Loading...
HomeMy WebLinkAbout2008-06-10 - AGENDA REPORTS - ANNUAL BUDGET AND CIP (2)Agenda Item: 1. A CITY OF SANTA CLARITA JOINT CITY COUNCIL/REDEVELOPMENT AGENCY AGENDA REPORT City Manager Approval: PUBLIC HEARING Item to be presented by: Ken Pulskamp DATE: June 10, 2008 SUBJECT: DRAFT FISCAL YEAR 2008-2009 ANNUAL OPERATING BUDGET AND FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM DEPARTMENT: City Manager's Office RECOMMENDED ACTION City Council and Redevelopment Agency conduct the public hearing on the proposed Fiscal Year 2008-2009 Annual Operating budget and Five -Year Capital Improvement Program, and schedule the budget for adoption at the June 24, 2008, joint City Council and Redevelopment Agency meeting. BACKGROUND This is anoint Public Hearing of the City Council and Redevelopment Agency on the proposed Fiscal Year 2008-2009 Operating Budget, Redevelopment Agency Budget, and Five -Year Capital Improvement Program. The Fiscal Year 2008-2009 budget process was a seven month effort that began in December 2007. The City Council Budget Subcommittee, which his comprised of Mayor Kellar and Mayor Pro Tem Ferry, has been involved in the budget process since the beginning and played a significant role in the development of the recommended Fiscal Year 2008-2009 Budget. Below is a summary of the balanced Fiscal Year 2008-2009 Annual Operating Budget and Capital Improvement Program: APPROVED Total Appropriations: $164,936,141 • Total Operating Budget: $139,883,404 • Total Capital Improvement Program: $25,052,737 • General Fund: • Total Appropriations: $82,197,143 • Total Revenues: $87,307,189 • Operating Reserve (15%): $11,820,000 The Fiscal Year 2008-2009 Budget totals $164,936,141, which reflects an increase of $6,752,442, or 4% from the Fiscal Year 2007-2008 Adopted Budget. The majority of the increase will be funded out of special revenue; specifically, landscape and street light maintenance districts. In addition, the increase also includes and enhanced public safety budget. I The City's largest fund is the General Fund, representing 48%, or $87,307,189 of total revenues (includes operating transfers in and overhead reimbursements). This projection is a 1.5% decrease when compared to revenues we expect to generate by the end of Fiscal Year 2007-2008. This decline is the result of a flat sales tax projection, and a decrease in development revenue, interest income, and revenues from the State. The five major General Fund revenue sources are Sales Tax, Property Tax in Lieu of Vehicle License Fees (VLF), Property Tax, Development Revenue and Franchise Fees which comprise approximately 82% of the total General Fund revenue. General Fund revenues for Fiscal Year 2008-2009 will exceed General Fund appropriations by $5,110,046, which is consistent with our "Good Business" practice of ensuring that ongoing revenues are greater than ongoing expenditures. The proposed General Fund appropriation totals $82,197,143, which is a 1%, or $786,606 increase from Fiscal Year 2007-2008 The total General Fund appropriation for Fiscal Year 2008-2009 includes funding for operating departments, debt services, contingency, and transfers to other funds. The nominal increase in General Fund appropriations for Fiscal Year 2008-2009 is the result of redirecting expenditure offset to fund new budget requests. In addition to expenditure offset, the minimal increase is also a result of not carrying forward one time budgetary items funded during Fiscal Year 2007-2008. The General Fund budget for Fiscal Year 2008-2009 includes additional funding for an enhanced public safety program. Specifically, two new patrol deputies will be added to increase staffing in the field, keep response times low, and provide for increased proactive enforcement. In addition to the patrol deputies, the General Fund budget includes funding for a commercial enforcement deputy that will focus enforcement on the increasing number of "big rig" haulers that traverse City roadways. Commercial enforcement generates a substantial amount of citation based revenue for overweight violations, which is anticipated to result in a 100% revenue offset for this new position. Of the total General Fund expenditure, Parks, Recreation and Community Services accounts for the most, or 24% of the City's General Fund operating budget. This unique and consistent approach to the budget demonstrates the City's commitment to making sure that parks and recreation programs for our children and teens continues to be a priority. As a result of the City Council's leadership and conservative approach to the budget, the City has been successful in maintaining a 15% General Fund Operating Reserve. For Fiscal Year 2008-2009, the operating reserve will total $11,820,000. The Capital Improvement Program's budget totals $25,052,737. The CIP budget includes funding for 42 capital projects, financed from 24 different funding sources. ALTERNATIVE ACTIONS Other action as determined by the City Council and the Redevelopment Agency. FISCAL IMPACT Projected revenue resources for Fiscal Year 2008-2009 total $180,255,971 (includes operating transfers in). The recommended appropriations for Fiscal Year 2008-2009 totals $164,936,141. ATTACHMENTS Draft Fiscal Year 2008-2009 Annual Operating Budget and Five -Year Capital Improvement Program available in the City Clerk's Reading File 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 2008/2009 and the Proposed five-year Capital Improvement Program for 2009/2013 in the City of Santa Clarita. The budget will be heard by the City Council in the City Hall Council Chambers, 23920 Valencia Blvd., 1 st Floor, the 10th day of June, 2008, 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 Tina Haddad, Assistant to the City Manager, (661) 284-1412, Santa Clarita City Hall, 23920 Valencia Blvd., Suite #300, Santa Clarita, CA. Dated: May 28, 2008 Sharon L. Dawson, CMC City Clerk Publish Date: May 30, 2008 i pb` i •.J / F � mi Apt - 0 .. d i CENTRAL PLAZA PROMENADE 9171►`L 11.ti1REi1.�—� ;EATING FD EATINATIN C'CL\'C.'RETE J � 'G O P E R A T I N G B U D G E T 2008-2009 - - UMBRELLAS.TERRACEDCONCRETE CAPITAL IMPROVIMINT PLANAk 2009-2013 City of SANTA CLARITA FENCING RUTHU AVE. ENTRY MONUMENT CENTREPOINT AVE. pb` i •.J / F � mi Apt - 0 .. d i CENTRAL PLAZA PROMENADE 9171►`L 11.ti1REi1.�—� ;EATING FD EATINATIN C'CL\'C.'RETE J � 'G O P E R A T I N G B U D G E T 2008-2009 - - UMBRELLAS.TERRACEDCONCRETE CAPITAL IMPROVIMINT PLANAk 2009-2013 City of SANTA CLARITA FENCING RUTHU AVE. ENTRY MONUMENT CENTREPOINT AVE. 0 • n Li City of Santa Clarita Annual Operating Budget 2008-2009 Capital Improvement Program 2009-2013 Bob Kellar Mayor Frank Ferry Mayor Pro -Tem Laurie Ender Councilmember Marsha McLean Councilmember Laurene Weste Councilmember Presented By: Ken Pulskamp City Manager 11 • Table of Contents Message from the City Manager Community Profile • Location Map • History • Form of Government • Commissions, Boards & Committees • • Funded Positions • Philosophy User's Guide • Budget & CIP Guide • Guidelines & Principles • Annual Appropriations Limit Summaries & Revenues • Budget Summary • Statement of Fund Balance • Budget Revenues • Redevelopment Statement of Fund Balance • Redevelopment Budget Revenues City Manager's Office • City Council • City Manager • Human Resources • Economic Development • Communications City Attorney Administrative Services • Administration • Risk Management • Finance • Purchasing • Reserves & Debt Service • Technology Services • Transit • City Clerk • Landscape Maintenance District • Special Districts Community Development • Administration • Planning . • Community Preservation (Draft) Public Works • Administration • Development Services • Capital Improvement Projects • Traffic & Transportation Planning • General Services • Building & Safety • Environmental Services Public Safety • Police Services • Fire Protection Parks, Recreation & Community Services • Administration • Recreation • Parks • Community Services • Arts and Events Redevelopment Agency • Redevelopment Administration Five Year Capital Improvement Program • CIP Summaries • Beautification & Landscaping • Circulation • Facilities & Buildings • Infrastructure • Intelligent Transportation Systems • Maintenance • Parks • Resource Management & Conservation • Streets & Bridges • Trails & Transit • Unfunded Projects Appendix • Line Item Title and Descriptions • Glossary of Terms • City of SANTA CLARITA 23920 Valencia Boulevard • Suite 300 • Santa Clarita, California 91355-2196 June 10, 2008 Phone: (661) 259-2489 • FAX: (661) 259-8125 to .sante-darita.cam "Designing the Future" Honorable Mayor and Members of the City Council: It is my pleasure to present the City of Santa Clarita's Fiscal Year 2008-2009 Operating Budget and Five -Year Capital Improvement Program. Preparation of a balanced budget is paramount; moreover, one of the most important functions of the City Manager. Each year my goal is to identify and achieve necessary funding for established City Council priorities, community needs, and the maintenance and enhancements of essential City services. This next fiscal year presents a critical time for the City due to the slowdown in our economy related to the housing market, financial services, and consumer spending sectors. The City has not been immune to this national economic downturn and, as a result, will likely see a decline in General Fund revenues, which is used to fund a variety of services. • Special funds will also be impacted as a result of across the board cuts taking place at the State level. Fortunately, with the passage of Proposition I A in 2004, there are limitations as to what the State can take from our coffers; however, this does not protect special revenues that we have counted on to provide essential services such as transit, parks, road maintenance, etc. Despite the depressed economy, our City Council's conservative approach to budget during the last several years has prepared the City for this predicament and will allow the City to continue pending projects that are vital in "Designing the Future" of our great City. There are a number of key capital projects that are in the pipeline that are near construction, in design or being conceptualized. These include: the Santa Clarita Sports Complex Phase 4; Central Park Expansion; Old Town Newhall Library, streetscape and parking structures; Canyon Country Community Center; Cross Valley Connector; and the Joint County and City Civic Center. These infrastructure projects are fundamental in addressing imminent growth over the next 20 years and help us design a future at which upcoming generations will marvel. My direction to staff was to continue focusing on these projects and many others that are currently in the pipeline that will help "Design the Future. " This is not the year to be adding new projects that could strain expenditures. My recommendation is to wait at least six months into the new budget process, when we will have actual revenues to evaluate and can more fully understand the impacts that this economy will have on our financial solvency. ia • For this reason, additions to this budget were kept to a minimum and only include what is absolutely necessary to maintain exceptional service levels. The following executive summary provides an overview of the Fiscal Year 2008-2009 Budget, which includes a summary of appropriations, revenues, department budgets, and the Capital Improvement Program. Total Appropriations The Fiscal Year 2008-2009 Budget totals $164,936,141 (including $1,952,819 in Redevelopment Agency operating appropriations), which reflects an increase of $6,752,442, or 4% from the Fiscal Year 2007-2008 Adopted Budget. The majority of this increase will be funded out of special revenue; specifically, landscape and street light maintenance districts. In addition, the increase also includes an enhanced public safety budget. Total Revenue Resources • 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. To ensure accuracy in our projections, several factors are considered including the state of the economy, historical trends, population projections/growth, and inflationary factors. With this information, the City can best determine the revenues available for allocation. Additionally, the City utilizes long-range financial planning to ensure long-term solvency. Revenues for Fiscal Year 2008-2009 are projected at $180,255,971. This includes $3,970,000 in Redevelopment Agency Funds and operating transfers in. General Fund The General Fund is vital to the operation of the City because it is composed of the most flexible revenue, which the City Council can allocate toward any project or need within the community. The 2008-2009 Budget is consistent with our "Good Business" practice of ensuring that on-going revenues are greater than on-going expenditures. For Fiscal Year 2008-2009, General Fund revenues will exceed General Fund appropriations by $5,110,046. General Fund Revenues • The City's largest fund is the General Fund, representing 48%, or $87,307,189 of total revenues City of Santa Clarita • (includes transfers in and overhead reimbursements). This projection is a 1.5% decrease when compared to revenues we expect to generate by the end of Fiscal Year 2007-2008. This decline is the result of a flat sales tax projection, decrease in development revenue, interest income, and revenues from the State. The five major General Fund revenue sources are Sales Tax, Property Tax in Lieu of Vehicle License Fees (VLF), Property Tax, Development Revenue and Franchise Fees. These comprise approximately 82% of the total General Fund revenue. Sales Tax continues to be the City's largest General Fund revenue source, accounting for 37% of the total General Fund revenue, or $32,581,000 this year. It is projected that there will be no growth in sales tax revenue in light of the economic downturn Is related to the housing market, financial services, and consumer spending sectors. l� Second to Sales Tax is Property Tax, which accounts for 30%, or $26,585,957 of the General Fund revenue. Of the total Property Tax amount, $14,403,708 is Property Tax in Lieu of Vehicle License Fees. Development Revenue represents charges for building and safety permits and review of new developments for environmental and land use compliance. This accounts for 8%, or $6,622,965 of the General Fund revenue. This projection is 10.7% less than revenues anticipated during Fiscal Year 2007-2008. Again, this is due to the downturn of the national economy. The fifth largest General Fund revenue category is Franchise Fees, which represents 7% or $5,980,474 of total General Fund revenues. Franchise Fees are imposed on various utilities and organizations, such as trash and cable services, to allow them to operate their facilities within the City. The remaining 18% of the General Fund revenue includes: Parks and Recreation Fees (40/6); Transfers In (3%); Overhead Reimbursements (31/6); Transient Occupancy Tax (20/6); Interest hicome (21/6); Vehicle License Fees (1%); Other Revenue (1%); Real Property Transfer Tax (1%); and Revenues from the State and Code Fines (1%). City of Santa Clarita • General Fund Appropriations Fiscal Year 2008-2009 General Fund appropriations total $82,197,143, which is a I% or $786,606 increase from Fiscal Year 2007- 2008. The total General Fund expenditures for Fiscal Year 2008- 2009 include funding for operating departments, debt services, contingency, and transfers to other funds. The nominal increase in General Fund appropriations for Fiscal Year 2008-2009 is the result of redirecting expenditure offset to fund new budget requests. In addition to expenditure offset, the minimal increase is also a result of Tnmkrs Parks and Rec. ow rhbli7dty Cwtingency City Attorney Debt Services' PublkWorks CMO Community Dev. not carrying forward one time budgetary items funded during Fiscal Year 2007-2008. The General Fund budget for Fiscal Year 2008-2009 includes additional funding for an enhanced • public safety program. Specifically, two new patrol deputies will be added to increase staffing in the field, keep response times low, and provide for increased pro -active enforcement. In addition to the patrol deputies, the General Fund budget includes funding for a commercial enforcement deputy that will focus enforcement on the increasing number of "big rig" haulers that traverse City roadways. Commercial enforcement generates a substantial amount of citation based revenue for overweight violations, which is anticipated to result in a 100% revenue offset for this new position. Of the total General Fund expenditures, Parks, Recreation and Community Services accounts for the most, or 24% of the City's General Fund operating budget. This is consistent with the City's philosophy of making parks and recreation programs for our children and teens a priority. • General Fund Operating Reserve As a result of the City Council's leadership and conservative approach to the budget, the City has been successful in maintaining a 15% operating reserve. Reserves are critical because it is a funding source that can be counted on in case of an emergency or unforeseen opportunity. For Fiscal Year 2008-2009, the operating reserve will total $11,820,000. t,try oj aanra t,tanta • Capital Budget Of the total Fiscal Year 2008-2009 appropriation, 15% or $25,052,737 is designated for the Capital Improvement Program (CIP). The CIP budget includes 42 capital projects, financed from 24 different funding sources. The capital budget is made up of $14,189,777 of new funding and $10,862,960 of re -budgeted funding from the prior fiscal year. This year's CIP is a 19% decrease from the Fiscal Year 2007-2008 Adopted Budget. The reason for this decrease is that many of our Special Funds could face some cuts as a result of the budget deficit experienced by the State. It is my recommendation that we take a conseryative approach, wait six months into the new budget process to evaluate our special revenues and determine whether more projects can be carried through the budget process. As mentioned above, the downturn in the national economy has not stopped the City from continuing to work on a number of key capital projects that are near construction, in design or being IS conceptualized. This includes: the Santa Clarita Sports Complex Phase 4; Central Park Expansion; Old Town Newhall Library, Streetscape and Parking Structure; Canyon Country Community Center; Cross Valley Connector; and the Joint County and City Civic Center. • DEPARTMENT HIGHLIGHTS In developing the budget, the operating departments were asked to thoroughly evaluate their current levels of funding, programs and services, and to submit a fiscally responsible department budget. The following department summaries represent the results of those efforts, as well as highlights of those items included in the Fiscal Year 2008-2009 budget. City Manager's Office The budget represents the resources needed for the City Manager's Office to provide management and administrative services to the organization and the community. The City Manager's Office is a service-oriented department that provides services to the City Council, the community, the Executive Team, businesses, other agencies, and staff. The following areas are represented within the City Manager's Office budget: City Council, Economic Development, Communications, Human Resources, and Intergovernmental Relations. City of Santa Clarita CIP Funding History 40.0 $26.2 $31.2 $31.1 30.0 $23.2 s 20.0 -000 E 10.0 AT Fy FY FY FY FY 2004- 2005 2006- 2007- 2006- 2005 2006 2007 2006 2009 includes 42 capital projects, financed from 24 different funding sources. The capital budget is made up of $14,189,777 of new funding and $10,862,960 of re -budgeted funding from the prior fiscal year. This year's CIP is a 19% decrease from the Fiscal Year 2007-2008 Adopted Budget. The reason for this decrease is that many of our Special Funds could face some cuts as a result of the budget deficit experienced by the State. It is my recommendation that we take a conseryative approach, wait six months into the new budget process to evaluate our special revenues and determine whether more projects can be carried through the budget process. As mentioned above, the downturn in the national economy has not stopped the City from continuing to work on a number of key capital projects that are near construction, in design or being IS conceptualized. This includes: the Santa Clarita Sports Complex Phase 4; Central Park Expansion; Old Town Newhall Library, Streetscape and Parking Structure; Canyon Country Community Center; Cross Valley Connector; and the Joint County and City Civic Center. • DEPARTMENT HIGHLIGHTS In developing the budget, the operating departments were asked to thoroughly evaluate their current levels of funding, programs and services, and to submit a fiscally responsible department budget. The following department summaries represent the results of those efforts, as well as highlights of those items included in the Fiscal Year 2008-2009 budget. City Manager's Office The budget represents the resources needed for the City Manager's Office to provide management and administrative services to the organization and the community. The City Manager's Office is a service-oriented department that provides services to the City Council, the community, the Executive Team, businesses, other agencies, and staff. The following areas are represented within the City Manager's Office budget: City Council, Economic Development, Communications, Human Resources, and Intergovernmental Relations. City of Santa Clarita • The City Manager's Office budget includes funding for the following projects: Cemex Opposition Effort ($200,000); and Audio Visual Room Upgrade ($96,000). Administrative Services Functions of the Administrative Services Department include Finance, Transit, Technology and GIS Services, Grant Administration, City Clerk, Risk Management, and Special Districts. This Department is essential in supporting all divisions within the City through quality fiscal operations and technology, and providing superior maintenance of landscape districts, and enhancement of transit services. Key additions to the Department include: Special Districts Specialist ($67,308); Tree Specialist ($69,955); LMD Base Budget Increase ($425,670); Special Districts Base Budget for New and Modified Zones ($3,051,497); Capital Asset Repair and Replacement Work ($1,109,531); Purchase of Two Commuter Buses ($1,250,000); Commuter Parking Study ($150,000); and Emergency Telecommunications and Technology Replacement ($170,000). Community Development • The Community Development Department is comprised of Planning, Redevelopment and Housing, and Community Preservation. The Department continues to meet the challenge of managing the demands of growth and is actively working on the first Joint City/County General Plan, clean-up of the Whittaker Bermite site, implementation of the Downtown Newhall Specific Plan, and preserving the integrity of our neighborhoods through implementation of proactive code enforcement. The budget for Community Development includes: Community Preservation Officer ($68,008); Old Town Newhall Professional Services and Marketing ($100,000); Whittaker Bermite ($125,000); Las Lomas Communications and Advocacy ($100,000); Annexation Processing Costs ($85,000); and CDBG Consolidated Plan and Analysis of Impediments to Fair Housing Choice ($30,000). Public Works The Public Works Department contains such functions as Traffic Engineering, Transportation and Capital Grant Funding, Development Services, Building and Safety, Public Works hispection, design and construction of Capital Improvement Projects, Urban Forestry, Environmental Services and the maintenance of City streets, vehicles and facilities. This department continues to work on a variety of critical capital projects while providing quality engineering services and a high standard for the maintenance of public infrastructure. The budget for Public Works includes: Annual Vehicle Replacement ($127,700); Cargo Van for • Traffic Signal Maintenance ($56,000); Compressed Natural Gas Vactor Truck ($407,000); 15 -Ton City of Santa Ciarita • Vehicle Lift ($45,000); Property Data Records Management ($35,000); Revenue Offset Base Budget Increase ($129,000); and Oak Tree Preservation Project ($43,000). Parks, Recreation, & Community Services Functions of the Parks, Recreation, and Community Services Department include Graffiti Abatement, Parks Maintenance, Median Maintenance, Park Development and Planning, Recreation, Emergency Preparedness, Cultural Arts, and other community services. The key allocations to this Department include: Arts and Events Coordinator ($56,780); Arts Advisory Committee ($30,000); Senior Center COLA Increase ($25,000); Youth Sports Base Budget Increase ($30,000); Graffiti Removal Temp Hours ($14,463); Todd Longshore Park Maintenance ($17,500); Dog Park Maintenance at Central Park ($9,300); Newhall Community Center Temp Hours for Sports Programming ($25,845); and Flag Football League ($25,900). Public Safety This section of the budget represents the cost of contracting for police services with Los Angeles County Sheriff's Department. • Public Safety remains a top priority for the City. The City is consistently ranked as being one of the top five safest cities in the country, when compared to cities with a population of over 150,000. • Significant items in the Public Safety budget include: Two Patrol Deputies ($319,730); Commercial Enforcement Deputy and Vehicle ($212,685); 4.8% COLA Increase for the Sheriff's Contract ($767,276); Growth Deputy Base Increase ($439,631); Community Services Assistant (CSA) Program ($151,135); Business Alliance Budget ($40,000); Community Court ($12,430); Project Lifesaver ($10,000); and New Radar and Laser Speed Measurer ($41,573). The Capital Improvement Program (CIP) is a key component of this document and of vital importance to the community as a whole. The CIP represents a balanced approach for meeting the community's current and future capital improvement needs. The CIP accomplishes the City's major goals for projects, while maintaining critical ongoing maintenance. The CIP is made up of a variety of multi-year and multi -funded capital projects. The Capital Improvement Program for 2008-2009 totals $25,052,737. The Capital Program project classifications are broken down in the bar chart below. City of Santa •This year's CIP will include funding for the Old Town Newhall Library Phase I in the amount of $200,000. This funding will allow the City to conduct demolition and clean-up on the site where the new and expanded library will be located. FY 2008-2009 Capital Prolepb by Cateppry Trails & Transit v 4% Streets a B Idles 35% ftaspures Management a ti Cone. re.ti.n Parks 5% Maintenance 27% Into lllga nt Tranapm .11.n Systems Infrastructure 2%% Facilities 6 9olld<ngs /% Ciraulatlnn p% es411utifleation b Landscaping n% The CIP also includes $2.2 million for Old Town Newhall Streetscape Phase 1. This funding will be used to construct Phase 1 of the streetscape plan, which includes the entire storm drain and selected portion of the streetscape palate. The improvements will be located on Main Street between Lyons Avenue and 56' Street. New funding of $5 million has been identified and budgeted for 2008-2009 for the Overlay and Slurry Program. The Overlay and Slurry Program reflects the implementation of the City's commitment to sound pavement management of the roadway infrastructure. The effort maintains the quality and viability of the City's streets. This year's program includes various major arterials and local roads. • The CIP also includes an allocation of approximately $3.4 million for the Intelligent Transportation System Phase 3. Traffic management continues to be a priority for our City. This year's funding for the Intelligent Transportation System will install traffic detector stations at locations Citywide to enhance the City's traffic monitoring efforts. These traffic detectors monitor the level of traffic and speeds coming through intersections. If the level of traffic is unusual at a given intersection for a certain part of the day, this technology will communicate this to our Traffic Monitoring Center. The City would use this information to email residents about any significant traffic issues to facilitate the use of different roads and routes. The entire Capital Improvement Program represents a proactive and physical effort toward enhancing the quality of life for our residents, while continuing to address priority issues and needs expressed by the community. A detailed description of all projects contained within the 2008-2009 CIP, as well as corresponding location maps, can be found in the Capital Projects section of this document. CONCLUSION This budget has been established, according to our "good business budgeting" practice, to provide the necessary funding for the City to continue meeting the challenges this next fiscal year and thereafter. I would first like to take this opportunity to congratulate the City Council for its great • fiscally responsible leadership and direction, resulting in significant achievements and financial City of Santa Clarita •stability for the City. I would also like to thank all the Commissioners and City staff who, every day, commit themselves to maintaining the quality of life enjoyed by all Santa Clarita residents. Furthermore, I would like to recognize each of the budget officers, who worked diligently to prepare the document now before you, including Toi Chisom, Elena Galvez, Ingrid Hardy, David Peterson, and Sarona Vivanco. I would also like to recognize each member of the lead budget team including Ken Striplin, Tina Haddad, Darren Hernandez, Carmen Magana, and Mary Ann Ruprecht for their work in preparing the budget. In addition, I would like to thank the Executive Team and Mary Navarro for their work in preparing the Capital Improvement Program section. I would also like to thank all other staff who contributed to the actual preparation of this budget document, including Farah Awan and Carol French. Lastly, I would like to thank you for allowing me to play a role in realizing the goals of the City Council and the community. Through the City Council's continued leadership, I am confident that we will continue our successes and achieve an even better Santa Clarita. Sincerely, • Ken Pulskamp City Manager City of Santa Clarita City of Santa Clarita Transportation • Community Profile • • Located in a picturesque valley just north of Los Angeles, Santa Clarita is bold and confident in its role as a premier community for raising families and building businesses. The balance of quality living and quality growth is carefully maintained through long-term planning, fiscal responsibility, community involvement, respect for the environment and strong support for business development. Santa Clarita's successes are evident in its residential neighborhoods, recreational attractions, businesses, cultural activities, and commercial, educational and health care centers. Statistics Population' 177,158 Size 52.03 sq. miles Housing Units 57,711 Unemployment Rate 3.0% Median Household Income, $94,300 Climate At 1,200 to 1,400 feet above sea level, Santa Clarita enjoys a mild Southern California Mediterranean climate, making it ideal for business, residential, and recreational opportunities. • Summers are dry and warm in the 70n to 100° range. • Winters are temperate and semi -moist in the 400 to 60a range. • Precipitation is measured at 15-18 inches between November and March. Safety Based on FBI statistics, the City of Santa Clarita is the fourth safest city of its size (population over 150,000) in the nation. Santa Clarita continually ranks as one of California's top -five safest cities. r Provided by the Economic Development Department (May 2008) 2 Provided by the Employment Development Depmtff=t (May 2008) 3 Provided by First American Title htiur Co. (2008) City of Santa Clarita The Santa Clarita Valley is part of a comprehensive transportation network that includes local, commuter, and dial -a -ride bus service which links to every market in the world including LAX and Burbank Airports. The City is accessible via Highway 126, and the Golden State and Antelope Valley Freeways. The Southern Pacific Railroad has daily freight runs; and Amtrak, with stations in the adjacent San Fernando Valley, provides regular daily passenger service to key cities. The ports of Los Angeles and Long Beach are 50 and 60 miles south of the valley respectively. Ventura and its nearby ports are 40 freeway miles northwest of the valley. The City of Santa Clarita is also proud of its three Metrolink stations, which carry over 2,000 passengers a day to and from the San Fernando Valley and Downtown Los Angeles. Santa Clarita is the only city besides the City of Los Angeles with three stations. The award winning Santa Clarita Transit provides express bus services to local residential and commercial centers, as well as to the Metrolink stations and Downtown Los Angeles. Other alternative transportation options are available through the City's 37.7 miles of bike and pedestrian trails. Employment The City of Santa Clarita's strong and diverse economy continues to expand, making Santa Clarita the ideal destination for Southern California businesses. Maintenance of a highly supportive environment for business development is achieved through the cooperation of the local Chamber of Commerce and the City government. In addition, companies benefit greatly from the area's land and leasing opportunities, as well as from the highly -skilled labor pool, variety of transportation choices, housing, quality of life, climate, and scenery. Going into 2008, local jobs in Santa Clarita had grown by 5.6% annually prior to the economic downturn, where growth is expected to slow down to 1.4%. However, Santa Clarita continues to have one of the lowest unemployment rates in Los Angeles County. Santa Clarita's top employers include Six Flags 0 • L California, Princess Cruises, HR Textron, and the local school districts. Workforce The Santa Clarita Valley hosts a highly qualified and motivated workforce. The 132,000 (91,300 reside within city -limits) adult residents in the labor force reflect a high level of participation. Santa Clarita's vibrant workforce has experience in a variety of industries, especially in services and manufacturing. The following chart outlines Santa Clarita workers' exceptional level of educational attainment, which is high in comparison to other cities. Workforce Education 81% 32% Some College Post -Grad College Graduate Training/Degree Education Santa Clarita is home to four local public school districts which rank among the top 10% in California based on the California Assessment Program. The school districts are: Newhall School District; Saugus Union School District; Sulphur Springs School District, and; William S. Hart Union High School District. Santa Clarita's adult population over the age of 25 is highly educated. Approximately 60% of the overall adult population, including retirees and others who are not part of the workforce, has attained a degree beyond. the high school diploma. Residents of the City of Santa Clarita and the entire Santa Clarita Valley enjoy the opportunity of attending any of the three colleges located in the Santa Clarita Valley and nearby California State University; Northridge. California Institute of the Arts, The Master's College, and College of the Canyons are located in Santa Clarita and are an educational resource City of Santa Clarita to residents of Santa Clarita and nearby communities. Collectively, their student population is approximately 19,600 students. California State University, Northridge is located nearby in the northern part of the San Fernando Valley, south of Santa Clarita, and serves as an additional resource for higher-level education that is more "close to home." Community Housing Santa Clarita's real pride and joy is its residential communities. The Santa Clarita Valley has four distinct communities: Canyon Country, Newhall, Saugus, and Valencia. Included are family oriented neighborhoods, executive estates, apartments, condominiums, seniors' complexes, and a wide array of new and resale homes. Each community makes a special contribution to the valley's vitality and unique rural -urban flavor. As a result of more businesses and industries moving into the area, residents can live, be entertained, and shop close to where they work, rather than commuting long distances. Living in Santa Clarita can be as down-home and casual as a sprawling Sand Canyon ranch or as uptown and stylish as a new home in master -planned Valencia. Recreational Opportunities There are a number of recreational and historical facilities located in the Santa Clarita Valley. Among them are Six Flags Magic Mountain amusement park and Melody Ranch Motion Picture Studio. For water enthusiasts there are Castaic Lake, Lake Hughes, Lake Elizabeth, Lake Piru and Lake Pyramid. Also, popular beaches such as Ventura, Malibu, and Santa Monica are within a 40-60 minute drive from Santa Clarita. The Angeles National Forest, Placenta Canyon Nature Center, Saugus Train Station, Vasquez Rocks County Park, and the City's 17 community parks are also available for sports, hiking, and picnicking. William S. Hart Park features a magnificent Spanish Colonial mansion museum. Frazier Park (40 min.) and Mountain High (75 min.) are a short drive away for ski enthusiasts. Also located in the Santa Clarita Valley are the COC Performing Arts Center, Canyon Theatre Guild, Disney Studios, and the Santa Clarita Repertory Theater. Santa Clarita is one of the Mileage to Key Centers world's premier centers for study in the visual and performing arts, evidenced by the many public Burbank Airport 25 miles S performances held each year. Golf enthusiasts Disneyland 58 miles S enjoy the Friendly Valley, Valencia Country Downtown Los Angeles 35 miles S Club, Robinson's Ranch, Tournament Players Los Angeles (LAX) 40 miles S Club and Vista Valencia golf courses. In Las Vegas 267 miles NE addition, the Valencia Country Club hosts the Palmdale/Lancaster 35 miles NE PGA's AT&T Classic (formerly the SBC Port of Los Angeles 60 miles S Classic). Port Hueneme 30 miles W San Diego 152 miles S Quality of Life San Francisco 351 miles N _ Santa Clarita residents enjoy a distinctive way of life. Residents value the City's landscaped trail system, well-maintained roads, high-quality schools, and innovative recycling programs. In addition, the City's ideal location makes possible regional recreation and economic opportunities. The community not only enjoys numerous parks and recreation services and facilities, but also outstanding Los Angeles County Sheriff and fire • services, three County libraries, highly responsive paramedic and ambulance services, and high levels of local government services. • Location Located 35 miles northwest of Los Angeles and 40 miles east of the Pacific Ocean, Santa Clarita forms an inverted triangle with the San Gabriel and Santa Susanna mountain ranges. These mountain ranges separate Santa Clarita from the San Fernando Valley and the Los Angeles Basin to the south and from the San Joaquin Valley, Mojave Desert and Angeles National Forest to the north. City of Santa Clarita To So F0 TOWVapu -- ---------- m Nga1 � LOS AW .ES i m Cuim r ab.e r �. H*Wmd* i oaMan T To LnMpYe PNn LAX VOL /Yppl wnn PACIFIC `WAVW OCEAN To sn DIF MyTusak r� U • Santa Clarita's History Many generations have passed through this valley, each leaving its own trace of history. The valley has been home to Native Americans, explorers, soldiers, pioneers, farmers, ranchers, and shopkeepers. The fust recorded discovery of gold in California occurred in Santa Clarita six years prior to its discovery at Sutter's Mill in Sacramento. As the story goes, in 1842 Juan Francisco de Gracia Lopez was napping under a massive oak tree in Placenta Canyon, and he 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 is now the town of Newhall, and, in 1878, planted com, flax, and alfalfa. This was the beginning of the Newhall Land and Farming Company. The 1870's also brought about the Southern Pacific Railroad. The lronhorse, or so it was named, laid its tracks across the valley bringing with it new towns and increased population. Saugus was named after a small town in Massachusetts, where Henry Mayo Newhall was bom. NmhoUTnia Depot -circa 1899 r 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 forcr curers of the Standard Oil City of Santa Clarita Company, and had the distinction of being the oldest operating oil well in the world until capped in 1990. The 1900's brought new prosperity and businesses to the valley, some of which remain today. For example, Sterling Borax began production, and the Saugus Station Eatery was renamed the Saugus Cafe. Many businesses opened shop during this era, including general stores, post offices, and churches. Q___..._..a., This growing community with its rich surroundings of mountains, trees, and deserts attracted Gene Autry and his western style television show. By the early 1900's, Hollywood studios were using the area's rugged canyons as locations for westerns. The new home for Melody Ranch was "Western" town, renamed and used as the set for Gene Autry's television show. A prominent Hollywood film star of the 1920's, William S. Hart, left his mark on the community by building his home here and, upon his death, leaving it to the County. Currently, 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 an important reason for its economic growth. The Saugus Speedway, now used as a swap meet and arena for large public events, was once the Baker -Hoot Gibson Rodeo Arena, which held massive regional rodeos drawing people from all over southern California. With the development of this growing community came a need for the distribution of • information, and thus the Newhall Signal newspaper was founded by Edward H. Brown. By the year 1940, Santa Clarita's population reached 4,000. Six years later, the fust high school in the William S. Hart District was dedicated. With the development of schools came the construction of tract homes, the first being Rancho Santa Clarita. In 1963, Canyon Country was founded and the fust celebration of Frontier Days took place. In answering the demands of all the new developments and residents, the Santa Clarita National Bank opened its doors in 1965. The new additions of schools, stores, and churches brought more people and more communities. 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. This picture shows the construction of Magic Mountain with the Santa Clarita Valley in the background. Magic Mountain opened in 1971, bringing thousands of tourists to the area, and giving the valley a significant landmark. Today, it remains one of the largest amusement parks in the City of Santa Clarita In 1975 Henry Mayo Newhall Memorial Hospital was founded, as well as the Santa Clarita Valley Historical Foundation, which maintains and protects the rich history of the valley. In the 1980's "Santa Clarita" became a common term. The eighties also brought a staggering increase in population, bringing the total number of residents to 81,816. In 1985 the Chamber of Commerce instituted a study on the economic feasibility of becoming an incorporated city; two years later it was approved by the voters of what is now the City of Santa Clarita. In December 1987, the City of Santa Clarita was formed as the second largest and the sixth most populated city within Los Angeles County. 2007 marked the 20s' anniversary for the City since incorporation. The celebration offered the opportunity to reflect on the enormous progress made over the last two decades and the anticipation of an exciting future. The numerous awards and accolades bestowed upon the City and staff since inception reflect the unique dedication that defines the City of Santa Clarita and its residents. 'T •fYTY f•1 � � ' b Since •' Governor Schwarzenegger announced that • Incorporation Santa Clarita will receive an Enterprise Zone designation. This designation is significant in "*•......' that it will enhance our efforts to attract business to the City, particularly the The City of Santa Clarita was incorporated on Downtown Newhall area and will continue December 15, 1987. By forming a City, the Santa Clarita's reputation as one of the residents gained the ability to retain millions of premier cities in California for doing local tax dollars. Since incorporation, much has business. been accomplished, a portion of which is listed below: Santa Clarita has consistently maintained one of the lowest rates of unemployment ❖ America's Promise ranked Santa Clarita as one throughout Los Angeles County and of the "100 Best Communities for Young California. In 2007 the City had a rate of People" in 2007. The selection committee noted 2.7% while L.A. County had a 4.4% rate and the City's multiple youth programs aimed at California had 4.9%, respectively. fostering civic responsibility and limiting exposure to drugs and violence. '•' In 2006 Santa Clarita was recognized as one of BusinessWeek's "Ibp 25 Best Affordable •8 Given the designation of a Bicycle Friendly Suburbs" in the country based on statistics Community by the League of American such as affordability, academics, safety and Bicyclists in 2007. Only 70 cities from across culture. the country have been bestowed with this honor since the program's inception. •�• For the success the City of Santa Clarita has seen in its final phase of the Sign Compliance s• The City Council adopted the "Downtown Program, the American Planning Association, Newhall Specific Plan." The goal of the Plan is Los Angeles (LA -APA) has recognized the to revitalize Old Town Newhall incorporating City with an Award of Merit in the category • feedback from residents, businesses, and community leaders. of Planning Excellence in Implementation. ❖ Solicited for and was selected to serve as the •S In 2006, the City was named by CNN Money Host for the finish of Stage 6 for the 2007 & Magazine as the best place to live in California. 2008 Tour of California. This event has The City made it to the list for its healthy brought many thousands of spectators to the economy, affordable housing costs, educated City and resulted in significant economic and workforce, quality of life, leisure and activities, tourism benefits. sunny weather and healthy lifestyle. ❖ The environmentally ❖ Santa Clarita was awarded the prestigious sensitive Transit M Grand Prize for Best Economic Development Maintenance Facility VA Program in the State of California both in 2007 was opened in 2006. & 2008. The award recognizes outstanding and This project houses the innovative programs which have made a City's transit system and includes service significant contribution to the field of economic bays, office space, an automated bus wash, development. The 2007 award was given for and diesel and alternative fueling stations. the City's Film program while 2008 was awarded for Tourism. Completed construction of the Traffic Operation Center in City Hall that will allow ❖ In 2006, the Los Angeles County Economic real time observation of traffic conditions Development Corporation (LAEDC) named throughout the City so we respond more Santa Clarita as one of the top five business quickly to traffic incidents and congestion. friendly cities in Los Angeles County. This recognition was given to the City for creating a •: Three Metrolink stations have been business friendly environment 'that encourages constructed, making Santa Clarita the only businesses to locate or expand within the City. city besides the City of Los Angeles with three stations. Santa Clarita Transit's average . weekday ridership has increased from 1,050 City of Santa Clarita in 1990 to 11,500 today- an eleven -fold ❖ An extensive trail system has been planned, increase. of which 37.7 miles have been built including • ❖ The City has instituted Youth Programs such as the South Fork Trail, Commuter Rail Trail, the Youth in Government program for local Robinson Ranch Trail, Sand Canyon Trail teens to experience, first hand, how local and the Santa Clara River Trail. Currently, government operates and the "We Care for there is 11.5 undeveloped trail miles which Youth" program to teach job skills to area will bring the City total to 49.2 trail miles. teens. After-school programs have been 6• To enhance the beauty of the community, the implemented at local parks to provide City has set a goal of planting a minimum of opportunities for `latchkey" kids. 1,000 trees per year. The Urban Forestry ❖ Constructed and dedicated the award-winning Division is responsible for the maintenance Youth Grove Memorial at Central Park in 2006. of approximately 50,000 trees, reforestation, The Youth Grove is the site of an annual weed abatement, the Neighborhood Leaf remembrance event that is integrated in the Out Program, neighborhood plantings, and Every 15 Minutes Program. the Arbor Day celebration. Additionally, Santa Clarita received the designation "free- Tree-City A Completed construction and opened the new CityU.S.A." for the 18th consecutive year and expanded Community Center for Newhall. .. The City purchased three large buildings on In addition to providing families with 20 acres off Soledad Canyon Road to create recreational activities, this facility has been the Santa Clarita Sports Complex. In instrumental in the City's downtown Newhall December 1998, the first building, with two revitalization efforts by improving the basketball courts and four racquetball courts, appearance of the Downtown Newhall area and was opened to the public. The second influencing a sense of community. The Newhall building opened in 2002 and includes an Community Center offers residents an award- Activities Center. The Aquatics Center, with winning boxing program, Ballet Folklorico, an Olympic -sized swimming pool, dive pool homework help, a toy library, a Sheriffs sub- and an activity pool with water play station, outdoor basketball, performance areas, equipment and 168 foot water slide, opened and eight program rooms. in October 2003. The Sports Complex is also s Camp Clarita is a camp experience that home to a skate park with a 75 -foot snake provides recreational and creative run, a double bowl, a keyhole, a low rail and opportunities for the youth of Santa Clarita. pyramid. Plans for expanding the complex Our camps are designed to include activities are currently underway. such as games, crafts, drama, swimming, field ••• The Anti Gang Task Force was created to trips, and more. proactively address gang issues faced by the ❖ The City is home to 20 parks, 11 having been community's youth. constructed since 2000, and the 20 acre Santa .,. collaboration with the Anti -Gang Task hr Clarity Sports Complex. Our park system the City established a Community includes Central Park, Valencia Heritage Park,Force, Court diversion program that opened in 2006, and Veteran's Historical Plaza. A disc golf which will ensure petty offenders pay course was constructed at Central Park, and restitution and perform their community plans for expansion are underway. service here in Santa Clarita. d• The $4.5 million Todd Longshore Park opened ,•, A community oriented policing program in conjunction with the City's 20th anniversary the Community Interaction Team called called.) celebration in 2007. The 32 -acre park offers brings policing to the Canyon breath -taking views, modern amenities, and Country and Newhall neighborhoods, open space preservation to honor the legacy of allowing Sheriffs deputies to actively one of Santa Clarita's most ardent supporters and dedicated commissioners of Harks and address area concerns. Recreation. •: A 24-hour Graffiti Hotline and website were developed, allowing residents to report and City of Santa Clarita receive graffiti clean-up free of charge by ❖ The City adopted the CHARACTER • volunteer residents of the community. COUNTS! program in 1996 to create a model for a community in which people act more •r The City developed an on-line registration form for most of the City's Parks and Recreation ethically in their personal and professional classes and sports programs. On-line bus pass lives, and individuals and institutions sales, parking citation payments and purchasing understand and follow the Six Pillars of services was also implemented. Character — Trustworthiness, Respect, Responsibility, Fairness, Caring and ❖ The City Council initiated the community -wide Citizenship. Healthy Santa Clarita program to promote the ,- 2003, the City initiated the "Customer benefits of eating healthy and regularly Service Service Excellence' training for all staff. The exercising. focused on creating a positive •8 The City dramatically increased environment, service skills, and evaluating recycling programs to include yard service areas for process improvement. trimmings and free curbside pick- ❖ Santa Clarita has won more than 140 up of Christmas trees and hazardous waste. _ regional, national and international awards since incorporating, including awards for ❖ The Street Maintenance Program was created to budgeting, financial management, human regularly slurry and overlay all City streets, as resources, strategic planning, innovation in well as regularly repair area sidewalks, to management, citizen participation, extend the life of City streets by five to ten emergency preparedness, recreation, and years. marketing. 6• Many local roadways have been extended ❖ Economic Development Administration grant and/or widened to increase traffic mobility funds were provided by the City to assist in throughout the valley. Some of these the construction of a new Edwards Cinema accomplishments include: Cross Valley and shopping complex in Canyon Country, Connector gap closure, Bouquet Bridge which opened in 1998. widening, and Golden Valley & Soledad •• Together with the County of Los Angeles, the Interchange. City launched a multi-year project entitled ❖ Construction of the 8.5 miles, $245 million "One Valley One Vision" to develop a new Cross Valley Connector began in fall of 2004. valley -wide General Plan that will guide This eight -lane roadway will ease traffic future planning and decision making for the between the I-5 freeway and State Route 14. entire Santa Clarita Valley over the next 20 Part of the CVC, the Golden Valley years. htterchangeBridge, was opened in -2005 to ❖ The City has established two Sister City provide an tracks an Solected route over the Canyon Road. Metrolink tracks and Sodite relationships, one with Sariaya, Philippines, The City was able to expedite its work program i and one with Tena, Ecuador. These for construction of a critical 1.6 mile portion of relationships help the community by the 8.5 mile Cross Valley Connector Road. encouraging cultural understanding about Originally slated for opening in October 2007, others outside our community. the gap closure was completed 5 months early. Ip Together with the City's business owners, :• Constructed the McBean Transfer Station five new building facades and one parking lot located at Valencia Boulevard and McBean screening were complete along San Fernando Parkway that provides comfort and Road in downtown Newhall area. convenience amenities to Transit passengers. 4• The City launched its first Farmers' Market, 4 • The City's Building & Safety Division has located in Downtown Newhall. The Market, inspected over $1.5 billion in new construction, held every Thursday from April through resulting in approximately 100,000 permits October from 3:00 p.m. to 7:00 p.m.., being issued since incorporation. provides residents the opportunity to • purchase fresh fruits and flowers locally. City of Santa Clarita • • •:• The City launched the award- winning Shop Santa Clarita campaign to promote shopping within City limits. Shopping local keeps sales tax revenues local and is an wm . •. important funding source for www�Mrw •^•• w•^ transportation, parks, and other public projects. f• to 2007, the City held the 11'" Annual Santa Clarita Marathon, which includes a full marathon, a half marathon, and a Kid K run. The Santa Clarita Marathon serves as a qualifying race for the Boston Marathon. •S The City launched a business attraction website in 2006 to market Santa Clarita's vacant and new development projects. Targeted industries include aerospace, biomedical, technology, film and television, and retail. :• To preserve and promote the history of Santa Clarita's Western Heritage, the City established the annual Cowboy Poetry & Music Festival in 1994. This award-winning celebration, which is held at historic Melody Ranch Motion Picture Studio, features the best in poetry, music and City of Santa Clarita fine western art. The event has since been renamed simply the Santa Clarita Cowboy Festival. { A new Residential Trash Franchise Agreement with Blue Barrel/Waste Management commenced in 2006 to provide residents with rate reductions, unlimited free recycling, and free bulk item pickups. The City's Red Light Camera Enforcement program has enjoyed continued success through the last several years. Fewer red light citations and collisions were reported at the eight red light camera monitored intersections. Just one red light running collision was reported in the first year of the _ program, as opposed to an average of nine per year that once occurred at these intersections. Form of Government The City of Santa Clarita is a General -law City operating under a Council -Manager form of government, with the City Council acting as the part-time legislative body of the City. Five members are elected to the City Council at large on a nonpartisan basis, with members serving four-year terms. Elections are staggered every two years, with the Council appointed Mayor serving a one-year term and acting as presiding officer. The City Council appoints a City Manager to be the Chief Administrative Officer responsible for the day -today operations of the City. The City Manager's duties include appointing Department Directors who are then responsible for the day-to-day operations of their own departments. Department Directors then have the task of selecting Division Managers and support staff members. Also appointed by the City Council is the City Attorney, who is the legal advisor to the Council, Commissioners, and other City officials. Assisting the City Council in serving the Santa Clarita communities are a variety of boards and commissions which address specific needs within their particular realm of responsibility. Each board and commission has the opportunity to get involved in a wide range of activities from reviewing City ordinances to recommending major revisions to City programs. Public meetings are held on a regular basis. 0 City of Santa Clarita Organizational Structure Santa Clarita Residents City Council City Manager l City Attorney Assistant City Manager Administrative Services Community Development Public Works Parks, Rec. & Community Services Public Safety City of Santa Clarita 0 Commissions, Volunteer Boards and Committees Parks. Recreation & Community Services Commission Laura Hauser, Chairperson The Parks, Recreation & Community Services Commission is a Edward Redd, Vice Chairperson five -member commission appointed by the City Council to make Duane R. Harte, Commissioner recommendations to the Council on all matters pertaining to parks Ruthann Levison, Commissioner and public recreation. Vacant Planning Commission Tim Burkhart, Chairperson The Planning Commission is a five -member commission appointed Michael Berger, Vice Chair by the City Council to consider and decide upon various Dennis Ostrom, Commissioner applications for land use and land development in the City, Diane Trautman, Commissioner including the implementation of the General Plan; Zoning Ordinance and other land use regulations; and recommendations on Bill Kennedy, Commissioner development applications. Accessibility Advisory Committee (AAC) The AAC was established for the purpose of providing guidance on the quality of its programs and services for seniors and persons with disabilities to Santa Clarita Transit. The AAC's voting • membership is comprised of 11 members. Anti -Gang Task Force This task force, founded through the Sheriffs Department in 1991, is comprised of community members, school personnel, law enforcement, and volunteers. Members work together to develop and refer youth to programs that help build self-esteem, give direction, develop skills, and let the youth know they are cared about. • Arts Advisory Committee This 11 -member committee is comprised of representatives from Parks, Recreation & Community Services Commission, the Planning commission, and the arts, business and school communities. It was formed to advise the City Council and staff on arts -related issues such as public art, arts education, facilities and other areas. Arts Alliance Committee The Arts Alliance is a forum composed of representative Santa Clarita arts and cultural leaders, working towards improving arts support and awareness in the community. Along with the Arts & Events Office, the Arts Alliance meets once a month. The meetings are an opportunity to bring up arts -related issues, network, and develop arts within the community. Blue Ribbon Task Force The Task Force is comprised of community and education leaders. The Task Force was formed in January 2001 and works to educate the community about teen substance use and provide meaningful resources and programs to those in need. City of Santa Clarita Character Counts! Coalition • Character Counts is a nonpartisan, nonsectarian coalition of schools, communities and nonprofit organizations working to advance character education by teaching the Six Pillars of Character: trustworthiness, respect, responsibility, fairness, caring and citizenship. Character Counts! Coalition meetings are held on the second Thursday, in February, May, September, and November. Community Services Grant Committee The committee's role is to review the many requests from community agencies for funding and make recommendations to City Council. The committee is comprised of two Councihnembers and City staff. Commuter Transit Advisory Committee Formed by the Transit Staff, this committee feedback to staff on needs and program design. Film Stakeholder's Group provides public participation opportunities and The Film Stakeholder Group meets quarterly to discuss specific business needs and ways the City can help them be more successful, while also working together to attract film -related businesses and location filming to Santa Clarita. Financial Accountability and Audit Panel The five -member committee was appointed in 2008 by City Council for the Open Space Preservation District (OSPD). The committee is responsible for ensuring OSPD's land acquisition priorities are adhered to, reviewing accounting of funds to ensure funds are spent properly and • that good fiscal management is occurring, and ensuring expenditures are consistent with the criteria and requirements set forth in the Engineer's Report. Human Relations Forum Supported by the City Manager and one staff member, the Forum works to promote full acceptance of all persons in all aspects of community life and building cultural understanding. Its goals are equity, peace, and inclusion of all, by all. • Newhall Redevelopment Committee This 14 -member committee, selected by the Newhall Redevelopment Agency, advises the Agency on matters related to the Downtown Newhall Revitalization effort. Pride Committee The Pride Committee is a group of volunteers who work hand-in-hand with City staff, the Los Angeles County Sheriff's Department, and the Santa Clarita Anti -Gang Task Force to coordinate a number of programs which benefit the community. These include the Pride Committee's Annual Pride Week/Community Clean-up Day and ongoing graffiti abatement efforts. Santa Clarita Valley Committee on Aging This Committee primarily serves the needs of senior citizens in the North Los Angeles County with a goal to enhance the independence, dignity, and quality of life of the elderly through community resource management and coordination, advocacy, and a full spectrum of direct quality services for senior citizens, City of Santa Clarita Saugus Action Committee • The Committee is composed of Saugus residents with a mission to promote a safe, residential, family oriented community, where children can attend good, safe schools and where families can enjoy the richness of their unique community history. • • Sports Advisory Committee This committee is comprised of staff and representatives from many youth sports organizations in the valley including AYSO, SCVAA, CCAA, United Soccer, and others. The committee is responsible for putting together the Field Allocation Policy and takes a look at other issues related to youth sports in the valley. Tourism Bureau The purpose of the committee is to market hospitality, attractions, and events in the Santa Clarita Valley. Visions in Progress (VIP) VIP is a youth advisory committee comprised of Santa Clarita Valley high school students who advise City Council, Commissioners, and staff on projects and plans. VIP recommends, plans, and hosts activities for the youth of the valley. City of Santa Clarita Funded Regular Full-time Equivalent Positions in the City by Departments CITY MANAGER'S OFFICE Administrative Services CITY COUNCIL 5 5 Administration Director 1 1 City Manager's Office Management Analyst 1 1 City Manager 1 1 Executive Secretary 1 1 Assistant City Manager 1 1 Assistant to the City Manager 1 1 City Clerk Intergov'tl Relations Officer 1 1 City Clerk 1 1 Management Analyst 1.5 1.5 Deputy City Clerk 1 1 Administrative Analyst 1 1 Records Technician 1 ' 1 Graduate Management Intern 1 1 Administrative Clerk 1 1 Executive Assistant 1 1 Clerk Typist 0.5 0.5 Executive Secretary 1 1 Secretary 1 1 Finance Community Services Assistant 0 2 Finance Manager 1 1 Administrative Clerk 1 1 Senior Financial Analyst 2 2 Financial Analyst 4 4 Human Resources Payroll Technician 1 1 HR Manager 1 1 General Accounting Specialist 2 2 Senior HR Analyst 2 2 Secretary 1 1 • HR Analyst 1 1 Account Clerk 2 2 HR Technician 1 1 Cashier 2 2 Secretary 1 1 PurchasinglMail Services Economic Development Purchasing Agent 1 1 Mktg & Econ Development Mgr 1 1 Buyer 2 2 Economic Development Associate 2 2 Project Technician 1 1 Administrative Analyst 3 3 Purchasing Technician 1 1 Secretary 1 1 Materials Clerk 1 1 Project Technician 1 1 Mail Services Specialist 1 1 Permit Specialist 1 1 Mail Clerk 0.75 0.75 Communications Risk Administration Communications Manager 1 1 Risk Administrator 1 1 Communications Specialist 2 2 Administrative Analyst 1 1 Graphic Artist 2 2 Secretary 1 1 Special Districts Special Districts Administrator 1 1 Project Development 1 1 Coordinator Full-time Equivalent 37.60 69.60 Tree Specialist 0 1 LMD Inspector 0 1 Project Technician 2 2 Program Specialist 1 1 0 Technology Services Parks, Recreation & Community • Technology Services Manager Senior Information Tech. Analyst Information Tech. Analyst GIS Technician Information Tech. Specialist Secretary Transit Transit Manager Transit Coordinator Administrative Analyst Assistant Supervisor Information Tech. Specialist General Maintenance Specialist Project Technician Secretary Clerk Typist 1 1 Services 4 4 4 4 Administration 1 1 Director 1 1 6 6 Management Analyst 1 1 1 1 Executive Secretary 1 1 1 1 4 1 1 1 1 1 3 1 1 4 1 1 1 1 1 3 Full-time Equivalent 68.25 70.25 Community Development Administration • Director 1 Assistant City Engineer 1 Redevelopment Manager 1 Management Analyst 1 Administrative Analyst 1 Executive Secretary 1 Community Preservation Supervising CPO 1 Community Preservation Officer 5 Administrative Clerk 1 1 1 1 1 1 1 1 6 1 Planning Planning Manager 1 1 Senior Planner 4 3 Associate Planner 7 7 Assistant Planner II 3 3 Assistant Planner I 2 2 Planning Technician 1 1 Housing Administrator 1 1 Project Technician 1 1 Secretary 1 1 Clerk Typist 2 2 • Full-time Equivalent 36.00 3900 Arts and Events Rec. & CS Administrator Rec. & CS Supervisor Rec. & CS Coordinator Clerk Typist Community Services PR&CS Superintendent Rec. & CS Administrator Rec. & CS Supervisor Administrative Analyst Rec. & CS Coordinator Secretary Program Specialist Clerk Typist Recreation PR&CS Superintendent Rec. & CS Administrator Rec. & CS Supervisor Rec. & CS Coordinator Project Technician Secretary Pool Technician Administrative Clerk Parks PR&CS Superintendent Park Development Administrator Parks Administrator Project Development Coordinator Assistant Supervisor Project Technician General Maintenance Specialist Groundskeeper II Secretary General Maintenance Worker Groundskeeper Clerk Typist 1 3 2 1 1 2 6 1 7 1 1 2 1 3 7 13 1 1 2 1 1 3 3 1 1 2 6 1 7 1 1 2 1 3 7 13 1 1 2 1 1 1 1 1 3 3 3 3 8 1 3 8 2 5 14 1.5 8 1 3 8 2 5 14 1.5 Full-time Equivalent 110.50 111.50 Public Works General Services 41 General Services Manager 1 1 Administration Supervisor 3 3 Director 1 1 Sup. Vehicle Maint. Mechanic 1 1 Senior Management Analyst 1 1 Tree Specialist 1 1 Acquisition Specialist 1 1 Vehicle Maintenance Mechanic 3 3 Administrative Analyst 1 1 Assistant Supervisor 5 5 Executive Secretary 1 1 General Maintenance Specialist 1 1 Property Management Assistant 1 1 Street Maintenance Worker 14 14 Secretary 1 1 Tree Trimmer 3 3 Clerk Typist 2 2 Secretary 1 1 General Maintenance Worker 3 3 Building and Safety Administrative Clerk 1 1 City Building Official 1 1 Assistant Building Official 2 2 Traffic Associate Engineer 2 2 Assistant City Engineer 1 1 Assistant Engineer 2 2 Senior Traffic Engineer 2 2 Project Development Coordinator 2 2 Senior Transportation Planner 1 1 Supervising Building Inspector 2 2 Associate Engineer 4 4 Building Inspector 7 7 Signal Operations Supervisor 1 1 Supervising Permit Specialist 1 1 Assistant Engineer 2 2 Permit Specialist 3 3 Project Development 1 1 Coordinator Secretary 1 1 Administrative Analyst 1 1 Administrative Clerk 1 2 Secretary 1 1 • Clerk Typist 2.5 1.5 Environmental Services Capital Improvement Projects Environmental Services 1 1 Manager Assistant City Engineer 1 1 Supervisor 1 1 Senior Engineer 2 2 Project Development 2 2 Coordinator Associate Engineer 2 2 Administrative Analyst 1 1 Assistant Engineer 3 3 Environmental Field Specialist 1 1 Project Development Coordinator 1 1 Assistant Supervisor 1 1 Supervising Public Works Insp 1 1 Secretary 1 1 Administrative Analyst 1 1 Environ. Svc Program Coord 1 1 Public Works Inspector 1 1 Project Technician 1 1 Engineering Technician 1 1 Street Maintenance Worker 3 3 Project Technician 1 1 Secretary 1 1 Full-time Equivalent 135.80 135.50 Development Services Assistant City Engineer 1 1 Total City Staff Senior Engineer 4 4 Full-time Equivalent 387.75 392,75 Associate Engineer 2 2 Assistant Engineer 3 3 Project Development Coordinator 1 1 Supervising Public Works Inspect. 1 1 Public Works Inspector 4 4 Engineering Technician 1 1 • Engineering Aide 1 1 Permit Specialist 2 2 Secretary 1 1 As City employees, we are proud to say that WE ARE THE CITY OF SANTA CLARITA. We take pride in our organization, our community and ourselves. Our mission is to deliver the best and most cost-efficient municipal service to the citizens and City Council of Santa Clarita. We value excellence We provide high quality and timely services. We encourage education and continual professional development. We have a strong commitment to the community, the organization, and individual professions. We conduct ourselves professionally. We believe that prudent management of our resources demonstrates our respect for the citizen's whose monies support this organization. • We believe that diversity among staff and in the community creates strength. We value a humanistic approach Our actions recognize humans, human feelings and the importance of the individual. We believe in participative management. We encourage employees to enjoy their time at the work site. We encourage ideas that improve the mental and physical health of the employees. We are united in our efforts to support, respect and encourage individual talents and contributions. We value creativity We have a bias for action. We believe in taking reasonable risks. We accept innovative people. • We value a futuristic approach We want decisions that will endure the test of time. We want a City that future generations will love. We value our enthused workforce We encourage actions which keep employees _ motivated and competent. We respect loyalty to the City. We value ethics We believe the soundest basis for judging the rightness of an action is a test of its morality, legality, and its effect on human rights. We treat our fellow employees and community members fairly and equally, without prejudice or bias. We value an open and non -bureaucratic government We keep the public informed of what we do. We share ideas, information, and feelings with employees. We are helpful, courteous, and cooperative with the public and one another. We encourage decision making on the front lines. We are an integrated organization, we are a team. We value our City Council and public service We recognize the importance of the process which elected the Council. We recognize the importance and difficulty of the Council's job. We are fully prepared for Council meetings. We understand the importance of public service. We are committed to advancing the well being of the community. • • • User's Guide Budget and CIP Guide Purpose of an Annual Budget The basic purpose of the City of Santa Clarita's budget is to serve as a "blueprint" for providing City services and a working financial plan, as well as providing a communication tool for City residents, businesses, and employees. The document is specifically designed to provide clear and accurate information to the community with respect to how its local government is organized . and operates. The five-year CIP provides a comprehensive capital planning document and a context for future capital budget allocations. The City of Santa Clarita's Municipal Code requires , the City Manager to present a balanced budget, in which ongoing revenues match or exceed ongoing expenditures, to the City Council each year. This document authorizes appropriations or eligible expenditures for the City's fiscal year, which runs from July 1 to June 30 of the following year. Budget & Five -Year CIP Preparation The budget is prepared each year by the City Manager's ,Office and the Administrative Services Department, in cooperation with other City departments and other agencies which receive public funds. The five-year 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, and the Finance City of Santa Clarita 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 coming fiscal year to the City Manager. Budget review is the responsibility of a Budget Team. In March and April, the City Manager's Office 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 & Five - Year CIP document presented to the City Council. The City Council has appointed a Council Budget Subcommittee that meets regularly during the budget process. Budget study sessions are conducted with the City Council during the months of January through May. Citizens have an opportunity to comment on the draft document during public hearings. During the budget study session and the public participation period, the draft Annual Budget & Five -Year 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 five-year plan for capital spending. J Fd • Below is a calendar in which the process of planning and preparing the Annual Budget and Five -Year CIP Document is outlined: 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. City of Santa Clarita Budgetary control, the level at which expenditures cannot legally exceed the appropriated amount, is exercised at the category level. Administrative policies provide guidelines on budget transfers and the authorization necessary to implement transfers. 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 at the City Manager level. Department heads have discretion to reapportion funds between certain line items within a program but may not exceed total appropriated amounts for each category. Additional expenditures for capital outlay items must be approved by the City 'Bil._ 2008-2009.-,.. December 4 • Budget Kick -Off Meeting February 15 0 Final Budget Package Budget due March 3 a Council Budget Subcommittee Meeting March 4 • Joint Council/Planning and PRCS Commissions Budget Study Session March 4-10 o Department Budget Discussions March 11 • Capital Improvement Budget Funding Meeting April 6 . Budget Study Session May 6 i Council Budget Subcommittee Meeting May 28 • Council Budget Subcommittee Meeting May 28 • Budget Study Session June 3 a Budget Presentation to Planning Commission June 5 e Budget Presentation to Parks, Recreation & Comm. Services Commission June 10 . Public Hearing of Formal Annual Budget CIP, and CDBG June 24 . Adoption of annual BudLyet. CIP and CDBG 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. City of Santa Clarita Budgetary control, the level at which expenditures cannot legally exceed the appropriated amount, is exercised at the category level. Administrative policies provide guidelines on budget transfers and the authorization necessary to implement transfers. 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 at the City Manager level. Department heads have discretion to reapportion funds between certain line items within a program but may not exceed total appropriated amounts for each category. 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. The .City Manager. may transfer funds within and between programs and departments. Increases to the Travel & Training or Legal Services line items require approval of the .City Manager or designee. 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 year received. • Prior year reserves or fund balances may be appropriated to fund items not previously included in the adopted budget. Reserves/fund balances exceeding minimum amounts required by administrative policies may be appropriated if it is determined to be in the best interest of the City. The City Council must also appropriate reserves in case of emergencies or unusual circumstances. • Transfers between funds require formal action by the City Council. Unexpended appropriations automatically lapse at the end of the fiscal year, and are included in the ending fund balance calculations within each fund. Document Organization City of Santa Clarita Introductory Sections The first three sections of the annual budget document provide an introduction and overview of the Annual Budget and Five -Year CIP preparation process and contents. The City Manager's Transmittal letter to the City Council outlines the key contents of the Fiscal Year Budget and the Capital Improvement Program. The fiscal health of all the fund types, as well as the City as a whole, is also discussed. The summaries provide an easy to read overview of the City's revenues and expenditures, while this User's Guide provides an introduction to the City of Santa Clarita and an` explanation of how to use this document. It is important to note that the City's revenue estimates make assumptions based on actual experience and current knowledge of impending circumstances. Expenditure requests, in turn, reflect these assumed revenue trends. Department Budget Sections The next nine sections represent the main body of the Annual Budget. These sections contain all five City departments, Public Safety, City Attorney, and the Santa Clarita Redevelopment Agency budgets. Each of these sections begins with an overview of the department and budget summaries. Each program has a narrative page outlining the program's purpose, primary activities, performance goals, and performance measures. C Five -Year Capital Improvement Program Sections These sections contain detailed information about the capital improvement projects that the City plans to initiate over the next five years. Each project information sheet includes the project name, number and location (written and visual), a brief description of the project, a statement of justification, and a breakdown of project costs by typical expenditure category and a breakdown of project funding by source. Examples _ of a department's program budget and a CIP project information sheet follows. City of Santa Clarita Example of a Program Budget: Personnel 5001.001 ORegular Employees 601,070 5002.001 Part -Time Employees 16,100 5003.001 Overtime 1,500 5011.001 Health & Welfare 40,190 5011.002 Life Insurance 115 5011.003 Long -Term Disability Insurance 03,545 5011.004 Medicare 8,950 5011.005 Worker's Compensation 9,730 5011.001 PIERS 78,570 5011.007 Deferred Compensation 16,500 5011.008 Unemployment Taxes 2,160 Total Personnel 778,430 Operations & Maintenance 5101.001 Publications & Subscriptions 4,980 5191.001 Travel & Training 35,900 5101.002 Membership & Dues 4,650 5191.003 Education Reimbursement 2,200 5191.004 Auto Allowance & Mileage 13,020 5101.003 Office Supplies 2,730 5101.004 Printing 6,405 5101.005 Postage 1,155 5161.004 Advertising 35,000 5111.001 Special Supplies 5,000 5161.005 Promotion & Publicity, 2,100 5131.003 Telephone Utility 1,600 5161.001 Contractual Services 2,070 5161.002 Professional Services 181,000 5161.008 Graphic Design Services 36,000 5161.100 Legal Services 90,000 Total Operations & Maintenance 423,810 O Account Code- the first four numbers indicate the department and division/ subdivision. The second set of three numbers indicates a specific line item. © Appropriation - for fiscal year. ® Category- the budget is divided into three categories: Personnel, Operations & Maintenance and Capital Outlay. Each department is required to stay within the category allocation. (The City Council program does not have a Capital Outlay category.) O Bottom Line- total appropriation for the budget program. • a • Capital Project Information Guide: Project Name: CROSS VALLEY CONECTOR (CVC) GAP CLOSURE: 1-5 TO COPPERHILL DRIVE O Project Number: 51001 Project Location: Newhall Ranch Road From 1-5 to Copper Hill Drive. Description: This project will design and construct an extension of Newhall Ranch Road from Copperhill Drive to I-5 (the Cross Valley Connector). This eight -lane roadway will include landscaped medians, parkways, and a Class I bicycle path. Justification: The CVC will provide for a much-needed east -west corridor alleviating congestion along Soledad Canyon Road. The CVC will also provide enhanced access to existing and planned commercial and industrial uses in the Valencia area, including the high school. When complete, this route will also provide additional freeway connections at SR -126 and I-5. O Project Number: S1001 S = Categorical location of capital project. 1 = The area of the City in which the project is located. 001 = The assigned project number (assigned in order according to area). Project Status: In Progress. Department: Building & Engineering Project Manager: Curtis Nay 6 Project Cost Est. ($): C = Circulation P = Parks & Recreation 1 = Valencia D = Emergency S = Streets & Bridges 2 = Newhall OW 3 = Canyon Country Exaenditure Category: Prior Years I = Intelligent Transportation Systems 2007-08 2008-09 2009-10 2010-11 2011-12 Total Environmental $ $ $ $ $ $ $ Design/Plan Review 200,000 200,000 Right -Of -Way 3,174,841 3,174,841 Construction 7,734,376 15,102,307 22,836,683 Inspection & Admin. 200,000 400,000 600,000 Contingency 106,000 700,000 1,600,000 2,406,000 Total Costs: PROJECT LOCATION: 8,634,376 Description: This project will design and construct an extension of Newhall Ranch Road from Copperhill Drive to I-5 (the Cross Valley Connector). This eight -lane roadway will include landscaped medians, parkways, and a Class I bicycle path. Justification: The CVC will provide for a much-needed east -west corridor alleviating congestion along Soledad Canyon Road. The CVC will also provide enhanced access to existing and planned commercial and industrial uses in the Valencia area, including the high school. When complete, this route will also provide additional freeway connections at SR -126 and I-5. O Project Number: S1001 S = Categorical location of capital project. 1 = The area of the City in which the project is located. 001 = The assigned project number (assigned in order according to area). Project Status: In Progress. Department: Building & Engineering Project Manager: Curtis Nay 6 Project Cost Est. ($): C = Circulation P = Parks & Recreation 1 = Valencia D = Emergency S = Streets & Bridges 2 = Newhall E = Resource Management & Conservation T = Trails & Transit 3 = Canyon Country Exaenditure Category: Prior Years I = Intelligent Transportation Systems 2007-08 2008-09 2009-10 2010-11 2011-12 Total Environmental $ $ $ $ $ $ $ Design/Plan Review 200,000 200,000 Right -Of -Way 3,174,841 3,174,841 Construction 7,734,376 15,102,307 22,836,683 Inspection & Admin. 200,000 400,000 600,000 Contingency 106,000 700,000 1,600,000 2,406,000 Total Costs: $ 3,480,841 $ 8,634,376 $ 17,102,307 $ 29,217,524 6Project Funding: Funding Source: Prior Years 2007-08 2008-09 2009-10 2010-11 2011-12 Total B&T — Valencia $ 3,164,515 $ 2,533,485 $ $ $ $ $ 5,698,000 Federal Grant -STP 212,000 212,000 Prop C. Grant 25% 103,109 -6J00,891 3,192,000 9,396,000 Developer Cont. 1,217 1,217 Federal Appropriation 991,307 991,307 Priority Funding 12,919,000 12,919,000 Total Costs: $ 3,480,841 $ 8,634,376 $ 17,102,307 $ $ $ $ 29,217,524 Impact on Operations: Unknown at this time. Post -construction impacts include increases to utility, street sweeping, landscaping and roadway and bikeway trail maintenance costs. O Project Number: S1001 S = Categorical location of capital project. 1 = The area of the City in which the project is located. 001 = The assigned project number (assigned in order according to area). Category Abbreviations: Area: B = Beautification & Landscaping M = Maintenance 0 = Citywide C = Circulation P = Parks & Recreation 1 = Valencia D = Emergency S = Streets & Bridges 2 = Newhall E = Resource Management & Conservation T = Trails & Transit 3 = Canyon Country F = Facilities & Buildings • 4 = Saugus I = Intelligent Transportation Systems O Project Cost Est. ($): This area shows a detail of the costs of the project by year and expenditure category. © Project Funding: This area shows the detail of the estimated costs of the project by year and by funding source. City of Santa Clarita Budget Guidelines & Principles • I. City Government Reporting Entities and Services The budget includes all of the funds and account groups of the City of Santa Clarita. The City provides the following municipal services either directly or through contracts with the County of Los Angeles or private entities: o Building Permit/Plan Approval • Planning/Zoning • Community Development • Public Safety (Police/Fire) • Emergency Services • Recreation Services • Engineering • Street Maintenance • Parks & Trails Maintenance • Transit Service II. 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: 1) the safeguarding of assets against loss from unauthorized use or disposition; and 2) the reliability of financial records for preparing financial statements and maintaining accountability for assets. The concept of reasonable assurance recognizes that: 1) the cost of a specific control feature should not exceed the benefits likely to be derived; and 2) the evaluation of costs and benefits require estimates and judgments by management. All evaluations of the City's system of internal control will continue to occur within the above framework. The City's internal accounting controls adequately safeguard assets and provide reasonable assurance of proper recording of financial transactions. B. Fund Descriptions The City's accounting records are organized and operate on a "fund" basis, which is the basic fiscal accounting entity in governmental accounting. Each fund is designed by fund type and classification: • Governmental Funds - General, Special Revenue, Debt Service and Capital Projects • Proprietary Fund - Enterprise and Internal Service • Fiduciary Funds -Trust and Agency City of Santa Clarita a • 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 - account for the proceeds of specific revenue sources that are restricted by law or administrative action for specified purposes. • Debt Service Fund - account for accumulation of resources for, and payment of, interest and principal on long-term debt. • • Capital Project Fund - account 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 - account for activities involved in rendering services to departments within the City. Costs of materiels and City of Santa Clarita services used are accumulated in these funds and are charged to the user departments as such goods are delivered or services rendered. • E. Fiduciary Funds Fiduciary Funds are maintained to account for assets held by the City in a trustee capacity for individuals, private organizations, other governments and other funds. • Expendable Trust Fund - account for assets and activities restricted to specific purpose in accordance with a trust agreement. • Agency Funds - account for assets held by the City as an agent for the City employees deferred compensation plan and assets held by the City as agent for the Community Facilities District 92-1. F. Account Groups Account Groups are used to establish accounting control and accountability for the City's general fixed assets and general long-term debt. • General Fixed Assets Account Group account for long-term assets of the City, except for those accounted for in proprietary fund • types. • General Long -Term Account Group - account for long-term debt of the City, except for debt accounted for in proprietary fund types. III. 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. Briefly, this means that obligations of the City are budgeted as expenses, but revenues are recognized only when measurable and available. The Comprehensive Annual Financial Report (CAFR) shows the status of the City's finances on the basis of "generally accepted accounting • principles" (GAAP). In most cases this conforms to the way the City prepares the budget. One exception is the treatment of compensated absences. ' Compensated absences, including accrued but unused holiday, City of Santa Clarita administrative leave, compensatory time and vacation leave, are treated slightly different in the budget than in the CAFR. • C. Responsibility The department heads are responsible for preparing their budgets in accordance with the guidelines provided by the City Manager and Budget Officer. The Administrative Services Department provides cost experience' data as required by City departments. The Director of Administrative Services prepares all revenue, debt service and reserve estimates. D. Budget Preparation The process of developing the operating budget begins officially in January 'of each year. The budget preparation process provides the Executive Team 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: • Fund balances or contingency accounts should be used only for one- time expenditures, such as capital equipment and capital improvements. • Ongoing maintenance costs, such as street resurfacing and trail maintenance, should be financed through recurring operating revenues rather than through bond issuance. • In addition, at least $1 million of transportation related funding shall annually fund the annual overlay and slurry program. • Fluctuating federal grants should not be used to fund ongoing programs. F. Revenue 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, where appropriate, indirect costs of service. City of Santa Clarita Development fees for one-time capital expenditures attributed to new development will be reviewed annually to ensure that fees match development related expenditures. • Alla applicable fees will be reviewed and adjusted annually according to PP J Y g the consumer price index (CPI) to maintain cost recovery levels. The City Manager shall review the encumbrances and continuing appropriations to be submitted to the City Council for approval from one fiscal year to the next fiscal year. These encumbrances and continuing appropriations shall become a part of the City budget. G. Debt Management Short-term borrowing or lease/purchase contracts should be considered for financing major operating capital equipment when the City Manager along with the City's financial advisor determines that this is in the City's financial interest. Significant lease/purchase decisions should have the concurrence of the appropriate department head and Administrative Services Director. H. 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. 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. Charges to department are calculated based on the number of permanent staff in each department. Equipment Replacement Allocation — The equipment replacement fund is used to account for the acquisition, depreciation, and replacement 'of City vehicles. Charges to department are calculated -based on the actual depreciation charge for vehicles used by each department. Computer Replacement Allocation — The computer replacement fund is used to account for the acquisition, depreciation, and replacement of computers and related equipment. Charges to departments are calculated based on the number of computer workstations supported by the Technology Services staff in each department. I. Capital Budget • The Five -Year Capital Improvement Plan 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 City of Santa Clarita funding sources. 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 20 percent of the original contract price or $100,000 must receive specific City Council approval. This approval can be 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. J. Budget Review During the budget review phase, the City Manager's Office, in conjunction with Department of Administrative Services, analyzes new positions, and operating and capital budget requests. This information is then compiled and presented to the Budget Officer. The budget team, comprised of the City Manager, Assistant City Manager, Budget Officer, Director of Administrative Services, Finance Manager, and Senior Accountant, 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 Budget Officer for final review and budget preparation. K. Budget Adoption C-1 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. L. 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 generated and sent to departments on a monthly basis. M. Budget Revision The City Council approves total budgeted appropriations throughout the • year. Actual expenditures may not exceed budgeted appropriations at the category level (e.g., Personnel, Operations & Maintenance and Capital Outlay). The City Manager or his designee is authorized to transfer budgeted amounts at the category level. The City has the following City of Santa Clarita programs accounted for through its governmental funds: general government, public safety, public works, parks and recreation, community development and capital expenditures. Use of unappropriated reserves • must be specifically approved by the City Council. IV. Financial Policies A. General The financial policies establish the framework for overall fiscal planning and management. The policies set forth guidelines for both current activities and long range planning. The policies will be reviewed annually to assure the highest standards of fiscal management. B. 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. is• 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's Finance Officers' Association standards for financial reporting and budgeting, by the Governmental Accounting Standards Board and other professional standards. C. Cash Management 1. Purpose An investment policy has been adopted by resolution and is reviewed each year. The investment policy provides guidelines for the prudent investment of temporary idle cash and outlines the policies 'for maximizing the efficiency of the cash management system. The ultimate goal is to enhance the economic status of the City while protecting its pooled cash. City of Santa Clarita 2. 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 yield obtainable as long as investments meet the criteria established for safety and liquidity. 3. 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. 4. Procedures Criteria for selecting investments and the order of priority are: • 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. • 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. • Yield This is the dollar earnings an investment can provide, and sometimes is described as the rate of return. 5. Debt Administration In October 1991, the Public Financing Authority Revenue Bonds - Series 1991 were issued in the amount of $22,940,000. This was the City's first rated bond issue in which Standard and Poor assigned an A- Bond rating to the City of Santa Clarita. In August 1997, the City refinanced these bonds. In July 2005, the City refinanced the 1997 Series Bonds which were insured with an AAA rating. As of June 30, 2008, the City's obligation for Public Financing Authority Revenue Bonds, Series 2005, is $15,790,000. • In October 1992, the City received a distribution of loan proceeds totaling $2,557,436 from the Price Company. This money has been used for the acquisition of certain infrastructure improvements surrounding the Price Club (Costco). Payments are due quarterly City of Santa Clarita and will equal 70% of the sales tax revenue generated monthly from the operation of the Price Club Center. The payments will be • made for 30 years. In October 2003, the City refinanced this debt into a fixed rate note with a term of seven years. The amount of the refinancing was $2,590,955. As of June 30, 2008, the City's obligation for the note payable is $1,084,877. In January 1998, the City entered into a lease with option to purchase agreement with Kansas State Bank of Manhattan for $1,539,232 for the purchase of four commuter buses. The term of the lease is 12 years with annual payments of $166,870. In fiscal year 2003-2004 this debt was assigned to Koch Realty Inc. As of June 30, 2008, the balance of this lease is $158,637. In December 1998, the City entered into a lease with option to purchase agreement with Municipal Leasing Associates, Inc. in the amount of $2,335,964 for the lease of six buses. The term of the agreement is 12 years with annual payments of $260,148 beginning in December 1999. As of June 30, 2008, the balance of this lease is $711,513. In December 1999, the City entered into a loan with the Secretary of Housing and Urban Development for the amount of $2 million. The purpose of this loan is for installation of curbs, gutters and • sidewalks' in the West Newhall area. The term of the agreement is 15 years with annual payments of approximately $260,000 beginning in August 2000. As of June 30, 2008, the balance of this loan is $960,000. In June 2002, the City entered into a lease with an option to purchase agreement in the amount of $1,200,000 for the lease of a parking lot through the Public Financing Authority. The term of the agreement is 15 years with semi-annual payments of approximately $76,000 beginning in September 2002. As of June 30, 2008 the balance of this lease is $548,928. In August 2002, the City entered into a loan with the Secretary of Housing and Urban Development in the amount of $350,000, to provide partial funding of a much needed youth center. The project was in collaboration with the William S. Hart School District, City of Santa Clarita, and the Boys and Girls Club. The term of the agreement is 15 years. The balance as of June 30, 2008 is $235,000. In August 2002, the City entered into a second loan with the Secretary of Housing and Urban Development in the amount of $1,150,000. The funds were used to make infrastructure improvements in the Canyon Country area of Santa Clarita. Work began in FY 2003-04 and includes sewers, sidewalks, curbs and City of Santa Clarita gutters to upper Scherzinger Lane. The term of this agreement is 15 years. The balance as of June 30, 2008 is $765,000. • In January 2007, the Santa Clarita Public Financing Authority issued $13,785,000 in Lease Revenue Bonds for the purpose of financing the costs of acquiring right-of-way for a portion of Golden Valley Road in connection with the payment of a judicial order by the City of Santa Clarita to purchase a Qualified Reserve Account Credit Instrument. Under a Lease Agreement between the City and, the Authority, the City will pay to the Authority lease payments in the amounts equal to the scheduled debt service on the bonds. Payments are deposited into a Lease Payment Fund managed by the Fiscal Agent, Bank of New York. As of June 30, 2008, the City obligation for Public Financing Authority Revenue Bonds, series 2007, is $13,575,000. In December 2007, the Santa Clarita Public Financing Authority issued $15,525,000 in Lease Revenue Bonds for the purpose of financing the costs of the acquisition of open space lands, parks, and parkland, both inside and outside the City, in accordance with the City's open space, park, and parkland program. Under a Lease Agreement between the City and the Authority, the City will pay to the Authority lease payments in the amounts equal to the scheduled debt service on the bonds. Payments are deposited into • a Lease Payment Fund managed by the Fiscal Agent, Bank of New York. As of June 30, 2008, the balance of this lease is $15,525,000. 6. Risk Management The City of Santa Clarita is covered for Property, Liability and Worker's Compensation by Special District Risk Management Authority (SDRMA), a not-for-profit public agency. Limits for third -party claims consist of $10 million by SDRMA and $5 million in excess by Evanston Insurance Company. Risk Management administers the funding of the self-insured portions of the program; manages the administration general liability claims; works in conjunction with the City Attorney's Office and outside counsel to monitor, control, and resolve litigated matters; and provides training for various departments to minimize the risk of future losses. The Risk Management program provides centralized services to all City departments for risk management, loss control, and safety. Primary activities includes a yearly review of the City's comprehensive insurance program, including coverage for property/casualty, professional administration of the City's self- insured retention, loss prevention and control, and safety programs. Risk Management also administers the City's Contract Management system and provides yearly training for staff on contract routing and City contractual policies. City of Santa Clarita • 7. Annual Audit • City of Santa Clarita 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, Diehl, Evans & Company, LLP, a firm of Certified Public Accountants, completed the audit for the fiscal year ending June 30, 2007. Annual Appropriations Limit • The Appropriations Limit, established by the State of California per Article XIIIB of the California State Constitution, sets a limit for the annual appropriations of tax proceeds for all municipalities. • Article XIIIB was recently amended by Proposition 111 to change the method of calculating the annual appropriations limit. Prior to Proposition 111, the annual appropriations limit was adjusted annually by the change in the cost of living or by the change in California per capita personal income, whichever was less, and by the percentage change in the population of the City. Under the new guidelines set forth by Proposition 111, the annual appropriations limit will not exceed a base year adjusted by the change in population of the City or the County combined with either the change in California per capita personal income or the change in the local assessment roll due to local nonresidential construction. Proposition 111 also changed the base year for all municipalities to 1986-87. Starting with a base year limit of $47,350,022 for 1986-87 and increasing it to the 2008- 2009 limits by using the guidelines set forth in Proposition 111, the calculation would be as follows: Fiscal Year Prior Year's Limit Add Change in Personal Income New Base Add Change in Population Appropriations Limit 1991-92 78,953,481 4.14% 3,268,674, 82,222,155 7.01% 5,763,773 87,985,928 1992-93 87,985,928 (.64%) (563,110) 87,422,818 2.67% 2,334,189 89,757,007 1993-94 89,757,007 2.72% 2,441,391 92,198,398 1.18% 1,087,941 93,286,339 1994-95 93,286,339 0.71-11 662,333 93,948,672 3.94% 3,701,578 97,650,250 1995-96 97,650,250 4.72% 45609,092 102,259,342 (.52%) (531,149) 101,727,593 1996-97 101,727,593 4.67% 4,750,679 106,478,272 1.54% 1,639,765 108,118,037 1997-98 108,118,037 4.67% 5,049,112 113,167,149 1.13% 1,278,789 114,445,938 1998-99 114,455,938 4.15% 4,749,921 119,205,859 9.69% 11,551,048 130,756,907 1999-00 130,756,907 4.53% 5,923,288 136,680,195 2.37% 3,239,321 139,919,51 2000-01 139,919,516 4.91% 6,870,048 146,789,564 3.39% 4,976,166 151,765,730 2001-02 151,765,730 7.82% 11,868,080 163,633,810 2.18% 3,567,217 167,201,027 2002-03 167,201,027 (1.27% (2,123,453) 165,077,574 2.93% 4,836,773 169,914,347 2003-04 169,914,347 2.31% 3,925,021 173,839,368 2.99% 5,197,797 179,037,16 2004-05 179,037,166 3.28% 5,872,419 184,909,585 1.35% 2,496,279 187,405,864 2005-06 187,405,864 5.26% 9,857,548 197,263,412 1.80% 3,550,741 200,814,154 2006-07 200,814,154 3.960/ 7,952,240 208,766,394 .27% 563,669 209,330,064 2007-08 209,330,064 4.42% 9)252,389 218,582,452 5.68% 12,415,483 230,997,93 2008-09 230,997,936 4.29% 9,909,811 240,907,747 .50% 1,204,539 242,112,28 City of Santa Clarita • P w 260 - p 240 220 200 180 160 140 120 100 80 60 40 20 0 1999-00 2000.01 2001-02 2002-03 2003-04 2004-05 2005-06 200607 2007-08 2008-09 M Gann Appmpriafim Limit +prOCCO& of Tax City of Santa Clarita • Budget Summary Is 0 Capital Projects Redevelopment Personnel Operations & Maintenance Capital Outlay Reserves & Debt Service 2008-09 Budget Appropriations Capital•'- 10 Operations o Maintenanc 47% Reserves & Debt Service 10% Capital Projects 15% 25,052,737 1,952,819 42,120,386 76,688,034 2,152,210 Redevelopment 1% Personnel 26% 0 • L� All Funds - Operating Appropriations 2006/07 Actual 2007/08 Estimate 2008/09 Budget CityCouncil $ 216,571 $ 222,173 $ 237,219 City Manager 2,348,190 1,948,740 1,965,155 Human Resources 995,234 1,161,764 1,304,833 Communications - 952,815 893,123 Economic Development 1,090,156 1,494,859 1,457,675 Total $ 4,650,150 $ 5,780,350 $ 5,858,005 Administration $ 971,384 $ 757,838 $ 758,114 Risk Management 1,044,629 1,700,085 1,706,262 Finance 2,023,388 2,045,635 1,874,075 Purchasing 983,242 969,856 1,017,258 Technology Services 2,656,541 3,453,335 3,307,149 Transit 20,321,767 26,512,686 19,152,816 City Clerk 509,821 743,518 486,387 Landscape Maint. District 7,951,863 9,927,207 12,026,372 Special Districts 2,187,124 2,939,318 3,148,980 Total $ 38,649,759 $ 49,049,478 S 43,477,413 Community Development Administration $ 2,049,042 $ 1,962,742 $ 876,246 Planning 4,433,538 4,618,147 3,774,126 Community Preservation 841,176 915,125 919,095 Total $ 7,323,757 $ 7,496,014 $ 5,569,467 Administration $ 1,569,411 $ 1,080,271 $ 1,130,151 Development Services 2,666,149 2,700,580 2,948,752 Capital Improvement Projects 975,544 1,430,310 1,853,183 Traffic 3,315,766 8,390,519 3,994,568 General Services 6,869,383 7,542,608 7,184,138 Building & Safety 3,102,079 3,463,054 3,424,130 Environmental Services 2,603,577 3,118,865 3,343,462 Tornt $ 21,101,908 $ 27,726,207 $ 23,878,384 e Services rFirc $ 14,507,708 $ 16,706,572 $ 18,838,024 rotection $ 32,019 $ 35,000 $ 36,750 Parks, Recreation & Community gervice, Total $ 14,539,727 $ 16,741,572 $ 18,874,774 Administration $ 666,258 $ 899,557 $ 1,093,735 Recreation 5,864,868 6,652,478 6,745,341 Parks 7,329,488 7,762,958 7,573,854 Community Services 3,393,037 3,613,589 3,756,577 Arts and Events 1,952,592 2,241,447 1,856,457 Total $ 19,206,243 $ 21,170,029 $ 21,025,964 City Attorney $ 2,304,933 $ 2,226,028 $ 2,225,028 Total $ 2,304,933 S 2,226,028 $ 2,225,028 Non -Departmental Admin $ - $ - $ 51,595 Reserves - 10,872,500 14,015,000 Debt Service 5,915,952 2,939,356 2,954,954 Redevelopment Agency Total $ 5,915,952 $ 13,811,856 $ 17,021,549 Redevelopment Agency $ 1,543,703 $ 3,126,805 $ 1,952,819 Total $ 1,543,703 $ 3,126,805 $ 1,952,819 KI 0 2008-09 Budget Summary - All Funds Where the Money Comes From All Other 36% Redevelopment Agency 2% Other Taxes 21% Where the Money Goes Reserves & Det Service 10% Redevelopment Agency I% Parks, Recreation Community Servic 13% City Mar Revenue from Other Agencies 15% Licenses & Permits 2% Charges for Current Service 4% Sala Tax 20% Community Development Public Works 3% eoe Public Safetv ;ial Services 1% Capital Projects 16% Administrative Services 27% 9 • General Fund - Operating Appropriations City Manager's Office 2006/07 Actual 2007108 Estimate 2008/09 Budget City Council $ 216,571 $ 222,173 $ 237,219 City Manager 2,348,190 1,948,740 1,965,155 Human Resources 995,234 1,161,764 1,304,833 Communications - 952,815 893,123 Economic Development 1,090,156 1,494,859 1,457,675 Total $ 4,650,150 $ 5,780,350 S 5,858,005 Administration $ 952,058 $ 757,838 S 758,114 Finance 1,878,330 1,768,915 1,720,505 Purchasing 983,242 969,856 1,017,258 Technology Services 2,360,027 2,836,319 2,867,714 City Clerk 509,821 743,518 486,387 Total 5 6,683,478 S 7,076,446 $ 6,849,975 onimunity Development Administration $ 2,049,042 $ 1,870,463 $ 876,246 Planning 2,462,685 3,128,689 2,588,822 Community Preservation 841,176 915,125 919,095 Total $ 5,352,904 S 5,914,277 S 4,384,163 Administration $ 926,488 $ 1,080,271 $ 1,130,151 Development Services 2,666,149 2,700,580 2,948,752 Capital Improvement Projects 975,544 1,430,310 1,833,183 Traffic 2,130,011 3,043,472 2,643,348 General Services 3,674,659 4,480,474 4,082,943 Building & Safety 3,102,079 3,463,054 3,424,130 Environmental Services 528,499 601,191 517,118 Total 1; 14,003,429 S 16,799,352 $ 16,579,625 Police Services '6 13,843,812 $ 15,851,261 $ 18,506,197 Fire Protection 32,019 35,000 36,750 Tocol S 13,875,831 $ 15,886,261 $ 18,542,947 Administration 6661258 $ 899,557 $ 1,093,735 Recreation 5,861,368 6,652,478 6,745,341 Parks 7,061,740 7,501,509 7,328,964 Community Services 3,037,928 3,406,276 3,498,941 Arts and Events 1,952,592 2,241,447 1,856,457 Total $ 18,579,886 $ 20,701,267 $ 20,523,438 Officeity Attorney's City Attorney $ 2,134,551 $ 1,945,028 $ 1,944,028 Total $ 2,134,551 $ 1,945,028 $ 1,944,028 , Non -Departmental Admin $ - $ - $ 51,595 Reserves - 10,872,500 14,015,000 Debt Service 2,236,364 2,939,356 2,954,954 Subtotal General Fund Total $ $ 2,236,364 67,516,593 $ $ 13,811,856 87,914,838 $ $ 17,021,549 91,703,733 Appropriated Reserves - (10,015,000) (13,015,000) • Operating Transfers Out i t L r1 LJ r -1 LA 2008-09 Budget Summary - General Fund Where the Money Comes From Sales Tax 37% Property Transfer Tax I% Vehicle license Fee I% Other Revenue_ 4% Interest Income 2% TOT_/ 2% Park Rec. 5% 7% Where the Money Goes Contingency 1% City Attorney's Office 2% Debt Service 4% Transfers Out 4% Community Development_ 5% City Manager's Office 7% Administrative Services 8% Property Tax 30% ----.Development Revenues Transfers In 8% 3% Parks, Recreation & �ommunity Services 26% Gc Works 20% Public Safety 23% 0 • General Fund Statement of Fund Balance Beginning Fund Balance $ 39,018,819 $ 63,199,858 $ 54,061,338 Revenues 85,485,667 86,314,024 84,869,208 Operating Transfers In 16,281,492 2,608,057 2,437,981 Total Resources Available $ 140,785,978 S 152,121,939 $ 141,368,527 Operating Expenditures 64,931,713 77,899,838 78,688,733 Capital Projects 5,853,228 16,650,475 - Operating Transfers Out 6,801,179 3,510,288 3,508,410 Ending Fund Balance $ 63,199,858 $ 54,061,338 S 59,171,383 Reserves Appropriated Reserves - 10,015,000 13,015,000 Reserve for GASB 45 Compliance 1,000,000 2,000,000 2,500,000 Advances to Other Funds 16,237,120 17,061,551 17,086,612 Operating Reserve 11,460,000 11,690,000 11,820,000 Newhall Redevelopment Reserve 5,135,000 5,135,000 5,135,000 Unreserved Fund Balance $ 29,367,738 $ 8,159,787 $ 9,614,771 City of Santa Clarita • • n Wn °�Nnn�n �eIva le�oallono N a0 N b N Q P N N eonm W r W O P `r w ��Mn c00M o.Wn .n-.0 a P Q W� b n W P P r W r N Q O n n V M . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . N N v M a nN N O N P�f e7 r .r N N O N r �eoo v v r 1/p r H H O 00 b yj c N N Q P Q N M H N H H H N V1 M N W n Q O W P r N O W n r P P N P M N V n N O W M M M N W 00 P N W M CIL N M n 4 P M P r P N V Q N P O n P � O� N r Q Q .r' V O r n N O^ Q r1 M Gd �Ci O OC 1� W T eel eel b W P N N P O Q �D M N P Q M '•+ W O b �D n P M n nev�,b .-;, iso n H v 7 -0= Jawd N'OW wwa op,F m�.., e3 ou'w aE:ol a w^" Yf Q.o5�'¢W g$g, Cly w.a dl al@1�w.� In yi �� tea: U 3 a 5 a xwUmw V F Uv�tn�,m vita n.wU 8mw»apm aON.-1 V v�vi vi .ASF Umwa M M r M a nN inn W W W �o �eoo N r Mj 00 h N V H N H VI N r ^i �: N .� �+1 b Gd NI t7 N N d O l� W b eel Q N r W OD OEC e�1 �+1 O� O. O •+ O. 1� 1� H ' ttrni W P V P N Q O N n 43 V 000 Oy. ^i f�i O n 0 0 1n eti T N 07 VI M n W n N b N W b M F V N O .P+ OD .ri MMN Q .0- �NMy V H N V1 M N W n Q O W P r N O W n r P P N P M N V n N O W M M M N W 00 P N W M CIL N M n 4 P M P r P N V Q N P O n P � O� N r Q Q .r' V O r n N O^ Q r1 M Gd �Ci O OC 1� W T eel eel b W P N N P O Q �D M N P Q M '•+ W O b �D n P M n nev�,b .-;, iso n H v 7 -0= Jawd N'OW wwa op,F m�.., e3 ou'w aE:ol a w^" Yf Q.o5�'¢W g$g, Cly w.a dl al@1�w.� In yi �� tea: U 3 a 5 a xwUmw V F Uv�tn�,m vita n.wU 8mw»apm aON.-1 V v�vi vi .ASF Umwa M M • E N O O O N O N VI N fV M V1 m VI d N m P' r M OO M r OC 0d' W W Vl P W W M b VI VI O n 17 1z M O N W r W m O N r O N b'I "- �"� uPQ` vie 00 N d oi+w v oD eV 17d i i i..... r. i i i 1 G l� M N r b VPI Zell r W O C O N It M It P O' o O M VI M q O VI V) O N P b P O n m dN b o v, Vld W ovb r o nnmo V) D7 P Vw P m 00 m N.. i.. r i i r r r r r r i r' ' P V O n pM r W !W/I N 00 W b O �W�pp M N n P Q y M `O N b r Q W M M Q N d O .ei V .dl N r Q P h Om0 Vi VI P N M m N n N P d r r 00 N A pp U a cC U a 5 a w g C 5 z vC, ?awU'a 2,� H v c Uti 0° p `�m U�,mw ja T a«viQBME Lam° Ali OU a5 a� aUma V F�--¢Fri v$iamiaoQ.aUmu�i»agaq.=1auga v U F U n O O O O N M M lN+f t+Mt+�� Q M I+ bI+�� rW'1 VP1 b l0 �Np b O O O O O O O O O m V�1 Vbi vrt VWi O O N n n N N N N N N N N '^ d M N M O O O N O N VI N fV M V1 m VI d N m O O m P r O N W r W m O N r O N b'I O N O uPQ` vie 00 d oi+w v oD eV 17d v rro o eM m x M VI M M M r l� M N r rl M n m dN b o v, Vld W ovb r o nnmo V) D7 P Vw P m 00 m VI VI Q N O b H MyII N 1Yw P V O n pM r W !W/I N 00 W b O �W�pp M N n P Q y M `O N b r Q W M M Q N d O .ei V .dl N r Q P h Om0 Vi VI P N N N W Q P N N VI Q v VI d� P d P N Q H O O VI r P P M b O b 0 M O N r r Q � r P 0 VI V. n 0 0 0 Q O P O r N Vw N Vw Vw Q I� Q W P O O VI r P N m b N b M M r VI Q m M aa}} M r e b b M P r N P V1 VI r r N b b O r O b P r O P O Pw N d P O r r Q r b v M O M 00 d" N m VI If O� Q d r VI 13' OS 00 VI 00 N M W W Q T O. Q W P r O P b b VI mN^ Q Q b O W m O M W IV r M b N b N N nw v .Mt^ y m VI O Q W N b h Q O e N b r m P P I d P N N d" N .+ 00 VI 0 .% VI 1 \N�" N ^rr" w N O V bINII T O b r< i n Oro °rD ori r OPD N y by O b W O N N r N III b O n r P Q b nw b P t r r b W M N m 00 N M N m O 00 IPV VPI IQII N r P P m W d 00 eW�1 P N M Q O If N r M b VI N 1p N T O O O Od M d r r d W P M W r P 0 h m Q N P P,- M O M O O O V v O b P M O M M �rD r V r O p M M V Q OMO VOf r N VI b f` W; N N r M N "+ y y r N r VNi tblw lO N V Q N Ir/1 OND .ri rW 0 Or, T Q m W Q Ire W Q P Wi W .ei VMi d O r !ND r, 0 r W r OD �vr V! rWNv Qb01'rPr`� OI�Wt� VIdPPb h A pp U a cC U a 5 a w g C 5 z vC, ?awU'a 2,� H v c Uti 0° p `�m U�,mw ja T a«viQBME Lam° Ali OU a5 a� aUma V F�--¢Fri v$iamiaoQ.aUmu�i»agaq.=1auga v U F U n O O O O N M M lN+f t+Mt+�� Q M I+ bI+�� rW'1 VP1 b l0 �Np b O O O O O O O O O m V�1 Vbi vrt VWi O O N n n N N N N N N N N '^ d M N M • • O O O O b W N 1 N q b N r V1 r Q O W GHO r M d O M 'D ti q W YI N H M M N N C WL O N O Q O V O It r b N Off, '^ 1 l� r N 1 li "L N g r O q N V�, ti fy, Off, W b N r r r d b N N V h V N IWI r" b v VHl W N W fp�1 b O N 1n N 4400 N ti h Q O r a 0 .Qi Vrl `�f. 00 f�, O Vl O r CO d Y H O b O O O W r N P VI V1 r W r p......... i i. i i i i i i i i.. r yy N P ��@ O O W pp^ rf b VP1 b Q N N V1 O C d W M q O C O M NI P q VI C H 11((�� O O M 00 N b , pppp GO O r �+ r NA rl 00 O f �. O V, N b O g r M r b T N N 0 PI 'O VI tS N N W � N eOerr�� Pi N M ti r T N N r H pN OVpI N n O Q N H h O r i i r b i.. i. i i i.... i. N@ ,it .Wi H O. r O O O M N H b r O O O N r N r H r b N P O r1 W W P 00 r W O P O P Yl r r 1z b ^ b O Q Gd � H N �+1 Gd Nj r 00 OS GO Gd VI P W 07 Nf b 1(1 iyh O r M r 1�1 v r P r W Q H W v •+ N e7 N H N O O@ b @ O qH O O 0 0 0 0 b C h ri r r Q V CT VI O N N h O O O N H H d va v- �F Q a a'cvVQ'�"'Qq Ec 2 o ,o a W 3 ? c G*d aQ w a Q m 5 o w ,o ,o `Id a a..7 F_ ro V .- .y .n a>> g 5 w o u o- xwUmwUFQFNNamiw�ri (gmtu»maL1 �n ..1wUNtiv, ;3 OF U(nwa a M � N N N N N N N N N N N N N N N N N N tO1 X0+1 M M Nl M tO+� M tO1 N rM'1 m M �O N r r r i M � M H O b O O O W r N P VI V1 r W r H N N y Pp O O Q H W H b b r M N P l w O r yy N P ��@ N h a V N W pp^ rf b VP1 b Q O b Or+ @ V� M VOl fV H 11((�� O O M 00 N b , pppp GO O r �+ r NA rl 00 O f �. O V, N b O g r M r b T N N 0 PI 'O VI tS N N W r Q GO ^ W O N � Yl N NI � N r VI O til ui V' eOerr�� Pi N M ti r T N N r H pN OVpI N n O Q N NPi .P+ Q Q r n b b n@ b qWL O. r O O O M N H b r O O O N r N r H r b N P O r1 W W P 00 r W O P O P Yl r r 1z b ^ b O Q Gd � H N �+1 Gd Nj r 00 OS GO Gd VI P W 07 Nf b 1(1 iyh O r M r 1�1 v r P r W Q H W v H d va v- �F Q a a'cvVQ'�"'Qq Ec 2 o ,o a W 3 ? c G*d aQ w a Q m 5 o w ,o ,o `Id a a..7 F_ ro V .- .y .n a>> g 5 w o u o- xwUmwUFQFNNamiw�ri (gmtu»maL1 �n ..1wUNtiv, ;3 OF U(nwa a M � N N N N N N N N N N N N N N N N N N tO1 X0+1 M M Nl M tO+� M tO1 N rM'1 m M �O N r r r i M � M Budget Revenues • Three Year History 100 GENERAL FUND TAXES 4001.001 PROPERTY TAXES $ 11,220,128 $ 11,452,458 $ 12,182,249 4001.006 PROPERTY TAX IN LIEU OF VLF 12,020,349 13,660,574 14,403,708 TOTAL PROPERTY TAX $ 23,240,477 $ 25,113,032 $ 26,585,957 4012.001 FRANCHISE FEES $ 4,331,295 $ 3,950,000 S 4,290,474 4012.002 FRANCHISE FEES -WASTE HAUL 1,406,677 1,450,000 1,485,000 4012.003 TEMP BIN/ROLL OFF FRANCHI 217,171 200,000 205,000 4012.004 FRANCHISE AGREEMENT -OTHER 3,000 41,000 - 4013.001 BUSINESS LICENSE FEES 214,877 190,000 190,000 4014.001 TRANSIENT OCCUPANCY TAX 1,804,923 1,800,000 1,800,000 4015.001 REAL PROPERTY TRANSFER TAX 1,073,774 750,000 750,000 4011.001 SALES & USE TAX 24,019,533 32,581,000 32,581,000 4011.002 "IN -LIEU" SALES & USE TAX 8,156,017 TOTAL OTHER TAXES S 41,227,267 $ 40,962,000 $ 41,301,474 LICENSES & PERMITS 4101.001 CONDITIONAL USE PERMIT $ 109,077 S 150,000 $ 142,500 4101.002 TEMPORARY USE PERMIT 17,536 13,000 12,350 4101.003 OAK TREE PERMIT 28,314 12,000 11,600 4101.004 MINOR USE PERMITS 95,138 75,800 72,010 4101.005 HOME OCCUPATION PERMIT 8,297 9,000 8,550 ELECTRICAL PERMITS 237,370 195,000 175,000 •4111.001 4111.002 PLUMBING PERMITS 329,664 250,000 220,000 4111.003 MECHANICAL PERMITS 196,563 155,000 140,000 4111.004 SEWER PERMITS 18,045 15,000 12,000 4111.005 BUILDING PERMITS 2,024,044 1,900,000 1,750,000 4111.006 PERMIT ISSUANCE 62,404 60,000 55,000 4121.001 STREET VACATION 14,862 10,000 12,000 4121.003 CERTIFICATES OF COMPLIANCE 13,151 5,000 10,000 4121.005 FINAL SUBDIV MAPSAMPROVE 70,428 125,000 120,000 4131.001 ANIMAL LICENSES - 65,237 65,237 4521.001 MISC. BLDG & SAFETY SRVCS 209,305 376,000 340,000 4531.003 HWY ENCROACHMENT PERMITS 476,268 300,000 350,000 4531.024 OVERSIZE LOAD 18,239 10,000 10,000 4551.001 TENTATIVE MAPS 174,166 84,000 79,800 4551.002 SITE / SIGN PLAN REVIEW - 15,000 14,250 4551.003 TIME EXTENSIONS 2,150 3,800 3,600 4551.004 HILLSIDE REVIEW 40,360 13,380 12,680 4551.005 VARIANCE APPLICATION FEES 5,759 - - 4551.006 ADJUSTMENTS 6,501 9,300 8,835 4551.019 SIGN ABATEMENT REIMBURSE 46,292 TOTAL LICENSES & PERMITS $ 4,203,933 $ 3,851,517 $ 3,625,412 FINES, FORFEITURES & PENALTIES 4201.001 VEHICLE CODES $ 334,927 S 320,000 $ 320,000 4201.002 DRUG FORFEITURES & SEIZURES - 100 100 4521.006 CODE FINES 28,868 8,000 6,000 TOTAL FINES, FORFEITURES & PENALTIES S 363,795 $ - $ 326,100 USE OF MONEY & PROPERTY 4303.001 INTEREST INCOME S 2,476,574 S 1,802,963 $ 1,225,000 4305.001 UNREALIZED GAIN/LOSSINVE 410,204 - - 4306.004 INTEREST INC- B&T ADVANCE - 294,786 306,578 4311.001 RENTAL INCOME -CITY HALL 147,751 105,784 93,274 4311.007 RENTAL INCOME- MISC 69,806 58,346 81,901 4312.001 FARMER'S MARKET REVENUE 1,500 1,500 • • • Budget Revenues Three Year History TOTAL USE OF MONEY & PROPERTY $ 3,1 REVENUES FROM OTHER AGENCIES 4401.001 ST. MOTOR VEHICLE IN -LIEU $ 1,504,146 $ 1,350,000 $ 1,282,500 4431.003 PROP A SAFE PARK-PRJCT SP 20,987 85,000 - 4451.001 FEMA GRANTS 907,104 439,020 - 4451.003 2005 FLOOD REIMB - OES - 68,359 - 4451.005 1-5 TUNNEL (OES) - 9,286 - 4451.006 WHITES CYN GUARDRAIL (FWHA) - 21,000 - 4451.007 DR1731 BUCKWEED FIRE FEMA - 20,460 - 4451.008 DR 1731 BUCKWEED FIRE OES - 69,863 - 4461.005 EVERY 15 MINUTES REIMBURSE 5,233 8,000 5,000 4471.002 MISC. STATE REVENUES 44,410 - - 4471.003 SB -90 REIMBURSEMENT 175,444 54,875 - 4471.004 STATE RECYCLING GRANTS 22,311 44,000 44,000 4471.005 BEAUTIFICATION GRANT PRGM 145,000 168,000 TOTAL REVENUE FROM OTHER AGENCIES S 2,679,635 $ 2,314,863 $ 1,499,500 CHARGES FOR CURRENT SERVICE 4111.007 BUILDING PLAN CHECKING $ 1,305,476 $ 1,800,000 $ 1,550,000 4111.008 INDUSTRIAL WASTE INP FEE 161,697 140,000 135,000 4121.004 EASEMENT DOCUMENT REVIEW 17,898 20,000 18,000 4121.006 LOT LINE ADJUSTMENT 9,801 10,000 10,000 4131.002 FILM PERMIT 212,329 158,050 170,870 4131.003 FILM PERMIT -ROAD USE 67,641 50,978 59,760 4131.004 PARADE PERMITS 4,768 5,000 5,000 4131.005 FILM PERMIT - PROPERTY USE - 15,500 17,500 4211.001 SOLID WASTE LIQUID DAMAGE 20,000 80,000 80,000 4211.002 COMMUNITY COURT 3,732 6,800 21,775 4211.003 COMMUNITY COURT -TRAFFIC - 8,700 12,350 4311.002 ACTIVITY CENTER REVENUES 58,824 36,700 36,700 4311.003 RECREATION AQUATICS RENTALS 108,878 100,000 80,000 4311.004 FACILITY RENTALS 40,826 35,000 30,000 4311.005 FIELD RENTALS 240,996 205,000 200,000 4311.006 SPORTS COMPLEX REVENUES 55,323 46,800 46,800 4311.007 CHAMBER RENTAUINS CERTIF 428 - - 4312.004 CONCESSION REVENUE 22,018 20,000 20,000 4511.002 FALSE ALARM CHARGES 2,294 30,000 15,000 4521.001 RECORD SEARCHES 1,333 - - 4521.001 TEMP/DUP CERT OF OCCUPANCY 1,739 - - 4521.002 SUBSTANDARD PROP. APPEALS 255 - - 4521.003 CONSTRUCTION ACTIVITY RPT 1,180 1,000 1,000 4521.004 ENFORCEMENT COST RECOVERY 7,492 - - 4521.005 RECORD MAINTENANCE 146,109 130,000 120,000 4521.007 FEE TO EXPEDITE -B & S 46,185 12,000 12,000 4531.001 STORM DRAIN TRANS PROCESS 10,273 10,000 15,000 4531.004 STREET LIGHT ANNEXATION 24,535 - - 4531.005 SEWER INSPECTION 27,133 35,000 35,000 4531.006 STREET INSPECTION 111,814 100,000 100,000 4531.007 STORM DRAIN INSPECTIONS 41,974 100,000 75,000 4531.008 GRADING INSPECTION PERMIT 161,091 120,000 120,000 4531.010 SEWER PLAN CHECK 33,199 30,000 25,000 4531.011 STREET PLAN CHECK 106,953 70,000 50,000 4531.012 STORM DRAIN PLAN CHECK 11,617 10,000 10,000 4531.013 WATER PLAN CHECK 4,811 5,000 5,000 4531.014 GRADING PLAN CHECK 258,759 180,000 150,000 4531.015 STORM DRAIN COUNTY DEPOSIT - 2,000 2,000 4531.017 GRADING SOILS/GEO DEPOSIT 160,326 125,000 125,000 4531.018 SLURRY SEAL FEE 13,341 80,000 75,000 4531.019 DOCUMENT IMAGING 9,138 8,000 8,000 Budget Revenues • Three Year History 4531.020 STREET LIGHT PLAN CHECKS 9,591 4,000 4,000 4531.021 FEE TO EXPEDITE-DEV.SRVCS 61,148 50,000 40,000 4541.002 TRAFFIC SIGNAL INSPECTION 26,538 73,517 35,000 4541.003 DETOUR INSPECTION - 1,156 - 4541.004 TRAFFIC SIGNAL PLAN CHECK 500,000 17,575 1,000 4541.005 STRIPING PLAN CHECK 1,033 41,250 5,000 4541.006 DETOUR PLAN CHECK - - 3,000 4541.008 TRAFFIC SIGNAL TIMING FEE - 9,700 2,000 4551.007 GENERAL PLAN AMENDMENT 16,192 32,388 30,700 4551.008 PRE -APPLICATION REVIEW 23,514 24,000 22,800 4551.009 INITIAL STUDIES 38,046 15,240 14,480 4551.010 DEVELOPMENT AGREEMENTS 15,495 - - 4551.011 ZONE CHANGE FEES 16,192 50,667 48,140 4551.012 ANNEXATIONS 16,192 - - 4551.013 PLOT PLAN FEES 86,244 78,336 74,440 4551.015 APPEAL FEES 5,867 - - 4551.016 SELF -HAUL FEES 1,365 2,500 3,150 4551.017 ENVIRONMENTAL IMPACT REPORTS 26,987 56,296 53,500 4551.018 LANDSCAPINGARR PLANCHECK 12,866 13,400 12,730 4551.020 MOBILE HOME REGISTRATION 8,822 5,488 6,695 4551.021 ZONE CODE ENFORCEMENT 47,775 150,000 50,000 4561.001 EMERGENCY PREP. EXPO 1,766 1,500 1,500 4561.002 COMMUNITY EMERG. RESPONSE 3,582 3,200 3,300 4561.004 YOUTH AND FAMILY 6,473 2,800 2,800 4562.002 TICKET SALES 111,905 187,500 187,500 GEAR VENDORS 22,253 15,000 15,000 •4562.004 4562.005 FOOD VENDORS 14,479 11,000 11,000 4562.006 CITY MERCHANDISE 20,020 14,000 14,000 4563.002 DADDY/DAUGHTER NIGHT 3,675 7,000 7,000 4563.003 MARATHON REVENUES 119,397 109,880 103,500 4563.004 TOUR OF CALIFORNIA 49,904 - - 4565.001 AQUATICS REGISTRATIONS 446,839 465,000 465,000 4566.001 FACILITY ATTENDANTS 17,314 10,000 10,000 4566.002 ADULT SPORTS 306,447 280,000 280,000 4566.003 YOUTH SPORTS 473,710 448,000 482,800 4566.004 CONTRACT CLASSES 916,384 925,000 925,000 4566.005 SEASON BROCHURE ADS 16,575 15,000 15,000 4566.006 CHILD DEVELOPMENT 226,328 215,000 240,000 4566.007 AFTERSCHOOLPROGRAM 1,428 3,300 3,300 4566.008 COMMUNITY CENTER 17,861 14,700 15,000 4566.009 DAY CAMP 416,434 468,300 470,000 4566.010 AMATEUR ATHL FOUND. GRANT 8,643 11,848 12,758 4566.011 SPONSORSHIP REVENUE 121,756 125,000 125,000 4566.012 SC STREET ART FESTIVAL 17,493 75,000 75,000 4566.013 EXCURSIONS 21,264 17,400 20,900 4571.006 BOND PROCESSING & REVIEW 25,415 25,000 25,000 4571.008 SALE OF MAPS & PUBLICATIONS 19,756 10,000 10,000 4571.009 VEHICLE IMPOUND RELEASE 154,681 150,000 150,000 4571.010 NOTARY SERVICE 1,610 - - 4571.011 COPIES -CITY CLERK 1,768 - - 4571.012 CITY COUNCIL AGENDAS 128 - - 4571.013 DOCUMENT CERTIFICATION 65 - - 4571.015 VIDEO/AUDIO DUPLICATION 262 500 500 4571.018 EZ VOUCHERING REVENUE - 27,500 41,250 TOTAL CHARGES FOR CURRENT SERVICE $ 7,991,664 $ 8,050,469 $ 7,555,498 OTHER REVENUE 4571.001 OVERHEAD REIMBURSEMENTS $ 2,210,929 $ 2,269,601 $ 2,264,014 4571.002 ADMINISTRATIVE OVRHD CHRG 11,486 - - 4621.001 MISCELLANEOUS REVENUES 995,770 1,130,562 - Budget Revenues • Three Year History 4621.002 GRAFFITI RESTITUTIONS/DON 4621.003 CASH OVER/SHORT 4621.007 BEVERAGE PARTNERSHIP REVENUE 4621.008 FILM GUIDE SPONSORSHIP 1,738 3,000 3,000 394 - 37,171 - (575) 27,500 TOTAL OTHER REVENUE $ 3,256,913 S 3,430,663 S 2,267,014 TOTAL GENERAL FUND $ 86,068,017 S 86,314,024 $ 84,869,208 FUND 201 -HOME PROGRAM 201A303.001 INTEREST INCOME $ 1,214 $ 20 $ - 201-0305.001 UNREALIZED GAIN/LOSS INVE 4,269 - - 2014552.001 HOME PROGRAM COLLECTIONS 51,059 - - 201-4552.003 HOME PROGRAM 593,085 - TOTAL FUND 201 - HOME PROGRAM S 649,627 $ 20 $ FUND 202 - FEDERAL AID URBAN 202-4303.001 INTEREST INCOME $ 434- 2024441.003 FEDERAL AID - URBAN - 7,504 - 2024531.022 STPL REVENUE 271,126 480,000 TOTAL FUND 202 - FEDERAL AID URBAN S 271,559 $ 487,504 $ - FUND 203 - COMMUNITY DEVELOPMENT BLOCK GRANT 203-4303.001 INTEREST INCOME $ 28,773 S 15,945 $ - 203-4305.001 UNREALIZED GAIN/LOSS INVE (1,908) - - 203-4552.001 HOME PROGRAM COLLECTIONS 10,169 - - • 2034552.002 CDBG-HUD 1,056,849 1,279,721 1,196,631 TOTAL FUND 203 - COMMUNITY DEVELOPMENT BLOCK GRANT $ 1,093,883 $ 1,295,666 S 1,196,631 FUND 206 - BJA LAW ENFORCEMENT GRANT 206-4461.001 JUSTICE ASST. GRANT (JAG) $ 5,615 $ 28,035 $ 1,700 206-4461.002 JUSTICE ASST. GRNT 06 - 8,000 8,000 206-4303.001 INTEREST INCOME 21 27 - 2064305.001 UNREALIZED GAINILOSS INVE 61 - - 206-xxxx.xxx BJA LAW ENFORCE GRANT #9 14,541 - TOTAL FUND 206 - BJA LAW ENFORCEMENT GRANT $ 20,238 $ 36,062 $ 9,700 FUND 229 - FEDERAL GRANT 229-4461.008 MISC FEDERAL GRT $ - $ 2,981,752 $ 332,200 2294531.023 TEA 21 GRANT 84,574 - - 229-4621.001 MISCELLANEOUS REVENUES 1,113,377 - TOTAL FUND 229 - FEDERAL GRANT $ 1,197,951 $ 2,981,752 $ 332,200 FUND 130 - GAS TAX 2304411.001 2107.5 GAS TAX $ 10,000 $ 10,000 $ 10,300 2304411.002 2106 GAS TAX 600,250 622,536 641,212 2304411.003 2107 GAS TAX 1,362,437 1,411,775 1,454,128 230-4411.004 2105 GAS TAX 1,019,374 1,057,280 1,088,998 2304411.005 PROP I B LOCAL STREETS & ROADS - 2,849,466 - 2304421.003 AB2928 TRAFF CONG RELIEF - PROP 42 1,213,712 - 1,786,474 230-4621.001 MISCELLANEOUS REVENUES 12,575 - - 230-4303.001 INTEREST INCOME 122,783 27,140 31,500 2304305.001 UNREALIZED GAIN/LOSS INVE 9,337 TOTAL FUND 230 - GAS TAX S 4,350,469 S 5,978,197 $ 5,012,613 FUND 231 - TRAFFIC SAFETY 2314201.001 VEHICLECODES $ 1,555,159 $ 1,669,279 $ 1,912,685 231-4303.001 INTEREST INCOME 27,518 26,630 31,500 231-4305.001 UNREALIZED GAM/LOSS INVE 27,613 TOTAL FUND 231 - TRAFFIC SAFETY S 1,610,290 S 1,695,909 S 1,944,185 Budget Revenues • Three Year History FUND 232 - AB2766 AIR QUALITY IMPROVEMENT 6,388,037 S - 11,472 - 27,995 232-4421.004 AB2766 AIR QUALITY IMPROV $ 253,318 $ 282,810 $ 297,120 232-4421.005 AB2766 AIR QUALITY GRANT 59,212 - - - 201,000 25,000 232-0303.001 INTEREST INCOME - 21,029 (26,087) 18,659 44,000 21,000 232-0305.001 UNREALIZED GAIN/LOSS INVE - 1,405 97,400 28,500 TOTAL FUND 259 -MISC GRANTS $ 3,614,805 $ - TOTAL FUND 232 - AB2766 AIR QUALITY IMPROVEMENT $ 275,751 $ 301,469 $ 343,120 FUND 233 - TDA ARTICLE 8 233-4421.002 TDA ARTICLE 8 (STREETS) $ - $ 6,049,433 $ 6,230,916 2334303.001 INTEREST INCOME 40,719 4,241 - 233.4305.001 UNREALIZED GAIN/LOSS INVE 22,723 TOTAL FUND 233 - TDA ARTICLE 8 $ 63,442 S 6,053,674 $ 6,230,916 FUND 234 - SUPPLIMENTAL LAW ENFORCEMENT GRANT 2344303.001 INTEREST INCOME $ 7,461 $ 3,595 $ - 234-4305.001 UNREALIZED GAINILOSS INVE 177 - - 2344461.003 SUPPL. LAW ENFORCEMENT GR 292,010 384,751 - TOTAL FUND 234 - SUPPLIMENTAL LAW ENFORCEMENT GRANT $ 299,648 $ 388,346 $ - FUND 236 - PROPOSITION 12 2364303.001 INTEREST INCOME 2364305.001 UNREALIZED GAIN/LOSS INVE •FUND 237 - PROPOSITION 40 2374771.002 MISC STATE REVENUES 238-4421.001 238-4303.001 238-4305.001 238-4572.001 259-4424.008 259-4431.001 259-4441.001 2594441.002 259-4451.004 259-4461.004 2594461.006 259-4471.002 259-4471.004 259-4471.005 259-4621.001 FUND 238 - BIKEWAY FUNDS TDA ARTICLE 3 (BIKEWAYS) INTEREST INCOME UNREALIZED GAM/LOSS INVE DEVELOPER FEES 3 $ - S 6 TOTAL FUND 236 -PROPOSITION 12 $ 9 $ - $ - $ 224,931 $ - S TOTAL FUND 237 - PROPOSITION 40 $ 224,931 $ $ 72,740 $ 299,592 S 167,988 25,673 11,819 7,000 4,716 - - 15,568 102,267 - TOTAL FUND 238 - BIKEWAY FUNDS $ 118,697 $ 413,678 $ 174,988 FUND 259 - MISC GRANTS HBRR GRANT DEPT OF FORESTRY GRANT TOBACCO CONTROL SVC GRANT WIA GRANT/2TPA GRANT HIGHWAY SAFETY IMP GRANT OTS GRANT OTS GRANT 06/08 MISC. STATE REVENUES STATE RECYCLING GRANTS BEAUTIFICATION GRANT PROM MISCELLANEOUS REVENUES $ 2,525,797 $ 6,388,037 S - 11,472 - 27,995 - - 238,544 180,500 150,000 - 94,050 145,530 59,212 - - 95,785 201,000 27,800 1,641 - - (26,087) 44,000 44,000 193,732 - - 486,714 97,400 28,500 TOTAL FUND 259 -MISC GRANTS $ 3,614,805 $ 7,004,987 $ 395,830 FUND 260 - PROPOSITION C 260-4422.001 PROPOSITION C LOCAL RETURN S 2,226,830 $ 2,234,869 $ 2,347,953 260-4422.008 PROPOSITION C GRANTS 11,674,058 13,295,762 2,266,718 •260-4303.001 INTEREST INCOME 18,014 77,147 87,500 260-4305.001 UNREALIZED GAIN/LOSS INVE 106,634 TOTAL FUND 260 -PROPOSITION C $ 14,025,536 $ 15,607,778 $ 4,702,171 FUND 261 - PROPOSITION A TRANSPORTATION Budget Revenues • Three Year History 261-4423.001 PROP A - LOCAL RETURN $ 2,688,462 $ 2,693,981 $ 2,830,296 261A303.001 INTEREST INCOME 352,769 212,216 122,500 261A305.001 UNREALIZED GAIN/LOSS INVE 44,134 TOTAL FUND 261 - PROPOSITION A TRANSPORTATION $ 3,085,365 $ 2,906,197 $ 2,952,796 FUND 262 - PROPOSITION A PARK BOND 262-4431,002 PROP A SAFE PARK BONDS $ - $ 433,823 $ - 262-4431,003 PROP A SAFE PARK-PRICT SP 205,452 208,848 192,290 TOTAL FUND 262 - PROPOSITION A PARK BOND $ 205,452 $ 642,671 $ 192,290 FUND 263 - COUNTY AID TO CITIES 2634303.001 INTEREST INCOME $ 161 $ - $ - 2634305.001 UNREALIZED GAIN/LOSS INVE 82 - TOTAL FUND 263 - COUNTY AID TO CITIES $ 243 $ - $ FUND 300. BOUQUET CANYON B&T 3004303.001 INTEREST INCOME $ 86,423 $ 51,262 S 52,500 3004305.001 UNREALIZED GAIN/LOSS INVE 25,780 - - 3004306.001 INTEREST INC- B&T ADVANCE 43,513 46,177 48,024 30011542.001 BRIDGE & THOROUGHFARE FEE 230,100 58,850 184,333 TOTAL FUND 300 - BOUQUET CANYON B&T $ 385,816 $ 156,289 $ 284,857 FUND 301 - EASTSIDE B&T 301-4303,001 INTEREST INCOME $ 405,088 S 192,822 $ 70,000 •301-4305,001 UNREALIZED GAIN/LOSS INVE 301-4542.001 BRIDGE & THOROUGHFARE FEE 54,947 951,636 - - 3014542.002 B&T FEES - EASTSIDE - 2,200,000 1,288,000 TOTAL FUND 301 - EASTSIDE B&T $ 1,411,671 $ 2,392,822 $ 1,358,000 FUND 302 - VIA PRINCESSA B&T 302-4303.001 INTEREST INCOME S 50,900 $ 25,246 S 35,000 3024305.001 UNREALIZED GAINILOSS INVE 3,409 - - 3024306.002 INTEREST INC- B&T ADVANCE 79,720 84,600 87,984 3024542.001 BRIDGE & THOROUGHFARE FEE 245,462 203,000 - 3024542.003 B&T FEES - VIA PRINCESSA 240,000 158,775 TOTAL FUND 302 - VIA PRINCESSA B&T $ 379,490 $ 552,846 $ 281,759 FUND 303 - VALENCIA B&T 3034303.001 INTEREST INCOME $ 785,336 $ 190,071 $ 175,000 303-4305,001 UNREALIZED GAIN/LOSS INVE 344,654 - - 3034542.004 VALENCIA B & T FEES 102,077 150,000 150,000 3034542.006 1-5/MGC MTN-WESTSIDE B&T - 27,137,129 3,173,303 TOTAL FUND 303 - VALENCIA B&T $ 1,232,068 $ 27,477,200 $ 3,498,303 FUND 304 - BOUQUET CANYON 2ND ACCESS B&T 3044303.001 INTEREST INCOME $ 99,613 $ 33,383 S 70,000 3044305.001 UNREALIZED GAM/LOSS INVE 17,394 TOTAL FUND 304 - BOUQUET CANYON 2ND ACCESS B&T $ 117,007 $ 33,383 $ 70,000 FUND 305 - PARK DEDICATION FUND 3054303.001 INTEREST INCOME $ 255,790 S 122,822 $ 52,500 3054305.001 UNREALIZED GAIN/LOSS INVE 55,396 - - 3054572.002 PARKIN -LIEU FEES-QUIMBY 1,461,287 243,438 - • TOTAL FUND 305 - PARK DEDICATION FUND $ 1,772,473 $ 366,260 $ 52,500 FUND 306 - DEVELOPER FEE FUND 3064303.001 INTEREST INCOME $ 500,000 $ 219,075 $ 175,000 3064305.001 UNREALIZED GAIN/LOSS INVE 79,735 - - 306-4306,003 INTEREST INC- B&T ADVANCE - 256,924 267,201 Budget Revenues • Three Year History 306-4572.001 DEVELOPER FEES 4,689,273 199,832 - 306-4621,001 MISCELLANEOUS REVENUES (27,405) TOTAL FUND 306 - DEVELOPER FEE FUND $ 5,241,604 $ 675,831 $ 442,201 FUND 308 - LIBRARY FACILITY FEE FUND 308-4303,001 INTEREST INCOME $ 4,559 $ 2,180 S 2,625 3084305.001 UNREALIZED GAIN/LOSS INVE 2,255 - - 3084572.001 DEVELOPER FEES 222,994 - TOTAL FUND 308 - LIBRARY FACILITY FEE FUND S 229,808 $ 2,180 S 2,625 FUND 330 - PUBLIC EDUCATION GRANT 330-4012,004 FRANCHISE AGREEMENT -OTHER $ - $ 125,000 S 225,000 TOTAL FUND 330 - PUBLIC EDUCATION GRANT $ - $ 125,000 $ 225,000 FUND 350 - GVR MAINTENANCE DISTRICT 3504303.001 INTEREST INCOME $ 4,171 $ 2,783 $ 2,975 3504305.001 UNREALIZED GAINILOSS INVE 741 - - TOTAL FUND 350 - GVR MAINTENANCE DISTRICT $ 4,912 $ 2,783 $ 2,975 FUND 351 - SPECIAL ASSESSMENT DISTRICTS 351-4021,001 DRAINAGE BENEFIT ASSES#3 S 28,363 $ 28,413 $ 28,413 351-4021,002 DRAINAGE BENEFIT ASSES#6 26,461 26,553 26,553 351-4021,003 DRAINAGE BENEFIT ASSES#l8 42,914 44,361 44,361 351-4021,004 DRAINAGE BENEFIT ASSES#19 3,172 3,306 3,306 DRAINAGE BENEFIT ASSES#20 27,028 14,989 15,513 •351-4021,005 3514021.006 DRAINAGE BENEFIT ASSES 22 10,948 10,446 10,812 351-4021,007 DBAA 2008-1 RIVER VILLAGE 9,000 351-4303,001 INTEREST INCOME 25,546 14,680 17,500 3514305.001 UNREALIZED GAIN/LOSS INVE 4,577 - - 3514621.001 MISCELLANEOUS REVENUES 842 - TOTAL FUND 351 - SPECIAL ASSESSMENT DISTRICTS $ 169,851 $ 142,748 $ 155,458 FUND 352 - CFD 92-5 VALENCIA INDUSTRIAL DISTRICT 3524303.001 INTEREST INCOME $ 22,757 S 15,078 S 17,500 3524305,001 UNREALIZED GAIN/LOSSINVE (1,630) - - 3524541.001 SIGNALIZATION FEES 318,063 1,400 - TOTAL FUND 352 - CFD 92-5 VALENCIA INDUSTRIAL DISTRICT $ 339,190 $ 16,478 $ 17,500 FUND 353 - SOLEDAD INT FINANCIAL DIST. 92-4 3534303.001 INTEREST INCOME S 1,076 $ 696 $ 805 35311305.001 UNREALIZED GAIN/LOSS INVE 188 TOTAL FUND 353 - SOLEDAD INT FINANCIAL DIST. 92.4 $ 1,264 $ 696 S 805 FUND 354 - STREETLIGHTS MAINT. DISTRICT -AD VALOREM 3544023.004 AD VALOREM $ - S 1,818,500 S 1,882,157 3544303.001 INTEREST INCOME 246,650 141,783 175,000 354.4305,001 UNREALIZED GAIN/LOSS INVE 43,510 - - 354-4541,002 TRAFFIC SIGNAL INSPECTION 2,972,562 154,000 155,000 3544621.001 MISCELLANEOUS REVENUES (27,630) TOTAL FUND 354 - STREETLIGHTS MAINT. DISTRICT -AD VALOREM S 3,235,092 $ 2,1 14,283 S 2,212,157 FUND 356 - STORMWATER UTILITY 356-4024,001 STRMDRN ASSESS -BRIDGEPORT $ - $ 25,070 $ 25,400 •3564024.002 STRMDRN ASSESS-CREEKSIDE - 25,300 25,700 356.4024,003 STRMDRN ASSESS -HIDDEN CRK 26,800 27,200 356-4024,004 STRMDRN ASSESS -HART PONY - 5,700 5,800 3564303.001 INTEREST INCOME 114,201 67,821 87,500 3564305.001 UNREALIZED GAIN/LOSS INVE 8,409 - - 3564531.016 STORMWATER UTILITY USER FEES 2,352,081 2,440,000 2,580,000 Budget Revenues • Three Year History 356-4571,016 STD URBAN STRMWTER MIT PL 23,676 22,000 22,700 356-0571.017 STRMWTR POLLU PREV(SWPPP) 9,528 8,000 8,200 356-4621.001 MISCELLANEOUS REVENUES 4,477 168 TOTAL FUND 356- STORMWATER UTILITY $ 2,512,743 $ 2,620,859 $ 2,782,500 FUND 357 - LANDSCAPE MAINTENANCE DISTRICT 3574022.001 LMD DISTRICT #1 ZONE #TI 3574022.002 LMD DIST #1 -ZONE T2 357-4022.003 LMD DIST #1 - ZONE T3 357.4022,004 LMD DIST #1 - ZONE T4 357-4022.005 LMD DIST #I -ZONE T5 357-4022.006 LMD DISTRICT #1 ZONE #T6 357-4022.007 LMD DISTRICT #1 ZONE #T7 357-4022.008 LMD-ZONE #T8 VAL SUMMIT 357-4022.009 LMD DISTRICT #1 ZONE #T9 3574022.010 LMD-ZONE #TIO AVE. STANFO 3574022.011 LMD-ST17 RAINBOW GLEN 357-4022.012 LMD DISTRICT #1 - T23 357-4022.013 LMD DISTRICT #1-T23A 357-4022.014 LMD DISTRICT#1-T23B 357-4022.015 LMD4fT29 AM. BEAUTY VILLA 357-4022.016 LMD-#T31 SHANGRI-LA 357-4022,017 LMD-#T42A CIRCLE J RANCH 357.4022,018 LMD-#T42B CIRCLE 1 RANCH •3574022.019 LMD ZONE T42C-CB2CLE 1 3574022.020 LMD DISTRICT #I - T46 357,4022.021 LMD DIST I ZONE T47 NPARK 3574022.022 LMD DIST 1 ZONE T52 STONE 3574022.023 CROSS VALLEY ZONE #I 357-4022,024 LMD DISTRICT #1 -ZONE 2 357-4022,025 LMD DISTRICT #1 -ZONE 3 3574022.026 LMD DISTRICT #1 -ZONE 4 3574022.027 LANDSCAPE MAINT. DIST #5 357-4022.028 LMD DIST #I -ZONE 6 357.4022,029 357.4022,030 3574022.033 3574022.034 3574022.035 357-4022,036 357-4022,037 357-4022,038 357-4022.039 357.4022,040 3574303.001 3574305.001 357-4621.001 LMD #7 WOODLANDS LMD #8 FRIENDLY/SIERRA LMD DISTRICT #1 - ZONE 15 LMD DISTRICT #1 -ZONE 16 LMD DISTRICT # 1 -ZONE 17 AREAWIDE #2 ZONE 18 TOWN CTR TOURNEY LMD ZONE 19 BRIDGEPORT BQT LMD ZONE 20 GOLDEN VLY RANCH LMD ZONE 2008-1 MAJOR MEDIANS 1,789,630 $ 2,028,851 S 34,500 242,477 250,198 187,021 203,152 209,591 166,863 142,421 150,355 129,262 174,459 182,393 143,727 120,592 126,365 130,282 423,209 443,276 457,017 936,240 973,194 1,003,363 31,709 48,284 - 44,929 45,096 - 31,435 33,315 34,348 732,111 763,801 787,478 255,828 270,824 279,219 90,271 93,104 95,991 64,835 71,109 73,314 179,703 186,930 192,725 407,798 441,201 454,878 76,730 77,858 80,271 60,069 62,483 64,420 1,605,705 1,677,455 1,729,456 - 1,360,000 579,083 392,892 340,515 351,071 231,494 377,804 215,500 78,209 69,204 71,349 80,145 84,297 86,910 4,193 4,393 4,529 172,153 181,505 187,131 154,337 161,794 166,810 166,889 242,548 250,067 10,037 10,422 10,745 44,706 244,812 300,000 90,693 112,202 201,590 85,994 97,758 100,789 10,592 18,489 19,062 - 360,000 - 79,437 - 94,600 - - 2,239,379 INTEREST INCOME 467,439 279,428 385,000 UNREALIZED GAINILOSS INVE 74,567 - - MISCELLANEOUS REVENUES (8,368) TOTAL FUND 357 -LANDSCAPE MAINTENANCE DISTRICT $_ _ 9,669,274 $ 11,720,854 $ 11,747,187 FUND 359 - STREETLIGHTS MAINT. DISTRICT-SPCL LEVY 3594023.005 LEVY A ASSESSMENTS $ - $ 512,454 S 530,390 359-4023.006 LEVY B ASSESSMENTS - 704,192 728,839 FUND 358 - OPEN SPACE PRESERVATION DIST. 358-4023.001 SPECIAL ASSESSMENTS $ - $ 1,556,098 $ 1,618,341 3584303.001 INTEREST INCOME 7,326 17,500 • 3584721.002 OTHER FINANCING SOURCES TOTAL FUND 358 - OPEN SPACE PRESERVATION DIST. S 15,525,000 - - $ 17,088,424 $ 1,635,841 FUND 359 - STREETLIGHTS MAINT. DISTRICT-SPCL LEVY 3594023.005 LEVY A ASSESSMENTS $ - $ 512,454 S 530,390 359-4023.006 LEVY B ASSESSMENTS - 704,192 728,839 • Budget Revenues Three Year History FUND 700 -TRANSIT FUND 700-4303,001 INTEREST INCOME 700-4305,001 UNREALIZED GAINILOSS INVE 7004421.002 TDA ARTICLE 8 (STREETS) 700-4421,006 ASI REIMBURSEMENT 7004422.002 PROPOSITION C EXPANSION 700-4422,004 BSIP REVENUES 700-4422,005 SECURITY ALLOCATION 7004422.006 TRANSIT MITIGATION REV 700-4422,007 MOST 700-4423,002 PROP A - DISCRETIONARY 700-4423,003 SPECIALIZED TRANSPORTATION 7004424.001 ISTEA - BUS LEASE 7004424.003 METROLINK TRANSFERS 700-4424,004 EZ PASS REIMBURSEMENTS 700-4424,005 ROUTE 8 - JARC(JOB ACCES) 700-4424,006 ROUTE 8 - JARC MATCH 7004424.009 MISC FEDERAL GRANTS 700-4424,010 TRANSIT MITIGATION FEE 700-4424,011 FUEL INCREASE MITIGATION 700-4425,001 COUNTY CONTRIBUTIONS - SRV 7004501.001 FAREBOX REVENUES 7004501.003 D -A -R FAREBOX REVENUES •700-4501.004 COMMUTER SERVICE REVENUE 700-0501.005 CNG FUEL REVENUE 700-4501,006 CHARTER REVENUES -TROLLEY 700-4621.001 MISCELLANEOUS REVENUES 7004721.001 FUND EXCHANGES $ 46,220 S - $ - (19,853) - - 5,663,342 - - 555,573 457,521 466,671 157,677 161,541 164,772 40,928 41,931 42,770 189,743 202,632 206,685 11,549 16,616 16,948 138,665 2,508,015 - 4,874,214 3,819,600 3,895,992 466,202 572,692 584,146 170,802 208,118 208,118 76,489 98,662 100,635 107,189 93,400 95,268 272,907 186,667 - 143,089 93,333 - 440,733 5,255,464 6,770,000 146,326 70,000 - 307,759 - - 2,060,141 2,367,798 2,400,000 2,159,038 2,109,908 2,152,106 39,404 37,789 38,545 829,944 797,235 813,180 293,162 275,000 275,000 665 - - 49,079 20,000 1,454,405 261,078 TOTAL FUND 700 -TRANSIT FUND $ 19,482,064 $ 19,393,922 $ 19,685,241 FUND 720 - COMPUTER REPLACEMENT 720A303.001 INTEREST INCOME $ 59,103 S 44,559 $ 52,500 7204305.001 UNREALIZED GAIN/LOSS INVE 10,619 - - 720-4571,005 COMPUTER REPLACEMENT CHAR 385,415 399,716 617,554 720-4621.001 MISCELLANEOUS REVENUES 2,676 TOTAL FUND 720 - COMPUTER REPLACEMENT $ 457,812 $ 444,275 S 670,054 FUND 721 - SELF INSURANCE 721.4303,001 INTEREST INCOME $ - $ 113,291 $ 35,000 721-4571,003 CHARGES FOR SELF INSURANCE 1,962,183 1,718,035 1,686,431 721A621.001 MISCELLANEOUS REVENUES (960) TOTAL FUND 721 -SELF INSURANCE S 1,961,223 $ 1,831,326 S 1,721,431 FUND 722 - EQUIPMENT REPLACEMENT 7224303.001 INTEREST INCOME $ 118,180 $ 82,979 $ 87,500 7224305.001 UNREALIZED GAIN/LOSS INVE 16,819 - - 722-4571,004 EQUIP. REPLACEMENT CHARGE 390,680 418,510 326,400 TOTAL FUND 722 - EQUIPMENT REPLACEMENT S 525,679 $ 501,489 $ 413,900 FUND 723 - FACILITY REPLACEMENT 7234303.001 INTEREST INCOME $ 449,136 S 304,038 S 385,000 723.4305,001 UNREALIZED GAIN/LOSS INVE 32,623 - - TOTAL FUND 723 - FACILITY REPLACEMENT • $ 481,759 $ 304,038 S 385,000 FUND 800 - CV ASSESSMENT DISTRICT 92-2 8004023.001 OTHER SPECIAL ASSESSMENTS 800-4303,001 INTEREST INCOME 73,048 $ 70,000 $ 70,000 3,853 2,191 3,150 Budget Revenues • Three Year History 800-4305.001 UNREALIZED GAIN/LOSS INVE 671 TOTAL FUND 800 - GV ASSESSMENT DISTRICT 92-2 S 77,571 S 72,191 S 73,150 FUND 801 - VERMONTIEVERETT AD 99-1 801-0023.001 OTHER SPECIAL ASSESSMENTS $ 52,239 $ 60,000 S 60,000 801-4303.001 INTEREST INCOME 807 - - 8OIA305.001 UNREALIZED GAIN/LOSS INVE 477 TOTAL FUND 801 - VERMONT/EVERETT AD 99-1 $ 53,523 S 60,000 $ 60,000 FUND 802 - VALENCIA TOWN CENTER CFD 2002-1 802.4023.001 OTHER SPECIAL ASSESSMENTS $ 959,798 S 1,021,780 S 1,077,967 802-4303.001 INTEREST INCOME - 739 TOTAL FUND 802 -VALENCIA TOWN CENTER CFD 2002-1 $ 959,798 $ 1,022,519 $ 1,077,967 17,8 • 0 • w �D V b rpt G w ni IN I M w G^o P P eel r•1 h U G N u� V� G T c➢ v C N 00 7 N C Ou0 � u C 00 � N O v 0 O O O v 0 m$ v u v uz� v z Z v v v 3 asa' asp- v a asp G^o P P eel r•1 h 11 • 0 Budget Revenues - Redevelopment Agency Three Year History TAXES 390-4001.007 PROPERTY TAX INCREMENT 391-4001.007 PROPERTY TAX INCREMENT TOTAL PROPERTY TAX $ 2,517,263 $ 2,902,400 $ 3,092,000 629,316 725,600 773,000 $ 3,146,578 $ 3,628,000 $ 3,865,000 OTHER REVENUE 3904303.001 INTEREST INCOME $ 103,430 $ 138,857 $ 35,000 390-4305.001 UNREALIZED GAIN/LOSS INVE (37,940) - - 390-4621.001 MISCELLANEOUS REVENUES 2,720 - - 3914303.001 INTEREST INCOME 95,556 66,381 70,000 3914305.001 UNREALIZED GAIN/LOSS INVE 5,832 - - TOTAL OTHER REVENUE $ 169,598 $ 205,238 $ 105,000 1 Q 0 1 Dwo W.TH 01aliWYMMS100005 I III L M Lei, E E c CI- O U N W N Q N c o o c c o N c O p O — c O C U Q N C y d o N E 2 w o C p t0 W d J w v U w a? c U o N O p O O O C U Q N C y d N d N d• O N = O_ C p t0 W d J a U U U a? G C U o O p O WD N L C O N O m o m g m x E d `O W c o'm J a U U U G ID o N L C N O N O a d d CL N rL N >iO O `O D N 00 c o'm J m a? G ID City Manager's Office Budget Summary 0 Personnel Services $ 4,266,127 Operations & Maintenance 1,591,878 City Council $ 237,219 City Manager 1,965,155 Human Resources 1,304,833 Communications 893,123 Economic Development 1,457,675 0 Economic Dcsclopmenl 25'%. Conununicalions • City Council 4% Human Resources 22%. ty Manager 34% City Manager efficiently achieve the goals established by the Council • Continue to build adequate Program Purpose reserves in all major funds The City Manager's office is dedicated ■ Further enhance the development to effective, professional management process for the City of Santa Clarita. This • Improve skills and knowledge of program provides for administrative city employees through the services executed by the City Manager promotion and encouragement for all departments and functions within of organizational and staff the City of Santa Clarita. development Primary Activities 11000 The City Manager, in conjunction with , untNumber: Personnel the City Council, establishes policies, 5001.001 Regular Employees 1,073,214 provides direction and leadership and 5001.004 Incentive Program 15,000 implements efficient and effective 5002.001 Temporary Employees 65,995 municipal services. The City Manager 5003.001 Overtime 1,500 establishes and maintains appropriate 5011.001 Health & Welfare 136,135 management controls to ensure all 5011.002 Life Insurance 2,769 operating departments adhere to the City 5011.003 Long -Term Disability Ins 7,190 Council and ethical and legal policies 5011.004 Medicare 20,2285011.00533,226 and regulations. The City Manager is Workers Compensation responsible for execution of City 5011.006 PERS 205,425 • Council policy, the enforcement of all 5011.007 5011.008 Deferred Compensation Unemployment Taxes 27,000 2,300 laws and ordinances, the preparation and Total Personnel 1,589,982 maintenance of the City's budget, public information, employment practices, Operations & Maintenance legislative relations and the City's 5101.001 Publications & Subscription 2,450 strategic plan and vision. 5101.002 Membership & Dues 8,060 5101.003 Office Supplies 640 Performance Goals 5101.004 Printing 3,000 • Ensure that City government is 5101.005 Postage 2,225 honest, open, efficient, and fair in 5111.001 Special Supplies 7,000 serving the citizens and 5131.003 Telephone Utility 3,000 businesses Of Santa Clarita 5161.001 Contractual Services 175,000 5161.002 Professional Services 50,000 • Guard the quality of life residents 5191.001 Travel & Training 26,300 enjoy through the maintenance of 5191.004 Auto Allowance & Mileage 16,835 existing programs and service 5211,001 Computer Replacement 15,404 levels 5211.004 Insurance Allocation 65,259 • Provide the City Council with Total Operations & Maintenance 375,173 professional and thorough Total 2008/09 Budget 155 support in examining and analyzing issues of importance • Ensure that the organization of • City staff is appropriate to City of Santa Clarita City C o U n c it • Continue to implement the Downtown Newhall Specific Plan Program Purpose The City Council is elected by the Funding Source: General Fund residents and serves as the governing10000er: body that guides the progress of the City Personnel of Santa Clarita into the future. As a 5001.001 Regular Employees 95,439 whole, the City Council responds to the 5011.001 Health & Welfare 59,320 issues and concerns of the residents and 5011.002 Life Insurance 246 the community, formulating effective 5011.003 Long -Term Disability Ins 638 public policy for the City. 5011.004 Medicam 1,767 5011.005 Workers Compensation 3,322 Primary Activities 5011.006 PERS 7,427 The City Council is responsible for the 5011.007 Deferred Compensation 4.290 creation of policies which are expressed Total Personnel 171,449 through the passage of ordinances, Operations & Maintenance resolutions, and motions. Through the 5101.001 Publications & Subscription 200 City Manager and City Attorney, the 5101.003 Office Supplies 200 Council supervises and provides 5111,001 special supplies 9,470 guidance for the activities and future 5131.003 Telephone Utility 2,000 planning of the City. 5161.002 Pmfmional Services 29,000 5161.005 Promotion & Publicity 10,000 Performance Goals 5191.001 Travel & Training 15,000 • ■ Remain open and responsive to 5191.004 Auto Allowance & Mileage 900 the concerns of the community Total Operations & Maintenance 65,770 237,219 ■ Continue to provide excellent Total 2008/09 Budget public safety services to the citizens and visitors of Santa Clarita • Continue legislative efforts in relation to the CEMEX mining project ■ Continue to work closely with the County and developers to • manage growm wn11e maintaining essential City services ■ Implement the goals of the Open Space Preservation District • Implement the community's recommendations and begin design of the Downtown Newhall Library City of Santa Clarita • City of Santa Clarita Human Resources Funding AccountNumber: ' General Personnel Program Purpose 5001.001 Regular Employees 476,690 Human Resources offers and manages 5011.001 Health & Welfare 431,553 programs to effectively recruit, hire, 5011.002 Life Insurance 1,230 train, motivate, and retain employees in 5011.003 Long -Term Disability his 3,194 support of the City's philosophy and in 5011.004 Medicare 8,596 alignment with City and departmental 5011.005 Worker's Compensation 15,201 goals. 5011.006 PERS 90,767 5011.007 Deferred Compensation 8,000 Primary Activities 5011.008 Unemployment Taxes 1,200 The Human Resources division is Total Personnel 1,036,431 responsible for recruiting and selecting Operations & Maintenance top-notch applicants; offering programs 5101.001 Publications & Subscription 1,572 to develop and train employees; 5101.002 Membership & Dues 3,800 administering compensation, benefits, 5101.003 Office Supplies 1,500 retirement, and workers' compensation 5101.004 Printing 4,000 plans; maintaining and updating the 5101.005 Postage 3,000 classification plan and salary schedule; 5111.001 Special Supplies 5,300 overseeing the City's personnel rules 5131.003 Telephone Utility 1,300 and administrative policies and advising 5161.001 Contractual Services 37,580 employees on these rules and policies; 5 161.002 Professional Services 118,000 • overseeing wellness programs; working 5161.004 Advertising 0,000 5161.005 Promotion ra Publicity 30,D00 with managers and employees to help 5191.001 Travel & Training 6,000 6 solve workplace issues; and retaining 5191002 Relocation 8,000 qualified employees. 5191.003 Education Reimbursement 1,500 5191.004 Auto Allowance & Mileage 1,000 5211,001 Computer Replacement 6,846 Performance Goals 5211.004 Insurance Allocation 29,004 • Attract qualified applicants to theTotal Operations & Maintenance 268,402 City • Maintain effective employee and labor relations programs by fostering open communication, listening to concerns, and providing counsel and advice • Implement a comprehensive Citywide training and employee development program • Promote and encourage enjoyment at the workplace and work/life balance • Retain outstanding employees • City of Santa Clarita Economic Increase location filming and film business infrastructure Development • Increase exposure of Santa Clarita as a visitor destination and attract visitor industry Program Purpose infrastructure, specifically sports The mission of the City of Santa and event tourism Clarita's Economic Development Division is to aid in the economic Funding Source: General Fund growth of the City by fostering andAccountNumber: 11301,11302,11303 encouraging responsible economic Personnel development opportunities that result 5001.001 Regular Employees 592.540 in 1) a jobs/housing balance established 5003.001 Overtime 4,952 through quality employment 5011.001 Health & Welfare 104,976 opportunities for residents, 2) 5011.002 Life Insurance 1,530 an economic base through 5011.003 Long -Term Disability Ins 3,970 increased sales tax generation, and 3) 5011.004 Medicare 10,961 economic wealth by attracting external 5011.005 Worker's Compensation 16.552 monies to the local economy. 5011.006 PERS 112.946 5011.007 Deferred Compensation 6•000 5011.008 Unemployment Taxes 1,800 Primary Activities Total Personnel 856.227 The primary activities of Economic Development include marketingd p and &Maintenance • promotion of the City as a premier 5101.00I 510LD Publications &subscription 4,345 location to conduct business, shop, visit, 5101.002 Membership & Dues 9,500 and film as well as specifically attracting 5101.003 Office supplies 2,500 and retaining business and retail, 5101.004 Printing 33,000 administering the Enterprise Zone 5101.005 Postage 3,250 program, liaising between the City and 5131.003 Telephone Utility 4,060 the business community, and 5161.001 Contractual services 6,500 coordinating sponsorships, filming and 5161.002 Professional services 367,890 visitor attraction. 5161.005 Promotion & Publicity 59,800 5161.024 Business sponsors 12,800 5171.005 Economic Incentives Program 44,000 Performance Goals 5191 001 Travel &Training 15,650 • Implement a business retention 5191.003 Education Reimbursement 1,500 program 5191.004 Auto Allowance & Mileage 1,400 • Implement a Citywide business 5211.001 Computer Replacement 6,732 sponsorship program 5211.004 Insurance Allocation 28,521 • Hold quarterly summit meeting Total Operations & Maintenance 601,448 with key stakeholders in the Total 2008109 Budget aerospace, manufacturing, bio- med, technology, and entertainment industries ■ Outreach to the business community about the cost saving • benefits of the Enterprise Zone City of Santa Ciarita City of Santa C/arita Communications Funding Source: (.ellenfl FulldAecountNuinber: Program Purpose 11500 The Communications Division's purpose Personnel is to provide information, education, and 5001.001 Regular Employees 393,312 marketing for the City of Santa Clarita's 5002.001 Temporary Employees 43,935 various programs, projects, and events to 5011.001 Health & Welfare 66,484 all internal and external stakeholders and 5011.002 Life Insurance 1,015 to execute the City's messages in various 5011.003 Long -Term Disability Ins 2,635 communications forms. 5011.004 Medicare 7.861 5011.005 Worker's Compensation 16,579 Primary Activities 5011.006 PERS 75,677 The Communications Division is 5011.007 Deferred Compensation 3,400 loll Unemployment Taxes 1,140 responsible for the creation, execution Total Personnel 612,038 and management of the City's communications efforts, including Operations & Maintenance media, advertising, television, radio, 5101.001 Publications & Subscription 1,928 print and marketing materials. The 5101.002 Membership & Does 1,480 Communications Division analyzes and 5101.003 Office Supplies 200 responds to the public relations and 5101.004 Printing 10,200 communication needs of various City 5101.005 Postage 20,000 departments, including providing 5111.001 Special Supplies 12,930 • communication and implementation 5131.003 5161.001 Telephone Utility Contractual Services 1,000 44,000 plans. 5161.002 Professional Services 19,000 5161.004 Advertising 40,000 Performance Goals 5161.005 Promotion & Publicity 94,272 • Promote the City and obtain 5191001 Travel & Training 5,500 recognition internally and 5191,003 Education Reimbursement 200 externally for the City's efforts 5191.004 Auto Allowance & Mileage 500 • Create and implement the City's 5211.001 Computer Replacement 5,705 first "on-line City store" 5211.004 Insurance Allocation 24,170 • Create and implement marketing Total Operations & Maintenance 281,085 programs for Old Town Newhall, o Public Works, Transit, and other major city work efforts • Provide on-going Citywide media training to all staff • Implement the new Graphic Standard, internally and externally, for the City • Further enhance the marketing and communications efforts outreach for City programs, activities and events • City of Santa C/arita 0 City Attorney City Council City Manager I I City Attorney Legal Counsel Attend City Council & 'lannina Commission Meetina; Legal Document Preparation Litigation • City Attorney Budget Summary • s & Maintenance S 2,225.028 City Attorney - General Fund $ 1,944,028 City Attorney - Streetlights Maint. District 5,000 City Attorney - Stormwater Utility 12,000 City Attorney - Self Insurance 260,000 City Attorney - Transit 4,000 City Attorney - Stormwa 1 City Attorney - Streedig6ts Maint. District 0% City Attorney - Self City Attorney - Insurance Transit 12^/ no/ Corney - -.rI Fund 87% i City Attorney Program Purpose The City Attorney is committed to providing professional, quality legal services that ultimately protect the interests of the City of Santa Clarita, its divisions, the City Council, and the citizens of the community. The Attorney provides a full range of dedicated, in-house legal services intended to ensure the legality of legislation, contracts, and programs, as well as ethically and competently defending legal actions filed against the City and its employees. Primary Activities The City Attorney attends all City Council meetings and 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. The City Attorney also provides legal counsel, prepares and approves all resolutions, ordinances, contracts, agreements and other legal documents. 11 Performance Goals • Improve the quality and efficiency of legal services through communication and outreach with our clients. • Maintain a work environment which fosters teamwork, excellence, and professional development. • Remain knowledgeable regarding advances and developments in the law. • Network within municipal law groups in order to further the interests of the City of Santa Clarita. City of'Sunta Clarita Operations & Maintenance 5161.100 Attorney Services - GF 1,944,028 5161.100 Attorney Services - SMD 5,000 5161.100 Attorney Services - Stormwater 12,000 5161.100 Attorney Services — Self Insurance 260,000 5161.100 Attorney Services - Transit 4,000 5161.100 Direct Cost Allocation - LMD - Total Operations & Maintenance 2,225,028 Administrative Services Director of Administrative Services Transit 0 Technology 4dministration Finance City Clerk Services Purchasing Local Fixed Graphics Election Business Route Accounting Analysis 3elfInsurance Records or Dial -A -Ride Risk Mgmt Management Ad pa roll Y in Special Agenda Commuter Districts Treasury Management Support Ex ress P Long Range Munxapal/Unified Financial Plan Wmt Code Application Marketing Budget Updates Development Special ublic Record Web/eGov Facilities Pro/ects Debt Requests Solutions Planning Managemen Franchise Fair PolNcal GIS 4dmmistration Grants Practices e� Services Grants Employee Commission Telecom Development Cashiering Recruitment Management Transit Planning Mail & Television Material Video Services Customer Service Transit 0 Administrative Services Budget Summary Category 1111d"'et Personnel Services $ 6,854,930 Operations & Maintenance 34,943,173 Capital Outlay 1,679,310 Program Budget Administration $ 758,114 Risk Management 1,706,262 Finance 1,874,075 Purchasing 1,017,258 Technology Services 3,307,149 Transit 19,152,816 City Clerk 486,387 Landscape Maintenance District 12,026,372 Special Districts 3,148,980 Special D 7% Landscape Vlaintena lice District 28'S,, City Cled 1% 0 Administration Risk Mannoement 44% nance 4% archasing 2% Technology Services 8% • City ojSanta Ctarita Administration Funding Source: Program Purpose Account Number: 12000 The Administration Division sets City fiscal Personnel policy and direction and provides administrative 5001.001 Regular Employees 291,923 support to the department's four divisions: City 5002.001 Temporary Employees Clerk's Office, Finance, Technology Services, 50,639 and Transit, as well as the offices of Risk 5011.001 Health & Welfare 35,992 Management and Special Districts. The 5011.002 Administration Division assists the City Life Insurance 753 Manager's Office in preparing the annual 5011.003 Lang -Term Disability Ins 1,957 budget, and is responsible for the City's annual 5011.004 mid -year revision/adjustment. Medicare 5,989 5011.005 Workers Compensation 10,918 5011.006 PERS 56,033 Primary Activities The Administration Division's primary activities 5011.007 Deferred Compensation 7,000 include: overall coordination of administrative 5011.008 Unemployment Tazes 600 activities; employee development; recruitment Total Personnel and training; long-range financial planning; debt 461,804 management; investment management; support Operations & Maintenance and implementation of community and Publications & Subscription organizational strategic planning goals; budget sw1001 aso • monitoring; special projects; City right-of-way 5101.002 Membership & Dues franchise agreements; and response to City Office Supplies 2,350 Council and City Manager concerns and 5101.003 200 inquiries. 5101.005 Postage so 5161.001 Contractual Services 107,500 Performance Goals 5161.002 Pmfessional Services 150,000 • Provide fiscal impact data on all annexations 5191.001 Travel & Training 5,450 for decision making purposes. 5191.004 Auto Allowance & Mileage • Evaluate and provide recommendations on 5211.001 Computer Replacement 6,410 financing alternatives for community capital 4,564 project needs. 5211.004 Insurance Allocation 19,336 • Identify and monitor legislative activity that Total Operations & Maintenance has a financial impact on the City and assist ___2al to in implementation. Total 2008/09 Budget 7;8-, 114 • Coordinate efforts of the Open Space Preservation District Financial Accountability and Audit Panel to prepare an annual written report of the District's activities. • City ojSanta Ctarita • • Risk Management Program Purpose Risk Management administers the funding of the self-insured portions of the program; manages the administration of general liability claims; works in conjunction with the City Attorney's Office and outside counsel to monitor, control, and resolve litigated matters; and provides training for various departments to minimize the risk of future losses. Primary Activities The Risk Management program provides centralized services to all City departments for risk management, loss control, and safety. Primary activities includes a yearly review of the City's comprehensive insurance program, including coverage for property/casualty, professional liability, errors and omissions, bonds, and the workers' compensation insurance, as well as administration of the City's self- insured retention, loss prevention and control, and safety programs. Risk Management also administers the City's Contract Management system and provides yearly training for staff on contract routing and City contractual policies. Performance Goals • Key Achievements for 2007-2008 - Planned, organized and conducted training for over 1,100 employees at regular safety meetings and/or interactive presentations. - Developed comprehensive and concise insurance requirements handout for contractors. • Key Goals for 2008-2009 Implement Defensive Driving Program • Complete Risk Management's Annual Report Implement Employee Training Matrix City of Santa Execute the Injury & Illness Prevention Program (IIPP) Personnel 5151.002 5001.001 Regular Employees 136,788 5011.001 Health & Welfare 24.494 5011.002 Life Insurance 353 5011.003 Long -Tenn Disability Ins 917 5011.004 Medicare 2,526 5011.005 Workers Compensation 4,621 5011.006 PERS 26,076 5011.007 Deferred Compensation 2,000 5011.008 Unemployment Taxes 420 Total Personnel 198,195 Operations & Maintenance 5151.002 Claims Payment 200,000 5151.003 Employee Safety 20,000 5161.001 Contractual Services 1,240,590 5191.001 Travel & Training 2,000 5211.001 Computer Replacement 2,396 5211,004 Insurance Allocation 10,151 5511.100 Reimbursements to the General Fund 32,930 Total Operations & Maintenance 1,508,067 40 Finance Program Purpose Personnel The Finance Division serves as a support center 5001.001 Regular Employees 855,494 for all City departments and programs to ensure Overtime all funds are managed effectively and in 5003.001 7.800 accordance with Generally Accepted 5011.001 Health & Welfare 166,794 Accounting Principals, the City's investment 5011.002 policy, and state and federal laws. The Finance Life Insurance z,zoa Division is dedicated to serving the citizens in 5011.003 Long -Tenn Disability Ins 5,732 shaping the future of the City by providing fiscal 5011.004 information to ensure the long-range financial Medicare 16,017 strength of the City. 501L005 worker's Compensation 19,244 5011.006 PERS 163,172 Primary Activities 5011.007 Deferred Compensation p sation 6,000 The primary activities of the Finance Division 5011.008 Unemployment Taxes 2,560 include treasury investment functions, payroll, Total Personnel accounts payable, revenue collection, accounting 1,245,321 services, internal auditing, financial reporting, financial forecasting and cash receipting. Operations &Maintenance 5101.001 Publications & Subscription 940 5101.002 Membership & Dues • Performance Goalspplies Office Su 805 5101.003 6,000 • Complete major fieldwork for the annual 5101.004 Printing financial audit by the end of September.5,600 • Compile and distribute Monthly Treasurer's S 101.005 Postage zoo Report by the last day of each month. 5161.001 Contractual Services • Include GASB 45 information in the Professional Services 308,580 Comprehensive Annual Financial Report 5161.002 22,500 (CAFR). 5185.003 Taxes/Licenses/Fees 36,500 • Complete cost allocation and user fee 5191.001 Travel & Training studies to determine the most accurate cost 7000 of providing services to the public and to 5191.003 Education Reimbursement 4,000 ensure City fees are in compliance with the 5191.004 Auto Allowance & Mileage City's Cost recovery goals. 85 521 LOOT Computer Replacement 15,826 5211.004 Insurance Allocation 67,048 5511.100 Reimbursements to the General Fund 870 Total Operations & Maintenance 476,054 Capital Outlay 5201.002 Equipment 12,500 5201.003 Automotive Equipment •Total Capital Outlay 140,200 City of Santa Clarita Purchasing Program Purpose Purchasing handles most City-wide acquisitions 12002,12003 Persomi el of equipment, goods and services. Purchasing 5001.001 Regular Employees 410,803 also provides assistance to external entities on 5003.001 Overtime 3,500 how to do business with the City as well as 5011.001 Health & Welfare 90,3% internal support to City departments on 5011.002 Life Insurance 1.061 acquisition issues. Purchasing also handles the 5011.003 Long -Term Disability Ins 2,753 receipt and distribution of all mail and material. 5011.004 Medicare 7.795 5011.005 Workers Compensation 15.719 Primary Activities 5011.006 PERS 78,421 This includes the advertisement of all formal 5011.008 Unemployment Taxes 1,550 bids in the local paper, City's website, Chamber Total Personnel 611,99g Of Commerce and the Valley Industrial Association. Purchasing prepares most formal Operations & Maintenance bid packages and assists City departments in 5101.001 Publications & Subscription 650 complex procurements. Purchasing establishes 5101.002 Membership & Dues 850 and maintains purchasing regulations, policies 5101.003 Office Supplies 70,000 and procedures. Purchasing is also responsible 5101,004 Printing 15,500 for the receipt, shipping, issue and internal 5101.005 Postage 122,850 distribution of material and surplus. The mail 5111.001 Special Supplies 4,600 • section processes all incoming and outgoing 5111,005 Maintenance/Supplim 79,110 U.S. Mail as well as the internal distribution of 5121,001 Rents/Leases 13,790 interoffice mail. 5121.003 Equipment Rental 1,000 5161.001 Contractual Services 11,030 Performance Goal 5161.002 Professional Services 10,000 5161.004 Advertising 22,000 • Prepare and receive formal bids and 5191.001 Travel & Training 2,500 Request for Proposals. 5191.003 Education Reimbursement 300 • Continue to work with local businesses 5191.004 Auto Allowance & Mileage 435 on how to do business with the City. 5191.006 Employees' Uniform 1,200 • Guide and monitor staff on the City's 5211.001 Computer Replacement 7,987 purchasing policies. 5211.004 Insurance Allocation 33,838 • Ship and receive City material. Total operations & Maintenance 397,640 • Process all U.S. Mail and interoffice mail in a timely manner. Capital outlay 5201.002 Equipment 7,620 Total Capital Outlay 7,620 • lily of Santa Clarita 1J C J Reserves & Debt Services Program Purpose This program provides funding for the City's annual debt service payments and for a financial reserve which is not appropriated to any specific program. The reserve fund remains available to meet unanticipated emergencies or needs that may arise after the adoption of the budget City of Santa Operations & Maintenance 5101.002 Publications & Membership 51,595 Total Operations & Maintenance 51,595 Reserves 5401.001 Contingency 1,000,000 5401.002 TMC Reserve 250,000 5401.003 South SC Annexation 115,000 5401.004 MTA Grant Match Reserve 500,000 5401.005 Whitaker Bern -ice Reserve 150,000 5401.007 Capital Project Reserve 12,000,000 Total Reserves 14,015,000 Debt Service 5301.001 Principal & Interest 2,954,954 Total Debt Service 2,954,954 0 Technology Services Program Purpose The Technology Services Division provides centralized information processing, hardware and software support services, Geographic Information Systems and communications services for all internal staff. The Division also proactively manages the ever-changing technology needs of the City to ensure up-to- date automated processes and tools. Primary Activities The primary activities of Technology Services includes overall direction of the City's Information Technology Systems; recruitment of staff resources required to manage Informational Technology requirements; long-range planning, implementation and deployment of organizational technology needs; organizational GIS services; software acquisition and application development; software and hardware training; Helpdesk support; Telecommunications • management; Enterprise management; maintaining data integrity, backup of crucial data, and security of the City's information. l� u Performance Goals • Enhance the availability of eCommerce government services such as on-line permit processing and on-line service requests via the City's website, www.santa-clarita.com • Initiate efforts to research, identify and acquire an upgraded automated Land Use and Building Permitting System. • Continue efforts to update the City's Disaster Recovery and Business Continuity Plan to ensure critical systems are available during localized and regional emergencies. • Continue efforts to streamline the delivery of local government services through the utilization of technology and automation • Work with mobile service providers to improve the level of cellular network coverage in Santa Clarita city of Santa Clarila Personnel 510[.001 5001.001 Regular Employees 1,278,683 5002.001 Temporary Employees 9DD 140,257 5003.001 Overtime 900 13,000 5011.001 Health & Welfare 201,204 5011.002 Life Insurance 3,297 5011.003 Long -Tenn Disability Ins 8,568 5011.004 Medicare 25,561 5011.005 Worker's Compensation 32,123 5011.006 PERS 244,632 5011.007 Deferred Compensation 16,000 5011.008 Unemployment Taxes 5121.001 Rents/Leases 3,450 Total Personnel 11,050 5131.003 Telephone Utility 1,966,775 Operations & Maintenance 510[.001 Publications & Subscription 1,200 5101.002 Membership & Dues 9DD 5101.003 Office Supplies 900 5101.005 Postage 350 5111.001 Special Supplies 6,030 5111.005 Maintenance/Supplies 276,000 5111.008 New Personnel Computers 8,700 5111.009 Computer Software Purchase 56,490 5121.001 Rents/Leases 11,050 5131.003 Telephone Utility 163,405 5131.004 New Personnel VOIP phone 2,000 5131005 Cellular Service 12,280 5161.001 Contractual Services 331,670 5161.002 Professional Services 37,200 5191.001 Travel & Training 32,575 5191.003 Education Reimbursement 6,500 5191.004 Auto Allowance & Mileage 6,445 5211.001 Computer Replacement 20,823 5211.003 Equipment Replacement • • of Santa Clarita 8,300 •5211.004 Insurance Allocation 88,221 5511.100 Reimbursements to the General Fund 445 Total Operations & Maintenance 1,071,384 Capital Outlay 5201.002 Equipment 268,990 Total Capital Outlay 268,990 • • of Santa Clarita Transit Fundingt r Program Purpose12400,12401 Provide high quality, safe reliable public Personnel transportation services within, to, and from the 5001.001 Regular Employees 884,633 Santa Clarita Valley; providing mobility and 5001.006 Certification Pay 123 access to individuals with no access to an 166,795 automobile; and encourage the use of public 5011001 Health & welfare transportation to reduce traffic congestion and 5011.002 Life Insurance 2,284 pollution to those who may not be dependent 5011.003 5.927 upon public transportation. Long-Term Disability Ins 5011.004 Medicate 16,340 Primary Activities 5011.005 worker's Compensation 24,861 Santa Clarita Transit (SCT) operates local fixed 5011.006 PERS 168,716 routes within the Santa Clarita Valley and 5011.007Deterred 4,600 commuter bus service between Santa Clarita and Compensation Unemployment Unemployment Taxes downtown Los Angeles, Century City, and 5011.008 2,860 Westwood. It also operates three express bus Total Personnel 1,277,139 routes between Santa Clarita and the San Fernando Valley and express bus routes between Santa Clarita and the Antelope Valley. SCT Operations & Maintenance provides paratransit service for seniors and 5101.001 Pnbliearions& Subscription soo disabled within the Santa Clarita Valley, as well 5101 002 Membership & Dues 24,000 • as for the general public during evening hours. Office Supplies 2,030 5101.003 Performance Goals 5101.004 Printing 60,000 5101.005 Postage 1,500 • Award new transit contract with 5111.001 Special Supplies 11,000 minimal disruption to customers 5111.004 Janitorial Supplies 11,250 • Begin installation of Transportation 5111005 Maintenance/Supplies 147,200 Information Network (TIN) Small Tools 8,000 • Complete paint redesign of all City bus 5111 007 fleet 5121.001 Rents/Leases 12,000 • Complete citywide, replacement and 5121.003 Equipment Rental 3,000 improvement of all Santa Clarita 5131.001 Electric Utility 106,750 Transit's Bus Stop Shelters and Benches • Maintain a 90% or better on-time 5131'002 Gas Utility ty 141,000 performance for all transit services 5131.003 Telephone Utility 15,000 • Maintain an average of less than "2- 5131.006 water Utility 7,000 minutes" telephone hold times for all Contractual Services 389,730 transit customers 5161001 • Rebuild 25 transit vehicles to prolong 5161.002 Professional Services 180,000 useful life its vehicle 5161.004 Advertising 35,000 • Procure and place into service fourteen 5161.010 Landscape Services 30,000 compressed natural gas Dial-a-ride vehicles, eight forty foot buses and four 5161.016 Local Bus s,s31,744 • new commuter buses 5161,017 Dial A Ride 2,551,544 5161.018 Commuter Services 3,167,220 City of Santa Clarita • 5161.019 Commute Connection 157,520 5185.003 Taxes/Licenses/Fees 5,700 5191.001 Travel & Training 5,700 5191.003 Education Reimbursement 9,500 5191.004 Auto Allowance & 3,500 Mileage 5191.006 Employees' Uniform 1,270 5211.001 Computer Replacement 13,692 5211.004 Insurance Allocation 58,008 5301.002 Debt Service 427,018 5511.100 Reimbursements to the 508,301 General Fund Total Operations & Maintenance 16,625,677 Capital Outlay 5201.003 Automotive Equipment 1,250,000 Total Capital Outlay 1,250,000 is • City of Santa C(arita rI • City Clerk Program Purpose Personnel The City Clerk's Office assists and supports the public and City departments by making 5001.001 Regular Employees 292,541 available the records necessary for the City to 5003.001 Overtime 9,300 advance its administrative, legal, and legislative 5011.001 functions. This office coordinates the Health & Welfare 52,488 preparation of official City Council agendas, 5011.002 Life Insurance 755 legal and legislative documents, and minutes. 5011.003 The City Clerk also conducts municipal Long -Term Disability Ins 1,960 elections as the chief election officer. 5011.004 Medicare 5,405 5011.005 Worker's Compensation 8,423 Primary Activities The Clerk's Office maintains official documents 501 1.006 PERS 55,767 and records. The City Clerk keeps minutes of 5011.007 Deferred Compensation 2,000 Council meetings, compiles agendas and soll.00a Unemployment Taxes distributes agenda packets, handles legal 900 Publishing, receives claims against the City, Total Personnel 429,539 administers oaths, maintains and updates the Municipal Code, and provides records Operations & Maintenance management services. The City Clerk also 5101.001 Publications & Subscription serves as filing official/officer for the Fair 2.300 Political Practices Commission regulations. 5101.002 Membership &Dues 1,185 5101.003 Office Supplies Performance Goals iso Post all required meetings and maintain 5101.004 Printing iso minutes in accordance with Brown Act 5101.005 Postage requirements. sP PP Special Supplies 900 • Use grant money from Southern 5111'001 3,000 California City Clerk's Association to 5161.001 Contractual Services begin scanning the backlog of City Professional Services 6,550 Council agenda documents. 5161002 75 Enhance public records request and 5161.004 Advertising subpoena response workflow through 5161.005 Promotion & Publicity 7,000 use of the eService CRM System. 200 Develop on-going training opportunities 5191.001 Travel & Training for new and existing employees in the 5191003 Education Reimbursement 4,550 records and information management 2,500 program area. 5191.004 Auto Allowance &Mileage 1,000 Continue "Date Forward" imaging of 5211.001 Computer Replacement City Council agenda packets, minutes, 5,135 resolutions, and ordinances. 5211.004 Insurance Allocation 21,753 Total Operations & Maintenance City of Santa Clarita 0 11 F— -I L -A Special Districts - LMD Program Purpose To enhance the quality of life in Santa Clarita with beautiful landscaping in City areas that is within the City's three Landscape Maintenance Districts (LMD) including specific communities and medians, parkways & trees within the public right of way. Primary Activities Primary activities include maintenance of over 700 acres of landscaping located in the LMD areas including three parks. These activities are carried out primarily by contract service providers including monthly maintenance and repairs; capital items repair and replacement such as block walls, fences, play equipment, paseos, paseo bridges, lights, and other appurtenances. Special Districts also provides development services for City and private projects that will be maintained by the LMD. Performance Goals • Effective use of irrigation water. • Complete annual replacement and repair of capital assets. • Complete the annual tree pruning program. • Administrate the annual levy and annexations into the LMDs for new development, as well as for areas annexing into the City. City ofSanta Clarita Personnel 5101.001 5001.001 Regular Employees 333,%I 5001.006 Certification Pay 67 5011.001 Health & Welfare 62,381 5011.002 Life Insurance 862 5011.003 Long -Tenn Disability Ins 2,236 5011.004 Medicare 6,158 5011.005 Worker's Compensation 14,894 5011.006 PERS 63,7% 5011.007 Deferred Compensation 1,560 5011.008 Unemployment Taxes 1,070 Total Personnel 1,296,116 486,985 Operations & Maintenance 5101.001 Publications & Subscription 1,350 5101.002 Membership & Dues 180 5101.003 Office Supplies 1,008 5101.004 Printing 135 5101.005 Postage 100 5111.001 Special Supplies 3,800 5111.007 Small Tools 33 5131.001 Electric Utility 321,659 5131.003 Telephone Utility 33,460 5131.006 Water Utility 1,847,414 5141,001 Maintenance and Repairs 1,296,116 5161.001 Contractual Services (453) 5161.002 Professional Services 150,940 5161.010 landscape Services 4,636,439 5161.011 Weed & Pest Control 118,275 5161.012 Tree Trimming 674,897 5161.013 Reserve Projects Exp 1,078,993 5161.014 Inspections 668,979 5181.002 Direct Cost Allocation 72,658 5191,001 Travel & Training 3,500 5191.003 Education Reimbursement 1,500 5191.004 Auto Allowance & Mileage 435 5191.006 Employees' Uniform 100 5201.003 Automotive Equipment 54,600 5211.001 Computer Replacement 2,944 5211.004 Insurance Allocation 12,472 5511.100 Reimbursements to the General Fund 557,853 Total Operations & Maintenance 11,539,387 0 • 11 Special Districts - SMD - DBAA — GVROMD — OPEN SPACE Program Purpose Personnel These divisional units administrate the 1972 and 5001.001 Regular Employees 117,382 1982 Act for the operation and maintenance of Overtime 5003.001 street lights and traffic signals (SMD), drainage 7,500 facilities (DBAA), the Golden Valley Ranch 5011.001 Health & Welfare 21,463 Open Space Maintenance District (GVROMD) 5011.002 and provide administrative support for the Open Life Insurance 306 Space Preservation District. 5011.003 Long -Term Disability Ins 787 Primary Activities 5011.004 Medicare 2,269 Primary activities include the preparation of 5011.005 Worker's Compensation 4,079 annual assessments; annexation of development 5011.006 into existing or newly created zones or districts. PERS 22,380 The units arrange for and oversee ongoing 5011.007 Deferred Compensation 640 inspections, maintenance, and repair of well, 5011.008 Unemployment Taxes pump station, drainage ditch, and hydrauger 368 facilities; maintain NPDES permit compliance; Total Personnel 117,174 perform and/or arrange for inspections of street ftlih lighting; and arrange or street r g g repairs. Operations &Maintenance Provide Pursue the acquisition of strategic open S 101.002 Membership &Dues 200 spaces pursuant to the Open Space Plan. 5101.003 Office Supplies 1,050 Performance Goals 5101.005 Postage zso • Provide support for the acquisition of open 5111.001 Special Supplies 2,980 space. 5131.001 Electric Utility • Continue to maintain NPDES permit 1,774,000Maintenance compliance. 5141.001 and Repairs 136,642 • Continue Development Review for 5161.001 Contractual Services SMD. 127,388 5161 002 Professional Services • Administration of GVROMD 116,980 5161.004 Advertising 800 5161.010 Landscape Services 500 5161.014 Inspections 5,000 5181.002 Direct Cost Allocation 100 5191.001 Travel & Training 2,600 5191.004 Auto Allowance & Mileage loo 5211 001 Computer Replacement 1,426 5211.004 Insurance Allocation 6,043 City of Santa Clarita • 5301.001 principal 5,000 5301.002 Interest 713,652 5511.100 Reimbursements to the General Fund 77,095 Total Operations & Maintenance ] a,, of • • of Santa Clarita • Community Development Budget Summary • 0 Personnel Services $ 3,446,934 Operations & Maintenance 2,097,533 Administration $ 876,246 Planning 3,774,126 Communitv Preservation 919.095 Community Preservation 1- " Administration 16% Planning 67% 0 Administration Program Purpose The purpose of the Administration Division is to provide support to the Director and the overall personnel department. The Administration Division provides support and general direction, and works closely sool.00l Regular Employees 298,244 with each of the divisions encompassing the 5002.001 Temporary Employees 22,060 department including Planning, Redevelopment and 5011.001 Community Preservation. Health & welfare 35,992 5011.002 Life Insurance 769 Primary Activities 5011.003 The Administration Division facilitates the overall Long -Tenn Disability Ins 1,999 coordination of department activities. This includes 5011.004 Medicare 5,640 staff development, recruitment and training, 5011.005 department -wide budget/ expenditure/revenue worker's Compensation 10,143 analysis, monitoring and coordination, and special sol1.506 PERS 57,231 projects. 5011.007 Deferred Compensation 7,000 5011.008 Unemployment Taxes Performance Goals 600 • Continue to make progress in the Downtown Total Personnel 439,678 • Newhall area. • Continue to coordinate efforts to see the Operations & Maintenance Whittaker-Bermite site cleaned up. 5101.001 Publications & Subscription • Continue to implement and identifyinnovative Membership &Dues 300 process efficiencies and bench -marking strategies 5101. 002 400 to enhance the development review process. 5101.003 Office Supplies soo • Oversees the processing of notable annexations in Special Supplies conjunction with the Planning Division. 5111.001 1,250 • Oversees to monitor County development activity 5131.003 Telephone Utility 840 and respond to and/or comment upon 5161.002 Professional Services development projects as appropriate in 300,000 conjunction with the Planning Division. 5161.003 Annexation Services 85,000 • Liaison with the community as well as other 5191.001 Travel & Training departments within the organization. � ti g Education Reimbursement 1,500 5191.003 1,500 5191.004 Auto Allowance & Mileage 6,670 5211.001 Computer Replacement 4,222 5211.004 Insurance Allocation 17,886 Total Operations & Maintenance „CGe CJ City of Santa Clarita Planning Program Purpose The Planning Division is responsible for managing all current and advance planning functions, processes and projects for the City, and working closely with the City's Planning Commission and City Council to ensure that the City's planning goals are being met. The Division is also responsible for the administration of all housing programs for the City including CDBG fund management, the Residential Rehabilitation and FirstHOME programs, and Consolidated Plan preparation. The Planning Division processes all development projects, according to the requirements and standards established through the Unified Development Code (UDC), 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 Major City projects for FY 2008-09 include completion of the Joint Valleywide General Plan, implementation of the Downtown Newhall Specific Plan project, preparation of the 2008 Housing Element, Sign Ordinance implementation, special UDC studies, and guiding several large-scale development projects through the process including the North Newhall Specific Plan and Henry Mayo Hospital Master Plan. Activities involve the following: preparation and review of environmental documents; review of development proposals; preparation of plans, reports, conditions of approval, resolutions and ordinances; presentations before the Planning Commission and City Council; customer service activities at the Planning counter, among others. Performance Goals • Conduct the final phase of the Sign Ordinance implementation process. • Continue the processing of major development projects and annexations, involving the • preparation of Environmental Impact Reports. City of Santa • Continue to coordinate efforts to see the Whittaker-Bermite site cleaned up. • Continue implementation of the City Beautification Master Plan and the Architectural Design Guidelines 1C I Account Number: 13100 ,13300-13327 Personnel 5001.001 Regular Employees 1,657,939 5001.006 Certification Pay 1,250 171 5003.001 Overtime 6,300 4,000 5011.001 Health & Welfare 266,755 5011.002 Life Insurance 4,276 5011.003 Long -Term Disability Ins 11,110 5011.004 Medicare 30,235 5011.005 Worker's Compensation 53,339 5011.006 PERS 315,878 5011.007 Deferred Compensation 23,600 5011.008 Unemployment Taxes 5121.001 Rents/Leases 4,574 Total Personnel 10,900 5131.003 Telephone Utility 2,371,877 Operations & Maintenance 5101.001 Publications & Subscription 1,250 5101.002 Membership & Dues 6,300 5101.003 Office Supplies 3,600 5101.004 Printing 8,000 5101.005 Postage 1,400 5111.001 Special Supplies 17,600 5121.001 Rents/Leases 10,900 5131.003 Telephone Utility 635 5161.001 Contractual Services 839,900 5161.002 Professional Services 1,000 5161.003 Annexation Services 10,000 5161.004 Advertising 14,000 5191.001 Travel & Training 10,050 5191.003 Education Reimbursement 12,000 5191.004 Auto Allowance & Mileage •5211.001 Computer Replacement 1,150 22,592 5211.004 Insurance Allocation 95,713 • • 5301.001 principal 346,159 Total Operations & Maintenance City of Santa • CJ Community Preservation Program Purpose The purpose of the Community Preservation Division is to maintain and preserve the integrity, appearance, and value of buildings and properties in the City. This is achieved through community outreach and the enforcement of zoning, building, property rehabilitation, and other municipal codes and regulations. Primary Activities The primary activities of the Community Preservation Division include responding to citizen complaints and performing specified, proactive investigations on a daily basis. Officers determine the legality of the issues in question, and where necessary, pursue corrective measures to achieve compliance with the applicable codes. Officers also assist in on-site verification and approval of City Planning requirements for commercial and multi- family projects prior to issuance of the Certificate of Occupancy. Performance Goals • Continue implementation of the proactive code compliance program called Neighborhood Reinvestment to address serious property maintenance and health and safety issues within designated neighborhoods that have been identified by the community as needing proactive enforcement. • Oversee the enforcement of the City's Sign Ordinance and partner with the Planning Division to obtain 100 percent compliance. • Continue to resolve 99 percent of all enforcement files in a manner that does not involve court action. • Perform 100 percent of investigations within one week. City of Santa Clarita Personnel 5101.001 5001.001 Regular Employees 426,307 5001.006 Certification Pay 5101.002 Membership & Dues 658 5003.001 Overtime 5101.003 Office Supplies 13,370 5011.001 Health & Welfare 78,732 5011.002 Life Insurance 1,104 5011.003 Long -Term Disability Ins 2,860 5011.004 Medicare 8,023 5011.005 Worker's Compensation 21,568 5011.006 PERS 81,407 5011.008 Unemployment Taxes 5111.002 vehicle Fuel 1,350 Total Personnel 1,500 5111.005 Maintenance/Supplies 635,379 Operations & Maintenance 5101.001 Publications & Subscription 180 5101.002 Membership & Dues 600 5101.003 Office Supplies 1,200 5101.004 Printing 144 5101.005 Postage 100 5111.001 Special Supplies 2,600 5111.002 vehicle Fuel 1,500 5111.005 Maintenance/Supplies 1,000 5121.001 Rents/ -eases 3,882 5161.001 Contractual Services 185,000 5161.002 Professional Services 10,000 5191.001 Travel & Training 3,600 5191.003 Education Reimbursement 1,500 5191.004 Auto Allowance & Mileage 300 5191.006 Employees' Uniform 3,460 5211.001 Computer Replacement 6,846 5211.003 Equipment Replacement 7,800 • 5211.004 Insurance Allocation 29,004 Total Operations & Maintenance 256,716 Capital Outlay 5201.003 Automotive Equipment 25,000 Total Capital Outlay 1.... • • City of Santa Clarita U) L 0 i T O Y o u u u n u Y Public Works • Budget Summary Personnel Services $ 13,819,093 Operations & Maintenance 9,611,391 Capital Outlay 447,900 Wal 1,111flic \\ ol I's 23,878,384 Administration Budget1 $ 1,130,151 Development Services 2,948 752 Capital Improvement Projects 1,853,183 Traffic 3,994,568 General Services 7,184,138 Building and Safety 3,424,130 Environmental Services I zaz AA) • Building and Safety 14% Administration Environmental 5% Services 14% Development Services 12% General Services 30% 11 Capital Improvement Projects 8% Traffic 17% • City of Santa C[arita Administration Program Purpose The Administration Division oversees the day to Funding40 „ Source: General Fund Account Number: 14000 Personnel day operation of the Public Works Department 5001.001 Regular Employees 566,279 which encompasses the Building and Safety 5002.001 Temporary Employees 179,139 Division, the Capital Improvement Program 5003.001 Overtime 500 Division, the Capital Planning and Programming 5011.001 Health & Welfare 82.648 Division, the Development Services Division, the 5011.002 Life Insurance 1,462 General Services Division, and the Traffic 5011.003 Long-Tenn Disability Ins 3,793 Division. Administration provides support and 5011.004 Medicare 13.011 direction to all functions within the Department. 5011.005 Worker's Compensation 22,600 Administration staff attends City Council 5011.006 PERS 109,289 meetings, develops and administers the department 5011.007 5011008 Deferred Compensation Unemployment Taxes 9•000 1,400 budget, provides for training opportunities for Total Personnel 989,121 staff, and performs development functions for the Department. Operations & Maintenance 5101.00I Publications & Subscription 6,200 Primary Activities 5101.002 Membership & Dues 10,400 The Administration Division's primary activities 5101.003 Office Supplies 1,000 include: responding to City Council and City 5101.004 Printing 150 Manager requests; providing policy direction 5101.005 Postage 200 within the Department; providing assistance to 5111.001 Special Supplies 2,365 • divisions in matters of Citywide concern; 5121.001 Rentslle es Telephone Utility 15,000 14,920 formulation, implementation, and monitoring of 5131.003 the Department's budget and strategic plans; 5161.001 Contactual services 5,000 5191.001 Tavel &Training 26,800 personnel management and training; and 5191.003 Education Reimbursement 500 development and monitoring of the City's Five- 5191.004 Auto Allowance & Mileage 7,170 Year Capital Improvement Program. 5211,001 Computer Replacement 7,987 5211.003 Equipment Replacement 9,500 Performance Goals 5211.004 Insurance Allocation 33,838 • Continue efforts to enhance the development Total Operations & Maintenance 141,030 process. • Address all of the City's real property issues. • City of Santa C[arita • City of Santa Ciarita Development Services Program PurposeNumber:14001, The Development Services Division is committed „FundingGeneral 1 1 Personnel to the City's General Plan and the attainment of a 5001.001 Regular Employees 1.675,007 balance between land use, circulation, and 5001.006 Certification Pay 809 infrastructure. This Division provides the 5003.001 Overtime 26,500 technical guidance necessary to maintain the City's 5011.001 Health & Welfare 255,791 existing infrastructure and to ensure that future 5011.002 Life Insurance 4,325 infrastructure is adequate to meet the needs of the 5011.003 Long -Term Disability Ins 11,230 City. 5011.004 Medicare 30,624 5011.005 Worker's Compensation 54,740 Primary Activities 5011.006 PERS 319,165 Comprised of two teams, the Development 5011.007 Deferred Compensation 19,860 5011008 Unemployment Taxes 4,386 Services Division oversees and administers a Total Personnel 2,402,437 specific range of critical City services. These services include Development Review, Operations & Maintenance infrastructure plan review and Public Works 5101.003 Office Supplies 2,065 Inspection. 5101.004 Printing 2,035 5101.005 Postage 200 Performance Goals 5111.001 Special supplies 5,015 • Automation and streamlining of procedures to 5121.001 Rents/Leases 600 expedite development review services to the 5161.001 Contractual services 366,080 • development and business community. 5161.020 Expedite Contract Services Education Reimbursement 40,000 500 • Digital conversion of public records and 5191,003 5191004 Auto Allowance & Mileage 200 inspector logs, creating easily searchable and 5191 006 Employees' Uniform 2,250 independently retrievable data for all public 5211,001 Computer Replacement 23,311 and private users. 5211.003 Equipment Replacement 5,300 • Provide timely, accurate plan reviews for 5211.004 Insurance Allocation 98,759 subdivisions and other development related Total Operations & Maintenance 546,315 projects within the City. Budget • Provide thorough, accurate inspections for development projects. • Standardize formats, processes, and prepare checklist information to publish on the City's website to assist developers in understanding the development review procedure. • City of Santa Ciarita 0 Capital Improvement Projects Program Purpose The Capital Improvement Projects Division is ' ' ' `}' " ' responsible for administration and construction of Gas Tax Fund ($20,000) City funded infrastructure projects. These projects '14200,14202 include construction and rehabilitation of park Personnel facilities, roadways, bridges, and other facilities 5001.001 Regular Employees 1,161,689 that enhance the City. The CIP division prepares 5003 001 Overtime the City's annual Capital Improvement Projects 6,500 budget. 5011.001 Health & welfare 165,862 5011.002 Life Insurance 2,997 Primary Activities 5011.003 The CIP division provides oversight of the Long -Term Disability Ins 7,782 development, design, contract administration, and sol l.00a Medicare 20,923 construction for nearly all City funded 5011.005 workers Com Compensation 39,210 infrastructure projects. These projects include the it � II � 5011.006 development of parks, transit, and roadway PERS 221,169 facilities, and annual road and sidewalk 5011.007 Deferred Compensation 15,940 rehabilitation. The development of public facilities 5011.008 Unemployment Taxes 2,844 and infrastructure helps meet the needs of the Total Personnel community. Roadway projects provide much l,"4,916 needed relief from traffic congestion facing valley Operations & Maintenance drivers. • 5101.003 Office Supplies 1,035 Performance Goals: 5101.004 Printing 1,665 a Complete construction of the Gap Closure 5101.005 Postage portion of the Cross Valley Connector. Special Supplies zoo a Complete the construction of the Siena 5111001 6,000 Highway Bridge rehab/replacement over the 5161.001 Contractual Services 88 ,170 railroad. 5191 003 Education Reimbursement • Complete the design and construction of trail Auto Allowance & Mileage 2,400 and park infrastructure including the Commuter 5191004 1,120 Trail Phase segment one and the Santa Clarita 5191.006 Employees' Uniform Iso Sports Complex Phase Four grading, drainage 5211.001 Computer Replacement and gymnasium expansion. 5211.003 Equipment Replacement 17,937 a Complete design and construction of the 13'000 Golden Valley Road Bridge over the Santa 5211.004 Insurance Allocation 75,990 Clara River. Total Operations & Maintenance Inv "I • City of Santa Clarita Traffic and •Transportation Planning L_J • Program Purpose The Traffic and Transportation Planning Division is committed to improving and maintaining a good quality of life for citizens through a safe and efficient roadway environment. The Division maintains traffic control devices, traffic signals, traffic safety programs, administers the Bridge and Thoroughfare Districts, and provides technical guidance necessary to maintain the City's infrastructure. The Division is responsible for ensuring that future transportation needs are met through implementation of the City's Circulation Element of the General Plan. Primary Activities The Division is responsible for traffic operation and transportation needs in the City. These services include: Traffic signal timing and operation, intersection and roadway modification, traffic signs and markings, congestion management, safety studies, parking regulations, traffic studies, development review, and planning for the transportation needs of the City. Division staff investigates and responds to traffic - related citizen service requests, and serves as technical advisors to the City Manager and City Council on traffic related matters. Performance Goals: • Improve signal timing and management. • Complete the expansion of the traffic signal system, including the Traffic Operations Center (CCTV, Vehicle Detection Zones, and Fiber optics). • Improve congestion management. • Improve safety for roads and intersections. • Improve pedestrian safety in school areas. • Complete the Non -Motorized Plan. • Railroad Crossing Safety Improvement. • Assess development projects' impact and implement adequate mitigation. • Retain and administer transportation funding. • Administer the City's Bridge and Thoroughfare Districts and create a web -based B&T manual and reimbursement request process. City of Santa Clarita • Continue to actively participate in Southern California Area of Governments (SCAG), North County Transportation Coalition (NCTC), Northern Corridor Cities (NCC), Santa Clarita Valley Chamber of Commerce Transportation Committee, and the Metropolitan Transportation Authority (MTA) to gain support for significant projects of benefit to Santa Clarita. Funding Source: General Fund ($2,643,348), Thoroughfare ($154,461), Gas Tax Fund 'I' ri i rr ri it i SII 'I' Personnel 5001.001 Regular Employees 1,167,761 5011.001 Health & Welfare 163,296 5011.002 Life Insurance 3,014 5011.003 Long -Tenn Disability Ins 7,822 5011.004 Medicare 20,974 5011.005 worker's Compensation 39,347 5011.006 PERS 222,300 5011.007 Deferred Compensation 22,000 5011.008 Unemployment Taxes 2,800 Total Personnel 1,649,314 Operations & Maintenance 5101.003 Office Supplies 1,400 5101.004 Printing 3,000 5101.005 Postage Iso 5111.001 Special Supplies 7,050 5131.001 Electric Utility 250,000 5141.007 Traffic Signal Maintenance 632,800 5161.001 Contractual Services 1,304,043 5191.003 Education Reimbursement 3,100 5191.004 Auto Allowance & Mileage 1,400 5201.003 Automotive Equipment 25,500 5211 001 Computer Replacement 11,981 5211.004 Insurance Allocation 50,757 5511.100 Contributions to the General Fund 54,073 Total operations & Maintenance ,, anc ,,�� • • • General Services Program Purpose The General Services Division is responsible for the maintenance of many of the City's assets, including streets, vehicles, facilities, and urban forest. This division seeks to provide safe and clean streets, public rights of way, alleys and easements; provide clean, safe facilities with positive and inviting appearances; maintain the City's fleet of vehicles and equipment; and maintain and enhance the City's street, park, trail, and facility trees. Primary Activities Primary activities include sidewalk repair and replacement; curb, gutter and pothole repair; traffic markings, lane striping, and street sign and traffic signal maintenance. Division staff repairs equipment, maintains vehicles, and performs a variety of building maintenance functions for City Hall, the Field Services Facility, three Metrolink Commuter Rail stations, the McBean Transfer Station, the Transit Maintenance Facility, and the Canyon Country Library. The Division ensures that the City's trees are cared for in the most timely and effective manner, and is responsible for monitoring the status of Oak Trees on public and private land, as outlined in the City's Oak Tree Ordinance and Preservation Guidelines. Performance Goals • Remove and replace 50,000 square feet of sidewalk and 1,500 linear feet of curb and gutter. Maintain 150,000 existing raised pavement markers and install new as required. • Conduct weekly inspections of all City vehicles. • Conduct scheduled maintenance services for all City vehicles and motorized equipment. Conduct quarterly inspections of all facilities. Respond to non -emergency requests in three days or less. • Plant 1,500 new and maintain 9,000 existing trees. City of Santa Clarita Personnel 5101.001 5001.001 Regular Employees 2,072,592 5001.006 Certification Pay 5101.002 Membership & Dues 2,925 5002.001 Temporary Employees 5101.003 Office Supplies 58,190 5003.001 Overtime 5101.004 Printing 77,500 5011.001 Health & Welfare 424,706 5011.002 Life Insurance 5,360 5011.003 Long -Term Disability Ins 13,909 5011.004 Medicare 40,814 5011.005 Worker's Compensation 129,685 5011.006 PERS 397,379 5011.007 Deferred Compensation 8,000 5011.008 Unemployment Taxes 23,200 7,282 Total Personnel 236,000 3,238,342 Operations & Maintenance 5101.001 Publications & Subscription 1,100 5101.002 Membership & Dues 1,990 5101.003 Office Supplies 4,197 5101.004 Printing 1,808 5101.005 Postage 500 5111.001 Special Supplies 49,666 5111 002 Vehicle Fuel 275,550 5111.004 Janitorial Supplies 23,200 5111.005 Maintenance/Supplies 236,000 5111.007 Small Tools 12.717 5111.010 Striping Supplies 65,000 5111012 Concrete Supplies 44,000 5121.001 RenWl.eases 13,000 5121.003 Equipment Rental 20,948 5131.001 Electric Utility 392,400 5131.002 Gas Utility 27,000 5131.003 Telephone Utility 3,400 5131.006 Water Utility 16,500 5141.003 Street Sweeping Services 20,000 5141 004 Bridge Maintenance 8,000 5141.008 Traffic Signs & Markings 20,000 • • 5161.001 Contractual Services 1,646,667 5161.002 Professional Services 79,660 5185.003 Taxes/Licenses/Fees 22,700 5191.001 Travel & Training 11,100 5191.003 Education Reimbursement 500 5191.014 Auto Allowance & Mileage 200 5191.006 Employees' Uniform 31,205 5211.001 Computer Replacement 19,398 5211.003 Equipment Replacement 29,300 5211 004 Insurance Allocation 231,080 5511.100 Contributions to the General Fund 629,110 Total Operations & Maintenance 3,897,896 Capital Outlay 5201.002 Equipment 45,000 5201.003 Automotive Equipment 2,900 Total Capital Outlay a7 ona City of Santa Clarita 0 C� • Building and Safety Program Purpose The Building and Safety Division serves to protect the health, safety, and welfare of the community through the enforcement of state and local building codes, laws, and regulations pertaining to construction in the City. Part of this responsibility includes ensuring that persons with disabilities are provided equal access to buildings as required by state law. The Division seeks to maintain a healthy environment by encouraging the construction of sustainable, energy efficient buildings within the community. Primary Activities The primary activities of the Building and Safety Division are to review construction drawings for compliance with state and local codes, issue building related permits for new construction, conduct field inspections, and maintain accurate records of permits and similar construction related documents within the City. The division seeks to identify un -permitted or illegal construction activity to reduce potential harm to life or damage to property. Performance Goals: • Provide prompt, quality plan review, permit issuance, and inspection services. • Improve efficiency in the permit issuance and inspection process by implementing new technology and automation. • Encourage developers to build energy efficient and environmentally friendly housing through voluntary participation in `green building' programs by offering builder incentives. • Continue to help residents understand the importance of building codes and the building permit process. • Continue converting historical documents to electronic format to reduce the need for off- site document storage. City of Santa Clarita Personnel 5101.003 5001.001 Regular Employees 1,675,007 5001.006 Certification Pay 809 5003.001 Overtime 26,500 5011.001 Health & Welfare 255,791 5011.002 Life Insurance 4,325 5011.003 Long -Tenn Disability Ins 11,230 5011.004 Medicare 30,624 5011.005 Worker's Compensation 54,740 5011.006 PERS 319,165 5011.007 Deferred Compensation 19'860 5011.008 Unemployment Taxes 4,386 Total Personnel 5,300 2,402,437 Operations & Maintenance 5101.003 Office Supplies 2,065 5101.004 Printing 2,035 5101.005 Postage 200 5111.001 Special Supplies 5,015 5121.001 Rents/Leases 600 5161.001 Contractual Services 366,080 5161.020 Expedite Contract Services 40,000 5191.003 Education Reimbursement 500 5191,004 Auto Allowance & Mileage 200 5191.006 Employees' Uniform 2,250 5211.001 Computer Replacement 23,311 5211.003 Equipment Replacement 5,300 5211.004 Insurance Allocation 98,759 Total Operatious & Maintenance 546,315 Environmental Services Program Purpose Personnel The purpose of the Environmental Services 5001.001 Regular Employees 852,167 • Division is to develop and implement 5001.006 Certification Pay 390 sustainability and pollution prevention programs, 5003.001 Overtime 11,200 and ensure that the City meets the mandated 5011.001 Health & Welfare 151,632 requirements of the Clean Water Act, National 5011.002 life Insurance 2'200 Pollutant Discharge Elimination System (NPDES) 5011.003 long -Term Disability Ins 5,714Soli and California Integrated Waste Management Act. ooa Medicare is,79a 5011.005 Worker's Compensation 36,268 5011.006 PERS 162,512 Prim Activities Primary 5011.007 Deferred Compensation 6,000 Environmental Services enhances the sustainability sol l.008 Unemployment Taxes 2,600 of the community through reducing pollution from Total Personnel 1,246,481 urban runoff, solid waste, household hazardous waste (HHW), and air sources through program Operations & Maintenance implementation, education and enforcement. 5101.001 Publications & Subscription 1,500 5101.002 Membership & Dues 975 Performance Goals 5101.003 Office Supplies 2,200 • Work with the City's Commercial Franchised 5101.004 Printing 7,000 5101.005 Postage 2,850 Hauler to site and construct a Materials 5111 001 Special supplies 12,540 Recovery Facility in the City. 5111,002 Vehicle Fuel 18,575 • Maintain and enhance the waste exchange and 5111.005 Maintenance/Supplies 7,500 RMDZ programs. 5121.001 Rents/1-eases 3,650 • Reach 50% diversion. 5121.003 Equipment Rental 9,000 • Implement the Standard Urban Stormwater 5131.003 Telephone Utility 2,100 • Mitigation Plan (SUSMP) and Storm Water 5141.003 Street Sweeping Services 677,390 Pollution Prevention Plan (SWPPP) 5141.006 Storm Drain Repair 66,000 development requirements. 5161.001 Contractual Services 259,010 5161.002 professional Services 49,000 • Ensure 100% compliance with the current 5161.005 Promotion & Publicity 10,000 NPDES Permit Citywide. 5191.001 Travel & Training 10,000 • Assist In the negotiation efforts with the 5191.003 Education Reimbursement 2,000 Regional Water Quality Control Board 5191.004 Auto Allowance & Mileage 2,000 concerning the requirements of the NPDES 5191.005 Reg 15 Incentives Program 12,500 Permit. 5191.006 Employees' Uniform 4,150 • Continue and improve the Sustainable Santa 5211.001 Computer Replacement 15,975 Clarita Program/Green Building outreach and 5211.003 Equipment Replacement 4,600 implement web page. 5211.004 Insurance Allocation 67,676 • Reduce single occupant vehicle use and air 5511.100 Contributions to the General Fund 448,790 pollution through promotion of Rideshare Total Operations & Maintenance 1,696,981 Week and Bike to Work Week campaigns. Capital outlay 5201.003 Automotive Equipment 400,000 Total Caoital Outlav 400,000 is City of Santa Clarita Public Safety City Manager Santa Clanta Valley Shenfrs Department Community Patrol Safety Awareness Traffic Enforcement elective/I nvestigaUve Functions Crime Prevention STAR CIT COBRA Los Angeles County Fire Department Fire Prevention Public Education Public Assistance O • Public Safety Budget Summary Personnel Services & Maintenance 127,413 18,747,361 [Pro,Iran] Bud�,et Police Services 18,838,024 Fire Protection 0 0 Police 5 Fire Protection 0.2% 99.8% 750 • City of Santa Clarita Police Services • „_ I, Program Purpose l The purpose of the Public Safety/Police Services Program is to provide general Account Number's: III II law enforcement, traffic enforcement, Personnel crime prevention, and a variety of 5001.001 Regular Employees 58,202 specialized services to the residents of 5002.001 Temporary Employees 31,480 Santa Clarita. 501 L001 Health &Welfare 17,496 Primary Activities 5011.002 Life Insurance 150 The primary activities include round -the- 5011.003 Long -Term Disability Ins 390 clock neighborhood patrol, traffic 5011.004 enforcement, accident investigation, Medicare 1,659 detective functions, crime prevention, 5011.005 Worker's Compensation 5,837 helicopter patrol, Success Through 5011.006 PERS 11,899 Awareness Resistance (STAR), special 5011.008 Unemployment Taxes investigations, community policing 300 services, and supplemental service Total Personnel 127,413 during special City events. Operations & Maintenance Performance Goals 5101.003 Office Supplies 600 • Work to maintain neighborhoods and 5101.004 Printing • business communities free from the Special Supplies 1,000 blight of graffiti. 5111.001 21,688 • Partner with the City to combat gang 5151.002 Claims Payment 802,317 related and juvenile crimes with 5161.001 Contractual Services recreational opportunities,5161.050 General law 717,793 intervention strategies, and 16,676,964 traditional enforcement and make 5161.051 Community Service Officers 30,320 extensive use of the Teen Court and 5161.052 Community Relations Community Court programs. 5161.053 Business Alliance Program 223,766 • Work to increase resident safetyd an 40'00° awareness to prevent auto theft, car 5171.008 Special Events -Sheriff 105,990 burglaries, and other crime. 5191.001 l & Training ranng i i 6,000 As Reduce collisions through officer 5191 006 Employees' Uniform enforcement and use of the red light 60D photo enforcement program. 5201.002 Equipment 63,573 5201.003 Automotive Equipment 20,000 Total Operations & Maintenance 1, ,,,,, 11, • City of Santa Clarita 4, Fire Protection Program Purpose The purpose of this program is to provide fire prevention, protection, and suppression within the City boundaries. Primary Activities The Fire Prevention and Protection Program responds to various emergencies including, but not limited to, providing fire prevention and public education programs and responding to public and City's assistance calls. Fire protection and prevention services are provided to the City by means of the wildfire protection district. Costs associated with services are deducted from property tax 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. CJ City of Santa Ctarita Operations & Maintenance 5161.001 Contractual services Total Operations & Maintenance 36,750 36,750 Parks, Recreation & Community Services O Director of Parks, Recreation & Community Services Administration I I Parks arks, Recreation, arks & Grounds & Community Maintenance Services Marathon Commission Park Development Field/Facility Management Open Space Management Park Planning Street Art Festival Parks Master Plan Development Youth & Family Review Concerts in the Santa Monica Mountains Parks Facility Conservancy Maintenance L Trails Day Camps j Fine Craft Shows SCWRCA/ JPA Community Cente Open Space Maintenance 4 of July Non -Profit Liaisons Pool Maintenance Child Sister Cities Median Maintenance Task Force Community Arts and Recreation Services Events Contract Classes Graffiti Removal Cowboy Festival Pee Wee, Youth, Volunteers Santa Clanta & Adult Sports Marathon Emergency Field/Facility Management Street Art Festival Rental Youth & Family SEASONS Concerts in the Brochure Human Relations Park Forum Day Camps j Fine Craft Shows Community Cente Parkmobile 4 of July Programs Crossing Guards i Fireworks Child Anti -Gang Development Public Art Task Force Aquatics Community Service Grants Arts Education Sports Complex (Gym, Skatepark, Worksource Center/ & Activities Center) Employment Svcs. Cultural Facilities Excursions Blue Ribbon Arts Advisory Task Force Committee Registration Public Safety Grants Arts Alliance Youth Advisory Event Permits Committee Community Court Fanners Market at California FTour Cityof anta Clantaresents . . Parks, Recreation & Community Services audget Summary Personnel Services $ 13,605,889 Operations & Maintenance 7,420,075 Administration $ 1,093,735 Recreation 6,745,341 Parks 7,573,854 Community Services 3,756,577 Arts and Events 1.856.457 • Community Services 18'%4 0 Arts and Events Administration 9% 5% Parks 36% Recreation 32% 0 Administration Program Purpose Personnel The Parks, Recreation and Community 5001.001 Regular Employees 500,768 Services Administration program provides 5002,001 Temporary Employees 46,539 support and direction to all office, field, and 5003.001 Overtime 1,500 maintenance functions within the 5011.001 Health & Welfare 70,984 Department. Administration staffs the City's 5011.002 Life Insurance 1,291 Parks, Recreation, and Community Services 5011.0033,357 Disability Ins Commission, attends all City Y Council5011.004 Medicare dicare 9,818 meetings, develops and administers the 5011.005 workers Compensation 16,524 Department budget, goals, and fulfills a 5011.006 PERS 95,829 variety of planning and development 5011.0079,000 Defamed Compensation functions for the Cl ty. 5011.008 Unemployment Taxes 1,200 Total Personnel 7SC810 Primary Activities The primary activities of the Parks, Operations & Maintenance Recreation and Community Services 5101 001 Publications & Subscription 300 Administration program include recruitment, 5101 002 Membership & Dues 1,200 selection, and training of full-time 5101 303 Office Supplies 500 supervisory and administrative employees. 5111 301 Special Supplies 5,200 Additional activities include staffing and 5131.003 Telephone Utility 1,800 • agenda preparation for Parks, Recreation, 5161.001 Contractual Services 225,175 and Community Services Commission and 5161.002 Professional Services 17,250 City Council, administration, development, 5161.008 Graphic Design services 25,000 and supervision of Department budget, 5171006 Cosponsorship 10,030 purchasing, accounting, and cash handling 5191.001 Travel & Training 6,000 operations, and strategic planning for long 5191003 Education Reimbursement 1,000 range Department program and facility 5191304 Auto Allowance & Mileage 7,000 development. 5211,301 Computer Replacement 4,564 5211.003 Equipment Replacement 12,600 Performance Goals 5411 004 Insurance Allocation 19,336 Total Operations & Maintenance 336,925 • Implement work program for the Open Total 2008/09 Budget Space Preservation District. r � U • Implement the Parks, Recreation, and Open Space Master Plan City of Santa Clarita C1 • • Recreation Program Purpose The Recreation Division's purpose is to provide quality recreation, social, and cultural activities for youth, adults, and families. These activities continually reflect the desires and changing trends of our growing and richly diverse community. The programs and activities offered by the division promote the quality of life, healthy living, and sense of community. Primary Activities The primary activities of the Recreation Division include youth and adult sports; activity registration; development and production of the City's Parks, Recreation & Community Services Seasons Brochure; day camps and child development programs; a wide array of swimming classes and activities; exercise, fitness, and health programs; visual and performing art classes; facility rentals; and field allocation. The goal is to continue to develop, implement, monitor, and evaluate the delivery of services that exceed the customers' expectations. Performance Goals a Implement a Recreation Inclusion Program to ensure that all residents of all abilities have the opportunity to participate in recreation services, comfortably and safely. • Expand teen programming to include social, recreational, and fitness opportunities in a fun and inviting setting. City of Santa Clarita Personnel 5001.001 Regular Employees 5001.006 Certification Pay 5002.001 Temporary Employees 5003.001 Overtime 5011.001 Health & Welfare 5011.002 Life Insurance 5011.003 Long -Term Disability Ins 5011.004 Medicare 5011.005 Worker's Compensation 5011.006 PERS 5011.007 Deferred Compensation 5011.008 Unemployment Taxes Total Personnel Operations & Maintenance 5101,001 Publications & Subscription 5101,002 Membership & Dues 5101.003 Office Supplies 5101.004 Printing 5101.005 Postage 5111.001 Special Supplies 5111.005 Maimcnance/Supplies 5161.002 Professional Services 5185.004 Todd Longshore SCORE 5191.001 Travel & Training 5191.004 Auto Allowance & Mileage 5191.006 Employees' Uniform 5211,001 Computer Replacement 5211.003 Equipment Replacement 5211,004 insurance Allocation Total Operations & Maintenance 1,812,432 207 1,864,261 6,000 338,256 4,674 12,143 63,964 191,965 390,278 8,000 5,800 4,697,980 50 2,740 7,000 104,331 48,450 624,885 11,445 1,013,455 4,000 7,000 8,830 28,000 33,089 13,900 140,186 2,047,361 10 Parks Program Purpose The Parks Division is comprised of three sections: Planning and Development as well .r rt The primary activities of the Parks Division Personnel Publications & Subscription as Parks Grounds and Building 5001'001 Regular Employees 2,765,955 Maintenance. The Division provides 5001.006 Certification Pay 3,500 planning, construction administration and 5002.001 Temporary Employees 249,520 maintenance of parks, trails, open space, 5003.001 overtime 25,000 landscaped medians and facilities. The 5011'001 Health & Welfare 589,032 program is responsible for the review and 5011'002 Life Insurance 7,149 implementation of development projects for 5011.003 Long -Term Disability Ins 18,557 various park and recreation requirements. 5011'004 Medicate 56,223 The program is involved in various park- 5011.005 worker's Compensation 166,531 related bond issues, competitive grant 5011.006 PERS 534,179 applications, and coordination of regional 5011.007 Deferred Compensation 10,000 parks and recreation facilities with outside 5011.008 Unemployment Taxes 10,100 315,000 Total Personnel 4,435,746 agencies Primary Activities Operations & Maintenance The primary activities of the Parks Division 5101.001 Publications & Subscription 900 include the implementation of various 5101.002 Membership & Dues 1,405 functions associated with park maintenance, 5101.003 Office Supplies 3,500 • park planning, and development. 51o1.004 Printing 2,250 5101.005 Postage 650 The Parks Division works with the 5111.001 Special Supplies 11,360 Community on the master plans and designs 5111.005 Maintenance/Supplies 276,700 of various recreational facilities. The 5111.007 Small Tools 11,750 Division oversees the implementation of 5121.003 Equipment Rental 7,445 these designs by managing the construction 5131.001 Electric Utility 635,835 process. Once construction is completed, 5131.002 Gas Utility 228,995 the Parks Division is then responsible for the 5131A03 Telephone Utility 16,430 ongoing maintenance of the facility. 5131.006 water Utility 315,000 5161.001 Contractual Services 674,126 Performance Goals 5161.002 Professional Services 47,307 • Complete the construction of the 5161.010 landscape Services 87,600 new Skate Park at the George A. 5161.023 Landscape MainUSupplies 269,480 Caravalho Santa Clarita Sports 5185.005 Open Space Expense 23,500 Complex. 5191.001 Travel & Training 14,850 5191.004 Auto Allowance & Mileage 1,000 • Complete the design Of the 5191.006 Employees' Unifomr 31,450 Recreation Center at Central Park. 5211.001 Computer Replacement 55,909 5211.003 Equipment Replacement 183,800 • Optimize water conservation 5211.004 Insurance Allocation 236,866 measures in all parks and reduce Total Operations & Maintenance 3,138,108 costs by 10%. Total 2008/09 Budget 7.�73854 • City of Santa Clarita City of Santa C(arita Community Services private property owners with graffiti removal. Program Purpose • Enhance and expand the Family The purpose of Community Services is to Education Program through administer and support programs and collaboration with local school funding in response to community needs, districts, College of the Canyons The Division is dedicated to the and other community organizations. development and implementation of quality, Continue to facilitate the Family values -based programs that encourage youth Education and Resources Partners to make positive choices, strengthen the with the focus on identifying gaps in family unit, and promote community services, reducing duplication of partnerships while enhancing safety in the efforts, and building strong community and celebrating its diversity. collaborations. Grants administered by the Division address teen issues, delinquency prevention, intervention, job training, employment, and Homeland Security. t Miscellaneous Primary Activities Account Number:I1Primary activities of the Community 15312 Services Division for Fiscal Year 2008-09 Personnel focus On community -wide issues, 5001.001 Regular Employees 1.329.282 community involvement, and safety 5002.001 Temporary Employees 830,668 programs. The intent is to cultivate positive 5003.001 Overtime 4,000 • behaviors and actions in our families, youth 5011.001 Health & Welfare 244,944 and teens. The Division will continue to 5011.002 Life Insurance 3.429 facilitate graffiti removal and the 5011.003 Long -Term Disability Ins 8,907 implementation of juvenile delinquency, 501 LOO Medicare 37,521 crime prevention and intervention programs 5011.005 Worker's Compensation 96,773 utilizing grant funds to improve quality of 5011.006 PERS 273.912 life. 5011.007 Deferred Compensation 6,000 5011.00& Unemployment Taxes 4,200 Performance Goals Total Personnel 2,839,636 • Continue to enhance and implement the Santa Clarita Community Court Operations & Maintenance Diversion Program which makes 5101.001 Publications & Subscription 1,655 quality of life violations swift, 5101.002 Membership & Dues 2,720 visible and local. 5101.003 Office supplies 7,035 5101.004 Printing 34,015 • Implement and exercise the National 5101.005 Postage 2,720 Emergency Management System 5111.001 Special Supplies 222,241 (NEMS). 5161.001 Contractual services 54,450 5161.002 Pmilmional Services 255,260 • Continue outreach to schools and 5161.004 Advertising 3,500 parents to educate them on the 5161.005 Promotion & Publicity 13,000 warning signs of tagging and the 5171.001 Community service Grants 150,000 graffiti rewards program. Implement 5171.006 Cosponsorship 8,000 • the paint matching program to assist 5171.007 Rewards program 5,000 5191.001 Travel & Training 8,300 City of Santa C(arita • City of Santa Clarita 5191.004 Auto Allowance & Mileage 13,920 • 5191.006 Employees' Uniform 3,500 5211.001 Computer Replacement 21,679 5211.003 Equipment Replacement 18,100 5211.004 Insurance Allocation 91,846 Total Operations & Maintenance 916,941 • City of Santa Clarita • Arts and Events city, and as a community that values a healthy lifestyle. Program Purpose Funding Source: General Fund The Arts & Events Office was formed to t , •r: 15400-15410 promote, support, and develop arts Personnel programming and regional and 5001.001 Regular Employees 468,945 community events for the benefit of 5002.001 Temporary Employees 113,874 local citizens, while utilizing these 5003.001 Overtime 66,120 programs and events to encourage 5011.001 Health & Welfare 90,396 economic development and tourism to 5011.002 We Insurance 1.209 the Santa Clarita Valley. 5011.003 Long-Tenn Disability Ins 3.143 5011.004 Medicare 11,427 5011.005 Worker's Compensation 25,030 Primary Activities 5011.006 PERS 92,023 The primary activities of the Arts and 5011.007 Deferred Compensation 2,000 Events Office comprise the production of 5011.008 Unemployment Taxes 1,550 regional events including the Cowboy Total Personnel 875,717 Festival, the Santa Clarita Marathon, and the Santa Clarita Street Art Festival, and the Operations & Maintenance production of community events including 5101.001 Publications & subscription 300 the Concerts in the Parks, 4th of July 5101.003 Membership &Dues 1,295 Fireworks, and the Suburbia Teen Band 5101.003 Office Supplies 3,405 • Nights. The Office is also charged with 5101.004 Printing 55,975 special event permits and serving as the 5101.005 Postage 3,500 Lead Arts Agency for the Community, by 5111.001 special supplies 250,195 convening advisory groups, providing arts 5121.001 Rents/Leases 25,000 services, enhancing youth and arts 5161.001 Contractual services 3,500 opportunities, implementing a public art 5161.002 Professional Services 560,440 program including the California Bears 5161.004 Advertising 8,600 Project, and working to build new cultural 5161.005 Promotion & Publicity 16,000 facilities and to create an arts and theatre 5171.003 Parking Expense 2,000 district in Newhall. 5191.001 Travel & Training 1,400 5191.004 Aum Allowance & Mileage 1,330 Performance Goals 5211.001 Computer Replacement 9,128 5211.004 Insurance Allocation 38,672 • Increase tourism and economic Total Operations & Maintenance 980,740 development through the production of events and arts programs, with an emphasis on sports and cultural tourism. • Raise the quality of life for the City's citizens by providing community events and increasing cultural opportunities. • Assist in the creation of an identity for • Santa Clarita, throughout the region and the nation, as a visionary and creative City of Santa Clarita Redevelopment Agency Redevelopment Agency (City Council) RedevelopmentI I Executive Director Committee (City Manager) stant Exec Director (Assistant Redevelopment Projects I I Planning *Redevelopment Agency Budget Summary Personnel Services $ 250,190 Operations & Maintenance 1.702.629 Redevelopment Agency Low/Moderate Housing Redevelopment Debt Service • 0 Personnel Services 13% Operations & Maintenance 87% 863,160 903,408 • Redevelopment Account ' u II Personnel Program Purpose 5001.001 Regular Employees 177,093 The Newhall Redevelopment Agency is responsible 5011.001 Health & Welfare 26,008 for the revitalization of the Redevelopment Project 5011.002 Area through the implementation of the Newhall Life Insurance 457 Redevelopment Plan, the Newhall Redevelopment 5011.003 Long -Term Disability Ins 1,186 Committee strategic plan, and The Downtown 5011.004 Medicare 3,185 Newhall Specific Plan. The Newhall 5011.005 Worker's Compensation 5,694 Redevelopment Agency will ensure that the project area is developed in a manner consistent with the 5011.006 PERS 33,721 adopted plan in order to ensure a well-planned, 5011.007 Deferted Compensation 2,400 orderly, and vibrant community. 5011.008 Unemployment Taxes 446 Primary Activities Total Personnel 250,190 Activities include capital improvements, marketing Operations & Maintenance programs, economic development programs, and 5101001 Publications & Subscription other applicable redevelopment programs and 500 projects. 5101.002 Membership & Dues Soo 5101.003 Office Supplies Performance Goals Printing 200 • Implement 80% the priorities identified in the slol.00a 2,000 • Newhall Redevelopment Committee Strategic 5161.001 Contras ual Services 21,500 Plan. 5161.002 Professional Services 100,000 • Continue the revitalization goals identified in the $161.004 Advertising downtown Newhall Improvement Program. 1,000 5161.100 ARomey Services; • Implement the goals and objectives of the 5,000 Newhall Redevelopment Plan. 5182.001 Pass Thru Agency Expense 563,304 • Provide for a general program of redevelopment 5185.003 Taxes/Licenses/Fees incentives that will serve to eliminate blight and Travel & Training 46,800 strengthen the commercial and industrial base in 5191001 4,175 the project area. $211 001 Computer Replacement 2,624 • Implement the Downtown Newhall Specific 5211.004 Insurance Allocation Plan. Interest 11,118 5301.001 903,406 5511.100 Contributions to the General Fund 40,500 Total Operations & Maintenance 1,702,629 City of Santa Clarita Five -Year CIP Table of Contents Page No. Capital Improvement Program Overview......................................................... Summaries 2008-09 CIP Budget Summary....................................................................... Five -Year CIP Summary Listing by Type of Project ........................................... FY 2008-09 Capital Projects Program Funding ................................................. Five -Year CIP Summary Listing of Revenue & Expenditures by Fund ................ Beautification 2008-09 Median Landscaping Program, B0004......................................................... Billboard Removal Program, B0012.............:........................................................ Community Median Landscape aka San Fernando Rd., Ph 1, B0002 ............................... Wiley Canyon Median Landscape Improvement, B1007.......... ...................................... Circulation 2008-09 Circulation Improvements, C0033.............................................................. 2008-09 Median Modification Program, C0034......................................................... • 2008-09 Roadway Safety Program, C0035.............................................................. 5th Street and Newhall Avenue Traffic Circle C2022 ............................ • Overhead Street Signage Installation Program, C0029 ................................................. Facilities Activities Center Mezzanine, F3015...................................................................... Canyon Country Community Center - Feasibility Study, F3014 ...................................... Downtown Newhall Parking Structure, 2009 -017 ........................................................ Newhall Library, F2007..................................................................................... Infrastructure Levee Certification, N000]................................................................................. Intelligent Technology_ Intelligent Transportation Sub system Phase II, I0004 ................................................. Intelligent Transportation Subsystem Phase III, I0006 ................................................. Video Detection System Upgrades, I0007................................................................ Maintenance 2008-09 Bridge Maintenance Program, M0067......................................................... 2008-09 Overlay and Slurry Seal Program, M0063 .................................................. 2008-09 Park Rehab Program, M0062...................................................................... ® 2008-09 Sidewalk Repair Program, M0064.............................................................. Five -Year CIP Table of Contents . - • Page No. Maintenance - Continued 2008-09 Storm Water Flow Line Repair Program, M0065 ............................................. 2008-09 Traffic Signal Light -Emitting Diode Replacement Program, M0066 ..................... Jan Heidt Metrolink Tactile Tile Replacement, M2004 ................................................ Santa Clarita Metrolink Station Fountain Repairs, M4010 ......................... I................... Parks Big League Dreams Sports Park, P0016.................................................................. Santa Clarita Sports Complex Phase IV - Grading & Drainage, P3012 .............................. Santa Clarita Sports Complex Phase IV - Gymnasium, P301 1 .......................................... Santa Clarita Sports Complex Phase IV - Site Design & Construction, P3010 ..................... Resource Manaizement & Conservation Bouquet Canyon Creek Restoration, R4001............................................................... Environmental Mitigation Land Acquisition, R0002 ..... :................................................ Santa Clara River Bank Stabilization/Mitigation, R3001 ............................................... Santa Clara River Watershed Plant Removal (SCARP), R4002 ........................................ • Streets & Bridges Dockweiler Drive/Lyons Avenue - Environmental, S3023 ............................................ Golden Oak Railroad Crossing & Sidewalk, S3025 ......................: .............................. I-5 Magic Mountain Interchange Ph II , S1003.......................................................... Newhall Ranch Road - Golden Valley Road Bridge over the Santa Clara River, 54013.......... Newhall Streetscape, Ph I S2004............................................................................. Via Princessa Roadway - Isabella Parkway to Golden Valley Road ................................... Trails & Transit 16th Street & Newhall Avenue Pedestrian Improvements, T2004 ..................................... 2008-09 Access Ramp Construction Program, T0027 ................................. I ................ San Fernando Road Pedestrian Facilities & Sidewalk to Carl Court, T2003 ........................ Santa Clara River Commuter Trail Segment 1, T0017 .......:........................ I ....... I......... Santa Clara River Regional Trail - Design, T4004......................................................... Soledad Canyon Road/Crossglade Avenue Improvements, T3012 .................. ....... I......... UnfundedProjects List....;................................................................................. . 0 0 • Capital Improvement Program overview The 2009-13 Five -Year Capital Improvement Program (CIP) Budget is a decision-making tool that provides the City Council, staff, and residents with an opportunity to identify and prioritize significant infrastructure needs for the community. Santa Clarita's CIP budget is a component of the annual budget process that addresses the City's short- and long-term capital needs. As in previous years, the five-year CIP budget includes potential capital projects that reflect the desires of the community, as well as projects that address , operational and maintenance needs. As the budget process unfolds, the City Engineer analyzes each potential project in order to develop cost ' estimates for each project, while the City Treasurer reviews the City's financial position in order to determine potential revenues available to fund proposed projects. Once the fiscal analysis is completed by the City Treasurer, the Capital Budget Planning Team meets for further discussion and review of the proposed projects. After these initial recommendations are made, 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 Community Strategic Planning goals and other significant development and/or planning efforts. • Projects previously budgeted in the City's five-year CIP. • Projects that reduce ongoing operational costs. • Projects that have committed outside 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 2008-09 Budget are outlined in the CIP Summaries section of this document. The proposed CIP consists of improvements and projects totaling $25,052,737 and is distributed among the following project categories: • Beautification & Landscaping $ 975,000 • Circulation 575,000 • Facilities & Buildings 388,500 • Infrastructure 500,000 • Intelligent Transportation System 3,446,000 • Maintenance 6,828,338 • Parks 1,205,000 • Resource Mgmt. & Conservation 1,424,139 • Streets & Bridges 8,729,470 • Trails & Transit 981,290 Total Program $25,052,737 Fiscal Year 2008-09 Capital Projects by Category is O Beautification & Landscaping ® Caculation ! ❑ Facilities & Buildings ❑ Infrastructure e Intelligent Transportation Systems 111VIamtenance ® Parks O Resource Mgmt & Conservation ■ Streets & Bridges 0 Ti ails & Transit SXSTA ti U �DfD 15 DECWIg J 0 FY 2006-09 CIP Budget Summary Ili 2008-09 Budget Beautification B0004 2008-09 Median Landscaping Program $ 300,000 B0012 Billboard Removal Program 70,000 B0002 Community Median Landscape aka San Fernando Road Median Ph I 185,000 B 1007 Wiley Canyon Road Median Landscape Improvement 420,000 $ 975,000 Circulation C0033 2008-09 Circulation Improvements $ 100,000 C0034 2008-09 Median Modification Program 50,000 C0035 2008-09 Roadway Safety Program 50,000 C2022 5th Street and Newhall Avenue Traffic Circle 75,000 C0029 Overhead Street Signage Installation Program 300,000 388,500 $ 575,000 Facilities F3015 Activities Center Mezzanine $ 140,000 • F3014 Canyon Country Community Center - Feasibility Study F2007 Newhall Library 48,500 200,000 $ 388,500 Infrastructure N0001 Levee Certification $ 500,000 $ 500,000 Intelligent Technology I0004 Intelligent Transportation Subsystem Phase II $ 20,000 I0006 Intelligent Transportation Subsystem Phase III 3,356,000 I0007 Video Detection System Upgrades 70,000 $ 3,446,000 Maintenance M0067 2008-09 Bridge Maintenance Program $ 700,000 M0063 2008-09 Overlay and Slurry Seal Program 5,000,000 M0062 2008-09 Park Rehab Program 167,000 M0064 2008-09 Sidewalk Repair Program 451,338 M0065 2008-09 Storm Water Flow Line Repair 150,000 M0066 2008-09 Traffic Signal Light -Emitting Diode Replacement Program 210,000 M2004 Jan Heidt Metrolink Tactile Tile Replacement 50,000 M4010 Santa Clarita Metrolink Station Fountain Repairs 100,000 • $ 6,828,338 FY 2008-09 CIP Budget Summary FY 2008-09 Budget Parks P0016 Big League Dreams Sports Park $ 725,000 P3012 Santa Clarita Sports Complex Phase IV - Grading & Drainage 120,000 P3011 Santa Clarita Sports Complex Phase IV - Gymnasium 360,000 $ 1,205,000 Resource Management & Conservation R4001 Bouquet Canyon Creek Restoration $ 118,000 R0002 Environmental Mitigation Land Acquisition 1,080,000 R3001 Santa Clara River Bank Stabilization/Mitigation 80,000 R4002 Santa Clara River Watershed Plant Removal (SCARP) 146,139 $ 1,424,139 Streets & Bridges S3023 Dockwiler Drive/Lyons Avenue - Environmental $ 515,000 S3025 Golden Oak Railroad Crossing & Sidewalk 1,000,000 S1003 I-5 Magic Mountain Interchange Ph 11 4,245,000 S4013 River 769,470 S2004 Newhall Streetscape $ 2,200,000 8,729,470 • Trails & Transit T2004 16th Street & Newhall Avenue Pedestrian Improvements $ 40,000 T0027 2008-09 Access Ramp Construction Program d 50,000 T2003 San Fernando Road Pedestrian Facilities & Sidewalk to Carl Court 130,400 T0017 Santa Clara River Commuter Trail Segment 1 502,190 T4004 Santa Clara River Regional Trail - Design 97,000 T3012 Soledad Canyon Road/Crossglade Avenue Improvements 161,700 $ 981,290 2008-09 Capital Improvement Program Total: $ 25,052,737 0 Five -bear CIP Summary Listing �y Type of Project Category/ Project Account Prior FY FY FY FY FY Total Source of Funds Number Years 2008-09 2009-10 2010-11 2011-12 2012-13 Cost 2008-09 MEDIAN LANDSCAPING PROGRAM TDA Article 8 B0004233 0 300,000 0 0 0 0 300,000 Priority Unfunded 0 0 285,000 0 0 0 285,000 Total 0 300,000 285,000 0 0 0 585,000 BILLBOARD REMOVAL General Fund B0012601 30,000 70,000 0 0 0 0 100,000 Total 30,000 70,000 0 0 0 0 100,000 COMMUNITY MEDIAN LANDSCAPE % SAN FERNANDO ROAD MEDIAN PH I General Fund B0002601 680,000 185,000 0 0 0 0 865,000 Prop C Local B0002260 500,000 0 0 0 0 0 500,000 Total 1,180,000 185,000 0 0 0 0 1,365,000 &ILEY CANYON RD. MEDIAN LANDSCAPE IMPROVEMENT LMD Zone T-1 B1007357 0 420,000 0 0 0 0 420,000 Total 0 420,000 0 0 0 0 420,000 Category Subtotal 2,470,000 F 1,210,000 975,000 285,000 0 0 0 is Five -Year CIP Summary Listing By Type of Project 0 Category/ Project Account Prior FY FY FY FY FY Total Source of Funds Number Years 2008-09 2009-10 2010-11 2011-12 2012-13 *Cost s err r � n "�'�, r �,:u`l,:r� �,-`t a�; �;r 1�, - �43�'✓ Circulation.; �.r .'sl:�,i 2008-09 CIRCULATION IMPROVEMENTS Prop 42 C0033230 0 100,000 0 0 0 0 100,000 Total 0 100,000 0 0 0 0 100,000 2008-09 MEDIAN MODIFICATION PROGRAM TDA Article 8 C0034233 0 50,000 0 0 0 0 50,000 Priority Unfunded 0 0 50,000 50,000 50,000 50,000 200,000 Total 0 50,000 50,000 50,000 50,000 '50,000 250,000 2008-09 ROADWAY SAFETY PROGRAM Gas Tax C0035230 0 16,591 0 0 0 0 16,591 Streetlight Maint Dist C0035354 0 25,000 0 0 0 0 25,000 TDA Article 8 C0035233 0 8,409 0 0 0 0 8,409 Priority Unfunded 0 0 50,000 50,000 50,000 50,000 50,000 200,000 • Total 0 50,000 50,000 50,000 50,000 250,000 5TH STREET & NEWHALL AVENUE TRAFFIC CIRCLE -RDA- - - - - - C2022390- 0 75,000 - - -- -0 - - 0 -- 0 __0 - -75,000 - - - Total 0 75,000 0 0 0 0 75,000 OVERHEAD STREET SIGNAGE INSTALLATION PROGRAM Developer C0029306 300,000 0 0 0 0 0 300,000 Gas Tax C0029230 250,000 150,000 0 0 0 0 400,000 General Fund C0029601 24,000 0 0 0 0 0 24,000 Streetlight Maint Dist C0029354 0 150,000 0 0 0 0 150,000 Total 574,000 300,000 0 0 0 0 874,000 Category Subtotal 1,549,000 574,000 575,000 100,000 100,000 100,000 100,000 - Five -Yea r- cI P Summary Listing gBy Type ®f Project Category/ Project Account Prior FY FY FY FY FY Total Source of Funds Number Years 2008-09 2009-10 2010-11 2011-12 2012-13 Cost ACTIVITIES CENTER MEZZANINE General Fund F3015601 1,026,560 140,000 0 0 0 0 1,166,560 Total 1,026,560 140,000 0 0 0 0 1,166,560 CANYON COUNTRY COMMUNITY CENTER 0 0 0 0 500,000 General Fund F3014601 26,500 48,500 0 0 0 0 75,000 Priority Unfunded 0 0 2,000,000 0 0 0 2,000,000 Total 26,500 48,500 2,000,000 0 0 0 2,075,000 DOWNTOWN NEWHALL PARKING STRUCTURE Priority Unfunded 0 0 6,000,000 0 0 0 6,000,000 Total 0 0 6,000,000 0 0 0 6,000,000 NEWHALL LIBRARY *eneralFund F2007601 1,000,000 0 0 0 0 0 1,000,000 RDA F2007390 0 200,000 0 0 0 0 200,000 Priority Unfunded 0 0 26,000,000 0 0 0 26,000,000 - - Total- - - - - -- -- - - 1,000,000-- " 200,000 26,000,000 --- 0 -0 - — 0 -27,200,000-- Category Subtotal 36,441,560 2,053,060 388,500 34,000,000 0 0 0 LEVEE CERTIFICATION General Fund N0001601 0 500,000 0 0 0 0 500,000 Total 0 500,000 0 0 0 0 500,000 Category Subtotal 0 500,000 0 0 0 0 500,000 J -- Five -Year CIP summary Listing By Type of Project Category/ Project Account Prior FY FY FY FY FY Total Source of Funds Number Years 2008-09 2009-10 2010-11 2011-12 2012-13 Cost �Intelligent�Tr"ansportafion�Systems��: �v�ur_��� ��yp ;���3.';�}�:'�� INTELLIGENT TRANSPORTATION SUBSYSTEMS PH II Developer 10004306 500,000 FHWA - CMAQ 10004229 1,250,000 Prop.0 Local 10004260 450,000 Streetlight Maint Dist 10004354 479,999 Total 0 2,679,999 INTELLIGENT TRANSPORTATION SUBSYSTEMS PH III Prop C Grant 10006260 Prop C Local 10006260 Streetlight Maint Dist. 10006354 Total VIDEO DETECTION SYSTEM UPGRADE PH 11 0 0 0 0 0 500,000 0 0 0 0 0 1,250,000 0 0 0 0 0 450,000 20,000 0 0 0 0 499,999 20,000 0 0 0 0 2,699,999 0 2,181,000 0 0 0 0 2,181,000 0 575,000 0 0 0 0 575,000 0 600,000 0 0 0 0 600,000 0 3,356,000 0 0 0 0 3,356,000 0 Streetlight Maint Dist 10007354 0 70,000 0 0 0 0 70,000 • Total 0 70,000 0 0 0 0 70,000 - Category Subtotal - - -- — 2,679,999- 3,446,000 - -- 0--- ---- -0 -- -0-- - 0- - 6,125,999 _ • Five -Year CI P Summary Listing eBy Type of Project M0067259 Category/ Project Account Prior FY FY FY FY FY Total Source of Funds Number Years 2008-09 2009-10 2010-11 2011-12 2012-13 Cost IVlaintenarice' � 113f 0111 M�,, 0 2008-09 BRIDGE MAINTENANCE PROGRAM 400,000 Gas Tax M0067230 HBRR M0067259 LMD Zone T-7 M0067357 LMD Zone T-8 M0067357 Total 0 2008-09 OVERLAY AND SLURRY SEAL PROGRAM General Fund M0063601 Prop 42 M0063230 Prop C Local M0063260 TDA Article 8 M0063233 Priority Unfunded 0 0-otal 2008-09 PARK REHAB PROGRAM 0 100,000 0 0 0 0 100,000 0 400,000 0 0 0 0 400,000 0 100,000 0 0 0 0 100,000 0 100,000 0 0 0 0 100,000 0 700,000 0 0 0 0 700,000 0 2,873,718 0 0 0 0 2,873,718 0 1,686,474 0 0 0 0 1,686,474 0 313,526 0 0 0 0 313,526 0 126,282 0 0 0 0 126,282 0 0 50,408,215 15,635,768 15,574,437 13,739,500 95,357,920 0 5,000,000 50,408,215 15,635,768 15,574,437 13,739,500 100,357,920 Facilities Replacement M0062723 0 167,000 0 0 0 - -- - - -- --- -- - -- ----- --- -- --- - - - - ---- -- -- -- -- -- - - -------- -- --- - -- - - -- - -- Total 0 167,000 0 0 0 2008-09 SIDEWALK REPAIR PROGRAM General Fund M0064601 0 LMD M0064357 0 TDA Article 8 M0064233 0 Priority Unfunded 0 Total 0 2008-09 STORM WATER FLOW LINE REPAIR PROGRAM Stormwater Utility Fund M0065356 Priority Unfunded Total 2008-09 TRAFFIC SIGNAL LIGHT -EMITTING DIODE (LED) REPLACEMENT PROGRAM Qtreetlight Maint Dist M0066354 tal 0 167,000 0 167,000 76,338 0 0 0 0 76,338 100,000 0 0 0 0 100,000 275,000 0 0 0 0 275,000 0 260,000 260,000 260,000 260,000 1,040,000 451,338 260,000 260,000 260,000 260,000 1,491,338 0 150,000 0 0 0 0 150,000 0 0 150,000 150,000 150,000 150,000 600,000 0 150,000 150,000 150,000 150,000 150,000 750,000 0 210,000 0 0 0 0 210,000 0 210,000 0 0 0 0 210,000 Five -Year CIP Summary Listing By Type of Project Category/ Project Account Prior FY FY FY FY FY Total Source of Funds Number Years 2008-09 2009-10 2010-11 2011-12 2012-13 Cost JAN HEIDT METROLINK TACTILE TILE REPLACEMENT Prop C Local M2004260 0 50,000 0 0 0 0 50,000 Total 0 50,000 0 0 0 0 50,000 SANTA CLARITA METROLINK STATION FOUNTAIN REPAIRS Prop C Local M4010260 0 100,000 0 0 0 0 100,000 Total 0 100,000 0 0 0 0 100,000 Category Subtotal 0 6,828,338 50,818,215 16,045,768 15,984,437 14,149,500 103,826,258 vco. n t:vr iso' a, ., .,._x� �, -rte+„ , -✓ `ia^P i i v r - �Parks BIG LEAGUE DREAMS SPORTS PARK 0 Facility Replacement P0016723 125,000 725,000 0 0 0 0 850,000 Total 125,000 725,000 0 0 0 0 850,000 SANTA CLARITA SPORTS COMPLEX PH IV • SITE DESIGN & CONSTRUCTION General Fund 8,775,000 0 0 0 0 0 8,775,000 General Fund P3010601 37,398 0 0 0 0 0 37,398 ---- -- - ----- ------ — - -- --- Quimby P3010305 - - — - — 570,000 --- -- --- 0 -- 0 ---- 0 0 0 570,000 Total 9,382,398 0 0 0 0 0 9,382,398 SANTA CLARITA SPORTS COMPLEX PH IV GRADING & DRAINAGE Facility Replacement 1,968,701 0 0 0 0 0 1,968,701 General Fund P3012601 2,303,000 120,000 0 0 0 0 2,423,000 Quimby P3012305 549,433 0 0 0 0 0 549,433 Total 4,821,134 120,000 0 0 0 0 4,941,134 SANTA CLARITA SPORTS COMPLEX PH IV GYMNASIUM & SOUTHERN PARKING LOT Quimby P3011305 440,000 360,000 0 0 0 0 800,000 Priority Unfunded 0 0 9,800,000 0 0 0 9,800,000 Total 440,000 360,000 9,800,000 0 0 0 10,600,000 Category Subtotal 14,768,532 1,205,000 9,800,000 0 0 0 25,773,532 Five -Year CIP Summary Listing eBy Type of Project Category/ Project Account Prior FY FY FY FY FY Total Source of Funds Number Years 2008-09 2009-10 2010-11 2011-12 2012-13 Cost Resource Management;`&�Conseipation��,� ���;�,� ,5��{x.,„ BOUQUET CANYON CREEK RESTORATION DBAA R4001351 0 42,000 0 0 0 0 42,000 Developer (SCOPE) R4001306 0 25,000 0 0 0 0 25,000 General Fund R4001601 0 11,000 0 0 0 0 11,000 RWCQG SEP Grant R4001259 0 40,000 0 0 0 0 40,000 Total 0 118,000 0 0 0 0 118,000 ENVIRONMENTAL MITIGATION LAND ACQUISITION B&T- Valencia R0002303 320,000 1,080,000 0 0 0 0 1,400,000 Total 320,000 1,080,000 0 0 0 0 1,400,000 SANTA CLARA RIVER BANK STABILIZATION/MITIGATION General Fund R3001601 98,000 80,000 47,000 0 0 0 225,000 0 Total 98,000 80,000 47,000 0 0 0 225,000 SANTA CLARA RIVER WATERSHED PLANT REMOVAL (SCARP) Federal Grant R4002229 0 37,200 0 0 0 0 37,200 - - ---RWCQB-SEP- Grant- - — -- R4002259 — -63,000- 108,939— -- -0-- -- - -- 0-- -- -0 ._____0 — 17.1,939_ Total 63,000 146,139 0 0 0 0 209,139 Category Subtotal 1,952,139 F777481 1,424,139 47,000 0 0 0 • Five -Year CIP Summary Listing By Type of Project Category/ Project Account Prior FY FY FY FY FY Total Source of Funds Number Years 2008-09 2009-10 2010-11 2011-12 2012-13 Cost DOCKWEILER DRIVE/LYONS AVENUE ENVIRONMENTAL Via Pnncessa B&T S3023302 715,000 515,000 0 0 0 0 1,230,000 Priority Unfunded 0 0 3,100,000 35,000,000 31,000,000 0 69,100,000 Total 715,000 515,000 3,100,000 35,000,000 31,000,000 0 70,330,000 GOLDEN OAK RAILROAD CROSSING & SIDEWALK 2,966,462 0 Priority Unfunded 0 0 TDA Article 3 S3025238 0 42,510 0 0 0 0 42,510 TDA Article 8 S3025233 60,000 957,490 0 0 0 0 1,017,490 Total 60,000 1,000,000 0 0 0 0 1,060,000 1-5/MAGIC MOUNTAIN PARKWAY INTERCHANGE PHASE II B&T Valencia S1003303 29,237,080 3,055,980 Prop C Grant S1003260 14,210,921 1,189,020 Total 43,448,001 4,245,000 NEWHALL RANCH ROAD/GOLDEN VALLEY ROAD BRIDGE OVER THE SANTA CLARA RIVER 0 0 0 0 0 0 0 0 0 B&T - Bouquet S4013300 1,104,742 769,470 0 0 --- --Developer- — — — - — S4013306 - -- -- --0- ---- -- -0--5,000,000- -- --- 0 -- Fed Approp S4013229 0 0 14,715,000 0 STP -L S4013202 0 0 2,966,462 0 Priority Unfunded 0 0 5,318,538 0 Total 1,104,742 769,470 28,000,000 0 NEWHALL STREETSCAPE PH I RDA S2004390 Total VIA PRINCESSA ROAD ISABELLA PARKWAY TO GOLDEN VALLEY ROAD Prop C Grant Priority Unfunded Total 0 __0- 0 0 0 0 0 32,293,060 1,874,212 0 15,399,941 5,000,000 0 47,693,001 • 0 1,874,212 —0— 5,000,000 0 14,715,000 0 2,966,462 0 5,318,538 0 29,874,212 0 2,200,000 0 0 0 0 2,200,000 0 2,200,000 0 0 0 0 2,200,000 0 0 0 2,815,000 3,727,000 5,035,000 11,577,000 0 0 4,500,000 17,185,000 16,273,000 34,965,000 72,923,000 0 0 4,500,000 20,000,000 20,000,000 40,000,000 84,500,000 Category Subtotal 1 45,327,743 8,729,470 35,600,000 55,000,000 51,000,000 30,000,000 235,657,213 Five -Year cI P summary Listing 16,170 0 0 0 0 IgBy Type of Project Misc Grant T3012259 0 145,530 0 0 0 0 145,530 Category/ Project Account Prior FY FY FY FY FY Total Source of Funds Number Years 2008-09 2009-10 2010-11 2011-12 2012-13 Cost 25,052,737 132,700,215 71,195,768 77,134,437 54,299,500 429,685,201 16TH STREET & NEWHALL AVENUE PEDESTRIAN IMPROVEMENTS TDA Article 3 T2004238 0 40,000 0 0 0 0 40,000 Total 0 40,000 0 0 0 0 40,000 2008-09 ACCESS RAMP CONSTRUCTION PROGRAM 0 0 50,000 50,000 50,000 50,000 200,000 TDA Article 3 T0027238 0 50,000 0 0 0 0 50,000 Total 0 50,000 50,000 50,000 50,000 50,000 250,000 SAN FERNANDO ROAD PEDESTRIAN FACILITIES AND SIDEWALK TO CARL COURT Prop C Local T2003260 39,600 118,133 0 0 0 0 157,733 TDA Article 3 T2003238 0 12,267 0 0 0 0 12,267 Priority Unfunded 0 0 900,000 0 0 0 900,000 Total 39,600 130,400 900,000 0 0 0 1,070,000 ANTA CLARA RIVER COMMUTER TRAIL SEGMENT 1 Bikeway Dev T0017238 173,206 352,290 0 0 0 0 525,496 -- ----Fed--Grant-------- - -_T0017229 --1,348,000- ---0------0--- -0------ -0_ - _-___0-_-1,348,000__ General Fund T0017601 382,460 149,900 0 0 0 0 532,360 TDA Art 3 T0017452 264,944 0 0 0 0 0 264,944 Total 2,168,610 502,190 0 0 0 0 2,670,800 SANTA CLARA RIVER REGIONAL TRAIL - DESIGN , Developer T4004306 0 97,000 0 Priority Unfunded 0 0 1,100,000 Total 0 97,000 1,100,000 SOLEDAD CANYON RD/CROSSGLADE AVE IMPROVEMENTS 0 0 0 10, 000, 000 0 10,000,000 0 97,000 0 11,100,000 0 11,197,000 General Fund T3012601 0 16,170 0 0 0 0 16,170 Misc Grant T3012259 0 145,530 0 0 0 0 145,530 Total 0 161,700 0 0 0 0 161,700 Category Subtotal 01P -GRAND 2,208,210 981,290 2,050,000 50,000 10,050,000 50,000 15,389,500 TOTAL 69,302,544 25,052,737 132,700,215 71,195,768 77,134,437 54,299,500 429,685,201 FY 2008-09 Capital Projects Program Funding FUND % OF NUMBER FUNDING SOURCE AMOUNT BUDGET 300 B&T Bouquet $ 769,470 3% 303 B&T Valencia $ 4,135,980 17% 302 B&T Via Princessa $ 515,000 2% 238 Bikeway Funds - Developer $ 352,290 1% 351 DBAA $ 42,000 0% 306 Developer $ 122,000 0% 723 Facility Replacement $ 892,000 4% 229 Federal Grants $ 37,200 0% 230 Gas Tax $ 266,591 1% 601 General Fund $ 4,270,626 17% 259 HBRR $ 400,000 2% 357 LMD Zone T-1 $ 420,000 2% 357 LMD Zone T-7 $ 200,000 1% 357 LMD Zone T-8 $ 100,000 0% 259 Misc. Grants $ 294,469 1% 230 Prop. 42 $ 1,786,474 7% 260 Prop. C Grant $ 3,370,020 13% 260 Prop. C Local $ 1,156,659 5% 305 Quimby $ 360,000 1% 390 Redevelopment Agency $ 2,475,000 10% 356 Storm Water Utility $ 150,000 1% 354 Streetlight Maintenance $ 1,075,000 4% 238 TDA Article 3 $ 144,777 1% — 233 — TDA Article 8-- — — ------ -- -- $ —17717;181 -- - -- -- 7% TOTAL 2008-09 CIP:_' $ ` 25,052,737 - 100% $4,500,000 $4,000,000 $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 2008-09 Capital Improvement Program �} j�`',R„-_ - a.- '"yi . r� i' :_ _:'�-t7 ,� :'s"'_`a;i"-= � r,-,.- _,v. _r•.. ,.�`,i>�?;N,-at-r ,_.'�'d,-r r>, �,, �;x_ u� y�Mr,:;4 _y:�r�i s.li:s',,D�.•t+4",:4 :.w h;. "f.�„'i ;tea •',3.�"r�.STN.vir:::1'..iUr'n..,.:_.l���Jik ��? -',.,..; "Zt d � ,SMS M�.'�},�4'4 S"N.IJ+`i1S ='�1S � x�i� }'t . =-'e�� �:N-,>�,�• " -_n����+S,il it, �(� to :�. y��:14„l.. .=b��,f}V�i r 1 `�!)�4t o �s ).1, t.L �I'. li�3 y�?3 `}Te,rs_^l�i'{�tx "Z'_ �`f 3:•:i'�'tii�:���'eS ,.,.�1�+5;�1' ; _ .�.a p ' t�:v..�,� ,.,1,•., rak(y � `�'j'•�;ss ��,{, �'y`'n �•;YY�� ith � ..`Sf'�i y,” ��.h +,dr`'�' c_: -z<�'. ��=T "-_,:.�%.rst,,?:i.�' ' A'e},�r _9 ro's::`t��+il i-_i� *2r., r22k.: a�%Jt..r".•r,. �`� Y��'_ . i ,_ s3'.r,�,�.�,.. ,r,:_��u:kt it� Y<<C4i'<'�"_ :''-�1.., -, .r h �" er,�i�z�':i.�.�Y,'G” ?,' •'Z,j1Y i-�"�'-' yb 11� Sj tt Z Ell 1R-.k� 4y._;, �l �` ra'-s�k'i� # �1�w`.+y . hc n M -3 �=w. AAA i1 5 '�G firs 1 �`� �t',-�,i I,� ly"i,9P-- t �`�H 0�o Nn o w y 9 00 2 °i f d 9 0 0 o C n n A -A A N d n 3 ?i foo N � co N N' too 7r 7 9 �O u • • • • ,8o �1 sg Vi m O o 0011-,]] o O O O O IF 0n N n NN e Qn OII Soo o0 0o gip ry O Oop _cs O o O OOp �o ^Il y Q �'� n rvT nS'f O N� ATO j N O N O i O O 8 n i i L C 9 3 8 B 9 e ati e �ti e 9� r e e a e r e eke r a4 e a� a 9` %a Eax 8 e°m Ma to ax A W m 3 w � o t cr a ,r `I u p rn- LL I 4 E E LU m u L � C >0 > Ind ul O H P N 8 � o c � n 8 $ apoSa^.,e„BpSOSSg�S Q;��b ��o n�or�yrvm Ao 's g$o s o ePom 6 0 8 cg G ¢ Pin v g _.Pin o p oa m g p o pp O O O O O O O 0 o p o p o p o p �A • 0 0I 0 HE 881oR m o 0 o E S $ S$ o _ a v � 'd^voi nim ^' Sn°'mnm n m e N a C� N � � F c E c y I P rn'e y -c ` a �c cX1E c g c c qE c c P E>x y LL N vu u E n n u �o n axi Ky u ,2 a n i Y �a n9 i e 9� �w'a_i a� qi i 8$ 4'> w i t uE6 � 2 uB" 'cau' z cm ..rc z P$n°� �9 E v9 °Sc •�E'?9 nEgS E c Euu° A c E$ N E c n :a =o y E c >Y n Vag EE''t9ZN>�8> vv & q� A �nv��u E q m�v " b '�c2j�''A qHv N m` z '-z ctv4r z ai% N u6 • A u a °`ffi a9 'i. oF'm E uq Eg uu, uv Q>�;t�e9� p n o S o o9g oS 0 0 � � � u W) . U) U L 40 A � � •— =®i != BE / to !|!! f .�«;§| °!a!k:!!.| #!)- \{{� f;;;t/ �135 ; f;7)o — ( /(/�)! \/\ \\ \ $ \ }} { 2 §q\\±f ) \2)!J o m�sa� sogsg�0000s��ssoW s eo�ooMS,.p+ m No u F m o v Y 9 W It w n W O m N H M p 90 0O60O'pC611 b0 O C vi p O O � ON �yy 01 .mi K rt m V N NW N p p S O Y1 y O d � a. p ob naoa a c ah n v Sid n9� 8 S eg m � W N p O O �n A � m z u oQ O b � O D a O o Wp i O oo �W P Q P 9 nn It pgiHy, 8 �$ A M N b ry N p O O C y O li ti Y N L■ p gaoryosososoul$gsen � Y n P o enn o. w w ' ■ � '� o p e �g a c e A' mSNSr��� p T W W n N Y ~ N O Y O w n N „ �W � ^ b n n K p O c wm m v $i 7W Vv N m > u z °° L$ v E E a a5 c veaaoz ° as 3:E vymA � 1 � Up,tu39C�n�e2;, �jX rnsgo d E'8 -0 8gats3 bavY�o�F Ev m b o u O a 4 $SSS$ v <<<'� c sAmEuuq a oho '�szi��ea rvrv�Nrvu ac ac a` do ac ac acro 8 v zin a • • r� 2008-09 MEDIAN LANDSCAPING PROGRAM Project Number: B0004 I-FUJUct Location: Citywide s ;�` t • City of S.M. Clarity A% fr y✓' �y le Ilx v�r PROJECT LOCATION. CITYWIDE Description: This project will construct the median along the San Fernando Road/Bouquet Canyon Road corridor from Soledad Canyon Road/Valencia Blvd to 600' south of Cinema Drive Improvements consist of irrigation, groundcover, shrubs, trees and stamped concrete and will be consistent with the City's Beautification Master Plan • Justification: Median improvements reflect a Citywide goal of beautifying all major corridors Several key traffic corridors within the City have been identified as in need of aesthetic improvements Adjacent landscape districts will be required to fund ongoing utillities and maintenance Project Status: Proposed Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expenditure Expenditure/Cat�ory PriorYears 2008-09 2009-10 2010-11 2011-12 2012-13 Total Environ/NPDES 0 0 0 0 0 0 0 Design/Plan Review 0 0 0 0 0 0 0 Right -of -Way 0 0 0 0 0 0 0 Construction 0 260,000 240,000 0 0 0 500,000 Inspection & Admin 0 20,000 20,000 0 0 0 40,000 Contingency 0 L 20,000 25,000 0 0 0 45,000 Total Costs: $0 $300,000 $285,000 $0 $0 $0 $585,000 Project Funding: Funding Source PriorYears 2008-09 2009-10 2010-11 2011-11 2012-13 Total TDA Article 8 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 Priority Unfunded 0 0 285,000 0 0 0 285,000 Total Costs: $0 $300,000 $285,000 $0 $0 $0 $585,000 Impact On Operations: None Maintenance will be funded via landscape maintenance district BILLBOARD REMOVAL Project Location: Citywide Project Number: B0012 l 1 y , S.M. Clarity m r v� PROJECT LOCATION, CITYWIDE • Description: This effort will provide for the purchase of a billboard within City limits The location of the purchase site remains undecided Justification: Removal of billboards from areas where they severly impact overall aesthetics will help beautify the City Improving aesthetics within the City is a staff and Council priority and is consistent with the City's • Beautification Master Plan Project Status: Proposed Department: Public Works Project Supervisor: Barbara Stoll Project Cost Est. ($): ExpenditureExpenditure/Catego� PriorYears 2008-09 2009-10 2010-11 2011-12 2012-13 Total Environ/NPDES 0 0 0 0 0 0 0 Design/Plan Review 0 0 0 0 0 0 0 Right -of -Way 30,000 70,000 0 0 0 0 100,000 Construction 0 0 0 0 0 0 0 Inspection & Admin 0 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 0 Total Costs: $30,000 $70,000 $0 $0 $0 $0 $100,000 Project Funding: Funding Source PriorYears 2008-09 2009-10 2010-11 2011-11 2012-13 Total General Fund 30,000 70,000 0 0 0 0 100,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $30,000 $70,000 $0 $0 $0 $0 $100,000 Impact On Operations: None • •COMMUNITY MEDIAN LANDSCAPE SAN FERNANDO ROAD MEDIAN PH I • • Project Location. San Fernando Road from Oak Ridge Drive to Drayton Street Project Number: B0002 Description: This project will design the median from Oak Ridge Drive to Bouquet Junction Phase I construction effort encompassed the area along San Fernando Road from Oak Ridge Drive to Drayton Street The design of the area along San Fernando Road from Drayton to Bouquet Junction is in process Improvements will consist of irrigation, groundcover, shrubs, trees and stamped concrete and will be consistent with the City's Beautification Master Plan. Justification: Median improvements reflect a Citywide goal of beautifying all major corridors. Several key traffic corridors within the City have been identified as in need of aesthetic improvements Adjacent landscape districts will be required to fund ongoing utillities and maintenance Project Status: Proposed Project Cost Est. ($): Department: Public Works Project Supervisor- Curtis Nay Expenditure/Category PriorYears ,`~`_ J4f 4 �'��AT 50LEA��h�'r• 2012-13 Total •' PBLVD�'2 VALENCIA BLVD,-,`. 0 0 0 0 0 0 Design/Plan Review 0 185,000 0 0 0 0 185,000 Right -of -Way 0 0 0 0 0 0 0 Construction .I;o 0 0 0 0 0 0 Inspection & Admin 0 0 0 0 MCBEAN PKWY' 0 0 DG,p2 . j �� 0 =,p?Q'• 0 ' ' " Po ' PROJECT LOCATION $0 $185,000 $0 Description: This project will design the median from Oak Ridge Drive to Bouquet Junction Phase I construction effort encompassed the area along San Fernando Road from Oak Ridge Drive to Drayton Street The design of the area along San Fernando Road from Drayton to Bouquet Junction is in process Improvements will consist of irrigation, groundcover, shrubs, trees and stamped concrete and will be consistent with the City's Beautification Master Plan. Justification: Median improvements reflect a Citywide goal of beautifying all major corridors. Several key traffic corridors within the City have been identified as in need of aesthetic improvements Adjacent landscape districts will be required to fund ongoing utillities and maintenance Project Status: Proposed Project Cost Est. ($): Department: Public Works Project Supervisor- Curtis Nay Expenditure/Category PriorYears 2008-09 2009-10 2010-11 2011-12 2012-13 Total Environ/NPDES 0 0 0 0 0 0 0 Design/Plan Review 0 185,000 0 0 0 0 185,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 0 0 0 0 0 0 Inspection & Admin 0 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 0 Total Costs $0 $185,000 $0 $0 $0 $0 $185,000 Project Funding. Funding Source PriorYears 2008-09 2009-10 2010-11 2011-11 2012-13 Total General Fund 680,000 185,000 0 0 0 0 865,000 Prop C Local 500,000 0 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 Priority Unfunded 0 0 0 0 0, 0 0 Total Costs: $1,180,000 $185,000 $0 $0 $0 $0 $1,365,000 Impact On Operations- None Once completed, ongoing maintenance of the medians will be funded by adjacent districts' accounts l WILEY CANYON RD. MEDIAN LANDSCAPE IMPROVEMENT Project Number B1007 • Project Location: Wiley Canyon Road from Lyons Avenue to Orchard Village Road J\PJ f QwNCEss�1 PriorYears 2008-09 zj._,__._.... _ 1 2010-11 NCBEAN PKWY ' Total Environ/NPDES 0 0 0 0 J\PJ f QwNCEss�1 Description: This project will install 18" wide stamped concrete safety strips within the existing medians, replace existing r turf with shrubs and up grade the existing irrigation Justification: This project is consistent with the City's Major Median Beautification Program and continues identical median improvement projects completed in 2005 and 2004 Costs are based on similar effort along McBean Parkway • r Project Status: Proposed Department: Administrative Services Project Supervisor: Dennis Luppens Project Cost Est. ($): Expenditure/Category PriorYears 2008-09 2009-10 2010-11 2011-12 2012-13 Total Environ/NPDES 0 0 0 0 0 0 0 Design/Plan Review 0 35,000 0 0 0 0 35,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 315,000 0 0 0 0 315,000 Inspection & Admin 0 35,000 0 0 0 0 35,000 Contingency 0 35,000 0 0 0 0 35,000 Total Costs: $0 $420,000 $0 $0 $0 $0 $420,000 ,O Funding Source PriorYears 2008-09 2009-10 2010-11 2011-11 2012-13 Total LIVID Zone T-1 PROJECT LOCATION: Description: This project will install 18" wide stamped concrete safety strips within the existing medians, replace existing r turf with shrubs and up grade the existing irrigation Justification: This project is consistent with the City's Major Median Beautification Program and continues identical median improvement projects completed in 2005 and 2004 Costs are based on similar effort along McBean Parkway • r Project Status: Proposed Department: Administrative Services Project Supervisor: Dennis Luppens Project Cost Est. ($): Expenditure/Category PriorYears 2008-09 2009-10 2010-11 2011-12 2012-13 Total Environ/NPDES 0 0 0 0 0 0 0 Design/Plan Review 0 35,000 0 0 0 0 35,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 315,000 0 0 0 0 315,000 Inspection & Admin 0 35,000 0 0 0 0 35,000 Contingency 0 35,000 0 0 0 0 35,000 Total Costs: $0 $420,000 $0 $0 $0 $0 $420,000 Project Funding: Funding Source PriorYears 2008-09 2009-10 2010-11 2011-11 2012-13 Total LIVID Zone T-1 0 420,000 0 0 0 0 420,000 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 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $420,000 $0 $0 $0 $0 $420,000 Impact On Operations: None • • 2008-09 CIRCULATION IMPROVEMENTS Project Number: C0033 Project Location: Citywide s //t r cop'�1�`�y, vt1t Clb1 fochrNO__-_...P-Qifp 14�r Y `\ 1 S.M. CI.M. v�t I rj r f PROJECT LOCATION. CITYWIDE Description: This project will restripe Whites Canyon Road between Soledad Canyon Road and Steinway Street, Via Princessa betweeen Whites Canyon Road and Sierra Highway, Copperhill Drive between Newhall Ranch Road and Alta Vista, Magic Mountain Parkway between Citrus Street and Valencia Boulevard, and implement a dual left -turn at Valencia Blvd and Rockwell Canyon Road. • Justification: The restriping efforts will increase capacity of the roadway, reducing delay and improving traffic flow along these major arterials Project Status: Proposed Department: Public Works Project Supervisor: Andrew Yi Project Cost Est. ($): Expenditure/Category PriorYears 2008-09 2009-10 2010-11 2011-12 2012-13 Total Environ/NPDES 0 0 0 0 0 0 0 Design/Plan Review 0 0 0 0 0 0 0 Right -of -Way 0 0 0 0 0 0 0 Construction 0 88,000 83,000 0 0 0 171,000 Inspection & Admin 0 2,000 2,000 0 0 0 4,000 Contingency 0 10,000 10,000 0 0 0 20,000 Total Costs: $0 $100,000 $95,000 $0 $0 $0 $195,000 Project Funding: Funding Source, PriorYears 2008-09 2009-10 2010-11 2011-11 2012-13 Total Prop 42 0 100,000 0 0 0 0 100,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 • Total Costs: $0 $100,000 $0 $0 $0 $0 $100,000 Impact On Operations: None. ,2008-09 MEDIAN MODIFICATION PROGRAM Project Number: C0034 • Project Location: Citywide f� t• - •� r• d l� o- uy • City of ei f p i 'J Santa Clanta w x Q � 9n 9 y r v� PROJECT LOCATION: CITYWIDE 1 Description: This project will make modifications to selected medians within the City where traffic flow may be impeded by left turning traffic The selected site will be determined by Citywide reviews of existing conditions during peak volume times Justification: Each year the City dedicates a portion of the capital budget for this effort This annual commitment improves traffic circulation by addressing necessary modifications to raised medians where traffic flow is impeded by left - • turning vehicles Project Status: Proposed Department: Public Works Project Supervisor: Andrew Yi Project Cost Est. ($): Expenditure/Category PriorYears 2008-09 2009-10 2010-11 2011.12 2012-13 Total Environ/NPDES 0 2,000 2,000 2,000 2,000 2,000 10,000 Design/Plan Review 0 4,000 4,000 4,000 4,000 4,000 20,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 40,000 40,000 40,000 40 000 40,000 200,000 Inspection & Admin 0 0 0 0 0 0 0 Contingency 0 4,000 4,000 4,000 4,000 4,000 20,000 Total Costs: $0 $50,000 $50,000 $50,000 $50,000 $50,000 $250,000 Project Funding: Funding Source PriorYears 2008-09 2009-10 2010-11 2011-11 2012-13 Total TDA Article 8 0 50,000 0 0 0 0 50,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 10 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 50,000 50,000 50,000 50,000 200,000 Total Costs: $0 $50,000 $50,000 $50,000 $50,000 $50,000 $250,000 Operations: None • Impact On • 2008-09 ROADWAY SAFETY PROGRAM Project Number: C0035 C 0 Project Location: Citywide l -f xc o wo♦ ; P � Clbf Or Santa Clam. m na f tl v�e PROJECT LOCATION. CITYWIDE Description: This project will construct roadway improvements to enhance safety at various locations Projects may include Impact On Operations: None the installation of guardrails, signage and striping, median modifications and traffic signal modifications Justification: Each year the City dedicates a portion of the capital budget for this effort This annual commitment allows the City's traffic engineers to implement mitigation measures at locations where an analysis has determined that such measures may Improve public safety Project Status: Proposed Department: Public Works Project Supervisor: Andrew YI Project Cost Est. ($): Expenditure/Category PriorYears 2008-09 2009-10 2010-11 2011-12 2012-13 Total Environ/NPDES 0 2,000 2,000 2,000 2,000 2,000 10,000 Design/Plan Review 0 4,000 4,000 4,000 4,000 4,000 20,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 40,000 40,000 40,000 40 000 40,000 200,000 Inspection & Admin 0 0 0 0 0 0 0 Contingency 0 4,000 4,000 4,000 4,000 4,000 20,000 Total Costs: $0 $50,000 $50,000 $50,000 $50,000 $50,000 $250,000 Project Funding: Funding Source PriorYears 2008-09 2009-10 2010-11 2011-11 2012-13 Total Gas Tax 0 16,591 0 0 0 0 16,591 TDA Article 8 0 8,409 0 0 0 0 8,409 Streetlight Maint Dist 0 25,000 0 0 0 0 25,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 50,000 50,000 50,000 50,000 200,000 Total Costs: $0 $50,000 $50,000 $50,000 $50,000 $50,000 $250,000 Impact On Operations: None 5TH STREET & NEWHALL AVENUE TRAFFIC CIRCLE Project Number C2022 • Project Location: 5th Street and Newhall Avenue. Description: This effort will design a traffic circle at the intersection of 5th Street and Newhall Avenue The traffic circle will allow for the smoother flow of traffic around the Old Town area of Newhall while creating a focal point to landscape and monument the entrance to Main Street Future year effort will provide for construction and removal of the existing traffic signal Justification: The Downtown Newhall Specific Plan called for the renaming and reconfiguration of Main Street and Newhall • Avenue in the area This work necessitates a revision to the traffic patterns south of Old Town The proposed traffic circle implements that element Project Status: Proposed Department: Planning & Economic Development Project Supervisor: Chris Price Project Cost Est. ($): Expenditure/Category PriorYears 2008-09 2009-10 2010-11 2011-12 2012-13 Total Environ/NPDES 0 0 0 0 0 0 0 Design/Plan Review fir; �1". �,•`i-,' "'��ri 75,000 0 � 0 _ 75,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 0 t �`�aJl 0 0 ooCNWfi�Pq Inspection & Admin 0 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 0 Total Costs: •,tip O RO � $0 $0 $0 $0 $75,000 Project Funding: Funding Source PriorYears 2008-09 2009-10 2010-11 PROJECT LOCATION : O 2012-13 Total RDA 0 75,000 Description: This effort will design a traffic circle at the intersection of 5th Street and Newhall Avenue The traffic circle will allow for the smoother flow of traffic around the Old Town area of Newhall while creating a focal point to landscape and monument the entrance to Main Street Future year effort will provide for construction and removal of the existing traffic signal Justification: The Downtown Newhall Specific Plan called for the renaming and reconfiguration of Main Street and Newhall • Avenue in the area This work necessitates a revision to the traffic patterns south of Old Town The proposed traffic circle implements that element Project Status: Proposed Department: Planning & Economic Development Project Supervisor: Chris Price Project Cost Est. ($): Expenditure/Category PriorYears 2008-09 2009-10 2010-11 2011-12 2012-13 Total Environ/NPDES 0 0 0 0 0 0 0 Design/Plan Review 0 75,000 0 0 0 0 75,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 0 0 0 0 0 0 Inspection & Admin 0 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 0 Total Costs: $0 $75,000 $0 $0 $0 $0 $75,000 Project Funding: Funding Source PriorYears 2008-09 2009-10 2010-11 2011-11 2012-13 Total RDA 0 75,000 0 0 0 0 75,000 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 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $75,000 $0 $0 $0 $0 $75,000 - Impact On Operations: • OVERHEAD STREET SIGNAGE INSTALLATION PROGRAM Project Number: C0029 Project Location: Yp� r -�� City of Santa Clarify m `o \ f l.> -7— PROJECT LOCATION: CITYWIDE 0 Impact On Operations: None Description: This effort will install updated overhead street signage at various intersections in the City The signage will be easier to read and will be inclusive of a City icon, creating an identify for the City Justification: Installation of the overhead signage with the City Icon will help create an identify for the City, and is consistent . with the City's Beautification Master Plan Project Status: Proposed Department: Public Works Project Supervisor: Byron Moline Project Cost Est. ($): Expenditure/Category PriorYears 2008-09 2009-10 2010-11 2011-12 2012-13 Total Environ/NPDES 0 0 0 0 0 0 0 Design/Plan Review 0 0 0 0 0 0 0 Right -of -Way 0 0 0 0 0 0 0 Construction 525,000 275,000 0 0 0 0 800,000 Inspection & Admin 19,000 10,000 0 0 0 0 29,000 Contingency 30,000 15,000 0 0 0 0 45,000 Total Costs: $574,000 $300,000 $0 $0 $0 $0 $874,000 Project Funding: Funding Source PriorYears 2008-09 2009-10 2010-11 2011-11 2012-13 Total Developer 300,000 0 0 0 0 0 300,000 Gas Tax 250,000 150,000 0 0 0 0 400,000 General Fund 24,000 0 0 0 0 0 24,000 Streetlight Maint Dist 0 150,000 0 0 0 0 150,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded _ 0 0 0 0 0 0 0 Total Costs: $574,000 $300,000 $0 $0 $0 $0 $874,000 0 Impact On Operations: None r • • • ACTIVITIES CENTER MEZZANINE Project Location: Santa Clanta Sports Comlex Project Number F3015 Description: This project will build out the Mezzanine at the Activity Center This build -out was part of the original rte' - SOLEDAD CPMYON R=_ -r zy� .- Community Services programming needs The City's community and recreation services is currently housed in two separate locations, including City Hall By building out the Mezzanine, the City will centralize these services by moving them to one location for convenient public access • Justification: This project not only centralizes recreation and community services, but it also makes more space available at City Hall to accommodate staff needs Project Status: In progress Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ' SpONs C - COmp�ez 2011-12 2012-13 Total VIP?RiNCE55A._. 0 0 0 0 �r - Design/Plan Review 0 0 0 0 0 0 0 o M Z n W, 0 0 0 0 0 0 PROJECT LOCATION O 0 761,000 0 0 0 Description: This project will build out the Mezzanine at the Activity Center This build -out was part of the original conceptual design for the Activity Center and was intended to house expanded Parks, Recreation & Community Services programming needs The City's community and recreation services is currently housed in two separate locations, including City Hall By building out the Mezzanine, the City will centralize these services by moving them to one location for convenient public access • Justification: This project not only centralizes recreation and community services, but it also makes more space available at City Hall to accommodate staff needs Project Status: In progress Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expenditure/Category PriorYears 2008-09 2009-10 2010-I1 2011-12 2012-13 Total Environ/NPDES 0 0 0 0 0 0 0 Design/Plan Review 0 0 0 0 0 0 0 Right -of -Way 0 0 0 0 0 0 0 Construction 761,000 0 0 0 0 0 761,000 Inspection & Admin 145,560 80,000 0 0 0 0 225,560 Contingency 120,000 60,000 0 0 0 0 180,000 Total Costs- $1,026,560 $140,000 $0 $0 $0 $0 $1,166,560 Project Funding. Funding Source Prioi•Years 2008-09 2009-10 2010-I1 2011-11 2012-13 Total General Fund 1,026,560 140,000 0 0 0 0 1,166,560 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0, 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 10 0 0 0 0 Unfunded 0 0 0 0 0 0 0 •Priority Total Costs. $1,026,560 $140,000 $0 $0 $0 $0 $1,166,560 Impact On Operations: CANYON COUNTRY COMMUNITY CENTER Project Location: Canyon Country Community Project Number F3014 • Description: This effort will provide for consultant services for a feasibility study for a community center in the Canyon Country area Study will identify community needs and a location for a community center Future effort will provide for design and eventual construction of the facility Justification: The Canyon County community is in need of a facility that will provide positive programs for the youth and • other community members. The construction of a Community Center in Canyon Country is consistent with the Council approved Park Master Plan, Big Picture Community Strategic Plan, 2005 Youth Master Plan, 2007 Council Priorities, and 2007 Parks, Recreation, and Community Services Commission Priorities Project Status: In progress Department: Parks, Recreation & Community Services Project Supervisor: Wayne Weber Project Cost Est. ($): Expenditure/Category PriorYears 2008-09 2009-10 2010-11 2011-12 2012-13 Total Environ/NPDES 0 0 100,000 0 0 0 100,000 Design/Plan Review 26,500 48,500 1,900,000 0 0 0 1,975,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 0 0 0 0 0 0 Inspection & Admin 0 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 0 Total Costs: $26,500 $48,500 $2,000,000 $0 $0 $0 $2,075,000 Project Funding: Funding Source PriorYears 2008-09 2009-10 2010-11 2011-11 2012-13 Total Facilities Replacement 0 0 0 0 0 0 0 General Fund 26,500 48,500 0 0 0 0 75,000 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 2,000,000 0 0 0 2,000,000 • Total Costs: $26,500 $48,500 $2,000,000 $0 $0 $0 $2,075,000 Impact On Operations: None at this time • DOWNTOWN NEWHALL PARKING STRUCTURE Project Location: Main Street in Old Town Newhall between 6th and 5th Streets Project Number 2009-017 .f.zi,#e t 4 h`y nN� `f A`N i `Y PROJECT LOCATION : GEEMP l Description: This effort is a major public improvement included in the implementation of the Downtown Newhall Specific Plan The first public parking garage in Old Town will sit beneath the META senior housing project The garage will be two stories below grade level and willl contain spaces for the required residential units and up to 300 spaces for use by the public • Justification: This project was included as a key element of the Downtown Newhall Specific Plan. Construction of the structure is critical to encourage ecomonic development and to promote the revitalization of Old Town Newhall This effort is a joint City -developer effort Project Status: Proposed Department: Planning & Economic Development Project Supervisor: Chris Price Project Cost Est. ($): Expenditure/Category PriorYears 2008-09 2009-10 2010-11 2011-12 2012-13 Total Environ/NPDES 0 0 0 0 0 0 0 Design/Plan Review 0 0 0 0 0 0 0 Right -of -Way 0 0 0 0 0 0 0 Construction 0 0 6,000,000 0 0 0 6,000,000 Inspection & Admin 0 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 0 Total Costs: $0 $0 $6,000,000 $0 $0 $0 $6,000,000 Project Funding: Funding Source PriorYears 2008-09 2009-10 2010-11 2011-11 2012-13 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 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 6,000,000 0 0 0 6,000,000 • Total Costs: $0 $0 $6,000,000 $0 $0 $0 $6,000,000 Impact On Operations: None at this time However once constructed and opened to the public, the structure will require management and maintenance at a level that has yet to be determined R NEWHALL LIBRARY Project Number- F2007 • Project Location, San Fernando Road and Lyons Avenue -«'•. 4�MCBEAN PNVlY 2 y PROJECT LOCATION: Description: This effort will provide for the design and eventual construction of a new library in the Downtown Newhall area Justification: The existing facility is outdated and does not adequately meet the community's needs The construction of a new facility will benefit the community by providing a larger, updated facility Construction of the new library is also consistent with the Downtown Newhall Specific Plan to help revitalize this area of the City Project Status: Proposed Department: Planning & Economic Devel Project Supervisor: Chris Price Project Cost Est ($): Expenditure/Category PriorYears 2008-09 2009-10 2010-11 2011-12 2012-13 Total Environ/NPDES 50,000 0 0 0 0 0 50,000 Design/Plan Review 900,000 0 0 0 0 0 900,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 200,000 21,500,000 0 0 0 21,700,000 Inspection & Admin 0 0 500,000 0 0 0 500,000 Contingency 50,000 0 4,000,000 0 0 0 4,050,000 Total Costs- $1,000,000 $200,000 $26,000,000 $0 $0 $0 $27,200,000 Project Funding: Funding Source PriorYears 2008-09 2009-10 2010-11 2011-11 2012-13 Total General Fund 1,000,000 0 0 0 0 0 1,000,000 RDA 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 Priority Unfunded 0 0 26,000,000 0 0 0 26,000,000 Total Costs: $1,000,000 $200,000 $26,000,000 $0 $0 $0 $27,200,000 Impact On Operations None at this time • • LEVEE CERTIFICATION Project Location - Citywide Description 0 Justification Project Number: N0001 I Mr a Tc city of 4 4yy Santa Clardy 6 •=I- _ i �� - F — i7 'I w�l h - t - PROJECT LOCATION CITYWIOE —1 This protect Involves the certification of all levees within the City The City of Santa Clanta has 12 Identified levees within its boundaries, totaling 9 7 miles The required certification involves soils and geology Investigations and analysis, hydrology and hydraulic analysis and stability calculations, and other engineering studies to support levee certification The Federal Emergency Management Agency (FEMA) Is requiring each Iunsdlcition to certify all levees within their boundaries Staff has been working with FEMA to determine which levees meet the critieria that would mandate their certification It is highly likely that at least 2 miles of levees will require certification at an approximate cost of $200,000 per mile, and $20,000 per mile to remove whererpossible The City has 2 years to comply with this mandate. Project Status: In progress Department: Public Works Project Supervisor- Damon Letz Project Cost Est. ($): Expenditure/Category PnorYears 2008-09 2009-10 2010-11 2011-12 2012-13 Total Environ/NPDES 0 0 0 0 0 0 0 Design/Plan Review 0 500,000 0 0 0 0 500,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 0 0 0 0 0 0 Inspection & Admin 0 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 0 Total Costs: $0 $500,000 $0 $0 $0 $0 $500,000 Project Funding. Funding Source PriorYeat s 2008-09 2009-10 2010-11 2011-11 2012-13 Total General Fund 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 Priority Unfunded 0 0 0 0 0 0 0 Total Costs* $0 $500,000 $0 $0 $0 $0 $500,000 Impact On Operations: None �; 4 ;kxTA ct\ 9 DECEMB�'P� A • • 0 • INTELLIGENT TRANSPORTATION SUBSYSTEMS PH II Project Location: Citywide Description: 0 Justification: Project Number- 10004 0.,'y oar o�� r • *g 1 _ _. I• :.._ � _. J I r' Santa Clanta of f � 1 I b `•j \i 01 ' F ,o _ — —•— t _ i g � � A*•6 ' l • i 1 ° j �cOc rf t _'l.i.i �rbxvv •s roxs.x ° �„_ ,s i i •. � _ � sV� 1 t ` / PROJECT LOCATION : CITYWIDE This effort will add traffic detector stations at locations Citywide to enhance the City's traffic monitoring efforts It will implement other technologies such as closed circuit television, a communications interface to allow for e-mail/website communications and trailblazer signs at various locations throughout the City to alert motorists of traffic conditions The information collected from the detectors will be fed into the City's traffic monitoring station, allowing for immediate communications to residents This technology promotes the reduction of traffic congestion in the vicinity of an incident by alerting motorists of potential hazards and delays Project Status- In progress Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($) Expenditure/Category PriorYears 2008-09 2009-10 2010-11 2011-12 2012-13 Total Environ/NPDES 0 0 0 0 0 0 0 Design/Plan Review 0 0 0 0 0 0 0 Right -of -Way 0 0 0 0 0 0 0 Construction 2,418,181 0 0 0 0 0 2,418,181 Inspection & Admin 20,000 20,000 0 0 0 0 40,000 Contingency 241,818 0 0 0 0 0 241,818 Total Costs- $2,679,999 $20,000 $0 $0 $0 $0 $2,699,999 Project Funding: Funding Source PriorYears 2008-09 2009-10 2010-11 2011-11 2012-13 Total Developer 500,000 0 0 0 0 0 500,000 FHWA - CMAQ 1,250,000 0 0 0 0 0 1,250,000 Prop C Local 450,000 0 0 0 0 0 450,000 Streetlight Maint Dist 479,999 20,000 0 0 0 0 499,999 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 isTotal Costs. $2,679,999 $20,000 $0 $0 $0 $0 $2,699,999 Impact On Operations- None INTELLIGENT TRANSPORTATION SUBSYSTEMS PH III Project Number: 10006 • Project Location: Citywide v !� f r Ic m V City o/ Santa Clanta „N"-' N rvi o�e PROJECT LOCATION. CITYWIDE Description: This effort will add traffic detector stations at locations Citywide to enhance the City's traffic monitoring efforts • is It will implement other technologies such as closed circuit television, and a communications interface to allow for e-mail/website communications Justification: The information collected from the detectors will be fed into the City's traffic monitoring station, allowing for Immediate communications to residents This technology promotes the reduction of traffic congestion in the vicinity of an incident by alerting motorists of potential hazards and delays Project Status: Proposed Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expenditure/Category PriorYears 2008-09 2009-10 2010-11 2011-12 2012-13 Total Environ/NPDES 0 0 0 0 0 0 0 Design/Plan Review 0 335,600 0 0 0 0 335,600 Right -of -Way 0 0 0 0 0 0 0 Construction 0 2,700,000 0 0 0 0 2,700,000 Inspection & Admin 0 50,400 0 0 0 0 50,400 Contingency 0 270,000 0 0 0 0 270,000 Total Costs: $0 $3,356,000 $0 $0 $0 $0 $3,356,000 Project Funding: Funding Source PriorYears 2008-09 2009-10 2010-11 2011-11 2012-13 Total Prop C Grant 0 2,181,000 0 0 0 0 2,181,000 Prop C Local 0 575,000 0 0 0 0 575,000 Streetlight Maint Dist 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 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $3,356,000 $0 $0 $0 $0 $3,356,000 Impact On Operations: None • is • VIDEO DETECTION SYSTEM UPGRADE PH II Project Number: 10007 Project Location: Citywide l or w it 7' L'§ of m � PROJECT LOCATION: CITYWIDE Description: This effort project will replace the remaining the video detection systems that were not completed in the previous phase The systems to be replaced are located at Granary Square and Sierra Highway at Linda Vista Justification: The existing video detection systems are nearing the end of their operational life Replacing the equipment • with new technology will improve vehicle detection and traffic signal operation Project Status: Proposed Department: Public Works Project Supervisor: Andrew Yi Project Cost Est. ($): Expenditure/Category PriorYears 2008-09 2009-10 2010-11 2011-12 2012-13 Total Environ/NPDES 0 0 0 0 0 0 0 Design/Plan Review 0 0 0 0 0 0 0 Right -of -Way 0 0 0 0 0 0 0 Construction 0 70,000 0 0 0 0 70,000 Inspection & Admin 0 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 0 Total Costs: $0 $70,000 $0 $0 $0 $0 $70,000 Project Funding: Funding Source PriorYears 2008-09 2009-10 2010-11 2011-11 2012-13 Total Streetlight Maint Dist 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 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $70,000 $0 $0 $0 $0 $70,000 0 Impact On Operations: None \DED 15 DECEMOE • • 0 • 2008-09 BRIDGE MAINTENANCE PROGRAM vrolect Location: Citywide Project Number: M0067 f Description: This effort includes maintenace of the paseo bridge over McBean Parkway at Arroyo and Del Monte It also includes City bridges at Lost Canyon Road/Sand Canyon Wash, Whties Canyon Road/Santa Clara River, Sand Canyon Road/Iron Canyon Creek, Placenta Canyon Road/Sand Canyon and Bouquet Canyon r Road/Bouquet Channel The proposed program will complete five of the remaining 9 bridges on the City's bridge maintenance list • Justification: Preventative maintenance helps prevent further structural deterioration and extends the useful life of bridges, and their maintenance is consistent with the City's commitment to sound infrastructure The bridges selected for this year's effort are identified in the Bridge Preventative Maintenance Program, making the repairs eligible for reimbursement City of Project Status: Proposed Department: Public Works Project Supervisor: Curtis Nay Santa Cl..t. Project Cost Est. ($): Expenditure/Category PriorYears 2008-09 2009-10 2010-11 2011-12 2012-13 Total Environ/NPDES 0 20,000 0 0 0 0 20,000 Design/Plan Review 0 30,000 0 0 0 0 30,000 p 0 0 0 0 0 0 0 Construction i 650,000 0 0 0 0 650,000 Inspection & Admin 0 0 0 0 0 0 0 PROJECT LOCATION: CITYWIDE Contingency 0 0 0 0 0 0 0 Description: This effort includes maintenace of the paseo bridge over McBean Parkway at Arroyo and Del Monte It also includes City bridges at Lost Canyon Road/Sand Canyon Wash, Whties Canyon Road/Santa Clara River, Sand Canyon Road/Iron Canyon Creek, Placenta Canyon Road/Sand Canyon and Bouquet Canyon Road/Bouquet Channel The proposed program will complete five of the remaining 9 bridges on the City's bridge maintenance list • Justification: Preventative maintenance helps prevent further structural deterioration and extends the useful life of bridges, and their maintenance is consistent with the City's commitment to sound infrastructure The bridges selected for this year's effort are identified in the Bridge Preventative Maintenance Program, making the repairs eligible for reimbursement Project Status: Proposed Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expenditure/Category PriorYears 2008-09 2009-10 2010-11 2011-12 2012-13 Total Environ/NPDES 0 20,000 0 0 0 0 20,000 Design/Plan Review 0 30,000 0 0 0 0 30,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 650,000 0 0 0 0 650,000 Inspection & Admin 0 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 0 Total Costs: $0 $700,000 $0 $0 $0 1-1 $0 $700,000 Project Funding: Funding Source PriorYears 2008-09 2009-10 2010-11 2011-11 2012-13 Total Gas Tax 0 100,000 0 0 0 0 100,000 HBRR 0 400,000 0 0 0 0 400,000 LIVID Zone T-7 0 100,000 0 0 0 0 100,000 LIVID Zone T-8 0 100,000 0 0 0 0 100,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 • Total Costs: $0 $700,000 $0 $0 $0 $0 $700,000 Impact On Operations: None. 2008-09 OVERLAY AND SLURRY SEAL PROGRAM Project Number: M0063 • Project Location: Citywide City of ' pi t+ S.M. CI—it. 'T" cN i/ 4wx Q 9 �P 4 PROJECT LOCATION. CITYWIDE Description: The annual Overlay and Slurry Seal Program reflects the Implementation of the City's commitment to sound 0 0 0 Priority Unfunded 0 Total Costs: $0 0 0 0 0 0 0 0 50,408,215 $5,000;000 $50,408,215 0 0 0 0 0 0 15,635,768 15,574,437 $15,635,768 $15,574,437 0 pavement management of the roadway infrastructure Streets will be selected based on recommendations 0 from the City's pavement management survey and field inspections 0 0 Justification: This effort strives to maintain the quality and viability of the City's streets In order to meet the Pavement $13,739,500 Management System's projected five-year $100,000,000 need, the City must commit funds to the Overlay and Slurry Seal program By committing funds to the immediate needs, the City prevents continued roadway deterioration and prevents the need to address higher replacement costs in future years Project Status: Proposed Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expenditure/Category PriorYears 2008-09 2009-10 2010-11 2011-12 2012-13 Total Environ/NPDES 0 25,000 231,878 60,000 60,000 60,000 436,878 Design/Plan Review 0 125,000 957,756 250,000 250,000 250,000 1,832,756 Right -of -Way 0 0 0 0 0 0 0 Construction 0 4,275,000 41,335,000 12,976,689 12,924 551 11,486,000 82,997,240 Inspection & Admin 0 75,000 1,834,596 783,026 779,962 715,000 4,187,584 Contingency 0 500,000 6,048,985 1,566,053 1,559,924 1,228,500 10,903,462 Total Costs: $0 $5,000,000 $50,408,215 $15,635,768 $15,574,437 $13,739,500 $100,357,920 Project Funding: Funding Source PriorYears 2008-09 2009-10 2010-11 2011-11 2012-13 Total General Fund 0 2,873,718 0 0 0 0 2,873,718 Prop 42 0 1,686,474 0 0 0 0 1,686,474 Prop C Local 0 313,526 0 0 0 0 313,526 TDA Article 8 0 126,282 0 0 0 0 126,282 0 0 0 Priority Unfunded 0 Total Costs: $0 0 0 0 0 0 0 0 50,408,215 $5,000;000 $50,408,215 0 0 0 0 0 0 15,635,768 15,574,437 $15,635,768 $15,574,437 0 0 0 0 0 0 13,739,500 95,357,920 $13,739,500 $100,357,920 is Impact On Operations: None 0 • 2008-09 PARK REHAB PROGRAM Project Number: M0062 Project Location: Various rA i In J � � Yp V4a City of py •<f� .t'yi F` 1� .c• i Santa Clan to PROJECT LOCATION. CITYWIDE Description: This project will install park monument signs at Creekview and Almendra Parks, softball diamond upgrades at Bouquet and Newhall Parks, replace the pool filters at Valencia Meadows Park and the boiler at Newhall Aquatics Center, and replace the basketball court at Valencia Meadows Park Justification: These improvements are needed to address deterioration caused by wear and use By addressing these • identified needs, the City demonstrates its commitment to provide well-maintained facilities for City residents Proper and timely maintenance of City facilities improves aesthetics and promotes a positive self-image for the City Project Status: Proposed Department: Parks, Recreation & Community Services Project Supervisor: Tom Reilly Project Cost Est. ($): Expenditure/Category PriorYears 2008-09 2009-10 2010-11 2011-12 2012-13 Total Environ/NPDES 0 2,000 0 0 0 0 2,000 Design/Plan Review 0 25,000 0 0 0 0 25,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 110,000 0 0 0 0 110,000 Inspection & Admin 0 10,000 0 0 0 0 10,000 Contingency 0 20,000 0 0 0 0 20,000 Total Costs: $0 $167,000 $0 $0 $0 $0 $167,000 Project Funding: Funding Source- PriorYears 2008-09 2009-10 2010-11 2011-11 2012-13 Total Facilities Replacement 0 167,000 0 0 0 0 167,000 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 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $167,000 $0 $0 $0 $0 $167,000 • Impact On Operations: None 2008-09 STORM WATER FLOW LINE REPAIR PROGRAM Project Number: M0065 Project Location: Citywide to C:yl f ary ( Bei tP 1 �r Santa Clarity „�"��� J•yy T tit {o c�r PROJECT LOCATION: CITYWIDE Description: This project will repair curb and gutter flow line problems It addresses water quality degradation caused by standing water along roadways Justification: The maintenance of storm water flow Imes is consistent with the City's commitment to sound infrastructure Their repair prevents water stagnation issues which can lead to health Issues Project Status: Proposed Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expenditure/Category PriorYears 2008-09 2009-10 2010-11 2011-12 2012-13 Total Environ/NPDES 0 2,000 2,000 2,000 2,000 2,000 10,000 Design/Plan Review 0 3,000 3,000 3,000 3,000 3,000 15,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 130,000 130,000 130,000 130 000 130,000 650,000 Inspection & Admin 0 5,000 5,000 5,000 5,000 5,000 25,000 Contingency 0 10,000 10,000 10,000 10,000 10,000 50,000 Total Costs: $0 $150,000 $1501000 $150,000 $150,000 $1501000 $750,000 Project Funding: Funding Source PriorYears 2008-09 2009-10 2010-11 2011-11 2012-13 Total Stormwater Utility Fun 0 150,000 0 0 0 0 150,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 150,000 150,000 150,000 150,000 600,000 Total Costs: $0 $150,000 $150,000 $150,000 $150,000 $150,000 $750,000 Impact On Operations: None • • • 2008-09 SIDEWALK REPAIR PROGRAM Project Number: M0064 • 0 Project Location: Citywide N City Of «c.. Santa Clanta 4 i v�e - 1 I PROJECT LOCATION. CITYWIDE Description: The annual Sidewalk Repair Program Is an Integral part of the City's pavement management system This Impact On Operations: None program will make necessary repairs to City sidewalks damaged by tree roots and pavement settlement Justification: Making necessary repairs to damaged sidewalks Is consistent with the City's commitment to sound Infrastructure management. Project Status: Proposed Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expenditure/Category PriorYears 2008-09 2009-10 2010-11 2011-12 2012-13 Total Environ/NPDES 0 6,338 2,500 2,500 2,500 2,500 16,338 Design/Plan Review 0 25,000 17,500 17,500 17,500 17,500 95,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 370,000 195,000 195,000 195000 195,000 1,150,000 Inspection & Admin 0 15,000 20,000 20,000 20,000 20,000 95,000 Contingency 0 35,000 25,000 25,000 25,000 25,000 135,000 Total Costs: $0 $451,338 $260,000 $260,000 $260,000 $260,000 $1,491,338 Project Funding: Funding Source- PriorYears 2008-09 2009-10 2010-11 2011-11 2012-13 Total TDA Article 8 0 275,000 0 0 0 0 275,000 LIVID 0 100,000 0 0 0 0 100,000 General Fund 0 76,338 0 0 0 0 76,338 0 0 0 0 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 0 260,000 260,000 260,000 260,000 1,040,000 Total Costs: $0 $451,338 $260,000 $260,000 $260,000 $260,000 $1,491,338 Impact On Operations: None 2008-09 TRAFFIC SIGNAL LIGHT -EMITTING DIODE Project Number: M0066 • (LED) REPLACEMENT PROGRAM Project Location: Citywide i i PROJECT LOCATION: CITYWIDE v< Description: This project will expand the City's effort to install energy-efficient traffic signal displays on ail City traffic signals Justification: The current displays use incandescent bulbs, which are not energy-efficient. Replacing these bulbs with light - emitting diode technoogy will result in a reduction of traffic signal energy usage by 85 to 90 percent The LEDs also last longer than incandescent bulbs, reducing premature burn -out is Project Status: Proposed Department: Public Works Project Supervisor: Andrew Yi Project Cost Est. ($): Expenditure/Category PriorYears 2008-09 2009-10 2010-11 2011-12 2012-13 Total Environ/NPDES 0 0 0 0 0 0 0 Design/Plan Review 0 0 0 0 0 0 0 Right -of -Way 0 0 0 0 0 0 0 Construction 0 210,000 0 0 0 0 210,000 Inspection & Admin 0 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 0 Total Costs: $0 $210,000 $0 $0 $0 $0 $210,000 Project Funding: Funding Source PriorYears 2008-09 2009-10 2010-11 2011-11 2012-13 Total Streetlight Maint Dist 0 210,000 0 0 0 0 210,000 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 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $210,000 $0 $0 $0 $0 $210,000 Impact On Operations: Reduction to utility costs is • JAN HEIDT METROLINK TACTILE TILE REPLACEMENT Project Number: M2004 Project Location: Jan Heidt Metrolink Station in Newhall Description: This effort will remove and replace the tactile the that runs adjacent to the railroad track on the West side (aka "Track 1 ") of the stations loading platform, with a the same product as is currently along the east side of the track Justification: The current tiles are substandard and should be replaced Replacing these tiles with the same tiles as those that are currently along the east side of the track, is consistent with the City's goal to well-maintained facilities • which may promote the use of public transportation Project Status: Proposed Department- Public Works Project Supervisor. Byron Moline Project Cost Est. ($): EXDend)ture/Cateaory Environ/NPDES Design/Plan Review Right -of -Way Construction Inspection & Admin Contingency Total Costs: Project Funding• Fundino Source Prop C Local PnorYears 2008-09 2009-10 v= ACE ` - yt - --- -PL�rOS BLVD - Total - 0 0 0 0 500 0 2,000 t7 x��s�ens couwe q 0 0 2,000 0 0 0 0 0 0 0 0 �O 1�65� 0 0 0 0 42,500 0 0 0 0 0 0 0 0 '_ � - � -L`•,OM1"�.�,�`��i;<�'•�;;i'�.�'t': 0 0 0 5,000 $0 $50,000 i $0 LOCATION OPROJECT $50,000 $0 $0 $0 Description: This effort will remove and replace the tactile the that runs adjacent to the railroad track on the West side (aka "Track 1 ") of the stations loading platform, with a the same product as is currently along the east side of the track Justification: The current tiles are substandard and should be replaced Replacing these tiles with the same tiles as those that are currently along the east side of the track, is consistent with the City's goal to well-maintained facilities • which may promote the use of public transportation Project Status: Proposed Department- Public Works Project Supervisor. Byron Moline Project Cost Est. ($): EXDend)ture/Cateaory Environ/NPDES Design/Plan Review Right -of -Way Construction Inspection & Admin Contingency Total Costs: Project Funding• Fundino Source Prop C Local PnorYears 2008-09 2009-10 2010-11 2011-12 2012-13 Total 0 500 0 0 0 0 500 0 2,000 0 0 0 0 2,000 0 0 0 0 0 0 0 0 42,500 0 0 0 0 42,500 0 0 0 0 0 0 0 0 5,000 0 0 0 0 5,000 $0 $50,000 $0 $0 $0 $0 $50,000 PriorYears 0 0 0 0 0 0 0 Priority Unfunded 0 Total Costs: $0 is Impact On Operations: None 2008-09 2009-10 2010-11 2011-11 2012-13 Total 50,000 0 0 0 0 50,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $50,000 $0 $0 $0 $0 $50,000 SANTA CLARITA METROLINK STATION FOUNTAIN REPAIRS Project Number: M4010 • Project Location: Santa Clarrta Metrolink Station on Soledad Canyon Road / �` 'TMCENTRAL� k�� NEWNALL RANCH Ii0 - �Of �• Rf BRIDGEPORT t" � 4 E �JW 0 44 PROJECT LOCATION: O Description: This effort will repair and add a filtration system to the decorative fountain at the Santa Clarrta Metrolink Station It will also address necessary repairs to the stairs at the station and apply a new tread coating with a non -slip surface Justification: The fountain has multiple leaks that put water onto the walkway/stairway Addressing the repairs is consistent with the City's goal to provide well-maintained facilities to its citizenry Project Status: Proposed Department: Public Works Project Supervisor. Byron Moline Project Cost Est. ($): Expenditure/Cateoory Environ/NPDES Design/Plan Review Right -of -Way Construction Inspection & Admin Contingency Total Costs. Project Funding: Fundino Source Prop C Local PriorYears 2008-09 2009-10 2010-11 2011-12 2012-13 Total Santa Clarrta 500 Metrolink ^•, .. .» — .-- .� - •t Station -.tiVALENCIA.. ENCI B�N� 500 44 PROJECT LOCATION: O Description: This effort will repair and add a filtration system to the decorative fountain at the Santa Clarrta Metrolink Station It will also address necessary repairs to the stairs at the station and apply a new tread coating with a non -slip surface Justification: The fountain has multiple leaks that put water onto the walkway/stairway Addressing the repairs is consistent with the City's goal to provide well-maintained facilities to its citizenry Project Status: Proposed Department: Public Works Project Supervisor. Byron Moline Project Cost Est. ($): Expenditure/Cateoory Environ/NPDES Design/Plan Review Right -of -Way Construction Inspection & Admin Contingency Total Costs. Project Funding: Fundino Source Prop C Local PriorYears 2008-09 2009-10 2010-11 2011-12 2012-13 Total 0 500 0 0 0 0 500 0 10,000 0 0 0 0 10,000 0 0 0 0 0 0 0 0 75,500 0 0 0 0 75,500 0 500 0 0 0 0 500 0 13,500 0 0 0 0 13,500 $0 $100,000 $0 $0 $0 $0 $100,000 PriorYears 0 0 0 0 0 0 0 Priority Unfunded 0 Total Costs $0 Impact On Operations. None 2008-09 2009-10 2010-11 2011-11 2012-13 Total 100,000 0 0 0 0 100,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $100,000 $0 $0 $0 $0 $100,000 • 0 • BIG LEAGUE DREAMS SPORTS PARK Project Number: P0016 vroject L.ocauon: City limits ' W c m y City .4 . c.. .s! Sonia C1—ta N +j� OQ ,'i♦ i PROJECT LOCATION. CITYWIDE Description: This effort will provide for a site feasibility study and preliminary design of a Big League Dreams Sports Park This will include a thorough evaluation of land options, conceptual design, and master planning for the project Justification: Staff has been in discussions with Big League Dreams (BLD) about the development of a BLD Sports Park in • the City, and has toured the Chino Hills facility along with Council members, Parks, Recreation & Community Services Commissioners, and the City Manager This project is on the City's list of Infrastructure priorities and Is on the Commission's top 10 priorities for 2007 A BLD facility in the City would provide additional active parkland for the community and help the City achieve its goal of five acres of parkland for every -1,000 residents Project Status: In progress Department: Parks, Recreation & Community Service Project Supervisor: Tom Reilly Project Cost Est. ($): Expenditure/Category• PriorYears 2008-09 2009-10 2010-11 2011-12 2012-13 Total Environ/NPDES 0 0 0 0 0 0 0 Design/Plan Review 125,000 725,000 0 0 0 0 850,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 0 0 0 0 0 0 Inspection & Admin 0 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 0 Total Costs: $125,000 $725,000 $0 $0 $0 $0 $850,000 Project Funding: Funding Source PriorYears 2008-09 2009-10 2010-11 2011-11 2012-13 Total Facility Replacement 125,000 725,000 0 0 0 0 850,000 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 • Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $125,000 $725,000 $0 $0 $0 $0 $850,000 Impact On Operations: None at this time SANTA CLARITA SPORTS COMPLEX PH IV GRADING & DRAINAGE Project Location. George Caravalho Sports Complex Description Justification Project Number P3012 • RD: PriorYears y�+c✓• SOLEL�CAWON 2009-10 011, 2011-12 2012-13 Total Environ/NPDES 150,000 0 0 0 0 0 � Pp1t�SEP� _- 550,000 GENS0.E 0 ' C ENTRE POINTE PK Sports; C.oM lex `. - pRINGE55A, - ,- " Wy`'�•_ i 7777 VIA 0 0 0 v M z n 0 W[ TPROJECT 3,479,784 LOCATION• O v 0 0 This effort will provide for rough -grading for expansion of the Santa Clanta Sports Complex It will include the construction of new debris basins at the southerly end of the site and necessary underground drainage systems to convey water from the new basins to the existing basin inlets Expansion of the Sports Complex will provide needed active recreational opportunities in the geographical center of the City The eventual improvements were identified in the Sports Complex Expansion Plan approved by City Council in 2004, and have received the rank of "Highest Priority" by the Commission The effort is also identified in the Big Picture, the the 2005 Youth Master Plan, and the 2005 Parks, Recreation, and Community Services Priority Process Project Status- In progress Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expenditure/Category PriorYears 2008-09 2009-10 2010-11 2011-12 2012-13 Total Environ/NPDES 150,000 0 0 0 0 0 150,000 Design/Plan Review 550,000 0 0 0 0 0 550,000 Right -of -Way 0 0 0 0 0 0 0 Construction 3,479,784 120,000 0 0 0 0 3,599,784 Inspection & Admin 230,000 0 0 0 0 0 230,000 Contingency 411,350 0 0 0 0 0 411,350 Total Costs: $4,821,134 $120,000 $0 $0 $0 $0 $4,941,134 Project Funding: Funding Source Pi iorYears 2008-09 2009-10 2010-11 2011-11 2012-13 Total General Fund 2,303,000 120,000 0 0 0 0 2,423,000 Quimby 549,433 0 0 0 0 0 549,433 Facility Replacement 1,968,701 0 0 0 0 0 1,968,701 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 • Total Costs: $4,821,134 $120,000 $0 $0 $0 $0 $4,941,134 Impact On Operations: None • SANTA CLARITA SPORTS COMPLEX PH IV Project Number: P3011 GYMNASIUM & SOUTHERN PARKING LOT Project Location: George A Caravalho Sports Complex on Centre Pointe Parkway GEN�a� I Sports _ _ - Com lex CERTRE vp�NTEp�Y _ P.„� vlA Pai�CE55A, z A' PROJECT LOCATION: O • v Description: This effort will demolish an existing parking area, and design and eventually construct an 18,000 square -foot gymnasium that will house two regulation size basketball courts or four volleyball courts The design will be consistent with the overall architectural style of the Sports Complex Demolition of the existing skate park and construction of an 80 -car parking lot to serve the facilities in this area, will be required to alleviate the • parking shortage within the sports complex Justification: The project will design much-needed active recreational opportunities in the geographical center of the City This effort is consistent with the Sports Complex Expansion plan approved by the City Council in 2004, and is Identified as the "Highest Priority” by the Parks, Recreation & Community Services Commission, The effort is also identified in the Big Picture, the the 2005 Youth Master Plan, and the 2005 Parks, Recreation, and Community Services Priority Process Project Status: Proposed Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expenditure/Category PriorYears 2008-09 2009-10 2010-11 2011-12 2012-13 Total Environ/NPDES 0 0 100,000 0 0 0 100,000 Design/Plan Review 440,000 360,000 0 0 0 0 800,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 0 8,600,000 0 0 0 8,600,000 Inspection & Admin 0 0 250,000 0 0 0 250,000 Contingency 0 0 850,000 0 0 0 850,000 Total Costs: $440,000 $360,000 $9,800,000 $0 $0 $0 $10,600,000 Project Funding: Funding Source' PriorYears 2008-09 2009-10 2010-11 2011-11 2012-13 Total Quimby 440,000 360,000 0 0 0 0 800,000 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 Priority Unfunded 0 0 9,800,000 0 0 0 - 9,800,000 Total Costs: $440,000 $360,000 $9,800,000 $0 s0 $0 $10,600,000 Impact On Operations- No impact during the design phase of this project SANTA CLARITA SPORTS COMPLEX PH IV Project Number P3010 • SITE DESIGN & CONSTRUCTION Project Location: Georga A Caravalho Sports Complex Description: This project will provide for design and eventual construction of a 15 -acre Phase IV site area Included in the phase is construction of a new and expanded skate park, outdoor basketball courts, a multi -use athletic field, and new parking lots Justification: The project will design much needed active recreational opportunities in a location that is in the�geographical a approved by City Council in 2004, as well as the Big Picture Community Strategic Plan, the 2005 Youth Master Plan, and the 2006 Parks, Recreation, and Community Services Commission Priorities in which the project was ranked as one of the top four Commission priorities Design and construction costs,are projected based on historical information for projects of similar size and complexity Project Status: In progress Department: Parks, Recreation & Community Services Project Supervisor: Tom Reilly Project Cost Est. ($): Expenditure/Category PrlorYears 2008-09 2009-10 2010-11 2011-12 2012-13 Total Environ/NPDES 'SPorls � Design/Plan Review CEpTRE pO1��S PkVyy Right -of -Way � Coni lek p•n_t. _ � V1A Pfi1ACE`'SA 7,225,000 0 0 0 0 0 7,225,000 Inspection & Admin 200,000 0 0 0 0 0 200,000 Contingency 1,200,000 0 0 0 0 0 1,200,000 zl $9,382,398 $0 $0 $0 $0 $0 $9,382,398 Project Funding: D PriorYears 2008-09 2009-10 2010-11 2011-11 2012-13 Total , PROJECT LOCATION• O 37,398 0 0 0 0 0 37,398 v 570,000 0 0 0 0 0 570,000 General Fund Description: This project will provide for design and eventual construction of a 15 -acre Phase IV site area Included in the O • phase is construction of a new and expanded skate park, outdoor basketball courts, a multi -use athletic field, and new parking lots Justification: The project will design much needed active recreational opportunities in a location that is in the�geographical center of the City The improvements in this phase are consistent with the Sports Complex Expansion Plan approved by City Council in 2004, as well as the Big Picture Community Strategic Plan, the 2005 Youth Master Plan, and the 2006 Parks, Recreation, and Community Services Commission Priorities in which the project was ranked as one of the top four Commission priorities Design and construction costs,are projected based on historical information for projects of similar size and complexity Project Status: In progress Department: Parks, Recreation & Community Services Project Supervisor: Tom Reilly Project Cost Est. ($): Expenditure/Category PrlorYears 2008-09 2009-10 2010-11 2011-12 2012-13 Total Environ/NPDES 150,000 0 0 0 0 0 150,000 Design/Plan Review 607,398 0 0 0 0 0 607,398 Right -of -Way 0 0 0 0 0 0 0 Construction 7,225,000 0 0 0 0 0 7,225,000 Inspection & Admin 200,000 0 0 0 0 0 200,000 Contingency 1,200,000 0 0 0 0 0 1,200,000 Total Costs: $9,382,398 $0 $0 $0 $0 $0 $9,382,398 Project Funding: Funding Source PriorYears 2008-09 2009-10 2010-11 2011-11 2012-13 Total General Fund 37,398 0 0 0 0 0 37,398 Quimby 570,000 0 0 0 0 0 570,000 General Fund 8,775,000 0 0 0 0 0 8,775,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $9,382,398 $0 $0 $0 $0 $0 $9,382,398 Impact On Operations: None at this time O • • BOUQUET CANYON CREEK RESTORATION Project Number: R4001 Project Location: Bouquet Canyon Creek adjacent to Central Park. BARSACOA OR Pyy�9 9PR0// w OQ-\R CPCE� yG(, Z. �19/yE MPQ, ARRIBA DR p GARZOTA OR P�Op`GP�OaO CIR < ¢ a O SL O 2 Q w ? W ¢ pOO O Q O OGO Z Oq DR UOUES SO its :5,3Ar�4-�?:�> Z :-•� �5. FES';• 3,� > dr`. j;'a;: r?'` / ' `PARK''• '-rc. ww,e:,: PPRPC'UPY OR _' .�,� a � •'o; :. h'; �_,'-rcJ �:.�� , _ �)Y'� �-S, i _ o� y •"NX: , w,f PROJECT LOCATION Description- This effort will acquire and restore a three -acre section of Bouquet Creek adjacent to Central Park The 0 effort will prevent property damage to restore the natural value of the stream Justification: This area of the creek is one of the last unlined sections of Bouquet Creek outside of the Angeles National Forest This effort will restore its natural value Additionally, the City is bound by an agreement with SCOPE • to acquire and restore this section of the waterway, or the agreement must be renegotiated Project Status: In progress Department: Public Works Project Supervisor: leather Merenda Project Cost Est. ($): Expenditure/Category PriorYears 2008-09 2009-10 2010-11 2011-12 2012-13 Total Environ/NPDES 0 3,000 0 0 0 0 3,000 Design/Plan Review 0 0 0 0 0 0 0 Right -of -Way 10,000 20,000 0 0 0 0 30,000 Construction 0 82,000 0 0 0 0 82,000 Inspection & Admin 0 3,000 0 0 0 0 3,000 Contingency 1,000 10,000 0 0 0 0 11,000 Total Costs: $11,000 $118,000 $0 $0 $0 $0 $129,000 Project Funding: Funding Source PriorYears 2008-09 2009-10 2010-11 2011-11 2012-13 Total Developer (SCOPE) 0 25,000 0 0 0 0 25,000 DBAA 0 42,000 0 0 0 0 42,000 General Fund 0 11,000 0 0 0 0 11,000 RWCQG SEP Grant 0 40,000 0 0 0 0 40,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 •Total Costs: Impact On Operations: $0 None $118,000 $0 $0 $0 $0 $118,000 0 ENVIRONMENTAL MITIGATION LAND ACQUISITION Project Number: R0002 Project Location: City limits K'e�e 2 � ,orrEgMu owi_ — t . „iM1A'vrf 4City of / �yy Santa Clarita— tr- w PROJECT LOCATION CITYWIDE ---111I p` ^4 Description- This effort will establish a program to acquire land for Department of Fish and Game off-site mitigation requirements Justification: Every capital project that permanently impacts the environment is required to mitigate the impact off-site. In order to obtain the necessary permits for environmental clearance on captial projects, the Department of Fish and Game requires that the City identify and secure off-site mitigation land before issuing the necessary permits This program will help expedite the environmental clearance process for capital projects by creating a "land bank" that can be used for the off-site mitigation required by Fish and Game Project Status: In progress Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expenditure/Cateoory Environ/NPDES Design/Plan Review Right -of -Way Construction Inspection & Admin Contingency Total Costs: Project Funding. PriorYears 2008-09 2009-10 2010-11 2011-12 2012-13 Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 320,000 1,080,000 0 0 0 0 1,400,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $320,000 $1,080,000 $0 $0 $0 $0 $1,400,000 Funding Source PriorYears B&T - Valencia 320,000 2012-13 0 1,080,000 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 Total Costs: $320,000 Impact On Operations- None • • 2008-09 2009-10 2010-11 2011-11 2012-13 Total 1,080,000 0 0 0 0 1,400,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $1,080,000 $0 $0 $0 $0 $1,400,000 • • SANTA CLARA RIVER BANK STABILIZATION/MITIGATION Project Number. R3001 Project Location: Soledaa Canyon Road & Solemint Canyon : I CANYON.',- / _p COUNTRY s^ f^ I PROJECT LOCATION: O 0 Description. 1 This project will provide for the necesssary mitigation measures as required by the California Department of 0 0 Fish and Game permit that previously authorized stabilization efforts along the river bed. 0 Justification: The City made necessary repairs to the river bank to prevent further damage to a City trail In order to 0 0 complete the stabilization of the riverbed and to repair the damaged trail, the City sought a permit from the • 0 California Department of Fish and Game This project will cover the cost for mitigation measures as required 0 0 by the permit 0 Project Status: In progress Department: Public Works Project Supervisor- Curtis Nay 0 Project Cost Est. ($) 0 Expenditure/Category PriorYears 2008-09 2009-10 2010-11 2011-12 2012-13 Total 0 Environ/NPDES 98,000 80,000 47,000 0 0 0 225,000 0 Design/Plan Review 0 0 0 0 0 0 0 0 Right -of -Way 0 0 0 0 0 0 0 0 Construction 0 0 0 0 0 0 0 0 Inspection & Admin 0 0 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 0 Priority Unfunded 0 Total Costs: $98,000 $80,000 $47,000 $0 $0 $0 $225,000 0 Project Funding - 0 0 Funding Source PriorYeals 2008-09 2009-10 2010-11 2011-11 2012-13 Total $47,000 General Fund 98,000 80,000 47,000 0 0 0 225,000 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 Priority Unfunded 0 0 0 0 0 0 0 Costs: $98,000 $80,000 $47,000 $0 $0 $0 $225,000 •Total Impact On Operations: None SANTA CLARA RIVER WATERSHED Project Number: R4002 PLANT REMOVAL (SCARP) Project Location: Upper Santa Clara River near the Saugus Water Reclamation Plant outfall at Bouquet Canyon Road Bridge r NEWHALL RANCH _- pEACHCOMBER ,IBR06EPORT x y B PARK o 0 �1 mP .:i OJ i J 10 SOU4,"I" OR i k TR c CRE fkS,Of Ro � SCGTH p FCR PROJECT LOCATION: O Description: This effort will remove invasive arundo and tamarisk from 297 acres of City -owned river property near the Saugus Water Relcamation Plant Justification: In coordination with the Ventura County Resource Conservation District, the NRCS and the California Conservation Corps, the City implemented a demonstration project to remove noxious and invasive plant life from a 297 -acre City -owned river site Removal of the arundo and tamarisk is highly desireable, as these plants out -compete native vegetation and degrade the habitat These plants obstruct water flow, which can lead to erosion problems as evidenced by a prior loss of the area's bike path Project Status: In progress Department: Public Works Project Supervisor: Travis Lange Project Cost Est. ($): Expenditure/Category PrioIYea rs 2008-09 2009-10 2010-11 2011-12 2012-13 Total Environ/NPDES 8,000 10,000 0 0 0 0 18,000 Design/Plan Review 0 0 0 0 0 0 0 Right -of -Way 0 0 0 0 0 0 0 Construction 50,000 126,139 0 0 0 0 176,139 Inspection & Admin 5,000 10,000 0 0 0 0 15,000 Contingency 0 0 0 0 0 0 0 Total Costs: $63,000 $146,139 $0 $0 $0 $0 $209,139 Project Funding: Funding Source PriorYears 2008-09 2009-10 2010-11 2011-11 2012-13 Total Federal Grant 0 37,200 0 0 0 0 37,200 RWCQB SEP Grant 63,000 108,939 0 0 0 0 171,939 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $63,000 $146,139 $0 $0 $0 $0 $209,139 Impact On Operations* None • • C� • DOCKWEILER DRIVE/LYONS AVENUE ENVIRONMENTAL Project Number. S3023 Project Location. Dockweiler Drive and Valle Del Oro to Lyons Avenue 1 MASTERS', •' COLLEGE QA -.. CREERVIEW EMMAUS o� roc a� .`r�.F(FROR ���• jp Lr,�i ~ PROJECT LOCATION :®1 Description: This effort will provide for acquisition of right of way and environmental documentation needed to proceed with design for the extension of Dockweiler Drive to Lyons Avenue • Justification: Construction of the roadway is consistent with the General Plan, and will Improve traffic circulation in an area that will be impacted by future development The alignment study, conducted in a prior year, determined the necessary right-of-way for the future roadway extension Project Status: In progress Department: Public Works Project Supervisor: Curtis Nay Project Cost Est ($). Expenditure/Category PriorYears 2008-09 2009-10 2010-11 2011-12 2012-13 Total Environ/NPDES 0 415,000 0 0 1,000,000 0 1,415,000 Design/Plan Review 0 0 3,100,000 0 0 0 3,100,000 Right -of -Way 715,000 0 0 35,000,000 0 0 35,715,000 Construction 0 0 0 0 25,000.000 0 25,000,000 Inspection & Admin 0 50,000 0 0 1,060,000 0 1,050,000 Contingency 0 50,000 0 0 4,000,000 0 4,050,000 Total Costs: $715,000 $515,000 $3,100,000 $35,000,000 $31,000,000 $0 $70,330,000 Project Funding: Funding Source PriorYears 2008-09 2009-10 2010-11 2011-11 2012-13 Total Via Pnncessa B&T 715,000 515,000 0 0 0 0 1,230,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 3,100,000 35,000,000 31,000,000 0 69,100,000 Costs- $715,000 $515,000 $3,100,000 $35,000,000 $31,000,000 $0 $70,330,000 •Total Impact On Operations. None GOLDEN OAK RAILROAD CROSSING & SIDEWALK Project Number: S3025 • Project Location Golden Oak and Soledad Canyon Road Description. This effort will upgrade the Golden Oak railroad crossing to increase the capacity of the intersection. DELIGHT ST DELIGHT ST Improvements will include SOLEDAO ST side of Golden a - it Pointe Parkway to Golden Oak \F< O _ _ 5 Justification: This intersection experiences severe backup at peak hours Improvements to the intersection will also m jpfi, U GOLOEN TRIANGLE RD NCOON LN High School by providing designated pathways for students o • Project Status: In progress i0 Project Supervisor: o m 1Y f'G r� P9ti ($): PEJ$P ROE G 60 111 Expenditure/Category PriorYcars OYFN 2011-12 2012-13 �o y op a r Environ/NPDES MGKEON WY 31 � GILBERT OR N 0 r o j ¢ SBP NIJ `(, kh'r _--A 0 0 0 0 R 60,000 Right -of -Way 0 0 0 0 OP 0 °� j PROJECT LOCATION: O Construction 0 900,000 0 0 0 Description. This effort will upgrade the Golden Oak railroad crossing to increase the capacity of the intersection. Improvements will include the widening of the railroad crossing, and sidewalks on the north side of Golden Triangle, from Center Pointe Parkway to Golden Oak Justification: This intersection experiences severe backup at peak hours Improvements to the intersection will also improve access to Bowman High School by providing designated pathways for students • Project Status: In progress Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expenditure/Category PriorYcars 2008-09 2009-10 2010-11 2011-12 2012-13 Total Environ/NPDES 0 5,000 0 0 0 0 5,000 Design/Plan Review 60,000 0 0 0 0 0 60,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 900,000 0 0 0 0 900,000 Inspection & Admin 0 5,000 0 0 0 0 5,000 Contingency 0 90,000 0 0 0 0 90,000 Total Costs: $60,000 $1,000,000 $0 $0 $0 $0 $1,060,000 Project Funding. Funding Source PriorYcars 2008-09 2009-10 2010-11 2011-11 2012-13 Total TDA Article 8 60,000 957,490 0 0 0 0 1,017,490 TDA Article 3 0 42,510 0 0 0 0 42,510 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0- 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $60,000 $1,000,000 $0 $0 $0 $0 $1,060,000 Impact On Operations. None • • I-5/MAGIC MOUNTAIN PARKWAY INTERCHANGE PHASE II Project Number: S1003 Project Location: 1-5 and Magic Mountain Interchange LL RANCIi RDS SIX FLAGS t MAGIC MOUNTAIN 0,Vr� .y COUNTRY' '.ytes` VALENCIA+}� nir` }t-., '°.IwY ` �`. '. In. t _tinY� • �+=-Y�'` o� CLUB'• O+i=m yn, `�i t�S Yi VALENCIA:: �.bN �. it.`TOWN CENTER VA_LENCIA BLVD 4z PROJECT LOCATION; O-- Description: This program will provide for City oversight of the construction phase of a joint City -developer effort to reconstruct the 1-5/Magic Mountain Interchange This joint effort, known as the 1-5/Magic Mountain Interchange Phase ll, was designed by the developer The City is responsible for overseeing construction • Justification: The construction of the interchange is consistent with the City's Circulation Element Construction of the roadway will improve traffic in this heavily -traveled area of the City, which will be further impacted by future development. Project Status: In progress Department: Public Works Project Supervisor. Curtis Nay Project Cost Est. ($)- Exoenditure/Cateoory Environ/NPDES Design/Plan Review Right -of -Way Construction Inspection & Admin Contingency Total Costs: Project Funding: PriorYears 2008-09 2009-10 2010-I1 2011-12 2012-13 Total 300,000 0 0 0 0 0 300,000 1,000,000 0 0 0 0 0 1,000,000 1,350,000 0 0 0 0 0 1,350,000 34,733,000 3,420,000 0 0 0 0 38,153,000 3,635,000 400,000 0 0 0 0 4,035,000 2,430,001 425,000 0 0 0 0 2,855,001 $43,448,001 $4,245,000 $0 $0 $0 $0 $47,693,001 Funding Source PriorYears B&T Valencia 29,237,080 Prop C Grant 14,210,921 3,055,980 0 0 0 0 0 1,189,020 0 0 0 Priority Unfunded 0 •Total Costs. $43,448,001 Impact On Operations: None 2008-09 2009-10 2010-11 2011-11 2012-13 Total 3,055,980 0 0 0 0 32,293,060 1,189,020 0 0 0 0 15,399,941 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $4,245,000 $0 $0 $0 $0 $47,693,001 NEWHALL RANCH ROAD/GOLDEN VALLEY ROAD Project Number: S4013 • BRIDGE OVER THE SANTA CLARA RIVER Project Location. Newhall Ranch Road at Golden Valley over the Santa Clara River l t '�,5OLE,�Ap CANYON RD f, r ✓" la PROJECT LOCATION: O Description: This project will design and construct a bridge over the Santa Clara River The bridge over the Santa Clara River is a critical link of the Cross Valley Connector (CVC) Improvements will also include a Class I bicycle path Justification: This link is an integral component of the Cross -Valley Connector (CVC), a much needed east -west corridor that will alleviate congestion along Soledad Canyon The bridge and the connecting roadway will provide enhanced access to existing and planned commercial and industrial development Project Status: In progress Department. Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expenditure/Category PriorYears 2008-09 2009-10 2010-11 2011-12 2012-13 Total Environ/NPDES 0 0 1,500,000 0 0 0 1,500,000 Design/Plan Review 1,104,742 769,470 0 0 0 0 1,874,212 Right -of -Way 0 0 0 0 0 0 0 Construction 0 0, 20,500,000 0 0 0 20,500,000 Inspection & Admin 0 0 3,000,000 0 0 0 3,000,000 Contingency 0 0 3,000,000 0 0 0 3,000,000 Total Costs: $1,104,742 $769,470 $28,000,000 $0 $0 $0 $29,874,212 Project Funding, Funding Source PriorYears 2008-09 2009-10 2010-11 2011-11 2012-13 Total B&T - Bouquet 1,104,742 769,470 0 0 0 0 1,874,212 Fed Approp 0 0 14,715,000 0 0 0 14,715,000 Developer 0 0 5,000,000 0 0 0 5,000,000 STP -L 0 0 2,966,462 0 0 0 2,966,462 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 5,318,538 0 0 0 5,318,538 Total Costs: $1,104,742 $769,470 $28,000,000 $0 $0 $0 $29,874,212 Impact On Operations: None at this time 0 • NEWHALL STREETSCAPE PH I Project Location: Main Street in Old Town Newhall from Lyons Ave to 5th Street Project Number- S2004 Description: This effort is a major public improvement included in the implementation of the Downtown Newhal Streetcape - -- - - . • , �yt - - rcgq�iros s - furniture, street lights, 4 will include the entire storm drain and `pACeRfrA CAN ` selected portions of the streetscape palate H • Justification: s >r� as a key element of the Downtown Newhall • LYONS AV Project Status: Proposed Department: Public Works Project Supervisor: Chris Price Project Cost Est. ($): Expenditure/Category PriorYears 2008-09 2009-10 2010-11 2011-12 `T /` -_•--" —F -_ - f�Ii�a�'•;c�-1Xtl,' V 0 _..i, 100,000 Design/Plan Review 0 300,000 0 0 0 ��• PROJECT LOCATION t Description: This effort is a major public improvement included in the implementation of the Downtown Newhal Streetcape Plan Phase 1 will fully design a storm drain and "Streetscape" improvements (landscape, hardscape, street furniture, street lights, pavers, nd mid -block crossings). Construction will include the entire storm drain and selected portions of the streetscape palate • Justification: This project was included as a key element of the Downtown Newhall Specific Plan Project Status: Proposed Department: Public Works Project Supervisor: Chris Price Project Cost Est. ($): Expenditure/Category PriorYears 2008-09 2009-10 2010-11 2011-12 2012-13 Total Environ/NPDES 0 100,000 0 0 0 0 100,000 Design/Plan Review 0 300,000 0 0 0 0 300,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 1,500,000 0 0 0 0 1,500,000 Inspection & Admin 0 150,000 0 0 0 0 150,000 Contingency 0 150,000 0 0 0 0 150,000 Total Costs: $0 $2,200,000 $0 $0 $0 $0 $2,200,000 Project Funding: Funding Source PriorYears 2008-09 2009-10 2010-11 2011-11 2012-13 Total RDA 0 2,200,000 0 0 0 0 2,200,000 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 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $2,200,000 $0 $0 $0 $0 $2,200,000 Impact On Operations: VIA PRINCESSA ROAD Project Number: 2006-020 ISABELLA PARKWAY TO GOLDEN VALLEY ROAD Project Location: The vicinity of Via Princessa Road from Isabella Parkway to Golden Valley Road 1 71 - �,'""� OLEDAD W..1k� ' • ,FPti "''� PROJECT LOCATION 0 Description: This project will provide for preliminary engineering studies to extend Via Princessa Road from Isabella Parkway to Golden Valley Road Justification: Construction of the roadway Is consistent with the General Plan, and will Improve traffic circulation in an area that will be impacted by future development Project Status: Proposed Department: Public Works Project Supervisor- Curtis Nay Project Cost Est. ($): Expenditure/Category PriorYears 2008-09 2009-10 2010-11 2011-12 2012-13 Total Environ/NPDES 0 0 500,000 0 0 0 500,000 Design/Plan Review 0 0 3,700,000 0 0 0 3,700,000 Right -of -Way 0 0 0 20,000,000 20,000,000 0 40,000,000 Construction 0 0 0 0 0 33,000,000 33,000,000 Inspection & Admin 0 0 0 0 0 1,000,000 1,000,000 Contingency 0 0 300,000 0 0 6,000,000 6,300,000 Total Costs- $0 $0 $4,500,000 $20,000,000 $20,000,000 $40,000,000 $84,500,000 Project Funding: Funding Source PriorYears 2008-09 2009-10 2010-11 2011-11 2012-13 Total Prop C Grant 0 0 0 2,815,000 3,727,000 5,035,000 11,577,000 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 Priority Unfunded 0 0 4,500,000 17,185,000 16,273,000 34,965,000 72,923,000 Total Costs- $0 $0 $4,500,000 $20,000,000 $20,000,000 $40,000,000 $84,500,000 C • Impact On Operations- None 0 • 16TH STREET & NEWHALL AVENUE PEDESTRIAN IMPROVEMENTS Project Location: 16th Street & Newhall Avenue Project Number: T2004 ,t NQ�Y1J//��9 ` �\blrst � oOCHlyp/�F NFW , PROJECT LOCATION: O Description: This protect will design and construct pedestrian Improvements in the vicinity of 16th Street and Newhall Avenue Justification: This project is adjacent to Placenta Jr High School which has a high volume of pedestrian traffic • Project Status: Proposed Department- Public Works Project Supervisor- Curtis Nay Project Cost Est. ($) Expenditure/Category PriorYears 2008-09 2009-10 2010-11 2011-12 2012-13 Total Environ/NPDES 0 0 0 0 0 0 0 Design/Plan Review 0 0 0 0 0 0 0 Right -of -Way 0 0 0 0 0 0 0 Construction 0 35,000 0 0 0 0 35,000 Inspection & Admin 0 1,500 0 0 0 0 1,500 Contingency 0 3,500 0 0 0 0 3,500 Total Costs: $0 $40,000 $0 $0 $0 $0 $40,000 Project Funding: Funding Source PriorYears 2008-09 2009-10 2010-11 2011-I1 2012-13 Total TDA Article 3 0 40,000 0 0 0 0 40,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $40,000 $0 $0 $0 $0 $40,000 isImpact On Operations: None 2008-09 ACCESS RAMP CONSTRUCTION PROGRAM Project Number: T0027 • Project Location: Citywide eon° 1a. 7 m v. PROJECT LOCATION � CITYWIDE Description: This project will construct access ramps in high -demand areas of the City Targeted areas may include areas • Impact On Operations: None 0 near schools and other high pedestrian traffic areas Justification: Each year the City dedicates a portion of the capital budget for this effort This annual commitment enables the City to continue to move toward compliance with the federal Americans ith Disabilities Act (ADA) requirements Project Status: Proposed Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): , Expenditure/Category PrlorYears 2008-09 2009-10 2010-11 2011-12 2012-13 Total Environ/NPDES 0 2,000 2,000 2,000 2,000 2,000 10,000 Design/Plan Review 0 4,000 4,000 4,000 4,000 4,000 20,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 40,000 40,000 40,000 40 000 40,000 200,000 Inspection & Admin 0 0 0 0 0 0 0 Contingency 0 4,000 4,000 4,000 4,000 4,000 20,000 Total Costs: $0 $50,000 $50,000 $50,000 $50,000 $50,000 $250,000 Project Funding: Funding Source PriorYears 2008-09 2009-10 2010-11 2011-11 2012-13 Total TDA Article 3 0 50,000 0 0 0 0 50,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 50,000 50,000 50,000 50,000 200,000 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $50,000 $50,000 $50,000 $50,000 $50,000 $250,000 • Impact On Operations: None 0 • SAN FERNANDO ROAD PEDESTRIAN FACILITIES Project Number: T2003 AND SIDEWALK TO CARL COURT Project Location: San Fernando Road in the vicinty of the rail line to Carl Court Description • Justification MTCBEAN PKWY%/ I A 1 ,p �92 OO ,LYONS AV ``. �? y PROJECT LOCATION. O t This project will provide for an ADA acceptable pedestrian pathway along San Fernando Road across the Metrollink rail line Future phase will provide for a sidewalk along San Fernando Road from the rail road track to Carl Court The Identified area currently lacks a standard pedestrian pathway The improvements will address this need and provide a safer passageway across the rail line as well as enhance pedestrian access to downtown Newhall and nearby recreational areas. Project Status: In progress Project Cost Est. ($). Expenditure/Category MorYears Environ/NPDES 0 Design/Plan Review 35,000 Right -of -Way 0 Construction. 0 Inspection & Admin 4,600 Contingency 0 Total Costs: $39,600 Project Funding: 0 Funding PriorYears Prop C Local 39,600 TDA Article 3 0 0 0 30,000 0 700,000 0 0 0 790,000 0 Priority Unfunded 0 •Total Costs: $39,600 Impact On Operations. None Department: Public Works Project Supervisor- Andrew Yi 2008-09 2009-10 2010-11 2011-12 2012-13 Total 3,000 5,000 0 0 0 8,000 20,400 0 0 0 0 55,400 0 30,000 0 0 0 30,000 90,000 700,000 0 0 0 790,000 7,000 65,000 0 0 0 76,600 10,000 100,000 0 0 0 110,000 $130,400 $900,000 $0 $0 $0 $1,070,000 2008-09 2009-10 2010-11 2011-11 2012-13 Total 118,133 0 0 0 0 157,733 12,267 0 0 0 0 12,267 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 900,000 0 0 0 900,000 $130,400 $900,000 $0 $0 $0 $1,070,000 t SANTA CLARA RIVER COMMUTER TRAIL SEGMENT I Project Number: T0017 0 - Project Location: Along the Santa Clara River from Avenue Tibbetts to Interstate 5 - - COPPER HILL DR� 7,1 0, NEWHALL'' RANCH RD ZZ, s—� OIEDAD C PROJECT LOCATION: )MC 'SAN _Pllw,Y:,; Description- The Santa Clara River Commuter Trail project provides for the design and construction of several segments of the Santa Clara River Trail Segment I well extend from Avenue Tibbetts to Interstate 5 Other segments of the trail to be constructed are segments IV and V, which well extend from Bouquet Canyon Road to the City - owned River Park site in Canyon Country Justification- The construction of these trails will close gaps in the City's highest priority trail corridor, the 13 -mile Santa • Clara River corridor, and move the City forward in its effort to provide much-needed commuter and recreational needs to the community Project Status: In progress Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expenditure/Category PriorYears 2008-09 2009-10 2010-11 2011-12 2012-13 Total Environ/NPDES 0 0 0 0 0 0 0 Design/Plan Review 400,000 0 0 0 0 0 400,000 Right -of -Way 0 0 0 0 0 0 0 Construction 1,092,326 352,290 0 0 0 0 1,444,616 Inspection & Admen 471,541 149,900 0 0 0 0 621,441 Contingency 204,743 0 0 0 0 0 204,743 Total Costs: $2,168,610 $502,190 $0 $0 $0 $0 $2,670,800 Project Funding: Funding Source PriorYears 2008-09 2009-10 2010-11 2011-11 2012-13 Total Bikeway Dev 173,206 352,290 0 0 0 0 525,496 General Fund 382,460 149,900 0 0 0 0 532,360 Fed Grant 1,348,000 0 0 0 0 0 1,348,000 TDA Art 3 264,944 0 0 0 0 0 264,944 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $2,168,610 $502,190 $0 $0 $0 $0 $2,670,800 • Impact On Operations Once completed, this project well increase the Parks operations & maintenance budgets for landscaping and utility expenses. • SANTA CLARA RIVER REGIONAL TRAIL - DESIGN Project Location: The future extension of Golden Valley Road north of the Santa Clara River, to the future Discovery Park Site in Canyon Country. Project Number T4004 NORTHCLIFF OR K U SANTA CLARA ST CEDARCREEK ST RIVER FAIRWEATHERGT PARK DELIGHT ST s 9; 0 0 � CHADWAY STQ m BABINGTON ST FOUR OAKS ST 2 Q AD ST >_ DELIGHT ST O DELIGHT ST i i CANYON RO g (L OgYCLIFF ST `GOLDEN TRIANGLE RD F ANGHON L, R I v� o ��p `O } ��, RUEGo-E PROJECT LOCATION:® Description: This project will ultimately construct the final link of the total 7 -mile "Commuter" trail Project limits are from the future extension of Golden Valley Road north of the Santa Clara River, to the future Discovery Park Site in Canyon Country. The project will be phased to address costs for environmental and design with • construction in a future year Justification: The Santa Clara River Regional Trail is the City's highest priority trail corridor Its eventual construcxtion will provide links to commuter and recreational areas as well as to employment centers Project Status: Proposed Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expenditure/Category PriorYears 2008-09 2009-10 2010-11 2011-12 2012-13 Total Environ/NPDES 0 97,000 0 0 100,000 0 197,000 Design/Plan Review 0 0 1,000,000 0 0 0 1,000,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 0 0 0 8 200 000 0 8,200,000 Inspection & Admin 0 0 50,000 0 200,000 0 250,000 Contingency 0 0 50,000 0 1,500,000 0 1,550,000 Total Costs: $0 $97,000 $1,100,000 $0 $10,000,000 $0 $11,197,000 Project Funding: Funding Source PriorYears 2008-09 2009-10 2010-11 2011-11 2012-13 Total Developer 0 97,000 0 0 0 0 97,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 1,100,000 0 10,000,000 0 11,100,000 • Total Costs: $0 $97,000 $1,100,000 $0 $10,000,000 $0 $11,197,000 Impact On Operations: None at this time SOLEDAD CANYON RD/CROSSGLADE AVE IMPROVEMENT Project Number: T3012 Project Location: Soledad Canyon Road and Crossglade Avenue e ' I 0 ,r i n / n f m SOLEOAO CANYON RD SOLEDA LAANYON RD ,_...... _ - ¢S Or j w 3r 7 nun Uuiu/6i<r / i yr"agrpc�ss5 f PROJECT LOCATION: O , 1 Description: This project will upgrade pedestrian facilities at the intersection of Soledad Canyon Road and Crossglade Avenue Improvements will include pole relocations and access ramps to meet current disability design standards in the sidewalk area It will also include the installation of pedestrian push buttons Justification- The pedestrian pathways along this intersection is obstructed by utility poles, and is void of access ramps, making this area difficult to traverse, especially for persons of limited mobility The proposed effort will bring this location into compliance with the Americans with Disabilities Act (ADA) requirements Project Status: Proposed Department: Public Works Project Supervisor: Andrew Yi Project Cost Est. ($): Expenditure/Category PriorYears 2008-09 2009-10 2010-I1 2011-12 2012-13 Total Environ/NPDES 0 0 0 0 0 0 0 Design/Plan Review 0 0 0 0 0 0 0 Right -of -Way 0 0 0 0 0 0 0 Construction 0 127,000 0 0 0 0 127,000 Inspection & Admin 0 20,000 0 0 0 0 20,000 Contingency 0 14,700 0 0 0 0 14,700 Total Costs: $0 $161,700 $0 $0 $0 $0 $161,700 Project Funding: • • Funding Source PriorYears 2008-09 2009-10 2010-11 2011-11 2012-13 Total General Fund 0 16,170 0 0 0 0 16,170 Misc Grant 0 145,530 0 0 0 0 145,530 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $161,700 $0 $0 $0 $0 $161,700 • Impact On Operations. None 0 40 Unfunded Capital Projects Project N. Project Estimated Cost Project No Project Estimated Cost NEEDS PREVIOUSLY IDENTIFIED IN THE 2008-09 CIP, Circulation PEDESTRIAN BRIDGES Annual Median Modification $200,000 90-0707 Seco Canyon Road and Decoro Drive $850,000 Annual Roadway Safety Progiam $200,000 90-0711 Decoro Drive and Vista Delgado $850000 Overhead Street Sign Installation Program SIDEWALK, CURB & GU-rTER INSTALLATION - City Facilities & Buildings Arcadia Street Improvements $100,000 Q007 Newhall Library $26,000,000 92-0902 Orchard Village Road (north of Lyons Avenue) $200000 2009-017 Downtown Newh,dl Parking Structure $6,000000 Scherzmger Lane Improvements Ph II $5,000,000 Maintenance SIGNAGE PROGRAMS Annual Overlay Program $95,357,920 90-1104 City Entry Signs $2,000,000 Annual Sidewalk Repair Program $1,040,000 90-1105 Median (Parkway) Signs $2,225,000 Annual Stormwater Flowlme Repair Program $600,000 ' STREET CONSTRUCTION - NEW (City) Parks 91-1205 16th - Newhall/Snn Fernando $11,800,000 P3011 Santa Clanta Sports Complex Ph IV Gymnasium $9,800,000 Bouquet Canyon Road Bridge over Bouquet Creek $3,000,000 91-1207 Golden Valley - Soledad Canyon/Plum Canyon $23 200 000 Streets & Bridges 91-1204 Magic/Via Princessa Roadway $42,000,000 54013 Newhall Ranch Rd /Golden Valley Rd San Fernando Road Street Repairs $100,000 Bridge Over Santa Clara River $5,318,518 Santa Clanta Parkway (Via Prmcessa to Sierra Highway) $300,000 S3023 Dockweiler Drive/Lyons Avenue $69,100,000 Santa Clanta Parkway (Bouquet to Sierrra Highway ncessa , $5,000,000 Via Prmcessa - Isabella to Golden Valley Road $74,000,000 Soledad Canyon/Whites Canyon Right -Tum Pocket $1,250,000 Trails & Transit Via Princessa - Circle 1 Ranch Road to Magic Mountain Parkway Annual Access Ramp Construction Program $200,000 • San Fernando Rd Pedestrian Facilities Sidewalk to Carl Court Santa Clara River Regional Trail $900,000 $11,100,000 TRAILS Central Park/SCRT $700,000 Placenta Canyon $100,000 MISCELLANEOUS PROJECTS- South Fork Trail/Orchard/Lyons $600,000 None Alley Construction $52,000 Sand Canyon Area Trails $250,000 90-0201 Bus Tum -Outs $250.000 Santa Clara River Trail to Robinson Ranch $500,000 Santa Clanta Reg Comm Trial (Orchard Village to Lyons) $2,000,000 BEAUTIFICATION 90-0634 South RiverA-5 SCRT $2,000,000 91-0651 Bouquet Canyon Road Irrigation $200,000 Wiley Canyon/0rchard Village Road Bridge $550,000 Wiley Canyon Trail - to Rivendale $1,000,000 FLOOD CONTROL PROJECTS - County 90-0401 San Fernando Road and Pine Street $2,275,000 TRANSIT Spnngbrook Avenue (North of Sierra Highway) Santa Clanta Transit - Bikes on Buses $8,500,000 Sierra Highway Area Sewer Study $150.000 Sierra Highway Storm Drain Mastei Plan $200.000 TRAFFIC SIGNALS - City 92-1905 Rye Canyon (Interconnect) $200,000 LIBRARIES - County 90-0500 Valencia Expansion $1,100,000 TRAFFIC SIGNALS - Developer Signal Synchronization $5,000,000 PARKS - Active 90-0622 Canyon Country Paik Phase H $6,000,000 UTILITY UNDERGROUNDING None Central Park Tennis Complex $6,000,000 90-1306 Bouquet Canyon Road - Soledad Canyon/City Limits $515,000 P4009 Central Park Recreation Center $35,000,000 90-1309 Bouquet Canyon (N/S) - Soledad Canyon/Festividad $2,200000 Santa Clanta Sports Complex (24 -acre development) $26,000,000 90-1108 Newhall Avenue (wA) - Lyons Avenue and 9th Avenue $380,000 PARKS - Passive/River UTILITY UNDERGROUNDING - Continued Discovery Park $500,000 90-1105 San Fernando (w/s) - Bouquet Canyon/Lyons $4,200,000 Rivendale Paik $8 500 000 90-1102 Sand Canyon Road - City Lonns/Placenta Canyon Road $465000 Oak Spring/Noi land Property $9,000000 90-1307 Seco Canyon Road - Bouquet Canyon/City Lunits $340,000 Quigley Canyon Pail, (Maslci Plan) $100000 90-1104 Sierra Ilighway - City Limits $515,000 R, M,,,vu PI .,n of older Pari, $500000 90-1102 Soledad Canyon Road - Sand Canyon/Sierra Ihghway $280000 • 91-1302 Wiley Canyon Road - Lyons/City Li nus $480,000 PARKS - Succml Use None Amphitheater $5000,000 GRAND TOTAL: $482,243,458 None Pioneer Oil Refinery $750,000 It SANTA Ct�� U I�ZfD 75 DECEO! M 0