Management and Conservation: 852,877 Streets and Bridges S1039 Newhall Ranch Road Bridge Widening Over San Francisquito Creek - 734,504 Environmental Monitoring S1050 Copper Hill Drive Bridge Widening over the San Francisquito Creek - 605,000 Design & Construction Oversight S3023 Dockweiler Drive Extension -Design 66,000 S3026 Via Princessa East Roadway Extension, Golden Valley Road to Rainbow Glen - 393,419 Design Total Streets and Bridges: 1,798,923 Trails and Transit T3020 Vista Canyon Multi -Modal Center (Metrolink Station) -Construction 453,500 T3024 Sand Canyon Trail, Phase IV - Design & Construction 708,000 T3027 2020-21 Sidewalk Gap Closure, Centre Pointe Parkway - Design & Construction 36,160 Total Trails and Transit: 1,197,660 TOTAL FY 2021-22 CIP: $ 46,302,426 Page154 of227 THE CITY OF SANTA CLARITA Capital Improvement Program O O O N N N .ti N In M [� O 7 7 7 7 t` t` .--� 00 b M 10 O N N O N W Ijowl N 7 N O [yN' W N M N O [yN' W N N N O N W N N O O O ti N O O O O O O O N 7 7 7 w O F4 C N Cd z H O O V O 4 y v ( U � O F ` 0 V 0 � U d U I 4 U a u c F o .a o = � � C V � U c 4' c a > FQ c O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O N N N N IA O O O V'1 In M h O CN a, a, 10 O CD in CD O O N O N N h t` h 00 M F M V1 M U U U o t V C i. U c N C> O U M 00 S Cj ('4 O O j O O U U t 3 d i 3 U � U � U U U F OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page155of227 O O o0 00 co 00 00 N O N �n N V Q O O N r- O N al a 0000 N N ... N 41 N N O N w N Q N O N w M O N w M N N N O N W 10 lO N O O O O o0 00 O O 00 .ti O O t l� M M O O O a, a O O o0 00 o0 00 In M M 7 Q O h O O O O M M N N N N 1n 1n M ^+ '-I M M N N N w L O O 0 0 0 Q h 1n O O O O O of lcD lc 7 M M O O O 00 D to ti O1 O\ N N cV M lO - 10 b O .ti O o0 00 7 Q W O � %. M 10 O M M F O O O O N N M N N O O N N u O O O O O O O O o U U U u u w w w °o o sz U Q a � w o ° S v o a. a c o0 0 I o a w sz o USZ °V � H IV o ' J po l 0 �n m U on U o t Q' o coffin 'C ca ca S°S o �' sz_ w .7- n U N Z a H w H U Page156of227 THE CITY OF SANTA CLARITA Capital Improvement Program V M N V O O� O O O p h r rr 1O 0, 00 n O M ti N VI N N kn O O N O O � O O N O O O O O N 7 7 N i O O M N O T"I O O O O N � � w N N O O O O N O O O � � w N 11 O O IC h h ' ' O ' O O ..a - H N N 00 1 7 7 O O O O O O m 3 N N r- 00 O O O O N M M kn .ti O to O O w ' Si 0, ON kn M M O h N O C> 7 O O N N Iq ti 01 lO V� rl C4 M N •--' 7 M N '. R Z M O 0, M 7 1O N 7 7 F" 10 rq .y .N-i O N N M V O N 7 V 7 0 0 � s � c u Ln � ° C� Oa 7P4 '0 F Ci a �� a � a � •� ti w � w H � � � � � y c p U 0 Y c x O w U � N N r; o 0 0 a W U N N N N OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 157of227 oo M N_ en � l- lD m M �D .� oo C M M .ti � O O N O O N O O O N � � [V N FTi N N N O O R O O N O O O O O N � T W N N N O O M O O N O O O N � � N N FTi N N M O O N O O N O O N O O O O O N N N k. N N N M O, a, T M N C O O O O O O 7 Q M .. N °i ON N N O W M N_ In h InO O N el en N ji,i rl ti it w v n r r r o O O M M LL S O � � U 10 7 T 7 7 � - - SZ v v v z s LZ Q q o q V"I p; CD Z V U p 3 v u N N N N O'er N N N N Jam' Page158of227 THE CITY OF SANTA CLARITA Capital Improvement Program p O O O O O O O O O O O O O o0 00 V .ti � Fri% N � 1 W) O N w N O R O N O O O N M �.y M w N N O M O N C O O N M w N N N N O N M �.y M w N 17 O O T O O O O O O O O O O O N N N h W 00 l� h N w N ti cC O O O O O O � 00 N N 01 h R M M 7: O � N O O b r � O1 O1 O1 M 00 N i sz v U x a �93 1 0. 9 _ U o a Q : w sz p p A > n a a C7 L1 0 w °p U Q c s q Q3 q x 0 Urq Id u p a p a z a v OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page159of227 O O M O O O O O O O r r r O O �n N O b O O O O O O O O O O O O O O O O r r o0 00 r 00 N N N M M 00 N ti r r O sir � a .r O � D <C b 2 w o � U U w 5 N c o w ;z C ❑ � W � ran I U y O O O a 00 h N N � O O O U N C � � w ° w cd A O w a ' b � q t O to i,. O O to C. Page 160of227 THE CITY OF SANTA CLARITA Capital Improvement Program •� a, � o ,� �n .-, p cl N 0 00 0o O o O O 00 00 �o en Il el V oo an oo O o0 IliM O O cl el � 7 M N 'n vi O N rn e CC M N M O N N O O h h l� M eq o0 M N 10 �O ti b N M N O N W N N R N O N W N en N O N W M N eV N O N W ei N l� O O O O O l� l� Vk N l 7 O O O h In O O b O cV M N � t O O b \O W is O �n �-. �n �-. v� h O O oo Go �O N M N N = h cl oo N 00 O O O O M m l— cl 7 M 1O �n vi N N 'n 00 �n 'A l� l� In O N M M Ili 'I- O 00 N 7 R z D1 O M M l� N O M M 10 OM M N N M N N O D1 O1 O\ 01 01 O M M u O O _O _O _O _O _O _O _O d u s OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Pagel6Zof227 y O oo M O h 0 00 �O O W) O O en -- p O Do N O O O- �o O N O O O N N 00 vi M O h 7 oD .--i 7 1 O N N h h E,y oD 7 M t V N r- M .-i 00 M 7 N N � N A O O N I O � O � ,Nyr1 W N tn N 7 N O N � N N O N O � N r W N c7 N N O � N K �y M Fly N IO ID �p N O IO I'p h N V'1 N 7 7 N h 0 N M l� M M CT O M jNr N O O M V7 N 10 O 7 In a, V7 Sa O N h 0 0 7 N N h N N M M� O Ur 00 M M 7 7 N a M M 0C C �p Z C D, V'1 O O M DD N h M O O O O O O N N N N N N 7 7 7 7 N N N N h N F cpi � s M M M M M M O F F F F F F M M M M F F F F M F V 5 M 0 d SO Y 00 N � � � ❑ Q a a C7 U F Page 162of227 THE CITY OF SANTA CLARITA Capital Improvement Program FUND % OF NUMBER FUNDING SOURCE AMOUNT BUDGET 120 Recreational Facility 323,000 0.70% 202 STP - Local 1,301,580 2.81% 203 CDBG 50,000 0.11% 229 Federal HBP Grant 106,729 0.23% 229 Federal HSIP/ATP Grant 991,047 2.14% 233 TDA Article 8 10,787,497 23.30% 238 TDA Article 3 390,451 0.84% 259 Miscellaneous State Grant 90,000 0.19% 261 Prop. A Local Return 453,500 0.98% 262 Prop. A Park Bond 111,000 0.24% 264 Measure R Local Return 3,339,112 7.21% 266 Measure M Local Return 4,053,896 8.76% 267 SB1 RMRA 5,127,075 11.07% 268 Measure M - ATP 1,174,700 2.54% 271 Measure W Safe Clean Water 230,000 0.50% 272 Measure W Regional Grant 1,801,103 3.89% 301 B&T Eastside 393,419 0.85% 302 B&T Via Princessa 66,000 0.14% 303 B&T Valencia 627,775 1.36% 306 Developer Fees 763,381 1.65% 309 Library Fund 262,400 0.57% 356 Storm Water Utility 97,877 0.21% 357 LMD Zone Specific 1,442,000 3.11% 367 Areawide Fund 1,268,849 2.74% 601 General Fund Capital 581,049 1.25% 602 Civic Arts Fund 40,000 0.09% 700 Transit Fund 399,776 0.86% 723 Facilities Fund 10,029,210 21.66% Total FY 2021-22 CIP $ 46,302,426 100.00% 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 2021-22 Capital Improvement Program Funding Levels -P d) 0 -' -' -� -� -2,. A 'a ?i. 2i N 15- 2i 2i d 0 0 0 r- d < 7_ Q) g. l o o m cu e e m V' V' IPA co 6, 2i o° yTso �o��� w p yh° h o <o N d -. ?. N-7 7 y���Cs d <° !° 0 d° N OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 163of227 Page164 ywz THE CITY OFSAN » cLA mTA Capital Improvement Program O vri oNo .ri e � � o n n 0 F d O w N r, 0 w O W O w N W Oi ti d -- h m r M O N N O 4 G O V C C C C C ° U ,Vt q q o x u El F F F F F a ° C U b a U d U U Q V C C ro Ca Ci W V� OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page165of227 .c rn o N n N N r N O op 00 W ^ N N M M O F N d O W � t t M O W M O W O W � N O N M r r ^ 0 S M N- 77 o 0 0 0 0 0 0 r N m m 0 0^ O O O O O O O V M 00 M Vl 00 .y Q y tl I it I it I it I it O b^ C m vl N N O N N M c c a c c e W o e A W c W e W 1 U Y O Y 1 s q s U o 0 0 c � T � 0 a � N c � Page166of227 THE CITY OF SANTA CLARITA Capital Improvement Program M M m o0 00 0 0 0o m O o — O M O w O w O w O ^ O� T op 00 N m W N N O O a L O gyp. 9 C n. 'O C a 9 •O C C x a L O gyp. W si W W W W C 1 G u C 1 d U O C b 1 d O m U 1 S t O ^ t � G U •O b p Q Q OO � U, � W k ^� •d O O W 6 Va � T � y 3 � •� a •� o" •� m ro .00 o v`. � � a o" � E OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 167of227 0 0 o r � o 0 0o m o 0 0 0 0o m o 0 0 0 v v o r n o 0 0o eo v o 0 0 0o e � o 0 0 �n p, v v" o ri ri o ni v o o o r o vi ni O F 1 } W f�] O } W f�! O } W C } V O 00 OD O O � O 00 O O O � GC O O r .r. M N O M r O ^ } v7i It lw O ^ ~ a O O p O O W W U W a W o d U e e a't e e x C 1 � aGi lww 1 d a ° w a U IR °N' > 9 a w Wo'h o d e o m �° � °' � 3 .° ou q vm^i cn U o u O U m o O .�i s«ai O• .r 4 U .a G 'o W U U 3 N m N W a t[, c ,e U a N 9 0 o W `� a e a >, w e N 'ou a � �v O N� W ac0i a� a46, on 3 W e �'• N� '� U c w :a U m �cG a � �z aU� 5z u i:U�Uro Page 168of227 THE CITY OF SANTA CLARITA Capital Improvement Program p• iD O O O V V - O 0i M I� N O O O O o F N 0 0 0 O O O 0 0 o N N 0 N r M 0 � N O O N W N N O O O O O 0 o N O N r � W 0 0 0 W y a A •-� N ^ ^c. N C ^ 'O G •O C 'O C •O G 'O F C 'fl C x W x W x W x W x W C7 S w e •S U oo v - U° �, U U y C 88 U N N N O N W C7 N U 7 F F G 7 W U U, OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page169of227 VISTA CANYON MULTI -MODAL CIVIC ART Proiect Location: Vista Canyon Multi -Modal Center (Metrolink Station) Description Project Number: A3003 This project will complete fabrication, integration, acquisition, delivery, and conservation of a civic art piece to be located at the new Vista Canyon Multi -Modal Center (Metrolink Station) and accessible to the public. The proposed art piece will be selected through the Public Art Planning and Selection Process as original artwork that is made to be site -specific and complementary to the overall context of the surrounding area. Justification: Under the Civic Art Policy, the Vista Canyon Multi -Modal Center, Project T3020 qualifies as a City Capital Improvement Project to allocate one percent of eligible project costs for a civic art piece to be located on site and accessible to the public. The civic art piece will provide the public space to be more attractive and enjoyable. This project supports the Santa Clarita 2025 theme of Community Beautification and Sustainability. 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): 602 - Civic Art Project Priority Unfunded Total Costs: Impact on Operations: In progress Department: Recreation & Community Project Supervisor: Phil Lantis Services Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 40,000 0 0 0 0 40,000 0 0 0 0 0 0 0 $0 $40,000 $0 $0 $0 $0 $40,000 Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total 0 40,000 0 0 0 0 40,000 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 $40,000 $0 $0 $0 $0 $40,000 Page 170 of 227 THE CITY OF SANTA CLARITA Capital Improvement Program 2021-22 CITYWIDE MAJOR THOROUGFARE MEDIAN Project Number: B1018 REFURBISHMENT, RYE CANYON ROAD - DESIGN & CONSTRUCTION Proiect Location:r�`�yR Rye Canyon Road h between Avenue Stanford° and west of Avenue Scott Description Y� P� 9 , �a PROJECT LOCATION: This project will fund updated design and construction of new landscape median improvements along unimproved portions of Rye Canyon Road between Avenue Scott and Avenue Stanford in the Valencia Industrial Center. Improvements include removal of existing asphalt and concrete within the median, installation of irrigation and landscaping, stamped concrete safety strips, and an extended left-hand turn pocket at Avenue Stanford. Justification: This corridor has been identified for construction funding in Fiscal Year 2021-22 based on the availability of completed and shelf -ready construction documents, coupled with turn -pocket improvements planned along Rye Canyon Road at Avenue Stanford. Further, the window of opportunity to complete this project is limited as planned overlay work on Rye Canyon Road will place a five-year moratorium on the trenching necessary to install supporting irrigation. Finally, similar to approach for funding median improvements completed in 2019 at Via Princessa and Weyerhauser Way, local zone assessment revenues are available to support this project in lieu of utilizing Areawide Zone funding. This project supports the Santa Clarita 2025 theme of Community Beautification and Sustainability. Project Status: Proposed Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Cateaorv: Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total Environmental 0 150 0 0 0 0 150 Design 0 42,000 0 0 0 0 42,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 1,049,850 0 0 0 0 1,049,850 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $1,092,000 $0 $0 $0 $0 $1,092,000 Project Funding: Fundina Source(s): Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total 357 -Landscape Maintenance District 0 1,092,000 0 0 0 0 1,092,000 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 $1,092,000 $0 $0 $0 $0 $1,092,000 Impact on Operations: OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 171 of 227 2019-20 CIRCULATION IMPROVEMENT PROGRAM - DESIGN & CONSTRUCTION Proiect Location: Lyons Avenue, Bouquet Canyon Road, Sierra Highway, Copper Hill Drive, and Plum Canyon Road Description Project Number: C0061 r � PROJECT LOCATION; This project will increase and improve traffic flow at five potential locations and will reduce motorists delay at the signalized locations. Improvements will include modifying the existing medians, striping, and asphalt to enhance circulation throughout the City. Staff has been monitoring these locations based on traffic volumes and visual observations. The five locations identified for modification are: Lyons Avenue (Wayman Street to Orchard Village Road), Bouquet Canyon Road (Cinema Drive to Valencia Boulevard), Sierra Highway (Stater Bros Driveway to Via Princessa), Copper Hill Drive (Sycamore Creek Drive to Seco Canyon Road), and Plum Canyon Road (Heller Circle to Golden Valley Road). Justification: The proposed improvements include modifications to raised center medians to accommodate triple left -turn pockets, right -turn lane extensions, and early access to left -turn lanes. In anticipation of new annexations, ongoing development, and overall traffic increases, new circulation projects are required to maintain proper traffic flow in the City. The priority on the selection of year one of the program was based on the following criteria: no public participation necessary, even distribution of projects in all four City communities (Canyon Country, Newhall, Saugus, and Valencia), and insufficient right-turn/left-turn capacity. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: In progress Department: Public Works Project Supervisor: Joel Bareng Project Cost Estimate ($) Expenditure/ Cateoorv: Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total Environmental 0 0 0 0 0 0 0 Design 160,000 0 0 0 0 0 160,000 Right -of -Way 0 0 0 0 0 0 0 Construction 1,566,554 45,000 0 0 0 0 1,611,554 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $1,726,554 $45,000 $0 $0 $0 $0 $1,771,554 Project Funding: Fundino Source(s): Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total 233-TDAArticle 8 1,726,554 45,000 0 0 0 0 1,771,554 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $1,726,554 $45,000 $0 $0 $0 $0 $1,771,554 Impact on Operations: Page 172of227 THE CITY OF SANTA CLARITA Capital Improvement Program LOCAL ROADWAY SAFETY PLAN (REPORT ONLY) Project Number: C0063 Proiect Location: - Citywide "CaApgr. N141[h. �G . • r r city Of Santa Clarita T +e Go1d7..." Rd .. Lypns Ave � 7fir O ��oary" PROJECT LOCATION: C1TYMOE Description: This project will expand the Local Roadway Safety Plan (LRSP) report. The additional grant money attained by the State will provide a more robust LRSP report by expanding the current scope. Additional scope items may include additional bicycle/pedestrian counts, volume counts, corridor sign safety audits, and expanded field reviews. These items would provide for a more thorough network screening of the City's roadway network to identify roadway safety countermeasures covering engineering, enforcement, education, encouragement, and emergency services. Justification: A LRSP is required for the City to remain eligible and competitive for future Highway Safety Improvement Program funds. In early 2020, the City received a $72,000 grant from the State to develop a LRSP. At that time, the City received the maximum grant amount allowed by the State. The project was included in the Fiscal Year 2020-21 CIP Budget. Recently, the State added funds to the LRSP program and changed the allocation formula for agencies. The City is now eligible to receive an additional $90,000 in LRSP funds with required $10,000 in local match to enhance the current LRSP scope. This project supports the Santa Clarita 2025 theme of Public Safety. Project Status: Approved Department: Public Works Project Supervisor: Joel Bareng Project Cost Estimate ($): Expenditure/ Cateaorv: Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total Environmental 0 0 0 0 0 0 0 Design 80,000 100,000 0 0 0 0 180,000 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: $80,000 $100,000 $0 $0 $0 $0 $180,000 Project Funding: Fundina Source(s): Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total 259 - Miscellaneous State Grants 72,000 90,000 0 0 0 0 162,000 233 - TDA Article 8 8,000 10,000 0 0 0 0 18,000 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: $80,000 $100,000 $0 $0 $0 $0 $180,000 Impact on Operations: OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page173of227 SAUGUS CLASS II BIKE LANE SAFETY ENHANCEMENTS - Project Number: C0065 CONSTRUCTION Proiect Location: Bouquet Canyon Road eopp�r Hai D- from Alamogordo Road to E Haskell Canyon Road & _ - Soledad Canyon Road c�` tram z .jy�m' Canyon from Sand Canyon Road Rd � � - to East City Limits NeWhAl ABnC„ i n Al So'eaao 0 Lyon Rd — v FROJECTLOCRTION: Description: This project will enhance safety along existing on -street Class II bike lanes on Bouquet Canyon Road (from Alamogordo Road to Haskell Canyon Road) and on Soledad Canyon Road (from Sand Canyon Road to easterly City limits). It will provide for a buffered space between bicyclists and motorists. Design will be completed by staff. Justification: The buffered space between bicyclists and motorists will enhance safety on these arterial streets. The safety enhancement improvements on Bouquet Canyon Road is the first phase of the Saugus trail improvements, followed by the Saugus Phase II: Bouquet Canyon Trail to Central Park project. This project supports the Santa Clarita 2025 theme of Public Safety. Project Status: Proposed Department: Public Works Project Supervisor: Joel Bareng Project Cost Estimate ($): Expenditure/Cateaorv: Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 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 0 165,000 0 0 0 0 165,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $165,000 $0 $0 $0 $0 $165,000 Project Funding: Fundina Source(s): Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total 238 - Bikeway Fund/ TDA Article 3 0 165,000 0 0 0 0 165,000 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 $165,000 $0 $0 $0 $0 $165,000 Impact on Operations: Page 174of227 THE CITY OF SANTA CLARITA Capital Improvement Program SAUGUS PHASE I: BOUQUET CANYON TRAIL TO CENTRAL Project Number: C0066 PARK - DESIGN & CONSTRUCTION Proiect Location: From Bouquet Canyon Road 400 feet East of Espuella Drive to Central Park Entrance PROJECT LOCA77ON: Description: A Class I off-street facility located along the south side of the existing access road operated by Los Angeles County for maintenance of Bouquet Creek Channel, beginning 400 feet east of Espuella Drive to Central Park, continuing through the park and along Bouquet Canyon Road to the traffic signal located at the main entrance to Central Park. Improvements would include pavement rehabilitation and barrier fencing along the top of the channel wall for the portion adjacent to the flood control facility and minor grading and trail construction for the segment through Central Park. The total length is approximately 0.8 miles. Justification: The trail would provide an active transportation alternative for those accessing Central Park from the south as well as a low -stress alternative for pedestrians and bicyclist wishing to bypass the most congested portion of the Bouquet Canyon Road corridor. The trail is identified in the 2020 Non -Motorized Transportation Plan. This project supports the Santa Clarita 2025 theme of Building & Creating Community. Project Status: Approved Department: Public Works Project Supervisor: Joel Bareng Project Cost Estimate ($): Expenditure/ Cateaorv: Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total Environmental 0 0 0 0 0 0 0 Design 0 117,000 0 0 0 0 117,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 583,000 0 0 0 0 583,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $700,000 $0 $0 $0 $0 $700,000 Project Funding: Fundina Source(s): Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total 233 - TDA Article 8 0 33,000 0 0 0 0 33,000 268 - Measure M ATP 0 667,000 0 0 0 0 667,000 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 $700,000 $0 $0 $0 $0 $700,000 Impact on Operations: OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page175of227 2021-22 SIGNALIZED INTERSECTION IMPROVEMENT Project Number: C1016 PROGRAM - CONSTRUCTION Project Location: Magic Mountain Parkway ' '" . ? 5-• at Town Center Drive and Avenue Scott at Avenue Jo s y Tibbitts* i MAW r4W r r � F PROJECT LOCATION 0 Description: This project will revitalize and modernize the City's traffic signal systems by upgrading facilities that are old, faded and no longer meeting functional requirements. Improvements at the intersections of Magic Mountain Parkway at Town Center Drive and Avenue Scott at Avenue Tibbitts will include new underground wiring, new signal housings, new pull box covers, and may construct or upgrade pedestrian ramps. Justification: Even though many traffic signal locations are still in operation, many components of the traffic signal system need to be upgraded to current standards. These efforts will help minimize signal malfunctions due to old deteriorated conductors, revitalize the old and faded signal heads by installing new vehicular and pedestrian housings, eliminate old and cracked pull box lids that could potentially become tripping hazards. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Public Works Project Supervisor: Joel Bareng Project Cost Estimate ($): Expenditure/ Cateoorv: Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 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 0 150,000 0 0 0 0 150,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $150,000 $0 $0 $0 $0 $150,000 Project Funding: Fundino Source(s): Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total 233 - TDA Article 8 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 Total Costs: $0 $150,000 $0 $0 $0 $0 $150,000 Impact on Operations: Page176of227 THE CITY OF SANTA CLARITA Capital Improvement Program NEWHALL AREA BICYCLE FACILITIES - DESIGN & CONSTRUCTION Proiect Location: Walnut Street/16th Street between Market Street and the South Fork Trail 5 and Lyons Avenue at h" Walnut Street Project Number: C2025 4 8 ` PR0IECT'�OCATfQJJ: rV� Description: This project will design and construct improvements to provide enhanced bicycle and pedestrian facilities along Walnut Street/16th Street between Market Street and the South Fork Trail. Intersection improvements at Lyons Avenue and Walnut Street will include a traffic signal, median modifications and crosswalk improvements to accommodate vehicular, bicycle, and pedestrian traffic. Improvements will also include pedestrian and bicycle detection at the intersection as well as traffic calming measures to support a new bicycle facility along Walnut Street/16th Street between Market Street and the South Fork Trail, thereby linking the Old Town Newhall area to existing bicycle facilities on the South Fork Trail. Justification: The improvements along Walnut Street and at the intersection of Lyons Avenue and Walnut Street will provide Complete Streets design features as identified in the recent update of the Non -Motorized Transportation Plan and is consistent with the approved Measure M ATP Five Year Plan. The project will increase the safety of vehicles, pedestrians, and cyclists passing through the intersection, and include traffic calming measures along Walnut Street at 16th Street. This project supports the Santa Clarita 2025 theme of Public Safety. Project Status: Approved Department: Public Works Project Supervisor: Joel Bareng Project Cost Estimate ($): Expenditure/Cateaorv: Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total Environmental 0 0 0 0 0 0 0 Design 140,300 0 0 0 0 0 140,300 Right -of -Way 0 0 0 0 0 0 0 Construction 0 507,700 0 0 0 0 507,700 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $140,300 $507,700 $0 $0 $0 $0 $648,000 Project Funding: Fundina Source(s): Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total 268 - Measure M ATP 140,300 507,700 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: $140,300 $507,700 $0 $0 $0 $0 $648,000 Impact on Operations: OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page177of227 INTERSECTION SAFETY ENHANCEMENTS & CIRCULATION Project Number: C2026 IMPROVEMENTS - DESIGN & CONSTRUCTION Project Location: Valle Del Oro and Deputy s Jake Drive M 35 pia W Ly \ wrz �yp�ar d xpc PROJECT LOCATION Description: This project will enhance traffic safety and improve traffic circulation at the intersection of Valle Del Oro and Deputy Jake Drive. The improvements include roadway striping removal and installation, relocation of a crosswalk from the south leg to the north leg, and the removal and installation of ADA-compliant pedestrian ramps. Justification: The volume of northbound left -turns from Valle Del Oro and eastbound right -turns from Deputy Jake Drive are greater than the southbound right -turns from Valle Del Oro and eastbound left -turns from Deputy Jake Drive. A relocation of the crosswalk and ADA ramp will enhance pedestrian safety and improve ingress and egress of residents and motorists within Deputy Jake Drive, especially during peak school hours for Dr. J. Michael McGrath Elementary School. The new proposed crosswalk will also significantly reduce vehicle - pedestrian conflicts at this location. This project supports the Santa Clarita 2025 theme of Public Safety. Project Status: Proposed Department: Public Works Project Supervisor: Joel Bareng Project Cost Estimate ($): Expenditure/ Cateoorv: Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 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 78,381 0 0 0 0 78,381 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $108,381 $0 $0 $0 $0 $108,381 Project Funding: FundinoSource(s): Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total 306 - Developer Fees Fund 0 108,381 0 0 0 0 108,381 0 0 0 0 0 0 0 0 0 0 0 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 $108,381 $0 $0 $0 $0 $108,381 Impact on Operations: Page 178of227 THE CITY OF SANTA CLARITA Capital Improvement Program TRAFFIC SIGNAL AND FIBER OPTIC INTERCONNECT, Project Number: C4016 COPPER HILL DRIVE AND DEER SPRINGS DRIVE - CONSTRUCTION Proiect Location: Copper Hill Drive and Deer Springs Drive Description: Deer Springs Dr r "OO t 4, Cggp��r Hi1I Dr Haskell PROJECT LOCATION: JV% This project will install a new traffic signal and applicable striping modifications for the intersection of Copper Hill Drive and Deer Springs Drive. The project will also install a communication segment to complete fiber optic connections along Copper Hill Drive between Haskell Canyon Road and David Way. Justification: This is a one-time request for the installation of a new traffic signal installation at the intersection of Copper Hill Drive and Deer Springs Drive. The project will also install fiber optic communication lines to connect this new signal to the Traffic Operations Center. The proposed traffic signal will connect pedestrians and bicycles on the north side of Copper Hill Drive to Copper Hill Park located on the south side of the street. The new signal will also facilitate turns for motorist in and out of the park and trips in and out of Deer Springs Drive . This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Public Works Project Supervisor: Joel Bareng Project Cost Estimate ($): ExDenditure/ Cateoorv: Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total Environmental 0 0 0 0 0 0 0 Design 65,000 0 0 0 0 0 65,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 535,000 0 0 0 0 535,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $65,000 $535,000 $0 $0 $0 $0 $600,000 Project Funding: Fundino Source(s): Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total 232 - AB 2766 AQMD 28,000 0 0 0 0 0 28,000 233 - TDA Article 8 37,000 535,000 0 0 0 0 572,000 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: $65,000 $535,000 $0 $0 $0 $0 $600,000 Impact on Operations: OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 179 of 227 TRANSIT MAINTENANCE FACILITY UPGRADES AND Project Number: F1023 EQUIPMENT REPLACEMENT - DESIGN & CONSTRUCTION Proiect Location: r 28250 Constellation Road, Santa Clarita, CA 91355 3 �y0 0 r PROJECT LOCH rION; Description: This project will provide for the repair and replacement of various facility equipment past its useful life at the Transit Maintenance Facility. Upgrades and replacements include the bus wash, bus wash bay lift, fall protection for in -ground pits, shop safety exhaust hoses, two in -ground lifts, and building roll -up door motors. This request also includes a redesign of the bus yard entrance gate as well as the repair and slurry of the public parking lot. Phases I, II, IV and VII (fall protection for in -ground pits, bus wash, rollup doors, and parking lot slurry) were completed in FY 2020-21. Phases III, V, and VI (bus lifts, entrance gate, and HVAC control system) are in design. Justification: Most of the existing equipment has been in use for thirteen years and in some cases past its useful life. This results in an increase in the frequency of failures and obsolete equipment and safety concerns. This request will address these needs by replacing the equipment, including the HVAC controlling software, the entrance gate, and the public/employee parking Iot.This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: In progress Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/Cateaorv: Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 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 1,819,665 174,900 0 0 0 0 1,994,565 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $1,819,665 $174,900 $0 $0 $0 $0 $1,994,565 Project Funding: Fundina Source(s): Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total 700 - Transit Fund 1,819,665 174,900 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 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $1,819,665 $174,900 $0 $0 $0 $0 $1,994,565 Impact on Operations: Page 180of227 THE CITY OF SANTA CLARITA Capital Improvement Program CUBE FACILITY IMPROVEMENTS - CONSTRUCTION Proiect Location: 27745 Smyth Drive, Santa Clarita, CA 91355 �4 Project Number: F1025 ri c - .>,lA U� T P PROJECT LOCATION: C:3 Description: This project will provide for the replacement of the protective netting on each of the three ice rinks, expansion of the kitchen area, and the purchase and installation of furniture, fixtures, and equipment at The Cube - Ice and Entertainment Center. Replacing the protective netting will ensure that visitors are safe from moving objects inside of the rink. The proposed kitchen expansion will increase capacity to accomodate larger groups of patrons and special events. New furniture, fixtures, and equipment are necessary for providing guests of the facility with an enhanced experience. Justification: Since acquisition of the Ice and Entertainment Center, staff have been diligently working on facility improvements to ensure its consistency with other City facilities in providing a safe environment for programming and recreational offerings. The existing, aged netting is in need of replacement and was identified by the facility operator as a recommended capital improvement for Fiscal Year 2021-22. Areas of the facility such as the main lobby, banquet room, conference room, party room, and office area are in need of new furniture, fixtures, and equipment. The kitchen requires expansion to support large events the City holds, such as State of the City. This project supports the Santa Clarita 2025 Enhancing Economic Vitality theme, action item: Complete the rehabilitation and rebranding of the ice rink to generate tourism and large special events. Project Status: Proposed Department: Public Works Project Supervisor: Cruz Caldera Project Cost Estimate ($): Expenditure/Cateaorv: 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 1,462,141 323,000 0 0 0 0 1,785,141 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $1,462,141 $323,000 $0 $0 $0 $0 $1,785,141 Project Funding: Fundina Source(s): Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 120 - Recreational Facility 1,462,141 323,000 0 0 0 0 1,785,141 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $1,462,141 $323,000 $0 $0 $0 $0 $1,785,141 Impact on Operations: OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 181 of227 METROLINK STATION REHABILITATION AND UPGRADES CONSTRUCTION tt Location: ~� Santa Santa Clarita Metrolink SANTACLARITA'", "°""'"1"1" Station and Newhall Metrolink Station STTROLINK :- sanoN 410 W'4—, 1 Project Number: F2013 JAN HEIDT NEWHALL �METROLINK STATION G ,✓` �`� PROJECT LOCATION: Description: This request is to rehabilitate and upgrade various items and equipment at the Santa Clarita Metrolink Station (SC Station) and the Newhall Metrolink Station (Newhall Station). This project includes the replacement of the HVAC units for the guard offices at both stations, repainting of the light poles at the SC Station, slurry of the two front parking lots at the Newhall Station, and the strip and recoating of the concrete passenger benches at the Newhall Station. Justification: The light poles at the SC Station have never been painted and are in need of rehabilitation. HVAC units at both stations are in need of replacement as they have reached their useful life resulting in the increase in the frequency of failures. Since construction of the Newhall Station, the built in concrete benches have never been refurnished. Over the years with graffiti and general cleaning, the benches are in need of a stripping and recoating to maintain their structure and esthetic. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: Approved Department: Neighborhood Services Project Supervisor: Adrian Aguilar Project Cost Estimate ($): ExDenditure/ Cateoorv: 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 0 224,876 0 0 0 0 224,876 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $224,876 $0 $0 $0 $0 $224,876 Project Funding: Fundino Source(s): Prior Years 2020-21 2021-22 2022-23 2023-24 2024-25 Total 700 - Transit Fund 0 224,876 0 0 0 0 224,876 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Total Costs: $0 $224,876 $0 $0 $0 $0 $224,876 Impact on Operations: Page 182of227 THE CITY OF SANTA CLARITA COMMUNITY CENTER/LIBRARY MASTER PLAN Proiect Location: Saugus Community Description Justification: Project Status: Project Cost Estimate ($): Expenditure/ Cateaorv: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Fundina Source(s): 723 - Facilities Fund Priority Unfunded Total Costs: Impact on Operations: Capital Improvement Program Project Number: F4003 SAUGUS - i R t am 01 ' PROJECT LOCATION : Q 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. This project supports the Santa Clarita 2025 theme of Building and Creating Community. In progress Department: Public Works Project Supervisor: Damon Letz Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total 0 0 0 0 0 0 0 245,949 493,210 0 0 0 0 739,159 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $245,949 $493,210 $0 $0 $0 $0 $739,159 Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total 245,949 493,210 0 0 0 0 739,159 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $245,949 $493,210 $0 $0 $0 $0 $739,159 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 183 of 227 2017-18 HSIP CITYWIDE GUARDRAIL UPGRADE - DESIGN & CONSTRUCTION Proiect Location: Citywide Description Justification Project Status: Project Cost Estimate ($): Expenditure/ Cateaorv: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Fundina Source(s): 229 - Miscellaneous Federal Grants Priority Unfunded Total Costs: Impact on Operations: Project Number: M0121 vQ: TEA 10 O� y4 e R ® PROJECT LOCATfON° This project will upgrade existing guardrail and end treatments or impact absorbent devices which are either damaged or non -compliant in meeting the current Federal Highway Administration guidelines in 26 Citywide locations. The City was awarded a Highway Safety Improvement Program (HSIP) grant to provide for design, right-of-way, and construction. Some locations may require utility relocation/right-of-way, which the grant covers with the approval of Caltrans. With design complete, construction will begin in FY 21-22. This project is 100 percent federally funded and supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. In progress Department: Public Works Project Supervisor: Damon Letz Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total 0 0 0 0 0 0 0 191,453 47 0 0 0 0 191,500 0 0 0 0 0 0 0 0 991,000 0 0 0 0 991,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $191,453 $991,047 $0 $0 $0 $0 $1,182,500 Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total 191,453 991,047 0 0 0 0 1,182,500 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $191,453 $991,047 $0 $0 $0 $0 $1,182,500 Page184 of227 THE CITY OF SANTA CLARITA Capital Improvement Program 2020-21 OVERLAY AND SLURRY SEAL PROGRAM - DESIGN & CONSTRUCTION Proiect Location: Citywide Project Number: M0137 - � 'ebAPer Hill o y,.¢vsa�� cP . A'ewhallRa'c 4,ip'3 �:,-��,. •-i `'x SdeSad Cis' City of % Santa Clarita � va e6 Gaidpr uarY Rd �5 s • . Tl,,' PROJECT LOCATION: CJ YMDE Description: The annual Overlay and Slurry Seal Program reflects the City's commitment to sound pavement management of the roadway infrastructure and will provide for overlaying and slurry sealing streets in need of attention. The 2020-21 Overlay and Slurry Seal Program will resurface streets, seal cracks, and coat the surface of streets in various areas of the City. These treatments will provide a smoother ride for vehicles, enhance the appearance of streets and extend the life of the City's roadway infrastructure. This year's project will begin construction in June 2021 and will be completed by the end of November 2021. Funds will provide for construction support, project management, and miscellaneous project costs needed to complete the project. Justification: Each year the City dedicates a substantial portion of its capital budget to the Annual Overlay and Slurry Seal Program. This annual project strives to maintain the quality and viability of the City's street infrastructure and supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: In progress Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Cateaorv: Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total Environmental 30,000 0 0 0 0 0 30,000 Design 370,000 0 0 0 0 0 370,000 Right -of -Way 0 0 0 0 0 0 0 Construction 12,350,000 250,000 0 0 0 0 12,600,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $12,750,000 $250,000 $0 $0 $0 $0 $13,000,000 Project Funding: Fundina Source(s): Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total 233 - TDA Article 8 2,656,370 0 0 0 0 0 2,656,370 264- Measure R 1,932,767 0 0 0 0 0 1,932,767 266 - Measure M 4,606,791 250,000 0 0 0 0 4,856,791 267 - Senate Bill 1 RMRA 3,554,072 0 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 0 0 0 0 0 Total Costs: $12,750,000 $250,000 $0 $0 $0 $0 $13,000,000 Impact on Operations: OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page185of227 2021-22 FEDERAL OVERLAY AND SLURRY SEAL PROGRAM - Project Number: M0142 DESIGN & CONSTRUCTION Proiect Location: - Citywide -' 'eevaa, Hm o • ysosp�� G5'Ro. s�' ocRa City of ` ;av Santa Clarita ; 'a Va a 3� Gald���a�ey Rd ea • Lyons Are 'ter PROJECT LOCA77ON: CJTYMDE 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 $22,900,000 is needed annually to maintain a 70 Pavement Condition Index (PCI) rating of the City's roadway infrastructure. This project calls for two years of reserved Surface Transportation Program funds to create a larger federal program. Justification: Each year, the City dedicates a substantial portion of its capital budget to the Annual Overlay and Slurry Seal Program. This annual project strives to maintain the quality and viability of the City's streets infrastructure and supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: Approved Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Cateoorv: Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total Environmental 0 30,000 0 0 0 0 30,000 Design 0 300,000 0 0 0 0 300,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 1,120,871 0 0 0 0 1,120,871 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $1,450,871 $0 $0 $0 $0 $1,450,871 Project Funding: Fundino Source(s): Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total 202 - Surface Transport Program Local 0 1,301,580 0 0 0 0 1,301,580 264- Measure R 0 149,291 0 0 0 0 149,291 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $1,450,871 $0 $0 $0 $0 $1,4509871 Impact on Operations: Page 186of227 THE CITY OF SANTA CLARITA Capital Improvement Program 2021-22 CONCRETE REHABILITATION PROGRAM - CONSTRUCTION Project Location: Citywide Project Number: M0143 ••s ns<a�� " �•Wquer HilS Q- - h` `��5 @� •yu1e� Ci� a City of r Santa Clarita r 1 P - t C `F GdMp'Nal'EY Rd RQaq,'" PROJECT LOCATION: CIrYMDE Description: This project addresses necessary repairs to sidewalks, concrete flow line and driveway approaches damaged by tree roots and pavement settlement. It also addresses water quality degradation caused by standing water along roadways and ensures water flow, as well as repair damaged curbs and gutter flow lines. These repairs will be made at various locations throughout the City. Justification: The sidewalk and storm water flow line repairs are integral to the City's pavement management system. The City is committed to monitoring its pedestrian passageways to ensure safe path of travel. This years project will repair the locations identified in the Annual Sidewalk Inspection Program from 2019. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Public Works Project Supervisor: Cruz Caldera Project Cost Estimate ($): Expenditure/ Cateoorv: Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 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: Fundino Source(s): Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 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: OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page187of227 2021-22 OVERLAY AND SLURRY SEAL PROGRAM - Project Number: DESIGN & CONSTRUCTION Proiect Location: Citywide r. City of Y Santa Clarita ; e GUId@,Nat)eY Rd Y L - A- ip � Na��ryq�. M0144 koad-' PROJECT LOCATION: CITYMDE 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 $22,900,000 is needed annually to maintain a 70 Pavement Condition Index (PCI) rating of the City's roadway infrastructure. Justification: Each year, the City dedicates a substantial portion of its capital budget to the Annual Overlay and Slurry Seal Program. This annual project strives to maintain the quality and viability of the City's streets infrastructure and supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Cateaorv: Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total Environmental 0 30,000 60,000 60,000 60,000 60,000 270,000 Design 0 670,000 500,000 500,000 500,000 500,000 2,670,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 10,849,129 22,340,000 22,340,000 22,340,000 22,340,000 100,209,129 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $11,549,129 $22,900,000 $22,900,000 $22,900,000 $22,900,000 $103,149,129 Project Funding: Fundina Source(s): Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total 264 - Measure R 0 2,789,821 0 0 0 0 2,789,821 266 - Measure M 0 3,632,233 0 0 0 0 3,632,233 267 - Senate Bill 1 RMRA 0 5,127,075 0 0 0 0 5,127,075 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 22,900,000 22,900,000 22,900,000 22,900,000 91,600,000 Total Costs: $0 $11,549,129 $22,900,000 $22,900,000 $22,900,000 $22,900,000 $103,149,129 Impact on Operations: Page 188of227 THE CITY OF SANTA CLARITA Capital Improvement Program 2021-22 SUPPLEMENTAL OVERLAY AND SLURRY SEAL Project Number: M0145 PROGRAM - DESIGN & CONSTRUCTION Proiect Location: - - Citywide • •'Wquer ry;6 fir• • • _ _ gasta�� 6Ry +sstu�• +' �'Rsi" City of r Santa Clarita A 70 r 3 Goldp�Na�'ev Rn "s> F . Lpm Ave N �% w iry s. Yam.. q�• ... .. '.. �� O - • _ _ _ PROJECT LOCATION: CITYfWDE 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. Due to funding received through the Coronavirus Aid, Relief, and Economic Security (CARES) Act in Fiscal Year 2020-21, the City has a balance of local revenues to utilize in this year's program. The City's Five -Year Major Streets Overlay and Slurry Plan identifies $22,900,000 is needed annually to maintain a 70 Pavement Condition Index (PCI) rating of the City's roadway infrastructure. Justification: Each year, the City dedicates a substantial portion of its capital budget to the Annual Overlay and Slurry Seal Program. This annual project strives to maintain the quality and viability of the City's streets infrastructure and supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Cateaorv: Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total Environmental 0 30,000 0 0 0 0 30,000 Design 0 300,000 0 0 0 0 300,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 9,670,000 0 0 0 0 9,670,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $10,000,000 $0 $0 $0 $0 $10,000,000 Project Funding: FundinaSource(s): Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total 233 - TDA Article 8 0 9,828,337 0 0 0 0 9,828,337 266 - Measure M 0 171,663 0 0 0 0 171,663 0 0 0 0 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 $10,000,000 $0 $0 $0 $0 $10,000,000 Impact on Operations: OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page189of227 2021-22 PASEO BRIDGE MAINTENANCE AND PAINTING PROGRAM - DESIGN & CONSTRUCTION Proiect Location: Orchard Village Road south of McBean Parkway, Valencia Boulevard west of Citrus Street, and Copper Hill Drive Project Number: M0146 Description: This project provides structural maintenance and painting to pedestrian paseo bridges. This includes deck surface repair and coating, structural member painting, joint seal replacement, abutment wall crack repairs, and other required maintenance. The selected bridges are Orchard Village Road south of McBean Parkway, Valencia Boulevard west of Citrus Street, and Copper Hill Drive. Justification Project Status: Project Cost Estimate ($): Expenditure/ Cateaorv: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Fundina Source(s): 357 - Landscape Maintenanc Priority Unfunded Total Costs: Impact on Operations: This project is part of the five-year plan for Paseo Bridge Maintenance and Painting Program which maintains selected bridges annually and supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Proposed Department: Public Works Project Supervisor: Damon Letz Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total 0 150 0 0 0 0 150 0 35,650 0 0 0 0 35,650 0 0 0 0 0 0 0 0 314,200 0 0 0 0 314,200 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 2021-22 2022-23 2023-24 2024-25 2025-26 Total 0 350,000 0 0 0 0 350,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $350,000 $0 $0 $0 $0 $350,000 Page 190of227 THE CITY OF SANTA CLARITA Capital Improvement Program 2021-22 THERMOPLASTIC LANE STRIPING PROGRAM - Project Number: M0147 CONSTRUCTION Proiect Location: Via Princessa (Whites Canyon Road to Sierra Highway), Golden Valley Road (Sierra Highway to San Rafael Drive), Golden Valley Road (SR14 Freeway to Via Princessa), and Sand Canyon Road (Lost Canyon Road to 750 feet south of SR14 Freeway) ! I PROJECT LOCATION: Description: This project is the fifth of a seven-year program to refurbish deteriorated roadway pavement markings citywide by removing raised pavement markers (RPM) from City roadways and replacing them with thermoplastic paint for better nighttime effectiveness. The locations selected for this year's project include Via Princessa (Whites Canyon Road to Sierra Highway), Golden Valley Road (Sierra Highway to San Rafael Drive), Golden Valley Road (SR14 Freeway to Via Princessa), and Sand Canyon Road (Lost Canyon Road to 750 feet south of SR14 Freeway). Justification: Traffic striping and markings are used to convey messages to roadway users. They indicate which part of the road to use, provide information about conditions ahead, and indicate where passing is allowed. The Federal Highway Administration approved several types of pavement markings, however because of its high quality and durability, staff recommends thermoplastic paint. It enhances safety by providing excellent reflection properties during the day, at night, and in wet conditions. In addition to enhancing safety, thermoplastic striping provides better guidance for autonomous vehicles, replacing 4" raised pavement markers (RPMs) to 6" wide stripes. Thermoplastic average life expectancy is seven years and application and maintenance is less time consuming compared with RPMs. This will also eliminate multiple long lines of raised pavement markers, replacing them with one marker system moving forward. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Public Works Project Supervisor: Joel Bareng Project Cost Estimate ($): Expenditure/ Cateaorv: Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 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 0 150,000 0 0 0 0 150,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $150,000 $0 $0 $0 $0 $150,000 Project Funding: Fundina Source(s): Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total 233 - TDA Article 8 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 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $150,000 $0 $0 $0 $0 $150,000 Impact on Operations: OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 191 of227 CITY HALL RESTROOM REMODEL, PHASE I - Project Number: M1037 CONSTRUCTION Proiect Location: 23920 Valencia f 4 .® ,q Boulevard, Santa Clarita, - m CA 91355 ' $ 4 �,A Sf� q 4 "`a r _ / PROJECT LOCA TlOM : 0 v.a Description: This is the first of a three-phase project that will replace old and deteriorating tile, paint, counters, urinals, bathroom fixtures, lighting, and partitions at City Hall bathrooms. The improvements will include new energy efficient fixtures, stainless steel partitions, new paint, and tile and grout. Justification: This project will be the first remodel of City Hall restrooms. Current urinals use an excess amount of water and water fixtures are regularly being repaired, with parts becoming obsolete. Some partitions have been patched to the wall several times and have caused tiles to crack. Walls need proper reinforcement to install new partitions. In addition, grout is becoming loose and chipping in areas. Tile color is no longer available and difficult to match. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Public Works Project Supervisor: Cruz Caldera Project Cost Estimate ($): Expenditure/ Cateoorv: Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 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 0 107,000 0 0 0 0 107,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $107,000 $0 $0 $0 $0 $107,000 Project Funding: Fundino Source(s): Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total 601 - General Fund -Capital 0 107,000 0 0 0 0 107,000 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 Total Costs: $0 $107,000 $0 $0 $0 $0 $107,000 Impact on Operations: Page 192of227 THE CITY OF SANTA CLARITA Capital Improvement Program AQUATIC CENTER POOL DECK CONCRETE REPAIRS - Project Number: M3035 CONSTRUCTION Proiect Location: Santa Clarita Aquatic Center, 20850 Centres Pointe Parkway, Santa s Clarita CA 91350 J Y� �7 PROJECT LOCATION.- 0 Description: This project will address the cracking and spalling pool deck and degrading cantilever drain sections at the Santa Clarita Sports Complex Aquatic Center (Aquatic Center). Repairs identified in Los Angeles County Department of Health, Recreational Waters Inspection reports include the repairs to the cracks in the drain system cantilevered concrete, as well as grinding and refinishing the concrete deck surfaces with a cemenitious overlay. Phase I removed and replaced damaged concrete panels around the Activity pool identified by the Health Department. Phase 11 (25 Meter Pool deck) and Phase III (50 Meter Pool deck) will include repairs, as well as re -plaster and re -tile of both pools. Justification: The project was segregated into three phases to address repairs at the Activity Pool, the 25 meter dive pool, and the 50 meter pools with minimal impact to recreational programming. The Aquatic Center opened in 2003 and is heavily used by the community. The Aquatic Center's 25 meter dive pool alone attracts approximately 50,000 patrons annually and holds various City events. As a result, the original surface of the pool's concrete deck is in need of repair to address sections that are cracked or spalled. The repairs are necessary per Los Angeles County recommendations and standards. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: In progress Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/Cateaorv: Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 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 307,551 22,849 0 0 0 0 330,400 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $307,551 $22,849 $0 $0 $0 $0 $330,400 Project Funding: Fundina Source(s): Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total 367 - Areawide Fund 307,551 22,849 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: $307,551 $22,849 $0 $0 $0 $0 $330,400 Impact on Operations: OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 193of227 CANYON COUNTRY JO ANNE DARCY LIBRARY HVAC UNITS REPLACEMENT, PHASE II - CONSTRUCTION Project Location: '� Ni a 18601 Soledad Canyon 71 ry 11 01 Road, Santa Clarita, CA a 91351 G� •'i _c FJ Dorado C! E �sr A_ SoWad Carryon Rd I � c' tµandan Si O Project Number: M3038 PROJECT LOCA77ON : CZ3 Description: This is the second phase of a two-phase project that will remove and replace 10 aging and inefficient air conditioning (HVAC) units at the Canyon Country Jo Anne Darcy Library. The new units will be more energy efficient, using less electricity and offer dependable cooling during the summer months when the building's use is at its highest. All units will have UV Lighting for the supplied air stream to provide healthier interior conditioned space. Justification: The existing HVAC units are original to the building and have exceeded the industry life expectancy. An asset condition assessment from General Services found the HVAC units to be in poor condition. The 19 year old units are beginning to fail, with repairs becoming more frequent. Units are not performing to their full capacity and are charged with obsolete refrigerant. By replacing the existing HVAC units with greater energy efficient units, it will conserve energy and reduce facility utility bill. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: In progress Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Cateaorv: Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 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 132,000 262,400 0 0 0 0 394,400 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $132,000 $262,400 $0 $0 $0 $0 $394,400 Project Funding: Fundina Source(s): Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total 309 - Public Library Fund 132,000 262,400 0 0 0 0 394,400 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: $132,000 $262,400 $0 $0 $0 $0 $394,400 Impact on Operations: Page194 of227 THE CITY OF SANTA CLARITA Capital Improvement Program THIS PAGE INTENTIONALLY LEFT BLANK OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page195of227 2021-22 SPORT COURT RESURFACING, VALENCIA MEADOWS Project Number: P2016 PARK - CONSTRUCTION Proiect Location: Valencia Meadows Park,` �+ Ao�,�% g 25671 Fedala Road, Santa Clarita, CA 91355 � 8 PROJECT LOCATION. 0 Description: This project will remove and replace 5,600 square feet of textured court surfacing and striping on the outdoor basketball court at Valencia Meadows Park. Justification: The average life -expectancy of sports -court coating at City parks is five years, taking into consideration the climate and usage volume. The Valencia Meadows Park's sports court is in need of resurfacing, as the surfacing is cracked, spalling, with fading of the striping, and body colors. The sports court surface replacement is part of the City's Facility and Equipment Asset Management Report and is identified as being in poor condition. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Neighborhood Services Project Supervisor: Susan Nelson Project Cost Estimate ($): Expenditure/Cateaorv: Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total Environmental 0 150 0 0 0 0 150 Design 0 0 0 0 0 0 0 Right -of -Way 0 0 0 0 0 0 0 Construction 0 29,850 0 0 0 0 29,850 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: Fundina Source(s): Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total 601 - General Fund -Capital 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 0 0 0 0 0 0 0 Total Costs: $0 $30,000 $0 $0 $0 $0 $30,000 Impact on Operations: Page 196of227 THE CITY OF SANTA CLARITA Capital Improvement Program NEWHALL PARK IMPROVEMENTS - DESIGN ONLY Proiect Location: 24923 Newhall Avenue, Santa Clarita, CA 91321 Description Justification: Project Status Project Cost Estimate ($): Expenditure/ Cateqorv: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 272 - Measure W Regional Grant Priority Unfunded Total Costs: Project Number: P2017 ,. El 01 �4asyq � p g ' ,,.,,t • tva+ PROJECT LOCATION „ This design -only project will prepare plans, specifications, and estimates for upgraded amenities included in the conceptual plan that was prepared as part of the design of a regional storm water infiltration facility at Newhall Park. Potential improvements at the park include a new lighted multi -purpose field, a new parking lot along Dalbey Drive, renewed softball field, specialized storm water landscaping, walking path, ADA improvements to onsite barbecues, shade structures, restrooms/concessions, playground, amphitheater, and a community building. This project will design the upgrades to Newhall Park following the construction of the infiltration facility. The proposed improvements will offer more opportunities for park programs as well as provide a refresh of an older park. This supports the Santa Clarita 2025 theme of Community Beautification and Sustainability. Approved Department: Neighborhood Services Project Supervisor: Darin Seegmiller Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total 0 0 0 0 0 0 0 0 1,801,103 0 0 0 0 1,801,103 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $1,801,103 $0 $0 $0 $0 $1,801,103 Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total 0 1,801,103 0 0 0 0 1,801,103 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $1,801,103 $0 $0 $0 $0 $1,801,103 Impact on Operations: OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 197 of 227 PIONEER OIL REFINERY UPDATE PARK MASTER PLAN - Project Number: P2018 DESIGN Proiect Location: Pioneer Oil Refinery - `s Newhall W nrc� ke -A $ Z I PROJECT LOCATION: 0 n i Description: This project will review and update the current Park Master Plan, approved by City Council in 2013, based on the current Needham Ranch project and lot line adjustments that have taken place in the area. The revised Park Master Plan will include a design of the park that will educate the historic significance of the site, trail connection, and meet necessary requirements to maintain the designation of a National and State historic location. Justification: This project supports the Santa Clarita 2025 theme of Building and Creating Community. Project Status: Proposed Department: Recreation and Community Project Supervisor: Lance O'Keefe Services Project Cost Estimate ($): Expenditure/ Cateoorv: Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total Environmental 0 0 0 0 0 0 0 Design 0 50,000 0 0 0 0 50,000 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 $50,000 $0 $0 $0 $0 $50,000 Project Funding: Fundino Source(s): Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 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 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 $50,000 Impact on Operations: Page 198of227 THE CITY OF SANTA CLARITA Capital Improvement Program CENTRAL PARK BUILDOUT - CONSTRUCTION Project Number: P4019 Project Location: 27150 Bouquet Canyon If t Road, Santa Clarita, CA _ 1�` `} 91350 Ilk IN �^ ¢<$g � s^• �� � p E �EN1ER y err eA^ n [Telmer' Mrs i ,oyAAU'T �•� Aum_o+Mr d dRiocEPOAe* LN � �� °� Aweu tort. 5 •••. �MUF= d C s1.vdMARi£>AAR Ai a' J�/yy^y�Aqy�7 vy,,,y5j ql'M K+WY.E� PROJECT LOCAVON 0 : a a Description: This project will provide for the construction 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. The feasibility of adding a futsal court is being considered as part of the design. Justification: The current demand on the Central Park venue for field use, tournaments, and special events far exceeds the available multipurpose field space. The addition of fields at Central Park will help accommodate these demands. Construction estimate is $10.3M and staff requested a rebudget of $721,000 from design savings from Fiscal Year 2020-21 to be used for the construction phase. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: In progress Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Cateoorv: Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total Environmental 0 0 0 0 0 0 0 Design 774,000 0 0 0 0 0 774,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 10,257,000 0 0 0 0 10,257,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $774,000 $10,257,000 $0 $0 $0 $0 $11,031,000 Project Funding: Fundino Source(s): Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total 367-Areawide Fund 759,000 721,000 0 0 0 0 1,480,000 601 - General Fund -Capital 15,000 0 0 0 0 0 15,000 723 - Facilities Fund 0 9,536,000 0 0 0 0 9,536,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $774,000 $10,257,000 $0 $0 $0 $0 $11,0319000 Impact on Operations: OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 199of227 WEST CREEK PARK INCLUSIVE PLAY AREA - DESIGN & CONSTRUCTION Project Number: P4023 Project Location: West Creek Park, 24247 Village Circle, Santa Clarita, CA 91354 t d. '4„p, 4kry i i ` PROJECT LOCATION Description: The project will design and build a new inclusionary play area in West Creek Park to serve the community. The new inclusive play area will integrate elements for an inclusive or universal play area, and will provide an environment that is designed for equitable play and inclusion of people of all ages and abilities, including severely disabled adults. The play area thus becomes a multigenerational gathering place. The project is part of the City's Annual Action Plan for the 2019-2023 Consolidated Plan required to received federal CDBG funds. The project supports the City's strategic plan to improve and expand facilities and infrastructure and provide supportive human services. Justification: This project is part of the City's Annual Action Plan for the 2019-2023 Consolidated Plan required to receive federal CDBG funds. This project supports the City's strategic plan to improve and expand facilities and infrastructure and provide supportive human services. This project exemplifies the City's commitment to improving the quality of life of its residents and supports the Santa Clarita 2025 theme of Building and Creating Community. Project Status: Approved Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Cateaorv: Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total Environmental 0 0 0 0 0 0 0 Design 135,000 0 0 0 0 0 135,000 Right -of -Way 0 0 0 0 0 0 0 Construction 888,789 50,000 0 0 0 0 938,789 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $1,023,789 $50,000 $0 $0 $0 $0 $1,073,789 Project Funding: Fundina Source(s): Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total 203-CDBG 1,023,789 50,000 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 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $1,023,789 $50,000 $0 $0 $0 $0 $1,073,789 Impact on Operations: Page 200of227 THE CITY OF SANTA CLARITA Capital Improvement Program BOUQUET CANYON PARK TENNIS/PICKLEBALL COURTS LIGHTING REPLACEMENT - CONSTRUCTION Project Location: Bouquet Canyon Park, 28127 Wellston Drive, Santa Clarita, CA 91350 �e 4R br�� m Project Number: P4024 i� yrAs PROJECT LOCATION. 0 Description: This project will replace the inadequate HID lighting at the Bouquet Canyon Park tennis and pickleball courts with LED light fixtures. The existing fixtures are original to the park's construction in 1975. The new fixtures will provide industry standard lighting levels as well as energy savings. They will also be more maintenance friendly. The existing lights were recently relamped, cleaned, and restored to maximum operating capacity resulting in a 7.6-foot candle average. The recreation lighting standard for this type of court and associated programming is a 30-foot candle average. This lighting replacement project would offer a 38-foot candle average. Justification: This project will allow for sufficient lighting that will meet the standards for recreational play in this area, creating a safer and more functional amenity for City patrons, and it supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Neighborhood Services Project Supervisor: Susan Nelson Project Cost Estimate ($): Expenditure/ Cateoorv: Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 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 72,500 0 0 0 0 72,500 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $72,500 $0 $0 $0 $0 $72,500 Project Funding: Fundino Source(s): Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total 601 - General Fund -Capital 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 Total Costs: $0 $72,500 $0 $0 $0 $0 $72,500 Impact on Operations: OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page201 of227 2021-22 ARUNDO REMOVAL - DESIGN & CONSTRUCTION Project Number: R0027 Proiect Location: _ Citywide t, � ShceGtt G City of 1 Santa Clarita � m � � eam�xati�r Rn A+ LY s A" _ _ $��aa •` PROJECT LocarlON. OrYWOE Description: This project requests funds for normal maintenance of arundo removal in the Santa Clara River. The Santa Clara River Conservancy, Stillwater Sciences, SCV Water Agency and UC Santa Barbara are partners who will use our lessons learned, field research, and best practices to produce success criteria, which will be applied to river parcels and will produce a list of the most cost-effective parcels for arundo removal. The project will also develop a process for post -fire and flood management of invasive weeds. The City parcels are part of the overall analysis for the river. The Santa Clara River parcels within the City limits will be included in the analysis and the City will use this list to help prioritize future efforts. Justification: The City will remove more arundo from the Santa Clara River through the partnership. SCV Water Agency supports the project and will request federal dollars to fully implement removal using success criteria. Arundo is a fast-growing, perennial bamboo that can reach 30 feet in height and uses three to four times the amount of water of native plants (11.75 acre feet per infested acre). Removal will help save water in Santa Clarita. The fast growing plant tolerates drought and flooding, spreads wildfire into adjacent neighborhoods, grows back quickly after disaster, and serves as "walls" in many river encampments. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Neighborhood Services Project Supervisor: Darin Seegmiller Project Cost Estimate ($): Expenditure/ Cateaorv: Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total Environmental 0 6,325 0 0 0 0 6,325 Design 0 8,000 0 0 0 0 8,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 35,675 0 0 0 0 35,675 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 2021-22 2022-23 2023-24 2024-25 2025-26 Total 356 - Stormwater Utility 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 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 202of227 THE CITY OF SANTA CLARITA Capital Improvement Program 2021-22 CITYWIDE REFORESTATION PROGRAM - Project Number: R0028 CONSTRUCTION Proiect Location: Major thoroughfares, residential streets, and parks Citywide •'' a�' 'Yewtrel},r�h 'Pa ,alms` • • ooRa. City of aw` Santa Clarita ; � Gol[lpr val�Y Rd s �I + Lyons A e N $R,V . - PROJECT LOCA77ON : CITYWDE Description: Funding to support the Citywide Reforestation Program allows staff to: proactively address City trees that are too large to remain in the public parkway; install new trees along major thoroughfares, residential streets, and in parks; provide consistent young care tree maintenance (e.g. supplemental irrigation, restaking, sucker removal, tree well repair, and weed removal) to help increase survival rate; and install irrigation infrastructure as needed to help improve long-term tree health. This project will encompass the installation of more than 300 replacement trees. These actions effectively mitigate risk to our community and are key for successional planning to maintain a sustainable, healthy, vibrant urban forest. Justification: This project supports the Santa Clarita 2025 theme of Community Beautification and Sustainability. Project Status: Proposed Department: Neighborhood Services Project Supervisor: Kevin Tonoian Project Cost Estimate ($): Expenditure/ Cateoorv: Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 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 0 175,000 175,000 175,000 175,000 175,000 875,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $175,000 $175,000 $175,000 $175,000 $175,000 $875,000 Project Funding: Fundino Source(s): Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total 367 - Areawide Fund 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 Priority Unfunded 0 0 175,000 175,000 175,000 175,000 700,000 Total Costs: $0 $175,000 $175,000 $175,000 $175,000 $175,000 $875,000 Impact on Operations: OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 203of227 2021-22 TRASH EXCLUDERS (TRASH FILTERS IN STORM Project Number: DRAINS) - DESIGN & CONSTRUCTION Proiect Location: Citywide _, .Fu. AFRr Ni4l� _ y��ttafl 00 CKY of Santa Clarita ; y 3 oo'� V.TY RJ F �� . �. Ly9ns Aye . 2111 •' R'ari " PROJECT LOCATION: C1TYMOE Description: In order to comply with the Statewide Trash Policy, this project will install full capture systems to trap and prevent all trash and particles that are five millimeters in diameter or greater from entering storm drains and ultimately reaching the Santa Clara River and our water supply. Trash discarded on land frequently makes its way into the Santa Clara River and our water supply as rain and irrigation washes it into gutters and storm drains. Trash is a significant pollutant that affects wildlife, water supply, creates flooding hazards, and impacts public health. This project is the second phase of a ten year effort that will install trash capture devices on 1,242 catch basins Citywide. Locations for the trash excluders are determined by one of ten zones in the long term plan. Justification: In 2017, the City received a legal order to comply with the Statewide Trash Policy, which requires the prevention of trash greater than five millimeters from entering the Santa Clara River from specified, high trash generating land uses. Staff developed a plan that mapped out all of the current trash capture devices and pin -pointed new areas needing full capture systems. This project supports the Santa Clarita 2025 theme of Community Beautification and Sustainability. Project Status: Proposed Department: Neighborhood Services Project Supervisor: Darin Seegmiller Project Cost Estimate ($): Expenditure/Cateaorv: Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total Environmental 0 0 0 0 0 0 0 Design 0 26,000 0 0 0 0 26,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 204,000 0 0 0 0 204,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $230,000 $0 $0 $0 $0 $230,000 Project Funding: Fundina Source(s): Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total 271 - Measure W Safe Clean Water 0 230,000 0 0 0 0 230,000 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 $230,000 $0 $0 $0 $0 $230,000 Impact on Operations: Page 204of227 THE CITY OF SANTA CLARITA Capital Improvement Program IRRIGATION MASTER VALVE & FLOW SENSOR Project Number: R0030 INSTALLATION, PHASE V - CONSTRUCTION Proiect Location: - - LIVID Zone 2008-1 • ,eovaer ry46 ile _ yos e�� CS City of '" vat" 1 70 Santa Clarita ' ' - ti 4 � Goltlp'Na,'eY Rep s � PROJECT LOCATION: cyrrwwE Description: This project will complete Phase V of a multi -year program for irrigation master valve and flow sensor installations in LIVID Zone 2008-1 Major Thoroughfare Medians. Justification: Irrigation flow sensors used in conjunction with master valves are devices that can be installed to detect and automatically shut down the irrigation system when breaks, malfunctions, or vandalism occur. Currently, there are many systems throughout the LIVID that are not equipped with this technology. The project supports Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Neighborhood Services Project Supervisor: Kevin Tonoian Project Cost Estimate ($): Expenditure/ Cateaorv: Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 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 0 350,000 0 0 0 0 350,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $350,000 $0 $0 $0 $0 $350,000 Project Funding: Fundina Source(s): Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total 367 - Areawide Fund 0 350,000 0 0 0 0 350,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $350,000 $0 $0 $0 $0 $350,000 Impact on Operations: OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 205of227 REGIONAL BEST MANAGEMENT PRACTICES INFILTRATION FACILITY AND PILOT RESIDENTIAL LID - DESIGN Proiect Location: Newhall Park, 24923 Newhall Avenue, Santa Clarita, CA 91321 Description Project Number: R3008 wF'a as 00* Ivor PROJECT LOCATION a �� LYOKS This project includes feasibility studies and design of a regional storm water infiltration facility at Newhall Park, as well as the creation of a Green Streets Low Impact Development (LID) Best Management Practices (BMP) Manual for City staffs' use. Both are part of the City's compliance strategy under the Los Angeles Municipal Storm Water (MS4) permit. Funds will provide for Los Angeles County plan review fees and permitting, along with project administrative costs. Justification: This project will assist the City in meeting its Enhanced Watershed Management Program (EWMP) goal of infiltrating stormwater and nuisance water by modifying existing facilities. The Newhall Park site was selected to be fully designed to divert and infiltrate runoff. This project supports the Santa Clarita 2025 theme of Community Beautification and Sustainability which sets a goal to work toward the stormwater infiltration requirements set forth in the Upper Santa Clara River Enhanced Watershed Management Program (EWMP). Project Status: In progress Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Cateaorv: Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total Environmental 0 0 0 0 0 0 0 Design 995,898 47,877 0 0 0 0 1,043,775 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: $995,898 $47,877 $0 $0 $0 $0 $1,043,775 Project Funding: Fundina Source(s): Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total 356 - Stormwater Utility Fund 995,898 47,877 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 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $995,898 $47,877 $0 $0 $0 $0 $1,043,775 Impact on Operations: Page 206of227 THE CITY OF SANTA CLARITA Capital Improvement Program THIS PAGE INTENTIONALLY LEFT BLANK OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 207of227 NEWHALL RANCH ROAD BRIDGE WIDENING OVER SAN Project Number: S1039 FRANCISQUITO CREEK - ENVIRONMENTAL MONITORING Proiect Location: Newhall Ranch Road ET 9Mey °a Sao. bridge over the San o e a a Francisquito Creek, o� 4 ° _ '°�' �• located between Avenue Tibbitts and McBean Parkway pFF .ap° 9�tc h'®C+ yW'i'. P cw IE/ xs4 R¢ g z R AVF Pye �'� a �� 8 Q •� o zyo 3w « o P� aN O r s m PROJECT LOCAO01 0 TION: Description: This federally funded project widened the Newhall Ranch Road bridge over the San Francisquito Creek to eight lanes, and the construction of a multi -use path. The post -mitigation phase of the project includes streambed mitigation and planting of trees to comply with the National Environmental Policy Act (NEPA). Justification: Project Status: Project Cost Estimate ($): Expenditure/ Cateaorv: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Fundina Source(s) 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: 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 2025 theme of Building and Creating Community. In progress Department: Public Works Project Supervisor: Damon Letz Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 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 0 461,370 734,504 0 0 0 0 1,195,874 $16,888,876 $734,504 $0 $0 $0 $0 $17,623,380 Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total 13,226,130 106,729 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 2,872,225 627,775 0 0 0 0 3,500,000 2,881 0 0 0 0 0 2,881 425,884 0 0 0 0 0 425,884 0 0 0 0 0 0 0 $16,888,876 $734,504 $0 $0 $0 $0 $17,623,380 Impact on Operations: Page 208 of 227 THE CITY OF SANTA CLARITA Capital Improvement Program COPPER HILL DRIVE BRIDGE WIDENING OVER THE SAN Project Number: S1050 FRANCISQUITO CREEK - DESIGN & CONSTRUCTION OVERSIGHT Proiect Location: Copper Hill Drive Bridge over the San Francisquito Creek Copper Hill Dr a�. 3 x n. C G1 m x�I PROJECT LOCATION: i-, Description: This project will provide for design peer review and construction oversight of the developer funded/constructed project to widen the Copper Hill Drive Bridge over San Francisquito Creek. The project will widen the bridge to include 3 lanes in each direction, median, barrier separated sidewalk and bicycle facilities, and associated improvements on the roadway approaches. Funds will provide for the remaining design review and construction oversight of the Copper Hill Drive Bridge project. Justification: The Tesoro Development was conditioned by Los Angeles County (prior to annexization) to widen the Copper Hill Drive Bridge over the San Francisquito Creek to provide 3 lanes in each direction. This project will provide for the design peer review and construction oversight which is necessary to assure that the project is completed to appropriate standards and the City's infrastructure needs for that area. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: In progress Department: Public Works Project Supervisor: Shannon Pickett Project Cost Estimate ($): Expenditure/ Cateaorv: Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total Environmental 0 0 0 0 0 0 0 Design 45,000 105,000 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: $45,000 $605,000 $0 $0 $0 $0 $650,000 Project Funding: Fundina Source(s): Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total 306 - Developer Fees Fund 45,000 605,000 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: $45,000 $605,000 $0 $0 $0 $0 $650,000 Impact on Operations: OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 209of227 DOCKWEILER DRIVE EXTENSION - DESIGN Project Number: S3023 Proiect Location: Dockweiler Drive to - r Railroad Avenue 1, m tMONSAVE—} A: Muwitx'[[NEFA XAAO is ' F :yJ'r 5 �0' PEEK W 1 4 ....� ♦ F SLNL1 sr `'i Description: This project will provide 100 percent plans, specifications and estimates for the construction of the proposed extension of Dockweiler Drive and road widening at 13th Street and Railroad Avenue crossing over the railroad tracks. Justification: This project supports the Santa Clarita 2025 theme of Building and Creating Community: Complete design and begin construction of Dockweiler/13th Street. Construction of the roadway is consistent with the General Plan, and will improve traffic circulation in an area that will be impacted by future development. Project Status: In progress Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Cateaorv: Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total Environmental 829,651 0 0 0 0 0 829,651 Design 3,421,937 41,000 0 0 0 0 3,462,937 Right -of -Way 603,788 25,000 0 0 0 0 628,788 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: $4,855,376 $66,000 $0 $0 $0 $0 $4,921,376 Project Funding: Fundina Source(s): Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total 233 - TDA Article 8 787,938 0 0 0 0 0 787,938 302 - B&T Via Princessa 4,067,438 66,000 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 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $4,8559376 $66,000 $0 $0 $0 $0 $4,921,376 Impact on Operations: Page 210of227 THE CITY OF SANTA CLARITA Capital Improvement Program VIA PRINCESSA EAST ROADWAY EXTENSION, GOLDEN Project Number: S3026 VALLEY ROAD TO RAINBOW GLEN - DESIGN Proiect Via Princessa Location: east of V1a pf oC12 a Golden Valley Road a d 7 t ar a IROJECT LOCATION: O Description: This project will provide for the design of the Via Princessa East Roadway Extension project to extend Via Princessa from Sheldon Avenue to Golden Valley Road. The proposed roadway would be approximately 1.2 miles in length and would consist of a six -lane highway with a 14-foot raised landscaped median, a 10- foot sidewalk/parkway on each side, and a Class I trail along the south side. Funds will provide for ongoing design, right-of-way acquisition, and administrative costs associated with project. Justification: This project is a vital component of the circulation element of the City's General Plan and is identified in the Santa Clarita Valley's One Vision One Valley plan. It is planned to be designed and constructed in conjunction with an adjacent residential and commercial development to maximize use of public funds and to obtain the required right-of-way to meet grant milestones. This project supports the Santa Clarita 2025 theme of Building and Creating Community. Project Status: In progress Department: Public Works Project Supervisor: Damon Letz Project Cost Estimate ($): Expenditure/ Cateaorv: Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total Environmental 0 0 0 0 0 0 0 Design 3,222,179 393,419 0 0 0 0 3,615,598 Right -of -Way 330,000 0 0 0 0 0 330,000 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: $3,552,179 $393,419 $0 $0 $0 $0 $3,945,598 Project Funding: Fundina Source(s): Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total 301 - B&T Eastside Canyon 3,552,179 393,419 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 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $3,552,179 $393,419 $0 $0 $0 $0 $3,945,598 Impact on Operations: OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 211 of227 VISTA CANYON MULIT-MODAL CENTER (METROLINK Project Number: T3020 STATION) - CONSTRUCTION Proiect Location: Vista Canyon + s r r t m r f ` � � � PRtlJCCT LGCAT1tlM: � '� Description: This project will complete the construction of the Vista Canyon Multi -Modal Center, which is a 25,000 square foot center platform that include canopies, light standards, restroom facilities, and fencing. Access to the platform will be grade separated. A total of 3,500 feet of new railroad track, rail bridge, and signal improvements will be made within the railroad right-of-way. Justification: Constructing a Metrolink station on the east side of town will allow the City to expand and enhance its local and commuter services between the future adjacent transit center and the local community. A Transit Impact Study indicated a new station would generate an additional 1,430 daily Metrolink riders. This project supports the Santa Clarita 2025 theme of Building and Creating Community. Project Status Project Cost Estimate ($): Expenditure/ Cateaorv: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Fundina Source(s): 259 - Misc. State Grants 261 - Proposition A 265 - Prop C 25% Grant 270 - Measure R, Hwy Operational Improvement 700 - Transit Fund 723 - Facilities Fund Priority Unfunded Total Costs: In progress Department: Public Works Project Supervisor: Damon Letz Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total 0 0 0 0 0 0 0 4,530,000 0 0 0 0 0 4,530,000 0 0 0 0 0 0 0 32,181,418 453,500 0 0 0 0 32,634,918 40,000 0 0 0 0 0 40,000 0 0 0 0 0 0 0 $36,751,418 $453,500 $0 $0 $0 $0 $37,204,918 Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total 8,908,000 0 0 0 0 0 8,908,000 3,622,188 453,500 0 0 0 0 4,075,688 3,273,123 0 0 0 0 0 3,273,123 4,000,000 0 0 0 0 0 4,000,000 14,301,107 0 0 0 0 0 14,301,107 2,647,000 0 0 0 0 0 2,647,000 0 0 0 0 0 0 0 $36,751,418 $453,500 $0 $0 $0 $0 $37,204,918 Impact on Operations: Page 212 of 227 THE CITY OF SANTA CLARITA Capital Improvement Program SAND CANYON TRAILS, PHASE IV - DESIGN & CONSTRUCTION Proiect Location: Sand Canyon Road between Sky Ranch Road and Iron Canyon Road Description Justification Project Status: Project Cost Estimate ($): Expenditure/ Cateaorv: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Fundina Source(s): 238 - Bikeway Fund/ TDA Article 3 262 - Proposition A 305 - Park Dedication Fund 601 - General Fund -Capital Priority Unfunded Total Costs: Impact on Operations: Project Number: T3024 l' PROJECT LOCATION : 0 This is an on -going project to construct a multi -use trail along the west side of Sand Canyon Road. This project will construct portions of Phase IV, from Sky Ranch Road to Iron Canyon Road. This is one of three remaining phases of the trail and bridges that will be completed in the coming fiscal years. A subsequent phase will construct two pedestrian/trail bridges, and a final phase will require six easements to be obtained prior to construction. This project will complete the design, specifications, and construct a portion of the Sand Canyon Trail. It is in support of the Santa Clarita 2025 Building and Creating Community theme. In progress Department: Public Works Project Supervisor: Damon Letz Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total 150 0 0 0 0 0 150 8,050 15,827 0 0 0 0 23,877 0 0 0 0 0 0 0 414,005 692,173 0 0 0 0 1,106,178 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $422,205 $708,000 $0 $0 $0 $0 $1,130,205 Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total 223,515 225,451 0 0 0 0 448,966 0 111,000 0 0 0 0 111,000 174,228 0 0 0 0 0 174,228 24,462 371,549 0 0 0 0 396,011 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $422,205 $708,000 $0 $0 $0 $0 $1,130,205 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 213 of 227 2020-21 SIDEWALK GAP CLOSURE, CENTRE POINTE Project Number: T3027 PARKWAY - DESIGN & CONSTRUCTION Proiect Location: Centre Pointe Parkway; from Golden Triangle Ka• �3 Road to the Child & Family Center dadGay� Re PROJECT LOCA77ON : �+ Description: This project is the second of a two-phase project to install new sidewalks on Centre Pointe Parkway between Golden Triangle Road and Spirit Court, which will ultimately provide continuous access from Godlen Valley Road to Golden Triangle Road. Phase I installed new sidewalk from Golden Triangle Road to the Child & Family Center. Phase 11 will install sidewalk between the Child & Family Center and Spirit Court. Justification: Ensuring a safe path of travel along City sidewalks, the annual Sidewalk Gap Closure project provides sidewalks at locations where none currently exist and are needed. The new sidewalks will close the gaps along major arterials with high -pedestrian usage. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: Project Cost Estimate ($): Expenditure/ Cateaorv: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Fundina Source(s): 233 - TDA Article 8 Priority Unfunded Total Costs: Impact on Operations: In progress Department: Public Works Project Supervisor: Damon Letz Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total 0 0 0 0 0 0 0 37,905 0 0 0 0 0 37,905 0 0 0 0 0 0 0 97,935 36,160 0 0 0 0 134,095 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $135,840 $36,160 $0 $0 $0 $0 $172,000 Prior Years 2021-22 2022-23 2023-24 2024-25 2025-26 Total 135,840 36,160 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 $135,840 $36,160 $0 $0 $0 $0 $172,000 Page 214of227 THE CITY OF SANTA CLARITA Capital Improvement Program THIS PAGE INTENTIONALLY LEFT BLANK OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 215of227 UNFUNDED CAPITAL PROJECTS No. Project Estimated Cost No. Project Estimated Cost L�x;x;x)A x'xw� Vx�llubx.Y 101"11V Ixrxhx) xis xnr, e.Us.Y-i:i. Y,ix' PEDESTRIAN RAILROAD CROSSINGS CIRCULATION Drayton Street 3,832,972 C0060 Sierra Highway Traffic Signal Interconnect and Rainbow Glen Drive 3,600,386 Adaptive System- Const. 3,522,000 Golden Oak Road 4,173,556 Newhall Avenue 3,336,725 MAINTENANCE Canyon Oak Boulevard 9,726,157 M1022 City Hall Refurbishments (Phase V) 88,996 Ruether Avenue 3,126,543 Annual Median Modification Program 100,000 Oakridge Drive 3,348,487 Annual Overlay and Slurry Seal (4-yr for 70 % 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 RESOURCE MANAGEMENT & CONSERVATION SIDEWALK. CURB & GUTTER INSTALLATION - City Citywide Reforestation 700,000 Arcadia Street Improvements 310,500 92-0902 Orchard Village Road (north of Lyons Ave) 207,000 STREETS AND BRIDGES Scherzinger Lane Improvements Phase II 5,300,000 S3023 Dockweiler Drive Extension 62,933,215 S3030 Sierra Highway Bridges over the Santa Clara River - SIDEWALKS GAP CLOSURES Construction - Grant, $9,634,413 1,444,330 Newhall Avenue, Sierra Highway to Meadow Ridge 503,000 Copper Hill, Buckhorn to Benz 210,000 S3036 Via Princessa Park Rail Crossing - (Prop A Park 5,650,000 Copper Hill, Benz to Kathleen 454,000 Bond $1,OOQ000) Center Pointe Pkwy, Golden Valley to Ruether 482,000 S3026 Via Princessa Extension 68,423,000 Soledad Canyon, east of Bouquet to Shopping Ctr 562,000 Soledad Canyon, west of Commuter to Shopping Ctr 491,000 TRAILS AND TRANSIT Annual Access Ramp Construction (5yr program) 4,700,000 STREET CONSTRUCTION 91-1204 MagicNia Princessa Roadway (at grade) 43,470,000 OTHER UNFUNDED NEED Santa Clarita Parkway S3026 Via Princessa - Isabella Parkway to Golden FLOOD CONTROL PROJECTS - Count Valley Road - Const. - Grant, $11,000,000 75,000,000 Newhall Avenue and Pine Street 2,354,625 Sierra Highway Area Sewer Study 155,250 TRAILS Sierra Highway Storm Drain Master Plan 207,000 Bouquet Canyon Trail 2,000,000 Placenta Canyon 150,000 GATEWAY BEAUTIFICATION T2011 Railroad Avenue Bike Trail - Grant $2,270, 000 8,530,000 Calgrove/I-5 Gateway Beautification 1,200,000 South Fork Trail/Orchard/Lyons 750,000 Newhall/SR-14 Gateway Beautification 1,200,000 T3024 Sand Canyon Trail 1,309,000 Sand Canyon/Lost Canyon Road Trailhead 250,000 Santa Clara River Trail to Robinson Ranch 500,000 PARKS - Active Santa Clarita Regional Commuter Trial - Canyon Country Park Ph II (Tennis Cts, Pool) 6,000,000 Seg. V (Five Knolls to Discovery Park) 2,000,000 Play Area Shade Program 165,000 Wiley Canyon/Orchard Village Road Bridge 550,000 Copper Hill Park Amenities 1,500,000 Wiley/Calgrove to Rivendale 1,000,000 David March Park Expansion 4,000,000 Fair Oaks Park Improvements 100,000 TRANSIT Renovation Master Plans for City Parks 250,000 Newhall Avenue Park and Ride - Conceptual 200,000 Santa Clarita Sports Complex (24-acre dev.) 16,000,000 Santa Clanta Sports Complex Ph IV - Gym 14,000,000 UTILITY UNDERGROUNDING Heritage Park Basketball Court 100,000 90-1306 Bouquet Canyon Road - Soledad Canyon/City Limits 533,025 Discovery Park - (Build out) 2,500,000 90-1309 Bouquet Canyon (N/S) - Soledad Canyon/Festividad 2,277,000 Rivendale Ranch & Open Space 8,100,000 90-1308 Newhall Avenue (w/s) - Lyons Avenue and 9th Avenue 393,300 Pickleball Courts 500,000 90-1305 San Fernando (w/s) - Bouquet Canyon/Lyons 4,347,000 Open Space Access - (Various Improvements) 450,000 90-1302 Sand Canyon Road - City Limits/Placenta Canyon Road 481,275 Open Space Parks (Master Plans for Various) 200,000 90-1307 Seen Canyon Road - Bouquet Canyon/City Limits 533,025 90-1304 Sierra Highway - City Limits 289,800 PEDESTRIAN BRIDGES 90-1302 Soledad Canyon Road - Sand Canyon/Sierra Highway 496,800 90-0711 Decom Drive and Vista Delgado 852,975 91-1302 Wiley Canyon Road - Lyons/City Limits 496,800 UNFUNDED GRAND TOTAL: $ 487,017,742 Page216of= THE CITY OF SANTA CLARITA Capital Improvement Program THIS PAGE INTENTIONALLY LEFT BLANK OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page217of227 Resolutions Page 218of227 THE CITY OF SANTA CLARITA Resolutions OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page219of227 Object Designations ill J:#1=i"i*J=I,_1iC.l_ l•J.E`'f 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 (Cal PERS). 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: Administrative fees for active employee health premiums. 5011.013 Wellness Benefit: Provides mental and physical wellness benefits for regular employees. 5011.016 PERS UAL: Accounts for the employer's unfunded accrued liability portion for employees in the California Public Employees Retirement System (Cal PERS). Page 220of227 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 2021-2022 Page 221 of227 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. 5161.036 CIP Non -Participating Cost: Provides for project costs outside METRO participating guidelines. 5161.037 False Alarm: Provides for false alarm related costs. 5161.038 Management Fee: Provides for management fee related to the operations of The Cube. 5161.039 Ice Rink Operations: Provides for operations and maintenance of the Ice Rink. 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. Page222of227 THE CITY OF SANTA CLARITA Object Designations 5171.009 State of the City: Provides for print materials and rentals related to this annual City event. 5171.010 Film Incentives: Provides incentives to production companies that film within the City. 5171.011 Historic Preservation Grant: Provides owners of historic properties financial incentives for improvements to their historic structures. 5171.012 FOL Programming: Provides for Library FOL Programming. 5171.013 Rental Assistance Grant: Provides for emergency rental assistance grants. 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 5191.010 Tools Reimbursement: Provides for tools reimbursements. 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 2021-2022 Page 223of227 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: Provides for acquisition of right of ways. 5201.010 Infrastructure: Provides for City infrastructure improvements. 5201.012 Library Building Improvements: Provides for improvements and alterations to library buildings. 5201.013 Library Furniture and Equipment: Provides for the acquisition of library furniture, fixtures and equipments. 1C11k•1z�-1-A ,4 A•1 M991W 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. Page 224of227 THE CITY OF SANTA CLARITA Object Designations Capital Project Categories - Each Capital Project included in the budget and CIP is placed in one of nine categories based on the nature of the improvement. The nine categories and their general definitions are: 1. Arts - These projects provide art within the community. 2. Beautification e'r Landscapinv - 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. Ememencv - 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 opportunities 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 - he 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, the period is from 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. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 225of227 General Obligation Bond — Bonds used for various purposes and repaid by the regular (usually via the General Fund) revenue raising powers of the City. Grant — Contributions, gifts of cash, or other assets from another governmental entity to be used or expended for a specific purpose, activity, or facility. An example is the Community Development Block Grant provided by the Federal Government. Interfund Transfers — Monies transferred from one fund to another. Such money is transferred to finance the operations of another fund or to reimburse the fund for certain expenditures. Internal Service Fund — An Internal Service Fund provides services to other City departments and bills the various other funds for services rendered, just as would private business. Materials, Supplies, and Services — Expenditures for materials, supplies, and services which are ordinarily consumed within a fiscal year and which are not included in departmental inventories. Municipal Code — A book that contains the City Council approved ordinances currently in effect. The Code defines City policy with respect to areas such as planning, etc. Objectives — The expected results or achievements of a budget activity. Operating Budget — Annual appropriation of funds for ongoing program costs, including salaries and benefits, services and supplies, debt service, capital outlay and capital improvements. Operations and MaintenanceA 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 proj ect 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 226of227 THE CITY OF SANTA CLARITA Object Designations REVENUES The City of Santa Clarita provides many services to its residents such as Police, Fire, Parks 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. Protierty 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. HiQhwav 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 Protierty Transfer Tax — Revenue derived from a tax imposed on all transfers of real property in the City. 9. Transient Occupancv 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 Reoair and Rehabilitation — The SB1 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 SB1 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. BuildinQPermits — 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 2021-2022 Page 227of227 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/Imtirovements — 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. Reg,ional Surface Transportation Prog,ram (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 I/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 I/2 cent sales tax for transportation projects. These funds are distributed through a competitive grant program administered by the Los Angeles County MTA. Page 228of227 THE CITY OF SANTA CLARITA Object Designations 32. Measure 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. Protiosition 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 fees — 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. 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. 38. Proposition C — Municipal Operator Improve-ment Program (MOSIP) — Adopted by the Metropolitan Transportation Authority (MTA) Bus Operators Subcommittee on April 26, 2001, and funded by Proposition C. MOSIP was developed in response to pending state legislation (AB2643) to improve municipal operator service countywide. Use of these funds is restricted to benefit the Transit program. 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. 43. On -Ice Revenue — Provides for the receipt of funds from the operations of the City's Ice Rink facility. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2021-2022 Page 229of227 10l 0J-ly 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. S_Pecial 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. Catpital Proiects Funds - These funds account for financial resources used for the acquisition or construction of major capital facilities (other than those financed by proprietary funds). Air Quality Management District (AQMD) - 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). Bureau of Justice Assistance Law (BJA) 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 230of227 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. Recreational Facility Fund - This fund is used to account for monies received from the operations of The Cube, Ice and Entertainment Center. SBI Road Repair and Rehabilitation - To account for monies received and expended from the State SBI Road Repair and Rehabilitation allocation restricted to fund various maintenance, rehabilitation, and safety needs on streets and roads. State Park - o 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 2021-2022 Page231 of227