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HomeMy WebLinkAbout2025-05-27 - AGENDA REPORTS - FY 2025 26 OPERATING CIP BUDGETO Agenda Item: 1 CITY OF SANTA CLARITA AGENDA REPORT PUBLIC HEARINGS CITY MANAGER APPROVAL: Lj DATE: May 27, 2025 SUBJECT: FISCAL YEAR 2025-26 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 2025-26 Annual Operating Budget and Capital Improvement Program and schedule the budget for adoption at the June 10, 2025, City Council meeting. BACKGROUND The Fiscal Year (FY) 2025-26 budget process is a six-month effort that began in January 2025. In addition to staff preparation, the City Council Budget Committee, which is comprised of Mayor Miranda and Mayor Pro Tem Weste, reviewed the proposed budget with the City Manager in advance of the public hearing. During the budget process, information about the City of Santa Clarita (City) budget was provided during multiple public meetings, all of which allowed for public comment. On February 4, 2025, the City Council and City Commissions held a Joint Budget Study Session to discuss the priorities and direction of the City's FY 2025-26 budget. On April 21, 2025, a publicly -noticed Budget Sub -Committee meeting was held to discuss the City's recommended FY 2025-26 budget. On April 29, 2025, the City Council and Commissions held a publicly - noticed Joint Budget Study Session to also discuss the recommended FY 2025-26 budget. The proposed draft budget was distributed on May 15, 2025, to the City Council. Finally, on May 20, 2025, during the Planning Commission meeting, the Planning Commission made a finding by minute action that the Draft FY 2025-26 Capital Improvement Program is consistent with the City's General Plan. Page 1 Packet Pg. 8 O Total Appropriations The FY 2025-26 budget totals $344.6 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 FY 2025-26 budget represents a 0.7 percent increase, equivalent to approximately $2.3 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 FY 2025-26, 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 $152.7 million in total revenue. Sales tax is typically the City's leading General Fund revenue source and is projected to decrease 3.3 percent, from the current adopted budget, to $47.4 million. However, General Fund revenues are anticipated to increase 2.4 percent, collectively. General Fund Expenditures The FY 2025-26 General Fund expenditures total $152.3 million. General Fund expenditures for FY 2025-26 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 FY 2025-26, the City's operating reserve will total $26.4 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 FY 2025-26 totals $81.5 million. ALTERNATIVE ACTION Other action as determined by the City Council and the Successor Agency to the former Redevelopment Agency. Page 2 Packet Pg. 9 O FISCAL IMPACT The Fiscal Year 2025-26 budget totals $344.6 million, including $81.5 million for the Capital Improvement Program. The proposed budget is balanced. ATTACHMENTS Notice of Public Hearing Draft Fiscal Year 2025-26 Budget (available in the City Clerk's Reading File) Page 3 Packet Pg. 10 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 2025-26 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, on the 27th day of May, 2025, 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 Michael Villegas, Assistant to the City Manager, at (661) 255-4960, Santa Clarita City Hall, 23920 Valencia Blvd., Suite 9300, Santa Clarita, CA. Dated: May 7, 2025 Mary Cusick, MMC City Clerk J Q U Publish Date: May 13, 2025co M Packet Pg. 11 C\ ol SNNTA Q wo; 15 DEC El City of SANTA CLARIT MWE Aim ANNUAL OPERATING BUDGET &CAPITAL IMPROVEMENT PROGRAM FY2025-26 City of SANTA CLARITA Annual Operating Budget and Capital Improvement Program IFY 2025-2026 Presented by. KENNETH W. STRIPLIN CITY MANAGER ANNUAL OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 1 of239 THIS PAGE INTENTIONALLY LEFT BLANK Page 2 of 239 THE CITY OF SANTA CLARITA Table of Contents MESSAGE FROM THE CITY MANAGER 5 ■ RECREATION AND COMMUNITY SERVICES 121 • Budget at a Glance Budget Summary Administration COMMUNITY PROFILE 11 Recreation and Community Services Community Profile and Since Incorporation Location Map PUBLIC WORKS 125 History Budget Summary Distinguished Awards Administration Form of Government • Capital Improvement Projects Administration • Commissions Engineering Services Funded Positions General Services Philosophy -Traffic and Transportation Planning Santa Clarita 2025 HUMAN RESOURCES AND LIBRARY SERVICES 131 ■ USER'S GUIDE 51 Budget Summary • Budget and Capital Improvement Program Guide Administration • Annual Appropriations Limit Human Resources Public Library ■ FISCAL POLICIES 57 ECONOMIC DEVELOPMENT 135 SUMMARIES AND REVENUES 73 Budget Summary Administration Budget Summary Economic Development Statement of Fund Balance •Arts and Events Budget Revenues (3-year history) -Transit Successor Agency Statement of Fund Balance Successor Agency Revenues ■ PUBLIC SAFETY 141 ■ CITY MANAGER'S OFFICE 97 Budget Summary Sheriff's Services Budget Summary Fire Protection City Council City Manager Administration SUCCESSOR AGENCY 143 • Communications • Budget Summary ■ CITY ATTORNEY 101 • Successor Agency Budget Summary ■ NON -DEPARTMENTAL 145 City Attorney Budget Summary ■ ADMINISTRATIVE SERVICES 103 Administration Budget Summary CAPITAL IMPROVEMENT PROGRAM 147 Administration -Table of Contents/Overview Finance CIP Summaries Information Services Beautification and Landscaping Special Districts Circulation ■ NEIGHBORHOOD SERVICES 109 Facilities and Buildings Maintenance Budget Summary Parks Administration Resource Management and Conservation Environmental Services Streets and Bridges Facilities Maintenance -Trails and Transit Parks • Unfunded Projects Parks Planning and Open Space ■ RESOLUTIONS 217 COMMUNITY DEVELOPMENT 115 Budget Summary ■ APPENDIX 227 Administration Building and Safety Community Preservation Community Development Block Grant HOME Investment Partnership Planning ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 3 of239 THIS PAGE INTENTIONALLY LEFT BLANK Page 4 of 239 THE CITY OF SANTA CLARITA Message from the City Manager Message from the City Manager June 10, 2025 DEAR HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL: It is my pleasure to present the Fiscal Year 2025-26 Operating Budget and Capital Improvement Program for the City of Santa Clarita (City). The annual budget is the spending plan that provides the necessary funding to deliver exceptional services to Santa Clarita residents and businesses. I am pleased to share that our City will once again have a balanced budget for this next fiscal year. U.S. Economy The current economic condition can be described as clouded and uncertain. The UCLA Anderson Forecast issued a recession watch in early March, given the volatility in the stock market and the impending and changing directives and policies at the federal level. While UCLA economists do not believe a recession is imminent, the sentiment is one of a recession, if federal policies are fully enacted. In addition, the University of Michigan's Consumer Sentiment Index, which is one of two indices used by economists to rate current and future economic conditions, indicated that consumer sentiment is near an all-time low. Economists have expressed three primary areas of concern: tariff policies, the impacts of the Department of Government Efficiency, and the construction sector, specifically, its labor force. Kiplinger readjusted the projected national growth in April, which is now expected to be 1.5 percent for 2025, lower than the original projected growth rate of 2.4 percent. J.P. Morgan Research shares a similar outlook, suggesting a national growth rate of 1.6 percent for 2025. The U.S. Bureau of Labor Statistics reported Consumer Price Index (CPI) for the U.S. at 2.3 percent for April, down from 2.4 percent in March; however, Kiplinger projects inflation will rise to 4 percent by the end of 2025. Given the reduced projected growth rate and anticipated rise in inflation, economists believe that while a recession may not be imminent, there is a real possibility of stagflation in the U.S. economy. On the state level, UCLA Anderson economists expect job growth to be suppressed, with the employment growth rate for 2025 expected to be 0.5 percent, down from the original projection of 1.4 percent. The most impacted sector is anticipated to be the construction labor force, which will have a direct impact on the states ability to meet housing needs. This includes both affordable and new housing, as well as the reconstruction of housing across Southern California as a result of the Palisades and Eaton fires. For 2025, the UCLA Anderson Forecast expects the states unemployment rate to average 5.7 percent, up from the original projection of 4.8 percent. ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 5 of239 Locally, Santa Clarita continues to do well and make incremental growth. The number of businesses in our community grew to 10,397 in the first quarter of 2024, up over 450 businesses from the first quarter of 2023. This directly correlates to the number of jobs in Santa Clarita, which increased 2.4 percent to 97,021. The local unemployment rate was 5.5 percent in February 2025, below Los Angeles County's 5.9 percent. On the construction side, the Building & Safety division issued nearly 5,500 permits for over $409 million in new construction in 2024. The median home price in Santa Clarita was $860,000 in the first quarter of 2025, down from $907,000 in the first quarter of 2024, and lower than the $950,000 median price in Los Angeles County. Overall, the future of the U.S. economy is uncertain and the City, like many U.S. economists, is taking a wait -and - see approach. In the meantime, we continue to take a very conservative approach to our budget decisions and are focused on providing exceptional services for the most critical needs of our residents and organization. State of the City Budget As a result of good financial stewardship, the state of the City's budget continues to be positive and reflects strong fiscal solvency. The City is one of just 47 California cities with an elite AAA credit rating by S&P Global Ratings, which Santa Clarita has maintained since 2012. The City received its 30th consecutive Certificate of Excellence Award for its Fiscal Year 2024-25 Investment Policy and its 35th consecutive Certificate of Achievement for Excellence in Financial Reporting for its Annual Comprehensive Financial Report. Unlike various cities in Southern California, such as the City of Los Angeles or the County of Los Angeles, who are projecting significant budget deficits, the City is well positioned financially and capable of weathering any downturn in the economy. Public safety is and continues to be a top priority for the City. Key areas of focus include grand theft auto, retail theft, and gang activity. The City, in collaboration with the Los Angeles County Sheriff's Department, continues to find ways to leverage technology to aid with enforcement efforts. In early 2025, approximately 35 automatic license plate reader cameras were installed in strategic areas throughout the City to assist in the apprehension of suspects linked to theft and grand theft auto. As a result of the tremendous efforts of our local deputies, Part I crimes in Santa Clarita were down 3.5 percent in 2024, when compared to 2023. In 2024, the City was ranked 8th safest in the nation by PropertyClub. The City continues to invest in the community through various programs, events, and projects. In 2024, the City opened its 38th park, Skyline Ranch Park, and completed rehabilitation efforts to open the Valencia Community Center (VCC), the City's third community center. Looking ahead, the City anticipates ramping up programming at VCC, while opening Pioneer Oil Refinery Park and completing the acquisition of William S. Hart Park, which will be the City's 39th and 40th parks, respectively. Equally as exciting, the City looks to make significant progress on The Rink Sports Pavilion, which is anticipated to open in mid-2026. With this in mind, I want to reaffirm the confidence I have in Santa Clarita, which is a testament to the City Council's leadership and directives, support from the commissions, and the work of our tremendous City staff. The Fiscal Year 2025-26 Operating 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 uncertain economic times: • 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 position 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. Page 6 of239 THE CITY OF SANTA CLARITA Message from the City Manager The Santa Clarita 2025 Strategic Plan (SC2025) is a compilation of needs expressed by the community and the City Council's goals and priorities over five years, commencing in 2021. Several essential work areas were synthesized into seven "Quality of Life" themes that best describe the qualities of the City: 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 Serving as a guide for the organization, SC2025 prioritizes resources, achieves milestones, and maintains our commitment to providing the best services and facilities the City can offer residents, both today and into the future. The financial recommendations for Fiscal Year 2025-26 are aligned with SC2025. Appropriations The Fiscal Year 2025-26 Operating Budget totals $344.6 million. This includes funding for the Capital Improvement Program (CIP), personnel, operations and maintenance, capital outlay, and debt services. When compared to the current adopted budget (Fiscal Year 2024-25), this represents an overall increase of 0.7 percent, or $2.3 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. The City utilizes long-range financial planning to ensure long-term solvency. This is done through a long-term, multi- year financial plan which includes five-year projections for both General Fund revenues and expenditures. Ongoing analyses are conducted to determine whether revenues or expenditures are anticipated to deviate from their long-term trends over the next five years. In addition, whenever necessary, independent revenue forecasting is performed on major revenue sources, including, but not limited to, sales tax and property tax. To ensure fiscal health and the ability to absorb short run fluctuations in any one revenue source, the City maintains a diversified and stable revenue system. City fees for all operations are examined and adjusted annually to ensure that fees cover the direct and indirect costs of service, as appropriate. In addition to annual adjustments, the City conducts a comprehensive fee study every five years to account for service level changes, efficiencies, and staffing impacts. Finally, development fees for one-time capital expenditures are reviewed annually to ensure that fees match development -related expenditures. With the aforementioned in mind, I am pleased to inform you that for Fiscal Year 2025-26, total revenue exceeds total expenditure appropriations. 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 2025-26 Operating Budget is consistent with our practice of ensuring ongoing revenues are greater than ongoing expenditures. ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 7 of239 General Fund Revenues The City's largest fund is the General Fund, representing $152.7 million in total revenues. The following revenue projections are compared to those reflected in the current adopted budget: • Sales Tax, which is traditionally the City's largest General Fund revenue source, is projected to decrease 3.3 percent to $47.4 million. • Property Tax and Property Tax in Lieu of Vehicle License Fees are estimated to increase 3.9 percent to $51.5 million, collectively. • Franchise Revenues are projected to increase 4.2 percent to $11.6 million. • Development Revenues are projected to increase 2.8 percent to $11.4 million. • Transient Occupancy Tax is projected to remain flat at $5.2 million. • Recreation Revenues are projected to increase 10.1 percent to $5.3 million The basis for these estimations is derived from current actuals, while factoring economic conditions, inflationary factors, market trends, and City directives and priorities for the upcoming fiscal year, among other critical factors. 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 2025-26, the General Fund appropriations total $152.3 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. For Fiscal Year 2025-26, the City's emergency operating reserve will total $26.4 million. This represents a 20 percent General Fund Operating Reserve, which is a goal of the City Council that was reached and has been in place since Fiscal Year 2016-17. The Fiscal Year 2025-26 Operating Budget provides the necessary resources to provide exceptional services for the benefit of our residents and businesses, and the newly annexed areas. Below is a summary of the most notable additions to the budget, organized according to SC2025 Quality of Life themes: Building and Creating Community: • GO! Santa Clarita: $1 million • Community Services Manager: $185,892 • William S. Hart Park Programming: $150,000 • Valencia Community Center Programming: $130,055 • Recreation & Community Services Supervisor: $114,090 Community Engagement: • Communications Division Base Budget Increase: $44,212 • Sound, Visual, and Audio Equipment Replacement: $26,000 Enhancing Economic Vitality: • Building & Safety Contractual Services: $250,000 • Zamboni: $200,625 • Economic Development Manager: $185,892 Community Beautification and Sustainability: • LMD Reserve Projects: $1,375,000 • Four (4) Project Technicians — Special Districts Division: $80,424 (net) • Animal Care & Control Contract: $229,439 • Solid Waste Diversion Program: $140,000 • Goat Grazing Services: $50,000 Page 8 of239 THE CITY OF SANTA CLARITA Message from the City Manager Organizational Excellence: • Administrative Analyst: $112,944 Sustaining Public Infrastructure: • Transit Vehicle Replacements - 11 Vehicles: $9.3 million • William S. Hart Park Operations: $933,443 • One (1) Vactor Truck Replacement: $760,000 • Annual Vehicle Replacement - Four (4) Vehicles and Two (2) Gators: $529,000 • McBean Regional Transit Center Lighting Upgrades: $413,820 • Haskell Canyon Bike Park Operations: $282,180 • Facilities Manager: $185,892 • Administrative Assistant - Facilities Division: $66,832 Public Safety: • Sheriff's Contract Adjustment: $1.5 million • Code Enforcement Radio Replacements: $36,926 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 $81.5 million, a 15 percent decrease when compared to the current adopted budget. Of the recommended amount, $13.7 million is for re -budgets or pending capital projects that were funded in previous years and are still underway. Of the recommended amount, $67.8 million is for new projects, consistent with the current adopted budget of $68.1 million. Below is a summary of the most notable CIP projects for Fiscal Year 2025-26: Building and Creating Community: • Via Princessa Park: $34 million • Safe Routes to School: $1.6 million • Bicycle Crossing Enhancements: $435,350 Sustaining Public Infrastructure: • Annual Overlay/Slurry Seal Program: $17 million • Federal Circulation Improvement Program: $3.1 million • Newhall Park Pool Pump: $2.7 million • Citrus Building Tenant Improvements: $2.5 million • Newhall Community Center Playground Replacement: $748,000 • Annual Streets Concrete Rehab Program: $600,000 • Bridge Preventative Maintenance Program: $576,765 • William S. Hart Park Retaining Wall Repair: $500,000 • Parking Lot Refurbishments at Bouquet Canyon Park and North Oaks Park: $494,000 • Pedestrian Crossing Enhancements: $436,054 • Annual Signalized Intersection Improvement Program: $350,000 • Santa Clarita Aquatic Center Scoreboard Replacement: $300,000 • Battery Backup Systems Upgrades: $200,000 • Park Facilities Repairs - Two (2) Sites: $140,000 Community Beautification and Sustainability: • Citywide Reforestation Program: $70,000 ANNUAL OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 9of239 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 future economic changes. I would also like to thank all of the Commissioners and City staff who commit themselves every day 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 Amy Seyerle 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 Noely Allevato, McKenzie Bright, Karine Darabedyan, Masis Hagobian, Joe Redmond, Amber Rodriguez, Tyler Pledger, and Shenil Walker. 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, Kenneth W. Striplin City Manager Page 10 of239 THE CITY OF SANTA CLARITA Community Profile The City of Santa Clarita Community Profile ON DECEMBER 15, 1987, the City of Santa Clarita (City) incorporated from Los Angeles County. Incorporation brought the communities of Saugus, Newhall, Valencia, and Canyon Country together to form Santa Clarita. By forming a city, Santa Clarita residents gained the ability to keep locally -generated tax dollars right here in the community to build new parks, trails, roads, bridges, sidewalks, street improvements, transportation amenities, neighborhood safety, high -quality recreation, and much more. The City is located 35 miles northwest of Los Angeles and 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, while Amtrak provides regular daily passenger service to key cities, making stops at each of the four Metrolink stations in the City, including the Vista Canyon Multi -Modal Center, which opened in 2023. The City has established an enviable balance between quality of life and quality infrastructure and amenities. 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. The community not only enjoys numerous parks, recreation services, and facilities, but also outstanding Los Angeles County Fire and Sheriff services, responsive paramedic and ambulance services, and high levels of local government services. �o Sam Fran<iva ruo�anen to Heritage4alley, Ventua Beaches rao�nw7 and Srta Barbara UomaN 726 a A MEFROLINK STATION ® HoHywoad Burbank Abg©rt-BUR aomasl Universal Studios Hollywood llan W Malihu l:aak ANNUAL OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 11 of239 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, 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 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 Clarita continuously receive distinguished Gold Ribbon School status from the California Department of Education. To encourage cultural understanding and promote global peace, Santa Clarita has established two Sister City relationships with Sariaya, Philippines and Tena, Ecuador. it 0 , ■ , . ... 9 ■ W1 5.5 % 81.7K $111K - - 232■4K 73■6 Unemployment Approximate Median Population' Rate2 Number of Household Square Miles Housing Units Income 'provided by CA Department of Finance 2025 Demographic Report 'provided by the Employment Development Department, 512025 'provided U.S. Census Bureau 2022 American Community Survey 1-Year Estimates Page 12 of239 THE CITY OF SANTA CLARITA Community Profile Santa Clarita has experienced significant success in setting and implementing strategic visions. Through strategic planning, award -winning projects have been completed, new programs have been introduced while continuing to improve current offerings, and essential services have been expanded for the community. Santa Clarita 2025 is the City's five-year strategic plan, which is in its final year. This plan serves as a guide for the City's decisions and priorities, and is synthesized into seven themes that best describe the amazing qualities of the City: BUILDING AND CREATING COMMUNITY COMMUNITY ENGAGEMENT SUSTAINING PUBLIC INFRASTRUCTURE ENHANCING ECONOMIC VITALITY COMMUNITY BEAUTIFICATION ANDSUSTAINABILITY ORGANIZATIONAL EXCELLENCE PUBLICSAFETY There are a myriad number of amenities for residents and visitors to explore in Santa Clarita. From our parks, trails, facilities, and preserved open space, the opportunities to enjoy indoor and outdoor activities are limitless. A variety of entertainment and enrichment events are offered throughout the year, including SENSES Block Party, offered every third Thursday from March to June, the Youth Arts Showcase in the spring, the free Concerts in the Park series at Central Park in July and August, and each year finishes off with the landmark event, Light Up Main Street, which officially kicks off the holidaty season. ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 13 of239 `{ Sh�MA GTARITA �4 ICE AND ENTERT INMENT CENTER W® F I O E P O I NT. IValencia 12® Softball Fields �O T d Pools Libraries Q Q150 Miles Community Centers of Multi -use Trails rWE MAIN 20 Mile s 99,,i Pickelball of Paseos Courts X2F eball 330 38 ields � Parks Picnic g Tables 22'a-INO 12 Tennis Courts Multi -Purpose Fields #40 13KAcres of Beautiful (-� Open Space Santa Claritas strong Western heritage is preserved through the established Santa Clarita Cowboy Festival at William S. Hart Park. Held in April of each year, this award -winning celebration features the best in Western poetry, music, and fine art, bringing thousands of visitors into the area. Recreation programs, camps, classes, and events throughout the community, including the popular Camp Clarita summer youth camp, Primetime Preschool, Youth and Adult Sports leagues and programming, contract classes, and Santa Clarita Public Library programming are offered regularly. Information for these programs can be found in the City's award -winning Seasons magazine, which is mailed quarterly to City residents. Entertainment options at the City's local theatre, The MAIN, are also featured to highlight live stage productions, stand-up comedy, and film screenings. The City's Open Space Preservation District preserves natural land from development, creates a greenbelt around the City, retains wildlife corridors, and protects rare biological and geological regions. This land provides 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. Page 14 of239 THE CITY OF SANTA CLARITA Community Profile r Santa Clarita strives to regularly engage and inform the public of decisions and actions that impact quality of life in the community. The City's Facebook, Instagram, TikTok, and X (formerly Twitter) pages are updated several times each day and are linked to SantaClarita.gov - the City's newly redesigned website. The City has been consistently recognized with numerous awards for its engagement and presence on social media. Most recently, the City launched Santa Clarita Voices - the City's first podcast, LAR[TA which airs monthly. Mobile applications continue to be very o .,aW popular with our residents and visitors alike. These applications include Resident " ttM Service Center (RSC), the City's 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 River Rally, the Cowboy Festival, and countless community events where City programming is featured. To commemorate Santa Clarita 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 City residents who are in active duty military service. AL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 15 of239 To ensure the sustainability of the City's existing inventory of parks, facilities, and roadways, repairs, upgrades, and new construction are 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 treatment to improve their quality 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. Key projects include shade structure and play equipment replacements, sidewalk and concrete rehabilitation, sport field and court resurfacing, and much more. In addition to rehabilitation and repair projects, new amenities are often constructed, such as Skyline Ranch Park, the City's 38th park, and the Valencia Community Center (VCC), both of which opened in 2024. After acquiring the former YMCA facility, the City completed a large-scale rehabilitation project on the site and re- opened it as the VCC, which will offer programming opportunities, including Camp Clarita, contract classes, and swim lessons at the City's first indoor pool. Page 16 of239 THE CITY OF SANTA CLARITA Community Profile Santa Clarita Valley is home to businesses and jobs from diverse industries, with the largest employers being Six Flags Magic Mountain, 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. Santa Clarita boasts a highly educated workforce, which is the third largest labor force in Los Angeles County. Over 39 percent of the workforce possess a bachelor's degree or higher and 71 percent have at least some level of college education. Santa Clarita's quality employers, business - friendly environment, and highly skilled workforce make Santa Clarita an ideal destination for business. Consistent with its business -friendly approach, the City assesses fewer fees and taxes than neighboring cities and unincorporated Los Angeles County. Additionally, the City offers one -stop and expedited permitting, electronic $31M N Over $31 Million in Annual Economic Impact U1300o o 0 Location Film Days Per Year 10 Movie Ranches so* Sound Stages 6 K* Residents .. Employed '� by the 0500 ^ ^ Enertainment * Film Permits Per Year Industry plan submission for developers, and the deferral of certain permit -related fees to encourage business 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, 7 days a week. 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. ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 17 of239 � �� Y.k'.' '. '�� •''t. 4 fix` "� m 1ma 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, which make up some of the 120,000 City trees maintained. The City is responsible for administering and managing 62 Landscape Maintenance Zones which encompasses the maintenance of street medians, parkways, side - panels, parks, numerous monument signs, paseos, trees, and landscaped medians in each district. 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, two of the City's latest large-scale capital projects - the Santa Clarita Valley Sheriff's Station and Canyon Country Community Center - were awarded LEED (Leadership in Energy and Environmental Design) Silver certification. LEED, developed by the U.S. Green Building Council, is the most widely used green building rating system in the world. In addition, in 2024, the City completed a $35 million Energy Efficiency Project involving several City facilities. Key project components include lighting, solar, heating, ventilation, and air conditioning. This project will reduce energy consumption and generate savings, while reducing greenhouse gas emissions by over 3,000 metric tons per year, which is the equivalent of taking 716 gas -powered cars off the road. Page 18 of239 THE CITY OF SANTA CLARITA Community Profile As part of the City's commitment to provide high - quality services and responsive local governance, the City delivers a public opinion poll 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. This has been achieved through the partnerships forged with the Los Angeles County Sheriff's Department, operating out of the Santa Clarita Valley Sheriff's Station, and the business community in the areas of crime prevention, intervention, and enforcement. The City's Traffic Operations Center at City Hall allows real-time observation of traffic conditions throughout the City for swift response to traffic incidents and congestion. In addition, the City maintains a Traffic Safety Team, comprised of City staff and Sheriff personnel, to maintain and enhance roadway safety through education, enforcement, and engineering. To ensure petty offenders pay restitution and perform community service here in Santa Clarita, the City established a Community Court diversion that continues to thrive. In 2024, the program was expanded to include Drug Court. In addition, the City offers multiple youth programs aimed at fostering civic responsibility and limiting exposure to drugs and violence. The sheriff's department administers the Juvenile Intervention Team to keep drugs off the streets of Santa Clarita, away from the schools, and out of the hands of our youth. Through an inter -agency collaboration, the City implemented 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, 2024 PUBLICOPINION POLL RESULTS SOMEHAT 88%WITH OF RESIDENTS INDICATED THEYWEREVERYOR CITY SERVICES SATISFIED 89%ACCESSIBLE OF RESIDENTS INDICATED CITY STAFF ARE 93%PROFESSIONAL OF RESIDENTS INDICATED CITY STAFF ARE agree to be randomly drug tested throughout the year, and participate in educational workshops, community service projects, and conferences. To commemorate youth who have tragically lost their lives in traffic -related incidents, the City created and maintains the award -winning Youth Grove Memorial, located in Central Park, which also serves as the location for the City's annual Evening of Remembrance. ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 19 of239 L—IVA aG P ct I p Q Oy WAN S3(bi,_ yq, 1 .(b o 'M00/ 4 GOLDEN VALI� i R . WOJ x AVMH'JIH nvoa ° �63is NVPT,�svM z� a o z c NO,{Mb0..�"i......�.�.,� 00� EY STREET PaQ !S pA1LROAD AVENOE � ''d,� N��� RPPp J 4 s �ti �N'ff > o q2 b)AV(37b� o y ZROAO WILE\'PpNYON ��� 7lIH aaddo� s� �G o To�P ra ROAD V {{j 2 P�a�e/ oos z � S h QP 1 Page 20 of 239 THE CITY OF SANTA CLARITA Community Profile M N M fo Newhall Train Depot - circa 1890 Santa Clarita's History new towns and increased population. Saugus was named MANY GENERATIONS HAVE PASSED after a small town in Massachusetts where Henry Mayo 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 a 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 Santa Clarita. The first recorded discovery of gold in California occurred in Santa Clarita six years prior to its discovery at Suttees 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 1870s also brought about the Southern Pacific Railroad. The Ironhorse, or so it was named, laid its tracks across the valley, bringing with it Newhall was born. Black Gold, a substance which oozed from the ground, rarely served a purpose for the Indians. However, in 1875, the rivers of oil were diverted into the first commercially producing oil well in Pico Canyon. CSO 4, as it was called, was operated by the forerunners of the Standard Oil Company, and had the distinction of being the oldest operating oil well in the world until capped in 1990. The 1900s brought prosperity and new businesses to the valley, some of which remain today. For example, Sterling Borax began production during that time period, and the once -named "Saugus Station Eatery," now called the Saugus Cafe, is still open for business daily. Many businesses opened shop during this era, including general stores, post offices, and churches. Spruce Street - 1916 (Main Street) ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page21 of239 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 1900s, Hollywood studios were using the area's rugged canyons as locations for filming their Westerns. The new home for Melody Ranch was "Western Town, renamed and used as the set for Gene Autry's television show. William S. Hart, a prominent Hollywood film star of the 1920s, left his mark on the community by building his home here and, upon his death, leaving it to Los Angeles 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 was once the Baker -Hoot Gibson Rodeo Arena, which held massive regional rodeos, drawing people from all over Southern California. With the development of this growing community came a need for the distribution of information, and thus the Newhall Signal newspaper was founded by Edward H. Brown. By the year 1940, Santa Clarita's population had reached 4,000. Six years later, the first high school in the William S. Hart School 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 by 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. Construction of Magic Mountain -circa 1971 In the 1980s, "Santa Clarita" became a common term. The eighties also brought a staggering increase in population, bringing the total number of residents to 81,816. In 1985, the Chamber of Commerce instituted a study on the economic feasibility of becoming an incorporated city; two years later what is now the City of Santa Clarita was approved by the voters. In December 1987, the City of Santa Clarita was formed as the second largest incorporation within Los Angeles County, and today we are the third largest city in Los Angeles 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. Page 22 of239 THE CITY OF SANTA CLARITA Community Profile HELEN PUTNAM 3KM A N��TCityC-ountyCommunicatians L ! 1 & Marketing Association A2W w �► s�MfrQ^ ARICANPUBLlC WORKSASSOCIATlON y J CAP10 LEADI SPECIAL DISTRICT LEAD�SfiN FOUNDATION AOV4NCING PUBLIC SECTOR CbMMUNIEGibRG Distinguished Awards TREE CITY USA S&P Global Ratings The City of Santa Clarita's (City) 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 is often recognized by organizations and websites for it's high quality of life. The following are recognitions and accolades that have been awarded to the City over the last 10 years: HELEN PUTNAM AWARDS The Helen Putnam Awards are given by the League of California Cities for excellence and outstanding achievements for California's 483 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 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" CONGRESSIONAL RECOGNITION: . 2019: Excellence Award for Three Oaks Project - 29-unit affordable housing development HEALTHIEST CITY . 2023: Silver Level Bicycle Friendly Community, awarded by the League of American Bicyclists since 2019 . 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 Expedia's 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 . 2015: Bronze Level Bicycle Friendly Community, awarded by the League of American Bicyclists since 2007 ANNUAL OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page23 of239 HAPPIEST PLACES TO LIVE . 2023: Ranked 31st Happiest City in America by Wallethub.com . 2022: Ranked 15th Happiest City in America by Wallethub.com . 2019: The Signal - "Best Live Entertainment" . 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 United States 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 United States 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: Best City to Retire in Southern California by OnlyInYourState.com SAFEST CITY TO LIVE . 2024: Ranked 8th Safest City in America by PropertyClub.com . 2024: Ranked 6th Safest City in California by Wallethub.com . 2023: Ranked 4th Safest City in America by SmartAsset.com . 2023: Ranked 59th out of 182 cities for Safest City in America by Wallethub.com . 2023: Ranked 5th in fewest traffic fatalities per capita by Wallethub.com . 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 the 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 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: Beacon Spotlight Award from the Institute for Local Government for Natural Gas Savings . 2016: For promoting sustainability practices and facilitating outreach efforts through our website and social media . 2016: Platinum Level for "Green Santa Clarita" website for promoting sustainable development and local leadership towards solving climate change 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 . 2018: District Transparency Certificates of Excellence by the Special Districts Leadership Foundation . 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 Page 24 of239 THE CITY OF SANTA CLARITA Community Profile 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. . 2024: S&P Global Ratings affirmed the City's Issuer Credit Rating of AAA. Santa Clarita is one of 47 cities in California with a AAA credit rating, which the City has maintained 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 . 2024: Santa Clarita has won this award for 34 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. . 2024: "Certificate of Excellence Award from the Association of Public Treasurers, for the 30th consecutive year, in recognition of the FY 2024-25 Investment Policy GOVERNMENT FINANCE OFFICERS ASSOCIATION (GFOA) GFOA's awards for Governmental Finance recognize innovative contributions to the practice of governmental finance that exemplify outstanding financial management. This is the highest form of recognition in the area of governmental accounting and financial reporting. . 2024: Certificate of Achievement for Excellence in Financial Reporting from the GFOA in recognition of the Fiscal Year 2022-23 Annual Comprehensive Financial Report for the 35th consecutive year INTERNATIONAL INSTITUTE OF MUNICIPAL CLERKS . 2022: Program Excellence in Governance Award for City Hall Ceremonies CITY CLERK'S ASSOCIATION OF CALIFORNIA . 2023: City Clerk Award of Distinction: Special Projects 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. . "2024 Annual Achievement of Excellence in Procurement (AEP)," for the 14th year, from the National Procurement Institute, Inc. 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 ANNUAL OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page25 of239 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 . 2024: Finalist for the Most Business -Friendly City Award . 2022: Most Business -Friendly City Award . 2021: Finalist for the Most Business -Friendly City Award . 2016: Most Business -Friendly City Award VALLEY INDUSTRY ASSOCIATION (VIA) . 2021: Business of the Year Award CONSTRUCTION MANAGEMENT ASSOCIATION OF AMERICA (CMAA) . 2019: Project Achievement Award for the 2017 - 2018 Annual Overlay and Slurry Seal Project 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 . 2024: Building Excellence, Shaping Tomorrow (BEST) Award in Creative & Innovative for the Golden Valley Road/Five Knolls Drive A.I. Cyclist Detection project . 2023: BEST Award in Transportation for Vista Canyon Multi -Modal Center . 2023: BEST Award in Facilities for West Creek Inclusive Play Area . 2023: BEST Award in Storm Water Quality for Trash Excluder Program, Phase II . 2022: 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 Page 26 of239 THE CITY OF SANTA CLARITA Community Profile 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. EPIC AWARD . 2025: Special or Community Event - One Time, "Valencia Community Center Grand Opening" . 2025: Most Innovative Communications, "Summer Fire Safety in Santa Clarita ... with Goats" . 2025: Crisis Communications Response, "Emergency Communications Binder" . 2024: Video Production - PSA Series - In -House, "Lock It or Lose It (LioLi)" . 2024: Video Production - Marketing Series - Consultant Supported, "Santa Clarita Spotlight" . 2023: Social Media Best Use Overall, "TikTok and Reels" . 2022: Graphic Design - Print, "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" AWARD OF DISTINCTION . 2025: Social Media Campaign, "Animal Adoption Campaign" . 2024: Social Media Best Use Overall, "Social Media Presence" . 2024: Social Media Impromptu, "Impromptu Videos" . 2024: Most Innovative Communications, "Lock It or Lose It (LioLi)" . 2023: Communication and Marketing Process - Brand Launch/Relaunch, 'You've Got a Friend at City Hall" . 2023: Special or Community Event - One -Time, "Winter Games Celebration" . 2023: Writing, "Scranton Clarita Welcomes You" . 2023: Best Overall Use of Social Media . 2023: Social Media Impromptu, "Victor Fire" . 2022: Communication and Marketing Process - Branding, "The Cube - Ice and Entertainment Center" . 2022: Creative Marketing - Dollar Stretcher, "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 ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 27 of239 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 . 2024: Savvy Award - Public Service Announcement, "Lock It or Lose It (LioLi)" . 2024: Award of Excellence - Most Innovative Communications, "Lock It or Lose It (LioLi)" . 2024: Savvy Award - Best Use of Humor, "Santa Clarita: Fresh Faces" . 2024: Award of Excellence - Recurring Event, "The Big I Do" . 2024: Award of Excellence - Social Media Best Campaign Use, "Family Literacy Festival" . 2023: Award of Excellence - Graphic Design - Art, "You've Got a Friend at City Hall" . 2023: Award of Excellence - Marketing and Tools, "Eat & Shop Local Campaign" . 2023: Award of Excellence - One -Time Event, "Winter Games Celebration Event" . 2023: Award of Excellence - Interview/Talk SHow/News Program, "Community Corner" . 2022: Award of Excellence - Marketing and Tools - Best Use of Humor, "Santa Clarita TikToks" . 2022: Marketing and 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: Savvy Award -Most Innovative Communications, "Santa Clarita Virtual State of the City" . 2021: Savvy Award - Go Green Communications Efforts, "Recycle Hero" . 2021: Savvy Award - Best Use of Social Media, "Saugus Strong Tiles" . 2021: Silver Circle Graphic Design - Art, "Sammy Stories - Meet Sammy Clarita" . 2021: Silver Circle Special Events One -Time Event, "Saugus Strong Vigil" . 2019: Award of Excellence for "Firefighters & Puppies - Best Campaign" . 2019: Most Innovative Communications, "Heads Up! PSA Teen Contest - Resident Participation" and "Stolen Collection . 2019: Silver Circle - "State of the City Newsletter - Graphic Design" and "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, "On the Job Series" CAPIO I SCAN STAR Awards The CAPIO I SCAN STAR Awards recognize excellence in government video programming. . 2024: Public Service Announcement, "Lock It or Lose It (LioLi)" Page 28 of239 THE CITY OF SANTA CLARITA Community Profile Form of Government The City of Santa Clarita (City) is a General Law city operating under a Council -Manager form of local municipal government, with the City Council acting as the part-time legislative body of the City. Historically, five members have been elected to the City Council at large on a nonpartisan basis, with members serving four-year terms. However, in 2024, the City transitioned to district -based elections, starting with two seats and the remaining seats in 2026. Elections are staggered every two years, with the Council -appointed Mayor serving a one-year term and acting as presiding officer. The City Council appoints a City Manager to be the Chief Administrative Officer responsible for the day-to-day operations of the City. The City Manager's duties include appointing department Directors, who are then responsible for the day-to-day operations of their departments. 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 City Council, Commissioners, and other City officials. Assisting the City Council in serving the Santa Clarita communities are a variety of boards and commissions that 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. ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 29 of239 Commissions Dr. Michael Millar, Chair Susan Shapiro, Vice Chair Jeri Seratti Patti Rasmussen Tracey Thompson Skye Ostrom, Chair Di Thompson, Vice -Chair Dennis Sugasawara Hugo Cherre Peggy Stabile Lisa Eichman, Chair Denise Lite, Vice -Chair Nathan Keith Pamela Verner Tim Burkhart Arts Commission The Arts Commission is a five -member commission appointed by the City Council to consider and advise the Council on arts -related issues such as public art, arts education, facilities, and other areas. Parks, Recreation, and Community Services Commission The Parks, Recreation & Community Services Commission is a five -member commission appointed by the City Council to make recommendations to the Council on all matters pertaining to parks and public recreation. Planning Commission The Planning Commission is a five -member commission appointed by the City Council to consider and decide upon various applications for land use and land development in the City, including the implementation of the General Plan, Zoning Ordinance, and other land use regulations, and recommendations on development applications. Page 30 of239 THE CITY OF SANTA CLARITA Community Profile Approved Regular Full -Time Equivalent Positions in the City by Departments �.� � Administrative Services Administration Director of Administrative Services Senior Management Analyst Executive Administrative Assistant 1.00 1.00 1.00 1.00 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 2.00 2.00 Project Technician 2.00 2.00 General Accounting Specialist 2.00 2.00 Account Clerk 4.00 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 4.00 4.00 Information Technology Analyst 4.00 5.00 GIS Technician 1.00 1.00 Administrative Analyst 1.00 2.00 Information Technology Specialist 6.00 5.00 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 5.00 Administrative Assistant 1.00 1.00 Program Specialist 1.00 1.00 Tree Trimmer 3.00 3.00 ANNUAL OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page31 of239 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 Recreation and Community Services Supervisor 1.00 1.00 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 4.00 4.00 Administrative Assistant 1.00 1.00 Program Specialist 1.00 1.00 Council City Council Member 5.00 5.00 Page 32 of239 THE CITY OF SANTA CLARITA Community Profile Community Development Administration Director of Community Development 1.00 1.00 Administrative Assistant 1.00 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 7.00 Planning Planning Manager 1.00 1.00 Senior Planner 2.00 2.00 Associate Planner 5.00 5.00 Assistant Planner II 2.00 2.00 Assistant Planner I 2.00 2.00 Administrative Assistant 1.00 1.00 Office Assistant 1.00 1.00 ANNUAL OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page33 of239 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 1.00 1.00 Arts and Events Administrator 2.00 2.00 Arts and Events Supervisor 4.00 4.00 Arts and Events Coordinator 5.00 5.00 Administrative Assistant 1.00 1.00 Office Assistant 1.00 1.00 Economic Development Economic Development Manager 0.00 1.00 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 Analyst 1.00 1.00 Project Development Coordinator 1.00 1.00 Administrative Analyst 3.00 3.00 Office Assistant 4.00 4.00 Page 34 of239 THE CITY OF SANTA CLARITA Community Profile Human Resources and Library Services Administration Director of Human Resources and Library Services 1.00 1.00 Management Analyst 1.00 1.00 Administrative Assistant 1.00 1.00 Human Resources Human Resources Manager 1.00 1.00 Senior Human Resources Analyst 2.00 2.00 Human Resources Analyst 2.50 2.50 Administrative Analyst 2.00 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 Museum and Archives Administrator 0.00 1.00 Museum Supervisor 0.00 1.00 Senior Librarian 5.00 4.00 Circulation Supervisor 3.00 3.00 Librarian 14.00 14.00 Museum Curator 0.00 1.00 Library Assistant 7.00 7.00 Office Assistant 4.00 4.00 ANNUAL OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page35 of239 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 Administrator 1.00 1.00 Stormwater 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 Facilities Maintenance Manager 0.00 1.00 Administrator 2.00 2.00 Supervisor 4.00 4.00 General Maintenance Specialist 8.00 9.00 Administrative Assistant 0.00 1.00 General Maintenance Worker 10.00 10.00 Parks Parks Manager 1.00 1.00 Parks Administrator 1.00 1.00 Project Development Coordinator 1.00 1.00 Supervisor 4.00 4.00 Administrative Assistant 1.00 1.00 Animal Care Specialist 0.00 1.00 Groundskeeper II 8.00 9.00 Groundskeeper I 19.00 21.00 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 II 1.00 1.00 Page 36 of239 THE CITY OF SANTA CLARITA Community Profile Public Works Administration Director of Public Works 1.00 1.00 City Engineer 1.00 1.00 Senior Management Analyst 1.00 1.00 Executive Administrative Assistant 1.00 1.00 Office Assistant 1.00 1.00 CIP Assistant City Engineer 1.00 1.00 Senior Engineer 4.00 4.00 Environmental Administrator 1.00 1.00 Engineer 4.00 3.00 Administrator 1.00 1.00 Assistant Engineer 2.00 2.00 Project Manager 1.00 2.00 Project Development Coordinator 4.00 4.00 Supervising Public Works Inspector 1.00 1.00 Administrative Analyst 2.00 2.00 Engineering Technician 1.00 1.00 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 3.00 4.00 Project Manager 1.00 0.00 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 Vehicle Maintenance Technician 1.00 1.00 Street Maintenance Worker 18.00 18.00 ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 37 of239 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 1.00 1.00 Senior Planner 1.00 1.00 Senior Project Manager 1.00 1.00 Assistant Engineer 2.00 2.00 Project Manager 1.00 1.00 Transportation Planning Analyst 1.00 1.00 Traffic Signal Specialist 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 Community Services Manager 0.00 1.00 Senior Management Analyst 1.00 1.00 Executive Administrative Assistant 1.00 1.00 Office Specialist 0.40 0.00 Office Assistant 1.00 1.50 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 12.00 Recreation and Community Services Coordinator 19.00 19.00 Project Technician 1.00 0.00 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 Page 38 of239 THE CITY OF SANTA CLARITA Community Profile 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. ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 39 of239 THIS PAGE INTENTIONALLY LEFT BLANK Page 40 of239 THE CITY OF SANTA CLARITA City of ANTA CLARITA Vol Strategic Plan SantaClarita.gov �Wur I 111j%w .v. .Yj lam• v�ASa- _ �' � �. ^�d'. BUILDING AND CREATING COMMUNITY ACTIONSC 2025 Complete construction of the Central Park Buildout Project by adding four I' new sports fields, additional parking, restroom, and an upgraded dog park. ACTION ITEM IS COMPLETE Begin construction of Phase II (Vertical Structure) of the Rink Sports Pavilion. Increase recreational opportunities by introducing contract class programs to the City's newest facilities, including Valencia Community Center and William S. Hart Park. Implement the Parks and Recreation 5 Year Plan. Implement a new Recreation Software Management System (Kaizen) to improve customer satisfaction through more efficient booking and program management. Open and program the new Canyon Country Community Center. Continue the development and implementation of new intergenerational class offerings for seniors, youth, and families to promote healthy and active lifestyles. Complete design and begin construction of Via Princessa Park. Continue to monitor groundwater levels to begin construction ofVia Princessa Park. Complete community outreach and open the Arts/Cultural and Veterans Center. Complete the design concept of the Arts/Cultural and Veterans Center. Complete the Master Plan for the Pioneer Oil Refinery Park. Complete Phase 1 construction and begin historic preservation of the structures. Complete and place in service the Vista Canyon Metrolink Station. ACTION ITEM IS COMPLETE As City Parks are improved or developed, expand accessibility by providing Complete playground rehabilitation at Begonias Lane Park. inclusive play 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 Sports Complete the design of the Santa Clarita Sports Complex expansion. Complex expansion. Complete construction of subsequent phases of the Sand Canyon Trail Continue negotiations for one outstanding easement for the Sand Canyon Trail where right of way access is attainable. and construct the final trail segment of Phase IV. Page 42 of239 THE CITY OF SANTA CLARITA Community Profile BUILDING AND CREATING COMMUNITY (Continued) SC 2025 ACTION ITEM Continue to implement traffic circulation upgrades to improve intersection YEAR 5 PERFORMANCE MEASURE • Complete design of the Circulation Improvement Program, Phase IV. safety and enhance traffic flow. • Complete Caltrans approvals and begin construction of the McBean Parkway Realignment Project. • Execute all approved property acquisitions and record road easements for the Complete design and begin construction of Dockweiler/13th Street. Dockweiler Drive Extension project and begin design for the project. Facilitate the relocation of the LA County Maintenance Yard and AQMD facilities from the acquired property. Complete the design of Via Princessa Roadway between Isabella Parkway Continue to support the developer's design of Via Princessa Roadway, between and Golden Valley Road. Isabella Parkway and Golden Valley Road. Complete Master Plan for the Saugus Recreation and Open Space property. Monitor developments regarding the property of the former Santa ClaritaElementary School. Install an automated traffic system to notify City staff of unforeseen traffic Finalize all the needed software development and network integration to incidents and improve response time to mitigate traffic congestion along complete the City's automated traffic system. major corridors. Implement the updated 2020 Non -Motorized Transportation Plan to create Begin construction of the bike trail connections leading to the new Vista Canyon more opportunities for routine walking and biking throughout the City. Bridge. Partner with Family Promise SCV with the development of their ACTION ITEM IS COMPLETE transitional housing project on Newhall Avenue. Partner with Bridge to Home with the development of the permanent ACTION ITEM IS COMPLETE homeless shelter project on Drayton Street. Conduct feasibility study, design, and construct a second bike park in the Complete construction of Haskell Canyon Bike Park. community. Conduct a comprehensive needs assessment and facility study for the On Hold. Santa Clarita Public Library Reevaluate and update the original development plan for David March Park. Continue construction of David March Park, Phase II. Increase Open Spaceacreageandcontinueconservationefforts. Continue efforts to acquire additional open space with the goal of completing a greenbelt around the community. Pursue State of California Historical Designation for La Puerta, located Complete designation and recognition by the State Office of Historic in Elsmere Canyon, as well as recognition as a trail loop by the U.S. Preservation. Forest Service. Explore the feasibility of acquiring Hart Park to expand and improve Complete the transition of ownership of William S. Hart Parkfrom Los Angeles recreational offerings. County. ANNUAL OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page43 of239 Laillilift COMMUNITY ENGAGEMENT ACTION SC 2025 , Develop, produce, and support events that celebrate Santa Clarita's diversity, including a signature event series at the new Canyon Country Continue the production of the"Celebrate"Cultural Series at the Canyon Country Community Center. Community Center. Update/Create a new City website that aims to increase accessibility and ACTION ITEM IS COMPLETE 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. and promote new City Store items. 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 considera feasible location fora Santa Clarita Cultural Center. Complete feasibility study, building assessment, identify site and hire designer. Expand community programming specifically geared toward at-riskteens. ACTION ITEM IS COMPLETE Analyze progress and create a status report for the Arts Master Plan so ACTION ITEM IS COMPLETE the plan will continue to serve as a guiding arts document through 2025. Create a Library -based homeschooling program through partnerships and provide enhanced collections and resources to support ACTION ITEM IS COMPLETE homeschooling families. Continue implementation of the Community Plan to Address Continue to facilitate the Community Task Force on Homelessness, and begin Homelessness through facilitation of the Community Task Force. implementation of the Community Plan to Address Homelessness. Develop and launch a mobile library solution for disadvantaged communities, homebound residents, and students. ACTION ITEM IS COMPLETE Facilitate the new Santa Clarita Human Relations Roundtable. ACTION ITEM IS COMPLETE Page 44 of239 THE CITY OF SANTA CLARITA Page 44 of239 THE CITY OF SANTA CLARITA Community Profile SUSTAINING PUBLIC INFRASTRUCTURE Continue efforts to preserve historic infrastructure and material. PERFORMANCE Complete the preservation of the Perkin Collection's rare books and fragile materials. Continue the Annual Overlay and Slurry Seal Program to ensure high- Complete the design and construction of the Fiscal Year (FY) 2024-25 Overlay quality roadways. and Slurry Seal Program. Conduct a needs assessment and facility study for the City's parkfacilities and the staff buildings/maintenance yard at Central Parkand the ACTION ITEM IS COMPLETE Corporate Yard. Rehabilitate older parks and recreation facilities to enhance internal Update the Park Asset Condition Report to assess amenity replacement and operational efficiency and overall user experience. rehabilitation needs, and forecast associated FY 2026-27 budget requests. Prepare updated reserve studies for all 60 financially independent Landscape Maintenance District local zones, as well as the Areawide ACTION ITEM IS COMPLETE zone and Streetlight Maintenance District. Continue the Bridge Preventative Maintenance Program. ACTION ITEM IS COMPLETE Continue sidewalk monitoring and maintenance to ensure safe paths of Complete the FY 2024-25 Concrete Rehabilitation Project and complete travel along City sidewalks and access ramps. Citywide sidewalk inspections to identify locations for the Fiscal Year 2025-26 Concrete Rehabilitation Project. Implement a phased Bus Stop Improvement program focused on improving customer amenities, access to bus stops, sidewalks, ADA Implement the next Phase of the Bus Stop Improvement Program: Replace ramps, wayside signage, and the enhancement of lighting and displays. shelters, benches, leaning rails, and trash receptacles at25 bus stop locations. Complete Copper Hill Bridge widening construction and trail Work with the developer to complete construction of the Copper Hill Bridge improvements in conjunction with the Tesoro Highland Project. Widening Project and associated Class I trail connection. ANNUAL OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page45 of239 FI"I I"If ING ECONOM IC VITALITY 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. Work with hospitality partners and attend conferences to meet one-on-one with event producers to attract meetings, tournaments, and special events. Complete the rehabilitation and rebranding of The Cube ice rink to ACTION ITEM IS COMPLETE generate tourism and large special events. Develop a five-year plan to strategically expand the installation of fiber Continue the pursuit of Public -Private Partnership to expand Citywide to support businesses. the installation of fiber Citywide to support businesses. Complete a comprehensive update of the Old Town Newhall Specific Plan. ACTION ITEM IS COMPLETE Create a Town Center Specific Plan. ACTION ITEM IS COMPLETE 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 Districtfunding for capital Review incoming City facilities and acquisitions to identify what enhancements could be done to help increase visitation from people outside improvements that would serve visitors to the City's public facilities. of Santa Clarita. Continue the administration of the COVID-19 responsefunding and Complete all reporting requirements and demonstrate full utilization of advocatefor additional resources through the duration of the economic eligible expenditures under the American Rescue Plan Act of2021(ARPA) recovery. State and Local Fiscal Recovery Funds. Create a Zen Garden as a tourist attraction. Complete construction of the Meditation Garden project at Duane R. Harte Park. Develop a public/private partnership to address parking needs in Old Town Continue to pursue the future development of properties on Main Street to Newhall. increase the amount of available parking in Old Town Newhall. Engage with LA28 Organizing Committee and regional partners to Research how to become a venue for the 2028 Olympics. explore potential collaboration opportunities and remain informed of the anticipated impacts and planning efforts related to the 2028 Olympic and Paralympic Games. Page46 of239 THE CITY OF SANTA CLARITA Community Profile COMMUNITY BEAUTIFICATION AND SUSTAINABILITY SC 2025 ACTION ITEM Complete the inventory of the urban forest to document tree locations and YEAR 5 PERFORMANCE MEASURE Record remaining 45,000 un-inventoried trees into the City's Urban Forestry conditions, and use inventory to assist with future urban forestry planning. Inventory database. Continue the median beautification program, including the renovation - Obtain encroachment permitfrom Caltransand begin construction for landscaping at of turf segments, replacement of antiquated irrigation systems, on -and off- ramsatNewhall Avenueand the State Route 14freeway. installation of water efficient plants, and potential construction of new -Complete bid and award for Phase 1(Medians) and begin construction for the Magic landscaped medians. Mountain Parkway Beautification project between Tourney Road and Avignon Drive. • Maintain service excellence through the removal of graffiti within 24 hours of it being Administera robust Graffiti Removal Program that includes education, reported no less than 99 percent of the time. prevention, and enforcement components. • Host the 4th Annual Graffiti Removal community event, and continue to build awareness related to graffiti in the Citythrough outreach and education. Complete energy efficiency and ultraviolet lighting upgrades to all City ACTION ITEM IS COMPLETE facilities. Install trash capture devices to trap and prevent trash from entering storm Complete the import and setup of asset data in the 2nd Nature Stormwater drains and making its way into the Santa Clara River. Software to facilitate stormwater inspections, catch basin maintenance, and reporting duties. Work toward the stormwater infiltration requirements set forth in the Maintain compliance with the State Stormwater Permit through Upper Santa Clara River Enhanced Watershed Management Program implementation of the Watershed Management Plan and designing/ (EWMP). constructing the infiltration system at theVia Princessa Park. Host at least one Community Beautification Day, as a means to promote City Develop a Citywide neighborhood outreach, rehabilitation, and services and to encourage resident engagement in neighborhood preservation beautification program. efforts. Ensure that 50%ofall new bus purchases are zero emission. Continue to implement the City's Zero Emission Transition Plan. Continue efforts to achieve the goal of75%solid waste diversion through Host three outreach events for the edible food generators and recovery the implementation of various programs including increased organic waste organizations, providing information, signage and resources to support diversion. compliance with the edible food recovery component of Senate Bill 1383. ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 47 of 239 WAK ORGANIZATIONAL EXCELLENCE SC 2025 ACTION ITEM YEAR 5 PERFORMANCE MEASURE Deliver a customer service based training program for City contract ACTION ITEM IS COMPLETE service providers. Explore opportunities for additional City -sponsored wellness initiatives, including celebrations and recognitions of staff and our contract ACTION ITEM IS COMPLETE partners for their contributions to the organization. Transition to digital automation to streamline processes and enhance ACTION ITEM IS COMPLETE the resident service experience. Expand flexible, online in-house learning through micro -learning. ACTION ITEM IS COMPLETE 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, focusing on employee engagement and motivation. ACTION ITEM IS COMPLETE Annually review the City's Executive and Legislative Platform to further Employ active advocacy strategy for positions established by the City Council. the interests of the City and employ an active advocacy program. Secure City Council adoption of Legislative and Executive Platform. 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 Continue the development and implementation of an organization -wide Integrate training on the seven Individual Development Plan (IDP) steps into succession plan. all applicable training sessions to reinforce staff starting or completing an IDP. Review and evaluate the Santa Clarita 2025 Plan on an annual basis to Maintain processes for quarterly tracking, monitoring, and reporting on action ensure continued relevancy and address changing needs in the community. items. Page 48 of239 THE CITY OF SANTA CLARITA Community Profile PUBLIC SAFETY SC 2025 ACTION ITEM YEAR 5 PERFORMANCE MEASURE Continue to address crime trends through strategic operations to Continue implementation of crime reduction programs and campaigns that maintain record -low crime rates and the community's "Safest City" aim to reduce 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 the both internal and external needs and trends such as active shooter ongoing needs of our organization and community, including updating the training, earthquake preparedness, Emergency Operations Center City's Local Hazard Mitigation Plan, Response Team training programs, and activation, etc. evacuation drills at City facilities. Conduct a facility and equipment needs assessment to improve and Expand emergency preparedness functional needs assessments to enhance emergency response efforts by the City to include new potential include expanding shelter operations, PSPS resources, testing City threats such as Public Safety Power Shutoff events. facility panic buttons, and community outreach events. Create an Emergency Response Stakeholder Group comprised of the City, Continue quarterly meetings to share training opportunities and industry Sheriff, and Fire and facilitate quarterly meetings. best practices. • Lead an inter -agency check -in drill to practice disaster communications. Acquire a City Mobile Incident Command Post for increased situational awareness and effective communication with other agencies during Coordinate with the manufacturer to ensure completion and delivery of the emergencies. Mobile Command Unit. Evaluate and apply for law enforcement grant funding opportunities to increase service capacity, improve technology, and target specific areas Review grant opportunities and eligibility requirements for law enforcement of 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 community events. Develop and implement Crime Prevention Unit (CPU) priorities to encourage collaboration with other agencies and assist with complex Conduct inter -agency meetings to develop CPU priorities to address complex issues in the community such as homelessness. public safety issues in the community. Complete a workload analysis to review resource allocations (units/ overhead) at the SCV Sheriff's Station that adequately supports the Advocate for units/overhead allocations that adequately supports the growth of the community and the needs of the residents. growth of the community and the needs of 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 Monitor trends and patterns of severe and fatal collisions and work with team collision rate. to identify and implement mitigations to result in overall collision reduction. ANNUAL OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page49 of239 THIS PAGE INTENTIONALLY LEFT BLANK Page 50 of239 THE CITY OF SANTA CLARITA User's Guide 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 March, the departments then submit their proposed budgets and requests for the upcoming fiscal year to the City Manager. The review of the budget is the responsibility of the City's Budget Team. In March and April, the Budget Team analyzes each individual budget and either approves, denies, or revises the requested funding amounts. The final product becomes part of the draft, proposed Annual Budget and CIP document presented to the City Council. The City Council has appointed a Council Budget Committee that meets during the budget process. Budget study sessions are generally 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 May. 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. ANNUAL OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page51 of239 The calendar below reflects the timeline and process for the planning and preparation of the Annual Budget and Capital Improvement Program Document: January 13 Budget Kick -Off Meeting with Staff February 4 Joint City Council; Planning; Parks, Recreation and Community Services; and Arts Commissions Budget Study Session February 20 Final Proposed Budget Package Due to the City Manager March 18 Department Budget Discussions March 25 Capital Improvement Program Budget Funding Meeting April 29 Joint City Council; Planning; Parks, Recreation and Community Services; and Arts Commissions Budget Study Session May 20 Presentation of Capital Improvement Program to Planning Commission May 27 Public Hearing for Budget and CIP June 10 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. Page 52 of239 THE CITY OF SANTA CLARITA User's Guide Introductory Sections The first three sections of the annual budget document provide an introduction and overview of the Annual Budget and Capital Improvement Program (CIP) preparation process and contents. The Message from the City Manager to the City Council outlines the key contents of the Fiscal Year Budget and the CIP. The Community Profile section provides a variety of information about Santa Clarita, including demographics, City history, information about City Commissions, Volunteer Boards, and Committees, and other information designed to educate the reader about various facets of the organization. This User's Guide provides an introduction to the City of Santa Clarita's budget process and an explanation of how to use this document. Fiscal Policies and Summaries The budget document includes the City's fiscal policies, which establish the City's framework for overall fiscal planning and management. The Summaries provide an easy -to -read overview of the City's revenues and expenditures. It is important to note that the City's revenue estimates make assumptions based on actual experience and current knowledge of impending circumstances. Expenditure requests, in turn, reflect these assumed revenue trends. Department Budget Sections The 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. ANNUAL OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page53 of239 Personnel 500101 Regular Employees 146,981 501101 Health & Welfare 60,995 501102 Life Insurance 235 501103 Long -Term Disability Ins 580 501104 Medicare 3,506 501105 Worker's Compensation 88 501106 PERS 11,576 501107 Deferred Compensation 2,110 501110 Supplemental Health 31,587 Total Personnel 257,758 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 0 Organization 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. Page 54 of239 THE CITY OF SANTA CLARITA User's Guide Capital Project Information Guide: SAMPLE Project Name: 2025-26 OVERLAY AND SLURRY SEAL PROGRAM OProject Number: M0164 Project Location: Citywide Description: Justification 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 these funds are needed annually to meet a minimum of 70 Pavement Condition Index (PCI) rating of the Citv's roadw-av infrastructure, the Citv is currently at a rating of 71 PCI. Each year, the Croy dedicates a substantial portion of its capital budget to the annual Overlay and Slung Seal Program. This annual project strives to maintain the quality and viability of the Citv's streets infrastructure and supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Public Works O Project Cost Estimate ($): Expend. Categvrv: Prior Years 2025-26 2026-27 2027-29 Environmental $ 0 60,000 Design/Plan Review 0 500,000 Right -Of -Way 0 0 Construction 0 16,440,000 Civic Art Project 0 0 Environmental Monitoring 0 0 Total Costs: $ 0 17,000,000 OProject Funding: Funding Source: 260 — Proposition C 264 — Measure R 265 —Prop C Grant 266 — Measure M Priority Unfunded Total Costs: OU,Uuu ou,uuu 500,000 500,000 0 0 15,440,000 14,440,000 0 0 0 0 16,000,000 15,000,000 Project Manager: Shannon Pickett 2028-29 2029-30 Total 60,000 60,000 300,000 500,000 500,000 2,500,000 0 0 0 13,440,000 13,440,000 73,200,000 0 0 0 0 0 0 14,000,000 14,000,000 76,000,000 Prior Years 2025-26 2026-27 2027-28 2029-29 2029-30 Total 0 4,978,312 0 0 0 0 4,978,312 0 3,159,534 0 0 0 0 3,158,534 0 2,245,597 0 0 0 0 2,245,597 0 6,617,557 0 0 0 0 6,617,557 0 0 0 0 0 0 0 0 0 16,000,000 15,000,000 14,000,000 14,000,000 59,000,000 $ 0 17,000,000 16,000,000 15,000,000 14,000,000 14,000,000 76,000,000 O Project Number: M0164 Category Abbreviations: A=Arts B=Beautification & Landscaping C=Circulation D=Disability E=Emergency F=Facilities & Buildings M = Categorical identification of capital project 0 = The area of the City in which the project is located 164 = The assigned project number Area: M=Maintenance 0=CiNw ide P=Parks & Recreation 1=Valencia R=Resource Mgmt. & Conservation 2=New-hall S=Street & Bridges 3=Canyon Country T=Trails & Transit 4=Saugus ($): This area shows a detail of the costs of the project by year and expenditure category-. ® Project Funding: This area shows the detail of the estimated costs of the project by vear and by funding source. ANNUAL OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page55 of239 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 2025-2026 limits by using the guidelines set forth in Proposition 111, the calculation would be as follows: Year 2011-12 Prior Year's Limit 240,498,270 Add PersonalFiscal 2.51% Change in 6,036,507 246,534,776 Add Change in Population .35% 862,872 Appropriations Limit 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 2024-25 534,946,167 3.62% 19,365,051 554,311,218 (.27%) (1,496,640) 552,814,578 2025-26 552,814,578 6.44% 35,601,259 588,415,837 .35% 2,041,803 590,457,640 Millions 620 — 600— 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— 0— 20— 0 2011-12 2012-13 2013-14 2014-15 K.1 M [.�ffl 10 VV fflvar3 ffl:3iF fflMz.. DVQMWDYilOpzl - Gann Appropriation Limit Proceeds of Tax Page 56of239 THE CITY OF SANTA CLARITA Fiscal Policies Fiscal Policies for the City of Santa Clarita Fiscal policies establish the framework for overall fiscal planning and management. The policies set forth guidelines for both current activities and long-range planning. The City's Fiscal Policies shall be reviewed annually to ensure 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. ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 57 of239 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 March, the departments submit their proposed budgets and requests for the upcoming fiscal year to the City Manager. The budget requests are reviewed by the City's Budget Team. In March and April, the City Manager analyzes the requested departmental budgets and either approves, denies, or revises the requested funding amounts. The final product becomes the draft, proposed Annual Budget and CIP document presented to the City Council. The City Council has appointed a Council Budget Subcommittee that meets during the budget process. Budget study sessions are conducted with the City Council and the Commissions in the months of February and May. Citizens have an opportunity to comment on the draft document during study sessions and at the public hearing in June. During the budget study session and the public participation period, the draft Annual Budget and CIP document maybe revised or amended to reflect spending priorities that may differ from those presented in the draft document. The final Annual Budget, with the corresponding CIP, is adopted by resolution of the City Council and takes effect on July 1. Once adopted, the City of Santa Clarita has a new operating budget and fiscal plan for the coming year, and a program for capital spending. Page 58 of239 THE CITY OF SANTA CLARITA Fiscal Policies Level of Control and Changes to Adopted Budget From the effective date of the budget, the amounts stated as proposed expenditures become appropriations for the various City departments and capital improvement projects. These formal budgets are employed as a management control device during the year for all funds. The City has prepared a line -item detail, which lists each account group within each of the three expenditure categories (personnel, operations & maintenance, and capital outlay). This annual budget format is designed to provide a more comprehensive management and fiscal planning system to aid in the achievement of goals and objectives at the operational levels consistent with the City Council's policies. Funds appropriated for salaries and benefits may not be expended for any other purpose without the approval of the City Manager or designee. Within each fund, the City Manager or his designee may transfer funds within and between programs and departments. Budgetary control, the level at which expenditures cannot legally exceed the appropriated amount, is exercised at the category level, with the exception of the CIP. The budgetary control for the CIP is at the program level. Generally, there are two types of budget transfers: Budget Adjustment This is a transfer that does not change the total appropriated amount within a fund. Approval may be granted by the City Manager or designee. Department heads have discretion to reapportion funds between certain line -items within a program, but may not exceed the total appropriated amounts for each category. Budget Amendment This is an adjustment to the total appropriated amount within a fund, which was not included in the original budget. These supplemental appropriations require formal approval by the City Council. Types of modifications can be categorized as follows: • Unanticipated revenue, which was not projected in the budget, may be appropriated by Council for expenditure in the fiscal year received. • Prior year reserves or fund balances may be appropriated to fund items not previously included in the adopted budget. The appropriation of reserves in the case of emergencies or unusual circumstances requires approval by the City Council. . Transfers between funds require formal approval by the City Council. Unexpended appropriations automatically lapse at the end of the fiscal year, and are included in the ending fund balance calculations within each fund. II. BUDGET POLICIES AND PROCEDURES A. Policy The City Manager shall submit a proposed budget to the City Council each year. It is the stated policy of the Council and City Manager that ongoing revenues match or exceed ongoing appropriations. B. Budget Basis The budgets of general government type funds (for example, the General Fund itself, and gas tax funds) are prepared on a modified accrual basis. This means that obligations of the City are budgeted as expenses, but revenues are recognized only when measurable and available. The 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. ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 59 of239 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. Page 60 of239 THE CITY OF SANTA CLARITA Fiscal Policies G. Long -Term Financial Planning . At a minimum, a long-term, multi -year financial plan including a five-year projection of General Fund revenues and expenditures (i.e. the Five -Year General Fund Forecast), will be maintained in order to identify potential future issues and possible solutions. . Revenue and expenditure decisions are to be made primarily from a long-term perspective and tied to impacts on operations. . The goal is to maintain structural balance for all funds. H. Revenue Policies A diversified and stable revenue system will be maintained to ensure fiscal health and absorb short run fluctuations in any one revenue source. User fees for all operations will be examined and adjusted annually to ensure that fees cover the direct and indirect costs of service where appropriate. Development fees for one-time capital expenditures attributed to new development will be reviewed annually to ensure that fees match development related expenditures. All applicable fees will be reviewed and adjusted annually according to the Consumer Price Index (CPI) to maintain cost recovery levels. I. Cost Allocation The purpose of the City's cost allocation from its Internal Service funds is to charge the departments for City resources that are being used by the individual departments and funds. 1. Self -Insurance Fund Allocation The self-insurance fund is used to account for the cost of the City's insurance premiums (such as general liability, property, and automobile insurance), as well as claims adjuster services and legal costs. Cost is allocated to each division using the exposure and budget methodology. 2. Equipment Replacement Allocation The equipment replacement fund is used to account for the acquisition, depreciation, and replacement of City vehicles and large equipment. Consistent with the City's Vehicle and Equipment Replacement Policy, charges to departments are calculated based on the annual depreciation for vehicles used by each department. 3. Computer Replacement Allocation The computer replacement fund is used to account for the acquisition, depreciation, and replacement of computers and related equipment. Charges to departments are calculated based on the number of computer work stations supported by the Technology Services staff in each department. 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. ANNUAL OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page61 of239 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 Director, Senior 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; and . Ensure appropriate reporting as required by State and Federal Laws. Page 62 of239 THE CITY OF SANTA CLARITA Fiscal Policies 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. ANNUAL OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page63 of239 2. Short-term Borrowing Short-term borrowing, such as commercial paper and lines of credit, will be considered as an interim source of funding in anticipation of long-term borrowing. Short-term debt may be issued for any purpose for which long- term debt may be issued, including capitalized interest and other financing -related costs. Prior to issuance of the short-term debt, a reliable revenue source shall be identified to secure repayment of the debt. The final maturity of short-term debt issued to finance the project shall be consistent with the economic or useful life of the project and, unless the City Council determines that extraordinary circumstances exist. Additionally, short-term borrowing may be considered if available cash is insufficient to meet short-term operating needs. 3. Refunding Periodic reviews of outstanding debt will be undertaken to identify refunding opportunities. Refunding will be considered (within Federal tax law constraints) if and when there is a net economic benefit of the refunding. In general, and consistent with industry standards, refundings which produce a net present value savings of at least three percent of the refunded debt will be considered economically viable provided the refunded debt is callable within 90 days. Refundings with negative savings will not be considered unless there is a compelling public policy objective that is accomplished by retiring the debt. Refundings which are non -economic may be undertaken to achieve City objectives relating to changes in covenants, call provisions, operational flexibility, tax status, issuer, or the debt service profile. The refunding of debt which is callable in more than 90 days (a taxable advance refunding) shall require net present value savings of greater than three percent and should be in the four percent to five percent range or higher, depending on the time to the call date. Refundings which produce a net present value savings of less than those identified above can be considered on a case -by -case basis. D. Debt Issuance 1. Debt Capacity The City will keep outstanding debt within the limits of any applicable law, and at levels consistent with its credit worthiness objectives. The City will strive to maintain a bond rating of AA or higher from the primary bond rating agencies on its general fund debt. The City shall assess the impact of new debt issuance on the long-term affordability of all outstanding and planned debt issuance. Such analysis recognizes that the City has limited capacity for debt service in its budget, and that each newly issued financing will obligate the City to a series of payments until the bonds are repaid. The impact of proposed new debt will be reviewed together with the City's five-year revenue and expense projections. 2. Types of Debt IIn order to maximize the financial options available to benefit the public, it is the policy of the City to allow for the consideration of issuing all generally accepted types of debt, including, but not exclusive to the following: General Obligation (GO) Bonds: General Obligation Bonds are suitable for use in the construction or acquisition of improvements to real property that benefit the public at large and are secured by an ad valorem tax on property. Examples of projects include public building, land acquisition, and public infrastructure improvements. All GO bonds shall be authorized as required by State Law by the requisite number of voters in order to pass. Special Revenue Bonds: Revenue Bonds are limited -liability obligations tied to a specific enterprise, sales taxes or special fund revenue stream where the projects financed clearly benefit or relate to the enterprise or are otherwise permissible uses of the special revenue. An example of projects in the City that would be financed by a Revenue Bond would be transit or parking improvements. Generally, no voter approval is required to issue this type of obligation, but in some cases the City must comply with Proposition 218 regarding rate adjustments. Lease -Backed Debt/Certificates of Participation (Lease Revenue Bonds/COPS): Issuance of Lease -backed debt is a commonly used form of debt that allows a City to finance projects where the debt service is secured via a lease agreement and where the payments are budgeted in the annual budget appropriation by the City from the general fund. Lease -backed debt does not constitute indebtedness under the state or the City's constitutional debt limit and does not require voter approval. Lease Revenue Bonds may be issued by the Public Financing Authority on behalf of the City. Examples of projects that could be financed include public buildings, equipment, open space or other land purchase, judgement against the City, and other projects allowed by law. The City may also enter into capital and operating leases. Page 64 of239 THE CITY OF SANTA CLARITA Fiscal Policies 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 Citywide 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. ANNUAL OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page65 of239 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 credit worthiness objectives. When making the determination to issue bonds in a variable rate mode, consideration will be given in regards to the useful life of the project or facility being financed or the term of the project requiring the funding, market conditions, and the overall debt portfolio structure when issuing variable rate debt for any purpose. In accordance with Government Finance Officers Association's (GFOAs) recommended evaluation of variable rate debt, variable debt shall not represent more than twenty percent of the City's debt obligations. C. Derivatives 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. 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. Page 66 of239 THE CITY OF SANTA CLARITA Fiscal Policies Debt Administration A. Use and Investment of Bond Proceeds Investments of bond proceeds shall be consistent with federal tax requirements, the City's Post -Issuance Compliance Policy and Investment Policy as modified from time to time, and with requirements contained in the governing bond documents. B. Disclosure Practices and Arbitrage Compliance 1. Financial Disclosure The City is committed to full and complete primary and secondary market financial disclosure in accordance with disclosure requirements established by the Securities and Exchange Commission (SEC) and Municipal Securities Rule -making Board (MSRB), as may be amended from time to time, as more fully set forth in the Disclosure Procedures Policy. The City is also committed to cooperating fully with rating agencies, institutional and individual investors, other levels of government, and the general public to share clear, timely, and accurate financial information. 2. Arbitrage Compliance The Department of Administrative Services shall maintain a system of record keeping and reporting to meet the arbitrage compliance requirements of federal tax law as more fully described in the Post -Issuance Compliance Policy. IV. POST -ISSUANCE COMPLIANCE POLICY A. Purpose This Post -Issuance Compliance Policy sets forth procedures and guidelines in order to comply with certain federal tax requirements applicable to tax-exempt bonds and other debt obligations subsequent to the issuance of such debt, including the monitoring of the use of bond proceeds, arbitrage yield restrictions, and rebate and record retention. B. Objective It is the policy of the City to adhere to all applicable federal tax requirements with respect to tax-exempt obligations of the City and related entities as set forth in the applicable bond documents including, but not limited to, requirements relating to the use of proceeds and facilities financed and refinanced with tax-exempt obligations, arbitrage yield restrictions and rebate, timely return filings, and other general tax requirements set forth in the applicable bond documents. In furtherance of this general policy, this Post -Issuance Compliance Policy addresses compliance monitoring and record retention with respect to such tax-exempt obligations. C. Compliance Monitoring Consistent with the covenants of the issuer contained in applicable bond documents, the City or related entity, as issuer, will monitor compliance with the federal tax requirements applicable to its tax-exempt obligations. The City Treasurer is primarily responsible for monitoring compliance with those requirements. The City Treasurer may assign and delegate responsibilities as he or she deems necessary or appropriate. These officers will receive training with regard to their compliance monitoring responsibilities including consultations with professional advisors and review of written alerts and materials. The City will conduct compliance checks at least annually. If the City discovers a potential violation of a federal tax requirement, it will promptly take appropriate action, as needed, to maintain the tax exemption of tax-exempt obligations, including consultation with professional advisors and taking remedial actions. D. Record Retention In accordance with Internal Revenue Service (IRS) requirements, the City will retain bond transcripts; in addition to documentation showing the following with respect to tax-exempt obligations: • Expenditure of proceeds for the financed facilities; • Use of the financed facilities by the City, the general public or any third parties (including, for example, any use under a management contract, research agreement, lease, joint venture, or partnership arrangement); • Sources of payment and security for the tax-exempt obligations; • Investment of proceeds, including the purchase and sale of securities, State and Local Government Series (SLGS) subscriptions, guaranteed investment contracts, investment income received, yield calculations, and arbitrage rebate calculations; ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 67 of239 . All returns filed with the IRS for the tax-exempt obligations (including, as applicable, IRS Forms 8038-G, 8038-T and 8038-R); and . Any other documentation that is material to the exclusion of interest on the tax-exempt obligations from gross income for federal income tax purposes. Except as otherwise set forth in the bond documents, the City will retain the records described above in hard and/or electronic copy format for so long as the applicable tax-exempt obligations remain outstanding and for a period of three years after final redemption of the tax-exempt obligations. With respect to tax-exempt obligations that are refunding bonds, the City will retain the above -described records for the refunding and refunded bonds (and any earlier issue in the case of a series of refundings). The City Treasurer is responsible for retaining the records described above relating to the tax-exempt obligations. The City Treasurer may assign and delegate responsibilities for record retention as he or she deems necessary or appropriate. E. Coordination with Bond Documents In the event of any conflict between this Post -Issuance Compliance Policy and the bond documents, the bond documents shall govern. V. DISCLOSURE PROCEDURES POLICY A. Purpose This Disclosure Procedures Policy is intended to ensure compliance with securities law requirements applicable to the City's or related entity's tax-exempt obligations. In offering tax-exempt obligations to the public, and at other times when the City makes certain reports, the City must comply with the "anti -fraud rules" of federal securities laws. When such obligations are offered, the two central disclosure documents are prepared, a preliminary official statement (POS) and a final official statement (OS, and collectively with the POS, Official Statement). The Securities and Exchange Commission Rule 15c2-12, as amended (the Rule) requires certain information regarding an entity responsible for the repayment of a municipal security be disclosed to the municipal marketplace. Pursuant to the Rule, the City is required on an ongoing basis to provide certain financial and operating data to those persons and firms who own or are interested in such obligations. The City has entered or will enter into a number of undertakings under the Rule (each, a "Continuing Disclosure Undertaking"). B. Initial Disclosure When the City determines to issue tax-exempt obligations directly, the City Treasurer shall request the involved departments to prepare, review or update portions of the Official Statement within their particular areas of knowledge for which they are responsible. The information contained in the Official Statement is developed by personnel under the direction of the City Treasurer, with the assistance of the financing team, including the bond counsel, disclosure counsel, City Attorney and a municipal financial advisor, if one is engaged with respect to such obligations. Members of the financing team shall assist staff in determining the materiality of any particular item, and in the development of specific language for the Official Statement. Once the draft POS has been substantially updated, the entire draft POS is reviewed in its entirety to obtain final comments and to allow the underwriters, if any, to ask questions of the City's senior officials. A substantially final form of the POS is provided to the City Council in advance of approval, generally by including the document with the agenda material relating to the approval of the obligations, to afford such City Council an opportunity to review the POS, ask questions and make comments. C. Continuing Disclosure Filings 1.Overview of Continuing Disclosure Filings Under the Continuing Disclosure Undertakings it has entered into in connection with the Obligations, the City is required to file annual reports with the Municipal Securities Rulemaking Board's (MSRB) Electronic Municipal Market Access (EMMA) system in accordance with such agreements in each year. Such annual reports are required to include certain updated financial and operating information (or may refer to a publicly -available document), which varies among the different obligations issued by the City, and the City audited financial statements. The City is also required under the continuing disclosure undertakings to file notices of certain events with EMMA. Page 68 of239 THE CITY OF SANTA CLARITA Fiscal Policies 2. Key Participants A Disclosure Practices Working Group (Disclosure Working Group) has been created by the City Treasurer to have general oversight over the entire continuing disclosure process. The Disclosure Working Group shall consist of the City Treasurer, a disclosure coordinator, and any other individuals appointed by the City Treasurer. The Disclosure Working Group shall consult with finance team members or other interested parties, including the City's municipal financial advisor and disclosure counsel, as the City Treasurer determines is advisable related to continuing disclosure issues and practices. The Disclosure Working Group is an internal working group of City staff and not a decision -making or advisory body. The Disclosure Working Group is responsible for reviewing and approving all Continuing Disclosure Undertakings as contained in Official Statements before such documents are released and reviewing annually the City's status and compliance with Continuing Disclosure Undertakings and this Disclosure Policy. "Continuing Disclosure Documents" means (a) annual continuing disclosure reports filed with the MSRB and (b) notices of enumerated events and any other filings with the MSRB. The City Treasurer may direct questions regarding this policy or disclosure to a disclosure consultant, disclosure counsel, bond counsel or the City Attorney or such other counsel or consultant he/she deems appropriate. Additionally, the City Treasurer shall be responsible for: a) Monitoring compliance by the City with this Disclosure Policy, including timely dissemination of the annual report and event filings; b) Together with the Disclosure Consultant, coordinating the timely provision of information to the Disclosure Consultant as needed to fulfill its responsibilities to the City; c) In anticipation of preparing Continuing Disclosure Documents, soliciting "material" information (as defined in Securities and Exchange Rule 10b-5) from City departments; and d) Maintaining records documenting the City's compliance with this Disclosure Policy. Disclosure Coordinator The City Treasurer, in consultation with the other members of the Disclosure Working Group, shall select and appoint the Disclosure Coordinator, who shall be a Department of Administrative Services staff member and who shall be responsible for: a) Preparing the Continuing Disclosure Documents and providing same to the dissemination agent for filing with EMMA, to the extent not undertaken by the Disclosure Consultant; b) Serving as a "point person" for personnel to communicate issues or information that should be or may need to be included in any Continuing Disclosure Document; c) Following up with others, including management of outside consultants assisting the City, in the preparation and dissemination of Continuing Disclosure Documents to make sure that assigned tasks have been completed on a timely basis and making sure that the filings are made on a timely basis and are accurate; and d) Together with the City Treasurer, coordinating the timely provision of information to the Disclosure Consultant as needed to fulfill its responsibilities to the City. Disclosure Consultant The City Treasurer may hire a Disclosure Consultant. The Disclosure Consultant shall have significant expertise and experience related to on -going disclosure requirements for municipal securities. The Disclosure Consultant is responsible for: a) Preparing or assisting in the preparation of the final form of Continuing Disclosure Documents, and providing same to the dissemination agent for filing with EMMA, to the extent not otherwise undertaken by the Disclosure Coordinator; b) Reviewing Continuing Disclosure Documents and other relevant information, consulting with appropriate City staff or interested parties needed to confirm that the City is meeting its Continuing Disclosure Undertakings; c) Assisting the Disclosure Coordinator; and d) Such other items as assigned to the Disclosure Consultant by the City Treasurer in writing. ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 69 of239 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. 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. Page 70 of239 THE CITY OF SANTA CLARITA Fiscal Policies 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. ANNUAL OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page71 of239 E Account Groups Account Groups are used to establish accounting control and accountability for the City's general fixed assets and general long-term debt. • General Fixed Assets Account Group — Accounts for long-term assets of the City, except for those accounted for in proprietary fund types. • General Long -Term Account Group — Accounts for long-term debt of the City, except for debt accounted for in proprietary fund types. G. Fund Classifications In February 2009, the Governmental Accounting Standards Board issued Statement No. 54, Fund Balance Reporting and Governmental Fund Type Definitions. This statement establishes fund balance classifications that comprise a hierarchy based primarily on the extent to which a government is bound to observe constraints imposed upon the use of the resources reported in governmental funds. The fund balance classifications are: Non -Spendable, Restricted, Committed, Assigned, and Unassigned. . Non -Spendable — That portion of fund balance that includes amounts that are not in a spendable form (inventory, for example) or are required to be maintained intact (the principal of an endowment fund, for example). . Restricted — That portion of fund balance that includes amounts that can be spent only for the specific purposes stipulated by external resource providers (for example, grant providers), constitutionally, or through enabling legislation (that is, legislation that creates a new revenue source and restricts its use). Effectively, restrictions may be changed or lifted only with the consent of resource providers. • Committed — That portion of fund balance that includes amounts that can be used only for the specific purposes determined by a formal action of the government's highest level of decision -making authority. Commitments may be changed or lifted only by the government taking the same formal action that imposed the constraint originally. . Assigned — That portion of fund balance that comprises amounts intended to be used for specific purposes, but that are neither restricted nor committed. Such intent can be expressed either by the governing body or by an official designated for that purpose. Resolution of the City Council of the City of Santa Clarita No. 11-54 delegates the authority to assign amounts to be used for specific purposes to the 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. Page 72 of239 THE CITY OF SANTA CLARITA Summaries and Revenues Summaries and Revenues Capital Improvement Program Successor Agency Personnel Services Operations & Maintenance Capital Outlay Reserves & Debt Service ■ Reserves & Debt Service ■ Capital Outlay 3% 3% ■ Operations & Maintenance 45% $ 81,507,328 1,055,101 85,960,242 153,890,563 11,238,674 10,992,510 ■ Capital Improvement Program 24% 0 Successor Agency 0% lersonnel Services 25% ANNUAL OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page73 of239 All Funds Budget Appropriations City Council 278,381 287,626 300,058 Administration 2,542,888 2,644,007 2,666,362 Communications 1,635,011 1,821,881 1,868,651 Total $ 4,456,279 $ 4,753,514 $ 4,835,071 Administration 655,730 691,846 734,135 Finance 3,268,863 3,708,091 3,735,411 Information Services 10,807,366 12,807,764 12,033,281 Special Districts 23,150,761 25,893,766 26,308,784 Total $ DevelopmentCommunity 37,882,721 $ 43,101,467 $ 42,811,610 Administration 690,746 729,699 745,401 Building & Safety 5,007,347 5,662,163 5,110,923 Community Preservation 4,661,823 5,534,737 5,576,180 HOME Administration - 9,000 9,000 Community Development Block Grant 1,076,376 1,274,377 1,289,551 Planning 2,516,387 2,546,425 2,598,233 Total $ Public Works 13,952,679 $ 15,756,400 $ 15,329,287 Administration 981,696 1,150,481 1,226,202 Capital Improvement Projects Administration 3,102,729 3,585,426 3,597,948 Engineering Services 3,008,358 3,222,198 3,242,904 General Services 8,190,243 9,599,507 9,856,093 Traffic & Transportation Planning 6,626,581 5,646,649 5,902,463 Total $ 21,909,607 $ 23,204,260 $ 23,825,610 Sheriffs Services 31,718,307 34,161,183 36,140,936 Fire Protection 3,994,208 2,486,439 37,871 Recreationi Total $ 35,712,514 $ 36,647,622 $ 36,178,807 Administration 1,250,109 1,516,464 1,557,761 Recreation and Community Services 16,174,452 18,408,857 19,773,688 Total $ 17,424,561 $ 19,925,321 $ 21,331,449 Administration 591,386 783,018 787,218 Environmental Services 6,153,998 6,826,033 6,783,161 Facilities Maintenance 10,167,672 11,582,266 12,122,907 Parks 10,069,992 11,355,047 12,166,735 Parks Planning & Open Space 2,022,836 4,217,236 2,334,683 Total $ 29,005,883 $ 34,763,601 $ 34,194,704 Human Resources & Library Services Administration 543,168 610,025 439,934 Human Resources 1,578,785 3,883,080 2,256,758 Public Library 7,395,169 8,366,351 9,094,217 Total $ 9,517,122 $ 12,859,456 $ 11,790,908 Economic Development Administration 781,282 845,606 848,430 Economic Development 2,491,205 2,778,052 3,025,573 Arts and Events 4,340,644 4,380,617 4,371,334 Transit 40,557,971 52,687,192 45,414,066 Total $ 48,171,102 $ 60,691,468 $ 53,659,403 Legal Services City Attorney 1,210,941 1,956,686 1,781,000 Total $ 1,210,941 $ 1,956,686 $ 1,781,000 Non -Departmental Administration 13,811,498 4,294,155 5,351,628 Contingency - 750,000 750,000 Debt Service 5,944,659 5,974,863 10,242,510 Total $ 19,756,157 $ 11,019,018 $ 16,344,138 Redevelopment Successor Agency 1,466,448 1,108,101 1,055,101 Total $ 1,466,448 $ 1,108,101 $ 1,055,101 SubtotalI Capital Improvement Projects 66 I 64,913,975 :6 204,484,966 81,507,328 Total" I Page 74 of239 THE CITY OF SANTA CLARITA Summaries and Revenues FY 2025-26 Budget Summary - All Funds Where the Money Comes From ■ Special Distri( 17% ■ Successor Agency 1% ■ Other Taxes 5% ■ All Others (Includes Developer Fees and Transit Farebox Revenues) ■ Revenue from Other 10% Agencies 1-1 ✓µ15%°__ ■ Property Tax 22% Where the Money Goes ■ Community Development ■ Public Safety 4% 10% ■ Legal Services ■ Public Works 1% ■ Non-Departmer 5% ■ Successor Agency 1% ■ Economic Development 15% ■ Human Resoun & Library Servi 3% ■ Neighborhood Services ■City Manager's Office 9% ■ Recreation & Community 1% Services 6% ■ Licenses & Permits 3% ■ Charges for Current Services 3% ital Improvement Projects 28% ministrative Services 12% ANNUAL OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page75 of239 General Fund Budget Appropriations City Council 278,381 287,626 300,058 Administration 2,542,888 2,644,007 2,666,362 Communications 1,410,527 1,517,384 1,603,001 Total $ 4,231,796 $ 4,449,017 $ 4,569,421 Administrative Services Administration 655,730 691,846 I 734,135 Finance 2,889,437 3,430,091 3,496,411 Information Services 5,852,179 6,936,397 6,759,653 Special Districts 3,251,711 3,376,682 3,564,796 Total $ 12,649,057 $ 14,435,015 $ 14,554,994 Administration 690,746 729,699 745,401 Building & Safety 4,912,347 5,662,163 5,110,923 Community Preservation 4,395,264 5,199,520 5,576,180 Planning 2,208,159 2,546,425 2,598,233 Total $ 12,206,516 $ 14,137,806 $ 14,030,737 Public Works Administration 981,696 1,150,481 1,226,202 Capital Improvement Projects Administration 3,070,563 3,551,890 3,576,959 Engineering Services 3,008,358 3,222,198 3,242,904 General Services 2,468,279 2,638,489 2,741,440 Traffic & Transportation Planning 2,047,456 2,492,900 2,495,020 Total Public Safety $ 11,576,352 $ 13,055,957 $ 13,282,526 Sheriffs Services 30,823,549 33,527,961 I 35,108,649 Fire Protection 33,461 33,488 37,871 Total $ 30,857,010 $ 33,561,449 $ 35,146,520 Recreation . Community Administration 1,250,109 1,516,464 1,557,761 Recreation and Community Services 13,040,644 15,016,324 15,979,481 Total $ 14,290,753 $ 16,532,788 $ 17,537,242 Neighborhood Services Administration 591,386 783,018 I 787,218 Environmental Services 831,017 1,048,105 1,137,146 Facilities Maintenance 6,111,825 6,641,722 6,788,435 Parks 6,462,114 7,291,316 7,135,208 - Parks Planning & Open Space 782,097 910,534 875,211 Total $ 14,778,438 $ 16,674,695 $ 16,723,218 Human Resources 1 Administration 543,168 610,025 439,934 Human Resources 1,359,438 2,115,787 1,989,381 Total $ 1,902,606 $ 2,725,812 $ 2,429,315 Economic Development Administration 781,282 845,606 848,430 Economic Development 1,581,363 1,838,852 2,080,487 Arts and Events 4,328,988 4,380,617 4,371,334 Legal Services Total $ 6,691,633 $ 7,065,075 $ 7,300,250 City Attorney 1,184,621 1,675,686 I 1,500,000 Total $ 1,184,621 $ 1,675,686 $ 1,500,000 Non -Departmental Admin 661,499 865,457 702,595 Contingency - 750,000 750,000 Total $ 661,499 $ 1,615,457 $ 1,452,595 Subtotal125,928,759128,526,81.1 Interfund Transfers 45,882,002 26,708,741 23,803,372 Page 76 of239 THE CITY OF SANTA CLARITA Summaries and Revenues FY 2025-26 Budget Summary - General Fund Where the Money Comes From ■ Sales Tax ■ Other Revenue 11% ■ Interest Income 2% ■ Transient Occ 4% ■ Recreation/A&E r Transfers In 3% 0 Franchise Fees 1% 7% Where the Money Goes ■ ■ Public Safety Contingency 23% ■ City Attorney 0% 1% ■ Transfers C 16% ■ Non -Departmental 0% ■ Economic Development 5% ■ Human Resources & Library Services 2% ■ Neighb ... 11% ■ Community Development 9% Property Tax 34% rieveiopment xevenues 7% ■ City Manager's Office 3% I Public Works 9% ■ Recreation & Community Services 11% rative Services 10% ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 77 of239 General Fund Statement of Fund Balance Beginning Fund Balance $ 78,498,669 $ 76,693,752 $ 76,438,170 Revenues 152,614,621 151,237,405 151,768,325 Operating Transfers In 2,492,745 1,144,513 907,000 Total Resources Available 233,606,036 229,075,670 229,113,495 Operating Expenditures 96,872,471 110,607,567 113,231,011 Operating Transfers Out 60,039,813 42,029,933 39,099,179 Ending Fund Balance $ 76,693,752 $ 76,438,170 $ 76,783,305 Reserves Advances to Other Funds 595,000 7,376,000 7,676,000 Operating Reserve 26,350,000 Unreserved Fund Balance $ 76,098,752 $ 69,062,170 $ 42,757,305 Page 78 of239 THE CITY OF SANTA CLARITA Summaries and Revenues Statement of Fund Balance Actual 2023-2024 ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 79 of239 Statement of Fund Balance Estimate 2024-2025 Page 80of239 THE CITY OF SANTA CLARITA Summaries and Revenues Statement of Fund Balance Budget 2025-2026 ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page81 of239 392 Redevelopment Obligation Retirement Fund $ 8,962,139 550 Successor Agency Debt Service (38.547364 Successor Agency Statement of Fund Balance Actual2023-2024 Statement of Fund Balance Estimate 2024-2025 Statement of Fund Balance Budget 2025-2026 2,153,495 3.329536 $ (11,115,634 3,500 6 $ ,82,598 3329536 35,2 1 7,8281 1.051Ml 3,329,53- $ (36.269.429 Page 82 of239 THE CITY OF SANTA CLARITA Budget Revenues Three Year History Summaries and Revenues GENERAL FUND TAXES 100 - 400101 PROPERTY TAX $ 25,192,844 $ 25,050,000 $ 26,600,000 100 - 400106 PROPERTY TAX IN LIEU OF VLF 23,171,013 23,947,242 24,865,857 TOTAL PROPERTY TAX $ 48,363,857 $ 48,997,242 $ 51,465,857 100 - 401001 SALES & USE TAX $ 48,143,344 $ 47,400,000 $ 47,400,000 100 - 401106 TRANSIENT OCCUPANCY TAX 5,290,241 5,200,000 5,200,000 100 - 401107 REAL PROPERTY TRANSFER TAX 1,340,239 1,200,000 1,200,000 100 - 401201 FRANCHISE FEES 6,059,709 6,000,000 6,000,000 100 - 401202 FRANCHISE FEES -WASTE HAUL 4,087,590 4,280,000 4,477,000 100 - 401203 TEMP BIN/ROLL OFF FRANCHI 544,611 595,000 595,000 100 - 401204 FRANCHISE AGREEMENT -OTHER 80,692 180,000 180,000 100 - 401205 FRANCHISE AGREEMENT-REIM - 300,000 300,000 TOTAL OTHER TAXES $ 65,546,426 $ 65,155,000 $ 65,352,000 LICENSES & PERMITS 100 - 401301 BUSINESS LICENSE FEES $ 287,481 $ 300,000 $ 280,000 100 - 410101 CONDITIONAL USE PERMIT 92,488 67,552 70,640 100 - 410102 TEMPORARY USE PERMIT 12,706 15,238 15,600 100 - 410103 OAK TREE PERMIT 17,630 15,977 11,165 100 - 410104 MINOR USE PERMITS 80,652 84,905 87,075 100 - 410105 HOME OCCUPATION PERMIT 2,949 2,592 2,916 100 - 410106 TEMPORARY BANNER PERMIT 728 564 760 100 - 410107 ADU APP REVIEW FEE 29,670 34,194 30,000 100 - 411105 BUILDING PERMITS 5,188,276 4,925,151 3,600,000 100 - 411106 PERMIT ISSUANCE 173,283 213,775 140,000 100 - 411110 MEP PERMITS 1,276,477 1,461,890 900,000 100 - 412101 STREET VACATION 5,844 17,574 11,730 100 - 412103 CERTIFICATES OF COMPLIANCE 8,329 13,000 13,000 100 - 412105 FINAL SUBDIV MAPS/IMPROVE 72,389 30,000 60,000 100 - 413101 ANIMAL LICENSES 217,382 250,000 250,000 100 - 413107 SIDEWALK VENDOR 1,170 1,020 1,020 100 - 452101 MISC. BLDG & SAFETY SRVCS 31,864 25,649 20,000 100 - 453103 HWY ENCROACHMENT PERMITS 947,800 500,000 500,000 100 - 453108 GRADING INSPECTION PERMIT 266,890 100,000 200,000 100 - 453118 SLURRY SEAL FEE 18,570 92,000 - 100- 453124 TRANSPORTATION PERMIT 43,893 17,000 17,000 100-453126 NEW STREET NAME REVIEW 1,541 1,345 1,345 100-453129 PERMIT PROCESSING 3,100 3,000 3,000 100 - 453139 SUSMP INSPECTION PERMIT FEES 4,084 4,000 4,000 100 - 455101 TENTATIVE MAPS 182,634 51,811 65,670 100-455102 SITE/SIGN PLAN REVIEW 22,232 21,114 21,420 100 - 455103 TIME EXTENSIONS 1,941 6,639 2,500 100 - 455104 HILLSIDE REVIEW 10,853 27,929 8,014 100 - 455106 ADJUSTMENTS 15,854 16,000 14,560 TOTAL LICENSES & PERMITS $ 9,018,708 $ 8,299,919 $ 6,331,415 FINES, FORFEITURES & PENALTIES 100 - 420101 PARKING CITATIONS $ 1,000,039 $ 960,000 $ 960,000 100 - 452106 B&S FINES AND PENALTIES 60,855 97,694 60,000 100 - 453138 ENG SVCS FINES & PENALTIES - 500 500 100 - 455121 CP CITATION 166,644 270,000 270,000 TOTAL FINES, FORFEITURES & PENALTIES $ 1,227,538 $ 1,328,194 $ 1,290,500 USE OF MONEY & PROPERTY 100 - 430301 INTEREST INCOME $ 2,260,207 $ 3,428,825 $ 3,011,658 100 - 430307 INTEREST-CALIFORNIA BANK OF COMMERCE 3,599 - - 100- 430311 GASB 87 LEASE INTEREST REVENUE 15,744 100 - 430501 UNREALIZED GAIN/LOSS INVE 2,158,196 - - 100- 430604 INTEREST INC-B&T ADVANCE 72,892 150,255 299,496 100 - 431101 RENTAL INCOME -CITY HALL 11,827 12,902 13,289 100 - 431107 RENTAL INCOME - MISC - 80,650 80,650 100 - 431111 DARK FIBER LEASE 19,098 160,000 164,000 100 - 431113 GASB 87 LEASE REVENUE 254,139 - - 100- 431114 RENTAL INCOME-TESORO ADOBE HOUSE 9,322 17,000 17,000 100 - 431115 RENTAL - MITCHELL HOUSE 17,257 30,000 30,000 ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page83 of239 Budget Revenues Three Year History 100 - 431116 RENTAL - PICNICS 49,601 55,000 55,000 100 - 453128 NEXTG RIGHT OF WAY USE - 11,164 11,164 TOTAL USE OF MONEY & PROPERTY S 4,871,881 S 3,945,796 S 3,682,257 REVENUES FROM OTHER AGENCIES 100 - 440101 ST. MOTOR VEHICLE IN -LIEU $ 284,913 S 363,318 $ 350,000 100 - 445101 FEMA GRANTS - 420,740 - 100- 446105 EVERY 15 MINUTES REIMBURS - - 20,000 100 - 447103 SB-90 RELMURSEMENT 658,456 414,114 60,000 100 - 447104 STATE RECYCLING GRANTS 91,175 31,241 32,034 100 - 447105 BEAUTIFICATION GRANT PRGM 99,291 100,000 100,000 TOTAL REVENUE FROM OTHER AGENCIES $ 1,133,834 $ 1,329,413 S 562,034 CHARGES FOR CURRENT SERVICE 100 - 411107 B&S PLAN REVIEW $ 3,672,461 S 3,253,590 S 3,700,000 100 - 411108 INDUSTRIAL WASTE INP FEE 468,352 291,890 340,000 100 - 412104 EASEMENT DOCUMENT REVIEW 25,680 30,000 30,000 100 - 412106 LOT LINE ADJUSTMENT 17,457 30,000 30,000 100 - 412107 CHAIN OF TITLE - REVIEW 630 - - 100- 413102 FILM PERMIT 189,028 190,000 190,000 100 - 413103 FILM PERMIT -ROAD USE 154,848 160,000 160,000 100 - 413104 PARADE PERMITS 28,280 20,000 20,000 100 - 413105 FILM PERMIT - PROPERTY USE 28,090 30,575 28,550 100 - 421101 SOLID WASTE LIQUID DAMAGE 60,306 50,000 50,000 100 - 421103 COMMUNITY COURT - TRAFFIC 16,050 13,700 14,200 100 - 421107 TEEN COURT FEES 5,550 3,000 3,500 100 - 431102 ACTIVITY CENTER REVENUES 190,517 180,000 180,000 100 - 431103 RECREATION AQUATICS RENTALS 249,249 210,000 225,000 100 - 431104 FACILITY RENTALS 193,285 135,000 135,000 100 - 431105 FIELD RENTALS 473,553 450,000 480,000 100 - 431106 SPORTS COMPLEX REVENUES 36,865 30,000 30,000 100 - 431109 SC GREAT AMERICAN CAMP - - 4,000 100 - 431110 SKATE PARK B/DAY PARTY 6,040 7,000 7,000 100 - 451101 DUI CHARGES 139,579 150,000 150,000 100 - 451102 FALSE ALARM CHARGES 165,841 130,000 130,000 100 - 451103 NSF CHECKS 542 500 500 100 - 452104 ENFORCEMENT COST RECOVERY 44,270 46,174 40,000 100 - 452105 RECORD MAINTENANCE 633,477 618,417 450,000 100 - 452107 FEE TO EXPEDITE-B & S 89,947 98,209 60,000 100 - 452108 STRONG MOTION FEES 1,394 2,000 2,000 100 - 452109 BUILDING STANDARDS COMM - 2,000 2,000 100 - 453101 STORM DRAIN TRANS PROCESS 2,185 2,185 100 - 453102 FLOODWAYS STUDIES - 17,738 10,000 100 - 453105 SEWER INSPECTION 80,158 50,000 80,000 100 - 453106 STREET INSPECTION 218,407 60,000 35,000 100 - 453107 STORM DRAIN INSPECTIONS 21,591 6,000 20,000 100 - 453110 SEWER PLAN CHECK 23,796 11,183 20,000 100 - 453111 STREET PLAN CHECK 38,199 25,000 25,000 100 - 453112 STORM DRAIN PLAN CHECK 11,635 10,000 15,000 100 - 453114 GRADING PLAN CHECK 278,670 60,000 80,000 100 - 453117 GRADING SOILS/GEO DEPOSIT 73,039 52,407 60,000 100 - 453119 DOCUMENT IMAGING 44,137 40,000 40,000 100 - 453120 STREET LIGHT PLAN CHECKS 7,742 6,000 6,000 100 - 453121 FEE TO EXPEDITE-ENG SVCS 5,624 24,784 - 100- 453125 SEWER MODELING REVIEW 4,352 2,400 4,800 100 - 453130 SPECIAL AGREEMENT ADMIN FEE - 1,500 1,500 100 - 453135 PLACERITA SEWER FEES 23,724 13,362 - 100- 453137 SITE INVESTIGATION (ENG SVCS) - 500 500 100 - 453140 SWPPP INSPECTION 4,337 5,000 5,000 100 - 454102 TRAFFIC SIGNAL INSPECTION 9,525 21,738 10,000 100 - 454104 TRAFFIC SIGNAL PLAN CHECK 11,132 15,159 4,700 100 - 454105 STRIPING PLAN CHECK 74,211 18,402 2,895 100 - 454106 DETOUR PLAN CHECK 46,719 80,000 15,000 100 - 454108 TRAFFIC SIGNAL TIMING FEE 26,433 16,658 2,429 100 - 455108 PRE -APPLICATION REVIEW 34,010 23,702 32,800 100 - 455109 INITIAL STUDIES - 3,300 6,600 100 - 455115 APPEAL FEES 8,638 7,000 - 100- 455116 SELF -HAUL FEES 305 500 500 100 - 455117 ENVIRONMENTAL IMPACT REPORT (48,577) 104,166 53,195 Page 84 of239 THE CITY OF SANTA CLARITA Summaries and Revenues 100 - 455118 100 - 455120 100 - 455122 100 - 455124 100 - 455126 100 - 455128 100 - 455129 100 - 455130 100 - 455135 100 - 456107 100 - 456108 100 - 456202 100 - 456204 100 - 456205 100 - 456206 100 - 456302 100 - 456501 100 - 456502 100 - 456602 100 - 456603 100 - 456604 100 - 456606 100 - 456607 100 - 456608 100 - 456609 100 - 456611 100 - 456613 100 - 456614 100 - 456615 100 - 457108 100 - 457109 100 - 457110 100 - 457111 100 - 457115 100 - 457116 100 - 457117 100 - 457119 100 - 457120 100 - 413106 100 - 457131 100 - 401302 100 - 456103 100 - 457101 100 - 457121 100 - 457127 100 - 457130 100 - 462101 100 - 421108 100 - 421109 100 - 421110 100 - 462103 100 - 462106 100 - 462107 100 - 462109 100 - 462110 100 - 462118 100 - 462122 100 - 462123 100 - 462124 100 - 462125 Budget Revenues Three Year History LANDSCAPINGARR PLANCHECK MOBILE HOME REGISTRATION RIDGELINE ALTERATION ZONING LETTER DEVELOPMENT REVENUE GEN PLAN AMEND & ZONE CHG ARCHITECT DESIGN REVIEW ADMIN DEVELOPMENT PERMIT SPECIFIC PLAN THE MAIN PRODUCTION TICKET SALES GEAR VENDORS FOOD VENDORS CITY MERCHANDISE EVENTS AQUATICS REGISTRATIONS AQUATICS POINT OF SALE ADULT SPORTS YOUTH SPORTS CONTRACT CLASSES CHILD DEVELOPMENT BREAKFAST WITH SANTA COMMUNITY CENTER DAY CAMP SPONSORSHIP REVENUE EXCURSIONS RECREATION ADMIN FEE CCCC PROGRAMS SALE OF MAPS & PUBLICATIONS VEHICLE IMPOUND RELEASE NOTARY SERVICE COPIES -CITY CLERK VIDEO/ AUDIO DUPLICATION SUSVIP PLAN CHECK STRl\IWTR POLLU PRE V (S WPPP) BOND PROCESSING & REVIEW LOBBYIST REGISTRATION FILM MONITORING FEE MARRIAGE SERVICES TOTAL CHARGES FOR CURRENT SERVICE OTHER REVENUE SATELLITE WAGERING FEE CROSSING GUARDS REVENUE OVERHEAD REE\IBURSEAII NT3 NON-FRAN HAUL L\IPOUND FEES C&D UNCLAIMED DEPOSITS EV CHARGING STATION MISCELLANEOUS REVENUE GRAFFITI RESTITUTIONSMON DFY/OPIOID SETTLEMENTS SOLID WASTE PROGRAMMING CASH OVER/SHORT SALES OF PROPERTY & EQUIPMENT BEVERAGE PARTNERSHIP REVENUE STATE OF THE CITY TICKETS ENERGY REBATES INSPECTIONS REVENUE PROPERTY DAMAGE PAYMENTS BACK-UP FACILITIES FEE HOMETOWN HERDS BANNER PR SA LOAN REPAYMENT 18,581 5,626 2,221 141,910 41,613 49,531 50,421 198 11,315 16,702 18,410 5,738 747 385,868 202,749 266,651 424,501 1,295,281 541,424 7,022 85,686 450,321 336,149 8,694 4,196 81,807 18 183,780 284 1,537 152 15,152 4,925 20,967 780 31,664 45,974 12,647,690 32,313 S 19,202 9,369,064 1,080 24,114 7,617 12,860 2,980 130,340 82,080 29,838 54,400 27,215 53,261 10,000 15,000 18,600 3,000 367,968 175,000 245,000 390,000 1,316,000 565,000 7,000 89,978 565,000 260,000 14,000 3,000 83,216 121 180,000 200 1,200 150 15,000 3,000 20,000 20,200 5,682 3,200 130,340 41,040 33,330 34,650 50,000 10,000 14,000 15,000 "000 367,968 175,000 245,000 390,000 1,366,350 623,000 7,000 90,000 604,640 260,000 14,000 3,000 83,000 121 180,000 200 1,200 150 15,000 3,000 20,000 26,864 26,000 50,000 65,000 11,659,741 S 11,894,925 30,000 S 30,000 30,288 30,288 9,853,063 10,720,633 - 800 107,500 140,000 41,738 65,000 70,000 (48,138) 241,834 - 3,500 - 1,000 35,000 35,000 35,000 130,000 130,000 130,000 79 116 116 61,283 6,865 20,000 20,229 11,769 - 9,865 8,500 10,000 1,694 - - 2,645 - 347 - 13,177 - - 2,480 2,165 1,500 109,128 TOTAL OTHER REVENUE $ 9,804,687 $ 10,522,100 S 11,189,337 TRANSFERS IN 2,492,745 1,144,513 907,000 TOTAL GENERAL FUND S 155,107,366 S 152,381,917 S 152,675,325 ANNUAL OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page85 of239 Budget Revenues Three Year History FUND 104 - GASB 45 COMPLIANCE 104 - 430301 INTEREST -OTHER INVESTMENT $ 5,666,002 $ $ 104 - 430501 UNREALIZED GAIN/LOSS 151,413 104 - 457128 OPEB CONTRIBUTIONS 278,000 TOTAL FUND 104 - GASB 45 COMPLIANCE $ 6,095,414 $ $ FUND 106 - PENSION LIABILITY 106 - 430301 INTEREST INCOME $ 108,875 $ $ 106 - 430501 UNREALIZED GAIN/LOSS INVE 176,887 TRANSFERS IN 5,353,779 3,180,409 4,574,431 TOTAL FUND 106 - PENSION LIABILITY $ 5,639,541 $ 3,180,409 $ 4,574,431 FUND 120 - RECREATIONAL FACILITY FUND 120 - 430301 INTEREST -OTHER INVESTMENT $ 1,639 $ - $ - 120- 430311 GASB 87 LEASE INTEREST REVENUE 372 - - 120- 431107 RENTAL INCOME-MISC 5,041 74,808 74,808 120 - 431112 RENTAL -PRO SHOP 69,626 48,000 48,000 120 - 431113 GASB 87 LEASE REVENUE 40,881 - - 120- 456206 CITY MERCHANDISE 425 - - 120- 456611 SPONSORSHIP REVENUE 129,217 115,000 130,000 120 - 456701 ON -ICE REVENUE 3,769,502 3,551,915 3,551,915 120 - 456702 FOOD CONCESSION 32,887 40,000 40,000 120 - 456704 EVENTS -ICE COVERING - 9,520 - 120- 456705 MISC CUBE REVENUE 27,632 20,000 20,000 120 - 462101 CUBE ROOM RENTALS 16,949 35,000 35,000 120 - 456706 FILMING REVENUE CUBE 24,250 19,000 5,000 TRANSFERS IN - 563,060 798,590 TOTAL FUND 120 - RECREATIONAL FACILITY FUND $ 4,118,421 $ 4,476,303 $ 4,703,313 FUND 130 - CITRUS FACILITY FUND 130 - 430311 GASB 87 LEASE INTEREST REVENUE $ 346 $ - $ - 130- 431107 RENTAL INCOME-MISC 20,840 206,130 206,130 130 - 431113 GASB 87 LEASE REVENUE 86,764 - - TRANSFERS IN 5,478,258 167,971 - TOTAL FUND 130 - CITRUS FACILITY FUND $ 5,586,208 $ 374,101 $ 206,130 FUND 140 - HART PARK FUND 140 - 431117 RENTAL -HART HALL $ - $ - $ 55,000 TRANSFERS IN 735,510 1,945,193 TOTAL FUND 140 - HART PARK FUND $ $ 735,510 $ 2,000,193 FUND 201 - HOME PROGRAM 201 - 430301 INTEREST INCOME $ 20,466 $ 39,801 $ 35,370 201 - 430501 UNREALIZED GAIN/LOSS 12,207 - - 201- 455201 HOME PROGRAM COLLECTIONS 32,025 4,496 TOTAL FUND 201 - HOME PROGRAM $ 64,699 $ 44,297 $ 35,3 00 FUND 202 - SURFACE TRANSP PROGRAM 202 - 445118 STPL REVENUE $ 1,302,000 $ 393,000 $ TRANSFERS IN 10,900 - TOTAL FUND 202 -SURFACE TRANSP PROGRAM $ 1,312,900 $ 393,000 $ FUND 203 - COMMUNITY DEVELOPMENT BLOCK GRANT 203 - 442415 CARES ACT (COVID-19) $ 173,969 $ 261,970 $ 309,085 203 - 455202 CDBG - HUD 1,418,615 3,180,243 1,728,466 TOTAL FUND 203 -COMMUNITY DEVELOPMENT BLOCK GRANT $ 1,592,584 $ 3,442,213 $ 2,037,551 FUND 206 - BJA LAW ENFORCEMENT GRANT 206 - 446123 JUSTICE AS ST GRANT 22 $ 6,903 $ $ 206 - 446124 JUSTICE AS ST GRANT 23 23,665 206 - 446125 JUSTICE AS ST GRANT 24 - 20,737 TOTAL FUND 206 - BJA LAW ENFORCEMENT GRANT $ 30,568 $ 20,737 $ FUND 207 - HOME ENTITLEMENT 207 - 455203 HOME PROGRAM $ $ $ 530,314 TOTAL FUND 207 - HOME ENTITLEMENT $ $ $ 530,314 Page 86 of239 THE CITY OF SANTA CLARITA Summaries and Revenues Budget Revenues Three Year History FUND 228 - AMERICAN RESCUE PLAN ACT 228 - 462101 AMERICAN RESCUE PLAN $ 6,309,485 $ 159,217 $ TOTAL FUND 228 - AMERICAN RESCUE PLAN ACT $ 6,309,485 $ 159,217 $ FUND 229 - FEDERAL GRANT 229 - 442409 MISC FEDERAL GRT $ 1,674,599 $ 4,018,946 $ 4,384,412 TOTAL FUND 229 - FEDERAL GRANT $ 1,674,599 $ 4,018,946 $ 4,384,412 FUND 230 - GAS TAX 230 - 430301 INTEREST INCOME $ 2,423 $ - $ - 230- 441101 2107.5 GAS TAX 10,000 10,000 10,000 230 - 441102 2106 GAS TAX 900,130 818,803 825,286 230 - 441103 2107 GAS TAX 1,994,051 1,995,944 2,001,942 230 - 441104 2105 GAS TAX 1,667,678 1,455,488 1,466,866 230 - 441107 7360 GAS TAX 1,829,824 2,132,313 2,096,969 230 - 462101 MISCELLANEOUS REVENUE (8,522) - - 230- 462122 PROPERTY DAMAGE PAYMENTS 3,495 5,681 - TRANSFERS IN 119,344 929,435 3,491,155 TOTAL FUND 230 - GAS TAX $ 6,318,423 $ 7,337,664 $ 9,892,218 FUND 231 - TRAFFIC SAFETY 231 - 420103 TRAFFIC MOVING VIOLATIONS $ 485,796 $ 550,000 $ 550,000 TOTAL FUND 231 - TRAFFIC SAFETY $ 485,796 $ 550,000 $ 550,000 FUND 232 - AB2766 AIR QUALITY IMPROVEMENT 232-430301 INTEREST INCOME 232 - 430501 UNREALIZED GAIN/LOSS INVESTMENT 232 - 442104 A132766 AIR QUALITY IMPROV TOTAL FUND 232 - A132766 AIR QUALITY IMPROVEMENT FUND 233 - TDA ARTICLE 8 233 - 430301 INTEREST INCOME 233 - 430501 UNREALIZED GAIN/LOSS INVE 233 - 442102 TDA ARTICLE 8 (STREETS) TOTAL FUND 233 - TDA ARTICLE 8 FUND 234 - SUPPLEMENTAL LANV ENFORCENIENT GRANT 234 - 430301 INTEREST INCOME 234 - 430501 UNREALIZED GAIN/LOSS INVE 234 - 446103 SUPPL. LAW ENFORCEMENT GR TOTAL FUND 234 - SUPPLEMENTAL LAW ENFORCEMENT GRANT 238 - 430301 238 - 430501 238 - 442101 259 - 447104 259 - 447108 259 - 462101 260 - 430301 260 - 430501 260 - 442201 FUND 238 - BIKEWAY FUNDS INTEREST INCOME UNREALIZED GAIN/LOSS INVE TDA ARTICLE 3 (BIKEWAYS) TOTAL FUND 238 - BBKENVAY FUNDS FUND 259 - AIISC GRANTS STATE RECYCLING GRANTS RMDZ CAL RECYCLE GRANT NIISCELLANEOUS REVENUE TOTAL, FUND 259 - NIISC GRANTS FUND 260 - PROPOSITION C LOCAL RETURN INTEREST INCOME UNREALIZED GAIN/LOSS INVE PROPOSITION C LOCAL RETURN TOTAL FUND 260 - PROPOSITION C LOCAL RETURN 14,903 $ 25,091 $ 28,502 9,295 - - 310,263 302,100 302,100 $ 334,462 $ 327,191 $ 330,602 $ 30,067 $ 138,486 $ 217,488 104,877 - - 2,292,113 19,499,757 4,078,700 $ 2,427,057 $ 18,627,243 $ 4,296,188 $ 16,534 $ $ 8,175 663,145 630,040 500,000 $ 687,954 $ 630,040 $ 500, 000 $ 1,445 $ $ 5,227 - 210,647 231,924 519,407 $ 217,319 $ 231,924 $ 519,407 $ - $ 57,599 $ 57,000 11,215 1,000 28,630 1,510,444 3,278,949 4,825,561 $ 1,521,659 $ 3,337,547 $ 4,911,191 $ 202,734 $ 480,775 $ 522,391 192,555 - - 5,033,163 4,947,095 4,944,164 $ 5,428,451 $ 5,427,870 $ 5,466,555 FUND 261 - PROPOSITION A LOCAL RETURN 261 - 430301 INTEREST INCOME $ 343,345 $ 865,732 $ 945,697 261 - 430501 UNREALIZED GAIN/LOSS INVE 154,330 - - 261- 442301 PROP A - LOCAL RETURN 6,067,976 5,964,140 10,582,652 TRANSFERS IN 794,364 - - TOTAL FUND 261 -PROPOSITION A LOCAL RETURN $ 7,359,915 $ 6,829,872 $ 11,528,349 ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 87 of239 Budget Revenues Three Year History FUND 264 - MEASURE R LOCAL RETURN 264 - 430301 INTEREST INCOME $ 169,065 $ 194,043 $ 264 - 430501 UNREALIZED GAIN/LOSS INVE 155,688 - 264- 442602 MEASURE R LOCAL RETURN 3,773,691 3,709,370 3,708,123 TOTAL FUND 264 - MEASURE R LOCAL RETURN $ 4,098,445 $ 3,903,413 $ 3,708,123 FUND 265 - PROPOSITION C 25% GRANT 265 - 442208 PROPOSITION C GRANTS $ 458,395 $ 1,197,146 $ 951,466 TOTAL FUND 265 - PROPOSITION C 25% GRANT $ 458,395 $ 1,197,146 $ 951,466 FUND 266 - MEASURE M LOCAL RETURN 266 - 442611 MEASURE M LOCAL RETURN $ 4,261,300 $ 4,205,730 $ 4,202,539 266 - 430301 INTEREST INCOME 255,068 318,116 51,936 266 - 430501 UNREALIZED GAIN/LOSS INVE 214,260 - - TOTAL FUND 266 - MEASURE M LOCAL RETURN $ 4,730,628 $ 4,523,846 $ 4,254,475 FUND 267 - SB1 ROAD REPAIR & ACCOUNTABILITY 267 - 430301 INTEREST INCOME $ 101,330 $ 133,425 $ 267 - 430501 UNREALIZED GAIN/LOSS INVE 78,229 - - 267- 441108 SB1 ROAD MAINTENANCE REHAB 5,952,398 5,818,135 6,045,690 TOTAL FUND 267 - SB1 ROAD REPAIR & ACCOUNTABILITY $ 6,131,957 $ 5,951,560 $ 6,045,690 FUND 268 - MEASURE M ATP 268 - 442614 MEASURE M ATP $ 272,515 $ 6,254,687 $ TOTAL FUND 268 - MEASURE M ATP $ 272,515 $ 6,254,687 $ FUND 269 - MEASURE A SAFE PARKS 269 - 443104 MEASURE A SAFE PARKS $ 418,570 $ 233,369 $ 228,384 269 - 443105 MEASURE A SAFE PARKS PROJ SPECIFIC 3,072,514 - - TOTAL FUND 269 - MEASURE A SAFE PARKS $ 3,491,084 $ 233,369 $ 228,384 FUND 270 - MEASURE R HIGHWAY IMPROVEMENTS 270 - 442605 MEASURE R HIGHWAY OPS IMP $ 507,644 $ 20,551,896 $ TOTAL FUND 270 - MEASURE R HIGHWAY IMPROVEMENTS $ 507,644 $ 20,551,896 $ FUND 271 - MEASURE W - MUNICIPAL 271 - 400108 MEASURE W SAFE CLEAN WATER $ 3,235,579 $ 3,235,579 $ 3,252,000 271 - 430301 INTEREST INCOME 187,503 259,640 179,378 271 - 430501 UNREALIZED GAIN/LOSS INVE 136,618 - - TOTAL FUND 271 - MEASURE W - MUNICIPAL $ 3,559,700 $ 3,495,219 $ 3,431,378 FUND 272 - MEASURE H HOMELESS INITIATIVE 272 - 462101 MISCELLANEOUS REVENUES $ 323,310 $ 335,217 $ TOTAL FUND 272 - MEASURE H HOMELESS INITIATIVE $ 323,310 $ 335,217 $ FUND 274 - MEASURE W - REGIONAL 274 - 400108 MEASURE W SAFE CLEAN WATER $ $ $ 19,998,768 274 - 430301 INTEREST -OTHER INVESTMENT 69,018 48,826 TRANSFERS IN 1,856,446 - TOTAL FUND 274 - MEASURE W - REGIONAL $ $ 1,925,464 $ 20,047,594 FUND 305 - PARK DEDICATION FUND 305 - 430301 INTEREST INCOME $ 90,055 $ 128,779 $ 3,943 305 - 430501 UNREALIZED GAIN/LOSS INVE 16,671 - - 305- 457502 PARK IN -LIEU FEES-QUIMBY 3,606,957 32,820 - TOTAL FUND 305 - PARK DEDICATION FUND $ 3,713,683 $ 161,599 $ 3,943 FUND 306 - DEVELOPER FEE FUND 306 - 430301 INTEREST INCOME $ 56,392 $ 68,529 $ 39,300 306 - 430501 UNREALIZED GAIN/LOSS INVE 232,433 - - 306- 457501 DEVELOPER FEES 3,581 - 306- 462101 MISCELLANEOUS REVENUES 30,000 30,000 306 - 462125 SA LOAN REPAYMENT 159,597 - TRANSFERS IN 950,568 - - TOTAL FUND 306 - DEVELOPER FEE FUND $ 1,432,571 $ 98,529 $ 39,300 Page 88 of239 THE CITY OF SANTA CLARITA Summaries and Revenues 309 - 400101 309 - 430301 309 - 430501 309 - 431104 309 - 431107 309 - 457129 309 - 460107 309 - 462101 309 - 462103 309 - 462121 309 - 610004 Budget Revenues Three Year History FUND 309 - PUBLIC LIBRARY FUND PROPERTY TAX INTEREST INCOME UNREALIZED GAIN/LOSS INVE RENTAL INCOME -FACILITIES RENTAL INCOME-MISC PASSPORTFEES DONATIONS-FOL PROGRAMMING MISCELLANEOUS REVENUE CASH OVER SHORT LIBRARY GRANTS GASB96 SUBSCRIPTION PROCEEDS TOTAL FUND 309 -PUBLIC LIBRARY FUND $ 10,214,896 $ 10,350,000 $ 10,465,000 149,185 333,668 363,442 88,961 - - 1,175 1,000 500 61,423 - - 310,656 290,000 290,000 26,000 27,000 27,000 66,106 55,000 55,000 418 - - 42,391 39,228 34,000 161,411 - - $ 11,122,622 $ 11,095,896 $ 11,234,942 FUND 330 - PUBLIC EDUCATION & GOVERNMENT 330 - 401204 FRANCHISE AGREEMENT -OTHER $ 315,874 $ 450,000 $ 450,000 330 - 430301 INTEREST INCOME 18,260 37,548 17,647 330 - 430501 UNREALIZED GAIN/LOSS INVE 11,883 - - TRANSFERS IN 1,412,213 - - TOTAL FUND 330 -PUBLIC EDUCATION & GOVERNMENT $ 1,758,230 $ 487,548 $ 467,647 FUND 350 - GVR OPEN SPACE MAINTENANCE DISTRICT 350-402402 SPECIAL ASSESSMENTS 350 - 430301 INTEREST INCOME 350 - 430501 UNREALIZED GAIN/LOSS INVE TOTAL FUND 350 - GVR OPEN SPACE MAINTENANCE DISTRICT 351 - 402101 351 - 402102 351 - 402103 351 - 402105 351 - 402106 351 - 402107 351 - 402108 351 - 402109 351 - 402110 351 - 402111 351 - 402112 351 - 402113 351 - 402114 351 - 402115 351 - 402116 351 - 402117 351 - 430301 351 - 430501 FUND 351 - DRAINAGE BENEFIT ASSESSMENT AREAS DRAINAGE BENEFIT ASSES#3 DRAINAGE BENEFIT ASSES#6 DRAINAGE BENEFIT ASSES#18 DRAINAGE BENEFIT ASSES420 DRAINAGE BENEFIT ASSES #22 DBAA 2008-1 RIVER VILLAGE DBAA 2008-2 SOUTH PLAZA DBAA 2013-1 VILLA METRO DBAA 2014-1 RIVER VILLAGE AREA C DBAA 2015-1 FIVE KNOLLS DBAA 2017-1 VISTA CANYON DBAA 2017-2 GV RANCH DBAA 424 - PLUM CYN DBAA #33 -SKYLINE DBAA 2023-1 BOUQUET CANYON DBAA 35 TESORO INTEREST INCOME UNREALIZED GAIN/LOSS INVE $ 91,459 $ 93,000 $ 95,700 7,418 12,641 12,137 6,135 - - $ 105,012 $ 105,641 $ 107,837 $ 28,363 $ 27,997 $ 27,945 26,302 26,155 26,022 45,062 43,696 43,474 43,991 45,185 46,493 15,391 15,747 16,203 66,436 65,602 69,829 18,830 19,245 19,902 19,659 20,000 20,580 69,715 71,386 73,454 112,752 120,101 123,579 43,808 50,739 51,913 33,509 34,209 35,198 68,397 83,633 86,055 22,958 24,142 24,841 - 610 102,702 - 60,227 122,745 100,450 189,391 197,235 78,310 - - TRANSFERS IN 17,000 - - TOTAL FUND 351 -DRAINAGE BENEFIT ASSESSMENT AREAS $ 810,933 $ 898,054 $ 1,087,870 FUND 354 - STREETLIGHTS MAINT. DISTRICT -AD VALOREM 354 - 401101 AD VALORENI 354 - 430301 INTEREST INCOM 354 - 430501 UNREALIZED GAIN/LOSS INVE 354 - 454102 TRAFFIC SIGNAL, INSPECTION 354 - 462101 MISCELLANEOUS REVENUE 354 - 462122 PROPERTY DAMAGE PAYMENTS TOTAL FUND 354 - STREETLIGHTS MAINT. DISTRICT -AD VALOREM 356 - 402301 356 - 402302 356 - 402303 356 - 402304 356 - 402305 356 - 430301 356 - 430501 356 - 457124 356 - 462101 FUND 356 - STORMWATER UTILITY STORMMIATER UTILITY USER FEE STRNIDRN ASSESS-BRIDGEPORT STRNIDRN ASSESS-CREEKSIDE STRNIDRN ASSESS -HIDDEN CRK STRNIDRN .ASSESS -HART PONY INTEREST INCOME UNREALIZED GAIN/LOSS INVE SUSNIP INSPECTION PERMIT FEES MISCELLANEOUS REVENUE $ 3,724,100 $ 3,628,082 $ 3,741,400 348,814 649,699 613,140 281,758 - - 2,500 5,000 2,500 10,855 - - 72,438 114,294 100,000 $ 4,440,465 $ 4,397,075 $ 4,457,040 4,210,352 $ 4,403,538 $ 4,540,400 28,190 27,885 27,744 25,965 25,696 25,565 22,069 21,955 21,943 6,454 6,407 6,375 115,212 197,468 181,919 106,458 - - 23,419 20,591 20,290 320,263 323,251 - ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 89 of239 Budget Revenues Three Year History TRANSFERS IN 3,690 3,690 3,690 TOTAL FUND 356 - STORMWATER UTILITY S 4,862,072 S 5,030,471 S 4,827,826 FUND 357 - LANDSCAPE MAINTENANCE DISTRICT 357 - 402201 LMD DISTRICT #1 ZONE #Tl WEST S 31,090 S 31,028 S 31,850 357 - 402202 LMD DIST 1 ZONE T2 OLD ORCHARD 274,055 278,499 277,085 357 - 402203 LMD DIST 1 ZONE T3 VAL HILLS 146,888 149,270 157,504 357 - 402204 LMD DIST 1 ZONE T4 VAL MEADOWS 191,728 188,303 206,082 357 - 402205 LMD DIST 1 ZONE T5 VAL GLEN 169,634 166,604 216,235 357 - 402206 LMD DIST 1 ZONE T6 SO VALLEY 149,484 146,814 146,069 357 - 402207 LMD DIST 1 ZONE T7 CENTRAL 494,442 485,611 483,146 357 - 402208 LMD DIST 1 ZONE T8 SUMMIT 1,441,688 1,465,054 1,507,467 357 - 402211 LMD DIST 1 ZONE T17 RAINBOW GLEN 49,421 50,222 51,676 357 - 402212 LMD DIST 1 ZONE T23 MT VIEW SLOPES 1,087,325 1,154,173 1,148,315 357 - 402213 LMD DIST 1 ZONE T23A MT VIEW CONDOS 384,615 408,262 420,081 357 - 402214 LMD DIST 1 ZONE T23B SECO VILLAS 138,115 140,355 144,418 357 - 402215 LMD DIST 1 ZONE T29 AMERICAN BEAUTY 66,493 65,306 64,974 357 - 402216 LMD DIST ZONE T31 SHANGRI-LA 467,932 475,521 489,286 357 - 402220 LMD DIST 1 ZONE T46 NBRIDGE 2,205,294 2,268,503 2,256,988 357 - 402221 LMD DIST 1 ZONE T47 NPARK 1,010,269 1,026,640 1,056,366 357 - 402222 LMD DIST 1 ZONE T52 STONECREST 537,640 546,323 543,550 357 - 402223 LMD DIST 1 ZONE 1 GV PARKWAY 13,125 12,890 12,825 357 - 402225 LMD DIST 1 ZONE 3 SIERRA HEIGHTS 51,730 50,806 50,549 357 - 402226 LMD DIST 1 ZONE 4 ALBERTSONS 121,529 119,358 118,752 357 - 402227 LMD DIST 1 ZONE 5 SUNSET HILLS 92,107 90,462 85,205 357 - 402228 LMD DIST 1 ZONE 6 CYN CREST 70,204 68,950 71,308 357 - 402229 LMD DIST 1 ZONE 7 CRKSIDE 197,764 194,233 193,247 357 - 402230 LMD DIST 1 ZONE 8 FRIENDLY/SIERRA 9,448 9,602 9,879 357 - 402233 LMD DIST 1 ZONE 15 RIVER VILLAGE 361,793 315,850 314,247 357 - 402234 LMD DIST 1 ZONE 16 VIC 323,736 328,968 327,302 357 - 402235 LMD DIST 1 ZONE 17 BQT/RAILROAD AVE 112,909 110,893 110,330 357 - 402237 ZONE 18 TOWN CENTER TOURNEY RD 730,917 716,767 713,129 357 - 402238 ZONE 19 BRIDGEPORT BOUQUET 120,585 122,546 126,088 357 - 402239 ZONE 20 GOLDEN VLLY RANCH -COMMERCIAL 101,491 99,678 99,172 357 - 402241 LMD DIST #1 ZONE 21 GLDN VLY RANCH-RES. 292,798 335,497 382,518 357 - 402242 LMD DIST #1 ZONE 22 HMNM HOSPITAL 17,914 17,594 17,505 357 - 402244 LMD DIST #1 ZONE 24 CYN GATE 45,139 44,332 44,107 357 - 402245 LMD DIST #1 ZONE 25 VL DI ORO 12,142 13,914 15,820 357 - 402246 ZONE 26 CTR PT -COMMERCIAL 165,668 162,710 161,884 357 - 402247 ZONE 27 CIRCLE J 590,095 599,680 620,662 357 - 402248 ZONE 28 NEWHALL 534,116 549,120 566,796 357 - 402249 ZONE T33 CANYON PARK 100,492 98,697 98,196 357 - 402250 ZONE T51 VALENCIA HIGH SCHOOL 566,429 556,313 553,489 357 - 402251 LMD T65 FAIR OAKS PH I - - 77,224 357 - 402252 LMD T65A FAIR OAKS PH 1 & 2 - - 210,700 357 - 402254 ZONE T20 ELDORADO VILLAGE 189,550 186,165 185,220 357 - 402255 ZONE T44 BOUQUET CYN 90,864 89,241 88,788 357 - 402256 ZONE T48 SHADOW HILLS 47,914 47,058 46,820 357 - 402257 ZONE T62 CANYON HEIGHTS 129,376 127,065 126,420 357 - 402258 ZONE T67 MIRAMONTES 273,795 268,905 267,540 357 - 402259 ZONE T71 HASKELL CYN RANCH 141,409 138,883 138,178 357 - 402261 ZONE 29 VILLA METRO 64,681 63,526 63,203 357 - 402266 ZONE 30 PENLON 31,331 30,771 30,615 357 - 402267 ZONE 31 FIVE KNOLLS 235,640 231,432 204,673 357 - 402269 ZONE T69 WEST CREEK ESTATES 599,458 708,633 729,149 357 - 402270 ZONE T68 WEST CREEK VILLAGE 156,675 159,219 163,836 357 - 402271 ZONE 32 VISTA CANYON 74,746 75,956 74,752 357 - 402272 ZONE T2A SKYLINE RANCH - 166,593 171,439 357 - 402273 ZONE T1B PLUM/WHITES CYN 93,298 93,460 - 357 - 402274 ZONE TESORO ADOBE PARK 106,179 111,745 122,218 357 - 401102 AD VALOREM T2 OLD ORCHARD 114,577 115,876 119,340 357 - 401103 AD VALOREM T3 VAL HILLS 79,889 80,338 83,990 357 - 401104 AD VALOREM T4 VAL MEADOWS 41,362 41,475 42,035 357 - 401105 AD VALOREM T5 VAL GLEN 70,481 70,655 73,517 357 - 430301 INTEREST INCOME 585,830 1,081,188 1,067,506 357 - 430501 UNREALIZED GAIN/LOSS INVE 507,047 - - 357- 462101 MISCELLANEOUS REVENUE (1,085) 357 - 462122 PROPERTY DAMAGE PAYMENT 40,666 - TRANSFERS IN 10,000 27,032 Page 90 of239 THE CITY OF SANTA CLARITA Summaries and Revenues Budget Revenues Three Year History TOTAL FUND 357 -LANDSCAPE MAINTENANCE DISTRICT $ 17,161,925 $ 17,580,565 $ 17,981,265 FUND 358 - OPEN SPACE PRESERVATION DISTRICT 358 - 402401 SPECIAL ASSESSMENTS $ 3,291,708 $ 3,356,853 $ 3,264,700 358 - 430301 INTEREST INCOME 176,147 310,383 330,269 358 - 430501 UNREALIZED GAIN/LOSS INVE 129,724 - - 358- 431107 RENTAL INCOME -MISCELLANEOUS 6,273 40,000 215,003 358 - 462101 MISCELLANEOUS REVENUES 2,500 - - TOTAL FUND 358 -OPEN SPACE PRESERVATION DISTRICT $ 3,606,352 $ 3,707,236 $ 3,809,972 FUND 359 - STREETLIGHTS MAINT. DISTRICT-SPCL LEVY 359 - 402403 LEVY A ASSESSMENTS $ 440,978 $ 434,257 $ 431,915 359 - 402404 LEVY B ASSESSMENTS 2,587,051 2,577,665 2,569,730 359 - 430301 INTEREST INCOME 37,747 58,302 6,782 359 - 430501 UNREALIZED GAIN/LOSS INVE 34,056 - - 359- 462101 MISCELLANEOUS REVENUES (193,484) - - 359- 462122 PROPERTY DAMAGE PAYMENTS 127,149 375,000 375,000 TRANSFERS IN 453,449 449,741 2,471,055 TOTAL FUND 359 - STREETLIGHTS MAINT. DISTRICT-SPCL LEVY $ 3,486,946 $ 3,893,965 $ 5,854,482 FUND 360 - TOURISM MARKETING DISTRICT FUND 360 - 402406 TOURISM MARKETING ASSESSMENT $ 1,006,064 $ 1,000,000 $ 1,000,000 360 - 430301 INTEREST INCOME 22,090 45,208 50,024 360 - 430501 UNREALIZED GAIN/LOSS 24,604 - - TOT_AL, FUND 360 - TOURISM MARKETING DISTRICT FUND $ 1,052,757 $ 1,045,208 $ 1,050,024 FUND 361 - TOURISM BUREAU FUND 361 - 430301 INTEREST INCOME $ 1,480 $ $ - 361 - 430501 UNREALIZED GAIN/LOSS INVE 1,291 - 361 - 462116 MEMBERSHIP DUES -TOURISM 5,298 8,850 7,500 TOTAL FUND 361 - TOURISM BUREAU FUND $ 8,069 $ 8,850 $ 7,5 00 FUND 367 - AREAWIDE FUND 367 - 402240 ZONE 2008-1 MAJOR T-FARES $ 7,392,321 $ 7,715,744 $ 7,967,455 367 - 401101 T1 AD VALOREN1 964,047 963,735 987,200 367 - 430301 INTEREST INCOME 73,616 80,637 92,315 367 - 430501 UNREALIZED GAIN/LOSS INVE 10,183 - - 367- 462101 MISCELLANEOUS REVENUE (11,654) - 367 - 462122 PROPERTY DAMAGE PAYMENTS 69,849 - - TRANSFERS IN 14,157,811 15,321,192 15,295,807 TOTAL FUND 367-AREAWIDE FUND $ 22,656,172 $ 24,081,308 $ 24,342,777 FUND 368 - VISTA CANYON WATER FACTORY FUND 368 - 402405 VC WASTEWATER STANDBY ASSESSMENT $ 539,250 $ 1,212,027 $ 1,030,260 368 - 430301 INTEREST INCOME 59,135 100,460 99,018 368 - 430501 UNREALIZED GAIN/LOSS INVE 76,089 - - TOTAL FUND 368 -VISTA CANYON WATER FACTORY FUND $ 674,474 $ 1,312,487 $ 1,129,278 FUND 369 - COOPER STREET PARKING CFD 369 - 402411 COOPER ST PARKING CFD2020-1 $ 198,687 $ 452,972 $ 490,362 TOTAL, FUND 369 - COOPER STREET PARKING CFD $ 198,687 $ 452,972 $ 490,362 FUND 393 - CITY HOUSING SUCCESSOR FUND 393 - 430301 INTEREST INCOME $ 30,227 $ 53,521 $ - 393 - 430501 UNREALIZED GAIN/LOSS INV 20,274 - - TRANSFERS IN 160,747 277,203 235,664 TOTAL FUND 393 -CITY HOUSING SUCCESSOR FUND $ 211,248 $ 330,724 $ 235,664 FUND 401 - FIRE FACILITIES FEE FUND 401 - 430301 INTEREST INCOME $ 77,523 $ 161,651 $ 37,335 401 - 430501 UNREALIZED GAIN/LOSS INV (16,803) - - 401- 457501 DEVELOPER FEES 3,755,496 3,054,319 - TRANSFERS IN 349,614 - - TOT AL FUND 401 -FIRE FACILITIES FEE FUND $ 4,165,830 $ 3,215,970 $ 37,335 ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 91 of239 Budget Revenues Three Year History FUND 402 - LAW ENFORCEMENT FACILITIES FEE FUND 402 - 430301 INTEREST INCOME $ 14,084 $ 11,929 $ 402 - 430501 UNREALIZED GAIN/LOSS INV 5,430 - 402-457501 DEVELOPERFEES 499,034 360,239 TRANSFERS IN 306,874 - TOTAL FUND 402 -LAW ENFORCEMENT FACILITIES FEE FUND $ 825,423 $ 372,168 $ FUND 403 - LIBRARY FACILITIES AND TECHNOLOGY FEE FUND 403 - 430301 INTEREST INCOME $ 103,833 $ 169,173 $ 173,751 403 - 430501 UNREALIZED GAIN/LOSS INV 92,383 - - 403- 457501 DEVELOPERFEES 775,228 545,730 300,000 TRANSFERS IN 2,729,435 - - TOTAL FUND 403 - LIBRARY FACILITIES AND TECHNOLOGY FEE FUND $ 3,700,879 $ 714,903 $ 47-3 751 FUND 404 - TRANSIT FACILITIES FEE FUND 404 - 430301 INTEREST INCOME $ 4,015 $ 16,135 $ 15,477 404 - 430501 UNREALIZED GAIN/LOSS INV (3,688) - - 404- 442410 TRANSIT MITIGATION FEE 70,015 10,145 TRANSFERS IN 400,477 - - TOTAL FUND 404 - TRANSIT FACILITIES FEE FUND $ 470,820 $ 26,280 $ 15,477 FUND 406 - OAK TREE PRESERVATION FEE FUND 406 - 430301 INTEREST INCOME $ 900 $ 3,190 $ 2,564 406 - 430501 UNREALIZED GAIN/LOSS INV (826) - - 406- 457501 DEVELOPERFEES 95,816 6,279 TRANSFERS IN 4,085 - - TOTAL FUND 406 - OAK TREE PRESERVATION FEE FUND $ 99,975 $ 9,469 $ 2,564 FUND 407 - SEWER FEE FUND 407 - 430301 INTEREST INCOME $ 6,721 $ 38,839 $ 41,854 407 - 430501 UNREALIZED GAIN/LOSS INV (6,172) - - 407- 457501 DEVELOPERFEES - 250,000 TRANSFERS IN 787,432 - - TOTAL FUND 407 - SEWER FEE FUND $ 787,982 $ 288,839 $ 41,854 FUND 431 - SITE IMPROVEMENTS FEE FUND 431 - 430301 INTEREST INCOME $ 8,932 $ 23,630 $ 19,543 431 - 430501 UNREALIZED GAIN/LOSS INV 17,378 - - 431- 457501 DEVELOPERFEES - 150,000 431 - 462101 MISCELLANEOUS REVENUES - 183,044 TRANSFERS IN 582,149 - - TOTAL FUND 431 - SITE IMPROVEMENTS FEE FUND $ 608,459 $ 356,674 $ 19,543 FUND 432 - STREET INFRASTRUCTURE FEE FUND 432 - 430301 INTEREST INCOME $ 7,121 $ 4,676 $ 432 - 430501 UNREALIZED GAIN/LOSS INV 17,832 - 432-457501 DEVELOPERFEES - 192,953 TRANSFERS IN 554,575 - TOTAL FUND 432 - STREET INFRASTRUCTURE FEE FUND $ 579,527 $ 197,629 $ FUND 433 - SIDEWALK INFRASTRUCTURE FEE FUND 433 - 430301 INTEREST INCOME $ 439 $ - $ 433 - 430501 UNREALIZED GAIN/LOSS INV 855 TRANSFERS IN 28,627 TOTAL FUND 433 - SIDEWALK INFRASTRUCTURE FEE FUND $ 29,921 $ - $ - FUND 434 - MEDIANS FEE FUND 434 - 430301 INTEREST INCOME $ 10,551 $ 28,995 $ 24,616 434 - 430501 UNREALIZED GAIN/LOSS INV 20,522 - - 434- 457501 DEVELOPER FEES/MEDIANS - 136,984 TRANSFERS IN 688,468 - - TOTAL FUND 434 - MEDIANS FEE FUND $ 719,541 $ 165,979 $ 24,616 FUND 435 - TRAFFIC SIGNAL TIMING FEE FUND 435 - 430301 INTEREST INCOME $ 146 $ - $ 435 - 430501 UNREALIZED GAIN/LOSS INV (134) TRANSFERS IN 17,045 TOTAL FUND 435 - TRAFFIC SIGNAL TIMING FEE FUND $ 17,057 $ $ Page 92 of239 THE CITY OF SANTA CLARITA Summaries and Revenues Budget Revenues Three Year History FUND 451 - BOUQUET CANYON B&T FEE FUND 451 - 430301 INTEREST -OTHER INVESTMENT $ 36,339 $ 26,052 $ 25,545 451 - 430501 UNREALIZED GAIN/LOSS INV 82,337 - - 451- 430601 INTEREST INC- B&T ADVANCE -BOUQUET 58,372 64,068 68,652 451 - 454201 BRIDGE & THOROUGHFARE FEE -BOUQUET CYN 40,460 163,910 - TRANSFERS IN 1,589,350 - - TOTAL FUND 451 - BOUQUET CANYON B&T FEE FUND $ 1,806,858 $ 254,030 $ 94,197 FUND 452 - EASTSIDE B&T FEE FUND 452 - 430301 INTEREST INCOME $ 96,267 $ 202,713 $ 452 - 430501 UNREALIZED GAIN/LOSS INV 69,306 - 452- 430610 INTEREST INC- B&T ADVANCE-EASTSIDE 1,443,287 - 452- 454202 B&T FEES - EASTSIDE 916,162 42,883 TRANSFERS IN (12,463,449) - TOTAL FUND 452 - EASTSIDE B&T FEE FUND $ (9,938,427) $ 245,596 $ FUND 453 - VI_A PRINCESSA B&T FEE FUND 453 - 430301 INTEREST INCONR' $ 143,836 $ 186,961 $ 453 - 430501 UNREALIZED GAIN/LOSS INVE 89,970 - 453- 430602 INTEREST INC- B&T ADVANCE -VIA PRINC 52,412 - 453- 454203 B&T FEES -VIA PRINCESSA 1,266,480 305,502 TRANSFERS IN 5,948,210 - TOTAL FUND 453 - VIA PRINCESSA B&T FEE FUND $ 7,500,909 $ 492,463 $ FUND 454 - VALENCIA B&T FEE FUND 454 - 430301 INTEREST INCONR' $ 77,954 $ 96,209 $ 454 - 430501 UNREALIZED GAIN/LOSS INVE 59,340 - - 454- 430605 INTEREST INC- B&T ADVANCE-VALENCIA 473,510 523,500 561,048 454 - 454204 VALENCIAB & T FEES 3,738,588 2,413,129 - 454- 462101 NIISCELLANEOUS REVENUES 368,724 368,724 368,724 TRANSFERS IN 10,637,111 - - TOTAL FUND 454 - VALENCIAB&T FEE FUND $ 15,355,227 $ 3,401,562 $ 929,772 FUND 455 - BOUQUET 2ND ACCESS FEE FUND 455 - 430301 INTEREST INCOIAIE $ 19,001 $ 89,465 $ 102,364 455 - 430501 UNREALIZED GAIN/LOSS INVE (15,767) - - 455- 430607 INTEREST INC-B&T ADV BQT 2ND 53,035 19,147 20,520 TRANSFERS IN 2,442,948 - - TOTAL FUND 455 -BOUQUET 2ND ACCESS FEE FUND $ 2,499,218 $ 109,612 $ 122, 884 FUND 500 - GENERAL DEBT SERVICE FUND 500 - 430201 INTEREST INC-LEASE PMT $ 5,559 $ - $ - 500- 610002 OTHER FINANCING SOURCES 3,513 - TRANSFERS IN 5,913,043 5,974,863 10,242,510 TOT_aL, FUND 500 - GENERAL DEBT SERVICE FUND $ 5,922,116 $ 5,974,863 $ 10,242,510 FUND 601 - GENERAL FUND CAPITAL PROJECTS 601 - 462101 NUSCELLANEOUS REVENUES $ $ 2,260 $ - TRANSFERS IN 2,372,894 4,832,430 5,835,938 TOT_aL, FUND 601 - GENERAL FUND CAPITAL PROJECTS $ 2,372,894 $ 4,834,690 $ 5,935,938 FUND 602 - CIVIC ART PROJECT 602 - 430301 INTEREST INCOME $ 7,035 $ $ - 602- 430501 UNREALIZED GAIN/ LOSS INVE 6,206 TRANSFERS IN 157,439 219,936 TOTAL FUND 602 - CIVIC ART PROJECT $ 170,680 $ 219,936 $ FUND 700 - TRANSIT FUND 700 - 430301 INTEREST INCONIE $ 271,815 $ 543,713 $ 393,000 700 - 430501 UNREALIZED GAIN/LOSS INVE 146,844 - - 700- 442106 ASI REI\fBURSEMENT 2,005,502 2,369,000 2,463,760 700 - 442202 PROPOSITION C EXPANSION 221,403 228,045 234,567 700 - 442204 BSIP REVENUES 57,469 59,193 60,886 700 - 442205 SECURITY ALLOCATION 371,692 391,612 225,508 700 - 442206 TRANSIT NIITIGATION REV 30,078 29,082 30,767 700 - 442207 NIOSIP 69,280 1,667,225 502,668 700 - 442302 PROP A - DISCRETIONARY 5,451,954 4,491,505 4,580,479 ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 93 of239 Budget Revenues Three Year History 700 - 442303 SPECIALIZED TRANSPORTATION 1,008,737 1,465,155 2,018,673 700 - 442403 METROLINK TRANSFERS 47,502 50,000 51,000 700 - 442409 MISC FEDERAL GRANTS 3,168,693 29,659,953 9,768,801 700 - 442413 SB1 STATE TRANSP ASSISTANCE 854,017 853,867 844,005 700 - 442414 SB 1 STATE OF GOOD REPAIR - 958,060 - 700- 442415 CARES ACT (COVID 19) 2,747,564 825,559 700 - 442416 ARPA-FTA 9,806,928 10,903,902 - 700- 442501 COUNTY CONTRIBUTIONS - SRV 1,955,172 1,867,874 1,942,589 700 - 442601 MEASURE R BUS OPERATIONS 3,583,881 2,345,362 1,961,691 700 - 442612 MEASURE M BUS OPERATIONS 3,580,851 2,336,279 1,940,477 700 - 442614 MEASURE M ATP/MSP - 1,960,567 1,090,000 700 - 450101 FAREBOX REVENUES 556,928 700,000 714,000 700 - 450102 GO! TRANSIT REVENUE 21,403 50,000 68,354 700 - 450103 D-A-R FAREBOX REVENUES 86,398 100,000 102,000 700 - 450104 COMMUTER SERVICE REVENUE 230,971 300,000 306,000 700 - 450108 TAP LOCAL 472,651 449,400 458,388 700 - 450109 TAP COMMUTER 127,041 144,450 147,339 700 - 450110 TRANSIT TAP EZ PASS 800 3,000 3,000 700 - 462101 MISCELLANEOUS REVENUE 314,401 1,143,104 1,144,971 700 - 462103 CASH OVER/SHORT 18 - - 700- 462106 SALES OF PROPERTY & EQUIPMENT 20,000 82,300 - 700- 462110 ENERGY REBATES 543,003 1,144,336 1,347,462 700 - 462122 PROPERTY DAMAGE PAYMENT 364 - - TRANSFERS IN - 5,000,000 4,622,048 TOTAL FUND 700 - TRANSIT FUND S 37,753,358 S 72,122,543 S 37,022,433 FUND 720 - COMPUTER REPLACEMENT 720 - 430301 INTEREST INCOME S 84,619 S 146,275 S 176,212 720 - 430501 UNREALIZED GAIN/LOSS INVE 60,254 - - 720- 457105 COMPUTER REPLACEMENT CHAR 956,625 956,625 956,625 720 - 462101 MISCELLANEOUS REVENUES 19,463 - - TOTAL FUND 720 - COMPUTER REPLACEMENT S 1,120,962 S 1,102,900 S 1,132,837 FUND 721 - SELF INSURANCE 721 - 430301 INTEREST INCOME S 224,041 S 274,006 S 235,800 721 - 430501 UNREALIZED GAIN/LOSS INVE 176,015 - - 721- 457103 CHARGES FOR SELF INSURANCE 4,009,352 4,063,394 4,519,467 721 - 462101 MISCELLANEOUS REVENUE (1,361) - - TRANSFERS IN 100,467 93,057 124,946 TOTAL FUND 721 - SELF INSURANCE S 4,508,515 S 4,430,457 S 4,880,213 FUND 722 - VEHICLE/EQUH'MENT REPLACEMENT 722 - 430301 INTEREST INCOME S 129,217 S 237,415 S 362,072 722-430501 UNREALIZED GAIN/LOSS INVE 96,842 - - 722- 457104 EQUIP. REPLACEMENT CHARGE 995,970 1,360,350 1,040,460 TOTAL FUND 722 - VEHICLE/EQUIPMENT REPLACEMENT S 1,222,029 S 1,597,765 S 1,402,532 FUND 723 - FACILITIES FUND 723 - 430301 INTEREST INCOME S 4,882,651 S 7,354,387 S 5,987,405 723 - 430501 UNREALIZED GAIN/LOSS INVE 3,101,786 - - 723- 430604 INT INC-B&T ADV 41,393 - 723- 462101 MISCELLANEOUS REVENUE 2,700,000 1,300,000 - TRANSFERS IN 30,587,086 16,303,173 7,430,469 TOTAL FUND 723 - FACILITIES FUND S 41,312,916 S 24,957,560 S 13,417,874 INTERFUND TRANSFER (85,148,749) (57,078,661) (57,978,496) SUBTOTAL1 SUCCESSOR AGENCY 3,565,163 3,343,632 2,153,495 Page 94 of239 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 $ 3,535,694 $ 3,343,632 $ 2,153,495 392 - 430301 INTEREST INCOME 12,965 - - 392- 430309 INTEREST INCOME -RDA BONDS 5,069 392 - 430501 UNREALIZED GAIN/LOSS INVE 11,435 - - TOT_aL FUND 392 - REDEVELOPMENT OBLIGATION RET. FUND (RORF) $ 3,565,163 $ 3,343,632 $ 2,153,495 OTHER REVENUE 550 - 600392 TRANSFERS IN $ 2,955,546 $ 3,545,667 $ 3,329,536 TOTAL OTHER REVENUE $ 2,955,546 $ 3,545,667 $ 3,329,536 TOTAL REVENUE RESOURCES $ 3,565,163 $ 3,343,632 $ 2,153,495 ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 95 of239 THIS PAGE INTENTIONALLY LEFT BLANK Page 96 of239 THE CITY OF SANTA CLARITA City Manager's Office City Manager's Office Personnel Services $ 3,615,988 Operations & Maintenance 1,219,083 Total City Manager's Office $ 4,83S,071 City Council Administration Communications ■ City Council 6% ■ Communication 39 300,058 2,666,362 1,868,651 Administration SS% ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 97 of 239 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 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 regarding legislation, particularly those issues identified within the City's adopted annual Executive and Legislative Platform. Page 98 of239 THE CITY OF SANTA CLARITA City Manager's Office 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's Office, in conjunction with the City Council, establishes policies, provides direction and leadership, and implements efficient and effective municipal services. The City Manager's Office 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's Office 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, legislative relations, and emergency management, while guiding the City's strategic plan and vision. 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 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 the City's partnership with the Los Angeles County Sheriff's Department to ensure the City remains one of the safest cities of its size in the nation. ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 99 of239 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. Page 100 of239 THE CITY OF SANTA CLARITA City Attorney City Attorney Operations & Maintenance 111 Total City Attorney $ 1,781,000 Legal Services -General Fund Legal Services -Streetlights Legal Services -Stormwater Legal Services -Self Insurance 1,500,000 5,000 12,000 260,000 Legal Services -Transit 111 Total City Attorney $ 1,781,000 ■ Legal Services -Self Insurance ■ Legal Services-- 1S% Stormwat, 1% ■ Legal Services - Streetlights 0% ■ Legal Services -Transit 0% 6 .ices -General Fund 84% ANNUAL OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 101 of239 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 for ethically and competently defending 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. Page 102 of239 THE CITY OF SANTA CLARITA Administrative Services Administrative Services Personnel Services $ 11,754,852 Operations & Maintenance 30,517,758 No Capital Outlay 539,000 Total Administrative Services $ 1 Administration $ 734,135 Finance 3,735,411 Information Services 12,033,281 Special Districts 26,308,784 Total Administrative Services $ 1 ■ Special Districts 61% ■ Administration 2% ■ Finance 9% N Information Services 28% ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 103 of 239 Program Purpose The Administration division sets the City's fiscal policy and provides direct support to the department's divisions: Information Services, Finance, and Special Districts. In addition, the division plays a pivotal role in the preparation of the annual budget and is responsible for the City's annual, mid -year budget. Primary Activities The Administration division oversees overall coordination of administrative activities, employee development, recruitment and training, long-range financial planning, debt management, investment management, support and implementation of community and organizational strategic planning goals, budget monitoring, and responses to City Council and City Manager concerns and inquiries. The division provides fiscal impact data for decision -making purposes and provides recommendations on financing alternatives for community capital projects. Other responsibilities include identifying and monitoring legislative activity that has a financial impact on the City. Further, the Administration division prepares for meetings of the Financial Accountability and Audit Panel and prepares agenda reports for meetings of the City Council, as needed. Page 104 of239 THE CITY OF SANTA CLARITA Administrative Services Program Purpose The Finance division supports the organization, inclusive of all programs and services, through the effective, conservative management of City funds in accordance with Generally Accepted Accounting Principles, the City's investment policy, and state and federal laws. Primary Activities Finance oversees accounting, payroll, treasury, cashiering, debt management, budget management, grants, internal auditing, and financial reporting and forecasting. Personnel 500101 Regular Employees 1,850,654 500201 Part -Time Salaries & Wages 89,994 500202 Part-time Sick Leave Pay 4,485 500301 Overtime 1,941 500402 Vacation Payout 39,238 500502 Sick Leave Payout 15,961 501101 Health & Welfare 204,333 501102 Life Insurance 2,976 501103 I Long -Tema Disability Ins 7,329 501104 Medicare 33,237 501105 Wor=Compensation22,506 501106 PER187,796 501107 Def15,375 501110 Sup70,736 501113 Wellness Benefit 6,700 Total Personnel 2,553,262 Operations & Maintenance 510101 Publications &Subscriptions 665 510102 Membership & Dues 1,670 510103 Office Supplies 4,680 510104 Printin 7,363 510105 Postage ............................................................................................................................................................................. 100 512104 Records Storage &Services 1,000 516101 Contractual Services 223,570 516102 Professional Services 164,567 516132 Credit Card Processing Fee ............................................................................................................................................................................. 375,000 518503 Taxes/Licenses/Fees 109,237 519101 Travel &Training 17,116 519104 Auto Allowance & Mileage 100 521101 Computer Replacement 33,159 521104 Insurance Allocation 4,922 Total Operations & Maintenance 943,149 IC 520102 a Equipment 520103 Automotive Total Capital Outlay ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 105 of239 Program Purpose The Information Services division provides centralized internal services, such as oversight for the City's Electronic Communications Systems, which is 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 services the public via the City Clerk's 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, coordinate procurements in line with City's policy, and provide 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 oversees 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. [Wellness l ............................................................� 101 Regular Employees 201 Part -Time Salaries & Wa; 202 Part -Time Sick Leave Pa, 301 Overtime ............................................................ 402 Vacation Payout 502 Sick Leave Payout 101 Health & Welfare 102 Life Insurance 103'',Long-Tema Disability Ins 104 Medicare 105 Worker's Compensation 106 PERS .....................................p.................... 107 Deferred Compensation 1110 Supplemental Health 1113 Wellness Benefit ations & Maintenance 510101 Publications & Subscriptions 510102 Membership & Dues 510103 Office Supplies .......................................................................................... 510104 Printing 510105 Postage 511101 Special Supplies 511103 New Personnel Phone .......................................................................................... 511105 Maintenance Supplies 511108 New Personnel Computers 511109 Computer Software Purchase 512101 Rents & Leases .......................................................................................... 512104 Records Storage & Services 513103 Telephone Utility 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 720001 Reimbursements to the General Fund Total Operations & Maintenance Capital Outlay 520102 Egml Total Capital Outl 3,439,088 198,592 26,143 70,319 377,760 5,548 13,672 62,558 134 ........ 500 735 7,990 38,555 5,500 139,270 58,555 2,400 ...................... 199,688 26, 95 5 5,000 9,400 .............900 152,401 8,500 80,000 ...................... 1,658,216 4,462,823 16,150 3,900 ...................... 1,000 53,170 37,400 1,680 3,890 59,488 29, 490 11,783 18,908 7.095.012 Page 106 of239 THE CITY OF SANTA CLARITA Administrative Services Program Purpose The Special Districts division enhances the quality of life in Santa Clarita by providing beautiful landscaping, quality tree care, and maintained streetlights within the City. The division is responsible for managing 62 financially independent landscape maintenance zones, a vast urban forestry, and a robust streetlight operation. Moreover, the division provides administrative support for several other districts across other departments. Primary Activities Primary activities of the division are to maintain over 2,700 acres of landscaping areas, including medians, the paseo system, pedestrian bridges, tunnels, and several parks, oversee all maintenance activities for the City's urban forest, comprised of over 120,000 trees, and oversee the operation of over 17,000 streetlights across the City. Additionally, the division is responsible for the preparation of annual assessments and the annexation of properties into existing or newly created landscape or streetlighting districts. ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 107 of239 THIS PAGE INTENTIONALLY LEFT BLANK Page 108 of239 THE CITY OF SANTA CLARITA Neighborhood Services Neighborhood Services BUDGET Personnel Services $ 12,902,355 Operations & Maintenance 20,367,349 Capital Outlay 925,000 Total Neighborhood Administration Environmental Services Facilities Maintenance 787,218 6,783,161 12,122,907 Parks 12,166,735 Parks Planning & Open Space 2,334,683 Total Neighborhood Services 34,194,704 ■ Parks Planning & Open Space ■ Administration 7% 2% ■ Parks ■ Environmental iices 1% es Maintenance 35% ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 109 of 239 Program Purpose The Administration division provides administrative support to the department's four divisions: Environmental Services, Parks, Facilities Maintenance, and Parks Planning and Open Space. The division oversees the short-term and long-term operations of the Neighborhood Services department to ensure that the expectations of the City's residents and organization are met. Administration assists with goal setting, provides policy direction for the department, and is tasked with preparing, implementing, and monitoring the department's annual budget. Primary Activities The Administration division primarily oversees the coordination of administrative activities, employee development, recruitment, training, supporting and implementing divisional and organizational strategic planning goals, 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 the highest level of customer service is provided to external and internal customers. Page 110 of239 THE CITY OF SANTA CLARITA Neighborhood Services Program Purpose The Environmental Services division develops and implements sustainability and pollution prevention programs to ensure the City meets the 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. Targeted outreach and implementation of various programs and events help the City comply with state and county regulations and meet the community's service expectations. The division will focus on providing community outreach to ensure waste is correctly sorted and work toward the goal of 75% diversion. The division will also continue to support efforts to develop a stormwater infiltration facility as part of the Via Princessa Park project. Additionally, Environmental Services will continue to organize the annual River Rally, the Bike to Work Challenge, Neighborhood Cleanup, and community shred events in partnership with our franchised hauler, Burrtec Waste Industries. The division will also partner with Los Angeles County to provide household hazardous waste and electronic waste collection events. 500101 Regular Employees 1,830,418 500106 Certificate Pay 12,960 500201 Part -Time Salaries & W es 24 120 500301 Overtime 25,420 500402 Vacation Payout 17,997 500502 Sick Leave Payout 34,124 501101 Health & Welfare 221,412 501102 Life Insurance 2,951 501103 Long -Tenn Disability Ins 7,262 501104 Medicare 33,335 501105 Worker's Compensation 90,721 501106 PERS 177,267 501107 Deferred Compensation ........................................................................................................................................................................ 24,425 501110 Supplemental Health 129,089 501113 Wellness Benefit 7,260 ............................................................................................................................................................................. Total Personnel 2.638.762 Operations & Maintenance 510101 Publications & Subscriptions 700 510102 Membership & Dues 26,500 510103 Office Supplies 875 510104 Printing 3,500 510105 Postage 600 511101 Special Supplies 43,245 511102 Vehicle Fuel 46,185 511105 Maintenance Supplies 52,780 512103 Equipment Rental 10,400 512104 Records Storage & Services 50 513101 Electric Utility 19,400 513103 Telephone Utility 8,090 514101 Maintenance & Repairs 34,210 514103 Street Sweeping Services 1,260,000 514106 Storm Drainage Repairs 40,330 516101 Contractual Services 517,874 516102 Professional Services 168,187 516104 Advertising 16,000 516105 Promotion & Publicity 96,900 516110 Landscape Services 500 516114 inspections 5,000 519101 Travel & Training 18,775 519103 Education Reimbursement 1,000 519104 Auto Allowance & Mileage 400 519105 Reg 15 Incentives Program 7,500 519106 Employees' Uniform 6,300 521101 Computer Replacement 35,930 521103 Vehicle Replacement 1,226 521104 Insurance Allocation 140,641 720001 Reimbursements to the General Fund 781,299 Total Operations & Maintenance 3,344,399 Total 520103 1 Automotive ANNUAL OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 111 of239 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 Citrus property, the City's 38 park facilities, the Santa Clarita Sports Complex, four Metrolink commuter rail stations, the McBean Transfer Station, the Transit Maintenance Facility, three community centers, The Cube Ice and Entertainment Center and the three Santa Clarita Public Library branches. This year, the division will continue to focus on onboarding new sites, such as William S. Hart Park and Museum, establishing accurate site amenity inventories, and developing preventative maintenance plans for each location. The division will also continue to evaluate and augment current operations and identify projects that enhance amenity functionality and aesthetics, using the annual Asset Condition Report and subsequent inspections. Page 112 of239 THE CITY OF SANTA CLARITA Neighborhood Services Program Purpose The Parks division provides high -quality, enjoyable, recreational spaces for the residents and visitors of Santa Clarita. The division focuses on the quality, safety, and usability of the City's parks, and trails. The Parks division is dedicated to the care and upkeep of the City's 38 park sites, which are comprised of 450 acres and over 43 miles of Class I trails. The division coordinates with recreation programs and special events 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 Arboleda, Iron Horse, and River Village trailheads. The division is also responsible for contract oversight, water conservation optimization measures, and implementing targeted maintenance at older park facilities. Staff is focused on assessing park conditions, determining maintenance and rehabilitation needs, and implementing strategies for effective and efficient maintenance practices. The Parks division will continue to focus on maintaining clean and safe park areas that will prolong the life span of park amenities. The division will also provide high -quality sports fields to meet the needs of the community and recreation programming. A continued focus will be placed on providing high -quality parks and trails that are functional, aesthetically pleasing, and enjoyable to the public. ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 113 of239 Program Purpose The Parks Planning and Open Space division focuses on developing a diverse parks 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 use agreements. Primary Activities The Parks Planning and Open Space division's primary activities are the development of park spaces, open space management, and execution of land agreements. Staff works closely with key stakeholders in determining park development needs and focus on providing park development design and project execution. Open Space staff manages and maintains the City's vast inventory, including recreational opportunities, and identify 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. Furthermore, the division executes all land agreements for the City. This year, the Parks Planning and Open Space division will continue focusing on key land acquisitions to fulfill the intent of the Open Space Preservation District by prioritizing parcels that are key connections in strengthening the open space buffer. Additionally, the division will focus on the rehabilitation needs of existing park infrastructure, including the addition of Hart Park. Person n el 500101 Regular Employees 958,367 500106 Certificate Pay 2,880 500201 Part -Time Salaries & Wages 41,142 500202 Part -Time Sick Leave Pay 1,438 500301 Overtime 400 500402 Vacation Payout 32,831 500502 Sick Leave Payout 10,229 501101 Health & Welfare 100,030 501102 Life Insurance 1,554 501103 Long -Term Disability Ins 3,827 501104 Medicare 17,238 501105 Worker's Compensation 44,344 501106 PERS 93,142 501107 Deferred Compensation 12,850 501110 Supplemental Health 30,407 501113 Wellness Benefit 3,380 Total Personnel 1,354,058 Operations & Maintenance 510101 Publications & Subscriptions 2,300 510102 Membership & Dues 2,150 510103 Office Supplies 450 510105 Postage 100 511101 Special Supplies 37,710 511105 Maintenance Supplies 3,750 511107 Maintenance Supplies 22,000 512101 Rents & Leases 8,000 512103 Equipment Rental 6,000 513101 Electric Utility 640 513103 Telephone Utility 6,030 513106 Water Utility 2,000 516101 Contractual Services 208,705 516102 Professional Services 56,050 514101 Maintenance & Repairs 11,765 516115 Open Space Expense 24,500 516123 Landscape Supplies 8,250 518503 Taxes/Licenses/Fees 190,349 519101 Travel & Training 3,230 519104 Auto Allowance & Mileage 1,000 519106 Employees' Uniform 3,350 521101 Computer Replacement 14,748 521104 1 Insurance Allocation 63,317 720001 Reimbursements to the General Fund 179,231 Total Operations & Maintenance 855,625 520102 Equipment 39,000 520103 Vehicle Equipment 86,000 Total Capital Outlav 125.000 Page 114 of239 THE CITY OF SANTA CLARITA Community Development Community Development BUDGET SUMMARY OperationsPersonnel Services $ 9,830,999 5,498,288 Total Community Development $ 15,329,287 Administration $ 745,401 Building & Safety 5,110,923 Community Preservation 5,576,180 HOME Administration 9,000 Community Development Block Grant 1,289,551 Planning 2,598,233 Total Community Development ■ Planning 0 Administration 17% 5% ■ Community Development Block Grant 9% ■ HOME Administration 0% RR Community Preservation 36% ■ Building & Safety 33% ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 115 of 239 ADMINISTRATION Program Purpose The purpose of the Administration division is to oversee the day-to-day operations of the Community Development department 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 & 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 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 500402 Vacation Payout 500502 Sick Leave Payout 501101 Health & Welfare 501102 Life Insurance 501103 Long -Tenn Disability Ins 501104 Medicare 501105 Worker's Compensation 501106 PERS 501107 Deferred Compensation 501110 Supplemental Health 501113 J Wellness Benefit Total Personnel Operations & Maintenance 5101RAllocation lications & Subscriptioi 5101mbership &Dues 5101ice Supplies 5111cial Supplies 5121ords Storage &Services 5131ephone Utility 5171nomic Incentives Progra 5191vel & Training 51910 Allowance & Mileage 5211puter Replacement 5211urance Allocation Total Operations & Maintenance Total 2025-26 Budget 337,000 17,447 9,097 25,398 542 1,335 5, 118 8,192 32,551 6,000 13,378 800 457,658 1,500 1,850 650 2,200 400 2,680 240,000 2,500 7,350 3,959 24,654 287,743 745,401 Page 116 of239 THE CITY OF SANTA CLARITA Community Development BUILDING & SAFETY Program Purpose The mission of the Building & Safety division is to promote public health and safety in residential and commercial buildings and other facilities through the enforcement of construction regulations. The division enforces state construction regulations intended to provide equal access for persons with disabilities and promotes energy efficiency and sustainable construction practices. Primary Activities Primary activities of the Building & Safety division include: reviewing plans prior to permit issuance to ensure compliance with construction codes, verifying clearances from City departments and outside agencies, collecting fees, issuing building permits, and conducting inspections during construction to ensure projects conform to the approved plans. The division maintains records for building permits and plans, as required by law and keeps records of unsafe building conditions and unpermitted construction. Building & Safety is committed to providing outreach to help the public better understand building codes and the permitting process by educating design professionals and builders on the most recent building codes, providing prompt, thorough inspections, and delivering excellent customer service. Building & Safety continues to offer streamlined online permit processing, which allows for electronic plan submittal, review, permit issuance, inspection scheduling, and tracking. Funding Source: General Fund Account Number: 1003800 Personnel 500101 Regular Employees 500106 Certificate Pay 500201 Part-T ....ime Salaries & Wages .................................................................................................. 500202 Part-time Sick Leave Pay 500301 Overtime 500402 Vacation Payout 500502 Sick Leave Payout ...................................................................................................... 501101 Health & Welfare 501102 Life Insurance M Long-Term Disability Ins4 Medicare............................................................................5 Worker's Compensation6 PERS Deferred Compensation0 Supplemental Health Wellness Benefit Total Personnel Operations & Maintenance 510101 Publications & Subscriptioi 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 516141 Industrial Waste 519101 Travel & Training 519104 Auto Allowance & Mileage 519106 Employees' Uniform 521101 Computer Replacement 521103 Equipment Replacement 521104 Insurance Allocation Total Operations & Maintenance Total 2025-26 Budget 221,116 7,200 37,446 .. 287 7,763 4,177 2,818 ................... 347,671 5,183 12,665 54,915 ................... 62,570 312,110 35,125 133,208 11,400 255,655 13,730 3,120 2,550 6,000 150 2,400 1,100 9,540 250, 000 23,820 750 279, 000 10,500 250 4,450 56,419 29,555 161,934 855,268 5,110, 923 ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 117 of239 COMMUNITY PRESERVATION Funding Source: General Fund Account Number: 1003200, 1003201, 1003202, 1003203 Program Purpose Personnel The purpose of the Community Preservation 500101 Regular Employees 1,828,389 division is to preserve, maintain, and 500106 Certificate Pay 3,600 500201 Part -Time Salaries & Wages 142,293 improve the appearance, value, and safety of 500202 Part -Time Sick Leave Pay 2,314 properties and buildings throughout the City, 500301 Overtime 20,305 thereby, instilling in residents and businesses 500402 Vacation Payout 6,387 a sense of pride for their community. This 500502 Sick Leave Payout 3,735 is achieved through community clean-up 501101 Health & Welfare 223,699 events, enforcement of the Santa Clarita 501102 Life Insurance 2,943 Municipal Code and City standards for 501103 Long -Term Disability Ins 7,242 501104 Medicare 33,407 zoning, property maintenance, building 501105 Worker's Compensation 113,831 codes, parking, animal welfare, and other 501106 PERS 178,470 regulations. The Housing Program and 501107 Deferred Compensation 9,175 Graffiti Removal Program are also functions ltl Hlth 501110 Su������2,�646299 63174 of the Community Preservation division. 501113 W ETotal Personnel Primary Activities Operations & Maintenance One of the primary activities of Community 510102 Membership & Dues 1,000 510103 Office Supplies 1,680 Preservation is to preserve the high quality of 510104 Printing 100 life found in our community by maintaining 510105 Postage 100 the integrity, appearance, and value of 511101 Special Supplies 48,770 properties and buildings in the City. Staff 513103 Telephone Utility 11,995 responds to citizen inquiries and concerns, 514101 Maintenance & Repairs 2,350 and pursues corrective measures to achieve 516101 Contractual Services 1,557,697 compliance with the applicable codes when 516102 Professional Services 778,782 516105 Promotion & Publicity 10,000 necessary. Additional responsibilities of the 516131 Litter & Debris Removal 200,000 division include overseeing the Community 517101 Community Services Grants 50,000 Development Block Grant Program, 517107 Rewards Program 1,000 administering the City's Sidewalk Vending 519101 Travel & Training 11,910 Program, addressing homeless -related 519106 Employees' uniform 12,577 concerns, and administering a robust Graffiti 521101 Computer Replacement 36,301 521103pment Replacement 64,977 Removal Program. 211ance Allocation ET'otalOpeErat�ions& 140,642 The division also oversees and manages Maintenance 2,929,881 the Animal Care and Control Program and Total 2025-26 Budaet 5,576,180 Parking Enforcement Program through external contracts. Page 118 of239 THE CITY OF SANTA CLARITA Community Development HOME INVESTMENT Funding Source: HOME PARTNERSHIP Account Number: 2013300 Operations & Maintenance Program Purpose 516101 contractual services 9,000 The HOME Investment Partnership Total Operations & Maintenance 9,000 Program (HOME) provided funding Total 2025-26 Budget 9,000 exclusively for affordable housing activities for low-income households. The HOME program is no longer offered, but Housing staff continue to manage the remaining active loans based on federal requirements. Funding Source: Community Development Block Grant (CDBG) COMMUNITY DEVELOPMENT Account Number: 2033301-2033331 BLOCK GRANT Personnel 500101 Regular Employees 161,024 Program Purpose 500502 Sick Leave Payout 264 Housing staff is responsible for the oversight 501101 Health & Welfare 20,281 and administration of the Community 501102 Life Insurance 259 Development Block Grant Program, enn DF:R::205,351 which includes the preparation and re implementation of all federally -required :501104 IMedicare 's Com :2,662 documents. d Com ss Ben Total Personnel Operations & Maintenance 510103 Office Supplies 200 510104 Printing 100 510105 Postage 100 511101 Special Supplies 500 516101 Contractual Services 1,079,850 516102 Professional Services 850 5161041 Advertising 1,500 av 519101 Trel & Training 1,000 519104 Auto Allowance & Mileage 100 Total Operations & Maintenance 1,084,200 Total 2025-26 Budget 1,289,551 ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 119 of239 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, collecting fees, 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 Los Angeles County development activity occurring within the City's sphere of influence, and processes annexation requests with the Local Agency Formation Commission (LAFCO). Additionally, Planning staff provides assistance and customer service at the City's Permit Center. Staff will continue advancing proposed projects through the entitlement process, including Sunridge, Wiley Canyon, Princessa Crossroads, Belcaro at Sand Canyon, and Golden Valley Mixed -Use. Staff is also continuing implementation of projects throughout the City, including the buildout of Tesoro, Bouquet Residential, MetroWalk, Vista Canyon, Pacific Industrial, and the implementation of the 6th Cycle Housing Element, including preparation of an objective standards ordinance and an inclusionary housing feasibility study. Funding Source: General Fund Account Number: 1003100 Person n el 500101 Regular Employees ................................................................................ 500201 Part -Time Salaries & Wap 500202 Part -Time Sick Leave Pai 500301 Overtime 500402 Vacation Payout ................................................................................ 500502 Sick Leave Payout 501101 Health & Welfare 501102 Life Insurance 501103 Long -Tenn Disability Ins ................................................................................ 501104 Medicare 501105 Worker's Compensation 501106 PERS 501107 Deferred Compensation .................................. ........................................ 501110 Supplemental Health 501113 Wellness Benefit Total Personnel Operations & Maintenance 510101 PublicationaSubscriptions s510102 Membershi510103 Office Sup.................................................... 510104 Printing 510105 Postage 511101 Special Supplies 512104 Records Storage & Services ........................................................................................ 513103 Telephone Utility 516101 Contractual Services 516102 Professional Services 516103 Annexation Services ..................................................................................... 516104 Advertisin.. 517111 Historic Preservation Grant 519101 Travel & Training 519104 Auto Allowance & Mileage ........................................................................................ 521101 Computer Replacement 521103 Vehicle Replacement 521104 Insurance Allocation Total Operations & Maintenance Total 2025-26 Budget 0 1,701,868 .. 23,652 399 1,000 20,941 ................................ 19,161 170,786 2,736 6,739 ................................ 20,651 164872 22,500 .............. 75,623 5,600 .................. 800 6,095 2,500 .................. 2,500 1,200 1,600 4,500 .................. 2,200 110,000 15,000 20,000 9,000 25,000 500 ....................... 27,715 6,055 88,531 332,196 2,598,233 Page 120 of239 THE CITY OF SANTA CLARITA Recreation and Community Services Recreation and Community Services Personnel Services Operations & Maintenance 13,606,158 7,502,666 Capital Outlay 222,625 Total Recreation & Community Services $ 21,331,449 Administration $ 1,557,761 Recreation and Community Services 19,773,688 Total Recreation & Community Services $ 21,331,449 ■ Administration 7% ■ Recreation and Community Services 93 ANNUAL OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 121 of239 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 the selection and training of full-time supervisory and administrative employees, implementation of components of Santa Clarita 2025 and the Parks and Recreation 5-Year Plan, implementation of the Community Services and Arts Grants program, and administration of the operator contract for The Cube: Ice & Entertainment Center. Further, the Administration division staffs and prepares for meetings of the Parks, Recreation, and Community Services Commission 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_ 588,297 500201 Part -Time Salaries & Wages 30,388 ............................................................................................................................................................................. 500202 Part -Time Sick Leave Pay 230 500301 Overtime 1444 500402 Vacation Payout 20,685 500502 Sick Leave Payout �18,010 ............................................................................................................................................................................. 501101 Health & Welfare 55,895 501102 Life Insurance 946 ........................................................................................................................................................................... 501103 Long -Term Disability his 2,959 501104 Medicare � �10,593 ............................................................................................................................................................................. 501105 Worker's Compensation 21,228 501106 PERS 56,891 ............................................................................................................................................................................. 501107 Deferred Compensation 9,000 501110 Supplemental Health 6,689 ................................... ........ ....................................................... _ 501113 Wellness Benefit 1,800 Total Personnel 825,055 Operations & Maintenance 510101 Publications & Subscriptions 200 510102 Membership & Dues 2,045 ........................................................................................................................................................................... 510103 Office Supplies 645 511101 Special Supplies 4,700 512104 Records Storage & Services 250 513103 Telephone Utility 2,191 ............................................................................................................................................................................. 516101 Contractual Services_ 420,000 516102 Professional Services 22,000 ............................................................................................................................................................................. 517101 Community Services Grants 200,000 519101 Travel & Training 4,200 ............................................................................................................................................................................. 519104 Auto Allowance &Mileage 7,250 521101 Computer Replacement 8,710 ............................................................................................................................................................................. 521104 Insurance Allocation 60,515 Total Operations & Maintenance 732,706 Page 122 of239 THE CITY OF SANTA CLARITA Recreation and Community Services 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 by implementing innovative and collaborative programs, services and events that promote an active and healthy lifestyle. These initiatives are designed to educate, engage, and empower the community and promote community partnerships. The programs encourage youth to make positive choices, strengthen the family unit, celebrate diversity and promote 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, oversight of the Drug Free Youth in Santa Clarita Valley program, Neighborhood Engagement programs, Youth Employment Services, Community Court, Primetime Preschool, Recreation class and activity registration, summer day camps, Youth and Adult Sports, outdoor recreation, oversight, reservations, and programming at the Canyon Country, Newhall, and Valencia community centers, management of the Crossing Guard Program, and field and venue reservations at all parks and facilities. Additional activities include the operation and programming at Hart Park and the Haskell Canyon Bike Park. Fund*np Source* General Fund (,S-15,97%A81� Recreational ($3,538,367), Hart Park Fund I Facilities FundT Number:Account II II II5121, 1005301-1005316, Personnel 1205120, 1405100 500101€ Regular Employees 5,145, 516 500106 €Certificate Pay 4,320 500201€Part-Time Salaries & Wages 5,470,603 500202€Part-Time Sick Leave Pay 55,827 500301€Overtime 6,000 500402: Vacation Payout 15,144 500502: Sick Leave Payout ............................:...................................................................................................:............................................... 69,266 501101€Health & Welfare 654,679 501102 €Life Insurance 8,323 501103 €Long -Tenn Disability Ins 20,500 501104€Medicare ............................................................................................................................... 190,458 €............................................... 501105 €Worker's Compensation 285,572 501106 € PERS 579,255 501107€Deferred Compensation 48,000 501110 €Supplemental Health ............................:................................................................................................... 206,041 €............................................... 501113: Wellness Benefit 21,600 Total Personnel 12,781,103 Operations & Maintenance ...............................................................................................................................:............................................... € 510101€Publications & Subscriptions 150 510102€Membership & Dues 2,010 510103 €Office Supplies 8,276 510104 €Printing 304,815 511101 Special Supplies 608,623 511105 €Maintenance Supplies 47,409 512101€Rents &Leases 30,261 512103 Equipment Rental ............................................................................................................................... 7,000 €............................................... 512104€Records Storage &Services 500 513101€Electric Utility 513,500 513102:Gas Utility 62,000 5 13 103: Telephone Utility ............................ :................................................................................................... 28,684 €............................................... 5 13 106Water Utility 12,000 516101€Contractual Services 508,321 516102€Professional Services 1,307,115 516105€Promotion &Publicity ............................:................................................................................................... 3,000 €............................................... 51613 8: Management Fee 100,500 516139 € Operating Cost 2,305,283 516140€Revenue Share 120,000 518504€Todd Longshore SCORE ............................ :................................................................................................:............................................... 11,000 519101€Travel & Training13,870 519104 €Auto Allowance &Mileage 25,199 519106€Employees' Uniform 31,750 521101€ Computer Replacement ............................:................................................................................................... 102,938 €............................................... 521103 Equipment Replacement 6,055 521104€Insurance Allocation 517,740 720001€Reimbursements to the General Fund 91,961 Total Operations &Maintenance ................................................................................................................................ 6,769,960 €............................................... Capital Outlay 520102 €Equipment 222,625 Total Capital Outlay Total I 222,625 6:: ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 123 of239 THIS PAGE INTENTIONALLY LEFT BLANK Page 124 of239 THE CITY OF SANTA CLARITA Public Works Public Works Personnel Services $ 14,235,726 Operations & Maintenance 9,339,884 Capital Outlay 250,000 Total Public Works $ 23,825,610 Administration $ 1,226,202 Capital Improvement Projects Administration 3,597,948 Engineering Services 3,242,904 General Services 9,856,093 Traffic and Transportation Planning 5,902,463 Total Public Works 23,B2S,610 ■ Traffic a. id Transportation PIE Al General Services 41% ■ Administration 5% ■ Capital Improvement Projects Ldministration IS% ■ Engineering Services 14% ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 125 of 239 Program Purpose The purpose of the Administration division is to oversee the day-to-day operations of the Public Works department 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 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. Page 126 of239 THE CITY OF SANTA CLARITA Public Works CAPITAL IMPROVEMENT PROJECTS (ADMINISTRATION) Program Purpose The mission of the Capital Improvement Projects (CIP) division is to construct quality infrastructure, municipal buildings, facilities, trails, and parks 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, and parks improvements. These projects help meet the transportation, recreation, and safety needs of our community, and align with Santa Clarita 2025. ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 127 of239 Program Purpose The Engineering Services division is responsible for enforcing City codes and standards for grading, land subdivision, and construction of public infrastructure for new development projects. The division's focus is to ensure public safety during construction and adequate future maintenance of new City -owned infrastructure such as streets, storm drains, sanitary sewers, and other public improvements. Engineering Services also regulates construction and related activities conducted in the public right-of-way by utility companies and developers to ensure projects are completed in a safe manner, while preserving the integrity of City streets and other public infrastructure. Primary Activities Engineering staff review and approve construction plans for new streets, sanitary sewers, storm drains, and related engineering improvements. Staff at the City's Permit Center administer 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. Number:Funding Source: General Fund Account ii ii Personnel € 1 500101 I Regular Employees 1 2,065,495 500106 Certificate Pay 1,440 ............................................................................................................................................................................. 500301 I Overtime 1 1003 500402€ Vacation Payout 1 19,253 5005021Sick Leave Payout 1 34,014 501101 Health & Welfare 194,574 ............................................................................................................................................................................. 5011021LifeInsurance 1 31323 501103 € Long -Tema Disability Ins 1 8,179 5011041 Medicare 1 38,426 501105 Worker's Compensation 46,729 ............................................................................................................................................................................. 5011061 PERS 1 1991754 501107€Deferred Compensation 1 31,775 5011101 Supplemental Health 1 104,971 501113 Wellness Benefit ............................................................................................................................................................................. 6,380 Total Personnel 1 2,962,317 Operations & Maintenance 1 5 10 101 Publications & Subscriptions 355 .......................................................................................................................................................................... 5101021 Membership & Dues 1 31151 510103 € Office Supplies 1 833 5101041Printing 1 200 510105 Postage 100 511101 Special Supplies 4,581 512104€Records Storage& Services 1 31667 5131031 Telephone Utility 1 7,730 516101 Contractual Services 106,000 519101 Travel & Training 2,400 519104 € Auto Allowance & Mileage 1 300 5191061 Employees' Uniform 1 2,800 521101 Computer Replacement 31,575 521103 Equipment Replacement 5,390 521104 € Insurance Allocation 1 111,505 Total Operations & Maintenance 1 280,587 Total i 9i Page 128 of239 THE CITY OF SANTA CLARITA Public Works Program Purpose The General Services division provides safe, clean streets, public right-of-ways, alleys, and easements. The division is responsible for the maintenance of all City streets, which includes over 1,300 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, maintaining street signage, repairing potholes, and refurbishing lane line striping. The division also assists with as -needed road closures, City events, and emergencies. The General Services division implements preventative maintenance measures and responds to maintenance requests in the public right-of-way to keep our City safe and clean. Personnel ............................:...................................................................................................:............................................... 500101 :Regular Employees 2,867,929 500106 :Certificate Pay 48,960 500201 :Part -Time Salaries & Wages 245,950 500202 :Part -Time Sick Leave Pay 5 782 500301Overtime 81,044 500402E Vacation Payout 19,011 500502 :Sick Leave Payout 11,661 501101 :Health & Welfare ........................................................................................................ 370:850 ..... 501102ELifeInsurance 4 607 501103 :Long -Term Disability Ins 11,361 501104 Medi care 55,729 501105E Worker's Compensation 251,715 501106PERS 290,004 501107 ::Deferred Compensation 37 500 501110 : Supplemental Health 173,943 501113 :Wellness Benefit ............................ :................................................................................................... 12,160 :............................................... Total Personnel 4.488.205 O erations&Maintenance 510101 :Publications & Subscriptions 1 8 860 510102 :Membership & Dues 2,246 510103 :Office Supplies 2,900 511101 :Special Supplies ............................ :................................................................................................... 36,539 €.............................................. 511102 : Vehicle Fuel 605,300 511105 :Maintenance Supplies 467 787 511107. Small Tools 9,600 511110E Striping Supplies 57,000 511111 :Asphalt Supplies 871300 511112 :Concrete Supplies 75,650 512103 E Equipment Rental 12 400 513103 :Telephone Utility ............................ :................................................................................................... 15,729 :.............................................. 514104 :Bridge Maintenance 2,500 514105 :Curb & Sidewalk 19,650 514108 :Traffic Signs & Markings 162,650 516101 :Contractual Services 176 396 516111 :Weed & Pest Control 18,000 516125EProperty Damage 30,000 518503::Taxes/Licenses/Fees 2,500 519101 :Travel & Training ............................ :................................................................................................... 9,550 :.............................................. 519103 :Education Reimbursement 2 300 519104 :Auto Allowance & Mileage 140 519106:Employees' Uniform 1 33,610 521101 EComputer Replacement 60,180 521103 EEquipment Replacement 106,030 521104E Insurance Allocation 525 584 720001 ;Reimbursements to the General Fund 2,587,487 Total Operations &Maintenance _ 5,117,888 Ca italOutla 520103 :Automotive Equipment Total Capital Outlay 250,000 250 000 Total I I' ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 129 of239 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 Traffic and Transportation Planning staff forecast future transportation needs, design and construct intersection and roadway modifications, maintain traffic signal operations and technology infrastructure, review development proposals and traffic studies, and administer traffic safety programs. The division works to improve the City's traffic and circulation patterns and develops plans to address long-range circulation needs. Personnel 500101 Regular Employees 1,793,208 500301 Overtime 9,723 500402 Vacation Payout 51,545 500502 Sick Leave Payout 33,715 501101 Health & Welfare 162,246 501102 Life Insurance 2,882 501103 Long -Tenn Disability Ins 7,101 501104 Medicare 30,686 501105 Worker's Compensation 36,600 501106 PERS 173,384 501107 Deferred Compensation 25,550 501110 Supplemental Health 45,170 501113 Wellness Benefit 5,320 Total Personnel 2,377,129 Operations & Maintenance lications & Subscriptions 500 mbership & Dues 4,791 ice Supplies 1,200 ting 500 tage 200 cial Supplies irContracmalSefvices 6,234 ords Storage & Services 200 ctric Utility 400,000 ephone Utility 16,600 ffic Signal Maintenance 945,400 tractual Services 474,428 516104 Advertising 200 516114 Inspections 10,000 516125 Property Damage 200,000 519101 Travel & Training 7,967 519104 Auto Allowance & Mileage 1,000 521101 Computer Replacement 26,330 521103 Equipment Replacement 20,329 521104 Insurance Allocation 248,225 530102 Interest 949,716 720001 Reimbursements to the General Fund 211,514 Total Operations & Maintenance 3,525,334 Page 130 of239 THE CITY OF SANTA CLARITA Human Resources and Library Services Human Resources and Library Services BUDGETS Personnel Services $ 8,697,179 Op3,093,730 Total Human Resources & Library Services $ 11,790,908 Administration $ 439,934 Human Resources 2,256,758 Public Library 9,094,217 Total Human '11,790,908 ■ Administration 4% ■ Human Resources 19% ■ Public Library 77% ANNUAL OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 131 of239 Program Purpose The purpose of the Administration division is to oversee the day-to-day operations of the Human Resources and Library Services department 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 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. Page 132 of239 THE CITY OF SANTA CLARITA Human Resources and Library Services 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 wellness. 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. 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 developing and expanding organization -wide succession efforts to support organizational stability, leadership continuity, and effective knowledge transfer. Personnel 500101 Regular Employees 500201 Part -Time Salaries & Wages .......................................................... 500202 Part -Time Sick Leave Pay 500402 Vacation Payout 500502 Sick Leave Payout 501101 Health & Welfare ...................................................................................... 501102 Life Insurance 501103 Long -Tenn Disability Ins 501104 Medicare 501105 Worker's Compensation ...................................................................................... 501106 PERS 501107 Deferred Compensation 501110 Supplemental Health 501113 Wellness Benefit Total Personnel Operations & Maintenance q1010PublicaaSubscriptiolMembeOffice PostagSpecial 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 5211011 Computer Replacement Total Operations & Maintenance 326,308 98,811 1,216 21,881 4,523 140,288 .................. 2,133 5,252 23,976 20,586 .................. 131,203 13,000 44,965 4,600 838,742 2,110 3,625 3,930 200 20,100 20,000 1,600 1,100 59,166 30,191 49,400 76,186 6,100 11,100 28,432 14,600 57,410 10,000 22,766 418, 016 ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 133 of239 Program Purpose The Santa Clarita Public Library (SCPL) plays an important role in educating children, promoting a lifelong love of reading, and serving as a central community gathering place. 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 branches, encompassing nearly 71,000 square feet. The library branches 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, programs for all ages, photocopiers, passport processing, local history archives and public meeting rooms. Additional activities include fostering partnerships and community involvement. Priorities for the SCPL 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 branch to support readers of all ages and abilities. Source:Funding Account1 Ili II 3098203-205, 3098301 Personnel 500101 Regular Employees 41085,252 500201Part-Time Salaries &Wages 1,054,238 500202 Part -Time Sick Leave Pay 211300 500301= Overtime 4,593 500402 Vacation Payout 14,434 500502Sick Leave Payout 8,936 501101Health &Welfare 511,538 501102. Life Insurance 6,569 501103 Long -Tenn Disability Ins 16,175 501104 Medicare 84,330 501105 Worker's Compensation 44,358 501106 = PERS 436,332 501107Defened Compensation 26,300 501108Unemployment Taxes 2,500 501110 Supplemental Health 106,895 501113 = Wellness Benefit 16,760 Total Personnel 6,440,509 Operations & Maintenance 510101=Publications & Subscriptions 40,882 510102Membership & Dues 22,974 510103Office Supplies 11,582 510105'Postage 100 511101= Special Supplies 131,704 511105Maintenance Supplies 58,769 511120 Books and Materials 427,154 511121Digital Materials 483,999 511122 = Databases 163,847 513103 € Telephone Utility 11,750 516101Contractual Services 315,917 516102'Professional Services 12,423 516135=Passport Services 28,000 519101Travel & Training 41,500 519104 Auto Allowance &Mileage 4,000 519106Employces' Uniform 1,500 521101= Computer Replacement 81,164 521104Insurance Allocation 247,104 720001Reimbursements to the General Fund 569,339 Total Operations & Maintenance TotalI 1 Budget 2,653,708 9,094,217 Page 134 of239 THE CITY OF SANTA CLARITA Economic Development Economic Development Personnel Services $ 6,601,552 Operations & Maintenance 37,755,802 Capital Outlay 9,302,049 Total Economic 1 1 Administration Economic Development 848,430 3,025,573 Arts and Events 4,371,33 Transit 1.. Total Economic Development $ S3,6S9,403 ■ Economic ■ Administration Development 1% 6% i ransit 85% ■ Arts and Events ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 135 of 239 Program Purpose The purpose of the Administration division is to oversee the day-to-day operations of the Economic Development department 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 includes 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 to ensure the highest level of customer service is provided department -wide 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. Personnel 500101 Regular Employees 500201 Part -Time Salaries & Wap 500202 Part -Time Sick Leave Pa} 500402 Vacation Payout 500502 Sick Leave Payout 501101 Health & Welfare 501102 Life Insurance 501103 Long -Tenn 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 & Subs 510102 Membership & Dues 510103 Office Supplies 510105 Postage ....................................................................... 511101 Special Supplies 513103 Telephone Utility 516102 Professional Services 519101 Travel & Training ....................................................................... 519104 Auto Allowance & 1\ 521101 Computer Replaceme 521104 Insurance Allocation Total Operations & Maintenance 472,255 23,646 336 13,740 8,935 37, 597 759 1,870 8,287 10,941 45,629 11,000 6,689 1,200 642.884 300 850 500 100 ................ 500 2,680 153,359 3,150 7,350 5,939 30818 205,546 Page 136 of239 THE CITY OF SANTA CLARITA Economic Development Program Purpose The purpose of the Economic Development division is to promote the economic growth of the City. This is achieved by encouraging and fostering responsible economic development opportunities that result in: a jobs/housing balance that is established through high - quality employment opportunities for residents, a diverse and strong economic base through the attraction and retention of increased sales tax -generating businesses, including restaurants and retail, and economic wealth by attracting external monies to the local economy through film and tourism promotion and activities. Primary Activities The primary activities of the Economic Development division include marketing and promoting the City as a premier location to visit, conduct business, shop, and film, attracting and retaining business and retail, acting as the liaison between the City and the business community, promoting the Old Town Newhall area as the premier Arts and Entertainment District in our community, supporting entrepreneurs with tailored workshops and digital tools, such as SizeUp Santa Clarita, and coordinating sponsorships, filming, and visitor attraction. Economic Development division staff facilitate monthly Tourism Bureau meetings and acts as the City's liaison with local community and business agencies, such as the Chamber of Commerce, the Valley Industry Association, the Santa Clarita Valley Economic Development Corporation, and the Small Business Development Center at College of the Canyons. Personnel 500101 Regular Employees__ 500201 Part -Time Salaries & Wa; 500202 Part -Time Sick Leave Pa, 500301 Overtime 500502 Sick Leave Payout 501101 Health &Welfare ...................................... 501102 Life Insurance 501103 Long -Tenn 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 & 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 521104 Insurance Allocation 720001 Reimbursements to the General Fund Total Operations & Maintenance 197,192 67,179 1,215 16,143 16,407 134,189 .................. 1,966 4,839 21,984 26,378�oi ................. 118,181 11,500 63,174 4,400 .................. 684.747 650 250 6,710 60,000 27,370 2,700 ............. 19,795 91,894 1,340,826 ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 137 of239 Program Purpose The Arts and Events division promotes, supports, and develops arts programming, regional events, community events, and volunteer opportunities for the benefit of local citizens, while utilizing these programs and events to encourage economic development and tourism in the Santa Clarita Valley. The division also supports and works closely with the Arts Commission by facilitating monthly meetings and providing presentations and information on the arts that will benefit the entire community. 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 collaborating with other City divisions to support 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 (Plan). The Plan serves as a road map for arts, entertainment, and cultural development in Santa Clarita. The division oversees The MAIN, which serves as a venue for performing and visual arts events and programs for the community. The Arts and Events division produces and supports regional events, including the Cowboy Festival and cultural tourism events. In addition, an annual slate of community events adds to the quality of life for Santa Claritis residents, including the SENSES series in Old Town Newhall, Concerts in the Park, the Fourth of July Fireworks show, Youth Arts Showcase, Eggstravaganza, and the Celebrate cultural series. 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 1,514,133 500201 Part -Time Salaries & Wages 357,490 500202 Part -Time Sick Leave Pay ............................................................................................................................................................................. 5,739 500301 Overtime 157,850 500402 Vacation Payout 60,963 500502 Sick Leave Payout 16,765 501101 Health & Welfare ............................................................................................................................................................................. 170,786 501102 Life Insurance 2,434 501103 Long -Tenn Disability Ins 5,994 501104 Medicare 34,100 501105 Worker's Compensation ............................................................................................................................................................................. 53,754 501106 PERS 150,024 501107 Deferred Compensation 19,000 501110 Supplemental Health 56,485 501113 Wellness Benefit 5,600 Total Personnel 2,611,117 Operations & Maintenance 510102 Membership & Dues ................................................pp........................................................................................................................ 1,495 510103 Office Supplies 2,900 510104 Printing 23,230 511101 Special Supplies 267,825 512101 Rents & Leases 98,619 ............................................................................................................................................................................. 512103 Equipment Rental 413,100 513101 Electric Utility 15,960 513102 Gas Utility 240 513103 Telephone Utility .......................................................................................................................................................................... 6,501 513106 Water Utilit.. 300 516101 Contractual Services 100,861 516102 Professional Services 536,415 516105 Promotion & Publicity ....................................................... 29,000 516108 Graphic Design S ervices 62,000 519101 Travel & Training 10,000 519104 Auto Allowance & Mileage 2,880 521101 Computer Replacement ............................ .........p...............�................................................................................................................ 27,715 521103 E ui ment R lacernent 11,009 521104 Insurance Allocation 150,167 Total Operations & Maintenance 1,760,217 Page 138 of239 THE CITY OF SANTA CLARITA Economic Development Program Purpose The Transit division provides high -quality, safe, and reliable public transportation services within, to, and from the Santa Clarita Valley. The Transit division also provides mobility to those 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. The division also operates 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. For residents with changing transportation needs, the Transit division operates Go! Santa Clarita. This same -day, on -demand service is available to the general public and allows riders to schedule a trip anywhere within the City limits. The division will focus on the construction of a hydrogen production and fueling station at the Transit Maintenance Facility, and implementing recommendations from the 2024 Transportation Development Plan, including the expansion of the GO! Santa Clarita service. Personnel 500101 Regular Employees 500201 Part -Time Salaries & Wal 500402 Vacation Payout 500502 Sick Leave Payout 501101 Health & Welfare 501102 Life Insurance 501103 Long -Tenn 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 511102 Vehicle Fuel 511104 Janitorial Supplies 511105 Maintenance Supplies 511107 Small Tools 512103 Equipment Rental 512104 Records Storage & Services 513101 Electric Utility 513102 Gas Utility 513103 Telephone Utility 513106 Water Utility 516101 Contractual Services 516102 Professional Services 516104 Advertising 516108 Graphic Design Services 516110 Landscape Services 516116 Local Bus 516117 Dial A Ride 516118 Commuter Services 516119 Contract Admin Fees 516121 GO! Transit 516130 CNG Station Maintenance 518503 Taxes/Licenses/Fees 519101 Travel & Training 519103 Education Reimbursement ....................................................................................................... 519104 Auto Allowance & Mileage 519106 Employees' Uniform 521101 Computer Replacement 521104 Insurance Allocation 720001 Reimbursements to the General Fund Total Operations & Maintenance 520103 Automotive Total Capital Outlay 227,857 6,322 4,138 15,413 146,693 1,975 4,864 21,256 41,265 118,975 12,500 56,736 4.810 315 50,000 1,000 18,000 450 6,040 400,000 15,710 69,400 3,000 2,000 20 163,780 1,770,087 75,200 19,000 1,045,192 10,000 10,000 7,000 20,000 2,177,132 4,911,118 3,561,239 6,062,646 2,288,828 400,000 281,400 10,300 5,000 .................... 200 1,270 23,805 166,976 873.105 9,302,049 9,302,049 ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 139 of239 THIS PAGE INTENTIONALLY LEFT BLANK Page 140 of239 THE CITY OF SANTA CLARITA Public Safety Public Safety Operations & Maintenance $ 36,178,807 Total Public Safety $ 36,178,807 Sheriff s Services Fire Protection ■ Fire Protection 0% ■ Sheriff's Services 100% 36,140,936 37,871 ANNUAL OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 141 of239 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 Clarita's position as one of the safest cities of its size (population over 150,000) in the nation is through the CPU The CPU ensures sheriff deputies are equally distributed throughout the City. The J-Team combats 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, provides fire prevention and public education programs, and responds to public and City assistance calls. Fire protection and prevention services are provided to the City 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. Page 142 of239 THE CITY OF SANTA CLARITA Successor Agency Successor Agency Operations & Maintenance $ 1,055,101 Total Successor Agency $ 1,055,101 Successor Agency $ 1,055,101 Total Successor Agency $ 1,055,101 Pw ` ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 143 of239 Program Purpose The Successor Agency is responsible for winding down the activities of the former Redevelopment Agency, as dictated by AB IX 26 and amended by AB 1484. Activities include winding down the activities of the former Redevelopment Agency and working with the Los Angeles County Oversight Board to ensure funding continues to flow to the City to meet the outstanding obligations. Funding Source: Redevelopment Obligation Retirement Fund Account Number: 3923404, 5509102 Operations Total Operations & Maintenance Total 2025-26 Budget 1,055,101 Page 144 of239 THE CITY OF SANTA CLARITA Non -Departmental Non -Departmental Personnel Services $ 4,715,432 Operations & Maintenance 636,196 Reserves & Debt Service 10,992,510 Administration $ 5,351,628 Debt Service 10,242,510 Reserves 750,000 ■ Deb b3 %o ■ Reserves 5% administration 32% ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 145 of 239 Program Purpose The Non -Departmental division provides funding for payments made toward the City's unfunded accrued liability (UAL) pension costs 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. In addition, the program provides for the following annual City debt payments: • Golden Valley Road 2016A (issued to acquire right-of-way for a portion of Golden Valley Road) • Open Space Preservation District 2016B (issued for acquisition of open space lands, parks, and parkland) • Streetlights 2018A & 2018B (issued for acquisition and installation of certain streetlight improvements and LED light retrofit program) • Sheriff's Station 2019 (issued for the construction of a new Sheriff's Station facility located off of Golden Valley Road) • Recreational Facility Series 2020A & 202OA-T (issued for Recreational Facility ice rink acquisition) • Energy Efficiency 2022A & 2022B (issued for energy efficiency improvements associated with City buildings and facilities) • California Energy Commission Loan (approved for energy efficiency improvements, including retrofitting exterior and interior lighting, replacing transformers as well as heating, ventilation, and air conditioning) Page 146 of239 THE CITY OF SANTA CLARITA Capital Improvement Program City of SANTA CLARITA Capital Improvement Program FY2025-2026 Capital Improvement Program Overview 149 CIP SUMMARIES 2025-26 Capital Budget Summary 151 Five -Year CIP Summary Listing by Type of Project 153 2025-26 Capital Projects Program Funding 159 Five -Year CIP Summary Listing of Revenue and Expenditures by Fund 160 ARTS The Rink Sports Pavilion Civic Art - Design & Construction, CIRCULATION Bicycle Crossing Enhancements, Phase I - Design & Construction, C0076 169 Pedestrian Crossing Improvements - Design & Construction, C0077 170 2025-26 Battery Backup Systems Upgrades - Construction, C0078 171 2025-26 Signalized Intersection Improvement Program - Construction, C0079 172 2025-26 Federal Circulation Improvement Program - Construction, C1018 173 Orchard Village Road Protected Bikeway - Construction, C2028 174 Safe Routes to School, Newhall - Construction, C2030 175 FACILITIES AND BUILDINGS HOME Project - Construction, F0005 177 Transit Hydrogen Fueling Infrastructure, Phase I - Construction, F1026 178 Citrus Building Tenant Improvements - Construction, F1030 179 Santa Clarita Sports Complex Buildout - Design, F3024 180 ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 147 of239 MAINTENANCE 2024-25 Overlay and Slurry Seal Program - Construction, M0157 2025-26 Bridge Preventative Maintenance Program - Design, M0162 2025-26 Concrete Rehabilitation Program - Construction, M0163 2025-26 Overlay and Slurry Seal Program - Design & Construction, M0164 Corporate Yard Evaporative Cooler Replacement - Design & Construction, M1047 Santa Clarita Aquatic Center Scoreboard Replacement - Construction, M3042 DBAA 24 Well Redevelopments - Construction, M4015 PARKS 2024-25 Parks Facilities Improvements and Repairs - Construction, P0026 189 2025-26 Parks Facilities Improvements and Repairs - Construction, P0029 190 2025-26 Parks Concrete Rehabilitation Program - Construction, P0030 191 2025-26 Playground Resurfacing and Roll Coating - Construction, P0031 192 Bouquet Canyon Park and North Oaks Park Parking Lot Repairs - Construction, P0032 193 Valencia Heritage Park Tennis Court Improvements - Construction, P1021 194 Valencia Glen Park Facility Roof Replacement - Construction, P1022 195 Newhall Park Pool Pump Room Replacement - Construction, P2021 196 Needham Ranch Open Space Oil Wells - Construction, P2025 197 Hart Park Pool House Retaining Wall Replacement - Construction, P2026 198 2025-26 Playground Equipment Replacement, Newhall Community Center - Design & Construction, P2027 199 Via Princessa Park - Design & Construction, P3033 200 The Rink Sports Pavilion - Construction, P3034 201 North Oaks Park Sewer Replacement - Construction, P3038 202 David March Park - Construction, P4027 203 Parks Maintenance Yard Improvements - Construction, P4028 204 2025-26 Sports Court Resurfacing - Construction, P4036 205 RESOURCE MANAGEMENT AND CONSERVATION 2025-26 Citywide Reforestation Program - Construction, R0036 Newhall Ranch Road Bridge Environmental Mitigation - Construction, Fii;74=h&IFA01171.1:1110TO*? Dockweiler Drive Extension - Design, S3023 209 Via Princessa East Roadway Extension - Design, S3026 210 Vista Canyon Road Bridge - Construction, S3037 211 TRAILS AND TRANSIT 2025-26 Trail Fence Replacement - Construction, T1021 213 Railroad Avenue Class I Bike Trail - Design (Right -of -Way), T2011 214 Sand Canyon Trail, Phase IV - Construction, T3024 215 Page 148 of239 THE CITY OF SANTA CLARITA Capital Improvement Program The 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 Review Team meets for further discussion and review of the proposed projects. Subsequent to these initial recommendations, staff forwards the recommended CIP Budget to the City Manager for presentation to the City Council for their review, consideration, and approval. Throughout this entire process, several key factors are utilized in prioritizing projects including: • Relation to goals and other significant development and/or planning efforts. • Projects previously budgeted in the City's Capital Improvement Program. • Projects that reduce ongoing operational costs. • Projects that have committed outside grant funds that are specifically tied to a particular proposal. The City of Santa Clarita finances its capital projects through a combination of revenues. The proposed resources that will be used to support the Fiscal Year Budget are outlined in the CIP Summaries section of this document. The proposed CIP budget consists of improvements and projects distributed among the following project categories: • Arts $139,936 • Circulation 6,207,654 • Facilities & Buildings 6,666,112 • Maintenance 19,613,765 • Parks 45,273,938 • Resource Mgmt. & Conservation 213,000 • Streets & Bridges 1,435,000 • Trails & Transit 1,957,923 Total Program $81,507,328 ■ Maintenance 74°/ Parks 56% ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 149 of239 THIS PAGE INTENTIONALLY LEFT BLANK Page 150 of239 THE CITY OF SANTA CLARITA Capital Improvement Program Arts A3004 The Rink Sports Pavilion Civic Art - Design & Construction 139,936 Total Arts: 139,936 Circulation C0076 Bicycle Crossing Enhancements, Phase I - Design & Construction 435,350 C0077 Pedestrian Crossing Improvements - Design & Construction 436,054 C0078 2025-26 Battery Backup Systems Upgrades - Construction 200,000 C0079 2025-26 Signalized Intersection Improvement Program - Construction 350,000 C1018 2025-26 Federal Circulation Improvement Program - Construction 3,100,000 C2028 Orchard Village Road Protected Bikeway - Construction 45,000 C2030 Safe Routes to School, Newhall - Construction 1,641,250 Total Circulation: 6,207,654 Facilities and Buildinas F0005 HOME Project- Construction 750,000 F1026 Transit Hydrogen Fueling Infrastructure, Phase I -Construction 2,716,112 F1030 Citrus Building Tenant Improvements -Construction 2,500,000 F3024 Santa Clarita Sports Complex Buildout -Design 700,000 Total Facilities and Buildings: 6,666,112 Maintenance M0157 2024-25 Overlay and Slurry Seal Program - Construction 200,000 M0162 2025-26 Bridge Preventative Maintenance Program - Design 576,765 M0163 2025-26 Concrete Rehabilitation Program - Construction 600,000 M0164 2025-26 Overlay and Slurry Seal Program - Design & Construction 17,000,000 M1047 Corporate Yard Evaporative Cooler Replacement - Design & Construction 460,000 M3042 Santa Clarita Aquatic Center Scoreboard Replacement - Construction 300,000 M4015 DBAA 24 Well Redevelopments - Construction 477,000 Total Maintenance: 19,613,765 Parks P0026 2024-25 Parks Facilities Improvements and Repairs - Construction 200,000 P0029 2025-26 Parks Facilities Improvements and Repairs - Construction 140,000 P0030 2025-26 Parks Concrete Rehabilitation Program - Construction 195,500 P0031 2025-26 Playground Resurfacing and Roll Coating - Construction 81,000 P0032 Bouquet Canyon Park and North Oaks Park Parking Lot Repairs - Construction 494,000 P1021 Valencia Heritage Park Tennis Court Improvements - Construction 650,438 P1022 Valencia Glen Park Facility Roof Replacement - Construction 110,000 P2021 Newhall Park Pool Pump Room Replacement - Construction 2,710,000 P2025 Needham Ranch Open Space Oil Wells - Construction 500,000 P2026 Hart Park Pool House Retaining Wall Replacement - Construction 500,000 P2027 2025-26 Playground Equipment Replacement, Newhall Community Center - Design & Construction 748,000 P3033 Via Princessa Park - Design & Construction 34,500,000 P3034 The Rink Sports Pavilion - Construction 200,000 P3038 North Oaks Park Sewer Replacement - Construction 500,000 P4027 David March Park - Construction 700,000 ANNUAL OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 151 of239 Parks (Continued) P4028 Parks Maintenance Yard Improvements -Construction 3,000,000 P4036 2025-26 Sports Court Resurfacing -Construction 45,000 Total Parks: 45,273,938 Resource Management and Conservation R0036 2025-26 Citywide Reforestation Program -Construction 70,000 R1006 Newhall Ranch Road Bridge Environmental Mitigation -Construction 143,000 Total Resource Management and Conservation: 213,000 Streets and Bridges 53023 Dockweiler Drive Extension -Design 290,000 53026 Via Princessa East Roadway Extension -Design 320,000 53037 Vista Canyon Road Bridge -Construction 825,000 Total Streets and Bridges: 1,435,000 Trails and Transit T1021 2025-26 Trail Fence Replacement -Construction 140,000 T2011 Railroad Avenue Class I Bike Trail -Design (Right -of -Way) 1,517,923 T3024 Sand Canyon Trail, Phase IV -Construction 300,000 Total Trails and Transit: 1,957,923 TOTAL FY 2025-26 CIP: $ 81,507,328 Page 152 of239 THE CITY OF SANTA CLARITA Project Source of Funds Account No. Prior Years FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Total Cost Arts The Rink Sports Pavilion Civic Art - Design & Construction Civic Art Project A3004602 80,000 139,936 219,936 80,000 139,936 219,936 Total: 80,000 139,936 219,936 Circulation Bicycle Crossing Ehancements, Phase I - Design & Construction TDA Article 3 C0076238 85,350 85,350 Miscellaneous State Grant C0076259 350,000 350,000 435,350 435,350 Pedestrian Crossing Improvements - Design & Construction TDA Article 3 C0077238 86,134 86,134 Miscellaneous State Grant C0077259 349,920 349,920 436,054 436,054 2025-26 Battery Backup Systems Upgrades - Construction SC Lighting Dist -Ad Valorem C0078354 200,000 200,000 Unfunded 200,000 200,000 200,000 200,000 800,000 200,000 200,000 200,000 200,000 200,000 1,000,000 2025-26 Signalized Intersection Improvement Program - Construction SC Lighting Dist -Ad Valorem C0079354 350,000 350,000 350,000 350,000 350,000 1,750,000 350,000 350,000 350,000 350,000 350,000 1,750,000 2025-26 Federal Circulation Improvement Program - Construction Miscellaneous Federal Grants C1018229 2,480,000 2,480,000 SC Lighting Dist -Ad Valorem C1018354 620,000 620,000 - 3,100,000 3,100,000 Orchard Village Road Protected Bikeway - Construction Miscellaneous State Grant C2028259 719,000 45,000 764,000 719,000 45,000 764,000 Safe Routes to School, Newhall - Construction Miscellaneous Federal Grants C2030229 1,313,000 1,313,000 TDA Article 8 C2030233 217,740 328,250 545,990 217,740 1,641,250 1,858,990 Total: 936,740 6,207,654 550,000 550,000 550,000 550,000 9,344,394 Facilities and Buildings HOME Project - Construction HOME Entitlements F0005207 530,314 530,314 Developer Fees F0005306 219,686 219,686 750,000 750,000 v a w 0 w 10 Project Source of Funds Account No. Prior Years FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Total Cost Facilities and Buildings - Continued Transit Hydrogen Fueling Infrastructure, Phase I - Construction Transit Fund F1026700 11,281,527 2,716,112 13,997,639 11,281,527 2,716,112 - - 13,997,639 Citrus Building Tenant Improvements - Construction Citrus Facility Fund F1030130 235,000 1,500,000 1,735,000 Public Education & Government F1030330 1,000,000 1,000,000 235,000 2,500,000 - - 2,735,000 Santa Clarita Sports Complex Buildout - Design General Fund - Capital F3024601 23,823 23,823 Facilities Fund F3024723 3,420,000 700,000 4,120,000 3,443,823 700,000 - 4,143,823 Total: 14,960,350 1 6,666,112 21 626 462 Maintenance 2024-25 Overlay and Slurry Seal Program - Construction SIT - Local M0157202 - TDA Article 8 M0157233 527,224 200,000 727,224 Measure R Local Return M0157264 3,595,749 3,595,749 Proposition C Grant M0157265 690,858 690,858 Measure M Local Return M0157266 11,512,157 11,512,157 Senate Bill 1 RMRA M0157267 5,981,012 5,981,012 22,307,000 200,000 - 22,507,000 2025-26 Bridge Prevenative Maintenance Program - Design Federal HBP Funds M0162229 461,412 461,412 TDA Article 8 M0162233 115,353 115,353 576,765 576,765 2025-26 Concrete Rehabilitation Program - Construction Measure R Local Return M0163264 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 2025-26 Overlay and Slurry Seal Program - Design & Construction Proposition C Local Return M0164260 4,978,312 4,978,312 Measure R Local Return M0164264 3,158,534 I 3,158,534 Measure M Local Return M0164266 2,245,597 2,245,597 Senate Bill 1 RMRA M0164267 6,617,557 6,617,557 Unfunded 16,000,000 15,000,000 14,000,000 14,000,000 59,000,000 17,000,000 16,000,000 15,000,000 14,000,000 14,000,000 76,000,000 Corporate Yard Evaporative Cooler Replacement - Design & Construction General Fund - Capital M1047601 460,000 460,000 460,000 - - - - 460,000 Project Source of Funds Account No. Prior Years FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Total Cost Maintenance - Continue Santa Clarita Aquatic Center Scoreboard Replacement -Construction General Fund - Capital M3042601 300,000 300,000 300,000 300,000 DBAA 24 Well Redevelopments - Construction Drainage Benefit Assessment M4015351 477,000 477,000 Area Fund (Plum Canyon) - 477,000 477,000 Total: 22,307,000 19,613,765 16,600,000 15,600,000 14,600,000 14,600,000 103,320,765 Parks 2024-25 Parks Facilities Improvements and Repairs - Construction LMD Zone T-5 Val Glen P0026357 175,000 200,000 375,000 LMD Zone 19 Bridgeport P0026357 42,000 42,000 General Fund - Capital P0026601 143,000 143,000 360,000 200,000 560,000 2025-26 Parks Facilities Improvements and Repairs - Construction General Fund - Capital P0029601 140,000 140,000 - 140,000 140,000 2025-26 Parks Concrete Rehabilitation Program - Construction General Fund - Capital P0030601 195,500 195,500 195,500 195,500 2025-26 Playground Resurfacing and Roll Coating - Construction General Fund - Capital P0031601 81,000 81,000 81,000 81,000 Bouquet Canyon Park and North Oaks Park Parking Lot Repairs - Construction General Fund - Capital P0032601 494,000 494,000 - 494,000 494,000 Valencia Heritage Park Tennis Court Improvements - Construction General Fund - Capital P1021601 89,562 650,438 740,000 89,562 650,438 740,000 Valencia Glen Park Facility Roof Replacement - Construction General Fund - Capital P1022601 110,000 110,000 - 110,000 110,000 Newhall Park Pool Pump Room Replacement - Construction General Fund - Capital P2021601 213,000 2,710,000 2,923,000 213,000 2,710,000 2,923,000 Needham Ranch Open Space Oil Wells - Construction Facilities Fund P2025723 500,000 500,000 - 500,000 500,000 a Project Source of Funds Account No. Prior Years FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Total Cost Parks - Continued Hart Park Pool House Retaining Wall Replacement - Construction Hart Park Fund P2026140 500,000 500,000 500,000 - 500,000 2025-26 Playground Equipment Replacement, Newhall Community Center - Design & Construction CDBG P2027203 748,000 748,000 - 748,000 - 748,000 Via Princessa Park - Design & Construction Miscellaneous State Grants P3033259 322,163 4,125,641 4,447,804 Proposition A Park Bond P3033262 250,000 750,000 1,000,000 Measure W Municipal P3033271 6,446,837 9,500,000 15,946,837 Measure W Regional P3033274 19,998,768 19,998,768 Facilities Fund P3033723 125,591 125,591 Unfunded 35,000,000 35,000,000 7,019,000 34,500,000 35,000,000 - 76,519,000 The Rink Sports Pavilion - Construction ARPA P3034228 1,133,765 1,133,765 Park Dedication Fund P3034305 3,470,000 200,000 3,670,000 Facilities Fund P3034723 23,673,936 23,673,936 28,277,701 200,000 - 28,477,701 North Oaks Park Sewer Replacement - Construction General Fund - Capital P3038601 500,000 500,000 - 500,000 - 500,000 David March Park - Construction Park Dedication Fund P4027305 2,056,000 2,056,000 Facilities Fund P4027723 10,589,411 700,000 11,289,411 12,645,411 700,000 - 13,345,411 Parks Maintenance Yard Improvements - Construction Facilities Fund P4028723 2,328,447 3,000,000 5,328,447 2,328,447 3,000,000 - 5,328,447 2025-26 Sports Court Resurfacing - Construction General Fund - Capital P4036601 45,000 45,000 - 45,000 - 45,000 Total: 50,933,121 45,273,938 35,000,000 131,207,059 Resource Management and Conservation 2025-26 Citywide Reforestation Program - Construction General Fund - Capital R0036601 70,000 70,000 Unfunded 250,000 250,000 250,000 250,000 1,000,000 70,000 250,000 250,000 250,000 250,000 1,070,000 Project Source of Funds Account No. Prior Years FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Total Cost Resource Management and Conservation - Continue Newhall Ranch Road Bridge Environmental Mitigation - Construction Miscellaneous Federal Grants R1006229 424,987 130,000 554,987 Valencia B&T District Fees R1006454 58,904 13,000 71,904 483,891 143,000 - - - - 626,891 Total: F 483,891 213,000 250,000 250,000 250,000 250,000 1,696,891 Streets and Bridges Dockweiler Drive Extension - Design TDA Article 8 S3023233 787,938 787,938 Via Princessa B&T District Fees S3023453 5,743,315 290,000 6,033,315 6,531,253 290,000 6,821,253 Via Princessa East Roadway Extension - Design Eastside B&T District Fees S3026452 3,625,598 320,000 3,945,598 3,625,598 320,000 3,945,598 Vista Canyon Road Bridge - Construction TDA Article 8 S3037233 504,000 504,000 Proposition A S3037261 773,009 773,009 Measure R S3037264 320,000 320,000 Measure M S3037266 330,000 600'000 930,000 Measure M ATP S3037268 5,221,433 5,221,433 Measure R Hwy Ops Imprvmt S3037270 20,000,000 20,000,000 Street Infrastructure Fee S3037432 349,999 349,999 Eastside B&T District Fees S3037452 6,685,399 225,000 6,910,399 General Fund -Capital S3037601 89,601 89,601 Transit Fund S3037700 1,960, 567 1,960, 567 36,234,008 825,000 37,059,008 Total: 46,390,859 1,435,000 47,825,859 Trails and Transit 2025-26 Trail Fence Replacement - Construction TDA Article 3 T1021238 140,000 140,000 - 140,000 140,000 Railroad Avenue Class I Bike Trail - Design (Right -of -Way) TDA Article 3 T2011238 132,133 17,923 150,056 Proposition C Local Return T2011260 548,534 548,534 Proposition C Grant T2011265 951,466 951,466 132,133 1,517,923 1,650,056 Project Source of Funds Account No. Prior Years FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Total Cost Trails and Transit - (Continued) Sand Canyon Trail, Phase IV - Constriction 'IDA Article 8 T3024233 1,089,033 30,000 1,119,033 'IDA Article 3 T3024238 360,933 190,000 550,933 Proposition A Park Bond T3024262 111,000 111,000 Park Dedication Fund T3024305 174,228 174,228 General Fund - Capital T3024601 316,012 80,000 396,012 2,051,206 300,000 2,351,206 Total: 1 2,183,339 1,957,923 4,141,262 Grand Total: 11 138,275,300 81,507,328 52,400,000 16,400,000 15,400,000 15,400,000 319,382,628 a Capital Improvement Program FUND NUMBER FUNDING SOURCE AMOUNT % OF BUDGET 130 Citrus Facility Fund 1,500,000 1.84% 140 Hart Park Fund 500,000 0.61% 203 CDBG 748,000 0.92% 207 HOME Entitlements 530,314 0.65% 229 Federal HBP Grant 461,412 0.57% 229 Miscellaneous Federal Grants 3,923,000 4.81% 233 TDA Article 8 673,603 0.83% 238 TDA Article 3 519,407 0.64% 259 Miscellaneous Grants 4,870,561 5.98% 260 Prop. C Local Return 5,526,846 6.78% 262 Prop. A Park Bond 750,000 0.92% 264 Measure R Local Return 3,758,534 4.61% 265 Prop. C Grant 951,466 1.17% 266 Measure M Local Return 2,845,597 3.49% 267 SB1 RMRA 6,617,557 8.12% 271 Measure W Municipal 9,500,000 11.66% 274 Measure W Regional 19,998,768 24.54% 305 Park Dedication (Quimby) 200,000 0.25% 306 Developer Fees Fund 219,686 0.27% 330 Public Education & Government Fund 1,000,000 1.23% 351 Drainage Benefit Assessment Area Fund 477,000 0.59% 354 Streetlights Maintenance District (AdValorem) 1,170,000 1.44% 357 LMD Zone Specific 200,000 0.25% 452 Eastside B&T District Fees 545,000 0.67% 453 Via Princessa B&T District Fees 290,000 0.36% 454 Valencia B&T District Fees 13,000 0.02% 601 General Fund - Capital 5,835,938 7.16% 602 Civic Arts Fund 139,936 0.17% 700 Transit Fund 2,716,112 3.33% 723 Facilities Fund 5,025,591 6.17% Total FY 2025-26 CIP S 81,507,328 100.00% 2025-26 Capital Improvement Program Funding Levels 20,000,000 18,000,000 16,000,000 14,000,000 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 2,-00.00 d) z-L G)C). ��� Ash �% n CGS G� 2i N n� -7 - 4 4 d� 6 NN NN a, N� 7 N-�0 : T !� y -Y - G, G, '� G G, O o o� �. Am m 2i�m o p, �\�, Qm �,0 � -n m % ' m m m p d '/� d2iy �L GGb TGo d P N DJ+N G TGh s��p 0 Tq T d m ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 159 of239 Fund/Project(s) Prior Years Citrus Facie Fund (130) Citrus Building Tenant Improvements - Construction 235,OOC Total Revenues/Expenditures: 235,000 Hart Park Fund (140) Halt Park Pool House Retaining Wall Replacement - Construction Total Revenues/Expenditures: CDBG (203) 2025-26 Playground Equipment Replacement, Newhall Community Center - Design & Construction Total Revenues/Expenditures: HOME Entitlements (207) HOME Project - Construction Total Revenues/Expenditures: ARPA (228) The Rink Sports Pavilion - Construction 1,133,765 Total Revenues/Expenditures: 1,133,765 Federal Highway Bridge Program Grant 229 2025-26 Bridge Prevenative Maintenance Program - Design Total Revenues/Expenditures: Federal Garcia Appropriation Act Grant (229) 2025-26 Federal Circulation hnprovement Program - Construction Safe Routes to School, Newhall - Construction Total Revenues/Expenditures: Federal ATP/ HSIP Grant Funds (229) Newhall Ranch Road Bridge Environmental Mitigation - Construction 424,987 Total Revenues/Expenditures: 424,98 i TDA Article 8 (233) Safe Routes to School, Newhall - Construction 217,74C 2024-25 Overlay and Slurry Seal Program - Construction 527,224 2025-26 Bridge Prevenative Maintenance Program - Design Dockweiler Drive Extension - Design 787,938 Vista Canyon Road Bridge - Construction 504,OOC FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Total Exp 1,735. 1,735. 500. 500. 765 461,412 461,412 461,412 461,412 2,480,000 1,313,000 2,480,000 1,313,000 37930001 3793000 328,250 545,990 200,000 727,224 115,353 115,353 787,938 504,000 Fund/Project(s) Prior Years TDA Article 8 (233) (Continued) Sand Canyon Trail, Phase IV - Construction 1,089,033 Total Revenues/Expenditures: 3,125,935 TDA Article 3 238 Bicycle Crossing Ehancements, Phase I - Design & Construction Pedestrian Crossing Improvements - Design & Construction Railroad Avenue Class I Bike Trail - Design (Right -of -Way) 132,133 Sand Canyon Trail, Phase IV - Construction 360,933 2025-26 Trail Fence Replacement - Construction Total Revenues/Expenditures: 493,066 Miscellaneous State Grants (259) Bicycle Crossing Ehancements, Phase I - Design & Construction Pedestrian Crossing Improvements - Design & Construction Orchard Village Road Protected Bikeway - Construction 719,000 Via Princessa Park -Design & Construction 322,163 Total Revenues/Expenditures: 1,041,163 Pro . C Local Return (260) 2025-26 Overlay and Slurry Seal Program - Design & Construction Railroad Avenue Class I Bike Trail - Design (Right -of -Way) Total Revenues/Expenditures: Pro . A Local 261 Vista Canyon Road Bridge - Construction 773,009 Total Revenues/Expenditures: 773,009 Pro . A Park Bond (262) FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Total Esp. 30,000 1,119. 673 603 _ _ _ _ 3 799. 86,134 17,923 190,000 140,000 519,407 350,000 349,920 45,000 4,125,641 4,870,561 4,978,312 548,534 Via Princessa Park-Design&Construction 250,000 7 Sand Canyon Trail, Phase IV - Construction 111,000 Total Revenues/Expenditures: 361,000 7! Measure R Local (264) 2024-25 Overlay and Slurry Seal Program - Construction 3,595,749 2025-26 Concrete Rehabilitation Program - Construction 6 2025-26 Overlay and Slurry Seal Program -Design & Construction 3,1 Vista Canyon Road Bridge - Construction 320,000 Total Revenues/Expenditures: 3,915,749 3,7 ,000 D00 ,000 ,534 c3a 85,350 86,134 150,056 550,933 350,000 349,920 764,000 447,804 911.724 4,978,312 1,000,000 3,595,749 600,000 3,158,534 Prop. C 25% Grant (265) 2024-25 Overlay and Slurry Seal Program - Construction Railroad Avenue Class I Bike Trail - Design (Right -of -Way) Total Revenues/Expenditures: Measure M Local(266) 2024-25 Overlay and Slurry Seal Program - Construction 2025-26 Overlay and Slurry Seal Program - Design & Construction Vista Canyon Road Bridge - Construction Total Revenues/Expenditures: SB1 Road Repair & Accountability Acct (267) 2024-25 Overlay and Slurry Seal Program - Construction 2025-26 Overlay and Slurry Seal Program - Design & Construction Total Revenues/Expenditures: Measure M ATP (270) Vista Canyon Road Bridge - Construction Total Revenues/Expenditures: Measure R Hwy Ops Improvements (270) Vista Canyon Road Bridge - Construction Measure W Municipal (271) Via Princessa Park - Design & Construction Total Revenues/Expenditures: Total Revenues/Expenditures: Measure W Regional(274) Via Princessa Park - Design & Construction Total Revenues/Expenditures: Park Dedication (305) The Rink Sports Pavilion - Construction David March Park - Construction Sand Canyon Trail, Phase IV - Construction Total Revenues/Expenditures: Prior Years FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Total Exp. Fund/Project(s) Developer Fees (306) HOME Project - Construction Total Revenues/Expenditures: Public Education & Government Fund (330) Citrus Building Tenant Improvements - Construction Total Revenues/Expenditures: Drainage Benefit Assessment Area Fund (Plum Canyon) (351) DBAA 24 Well Redevelopments - Construction Total Revenues/Expenditures: Streetlights Maintenance District (AdValorem) (354) 2025-26 Battery Backup Systems Upgrades - Construction 2025-26 Federal Circulation Improvement Program - Construction 2025-26 Signalized Intersection Improvement Program - Construction Total Revenues/Expenditures: Landscape Maintenance District (357) Zone Specific 2024-25 Parks Facilities Improvements and Repairs - Construction Total Revenues/Expenditures: Street Infrastructure Fees (432) Vista Canyon Road Bridge - Construction Total Revenues/Expenditures: Eastside B & T District Fees (452) Via Princessa East Roadway Extension - Design Vista Canyon Road Bridge - Construction Via Princessa B & T District Fees (453) Dockweiler Drive Extension - Design Total Revenues/Expenditures: Total Revenues/Expenditures: Valencia B & T District Fees (454) Newhall Ranch Road Bridge Environmental Mitigation - Construction Total Revenues/Expenditures: v a b rn w 0 N, N W 10 Prior Years FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Total Esp. O N, N W b a Fund/Project(s) Prior Years General Fund - Capital (601) Santa Clarita Sports Complex Buildout -Design 23,823 Corporate Yard Evaporative Cooler Replacement - Design & Construction Santa Clarita Aquatic Center Scoreboard Replacement - Construction 2024-25 Parks Facilities Improvements and Repairs - Construction 143,OOC 2025-26 Parks Concrete Rehabilitation Program - Construction 2025-26 Parks Facilities Improvements and Repairs - Construction 2025-26 Playground Resurfacing and Roll Coating - Construction 2025-26 Sports Court Resurfacing - Construction Bouquet Canyon Park and North Oaks Park Parking Lot Repairs - Construction Valencia Heritage Park Tennis Court Improvements - Construction 89,562 Valencia Glen Park Facility Roof Replacement - Construction Newhall Park Pool Pump Room Replacement - Construction 213,OOC North Oaks Park Sewer Replacement - Construction 2025-26 Citywide Reforestation Program - Construction Vista Canyon Road Bridge - Construction 89,601 Sand Canyon Trail, Phase IV - Construction 316,012 Total Revenues/Expenditures: 874,998 Civic Arts Fund (602) The Rink Sports Pavilion Civic Art - Construction 80,OOC Total Revenues/Expenditures: 80,000 Transit Fund (700) Transit Hydrogen Fueling Infrastructure, Phase I - Construction 11,281,52-1 Vista Canyon Road Bridge - Construction 1 960 567 Total Revenues/Expenditures: 13,242,094 Facilities Fund (723) Santa Clarita Sports Complex Buildout -Design 3,420,OOC Needham Ranch Open Space Oil Wells - Construction Via Princessa Park - Design & Construction The Rink Sports Pavilion - Construction 23,673,936 David March Park - Construction 10,589,411 Parks Maintenance Yard Improvements - Construction 2,328,447 Total Revenues/Expenditures: 40,011,794 Unfunded List Battery Backup Systems Upgrades - Construction Signalized Intersection Improvement Program - Construction Concrete Rehabilitation Program - Construction FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 300,000 195,500 140,000 81,000 45,000 494,000 650,438 110,000 2,710,000 500,000 70,000 139.936 139,936 2,716,112 2,716,112 - - 700,000 500,000 125,591 200,000 200,000 350,000 350,000 600,000 600,000 Total Exp. 23,823 460,000 300,000 143,000 195,500 140,000 81,000 45,000 494,000 740,000 110,000 2,923,000 500,000 70,000 89,601 219,936 219,936 13,997,639 1,960,567 15,958,206 4,120,000 500,000 125,591 23,673,936 11,289,411 5,328,447 45,037,385 200,000 200,000 800,000 350,000 350,000 1,400,000 600,000 600,000 2,400,000 Unfunded List (Continued) 2025-26 Overlay and Slurry Seal Program - Design & Construction Via Princessa Park - Design & Construction 2025-26 Citywide Reforestation Program - Construction Total Revenues/Expenditures: Prior Years FY 2025-26 FY 2026-27 35 ,000,000 35,OOQ,000 FY 2027-28 FY 2028-29 15, 000, 000 14, 000, 000 FY 2029-30 14,000,000 Total Esp. 59,000,000 35,000,000 Grand Totals: 138,275,300 81,507,328 52,400,000 16,400,000 15,400,000 15,400,000 319,382,628 b 0 w b THIS PAGE INTENTIONALLY LEFT BLANK Page 166 of239 THE CITY OF SANTA CLARITA Capital Improvement Program THE RINK SPORTS PAVILION CIVIC ART - DESIGN Project Number: A3004 & CONSTRUCTION Proiect Location: Santa Clarita Sports Complex, 20870 Centre Pointe Parkway, Santa Clarita, CA 91350 G¢ eQoc aQaK,�ay a 0 _m c a 'o C'1 PROJECT LOCATION: O Description: This project will complete fabrication, integration, acquisition, delivery, and conservation of a civic art piece to be located at The Rink Sports Pavilion. The commissioned artwork was 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, The Rink Sports Pavilion, Phase I, Project P3034, 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: In Progress Department: Economic Development Project Supervisor: Phil Lantis Project Cost Estimate ($): Expenditure/Category: Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 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 80,000 139,936 0 0 0 0 219,936 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $80,000 $139,936 $0 $0 $0 $0 $219,936 Project Funding Funding Source(s): Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 602 - Civic Art Project 80,000 139,936 0 0 0 0 219,936 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Total Costs: $80,000 $139,936 $0 $0 $0 $0 $219,936 Impact on Operations ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 167 of 239 THIS PAGE INTENTIONALLY LEFT BLANK Page 168 of239 THE CITY OF SANTA CLARITA Capital Improvement Program BICYCLE CROSSING ENHANCEMENTS, PHASE I - DESIGN & CONSTRUCTION Proiect Location: Multiple signalized intersections along Newhall Ranch Road and Golden Valley Road Description Justification Project Status: Project Cost Estimate ($) Expenditure/ Category: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 233 - TDA Article 8 259 - Miscellaneous State Grants Total Costs: Impact on Operations: Project Number: C0076 This project includes the installation of bicycle detection systems and signage on the trail system at seven signalized intersections along Golden Valley Road and Newhall Ranch Road to enhance bicyclist safety. The project will utilize video detection to identify bicycles at approximately 300 feet in advance of the signalized intersection and provide visual feedback to both motorists and cyclists that a rider has been detected. Along Golden Valley Road, the locations will be at Lost Canyon Road, South Plaza, Highland Drive, Robert C. Lee Parkway, and Centre Pointe Parkway. Along Newhall Ranch Road, the locations will be at Santa Clarita Parkway and Millhouse Drive. Enhancing bicyclist safety has been identified as a key emphasis area in the City's Local Roadway Safety Plan (LRSP). Bicyclists are involved in approximately eight percent of the City's fatal and severe injury collisions. The project covers seven intersections, three of which are on the High Injury Network that was identified in the City's LRSP. This project supports the Santa Clarita 2025 theme of Public Safety. Proposed Department: Public Works Project Supervisor: Joel Bareng PriorYears 2025-26 2026-27 2027-28 2028-29 2029-30 Total 0 150 0 0 0 0 150 0 46,150 0 0 0 0 46,150 0 0 0 0 0 0 0 0 389,050 0 0 0 0 389,050 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $435,350 $0 $0 $0 $0 $435,350 Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 0 85,350 0 0 0 0 85,350 0 350,000 0 0 0 0 350,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $435,350 $0 $0 $0 $0 $435,350 ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 169 of 239 PEDESTRIAN CROSSING IMPROVEMENTS - DESIGN & CONSTRUCTION Proiect Location: Citywide Description: Justification: Project Status Project Cost Estimate ($) Expenditure/ Category: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 233 - TDA Article 8 259 - Miscellaneous State Grants Total Costs: Impact on Operations: Project Number: C0077 This project will install pedestrian video detection camera systems and blank -out signs to warn motorists of pedestrian activity approaching the crosswalk. The project will be installed at five intersections: Copper Hill Drive at Decoro Drive, McBean Parkway at Sunset Hills Drive, McBean Parkway at Northpark Drive, McBean Parkway at Magic Mountain Parkway, and Newhall Ranch Road at Golden Valley Road. This will enhance pedestrian safety by giving additional communication and visual cues to motorists of a pedestrian in the crosswalk. Similar completed projects have been successful, resulting in a reduction in the number of pedestrian collisions. Enhancing pedestrian safety has been identified as a key emphasis area in the City's recently completed Local Roadway Safety Plan (LRSP). Pedestrians are involved in one-third of the City's fatal and severe injury collisions. This project will provide vehicles advanced notification of pedestrians present. This project supports the Santa Clarita 2025 theme of Public Safety. Proposed Department: Public Works Project Supervisor: Joel Bareng Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 0 150 0 0 0 0 150 0 50,000 0 0 0 0 50,000 0 0 0 0 0 0 0 0 385,904 0 0 0 0 385,904 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $436,054 $0 $0 $0 $0 $436,054 Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 0 86,134 0 0 0 0 86,134 0 349,920 0 0 0 0 349,920 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $436,054 $0 $0 $0 $0 $436,054 Page 170 of239 THE CITY OF SANTA CLARITA Capital Improvement Program 2025-26 BATTERY BACKUP SYSTEMS UPGRADES Project Number: C0078 - CONSTRUCTION Proiect Location: Citywide Description: Justification: Project Status: Project Cost Estimate ($) Expenditure/ Category: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 354 - SC Lighting Dist -Ad Valorem Priority Unfunded Total Costs: Impact on Operations: ,4o m City of q) Santa Clarita _ y -- , I I j re- PROJECT LOCATION : CITYWIDE This project will replace batteries and inverters to maintain intersections running with emergency power during planned and unplanned outages. Over 100 inverters were installed more than 10 years ago, reaching their service life, and need to be replaced. Batteries for other traffic control systems will be included in this program, such as Speed Feedback Sign, EcoCounter, and Software Defined Radar equipment. The City has an extensive battery backup system network at 207 signalized intersections throughout the City. Battery backup systems provide reliable emergency power to traffic signals in the event of power failures or interruptions. By providing emergency power, a traffic signal can continue to operate to minimize congestion and clear stopped vehicles from railroad tracks. In addition, pedestrians may continue to safely utilize crosswalks within signalized intersections. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Proposed Department: Public Works Project Supervisor: Joel Bareng Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 200,000 200,000 200,000 200,000 200,000 1,000,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $200,000 $200,000 $200,000 $200,000 $200,000 $1,000,000 Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 0 200,000 0 0 0 0 200,000 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 0 200,000 200,000 200,000 200,000 800,000 $0 $200,000 $200,000 $200,000 $200,000 $200,000 $1,000,000 ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 171 of239 2025-26 SIGNALIZED INTERSECTION IMPROVEMENT Project Number: C0079 PROGRAM - CONSTRUCTION Proiect Location: Intersections of Lyons Avenue and Avenida Rotella, Lyons Avenue and Peachland Avenue, and Dickason Drive and Smyth Drive Description: This project will revitalize and modernize the City's traffic signal systems by upgrading facilities that are old, faded, and no longer meet functional requirements. Improvements at the intersections of Lyons Avenue and Avenida Rotella, Lyons Avenue and Peachland Avenue, and Dickason Drive and Smyth Drive will include the installation of new conduits, signal housings, pull boxes, and new underground wiring. Justification: Even though many traffic signal locations are still in operation, many components of the traffic signal system need to be upgraded to current standards. These efforts will help minimize signal malfunctions caused by inclement weather conditions due to old, deteriorated conductors and signal equipment. This project will revitalize the old and faded signal heads by installing new vehicular and pedestrian housings, and eliminate old and cracked pull box lids. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Public Works Project Supervisor: Joel Bareng Project Cost Estimate ($): Expenditure/Category: Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Environmental 0 0 0 0 0 0 0 Design 0 0 0 0 0 0 0 Right -of -Way 0 0 0 0 0 0 0 Construction 0 350,000 350,000 350,000 350,000 350,000 1,750,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $350,000 $350,000 $350,000 $350,000 $350,000 $1,750,000 Project Funding: Funding Source(s): Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 354 - SC Lighting Dist -Ad 0 350,000 0 0 0 0 350,000 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 0 350,000 350,000 350,000 350,000 1,400,000 Total Costs: $0 $350,000 $350,000 $350,000 $350,000 $350,000 $1,750,000 Impact on Operations Page 172 of239 THE CITY OF SANTA CLARITA Capital Improvement Program 2025-26 FEDERAL CIRCULATION IMPROVEMENT PROGRAM Project Number: C1018 - CONSTRUCTION Proiect Location: Valencia Boulevard at McBean Parkway and Mall Entrance Description: Justification: Project Status: Project Cost Estimate ($) Expenditure/ Category: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 229 - Misc. Federal Grant 354 - SC Lighting Dist -Ad Valorem Total Costs: Impact on Operations: 0 PROJECT LOCATION: O This project will modify the existing intersections of Valencia Boulevard at McBean Parkway and Valencia Boulevard at Mall Entrance to enhance traffic circulation and maximize capacity. The proposed improvements will modify existing medians, striping, signals, and asphalt. New trees and shrubs will infill the remaining landscaping. The modifications are based on staffs analysis of traffic volumes and observations of traffic patterns at these intersections. In anticipation of ongoing and future development in the City, and overall traffic increases, the 2025-26 Federal Circulation Improvement Program 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. Proposed Department: Public Works Project Supervisor: Shannon Pickett Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3,100,000 0 0 0 0 3,100,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $3,100,000 $0 $0 $0 $0 $3,100,000 Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 0 2,480,000 0 0 0 0 2,480,000 0 620,000 0 0 0 0 620,000 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 $3,100,000 $0 $0 $0 $0 $3,100,000 ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 173 of 239 ORCHARD VILLAGE ROAD PROTECTED BIKEWAY - CONSTRUCTION Proiect Location: Orchard Village Road between Lyons Avenue and Mill Valley Road Project Number: C2028 PROJECTLOCATION: Description: This project will install a demonstration barrier -protected bicycle facility on an existing Class III bike route on Orchard Village Road from Mill Valley Road to Lyons Avenue. The facility will be protected from vehicular traffic by flexible delineators within a striped buffer located along both sides of the roadway. Justification: This project will promote safety for pedestrians along Orchard Village Road and encourage additional usage of the Class III bike route. This project supports the Santa Clarita 2025 theme of Building and Creating Community. Project Status Project Cost Estimate ($) Expenditure/ Category: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 259 - Miscellaneous State Grants Total Costs: Impact on Operations: In Progress Department: Public Works Project Supervisor: Shannon Pickett Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 719,000 45,000 0 0 0 0 764,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $719,000 $45,000 $0 $0 $0 $0 $764,000 Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 719,000 45,000 0 0 0 0 764,000 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 $719,000 $45,000 $0 $0 $0 $0 $764,000 Page 174 of239 THE CITY OF SANTA CLARITA Capital Improvement Program SAFE ROUTES TO SCHOOL, NEWHALL - CONSTRUCTION Project Number: C2030 Proiect Location: Several street segments surrounding Placerita Junior High School, Hart High School, and Newhall Elementary Description: Justification: Project Status: Project Cost Estimate ($) Expenditure/ Category: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 229 - Misc. Federal Grants 233 - TDA Article 8 Total Costs: Impact on Operations: 0 Ql L:-' PROJECT LOCATION: O The City's Safe Routes to School (SRTS) plan focuses on improving street safety and encouraging students and community members to walk and bike to and from school. This project will make several sidewalk, crossing, and bike lane improvements surrounding Placerita Junior High School, Hart High School, and Newhall Elementary School, including bulb -out crossing improvements, refurbishing several crosswalks and ramps, and striping a shared bike lane. This project will enhance active transportation access around several schools in Newhall. The project was awarded through Congressionally Directed Funding (Garcia) in support of SRTS plan implementation. This project supports the Santa Clarita 2025 theme of Building and Creating Community. In Progress Department: Public Works Project Supervisor: Shannon Pickett Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 0 0 0 0 0 0 0 217,740 0 0 0 0 0 217,740 0 0 0 0 0 0 0 0 1,641,250 0 0 0 0 1,641,250 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $217,740 $1,641,250 $0 $0 $0 $0 $1,858,990 Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 0 1,313,000 0 0 0 0 1,313,000 217,740 328,250 0 0 0 0 545,990 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $217,740 $1,641,250 $0 $0 $0 $0 $1,858,990 ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 175 of 239 THIS PAGE INTENTIONALLY LEFT BLANK Page 176 of239 THE CITY OF SANTA CLARITA Capital Improvement Program HOME PROJECT - CONSTRUCTION Project Location: Citywide Project Number: F0005 ig : Cary sanca Clamz I J PROJECTLOC1IATION: CITYWIDE Description: This project is for the aquisition and development of an affordable housing complex. Much like CDBG, HOME funds are very restrictive and can only be used on four specified categories. For this reason, funding will be used for an affordable housing project. This project will seek out a non-profit developer, who would work to identify a suitable site and develop a project scope. Justification Project Status: Project Cost Estimate ($): Expenditure/ Cateaorv: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 207 - HOME Entitlements 306 - Developer Fees Total Costs: Impact on Operations: This project supports the Santa Clarita 2025 theme of Building and Creating Community. In progress Department: Community Development Project Supervisor: Tracy Sullivan Prior Years 2025-26 0 0 0 0 0 0 0 750,000 0 0 0 0 $0 $750,000 Prior Years 2025-26 0 530,314 0 219,686 0 0 0 0 0 0 0 0 0 0 $0 $750,000 2026-27 2027-28 2028-29 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $0 $0 2026-27 2027-28 2028-29 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $0 $0 2029-30 Total 0 0 0 0 0 0 0 750,000 0 0 0 0 $0 $750,000 2029-30 Total 0 530,314 0 219,686 0 0 0 0 0 0 0 0 0 0 $0 $750,000 ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 177 of 239 TRANSIT HYDROGEN FUELING INFRASTRUCTURE, Project Number: F1026 PHASE I - CONSTRUCTION Project Location: Transit Maintenance Facility 28250 Constellation Road, Santa Clarita, CA 91355 Description Justification Project Status: Project Cost Estimate ($) Expenditure/ Category: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 700 - Transit Fund Total Costs: Impact on Operations: -,1 , PROJECT LOCATION: O This project will provide necessary improvements, supply and installation of hydrogen production equipment, and commissioning of the hydrogen station at the Transit Maintenance Facility. In December 2018, the California Air Resources Board adopted the Innovative Clean Transit (ICT) regulation. The ICT regulation requires all public transit agencies to gradually transition to 100 percent zero - emission bus fleets. To prepare for this transition, staff analyzed various options and determined that hydrogen fuel cell buses were the best option available to meet the City's needs. This determination was based on range, need for additional infrastructure, and long-term operating costs. This project supports the Santa Clarita 2025 theme of Community Beautification & Sustainability. In progress Department: Economic Development Project Supervisor: Adrian Aguilar Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 11,281,527 2,716,112 0 0 0 0 13,997,639 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $11,281,527 $2,716,112 $0 $0 $0 $0 $13,997,639 Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 11,281,527 2,716,112 0 0 0 0 13,997,639 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $11,281,527 $2,716,112 $0 $0 $0 $0 $13,997,639 Page 178of239 THE CITY OF SANTA CLARITA Capital Improvement Program CITRUS BUILDING TENANT IMPROVEMENTS - CONSTRUCTION Proiect Location: 26330 Citrus Street, Santa Clarita, CA 91355 Project Number: F1030 Magic /I.jo u�taln Pkwy O Valencia Blvd �5 PROJECT LOCATION: O Description: This project will construct approximately 4,475 square feet of tenant improvements for SCVTV, the City of Santa Clarita's public television channel. The scope of work includes constructing a new 1,920-square-foot sound stage, a 2,330-square-foot control room, editing suite, engineering office, production equipment storage, two private offices, a broadcasting area, and an IT room. The improvements will also include mechanical, electrical, and plumbing work, the installation of acoustic walls and doors, stage enhancements including insulation, and a suspended pipe grid for lighting and low volume mechanical supply. Justification: The existing studio can't accommodate the growing production needs of SCVTV. The current stage area is 670 square feet and can only accommodate one set at a time, requiring moving of the sets often. The new stage will be 1,920 square feet and will allow several sets to be available at any given time. Additionally, the location of the new studio is more conducive for high school and college students to travel to and from. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: In Progress Department: Public Works Project Supervisor: Shannon Pickett Project Cost Estimate ($) Expenditure/Category: Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Environmental 0 0 0 0 0 0 0 Design 235,000 0 0 0 0 0 235,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 2,500,000 0 0 0 0 2,500,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $235,000 $2,500,000 $0 $0 $0 $0 $2,735,000 Project Funding Funding Source(s): Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 130 - Citrus Facility Fund 235,000 1,500,000 0 0 0 0 1,735,000 330 - Public Education 0 1,000,000 0 0 0 0 1,000,000 & Government (PEG) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Total Costs: $235,000 $2,500,000 $0 $0 $0 $0 $2,735,000 Impact on Operations: ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 179 of 239 SANTA CLARITA SPORTS COMPLEX BUILDOUT - DESIGN Project Location: Santa Clarita Sports Complex, 20870 Centre Pointe Pa rkway, Santa Clarita, CA 91350 Description Justification Project Status Project Cost Estimate ($) Project Number: F3024 4 "' Cam`➢ w<s�"f""„�w' < � € °� �� "�a a ewv �s s 4 N Y PROJECTLOCATION: 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 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. 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 2025-26 2026-27 2027-28 2028-29 2029-30 Total Environmental 0 0 0 0 0 0 0 Design 3,443,823 700,000 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: $3,443,823 $700,000 $0 $0 $0 $0 $4,143,823 Project Funding: Funding Source(s): Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 601 - General Fund -Capital 23,823 0 0 0 0 0 23,823 723 - Facilities Fund 3,420,000 700,000 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 0 0 0 0 0 0 0 Total Costs: $3,443,823 $700,000 $0 $0 $0 $0 $4,143,823 Impact on Operations: Page 180 of239 THE CITY OF SANTA CLARITA Capital Improvement Program 2024-25 OVERLAY AND SLURRY SEAL PROGRAM - CONSTRUCTION Project Location: Citywide Project Number: M0157 �cs 4 City of s= Santa Clarita 'I � _ I II PROJECTLOCIATION: CIiVWIDE Description: The annual Overlay and Slurry Seal Program reflects the City's commitment to sound pavement management of the roadway infrastructure and will provide for overlaying and slurry sealing streets in need of attention. The City's Five -Year Major Streets Overlay and Slurry Plan identifies these funds are needed annually to meet a minimum of 70 Pavement Condition Index (PCI) rating of the City's roadway infrastructure; the City is currently at a rating of 71 PCI. Justification Project Status Project Cost Estimate ($): Expenditure/ Cateaorv: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding Funding Source(s): 233 - TDA Article 8 264 - Measure R 265 - Prop C Grant 266 - Measure M 267 - Senate Bill 1 RMRA Total Costs Impact on Operations: Each year, the City dedicates a substantial portion of its capital budget to the annual Overlay and Slurry Seal Program. This annual project strives to maintain the quality and viability of the City's streets infrastructure. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. In progress Department: Public Works Project Supervisor: Shannon Pickett Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 60,000 0 0 0 0 0 60,000 500,000 0 0 0 0 0 500,000 0 0 0 0 0 0 0 21,747,000 200,000 0 0 0 0 21,947,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $22,307,000 $200,000 $0 $0 $0 $0 $22,507,000 Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 527,224 200,000 0 0 0 0 727,224 3,595,749 0 0 0 0 0 3,595,749 690,858 0 0 0 0 0 690,858 11,512,157 0 0 0 0 0 11,512,157 5,981,012 0 0 0 0 0 5,981,012 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $22,307,000 $200,000 $0 $0 $0 $0 $22,507,000 ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 181 of239 2025-26 BRIDGE PREVENTATIVE MAINTENANCE PROGRAM Project Number: M0162 - DESIGN Proiect Location: Citywide Description: Justification: Project Status: Project Cost Estimate ($) Expenditure/ Category: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 229 - Federal HBP Funds 233 - TDA Article 8 Total Costs: Impact on Operations: e E. f City of 0 anta Clarita O PROJECT LOCATION. O This project will address maintenance needs for the following 10 bridges identified in the Bridge Preventative Maintenance Program (BPMP): Whites Canyon Road at Santa Clara River, Valencia Boulevard at Santa Clara River, Sand Canyon Road at Iron Canyon Creek, Bouquet Canyon Road at Santa Clara River, Placerita Canyon Road at Sand Canyon Wash, Orchard Village Road at Santa Clara River, Newhall Ranch Road at Bouquet Canyon Channel, Via Princessa at Railroad Avenue, Copper Hill Drive at San Francisquito Creek, and Magic Mountain Parkway at Santa Clara River. This project is part of the ongoing Federal Aid BPMP to maintain bridges throughout Santa Clarita. The Highway Bridge Program (HBP) is currently heavily oversubscribed due to significant cost increases to all bridge projects. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Proposed Department: Public Works Project Supervisor: Shannon Pickett Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 0 0 0 0 0 0 0 0 576,765 0 0 0 0 576,765 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $576,765 $0 $0 $0 $0 $576,765 Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 0 461,412 0 0 0 0 461,412 0 115,353 0 0 0 0 115,353 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $576,765 $0 $0 $0 $0 $576,765 Page 182of239 THE CITY OF SANTA CLARITA Capital Improvement Program 2025-26 CONCRETE REHABILITATION PROGRAM Project Number: M0163 - CONSTRUCTION Proiect Location: Citywide .. City of s Santa Clarita PROJECT LOCATION : CITYWIDE Description: This annual project addresses necessary repairs to sidewalks, concrete flow lines, and driveway approaches damaged by tree roots and pavement settlement. The project also addresses water quality degradation caused by standing water along roadways, ensures water flow, and repairs damaged curbs and gutter flow lines. These repairs will be made at various locations throughout the City. ❑ Justification: The sidewalk and storm water flow line repairs are integral to the City's pavement management system. The City is committed to monitoring its pedestrian passageways to ensure safe path of travel. This year's project will repair the locations identified in the Annual Sidewalk Inspection Program. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Public Works Project Supervisor: Cruz Caldera Project Cost Estimate ($) Expenditure/Category: Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 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 0 600,000 600,000 600,000 600,000 600,000 3,000,000 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 2025-26 2026-27 2027-28 2028-29 2029-30 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 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 $3,000,000 Impact on Operations ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 183 of 239 2025-26 OVERLAY AND SLURRY SEAL PROGRAM - DESIGN AND CONSTRUCTION Proiect Location: Citywide Project Number: M0164 F A City of 6� Santa Clerita PROJECT LOCATION _ CI7VnNIDE Description: The annual Overlay and Slurry Seal Program reflects the City's commitment to sound pavement management of the roadway infrastructure and will provide for overlaying and slurry sealing streets in need of attention. The City's Five -Year Major Streets Overlay and Slurry Plan identifies these funds are needed annually to meet a minimum of 70 Pavement Condition Index (PCI) rating of the City's roadway infrastructure; the City is currently at a rating of 71 PCI. Justification Project Status Project Cost Estimate ($): Expenditure/ Cateaorv: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Fundina Source(s): 260 - Proposition C 264 - Measure R 266 - Measure M 267 - Senate Bill 1 RMRA Priority Unfunded Total Costs: Impact on Operations: Each year, the City dedicates a substantial portion of its capital budget to the annual Overlay and Slurry Seal Program. This annual project strives to maintain the quality and viability of the City's streets infrastructure. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Proposed Department: Public Works Project Supervisor: Shannon Pickett Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 0 60,000 60,000 60,000 60,000 60,000 300,000 0 500,000 500,000 500,000 500,000 500,000 2,500,000 0 0 0 0 0 0 0 0 16,440,000 15,440,000 14,440,000 13,440,000 13,440,000 73,200,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $17,000,000 $16,000,000 $15,000,000 $14,000,000 $14,000,000 $76,000,000 Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 0 4,978,312 0 0 0 0 4,978,312 0 3,158,534 0 0 0 0 3,158,534 0 2,245,597 0 0 0 0 2,245,597 0 6,617,557 0 0 0 0 6,617,557 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 16,000,000 15,000,000 14,000,000 14,000,000 59,000,000 $0 $17,000,000 $16,000,000 $15,000,000 $14,000,000 $14,000,000 $76,000,000 Page 184 of239 THE CITY OF SANTA CLARITA Capital Improvement Program CORPORATE YARD EVAPORATIVE COOLER REPLACEMENT Project Number: M1047 - DESIGN & CONSTRUCTION Proiect Location: General Services Corporate Yard Facility, 25663 West Avenue Stanford, Santa Clarita, CA 91355 0 PROJECT LOCATION: O Description: This project involves replacing three 12,000 CFM indirect evaporative coolers at the Corporate Yard. The current coolers are showing signs of rust and structural integrity loss, causing leaks inside the building, and are in need of replacement. These units play a crucial role during the hot summer months by cooling the fleet maintenance area. Justification: Maintenance staff has made numerous efforts to keep the units operational; however, all three units are showing signs of rust and structural integrity loss. As a result of the rusting, we have experienced several leaks inside the building. These units play a crucial role during the hot summer months by cooling the fleet maintenance area. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Neighborhood Services Project Supervisor: Bryan Peck Project Cost Estimate ($) Expenditure/Category: Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Environmental 0 0 0 0 0 0 0 Design 0 19,500 0 0 0 0 19,500 Right -of -Way 0 0 0 0 0 0 0 Construction 0 440,500 0 0 0 0 440,500 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $460,000 $0 $0 $0 $0 $460,000 Project Funding Funding Source(s): Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 601 - General Fund -Capital 0 460,000 0 0 0 0 460,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Total Costs: $0 $460,000 $0 $0 $0 $0 $460,000 Impact on Operations ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 185 of 239 SANTA CLARITA AQUATIC CENTER SCOREBOARD Project Number: M3042 REPLACEMENT - CONSTRUCTION Proiect Location: Santa Clarita Aquatic Center, 20850 Centre Pointe Parkway, Santa Clarita, CA 91350 ce�c a m 0 c a c� PROJECT LOCATION: O Description: This project will replace the Dive Pool scoreboard at the Santa Clarita Aquatic Center. The current scoreboard is non -operational, and relies on proprietary parts that are now outdated and no longer being made. Despite extensive efforts, finding compatible used motherboards to restore functions has not been successful. The new scoreboard is essential for providing important information to the public and ensuring accurate timing and scoring for City aquatic programs and high-level swimming competitions. Justification: Since hosting its first swim meet in 2004, the Santa Clarita Aquatic Center (SCAC) has become a premier venue for local, regional, state, and national swim competitions. A key factor in earning this reputation has been the high -quality Daktronics scoreboard system. To maintain SCAC's reputation and continue hosting high-level competitions, upgrading and modernizing the scoreboard system is essential. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Neighborhood Services Project Supervisor: Bryan Peck Project Cost Estimate ($) Expenditure/Category: Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 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 0 0 0 0 300,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $300,000 $0 $0 $0 $0 $300,000 Project Funding Funding Source(s): Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 601 - General Fund -Capital 0 300,000 0 0 0 0 300,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Total Costs: $0 $300,000 $0 $0 $0 $0 $300,000 Impact on Operations: Page 186 of239 THE CITY OF SANTA CLARITA Capital Improvement Program DBAA 24 WELL REDEVELOPMENTS - CONSTRUCTION Project Number: M4015 Proiect Location: DBAA 24 (Plum Canyon) PROJECT LOCATION: O Description: This project will redevelop ten wells and include the removal and replacement of one well in Drainage Benefit Assessment Area (DBAA) 24 (Plum Canyon). The DBAA consists of 21 monitoring/extraction wells with pumping equipment and control panels in various states of working order. This DBAA was annexed into the City in 2018. Justification: A City contractor conducted an inspection in December 2021 which showed six pumps in working order, eight pumps that run but do not pump, and water level and well depth changes from prior inspections. Another City consultant inspected these wells in 2022 and found that many well casings seem to have bottom depths that are now deeper than the construction records indicate and need to be redeveloped. While all wells, except Monitoring Well 25 (MW-25), show a fluctuating depth deeper than initially constructed, these eleven wells were selected for redevelopment. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Public Works Project Supervisor: Shannon Pickett Project Cost Estimate ($): Expenditure/ Category: Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 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 0 477,000 0 0 0 0 477,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $477,000 $0 $0 $0 $0 $477,000 Project Funding: Funding Source(s): Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 351 - Drainage Benefit SP 0 477,000 0 0 0 0 477,000 Assessment (Plum 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 0 0 0 0 0 0 0 Total Costs: $0 $477,000 $0 $0 $0 $0 $477,000 Impact on Operations: ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 187 of 239 THIS PAGE INTENTIONALLY LEFT BLANK Page 188 of239 THE CITY OF SANTA CLARITA Capital Improvement Program 2024-25 PARKS FACILITIES IMPROVEMENTS AND Project Number: P0026 REPAIRS - CONSTRUCTION Project Location: Citywide al PROJECT LOCATION : CITYWIDE Description: This annual project consists of repairs throughout the interior of the Aquatic Center, repairs to the Valencia Glen Park multi -purpose building and pool, and replacement of the exterior siding on the restroom building at Bridgeport Park. The Aquatic Center will receive new quartz countertops, paint, and flooring. Valencia Glen Park consists of re -plastering the pool, removing popcorn texture on the ceiling, and painting the interior of the multi -purpose room, repairing the exterior fascia boards and rafter tails, and replacement of the rain gutter system. At Bridgeport Park, the wood siding on the restroom building will be replaced with more durable fiber cement siding, and the building will be repainted. Justification: The interior of the Aquatic Center is heavily used year-round and has sustained wear and tear throughout the years. The pool at Valencia Glen Park shows significant cracking throughout the plaster. If left unrepaired, this could result in the pool leaking water causing other issues to the pool shell. At Bridgeport Park, the exterior siding on the restroom building is heavily degraded and damaged in many areas. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: In progress Department: Neighborhood Services Project Supervisor: Susan Nelson Project Cost Estimate ($): Expenditure/Category: Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 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 360,000 200,000 0 0 0 0 560,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $360,000 $200,000 $0 $0 $0 $0 $560,000 Project Funding: Funding Source(s): Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 357 - LMD Zone T-5 Val Glen 175,000 200,000 0 0 0 0 375,000 357 - LMD Zone 19 Bridgeport 42,000 0 0 0 0 0 42,000 601 - General Fund -Capital 143,000 0 0 0 0 0 143,000 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 Total Costs: $360,000 $200,000 $0 $0 $0 $0 $560,000 Impact on Operations ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 189 of 239 2025-26 PARK FACILITIES IMPROVEMENTS AND REPAIRS Project Number: P0029 - CONSTRUCTION Proiect Location: Citywide Description Justification a I - City W s= Santa Clarita a , , Xt r NF. PROJECTLOCATION: CITYWIDE This project includes the replacement of two original water heaters at the Santa Clarita Sports Complex Gymnasium that have exceeded their useful life. Only one heater is operational, and replacement parts for the heaters are no longer available. At Newhall Park, galvanized piping needs to be replaced with new copper piping. The existing pipes are internally corroded, resulting in minimal water pressure and rust -tinted water that stains fixtures. These issues compromise the functionality and aesthetic appeal of the space, as well as the overall user experience. Replacing water heaters with new energy -efficient water heaters will ensure an adequate flow of hot water. Upgrading the copper piping provides superior corrosion resistance, and enhanced water pressure. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Neighborhood Services Project Supervisor: Bryan Peck Project Cost Estimate ($): Expenditure/ Category: Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 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 0 140,000 0 0 0 0 140,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $140,000 $0 $0 $0 $0 $140,000 Project Funding: Funding Source(s): Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 601 - General Fund -Capital 0 140,000 0 0 0 0 140,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Total Costs: $0 $140,000 $0 $0 $0 $0 $140,000 Impact on Operations Page 190of239 THE CITY OF SANTA CLARITA Capital Improvement Program 2025-26 PARKS CONCRETE REHABILITATION PROGRAM Project Number: P0030 - CONSTRUCTION Proiect Location: Citywide Description: Justification: Project Status Project Cost Estimate ($) Expenditure/ Category: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 601 - General Fund -Capital Total Costs: Impact on Operations: City 01 a 1 Sawa CI to ,. PROJECTLOCATION: CITYWIDE This annual project will address necessary repairs to concrete walkways throughout several park sites. This project will fund the removal and replacement over of 6,000 square feet of concrete walkways at various park sites. These sections have been damaged by tree roots, settling, wear and environmental factors. This year's sites include: Creekview Park, Chesebrough Park, Bouquet Canyon Park, Newhall Community Center, Santa Clarita Sports Complex (SCSC), and Valencia Heritage Park. In addition, this project will address the replacement of the damaged and missing concrete expansion joint material at the Skate Park and Veterans Historical Plaza concrete pathways. Over 4,000 linear feet of damaged expansion joint material at the Skate Park and Veterans Historical Plaza will be replaced. This project will repair damaged concrete surfaces and will prevent future degradation. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Proposed Department: Neighborhood Services Project Supervisor: Susan Nelson Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 195,500 0 0 0 0 195,500 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $195,500 $0 $0 $0 $0 $195,500 Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 0 195,500 0 0 0 0 195,500 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 $195,500 $0 $0 $0 $0 $195,500 ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 191 of239 2025-26 PLAYGROUND RESURFACING AND ROLL COATING Project Number: P0031 - CONSTRUCTION Proiect Location: Citywide Description: This year's project will provide roll coating at five different playgrounds to prolong the lifespan of the existing pour -in -place surfacing. The coating consists of using a standard paint roller to apply a thinned -out version of the binder used when the surfacing is installed. The surfaces to be roll coated are cleaned, pressure washed and repaired prior to application. The park playgrounds include Todd Longshore Park, North Oaks Park, Vista Canyon Park, Circle J Park, and Copper Hill Park. Justification: Roll coating will help maintain the impact attenuation of the surfacing and will help prolong its useful life. Furthermore, roll coating is required to maintain the warranty on newly installed rubberized play surfaces. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Neighborhood Services Project Supervisor: Susan Nelson Project Cost Estimate ($) Expenditure/Category: Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 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 81,000 0 0 0 0 81,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $81,000 $0 $0 $0 $0 $81,000 Project Funding Funding Source(s): Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 601 - General Fund -Capital 0 81,000 0 0 0 0 81,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Total Costs: $0 $81,000 $0 $0 $0 $0 $81,000 Impact on Operations Page 192 of239 THE CITY OF SANTA CLARITA Capital Improvement Program BOUQUET CANYON PARK AND NORTH OAKS PARK PARKING Project Number: P0032 LOT REFURBISHMENT - CONSTRUCTION Proiect Location: Bouquet Canyon Park, 28127 Wellston Dr, Santa Clarita, CA 91350 & North Oaks Park, 27824 Camp Plenty Rd, Canyon Country, CA 91351 Description Justification The parking lots at Bouquet Canyon Park and North Oaks Park are in need of repair. Both lots suffer from extensive damage, including large cracks, uplifted areas caused by tree roots, and visible alligator cracks that are beyond repair. The presence of these alligator cracks suggests underlying soil issues beneath the asphalt, emphasizing the urgency of replacement. Replacement of asphalt in these parking lots will address drainage and structural issues, prevent potential safety hazards for residents, and ensure the longevity of the surface. Investing in these improvements will provide a quality parking environment for all park visitors. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Neighborhood Services Project Supervisor: Bryan Peck Project Cost Estimate ($): Expenditure/Category: Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 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 0 494,000 0 0 0 0 494,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $494,000 $0 $0 $0 $0 $494,000 Project Funding: Funding Source(s): Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 601 - General Fund -Capital 0 494,000 0 0 0 0 494,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Total Costs: $0 $494,000 $0 $0 $0 $0 $494,000 Impact on Operations ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 193 of 239 VALENCIA HERITAGE PARK TENNIS COURT IMPROVEMENTS Project Number: P1021 - CONSTRUCTION Project Location: Valencia Heritage Park, 24155 Newhall Ranch Road, Santa Clarita. CA 91354 Description: This project will provide improvements to the existing three tennis courts at Valencia Heritage Park, including court resurfacing and replacement of the windscreen. Additionally, the project will include the design and construction of a fourth tennis court, adjacent to the existing courts, on the northeast side. The new court will include fencing, lighting, and other user amenities and will be designed to incorporate seamlessly into the existing court complex. Justification: This court facility is heavily used by the City's tennis community. The proposed additional court will meet the demand for additional tennis play area and provide an offset for the Bouquet Canyon Park tennis courts that were recently converted to pickleball. The refurbishment of the existing courts will provide for a safer amenity for patrons to enjoy. This project supports the Santa Clarita 2025 theme of Building and Creating Community. Project Status: In progress Department: Neighborhood Services Project Supervisor: Susan Nelson Project Cost Estimate ($) Expenditure/Category: Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Environmental 0 0 0 0 0 0 0 Design 89,562 0 0 0 0 0 89,562 Right -of -Way 0 0 0 0 0 0 0 Construction 0 650,438 0 0 0 0 650,438 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $89,562 $650,438 $0 $0 $0 $0 $740,000 Project Funding Funding Source(s): Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 601 - General Fund -Capital 89,562 650,438 0 0 0 0 740,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Total Costs: $89,562 $650,438 $0 $0 $0 $0 $740,000 Impact on Operations Page 194 of239 THE CITY OF SANTA CLARITA Capital Improvement Program VALENCIA GLEN PARK FACILITY ROOF REPLACEMENTS Project Number: P1022 - CONSTRUCTION Proiect Location: Valencia Glen Park, 23750 Via Gavola, Santa Clarita. CA 91355 Description: PROJECT LOCATION: a This project will include repairs to the roof at the pool facility at Valencia Glen Park (VGP). The pool facility work will include the replacement of the existing shingles and tar paper, and inspecting and repairing the wood deck as needed. Justification: The VGP pool facility roof is experiencing severe issues, including cracked or missing shingles and granule loss. These updates will ensure the roof is restored to optimal condition and capable of lasting for many years. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Neighborhood Services Project Supervisor: Bryan Peck Project Cost Estimate ($): Expenditure/Category: Prior Years 2025-26 Environmental 0 0 Design 0 0 Right -of -Way 0 0 Construction 0 110,000 Civic Art Project 0 0 Environmental Monitoring 0 0 Total Costs: $0 $110,000 Project Funding: Funding Source(s): Prior Years 2025-26 601 - General Fund -Capital 0 110,000 0 0 0 0 0 0 0 0 0 0 0 0 Total Costs: $0 $110,000 Impact on Operations 2026-27 2027-28 2028-29 2029-30 Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 110,000 0 0 0 0 0 0 0 0 0 0 $0 $0 $0 $0 $110,000 2026-27 2027-28 2028-29 2029-30 Total 0 0 0 0 110,000 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 $110,000 ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 195 of 239 NEWHALL PARK POOL PUMP ROOM REPLACEMENT Project Number: P2021 - CONSTRUCTION Proiect Location: Newhall Park, 24923 Newhall Avenue, Santa Clarita, CA 91321 d 0 da 9L n� d �L. aP o• PROJECT LOCATION: O Description: This project will replace the existing pool pump room at Newhall Park. The demolition will remove the 370- square-foot storage building and its attached 120-square-foot lean-to, as well as dismantle 330 feet of aging chain link fencing. Additionally, a temporary, 100-square-foot storage shed will be dismantled. Construction will include reconfiguring the pump room utilities and grading 1,000 square feet on the east side of the existing storage area for the installation of new concrete. Justification: The Newhall Park pool pump room is over 70 years old and in critical need of replacement. In 2006, a 120- square-foot lean-to was added to shelter chemical vats from the elements, but is also beginning to deteriorate. Additionally, the space fails to meet current storage needs. The proposed new concrete area will provide secure, weather -protected storage for larger pool apparatus such as covers, goals, and slides —an essential upgrade for operational efficiency. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: In Progress Department: Public Works Project Supervisor: Shannon Pickett Project Cost Estimate ($) Expenditure/ Category: Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Environmental 0 0 0 0 0 0 0 Design 213,000 0 0 0 0 0 213,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 2,710,000 0 0 0 0 2,710,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $213,000 $2,710,000 $0 $0 $0 $0 $2,923,000 Project Funding Funding Source(s): Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 601 - General Fund -Capital 213,000 2,710,000 0 0 0 0 2,923,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Total Costs: $213,000 $2,710,000 $0 $0 $0 $0 $2,923,000 Impact on Operations Page 196of239 THE CITY OF SANTA CLARITA Capital Improvement Program NEEDHAM RANCH OPEN SPACE OIL WELLS - CONSTRUCTION Project Location: Sierra Highway and Remsen St Description: Justification: Project Status Project Cost Estimate ($) Expenditure/ Category: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 723 - Facilities Fund Total Costs: Impact on Operations: Project Number: P2025 10 w v -------- - - - - -- --- `X" .. PROJECT LOCATION: O This project will properly plug and abandon six idle oil wells in Needham Ranch Open Space. The six idle oil wells were transferred to the City with the dedication of Needham Ranch Open Space in 2003. The California Department of Conservation, Geological Energy Management Division (CaIGEM) closely regulates idle wells, requiring annual testing and monitoring. Proper abandonment and plugging will relieve the City of the Annual Regulation burden and address potential issues posed by idle wells. The City will be relieved of the $9,000 annual burden associated with CaIGEM's regulatory oversight of the six idle wells. This project supports the Santa Clarita 2025 theme of Public Safety. In progress Department: Neighborhood Services Project Supervisor: Susan Nelson Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 0 150 0 0 0 0 150 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 499,850 0 0 0 0 499,850 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $500,000 $0 $0 $0 $0 $500,000 Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 0 500,000 0 0 0 0 500,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $500,000 $0 $0 $0 $0 $500,000 ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 197 of 239 HART PARK POOL HOUSE RETAINING WALL REPLACEMENT Project Number: P2026 - CONSTRUCTION Proiect Location: William S. Hart Regional Park, 24151 Newhall Avenue, Santa Clarita. CA 91321 Description: Justification: Project Status Project Cost Estimate ($) Expenditure/ Category: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 140 - Hart Park Total Costs: Impact on Operations: 0 PROJECTLOCATION_ 0- This project will replace the retaining wall near the Pool House at the William S. Hart Regional Park. The new retaining wall will provide structural stability for Hart's mansion and ensure there is no negative impact to the existing access road. A failure of the retaining wall near Hart's mansion could impact the access road and potentially damage the mansion. A structural engineering consultant evaluated the wall's condition and recommended replacement over repair. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Proposed Department: Public Works Project Supervisor: Shannon Pickett Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 500,000 0 0 0 0 500,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $500,000 $0 $0 $0 $0 $500,000 Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 0 500,000 0 0 0 0 500,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $500,000 $0 $0 $0 $0 $500,000 Page 198 of239 THE CITY OF SANTA CLARITA Capital Improvement Program 2025-26 PLAYGROUND EQUIPMENT REPLACEMENT, NEWHALL Project Number: P2027 COMMUNITY CENTER - DESIGN & CONSTRUCTION Proiect Location: Newhall Community Center, 22421 Market Street, Newhall, CA 91321 Description: Justification: Project Status Project Cost Estimate ($) Expenditure/ Category: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 203 - CDBG Total Costs: Impact on Operations: PROJECT LOCATION : O The existing playground at the Newhall Community Center (NCC) was built in 1994 with the intention of serving teenage users. This project will replace the dated playground equipment at the NCC. The new playground will maximize use of the existing footprint and will incorporate elements suitable for users aged 2-12 years old. Additionally, this playground equipment will have inclusive elements. The programming needs at NCC have transitioned to preschool and school aged children, ages 2-12 years old. The playground is no longer suitable to the needs of the NCC. This project supports the SC2025 themes of Building and Creating Community and Sustaining Public Infrastructure. Proposed Department: Neighborhood Services Project Supervisor: Susan Nelson Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 748,000 0 0 0 0 748,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $748,000 $0 $0 $0 $0 $748,000 Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 0 748,000 0 0 0 0 748,000 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 $748,000 $0 $0 $0 $0 $748,000 ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 199 of 239 VIA PRINCESSA PARK - DESIGN & CONSTRUCTION Project Number: P3033 Proiect Location: Whites Canyon Road and Via Princessa Description Justification: O PROJECT LOCATION: O The project site is located north of the existing Southern California Regional Rail Authority (SCRRA/Metrolink) tracks and within the Via Princessa Metrolink Station. This construction request will include rough grading, the pedestrian undercrossing, the culvert extension at Honby Channel, the 36-inch storm drain underneath the railroad, and a regional infiltration system. The future phases of this project will include four multi -purpose fields with lighting, shaded picnic areas, playground, pickleball courts, and a restroom building. The site was identified in the City's 2008 Park Master Plan as a potential future park site location. The project is also consistent with the City's 2025 goal of working toward the stormwater infiltration requirements outlined in the Upper Santa Clara River Enhanced Watershed Management Program. This project supports the Santa Clarita 2025 theme of Building and Creating Community. Project Status: In Progress Department: Public Works Project Supervisor: Shannon Pickett Project Cost Estimate ($): Expenditure/ Category: Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Environmental 0 0 0 0 0 0 0 Design 7,019,000 500,000 0 0 0 0 7,519,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 34,000,000 35,000,000 0 0 0 69,000,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $7,019,000 $34,500,000 $35,000,000 $0 $0 $0 $76,519,000 Project Funding: Funding Source(s): Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 259 - Misc State Grants 322,163 4,125,641 0 0 0 0 4,447,804 262 - Prop A Park Bond 250,000 750,000 0 0 0 0 1,000,000 271 - Measure W Municipal 6,446,837 9,500,000 0 0 0 0 15,946,837 274 - Measure W Regional 0 19,998,768 0 0 0 0 19,998,768 723 - Facilities Fund 0 125,591 0 0 0 0 125,591 0 0 0 0 0 0 0 Priority Unfunded 0 0 35,000,000 0 0 0 35,000,000 Total Costs: $7,019,000 $34,500,000 $35,000,000 $0 $0 $0 $76,519,000 Impact on Operations: Page 200 of239 THE CITY OF SANTA CLARITA Capital Improvement Program THE RINK SPORTS PAVILION - CONSTRUCTION Project Location: Santa Clarita Sports Complex, 20870 Centre Pointe Parkway, Santa Clarita, CA 91350 Project Number: P3034 G¢ eQoc eQaK,�ay a 0 _m c a 'o PROJECT LOCATION: O Description: The proposed fully -enclosed state-of-the-art Rink Sports Pavilion is currently designed to be a multi -use facility. This project will include an office and ticketing booth for staff, restrooms, storage lockers, skate rental, spectator seating, a roller rink, basketball, pickleball and volleyball courts. It also includes an audio booth with a sound system, dasher boards, security cameras, WiFi access point, LED lighting, HVAC, mezzanine level storage, and perimeter landscape. The final amenity is a full-scale commercial kitchen. This project will be constructed adjacent to the Gymnasium at the Santa Clarita Sports Complex. Justification: Project Status: Project Cost Estimate ($): Expenditure/ Cateaorv: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding Funding Source(s): 228 - ARPA Fund 305 - Park Dedication Fund 723 - Facilities Fund Total Costs: Impact on Operations: This project supports the Santa Clarita 2025 theme of Building and Creating Community. In progress Department: Public Works Project Supervisor: Shannon Pickett Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 0 0 0 0 0 0 0 3,177,701 0 0 0 0 0 3,177,701 0 0 0 0 0 0 0 25,100,000 200,000 0 0 0 0 25,300,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $28,277,701 $200,000 $0 $0 $0 $0 $28,477,701 Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 1,133,765 0 0 0 0 0 1,133,765 3,470,000 200,000 0 0 0 0 3,670,000 23,673,936 0 0 0 0 0 23,673,936 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $28,277,701 $200,000 $0 $0 $0 $0 $28,477,701 ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page201of239 NORTH OAKS PARK SEWER REPLACEMENT - CONSTRUCTION Proiect Location: North Oaks Park, 27824 Camp Plenty Road, Santa Clarita, CA 91351 Wh�Ies Canyon R Project Number: P3038 PROJECT LOCATION: O Description: The existing sewer line system at North Oaks Park is made of cast iron, ABS, and clay piping. A professional assessment was conducted and identified several critical problems with the current sewer system which is deteriorating and in need of replacement. The sewer line will be replaced with a modern and durable system made of new ABS and polybutylene piping. Justification: Replacing the sewer line is essential to ensure the park's infrastructure remains safe and reliable. The updated system will be designed to handle current and future needs, protecting the park's amenities and ensuring public health. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure Project Status: Proposed Department: Neighborhood Services Project Supervisor: Bryan Peck Project Cost Estimate ($): Expenditure/Category: Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 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 0 500,000 0 0 0 0 500,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $500,000 $0 $0 $0 $0 $500,000 Project Funding: Funding Source(s): Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 601 - General Fund -Capital 0 500,000 0 0 0 0 500,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Total Costs: $0 $500,000 $0 $0 $0 $0 $500,000 Impact on Operations Page 202 of239 THE CITY OF SANTA CLARITA Capital Improvement Program DAVI D MARCH PARK - CONSTRUCTION Proiect Location: David March Park, 28310 Via Joyce Drive, Santa Clarita, CA 91350 O Project Number: P4027 PROJECT LOCATION: O Description: This project will provide funding for construction of additional amenities to David March Park, which was originally built by L.A. County in 2004. The park is about 13.2 acres and was transferred to the City in June 2016. The proposed improvements include a new baseball field with lighting, a new restroom building, additional parking stalls, covered family picnic units, ADA ramping between activity levels, a new basketball court with lighting, upgraded workout equipment, new shade structures over existing children's play area and workout equipment, new cornhole and horseshoe pits, a new 12-foot wide concrete walkway at Phase I perimeter, and new landscape, irrigation, and sod at the new areas. Justification: The Conceptual Master Plan for Phase II was originally put together by L.A. County and was recently updated with input from the stakeholders. This project supports the Santa Clarita 2025 theme of Building and Creating Community. Project Status: In progress Department: Public Works Project Supervisor: Shannon Pickett Project Cost Estimate ($) Expenditure/Category: Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Environmental 5,644 0 0 0 0 0 5,644 Design 1,797,356 0 0 0 0 0 1,797,356 Right -of -Way 0 0 0 0 0 0 0 Construction 10,842,411 700,000 0 0 0 0 11,542,411 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $12,645,411 $700,000 $0 $0 $0 $0 $13,345,411 Project Funding Funding Source(s): Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 305 - Park Dedication Fund 2,056,000 0 0 0 0 0 2,056,000 723 - Facilities Fund 10,589,411 700,000 0 0 0 0 11,289,411 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Total Costs: $12,645,411 $700,000 $0 $0 $0 $0 $13,345,411 Impact on Operations: ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 203 of 239 PARKS MAINTENANCE YARD IMPROVEMENTS - CONSTRUCTION Project Location: Central Park, 27150 Bouquet Canyon Road, Santa Clarita, CA 91350 Project Number: P4028 PROJECT LOCATION _ l Description: This project will fund the design and construction of improvements to the Maintenance Yard at Central Park. Desired improvements include functional workspaces for all staff, additional storage areas for materials and equipment, increased parking for personal vehicles, workout area for City staff, improved vehicle flow, capacity to support future electric charging needs and to accommodate future growth within the Parks Maintenance team. The existing building was built as part of the initial construction phase of the Central Park development in 2000. Interior tenant improvements were completed in 2010 to expand office space for the supervisory team, and a portable classroom was transformed into a locker room for field staff. Justification: Components of the Maintenance Yard have been pieced together over the years, resulting in an inefficient use of space and non -ideal flow. In addition, the Maintenance Yard lacks adequate space for parking personal vehicles and is nearly at maximum capacity for City vehicle and equipment parking. To better optimize the space, the Maintenance Yard and building structure need to be reevaluated and reimagined for the needs of today and future growth of the City. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: In progress Department: Public Works Project Supervisor: Shannon Pickett Project Cost Estimate ($) Expenditure/ Category: Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Environmental 0 0 0 0 0 0 0 Design 2,328,447 0 0 0 0 0 2,328,447 Right -of -Way 0 0 0 0 0 0 0 Construction 0 3,000,000 0 0 0 0 3,000,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $2,328,447 $3,000,000 $0 $0 $0 $0 $5,328,447 Project Funding Funding Source(s): Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 723 - Facilities Fund 2,328,447 3,000,000 0 0 0 0 5,328,447 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Total Costs: $2,328,447 $3,000,000 $0 $0 $0 $0 $5,328,447 Impact on Operations Page 204of239 THE CITY OF SANTA CLARITA Capital Improvement Program 2025-26 SPORTS COURT RESURFACING - CONSTRUCTION Project Number: P4036 Proiect Location: Bouquet Canyon Park, 28127 Wellston Drive, Santa Clarita, CA 91350 Description: U PROJEC T LOCATION .0 This year's project will provide for the basketball court resurfacing at Bouquet Canyon Park. The court has several areas that have flaked off and the concrete has cracks and spalls. The surface is also worn smooth in several spots and is in need of replacement. Justification: The repair and replacement of the basketball court surface will provide a safer amenity to patrons to enjoy and will create a consistent playing surface. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Neighborhood Services Project Supervisor: Susan Nelson Project Cost Estimate ($): Expenditure/Category: Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 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 45,000 0 0 0 0 45,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $45,000 $0 $0 $0 $0 $45,000 Project Funding: Funding Source(s): Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 601 - General Fund -Capital 0 45,000 0 0 0 0 45,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Total Costs: $0 $45,000 $0 $0 $0 $0 $45,000 Impact on Operations ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 205 of 239 THIS PAGE INTENTIONALLY LEFT BLANK Page 206 of239 THE CITY OF SANTA CLARITA Capital Improvement Program 2025-26 CITYWIDE REFORESTATION PROGRAM - CONSTRUCTION Proiect Location: Citywide Project Number: R0036 Description: This project will encompass the installation and treatment of replacement trees at various locations in the City. Work will include irrigation, re -staking, sucker removal, tree well repair, and weed removal to increase survival rate and promote long-term tree health. These actions effectively mitigate risk to our community by removing trees that are coming to the end of their useful life and are key for successional planning to maintain a sustainable, healthy, vibrant urban forest for decades to come. Justification: Funding to support the Citywide Reforestation project allows staff to: proactively address City trees that are too large or too aged to remain in the public parkway; install new trees along major thoroughfares, residential streets, and in parks; and provide consistent tree maintenance for young trees. This project supports the Santa Clarita 2025 theme of Community Beautification & Sustainability and the goal specific to developing and instituting a "Community Reforestation Plan." Project Status: Proposed Department: Administrative Services Project Supervisor: Andrew Adams Project Cost Estimate ($) Expenditure/Category: Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 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 70,000 250,000 250,000 250,000 250,000 1,070,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $70,000 $250,000 $250,000 $250,000 $250,000 $1,070,000 Project Funding Funding Source(s): Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 601 - General Fund -Capital 0 70,000 0 0 0 0 70,000 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 0 250,000 250,000 250,000 250,000 1,000,000 Total Costs: $0 $70,000 $250,000 $250,000 $250,000 $250,000 $1,070,000 Impact on Operations: ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 207of239 NEWHALL RANCH ROAD BRIDGE ENVIRONMENTAL Project Number: R1006 MITIGATION - CONSTRUCTION Project Location: .25 miles west of Newhall Ranch Road & McBean Parkway and .14 miles east of Newhall Ranch Road & Avenue Tibbitts Description Justification Project Status: Project Cost Estimate ($) Expenditure/ Category. Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 229 - Miscellaneous Federal Grants 454 - Valencia B&T Fee Total Costs: Impact on Operations: M /1�7 PROJECT LOCATION: a This multi -year project will implement streambed restoration within the areas of the Santa Clara River and San Francisquito Creek to mitigate the permanent impacts resulting from the Newhall Ranch Road Bridge Widening project, as authorized through the environmental permits. This project will remove, maintain, and monitor exotic, highly invasive vegetation such as Arundo donax (Giant Reed) and Tamarix spp (Salt Cedar). This multi -year project will provide for maintenance for the streambed restoration to ensure complete abatement and promote the recruitment of native species that will support indigenous wildlife. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. In progress Department: Public Works Project Supervisor: Shannon Pickett Prior Years 2024-25 2025-26 2026-27 2027-28 2028-29 Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 483,891 143,000 0 0 0 0 626,891 $483,891 $143,000 $0 $0 $0 $0 $626,891 Prior Years 2024-25 2025-26 2026-27 2027-28 2028-29 Total 424,987 130,000 0 0 0 0 554,987 58,904 13,000 0 0 0 0 71,904 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $483,891 $143,000 $0 $0 $0 $0 $626,891 Page 208 of 239 THE CITY OF SANTA CLARITA Capital Improvement Program DOCKWEILER DRIVE EXTENSION - DESIGN Project Location: Dockweiler Drive to Railroad Avenue Description Justification Project Status Project Cost Estimate ($): Expenditure/ Category: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 233 - TDA Article 8 453 - Via Princessa B&T Fee Total Costs: Impact on Operations: Project Number: S3023 This project will provide 100% 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. 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 theme of Building and Creating Community. In progress Department: Public Works Project Supervisor: Shannon Pickett Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 829,651 0 0 0 0 0 829,651 4,146,602 265,000 0 0 0 0 4,411,602 1,555,000 25,000 0 0 0 0 1,580,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $6,531,253 $290,000 $0 $0 $0 $0 $6,821,253 Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 787,938 0 0 0 0 0 787,938 5,743,315 290,000 0 0 0 0 6,033,315 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 0 0 0 0 0 0 0 $6,531,253 $290,000 $0 $0 $0 $0 $6,821,253 ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 209of239 VIA PRINCESSA EAST ROADWAY EXTENSION - DESIGN Project Number: S3026 Project Location: Via Princessa east of Golden Valley Road PROJECT LOCATION: Description: This project will extend Via Princessa Road from Rainbow Glen Drive west to Golden Valley Road. The proposed improvements will include the following; grading, four paved traffic lanes, median improvements, parkway improvements, storm drains, water lines, dry utilities, street lights, and two traffic signals. This project will be designed, permitted, and built in conjunction with the adjacent development. Requested funds are needed for project management, review of in -progress design documents, special studies, environmental mitigation analysis, right-of-way acquistions, and cost estimates. Justification: This project is a vital component of the circulation element of the City's One Valley One Vision General Plan. It is planned to be designed and constructed inconjunction with an adjacent residential and commercial development to maximize the use of public funds, and to obtain the required right-of-way to meet grant milestones. This project supports the Santa Clarita 2025 theme of Building and Creating Community. Project Status: In progress Department: Public Works Project Supervisor: Shannon Pickett Project Cost Estimate ($) Expenditure/Category: Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Environmental 0 0 0 0 0 0 0 Design 3,295,598 320,000 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: $3,625,598 $320,000 $0 $0 $0 $0 $3,945,598 Project Funding: Funding Source(s): Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 452 - Eastside B&T Fee 3,625,598 320,000 0 0 0 0 3,945,598 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Total Costs: $3,625,598 $320,000 $0 $0 $0 $0 $3,945,598 Impact on Operations: Page 210 of239 THE CITY OF SANTA CLARITA Capital Improvement Program VISTA CANYON ROAD BRIDGE - CONSTRUCTION Proiect Location: Vista Canyon Development to Soledad Canyon Road over the Santa Clara River Description Justification Project Status: Project Cost Estimate ($): Expenditure/ Category: Environmental Design Right -of -Way Construction Civic Art Project Environmental Monitoring Total Costs: Project Funding: Funding Source(s): 233 - TDA Article 8 261 - Proposition A 264 - Measure R 266 - Measure M 268 - Measure M ATP 270 - Measure R Hwy Ops Impvmt 432 - St. Infrastructure Fee 452 - B&T Eastside Fee 601 - General Fund -Capital 700 - Transit Fund Total Costs: Impact on Operations: Project Number: S3037 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 Vista Canyon Boulevard, to accommodate commuters and other users of the Vista Canyon Metrolink and bus station. The Vista Canyon Road Bridge will provide access from Soledad Canyon Road to the 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 2025-26 2026-27 2027-28 2028-29 2029-30 Total 0 0 0 0 0 0 0 1,404,008 0 0 0 0 0 1,404,008 0 0 0 0 0 0 0 34,830,000 825,000 0 0 0 0 35,655,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $36,234,008 $825,000 $0 $0 $0 $0 $37,059,008 Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 504,000 0 0 0 0 0 504,000 773,009 0 0 0 0 0 773,009 320,000 0 0 0 0 0 320,000 330,000 600,000 0 0 0 0 930,000 5,221,433 0 0 0 0 0 5,221,433 20,000,000 0 0 0 0 0 20,000,000 349,999 0 0 0 0 0 349,999 6,685,399 225,000 0 0 0 0 6,910,399 89,601 0 0 0 0 0 89,601 1,960,567 0 0 0 0 0 1,960,567 $36,234,008 $825,000 $0 $0 $0 $0 $37,059,008 ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Paye211of239 THIS PAGE INTENTIONALLY LEFT BLANK Page 212 of 239 THE CITY OF SANTA CLARITA Capital Improvement Program 2025-26 TRAIL FENCE REPLACEMENT - CONSTRUCTION Project Number: T1021 Proiect Location: Santa Clara River Trail (Bridgeport) Description: Justification: This project replaces approximately 1,700 linear feet of existing, deteriorating vinyl and lodgepole fencing with lodgepole. The improvements include replacing fencing along Bridgeport Trail starting from Emergency Locator 315 at Newhall Ranch Road to Emergency locator 312 at the east end of Bridgeport Park. This project is needed due to the degradation of the existing fencing. This is a multi -phased project in which specific trail sections, most in need of repair, are selected on an annual basis. This project supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure. Project Status: Proposed Department: Public Works Project Supervisor: Shannon Pickett Project Cost Estimate ($) Expenditure/Category: Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 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 0 140,000 0 0 0 0 140,000 Civic Art Project 0 0 0 0 0 0 0 Environmental Monitoring 0 0 0 0 0 0 0 Total Costs: $0 $140,000 $0 $0 $0 $0 $140,000 Project Funding: Funding Source(s): Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 238 - TDA Article 3 0 140,000 0 0 0 0 140,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Total Costs: $0 $140,000 $0 $0 $0 $0 $140,000 Impact on Operations: ANNUAL OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page213 of239 RAILROAD AVENUE CLASS I BIKE TRAIL - DESIGN Project Number: T2011 (RIGHT-OF-WAY) Project Location: Railroad Avenue from Lyons Avenue to Oak Ridge Drive PROJECT LOCATION: Description: This project will design 1.4 miles of Class 1 bike trail along Railroad Avenue from Lyons Avenue to Oak Ridge Drive. The project is anticipated to take 1.5 to 2 years due to the design of three pedestrian bridges, the environmental permitting process, and coordination with the Southern California Regional Rail Authority (SCRRA/Metrolink). Justification: When completed, the trail will enhance connectivity to the Newhall Metrolink Station and encourage multi - modal travel in accordance with the City's Non -Motorized Plan. This project supports the Santa Clarita 2025 theme of Building and Creating Community. Project Status: In progress Department: Public Works Project Supervisor: Shannon Pickett Project Cost Estimate ($) Expenditure/Category: Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total Environmental 78,000 0 0 0 0 0 78,000 Design 54,133 1,517,923 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: $132,133 $1,517,923 $0 $0 $0 $0 $1,650,056 Project Funding Funding Source(s): Prior Years 2025-26 2026-27 2027-28 2028-29 2029-30 Total 238 - TDA Article 3 132,133 17,923 0 0 0 0 150,056 260 - Proposition C LR 0 548,534 0 0 0 0 548,534 265 - Prop C 25% Grant 0 951,466 0 0 0 0 951,466 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Total Costs: $132,133 $1,517,923 $0 $0 $0 $0 $1,650,056 Impact on Operations Page214 of239 THE CITY OF SANTA CLARITA Capital Improvement Program SAND CANYON TRAIL, PHASE IV - CONSTRUCTION Project Number: T3024 Project Location: Sand Canyon Road between Sky Ranch Road and Iron Canyon Road Description: Justification: W 0 PROJECT LOCATION: This is an on -going project to construct a multi -use trail along the west side of Sand Canyon Road. A subsequent phase will require easements to be obtained prior to additional construction of the trail. The project alignment is identified in the City's Non -Motorized Transportation Plan and the Trails Master Plan and will provide a safe path away from the busy roadway. This project supports the Santa Clarita 2025 theme of Building and Creating Community. Project Status: In progress Department: Public Works Project Cost Estimate ($): Expenditure/Category: Prior Years 2025-26 2026-27 Environmental 150 0 0 Design 23,778 0 0 Right -of -Way 0 0 0 Construction 2,027,278 300,000 0 Civic Art Project 0 0 0 Environmental Monitoring 0 0 0 Total Costs: $2,051,206 $300,000 $0 Project Funding: Funding Source(s): Prior Years 2025-26 2026-27 233 - TDA Article 8 1,089,033 30,000 0 238 - TDA Article 3 360,933 190,000 0 262 - Prop A Park Bond 111,000 0 0 305 - Park Dedication Fund 174,228 0 0 601 - General Fund -Capital 316,012 80,000 0 0 0 0 0 0 0 Total Costs: $2,051,206 $300,000 $0 Impact on Operations Project Supervisor: Shannon Pickett 2027-28 2028-29 0 0 0 0 0 0 0 0 0 0 0 0 $0 $0 2027-28 2028-29 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $0 2029-30 Total 0 150 0 23,778 0 0 0 2,327,278 0 0 0 0 $0 $2,351,206 2029-30 Total 0 1,119, 033 0 550,933 0 111,000 0 174,228 0 396,012 0 0 0 0 $0 $2,351,206 ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page215 of239 THIS PAGE INTENTIONALLY LEFT BLANK Page216 of239 THE CITY OF SANTA CLARITA Resolutions esolutions RESOLUTION NO. 25- A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA CLARITA, CALIFORNIA, ADOPTING THE ANNUAL BUDGET FOR FISCAL YEAR 2025-2026, MAKING APPROPRIATIONS FOR THE AMOUNTS BUDGETED, AND ESTABLISHING POLICIES FOR THE ADMINISTRATION OF THE ADOPTED ANNUAL BUDGET WHEREAS, a proposed Annual Budget for the City of Santa Clarita for the fiscal year commencing July 1, 2025, and ending June 30, 2026, was submitted by the City Manager to the City Council and is on file with the City Clerk; and WHEREAS, the City Council has held a Public Hearing on the proposed budget on May 27, 2025. NOW, THEREFORE, the City Council of the City of Santa Clarita, California, does hereby resolve as follows: SECTION 1. The budget, on file with the City Clerk and incorporated herein by reference, is hereby passed and adopted as the Annual Budget for the City of Santa Clarita for Fiscal Year commencing July 1, 2025, and ending June 30, 2026. SECTION 2. There is hereby appropriated to each account the sum shown for such account in the budget referenced herein above in Section 1. The appropriations provided for herein constitute the maximum amounts authorized for obligation and expenditure to finance the operations of the City of Santa Clarita, and the City Manager is authorized and empowered to expend such appropriations for said purpose. Additional appropriations shall be made only by official action of the City Council. SECTION 3. The positions as they appear in the budget referenced herein above in Section 1 are authorized and approved for the fiscal year commencing July 1, 2025, and ending June 30, 2026. SECTION 4. All obligations and expenditures shall be incurred and made in the manner provided by and pursuant to State law and City ordinances, resolutions, and policies relative to purchasing and contract. SECTION 5. Each and every fund listed in the budget referenced herein above in Section 1 is hereby created, continued, established and/or re-established, as the case may be, and each fund shall constitute a distinct accounting entity. SECTION 6. This annual budget resolution shall apply to all funds except bond funds, grant funds, trust and agency funds, and capital funds. Legislative action by the City Council to issue bond funds, accept grants, and/or authorize capital projects shall be considered as authority to expend funds for those purposes, subject to the requirements, restrictions, and Page 1 of 4 ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 217 of239 provisions of the State law and the Santa Clarita Municipal Code relative to purchasing and contracting, and no further appropriation authority will be necessary. SECTION 7. Transfers of amounts herein appropriated within departments, between departments, and within the various funds created shall require the approval of the City Manager or his designee, provided the total appropriations for each fund is not exceeded. SECTION 8. The transfer of any amount of one fund to another fund and/or the appropriation of funds from Reserves and Fund Balance shall only be made pursuant to this budget resolution or subsequent official action of the City Council. When made by the City Council, such transfers and/or appropriations shall be considered amendments to the budget referenced herein above in Section 1. SECTION 9. The City Manager may approve any unused appropriations at the end of Fiscal Year 2024-2025 for capital projects, special projects, and grant programs which shall be carried forward and become part of the budget referenced herein above in Section 1. SECTION 10. All purchase order commitments outstanding on June 30, 2025, are hereby continued and will become a part of the budget referenced herein above in Section 1. SECTION 11. The annual contracts detailed in Exhibit A are hereby approved and authorized for the Fiscal Year commencing July 1, 2025, and ending June 30, 2026. SECTION 12. The adopted budget for the Fiscal Year, commencing July 1, 2024, and ending June 30, 2025, shall be amended to incorporate the budget adjustments detailed in Exhibit B. SECTION 13. Adopt a comprehensive set of fiscal policies as incorporated in the budget referenced herein above in Section 1. SECTION 14. The City Clerk shall certify to the adoption of this resolution. PASSED, APPROVED, AND ADOPTED this loth day of June 2025. ATTEST: CITY CLERK DATE: Page 2 of 4 MAYOR Page 218 of239 THE CITY OF SANTA CLARITA Resolutions STATE OF CALIFORNIA ) COUNTY OF LOS ANGELES ) ss. CITY OF SANTA CLARITA ) I, Mary Cusick, City Clerk of the City of Santa Clarita, do hereby certify that the foregoing Resolution 25- was duly adopted by the City Council of the City of Santa Clarita at a regular meeting thereof, held on the 10' day of June 2025, by the following vote: AYES: COUNCILMEMBERS: NOES: COUNCILMEMBERS: ABSENT: COUNCILMEMBERS: Page 3 of 4 CITY CLERK ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 219 of239 EXHIBIT B City of Santa Clarita Budget Amendments Fiscal Year 2024-2025 Fund Fund Title Account Account Title Amount Description 100 GENERALFUND 100-400101 PROPERTYTAX (550,000) ADJUST REVENUE BUDGET 100 GENERALFUND 100-401001 SALES TAX (300,000) ADJUST REVENUE BUDGET 100 GENERALFUND 100-411105 BUILDINGPERMITS 1,525,151 ADJUST REVENUE BUDGET 100 GENERALFUND 100-411110 MEPPERMITS 461,990 ADJUST REVENUE BUDGET 100 GENERALFUND 100-445101 FEMA GRANTS 420,740 ADJUST GRANT REVENUE 100 GENERALFUND 100-447103 SB-90REIMBLTRSEMENT 354,114 ADJUST REVENUE BUDGET 207 HOME ENTITLEMENTS 207-455203 HOMEPROGRAM (530,314) ADJUST GRANT REVENUE 233 TDA (ART 8) STREET & ROAD 233 - 442102 TDA ARTICLE 8 (STREETS) (6,545,153) ADJUST REVENUE BUDGET 238 TDA ARTICLE 3(BIKEWAYS) 238-442101 TDA ARTICLE (207,923) ADJUST REVENUE BUDGET 260 PROPOSITION C 260 - 442201 PROPOSITION C LOCAL REFER (434,250) ADJUST REVENUE BUDGET 261 PROPOSITIONA 261-442301 PROP A -LOCAL RETURN (523,522) ADJUST REVENUE BUDGET 264 MEASURER 264-442602 MEASURERLR (326,639) ADJUST REVENUE BUDGET 265 PROPOSITION C GRANTS 265 - 442208 PROPOSITION C GRANTS (951,466) ADJUST GRANT REVENUE 266 MEASURE M 266-442611 MEASURE M LOCAL RETURN (368,413) ADJUST REVENUE BUDGET 269 MEASURE A SAFE PARKS 269-443105 MEASURE A SAFE PARKS PROJECT 1,437,195 ADJUST REVENUE BUDGET 272 MEASUREH 272-462101 MISCELLANEOUS REVENUE (323,310) ADJUST REVENUE BUDGET 392 SUCCESSORAGENCY 392-400107 PROPERTY TAX INCREMENT 1,181,598 ADJUST REVENUE BUDGET 401 P'1KE FACILITIES FEE 401-457501 DEVELOPER FEES 1,611,587 ADJUST REVENUE BUDGET 402 LAW ENFORCEMENT FA C. FEE 402-457501 DEVELOPER FEES 360,239 ADJUST REVENUE BUDGET 403 LIBRARY FACILITIES FEE 403-457501 DEVELOPER FEES 245,730 ADJUST REVENUE BUDGET 407 SEWERFEE 407-457501 DEVELOPER FEES 250,000 ADJUST REVENUE BUDGET 431 SITE IMPROVEMENT FEE 431-457501 DEVELOPER FEES 150,000 ADJUST REVENUE BUDGET 700 TRANSIT FUND 700-442207 PROP CMOSIP (431,922) ADJUST REVENUE BUDGET 700 TRANSIT FUND 700-442409 MISC FEDERAL GRANTS (2,688,834) ADJUST GRANT REVENUE 700 TRANSIT FUND 700-442501 COUNTY CONTRIBUTIONS 793,590 ADJUST REVENUE BUDGET 700 TRANSIT FUND 700-442603 MEA SURE R CLEAN FUEL (494,515) ADJUST REVENUE BUDGET 700 TRANSIT FUND 700462101 MISC REVENUE 934,704 ADJUST REVENUE BUDGET 700 TRANSIT FUND 700-462110 ENERGYREBATES 1,144,336 ADJUST REVENUE BUDGET 723 FACILITIES FUND 723-462101 MISCREVENUE 300,000 ADJUST REVENUEBUDGET VARIOUS FUNDS VARIOUS TRANSFERS IN 3,540,997 ADJUST REVENUE BUDGET TOTAL REVENUE AMENDMENTS $ 35,610 EXHIBIT B City of Santa Clarita Budget Amendments Fiscal Year 2024-2025 Fund Division Title Account Account Title Amount Description 230 STREET MAINTENANCE 2304504 - 520103 AUTOMOTIVE EQUIPMENT 80,000 ADJUST EXPENDITURE BUDGET 232 AQMD 2327205 - 520103 AUTOMOTIVE EQUIPMENT (80,000) ADJUST EXPENDITURE BUDGET 369 COOPER ST. PARKING 3697409 - 516101 CONTRACTUAL SERVICES 23,000 ADJUST EXPENDITURE BUDGET 401 FIRE STATION REIMBURSEMENT 4016201 - 516101 CONTRACTUAL SERVICES 2,452,951 ADJUST EXPENDITURE BUDGET 452 EA STSIDE B&T DISTRICT 4524404 - 530102 INTEREST EXPENSE 394,636 ADJUST EXPENDITURE BUDGET 700 TRANSIT 7003700 - 516116 LOCALBUS (1,513,947) ADJUST EXPENDITURE BUDGET 700 TRANSIT 7003700 - 516118 COMMUTER SERVICES (1,058,607) ADJUST EXPENDITURE BUDGET 431 CENTRAL PARK BUILD OUT P4019431 - 516101 CONTRACTUAL SERVICES 11,080 ADJUST EXPENDITURE BUDGET 723 CENTRAL PARK BUILD OUT P4019723 - 516101 CONTRACTUAL SERVICES (11,080) ADJUST EXPENDITURE BUDGET 601 2025 HUGHES FIRE E0220601 - 516101 CONTRACTUAL SERVICES 6,500 ADJUST EXPENDITURE BUDGET 601 2025 JANUARY WIND EVENT E0219601 - 516101 CONTRACTUAL SERVICES 75,000 ADJUST EXPENDITURE BUDGET PERSONNEL ADJUSTMENTS VARIOUS PERSONNEL ACCOUNTS (367,385) ADJUST EXPENDITURE BUDGET VARIOUS FUNDS VARIOUS TRANSFERS OUT 3,540,997 ADJUST EXPENDITURE BUDGET TOTAL EXPENDITURE AMENDMENTS $ 3,543,145 Page 4 of 4 Page 220 of239 THE CITY OF SANTA CLARITA Resolutions RESOLUTION NO. 25- A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA CLARITA, CALIFORNIA, ADOPTING THE 2025-2026 CAPITAL IMPROVEMENT PROGRAM WHEREAS, a proposed Capital Improvement Program for the City of Santa Clarita was submitted to the City Council and is on file in the City Clerk's Office; and WHEREAS, the City of Santa Clarita's Planning Commission on May 20, 2025, determined that the proposed Capital Improvement Program is consistent with the City's General Plan; and WHEREAS, procedures for adoption of the Capital Improvement Program have been duly taken. NOW, THEREFORE, the City Council of the City of Santa Clarita, California, does resolve as follows: SECTION 1. The Capital Improvement Program presented to the City Council on May 27, 2025, is adopted subject to the incorporation of the City Council's comments, as the Capital Improvement Program for the City of Santa Clarita. SECTION 2. The City Clerk shall certify to the adoption of this resolution and certify this record to be a full true, correct copy of the action taken. PASSED, APPROVED, AND ADOPTED this 1 Ot" day of June 2025. ATTEST: CITY CLERK DATE: MAYOR Page 1 of 2 ANNUAL OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page221 of239 STATE OF CALIFORNIA ) COUNTY OF LOS ANGELES ) ss. CITY OF SANTA CLARITA ) I, Mary Cusick, City Clerk of the City of Santa Clarita, do hereby certify that the foregoing Resolution 25- was duly adopted by the City Council of the City of Santa Clarita at a regular meeting thereof, held on the 101 day of June 2025, by the following vote: AYES: COUNCILMEMBERS: NOES: COUNCILMEMBERS: ABSENT: COUNCILMEMBERS: Page 2 of 2 CITY CLERK Page 222 of239 THE CITY OF SANTA CLARITA Resolutions RESOLUTION NO. 25- A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA CLARITA, CALIFORNIA, APPROVING AND ADOPTING THE ANNUAL APPROPRIATIONS LIMIT FOR THE FISCAL YEAR 2025-2026 THE CITY COUNCIL OF THE CITY OF SANTA CLARITA, CALIFORNIA, HEREBY RESOLVES AS FOLLOWS: SECTION 1. The City Council of the City of Santa Clarita hereby finds and determines: A. That the State of California (State) Department of Finance has notified the City of Santa Clarita (City) of the change in the California per capita personal income and such change is 6.44 percent from the prior calendar year. B. That the City also has the option to use the change in the local assessment roll due to local nonresidential construction in lieu of the California per capita personal income change; however, neither the State nor the County of Los Angeles has this information at this time. C. That the State of California Department of Finance has notified the City of the change in population of the City and the entire Los Angeles County in which the City has the option to use the greater percentage change, which change is an increase of 0.35 percent for the City of Santa Clarita from the prior calendar year. D. That, pursuant to California Constitution Article XIIIB, Section 1 and Government Code sections 7900 et se ., and pursuant to the guidelines set forth by Proposition 111, the City appropriations limit must be adjusted for changes from the base year of 1986-87 to the fiscal year ending June 30, 2026, by the changes in the California per capita personal income and in population. E. That the appropriations limit documentation applicable to this resolution has been available for public inspection for 15 days prior to approval by the City Council, pursuant to Government Code section 7910. SECTION 2. That the appropriations limit for the City of Santa Clarita for fiscal year ending June 30, 2026, is $590,457,640. SECTION 3. The City Clerk shall certify to the adoption of this resolution. Page 1 of 2 ANNUAL OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page223 of239 PASSED, APPROVED, AND ADOPTED this 10' day of June 2025. MAYOR ATTEST: CITY CLERK DATE: STATE OF CALIFORNIA ) COUNTY OF LOS ANGELES ) ss. CITY OF SANTA CLARITA ) I, Mary Cusick, City Clerk of the City of Santa Clarita, do hereby certify that the foregoing Resolution No. 25- was duly adopted by the City Council of the City of Santa Clarita at a regular meeting thereof, held on the 10t' day of June 2025, by the following vote: AYES: COUNCILMEMBERS: NOES: COUNCILMEMBERS: ABSENT: COUNCILMEMBERS: Page 2 of 2 CITY CLERK Page 224 of239 THE CITY OF SANTA CLARITA Resolutions RESOLUTION NO. 25- A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA CLARITA, CALIFORNIA, ELECTING TO RECEIVE ALL OR A PORTION OF THE TAX REVENUES PURSUANT TO HEALTH AND SAFETY CODE SECTIONS 33676 AND 33607.5 WHEREAS, the City Council of the City of Santa Clarita (City Council) adopted Ordinance No. 97-12 on July 8, 1997, adopting the Redevelopment Plan (Redevelopment Plan) for the Newhall Redevelopment Project (Project), in order to address conditions of blight existing within the Newhall Redevelopment Project Area (Project Area); and WHEREAS, Section 33676 of the Health and Safety Code provides that prior to the adoption of a redevelopment plan, an affected taxing agency may elect to receive, in addition to the portion of taxes allocated to the affected taxing agency pursuant to Health and Safety Code Section 33670(a), all or any portion of the tax revenues allocated to the Redevelopment Agency of the City of Santa Clarita (Agency), pursuant to Health and Safety Code Section 33670(b), which are attributable to the tax -increases imposed for the benefit of the taxing agency after the year in which the ordinance adopting the Redevelopment Plan becomes effective (Increases); and WHEREAS, for redevelopment plans adopted on or after January 1, 1994, Section 33607.5 of the Health and Safety Code provides that in any fiscal year in which a redevelopment agency receives tax increments, the community that has adopted the redevelopment project area may elect to receive, and the Agency shall pay into it, an amount equal to 25 percent of its proportional share of the tax increments received by the Agency, after the amount required to deposit in the Low and Moderate income Housing Fund has been deducted (City Election); and WHEREAS, ABXI 26, adopted by the State Legislature on June 29, 2011, purports to eliminate redevelopment agencies, but also provides that the County of Los Angeles shall distribute property taxes subsequent to such elimination to each taxing entity in amounts equal to that which would have been received under, among other laws, Health and Safety Code Section 33607.5. NOW, THEREFORE, the City Council of the City of Santa Clarita, California, does hereby resolve as follows: SECTION 1. The foregoing recitals are true and correct, and the City Council hereby so finds and determines. SECTION 2. The City Council hereby elects to receive all increases as herein defined. SECTION 3. The City Council hereby elects to receive the City Election as herein defined. Page 1 of 2 ANNUAL OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page225 of239 SECTION 4. The City Clerk is hereby directed and authorized to transmit a copy of this resolution to the tax collector of the County of Los Angeles. PASSED, APPROVED, AND ADOPTED this 10' day of June 2025. MAYOR ATTEST: CITY CLERK MD - STATE OF CALIFORNIA ) COUNTY OF LOS ANGELES ) ss. CITY OF SANTA CLARITA ) I, Mary Cusick, City Clerk of the City of Santa Clarita, do hereby certify that the foregoing Resolution No. 25- was duly adopted by the City of Santa Clarita at a regular meeting thereof, held on the 10'' day of June 2025, by the following vote: AYES: COUNCIL,MEMBERS: NOES: COUNCILMEMBERS: ABSENT: COUNCIL,MEMBERS: CITY CLERK Page 2 of 2 Page 226 of239 THE CITY OF SANTA CLARITA Appendix Appendix 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). ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 227 of239 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. 513107 Fleet Navigation Services: Provides for GPS and GPS Unit Monitoring 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. Page 228 of239 THE CITY OF SANTA CLARITA Annendix 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. 516121 Go! Transit: Provides for ride -sharing transit bus service. 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. 516141 Industrial Waste: Provides for services related to industrial waste and sewer inspections. 516142 Emergency Repairs: Provides for repairs outside regular maintenance and repairs schedule. 516150 General Law: Provides for law enforcement services. ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 229 of239 516153 Crime Prevention: Provides for crime prevention services, programs, and equipment for the Los Angeles County Sheriff's Department. 516154 Sheriff's Services: Provides for Sheriff's services at special City events. 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). Page 230 of239 THE CITY OF SANTA CLARITA Appendix 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 1 through June 30.) Capital Improvement - A permanent addition to the City's assets, including the design, construction, or purchase of land, buildings, or facilities, or major renovations of same. Capital Improvement Program (CIP) - A financial plan of proposed capital improvement projects with single and multiple year capital expenditures and/or expenses. The Capital Improvement Program plans for five years and is updated annually. ANNUAL OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page231 of239 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 11 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 & Building - 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 & 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. 11. 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. Page 232 of239 THE CITY OF SANTA CLARITA Appendix General Fund - This is the general operating fund of the City. All revenues and receipts that are not allocated by law or contractual agreement to some other fund are accounted for in this fund. All expenditures must be made pursuant to appropriations which lapse annually at the end of the fiscal year. General Obligation Bond - Bonds used for various purposes and repaid by the regular (usually via the General Fund) revenue raising powers of the City. Grant - Contributions, gifts of cash, or other assets from another governmental entity to be used or expended for a specific purpose, activity, or facility. An example is the Community Development Block Grant provided by the Federal Government. Interfund Transfers - Monies transferred from one fund to another. Such money is transferred to finance the operations of another fund or to reimburse the fund for certain expenditures. Internal Service Fund - An Internal Service Fund provides services to other City departments and bills the various other funds for services rendered, just as would private business. Materials, Supplies, and Services - Expenditures for materials, supplies, and services which are ordinarily consumed within a fiscal year and which are not included in departmental inventories. Municipal Code - A book that contains the City Council approved ordinances currently in effect. The Code defines City policy with respect to areas such as planning, etc. Objectives - The expected results or achievements of a budget activity. Operating Budget - Annual appropriation of funds for ongoing program costs, including salaries and benefits, services and supplies, debt service, capital outlay and capital improvements. Operations and Maintenance - A section of the budget that addresses all the programs and day to day operating costs associated with the day to day operations of a division or a department. Ordinance - A formal legislative enactment by the City Council. It has the full force and effect of law within City boundaries unless pre empted by a higher form of law. An Ordinance has a higher legal standing than a Resolution. 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. ANNUAL OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page233 of239 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 Taxis 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 SB1 Road Repair and Rehabilitation monies are derived from State of California on fuel purchases and vehicle registration fees and is allocated, on a share basis, to cities. The SB1 Road Repair and Rehabilitation revenues are restricted to road maintenance, rehabilitation, and safety needs on streets and roads. 12. Business License Tax — The Business License Tax is imposed for the privilege of conducting business within the City. This is presently collected by Los Angeles County and redistributed to Santa Clarita. 13. Building Permits — The City requires that building permits be obtained to ensure that structures meet specific standards. The City requires various construction permits for activities such as the installation of electric, plumbing and sewage facilities. The City charges a fee for issuing these permits in order to recover only the costs incurred. Page 234 of239 THE CITY OF SANTA CLARITA Appendix 14. Code Fines — Fines for traffic violations, both moving and parking, are remitted to the City in which the violations occurred. This revenue includes monies collected by the courts for tickets written by the California Highway Patrol. Actual allocation of revenue is distributed by the courts. 15. Franchise Fee — The Franchise Fee is imposed on various utilities and organizations which permit them to use and operate those facilities within the City. 16. Subdivision Maps/Improvements — These fees are collected under the provisions of the City's Subdivision Ordinance tentative map approval from the Planning Commission. The fees cover processing plan review and inspection services for tract and parcel maps and street, sewer and storm drain improvements plans. 17. Certificate of Compliance Fees — These are fees collected to defray the cost of processing and recording a certificate or conditional certificate of compliance. The certificate affirms the City's approval that lots which were not shown on an approved tract, parcel map or record of survey are legal lots and may be sold, leased or financed provided certain development standards are followed. 18. Building and Safety Fees — These are fees collected under the provisions of the City's Building, Plumbing and Mechanical and Electrical Codes. These fees are paid by builders, developers and homeowners and defray the cost of services for processing, plan review and inspection of buildings, grading, swimming pools, patios, etc. 19. Animal Licenses — Provides for the fees paid to the City generated from the sale of animal licenses and violations from the Los Angeles County Department of Animal Care and Control. 20. Court Fines, Forfeitures and Penalties — Represents amounts received for fines in violation of City ordinances or penal code violations. Remittances are collected by the County and forwarded to the City. 21. Rental Income — Amounts received from the rentals of City Hall office space, facilities and fields. 22. Library Property Tax — Property tax revenues allocated to the City to maintain library services within the City. Library property tax revenues do not go into the General Fund and are restricted per California State Law to strictly be used for library services. 23. Industrial Waste Inspection Fees — Provides for the receipt of funds for industrial waste inspections by the County. 24. Parks and Recreation Use Fees — Fees collected from use of parks and participation in recreation activities. 25. Miscellaneous Revenues — This account provides for the fees collected for miscellaneous services. 26. Regional Surface Transportation Program (RSTP) — These federal funds are derived from the Intermodal Surface Transportation Efficiency Act (ISTEA) of 1991. The funds are placed on reserve with the Los Angeles County Metropolitan Transportation Authority (MTA). The funds are allocated to the City for a variety of infrastructure improvement projects. The expenditure of these funds must be approved in advance by Caltrans and must be included in the Regional Transportation Improvement Plan (RTIP). Note: This funding program replaced the Federal Aid Urban (FAU) program. 27. MTA Grants — The Los Angeles County Metropolitan Transportation Authority (MTA) has been assigned the task of managing and allocating several state and federal funding programs. Cities and counties submit grant applications and compete for the allocation of the funds administered by the MTA. Use of these funds is restricted to the projects for which grants were awarded. 28. State Transportation Development Act (TDA) — The State of California's Transportation Development Act provides state funding to eligible transit system operators for operating and capital purposes. These revenues are derived from three -cents of the six -cents retail sales tax collected state-wide. The three -cents are returned by the State Board of Equalization to each county according to the amount of tax collected in that county. Funds received by the MTA include: TDA Article 3 which dedicates two percent of the funds for bicycle and pedestrian facilities; and TDA Article 8 which provides funding for transit, para-transit, and capital programs to fulfill unmet transit needs in areas outside the service area of MTA operations. 29. AB 2766 Fees — Revenue derived from a portion of additional charges levied on automobile owners dedicated for the purpose of reducing air pollution from motor vehicles. 30. Proposition C — Los Angeles County voters approved an additional 1/2 cent sales tax for transportation related to Security, Commuter Rail & Transit Centers, Local Return, Transit on Highway, and Discretionary. 31. Proposition C Grants — Los Angeles County voters approved an additional 1/2 cent sales tax for transportation projects. These funds are distributed through a competitive grant program administered by the Los Angeles County MTA. ANNUAL OPERATING BUDGET&CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page235 of239 32. Measure A Safe Clean Neighborhood Parks Entitlement — The Safe Clean Neighborhood Parks and Beaches Measure was passed by the voters of Los Angeles County in November of 2016. Entitlement funds are distributed to cities on a per capita basis. 33. Proposition A — The funding from Proposition A was approved by voters in 1980. Money allocated comes from a'/z cent sales tax and is distributed on a per capita basis. The funds must be used for transit projects. 34. Public Facilities Bond Act — The City issued Public Facilities Bonds to raise funds for the installation of public infrastructure. These funds must be spent/allocated by a specific date and must be used for infrastructure improvements of some kind. 35. Caltrans — Funds received from the State of California Department of Transportation related to specific projects for which the City is contracting its services to Caltrans. 36. Developer 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 i,, 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. Page 236 of239 THE CITY OF SANTA CLARITA Appendix The basic accounting and reporting entity for the City is a fund. A fund is "an independent fiscal and accounting entity used to record all financial transactions related to the specific purpose for which the fund was created." Funds are established for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions or limitations. The various funds are grouped in fund types and categories as follows:: Governmental Funds 1. General Fund - The General Fund is used to account for the general operations of the City. It is used to account for all financial resources except those required to be accounted for in another fund. 2. Special Revenue Funds - These funds are used to account for proceeds of specific revenue sources that are legally restricted to expenditures for specific purposes. 3. Debt Service/General Government- These funds are used to account for the accumulation of resources for, and the payment of, general long term principal and interest. 4. Capital Projects Funds - These funds account for financial resources used for the acquisition or construction of major capital facilities (other than those financed by proprietary funds). Air Quality Management District (AQMD) - To account for revenues and expenditures for Air Quality Management. Areawide - The City's Areawide Beautification Zone operation is supported through a combination of special benefit assessments levied on individual parcels authorized by the Landscape and Lighting Act of 1972, Ad Valorem, and General Fund revenues. The Areawide Beautification Zone (AWB) is administered by the City of Santa Clarita Neighborhood Services Department and is one of sixty-two 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 impact fees received from developers for street and highway construction through bridge and thoroughfare districts. Citrus Facility - To account for monies received from the operations of the Citrus building facility. Hart Park - To account for monies received from the operations of William S. Hart Park. 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. Fire Facilities - To account for fees received to finance construction of new/replacement of fire stations and related fire protection improvements within the City. Housing Successor Agency - To account for the transactions of the Housing Successor Agency for the continuance of the low-income and moderate -income programs of the former redevelopment agency. Landscape Maintenance District - The City's Landscape Maintenance District (LMD) operation is supported through special benefit assessments levied on individual parcels authorized by the Landscape and Lighting Act of 1972. There are currently sixty-two 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 ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 237 of239 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. Law Enforcement Facilities - To account for fees to finance expansion/building law enforcement facilities to accommodate the growth in service population. Library Facilities and Technology - To account for fees received from the library facilities developer fees, which are restricted for use on public library facilities required to mitigate the library needs generated by new development projects. Measure A Homelessness - To account for the half -cent sales tax revenues that Los Angeles County voters approved in November 2024 to support homelessness needs throughout Los Angeles County. 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 Municipal - To account for the 40% of 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. Measure W Safe Clean Water Regional - To account for the competitive grant component of the 50% of 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. Medians - To account for monies received to mitigate the impacts of development projects on landscape medians. 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. Oak Trees Fee - To account for monies received for the preservation and regeneration of oak trees, and to provide regulatory measures designed to accomplish the purpose. 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. Parking in Lieu - To account for monies received to mitigate adverse impacts to the business community within the Old Town Newhall Specific Plan area due to inadequate parking facilities. 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. SBl 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. Page 238 of239 THE CITY OF SANTA CLARITA Appendix Sidewalk Infrastructure — To account for monies received to mitigate the impacts of development projects on the sidewalk infrastructure. Site Improvements — To account for monies received associated with the review of property developments or improvements. 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. Street Infrastructure — To account for monies received to mitigate adverse impact of new development projects to public roads. 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. Transit Facilities — To account for monies received to mitigate transit needs generated by new residential development projects. Traffic Signal Timing — To account for monies received to mitigate the impacts of development projects on vehicular volumes and/or travel patterns. 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. ANNUAL OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2025-2026 Page 239 of239