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2023-06-13 - AGENDA REPORTS - ANNUAL BUDGET CIP FY 2023 24
O Agenda Item: 1 1. CITY OF SANTA CLARITA AGENDA REPORT PUBLIC HEARINGS CITY MANAGER APPROVAL: TAA,/� DATE: June 13, 2023 SUBJECT: FISCAL YEAR 2023-24 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 conduct a public hearing on the proposed Fiscal Year 2023- 24 Annual Operating Budget and Capital Improvement Program and schedule the budget for adoption at the June 27, 2023, City Council Meeting. BACKGROUND The Fiscal Year 2023-24 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 Gibbs and Mayor Pro Tem Smyth, 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 7, 2023, 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, 2023, a publicly -noticed Budget Sub - Committee meeting was held to discuss the City's recommended Fiscal Year 2023-24 Budget. On May 2, 2023, the City Council and Commissions held a publicly -noticed Joint Budget Study Session to discuss the recommended Fiscal Year 2023-24 Budget and allow for public comment. The proposed draft budget was distributed on May 26, 2023, to the City Council. On June 6, 2023, during the Planning Commission meeting, the Planning Commission made a finding by minute action that the Draft Fiscal Year 2023-24 Capital Improvement Program is consistent with the City's General Plan. Page 1 Packet Pg. 13 O Total Appropriations The Fiscal Year 2023-24 Budget totals $322 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 2023-24 Budget represents a 7.5 percent increase, equivalent to $23 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 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 2023-24, total revenue meets total expenditure appropriations. Additionally, for certain one-time capital projects, the fund balance is appropriated. General Fund Revenues The City's largest fund is the General Fund, representing $141.3 million in total revenue. Sales tax is typically the City's leading General Fund revenue source and is projected to increase 5 percent, from the current adopted budget, to $48.3 million. General Fund Expenditures Fiscal Year 2023-24 General Fund expenditures total $141 million. General Fund expenditures for Fiscal Year 2023-24 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 2023-24, the City's operating reserve will total $21.3 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 2023-24 totals $90 million. Page 2 Packet Pg. 14 O ALTERNATIVE ACTION Other action as determined by the City Council and the Successor Agency to the former Redevelopment Agency. FISCAL IMPACT The Fiscal Year 2023-2024 Budget totals $322 million, including $90 million for the Capital Improvement Program. The proposed budget is balanced. ATTACHMENTS Public Hearing Notice Draft FY 2023-24 Budget (available in the City Clerk's Reading File) Page 3 Packet Pg. 15 1.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 2023-24 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., 1st Floor, the 13th day of June, 2023, at or after 6:00 p.m. If you wish to challenge this order in court, you may be limited to raising only those issues you or someone else raised at the public 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 Tyler Pledger, City's Budget Officer, at (661) 286-4176, Santa Clarita City Hall, 23920 Valencia Blvd., Suite 9300, Santa Clarita, CA. Dated: May 25, 2023 Mary Cusick, MMC City Clerk Publish Date: June 2, 2023 J Q U Packet Pg. 16 ov Sp,NTA C 9 Gry ^g0 O 1 GFO �5 DECEMB�� City of SANTA GLARITA ,rr a F ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY2023-24 /l�iJ �fi1G� SANTA 4 4 76 DECEM A�A JASON GIBBS MAYOR CAMERON SMYTH qi� F� MAYOR PRO TEM MARSHA MCLEAN COUNCILWOMAN BILL MIRANDA COUNCILMEMBER .. E LAURENE WESTE � COUNCILMEMBER THIS PAGE INTENTIONALLY LEFT BLANK OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 3 of251 Table of Contents ■ MESSAGE FROM THE CITY MANAGER • Budget at a Glance ■ COMMUNITY PROFILE Community Profile Location Map History Distinguished Awards Form of Government • Commissions • Approved Positions • Philosophy • SC2025 Action items ■ USER'S GUIDE • Budget and Capital Improvement Program 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 ■ CITYATTORNEY Budget Summary City Attorney ■ ADMINISTRATIVE SERVICES Budget Summary Administration Finance Information Services Special Districts NEIGHBORHOOD SERVICES Budget Summary Administration Environmental Services Parks Facilities Maintenance Parks Planning and Open Space COMMUNITY DEVELOPMENT Budget Summary Administration Building & Safety Community Preservation Community Development Block Grant Planning _6 ■ RECREATION AND COMMUNITY SERVICES 124 Budget Summary Administration 12 Recreation and Community Services 60 74 PUBLIC WORKS 128 Budget Summary Administration • Capital Improvement Projects (Administration) Engineering Services General Services •Traffic&Transportation Planning ■ HUMAN RESOURCES AND LIBRARY SERVICES 134 Budget Summary Administration Human Resources Public Library L ECONOMIC DEVELOPMENT 138 Budget Summary Administration Economic Development Arts and Events •Transit ■ PUBLIC SAFETY 144 100 Budget Summary Sheriffs Services Fire Protection 104 106 112 118 ■ SUCCESSOR AGENCY Budget Summary Successor Agency 146 ■ NON -DEPARTMENTAL 148 Budget Summary Administration ■ CAPITAL IMPROVEMENT PROGRAM 150 •Table of Contents/Overview CIP Summaries Beautification & Landscaping Circulation Facilities & Buildings Maintenance Parks Resource Management and Conservation Streets & Bridges •Trails &Transit • Unfunded Projects ■ RESOLUTIONS 224 ® APPENDIX 238 Page 4 of 251 THE CITY OF SANTA CLARITA THIS PAGE INTENTIONALLY LEFT BLANK OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 5 of251 Message from the City Manager June 27, 2023 DEAR HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL: It is my pleasure to present the City of Santa Clarita's Fiscal Year 2023-24 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. National Economy Consensus among economic experts continues to point toward an economic slowdown in the national economy. Despite the continued interest rate hikes by the Federal Reserve (FED), consumer spending and the labor market continue to grow; and although it has improved in recent months, inflation continues to persist. As a result, economists present two scenarios for the national economy this year. The first scenario reflects a slowing of the economy and inflation, that is partnered with a robust labor market. This will likely lead the FED to take a less -aggressive approach to its monetary policy and allow the nation to avoid a recession altogether. The second scenario results in a mild recession towards the end of the year, caused by aggressive FED action taken to fight the persistence of inflation in the market. The FED recently approved its tenth consecutive rate hike, raising its key interest rates to approximately 5 percent. In response to these efforts, inflation continues to decrease in small increments month after month. For the month of April 2023, the Consumer Price Index for the U.S. dropped to 4.9 percent compared to 5 percent in March and a peak of 9 percent in June 2022. Although the FED has signaled that the rate hike campaign may come to a halt, the fight to regain control over inflation is not yet over. Local Economy In the local economy - leisure, hospitality, and the entertainment industry has fully recovered from a historic low during the Pandemic. Labor markets are effectively at full employment in the region, with the unemployment rate in Santa Clarita coming in at 4.5 percent in March 2023. The labor force, however, has not fully returned. Even with economic uncertainty and recent layoffs in various industries, the United States Bureau of Labor Statistics cites that 4 million people quit their job in February 2023. When asked about professional plans for the year in a recent study by LinkedIn and CensusWide, 61 percent of respondents stated they are considering leaving their job in 2023. Page 6 of 251 THE CITY OF SANTA CLARITA Message from the City Manager In addition to high -turnover and low labor force participation, telecommuting also presents challenges to the labor market and local economy. Approximately 21 percent of Los Angeles County residents work from home according to Census estimates. This is nearly 4 times the pre -Pandemic average. Employees working from home four to five days out the week, leads to fewer restaurant visits, fewer hotel bookings for work travel, and even reduced leisure shopping that would typically take place during the lunch hour. The commercial real estate market of course has been impacted. In Santa Clarita, the local commercial office vacancy rate average for 2022 was 12.8 percent. Prior to the Pandemic, the average vacancy rate for office space was 8 percent. According to the Allen Matkins/UCLA Anderson Forecast, California commercial real estate developers, owners, and investors have reverted to a less -than -confident outlook for office space development. State of the City Budget In my review of the state of our City's budget, I can confidently say that our organization's fiscal health continues to be strong. In the last year, our organization ranked in the top five percent by the California State Auditor with a low -risk designation and perfect scores in liquidity, general fund reserves, and in both pension and other post -employment benefits (OPEB) obligations. This ranking is proof that our budget philosophies and our practice of being conservative during the good times over the last decade are paying off. In addition to that accolade, we continue to maintain our AAA credit rating from S&P Global Ratings and 20 percent emergency operating reserves. Commitment to conservative and lean practices have allowed us to not only survive the recent economic disruptions, but thrive and continue to invest in our community. While most cities spent 2022 ramping their operations back-up post COVID-19 restrictions, we continued to make extraordinary strides, not missing a beat in providing excellent customer service and expanding our service offerings. With the Pandemic now behind us, labor shortages and its impact on the supply chain have certainly improved. The supply chain issues we see today are now heavily influenced by increases in raw material cost. We also continue to operate in a contract environment where we are receiving fewer bids for contracted work and bids with prices being quoted at double the anticipated cost. These challenges continue to have a major impact to the City's Budget and operations and will continue to be a challenge as we enter this next fiscal year. Even under these circumstances, staff has done a tremendous job in finding creative ways to stretch resources to remain within the current year's budget and while continuing to provide superior service. While there is some uncertainty about the trajectory of the economy, I do not want that to overshadow the confidence I have in this organization and this community. Although we continue to evolve and change as an organization, the one thing that hasn't changed, and in my opinion has been fundamental to our success, is our conservative budget practices. Our conservative approach has and will continue to position our organization to handle these challenges and continue to provide a high quality of life for residents into the future. The Fiscal Year 2023-24 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 and uncertain economic times like we are experiencing: • 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 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. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 7 of251 The Santa Clarita 2025 (SC2025) plan is a compilation of needs expressed by the community and City Council's goals and priorities for the next five years. Several essential work areas were synthesized into seven "Quality of Life' themes that best describe the qualities of Santa Clarita: 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 To serve as a guide for the organization SC2025 will 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. Total Appropriations The Fiscal Year 2023-24 Budget totals $322 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 7.5 percent, or $23 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 2023-24, total revenue exceeds 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 2023-24 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 $141.3 million in total revenues. The following revenue projections are compared to the adopted Fiscal Year 2022-23 Budget: • Sales Tax, typically one of the largest sources of General Fund revenue, is projected to increase 5 percent to $48.3 million. • Property Tax is estimated to increase 6 percent to $47 million. • Franchise Revenues are projected to increase 8 percent to $9.6 million. • Development Revenues are projected to increase 4 percent to $9.5 million. • Transient Occupancy Tax (TOT) is projected to increase 19 percent to $5 million. • Recreation Revenues are projected to increase 20 percent to $4.4 million. Page 8 of 251 THE CITY OF SANTA CLARITA Message from the City Manager General Fund Expenditure Budget The total General Fund expenditures include funding for operating departments, debt services, contingency, and transfers to other funds. For Fiscal Year 2023-24, the General Fund appropriations total $141 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 2016-17 and that we are able to again fund this reserve considering the current economic environment. For Fiscal Year 2023-24, the City's emergency operating reserve will total $21.3 million. The Fiscal Year 2023-24 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 SC2025 Quality of Life themes: Building and Creating Community: • Valencia Community Center and Skyline Park Maintenance: $111,750 Community Engagement: • Bus Stop Sign Improvements: $271,500 • Mobile Library: $103,210 • Part -Time Staff for Special Events and Arts Programming: $80,742 • City Hall Digital Signage: $55,000 • Santa Clarita Public Television Equipment: $25,000 Enhancing Economic Vitality: • Building and Safety Contractual Services: $500,000 • Increase Support to SCVEDC: $40,000 Community Beautification and Sustainability: • LMD Reserve Projects: $819,315 • Time Schedule Order: $165,000 • Solid Waste Diversion Programs: $150,000 • Tree Care Base Budget Adjustment: $68,517 • Stormwater Management Software: $33,250 • North Los Angeles County Volunteer Center Contract: $20,000 Organizational Excellence: • Transit Data Analytics Software: $375,000 • General Maintenance Worker and Vehicle: $128,926 • Groundskeeper I and Vehicle: $128,926 • CEMEX Legal Counsel: $100,000 • GIS Data Imagery Acquisition: $89,564 Sustaining Public Infrastructure: • Increase to Parks Maintenance Budget: $222,155 • Increase to General Services Operating Budget: $193,563 • Canyon Country Jo Anne Darcy Library AV System Upgrades: $33,766 • Increase to Library Maintenance Budget: $20,000 • Open Space Enclosed Trailer: $18,200 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 9 of251 Another critical component of Sustaining Public Infrastructure is the vehicle and equipment replacement program. 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 for the City. For Fiscal Year 2023-24, this budget provides for: • Replacement of seven transit buses: $7 million • Replacement of five vehicles and one piece of equipment: $570,000 Public Safety: • Sheriff's Contract Adjustment: $2,046,731 • Liability Trust Fund Adjustment: $486,212 • Security Camera Replacement: $273,000 The 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 $90 million —a six percent increase when compared to the current year's adopted budget. Of the recommended amount, $29 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. Below is a summary of the most notable CIP projects for Fiscal Year 2023-24: Building and Creating Community: • David March Park Upgrades: $10.9 million • Old Orchard Park Upgrades - Phase I: $5.3 million • Valencia Community Center Upgrades: $1.5 million • Canyon Country Class II Bike Lanes - Design and Construction: $239,000 • Tesoro Adobe Facility Upgrades: $128,000 Community Beautification and Sustainability: • Magic Mountain Parkway Beautification Improvements: $8.3 million • Annual Reforestation Program: $175,000 • David March Park Civic Art: $108,389 • Old Orchard Park Civic Art: $53,079 Sustaining Public Infrastructure: • Annual Overlay/Slurry Seal Program: $22.9 million • Annual Circulation Improvement Program: $3.7 million • Transit Maintenance Facility HVAC Upgrades: $1.2 million • Newhall Ranch Road and Bouquet Canyon Road Intersection Improvements: $638,000 • Annual Streets Concrete Rehab Program: $600,000 • Annual Park Facilities Improvements and Repairs: $519,000 • Annual Park Concrete Rehab Program: $198,000 • Sports Field Replacement at Central Park: $196,000 • Rubber Playground Resurfacing at Golden Valley Park: $145,000 • Sport Court Resurfacing at Valencia Glen Park: $71,700 Public Safety: • McBean Parkway Realignment: $2 million • Annual Thermoplastic Lane Striping Program: $175,000 • Parks Facilities Alarm and Fire Panel Upgrades: $131,000 Page 10of251 THE CITY OF SANTA CLARITA Message from the City Manager I would like to thank the City Council for their continued commitment to providing fiscally responsible leadership and direction. This commitment has allowed staff to bring forward a balanced budget that funds many SC2025 priorities, while also preparing our organization for uncertainty in the economy in the coming years. 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. Development of the annual budget is a six-month process that requires considerable effort from staff. I would like to thank and recognize each member of the Budget Team, including Frank Oviedo, Carmen Magafia, Kristi Hobrecker, Michael Villegas, Brittany Houston, Mary Ann Ruprecht, and Tyler Pledger for their work in preparing the Budget. I would also like to recognize each of the department Budget Officers, support staff and graphic artist who worked diligently to prepare the document now before you, including Andrew Allevato, Melody Bartlette, Karine Darabedyan, Vicky Delgado, Masis Hagobian, Jessica Kelly, Joe Redmond, Amber Rodriguez, Amy Seyerle, and Corie Zamora. In addition, I would like to thank the Leadership Team as well as Shannon Pickett and Jonathan Cosh 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 community goals and priorities. Sincerely, 1(/ , . -av,R4 Kenneth W. Striplin City Manager OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 11 of251 The City of Santa Clarita Community Profile 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. 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. A premier location to move your family or business, Santa Clarita boasts 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. Santa Clarita enjoys a mild Southern California Mediterranean climate, making it ideal for business and residential, and outdoor activities. Summers are warm and dry in the 70' to 100' range. Winters in Santa Clarita are temperate and semi -moist, in the 40' to 60' range. Precipitation averages are measured at 15-18 inches between November and March. Scenic Santa Clarita is just 20 minutes north of the Burbank Bob Hope Airport and a short drive from the hustle and bustle of Los Angeles. Located 35 miles northwest of Los Angeles and 40 miles east of the Pacific Ocean, Santa Clarita forms an inverted triangle with the San Gabriel and Santa Susanna mountain ranges. These mountain ranges separate Santa Clarita from the San Fernando Valley and the Los Angeles Basin to the south, and from the San Joaquin Valley, Mojave Desert, and Angeles National Forest to the north. 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. Page 12 of251 THE CITY OF SANTA CLARITA Community Profile WE .WN x WAYNE 11WPONF 228.7K 4.9 Population' Unemployment Rate Santa Clarita has three Metrolink stations and is in the process of building a fourth station as part of transit - oriented development. As one of Southern Californias premier places to live, Santa Clarita offers a distinctive blend of $ professional, cultural, educational, social, and recreational opportunities well -suited for any lifestyle. The community not only enjoys numerous parks and recreation services and facilities, but also outstanding Los $106 K Angeles County Fire and Sheriff's services, three libraries, Median responsive paramedic and ambulance services, and high Household levels of local government services. Income; Santa Claritas commitment to education is evident in strong academic performance, passionate teachers, and community dedication to education. Elementary, junior high schools, and high schools throughout Santa '.9 Clarita receive distinguished Gold Ribbon School status year after year from the California Department of 73. Education. The Gold Ribbon School status is given for the Square Miles educational quality of academic content and performance standards adopted by the State Board of Education. 'provided by the US Census Bureau, 2020American Community Survey 'provided by the Employment Development Department, 212023 'provided by the US Census Bureau, (2017-2021) To encourage cultural understanding and promote global peace, Santa Clarita has established two Sister City relationships with Sariaya, Philippines, and Tena, Ecuador. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 13 of251 Santa Clarita has experienced much success in setting and implementing strategic visions. Through strategic planning significant projects have been completed; new programs have been introduced while continuin¢ to make improvements on current offerings; and essential services have been expanded for the community. Santa Clarita 2025 is the City's strategic plan that will guide the organization over the next five years. This plan combines the City's current projects and services with initiatives and future efforts to sustain aging and existing infrastructure. Several essential work areas were synthesized into seven themes that best describe the amazing qualities of the City of Santa Clarita: BUILDING AND CREATING COMMUNITY COMMUNITY ENGAGEMENT SUSTAINING PUBLIC INFRASTRUCTURE ENHANCING ECONOMIC VITALITY COMMUNITY BEAUTIFICATION ANDSUSTAINABILITY ORGANIZATIONAL EXCELLENCE PUBLICSAFETY There is an abundance of California sunshine and a plethora of activities for all ages in Santa Clarita. Santa Clarita offers endless opportunities for indoor and outdoor adventures. Just outside City limits, Castaic Lake offers a 9,300-acre park for fishing, boating, jet skiing, kayaking, swimming, mountain biking, and camping. Placerita Nature Center is a 350-acre wildlife sanctuary that offers family nature walks and native live animal presentations year-round. Six Flags Magic Mountain and Six Flags Hurricane Harbor also provide year-round activities for families and thrill -seekers of all ages. Page 14of251 THE CITY OF SANTA CLARITA Community Profile 12 K Acres of Beautiful m # Open Space ICE AND rE A N'CENrER T 1 4 150 Miles �of Multi -use Trails 2 0 nn Community Centers 177 Picnic aa TablesTT Within City limits, there are a myriad number of amenities for residents and visitors to explore. From our parks, trails, facilities, and preserved open space, the opportunities to enjoy indoor and outdoor activities are limitless. 12 �� Softball Fields g00o PoolsZ Tu N PickelballT119 Courts 2��16 3 7 /1Baseball Multi -Purpose Parks Field Fields The City's Open Space Preservation District (OSPD) preserves natural land from development, creates a greenbelt around the City, retains wildlife corridors, and protects rare biological and geological regions. These lands provide valuable recreational opportunities, such as hiking, biking, and equestrian uses. Santa Clarita is also friendly to cyclists of all skill levels with miles of bicycle lanes, cycling trails, a bike park, and paseos. The City's award -winning Seasons magazine is mailed quarterly to City residents to share registration information on recreation programs, camps, classes, and upcoming events throughout the community. This includes the popular Camp Clarita summer youth camp, Primetime Preschool, Youth and Adult Sports leagues and programming, contract classes, and Santa Clarita Public Library programming. Entertainment options at the City's local theatre, the MAIN, are also featured to highlight live stage productions, stand-up comedy, and film screenings. A variety of entertainment and enrichment events are offered throughout the year, including the monthly SENSES Block Party on Main Street in Old Town CtARnA-- --- Newhall, the Youth Arts Showcase in the spring, in July and August, the City produces the free Concerts in the Park series at Central Park, and each year finishes off with the landmark event -Light Up Main Street which officially kicks -off to the holiday season. 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. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 15 of251 Santa Clarita strives to regularly engage and inform the public on decisions and actions that impact quality of life in the community. The City's Facebook, Instagram, TikTok, 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 orgy o/ SANTA CLARITA J_ c vMse9 eae.�aas r_cuy m N�, varkre cYo^bNumbers with and informing the community, surpassing 35,000 followers on Facebook, 33,200 followers on Instagram, 44,400 followers on Twitter, and more than 1,200 followers on TikTok. The City continues to win numerous awards for its engagement and presence on social media. Mobile applications continue to be very popular with our residents and visitors alike. These applications include our Resident Service Center (RSC), the City of Santa Clarita mobile application, which provides general City information; Hike Santa Clarita, which offers hiking, biking, and equestrian trail information; and the Newhall Walking Tour, which provides information on historic film, business and art locations in the Newhall area. 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, 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. To commemorate Santa Clarita Valley residents from the armed forces who lost their lives while serving in the United States War on Terror, the City dedicated the Fallen Warriors Memorial Bridge. The Hometown Heroes Military Banner Program was established to honor and recognize currently serving, active -duty military personnel from the Santa Clarita Valley. Currently, there are over 100 active -duty military personnel participating in the program. Page 16of251 THE CITY OF SANTA CLARITA Community Profile To ensure the sustainability of the City's existing inventory of 37 parks, 17 facilities, and over 1,200 lane -miles of roadway; repairs, upgrades, and new construction is essential. On an annual basis, the City maintains arterial and neighborhood streets through the Annual Road Rehabilitation program. Through a pavement management system, streets are selected for slurry seal, and overlay road treatment to improve City roadways and address maintenance concerns before they develop into larger issues. 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. In February 2023, the City removed and replaced damaged concrete panels around the Activity Pool and re -plastered 6,150 square feet in the Dive Pool at the Santa Clarita Aquatic Center. Stadium seating was also restored with a durable coating to help protect them from the elements. The new concrete deck and re -plastered pool shell are expected to last for the next 15 to 20 years. New shade structures have been installed at a number of City parks to protect users during hot summer months, 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 Los Angeles 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. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 17 of251 13S Ol The City of Santa Clarita is home to nearly 8,500 businesses and over 88,400 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, The Master's University, Advanced Bionics, Logix, Woodward HRT, and local school districts and colleges. Santa Clarita maintains a highly supportive environment for businesses and has targeted its economic development efforts towards the expansion of the following industries: Aerospace and Defense, Advanced Manufacturing, Bioscience and Medical Devices, Digital Media and Entertainment, Information Technology, and corporate headquarters. The City's Film Office is dedicated to making filming in Santa Clarita as affordable, convenient, and enjoyable as possible for production. As a result, Santa Clarita has become one of the most filmed locations in California. With the third largest labor force in Los Angeles County, the City also boasts a highly educated workforce. Over 38 percent of the workforce possess a bachelor's degree or higher and 72 percent have at least some college. Santa Clarita's quality employers, business -friendly environment, and highly skilled workforce make Santa Clarita an ideal destination for business. Santa Clarita has repeatedly been named "Most Business - Friendly City" in Los Angeles County by the Los Angeles Economic Development Corporation and by the Los Angeles County Business Federation. Consistent with the City's business -friendly approach, the City of Santa Clarita assesses fewer fees and taxes than neighboring cities and $35M N Over $3S Million in Annual Economic Impact [g1400* Location Film Days Q Q Per Year 10 so Movie Ranches Sound Stages 6 K* Residents .. Employed by the 9550 ^ ^ Enertainment * Film Permits Per Year Industry 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 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 Local business organizations like the Santa Clarita Valley Economic Development Corporation, the Santa Clarita Valley Chamber of Commerce, the Valley Industry Association, and the City, work together to provide a variety of services and resources, making it easier to conduct business in Santa Clarita. Page 18of251 THE CITY OF SANTA CLARITA Community Profile Preserving the natural beauty of the City has been a long-standing priority since its incorporation. The beauty and natural setting of Santa Clarita is greatly enhanced by the presence of large numbers of majestic oak trees. These oak trees are some of the 120,000 City trees maintained by the City - and this number continues to grow. The City is responsible for administering and managing 61 Landscape Maintenance Zones, which encompasses over 2,300 acres of landscape areas including street medians, parkways, side -panels, 3 parks, numerous monument signs, more than 29 miles of paseos, approximately 60,000 trees, and 46 miles of landscaped medians. Through the installation and maintenance of landscape and ornamental features, the natural beauty of the community is enhanced for residents to enjoy. A testament to the City's commitment to sustainability and energy efficiency, the Santa Clarita Valley Sheriff's Station and Canyon Country Community Center have been awarded LEED Silver certification. LEED (Leadership in Energy and Environmental Design), developed by the U.S. Green Building Council, is the most widely used green building rating system in the world. The new Santa Clarita Valley Sheriff's Station, a 46,000-square-foot facility on Golden Valley Road, opened in 2021. To reduce energy, the Sheriff's Station was built with light-colored roofing materials to reflect light and keep the roof cooler. Additionally, natural light is used throughout the building, and sensors are installed throughout to operate outdoor lighting fixtures. Bio-filtration basins are integrated into the parking lot to provide first flush treatment of water onsite before entering the storm drain system. The Canyon Country Community Center is a 25,000-square-foot facility at the corner of Soledad Canyon Road and Sierra Highway. The Community Center features a gymnasium, classroom space, a demonstration kitchen, a multipurpose room, an outdoor event area, a playground, and numerous other amenities. During construction, a massive stormwater infiltration system was installed underneath the Mercado and north parking lots. This system captures and treats polluted stormwater from Sierra Highway before it reaches the Santa Clara River. It also recharges the groundwater supply by capturing eight acre-feet of water for every one -inch rain event and slowly releasing it into the groundwater system. The City is also in the process of an Energy Efficiency Project involving several City facilities. This project will reduce energy consumption and generate savings. As this program is implemented over the next two years, it will result in the reduction of greenhouse gas emissions by over 3,000 metric tons per year, which is the equivalent of taking 716 gas -powered cars off the road. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 19 of251 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 is regularly ranked as one of the safest cities in the nation. The City continues to make significant strides in crime prevention, intervention, and enforcement through the partnerships forged with the local Sheriff's Station and the business community. 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 percent 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, located in Central Park, commemorates youth tragically lost in traffic -related incidents and also serves as the location for the City's annual Evening of Remembrance. 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 2022 PUBLIC OPINION POLL RESULTS SOMEHAT 86%WITH OF RESIDENTS INDICATED THEYWEREVERYOR CITYSERVICESD O OF RESIDENTS INDICATED CITY O STAFF ARE 9 1 ACCESSIBLE O OF RESIDENTS INDICATED CITY STAFF ARE 9 5 O PROFESSIONAL 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. Page 20 of 251 THE CITY OF SANTA CLARITA Community Profile 0 0 F ob Q Z i o �o �d------------------ m , --------------- 3 �_ _ o , -�• l � --- '-- - - o v OVObN --L__J 2 VOa N Iz rsO)�V SSaONlBdb i , , , Oa NOANVO SZU�^ -- LIL..—._ , +s bhHOy GOLDEN VALL� � -_-__ 01VOa N&V° 113NSVH U AVMHqIN yb I 1� 0 NO�Nb i-'J•`\__-'—OVOTNOn NV� 0�3_ g '� "Ji � n� � y°� r / P,�N�� �J o6 i __ / / ,SJ o \\yy drY/ F-1 'llMC,SlnWdi NVS' 9 NUE N� VALLEY STREET �o�o � � RAiLaoapnvE 5 �dr 7 • -� fib, r•l ,"`F' a o R, ROAD WI NYONO� ` oP ti�� gEANP P�.. r NO .-\`.�• i I a j ROAD � z r x m 4Z f _ py 1 z z d�v �e1� j yay 0 O OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page21 of251 r Santa Clarita's History MANY GENERATIONS HAVE PASSED through this valley, each leaving its own trace of history. The valley has been home to Native Americans, explorers, soldiers, pioneers, farmers, ranchers, and shopkeepers. Dating back to the year 450, the Tataviam tribe settled in a mountainous region, later named Santa Clara by Spanish migrants. In conflict leading to revolution in Mexico, Spanish soldiers fled to the Santa Clara region and named the region in honor of St. Clare. Later calling the local river "little" Santa Clara, the valley was then named accordingly, and took the name of Santa Clarita. The first recorded discovery of gold in California occurred in Santa Clarita six years prior to its discovery at Sutter's Mill in Sacramento. As the story goes, in 1842, Juan Francisco de Gracia Lopez was napping under a massive oak tree in Placerita Canyon, and dreamt that he was surrounded by gold and became very rich. Upon awakening, he picked a bunch of wild onions growing nearby, and attached to the onion roots were several small pieces of gold. This discovery greatly impacted further development, namely the Newhall Pass, which was constructed for the transportation of mining supplies. Henry Mayo Newhall established what was then known as the town of Newhall, and, in 1878, planted corn, flax, and alfalfa. This was the beginning of the Newhall Land and Farming Company. The 1870's also brought about the Southern Pacific Railroad. The Ironhorse, or so it was named, laid its tracks across the valley, bringing with it new towns and increased population. Saugus was named after a small town in Massachusetts where Henry Mayo Newhall was born. Y . -4. - _10" a� • kr� �, 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 area's rugged canyons as locations for filming their Westerns. The new home for Melody Ranch was "Western" town, Page 22 of 251 THE CITY OF SANTA CLARITA Spruce Street - 1916 (Main Street) Community Profile renamed and used as the set for Gene Autry's television show. William S. Hart, a prominent Hollywood film star of the 1920's, left his mark on the community by building his home here and, upon his death, leaving it to the County. The Hart Mansion provides tourists and residents a chance to recapture the feelings of the old west and the beginnings of the western film business. Today, the movie business has become one of the leading industries in the area and is an important factor in its economic growth. The Saugus Speedway, now used for a local swap meet and as an arena for large public events, was once the Baker -Hoot Gibson Rodeo Arena, which held massive regional rodeos, drawing people from all over southern California. With the development of this growing community came a need for the distribution of information, and thus the Newhall Signal newspaper was founded by Edward H. Brown. By the year 1940, Santa Claritds 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 Construction of Magic Mountain -circa 1971 Santa Clarita was approved by the voters. In December 1987, the City of Santa Clarita was formed as the second largest incorporation within Los Angeles County, and today we are the third largest city in the County. It is evident that cityhood has helped transform Santa Clarita. Our City offers a unique blend of urban sophistication and 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 2023-2024 Page 23 of251 HELEN PUTNAM 3CMA II II II g City -County Communications &Marketing Association Betterep CITIES for pets Q SPECIAL DI P FOUNDATION A MARS PETCARE PROGRAM LEADERSHIPPOLINDAT[ON CAP10 ADVANCING PUBLIC SECTOR COMMUNICATORS Distinguished Awards TREE CITY USA S&P Global Ratings The City of Santa Clarita's commitment to excellence is reflected in the many awards that the City has won for its services and programs. Santa Clarita has been 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 cities. These winning cities have made unique contributions to community residents and businesses 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 24 of 251 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 Expedias travel blog . 2018: Named one of the healthiest cities by Viewfinder . 2018: 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 . 2022: Ranked 31st Happiest City in America by WalletHub.com . 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 . 2017: Ranked 12 out of 150 of the largest U.S. cities as the "Happiest Place to Live" by Wallethub.com . 2016: Named "America's 20th Best City to Live" by 24/7 Wall St . 2016: Runner Friendly Community by the Road Runners Club of America . 2015: Bronze Level Bicycle Friendly Community Award for our extensive bike paths, trails, and paseos . 2015: Best City to Retire in Southern California by OnlyInYourState.com . 2013: Named one of the top 100 Best Places to Live by Liveabilitycom . 2012: Rideshare Diamond Award from the Los Angeles County Metropolitan Transportation Authority for its Outstanding Marketing Program for "Bike to Work Day and Employee Rideshare Program" SAFEST CITY TO LIVE . 2022: Ranked 4th Safest City in America by SmartAsset.com . 2022: Ranked 3rd Safest City in California to Raise a Family by Safewise.com . 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 one of the top 100 Safest Cities in America by the National Council for Home Safety and Security . 2017: Named 3rd Safest City with a population over 200,000 by National Council for Home Safety and Security . 2017: Ranked as the 3rd Safest City in America by Parenting.com . 2017: Named as one of the 50 Safest Cities in California by Safewise.com CITY OF THE FUTURE . 2017-2018: Ranked 4th out of more than 200 cities in the Small American City of the Future category by fDi 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 2023-2024 Page 25 of251 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) is an independent and non-profit organization formed to promote good governance and best practices among California's special 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 S&P Global Ratings (S&P). A Global Ratings issue credit rating is a forward -looking opinion, a specific class of financial obligations, or a specific financial program. . 2022: S&P Global Ratings affirmed the City's Issuer Credit Rating of AAA. Santa Clarita is one of 48 cities in California with a AAA credit rating since 2012. California State Auditor's Fiscal Health Analysis . 2022: Ranked in the top 5 percentile of over 430 California cities in the "2022 California State Auditor's Fiscal Health Analysis" report TREE CITY USA . 2022: Santa Clarita has won this award for 32 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 INVESTMENT POLICY CERTIFICATE OF EXCELLENCE AWARD This award is given out by the Association of Public Treasurers of the United States and Canada to honor excellence in written investment policy. . 2022: Santa Clarita won for the 28th consecutive year GOVERNMENT FINANCE OFFICERS ASSOCIATION (GFOA) GFOA's awards for Governmental Finance recognize innovative contributions to the practice of governmental finance that exemplify outstandingfinancial management. This is the highest form of recognition in the area of governmental accounting and financial reporting. . 2022: Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers Association of the United States and Canada for its Comprehensive Annual Financial Report — 33rd consecutive year Page 26 of 251 THE CITY OF SANTA CLARITA Community Profile INTERNATIONAL INSTITUTE OF MUNICIPAL CLERKS . 2022: Program Excellence in Governance Award for City Hall Ceremonies 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. . 2021: Achievement of Excellence in Procurement Award - 1 Ith time the City has received this award AWARD FOR CAREER EXCELLENCE IN MEMORY OF MARK E. KEANE This award presented by the International City/County Association (ICMA) recognizes an outstanding chief local government administrator who has fostered representative democracy by enhancing the effectiveness of local elected officials and by consistently initiating creative and successful programs. . 2021: Awarded to Santa Clarita City Manager, Kenneth W. Striplin JOHN H. NAIM MEMORIAL AWARD This award presented by the League of California Cities recognizes an outstanding municipal assistant who has contributed significantly to his or her City government and to the advancement of the community as a whole. . 2021: Awarded to Santa Clarita Assistant City Manager, Frank Oviedo NATIONAL RECREATION & PARKS ASSOCIATION (NRPA) . 2019: Innovation in Social Equity Award - Jakes Way Neighborhood Program NATIONAL ASSOCIATION OF VOLUNTEER PROGRAMS IN LOCAL GOVERNMENT . 2021: Rising to Excellence Award - Volunteer Engagement Program AMERICAN PUBLIC TRANSPORTATION ASSOCIATION . 2022: AdWheel Award for Holiday Light Tour . 2021: AdWheel Award for Best Special Event on COVID-19 LOS ANGELES ECONOMIC DEVELOPMENT CORPORATION . 2022: Most Business -Friendly City Award . 2021: Finalist for the Most Business -Friendly City Award . 2016: Most Business -Friendly City Award . 2008: Most Business -Friendly City Award VALLEY INDUSTRY ASSOCIATION (VIA) . 2021: Business of the Year Award AMERICAN PLANNING ASSOCIATION, LOS ANGELES SECTION . 2010 Innovation in Green Community Planning Award of Merit for GreenSantaClarita.com . 2010 Planning Excellence Award for Best Practice for the Community and Character Design Guidelines . 2007 Award of Merit, Planning Implementation, Large Jurisdiction for the City of Santa Clarita Sign Compliance Program Final Phase . 2007 Planning Excellence Award for Best Practice for the Downtown Newhall Specific Plan AMERICAN PLANNING ASSOCIATION, CALIFORNIA CHAPTER . 2010 Best Practices Award for the Community and Character Design Guidelines CONSTRUCTION MANAGEMENT ASSOCIATION OF AMERICA (CMAA) . 2019: Project Achievement Award for the 2017 - 2018 Annual Overlay and Slurry Seal Project OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 27 of 251 UNITED SATES GREEN BUILDING COUNCIL & GREEN BUSINESS CERTIFICATION, INC. • 2022: Leadership in Energy and Environmental Design (LEED) Silver Certification for the Santa Clarita Valley Sheriff's Station and Canyon Country Community Center projects EMPLOYER OF THE YEAR AWARD . 2019: California Internship Work Experience Association - Public Works CALIFORNIA DEPARTMENT OF TRANSPORTATION (Caltrans) . 2021: Excellence in Transportation Award - Exclusive Pedestrian Crossing Cycle by Time of Day SAVE CALIFORNIA STREETS - OUTSTANDING LOCAL STREETS AND ROADS AWARDS PROGRAM Presented by the County Engineers Association of California (CCEA) and League of California Cities (Cal Cities) . 2022: Local Streets and Roads - Safety/Intelligent Transportation Projects category, "Hydrogen Fuel Cell Technology" AMERICAN PUBLIC WORKS ASSOCIATION (APWA) SOUTHERN CALIFORNIA CHAPTER . 2022: Building Excellence Shaping Tomorrow (BEST) Award for the Active Warning Signage for Channelized Right -Turn Lanes . 2021: BEST Award in the Recreational & Athletic Facilities category, "Canyon Country Community Center" . 2021: BEST Award in Buildings category, "Santa Clarita Sheriff's Station" . 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" CALIFORNIA ASSOCIATION OF PUBLIC INFORMATION OFFICIALS (CAPIO) CAPIO's "Excellence in Communications" awards recognize the most creative and effective in the areas of communications and marketing campaigns, newsletter production, photography, special events, writing, website development, and video production. Page28 of251 THE CITY OF SANTA CLARITA Community Profile EPIC AWARD • 2022: Graphic Design, "Guard That Auto" Campaign . 2022: Social Media - Best Use Overall, "City Tiktoks" . 2022: Social Media Campaign, "Santa Clarita Public Library TikTok Series" . 2022: TikTok or Reel, "Santa Clarita Public Library TikTok Series" . 2022: Video Production - Promotional - In House, "The Cube - Ice and Entertainment Center, Announcement Video" . 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 . 2022: Communication and Marketing Process, "The Cube - Ice and Entertainment Center" . 2022: Creative Marketing, ""State of the City" Augmented Reality" . 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 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 29 of251 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. COMMUNICATOR OF THE YEAR . 2021: Awarded to Santa Clarita Communications Manager, Carrie Lujan SAVVY AWARDS . 2022: Award of Excellence - Marketing and Tools - Best Use of Humor, "Santa Clarita TikToks" . 2022: Marketing & Tools - Branding/New Logo, "The Cube - Ice and Entertainment Center" . 2022: Social Media, "Santa Clarita Public Library TikTok Series" . 2022: Silver Circle Special Events - One -Time Event, "The Cube Grand Opening" . 2022: Silver Circle Video - Public Service Announcement, "Worst Game Ever" Guard That Auto Campaign . 2022: Award of Excellence - Graphic Design - Art, "The Cube - Ice and Entertainment Center" . 2021: Most Innovative Communications, "Santa Clarita Virtual State of the City" . 2021: Go Green Savvy award, "Recycle Hero" . 2021: Best Use of Social Media Savvy, "Saugus Strong Tiles" . 2021: Silver Circle Graphic Design Art, "Sammy Stories- Meet Sammy Clarity" . 2021: Silver Circle Special Events One -Time Event, "Saugus Strong Vigil" . 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" Page 30 of 251 THE CITY OF SANTA CLARITA Community Profile THIS PAGE INTENTIONALLY LEFT BLANK OPERATING BUDGET& CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page31 of251 Form of Government The City of Santa Clarita is a General Law City operating under a Council -Manager form of local municipal govern- ment, with the City Council acting as the part-time legislative body of the City. Five members are elected to the City Council at large on a nonpartisan basis, with members serving four-year terms. Elections are staggered every two years, with the Council -appointed Mayor serving a one-year term and acting as presiding officer. The City Council appoints a City Manager to be the Chief Administrative Officer responsible for the day-to-day oper- ations of the City. The City Manager's duties include appointing Department Directors, who are then responsible for the day-to-day operations of their 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. Page 32 of 251 THE CITY OF SANTA CLARITA Community Profile Commissions April Scott -Goss, Chair Arts Commission Patti Rasmussen, Vice -Chair The Arts Commission is a five -member commission appointed by the City Council Susan Shapiro to consider and advise the Council on arts -related issues such as public art, arts Andrea Vibe education, facilities, and other areas. Dr. Michael Millar Skye Ostrom, Chair Parks, Recreation and Community Services Commission Jonathan Waymire, Vice -Chair The Parks, Recreation and Community Services Commission is a five -member Don Cruikshank commission appointed by the City Council to make recommendations to the Henry Rodriguez Council on all matters pertaining to parks and public recreation. Peggy Stabile Renee Berlin, Chair Planning Commission Tim Burkhart, Vice -Chair The Planning Commission is a five -member commission appointed by the City Patsy Ayala Council to consider and decide upon various applications for land use and land Lisa Eichman development in the City, including the implementation of the General Plan, Zoning Dr. Dennis Ostrom Ordinance, and other land use regulations, and recommendations on development applications. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 33 of251 Approved Regular Full -Time Equivalent Positions in the City by Departments Administrative Services Administration Director of Administrative Services 1.00 1.00 Senior Management Analyst 1.00 1.00 Executive Administrative Assistant 1.00 1.00 Finance Finance Manager 1.00 1.00 Finance Administrator 1.00 1.00 Payroll Administrator 1.00 1.00 Senior Financial Analyst 1.00 1.00 Financial Analyst 4.00 4.00 Payroll Technician 1.00 2.00 Project Technician 2.00 2.00 General Accounting Specialist 2.00 2.00 Account Clerk 5.00 4.00 Information Services Information Services Manager 1.00 1.00 Purchasing and Contracts Administrator 1.00 1.00 City Clerk 1.00 1.00 Senior Information Technology Analyst 3.00 3.00 Information Technology Analyst 5.00 5.00 GIS Technician 1.00 1.00 Administrative Analyst 1.00 1.00 Information Technology Specialist 6.00 6.00 Deputy City Clerk 1.00 1.00 Buyer 2.00 2.00 Project Technician 3.00 3.00 Mail Services Specialist 1.00 1.00 Administrative Assistant 2.00 2.00 Mail Clerk 3.00 3.00 Office Assistant 1.00 1.00 Special Districts Special Districts Manager 1.00 1.00 Landscape Maintenance Administrator 1.00 1.00 Urban Forestry Administrator 1.00 1.00 Project Development Coordinator 4.00 4.00 Tree Specialist 2.00 2.00 Landscape Maintenance Specialist 4.00 4.00 Project Technician 1.00 1.00 Administrative Assistant 1.00 1.00 Program Specialist 1.00 1.00 Tree Trimmer 3.00 3.00 Page 34 of 251 THE CITY OF SANTA CLARITA Community Profile City Manager's Office Administration City Manager 1.00 1.00 Assistant City Manager 1.00 1.00 Assistant to the City Manager 1.00 1.00 Intergovernmental Relations Officer 1.00 1.00 Senior Management Analyst 1.00 1.00 Administrative Analyst 1.00 0.00 Executive Office Administrator 1.00 1.00 Executive Administrative Assistant 1.00 1.00 Administrative Assistant 1.00 1.00 Office Assistant 1.00 1.00 Communications Communications Manager 1.00 1.00 Communications Specialist 3.00 4.00 Graphic Artist 1.00 0.00 Administrative Assistant 1.00 1.00 Program Specialist 1.00 1.00 Council City Council Member 5.00 5.00 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 35 of251 Community Development Administration Director of Community Development 1.00 1.00 Administrative Assistant 2.00 1.00 Building and Safety City Building Official 1.00 1.00 Senior Engineer 2.00 2.00 Engineer 3.00 3.00 Assistant Engineer 1.00 1.00 Project Manager 1.00 1.00 Supervising Building Inspector 1.00 1.00 Project Development Coordinator 2.00 2.00 Senior Building Inspector 2.00 2.00 Permit Specialist 3.50 3.50 Administrative Assistant 1.00 1.00 Office Assistant 4.00 4.00 Building Inspector II 7.00 7.00 Community Preservation Community Preservation Manager 1.00 1.00 Senior Code Enforcement Officer 2.00 2.00 Administrative Analyst 2.00 2.00 Graffiti Coordinator 1.00 1.00 Project Technician 1.00 1.00 Graffiti Specialist 1.00 1.00 Administrative Assistant 1.00 1.00 Graffiti Worker 3.00 3.00 Office Assistant 1.00 1.00 Code Enforcement Officer II 6.00 6.00 Planning Planning Manager 1.00 1.00 Senior Planner 1.00 2.00 Associate Planner 6.00 5.00 Assistant Planner II 3.00 2.00 Assistant Planner I 1.00 2.00 Administrative Assistant 0.00 1.00 Office Assistant 1.00 1.00 Page 36 of 251 THE CITY OF SANTA CLARITA Community Profile Economic Development Administration Director of Economic Development 1.00 1.00 Senior Management Analyst 1.00 1.00 Executive Administrative Assistant 1.00 1.00 Arts and Events Arts and Events Manager 0.00 1.00 Arts and Special Events Manager 1.00 0.00 Arts and Events Administrator 0.00 2.00 Arts and Special Events Administrator 2.00 0.00 Arts and Events Supervisor 0.00 4.00 Arts and Special Events Supervisor 4.00 0.00 Arts and Events Coordinator 0.00 6.00 Arts and Special Events Coordinator 6.00 0.00 Recreation and Community Services Coordinator 2.00 2.00 Administrative Assistant 1.00 1.00 Office Assistant 1.00 1.00 Economic Development Economic Development Associate 2.00 2.00 Administrative Analyst 3.00 3.00 Project Technician 4.00 4.00 Permit Specialist 1.00 1.00 Transit Transit Manager 1.00 1.00 Transit Coordinator 1.00 1.00 Administrative Analyst 4.00 4.00 Office Assistant 4.00 4.00 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 37 of251 /23 J1 23/24 Human Resources and Library Services Administration Director of HR and Library Services 1.00 1.00 Management Analyst 0.00 1.00 Administrative Assistant 1.00 1.00 Human Resources Human Resources Manager 1.00 1.00 Employee and Labor Relations Administrator 1.00 0.00 Senior Human Resources Analyst 1.00 2.00 Human Resources Analyst 2.50 2.50 Recreation and Community Services Supervisor 1.00 1.00 Administrative Analyst 1.00 2.00 Human Resources Technician 3.00 3.00 Office Assistant 1.00 1.00 Library City Librarian 1.00 1.00 Library Administrator 3.00 3.00 Senior Librarian 3.00 3.00 Librarian 15.00 15.00 Library Assistant 10.00 10.00 Office Assistant 3.00 3.00 Page 38 of 251 THE CITY OF SANTA CLARITA Community Profile Neighborhood Services Administration Director of Neighborhood Services 1.00 1.00 Senior Management Analyst 1.00 1.00 Executive Administrative Assistant 1.00 1.00 Environmental Services Environmental Services Manager 1.00 1.00 Stormwater Compliance Administrator 1.00 1.00 Administrator 1.00 1.00 Project Development Coordinator 1.00 1.00 Administrative Analyst 1.00 1.00 Environmental Field Specialist 2.00 2.00 Supervisor 1.00 1.00 Project Technician 2.50 2.50 Administrative Assistant 1.00 1.00 Street Maintenance Worker 6.00 6.00 Facilities Maintenance Administrator 1.00 2.00 Supervisor 4.00 4.00 General Maintenance Specialist 8.00 S.00 General Maintenance Worker 9.00 10.00 Parks Parks Manager 1.00 1.00 Parks Administrator 2.00 1.00 Project Development Coordinator 1.00 1.00 Supervisor 4.00 4.00 Groundskeeper II 6.00 S.00 Administrative Assistant 1.00 1.00 Groundskeeper I 15.00 19.00 Parks Planning and Open Space Parks Planning and Open Space Manager 1.00 1.00 Acquisition Analyst 1.00 1.00 Administrator 1.00 1.00 Project Manager 2.00 2.00 Supervisor 1.00 1.00 Groundskeeper I 3.00 0.00 Groundskeeper II 3.00 1.00 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 39 of251 23/24 Public Works Administration Director of Public Works 1.00 1.00 City Engineer 1.00 1.00 Senior Management Analyst 1.00 1.00 Administrative Analyst 1.00 0.00 Executive Administrative Assistant 1.00 1.00 Office Assistant 1.00 1.00 UP Assistant City Engineer 1.00 1.00 Senior Engineer 4.00 4.00 Environmental Administrator 1.00 1.00 Engineer 3.00 4.00 Administrator 1.00 1.00 Assistant Engineer 2.00 2.00 Project Manager 3.00 1.00 Project Development Coordinator 4.00 4.00 Supervising Public Works Inspector 1.00 1.00 Administrative Analyst 1.00 2.00 Administrative Assistant 1.00 1.00 Office Assistant 2.00 2.00 Public Works Inspector 3.00 3.00 Engineering Services Assistant City Engineer 1.00 1.00 Senior Engineer 2.00 2.00 Engineer 2.00 3.00 Assistant Engineer 1.00 0.00 Project Manager 1.00 1.00 Project Development Coordinator 2.00 2.00 Supervising Public Works Inspector 1.00 1.00 Engineering Technician 1.00 1.00 Permit Specialist 1.00 1.00 Administrative Assistant 1.00 1.00 Public Works Inspector 3.00 3.00 General Services General Services Manager 1.00 1.00 Administrator 2.00 2.00 Supervising Vehicle Maintenance Mechanic 1.00 1.00 Supervisor 3.00 3.00 Administrative Assistant 1.00 1.00 Office Assistant 1.00 1.00 Vehicle Maintenance Mechanic 3.00 3.00 Street Maintenance Worker 18.00 18.00 Vehicle Maintenance Technician 1.00 1.00 Page 40 of 251 THE CITY OF SANTA CLARITA Community Profile Public Works (continued) Traffic Assistant City Engineer 1.00 1.00 Senior Traffic Engineer 2.00 2.00 Traffic Signal System Administrator 1.00 1.00 Engineer 2.00 0.00 Senior Planner 1.00 1.00 Senior Project Manager 1.00 1.00 Assistant Engineer 1.00 2.00 Project Manager 0.00 1.00 Transportation Planning Analyst 1.00 1.00 Traffic Signal Specialist 1.00 1.00 Engineering Technician 1.00 1.00 Traffic Signal Technician 1.00 1.00 Administrative Assistant 1.00 1.00 Recreation and Community Services Administration Director of Recreation and Community Services 1.00 1.00 Senior Management Analyst 1.00 1.00 Executive Administrative Assistant 1.00 1.00 Office Specialist 0.40 0.40 Office Assistant 1.00 1.00 Recreation and Community Services Recreation and Community Services Manager 1.00 1.00 Recreation and Community Services Administrator 3.00 3.00 Recreation and Community Services Supervisor 10.00 10.00 Recreation and Community Services Coordinator 16.00 16.00 Project Technician 1.00 1.00 Administrative Assistant 1.00 1.00 Program Specialist 9.00 9.00 Office Assistant 2.00 2.00 Preschool Teacher 4.00 4.00 Aquatics Specialist 2.00 2.00 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 41 of251 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 want decisions that will endure the test of time. We want a City that future generations will love. We value our enthused workforce We encourage actions which keep employees motivated and competent. We respect loyalty to the City. We value ethics We believe the soundest basis for judging the rightness of an action is a test of its morality, legality, and its effect on human rights. We treat our fellow employees and community members fairly and equally, without prejudice or bias. We value an open and non -bureaucratic government We keep the public informed of what we do. We share ideas, information, and feelings with employees. We are helpful, courteous, and cooperative with the public and one another. We encourage decision making on the front lines. We are an integrated organization, we are a team. We value our City Council and public service We recognize the importance of the process which elected the Council. We recognize the importance and difficulty of the Council's job. We are fully prepared for Council meetings. We understand the importance of public service. We are committed to advancing the well being of the community. Page 42 of 251 THE CITY OF SANTA CLARITA Community Profile THIS PAGE INTENTIONALLY LEFT BLANK OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY2023-2024 Page43 of251 SANTA C °4 z9 City of b SANTA CLARITA ti�Fo 15 oECEMe�P a� Pla Strategicn santa-claritaxom Community Profile �✓ r1 SAN1A GLARI7A PARKS &RECREATION 5-YEAR PLAN M BUILDING AND CREATING COMMUNITY SC 2025 ACTION ITEM YEAR 3 PERFORMANCE MEASURE Complete construction of the Central Park Buildout Project by adding four Complete the construction of the Central Park Buildout project. new sports fields, additional parking, restroom, and an upgraded dog park. Implement the Parks and Recreation 5-Year Plan. • Integrate technology into parks, facilities, and programming. Enhance facilities for multi -functional use and programming. Promote education and awareness on the use of multi -use trails, including additional signage and literature. • Complete the design of the Roller Skating Rink at the Santa Clarita Sports Complex. • Track progress made within each focus area of the 5-Year Plan. Open and program the new Canyon Country Community Center. • Enhance opportunities for seniors and teens. Complete design and begin construction of Via Princessa Park. • Continue design of Via Princessa Park. • Monitor the progress of Los Angeles County's second phase analysis of the Complete communityoutreachandopentheArts/CulturalandVeteransCenter. former Senior Center site. Complete the Master Plan for the Pioneer Oil Refinery Park. • Finalize design for park and historic structures and begin construction. Complete and place in service the Vista Canyon Metrolink Station. • Complete construction and open the Vista Canyon Multi -Modal Center. As City Parks are improved or developed, expand accessibility by Complete the design at Bouquet Canyon Playground that will include providing inclusive play elements. inclusive elements. Design and construct an inclusive playground on the west side of the City. ACTION ITEM IS COMPLETE Redesign the second phase of the Master Plan for the Santa Clarita • Continue the updated design of the Santa Clarita Sports Complex expansion. Sports Complex expansion. OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY2023-2024 Page45 of251 BUILDING AND CREATING COMMUNITY (Continued) SC 2025 ACTION ITEM YEAR 3 PERFORMANCE MEASURE Complete construction of subsequent phases of the Sand Canyon Trail • Continue negotiations for outstanding easements for the Sand Canyon Trail where right of way access is attainable. and construct trail segments when easements are obtained. • Begin construction of bridge segments along the Sand Canyon Trail. Continue to implement traffic circulation upgrades to improve • Complete construction of circulation improvements at the intersection of intersection safety and enhance traffic flow. Orchard Village Road and Wiley Canyon Road and at the intersection of Bouquet Canyon Road and Bouquet Canyon Plaza. Complete design and begin construction of Dockweiler/13th Street. • Continue negotiations for the relocation of the Los Angeles County Yard and begin acquisition of the required right-of-way for the Dockweiler Drive Extension project. Complete the design of Via Princessa Roadway between Isabella Continue the design of Via Princessa Roadway, between Isabella Parkway Parkway and Golden Valley Road. and Golden Valley Road. Install an automated traffic system to notify City staff of unforeseen Perform beta testing of the City's traffic signal system to identify abnormal traffic incidents and improve response time to mitigate traffic traffic patterns, occurrences, and counts with freeway traffic. congestion along major corridors. Ensure final release performs as expected and devices in the field are operating and counting properly. Implement the updated 2020 Non -Motorized Transportation Plan to • Continue design for the Saugus I: Bouquet Canyon Road to Central Park. create more opportunities for routine walking and biking throughout • Complete construction of the Newhall Area Bicycle Facility, which will provide the City. bicycle connectivity along Walnut Streetfrom the Old Town Newhall area to the South ForkTrail, and install a new traffic signal at Lyons Ave and Walnut Street. Partner with Family Promise SCV with the development of their Continue partnership with Family Promise SCV on the development of their transitional housing project on Newhall Avenue. transitional housing project on Newhall Avenue. Partner with Bridge to Home with the development of the permanent • Facilitate the commencement of construction of the permanent homeless shelter project on Drayton Street. homelessness shelter at Drayton Street. Conduct feasibility study, design, and construct a second bike park in • Complete Blue Cloud Bike Park design and prepare construction documents the community. for solicitation of bids. Conduct a comprehensive needs assessment and facility study for the • Continue to research consultant service options to conduct a needs Santa Clarita Public Library assessment. Reevaluate and update the original development plan for David March Park. Develop construction drawings for Phase II construction. Increase Open Space acreage and continue conservation efforts. Increase Open Space acreage to build the green belt around the City's boundary, focusing on multiuse trail connectivity. Pursue State of California Historical Designation for La Puerta, located • Begin to develop trail design concepts recognizing historic area. in Elsmere Canyon, as well as recognition as a trail loop by the U.S. Forest Service. Page 46 of251 THE CITY OF SANTA CLARITA Community Profile COMMUNITY ENGAGEMENT SC 2025 ACTION ITEM YEAR 3 PERFORMANCE MEASURE Develop, produce, and support events that celebrate Santa Clarita's • Produce "Celebrate"Cultural Series at the new Canyon Country Community diversity, including a signature event series at the new Canyon Country Center. Community Center. • Produce Free to Be Me Music Festival Continue planning and marketing the event for the new date. • Produce the "Scenes" Cultural Music and "Through the Lens" Film Series at the MAIN. Update/Create a new City website that aims to increase accessibility and • Launch a redesigned City website on santaclarita.gov. engagement. Increase community engagement and service awareness through the Continue implementation of the"You've Got a Friend at City Hall"campaign. relaunch of the "You've Got a Friend at City Hall" campaign and City Store. Utilize new technology to enhance communication campaigns and Continue to grow City social media presence and assess emerging platforms. outreach, and continue evolving and assessing social media platforms. Research and consider a feasible location for a Santa Clarita Cultural Center. • Complete Feasibility Study. Expand community programming specifically geared toward at-riskteens. • Create opportunities and remove barriers for high risk youth/teens in hard -to -reach neighborhoods to participate in recreation and enrichment opportunities in neighborhoods and at Community Centers. 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. ACTION ITEM IS COMPLETE Create a Library -based homeschooling program through partnerships • Increase programming opportunities and further develop the collection to and provide enhanced collections and resources to support support the curriculum. homeschooling families. Continue implementation of the Community Plan to Address • Implement the 2022-24 Community Action Plan to Address Homelessness Homelessness through facilitation of the Community Task Force. through facilitation of the Community Task Force. Develop and launch a mobile library solution for disadvantaged Secure funding for and begin repurposing an existing fleet vehicle to serve as communities, homebound residents, and students. the Mobile Library. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 47 of 251 SUSTAINING PUBLIC INFRASTRUCTURE SC 2025 ACTION ITEM YEAR 3 PERFORMANCE MEASURE Continue efforts to preserve historic infrastructure and material. • Identify measures needed to safeguard and preserve historical materials. Continue the Annual Overlay and Slurry Seal Program to ensure high- • Complete the design and construction of the Fiscal Year 2022-23 Overlay and quality roadways. Slurry Seal Program. Conduct a needs assessment and facility study for the City's park facilities • Begin formal design process for the long term development plan for the and the staff buildings/maintenance yard at Central Park and the Central Park Maintenance Yard. Corporate Yard. Rehabilitate older parks and recreation facilities to enhance internal Update the Park Asset Condition Report to determine amenity replacement/ operational efficiency and overall user experience. rehabilitation needs, and forecast associated FY 2024-25 budget requests. Prepare updated reserve studies for all 60 financially independent Complete updated Reserve Study for all remaining LMD Zones. Landscape Maintenance District local zones, as well as the Areawide zone and Streetlight Maintenance District. Continue the Bridge Preventative Maintenance Program. Complete construction of the 2017-18 Bridge Preventative Maintenance Program, which will address maintenance needs at six bridge locations throughout the City. Continue sidewalk monitoring and maintenance to ensure safe paths of Continue sidewalk inspection program in order for the backlog of sidewalk travel along City sidewalks and access ramps. replacement extends for no more than one year. Implement a phased Bus Stop Improvement program focused on • Design and install improved signage and new QR code placards. 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 Continue working with the developer to finalize design plans and begin improvements in conjunction with the Tesoro Highland Project. construction of the Copper Hill Bridge widening and associated road and trail improvements. Page 48 of251 THE CITY OF SANTA CLARITA Community Profile ENHANCING ECONOMIC VITALITY SC 2025 ACTION ITEM YEAR 3 PERFORMANCE MEASURE Collaborate with the Economic Development Corporation and Chamber of • Continue to work with SCVEDC to bring new businesses and high quality jobs Commerce to attract businesses and jobs to Santa Clarita. to Santa Clarita and retain existing businesses. Attract new and retain existing opportunities for tourism in the City. • Attract two large-scale events to promote tourism and increase economic benefit to the City and local businesses. Complete the rehabilitation and rebranding of The Cube ice rink to • Develop strategies and procedures for utilizing ice coverings at The Cube to generate tourism and large special events. host large scale events. Develop a five-year plan to strategically expand the installation of fiber • Continue the pursuit of a Public -Private Partnership (P3) via direct Citywide to support businesses. discussions with interested partners. Complete a comprehensive update of the Old Town Newhall Specific Plan. ACTION ITEM IS COMPLETE Create a Town Center Specific Plan. Draft Specific Plan document and Environmental Document and conduct a public hearing process. Attract new and retain existing opportunities for filming in the City. • Collaborate with new and expanding movie ranches and studios to help facilitate their growth. Develop a plan to use Tourism Marketing District funding for capital • Implement strategies developed in the Tourism Marketing District Fund improvements that would serve visitors to the City's public facilities. Strategic Plan. Continue the administration of the COVID-19 response funding and • Complete all reporting requirements and demonstrate full utilization of advocate for additional resources through the duration of the economic eligible expenditures under the American Rescue Plan Act of 2021(ARPA) recovery. State and Local Fiscal Recovery Funds. Create a Zen Garden as a tourist attraction. • Complete construction of the Meditation Garden. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY2023-2024 Page49 of251 COMMUNITY BEAUTIFICATION AND SUSTAINABILITY SC 2025 ACTION ITEM YEAR 3 PERFORMANCE MEASURE Complete the inventory of the urban forest to document tree locations and • Complete the documentation of 24,000 trees for addition to the conditions, and use inventory to assist with future urban forestry planning. inventory. Continue the median beautification program, including the renovation Continue landscape design of the existing on and off -ramps at Newhall of turf segments, replacement of antiquated irrigation systems, Avenue and the State Route 14 freeway. installation of water efficient plants, and potential construction of new Continue design efforts to support the future installation of gap closure landscaped medians. parkwayand median beautification improvements along Magic Mountain Parkway between Tourney Road and Avignon Drive. Administer a robust Graffiti Removal Program that includes education, • Maintain service excellence through the removal of graffiti within 24 hours prevention, and enforcement components. of being reported 99 percent of the time. Host the 2nd Annual Graffiti Removal Day community event, and continue to build awareness related to graffiti in the City through outreach and education. Complete energy efficiency and ultraviolet lighting upgrades to all City • Complete construction of lighting, HVAC, building control, and irrigation facilities. projects at all facilities identified in the Citywide Energy Efficiency Project. • Begin design and engineering of the solar infrastructure. Install trash capture devices to trap and prevent trash from entering • Update overall trash policy compliance plan. storm drains and making its way into the Santa Clara River. • Install 100 trash capture devices. Work toward the stormwater infiltration requirements set forth in the • Obtain approval of the revised EWMP from the Regional Board, and obtain Upper Santa Clara River Enhanced Watershed Management Program Measure W Regional Program funds for theVia Princessa Park Infiltration (EWMP). project. Develop a Citywide neighborhood outreach, rehabilitation, and • Host"Preserving Canyon Country Community Day"to promote City services beautification program. and help gain buy -in fora Citywide rehabilitation program. Ensure that 50% of all new bus purchases are zero emission. • Award contract for two hydrogen fuel cell buses and three hydrogen fuel cell buses. • Construct hydrogen fueling station. Continue efforts to achieve the goal of75%solid waste diversion • Complete the waste hauler transition, including implementation of new through the implementation of various programs including increased waste services franchise agreement and food waste recycling program for all organic waste diversion. residents and businesses. Page 50 of251 THE CITY OF SANTA CLARITA Community Profile ORGANIZATIONAL EXCELLENCE SC 2025 ACTION ITEM YEAR 3 PERFORMANCE MEASURE Deliver a customer service based training program for City contract Launch new customer service trainings to specific to City contract service service providers. providers. Explore opportunities for additional City -sponsored wellness initiatives, Offer at least eight innovative and relevant employee wellness including celebrations and recognitions of staff and our contract initiatives. partners for their contributions to the organization. Transition to digital automation to streamline processes and enhance Complete the implementation of electronic records retention to enhance the resident service experience. the application of the City's Records and Information Management Program and launch a public records portal for self service. Expand flexible, online in-house learning through micro -learning. Incorporate microlearning into existing training programs in support of core and leadership competencies. Continue efforts in preventing large-scale mining in Soledad Canyon. Advocate for the prevention of large scale mining in Soledad Canyon. Ensure an acceptable alignment of the California High Speed Rail project. • Advocate for an alignment that is consistent with the City Council's adopted position. Create and implement a post -pandemic program for the organization, Continue coordination of recommendations as set forth through the post - focusing on employee engagement and motivation. pandemic report. Annually review the City's Executive and Legislative Platform to further Secure City Council adoption of Legislative and Executive Platform. the interests of the City and employ an active advocacy program. Maintain effective partnerships with Los Angeles County and the 5th Conduct monthly meetings with District staff on issues of mutual interest. District Supervisor to address changing priorities in the Santa Clarita Valley. Conduct an annual joint public meeting between the City Council and Supervisor. Continue the development and implementation of an organization -wide Continue development of organization -wide Individual Development Plan. succession plan. Review and evaluate the Santa Clarita 2025 Plan on an annual basis Maintain processes for quarterly tracking, monitoring, and reporting on to ensure continued relevancy and address changing needs in the action items. community. OPERATING BUDGET& CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page51 of251 PUBLIC SAFETY SC 2025 ACTION ITEM YEAR 3 PERFORMANCE MEASURE Continue to address crime trends through strategic operations to • Continue implementation of crime reduction campaigns that aim to reduce maintain record -low crime rates and the community's "Safest City" Part 1 crimes in the City. designation. Complete construction of the new Santa Clarita Valley (SCV) Sheriff's ACTION ITEM IS COMPLETE Station and successfully transition operation of the new facility. Develop a comprehensive emergency preparedness plan that addresses Expand the comprehensive emergency preparedness plan to reflect both internal and external needs and trends such as active shooter the ongoing needs of our organization and community, including the training, earthquake preparedness, Emergency Operations Center development and implementation of an active shooter functional threat activation, etc. assessment, practice Emergency Operations Center activation drill, and evacuation drills at City facilities. Conduct a facility and equipment needs assessment to improve and • Expand emergency preparedness functional needs assessments to include enhance emergency response efforts by the City to include new potential the development of a formal Response Team, annual emergency radio drills, threats such as Public Safety Power Shutoff events. and trauma kit inventory audits. Create an Emergency Response Stakeholder Group comprised of the City, • Facilitate four quarterly meetings designed to enhance inter -agency Sheriff, and Fire and facilitate quarterly meetings. communication and engage in multi -agency training among law enforcement, public utility companies, and local school districts. Acquire a City Mobile Incident Command Post for increased Initiate the purchase of a Mobile Command Unit. situational awareness and effective communication with other agencies during emergencies. Evaluate and applyfor law enforcement grant funding opportunitiesto increase Review grant opportunities and eligibility requirements for law enforcement service capacity, improve technology, and targetspecific areasof crime. related grant funding opportunities. Increase presence and engagement between the community and local • Pursue training opportunities to enhance community engagement and law enforcement through social media outreach and by hosting at least social media outreach. four community events per year. Coordinate and host four community events, annually. Develop and implement Crime Prevention Unit (CPU) priorities to • Conduct inter -agency meetings to develop CPU priorities to address complex encourage collaboration with other agencies and assist with complex public safety issues in the community. issues in the community such as homelessness. Complete a workload analysis to review resource allocations (units/ • Advocate for units/overhead allocations that adequately supports the overhead) at the SCV Sheriff's Station that adequately supports the growth of the community and the needs of residents. growth of the community and the needs of the residents. Procure and implement new technology, such as Automated License Coordinate with the SCV Sheriff's Station on reviewing and investing in Plate Readers (ALPRs), into the SCV Sheriff's Station operations to technology and other resources to enhance station response and overall improve antiquated operations and increase efficiencies. station operations. Continue facilitation of the Traffic Safety Team to maintain a record -low Continue quarterly Traffic Safety Committee meetings to identify the collision rate. primary collision factors for severe and fatal collisions. Use recently approved Local Roadway Safety Plan (LRSP) to identify recommended safety mitigations to reduce severe and fatal collisions. Page 52 of 251 THE CITY OF SANTA CLARITA Community Profile THIS PAGE INTENTIONALLY LEFT BLANK OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 53 of 251 User's Guide Purpose of an Annual Budget The basic purpose of the City of Santa Clarita's budget is to serve as a "blueprint" for providing City services and a working financial plan, as well as providing a communication tool for City residents, businesses, and employees. The document is specifically designed to give clear and accurate information to the community with respect to how its local government is organized and operates. The Capital Improvement Program (CIP) provides a comprehensive capital planning document and a context for future capital budget allocations. The City of Santa Clarita's Municipal Code requires the City Manager to present a balanced budget, in which ongoing revenues match or exceed ongoing expenditures, to the City Council each year. This document authorizes appropriations or eligible expenditures for the City's fiscal year, which runs from July I 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 expenditure and CIP requests are prepared reflecting these projected revenue trends and estimates. In February, 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 54 of 251 THE CITY OF SANTA CLARITA User's Guide The calendar below reflects the timeline and process for the planning and preparation of the Annual Budget and Capital Improvement Program Document: January 9 Budget Kick -Off Meeting with Staff January 30 City Council Budget Committee Meeting February 7 Joint City Council, Planning, Parks, Recreation and Community Services, and Arts Commissions Budget Study Session February 23 Final Proposed Budget Package Due to the City Manager March 16 Department Budget Discussions March 27 Capital Improvement Program Budget Funding Meeting April 26 City Council Budget Committee Meeting May 2 Joint City Council, Planning, Parks, Recreation and Community Services, and Arts Commissions Budget Study Session June 6 Presentation of Capital Improvement Program to Planning Commission June 13 Public Hearing for Budget and CIP June 27 Adoption of Budget and CIP Level of Control and Changes to Adopted Budget From the effective date of the budget, the amounts stated as proposed expenditures become appropriations for the various City departments and capital improvement projects. These formal budgets are employed as a management control device during the year for the General Revenue Fund and all Special Revenue Funds. The City has prepared a line -item detail, which lists each account group within each of the three expenditure categories. This annual budget format is designed to provide a more comprehensive management and fiscal planning system to aid in the achievement of goals and objectives at the operational levels consistent with the City Council's policies. Additional expenditures for capital outlay items must be approved by the City Manager and City Council. Funds appropriated for salaries and benefits may not be expended for any other purpose without the approval of the City Manager or his designee. The City Manager or his designee may transfer funds within and between programs and departments. Budgetary control, the level at which expenditures cannot legally exceed the appropriated amount, is exercised at the category level, with the exception of the Capital Improvement Program. The budgetary control for the Capital Improvement Program is at the program level. Generally, there are two types of budget transfers: Budget Adjustment: This is a transfer that does not change the total appropriated amount within a fund and does not require Council action. Depending upon the budget category affected by the transfer, approval may be granted by the City Manager or his designee. Department heads have discretion to reapportion funds between certain line -items within a program, but may not exceed the total appropriated amounts for each category. Budget Amendment: This is an adjustment to the total appropriated amount within a fund which was not included in the original budget. These supplemental appropriations require formal action by the City Council. Types of modifications can be categorized as follows: • Unanticipated revenue, which was not projected in the budget, may be appropriated by Council for expenditure in the fiscal year received • Prior year reserves or fund balances may be appropriated to fund items not previously included in the adopted budget. Reserves/fund balances exceeding minimum amounts required by administrative policies may be appropriated if it is determined to be in the best interest of the City. The City Council must also appropriate reserves in case of emergencies or unusual circumstances • Transfers between funds require formal action by the City Council Unexpended appropriations automatically lapse at the end of the fiscal year, and are included in the ending fund balance calculations within each fund. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 55 of251 Introductory Sections The first sections of the annual budget document provide an introduction and overview of the Annual Budget and Capital Improvement Program (CIP) preparation process and contents. The Message from the City Manager to the City Council outlines the key contents of the Fiscal Year Budget and the CIP. The Community Profile section provides a variety of information about Santa Clarita, including demographics, City history, information about City Commissions, and other information designed to educate the reader about various facets of the organization. This User's Guide provides an introduction to the City of Santa Clarita's budget process and an explanation of how to use this document. Fiscal Policies and Summaries The budget document includes the City's fiscal policies, which establish the City's framework for overall fiscal planning and management. The Summaries provide an easy -to -read overview of the City's revenues and expenditures. It is important to note that the City's revenue estimates make assumptions based on actual experience and current knowledge of impending circumstances. Expenditure requests, in turn, reflect these assumed revenue trends. Department Budget Sections The following department budget 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 56 of 251 THE CITY OF SANTA CLARITA User's Guide Personnel 500101 Regular Employees 136,371 501101 Health & Welfare 60,995 501102 Life Insurance 220 501103 Long -Term Disability Ins 540 501104 Medicare 3,276 501105 Worker's Compensation 88 501106 PERS 8,202 501107 Deferred Compensation 4,100 501110 Supplemental Health 24,510 Total Personnel 238,301 Operations & Maintenance 510101 Publications & Subscriptions 200 510103 Office Supplies 600 511101 Special Supplies 6,000 513103 Telephone Utility 3,500 516102 Professional Services 2,400 517106 Cosponsorship 20,000 519101 Travel & Training 9,500 519104 Auto Allowance & Mileage 100 Total 2023-24 Budget %� 280,601 OOrganization Key The first three numbers indicate the fund and last four numbers indicate the department and division or subdivision. © Object Code: The numbers indicate a specific line -item. © Appropriation: The amount appropriated for the fiscal year. OCategory 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 2023-2024 Page 57 of251 Capital Project Information Guide: SAMPLE Project Name: 2023-24 OVERLAY AND SLURRY SEAL PROGRAM 0Project Number: MO153 Project Location: Citywide N Whall P,no`h� �Y' p�T• G � oc a... 5oled,d Cg ..°5. City of ;ee Santa Clarita A Goltlp dy � Va\�eY Rd '\ Lyons Ae e e T4 PROJECT LOCATION: 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 $22,900,000 is needed annually to meet a minimum of 70 Pavement Condition Index (PCI) rating of the City's roadway infrastructure; the City is currently at a rating of 72 PCI. Justification: Each year, the City dedicates a substantial portion of its capital budget to the annual Overlay and Slurry Seal Program. This annual project strives to maintain the quality and viability of the City's streets infrastructure and supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Public Works Project Manager: Shannon Pickett © Project Cost Estimate ($): Prior Expend. Category: Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total Environmental $ 0 60,000 60,000 60,000 60,000 60,000 300,000 Design/Plan Review 0 500,000 500,000 500,000 500,000 500,000 2,500,000 Right -Of -Way 0 0 0 0 0 0 0 Construction 0 22,340,000 22,340,000 22,340,000 22,340,000 22,340,000 111,700,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $ 0 22,900,000 22,900,000 22,900,000 22,900,000 22,900,000 114,500,000 OProject Funding: Prior Funding Source: Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 233 — TDA Article 8 0 8,900,000 0 0 0 0 8,900,000 264 - Measure R 0 5,720,724 0 0 0 0 5,720,724 266 - Measure M 0 2,617,971 0 0 0 0 2,617,971 267 - Senate Bill 1RMRA 0 5,661,305 0 0 0 0 5,661,305 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 22,900,000 22,900,000 22,900,000 22,900,000 22,900,000 114,500,000 O Project Number: M0153 M = Categorical identification of capital project 0 = The area of the City in which the project is located 153 = The assigned project number Category Abbreviations: Area: A=Arts M=Maintenance O=Citywide B=Beautification & Landscaping P=Parks & Recreation 1=Valencia C=Circulation R=Resource Mgmt. & Conservation 2=Newhall D=Disability S=Street & Bridges 3=Canyon Country E= Emergency T=Trails & Transit 4=Saugus F= Facilities & Buildings © Project Cost Estimate ($): This area shows a detail of the costs of the project by year and expenditure category. O Project Funding: This area shows the detail of the estimated costs of the project by year and by funding source. Page 58 of251 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. Starting with a base year limit of $47,350,022 for 1986-87 and increasing it to the 2023-2024 limits by using the guidelines set forth in Proposition 111, the calculation would be as follows: Year 2009-10 Prior Year's Limit 242,112,286 Add PersonalFiscal .62% Change in 1,501,096 243,613,382 Add Change in Population .64% 1,559,126 Appropriations Limit 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 2022-23 471,334,679 7.55% 35,585,768 506,920,447 .33% 1,672,837 508,593,284 2023-24 508,593,284 4.44% 22,581,542 531,174,826 .71% 3,771,341 534,946,167 Millions 580 — 560 — 540 — 520 — 500- 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 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 2022-23 2023-24 - Gann Appropriation Limit + Proceeds of Tax OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 59 of251 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 60of251 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 1 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 February, 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 2023-2024 Page 61 of251 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. 11. 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 Annual Comprehensive Financial Report (ACFR) 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 ACFR. 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 62 of 251 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 S&P Global Ratings (S&P). • 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 2023-2024 Page 63 of251 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 workstations supported by the Information 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 64 of 251 THE CITY OF SANTA CLARITA Fiscal Policies K. Budget Review During the budget review phase, the City Manager's Office, in conjunction with the 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, City Treasurer, Finance Manager, Human Resources and Library Services Director, Finance Administrator, 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 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 2023-2024 Page 65 of251 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 66 of 251 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 creditworthiness 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, judgment 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 2023-2024 Page 67 of251 Special Assessment/Special District Debt. The City has approved a separate comprehensive land secured debt policy. Under this policy the City will consider requests from developers for the use of debt financing secured by property - based assessments or special taxes in order to provide for necessary infrastructure for new development only under strict guidelines adopted by City Council, which may include minimum value -to -lien ratios and maximum tax burdens. Examples of this type of debt are Assessment Districts (ADs) and Community Facilities Districts (CFDs) or more commonly known as Mello -Roos Districts. In order to protect bondholders, as well as the City's credit rating, the City will also comply with all State guidelines regarding the issuance of special district or special assessment debt, as well as Resolution No. 05-119. The City shall also be able to issue debt secured by the City's landscape and lighting assessment districts and any other City-wide or regional special assessment or special tax districts. Tax Allocation Bonds: Tax Allocation Bonds are special obligations that are secured by the allocation of tax increment revenues that are generated by increased property taxes in the designated redevelopment area. Tax Allocation Bonds are not debt of the City. Due to changes in the law affecting California redevelopment agencies with the passage of ABX1 26 (as amended, the Dissolution Act) as codified in the California Health and Safety Code, the Redevelopment Agency of the City of Santa Clarita (RDA) was dissolved as of February 1, 2012, and its operations substantially eliminated but for the continuation of certain enforceable RDA obligations to be administered by the Successor Agency to the Redevelopment Agency of the City of Santa Clarita (Successor Agency). The Successor Agency may issue Tax Allocation Bonds to refinance outstanding obligations of the RDA, subject to limitations included in the Dissolution Act. Private Activity Bonds: The City, if authorized under Federal Tax Law, may issue private activity bonds for housing, non-profit or not -for -profit health care or education or pollution control, manufacturing, and other projects provided the debt has a clear public purpose and is conduit debt with no city repayment obligation. The interest on the bonds can be exempt from Federal and State taxation. As a result, bonds provide below market financing for qualified projects. Pension Bonds: The City may issue taxable pension bonds, if needed, to meet its pension obligation or OPEB requirements. This type of debt is to be secured by the City General Fund and only issued after independent study and evaluation by a qualified actuarial consultant 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 S&P. 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 68 of251 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 S&P'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 creditworthiness 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 advisor, underwriter, trustee, verification agent, escrow agent, arbitrage consultant, and special tax consultant. 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 2023-2024 Page 69 of251 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 Rulemaking 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; . All returns filed with the IRS for the tax-exempt obligations (including, as applicable, IRS Forms 8038-G, 8038-T and 8038-R); and Page 70of251 THE CITY OF SANTA CLARITA Fiscal Policies . 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 2023-2024 Page71 of251 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 lob-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; Page 72 of 251 THE CITY OF SANTA CLARITA Fiscal Policies c) assisting the Disclosure Coordinator; and d) such other items as assigned to the Disclosure Consultant by the City Treasurer in writing. 3. Annual Reports The Disclosure Coordinator shall ensure that the preparation of the City's annual reports shall commence as required under each specific continuing disclosure obligation. Before any annual report is submitted to EMMA, the Disclosure Coordinator shall confer with other key participants as needed regarding the content and accuracy of any annual report 4. Enumerated Event Filings If any key participant responsible for disclosure becomes aware of any of the enumerated events listed in any of the City's Continuing Disclosure Undertakings, the City Treasurer will meet with other key participants to discuss the event and determine the extent it is material and whether a filing is required or is otherwise desirable as determined by the City Treasurer. As a result of an amendment to SEC Rule 15c2-12, Continuing Disclosure Undertakings entered into on or after February 27, 2019, are required to include certain additional listed events relating to (a) the incurrence of certain financial obligations if material (other than bonds or notes for which an official statement has been posted to EMMA), (b) the modification of the terms of a financial obligation which affects security holders, if material, and (c) a default, event of default, acceleration, waiver or other modification or similar events with respect to a financial obligation that reflects financial difficulties. The City Treasurer shall be notified by a key participant of the incurrence of any financial obligation to be entered into by or on behalf of the City and take measures to advise all applicable City staff of this City policy. As soon as the City Treasurer receives notice from City staff, consultants or external parties of such event or receives direct written notice of such event so that the City can determine, with the assistance of the municipal advisor and bond counsel and/or disclosure counsel, whether notice of such event is required to be filed on EMMA pursuant to the Rule. The Disclosure Coordinator will maintain a list identifying the execution by the City of any agreement or other obligation which might constitute a "financial obligation" for purposes of the Rule and which is entered into after February 27, 2019. 5. Disclosure Required by SB1029 The City shall comply with all provisions 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. 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. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page73 of251 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 - Custodial, Private -purpose, Other Post -Employment Benefits (OPEB) • Account Groups - General Fixed Assets and General Long -Term Debt C. Governmental Funds Governmental Funds are used to account for the City's expendable financial resources and related current liabilities, except for those accounted for in proprietary funds. The basic financial statements necessary to fairly present financial position and operating results for governmental funds are the balance sheet and the statement of revenues, expenditures, and changes in fund balance. Governmental funds are maintained using the modified accrual basis of accounting. • General Fund - Accounts for all the general revenue of the City not specifically levied or collected for other City funds, and for expenditures related to the rendering of general services by the City. • Special Revenue Fund - Accounts for the proceeds of specific revenue sources that are restricted by law or administrative action for specified purposes. • Debt Service Fund - Accounts for accumulation of resources for, and payment of, interest and principal on long-term debt. • Capital Project Fund - Accounts for financial resources used for the acquisition or construction of major capital facilities (other than those financed by proprietary funds). D. Proprietary Funds Generally accepted accounting principles applicable to a private commercial business are applicable to proprietary funds of a governmental entity. The accrual basis of accounting is utilized. The measurement focus is based upon a determination of net income, financial position and cash flows. Accordingly, basic financial statements are required, such as balance sheet, statement of revenues, expenses and changes in retained earnings (deficit), and the statement of cash flows. • Enterprise Fund - Accounts for operations that are financed and operated in a manner similar to private enterprises, where the intent of City Council is that the cost and expense, including depreciation and amortization, of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges; or where periodic determination of revenues earned, expenses incurred and/or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes. . Internal Service Fund - Accounts for activities involved in rendering services to departments within the City. Costs of materials and services used are accumulated in these funds and are charged to the user departments as such goods are delivered or services rendered. E. Fiduciary Funds Fiduciary Funds are maintained to account for assets held by the City in a trustee capacity for individuals, private organizations, other governments and other funds. • Custodial Funds - Accounts for assets held by the City on behalf of others. • Other Employment Benefits (OPEB) Trust Fund - Accounts for other post -employment benefit assets held in a qualifying trust. • Private -purpose Trust Fund - Accounts for funds held in a qualifying trust for specific purposes. Page 74 of 251 THE CITY OF SANTA CLARITA Fiscal Policies F. Account Groups Account Groups are used to establish accounting control and accountability for the City's general fixed assets and general long-term debt. • General Fixed Assets Account Group - Accounts for long-term assets of the City, except for those accounted for in proprietary fund types. • General Long -Term Account Group - Accounts for long-term debt of the City, except for debt accounted for in proprietary fund types. G. Fund Classifications In February 2009, the Governmental Accounting Standards Board issued Statement No. 54, Fund Balance Reporting and Governmental Fund Type Definitions. This statement establishes fund balance classifications that comprise a hierarchy based primarily on the extent to which a government is bound to observe constraints imposed upon the use of the resources reported in governmental funds. The fund balance classifications are: Non -Spendable, Restricted, Committed, Assigned, and Unassigned. • Non -Spendable — That portion of fund balance that includes amounts that are not in a spendable form (inventory, for example) or are required to be maintained intact (the principal of an endowment fund, for example). • Restricted — That portion of fund balance that includes amounts that can be spent only for the specific purposes stipulated by external resource providers (for example, grant providers), constitutionally, or through enabling legislation (that is, legislation that creates a new revenue source and restricts its use). Effectively, restrictions may be changed or lifted only with the consent of resource providers. • Committed —That portion of fund balance that includes amounts that can be used only for the specific purposes determined by a formal action of the government's highest level of decision -making authority. Commitments may be changed or lifted only by the government taking the same formal action that imposed the constraint originally. . Assigned — That portion of fund balance that comprises amounts intended to be used for specific purposes, but that are neither restricted nor committed. Such intent can be expressed either by the governing body or by an official designated for that purpose. Resolution of the City Council of the City of Santa Clarita No. 11-54 delegates the authority to assign amounts to be used for specific purposes to the City Treasurer 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. Vill. RISK MANAGEMENT The City of Santa Clarita has insurance coverages for various liability exposures, including Property, General Liability, and Worker's Compensation. These coverages are provided by the California Joint Powers Insurance Authority (CJPIA), a self-insurance risk pool comprised of over 120 members. Through its program, CJPIA provides $50 million in coverage for third -party general liability claims. Risk Management administers the funding of the self -insured portions of the program; manages the administration of general liability, worker's compensation, and property damage claims; works in conjunction with the City Attorney's Office and outside counsel to monitor, control and 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 include 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 safety programs. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page75 of251 Summaries and Revenues Capital Improvement Program Successor Agency Personnel Services Operations & Maintenance Capital Outlay Reserves & Debt Service 0 Reserves & Debt N Capital Outlay Service 2% 2% 11 Operations & Maintenance 43% 89,972,469 1,158,476 77,166,062 138,948,898 7,809,157 6,694,659 ■ Capital Improvement Program 28% N Successor Agency 1% N Personnel Services 24% Page 76 of251 THE CITY OF SANTA CLARITA Summaries and Revenues THIS PAGE INTENTIONALLY LEFT BLANK OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 77 of 251 All Funds Budget Appropriations City Council 239,167 267,017 280,601 Administration 1,978,773 2,084,745 2,256,998 Communications 1,591,665 1,969,133 1,701,554 Total $ 3,809,604 $ 4,320,895 $ 4,239,152 Administrative Services Administration 578,640 663,101 663,341 Finance 2,873,918 3,469,584 3,268,914 Information Services 5,880,877 11,869,788 10,782,485 Special Districts 22,442,503 25,217,348 24,359,332 Total $ 31,775,938 $ 41,219,822 $ 39,074,072 Community Development Administration 642,948 677,813 718,487 CDBG 725,976 1,039,600 1,184,052 Community Preservation 7,910,025 4,984,508 4,772,118 Planning 2,125,660 3,137,921 2,407,125 Building & Safety 4,209,944 5,218,744 5,026,718 Total $ 15,614,553 $ 15,058,586 $ 14,108,499 Public Works Administration 1,132,438 1,144,823 1,142,213 Engineering Services 2,488,217 2,618,962 2,707,069 Capital Improvement Projects Administration 3,075,040 3,803,709 3,786,986 Traffic & Transportation Planning 4,234,370 5,263,111 5,222,849 General Services 7,649,200 7,985,412 8,074,728 Total $ 18,579,265 $ 20,816,017 $ 20,933,845 Sheriffs Services 28,785,025 30,948,354 33,286,078 Fire Protection 853,313 1,621,363 38,192 CommunityRecreation & Total $ 29,638,338 $ 32,569,717 $ 33,324,270 Administration 1,287,706 1,411,088 1,454,595 Recreation and Community Services 12,834,184 16,280,836 16,618,981 Total $ 14,121,890 $ 17,691,924 $ 18,073,576 Administration 418,257 702,191 700,819 Parks Planning & Open Space 2,014,545 3,365,836 1,853,868 Environmental Services 5,262,483 6,786,975 6,492,703 Facilities Maintenance 5,494,499 10,578,187 9,776,212 Parks 9,060,860 9,867,778 10,521,968 Total $ 22,250,644 $ 31,300,967 $ 29,345,570 Human Resources & Library Services Administration - 361,204 530,646 Human Resources 4,933,838 3,490,273 2,161,268 Public Library 6,149,458 7,417,610 7,868,747 Total $ 11,083,296 $ 11,269,087 $ 10,5609661 Economic Development Administration - 882,601 796,245 Economic Development 2,502,168 2,402,156 2,507,741 Arts and Events 4,043,118 4,393,585 4,540,621 Transit 29,863,890 42,623,275 38,819,491 Total $ 36,409,176 $ 509301,617 $ 469664,099 Special Services City Attorney 1,161,873 2,225,028 1,781,000 Total $ 1,161,873 $ 2,2259028 $ 19781,000 Administration 9,526,983 5,830,385 5,819,373 Reserves - 710,042 750,000 Debt Service 5,922,454 5,482,057 5,944,659 Redevelopment Total $ 15,449,437 $ 12,022,484 $ 12,514,032 Successor Agency 1,620,212 1,206,476 1,158,476 Total $ 1,620,212 $ 1,206,476 $ 1,158,476 Capital Improvement Projects 50,462,528 168,610,560 89,972,469 Total Page 78 of 251 THE CITY OF SANTA CLARITA Summaries and Revenues FY 2023-24 Budget Summary - All Funds Where the Money Comes From ■ Special Di 16% ■ Successor Agency 1% ■ Other Taxes 5% ■ Pr( 15% ■ All Others (Includes Developer Fees and Transit Farebox Revenues) 9% Where the Money Goes ■ Non -Departmental 4% ■ Successor Agency 1% ■ Economic Development 15% ■ Human Resources & Library Services 3% ■ Sales Tax 14% ■ Revenue from Other Agencies Licenses & Permits 3% for Current Services 3% ■ Community Development ■ Public Safety 4% 10% ■ Special Services ■ Public Works 1% ■ Neighborhood Services 9% ■ City Manager ■ Recreation and Community Administration Services 1 6% :apital Improvement rojects Administration 8% iistrative Services OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page79 of251 General Fund Budget Appropriations City Council Administration Communications Total 239,167 1,978,773 1,369,764 $ 3,587,703 $ 267,017 2,084,745 1,435,670 3,787,432 280,601 2,256,998 1,464,396 $ 4,001,994 Administrative Services Administration 578,640 663,101 663,341 Finance 2,579,523 2,927,832 3,023,914 Information Services 5,366,851 6,590,077 6,224,638 Special Districts 2,985,605 3,293,678 3,376,998 Total $ 11,510,619 $ 13,474,689 $ 13,288,891 Community Development Administration 642,948 677,813 718,487 Building & Safety 4,209,944 5,218,744 5,026,718 Community Preservation 3,666,986 4,741,131 4,772,118 Planning 1,734,542 2,291,166 2,407,125 Total $ 10,254,420 $ 12,928,854 $ 12,924,447 Public Works Administration 1,132,438 1,144,823 1,142,213 Capital Improvement Projects Administration 3,040,865 3,768,886 3,754,820 Engineering Services 2,488,217 2,618,962 2,707,069 General Services 2,530,296 2,603,538 2,310,447 Traffic & Transportation Planning 2,012,578 2,193,367 2,306,944 Total $ 11,204,394 $ 12,329,575 $ 12,221,493 Sheriffs Services 27,926,572 29,852,103 32,329,533 Fire Protection 33,313 38,016 38,192 Total $ 27,959,885 $ 29,890,119 $ 32,367,725 Recreation and Community Administration 1,287,706 1,411,088 1,454,595 Recreation and Community Services 10,097,400 12,851,774 13,569,781 Total $ 11,385,106 $ 14,262,862 $ 15,024,376 Neighborhood Services Administration 418,257 702,191 700,819 Environmental Services 783,599 841,650 942,946 Facilities Maintenance 3,321,789 5,875,348 6,377,203 Parks 5,780,525 5,885,742 6,498,044 Parks Planning & Open Space 165,953 780,261 799,361 Total $ 10,470,124 $ 14,085,192 $ 15,318,373 Human Resources & Library Services Administration - 361,204 530,646 Human Resources 1,482,770 3,239,479 1,891,453 Total $ 1,482,770 $ 3,600,683 $ 2,422,099 Administration - 882,601 796,245 Economic Development 1,962,357 1,716,844 1,802,768 Arts & Events 4,029,204 4,393,585 4,528,621 Total $ 5,991,560 $ 6,993,030 $ 7,127,634 City Attorney 1,129,232 1,944,028 1,500,000 Total $ 1,129,232 $ 1,944,028 $ 1,500,000 Non -Departmental Admin 334,920 751,027 748,917 Contingency - 710,042 750,000 Interfund Transfers Total $ 334,920 $ 62,594,691 1,461,069 $ 1,498,917 24,158,430 23,276,836 Page 80 of 251 THE CITY OF SANTA CLARITA Summaries and Revenues FY 2023-24 Budget Summary - General Fund Where the Money Comes From o Property Tax 33 % 0 Other Revenue 10% ® Interest Income 1% ■ Transient Occup 4% u Recreation/Arts & Events V Development Revenues 3% o Franchise Fees 7% W Transfers In 7% 1% Where the Money Goes ■ Transfers 17% Nan -Departmental <1% Economic Development 5% 0 Human Resources & Library Services 2% ■ Neighborh 11% 0 Contingency ■ Public Safety ■ City Attorney <1% 23% 1% ■ Community Development 9% ■ City Manager Administration 3% I Public Works 9% ■ Recreation and Community Services 11% strative Services 9% OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 81 of251 General Fund Statement of Fund Balance Beginning Fund Balance $ 82,799,429 $ 67,313,786 $ 66,822,841 Revenues 132,946,651 137,219,147 140,478,780 Operating Transfers In 9,473,130 1,205,870 865,000 Total Resources Available 225,219,210 205,738,803 208,166,621 Operating Expenditures 84,088,559 101,497,415 103,155,570 Operating Transfers Out 73,816,865 37,418,547 37,817,215 Ending Fund Balance $ 67,313,786 $ 66,822,841 $ 67,193,835 Reserves Advances to Other Funds Operating Reserve Unreserved Fund Balance 2,500,000 2,500,000 2,468,000 21,260,000 $ 64,813,786 $ 64,322,841 S 43,465,835 Page 82 of 251 THE CITY OF SANTA CLARITA Statement of Fund Balance Audited 2 02 1-2 02 2 Statement of Fund Balance Estimated 2022-2023 Statement of Fund Balance Projected 2023-2024 N 3 3 (D� H 9 (D (D (D H Successor Agency Statement of Fund Balance Audited 2021-2022 Statement of Fund Balance Estimated 2022-2023 Statement of Fund Balance Projected 2023-2024 Budget Revenues Three Year History GENERALFUND Summaries and Revenues TAXES 100 - 400101 PROPERTY TAX $ 21,904,161 $ 22,800,000 $ 24,200,000 100 - 400106 PROPERTY TAX IN LIEU OF VLF 20,209,237 21,770,576 22,874,343 TOTAL PROPERTY TAX $ 42,113,398 $ 44,570,576 $ 47,074,343 100 - 401001 SALES & USE TAX $ 49,476,922 $ 47,500,000 $ 48,300,000 100 - 401201 FRANCHISE FEES 5,589,491 5,156,000 5,156,000 100 - 401202 FRANCHISE FEES -WASTE HAUL 3,180,102 3,320,000 3,650,000 100 - 401203 TEMP BIN/ROLL OFF FRANCHI 503,044 530,000 500,000 100 - 401204 FRANCHISE AGREEMENT -OTHER 84,853 190,000 20,000 100 - 401205 FRANCHISE AGREEMENT-REIM 201,966 300,000 300,000 100 - 401106 TRANSIENT OCCUPANCY TAX 4,874,977 5,000,000 5,000,000 100 - 401107 REAL PROPERTY TRANSFER TAX 2,569,074 1,200,000 1,200,000 TOTAL OTHER TAXES $ 66,480,430 $ 63,196,000 $ 64,126,000 LICENSES & PERMITS 100 - 401301 BUSINESS LICENSE FEES $ 288,885 $ 300,000 $ 300,000 100 - 410101 CONDITIONAL USE PERMIT 46,188 60,146 64,384 100 - 410102 TEMPORARY USE PERMIT 14,771 15,480 16,469 100 - 410103 OAK TREE PERMIT 8,858 11,063 11,778 100 - 410104 MINOR USE PERMITS 65,754 59,327 63,074 100 - 410105 HOME OCCUPATION PERMIT 3,513 3,795 3,825 100 - 410106 TEMPORARY BANNER PERMIT 579 996 880 100 - 410107 ADU APP REVIEW FEE 16,372 22,538 25,641 100 - 411105 BUILDING PERMITS 2,753,891 2,524,000 3,000,000 100 - 411106 PERMIT ISSUANCE 176,938 160,000 160,000 100 - 411110 MEP PERMITS 1,153,064 1,215,400 1,200,000 100 - 412101 STREET VACATION 15,604 10,000 10,000 100 - 412103 CERTIFICATES OF COMPLIANCE 9,142 10,000 10,000 100 - 412105 FINAL SUBDIV MAPS/IMPROVE 65,671 100,000 80,000 100 - 413101 ANIMAL LICENSES 253,124 375,000 375,000 100 - 413107 SIDEWALK VENDOR 708 1,020 1,020 100 - 452101 MISC. BLDG & SAFETY SRVCS 20,750 20,000 20,000 100 - 452110 SAND CYN SEWER APP FEE#1 1,943 - - 100 - 453103 HWY ENCROACHMENT PERMITS 567,762 600,000 500,000 100 - 453108 GRADING INSPECTION PERMIT 129,757 250,000 180,000 100 - 453118 SLURRY SEAL FEE 118,009 - - 100 - 453124 TRANSPORTATION PERMIT 31,397 25,000 25,000 100 - 453126 NEW STREET NAME REVIEW - 4,000 - 100 - 453129 PERMIT PROCESSING 2,299 4,000 2,500 100 - 453139 SUSMP INSPECTION PERMIT FEES 2,796 4,000 4,000 100 - 455101 TENTATIVE MAPS 145,593 105,891 65,278 100 - 455102 SITE/SIGN PLAN REVIEW 33,465 29,400 31,304 100 - 455103 TIME EXTENSIONS 4,977 8,476 2,097 100 - 455104 HILLSIDE REVIEW 22,472 9,115 7,638 100 - 455106 ADJUSTMENTS 15,884 21,541 13,576 TOTAL LICENSES & PERMITS $ 5,970,166 $ 5,950,188 $ 6,173,464 FINES. FORFEITURES & PENALTIES 100 - 420101 PARKING CITATIONS $ 727,504 $ 950,000 $ 860,000 100 - 452106 B&S FINES AND PENALTIES 43,623 40,000 40,000 100 - 453138 ENG SVCS FINES & PENALTIES - 500 500 100 - 455121 CP CITATION 248,624 200,000 200,000 TOTAL FINES, FORFEITURES & PENALTIES $ 1,019,751 $ 1,190,500 $ 1,100,500 USE OF MONEY & PROPERTY 100 - 430301 INTEREST INCOME $ 857,429 $ 1,751,092 $ 1,810,412 100 - 430307 INTEREST -BANK OF STA CLARITA 459 - - 100 - 430311 GASH 87 LEASE INTEREST REVENUE 15,206 100 - 430501 UNREALIZED GAIN/LOSS INVE (3,937,394) 100 - 430604 INTEREST INC-B&T ADVANCE 50,787 100 - 430606 INTEREST INCOME-SAADVAN 157,127 100 - 430608 INTEREST INC-PUB LIBRARY ADVANCE 23,185 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 87 of 251 Budget Revenues Three Year History I 100 - 431101 RENTAL INCOME -CITY HALL 12,161 12,000 12,000 100 - 431107 RENTAL INCOME - MISC - 77,697 77,000 100 - 431108 RENTAL INCOME -BUSINESS INCUBATOR 900 - - 100- 431111 DARK FIBER LEASE 18,557 109,263 109,263 100 - 431113 GASB 87 LEASE REVENUE 230,935 - - 100- 453128 NEXTG RIGHT OF WAY USE 10,815 9,000 9,000 TOTAL USE OF MONEY & PROPERTY $ (2,559,833) $ 1,959,052 $ 2,017,675 REVENUES FROM OTHER AGENCIES 100 - 440101 ST. MOTOR VEHICLE IN -LIEU $ 255,972 $ 234,746 $ 230,000 100 - 447103 SB-90 REIMBURSEMENT 58,612 62,207 62,207 100 - 447104 STATE RECYCLING GRANTS 53,210 29,309 34,537 100 - 447105 BEAUTIFICATION GRANT PRGM 113,885 111,000 110,000 TOTAL REVENUE FROM OTHER AGENCIES $ 481,679 $ 437,262 $ 436,744 CHARGES FOR CURRENT SERVICE 100 - 411107 B&S PLAN REVIEW $ 3,338,523 $ 3,300,000 $ 2,326,000 100 - 411108 INDUSTRIAL WASTE INP FEE 293,586 240,000 280,000 100 - 412104 EASEMENT DOCUMENT REVIEW 25,986 30,000 30,000 100 - 412106 LOT LINE ADJUSTMENT 21,522 25,000 20,000 100 - 413102 FILM PERMIT 315,591 250,000 250,000 100 - 413103 FILM PERMIT -ROAD USE 472,106 350,000 350,000 100 - 413104 PARADE PERMITS 21,471 12,000 12,000 100 - 413105 FILM PERMIT - PROPERTY USE 52,269 50,000 45,000 100 - 421101 SOLID WASTE LIQUID DAMAGE 138,198 125,000 80,000 100 - 421102 COMMUNITY COURT 450 3,000 3,000 100 - 421103 COMMUNITY COURT - TRAFFIC 17,025 6,650 8,000 100 - 421107 TEEN COURT FEES 2,400 2,500 2,500 100 - 431102 ACTIVITY CENTER REVENUES 105,827 80,000 80,000 100 - 431103 RECREATION AQUATICS RENTALS 298,196 190,000 265,000 100 - 431104 FACILITY RENTALS 105,314 70,000 70,000 100 - 431105 FIELD RENTALS 474,128 400,000 400,000 100 - 431106 SPORTS COMPLEX REVENUES 22,358 30,000 30,000 100 - 431109 SC GREAT AMERICAN CAMP - - 4,000 100 - 431110 SKATE PARK B/DAY PARTY 1,178 4,500 4,500 100 - 451101 DUI CHARGES 203,477 150,000 150,000 100 - 451102 FALSE ALARM CHARGES 82,874 120,000 120,000 100 - 451103 NSF CHECKS 1,685 1,000 1,000 100-452104 ENFORCEMENT COST RECOVERY 740 6,000 10,000 100 - 452105 RECORD MAINTENANCE 350,132 330,000 300,000 100 - 452107 FEE TO EXPEDITE-B & S 69,155 80,000 80,000 100 - 452108 STRONG MOTION FEES 3,432 2,000 2,000 100 - 452109 BUILDING STANDARDS COMM - 12,000 12,000 100 - 453101 STORM DRAIN TRANS PROCESS 5,235 5,000 5,000 100 - 453102 FLOODWAYS STUDIES 26,254 15,000 10,000 100 - 453105 SEWER INSPECTION 4,540 35,000 80,000 100 - 453106 STREET INSPECTION 88,342 30,000 50,000 100 - 453107 STORM DRAIN INSPECTIONS 2,944 10,000 20,000 100 - 453109 UTILITY - PLAN REVIEW - 2,184 - 100- 453110 SEWER PLAN CHECK 5,995 15,000 35,000 100 - 453111 STREET PLAN CHECK 85,021 15,000 35,000 100 - 453112 STORM DRAIN PLAN CHECK 8,121 10,000 10,000 100 - 453114 GRADING PLAN CHECK 207,863 257,916 135,000 100 - 453117 GRADING SOILS/GEO DEPOSIT 90,127 60,000 35,000 100 - 453119 DOCUMENT IMAGING 34,208 30,000 30,000 100 - 453120 STREET LIGHT PLAN CHECKS 8,008 9,000 9,000 100 - 453125 SEWER MODELING REVIEW 4,800 2,400 - 100- 453130 SPECIAL AGREEMENT ADMIN FEE 1,514 2,000 1,500 100 - 453135 PLACERITA SEWER FEES 3,681 3,681 - 100- 453137 SITE INVESTIGATION (ENG SVCS) - 500 500 100 - 453140 SWPPP INSPECTION 1,884 2,000 2,000 100 - 454102 TRAFFIC SIGNAL INSPECTION 6,560 23,000 28,606 100 - 454104 TRAFFIC SIGNAL PLAN CHECK 3,550 17,816 9,632 100 - 454105 STRIPING PLAN CHECK 1,930 10,812 2,985 100 - 454106 DETOUR PLAN CHECK 2,884 2,884 6,189 100 - 454108 TRAFFIC SIGNAL TIMING FEE 5,060 4,608 9,588 Page 88 of251 THE CITY OF SANTA CLARITA Summaries and Revenues Budget Revenues Three Year History Account Title Actual Estimated Budget 100 - 455108 PRE -APPLICATION REVIEW 32,586 27,270 31,360 100 - 455109 INITIAL STUDIES 16,094 9,255 9,255 100 - 455116 SELF -HAUL FEES 1,085 4,251 2,000 100 - 455117 ENVIRONMENTAL IMPACT REPORT 5,583 97,154 48,577 100 - 455118 LANDSCAPING/IRR PLANCHECK 14,291 17,766 18,918 100 - 455120 MOBILE HOME REGISTRATION 5,682 5,781 5,682 100 - 455122 RIDGELINE ALTERATION 5,784 - - 100- 455124 ZONING LETTER 5,351 3,778 4,828 100 - 455126 DEVELOPMENT REVENUE 168,336 102,122 150,725 100 - 455128 GEN PLAN AMEND & ZONE CHG 52,847 37,545 - 100- 455129 ARCHITECT DESIGN REVIEW 40,813 35,651 31,763 100 - 455130 ADMIN DEVELOPMENT PERMIT 38,920 37,311 30,657 100 - 457126 COMMUNITY EMERG. RESPONSE - 2,700 2,700 100 - 456107 THE MAIN 33,958 42,000 40,000 100-456108 PRODUCTION 72 - - 100- 456202 TICKET SALES - 5,000 10,000 100 - 456204 GEAR VENDORS 8,000 10,000 100 - 456205 FOOD VENDORS 11,250 10,000 8,000 100 - 456206 CITY MERCHANDISE 220 1,000 3,000 100-456303 MARATHON REVENUES (314) - - 100- 456501 AQUATICS REGISTRATIONS 290,283 275,000 275,000 100 - 456502 AQUATICS POINT OF SALE 183,046 130,000 160,000 100 - 456602 ADULT SPORTS 233,713 245,000 245,000 100 - 456603 YOUTH SPORTS 286,257 375,000 375,000 100 - 456604 CONTRACT CLASSES 1,128,713 1,350,000 1,350,000 100 - 456606 CHILD DEVELOPMENT 457,673 505,500 505,500 100 - 456607 BREAKFAST WITH SANTA 6,160 7,420 7,000 100 - 456608 COMMUNITY CENTER 48,812 58,000 60,000 100 - 456609 DAY CAMP 320,540 300,000 375,000 100 - 456611 SPONSORSHIP REVENUE 247,797 325,000 260,000 100 - 456613 EXCURSIONS 11,391 14,000 14,000 100 - 456615 CCCC PROGRAMS 112,675 62,000 65,000 100 - 456616 CONCERTS PARKING - - 2,000 100 - 456614 RECREATION ADMIN FEE 4,016 1,244 1,200 100 - 457118 BOND PROCESSING & REVIEW 18,107 15,000 15,000 100 - 457108 SALE OF MAPS & PUBLICATIONS 87 28 - 100- 457109 VEHICLE IMPOUND RELEASE 144,955 180,000 180,000 100-457110 NOTARY SERVICE 450 400 400 100 - 457111 COPIES -CITY CLERK 1,568 1,200 1,200 100 - 457115 VIDEO/ AUDIO DUPLICATION 56 - - 100- 457116 SUSMP PLAN CHECK 9,600 6,000 6,000 100 - 457117 STRMWTR POLLU PREV(SWPPP) 1,686 1,500 1,500 100 - 457120 LOBBYIST REGISTRATION 880 - - 100- 413106 FILM MONITORING FEE 45,094 42,000 35,000 100 - 457131 MARRIAGE SERVICES 49,010 60,000 60,000 TOTAL CHARGES FOR CURRENT SERVICE $ 11,041,273 $ 10,834,327 $ 9,851,265 OTHER REVENUE 100 - 401302 SATELLITE WAGERING FEE $ 31,875 $ 30,000 $ 30,000 100 - 456103 CROSSING GUARDS REVENUE 15,336 18,771 12,000 100 - 457125 EMERGENCY PREP EXPO 1,500 - - 100- 457101 OVERHEAD REIMBURSEMENTS 7,940,112 7,833,636 9,369,064 100 - 457121 NON-FRAN HAUL IMPOUND FEES - 400 800 100 - 457127 C&D UNCLAIMED DEPOSITS 122,000 95,000 - 100- 457130 EV CHARGING STATION 21,455 32,000 30,000 100 - 462101 MISCELLANEOUS REVENUE 131,946 910,000 - 100- 421108 GRAFFITI RESTITUTIONS/DON 985 1,000 1,000 100 - 421109 DFY/OPIOID SETTLEMENTS - 75,509 59,425 100 - 421110 SOLID WASTE PROGRAMMING - 130,000 100-462103 CASH OVER/SHORT 2 - - 100- 462106 SALES OF PROPERTY & EQUIPMENT 93,999 50,000 50,000 100 - 462107 BEVERAGE PARTNERSHIP REVENUE 20,783 20,000 - 100- 462109 STATE OF THE CITY TICKETS 9,877 9,405 10,000 100-462110 ENERGY REBATES 7,945 - - 100-462114 BIG BELLY RECYCLING 389 - 100-462118 INSPECTIONS REVENUE - 2,521 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 89 of 251 Budget Revenues Three Year History 100 - 462122 PROPERTY DAMAGE PAYMENTS 617 100 - 462124 HOMETOWN HEROS BANNER PR 969 3,000 3,000 100 - 462126 CITY STORE - - 3,500 TOTAL OTHER REVENUE $ 8,399,788 $ 9,081,242 $ 9,698,789 TRANSFERS IN 9,473,130 1,205,870 865,000 TOTAL GENERAL FUND $ 142,419,781 $ 138,425,017 $ 141,343,780 FUND 104 - GASB 45 COMPLIANCE 104 - 430301 INTEREST -OTHER INVESTMENT $ 2,842,998 $ $ 104 - 430501 UNREALIZED GAIN/LOSS (9,933,100) - - 104 - 457128 OPEB CONTRIBUTIONS 301,000 TOTAL FUND 104 - GASH 45 COMPLIANCE $ (6,789,1021 $ $ FUND 106 - PENSION LIABILITY 106-430301 INTEREST INCOME $ 3,362 $ $ 106 - 430501 UNREALIZED GAIN/LOSS INVE 2,325 TRANSFERS IN 5,032,450 $ 4,970,012 $ 4,957,575 TOTAL FUND 106 - PENSION LIABILITY $ 5,038,138 $ 4,970,012 $ 4,957,575 FUND 120 - RECREATIONAL FACILITY 120-430301 INTEREST -OTHER INVESTMENT $ 107 $ $ 120 - 430311 GASH 87 LEASE INTEREST REVENUE 485 - - 120 - 431107 RENTAL INCOME-MISC 76,062 73,046 74,808 120 - 431112 RENTAL -PRO SHOP 31,316 14,608 15,000 120 - 431113 GASH 87 LEASE REVENUE 40,881 - - 120 - 456206 CITY MERCHANDISE 1,109 821 2,000 120 - 456611 SPONSORSHIP REVENUE 133,740 150,000 150,000 120 - 456701 ON -ICE REVENUE 3,151,368 3,295,869 3,295,869 120 - 456702 FOOD CONCESSION - 23,500 30,000 120 - 456705 MISC CUBE REVENUE 30,641 30,367 15,000 120 - 456706 FILMING REVENUE CUBE 497,936 11,439 - TRANSFERS IN - 400,000 631,659 TOTAL FUND 120 - RECREATIONAL FACILITY $ 3,963,644 $ 3,999,650 $ 4,214,336 FUND 201-HOME PROGRAM 201 - 430301 INTEREST INCOME $ 4,228 $ 13,826 $ 18,076 201 - 430501 UNREALIZED GAIN/LOSS (17,986) - - 201 - 455201 HOME PROGRAM COLLECTIONS 268,367 51,068 - TOTAL FUND 201 - HOME PROGRAM $ 254,609 $ 64,894 $ 18,076 FUND 202 - SURFACE TRANSP PROGRAM 202 - 445118 STPL REVENUE $ 1,163,143 $ 1,301,580 $ TOTAL FUND 202 - SURFACE TRANSP PROGRAM $ 1,163,143 $ 1,301,580 $ FUND 203 - COMMUNITY DEVELOPMENT BLOCK GRANT 203-430301 INTEREST INCOME $ 1,378 $ 809 $ 203 - 430501 UNREALIZED GAIN/LOSS INVE (844) - - 203 - 442415 CARES ACT (COVID-19) 199,272 144,251 212,493 203-455201 PROGRAM REVENUE - 115,300 - 203 - 455202 CDBG - HUD 853,851 2,123,176 2,641,528 TOTAL FUND 203 -COMMUNITY DEVELOPMENT BLOCK GRANT $ 1,053,658 $ 2,383,536 $ 2,854,021 FUND 206 - BJA LAW ENFORCEMENT GRANT 206-430301 INTEREST INCOME $ 1 $ $ 206 - 430501 UNREALIZED GAIN/LOSS INVE (2) - - 206 - 446121 JUSTICE ASST. GRANT 21 1,958 - 206 - 446122 JUSTICE ASST. GRANT 22 20,028 2,080 206 - 446123 JUSTICE ASST GRANT 23 - 21,982 TOTAL FUND 206 - BJA LAW ENFORCEMENT GRANT $ 21,986 $ 24,062 $ FUND 207 - HOME ENTITLEMENT 207 - 455203 HOME PROGRAM $ $ $ 530,314 TOTAL FUND 207 - HOME ENTITLEMENT $ $ $ 530,314 Page 90 of251 THE CITY OF SANTA CLARITA Summaries and Revenues Budget Revenues Three Year History FUND 228 - AMERICAN RESCUE PLAN ACT 228 - 462101 AMERICAN RESCUE PLAN $ 10,277,120 $ 14,333,739 $ 906,777 TOTAL FUND 228 -AMERICAN RESCUE PLAN ACT $ 10,277,120 $ 14,333,739 $ 906,777 FUND 229 - FEDERAL GRANT 229-430301 INTEREST -OTHER INVESTMENT 229-430501 UNREALIZED GAIN/LOSSINVE 229 - 442409 MISC FEDERAL GRT 229 - 447110 EMERGENCY RENTAL ASSISTANCE 229-462101 MISCELLANEOUS REVENUE TOTAL FUND 229-FEDERAL GRANT $ 40,307 $ - $ - (33,460) - - 230,212 3,509,181 3,033,460 3,949,450 - - 42,689 11 $ 4,229,197 $ 3,509,192 $ 3,033,460 FUND 230 - GAS TAX 230-430301 INTEREST INCOME $ 1,595 $ - $ 230 - 441101 2107.5 GAS TAX 10,000 10,000 10,000 230 - 441102 2106 GAS TAX 708,393 787,131 856,926 230 - 441103 2107 GAS TAX 1,474,420 1,655,371 1,805,055 230 - 441104 2105 GAS TAX 1,232,679 1,381,856 1,502,794 230 - 441107 7360 GAS TAX 1,755,090 1,965,806 2,269,385 230 - 462101 MISCELLANEOUS REVENUE (14,214) 284 - 230- 462122 PROPERTY DAMAGE PAYMENTS 27,678 18,081 - TRANSFERS IN 317,655 407,423 100,000 TOTAL FUND 230 - GAS TAX $ 5,513,297 $ 6,225,952 $ 6,544,160 FUND 231 -TRAFFIC SAFETY 231 - 420103 TRAFFIC MOVING VIOLATIONS $ 500,057 $ 550,000 $ 550,000 TOTAL FUND 231 - TRAFFIC SAFETY $ 500,057 $ SSQ,000 $ r50,000 232-430301 232-430501 232-442104 233-430301 233-430501 233-442102 234-430301 234-430501 234-446103 238-430301 238-430501 238-442101 259-447104 259-447108 259-462101 260-430301 260-430501 260-442201 FUND 232 -AB2766 AIR QUALITY IMPROVEMENT INTEREST INCOME UNREALIZED GAIN/LOSS INVESTMENT AB2766 AIR QUALITY IMPROV TOTAL FUND 232 - AB2766 AIR QUALITY IMPROVEMENT FUND 233 - TDA ARTICLE 8 INTEREST INCOME UNREALIZED GAIN/LOSS INVE TDA ARTICLE 8 (STREETS) TOTAL FUND 233 - TDAARTICLE 8 FUND 234 - SUPPLEMENTAL LAW ENFORCEMENT GRANT INTEREST INCOME UNREALIZED GAIN/LOSS INVE SUPPL. LAW ENFORCEMENT GR TOTAL FUND 234 - SUPPLEMENTAL LAW ENFORCEMENT GRANT FUND 238 - BIKEWAY FUNDS INTEREST INCOME UNREALIZED GAIN/LOSS INVE TDA ARTICLE 3 (BIKEWAYS) TOTAL FUND 238 - BIKEWAY FUNDS FUND 259 -MISC GRANTS STATE RECYCLING GRANTS RMDZ CAL RECYCLE GRANT MISCELLANEOUS REVENUE TOTAL FUND 259 - MISC GRANTS FUND 260 - PROPOSITION C LOCAL RETURN INTEREST INCOME UNREALIZED GAIN/LOSS INVE PROPOSITION C LOCAL RETURN TOTAL FUND 260 - PROPOSITION C LOCAL RETURN $ 2,135 $ 7,064 $ 7,603 (6,156) - - 286,347 289,000 289,000 $ 282,326 $ 296,064 $ 296,603 $ 47,164 $ $ - (281,859) - 10,759,480 4,758,747 17,779,096 $ 10,524,785 $ 4,758,747 $ 17,779,096 $ 3,868 $ $ - (12,884) - 546,051 353,433 353,814 $ 537,035 $ 353,433 $ 353,814 $ 290 $ $ (10,443) 138,939 525,482 160,000 $ 128,786 $ 525,482 $ 160,000 $ 54,913 $ 348,643 $ 56,000 - 8,416 13,500 7,595,888 2,515,607 102,234 $ 7,6S0,801 $ 2,872,666 $ 171,734 $ 115,296 $ 129,022 $ - (336,532) - - 4,648,777 4,483,840 5,485,789 $ 4,427,541 $ 4,612,862 $ 5,485,789 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 91 of251 Budget Revenues Three Year History FUND 261 -PROPOSITION A LOCAL RETURN 261 - 430301 INTEREST INCOME $ 120,426 $ 239,695 $ 344,083 261 - 430501 UNREALIZED GAIN/LOSS INVE (344,493) - - 261- 442301 PROP A - LOCAL RETURN 5,604,452 5,405,645 6,613,578 TOTAL FUND 261 -PROPOSITION A LOCAL RETURN $ 5,380,386 $ 5,645,340 $ 6,957,661 FUND 262 -PROPOSITION A PARK BOND 262 - 443102 PROP A SAFE PARK BONDS $ 5,340 $ $ 262 - 443103 PROP A SAFE PARK -PROJECT SP 111,000 250,000 TOTAL FUND 262 - PROPOSITION A PARK BOND $ 116,340 $ 250,000 $ FUND 264 - MEASURE R LOCAL RETURN 264 - 430301 INTEREST INCOME $ 35,483 $ 93,378 $ 264 - 430501 UNREALIZED GAIN/LOSS INVE (140,293) - - 264- 442602 MEASURE R LOCAL RETURN 3,486,021 3,362,880 4,114,342 TOTAL FUND 264 - MEASURE R LOCAL RETURN $ 3,381,211 $ 3,456,258 $ 4,114,342 FUND 265 - PROPOSITION C 25%GRANT 265 - 442208 PROPOSITION C GRANTS $ 4,630,244 $ 1,151,782 $ 938,874 TOTAL FUND 265 - PROPOSITION C 25% GRANT $ 4,630,244 $ 1,151,782 $ 938,874 FUND 266 - MEASURE M LOCAL RETURN 266 - 442611 MEASURE M LOCAL RETURN $ 3,944,834 $ 3,811,264 $ 4,662,921 266 - 430301 INTEREST INCOME 61,066 107,520 - 266- 430501 UNREALIZED GAIN/LOSS INVE (225,871) - - TOTAL FUND 266 - MEASURE M LOCAL RETURN $ 3,780,028 $ 3,918,784 $ 4,662,921 FUND 267 - S131 ROAD REPAIR &ACCOUNTABILITY 267 - 430301 INTEREST INCOME $ 31,794 $ 53,502 $ 267 - 430501 UNREALIZED GAIN/LOSS INVE (146,446) - - 267- 441108 S131 ROAD MAINTENANCE REHAB 4,501,930 4,966,932 5,661,305 TOTAL FUND 267 - S131 ROAD REPAIR & ACCOUNTABILITY $ 4,387,278 $ 5,020,434 $ 5,661,305 FUND 2 68 - MEASURE M ATP 268 - 442614 MEASURE M ATP $ 94,925 $ 2,250,089 $ 297,582 TOTAL FUND 268 - MEASURE M ATP $ 94,925 $ 2,250,089 $ 297,582 FUND 2 69 - MEASURE A SAFE PARKS 269-430301 INTEREST -OTHER INVESTMENT $ 172 $ $ 269 - 430501 UNREALIZED GAIN/LOSS INVE (68) - - 269- 443104 MEASURE A SAFE PARKS 387,548 195,012 204,144 269 - 443105 MEASURE A SAFE PARKS PROJ SPECIFIC - 3,072,491 TOTAL FUND 269 - MEASURE A SAFE PARKS $ 387,652 $ 3,267,503 $ 204,144 FUND 270 - MEASURE R HIGHWAY IMPROVEMENTS 270 - 442605 MEASURE R HIGHWAY OPS IMP $ 12,709 $ 4,330,910 $ 20,065,000 270-462101 MISCELLANEOUS REVENUES (22) - - TOTAL FUND 270 - MEASURE R HIGHWAY IMPROVEMENTS $ 12,686 $ 4,330,910 $ 20,065,000 FUND 271 - MEASURE W SAFE CLEAN WATER 271 - 400108 MEASURE W SAFE CLEAN WATER $ 3,208,851 $ 3,214,928 $ 3,214,929 271 - 400109 MEASURE W REGIONAL 1,801,103 - - 271- 430301 INTEREST INCOME 42,954 103,091 98,829 271 - 430501 UNREALIZED GAIN/LOSS INVE (161,766) - - TOTAL FUND 271 - MEASURE W SAFE CLEAN WATER $ 4,891,143 $ 3,318,019 $ 3,313,758 FUND 272 - MEASURE H HOMELESS INITIATIVE 272-462101 MISCELLANEOUS REVENUES $ 219,860 $ 467,199 $ TOTAL FUND 272 - MEASURE H HOMELESS INITIATIVE $ 219,860 $ 467,199 $ FUND 300 - BOUQUET CANYON B&T DISTRICT 300 - 430301 INTEREST -OTHER INVESTMENT $ 28,985 $ 49,669 $ 81,898 300 - 430501 UNREALIZED GAIN/LOSS INVE (95,963) - - 300- 430601 INTEREST INC- B&T ADVANCE 23,250 43,152 36,360 Page 92 of 251 THE CITY OF SANTA CLARITA Summaries and Revenues Budget Revenues Three Year History 300 - 454201 B&T FEES - BOUQUET 7,788 50,000 - TOTAL FUND 300 -BOUQUET CANYON B&T DISTRICT $ (35,940 $ 142,821 $ 118,258 FUND 301 - EASTSIDE B&T DISTRICT 301 - 430301 INTEREST INCOME $ 31,806 $ $ 301 - 430501 UNREALIZED GAIN/LOSS INVE (112,764) - - 301- 454202 B&T FEES - EASTSIDE 696,621 50,000 301 - 462101 MISCELLANEOUS REVENUES - 6,320 TOTAL FUND 301 - EASTSIDE B&T DISTRICT $ 615,663 $ 56,320 $ FUND 302 - VIA PRINCESSA B&T DISTRICT 302 - 430301 INTEREST INCOME $ 49,359 $ 106,589 $ 118,563 302 - 430501 UNREALIZED GAIN/LOSS INVE (165,956) - - 302- 430602 INTEREST INC- B&T ADVANCE 35,047 65,052 54,804 302 - 454203 B&T FEES - VIA PRINCESSA 274,810 80,000 - TOTAL FUND 302 - VIA PRINCESSA B&T DISTRICT $ 193,260 $ 251,641 $ 173,367 FUND 303 - VALENCIA B&T DISTRICT 303 - 430301 INTEREST INCOME $ 26,961 $ 95,053 $ 30,776 303 - 430501 UNREALIZED GAIN/LOSS INVE (95,968) - - 303 - 430605 INTEREST INCOME-B&T ADVANCE 187,680 348,351 293,484 303 - 454204 VALENCIA B & T FEES 467,568 30,000 - 303- 462101 MISCELLANEOUS REVENUE 368,724 368,724 368,724 TOTAL FUND 303 - VALENCIA B&T DISTRICT $ 954,965 $ 842,128 $ 692,984 FUND 304 - BOUQUET CANYON 2ND ACCESS B&T DISTRICT 304 - 430607 INTEREST INC-B&T ADV BQT 2ND $ 31,119 $ 57,791 $ 48,660 TOTAL FUND 304 - BOUQUET CANYON 2ND ACCESS B&T DISTRICT $ 31,119 $ 57,791 $ 48,660 FUND 305 - PARK DEDICATION FUND 305 - 430301 INTEREST INCOME $ 28,182 $ 32,356 $ 6,740 305 - 430501 UNREALIZED GAIN/LOSS INVE (82,566) - - 305- 457502 PARK IN -LIEU FEES-QUIMBY 62,515 38,835 - TOTAL FUND 305 - PARK DEDICATION FUND $ 8,132 $ 71,191 $ 6,740 FUND 306 - DEVELOPER FEE FUND 306 - 430301 INTEREST INCOME $ 94,531 $ 172,035 $ 67,328 306 - 430501 UNREALIZED GAIN/LOSS INVE (325,424) - - 306- 430604 INT INC-B&T ADV 1,747 306 - 430606 INTEREST INCOME -SA ADVAN 159,597 - - 306 - 457501 DEVELOPER FEES 1,637,537 1,341,810 880,000 306 - 457504 DEV FEES -LAW ENFORCE IMP 161,036 91,326 - 306 - 457505 DEVELOPER - FIRE DISTRICT FEES 1,163,527 997,552 306-462101 MISCELLANEOUS REVENUES - 40,000 306 - 462105 PRIOR YEAR -REVENUE ADJUST 539 - - TOTAL FUND 306 -DEVELOPER FEE FUND $ 2,893,090 $ 2,642,723 $ 947,328 FUND 308 - LIBRARY FACILITY FEE FUND 308 - 430301 INTEREST INCOME $ 37,281 $ 84,088 $ 116,014 308 - 430501 UNREALIZED GAIN/LOSS INVE (125,972) - - 308- 457501 DEVELOPER FEES 202,724 130,000 200,000 TOTAL FUND 308 - LIBRARY FACILITY FEE FUND $ 114,034 $ 214,088 $ 316,014 FUND 309 - PUBLIC LIBRARY FUND 309 - 400101 PROPERTY TAX $ 8,817,029 $ 8,9595540 $ 9,522,404 309 - 430301 INTEREST INCOME 33,995 70,433 126,213 309 - 430501 UNREALIZED GAIN/LOSS INVE (98,069) - - 309- 431104 RENTAL INCOME -FACILITIES 80 260 100 309 - 431107 RENTAL INCOME-MISC 93,786 67,243 70,336 309 - 457129 PASSPORT FEES 227,217 226,811 337,649 309 - 460107 DONATIONS-FOL PROGRAMMING 25,000 26,000 25,000 309 - 462101 MISCELLANEOUS REVENUE 57,438 54,548 54,548 309-462103 CASH OVER SHORT 60 - - 309- 462121 LIBRARY GRANTS 4,546 114,892 TRANSFERSIN 25,933 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 93 of251 Budget Revenues Three Year History TOTAL FUND 309 -PUBLIC LIBRARY FUND $ 9,161,082 $ 9,545,660 $ 10,136,250 FUND 330 - PUBLIC EDUCATION & GOVERNMENT 330 - 401204 FRANCHISE AGREEMENT -OTHER 330-430301 INTEREST INCOME 330-430501 UNREALIZED GAIN/LOSSINVE 330-462101 MISCELLANEOUS REVENUES TOTAL FUND 330 - PUBLIC EDUCATION & GOVERNMENT FUND 350 - GVR OPEN SPACE MAINTENANCE DISTRICT 350 - 402402 SPECIAL ASSESSMENTS 350-430301 INTEREST INCOME 350-430501 UNREALIZED GAIN/LOSSINVE TOTAL FUND 350 - GVR OPEN SPACE MAINTENANCE DISTRICT $ 462,839 $ 430,000 $ 450,000 5,672 17,451 30,425 (20,933) - - (26,194) - - $ 421,384 $ 447,451 $ 480,425 $ 81,606 $ 85,686 $ 91,316 2,618 6,011 7,236 (9,186) - - $ 75,038 $ 91,697 $ 98,552 FUND 351 - DRAINAGE BENEFIT ASSESSMENT AREAS 351 - 402101 DRAINAGE BENEFIT ASSES#3 $ 28,363 $ 27,987 $ 27,987 351 - 402102 DRAINAGE BENEFIT ASSES#6 26,347 26,155 26,155 351 - 402103 DRAINAGE BENEFIT ASSES#18 44,321 43,696 43,696 351 - 402105 DRAINAGE BENEFIT ASSES#20 39,913 41,617 43,671 351 - 402106 DRAINAGE BENEFIT ASSES #22 13,757 14,504 15,220 351 - 402107 DBAA 2008-1 RIVER VILLAGE 59,466 62,507 65,588 351 - 402108 DBAA 2008-2 SOUTH PLAZA 16,833 17,726 18,600 351 - 402109 DBAA 2013-1 VILLA METRO 17,230 18,423 19,332 351 - 402110 DBAA 2014-1 RIVER VILLAGE AREA C 62,030 65,751 68,993 351 - 402111 DBAA 2015-1 FIVE KNOLLS 104,675 108,189 113,525 351 - 402112 DBAA 2017-1 VISTA CANYON 35,958 46,811 49,039 351 - 402113 DBAA 2017-2 GV RANCH 29,917 31,508 33,063 351 - 402114 DBAA #24 - PLUM CYN 61,178 77,033 80,832 351 - 402115 DBAA #33 -SKYLINE 24,453 27,076 28,411 351 - 430301 INTEREST INCOME 32,194 77,168 110,807 351 - 430501 UNREALIZED GAIN/LOSS INVE (111,421) - - TRANSFERS IN 17,000 17,000 17,000 TOTAL FUND 351 -DRAINAGE BENEFIT ASSESSMENT AREAS $ 502,215 $ 703,151 $ 761,919 FUND 354 - STREETLIGHTS MAINT. DISTRICT -AD VALOREM 354 - 401101 AD VALOREM $ 3,303,744 $ 3,291,609 $ 3,453,023 354 - 430301 INTEREST INCOME 112,630 271,079 376,106 354 - 430501 UNREALIZED GAIN/LOSS INVE (399,439) - - 354 - 454102 TRAFFIC SIGNAL INSPECTION 2,500 5,000 2,500 354-462101 MISCELLANEOUS REVENUE (212) - - 354 - 462122 PROPERTY DAMAGE PAYMENTS 132,788 150,000 150,000 TOTAL FUND 354 - STREETLIGHTS MAINT. DISTRICT -AD VALOREM $ 3,152,011 $ 3,717,688 $ 3,981,629 FUND 356 - STORMWATER UTILITY 356 - 402302 STRMDRN ASSESS-BRIDGEPORT $ 28,498 $ 27,744 $ 27,744 356 - 402303 STRMDRN ASSESS-CREEKSIDE 35,677 25,565 25,565 356 - 402304 STRMDRN ASSESS -HIDDEN CRK 22,551 21,843 21,843 356 - 402305 STRMDRN ASSESS -HART PONY 6,454 6,375 6,375 356 - 430301 INTEREST INCOME 46,854 76,688 91,077 356 - 430501 UNREALIZED GAIN/LOSS INVE (125,519) - - 356 - 402301 STORMWATER UTILITY USER FEES 3,676,511 4,976,335 4,279,218 356 - 457124 SUSMP INSPECTION PERMIT FEES 19,896 19,743 19,700 356 - 462101 MISCELLANEOUS REVENUE 531,311 179,971 327,179 TRANSFERS IN 3,690 3,690 3,690 TOTAL FUND 356 - STORMWATER UTILITY $ 4,245,923 $ 5,337,954 $ 4,802,391 FUND 357 - LANDSCAPE MAINTENANCE DISTRICT 357 - 402201 LMD DISTRICT #1 ZONE #T1 WEST $ 24,186 $ 27,088 $ 30,535 357 - 402202 LMD DIST 1 ZONE T2 OLD ORCHARD 234,417 256,517 269,163 357 - 402203 LMD DIST 1 ZONE T3 VAL HILLS 125,284 137,488 144,266 357 - 402204 LMD DIST 1 ZONE T4 VAL MEADOWS 161,255 164,765 188,303 357 - 402205 LMD DIST 1 ZONE TS VAL GLEN 162,371 166,604 166,604 357 - 402206 LMD DIST 1 ZONE T6 SO VALLEY 144,197 146,814 146,814 357 - 402207 LMD DIST 1 ZONE T7 CENTRAL 438,799 446,762 485,611 Page 94 of251 THE CITY OF SANTA CLARITA Summaries and Revenues Budget Revenues Three Year History 357 - 402208 LMD DIST 1 ZONE T8 SUMMIT 1,243,653 1,349,414 1,415,940 357 - 402211 LMD DIST 1 ZONE T17 RAINBOW GLEN 42,632 46,257 48,538 357 - 402212 LMD DIST 1 ZONE T23 MT VIEW SLOPES 937,967 1,017,732 1,067,906 357 - 402213 LMD DIST 1 ZONE T23A MT VIEW CONDOS 331,784 359,999 377,747 357 - 402214 LMD DIST 1 ZONE T23B SECO VILLAS 119,143 129,275 135,648 357 - 402215 LMD DIST 1 ZONE T29 AMERICAN BEAUTY 64,141 65,306 65,306 357 - 402216 LMD DIST ZONE T31 SHANGRI-LA 400,262 437,980 459,575 357 - 402220 LMD DIST 1 ZONE T46 NBRIDGE 1,847,521 2,004,496 2,165,908 357 - 402221 LMD DIST 1 ZONE T47 NPARK 871,496 945,608 992,226 357 - 402222 LMD DIST 1 ZONE T52 STONECREST 464,619 503,231 528,040 357 - 402223 LMD DIST 1 ZONE 1 GV PARKWAY 12,661 12,890 12,890 357 - 402225 LMD DIST 1 ZONE 3 SIERRA HEIGHTS 46,824 S0,806 50,806 357 - 402226 LMD DIST 1 ZONE 4 ALBERTSONS 117,230 119,358 119,358 357 - 402227 LMD DIST 1 ZONE 5 SUNSET HILLS 88,850 90,462 90,462 357 - 402228 LMD DIST 1 ZONE 6 CYN CREST 67,721 68,950 68,950 357 - 402229 LMD DIST 1 ZONE 7 CRKSIDE 179,015 194,239 194,239 357 - 402230 LMD DIST 1 ZONE 8 FRIENDLY/SIERRA 8,150 8,844 9,280 357 - 402233 LMD DIST 1 ZONE 15 RIVER VILLAGE 347,283 370,188 355,331 357 - 402234 LMD DIST 1 ZONE 16 VIC 279,359 303,054 317,994 357 - 402235 LMD DIST 1 ZONE 17 BQT/RAILROAD AVE 108,193 110,100 110,893 357 - 402237 ZONE 18 TOWN CENTER TOURNEY RD 628,675 637,448 717,129 357 - 402238 ZONE 19 BRIDGEPORT BOUQUET 106,820 112,877 118,442 357 - 402239 ZONE 20 GOLDEN VLLY RANCH -COMMERCIAL 97,901 99,678 99,678 357 - 402241 LMD DIST #1 ZONE 21 GLDN VLY RANCH-RES. 294,443 287,569 287,569 357 - 402242 LMD DIST #1 ZONE 22 HMNM HOSPITAL 17,280 17,594 17,594 357 - 402244 LMD DIST #1 ZONE 24 CYN GATE 58,056 59,110 44,332 357 - 402245 LMD DIST #1 ZONE 25 VL DI ORO 9,761 9,938 11,926 357 - 402246 ZONE 26 CTR PT -COMMERCIAL 159,809 162,710 162,710 357 - 402247 ZONE 27 CIRCLE J 509,261 547,359 579,556 357 - 402248 ZONE 28 NEWHALL 495,811 499,670 524,580 357 - 402249 ZONE T33 CANYON PARK 96,938 98,697 98,697 357 - 402250 ZONE T51 VALENCIA HIGH SCHOOL 512,713 556,314 556,314 357 - 402254 ZONE T20 EL DORADO VILLAGE 182,847 186,165 186,165 357 - 402255 ZONE T44 BOUQUET CYN 87,650 89,241 89,241 357 - 402256 ZONE T48 SHADOW HILLS 46,220 47,058 47,058 357 - 402257 ZONE T62 CANYON HEIGHTS 124,800 127,065 127,065 357 - 402258 ZONE T67 MIRAMONTES 264,112 268,905 268,905 357 - 402259 ZONE T71 HASKELL CYN RANCH 136,408 138,883 138,883 357 - 402261 ZONE 29 VILLA METRO 62,393 63,526 63,526 357 - 402266 ZONE 30 PENLON 30,663 30,771 30,771 357 - 402267 ZONE 31 FIVE KNOLLS 303,076 231,432 231,432 357 - 402268 ZONE T77 WEST CREEK PARK (MWD) 66,195 - - 357- 402269 ZONE T69 WEST CREEK ESTATES 633,012 562,766 563,814 357 - 402270 ZONE T68 WEST CREEK VILLAGE 135,075 146,669 153,886 357 - 402271 ZONE 32 VISTA CANYON 63,695 68,578 73,417 357 - 402272 ZONE T2A SKYLINE RANCH 100,507 140,365 156,016 357 - 402273 ZONE T1B PLUM/WHITES CYN 102,954 88,859 91,637 357 - 402274 ZONE TESORO ADOBE PARK - 158,000 258,248 357 - 401102 AD VALOREM T2 OLD ORCHARD 100,948 102,704 109,013 357 - 401103 AD VALOREM T3 VAL HILLS 72,708 73,180 77,486 357 - 401104 AD VALOREM T4 VAL MEADOWS 33,773 34,352 39,269 357 - 401105 AD VALOREM TS VAL GLEN 64,428 64,977 68,496 357 - 430301 INTEREST INCOME 205,764 437,808 555,886 357 - 430501 UNREALIZED GAIN/LOSS INVE (741,281) - 357- 462101 MISCELLANEOUS REVENUE 52,755 357 - 462122 PROPERTY DAMAGE PAYMENT 31,422 5,280 - TRANSFERS IN 10,000 10,000 10,000 TOTAL FUND 357 - LANDSCAPE MAINTENANCE DISTRICT $ 14,026,605 $ 15,699,775 $ 16,577,074 FUND 358 - OPEN SPACE PRESERVATION DISTRICT 358 - 402401 SPECIAL ASSESSMENTS $ 3,051,349 $ 3,114,941 $ 3,267,232 358 - 430301 INTEREST INCOME 61,195 118,095 201,667 358 - 430501 UNREALIZED GAIN/LOSS INVE (219,967) - - 358- 431107 RENTAL INCOME -MISCELLANEOUS 12,272 85,000 87,000 358 - 462101 MISCELLANEOUS REVENUES 4,271 1,000 - TOTAL FUND 358 -OPEN SPACE PRESERVATION DISTRICT $ 2,909,119 $ 3,319,036 $ 3,555,899 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 95 of251 Budget Revenues Three Year History FUND 359 - STREETLIGHTS MAINT. DISTRICT-SPCL LEVY 359 - 402403 LEVY A ASSESSMENTS $ 428,927 $ 434,221 $ 433,973 359 - 402404 LEVY B ASSESSMENTS 2,425,719 2,463,814 2,545,957 359 - 430301 INTEREST INCOME 20,189 27,869 56,522 359 - 430501 UNREALIZED GAIN/LOSS INVE (68,017) - - 359 - 462101 MISCELLANEOUS REVENUES (53,078) 359-462110 ENERGY REBATES 134,245 - - 359 - 462122 PROPERTY DAMAGE PAYMENTS 339,331 375,000 375,000 TRANSFERS IN 218,063 231,485 270,635 TOTAL FUND 359 - STREETLIGHTS MAINT. DISTRICT-SPCL LEVY $ 3,445,379 $ 3,532,389 $ 3,682,087 FUND 360 - TOURISM MARKETING DISTRICT FUND 360 - 402406 TOURISM MARKETING ASSESSMENT $ 917,590 $ 900,000 $ 900,000 360 - 430301 INTEREST INCOME 4,493 18,930 25,267 360 - 430501 UNREALIZED GAIN/LOSS (23,989) - - TOTAL FUND 360 - TOURISM MARKETING DISTRICT FUND $ 898,094 $ 918,930 $ 925,267 FUND 361 - TOURISM BUREAU FUND 361-430301 INTEREST INCOME $ 631 $ $ 361 - 430501 UNREALIZED GAIN/LOSS INVE (2,052) - - 361 - 462116 MEMBERSHIP DUES -TOURISM 2,600 8,038 8,000 361 - 462117 ONLINE BOOKING COMMISSION 29 - - TOTAL FUND 361 - TOURISM BUREAU FUND $ 1,208 $ 8,038 $ 8,000 FUND 367 - AREAWIDE FUND 367 - 402268 T77 WEST CREEK PARK $ 118 $ $ 367 - 402240 ZONE 2008-1 MAJOR T-FARES 6,492,293 6,860,697 7,456,987 367 - 401101 T1 AD VALOREM 859,552 858,712 904,198 367 - 430301 INTEREST INCOME 24,195 75,548 125,684 367 - 430501 UNREALIZED GAIN/LOSS INVE (160,467) - - 367 - 462101 MISCELLANEOUS REVENUE (136,195) 1,365 367 - 462122 PROPERTY DAMAGE PAYMENTS 55,978 24,085 - TRANSFERS IN 11,416,425 13,910,505 14,734,630 TOTAL FUND 367 - AREAWIDE FUND $ 18,551,899 $ 21,730,912 $ 23,221,499 FUND 368 -VISTA CANYON WATER FACTORY FUND 368 - 402405 VC WASTE WATER STANDBY ASSESSMENT $ 865,142 $ 1,654,693 $ 1,035,513 368 - 430301 INTEREST INCOME 28,872 82,808 138,564 368 - 430501 UNREALIZED GAIN/LOSS INVE (101,985) - - TOTAL FUND 368 - VISTA CANYON WATER FACTORY FUND $ 792,029 $ 1,737,501 $ 1,174,077 FUND 369 - COOPER STREET PARKING CFD 369 - 402411 COOPER ST PARKING CFD2020-1 $ 304,242 $ 995,525 $ 446,057 369 - 430501 UNREALIZED GAIN/LOSS INVE 1,326 - - 369 - 462105 PRIOR YEAR REVENUE - 122,342 - TOTAL FUND 369 - COOPER STREET PARKING CFD $ 305,568 $ 1,117,867 $ 446,057 FUND 393 - CITY HOUSING SUCCESSOR FUND 393 - 430301 INTEREST INCOME $ 7,390 $ 22,036 $ 393 - 430501 UNREALIZED GAIN/LOSS INV (25,095) - - TRANSFERS IN 72,688 159,244 160,747 TOTAL FUND 393 - CITY HOUSING SUCCESSOR FUND $ 54,983 $ 181,280 $ 160,747 FUND 500 - GENERAL DEBT SERVICE FUND 500 - 430201 INTEREST INC-LEASE PMT $ 293 $ $ 500 - 462105 PRIOR YEAR -REVENUE ADJUST 490,488 - - TRANSFERS IN 4,479,209 5,482,057 5,944,659 TOTAL FUND 500 - GENERAL DEBT SERVICE FUND $ 4,969,991 $ 5,482,057 $ 5,944,659 FUND 601 - GENERAL FUND CAPITAL PROJECTS TRANSFERS IN $ 959,705 $ 4,596,144 $ 2,073,500 TOTAL FUND 601 - GENERAL FUND CAPITAL PROJECTS $ 959,705 $ 4,596,144 $ 2,073,500 Page 96 of251 THE CITY OF SANTA CLARITA Budget Revenues Three Year History Summaries and Revenues FUND 602 -CIVIC ART PROJECT 602 - 430301 INTEREST INCOME $ 2,891 $ 4,951 $ 602 - 430501 UNREALIZED GAIN/ LOSS INVE (8,851) - - TRANSFERS IN 100,000 - 157,439 TOTAL FUND 602 - CIVIC ART PROJECT $ 94,040 $ 4,951 $ 157,439 FUND 700 -TRANSIT FUND 700 - 430301 INTEREST INCOME $ 34,189 $ $ 700 - 430501 UNREALIZED GAIN/LOSS INVE (219,205) - - 700 - 431107 RENTAL INCOME-MISC 61 - - 700 - 442106 ASI REIMBURSEMENT 2,049,383 2,000,000 2,000,000 700 - 442202 PROPOSITION C EXPANSION 206,663 213,483 221,403 700 - 442204 BSIP REVENUES 53,643 55,413 57,469 700 - 442205 SECURITY ALLOCATION 220,785 319,501 371,692 700 - 442206 TRANSIT MITIGATION REV 15,143 24,953 30,078 700 - 442207 MOSIP 322,341 635,637 392,847 700 - 442302 PROP A - DISCRETIONARY 4,648,683 5,035,631 5,451,954 700 - 442303 SPECIALIZED TRANSPORTATION 1,565,711 1,933,689 1,008,737 700 - 442403 METRO LINK TRANSFERS 54,070 65,000 66,950 700 - 442409 MISC FEDERAL GRANTS 9,117,836 18,613,732 8,568,540 700 - 442410 TRANSIT MITIGATION FEE 360,268 1,000 700 - 442413 S131 STATE TRANSP ASSISTANCE 394,942 652,603 854,017 700 - 442414 S131 STATE OF GOOD REPAIR - 958,000 - 700 - 442415 CARES ACT (COVID 19) 99,935 747,564 700 - 442416 ARPA-FTA - 860,108 4,702,394 700 - 442501 COUNTY CONTRIBUTIONS - SRV 2,439,726 2,000,000 2,060,000 700 - 442601 MEASURE R BUS OPERATIONS 2,495,030 2,991,220 3,583,881 700 - 442603 MEASURE R CLEAN FUEL 432,143 - - 700 - 442612 MEASURE M BUS OPERATIONS 2,486,530 2,986,530 3,580,851 700 - 450101 FAREBOX REVENUES 641,436 827,507 852,332 700 - 450103 D-A-R FAREBOX REVENUES 80,474 125,370 129,131 700 - 450104 COMMUTER SERVICE REVENUE 285,862 300,000 309,000 700 - 450108 TAP LOCAL 277,373 300,000 309,000 700 - 450109 TAP COMMUTER 100,825 120,000 123,600 700 - 450110 TRANSIT TAP EZ PASS 7,450 6,000 6,180 700 - 462101 MISCELLANEOUS REVENUE 3,336,701 2,528,565 - 700 - 462105 PRIOR YEAR -REVENUE ADJUST 547,462 700 - 462106 SALES OF PROPERTY & EQUIPMENT 36,900 35,000 700-462110 ENERGY REBATES 619,167 635,180 700 - 462122 PROPERTY DAMAGE PAYMENT - 33,035 TRANSFERS IN 8,336,691 8,538,444 - TOTAL FUND 700 - TRANSIT FUND $ 40,948,282 $ 52,895,536 $ 35,427,620 FUND 720 -COMPUTER REPLACEMENT 720 - 430301 INTEREST INCOME $ 22,957 $ 60,159 $ 81,067 720 - 430501 UNREALIZED GAIN/LOSS INVE (81,800) - - 720 - 457105 COMPUTER REPLACEMENT CHAR 804,311 956,625 956,625 TOTAL FUND 720 - COMPUTER REPLACEMENT $ 745,468 $ 1,016,784 $ 1,037,692 FUND 721-SELF INSURANCE 721 - 430301 INTEREST INCOME $ 63,598 $ 122,248 $ 56,407 721 - 430501 UNREALIZED GAIN/LOSS INVE (236,122) - 721 - 457103 CHARGES FOR SELF INSURANCE 4,151,837 4,097,739 4,009,352 721 - 462101 MISCELLANEOUS REVENUE 3,000,000 782,553 - TRANSFERS IN 115,990 110,969 100,467 TOTAL FUND 721 - SELF INSURANCE $ 7,095,302 $ 5,113,509 $ 4,166,226 FUND 722 - VEHICLE/EQUIPMENT REPLACEMENT 722 - 430301 INTEREST INCOME 722 - 430501 UNREALIZED GAIN/LOSS INVE 722-457104 EQUIP. REPLACEMENT CHARGE 722-462101 MISCELLANEOUS REVENUES TOTAL FUND 722 - VEHICLE/EQUIPMENT REPLACEMENT $ 43,108 $ 110,449 $ 183,960 (146,551) - - 480,118 672,617 995,970 - 60,743 - $ 376,674 $ 843,809 $ 1,179,930 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 97 of251 Budget Revenues Three Year History FUND 723 - FACILITIES FUND 723 - 430301 INTEREST INCOME $ 820,657 $ 2,819,735 $ 3,371,444 723 - 430501 UNREALIZED GAIN/LOSS INVE (2,619,838) - - 723 - 430604 INT INC-B&T ADV 27,680 - 723 - 462101 MISCELLANEOUS REVENUE 933,211 2,100,000 - TRANSFERS IN 55,310,412 30,668,210 12,712,253 TOTAL FUND 723 -FACILITIES FUND $ 54,472,121 $ 35,587,945 $ 16,083,697 INTERFUND TRANSFER1 1 SUBTOTAL CITY REVENUE RESOURCES $ 295,593,889 $ 329,454,986 $ 331,061,855 SUCCESSORAGENCY 2,903,110 2,963,506 TOTAL CITY REVENUE RESOURCES $ 298,496,999 $ 332,418,492 $ 333,216,050 Page 98 of 251 THE CITY OF SANTA CLARITA Summaries and Revenues Budget Revenues - Successor Agency Three Year History FUND 392 - REDEVELOPMENT OBLIGATION RET. FUND (RORF) 392 - 400107 PROPERTY TAX INCREMENT-RORF $ 2,958,673 $ 2,963,506 $ 2,154,195 392 - 430301 INTEREST INCOME (569) - - 392- 430309 INTEREST INCOME -RDA BONDS 228 392 - 430501 UNREALIZED GAIN/LOSS INVE (55,222) TOTAL FUND 392 - REDEVELOPMENT OBLIGATION RET. FUND (RO] $ 2,903,110 $ 2,963,506 $ 2,154,195 OTHER REVENUE 550 - 600392 TRANSFER IN $ 2,184,016 $ 3,603,942 $ 2,135,669 TOTAL OTHER REVENUE $ 2,184,016 $ 3,603,942 $ 2,135,669 TRANSFERIN (2,184,016) (3,603,942) (2,13S,669) TOTAL REVENUE RESOURCES $ 2,903,110 $ 2,963,SO6 $ 2,iS4,19S OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 99 of251 City Manager's Office Personnel Services $ 3,101,677 Operations & Maintenance 1,137,475 Total City Manager's Office $ 4,239,152 City Council Administration Communications ■ Communication! 40% ■ City Council 7% . �tion 53 280,601 2,256,998 1,701,554 Page 100 of251 THE CITY OF SANTA CLARITA City Manager's Office Program Purpose The City Council is elected by the residents and serves as the governing body that guides the progress of the City of Santa Clarita into the future. The City Council, as a whole, 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 2025, 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 Executive and Legislative Platform. Personnel 500101 Regular Employees 136,371 501101 Health & Welfare 60,995 501102 Life Insurance 220 501103 Long -Term Disability Ins 540 501104 Medicare 3,276 501105 Worker's Compensation 88 501106 PERS 8,202 501107 Deferred Compensation 4,100 501110 Supplemental Health 24,510 Total Personnel 238,301 Operations & Maintenance 510101 Publications & Subscriptions 200 510103 Office Supplies 600 511101 Special Supplies 6,000 513103 Telephone Utility 3,500 516102 Professional Services 2,400 517106 Cosponsorship 20,000 519101 Travel & Training 9,500 519104 Auto Allowance & Mileage 100 Total Operations & Maintenance 42.300 OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY2023-2024 Page 101 of251 Program Purpose The City Manager's Office is dedicated to effective, professional management for the City of Santa Clarita. This program provides 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, and legislative relations, while guiding the City's strategic plan and vision. This year, the City Manager's Office will continue to provide the City Council with professional and thorough support in examining and analyzing issues of community importance; ensure that City government is honest, open, efficient, and fair in serving the citizens and businesses of Santa Clarita; preserve the quality of life residents enjoy through the maintenance of existing programs and service levels; and continue our partnership with the Los Angeles County Sheriff's Department to ensure our City remains one of the safest cities of its size in the nation. Personnel 500101 Regular Employees 500201 Part -lime Salaries & Wages 500301 Overtime 500402 Vacation Payout 500502 Sick Leave Payout 501101 Health & Welfare 501102 life Insurance 501103 Long -Term Disability Ins 501104 Medicare 501105 Worker's Compensation 501106 PERS 501107 Deferred Compensation 501110 Supplemental Health 501113 Wellness Benefit Total Personnel Operations & Maintenance 510101 Publications & Subscriptions 510102 Membership & Dues 510103 Office Supplies 510104 Printing 510105 Postage 511101 Special Supplies 512104 Records Storage and Services 513103 Telephone Utility 516101 Contractual Services 516102 Professional Services 517106 Cosponsorship 519101 Travel & Training 519104 Auto Allowance & Mileage 521101 Computer Replacement 521103 Vehicle Replacement 521104 Insurance Allocation Total Operations & Maintenance 1,406,392 52,030 521 2,927 21,564 114,191 2,261 p 6,352 23,958 29,786 138,613 34,500 25,339 400 1,858,835 2,170 43,327 750 1,500 225 6,475 115 6,200 156,050 100,000 15,500 24,240 16,835 18,274 5,448 1,054 98,163 Page 102of251 THE CITY OF SANTA CLARITA City Manager's Office Program Purpose The Communications Division's purpose is to provide accurate and timely information and education for the City of Santa Claritas many programs, projects, and events to all internal and external stakeholders. The Division also executes the City's messaging in various communication forms. Communications 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 and 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. 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; and implement the City's brand, both internally and externally, ensuring consistency and effectiveness through a variety of communication tools. Personnel 500101 Regular Employees_ 708,096 500201 Part -Time Salaries & Wages 60,017 500202 Part -Time Sick Leave Pay 256 500502 Sick Leave Payout 7,382 501101 Health & Welfare 85,393 501102 Life Insurance 1,138 501103 Long -Term Disability Ins 2,804 501104 Medicare 13,075 501105 Worker's Compensation 13,148 501106 PERS 70,079 501107 Deferred Compensation 4,500 501113 Wellness Benefit 1,400 501110 Supplemental Health 37,253 Total Personnel 1,004,542 Operations & Maintenance 510101 Publications&Subscriptions 5,845 510102 Membership & Dues 800 510103 Office Supplies 50 510104 Printing 32,000 511101 Special Supplies 53,480 512104 Records Storage & Services 50 513101 Hectric Utility 14,000 513103 Telephone Utility 3,000 516101 Contractual Services 42,752 516102 Professional Services 2,500 516104 Advertising 80,000 516105 Promotion & Publicity 22,492 516108 Graphic Design Services 40,000 517109 State of the City 25,000 519101 Travel & Training 6,700 521101 Computer Replacement 14,210 521104 Insurance Allocation 7,220 701008 Other Financing Uses 344,871 720001 Reimbursement to the General Fund 2,042 Total Operations & Maintenance 697.012 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 103 of251 City Attorney Operations & Maintenance $ 1,781,000 .I City Attorney 1,781,000 Special Services -General Fund Special Services -Streetlights Special Services-Stormwater 1,500,000 5,000 12,000 Special Services -Self Insurance 260,000 Special Services -Transit 4,000 ToW City Attorney 1,781,000 ■ Special Services - Transit 15% <1% 9 Special Services Stormwater 1% ■ Special Services - Streetlights <1% General Fund 84% Page 104 of251 THE CITY OF SANTA CLARITA City Attorney Program Purpose The City Attorney is committed to providing professional, quality legal services that ultimately protect the interests of the City of Santa Clarita, the City Council, City staff, and members of the community. The City Attorney provides a full range of dedicated, in-house legal services intended to ensure the legality of legislation, contracts, and programs. The City Attorney is responsible to ethically and competently defend legal actions filed against the City and its employees. Primary Activities The City Attorney attends all City Council meetings. The Assistant City Attorney attends all Planning Commission meetings. The City Attorney has regular office hours to provide City employees with legal counsel on City projects and issues in a timely manner. Their office also provides legal counsel, and prepares and approves all resolutions, ordinances, contracts, agreements, and other legal documents. The City Attorney and Assistant City Attorney continue to keep abreast of new advances and developments in the law. They network within municipal law groups in order to further the interests of the City of Santa Clarita. Operations & Maintenance 516199 Legal Services - GF 1,500,000 516199 legal Services - SMD 5,000 516199 Legal Services - Stormwater 12,000 516199 legal Services - Self Insurance 260,000 516199 legal Services - Transit 4,000 Total Operations & Maintenance 1,781,000 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 105 of251 Administrative Services Personnel Services $ 10,311,518 Operations & Maintenance 28,477,554 Capital Outlay 285,000 TotaI Administrativert rt Administration Finance Information Services Special Districts ■ Administration Finance 2% 8% ■ Special Districts 62% 663,341 3,268,914 10,782,485 24,359,332 W Information Services 28% Page 106 of251 THE CITY OF SANTA CLARITA Administrative Services Program Purpose Personnel Administration sets the City's fiscal policy and 500101 Regular Employees provides direct support to the department's 500201 Part -Time Salaries & Wages divisions: Information Services, Finance, and 500402 Vacation Payout Special Districts. In addition, Administration 501101 Health & Welfare plays a pivotal role in the preparation of the 501102 life Insurance annual budget and is responsible for the City's 501103 Long -Term Disability Ins annual, mid -year budget. 501104 Medicare 501105 Worker's Compensation 501106 PERS 501107 Deferred Compensation Primary Activities 501113 Wellness Benefit Administration oversees overall coordination of 501110 Supplemental Health administrative activities; employee development; Total Personnel recruitment and training; long range financial planning; debt management; investment Operations &Maintenance 510101 Publications & Subscriptions management; support and implementation 510102 Membership & Dues of community and organizational strategic 510103 Office Supplies planning goals; budget monitoring; and 513103 Telephone Utility response to City Council and City Manager 519101 Travel & Training Concerns and inquiries. 519104 Auto Allowance & Mileage 521101 Computer Replacement Administration provides fiscal impact data Total Operations & Maintenance for decision -making purposes and provides Total 2023-24 Budget recommendations on financing alternatives for community capital projects. Other responsibilities include identifying and monitoring legislative activity that has a financial impact on the City. Further, the Administration Division prepares for meetings of the Financials Accountability and Audit Panel and prepares agenda reports for meetings of the City Council as needed. 438,735 52,030 28,002 37,597 705 2,222 8,313 10,972 43,252 9,500 600 9,313 641,241 1,133 1,395 450 2,050 3,920 7,062 6,090 .100 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 107 of251 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 accounting; payroll; treasury; cashiering; debt management; budget management; grants; internal auditing; and financial reporting and forecasting. sonnel 500101 Regular Employees 1,636,742 500201 Part -Time Salaries & Wages 64,651 500202 Part-time Sick leave Pay 751 500301 Overtime 1,941 500402 Vacation Payout 30,835 500502 Sick leave Payout 15,059 501101 Health & Welfare 204,333 501102 life Insurance 2,634 501103 Long -Term Disability Ins 6,479 501104 Medicare 29,523 501105 Worker's Compensation 21,765 501106 PERS 162,302 501107 Deferred Compensation 14,875 501113 Wellness Benefit 3,550 501110 Supplemental Health 70,281 at Personnel 2,265,722 Operations & Maintenance 510101 Publications & Subscriptions 665 Membership & Dues 1,485_ _510102 510103 Office Supplies 4,450 510104 Printing 6,303 _ 510105 Postage 100 _ 512104 Records Storage & Services 1,000 516101 Contractual Services 114,996 516102 Professional Services 165,677 516132 Credit Card Processing Fee 260,299 516137 False Alarm 45,000 _i 518503 Taxes/licenses/Fees 113,520 519101 Travel & Training 6,466 c 519104 Auto Allowance & Mileage 100 521101 Computer Replacement 34,003 521104 Insurance Allocation 4,128 Total Operations & Maintenance 758,192 Capital Outlay 520102 Equipment 26,000 520103 Automotive Equipment 219,000 Total Capital Outlav 245.000 Page 108of251 THE CITY OF SANTA CLARITA Administrative Services Program Purpose The Information Services Division provides centralized internal services such as oversight for the City's Electronic Communications Systems; inclusive of hardware and software, application services, Geographic Information Systems (GIS), network security, and telecommunications. Additionally, the Division provides timely mail services, procurement services, and contract/self-insurance risk management. Finally, the Division also services the public via the City Clerks office, which is the legal and official custodian of all City records. Primary Activities Technology staff proactively manage overall direction of the City's Electronic Communications Systems; 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; as well as maintaining data integrity, backup of crucial data; and security of the City's network Purchasing/Risk staff provide contract administration, coordinates procurements in line with City policy and provides vendor outreach to promote business opportunities within the City. Purchasing establishes and maintains regulations, policies, and procedures as well as processes all requisitions, purchase orders, and vendor code management. Mail Services provides interoffice and U.S. Mail services, warehousing services, and manages City surplus disposition. As the custodian of all records, the City Clerk's Office manages the City Council meeting agendas and minutes, City policies, and the Santa Clarita municipal code as well as administering oaths and ensuring Fair Political Practice Commission Filings (Statement of Economic Interest/Campaign Disclosures). In addition, the Clerks office offers confidential marriage licenses and civil ceremonies. Personnel 500101 Regular Employees _ 500201 Part -lime Salaries & Wages _ 500301 Overtime _ 500402 Vacation Payout 500502 Sick leave Payout 501101 Health & Welfare 501102 life Insurance 501103 Long -Term Disability Ins _ 501104 Medicare _ 501105 Worker's Compensation 501106 PERS 501107 Deferred Compensation 501113 Wellness Benefit 501110 Supplemental Health Total Personnel Operations & Maintenance 510101 Publications & Subscriptions 510102 Membership & Dues 510103 Office Supplies 510104 Printing 510105 Postage 511101 Special Supplies 511105 Maintenance/Supplies 511108 New Personnel Computers 511109 Computer Software Purchase 512101 Rents/leases 512104 Records Storage & Services 513103 Telephone Utility 511103 New Personnel Phone 513105 Cellular Services 515102 Claims Payment 515104 General liability Reserve 516101 Contractual Services 516102 Professional Services 516104 Advertising _ 516105 Promotion & Publicity _ 516129 Hosted Services 519101 Travel & Training 519104 Auto Allowance & Mileage 519106 Employees' Uniform 521101 Computer Replacement 521103 Vehicle Replacement 521104 Insurance Allocation Total Operations & Maintenance Capital Outlay 520102 Equipment Total Capital Outlay 3,081,403 97,890 5,565 19,040 71,670 366,578 4,957 12,201 55,057 45,744 304,651 44,025 6,910 129,625 4,245,316 2,200 8,015 38,555 5,500 139,470 66,855 135,162 3,700 10,000 9,400 6,700 151,851 400 8,500 80,000 1,658,216 3,963,148 17,150 3,700 1,000 35,824 37,100 1,680 3,890 61,002 43,892 4,260 6,497,170 40,000 0,000 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 109 of251 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 61 financially independent Landscape Maintenance Districts (LMD) and Urban Forestry (UF) operations 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 2,700 acres of landscaping areas, including 47 linear miles of landscaped medians, a 29-mile paseo system, numerous pedestrian bridges and tunnels, and three Homeowner's Association -owned parks; preparation of annual assessments and the annexation of properties into existing or newly created landscape or street lighting districts. Special Districts also oversees all maintenance activities for Santa Claritis urban forest, comprised of more than 125,000 trees, including inspections, preventative pruning, and planting of new trees throughout the City. Community beautification continues to be a priority. In addition to completion of new landscaped medians along Skyline Ranch Road, additional landscaped median beautification is planned for Rye Canyon Road, while Urban Forestry will continue its work to proactively prune thousands of trees and plant hundreds of new trees throughout Santa Clarita. In 2021, Santa Clarita completed the purchase of the streetlight system from Southern California Edison, which included upgrading all lights to energy -efficient Light Emitting Diode (LED) fixtures. Local control of the system has allowed the City to reduce annual streetlight assessments by 30 percent, enhances public safety by increasing pedestrian visibility, and will generate savings of approximately $28 million over the next thirty years. 500101 Regular Employees 2,171,110 500106 Certificate Pay 2,880 500201 Part -Time Salaries & Wages 102,079 500202 Part -Time Sick Leave Pay' 294 500301 Overtime 19,529 J 500402 Vacation Payout 34,726 500502 Sick Leave Payout 35,196 501101 Health & Welfare 273,320 501102 Life Insurance 3,489 501103 Inng-Tenn Disability Ins 8,594 501104 Medicare 39,790 501105 Worker's Compensation 129,163 501106 PERS 215,469 501107 Deferred Compensation 25,293 501110 Supplemental Health 89,346 501113 Wellness Benefit 8,962 al Personnel 3,159,240 perations & Maintenance 510101 Publications & Subscriptions _ 650 510102 Membership & Dues 2,420 510103 Office Supplies 1,950 510104 Printing/Postage 850 511101 Special Supplies 4,600 511105 Maintenance Supplies 4,200 511107 Small Tools 3,500 512101 Rents/Leases I 73,708 512103 Equipment Rental _ 600 513101 Electric Utility 1,878,233 513102 Gas Utility 3,000 513103 Telephone Utility 21,568 513106 Water Utility 3,948,598 514101 Maintenance and Repairs 1,941,229 516101 Contractual Services 1,616,667 516102 Professional Services 116,776 516104 Advertising 800 516110 Landscape Services 5,538,099 516111 Weed & Pest Control 117,387 516112 Tree Trimming 1,260,975 516113 Reserve Projects 819,315 516114 Inspections I 609,087 516122 Streetlights Prem/Deductions i 250,000 516123 Landscape Maintenance/Supplies 8,200 516125 Property Damage 435,000 516128 Irrigation Control 9,169 516199 Legal Services 51000 519101 Travel & Training 4,700 519103 Education Reimbursement 1,500 519104 Auto Allowance & Mileage 600 519106 Employees' Uniform 6,632 521101 Computer Replacement 45,482 521103 Equipment Replacement 93,049 521104 Insurance Allocation 1,041,689 720001 Reimbursements to the General Fund _1,334,859 rtal Operations & Maintenance 21,200,092 Page I10of251 THE CITY OF SANTA CLARITA Administrative Services THIS PAGE INTENTIONALLY LEFT BLANK OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 111 of 251 Neighborhood Services Personnel Services $ 11,031,432 Operations & Maintenance 17,787,131 Capital Outlay 527,007 Total Neighborhood 29,345,570 Administration Environmental Services Parks 700,819 6,492,703 10,521,968 Facilities Maintenance 9,776,212 Parks Planning & Open Space 1,853,868 Total Neighborhood Services 29,345,570 ■ Parks Planning & Open Space 6% ■ Administration 2% ■ Environmental !rvices 22% ■ Facilities Maintenance 33% . rarKs 36% Page 112 of251 THE CITY OF SANTA CLARITA Neighborhood Services Program Purpose Personnel The Administration Division provides 500101 Regular Employees administrative support to the Department's 500201 Part -Time Salaries & Wages four divisions: Environmental Services, 500402 vacation Payout Parks, Facilities Maintenance, and Parks 500502 Sick leave Payout Planning and Open Space. The Division 501101 Health & Welfare oversees the short and long-term operations 501102 life Insurance 501103 Inng-Term Disability Ins of the Neighborhood Services Department 501104 Medicare to ensure that the expectations of residents 501105 Worker's Compensation and the organization are met. Administration 501106 PERS assists with goal setting, provide policy 501107 Deferred Compensation direction for the Department, and is 501113 Wellness Benefit 501110 Supplemental Health tasked with preparing, implementing, and Total Personnel monitoring the Department's annual budget. Operations & Maintenance 510101 Publications & Subscriptions Primary Activities 510102 Membership & Dues The Administration Division primarily 510103 Office Supplies oversees the coordination of administrative 511101 Special Supplies 513103 Telephone Utility activities, employee development, 519101 Travel & Training recruitment, and training, along with 519104 Auto Allowance & Mileage supporting and implementing divisional 521101 Computer Replacement and organizational strategic planning goals, Total Operations & Maintenance budget monitoring, and special projects. The Division assists in implementing activities 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. 441,077 52,030 45,706 11,675 37,597 709 2,231 8,858 11,825 43,482 8,500 600 15,197 679,487 700 2,000 500 500 2,480 2,000 7,062 6,090 21,332 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 113 of251 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) permit, and the California Integrated Waste Management Act Primary Activities Environmental Services enhances the sustainability of the community through outreach and education, utilizing resources such as GreenSantaClarita.com, social media, digital and print media partners, and other tools. This targeted outreach, along with the implementation of various programs and events, helps the City to comply with mandates and meet the service expectations of the community. This year, the solid waste team will continue efforts toward achieving the statewide 75 percent diversion goal and compliance with Senate Bill 1383, established by the State of California. Staff will implement a new waste services franchise agreement and transition all residential properties to a new, franchised waste hauler at the beginning of the fiscal year. The transition includes the launch of a new mandatory organics recycling program for all single-family and multi -family properties, in addition to commercial properties. The stormwater team will conduct inspections and maintenance, manage and implement stormwater permit requirements guided by the Enhanced Watershed Management Plan and the water quality monitoring program for the region, coordinate Measure W efforts and river restoration work, and continue to administer and maintain Drainage Benefit Assessment Areas throughout the City. Additionally, Environmental Services will continue to organize and implement the Annual River Rally event, the Bike to Work Challenge, the Neighborhood Cleanup event in celebration of Earth Day and Arbor Day, a community shred event, and partner with Los Angeles County to provide Household Hazardous Waste and Electronic Waste Collection events. Personnel _ 500101 Regular Employees 1,698,059 500106 Certificate Pay 12,960 500201 Part -Time Salaries & Wages 31,726 500301 Overtime 25,420 = 500402 Vacation Payout 21,121 m. 500502 Sick Leave Payout 33,666 501101 Health & Welfare 221,412 501102 Life Insurance 2,724 501103 Inng-Term Disability Ins 6,723 501104 Medicare 31,117 501105 Worker's Compensation 84,824 501106 PERS 167,945 501107 Deferred Compensation 24,425 501110 Supplemental Health 89,010 501113 Wellness Benefit 6,480 Total Personnel 2,457,611 Operations & Maintenance 510101 Publications & Subscriptions 2,200 510102 Membership & Dues 5,100 510103 Office Supplies 775 510104 Printing 2,500 510105 Postage 1,950 511101 Special Supplies 45,245 511102 Vehicle Fuel 28,775 511105 Maintenance Supplies 48,780 512103 Equipment Rental 9,900 512104 Records Storage & Services 50 513101 Electric Utility 8,900 513103 Telephone Utility 6,740 514101 Maintenance & Repairs 21,100 514103 Street Sweeping Services 953,395 514106 Storm Drainage Repairs 40,330 516101 Contractual Services 633,462 516102 Professional Services 631,050 516104 Advertising 16,000 516105 Promotion & Publicity 73,136 516110 Landscape Services 500 516114 inspections 5,000 519101 Travel & Training 17,875 519103 Education Reimbursement 1,000 519104 Auto Allowance & Mileage 400 519105 Reg 15 Incentives Program 7,500 519106 Employee's Uniform 6,300 521101 Computer Replacement 36,848 521103 Vehicle Replacement 4,992 521104 Insurance Allocation 123,542 720001 Reimbursements to the General Fund 976,747 Total Operations & Maintenance 3,710,092 Capital Outlay 520103 Automotive Equipment 325,000 Total Capital Outlay 325,000 Page 114of251 THE CITY OF SANTA CLARITA PARK$ 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 Citys parks and trails. The Parks Division attends 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 facilities are ready for public use and scheduled events. Primary Activities The primary activities of the Parks Division are the maintenance of parks, sports fields, planter areas, trails, and amenities such as the Trek Bike Park. The Division is also responsible for contract oversight, optimization of water conservation measures, and implementing targeted maintenance strategies at older park facilities. Staff is focused on assessing the condition of assets, determining maintenance and rehabilitation needs, and helping to plan and develop new park spaces. 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 meet the community's needs and increase recreational programming opportunities. A continued focus will be placed on providing high - quality parks and trails that are functional, aesthetically pleasing, and enjoyable to the public. Neighborhood Services 6m !,911), Areawide Fund ARPA Fund ($13,474) , 3677305, 3677307, 500101 Regular Employees 500106 Certificate Pay 500201 Part -Time Salaries & Wages 500202 Part -Time Sick leave Pay 500301 Overtime 500402 Vacation Payout 500502 Sick leave Payout 501101 Health & Welfare 501102 life Insurance 501103 Inng-Term Disability Ins 501104 Medicare 501105 Worker's Compensation 501106 PERS 501107 Deferred Compensation 501110 Supplemental Health 501113 Wellness Benefit tal Personnel Operations & Maintenance 510101 Publications & Subscriptions 510102 Membership & Dues 510103 Office Supplies 510104 Printing 511101 Special Supplies 511104 Janitorial Supplies 511105 Maintenance/Supplies 511107 Small Tools 512103 Equipment Rental 513101 Electric Utility 513102 Gas Utility 513103 Telephone Utility 513106 Water Utility 514101 Maintenance & Repairs 516101 Contractual Services 516102 Professional Services 516110 landscape Services 516111 Weed & Pest Control 516112 Tree Trimming 516123 landscape Maintenance/Supplies 516128 Irrigation Control Subscriptions 519101 Travel & Training 519104 Auto Allowance & Mileage 519106 Employees' Uniform 521101 Computer Replacement 521103 Equipment Replacement 521104 Insurance Allocation 720001 Reimbursements to the General Fund Total Operations & Maintenance Capital Outlay 520103 Automotive Equipment 520102 Equipment Total Capital Outlay 2,605,777 10,800 452,222 1,885 14,692 19,384 22,906 416,697 4,198 10,343 53,056 244,315 262,260 26,663 94,960 13,430 4,253,587 250 821 2,513 265 5,242 7,068 181,602 9,025 8,433 47,089 14,314 14,979 1,051,551 101,830 295,961 19,456 462,896 10,203 102,060 435,790 2,466 11,485 400 45,192 72,218 480,421 287,944 2,477,900 6,149,374 76,000 43,007 119,007 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 115 of251 Program Purpose The purpose of the Facilities Maintenance Division is to maintain the City's facilities so they are safe, clean, in optimal working order, and aesthetically pleasing. Keeping the City's facilities open, functional, and operational is essential for the City of Santa Clarita to successfully provide services to the public. Primary Activities The Facilities Division is responsible for the maintenance of all City facilities. Division staff repairs equipment and performs a variety of building maintenance functions at City Hall, Corporate Yard, the City's 37 park facilities, the Santa Clarita Sports Complex, three Metrolink Commuter Rail Stations, the McBean Transfer Station, the Transit Maintenance Facility, two Community Centers, The Cube Ice and Entertainment Center, and the three Santa Clarita Public Library branches. This year the Facilities Maintenance Division will welcome three new sites, including the YMCA building at Valencia Summit Park, Skyline Park, and the Vista Canyon Metrolink station. The primary focus will be onboarding these sites, establishing accurate site amenities inventories, and developing preventative maintenance plans for each location. In addition to these new sites, the division will continue to evaluate and augment current operations to maximize resource allocations and workflow efficiencies. The division will also continue identifying enhancement projects that improve amenity functionality and aesthetics. The Facilities Division will also continue to support the City's Energy Modernization Plan by providing ongoing technical oversight and assistance with site access and construction activity planning. 500101 Regular Employees 1,553,623 500106 Certificate Pay 15,120 500201 Part -Time Salaries & Wages 136,801 500202 Part -Time Sick Leave Pay 2,443 500301 Overtime 18,420 500402 Vacation Payout 8,282 500502 Sick Leave Payout 22,388 501101 Health & Welfare 246,217 501102 Life Insurance 2,508 501103 Long -Term Disability Ins 6,175 501104 Medicare 30,081 501105 Worhr's Compensation 152,551 501106 PERS 155,057 501107 Deferred Compensation 16,850 501110 Supplemental Health 57,538 501113 Wellness Benefit 7,440 it Personnel 2,431,495 )perations & Maintenance 510101 Publications & Subscriptions 521 510102 Membership & Dues 734 510103 Office Supplies 1,521 510104 Printing 79 511101 Special Supplies 8,443 511102 Vehicle Fuel 4,000 511104 Janitorial Supplies 86,650 511105 Maintenance/Supplies 400,745 511107 Small Tools 8,090 512103 Equipment Rental 8,833 513101 Electric Utility 1,494,601 513102 Gas Utility 375,323 513103 Telephone Utility 29,778 513106 Water Utility 57,250 514101 Maintenance & Repairs 2,000 516101 Contractual Services 3,505,335 516102 Professional Services 9,321 516110 Landscape Services_ 5,750 516114 Inspections 3, 645 518503 Taxes/Licenses/Fees 5,400 519101 Travel & Training 71895 519104 Auto Allowance & Mileage 400 519106 Employees' Uniform 9,360 521101 Computer Replacement 35,729 521104 Insurance Allocation 189,398 720001 Reimbursements to the General Fund 1,017,916 Total Operations & Maintenance 7,268,717 Capital Outlay 520103 Automotive Equipment 76,000 Total Capital Outlay 76,000 Total1 Page 116of251 THE CITY OF SANTA CLARITA Neighborhood Services Program Purpose The Parks Planning and Open Space Division focuses on developing a diverse park system, preserving open space areas, and executing land agreements. The Division oversees the planning for park spaces, creating an open space buffer around the City, and managing land agreements throughout the City. The Parks Planning and Open Space Division attends to developing and redeveloping park space, creating recreational opportunities, caring for the City's open space areas, acquiring additional open space land, and executing various land agreements. The Division coordinates with key stakeholders to determine park development needs, open space use and recreation opportunities, open space acquisitions, and other land agreements, including new park areas and redevelopment of existing spaces. Primary Activities The Parks Planning and Open Space Division's primary activities are the development of park spaces, open space management, and the execution of land agreements. Staff works closely with key stakeholders in determining park development needs and focuses on providing park development design and project execution. Additionally, staff manages and maintains the City's vast inventory, including maintenance, recreational opportunities, and identifying critical parcels needed to strengthen the buffer around the City. As part of that effort, open space land acquisition is a vital component of the Division's work effort. Furthermore, the Division executes all land agreements for the City. This year, the Parks Planning and Open Space Division will continue focusing on land acquisitions to fulfill the intent of the Open Space Preservation District by creating a strategic map that prioritizes parcels that will strengthen the open space buffer. The Division will increase recreational opportunities in open space with the design and begin constructing the blue Cloud Bike Park. Additionally, the Division will focus on improving park spaces by rehabilitating Valencia Glen Parks playground, adding shade structures to Valencia Heritage Park, beginning the rehabilitation of Old Orchard Park, and continuing the design process for the Central Park Maintenance Yard. Personnel 500101 Regular Employees 869,241 500106 Certificate Pay 2,880 500201 Part -Time Salaries & Wages 38,222 500202 Part -Time Sick leave Pay 1,121 500402 Vacation Payout 11,217 500502 Sick leave Payout 12,464 501101 Health & Welfare 90,881 501102 life Insurance 1,397 501103 Inng-Tema Disability Ins 3,443 501104 Medicare 15,263 501105 Worker's Compensation 37,424 501106 PERS 86,152 501107 Deferred Compensation 16,850 501110 Supplemental Health 19,866 501113 Wellness Benefit 2,830 Total Personnel 1,209,252 Operations & Maintenance 510101 Publications & Subscriptions 2,550 510102 Membership & Dues 2,000 510103 Office Supplies 200 510104 Printing 225 510105 Postage _ 100 511101 Special Supplies _ 25,200 512101 Rents & leases 8,000 513101 Electric Utility 640 513103 Telephone Utility 2,430 513106 Water Utility 2,000 516101 Contractual Services 126,530 516102 Professional Services 56,050 514101 Maintenance & Repairs 11,500 516115 Open Space Expense 24,500 516123 landscape Supplies 3,000 518503 Taxes/Fees/licenses 133,300 519101 Travel & Training 2,750 519104 Auto Allowance & Mileage 1,000 519106 Employees Uniform 2,000 521101 Computer Replacement 15,124 521104 Insurance Allocation 41,340 720001 Reimbursements to the General Fund 177,177 Total Operations & Maintenance 637,616 Capital Outlay 520102 Equipment 7,000 Total Capital Outlay 7,000 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 117 of251 Community Development BUDGET SUMMARY Personnel Services $ 8,917,521 Operations & Maintenance 5,190,978 Administration Planning Community Preservation Community Development Block Grant Building & Safety Building & Safi 36% ■ Comm Grant 8% ■ Administration 5% ning r% )mmunity —...ervation 34% 718,487 2,407,125 4,772,118 1,184,052 5,026,718 Page 118 of251 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 Building and Safety, Community Preservation, and Planning. 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. The Administration 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. The Administration Division coordinates and oversees Department activities, including training, staff development and recruitment, expenditure and revenue analysis, and special projects. The Division's staff also assists in the implementation of Santa Clarita 2025. Funding Source: General Fund Account Number. 1003000 Personnel 500101 Regular Employees 500201 Part -lime Salaries & Wages 500402 Vacation Payout 500502 Sick Leave Payout 501101 Health & Welfare 501102 life Insurance 501103 Long -Term Disability Ins 501104 Medicare 501105 Workers Compensation 501106 PERS 501107 Deferred Compensation 501113 Wellness Benefit 501110 Supplemental Health Total Personnel Operations & Maintenance 510101 Publications & Subscriptions 510102 Membership & Dues 510103 Office Supplies 511101 Special Supplies 512104 Records Storage & Services 513103 Telephone Utility 517105 Economic Incentives Program 519101 Travel & Training 519104 Auto Allowance & Mileage 521101 Computer Replacement 521104 Insurance Allocation Total Operations & Maintenance Total 2023-24 Budget 301,543 22,852 13,707 8,104 25,398 485 1,194 5,611 7,521 29,723 6,000 200 10,143 432,481 800 1,850 650 1,200 400 2,680 240,000 2,500 7,350 4,060 24,516 286,006 718, 487 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 119 of251 BUILDING & SAFETY Funding Source: General Fund Program Purpose Account Number: 1003800 The mission of the Building & Safety Division Personnel is to promote public health and safety in 500101 Regular Employees 2,910,146 residential and commercial buildings and 500106 Certificate Pay 7,200 other facilities through the enforcement 500201 Part -Time Salaries & Wages 34,788 of construction regulations. The Division 500202 Part-time Sick Leave Pay 445 enforces state construction regulations 500301 Overtime 7,763 intended to provide equal access for persons 500402 Vacation Payout 44,933 with disabilities and promotes energy 500502 Sick Leave Payout 22,895 efficiency and sustainable construction 501101 Health & Welfare 347,671 practices. 501102 Life Insurance 4,676 501103 Long -Term Disability Ins 11,443 501104 Medicare 50,357 Primary Activities 501105 Worker's Compensation 59,706 Primary activities of the Building & Safety 501106 PERS 287,714 Division include: reviewing plans prior to 501107 Deferred Compensation 31,875 permit issuance to ensure compliance with 501113 Wellness Benefit 5,700 construction codes; verifying clearances 501110 Supplemental Health 77,371 from City departments and outside agencies; Total Personnel 3,904,684 collecting fees; issuing building permits; and conducting inspections during construction Operations & Maintenance to ensure projects conform to the approved 510101 Publications & Subscriptions 1,150 plans. The Division maintains records for 510102 Membership & Dues 3,120 building permits and plans, as required by 510103 Office Supplies 2,550 law and keeps records of unsafe building 510104 Printing 6,000 conditions and unpermitted construction. 510105 Postage 150 511101 Special Supplies 2,400 Building & Safety is committed to 512104 Records Storage & Services 1,100 providing outreach to help the public 513103 Telephone Utility 8,540 better understand building codes and the 516101 Contractual Services 802,400 permitting process by educating design 516102 Professional Services 15,000 professionals and builders on the most 516104 Advertising 750 recent building codes; providing prompt, 519101 Travel & Training 10,500 thorough inspections; and delivering 519104 Auto Allowance & Mileage 250 excellent customer service. 519106 Employees' Uniform 3,450 521101 Computer Replacement 57,855 Building & Safety continues to offer 521103 Equipment Replacement 56,839 streamlined online permit processing, which 521104 Insurance Allocation 149,980 allows for electronic plan submittal, review, Total Operations & Maintenance 1,122,034 permit issuance, inspection scheduling, and Total 2023-24 Budget 5,026,718 tracking. Page 120of251 THE CITY OF SANTA CLARITA Community Development COMMUNITY PRESERVATION Program Purpose The purpose of the Community Preservation Division is to preserve, maintain, and improve the appearance, value, and safety of properties and buildings throughout the City; thereby, instilling in residents and businesses a sense of pride for their community. This is achieved through community education programs, and enforcement of the Santa Clarita Municipal Code and City standards for zoning, property maintenance, building codes, parking, animal welfare, and other regulations. The Housing Program and Graffiti Removal Program are also functions of the Community Preservation Division. Primary Activities One of the primary activities of Community Preservation is to preserve the high quality of life found in our community by maintaining the integrity, appearance, and value of properties and buildings in the City. Staff responds to citizen inquiries and concerns, and corrective measures to achieve compliance with the applicable codes are pursued when necessary. Additional responsibilities of the Division include Business Licensing support to Los Angeles County, affordable housing projects, oversight of the Community Development Block Grant, Homeless Encampment Enforcement, and Graffiti Abatement. The Division also manages the contracts for Parking Enforcement and Animal Care and Control services. Funding Source: General Fund Account Number. 1003200, 1003201, 1003202, 1003203 Personnel 500101 Regular Employees 500106 Certificate Pay 500201 Part -Time Salaries 500202 Part -Time Sick leave Pay 500301 Overtime 500502 Sick leave Payout 501101 Health & Welfare 501102 life Insurance 501103 Long -Term Disability Ins 501104 Medicare 501105 Worker's Compensation 501106 PERS 501107 Deferred Compensation 501113 Wellness Benefit 501110 Supplemental Health Total Personnel Operations & Maintenance 510102 Membership & Dues 510103 Office Supplies 510104 Printing 510105 Postage 511101 Special Supplies 513103 Telephone Utility 514101 Maintenance & Repairs 516101 Contractual Services 516102 Professional Services 516131 litter& Debris Removal 517107 Rewards Program 519101 Travel & Training 519106 Employees' Uniform 521101 Computer Replacement 521103 Equipment Replacement 521104 Insurance Allocation Total Operations & Maintenance Total 2023-24 Budget 1,590,847 3,600 144,025 1,397 8,000 3,827 211,500 2,557 6,298 29,221 93,564 158,607 8,675 3,668 45,771 2,311,557 1,670 1,680 100 100 48,000 16,090 2,350 1,295,040 650,235 200,000 1,000 11,325 12,002 35,195 65,597 120,177 2,460o561 4, 772,118 OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY2023-2024 Page 121 of251 COMMUNITY Funding Source: Community Development Block Grant (CDBG) DEVELOPMENT BLOCK GRANT Account Number. 2033301-2033331 Personnel Program Purpose 500101 Regular Employees 141,848 Housing staff is responsible for the oversight 501101 Health & Welfare 20,281 and administration of the Community 501102 life Insurance 501103 IDng-Tenn Disability Ins 228 562 Development Block Grant Program, 501104 Medicare 2,380 which includes the preparation and 501105 Wodcees Compensation 2,386 implementation of all federally required 501106 PERS 14,023 documents. 501107 Deferred Compensation 1,325 501113 Wellness Benefit 665 Total Personnel 183,698 Operations & Maintenance 510103 Office Supplies 200 510104 Printing 100 510105 Postage 100 511101 Special Supplies 500 516101 Contractual Services 996,004 516102 Professional Services 850 516104 Advertising 1,500 519101 Travel & Training 1,000 519104 Auto Allowance & Mileage 100 Total Operations & Maintenance 1,000,354 Total 2023-24 Budget Page 122of251 THE CITY OF SANTA CLARITA Community Development PLANNING Program Purpose The purpose of the Planning Division is to manage all planning functions, processes, and projects for the City, working closely with the Planning Commission and City Council to ensure the City's planning goals are met and the General Plan is implemented. The Planning Division processes all development projects in accordance with the standards established through the Unified Development Code, prepares potential annexations, prepares environmental analyses per the California Environmental Quality Act, conducts long-range planning projects which guide future growth and decision making in the Santa Clarita Valley, and prepares and implements various planning guidelines and programs of the City. Primary Activities Primary activities and functions of the Division include: reviewing development proposals; preparing plans, reports, and Conditions of Approval; and providing thorough presentations to the Planning Commission and City Council so they may make informed decisions about land use proposals. The Division prepares and reviews environmental documents, monitors and comments on County development activity occurring within the City's sphere of influence, and processes annexation requests with the Local Agency Formation Commission (LAFCO). Planning staff additionally provides assistance and customer service at the City's Permit Center. During Fiscal Year 2023-24, staff will continue advancing proposed projects through the entitlement process, including the Shadowbox Studios, Wiley Canyon, Princessa Crossroads, Golden Valley/Sierra Mixed Use, Santa Clarita Commerce Center and Riverview Mixed Use projects. Staff will monitor entitled projects as they continue through the post -entitlement phase, including Phase 2 at the Center at Needham Ranch, Rye Canyon Studios, Vista Canyon, Plum Canyon, Skyline Ranch, Sand Canyon Village, Bouquet Residential, Dockweiler 21 Residential, MetroWalk, the expansion of Eternal Valley, and the Golden Triangle residential project. Staff will also continue drafting the Town Center Specific Plan. Funding Source: General Fund Account Number. 1003100 Personnel 500101 Regular Employees 500301 Overtime 500402 Vacation Payout 500502 Sick Leave Payout 501101 Health & Welfare 501102 life Insurance 501103 Long -Term Disability Ins 501104 Medicare 501105 Worker's Compensation 501106 PERS 501107 Deferred Compensation 501113 Wellness Benefit 501110 Supplemental Health Total Personnel Operations & Maintenance 510101 Publications & Subscriptions 510102 Membership & Dues 510103 Office Supplies 510104 Printing 510105 Postage 511101 Special Supplies 512104 Records Storage & Services 513103 Telephone Utility 516101 Contractual Services 516102 Professional Services 516103 Annexation Services 516104 Advertising 517111 Historic Preservation Grant 519101 Travel & Training 519104 Auto Allowance & Mileage 521101 Computer Replacement 521103 Vehicle Replacement 521104 Insurance Allocation Total Operations & Maintenance Total 2023-24 Budget 1,539,958 1,000 56,333 19,578 170,786 2,474 6,098 27,131 20,341 152,005 22,000 3,000 64,398 2, 085,102 500 6,095 2,500 2,500 1,200 1,600 4,500 2,200 110,000 15,000 20,000 9,000 25,000 9,000 500 28,420 10,460 73,548 322,023 2, 407,12 5 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 123 of251 Recreation and Community Services Personnel Services $ 11,318,557 Operations & Maintenance 6,755,019 Administration $ 1,454,595 Recreation and Community Services 16,618,981 ■ Recreation and Community Services 92% ■ Administration 8% Page 124of251 THE CITY OF SANTA CLARITA Recreation and Community Services Program Purpose The purpose of the Recreation and Community Services Department is to develop and implement quality, value -based programs that encourage healthy lifestyles and celebrate the community's diversity, and to provide quality recreational, social, and cultural activities for youth, adults, and families throughout the City of Santa Clarita. The Administration Division provides support and direction to all functions and programs throughout the Department. Primary Activities The primary activities of the Administration Division include selection and training of full-time supervisory and administrative employees; implementation of components of the Santa Clarita 2025 Strategic Plan and the Parks and Recreation 5-Year Plan; implementation of the Community Services and Arts Grants program; administration of the operator contract for The Cube: Ice & Entertainment Center; and oversight of the DFY in SCV and Youth in Government programs. Further, the Administration Division staffs and prepares for meetings of the Parks, Recreation, and Community Services Commission and the Human Relations Roundtable, and prepares agenda reports for meetings of the City Council as needed. Other activities in the Division include the development, administration, and tracking of the department budget, and strategic planning for department and facility programming. Personnel 500101 Regular Employees 500201 Part -Time Salaries & Wages 500301 Overtime 500402 Vacation Payout 500502 Sick leave Payout 501101 Health & Welfare 501102 life Insurance 501103 Inng-Term Disability Ins 501104 Medicare 501105 Worker's Compensation 501106 PERS 501107 Deferred Compensation 501113 Wellness Benefit 501110 Supplemental Health Total Personnel Operations & Maintenance 510101 Publications & Subscriptions 510102 Membership & Dues 510103 Office Supplies 511101 Special Supplies 512104 Records Storage & Services 513103 Telephone Utility 516101 Contractual Services 516102 Professional Services 517101 Community Services Grants 519101 Travel & Training 519104 Auto Allowance & Mileage 521101 Computer Replacement 521104 Insurance Allocation Total Operations & Maintenance 544,471 34,023 1,444 16,368 18,861 54,676 875 2,785 9,963 19,940 53,715 9,800 960 9,313 777,194 400 1,440 750 5,200 250 2,191 384,995 12,000 200,000 4,000 7,250 8,932 49,993 677,401 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 125 of251 RECREATION AND _ COMMUNITY SERVICES Program Purpose The City of Santa Clarita is committed to providing quality programs that connect families, create community, and positively impact residents' quality of life. The Recreation and 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, services, and events that promote an active and healthy lifestyle. With collaborative and innovative programs and services that educate, engage, enhance, and empower the community, these programs are designed to 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 and Community Services Division include Aquatics; Contract Classes; co -production of the City's quarterly SEASONS brochure; Recreation Inclusion Support; Neighborhood Engagement Programs; Youth Employment Services; Community Court; Primetime Preschool; Recreation class and activity registration; Summer Day Camps; Youth and Adult Sports; Outdoor Recreation; management of the Crossing Guard program; and full operation and programming at the Canyon Country Community Center, Newhall Community Center, and the Santa Clarita Sports Complex, which includes the Skate Park, Bike Park, Aquatic Center, and Gymnasium. Personnel _ 500101 Regular Employees 4,198,191 ! 500106 Certificate Pay 4,320 ! 500201 Part -Time Salaries & Wages 4,506,449 500202 Part -Time Sick Leave Pay i_ 37,027 �� 500301 Overtime 6,000 500402 Vacation Payout 55,702 i 500502 Sick Leave Payout 61,628 501101 Health & Welfare 597,751 ! 501102 Life Insurance 6,750 501103 Long -Tenn Disability Ins 16,623 ! 501104 Medicare 158,176 501105 Worker's Compensation 234,459 i 501106 PERS 472,506 501107 Deferred Compensation 44,000 501113 Wellness Benefit 10,930 501110 Supplemental Health 130,852 Total Personnel 10.541.363 Operations & Maintenance ! 510101 Publications & Subscriptions 150 510102 Membership & Dues 1,436 i 510103 Office Supplies 8,350 510104 Printing 310,800 _ 510105 Postage 500 511101 Special Supplies 538,989 �45,500 ! 511105 Maintenance/Supplies 512101 Rents/Leases 36,348 i 512103 Equipment Rental 6,000 ! 512104 Records Storage & Services 500 513101 Electric Utility 513,500 513102 Gas Utility 62,000 513103 Telephone Utility 28,684 _ 513106 Water Utility 12,000 i 516101 Contractual Services 259,635 516102 Professional Services !_ 1,247,081 516105 Promotion & Publicity 3,000 i 516138 Management Fee _� 100,500 ! 516139 Operating Cost 2,060,462 ! 516140 Revenue Share 90,000 i 518504 Todd Longshore SCORE 11,000 ! 519101 Travel & Training 9,870 ! 519104 Auto Allowance & Mileage 30,199 519106 Employees' Uniform f i521101 28,000 Computer Replacement 99,470 521103 Equipment Replacement 32,557 521104 Insurance Allocation 458,113 720001 Reimbursements to the General Fund 82,974 Total Operations & Maintenance 6,077,618 Page 126of251 THE CITY OF SANTA CLARITA Recreation and Community Services THIS PAGE INTENTIONALLY LEFT BLANK OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 127 of251 Public Works Personnel Services $ 13,348,852 Operations & Maintenance 7,584,993 Total IPublic Works 20,933,845 Administration $ 1,142,213 Capital Improvement Projects Administration 3,786,986 Engineering Services 2,707,069 General Services 8,074,728 Traffic and Transportation Planning 5,222,849 Total PuBc Works 20,933,845 Traffic and Transportation Pla i ■ General Services 39% ■ Administration 5% pitai improvement Projects Administration 18% ■ Engineering Services 13% Page 128of251 THE CITY OF SANTA CLARITA Public Works Program Purpose The purpose of the Administration Division is to oversee the day-to-day operations of the Department of Public Works and to ensure that the goals of the Department are met. The mission of the Department is to provide responsive, effective, and efficient customer service to ensure a sustainable quality of life for Santa Clarita's residents. The Administration Division provides support and direction to all divisions in the Department including Capital Improvement Projects, Engineering Services, General Services, and Traffic and Transportation Planning. Primary Activities The Administration Division facilitates departmental goals, provides policy direction for the Department, coordinates responses to City Council and City Manager requests, and works closely with all divisions to ensure that the highest level of customer service is provided to external and internal customers alike. Administration is also tasked with the preparation, implementation, and monitoring of the Department's annual budget and the City's Capital Improvement Program. The Administration Division coordinates and oversees Department activities, including training, staff development and recruitment, expenditure and revenue analysis, and special projects. The Division's staff also assists in the implementation of the Santa Clarita 2025 Strategic Plan. Personnel 500101 Regular Employees 500201 Part -Time Salaries & Wages 500202 Part -Time Sick Leave Pay 500301 Overtime 500402 Vacation Payout 500502 Sick Leave Payout 501101 Health & Welfare 501102 Life Insurance 501103 LDng-Tema Disability Ins 501104 Medicare 501105 Worker's Compensation 501106 PERS 501107 Deferred Compensation 501113 Wellness Benefit 501110 Supplemental Health Total Personnel Operations & Maintenance 510101 Publications & Subscriptions 510102 Membership & Dues 510103 Office Supplies 510104 Printing 510105 Postage 511101 Special Supplies 513103 Telephone Utility 519101 Travel & Training 519104 Auto Allowance & Mileage 521101 Computer Replacement 521103 Vehicle Replacement 521104 Insurance Allocation Total Operations & Maintenance 754,336 81,053 1,134 500 _ 29,518 23,494 61,995 1,212 3,467 14,179 18,864 74,356 15,000 800 16,026 1,095,933 1,000 1,700 1,000 100 50 3,000 4,000 8,520 150 10,150 5,607 11,003 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 129 of251 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 update design plans for the Santa Clarita Sports Complex expansion, construct the Annual Overlay and Slurry Seal project, and continue design of Via Princessa Park, 500101 Regular Employees 2,502,131 500106 Certificate Pay 1,440 500301 Overtime 6,500 500402 Vacation Payout 46,073 500502 Sick leave Payout 80,178 501101 Health & Welfare 304,609 501102 life Insurance 4,028 501103 Inng-Term Disability Ins 9,903 501104 Medicare 43,804 501105 Worker's Compensation 62,311 501106 PERS 247,110 501107 Deferred Compensation 52,833 501113 Wellness Benefit 5,769 501110 Supplemental Health 99,396 it Personnel 3,466,083 aerations & Maintenance 510101 Publications & Subscriptions 2,065 510102 Membership & Dues 5,900 510103 Office Supplies 2,500 510104 Printing 400 510105 Postage 200 511101 Special Supplies 4,214 512104 Records Storage & Services 3,000 513103 Telephone Utility 3,280 516101 Contractual Services 602000 519101 Travel & Training 9,000 519104 Auto Allowance & Mileage 1,000 519106 Employees' Uniform 2,506 521101 Computer Replacement 56,525 521103 Equipment Replacement 46,143 521104 Insurance Allocation 112,004 720001 Reimbursements to the General Fund 12,166 tal Operations & Maintenance 320,903 Page 130of251 THE CITY OF SANTA CLARITA Public Works 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. Engineering Services 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 Engineering Services 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. r-Lnu- Account Number. 1004300 Personnel 500101 Regular Employees 1,727,920 500106 Certificate Pay 1,440 500301 Overtime 78,003 500402 Vacation Payout 21,605 500502 Sick leave Payout 26,817 501101 Health & Welfare 182,375 501102 life Insurance 2,779 501103 Inng-Tenn Disability Ins 6,840 501104 Medicare 31,069 501105 Worker's Compensation 46,698 501106 PERS 170,521 501107 Deferred Compensation 28,275 501113 Wellness Benefit 2,790 501110 Supplemental Health 87,806 Total Personnel 2,414,939 Operations & Maintenance 510101 Publications & Subscriptions 355 510102 Membership & Dues 3,151 510103 Office Supplies 833 510104 Printing 2,400 510105 Postage 300 511101 Special Supplies 4,581 512104 Records Storage & Services 3,667 513103 Telephone Utility 7,730 516101 Contractual Services 100,000 519101 Travel & Training 6,000 519104 Auto Allowance & Mileage 300 519106 Employees' Uniform 2,800 521101 Computer Replacement 32,379 521103 Equipment Replacement 34,377 521104 Insurance Allocation 93,257 Total Operations & Maintenance 292,130 OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY2023-2024 Page 131 of251 Program Purpose The purpose 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 1,252 lane miles, and the City's fleet of over 330 vehicles and equipment, with a focus on clean energy fuel. Primary Activities In addition to the responsibilities listed above, primary activities of the General Services Division include performing work and inspections for the annual Sidewalk Concrete Rehabilitation project, installing ADA compliant access ramps, maintaining street signage, repairing potholes, and lane line striping. The Division also assists with as -needed road closures for City events and emergencies. This year, General Services will continue to conduct annual sidewalk inspections, implement preventative maintenance measures, and remove litter and debris from public right-of-ways to keep our City safe and clean. Personnel 500101 Regular Employees 500106 Certificate Pay 500201 Part -Time Salaries &_Wages 500202 Part -Time Sickleave Pay 500301 Overtime 500402 Vacation Payout 500502 Sick leave Payout 501101 Health & Welfare 501102 Life Insurance 501103 Long -Tenn Disability Ins 501104 Medicare 501105 Worl,;ers Compensation 501106 PERS 501107 Deferred Compensation 501110 Supplemental Health 501113 Wellness Benefit Total Personnel Operations & Maintenance 510101 Publications & Subscriptions 510102 Membership & Dues 510103 Office Supplies 511101 Special Supplies 511102 Vehicle Fuel 511105 Maintenance/Supplies 511107 Small Tools 511110 Striping Supplies 511111 Asphalt Supplies 511112 Concrete Supplies 512103 Equipment Rental 513103 Telephone Utility 514104 Bridge Maintenance 514105 Curb & Sidewalk 514108 Traffic Signs & Markings 516101 Contractual Services 516111 Weed & Pest Control 516125 Property Damage 518503 Taxes/Licenses/Fees 519101 Travel & Training 519103 Education Reimbursement 519104 Auto Allowance & Mileage 519106 Employees' Uniform 521101 Computer Replacement 521103 Equipment Replacement 521104 Insurance Allocation 720001 Reimbursements to the General Fund Total Operations & Maintenance 2,632,343 48,960 229,204 8,111 81,044 19,630 28,434 370,850 4,233 10,425 51,686 232,602 262,454 42,550 130,307 9,796 4,162, 629 5,200 1,730 3,100 32,462 421,468 329,330 9,600 57,000 87,300 60,650 12,400 14,429 2,500 19,650 127,650 176,396 18,000 30,000 2,225 9,550 2,300 850 33,610 61,712 89,751 449,460 1,853,776 912.099 Page 132of251 THE CITY OF SANTA CLARITA Public Works TRAFFIC AND TRANSPORTATION PLANNING 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, Local Roadway Safety Plan, and the Non -Motorized Transportation Plan. Traffic and Transportation Planning also provides the technical guidance necessary to maintain the City's traffic infrastructure. Primary Activities The Division is comprised of three groups: Transportation Planning, Operations, and Signals. Primary activities for Transportation Planning include forecasting future transportation needs, identifying necessary funding, reviewing development proposals and traffic impact studies, coordinating with outside agencies, enhancing bicycle and pedestrian connectivity, 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 infrastructure 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 proactive signal maintenance to reduce unplanned outages and downtime, roadway and intersection modifications to improve circulation, enhance bicycle and pedestrian connectivity, and analyze collision patterns to implement roadway safety improvements. sonnel 500101 Regular Employees 1,655,925 500301 Overtime 9,723 500402 Vacation Payout 25,616 500502 Sick Leave Payout 50,386 501101 Health & Welfare 162,246 501102 Life Insurance 2,663 501103 Inng-Tenn Disability Ins 6,560 501104 Medicare 28,267 501105 Worker's Compensation 43,795 501106 PERS 163,361 501107 Deferred Compensation 28,600 501110 Supplemental Health 29,166 501113 Wellness Benefit 2,960 it Personnel 2,209,26E perations & Maintenance 510101 Publications & Subscriptions 500 510102 Membership & Dues 3,398 510103 Office Supplies 1,200 510104 Printing 500 510105 Postage 200 511101 Special Supplies 4,294 512101 Rents/Leases 200 513101 Electric Utility 400,000 513103 Telephone Utility 16,000 514107 Traffic Signal Maintenance 957,556 516101 Contractual Services 486,567 516104 Advertising 200 516114 Inspections 10,000 516125 Property Damage 200,000 519101 Travel & Training 8,967 519104 Auto Allowance & Mileage 1,000 521101 Computer Replacement 27,001 521103 Equipment Replacement 8,932 521104 Insurance Allocation 139,403 530102 Interest 543,864 720001 Reimbursements to the General Fund 203,799 rtal Operations & Maintenance 3.013.5E1 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 133 of251 Human Resources and Library Services Personnel Services $ 7,527,905 Operations & Maintenance 3,032,755 Total Human Re• - • Library Servicesirk 6 6 1 Administration $ 530,646 Human Resources 2,161,268 Public Library:.: ,747 Total Human Resources and Library Services $ 10,560,661 75% ■ Administration 5% lman Resources 20% Page 134of251 THE CITY OF SANTA CLARITA Human Resources Program Purpose The purpose of the Administration Division is to oversee the day-to-day operations of the Department of Human Resources and Library Services and to ensure that the goals of the Department are met. The Administration Division provides support, coordination, and direction to the divisions in the Department, which include Human Resources and the Santa Clarita Public Library. Primary Activities The Administration Division provides policy direction for the Department and facilitates Department goals. The Division works closely with all divisions to ensure that the highest level of customer service is provided to external and internal customers alike. Responsibilities also include the development, administration, and tracking of the department budget, strategic planning, and assisting in the implementation of Santa Clarita 2025. Administration staff works closely with all divisions to provide general administrative and analytical support. Personnel 500101 Regular Employees 500402 Vacation Payout 500502 Sick leave Payout 501101 Health & Welfare 501102 life Insurance 501103 Inng-Term Disability Ins 501104 Medicare 501105 Worker's Compensation 501106 PERS 501107 Deferred Compensation 501113 Wellness Benefit 501110 Supplemental Health Total Personnel Operations & Maintenance 521101 Computer Replacement Total Operations & Maintenance 390,067 9,928 8,412 37,597 627 1,544 6,782 9,383 38,473 9,000 1,200 13,572 526,586 4,060 •,060 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 135 of251 Program Purpose Human Resources provides and manages programs to attract, develop, support, and motivate employees in alignment with the City's philosophy and goals. The Division also promotes employee safety and emergency preparedness. Primary Activities The Human Resources Division is responsible for managing and developing effective recruitment strategies to ensure the 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, including advising employees on these rules and policies; and managing WorkWell, the City's employee health and wellness program. Human Resources is also responsible for Risk Management, which facilitates employee safety, and coordinates employee incident reporting. Lastly, the division oversees the City's Emergency Management Program focusing on preparedness, mitigation, response and recovery efforts for natural and man-made disasters through coordination with City employees, local emergency services, utility companies, and school districts. This year, Human Resources will continue to maintain effective employee and labor relations programs by fostering open communication; listening to concerns and providing counsel and advice; promoting employee wellness and encouraging enjoyment at the workplace through an enhanced WorkWell program; promoting employee safety and emergency response preparedness; and developing and expanding organization -wide succession efforts to support organizational stability, leadership continuity, and effective knowledge transfer. Personnel 500101 Regular Employees 500201 Part -lime Salaries & Wages 500202 Part -lime Sick Leave Pay 500402 Vacation Payout 500502 Sick Leave Payout 501101 Health & Welfare 501102 life Insurance 501103 Long -Term Disability Ins 501104 Medicare 501105 Worker's Compensation 501106 PERS 501107 Deferned Compensation 501110 Supplemental Health 501113 Wellness Benefit Total Personnel Operations & Maintenance 510101 Publications & Subscriptions 510102 Membership & Dues 510103 Office Supplies 510104 Printing 510105 Postage 511101 Special Supplies 511113 Workwell 512104 Records Storage & Services 513103 Telephone Utility 513107 Fleet Navi Services 515103 Employee Safety 516101 Contractual Services 516102 Professional Services 516104 Advertising 516105 Promotion & Publicity 516133 Fingerprinting 519101 Travel & Training 519103 Education Reimbursement 519107 Citywide Training 521101 Computer Replacement 521104 Insurance Allocation Total Operations & Maintenance 1,242,826 91,798 344 62,580 11,208 152,487 1,998 4,921 23,341 22,307 126,648 13,000 34,652_ 3,000 1, 791,111 1,595 3,306 3,720 1,022 200 20,626 830 7,905 54,223 18,750 82,157 39,855 6,406 11,100 16,000 14,870 27,410 10,000 25,375 4,807 370.157 Page 136of251 THE CITY OF SANTA CLARITA Human Resources 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 media and digital content. Services available include an online library catalog, public computers, free Wi-Fi Internet access, Chromebooks and hotspots, programs for all ages, photocopiers, passport processing, local history archive and public meeting rooms. Additional activities include fostering partnerships and community involvement. Priorities for SCPL this year include increasing community partnerships with an emphasis on homeschool families, 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. rsonnel 500101 Regular Employees 3,177,408 500201 Part -lime Salaries & Wages 979,411 500202 Part -lime Sick Leave Pay 10,135 500301 Overtime 4,593 500402 Vacation Payout 7,251 500502 Sick Leave Payout 4,203 501101 Health & Welfare 451,363 501102 life Insurance 5,111 501103 Long -Term Disability Ins 12,579 501104 Medicare 68,760 501105 Worker's Compensation 34,976 501106 PERS 323,712 501107 Deferred Compensation 21,500 501110 Supplemental Health 95,007 501113 Wellness Benefit 14,200 tal Personnel 5,210,209 Operations & Maintenance 510101 Publications&Subscriptions 48,590 510102 Membership & Dues 20,659 510103 Office Supplies 11,582 510105 Postage 200 511101 Special Supplies 115,704 511105 Maintenance Supplies 62,169 511120 Books and Materials 1,075,000 516101 Contractual Services 483,877 516102 Professional Services 16,280 516135 Passport Services 20,000 519101 Travel & Training 50,000 519104 Auto Allowance & Mileage 4,000 519106 Employees' Uniform 1,500 521101 Computer Replacement 75,110 521104 Insurance Allocation 203,339 720001 Reimbursements to the General Fund 470,528 Total Operations & Maintenance 2.658.538 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 137 of251 Economic Development Personnel Services $ 6,389,136 Operations & Maintenance 33,277,813 Capital Outlay 6,997,150 Total Economic Devebprnent 46,664,099 Administration $ 796,245 Economic Development 2,507,741 Arts & Events 4,540,621 Transit 38,819,491 A Transit 83% ■ Administration w Economic 2% Development 5% M Art. 2. [:—.t. 10% Page 138of251 THE CITY OF SANTA CLARITA Economic Development Program Purpose The purpose of the Administration Division is to oversee the day-to-day operations of the Department of Economic 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 Arts and Events, Transit, 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, reviews, and manages the department's agenda reports for the City Council and attends all City Council meetings. The Administration Division coordinates responses to City Council and City Manager requests and correspondence, oversees Public Records Requests assigned to the department, and works closely with all divisions to ensure that the highest level of customer service is provided to external and internal customers alike. The Administration Division coordinates and oversees department activities, including training, staff development and recruitment, expenditure and revenue analysis, and special projects. The Division's staff also assists in the implementation of Santa Clarita 2025. 500101 Regular Employees 500201 Part -Time Salaries & Wa ems 500402 Vacation Payout 500502 Sick leave Payout 501101 Health & Welfare 501102 life Insurance 501103 Inng-Tenn Disability Ins 501104 Medicare 501105 Worker's Compensation 501106 PERS 501107 Defend Compensation 501113 Wellness Benefit 501110 Supplemental Health Total Personnel Operations & Maintenance 510101 Publications & Subscriptions 510102 Membership & Dues 510103 Office Supplies 510105 Postage _ 511101 Special Supplies 513103 Telephone Utility 516102 Professional Services 519101 Travel & Training 519104 Auto Allowance & Mileage 521101 Computer Replacement 521104 Insurance Allocation 446,608 22,846 2,125 8,132 37,597 718 1,768 7,766 8,211 44,025 11,000 1,200 10,143 602,138 300 850 Soo 100 Soo 2,680 153,359 3,150 7,350 6,090 19,228 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 139 of251 Program Purpose The purpose of the Economic Development Division is to promote the economic growth of the City. This is achieved by encouraging and fostering responsible economic development opportunities that result in: a jobs/housing balance that is established through high - quality employment opportunities for residents; a diverse and strong economic base through the attraction and retention of increased sales tax -generating businesses, including restaurants and retail; and economic wealth by attracting external monies to the local economy through film and tourism promotion and activities. Primary Activities The primary activities of the Economic Development Division include: marketing and promotion of the City as a premier location to visit, conduct business, shop, and film; acting as the liaison between the City and the business community; attracting and retaining business and retail; supporting entrepreneurs; developing opportunities to address parking needs in Old Town Newhall; promoting the Old Town Newhall area as the premier Arts and Entertainment District in our community; and coordinating sponsorships, filming, and visitor attraction. Economic Development staff facilitates monthly Tourism Bureau meetings and is the City's liaison with local community and business agencies, such as the Chamber of Commerce, the Santa Clarita Valley Economic Development Corporation, and the Valley Industry Association. Personnel 500101 Regular Fmployees 500201 Part -Time Salaries & Wages 500202 Part -Time Sick Leave Pay 500301 Overtime !_ 500502 Sick Leave Payout 501101 Health & Welfare _! 501102 Life Insurance _ 501103 Long -Term Disability Ins 501104 Medicare 501105 Worker's Compensation 501106 PERS 501107 Deferred Compensation _ 501113 Wellness Benefit 501110 Supplemental Health Total Personnel Operations & Maintenance 510101 Publications & Subscriptions _ 510102 Membership & Dues _ 510103 Office Supplies _ 510104 Printing _ 510105 Postage _ 511101 Special Supplies _ 512104 Records Storage & Services _ 513103 Telephone Utility _ 516101 Contractual Services _ 516102 Professional Services _ 516104 Advertising _ 516105 Promotion & Publicity _ 516108 Graphic Design Services _ 516124 Business Sponsors _ 517110 Film Incentives 519101 Travel & Training 519104 Auto Allowance & Mileage 521101 Computer Replacement i 521103 Vehicle Replacement 521104 Insurance Allocation 720001 Reimbursements to the General Fund Total Operations & Maintenance 970,725 47,026 989 16,143 16,334 121,990 1,559 3,842 17,736 20,111 96,314 12,000 1,800 47,396 1,373,965 3,915 12,115 1,822 30,500 650 5,500 250 6,710 118,000 310,158 194,505 123,991 10,800 59,500 60,000 15,570 2,500 20,300 5,448 87,007 64,535 1,133,776 Page 140of251 THE CITY OF SANTA CLARITA Economic Development Program Purpose The Arts and Events Division promotes, supports, and develops arts programming, regional events, community events, arts education 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 Division oversees The MAIN, which serves the community as an arts venue offering performing and visual arts events and programs. The Arts and Events Division produces and supports regional events, including the Cowboy Festival and various sports and cultural tourism events. In addition, an annual slate of community events adds to the quality of life for Santa ClariUs 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 the Celebrate cultural series. 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 programs, and specialty service projects with local businesses. Personnel 500101 Regular Employees 1,656,816 _ 500201 Part -Time Salaries & Wages 448,427 i 500202 Part -Time Sick Leave Pay 968 i 500301 Overtime 119,342 500402 Vacation Payout 41,049 500502 Sick Leave Payout 29,699 ! 501101 Health & Welfare 207,383 i 501102 Life Insurance 2,664 i 501103 Inng-Tema Disability Ins 6,561 501104 Medicare 37,060 _i 501105 Workers Compensation 59,239 _ 501106 PERS 168,055 501107 Deferred Compensation 23,500 501113 Wellness Benefit 3,200 501110 Supplemental Health 43,136 Total Personnel 2,847,099 Operations & Maintenance 510102 Membership & Dues 1,495 510103 Office Supplies 2,900 510104 Printing 23,730 511101 Special Supplies 258,850 512101 Rents/Leases 108,800 512103 Equipment Rental 338,200 513101 Electric Utility 15,960 513102 Gas Utility 240 513103 Telephone Utility 6,501 513106 Water Utility 300 516101 Contractual Services 165,295 516102 Professional Services 479,325 516105 Promotion & Publicity 29,000 516108 Graphic Design Services 62,000 519101 Travel & Training 3,500 519104 Auto Allowance & Mileage 2,880 i521101 Computer Replacement 34,510 521103 Equipment Replacement 12,457 521104 Insurance Allocation 147,579 Total Operations & Maintenance 1,693,522 OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY2023-2024 Page 141 of251 Program Purpose The City of Santa Clarita Transit Division provides high -quality, safe, and reliable public transportation services within, to, and from the Santa Clarita Valley, provides mobility to individuals without access to an automobile, and encourages the use of public transportation to reduce traffic congestion and pollution. Primary Activities The Transit Division operates nine local, fixed routes that serve the Santa Clarita Valley and two Station Link routes that meet arriving and departing Metrolink trains. Additionally, the division operates a commuter express bus service between Santa Clarita and downtown Los Angeles, Century City, UCLA, North Hollywood, and the Warner Center in the west San Fernando Valley. To meet the needs of the senior and disabled community Transit 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, the Transit Division started a pilot program that offers same -day, on -demand service to the general public. This Uber-like service allows riders to schedule a trip where a transit vehicle will arrive within 15 minutes of the request. This year, the Division will focus on implementing its Zero Emission Transition Plan and constructing the required supporting infrastructure. Furthermore, staff will focus on achieving key performance targets, including a 90-percent or better on -time performance for all transit services, boosting ridership, and maintaining an average of less than two -minute telephone hold times for all transit customers. Personnel 500101 Regular Employees 1,144,379 500201 Part -Time Salaries 5,873 500202 Part -Time Sick Leave Pay 749 500402 Vacation Payout 8,576 500502 Sick Leave Payout 15,454 501101 Health & Welfare 146,693 501102 Life Insurance 1,839 501103 Inng-Term Disability Ins 4,530 501104 Medicare 20,037 501105 Worker's Compensation 34,432_ 501106 PERS 113,110_ 501107 Deferred Compensation 14,013 501110 Supplemental Health 51,439 501113 Wellness Benefit 4,810 Total Personnel 1,565,933 Operations & Maintenance 510101 Publications & Subscriptions 315 510102 Membership & Dues 70,571 510103 Office Supplies 1,000 510104 Printing 20,000 510105 Postage 450 511101 Special Supplies 6,500 511102 Vehicle Fuel 575,000 511104 Janitorial Supplies 15,250 511105 Maintenance/Supplies 69,400 511107 Small Tools 3,500 512103 Equipment Rental 2,000 513101 Electric Utility 96,280 513102 Gas Utility 1,771,407 513103 Telephone Utility 75,200 513106 Water Utility 19,000 516101 Contractual Services 1,273,372 516102 Professional Services 20,000 516104 Advertising 20,000 516108 Graphic Design Services 5,000 516110 Landscape Services 18,000 516116 LDcal Bus 11,795,659 516117 Dial ARide 4,387,015 516118 Commuter Services 3,256,834 516119 Contract Admin Fees 5,368,718 516130 CNG Station Maintenance 400,000 518503 Taxes/Licenses/Fees 180,457 519101 Travel & Training 3,500 519103 Education Reimbursement 3,000 519104 Auto Allowance & Mileage 200 519106 Employee's Uniform 1,270 521101 Computer Replacement 24,411 521104 Insurance Allocation i_ 145,173 720001 Reimbursements to the General Fund 627,926 rotal Operations & Maintenance 30,256,408 Capital Outlay 520103 Automotive Equipment 4 6,997,150 rotal Capital Outlav 6.997.150 Page 142of251 THE CITY OF SANTA CLARITA Economic Development THIS PAGE INTENTIONALLY LEFT BLANK OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 143 of251 Public Safety Operations & Maintenance $ 33,324,270 Tot- bhc Safety $ 33,324,270 Sheriff's Services 33,286,078 Fire Protection • Total Public Safety $ 33,324,270 A Fire Protection <1% ■ Sheriff's Services 100% Page 144 of251 THE CITY OF SANTA CLARITA Public Safety Program Purpose The purpose of the Sheriff's Services program is to provide Santa Clarita's residents with law enforcement, traffic enforcement, crime prevention, and a variety of specialized services. Primary Activities The primary activities include round-the-clock neighborhood patrol, traffic enforcement, accident investigation, detective functions, Crime Prevention Unit (CPU), helicopter patrol, Juvenile Intervention Team (J-Team), special investigations, parking enforcement, community policing services, and supplemental service during special City events. One of the ways, the Public Safety Division maintains Santa Claritas position as one of the safest cities of its size (population over 150,000) in the nation is through the Crime Prevention Unit (CPU). The CPU ensures Sheriff Deputies are equally distributed throughout the City. The Sheriff Station also uses the Juvenile Intervention Team (J-Team) to combat gang -related and juvenile crimes and drug use with implemented intervention programs and informational workshops, such as Teen Court and Community Court programs, and the Drug Free Youth in Santa Clarita program. This division continues to increase resident safety and awareness through ongoing community outreach programs and events. Program Purpose The purpose of this program is to provide fire prevention, protection, and suppression within City boundaries. Primary Activities The Fire Protection program responds to various emergencies, including, but not limited to, providing fire prevention and public education programs, and responding to public and City's assistance calls. Fire protection and prevention services are provided to the City of Santa Clarita by means of the wildfire protection district. Costs associated with services are deducted from property taxes prior to distribution to the City. The appropriated budget is the cost for services in an area within the City, however, not within the district. Given this amount is not paid through property taxes, the City must remit fees directly. Operations & Maintenance 511101 Special Supplies 20,000 513103 Telephone Utility 14,500 515102 Claims Payment 3,218,395 516101 Contractual Services 797,797 516102 Professional Services 1,395,300 516150 General law 27,631,934 516153 Business Alliance Program 90,000 517108 Special Events -Sheriff 35,000 519101 Travel & Training 36,000 521104 Insurance Allocation 18,748 720001 Reimbursement to the General Fund 28,404 Total Operations & Maintenance 33,286,078 Operations & Maintenance 516101 Contractual Services 36,750 521104 Insurance Allocation 1,442 Total Operations & Maintenance 38.192 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 145 of251 Successor Agency Operations & Maintenance 1,158,476 Successor Tota� Successor Agency $ 1,158,476 ■ Successor Agency 100% Page 146of251 THE CITY OF SANTA CLARITA Successor Agency 99���Obligation Account Number: 0. 5509102 Operations & Maintenance Program Purpose 516101 Contractual Services 7,807 The Successor Agency is responsible for 530102 Interest 1,150,669 winding down the activities of the former Total Operations & Maintenance 1,158,476 Redevelopment Agency, as dictated by AB IX Total 2023-24Budget 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. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 147 of251 Non -Departmental Personnel Services $ 5,219,463 Operations & Maintenance 599,910 Reserves & Debt Service 6,694,659 Administration $ 5,819,373 Debt Service 5,944,659 Reserves 750,000 H Reserves 6% ■ Administration 46% ■ Debt Service 48% Page 148 of251 THE CITY OF SANTA CLARITA Non -Departmental Program Purpose The Non -Departmental Division provides for funding the City's annual debt service payments and for a financial reserve which is not appropriated to any specific program. The reserve fund remains available to meet unanticipated emergencies or needs that may arise after the adoption of the budget. It also provides for the City's Actuarially Determined Contribution (ADC) to the Other Post -Employment Benefits (OPEB) as required by the Governmental Accounting Standards Board (GASB) Statement No. 75 that establishes rules for the measurement, recognition, and display of OPEB expenses and expenditures by public agencies. The program also provides for payments made toward the City's unfunded accrued liability (UAL) pension costs. 501104 Medicare 1,067 501106 PERS 76,322 501108 Unemployment Taxes 100,000 501112 Admin Fees 11,000 501113 Wellness Benefit 73,617 501116 PERS-UAL 4,957,457 it Personnel 5,219,463 gyrations & Maintenance 510102 Membership & Dues _ 56,595 511101 Special Supplies _ 5,000 516101 Contractual Services 500,000 720001 Reimbursements to the General Fund 38,315 at Operations & Maintenance 599,910 701001 Contingency Account 750,000 at Reserves 750,000 it Service 530101 Principal & Interest 5,944,659 at Debt Service 5.944.659 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 149 of251 cry of SANTA CLARITA Capital Improvement Program FY2023-2024 Capital Improvement Program Overview 152 CIP SUMMARIES 2023-24 Capital Budget Summary 153 Five -Year CIP Summary Listing by Type of Project 155 2023-24 Capital Projects Program Funding 163 Five -Year CIP Summary Listing of Revenue and Expenditures by Fund 164 ARTS Old Orchard Park Civic Art - Design & Construction, A2001 170 David March Park Civic Art - Design & Construction, A4002 171 BEAUTIFICATION AND LANDSCAPING Magic Mountain Parkway Beautification, Phase I - Construction, B1019 172 CIRCULATION Sierra Highway Traffic Signal Interconnect and Adaptive System - Design, C0060 173 2020-21 Circulation Improvement Program, Phases III and IV - Design & Construction, C0064 174 Saugus Phase I: Bouquet Canyon Trail to Central Park - Design, C0066 175 Traffic Signal Video Management System Upgrade - Construction, C0069 176 2023-24 Signalized Intersection Improvement Program - Construction, C0070 177 Traffic Signal Battery Backup Replacement Program, Phase I - Construction, C0071 178 Valencia Industrial Center Bicycle, Pedestrian, and Bus Stop Improvements - Design, C 10 17 179 HSIP Pedestrian Crossing Enhancement - Design & Construction, C3021 180 Canyon Country Class II Bike Lanes - Design & Construction, C3022 181 Newhall Ranch Road and Bouquet Canyon Road Intersection Improvements - Design & Construction, C4017 182 FACILITIES AND BUILDINGS HOME Project - Construction, F0005 Museum and Cultural Center - Conceptual Design, Shelter Project - Construction, F1024 Santa Clarita Sports Complex Buildout - Design, F? Page 150of251 THE CITY OF SANTA CLARITA Capital Improvement Program MAINTENANCE 2022-23 Overlay and Slurry Seal Program - Design & Construction, M0149 187 2023-24 Concrete Rehabilitation Program - Design & Construction, M0152 188 2023-24 Overlay and Slurry Seal Program - Design & Construction, M0153 189 2023-24 Thermoplastic Lane Striping Program - Construction, M0154 190 Citywide Brivo System Upgrade - Construction, M0155 191 2022-23 Paseo Bridge Maintenance and Painting Program - Construction, M1038 192 Hot Water Heater Installation, Valencia Library - Construction, M 1041 193 Transit Maintenance Facility HVAC Upgrades - Design & Construction, M1042 194 McBean Transit Center Restroom Tile and Roof Repair - Construction, M1043 195 Business Incubator Galvanized Plumbing Retrofit - Construction, M2018 196 Santa Clarita Park Pool Roof Repairs - Construction, M4014 197 PARKS 2023-24 Parks Concrete Rehabilitation Program - Construction, P0023 198 Parks Facilities Improvements and Repairs - Construction, P0024 199 Parks Facilities Alarm and Fire Panel Upgrades - Construction, P0025 200 2023-24 Sports Court Resurfacing, Valencia Glen Park - Construction, P 1016 201 Tesoro Adobe Facility Improvements - Construction, P1017 202 Valencia Community Center Improvements - Construction, P 1018 203 Old Orchard Park, Phase I - Construction, P2020 204 Newhall Park Pool Pump Room Replacement - Design, P2021 205 Via Princessa Park - Design, P3033 206 Central Park Buildout - Construction, P4019 207 David March Park - Design & Construction, P4027 208 2023-24 Sports Field Replacement Program, Central Park - Construction, P4030 209 2023-24 Rubberized Playground Resurfacing, Golden Valley Park - Construction, P4031 21C RESOURCE MANAGEMENT AND CONSERVATION 2022-23 Trash Excluders (Trash Filters in Storm Drains) - Construction, R0032 211 2023-24 Citywide Reforestation Program - Construction, R0034 212 STREETS AND BRIDGES McBean Parkway Realignment - Construction, S1047 213 Copper Hill Drive Bridge Widening Over the San Francisquito Creek - Design & Construction Oversight, S1050 214 Dockweiler Drive Extension - Design (Right -of -Way), S3023 215 Via Princessa East Roadway Extension - Design, S3026 216 Vista Canyon Road Bridge - Design & Construction, S3037 217 TRAILS AND TRANSIT 2023-24 ADA Access Ramps - Construction, D0004 218 2023-24 Trail Fence Replacement - Construction, T1020 219 Railroad Avenue Class I Bike Trail - Design (Right -of -Way), T2011 220 Sand Canyon Trail, Phase IV - Construction, T3024 221 UNFUNDED PROJECTS Unfunded List 222 OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY2023-2024 Page 151 of251 The 2023-24 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. ■ Trail ■ 5trea Bric 28% ■ Beautification & Landscaping ■ Arts 9% .. e10/ The City of Santa Clarita finances its capital projects through a combination of revenues. The proposed resources that will be used to support the Fiscal Year 2023- 24 Budget are outlined in the CIP Summaries section of this document. The proposed CIP budget consists of improvements and projects totaling $89,972,469 and is distributed among the following project categories: • Arts $161,468 • Beautification & Landscaping 8,415,000 • Circulation 5,959,924 • Facilities & Buildings 1,977,104 • Maintenance 25,970.015 • Parks 20,373,232 • Resource Mgmt. & Conservation 255,000 • Streets & Bridges 24,965,726 • Trails & Transit 1,895,000 Total Program Cirailati on 7°Ip ■ Facilities & 1111il lino'R ■ Resource Mgn►t. Parks & Conservation 2 3 �k <1% enance 29G'- $89,972,469 Page 152of251 THE CITY OF SANTA CLARITA Capital Improvement Program Arts A2001 Old Orchard Park Civic Art - Design & Construction $ 53,079 A4002 David March Park Civic Art - Design & Construction 108,389 Total Arts: 161,468 Beautification and Landscaping B1019 Magic Mountain Parkway Beautification, Phase I -Construction 8,415,000 Total Beautification and Landscaping: 8,415,000 Circulation C0060 Sierra Highway Traffic Signal Interconnect and Adaptive System - Design 65,000 C0064 2020-21 Circulation Improvement Program, Phase III and IV - Design & Construction 3,765,000 C0066 Saugus Phase I: Bouquet Canyon Trail to Central Park - Design 50,000 C0069 Traffic Signal Video Management System Upgrade - Construction 200,000 C0070 2023-24 Signalized Intersection Improvement Program - Construction 300,000 C0071 Traffic Signal Battery Backup Replacement Program, Phase I - Construction 200,000 C1017 Valencia Industrial Center Bicycle, Pedestrian, and Bus Stop Improvements - Design 250,082 C3021 HSIP Pedestrian Crossing Enhancement - Design & Construction 252,838 C3022 Canyon Country Class II Bike Lanes - Design & Construction 239,004 C4017 Newhall Ranch Road and Bouquet Canyon Road Intersection Improvements - Design & Construction 638,000 Total Circulation: 5,959,924 Facilities and Buildinas F0005 HOME Project - Construction 750,000 F0006 Museum and Cultural Center -Conceptual Design 160,256 F1024 Shelter Project -Construction 666,848 F3024 Santa Clarita Sports Complex Buildout - Design 400,000 Total Facilities and Buildings: 1,977,104 Maintenance M0149 2022-23 Overlay and Slurry Seal Program - Construction 250,000 M0152 2023-24 Concrete Rehabilitation Program - Design & Construction 600,000 M0153 2023-24 Overlay and Slurry Seal Program - Design & Construction 22,900,000 M0154 2023-24 Thermoplastic Lane Striping Program - Construction 175,000 M0155 Citywide Brivo System Upgrade - Construction 36,500 M1038 2022-23 Paseo Bridge Maintenance and Painting Program - Construction 501,577 M1041 Hot Water Heater Installation, Valencia Library - Construction 26,100 M1042 Transit Maintenance Facility HVAC Upgrades - Design & Construction 1,204,738 M1043 McKean Transit Center Restroom Tile and Roof Repair - Construction 113,000 M2018 Business Incubator Galvanized Plumbing Retrofit - Construction 66,100 M4014 Santa Clarita Park Pool Roof Repairs - Construction 97,000 Total Maintenance: 25,970,015 Parks P0023 2023-24 Parks Concrete Rehabilitation Program - Construction 198,000 P0024 Parks Facilities Improvements and Repairs - Construction 519,000 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 153 of251 Parks (Continued) P0025 Parks Facilities Alarm and Fire Panel Upgrades - Construction 131,000 P1016 2023-24 Sports Court Resurfacing, Valencia Glen Park - Construction 71,700 P1017 Tesoro Adobe Facility Improvements - Construction 128,000 P1018 Valencia Community Center Improvements - Construction 1,518,000 P2020 Old Orchard Park, Phase I - Construction 5,309,921 P2021 Newhall Park Pool Pump Room Replacement - Design 213,000 P3033 Via Princessa Park - Design 525,000 P4019 Central Park Buildout - Construction 150,000 P4027 David March Park - Design & Construction 11,268,611 P4030 2023-24 Sports Field Replacement Program, Central Park - Construction 196,000 P4031 2023-24 Rubberized Playground Resurfacing, Golden Valley Park - Construction 145,000 Total Parks: 20,373,232 Resource Manaaement and Conservation R0032 2022-23 Trash Excluders (Trash Filters in Storm Drains) - Construction 80,000 R0034 2023-24 Citywide Reforestation Program -Construction 175,000 Total Resource Management and Conservation: 255,000 Streets and Bridaes S1047 McBean Parkway Realignment - Construction 2,000,000 S1050 Copper Hill Drive Bridge Widening Over the San Francisquito Creek - Design & Construction Oversight 533,726 S3023 Dockweiler Drive Extension - Design (Right -of -Way) 150,000 S3026 Via Princessa East Roadway Extension - Design 382,000 S3037 Vista Canyon Road Bridge - Design & Construction 21,800,000 Total Streets and Bridges: 24,865,726 Trails and Transit D0004 2023-24 ADA Access Ramps -Construction 100,000 T1020 2023-24 Trail Fence Replacement- Construction 160,000 T2011 Railroad Avenue Class I Bike Trail -Design (Right -of -Way) 1,500,000 T3024 Sand Canyon Trail, Phase IV -Construction 235,000 Total Trails and Transit: 1,995,000 TOTAL FY 2023-24 CIP: $ 89,972,469 Page 154of251 THE CITY OF SANTA CLARITA Project Source of Funds Account No. Prior Years FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 Total Cost Arts Old Orchard Park Civic Art- Design & Construction Civic Art Project A2001602 53,079 53,079 53,079 53,079 David March Park Civic Art - Design & Construction Civic Art Project A4002602 108,389 108,389 108,389 108,389 Total:l - 1 161,4681 -1 161,468 Beautification and Landscaping Magic Mountain Parkway Beautification, Phase I - Construction 'IDA Article 8 B 1019233 Stormwater Utility Fund B 1019356 LMD Zone 2008-1 B1019357 750,000 Areawide Fund B1019367 750,000 Total: 750,000 5,171,355 141,507 100,000 3,002,138 8,415,000 8,415,000 Circulation Sierra Highway Traffic Signal Interconnect and Adaptive System - Design Measure R Hwy Ops Impvmt C0070270 500,000 65,000 500,000 65,000 2020-21 Circulation Improvement Program, Phases III and IV - Design & Construction Caltrans Garcia Funding C0064229 1,500,000 TDA Article 8 C0064233 1,852,450 2,034,846 Developer Fees Fund C0064306 230,154 1,852,450 3,765,000 Saugus Phase I: Bouquet Canyon Trail to Central Park - Construction TDA Article 8 C0066233 30,500 2,500 Measure MATP C0066268 619,500 47,500 650,000 50,000 Traffic Signal Video Management System Upgrade - Construction SC Lighting Dist (AdValorem) C0069354 200,000 - 200,000 - 9,165,000 565,000 565,000 1,500,000 3,887,296 230,154 5,617,450 33,000 667,000 700,000 200,000 200,000 a Project Source of Funds Account No. Prior Years FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 Total Cost Circulation - (Continued) IF 2023-24 Signalized Intersection Improvement Program - Construction SC Lighting Dist. (AdValorem) C0070354 300,000 300,000 Unfunded 300,000 300,000 300,000 300,000 1,200,000 300,000 300,000 300,000 300,000 300,000 1,500,000 Traffic Signal Battery Backup Replacement Program, Phase I - Construction SC Lighting Dist. (AdValorem) C0071354 200,000 I 200,000 Unfunded 144,000 144,000 144,000 144,000 576,000 - 200,000 144,000 144,000 144,000 144,000 776,000 Valencia Industrial Center Bicycle, Pedestrian, and Bus Stop Improvements -Design Traffic Measure M - ATP C1017268 525,000 250,082 775,082 525,000 250,082 - - 775,082 HSIP Pedestrian Crossing Enhancement - Design & Construction Federal Grant HSIP C3021229 210,870 210,870 TDA Article 8 C3021233 41,968 41,968 252,838 252,838 Canyon Country Class B Bike Lanes - Design & Construction Federal Grant HSIP C3022229 202,590 202,590 TDA Article 8 C3022233 36,414 36,414 239,004 239,004 Newhall Ranch Road and Bouquet Canyon Road Intersection Improvements - Construction TDA Article 8 C4017233 638,000 638,000 - 638,000 638,000 Total: 3,527,450 5,959,924 444,000 444,000 444,000 444,000 11,263,374 Facilities and Buildings HOME Project - Construction HOME Entitlements F0005207 530,314 530,314 Developer Fees F0005306 219,686 219,686 - 750,000 750,000 Museum and Cultural Center - Conceptual Design ARPA F0006228 89,744 160,256 250,000 89,744 160,256 i 250,000 Project Source of Funds Account No. Prior Years FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 Total Cost Facilities and Buildings - (Continued) Shelter Project - Construction TDA Article 8 F1024233 416,848 416,848 City Housing Successor Fund F1024393 250,000 250,000 - 666,848 - - 666,848 Santa Clarita Sports Complex Buildout - Design General Fund - Capital F3024601 23,823 23,823 Facilities Fund F3024723 3,720,000 400,000 4,120,000 3,743,823 400,000 4,143,823 Total: 3,833,567 1,977,104 - - 5,810,671 Maintenance 2022-23 Overlay and Slurry Seal Program - Construction Proposition C Local Return M0149260 5,000,000 5,000,000 Measure R M0149264 4,021,730 250,000 4,271,730 Measure M M0149266 4,131,286 4,131,286 Senate Bill 1 RMRA M0149267 5,596,984 5,596,984 18,750,000 250,000 - - - - 19,000,000 2023-24 Concrete Rehabilitation Program - Design & Construction Measure R M0152264 600,000 600,000 Unfunded 600,000 600,000 600,000 600,000 2,400,000 600,000 600,000 600,000 600,000 600,000 3,000,000 2023-24 Overlay and Slurry Seal Program - Design & Construction TDA Article 8 M0153233 8,900,000 8,900,000 Measure R M0153264 5,720,724 5,720,724 Measure M M0153266 2,617,971 2,617,971 Senate Bill 1 RMRA M0153267 5,661,305 5,661,305 Unfunded 22,900,000 22,900,000 22,900,000 22,900,000 91,600,000 22,900,000 22,900,000 22,900,000 22,900,000 22,900,000 114,500,000 2023-24 Thermoplastic Lane Striping Program - Construction TDA Article 8 M0154233 175,000 175,000 Unfunded 175,000 175,000 175,000 175,000 700,000 175,000 175,000 175,000 175,000 175,000 875,000 Project Source of Funds Account No. Prior Years FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 Total Cost Maintenance - (Continued) Citywide Brivo System Upgrade - Construction General Fund - Capital M0155601 36,500 36,500 - 36,500 36,500 2022-23 Pasco Bridge Maintenance and Painting Program - Design & Construction LMD Zone Specific M1038357 38,423 501,577 540,000 38,423 501,577 540,000 Hot Water Heater Installation, Valencia Library - Construction Public Library Fund M1041309 26,100 26,100 - 26,100 26,100 Transit Maintenance Facility HVAC Upgrades - Design & Construction Transit Fund M1042700 1,204,738 1,204,738 - 1,204,738 1,204,738 McBean Transit Center Restroom Tile and Roof Repair - Construction Transit Fund M1043700 113,000 113,000 113,000 113,000 Business Incubator Galvanized Plumbing Retrofit - Construction Public Library Fund M2018309 66,100 66,100 66,100 66,100 Santa Clarita Park Pool Roof Repairs - Construction General Fund - Capital M4014601 97,000 97,000 - 97,000 - - - - 97,000 Total: 18,788,423 25,970,015 23,675,000 23,675,000 23,675,000 23,675,000 139,458,438 Parks 2023-24 Parks Concrete Rehabilitation Program - Construction General Fund - Capital P0023601 198,000 198,000 198,000 - 198,000 2023-24 Parks Facilities Improvements and Repairs - Construction General Fund - Capital P0024601 519,000 519,000 519,000 - 519,000 Source of Funds Account No. Prior Years FY 2023-24 Parks - (Continued) Parks Facilities Alarm and Fire Panel Upgrades - Construction General Fund - Capital P0025601 131,000 131,000 2023-24 Sport Court Resurfacing, Valencia Glen Park - Construction LMD Zone Specific P1016357 71,700 71,700 Tesoro Adobe Facility Improvements - Construction General Fund - Capital P1017601 128,000 128,000 Valencia Community Center Improvements - Construction Facilities Fund P1018723 1,518,000 - 1,518,000 Old Orchard Park, Phase I- Construction CDBG P2020203 1,478,181 General Fund - Capital P2020601 300,000 Facilities Fund P2020723 3,831,740 300,000 5,309,921 Newhall Park Pool Pump Room Replacement - Design General Fund - Capital P2021601 213,000 - 213,000 Via Princessa Park - Design Proposition A Park Bond P3033262 250,000 Measure W Safe Clean Water P3033271 6,225,000 525,000 6,475,000 525,000 Central Park Buildout - Construction ARPA P4019228 11,269,101 Areawide Fund P4019367 541,210 General Fund - Capital P4019601 11,246 Facilities Fund P4019723 1,950,000 150,000 13,771,557 150,000 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 Total Cost 131,000 131,000 71,700 71,700 128,000 128,000 1,518,000 1,518,000 1,478,181 300,000 3,831,740 5,609,921 213,000 213,000 250,000 6,750,000 7,000,000 11,269,101 541,210 11,246 2,100,000 13,921,557 Project Source of Funds Account No. Prior Years FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 Total Cost Parks - (Continued) David March Park - Design & Construction Park Dedication Fund P4027305 1,386,000 550,000 1,936,000 Facilities Fund P4027723 10,718,611 10,718,611 1,386,000 11,268,611 12,654,611 2023-24 Sports Field Replacement Program, Central Park - Construction General Fund - Capital P4030601 196,000 196,000 - 196,000 196,000 2023-24 Rubberized Playground Resurfacing, Golden Valley Park - Construction General Fund - Capital P4031601 145,000 145,000 - 145,000 145,000 Total: 21,932,557 20,373,232 42,305,789 Resource Management and Conservation 2022-23 Trash Excluders (Trash Filters in Storm Drains) - Construction Stormwater Utility Fund R0032356 220,000 80,000 300,000 220,000 80,000 - 300,000 2023-24 Citywide Reforestation Program - Construction General Fund - Capital R0034601 175,000 175,000 - 175,000 175,000 Total: 220,000 255,000 475,000 Streets and Bridges McBean Parkway Realignment - Construction Caltrans Garcia Funding S1047229 1,120,000 1,120,000 Developer Fees Fund S1047306 412,960 880,000 1,292,960 412,960 2,000,000 - - - - 2,412,960 Copper Hill Drive Bridge Widening Over the San Francisquito Creek - Design & Construction Oversight Developer Fees Fund S1050306 116,274 533,726 650,000 116,274 533,726 650,000 Source of Funds Account No. Prior Years FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 Total Cost Streets and Bridges - (Continued) Dockweiler Drive Extension - Design (Right -of -Way) 'IDA Article 8 S3023233 787,938 B&T Via Princessa S3023302 4,283,315 150,000 5,071,253 150,000 Via Princessa East Roadway Extension - Design B&T Eastside S3026301 3,563,598 382,000 3,563,598 382,000 Vista Canyon Road Bridge - Design & Construction Measure R Hwy Ops Impvmt S3037270 20,000,000 Developer Fees Fund S3037306 550,000 1,800,000 550,000 21,800,000 Om Total: 9,714,085 24,865,726 2023-24 ADA Access Ramps - Construction TDA Article 8 D0004233 100,000 100,000 2023-24 Trail Fence Replacement - Construction 'IDA Article 3 T1020238 160,000 - 160,000 Railroad Avenue Class I Bike Trail - Design (Right -of -Way) TDA Article 3 T2011238 150,056 Proposition C Local Return T2011260 561,126 Proposition C Grant T2011265 938,874 150,056 1,500,000 787,938 4,433,315 5,221,253 3,945,598 3,945,598 20,000,000 2,350,000 22,350,000 - 34,579,811 100,000 100,000 160,000 160,000 150,056 561,126 938,874 1,650,056 Project Source of Funds Account No. Prior Years FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 Total Cost Trails and Transit - (Continued) -14 Sand Canyon Trail, Phase IV - Construction 'IDA Article 8 T3024233 1,119,033 1,119,033 TDA Article 3 T3024238 245,868 102,688 348,556 Proposition A Park Bond T3024262 111,000 111,000 Park Dedication Fund T3024305 174,228 174,228 General Fund - Capital T3024601 260,375 b 132,312 392,687 1,910,504 235,000 - 2,145,504 Total: F 2,060,560 1,995,000 4,055,560 Grand Total: FF 60,826,642 1 89,972,469 24,119,000 24,119,000 24,119,000 24,119,000 247,275,111 a Capital Improvement Program FUND NUMBER FUNDING SOURCE AMOUNT % OF BUDGET 203 CDBG 1,478,181 1.64% 207 HOME Entitlements 530,314 0.59% 228 ARPA 160,256 0.18% 229 Miscellaneous Federal Grants 3,033,460 3.37% 233 TDA Article 8 17,516,931 19.47% 238 TDA Article 3 262,688 0.29% 260 Prop. C Local Return 561,126 0.62% 264 Measure R Local Return 6,570,724 7.30% 265 Prop. C Grant 938,874 1.04% 266 Measure M Local Return 2,617,971 2.91% 267 SB1 RMRA 5,661,305 6.29% 268 Measure M - ATP 297,582 0.33% 270 Measure R Hwy Operational Improvements 20,065,000 22.30% 271 Measure W Safe Clean Water 525,000 0.58% 301 B&T Eastside 382,000 0.42% 302 B&T Via Princessa 150,000 0.17% 305 Park Dedication (Quimby) 550,000 0.61% 306 Developer Fees 3,663,566 4.07% 309 Library Fund 92,200 0.10% 354 Streetlights Maintenance District (AdValorem) 700,000 0.78% 356 Storm Water Utility 221,507 0.25% 357 LMD Zone Specific 673,277 0.75% 367 Areawide Fund 3,002,138 3.34% 393 City Housing Successor Fund 250,000 0.28% 601 General Fund Capital 1,970,812 2.19% 602 Civic Arts Fund 161,468 0.18% 700 Transit Fund 1,317,738 1.46% 723 Facilities Fund 16,618,351 18.47% Total FY 2023-24 CIP $ 89,972,469 100.00% 2023-24 Capital Improvement Program Funding Levels 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 9 9 4'A C C, 4 .O G G 4 4 tL � m Zi-pp � q o,. e `off y h� m T�Qs N ��ac f�'�� C',�°' d c c d.d 3 s N� y Il G OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 163 of251 Fund/Project(s) Prior Years FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 Total Exp. CDBG (203) Old Orchard Park, Phase I - Construction 1,475,1 S 1 1,478,181 1,478,181 - - 1,478,181 Total Revenues/Expenditures: - HOME Entitlements (207) HOME Project - Construction 530,314 530,314 530,314 - - 530,314 Total Revenues/Expenditures: - ARPA (228) Central Park Buildout - Construction 11,269,101 11,269,101 Museum and Cultural Center - Conceptual Design 89,744 160,256 250,000 160,256 - - - 11,519,101 Total Revenues/Expenditures: 11,358,845 Federal Appropriation Act Grant Funds (229) 2020-21 Circulation Improvement Program, Phases III & IV - 1,500,00012Q000 1,500,000 Design & Construction McBean Parkway Realignment - Construction 1, 1,120,000 2,620,000 - - - 2,620,000 Total Revenues/Expenditures: - Federal ATP/ HSIP Grant Funds (229) HSIP Pedestrian Crossing Enhancement - Design & Construction 210,870 210,870 Canyon Country Class II Bike Lanes - Design & Construction 202,590 202,590 413,460 - - - 413,460 Total Revenues/Expenditures: - TDA Article 8 (233) Magic Mountain Parkway Beautification, Phase I - Construction 5,171,355 5,171,355 2020-21 Circulation Improvement Program, Phases III & IV - 1,852,450 2,034,846 3,887,296 Design & Construction Saugus Phase I: Bouquet Canyon Trail to Central Park - Construction 30,500 2,500 33,000 HSIP Pedestrian Crossing Enhancement - Design & Construction 41,968 41,968 Canyon Country Class II Bike Lanes - Design & Construction 36,414 36,414 Newhall Ranch Road and Bouquet Canyon Road Intersection huprovements - 638,000 638,000 Construction do W Shelter Project - Construction 416,848 416,848 Prior Years FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 Total Exp. TDA Article 8 (233) - Continued 2023-24 Overlay and Slurry Seal Program -Design & Construction 2023-24 Thermoplastic Lane Striping Program - Construction Dockweiler Drive Extension -Design (Right -of -Way) 2023-24 ADA Access Ramps - Construction Sand Canyon Trail, Phase IV - Construction Total Revenues/Expenditures: TDA Article 3 (238) 2023-24 Trail Fence Replacement - Construction Railroad Avenue Class I Bike Trail -Design (Right -of -Way) Sand Canyon Trail, Bridges - Construction Total Revenues/Expenditures: Prop. C Local Return (260) 2022-23 Overlay and Slurry Seal Program -Design & Construction Railroad Avenue Class I Bike Trail -Design (Right -of -Way) Total Revenues/Expenditures: Prop. A Park Bond (262) Via Princessa Park - Design Sand Canyon Trail, Bridges - Construction Total Revenues/Expenditures: Measure R Local (264) 2022-23 Overlay and Slurry Seal Program -Design & Construction 2023-24 Concrete Rehabilitation Program -Design & Construction 2023-24 Overlay and Slurry Seal Program -Design & Construction Total Revenues/Expenditures: Prop. C 25% Grant (265) Railroad Avenue Class I Bike Trail -Design (Right -of -Way) Total Revenues/Expenditures: a Measure M Local(266) 2022-23 Overlay and Slurry Seal Program - Construction 2023-24 Overlay and Slurry Seal Program - Design & Construction Total Revenues/Expenditures: SB1 Road Repair & Accountability Acet (267) 2022-23 Overlay and Slurry Seal Program - Construction 2023-24 Overlay and Slurry Seal Program - Design & Construction Total Revenues/Expenditures: Measure M ATP (268) Saugus Phase I: Bouquet Canyon Trail to Central Park - Construction Valencia Industrial Center Bicycle and Pedestrian Improvements - Design Total Revenues/Expenditures: Measure R Highway Operational Improvements (270) Sierra Highway Traffic Signal Interconnect and Adaptive System - Design Vista Canyon Road Bridge - Design & Construction Total Revenues/Expenditures: Measure W Safe Clean Water (271) Via Princessa Park - Design Total Revenues/Expenditures: B & T District - Eastside (301) Via Princessa East Roadway Extension - Design Total Revenues/Expenditures: B & T District - Via Princessa (302) Dockweiler Drive Extension -Design (Right -of -Way) Total Revenues/Expenditures: Prior Years FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 Total Exp. Fund/Project(s) Park Dedication (305) David March Park - Design & Construction Sand Canyon Trail, Phase IV - Construction Total Revenues/Expenditures: Developer Fees (306) 2020-21 Circulation Improvement Program, Phases III & IV - Design & Construction HOME Project - Construction McBean Parkway Realignment - Construction Copper Hill Drive Bridge Widening Over the San Francisquito Creek - Design & Construction Oversight Vista Canyon Road Bridge - Design & Construction Total Revenues/Expenditures: Library Fund (309) Business Incubator Galvanized Plumbing Retrofit - Construction Hot Water Heater Installation, Valencia Library - Construction Total Revenues/Expenditures: Streetlights Maintenance District (AdValorem) (354) Traffic Signal Video Management System Upgrade - Construction 2023-24 Signalized Intersection Improvement Program - Construction Traffic Signal Battery Backup Replacement Program, Phase I - Construction Total Revenues/Expenditures: Storm Water Utility (356) Magic Mountain Parkway Beautification, Phase I - Construction 2022-23 Trash Excluders (Trash Filters in Storm Drains) - Construction Total Revenues/Expenditures: Landscape Maintenance District (357) Zone Specific Magic Mountain Parkway Beautification, Phase I - Construction Prior Years FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 Total Exp. Fund/Project(s) Prior Years FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 Total Exp. Landscape Maintenance District (357) Zone Specific - Continued 2022-23 Paseo Bridge Maintenance and Painting Program - 38,423 501,577 540,000 Design & Construction 2023-24 Sport Court Resurfacing, Valencia Glen Park - Construction 71,700 71,700 673,277 - - - 1,461,700 Total Revenues/Expenditures: 788,423 Areawide Fund(367) Magic Mountain Parkway Beautification, Phase I - Construction 3,002,138 3,002,138 Central Park Buildout -Design 541,210 541,210 3,002,138 - - - - 3,543,348 Total Revenues/Expenditures: 541,210 City Housing Successor Fund (393) Shelter Project - Construction 250,000 250,000 250,000 - - 250,000 Total Revenues/Expenditures: - General Fund(601) Santa Clarita Sports Complex Buildout - Design 23,823 23,823 Citywide Brivo System Upgrade - Construction 36,500 36,500 Santa Clarita Park Pool Roof Repairs - Construction 97,000 97,000 2023-24 Parks Concrete Rehabilitation Program - Construction 198,000 198,000 2023-24 Parks Facilities Improvements and Repairs - Construction 519,000 519,000 Parks Facilities Alarm and Fire Panel Upgrades - Construction 131,000 131,000 Tesoro Adobe Facility Improvements - Construction 128,000 128,000 Old Orchard Park, Phase I - Construction 300,000 300,000 Newhall Park Pool Pump Room Replacement - Design 213,000 213,000 Central Park Buildout - Construction 11,246 11,246 2023-24 Sports Field Replacement Program, Central Park - Construction 196,000 196,000 2023-24 Rubberized Playground Resurfacing, Golden Valley Park - Construction 145,000 145,000 2023-24 Citywide Reforestation Program - Construction 175,000 175,000 Sand Canyon Trail, Phase IV - Construction 260,3751 132,3121 392,687 1,970,8121 2,566,256 Total Revenues/Expenditures: 595,444 Civic Arts Fund (602) Old Orchard Park Civic Art - Design & Construction 53,079 53,079 Prior Years FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 Total Exp. Civic Arts Fund (602) - Continued David March Park Civic Art - Design & Construction Total Revenues/Expenditures: Transit Fund (700) Transit Maintenance Facility HVAC Upgrades - Design & Construction McBean Transit Center Restroom Tile and Roof Repair - Construction Total Revenues/Expenditures: Facilities Fund (723) Santa Clarita Sports Complex Buildout - Design Valencia Community Center Improvements - Construction Old Orchard Park, Phase I - Construction Central Park Buildout - Construction David March Park - Design & Construction Total Revenues/Expenditures: Unfunded List 2023-24 Signalized Intersection Improvement Program - Construction Traffic Signal Battery Backup Replacement Program, Phase I - Construction 2023-24 Thermoplastic Lane Striping Program - Construction 2022-23 Overlay and Slurry Seal Program - Design & Construction 2022-23 Concrete Rehabilitation Program - Construction Total Revenues/Expenditures: Grand Totals: 60,826,642 89,972,469 24,119,000 24,119,000 24,119,000 24,119,000 247,025,111 OLD ORCHARD PARK CIVIC ART - DESIGN & CONSTRUCTION Proiect Location: Old Orchard Park 25023 Avenida Rotella, Santa Clarita, CA 91355 Project Number: A2001 a Crr Q 5 g PROJECT LOCATION Description: This project will complete fabrication, integration, acquisition, delivery, and conservation of a civic art piece to be located at Old Orchard Park. The commissioned artwork will be selected through the Public Art Planning and Selection Process to choose 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, Old Orchard Park Ph I, Project P2020, qualifies as a City Capital Improvement Project to allocate 1 percent of eligible project costs for the design, construction, integration, acquisition, delivery, and conservation of a civic art piece to be located on site and accessible to the public. This project supports the Santa Clarita 2025 theme of Community Beautification and Sustainability. Project Status: Proposed Department: Economic Development Project Cost Estimate ($) Expenditure/Category: Prior Years 2023-24 2024-25 2025-26 Environmental 0 0 0 0 Design 0 0 0 0 Right -of -Way 0 0 0 0 Construction 0 0 0 0 Civic Art Project 0 53,079 0 0 Environmental Monitoring 0 0 0 0 Total Costs: $0 $53,079 $0 $0 Project Funding: Funding Source(s): Prior Years 2023-24 2024-25 2025-26 602 - Civic Art Project 0 53,079 0 0 0 0 0 0 0 Priority Unfunded 0 Total Costs: $0 Impact on Operations 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $53,079 $0 $0 Project Supervisor: Phil Lantis 2026-27 2027-28 Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 53,079 0 0 0 $0 $0 $53,079 2026-27 2027-28 Total 0 0 53,079 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $0 $53,079 Page 170 of251 THE CITY OF SANTA CLARITA Capital Improvement Program DAVID MARCH PARK CIVIC ART - DESIGN & Project Number: A4002 CONSTRUCTION Proiect Location: David March Park 28310 Via Joyce Drive, Santa Clarita, CA 91350 Description: Justification: O - PROJECTLOCAT/ON: This project will complete fabrication, integration, acquisition, delivery, and conservation of a civic art piece to be located at David March Park. The commissioned artwork will be selected through the Public Art Planning and Selection Process to choose original artwork that is made to be site specific and complementary to the overall context of the surrounding area. Under the Civic Art Policy, David March Park, Project P4027, qualifies as a City Capital Improvement Project to allocate 1 percent of eligible project costs for the design, construction, integration, acquisition, delivery, and conservation of a civic art piece to be located on site and accessible to the public. This project supports the Santa Clarita 2025 theme of Community Beautification and Sustainability. Project Status: Proposed Department: Economic Development Project Supervisor: Phil Lantis Project Cost Estimate ($): Expenditure/ Category: Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total Environmental 0 0 0 0 0 0 0 Design 0 0 0 0 0 0 0 Right -of -Way 0 0 0 0 0 0 0 Construction 0 0 0 0 0 0 0 Civic Art Project 0 108,389 0 0 0 0 108,389 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $108,389 $0 $0 $0 $0 $108,389 Project Funding: Funding Source(s): Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 602 - Civic Art Project 0 108,389 0 0 0 0 108,389 0 0 0 0 0 0 0 0 0 0 0 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 $108,389 $0 $0 $0 $0 $108,389 Impact on Operations OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 171 of 251 MAGIC MOUNTAIN PARKWAY BEAUTIFICATION, PHASE I - CONSTRUCTION Project Location: Magic Mountain Parkway between Tourney Road and Avignon Drive Project Number: B1019 . ..................... PROJECT LOCATION: Description: This project will begin Phase I construction of the beautification improvements along Magic Mountain Parkway between Tourney Road and Avignon Drive. Identified improvements for Phase 1 include continuation of landscaped median along the length of the project, edge curb and gutter, and overlay for a six - lane roadway on Magic Mountain Parkway. Phase 11 of the project will include sidewalks, parkway landscape and irrigation, a Class I Bike Lane, lodge pole fencing, signal installation at Iron Horse, and street lighting. Justification: This project will install the landscape median and other improvements along Magic Mountain Parkway and is identified as a priority within the Community Beautification and Sustainability component of Santa Clarita 2025. This final segment of roadway between Tourney Road and Avignon Drive will complete the needed improvements for Magic Mountain Parkway in Santa Clarita. Project Status: In progress Department: Public Works Project Supervisor: Shannon Pickett Project Cost Estimate ($) Expenditure/Category: Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total Environmental 0 0 0 0 0 0 0 Design 750,000 100,000 0 0 0 0 850,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 8,315,000 0 0 0 0 8,315,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $750,000 $8,415,000 $0 $0 $0 $0 $9,165,000 Project Funding Funding Source(s): Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 233-TDAArticle 8 0 5,171,355 0 0 0 0 5,171,355 356 - Stormwater Utility Fund 0 141,507 0 0 0 0 141,507 357 - LMD Zone 18 VTC Tourney 750,000 100,000 0 0 0 0 850,000 367-Areawide Fund 0 3,002,138 0 0 0 0 3,002,138 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: $750,000 $8,415,000 $0 $0 $0 $0 $9,165,000 Impact on Operations: Page 172 of251 THE CITY OF SANTA CLARITA Capital Improvement Program SIERRA HIGHWAY TRAFFIC SIGNAL INTERCONNECT Project Number: C0060 AND ADAPTIVE SYSTEM - DESIGN Project Location: Sierra Highway - Newhall Avenue to Whispering Leaves Drive Description Justification: Project Status: Project Cost Estimate ($) Expenditure/ Category: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 270 - Measure R Hwy Ops Impvmt Priority Unfunded Total Costs: Impact on Operations: e s c 0 .. PROJECT LOCATION: This project will provide design to integrate the traffic signals along Sierra Highway, from Newhall Avenue to Whispering Leaves Drive, into the City's Intelligent Transportation System, to provide coordinated signal timing along Sierra Highway. The City is in the process of implementing adaptive traffic signal timing along select corridors to reduce vehicle delay and improve traffic flow. This project will incorporate various intersection improvements along Sierra Highway, including left -turn pocket extensions, restriping to provide additional lanes, and dynamic lane utilization technology. The project continues to be in the design phase, working with Caltrans to approve conduit sharing and a maintenance agreement. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. In progress Department: Public Works Project Supervisor: Shannon Pickett Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 0 0 0 0 0 0 0 500,000 65,000 0 0 0 0 565,000 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 $500,000 $65,000 $0 $0 $0 $0 $565,000 Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 500,000 65,000 0 0 0 0 565,000 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 $500,000 $65,000 $0 $0 $0 $0 $565,000 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 173 of251 2020-21 CIRCULATION IMPROVEMENT PROGRAM, PHASE III AND IV - DESIGN & CONSTRUCTION Proiect Location: Copper Hill Road/Rio Norte, Valley Center Drive/Golden Valley Road, McBean/Newhall Ranch Road, Copper Hill Road/Newhall Ranch Road, Soledad Canyon Road/Golden Oak Road, Valencia Boulevard/McBean Parkway, and Valencia Boulevard/Mall Entrance Intersections Description: Justification Project Status: Project Cost Estimate ($) WI Project Number: C0064 N, PROJECT LOCATION: 0 This project will modify the existing intersections of Copper Hill Drive and Rio Norte Drive, Valley Center Drive and Golden Valley Road, McBean Parkway and Newhall Ranch Road, Copper Hill Drive and Newhall Ranch Road, Soledad Canyon Road and Golden Oak Road, Valencia Boulevard and McBean Parkway, Valencia Boulevard and Mall Entrance Intersections to enhance traffic circulation and maximize capacity. The proposed improvements will modify existing medians, striping, signals, and asphalt. The modifications are based on staffs analysis of traffic volumes and observations of traffic patterns at these intersections. Phase IV will continue design at Valencia Blvd, McBean Parkway, and the Mall Entrance. In anticipation of ongoing and future development in the City, and overall traffic increases, the 2020-21 Circulation Improvement Program, Phase III will modify medians, striping, signals, and asphalt to enhance circulation and maintain traffic flow in the City. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure, and is being funded with 2022 Appropriation Act funds along with developer fees. Approved Department: Public Works Project Supervisor: Shannon Pickett Expenditure/Category: Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total Environmental 0 150 0 0 0 0 150 Design 835,950 50,000 0 0 0 0 885,950 Right -of -Way 0 0 0 0 0 0 0 Construction 1,016,500 3,714,850 0 0 0 0 4,731,350 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $1,852,450 $3,765,000 $0 $0 $0 $0 $5,617,450 Project Funding Funding Source(s): Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 229- Miscellaneous Federal 0 1,500,000 0 0 0 0 1,500,000 233 - TDA Article 8 1,852,450 2,034,846 0 0 0 0 3,887,296 306 - Developer Fees Fund 0 230,154 0 0 0 0 230,154 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: $1,852,450 $3,765,000 $0 $0 $0 $0 $5,617,450 Impact on Operations: Page 174 of251 THE CITY OF SANTA CLARITA Capital Improvement Program SAUGUS PHASE I: BOUQUET CANYON TRAIL TO Project Number: C0066 CENTRAL PARK - CONSTRUCTION Proiect Location: Bouquet Creek Channel, 400 feet east of Espuella Drive and into Central Park. Description Justification Project Status Project Cost Estimate ($) �g r� E PROJECT LOCATION: The Saugus Phase 1: Bouquet Canyon Trail to Central Park project will construct a Class 1 off-street facility located along the south side of the existing access road operated by Los Angeles County for maintenance of the Bouquet Creek Channel. This improvement will begin 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 of the park. This project will include pavement rehabilitation and barrier fencing along the top of the channel wall for the portion adjacent to the flood control facility as well as minor grading and trail construction for the segment through Central Park. The total length of the improvement is approximately 0.8 miles. This 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 bicyclists wishing to bypass the most congested portion of the Bouquet Canyon Road corridor. The goal of the proposed improvement is to enhance bicycle and pedestrian safety along the Bouquet Creek Channel and into Central Park. The trail is identified in the 2020 Non -Motorized Transportation Plan. This project supports the Santa Clarita 2025 theme of Building and Creating Community. In progress Department: Public Works Project Supervisor: Shannon Pickett Expenditure/ Category: Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total Environmental 0 0 0 0 0 0 0 Design 100,000 0 0 0 0 0 100,000 Right -of -Way 0 0 0 0 0 0 0 Construction 550,000 50,000 0 0 0 0 600,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $650,000 $50,000 $0 $0 $0 $0 $700,000 Project Funding Funding Source(s): Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 233 - TDA Article 8 30,500 2,500 0 0 0 0 33,000 268 - Measure M ATP 619,500 47,500 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: $650,000 $50,000 $0 $0 $0 $0 $700,000 Impact on Operations: OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 175 of251 TRAFFIC SIGNAL VIDEO MANAGEMENT SYSTEM UPGRADE - CONSTRUCTION Proiect Location: City Hall 23920 Valencia Boulevard, Suite 300, Santa Clarita, CA 91355 Description: Justification: Project Status: Project Cost Estimate ($) Project Number: C0069 3 PROJECT LOCATION: This project will upgrade the City's existing video management system located in the Traffic Operations Center on the third floor of City Hall. The video management system will be compatible with new camera technology and the latest features in the industry. The proposed system will consist of computer equipment and software licenses to view current video feeds from existing traffic signal cameras, including video detection and CCTV cameras. The system will have the capability to stream from other City division video sources. The City's existing video management system, Bosch BVMS Version 8, was installed in 2017 during the ITS Phase IV project. This system will no longer be supported by the vendor or be compatible with the latest camera technology in the market. The City will need to procure the latest Bosch BVMS system as their new video management platform. The video management system is an important tool for decision making when dealing with traffic events, fires caused by high winds, and Edison Public Safety Public Shutoffs. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Proposed Department: Public Works Project Supervisor: Joel Bareng Expenditure/Category: Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 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 0 200,000 0 0 0 0 200,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $200,000 $0 $0 $0 $0 $200,000 Project Funding Funding Source(s): Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 354 - SC Lighting Dist -Ad 0 200,000 0 0 0 0 200,000 Valorem 0 0 0 0 0 0 0 0 0 0 0 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 $200,000 $0 $0 $0 $0 $200,000 Impact on Operations: Page 176 of251 THE CITY OF SANTA CLARITA Capital Improvement Program 2023-24 SIGNALIZED INTERSECTION IMPROVEMENT Project Number: C0070 PROGRAM - CONSTRUCTION Project Location: Orchard Village Road at Mill Valley Road and Sierra Highway at Whispering Leaves Drive Description Justification Project Status: Project Cost Estimate ($) This annual project will revitalize and modernize the City's traffic signal systems by upgrading facilities that are old, faded, and no longer meet functional requirements. Improvements at the intersections of Orchard Village Road at Mill Valley Road and Sierra Highway at Whispering Leaves Drive will include the installation of new conduits, signal housings, pull boxes, ramps, and new underground wiring. 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 caused by inclement weather conditions due to old deteriorated conductors and signal equipment. This project will revitalize the old and faded signal heads by installing new vehicular and pedestrian housings and eliminate old and cracked pull box lids. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Proposed Department: Public Works Project Supervisor: Joel Bareng Expenditure/ Category: Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 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 0 300,000 300,000 300,000 300,000 300,000 1,500,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $300,000 $300,000 $300,000 $300,000 $300,000 $1,500,000 Project Funding Funding Source(s): Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 354 - SC Lighting Dist -Ad 0 300,000 0 0 0 0 300,000 Valorem 0 0 0 0 0 0 0 0 0 0 0 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 0 300,000 300,000 300,000 300,000 1,200,000 Total Costs: $0 $300,000 $300,000 $300,000 $300,000 $300,000 $1,500,000 Impact on Operations: OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 177 of251 TRAFFIC SIGNAL BATTERY BACKUP REPLACEMENT Project Number: C0071 PROGRAM, PHASE I - CONSTRUCTION Project Location: Citywide r- t r ' '-� �•�„�� �.,.•City of Santa Clarita a+ PROJECT LOCATION: CITYWIDE Description: This is a new annual program that will upgrade batteries and battery backup inverters at signalized intersections to ensure battery backup systems are running optimally and ready to provide power during emergency events. The program's first year will focus on replacing batteries already exceeding their service life. For subsequent years, a combination of batteries and inverters will be replaced until a five-year cycle is reached. Once completed, the five-year program will reinitiate. Justification: The City has an extensive battery backup system at all 204 signalized intersections. Existing equipment has now surpassed its life expectancy and needs to be replaced. Establishing an annual program to provide regular maintenance of battery backup systems will ensure the systems are in proper working order, reduce the failure rate, and minimize the need for Sheriffs support. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Public Works Project Supervisor: Joel Bareng Project Cost Estimate ($) Expenditure/Category: Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 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 0 200,000 144,000 144,000 144,000 144,000 776,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $200,000 $144,000 $144,000 $144,000 $144,000 $776,000 Project Funding Funding Source(s): Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 354 - SC Lighting Dist -Ad 0 200,000 0 0 0 0 200,000 Valorem 0 0 0 0 0 0 0 0 0 0 0 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 0 144,000 144,000 144,000 144,000 576,000 Total Costs: $0 $200,000 $144,000 $144,000 $144,000 $144,000 $776,000 Impact on Operations: Page 178 of251 THE CITY OF SANTA CLARITA Capital Improvement Program VALENCIA INDUSTRIAL CENTER BICYCLE, Project Number: C1017 PEDESTRIAN, AND BUS STOP IMPROVEMENTS - DESIGN Project Location: San Francisquito Trail to Rye Cannyon Road on Avenue Scott; Avenue Stanford to Gateway Village on Rye Canyon Road Description Justification Project Status: Project Cost Estimate ($) Expenditure/ Category: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 268 - Measure M ATP Priority Unfunded Total Costs: Impact on Operations: a 9 - PROJECT LOCATION: This project will design sidewalk improvements along both sides of Avenue Scott from the proposed San Francisquito Trail connection to Rye Canyon Road, as well as along the west side of Rye Canyon Road to Gateway Village, and the southern side of Rye Canyon Road between Avenue Stanford and Avenue Scott. The project will require extensive civil design including grading and identification of utility conflicts. This project is part of an ongoing effort to improve overall mobility within the Valencia Industrial Center and better connection to surrounding bicycle and pedestrian facilities. Efforts will be in coordination with the Transit division's bus stop improvement project to ensure multi -modal connectivity. This project supports the Santa Clarita 2025 theme of Building and Creating Community as its aim is to provide safe, non -motorized access to a vital economic hub in Santa Clarita. In the past, this project has garnered support from local leaders, businesses, and state representatives. Additionally, the alignment along Rye Canyon Road was recently identified as a priority need within the 2020 Non -Motorized Transportation Plan. Fully funded via Metro's Measure M, this project will enhance pedestrian safety in our community. In progress Department: Public Works Project Supervisor: Shannon Pickett Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 0 0 0 0 0 0 0 525,000 250,082 0 0 0 0 775,082 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $525,000 $250,082 $0 $0 $0 $0 $775,082 Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 525,000 250,082 0 0 0 0 775,082 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $525,000 $250,082 $0 $0 $0 $0 $775,082 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 179 of251 HSIP PEDESTRIAN CROSSING ENHANCEMENT - DESIGN & CONSTRUCTION Proiect Location: Via Princessa and Whites Canyon Road Project Number: C3021 ,gig f ems, PROJECT LOCATION O Description: This project will install pedestrian video detection camera systems that detect pedestrians approaching the crosswalk as well as electronic blank -out signs to warn approaching right -turning motorists of pedestrian activity. The systems will be installed on the two uncontrolled channelized right -turn lanes on the northeast and southeast corners at the intersection of Via Princessa and Whites Canyon Road. Justification: Enhancing pedestrian safety has been identified as a key emphasis area in the City's recently completed Local Roadway Safety Plan (LRSP). The LRSP identified this intersection as part of the City's High Injury Roadway Network. The City was recently honored with an award by the Southern California Chapter of American Public Works Association for a similar project completed at Soledad Canyon Road and Valley Center Drive for its innovative and effective means of warning motorists. This project will provide vehicles advanced notification of pedestrian activity. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: Approved Department: Public Works Project Supervisor: Joel Bareng Project Cost Estimate ($) Expenditure/Category: Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total Environmental 0 150 0 0 0 0 150 Design 0 32,500 0 0 0 0 32,500 Right -of -Way 0 0 0 0 0 0 0 Construction 0 220,188 0 0 0 0 220,188 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $252,838 $0 $0 $0 $0 $252,838 Project Funding Funding Source(s): Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 229 - Federal Grant ATP HSIP 0 210,870 0 0 0 0 210,870 233 - TDA Article 8 0 41,968 0 0 0 0 41,968 0 0 0 0 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 $252,838 $0 $0 $0 $0 $252,838 Impact on Operations: Page 180 of251 THE CITY OF SANTA CLARITA Capital Improvement Program CANYON COUNTRY CLASS II BIKE LANES - DESIGN & Project Number: C3022 CONSTRUCTION Project Location: Portions of Via Princessa, Jakes Way, and Canyon Park Boulevard Description Justification Project Status Project Cost Estimate ($) Expenditure/ Category: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 229 - Federal Grant ATP HSIP 233 - TDA Article 8 Priority Unfunded Total Costs: Impact on Operations: r � s 6 aa d as b PROJECT LOCATION: This project will install Class II bike lanes along Via Princessa (from Lost Canyon Road to Golden Valley Road), along Jakes Way (from Palo Verde Place to Lost Canyon Road), and along the entirety of Canyon Park Boulevard. The design for Jakes Way and Canyon Park Boulevard was done in-house, while staff will work with a consultant to complete the design for Via Princessa. This project will include public outreach as Canyon Park Boulevard will require the reduction of one lane in each direction. This project stems from recommendations within the City's Non -Motorized Transportation Plan. The proposed striping will enhance safety and provide connectivity to existing bicycle infrastructure as well as nearby schools, Vista Canyon Project, and the Plaza at Golden Valley. This projects supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Approved Department: Public Works Project Supervisor: Joel Bareng Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 0 150 0 0 0 0 150 0 26,590 0 0 0 0 26,590 0 0 0 0 0 0 0 0 212,264 0 0 0 0 212,264 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $239,004 $0 $0 $0 $0 $239,004 Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 0 202,590 0 0 0 0 202,590 0 36,414 0 0 0 0 36,414 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $239,004 $0 $0 $0 $0 $239,004 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 181 of 251 NEWHALL RANCH ROAD AND BOUQUET CANYON ROAD Project Number: C4017 INTERSECTION IMPROVEMENTS - CONSTRUCTION Proiect Location: Newhall Ranch Road and Bouquet Canyon Road Description: Justification: Project Status: Project Cost Estimate ($) Expenditure/ Category: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 233 - TDA Article 8 Priority Unfunded Total Costs: Impact on Operations: �ea s 4 N .- o... PROJECT LOCATION : O This project will modify the existing intersection of Newhall Ranch Road and Bouquet Canyon Road to enhance traffic circulation and maximize capacity. The proposed improvements will modify existing medians, signing and striping, traffic signal, catch basin, and asphalt pavement to incorporate an additional left -turn lane for the westbound direction. The modifications are based on staff's analysis of current and future traffic volumes and observations of traffic patterns at the intersection. In anticipation of ongoing and future development in the City and overall traffic increases, the Newhall Ranch Road and Bouquet Canyon Road Intersection Improvements project will modify existing roadway layout to enhance circulation, traffic flow, and accommodate future traffic volumes at the intersection. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Proposed Department: Public Works Project Supervisor: Shannon Pickett Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 0 150 0 0 0 0 150 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 637,850 0 0 0 0 637,850 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $638,000 $0 $0 $0 $0 $638,000 Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 0 638,000 0 0 0 0 638,000 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 $638,000 $0 $0 $0 $0 $638,000 Page 182of251 THE CITY OF SANTA CLARITA Capital Improvement Program HOME PROJECT - CONSTRUCTION Proiect Location: Citywide Project Number: F0005 r— r ' City of s�A.,d ;��: - .• •. ,, Santa Clarita r J PROJECT LOCATION: CITYWIDE Description: This project is for the aquisition and development of an affordable housing complex, utilizing HOME Entitlement funds. In February 2021, staff made a presentation to the Homeless Issues Ad Hoc Committee and received direction to post a Request for Qualifications (RFQ) for a non-profit developer that would work to identify a suitable site and develop a project scope. Staff is currently working with a consultant to develop an RFQ to find a non-profit developer that is interested in partnering with the City on this project. Justification: This project supports the Santa Clarita 2025 theme of Building and Creating Community. Project Status: In progress Department: Community Development Project Supervisor: Tracy Sullivan Project Cost Estimate ($) Expenditure/Category: Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 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 0 750,000 0 0 0 0 750,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $750,000 $0 $0 $0 $0 $750,000 Project Funding Funding Source(s): Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 207 - Home Entitlements 0 530,314 0 0 0 0 530,314 306 - Developer Fees Fund 0 219,686 0 0 0 0 219,686 0 0 0 0 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 $750,000 $0 $0 $0 $0 $750,000 Impact on Operations OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 183 of251 MUSEUM AND CULTURAL CENTER - CONCEPTUAL Project Number: F0006 DESIGN Proiect Location: Citywide Description: Justification Project Status: Project Cost Estimate ($) Expenditure/ Category: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 228 - ARPA Priority Unfunded Total Costs: Impact on Operations: Jr J , City of Santa Clarita �J PROJECT LOCATION: CITYWIDE This project will provide for the conceptual design of a Museum and Cultural Center. The first step in developing this concept was to hire a consultant to complete a feasibility study, M. Goodwin Museum Planning. The study will define what elements the center would include and information about the center's size, operations, funding approaches, and an assessment on potential locations. The feasibility planning process is anticipated to be completed before the end of the fiscal year. The next steps for the project will be determined based on the outcomes and recommendations of the feasibility study. The primary purpose of delivering a cultural center in Santa Clarita is to teach the community about our shared cultures and history through exhibits, activities, events, workshops, and educational programs. This project supports the Santa Clarita 2025 theme of Community Engagement. In progress Department: Economic Development Project Supervisor: Phil Lantis Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 0 0 0 0 0 0 0 89,744 160,256 0 0 0 0 250,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $89,744 $160,256 $0 $0 $0 $0 $250,000 Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 89,744 160,256 0 0 0 0 250,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $89,744 $160,256 $0 $0 $0 $0 $250,000 Page 184of251 THE CITY OF SANTA CLARITA Capital Improvement Program SHELTER PROJECT - CONSTRUCTION Project Location: Drayton St. at Railroad Ave. Project Number: F1024 i a.� s f PROJECT LOCATION' O Description: This project is to assist in the construction of a year-round homeless shelter. The project will fill the needs of homeless people (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness. This project will be adding new sidewalk along the south side of Drayton Street with no previous existing sidewalk to assist with access to the shelter. Justification: This project supports the City's strategic plan to improve and expand facilities and infrastructure and provide supportive human services. The project also supports the Santa Clarita 2025 theme of Building and Creating Community, by working with community partners to address the homeless issue. Project Status: Project Cost Estimate ($) Expenditure/ Category: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 233 - TDA Article 8 393 - City Housing Successor Fund Priority Unfunded Total Costs: Impact on Operations: In progress Department: Public Works Project Supervisor: Shannon Pickett Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 666,848 0 0 0 0 666,848 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $666,848 $0 $0 $0 $0 $666,848 Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 0 416,848 0 0 0 0 416,848 0 250,000 0 0 0 0 250,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $666,848 $0 $0 $0 $0 $666,848 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 185 of251 SANTA CLARITA SPORTS COMPLEX BUILDOUT - DESIGN Proiect Location: Santa Clarita Sports Complex 20870 Centre Pointe Parkway, Santa Clarita, CA 91350 Project Number: F3024 I a — tiIA'e S npio^° to e v�u.�C Wr O= PROJECT LOCATION: Description: This project will provide for the design to add about thirty-eight acres of new amenities to the south and east of the existing Sports Complex. Features include a new loop road with parking lots throughout, three full- sized and one smaller multipurpose fields, a full-sized running track with terraced seating, sand volleyball courts, full-sized BMX mountain bike park with offices and restrooms, fenced dog park, playground with inclusive play features, picnic tables with shelters, additional restrooms with maintenance storage, site and field lights, and new landscape. Justification: This new addition to the Sports Complex supports the Santa Clarita 2025 theme of Building and Creating Community. Project Status: In progress Department: Public Works Project Supervisor: Shannon Pickett Project Cost Estimate ($) Expenditure/Category: Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total Environmental 0 0 0 0 0 0 0 Design 3,743,823 400,000 0 0 0 0 4,143,823 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: $3,743,823 $400,000 $0 $0 $0 $0 $4,143,823 Project Funding Funding Source(s): Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 601 - General Fund -Capital 23,823 0 0 0 0 0 23,823 723- Facilities Fund 3,720,000 400,000 0 0 0 0 4,120,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $3,743,823 $400,000 $0 $0 $0 $0 $4,143,823 Impact on Operations: Page 186 of251 THE CITY OF SANTA CLARITA Capital Improvement Program 2022-23 OVERLAY AND SLURRY SEAL PROGRAM - Project Number: M0149 CONSTRUCTION Proiect Location: Citywide Description Justification Project Status Project Cost Estimate ($) Expenditure/ Category: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding Funding Source(s): 260 - Proposition C Local Return 264 - Measure R 266 - Measure M 267 - Senate Bill 1 RMRA Priority Unfunded Total Costs: Impact on Operations: r— r' City of Santa Clarita e §, -9. i Cif PROJECT LOCATION: CITYWIDE 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. 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. In progress Department: Public Works Project Supervisor: Shannon Pickett Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 0 0 0 0 0 0 0 700,000 0 0 0 0 0 700,000 0 0 0 0 0 0 0 18,050,000 250,000 0 0 0 0 18,300,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $18,750,000 $250,000 $0 $0 $0 $0 $19,000,000 Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 5,000,000 0 0 0 0 0 5,000,000 4,021,730 250,000 0 0 0 0 4,271,730 4,131,286 0 0 0 0 0 4,131,286 5,596,984 0 0 0 0 0 5,596,984 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $18,750,000 $250,000 $0 $0 $0 $0 $19,000,000 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 187 of251 2023-24 CONCRETE REHABILITATION PROGRAM - DESIGN & CONSTRUCTION Proiect Location: Citywide Project Number: M0152 r- <- City of Santa Clarita ,• � b + -9.- .. .. .1I PROJECT LOCATION: CITYWIDE Description: This annual project addresses necessary repairs to sidewalks, concrete flow lines, and driveway approaches damaged by tree roots and pavement settlement. It also addresses water quality degradation caused by standing water along roadways and ensures water flow as well as repairs damaged curbs and gutter flow lines. These repairs will be made at various locations throughout the City. Justification: The sidewalk and storm water flow line repairs are integral to the City's pavement management system. The City is committed to monitoring its pedestrian passageways to ensure safe path of travel. This year's project will repair the locations identified in the Annual Sidewalk Inspection Program from 2021. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Public Works Project Supervisor: Cruz Caldera Project Cost Estimate ($) Expenditure/Category: Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 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 0 594,000 594,000 594,000 594,000 594,000 2,970,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $600,000 $600,000 $600,000 $600,000 $600,000 $3,000,000 Project Funding Funding Source(s): Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 264 - Measure R 0 600,000 0 0 0 0 600,000 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 0 600,000 600,000 600,000 600,000 2,400,000 Total Costs: $0 $600,000 $600,000 $600,000 $600,000 $600,000 $3,000,000 Impact on Operations: Page 188 of251 THE CITY OF SANTA CLARITA Capital Improvement Program 2023-24 OVERLAY AND SLURRY SEAL PROGRAM - Project Number: M0153 DESIGN & CONSTRUCTION Project Location: Citywide �.�. City of l Santa Clarita £ ,< a • • PROJECT LOCATION: 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 $22,900,000 is needed annually to meet a minimum of 70 Pavement Condition Index (PCI) rating of the City's roadway infrastructure; the City is currently at a rating of 72 PCI. Justification: Each year, the City dedicates a substantial portion of its capital budget to the annual Overlay and Slurry Seal Program. This annual project strives to maintain the quality and viability of the City's streets infrastructure and supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Public Works Project Supervisor: Shannon Pickett Project Cost Estimate ($) Expenditure/ Category: Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total Environmental 0 60,000 60,000 60,000 60,000 60,000 300,000 Design 0 500,000 500,000 500,000 500,000 500,000 2,500,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 22,340,000 22,340,000 22,340,000 22,340,000 22,340,000 111,700,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $22,900,000 $22,900,000 $22,900,000 $22,900,000 $22,900,000 $114,500,000 Project Funding Funding Source(s): Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 233 - TDA Article 8 0 8,900,000 0 0 0 0 8,900,000 264 - Measure R 0 5,720,724 0 0 0 0 5,720,724 266 - Measure M 0 2,617,971 0 0 0 0 2,617,971 267 - Senate Bill 1 RMRA 0 5,661,305 0 0 0 0 5,661,305 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 $22,900,000 $22,900,000 $22,900,000 $22,900,000 $22,900,000 $114,500,000 Impact on Operations: OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 189 of251 2023-24 THERMOPLASTIC LANE STRIPING PROGRAM - Project Number: M0154 CONSTRUCTION Project Location: Citywide Description _I City of Santa Clarita � s a+ II PROJECT LOCATION: CITYWIDE This annual project includes refurbishing deteriorated roadway pavement markings Citywide by removing raised pavement markers (RPM) from City roadways and replacing them with thermoplastic paint for better nighttime effectiveness. Justification: The Federal Highway Administration approved several types of pavement markings; however, because of its high quality and durability, staff recommends thermoplastic paint because it enhances safety by being more visible during the day, at night, and in wet conditions. The Thermoplastic Lane Striping Program also lays a foundation for the future potential of self -driving technology, and enhanced striping allows autonomous vehicles to properly detect the lane stripes. Thermoplastic average life expectancy is seven years and application and maintenance is less time-consuming than alternatives. This will also eliminate multiple long lines of pavement markers, replacing them with one marker system moving forward. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Public Works Project Supervisor: Joel Bareng Project Cost Estimate ($): Expenditure/Category: Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 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 Funding Source(s): Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 233 - TDA Article 8 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 $875,000 Impact on Operations: Page 190 of251 THE CITY OF SANTA CLARITA Capital Improvement Program CITYWIDE BRIVO SYSTEM UPGRADE - CONSTRUCTION Project Number: M0155 Project Location: Citywide _I �Z1..�t City of Santa Clarita PROJECT LOCATION: CITYWIDE Description: This project will provide upgrades to the Brivo system software panels at multiple City locations. The scope for this upgrade will include adding Brivo integration to double doors at City Council Chambers at City Hall and providing integration at the City of Santa Clarita Activities Center, the Canyon Country Jo Anne Darcy Library, Central Park, City Hall, General Services Corporate Yard Facility, Old Town Newhall Library, Valencia Library, the Santa Clarita Business Incubator, and Sub Yard. Justification Project Status: Project Cost Estimate ($): Expenditure/ Cateaorv: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 601 - General Fund -Capital Priority Unfunded Total Costs: Impact on Operations: The current Brivo software system is in need of replacement. Software panels do not allow for real-time updates. Upgrading Brivo panels will allow for new features including lockdown of a facility in case of an emergency, and better and faster integration when updates are needed. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Proposed Department: Neighborhood Services Project Supervisor: Jerrid McKenna Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 36,500 0 0 0 0 36,500 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $36,500 $0 $0 $0 $0 $36,500 Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 0 36,500 0 0 0 0 36,500 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $36,500 $0 $0 $0 $0 $36,500 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 191 of 251 2022-23 PASEO BRIDGE MAINTENANCE AND PAINTING Project Number: M1038 PROGRAM - CONSTRUCTION Project Location: McBean Parkway south of Town Center Drive, McBean Parkway north of Sunset Hills Drive, and El Paseo Drive east of McBean Parkway Description Justification Project Status: Project Cost Estimate ($) Expenditure/ Category: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 357 - LMD Zone 7 Creekside 357 - LMD Zone 18 VTC Tourney 357 - LMD Zone 19 Bridgeport/Bouquet 357 - LMD T-2 Old Orchard 357 - LMD Zone T-7 Val Central & No. Valley 357 - LMD Zone T46 Northbridge 357 - LMD Zone T47 North Park Priority Unfunded Total Costs: Impact on Operations This project provides structural maintenance and painting to selected pedestrian paseo bridges. This includes deck surface repair and coating, structural member painting, joint seal replacement, abutment wall crack repair and painting, handrail painting, and other required maintenance work. The selected bridges are McBean Parkway south of Town Center Drive, McBean Parkway north of Sunset Hills Drive, and El Paseo Drive east of McBean Parkway. This project is part of the five-year plan for Paseo Bridge Maintenance & Painting Program which maintains selected bridges annually and supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. In progress Department: Public Works Project Supervisor: Shannon Pickett Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 0 0 0 0 0 0 0 38,423 0 0 0 0 0 38,423 0 0 0 0 0 0 0 0 501,577 0 0 0 0 501,577 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $38,423 $501,577 $0 $0 $0 $0 $540,000 Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 3,039 39,691 0 0 0 0 42,730 17,193 224,435 0 0 0 0 241,628 3,040 39,689 0 0 0 0 42,729 2,714 35,420 0 0 0 0 38,134 6,355 82,964 0 0 0 0 89,319 3,041 39,689 0 0 0 0 42,730 3,041 39,689 0 0 0 0 42,730 0 0 0 0 0 0 0 $38,423 $501,577 $0 $0 $0 $0 $540,000 Page 192 of251 THE CITY OF SANTA CLARITA Capital Improvement Program HOT WATER HEATER INSTALLATION, VALENCIA Project Number: M1041 LIBRARY - CONSTRUCTION Proiect Location: Valencia Library 23743 West Valencia Boulevard, Santa Clarita, CA 91355 Description: �a / g S fc \ �w 8 3 j/ G ¢ �� PROJECT LOCATION This project will install two water heaters and run electrical wiring at the Valencia Library. The electric water heaters will include 12-gallon and 20-gallon tanks. Currently, the Valencia Library shares several utilities with Los Angeles County including air conditioning, heating, and water to the building. Justification: Currently, the hot water is not reaching the library building in a timely manner. Staff has worked with Los Angeles County's Maintenance Department to fix the issues; however, the hot water supply has not been consistent and/or reliable. This project will eliminate the need for hot water from Los Angeles County. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status Project Cost Estimate ($) Expenditure/ Category: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 309 - Public Library Fund Priority Unfunded Total Costs: Impact on Operations: Proposed Department: Neighborhood Services Project Supervisor: Jerrid McKenna Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 26,100 0 0 0 0 26,100 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $26,100 $0 $0 $0 $0 $26,100 Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 0 26,100 0 0 0 0 26,100 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $26,100 $0 $0 $0 $0 $26,100 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 193 of251 TRANSIT MAINTENANCE FACILITY HVAC UPGRADES - Project Number: M1042 DESIGN & CONSTRUCTION Proiect Location: Transit Maintenance Facility 28250 Constellation Road, Santa Clarita, CA 91355 1� cS \ �' �a nninm ci -- - -- & OPROJECT LOCATION Description: This request is to replace ten water sourced heat pumps in the administration building (building A) and make up air unit equipment in the maintenance building (building B) at the Transit Maintenance Facility. This request represents the final phase of HVAC replacement and upgrades at this facility, as other units and components have been replaced over the last couple fiscal years. Justification: The exisitng system was originally installed in 2003 and has an average industry standard useful life of ten to fifteen years, depending on usage. The administation building (building A) operates approximately 20 hours a day, shortening the useful life. The current HVAC system is years past its usful life; however, with a proactive inspection schedule, staff has been able to extend its usage. The system now is experiencing increased failures, replacement parts are becoming obsolete, and these units are in need of replacement. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: Approved Department: Public Works Project Supervisor: Shannon Pickett Project Cost Estimate ($) Expenditure/Category: Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total Environmental 0 0 0 0 0 0 0 Design 0 63,955 0 0 0 0 63,955 Right -of -Way 0 0 0 0 0 0 0 Construction 0 1,140,783 0 0 0 0 1,140,783 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $1,204,738 $0 $0 $0 $0 $1,204,738 Project Funding Funding Source(s): Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 700 - Transit Fund 0 1,204,738 0 0 0 0 1,204,738 0 0 0 0 0 0 0 0 0 0 0 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 $1,204,738 $0 $0 $0 $0 $1,204,738 Impact on Operations: Page 194 of251 THE CITY OF SANTA CLARITA Capital Improvement Program MCBEAN TRANSIT CENTER RESTROOM TILE AND Project Number: M1043 ROOF REPAIR - CONSTRUCTION Proiect Location: McBean Regional Transit Center 24375 Valencia Boulevard, Santa Clarita, CA 91355 Description: Justification: Project Status Project Cost Estimate ($) Expenditure/ Category: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 700 - Transit Fund Priority Unfunded Total Costs: Impact on Operations: ga F PROJECT LOCATION s This project will replace restroom tile and the aging roof at the McBean Regional Transit Center. The building is a standalone wood -frame structure, and consists of a men's and a women's restroom. The roof consists of a sheet metal fabricated standing seam roof with an angle for runoff. Above the end of the men's restroom, there is a U-channel that captures runoff from both the angled roof and rectangle end cap. This falls directly above the two windows in the men's restroom causing damage to the tiles. The roof that captures rainwater run-off will be removed and repaired. Additionally, new material and waterproofing will be installed to prevent damage to the interior of the facility. This project will include the demolition and installation of new wall tile, and the installation of trim and grout as required. This request would remove the sheet metal roof cap at end of the building and at the U-section, repair and add water barriers, remove and recaulk all joints, or add sheet metal as required to prevent future leaks. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Approved Department: Neighborhood Services Project Supervisor: Jerrid McKenna Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 113,000 0 0 0 0 113,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $113,000 $0 $0 $0 $0 $113,000 Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 0 113,000 0 0 0 0 113,000 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 $113,000 $0 $0 $0 $0 $113,000 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 195 of251 BUSINESS INCUBATOR GALVANIZED PLUMBING RETROFIT - CONSTRUCTION Proiect Location: Santa Clarita Business Incubator 22704 9th Street, Santa Clarita, CA 91321 Project Number: M2018 m a z PROJECT LOCATION: O Description: This project will replace all sections of existing galvanized piping located at the Santa Clarita Business Incubator. Currently, this location has a combination of galvanized and copper piping. Over time, galvanized pipes collect mineral deposits. As minerals accumulate in the pipe, it causes a reduction in water pressure and could cause pollution to the water supply. Justification: Staff has deteremined that the galvanized pipes are in need of replacement. In addition, staff has repaired serveral leaks that the galvanized piping has caused. Replacing all sections of existing galvanized piping will eliminate current deposits, eliminate leaks, and result in a better functioning water supply. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Neighborhood Services Project Cost Estimate ($) Expenditure/Category: Prior Years 2023-24 2024-25 2025-26 Environmental 0 0 0 0 Design 0 0 0 0 Right -of -Way 0 0 0 0 Construction 0 66,100 0 0 Civic Art Project 0 0 0 0 Environmental Monitoring 0 0 0 0 Total Costs: $0 $66,100 $0 $0 Project Funding: Funding Source(s): Prior Years 2023-24 2024-25 2025-26 309 - Public Library Fund 0 66,100 0 0 Priority Unfunded Total Costs: Impact on Operations: 0 0 0 0 0 0 0 0 0 0 0 0 $0 $66,100 0 0 0 0 0 0 $0 0 0 0 0 0 0 $0 Project Supervisor: Jerrid McKenna 2026-27 2027-28 0 0 0 0 0 0 0 0 0 0 0 0 $0 $0 2026-27 2027-28 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $0 Total 0 0 0 66,100 0 0 $66,100 Total 66,100 0 0 0 0 0 0 $66,100 Page 196 of251 THE CITY OF SANTA CLARITA Capital Improvement Program SANTA CLARITA PARK POOL ROOF REPAIRS - CONSTRUCTION Proiect Location: Santa Clarita Park 27285 Seco Canyon Road, Santa Clarita, CA 91350 Description: Justification: Project Number: M4014 � a f d ^ 4- PROJECT LOCATION: O This project consists of removing and replacing the flashing around the skylights and roof penetrations and will also remove the unsound coatings so that a new roof coating system can be applied. The roof on the aquatics building at Santa Clarita Park leaks heavily during rainstorms and requires extensive ongoing maintenance. Originally constructed in 1973 with a bare concrete roof, a roof coating was applied in the late 1990s after skylights were replaced. Subsequent roof coatings have been applied; however, delamination of the coatings has occurred allowing voids to form and water to seep in. Furthermore, the skylight's roof flashing is failing in many areas also allowing water to leak into the building. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Due to the failing adhesion of multiple roof coatings, removal and replacement of the unsound material and resealing of all the flashing will be necessary to assure leaks will be eliminated. Project Status: Proposed Department: Neighborhood Services Project Supervisor: Susan Nelson Project Cost Estimate ($): Expenditure/Category: Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 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 97,000 0 0 0 0 97,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $97,000 $0 $0 $0 $0 $97,000 Project Funding: Funding Source(s): Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 601 - General Fund -Capital 0 97,000 0 0 0 0 97,000 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 $97,000 $0 $0 $0 $0 $97,000 Impact on Operations OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 197 of251 2023-24 PARKS CONCRETE REHABILITATION PROGRAM - CONSTRUCTION Project Location: Citywide Description Justification Project Number: P0023 r- t r- -�.. City of ,., Santa Clarita I r °— r +' a ^.' • r + PROJECT LOCATION: CITYWIDE This annual project will proactively address necessary repairs to concrete walkways and pool decks throughout several park sites. Areas to be addressed include concrete sections that are damaged and/or deviated by tree roots, settlement, and moisture degradation. Each year, repairs will be made at various locations throughout the City based on the annual site evaluations performed as part of Park's Asset Condition Report (ACR). This year's project will fund repairs at Santa Clarita Park, Begonias Lane Park, North Oaks Park, Duane R. Harte Park at River Village, Newhall Park, and Valencia Heritage Park. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. This annual project is needed to proactively repair degradation and displacement of concrete at pool decks and park walkways. Project Status: Proposed Department: Neighborhood Services Project Supervisor: Susan Nelson Project Cost Estimate ($) Expenditure/Category: Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 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 0 198,000 0 0 0 0 198,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $198,000 $0 $0 $0 $0 $198,000 Project Funding Funding Source(s): Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 601 - General Fund -Capital 0 198,000 0 0 0 0 198,000 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 $198,000 $0 $0 $0 $0 $198,000 Impact on Operations: Page 198 of251 THE CITY OF SANTA CLARITA Capital Improvement Program 2023-24 PARKS FACILITIES IMPROVEMENTS AND REPAIRS - CONSTRUCTION Project Location: Citywide Description Justification Project Number: P0024 r- City of ... • m':-� � ,�� Santa Clarita \f„ PROJECT LOCATION: CITYWIDE This annual project consists of removing and replacing trail fencing along the walkway at Canyon Country Park, remodeling the gym lobby restrooms at Santa Clarita Sports Complex, and replacement of gym wall padding and divider curtain at Newhall Community Center. The trail fencing at Canyon Country Park was installed during construction of the park in 1991 and is deteriorating beyond repair. Unnecessary sections of fencing have been permanently removed, and the remaining fencing will be replaced with new lodgepole fencing. The gym lobby restrooms at the Santa Clarita Sports Complex will be updated by replacing the existing tile, countertops, plumbing fixtures and valves, partitions, lighting, and paint. The wall padding in the gym at the Newhall Community Center will be replaced with new two -inch -thick vinyl -faced foam padding. The divider curtain assembly will be replaced in its entirety. This projects supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. These amenities have been assessed to be in poor condition and are in need of replacement. Project Status: Proposed Department: Neighborhood Services Project Supervisor: Susan Nelson Project Cost Estimate ($) Expenditure/ Category: Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 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 0 519,000 0 0 0 0 519,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $519,000 $0 $0 $0 $0 $519,000 Project Funding Funding Source(s): Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 601 - General Fund -Capital 0 519,000 0 0 0 0 519,000 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 $519,000 $0 $0 $0 $0 $519,000 Impact on Operations: OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 199 of251 PARKS FACILITIES ALARM AND FIRE PANEL UPGRADES - CONSTRUCTION Proiect Location: Citywide Description: Justification: Project Status: Project Cost Estimate ($) Project Number: P0025 r- t r • r.b• f City of �W Santa Clarita I 1 PROJECT LOCATION: CITYWIDE This project will replace the outdated fire alarm control panels (FACP) at the Newhall Community Center and The Centre. This project will also add Fob (keychain key card) functionality to the security alarm keypads. The FACP at The Centre is obsolete and repair parts are no longer available. The FACP at the Newhall Community Center is nearing the end of its life cycle and will soon become obsolete. The scope includes wiring, terminations, equipment, programming, pre and post system installation testing, and final alarm testing. The security alarm keypads at multiple park sites will have Fob reading capabilities integrated into them allowing for staff to arm and disarm the systems with the use of their assigned Fob. A total of 21 keypads will receive this upgrade. The existing fire alarm panel at The Centre was installed in 2000 and is no longer supported. The manufacturer discontinued this model in 2014, and repair parts are no longer available. A similar panel installed at the Newhall Community Center is also nearing the end of its life cycle. These panels will be replaced with modern units that provide cellular communication which is more dependable than the landline dialers currently in place. This will provide better access control and help eliminate false alarms. This project supports the Santa Clarita 2025 theme of Public Safety. Proposed Department: Neighborhood Services Project Supervisor: Susan Nelson Expenditure/Category: Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 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 0 131,000 0 0 0 0 131,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $131,000 $0 $0 $0 $0 $131,000 Project Funding Funding Source(s): Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 601 - General Fund -Capital 0 131,000 0 0 0 0 131,000 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 $131,000 $0 $0 $0 $0 $131,000 Impact on Operations: Page 200 of251 THE CITY OF SANTA CLARITA Capital Improvement Program 2023-24 SPORT COURT RESURFACING, VALENCIA GLEN PARK - CONSTRUCTION Proiect Location: Valencia Glen Park 23750 Via Gavola, Santa Clarita, CA 91355 Description: Justification: Project Number: P1016 a PROJECT LOCATION: This annual project will provide for the replacement of the sport court surfacing at the Valencia Glen Park tennis court. The court has several large sections that have flaked off as well as concrete spalling. Furthermore, the court striping is degrading and flaking off throughout the court. This replacement project will remedy the existing flaking and spalling and will revitalize the surface of the 14,400 square foot court area. The court is showing signs of wear and is in need of replacement. This resurfacing project will fill in the holes and revitalize the existing surface. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Neighborhood Services Project Supervisor: Susan Nelson Project Cost Estimate ($): Expenditure/Category: Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 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 71,700 0 0 0 0 71,700 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $71,700 $0 $0 $0 $0 $71,700 Project Funding: Funding Source(s): Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 357 - LIVID Zone T-5 Val Glen 0 71,700 0 0 0 0 71,700 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $71,700 $0 $0 $0 $0 $71,700 Impact on Operations OPERATING BUDGET& CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page201 of251 TESORO ADOBE FACILITY IMPROVEMENTS - CONSTRUCTION Proiect Location: Tesoro Adobe Historic Park 29350 Avenida Rancho Tesoro, Valencia, CA 91354 Description Justification Project Status Project Cost Estimate ($) Project Number: P1017 3 J Y A r " 77 w= », PROJECT LOCATION r This project will provide repairs for usability and safety in conjunction with enhancements to the interior and exterior spaces. Also, this project will replace broken pathway lighting and monument sign lighting, repair concrete pathways, restripe the parking lot, and install ADA van accessible signage. This project will also address landscape and irrigation repairs. The bunkhouse will have exterior wood rot repaired and repainted, and the interior of the bunkhouse will have the countertops replaced, walls repaired and repainted, and new flooring installed. The stable building will have wood rot repaired, and the exterior will be repainted. Joe's Cabin will receive new flooring and interior paint. This project supports the City's Parks and Recreation 5-year plan theme of developing, enhancing, and rehabilitating park features and facilities. This site was recently annexed into the City, consequently, category one items of the capital costs worksheet were funded at mid -year. These category two items will address additional areas in need of repair that were deferred by Los Angeles County prior to annexation. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Proposed Department: Neighborhood Services Project Supervisor: Susan Nelson Expenditure/Category: Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 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 0 128,000 0 0 0 0 128,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $128,000 $0 $0 $0 $0 $128,000 Project Funding Funding Source(s): Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 601 - General Fund -Capital 0 128,000 0 0 0 0 128,000 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 $128,000 $0 $0 $0 $0 $128,000 Impact on Operations: Page 202 of251 THE CITY OF SANTA CLARITA Capital Improvement Program VALENCIA COMMUNITY CENTER IMPROVEMENTS - Project Number: P1018 CONSTRUCTION Proiect Location: Valencia Community Center 26147 McBean Parkway, Valencia, CA 91355 Description: This project addresses multiple Valencia Community Center (VCC) needs prior to opening. Items include HVAC system repairs, replacement of two HVAC units installed in 1988, fire system inspection and repairs, pool plaster and equipment replacement, interior and exterior painting. stucco repairs, roof repairs, ceiling repairs, plumbing repairs including underground sewer, mold remediation, restroom repairs, flooring repairs throughout, electrical and lighting repairs, door hardware repairs and re -keying, Brivo system integration, lobby cabinet and countertop replacement, building signage, fiber connectivity, parking lot repaving, landscape enhancements, irrigation system enhancements, tree trimming and monument sign installation. Justification: This project supports the City's Parks and Recreation 5-year plan theme of developing, enhancing, and rehabilitating park features and facilities. The newly acquired VCC building has sat vacant for the last three years and is in need of repair. During this time, leaks have occurred in the building that have not been addressed. Substantial repairs to the pool, HVAC system, flooring, and plumbing are required in conjunction with cosmetic and functional enhancements. This project provides the necessary repairs to bring the building into a usable condition. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Neighborhood Services Project Supervisor: Susan Nelson Project Cost Estimate ($) Expenditure/ Category: Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 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 1,518,000 0 0 0 0 1,518,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $1,518,000 $0 $0 $0 $0 $1,518,000 Project Funding: Funding Source(s): Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 723 - Facilities Fund 0 1,518,000 0 0 0 0 1,518,000 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 $1,518,000 $0 $0 $0 $0 $1,518,000 Impact on Operations: OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY2023-2024 Page203 of251 OLD ORCHARD PARK, PHASE I - CONSTRUCTION Proiect Location: Old Orchard Park 25023 Avenida Rotella, Santa Clarita, CA 91355 Description: Justification: Project Status: Project Cost Estimate ($): Expenditure/ Cateaorv: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 203 - CDBG 601 - General Fund -Capital 723 - Facilities Fund Priority Unfunded Total Costs: Impact on Operations: Project Number: P2020 PROJECT LOCATION: O This project will provide for the construction of Old Orchard Park. Phase I will update the playground area, provide additional recreation amenities, add a multi -sport court, improve the existing multi -purpose room and restrooms, expand the parking lot, and enhance the landscape. Phasing of the project was deemed appropriate as the grass/field area has been identified as a future underground infiltration site. The project will implement a phasing line for infrastructure in order to complete the future construction of Phase 11 field improvements without interruption to the operation of the amenity -rich east side of the park. Old Orchard Park was constructed in the 1960s and is currently one of the City's oldest parks. Many of the original improvements, including the irrigation system, play areas, and restrooms, no longer meet current park standards or have deteriorated to the point of disrepair. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Proposed Department: Neighborhood Services Project Supervisor: Susan Nelson Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 0 0 0 0 0 0 0 300,000 0 0 0 0 0 300,000 0 0 0 0 0 0 0 0 5,309,921 0 0 0 0 5,309,921 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $300,000 $5,309,921 $0 $0 $0 $0 $5,609,921 Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 0 1,478,181 0 0 0 0 1,478,181 300,000 0 0 0 0 0 300,000 0 3,831,740 0 0 0 0 3,831,740 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $300,000 $5,309,921 $0 $0 $0 $0 $5,609,921 Page 204 of 251 THE CITY OF SANTA CLARITA Capital Improvement Program NEWHALL PARK POOL PUMP ROOM REPLACEMENT- Project Number: P2021 DESIGN Proiect Location: Newhall Park 24923 Newhall Avenue, Newhall, CA 91321 a PROJECT LOCATION: O Description: This project will provide for design associated with replacing the building that houses the pool equipment and pool chemicals. The demolition design will include the removal of the 370 square foot storage building with 120 square foot lean-to, removal of the 330 feet of chain link fence, the removal of the 100 square foot temporary storage shed, and any concrete necessary for construction. The construction design will include the reconfiguration of pump room utilities, grading of 1,000 square feet on the east side of the existing storage area and pump apparatus to accommodate 1,000 square feet of new concrete, the installation of 400 linear feet of 8-foot tall wrought iron fence around the entire perimeter of the pool deck, and a new 1,000-1,500 square foot building to replace the existing building, lean-to, and temporary storage shed. Justification: The existing pool pump room is original to the park's construction in 1949. The 370 square foot building is deteriorating, and the structural masonry is showing significant degradation. In 2006, a 120 square foot lean- to was added to this building to protect the chemical vats from weather, which is also showing signs of degradation. The new wrought iron fencing will be installed around the entire perimeter of the pool area to improve the security and aesthetic value of this popular amenity. The larger building will allow for more secured storage space for the caustic chemicals required to operate the pool and will provide maintenance personnel ample working space around the equipment. 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/Category: Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total Environmental 0 0 0 0 0 0 0 Design 0 213,000 0 0 0 0 213,000 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 $213,000 $0 $0 $0 $0 $213,000 Project Funding: Funding Source(s): Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 601 - General Fund -Capital 0 213,000 0 0 0 0 213,000 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 $213,000 $0 $0 $0 $0 $213,000 Impact on Operations: OPERATING BUDG ET & CAPITAL IMPROVEMENT PROG RAM FY2023-2024 Page205 of251 VIA PRINCESSA PARK - DESIGN Proiect Location: Whites Canyon Road and Via Princessa Project Number: P3033 fi € m.� eJ e �$ o e PROJECT LOCATION: �a Description: The overall project site is located north of the existing Southern California Regional Rail Authority (SCRRA/Metrolink) tracks and within the Via Princessa Metrolink Station. The scope of the project includes the preparation of plans, specifications, and estimates for Via Princessa Park. This will also include the design of an infiltration system within the park and the redesign of traffic circulation at the existing Metrolink station parking lot. Justification: The site was identified in the City's 2008 Park Master Plan as a potential future park site location, and is currently identified in the Building and Creating Community theme of the City's 2025 Strategic Plan. The project is also consistent with the City's 2025 goal of working toward the stormwater infiltration requirements outlined in the Upper Santa Clara River Enhanced Watershed Management Program. Project Status: In progress Department: Public Works Project Supervisor: Shannon Pickett Project Cost Estimate ($): Expenditure/ Category: Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total Environmental 0 0 0 0 0 0 0 Design 6,475,000 525,000 0 0 0 0 7,000,000 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: $6,475,000 $525,000 $0 $0 $0 $0 $7,000,000 Project Funding: Funding Source(s): Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 262 - Proposition A Park 250,000 0 0 0 0 0 250,000 Bond 271 - Measure W Safe 6,225,000 525,000 0 0 0 0 6,750,000 Clean Water 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $6,475,000 $525,000 $0 $0 $0 $0 $7,000,000 Impact on Operations: Page 206 of251 THE CITY OF SANTA CLARITA Capital Improvement Program CENTRAL PARK BUILDOUT - CONSTRUCTION Proiect Location: Central Park 27150 Bouquet Canyon Road, Santa Clarita, CA 91350 Project Number: P4019 s i o xary a `w �' m m & �g a 9 4 q� x o Maw . e„ PROJECT LOCATION: Description: This project will provide for construction to expand the southwestern portion of Central Park. The primary focus of the expansion will be four additional full-sized multipurpose fields and will include the installation of sport field lighting, landscaping and irrigation, various site furnishings, a restroom building, upgrades to the dog park, additional parking, and an exercise staircase. Funds will provide for soft costs during construction in Fiscal Year 2023-24. Justification: The current demand on the Central Park venue for field use, tournaments, and special events far exceeds the available multipurpose field space. The addition of fields at Central Park will help accommodate these demands. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: In progress Department: Public Works Project Supervisor: Shannon Pickett Project Cost Estimate ($): Expenditure/Category: Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 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 12,997,557 150,000 0 0 0 0 13,147,557 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $13,771,557 $150,000 $0 $0 $0 $0 $13,921,557 Project Funding: Funding Source(s): Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 228-ARPA 11,269,101 0 0 0 0 0 11,269,101 367-AreawideFund 541,210 0 0 0 0 0 541,210 601 - General Fund -Capital 11,246 0 0 0 0 0 11,246 723 - Facilities Fund 1,950,000 150,000 0 0 0 0 2,100,000 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: $13,771,557 $150,000 $0 $0 $0 $0 $13,921,557 Impact on Operations OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 207 of 251 DAVID MARCH PARK - DESIGN & CONSTRUCTION Proiect Location: David March Park 28310 Via Joyce Drive, Santa Clarita, CA 91350 Project Number: P4027 mi ` _ _ _ _ _ _ _ _ _ _ ,/. PROJECT LOCATION: O Description: This project will provide funding for construction of additional amenities to David March Park, which was originally built by Los Angeles County in 2004. The park is about 13.2 acres and was transferred to the City in June 2016. The proposed improvements include a new baseball field with standard cage and lights, a new restroom building, additional parking stalls, covered family picnic units, ADA ramping between activity levels, a new basketball court with lighting, upgraded workout equipment, new shade structures over existing children's play area and workout equipment, new cornhole and horseshoe pits, a new 12-foot wide concrete walkway at Phase I perimeter, and new landscape, irrigation, and sod at the new areas. Justification: The Conceptual Master Plan for Phase II was originally put together by Los Angeles County and was recently updated with input from the stakeholders. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Public Works Project Supervisor: Shannon Pickett Project Cost Estimate ($): Expenditure/ Category: Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total Environmental 5,644 0 0 0 0 0 5,644 Design 1,380,356 417,000 0 0 0 0 1,797,356 Right -of -Way 0 0 0 0 0 0 0 Construction 0 10,851,611 0 0 0 0 10,851,611 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $1,386,000 $11,268,611 $0 $0 $0 $0 $12,654,611 Project Funding: Funding Source(s): Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 305 - Park Dedication Fund 1,386,000 550,000 0 0 0 0 1,936,000 723 - Facilities Fund 0 10,718,611 0 0 0 0 10,718,611 0 0 0 0 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: $1,386,000 $11,268,611 $0 $0 $0 $0 $12,654,611 Impact on Operations: There is a one-time start up cost for O&M of $311,729 for the first year. O&M costs for subsequent years are estimated to be $192,522 annually. Page 208 of 251 THE CITY OF SANTA CLARITA Capital Improvement Program 2023-24 SPORTS FIELD REPLACEMENT PROGRAM, Project Number: P4030 CENTRAL PARK - CONSTRUCTION Proiect Location: Multi -Purpose Field Number Four - Central Park 27150 Bouquet Canyon Road, Santa Clarita, CA 91350 Description: Justification: Project Status Project Cost Estimate ($) Expenditure/ Category: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 601 - General Fund -Capital Priority Unfunded Total Costs: Impact on Operations: 4&4s 7, �w O,t.R, • ,.,. ��• PROJECT LOCATION This annual project will provide for the removal and replacement of multi -purpose field number four at Central Park. The project will remove the existing turf surface and excess soil, incorporate soil amendments, grade and compact the field for proper drainage, and install large roll hybrid Bermuda grass sod. Sod is necessary to quickly establish the new surface and improve upon the older varieties of grass currently being used. All sports fields have a useful life. By continuing this replacement program, the City will be able to bring these fields back to their original grading specifications, which will improve the drainage and function of the fields. Additionally, the City will be able to properly amend the fields with needed materials to provide a better root -zone for turf as well as compaction resistance. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Proposed Department: Neighborhood Services Project Supervisor: Jerrid McKenna Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 196,000 0 0 0 0 196,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $196,000 $0 $0 $0 $0 $196,000 Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 0 196,000 0 0 0 0 196,000 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 $196,000 $0 $0 $0 $0 $196,000 OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY2023-2024 Page209 of251 2023-24 RUBBERIZED PLAYGROUND RESURFACING, Project Number: P4031 GOLDEN VALLEY PARK - CONSTRUCTION Proiect Location: Golden Valley Park, 27227 Five Knolls Drive, Santa Clarita, CA 91351 Description: Justification: a s Al PROJECT LOCATION: O This annual project will replace approximately 4,000 square feet of degrading rubberized surfacing throughout the playground at Golden Valley Park. This project also includes the removal and disposal of existing rubberized surfacing and the installation of new pour -in -place rubberized surfacing. The rubberized playground surfacing at Golden Valley Park has been identified to be in poor condition and in need of replacement. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Neighborhood Services Project Cost Estimate ($): Expenditure/Category: Prior Years 2023-24 2024-25 2025-26 Environmental 0 0 0 0 Design 0 0 0 0 Right -of -Way 0 0 0 0 Construction 0 145,000 0 0 Civic Art Project 0 0 0 0 Environmental Monitoring 0 0 0 0 Total Costs: $0 $145,000 $0 $0 Project Funding: Funding Source(s): Prior Years 2023-24 2024-25 2025-26 601 - General Fund -Capital 0 145,000 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 Total Costs: $0 $145,000 $0 $0 Impact on Operations Project Supervisor: Susan Nelson 2026-27 2027-28 Total 0 0 0 0 0 0 0 0 0 0 0 145,000 0 0 0 0 0 0 $0 $0 $145,000 2026-27 2027-28 Total 0 0 145,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $0 $145,000 Page 210 of251 THE CITY OF SANTA CLARITA Capital Improvement Program 2022-23 TRASH EXCLUDERS (TRASH FILTERS IN Project Number: R0032 STORM DRAINS) - CONSTRUCTION Proiect Location: Citywide Description: Justification: Project Status: Project Cost Estimate ($) • `copPe� Hill D,� _ 5e• •; -� Newnau Rai c,A•Y 6R o4pe � - ocRaa. a mo 5oledatl ce"� City of % am Santa Clarita . vase A da O•yy\�eY Rtl , Lyons Ave `� e N- dp _Theo/ aRoaa • • PROJECT LOCATION: CITYWIDE This annual project will continue the installation of full capture trash devices to filter trash greater than five millimeters from entering the Santa Clara River from specific land uses that generate high trash levels. This project is the third phase of a ten year effort that will install trash capture devices on 1,242 catch basins Citywide. 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 1,242 storm drains in 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. There are two existing projects to install 272 connector pipe screens in these storm drains. The City needs to address 349 more before 2025, and the remaining 621 more before 2028. This project supports the Santa Clarita 2025 Community Beautification and Sustainability theme, action item: Install trash capture devices to trap and prevent trash from entering storm drains and making its way into the Santa Clara River. In progress Department: Public Works Project Supervisor: Shannon Pickett Expenditure/Category: Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total Environmental 150 0 0 0 0 0 150 Design 6,500 0 0 0 0 0 6,500 Right -of -Way 0 0 0 0 0 0 0 Construction 213,350 80,000 0 0 0 0 293,350 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $220,000 $80,000 $0 $0 $0 $0 $300,000 Project Funding Funding Source(s): Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 356 - Stormwater Utility 220,000 80,000 0 0 0 0 300,000 Fund 0 0 0 0 0 0 0 0 0 0 0 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: $220,000 $80,000 $0 $0 $0 $0 $300,000 Impact on Operations: OPERATING BUDGET& CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page211 of251 2023-24 CITYWIDE REFORESTATION PROGRAM - CONSTRUCTION Proiect Location: Citywide Project Number: R0034 City of Santa Clarita t\ r J PROJECT LOCATION: CITYWIDE Description: This annual project will encompass the installation and treatment of more than 250 replacement trees. Work will include irrigation, re -staking, sucker removal, tree well repair, and weed removal to increase survival rate and promote long-term tree health. These actions effectively mitigate risk to our community by removing trees that are coming to the end of their useful life and are key for successional planning to maintain a sustainable, healthy, vibrant urban forest for decades to come. Justification: Funding to support the Citywide Reforestation Project allows staff to: proactively address City trees that are too large or too aged to remain in the public parkway; install new trees along major thoroughfares, residential streets, and in parks; and provide consistent tree maintenance for young trees. This project supports the Santa Clarita 2025 theme of Community Beautification & Sustainability and the goal specific to developing and instituting a "Community Reforestation Plan." Project Status: Proposed Department: Administrative Services Project Supervisor: Carmen Magaha Project Cost Estimate ($) Expenditure/Category: Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 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 0 0 0 0 175,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $175,000 $0 $0 $0 $0 $175,000 Project Funding Funding Source(s): Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 601 - General Fund -Capital 0 175,000 0 0 0 0 175,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $175,000 $0 $0 $0 $0 $175,000 Impact on Operations: Page 212 of251 THE CITY OF SANTA CLARITA Capital Improvement Program MCBEAN PARKWAY REALIGNMENT - CONSTRUCTION Project Number: S1047 Project Location: McBean Parkway at Orchard Village Road Description Justification Project Status: Project Cost Estimate ($) Expenditure/ Category: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 229 - Miscellaneous Federal 306 - Developer Fees Fund Priority Unfunded Total Costs: Impact on Operations: Y 5 ey g ^ �8 4 PROJECT LOCATION This project will realign the existing medians on McBean Parkway west and east of Orchard Village Road and will widen a 500 foot segment of McBean Parkway on the north side along the Henry Mayo Hospital frontage west of Orchard Village Road for a right turn pocket into the hospital for emergency services access. The relocated medians will include landscaping. This work was part of the Henry Mayo Hospital Master Plan and is being funded with 2022 Appropriation Act funds along with developer fees. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. In progress Department: Public Works Project Supervisor: Shannon Pickett Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 0 0 0 0 0 0 0 412,960 0 0 0 0 0 412,960 0 0 0 0 0 0 0 0 2,000,000 0 0 0 0 2,000,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $412,960 $2,000,000 $0 $0 $0 $0 $2,412,960 Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 0 1,120,000 0 0 0 0 1,120,000 412,960 880,000 0 0 0 0 1,292,960 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $412,960 $2,000,000 $0 $0 $0 $0 $2,412,960 OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY2023-2024 Page213 of251 COPPER HILL DRIVE BRIDGE WIDENING OVER THE Project Number: S1050 FRANCISQUITO CREEK - DESIGN & CONSTRUCTION OVERSIGHT Project Location: Copper Hill Drive Bridge over the San Francisquito Creek Description: This project will provide for design, peer review, and construction oversight of the developer funded and constructed project to widen the Copper Hill Drive bridge over San Francisquito Creek. The project will widen the bridge to include three lanes in each direction, median, barrier separated sidewalk, multi -use trail, and associated improvements on the roadway approaches. The project schedule is driven by the Tesoro developer. Funds will provide for the remaining design review and construction oversight of the Copper Hill Drive Bridge project. Justification: The Tesoro Development was conditioned by Los Angeles County (prior to annexation) to widen the Copper Hill Drive bridge over the San Francisquito Creek. This project will provide for the design, peer review, and construction oversight which is necessary to assure that the project is completed to appropriate standards and the City's infrastructure needs for that area. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: In progress Department: Public Works Project Supervisor: Amalia Marreh Project Cost Estimate ($) Expenditure/Category: Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total Environmental 0 0 0 0 0 0 0 Design 60,000 100,726 0 0 0 0 160,726 Right -of -Way 56,274 0 0 0 0 0 56,274 Construction 0 433,000 0 0 0 0 433,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $116,274 $533,726 $0 $0 $0 $0 $650,000 Project Funding Funding Source(s): Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 306 - Developer Fees Fund 116,274 533,726 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: $116,274 $533,726 $0 $0 $0 $0 $650,000 Impact on Operations: Page 214 of251 THE CITY OF SANTA CLARITA Capital Improvement Program DOCKWEILER DRIVE EXTENSION - DESIGN Project Number: S3023 (RIGHT-OF-WAY) Proiect Location: Dockweiler Drive to Railroad Avenue a �1 3 po spa PROJECT LOCATION: Description: This project will provide 100 percent plans, specifications, and estimates for the construction of the proposed extension of Dockweiler Drive and road widening at 13th Street and Railroad Avenue crossing over the railroad tracks. Requested funds will provide for right-of-way consulting, fees, permitting on the project, and staff time. Justification: Construction of the roadway is consistent with the General Plan and will improve traffic circulation in an area that will be impacted by future development. This project supports the Santa Clarita 2025 Building and Creating Community theme, action item: Complete the design and begin construction of Dockweiler/13th Street. Project Status: In progress Department: Public Works Project Supervisor: Shannon Pickett Project Cost Estimate ($): Expenditure/Category: Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total Environmental 829,651 0 0 0 0 0 829,651 Design 3,537,814 25,000 0 0 0 0 3,562,814 Right -of -Way 703,788 125,000 0 0 0 0 828,788 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: $5,071,253 $150,000 $0 $0 $0 $0 $5,221,253 Project Funding Funding Source(s): Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 233 - TDA Article 8 787,938 0 0 0 0 0 787,938 302 - B&T Via Princessa 4,283,315 150,000 0 0 0 0 4,433,315 0 0 0 0 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: $5,071,253 $150,000 $0 $0 $0 $0 $5,221,253 Impact on Operations OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY2023-2024 Page215 of251 VIA PRINCESSA EAST ROADWAY EXTENSION - DESIGN Proiect Location: Via Princessa east of Golden Valley Road Project Number: S3026 ywd PROJECT LOCATION: Description: This project will extend Via Princessa Road from Rainbow Glen Drive west to Golden Valley Road. The proposed improvements will include the following; grading, four paved traffic lanes, median improvements, parkway improvements, storm drains, water lines, dry utilities, street lights, and two traffic signals. This project will be designed, permitted, and built in conjunction with the adjacent development. Requested funds are needed for project management, review of in -progress design documents, special studies, environmental mitigation analysis, right-of-way acquistions, and cost estimates. Justification: This project is a vital component of the circulation element of the City's General Plan and is identified in the Santa Clarita Valley's One Vision One Valley plan. It is planned to be designed and constructed in conjunction with an adjacent residential and commercial development to maximize the use of public funds, and to obtain the required right-of-way to meet grant milestones. This project supports the Santa Clarita 2025 theme of Building and Creating Community. Project Status: In progress Department: Public Works Project Supervisor: Shannon Pickett Project Cost Estimate ($) Expenditure/Category: Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total Environmental 0 0 0 0 0 0 0 Design 3,233,598 382,000 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: $3,563,598 $382,000 $0 $0 $0 $0 $3,945,598 Project Funding Funding Source(s): Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 301 - B&T Eastside 3,563,598 382,000 0 0 0 0 3,945,598 Canyon 0 0 0 0 0 0 0 0 0 0 0 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: $3,563,598 $382,000 $0 $0 $0 $0 $3,945,598 Impact on Operations: Page 216 of251 THE CITY OF SANTA CLARITA Capital Improvement Program VISTA CANYON ROAD BRIDGE - DESIGN & CONSTRUCTION Proiect Location: Vista Canyon Development 0 Project Number: S3037 PROJECT LOCATION: O Description: This project will construct a new bridge which will provide access from Soledad Canyon Road to the future Vista Canyon Metrolink and bus transfer station over the Santa Clara River. The project will include a new two-lane bridge with a raised median and a shared use path. The project also includes intersection improvements to include a new traffic signal and extension of the existing westbound left -turn pocket at Soledad Canyon Road and the future Vista Canyon Boulevard (currently Lost Canyon Road), to accommodate commuters and other users of the Vista Canyon Metrolink and bus station. Justification: Project Status: Project Cost Estimate ($): Expenditure/ Cateaorv: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding Funding Source(s): 270 - Measure R Hwy Ops Impvmt 306 - Developer Fees Fund Priority Unfunded Total Costs: Impact on Operations: The Vista Canyon Road Bridge will provide access from Soledad Canyon Road to the future transit - oriented development, Vista Canyon. This will include the Vista Canyon Metrolink Station and Bus Transfer Center, which will serve as the Santa Clarita Valley's major eastern transfer point for commuting passengers, and will reduce automobile trips along adjacent freeways. This project supports the Santa Clarita 2025 theme of Enhancing Economic Vitality. In progress Department: Public Works Project Supervisor: Shannon Pickett Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 0 0 0 0 0 0 0 550,000 1,800,000 0 0 0 0 2,350,000 0 0 0 0 0 0 0 0 20,000,000 0 0 0 0 20,000,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $550,000 $21,800,000 $0 $0 $0 $0 $22,350,000 Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 0 20,000,000 0 0 0 0 20,000,000 550,000 1,800,000 0 0 0 0 2,350,000 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 $550,000 $21,800,000 $0 $0 $0 $0 $22,350,000 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 217 of 251 2023-24 ADA ACCESS RAMPS - CONSTRUCTION Proiect Location: Citywide Project Number: D0004 r- , r J "J eo ` - - •r�A - pp&'\ City of Santa Clarita \ _ LJ J r.• . r � •� PROJECT LOCATION: CITYWIDE Description: The City has diligently worked towards the goal of constructing access ramps where none currently exist. This annual project continues that effort. Ramps will be constructed to comply with current American with Disabilities Act (ADA) requirements. These repairs will be made at various locations throughout the City. Staff has identified the 589 locations where access ramps can be incorporated. Justification: Project Status: Project Cost Estimate ($): Expenditure/ Cateaorv: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 233 - TDA Article 8 Priority Unfunded Total Costs: Impact on Operations: The sidewalk repairs are integral to the City's pavement management system. The City is committed to monitoring its pedestrian passageways to ensure safe paths of travel. This project supports Santa Clarita 2025 theme of Sustaining Public Infrastructure. Proposed Department: Public Works Project Supervisor: Cruz Caldera Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 0 0 0 0 0 0 0 0 2,000 2,000 2,000 2,000 2,000 10,000 0 0 0 0 0 0 0 0 98,000 98,000 98,000 98,000 98,000 490,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $100,000 $100,000 $100,000 $100,000 $100,000 $500,000 Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 0 100,000 0 0 0 0 100,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 100,000 100,000 100,000 100,000 400,000 $0 $100,000 $100,000 $100,000 $100,000 $100,000 $500,000 Page 218 of 251 THE CITY OF SANTA CLARITA Capital Improvement Program 2023-24 TRAIL FENCE REPLACEMENT - CONSTRUCTION Protect Location: South Fork Trail between Valencia Boulevard and McBean Parkway Description: Justification: Project Status Project Cost Estimate ($) Expenditure/ Category: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 238 - Bikeway Fund/ TDA Article 3 Priority Unfunded Total Costs: Impact on Operations: Project Number: T1020 y,1 i PROJECT LOCATION: This annual project repairs and replaces deteriorating, existing fence lines on major trail sections with lodge pole fencing. This request is the second of two -phased requests to address the fencing on the South Fork Trail, between Valencia Boulevard and McBean Parkway, measuring approximately 4,500 linear feet. Specifically, the second phase of the project will replace approximately 2,100 feet of fencing from the paseo bridge over Creekside Road to the McBean Parkway trail entrance. This section contains the original fencing from the trails construction that is over 25 years old and embedded in asphalt. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. This project is needed due to the degradation over 25 years of use. This is a multi -phased project in which specific trail sections, most in need of repair, are selected on an annual basis. Proposed Department: Neighborhood Services Project Supervisor: Jerrid McKenna Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 160,000 0 0 0 0 160,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $160,000 $0 $0 $0 $0 $160,000 Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 0 160,000 0 0 0 0 160,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $160,000 $0 $0 $0 $0 $160,000 OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY2023-2024 Page219 of251 RAILROAD AVENUE CLASS I BIKE TRAIL - DESIGN (RIGHT-OF-WAY) Proiect Location: Railroad Avenue from Oak Ridge Drive to Lyons Avenue Project Number: T201 1 a 5 PROJECT LOCATION: Description: This project will design 1.4 miles of Class 1 trail along Railroad Avenue from Oak Ridge Drive to Lyons Avenue. The project is anticipated to take 1.5 to 2 years due to the design of three pedestrian bridges, the environmental permitting process, and coordination with the Southern California Regional Rail Authority (SC RRA/Metro link). Justification: When completed, the trail will enhance connectivity to the Newhall Metrolink Station and encourage multi - modal travel in accordance with the City's Non -Motorized Plan. This project supports the Santa Clarita 2025 theme of Building and Creating Community. Project Status: In progress Department: Public Works Project Supervisor: Shannon Pickett Project Cost Estimate ($): Expenditure/Category: Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total Environmental 38,000 40,000 0 0 0 0 78,000 Design 112,056 1,460,000 0 0 0 0 1,572,056 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: $150,056 $1,500,000 $0 $0 $0 $0 $1,650,056 Project Funding: Funding Source(s): Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 238 - Bikeway Fund/ TDA 150,056 0 0 0 0 0 150,056 Article 3 260 - Proposition C Local 0 561,126 0 0 0 0 561,126 Return 265 - Prop C 25% Grant 0 938,874 0 0 0 0 938,874 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: $150,056 $1,500,000 $0 $0 $0 $0 $1,650,056 Impact on Operations Page 220 of251 THE CITY OF SANTA CLARITA Capital Improvement Program SAND CANYON TRAIL, PHASE IV - CONSTRUCTION Project Number: T3024 Proiect Location: Sand Canyon Road between Sky Ranch Road and Iron Canyon Road Description: This is an on -going project to construct a multi -use trail along the west side of Sand Canyon Road. This project will construct two pedestrian/trail bridges within the segment of Sky Ranch Road to Iron Canyon Road. Justification: The project alignment is identified in the City's Non -Motorized Transportation Plan and the Trails Master Plan and will provide a safe path away from the busy roadway. This project supports the Santa Clarita 2025 theme of Building and Creating Community. Project Status: In progress Department: Public Works Project Supervisor: Shannon Pickett Project Cost Estimate ($): Expenditure/ Category: Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total Environmental 150 0 0 0 0 0 150 Design 23,778 0 0 0 0 0 23,778 Right -of -Way 0 0 0 0 0 0 0 Construction 1,886,576 235,000 0 0 0 0 2,121,576 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $1,910,504 $235,000 $0 $0 $0 $0 $2,145,504 Project Funding: Funding Source(s): Prior Years 2023-24 2024-25 2025-26 2026-27 2027-28 Total 233-TDAArticle 8 1,119,033 0 0 0 0 0 1,119,033 238 - Bikeway Fund/ TDA 245,868 102,688 0 0 0 0 348,556 Article 3 262 - Proposition A Park 111,000 0 0 0 0 0 111,000 Bond 305 - Park Dedication Fund 174,228 0 0 0 0 0 174,228 601 - General Fund -Capital 260,375 132,312 0 0 0 0 392,687 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $1,910,504 $235,000 $0 $0 $0 $0 $2,145,504 Impact on Operations OPERATING BUDGET& CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page221 of251 No. Project Estimated Cost No. Project Estimated Cost NEEDS PREVIOUSLY IDENTIFIED IN THE 2023-24 CIP; CIRCULATION C0070 2023-24 Signalized Intersection Improvement 1,200,000 Program - Construction C0071 Traffic Signal Battery Backup Replacement 576,000 Program, Phase I Const. MAINTENANCE M0152 Annual Concrete Rehabilitation Program (4-year) M0153 Annual Overlay and Slurry Seal (4-yr for 70 % rating) M0154 Thermoplastic Lane Striping (4- year) OTHER UNFI1,24DED NEED BRIDGES S3030 Siena Highway Bridges over the Santa Clara River - Construction - Grant, $9, 634, 413 CIRCULATION C0060 Siena Highway Traffic Signal Interconnect and Adaptive System Const. FLOOD CONTROL PROJECTS - County Newhall Avenue and Pine Street Sierra Highway Area Sewer Study Siena Highway Storm Drain Master Plan GATEWAY BEAUTIFICATION NewhalFSR-14 Gateway Beautification PARKS - Active Canyon Country Park Ph II (Tennis Cts, Pool) Discovery Park - (Build out) Open Space Access - (Various Improvements) Open Space Parks (Master Plans for Various) Pickleball Courts Play Area Shade Program Rivendale Ranch & Open Space Santa Clarita Sports Complex (24-acre dev.) 90-0711 Decoro Drive and Vista Delgado PEDESTRIAN RAILROAD CROSSINGS Drayton Street Rainbow Glen Drive Golden Oak Road Newhall Avenue Canyon Oak Boulevard Ruether Avenue Oakridge Drive 2,400,000 91,600,000 700,000 1,248,240 Armual Roadway Safety Program - 4-year need SIDEWALK, CURB & GUTTER INSTALLATION - City Arcadia Street Improvements 92-0902 Orchard Village Road (north of Lyons Ave) Scherzinger Lane Improvements Phase II SIDEWALKS GAP CLOSURES Center Pointe Pkwy, Golden Valley to Ruether Copper Hill, Buckhorn to Benz Copper Hill, Benz to Kathleen Copper Hill at San Francisquito Cyn Newhall Aveue, Siena Highway to Meadow Ridge Soledad Canyon, east of Bouquet to Shopping Ctr Soledad Canyon, west of Commuter to Shopping Ctr 3,522,000 91-1204 MagicNia Princessa Roadway (at grade) Santa Clarita Parkway S3023 Dockweder Drive Extension S3026 Via Princessa - Isabella Parkway to Golden 2,354,625 Valley Road - Const. - Grant, $11,000,000 155,250 S3036 Via Princessa Park Rail Crossing - (Prop APark 207,000 Band $1,000,000) TRAILS 4,500,000 Bouquet Canyon Trail Placenta Canyon T2011 Railroad Avenue Bike Trail - Grant $2,270,000 10,000,000 South Fork Trail/Orchard/Lyons 2,500,000 T3024 Sand Canyon Trail 450,000 Santa Clara River Trail to Robinson Ranch 200,000 Santa Clarita Regional Commuter Trial - 500,000 Seg. V (Five Knolls to Discovery Park) 4,500,000 Wiley Canyon/Orchard Village Road Bridge 8,100,000 Wiley/Calgrove to Rivendale 45,000,000 TRAILS AND TRANSIT Annual Access Ramp Construction (5yr program) 852,975 TRANSIT Newhall Avenue Park and Ride - Conceptual 4,000,000 4,000,000 UTILITY UNDERGROUNDING 200,000 310,500 207,000 5,300,000 482,000 250,000 520,000 875,000 503,000 562,000 491,000 43,470,000 62,933,215 75,000,000 5,650,000 2,000,000 150,000 8,530,000 750,000 1,309,000 500,000 2,000,000 550,000 1,000,000 4,700,000 200,000 5,000,000 Bouquet Canyon Road - Soledad Canyon/City Limits 40,035,000 4,000,000 Bouquet Canyon (N/S) - Soledad Canyon/Festividad 7,077,100 10,000,000 Newhall Avenue (W/S) - Lyons Avenue and 9th Avenue 838,100 3,500,000 Railroad Avenue (W/S) - Bouquet/Lyons Avenue 26,928,000 3,500,000 Sand Canyon Road - City Limits/Placenta Canyon Road 5,100,000 Seco Canyon Road - Bouquet Canyon/City Limits 7,140,000 Siena Highway - City Limits 71,808,000 Soledad Canyon Road - Sand Canyon/Siena Highway 19,091,000 Wiley Canyon Road - Lyons/City Limits 9,809,000 UNFUNDED GRAND TOTAL: $ 620,835,005 Page 222 of 251 THE CITY OF SANTA CLARITA Capital Improvement Program THIS PAGE INTENTIONALLY LEFT BLANK OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY2023-2024 Page223 of251 Resolutions Page 224 of251 THE CITY OF SANTA CLARITA Resolutions OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY2023-2024 Page225 of251 Page 226 of251 THE CITY OF SANTA CLARITA Resolutions OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 227 of 251 Page 228 of251 THE CITY OF SANTA CLARITA Resolutions OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY2023-2024 Page229 of251 Page 230 of251 THE CITY OF SANTA CLARITA Resolutions OPERATING BUDGET& CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page231 of251 Page 232 of251 THE CITY OF SANTA CLARITA Resolutions OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY2023-2024 Page233 of251 Page234 of251 THE CITY OF SANTA CLARITA Resolutions OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY2023-2024 Page235 of251 Page 236 of251 THE CITY OF SANTA CLARITA Resolutions OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 237 of 251 Object Designations Expenditure Line Item Titles and Descriptions PERSONNEL 500101 Regular Employees: Provides compensation for full- or part-time, regular employees. 500102 Design Salaries & Wages: Provides compensation for work performed on capital improvement projects in the design phase. 500103 Construction Salaries & Wages: Provides compensation for work performed on capital improvement projects in the construction phase. 500106 Certificate Pay: Provides compensation for designated certificates/licenses held by represented employees. 500201 Part -Time Employees: Provides compensation for employees classified as part-time, temporary, or seasonal (PTS) employees. 500202 Part -Time Employee Sick Leave Pay: Provides sick leave compensation for eligible part-time, temporary, or seasonal (PTS) employees. 500301 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. 500401 Vacation Pay: Provides vacation compensation for full-time regular employees. 500402 Vacation Payout: Compensates regular employees for unused vacation hours in excess of the maximum accrual. 500501 Sick Leave Pay: Provides sick leave compensation for full-time regular employees. 500502 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. 501101 Health and Welfare: Provides medical, dental, and vision benefits for regular employees. 501102 Life Insurance: Provides employees City -paid benefit of life insurance. 501103 Long -Term Disability Insurance: Provides City -paid long-term disability insurance benefit to regular employees. 501104 Medicare Expense: All employees must contribute 1.45% and City to match. 501105 Workers Compensation: Provides City -paid benefits for work -related injuries or illness. 501106 PERS: Accounts for the employer's normal cost pension benefits for employees in the California Public Employees Retirement System (Cal PERS). 501107 Deferred Compensation: Provides employees a deferred compensation retirement plan which may be employee -paid or city -paid for certain positions. 501108 Unemployment Taxes: Provides City -paid benefits for unemployment insurance. 501109 Retiree Medical: Provides health insurance benefits to retirees. 501110 Supplemental Health: Provides supplemental benefit dollars for employees whose health, vision, and/ or dental premiums exceed a standard set amount. 501112 Admin Fees: Administrative fees for active employee health premiums. 501113 Wellness Benefit: Provides mental and physical wellness benefits for regular employees. 501116 PERS UAL: Accounts for the employer's unfunded accrued liability portion for employees in the California Public Employees Retirement System (Cal PERS).California Public Employees Retirement System (Cal PERS). Page 238 of 251 THE CITY OF SANTA CLARITA Object Designations OPERATIONS AND MAINTENANCE 510101 Publications and Subscriptions: Provides for publications and subscriptions. 510102 Membership and Dues: Provides membership fees and dues to professional organizations. 510103 Office Supplies: Provides for the purchase of office supplies. 510104 Printing: Provides for outsource printing. 510105 Postage: Provides for City mailing expenses. 511101 Special Supplies: Provides special supplies specific to the department's need. 511102 Vehicle Fuel: Provides for fuel for all City fleet vehicles. 511103 New Personnel Phone: Provides for new employees' phone. 511104 Janitorial Supplies: Provides for building and structure service maintenance. 511105 Maintenance Supplies: Provides for the costs of maintenance and supplies for City's property and equipment. 511107 Small Tools: Provides specialty tools and equipment under $5,000. 511108 New Personnel Computers: Provides for new employees' desktop computer. 511109 Computer Software Purchase: Provides for the procurement of computer software. 511110 Striping Supplies: Striping materials for streets use. 511111 Asphalt Supplies: Asphalt materials for streets use. 511112 Concrete: Concrete materials for streets use. 511113 Workwell: Provides for employee wellness programs. 511120 Books and Materials: Provides for library books and materials. 512101 Rents/Leases: Provides for rental or leases of buildings and structures required for City use. 512103 Equipment Rental: Provides for rental of equipment not owned by the City. 512104 Record Storage & Service: Provides for records storage and service. 513101 Electric Utility: Provides for electric utilities. 513102 Gas Utility: Provides for gas utilities. 513103 Telephone Utility: Provides for telephone services. 513105 Cellular Service: Provides for cellular telephone services. 513106 Water Utility: Provides for water utilities. 514101 Maintenance and Repairs: Provides for maintenance and repairs. 514103 Street Sweeping Services: Provides for City's street sweeping services. 514104 Bridge Maintenance: Provides for bridge maintenance and repairs 514105 Curb & Sidewalk: Provides for curb and sidewalk maintenance. 514106 Storm Drainage Repair: Provides for storm drain repairs and maintenance. 514107 Traffic Signal Maintenance: Provides for traffic signal maintenance and repairs. 514108 Traffic Signs & Markings: Provides for traffic signs and marking supplies. 515102 Claims Payment: Provides for investigations, legal costs, and settlement of claims or liability. 515103 Employee Safety: Provides for first aid supplies and urgent care services. 515104 General Liability Reserve: Provides for general liability reserve per actuarial report. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 239 of251 516101 Contractual Services: Provides for contract services. 516102 Professional Services: Provides for professional services/retainers. 516103 Annexation Services: Provides for expenditures related to annexations to the City. 516104 Advertising: Provides for advertising and legal notices of various City activities. 516105 Promotion and Publicity: Provides for the expense of community events and the publicity of the City. 516107 Hazardous Waste Collection: Provides for household hazardous waste collection program. 516108 Graphic Design Service: Provides for outside graphic design services for programs and events. 516110 Landscape Services: Provides for landscape services and maintenance upkeep. 516111 Weed & Pest Control: Provides for weed and pest control services. 516112 Tree Trimming: Provides for tree trimming related expenditures. 516113 Reserve Projects Expenditures: Provides for landscape maintenance projects. 516114 Inspections: Provides for landscape inspection services. 516115 Open Space Exp. Provides for expenditures relating to open space programs. 516116 Local Bus: Provides for local route bus services. 516117 Dial -A -Ride: Provides for bus services to elderly and disabled residents. 516118 Commuter Services: Provides for bus services to and from other areas outside the City. 516119 Contract Administration Fees: Provides for transit contract administration. 516120 Expedited Contract Services: Provides for services that require expedited permitting review. 516122 Streetlight Prem/Deduction: Provides for streetlight replacement costs. 516123 Landscape Supplies: Provides for landscape maintenance supplies. 516124 Business Sponsorship: Provides for expenditures related to business retention and sponsorship. 516125 Property Damage: Provides for expenditures related to damage to City property. 516128 Irrigation Control Subscriptions: Provides for wireless water monitoring services of weather -based irrigation controllers. 516129 Hosted Services: Provides for software services. 516130 CNG Station Maintenance: Provides for maintenance of all clean natural gas stations. 516131 Litter & Debris Removal: Provides for Citywide litter and debris removal. 516132 Credit Card Processing Fees: Provides for processing credit card payments. 516133 Fingerprinting Services: Provides for fingerprinting services. 516134 OPEB Expense: Provides for other post -employment benefits contribution. 516135 Passport Services: Provides for new passport applications and renewal services. 516136 CIP Non -Participating Cost: Provides for project costs outside METRO participating guidelines. 516137 False Alarm: Provides for false alarm related costs. 516138 Management Fee: Provides for management fee related to the operations of The Cube. 516139 Ice Rink Operations: Provides for operations and maintenance of the Ice Rink. 516140 Revenue Share: Provides for revenue share related costs. 516150 General Law: Provides for law enforcement services. 516153 Crime Prevention: Provides for crime prevention services, programs, and equipment for the Los Angeles County Sheriff's Department Page 240 of 251 THE CITY OF SANTA CLARITA Object Designations 516199 Legal Services: Provides for legal and other related services. 517101 Community Services Grants: Provides for grants to eligible applicants. 517105 Economic Incentives Program: Provides continued support of the SCV Economic Development Corporation to attract large companies within the City's targeted business industries. 517106 Co-sponsorship: Provides for contributions to community organizations. 517107 Rewards Program: Provides for monetary rewards for reporting graffiti incidents. 517108 Special Events: Provides for law enforcement on special events. 517109 State of the City: Provides for print materials and rentals related to this annual City event. 517110 Film Incentives: Provides incentives to production companies that film within the City. 517111 Historic Preservation Grant: Provides owners of historic properties financial incentives for improvements to their historic structures. 517112 FOL Programming: Provides for Library FOL Programming. 517113 Rental Assistance Grant: Provides for emergency rental assistance grants. 518102 Direct Cost Allocation: Provides for allocation of administrative costs to all LMD zones. 518301 Depreciation Expense: Annual cost of use of capital assets allocated over the period of its useful life. 518503 Taxes/Licenses/Fees: Provides for taxes, licenses and fees paid to the County. 518504 Todd Longshore Score: Provides for scholarships for eligible youth to participate in fee based recreational programs and activities. 519101 Travel and Training: Provides for all travel, conference, meeting and training sessions generally requested by the City and taken on City time. 519103 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. 519104 Automobile Allowance/Mileage: Provides for monthly automobile allowance and mileage reimbursement incurred in use of personal vehicle on City business. 519105 Reg 15 Incentives Program: Rideshare incentive program. 519106 Employees' Uniforms: Provides clothing and equipment required primarily by field personnel. 519107 Citywide Training: Provides citywide training, and training resources and materials 519110 Tools Reimbursement: Provides for tools reimbursements. 521101 Computer Replacement: Provides annual replacement of computer equipment. 521103 Equipment Replacement: Provides for annual equipment replacements. 521104 Insurance Allocation: Provides for annual insurance allocation. 530101 Principal: Provides for principal payments related to City debt. 530102 Interest: Provides for interest payments related to City debt. 530103 Debt Service Reserve: Provides for expenditures related to debt service reserves. 530105 Bond Issuance Costs: Provides for bond issuance costs related to the issuance or refinancing of City debt. 530109 Use of Bond Proceeds: Provides for expenditures related to the use of bond proceeds. 701001 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. 701008 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 2023-2024 Page 241 of251 CAPITAL OUTLAY 520101 Furniture and Fixtures: Provides for the purchase of office furniture and fixtures for City buildings and structures. 520102 Equipment: Provides for the purchase of equipment for use by City employees at City buildings, structures and locations. 520103 Automotive Equipment: Provides for the purchase of all types of automotive equipment operated for the transportation of people or things. 520104 Land: Provides for the acquisition of land for City use or for open space preservation. 520105 Buildings and Structures: Provides for the acquisition of buildings and structures and other improvements to the structures already erected or assembled in place. 520106 Building Improvements: Provides for repairs, improvements and alterations to the buildings and structures. 520108 Improvements Other Than Building: Provides for acquisitions of, or the construction, alterations or other improvements to other than buildings. 520109 Right of Way: Provides for acquisition of right of ways. 520110 Infrastructure: Provides for City infrastructure improvements. 520112 Library Building Improvements: Provides for improvements and alterations to library buildings. 520113 Library Furniture and Equipment: Provides for the acquisition of library furniture, fixtures and equipment. 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 I 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 242 of 251 THE CITY OF SANTA CLARITA Object Designations Capital Project Categories — Each Capital Project included in the budget and CIP is placed in one of the 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 Landscaping — These projects involve some aspect of the aesthetics of the community. Many include landscaping. 3. Circulation — These projects improve the efficiency and safety of the roadway systems. 4. Disability (ADA Component) — These projects address American with Disabilities Act (ADA) requirements. 5. Emergency — These projects provide repair or restoration of infrastructure or structural damage caused by natural disasters. 6. Facilities er Buildings — These projects will provide new City facilities or significant improvements to existing facilities. 7. 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. 8. Parks — These projects involve acquisition and development of active and passive City park lands. 9. Resource Management er 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. 10. Streets & Bridges — These projects provide enhancements to the street and bridge infrastructure in the City. Projects include road widening, realignments, bridge barrier retrofits, etc. I L 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 — The amount of money required to pay interest on outstanding debt and required contributions to accumulate monies for future retirement of term bonds. Deficit — An excess of expenditures or expenses over resources or revenues. Department — It is the basic unit of service responsibility encompassing a broad array of related activities. Division — A subsection (or activity) within a department which furthers the objectives of the City Council by providing specific services. Encumbrances — A legal obligation to pay funds, the expenditure of which has not yet occurred. They cease to be encumbrances when the obligations are paid or otherwise terminated. Expenditure — The actual spending of funds in accordance with budgeted appropriations. Fiscal Year — A twelve-month period of time to which a budget applies. In Santa Clarita, 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 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 243 of251 appropriations which lapse annually at the end of the fiscal year. General Obligation Bond — Bonds used for various purposes and repaid by the regular (usually via the General Fund) revenue raising powers of the City. Grant — Contributions, gifts of cash, or other assets from another governmental entity to be used or expended for a specific purpose, activity, or facility. An example is the Community Development Block Grant provided by the Federal Government. Interfund Transfers — Monies transferred from one fund to another. Such money is transferred to finance the operations of another fund or to reimburse the fund for certain expenditures. Internal Service Fund — An Internal Service Fund provides services to other City departments and bills the various other funds for services rendered, just as would private business. Materials, Supplies, and Services — Expenditures for materials, supplies, and services which are ordinarily consumed within a fiscal year and which are not included in departmental inventories. Municipal Code — A book that contains the City Council approved ordinances currently in effect. The Code defines City policy with respect to areas such as planning, etc. Objectives — The expected results or achievements of a budget activity. Operating Budget — Annual appropriation of funds for ongoing program costs, including salaries and benefits, services and supplies, debt service, capital outlay and capital improvements. Operations and Maintenance — A section of the budget that addresses all the programs and day to day operating costs associated with the day to day operations of a division or a department. Ordinance — A formal legislative enactment by the City Council. It has the full force and effect of law within City boundaries unless pre empted by a higher form of law. An Ordinance has a higher legal standing than a Resolution. Prior Year Actuals — This column in the CIP is used to identify those monies expended during the course of the project prior to the current fiscal year. It becomes part of the "total' column for easy identification of total project costs. Reimbursement — Payment of amount remitted on behalf of another party, department, or fund. Reserve — An account used to record a portion of the fund balance as legally segregated for a specific use. Resolution — A special order of the City Council which has a lower legal standing than an ordinance. Revenue — Amount received for taxes, fees, permits, licenses, interest, intergovernmental sources, and other sources during the fiscal year. Revenue Bonds — A type of bonds usually issued to construct facilities. The bonds are repaid from the revenue produced by the operation of these facilities. Salaries and Benefits — A budget category which generally accounts for full time and part-time employees, overtime expenses, and all employee benefits, such as medical, dental, and retirement. Special Revenue Fund — This fund type accounts for revenues derived from specific sources, which are legally restricted to expenditures for specific purposes. Unfunded Projects — This section of the CIP contains a listing of capital needs that have been identified but for which funding has not been identified. Page 244 of 251 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 major revenue sources available to the City. The budget summaries will provide a more detailed breakdown of all revenues. Major revenue sources are as follows: 1. Sales and Use Tax — Sales and use tax is imposed on retailers for the privilege of selling, at retail, within the City limits. This tax is based on the sales price of any taxable transaction of tangible personal property. The Bradley Burns Uniform Local Sales and Use Tax Law, adopted in 1955, extend the authority to impose local sales tax to counties. One percentage point of the sales tax collected by the State Board of Equalization is allocated back to the City for general purposes. 2. Property Tax — Property tax is imposed on real property (land and permanently attached improvements, such as buildings) and tangible personal property located within the City. The tax comprises one percent of the assessed value of the property. 3. Property Tax in Lieu — Derived from a portion of property taxes allocated by the State of California to cities to replace vehicle license fees (VLF). In 2004 the State permanently swapped 90% of city VLF revenue for property tax, which was distributed on a per capita basis. On -going growth of this revenue is tied to growth in assessed valuation. 4. Highway Encroachment Permits — These fees are collected under the provisions of the City's Highways Permit Ordinance and defray the cost of services for processing, plan review, and inspection services of construction and/ or encroachment within City streets. Types of projects would include new driveways, utility service cuts, bus benches, newspaper racks, movie company productions, parades, etc. 5. Interest — Interest income is earned as the City invests its idle funds in various investment media. The goal of the City's investment is to protect each investment while achieving the highest rate of return. The City Treasurer (Director of Administrative Services) handles the City's investment portfolio. 6. Motor Vehicle In Lieu — Motor Vehicle In Lieu is a state vehicle license fee imposed on motorists for the privilege of operating a motor vehicle on the public highways. This fee is two percent of the depreciated interest value of all motor vehicles and is imposed "in lieu" of a local property tax 7. Community Development Block Grant — The Community Development Block Grant (CDBG) program was designed by the Department of Housing and Urban Development (HUD) to revitalize low and moderate income areas within a city. The CDBG monies are restricted by specific provisions. 8. Real Property Transfer Tax — Revenue derived from a tax imposed on all transfers of real property in the City. 9. Transient Occupancy Tax — The Transient Occupancy Tax is 10 percent of the cost of a hotel room tax imposed on "transients" who occupy a room or rooms in a hotel, inn, motel, tourist home, or other lodging facility within the City's limits. 10. State Gas Tax — The State Gas Tax is derived from State of California on gasoline purchases and is allocated, on a share basis, to cities. The Gas Tax revenues are restricted to the construction, improvements and maintenance of public streets. 11. SBI Road Repair and Rehabilitation — The SBI Road Repair and Rehabilitation monies are derived from State of California on fuel purchases and vehicle registration fees and is allocated, on a share basis, to cities. The SBI Road Repair and Rehabilitation revenues are restricted to road maintenance, rehabilitation, and safety needs on streets and roads. 12. Business License Tax — The Business License Tax is imposed for the privilege of conducting business within the City. This is presently collected by Los Angeles County and redistributed to Santa Clarita. 13. Building Permits — The City requires that building permits be obtained to ensure that structures meet specific standards. The City requires various construction permits for activities such as the installation of electric, plumbing and sewage facilities. The City charges a fee for issuing these permits in order to recover only the costs OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 245 of251 incurred. 14. Code Fines — Fines for traffic violations, both moving and parking, are remitted to the City in which the violations occurred. This revenue includes monies collected by the courts for tickets written by the California Highway Patrol. Actual allocation of revenue is distributed by the courts. 15. Franchise Fee — The Franchise Fee is imposed on various utilities and organizations which permit them to use and operate those facilities within the City. 16. Subdivision Maps/Improvements — These fees are collected under the provisions of the City's Subdivision Ordinance tentative map approval from the Planning Commission. The fees cover processing plan review and inspection services for tract and parcel maps and street, sewer and storm drain improvements plans. 17. Certificate of Compliance Fees — These are fees collected to defray the cost of processing and recording a certificate or conditional certificate of compliance. The certificate affirms the City's approval that lots which were not shown on an approved tract, parcel map or record of survey are legal lots and may be sold, leased or financed provided certain development standards are followed. 18. Building and Safety Fees — These are fees collected under the provisions of the City's Building, Plumbing and Mechanical and Electrical Codes. These fees are paid by builders, developers and homeowners and defray the cost of services for processing, plan review and inspection of buildings, grading, swimming pools, patios, etc. 19. Animal Licenses — Provides for the fees paid to the City generated from the sale of animal licenses and violations from the Los Angeles County Department of Animal Care and Control. 20. Court Fines, Forfeitures and Penalties — Represents amounts received for fines in violation of City ordinances or penal code violations. Remittances are collected by the County and forwarded to the City. 21. Rental Income — Amounts received from the rentals of City Hall office space, facilities and fields. 22. Library Propert-y Tax — Property tax revenues allocated to the City to maintain library services within the City. Library property tax revenues do not go into the General Fund and are restricted per California State Law to strictly be used for library services. 23. Industrial Waste Inspection Fees — Provides for the receipt of funds for industrial waste inspections by the County. 24. Parks and Recreation Use Fees — Fees collected from use of parks and participation in recreation activities. 25. Miscellaneous Revenues — This account provides for the fees collected for miscellaneous services. 26. Regional Surface Transportation Program (RSTP) — These federal funds are derived from the Intermodal Surface Transportation Efficiency Act (ISTEA) of 1991. The funds are placed on reserve with the Los Angeles County Metropolitan Transportation Authority (MTA). The funds are allocated to the City for a variety of infrastructure improvement projects. The expenditure of these funds must be approved in advance by Caltrans and must be included in the Regional Transportation Improvement Plan (RTIP). Note: This funding program replaced the Federal Aid Urban (FAU) program. 27. MTA Grants — The Los Angeles County Metropolitan Transportation Authority (MTA) has been assigned the task of managing and allocating several state and federal funding programs. Cities and counties submit grant applications and compete for the allocation of the funds administered by the MTA. Use of these funds is restricted to the projects for which grants were awarded. 28. State Transportation Development Act (TDA) — The State of California's Transportation Development Act provides state funding to eligible transit system operators for operating and capital purposes. These revenues are derived from three -cents of the six -cents retail sales tax collected state-wide. The three -cents are returned by the State Board of Equalization to each county according to the amount of tax collected in that county. Funds received by the MTA include: TDA Article 3 which dedicates two percent of the funds for bicycle and pedestrian facilities; and TDA Article 8 which provides funding for transit, para-transit, and capital programs to fulfill unmet transit needs in areas outside the service area of MTA operations. 29. AB 2766 Fees — Revenue derived from a portion of additional charges levied on automobile owners dedicated for the purpose of reducing air pollution from motor vehicles. 30. Proposition C — Los Angeles County voters approved an additional 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 Page246 of251 THE CITY OF SANTA CLARITA Object Designations County MTA. 32. Measure Safe Clean Neighborhood Parks Entitlemen - The Safe Clean Neighborhood Parks and Beaches Measure was passed by the voters of Los Angeles County in November of 2016. Entitlement funds are distributed to cities on a per capita basis. 33. Proposition A - The funding from Proposition A was approved by voters in 1980. Money allocated comes from a'/z cent sales tax and is distributed on a per capita basis. The funds must be used for transit projects. 34. Public Facilities Bond Act - The City issued Public Facilities Bonds to raise funds for the installation of public infrastructure. These funds must be spent/allocated by a specific date and must be used for infrastructure improvements of some kind. 35. Caltrans - Funds received from the State of California Department of Transportation related to specific projects for which the City is contracting its services to Caltrans. 36. Developer 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 Service Improvement Program (MOSIP) - Adopted by the Metropolitan Transportation Authority (MTA) Bus Operators Subcommittee on April 26, 2001, and funded by Proposition C. MOSIP was developed in response to pending state legislation (AB2643) to improve municipal operator service countywide. Use of these funds is restricted to benefit the Transit program. 39. Measure H - Los Angeles County voters approved an additional'/4 cent sales tax for preventing and combatting homelessness effective July 1, 2018. The tax would generate funds for the specific purposes of funding homeless services and short-term housing. 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 2023-2024 Page 247 of251 The basic accounting and reporting entity for the City is a fund. A fund is "an independent fiscal and accounting entity used to record all financial transactions related to the specific purpose for which the fund was created" Funds are established for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions or limitations. The various funds are grouped in fund types and categories as follows: Governmental Funds 1. General Fund - The General Fund is used to account for the general operations of the City. It is used to account for all financial resources except those required to be accounted for in another fund. 2. Special Revenue Funds - These funds are used to account for proceeds of specific revenue sources that are legally restricted to expenditures for specific purposes. 3. Debt Service/General Government - These funds are used to account for the accumulation of resources for, and the payment of, general long term principal and interest. 4. Capital Prof ects 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 one of 62 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 62 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. Page 248 of 251 THE CITY OF SANTA CLARITA Object Designations Measure M - To account for the half -cent sales tax revenues that Los Angeles County voters approved in November 2016 to meet the transportation needs of Los Angeles County. Measure R - To account for the half -cent sales tax revenues that Los Angeles County voters approved in November 2008 to meet the transportation needs of Los Angeles County. 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 SB1 Road Repair and Rehabilitation allocation restricted to fund various maintenance, rehabilitation, and safety needs on streets and roads. State Park - To account for grant monies received from the State of California Department of Parks and Recreation for construction or improvement of parklands within the City. Stormwater - To account for monies received from assessments restricted for the use of the stormwater and run-off programs. Surface Transportation Program - To account for receipts and disbursements associated with the Surface Transportation Program restricted for construction, reconstruction and improvement of highways and bridges on eligible Federal -Aid highway routes. Tourism Marketing District - These assessment fees are dedicated to support the programs, activities, and services to promote the City and hotels as a tourist destination. To help fund this program, each business in the Tourism Marketing Benefit Zone shall pay an assessment of two percent of total room rents charged and received from transient hotel guests who do not make the hotel their principal place of residence. Traffic Safety - To account for monies received from vehicle code fines. This fund is used to finance law enforcement expenditures. OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page 249 of251 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 Custodial Funds — This fund account for assets held by the City on behalf of others. Pension (and other employee benefit) Trust Funds — This fund accounts for other post -employment benefit (OPEB) assets held in a qualifying trust. Private -purpose Trust Funds — This fund accounts for funds held in a qualifying trust for specific purposes. Page 250 of 251 THE CITY OF SANTA CLARITA Object Designations THIS PAGE INTENTIONALLY LEFT BLANK OPERATING BUDGET& CAPITAL IMPROVEMENT PROGRAM FY 2023-2024 Page251 of251 City of kNTA CLARITA ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY2023-24 ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY2023-24 h� o 4 SANTA cL9�r ti � U o b TG2 1gm CFO '5 DECEMB!P City of SANTA GLARITA