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2011-05-24 - AGENDA REPORTS - BUDGET CIP (2)
PUBLIC HEARING DATE: SUBJECT: DEPARTMENT Agenda Item: 9 CITY OF SANTA CLARITA AGENDA REPORT City Manager Approval Item to be presented by May 24, 2011 Ken Pulskamp PROPOSED FISCAL YEAR 2011-2012 ANNUAL OPERATING BUDGET AND FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM City Manager's Office RECOMMENDED ACTION City Council and Redevelopment Agency conduct the public hearing on the proposed Fiscal Year 2011-2012 Annual Operating Budget and Five -Year Capital Improvement Program and schedule the budget for adoption at the June 14, 2011, joint City Council and Redevelopment Agency Meeting. BACKGROUND The Fiscal Year 2011-2012 budget process is a six month effort that began in January 2011. The City Council Budget Subcommittee, which is comprised of Mayor McLean and Mayor Pro Tem Ender, has been involved in the budget process since the beginning and played a significant role in the development of the recommended budget. Total Appropriation The proposed Fiscal Year 2011-2012 Budget totals $159,407,521, which includes funding for the Redevelopment Agency and the Capital Improvement Program. Projected Revenues A significant part of the budget process is estimating revenues for the upcoming fiscal year. This process is critical, as appropriations are based on these projections. 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 :'P'0 EME financial planning to ensure long-term solvency. Total revenue resources for Fiscal Year 2011-2012 are projected at $160,039,639. General Fund Revenues The City's largest fund is the General Fund, representing $77.7 million of total revenues (includes transfers in and overhead reimbursements). This projection represents a 4% decrease when compared to revenues projected to be generated by the end of Fiscal Year 2010-2011. This decline is somewhat artificial because revenue projections for Fiscal Year 2010-2011 include a loan payment from the Redevelopment Agency and a reimbursement from the Landscape Maintenance District Fund. Without these payments to the General Fund, the difference in revenue from Fiscal Year 2010-2011 to Fiscal Year 2011-2012 is only a 1% decrease. Sales Tax continues to be the City's largest General Fund revenue source, accounting for 34% of the total General Fund revenue, or $26.5 million. Sales Tax has been very susceptible to the slowing economy and has declined by almost 19% since 2007. Fortunately, there are signs of improvement in our local economy, with unemployment going down, retail sales going up, and many other indicators. As a_ result, Sales Tax revenues have stabilized and modest increases are expected in future years. Property Tax in Lieu of Vehicle License Fees (VLF) is estimated at $13.4 million, and Property Tax totals $11.3 million. Property Tax estimation is not an exact science. The County Assessor's office makes changes to the City's property tax rolls daily to reflect transfers in ownership, new construction, assessment appeals, parcel splits, and other dynamic changes. When compared to revenues before the recession, Property Tax and Property Tax in Lieu of VLF have declined by 8.1 % and 1.8% respectively. Development Revenue represents charges for building and safety permits and review of new developments for environmental and land use compliance. Development Revenues continue to decline. For the new fiscal year, Development Revenues are projected to decrease by 5.8% when compared to Fiscal Year 2010-2011. This downward trend is due to permit activity shifting from large projects to small to medium-sized projects, thereby yielding lower fees and revenues. To ensure that revenues are consistent with operating expenses, the City had to reduce expenditures. One of the ways this was achieved was through the hiring freeze, which has resulted in an 11% decrease in the City's workforce and almost $7 million in savings. Despite the hiring freeze, City staff continues to do more with less, find creative ways to maintain services revered by our community, and provide award winning programs. General Fund Appropriations The proposed Fiscal Year 2011-2012 General Fund appropriations total $77.5 million. The total General Fund expenditures for Fiscal Year 2011-2012 include funding for operating departments, debt services, contingency, and transfers to other funds. General Fund revenues will exceed General Fund appropriations by almost $200,000. Included in the proposed General Fund budget is a 2% Cost of Living Adjustment (COLA) for City employees. z Public Safety maintains the largest General Fund budget totaling $20.3 million. Second to Public Safety is Parks, Recreation and Community Services. Providing parks and recreation programs for our youth has always been a priority and complements our proactive approach to public safety, by keeping kids busy and out of trouble. General Fund Reserves Reserves are a critical component of the budget because it is a funding source that can be counted on in case of an emergency or unforeseen opportunity. For Fiscal Year 2011-2012, the operating reserve will total $11.2 million, or 15%, of operating expenditures. ALTERNATIVE ACTIONS Other action as determined by the City Council and the Redevelopment Agency. FISCAL IMPACT The recommended appropriations for Fiscal Year 2011-2012 totals $159,673,472, including $25.9 million for the Capital Improvement Program. The proposed budget is balanced. ATTACHMENTS The Proposed Fiscal Year 2011-2012 Annual Operating Budget and Capital Improvement Program is available in the City Clerk's Reading File. ATTACHMENTS Draft 2011-2012 Operating Budget and 2012-2016 Capital Improvement Program available in the City Clerk's Reading File . 0 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 2011/2012 and the Proposed five-year Capital Improvement Program in the City of Santa Clarita. The budget will be heard by the City Council in the City Hall Council Chambers, 23920 Valencia Blvd., 1st Floor, the 24th day of May, 2011, 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 13, 2011 Kevin Tonoian Acting City Clerk Publish Date: May 14, 2011 1 4- • • 0 City of Santa Clarita Annual Operating Budget 2011-2012 and Capital Improvement Program 2012-2016 aCity of SANTA GLARITA 23920 Valencia Boulevard • Suite 300 • Santa Clarita, California 91355-2196 Phone: (661) 259-2489 • FAX: (661) 259-8125 www.santa-clarita.com May 24, 2011 Honorable Mayor and Members of the City Council: It is my pleasure to present the Proposed City of Santa Clarita's Fiscal Year 2011-2012 Operating Budget and Five -Year Capital Improvement Program. Once again, our City will have a balanced budget for the new Fiscal Year. Preparation of a balanced budget is paramount; moreover, one of the most important functions of the City Manager. The Great Recession has created serious economic and fiscal pressures for cities across the nation, thus requiring local governments to renovate practices and spending indefinitely. The City of Santa Clarita was no exception; however, our long history of conservative and strategic budget practices has allowed the City to maintain a balanced budget during every year of the Great Recession without layoffs or drastic cuts in services. Instead of layoffs, the City implemented a hiring freeze which has resulted in 43 full-time vacant or eliminated positions. This represents an 11 % decline in the City's workforce. Despite the budget cuts, City staff continues to do more with less, find creative ways to maintain services revered by our community, and provide award winning programs. Each year since 2007, Santa Clarita has lost 15.3%, or $14 million, of its annual General Fund revenues. This includes an almost 19% decline in Sales Tax and a 50% decline in fees charged for development services. The cumulative General Fund revenue impact to the City is $47.5 million. This is money that could have been used to build another park or a community center, or fund new public safety programs and other important services. Unfortunately, it will take years for General Fund revenues to recover its losses. For this reason, the City must continue to adjust spending as the economy recovers. Fortunately, there are signs of improvement in our local economy, with unemployment going down, retail sales going up, and many other positive indicators. However, the City's budget continues to be faced with threats from the State to eradicate or change Redevelopment Agencies and Enterprise Zones, which will impact economic development and revitalization efforts. In addition, the federal government has announced that cities should expect an almost 17% cut in Community Development Block Grant (CDBG) funding. This could force the City to use scarce General Fund resources to backfill services and programs that were historically CDBG funded. For Fiscal Year 2011-2012, departments were not asked to make operating cuts as in previous years since the recession. Instead, their focus was to continue maintaining current services with existing resources. Given poor economic conditions,_ loss in revenues, budget cuts and the hiring freeze, it is amazing . that Santa Clarita is able to maintain a balanced budget and continue to provide the highest quality services for the community. Our success in weathering the recession did not happen by luck, but rather the City's long tradition of being proactive and penny-wise when it comes to spending. Although no one, including renowned economists, knew how bad the recession would actually be, the City Council anticipated the bad times and took steps to ensure that we could endure it. When put to the test, we have proven that the City Council's method of budgeting works! Some of the principles the City lives by include: • The decisions made in the good times are more important that the decisions made during the bad times • Live below your means • Run a lean organization • Use conservative five-year projections • Employ full cost recovery when setting fees • Diversify revenue • Use one-time money only for one-time expenses • When in doubt, contract out I am proud of what we have accomplished to date and recommend that we continue to adhere to our successful and proven budget practices. The following executive summary provides an overview of the Fiscal Year 2011-2012 Budget, which includes a summary of appropriations, revenues, department budgets, and the Capital Improvement Program. BUDGET OVERVIEW Total Appropriations The Fiscal Year 2011-2012 Budget totals $159,407,521, which includes funding for the Redevelopment Agency and the Capital Improvement Program. 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. Total revenue resources for Fiscal Year 2011-2012 are projected at $160,039,639 (includes Redevelopment Agency revenues). City of Santa Clarita • • • General Fund The General Fund is vital to the operation of the City because it is comprised of the most flexible revenue which the City Council can allocate toward any project or need within the community. The 2011-2012 Budget is consistent with our "Good Business" practice of ensuring that on-going revenues are greater than on-going expenditures. General Fund revenues will exceed General Fund appropriations by almost $200,000. General Fund Revenues The City's largest fund is the General Fund, representing $77.7 million of total revenues (includes transfers in and overhead reimbursements). This projection represents a 4% decrease when 2011-2012 General Fund Revenues 30,000,000 25,000,000 20,000,000 15.000.000 10,000,000 5,000,000 -I'�I� dr compared to revenues expected to be generated by the end of Fiscal Year 2010-2011. This decline is somewhat artificial because revenue projections for Fiscal Year 2010-2011 include a loan payment from the Redevelopment Agency and a reimbursement from the Landscape Maintenance District Fund. Without these payments to the General Fund, the difference in revenue from Fiscal Year 2010-2011 to Fiscal Year 2011- 2012 is only a 1% decrease. Sales Tax continues to be the City's largest General Fund revenue source, accounting for 34% of the total General Fund revenue, or $26.5 million. Sales Tax has been very susceptible to the slowing economy and has declined by almost 19% since 2007. Property Tax in Lieu of Vehicle License Fees (VLF) is estimated at $13.4 million, and Property Tax totals $11.3 million. Property Tax estimation is not an exact science. The County Assessor's office makes changes to the City's property tax rolls daily to reflect transfers in ownership, new construction, assessment appeals, parcel splits, and other dynamic changes. When compared to revenues before the recession, Property Tax and Property Tax in Lieu of VLF have declined by 8.1 % and 1.8% respectively. Development Revenue represents charges for building and safety permits, and review of new developments for environmental and land use compliance. Development Revenues continue to decline. For the new fiscal year, Development Revenues are projected to decrease by 5.8% when compared to Fiscal Year 2010-2011. This downward trend is due to permit activity shifting from large projects to small -to -medium sized projects, thereby yeilding lower fees and revenues. City of Santa Clarita 3 General Fund Appropriations Fiscal Year 2011-2012 General Fund appropriations total $77.5 million. The total General Fund expenditures for Fiscal Year 2011-2012 include funding for operating departments,' debt..services, contingency, and transfers to other funds. Public Safety maintains the largest General Fund budget totaling $20.3 million. Second to Public Safety is Parks, Recreation and Community Services. Providing parks and recreation programs for our youth has always been a priority and complements our proactive approach to 'public safety by keeping kids.busy and out of trouble. General Fund Operating Reserve 201.1-2012 General Fund � Y a Reserves are a critical component of the budget because it is a funding source that can be counted on in case of an emergency or unforeseen opportunity. The City is very fortunate to be able_ to maintain a healthy reserve during this difficult time. For Fiscal Year 2011-2012, the operating reserve will total $11.2 million, or 15%, of operating expenditures. ADDITIONSOPERATING BUDGET Although the focus of the Fiscal Year 2011-2012 budget was to maintain existing service levels, some necessary additions have been made. For example, the Fiscal Year 2011.-2012 budget will include a $4.2 million budget in Library Fund money to establish an operating base for the new Santa Clarita Public Library. The City will assume the management of our three. local libraries and undertake the responsibility of providing library services to our community effective July 1, 2011. The ongoing operating budget will allow the City to provide library services of the highest professional quality. This includes $750,000 to purchase materials such as books, periodicals, newspapers, microfilms, ebooks, and audio and video materials. This is a 67% increase from the current annual book budget.' The budget also includes funding to maintain the three library facilities and purchase new computers. I am pleased to note that even with improved services and more spending. on materials and technology, the City will be able to maintain a surplus in the Library Fund and this is without the special library tax that is currently imposed on residents. This special library tax will cease to exist when the City takes over library services effective July 1, 2011, thus providing a tax cut for every City resident. City of Santa Clarita 4 • • • 'Public Safety' u ;Pubtic Works R� �7 Parks and Rec �t Admunstrabhe es Community Transfers Out Development Contingency Gty Attomey's oty Managers Office Debt Office Services Reserves are a critical component of the budget because it is a funding source that can be counted on in case of an emergency or unforeseen opportunity. The City is very fortunate to be able_ to maintain a healthy reserve during this difficult time. For Fiscal Year 2011-2012, the operating reserve will total $11.2 million, or 15%, of operating expenditures. ADDITIONSOPERATING BUDGET Although the focus of the Fiscal Year 2011-2012 budget was to maintain existing service levels, some necessary additions have been made. For example, the Fiscal Year 2011.-2012 budget will include a $4.2 million budget in Library Fund money to establish an operating base for the new Santa Clarita Public Library. The City will assume the management of our three. local libraries and undertake the responsibility of providing library services to our community effective July 1, 2011. The ongoing operating budget will allow the City to provide library services of the highest professional quality. This includes $750,000 to purchase materials such as books, periodicals, newspapers, microfilms, ebooks, and audio and video materials. This is a 67% increase from the current annual book budget.' The budget also includes funding to maintain the three library facilities and purchase new computers. I am pleased to note that even with improved services and more spending. on materials and technology, the City will be able to maintain a surplus in the Library Fund and this is without the special library tax that is currently imposed on residents. This special library tax will cease to exist when the City takes over library services effective July 1, 2011, thus providing a tax cut for every City resident. City of Santa Clarita 4 • • • • The following is a summary of the necessary additions to the budget: • Santa Clarita Public Library: $4.2 million • Los Angeles County Sheriff's 3.07% COLA: $563,732 • TMDL Compliance: $265,000 • Annual Vehicle Replacement: $229,000 • Sheriff's Juvenile Intervention Team: $170,000 • Transit Contract Adjustment: $100,387 • Boundary Changes: $100,000 • Redevelopment Professional Services: $95,600 • Santa Clarita Public Television: $62,000 . • Engineering and Traffic Survey: $60,000 • Federal ADA Mandate for Inclusionary Program: $57,240 • General Municipal Election: $50,000 • Waste Discharge Report: $50,000 • Traffic Signs and Markings: $25,000 FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM HIGHLIGHTS • 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 CIP for 2011=2012 totals $25,957,836. This year's capital budget will be 49% less than the capital budget for Fiscal Year 2010-2011. The difference in the budget is due to funding for construction of the Newhall Library, which totaled $19.3 million and was budgeted in the Fiscal Year 2010-2011 budget. This funding will not be carried over to Fiscal Year 2011-2012. The Fiscal Year 2011-2012 capital budget. will include funding to continue enhancing the Downtown Newhall area. This includes $2.2 million for the 5`h Street and Newhall Avenue Roundabout and Public Art project. This funding will be used to design and construct a traffic circle at the intersection of 5`h Street and Newhall Avenue. The traffic circle will allow for a 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. The capital budget will also include $8 million for our annual Road Overlay Program. The annual Road Overlay Program reflects the implementation of the City's commitment to sound pavement management of the roadway infrastructure by overlaying and slurry sealing streets in need of attention. Streets will be selected based on recommendation from the City's pavement • management survey and field inspections. City of Santa Clarita This effort strives to maintain the quality and viability of the City's streets. In order to meet the. pavement management survey's projected five-year need; the City must commit funds to the • Overlay Program. By committing funds, the City will prevent excessive roadway deterioration, which would later result in higher repair costs. 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 201172012 CIP, with corresponding location maps, can be found in the Capital Improvement Program 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 fiscally responsible leadership and direction, resulting in significant achievements and financial 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 Carol French and each of the budget officers, including Sarona Vivanco, Alex Hernandez, Elena Galvez, David Koontz, Patrick Bryant, and Casey • Bingham, who worked diligently to prepare the document now before you. 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. 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. With 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 0 • The City of Santa Clarita 0 Community Prorile • • 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' 176,971 Size 52.03 sq. miles Housing Units' 56,413 Unemployment Rate 7.6% Median Household Income' $87,927 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 70' to 100' range. • Winters are temperate. and semi -moist, in the 40' to 60' range. • Precipitation is measured at 15-18 inches between November and March. Safety Based on FBI statistics, the City of Santa Clarita is one of the safest cities of its size (population over 150,000) in the nation. Santa Clarita continually ranks as one of California's safest cities. 1 Provided by the CA Dept of Finance (May 2011) E Claritas Site Reports (July 2010) 3 Provided by the CA Employment Development Department (Feb 2011) Transportation The Santa Clarita Valley is part of a comprehensive transportation network that includes local, commuter, and dial -a -ride bus service, with routes to Century City, the Warner Center, and to the Los Angeles, Burbank, and Palmdale airports. The City is accessible via Highway 126, and the Golden State (I- 5) and the Antelope Valley (SR -14) Freeways. The Southern Pacific Railroad has daily freight runs; Amtrak, with stations in the adjacent San Fernando Valley, provides regular daily passenger service to key cities. The ports of Los Angeles and Long Beach are 50 and 60 miles south of the Valley, respectively. Ventura and its nearby ports are 40 freeway miles northwest of the Valley. The City of Santa Clarita is proud of its three Metrolink stations, which carry over approximately 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. 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 a highly - skilled labor pool, variety of transportation choices, housing, quality of life, climate, and scenery. Santa Clarita's unemployment rate in March 2011 was 7.5% compared to 12.2% for LA County and 12.0% for the State of California. Santa Clarita has the 4th largest labor force in LA County. Among cities in LA County with a 50,000 to 100,000 population labor force, Santa Clarita has the 2nd lowest unemployment rate behind Torrance with 6.1%. Santa Clarita Valley's top employers include Six Flags Magic Mountain, Princess Cruises, HR Textron, and the local school districts. Workforce The Santa Clarita Valley hosts a highly qualified and motivated workforce. The 120,000 (88,600 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. 680/6 Workforce Education 33% 10% Education Santa Clarita is home to four local public school districts which rank in the top 10% in California, based, on the California Assessment Program: 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 33% 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 found in the Santa Clarita Valley, or the nearby California State University, Northridge. Located in Santa Clarita, California Institute of the Arts, The Master's College, and College of the Canyons are an educational resource to our residents and nearby communities. Collectively, their student population is approximately 20,000. California State University, Northridge, is situated in the . northern part of the San Fernando Valley, just 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 within each area are family-oriented neighborhoods, apartments,. condominiums, executive estates, senior -citizen complexes, and a wide array of new and resale homes. Each community makes a special contribution to the valley's vitality and unique rural -urban flavor. 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. Water enthusiasts can enjoy Castaic Lake, Lake Hughes, Lake -Elizabeth, Lake Piru, and Lake Pyramid. Popular beaches, such as Ventura, Malibu, and Santa Monica, are within a 40-60 minute drive from Santa Clarita. The Angeles National Forest, Placerita Canyon Nature Center, Saugus Train Station, Vasquez Rocks County Park, and the City's 21 community parks are available for sports, hiking, and picnicking. William S. Hart Park features a magnificent Spanish Colonial mansion museum. Frazier Park (40 minutes) and Mountain High (75 minutes) are a short drive away for ski enthusiasts. Also located in the Santa Clarita. Valley are several theaters: The COC Performing Arts Center; Canyon Theatre Guild; Disney Studios; and the Santa Clarita Repertory Theater. Santa Clarita is one of the world's premier centers for study in the visual and performing arts, evidenced by the many public performances held each year. Golf enthusiasts enjoy the Friendly Valley, Valencia Country Club, Robinson Ranch, Tournament Players Club, and Vista Valencia golf courses. • Some College Post -Grad College Graduate Training/Degree Education Santa Clarita is home to four local public school districts which rank in the top 10% in California, based, on the California Assessment Program: 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 33% 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 found in the Santa Clarita Valley, or the nearby California State University, Northridge. Located in Santa Clarita, California Institute of the Arts, The Master's College, and College of the Canyons are an educational resource to our residents and nearby communities. Collectively, their student population is approximately 20,000. California State University, Northridge, is situated in the . northern part of the San Fernando Valley, just 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 within each area are family-oriented neighborhoods, apartments,. condominiums, executive estates, senior -citizen complexes, and a wide array of new and resale homes. Each community makes a special contribution to the valley's vitality and unique rural -urban flavor. 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. Water enthusiasts can enjoy Castaic Lake, Lake Hughes, Lake -Elizabeth, Lake Piru, and Lake Pyramid. Popular beaches, such as Ventura, Malibu, and Santa Monica, are within a 40-60 minute drive from Santa Clarita. The Angeles National Forest, Placerita Canyon Nature Center, Saugus Train Station, Vasquez Rocks County Park, and the City's 21 community parks are available for sports, hiking, and picnicking. William S. Hart Park features a magnificent Spanish Colonial mansion museum. Frazier Park (40 minutes) and Mountain High (75 minutes) are a short drive away for ski enthusiasts. Also located in the Santa Clarita. Valley are several theaters: The COC Performing Arts Center; Canyon Theatre Guild; Disney Studios; and the Santa Clarita Repertory Theater. Santa Clarita is one of the world's premier centers for study in the visual and performing arts, evidenced by the many public performances held each year. Golf enthusiasts enjoy the Friendly Valley, Valencia Country Club, Robinson Ranch, Tournament Players Club, and Vista Valencia golf courses. • Quality of Life •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 Fire and Sheriff 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. Mileage to Key Centers Burbank Airport 25 miles S Disneyland 58 miles S Downtown Los Angeles 35 miles S Los Angeles (LAX) 40 miles S Las Vegas 267 miles NE Palmdale/Lancaster 35 miles NE + j u Port of Los Angeles 60 miles S Port Hueneme 30 miles W San Diego 152 miles S San Francisco 351 miles N • "To sanFranrsoo TDUBVepes -------- — ----------- AW�. So Fh ps♦ • LOS ANGELES . - COl1NIY Mob& c *A#W Mwom♦ • Lw To � aakn ♦ Winp LAX bd MWi i Pond PACIFIC OCEAN To Sanaepo Map TOSede uq 3 m N --- YO ROAD - y � • --------------- _.._. o 0 co 06 m y I u^ m E v ^ H J �p I _ L�", �- • ySS3JN/�, b I O 27 a Y '. Q 0WO8 NOANV0ll NSH X�Y t L Ob0 NOANVo 0O3S A4 OA'D i oELS -CANYON ROAD 5 ROG go K 0 ./. MAID R .. � U y AMw Z - i jas�ailU01�= • • 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 first recorded discovery of gold in California occurred in Santa Clarita six years prior to its discovery at Sutter's Mill in Sacramento. As the story goes, in 1842, Juan Francisco de Gracia Lopez was napping under a massive oak tree in Placerita Canyon, and 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 was then known as the town of Newhall, and, in 1878, planted corn, flax, and alfalfa. This was the beginning of the Newhall Land and Farming Company. The 1870's also brought about the Southern Pacific Railroad. The Ironhorse, or so it was named, laid its tracks across the valley bringing with it new towns and increased population. Saugus was named after a small town in Massachusetts where Henry Mayo Newhall was born. Newhall:Train Depot arca*1$90 Black Gold, a substance which oozed from the ground, rarely served a purpose for the Indians. However, in 1875 the rivers of oil were diverted into the first commercially producing oil well in Pico Canyon. CSO 4, as it was called, was operated by the forerunners of the Standard Oil Company, and had the distinction of being the oldest operating oil well in the world until capped in 1990. The 1900's brought prosperity and new businesses to the valley, some of which remain today. For example, Sterling Borax began production during that time period, and the once - named "Saugus Station Eatery," now called the Saugus Cafe, still remains open for business daily. Many businesses opened shop during this era, including general stores, post offices, and churches. This growing community, with its rich and diverse surroundings of mountains, trees, and deserts, attracted Gene Autry and his western style television show. By the early 1900's, Hollywood studios were using the area's rugged canyons as locations for filming their Westerns. The new home for Melody Ranch was "Western" town, renamed and used as the set for Gene Autry's television show. William S. Hart, a prominent Hollywood film star of the 1920's, left his mark on the community by building his home here and, upon his death, leaving it to the County. The Hart Mansion provides tourists and residents a chance to recapture the feelings of the old west and the beginnings of the western film business. Today, the movie business has become one of the leading industries in the area and is an important factor in its economic growth. The Saugus Speedway, now used for a local swap meet and as an arena for large public events, was once the Baker -Hoot Gibson Rodeo Arena, which held massive regional rodeos, drawing people from all over southern California. With the development of this growing community came a, need for the distribution of information, and thus the Newhall Signal newspaper was founded by Edward H. Brown. By the year 1940, Santa Clarita's population had reached 4,000. .Six years later, the first high school in the William S. Hart District was dedicated. With the development of schools came the construction of tract homes, the first being Rancho Santa Clarita. In 1963, Canyon Country was founded and the first celebration of Frontier Days took place. In 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 to. the area. The community of Valencia was dedicated in 1967, and at that time houses were selling for a mere $25;000. Higher education opened its doors to the valley in the late sixties and early seventies. College of the Canyons and California Institute of the Arts, which was incorporated by Walt Disney, were established and serviced the needs of this growing community. The picture below shows the construction of.Magic Mountain, with the Santa Clarita Valley in the background. Magic Mountain opened in 1971, bringing thousands of tourists to the 'area, and giving the valley a significant landmark. Today, it remains one of the largest amusement parks in the country. In 1975, Henry Mayo Newhall Memorial Hospital was founded, as well as the Santa Clarita Valley Historical Foundation, which maintains and protects the rich history of the valley. In the 1980'§; "Santa Clarita" became a common term. The eighties also brought'a staggering increase in population, bringing the total number of residents to 81,816.. In 1985, the Chamber of Commerce instituted a study on the economic feasibility of becoming an incorporated city; two years later what is now the City of Santa Clarita was approved by the voters. In December. 1987, the City of Santa Clarita was formed as the second largest and the sixth most populated city within Los Angeles County. The year 2007 marked the 20''' 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 its staff since inception reflects the unique dedication that defines the City of Santa Clarita and its residents. • 0 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. 0 The City Council appoints a City Manager to. be the Chief Administrative Officer responsible for the day-to-day operations of the City. The City Manager's duties include appointing Department Directors, who are then responsible for the day-to-day operations of their own departments. 'Department Directors then have the task of 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. City of Santa Clarita Organizational Structure 'i Santa Clarita Residents �c. City Council Y .; aCity MManager, >� City Attorney L Assistant City City Manager's L Administrative .�:$9NICe8 r.w:w e+.t Public .Works �M f Parks, Recreation 8 Community rem+. Public Safety Community f:�, Development �. Commissions, Volunteer Boards and Committees Plamnin Commission Timothy Burkhart, Chair Dee Dee Jacobsen, Vice -Chair Lisa Eichman, Commissioner Bill Kennedy, Commissioner Dr. Dennis Ostrom, Commissioner The Planning Commission is a five -member commission appointed by -the City Council to consider and decide upon various applications for land use and land development in the City, including the implementation of the General Plan, Zoning Ordinance and.other land'use regulations, and recommendations on development applications. Parks.. Recreation & Community Services Commission Duane R. Harte, Chair The Parks, Recreation & Community Services Commission is a ,Matt Halliday, Vice Chair five -member commission appointed by. the City Council to Ruthann Levison, Commissioner make recommendations to the Council on all matters pertaining Dianna Boone, Commissioner to parks and public recreation. Chris Fall, Commissioner Arts Commission Dr. Michael Millar, Chair The Arts is.a five -member commission appointed by the City. Paul Strickland, Vice Chair Council to consider and advise the Council on arts -related issues John Dow, Commissioner, such as public art, arts education, facilities, and other areas. Eric Schmidt, Commissioner .Vacant, Commissioner 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.l l members. Anti -Gang Task Force This task force, founded through the Sheriff's 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 build self-esteem, give direction, develop skills, and let the youth know they are cared about. . Blue Ribbon Task Force The Task Force is comprised of community and education leaders. This Task Force was formed in January 2001, and works to educate the community about teen substance abuse and provide meaningful resources and programs to those in need. • 0 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 Councilmembers and City staff. Commuter Transit Advisory Committee Formed by the Transit Staff, this committee provides public participation opportunities and feedback to staff on needs and program design. Film Stakeholder's Group The Film Stakeholder Group meets quarterly to discuss specific business needs and ways the City can help them be more successful, while working 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 Sheriffs 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. Tourism Bureau The purpose of the committee is to market hospitality, attractions, and events in the Santa Clarita Valley. f 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. 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 I Executive Secretary 1 1 Assistant City Manager 1 1 Assistant to the City Manager 1 I City Clerk Intergov'tl Relations Officer 1 1 City Clerk 1 1 Management Analyst 1 1 Deputy City Clerk I 1 Executive Assistant I I Records Technician 1 1 Executive Secretary 1 1 Administrative Clerk 1 0 Secretary 1 1 Clerk Typist 0 1 Administrative Clerk 2 1.6 Finance Human Resources Finance Manager 1 1 Human Resources Manager 1 1 Senior Financial Analyst 2 2 Senior Human Resources Analyst 2 2 Financial Analyst 4 4 Human Resources Analyst 1 1 Payroll Technician 1 1 Human Resources Technician 1 1 General Accounting Specialist 2 2 Secretary 1 1 Secretary 1 1 Cashier 2 2 Economic Development Mktg & Econ Development.Mgr I 1 Purchasing/Mail Services Economic Development Associate 2 2 Purchasing Agent 1 1 Administrative Analyst 3 3 Buyer 2 2 Rec. & CS Supervisor 1 1 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 I 1 Risk Administrator 1 1 Communications Specialist 2 2 Administrative Analyst I 1 Graphic Artist 2 2 Secretary 1 I Special Districts Special Districts Administrator 1. 1 Full-time Equivalent 3700 36.60 Project Development Coordinator. 1 1. LMD Specialist 1 1 Project Technician 2 2 Program Specialist 1 1 • • Technology Services Parks, Recreation & Community Technology Services Manager 1 I Services Senior Information Tech. Analyst 4 3 Information Tech. Analyst 4 4 Administration GIS Technician 1 1 Director 1 1 Information Tech. Specialist 3 3 Senior Management Analyst I 1 Secretary 1 1 Administrative Analyst .0 1 Executive Secretary 1 1 Transit Administrative Clerk 0 0.4 Transit Manager 0 1 Transit Coordinator I 1 Arts and Events Administrative Analyst 4 4 Rec. & CS Administrator 1 1 Assistant Supervisor, 1 I Rec. & CS Supervisor 3 3 Information Tech. Specialist I 1 Rec. & CS Coordinator 3 3 General Maintenance Specialist Y 1 C1erk,Typist 1 1 Project Technician 1 1 Administrative Clerk 0 1 Community Services Clerk Typist 3 2 PR&CS Superintendent I 1 Rec. & CS Administrator 2 2 Full-time Equivalent . 60.75 60.75 Rec. & CS Supervisor 4 4 Administrative Analyst 1 0 Community Development Rec. & CS Coordinator 7 6 Secretary 1 1 Administration Program Specialist 1 1 ® Director 1 0.5 Clerk Typist 1 0 Executive Secretary I I Open Space and Park Planning Community Preservation Assistant City Engineer 1 1 Community Pres. Administrator 1 1 Park Development Administrator I 1 Supv. Community Preservation Off. 1 I Acquisition Specialist 1 1 Community Preservation Officer 5 5 Project Development Coordinator 3 3 Administrative Clerk 1 1 Administrative Analyst 1 1 Project Technician 1 1 Planning • Secretary 1 1 Planning Manager 1 1 Clerk Typist 0.5 0.5 Senior Planner 3 2 Associate Planner 7 7 Parks Assistant Planner II 3 2 PR&CS Superintendent 1 1 Assistant Planner I 2 2 Parks Administrator 3 3 Secretary 1 1 Assistant Supervisor 7 7 Clerk Typist 2 2 General Maintenance Specialist 3 3 Groundskeeper 11 7 7 Redevelopment Secretary 1 1 Redevelopment Manager 1 1 General Maintenance Worker 4 4 Housing Administrator I 1 Groundskeeper 1 13 13 Administrative Analyst 1 1 Clerk Typist I 1 Project Technician I 1 • Full-time Equivalent 33.00 30:50 Recreation. Development Services (continued). PR&CS Superintendent 1 1 Associate'Engineer 1 I Rec. & CS Administrator 2 2 Assistant Engineer 2 2 Rec. & CS Supervisor 7 6 Project Development Coordinator 1 1 Rec.. & CS' Coordinator 13 14 Supervising Public Works Insp 1 1 Project Technician I 1 Public Works Inspector 4 3 Aquatics Specialist 2 2 Engineering Technician 1 1 Secretary 1 1 Engineering Aide 1 0 Administrative Clerk 1 1 Permit Specialist 2 2 Clerk Typist 0 1 Secretary I 1 Full-time Equivalent 106.50 105:90. Environmental Services Environmental Services Manager 1 1 Public Works Environ. Svc Program Coord 1 1 Supervisor 1 1 Administration Project Development Coordinator 2 2. Director 1 1 Administrative Analyst 1 1 Management Analyst 1 1 Environmental Field Specialist I 1 Executive Secretary 1 1 Assistant Supervisor 1 1 Secretary 1 1 Secretary 1 1 Clerk Typist 2 2 Project Technician 1 1 Street Maintenance Worker 3 3 Building and Safety City Building Official 1 1 General Services Assistant Building Official 2 2 General Services Manager i 1 1 • Associate Engineer 2 2 Supervisor 3 3 Assistant Engineer 2 2 Sup. Vehicle Maini. Mechanic 1 1 Project Development Coordinator 2 2 Tree Specialist 2 2 Supervising Building Inspector 1 1 Assistant Supervisor 5 5 Building Inspector 6 6 Vehicle Maintenance Mechanic 3 3 Supervising Permit Specialist I 1 Street Maintenance Worker 14 14 Permit Specialist 3 3 Tree Trimmer 3 3 Secretary 1 1 Secretary 1 1 Administrative Clerk 2 2 General Maintenance Worker 3 3 Clerk Typist I 1 Administrative Clerk 1 1 Capital lmprovemenI Projects Traffic Assistant City Engineer 1 1. Assistant City Engineer 1 1 Senior Engineer 2 2 Senior Traffic Engineer 2 2 Associate Engineer 2 2 Associate Engineer, 3 3 Assistant Engineer 4 4 Signal Operations Supervisor 1 1 Project Development Coordinator 1 1 Assistant Engineer 2 2 Supervising Public Works Insp I I Project Development Coordinator 1 1 Administrative Analyst 1 2 Administrative Analyst 1 1 Public Works Inspector 1 I Secretary 1 1 Engineering Technician 1 1 Project Technician 1 1 Full-time Equivalent 127.00 126.00` Secretary. 1 T Development Services Assistant -City Engineer 1 ITotal City Staff Senior Engineer 4 4 Full-time Equivalent 364.25 359.75, We value excellence We value{our�enthhused worktorrce��,,�� We o de Fu h uah Fardtimel services `�" We Fen oivage actions:wh hkeep employees' ` P g q tY YAl Ki motivate' and competent t : We 'i urage education and Continual _ max �a �r k�r,.P ^' � rofessional develo went ,�� We respectaloyaltyto .the City 0, P �.•� V '� P x� We have, strong commirnient to the„community, y { theti individual professions. We value ethics We conduct ourselves professionally' .,, We believe the soundest basis forejudging the ",nghtness,of ail” action'is a test of its morality, � 1'<h. We believe.that prudent management of�our q- legality and its effect on human fights resources demonstrates our respect for;thera��rK�lt -[ Y� r' citizen's whose monies support`this organization. We treat`our fellow employees'an community We believe that diversity among staff and in the members fairly and equally, without communityy creates} strength. prejudice or bias. We walue an opewand We,value a:humanistic approach.. non bureaucr'atoc�gouer'nment F Our acttons recognize humans, human feehngs: We kee the ublicainformeclof what we}ado and :the impo"rtance'.W the individual t p �.P , . ' ' We share ideas; information, and feehngs We,believe in participati#Cmanagement withremployees� > . { VpR $ V M� We encourage employees to: enjoy their time ��-at the work?site; We are helpfulcourteous,Fandcooperative with the publicaand-orie`another We, encourage ideas that improve the mental and We encouragedecision making on the,front�lines physical lealth,ofrthe employees Weare:an inte"grate&br&ni ation, we are a team We areunited in our efforts to support, respect and r ,a r , 4 encourage individual talents and contributions , ° w v o rid c ,A j. ;. We aloe ur Gty .Council a�¢ public We value creativity P c service nor � �y}� s We haveBa,biasSforsaction 'We recognize the importance of the;_process a f4 ` , k ,a, z sx{ which elected the Council r GWe`beheve�in„taking,reasonable risks a�z�u.� �:� �_ - �3 a�4f nti :, We recognize stle importance :and dfficulty'of�; fi �We accept it novative�people . th&Council:s job We are full repared1oriCouncil meetings:-. \A/s�v�latn'��r.�tttrtrtcftr»nr�rna�hr: w�,,..,,,a. r ,K r ..,•:., � xx a s � , 7 7 Cl 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 give clear and accurate information to the community with respect to how its local government is organized and operates. The five-year Capital Improvement Program (CIP) provides a comprehensive capital planning document and a context for future capital budget allocations. The City of Santa Clarita's Municipal Code requires the City Manager to present a balanced budget, in which ongoing revenues match or exceed ongoing expenditures, to the City Council each year. This document authorizes appropriations or eligible expenditures for the City's fiscal year, which runs from July 1 to June 30 of the following year. Budget & 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. The Finance Division provides estimated revenues for the coming year, as well as year-end projected revenues for the current fiscal year: Department expenditure and CIP requests are prepared reflecting these projected revenue trends and estimates. In March, the departments then submit their proposed budgets and requests for the 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 and the Commissions 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 program for capital spending. The calendar below reflects the time -line and process for the planning and preparation of the Annual Budget and Five -Year CIP Document: January 10 i Budget Kick -Off Meeting January 27 • Council Budget Subcommittee Meeting February 1. • Joint Council/Planning, Parks, Recreation "& Community Services, and Arts Commissions Budget Study Session March 1 o Final Budget Package Due March 22-April'4 • Department Budget Discussions March 30 • Capital Improvement Budget Funding Meeting April 26 a Council Budget Subcommittee Meeting May 3 • Budget Study Session May 17 • Budget Presentation to Planning Commission May 24 • Public Hearing of Formal Annual Budget and UP June 14 • Adoption of Annual Budget and CIP Level of Control and Changes to Adopted Budget From the effective date of the budget, the amounts stated as proposed expenditures become appropriations for the various City departments and capital improvement projects. These formal budgets are employed as a management control device during the year for the General Revenue 'Fund and all Special Revenue Funds. The City has prepared.a line -item detail, which lists each account group within each of the three expenditure categories. This. annual budget format is designed to, provide a more comprehensive management and fiscal. planning system to aid in the achievement of goals and objectives at the operational levels consistent with the City Council's policies. Additional expenditures for capital outlay. items must be approved by the City Manager and City Council. Funds appropriated for salaries and benefits may not be expended for any other purpose without the approval of the City Manager. 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. 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 the total appropriated amounts for each category. • • • Budget Amendment: This is an adjustment to the total appropriated amount within a fund which was not included in the original budget. These supplemental appropriations require formal action by the City Council. Types of modifications can be categorized as follows: • Unanticipated revenue, which was not projected in the budget, may be appropriated by Council for expenditure in the 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 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, Santa Clarita Redevelopment Agency, and the Santa Clarita Public Library 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. 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, a breakdown of project costs by typical expenditure category, and a breakdown of project funding by source. Examples of a department program budget and a CIP project information sheet follow. Example of a Program Budget: Personnel 5001.001 ORegular Employees 1,028,070 5003.001 Overtime 1,500 5004.002 Vacation Payout 40,986 5006.001 Sick Leave Payout 17,022 5011.001 Health & Welfare 123,990 5011.002 Life Insurance 2,406 5011.003 Long -Term Disability Insurance 06,579 5011.004 Medicare 19,139 5011.005 Worker's Compensation 20,352 5011.001 PERS 203,258 5011.007 Deferred Compensation 26,000 Total Personnel 1,489,302 Operations & Maintenance 5101.001 Publications & Subscriptions 2,450 5101.002 Membership & Dues 8,060 5101.003 Office Supplies 640 5101.004 Printing 3,000 5101.005 Postage 2,225 5111.001 Special Supplies 7,000 5131.003 Telephone Utility 3,000 5161.001 Contractual Services 133,000 5161.002 Professional Services 23,507 5191.001 Travel & Training 26,300 5131.004 Auto Allowance & Mileage 16,835 5211.001 Computer Replacement .12,551 5211.004 Insurance Allocation 54,419 Total Operations & Maintenance 292,987 iBudget O Account Code: The first five numbers indicate the department and division or subdivision. The second set of seven numbers indicates a specific line -item. 0 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.) • • 0 Bottom Line: Total appropriation for the budget program. • Capital Project Information Guide: Project Name: 2011-12 OVERLAY AND SL Project Location: Citywide Description: Justification: U RRY SEAL PROGRAM O Project Number: M0084 "` '6 - it PROJECT LOCATION, CFTVMDE The annual Overlay and Slurry Seal Program reflects the City's commitment to sound pavement management of the roadway infrastructure by overlaying streets in need of attention. Streets will be selected based on recommendations from the City's pavement management survey and field inspections. This annual effort strives to maintain the quality and viability of the City's streets. In order to meet the Pavement Management System's projected five-year need, the City must commit funds to the overlay program. By committing funds to the requested need, the City prevents continued roadway deterioration. Continued deterioration results in higher repair costs in future years. Project Status: In Progress Department: Public Works Project Manager: Curtis Nay. © Project Cost Est. ($): Expend. Category: Prior Years •Environmental $ 2011-12 30,000 2012-13 2013-14 630,258 205,225 2014-15 175,100 2015-16 181,229 Total $1,221,812 Design/Plan Review 200,000 3,151,292 1,026,115 875,500 906,143 6,159,050 Right -Of -Way - 20,522,875 - 20,522,875 Construction 6,750,000 62,970,835 17,510,000 18,122,850 105,353,685 Inspection & Admin. 320,000 3,047,055 1,026,115 875,500 906,143 6,174,813 Contingency 700,000 6,302,585 2,052,230 1,751,000 1,812,285 12,618,100 Total Costs: $ 8,000,000 76,102,025 24,832,560 21,187,100 21,928,649 $152,050,334 ©Project Funding: Funding Source: Prior Years 2011-12 2012-13 2013-14 2014-15 2015-16 Total Gas Tax $ 157,711 - - - - $157,711 General Fund 1,402,289 - - - - 1,402,289 STPL 600,000 - - - - 600,000 TDA Article 8 5,840,000 - - - - 5,840,000 Priority Unfunded - 76,102,025 24,832,560 21,187,100 21,928,649 144,050,334 Total Costs: $ 8,000,000 76,102,025 24,832,560 21,187,100 21,928,649 $152,050,334 O Project Number: M0084 M = Categorical location of capital project. 0 = The area of the City in which the project is located. 084 = The assigned project member (assigned in order according to area). Category Abbreviations: Area: B = Beautification & Landscaping M = Maintenance 0 = Citywide C = Circulation N = Infrastructure 1 = Valencia D = Emergency P = Parks & Recreation 2 = Newhall F = Facilities & Buildings S = Streets & Bridges 3 = Canyon Country I = Intelligent Transportation Systems T = Trails & Transit 4 = Saugus © Project Cost Est. ($): This area shows a detail of the costs of the project by year and expenditure category. 0 Project Funding: This area shows the detail of the estimated costs of the project by year and by funding source. 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: • Building Permit/Plan Approval • Planning/Zoning • Community Development • Public Safety (Police/Fire) • Emergency Services • Recreation Services • Engineering • Street Maintenance • Parks & Trails -Maintenance • Transit Service • Library Services 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 • Account Groups - General Fixed Assets and General Long -Tenn Debt C. Governmental Funds Governmental Funds are used to account for the City's expendable financial resources and related current liabilities, except for those accounted for in proprietary funds. The basic financial statements necessary to fairly present financial position and operating results for governmental funds are the balance sheet and the statement of revenues, expenditures, and changes in fund balance. Governmental funds are maintained using the modified accrual basis of accounting. • General Fund - Accounts for all the general revenue of the City not specifically levied or collected for other City funds, and for expenditures related to the rendering of general services by the City. • Special Revenue Fund Accounts for the proceeds of specific revenue sources that are restricted by law or administrative action for specified purposes. • Debt Service Fund - Accounts for accumulation of resources for, and payment of, interest and principal on long-term debt. • Capital Project Fund - Accounts for financial resources used for the acquisition or construction of major capital facilities (other than those financed by proprietary funds). ® D. Proprietary Funds Generally accepted accounting principles applicable to a private commercial business are applicable to proprietary funds of a governmental entity. The accrual basis of accounting is utilized. The measurement focus is based upon a determination of net income, financial position and cash flows. Accordingly, basic financial statements are required, such as balance sheet, statement of revenues, expenses and changes in retained earnings (deficit), and the statement of cash flows. Enterprise Fund - Accounts for operations that are financed and operated in a manner similar to private enterprises, where the intent of City Council is that the cost and expense, including depreciation and amortization, of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges; or where periodic determination of revenues earned, expenses incurred and/or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes. • Internal Service Fund - Accounts for activities involved in rendering services to departments within the City. Costs of materials and services used are accumulated in these funds and are charged to the user departments as such goods are delivered ® or services rendered. E. Fiduciary Funds Fiduciary Funds are maintained to account for assets held by the City in a trustee capacity for individuals, private organizations, other governments and other funds. • Expendable end ble Trust Fund - Accounts for .assets and activities restricted to specific _ purpose in accordance with a trust agreement. • Agency Funds - Accounts for assets held by the City as an agent for the City employees deferred compensation plan, 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 - Accounts ' for long-term assets of the City, except for those accounted for in proprietary fund types. • General Long -Term Account Group - Accounts for long-term debt of the City, except for debt accounted for in proprietary fund types: G. Fund Classifications On February 2009, the Governmental Accounting Standards Board issued Statement • No. 54, Fund Balance Reporting and Governmental Fund Type Definitions. This, statement establishes fund balance classifications that comprise a hierarchy based primarily on the extent to which a government is bound to observe constraints imposed upon the use of the resources reported in governmental funds. The fund balance classifications are: Non -Spendable, Restricted, Committed, Assigned, and Unassigned. •. Non -Spendable — That portion of fund balance that includes amounts that are not in a spendable form (inventory, for example) or are required to be maintained intact (the principal of an endowment fund, for example). • Restricted — That portion of fund balance that includes amounts that can be spent only for the specific purposes stipulated by external resource providers (for example, grant providers), constitutionally, or through enabling legislation (that is, legislation that creates a new revenue source and restricts its use). Effectively, restrictions may be changed or lifted only with the consent of resource providers. • Committed — That portion of fund balance that includes amounts that can be used only for the specific purposes determined by a formal action of the government's highest level of decision-making authority. Commitments may be changed or lifted only by the government taking the same formal action that imposed the constraint _ originally. _ .. ... • Assigned — That portion of fund balance that comprises amounts intended to be used for specific purposes, but that are neither restricted or committed. Such intent can be expressed either by the governing body or by an official designated for that • purpose. • Unassigned — That portion of fund balance that includes all amounts not contained in the other classifications. Unassigned amounts are technically available for any purpose. The City's fund balance is classified under Restricted, Committed, Assigned, and Unassigned. 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, 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 Deputy City Manager/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. • 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. Development fees for one-time capital expenditures attributed to new development • will be reviewed annually to ensure that fees match development related expenditures. All applicable fees will be reviewed and adjusted annually according to the Consumer Price Index (CPI) to maintain cost recovery levels. 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 departments 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 departments 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 Program shall be prepared and updated'each year. Although this plan may include "unfunded" projects that carry out the City's strategic and general plans, it must also include a capital spending plan that identifies projects that can be completed with known funding sources. 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 made by motion rather than resolution, and may accompany a recommendation for award of bid, change order, or other Council action. While this approval is not a strict legal requirement, it serves to keep the Council informed on capital activity and funding, and ensures that revisions of project priorities are in line with Council expectations. 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, Assistant to the City Manager/Budget Officer, Deputy City Manager/Director of Administrative Services, Finance Manager, and Senior Financial Analyst, conduct meetings with each department to review their estimated expenditures for the current fiscal year and the proposed base -line requests and enhancements for the proposed budget year. At the completion of these meetings, the Department of Administrative Services again compiles all the financial data and presents the proposed budget to the Assistant to the City Manager/Budget Officer for final review and budget preparation. K. Budget Adoption The City Manager presents, via publicly noticed study sessions, the budget to the City Council. A public hearing is held and, after modifications and revisions, the budget is • adopted by resolution. 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 programs accounted for through its governmental funds: general government; public safety; parks and recreation; community development; public works; 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 • 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. 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 possible yield, 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 Y Authorit 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, 2011, the City's obligation for Public Financing Authority Revenue Bonds, Series 2005, is $12,700,000. 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 was for installation of curbs, gutters and sidewalks in the West Newhall area. In July 2010, the City refinanced this debt with a term of four years. As of June 30, 2011, the balance of this loan is $570,000. 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, 2011, the balance of this lease is $147,124. 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 & Girls Club. The term of the agreement is 15 years, with. annual payments of approximately $35,000 beginning in February 2003. The balance as of June 30, 2011 is $166,000. 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 gutters to upper Scherzinger Lane. The term of this agreement is 15 years. The balance as of June 30, 2011 is $534;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, 2011, the City obligation for Public Financing Authority Revenue Bonds, series 2007, is $12,085,000. • 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, 2011, the balance of this lease is $15,525,000. In June 2008, The City of Santa Clarita Redevelopment Agency (the "Agency") issued tax allocation bonds for the gross amount of $29,860,000. The Agency functions as, and has the power and jurisdiction of, the redevelopment agency of the City of Santa Clarita. The Agency will use the proceeds of the sale of the bonds to fund certain redevelopment projects within the Newhall Redevelopment Project Area, fund a reserve fund, and to pay the costs of issuance of the bonds, including the premium of a financial guaranty insurance policy. Currently, these funds are being managed by the fiscal agent, Bank of New York. The term of the agreement is 34 years, with annual payments of approximately $1,780,000 beginning in October 2008. As of June 30, 2011, the balance of this tax allocation bonds is $29,040,000. • In June 2008, the City of Santa Clarita Redevelopment Agency (the "Agency") issued its Housing Set -Aside Tax Allocation Bonds for the gross amount of $8,850,000. Proceeds of the bonds will be used to finance low and moderate income housing projects and programs, fund a reserve fund, and pay costs incurred in connection with the issuance, sale, and delivery of the bonds, including the premium of a financial guaranty insurance policy. Currently, these funds are being managed by the fiscal agent, Bank of New York. The term of the agreement is 34 years, with annual payments of approximately $535,000 beginning in October 2008. As of June 30, 2011, the balance of this tax allocation bonds is $8,605,000. 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 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 on contract routing and City contractual policies. 7. Annual Audit 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, Caporicci and Larson, CPA, a firm of Certified Public ' Accountants, completed the audit for the fiscal year ending June 30, 2010. 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 11 I to change the method of calculating the annual appropriations limit. Prior to Proposition 111, the annual appropriations limit was adjusted annually by the change in the cost of living or by the change in California per capita personal income, whichever was less, and by the percentage change in the population of the City. Under the new guidelines set forth by Proposition 111, the annual appropriations limit will not exceed a base year adjusted by the change in population of the City or the County combined with either the change in.California per capita personal income or the change in the local assessment roll, due to local nonresidential construction. Proposition 111 also changed the base year for all municipalities to 1986-87. C� • • Starting with a base year limit of $47,350,022 for 1986-87 and increasing it to the 2011-2012 limits by using the guidelines set forth in Proposition 111, the calculation would be as follows: Year - 1997-98 .L.Ini.it 108,118,037 Add Ch:.-inge Persoll'al 4.67% in Incot'lle 5,049,112 New. Base. 113,167,14 Add Change 1"Op'LlIation, 1.13% III 1,278,789 Appropriatlohs Unlit 114,445,93 1998-99 114,455,938 4.15% 4,749,921 119,205,859 9.69% 11,551,048 130,756,90 1999-00 130,756,907 4.53% 5,923,288 136,680,195 2.37% 3,239,321 139,919,51 000-01 139,919,516 4.91% 6,870,048 146,789,564 3.39% 4,976,166 151,765,73 001-02 151,765,730 7.82% 11,868,080 163,633,810 2.18% 3,567,217 167,201,02 2002-03 167,201,02 (1.27%) (2,123,453) 165,077,574 2.93% 4,836,773 169,914,347 003-04 169,914,347 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% 2,496,279 187,405,86 2005-06 187,405,864 5.26% 9,857,548 197,263,412 1.80% 3,550,741 200,814,15 2006-07 200,814,154 3.96% 7,952,240 208,766,39 .27% 563,669 209,330,06 2007-08 209,330,064 4.42% 9,252,38.9 218,582,452 5.68% 12,415,483 230,997,93 008-09 230,997,936 4.29% 9,909,811 240,907,747 .50% 1,204,539 242,112,28 009-10 242,112,286 .62% 1,501,096 243,613,382 .64% 1,559,126 245,172,50 2010-11 245,172,508 (2.54%) (6,227,382) 238,945,126 .65% 1,553,143 240,498,27 011-12 240,498,270 2.51% 6,036,507 246,534,776 .35% 862,872 247,397,64 260 g sr p 240 n. r 220 3 200t Y a 180 i. 'Y" E d 160 •. Yr n q xd' �.. 140 120 80 ,°.v 60 z' � 40.' �✓'q 0 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 ® Gann Appropriation Limit + Proceeds of Tax Budget Summary 0 Capital Projects $ 25,957,836 Redevelopment Agency 4,087,035 Personnel Services 41,545,394 Operations & Maintenance Capital Outlay Reserves & Debt Service 2011-12 Budget Appropriations • Operations & Maintenance 52% 40 Reserves & Debt Service Capital Outlay 3% 0%Capital Projects 82,951,519 365,400 4,500,336 Redevelopment Agency 3% xsonnel Services 26% • City N-1,111ager's Office City Council . $ 216,066 $ 203,180 $ 206,575 City Manager 1,974,281 1,818,752 1,747,575 Human Resources 803,373 885,244 886,552 Communications 717,186 824,021 850,366 Economic Development 21331,069 2,783,222 2,522,592 Total $ 6,041,975 $ 6,514,419 $ 6,213,660 Administration $ 556,668 $ 644,379 $ 684,302 Public Library 2,313,640 4,196,918 Risk Management 1;522,239 1,846,536 1,847,447 Finance 1,987,223 1,748,244 .1,702,397 Purchasing ., 898,153 868,526 880,693 Technology Services 2,894,305 2,585,950 2,610,613 Transit 22,370,493 34,673,467 20,109,729 City Clerk 662,431 372,283 .625,462 Special Districts Total $ 13,323,594 44,215,107 $ 19,265,655 64,318,681 $ 14,653,793 47,311,353 Administration $ 1,450,678 $ 607,002 $ 399,453 Planning 2,353,748 2,459,590 2,267,754 Community Preservation 1,409,877 1,232,298 1,287,621 Total $ 5,214,303 $ 4,298,890 $ 3,954,828 Administration $ 828,112 $ 768,095 $ 859,361 Development Services 2,289,702 2,230,738 2,357,738 Capital Improvement Projects 1,102,498 1,472,550 1,374,361 Traffic 5,172,114 17,961,091 4,129,483 General Services 6,680,257. 7,944,512 8,209,289 Building & Safety 2,734,460 2,824,166 2,9331-139 Environmental Services 2,669,865 3,309,086 3,280,274 Total $ 21,477,008 $ 36,510,238 $ 23,143,645 Police Services $ 18,027,090 $ 19,757,177 $ 20,542,294 Fire Protection 32,019 32,985 37,806 Total $ 18,059,109 $ 19,790,162 $ 20,580,100 Parks, Recreation & Community Services Administration $ 915,364 $ 960,295 $ 984,210 Recreation 6,185,785 6,445,939. 6,673,365 Parks 6,692,627 7,471,750 6,705,005 Parks Planning and Open Space Administration 1,046,415 2,449,512 997,387 Community Services 3,152,819 3,034,017 3,018,910 Arts and Events 1,820,093 1,829,303 1,810,079 Total $ 19,813,103 $ 22,190,816 $ 20,188,956 City Attorney $ 1,453,943 $ 2,225,028 $ 2,225,028 Total $ 1,453,943 $ 2,225,028 '$ 2,225,028 Non=Departmental Administration $_ 1,374,537 $ . 523,594 $ 522,304 Reserves - 680,000 750,000 Debt Service 4,733,300 3,456,734 31250,336 Total $ 6,107,837 $ 4,660,328 $ 4,522,640 Redevelopment Agency $ 13,346,983 $ 7,107,156 $ 4,087,035 CDBG 1,645,511 3,318,894 1,222,440 Total $ 14,992,494 $ S 10,426,050 170,934,611 $ S 5,309,476 133,449,685 Sublotal All Funds Transfers Out Total All Funds With Transfers Out -S $ S 137,374,878 30,293,718 167,668,597 $ S 66,885,889 237,820,500 $ S 21,686,538 155,136,223 • 10 2011-12 Budget Summary - All Funds Where the Money Comes From Revenue from Other Agencies All Other 16% 28% Licenses & Permits 2% Redevelopment Agency �% Charges for Current Service 4% Other Taxes Sales Tax 21% 17% Where the Money Goes Community Public Works Development 15% 2% Public Safety 13% Non -Departmental 3% Special Services Redevelopment 1% 3% Parks, Recreation & Capital Projects Community Services 16% 13% City Managers Office 4% Administrative Services 30% General Fund.- Operating Appropriations 2010/11 Estimate 2011/12 Budget 2009/10 Actual City 'N'lanager's Office City Council $ 216,066 $ 203,180 $ 206,575. City Manager. 1,974,281 1,818,752 1,747,575 Human Resources 803,373 88;5,244 886,552 Communications 717,186 824,021 850,366 Economic Development 1,928,061 1,964,873 1,741,172 Total $ 5,638,968 $ 5,696,070 $ 5,432,239 Administrative Services Administration $ 556,668 $ 644,379 $ 684,302 Finance 1,809,178 1,667,047 1,644,435 Purchasing 898;153 868,526 880,693 Technology Services 2,092,086 2,112,259 2,096,581 City Clerk 662,431 372,283 625,462 Total $ 6,018,516 $ 5,664,494 $ 5,931,472. Community Development Administration $ 747,333 $ .607,002 $ 399,453 Planning 2,353,748 2,459,590 2,267,754 Community Preservation 1,409,877 1,232,298 1,287,621 Total $ 4,510,958 $ 4,298,890 $ 3,954,828 Public Works Administration $ 828,112 $ 768,095 $ 859,361 Development Services 2,289,702 2,230,738 2,357,738 Capital Improvement Projects 1,082,498 1,445,535 1,348,298 Traffic 1,868,633 2,034,489 2,065,604 General Services Building & Safety 3,476,301 2,734,460 3,813,707. 2,824,166 3,897,425 2,933,139 Environmental Services482,055 503,995 517,243 Total $ 12,761,762 $ 13,620,724 $ 13,978,807 Public S-,tfety/Sheriffs Police Services $ 17,568,932 $ 18,908,627 $ - -- 20,294,665 Fire Protection 32,019 32,985 37,806 Total $ 17,600,951 $ 18,941,612 $ 20,332,471 Parks, Recreation & Community Services Administration $ 915,364 $ 960,295 $ 984,210 Recreation 6,185,785 6,445,939 6,673,365 Parks 6,122,801 6,416,700 6,400,107 Parks Planning and Open Space Administration 1,046,415 949,512 997,387 Community Services 3,133,275 3,012,568 3,018,910 Arts and Events 1,820,093 1,829,303 .1,810 07 Total $ 19,223,732 $ 19,614,316 $ 19,884,058. City Attorney's Office City Attorney $ 1,401,420 $. 1,944,028 $ 1,944,028 Total $ 1,401,420 $ 1,944,028 $ 1,944,028 Non -Departmental Admin $ 922,843 $ 149,951 $ 152,397 Reserves - 680,000 750,000 Debt Service 462,685- 234,946 - Total $ 1,385,527 $ S 1,064,897 70,845,032 $ 902,397 Subtotal General Fund Transfers Out S $ 68,541,834 6,308,924 $ 20,354,337 $ 5,181,274 11 Total General Full([ With T1-',IIISfCI-S Out S 74,850,759 S 91,199,369 S 77,54 1,574 • • • lu 2011-12 Budget Summary - General Fund Where the Money Comes From Sales Tax 34% Property Tax 15% Other Revenue Property Tax In Lieu of 8% VLF Vehicle License Fee 17% 1% Development Interest Income Revenues 1% 5% Transient Occupancy Tax Park Rec. Franchise Fees 3% Transfers 1n a 5% 8% 3% Where the Money Goes Contingency 1% City Attorney's Office Parks, Recreation& 3% Community Services 25% Non -Departmental 0% Transfers Out 7% Community Development 5% Public Safety/Sheriffs 26% City Manager's Office 7% Administrative S6rvices 8% Public Works 18% General Fund Statement of Fund Balance Projected Estiniated Beginning Fund Balance FY 2010-11 FY 2011-12 FY 2009-10 $ 71,286,379 $ 74,638,146 $ 64,403,941 Revenues 75,426,355 77,212,492 75,726;116 Operating Transfers In . 2,776,171. 3,752,672 2,014,352 Total Resources Available $ 149,488,905 $ 155,603,310 $ 142,144,409 Operating Expenditures 681541,834 70,845,032 72,360,300 Operating Transfers Out 6,308,924 20,354,337 5,181,274 Ending Fund Balance $ 74,638,146 $ 64,403,941 $ 64,602,835 Reserves Advances to Other Funds 19,015,403 14,932,862 ` 15794,909 Operating Reserve 10,660,000 11,010,000 11,240,000 Unreserved Fund Balance . $ 44,962,743 $ 38,461,079 $ 37,567,926. Classification of Fund Balance: Committed 19,015,403 14,932,862 1.51794,909 Assigned 10,660,000 11,010,000 11,240,000 Unassigned 44,962,743 38,461,079 37,567,926 Total $ 74,638,146 $ 64,403,941 $ 64,6029835 r .2 O' 00 M O O' to b 00 C\ t':, O' N 1D tlL h O� �"i� N N lO O N �M Q\ 01 O v v O\ \D r r to O1 .i M \D M r t- 00 00 � v — O\ Iz to nr le M „'i ON \D N 1- Q h N \D h N M ti N O O 00 to O M h „'i r o0 O .. 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W o o wR va Oa a1 WU v ;.w •a ¢ 5 p w O .o •o ' � O �c 3 � � � W L C7 � � � iv � d� 3 Q �, � '° � Q ° �' .^ .= yy C.4 O O O C� a�J cn m a a M - O\ O -- N M 7 00 O -- N O O O O O N M M M M M M 'n-.'o �D �c .Zr C) N M "zr W1 ID 00 O,O O N 'n ID l— 00 O �o O O O O O O O O O M V1 'n 'n 'n V1 'n `D O .--ANN NNNNNNNN N;N'•-NN N N MM M M M M M M M M, MMM M M MM�O .. _ Lf) kn - Budget Revenues Three Year History Actual Estimated Midget Account Title 2009710 2010-111 2011-12 100 GENERAL FUND TAXES 4001.001 PROPERTY TAXES $ 11,610,192 $ 11,300,000 $ 11,300,000 4001.006 PROPERTY TAX IN LIEU OF VLF 13,516,086 13,421,872 13,420,000 TOTAL PROPERTY TAX $ . 25,126,278 $ 24,721,872 $ 24,720,000 4011.001 SALES & USE TAX $ 19,229,504 $ 26,500,000 $ 26,500,000 4011.002 "IN -LIEU" SALES & USE TAX 5,281,734 - 4012.001 FRANCHISE FEES 4,338,854 4,300,000 4,400,000 4012.002 FRANCHISE FEES -WASTE HAUL 1,433,475 1,480,000 1,500,000 4012.003 TEMP BIN/ROLL OFF FRANCHI 127,610 140,000 145,000 4012.004 FRANCHISE AGREEMENT -OTHER 11,000 12,000 24,000 4012.005 FRANCHISE AGREEMENT-REIM 147,762 175,001 177,276 4013.001 BUSINESS LICENSE FEES 268,583 317,000 317,000 4014.001 TRANSIENT OCCUPANCY TAX 2,050,857 2,050,000 2,050,000 4015.001 REAL PROPERTY TRANSFER TAX 636,708 525,000 525,000 TOTAL OTHER TAXES $ 33,526,085 $ 35,499,001 $ 35,638,276 LICENSES & PERMITS 4101.001 CONDITIONAL USE PERMIT $ 112,895 $ 75,000 $ 75,000 4101.002 TEMPORARY USE PERMIT 14,374 18,700 18,700 4101.003 OAK TREE PERMIT 11,625 6,000 6,000 4101.004 MINOR USE PERMITS 35,756 50,000 50,000 HOME OCCUPATION PERMIT 4,956 4,000 4,000 .4101.005 4111.001 ELECTRICAL PERMITS 197,816 160,000 152,000 4111.002 PLUMBING PERMITS 212,928 88,000 .1 18,750 4111.003 MECHANICAL PERMITS 110,567 69,000 71,250 4111.004 SEWER PERMITS .12,717 4,500 6,100 4111.005 BUILDING PERMITS 1,391,125 1,000,000 973,750 4111.006 PERMIT ISSUANCE 39,153 40,000 36,100 4121.001 STREET VACATION 934 - 2,000 4121.003 CERTIFICATES OF COMPLIANCE 3,436 - 2,500 4121.005 FINAL SUBDIV MAPS/IMPROVE 22,908 25,000 25,000 4131.001 ANIMAL LICENSES 565,942 500,000 500,000 4521.001 MISC. BLDG & SAFETY SRVCS 182,943 200,000 180,500 4531.003 HWY ENCROACHMENT PERMITS 496,480 400,000 425,000 4531.024 OVERSIZE LOAD 19,513 10,000 10,000 4551.001 TENTATIVE MAPS 13,214 20,000 20,000 4551.002 SITE / SIGN PLAN REVIEW - 1,000 1,000 4551.003 TIME EXTENSIONS 320 150 150 4551.004 HILLSIDE REVIEW 8,269 4,000 4,000 4551.005 VARIANCE APPLICATION FEES 6,259 - - 4551.006 ADJUSTMENTS 4,674 2,000 2,000 TOTAL LICENSES & PERMITS $ 3,468,804 $ 2,677,350 $ 2,683,800 FINES, FORFEITURES & PENALTIES 4201.001 PARKING CITATIONS $ 238,478 $ 321,667 $ 340,000 4201:002 DRUG FORFEITURES & SEIZURES - 500 500 4521.006 CODE FINES 14,156 10,000 9,500 TOTAL FINES, FORFEITURES & PENALTIES $ 252,634 $ 332,167 $ 350,000 USE OF MONEY & PROPERTY •4303.001 INTEREST INCOME $ 1,944,937 $ 1,591,000 $ 919,000 4303.005 INTEREST -CAL UNITED BANK 2,269 4,000 4,000 4303.006 INTEREST -MISSION VLY BANK 4,542 6,000 6,000 4303.007 INTEREST -BANK OF STA CLARITA 4,417 6,500' 6,500 4303.008 INTEREST-SCV BANK 5,413 7,500 7,500 4305.001 UNREALIZED GAIN/LOSS INVE (130,456) - - 4306,004 INTEREST INC- B&T ADVANCE (313) 4306:006 INTEREST INC -RDA ADVANCE 875,7.73 4306:008. INTEREST INC -PUB LIBRARY ADVANCE - 150,000 4311.001 RENTAL INCOME -CITY HALL 45,711 42,562 43,805 4311.007 RENTAL INCOME - MISC 201 1,000 1,000 4312.004 CONCESSION REVENUE 18,604 15,000 ' 18,000 TOTAL USE OF MONEY & PROPERTY $ 1,895,324 $ 2,549,335. $ .. 1,155,805 REVENUES FROM OTHER -AGENCIES 4401.001 ST. MOTOR VEHICLE IN -LIEU $ 896,708 $ - 900,000. $ 900,000 4431.003 PROP A SAFE-PARK-PRJCT SP 150,995 - 4451.005 1-5 TUNNEL (OES) 8,357 - - 4451.006 WHITES CYN GUARDRAIL (FWHA) .20,972 4451.009- DRI 844 2010 STORM FEMA 32,436 15,667 - 4451.010 DR 1844 2010 STORM CALEMA 81985 3,917 , 4461.005 EVERY 15 MINUTES REIMBURSE 18,969 11,000 10,000 4471,003 SB -90 REIMBURSEMENT 139,805 74,894 192,862 4471.004 STATE RECYCLING GRANTS 133,086 36,424 45,000 . 4471.005. BEAUTIFICATION GRANT PRGM 166,563 152,000 152,000' TOTAL REVENUE FROM OTHER AGENCIES $ 1,576,875 $ 1,193,902 $ 1,299,862 CHARGES FOR CURRENT SERVICE 4111.007 BUILDING PLAN CHECKING $ 851,510 $ 985,000. $, 902,500 4111.008 INDUSTRIAL WASTE INP FEE 2-1.11103 246,750 234,500. 4121.004 EASEMENT DOCUMENT REVIEW 11,844 6,500 6,500 4121.006 LOT LINE ADJUSTMENT 5,204 3,000 4,500 4131.002 FILM PERMIT 158,692 165,000 165,00( 4131.003. FILM PERMIT -ROAD USE 87,785 80,000 80,000 4131.004 PARADE PERMITS 1,140 5,000 5,000 4131.005 FILM PERMIT - PROPERTY USE 28,840. 22,000 22,000 4211.001 SOLID WASTE LIQUID DAMAGE 103,000 80,000 80,000 4211.002 COMMUNITY COURT 10,843 23,250. 23,250 4211:003 COMMUNITY COURT - TRAFFIC 39,280 44,000 46,500 4211.004 MUNICIPAL CODE ENFORCEMENT 10,867 3,730 4211.005 NOISE DISTURBANCE RESP 3,800 5,000 5,000 4311.002 ACTIVITY CENTER REVENUES 34,220 30,000 30,000 4311.003 RECREATION AQUATICS RENTALS 163,184 145,000 145,000 4311.004 FACILITY RENTALS 23,323 28,000 '' 28,000 . 4311.005 FIELD RENTALS 174,984 200,000. 200,000 4311:006 SPORTS COMPLEX REVENUES 43,922 44,000 44,000 4312.005 SC GREAT AMERICAN CAMP - 41000 4,000 4312.006 SKATE PARK B/DAY PARTY - 5,000 41000 4511.001 DUI CHARGES 58,155 130,000 130,000 4511.002 FALSE ALARM CHARGES 106,160 150,000 100,000 4511.003NSF CHECKS 2,225 3,000 2,000 4521.003 CONSTRUCTION ACTIVITY RPT 1,969 1,700. 1,900 4521.004 ENFORCEMENT COST RECOVERY 735 1,000 650 4521.005 RECORD MAINTENANCE 92,950 60,000 57,000 4521.007 FEE TO EXPEDITE -B & S 29,984 58,000 - 4521.008 STRONG MOTION FEES 1;233 3,000 2,950 4521.009 BUILDING STANDARDS COMM - 1,519 50 4531.001 STORM DRAIN TRANS PROCESS 2,516 2,000 4531.002 FLOODWAYS STUDIES - 2,372 - 4531.004 STREET LIGHT ANNEXATION 2,333 - -. 4531.005. SEWER INSPECTION 671: 2,500. 2,50 4531.006 STREET INSPECTION 100 5,000 7,5 4531.007 STORM DRAIN INSPECTIONS 33,334 5,000 10,00 4531.008 GRADING INSPECTION PERMIT 16,260. .25,000 25,000 . 4531.009 PLAN CHECK 1,110 4531.010 SEWER PLAN CHECK 28,387 10,000 15,000 Budget Revenues Three Year History 4531.011 STREET PLAN CHECK 3,877 10,000 10,000 4531.012 STORM DRAIN PLAN CHECK 9,898 2,000 5,000 4531.014 GRADING PLAN CHECK 54,980 50,000 50,000 4531.017 GRADING SOILS/GEO DEPOSIT 49,182 25,000 20,000 4531.019 DOCUMENT IMAGING 2,485 2,000 2,000 4531.020 STREET LIGHT PLAN CHECKS 2,554 1,000 2,000 4531.021 FEE TO EXPEDITE-DEV.SRVCS 583 - - 4541.002 TRAFFIC SIGNAL INSPECTION 6,869 5,500 8,255 4541.004 TRAFFIC SIGNAL PLAN CHECK 3,715 6,000 3,700 4541.005 STRIPING PLAN CHECK . 1,173 12,000 - 4541.008 TRAFFIC SIGNAL TIMING FEE 7,801 1,000 625 4551.008 PRE -APPLICATION REVIEW 12,076 6,000 6,000 4551.009 INITIAL STUDIES 11,191 12,000 12,000 4551.012 ANNEXATIONS - 30,000 - 4551.013 PLOT PLAN FEES 26,645 28,000 28,000 4551.015 APPEAL FEES 2,282 2,950 2,950 4551.016 SELF -HAUL FEES 1,144 480 500 4551.018 LANDSCAPING/IRR PLANCHECK (36) 6,000 6,000 4551.020 MOBILE HOME REGISTRATION 6,358 6,498 6,500 4551.021 ZONE CODE ENFORCEMENT 89,512 200,000 150,000 4561.001 EMERGENCY PREP. EXPO 28,850 - 4561.002 COMMUNITY EMERG. RESPONSE 9;120 3,030 3,150 4562.002 TICKET SALES 106,309 90,500 90,500 4562.004 GEAR VENDORS 18,087 15,000 15,000 4562.005 FOOD VENDORS 4,495 11,000 11,000 4562.006 CITY MERCHANDISE 15,649 14,000 14,000 4563.002 DADDY/DAUGHTER NIGHT 3,390 4563.003 MARATHON REVENUES 154,920 166,611 165,000 4563.005 EARTH DAY 3,781 15,000 15,000 4565.001 AQUATICS REGISTRATIONS 421,396 415,000 417,000 4565.002 AQUATICS POINT OF SALE 125,007 120,000 125,000 4566.001 FACILITY ATTENDANTS 7,584 7,000 7,000 4566.002 ADULT SPORTS 350,786 340,000 340,000 4566.003 YOUTH SPORTS 504,751 500,000 500,000 4566.004 CONTRACT CLASSES 904,589 800,000 800,000 4566.005 SEASON BROCHURE ADS 4,300 13,250 8,000 4566.006 CHILD DEVELOPMENT 239,743 240,000 236,000 4566.007 PARKMOBILE 5,196 3,500 3,500 4566.008 COMMUNITY CENTER 26,067 25,000 25,000 4566.009 DAY CAMP 431,550 450,000 455,000 4566.010 LA 84 GRANT 30,964 34,716 20,000 4566.011 SPONSORSHIP REVENUE 28,682 52,682 60,000 4566.012 SC STREET ART FESTIVAL 26,650 27,233 5,000 4566.013 EXCURSIONS 15,575 15,000 18,000 4571.006 BOND PROCESSING & REVIEW 17,324 5,000 5,000 4571.008 SALE OF MAPS & PUBLICATIONS 3,011 2,000 2,000 4571.009 VEHICLE IMPOUND RELEASE 305,193 300,000 300,000 4571.010 NOTARY SERVICE 670 600 600 4571.011 COPIES -CITY CLERK 2,131 1,000 1,000 4571.012 CITY COUNCIL AGENDAS 8 - - 4571.013 DOCUMENT CERTIFICATION 20 - - 4571.015 VIDEO/AUDIO DUPLICATION 315 500 500 4571.018 EZ VOUCHERING REVENUE 61,020 91,700 - 4571.020 LOBBYIST REGISTRATION 1,230 • TOTAL CHARGES FOR CURRENT SERVICE $ 6,492,317 $ 6,749,071 $ 6,342,080 OTHER REVENUE 4571.001 OVERHEAD REIMBURSEMENTS 2,943,287 3,350,731 $ 3,470,933 4571.021 NON-FRAN HAUL IMPOUND FEES 4,920 15,000 15,000 4571.023 C&D MAT MGT PLAN FEE 2,210 5,000 9,360 Budget Revenues .4611.003 PY REIMBURSEMENT 424 - - 4621.001 MISCELLANEOUS REVENUES .. _ 101,137•, 8,8,063 .4621.002 GRAFFITI RESTITUTIONS/DON 12,566 8,000 8,000 4621.003 CASH OVER/SHORT 142 4621.007 BEVERAGE PARTNERSHIP REVENUE 23,353. 23,000 23,000 . 4621.009 STATE OF THE CITY PICKETS - 10,000 TOTAL OTHER REVENUE .$ 3,088,038 $ 3,489,794 $ 3,536;293 TRANSFERS IN 2,776,171 3,752,672• 2,014,352 TOTAL GENERAL FUND $. 78,202,526 $ 80,965,164 $ 77,740,468 FUND 104 - GASB 45 COMPLIANCE 104-4303.001 INTEREST -OTHER INVESTMENT $ 91,199 $ 47,201 $ - 104-4305.001 UNREALIZED GAIN/LOSS INVESTMENT (214) (21,309) - TRANSFERS IN 1,000,000 9,535,577 2;74Q018 . TOTAL FUND 104 - GASB 45 COMPLIANCE $ 1,090,985 $ 9,561,469 $ 2,740,018 FUND 201 - HOME PROGRAM 201-4552.003 HOME PROGRAM $ 268,020 $ 478,671 $ TOTAL FUND 201 - HOME PROGRAM $ 268,020 • $ 478,671 $ FUND 202 -FEDERAL AID URBAN 202-4531.022 FEDERAL AID - URBAN. $ 2,645,969 $ 1,822,495: $ 600,000 . TOTAL FUND 202 - FEDERAL AID URBAN $ 2,645,969 $ 1,822,495 $ 600,000 FUND 203 - COMMUNITY DEVELOPMENT BLOCK GRANT 263-4303.001 INTEREST INCOME $ 110 203-4424.012 2009 ARRA 10,872 292,7620 - 203-4552.002 CDBG-HUD 1;113,627 .1,494,761 1,222,440 TOTAL FUND 203 - COMMUNITY DEVELOPMENT BLOCK GRANT $ 1;124,609 $ 1,787,523 $ 1,222,440 FUND 206 - BJA LAW ENFORCEMENT GRANT 206-4303.001 INTEREST INCOME $ 846 $ 1,440 $ - 206-4424.012 2009 ARRA 99,030 75,722 - 206-4461.002 JUSTICE ASST. GRNT 06 10,999 - - 206-4461.008 MISC FEDERAL GRANT 16,028 19,142 206-4461.009 JUSTICE ASST. GRNT 08 963 11,401 - 206-4461.010 JUSTICE ASST. GRNT 09 3,008 39,957 - '206-4461.611 JUSTICE ASST. GRNT 10 - . 42;879 TRANSFERS IN 2,078. - TOTAL FUND 206 - BJA LAW ENFORCEMENT GRANT $ 130;873 $ 192,619 $ FUND 229 - FEDERAL GRANT 229-4424.008 HBRR GRANT $ - $ - $ 770,211 - 229-4424.009 MISC FEDERAL ORT 13,514,204 1,986,984 1,837,563 229-4424.012 2009 ARRA 3,671,147 2,820,186 - 229-4531.023 TEA 21 GRANT . 110,001 133,000 - 229=4621.001 MISCELLANEOUS REVENUES 398,561 81;154 TOTAL FUND 229 - FEDERAL GRANT . $ 17,693,913. S. 5,021,323 $ 2,607,774 FUND 230 - GAS TAX 230-4411.001 2107.5 GAS TAX $ 10,000 $ 10,000 $ 10,000 230-4411.002 2106 GAS TAX 562,791. 567,411 556,127 230-4411.003. 2107 GAS TAX 1,269,554_ 1,271,720 1,246,429 230-4411.004 2105 GAS TAX 953,986 955,612 936,608 230-4411.005 PROP IB LOCAL STREETS & ROADS 2,942,697 36,073 230-4411.007 7360 GAS TAX - 1,777,907 1,968,2 230-4421.003 AB2928 TRAFF CONG RELIEF - PROP_ 42 709,868 893,346 - .2304621.001 MISCELLANEOUS REVENUES 23,787 6,159 230-4303.001 INTEREST INCOME 59,145 9,540 5,570 230-4305.001 UNREALIZED GAIN/LOSS INVE (28;093) - - Budget Revenues • Three Year History FUND 231 - TRAFFIC SAFETY 231-4201.003 TRAFFIC MOVING VIOLATIONS 231-4303.001 INTEREST INCOME 231-4305.001 UNREALIZED GAIN/LOSS INVE TRANSFERS IN 217,024 220,930 223,800 TOTAL FUND 230 - GAS TAX $ 6,720,759 $ 5,748,698 $ 4,946,821 $ 1,530,051 $ 1,506,910 $ 1,500,000 24,259 7,350 930 (422) - - TOTAL FUND 231 - TRAFFIC SAFETY $ 1,553,888 $ 1,514,260 $ 1,500,930 FUND 232 - AB2766 AIR QUALITY IMPROVEMENT 2324421.004 AB2766 AIR QUALITY IMPROV $ 252,464 $ 206,367 $ 206,367 232-4421.005 AB2766 AIR QUALITY GRANT 25,000 - - 232-4303.001 INTEREST INCOME 575 - TOTAL FUND 232 - AB2766 AIR QUALITY IMPROVEMENT $ 278,040 $ 206,367 $ 206,367 FUND 233 - TDA ARTICLE 8 233-4421.002 TDA ARTICLE 8 (STREETS) $ 1,042,612 $ 7,459,251 $ 8,564,970 233-4303.001 INTEREST INCOME 29,910 - - 233-4305.001 UNREALIZED GAIN/LOSS INVE (16,459) - TRANSFERS IN 1,477,805 - TOTAL FUND 233 - TDA ARTICLE 8 $ 2,533,868 $ 7,459,251 $ 8,564,970 FUND 234 - SUPPLIMENTAL LAW ENFORCEMENT GRANT 234-4303.001 INTEREST INCOME $ 334 $ 2,210 $ 930 ® 234-4461,003 SUPPL. LAW ENFORCEMENT GR TRANSFERS IN 85,946 33,204 314,902 - - - TOTAL FUND 234.- SUPPLIMENTAL LAW ENFORCEMENT GRANT $ 119,484 $ 317,112 $ 930 FUND 238 - BIKEWAY FUNDS 238-4421:001 TDA ARTICLE 3 (BIKEWAYS) $ 121,652 $ 79,602 $ 104,222 238-4303.001 INTEREST INCOME 3,098 600 420 238-4305.001 UNREALIZED GAIN/LOSS INVE (981) - - TOTAL FUND 238 - BIKEWAY FUNDS $ 123,769 $ 80,202 $ 104,642 FUND 259 - MISC GRANTS 259-4424.008 HBRR GRANT $ 478,600 $ - $ - 259-4424.012 2009 ARRA 67,688 17,644 - 259-4431.001 DEPT OF FORESTRY GRANT 40,042 23,258 259-4441.001 TOBACCO CONTROL SVC GRANT 19,544 19,544 - 259-4441.002 WIA GRANT/JTPA GRANT 291,530 444,571 382,187 259-4451.004 HIGHWAY SAFETY IMP GRANT 101,647 154,240 432,220 259-4461.007 OTS MINI GRANT 43,287 130,989 - 259-4471.004 STATE RECYCLING GRANTS 764 5,000 45,000 259-4621.001 MISCELLANEOUS REVENUES 425,580 2,368,669 632,147 TOTAL FUND 259 - MISC GRANTS $ 1,468,683 $ 3,163,916 $ 1,491,554' FUND 260 - PROPOSITION C 260-4422.001 PROPOSITION C LOCAL RETURN $ 1,261,526 $ 2,587,470 $ 2,587,470 260-4422.008 PROPOSITION C GRANTS 1,616,452 3,299,976 - 260-4303.001 INTEREST INCOME 8,698 - - 260-4305.001 UNREALIZED GAIN/LOSS INVE 692 - - TOTAL FUND 260 - PROPOSITION C $ 2,887,367 $ 5,887,446 $ 2,587,470 •FUND 261 - PROPOSITION A TRANSPORTATION 261-4423.001 PROP A - LOCAL RETURN $ 2,212,617 $ 2,427,481 $ 2,427,481 261-4303.001 INTEREST INCOME 12,386 3,630 261-4305.001 UNREALIZED GAIN/LOSS INVE (4,836) - TOTAL FUND 261 - PROPOSITION A TRANSPORTATION $ 2,220,167 $ 2,431,111 $ 2,427,481 Budget Revenues FUND 262 - PROPOSITION A PARK BOND 262-4431,002 PROP A SAFE PARK BONDS $ 128,553 $ 1,505,000 $ 75;000 262-4431,003 PROP A SAFE PARK-PRJCT SP. 243,631 394,986 185,000 TRANSFERS IN . 27,000 - - TOTAL FUND 262 - PROPOSITION A PARK BOND $ 399,184 $ 1,899,986 .$ 260,000 FUND 264 - MEASURE R 264-4303,001 .INTEREST INCOME. $ 1,013 $ . 700 $ - 264-4426,002 MEASURE R LOCAL RETURN 1,124,256 1,485,344 1,485,344 TOTAL FUND 264 - MEASURER $ 1,125;269 $ 1,486,044 . $ 1,485,344 FUND 300 - BOUQUET CANYON B&T 300-4303,001 INTEREST INCOME $ 16,779 $ - $ - 300-4305,001 UNREALIZED GAIN/LOSS INVE. (71408) - - 300-4306,001 INTEREST INC- B&T ADVANCE . 36,096 31,706 32;000 300-4542,001 BRIDGE & THOROUGHFARE FEE 42,858 - 75,000 TOTAL FUND 300 - BOUQUET CANYON B&T $ 88,325 $ 31,706 $ 107,000 FUND 301 - EASTSIDE B&T 301-4303,001 INTEREST INCOME $ 337,630 $ 176,720 $ 125,520 301-4305,001 .UNREALIZED GAINILOSS INVE (16,111) 301-4542,002 B&T FEES - EASTSIDE 16,850 280,000 301-4611,003 PY REIMBURSEMENT (70,000) - TOTAL FUND 301 - EASTSIDE B&T $ 268,369 $ 176,720 $ 405,520 FUND 302 - VIA PRINCESSA B&T • 302-4303,001 INTEREST INCOME $ 45,830 $ 48,750 $ 331180 302-4305,001 UNREALIZED GAIN/LOSS INVE (4,036) - - 302-4306,002 'INTEREST INC- B&T ADVANCE . 57,968' 47,794 48,500 302-4542,003 B&T FEES - VIA PRINCESSA - 17,780 340,000 TOTAL FUND 302 - VIA PRINCESSA B&T $ 99,763 $ 114,324 $ 421,680 FUND 303 - VALENCIA B&T 303-4303,001 INTEREST INCOME $ 278,756. $ 133,660 $ 92,830 303-4305,001 UNREALIZED GAIN/LOSS INVE (36,348) - 303-4306,005 INTEREST INCOME-B&T ADVANCE 299,224 247,023 250,000 303-4542,004 VALENCIA B & T FEES 28,138 - 400,000 303-4542,006 I-5/MGC MTN-WESTSIDE B&T 1,583,314 835,184 303-4621,001 MISCELLANEOUS REVENUE 291,850 - - TRANSFERS IN 627,031 - - TOTAL FUND 303 - VALENCIA B&T $ 3,071,966 $ 1,215,867 $ 742,830 FUND 304 - BOUQUET CANYON 2ND ACCESS B&T 304-4303,001 INTEREST INCOME $ 7,302 $ 3,130 $ - 304-4305,001 UNREALIZED GAIN/LOSS INVE (429) - - 304-4306,007 INTEREST INC-B&T ADV BQT 2ND - 22,565 23,000 TRANSFERS IN - 2,000,000 - TOTAL FUND 304 - BOUQUET CANYON 2ND ACCESS B&T $ 6,872 $ 2,025,695 $ 23,000 FUND 305 - PARK DEDICATION FUND 305-4303:001 INTEREST INCOME $ 47,850 $ 27,290 $ 19,250 305-4305,001 UNREALIZED GAIN/LOSS INVE .. (3,695) " 305-4572,002 PARK IN -LIEU FEES-QUIMBY - 65,769 - TOTAL FUND 305 - PARK DEDICATION FUND $ 44;154 $ 93,059 $ 19,2 -'.-FUND 306.- DEVELOPER FEE FUND 306-4303,001 INTEREST INCOME $ 405,260 $ 173,640. $ 121,370 306-4305,001 UNREALIZED GAIN/LOSS INVE (70,153) 306-4572.001. DEVELOPER FEES 861,590 150,991 Budget Revenues • Three Year History 306-4572,006 DEVELOPER FEES - 388,718 6,179 306-4621,001 MISCELLANEOUS REVENUES (15,917) - TOTAL FUND 306 - DEVELOPER FEE FUND $ 1,569,498 $ 330,810 $ 121,370 FUND 308 - LIBRARY FACILITY FEE FUND 308-4303,001 INTEREST INCOME $ 1,612 $ 370 $ - 308-4572,001 DEVELOPER FEES 131,895 40,000 TOTAL FUND 308 - LIBRARY FACILITY FEE FUND $ 133,507 $ 40,370 FUND 309 - PUBLIC LIBRARY FUND 309-4001,001 PROPERTY TAX INCREMENT $ - $ - $ 4,604,416 309-4303,001 INTEREST INCOME - 10,580 13,040 309-4303,009 INTEREST -RDA BONDS - 7,200 5,100 309-4621,001 MISCELLANEOUS REVENUES - 180,000 TRANSFERS IN 16,603,312 - TOTAL FUND 309 - PUBLIC LIBRARY FUND $ - $ 16,621,092 $ 4,802,556 FUND 330 - PUBLIC EDUCATION GRANT 330-4012,004 FRANCHISE AGREEMENT -OTHER $ 349,223 $ 350,000 $ 350,000 330-4303,001 INTEREST INCOME 7,244 7,130 4,970, 330-4305,001 UNREALIZED GAIN/LOSS INVE (413) - - TOTAL FUND 330 - PUBLIC EDUCATION GRANT $ 356,054 $ 357,130 $ 354,970 FUND 350 - GVR MAINTENANCE DISTRICT 350-4023,003 SPECIAL ASSESSMENTS $ 63,959 $ 61,770 $ 64,228 •350-4303,001 INTEREST INCOME 4,572 3,800 2,830 350-4305,001 UNREALIZED GAIN/LOSS INVE (157) TOTAL FUND 350 - GVR MAINTENANCE DISTRICT $ 68,374 $ 65,570 $ 67,058 FUND 351 - SPECIAL ASSESSMENT DISTRICTS 351-4021,001 DRAINAGE BENEFIT ASSES#3 $ 28,363 $ 25,643 $ 27,277 351-4021,002 DRAINAGE BENEFIT ASSES#6 27,766 23,964 25,491 351-4021,003 DRAINAGE BENEFIT ASSES#18 46,140 40,036 42,587 351-4021,004 DRAINAGE BENEFIT ASSES#19 3,455 2,984 3,174 351-4021,005 DRAINAGE BENEFIT ASSES#20 33,080 28,503 31,197 351-4021,006 DRAINAGE BENEFIT ASSES 22 11,886 9,934. 10,873 351-4021,007 DBAA 2008-1 RIVER VILLAGE 96,197 85,616 93,710 351-4021,008 DBAA 2008-2 13,188 12,140 13,287 351-4303,001 INTEREST INCOME 13,830 5,700 4,630 351-4305,001 UNREALIZED GAIN/LOSS INVE (626) - - TRANSFERS IN 3,420 3,420 3,420 TOTAL FUND 351 - SPECIAL ASSESSMENT DISTRICTS $ 276,699 $ 237,940 $ 255,646 FUND 352 - CFD 92-5 VALENCIA INDUSTRIAL DISTRICT 352-4303,001 INTEREST INCOME $ 19,299 $ 11,940 $ 8,490 352-4305,001 UNREALIZED GAIN/LOSS INVE (770) - - TOTAL FUND 352 - CFD 92-5 VALENCIA INDUSTRIAL DISTRICT $ 18,529 $ 11,940 $ 81490 FUND 353 - SOLEDAD INT FINANCIAL DIST. 92-4 353-4303,001 INTEREST INCOME $ 893 $ 550 $ 390 353-4305,001 UNREALIZED GAIN/LOSS INVE (36) - - TOTAL FUND 353 - SOLEDAD INT FINANCIAL DIST. 92-4 $ 857 $ 550 $ 390 354 - STREETLIGHTS MAINT. DISTRICT -AD VALOREM •FUND 354-4023,004 AD VALOREM $ 2,166,169 $ 2,094,844 $ 2,122,871 354-4303,001 INTEREST INCOME 181,597 88,360 67,700 354-4305,001 UNREALIZED GAIN/LOSS INVE (15,276) - - 354-4541,002 TRAFFIC SIGNAL INSPECTION 2,500 2,500 2,500 354-4621,001 MISCELLANEOUS REVENUES (982) - - TOTAL FUND 354 - STREETLIGHTS MAINT. DISTRICT -AD VALOREM $ 2,334,008. $ 2,185,704 $ 2,193,071 FUND 356 - STORMWATER UTILITY 32,640 32,660 _ 32,660 356-4024,001 :STRMDRN ASSESS -BRIDGEPORT $ 27,772 $ 25,630 . $ 27;100 356-4024,002 STRMDRN ASS ESS -CREEK SIDE 26,409, 23,620 25,000 356-4024.003. STRMDRN ASSESS -HIDDEN CRK 22,024 20;180 21,300 356-4024,004 STRMDRN ASSESS -HART PONY 5,631 5,890 6,200 356-4303.061. INTEREST INCOME 172,125 113,260. 86,010 . 356-4305,001 UNREALIZED GAIN/LOSS INVE 3,197 - - 3564531.016 STORMWATER UTILITY: USER FEES 2,927,159 2,610,000 2,870,000 356-4571,008 SALE OF MAPS & PUBLICATIONS 55 126,699 131,742 356-4571,016 STD URBAN STRMWTER MIT PL 11,756 8,584 9,888 356-4571,017 STRMWTR POLLU PREV(SWPPP) 6,139. 5,483 6,136 356-4571,024 SUSMP INSPECTION PERMIT FEES . 1,707 15,750 15,750 356-4621.00.1 MISCELLANEOUS REVENUES 27,692 13,832 34,67 TRANSFERS IN 32,640 32,660 _ 32,660 TOTAL FUND 356 - STORMWATER UTILITY $ 3,262,600 $ 2,874,889 $ 3,100,044 . FUND 357 -LANDSCAPE MAINTENANCE DISTRICT 357-4022:001 LMD DISTRICT #1 ZONE #T1 $ 51,606 $ 36,342 $ 37,278 357-4022,002 LMD DIST #1 -ZONE T2 191,269 183,168 190,453 357-4022,603 LMD DIST #I -ZONE T3 171,098 162,006 168,453 357-4022,004 LMD DIST #1 -ZONE T4 133,266 126,060 131,077 357-4022,005 LMD DIST #I -ZONE T5 145;714 139;541 145,096- 357-4022,006 LMD DISTRICT #1 ZONE #T6 . 134,057 126,699 131,742 357-4022,007 LMD DISTRICT #1 ZONE #T7 462,474 440,000 453,378 357-4022,008 LMD-ZONE #T8 VAL SUMMIT 1,023,477 972,788 1,011,525 357-4022,009 LMD-ZONE #1 ZONE #T9 1,707 - 357-4022.011. LMD-#T17 RAINBOW GLEN 34,713 33,347 34,67 357-4022,612 LMD DISTRICT #1 - T23 804,208. 766,018 796,871 357-4022,013 LMD DISTRICT #1 - T23A 280,905 271,088 281,878 357-4022,014 LMD DISTRICT #I - T23B 102,345 93,195 96,907 357:4022.015 LMD-#T29 AM. BEAUTY VILLA . 80,607 71,178 74,012 357-4022,016 LMD-#T31 SHANGRI-LA 201,206 219,152 265,451 357-4022,017 LMD-#T42A CIRCLE J RANCH 460,079 441;631 459,216 35774022.018 LMD-#T42B CIRCLE J RANCH .. 82,246 77,934 81,036 357-4022,019 LMD ZONE T42C-CIRCLE J 66,173 62,543 65,033 357-4022,020 LMD DISTRICT #1 - T46 1,766,120 .1,686,417 1,753,555 357-4022.021. LMD DIST 1 ZONE T47 NPARK 571,214 539,917 . 561,398 357-4022,022 LMD DIST 1 ZONE T52 STONE 368,156 332,870 346,123 357-4022,023 CROSS VALLEY ZONE #1 354,660 337,942 161,186 357-4022,024 LMD DISTRICT #1 -ZONE 2 65,232 2,533 2,633 357-4022,025 LMD DISTRICT #I -ZONE 3 88,857' 84,379 87,737 357-4022,026 LMD DISTRICT.# 1 -ZONE 4 .4,486 101,082 .98,411 357-4022,027 LANDSCAPE MAINT. DIST #5 189,056 181,682 188,916 357-4022,028 LMD DIST #1 -ZONE 6 182;665 142,800 140,561 357-4022,029 LMD #7 WOODLANDS 264,430. 241,185 250,785 357-4022,030 LMD #8 FRIENDLY/SIERRA 12,452 71504 6,629 357-4022,033 LMD DISTRICT #1 -ZONE 15 173,670 175,077 182,050 357-4022,034 'LMD DISTRICT #I -ZONE 16 215,474 207,897 220,332 357-4022,035 LMD DISTRICT #1 - ZONE 17 106,657 103,615 107,740 357-4022,036 AREAWIDE #2 16,917 15,596 - 357-4022,037 -ZONE 18 TOWN CTR TOURNEY 694,003 :659;207 700,295 357-4022,038 LMD ZONE 19 BRIDGEPORT BQT 82,185 81,433 84,668 357-4022,039 LMD ZONE 20 GOLDEN VLY RANCH 99,943 96,900. 100,756 357-4022,040 LMD ZONE 2008-1 MAJOR MEDIANS . 2,537,042 3,850,593 3,909,08 357-4022,041 AREAWIDE #2 - 8,250 9 357-4022,042 18 TOWN CTR TOURNEY 40,000 44,73 - 357-4022,043 "ZONE LMD ZONE 19 BRIDGEPORT BQT ' -4,774 4;715 - 357-4022,044 LMD ZONE 20 GOLDEN VLY'RANCH - . 91,800 001682- 0;682357-4022,045 357-4022.045 LMD ZONE 2008-1 MAJOR MEDIANS - 7,038 3,477 Budget Revenues Three Year History 357-4023.004 AD VALOREM 606,587 546,060 553,207 357-4023.007 AD VALOREM T2 OLD ORCHARD 66,454 60,816 64,333 357-4023.008 AD VALOREM T3 VAL HILLS 47,341 42,588 45,736 357-4023.009 AD VALOREM T4 VAL MEADOWS 24,219 23,241 23,197 357-4023.010 AD VALOREM T5 VAL GLEN 42,145 38,827 41,025 357-4303.001 INTEREST INCOME 554,981 347,400 240,000 357-4305.001 UNREALIZED GAIN/LOSS INVE (10,138) - - 357-4621.001 MISCELLANEOUS REVENUES (15,818) - - TOTAL FUND 357 -LANDSCAPE MAINTENANCE DISTRICT $ 13,536,140 $ 14,282,113 $ 14,439,040 FUND 700 - TRANSIT FUND 700-4303.001 INTEREST INCOME $ 80,686 $ - $ 700-4305.001 UNREALIZED GAIN/LOSS INVE, 1,867 - 700-4421.006 ASI REIMBURSEMENT 779,771 850,000 850,000 FUND 358 - OPEN SPACE PRESERVATION DIST. 358-4023.001 SPECIAL ASSESSMENTS $ 1,677,326 $ 1,681,500 $ 1,785,700 358-4301.001 INTEREST INCOME-LAIF 563 - - 358-4303.001 INTEREST INCOME 82,890 76,920 63,000 358-4303.010 INTEREST INCOME-OSPD BOND 40,600 19,220 - 358-4305.001 UNREALIZED GAIN/LOSS INVE 5,935 - - TOTAL FUND 358 - OPEN SPACE PRESERVATION DIST. $ 1,807,313 $ 1,777,640 $ 1,848,700 FUND 359 - STREETLIGHTS MAINT. DISTRICT-SPCL LEVY 359-4023.005 LEVY A ASSESSMENTS $ 511,052 $ 493,305 $ 481,960 359-4023.006 LEVY B ASSESSMENTS 972,565 923,992 1,211,500 359-4303.001 INTEREST -OTHER INVESTMENT 1,215 - - 359-4305.001 UNREALIZED GAIN/LOSS 1,446 - - TRANSFERS IN 1,632,154 1,750,722 1,810,729 TOTAL FUND 359 - STREETLIGHTS MAINT. DISTRICT-SPCL LEVY $ 3,118,432 $ 3,168,019 $ 3,504,189 • FUND 360 - TOURISM MARKETING DISTRICT FUND 360-4030.001 TOURISM MARKETING ASSESSMENT $ - $ 400,000 $ 400,000 360-4303.001 INTEREST INCOME 2,610 2,550 TOTAL FUND 360 - TOURISM MARKETING DISTRICT FUND $ - $ 402,610 $ 402,550 FUND 500 - GENERAL DS 500-4302.001 INTEREST INC -LEASE PMT $ $ - $ - TRANSFERS IN $ 3,219,226 $ 3,221,787 $ 3,256,086 TOTAL FUND 500 - GENERAL DS $ 3,219,226 $ 3,221,787 $ 3,256,086 FUND 501 - GOLDEN VALLEY AD 92-2 501-4303.002 INTEREST INCOME -RES. FUND $ - $ - $ ' 501-4721.002 OTHER FINANCING SOURCE $ 61,841 $ 110,205 $ - TOTAL FUND 501 - GOLDEN VALLEY AD 92-2 $ 61,841 $ 110,205 $ - FUND 502 - VERMONT/EVERETT AD 99-1 502-4303.002 INTEREST INCOME -BOND RES $ 2 $ $ - 502-4721.002 OTHER FINANCING SOURCE 55,925 84,990 - TOTAL FUND 502 - VERMONT/F.VERETT AD 99-1 $ 55,927 $ 84,990 $ - FUND 503 - CFD VTC 2002-1 COPS 503-4303.002 INTEREST INCOME -RES. FUND $ 14,991 $ - $ - TRANSFERS IN $ 1,084,543 $ 1,117,855 $ 1,117,855 TOTAL FUND 503 - CFD VTC 2002-1 COPS $ 1,099,534 $ 1,117,855 $ 1,117,855 FUND 600 - PFA CAPITAL PROJECTS 600-4303.002 INTEREST -RESERVE FUND $ 3 $ - $ - TRANSFERS IN $ 713,651 $ 713,652 $ 747,951 • TOTAL FUND 600 - PFA CAPITAL PROJECTS $ 713,654 $ 713,652 $ 747,951 FUND 700 - TRANSIT FUND 700-4303.001 INTEREST INCOME $ 80,686 $ - $ 700-4305.001 UNREALIZED GAIN/LOSS INVE, 1,867 - 700-4421.006 ASI REIMBURSEMENT 779,771 850,000 850,000 Budget Revenues 700-4422.002 PROPOSITION C EXPANSION 167,721 171,830 171,830 700-4422.004 BSIP REVENUES 43,535. 44,603 44,603 700-4422.005 SECURITY ALLOCATION 172,614 158,048 158,048 . 700-4422.006 TRANSIT MITIGATION REV 24,038 24,038 .700-4422.007 MOSIP 758,877 1,383,250 - 700-4422.009 PROP C INTEREST 208,497 - - 700-4423.002 PROP A - DISCRETIONARY 3,045,529 4,046,511 .4;046,5.11 . 706-4423.003 SPECIALIZED TRANSPORTATION 592,691 590,707 590,707. . 700-4423.004 PROP A INTEREST 119,4.17 - 7004424.001 .ISTEA - BUS LEASE 208,119 208,118 700-4424.003 METROLINK TRANSFERS 108,183 106,764 106,764 700-4424.004 EZ PASS REIMBURSEMENTS 58,143, 40,000 40,000 700-4424.005 ROUTE 8 - JARC(JOB ACCES) .. 558 - - 700-4424.009. MISC FEDERAL GRANTS 508,360 4,057,837 2,970,000 700-4424.010 TRANSIT MITIGATION FEE - 700 -4424.012 2009 ARRA 189,004 7,918,245. 1,535,633 700-4425.001 . COUNTY CONTRIBUTIONS - SRV 1,968,579 2,300,000 2,300,000 700-4426.001 MEASURE R BUS OPERATIONS 1,330,381 1,627,554 1,627,554.. 700-4501.001 FAREBOX REVENUES 2,207,129 2,484,852 2,484,852 700-4501.003 D -A -R FAREBOX REVENUES 60,839 41,200 41;200 700-4501:004 COMMUTER SERVICE REVENUE 415,471 896,350 896,350 700-4501.007 TAP STORED VALUE 399;659 - 700-4501.008 TAP LOCAL 78,674 300,000 300,000 700-4501.009: TAP COMMUTER 19,843 135,000 80,000 . 700-4621.001. MISCELLANEOUS REVENUES (35,264) 1,925,103 240,000 700-4621.006 SALES OF PROPERTY & EQPT 44,420 - TRANSFERS IN 7,689;955 6,962,184 7,316,00 .TOTAL FUND 700 -TRANSIT FUND $ 21,179,438 $ 36,132,714 $ 25,824,09 7,689,955 FUND 720 - COMPUTER REPLACEMENT 720-4303.001 INTEREST INCOME $ 42,401 $ 22,060 $ 19,890 720-4305.001 UNREALIZED GAIN/LOSS INVE (2,330) 720-4571.005 COMPUTER REPLACEMENT CHAR 416,351 408,167 400,137 TOTAL FUND 720 - COMPUTER REPLACEMENT $ 456,422 $ 430,227 $ 420,027 FUND 721 - SELF INSURANCE 721-4303.001 INTEREST INCOME $ 126,568 $ 44,463 $ 26,340 721-4305.001 UNREALIZED GA1N/LOSS INVE 721-4571.003 CHARGES FOR SELF INSURANCE 1,654,360 2,039,611 2,050,253 TRANSFERS IN 1,000,000 5,036,224 47,946 TOTAL FUND 721 - SELF INSURANCE $ 2,773,013 $ 7,120,298. $ 2,124,539 FUND 722 - EQUIPMENT REPLACEMENT 722-4303.001 INTEREST INCOME $ 118,727 .$ . 62,810 $ 53,650 . 722-4305.001 UNREALIZED GAIN/LOSS INVE (3,329)' 722-4571.004 EQUIP. REPLACEMENT CHARGE 335,600. 346,000 346,000 TOTAL FUND 722 - EQUIPMENT REPLACEMENT $ 450,998 $ 408,810 $ 399,650 FUND 723 - FACILITY REPLACEMENT' 723-4303.001 INTEREST INCOME $ 207,159 $ 94,940 $ 65,760 723-4305.001 UNREALIZED GAIN/LOSS INVE (6,397) - - TRANSFERS IN 1,500;000. 3,000,000 - TOTAL FUND 723 - FACILITY REPLACEMENT $ 1,700,762 $ 3,094,940 $ 65,760 FUND 800 - GV ASSESSMENT DISTRICT 92-2 800-4023.001 OTHER SPECIAL ASSESSMENTS $ 84,465 $ 75,000, $ • :800-4303.001 INTEREST INCOME. 2,695 1,590 1,420 : - 800-4305.001 UNREALIZED GAIN/LOSS INVE (165) - - TOTAL FUND 800 - GV ASSESSMENT DISTRICT 92-2 $ 86,995 $ 76,590 $ 1,420 Budget Revenues Three Year History FUND 801 - VERMONT/EVERETT AD 99-1 801-4023.001 OTHER SPECIAL ASSESSMENTS $ 73,692 $ 65,000 $ - 801-4303.001 INTEREST INCOME 1,958 1,170 1,130 801-4305.001 UNREALIZED GAIN/LOSS INVE (152) - - TOTAL FUND 801 - VERMONT/EVERETT AD 99-1 $ 75,498 $ iwlM $ 1,130 FUND 802 - VALENCIA TOWN CENTER CFD 2002-1 802-4023.001 OTHER SPECIAL ASSESSMENTS $ 1,132,376 $ 1,060,000 $ - 802-4303.001 INTEREST INCOME 2,266 840 350 802-4305.001 UNREALIZED GAIN/LOSS INVE 265 - - TOTAL FUND 802 - VALENCIA TOWN CENTER CFD 2002-1 $ 1,134,907 $ 1,060,840 $ 350 TRANSFERS IN 23,033,824 53,953,073 119,310,822 • 1�1 Budget, Revenues - redevelopment Agency Three Year History . Estimated Budget Actual Account Title TAXES. 2009-10 2010-11 2011-12 390-4001.007 PROPERTY TAX INCREMENT S 3,142,383 $ 3,060,980 $ 3,060,980 391-4001.007 PROPERTY TAX INCREMENT 785,596 765,245 765,245 TOTAL PROPERTY TAX $ 3,927,979 $ 31826,225 $ 3,826,225 OTHER REVENUE 390-4301.001 INTEREST INCOME-LAIF $ 31,408 $ - $ 390-4303.001 INTEREST INCOME 242,741 85,310 62,620 390-4303.009 INTEREST INCOME -RDA BONDS 550;330 - - 390-4305.001 UNREALIZED GAIN/LOSS INVE ' (322,400) - - 390-4311.007 RENTAL INCOME-MISC. 8,270 -. .391-4301.001 INTEREST INCOME-LAIF 9,185, - - 391-4303.001 INTEREST INCOME 116,344 73,380 48,380 391-4303.009 INTEREST INCOME -RDA BONDS, 22,357 - - 391-4305.001 UNREALIZED GAIN/LOSS INVE (156,194) - - 391-4311.007 RENTAL INCOME-MISC. 145,128. 91,717 - 391-4621.001 MISCELLANEOUS REVENUE (21,020) 550-4303.002 INTEREST -RESERVE FUND 244 - - 551-4303.002 INTEREST -RESERVE FUND 12 - - TRANSFERS IN 7,240,965 12,932,816 2,375,71 TOTAL OTHER REVENUE $ 7,867,369 $ 13,183,223 $ 2,486,7 TOTAL 1 REVENUES IN 724 0,965) 12,932,816)TRANSFERS (2,375,716) USE OF FUND BALANCE 149,810 Irell NEW • ' 0 0 3P! 2 \¥f# k k n � - w )]\ J] !\! ]) {${; #!; ; - 2 � e ■ . lw2 9 �\ )]\ 7]) ]]\ on J!$ |\{\ t#{] E E 7Z; ;|! }!#! . 3P! 2 \¥f# k k n � - w )]\ J] !\! ]) {${; #!; City Manager's Office Budget Summary Category Personnel Services Budcret, $ 4,312,100 O erations & Maintenance 1,901,560 OfficeTotal City A/Ianaoer's City Council $ 206,575 City Manager 1,747,575 Human Resources 886,552 Communications 850,366 Economic Development 2,522,592 • Economic Development 41% 0 City Council 3% Communications 14% City Manager 28% Human Resources 14% City Council Program Purpose The City Council is elected by the residents and serves as the governing body that guides the progress of the City of Santa Clarita into the future. As a whole, the City Council responds to the issues and concerns of the residents and the community, formulating effective public policy for the City. Primary Activities The City' Council is responsible ' for the creation of policies which are expressed through the passage of ordinances, resolutions, and motions.. Through the City Manager and City Attorney, the Council supervises and provides. guidance for the activities and future planning of the City. Performance Goals ■ Remain open and responsive to the concerns of the community ■ Continue to provide - excellent 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 growth, while maintaining essential City services ■ Continue to implement the goals of the Open Space Preservation District ■ Continue to implement the Downtown Newhall Specific Plan • 97,005 60,995 205 620 1,805 88 8,296 4,380 148 173,542 200 200 3,470 2,000 15,263 11,000 . 900 33,033 0 Personnel 5001.001 Regular Employees 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 5011.011 Deferred Compensation Total Personnel Operations & Maintenance 5101.001 Publications & Subscription 5101.003 Office Supplies 5111.001 Special Supplies 5131.003 Telephone Utility 5161.002 Professional Services 5191.001 Travel & Training 5191.004 Auto Allowance & Mileage Total Operations & Maintenance • 97,005 60,995 205 620 1,805 88 8,296 4,380 148 173,542 200 200 3,470 2,000 15,263 11,000 . 900 33,033 0 is City Manager Program Purpose The City Manager's office is dedicated to effective, professional management for the City of Santa Clarita. This program provides for administrative services executed by , the City Manager for all departments and functions within the City of Santa Clarita. Primary Activities The City Manager, in conjunction with the City Council, establishes policies, provides direction and leadership, and implements efficient and effective municipal services. The City Manager establishes and maintains appropriate management controls to ensure all operating departments adhere to the City Council's direction and goals, and to ethical and legal policies and regulations. The City • Manager is responsible for execution of City Council policy, the enforcement of all laws and ordinances, the preparation and maintenance of the City's budget, public information, employment practices, legislative relations and the City's strategic plan and vision. Performance Goals ■ Ensure that City government is honest, open, efficient, and fair in serving the citizens and businesses of Santa Clarita • Guard the quality of life residents enjoy through the maintenance of existing programs and service levels ■ Provide the City Council with professional and thorough support in examining and analyzing issues of importance ■ Ensure that the organization of City staff is appropriate to efficiently • achieve the goals established by the Council ■ Continue to build adequate reserves in all major funds ■ Further enhance the development process ■ Improve skills and knowledge of City employees through the promotion and encouragement of organizational and staff development Personnel Publications & Subscription 2,450 5001.001 Regular Employees 1,024,339 5003.001 Overtime 1,500 5004.002 Vacation Payout 40,986 5006.001 Sick Leave Payout 17,022 5011.001 Health & Welfare 121,510 5011.002 Life Insurance 2,153 5011.003 Long -Terrien Disability Ins 8,014 5011.004 Medicare 19'172 5011.005 Worker's Compensation 22,490 5011.006 PERS 215,654 5011.007 Deferred Compensation 27,500 5011.010 EAP 7,358 5011.011 Supplemental Health 314 Total Personnel 1,508,012 Operations & Maintenance 5101.001 Publications & Subscription 2,450 5101.002 Membership & Dues 8,060 5101.003 Office Supplies 640 5101.004 Printing 1,500 5101.005 Postage 2,225 5111.001 Special Supplies 7,000 5131.003 Telephone Utility 3,000 5161.001 Contractual Services 83,000 5161.002 Professional Services 25,007 5191.001 Travel & Training 26,300 5191.004 Auto Allowance & Mileage 16,835 5211.001 Computer Replacement 10,954 5211.004 Insurance Allocation 52,592 Total Operations & Maintenance 239,563 Human Resources Program Purpose Human Resources offers and manages programs to recruit, develop, support, and motivate employees in alignment with the City's philosophy and goals. Primary Activities. The Human Resources division is responsible for recruiting and selecting top- notch applicants;'offering programs to develop and train employees; administering compensation, benefits, retirement, and workers' compensation plans; maintaining and updating the classification plan and salary schedule; overseeing the City's personnel rules and policies and advising employees on these rules and policies; working with managers and employees to help solve workplace issues; offering wellness programs; retaining qualified employees. . . . Performance Goals ■ . Maintain effective employee and labor relations programs by fostering open communication, listening to concerns, and providing counsel and advice ■ Manage a comprehensive Citywide training program designed to develop core and leadership competencies ■ Promoteand encourage enjoyment at the workplace and work/life balance ■ Motivate and retain employees Personnel 5101.001 5001.001. Regular Employees 5004.002 Vacation Payout 5011.001 Health & Welfare 5011.002 .Life Insurance 5011.003 Lonb Term Disability Ins 5011.004 Medicare 5011.005 Worker's Compensation 5011.006 PERS 5011.007 Deferred Compensation 5011.010 Epp 5011.011 . Supplemental Health 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 5131.003 Telephone, Utility 5161.001 Contractual Services 5161.002 Professional Services 5161.004 Advertising 5161.005 Promotion & Publicity 5191.001 Travel & Training 5191.003 Education Reimbursement 5191.004 Auto Allowance & Mileage 5211.001 Computer Replacement 5211.004 Insurance Allocation Total Operations & Maintenance 518,938 777 73,194 1,090 3,321 9,341 8,620 109,341 8,000 1,824 178 734,624 500 750 500 . 2,000 200 500 830 37,580. 65,700 500 7,700 4,500 600 200 6,846 23,022 151,928 0 • Economic Development. Program Purpose . The mission of the City of Santa Clatita's Economic Development Division is to aid in the economic growth of the City by fostering and encouraging responsible economic development opportunities that result in 1) a jobs/housing balance established through quality employment opportunities for residents, 2) an economic base through increased sales tax generation, and 3) economic wealth by attracting external monies to the local economy. Primary Activities The primary activities of Economic Development include marketing and promotion of the City as a premier location to conduct business, shop, visit, and film, as •well as specifically attracting and retaining business and retail, administering the Enterprise Zone and the WorkSource program, liaising between the City and the business community, and coordinating sponsorships, filming, and visitor attraction. Performance Goals ■ Attract business from four targeted industries (aerospace, bio -medical, technology, and film/entertainment) as well as corporate headquarters ■ Attract retail and restaurants to new and existing commercial centers ■ Support local businesses to encourage retention and expansion c Outreach to the business community about the cost saving benefits of the Enterprise Zone ■ Attract and coordinate location filming and event tourism 0 Funding Miscellaneous Source: General Fund ($1,741,172) Grants (S381,421) Tourisni Marketing 1 II AccountNuniber:11301-11305,15303 Personnel 5001.001 Regular Employees 700,909 5002.001 Temporary Employees 188,184 5003.001 Overtime 4,962 5004.002 Vacation Payout 6,013 5006.001 Sick Leave Payout 1,302 5011.001 Health & Welfare 112'841 5011.002 Life Insurance 1'471 5011.003 Long -Term Disability Ins 4,486 5011.004 Medicare 15,826 5011.005 Worker's Compensation 17'872 5011.006 PERS 15.1,719 5011.007 Deferred Compensation 6,000 5011.011 Deferred Compensation 274 Total Personnel 1,211,859 Operations & Maintenance 5101.001 Publications & Subscription 2,036 5101.002 Membership & Dues 13,875 5101.003 Office Supplies 17,436 5101.004 Printing 29,900 5101.005 Postage. 2,400 5111.001 Special Supplies 1,000 5121.001 Rents & Leases 34,845 5131.003 Telephone Utility 4,060 5161.001 Contractual Services 262,532 5161.002 Professional Services 347,010 5161.004 Advertising 30,000 5161.005 Promotion & Publicity 153,417 5161.008 Graphic Design Services 15,000 5161.024 Business Sponsors 13,440 5171.005 Economic Incentives Program 244,000 5191.001 Travel & Training • 27,300 5191.003 Education Reimbursement 1,500 5191.004 Auto All6wance & Mileage 2,000 5211.001 Computer Replacement 10,052 5211.004 Insurance Allocation 59,351 5511.100 Reimbursement to the General Fund 39,579 Total Operations & Maintenance 1,310,733 Communications Program Purpose The Communications Division's purpose is to provide accurate and timely information and education, for the City of Santa Clarita's many programs, projects, and events to .all internal and external stakeholders and to execute the City's. messages in various communications forms. The division is also responsible for helping to creatively market various programs :to residents, businesses and community leaders.. , Primary Activities The Communications Division '-through the use of a variety of communication tools, is responsible for the creation, execution and management of the City's overall communications efforts, including media, Internet, paid advertising, television, radio, print and other marketing materials. The Communications Division analyzes and responds to the community relations and communication needs of various City departments, including providing and implementing communication plans. Performance Goals • Effectively promote the City and obtain recognition internally and externally for the City's efforts through a myriad of communication tools. • Work. collaboratively with the community to create programming for Channel 20, public. access, television, with local stakeholders. • Explore and implement new communication .tools that utilize cutting- edge technologies to provide effective two-way communication with stakeholders • Create and implement marketing programs for City programs and projects to increase usage. • Provide on-going citywide media training to all staff and manage the City's day -to- day media relations.. ■ Continue to implement the City's Graphic Standard, internally and externally, assuring that there is.consistency of the City's brand. Personnel 5101.001 5001.001 Regular Employees 5002.001 Temporary Employees 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 5011.011 Deferred Compensation 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 5131.003. Telephone Utility, 5161.001 Contractual Services 5161.002 Professional Services 5161.004 Advertising 5161.005 Promotion & Publicity 5161.009 State of the City 5191.001. Travel & Training 5191.003 Education Reimbursement 5191.004 Auto Allowance &. Mileage 5211.001 Computer Replacement 5211.004 Insurance Allocation Total Operations & Maintenance 425,562 75,223 69,534 894 2,723 8,900 7,540 90,059 3,400 228 684,063 5,000 5,000 7,930 1,000 39,000 9,000 22,500 18,172 20,000 3,200 2,500 500 6,504 22,389 166,303 0 • City Attorney Budget Summary CategorN Budget Onerations & Maintenance $ 2,225,028 Proargim Budget City Attorney - General Fund $ 1,944,028 City Attorney - SC Lighting District 5,000 City Attorney - Stormwater Utility 12,000 City Attorney - Self Insurance 260,000 Citv Attornev - Transit 4,000 City Attorr.. Stormwater 1% City Attorney - Lighting Distri 0% City Attorney - Self Insurance City Attorney - Transit 12% not Ulty Attorney - General Fund 87% City Attorney Program Purpose The City Attorney is committed to providing professional, quality legal services Ahat 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.' 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 Operations & Maintenance 5161.100 Attorney Services - GF 1,944,028 5.161:100 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 Total Operations & Maintenance 2,225,028 • Administrative Services Budget Summary Category_ . Personnel Services $ 6,970,545 Operations & Maintenance 39,672,708 Debt Service 500,000 C.nnital Clntlav ' 168,100 • Special Distri 31% Purchasing 2% City Clerk 1% Administration 1% Finance 4% Public Library 9% Risk Management 4% C7 Transit '42% Technology Services !6% Administration $ 684,302 Finance 1,702,397 Public Library 4,196,918 Technology Services 2,610,613 Transit 20,109,729 Risk Management 1,847,447 City Clerk 625,462 Purchasing 880,693 Special Districts 14,653,793 • Special Distri 31% Purchasing 2% City Clerk 1% Administration 1% Finance 4% Public Library 9% Risk Management 4% C7 Transit '42% Technology Services !6% Administration Program Purpose The Administration Division sets City fiscalAccount policy and . direction and provides Funding Source: General Fun Number 12000 A Personnel administrative support to the department's 5001.001- Regular Employees four divisions: City Clerk's Office, Finance, 5002.001 Temporary Employees Technology Services, and Transit, as well as. 5006.001 sick Leave Payout the offices of Risk Management, Special 5011.001 Health & Welfare. Districts, and Public Library. The 5011.002 Life Insurance Administration Division assists the City 5011.003 Long -Term Disability Ins Manager's Office in preparing the ..annual 5011.004 Medicare budget, and is responsible for. the City's 5011.005 Worker's Compensation annual mid -year budget revision/adjustment. 5011.006 PERS 5011.007 . Deferred Compensation 5011.011 Supplemental Health Total Personnel . Primary Activities The Administration Division's primary Operations & Maintenance activities include: overall coordination of 5101.001 Publications & Subscription administrative activities; employee develop- 5101.002 Membership & Dues, ment; recruitment and training; long-range 5101.003 Office Supplies financial planning; debt management; 5131 .003 Telephone Utility investment management; support and 5161.001 Contractual Services implementation of community and 5161.002 Professional Services Travel &Training organizational strategic planning goals; 5191.001 5191.004 Auto Allowance & Mileage budget monitoring; special projects; City 5211.001 Computer Replacement right-of-way franchise agreements; and 5211 004 Insurance Allocation response to City Council and City Manager Total Operations & Maintenance concerns and inquiries. Performance Goals • Provide fiscal impact data for decision making purposes • Evaluate and provide recommendations on financing alternatives for community capital project needs. • Identify and monitor legislative activity that has a financial impact on the City and assist in implementation. • Oversight and management of Santa Clarita Public Library .318,622 29,702 20,207 37,597 . 669 2,524 6,395 8,084 67,081 7,000 119 498,000 450 1,100 250 1,200 2,600 150,000 5,450 6,410 3,423 15,419 186,302 0 • • 0 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 include: a yearly review of the City's comprehensive insurance program, including coverage for property/casualty; professional liability; errors and omissions; bonds; the workers' compensation insurance; 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 to staff on contract routing and City contractual policies. Performance Goals • Implement Respiratory Protection Program — that will direct employees on how to utilize respirators in appropriate scenarios which will minimize risk of respiratory injury to City employees • Continue to provide defensive driving training Personnel 5151.002 5001.001 Regular Employees 199,737 5011.001 Health & Welfare 31,108 5011.002 Life Insurance 420 5011.003 Long -Term Disability Ins 1'278 5011.004 Medicare 3,651 5011.005 Worker's Compensation 5,280 5011.006 PERS 42,103 5011.007 Deferred Compensation 2,500 5011.010 EAP 2,415 5011.011 Supplemental Health 76 Total Personnel 288,568 Operations & Maintenance 5151.002 Claims Payment 175,000 5151.003 Employee Safety 14,000 5161.001 Contractual Services 1,240,590 5191.001 Travel & Training 2,000 5211.001 Computer Replacement 2,910 5511.100 Reimbursement to the GF 124,379 Total Operations & Maintenance 1,558,879 Finance Program Purpose The Finance Division serves as a support Funding Source: General Fund center for all City departments and programs Equipinent Replacement Fund to ensure all funds are managed effectively Account Number: 12100-12103 Personnel and in accordance with Generally Accepted Accounting Principles, the City's investment 5001.001 Regular Employees policy, and state and federal laws. The boo3.00i overtime Finance Division is dedicated to serving the. 5004.002 Vacation Payout citizens in shaping the future of the City by 5011.001 Health & Welfare providing fiscal information to ensure the 5011.002 Life Insurance long-range financial strength of the'Clty. 5011.003 Long -Term Disability Ins 5011.004 Medicare Primary Activities 5011.005 Worker's Compensation 5011.006 PERS The primary activities of the Finance 5011.007 Deferred Compensation Division include treasury investment 5011.010. EAP functions, payroll, accounts payable, 5011.011 Supplemental Health revenue collection, accounting services, Total Personnel internal auditing, financial reporting, financial forecasting and cash receipting: Operations & Maintenance, 5101.001 Publications & Subscription 5101.002 Membership & Dues Performance Goals 5101.003 Office Supplies " 5101.004 .Printing • Continue to safeguard the long-term 5101.005 Postage financial health of the City and monitor 5161.001 Contractual Seryices the economic impact of housing, slowing 5161.002 Professional Services sales tax, and unemployment 5185.003 Taxes/Licenses/Fees • Complete major fieldwork for the annual 5191.001 Travel & Training ' financial audit and prepare the City's 5191.003 Education Reimbursement financial Statements 5191.004 Auto Allowance & Mileage • Continue to utilize existing and new 5211.001 Computer Replacement technologies to implement streamlined 521 1.004 Insurance Allocation accounting processes. Finance recently 551 L1o° Reimbursements to the General Fund implemented the new EFT vendor Total Operations & Maintenance payment process and will. be seeking new technology platforms to assist in Capital Outlay implementing the City's paperless 5201.003 Automotive Equipment invoice processing system Total Capital Outlay 872,247 3,800 6,644 151,268 1,832 5,582 16,135 9,853 183,964 6,000 2,966 368 1,260,659 265 1,775 6,780 3,190 200 210,665 61,225 '33,000 3,100 7,000 185 14,148 42,243 1,962 385,738 56,000 56,000 • .7 0 Purchasing Program Purpose The Purchasing Division handles most City- wide acquisitions of equipment, goods, and services. Purchasing provides assistance to external entities on how to do business with the City, along with providing internal support to City departments on acquisition issues. Purchasing also handles the receipt and distribution of all mail and material. Primary Activities One of the primary activities of the Purchasing Division is the advertisement of all formal bids in the local paper, on the City's website, with the Chamber of Commerce and the Valley Industrial Association. Purchasing prepares most formal bid packages and assists City departments in complex procurements. Purchasing establishes and maintains purchasing regulations, policies and • procedures. Purchasing is' also responsible for the receipt, shipping, issuing and internal distribution of materials and surplus. The mail section processes all incoming and outgoing U.S. Mail, as well as the internal distribution of interoffice. mail. Performance Goals • Prepare and receive formal bids and Request for Proposals • Continue to work with local businesses on how to do business with the City • Guide and monitor staff on the City's purchasing policies • Ship and receive City material. • Process all U.S. Mail and interoffice mail in a timely manner 0 Funding AccountNumber:1200 Source: 2,12003 Personnel 5001.001 Regular Employees 373,423 5003.001 Overtime 1,500 5011.001 Health & Welfare 82,343 5011.002 Life Insurance 786 5011.003 Long -Term Disability Ins 2,390 5011.004 Medicare 7'111 5011.005 Worker's Compensation 6,086 5011.006 PERS 78,869 5011.010 EAP 3,252 5011.011 Supplemental Health 200 Total Personnel 555,960 Operations & Maintenance 5101.001 Publications & Subscription 500 5101.002 Membership & Dues 1,000 5101.003 Office Supplies 60,000 5101.004 Printing 14,000 5101.005 Postage 99,000 5111.001 Special Supplies 4,600 5111.005 Maintenance/Supplies 62,430 5121.001 Rents/Leases 13,790 5161.001 Contractual Services 10,600 5161.002 Professional Services 8,000 5161.004 Advertising 14,500 5191.001 Travel & Training 2,500 5191.003 Education Reimbursement 1,800 5191.004 Auto Allowance & Mileage 300 5191.006 Employees' Uniform 1,200 5211.001 Computer Replacement 7,702 5211.004 Insurance Allocation 22,811 Total Operations & Maintenance Budget 324,733 880,693 Total 2011-12 Technology Services Program Purpose • Continue efforts to update the City's The Technology Services Division Disaster Recovery and . Business • provides centralized information Continuity Plan to ensure critical processing, hardware and software support systems are available during localized services, Geographic Information Systems, and regional emergencies. and communications services. for all internal staff. The Division also Source: General Fund IComputer proactively manages . the ever-changing Funding , technology needs of the City to ensure up- Government to -date automated -processes and tools. Account ,12200-12205 Primary Activities Personne 976,212 501 Regular Employees The primary activities of Technology 501 Temporary Employees . 44,756 Services include overall direction of the 501 Overtime 7,000 City's Information .Technology Systems; 50, vacation Payout 5,721 recruitment of staff resources required to 50 Health & Welfare 143,338 manage Informational Technology 50 Life Insurance 2,050 6,251 requirements; long-range . planning, 50 Long -Term Disability Ins 50 18,538 implementation and deployment of Medicare 50 Worker's Compensation 10,481 organizational technology needs;so PERS 205,726 organizational GIS services; software 50 Deferred Compensation . 13,400 acquisition and application development; 50 EAP 6,105 software and hardware training; Helpdesk 50 Supplemental Health 408 support; Telecommunications Total Personnel 1,439,985 management; Enterprise management; Operations & Maintenance maintaining data integrity, backup of 51, Publications & Subscription 11200 . crucial data, and security of the City's 51, Membership & Dues 800 information. 511 Office Supplies 900 51, Postage 350 . 51 Special Supplies 36,030 Performance Goals 51 Maintenance/Supplies 169,485 • Continue efforts to streamline the 51 Computer Software Purchase . 143,490 delivery of local government services 51: Rents/Leases 23,050 through the utilization. of technology 51: Telephone Utility 164,000 and automation. 51: Cellular service 14,000 51, Contractual Services 249,670 •. Expand the City's use of social 51, Professional Services 37,200 networking tools to enhance 51' Travel & Training 21,575 transparency and the community's 51' Education Reimbursement 6,500 .ability to communicate and access City 5 u Auto Allowance & Mileage 1,445 information in real-time. 52 Computer Replacement 13,407 • Work with local law enforcement to 52 Equipment Replacement 8,100 52 Insurance Allocation 59,562 increase their operational efficiencies 54, Other Financing Uses 110,000 through the integration and expansion 55 Reimbursements to the General Fund 16,364 of technology. Total Operations & Maintenance 1,077,128 Capital Outlay . 52, Equipment 93,500 Total Capital Outlay 93,500 Transit • Program Purpose Provide high quality, safe reliable public transportation services within, to, and from the Santa Clarita Valley; providing mobility and access to individuals with no access to an automobile; and encourage the use of public transportation to reduce traffic congestion and pollution to those who may not be dependent upon public transportation. Primary Activities The City of Santa Clarita Transit (SCT) operates local fixed routes within the Santa Clarita Valley, and commuter bus service between Santa Clarita and downtown Los Angeles, Century City, North Hollywood and Westwood. It also operates three express bus routes between Santa Clarita and the ,San Fernando Valley, and, express bus routes between Santa Clarita and the Antelope Valley. SCT provides paratransit • service for seniors and disabled within the Santa Clarita Valley, as well as for the general public during evening hours. Performance Goals. • Expand the number of electronic wayside signs driven by the City's Transportation Information Network (TIN) by 20 percent • Maintain a 90% or better on-time performance for all transit services • Maintain an average of less than "2 minutes" telephone hold times for all transit customers • Place into service eight compressed natural gas forty -foot buses as replacements for diesel powered local buses • Begin design and construction of the McBean Regional Transit Center Park and Ride • Expand parking at the Jan Heidt • Newhall Metrolink Station Personnel 5101.001 5001.001 Regular Employees 945,413 5001.006 Certification Pay 133 5006.001 Sick Leave Payout 7,050 5011.001 Health & Welfare 174,446 5011.002 Life Insurance 1,987 5011.003 Long -Term Disability Ins 6,053 5011.004 Medicare 17,584 5011.005 Worker's Compensation 24,995 5011.006 PERS 199,491 5011.007 Deferred Compensation 4,600 5011.009 Retiree Medical 24,154 5011.010 EAP 5,340 5011.011. Supplemental Health 424 Total Personnel 8,015 1,411,670 Operations & Maintenance 5101.001 Publications & Subscription 500 5101.002 Membership & Dues 24,000 5101.003 Office Supplies 2,030 5101.004 Printing. 60,000 5101.005 Postage 1,500 5111.001 Special Supplies 11,000 5111.004 Janitorial Supplies 11,250 5111.005 Maintenance/Supplies 145,200 5111.007 Small Tools 3,500 5121.001 Rents/Leases 10,985 5121.003 Equipment Rental 3,000 5131.001 Electric Utility 106,750 5131.002 Gas Utility 141,000 5131.003 Telephone Utility 8,015 5131.006 Water Utility 13,230 5161.001 Contractual Services 330,000 5161.002 Professional Services 30,000 5161.004 Advertising . 35,000 5161.010 Landscape Services 30,000 5161.016 Local Bus 7,609,468 5161.017 Dial A Ride 1.563,535 5161.018 Commuter Services 3,154,186 5161.019 Commute Connection 4,590,811 5185.003 Taxes/Licenses/Fees 4,200 5191.001 Travel & Training 7,000 5191.003 Education Reimbursement 9,500 5191.004 Auto Allowance & Mileage 3,500 5191.006 Employees' Uniform 1,270 5211.001 Computer Replacement 16,316 5211.004 Insurance Allocation 111,732 5511.100 Reimbursements to the General Fund 659,581 Total Operations & Maintenance 18,698,059 City Clerk Program: Purpose Funding Source: General Fund The City Clerk's Office assists and supports the public and City departments by making Account Number: 12300,12301 available the records necessary for the City Personnel to advance its. administrative, legal,. and 5001.001 5004.002 Regular Employees Vacation Payout legislative functions. This office coordinates 5011.001 Health & Welfare the preparation of official City Council 5611.002 Life Insurance agendas, legal and legislative documents, 5011.003 Long -Term Disability Ins and minutes. The City Clerk also conducts 5011.004 Medicare municipal elections as the chief, election 501 1.005 Worker's Compensation Officer. 5011.006 PERS 5011.007 Deferred Compensation Primary Activities 5011.010 EAP The Clerk's Office maintains official 5011.011. Supplemental Health documents and records. The City Clerk Total Personnel keeps minutes of Council meetings, .Operations &Maintenance compiles agendas and distributes agenda 5101.001 Publications & Subscription packets, ,handles legal publishing, receives 5101.002 Membership & Dues claims against the City, administers oaths, 5101.003 Office Supplies maintains and updates the Municipal Code, 5101.004 Printing and provides records management services. 5101.005 Postage The City Clerk also serves as filing 5111.001 Special Supplies . official/officer for the Fair Political 5161.001 Contractual Services Practices Commission regulations. 5161.002 Professional Services 5161.004 Advertising Performance Goals 5161.005 Promotion and Publicity Manage and successfully complete 5.161.100 Legal Services the April 2012 City Council Election 5191.001 Travel & Training Education Reimbursement 51'91.003 Post all required meetings and 5191.004 Auto Allowance & Mileage maintain minutes in accordance with, 5211.001 Computer, Replacement Brown Act requirements 5211.004 Insurance Allocation Assist departments in records Total Operations & Maintenance management to ensure complianceBudget with state and federal regulations; the adopted records retention schedules, and the California Public Records Act 238,950 3,141 42,086 501 1,530' 4,438 3,626 50,400 1,500 1,301 102 347,575 1,355. 980 1,100 • 25,600 3 5, 900 20,000 5,950 151,500 8,400 1,500 . 5,000 4,950 1,500 500 3,936 9,716 277,887 0 Debt Service 5301.001 Principal 5301.002 Interest Total Debt Service Capital Outlay 5201.003 Equipment Total Capital Outlay is 28,602 . 54 7,500 6,100 46 140 432 878 4,352 48,104 150 150 52,255 1,000. 69,930 300 750 750,000 2,500 114,500 18,250 200 8,000 2,583,099 25,000 .2,750 1,000 380 3,630,214 350,000 150,000 500,000 18,600 18,600 Public Library. Program Purpose Funding Source:,Librat The Santa Clarita Public Library was Account Number:12050 established on July 1, 2011. Serving as a Personnel cornerstone in Santa Clarita, our libraries play 5001.001 Regular Employees an important role in educating our children, 5001.006 Certificate Pay promoting a lifelong love of reading, and 5003.001 Overtime Pay serve as central community gathering places. 5011.001 Health & Welfare We provide . access to a wide variety of 5011.002 Life Insurance services and information resources which help 5011.003 Long -Term Disability Ins improve literacy, enhance cultural awareness 5011.004 Medicare and help develop an informed citizenry. 5011.005 Worker's Compensation 5011.006 PERS Total Personnel Primary Activities Effective July 1, 2011, the Santa Clarita Operations & Maintenance Public Library owns and operated the three 5101.003 Office Supplies local libraries in the City of Santa Clarita. 5101.004 Printing The primary activities of the Public Library . 5111.001 Special Supplies are to provide library patrons and online 5111.002 Vehicle Fuel library users accessibility to an increased 5111.005 Maintenance Supplies number of books and media, along with more 5111.007 Small Tools • days and hours at the three library branches. 51 11.008 New Personnel Computers Materials 51 11.020 Books and Services available include an on-line public 5121.003 Equipment Rental access catalog, public access Internet 5131.001 Electric Utility computers, adult and children's programs, 5131.002 Gas Utility photocopiers, and . public meeting rooms 5131.004 New Personnel VOIP Phone (available on a rental basis). Additional 5131.006 Water Utility activities include fostering collaborations and 5161.001 Contractual Services community involvement. 5161.002 Professional Services 5185.003 Taxes/Licenses/Fees 5191.001 Travel & Training 5191.006 Employees' Uniform Total Operations & Maintenance Debt Service 5301.001 Principal 5301.002 Interest Total Debt Service Capital Outlay 5201.003 Equipment Total Capital Outlay is 28,602 . 54 7,500 6,100 46 140 432 878 4,352 48,104 150 150 52,255 1,000. 69,930 300 750 750,000 2,500 114,500 18,250 200 8,000 2,583,099 25,000 .2,750 1,000 380 3,630,214 350,000 150,000 500,000 18,600 18,600 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 Landscape Maintenance Districts (LMD), including specific communities and medians, parkways..and trees within the public right-of-way. Primary Activities Primary activities include design, construction and maintenance for over 705 acres of landscaping located in the LMD areas, including three parks. These activities are carried out primarily by contract service providers including design, construction, and maintenance and repairs to the City and LMD landscaped areas. Special Districts also provides development services for City and private projects that will be maintained by the LMD. Performance Goals • Manage the LMDs water usage to reduce . annual consumption by 30% • Design and construction of landscape improvements to the east side of the Lyons / I-5 Interchange • Design and construct new medians on Bouquet Canyon Road between Plum Canyon Road and Wellston Drive • Complete design for landscaped ' medians on Newhall Avenue and Railroad Avenue. • Rehabilitate hardscape and landscape on the Paseos in Old Orchard I and 11 _(Zone T-2) • Administrate the annual levy and annexations into the LMDs for 'new development, as well as for areas annexing into the City Special Districts.- SMD istricts-SMD - DBAA — GVROSMD — OSPD Program Purpose These divisional units administrate the Landscaping and Lighting Act of 1972 and Benefit Assessment Act of 1982 for the. operation and maintenance of street lights and traffic . signals (SMD), drainage facilities (DBAA), the Golden Valley Ranch Open Space Maintenance District (GVROSMD), and provide administrative support for .the Open Space Preservation District'(OSPD). Primary Activities Primary activities include the preparation of annual assessments; annexation of development into existing or newly created zones or districts. The units arrange for and oversee ongoing inspections, maintenance, and repair of well, pump station, drainage ditch, and hydrauger facilities; maintain NPDES permit compliance; perform and/or arrange for inspections of street lighting; and arrange for streetlight repairs. Special Districts provides support to other City departments who maintain and acquire Open Space. Performance Goals • Provide support for the acquisition of open space through the annual application of the open space assessment process • Maintain NPD ES and Sanitation District permits for the DBAAs. • Continue Development Review for SMD • Continue to provide support for the administration of GVROSMD i J 0 • C Personnel Publications & Subscription 250 5001.001 Regular Employees 758,688 5001.006 Certification Pay 38 5003.001 Overtime 7,500 5004.002 Vacation Payout 10,398 5006.001 Sick Leave Payout 5,561 5011.001 Health & Welfare 123,848 5011.002 Life Insurance 1,591 5011.003 Long -Term Disability Ins 4,970 5011.004 Medicare 14'181 5011.005 Worker's Compensation 21,949 5011.006 PERS 159,971 5011.007 Deferred Compensation 6,150 5011.010 EAP 4,880 5011.011 Supplemental Health 301 Total Personnel 1,120,025 Operations & Maintenance 5101.001 Publications & Subscription 250 5101.002 Membership & Dues 380 5101.003 Office Supplies 1,550 5101.005 Postage 350 5111.001 Special Supplies 5,980 5111.007 Small Tools 800 5131.001 Electric Utility 3,086,274 5131.003 Telephone Utility 7,000 5131.006 Water Utility 1,985,453 5141.001 Maintenance and Repairs 1,589,562 5161.001 Contractual Services 189,388 5161.002 Professional Services 192,900 5161.004 Advertising 800 5161.010 Landscape Services 3,305,922 5161.011 Weed & Pest Control 111,686 5161.012 Tree Trimming 558,450 5161.013 Reserve Projects Exp 1,119,311 5161.014 Inspections 497,160 5161.027 Ground Water Discharging 64,080 5181.002 Direct Cost Allocation 16,803 5185.003 Taxes/Licenses/Fees 20,000 5 191 .001 Travel & Training 4,600 5191.003 Education Reimbursement 1,500 5191.004 Auto Allowance & Mileage 300 5191.006 Employees' Uniform 500 5211.001 Computer Replacement 11,327 5211.004 Insurance Allocation 62,308 Reimbursements to the General 699,134 5511.100 Fund Total Operations & Maintenance 13,533,768 Community Development Budget Summary Personnel Services $ 2,949,388 Operations & Maintenance 999,740 5,700 Program Budg& Administration $ 399,453 Community Preservation 1,287,621 'DI -An in; nn 2,267,754 Planning 57% Administration 10% Community Preservation 33% Administrate®n Program Purpose The purpose of the Administration Division is to provide support to the Director and the overall department. The Administration Division provides support and general direction, .and works closely with each of the divisions . encompassing the department, including Planning, Redevelopment, and Community Preservation. Primary Activities The Administration Division facilitates the overall coordination of department activities. This includes staff development, recruitment and: training, department -wide budget/ expenditure/revenue analysis, monitoring and coordination, and special projects. Performance Goals • Oversee the processing of notable development projects in the Downtown Newhall area • Continue to coordinate efforts relative to the future planning of the Whittaker-Bermite site • Continue to implement and identify. innovative process efficiencies and bench- marking strategies to enhance the development review process Continue to oversee proactive Community Preservation efforts • Serve as liaison with the community, as well as other departments within the organization City of Santa Clarita Personnel_ 5101.001 5001.001 Regular Employees 5002.001 Part -Time Employees 5006.001 Sick Leave Payout 5011.001 Health & Welfare 5011.002 Life Insurance 5011.003 Long -Term Disability Ins 5011.004 Medicare 5011.005 Worker's Compensation 5011.006 PERS 501 1.007 Deferred Compensation 5011.010 EAP 5011.011 Supplemental Health Total Personnel Operations& Maintenance 5101.001 Publications & Subscription 5101.002 Membership & Dues 5101.003 Orrice Supplies 5111.001 Special Supplies 5131.003 Telephone Utility 5191-.001 - Travel & Training -- - 5211.001 Computer Replacement 5211.004 Insurance Allocation Total Operations & Maintenance • 216,863 51,995 13,872 30,997 455 1,388 4,954 6,422 46,784 4,500 1,858 104 380,191 300 400 •500 500 840 _ . . _ 500 2,282 13,940 19,262 L` � Planning' Performance Goals Program Purpose • Continue the processing of major The Planning Division is responsible for development projects and annexations managing all current and advance planning involving the preparation of functions, processes and projects for the City, Environmental Impact Reports . and working closely with the City's Planning . Continue to coordinate clean-up Commission and City Council to ensure that efforts of the Whittaker-Bermite site the City's planning goals are being met. The • Continue the comprehensive update of Planning Division processes all development the Unified Development Code projects according to the standards established through the Unified Development Code Funding Source: Geiieral Fund (UDC), prepares potential annexations, prepares environmental analyses per the Personnel California Environmental Quality Act, 5001.001 Regular Employees 1,368,154 conducts long-range planning projects which 5003.001 Overtime 1,000 guide future growth and decision making in the 5004.002 Vacation Payout 16,858 Santa Clarita Valley, and prepares and 5011.001 Health & Welfare 201,283 implements various planning guidelines and 5011.002 Life Insurance 2,872 programs of the City. 5011.003 Long -Term Disability Ins 8,757 5011.004 Medicare 25,052 Primary ACtIV1t1eS 5011.005 Worker's Compensation 14,446 •Major projects for FY 2011-12 include the 5011.006 PERS 288,3255011.007 completion of the Joint Valleywide General Deferred Compensation 20,000 10,938 Plan, implementation of the . Downtown 5011.010 EAP Newhall Specific Plan project, adoption of the 5011.011489 Supplemental Health 1,958,174 Total Personnel Housing Element, comprehensive update to the UDC and guiding several large-scale Operations & Maintenance development projects through the construction 5101.002 Membership & Dues 5,645 process including the Henry Mayo Newhall 5 101 .003 Office Supplies 2,300 Memorial Hospital Master Plan. Activities 5101.004 Printing 5,000 involve the following: preparation and review 5101.005 Postage 1,200 of environmental documents; monitor and 5111.001 Special Supplies 2,500 comment on County development activity 5121.001 Rents/Leases 8,500 within the City's sphere of influence; process 5161.001 Contractual Services 34,000 annexation requests through LAFCO, review 5161.002 Professional Services 5161.003 Annexation Services 20,000 120,000 of development proposals; preparation of 5161.004 Advertising 9,000 plans, reports, conditions - of approval, 5191.001 Travel &Training 9,000 s resolutions and ordinances; make presentations 5191.003 Education Reimbursement 3,375 before the Planning Commission and City 5191.004 Auto Allowance & Mileage 750 Council; customer service activities at the 5211.001 Computer Replacement 19,511 Planning counter, among others. 5211.003 Equipment Replacement 2,900 5211.004 Insurance Allocation 65,899 Total Operations & Maintenance 309,580 •Total 2011-12 Budget 2,267,754 City of Santa Clarita Preservationcommunity Funding Source: Genera111111111111111 Fund Program Purpose Personnel 400,204 The purpose of the Community Preservation 5001.001 Regular Employees Division is to maintain and preserve the 5001.006 Certification Pay 499 4,000 integrity, appearance, and value of buildings 5003.001 5004.002 Overtime .Vacation Payout 6,269 and properties in the City. This is achieved. through community outreach and the g y 5011.00173,194 Health urWelfare 843 enforcement of zoning, building, property 5011.002 5011.003 Life Insurance Long Term Disability Ins 2,564 rehabilitation, and other municipal codes and 5011.004 Medicare. 7,540 regulations. 5011.005 Worker's Compensation 27,476 5011.006 PERS 84,540 Primary Activities 5011.010 EAP 3,716 The primary activities of the Community 501'1.011 Supplemental Health 178 Preservation Division include responding to Total Personnel 6111,023 citizen complaints, and performing specified, proactive investigations on a daily basis. Operations & Maintenance Officers determine the legality of the issues in 5101.002 Membership &Dues 650 5101.003 Office Supplies 580 question, and where necessary, pursue 5101.004 Printing 144 Corrective measures to achieve compliance 5111.001 Special Supplies 600 with the applicable codes. 5121.001 Rents/Leases 4,000 5161.001 Contractual Services 587,100 Performance Goals 5161.002 Professional Seryices 21,400 • Continue implementation of proactive code 5191.001 Travel-& Training- -200-- compliance to addresses serious property 5191.003 Education Reimbursement 11500 . maintenance and health and safety issues, 5191.006 Employees' Uniform , 2,242 within designated neighborhoods that have 5211.001 Computer Replacement 6,846 been identified by the community as 5211.003 Equipment Replacement 16,700 needing proactive enforcement 5211.004 Insurance Allocation 28,936 the City's Sign Total Operations &Maintenance 670,898 • Oversee the enforcement of Ordinance and partner with the Planning Capital Outlay Division to obtain 100 .percent compliance 5201.002 Equipment 5,700 • Continue to resolve 99 percent of all Total Capital outlay 5,700 enforcement files in a manner that does not involve court action • Perform 100 percent of investigations within one week • City of Santa Clarity • Public Works Budget Summary Category Budget Personnel Services $ 12,926,490 Operations & Maintenance 10,025,555 Capital Outlay 191,600 Building and Safety 13% Environmental Services 14% i General Services 35% Administration 4% Development Services 10% Capital Improvement Projects 6% Traffic 18% Administration $ 859,361 Development Services 2,357,738 Capital Improvement Projects 1;374,361 Traffic 4,129,483 General Services 8,209,289 Building and Safety 2,933,139 Environmental Services 3,280,274 Total Public Works Building and Safety 13% Environmental Services 14% i General Services 35% Administration 4% Development Services 10% Capital Improvement Projects 6% Traffic 18% Administration Program Purpose The Administration Division ensures the mission of Public Works is implemented — The Department of Public Works is dedicated to working for a better Santa Clarita! Public Works' mission is to deliver professional and superb customer service and ensure a sustainable quality of life for Santa Clarita through responsive, effective, and efficient service delivery. The Administration Division oversees the day-to- day operation of the Public . Works Department, which encompasses the Building and Safety Division, the Capital Improvement Projects Division, the Environmental Services Division, the Development Services Division' the General Services Division, and the Traffic and Transportation Planning Division. Administration provides support and direction to all functions within the Department. Administration staff attends City Council meetings, develops and administers the Department budget, provides for training and development opportunities for staff, and performs development functions for the Department. Primary Activities The Administration Division's primary activities include responding to City Council and City Manager requests; . providing policy direction within the Department; providing assistance to divisions in matters of citywide concern; formulation, implementation, and monitoring of the Department's budget and strategic plans; personnel management and training; goal setting for the Department; and development and monitoring of the City's Five -Year Capital Improvement Program. Performance Goals • Continue to monitor and assess department wide cost-saving efforts to address current economic climate • Continue evaluations of customer service involving a representative from each Division of the Department City of Santa Clarita • Continue efforts to enhance the development process is • Ensure the activities of the Department meet the City's Sustainability Goals Personnel 5101.001 5001.001 Regular Employees 452,269. 5002.001 Temporary Employees 52,172 5003.001 Overtime 500 5006.001 Sick Leave Payout 53,135 5011.001 Health & Welfare 70,534 5011.002 Life Insurance 949 5011.003 Long -Term Disability Ins 3,375 5011.004 Medicare 9'828 5011.005 Worker's Compensation 8'724 5011.006 PERS 95,330 5011.007 Deferred Compensation 7,000 5011.010 EAP1,858 5211.004 5011.011 Supplemental Health 258 Total Personnel 755,932 Operations & Maintenance 5101.001 Publications & Subscription 2,7 5101.002 Membership &Dues 9,70 5101.003 Office Supplies 1,750 5101.004 Printing 3,150 5101.005 Postage 200 5111.001 Special Supplies 5,050 5121.001 Rents/Leases 15,000 5131.003 Telephone Utility 14,500 5191.001 Travel & Training 20,400 5191.003 Education Reimbursement 2,000 5191.004 Auto Allowance & Mileage 720 5211.001 Computer Replacement 6,504 5211.004 Insurance Allocation 21,755 Total Operations & Maintenance 103,429 • Development Services Program Purpose The Development Services Division is committed to the City's General Plan and the attainment of a balance between land use, circulation, and infra- structure. This Division provides the technical guidance necessary to ensure that future infra- structure is adequate to meet the needs of the City. Primary Activities The Development Services Division oversees and administers a specific range of critical City services. These services include development review, infrastructure plan review, and public works inspection. Recently incorporated responsibilities include full surveying and in-house computer aided design for small to moderate City projects. Performance Goals • • Automate and streamline procedures to expedite development review services for the development and business community • Digitally convert public records creating easily searchable and independently retrievable data for all public and private users • Provide timely, accurate plan reviews for subdivisions and other development -related projects within the City • Provide thorough, accurate inspections for development projects • Implement ePlans electronic plan submittal and processing to increase efficiencies in plan review, substantially reducing paper waste and air pollution by reducing numerous trips to 1 City Hall by the public and design professionals • Ensure infrastructure constructed by developers meets the City's future needs C7 City of Santa Clarita Personnel 5101.003 5001.001 Regular Employees 1,374,517 5001.006 Certification Pay 348 5003.001 Overtime 78,003 5004.002 Vacation Payout 5,808 5011.001 Health & Welfare 204,699 5011.002 Life Insurance 2'889 5011.003 Long -Term Disability Ins 8,799 5011.004 Medicare 26,037 5011.005 Worker's Compensation 33,010 5011.006 PERS 289,758 5011.007 Deferred Compensation 11,560 5011.010 EAP 10,802 5011.011 . Supplemental Health 497 Total Personnel 2,046,728 Operations & Maintenance 5101.003 Office Supplies 1,410 5101.004 Printing 1,895 5101.005 Postage 400 5111.001 Special Supplies 5,580 5161.001 Contractual Services 207,930 5191.003 Education Reimbursement 500 5191.004 Auto Allowance & Mileage 330 5191.006 Employees' Uniform 2,750 5211.001 Computer Replacement 19,431 5211.003 Equipment Replacement 12,700 5211.004 Insurance Allocation 58,084 Total Operations & Maintenance 311,010 Capital Improvement Projects Program Purpose The Capital Improvement Projects (CIP) Division is responsible for administration and construction of City -funded infrastructure projects. These projects include construction and rehabilitation of park facilities, roadways, bridges, and other facilities that enhance the City. The CIP Division prepares the City's annual .Capital Improvement Projects budget. Primary Activities The CIP Division provides oversight of the development, design, contract administration, and construction for nearly all City -funded infrastructure projects. These projects include the development of parks, transit, and roadway facilities, and annual road and sidewalk rehabilitation. The development of public facilities and infrastructure helps meet the transportation, recreation, and safety needs of the community. Performance Goals . • Complete construction of the Old Town Newhall Library • Complete construction of the Jan Heidt Newhall Metrolink Parking Expansion • Complete design of the McBean Regional Transit Center Park and Ride • Begin construction of the 5th Street and Newhall Avenue Roundabout • Complete construction of the Newhall Avenue Pedestrian Facilities and Sidewalks • Complete design of the McBean Parkway Bridge Widening over the Santa. Clara River • Complete design of the Golden Valley Road Widening over State Route 14 • Complete the environmental studies for the extension of Via Princessa Parkway from Isabella Parkway to. Golden Valley Road City of Santa C[arita Personnel Health & Welfare 5001.001 . Regular Employees 5001.006 Certificate Pay 5003.001 Overtime 5004.002 Vacation Payout 5011.001 Health & Welfare 5011.002 Life Insurance 5011.003 Long -Term Disability Ins 5011.004 Medicare 5011.005 Worker's Compensation 5011.006 PERS 5011.007 Deferred Compensation 5011.010 EAP 5011.011 Supplemental Health Total Personnel Operations & Maintenance 5101.003 Office Supplies 5101.005 Postage 5111.001 Special Supplies 5161.001 Contractual Services 5191.003 Education Reimbursement 5191.004 Auto Allowance & Mileage 5191.006 Employees' Uniform 5211.001 Computer Replacement 5211.003 Equipment Replacement 5211.004 Insurance Allocation 5511.100 Reimbursement to the GF Total Operations & Maintenance W] 750,163 348 6,500 15,985 196,498 1,551 4,804 15,243 20,252 159,570 8,440 13,006 519 1,192,878 1,035 200 5,100 70,83 5 2,400 1,120 750 20,219 18'000 55,761 6,063 181,483 Traffic and Transportation Planning • Program Purpose The Traffic and Transportation Planning Division is committed to planning, managing, and maintaining an effective and safe transportation system that improves the quality of life and enhances mobility for citizens. The division is 'responsible for ensuring future transportation needs are met through the implementation of the City's Circulation Element of the General Plan and the City's Non -Motorized Transportation Plan. The division provides the technical guidance necessary to maintain the City's traffic infrastructure. Primary Activities The division is comprised of three groups: Planning, R Operations, and Signals. Planning reviews development proposals and traffic impact studies, coordinates with other agencies on traffic planning, implements the Non -Motorized Transportation Plan, and applies for funding on traffic -related projects. Operations designs and implements intersection and roadway modifications, administers traffic safety • programs, and maintains traffic signs and markings. The signal group maintains traffic signals and associated technology, and implements signal timing. Division staff investigates and responds to traffic - related citizen service requests, and serves as technical advisors to the City Manager and City Council on traffic -related matters. i Performance Goals • Improve City's traffic system by adjusting signal timing each year • Complete expansion of the traffic signal system, including the Traffic Operations Center (closed- circuit television, automatic count stations, fiber optics, and adaptive system) • Enhance safety for roads and intersections by tracking collision patterns and implementing improvements • Continue to implement the Non -Motorized Transportation Plan by securing grant funding to provide improved pedestrian and bicycling environments • • Assess development projects' impact and implement adequate mitigation • Secure and administer transportation funding City of Santa Clarita • Plan for the future transportation needs in the Santa Clarita Valley by actively participating in Southern California Association 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 (METRO) to gain support for significant projects of benefit to the Santa Clarita Valley Personnel 5001.001 Regular Employees 1,021,408 5003.001 Overtime 9,723 5004.002 Vacation Payout 9,643 5006.001 Sick Leave Payout 1,344 5011.001 Health & Welfare 136,628 5011.002 Life Insurance 2,144 5011.003 Long -Term Disability Ins 6,540 5011.004 Medicare 18,604 5011.005 Worker's Compensation 26,192 5011.006 PERS 215,169 5011.007 Deferred Compensation 12,400 5011.010 EAP 11,148 5011.011 Supplemental Health 332 Total Personnel 1,470,275 Operations & Maintenance 5101.003 Office Supplies 1,000 5101.004 Printing 2,000 5101.005 Postage 480 5111.001 Special Supplies 5,547 5131.001 Electric Utility 250,000 5141.007 Traffic Signal Maintenance 632,000 5161.001 Contractual Services 1,162,543 5161.004 Advertising 500 5161.014 Inspections 18,500 5191.003 Education Reimbursement 2,600 5191.004 Auto Allowance & Mileage 1,000 5211.001 Computer Replacement 12,779 5211.003 Equipment Replacement 5,100 5211.004 Insurance Allocation 57,452 5301.002 Interest 387,100 5511.100 Reimbursements to the General Fund 120,607 Total Operations & Maintenance 2,659,208 en yal C icps General Personnel 5001.001 Regular Employees 2,266,682 Program Purpose 5001.006 Certification Pay 3,105 The General Services Division is responsible for 5002.001 Temporary Employees 88,477 the maintenance of many City assets, including 5003.001 Overtime 71,267 streets, vehicles, facilities, and urban forest. The 5004.002 Vacation Payout 1,55-4 division seeks to provide safe .and clean streets, 5006.001 Sick Leave Payout 51797 public rights-of-way, alleys, and easements, as 501 1.001 Health & Welfare 442,457 well as clean and safe facilities with an inviting 5011.002 Life Insurance 4,766 appearance. In addition to maintaining .the City's 5011.003 Long -Term Disability Ins 14,536 vehicle fleet, the division strives to, enhance the 5011.004 Medicare 44,816 City's street, park, trail, and facility trees. 5011.005 Worker's Compensation 192,193 501 1.006 .PERS 480,628 Primary ACt1VIt1eS 5011.007 Deferred Compensation 8,000 Primary activities include sidewalk repair and 5011.009 Retiree Medical 23,666 replacement, pothole repair, traffic markings, lane 5011.010 EAP 14,312 1,060 striping, and street sign maintenance. The division 501 I.OI I Supplemental Health 3,663,319 repairs equipment, maintains vehicles, and Total Personnel Operations & Maintenance performs a . _variety of building maintenance 5101.001. Publications &Subscription 4,800 functions at City Hall, . Corporate Yard, three 5101.002 Membership & Dues 2,490 Metrolink Commuter - Rail Stations, the McBean 5101.003 Office Supplies 3,630 Transfer. Station, the Transit Maintenance Facility, 5101.004 Printing 900 and, the newly acquired library buildings. The 5101.005 Postage 200 division ensures City trees are cared for in a timely 5111.001 Special Supplies 44,436 and effective _manner, and monitors the status of 5111.002 Vehicle Fuel 277,550 oak trees on public and private land, as outlined in 5111.004 Janitorial Supplies 21,800 the City's Oak Tree Ordinance and Preservation 5111.005 Maintenance/Supplies 172,805 5111.007 Small Tools 1,71 Guidelines. 51 11.008 New Personnel Computers :5, PerfOrmariCC Goals5111.010 Striping Supplies 00 . s Conduct monthly sidewalk inspections and 5111.011 Asphalt Supplies 40,000 replace 50,000 square feet of sidewalk 5111.012 Concrete Supplies 44,000 5121.003 Equipment Rental 12,650 • Maintain 150,000 existing raised pavement 5131.001 Electric Utility 318,075 markers, installing new markers as required 5131.002 Gas Utility 26,000 • Conduct weekly inspections of pool vehicles 5131.003 Telephone Utility 3,400 • Conduct a GIS based traffic sign inventory and 5131.004 Phone and Data 200 upgrade signs per FHWA regulations 5131.006 Water Utility 13,500 • Conduct scheduled maintenance services for all 5141.004 Bridge Maintenance 8,000 City vehicles and motorized equipment 5141.008 Traffic Signs & Markings 85,000 • Conduct quarterly inspections of all facilities 5161.001 Contractual Services 1,404,422 5161.023 Landscape Maintenance 7,000 • Provide building maintenance for the Valencia, 5185.003 Taxes/Licenses/Fees 3,625 Canyon Country, and Newhall libraries, 5191.001 Travel & Training 10,092 including mechanical systems 5191.003 Education Reimbursement 500 • Plant 1,000 new trees 5191.004 Auto Allowance & Mileage 200 • Maintain approx. 77,000 Urban Forestry and 5191.006 Employees' Uniform 31;585 Landscape Maintenance District existing trees 5211.001 Computer Replacement 40,814 • Respond to non -'emergency requests within 5211.003 Equipment Replacement 64,400 three bUS1neSS days 52.11.004 Insurance Allocation 573,444 5511.100 Reimbursements to the General Fund 1,101,385 Total Operations & Maintenance, 4,354,370 Funding Source: General Fund ($3,897,425), Capital Outlay. 5201.003. Automotive Equipment 1911 Total Capital Outlay 191,600 City of Santa,C[arita Building & Safety • Program Purpose City of Santa Clarita The Building &Safety Division is committed .to Funding Source: protecting public health, safety, and welfare in AccountNurnber:11 building construction through the enforcement of Personnel state and local building codes and regulations. This 5001.001 Regular Employees 1,725,332 responsibility includes promoting a healthy 5001.006 Certification Pay 1,041 . environment through green building concepts and 5003.001 Overtime 14,541 sustainable, energy conserving construction. The 5004.002 Certification Pay 1,247 division is also committed to ensuring persons 5011.001 Health & Welfare 282'170 with disabilities have equal access to buildings as 5011.002 Life Insurance 3'630 directed by state law. 5011.003 Long -Term Disability Ins 5011.004 Medicare 30,938 1,609 Primary Activities 5011.005 Worker's Compensation 25,748 363,967 The primary activities of the Building & Safety p Y g }' 5011.006 5011.007 PERS Deferred Compensation 10,000 Division are to assist the public with building and 5011.010 EAP 7,538 permit -related inquiries, review building plans for 5011.011 Supplemental Health 686 conformance with state and local codes, issue Total Personnel 2,478,447 permits for new construction, conduct inspections of construction work and maintain accurate records Operations & Maintenance of all permit -related documents. The division also 5101.001 Publications & Subscription 3,000 actively seeks to identify and resolve unpermitted 5101.002 Membership & Dues 2,000 or illegal construction to prevent potential harm to 5101.003 Office Supplies' 1,200 ® life or damage to property. 5101.004 5101.005 Printing Postage 4,500 300 5111.001 Special Supplies 1,000 Performance Goals 5121.001 Rents/Leases 16,000 • Provide excellent customer service through 5161.001 Contractual Services 253,000 prompt quality plan reviews, permit issuance, 5161.002 Professional Services 48,600 and inspection services 5161.004 Advertising 1,000 • Automate and streamline the permit process 5191.001 Travel & Training 8,100 through programs such as ePlans and ePermits, 5191.003 Education Reimbursement 1,200 allowing for online plans submittal, digital plan 5191.004 Auto Allowance & Mileage 400 review, and online permit issuance, thereby 5191.006 Employees' Uniform 3,100 reducing customer travel and printing costs 5211.001 Computer Replacement 27,533 • Continue outreach efforts to help residents 5211.003 Equipment Replacement 7,300 understand the importance of building codes, 5211.004 Insurance Allocation 76,459 474,692 Total Operations & Maintenance permits, and inspections Total 2011-12 Budget 2,933,139 • Educate designers and builders about the new CalGreen Code and verify that new buildings comply with the green building provisions, ensuring energy efficient and environmentally sensitive buildings • Continue the digital conversion of historical permit documents, thereby facilitating easy public access to such documents while •eliminating costly off-site storage expenses • Continue to review all new construction projects in-house, thereby reducing division expenditures for contractual services City of Santa Clarita Environmental Services Program Purpose FundingStormwater ($2,686,158), The purpose of the Environmental Services - : Division is to develop and implement Miscellaneous Grants ($45,000) sustainability and pollution prevention programs, Accoun t Nuniber:14600-14653 and ensure that the City . meets the mandated Personnel requirements of the Clean Water Act, National 5001.001 Regular Employees 877,203 Pollutant Discharge Elimination System (NPDES), 5001.006 Certification Pay 402 and California Integrated Waste Management Act. 5003.001 Overtime 11,200 5004.002 Vacation Payout 4,616 5006.001 Sick Leave Payout 2,901 Primary Activities 5011.001 Health &Welfare 151,875 Environmental Services enhances the sustainability the community through reducing from 5011.0021,844 Life Insurance 5,618 of pollution 5011.003 Long -Term Disability Ins urban runoff, solid waste, household hazardous 5011.004 Medicare 16,443 waste, and air sources through program 5011.005 Worker's Compensation 32,337 ' implementation, education, and enforcement. 5011.006 PERS 185,095 5011.007. Deferred Compensation 6,300 Performance Goals 5011.009 Retiree Medical 13,419 • Maintain 50ercent diversion and work t0 1� 5011.010 EAP 9,290 369 5011.011 Supplemental Health increase diversion working with the current Total Personnel 1,318,911 franchised haulers • Continue to work with the City's commercial Operations & Maintenance franchised hauler to site and construct a 5101.001 Publications & Subscription 1,500 recycling facility . 5101.002 Membership & Dues 2,475 • • Maintain and enhance the waste exchange and 5101.003 Office Supplies 700 5,000 5101.004 Printing Recycling Market Development Zone 5101.005 Postage 2,850 programs 5111.001 Special Supplies 32,940 • Ensure citywide compliance with the current 5111.002 Vehicle Fuel 20,175 NPDES permit and prepare for the 5111.005 Maintenance/Supplies 11,700 implementation of the new NPDES permit 5121.001 Rents/Leases 500 • Continue and improve the award winning 5121.003 Equipment Rental 9,650 3,600 5131.003 Telephone Utility Green Santa Clarita and Environmental 51.41.003 Street Sweeping Services 562,224 Services Web site information and outreach 5141.006 Storm Drain Repair. 39,800 • Reduce single occupant vehicle use and air 5161.001 Contractual Services 1. 270,000- 70,000pollution pollutionthrough promotion of the Rideshare 5161.002 Professional Services 364,000 Week and Bike to Work Week campaigns 5161.004 Advertising 13,110 • Continue to organize and implement successful 5161.005 Promotion & Publicity 27,500 River Rally and Bike to Work Day Challenge 5161.007 Hazardous Waste Collection 45,000 5191.001 Travel & Training 9,875 events 5191.003 Education Reimbursement 2,000 • Participate. in the Bacteria Total Maximum 5191.004 Auto Allowance & Mileage 2,000 Daily Load (TMDL) compliance requirements 5191.005 Reg 15 Incentives Program 12,500 • Continue to -negotiate a resolution. regarding 5191.006. Employees' Uniform 4,150 the Chloride TMDL mandate 5211.001 Computer Replacement 15;061 5211.003 Equipment Replacement 4,600 5211.004 Insurance Allocation 60,618 5511.100 Reimbursements to the General 437,835 Fund Total Operations & Maintenance 1,961,363 Public Safety Budget Summary Category Buduct• Personnel Services $ 39,747 • • 0 20,540,353 Program Budget ins IM -41M. - :1• Total Public Safety 20,580,100 Fire Protection 0% Police Services 100% Police Services Program Purpose The purpose of the Public Safety/Police. Services Program is to provide general law enforcement, traffic enforcement, crime prevention, and a variety of specialized services to the residents of Santa Clarita. Primary Activities The primary. activities include round-the-clock neighborhood patrol, traffic enforcement, accident investigation, _detective functions, crime prevention, helicopter patrol, Juvenile Intervention Team (J -Team), sobriety checkpoints, special investigations, community policing services, and supplemental service during special City events. Performance.Goals • Work to ensure neighborhoods and businesses are kept free from the blight of graffiti • Continue our proactive and aggressive efforts to keep drugs off the streets of Santa Clarita, away from schools, and out of the hands of our youth through the Juvenile Intervention Team (J -Team). • Carry on the Crime Prevention Unit to make sure the Sheriff's are equally distributed. throughout the City and are transmitting quick and accurate.reporting. • Work to continue reducing Part I (major) crimes Partner with the City to combat gang related and juvenile crimes with recreational opportunities, intervention strategies, and traditional enforcement, and make extensive use of the Teen Court and Community Court programs • Work to increase resident safety and awareness . to prevent auto theft, car burglaries, and other crime • Reduce collisions through officer enforcement and use of the red light photo enforcement program Total Personnel 39,747 Operations & Maintenance' Personnel 5101.004 Printing 1,000 5002.001 Temporary Employees 35,785 5151.002 5011.004 Medicare 560 Contractual Services 5011.005 Worker's Compensation 2,652 18,808,512 5011.006 PERS 751 Total Personnel 39,747 Operations & Maintenance' 5101.004 Printing 1,000 5111.001 Special Supplies 4,500 5151.002 Claims Payment 664,845 5161.001 Contractual Services 845,643 5161.050 General Law 18,808,512 5161.053 Business Alliance Program 40,000 5171.008 Special Events -Sheriff 117,981 5211.004 Insurance Allocation. 20,066 Total Operations & Maintenance 20,502,547 .• • 0 ® Fire Protection Program Purpose The purpose of this program is to provide fire prevention, protection, and suppression within City boundaries. Primary Activities The Fire Prevention and Protection Program responds to various emergencies, including, but not limited to, providing fire prevention and public education programs, and responding to public and City's assistance calls. Fire protection and prevention services are provided to the City by means of the wildfire protection district. Costs associated with services are deducted from property taxes prior to distribution to the City. The appropriated budget is the cost for services in an area within the City, however, not within the district. Given this amount is not paid through property taxes, the City must remit fees directly. 0 Operations & Maintenance 5161.001 Contractual Services 36,750 5211.004 Insurance Allocation 1,056 Total Operations & Maintenance 37,806 Parks, Recreation & Community Services Budget Summary Category Budget Personnel Services $ 13,582,503 Onerations & Maintenance 6,606,454 Program Budget, Administration $ 984,210 Recreation 6,673,365 Parks 6,705,005 Parks Planning and Open Space 997,387 Community Services 3,018,911 Arts and Events 1,810,079 • Community Sery 15% Parks Planning and Open Space 5% 0 Arts and Events Administration 9% 5% Parks 33% Recreation 33% Administration Program Purpose The Parks, Recreation, and Community Services Administration program provides support and direction to all office, field, and maintenance functions within the Department. Administration staffs the City's Parks, Recreation, and Community Services Commission and the City's Arts Commission, attends all City Council meetings, develops and administers the Department budget, mission, goals, and fulfills a variety of planning and development functions for the City. Primary Activities The primary activities of. Parks, Recreation, and Community Services. Administration include selection and training of full-time supervisory and administrative .employees. Additional activities include staffing to and agenda preparation for the Parks, Recreation, and Community Services Commission and City Council, administration, development, and supervision of the Department budget, purchasing, accounting, and cash handling operations, and strategic planning for long-range Department program and facility development. Administration staff works closely with all divisions to provide general administrative and analytical, support. Performance Goals • Pursue grant opportunities to fund needs identified in the Parks, .Recreation, and Open Space Master Plan • Implement the Parks, Recreation, and Open Space Master Plan 0 Continue support of the Parks, Recreation, and Community Services Commission • Continue support of the Arts Commission Personnel 5101.001 5001.001 Regular Employees 5004.002 Vacation Payout 5006.001 Sick Leave Payout 5011.001 Health & Welfare 5011.002 Life Insurance 5011.003 Long -Term Disability Ins 5011.004 Medicare 5011.005 Worker's Compensation 5011.006 PERS 5011.007 Deferred Compensation 5011.010 EAP 5011.011 Supplemental Health Total Personnel 5211.004 Operations & Maintenance 5101.001 Publications & Subscription 5101.002 Membership & Dues 5101.003 Office Supplies . 5101.004 Printing 5101.005 Postage 5111.001 Special Supplies 5131.003 Telephone Utility 5141.001 Maintenance $ Repairs 5161.001 Contractual Services 5161.002 Professional Services 5191.001 Travel & Training 5191.004 Auto Allowance & Mileage 5211:001 Computer Replacement 5211.004 Insurance Allocation Total Operations & Maintenance • 402,766 .2,088 46,174 52,696 846 3,206 7,913 10,555 84,832 6,250 3,437 156 620,919 600 1,200 700 375 •200 6,700 1,800 5,000 237,635 70,650 5,250 7,000 4,849 21,332 363,291 0 4p Recreation Program Purpose The Recreation Division's provides quality recreational, social, and cultural activities for Santa Clarita's youth, adults, and families. These activities continually reflect the needs, desires, and changing trends of our growing and richly diverse community. The programs and activities offered by the division promote quality of life, healthy living, a sense of community, and aid in maintaining Santa Clarita as a safe city. Primary Activities The primary activities of the Recreation Division include youth and adult sports; day camps and child development programs; a wide array of swimming lessons, classes and programs; exercise, fitness, and health programs; visual and performing art classes; inclusionary programming, program and activity registration; co -production of the City's Parks, Recreation & Community Services SEASONS brochure; facility rentals; and field allocation and reservations. • Performance Goals • Continue to explore opportunities for innovative and unique programs that meet the needs of the residents • ' Support Sports Tourism, through a collaborative effort with the Economic Development Division, by proactively marketing Santa Clarita and its facilities as a premiere host destination • Conduct a comprehensive evaluation of all recreation programs and classes • Enhance recreational opportunities for seniors and the special needs population. • Expand teen programming to include social, recreational, and fitness opportunities in a safe and fun setting • Revive the City's Healthy Santa -Clarita Program to provide residents with available tools and resources for a healthy lifestyle • Provide access to recreation programs for residents of all ages and abilities • Personnel 5101.002 5001.001. Regular Employees 1,947,565 5001.006 Certification Pay 252 5002.001 Temporary Employees 1,796,439 5003.001 Overtime 6,000 5011.001 Health & Welfare 353,771 5011.002 Life Insurance 4,091 5011.003 Long -Term Disability Ins 12,465 5011.004 Medicare 64,072 5011.005 Worker's Compensation 106,590 5011.006 PERS 448,891 5011.007 Deferred Compensation 6,000 5011.010 EAP 9,290 5011.011 Supplemental Health 860 Total Personnel 167,704 4,756,285 Operations & Maintenance 5101.002 Membership & Dues 2,740 5101.003 Office Supplies 5,450 5101.004 Printing 139,645 5101.005 Postage 54,450 5111.001 Special Supplies 524,109 5111.005 Maintenance/Supplies 11,445 5161.002 Professional Services 914,577 5185.004 Todd Longshore SCORE 4,000 5191.001 Travel & Training 3,000 5191.004 Auto Allowance & Mileage 8,830 5191.006 Employees' Uniform 24,000 5211.001 Computer Replacement 34,230 5211.003 Equipment Replacement 22,900 5211.004 Insurance Allocation 167,704 Total Operations & Maintenance 1,917,080 Parks Program Purpose The Parks Division is comprised of two sections; Park. Grounds and Parks Building Maintenance. The Division 'provides for the maintenance of parks, trails; open space, pools, and park facilities. . The program is involved in various park_related bond issues, competitive grant applications, and coordination of regional parks and recreation facilities with outside agencies. The Division ensures parks and facilities are safe, well Maintained, and ready for community use and programming.. Primary Activities The primary activities of the Parks Division include the implementation of various functions associated. with parks, park buildings, and swimming.pool maintenance. Performance Goals • Optimize water conservation measures in all parks and reduce costs by 10 percent • Prepare for the maintenance oversight needs of the City's open space areas • Prepare for the . addition of new parks resulting from annexations and new development Operations & Maintenance 5101.001 Personnel 900 5001.001 Regular Employees 2,323,885 Membership. & Dues 1,405 5001.606 Certification Pay 3,391 5101.003. Office Supplies . 5002.001 Temporary Employees 213,625 5101.004 5003.001 Overtime .19,643 2,150 5004.002 Vacation Payout 8,648 Postage 600 5006.001 Sick Leave Payout 1,252 5111.001 Special Supplies 5011.001 Health &Welfare 486,130 5111.005 50.1 E002 Life Insurance 4'888 247,050, 5011.003 Long -Term Disability Ins 14,905 Small Tools 11,490 5011.004 Medicare 47,825 5121.003 Equipment Rental 5011.005 Worker's Compensation 199,953 5131.001 5011.006 PERS 495,870 618,335 5011.007 Deferred Compensation 8,000 Gas Utility 190,000 5011.008 Unemployment Taxes 8,000 5131.003 Telephone Utility - 5011.010 EAP 30,320 5131.006 5011.011 Supplemental Health 1,181 454,500 Total Personnel 3,867,516 Contractual Services Operations & Maintenance 5101.001 Publications & Subscription 900 5 10 1.002 Membership. & Dues 1,405 5101.003. Office Supplies 3,050 5101.004 Printing 2,150 5.101.005 Postage 600 5111.001 Special Supplies 9;715 5111.005 Maintenance/Supplies 247,050, 51.11.007 Small Tools 11,490 5121.003 Equipment Rental 6,000 5131.001 Electric Utility 618,335 . 5131.002 Gas Utility 190,000 5131.003 Telephone Utility - 16,430 5131.006 Water Utility 454,500 5161.001 Contractual Services 463,579 5161.002 Professional Services 35,207 5161.010 Landscape Services 66,400 5161.023 Landscape Maint/Supplies 229,400 5185.005 Open Space Expense 23,500 5191.001 Travel & Training 13,850 5191.004 Auto Allowance & Mileage 800 5191.006 Employees' Uniform 31,450 5211.001 Computer Replacement 44,328 5211.003. Equipment Replacement 146,300 5211.004 Insurance Allocation 169,183 5511.100 Reimbursement to the General Fund 51,867 Total Operations &Maintenance 2;837,489 Community Services is Program Purpose The purpose of the Community Services Division is to provide programs and services in Account Number':1I collaboration with community partners and in Personnel response to community needs. The Division is 5001.001 Regular Employees 1,056,551 dedicated to identifying community trends that 5002.001 Temporary Employees 816,513 result in the development and implementation of 5003.001 Overtime 1,778 relevant and quality, value -based programs. 5004.002 Vacation Payout 2,302 Programs are designed to educate and encourage 5011.001 Health & Welfare 182,985 youth to make positive choices, strengthen the 5011.002 Life Insurance 2,219 family unit, celebrate diversity, and promote 5011.003 Long -Term Disability Ins 6,761 community partnerships while enhancing safety 5011.004 Medicare 40,210 and emergency preparedness in the community. 5011 .00648,953 Worker's Compensation 5011.006 PERS 239,961 Primary Activities 5011.0076,000 Deferred Compensation The primary focus for Fiscal Year 2011-12 is on 5011.010 EAP 5,540 - community -wide quality -of -life issues. This will 5011.011 Supplemental Health 445 be accomplished by facilitation and participation Total Personnel 2,410,218 in various community assessment exercises. The intent is to ensure the Division is providing Operations & Maintenance services, programs, and events that proactively and 5101.001 Publications & Subscription 380 effectively meet the needs of Santa Clarita's 5101.002 Membership & Dues 2,390 changing community. In addition, the Division 5101.003 Office Supplies 3,250 will continue to focus on enhanced service 5101.004 Printing 10,515 delivery of current programs such as graffiti 5101.005 Postage 650 0 abatement, emergency preparedness, family 5111.001 Special Supplies 136,327 education, promotion of volunteerism, and 5161.001 Contractual Services 20,860 community outreach to inform residents of various 5161.002 Professional Services 141,800 opportunities provided by the City and other 5171.001 Community Service Grants 120,000 groups and organizations. 5171.007 Rewards program 2,000 5191.001 Travel & Training 2,000 Performance Goals 5191.004 Auto Allowance & Mileage 12,560 • Work in collaboration with the newly formed 5191.006 Employees' Uniform 10,000 Santa Clarita Public Library to provide 6211.001 Computer Replacement 17,115 additional programming that addresses the 5211.003 Equipment Replacement 35,700 desires and needs of the community 5211.004 Insurance Allocation 93,145 • • Conduct comprehensive evaluation of all Total Operations & Maintenance 608,693 services, programs, and events I Total 2011-12 Budget 3,018,911 • Conduct a valley wide gang assessment and continue to work closely with ' the Sheriff's Station, school district, and community to } track trends and needs for intervention, prevention, and anti -gang programs • Continue collaboration with other City departments, businesses, College of the Canyons, school districts, and the Sheriff's Department to abate graffiti and facilitate the arrest of vandals • • Continue to promote and support the disaster preparedness of the community Parks Planning Open Space and Program Purpose The Parks Planning and Open Space Division provides support for three distinct areas which are closely linked,. "the. acquisition of open space through the City's Open Space Preservation District,_ support of Real Property needs of other Departments and Divisions, and planning and development.of new parks , trails and trail heads via the. Parks Planning function. Primary Activities The Parks 'Planning staff works with the community on the master planning and design of various recreational facilities,, and oversees the implementation of these designs by managing the construction process. Parks Planning staff is also responsible for designing and constructing upgrades and modifications to existing parks facilities. Parks - Planning is charged with the review of development projects to ensure they provide the appropriate. level of park and trail amenities. Parks Planning provides landscape design services for other divisions in the City. The Open . Space staff is tasked with the responsibility of purchasing land that meets the goals of the Open Space Preservation District. Staff also negotiates the acquisition of property for rights-of-way, and land purchases for public purposes on . behalf of the Capital Improvement Projects Division and the Redevelopment Agency. Performance Goals • Complete the Master Plan of the Pioneer Oil Refinery. • Prepare Master Plans for East Walker Ranch and Quigley Canyon Open Space to provide outdoor activities such as hiking and riding. • Expand the City's trail system through developer projects .and partnerships with other groups o Develop the final alignment for the Crest to Coast trail for the section between the Pacific Crest trail and the LA County / Ventura County border • Continue to identify and secure grant, funding. • Continue to identify property that meets the goals of the Open_ Space District and bring it into public ownership Operations & Maintenance Personnel Office Supplies 5001.001 Regular Employees Printing 5011.001 Health & Welfare . Special Supplies 5011.002 Life Insurance Telephone Utility 5011.003 Long -Term Disability Ins Professional Services 5011.004 Medicare Auto Allowance & Mileage 5011.005 Worker's Compensation Computer Replacement 5011.006 PERS Insurance Allocation 5011.007 Deferred Compensation 5011-011 Supplemental Health Total Personnel Operations & Maintenance 5101.003 Office Supplies 5101.004 Printing 5111.001 Special Supplies 5131.003 Telephone Utility 5161.002 Professional Services 5191.004 Auto Allowance & Mileage 5211.001 Computer Replacement 5211.004 Insurance Allocation Total Operations & Maintenance 673,476 103,690 1,416 4,311 12,123 17,212 14 1,95 7 5,000 252 959,437 450 100. 900 1,600 500 200 9,699 24,501 37,950 0 o Arts and Events Program Purpose FundingSource: The Arts and Events Office was formed to 15400-15410 promote, support, and develop arts Account personnel N umber: programming, and regional and community 5001.001 Regular Employees 548,482 events for the benefit of local citizens, while 5002.001 Temporary Employees 107,954 utilizing these programs and events to 5003.001 Overtime 51,138 encourage economic development and 5011.001 Health & Welfare 97'592 tourism to the Santa Clarita Valley. 5011.002 Life Insurance 1'152 5011.003 Long -Term Disability Ins 3,510 Primary Activities 5011.004 Medicare 12,563 The primary activities of the Arts and 5011.005 Worker's Compensation 18,746 117,959 Events Office comprise the production of 5011.006 PERS 2,000 regional events including the Cowboy 5011.007 Deferred Compensation 6,794 . Festival, the Santa Clarita Marathon, and the 5011.010 EAP 237 Santa Clarita Street Art Festival. 5011.011 Total Personnel Supplemental Health 968,127 Community Events produced by this division include the Concerts in the Parks, Operations & Maintenance 4th of July Fireworks, and the Suburbia Teen 5101.002 Membership & Dues 1,295 Band Nights. The Office is also charged 5101.003 Office Supplies 3,000 with special event permits and serving as the 5101.004 Printing 32,500 lead Arts Agency for the community, by 5101.005 Postage 2,000 convening advisory groups, providing arts 5111.001 Special Supplies 209,295 services, enhancing youth and arts 5121.001 Rents/Leases 25,000 opportunities, implementing a public art 5161.002 Professional Services 453,740 program, including the California .Bears 5161.004 5161.005 Advertising Promotion &Publicity 600 11,000 Project, and working to build new cultural 5161.008 Graphics Design 50,000 facilities and create an arts and theatre 5191.001 Travel & Training 1,000 district in Newhall. 5191.004 Auto Allowance & Mileage 1,330 5211.001 Computer Replacement 9,128 Performance Goals 5211.003 Equipment Replacement 1,300 • Increase tourism and economic 5211.004 Insurance Allocation 40,764 development by researching and seeking I Total operations & Maintenance 841,952 out partners for new sports and cultural Total 2011-12 Budget 1,81 M79 tourism events that have the potential for national and international exposure • Raise the quality of life for the City's citizens by producing community events and comprehensive public art and arts education programs • Create an identity for Santa Clarita, throughout the region and the nation, as a city that values a healthy lifestyle and • creativity through the arts 0 • Redevelopment Budget Summary Catecror ..-Budget Personnel Services $ 652,651 Operations & Maintenance 4,656,825 Redevelopment Agency Administration $ 1,515,149 Redevelopment Agency Debt Service 1,781,648 Low/Moderate Housing 259,982 Low/Moderate Housing Debt Service 530,256 Communitv Development Block Grant 1,222,440 Community Development Block Grant Low/Moderate Housing Debt Service 10% Redevelopment Agency Administration 29% Low/Moderate Housing 5% Redevelopment Agency Debt Service 33% Redevelopment • Program Purpose The Redevelopment Division is responsible for the Operations & Maintenance • Implement various projects identified within the Funding nient -ency Account' er: 13400,13401,19102, 5101.001 revitalization of the Newhall Redevelopment Project Area through the implementation of the overall . 19107 5101.002 Membership & Dues 500 Personnel Office Supplies Newhall Redevelopment Plan and the Downtown 5001.001 Regular Employees 223,769 Newhall Specific Plan. The Redevelopment Division 5004.002 Vacation Payout 917 is also .responsible for the administration of all5006.001 . Sick Leave Payout 433 housing programs for the City, including CDBG fund 5011.001 Health & Welfare 28,667 management, the Residential Rehabilitation program, 5011.002 Life Insurance 471 and. Consolidated Plan preparation. .5011.003 Long -Term Disability 1,432 1,070,550 Grant (CDBG) program and services Ins Taxes/Licenses/Fees 75,000 5011.004 Medicare 3,994 Primary Activities5011.005 Redevelopment Committee Worker's Compensation 4,634 Activities include capital improvements, marketing 5011.006 PERS 47,130 programs, . economic development programs, and 5011.007 Deferred Compensation ?,700 other applicable redevelopment .programs and 5011:010 EAP 1,208 projects. 5011.011 Supplemental Health 70 Total Personnel 315,424 Performance Goals Operations & Maintenance • Implement various projects identified within the ' Publications & 500 Downtown Newhall Specific Plan 5101.001 Subscription 5101.002 Membership & Dues 500 • Provide for a general program of redevelopment Office Supplies 200 incentives that will serve to eliminate blight, and 5101.003 5101.004 Printing 2,000 strengthen the commercial and industrial base in. 5161.001 Contractual Services 16,800 the project area 5161.002 Professional Services 50,000. . • Oversee housing programs, services, and 5161.004 Advertising 1,000 affordable housing projects 5161.100 Attorney Services 50,000. .implement • Oversee' the Community Development .Block 5182.001 Pass Expenseu Agency 1,070,550 Grant (CDBG) program and services 5185.003 Taxes/Licenses/Fees 75,000 • Implement, priorities identified by the Newhall 519x.001. Tavel & Training 3,000 Redevelopment Committee 5211.001. Computer Replacement 2,283 5211.0041 Insurance Allocation 15,207 5301.001 Principal 560,000 5301.002 Interest ;, 1,751,904 5511.100 Reimbursements to the 172,667 General Fund Total Operations & Maintenance Total 2011-12 Budget 3,771,611 4,087,035 • City of Santa Clarita • Personnel Operations & Maintenance 5001.001 Regular Employees 230,956, 5001.006 Certification Pay 171 5004.002 Vacation Payout 306 5006.001 Sick Leave Payout 264 5011.001 Health & Welfare 39,648 5011.002 Life Insurance 485 5011.003 Long -Term Disability Ins 1'479 5011.004 Medicare 4,232 5011.005 Worker's Compensation 8,894 5011.006 PERS 48,745 5011.007 Deferred Compensation 1,300 5011.010 EAP 650 501 1.011 Supplemental. Health 96 Total Personnel 337,226 • City of Santa Clarita I Operations & Maintenance 5101.003 Office Supplies 500 5101.004 Printing 1,000 5101.005 Postage 400 • 5111.001 Special Supplies 1,000 5131.003 Telephone Utility 215 5161.001 Contractual Services 606,100 5161.002 Professional Services 1,000 5161.004 Advertising 1,000 5191.001 Travel & Training 2,000 5191.004 Auto Allowance & Mileage 400 5301.001 Principal 230,000 5301.002 Interest 41,599 Total Operations & Maintenance 885,214 • City of Santa Clarita I Non -Departmental Budget Summary Buduet Personnel Services $ 427,397 Operations & Maintenance 94,907 Reserves &Debt Service 4,000,336 Program In Administration $ 522,304 Reserves 750,000 Debt Service 3,250,336 • Debt S 71' 0 Administration Reserves 17% 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. Personnel 5011.008 Unemployment Taxes 5011.009 Retiree Medical Total Personnel Operations & Maintenance 5101.002 Publications ,& Membership 5211.004 Insurance Allocation 5511.100 Reimbursement to the General Fund Total Operations & Maintenance Reserves 5401.001 Contingency Total Reserves Debt Service 5301.001 Principal & Interest Total Debt Service 97,000 330,397 427,397 51,595 3,802 39,510 94,907 750,000 750,000 3,250,336 3,250,336 .• • 0 Five -Year CIP Table of Contents L J Page No. Capital Improvement Program Overview............................................................................. Summaries 2011-12 CIP Budget Summary............................................................................................ Five -Year CIP Summary Listing by Type of Project............................................................... 2011-12 Capital Projects Program Funding........................................................................... Five -Year CIP Summary Listing of Revenue & Expenditures by Fund ..................................... Beautification & Landscanin�. I-5/Lyons Beautification, B2010........................................................................................... Major Median Landscape Refurbishment - Soledad Canyon Road, B4006 .................................. Metrolink/SCRRA Fencing, B2012........................................................................................ Newhall Avenue Beautification- Design SCRRA to Carl Court, B2015 ..................................... Newhall Avenue Roundabout - Public Art, B2013....................:.............................................. Railroad Avenue Beautification - Design - Via Princessa to 14th Street, B2014 .......................... Railroad Avenue Fencing & Landscaping (Formerly Railroad Avenue Tree Planting, B2011....... Sierra Highway Median Installation/Renovation - Golden Valley Road to Via Princessa, B3005.. 2005-06 Roadway Safety Program aka Lyons Avenue Median Modification, C0026 .................... 2011-12 Circulation Improvement Program, C0039................................................................. 2011-12 Intersection Safety - Left Turn Improvements, C0040 .................................................. 2011-12 Median Modification Program, C0041...................................................................... 2011-12 Roadway Safety Program, C0042 .............. ............................... 5th Street and Newhall Avenue Roundabout - aka Newhall Avenue Traffic Circle , C2022.......... Golden Valley Road/Newhall Ranch Road Traffic Signal, C4008 ............................ I ................. I Railroad Avenue/Drayton Street Intersection Modifications, C2023 ......................................... Facilities & Building's City Hall Retrofit, F1017................................................................................................ Corporate Yard Fire Alarm, F1018....................................................................................... NewhallLibrary, F2007..................................................................................................... Redevelopment Agency Site Demolition, F2008 ........................................... I ............ .......... Transit Maintenance Facility Solar Canopies - ARRA, F1016 .................................................. Infrastructure Storm Drain & Culvert Upgrades - City Wide, N0002............................................................ Maintenance •2010-11 Overlay & Slurry Seal Program, M0077.................................................................... 2010-11 Paseo Bridge Repair Program - Altamadera Replacement, M0081 ................................ Five -Year CIP Table of Contents 0 Page No. Maintenance - Continued 2011-12 Bridge Maintenance Program, M0087...................................................................... 2011-12 Overlay & Slurry Seal Program, M0084.............. ..................................................... 2011-12 Sidewalk Repair Program, M0085 .............................. ............................... 2011-12 Storm Water Flow Line Repair Program, M0086.........................:................I............. City Hall Main Electrical Circuit Breaker, M1012 ........................................................ I ...... ... Drainage Swale Improvement - LMD Zone 5, M3010............................................................. North Oaks Pool Filter Replacement, M3008...................................................................... Pool Renovations - Valencia Meadows, M0080...................................................................... Sand Canyon Road Guardrail, M3007................................................................... ........... Santa Clarita Sports Complex Gymnasium Wall Repair, M3009 .............................................. School Area Signage Removal & Replacement, M0088........................................................... Parks 2011-12 Play Area Shade Program - Newhall Community Center, P2008 .................................. Resource Management & Conservation Bouquet Canyon Creek Restoration, R4001................................................................. I......... Santa Clara River Plant Removal - SCARP, R4002................................................................ • Streets & Bridges 2011-12 Paseo Bridge Repair Program - El Paseo Replacement, 51038 ..................................... Dockweiler Drive - Environmental, S3023........................................................................... Golden Valley Road/SR 14 Bridge Widening - Design, S3028 ...............................:.................. . Lost Canyon Road Bridge Widening, S3029.... ..... .:...........::......::...... McBean Parkway Widening over the River, S1037.................................................................. 2011-12 Access Ramp Construction Program, T0034.............................................................. Class II & III Bikeway Construction, T1013......................................................................... East Walker Ranch Trail System, T3013.....................................................................:......... Golden Valley Ranch Open Space Access, T3014.................................................................... McBean Regional Transit Center Park & Ride - ARRA, T1012 ................................................ Newhall Metrolink Parking Expansion - ARRA, T2005........................................................... Round Mountain Trail Connection, T1015............................................................................ Safe Routes 2 School V - Rio Vista, Leona Cox, Old Orchard, T0031 ......................................... Safe Routes 2 School VI - Valley View,'Valencia Valley & North Park, T1014 ........................... San Fernando Road (aka) Newhall Avenue Pedestrian Facilities & Sidewalk T2003 .................. Unfunded Projects 2012-16 Unfunded Projects List .................••.•..•...•......••.• ..•.. t • • Capital Improvement Program Overview The 2012-16 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 2011-12 Budget are outlined in the CIP Summaries section of this . document. The proposed CIP consists of improvements and projects totaling $25,957.836 and is distributed among the following project categories: • Beautification & Landscaping $ 1,624,450 • Circulation 2,476,780 • Facilities & Buildings 2,909,120 • Infrastructure 75,000 • Maintenance 10,503,400 • Parks 53,000 • Resource Mgmt. & Conservation 206,372 • Streets & Bridges'. 1,518,576 • Trails & Transit 6,591,138 Total Program $25,957,836 Fiscal Year 2011-12 Capital Projects by Category ID Beautification & Landscaping ® Circulation 0 Facilities & Buildings El Infrastructure E Maintenance 10 Parks ® Resource Mgmt & Conservation 10 Streets & Bridges ■ Trails & Transit Infrastructure N0002 Storm Drain & Culvert Upgrades -City Wide $75,000 Total: $75,000 Maintenance M0077 2010-11 Overlay & Slurry Seal Program $35,000 M0081 2010-11 Paseo Bridge Program - Altamadera Replacement 410,000 •M0087 2011-12 Bridge Maintenance Program 650,000 M0084 2011-12 Overlay & Slurry Program 8,000,000 M0085 2011-12 Sidewalk Repair Program 550,000 FY 2011-12 CIP Budget Summary FY 2011-12 Beautification & Landscaniug Budget B2010 I-5/1,yons Beautification $935,000 Major Median Landscape Refurbishment - B4006 Soledad Canyon Road 80,000 B2012 Metrolink/SCRRA Fencing 20,000 Newhall Avenue Beautification - Design - B2015 SCRRA to Carl Court 200,000 B2013 Newhall Avenue Roundabout - Public Art 50,000 Railroad Avenue Beautification - Design - B2014 Via Princessa to 14th St. 00,000 Railroad Avenue Fencing & Landscaping B2011 (Formerly Railroad Avenue Tree Planting) 49,450 Sierra Highway Median Installation/Renovation - B3005 Golden Valley Road to Via Princessa 200,000 Total: $1,624,450 ;irculation C0026 2005-06 Roadway Safety - aka Lyons Avenue Median $20,000 C0039 2011-12 Circulation Improvement Program 50,000 C0040 2011-12 Intersection Safety - Left Turn Improvements 50,000 • C0041 2011-12 Median Modification Program 50,000 C0042 2011-12 Roadway Safety Program 50,000 5th Street & Newhall Avenue Roundabout - C2022 aka Newhall Avenue Traffic Circle 1,950,000 C4008 Golden Valley Road/Newhall Ranch Road Traffic Signal 10,000 C2023 Railroad Avenue/Drayton Street Intersection Modifications $296,780 Total: $2,476,780 Facilities F1017 & Buildings City Hall Retrofit $125,000 F1018 Corporate Yard Fire Alarm 80,000 F2007 Newhall Library 2,614,120. F2008 Redevelopment Agency Site Demolition 75,000 F1016 Transit Maintenance Facility Solar Canopies - ARRA 15,000 Total: $2,909,120 Infrastructure N0002 Storm Drain & Culvert Upgrades -City Wide $75,000 Total: $75,000 Maintenance M0077 2010-11 Overlay & Slurry Seal Program $35,000 M0081 2010-11 Paseo Bridge Program - Altamadera Replacement 410,000 •M0087 2011-12 Bridge Maintenance Program 650,000 M0084 2011-12 Overlay & Slurry Program 8,000,000 M0085 2011-12 Sidewalk Repair Program 550,000 FY 2011-12 CIP Budget Summary Resource Management & Conservation R4001 Bouquet Canyon Creek Restoration $109,372 R4002 Santa Clara River Plant Removal - SCARP 97,000 Total: $206,372 51038 2011-12 Paseo Bridge Repair Program - El Paseo Replacement $500,000 53023 . Dockweiler Drive - Environmental 508,646 53028 Golden Valley Road/SR-14 Bridge Widening - Design 39,930 53029 Lost Canyon Road Bridge Widening - Design 220,000 51037 McBean Parkway Widening over the River 250000 Total:. $1,518,576 Trails & Transit T0034 2011-12 Access Ramp Construction Program T1013 Class II & III Bikeway Construction T3013 East Walker Ranch Trail System T3014 Golden Valley Ranch Open Space Access T1012 McBean Regional Transit Center Park & Ride - ARRA T2005 Newhall Metrolink Parking Expansion - ARRA T1015 Round Mountain Trail Connection Safe Routes to School V T0031 Rio Vista, Leona Cox, Old Orchard T1014 Safe Routes 2 School VI - Valley View, Valencia Valley & North Park San Fernando Road (aka Newhall Avenue) Pedestrian T2003 Facilities and Sidewalk $50,000 272,205 75,000 160,000 4,292,295 844,638 20,000 40,000 237,000 600,000 Total: $6,591,138 • 2011-12 Capital Improvement Program Total: $25,957,836 • FY 2011-12 Maintenance Continued Budget M0086 - 2011-12 Storm Water Flow Line Repair Program 150,000 M1012 City Hall Main Electrical Circuit Breaker 50,000 M3010 Drainage Swale Improvement - LMD Zone 5 250,000 M3008 North Oaks Pool Filter Replacement 60,000 M0080 Pool Renovatons - Valencia Meadows 102,000 M3007 Sand Canyon Road Guardrail 86,300 M3009 Santa Clarita Sports Complex Gymnasium Wall Repair 10,000 M0088 School Area Signage Removal & Replacement $150,100 Total: $10,503,400 Parks P2008 Play Area Shade Program - Newhall Community Center $53,000 Total: $53,000 Resource Management & Conservation R4001 Bouquet Canyon Creek Restoration $109,372 R4002 Santa Clara River Plant Removal - SCARP 97,000 Total: $206,372 51038 2011-12 Paseo Bridge Repair Program - El Paseo Replacement $500,000 53023 . Dockweiler Drive - Environmental 508,646 53028 Golden Valley Road/SR-14 Bridge Widening - Design 39,930 53029 Lost Canyon Road Bridge Widening - Design 220,000 51037 McBean Parkway Widening over the River 250000 Total:. $1,518,576 Trails & Transit T0034 2011-12 Access Ramp Construction Program T1013 Class II & III Bikeway Construction T3013 East Walker Ranch Trail System T3014 Golden Valley Ranch Open Space Access T1012 McBean Regional Transit Center Park & Ride - ARRA T2005 Newhall Metrolink Parking Expansion - ARRA T1015 Round Mountain Trail Connection Safe Routes to School V T0031 Rio Vista, Leona Cox, Old Orchard T1014 Safe Routes 2 School VI - Valley View, Valencia Valley & North Park San Fernando Road (aka Newhall Avenue) Pedestrian T2003 Facilities and Sidewalk $50,000 272,205 75,000 160,000 4,292,295 844,638 20,000 40,000 237,000 600,000 Total: $6,591,138 • 2011-12 Capital Improvement Program Total: $25,957,836 • Five -Year CI P Summary Listing 4D By Type of Project Category/ Project Account Prior FY FY FY FY FY Tota Source of Funds Number Years 2011-12 2012-13 2013-14 2014-15 2015-16 Cosi Beautification 1-5/1-YONS AVENUE BEAUTIFICATION General Fund B2010601 95,000 673,200 0 0 0 0 768,200 LMD Zone 2008-1 82010357 0 261,800 0 0 0 0 261,800 Total 95,000 935,000 0 0 0 0 1,030,000 MAJOR MEDIAN LANDSCAPE REFURBISHMENT SOLEDAD CANYON ROAD LMD Zone 2008-1 84006357 1,347,272 80,000 0 0 0 0 1,427,272 Total 1,347,272 80,000 0 0 0 0 1,427,272 METROLINK/SCRRA FENCING @ 13TH ST. RDA B2012390 115,000 20,000 0 0 0 0 135,000 Total 115,000 20,000 0 0 0 0 135,000 NEWHALL AVENUE BEAUTIFICATION - DESIGN . LMD Zone 2008-1 82015357 0 200,000 2,000,000 0 0 0 2,200,000 Total 0 200,000 2,000,000 0 0 0 2,200,000 NEWHALL AVENUE ROUNDABOUT - PUBLIC ART RDA Non-Hsg. Cash B2013390 0 50,000 0 0 0 0 50,000 - Tota! - 0 50,000 .....0 0 _0.__- 0 50,000. RAILROAD AVENUE BEAUTIFICATION - DESIGN VIA PRINCESSA TO 14TH ST LMD Zone 2008-1 B2014357 0 90,000 900,000 0 0 0 990,000 Total 0 90,000 900,000 0 0 0 990,000 RAILROAD AVENUE FENCING & LANDSCAPE FORMERLY RAILROAD AVENUE TREE PLANTING LMD Zone 17 B2011357 300,000 49,450 0 0 0 0 349,450 Total 300,000 49,450 0 0 0 0 349,450 SIERRA HIGHWAY MEDIAN INSTALLATION/RENOVATION GOLDEN VALLEY ROAD TO VIA PRINCESSA LMD Zone 2008-1 B3005357 0 200,000 2,000,000 0 0 0 2,200,000 Total 0 200,000 2,000,000 0 0 0 2,200,000 • Category Subtotal 1,857,272 1,624,450 4,900,000 0 0 0 8,381,722 Five -Year CI P Summary Listing By Type of Project Category/ Project Account Prior FY - FY FY FY FY Tota • 9 ] Source of Funds Number Years 2011-12 2012-13 2013-14 2014-15 2015-16 Cosi 2005-06 ROADWAY SAFETY PROGRAM AKA LYONS AVENUE MEDIAN MODIFICATION Gas Tax C0026230 107,260 0 0 0 0 0 107,260 General Fund C0026601 51,100 0 0 0 0 0 51,100 HSIP Grant C0026259 215,500 20,000 0 0 0 0 235,500 Total 373,860 20,000 0 0 0 0 393,860 2011-12.CIRCULATION IMPROVEMENT PROGRAM Gas Tax C0039230 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 2011-12 INTERSECTION SAFETY - LEFT TURN IMPROVEMENTS SMD Ad Valorem C0040354 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 • 2011-12 MEDIAN MODIFICATION PROGRAM LIVID Zone 2008-1 C0041357 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 2011-12 ROADWAY SAFETY PROGRAM Gas Tax C0042230 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 5TH STREET & NEWHALL AVENUE ROUNDABOUT AKA NEWHALL AVENUE TRAFFIC CIRCLE Federal Grant C2022229 0 .702,563 0 0 0 0 702,563 LIVID Zone 2008-1 C2022357 0 582,115 0 0 0 0 582,115 RDA Non-Hsg. Cash C2022390 332,678 665,322 0 0 0 0 998,000 Total 332,678 1,950,000 0 0 0 0 2,282,678 GOLDEN VALLEY ROAD/NEWHALL RANCH ROAD TRAFFIC SIGNAL Federal Approp. 040083229 275,000 10,000 0 0 0 0 285,000 • Total 275,000 10,000 0 0 0 0 285,000 Five -Year CI P Summary Listing • By Type of Project Category/ Project Account Source of Funds Number Prior Years FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 FY Tota 2015-16 Cosi RAILROAD AVENUE/DRAYTON STREET 0 0 0 0 0 50,000 0 INTERSECTION MODIFICATIONS 100,000 0 0 0 100,000 50,000 125,000 Gas Tax C2023230 20 47,160 0 0 0 0 47,180 HSIP Grant C2023259 0 199,620 0 0 0 0 199,620 SMD Ad Valorem C2022354 0 50,000 0 0 0 0 50,000 Total 20 296,780 0 0 0 0 296,800 Category Subtotal 981,558 2,476,780 200,000 200,000 200,000 200,000 4,258,338 CITY HALL RETROFIT Federal Approp. F1017229 General Fund F10176601 Priority Unfunded Total is CORPORATE YARD FIRE ALARM Facility Replacement F1018723 Total NEWHALL LIBRARY 0 125,000 825,000 0 0 0 950,000 50,000 0 0 0 0 0 50,000 0 0 100,000 0 0 0 100,000 50,000 125,000 925,000 0 0 0 1,100,000 0 80,000 0 0 0 0 80,000 0 80,000 0 0 0 0 80,000 EECBG - ARRA F2007229 520,230 0 Public Library Funds (NH) F2007309 13,989,192 2,614,120 RDA Non-Hsg. Cash. F2007390 12,212,704 0 Total 26,722,126 2,614,120 REDEVELOPMENT AGENCY SITE DEMOLITION 0 RDA Non -Housing Cash F2008390 0 75,000 Total 0 75,000 TRANSIT MAINTENANCE FACILITY SOLAR CANOPIES 29,336,246 ARRA - Fed Approp. Total • Category Subtotal 0 0 0 0 520,230 0 0 0, 0 16,603,312 0 0 0 0 12,212,704 0 0 0 0 29,336,246 0 0 0 0 75,000 0 0 0 0 75,000 F1016700 4,554,553 4,554,553 15,000 15,000 0 0 .0 0 0 0 0 0 4,569,553 4,569,553 31,326,679 2,909,120 925,000 0 0 0 35,160,799 Five -Year , 6y Type of Project Category/ Project Account Prior FY FY FY FY FY Tota Source of Funds Number Years 2011-12 2012-13 2013-14 2014-15 2015-16 Cosi STORMDRAIN & CULVERT UPGRADES CITYWIDE �A Federal Grant N0002229 0 75,000 0 0 0 0 75,000 General Fund N0002601 13,500 0 0 0 0 0 13,500 Total 13,500 75,000 0 0 0 0 88,500 Category Subtotal 88,500 13,500 75,000 0 0 0 0 �Manfenar►ce 2010-11 OVERLAY AND SLURRY SEAL PROGRAM Gas Tax M0077230 332,125 0 0 0 0 0 332,125 STP -L M0077202 1,822,495 0 0 0 0 0 1,822,495 TDA Article 8 M0077233 5,685,642 35,000 0 0 0 0 5,720,642 Total 7,840,262 35,000 0 0 0 0 7,875,262 2010-11 PASEO BRIDGE REPAIR PROGRAM ALTAMADERA REPLACEMENT • LMD M0081357 81,000 410,000 0 0 0 0 491,000 Total 81,000 410,000 0 0 0 0 491,000 2011-12 BRIDGE MAINTENANCE PROGRAM Federal HPB Grant M0087229 .0 575,445 0 0 0 0 575,445 Gas Tax M0087230 0 74,555 0 0 0 0 74,555 Priority Unfunded 0 0 350,000 0 0 0 350,000 Total 0 650,000 350,000 0 0 0 1,000,000 2011-12 OVERLAY & SLURRY SEAL PROGRAM Gas Tax M0084230 0 157,711 0 0 0 0 157,711 STPL M0084202 0 600,000 0 0 0 0 600,000 TDA Article 8 M0084233 0 7,242,289 0 0 0 0 7,242,289 Priority Unfunded 0 0 76,102,025 24,832,560 21,187,100 0 122,121,685 Total 0 8,000,000 76,102,025 24,832,560 21,187,100 0 130,121,685 . 0 Five -Year CIP Summary Listing By Type of Project • Category/ Project Account Prior FY FY FY FY FY Tota Source of Funds Number Years 2011-12 2012-13 2013-14 2014-15 2015-16 Cost 2011-12 SIDEWALK REPAIR PROGRAM Gas Tax M0085230 0 260,000 0 0 0 0 260,000 LMD - Zone Spec. M0085357 0 50,000 0 0 0 0 50,000 TDA Article 8 M0085233 0 240,000 0 0 0 0 240,000 Priority Unfunded 0 0 260,000 260,000 260,000 260,000 1,040,000 Total 0 550,000 260,000 260,000 260,000 260,000 1,590,000 2011-12 STORM WATER FLOW LINE REPAIR PROGRAM Stormwater Utility M0086356 0 150,000 0 0 0 0 150,000 Priority Unfunded 0 0 150,000 150,000 150,000 150,000 600,000 Total 0 150,000 150,000 150,000 150,000 150,000 750,000 CITY HALL MAIN ELECTRICAL CIRCUIT BREAKER Facility Replacement M1012723 0 50,000 0 0 0 0 50,000 • Total 0 DRAINAGE SWALE IMPRPOVEMENT - LMD ZONE 5 50,000 0 0 0 0 50,000 LMD Zone 5 M3010357 0 250,000 0 0 0 0 250,000 Total 0 250,000 0. 0 0 0 250,000 NORTH OAKS POOL FILTER REPLACEMENT Quimby M3008305 0 60,000 0 0 0 0 60,000 Total 0 60,000 0 0 0 0 60,000 POOL RENOVATIONS- VALENCIA MEADOWS Quimby M0080305 18,000 102;000 0 0 0 0 120,000 Total 18,000 102,000 0 0 0 0, 120,000 SAND CANYON ROAD GUARDRAIL Gas Tax M3007230 0 8,700 0 0 0 0 8,700 HSIP Grant M3007259 0 77,600 0 0 0 0 77,600 Total 0 86,300 0 0 0 0 86,300 SANTA CLARITA SPORTS COMPLEX GYMNASIUM WALL REPAIR • Quimby M3009305 0 10,000 0 0 0 0 10,000 Total 0 10,000 0 0 0 0 10,000 Five -Year CIP summary Listing By Type of Project Category/ Project Account Prior FY FY FY FY FY Tota • 9 J Source of Funds Number Years 2011-12 2012-13 2013-14 2014-15 2015-16 Cosi SCHOOL AREA SIGNAGE REMOVAL & REPLACEMENT Gas Tax M0088230 0 15,100 0 0 0 0 15,100 HSIP M0088259 0 135,000 0 0 0 0 135,000 Total 0 150,100 0 0 0 0 150,100 Category Subtotal 410,000 142,204,347 7,939,262 10,503,400 76,512,025 25,242,560 21,597,100 2011-12 PLAY AREA SHADE PROGRAM - NEWHALL COMMUNITY CENTER Quimby P2008305 0 53,000 0 0 0 0 53,000 Priority Unfunded 0 0 53,000 53,000 55,000 55,000 216,000 Total 0 53,000 53,000 53,000 55,000 55,000 269,000 Category Subtotal 269,000 0 53,000 53,000 53,000 55,000 55,000 Resource;Mana ement&�Conservat�on�� �� , .� BOUQUET CANYON CREEK RESTORATION DBAA R4001351 0 42,000 0 0 0 0 42,000 Dev. Fees (SCOPE) R4001306 0 25,000 0 0 0 0 25,000 General Fund R4001601 9,568 1,432 0 0 0 0 11,000 RWCQG SEP Grant 84001259 21,585 40,940 0 0 0 0 62,525 Total 31,153 109,372 0 0 0 0 140,525 SANTA CLARA RIVER PLANT REMOVAL Federal Grant R4002229 47,934 0 0 0 0 0 47,934 RWCQB SEP Grant R4002259 302,399 97,000 0 0 0 0 399,399 Total 350,333 97,000 0 0 0 0 447,333 Category Subtotal 587,858 381,486 206,372 0 0 0 0 Streets & -0 '99sw,_ 2011-12 PASEO BRIDGE REPAIR PROGRAM EL PASEO REPLACEMENT LIVID Zone T-7 S1038357 .0 500,000 0 0 0 0 500,000 Total 0 500,000 0 0 0 0 500,000 Five -Year CIP Summary Listing By Type of Project Category/ Project Account Prior FY FY FY FY FY Tota Source of Funds Number Years 2011-12 2012-13 2013-14 2014-15 2015-16 Cosi DOCKWEILER DRIVE/LYONS AVENUE - ENVIRONMENTAL Via Princessa B&T S3023302 703,550 508,646 0 0 0 0 11212,196 Priority Unfunded 0 0 0 3,100,000 35,000,000 31,000,000 69,100,000 Total 703,550 508,646 0 3,100,000 35,000,000 31,000,000 70,312,196 GOLDEN VALLEY ROAD/SR-14 BRIDGE WIDENING B&T East Side S3028301 704,363 39,930 0 0, 0 0 744,293 Priority Unfunded 0 0 0 8,500,000 0 0 8,500,000 Total 704,363 39,930 0 8,500,000 0 0 . 9,244,293 LOST CANYON ROAD BRIDGE WIDENING - DESIGN Federal HBP Grant S3029229 TDA Article 3 S3029238 Priority Unfunded Total • MCBEAN PARKWAY WIDENING OVER THE RIVER 0 0 194,766 0 1,133,184 0 0 1,327,950 0 25,234 0 0 0 0 25,234 0 0 0 146,816 0 0 146,816 0 220,000 0 1,280,000 0 0 1,500,000 B&T - Valencia S1037303 688,242 250,000 0 0 0 0 938,242 Developer Bikeway S1037238 85,647 0 0 0 0 0- 85,647 Prop. C Grant S1037260 426,420 0 3,348,608 0 0 0 3,775,028 Priority Unfunded 0 0 -3,501,110 0 0 0 3,501',110 Total 1,200,309 250,000 6,849,718 0 0 0 8,300,027 Category Subtotal 89,856,516 2,608,222 1,518,576 6,849,718 12,880,000 351000,000 31,000,000 2011-12 ACCESS RAMP CONSTRUCTION PROGRAM Bikeway Funds T0034238 0 3,000 0 0 0 0 3,000 Gas Tax T0034230 0 .38,934 0 0 0 0 38,934 TDA Article 3 T0034238 0 8,066 0 0 0 0 8,066 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 Five -Year CIP Summary Listing By Type of Project • Category/ Project Account Prior FY FY FY FY FY Tota Source of Funds Number Years 2011-12 2012-13 2013-14 2014-15 2015-16 Cosi CLASS II AND III BIKEWAY CONSTRUCTION BTA Grant T1013259 0. 244,983 0 0 0 0 244,983 TDA Article 3 T1013238 0 27,222 0 0 0 0 27,222 Total 0 272,205 0 0 0 0 272,205 EAST WALKER RANCH TRAIL SYSTEM Prop. A Specific T3013262 75,000 75,000 0. 0 0 0 150,000 Total 75,000 75,000 0 0 0 0 150,000 GOLDEN VALLEY RANCH OPEN SPACE ACCESS GVR OSMD T3014350 0 160,000 0 0 0 0 160,000 Total 0 160,000 0 0 0 0 160,000 MCBEAN REGIONAL TRANSIT CENTER PARK AND RIDE ARRA Transit T1012700 625,569 3,780,295 0 0. 0 0 4,405,864 Federal Approp. T1012700 0 300,000 0 0 0 0 300,000 • Prop. A Local Return T1012261 1,250,000 212,000 0 0 0 0 1,462,000 Total 1,875,569 4,292,295 0 0 0 0 6,167,864 NEWHALL METROLINK PARKING EXPANSION - ARRA _ARRA Transit , . T2005700 136,680 710,338 102,982 0 0 _ 0 950,000 Quimby T2005305 15,700 134,300 0 0 0 0 150,000 Total 152,380 844,638 102,982 0 0 0 1,100,000 ROUND MOUNTAIN TRAIL CONNECTION TDA Article 3 T1015238 0 20,000 0 0 0 0 20,000 Total' 0 20,000 0 0 0 0 20,000 SAFE ROUTES 2 SCHOOL PH V LEONA COX, RIO VISTA, OLD ORCHARD Gas Tax T0031230 52,342 4,076 0 0 0 0 56,418 SR2S Grant T0031259 471,076 35,924 0 0 0 0 507,000 Total 523,418 40,000 0 0 0 0 563,418 SAFE ROUTES 2 SCHOOL VI VALLEY VIEW, VALENCIA VALLEY, NORTH PARK SR2S Grant T1014259 0 213,300 0 0 0 0 213,300 • TDA Article 3 T1014238 0 23,700 0 0 0 0 23,700 Total 0 237,000 0 0 0 0 237,000 Five -Year CIP Summary Listing *By Type of Project Category/ Project Account Prior FY FY FY FY FY Tota Source of Funds Number Years 2011-12 2012-13 2013-14 2014-15 2015-16 Cosi SAN FERNANDO ROAD PEDESTRIAN FACILITIES AKA- NEWHALL AVENUE PEDESTRIAN FACILITIES & SIDEWALK Prop. C Local T2003260 132,930 0 0 0 0 0 132,930 TDA Art. 3 T2003238 20,000 0 0 0 0 0 20,000 VP B&T (Via Princessa) T2003302 500,000 600,000 0 0 0 0 . 1,100,000 Total 652,930 600,000 0 0 0 0 1,252,930 Category Subtotal F 3,279,297 6,591,138 152,982 50,000 50,000 50,000 10,173,417 CIP GRAND TOTAL 48,387,276 25,957,836 89,942,725 38,425,560 56,902,100 31,715,000 291,330,497 • 40 FY 2011-12 Capital Projects Proaram Funding FUND % OF NUMBER FUNDING SOURCE AMOUNT BUDGET 301 B&T - East Side $ 39,930 303 B&T Valencia $ 250,000 302 B&T Via Princessa $ 1,108,646 351 DBAA $ 42,000 238 Developer Fees Bikeway $ 3,000 306 Developer (SCOPE) $ 25,000 723 Facility Replacement $ 130,000 229 Federal Appropriation $ 425,000 229 Federal Grant $ 1,557,774 230 Gas Tax $ 706,236 601 General Fund $ 674,632 359 Golden Valley Ranch Open Space Maint. Dist. $ 160,000 357 LMD $ 2,723,365 259 Misc. Grants $ 926,427 261 Prop. A Local Return $ 212,000 262 Prop. A Project Specific $ 1 75,000 309 Public Library Funds $ 2,614,120 305 Quimby $ 359,300 390 RDA Non Housing Cash $ 810,322 259 RWCQB SEP Grant $ 137,940 202 STP -L $ 600,000 356 Storm Water Utility $ 150,000 354 Streetlight Maintenance Ad Valorem $ 100,000 238 TDA Article 3 $ 104,222 233 TDA Article 8 $ 7,517,289 2011-12 Capital Improvement Program $8,000,000 aF $7,000,000 $6,000,000 - $5,000,000 - $4,000,000 - $3,000,000 - $2,000,000 - $1,000,000 - $- - o1P Ir °o ° 1 n m d a 1� a s 6 °.POP NP o'0 TO �4�ON oo�aa�`W �0�4� �ad1ti0 �7 7 0 r d �iN mN nOd�P N "Y 00 d � 7 i0a .gym '' V: , .��-.a _.,'rt+r.., O .� 4e, 6L O� o m� e e. O o1P Ir °o ° 1 n m d a 1� a s 6 °.POP NP o'0 TO �4�ON oo�aa�`W �0�4� �ad1ti0 �7 7 0 r d �iN mN nOd�P N "Y 00 d � 7 i0a .gym Bd O .� 4e, 6L O� o m� e e. O 1% 4% 0% 0% 0% 1% 2% 6% 3% 3% 1% 10% 4% 1% 0% 10% 1% 3% 1% 2% 1% 0% 0% 29.0% 0 • .0 no c roll G�`v ISM Yyy }��rdSSo $ tzr2$(� 1Su.'akoETg ', O(��p.Vn ce LL.0 roll G�`v ISM Yyy }��rdSSo $ tzr2$(� 1Su.'akoETg ', O(��p.Vn IN 07,1?3,11,,P� "'M Eli 9 1;R MA11 R5 I& lEr' mill I MAN c ati "M gg REIM' � ou ivu cm MF LL. d a o c (A 6 OEM 4w 4) "- v 77 a Lo i mal I imiumm m Ak Lu x �11-09 61 NE 5 -4, gg -11M Alp c :o2 gO E Erc X E 1 2 �c c, E lbl _SEE A... i 'Mc EM fl-c > r, 12 $p ELD Joe El Ms� i oP luv u 10 99 31 3 8 x 0 0 0 m c LL W UH ce ■o I I al- vc E e e E E t7 8i n4 13 �'ea ic 12 id L21 CL 61 & E a z Rzz.m x z Ch m � �._ � LU L � � � ce .� 4— LL LL 0 �) } / , k � d� ! � / 0 9 1-5/LYONS AVENUE BEAUTIFICATION Project Number B2010 Project Location: 1-5/1-yons Avenue. \ \/ 1C° ' A' " .. lY°NSAV £c ' 1 N 5 cr�PWEe��O PROJECT LOCAMN rO GPW _ Description: This project will provide for construction of landscaping improvements to beautify the 1-5/1-yons Avenue corridor. This is a joint effort with the County to beautify this Santa Clarita entry way. Justification: This project will enhance this major entrance leading in and out of the City and is the City's last 1-5 on -and off - ramp that remains to be landscaped. This effort complements other completed and planned landscaping • projects in the area, including Lyons Avenue medians and Magic Mountain/1-5 access points. Project Status: Pending. Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expenditure/Category. PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Environ/NPDES 0 0 0 0 0 0 0 Design/Plan Review .86,000 0 0 0 0 0 86,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 765,000 0 0 0 0 765,000 Inspection & Admin 9,000 85,000 0 0 0 0 94,000 Contingency 0 85,000 0 0 0 0 85,000 Total Costs: $95,000 $935,000 $0 $0 $0 $0 $1,030,000 Project Funding: Funding Source: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total General Fund 95,000 673,200 0 0 0 0 768,200 LIVID Zone 2008-1 0 261,800 0 0 0 0 261,800 0 0 0 0 0 0 0 0 0 0 0 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: $95,000 $935,000 $6 $0 $0 $0 $1,030,000 • Impact On Operations: Increase to landscape annually. maintenance contractual obligation, and utility costs anticipated to be $15,000 MAJOR MEDIAN LANDSCAPE REFURBISHMENT Project Number B4006 SOLEDAD CANYON ROAD Project Location: 'ASO' Soledad Canyon Road O ti P N corridor. J. � 99ro —'sVASQUEZ Description: This effort will beautify the median along Soledad Canyon Road from Bouquet Canyon Road to Shadow Pines Boulevard. The improvements will consist primarily of the refurbishment of medians throughout the corridor. Renovation of existing hardscape improvements may also be addressed. Justification: In 2008 the City Council created LIVID Zone 2008-1, Major Thoroughfare Medians, establishing one assessment rate for all properties in this zone. As such, a standard landscaping plan for medians was established to ensure landscaping benefits are equally conferred to properties within the Zone. Most of the properties fronting Soledad Canyon Road were included in the formation of Zone 2008-1. Project Status: In progress. Project Cost Est. ($): Expenditure/Category: PriorYears Environ/NPDES 4,000 Design/Plan Review 60,000 Right -of -Way 0 Construction 929,116 Inspection & Admin 215,000 Contingency 139,156 Total Costs: $1,347,272 Project Funding: 0 Funding Source: PriorYears LIVID Zone 2008-1 1,347,272 0 0 0 0 0 0 $80,000 0 $0 0 0 0 Priority Unfunded 0 Total Costs: $1,347,272 Impact On Operations: None. Department: Public Works Project Supervisor: Curtis Nay 2011-12 2012-13 2013-14 2014-15 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 80,000 0 0 0 0 0 0 0 $80,000 $0 $0 $0 • 0 2015-16 Total 0 4,000 0 60,000 0 0 0 929,116 0 295,000 0 139,156 $0 $1,427,272 2011-12 2012-13 2013-14 2014-15 2015-16 Total .80,000 0 0 0 0 1,427,272 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $80,000 $0 $0 $0 $0 $1,427,272 • • • • METROLINK/SCRRA FENCING @ 13TH ST. Project Number B2012 Project Location: Railroad Avenue in the vicinity of 13th St northerly to Placerita Creek bridge. peP PriorYears 2011-12 2012-13 OO ¢ 3. w CLEgRDALE I o Total Y o ° Z ft.OAK Z ST (� o p RCHgRO 0 Y- o RREi g RD O 0 a e' PLACERITpS s OAK .,P, S S� 'P �3 S 9,R SS C, •j. K W ARCH Y C' ARO O¢ ¢ 0 5,000 Right -of -Way R, 0 0 0 0 ,tZ SS S, .M1y 2,, PL .e .0 ACER,A 4'. CANVpN O ¢ ¢ VSs �" "r � 3 � w 0 � •� . ,.� � a Wg 85,000 Inspection & Admin 14,500 20,000 0 -'.9�C ......... 0 p q-.. �- ';; .. 9O�q N n' •_t M� 4b .C+,L st. p0� OW O G' 1 yZ ¢O S U 9tati. FWH SH 9(4 Ptfr�gt , 1 .0..' : yt oaPPp LE �Ofi. 'I �9 0. . M1M1 $20,000 l,V W. oa v3 AV ' .. ya+, \ Pt4�^ ••Q''L 6(t\.. s. ,ego. 'nN s! PROJECT LOCAT/ON: O mr.. Priority Unfunded m``^0.._ 0 0 0 ...o - ..r�"•. 9l 0 Description: This effort will install irrigation and landscaping in front of the Southern California Regional Rail Road Association (SCRRA) fence along Railroad Avenue. The project area will be provide a natrual screen along this corridor from 13th St. north, to the Sundance Creek crossing. Justification: This heavily -traveled road into Downtown Newhall is the subject of continued efforts to improve the aesthetics of this corridor. City staff has been working with the SCRRA to improve aesthetics along the rail line right-of- way. The improvements will complement other planned and ongoing landscape improvements along this Downtown Newhall gateway. Project Status: In progress. Department: Public Works Project Cost Est. ($): Project Supervisor: Curtis Nay Expenditure/Category: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Environ/NPDES 0 0 0 0 0 0 0 Design/Plan Review 5,000 0 0 0 0 0 5,000 Right -of -Way 0 0 0 0 0 0 0 Construction 85,000. 0 0 0 0 0 85,000 Inspection & Admin 14,500 20,000 0 0 0 0 34,500 Contingency 10,500 0 0 0 0 0 10,500 Total Costs: $115,000 $20,000 $0 $0 $0 $0 $135,000 Project Funding: Funding Source: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total RDA 115,000 20,000 0 0 0 0 135,000 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: $115,000 $20,000 $0 $0 $0 $0 $135,000 Impact On Operations: NEWHALL AVENUE BEAUTIFICATION - DESIGN Project Number B2015 SCRRA RAIL LINE TO CARL COURT Project Location: Newhall Avenue - From the SCRRA track to Carl Court. 60 sA \ .SPO .nvi' ? 5 N # 1' �r ° 0 LN w �. geox� P;. SGS o y"IyF/ cm jf O,F OP tN pq ",,. [`0 G slq / pti. D 3 - (// J �C./.t P v/ eq` iil gNTENOP%, �M °N IXy,'e4 °�KgNE0. i p 01 d+WD„ tie9O� C h 5 O PROJECT LOCAT/ON Description: This effort will provide for the design and eventual construction of a raised median along Newhall Avenue . from the SCRRA rail line to Carl Court. Justification: This project will enhance this major corridor leading to and from Main Street. The project will complement other approved and pending improvements in the area, such as the 5th St. and Newhall Avenue Roundabout, the Railroad Avenue Beautification effort, and the Newhall Avenue Sidewalk . Project Status: Proposed. Department: Administrative Services Project Supervisor: Kevin Tonoian • Project Cost Est. ($): Expenditure/Category:" PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Environ/NPDES 0 0 5,000 0 0 0 5,000 Design/Plan Review. 0 1801000 0 0-1 0 0 180,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 0 1,650,060 0 0 0 1,650,000 Inspection & Admin 0 0 150,000 0 0 0 150,000 Contingency 0 20,000 195,000 0 0 0 215,000 Total Costs: $0 $200,000 $2,000,000 $0 $0 $0 $2,200,000 Project Funding: Funding Source: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total LIVID Zone 2008-1 0 200,000 2,000,000 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 $200,000 $2,000,000 $0 $0 $0 $2,200,000 Impact On Operations: None at this time. Upon construction, the annual operational costs will increase by approximately $27,000 • C7 0 NEWHALL AVENUE ROUNDABOUT - PUBLIC ART Project Number B2013 Project Location: 5th Street and Newhall Avenue. \ YOMNUf1TY CENTER 2011-12 2012-13 2013.14 2014-15 2015-16 Total pp A 0 0 \ \ 0 N'A 0 y f•. i 0 0 0 J 0 0 0 0 0 0 0 PROJECT LOCATION: O Description: This project will allow for a public art piece to be designed and showcased in the center of the roundabout. The roundabout will serve as a significant gateway feature to monument the entrance to Main Street and Old Town Newhall. Justification: The Downtown Newhall Specific Plan calls for the reconfiguration of Main Street and Newhall Avenue. The future roundabout at this location presents an opportunity to create a focal point for the display of public art for the community to enjoy. Project Status: Proposed. Department: City Manager's Office Project Supervisor: Armine Chapary Project Cost Est. ($): Expenditure/Cateaorv: Environ/NPDES Design/Plan Review Right -of -Way Construction Inspection & Admin Contingency Total Costs: Project Funding: Fundina Source: RDA Non-Hsg. Cash PriorYears 2011-12 2012-13 2013.14 2014-15 2015-16 Total pp A 0 0 0 0 0 0 y f•. i PROJECT LOCATION: O Description: This project will allow for a public art piece to be designed and showcased in the center of the roundabout. The roundabout will serve as a significant gateway feature to monument the entrance to Main Street and Old Town Newhall. Justification: The Downtown Newhall Specific Plan calls for the reconfiguration of Main Street and Newhall Avenue. The future roundabout at this location presents an opportunity to create a focal point for the display of public art for the community to enjoy. Project Status: Proposed. Department: City Manager's Office Project Supervisor: Armine Chapary Project Cost Est. ($): Expenditure/Cateaorv: Environ/NPDES Design/Plan Review Right -of -Way Construction Inspection & Admin Contingency Total Costs: Project Funding: Fundina Source: RDA Non-Hsg. Cash PriorYears 2011-12 2012-13 2013.14 2014-15 2015-16 Total 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 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $50,000 $0 $0 $0 $0 $50,000 PriorYears 0 0 0 0 0 0 0 Priority Unfunded 0 Total Costs: $0 Impact On Operations: None. 2011-12 2012-13 2013-14 2014-15 2015-16 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 $50,000 RAILROAD AVENUE BEAUTIFICATION - DESIGN Project Number B2014 VIA PRINCESSA TO 14TH ST Project Location: Along Railroad Avenue north of Via Princessa to 14th Street. Description: This effort will design and ultimately construct a raised landscaped median along the Railroad Avenue corridor in from north of Via Princessa to 14th Street. Improvements will include landscaping, irrigation and stamped concrete. T� f This project will enhance this major corridor leading to and from Main Street. The project complements other R' area, including the existing Railroad Avenue median, and planned improvements to both the east and west sides of Railroad Avenue. Project Status: Proposed. Department: Administrative Services Project Supervisor: Dennis Luppens a ($): C Rp j'J", fwu� � 2011-12 2012-13 2013-14 2014-15 2015-16 Total Environ/NPDES 0 0 2,000 lE 0 2,000 Design/Plan Review $• . 2 L ` � Ly G r 0, 81,000 ,. 9B � 0 ✓ 0 0 0 0 Construction 0 0 780,000 0 0 0 780,000 Inspection & Admin 0 i0 per, e8 t 0 9,000 85,000 0 0 0 94,000 Total Costs: $0 $90,000 $900,000 $0 $0 $0 $990,000 Project Funding: Funding Source: PriorYears 2011-12 2012-13 2013-14 2014-15 4. ' .,� a �`i PROJECT LOCATION., 0 90,000 900,000 0 0 0 990,000 Description: This effort will design and ultimately construct a raised landscaped median along the Railroad Avenue corridor in from north of Via Princessa to 14th Street. Improvements will include landscaping, irrigation and stamped concrete. Justification: This project will enhance this major corridor leading to and from Main Street. The project complements other completed and planned and landscape projects in the area, including the existing Railroad Avenue median, and planned improvements to both the east and west sides of Railroad Avenue. Project Status: Proposed. Department: Administrative Services Project Supervisor: Dennis Luppens Project Cost Est. ($): Expenditure/Category; PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Environ/NPDES 0 0 2,000 0 0 0 2,000 Design/Plan Review .. 0 81,000 0 0 ,. ... :_0 _. 0, 81,000 ,. Right -of -Way 0 0 0 0 0 0 0 Construction 0 0 780,000 0 0 0 780,000 Inspection & Admin 0 0 33,000 0 0 0 33,000 Contingency 0 9,000 85,000 0 0 0 94,000 Total Costs: $0 $90,000 $900,000 $0 $0 $0 $990,000 Project Funding: Funding Source: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total LIVID Zone 2008-1 0 90,000 900,000 0 0 0 990,000 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 $90,000 $900,000 $0 $0 $0 $990,000 Impact On Operations: C • 0 •RAILROAD AVENUE FENCING & LANDSCAPE Project Number B2011 FORMERLY RAILROAD AVENUE TREE PLANTING Project Location: East side of Railroad Avenue, from Magic Mountain Parkway to Lyons Avenue. Description: This project will install trees on Railroad Avenue from Magic Mountain Parkway to Lyons Avenue. The improvements will enhance the aesthetics of this roadway. Justification: This heavily -traveled road into Downtown Newhall has been the subject of continued efforts to improve the aesthetics of this corridor. The planting of trees and shrubbery, along with the planned screening and lodge • pole installation efforts demonstrates the City's commitment to the effort to enhance the aesthetic quality of this gateway into Downtown Newhall. Project Status: In progress. Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): � t - Expenditure/Category PriorYears s� Y t � a t•' � 2012-13 I�.i 2014-15 2015-16 Total Environ/NPDES 0 a 0 0 0 0 p t- y 0 0 0 0 0 5,000 Right -of -Way y 1 0 0 0 0 0 0 Construction . Zw, 0 0 0 � 0 270,000 , s 49,450 0 0 0 0 PROJECT LOCATION: T Contingency 25,000 0 0 Description: This project will install trees on Railroad Avenue from Magic Mountain Parkway to Lyons Avenue. The improvements will enhance the aesthetics of this roadway. Justification: This heavily -traveled road into Downtown Newhall has been the subject of continued efforts to improve the aesthetics of this corridor. The planting of trees and shrubbery, along with the planned screening and lodge • pole installation efforts demonstrates the City's commitment to the effort to enhance the aesthetic quality of this gateway into Downtown Newhall. Project Status: In progress. Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expenditure/Category PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Environ/NPDES 0 0 0 0 0 0 p 'Design/Plan Review 5,000 0 0 0 0 0 5,000 Right -of -Way 0 0 0 0 0 0 0 Construction . 270,000 0 0 0 0 0 270,000 Inspection & Admin 0 49,450 0 0 0 0 49,450 Contingency 25,000 0 0 0 0 0 25,000 Total Costs: $300,000 $49,450 $0 $0 $0 $0 $349,450 Project Funding: Funding Source: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total LMD Zone 17 300,000 49,450 0 0 0 0 349,450 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 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: $300,000 $49,450 $0 $0 $0 $0 $349,450 • Impact On Operations: Increase in utility costs. SIERRA HIGHWAY MEDIAN INSTALLATION/RENOVATION Project Number B3005 GOLDEN VALLEY ROAD TO VIA PRINCESSA Project Location: Sierra Highwayfrom Golden Valley Road to Via Princessa t, tVi rF ass u h ��, s J 4.,0LQ- V,� OP� PROJECT LOCAT/ON: Description: This effort will provide for the design and eventual construction of a new median along Sierra Highway'from Golden Valley Road to Via Princessa. It will also provide for design and refurbishment of the exisiting median along Sierra Highway. . Justification: This project will enhance the this major corridor leading to and from Main Street. The project complements other approved CIP and landscape projects in the area, including the 5th St. & Newhall Avenue Roundabout and the installation of side walks and parkways on Newhall Avenue. Project Status: Proposed. Department: Administrative Services Project Supervisor: Dennis Luppens Project Cost Est. ($): PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Expenditure/Category: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Environ/NPDES 0 0 2,000 0 0 0 2,000 Design/Plan Review .. 0 180,000. 0 0 0 0 180,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 0 1,750,000 0 0 0 1,750,000 Inspection & Admin 0 0 48,000 0 0 0 48,000 Contingency 0 20,000 200,000 0 0 0 220,000 Total Costs: $0 $200,000 $2,000,000 $0 $0 $0 $2,200,000 Project Funding: Funding Source: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total LMD Zone 2008-1 0 200,000 2,000,000 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 $200,000 $2,000,000 $0 $0 $0 $2,200,000 Impact On Operations: None at this time. Upon construction, the annual operational budget will increase by approximately $27,000 is • 2005-06 ROADWAY SAFETY PROGRAM Project Number C0026 •' AKA LYONS AVENUE MEDIAN MODIFICATION Project Location: ' Lyons Avenue from Interstate 5 to Avenida Dorena. .. J\SHM1LS OP oPPi/` .. t'VNPOCIIU - �♦o � �T,OPE4 n E1S yT PVD LYONS NV _uURELCNEOT LN. .. PEp9E,P`� 3 4 5 O CNEPYLN s s PROJECT LOCA TION. �LL r�. 4� ?mti �ENNNE0. PL, S Description: This project will construct a raised median along Lyons Avenue, from Interstate 5 to Avenida Dorena. Scope of work includes design, permitting and installation of a raised median, storm drain modification, and will also include minimal landscaping. Justification: This location has been identified as in need of mititgation to promote roadway safety and circulation. City • staff has worked with the business community to identify needs to minimize successfully petitioned for grant funds to construct the improvements. circulation impacts, and Project Status: In progress. Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): ExpenditureExoenditure/Catego�: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Environ/NPDES 2,000 0 0 0 0 0 2,000 Design/Plan Review, 50,000 0 00 0 .0 50,000 Right -of -Way 0 0 0 0 0 0 0 Construction 240,000 0 0 0 0 0 240,000 Inspection & Admin 50,000 20,000 0 0 0 0 70,000 Contingency 31,500 0 0 0 0 0 31,500 Total Costs: $373,500 $20,000 $0 $0 $0 $0 $393,500 Project Funding: Funding Source: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Gas Tax 107,260 0 0 0 0 0 107,260 General Fund 51,100 0 0 0 0 0 51,100 HSIP Grant 215,500 20,000 0 0 0 0 235,500 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $373,860 $20,000 $0 $0 $0 $0 $393,860 • Impact On Operations: Increase to water utility bills and streetsweeping costs. 2011-12 CIRCULATION IMPROVEMENT PROGRAM Project Number: C0039 Project Location: ---- ----- - ` --- - -- --- -- --------- - Citywide. nIy U1 s,n„ clmn, PROJECT LOCATION, CITYWIDE Description: This project will make modifications to intersections to improve trafic circulation at one of several locations currently under consideration. Justification: Each year the City dedicates a portion of the capital budget for this effort. This annual commitment improves traffic circulation by addressing necessary modifications to raised medians where traffic flow is impeded by left-. turning vehicles, or where other circulation concerns exist. Project Status: Proposed. Department: Public Works Project Supervisor: Andrew Yi Project Cost Est. ($): Expenditure/Category: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Environ/NPDES 0 500 500 500 500 500 2,500 Design/Plan Review 0 3,500 3,500 3,500 3,500 3,500 17,500 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 2,000 2,000 2,000 2,000 2,000 10,000 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 2011-12 2012-13 2013-14 2014-15 2015-16 Total Gas Tax 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 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 $250,000 Impact On Operations: None • • 2011-12 INTERSECTION SAFETY - Project Number: C0040 • LEFT TURN IMPROVEMENTS Project Location: - _-- .__---__ _ JNi J i Citywide. 0 0 Q,y of Sm,tn Cln, ioi PROJECT LOCATION r CITYWIDE Description: This project will modify the operation of an existing traffic signal by changing the signal phasing to provide Impact On Operations: None. protected left -turns at one of several locations currently under consideration. Justification: Each year, the City dedicates a portion of its capital budget to projects that address ciruculation issues. Improvements may include protected left -turn enhancements of signals to improve circulation and safety. Project Status: Proposed. Department: Public Works Project Supervisor: Andrew Yi Project Cost Est. ($): Expenditure/Category: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 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 42,000 42,000 42,000 42.000 42,000 210,000 Inspection & Admin 0 2,500 2,500 2,500 2,500 2,500 12,500 Contingency 0 5,500 5,500 5,500 5,500 5,500 27,500 Total Costs: $0 $50,000 $50,000 $50,000 $50,000 $50,000 $250,000 Project Funding: Funding Source: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total SMD Ad Valorem 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 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 $250,000 Impact On Operations: None. 2011-12 MEDIAN MODIFICATION PROGRAM Project Number: C0041 Project Location: Citywide. /* t. 1 � �e Santa Gants E I I � I a y • l �.;,+ may, i. "+ , vNOJECT LOCATION. CITYWIDE Description: This project will make median modifications that will improve traffic circulation at one of three locations 0 0 currently under consideration. 0 0 Justification: Each year the City dedicates a portion of the capital budget for this effort. This annual commitment improves 0 traffic circulation by addressing necessary modifications to raised medians where traffic flow is impeded by left - 0 turning vehicles, or where other circulation concerns exist. 0 0 Project Status: Proposed. Department: Public Works Project Supervisor: Andrew Yi Project Cost Est. ($): 0 0 Expenditure/Category: PriorYears 2011-12, . 2012-13 2013-14 2014-15 2015-16 Total Environ/NPDES 0 500 500 500 500 500 2,500 Design/Plan Review 0 3,500 3,500 3,500 3,500 3,500 17,500 Right -of -Way 0 . p. 0 - .0.. 0 .................. 0. 0 Construction 0 40,000 40,000 40,000 40.000 40,000 200,000 Inspection & Admin 0 2,000 2,000 2,000 2,000 2,000 10,000 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 2011-12 2012-13 2013-14 2014-15 2015-16 Total LIVID Zone 2008-1 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 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 $250,000 Impact On Operations: None. 0 2011-12 ROADWAY SAFETY PROGRAM Project Number: C0042 Project Location: City wide. lit PROJECT LOCATION, CITYWIDE Description: This project will make roadway modifications that will improve improve roadway safety. Improvements may include striping, signage, the construction of a raised median, or the installation of guardrails. Justification: Each year, the City dedicates a portion of its capital budget to projects that promote roadway safety. Project Status: Proposed. Department: Public Works Project Cost Est. ($): 2013-14 2014-15 Expenditure/Category: PriorYears 2011-12 Environ/NPDES 0 0 Design/Plan Review 0 0 Right -of -Way 0 0 Construction 0 42,000 Inspection & Admin 0 2,500 Contingency 0 5,500 Total Costs: $0 $50,000 Project Funding: 2,500 12,500 Funding Source: PriorYears 2011-12 Gas Tax 0 50,000 ` 0 0 $250,000 0 0 2014-15 0r 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 Total Costs: $0 $50,000 Impact On Operations: None. . 0 • Project Supervisor: Andrew Yi 2012-13 2013-14 2014-15 2015-16 Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 42,000 42,000 42.000 42,000 210,000 2,500 2,500 2,500 2,500 12,500 5,500 5,500 5,500 5,500 27,500 $50,000 $50,000 $50,000 $50,000 $250,000 2012-13 2013-14 2014-15 2015-16 Total 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 50,000 50,000 50,000 50,000 200,000 $50,000 $50,000 $50,000 $50,000 $250,000 5TH STREET & NEWHALL AVENUE ROUNDABOUT Project Number C2022 AKA NEWHALL AVENUE TRAFFIC CIRCLE Project Location: 5th Street and Newhall Avenue. �ar✓i✓un.ttr [i r[n r \l 1 W 2 \V ro PROJECT LOCATION; O i Description: This effort will construct a roundabout at the intersection of 5th Street and Newhall Avenue. The' roundabout will allow for smoother traffic flow around the Old Town area of Newhall, while creating a focal point to landscape and monument the entrance to Main Street. Prior year efforts provided for conceptual and architectural design. Justification: The Downtown Newhall Specific Plan called for the reconfiguration of Main Street and Newhall Avenue in the area. This work necessitates a revision to the traffic patterns south of Old Town. The proposed roundabout will implement the traffic pattern revision, creating a calmer traffic pattern for the area. Project Status: Pending. Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expenditure/Category: PriorYears 2011-12 2012-13 2013.14 2014-15 2015-16 Total Environ/NPDES 0 2,000 0 0 0 0 2,000 Design/Plan Review 312,678 0 0 0 0 0 312,678 Right -of -Way 0 0 0 0 0 0 0 Construction 0 1,650,000 0. 0 0 0 1,650,000 Inspection & Admin 20,000 138,000 0 p 0 0 158,000 Contingency 0 160,000 0 0 0 0 160,000 Total Costs: $332,678 $1,950,000 $0 $0 $0 $0 $2,282,678 Project Funding: Funding Source: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Federal Grant 0 702,563 0 0 0 0 702,563 RDA Non-Hsg. Cash 332,678 665,322 0 0 0 0 998,000 LIVID Zone 2008-1 0 582,115 b 0 0 0 582,115 0 0 0 0 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: $332,678 $1,950,000 $0 $0 $0 $0 $2,282,678 Impact On Operations: None at this time. Upon completion, landscape maintenance costs will be absorbed via Landscape Maintenance District. • • is GOLDEN VALLEY ROAD/NEWHALL RANCH ROAD Project Number C4008 • TRAFFIC SIGNAL Project Location: Intersection of Newhall Ranch Road and. Golden Valley Road. .... SANTA CLARAST .. ........" 01, i'�t3-- # �., �_• .... .._.......... SOI EDAO.ST 2 *^x4u�dNw2 "wart��i�i „qcK PQrl PIP CONNO� U «^ I� 7 v^. R 00O TR1ANGlE i i�� .,»"" 5 '_ � JPS yl� tR""".`..✓ .._ I q c bP. P A PROJECT LOCATION: O ' ""MCI(EON NfY Description: This effort will construct a new traffic signal at the future intersection of Golden Valley Road and Newhall 0 Ranch Road to facilitate access for visitor and emergency vehicles to the future Fire Station 104. 0 Justification: The City has reached an agreement with the Los Angeles County Fire Department to install a traffic signal as 0 part of the Newhall Ranch Road roadway construction effort that is currently underway. 0 0 0 0 Project Status: In progress. Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): 0 Expenditure/Category: PriorYears 2011-12 2012-13. 2013.14 2014-15 2015-16 Total Environ7NPDES 0 0 0 0 0 0 0 Design/Plan Review. 2,500 0 0 0 0 0 2,500 Right -of -Way 0 0 0 0 0 0 0 Construction 265,000 0 0 0 0 0 265,000 Inspections& Admin 7,500 10,000 0 0 0 0 17,500 Contingency 0 0 0 0 0. 0 0 Total Costs: $275,000 $10,000 $0 $0 $0 $0 $285,000 Project Funding: 0 0_ Funding Source: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Federal Approp. 275,000 10,000 0 0 0 0 285,000 0 0 0 0 0 p 0 0 0 0 0 0 0 0 0 0 0 0 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: $275,000 $10,000 $0 $0 $0 $0 $285,000 Impact On Operations: Increase to traffic signal maintenance agreement. RAILROAD AVENUE/DRAYTON STREET Project Number C2023 INTERSECTION MODIFICATIONS Project Location: Railroad Avenue and _k Drayton Street. 2011-12 2012-13 Jt rrnue si PROJECT LOCATION. o Description: This effort will upgrade the signal at Railroad Avenue and Drayton Street to provide protected left -turn phasing from Railroad Avenue onto Drayton Street and from Railroad Avenue into the shopping center. Upgrades will include include relocations/installations/adjustments to pole and traffic control devices, and will also include the construction of curb ramps that meet Americans with Disabilities (ADA) requirements. Justification: Due to traffic volumes at this intersection, protected left -turn phasing will allow for will provide for improved circulation. Additionally, the installaltion of new curb ramps will make this intersection compliant with the American Disabilites Act. Project Status: Pending. Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expend iture/Cate gory: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Environ/NPDES 0 5,000 0 0 0 0 5,000 Design/Plan Review 0 2 1. 5,030 0 0 0 0 25,030 Right -of -Way 0 10,000 _ 0 0 0 0 10,000 Construction 0 197,500 0 0 0 0 197,500 Inspection & Admin 20 19,750 0 0 0 0 19,770 Contingency 0 39,500 0 0 0 0 39,500 Total Costs: $20 $296,780 $0 $0 $0 $0 $296,800 Project Funding: Funding Source: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Gas Tax 20 47,160 0 0 0 - 0 47,180 HSIP Grant 0 199,620 0 0 0 0 199,620 . SMD Ad Valorem 0 50,000 0 0 0 0 50,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0' 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $20 $296,780 $0 $0 $0 $0 $296,800 Impact On Operations: None. C7 • CITY HALL RETROFIT Project Number F 10 17 Project Location: City Hall building at 23920 Valencia Boulevard. r ,t f h r . y i ' 41. a' x a �4 Wa PROJECT LOCATION: O 16 Description: This effort will reinforce the City Hall Building to meet current seismic codes so that it may serve as the City's Emergency Operations Center in the event of a significant seismic event. Justification: The City's Emergency Operations Plan lists the Santa Clarita City Hall building as the primary Emergency af, Operations Center (EOC) in the event of a seismic event. In order for the structure to serve in this capacity, it must undergo a series of moderate structural steel reinforcements to the meet the current building code requirements for "essential structures". ® Project Status: Pending. Department: Public Works Project Supervisor: Ruben Barrera Project Cost Est. ($): Expenditure/Cateoory: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Environ/NPDES 0 0 5,000 0 0 0 5,000 Design/Plan Review 50,000 125,000 0 0 0 - 0 - 175,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 0 800,000 0 0 0 800,000 Inspection & Admin 0 0 50,000 0 0 0 .50,000 Contingency 0. 0 70,000 0 0 0 70,000 Total Costs: $50,000 $125,000 $925,000 $0 $0 $0 $1,100,000 Project Funding: Funding_ Source: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total General Fund 50,000 0 0 0 0 0 50,000 Federal Approp. 0 125,000 825,000 0 0 0 950,000 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 0 100,000 0 0 0 100,000 Total Costs: $50,000. $125,000 $925,000 $0 $0 $0 $1,100,000 • Impact On Operations: None CORPORATE YARD FIRE ALARM Project Location: City of SunFn C!mit" Project Number: . F1018 iC . �n PROJECT LOCATION t CITYWIDE Description: The project involves installing fire/heat sensors on the existing fire sprinklers, audible alarms and visual strobe lights. Additionally, the entire system in both buildings will be connected to a monitoring system that will report incidents, alerting the fire department. 0 Justification: The existing alarm system does not provide for adequate protection of the facility, its contents and staff. It is in need of upgrades to immediately notify staff and the fire department of an emergency during operational and non -operational hours. 0 Project Status: Proposed. Department: Public Works Project Supervisor: Byron Moline Project Cost Est. ($): 0 Expenditure/Category: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 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 ... . _ ..e. 0 0 Construction 0 70,000 0 0 0 0 70,000 Inspection & Admin 0 3,000 0 0 0 0 3,000 Contingency 0 7,000 0_ 0 0 0 7,000 Total Costs: $0 $80,000 $0 $0 $0 $0 $80,000 Project Funding: 0 Funding Source: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Facility Replacement 0 80,000 0 0 0 0 80,000 0 0 0 0 0 0 0 • • 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 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 $80,000 $0 $0 $0 $0 $80,000 Impact On Operations: Increase to the annual operational budget by $5,000 for monitoring and maintenance and inspection services. NEWHALL LIBRARY Project Number F2007 • Project Location: Main Street and Lyons Avenue. PROJECT LOCATION: O Description: This project will construct a new 30,000 square -foot 2 story public library in the Downtown Newhall area. Prior year efforts provided for conceputal and architectural design. Construction is currently underway. Justification: The existing facility is outdated and does not adequately meet the community's needs. The construction of a new facility will benefit the community by providing a larger, updated facility. Construction of the new library is • also consistent with the Downtown Newhall Specific Plan to help revitalize this area of the City. Project Status: In progress. Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expenditure/Category: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Environ/NPDES 150,000 0 0 0 0 0 150,000 Design/Plan Review 2,387,890 0 0 0 0 0 2,387,890 Right -of -Way 6,534,441 0 0 0 0 0 6,534,441 Construction 14,669,134 1,940,000 0 0 0 0 16,609,134 Inspection & Admin 565,661 674,120 0 0 0 0 1,239,781 Contingency 2,415,000 0 0 0 0 0 2,415,000 Total Costs: $26,722,126 $2,614,120 $0 $0 $0 $0 $29,336,246 Project Funding: Funding Source: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total, EECBG - ARRA 520,230 0 0 0 0 0 520,230 Public Library Funds ( 13,989,192 '2,614,120 0 0 0 0 16,603,312 RDA Non-Hsg. Cash 12,212,704 0 0 0 0 0 12,212,704 0 0 0 0 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: $26,722,126 $2,614,120 $0 $0 $0 $0 $29,336,246 Impact On Operations: At completion, the library will require a higher level of staffing, books and materials, and operating and • maintenance contracts than the current Newhall library. The proposed impact to operations has already REDEVELOPMENT AGENCY SITE DEMOLITION Project Number F2008 Project Location: RDA property bounded by Lyons Avenue, Railroad Avenue, 9th Street and Main Street. Description: This project will entail demolition of dilapidated and blighted structures with non -conforming uses to clear the site for future redevelopment. Justification: The site is at a critical intersection that serves as a gateway to Old Town Newhall. Demolition of the existing structures will allow for construction of new retail, residential, or parking amenities will promote revitalization. of this area. Project Status: Proposed. Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expend iture/Cateoorv: Environ/N PDES Design/Plan Review Right -of -Way Construction Inspection & Admin Contingency Total Costs: Project Funding: Funding Source: RDA Non -Housing Ca PriorYears 2011-12 aT��oao+. 2013-14 0y091 s ,\\\9P 9AK ORC Sr 0 5,000 0 0 t,ys JP wpO .S^ St. .t `�yy S' PI•ACERITOS qL C/y '' tj Z �, ry Oi O ji OP' : 1At� .. ,11�a F• , J+A 22000 9�vo p 0 0 c _. 0 . )'cZ' 9p �' O ♦s�� S1 'rHl 1S Gq 24600 S1 P LACERITA CA O. , A �s L _y� � O 0 60,000 0 0 0 0 60,000 0 2,000 ¢4200 y O,qO141 0 0 A W 9 8,000 0 j< 0 NIO7 5t \ �� SS OEpLTY .5'NApOW 'NERiIAGE H% UW Q `Sl ro I - IN NAPPY 0M NLEY OR ., N $0 $0 I]II $75,000 OANRUN z., ..' PROJECT LOCATION. o Description: This project will entail demolition of dilapidated and blighted structures with non -conforming uses to clear the site for future redevelopment. Justification: The site is at a critical intersection that serves as a gateway to Old Town Newhall. Demolition of the existing structures will allow for construction of new retail, residential, or parking amenities will promote revitalization. of this area. Project Status: Proposed. Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expend iture/Cateoorv: Environ/N PDES Design/Plan Review Right -of -Way Construction Inspection & Admin Contingency Total Costs: Project Funding: Funding Source: RDA Non -Housing Ca PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total 0 5,000 0 0 0 0 5,000 0 0 0 0 0 0 0 _. 0 0 0 .. 0 o. o 0 0 60,000 0 0 0 0 60,000 0 2,000 0 0 0 0 2,000 0 8,000 0 0 0 0 8,000 $0 $75,000 $0 $0 $0 $0 $75,000 PriorYears 0 0 0 0 0 0 0 Priority Unfunded 0 Total Costs: $0 Impact On Operations: None. 2011-12 2012-13 2013-14 2014-15 2015-16 Total 75,000 0 0 0 0 75,000 01 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $75,000 $0 $0 $0 $0 $75,000 is r� u 0 • TRANSIT MAINTENANCE FACILITY SOLAR CANOPIES Project Number F 10 16 Project Location: Transit Maintenance Facility, 28250 Constellation Road. Description: This project will add photovoltaic (PV) modules at the Transit Maintenance Facility (TMF). The PV modules will be placed on top of two (2) canopies that will generate electricity, while providing shade for the City's Transit fleet. Additional PV modules will be placed on top of carports at the TMF that will generate electricity while providing shade for employee and other visitor vehicles. Justification: This is an American Recovery and Reinvestment (ARRA) funded project. The project will generate enough • electricity to offset up to 95% of the.electric power consumed at the TMF site (52% of the City's total electric power). The project supports the City's efforts to conserve resources. Project Status: In progress. Department:, Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expenditure/Category: PriorYears r. 2012-13 §Ir�NI Rf NICE I /Af11160 Total Environ/NPDES 75 l.. 0 Description: This project will add photovoltaic (PV) modules at the Transit Maintenance Facility (TMF). The PV modules will be placed on top of two (2) canopies that will generate electricity, while providing shade for the City's Transit fleet. Additional PV modules will be placed on top of carports at the TMF that will generate electricity while providing shade for employee and other visitor vehicles. Justification: This is an American Recovery and Reinvestment (ARRA) funded project. The project will generate enough • electricity to offset up to 95% of the.electric power consumed at the TMF site (52% of the City's total electric power). The project supports the City's efforts to conserve resources. Project Status: In progress. Department:, Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expenditure/Category: PriorYears r. 2012-13 2013-14 2014-15 2015-16 Total Environ/NPDES 75 0 0 0 0 • ���• l.,fr 3 225,000 4 0 0 0 0 225,000 �> PROJECT LOCATION: O 0 0 Description: This project will add photovoltaic (PV) modules at the Transit Maintenance Facility (TMF). The PV modules will be placed on top of two (2) canopies that will generate electricity, while providing shade for the City's Transit fleet. Additional PV modules will be placed on top of carports at the TMF that will generate electricity while providing shade for employee and other visitor vehicles. Justification: This is an American Recovery and Reinvestment (ARRA) funded project. The project will generate enough • electricity to offset up to 95% of the.electric power consumed at the TMF site (52% of the City's total electric power). The project supports the City's efforts to conserve resources. Project Status: In progress. Department:, Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expenditure/Category: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Environ/NPDES 75 0 0 0 0 0 75 Design/Plan Review 225,000 0 0 0 0 0 225,000 Right -of -Way 0 0 0 0 0 0 0 Construction .4,19 1,000 0 0 0 0 0 4,191,000 Inspection & Admin 138,478 15,000 0 0 0 0 153,478 Contingency 0 0 0 0 0 0 0 Total Costs: $4,554,553 $15,000 $0 $0 $0 $0 $4,569,553 Project Funding: Funding Source: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total ARRA - Fed Approp. 4,554,553 15,000 0 0 0 0 4,569,553. 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 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: $4,554,553 $15,000 $0 $0 $0 $0 $4,569,553 • Impact On Operations: This project will produce approximately 95% of the facility's electrical demand, resulting in energy savings. Maintenance costs will increase to include power washing of the panels once or twice a year. C7 • STORMDRAIN & CULVERT UPGRADES CITYWIDE Project Number: N0002 Project Location: City wide. - chy of Santa Gant. Description: This effort will make upgrades and/or repairs to stormdrains and culverts. Repairs and upgrades may include F.ECTLOCATION, the installation or replacement CITYWIDE Description: This effort will make upgrades and/or repairs to stormdrains and culverts. Repairs and upgrades may include the installation or replacement of properly sized pipes and reconstruction of inlet and outlet structures. Locations may include Wiley Canyon, Old Wiley Canyon, 13th Street, and two sections on Sierra Highway. Justification: These local roadways and intersections are experiencing asphalt damage caused by heavy floods and water sheeting. By improving drainage in these identified locations, the City will prevent further damage to infrastructure, and provide improved pedestrian passageways during periods of heavy rains. Project Status: Proposed. Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expenditure/Category. PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total . Environ/NPDES 0 0 0 0 0 0 0 Design/Plan Review 13,000 65,000 0 0 0 0 78,000 Right -of -Way 0 0- 0 0 0-•-- •• 0 0 Construction 0 0 0 0 0 0 0 Inspection & Admin 500 500 0 0 0 0 1,000 Contingency 0 9,500 0 0 0 0 9,500 Total Costs: $13,500 $75,000 $0 $0 $0 $0 $88,500 Project Funding: Funding Source: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total General Fund 13,500. 0 0 0 0 0 13,500 Federal Grant 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 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $13,500 $75,000 $0 $0 $0 $0 $88,500 Impact On Operations: None. • 7 • • • • 2010-11 OVERLAY AND SLURRY SEAL PROGRAM Project Number: M0077 rrolect Locauon: City wide. .�t_<;. /11 r � r :s' t J f /;tClty _ y e. .•r I I I j PROJECT LOCATION, CITYWIDE f ------------ ..._ Description: The annual Overlay Program reflects the implementation of the City's commitment to sound pavement management of the roadway infrastructure by overlaying and slurry sealing streets in need of attention. Streets will be selected based on recommendations from the City's pavement management survey and field inspections. Justification: This effort strives to maintain the quality and viability of the City's streets. In order to meet the pavement management survey's projected five-year need, the City must commit funds to the Overlay program. By committing funds to this maintenance need, the City will prevent excessive roadway deterioration, which results in higher repair costs. Project Status: In progress. Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. Expenditure/Category: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Environ/NPDES 0 0 0 0 0 0 0 Design/Plan Review 180,000 0 0 0 0 0 180,000 Right -of -Way 0. 0 0 0 0 0 0 Construction 6,500,000 0 0 0 0 0 6,500,000 Inspection & Admin 510,262 35,000 0 0 0 0 545,262 Contingency 650,000 0 0 0 0 0 650,000 Total Costs: $7,840,262 $35,000 $0 $0 $0 $0 $7,875,262 Project Funding: Funding Source: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Gas Tax 332,125 0 0 0 0 0 332,125 STP -L 1,822,495 0 0 0 0 0 1,822,495 TDA Article 8 5,685,642 35,000 0 0 0 0 5,720,642 0 0 0 0 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: $7,840,262 $35,000 $0 $0 $0 $0 $7,875,262 Impact On Operations: None. 2010-11 PASEO BRIDGE REPAIR PROGRAM. Project Number: M0081 ALTAMADERA REPLACEMENT Project Location: The Valencia community. - - - Fi IJ I /V— 's 4 I h of I 1 �� Satin Clau6i i i i / F Y a. � � .:rx sa � �Y•� - � � �.� ,. ( !• � >..a �) _ -.....r`.• 1. ,.tae 'i_ }t ♦l;. ' PROJECT LOCATION, CITYWIDE I Description: The paseo bridge repair program includes inspection and necessary repairs to paseo bridges in the City. This Impact On. Operations: None. is • particular effort will replace the paseo bridge on Altamadera, as recommended by the City's bridge inspection report. This paseo bridge will be replaced with a new prefabricated steel truss type bridge since the existing deteriorated timber bridge substructure and superstructure is beyond repairs. Justification: The paseo bridge repair program identifies necessary repairs to extend the service life the various pedestrian bridges in the community. The Altamadera paseo bridge has been identified by County engieers as in need of replacement rather than repair, due to its current condition. Project Status: Pending. Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expenditure/Category: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 - Total Environ/NPDES 0 0 0 0 0 0 0 Design/Plan Review 69,000 • . -- - 0 0 0 0 ............ 0..... 69,000. Right -of -Way 0 0 0 0 0 0 0 Construction 0 360,000 0 0 0_ 0 360,000 Inspection & Admin 12,000 34,000 0 0 0 0 46,000 Contingency 0 16,000 0 0 0 0 16,000 Total Costs: $81,000 $410,000 $0 $0 $0 $0 $491,000 Project Funding: Funding Source: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total LMD 81,000 410,000 0 0 0 0 491,000 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: $81,000 $410,000 $0.$0 $0 $0 $491,000 Impact On. Operations: None. is • 171 • 2011-12 BRIDGE MAINTENANCE PROGRAM Project Number: M0087 Project Location: City wide. City 0 S. -m clmita i PROJECT LOCATION: CITYWIDE Description: This effort will address maintenance needs to several bridges citywide. Efforts may include the Bouquet 0 Canyon Rd, Valencia Blvd bridges over the Santa Clara River; Avenue Scott and Newhall Ranch Rd bridges 0 over the San Francisquito Creek; Benz Rd. and Urbandale over the Bouquet Cyn. channel; Garzota Dr. and 0 Tupelo Ridge Dr. over the Dry Cyn. channel. 0 Justification: Preventative maintenance helps prevent further structural deterioration, extends the useful life of bridges and 0 is consistent with the City's commitment to sound infrastructure. The bridges selected for this year's effort are 0 identified in the Bridge Preventative Maintenance Program. 0 Project Status: Proposed. Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): 0 Expenditure/Category: PriorYears • 2011-12 2012-13 2013-14 2014-15 2015-16 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 0 530,000 280,000 0 0 0 810,000 Inspection & Admin 0 50,000 30,000 0 0 0 80,000 Contingency 0 70,000 40,000 0 0 0 110,000 Total Costs: $0 $650,000 $350,000 $0 $0 $0 $1,000,000 Project Funding: $0 $1,000,000 Funding Source: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Gas Tax 0 74,555 0 0 0 0 74,555 Federal HPB Grant 0 575,445 0 0 0 0 575,445 Priority Unfunded Total Costs: Impact On Operations: 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 350,000 0 0 0 350,000 $0. $650,000 $350,000 $0 $0 $0 $1,000,000 2011-12 OVERLAY & SLURRY SEAL PROGRAM Project Location: City wide. 0, Project Number: M0084 ny of Description: The annual Overlay Program reflects the City's commitment to sound pavement management of the roadway infrastructure by overlaying streets in need of attention. Streets will be selected based on recommendations from the City's pavement management survey and field inspections. Justification: This effort strives to maintain the quality and viability of the City's streets. In order to meet the pavement management survey's projected five-year need, the City must commit funds to the Overlay program. By committing funds to this maintenance need, the City will prevent excessive roadway deterioration, which results in higher repair costs. Project Status: Proposed. Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expend iture/Cateoory: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Environ/NPDES 0 30,000 630,258 205,225 175,100 0 1,040,583 Design/Plan Review 0 200,000 3,151,292 1,026,115 875,500 0 5,252,907 Right -of -Way 0 0 0 20,522,875 0 0 20,522,875 Construction 0 6,750,000 62,970,835 0 17.510.000 0. 87,230,835 Inspection & Admin 0 320,000 3,047,055 1,026,115 875,500 0 5,268,670 Contingency 0 700,000 6,302,585 2,052,230 1,751,000 0 10,805,815 Total Costs: $0 $8,000,000 $76,102,025 $24,832,560 $21,187,100 $0 $130,121,685 Project Funding: Fundino Source: PriorYears Gas Tax 0 STPL 0 TDA Article 8 0 0 0 0 0 Priority Unfunded 0 Total Costs: $0 2011.12 2012-13 157,711 0 600,000 0 7,242,289 0 0 0 0 0 0 0 0 0 0 76,102,025 $8,000,000 $76,102,025 2013-14 2014-15 0 0 ` PROJECT LOCATION, CITYWIDE ." 0 Description: The annual Overlay Program reflects the City's commitment to sound pavement management of the roadway infrastructure by overlaying streets in need of attention. Streets will be selected based on recommendations from the City's pavement management survey and field inspections. Justification: This effort strives to maintain the quality and viability of the City's streets. In order to meet the pavement management survey's projected five-year need, the City must commit funds to the Overlay program. By committing funds to this maintenance need, the City will prevent excessive roadway deterioration, which results in higher repair costs. Project Status: Proposed. Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expend iture/Cateoory: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Environ/NPDES 0 30,000 630,258 205,225 175,100 0 1,040,583 Design/Plan Review 0 200,000 3,151,292 1,026,115 875,500 0 5,252,907 Right -of -Way 0 0 0 20,522,875 0 0 20,522,875 Construction 0 6,750,000 62,970,835 0 17.510.000 0. 87,230,835 Inspection & Admin 0 320,000 3,047,055 1,026,115 875,500 0 5,268,670 Contingency 0 700,000 6,302,585 2,052,230 1,751,000 0 10,805,815 Total Costs: $0 $8,000,000 $76,102,025 $24,832,560 $21,187,100 $0 $130,121,685 Project Funding: Fundino Source: PriorYears Gas Tax 0 STPL 0 TDA Article 8 0 0 0 0 0 Priority Unfunded 0 Total Costs: $0 2011.12 2012-13 157,711 0 600,000 0 7,242,289 0 0 0 0 0 0 0 0 0 0 76,102,025 $8,000,000 $76,102,025 2013-14 2014-15 0 0 0 0 0 0 0 0 0 0 0 0 0 0 24,832,560 21,187,100 " $24,832,560 $21,187,100 2015-16 Total 0 157,711 0 600,000 0 7,242,289 0 0 0 0 0 0 0 0 0 122,121,685 $0 $130,121,685 Impact On Operations: None. • 2011-12 SIDEWALK REPAIR PROGRAM Project Number: M0085 Project Location: � J 1 City wide. City of Santa Clmitn PROJECTLOCATION, CITYWIDE Description: The annual Sidewalk Repair Program is an integral part of the City's pavement management system. It makes Impact On Operations: None. 0 necessary repairs to City sidewalks damaged by tree roots and pavement settlement. A portion of this effort will also address necessary repairs to paseos. Justification: Making necessary repairs to damaged sidewalks and paseos is consistent with the City's commitment to' sound pavement management. By combining the paseo concrete repair funding with the annual Sidewalk • Repair Program, the City effects an increased materials volume, which will result in favorable unit pricing. Project Status: Proposed. Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expenditure/Category: PriorYears 2011-12 2012.13 2013-14 2014-15 2015-16 Total Environ/NPDES 0 4,000 2,000 2,000 2,000 2,000 12,000 Design/Plan Review 0 35,000 15,000 15,000 15,000 15,000 95,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 435,000 200,000 200,000 200.000 200,000 11235,000. Inspection & Admin 0 36,000 18,000 18,000 18,000 18,000 108,000 Contingency 0 40,000 25,000 25,000 25,000 25,000 140,000 Total Costs: $0 $550,000 $260,000 $260,000 $260,000 $260,000 $1,590,000 Project Funding: Funding Source: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Gas Tax 0 260,000 0 0 0 0 260,000 LIVID - Zone Spec. 0 50,000 0 0 0 0 50,000 TDA Article 8 0 240,000 0 0 0 0 240,000 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 0 260,000 260,000 260,000 260,000 1,040,000 Total Costs: $0 $550,000 $260,000 $260,000 $260,000 $260,000 $1,590,000 Impact On Operations: None. 0 2011-12 STORM WATER FLOW LINE REPAIR PROGRAM Project Number: M0086 Project Location: City wide. Description: This project will repair curb and gutter flow line problems. It addresses water quality degradation caused by standing water along roadways. ✓r Y,T Justification: The maintenance of storm water flow lines is consistent with the City's commitment to sound infrastructure. The repair of flow lines prevents water stagnation issues which can lead to health issues. Project Status: Proposed. Department: Public Works C uy oI Curtis Nay Project Cost Est. K� z /1 i J 3 1+ A 11 I f Expenditure/Category: PriorYears 2011-12 i 2013-14 2014-15 2015-16 Total Environ/NPDES 0 2,000 2,000 2,000 2,000 PROJECT LOCATION: CITYWIDE Description: This project will repair curb and gutter flow line problems. It addresses water quality degradation caused by Impact On Operations: None. • Ki standing water along roadways. Justification: The maintenance of storm water flow lines is consistent with the City's commitment to sound infrastructure. The repair of flow lines prevents water stagnation issues which can lead to health issues. Project Status: Proposed. Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expenditure/Category: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 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 $150,000 $150,000 $150,000 $150,000 $750,000 Project Funding: Funding Source: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Stormwater Utility 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 $750,000 Impact On Operations: None. • Ki • CITY HALL MAIN ELECTRICAL CIRCUIT BREAKER Project Number M 10 12 Project Location: City Hall building. . - 1 �. I 0i DR DO19 0 MgU a i Yh Pk r 'T + VALENCIA Ho CT a. i q ,4 � � &N• § n L s PROJECT LOCATION: Description: The project will replace the worn-out main electrical circuit breaker at City Hall. Justification: The existing breaker does not always operate properly when being reset. Several qualified electrical contractors have inspected the main electrical circuit breaker at City Hall and have recommended that this • ageing unit be replaced. By replacing the unit during a non -crisis time, staff can avoid unnecessary down time created by repair and parts replacement delays. Project Status: Proposed. Department: Public Works Project Supervisor: Byron Moline Project Cost Est. ($): Expenditure/Category: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 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 44,000 0 0 0 0 44,000 Inspection & Admin 0 2,000 0 0 0 0 2,000 Contingency 0 4,000 0 0 0 0 4,000 Total Costs: $0 $50,000 $0 $0 $0 $0 $50,000 Project Funding: Funding Source: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Facility Replacement 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 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $50,000 $0 $0 $0 $0 $50,000 • Impact On Operations: None. DRAINAGE SWALE IMPRPOVEMENT - LIVID ZONE 5 Project Number M3010 Project Location: LIVID Zone 5. a s " Q o CT a 04,S _ a o SAN 1 P o i,7k 'O f cr O y O � V1 s s PROJECTLOCATION., Description: The LIVID is responsible for the landscape maintenance of slopes in the May. Way neighborhood. Additional drainage swales are necessary to improve drainage: This request proposes to study and where necessary add drainage swales to improve water run off from the slopes. Justification: Seasonal heavy rain storms cause excess water to overwhelm the existing drainage/swale system causing excess water run-off onto private property is Project Status: Proposed. Department: Administrative Services Project Supervisor: Kevin Tonoian • Project Cost Est. ($): Expenditure/Cateoorv: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Environ/NPDES 0 0 0 0 0 0 0 Design/Plan Review 0 25,000 0 0 0 0 25,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 200,000 0 0 0 0 200,000 Inspection & Admin 0 0 0 0 0 0 0 Contingency 0 25,000 0 0 0 0 25,000 Total Costs: $0 $250,000 $0 $0 $0 $0 $250,000 Project Funding: Funding Source: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total LMD Zone 5 0 250,000 0 0 0 0 250,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0. 0 0 0 0 01 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 $250,000 $0 $0 $0 $0 $250,000 Impact On Operations: None. 0 • NORTH OAKS POOL FILTER REPLACEMENT Project Number M3008 • C7 Project Location: North Oaks Park in Canyon Country. Description Justification o • � .... � �'. RlAAU �- - 1;0(,"0•.,: . Ji .u�, t1'•,�. . �. . z-.i+n :. jsl,mwr r z 'F p0. , ST E Np BABUIOTON ST RANIER ST ;E a�3 ..._-_. .. ._. PJ>� .i 0.KI.100R ST . ((y FOuR OAKS l E0 5 Vf ZtT T__ y; 0, CED!AC REEK I ST ..- RwEATHER _j a'1 ST t_DEUGHT ST s t p z u NE:J HOUSE 0 r . y PROJECT LOCATION: O t ¢ K PLEAS% . ! This effort will remove and replace the 17 -year old pool filters that are at the end of their life cycle. The project will increase efficiency of the pool filtration system, resulting in improved pool water quality, keep the pool in compliance with Los Angeles County Health Department standards, and reduce interruptions to Aquatics programming caused by filter down time. Project Status: Proposed. Department: Parks, Recreation & Community Services Project Supervisor: Tom Reilly Project Cost Est. ($): Exoen d it ure/Cate aorv: Environ/NPDES Design/Plan Review Right -of -Way Construction Inspection & Admin Contingency Total Costs: Project Funding: Funding Source: Quimby PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total 0 0 0 0 0 0 0 0 4,000 0 0 0 0 4,000 0 0 0 0 0 0 0 0 51,000 0 0 0 0 51,000 0 1,000 0 0 0 0 1,000 0 4,000 .0 0 0 0 4,000 $0 $60,000 $0 $0 $0 $0 $60,000 Priority Unfunded Total Costs: Impact On Operations: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total 0 60,000 0 0 0 0 60,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $60,000 $0 $0 $0 $0 $60,000 POOL RENOVATIONS- VALENCIA MEADOWS Project Location: Valencia Meadows Park. Project Number M0080 O ..B, PpP o B Cgvp 7 - :t e�°'o• . 4 ., J ,, % wei� o 4;� Q $s g° °'w 9rt y ooy �O v noEan a tS $o F q o'A J6P § P °" ,� m u R��m J• a a ,,,,W `' .x'k�C /9 `� �6 � � " wo rXN eswwc�S:�P o , on`o t 0 0o T S TAM NTEAV 8 QPP SDt AL PJSpT' 169 .. . _15 9 14T .... ... p V\N w Bo 0 � \wu E . o"":e e>• h F GOLF us o { N ON, ,gyp M1 E'.5 Oa K f. w � K �9 YPao. � �q P1k .� a "= I Ot pa�P rt O F G jaEVINp P10111'y 51q „ li \ r 6 '�,oa�y ''� y 01.E FSpp PROJECT LOCAT/ON 4q d Description: This project consists of renovations to City pools. Efforts include repairing cracks in the plaster and old circulation piping in the Valencia Meadows pool. Justification: This project will provide much-needed renovations to these City pools and reduce interruptions to City aquatic programming. Theyepairs will address excessive water leakage, and replace aging water filters. These repairs will help the City remain in compliance with City and Los Angeles County Health Standards. Project Status: In progress. Department: Parks, Recreation & Community Services Project. Supervisor: Tom Reilly Project Cost Est. ($): Expenditure/Category: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Environ/NPDES 0 500 0 0 0 0 500 Design/Plan Review 18,000 0 0 0 0 0 18,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 90,000 0 0 0 0 90,000 Inspection & Admin 0 1,500 0 0 0 0 1,500 Contingency 0 10,000 0 0 0 0 10,000 Total Costs: $18,000 $102,000 $0 $0 $0 $0 $120,000 Project Funding: Funding Source: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Quimby 18,000 102,000 0 0 0 0 120,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0' Total Costs: $18,000 $102,000 $0 $0 $0 $0 $120,000 Impact On Operations: Savings to water utility costs. • • SAND CANYON ROAD GUARDRAIL Project Number M3007 • Project Location: Sand Canyon Road in the vicinity of Silver Saddles Drive. OPE V:/ 6 �eDO Rv PROJECT LOCATION; Description: The project will install metal beam guardrail along the easterly edge of Sand Canyon Road. It may also include the installation of reflectors to enhance visibility. Justification: Staff has successfully lobbied for grant funds to construct the improvements. The installation of a new guardrail and reflectors at this stretch of Sand Canyon Road, will enhance safety and visibility. • Project Status: Proposed. Department: Public Works Project Supervisor: Andrew Yi Project Cost Est. ($): Expenditure/Cateoorv: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Environ/NPDES 0 2,000 0 n �N IWE? SgMp CT 0 3- '. Design/Plan Review „gJR.rCT - 4u FD64y!i,vE SDP 11,000 � 0 0 0 11,000 3. � � +� Q•w } s LL: 3 � 3 0 AM C OPE V:/ 6 �eDO Rv PROJECT LOCATION; Description: The project will install metal beam guardrail along the easterly edge of Sand Canyon Road. It may also include the installation of reflectors to enhance visibility. Justification: Staff has successfully lobbied for grant funds to construct the improvements. The installation of a new guardrail and reflectors at this stretch of Sand Canyon Road, will enhance safety and visibility. • Project Status: Proposed. Department: Public Works Project Supervisor: Andrew Yi Project Cost Est. ($): Expenditure/Cateoorv: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Environ/NPDES 0 2,000 0 0 0 0 2,000 Design/Plan Review 0 11,000 0 0 0 0 11,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 57,000 0 0 0 0 57,000 Inspection & Admin 0 8,500 0 0 0 0 8,500 Contingency 0 7,800 0 0 0 0 7,800 Total Costs: $0 $86,300 $0 $0 $0 $0 $86,300 Project Funding: Funding Source: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Gas Tax 0 8,700 0 0 0 0 8,700 HSIP Grant 0 77,600 0 0 0 0 77,600 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $86,300 $0 $0 $0 $0 $86,300 Impact On Operations: 10 SANTA CLARITA SPORTS COMPLEX Project Number M3009 GYMNASIUM WALL REPAIR Project Location: Santa Clarita Sports Complex. a. 12 y.9E.tt RT / (CQ <1 CANYON CA 0 e, 3 f, Y y k 3 4 '4 i .,t ,1.E5:A. Tp pylntcua C• [STiT10N dc. rf"6 >- i ... O Description: This effort will make structural repairs to the top of the gymnasium wall by removing corrosion and repouring 0 and sealing concrete wall. 0 0 0 Justification: The concrete wall has cracked, allowing water to penetrate and corrode the rebar reinforcement. The City will 0 avoid costly major repairs to the facility_ by making the repairs at this time. 0 0 0 Project Status: Proposed. Department: Parks, Recreation & Community Services Project Supervisor: Tom Reilly Project Cost Est. ($): 0 0 0 Expenditure/Category PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 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 10,000 0 0 0 0 10,000 Inspection &.Admin 0 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 0 Total Costs: $0 $10,000 $0 $0 $0 $0 $10,000 Project Funding: Funding Source: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Quimby 0 10,000 0 0 0 0 10,000 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 $10,000 $0 $0 $0 $0 $10,000 Impact On Operations: None. • r� 0 SCHOOL AREA SIGNAGE REMOVAL & REPLACEMENT Project Number: M0088 Project Location: Citywide i ._ rV.lr r% a ! r ' , J PROJECT LOCATION, CITYWIDE ' Description: This effort will remove and replace school area signage, refurbish pavement markings, and modifty existing 0 crosswalks at 13 elementary schools. The project will bring all school area signage into compliance with the 0 latest California Municipal Unified Traffic Control Devises (MUTCD) standards. Justification: Walk audits conducted at each school vicinity determined that school area signage is no longer compliant and 0 . does not reflect the latest California MUTCD standards. Additionally, pavment markings and crosswalks are • faded and not at optimal reflectivity. Project Status: Proposed. Department: Public Works Project Supervisor: Andrew Yi Project Cost Est. ($): Expenditure/Category: PriorYears 2011-12 2012-13 2013-14 2014.15 2015-16 Total Environ/NPDES 0 2,100 0 0 0 0 2,100 Design/Plan Review 0 14,000 0 0 0 0 14,000 Right -of -Way 0 0 0 0 0 ".0. 0 Construction 0 114,000 0 0 0 0 114,000 Inspection & Admin 0 10,000 0 0 0 0 10,000 Contingency 0 10,000 0 0 0 0 10,000 Total Costs: $0 $150,100 $0 $0 $0 $0 $150,100 Project Funding: $0 Funding Source: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Gas Tax 0 15,100 0 0 0 0 15,100 HSIP 0 135,000 0,- 0 0 0 135,000 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 - 0 Total Costs: $0 $150,100 Impact On Operations: None. 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $0 $0 $0 $150,100 •2011-12 PLAY AREA SHADE PROGRAM - Project Number P2008 NEWHALL COMMUNITY CENTER Project Location: Newhall Community Center. � Q Ney✓ `,: ate i� �'(� " . y .5� , 5 �04 ti �, c sr oo .; r ,, ✓� .F ,� z. PROJECT LOCATION: O iym Description: This project will construct shade cover over the play area at the Newhall Community Center. The project would restore the annual shade program. Justification: The project will support the Healthy Cities Program by encouraging residents with children to get outdoors and increase the use of exisitng play area during mid-day hours. Project Status: Proposed. Department: Parks, Recreation & Community Services Project Supervisor: Tom Reilly Project Cost Est. ($): Expend iture/Cateaorv: Environ/NPDES Design/Plan Review Right -of -Way Construction Inspection & Admin Contingency Total Costs: Project Funding: Funding Source: Quimby PriorYears q 2� BL a 2014-15 2015-16 X4`5 'Shn.k '"s S m 277 0 0 C, iry 0 0 ,�•�'��, 2� et 24600 " c ER�7gryypN a`gCLU 0 P���� 0 0 .. 0 0 3• �w" 4 0 50,000 sr ��'`� f,.T 2i�/ Jt ITY .52,000 4�10 i U' w 500 w 500 c 500 2,500 0 2,500 o t a w a � Q Ney✓ `,: ate i� �'(� " . y .5� , 5 �04 ti �, c sr oo .; r ,, ✓� .F ,� z. PROJECT LOCATION: O iym Description: This project will construct shade cover over the play area at the Newhall Community Center. The project would restore the annual shade program. Justification: The project will support the Healthy Cities Program by encouraging residents with children to get outdoors and increase the use of exisitng play area during mid-day hours. Project Status: Proposed. Department: Parks, Recreation & Community Services Project Supervisor: Tom Reilly Project Cost Est. ($): Expend iture/Cateaorv: Environ/NPDES Design/Plan Review Right -of -Way Construction Inspection & Admin Contingency Total Costs: Project Funding: Funding Source: Quimby PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total 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 52,000 .52,000 254,000 0 500 500 500 500 500 2,500 0 2,500 2,500 2,500 2,500 2,500 12,500 $0 $53,000 $53,000 $53,000 $55,000 $55,000 $269,000 Priority Unfunded Total Costs: Impact On Operations: 0 PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total 0 53,000 0 0 0 0 53,000 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 e 0 0 0 0 0 0 0 0 53,000 53,000 55,000 55,000 216,000 $0 $53,000 $53,000 $53,000 $55,000 $55,000 $269,000 I • • • BOUQUET CANYON CREEK RESTORATION Project Number R4001 • Project Location: Bouquet Canyon Creek adjacent to Central Park. SARBACOA OR �Py 69y PCO` . ARRIBA DR G\� CPCE GF 9 Op ,�y > ) � (O 9L D eP? 111 0Oa CIR Q < 4 Z_. GARZOTA Oq 2 W �., w ¢ �QO M ca ve U A O9.. D GP?0ceni; VTV � PQ ACENTRAL�:ara,.0 FESTNID r ' h 9 SIGRESDF kr} .a'� LOS z ..s,, x E PROJECT LOCATION: O Description: This effort will acquire and restore a three -acre section of Bouquet Creek adjacent to Central Park. The effort will prevent property damage to restore the natural value of the stream. Justification: This area of the creek is one of the last unlined sections of Bouquet Creek outside of the Angeles National Forest. This effort will restore its natural value. Additionally, the City is bound by an agreement with SCOPE • to acquire and restore this section of the waterway, or the agreement must be renegotiated. Project Status: In progress. Department: Public Works Project Supervisor: Travis Lange Project Cost Est. ($): Expenditure/Category; PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 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 31,153 109,372 0 0 0 0 140,525 Inspection & Admin 0 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 0 Total Costs: $31,153 $109,372 $0 $0 $0 $0 $140,525 Project Funding: Funding Source: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total DBAA 0 42,000 0 0 0 0 42,000 Dev. Fees (SCOPE) 0 25,000 0 0 0 0 25,000 General Fund 9,568 1,432 0 0 0 0 11,000 RWCQG SEP Grant 21,585 40,940 0 0 0 0 62,525 Misc Grant 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: $31,153 $109,372 $0 $0 $0 $0 $140,525 • Impact On Operations: None. SANTA CLARA RIVER PLANT REMOVAL Project Number: R4002 • Project Location: Upper Santa Clara River near the Saugus Water Reclamation Plant outfall at Bouquet Canyon Road Bridge. City of Satin Gmita PROJECT LOCATION, CITYWIDE Description:_ This project will manage invasive arundo and tamarisk, as well as other invasive plants as time and funds allow, from the City -owned portions of the Santa Clara River. The demonstration site, which raised awareness of the issue, focused on the 297 acres between Bouquet Canyon Road/Saugus Water Reclamation Plant and Interstate 5. Justification: In coordination with the Ventura County Resource Conservation District, the NRCS and the California Conservation Corps, the City implemented a demonstration project to remove noxious and invasive plant life from a 297 -acre City -owned river site. Removal of the arundo and tamarisk is highly desireable, as these •. plants out-compet6 native vegetation and degrade the habitat. These plants obstruct water flow, which can lead to erosion problems as evidenced by a prior loss of the area's bike path. Project Status: In progress. Department: Public Works Project Supervisor: Travis Lange Project Cost Est. ($): Expenditure/Category: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Environ/NPDES 8,000 0 0 0 0 0 8,000 Design/Plan Review 0 0 0 0 0 0 0 Right -of -Way 0 0 0 0 0 0 0 Construction 342,333 97,000 0 0 0 0 439,333 Inspection & Admin 0 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 0 Total Costs: $350,333 $97,000 $0 $0 $0 $0 $447,333 Project Funding: Funding Source: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Federal Grant 47,934 0 0 0 0 0 47,934 RWCQB SEP Grant 302,399 97,000 0 0 0 0 399,399 0 0 0 0 0 0 0 0 0 0 0 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: $350,333 $97,000 $0 $0 $0. $0 $447,333 • Impact On Operations: None. i • 0 2011-12 PASEO BRIDGE REPAIR PROGRAM Project Number: S1038 EL PASEO REPLACEMENT Project Location: _ EI Paseo. r1ry n( Saran Omit. PROJECT LOCAT/OR : CITYWIDE Description: The paseo bridge repair program includes inspection and necessary repairs to paseo bridges in the City. This particular effort will replace the paseo bridge on EI Paseo, as recommended by the City's bridge inspection report. This paseo bridge will be replaced with a new prefabricated steel truss type bridge since the existing deteriorated timber bridge substructure and superstructure is beyond repairs. Justification: The paseo bridge repair program identifies necessary repairs to extend the service life the various pedestrian bridges in the community. The EI Paseo bridge has been identified by County engieers as in need of replacement rather than repair, due to its current condition. Project Status: Proposed. Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expenditure/Cateporv: PriorYears . 2011-12 2012-13 2013-14 2014.15 2015-16 Total Environ/NPDES 0 0 0 0 0 0 0 Design/Plan Review 0 69,000 0 0 0 0 69,000 Right -of -Way 0 0 .0 0 0 0 0 Construction 0 360,000 0 0 0 0 360,000 Inspection & Admin 0 50,000 0 0 0 0 50,000 Contingency 0 21,000 0 0 0 0 21,000 Total Costs: $0 $500,000 $0 $0 $0 $0 $500,000 Project Funding: Funding Source: PriorYears 2011-12 2012-13 2013-14 2014.15 2015-16 Total LIVID Zone T-7 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 $500,000 Impact On Operations: DOCKWEILER DRIVE/LYONS.AVENUE - ENVIRONMENTAL Project Number S3023 Project Location: Dockweiler Drive and Valle Del Oro to Lyons Avenue. U; { .. 41. .., v ro nrrxcci:rsn �..... L ; e 9� � k4: � OrdN C \t v A PROJECT LOCATION; ® i i Description: This effort will provide for the required environmental documentation needed to proceed with design for the 0' extension of Dockweiler Drive to Lyons Avenue. Justification: Construction of the roadway is consistent with the General Plan, and will improve traffic circulation in an area that will be impacted by future development. The alignment study, conducted in a prior year, determined the - necessary right-of-way for the future roadway extension. Project Status: In progress. Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expenditure/Category: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Environ/NPDES 6,710 508,646 0 0 1,000,000 0 1,515,356 Design/Plan Review 0 0• 0 3,100,000 0 0 3,100,000 Right -of -Way 696,840 0 0 0 34,000,000 0, 34,696,840 Construction 0 0 0 0 0 25,000,000 25,000,000 Inspection & Admin 0 0 0 0 0 1,000,000 1,000,000 Contingency 0 0 0 0 0 5,000,000 5,000,000 Total Costs: $703,550 $508,646 $0 $3,100,000 $35,000,000 $31,000,000 $70,312,196 Project Funding: Funding Source: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Via Princessa B&T 703,550 508,646 0 0 0 0 1,212,196 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0. 0 0 0 0' 0 0 0 01 0 0 0 0 0 Priority Unfunded 0 0 0 3,100,000 35,000,000 31,000,000 69,100,000 Total Costs: $703,550 $508,646 $0 $3,100,000 $35,000,000 $31,000,000 $70,312,196 Impact On Operations: None. • 0 • GOLDEN VALLEY ROAD/SR-14 BRIDGE WIDENING Project Number S3028 Project Location: Golden Valley Road and SR -14 Interchange. F y"cWw,�x0' —' GGLGCNVgI�py-'� �'.00.osreepr.Ni. Pam "6 n L As ..J WY �. q B 0 ug PROJECT LOCATION : O Description: This joint private -public effort will design and eventually widen the Golden Valley Road bridge over SR -14. Efforts will also include other improvements at both the on- and -off- ramp intersections of Golden Valley and SR -14. Justification: These improvements have been identified in the East -Side Bridge and Thoroughfare District Report as necessary to accommodate anticipated increases to traffic volumes based on future development. Project Status: In progress Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expenditure/Category: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Environ/NPDES 0 0 0 5,000 0 0 5,000 Design/Plan Review 597,388 0 0 0 0 0 597,388 Right -of -Way 0 0 0 0 0 0 0 Construction 0 0 0 6,850,000 0 0 6,850,000 Inspection & Admin 106,975 39,930 0 120,000 0 0 266,905 Contingency 0 0 0 1,025,000 0 0 1,025,000 Total Costs: $704,363 $39,930 $0 $8,000,000 $0 $0 $8,744,293 Project Funding: Funding Source: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total B&T East Side 704,363 39,930 0 0 0 0 744,293 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 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 8,500,000 0 0 8,500,000 Total Costs: $704,363 $39,930 $0 $8,500,000 $0 $0 $9,244,293 Impact On Operations: This project will increase the operational budget for maintenance of the new bridge deck LOST CANYON ROAD BRIDGE WIDENING - DESIGN Project Number S3029 Project Location: Lost Canyon Road at the Santa Clara River.. n � �2 u. /hINER RD RlO - J , PROJECT LOCATION: O Description: This project will provide for design effort to widen the bridge to accommodate four 12 -ft travel lanes with a Class 1 bicycle path on the north side and a 5 foot sidewalk on the south side. Construction will occur in future year. Justification: The existing bridge is functionally obsolete (FO) and has a sufficiency rating of 58. The deck is narrow for the amount of traffic that it carries. Widening the bridge to current standards would remove the FO status. This bridge is eligible for the Highway Bridge Program funding. Project Status: Proposed. Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expenditure/Category: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total V 3 ,r• nn J �' 0 �CGOP'�"..w'-�;tRffi _-o8c's,Rn� �i W' .»_. Z 0 _ eNt 0 220,000 0 51`_P k 6 0 220,000 2 444 1 B 1� Z y.. ,� ,b .0 RD - /J Q? RACE �% .f .. 4> r,?4 .., cn 0 Oil -.. q .• <. 950,000 ^aa.`t• ._ 0 ,q- O ' I 0 0 DR PNY ON J. ._.RD. � 0 G s.tu t*� OPr•YOH I !sx Contingency o AV n � �2 u. /hINER RD RlO - J , PROJECT LOCATION: O Description: This project will provide for design effort to widen the bridge to accommodate four 12 -ft travel lanes with a Class 1 bicycle path on the north side and a 5 foot sidewalk on the south side. Construction will occur in future year. Justification: The existing bridge is functionally obsolete (FO) and has a sufficiency rating of 58. The deck is narrow for the amount of traffic that it carries. Widening the bridge to current standards would remove the FO status. This bridge is eligible for the Highway Bridge Program funding. Project Status: Proposed. Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expenditure/Category: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Environ/NPDES 0 0 0 60,000 0 0 60,000 Design/Plan Review 0 220,000 0 0 0 0 220,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 0 0 950,000 .0 0 950,000 Inspection & Admin 0 0 0 240,000 0 0 240,000 Contingency 0 0 0 30,000 0 0 30,000 Total Costs: $0 $220,000 $0 $1,280,000, $0 $0 $1,560,000 Project Funding: Funding Source: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Federal HBP Grant 0 194,766 0 1,133,184 0 0 1,327,950 TDA Article 3 0 25,234 0 0 0 0 25,234 0 0 0 0 0 0 0 0 0 0 0 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 0 146,816 0 0 146,816 Total Costs: $0 $220,000 $0 $1,280,000 $0 $0 $1,500,000 Impact On Operations: None r • CJ MCBEAN PARKWAY WIDENING OVER THE RIVER Project Number S1037 Project Location: McBean Parkway at the Santa Clara River Trail. µ PJ4r�1V``. J �ir tg z:wsn�rov Ns t .y . PROJECT LOCATION: r � Description: This project will provide for design, and environmental documentation for the eventual widening of the north and south McBean Parkway Bridge to 8 lanes and construct a Class I bike path connecting McBean Parkway and the Santa Clara River Trail, creating a multi -modal corridor. Justification: Widening of the roadway and construction of the bicycle path to connect to the Santa Clara River Trail are consistent with the City's Circulation Plan and the Non -Motorized Transportation Plan. By widening the bridge • to accommodate the bicycle path, the City encourages the use of non motorized transportation for both recreational and commuter purposes. The funding request for fiscal year 2011-12 will provide for the environmental documents. Project Status: Pending. Department:. Public Works Project Supervisor: Curtis Nay Project.Cost Est. ($): Expenditure/Category: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Environ/NPDES 200,000 240,000 0 0 0 0 440,000 Design/Plan Review 897,635 0 0 0 0 0 897,635 Right -of -Way 0 0 0 0 0 0 0 Construction 0 0 5,435,000 0 0 0 5,435,000. Inspection & Admin 102,674 10,000 714,718 0 0 0 827,392 Contingency 0 0 700,000 0 0 0 700,000 Total Costs: $1,200,309 $250,000 $6,849;718 $0 $0 $0 $8,300,027 Project Funding: Funding Source: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total B&T - Valencia 688,242 250,000 0 0 0 0 938,242 Developer Bikeway 85,647 0 0 0 0 0 85,647 Prop. C Grant 426,420 0 3,348,608 0 0 0 3,775,028 0 0 0 0 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 3,501,110 0 0 0 3,501,110 • Total Costs: $1,200,309 $250,000 $6,849,718 $0 $0 $0 $8,300,027 Impact On Operations: Increase to landscape maintenance and utility costs. 0 2011-12 ACCESS RAMP CONSTRUCTION PROGRAM _ Project Number: T0034 Project Location: City wide. /- �;,✓�,..c r i r � z Y d S firy of i 1 l 1 Sllli� CI III l � •• � I �� tea,. PROJECT LOCATION: CITYWIDE 0 Description: This project will construct access ramps in high -demand areas of the City. Targeted areas may include areas 0 0 near schools and other high -pedestrian traffic areas. 0 0 0 0 0 Justification: Each year the City dedicates a portion of the capital budget for this effort. This annual commitment allows the 0 0 City to move toward compliance with federal Americans with Disabilities Act (ADA) requirements. 0 0 0 Project Status: Proposed. Department: Public Works 0 Project Supervisor: 0 Curtis Nay Priority Unfunded 0 0 50,000 50,000 50,000 50,000 200,000 Total Costs: $0 Project Cost Est. ($): $50,000 $50,000 $50,000 $250,000 Expenditure/Category: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 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 2011-12. 2012-13 2013-14 2014-15 2015-16 Total Bikeway Funds 0 3,000 0 0 0 0 3,000 Gas Tax 0 38,934 0 0 0 0 38,934 TDA Article 3 0 8,066 0 0 0 0 8 066 0 0 0 0 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 $250,000 Impact On Operations: None CLASS II AND III BIKEWAY CONSTRUCTION Project Number: T1013 Project Location: f1 1 City wide. qty of soma cl+uita 0 PROJECT LOCATION t CITYWIDE • Description: This project will construct Class II and Clas% III bikeways by restriping existing roadways on multiple streets in the community. Streets identified for bikeway construction are Centre Pointe Parkway and Decoro Drive. Justification: Project listed as part of the City's adopted Non -Motorized Transportation Plan. Provision of the bikeways promotes fulfillment of the City's goal to encourage bicycling. In Department: Public Works Project Supervisor: Andrew Yi Project Status: progress.. Project Cost Est. ($): Expenditure/Category: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Environ/NPDES 0 0 0 0 0 0 0 Design/Plan Review 0 54,446 0 0 0 0 54,440 Right -of -Way 0._ . .., .. 0 0 ... ..0 0,___,_. 0. 0 Construction 0 185,000 0 0 0 0 185,000 Inspection & Admin 0 14,265 0 0 0 0 14,265 Contingency 0 18,500 0 0 0 0 18,500 Total Costs: $0 $272,205 $0 $0 $0 $0 $272,205 Project Funding: Funding Source: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total BTA Grant 0 244,983 0 0 0 0 244,983 TDA Article 3 0 27,222 0 0 0 0 27,222 0 0 0 0 0 0 0 0 0 0 0 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 $272,205 $0 $0 $0 $0 $272,205 Impact On Operations: Minor increase to striping maintenance obligation. • • EAST WALKER RANCH TRAIL SYSTEM Project Number T3013 Project Location: 16300 Placerita Canyon Road Description: This project will develop an improved trail system on the recently purchased East Walker Ranch Open Space Impact On Operations: None. The project will also provide a trail connection linking East Walker Ranch Open Space with adjacent Golden Valley Open Space and Placerita Canyon County Park. Justification: City staff has been made aware of a significant increase in demand for multi -use trails in the area. The • expansion of multi -use trails is consistent with the Parks, Recreation, and Community Services Master Plan and is a priority project of the Parks, Recreation and Community Services Commission. Project Status: In progress. Department: Parks, Recreation & Community Services Project Supervisor: Tom Reilly Project Cost Est. ($): Expenditure/Category PriorYears 2011-12 2012-13 2013-14 2014-15. 2015-16 Total Environ/NPDES 1,500 0 0 0 0 0 1,500 Design/Plan Review 5,000 0 0 0 0 0 5,000 Right -of -Way 5,000 0 0 0 0 0 5,000 Construction 50,000 65,000 0 0 0 0 115,000 Inspection & Admin 1,500 2,500 0 0 0 0 4,000 Contingency 12,000 7,500 0 0 0 0 19,500 Total Costs: $75,000 $75,000 $0 $0 $0 $0 $150,000 Project Funding: Funding Source: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Prop. A Specific 75,000 75,000 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 0 0 0 0 0 Total Costs: $75,000 $75,000 $0 $0 $0 $0 $150,000 Impact On Operations: None. GOLDEN VALLEY RANCH OPEN SPACE ACCESS Project Number T3014 Project Location: Golden Valley Open Space District. Description: ff L 4 / existing 900 -acre open space and trail system from the communities of Sand Canyon and Fair Oaks Ranch, L l and Placerita Canyon Road. Improvements inlcude monument signs, information kiosks, drinking fountains, -• -the j f. n� S PROJECT LOCAT/ON:',? ,: 1 Impact On Operations: None. This effort will provide trailhead facillities and trail extensions necessary to provide public access to the existing 900 -acre open space and trail system from the communities of Sand Canyon and Fair Oaks Ranch, and Placerita Canyon Road. Improvements inlcude monument signs, information kiosks, drinking fountains, benches and overlook areas, signage and mileage markers as appropriate. Justification: Upon opening the area to the public in 2008, gates were installed in two locations to control vehicuar access and dumping. The proposed improvements will make the trails more visible and attractive for area residents, • and signage will inform them of the function and care of our open space areas. Project Status: Proposed. Department: Parks, Recreation & Communit Project Supervisor: Tom Reilly - Project Cost Est. ($): Expenditure/Category: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Environ/NPDES 0. - 0 0 0 0'1- _0 0 Design/Plan Review 0 0 0 0 0 0 0 Right -of -Way 0 0 0 0 0 0 0 Construction 0 145,000 0 0 0 0 145,000 Inspection & Admin 0 1,000 0 0 0 0 11000 Contingency 0 14,000 0 0 0 0 14,000 Total Costs: $0 $160,000 $0 $0 $0 $0 $160,000 Project Funding: Funding Source: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total GVR OSMD 0 160,000 0 0 0 0 160,000 0 0. 0 0 0 0 0 0. 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $160,000 $0 $0 $0 $0 $160,000 • Impact On Operations: None. MCBEAN REGIONAL TRANSIT CENTER PARK AND RIDE Project Number T1012 • Project Location: McBean Regional Transit Center - Valencia Blvd/ McBean Parkway. Description: The McBean Regional Transit Center (MRTC) Park and Ride lot will provide an additional 200 to 300 parking spaces for Transit Center users. The project will also include bicycle lockers, a passenger drop-off area, bus layover pads, a commuter passenger platform, paving, lighting, and a pedestrian link to the exisitng McBean e Justification: These improvements have been identified as "Recommended" in the 2006 Transportation Development Plan due to a deficiency of parking spaces for transit users. Construction of the additional parking facility • `- ,,y� k R MCBEANk y - .. Project Status: Pending. TRPNSFER'... STATIgV sir- . r� �• c ($): Expenditure/Category: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Environ/NPDES 100,000 0 0 0 0 0 100,000 Design/Plan Review 525,569 0 0 0 0 0 525,569 Right -of -Way 1,150,000. 0 0 0 0 0 1,150,000 Construction Pyr- . 0 0 0 3,689,410 R G 100,000 380,000 0 0 0 0 480,000 Contingency 0 222,885 0 0 0 0 222,885 Total Costs: PROJECT LOCATION: O $0 $0 $0 � �ARKN Description: The McBean Regional Transit Center (MRTC) Park and Ride lot will provide an additional 200 to 300 parking spaces for Transit Center users. The project will also include bicycle lockers, a passenger drop-off area, bus layover pads, a commuter passenger platform, paving, lighting, and a pedestrian link to the exisitng McBean Retional Transit Center and adjacent businesses. Justification: These improvements have been identified as "Recommended" in the 2006 Transportation Development Plan due to a deficiency of parking spaces for transit users. Construction of the additional parking facility • demonstrates the City's commitment to supporting and promoting transit ridership for both local users and for commuters. Project Status: Pending. Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expenditure/Category: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Environ/NPDES 100,000 0 0 0 0 0 100,000 Design/Plan Review 525,569 0 0 0 0 0 525,569 Right -of -Way 1,150,000. 0 0 0 0 0 1,150,000 Construction 0 3,689,410 0 0 0 0 3,689,410 Inspection & Admin 100,000 380,000 0 0 0 0 480,000 Contingency 0 222,885 0 0 0 0 222,885 Total Costs: $1,875,569 $4,292,295 $0 $0 $0 $0 $6,167,864 Project Funding: Funding Source: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total ARRA Transit 625,569 3,780,295 0 0 0 0 4,405,864 Federal Approp. 0. 300,000 0 0 0 0 300,000 Prop. A Local Return 1,250,000 212,000 0 0 0 0 1,462,000 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: $1,875,569 $4,292,295 $0 $0 $0 $0 $6,167,864 • Impact On Operations: NEWHALL METROLINK PARKING EXPANSION - ARRA . Project.Number T2005 • Project Location: Jan Heidt Metrolink Station Metrolink Station - Railroad Avenue/ Market Street � PriorYears 2011-12 A . 2014-15 2015-16 -�_ \� SLG �.R Y• i... �.- rt - WIOt4Hf1 RII_ 0 ,4ti � t`,�. 0 4,638 - Design/Plan Review 145,000 0 0 .! _♦ ."tet ..�_. � ......,, 145,000 Right -of -Way 1 b n 0 0 r c4 0 0 Construction } 720,000 0 0 �\ 0 720,000 Inspection & Admin 7,380 20,000 102,982 0 0 . 0 130,362 Contingency 0 100,000 0 t.- t5grhiny rr Nr £F£r y« \ t•. a � % 9� ( dc:U!Y )"M 100,000 Total Costs: $152,380 $844,638 $102,982 $0 t, � Y1 $0 "- Priority Unfunded 1�N X T ��I �� lu.-• V1 dry- 0 0 T 4 0 SIRs, 11 a e �y= , x '¢r j r PROJECT LOCATION: $102,982 $0 $0 Description: This project will design and expand the parking area at the Newhall Metrolink Station, on City -owned land. Effort will also replace recreational space that will be usurped by the expanded parking facility. Justification: It has been demonstrated through many City plans that an increase in City-wide commuter parking is needed. The Jan Heidt Newhall Metrolink Station has been identified as having inadequate parking facilities for Metrolink users. Expanding the parking facilities at this location to meet current dermand will encourage continued use of the Metrolink Station. Project Status: In progress. Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expenditure/Category: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Environ/NPDES 0. 4,638 0 0 0 0 4,638 - Design/Plan Review 145,000 0 0 0 0 0 145,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 720,000 0 0 0 0 720,000 Inspection & Admin 7,380 20,000 102,982 0 0 . 0 130,362 Contingency 0 100,000 0 0 0 0 100,000 Total Costs: $152,380 $844,638 $102,982 $0 $0 $0 $1,100,000 Project Funding: Funding Source: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total ARRA Transit 136,680 710,338 102,982 0 0 0 950,000 Quimby 15,700 134,300 0 0 0 0 150,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0. 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $152,380 $844,638 $102,982 $0 $0 $0 $1,100,000 Impact On Operations: Increase to utilities and facilities maintenance budgets. • • ROUND MOUNTAIN TRAIL CONNECTION Project Number T1015 Project Location: 110 a .. •�tj � •, A y()� 4 � ,�yt G4i ,}4i O� ��t 9 i i. -� �`\ �' V ..3�P � F tido •,� , . �4.y. 0 � U.p MAGIC MOUNTAIN "- _ p o xu`Y, 4 PROJECT LOCA rlON: O Description: This effort will secure right-of-way and create an all-weather access on an existing base utility road to extend existing Santa Clara River Class I bike path under 1-5 to the Old Road (in County area). Justification: The City recently acquired the Round Mountain Open Space. This acquisition, combined with the 2009 completion of Segment 1 of the Santa Clara River Trail (on the north side df the river), and the current construction of the trailhead on the South Side of the River, provides an opportunity to significantly improve • access for commuters and recreational riders, walkers and equestrians. Project will also enhance opportunities for Triatholon events in Santa Clarita. Project Status:' Proposed. Department: Parks, Recreation & Community Services Project Supervisor: Tom Reilly Project Cost Est. ($): Expenditure/Category; PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 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 17,500 0 0 0 0 17,500 Inspection & Admin 0 500 0 0 0 0 500 Contingency 0 2,000 0 0 0 0 2,000 Total Costs: $0 $20,000 $0 $0 $0 $0 $20,000 Project Funding: Funding Source: PriorYears 2011-12 2012-13 2013-14 2014-15 . 2015-16 Total TDA Article 3 0 20,000 0 0 0 0 20,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $20,000 $0 $0 $0 $0 $20,000 Impact On Operations: . SAFE ROUTES 2 SCHOOL PH V Project Number: T0031 LEONA COX, RIO VISTA, OLD ORCHARD Project Location: City wide. i — I r Snntyof a Clmitn 7 r' PROJECT LOCATION r CITYWIDE , Description: This project will construct roadway and pedestrican improvements near Leona Cox, Rio Vista, and Orchard Village Elementary Schools. The goal of the project is to enhance student safety and encourage students to bike and walk to to school. Effort includes the removal and replacement of curb and gutter, widening sidewalks, paving, striping, signage, and construction of roadway bulb -outs at selected intersections. Justification: This effort will increase student safety by increasing the visibility of school crossings and reducing vehicular speeds near school grounds. Project Status: In progress. Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expenditure/Category: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Environ/NPDES 0 0 0 0 0 0 0 . _ .. Design/Plan Review., 45,000 0 0 0.. _ 0 .. _ _. 45,000 Right -of -Way 0 0 0 0° 0 0 0 Construction 433,418 0 0 0 0 0 433,418 Inspection & Admin 0 40,000 0 0 0 0 40,000 Contingency 45,000 0 0 0 0 0 45,000 Total Costs:. $523,418 $40,000 $0 $0 $0 $0 $563,418 Project Funding: Funding Source: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Gas Tax 52,342 4,076 0 0 0 0 56,418 SR2S Grant 471,076 35,924 0 0 0 0 507,000 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: $523,418 $40,000 $0 $0 $0 $0 $563,418 Impact On Operations: None. • C7 SAFE ROUTES 2 SCHOOL VI Project Number: T1014 ® VALLEY VIEW, VALENCIA VALLEY, NORTH PARK Project Location: Valencia community. City of Santa Cimita N. PROJECT LOCATION + CJTYWJOF Description: This project will construct roadway and pedestrican improvements near North Park, Valencia Valley and Valley 0 View elementary schools. The goal of the project is to enhance student safety and encourage students to 0 bike and walk to to school. Effort may include the removal and replacement of curb and gutter, widening 0 sidewalks, paving, striping, signage, and construction of roadway bulb -outs at selected intersections. Justification: This effort will increase student safety by increasing the visibility of school crossings and reducing vehicular • speeds near school grounds. Project Status: Proposed. Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expenditure/Category: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Environ/NPDES 0 0 0 0 0 0 0 Design/Plan Review 0 40,000 0 0 0 0 40,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 187,000 0 0 0 0 187,000 Inspection & Admin 0 10,000 0 0 0 0 10,000 Contingency 0 0 0 0 0. 0 0 Total Costs: $0 $237,000 $0 $0 $0 $0 $237,000 Project Funding: 0 Funding Source: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total SR2S Grant 0 213,300 0 0 0 0 213,300 TDA Article 3 0 23,700 0 0 0 0 23,700 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $237,000 $0 $0 $0 $0 $237,000 • Impact On Operations: SAN FERNANDO ROAD PEDESTRIAN FACILITIES Project Number T2003 AKA - NEWHALL AVENUE PEDESTRIAN FACILITIES & SIDEWALK t' Project Location: Newhall Avenue in the vicinty of the rail line to Carl Court. ' \ AIEWNAf&Y .�. i* d'' Al � M h� a t oo ' a` k 'N9L4A�Mr,S 'AM Mln' 111 .,iil iNNI k A I PROJECT LOCATION: I Description: This project will provide for the design and construction of ADA acceptable pedestrian pathway & sidewalk along the east side of Newhall Avenue (formerly San Fernando Road) across the Metrolink tracks to Sierra Highway. Justification: The identified area currently lacks a standard pedestrian pathway: The improvements will address this need . and provide an improved passageway across the railroad tracks, as well as install sidewalks to enhance pedestrian access to downtown Newhall and nearby recreational areas. • Project Status: In progress. Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expenditure/Category: PriorYears 2011-12. 2012-13 2013-14 - 2014-15 2015-16, Total Environ/NPDES 2,500 2,500 0 0 0 0 5,000 Design/Plan Review 105,000 0 0 0 0 0 105,000 Right -of -Way 0 0 0 0 0 0 0 Construction 382,930 500,000 0 0 0 0 882,930 Inspection & Admin 82,500 47,500 0 0 0 0 130,000 Contingency 80,000 50,000 0 0 0 0 130,000 Total Costs: $652,930 $600,000 $0 $0 $0 $0 $1,252,930 Project Funding: Funding Source: PriorYears 2011-12 2012-13 2013-14 2014-15 2015-16 Total Prop. C Local 132,930 0 0 0 0 0 132,930 TDA Art. 3 20,000 0 0 0 0 0 20,000 VP B&T (Via Princess 500,000 600,000 0 0 0 0 1,100,000 VP B&T (Bouq B&T Lo 0 0 0 0 0 0 0 VP B&T (SF Relinq Lo 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: $652,930 $600,000 $0 $0 $0 $0 $1,252,930 Impact On Operations: None. Unfunded Capital Projects • No. Project Estimated Cost No. Project Estimated Cost NEEDS PREVIOUSLY IDENTIFIED IN THE 2011-15 CIP: PARKS - Pendine Transfers from County of Los Angeles CIRCULATION Chesebrough Park $225,850 Annual Median Modification $200,000 Northbridge Park $810,000 Annual Circulation Improvements $200,000 Summerhill Lane $875,000 Annual IntersectionSafety Improvements $200,000 PEDESTRIAN BRIDGES FACILITIES & BUILDINGS 90-0707 Seco Canyon Road and Decoro Drive $852,975 171017 City Hall Retofit (Grant 825,000) $100,000 90-0711 Decoro Drive and Vista Delgado $852,975 MAINTENANCE SIDEWALK, CURB & GUTTER INSTALLATION - City Annual Bridge Maintenance $350,000 Arcadia Street Improvements $310,500 Annual Overlay and Slurry Seal $122,121,685 92-0902 Orchard Village Road (north of Lyons Ave) $207,000 Annual Play Area Shade Program $216,000 Scherzinger Lane Improvements Ph 11 $5,175,000 Annual Roadway Safety Program $200,000 Valencia Industrial Center Sidewalks Annual Sidewalk Repair Program $1,040,000 ' Annual Stormwater Flowline Repair $600,000 SIGNAGE PROGRAMS 90-1104 City Entry Signs & Median Parkway Signs $4,372,875 STREETS AND BRIDGES SIDEWALKS S3023 Dockweiler Drive/1-yons Avenue $69,100,000 McBean Parkway Sidewalk $75,000 Golden Valley/SR-14 Bridge Widening 53027 (1.1. B&T$5,606.098) $8,500,000 Lost Canyon Road Bridge Widening $146,816 STREET CONSTRUCTION - NEW (City) McBean Widening over the Santa Clara River S3027- (Env & Design Grant - $3,775,000) $3,501,110 91-1207 Golden Valley - Soledad Cyn/Plum Canyon $24,012,000 Newhall Ranch Rd. Bridge Widening over 2010-100 San Franc. Creek $9,929,355 91-1204 Magic/Via Princessa Roadway (at grade) $43,470,000 TRAILS AND TRANSIT Santa Clarita Parkway (Bouquet to Sierra) • Annual Access Ramp Construction $200,000 2006-020 Via Princessa - Isabella to Golden Valley $88,780,000 OTHER UNFUNDED NEEDS TRAILS None Alley Construction $53,820 Central Park/SCRT $700,000 90-0201 Bus Turn -Outs $258,750 Placerita Canyon $100,000 South Fork Trail/Orchard/Lyons $600,000 FLOOD CONTROL PROJECTS - County Sand Canyon Trail $300,000 90-0401 Newhall Avenue and Pine Street $2,354,625 Santa Clara River Trail to Robinson Ranch $500,000 Springbrook Avenue (N/O Sierra Highway) - Santa Clarita Reg. Comm. Trial (Orchard $2,000,000 Sierra Highway Area Sewer Study $155,250 90-0634 South River/1-5 SCRT $2,000,000 Sierra Highway Storm Drain Master Plan $207,000 Wiley Canyon/Orchard Village Road Bridge $550,000 Wiley Canyon Trail -.to Rivendale . $1,000,000 PARKS - Active Canyon Country Community Center $2,000,000 TRANSIT 90-0622 Canyon Country Park Ph 11 (Tennis Cts, Pool) $6,000,000 Santa Clarita Transit - Bikes on Buses $8,500,000 Central Park Tennis Complex $6,000,000 P4009 Central Park Recreation Center $35,000,000 Multi -Use Fields $5,000,000 TRAFFIC SIGNALS - Develouer P3011 Santa Clarita Sports Complex Ph IV - Gym $12,000,000 Signal Synchronization $250,000 Santa Clarita Sports Complex (24 -acre dev.) $26,000,000 UTILITY UNDERGROUNDING PARKS - Passive/River 90-1306 Bouquet Canyon Road - Soledad $533,025 Discovery Park - (Build out) $2,500,000 90-1309 Bouquet Canyon (N/S) - Soledad $2,277,000 Rivendale Park $8,500,000 90-1308 Newhall Avenue (w/s) - Lyons Avenue and $393,300 Oak Spring/Norland Property (Pols. Ballfields) $5,000,000 90-1305 San Fernando (w/s) - Bouquet Canyon/Lyons $4,347,000 Open Space Access - (Various Improvements) $450,000 90-1302 Sand Canyon Road - City Limits/Placerita $481,275 Open Space Parks (Master Plans for Various) $200,000. 90-1307 Seco Canyon Road - Bouquet Canyon/City $533,025 Quigley Canyon Park- (Env & Design) $100,000 90-1304 Sierra Highway - City Limits $289,800 Re -Master Plan of Older Parks $500,000 90-1302 Soledad Canyon Road - Sand Canyon/Sierra $496,800 91-1302 Wiley Canyon Road - Lyons/City Limits $496,800 • PARKS - Special Use None Amphitheater $5,000,000 None Pioneer Oil Refinery $2,089,000 GRAND TOTAL: $532,340,611 • C a• Object Designations • Line Item Title and Description Personnel 5001.001 Regular Employees: Provides for compensation for full-time, regular employees. 5001.002 Design -Salaries & Wages: Provides for compensation for work performed on capital improvement project on its design phase. 5001.003 Construction Salaries & Wages: Provides for compensation for work performed on capital improvement project on its construction phase. 5001.005 Stand by Pay: Provides compensation for scheduled stand by call in case of emergency. 5001.006 Certificate Pay: Provides compensation for legitimate specialized certificates/licenses held by employees. 5002.001 Part -Time Employees: Provides for compensation for temporary employees. 5003.001 Overtime: Provides compensation for overtime at one and one-half times the regular salary. 5011.001 Health and Welfare: Provides for benefits for accidental death, dismemberment and life insurance for full-time regular employees. 5011.002 Life Insurance: Provides for City -paid benefit of life insurance. 5011.003 Long -Term Disability Insurance: Provides for employee benefits for disability insurance. 5011.004 Medicare Expense: All employees must contribute 1.45% and City to match. 5011.005 Workers Compensation: Provides for City -paid benefits pursuant to State law. • 5011.006 PERS: Provide for City -paid benefits for employee's retirement system. 5011.007 Deferred Compensation: Provides for City -paid benefits for deferred compensation plan. 5011.008 Unemployment Taxes: Provides for City -paid benefits for unemployment insurance. 5011.009 Retiree Medical: Provides health insurance benefits to retirees.' Operations and Maintenance 5101.001 Publications and Subscriptions: Provides for publications and subscriptions. 5101.002 Membership and Dues: Provides for membership fees and dues of professional organizations. 5101.003 Office Supplies: Provides for the purchase of office supplies. 5101.004 Printing: Provides for outsource printing. 5101.005 Postage: Provides for City mailing expenses. 5111.001 Special Departmental Supplies: Provides special supplies specific to the department's need. 5111.002 Vehicle Fuel: Provides for fuel for all City fleet vehicles. 5111.003 Uniforms -Non Employee: Uniforms for recreation program activities. 5111.004 Janitorial Supplies: Provides for building and structure service maintenance. 5111.005 Maintenance/Supplies: Provides for the costs of maintenance and supplies for City equipment. 5111.007. Small Tools: Provides for specialty tools and equipment under $5,000. •5111.008 New Personnel Computers: Provides for new employees' desktop. 5111.009 Computer Software Purchase 5111.010 Striping Supplies: For streets use. 5111.011 Asphalt Supplies: For streets use. 5111:012 Concrete: For streets use. 5111.020. Books and Materials: Provides for library books and materials. 5121.001 Rents/Leases: Provides for rental or leases of buildings and structures required for City use. • 5121.002 Rental Office: Provides for rental of office building for City program use. 5121.003 Equipment Rental: Provides for rental of equipment not owned by the City. 5131.001 Electric Utility: Provides for electric utilities. 5131.002 Gas Utility: Provides for gas utilities. 5131.003 Telephone Utility: Provides for telephone services. 5131.004 New Personnel VOIP Phone 5131.005 Cellular Service: Provides for cellular telephone services. 5131.006 .Water Utility: Provides for water service. 5141.001 Maintenance and Repairs: Provides for maintenance and repairs. 5141.002 Street Maintenance Service: Provides for maintenance services on streets. 5141.003 Street Sweeping Services: Provides for City's street sweeping services. 5141.004 Bridge Maintenance: Provides for bridge maintenance and repairs 5141.005 Curb & Sidewalk: Provides for curb and sidewalk maintenance. 5141.006 Storm Drainage Repair: Provides for storm drain repairs and maintenance. 5141.007 Traffic Signal Maintenance: Provides for traffic signal maintenance and repairs. 5141.008 Traffic Signs & Markings: Provides for traffic signs and marking supplies. 5151.001 Insurance Premium: Provides for general and liability insurance payments. • 5151.002 Claims Payment: Provides for investigations, legal costs and settlement of claims or liability. 5151.003 Employee Safety: Provides for first aid supplies and urgent care services. 5161.001 Contractual Services: Provides for long -tern contractual agreements with primarily professional consulting fines and Los Angeles County. 5161.002 Professional Services: Provides for professional services/retainers. 5161.003 Annexation Services: Provides for expenditures relating to annexations to the City. 5161.004 Advertising: Provides for advertising and legal notices of various City activities. 5161.005 Promotion and Publicity: Provides for the expense of community events and the publicity of the City. 5161.006 Grant Services 5161.007 Hazardous Waste Collection: Provides for household hazardous waste collection program. 5161.008 Graphic Design Service: Provides for programs and events graphic designs. 5161.009 Public Information Services: Expenditures related to important public information 5161.010 Landscape Services: Provides for landscape services and upkeep. 5161.011 Weed & Pest Control 5161.012 Tree Trimming: Provide for tree trimming related expenditures. 5161.013 Reserve Projects Expenditures:. Provide for landscape maintenance projects. • 5161.014 Inspections: Provide for landscape inspection services. 5161.016 Local Bus: Provide for local route bus services. 5161.017. Dial A Ride: Provide for bus services to elderly and disabled residents 5161.018 Commuter Services: Provide for bus services to and from downtown LA. 5161.019 Contract Administration Fees: Provide for services provided to Metrolink commuters. 5161.020 Expedited Contract Services: Provide for expedited permitting. 5161.023 Landscape Maintenance/Supplies 5161.024• Business Sponsorship: Provide for expenditures related to business retention and sponsorship. 5161.050 General Law: Provide for law enforcement services. 5161.051 Community SVC Officers: Provide. for Community Service Officers. 5161.052 Community Relations: Provide for sheriff's response to community concerns and non -emergency. requests. 5161.053 Business Alliance: Provide for crime related education to business community. 5161.100 Legal Services: Provide for legal and other related services. 5171.001 Community Services Grants: Provide for grants to eligible applicants. 5171.007 Rewards Program: Provide monetary rewards for reporting graffiti incidents. 5171.008 Special Events: Provide for law enforcement on special events. 5181.003 Appeals/Filing Fees: Provides for special appeals by the City to various Counties, state or other agencies. 5183.001 Depreciation Expense: Annual cost of use of capital assets allocated over the period of its useful life. 5185.003 Taxes/Licenses/Fees. for 5185.005 Open Space Exp. Provide expenditures relating to open space programs. 5191.001 Travel and Training: Provides for all travel, conference, meeting and training sessions generally requested by the City and taken on City time. 5191.002 Relocation: Provides for relocation expenses incurred in moving. 5191.003 Education Reimbursement: Provides education reimbursement for employee development related to the improvement of the position. Generally requested by employee and taken on own time. Requires prior approval. 5191.004 Automobile Allowance/Mileage: Provides for monthly automobile allowance and mileage reimbursement incurred in use of personal vehicle on City business. 5191.005 Reg 15 Incentives Program: Rideshare incentive program. 5191.006 Employees' Uniforms: Provides for clothing and equipment required primarily by field personnel. 5211.001 Computer Replacement: Provide for annual replacement of computer equipment. 5211.002 Vehicle Replacement: Provide for annual vehicle replacements. 5211.003 Equipment Replacement: Provide for annual equipment replacements. 5211.004 Insurance Allocation: Provide for annual insurance allocation. 5401.001 Council Contingency: Provide operating contingency money at budget time for the City Council to access for unanticipated items during the course of the fiscal year. 5401.002 Transit Mining Company Reserve: Provide for funds to continue the fight to stop mining within the City. • 5401.003 Los Lomas Reserve: Provide for funds for Los Lomas housing development. 5401.004 MTA Grant Match Reserve 5401.006 Risk Management Reserve 5401.007 Capital Project Reserve Capital Outlay • ' 5201.001 Furniture and Fixtures: Provide for the purchase of office furniture and fixtures for City buildings and structures. 5201.002 Equipment: Provide for the purchase of equipment for use by City employees at City buildings, structures and locations. 5201.003 Automotive Equipment: Provide for the purchase of all types of automotive equipment operated for the transportation of persons or things.... 5201.004 Land: Provide for the acquisition of land for City use. 5201.005 Buildings and Structures: Provide for the acquisition of buildings and structures and other t improvements to the structures already erected or assembled in place. 5201.006 Building Improvements: Provide for repairs, improvements and alterations to the buildings and structures. , 5201.008 Improvements Other Than Building: Provide for acquisitions of, or the construction, alterations or other improvements to other than buildings. 5201.009 Right of Way: For acquisition of right of ways. 5201.010 Infrastructure: For City infrastructure improvements. 5201.011 Library Buildings: For City library facilities. 5201.012 Library Building Improvements 5201.013 Library Furniture and Equipment • 0 Glossary of Terms Appropriation - an authorization by the City.Council to make expenditures and to incur obligations for a specific purpose within a specific time frame. Assessed Valuation - A dollar value placed on real estate or other property by Los Angeles County as a basis for levying property taxes. Audit - A view of the City's accounts by an independent auditing firm to substantiate fiscal year-end fund, salaries, reserves and cash on hand. Beginning/Ending (Unappropriated) Fund Balance - Unencumbered resources available in a fund from the prior/current fiscal year after payment of the prior/current fiscal year's expenditures. This is not necessarily cash on hand. Bond - A City may raise capital by issuing a written • promise to pay a specific sum of money, called the face value or principal amount, at a specific date or dates in the future, together with periodic interest at a special rate. Budget - A fiscal plan of financial operation listing an estimate of proposed appropriations or expenditures and the proposed means of financing them for a particular time period. The budget is proposed until it has been approved by the City Council. Santa Clarita's annual budget encompasses one fiscal year (July 1 through June 30.) Capital Improvement - A permanent addition to the City's assets, including the design, construction, or purchase of land, buildings, or facilities, or major renovations of same. Capital Improvement Program (CIP) - A financial plan of proposed capital improvement projects with single and . .multiple -year capital expendi- tures/expenses. The Capital Improvement Program plans for five years and is updated annually. 0 Capital Project Categories - Each Capital Project included in the budget and CIP is placed in one of eight categories based on the nature of the improvement. The eight categories and their general definitions are: I. Beautification & Landscaping - These projects involve some aspect of the aesthetics of the community. Many include landscaping. 2. Circulation - These projects improve the efficiency and safety of the roadway systems. 3. Emergency - These projects provide repair or restoration of infrastructure or structural damage caused by natural disasters. 4. Facilities & Buildings - These projects will provide new City facilities or significant improvements to existing facilities. 5. Maintenance - These projects are larger scale ongoing maintenance efforts that result in a lengthened service life. of infrastructure. and upgrades to more state-of-the-art equipment/facilities. 6. Parks - These projects involve acquisition and development of active and passive City park lands. 7. Resource Management & Conservation - These projects provide facilities to assist the citizens and businesses in the City to conserve natural resources and to enhance the sustainability of the community and region. 8. Streets & Bridges - These projects provide enhancements to the street and bridge infrastructure in the City. Projects include road widening, realignments, bridge barrier retrofits, etc. 9. Trails & Transit - The projects in this category provide "multi -modal" transportation oppor- tunities within the community. Projects include trails, access ramps, sidewalks, bus facilities, etc. Capital Outlay A budget appropriation category which budgets all equipment having a unit cost of $5,000 or more and an estimated useful life of two or .more years. Capital Projects - Physical structural improvements with a cost of $25,000 or more and a useful life of one year or more. Examples include a new park, building modifications or road construction, City Manager's Transmittal Letter - A general discussion of the approved budget 5 -Year CIP. The letter contains an explanation of principal budget and CIP items and summaries. Debt Service - Payment of the principal and interest on an obligation resulting from the issuance of bonds, notes, or Certificates of Participation (COP'S). Debt Service Requirements - The amount of money required to pay interest on outstanding debt and required contributions to accumulate monies for future retirement of term bonds. Deficit - An excess of expenditures or expenses over revenues (resources). Department - It is the basic unit of service responsibility encompassing a broad array of related activities. Division - A subsection (or activity) within a department which furthers the objectives of the City Council by providing specific services. . Encumbrances - A legal obligation to pay funds, the expenditure of which has not yet occurred. They cease to be encumbrances when the obligations are paid or otherwise terminated. Expenditure - The actual spending of funds set aside by an appropriation. Expense - The actual spending of funds set aside by an appropriation. Fiscal Year - A twelve-month period of time to which a budget applies. In Santa Clarita, it is July I through June 30. Fund - An independent fiscal and accounting entity used to record all financial transactions related to the specific purpose for which the fund was created. Fund Balance - The amount of financial resources available for use. Generally, this represents the detail of all the annual operating surpluses and deficits since the fund's inception. General Fund - The primary fund of the City used to account for all revenues and expenditures of the City not legally restricted as to use. This fund is used to offset the cost of the City's general operations. All revenues which do not have to be placed in a separate fund are deposited in the general fund. All expenditures must be made pursuant to appropriations which lapse annually and at the end of the fiscal year. General Obligation Bond - Bonds used for various purposes and repaid by the regular (usually via the General Fund) revenue raising powers of the City. Grant - Contributions, gifts of cash, or other assets from another governmental entity to be used or expended for a specific purpose, activity, or facility. An example is the Community Development Block Grant provided by the Federal Government. Interfund Transfers - Monies transferred from one fund to another. Such money is transferred to.finance the operations of another fund or to reimburse the fund for certain expenditures. Internal Service Fund - An Internal Service Fund provides services to other City departments and bills the various other funds foi- services rendered, just as would private business Materials, Supplies, and Services - Expenditures for materials, supplies, and services which are ordinarily consumed within a fiscal year and which are not included in departmental inventories. • • 0 Municipal Code - A book that contains the City Council approved ordinances currently in effect. The Code defines City policy with respect to areas such as • Planning, etc. Objectives - The expected results or achievements of a budget activity. Operating Budget - Annual appropriation of funds for ongoing program costs, including salaries and benefits, services and supplies, debt service, capital outlay and capital improvements. Operations and Maintenance - A section. of the budget that addresses all the programs and day-to-day operating costs associated with the . day-to-day operations of a division or a department. Ordinance - A formal legislative enactment by the City Council. It has the full force and effect of law within City boundaries unless pre-empted by a higher form of law. An Ordinance has a higher legal standing than a Resolution. • Priority Unfunded - This "funding source" is utilized in the CIP to identify key projects that are planned but for which specific funding allocations and sources have not been identified. Prior Year Actuals - This column in the CIP is used to identify those monies .expended during the course of the project prior to the current fiscal year. It becomes part of the "total' column for easy identification of total project costs. Reimbursement - Payment of amount remitted on behalf of another party, department, or fund. Reserve - An account used to record a portion of the fund balance as legally segregated for a specific use. Resolution - A special order of the City Council which has a lower legal standing than an ordinance. Revenues - Amount received for taxes, fees, permits, • licenses, interest, intergovernmental sources, and other sources during the fiscal year. Revenue Bonds. - A type of bonds usually issued to construct facilities. The bonds are repaid fi-om the revenue produced by the operation of these facilities. Salaries and Benefits - A budget category which generally accounts ' for full-time and part-time employees, overtime expenses, and all employee benefits, such as medical, dental, and retirement. Special Revenue Funds - This fund type collects revenues that are restricted by the City, State, or Federal Government as to how the City might spend them. Unfunded Projects - This section of the CIP contains a listing of capital needs that have been identified but for which funding has not been identified. REVENUES _. 5.. The City of Santa Clarita provides many services to its residents such as Police, Fire, Park and Recreation, Library Services, etc. These services are not without a cost to the taxpayer. It is the task of City officials to produce the necessary revenue ..to satisfy the ever-growing demand for local services. . . 6. The City of Santa Clarita receives revenue from many sources to offset the costs of its operations. Revenue is received from sales taxes, property taxes, and many other sources. For each fiscal year, the City's revenues are estimated, This section will describe the 47 major revenue sources available to the City. The budget- summaries will .provide. a. more detailed breakdown of all revenues. Major revenue sources are as follows: Sales and Use Tax - Sales and use tax is imposed on retailers for the privilege of selling, at retail, within the City limits. This tax is based on the sales price of any taxable transaction of tangible personal property. The Bradley -Burns Uniform Local Sales and Use Tax.Law, adopted in 1955, extend the authority to impose local sales tax to counties. One percentage point of the sales tax collected by the State Board of Equalization is allocated back to the City for general purposes. Motor Vehicle In -Lieu - Motor Vehicle In -Lieu is a state vehicle license fee imposed on motorists for the privilege of operating a motor vehicle on the public highways. This fee is two percent of the depreciated interest value of all motor vehicles and is imposed "in -lieu" of a local property tax. Community Development Block Grant - The Community Development Block Grant (CDBG) program was designed by the Department of Housing and Urban Development (HUD) to revitalize low and moderate income areas within a city. The CDBG monies are restricted by specific provisions. 7. Real Properbt Transfer Tax - One-half of the deed transfer tax collected by the County Recorder is remitted to the City. The tax is levied at the rate of $.55 per $500 of the face value of the deed. Property Tax - Property tax is imposed on real property (land and . permanently . attached improvements, such as buildings) and tangible personal property located within the City. The 10 tax comprises one percent of the assessed value of the property. Highway Encroachment Permits - These fees are collected under the provisions of the City's Highways Permit Ordinance and defray the cost 11 of services for processing, plan review, and inspection services of construction and/or encroachment within City streets. Types of projects would include new driveways, utility service cuts, bus benches, newspaper racks, movie company productions, parades, etc. 4. Interest - Interest income is earned as the City invests its idle funds in various investment media. The goal of the City's investment is to 12. protect each investment while achieving the highest rate of return. The City Treasurer (Director of Finance) handles the City's investment portfolio. Transient Occupancy Tax - The Transient Occupancy Tax is 10 percent of the cost of a hotel room tax imposed on "transients" who occupy a room or rooms in a hotel, inn, motel, tourist home, or other lodging facility within the City's limits. State Gas Tax - The State Gas Tax is derived from State of California on gasoline purchases and is allocated, on a share basis, to cities. The Gas Tax revenues are restricted to the construction, improvements and maintenance of public streets. Business License Tax - The Business License Tax is imposed for the privilege of conducting business within the City. This is presently collected by Los Angeles County and redistributed to Santa Clarita. Building Permits - The City requires that building permits be obtained to ensure that structures meet specific standards. The City requires various construction permits for activities such as the installation of electric, plumbing and sewage facilities. The City charges a fee for issuing these permits in order to recover only the costs incurred. Code Fines - Fines for traffic violations, both moving. and parking, are remitted to the City in which theviolations occurred. This revenue includes monies collected by the courts for tickets written by the California Highway Patrol. Actual allocation of revenue is distributed by the courts. • • • Revenue from Other Agencies • 21. State Trailer Coach In -Lieu Tax - Provides for amounts received from the State -collected in -Lieu taxes on trailer coaches. 31. MTA Grants - The Los Angeles County Metropolitan Transportation Authority (MTA) has been assigned the task of managing and. allocating several state and federal funding prograims. Cities and counties submit grant applications and compete for the allocation of the 22. State Cigarette Tax— Provides for funds received from the State for tax on cigarettes. .. 13. Franchise Tax - The Franchise Fee.is imposed on . • various utilities and organizations which permit them to use and operate those facilities within the City. 23. Off Highivay License Tax - Provides for amounts 14. Subdivision Maw/Improvements - These fees are received from the State-collected In-Lieu taxes collected under the provisions of the City's on off-highway vehicles. Subdivision Ordinance tentative map approval from the Planning Commission. The fees cover processing plan review and inspection services for tract and. parcel maps and street, sewer and Charges for Current Services storm drain improvements plans. 24. Variance Application Fees - A fee is paid for an 15. Certificate of Compliance Fees - These are fees application to vary from the standards of the collected to defray the cost of processing and Zoning Ordinance requirements. recording a certificate or conditional certificate of compliance. The certificate affirms the City's 25. Sales ops and Publications - Provides for approval that lots which were not shown on an the receipt of fees for the sale of various maps, approved tract, parcel map or record of survey publications and photocopies. are legal lots and may be sold, leased or financed 26. Industrial Waste Inspection Fees - Provides for provided certain development standards are the receipt of funds for industrial waste followed. inspections by the County. 16. Building and Safety Fees - These are fees 27 Parks and Recreation Use Fees - Fees collected collected under the provisions of the City's from use of parks and participation in recreation Building, Plumbing and Mechanical and activities. 'Electrical Codes.. These fees are paid by builders, developers and homeowners and defray • the cost of services for processing, plan review Other Revenues and inspection of buildings, grading, swimming 28. Risk Management Claims Reimbursement - pools, patios, etc. Monies received by City for reimbursement on 17. Animal Licenses - Provides for the fees paid to insurance claims, accidents, recovery and other the City- generated from the sale of animal settlements. licenses and violations from the Los Angeles 29. Miscellaneous Revenues - This account provides County Department of Animal Care and Control. for the fees collected for miscellaneous services, 18. Court Fines Forfeitures and Penalties - i.e., photocopying documents. Represents amounts received for fines in 30. Regional Surface Transportation Program violation of City ordinances or penal code RSTP - These federal funds are derived from violations. Remittances are collected by the the Intermodal Surface Transportation Efficiency County and forwarded to the City. Act (ISTEA) of 1991. The funds are placed on 19. Rental of City Hall Space - This account reserve with the Los Angeles County provides for amounts received from the rental of Metropolitan Transportation Authority (MTA). City Hall office space. The funds are allocated to the City for a variety 20. Librar�perty Tax - property tax revenues of infrastructure improvement projects. The allocated to the City to maintain library services expenditure of these funds must be approved in within the City. Library property tax revenues do advance by Caltrans and must be included in the not go into the General Fund and are restricted Regional Transportation Improvement Plan per California State Law to strictly be used for (RTIP), Note: This funding program replaced library services. the Federal Aid Urban (FAU) program. Revenue from Other Agencies • 21. State Trailer Coach In -Lieu Tax - Provides for amounts received from the State -collected in -Lieu taxes on trailer coaches. 31. MTA Grants - The Los Angeles County Metropolitan Transportation Authority (MTA) has been assigned the task of managing and. allocating several state and federal funding prograims. Cities and counties submit grant applications and compete for the allocation of the funds administered by the MTA. Use of these funds is restricted to the projects for which grants were awarded. 32. State Transportation Development Act (TDA) - The State of California's Transportation Development Act provides state funding to eligible transit system operators for operating and capital purposes. These revenues are derived from 3 cent of the six -cent retail sales tax collected state-wide. The 3 cent is returned by the State Board of Equalization to each county according to the amount of tax collected in that county. Funds received by the MTA include: TDA Article 3 which dedicates two percent of the funds for bicycle and pedestrian facilities; TDA Article 4 which provides funding for municipal transit operators, transit districts, and Joint Power Authorities (approximately 93% of the funds provided through the act); and TDA Article 8 which provides funding for transit and paratransit programs to fulfill unmet transit needs in areas outside the service area of MTA operations. 33. Proposition C - Los Angeles County voters approved an additional '/2 cent sales tax for transportation. related to Security, Commuter Rail & Transit Centers, Local Return, Transit on Highway, and Discretionary. 34. Proposition C Grants - Los Angeles County voters approved an additional %2 cent sales tax for transportation projects. These funds are distributed through a competitive grant program administered by the Los Angeles County MTA. 35. Proposition A/Safe Park Entitlement - Project S eci rc - The Safe Park Bond Act was passed by the voters of Los Angeles County in November 1992. Specific projects were identified and funded by the approval of the Bond Act. 36. Proposition A/Safe Park Entitlement - The Safe Park Bond Act was passed by the voters of Los Angeles County in November of 1992. Entitlement funds are distributed to cities on a per capita basis. 37. Proposition A/Safe Park Grants - This revenue funding source was created pursuant to the passage of the Safe Park Bond Act of 1992, which allowed provisions for a funding. distribution on a competitive grant application basis. Cities within Los Angeles County are eligible to participate in the grant application process. 38. Proposition A - The funding from Proposition A was approved by voters in 1980. Money allocated comes from a '/2 cent sales tax and is distributed on a per capita basis. The funds must be used for transit projects. 39. Habitat Conservation Find - Proposition 117 Habitat Conservation Fund was passed by the voters in 1989. Competitive grant funds in various categories are available through July 1, 2020. 40. Public Facilities Bond Act - The City issued Public Facilities Bonds to raise funds for the installation of public infrastructure. These funds must be spent/allocated by a specific date and must be used for infrastructure improvements of some'kind. 41. Caltrans - Funds received from the State of California Department of Transportation are related to specific projects for which the City is contracting its services to Caltrans. 42. Developer - These funds are collected by the City through conditions placed on development projects and through developer agreements. Funds collected in this manner are reserved for providing improvements that mitigate the impacts of the development on existing infrastructure as well as for providing needed new infrastructure. This. designation is also utilized to identify funding that has been received as a reimbursement from a developer or another public agency for expenditures incurred on their behalf. 43. Hazard Mitigation - The Robert T. Stafford Disaster Relief and Emergency Assistance Act Hazard Mitigation Grant Program provides funds to local governments to eliminate or reduce the long -tern risk to human life and property from natural and technological hazards. This program goes into effect when the President of the United States signs a major disaster declaration, which occurred after the January 17, 1994 Northridge earthquake. The City must compete for these grants; and the funds must be used to fund the projects for which the grants were applied. 44. Bridge & Thoroughfare Districts - This funding mechanism was established to gather monies to construct specific roadway improvements necessitated by development of residential, commercial, and/or industrial projects. B&T • funds can only be used to construct projects specified in the Engineer's Reports that established the districts. 45. Proposition 40 — 2002 Resources Bond — On March 5, 2002, voters passed Proposition 40, the 2.6 billion dollar "California Clean Water, Clean Air, Safe Neighborhood Parks, and Coastal Protection Act of 2002". The passage of Proposition 40 provided funds for local assistance grants. Per Capita Grant Program — intended to maintain a high quality of life for California's growing population by providing a continuing investment in parks and recreational facilities. Roberti-Z'Berg-Harris Block Grant Program — intended to meet the urgent need for safe, open, and accessible local parks and recreational facilities for increased recreational opportunities that provide positive alternatives to social problems. Funds are allocated on a population—based formula. 46. Proposition C — Municipal Operator Improve- ment Program (MOSIP) — Adopted by the Metropolitan . Transportation Authority (MTA) Bus Operators Subcommittee on April 26, 2001, .and funded by Proposition C. MOSIP was developed in response to pending state legislation (AB2643) to improve municipal operator service countywide. This program will provide annual allocations to the City over a five year period beginning in fiscal year 2001-02. Use of these funds is restricted to benefit the Transit program. This program was extended until fiscal year 08-09. After 08-09, this program will be on a year-to-year basis. 47. Measure R - Los Angeles County voters approved an additional 'h cent sales tax for comprehensive transportation improvements effective July 1, 2009. Measure R includes a 15% local return component that is allocated to cities based on population and 20% for bus operations that is allocated by a formula allocation procedure. 48. American Recovery and Reinvestment Act of 2009 — ARRA was signed into law on February 17, 2009, to preserve and create jobs and promote economic recovery. ARRA funds invest in many programs including infrastructures, energy efficiency, housing assistance and public safety. Funds consist of • both guaranteed allocations and competitive grants. FUND DESCRIPTIONS The basic accounting and reporting entity for the City is a fund. A fund is "an independent fiscal and accounting entity used to record all financial transactions related to the specific purpose for which the fund was created." Funds are established for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions or limitations. The various funds are grouped in fund types and categories as follows: Governmental Funds 1. General Fund - The General Fund is used to account for the general operations of the City. It is used to account for all financial resources except those required to be accounted for in another fund. 2. Special Revenue Funds - These funds are used to account for proceeds of specific revenue sources that are legally restricted to expenditures for specific purposes. 3. Debt Service/General Government - These funds are used to account for the accumulation of resources for, and the payment of, general long-term principal and interest. 4. Capital Projects Funds — These funds account for financial resources used for the acquisition or construction of major capital facilities (other than those financed by proprietary funds). Bikeway - To account for monies received from the State of California restricted for bicycle and pedestrian facilities available under Article 3 of Transportation Development Act (SB821). Bridge and Thoroughfare (B&T) - To account for monies received from developers for street and highway construction . through bridge and thoroughfare districts. Developer Fees - To account for monies received from developers for street improvements. Park Dedication - To account for monies received from developers restricted to fund the acquisition and development of new parkland space. Proposition A - To account for monies received through the one-half cent sales tax levied within the County of Los Angeles restricted to fund transit -related projects. State Park - To account for grant monies received from the State of California Department of Parks and Recreation for construction or improvement of parklands within the City. Traffic Safety - To account for monies received from vehicle code fines. This fund is used to finance law enforcement expenditures. Community Development Block Grant Funds - This fund is used to account for monies received and expended by the City as a participant in the Federal Community Development Block Grant (CDBG) Program. Gas Tax Fund - This fund is used to account for monies received and expended from the State Gas Tax allocation. These monies are specified for work on street projects within the City. Proprietary Funds Enterprise Fund — These funds accounts for operations that are financed and operated in a manner similar to ,private business enterprises where the . intent of City Council is that the costs and expenses, including depreciation and amortization, of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges. Internal Service Funds — These funds accounts for activities involved in rendering services to departments within the City. Costs of materials and services used are accumulated in these funds and are charged to the user departments as such goods are delivered or services rendered. Fiduciary Funds Agency Funds — These accounts for assets held by the City as an agent on behalf of others. • • 0