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HomeMy WebLinkAbout2014-06-10 - AGENDA REPORTS - OPERATING BUDGET CIP PRG (2)Agenda Item: IA CITY OF SANTA CLARITA AGENDA REPORT PUBLIC HEARING City Manager Approval: Item to be presented by: Ken Striplin DATE: June 10, 2014 SUBJECT: FISCAL YEAR 2014-2015 ANNUAL OPERATING BUDGET AND CAPITAL IMPROVEMENT PROGRAM DEPARTMENT: City Manager's Office RECOMMENDED ACTION City Council and City Council acting as Successor Agency for the former Redevelopment Agency of the City of Santa Clarita conduct the public hearing on the proposed Fiscal Year 2014-2015 Annual Operating Budget and Capital Improvement Program, and schedule the budget for adoption at the June 24, 2014, City Council meeting. BACKGROUND The Fiscal Year 2014-2015 budget process is a six month effort that began in January. The City Council Budget Subcommittee, which is comprised of Mayor Weste and Mayor Pro Tem McLean, has been involved in the budget process. The proposed budget was presented to the City Council and all the Commissions during the Joint Budget Study Session on May 6, 2014. In addition, on June 3, 2014, the Planning Commission made a finding by minute action that the Draft Fiscal Year 2014-2015 Capital Improvement Program is consistent with the City's General Plan. Total Appropriations The Fiscal Year 2014-2015 Budget totals $191.5 million. This includes funding for the Capital Improvement Program, the Redevelopment Successor Agency, operations and maintenance, personnel, and debt services. When compared to the current year's adopted budget, this represents a 6 percent increase, which APPROVED is mainly the result of spending increases in Transit for bus procurement and expansion of services. Projected Revenues A significant part of the budget process is estimating revenues for the upcoming fiscal year. This process is critical, as appropriations are based on these projections. Several factors are considered to ensure accuracy in our projections, including the state of the economy, historical trends, population projections/growth, and 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. For Fiscal Year 2014-2015, total resources meet total expenditure appropriations, with the General Fund yielding a revenue surplus of $462,458. For certain one-time capital projects, fund balance is appropriated. General Fund Revenues The City's largest fund is the General Fund, representing $91.3 million of total revenues. Sales Tax is the City's leading General Fund revenue source and is projected to total $33.5 million, which is a 3.1 percent increase when compared to the current year. General Fund Appropriations Fiscal Year 2014-2015 General Fund appropriations total $90.8 million. The total General Fund expenditures for Fiscal Year 2014-2015 include funding for operating departments, debt services, contingency, and transfers to other funds. Public Safety and Parks, Recreation, and Community Services continue to maintain the largest General Fund budget. Each Department maintains a budget of $21.6 million. General Fund Operating Reserve Reserves are a critical component of the budget because this is a funding source that can be counted on in case of an emergency or unforeseen opportunity. The Fiscal Year 2014-2015 budget will provide an 18 percent General Fund Operating Reserve, which amounts to $14.5 million. Capital Improvement Program The Capital Improvement Program (CIP) is a key component of this document and is 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 2 City's major goals for projects, while maintaining critical ongoing maintenance. Comprised of a variety of multi-year and multi -funded capital projects, the CIP for 2014-2015 totals $39.1 million. Of the total budgeted amount, $8.6 million is for re -budgets or pending capital projects that were funded in previous years that need to be carried over to the new fiscal year. ALTERNATIVE ACTIONS Other action as determined by the City Council and the Redevelopment Successor Agency. FISCAL IMPACT The Fiscal Year 2014-2015 Budget totals $191.5 million, including $39.1 million for the Capital Improvement Program. The proposed budget is balanced. ATTACHMENTS Notice of Public Hearing FY 2014-15 Draft Budget available in the City Clerk's Reading File CITY OF SANTA CLARITA NOTICE OF PUBLIC HEARING PUBLIC NOTICE IS HEREBY GIVEN: A Public Hearing will be held before the City Council of the City of Santa Clarita to consider the proposed budget for fiscal year 2014/2015 and the Proposed 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 10th day of June, 2014, 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 Szumanski, Assistant to the City Manager, (661) 284-1412, Santa Clarita City Hall, 23920 Valencia Blvd., Suite #300, Santa Clarita, CA. Dated: May 28, 2014 Arming Chaparyan Interim City Clerk Publish Date: May 31, 2014 oil k -vl.,�l Mon MEm-" - HEL JJW;G��R.-O-�U"aSP i ... . .. . ...... 0 City of Santa Clarita Annual Operating Budget and Capital Improvement Program FY 2014-2015 Laurene Weste Mayor Marsha McLean Mayor Pro Tem Dante Acosta Councilmember TirnBen Boydston Councilmember Bob Kellar Councilmember • Presented By: Kenneth W. Striplin City Manager TABLE OF CONTENTS • Message from the City Manager Community Profile • Community Profile • Location Map • History • Since Incorporation • Form of Government • Commissions, Boards & Committees • Funded Positions • Philosophy User's Guide • Budget & CIP Guide • Annual Appropriations Limit Fiscal Policies Summaries & Revenues • Budget Summary • Statement of Fund Balance • Budget Revenues (3 -year history) • Successor Agency Stmnt. of Fund Balance • Successor Agency Revenues . City Manager's Office • Budget Summary • City Council • City Manager • Communications • Human Resources • Purchasing • Risk Management City Attorney • Budget Summary • City Attorney Administrative Services • Budget Summary • Administration • Finance • City Clerk • Public Library • Special Districts • Technology Services • Transit Community Development • Budget Summary • Administration • Community Preservation • Economic Development • Planning Parks, Recreation, & Community Services • Budget Summary • Administration • Community Services — Arts and Events • Community Services — Human Services • Parks • Parks Planning and Open Space • Recreation Public Works • Budget Summary • Administration • Building & Safety • Capital Improvement Projects • Development Services • Environmental Services • General Services • Traffic & Transportation Planning Public Safety • Budget Summary • Fire Protection • Police Services Successor Agency • Budget Summary • Successor Agency Non Departmental Budget Summary • Budget Summary • Reserves & Debt Service Capital Improvement Program • Table of Contents / Overview • CIP Summaries • Beautification & Landscaping • Circulation • Facilities & Buildings • Maintenance • Parks • Resource Management & Conservation • Streets & Bridges • Trails & Transit • Unfunded Projects • City 0f SANTA CLARITA 23920 Valencia Boulevard • Suite 300 • Santa Clarita, California 91355-2196 Phone: (661) 259-2489 • FAX: (661) 259-8125 &mv.santa-claritaxom May 16, 2014 Honorable Mayor and Members of the City Council: It is my pleasure to present the City of Santa Clarita's DRAFT Fiscal Year 2014-2015 Operating Budget and Capital Improvement Program. Once again, our City will have a balanced budget for the new Fiscal Year and a spending plan that provides the necessary funding to deliver exceptional services to our residents and businesses. The economy continues to show signs of recovery. Although economists predict that there will be some "swells and dips," they also suggest that conservative estimates continue to show signs of a more stable economy. General Fund Revenues, as a whole, are back to pre -recession levels. It has taken us six long years from the is start of the Great Recession to recover our losses. I'm also proud to mention that this year Standard and Poor's reconfirmed the City's AAA credit rating. This elite financial category continues to be achieved as a result of the City Council's long standing and conservative budget practices. Overall, we are in a better place and it is exciting to know we will not have to endure another tumultuous budget process during the Fiscal Year 2014-2015 budget cycle. That being said, one of the reasons we have been able to endure the recession is mainly due to the City Council's conservative approach to budgeting. This must continue even during more stable economic times. I would like to point out although General Fund revenues are back at pre -recession levels, the cumulative loss in revenues is as much as $46 million since the recession hit. This is money that could have been used to build and maintain new facilities. It will take us several more years to make up this difference. Although we are experiencing economic stability, we must remember history has shown us the economy has its ups and downs. In fact, every four to six years, the US experiences an economic slowdown. Currently, we are in our fourth year of a "recovering economy," which could suggest we might already be primed for another correction. For this reason, the proposed budget is consistent with the City Council's budget philosophy, which has proven to be a successful method in enduring difficult economic times and maintaining a responsible • budget. The City Council's budget philosophy is as follows: • The decisions made in the good times are more important than the decisions made during the bad times • • Live below our means • Run a lean organization • Use conservative five-year projections • Employ full -cost recovery when setting fees • Diversify revenue • Use one-time money only for one-time expenses • When in doubt, contract out In addition to being consistent with the City's budget philosophy, the proposed budget is consistent with goals that were set out at the start of the budget process. These goals include: a Focusing on Aging Infrastructure: Our fust goal was to focus on aging infrastructure. As the City ages, so has our facilities, roads, sidewalks, irrigation systems, and other infrastructure we maintain. Over the last several years our City has focused on building new capital projects, such as parks, libraries, community centers, Metrolink stations, roads, trails, and beautification projects. While it matters how much public infrastructure a city has, it is equally important that it is maintained and stays in good condition. Maintenance of aging facilities prevents future and more expensive issues from occurring. It also ensures the high quality of a community. • The proposed budget provides funding for several projects that are geared toward improving our valuable facilities, roads, sidewalks, and medians. • Futuristic Approach: The second goal of the budget process was to take on a futuristic approach and anticipate the future needs of the community. Santa Clarita has always been a proactive community and I'm pleased to say the recommended budget includes funding for future needs of the community, including potential electric vehicle charging stations within the City, plans to modernize park facilities, design of anew tennis center at Central Park, and additional funding to support the Senior Center and the Boys and Girls Club. • Increase Operating Reserve to 18%: Finally, another goal of the proposed budget was to increase General Fund Operating Reserves to 18%, which we were able to achieve in this year's budget. I am proud of what we have accomplished to date and recommend we continue to adhere to our strategic budget practices. • City of Santa Clarita 2 The following executive summary provides an overview of the Fiscal Year 2014-2015 Budget, which • includes a summary of appropriations, revenues, department budgets, and the Capital Improvement Program. BUDGET OVERVIENN' Total Appropriations The Fiscal Year 2014-2015 Budget totals $191.5 million. This includes funding for the Capital Improvement Program, personnel, the Redevelopment Successor Agency, operations and maintenance, and debt services. When compared to the current year's adopted budget, this represents a 6% increase, which is primarily due to spending increases in Transit for bus procurement and expansion of services. Total Revenues A significant part of the budget process is estimating revenues for the upcoming fiscal year. This process is critical, as appropriations are based on these projections. Several factors are considered to ensure accuracy in our projections, including the state of the economy, historical trends, population projections/growth, and 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. • For Fiscal Year 2014-2015, total revenue meets total expenditure appropriations. For certain one-time capital projects, fund balance is appropriated. General Fund The General Fund is vital to the operation of the City because it is comprised of the most flexible revenue the City Council can allocate toward any project or need within the community. The 2014-2015 Budget is consistent with our practice of ensuring on-going revenues are greater than on-going expenditures. General Fund revenues will exceed General Fund appropriations by $462,458. General Fund Revenues The City's largest fund is the General Fund, representing $91.3 million of total revenues. This projection is consistent with pre -recession levels. Sales Tax continues to be the City's largest General Fund revenue source. For Fiscal Year 2014-2015, Sales Tax is projected to total $33.5 million, which is a 3.1 % increase when compared to Fiscal Year 2013-2014. City of Santa Clarita 3 Property Tax in Lieu of Vehicle License Fees is estimated at $14.3 million, which is a 4.9% increase when compared to Fiscal Year 2013-2014. This increase is in proportion to the growth of assessed • valuation Citywide. Property Tax totals $14.2 million. This projection is a 2.2% increase when compared to Fiscal Year 2013-2014. Development Revenue represents charges for Building and Safety permits, and for review of new developments for environmental and land use compliance. Development Revenues continue to see little growth. For the new fiscal year, Development Revenues are projected to total $5.2 million. Overall, this projection is 31 % less when compared to pre -recession levels. General Fund Appropriations Fiscal Year 2014-2015 General Fund appropriations are recommended to total $90.8 million. The total General Fund expenditures for Fiscal Year 2014-2015 include funding for operating departments, debt services, contingency, and transfers to other funds. Public Safety and Parks, Recreation, and Community Services continue to maintain the largest General Fund budget. Each department maintains a budget of $21.6 million. General Fund Operating Reserve Reserves are a critical component of the budget because this is a funding source that can be counted on in • case of an emergency or unforeseen opportunity. The City has been very fortunate to be able to maintain a healthy reserve during slow economic times. At the request of the City Council, we will be able to increase the operating reserve from 17% to 18% of operating expenditures. For Fiscal Year 2014-2015, the City's operating reserve will total $14.5 million. NECESSARY ADDITIONS TO THE OPERATING BUDGET The Fiscal Year 2014-2015 operating budget provides the necessary resources to provide exceptional services for the benefit of our residents, businesses, and the newly annexed areas. Below is a summary of the most notable themes or additions to the budget. Public Safety: • 2.6% Sheriffs Contract Adjustment: $506,742 • Special Assignment Team (SAT) Deputy: $183,093 • Drug Free Youth in Town (DFYIT): $5,440 Community Support and Advocacy: CEMEX Advocacy: $135,000 Increase to Community Services & Arts Grants Program: $30,000 City of Santa Clarita 4 • • Boys and Girls Club: $40,000 • Santa Clarita Public Television Equipment: $55,000 • Consortium for Updated Aerial Imagery: $83,200 Arts and Events: • Arts and Events Coordinator: $64,612 • Arts and Events Truck: $61,250 • Marathon Base Budget Increase and Relay Event: $10,000 • Beach Party Event in Canyon Country: $10,000 • Holiday Decorations for Old Town Newhall: $80,000 Service Expansion: • Vehicle Maintenance Technician and Vehicle Lift: $75,311 • Street Maintenance Staffing and Equipment: $213,505 • Urban Forestry: $50,000 • Increased Plan Check and Inspection Services: $483,840 • Park and Trail Maintenance Expansion: $198,662 • Transit Service Expansion: $427,530 • Asset Replacement: • Transit Buses and Trolley Replacement: $4,749,560 • Annual Vehicle and Equipment Replacement: $689,000 • Turf Mower for Central Park Sports Field and LMD Zones: $78,000 • Corporate Yard Improvements: $56,000 • LMD Reserve Projects: $2,189,550 FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM HIGHLIGHTS The Capital Improvement Program (CIP) is a key component of this document and is 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. Comprised of a variety of multi-year and multi -funded capital projects, the CIP for 2014-2015 totals $39.1 million. Of the proposed amount, $8.6 million is for re -budgets or pending capital projects that were funded in previous years that need to be carried over to the new fiscal year. Some examples include the City Hall Retrofit project, Canyon Country'Pasec Bridge, and I-5 Magic Mountain Parkway Interchange. The capital budget includes funding to participate in a multi -agency effort between the City, Southern • California Association of Governments (SCAG), and Cleantech Institute, to build one Direct Current (DC) - fast fill and two, level -2 electric vehicle charging stations in Santa Clarita near the Interstate 5 Freeway. City of Santa Clarita This partnership requires the City to contribute $50,000 to upgrade one electric service line to accommodate the DC -fast fill. In exchange, SCAG and Cleantech Institute would use a California Energy Efficiency Grant • to install the DC fast fill and two vehicle charging stations. This effort will be contingent upon SCAG and Cleantech Institute being awarded the grant Itis anticipated that a decision would be made during Fiscal Year 2014-2015, which is why it is necessary to include funding as part of the proposed budget. The capital budget includes $10.5 million for our annual Road Overlay Program. This is roughly a $3 million increase over the current fiscal year. 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. The streets to be included in the Overlay Program will be selected based on a recommendation from the City's pavement management survey and field inspections. In the area of parks and recreation, the capital budget includes $520,000 to design a tennis center at Central Park, which is consistent with the 1998 Park Master Plan and the 2008 Parks, Recreation, and Open Space Master Plan. It is anticipated that this center would contain six to ten courts, including one championship court, restroom facilities, and a staff office with check-in counter and locker areas. The project would also include ADA access and lighting to the adjacent dog park. The proposed capital budget includes funding in the amount of $50,000 to conduct a comprehensive planning and public participation process to re-evaluate Old Orchard Park. Old Orchard Park was constructed in 1968 and its facilities and infrastructure are nearing the end of their useful lives. One example is the entire irrigation system requires replacement. In addition, the small recreation meeting room is not currently being used for any programing and the restroom facility is not in compliance with current ADA standards. The community process would help explore possible reconfiguration of the park, with the current community needsin mind. • Finally, the capital budget includes $1 million for the Sidewalk Repair Program, which makes necessary repairs to City sidewalks damaged by tree roots and pavement settlement. The entire Capital Improvement Program represents a proactive approach to 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, with corresponding location maps, can be found in the Capital Projects section of this document. CONCLUSION I would like to congratulate the City Council for its fiscally responsible leadership and direction, which has resulted 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 each of the budget officers and support staff who worked diligently to prepare the document now before you, including Sarona Vivanco, Alex Hernandez, Elena Galvez, Denise Covert, Casey Bingham, Matt Levesque, and Nancy Alcantara. I would also like to recognize each member of the lead budget team, including Frank Oviedo, Tina • Szumanski, Darren Hernandez, Carmen Magafla, and Mary Ann Ruprecht for their work in preparing the budget. City of Santa Clarita In addition, I would like to thank the Executive Team as well as Curtis Nay and Mary Navarro for their • work in preparing the Capital Improvement Program. 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. Thanks to the City Council's leadership, I am confident that we will enter the new budget cycle strongly positioned, renewed in spirit and determination, and prepared for continued progress and long-term success. r 1 v Sincerely, Kenneth W. Striplin City Manager City of Santa Clarita • E 0 City of Santa Clarita g 0 0 • The City of Santa Clarita Community Profile The City of Santa Clarita was incorporated on December 15, 1987. By forming a City, Santa Clarita residents gained the ability to keep 100 percent of locally -generated tax dollars right here in our community, helping to build new parks, trails, roads, bridges, sidewalks, street improvements, transportation amenities, neighborhood safety, high quality recreation, and so much more. The City has four distinct communities: Canyon Country, Newhall, Saugus, and Valencia. Each community makes a special contribution to the valley's vitality and unique rural urban flavor. Santa Clarita's successes are evident in its residential neighborhoods, recreational attractions, businesses, cultural activities, along with the numerous commercial, educational, and health care centers. Statistics Population 209,130 Size 61.81 sq. miles Housing Units 70,926 Unemployment Rate' 5.3% Median Household Income' $86,027 In 2012, Santa Clarita annexed several communities including Copperstone and North Copperhill in Saugus, and Norland Road, Vista Canyon, Fair Oaks Ranch, and South Sand Canyon in Canyon Country. These annexations raised Santa Clarita's population, making it the third most populous city in Los Angeles County. Santa Clarita is one of Southern California's premier communities for raising families and building businesses. The balance of quality living and smart growth is carefully maintained through long-term planning, fiscal responsibility, community involvement, respect for the environment, and strong support for business development. City of Santa Clarita Safety The City of Santa Clarita saw a drop in its Part I crime rate in 2013, with reductions over the previous year in arson, robbery, aggravated assault, and grand theft auto. Based on FBI statistics, Santa Clarita is one of the top 10 safest cities of its size (population over 150,000) in the nation. 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, Warner Center, North Hollywood, and downtown Los Angeles. The City is accessible via Highway 126, the Antelope Valley (SR -14), and Golden State (I-5) freeways. The Southern Pacific Railroad has daily freight runs; Amtrak, with stations in the adjacent San Fernando Valley, provides regular daily passenger service to key cities. The ports of Los Angeles and Long Beach are 50 and 60 miles south of the Valley, respectively. Ventura and its nearby ports are 40 freeway miles northwest of the Valley. The City of Santa Clarita built three Metrolink stations, which carry approximately 2,100 passengers a day to and from the San Fernando Valley, Antelope Valley, and Downtown Los Angeles. The award-winning Santa Clarita Transit with its 110 vehicle fleet provides express bus services to local residential and commercial centers, as well as to the Metrolink stations in Downtown Los Angeles, Century City, Warner Center, and North Hollywood. Santa Clarita Transit provides service to approximately four million riders annually and travels 12,000 miles each weekday. Santa Clarita Transit operates Para -transit service seven days a week for seniors and persons with disabilities within the Santa Clarita Valley, and the general public during evening hours. In 2013, the City added a new park and ride at the McBean Transit Center. ' Provided by the CA Employment Development Dept. (March 2014) 2 Provided by the American Community Survey 9 Alternative transportation options are available through the City's 40.3 miles of multi -use trails and 36.2 Class I bike trails totaling 76.5 miles of trails located throughout the City. Climate At an average of 1,300 feet above sea level, Santa Clarita enjoys a mild Southern California Mediterranean climate, making it ideal for business, residential, and outdoor activities. • Summers are dry and warm, in the 70° to 100°range Winters are temperate and semi -moist, in the 40° to 60° range Precipitation averages are measured at 15- 18 inches between November and March Employment The City of Santa Clarita's strong and diverse economy makes Santa Clarita the ideal destination for business. Maintenance of a highly supportive environment for business development is achieved through the cooperation of the Santa Clarita Economic Development Corporation, the Santa Clarita Valley Chamber of Commerce, the Valley Industrial Association, 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 2014 was 5.3 percent compared to 8.7 percent for LA County and 8.4 percent for the state of California. Santa Clarita has the fourth largest labor force in LA County with 88,800 individuals within City limits. The Santa Clarita Valley's top employers include Six Flags Magic Mountain, Princess Cruises, Henry Mayo Newhall Memorial Hospital, Quest Diagnostics, and the local school districts. In addition to being named the Most Business Friendly City in LA, the City regularly implements more changes to make it easier to do business in Santa Clarita. This includes streamlining the permit process for businesses, a Permit Center at City Hall, the introduction of a -plans for electronic plan submission for developers, and deferring of • some permit -related fees to encourage business growth. The City of Santa Clarita and College of the Canyons are proud partners of WorkSource California, an initiative of the Los Angeles County Workforce Investment Board. The Santa Clarita WorkSource Center is a free job resource center that connects job seekers and employers. It is located on the College of the Canyons campus. Community Housing Santa Clarita's pride and joy is its residential communities. The City has four 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. 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 an expansive Sand Canyon ranch, or as uptown and stylish as a new home in master -planned Valencia. Quality of Life Santa Clarita residents enjoy a distinctive way of life. Residents value the City's landscaped medians and trail system, well maintained roads, high quality schools, and innovative recycling programs. In addition, the City's ideal location makes 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 libraries, highly responsive paramedic and ambulance services, and high levels of local government services. City of Santa Clarita 10 Cl • n LJ • Workforce The Santa Clarita Valley hosts a skilled and motivated workforce. The 130,000 (88,800 reside within City -limits) adult residents in the labor force reflect an excellent level of participation. Santa Clarita's qualified 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. Workforce Education 27% ssx 1 0 4Vev Degree or Some College Les than a High Higher School Dipbma Education Santa Clarita is home to four local public school districts: Newhall School District; Saugus Union School District; Sulphur Springs School District; and William S. Hart Union High School District. All of these school districts rank in the top 10 percent in California, based on the California Assessment Program. Approximately 58 percent of the overall adult workforce in Santa Clarita has attained a four- year degree or higher. 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. 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 24,000. 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." City of Santa Clarita Recreational Opportunities Scenic Santa Clarita is just 20 minutes north of Burbank Bob Hope Airport and a short drive from the hustle and bustle of Los Angeles. Santa Clarita offers an abundance of California sunshine and a plethora of activities for all ages. Home to Six Flags Magic Mountain and Six Flags Hurricane Harbor, Santa Clarita boasts some of the golden state's most coveted golf courses, charming wine lounges, family and fine dining, impressive retail shopping, live music events, and a rich western heritage. Santa Clarita offers endless opportunities for outdoor adventures, with rock climbing and hiking available at Vasquez Rocks, Towsley Canyon, and Placerita Canyon, in addition to boating, fishing, skiing, and swimming at Castaic Lake, Lake Elizabeth, Lake Piru, and Lake Hughes. HikeSantaClarita.com and BikeSantaClarita.com offer information on outdoor opportunities in Santa Clarita that are available for residents to explore. The City also produces an award winning Season's magazine that is mailed quarterly to City residents to register for recreation programs, camps, and classes. Enjoy more than 70 miles of off street trails designed for commuting and recreational use, including walking, riding, jogging, and skating. The regional river trail serves as the backbone of the trail system. Together with connecting trails, residents can access parks, entertainment, shopping, and employment centers. Since the formation of the City's Open Space Preservation District (OSPD), the City has provided financial resources resulting in the acquisition of about 8,000 acres of protected open space in our area. These lands provide valuable recreational opportunities such as hiking, biking and equestrian uses, right here in our community. Golf enthusiasts find the combination of beauty, warm weather and open atmosphere in Santa Clarita creates a great place to play golf. You will find a variety of challenging golf courses such as Robinson Ranch, Valencia Country Club, Tournament Players Club and Vista Valencia. 11 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. Tamen TolaaVOW ----------1 ♦ 1 \\ �PoYnallMaobr 1 \ 1 \ 1 LOS ANGELES 1 \ =Kry 1 \ i 1 1 1 1 t &Ibwk *Apar Dwgftn t / !m r To 1 Pa%n W( ht MW I *DAWAvM Pond PACIFIC UWArg rs OCEAN To Sr�Oiego MQTosmb City of Santa Clarita 12 • • • Santa Clarita's History Many generations have passed through this valley, each leaving its own trace of history. The valley has been home to Native Americans, explorers, soldiers, pioneers, farmers, ranchers, and shopkeepers. Dating back to the year 450, the Tataviam tribe settled in a mountainous region, later named Santa Clara by Spanish migrants. In conflict leading to revolution in Mexico, Spanish soldiers fled to the Santa Clara region and named the region in honor of St. Clare and later calling the local river "little" Santa Clara, the valley was then named accordingly, and took the name of Santa CMta. 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 Fanning Company. The 1870's also brought about the Southern Pacific Railroad. The Ironhorse, or so it was named, laid its tracks across the valley bringing with it new towns and increased population. Saugus was named after a small town in Massachusetts where Henry Mayo Newhall was born. Newhall Train Depot — circa 1890 -.14 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 Caf6, is still open for business daily. Many businesses opened shop during this era, including general stores, post offices, and churches. spruce Street — 1916 (Main Street) City of Santa Clarita 14 9 • • r1 U • 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 demand of all the new developments and residents, the Santa Clarita National Bank opened its doors in 1965. The community of Valencia was dedicated in 1967, and at that time houses were selling for a mere $25,000. Higher education opened its doors to the valley in the late sixties and early seventies. College of the Canyons and California Institute of the Arts, which was incorporated by Walt Disney, were established and serviced the needs of this growing community. The picture below shows the construction of Magic Mountain, with the Santa Clarita Valley in the background. Magic Mountain City of Santa Clarita opened in 1971, bringing in thousands of tourists and giving the valley a significant landmark. Today, it is one of the largest amusement parks in the country. In 1975, Henry Mayo Newhall Memorial Hospital was founded, as well as the Santa Clarita Valley Historical Foundation, which maintains and protects the rich history of the valley. In the 1980's, "Santa CMta" became a common term. The eighties also brought a staggering increase in population, bringing the total number of residents to 81,816. In 1985, the Chamber of Commerce instituted a study on the economic feasibility of becoming an incorporated city; two years later what is now the City of Santa Clarita was approved by the voters. In December 1987, the City of Santa Clarita was formed as the second largest incorporation in Los Angeles County, and today we are the third largest city in the County. It is evident that cityhood has helped transform Santa Clarita. Our City is an active participant and an advocate for an unparalleled lifestyle that includes top notch schools, a wide variety of shopping and dining, wide open spaces and healthy living. 35 economic impact to local businesses from location filming alone. `� • The City will return in 2014 as a host city • for the Amgen Tour of California for the Since Incorporation sixth time and will mark the first time in race history the City has hosted two starts. The City of Santa Clarita was incorporated on The City served as host for the Stage 3 December 15, 1987. By forming a City, Finish and Stage 4 Start for the 2013 residents gained the ability to retain millions Amgen Tour of California. In 2011, Santa of local tax dollars. Since incorporation, Clarita was selected to serve as the Host Santa Clarita has invested millions of dollars for the Stage 8 start. The City was also the in facilities, parks, projects, and programs that finish of Stage 6 for the 2007, 2008, & have made Santa Clarita a top choice to live, 2009 Tour of California. This event has work, and play. brought thousands of spectators to the City, and resulted in significant economic • Santa Clarita has a 100 percent track and tourism benefits. record for a balanced, on-time budget, winning numerous awards for fiscal . Santa Clarita's Urban Forestry operation responsibility, budgeting, and investing. now maintains over 115,000 trees throughout the community. Annually, the • The 2013 California Retail Survey ranked City proactively prunes approximately the City of Santa Clarita 22 among the 30,000 street trees. "Top 100 Retail Markets of California Cities," based on annual retail sales • The City built a single lane roundabout growth in the last five years. The City of completed on January 23, 2014, in Old Santa Clarita was one of only 26 cities with a retail market above $2 billion and Town Newhall. This roundabout will provide a safer route compared to • ranked higher than Beverly Hills, traditional intersections by smoothly Burbank, and Glendale, among others. accommodating commuter and emergency vehicles, pedestrians, and • In 2013, the City launched three mobile cyclists traveling in and out of Old Town applications available for download on Newhall. iOS and Android devices. These applications include our citizen service . In November 2013, the City completed request system, eService; the City a the McBean Park -and -Ride facility. The Santa Clarity mobile application, which site includes 282 parking spaces, five new provides general City information; and bus bays which are served by regional our most popular application, Hike Santa commuter routes, over 170 trees, and Clarity which offers hiking, biking, and extensive drought -tolerant landscaping, equestrian trail information. In 2014, the public art, low -impact LED lighting, and City will launch an Old Town Newhall various sustainable design elements. application, which will highlight points of interest along the historical Main Street • The City was the recipient of the League area. of California Cities' highest honor - the Helen Putnam Award for Excellence - for • The Santa Clarita Film Office recorded its "Granada Villa Neighborhood 1,264 location film days and 463 film Committee," on September 18, 2013. The permits for calendar year 2013, which program was the winner in the Enhancing represents a 38 percent increase in film Public Trust, Ethics, and Community days and a 28 percent increase in permits Involvement category. when compared to the City's previous record year in 2012. These totals . The City of Santa Clarita and Los • represent an estimated $30.5 million in Angeles County were recognized with a Compass Blueprint Award for the joint City of Santa Clarita 16 general plan One Valley, One Vision Putnam Award for "Enhancing Public from the Southern California Association Trust, Ethics, and Community • of Governments (SCAG) at the Involvement." Human Services, organization's seventh annual Community Preservation, Environmental Recognition Awards event on May 2, Services, and the Sheriff and Fire 2013, in Palm Desert. Departments worked together with residents to address code violations, • In 2013, the City of Santa Clarita's reduce crime and graffiti and improve the continued partnership with PlanetBids, a quality of life in neighborhoods. fully automated web -based vendor and bid -management system. Since the • In 2012, 1,050 acres and five miles of trail inception, the City has awarded 151 bids, were added through a combination of quotes, and proposals totaling more than capital projects, developer requirements, $44.3 million dollars. Of this, over $12.6 acquisitions or volunteers. The most million dollars went to local vendors, popular new addition to the trail system is accounting for nearly 29 percent of the Iron Horse Trailhead which provides purchases. Over 3,522 vendors have access across the Santa Clara River via a registered with the City of Santa Clarita converted railroad bridge. A new on PlanetBids since its introduction, of program to collect trail user data shows which 299 are local businesses. trail use doubled between October 2012 and February 2013. • The Canyon Country Community Center was opened in January 2013. The Center . In 2011, the City of Santa Clarita assumed provides extensive and diverse library services from Los Angeles County recreational offerings, including a hybrid and established the Santa Clarita Public of recreational and intergenerational Library. In 2012, the City opened the Old programming for toddlers, youth, teens, Town Newhall Library providing a new adults, and seniors. 30,000 square foot, two-story library with a children's library, teen section, public • For the last few years the City in use computers, and reading rooms. The collaboration with Los Angeles County new library is LEED certified. In Fifth Supervisorial District and Los November 2013, the Southern California Angeles County Parks and Recreation Chapter of the American Public Works worked to complete significant exterior Association awarded a Project of the Year improvements to William S. Hart Award for the Old Town Newhall Regional Park. This included the removal Library. of chain link fencing and this was . In 2012, the City Council adopted the replaced with decorative stucco walls and Economic Growth Program, to continue wrought iron fencing, the creation of a the momentum from the 21 Point pedestrian entrance to the park, and Business Plan to improve the economy. electronic signage promoting various programs and events at the park and the • In August 2012, the City, in collaboration community at large. with the Sheriffs Department, William S. Hart School District, and the Los Angeles • In June 2012, the City completed the CountyFifth District, implemented the Lyons/1-5 Beautification Project. This Drug Free Youth in Town Program project installed landscaping, irrigation, (DFYIT). DFYIT is a voluntary drug decorative fencing, and hardscape prevention education program that improvements in the Caltrans right -of- educates, empowers, recognizes, and way adjacent to the on- and off -ramps at celebrates drug-free students. Students • the Interstate 5 and Lyons Avenue receive curriculum through school -club interchange. meetings, agree to be randomly drug • In 2012, the City's Neighborhood tested throughout the year, and participate Services Team won the prestigious Helen City of Santa Clarita 17 in educational workshops community service projects, and conferences. • In 2012, the Newhall Metrolink Parking lot added 95 parking spaces for commuters. Additionally, the City opened a new half -acre passive recreation area behind the Community Center which includes benches, picnic tables, new landscaping, walkways and irrigated planting areas. • In 2012, City Council approved the Tourism Marketing District, a partnership with the five local hotels to promote Santa Clarita as a tourism destination. • In 2011, the City of Santa Clarita created the monthly SENSES event in Old Town Newhall, as part of the Thursdays @ Newhall program, which includes the monthly Art Slam events. SENSES is a street party with a different theme each month, featuring entertainment, food, drink, and activities that offers people of all ages the opportunity to come to Newhall. The events average approximately 2,000 patrons each month and have quickly become a key event for the Newhall area. bridge commemorates Santa Clarita Valley residents from the armed forces who lost their lives while serving in the • United States' war on terror. • To conserve natural water resources, the City installed more than 550 smart irrigation controllers during 2010 and 2011. These provide greater water efficiency throughout the 12,000 acres overseen by our Landscape Maintenance District operation. The use of smart controller technology has enabled Santa Clarita to save one -billion gallons of water over the past three years. • In 2010, the City Council adopted Community Character and Design Guidelines (CCDG) to provide a blueprint for architectural design through the City. The CCDG won a California American Planning Association award in 2010. • Over the years, Central Park has expanded to a total of eight multi-purpose • fields, three basketball courts, a dog park, a cross country course, a disc -golf course, and a community garden. Parks and Recreation expanded its scope of programs offered to the community, and now includes the award winning Great American Campout, excursions • including multi -day trips outside of California, the Celebrating YOUth Sports Festival, winter Camp Clarita, and birthday parties with the City. The City's Golden Valley Road Bridge was named the 2010 Outstanding Project of the Year by the American Public Works Association. • In 2011, the City's Green Santa Clarita • In 2010, the City successfully relocated website was awarded the prestigious the Santa Clarita WorkSource Center to Beacon award for promoting sustainable the University Center at College of the development and local leadership towards Canyons, bringing much-needed solving climate change. employment services to our community. • In 2011, the City Council adopted the new general plan for the City. The plan, which governs growth in the Santa Clarita Valley for the next few decades, is a joint project with Los Angeles County. The County approved their portion of the project in November 2012. • In May 2011, the City dedicated the Fallen Warriors Memorial Bridge, formally known as the Cross Valley Connector Golden Valley Bridge. This • In 2010, the City purchased 842 acres in Elsmere Canyon that has been designated as protected open space. This site was originally proposed to be a massive landfill. It is located on the east side of Highway 14, stretching north from Newhall Pass to Whitney Canyon Park, and east to the Angeles National Forest. • In 2010, the City opened the 25 -acre • Discovery Park in Canyon Country, the City of Santa Clarita 18 • In the City completed the five block fust -ever passive, natural river and • In 2005, completed construction and in Economic Development Corporation recreation park in the City. January 2006 opened the new and • Business Friendly City in Los expanded Community Center for Angeles County.„ This recognition was • The fully completed Cross Valley Newhall. In addition to providing • In fall of 2010, the City joined the Hart Connector (CVC) opened in March 2010. families with recreational activities, this businesses to locate or expand within the Construction of the 8.5 mile, $245 million facility has been instrumental in the City's Central Park. Cross Valley Connector began in the fall Downtown Newhall revitalization efforts on 20 acres off Soledad Canyon Road to of 2004. This eight -lane roadway serves by improving the appearance of the Team) to keep drugs off the streets of to ease traffic between the I-5 Freeway Downtown Newhall area and influencing two basketball courts and four racquetball and State Route 14. a sense of community. The Newhall second building, the multi -use Activities Community Center offers residents a toy Center, opened in 2002 and includes • In October 2010, the City constructed library, an award-winning boxing Progress which was developed to enhance new solar canopies and carports at the Program, homework help, a Ballet Olympic -sized swimming pool, dive pool, "LEED Gold Certified" Transit Folklorico program, a Sheriff's sub - infrastructure of the City, and develop the Maintenance Facility. The solar -paneled station, outdoor basketball courts, opened in October 2003. The Sports canopy saves the City $135,000 a year in performance areas, and eight program electricity bills by generating 97 percent of all electricity needed to power the rooms. facility. • In 2009, the City rolled out its new Transit Access Pass (TAP), a secure form • In 2010, the City opened its first Permit of fare media that offers balance Center on the first floor of City Hall. The protection in case of loss. TAP brought new center provides a centralized area for about a 183 percent increase on the customers to obtain most permits needed commuter system and more than doubled for development. on the local service system. Also in 2009, • The City Council adopted the "Downtown the City rolled out 29 bus finder units • Newhall Specific Plan." The goal of the through a Technology Information Network. The new bus finder plan is to revitalize Old Town Newhall by units incorporating feedback from residents, unproved bus on-time performance by 90 businesses, and community leaders. percent. • In the City completed the five block • In 2009, the Los Angeles County streetsc project in Old Town Newhall, Economic Development Corporation transforming transforming Main Street with new (LAEDC) named Santa Clarita as the "Most sidewalks, landscaping, street furniture, Business Friendly City in Los and improved aesthetics. Angeles County.„ This recognition was given to the City for creating a business • In fall of 2010, the City joined the Hart friendly environment that encourages District, Newhall Land, and CLWA to businesses to locate or expand within the celebrate the first cross country course at cin'' Central Park. • The City purchased three large buildings • In July 2010, the Sheriffs Department on 20 acres off Soledad Canyon Road to began the Juvenile Intervention Team (J- create the Santa Clarita Sports Complex. Team) to keep drugs off the streets of In December 1998, the first building, with Santa Clarita, away from schools, and out two basketball courts and four racquetball of the hands of our youth. courts, was opened to the public. The second building, the multi -use Activities • In 2009, the City of Santa Clarita Center, opened in 2002 and includes launched a 21 -Point Business Plan for meeting rooms, classrooms, and an open Progress which was developed to enhance arena. The Aquatics Center, with an the economy, build upon Santa Clarita's • Olympic -sized swimming pool, dive pool, current successes, improve the and an activity pool with water play infrastructure of the City, and develop the equipment and 168 -Foot water slide, local workforce. opened in October 2003. The Sports City of Santa Clarita 19 Complex is also home to the City's The City's Safe Routes to School 40,000 square -foot skate park, which program, part of the City's Non - opened in March 2009. The skate park Motorized Plan, helped bring in • features large bowls, a street plaza, half- $2 million in grant funding since 2009. pipe tunnel, snake runs, skateable planters The program has resulted in bicycle and and much more. pedestrian improvements at eight local elementary schools, as well as added bike • To enhance the beauty of the community, lanes at several locations throughout the the City has set a goal of planting a City. minimum of 1,000 trees per year. The City of Santa Clarita received the • The City's Transit Maintenance Facility designation "Tree City U.S.A." for the (TMF) was awarded the 2008 Innovative 24th consecutive year and won its fourth Design of the Year by the American "Gold Leaf Award" from the International Public Works Association. Society of Arboriculture. • Completed construction of the Traffic • Three Metrolink stations have been Operation Center in City Hall that allows constructed in Santa Clarita. real time observation of traffic conditions throughout the City so we can respond • The City's own Facebook and Twitter more quickly to traffic incidents and pages are updated several times each day congestion. and are linked to its popular website, www.santa-clarita.com. In its second • Constructed the McBean Transit Center, year, www.santaclaritacitybriefs.com, the located at Valencia Boulevard and City's on-line newsletter, boasts an McBean Parkway, which provides average of 6,000 views a week. comfort and convenience amenities to transit passengers. • In 2009, the City launched a new on-line • e -Permit system, enabling residents and • Santa Clarita was awarded the prestigious contractors the ability to apply for, Grand Prize for "Best Economic process, pay for, and print specific Development Program" in the State of permits on-line, 24 -hours a day, seven California in 2007, 2008, and 2009. The days a week. award recognizes outstanding and innovative programs which have made a • The City completed the expansion of the significant contribution to the field of Magic Mountain Parkway/interstate 5 on- economic development. The 2007 award and -off ramps and intersection in 2009. was given for the City's Film program, This project won the American Public while Tourism was bestowed with the Works Association's "Outstanding award in 2008. In 2009, the award was for Project of the Year" award. the City's Small Business Program. • In 2007, property owners in the City • The Santa Clarita Film Office has won voted to create the Open Space several awards since its inception in 2002, Preservation District (OSPD). Through being recognized in 2008 by the League property acquisitions, the District of California Cities with a Helen Putnam preserves natural land from development, Award of Excellence, and by the creates a greenbelt around the City, California Association for Local retains wildlife corridors, and protects Economic Development with a 2007 rare and biological and geological Grand Prize Award for the Best Economic regions. To date, the OSPD, along with Program in California. partners, has purchased over 8,000 acres of property, bringing those lands into • A 24-hour Graffiti Hotline and website permanent public ownership. were developed, allowing residents to • report graffiti and receive clean-up, free of charge, by volunteers of the City of Santa Clarita 20 community. In 2007, the City's Graffiti leisure and activities, sunny weather, and Tracking and Prevention Database was healthy lifestyle. • awarded the grand prize of the Helen Putnam Award for Excellence. • The Street Maintenance Program was created to regularly slurry and overlay all • The City was given the designation of a City streets, as well as to regularly make "Bicycle Friendly Community" by the repairs to area sidewalks to extend the life League of American Bicyclists in 2007. of City streets by five to ten years. Only 70 cities across the country have been bestowed with this honor since the • The City Council initiated the program's inception. community -wide "Healthy Santa Clarita" program to promote the benefits of eating • The Todd Longsbore Park opened in healthy and regular exercise. conjunction with the City's 20'" anniversary celebration in 2007. The 32- • Constructed and dedicated the award - acre park offers breath -taking views, winning Youth Grove Memorial at modern amenities, and open space Central Park in 2006. The Youth Grove preservation to honor the legacy of Todd is the site of an annual remembrance Longshore, one of Santa Clarita's most event that is integrated in the Sheriffs ardent supporters and a dedicated Parks Department "Every 15 Minutes" program. Commissioner for 16 years. . In collaboration with the Anti -Gang Task • An extensive trail system has been Force, the City established a Community planned, of which 109.5 miles of trails Court diversion program in 2006 that and paseos have been built, including the ensures petty offenders pay restitution and South Fork Trail, Commuter Rail Trail, perform community service here in Santa Robinson Ranch Trail, Sand Canyon Trail Clarita. and the Santa Clara River Trail. • • Economic Development Administration • The City is home to 27 parks and the 60- grant funds were provided by the City to acre Santa Clarita Sports Complex. Our assist in the construction of a new park system includes: Central Park, Edwards Cinema and shopping complex Valencia Heritage Park, Santa Clarita in Canyon Country, which opened in Skate Park, and the Veteran's Historical 1998. Plaza. • The City has established two Sister City • America's Promise ranked Santa Clarita relationships, one with Sariaya, as one of the "100 Best Communities for Philippines, and one with Tena, Ecuador. Young People" in 2007. The selection These relationships help the community committee noted the City's multiple youth by encouraging cultural understanding programs aimed at fostering civic about others outside our community. responsibility and limiting exposure to drugs and violence. • To preserve and promote the history of Santa Clarita's Western Heritage, the City • In 2006, Santa Clarity was recognized as established the annual Cowboy Poetry & one of Business Week's "Top 25 Best Music Festival in 1994. This award - Affordable Suburbs" in the country, based winning celebration, which is held at on statistics such as affordability, historic Melody Ranch Motion Picture academics, safety, and culture. Studio, features the best in poetry, music, and fine western art. The event has since • In 2006, CNN Money Magazine named been renamed the "Santa Clarita Cowboy the City as the best place to live in Festival." • California. The City made this list for its healthy economy, affordable housing costs, educated workforce, quality of life, City of Santa Clarita 21 Form of Government • The City of Santa Clarita is a General Law City operating under a Council -Manager form of government, with the City Council acting as the part-time legislative body of the City. Five members are elected to the City Council at large on a nonpartisan basis, with members serving four- year terms. Elections are staggered every two years, with the Council -appointed Mayor serving a one-year term and acting as presiding officer. The City Council appoints a City Manager to be the Chief Administrative Officer responsible for the day-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 Santa Clarita Residents • City Council City Manager City Attorney I Assistant City Manager City Manager's Office Administrative Services Public Works Parks, Recreation 8 Community Services Public Safety ty u m m Coni • Comma ty City of Santa Clarita 22 • • Commissions, Volunteer Boards and Committees Planning Commission Charles Heffernan, Chair Diane Trautman, Vice -Chair Tim Burkhart, Commissioner Dr. Dennis Ostrom, Commissioner Lisa Eichman, 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 Dianna Boone, Chair Ruthann Levison, Vice -Chair Chris Fall, Commissioner Michael Cruz, Commissioner Duane R. Harte, Commissioner Arts Commission The Parks, Recreation & Community Services Commission is a five -member commission appointed by the City Council to make recommendations to the Council on all matters pertaining to parks and public recreation. Susan Shapiro, Chair The Arts is a five -member commission appointed by the City Gary Choppe, Vice -Chair Council to consider and advise the Council on arts -related Patti Rasmussen, Commissioner issues such as public art, arts education, facilities, and other John Dow, Commissioner areas. Dr. Michael Millar, Commissioner Accessibility Advisory Committee (AAC) The AAC was established for the purpose of providing guidance on the quality of Santa Clarita Transit's programs and services for seniors and persons with disabilities. The AAC's voting membership is comprised of I 1 members. Neighborhood Empowerment and Safety Team (NEST) The Anti -Gang Taskforee, which was recently renamed as the Neighborhood Empowerment and Safety Team, was founded in 1991 and is comprised of community members, City staff, law enforcement, school personnel, and non-profit agency representatives. The purpose of this team is to collaborate and facilitate education and prevention programs that create alternatives to gang involvement. City of Santa Clarita 23 Arts and Community Services Grants Committee • The City of Santa Clarita administers an annual grants program for local non-profit organizations. The grants program funds organizations that provide projects and programs in the category of Community Benefit, City of Santa Clarita Presents (public artistic performances at the Santa Clarita Performing Arts Center at College of the Canyons), and Community Arts. A Committee comprised of Councilmembers, Parks, Recreation, and Community Services Commission Chair, Arts Commission Chair, and City staff from various departments, make funding recommendations to the entire City Council. Blue Ribbon Task Force The Task Force is comprised of community-based organizations, parents, youth, educators, law enforcement, businesses, and City staff. The Task Force was formed in January 2001, and works to educate the community about teen substance abuse and provide meaningful resources and programs to the community. Citizens Public Library Advisory Committee The role of the committee is to advise the Santa Clarita Public Library on matters of local interest and concern for the benefit of the community and Santa Clarita Public Libraries. These matters may include, but are not limited to, policy matters, book and material collections, services, and facilities. Financial Accountability and Audit Panel The five -member committee was appointed in 2008 by City Council for the Open Space Preservation District (OSPD). The committee is responsible for ensuring OSPD's land acquisition priorities are adhered to, reviewing accounting of funds to ensure funds are spent properly and that good fiscal management is occurring, and ensuring expenditures are consistent with the criteria and requirements set forth in the Engineer's Report. • Graffiti Task Force The Graffiti Task Force (GTF) is a collaborative action group that works together to eradicate and prevent graffiti in Santa Clarita. The GTF is made up of staff from the City, Los Angeles County, College of the Canyons, Los Angeles County Sheriff's Department, California Highway Patrol, and the William S. Hart Union High School District. The Task Force has a three -prong approach to graffiti abatement: quick removal, arrest of vandals, and outreach to local youth to prevent graffiti. Oversight Board The purpose of the Oversight Board Oversight Board to oversee the wind down of Redevelopment Agency activities. The Oversight Board is a seven -member panel consisting of representatives from various local taxing entities, including the City, the Los Angeles County Board of Supervisors, the Los Angeles County Board of Education and the Chancellor of the California Community Colleges. Tourism Bureau The purpose of the committee is to market hospitality, attractions, and events in the Santa Clarita Valley. Tourism Marketing District Advisory Board The Advisory Board for the Tourism Marketing District (TMD) annually reviews and makes appropriate recommendations to the City Council by an Annual Report regarding the use of funds collected through the TMD assessments. The TMD consists of one (1) representative from each of the participating hotels within the Hotel Tourism Marketing Benefit Zone, as well as two (2) City representatives selected by the City Manager. • City of Santa Clarita 24 rIL E Visions in Progress (VIP) VIP is a youth advisory committee comprised of Santa Clarita Valley high school students who advise the City and community on activities, issues, and decisions relating to teens in the Santa Clarita Valley. City of Santa Clarita 25 Funded Regular Full -Time Equivalent Positions in the City • by Departments City Manager's Office Administrative Services CITYCOUNC/L 5 5 Administration Deputy City Manager and AS Director I 1 City Manager's Office Management Analyst 1 I City Manager 1 1 Executive Secretary 1 1 Assistant City Manager 1 1 Assistant to the City Manager 1 I City Clerk Intergov'd Relations Officer 1 I City Clerk 0 1 Management Analyst 1 1 Deputy City Clerk 0 1 Executive Assistant 1 1 Records Technician 0 1 Executive Secretary 1 1 Project Technician 0 1 Secretary 1 I Administrative Clerk 0 1 Administrative Clerk 0.6 0.6 Clerk 0 1 City Clerk Finance City Clerk 1 0 Finance Manager 1 I Deputy City Clerk 1 0 Senior Financial Analyst 3 3 Records Technician 1 0 Financial Analyst 3 3 Project Technician 0 0 Payroll Technician 1 I Administrative Clerk 1 0 General Accounting Specialist 2 2 Clerk 1 0 Account Clerk 2 2 Secretary 1 1 Communications Cashier 1 I Comrninications Manager 1 1 Cormainications Specialist 2 3 Special Districts • Administrative Analyst 1 0 Special Districts Administrator 1 1 Graphic Artist 2 2 Project Development Coordinator 2 2 Secretary 1 I LMD Specialist 2 2 Project Technician 2 2 Human Resources Program Specialist 1 I Human Resources Manager 1 1 Senior Human Resources Analyst I 1 Technology Services Human Resources Analyst 2 2 Admin. Services and IT Manager 1 1 Human Resources Technician 1 I Senior Infortmation Tech. Analyst 3 3 Secretary 1 1 Information Tech. Analyst 4 4 GIS Technician 1 1 Purchasing/Risk/Mail Services Information Tech. Specialist 5 5 Purchasing Agent/Risk Adm6ristrator I I Secretary I 1 Buyer 2 2 Project Technician 2 2 Transit Materials Clerk 1 I Transit Manager 1 1 Mail Services Specialist 1 1 Transit Coordinator 1 1 Mail Clerk I 1 Administrative Analyst 4 4 Clerk 1 0 Supervisor, Maintenance 1 I General Maintenance Specialist 1 1 Full-time Equivalent 40.60 34.60 Administrative Clerk 1 I Clerk 2 2 Urban Forestry Maintenance Administrator 1 1 Tree Specialist 3 3 Tree Trimmer 3 3 is Full-time Equivalent 58.00 64.00 City of Santa Clarita 26 • Community Development Parks, Recreation & Community Services continued Administration Director 1 I Arts and Events Management Analyst 1 I Rec. & CS Administrator 1 1 Executive Secretary 1 1 Rec. & CS Supervisor 3 3 Rec. & CS Coordinator 3 4 Community Preservation Supv. Community Preservation Off. 1 1 Community Services Community Preservation Officer 6 6 PR&CS Superintendent 1 I Administrative Clerk 1 1 Rec. & CS Administrator 2 2 Rec. & CS Supervisor 5 5 Economic Development Rec. & CS Coordinator 6 6 Mktg & Econ Development Mgr 1 I Secretary 1 I Economic Development Associate 2 2 Program Specialist 1 1 Administrative Analyst 3 3 Clerk 1 l Secretary 1 1 Project Technician 2 2 Open Space and Park Planning Pertnit Specialist I I Assistant City Engineer 1 1 Park Development Administrator 1 1 Planning Acquisition Specialist 1 1 Planning Manager 1 1 Project Development Coordinator 2 2 Senior Planner 2 2 Administrative Analyst 1 I • Associate Planner Assistant Planner 11 6 3 6 3 Project Technician Secretary 1 1 I 1 Assistant Planner I I 1 Clerk 0.5 0.5 Secretary 1 1 Clerk 2 2 Parks PR&CS Superintendent I I Redevelopment /Housing Maintenance Administrator 3 3 Redevelopment Manager I 1 Supervisor 7 7 Housing Administrator 1 1 General Maintenance Specialist 3 3 Administrative Analyst I 1 Groundskeeper 11 8 8 Project Technician 1 I Secretary I 1 General Maintenance Worker 4 4 Full-time Equivalent 41.00 41.00 GroundskeeperI 13 14 Clerk I I Parks, Recreation & Community Recreation Services PR&CS Superintendent 1 1 Rec. & CS Administrator 2 2 Administration Rec. & CS Supervisor 6 6 Director 1 1 Rec. & CS Coordinator 14 14 Senior Management Analyst I 1 Project Technician 1 1 Administrative Analyst I 1 Aquatics Specialist 2 2 Executive Secretary I I Secretary 1 I Administrative Clerk 0.4 0.4 Program Specialist 2.25 2.25 Administrative Clerk 1 1 Clerk 1 1 • Full-time Equivalent 109.15 111.15 City of Santa Clarita 27 Public Works Administration Director I i Management Analyst 1 I Executive Secretary I I Clerk 2 2 Building and Safety Assistant City Engineer 1 1 Assistant Building Official 1 1 Associate Engineer 3 3 Assistant Engineer 2 2 Project Development Coordinator 2 2 Supervising Building Inspector I 1 Building Inspector 6 7 Engineering Technician 1 l Permit Specialist 3 3 Secretary 1 I Administrative Clerk 2 2 Clerk 1 I CapitalInFrovement Projects City Building Official 1 I Senior Engineer 2 2 Associate Engineer 4 4 Assistant Engineer 2 3 Project Development Coordinator I 1 Supervising Public Works Insp 1 1 Administrative Analyst 2 2 Public Works Inspector I I Engineering Technician 1 0 Project Technician 1 1 Secretary 1 1 Development Services Building Official 1 I Senior Engineer 3 3 Associate Engineer 1 1 Assistant Engineer 1 1 Project Development Coordinator 2 2 Supervising Public Works Insp 1 1 Public Works Inspector 3 3 Engineering Technician I I Penrrit Specialist 2 2 Secretary 1 1 Public Works continued Environmental Services Environmental Services Manager Environ. Svc Program Coord Maintenance Administrator Project Development Coordinator Administrative Analyst Environmental Field Specialist Secretary Project Technician Street Maintenance Worker General Services General Services Manager Maintenance Administrator Assistant Engineer Sup. Vehicle Maint. Mechanic Supervisor Vehicle Maintenance Mechanic General Maintenance Specialist Street Maintenance Worker Vehicle Maintenance Technician Secretary General Maintenance Worker Administrative Clerk Traffic Assistant City Engineer Senior Traffic Engineer Associate Engineer Signal Operations Supervisor Assistant Engineer Transportation Planning Analyst Project Development Coordinator Administrative Analyst Secretary Full-time Equivalent 1 1 1 1 1 1 2 2 1 I 1 1 1 1 1 1 6 6 1 1 2 2 1 1 1 1 4 4 3 2 1 1 15 16 0 2 3 3 1 1 1 1 2 2 3 3 1 1 2 2 0 1 121.00 125.00 City of Santa Clarita 28 • As City employees, we are proud to say that WE ARE THE CITY OF SANTA CLARITA. We tahepride in our organization, our community and ourselves. Our mission is to deliver the best and most cost-efficient municipal service to the citizens and City Council of Santa Clarita. We value excellence We provide high quality and timely services. We encourage education and continual professional development. We have a strong commitment to the community, the organization, and individual professions. We conduct ourselves professionally. We believe that prudent management of our resources demonstrates our respect for the citizen's whose monies support this organization. • We believe that diversity among staff and in the community creates strength. We value a humanistic approach Our actions recognize humans, human feelings and the importance of the individual. We believe in participative management. We encourage employees to enjoy their time at the work site. We encourage ideas that improve the mental and physical health of the employees. We are united in our efforts to support, respect and encourage individual talents and contributions. We value creativity We have a bias for action. We believe in taking reasonable risks. We accept innovative people. • We value a futuristic approach We want decisions that will endure the test of time. We want a City that future generations will love. We value our enthused workforce We encourage actions which keep employees motivated and competent. We respect loyalty to the City. We value ethics We believe the soundest basis for judging the rightness of an action is a test of its morality, legality, and its effect on human rights. We treat our fellow employees and community members fairly and equally, without prejudice or bias. We value an open and non -bureaucratic government We keep the public informed of what we do. We share ideas, information, and feelings with employees. We are helpful, courteous, and cooperative with the public and one another. We encourage decision making on the front lines. We are an integrated organization, we are a team. We value our City Council and public service We recognize the importance of the process which elected the Council. We recognize the importance and difficulty of the Council's job. We are fully prepared for Council meetings. We understand the importance of public service. We are committed to advancing the well being of the community. 0 0 City of Santa Clarita 30 • • • 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 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 & 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 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. ntSanta Clarita In January of every year, each department is presented with a Budget Preparation Guide. The Finance Division provides estimated revenues for the coming year, as well as year- end projected revenues for the current fiscal year. Department expenditure and CIP requests are prepared reflecting these projected revenue trends and estimates. In March, the departments then submit their proposed budgets and requests for the upcoming fiscal year to the City Manager. The review of the budget is the responsibility of the City's Budget Team. In March and April, the Budget Team analyzes each individual budget and either approves, denies, or revises the requested funding amounts. The final product becomes part of the draft, proposed Annual Budget and CII' document presented to the City Council. The City Council has appointed a Council Budget Subcommittee that meets during the budget process. Budget study sessions are conducted with the City Council and the Commissions in the months of February and May. Citizens have an opportunity to comment on the draft document during the public hearing in June. During the budget study session and the public participation period, the draft Annual Budget and CIP document may be revised or amended to reflect spending priorities that may differ from those presented in the draft document. The final Annual Budget, with the corresponding CIP Budget, is adopted by resolution of the City Council and takes effect on July 1. Once adopted, the City of Santa Clarita has a new operating budget and fiscal plan for the coming year, and a program for capital spending. The calendar below reflects the time -line and process for the planning and preparation of the Annual Budget and Capital Improvement Program Document: January 16 February 3 February 4 February 25 March 19 -March 31 April 4 May 5 May 6 June 3 June 10 June 24 • Budget Kick -Off Meeting with Staff • Council Budget Subcommittee Meeting • Joint Council/Planning, PRCS, and Arts Commissions Budget Study Session • Final Budget Package Due to the City Manager • Department Budget Discussions • Capital Improvement Budget Funding Meeting • Council Budget Subcommittee Meeting • Joint Council/Planning, PRCS, and Arts Commission Budget Study Session • Presentation of Capital Improvement Program to Planning Commission • Public Hearing • Adoution of Budget and CIP Level of Control and Changes to Adopted Budget From the effective date of the budget, the amounts stated as proposed expenditures become appropriations for the various City departments and capital improvement projects. These formal budgets are employed as a management control device during the year for the General Revenue Fund and all Special Revenue Funds. The City has prepared a line -item detail, which lists each account group within each of the three expenditure categories. This annual budget format is designed to provide a more comprehensive management and fiscal planning system to aid in the achievement of goals and objectives at the operational levels consistent with the City Council's policies. Additional expenditures for capital outlay items must be approved by the City Manager and City Council. Funds appropriated for salaries and benefits may not be expended for any other purpose without the approval of the City Manager. The City Manager may transfer funds within and between programs and departments. Budgetary control, the level at which expenditures cannot legally exceed the appropriated amount, is exercised at the category level. Administrative policies provide guidelines on budget transfers and the authorization necessary to implement transfers. Generally, there are two types of budget transfers: Budget Adiustment: This is a transfer that does not change the total appropriated amount within a fund and does not require Council action. Depending upon the budget category affected by the transfer, approval may be granted 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 City of Santa Clarita 32 U • LJ 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 Capital Improvement Program 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 CIP. 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. Fiscal Policies The budget document also includes a section on fiscal policies that were recently updated by the Council in December 2013. Department Budget Sections The next nine sections represent the main body of the annual budget. These sections contain an overview of each department, along with budget summaries. Each program has a narrative page outlining the program's purpose, primary activities, performance goals, and performance measures. of Santa Clarita 33 Capital Improvement Program Sections These sections contain detailed information about the capital improvement projects that the City plans to initiate over the next year. Each project information sheet includes the project name, number and location (written and visual), a brief description of the project, a statement of justification, a breakdown of project costs by typical expenditure category, and a breakdown of project funding by source. 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 • 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. O Appropriation: For fiscal year ® Categorv: The budget is divided into three categories: Personnel, Operations & Maintenance, and Capital Outlay. Each department is required to stay within the category allocation. O Bottom Line: Total appropriation for the budget program. • City of.Santa Clarita 34 • Capital Project Information Guide: SAMPLE Project Name: 2013-14 OVERLAY AND SLURRY SEAL PROGRAM M0097 Project Location: Citywide. O Project Number: sem-. .. rrwm unr,w. mrwn Description: The annual Overlay and Slurry Seal Program reflects the City's commitment to sound pavement 108,454,720 management of the roadway infrastructure by overlaying streets in need of attention. Streets will be 6,883,941 27,252,680 33,187,000 48,015,040 selected based on recommendations from the City's pavement management survey and field O Project Number: M0090 M inspections. Justification: This annual effort strives to maintain the quality and viability of the City's streets. To meet the = The area of the City in which the project is located survey's recommendations, the City must commit significant funds to the overlay program to 097 prevent continued roadway deterioration. Continued deterioration results in higher repair costs in future years. Project Status: Proposed Department: Public Works Project Manager: Curtis Nay O Project Cost Est ($): • Expend. Category: Prior Years 2014-15 2015-16 2016-17 2017-18 Total Environmental $ 5,000 225,229 275,000 396,819 902,048 Design/Plan Review 600,000 1,126,144 1,375,500 1,984,093 5,085,737 Right -Of -Way 2 = Newhall Construction 5,078,941 22,522,875 27,510,000 39,681,850 94,793,666 Inspection & Admin. 500,000 1,126,144 1,275,500 1,984,093 4,885,737 Contingency 700,000 2,252,288 2,751,000 3,968,185 9,671,473 Total Costs: $ 6,883,941 27,252,680 33,187,000 48,015,040 115,338,661 OProject Funding: Funding Source: Prior Year 2013-14 2015-16 2016-17 2017-18 Total STPL $ 1,533,319 1,533,319 TDA Article 8 5,350,622 5,530,622 Priority Unfunded - 27,252,680 33,187,000 48,015,040 108,454,720 Total Costs: $ 6,883,941 27,252,680 33,187,000 48,015,040 115,338,661 O Project Number: M0090 M = Categorical location of capital project 0 = The area of the City in which the project is located 097 = The assigned project number Category Abbreviations: Area: B = Beautification & Landscaping M = Maintenance 0 = Citywide C = Circulation N = Infrastructure 1 = Valencia E = Emergency P = Parks & Recreation 2 = Newhall • F = Facilities & Buildings I = Intelligent Transportation Systems S = Streets & Bridges T = Trails & Transit 3 = Canyon Country 4 = Saugus O Project Cost Est ($): This area shows a detail of the costs of the project by year and expenditure category. O Project Funding: This area shows the detail of the estimated costs of the project by year and by funding source. Citv of Santa Clarita 35 Annual Appropriations Limit The Appropriations Limit, established by the State of California per Article XIIIB of the California • State Constitution, sets a limit for the annual appropriations of tax proceeds for all municipalities. Article XIIIB was recently amended by Proposition 111 to change the method of calculating the annual appropriations limit. Prior to Proposition I11, the annual appropriations limit was adjusted annually by the change in the cost of living or by the change in California per capita personal income, whichever was less, and by the percentage change in the population of the City. Under the new guidelines set forth by Proposition 111, the annual appropriations limit will not exceed a base year adjusted by the change in population of the City or the County combined with either the change in California per capita personal income or the change in the local assessment roll, due to local nonresidential construction. Proposition 111 also changed the base year for all municipalities to 1986-87. Starting with a base year limit of $47,350,022 for 1986-87 and increasing it to the 2014-2015 limits by using the guidelines set forth in Proposition 111, the calculation would be as follows: City of Santa Clarita 36 • • Change in Add Change in Appropriations 1997.98 108,118,037 Personal 4.67% • 5,049,112 Base 113,167,149 Population 1.13% 1,278,789 Limit 114,445,938 1998.99 114,455,938 4.15% 4,749,921 119,205,859 9.69% 11,551,048 130,756,907 1999.00 130,756,907 4.53% 5,923,288 136,680,195 2.37% 3,239,321 139,919,516 2000.01 139,919,516 4.91% 6,870,048 146,789,564 3.39% 4,976,166 151,765,730 2001-02 151,765,730 7.82% 11,868,080 163,633,810 2.18% 3,567,217 167,201,027 2002-03 167,201,027 (1.27%) (2,123,453) 165,077,574 2.93% 4,836,773 169,914,347 2003-04 169,914,347 2.31% 3,925,021 173,839,368 2.99% 5,197,797 179,037,166 2004-05 179,037,166 3.28% 5,872,419 184,909,585 1.35% 2,496,279 187,405,864 2005-06 187,405,864 5.26% 9,857,548 197,263,412 1.80% 3,550,741 200,814,154 2006-07 200,814,154 3.96% 7,952,240 208,766,394 .27% 563,669 209,330,064 2007-08 209,330,064 4.42% 9,252,389 218,582,452 5.68% 12,415,483 230,997,936 2008-09 230,997,936 4.29% 9,909,811 240,907,747 .50% 1,204,539 242,112,286 2009-10 242,112,286 .62% 1,501,096 243,613,382 .64% 1,559,126 245,172,508 2010-11 245,172,508 (2.54%) (6,227,382) 238,945,126 .65% 1,553,143 240,498,270 2011-12 240,498,270 2.51% 6,036,507 246,534,776 .35% 862,872 247,397,648 2012-13 247,397,648 3.77% 9,326,891 256,724,539 .38% 975,553 257,700,093 2013-14 257,700,093 5.12% 13,194,245 270,894,338 15.44% 41,826,086 312,720,424 2014-15 312,720,424 (.23%) (719,257) 1 312,001,167 1 1.98% 6,177,623 318,178,790 City of Santa Clarita 36 • 0 E clip ofsanra c[arita 37 340 p 320 O 300 280 260 240 220 200 180 160 140 - 120 100 80 60 40 20 0 1998-991999-00 2000-012001-02 2002-03 2003-042004-052005-062006-072007-082008-092009-10 2010-112011-122012-13 2013-14 2014-15 �Gr Appropriation Limit Proceeds of Tac clip ofsanra c[arita 37 0 0 City of Santa Clarita 38 • FISCAL POLICIES FOR THE CITY OF SANTA CLARITA Fiscal policies establish the framework for overall fiscal planning and management. The policies set forth guidelines for both current activities and long-range planning. The City's Fiscal Policies shall be reviewed annually to assure the highest standards of fiscal management. Overall Goals The overall financial goals underlying these financial policies are: Fiscal Conservatism: To ensure that the City is at all times in a solid financial condition. This can be defined as: • Cash solvency - ability to pay bills • Budgetary solvency - ability to balance the budget • Long -run solvency - ability to pay future costs • Service -level solvency - ability to provide needed and desired services • Flexibility: To ensure that the City is in a position to respond to changes in the economy or new service challenges without an undue amount of financial stress. Adherence to the Highest Accounting and Management Practices: As set by the Government Finance Officers Association standards for financial reporting and budgeting, by the Governmental Accounting Standards Board and other professional standards. I. CASH MANAGEMENT A. Purpose An investment policy has been approved by minute order and 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. B. Objective The cash management system is designed to accurately monitor and forecast expenditures and revenues, thus enabling the City to invest funds to the fullest • extent possible. The City attempts to obtain the highest possible yield, as long as investments meet the criteria established for safety and liquidity. City of Santa Clarita 39 C. Policy • In order to maximize interest earnings, the City commingles the cash of all funds, except those funds held in trust for the City by various financial institutions in accordance with applicable trust agreements related to debt issues. Interest revenue derived from commingled cash is allocated monthly to the participating funds based on the relative cash balance of each fund. D. Procedures Criteria for selecting investments and the order of priority are: 1. Safety The safety and risk associated with an investment refers to the potential loss of principal, interest, or a combination of these amounts. The City only operates in those investments that are considered very safe and are allowable under Government Code Section 53601. 2. Liquidity This refers to the ability to "cash in" at any moment in time, with a minimal chance of losing some portion of principal or interest. Liquidity is an • important investment quality, especially when the need for unexpected funds occasionally occurs. 3. Yield This is the dollar earnings an investment instrument can provide, and sometimes is described as the rate of return. Planning and Budgeting The City's success in financial planning and budgeting is due to the City Council's timeless and proven budget practices. Some of these practices include: • The decisions made in the good times are more important than the decisions made during the bad times • Live below our means • Run a lean organization • Use conservative five-year projections • Employ full cost recovery when setting fees • Diversify revenue • Use one-time money only for one-time expenses • When in doubt, contract out • City of Santa Clarita 40 • Purpose of an Annual Budget The City of Santa Clarita's budget serves as a "blueprint" for providing City services, as a working financial plan and communication tool for City residents, businesses, and employees. The document is designed to give clear and accurate information to the community with respect to how its local government is organized and operates. The Capital Improvement Program (CIP) provides a comprehensive capital planning document and a context for future capital budget allocations. The City Manager presents a balanced budget in which ongoing revenues match or exceed ongoing expenditures, to the City Council each year. This document authorizes appropriations or eligible expenditures for the City's fiscal year, which runs from July 1 to June 30 of the following year. Budget & 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 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. Annually, in January, each department is presented with a Budget Preparation Guide. The • Finance Division provides estimated revenues for the coming year and year-end projected revenues for the current fiscal year. Department expenditure and CIP requests are prepared reflecting these projected revenue trends and estimates. In March, the departments submit their proposed budgets and requests for the upcoming fiscal year to the City Manager. The budget requests are reviewed by the City's Budget Team. In March and April, the City Manager analyzes the requested departmental budgets and either approves, denies, or revises the requested funding amounts. • The final product becomes the draft, proposed Annual Budget and CIP document presented to the City Council. The City Council has appointed a Council Budget Subcommittee that meets during the budget process. Budget study sessions are conducted with the City Council and the Commissions in the months of February and May. Citizens have an opportunity to comment on the drift document during study sessions and at the public hearing in June. During the budget study session and the public participation period, the draft Annual Budget and CIP document 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, is adopted by resolution of the City Council and takes effect on July 1. Once adopted, the City of Santa Clarita has a new operating budget and fiscal plan for the coming year, and a program for capital spending. City of Santa Clarita 41 Level of Control and Changes to Adopted Budget • From the effective date of the budget, the amounts stated as proposed expenditures become appropriations for the various City departments and capital improvement projects. These formal budgets are employed as a management control device during the year for all funds. The City has prepared a line -item detail, which lists each account group within each of the three expenditure categories (personnel, operations & maintenance, and capital outlay). This annual budget format is designed to provide a more comprehensive management and fiscal planning system to aid in the achievement of goals and objectives at the operational levels consistent with the City Council's policies. Funds appropriated for salaries and benefits may not be expended for any other purpose without the approval of the City Manager. Within each Fund, the City Manager may transfer funds within and between programs and departments. Budgetary control, the level at which expenditures cannot legally exceed the appropriated amount, is exercised at the category level. 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. 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 approval by the City Council. Types of modifications can be categorized as follows: • Unanticipated revenue, which was not projected in the budget, may be appropriated by Council for expenditure in the fiscal year received. • Prior year reserves or fund balances may be appropriated to fund items not previously included in the adopted budget. The appropriation of reserves in the case of emergencies or unusual circumstances requires approval by the City Council. • Transfers between funds require formal approval by the City Council. Unexpended appropriations automatically lapse at the end of the fiscal year, and are included in • the ending fund balance calculations within each fund. City of Santa Clarita 42 II. BUDGET POLICIES AND PROCEDURES • A. Policy The City Manager shall submit a proposed budget to the City Council each year. It is the stated policy of the Council and City Manager that ongoing revenues match or exceed ongoing appropriations. B. Budget Basis The budgets of general government type funds (for example, the general fund itself, and gas tax funds) are prepared on a modified accrual basis. This means that obligations of the City are budgeted as expenses, but revenues are recognized only when measurable and available. The Comprehensive Annual Financial Report (CAFR) shows the status of the City's finances on the basis of "generally accepted accounting principles" (GAAP). In most cases, this conforms to the way the City prepares the budget. One exception is the treatment of compensated absences. Compensated absences, including accrued but unused holiday, compensatory time and vacation leave, are treated slightly different in the budget than in the CAFR. C. Budget Responsibility • The department heads are responsible for preparing their budget requests in accordance with the guidelines provided by the City Manager and Budget Officer. The Department of Administrative Services provides cost experience data as required by City departments. The Department of Administrative Services prepares all 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 City Management an opportunity to examine programs, to propose changes in current services, to recommend revisions in organizations and methods, and to outline requirements for capital outlay items. E. Operating Budget Ongoing operating costs should be supported by ongoing, stable revenue sources. This protects the City from fluctuating service levels and avoids crises when one- time revenues are reduced or removed. Listed below are some corollaries to this policy. City of Santa Clarita 43 • Funding of Ongoing Operating and Maintenance Costs • Funding of ongoing operating and maintenance costs, such as street resurfacing and trail maintenance, should be financed through recurring operating revenues rather than through bond issuance. • Contingency Appropriation Fund balances or contingency accounts should be used only for one-time expenditures, such as capital equipment and capital improvements. Each year's budget may include a General Fund Contingency appropriation to cover one-time unforeseen expenditures or new projects initiated after a fiscal year has begun. • Operating Reserve General fund operating reserves are vital in building financial resiliency and are a critical component of the budget, as this funding source can be accessed in case of an emergency or unforeseen opportunity. The current general fund operating reserve is 17 percent of operating expenditures and it is the City Council's goal to increase the operating reserve to 20 percent. The proposed operating reserve for fiscal year 2014-15 is 18 percent. • Funding of Other Post -Employment Benefits • Funding of other post -employment benefits will be based on an actuarially -accepted method to maintain a fully -funded position. The extent of the City's other post -employment benefits and its contribution to them will be adjusted annually as necessary to fully fund its actuarially - required contribution (defined as City and employee contributions, if any, that when expressed as a percent of annual covered payroll are sufficient to accumulate assets to pay benefits when due). Furthermore, an irrevocable trust has been established in which said contributions are deposited and from which related expenses are paid. • Funding of Annual Overlay and Slurry Program At least $1 million of transportation related funding shall annually fund the annual overlay and slurry program. • Fluctuating Federal grants should not be used to fund ongoing programs. City of Santa Clarita 44 • F. Revenue and Expenditure Forecasting • Formal historic trend analysis will be performed and updated in preparation for the annual budget development and during the midyear budget review process. • Ongoing analysis will be maintained to determine whether revenues or expenditures will deviate from their long-term trends over the next five years. • Whenever necessary, independent revenue forecasting will be performed on major revenue sources, such as for sales tax and property tax revenue. G. Long -Term Financial Planning A long-term, multi-year financial plan, such as the Five -Year General Fund Forecast, will be maintained in order to identify potential future issues and possible solutions. Revenue and expenditure decisions are to be made primarily from a long- term perspective and tied to impacts on operations. • The goal is to maintain structural balance for all funds. • H. Revenue Policies • A diversified and stable revenue system will be maintained to ensure fiscal health and absorb short run fluctuations in any one revenue source. User fees for all operations will be examined and adjusted annually to ensure that fees cover the direct and, 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. I. Cost Allocation The purpose of the City's cost allocation from its Internal Service funds is to charge the departments for City resources that are being used by the individual departments and funds. City of Santa Clarita 45 J. K. 1. Self -Insurance Fund Allocation The self-insurance fund is used to account for the cost of the City's insurance premiums (such as general liability, property, and automobile insurance), as well as claims adjuster services and legal costs. Cost is allocated to each division using the exposure and budget methodology. 2. Equipment Replacement Allocation The equipment replacement fund is used to account for the acquisition, depreciation, and replacement of City vehicles and large equipment. Charges to departments are calculated based on the actual depreciation charge for vehicles used by each department. 3. Computer Replacement Allocation The computer replacement fund is used to account for the acquisition, depreciation, and replacement of computers and related equipment. Charges to departments are calculated based on the number of computer work stations supported by the Technology Services staff in each department. Long -Term Capital Planning/Budget The 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 over the next five years. Each department must, when planning capital projects, estimate the project's impact on the City's operating budget. Amendments to capital appropriations fall under the same guidelines as changes to the operating budget, with one exception: any project change exceeding the Council approved contingency must receive specific City Council approval. This approval can be made by motion rather than resolution, and may accompany a recommendation for award of bid, change order, or other Council action. While this approval is not a strict legal requirement, it serves to keep the Council informed on capital activity and funding, and ensures that revisions of project priorities are in line with Council expectations. Budget Review • • During the budget review phase, the City Manager's Office, in conjunction with Department of Administrative Services, analyzes new positions, and operating and capital budget requests. This information is then compiled and presented to the City Manager. The Budget Team comprised of the City Manager, Assistant • City Manager, Assistant to the City Manager, Deputy City Manager, Finance City of Santa Clarita 45 • Manager, Human Resources 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 City Manager for final review and budget preparation. L. Budget Adoption The City Manager presents, via publicly noticed study sessions, the budget to the City Council. A public hearing is held and, after modifications and revisions, the budget is adopted by resolution of the City Council. M. Budget Implementation A budgetary control system will be maintained to ensure compliance with the budget. The Department of Administrative Services is responsible for setting up the budget for tracking purposes, and is charged with ensuring fund availability during the year to cover expenditures and appropriations. Reports comparing the budget with expenditures are generated and sent to departments on a monthly basis. N. Budget Revision • The City Council approves total budgeted appropriations throughout the year. Actual expenditures may not exceed budgeted appropriations at the category level (e.g., Personnel, Operations & Maintenance and Capital Outlay). The City Manager or his designee is authorized to transfer budgeted amounts at the fund level. The City has the following programs accounted for through its governmental funds: general government; public safety; parks and recreation; community development; public works; and capital expenditures. Use of unappropriated reserves must be specifically approved by the City Council. U The City Manager may approve any unused appropriations at the end of each fiscal year for capital projects, special projects, and grant programs, which shall be carried forward and become part of the budget for the ensuing fiscal year. All purchase order commitments outstanding at the end of the fiscal year may be continued and become part of next fiscal year's budget. III. DEBT MANAGEMENT POLICY This Debt Management Policy sets forth certain debt management objectives for the City, and establishes overall parameters for issuing and administering the City's debt, recognizing that cost-effective access to the capital markets depends on prudent management of the City's debt program. City of Santo Clarita 47 Debt Management Objectives • The purpose of this Debt Management Policy is to assist the City in pursuit of the following equally -important objectives: • Minimize debt service and issuance costs; • Maintain access to cost-effective borrowing; • Achieve the highest practical credit rating; • Full and timely repayment of debt; • Maintain full and complete financial disclosure and reporting; • Ensure compliance with applicable State and Federal laws. General Provisions A. Scope of Application These policies establish the parameters within which debt may be issued by the City of Santa Clarita and the City of Santa Clarita Public Financing Authority. Additionally, these policies apply to debt issued by the City on behalf of assessment, community facilities, or other special districts, and conduit -type financing by the City for industrial development projects or other public purposes. Policy guidelines regulating the use of public financing mechanisms to finance public facilities has been adopted by Resolution 05-119 "A Resolution of the City • of Santa Clarita, California, Approving Adoption of the Restated and Amended Local Public Agency Goals and Policies for Community Facilities Districts." Specifically, these guidelines address the City's use of Communities Facilities Districts established pursuant to the Mello Roos Community Facilities Act of 1982, and special assessment districts established pursuant to the Improvement Act of 1911, the Municipal Improvement Act of 1913, and the Improvement Bond Act of 1915. The City Council, as a member of Joint Powers Authorities shall take these policies into account when considering the issuance of Joint Powers Authority debt. Supplemental policies, tailored to the specifics of certain types of financings, may be adopted by the City Council in the future. These supplemental policies may address, but are not limited to, the City's general obligation, lease revenue, enterprise, and land -secured financings. B. Responsibility for Debt Management Activity As delegated by the City Manager, the Administrative Services Department shall be responsible for managing and coordinating all activities related to the issuance and administration of debt. • City of Santa Clarita 48 Departments implementing debt-financed capital programs will work in • partnership with the Administrative Services Department to provide information and otherwise facilitate the issuance and administration of debt. 1. Debt Management Policy Review and Approval This policy shall be adopted by City Council resolution, and reviewed annually by the City Manager to insure its consistency with respect to the City's debt management objectives. Any modifications to this policy shall be forwarded to the City Council for approval by resolution. 2. Debt Administration Activities Under the direction of the City Manager, the Administrative Services Department is responsible for the City's debt administration activities, particularly investment of bond proceeds, compliance with bond covenants, continuing disclosure, and arbitrage compliance, which shall be centralized within the Department. C. Purposes for Which Debt May Be Issued Long-term Borrowing • Long-term borrowing may be used to finance the acquisition or improvement of land, facilities, or equipment for which it is appropriate to spread these costs over more than one budget year. Long-term borrowing may also be used to fund capitalized interest, costs of issuance, required reserves, and any other financing -related costs which may be legally capitalized. Long-term borrowing shall not be used to fund City operating costs. 11 2. Short-term Borrowing Short-term borrowing, such as commercial paper and lines of credit, will be considered as an interim source of funding in anticipation of long-term borrowing. Short-term debt may be issued for any purpose for which long- term debt may be issued, including capitalized interest and other financing - related costs. Prior to issuance of the short-term debt, a reliable revenue source shall be identified to secure repayment of the debt. The final maturity of the debt issued to finance the project shall be consistent with the economic or useful life of the project and, unless the City Council determines that extraordinary circumstances exist, must not exceed seven (7) years. Additionally, short-term borrowing may be considered if available cash is insufficient to meet short-term operating needs. City of Santa Clarita 49 3. Refunding • Periodic reviews of outstanding debt will be undertaken to identify refunding opportunities. Refunding will be considered (within Federal tax law constraints) if and when there is a net economic benefit of the refunding. Refundings which are non -economic may be undertaken to achieve City objectives relating to changes in covenants, call provisions, operational flexibility, tax status, issuer, or the debt service profile. In general, refundings which produce a net present value savings of at least three percent (3%) of the refunded debt will be considered economically viable. Refundings which produce a net present value savings of less than three percent (3%) will be considered on a case-by-case basis. Refundings with negative savings will not be considered unless there is a compelling public policy objective that is accomplished by retiring the debt. D. Debt Issuance 1. Debt Capacity The City will keep outstanding debt within the limits of any applicable law, and at levels consistent with its credit worthiness objectives. The City shall assess the impact of new debt issuance on the long-term • affordability of all outstanding and planned debt issuance. Such analysis recognizes that the City has limited capacity for debt service in its budget, and that each newly issued financing will obligate the City to a series of payments until the bonds are repaid. 2. Credit Quality The City seeks to obtain and maintain the highest possible credit ratings for all categories of short -and long-term debt. The City will not issue bonds directly or on behalf of others that do not carry investment grade ratings. However, the City will consider the issuance of non -rated special assessment, community facilities, multifamily housing, and special facility bonds. 3. Structural Features a. Debt Repayment Debt will be structured for a period consistent with a fair allocation of costs to current and future beneficiaries of the financed capital project. The City shall structure its debt issues so that the maturity • City of Santa Clarita 50 • of the debt issue is consistent with the economic or useful life of the capital project to be financed. b. Variable-rate Debt The City may choose to issue securities that pay a rate of interest that varies according to a pre -determined formula or results from a periodic remarketing of the securities. Such issuance must be consistent with applicable law and covenants of pre-existing bonds, and in an aggregate amount consistent with the City's credit worthiness objectives. When making the determination to issue bonds in a variable rate mode, consideration will be given in regards to the useful life of the project or facility being financed or the term of the project requiring the funding, market conditions, and the overall debt portfolio structure when issuing variable rate debt for any purpose. C. Derivative Derivative products may have application to certain City borrowing programs. In certain circumstances, these products can reduce borrowing cost and assist in managing interest rate risk. However, these products carry with them certain risks not faced in • standard debt instruments. The City Manager or designee shall evaluate the use of derivative products on a case-by-case basis to determine whether the potential benefits are sufficient to offset any potential costs. d. Professional Assistance The City shall utilize the services of independent financial advisors and bond counsel on all debt financings. The City Manager or designee shall have the authority to periodically select service providers as necessary to meet legal requirements and minimize net City debt costs. Such services, depending on the type of financing, may include bond and disclosure counsel, financial advisory, underwriting, trustee, verification agent, escrow agent, arbitrage consulting, and special tax consulting. The goal in selecting service providers, whether through a competitive process or sole -source selection, is to achieve an appropriate balance between service and cost. e. Method of Sale Except to the extent a competitive process is required by law, the • City Manager or designee shall be responsible for determining the appropriate manner in which to offer any securities to investors. City of Santa Clarita 51 Debt Administration IV. V The City's preferred method of sale is competitive bid. However, other methods such as negotiated sale and private placement may be considered on a case-by-case basis. A. Investment of Bond Proceeds Investments of bond proceeds shall be consistent with Federal tax requirements, the City's Investment Policy as modified from time to time, and with requirements contained in the governing bond documents. B. Disclosure Practices and Arbitrage Compliance 1. Financial Disclosure The City is committed to full and complete primary and secondary market financial disclosure in accordance with disclosure requirements established by the Securities and Exchange Commission and Municipal Securities Rule-making Board, as may be amended from time to time. The City is also committed to cooperating fully with rating agencies, institutional and individual investors, other levels of government, and the general public to share clear, timely, and accurate financial information. 2. Arbitrage Compliance The Department of Administrative Services shall maintain a system of record keeping and reporting to meet the arbitrage compliance requirements of Federal tax law. ANNUAL AUDIT POLICY Sound accounting practices suggest that an annual audit is a prudent business decision. The City requires an annual audit by a qualified independent accountant of the books of account, financial records, inventories and reports of all City officers and employees involved in the handling of financial matters. In compliance with the requirement of an annual audit, a firm of Certified Public Accountants will complete the audit for the fiscal year ending June 30. 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. City of Santa Clarita 52 • • • • Internal accounting controls are designed to provide reasonable, but not absolute, assurance regarding: • The safeguarding of assets against loss from unauthorized use or disposition; and • The reliability of financial records for preparing financial statements and maintaining accountability for assets. The concept of reasonable assurance recognizes that: • The cost of a specific control feature should not exceed the benefits likely to be derived; and • The evaluation of costs and benefits require estimates and judgments by management. All evaluations of the City's system of internal control will continue to occur within the above framework. The City's internal accounting controls must adequately safeguard assets and provide reasonable assurance of proper recording of financial transactions. • B. Fund Descriptions The City's accounting records are organized and operate on a "fund" basis, which is the basic fiscal accounting entity in governmental accounting. Each fund is designed by fund type and classification: • Governmental Funds - General, Special Revenue, Debt Service and Capital Projects • Proprietary Fund - Enterprise and Internal Service • Fiduciary Funds - Trust and Agency • Account Groups - General Fixed Assets and General Long -Term Debt C. Governmental Funds Governmental Funds are used to account for the City's expendable financial resources and related current liabilities, except for those accounted for in proprietary funds. The basic financial statements necessary to fairly present financial position and operating results for governmental funds are the balance • sheet and the statement of revenues, expenditures, and changes in fund balance. City of Santa Clarita 53 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. • City of Santa Clarita 54 • E. Fiduciary Funds Fiduciary Funds are maintained to account for assets held by the City in a trustee capacity for individuals, private organizations, other governments and other funds. • Expendable Trust Fund - Accounts for assets and activities restricted to specific purpose in accordance with a trust agreement. • Agency Funds - Accounts for assets held by the City as an agent for the City employees deferred compensation plan. F. Account Groups Account Groups are used to establish accounting control and accountability for the City's general fixed assets and general long-term debt. • General Fixed Assets Account Group - Accounts for long-term assets of the City, except for those accounted for in proprietary fund types. General Long -Term Account Group - Accounts for long-term debt of the City, except for debt accounted for in proprietary fund types. • G. Fund Classifications In February 2009, the Governmental Accounting Standards Board issued Statement No. 54, Fund Balance Reporting and Governmental Fund Type Definitions. This statement establishes fund balance classifications that comprise a hierarchy based primarily on the extent to which a government is bound to observe constraints imposed upon the use of the resources reported in governmental funds. The fund balance classifications are: Non -Spendable, Restricted, Committed, Assigned, and Unassigned. • Non -Spendable — That portion of fund balance that includes amounts that are not in a spendable form (inventory, for example) or are required to be maintained intact (the principal of an endowment fund, for example). Restricted — That portion of fund balance that includes amounts that can be spent only for the specific purposes stipulated by external resource providers (for example, grant providers), constitutionally, or through enabling legislation (that is, legislation that creates a new revenue source and restricts its use). Effectively, restrictions may be changed or lifted only with the consent of resource providers. • • Committed — That portion of fund balance that includes amounts that can be used only for the specific purposes determined by a formal action of the City of Santa Clarita 55 government's highest level of decision-making authority. Commitments may • be changed or lifted only by the government taking the same formal action that imposed the constraint originally. • Assigned — That portion of fund balance that comprises amounts intended to be used for specific purposes, but that are neither restricted nor committed. Such intent can be expressed either by the governing body or by an official designated for that purpose. Resolution of the City Council of the City of Santa Clarita No. 11-54 delegates the authority to assign amounts to be used for specific purposes to the Deputy City Manager for the purpose of reporting these amounts in the annual financial statements. Unassigned — That portion of fund balance that includes all amounts not contained in the other classifications. Unassigned amounts are technically available for any purpose. The City's fund balance is classified under the five fund balance classifications. V1. 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 of general liability claims, works in conjunction with the City Attorney's Office and outside counsel to monitor, control, and to resolve litigated matters, and provides training to minimize the risk of future losses. The Risk Management program provides centralized services to all City departments for risk management, loss control, and safety. Primary activities includes a yearly review of the City's comprehensive insurance program, including coverage for property/casualty, professional administration of the City's self-insured retention, loss prevention and control, and safety programs. Risk Management also administers the City's Contract Management system and provides yearly training on contract routing and City contractual policies. • City of Santa Clarita 56 • Budget Summary • • Capital Projects $ 39,125,357 Successor Agency 2,568,702 Personnel Services 46,346,336 Operations & Maintenance 93,352,144 Capital Outlay 5,912,810 Reserves & Debt Servicc 4,173,866 2014-15 Budget Appropriations Operations & Maintenance 48% Reserves & Debt Service Capital Outlay 3% 3% Capital Projects 1% Successor Agency 1% prsonnel Services 24% City of Santa Clarita 57 All Funds - Operating Appropriations 2012-13 1 2013-14 Etimale 223,636 233,325 City Manager 1,676,571 1,945,374 Human Resources 876,405 996,911 Communications 898,435 1,017,389 Risk Management 2,386,492 1,922,669 1,830,756 937,313 1,021,820 1,828,563 City Clerk 311,103 791,509 593,563 Public Library 4,769,526 5,363,882 5,457,464 Finance 1,789,799 2,446,228 2,134,018 Special Districts 18,408,221 22,019,318 20,341,290 Technology Services 2,908,831 3,246,911 3,113,115 Transit Tom! 24,912,714 31,851,887 26,677,499 $ 53,768,108 $ 66,431,291 5 59,058,267 Administration Planning 764,231 1,850,449 605,892 2,037,546 568,990 2,051,650 Community Preservation 1,139,263 1,432,904 1,329,431 HOME 201,300 154,083 - CDBG 2,069,655 1,101,359 1,118,176 Economic Development Tocol 2,584,017 2,707,009 2,800,033 $ 8,608,914 $ 8,038,793 S 7,868,280 Administration 732,767 775,386 804,202 Development Services 2,105,918 2,248,155 2,168,565 Capital Improvement Projects 1,354,385 1,473,739 1,482,324 Traffic 30,438,032 9,135,034 4,145,187 General Services 6,674,854 7,244,209 7,776,493 Building&Safety 2,941,166 3,831,024 3,671,951 Environmental Services 3,477,911 4,739,906 3,402,288 Reserves - 650,760 500,000 • Lim Debt Service 21,050,647 3,149,192 3,173,866 Total $ 24,1569790 $ 6,333,358 $ 6,774,469 Successor Agency 2,251,140 2,405,551 2,568,702 Total $ 2,251,140 $ 2,405,551 $ 2,568,702 Interfund Transfers 25,746,849 34.150,465 2'1,467.002 • City of Santa Clarita 58 Police Services 20,879,583 21,690,486 21,851,933 Fire Protection Tocol $ (734,016) 37,580 37,620 20,145,567 $ 21,728,066 $ 21,889,553 Administration1,129,746 Recreation 6,723,967 993,819 7,205,044 1,131,252 7,215,720 Parks 6,251,180 6,722,733 6,963,000 Parks Planting and Open Space Administration 832,694 904,696 911,062 Community Services 3,043,942 3,472,673 3,451,778 Reserves - 650,760 500,000 • Lim Debt Service 21,050,647 3,149,192 3,173,866 Total $ 24,1569790 $ 6,333,358 $ 6,774,469 Successor Agency 2,251,140 2,405,551 2,568,702 Total $ 2,251,140 $ 2,405,551 $ 2,568,702 Interfund Transfers 25,746,849 34.150,465 2'1,467.002 • City of Santa Clarita 58 0 2014-15 Budget Summary - All Funds C E Where the Money Comes From All Others (Includes: Developer Fees, Special Assessments, Transit Farebox Revenues, etc.) 25% Successor Agency 1% Otha 2 Where the Money Goes Non-Deparun� 4% Successor Agent) 1% Parks, Recreation & Community Services I1% City Manager Office 4% ue from Other 4emcies '6°0 Licenses & Permits 2% Charges for Current Services 4% bales rax 18% Community Public Works Development q% Public Safety 12% 11% Administrative Services 29% (Includes: Transit, Special Districts and Public Library) tial Services 1% Capital Projects 21% City of Santa Clarita 59 General Fund - Operating Appropriations City Manager 1,676,571 1,945,374 1,830,756 Human Resources 876,405 996,911 937,313 Communications 898,435 1,017,389 1,021,820 Purchasing 769,543 782,465 810,827 Nammtsrrarton 667,915 711,556 741,318 City Clerk 311,103 791,509 593,563 Finance 1,662,154 1,978,986 1,883,088 Special Districts 1,535,532 1,537,831 1,715,650 Technology Services 2,315,621 2,504,450 2,537,396 Total $ 6,492,326 $ 7,524,333 $ 7,471,015 Community Development Administration 764,231 605,892 568,990 Planning 1,850,449 2,037,546 2,051,650 Community Preservation 1,139,263 1,432,904 1,329,431 Economic Development 1,671,441 1,819,783 1,857,600 Total $ 5,425,384 $ 5,896,125 $ 5,807,671 Administration 732,767 775,386 804,202 Development Services 2,105,918 2,248,155 2,168,565 Capital Improvement Projects 1,329,285 1,423,729 1,457,674 Traffic 1,981,400 2,147,190 2,146,963 General Services 2,228,141 2,454,272 2,660,666 Building&Safety 2,941,166 3,831,024 3,671,951 Environmental Services 446,256 503,891 522,030 Total $ 11,764,933 $ 13,383,646 $ 13,432,051 Police Services 20,049,103 20,928,451 21,612,024 Fire Protection 32,889 37,580 37,620 Total $ 20,081,992 $ 20,966,031 $ 21,649,644 Administration 1,129,746 993,819 1,131,282 Recreation 6,714,467 7,197,044 7,215,720 Parks 6,022,404 6,521,431 6,715,066 Parks Planningand Open Space Administration 832,694 904,696 911,062 Community Services 3,039,833 3,472,673 3,451,778 Arts and Events 1,963,670 1,945,744 2,179,249 Total $ 19,702,814 $ 21,035,407 $ 21,604,157 City Attorney 1,046,178 1,944,028 1,944,028 Total $ 1,046,178 $ 1,944,028 $ 1,944,028 Non -Departmental Non -Departmental Admin 153.682 198,586 694,386 Reserves - 650,760 500,000 'Subtotal General Fund Total $ S 153,682 69,111.900 $ 849,346 $ 1,194,386 Interfund Iranstcrs Total General Fund 11,673,645 S 76,574,380 12.301.911 77,940,846 12.867,489 80,78n_,45 S 88,876,291 $ 90,808,335 City of Santa Clarita 60 0 • 0 • CI 2014-15 Budget Summary - General Fund Where the Money Comes From Sales Tax 37% Other Revenue 8% Interestlncome I% Transient Occupancy Tax 3% Park Rec. 4% Franchise Fees g% Where the Money Goes Contingency City Attorney 1% 2% Non -Departmental 1% 'a Transfers Out 14% Conitnunity Development 6% City Manager's O 5% City of Santa Clarita Property Tax 15% Property Tax In lieu of VIF 16% Development Transfers In Revenues 2% 6% Pada, Recreation & Comnrnhy Services 24% Administrative Services Public Works 9%O 15"/0 Public Safety/Sheriffs 24% 61 General Fund • Statement of Fund Balance Beginning Fund Balance 69,875,765 75,587,103 77,742,139 Prior Period Adjustments (1,859,365) Revenues 85,735,134 88,805,411 89,387,811 Operating Transfers In 2,621,115 2,225,916 1,882,983 Total Resources Available 156,372,648 166,618,430 169,012,933 Operating Fxpenditures 69,111,900 76,574,380 77,940,846 Operating Transfers Out 11,673,645 12,301,911 12,867,489 Ending Fund Balance 75,587,103 77,742,139 78,204,598 Reserves Advances to Other Funds 23,794,928 18,803,976 10,183,092 Operating Reserve (18%) 14,460,000 Reserve for Capital Projects 15,500,000 Newhall Redevelopment 7,700,000 Unreserved Fund Balance 51,792,175 58,938,163 30,361,506 • 11 City of Santa Clarita 62 n n w n W E Statement of Fund Balance Esi tmanted 2012-2013 104 GASB 45 Compliance Fund - - 2,679,000 2,679,000 2,679,000 - - - 201 HOME Pmgram 300 201,037 - 201,337 201,300 - - 38 202 Federal Aid Urban 0 414,786 - 414,786 - 539,498 - (124,712) 203 CDBG - 1,021,341 - 1,021,341 1,019,532 - - 1,809 206 RIA Law Enforcement Grant 1,938 44,672 - 46,609 47,455 - - (846) 229 Federal Grants 394,398 411,839 - 806,237 1,054,286 688,043 - (936,092) 230 Gas Tan Fund 1,429,379 4,795,694 228,724 6,453,796 4,213,412 333,040 439,690 1,467,654 231 Traffic Safety Fund (0) 1,511,376 - 1,511,376 - - 1,511,376 (0) 232 AB2766 Air Quality hop 42,798 212,190 - 254,987 25,314 150340 - 79,334 233 TDA Art 8 (900,399) 11,376,051 - 10,475,652 2,210 8,490,569 - 1,982,873 234 Suppl. law Enf Grant 12,611 325,357 - 337,968 351,002 - (13,034) 238 Bikeway Funds 85,501 119,590 - 205,091 - 122,157 - 82,934 259 Misc. Grant Funds (58,850) 1,299,796 1,240946 839,801 822,030 - (420,885) 260 Proposition C Funds (5) 2,304,037 - 2,304,032 2,890 990 2,004,711 295,541 261 Proposition A Funds (3) 2,748,172 - 2,748,168 34,VA 4,770 1,886,047 822,487 262 Prop A Safe Park Bond (95,937) 232,850 92,216 229,128 208,622 19,816 - 689 264 Measure R (0) 1,706,768 - 1,706,768 - - 1,544,540 162,218 300 Bouquet B&TFund (999,403) 26,241,400 - 25,241,997 26,283,747 3,012 2,115 (1,046,877) 301 Eastside B&TFund (2,766,333) 223,492 - (2,542,851) 331,314 306,215 2,115 (3,182,495) 302 Via PrincessaB&T 2,504,971 39,719 - 2,544,690 56,403 204,110 2,115 2,292,062 303 Valencia B & T 12,399,840 640,680 - 13,040,520 378,886 541,402 2,115 12,118,117 304 Bouquet Cyn 2nd Access 2,066,116 23,109 - 2,089,225 - - - 2,089,225 305 Park Dedication Fund 730,018 5,996 - 736,014 - 572,549 - 163,465 306 Developer Fee Fund 1,494,080 1,174,490 - 2,668,570 (766,905) 86,282 17,746 3,331,446 308 Library Facilities Fee Fund 1,519 135,649 - 137,168 - - 135,402 1,766 309 Public Library Fund (4,757,360) 4,701,034 - (56,326) 4,769,526 4,337,952 6,148 (9,169,952) 330 Public Education & Government 756,327 428,942 - 1,185,269 311,597 - - 873,672 350 GVR Open Space Maint 134,925 69,019 - 203,944 28,287 31,638 - 144,019 351-352-353 Special Assessment Districts 704,188 265,205 99,700 1,069,092 155,438 12,972 2,497 898,186 354-355,359 Santa Clarks. Lighting District 3,877,748 4,126,043 1,171236 9,175,028 4,155,490 27,952 1,199,232 3,802,353 356 Stormwater Utility Fund 6,751,657 2,740,845 34,890 9,527,392 2,847,564 131,709 79,281 6,468,839 357 landscape Mamt. Districts 20,020,391 20,045,592 9,000 40,074,984 11,722,185 2,207,776 205,898 25,939,125 358 Open Space Preset. District 11,506,330 1,950,961 - 13,457,290 1,976,337 38,315 783,708 10,658,930 360 Tourism Marketing District 126,698 487,849 - 614,548 429,621 - - 184,927 601 General Fund Capital Projects 2,817,925 - 1,709,491 4,527,316 - 277,592 - 4,249,725 700 Transit Fund 76,878,060 23,985,188 5,435,298 106,298,546 25,643,381 10,367 248,074 80,396,724 720 Computer Replacement Fund 1,990,176 411,730 - 2,401,905 281,613 - - 2,120292 721 Selflnsurance Fund 1,496,590 2,314,544 20,172 3,831,306 2,474,430 - 20,172 1,336,704 722 Equipment Replacement Fund 4,544,532 250,133 - 4,794,665 127,644 - - 4,667,021 723 Public Facilities Replacement Fund 14,105,733 86,721 5,000,000 19,192,453 - 442.245 - 18.750.208 n 4 A AO1 Statement of Fund Balance RtImated 2013-2010 104 GASB 45 Compliance Fund - - 2}03,000 2,303,000 2,303,000 - - - 201 HOMEProgmm 38 154,045 - 154,083 154,083 - - (0) 202 Federal Aid Urban (124,712) 2,253,933 - 2,129,221 - 2,129,221 - 0 203 CDBG 1,809 1,099,677 - 1,101,486 1,10059 - - 128 206 H1A law Enforcement Grant (846) 11,200 - 10,354 68,209 - - (57,855) 229 Federal Grants (936,092) 4,796,692 1,050,123 4,910,723 10,305 4,709,190 - 191,228 230 Gas Tax Fund 1,467,654 5,742,135 233,070 7,442,959 4,383,133 1,105,621 191,948 1,762,257 231 Traffic Safety Fund (0) 1,050,363 - 1,050,363 - - 1,050,000 363 232 AB2766 Air Quality Imp 79,334 206,843 - 286,177 14,846 49,660 - 211,670 233 TDA An 8 1,982,873 10,228,830 - 12,211,703 1,910 12,209,124 - 669 234 Suppl. Law Enf. Grant (13,034) 354,291 - 341,257 341,257 - - (0) 238 Bikeway Funds 82,934 125,732 - 208,666 - 201,507 - 7,159 259 Misc. Grant Funds (420,885) 1,219,820 - 798,935 736,239 733,486 - (670,790) 260 Proposition C Local 295,541 2,872,640 840,152 4,008,333 28,100 13,367 2,895,808 1,071,059 261 Proposition A Funds 822,487 3,461,679 - 4,287,166 34,034 106,421 4,144,746 1,965 262 Prop A Safe Park Bond 689 171,839 4,977 177,505 171,839 - 5,666 0 264 Measure R 162,128 2,155,762 - 2,317,990 - - - 2,317,990 265 Proposition C Grant Funds 7,454,226 - 7,454,226 - 7,846,612 840,152 (1,132,538) 300 Bouquet B&TFund (1,046,877) 14,808 - (1,032,069) 66,678 20,658 1,770 (1,121,174) 301 Eastside B&TFund (3,182,495) 5,067,065 - 1,984,570 5,207,153 4,318,589 1,770 (7,632,941) 302 Via Princessa B & T 2,282,062 231,682 - 2,513,744 60,448 430,673 1,770 2,020,853 303 Valencia B & T 12,118,117 140" - 12258,325 56,518 3,586,930 70,497 8,544,380 304 Bouquet Cyn 2nd Access 2,089,225 18,150 - 2,107,375 - - - 2,107,375 305 Park Dedication Fund 163,465 184 - 163,649 - 118,925 - 44,724 306 Developer Fee Fund 3,331,446 1,939,596 125,503 5,396,545 - 1,057,712 187,440 4,151,393 308 Library Facilities Fee Fund 1,766 150,058 - 151,824 - - 109,731 42,093 309 Public Library Fund (9,169,952) 5,530,066 - (3,639,886) 5,363,882 661,868 5,138 (9,670,774) 330 Public Education & Government 873,672 411,077 - 1,284,749 254,509 - - 1,030,240 350 GVR Open Space Maint 144,019 40,207 3,499 187,725 45,100 3,362 - 139,263 351-352-353 Special Assessment Districts 898,186 258.940 106,420 1,263,546 320,470 29,028 620,464 293,584 354-355,359 Santa Clarita Lighting District 3,802,353 4,574,567 1,166,999 9,543,919 4,931,244 87,023 1,182,089 3,343,564 356 Stonmvater Utility Fund 6,468,839 3,482,098 23,420 9,974,357 4,122,986 442,071 63,888 5,345,411 357 landscape Maint. Districts 25,939,125 22,283,152 - 48,222,277 13,418,079 11,473,065 204,113 23,127,019 358 Open Space Preset. District 10,658,930 2,132,712 40,482 12,832,124 3,157,692 - 808,647 8,865,785 360 Tourism Marketing District 184,927 498,682 - 683,609 337,621 - - 345,988 361 Tourism Marketing Bureau - 122,356 - 122,356 56,000 - - 66,356 393 City Housing Successor - - 5,056,509 5,056,509 - - 1,050,123 4,006,386 601 General Fund Capital Projects 4,149,725 85,000 1,575,064 5,909,789 - 4,088,432 - 1,821,357 700 Transit Fund 80,396,724 29,001,463 7,040,554 116,438,741 32,679,188 3,750,714 225,718 79,783,122 720 Computer Replacement Fund 2,120,292 425,676 - 2,545,968 487,952 - - 2,058,016 721 Selflnsurince Fund 1,336,704 2,502,226 92,430. 3,931,360 2,182,669 - 17,411 1,731,280 722 Equipment Replacement Fund 4,667,021 270,744 - 4,937,765 467,242 - - 4,470,523 • • • Statement of Fund Balance Projected 2014-2015 104 GASB45 Compliance Fund - - 2,377,948 2,377,848 2,377,848 - - 1 202 Federal Aid Urban 0 736,440 - 736,440 - 736,440 - 0 203 CDBG 128 1,428,181 1,428,309 1,118,176 310,005 - 127 206 BIA Law Enforcement (tent (57,855) 59,490 - 1,635 - - - 1,635 229 Federal Grants 191 228 3,532,623 - 3,723,851 - 3,532,623 - 191,228 230 Gas TaxFund 1,762,257 5,082,201 235,401 7,079,859 4,767,141 2,037,004 176,696 99,018 231 Traffic Safety Fund 363 1,100,000 - 1,100,363 - - 1,100,000 363 232 AB2766 At Quality lrtq 211,670 237,978 - 449,648 20,370 438,129 - (8,851) 233 TDA Art 8 669 9,468,530 - 9,469,199 3,820 9,464,710 - 669 238 Bikeway Funds 7,159 280,638 - 287,797 - 280,638 - 7,159 259 Misc. Grant Funds (670,790) 565,715 - (105,065) 538,702 519,725 - (1,163,492) 260 Proposition C local 1,071,059 2,976,834 - 4,047,893 830 332,021 3,767,690 (52,648) 261 Proposition A Funds 1,965 3,588,822 - 3,590,787 35,890 5,753 3,547,179 1,965 262 Prop A Safe Park Bond 0 173,978 - 173,978 173,978 - - 0 264 Measure R 2,317,990 2232,652 - 4,550,642 - 2,724,022 1,825,024 1,596 265 Proposition C Grant Funds (1,232,538) 4,684,037 - 3,451,499 - 3,603,150 - (151,651) 300 Bouquet B & T Fund (1,121,174) 267,045 - (854,129) 76,667 84,880 1,821 (1,017,497) 301 Eastside B & T Fund (7,642,941) 59,408 - (7,583,533) 218,037 24,000 1,821 (7,827,391) 302 Via Princessa B & T 2,020,853 1,481217 - 3,502,070 67,457 70,000 1,821 3,362,792 303 Valencia B & T 8,544,380 161,723 - 8,706,103 59,047 1,417,421 1,821 7,227,814 304 Bouquet Cyn 2nd Access 2,107,375 21,000 - 2,128,375 - - 2,128,375 305 Park Dedication Fund 44,724 629 - 45,353 - - 45,353 306 Developer Fee Fund 4,151,393 14,393 4,165,786 - 1,587,860 23,613 2,554,313 308 Library Facilities Fee Fund 42,093 100,000 - 142,093 - - - 142,093 309 Public Library Fund (9,670,774) 5,781,065 - (3,889,709) 5,457,464 - 1,591 (9,348,764) 330 Public Education & Government 1,030,240 456,166 - 1,486,406 297,979 - - 1,198,427 350 GVR Open Space Mamt 139,263 44,698 - 183,961 44,890 61,000 - 78,071 351-352-353 Special Assessment Districts 293,584 280,035 113,178 686,796 330,752 - 2,150 353,895 354-355,359 Santa Clarks, Lighting District 3,343,564 4,753,437 1,140,085 9237,085 4,919,843 - 1,155,589 3,161,653 356 Stommvater Utility Fund 5,345,411 3,484,909 .3,690 8,834,010 2,826,887 998,000 70,647 4,938,477 357 Landscape Maint. Districts 23,127,019 18,786,977 - 41,913,996 14,367,198 7,054,680 213,600 20278,519 358 Open Space Preset. District 8,865,785 2,166292 - 11,032,077 427,942 50,000 834,750 9,719,385 360 Tourism Marketing District 345,988 498,614 - 844,602 406,920 - - 437,682 361 Tourism Marketing Bureau 66,356 41,093 - 107,449 41,810 - - 65,639 393 City Housing Successor 4,006,386 - - 4,006,386 - - - 4,006,386 601 General Fund Capital Projects 1,821,357 - 977,971 2,799,328 - 2,617,466 - 181,862 700 Transit Fund 79,783,122 16,168,168 9,139,893 105,091,183 27,445,191 1,150,830 229,714 76,265,448 720 Computer Replacement Fund 2,058,016 428,731 - 2,486,747 287,740 - - 2,199,007 721 Selflnsumnce Fund 1,731,280 2,112,457 83,031 3,926,768 2,088,564 - 504,930 1,333273 722 Equipment Replacement Fund 4,470,523 293,239 - 4,763,762 250,930 - - 4,512,832 723 Public Facilities Re laccnx nt Fund 22.187.587 162.091 7,200.000 29,549,678 25.000 29.524,678 Budget Revenues Three Year History • IW GENERAL FUND TAXES 4001001 flIOP wTAXES 5 13,l ,266 f 13,90),(00 5 14.200,(00 "1.006 PRaI'ERm TAx MLMIIaP VLP 13140.372 13.03.$63 14.2"795 TOTAL PROPERT TAX $ 29.122638 5 27.523,863 5 28,493,795 4011001 $A &USETAX 5 24.100,(64 $ 32,500,000 $ 33.500,000 4011.W2 •DILIEU'SA1E5&USETAX ],652,]46 4012.001 FRANCNISE FEES 4,662,256 4,030.678 4,657,988 4012.002 FILNCIDSEF WASTE HAUL 1,700,421 1,700,(00 1.935,000 4013003 TEMP BM/BW,I,OFF FR.9NCFB 118.740 125.000 Im'" 4012.W4 FPANCIBSE AGREE8fEN2-0T31EIl 115.011 81,712 "A10 MIMI FRANCWSE gGREE000K1'-REU1 181,176 184,619 185,000 4013.001 BUSINESS LICENSE FEES 304,912 303,000 305,000 4010001 TRANSMNTOCCUPANCY TA% 2,556,774 2-W7,9W 2,007,1X0 4015.001 REAL PROPERTY TRANSFti0.TAX 676,874 616,703 6ffi,5W TOTALOTIRRTAXEB S 42,072,974 5 43021.612 $ 44110;998 LICENSES & PEReLO'S 4101001 CONDMONAL USE KE $ 89,838 5 67,005 $ 43,000 4101002 TQ.ffORARY USE PERMIT 24,446 25,000 14,000 4101.000 0ARTREEP]30417 5.520 10,000 10,000 4101.004 MMORUSEPERMITS 9,828 75,2111 30,00) 4101.005 ROME OCCUPATION PERMIT 3,052 2800 2500 4111.001 ELECFRICAL PERA97S 199163 228000 230,000 4111002 PLUH®MG PERMRS 139,725 165,000 LAW 4111.003 MECIMFITM PERMITS IM338 115,000 110,000 4111.004 SEWERPER89T5 9,900 9,500 9,500 4111005 BUDDING MFLNUTS 1,479,]01 2,050OXI 1.6501,000 4111.W6 PERMR ISSUANCE 67,488 W,LLU' W." 4121.001 SIRF-ET VACATION IO,509 5,312 5.312 M UDD CE MCATE5 OF COAWI.IANCE 2,253 2640 2,640 4121005 72,123 25,000 40,000 4 UDD ANI MAL LICENSES 411.031 loom 400,000 4521001 AOSC.BIDG&SAFEIYSFVCS 588512 490,000 350,(00 • 4531.001 11WY ENCROACH6fEM PERMITS 526.00) 332599 300,000 453LO24 OVERSIZE LOAD 14,874 25000 25,000 4531.026 NEWSTREETNAMEREMIN 1.223 1175 1,200 453ID" IUMCTIV EXP APP/PEXFD'IS - 400 400 4531.035 PLACFAITA SEWER PEES - 7.362 - 4551001 TENTATIVE MAPS 40.512 MOY0 35,000 4551.003 SITE5IGN PLAN REVIEW 5,565 4,000 4551.003 TRID EXTENSIONS 5224 500 SW 4351004 FBLL500E REV 10,376 2.824 3,010 4551006 ADIUSDIffNTS ;044 4,500 6,000 TOTAL LICENSES&PERFDTS 5 1779,30,( S 4,348443 5 3,N1.3W 4201001 FJNES PORFEINRES & PENALTIES PARI(MGCITATIONS $ 419.684 5 375,000 $ 375,000 4521006 CODE FINES 6,30) 15,0.17 I5'm TOTAI. FINES. PoRFEFII)OES&PENALTINS $ 425,984 5 390.000 5 390,000 USE OF MONEY & PROPERTY 4303W1 NTEIIEST INCOME $ 004,214 5 516,320 $ 346665 4303.005 1MERESTLAL UNITED ll N 3,532 2,115 750 CRUM MIEREST41ISSMN VLY RANX 3,431 1,491 1.050 430]007 N'IEREST-BANBOFSTACLARITA 5.T4 3,%9 I'M 4303008 MTEREST43CVBANX 5,691 3,142 600 4305.001 UNREALIZED GADIOg55 MVE (485819) - - 43W.00B INTEREST INC -PUB L03RARYADVANCE 117,863 9;397 100,410 4311.W1 RENTAL INMNVF IY HALL 23,482 8,072 9,986 4311007 RENTAL INCOME -50330 00,810 68450 70,20) 4312.O0F CONCESSIONREVENI3E 6408 81000 8000 4531.028 NEXTGRIGHTOFWAYUIE IW 8500 Lw TOTAL USE OF MONEY&PROPERTY S 551,486 5 735,457 5 735,961 REVENUES FROM OTIffR AGENCIES 5001.001 ST M(TIOR VEIBCLE M -LIEU, $ 91,062 5 86}31 $ 85,000 "ILWI FCMA GRANTS (32,943) Y9,]U - H51003 2005 FLOOD REIT O S (15.8050 IW,011 4461.005 EVERY IS MINUTES REINIDURSE 11,686 ISWY 12,0082 • 447LW3 SE -90 REp4BUR$EMENT 37,815 51,827 48}72 • Budget Revenues Three Year History 4471004 STATE RECYCLMG GRANT$ 21913 51,9011 ILL 4+71 W5 BEAUTD'1CAT1ONGRA EKM 147361 WOA IOS,000 TGTALREVENUEFRGMOTHERAGENCIE$ 5 363.093 S 779,152 S 301,572 4111M BUH.DMG PLAN CHEC G S 1.01.178 9 I,IW.W S 1,075,000 4111006 MDU$TRW,WASFEMPFEE 335,181 210,M 210.00 4111999 REQUEST FOR M0DD'1CATI0N - 4.m - 412LOW EASEMENT O0C13MEN'F REVBW 4,359 &000 S'" 4131.006 LOT LMC ADNST6ffN! 11.14 7,300 7m0 4131002 FB.M PERNUT 19&373 35&000 MRM 4131003 FRA PEMUT-ROAD USE 125,661 134.300 134.300 4131004 PARADE PERNfFS 6,760 9,000 51500 4131.003 FBM PFA.VOI'-PROPERTY USE 37,244 50,521 46.500 4211001 S0LID WASTE LIQUB3 DAMAGE 91,600 141.000 8&000 4211003 CONNUNRYCOURT 14,85 14)55 10,31. 4311.003 COSR.BINFSI-COURT-)RAF'P1C 53,436 35,100 30,000 4211.0" NUMC@AL OODE ENWORCEN 11,014 10'm 10,0.45 4211005 WERE DISTURBANCE REST 5,586 SFm 5,M 4211007 TEENO0 TFEES 6,2" 4,350 6.00 4311.002 ACTIVITY CENTER REVENUES 41.663 43,536 31.000 4331003 REC nONAQUATICSREMA 215,768 204800 175,000 4311.004 FACBATY RENTALS 37203 45,666 W,000 4311005 FUMDKENT 2",300 26&263 2651000 431LM SPORTS CO.SRIP.%RevENUES 60,375 51,000 55PW 4313005 SC GREAT A6fEUI CAMP 3.480 5,000 3.00 4313.Lm SKAIEPARKBMAYPARTY 6,397 6,500 6,SW 4511.W1 DUICHARGES 141,318 1".000 130,000 4511.02 FARE ALAKN CHARGES 130,875 155,106 155,06 4511003 NET CHECKS 2.655 2.500 2."0 4521.003 CONSIRUCDON ACTTVOY RFT 1,6'30 9.S 4,300 4521.004 ENFORCENf@TTCOSTRECOVERY - m 2" 452LO05 RECORD NAM7£YANCE 92,10 IIO.W 95,= 4321.007 FEE IDE%PEOTIE-B&$ 35j31 35,000 - 4321.003 STRONOM ONFEES 2,356 3500 2S00 4521009 B UQG STANDARDS MW 6,439 &500 9.500 453 MI • SttRU1 DRAM TRANS tS1OCFSS 5,838 5.000 3,000 4531002 FLOODWAYS STUDMS 2.300 4300 4331.001 STREETLIGKTANNEKATI0N 19,ND 4,000 &000 4531003 SEWER MRPECTION 1&738 5,000 5,000 4531.06 STREET MSPECUON 9,333 5.00 5.00 453I.W7 STORMDRNNINSPECIIONR &300 18.071 IO,W] 4531.008 GRADINGINSMMONPEHNOT 43,062 ".OW 50.4'0 4"1.009 PLAN CHECK - 245,000 5,000 4331.010 SEWER PL AN CHECK 12,437 W,WO 75,000 4531011 $TRBET PLAN CFffCK &127 Zll,tlp 20.000 4331.012 STORM GRAM RAN CIOEIX 5.119 IS,= 15.000 4531013 WAT'ERPLANCHECK 1,000 1000 1,000 1331.014 GRADMG PLAN CUM %,500 9&300 8,500 4531.017 GRADMG S0BS WDEPOSIT 15,836 20,000 20,000 031.019 DOCUKhNT LNAGMG 754 I'M 5.M 453101.1 $TREETLIGHi PLAN CIffCKS I,N9 3000 2.445 4331.021 FEE TO E%PEDDE-DEV.SRVCS - 4735 4,WO 4531.030 $PECIAI.AGRAINTAONMFEE$ - 5,000 5,000 4NIW1 SIGNAL NETWORK LINING 160'" - 4MIM TRAFFIC SIGNAL MSPECDON 14,613 - 43,374 4541003 DETOURMSPECHON 1233 5.245 1,273 4541000 TRAPFlCSTGNALP CHECK - 7,832 4,000 4541.005 RI'RWING PLAN CHECK &WB 4,183 3,900 4"1000 TRAFFICSIGNALTBANGFEE 2,510 041 1.000 4531.007 GENERAL PLAN AMETDAQTT 21,08 21.479 - 4551.008 PREAPPLICAnQN REVIEW 10.83 IS," 12,000 4551009 MHTALSLIUS 6,009 14289 &WO 4531.010 DEVEUIPMEM AGREEMENTS - 31,48 - 4551.011 143NECHANGEFEES 2L08 21,479 - 4551.013 %pTPLAN FEES 0,81 6&325 ",DID 4551.013 APP&SLFEES 2677 7,853 - 4551,016 SELF -HAUL FEES 627 1.300 I.M 4331,017 ENVIRONMENTAL D.IPACI REPDRT 30,937 - - 4551.018 IAND$CAPMGNNFLANCHECIC 12,326 12,000 12.000 MULO30 M0BDE U060E REGISTRATION 6.790 6.885 6,961 4331.21 RUNE COOE ENFORCEMENT 051,946 2M.M 300,900 4531035 NUISANCE ABATEMENT 5,318 IO,WO 10000 4"I 003 COARSUMIY EMERG. REPONSE 3210 398 3.1" 1562002 • TICKET SMES 125,949 8,81 IW,"2 4562.004 GEAR VENDORS 19,700 19,Wl 16,4'45 Vl Budget Revenues Three Year History 11GLmS FOOD VENDORS ru+ 1-r 10,400 4563006 CITYNE!Ikm NDISE x-bi e113 m" 4563003 MARATHON REVENUES 106628 195." 199,350 4563.005 EARTH DAY 11,637 5,000 S,m 4565001 AQUATICS REGIST n()NS 965.365 405,000 403,400 4565002 AQUATICS POINT OF SALE 161,974 165.000 15,00 4566001 FACO3TY ATITNDANIS 9,457 - - 456 W2 ADULTS RTS 367,591 3%,000 366Bb 4566.003 YOUTH SPORTS 522.824 510000 313,= 4566004 CONTRACT CLASSES 811,032 7WW 780000 4566.005 SEASON BROCHURE ADS 6,950 7,300 7,300 4566.006 C DEVISIAPMENT 289,95 247.M =,000 4566007 PARKMOBE.E 5AM 4,400 4,123 4566008 COMMUNITY CENTER ss.863 WIM M." 4366.009 DAY CAMP 496208 49op0I 98;0.70 4566010 LAUGRANT 29.666 X492 ss.oW 4566011 SPO� REVENUE IW.565 171,198 I%,ON 4566013 II)XMMS 17,50 16,400 17,000 4%01,013 c(TC PRO GR AMS 9.529 25,160 ss,2110 4566016 CONCERTS PARNMG 4,725 4,810 5,000 4571006 BON1)111 1140aREVD:w (21U4) 12,400 I0'" 4571.008 S�A%IBLICATIONS 3,1611 3,M 3,000 457009 VEIDcu 1111PoIR.D RELEASE 326009 280,934 2U,1134 4571.010 NOFARY SERVICE 4. Slq SW 4571.011 COPD55LIT CLERK 3,539 600 6W 4911,013 DOC WCERTIFICATION - W - 4571.015 VOWAUOIO DUPLICA7ON 2% 1% BD 457016 SUSBiPRANCIff.CK 13,2N 10,400 13,000 4571.017 SFRMWIR FOLLU PREVISWPPPI 13,OU km 11,0W 457.018 U VOUCHERMG IIEVENUE 199,946 267,IO0 93,0.17 071,019 SNOD SEWFRATMPI- 4571.020 LOB87ST KGS71ON 650 900 2W 4571025 FDMMONOORDIGFEE 29,907 30,000 30,= TOTALCNARGESFORCMIWSERVICE S 7,787,537 S 11,231,776 S 7,620,163 4016001 O7IERRFVENUE SAlELM1EWAGERINFE£E $ 29,306 $ 29,422 S 18,W3 4571,001 OVEMBiAD REBHBURSEW! T2 3,TB,730 3,350,21,4 3,976,320 4571021 NON -FRAM HAUL[W()IND ETES 357 6W Ij 4571023 CAOMATM(WPLANFEE 6,713 EOW 8,500 4ULMI MIV'c7 su =REVENUES M733) 99,440 - 521 W2 GRAFFITI RESI=10NS 13.541 14,OW 14,50 4621003 CASH OVF 011:7T (55) - - 4621006 SALES OF;%JwE nA EQU w 29,UA 44,476 - M21W7 BEVERAGE PAR� REVENUE 17.25 17,885 12,000 4UL009 SFAM(VIHECITY71 K 9.560 10,05 5.0.5 4621014 BIGBELLYRECYCLO9G L000 1.300 TOTALOFl[UM EMIE S 3,76,W2 S 31751108 $ 4,042,%0 TRANSPE143OI 2.621.115 2,225.916 1.882.913 TOTAL GKNQBAL NND S 0j% 9 S 11,31,327 S 914"'' FUND IN -GASB 45 COMPLIANCE TRANSFERSIN S 2.679," S 2303000 $ 2,3Y1,U2 7 N. FUND IU -0A 1345 COMPLIANCE S 2,679,M S 2,303,OW $ 2,377,848 NND MB -B(NE PROGRAM M14552.W1 �PRIXIRAMCOLLELl7ON5 S W.423 S - S - N14553.003 N0A¢PROGRAM 1411.614 154.045 TOTAL FUND MI - HOME PROGRAM S 201.037 S 154,45 S EDND 212-PEDERALA MM 2024531.022 FEDERAL AM -URBAN S 414,75 S 2233,933 $ 76.440 l'OFAL FUND 202 -FEDERAL All) MAN $ 414,75 $ 2,233,933 S 7%,440 NND IDS -COMMUNITY DEVELOPMENT BLOCK GRANT 2134303.05 INIERESTMCOA S - S - S - 21344N.012 ID09ARRA $ %.074 $ - S - M34552,= m13G-HUD 965,267 I,M,6n I.M.181 TOTAI. FUNO 203- COBAO3MTY DEVELOP WBLOCK GR.INF $ 1,021,341 $ 1,099,67 3 1,428,181 FOND IN -WA SAW ENMRCEWNT GIMT 203 305.001 VNREALIZ['.D GAIWIASS IANESTMPNT 2064461010 111500E ASST. GRNF09 20344611)11 3115IICEASST.(iRNT10 S 12 S 3.996 24,379 • • • • Budget Revenues Three Year History 206-1161012 MUM ASST. GRNT 11 2063&1013 RRTCE ASST GRNT 12 2pd161011 RJMa ASST. GRNf 13 FUND "I - TRAFFIC SAFETY 3313,4+1.013 TRAFFICMOVWGWOLATIONS 2313303 011 INTER RI T &COME 23133&001 UNREALIZED GAIN. STNV, inJn= ,uni 3,165 q: 1u11 30,326 IoW 25.999 TOTALflR.DNS-8171 LAW ENFORCFMEN'f GRANT 5 ",672 S 11?00 S 59,4% S A163 S FANO 2D -FEDERAL GRANT 229 0)l W2 DRUG TGAFCITUR£ tSE1ZURE 229-0121.019 MMC FEDERAL GRT 2293424,012 2019 ARRA 2294 IWl hll ^T^US REVEMIE FUND "I - TRAFFIC SAFETY 3313,4+1.013 TRAFFICMOVWGWOLATIONS 2313303 011 INTER RI T &COME 23133&001 UNREALIZED GAIN. STNV, inJn= ,uni 3,165 q: 1u11 30,326 IoW 25.999 TOTALflR.DNS-8171 LAW ENFORCFMEN'f GRANT 5 ",672 S 11?00 S 59,4% S A163 S FUND=-GASTAN 2�11. W I 2107.5 GM TAX 2203611002 21MGASTAX 2503611012 210) GM TAX 2303411001 21M GAS TAX 2303111.017 no GAS TAX 2303303011 INER BT MCOMSE 230 R)5,W1 UNREALIZED GAMILOM DNE 2303571.007 $IGNMG&MARI(MG FEES 2306621.011 MISCELLANEOUS REVENUES 2303621.006 SALE OF PROPERTY &EQr FUND "I - TRAFFIC SAFETY 3313,4+1.013 TRAFFICMOVWGWOLATIONS 2313303 011 INTER RI T &COME 23133&001 UNREALIZED GAIN. STNV, inJn= ,uni 3,165 q: 1u11 30,326 IoW 25.999 TOTALflR.DNS-8171 LAW ENFORCFMEN'f GRANT 5 ",672 S 11?00 S 59,4% S A163 S 10,305 S - 3W.7I8 4.2M383 3,532.621 23.207 X6,10] ]511 LMS,472 7RANSFEASM 1050.123 TOTAL FUND 229-P®ONL GRAM S 411839 S 5.&6.815 S 3,532.623 S 20,001 S Kom $ 10,000 6M,761 76,,907 X6,10] 1,419.517 LMS,472 1,201,901 NII,072 980,9& 9721357 1,"3,161 2,141,710 2.126,719 21515 1,3% - [/.95d) 237 322 I,4M SSS 1.110 3.015 27.316 - 13,SM 10AW FUND W -TDA ARTICLE TRANEFERSM M.7" 233,070 235,411 1072,4E FUND 201 -GAS TA% $ 5,024,41E S 5,915,305 5 5317.02 S 1,510,777 S I.M. S LIOO." 6N 363 TOSALFUIJD2]1-TRAhM1CSAFET' S 1,511.376 S 1050363 S LIW,OW FUND2M-BIEEWATFUNDS 2383421&1 MAABTCLE3(DIXEWAYS) 2383M3011 MT1!TMCOME 2383303011 UNREALIZED GAMOASS MVE FUND M -MM GRANTS 2593201M2 DRUG FORFEITURES & SEIZURES 2593424.0011 IIBRRGRAM "5 31.&1 DEPTOFFORESTRYGMM 259314LWI TOBACCOCONTROLSVCGRAM 2593HIOW WIAGRANTIMAGRB 2593/51011 NICd3WAY 8AFETY IMP GRAM 2593&1 ON OTB GRAM 2593&10& OBS GRAM 2593411007 OTSMMIGRANT 2593171.001 STATE RECYCLMG GRANTS MF31]IOM STATE EECYCUNG GRANTS 12 2593171.006 RMIXZ CAL RECYCLE GRAM 2593621 MI LISREVENUEE • FUND230-PROPOSETIONCLOCAL &041220)1 PROPOSITION C LOCAL RENRN 2604422008 PROPOSITION C GRANS 8 118,531 8 1.,. 8 241.638 819 1,232 2b T0TALF13ND238-BIXEWAYPUNOS $ 119.590 S 125.132 S 280638 S 2.424 S 48.450 5 ]6,671 - FUND 232-AJEt7"AIR QUAWTY IMPROVEMENT 4,IM 2323303.011 Qi7EEE,Sr MCOMIE S 715 S 476 S 656 2323305.0)1 UNREALITID GAINIfMS MVESTMENE (1,026) - - 2323421AM • AE27MAIRQUAITfNFtOV 212,500 2%,367 237 322 TYPAL FUND 232- AB27M AIR QUALOY DAPROVEMENr 5 212,190 S 2%.43 S 23]9]8 IN.= 10AW FUND W -TDA ARTICLE 6",M3 367,206 519,725 2333303011 LYIPREST INCOME S 9,939 S 669 5 - 2333303Wi IM 12FD GADiI SMV, (24,373) - 23334210M 1071 ARTICLE B(SIAEEIE) 11,393.414 10228,161 9.6,530 TOTALF 233 -TDA MnCLE9 S 11,376,051 S 1022$810 1 9668530 FEND 214-SUPPLIMENTAL WW ENFORCEMENT GRANT 3343303W1 MIFAEST INCOME $ 237 S - $ - 2343M10M SUPM LAW ENFORCEMENT M 325,120 354,291 TOTAL FI1ND 234- SUPPLD.MNfAL LAW ENFORCEMENT GRAM 5 325,357 5 34,291 $ FUND2M-BIEEWATFUNDS 2383421&1 MAABTCLE3(DIXEWAYS) 2383M3011 MT1!TMCOME 2383303011 UNREALIZED GAMOASS MVE FUND M -MM GRANTS 2593201M2 DRUG FORFEITURES & SEIZURES 2593424.0011 IIBRRGRAM "5 31.&1 DEPTOFFORESTRYGMM 259314LWI TOBACCOCONTROLSVCGRAM 2593HIOW WIAGRANTIMAGRB 2593/51011 NICd3WAY 8AFETY IMP GRAM 2593&1 ON OTB GRAM 2593&10& OBS GRAM 2593411007 OTSMMIGRANT 2593171.001 STATE RECYCLMG GRANTS MF31]IOM STATE EECYCUNG GRANTS 12 2593171.006 RMIXZ CAL RECYCLE GRAM 2593621 MI LISREVENUEE • FUND230-PROPOSETIONCLOCAL &041220)1 PROPOSITION C LOCAL RENRN 2604422008 PROPOSITION C GRANS 8 118,531 8 1.,. 8 241.638 819 1,232 2b T0TALF13ND238-BIXEWAYPUNOS $ 119.590 S 125.132 S 280638 S 2.424 S 48.450 5 ]6,671 - 8 2270,612 S 2A72= S 2.976,8" 30,23 e, 21.M3 4,IM 18g438 493,M - 274,1% 27a1% - 11,190 71]58 13,941 - %3M 8.07 - 47,619 6 m IN.= 10AW 6",M3 367,206 519,725 1072,4E FVNO 259-1gSC GRANTS f 12997% S 1219,8"1 S %5,85 8 2270,612 S 2A72= S 2.976,8" 30,23 e, Budget Revenues Three Year History • 26 0-0303 011 IN'IEREsr wCOME 5,481 413 - 2604303WI UNREALIZED GAw21.OSS DJVE (2,882) TRANSFEMw 840.152 TOTAL FUND 260-PROI MON CLOCAL I 2,304,07 S 3,712.792 S 2.916.834 FUND 261-PROMMON AT SPORTATION 261- "WN PROP A -LOCAL RENRN S 1,744.900 S 3.462.710 S 3588822 261.430300 INTEREST NCOME SMS 3.%9 - M14305001 UNREALIZED GAw/1.053 DIVE (1.723) TOTAL FUM MI-PROPMR ATRANR TATIW4 $ 2,748,172 $ 3,464,679 $ 3,388822 FUND 262- PNOPOSPITON A PARK DOND W2d31.W2 PROP A SAFE PARK BONDS 5 257,9M 5 27,853 S 173,928 M2d31 W3 PROP A SAFE PARK -MR SP (25,058) 143,%6 - TRANSFERS w 82,216 1,977 TOTALFUNDM2-PROPOSITIONAPARKB 5 315,Q56 5 176,816 S 173,978 FUND361-MFASURE R 2644303001 WTEREST WCOME S 2.729 S 1,5% S - 26 305.0w UN MEDGA2WIDSSINVE (1.586) 304426.W2 MEASURE RLOCAL RE111RN 1,70,625 21154,166 2,232,652 TOTAL MND 264-MEMLRER S 1]00.768 S 2,155,762 5 2.232,652 FUND $5 -PROPOSITION C GRANT 2654422.008 PROPOSMON C GRANTS S - $ 7AMM6 S 4,684,037 M54301WI wEREST.COME - M54305.001 UNREALIZED GAw2LOSS MVE TOTAL FUND MS- PRMSITION CGPANT S - S 7.454.226 S 4.684.037 FUNO100- DOUQMT CANYON MT 3004M3W1 NTF.RESTNCObw 5 3,046 S 1,248 $ LAS 300-4305,001 UNREALI®GARULO58 DIVE G.M) - - M043W,001 wIF.RESTNC-BRTAOVA M 17,266 23,SM MWO 3 W.WI BAT FEES -BOUQUET CANYON 7,M 250,M 3004543010 MTFEFSCRE MV8 13,9N.197 3004721002 OI3IEAFNANCNGSODRCES 12,270.335 TOTALFU M-BOLUU CANTONBBT S 26.241. S 14.W8 S 261..5 • FUND MI-KASTSWE DTT 30/4303001 NTFREST NCOMF S 103,165 S 52,700 $ 59.8 30/4303001 UNRFAL1iEp GAN SINVE (48,793) - 3014342.W2 MT FEES -EMS E 76AI9 - - 3014M2010 EAT FEES CREDRS USED 93,491 - - 3014T11.W2 OTIFR FNANCNG SOURCES 5,014,275 TOTAL FUND301-FASTSOEMT 5 223,482 S 5,067.MS S 59,4" FUND 302- VIA PRINCIWA B8T "24"3.001 INTEREST WC I 24,029 I 11,332 I I;M M2430.W1 UNREALIZED GANA "DIVE (10,336) M24WW2 NTERBST WC -MT ADVANCE 26,027 20,4M 23,1N1 3D24543W3 BAT FEES - VIA PR ESSA - - 330000 M24N2010 B TFMSCREDOBUSED 2W,W0 I,II4,7M TOTALMNOM2-NAPRINCESSABAT 5 39,719 S 231,6.4 5 1,481217 FUND M3- VALRNM "T M34M1 W I w3EREST WCQ.1E S 65,6M S 30,758 S 35,223 304305001 UNREALl GANOASSNVE MM) _ M34M600S wIEWBSTNCOAI TADVANCE 139.372 109,4X1 lu. M34543W4 BkT FM -VALENCIA 133,9FS - 3034M2.010 BET FEES CREDOS USED 331,731 TOTAL FU M3 -VALENCIA BAT S 6N16M 5 I4RNR S 161,723 FUND 804- BOUQUET CANYON SND ACCESS BAT 30 3WW7 I ERESTWC-0 TADVRQT2 S 23.109 S 18.150 S 21.000 TOTAL FUND 3.-BOLQ] CANYON 2ND ACCESS BAT S 23109 S 18.150 S 31,000 FUND305-PARKDEDSCATIONFOND 3054"3001 (MEREST E4MM1 $ 5,8% $ 164 $ 629 305430500 UNREALIZED GAwII-0$,S DIVE IW TOTAL FUND 305- PARK DEDICATION FUND $ 5.996 $ 184 S 629 FUND X16 - DEVEWPER FEE FUND 3001303001 WIEREST NMME $ W732 S 2U.., S 14.393 30430,001 UNREALIZED GAWF-OSE NVE 1600 - - • 305 SMW1 DEVELOPER FEES 533,391 1933,784 - • Budget Revenues Three Year History 3W45I1W5 DEVFMS-LAWEN CER 104.889 13611; 30645MW DEVELOPER,MIEDISTRILTFEM M8.873 (55.225) 3061621001 WSCELLANEOUSREVENUE - 3,651 TRAM MRS M 125,503 TOTAL MND306-DEVFlOPERFEEMND S 1.1]44% S 1.065.099 S 14393 Y184303001 MTEREST MCOME S 250 $ 58 S - 3N4305001 UNREALZEO GADNASS MVE (4) - - 3Mi5] Wl DEVEI-0PF.R FEES 135,402 I%,= 100'm 11,494 TOTAL FIIND 3W- LMRARY FACILITY FEE FNVD S 135.649 S 150.058 S IW,000 101,311 POND3M-PGRWCLMD YFUND 14WI 14J65 M91 1,Wl PROPERTY TA% 8 4.481.938 S 53WM 8 5,546065 30913M001 MIERFST NMME 2342 - - 304M30M Rf1ENESF-RDA BDNDS 1.073 E6 - 304305001 UNREALIZED GAIWLOSS MVE mm) - 3M1311 W7 PENIAL MMM-MISC 75,000 W,C 85100 369 21MI BDSCELLANEOUS REVENUES 150.936 150.000 ISO.m 3"4621,W3 CASH OVER 3310RT (%6) - - 354454LW2 TOTAL FUND309-MBLICL® YEI3ND S fMLOM S 5.530.066 S 5,]81,695 3544621.W1 POND 369-PURWC EDUCATION GRA81T 13.866 M.N2 3"11M FlIANCIDSE AGREE81ENFbDIER S 425333 5 105575 S 4M.p 3364305069 M3EBESIMCGNSE 9.378 5,502 6.IF6 3301305.001 UNREALZED GAM SWM (5769) 27.M 5 28,3% 356-124AZ T(TFAL FUND330-PUBWCEDUCATIONG S 428912 S 411ID7 $ 456.166 3564024.03 FUND 358-GVRe UNMM DIBTRICT 22,138 22,%0 22JW 35D40D= SMCW ASSE5 M5 S 66."5 S 1%75 S 44698 35 MIM1 IHTEIIESS MCOBIE 1.907 437 - 35D MS.MI IMBEALI]ED GAIWIq$S MVE (983) TRANSFERSM 3<99 TOTAL FUND 3%- GW MALYIBNANCE DISTRICT S 69,019 $ 43.]06 S a,MB • 3311 LWI 3311691 WI 3311691.00 3511031.04 3511 LW5 3511021006 3511021.069 351102108 35116910" 351430.MI 35143M,W1 PGND MI - SPECIAL AS MMEM DISMM DBAMAGE BEN ASEE583 URAMAGE BENEfIT ASSEW DRAMAGEBEI A56E6818 DMINAGEBENEF MSES819 DMINAGE BENEFIT MSEPW DRAINAGE BENERT ASSES 22 DBAA 2W0 l RIVER VILLAGE DBAA 269&2 SOUTH PLAL1 DBM 2013-I V 8 O M ST MCOMB 1,3% 2,314 2,324 - TRANSFERSM 99,500 IWAn 113,198 TOTAL FlIND351-SMCI MSESBMEMDISIRICFS S 30,69] S 695,380 S 393113 28,363 $ 27.%l S M129 MA09 25,736 M,28T "j% 43,030 43.917 3,340 3,269 3,Y13 33.419 3zm 33,731 11,494 11655 11,556 69,946 9874 101,311 14067 14WI 14J65 3534M3.W1 14,929 1) "ND 352 -CFD 926 VA CM MDUSTRIAL DMMR 352430,Wl INTEREST MCOME S ],"l $ - 5 - 35243US.W1 UNRRAI.IZEDGAWLOS MM (3.914) TYSAL FT3ND352-CFD 92-5 VALENCIA MOUSM2 DISTRIC9 S 4021 S - S MND 353 - SOIEDAD MT PMANCTAC DIST. 9L1 3534M3.W1 INIERESI'MCWE $ 367 S - S - 3534305M1 UNREALIZED GAM9ASS 0JVE (181) TOTAL FUND 353- SOLEDAD IM FMANCW, DIST. 924 $ I" S - S PUIID ]51-STRBElLG31'13 MAMT. DaMCT-AD VALOREM 35440 'm ADVAIgREN 5 23M.IW S Z13ZM S 2,305"3 3544M1.W1 MFERRST INCgME 57,834 25838 33,743 354'AS.W1 i1NREAL®GAMBA353NVE (34,50) - - 354454LW2 TRAFPIC SIGNAL MWEC33ON ],SW - IO,OW 3544621.W1 M15CELLANEAUS REVENUES 13.866 M.N2 TOTALFUFID 3N-6TRFETI.IGHT3 MAIN). DISIRILT-M VALOREM S 2.253.498 5 2.IR,M7 $ 2,"9M5 MND 356 - STORM W ATRR UTR.ITY 356102401 STRA W ASSFSSARIDGEFORT S 29531 $ 27.M 5 28,3% 356-124AZ SIEA MSESSCRFF WE 26169 25.]% 26,CN 3564024.03 STR WASSESS-HIDDEN CRR 22,138 22,%0 22JW 3M40240M STR MASSESS TMW 6.454 640 4520 356 "3W1 • MTERESTD WE 86.613 39.749 47,03 35M305.W1 UNREALIZED GNWLOSS MVE (45.Wl) 1) Budget Revenues Three Year History F— -I 3561531016 STgIMWATER VIILDV USER PEPS 2,532,291 30",030 3,010,002 356-157024 SUSW INSPECTION PERMIT FEES 26.235 16,854 14,310 35 621 MI 3ASCELLANEOVS REVENUES %. 299.495 2994% 1)(ANS6F.HSw 34.M 234X1 3,690 T0TAL FI1M33%- STORMWATER DTIIDY t 1,7)5, 35 $ 3,505,518 f 3,488,599 FOND 357 - LANDSCAPE. MAHITEI9ANCE D6TWT 357.1032.001 [AIO DIST I ZONE TI FAXFt D t 25375 S 19AW f 19.800 3371011.032 LAID DIST I ZONE T2 OLOOR2IARD "I.W7 1981209 20,295 3571022003 LAID DISI I ZONE T3 VAL12.IS 119.67 153,510 IM29 3571022.031 LAID DIST I ZONE T4 VAL MEADOWS 131,015 133,588 136341 3571022025 LAID DISI I ZONE TS VAL GLEN 131."4 128000 149,629 3571022.M LAID DIST 1 ZONE T6 SO VAILEY 139,431 135,808 138,603 35)1022.03) LAID DIST I ZONE V CEMIIAL "1,595 ="I 476.841 3571022.008 LAID DIST I ZONE TS S22 M 1,089,247 1,063,5]8 1,W3,72 3574)22,011 LAID DIST 1 ZONE T17 RAINBOW GLEN 35.9,73 35,036 37,287 3571023012 L DIST 1 ZONE 723 MT V SLOPES 851,08) 735,813 750,980 3571022.013 LAID DIST I ZONE MA MT VIEW CONDOS 298,699 2911,368 30,145 357122014 ]AID DIST I 238 SEGO VO.19 103,424 101,193 104,77) 3571022.015 LMD DIST I ZONE T29 AMFAICANBEAII'1'Y 63,092 60,04 61.260 3571022.016 LAID DIST ZONE T315HA MG 312.79 306664 319,593 357122020 LAID DIST I MISS T"NBIUDGE 1,810.801 182,22 1,516749 3371021021 LAID DIST I ZOIC T47 NPARR 759.105 743,597 766,437 35710210E LAID DIST IIl T52 ST092EC U 375,639 363,917 374,243 3 5 712 202 3 LAID DIST I ZONE I GV PARKWAY 13.117 8.402 8,412 3571022.024 LAID DIST I ZONE 2 CMEMA PARKWAY (E) 27 - 357i022.025 LAID DIST I ZONE 3 SIEIIRA IWIGHIS 53,515 46µ 51.755 1.37122.26 LMD DIST 12019E 4 ALBERTSONS 96840 103,476 107,111 3571022.027 LMD DIST I MIC 5 SUNSET MCLS I",150 143,M ICS.%D 3 57102 202 8 LAID DIST I ZANE 6 CYN CREST 1]8.174 113,812 II7AI0 337122019 LAID DIST I ZONE 7 CRKSIDE 239,620 249,536 2W,343 357122.20 LMO DIRT I ZONE 8 FRaTIDLYSIERRA 6,762 6,834. 7,131 3571011.033 LAID DIST I ZONE 15 RNER VHLAGE 191.8" 22,551 288,616 337122.034 LMD DLII I ZONE 16 VIC 113.32 1IT"I 111,557 357122.25 IAID DIST I ZONE 17 SQTM OAD AVE 90,615 99m 12,614 35)122.03) ZONE 18 TOWN CENTER TOURNEY RD 709,304 TAM 751,531 35)1012.038 ZONE I9 BRIDGEPORT DOCQUET 68,565 692" 91,537 • 3 37102 2 2 2 9 ZONE M GOLDEN VLLY RVIMH A ClA 108,016 98,08.1 12,21 35710110" ZONE X]08 -I MAJOR T -FARES 4,248,674 5,21,22 5,113,3" 3571023.041 LMD DISI XI ZONE 21 GLON VLY RANCH -RES. 3374 1,270 ",198 3571012042 LAID DIST FI ZONE E ID.9 TI HOSPITAL 46,553 34,664 30919 3571022.033 LMD DIST #1 ZONE 23 MONTECITO 4,977 4,959 5112 357122.0" ].AID DIST 812019E 4 CYN GATE 99,877 93.4" 37.126 3571022.015 LAID DIST #1 MISS B VL DI ORO 3,649 3,618 7.1% 357122.016 ZONE 26 M PI{0AAfERCL 192,666 WZ3W 206,530 35712127 ZONE27CIXCLEI 653.587 SUMS 585282 357-422.048 20NE28NEWHALL 314,328 355,545 ]64,154 3571022049 ZONE T33 CANYON PARR MW 171.05 124.130) 3571022050 2819E 751 VALENCIA HIGH SCHOOL 947,97 L066.655 396,990 357122051 ZONE TO FAIR OAKS PH I I.148413 938,752 203BW 357122052 2019E MA FAIR OAKS PH I&2 1,940096 1,630,12 415,OW 337108.053 2019E T658 FA83 OAKS PARK 256712 344,912 145216 3371021.054 ZONET20ELOORAOOV6LAGE - 624,948 24&M0 357122.25 ZONE T44 DOLRXEI CYN - 141,32 9&450 357122.OM ZONE T" SHADDW HDLS - 37.722 4RW3 357"13057 ZONE 762 CANYONF2IGH1'S - 286476 151,710 - 3374)MAM ZONET6)ADRAMONTES - 368,754 259,910 337121.059 20NET71IIA6KELL CYNRANCH - 371,520 166"I 357/022060 ZANE TE COPPER 22 - 19,672 2$270 35710E 061 ZONE 29 VHLA A¢O2 - - 73,668 3371011.100 LAID ANN 71014 3,500 33712328 AD VAIAREM 548,703 593,924 647,88) 35)12302 ADVAI0RpHT10LDORCi1ARD 67.601 61,73 72,368 35712328 AD VALOREM T3 VAL IDLLS 48181 47,301 49,491 357101302 M VALO32EM V VAL Wff WS 13.871 11,829 4.835 3571023.010 AD VALORPM TS VAL GLEN 43,434 42,5(4 45.277 3571303.21 ❑PIFSCST D4 V 292.176 157.1M 185981 3571305.21 UNREALIZEDGADNASS (XD,6X) - - 3571621.21 MI$CBW.ANEg1S REVENUES (28,036) - - TRANSFERSIN 9000 TOTALFUND357-LANDSCAPE MAIM V4(M DISTRICT f 20054.592 1 32,283.152 S I3.786.977 MND IN - OPEN SPALL PR83RRVATIOK DIRT. 35&1011.034 MRANCHISEAGRFPMENT-OtFH0.5 S 20.20 S - f - 355102302 EPEC ASSESSA S 1,038.826 2,098000 2]37,"0 • 351,1303M INTEREST MC 47,52 23,366 2,82 Budget Revenues Three Year History 0 0 �D M9 - SMEMGE� �. DSTW"�� "W 3�21W �AAMESM� S 482,839 4MIM S 478A71 35�3,� UWBAMS�WS 1,%9.� 1,W4% 1.925,761 35�M3.Wl �AL=GA�M ��m 1,171X6 IJW� L'I.X5 �ALF�359-S�IGM�D�UW $ 3.023,731 S 3,%MS9 S 3.W,317 F� M � M�M �MG D5MCF FUND �mwl �W�GAMUS� S 4W618 5 4%.3� $ 4%.3M M�WIWI �EST NC� 2.2. 2,332 2,2� �mwl �. G�S (1,0311 - S 497,U9 S 1.,(42 S 499,E4 FUND MI - WUMM �MG N�U MND �303ffll �STW� �NAWI 3614303,Ml �T MWW S 5 142 S 593 3614�.011 �584305.001 �AL�D G�S (29,819) 25.m 361�].Wl 359431IN7 MWALmmm-MISC 2,� K. 10 m� MI�21,016 MC� �N�TAnM M�24.W3 IS'" U."2 361�1,017 O�M �MG M�MSION �ALF�358-�SPAUPF�VAnONDNT. S 19�%l 1 21731% S 2IM2W 0 0 �D M9 - SMEMGE� �. DSTW"�� "W 3�21W �AAMESM� S 482,839 4MIM S 478A71 35�3,� UWBAMS�WS 1,%9.� 1,W4% 1.925,761 35�M3.Wl �AL=GA�M ��m 1,171X6 IJW� L'I.X5 �ALF�359-S�IGM�D�UW $ 3.023,731 S 3,%MS9 S 3.W,317 F� M � M�M �MG D5MCF FUND �mwl �W�GAMUS� S 4W618 5 4%.3� $ 4%.3M M�WIWI �EST NC� 2.2. 2,332 2,2� �mwl �. G�S (1,0311 - S 497,U9 S 1.,(42 S 499,E4 FUND M - CM � �l COPS M34M.M %34MI� �n-�TAXF� %34�LW2 �FNANC�GWMCM MND W - PFA �PAL PR� ON4303W2 T�ST�M�W� �D 01 - GE�� F� CAPUAt WI�21MI �US FUND MI - WUMM �MG N�U MND �303ffll �STW� �NAWI 3614303,Ml �T MWW S 5 142 S 593 3614�.011 �WPSHJP �21W5 25.M 25.m 361�].Wl ��US n� �JP 91,614 PWPA-DI�ONARY MI�21,016 MC� �N�TAnM M�24.W3 IS'" 15'm 361�1,017 O�M �MG M�MSION WX FE� �S 4W m �U.012 �AL F� MI - �W � B�EAU F� 5 S 122,356 S 41.%3 %1� 5�533.1" 10.%3.M MO.W6 M - GENERAL N J,m� W43MMI �U �-UAM PW $ 51 5 m S 1,975,W �SFEFA w 1,123,011 3.149.191 3,173� =AL m S U23,L2% S S.14%745 S 1,113,� MND NI - WMEN VAUKV AD �2 M14721.W2 ��ANCING�M S 49,M] 5 39'm S �AL F� ml - �EN V� AD 92.2 S 49.541 S S MDW2-�ONTXWUWAD"-1 %24�3,= S 7 S M4nt,= �ERFNANCNGW�OM 52,294 37 381 �AL F� M2 - W�wx� AD ".) S 52,301 S 37.391 S FUND M - CM � �l COPS M34M.M %34MI� �n-�TAXF� %34�LW2 �FNANC�GWMCM MND W - PFA �PAL PR� ON4303W2 T�ST�M�W� �D 01 - GE�� F� CAPUAt WI�21MI �US S 3A54 S 2% 5 "I 17 4K687 - ��w .7.874 �ALF�M3-M�2M-ICM 9 17.911.352 5 2" S 5 78 5 S - PS 7U51 19A�2 823,152 S ll� 121 I�U'12 1 5 - 5 83.m S 1,�,491 1375�w �,Wl 5 1 � 491 $ i�� 5 M 971 S 19,735 S m"M-�SITFUKD �303ffll �STW� �NAWI � G�M �21,w ASI PE��Ew W.m �MN C RXPAIMION 182.01 mw� �21W5 W� �AnON �n,M �SU�GAnONFEV �UM7 �JP �23.= PWPA-DI�ONARY 7�21.W MC� �N�TAnM M�24.W3 �M �� �24M EZ PAM M�U� �24,M WX FE� �S �24.010 �W �GA=N FEE �U.012 AmA �25,Wj � W��ONS - MV S 3A54 S 2% 5 "I 17 4K687 - ��w .7.874 �ALF�M3-M�2M-ICM 9 17.911.352 5 2" S 5 78 5 S - PS 7U51 19A�2 823,152 S ll� 121 I�U'12 1 5 - 5 83.m S 1,�,491 1375�w �,Wl 5 1 � 491 $ i�� 5 M 971 S 19,735 S 3,1W S 9.wl 9U.932 93G.W W.m 1"'m 182.01 jwS% �.�3 47.346 U.4U 183,SM M,129 214an "'m 30,819 17.912 939.9M M,425 4,731.� 4,336,195 403,151 W524 M.933 714AM K3% MM5 41.V35 M." %1� 5�533.1" 10.%3.M MO.W6 63.= J,m� IA35.� 1.975.� 1,975,W Budget Revenues Three Year History 7f 26.00[ MEASURE R BUS GFE MONS (%1221 2W,"I 3,ny158 ]00.1426003 MEASURE R CLEAN FUEL 83,484 S 152,611 - "IW MLDU FAREBO%REVENUES 1.9]].087 2.025,000 2,025.W ]005501.003 D -A -R FAREBOX REVENUFB 90,165 99,500 99,500 ]004M1OW CQSDHUIER SERVICE REVENUE 306,323 1,058000 L05&000 ]0.4501005 CNG FUELREVENUE (201,318) - - ]W-850100] TAP STORED VALUE 927,015 - - M4%1.W8 TAPIACAL 36,436 34.080 350,200 ] 501009 TAPCOMMUFER 320,506 330,400 339,900 ]004622001 MISCELLANEOUS REVENUES ]45,44] 161,000 - ]004622006 SALE OF PROPERTyd EQUM.57ENT 10,959 M" - 7W4621.010 ENERGYftEBATE$ 139.001 108,= 186.038 ]0 0 4 621,013 TAP CARD REPLACEAffM 14,1= 4,500 - W14305W1 TFU NSPERS W 5,435,298 7,04.554 9,139,893 TVFAL}IINp'ryp-TRANSRFIIND 8 29,42.408 S 36,002,017 S 25,308.61 ITUND m - COMPBPHR RRPIACEMCNT 7043030(1 INTEREST INGOSIE S 24.527 $ 15,606 S 17,521 ]NF03o5C0I uNREAL2EO OAINRA$S RNE (13,811 - 4115 704571.005 COMPUTE0.0.EPLACEMEMCHAR 401.020 410.07M0 411.210 TOTAL FUND 70-COM1@ITIERREPLACEMEM S 411,730 $ 425,676 $ 428,731 • • FUND 71 -SELF LNSUS,UV" 714303.001 INTEREST INCON 1 83,484 S 31,405 1 39,357 7743 MI UNREALIZED OAINvUasS INVE I562I1) - 7214ND.009 INT INC-BRT ADVANCE 10,397 - - 71457IA03 CHARGES FOR SFlF INSURANCE 2,06LOW U%1.210 2.07.100 714621.01 MISCELLANEOII$ REVENUE 215.63 530,011 - 8064033.001 TRANSFERSIN M,I7 92,430 0,031 BC0.4303W1 TOSAL FUNO71-SELF P'SURANCE 1 2,330,716 S 2,594.656 S 2,195,408 8=4305.=1 FUND 72 - BQUpMENT REPLACFMENT (112) 724303008 INTEREST INCOME 1 58,937 $ 31,299 S 35,439 ]74305.001 UMIEALIZEO CAINRpSS INVE 129,904) - R74571.000 EQUIP. REPLACELIENT CHARGE MASS 74,400 237,890 724611.006 SAIF GF PROPERTY&EQUP ENT 657 15.045 H8 W14305W1 TYYTgL FUND]7-EQUbMENI REPLgCEMENf 1 250.133 S 2]0,]44 S 293,239 • • ME Iii- FACILITY REPLACE858NT 7234303141 INTEREST INCGb1E $ 192,AN0 S 147,611 S 163.091 7E3.41O5.W1 UNRSU= GAINR.OSS I`VE Gwj39) TRANSFERS IN 5,000.= CIRRI'000 7,20.000 T AL FUNO 73- FACILITY REPLACES4TIT 8 5086.71 8 6.147,611 S 7,362,091 FUND 86F -GV ASBMWNTDIBTRICY91-1 8064033.001 CONIX SPECAL ASSESSMENTS S 85,262 S 69,365 $ - BC0.4303W1 INTEREST INCOA¢ BBB 492 655 8=4305.=1 UNREALIZED GAINILOSS INVE (112) TDTAL FUND B=- GV ASSESBMENF DISTRICT W-2 1 8543. Y 6l B57 S 655 FUND 801- VRRMONT/EVERRTT AD 99-1 8614021=1 O7 SPECIAL ASSESSMENTS f Tl,]OT S 81,0ffi S 8614303.001 PTP.IIP.ST INCOME 657 31. H8 W14305W1 UNREALIZED GAIWLOSS INVE (491) TOTAL FUDID 801- VERMOMIEVER6R AD 99.1 S 7.87 S 81,346 1 .9 POND803 - VALBNCA l'O W N CENTER CPD2001-1 802 02JW1 O'GDiR SPECIAL ASSESSMEM3 S 1,155,903 S 97,993 S 8024M3.=1 DCEEREST INCOME 4,432 3,300 4115 8024M5=1 UNREALIZED G&[EEGGSS INVE (6,308) TOTAL FIND W2- VALENCIA TOWN CENIE CFD 2002.1 S I.If4.=5 S 976.253 S J�15 INTERYGNDTMNSFERS 13U'I04b [2011.n41 12].151]981 USEOYFUNODALANCE SW�i so RIDFVELOPMEN'T AGENCY I SUCCESSOR AGENCY 246911: 2252P2 251X A3 • • • Redevelopment Agency/Successor Agency Statement of Fund Balance 2012-2013 392 Redev Obligation Retirement Fund $ 12,836,855 $ 393 City Housing Successor Fund - 550-551 Successor Aeencv Debt Service 149.4933611 2,469,681 $ - $ 15,306,536 $ 474,447 $ 2,314,004 $ 12518,085 939,458 - 939,458 - - 939,458 136 2,314,004 (47,179,221) 1.776.693 - (48.955.914 Statement of Fund Balance Estimated 2013-2014 392 Redev Obligation Retirement Fund $ 12,518,085 $ 393 City Housing Successor Fund 939,458 $ 550-551 Successor Aeencv Debt Service (48.955.914) 2,252,500 $ - $ 14,770,585 $ - 5,056,509 5,995,967 Statement of Fund Balance Projected 2014-2015 90,447 $ 7,371,613 S 7,308,525 - 1,050,123 4,945,844 15,104 - (48.955.837 392 Redev Obligation Retirement Fund $ 7,308,525 $ 2,300,250 $ - $ 9,608,775 $ 249,998 $ 2,315,204 S 7,043,573 393 City Housing Successor Fund 4,945,844 - - 4,945,844 - - 4.945,844 550-551 Successor A¢encyDebt Service (48,955,837) - 2.315.204 (46.640.633) 2.318.704 - (48.959.337) n Budget Revenues - Successor Agency Three Year History TAXES 3924001.007 3924303.001 3924303.009 3924305.001 3924621.015 PROPERTYTAX INCREMENT-RORF INTEREST INCOME INTEREST INCOME -RDA BONDS UNREALIZED GAIN/LOSS INVE CONTRIBUTION FROM CITY OTHER REVENUE 550-4303.002 INTEREST -RESERVE FUND 5514303.002 INTEREST -RESERVE FUND TRANSFERS IN USE OF FUND BALANCE TRANSFERS IN TOTAL PROPERTY TAX $ 1,919,286 $ 21,534 190 (4,208) 532 878 2,250,000 $ 2,300,000 2,500 250 5,056,509 $ 2,469,681 $ 7,309,009 $ 2,300,250 $ 106 $ 59 $ 30 18 - TRANSFERS IN 2,314,004 2,315,104 2,315,204 TOTAL OTHER REVENUE $ 2,314,140 $ 2,315,181 $ 2,315,204 (2,314,004) (7,371,613) (2,315,204) • City Manager's Office Budget Summary ,408 & Maintenance City Council $ 237,178 City Manager 1,830,756 Human Resources 937,313 Communications 1,021,820 Risk Management 1,828,563 • Risk Management 27% • City Council Purchasing 4% 12% Communications 15% 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. The City Council, as a whole, responds to the issues and concerns of the residents and the community, formulating effective public policy for the City. Primary Activities The City Council is responsible for the creation of policies which are expressed through the passage of ordinances, resolutions, and motions. Through the City Manager and City Attorney, the Council 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 citizens and visitors by maintaining the City's position as one of the top ten safest cities of its size in the nation • Ensure Santa Clarita remains one of the most business friendly cities in Los Angeles County • Continue legislative efforts in relation to CEMEX, and our federal representatives to develop a federal legislative solution to the mining project proposed in Soledad Canyon • Maintain the tradition of delivering an on-time and balanced budget • Continue working on the clean-up and reuse of the 996 -acre Whittaker Bermite property • Ensure proper service levels are provided for any areas annexed into the City 5001.001 RegularEnployees 115,055 5011.001 Heahh & Welfare 60,995 5011.002 Life Insurance 230 5011.003 Long -Tenn Disability Ins 735 5011.004 Medicare 2,279 5011.005 Worker's Compensation 88 5011.006 PERS 11,555 5011.007 Deferred Compensation 3,460 5011.011 EAP 148 'otal Personnel 194,545 Operations & Maintenance 5101.001 Publications & Subscription 300 5101.003 Office Supplies 200 5111.001 Special Supplies 13,470 5131.003 Telephone Utility 4,500 5161.002 Professional Services 15,263 5191.001 Travel & Training 8,500 5191.004 Auto Allowance & Mileage 400 otal Operations & Maintenance 42,633 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 • Provide the City Council with professional and thorough support in examining and analyzing issues of community importance • Research and track legislation at the State and Federal levels, keeping the City Council informed of legislative activities Funding Source: General Fund ili Personnel The City Manager, in conjunction with the City 5001.001 Regular Fznployees 1,007,741 Council, establishes policies, provides direction 5002.001 Part-time Finployees 30,902 and leadership, and implements efficient and effective municipal services. The City Manager 50(13.001 Ovenime 500 establishes and maintains appropriate 5006.001 Sick Leave Payout 38,291 management controls to ensure all operating 5011.001 Health & Welfare 109,310 departments adhere to the City Council's 5011.002 Life Insurance 1,996 direction and goals while observing ethical and 5011.003 Long-Tenn Disability Ins 7,233 legal policies and regulations. The City 5011.004 Medicare 18,923 Manager is responsible for the execution of 5011.005 Worker's Compensation 22,435 policies established by the City Council and enforcing all laws and ordinances. The City 5011.006 PERS 177,449 Manager's office also prepares and maintains 5011.007 Deferred Compensation 28,500 • the City's budget, and oversees public 5011.010 Supplemental Health 5,725 information, employment practices, legislative 5011.011 EAP 285 relations, while guiding the City's strategic plan Total Personnel 1,449,289 and vision. Operations & Maintenance Performance Goals 5101.001 Publications & Subscription 2,670 • Ensure that City government is honest, open, 5101.002 Membership & Dues 35,257 efficient, and fair in serving the citizens and 5101.003 Office Supplies 500 businesses of Santa Clarita • Ensure that the organization of City staff is 5101.004 Printing 1,140 appropriate to efficiently achieve the 5101.005 Postage 725 direction and goals established by the City 5111.001 Special Supplies 7,640 Council 5131.003 Telephone Utility 6,200 • Continue partnership with the Los Angeles 5161.001 Contractual Services 83,000 County Sheriffs Department to ensure our 5161.002 Professional Seryices 120,00[1 City remains one of the safest cities in the 5191.001 Travel & Training 41,750 nation 5191.004 Auto Allowance & Mileage 16,835 • Coordinate, implement, and pass a balanced 5211.001 Computer Replacement 9,810 budget • Continue to pursue a mutually agreeable 5211.004 Insurance Allocation 55.940 resolution regarding the City's efforts to Total Operations & Maintenance 381,467 prevent the CEMEX mine from operating in Total 2014-15 Soledad Canyon • 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. The division also executes the City's messaging in various communications forms. The division is responsible for helping to creatively market various programs to residents, businesses, and community leaders. Primary Activities The Communications division, through the use of a variety of communication tools, is responsible for the creation, execution, and management of the City's overall communications efforts, including media, community relations, social media, paid advertising, television, radio, print, and various marketing materials. The Communications division analyzes and responds to the communication needs of various City departments. Performance Goals • Create and implement marketing plans and programs for City projects, programs, and events to create awareness and increase usage • Explore and implement new communication tools that utilize cutting- edge technologies to provide effective two- way communication with stakeholders • Provide on-going City-wide media training to all staff and manage the City's day-to- day media relations • Continue to manage and implement the City's brand, both internally and externally, assuring that there is consistency and effectiveness • Effectively promote the City and obtain recognition internally and externally for the City's efforts through a myriad of communication tools 5001.001 Regular Employees 476,389 5002.001 Part -Time Employees 47,516 5004.002 Vacation Payout 1,169 5011.001 Health & Welfare 73,194 5011.002 Life Insurance 944 5011.003 Long-TennDisability Ins 3,049 5011.004 Medicare 9,311 5011.005 Workees Compensation 8,294 5011.006 PERS 79,812 5011.007 Deferred Compensation 2,000 5011.011 EAP 222 btal Personnel 701,900 Operations & Maintenance 5101.001 Publications & Subscription 1,928 5101.002 Membership & Dues 450 5101.003 Office Supplies 200 5101.004 Printing 6,000 5101.005 Postage 11,200 5111.001 Special Supplies 6,330 5131.003 Telephone Utility 3,000 5161.001 Contractual Services 112,800 5161.002 Professional Services 9,000 5161.004 Advertising 16,600 5161.005 Promotion & Publicity 15,172 5161.008 OraphicDesign Services 82,000 5171.009 State of the City Expenses 20,000 5191.001 Travel&Training 3,200 5191.004 Auto Allowance & Mileage 500 5211.001 Computer Replacement 6,850 5211.004 Insurance Allocation 24,690 Total Operations & Maintenance 319320 11 C 0 Human Resources Funding Source: AccountNumbert t Personnel Program Purpose 5001.001 Regular g Employees 538,196 Human Resources offers and manages programs 5011.001 Health & Welfare 73,194 to recruit, develop, support, and motivate employees in alignment with the City's 5011.002 Life Insurance 1,066 philosophy and goals. 5011.003 Long-Term Disability Ins 3,444 5011.004 Medicare 9,660 Primary Activities 5011.005 Workers Compensation 8,775 The Human Resources division is responsible 5011.006 PERS 93,854 for recruiting and selecting top-notch applicants; 5011.007 Deferred Compensation 8,000 offering programs to develop and train 5011.010 Supplemental Health 3,816 employees; administering compensation, benefits, retirement, and workers' compensation 5011.011 FAP 178 plans; maintaining and updating the Til Personnel 740,183 classification plan and salary schedule; operations & Maintenance overseeing the City's personnel rules and 5101.001 Publications & Subscription 750 policies and advising employees on these rules and policies; working with managers and 5101.002 Membership &Dues 750 employees to help solve workplace issues; 5101.003 Office Supplies 2,500 offering wellness programs; retaining qualified 5101.004 Printing 2,500 employees. 5101.005 Postage 200 5111.001 Special Supplies 500 Performance Goals 5131.003 Telephone Utility 1,350 • Maintain effective employee and labor 5161.001 Contractual Services 53,000 relations programs by fostering open 5161.002 Professional Services 60,000 communication, listening to concerns, and providing counsel and advice 5161.004 Advertising 500 • Manage a comprehensive Citywide training 5161.005 Promotion & Publicity 6,000 package designed to develop core and 5191.001 Travel & Training 4,500 leadership competencies 5191.003 Education Reimbursement 30,000 • Promote and encourage enjoyment at the 5191.004 Auto Allowance & Mileage 200 workplace and work/life balance 5211.001 Computer Replacement 6,850 • Motivate and retain employees 5211.004 Insurance Allocation 27,530 Total Ocerations & Maintenance 197.130 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 Risk Management provides centralized services to all City departments for risk management, loss control, and safety. Primary activities include: yearly review of the City's comprehensive insurance program, including coverage for property/casualty; professional liability; errors and omissions; bonds; workers' compensation insurance; administration of the City's self-insured retention; loss prevention and control; safety programs, including tailgate meetings, OSHA mandated trainings, mock OSHA inspections, and ergonomic evaluations. Risk Management also administers the City's Contract Management system, including staff trainings throughout the year regarding contract routing and contractual policies. Performance Goals • Implement updated Contract Management system utilizing electronic signatures and paperless routing and storage • Implement TargetSolutions program for City staff safety training • Conduct mock OSHA inspections of all City facilities • Implement a new driver safety program for all City employees 5001.001 Regular Employees 126,163 5006.001 Sick leave Payout 341 5011.001 Health & Welfare 21,348 5011.002 life Insurance 250 5011.003 long -Tenn Disability Ins 808 5011.004 Medicare 2,326 5011.005 Worker's Compensation 2,414 501 L006 PERS 20,808 501 LOW Deferred Compensation 1,500 5011.010 Supplemental Health 954 5011.011 EAP 51 'otal Personnel 176,963 Iperations & Maintenance 5151.002 Claims Payment 175,000 5151.003 Fxnployee Safety 14,000 5161.001 Contractual Services 1,259,090 5191.W1 Tmvel&Training 2,000 5211.001 Computer Replacement 2,000 Remnbursements to the 5511.100 Ceneral Fund 199,510 otal Operations & Maintenance 1,651,600 is • • 0 Purchasing Program Purpose The Purchasing division handles most City-wide acquisitions of equipment, goods, and services. :Funding Source: General Fund Purchasing provides assistance to external Account Number: 12002, 12003 entities on how to do business with the City, Personnel along with providing internal support to City 5001.001 Regular Employees 375,712 departments on acquisition issues. Purchasing 5003.001 Overtime 1,500 also handles the receipt and distribution of all 5011.001 Health & welfare 79,293 mail and materials. 5011.002 Life Insurance 744 5011.003 Long -Term Disability Ins 2,403 Primary Activities 5011.004 Medicare 7,139 One of the primary activities of the Purchasing 5011.005 worker's Compensation 4,297 division is the advertisement of all formal bids 5011.006 PERS 61,476 in the local paper, on the City's website, with the 5011.007 Deferred Compensation 1,000 Chamber of Commerce, and the Valley Industry 5011.010 Supplemental Health 4,771 Association. Purchasing prepares most formal 5011.011 EAP 193 bid packages and assists City departments in complex procurements. Purchasing establishes Total Personnel 538,528 and maintains purchasing regulations, policies, Operations & Maintenance and procedures. Purchasing is also responsible 5101.001 Publications & Subscription 500 for the receipt, shipping, issuing and internal 5101.002 Membership & Dues 1,000 distribution of material and surplus. The mail 5101.003 Office Supplies 55,000 • section processes all incoming and outgoing 5101.004 Printing 5,000 U.S. Mail, as well as the internal distribution of 5101.005 Postage 51,200 interoffice mail. 5111.001 Special Supplies 4,6W Performance Goals 5111.005 Maintenance/Supplies 67,700 5121.001 Rents/Leases 6,790 • Prepare and receive formal bids and 5131.003 Telephone Utility 3,000 Request for Proposals • Continue to work with local businesses on 5161.001 Contractual Services 13,400 how to do business with the City 5161.002 Professional Services 13,000 • Guide and monitor staff on the City's 5161.004 Advertising 7,500 purchasing policies 5191.001 Travel &Training 4,750 • Ship and receive City material 5191.004 Auto Allowance & Mileage 300 • Process all U.S. Mail and interoffice mail 5191.006 Errgloyees' Uniform 2,300 in a timely manner 5211.001 Computer Replacement 7,410 5211.003 Equipment Replacement 9,400 5211.004 Insurance Allocation 19,450 Total Operations & Maintenance 272.300 City of Santa clarito n U • 0 • L City Attorney Budget Summary City Attorney -General Fund $ 1,944,028 C ity Attorney - SC Lighting District 5,000 City Attorney - Stommater Utility 12,000 City Attorney - Selflnstltance 260,000 City Attorney - Transit 4,000 City Alt— S torm"i 1 City Attorney - S( lighting District 0% City Attorney - Transit City Attorney -Self 0% PV Insurance Cil Ulw'nc� - Gcnrrd fund 8" `h City Attorney Program Purpose The City Attorney is committed to providing professional, quality legal services that ultimately protect the interests of the City of Santa Clarita, the City Council, City staff, and 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. The Attorney is responsible to ethically and competently defend legal actions filed against the City and its employees. Primary Activities The City Attorney attends all City Council meetings, 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 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 • Continue to be responsive in a timely manner to the legal requests of the City Council and City staff • 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 0 Operations & Maintenance 5161.100 Legal Services - GF 1,944,028 5161.100 Legal Services - SMD 5,000 5161.100 Legal Services - Stornowater 12,000 5161.100 Legal Services — Self 260,000 Insurance 5161.100 Legal Services - Transit 4,000 Total Operations & Maintenance 2,225,028 • 0 • Administrative Services Budget Summary Personnel Services Operations & Maintenance Debt Service Administration City Clerk Public Library Finance Technology Services Transit Districts • Special Districts 35% is Administration 0 ° City Clerk 1% Public Library 9% Finance 4% Technology Services 5% sit 45% 7,856,215 45,575,492 500,000 5,126,560 741,318 593,563 5,457,464 2,134,018 3,113,115 26,677,499 20,341,290 Administration Program Purpose Administration sets City fiscal policy and direction and provides administrative support to the department's divisions: Finance, City Clerk's office, Technology Services, Transit, Special Districts, Urban Forestry, and Public Library, Administration assists the City Manager's Office in preparing the annual budget and is responsible for the City's annual mid -year budget revision/adjustment. Primary Activities Administration's primary activities include: overall coordination of administrative activities; employee development; recruitment and training; long-range financial planning; debt management; investment management; support and implementation of community and organizational strategic planning goals; budget monitoring; special projects; City right-of-way franchise agreements; and response to City Council and City Manager 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 • Oversee and manage Santa Clarity Public Library 5001.001 Regular Employees 350,818 5002.001 Part -Time Ernpbyees 30,902 5004.002 Vacation Payout 15,5% 5006.001 Sick Leave Payout 29,589 5011.001 Health & Welfare 37,597 5011.002 Life insurance 694 5011.003 Long -Tenn Disability his 2,730 5011.004 Medicare 7,279 5011.005 Worker's Compensation 9,406 5011.006 PERS 62,459 5011.007 Deferred Compensation 7,000 5011.011 EAP 119 Total Personnel 554,188 1pemdons & Maintenance 5101.001 Publications & Subscription 550 5101.002 Membership & Dues 2,500 5101.003 Office Supplies 250 5131.003 Telephone Utility 2,200 5161.001 Contractual Services 1,600 5161.002 Professional Services 150,000 5191.001 Travel & Training 2,000 5191.004 Auto Allowance & Mileage 6,910 5211.001 Computer Replacement 3,420 5211.004 Insurance Allocation 17,700 'otal Operations & Maintenance 187,130 C� is 4o Finance Program Purpose The Finance division serves as a support center for all City departments and programs to ensure all funds are managed effectively Replacement 1 • • Continue to safeguard the long-term and in accordance with Generally Accepted kccounlNurnber: 1211111-12103 financial health of the City, and monitor Accounting Principles, the City's investment policy, and state and federal laws. The Finance division is dedicated to serving the Personnel 5001.001 5002.001 Regular Fmployees Part-time Employees 1,010,097 16,291 citizens in shaping the future of the City by 5003.001 Overtime 1,900 providing fiscal information to ensure the 5004.002 Vacation Payout 12,460 long-range financial strength of the City. 5011.001 Health & welfare 166,516 5161.001 5011.002 Life Insurance 1,999 Primary Activities The primary activities of the Finance division include treasury investment functions, payroll, accounts payable, revenue collection, accounting services, internal auditing, financial reporting, financial forecasting, and cash receipting. 5011.003 Long -Term Disability ins 5011.004 Medicare 5011.005 Worker's Compensation 5011.006 PERS 5011.007 Deferred Compensation 5011.010 Supplemental Health 5011.011 EAP Total Personnel 6,462 18,943 11,776 167,919 7,800 8,803 405 1,431,371 Performance Goals Operations & Maintenance • • Continue to safeguard the long-term 5101.001 Publications & Subscription 255 financial health of the City, and monitor 5101.002 Membership & Dues 2,061 the economic impact of the sluggish 5101.003 Office Supplies 6,050 housing market, unemployment, and most 5101.004 Printing 742 recently, the dissolution of the 5101.005 Postage 250 Redevelopment Agency 5161.001 Contractual Services 222,500 • Complete major fieldwork for the annual 5161.002 Professional Services 114,304 financial audit and prepare the City's 5185.003 Taxes/Licenses/Fees 34,500 financial statements 5191.001 Travel & Training 8,100 • Seek an automated and user-friendly time- 5191.004 Auto A➢owance & Mileage 185 system to collect manage, and 5211.001 co�,ater Replaeerrent 15,570tracking process employee time to eliminate 5211.004 Insurance Allocation 47,200 common errors and increase efficiencies 5511.100 Reimbursements to the Ckneral Fund 2'930 • In collaboration with the City's Risk Total Operations & Maintenance 454,647 department establish, fund, and maintain a Worker's Compensation fund to support Capital outlay the City's self-insured program 5201.002 Equipment 295M 5201.003 Automotive Equipment 218,500 0 City Clerk Program Purpose The City Clerk's office provides exceptional customer service by being proactive, disseminating reliable information, and serving in an objective advisory role to the community, City Council, and our colleagues. The City Clerk's office is the custodian of records and administers the City's Records Management, legal and legislative documents, and the City's municipal elections. Primary Activities The City Clerk's office is responsible for the administration of the City's records management and retention, providing timely responses to California Public Records Requests, claims against the City, administers oaths, compiles and disseminates City Council agendas, Council minutes, legal and legislative documents, Fair Political Practice Commission Filings (Statement of Economic Interest/Campaign Disclosures), Municipal Code updates, and conducts City of Santa Clarita municipal elections in compliance with Federal, State, and local laws. Performance Goals • Coordinate all FPPC filings for elected and appointed officials as well as staff who are designated filers using the newly installed, FPPC approved, e -filing system, DisclosureDocs • Implement the City's new Agenda Management System by fall 2014 • Coordinate AB 1234 Ethics Trainings for 2014 • Complete and disseminate administrative policy updates 5001.001 Regular Employees 381,538 5003.001 Overture 6,828 5011.001 Health &Wellen 70,144 5011.002 Life Insurance 757 5011.003 Long -Tenn Disability Ins 2,441 5011.004 Medicare 7,140 5011.005 Workers Compensation 6,079 5011.006 PERS 68,118 5011.007 Deterred Compensation 1,500 5011.010 Supplemental Health 1,923 5011.011 FAP 170 'Wal Personnel Insurance Allocation 546,638 )perations & Maintenance 5101.001 Publications & Subscription 300 5101.002 Membership &Dues 1,225 5101.003 Office Supplies 300 5101.004 Printing 1,000 5101.005 Postage 260 5111.001 Special Supplies 4,500 5161.001 Contractual Services 6,000 5161.04 Advertising 600 5191.01 Travel & Training 4,050 5191.04 Auto Allowance & Mileage 50 5211.01 Computer Replacement 6,560 5211.004 Insurance Allocation 21,630 land Operations & Maintenance 46,925 0 • U Public Library Program Purpose The Santa Clarita Public Library was established on July 1, 2011. Serving as a kccount Nunilier: 12050, 12051 cornerstone in Santa Clarita, our libraries play an important role in educating our Personnel children, promoting a lifelong love of 5001.001 RegularEnpbyees 18,360 reading, and serve as central community 5002.001 Part-Tkre Enpbyees 4,636 gathering places. We provide access to a 5003.001 Overthre 2,500 wide variety of services and information 5011.001 Health & welfare 3,050 resources which help improve literacy, 5011.002 Life Insurance 36 enhance cultural awareness, and develop 5011.003 Long -Term Disability Ins 118 an informed community. 5011.004 Medicare 514 5011.005 Worker's Compensation 2,486 Primary Activities 5011.006 PERS 3,430 Effective July 1, 2011, the Santa Clarita 5011.011 EAP 7 Public Library owns and operates the three Total Personnel 35,138 local libraries in the City of Santa Clarita. The primary activities of the Public operations & Maintenance Library are to provide library patrons and 5101.002 Membership & Dues 6,300 online library users accessibility to an 5101.003 Office Supplies 250 • increased number of books and media, along with more days and hours at the 5101.004 Printing 150 three library branches. Services available 5111.001 Special Supplies 50,800 include an online public access catalog, 5111.005 Ma ntenance/Supplies 90,647 public access Internet computers, adult 5111.007 Srrell Tools 500 and children's programs, photocopiers, 5111.020 Books and Materials 750,000 and public meeting rooms (available on a 5121.003 Equipment Rental 59,404 rental basis). Additional activities include 5131.001 Electric Utility 175,500 fostering partnerships and community 5131.002 Cas Utility 9,900 involvement. 5131.003 Telephone Utility 13,000 5131.006 Water Utility 13,000 Performance Goals 5161.001 Contractual Services 3,723,115 • Complete a Library Needs 5161.002 Professional Services 25,000 Assessment which includes the 5185.003 Taxes/Licenses/Fees 3,000 analysis of the current and projected 5191.001 Travel & Training 1,000 needs of library service, ability of 5191.006 Employees' uniform 760 facilities to serve future needs, and Total operations & Maintenance 4,922,326 analysis of library service areas • Update the Santa Clarita Public Debt Service Library Strategic Service Plan 5301.001 Principal 395,055 5301.002 Interest 104,945 Total Debt Service 500,000 Special Districts - LMD — Urban Forestry Program Purpose Special Districts purpose is to enhance the quality of life in Santa Clarita with beautiful landscaping within Landscape Maintenance Districts (LMD), including specific communities, parkways, and medians. Primary Activities Primary activities include: design, construction, and maintenance of over 1,200 acres of landscaping areas, including eight parks, of which five are jointly managed with the Parks division. Additional responsibilities include the care and maintenance of all City trees, reforestation activities, efficiently and effectively responding to requests for landscape and tree services, protecting heritage oak trees, and procuring and managing private contracts for landscape and tree services. Performance Goals • Complete construction of landscaped medians on major thoroughfares • Design and construct streetscape beautification projects • Expand preventative tree maintenance activities to minimize future damage to public and private infrastructure • Continue the reduction of water use through the use of technology, replacing grass with ground cover and plants which need less water, and active management of irrigation systems Special Districts - SMD -DBAA — GVROSMD — OSPD Program Purpose These units administer the Landscaping and Lighting Act of 1972 and Benefit Assessment Act of 1982 for the operation and maintenance of streetlights 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 and the annexation of development into existing or newly created zones or districts. The units arrange for and oversee ongoing inspections, maintenance, and repair of water infrastructure facilities; maintain clean water permit compliance; and perform and/or arrange for inspections or repair of street lighting. Special Districts provides support to other City departments who maintain and acquire open space. Performance Goals • Maintain NPDES and Sanitation District permits • Administer the operation and maintenance of all City streetlights • Conduct development review activities 0 • 0 5001.001 Regular Employees 1,540,024 5002.001 Part -Time Employees 157,267 5001.006 Certification Pay 562 5003.001 Overtime 22,700 5004.002 Vacation Payout 10,718 5006.001 Sick Leave Payout 6,559 5011.001 Health & Welfare 225,710 5011.002 life Insurance 2,778 5011.003 Long -Term Disability Ins 9,083 5011.004 Medicare 28,480 5011.005 Worker's Compensation 78,802 5011.006 PERS 248,161 5011.007 Deferred Compensation 6,150 5011.010 Supplemental Health 8,600 5011.011 EAP 548 • is )perations & Maintenance 5101.001 Publications & Subscription 650 5101.002 Membership & Dues 1,910 5101.003 Office Supplies 1,380 5101.004 Printing 800 5101.005 Postage 450 5111.001 Special Supplies 6,000 5111.005 Maintenance Supplies 6,000 5111.007 Small Tools 3,100 5121.001 Rents/Leases 85,000 5121.003 Equgrcnent Rental 1,000 5131.001 Electric Utility 3,367,518 5131.002 Gas Utlity 1,000 5131.003 Telephone Utility 20,020 5131.006 Water Utility 3,115,949 5141.001 Maintenance and Repairs 2,178,094 5161.001 Contractual Services 984,964 5161.002 Professional Services 165,980 516L004 Advertising 800 5161.010 Landscape Services 3,076,323 5161.011 Weed & Pest Control 95,814 5161.012 Tree Trimming 674,244 5161.013 Reserve Projects Exp 2,069,550 5161.014 Inspections 621,707 5161.023 Landscape Mairaenance/Supplie: 7,000 5161.028 Water Monitoring 84,220 5161.100 Legal Services 5,000 5181.002 Direct Cost Allocation (103,842 5185.003 Taxes/Licenses/Fees 90,000 5191.001 Travel & Training 6,022 5191.003 Education Rertnbursem of 000 5191.004 Auto Allowance & Mileage 600 5191.006 Employees' Untrbrm 6,125 5211.001 Computer Replacement 21,100 5211.003 Equipment Replacement 34,100 5211.004 Insurance Allocatimn 322,110 5511.100 bursemems to the General 1,016,960 Fund 'otal Operation & Maintenance 17,969,148 �pital Outlay 5201.002 Equipment 26,000 Technology Services Program Purpose The Technology Services division provides centralized information processing, hardware and software support services; Geographic Information Systems, and communications services for all internal staff. The division also proactively manages the ever-changing technology needs of the City to ensure up-to-date automated processes and tools. Primary Activities The primary activities of Technology Services include overall direction of the City's Information Technology Systems; recruitment of staff resources required to manage Informational Technology requirements; long- range planning, implementation and deployment of organizational technology needs; organizational Geographic Information System (GIS) services; software acquisition and application development; software and hardware training; Helpdesk support; Telecommunications management; Enterprise management; maintaining data integrity, backup of crucial data, and security of the City's information. Performance Goals • Integrate a new automated agenda management and video archiving system to provide on -demand access and increase transparency • Leverage City -owned fiber-optic infrastructure to expand the number of competitive broadband providers serving the community • Integrate a software solution to improve collection efficiencies, and track City - owned assets through desktop, laptop, and mobile devices 5001.001 Regular Fargbyees 1,259,758 5002001 Pan -Time Eirgbyees 47,156 5003.001 Overtire 4,043 5004.002 Vacation Payout 6,988 5011.001 Health & Welfare 176,885 5011.002 Life Insurance 2,495 5011.003 Long-Termnisability ins 8,059 5011.004 Medicare 23,646 5011.005 Workers Compensation 14,835 501.006 PERS 218,484 5011.007 Deferred Compensation 17,400 5011.010 Supplemental Health 13,103 5011.011 EAP 489 fond Personnel 1,793,341 )perations & Maintenance 5101.001 Publications & Subscription 500 510L002 Membership & Dues 1,000 5101.003 Office Supplies 200 5101.005 Postage 200 5111.001 Special Supplies 3,030 5111.005 Maintenance/Supplies 221,300 5111.008 New Personnel Computer 3,800 5111.009 Computer Software Purchase 34,626 5121.001 Rents/Leases 10,000 5131.001 F7ectrlc Utility 15,000 5131.003 Telephone Utility 217,000 5131.004 New Personnel VDIP Phone 550 5131.005 CellularService 14,000 5161.001 Contractual Services 448,490 5161.002 Professional Services 22,174 5191.001 Travel & Training 12,550 5191.004 Auto Allowance & Mileage 1,2A5 5211.001 Omputer Replacement 16,540 5211.004 Insurance Allocation 62,710 540.008 OtherFinanciog Uses 115,299 551:.100 Reimbursements to the General Fund 16,560 'and Operations & Maintenance 1,216,774 'apital Outlay 5201.002 Equipment 103,000 0 0 Transit Program Purpose Provide high-quality safe and reliable public n N..n1wr: 12400, 12401, 19207 transportation services within, to, and from the Peraomel 5001.001 Regular Employees 804,584 Santa Clarita Valley; provide mobility and 50o1.OD6 Certification Pay 133 access to individuals with no access to an 5002.01 Part -tine Fitployees 4,636 automobile; and encourage the use of public 5004.002 Vacation Payout 3,064 transportation to reduce traffic congestion and 5006.001 Sick leave Payout 4,363 ' to those who may not be dependent 5011.00' Welfare 131,189 pollution PU y Pe 5011.002 WelicaInsurance Life Insurance 1,594 upon public transportation. 5011.003 Long-TemnDisability Ins 5,149 5017.04 Medicare 14,896 Primary Activities 5011.005 Workers Compensation 25,354 5011.006 PERS 139,476 The City of Santa Clarita Transit (SCT) 5011.007 Deferred Compensation 4,000 operates eight local fixed routes which serve 5011.010 Supplemental Health 7,633 the Santa Clarita Valley and two Station Link 5011.011 FAP 326 routes which meet arriving and departing Total Personnel 1,149,397 Metrolink trains. Additionally, SCT operates Operations & Maintenance commuter express bus service between Santa 5101.001 Publications & Subscription 500 Clarita and Downtown Los Angeles, Century 5101.1102 Membership & Dues 27500 City, UCLA, North Hollywood, and Warner 5101.003 Office Supplies 1,530 Center in the west San Fernando Valley. To 5101.004 Printing 15,000 meet the needs of the senior and disabled 5101.005 Postage 1.500 5111,001 Special Supplies 6,500 • community, SCT provides curb -to -curb Dial- 5111.004 Janitorial Supplies Baso a -Ride service within the Santa Clarity Valley, 5111.005 Maintenance/Supplies 134,000 which is also available to the general public 5111.007 Struu Tools 3,500 during evening hours. 5121.003 Equipment Rental 1,500 5131.001 Electric Utility 106,750 5131.002 Cas Utility 141,000 Performance Goals 5131.003 Telephone Utility 24,015 • Maintain a 90 percent or better on-time 5131.006 W 13,230 performance for all transit services P 5161.001 5161.002 Services ContractualProfessional Professional Services 430,000 30,00.7 • Maintain an average of less than "two 5161.04 Advertising 15,000 minutes" telephone hold times for all transit 5161.010 Landscape Services 68.400 customers 5161.008 Caaphic Design Services 20,000 • Promote and increase the use of the McBean 5161.016 Local Bus 8,371,027 Regional Transit Center Park -and -Ride 5161.017 Dial Ride 2,455,664 • Expand the use of the City's real-time bus 5161.018 Corvrtrter Services 3,289,619 arrival system through the promotion of the 5161.019 Conersrte Connection 4,785376 text messaging system, the Quick Response 5161.028 Water Monitoring 471 (QR) codes installed at each stop location, 5185.003 TateslLicensesFees 4,200 5191.001 Travel io Training 9,500 ment of a customer- and the development education campaign for the program 5191.003 5191.004 Education Reirtbursertent Auto Allowance & Mileage 9,500 500 • Expand the use of social media to better 5191.006 EnVloyees' Uniform 1,270 communicate with Our customers 5211.001 Computer Replacement 12,350 5211.004 Insurance Allocation 65,550 5511.100 Reim urserrents to the General 697,140 _ Food Total Operations & Maintenance 20,778,542 • Capital Outlay 5201.003 Autorotive Equilm ent 4,749,560 City of Santa Clarita 0 • 0 0 Community Development Budget Summary Operations & Maintenance Administration Planning Community Preservation Community Development Block Grant Economic Development Economic Development 36% Administration 7% Community Development Block Grant 14% Community Preservation 17% 4,404,368 3,463,912 $ 568,990 2,051,650 1,329,431 1,118,176 2,800,033 Planning 26% Administration Program Purpose The purpose of the Administration division is to oversee the day-to-day operations of the FundingSource: Community Development department. The %ccount Number: 13000 Administration division provides support and general direction to staff in each of the divisions Personnel encompassing the department, including Economic 5001.001 Regular Employees 375,006 Development, Planning, Community Preservation 5004.002 vacation Payout 1,193 and the Successor Agency to the former 5006.001 Sick Leave Payout 15,628 Redevelopment Agency. 5011.001 Health & Welfare 49,796 5011.002 Life Insurance 743 Primary Activities 5011.003 Long -Term Disability Ins 2,400 The Administration division is responsible for 5011.004 Medicare 7,004 responding to City Council and City Manager Sot 1.005 Worker's Compensation 8,591 requests, providing policy direction within the 5011.006 PERS 59,575 department and facilitates the overall coordination 5011.007 Deferred Compensation 7,000 of department activities. This includes goal setting, 5011.010 Supplemental Health 4,396 staff development, recruitment and training, 5011.011 EAP 119 department -wide budget creation and monitoring, Total Personnel 531,450 expenditure and revenue analysis, and special projects. Operations & Maintenance 5101.001 Publications & Subscription 300 Performance Goals 5101.002 Membership & Dues 2,200 • • Administer the Community Development budget 5101.003 Office Supplies 500 • Continue to coordinate efforts relative to the 5111.001 Special Supplies 500 clean-up and future planning of the Whittaker- 5131.003 Telephone Utility 1,680 Bermite site 5161.001 Contractual Services 6,000 • Continue t0 identify innovative strategies t0 5191.001 Travel & Training 500 review enhance the development review process 5191.004 Auto Allowance & Mileage 7,100 • Serve as liaison with the community, as well as 5211.001 Computer Replacement 4,560 other departments within the organization 5211.004 Insurance Allocation 14,200 Total Operations & Maintenance 37,540 0 4p Community Preservation Program Purpose The purpose of the Community Preservation division is to maintain and preserve the IFITRIN IN IRWRI " ' ' integrity, appearance, and value of buildings 1 BQ and properties in the City. This is achieved Account Number: 13311-13343 through community outreach and the Personnel enforcement of zoning, building, property 5001.001 Regular Pmployees 163,251 rehabilitation, and other municipal codes and 5011.001 Health & Welfare 27,270 regulations. 5011.002 Life Insurance 323 Primary Activities 5011.003 Long -Tenn Disability Ins 1,045 The primary activities of the Community 5011.004 Medicare 2,976 Preservation division include responding to 5011.005 Worker's Compensation 2,718 citizen complaints on a daily basis. Officers 5011.006 PERS 29,129 determine the legality of the issues in question, 5011.007 Deferred Compensation 1,671 and where necessary, pursue corrective 5011.011 EAP 66 measures to achieve compliance with the Total Personnel 228,449 applicable codes. Operations & Maintenance Performance Goals 5101.003 Office Supplies 217 • Continue proactive enforcement of the City's 5101.004 Printing 835 • Sign Ordinance and partner with the 5101.005 Postage 334 Planning division to obtain compliance 5111.001 Special Supplies 435 • Continue to strive to resolve 100 percent of 5131.003 Telephone Utility 180 all enforcement files in a manner that does not necessitate court action 5161.001 Contractual services 582,917 • Perform of investigations within one week of 5161.002 Professional Services 835 notification 5161.004 Advertising 835 • Continue animal canvassing in collaboration 5191.001 Travel & Training 1,470 with Los Angeles County 5191.004 Auto Allowance & Mileage 334 5301.Wl Principal 280,000 5301.002 Interest 21,335 Total Operations & Maintenance 889,727 0 Personnel 5001.001 Regular Employees 508,468 5001.006 Certification Pay 499 5003.001 Overtime 8,000 5011.001 Health & Welfare 87,650 5011.002 Life Insurance 1,007 5011.003 Long -Tenn Disability Ins 3,253 5011.004 Medicare 9,413 5011.005 Worker's Compensation 35,733 5011.006 PERS 86,361 5011.007 Deferred Compensation 370 5011.010 Supplemental Health 3,424 5011.011 EAP 213 Total Personnel 744,390 Dperations & Maintenance 5101.002 Membership & Dues 545 5101.003 Office Supplies 830 5101.004 Printing 1,000 5111.001 Special Supplies 600 5131.003 Telephone Utility 6,570 5161.001 Contractual Services 506,884 5161.002 Professional Services 1,000 5191.001 Travel & Training 3,200 5191.006 Employees' Uniform 3,292 5211.001 Computer Replacement 9,340 5211.003 Equipment Replacement 22,500 5211.004 Insurance Allocation 29280 Dotal Operations & Maintenance 585,041 n U L� E 4p Economic Development Program Purpose The mission of the City of Santa Clarita'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) jobs/housing balance established through quality employment opportunities for residents; 2) an economic base through increased sales tax generating retail and restaurants; 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 WorkSource program, • liaison between the City and the business community, and coordinating sponsorships, filming, and visitor attraction. Performance Goals • Attract business from our 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 • Open the Santa Clarita Business Incubator in Old Town Newhall • Continue to work with the Tourism Marketing District and the Tourism Bureau to grow Santa Clarita's reputation for a tourism destination leading to increased hotel room nights and visitor retail activity • Continue the City's award winning Film program and encourage increased local filming to increase the positive economic • impact for the community Personnel Publications & 5001.001 Regular Employees 5002.001 Part -Time Employees 5003.001 Overtime 5004.002 Vacation Payout . 5006.001 Sick Leave Payout 5011.001 Health & Welfare 5011.002 Life Insurance 5011.003 Long -Term Disability In 5011.004 Medicare 5011.005 Worker's Compensation 5011.006 PERS 5011.007 Deferred Compensation 5011.010 Supplemental Health 5011.011 EAP Total Personnel Operations & Maintenance 775,440 30,624 11,298 3,547 97 121,990 1,535 4,962 15,143 14,749 133,894 6,000 3,632 296 1,123,208 3,535 5,315 6,075 28,000 2,050 5,500 68,700 3,790 339,000 474,406 144,505 141,079 32,000 13,440 220,000 50,000 13,270 1,900 11,290 55,940 57,030 Publications & 5101.001 Subscription 5101.002 Membership & Dues 5101.003 Office Supplies 5101.004 Printing 5101.005 Postage 5111.001 Special Supplies 5121.001 Rents & Leases 5131.003 Telephone Utility 5161.001 Contractual Services 5161.002 Professional Services 5161.004 Advertising 5161.005 Promotion & Publicity 5161.008 Graphic Design Services 5161.024 Business Sponsors 5171.005 Economic m nomic Incentives Program 5171.010 Film Incentives 5191.001 Travel & Training 5191 004 Auto Allowance & Mileage 5211.001 Computer Replacement 5211.004 Insurance Allocation 5511.100 Reimbursement to the General Fund Total Operations & Maintenance 775,440 30,624 11,298 3,547 97 121,990 1,535 4,962 15,143 14,749 133,894 6,000 3,632 296 1,123,208 3,535 5,315 6,075 28,000 2,050 5,500 68,700 3,790 339,000 474,406 144,505 141,079 32,000 13,440 220,000 50,000 13,270 1,900 11,290 55,940 57,030 Planning Program Purpose The Planning division is responsible for managing all current and advance planning functions, processes and projects for the City, and working closely with the City's Planning Commission and City Council to ensure that the City's planning goals are being met. The Planning division processes all development projects according to the standards established through the Unified Development Code (UDC), prepares potential annexations, prepares environmental analyses per the California Environmental Quality Act, conducts long-range planning projects which guide future growth and decision making in the Santa Clarita Valley, and prepares and implements various planning guidelines and programs of the City. Primary Activities Ongoing division activities involve the following: preparation and review of environmental documents; monitor and comment on County development activity within the City's sphere of influence; process annexation requests through LAFCO, review development proposals; preparation of plans, reports, conditions of approval, resolutions and ordinances; make presentations before the Planning Commission and City Council; and customer service activities at the Permit Center, among others. Performance Goals • Continue to coordinate clean-up and land planning efforts of the Whittaker-Bermite site • Completion of the Soledad Corridor Plan • Complete permitting and field inspections for a number of major projects which are expected to begin or complete construction including the Keystone project, Penlon development, Vista Canyon Ranch, and Habitat for Heroes project • Continue to monitor developments outside the City that may impact the community Personnel Publications & Subscriptions 500 5001.001 Regular Employees 1,278,810 5003.001 Overtime 1,000 5004.002 Vacation Payout 15,384 5011.001 Health & Welfare 178,105 5011.002 Life Insurance 2,529 5011.003 Long -Term Disability Ins 8,187 5011.004 Medicare 23,274 5011.005 Worker's Compensation 13,576 5011.006 PERS 226,032 5011.007 Deferred Compensation 20,000 5011.010 Supplemental Health 9,541 5011.011 EAP 433 Total Personnel 1,776,871 Operations & Maintenance 5101.001 Publications & Subscriptions 500 5101.002 Membership & Dues 5,645 5101.003 Office Supplies 2,300 5101.004 Printing 2,500 5101.005 Postage 1,200 5111.001 Special Supplies 2,500 5121.001 Rents/Leases 6,300 5131.003 Telephone Utility 2,200 5161.001 Contractual Services 34,000 5161.002 Professional Services 15,000 5161.003 Annexation Services 85,534 5161.004 Advertising 11,000 5171.011 Historic Preservation Grant 25,000 5191.001 Travel & Training 9,000 5191.004 Auto Allowance & Mileage 750 5211.001 Computer Replacement 16,660 5211.003 Equipment Replacement 2,900 5211.004 Insurance Allocation 51,790 0 • E • 11 Parks, Recreation & Community Services Budget Summary Personnel Services $ 14,453,175 Operations & Maintenance 7,244,366 Capital Outlay 154.550 Administration $ 1,131,282 Recreation 7,215,720 Parks 6,963,000 Parks Planning and Open Space 911,062 Community Services 3,451,778 Arts and Events 2.179.249 Commur Service 16% Parks Planning and Open Space 4% Arts and Events Administration 10% 5% Parks • 32% Recreation 33% Administration Program Purpose The Parks, Recreation, and Community Services Administration division 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 includes selection and training of full-time supervisory and administrative employees. Additional activities includes: 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 • Support the Parks, Recreation, and Community Services Commission • Support the Arts Commission Personnel Publications & Subscription 5001.001 RegularEmployces 413,289 5004.002 Vacation Payout 6,804 5006.001 Sick Leave Payout 56,910 5011.001 Health & Welfare 52,696 5011.002 Life Insurance 820 5011.003 Long -Term Disability Ins 3,274 5011.004 Medicare 8,302 5011.005 Worker's Compensation 11,233 5011.006 PERS 71,342 5011.007 Deferred Compensation 6,250 5011.010 Supplemental Health 3,530 5011.011 EAP 126 Total Personnel 634,577 )perations & Maintenance 5101.001 Publications & Subscription 2,900 5101.002 Membership & Dues 2,700 5101.003 Office Supplies 600 5101.004 Printing 175 5101.005 Postage 100 5111.001 Special Supplies 10,700 5121.001 Rents/Leases 8,000 5131.003 Telephone Utility 1,800 5141.001 Maintenance and Repairs 5,000 5161.001 Contractual Services 383,135 5161.002 Professional Services 39,275 5191.001 Travel & Training 5,750 5191.004 Auto Allowance & Mileage 7,250 5211.001 Computer Replacement 4,850 5211.004 Insurance Allocation 24,470 Iota] Operations & Maintenance 496,705 0 • 0 0 Community Services Program Purpose The purpose of the Community Services office is to create a safe, healthy, and thriving community by leveraging resources and facilitating community participation. Community Services leads and promotes collaborative and innovative programs and services that educate, engage, enhance, and empower the community. Programs are designed to educate and encourage youth to make positive choices, strengthen the family unit, celebrate diversity, and promote community partnerships while enhancing safety and emergency preparedness in the community. Primary Activities The primary focus for Fiscal Year 2014-15 is on the continued implementation of strategic priorities and objectives identified in the Human Services strategic plan such as building bridges to various segments of the community, and working with community partners to provide programs and services that deter unwanted activity resulting in a better quality of life. In addition, the Community Services office will continue to focus on enhanced service delivery of current • programs such as graffiti abatement, emergency preparedness, family education, promotion of volunteerism, civic engagement, and community outreach to inform residents of various opportunities provided by the City and other groups and organizations. Performance Goals • Continue drug prevention efforts through the implementation of the Drug Free Youth in Town (DFYIT) program in collaboration with the Sheriffs Department and local school districts • Facilitate the implementation of recommendations from the 2012 Gang Assessment through the Neighborhood Empowerment and Safety Team sub -committees • Coordination and implementation of a formal program evaluation training for staff to help ensure programs and services provided are timely and relevant. • Continue to implement outreach and neighborhood programs that were expanded to Canyon Country • Continue collaboration with other City departments, businesses, College of the Canyons, school districts, and the Sheriffs Department to abate graffiti and facilitate the arrest of vandals • • Continue to promote and support the disaster preparedness of the community • Expansion of program offerings at the Newhall Community Center Personnel 5001.001 Regular Employees 5002.001 Part -Tina Employees 611DItl(011K4 YIR Mr,!; 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 Supplemental Health 5011.011 EAP Personnel Operations & Maintenance 5101.001 Publications & Subscription 5101.002 Membership &Dues 5101.003 OfficeSupplies 5101.004 Printing 5101.005 Postage 5111.001 Special Supplies 5111.005 Maintenance Supplies 5121.003 Equipment Rental 5131.003 Telephone Utility 5141.001 Maintenance & Repairs 5161.001 Contractual Services 5161.002 Professional Services 5161.004 Advertising 5161.005 Promotion & Publicity 5171.001 Community Services Grants 5171.007 Rewards program 5191.001 Travel & Training 5191.004 Auto Allowance & Mileage 5191.006 Employees'Uniform 5211.001 Computer Replacement 5211.003 Equipment Replacement 5211.004 Insurance AOocation Total Operations & Maintenance 1,273,390 999,720 1,778 10,853 207,383 2,520 8,150 47,314 58,726 239,410 6,000 11,844 504 2,867,592 500 2,270 3,035 5,660 150 152,917 4,000 3,000 9,900 2,350 52,200 72,330 3,600 3,000 90,000 1,000 2,500 19,524 10,500 19,400 24,300 102,050 584,186 Community Services • Arts and Events Program Purpose Personnel The Arts and Events office was formed to promote, 5001.001 Regular Employees 592,250 support, and develop arts programming and regional and community events to benefit local citizens, while 5002.001 Part -Time Employees 115,406 utilizing these programs and events to encourage 5003.001 Overtime 59,803 economic development and tourism to the Santa Clarita 5004.002 Vacation Payout 486 Valley. 5011.001 Health & Welfare 94,542 Primary Activities 5011.002 Life Insurance 1,172 Arts and Events serves as the lead arts agency for the 5011.003 Long -Tem, Disability Ins 3,791 community by convening advisory groups, providing 5011.004 Medicare 13,430 arts services, enhancing youth and arts opportunities, 5011.005 Worker's Compensation 21,067 implementing a public art program, managing art grants programs, and working in collaboration with 5011.006 PERS 107,697 other City divisions to implement the citywide vision 5011.007 Deferred Compensation 2,000 of arts, events, and entertainment in Santa Clarita. 5011.010 Supplemental Health 5,725 Many of these efforts are done in conjunction with the 5011.011 EAP 230 City's Arts Commission, which has worked with staff to complete the first phase of a community guiding Total Personnel 1,017,599 document, entitled the Arts Blueprint. Operations & Maintenance Performance Goals 5101.002 Membership &Dues 1,295 5101.003 Office Supplies 2,570 • Enhancement of Old Town Newhall events • through the integration of Jazz and motivated 5101.004 Printing 18,100 (J.A.M.) Sessions as part of the Thursdays @ 5101.005 Postage 2,000 Newhall series 5111.001 Special Supplies 213,470 • Continue to work with the Arts Commission on the identification of key arts related priorities for 5121.001 Rents/Leases 45,000 Santa Clarita 5121.003 Equipment Rental 198,685 • Work in partnership with the Economic 5131.003 Telephone Utility 3,105 Development division to increase tourism and 5161.001 Contractual Services 13,600 economic development by researching and seeking out partners for new sports and cultural tourism 5161.002 Professional Services 412,955 events that have the potential for national and 5161.005 Promotion & Publicity 10,000 international exposure 5161.008 Graphic Design Services 50,000 • Utilize the seven art exhibit locations to showcase art works from students from various Santa Clarita 5171.001 Community Services Grants 60,000 schools, as well as professional local and regional 5191.001 Travel & Training 1,000 artists 5191.004 Auto Allowance & Mileage 1,330 • Create and implement a family special event in 5211.001 Computer Replacement 7,990 Canyon Country 5211.003 Equipment Replacement 1,900 5211.004 Insurance Allocation 63,150 Total Operations & Maintenance 1,106,150 Capital Outlay 5201.003 Equipment 55,500 Total Capital Outlay 55,500 1• 0 Parks 7apital Outlay 5201.002 Equipment 60,000 5201.003 Automotive Equipment 39,050 0 Pro ram Pur Use 5001.001 RegularEmployees 2,349,245 g P 5001.006 Certification Pay 3,391 The Parks division is comprised of two sections: 5002.001 Part -Time Employees 252,249 Park Grounds and Parks Facility Maintenance. 5003.001 overtime 18,134 The division provides maintenance for parks, 5004.002 Vacation Payout 12,896 trails, open space, and facilities. The 5006.001 Sick Leave Pay out 1,302 pools, park 5011.001 Health & Welfare 507,479 division ensures parks and facilities are safe and 5011.002 Life Insurance 4,932 maintained in a manner consistent with the City's 5011.003 Long -Term Disability Ins 15,921 high level of service standard. The division 5011.004 Medicare 51,337 5011.005 Workers Compensation 212,437 coordinates with Recreation programs, special 5011.006 PERS 432,520 events, and Economic Development to ensure the 5011.007 Deferred compensation 8,000 facilities are ready for public use. 5011.008 Unemployment Tates - 5011.010 Supplemental Heahh 31,570 5011.011 FAP 1,235 Primary Activities Total Personnel 3,903 6"S The primary activities of the Parks division Operations & Maintenance include the implementation of maintenance; 5101.001 Publications & Subscription 750 preventative maintenance programs; and repairs 5101002 Membership & Dues 1,050 of park grounds, facilities, pools, trails, and open 5101.003 Office Supplies 3,250 5101.004 Printing 2,000 space areas. 5101.005 Postage 600 5111.001 Special Supplies 9,865 Performance Goals 5111.005 Maintenance/Supplies 333,840 • • Optimize water conservation measures at all 5111.007 5121.003 Small Tools Equipment Rental 1,490 6 6,000 park facilities 5131.001 Electric Utility 628,335 • Prepare for the maintenance oversight needs 5131.002 Gas Utility 170,000 5131.003 Telephone Utility 17,274 of the City's expanding open space areas 5131.006 Water Utility 567,000 • Implement energy saving techniques at City 5161.001 Contractual services 500,694 facilities 5161.002 Professional Services 30,707 5161.010 landscape Services 28,000 • Provide quality customer service for new 5161.023 landscape Maintenance/Supplies 247,287 parks resulting from annexations and 5185.005 Open Space Expense 23,500 development 5191.001 Travel & Training 13,850 5191.004 Auto Allowance & Mileage 800 • Implement the field renovation program on 5191.006 Employme Uniform 30,900 sport fields to improve quality and customer 5211.001 Computer Replacement 45,470 satisfaction 5211.003 Equipment Replacement 98,400 5211.004 InsuranceAllocation 189,460 5511.100 Reimbursement to the General Fund 1,780 Total Operations & Maintenance 2,961,302 7apital Outlay 5201.002 Equipment 60,000 5201.003 Automotive Equipment 39,050 0 Parks Planning and Open Space Program Purpose The Parks Planning and Open Space division (PPOS) provides services based around three distinct programs which are closely interrelated. PPOS is responsible for the planning and development of new parks, facilities, trails, and trail heads via the Parks Planning function, acquisition of specially -selected properties through the City's Open Space Preservation District (OSPD), and support of real property needs of all City departments and divisions. Primary Activities The Parks Planning division works with the Community on the master planning and design of recreational and community facilities and oversees the implementation of these designs by managing the construction process. Parks Planning staff is also responsible for managing the construction of upgrades and modifications to parks facilities and trails. With the implementation of the OSPD, staff has upgraded amenities for the public within the borders of recently - acquired parcels. Parks Planning is also responsible for the review of development projects to ensure they provide the appropriate level of park and trail amenities. Finally, Parks Planning staff consults on landscape architectural issues involved with many Capital Improvement Projects lead by the Public Works department. The Open Space section is tasked with the responsibility of purchasing land that meets the goals of the OSPD. Staff reviews the locations, amenities and benefits of each parcel against a detailed list of qualifications and makes every effort to partner with other agencies to maximize the public value of each acquisition. Over the past year, staff has raised public awareness of the physical benefits of the lands purchased by the OPSD and made sure they are open, accessible, and properly maintained. The introduction of www.hikesantaclarita.com has provided new avenues for public input and information dissemination. ' The newly released Hike Santa Clarita app provides maps and information about specific properties, is very popular and downloaded by thousands of users. Open Space staff negotiates the acquisition of leases, right-of-way, and property for numerous projects citywide. Performance Goals • Implement secondary secured access and trail improvements at the 550 -acre Haskell Canyon Open Space to provide opportunities for the public to enjoy outdoor activities while substantially reducing illegal dumping and vehicular trespass over and onto public land • Expand the City's trail system through developer projects, the addition of open space lands, and partnerships with outside agencies • Complete the construction and bring into service two new multi -use fields at Central Park • Continue to identify and secure grant funding • Continue to identify property that meets the goals of the OSPD and bring it into public ownership • Complete major maintenance projects and facility upgrades, such as annual play area shade construction, older park redevelopment, and planned replacement of air conditioning units • Work with the Landscape Maintenance Districts to plan and implement select upgrades to newly annexed park facilities to bring them in line with City standards 5001.001 Regular Employees 629,241 5004.002 Vacation Payout 4,285 5011.001 Health & Welfare 91,491 5011.002 Life Insurance 1,245 5011.003 Long -Tenn Disability Ins 4,026 5011.004 Medicare 11,344 5011.005 Worker's Compensation 15,950 5011.006 PERS 112,190 5011.007 Deferred Compensation 5,000 5011.010 SupplementalHeakh 1,908 5011.011 EAP 222 'otal Personnel 876,902 & Maintenance 5101.002 Membership & Dues 450 5101.003 Office Supplies 200 5101.004 Printing 100 5111.001 Special Supplies 1,200 5131.003 Telephone Utility 1,600 5191.004 Auto Allowance & Mileage 200 5211.001 Computer Replacement 8,560 5211.004 Insurance Allocation 21,850 & Maintenance 34.160 • • 0 Recreation • Program Purpose The City has made a commitment to further Funding Source: General Fund ($7,215,720) strengthen the community by providing residents with quality recreational services that encourage Account Number: 15100-15116 an active and healthy Santa Clarita. The Personnel Recreation division meets this commitment by 5001.001 Regular Employees 2,194159 offering a wide -range of exceptional recreational 5001.006 Certification Pay 252 opportunities, experiences, and events for Santa 5002.001 Part4inre Employees 1,919,453 Clarita's youth, adults, and families. Programs 5003.001 Overtime 6,000 and activities provided are proactive; responsive; and relevant to the needs, demands, and changing 5004.002 Vacation Payout 4,603 trends of our growing and diverse community; 5011.001 Health & Welfare 381,218 and inclusive of all. Recreation programs aid in 5011.002 Life Insurance 4,343 creating and maintaining a high quality of life for 5011.003 Long -Term Disability Ins 14,032 residents. 5011.004 Medicare 70,482 5011.005 Worker's Compensation 116,695 Primary Activities 5011.006 PERS 421,028 The primary program areas of the Recreation 5011.007 Deferred Compensation 6,000 division include: aquatics; contract classes such as 5011.010 Supplemental Health 16,665 tennis, health and wellness, specialty camps, art and education, and special interest; co -production 5011.011 EAP 926 of the City's quarterly SEASONS brochure; Total Personnel 5,153,857 • inclusion services; park facility, field rental and allocation; Primetime Preschool; recreation Operations & Maintenance (class/activity) registration; summer day camps; 5101.002 Membership & Dues 2,190 youth and adult sports; and full operations of the 5101.003 Office Supplies 5,000 Santa Clarita Sports Complex Skate Park, Aquatic 5101.004 Printing 165,529 Center, Activities Center, and Gymnasium and the Canyon Country Community Center. 5101.005 Postage 70,200 5111.001 Special Supplies 456,078 Performance Goals 5111.005 MaintenancetSupplies 34,820 • Evaluation of primary programs, program 5121.001 Rents/Leases 107,190 reviews, policies, procedures, updates, and 5131.003 Telephone Utility 5,000 enhancements 5161.001 Contractual Services 88,000 • Revamp the Recreation website with updated, 5161.002 Professional Services 863,256 fresh content which is beneficial and 5185.004 Todd Longshore SCORE 4,000 resourceful information for the community, 5191.001 Travel & Training 4,000 with a focus on maintaining existing and attracting new participants 5191.004 Auto Allowance & Miles 10,830 • Explore and expand community 5191.006 Employees' Uniform 23,000 partnership/sponsorship opportunities 5211.001 Computer Replacement 35,660 • Continue to enhance and promote the concept 5211.003 Equipment Replacement 8,800 of "Healthy Santa Clarita," through new 5211.004 Insurance Allocation 178,310 programs and individual Total Operations & Maintenance 2,061,863 commitment/recognitions l'otal 2014-1-5 Budget S 7215,720 • Continue successful operations, • programming, and marketing of the Canyon Country Community Center City o%Santa Clarita 0 0 Public Works Budget Summary • Personnel Services Operations & Maintenance Administration Development Services Capital Improvement Projects Traffic General Services Building and Safety Environmental Services • Building and Safety 16% 0 Environmental Services Administration 3% Development Services General Services 33% Capital provement Projects 6% Traffic 18% 13,267,544 9,551,766 631,700 804,202 2,168,565 1,482,324 4,145,187 7,776,493 3,671,951 Administration Program Purpose The Administration division ensures the mission of Public Works is implemented — The Public Works department is dedicated to working for a better Santa Clarita. Our 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 Building & Safety, Capital Improvement Projects, Development Services, Environmental Services, General Services, and Traffic and Transportation Planning. 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 of staff, and performs development functions for the department. Primary Activities Administration'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 expenses and revenue to address current economic climate • Continue evaluations of customer service involving a representative from each division of the department • Continue efforts to enhance the development process • Continue to implement the department's annual goals • Ensure the activities of the department meet the City's sustainability goals 5001.001 Regular Employees 416,495 5002.001 Part -Time Employees 55,772 5003.001 Overtime 500 5004.002 vacation Payout 3,627 5006.001 Sick Leave Payout 71,468 5011.001 Health & Welfare 58,335 5011.002 Life Insurance 824 5011.003 Long -Term Disability Ins 3,147 5011.004 Medicare 9,465 5011.005 Worker's Compensation 9,065 5011.006 PERS 71,498 5011.007 Deferred Compensation 7,000 5011.010 Supplemental Health 1,908 5011.011 EAP 228 Total Personnel 709,332 Operations & Maintenance 5101.001 Publications & Subscription 4,500 5101.002 Membership&Does 10,100 5101.003 Office Supplies 1,100 5101.004 Printing 5,150 5101.005 Postage 200 5111.001 Special Supplies 3,500 5121.001 Rents/Leases 5,000 5131.003 Telephone Utility 12,600 5191.001 Travel & Training 18,500 5191.004 Auto Allowance & Mileage 520 5211.001 Computer Replacement 5,360 5211.003 Equipment Replacement 7,800 5211.004 Insurance Allocation 20,540 Total Operations & Maintenance 94,870 0 n U • 1,947,362 1,041 27,465 7,763 5,615 306,568 3,854 12,328 36,039 33,309 339,498 10,000 21,613 745 2,753,201 3,000 4,670 1,450 5,000 150 2,400 1,500 1,000 742,840 20,360 1,000 &000 400 4,800 28,670 3,700 89,810 Building & Safety Program Purpose The Building & Safety division is committed to protecting public health, safety, and welfare in building Personnel construction through the enforcement of state and local 5001.001 Regular Employees building codes and regulations. This responsibility 5001.006 Certification Pay includes promoting a healthy environment through green building concepts and sustainable 5002.001 Part-time Employees energy -conserving construction. The division is also 5003.(gl Overtime committed to ensuring persons with disabilities have 5004.002 Vacation Payout equal access to buildings as directed by state law. 5011.001 Health & Welfare 5011.002 Life Insurance Primary Activities 5011.003 Long -Term Disability Ins Building & Safety's primary activities include: 5011.004 Medicare assisting the public with building and permit -related 5011.005 Worker's Compensation inquiries, reviewing building plans for conformance 5011.006 PERS with all applicable state and local codes, issuing 5011.007 Deferred Compensation permits for all construction on private properties within 5011.010 Supplemental Health the City, conducting inspections of construction work, 5011.011 EAP maintaining accurate historical records of all Total Personnel permit -related documents for public viewing, and • actively seeking to identify and resolve unpermitted or illegal construction to prevent potential harm to life or Operations 5101.001 & Maintenance Publications & Subscription damage to property. 5101.002 Membership & Dues 5101.003 Office Supplies Performance Goals 5101.004 Printing • Provide excellent customer service through prompt 5101.005 Postage quality plan reviews, permit issuance, and inspection 5111.001 Special Supplies services • Continue outreach efforts to help residents understand 5121.001 Rents/Leases the importance of building codes, permits, and 5131.003 Telephone Utility inspections 5161.001 Contractual Services • Continue streamlining the permit process through 5161.002 Professional Services programs such as ePlans and ePermits, allowing for 5161.004 Advertising electronic plan submittal, review, and online permit 5191.001 Travel & Training issuance reducing customer travel and printing costs 5191.004 Auto Allowance & Mileage • Educate and work with designers and builders to implement the new 2013 State building codes that 5191.006 Employees' Uniform became effective on January 1, 2014 521 1.001 Computer Replacement • Ensuring buildings are safe, accessible, energy-efficient, 5211.003 Equipment Replacement and environmentally sensitive 5211.004 Insurance Allocation • Provide prompt, thorough inspections for the increasing Total Operations & Maintenance number of photo -voltaic (PV) solar installations in the city • Respond to unpermitted or illegal construction complaints, or buildings damaged by fire or natural disaster to ensure all safety issues are resolved and all construction or repair work complies with the latest • codes 1,947,362 1,041 27,465 7,763 5,615 306,568 3,854 12,328 36,039 33,309 339,498 10,000 21,613 745 2,753,201 3,000 4,670 1,450 5,000 150 2,400 1,500 1,000 742,840 20,360 1,000 &000 400 4,800 28,670 3,700 89,810 Capital Improvement Projects Program Purpose The Capital Improvement Projects (CIP) division is responsible for the 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 McBean Parkway Bridge Widening over the Santa Clara River project • Begin construction of the Golden Valley Road Bridge Widening over State Route 14 project • Begin construction on the Newhall Avenue Median project • Begin construction of the Lost Canyon Road Bridge Widening project • Complete construction of the City Hall Seismic Retrofit project • Begin construction of the Sierra Highway/Golden Valley Pedestrian Bridge & Roadway Improvements project • Complete design of the Newhall Ranch Road Bridge Widening over San Francisquito Creek project 5001.001 Regular Employees 891,948 5001.006 Certdicate Pay 348 5003.001 Overtone 6,500 5004.002 Vacation Payout 15,366 5011.001 Health & Welfare 196,499 5011.002 life Insurance 1,733 5011.003 Long -Tenn Disability Ins 5,705 5011.004 Medicate 17,491 5011.005 Workefs Compensation 21,590 5011.006 PERS 157,546 5011.007 Deferred Compensation 12,440 5011.010 Supplemental Health 11,926 5011.011 EAP 519 'oral Personnel 1,339,609 )perations & Maintenance 5101.003 Office Supplies 1,235 5101.005 Postage 200 5111.001 Special Supplies 4,707 5131.003 Telephone Utaity 720 5161.001 Contractual Services 64,273 5191.004 Auto Allowance & Mileage 1,120 5191.006 Etrployees' Uniform 950 5211.001 Computer Replacement 20,550 5211.003 Equipment Replacement 10,000 5211.004 Insurance Allocation 34,310 5511.100 Reimbursements to the General Fund 4,650 0 is 0 Development Services • Program Purpose The Development Services division is responsible for • Provide thorough and accurate inspections enforcing City codes and standards for grading land for development projects subdivision, and construction of public infrastructure • Ensure infrastructure constructed by for new development projects. The program's focus is developers meets the City's future needs to ensure public safety during construction, and to • Process the transfer of plans and documents ensure adequate future maintenance of new City -owned for annexed areas of the City infrastructure such as streets, storm drains, sewers, and other public improvements. I unding Source: General Fund The division also regulates construction and related Xccount Number: 14300 activities conducted in the public right-of-way by utility Personnel companies and developers to ensure it is done in a safe 5001.001 Regular Employees 1,343,075 manner, while preserving the integrity of City streets 5001.006 Certification Pay 348 and other public infrastructure. 5003.001 Overtime 78,003 5004.002 Vacation Payout 9,803 Primary Activities 5011.001 Health & Welfare 193,720 Engineering staff reviews and approves construction 5011.002 Life Insurance 2,658 drawings for new streets, sewers, storm drains, and 5011.003 tong -Term Disability Ins 8,595 related engineering improvements. Maps for the 5011,004 Medicare 25,458 subdivision of land are also reviewed for conformance 5011005 Worker's Compensation 35,218 with the California Map Act. Staff at the City's Permit • Center administers permits to contractors, developers, 5011'006 PERS 738192 and local utility companies for grading and/or 5011.007 Deferred Compensation 11,760 construction and maintenance of infrastructure located 5011.010 Supplemental Health 11,449 in the public right-of-way. City inspectors conduct 5011.011 EAP 471 frequent inspections during construction and grading Total Personnel 1,958,750 operations to ensure applicable standards are followed for dust control, drainage, and other public safety Operations & Maintenance considerations. 5101.003 Office Supplies 800 5101.004 Printing 1,200 Staff works closely with other divisions, departments, 5101.005 Postage 1,095 and outside agencies, such as the Los Angeles County 5111.001 Special Supplies 3,820 Sewer Maintenance and Flood Control Districts to ensure adequate measures are put in place for future 5131.003 Telephone unsay 1,560 maintenance of newly constructed streets, storm drains, 5161.001 Contractual Services 125,000 sewers, and other City -owned infrastructure. 5191.004 Auto Allowance & Mileage 400 5191.006 Fmptoyees' Uniform 2,750 Performance Goals 5211.001 Computer Replacement 18,120 • Automate and streamline procedures to expedite 520.004 Insurance Allocation 55,070 development review services for the development Total Operations & Maintenance 209,815 and business community • Digitally convert public records, creating easily searchable and retrievable information for all public and private users • Provide timely and accurate plan reviews for • subdivisions and other development -related projects within the City Environmental Services Program Purpose The purpose of the Environmental Services division is to develop and implement sustainability and pollution prevention programs, and ensure the City meets mandated requirements of the Clean Water Act, National Pollutant Discharge Elimination System (NPDES), and Califomia Integrated Waste Management Act. Primary Activities Environmental Services enhances the sustainability of the community by reducing pollution from urban runoff, solid waste, household hazardous waste, and air sources through program implementation, education, and enforcement. Performance Goals • Increase diversion, working towards a 75 percent goal established by the state, by working with the current franchised haulers and residents • Continue to work with the City's commercial franchised hauler to site and construct a recycling facility • Maintain and enhance the Recycling Market Development Zone program • Implement the NPDES permit requirements and integrate into City processes • Continue to maintain and improve the award- winning Green Santa Clarita and Bike Santa Clarita websites and enhance public outreach with increased use of social media tools • Reduce single occupant vehicle use and air pollution through the promotion of Rideshare Week and Bike to Work Week campaigns • Continue to organize and implement successful River Rally and Bike to Work Day Challenge events • Accept waste hauler franchises for the annexed areas and begin to provide outreach and customer service to residents and businesses in new areas 5001.001 Regular Employees 1,022,906 5002.001 Part -Tine Employees 22,745 5001.006 Certification Pay 402 5003.001 Overtime 21,200 5006.001 Sick Leave Payout 5,658 5011.001 Health & Welfare 175,053 5011.002 Life Insurance 2,029 5011.003 Long -Tenn Disability ins 6,548 5011.004 Medicare 19,390 5011.005 Worker's Compensation 46,067 5011.006 PERS 184,190 5011.007 Deferred Compensation 6,100 5011.010 Supplemental Health 9,542 5011.011 EAP 425 Total Personnel 1,522,255 Operations & Maintenance 5101.001 Publications & Subscription 1,000 5101.002 Membership & Dues 5,725 5101.003 Office Supplies 700 5101.004 Printing 2,5 5101.005 Postage 1,81 5111.001 Special Supplies 38,050 5111.002 Vehicle Fuel 23,675 5111.005 Maintenance/Supplies 21,700 5121.001 Rents/Leases 50 5121.003 Equipment Rental 91000 5131.003 Telephone Utility 4,660 5141.003 Street Sweeping Services 688,648 5141.006 Stonn Drain Repair 39,800 5161.001 Contractual Services 267,535 5161.002 Professional Services 45,900 5161.004 Advertising 11,500 5161.005 Promotion & Publicity 25,725 5161.007 Hazardous Waste Collection 40,000 5161.008 Graphic Design Services 8,650 5191.001 Travel & Training 7,975 5191.003 Education Reimbursement 1,000 5191.004 Auto Allowance & Mileage 1,200 5191.005 Reg 15 Incentives Program 7,500 5191.006 Employees'Uniform 5,150 5211.001 Computer Replacement 16,370 5211.004 Insurance Allocation 70,150 5511.100 Reunbarsements to the 484,920 General Fund rotal Operations & Maintenance 1,830,833 Capital Outlay 5201.002 Equipment Total Canital Outlav General Services Funding Source: General Fund(S2,660.666); (4% Ta% Fund • Program Purpose The General Services division is responsible for the Perseauel 5001.001 RegularErnployees 2,159,667 maintenance of many of the City's assets, including 5001.006 Certification Pay 2,581 streets, vehicles, and facilities. The division seeks to 5002.001 Pan -Tire Employees 160,182 provide safe and clean streets, public rights-of-way, 5003.001 OvertV1IC 64.%4 alleys and easements, and clean and safe facilities with 5OD4002 vacation Payout 6,829 positive and inviting appearances. The division also M.001 Sick Leave Payout 2095 maintains the City's fleet of vehicles and equipment. 5011.001 HealthIn & Welfare 010,739 5011.002 Lifensurance 4,278 5011.003 Long-Tcnn Disability Ins 13,873 Primary Activities 3011.004 Medicare 43,756 Primary activities include sidewalk repair and 5011.005 Workers Compensation 171,662 replacement, pothole repair, traffic markings, lane 5011'006 PERS 376,057 Striping, and street -sign maintenance. Division staff 5011.007 Deferred Compensation 6,000 5011,010 Supplemental Health 2$347 repairs equipment, maintains vehicles, and performs a 5011.011 FAP ],ODD variety of building maintenance functions for City Hall, Total Personnel 3,451,980 Corporate Yard facility, three Metrolink Stations, Operations & Maintenance McBean Transit Center, Transit Maintenance Facility, 5101.001 Publications & Subscription 3,800 three City libraries, and the Canyon Country 5101.002 Membership & Dues 1,075 Community Center. 5101.003 Office Supplies 3,150 5111.001 Special Supplies 40,922 Performance Goals 5111.002 Vehicle Fuel 355'650 5111.004 Janitorial Supplies 21,8DD • Remove and replace 50,000 square feet of 5111.005 Maintenance/Supplies 244,005 sidewalk 5111.007 Sn all Tools 7,267 • • Maintain 150,000 existing raised pavement 5111.010 Striping Supplies S0A00 markers and install new markers as required 5111.011 Asphalt Supplies 51,300 • Conduct biweekly sidewalk inspections 5111.012 Concrete Supplies 45,650 5121.003 Equipment Rental 10,150 • Conduct weekly inspections of all City 5131.001 Electric utility 28zr5 pool vehicles 5131.002 as utility 26,000 • Conduct scheduled maintenance services for 5131.003 Telephone Utility 20,644 all City vehicles and motorized equipment 5131.005 Cellular Service 270 • Conduct quarterly inspections of all facilities 5131.006 Water Utility 12,2005141.004 • Provide building maintenance for the City's three Bridge Maintenance 8,000 5141.005 Curb & Sidewalk 19,650 library facilities and the Canyon Country 5141.008 Traffic Signs & Markings 73,650 Community Center 5161.001 Contractual Services 763,190 • Provide street maintenance service to the annexed 5161.011 Weed and Pert control 5,000 areas of the City 5185.003 Tares/IJcenses/Fees 6,625 • Respond to non -emergency requests in five days or 5191.001 Travel & Training 10,070 less 5191.003 Education Reimbursement 2,300 5191.006 Enployees' Uniform 29,440 5211.001 Computer Replacement 36,700 5211.003 Equipment Replacement 25,000 5211.004 Insurance Allocation 287,130 5511.100 Reurlbursem mats to the General Fund 1,295,800 TeW Operation & Maintenance 3,742,013 C Otal Outlay 5201.002 Equipment 125,000 5201.003 Autonotive Equipr¢nt 410,500 5201006 au8dtnglnpmvements 47,000 • Total C.nital Outlay 582,500 Traffic and • Secure and administer transportation funding • Transportation Planning • Plan for future transportation needs in the Santa Clarity Valley by actively Program Purpose participating in Southern California The Traffic and Transportation Planning Association of Governments (SCAG), San division is committed to planning, managing, Fernando Valley Council of Governments, and maintaining an effective and safe North County Transportation Coalition, transportation system that improves the quality Northern Corridor Cities, Santa Clarita of life and enhances mobility for citizens. The Valley Chamber of Commerce division is responsible for ensuring future Transportation Committee, and the transportation needs are met through the Metropolitan Transportation Authority implementation of the City's Circulation (METRO) to gain support for significant Element of the General Plan and the City's projects to benefit the Santa Clarity Valley Non -Motorized Transportation Plan. The division provides the technical guidance necessary to maintain the City's traffic , 8 ' ` Lix Fund 155,096), Prop ATrons Fund infrastructure. (S portation (S35,890) k"ounlNundxr: 14400-14409 Personnel Primary Activities 5001.001 Regular Employees 1,108,651 The division is comprised of three groups: Planning, 5001001 Overtime 9,723 Operations, and Signals. Planning forecasts future 5004 002 vacation Payout 1,233 transportation needs, identifies necessary funding, 5006.001 Sick leave Payout 1,359 reviews development proposals and traffic impact 5011001 Health & Welfare 136,628 studies, coordinates with other agencies on traffic 5011.002 Life Insurance 2,197 • planning, and implements the Non -Motorized 5011003 sab l ty Ins 7,092 Transportation Plan. Operations designs and PO P � MedicareLong-Ten 5011.004 Medicare 19,811 5011.005 Workers Compensation 27,846 implements intersection and roadway modifications, 5011.006 PERS 197,512 administers traffic safety programs, and reviews traffic 5011.007 Deferred Compensation 12,400 signs and marking placement. The Signal group 5011010 Supplemental Health 7,633 maintains traffic signal operations and associated 5011.011 FAP 332 technology and implements signal timing. Division Total Personnel 1,592,417 staff investigates and responds to traffic -related citizen Operations & Maintenance service requests and serves as technical advisors to the 5101.003 Office Supplies 1,500 City Manager and City Council on traffic -related 5101.004 Printing 500 matters. 5101.005 Postage 490 5111.001 Special Supplies 6,547 Performance Goals 5131.001 Electric Utility 259,600 5131.003 Telephone Wily 9,000 • Improve City's traffic signal system by adjusting 5141.007 Traffic Signal Maintenance 770,000 timing of 1/3 of all signals each year 5161001 Contractual Services 1,062,543 • Enhance roadway safety by tracking collision 5161.004 Advertising 500 patterns and implementing improvements 5161.014 Inspections 10,000 • Complete traffic signal and striping modifications 5191.004 Auto Allowance & Mileage 1,000 at various locations 5211.001 Computer Replacement 12,800 • Continue to implement the Non -Motorized 5211.003 Equipment Replacement 91000 Transportation Plan by securing grant funding to 5211.004 insurance Allocation 95,730 provide improved pedestrian and bicycling 5301.002 Interest 202,800 5511.100 Reimbursements to the General Fund 170,770 environments Total operations & Maintenance 2,612,770 • • Assess development projects' impact and implement adequate mitigation •Public Safety Budget Summary • Pcrsonnel Services $ 40_487 Operations & Maintenance 2 1,819,066 Police Services $ 21,851,933 Fire Protection 37,620 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, tragic enforcement, accident investigation, detective functions, Crime Prevention Unit (CPU), helicopter patrol, Juvenile Intervention Team (J -Team), special investigations, parking enforcement, community policing services, and supplemental service during special City events. Performance Goals • Maintain the City of Santa Clarita as one of the top 10 safest cities of its size (population over 150,000) in the nation • Effectively implement the Crime Prevention Unit (CPU) to ensure the Sheriffs are equally distributed throughout the City and are transmitting quick and accurate reporting • Work to continue reducing Part 1 (major) crimes • Partner with the City to combat gang related and juvenile crimes with recreational opportunities, intervention strategies, traditional enforcement, and make extensive use of the Teen Court and Community Court programs • Continue the Vital Intervention and Directional Alternatives (VIDA) program, an intensive 16 -week program designed to assist "at -risk" teens between the ages of 12 and 17 • Work to increase resident safety and awareness to prevent auto theft, car burglaries, and other crimes • Work to ensure neighborhoods and business communities are kept free from the blight of graffiti Continue partnership with the City to • combat drug use in Santa Clarita with the Juvenile Intervention Team (J -Team) and through the different City programs such as Drug Free Youth in Town (DFYIT), Heroin Kills Symposiums and informational workshops Oversee the Parking Enforcement Program to ensure our deputies and parking officers effectively respond to parking issues and complaints received from the community 5002.001 Part-T®e Employees 36,558 400 5011.004 Medicare 572 25,100 5011.005 Worker's Compensation 2,709 14,500 5011.006 PERS 648 765,750 'utal Personnel 40,487 403,534 5161.050 General law • Operations & Maintenance Business Alliance Program 90,000 5101.004 Printing 400 5111.001 Special Supplies 25,100 5131.003 Telephone Utilities 14,500 5151.002 Claims Payment 765,750 5161.001 Contractual Services 403,534 5161.050 General law 20,373,850 5161.053 Business Alliance Program 90,000 5171.008 Special Events -Sheriff 117,332 5211.004 Insurance Allocation 20,980 0 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. • Operations & Maintenance 5161.001 Contractual Services 5211.004 Insurance Allocation Total Operations & Maintenance 36,750 870 37,620 9�, U Volk Ay tiQFO 75 DECENMNF'��1 • Successor Agency Budget Summary Personnel Services Successor • & Maintenance Succesnor:kge n c,% 100'%. 200,198 2.568.702 Successor Agency various projects identified within the • Downtown Newhall Specific Plan • Oversee housing programs, services, and Program Purpose implement affordable housing projects The Successor Agency is responsible for • Oversee the Community Development Block winding down the activities of the former Grant (CDBG) program and services Redevelopment Agency as dictated by AB 1 X 26 and amended by AB 1484. With the removal of the Redevelopment tool, the Successor Agency is responsible for continuing community revitalization efforts, which include identifying Funding Source: Redei Obligation various opportunities and helping promote the clopment businesses in Old Town Newhall and continuing 'Retirement Fund (RORF) the implementation of the Downtown Newhall Account Number: 13404,1 Specific Plan. Personnel 5001.001 Regular Employees 148,678 The Successor Agency is also responsible for the 5011.001 Health & Welfare 13,170 administration of all housing programs for the City, administration of the Community 5011.002 Life Insurance 294 Development Block Grant (CDBG), residential 5011.003 Long -Term Disability Ins 951 rehabilitation programs, service grants to local 5011.004 Medicare 2,578 non -profits, mobile home rent control 5011.005 Workers Compensation 3,973 ordinances, the affordable housing portion of the Housing Element of the General Plan, the 5011 006 PERS 26,455 development of the Analysis of Impediments to 5011.007 Deferred Compensation 2,159 Fair Housing Choice, and Consolidated Plan and 5011.010 Supplemental Health 1,908 • Action Plan preparation. 5011.011 EAP 32 Total Personnel 200,198 Primary Activities Activities include winding down the activities of the former Redevelopment Agency, provide Operations & Maintenance staff support for the Oversight Board, continue 5101.003 Office Supplies 500 the implementation of the Downtown Newhall 5111.001 Special Supplies 2,000 Specific Plan, administer the CDBG program to 5161.001 Contractual Services 5,800 provide programs and services to lower income 5161.100 Legal Services 45,000 residents and to improve infrastructure in the lower income areas of the City, and provide 5301.001 Principal 635,000 housing related services and programs to the 5301.002 Interest 1.680204 community. Total Operations & Maintenance 2,368,504 Performance Goals • Perform the work required as the Successor Agency to the former Redevelopment Agency to wind down the Agency's activities and pay down the Agency's debt • Serve as staff support for the Oversight Board • Continue to revitalize the community with • the tools that are available to implement Non -Departmental Budget Summary Personnel Services $ 2,523,138 Operations & Maintenance 577,465 Reserves & Debt Service 3,673,866 Total i 1 Administration $ 3,100,603 Reserves 500,000 Debt Service 3.173.966 s Debt Service 47% E Reserves 7% Administration 46% Reserves and 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. 5011.006 PERS 47,291 5011.008 Unemployment Taxes 98,000 5011.009 Retiree Medical Health 2,377,847 'otal Personnel 2,523,138 Iperations & Maintenance 5101.002 Membership & Dues 51,595 5161.001 Contractual services 494,000 521 L004 Insurance Allocation 3,500 Reanbursements to the 5511.100 28,370 Geneml Fund otal Operations & Maintenance 577,465 5401.001 Contingency 500,000 'otal Reserves 500,000 5301.001 Principal& Interest 3,173,866 E 10 Five -Year CIP Table of Contents Page No. Capital Improvement Program Overview ............................. Summaries 2014-15 CIP Budget Summary .............................................................................................. Five -Year CIP Summary Listing by Type of Project...................................................................... 2014-15 Capital Projects Program Funding................................................................................ Five -Year CIP Summary Listing of Revenue & Expenditures by Fund .............................................. Beautification & Landscaoine 2013-14 Public Art Program, B3010...................................................................................... Golden Valley Road - New Median - Centre Pointe to Robert C. Lee Parkway, B3006 ........................... Jan Heidt Newhall Metrolink Station Improvement Public Art Piece, B2016 ........................................ Lost Canyon Road Median Refurbishment Conceptual Plan, B3013 ................................................. Newhall Avenue Beautification - SCRRA Rail Line to Sierra Highway, B2015 .................................... Sand Canyon Road/State Route 14 Beautification, B3003.............................................................. Sierra Highway Beautification Ph II and Intersection Improvments, B3014 .......................................... Soledad Canyon Road Median Refurbishment, B3011.................................................................... Valencia Boulevard Median Refurbishment Conceptual Plan, 131014 ................................................. • Via Princessa Median Refurbishment, B3012............................................................................ Circulation 2013-14 Circulation and Safety Improvement Program, C2024 ....................................................... 2013-14 Highway Safetylmprovement Program, C0043................................................................ 2013-14 Intersection Improvement Program, C1009...................................................................... 2014-15 Circulation Improvement Program, C0044..................................................................... 2014-15 Intersection Improvement Program, C0045.................................................................... Central Park/Bouquet Via Princessa/Vista Del Canon -- and Golden Valley/Robert C. Lee Improvements, C4011 ........................................................ Intelligent Transportation Systems Phase IV and Signal Synchronization Gap Closure, 10009 ................... Seco Canyon Road and Pamplico Drive Signal Modification - Design, C4012 ..................................... Whites Canyon Road/Pleasantdale Street Signal Modification, C3014......... ...................................... Facilities & Buildines CityHall Access Improvements, F1021................................................................................... CityHall Retrofit, F1017.................................................................................................... Valencia Library Parking Lot Expansion, F1020........................................................................ Maintenance 2012-13 Bridge Maintenance Program, M0093.......................................................................... 2013-14 Overlay and Slurry Seal Program, M0097...................................................................... 2013-14 Sidewalk Repair Program, M0098............................................................................... •2014-15 Bridge Preventative Maintenance Program, M0101........................................................... 2014-15 Overlay and Slurry Seal Program, M0102...................................................................... 2014-15 Sidewalk Repair Program, M0103............................................................................... 2014-15 Storm Water Flow Line Repair Program, M0104............................................................... Five -Year CIP Table of Contents 0 Page No. Maintenance - Continued 2014-15 Trail Fence Replacement Program, M0105.................................................................... Jo Anne Darcy Canyon Country Library Exterior Paint, M3019......................................................... Pool Replaster - North Oaks Park and Valencia Glen Park, M0106 ................................................... Rubberized Playground Surface Replacement, M0107.................................................................. Santa Clarks Metrolink Station Exterior Paint, M4012.................................................................. Santa Clarita Sports Complex Electrical Switchgear Replacement, M3021 ............................................ Santa Clarita Sports Complex HVAC Replacement Program, Phase III, M3022 ..................................... Santa Clarita Sports Complex Aquatics Center Pool Drain Compliance, M3020 .................................... Transit Maintenance Facility Maintenance Building Floor Recoating, M1016 ....................................... Valencia Library Roof Replacement, M1017......................................................................... Parks 2014-15 Play Area Shade Program, P3020...............................................................................I Central Park Tennis Center - Design, P4013............................................................................... OldOrchard Park Master Plan Re -Evaluation, P1006................................................................... Pacific Crest Park Improvements, P4014.................................................................................. Resource Mana¢ement & Conservation • Catch Basin Trash Excluders, R0010...................................................................................... Electric Vehicle Charging Stations and Support for DC Fast Fill, R00] 4 ............................................ Low Impact Development Parking Lot Retrofit, R0012................................................................. Santa Clara River Arundo and Tamarisk Removal Expansion Effort, R4003 ........................................ Trash Connector Pipe Screens for Rye Canyon Business Park, R1003 ................................................ UrbanForest Management/Reforestation, R0013......................................................................... Streets & Bridees Dockweiler Drive/Lyons Avenue - Environmental, S3023.............................................................. Golden Valley Road/State Route 14 Bridge Widening, 53028......................................................... I-5/Magic Mountain Parkway Interchange Phase II, 51003............................................................ John Russell - Paseo Bridge Replacement Program, S1042............................................................ Lost Canyon Road Bridge Widening, S3029............................................................................. McBean Parkway Bridge Widening Over the River, 51037............................................................ Newhall Ranch Road Bridge Widening over San Francisquito Creek, S1039 ....................................... Sand Canyon Road and Via Princessa Guardrails, S3034............................................................. Sierra Highway Bridges over the Santa Clara River, S3030............................................................ Sierra Highway/Golden Valley Road Pedestrian Bridge and Roadway Improvements, S3031 .................... Storm Drain and Culvert Upgrades - Citywide, N0002................................................................. Trails & Transit 2014-15 Access Ramp Construction Program, T0045.................................................................... BusStop Improvements, T0040............................................................................................ • Citywide Way -Finding Signage Program for Pedestrians and Cyclists, T0041 ...................................... Crosswalk Improvements, T0044........................................................................................... Golden Valley Ranch Open Space Phase 11 Access Improvements, T3017 ............................................ Five -Year CIP Table of Contents Page No. Trails & Transit - Continued HaskellCanyon Open Space Access Improvements, T4005........................................................... Newhall Avenue/Lyons Avenue and Newhall Avenue at 8th and 9th, Streets -- Pedestrian Improvements, T2008 ........................................ ..................................... I....... Railroad Avenue Class I Bicycle Trail Conceptual Plan, T2011 ...................................................... Sand Canyon Trail Phase III - Design, T3018............................................................................. SidewalkAccess Ramps, T0043.......................................................................................... SidewalkGap Closures, T0046............................................................................................ Soledad Canyon Road/Golden Valley Road Bike Path - North, T2007 ................................................ UnfundedList................................................................................................................. L� L J Capital Improvement Program Overview The 2014-15 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 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 Citys 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 goals and other significant development and/or planning efforts. Projects previously budgeted in the City's CIP. Projects that reduce ongoing operational costs. Projects that have committed outside grant funds that are specifically tied to a • particular proposal. The City of Santa Clarita finances its capital projects through a combination of revenues. The proposed resources that will be used to support the Fiscal Year 2014-15 Budget are outlined in the CIP Summaries section of this document. The proposed CIP consists of improvements and projects totaling $39,125,357 and is distributed among the following project categories: • Beautification & Landscaping $ 6,953,238 • Circulation 5,392,883 • Facilities & Buildings 314,500 • Maintenance 14,098,014 • Parks 1,149,450 • Resource Mgmt. & Conservation 1,247,725 • Streets & Bridges 6,982,786 • Trails & Transit 2,986,761 Total Program $39,125,357 Fiscal Year 2014-15 Capital Projects by Category 1BMtir fiDa& Lankaping mcnUlation Facilities & RiMags 3% IMamto nce vFmh 3% 1% � Resaua Mgmt & cmatnn a Shxu & Biidga xTmils& Tiwut U • 0 0 0 CIP SUMMARIES 2014-iS Capital Budget Summary FY 2014-15 Budget Beautification & Landscaain 2013-14 Public Art Program, B3010 $ 30,000 Golden Valley Road - New Median - Centre Pointe to Robert C. Lee Parkway, B3006 90,000 Jan Heidt Newhall Metrolink Station Improvement Public Art Piece, B2016 45,000 Lost Canyon Road Median Refurbishment Conceptual Plan, B3013 50,000 Newhall Avenue Beautification - SCRRA Rail Line to Sierra Highway, B2015 2,470,000 Sand Canyon Road/State Route 14 Beautification, B3003 10,000 Sierra Highway Beautification Ph II and Intersection Improvments, B3014 1,550,000 Soledad Canyon Road Median Refurbishment, B3011 1 2,663,238 Valencia Boulevard Median Refurbishment Conceptual Plan, B1014 20,000 Via Princessa Median Refurbishment, B3012 25,000 Whites Canyon Road/Pleasantdale Street Signal Modification, C3014 $ 6,953,238 Circulation 2013-14 Circulation and Safety improvement Program, C2024 $ 150,000 2013-14 Highway Safety Improvement Program, C0043 666,100 2013-14 Intersection Improvement Program, C1009 118,500 Circulation Improvement Program, C0044 50,000 •2014-15 2014-15 Intersection Improvement Program, C0045 50,000 Central Park/Bouquet, Via Princessa/Vista Del Canon 1,000,000 -- and Golden Valley/Robert C. Lee Improvements, C4011 10,000 Intelligent Transportation Systems Phase IV and Signal Synchronization Gap Closure, I0009 3,902,018 Seco Canyon Road and Pamplico Drive Signal Modifications - Design, C4012 236,265 Whites Canyon Road/Pleasantdale Street Signal Modification, C3014 210,000 5,392,883 Facilities & Buildings City Hall Access Improvements, F1021 $ 179,500 City Hall Retrofit, F1017 110,000 Valencia Library Parking Lot Expansion, F1020 25,000 $ 314,500 Maintenance 2012-13 Bridge Maintenance Program, M0093 $ 456,880 2013-14 Overlay and Slurry Seal Program, M0097 60,000 2013-14 Sidewalk Repair Program, M0098 137,425 2014-15 Bridge Preventative Maintenance Program, MO101 50,000 2014-15 Overlay and Slurry Seal Program, M0102 10,520,209 2014-15 Sidewalk Repair Program, M0103 1,000,000 •2014-15 Storm Water Flow Line Repair Program, M0104 2014-15 Trail Fence Replacement Program, M0105 350,000 75,000 Jo Anne Darcy Canyon Country Library Exterior Paint, M3019 80,000 Pool Replaster - North Oaks Park and Valencia Glen Park, M0106 184,000 2014-15 Capital Budget Summary $ 62,000 Central Park Tennis Center - Design, P4013 FY 2014-15 Old Orchard Park Master Plan Re -Evaluation, P1006 Budeet Maintenance - Continued 517,450 Rubberized Playground Surface Replacement, M0107 $ 120,000 Santa Clarita Metrolink Station Exterior Paint, M4012 150,000 Santa Clarita Sports Complex Electrical Switchgear Replacement, M3021 117,000 Santa Clarita Sports Complex HVAC Replacement Program, Phase III, M3022 89,500 Santa Clarita Sports Complex Aquatics Center Pool Drain Compliance, M3020 23,000 Transit Maintenance Facility Maintenance Building Floor Recoating, M 10 16 105,000 Valencia Library Roof Replacement, M 10 17 580,000 Trails & Transit $ 14,098,014 Parks 2014-15 Play Area Shade Program, P3020 $ 62,000 Central Park Tennis Center - Design, P4013 520,000 Old Orchard Park Master Plan Re -Evaluation, P1006 50,000 Pacific Crest Park Improvements, P4014 517,450 Lost Canyon Road Bridge Widening, S3029 1,149,450 Resource Management & Conservation Catch Basin Trash Excluders, R0010 $ 38,000 • Electric Vehicle Charging Stations and Support for DC Fast Fill, R0014 50,000 Low Impact Development Parking Lot Retrofit, R0012 137,500 Santa Clara River Arundo and Tamarisk Removal Expansion Effort, R4003. 572,225 Trash Connector Pipe Screens for Rye Canyon Business Park, R1003 400,000 Urban Forest Management/Reforestation, R0013 50,000 $ 1,247,725 Streets & Bridges Dockweiler Drive/Lyons Avenue - Environmental, S3023 $ 70,000 Golden Valley Road/State Route 14 Bridge Widening, 53028 400,000 I-5/Magic Mountain Parkway Interchange Phase II, S1003 1,654,400 John Russell - Paseo Bridge Replacement Program, 51042 545,000 Lost Canyon Road Bridge Widening, S3029 1,194,590 McBean Parkway Bridge Widening Over the River, 51037 50,000 Newhall Ranch Road Bridge Widening over San Francisquito Creek, S1039 689,573 Sand Canyon Road and Via Princessa Guardrails, S3034 267,800 Sierra Highway Bridges over the Santa Clara River, S3030 475,537 Sierra Highway/Golden Valley Road Pedestrian Bridge and Roadway Improvements, S3031 1,512,585 Storm Drain and Culvert Upgrades - Citywide, N0002 123,301 7-3,382 78rT Trails & Transit 2014-15 Access Ramp Construction Program, T0045 $ 250,000 Bus Stop Improvements, T0040 1,062,577 Citywide Way -Finding Signage Program for Pedestrians and Cyclists, T0041 166,604 2014-15 Capital Budget Summary FY 2014-15 Budeet Trails & Transit - Continued Crosswalk Improvements, T0044 Golden Valley Ranch Open Space Phase II Access Improvements, T3017 Haskell Canyon Open Space Access Improvements, T4005 Newhall Avenue/Lyons Avenue and Newhall Avenue at 8th and 9th, Streets -- Pedestrian Improvements, T2008 Railroad Avenue Class I Bicycle Trail Conceptual Plan, T2011 Sand Canyon Trail Phase III - Design, T3018 Sidewalk Access Ramps, T0043 Sidewalk Gap Closures, T0046 Soledad Canyon Road/Golden Valley Road Bike Path - North, T2007 $ 100,000 61,000 50,000 306,700 150,000 55,000 100,000 600,000 84,880 Total $ 2,986,761 Total 2014-15 CIP Budget: $39,125,357 • Five -Year CIP Summary Listing By Type of Project Category/ Project Account Prior FY FY FY FY FY Total Source of Funds Number Years 2014-15 2015-16 2016-17 2017-18 2018-19 Cost • 0 0 0 0 Beautification & Landscaping ;- 0 0 0 2013-14 PUBLIC ART PROGRAM 30,000 0 0 LMD Zone 2006-1 83010357 0 30,000 Total 0 30,000 GOLDEN VALLEY ROAD - NEW MEDIAN 0 0 0 CENTRE POINTE TO ROBERT C, LEE PARKWAY 45,000 LMD Zone 2008-1 63006357 2,494,113 90,000 Total 2,494,113 90,000 JAN HEIDT NEWHALL METROLINK STATION IMPROVEMENT PUBLIC ART PIECE 0 0 FTA Grant 82016700 0 45,000 Total 0 45,000 LOST CANYON ROAD MEDIAN REFURBISHMENT 0 CONCEPTUAL PLAN 0 0 0 LMD Zone 2008-1 83013357 0 50,000 Total 0 50,000 NEWHALL AVENUE BEAUTIFICATION 0 0 SCRRA RAIL LINE TO SIERRA HIGHWAY 0 0 0 Dev. Cash -in -Lieu 82015306 0 56,776 LMD Zone 2008-1 62015357 255,235 2,413,224 Total 255,235 2,470,000 SAND CANYON ROAD/STATE ROUTE 14 BEAUTIFICATION 0 0 Gas Tax 63003230 68,168 0 LMD 2008-1 63003357 1,115,706 2,521 STIP-TE 63003229 1,344,657 7,479 Total 2,528,531 10,000 SIERRA HIGHWAY BEAUTIFICATION PH 11 0 2,809,320 AND INTERSECTION IMPROVEMENTS Gas Tax 63014230 0 500,000 LMD Zone 2008-1 63014357 0 1,050,000 Total 0 1,550,000 SOLEDAD CANYON ROAD MEDIAN REFURBISHMENT LMD Zone 2008-1 63011357 146,082 2,663,238 Total 146,082 2,663,238 • 0 0 0 0 30,000 0 0 0 0 30,000 0 0 0 0 2,584,113 0 0 0 0 2,584,113 0 0 0 0 45,000 0 0 0 0 45,000 0 0 0 0 50,000 0 0 0 0 50,000 • 0 0 0 0 56,776 0 0 0 0 2,668,459 0 0 0 0 2,725,235 0 0 0 0 68,168 0 0 0 0 1,118,227 0 0 0 0 1,352,136 0 0 0 0 2,538,531 0 0 0 0 500,000 0 0 0 0 1,050,000 0 0 0 0 1,550,000 0 0 0 0 2,809,320 0 0 0 0 2,809,320 Five -Year CIP Summary Listing By Type of Project Category/ Project Account Prior FY FY FY FY FY Total Source of Funds Number Years 2014-15 2015-16 2016-17 2017-18 2018-19 Cost VALENCIA BOULEVARD MEDIAN REFURBISHMENT CONCEPTUAL PLAN LMD Zone 2008-1 81014357 0 20,000 0 0 0 0 20,000 Total 0 20,000 0 0 0 0 20,000 VIA PRINCESSA MEDIAN REFURBISHMENT - DESIGN LIVID Zone 2008-1 83012357 48,940 25,000 0 0 0 0 73,940 Total 48,940 25,000 0 0 0 0 73,940 Category Subtotal 5,472,901 6,953,238 0 0 0 0 12,426,139 Circulation - 2013-14 CIRCULATION AND SAFETY IMPROVEMENTPROGRAM Gas Tax C2024230 50,000 150,000 0 0 0 0 200,000 Total 50,000 150,000 0 0 0 0 200,000 • 2013-14 HIGHWAY SAFETY IMPROVEMENT PROGRAM HSIP Grant C0043229 0 565,200 0 0 0 0 565,200 TDA Article C0043233 0 100,900 0 0 0 0 100,900 Total 0 666,100 0 0 0 0 666,100 2013-14 INTERSECTION IMPROVEMENT PROGRAM Gas Tax 01009230 58,500 118,500 0 0 0 0 177,000 Total 58,500 118,500 0 0 0 0 177,000 2014-15 CIRCULATION IMPROVEMENT PROGRAM Gas Tax C0044230 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 2014-15 INTERSECTION IMPROVEMENT PROGRAM Gas Tax C0045230 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 Five -Year CIP Summary Listing By Type of Project Category/ Project Account Prior FY FY FY FY FY Total Source of Funds Number Years 2014-15 2015-16 2016-17 2017-18 2018-19 Cost CENTRAL PARKIBOUQUET, VIA PRINCESSAtVISTA DEL 0 0 139,995 Total 70,500 CANON AND GOLDEN VALLEY/ROBERT C. LEE IMPROVEMENTS 0 0 0 0 250,000 HSIP Grant C4011229 485,500 0 0 0 0 0 485,500 TDA Article 8 C4011233 170,000 10,000 0 0 0 0 180,000 Total 655,500 10,000 0 0 0 0 665,500 INTELLIGENT TRANSPORTATION SYSTEMS PHASE IV 0 0 0 0 825,700 General Fund AND SIGNAL SYNCHRONIZATION GAP CLOSURE 588,408 110,000 0 0 0 0 AOMD 10009232 0 438,129 0 0 0 0 438,129 Gas Tax 10009230 0 100,000 0 0 a 0 100,000 Prop. C Grant 10009265 0 3,031,868 0 0 0 0 3,031,868 Prop. C Local 10009260 0 332,021 0 0 0 0 332,021 Total 0 3,902,018 0 0 0 0 3,902,018 SECO CANYON ROAD AND PAMPLICO DRIVE SIGNAL MODIFICATION • DESIGN Gas Tax C4012230 63,735 236,265 0 0 0 0 300,000 Total 63,735 236,265 0 0 0 0 300,000 WHITES CANYON ROADIPLEASANTDALE STREET • SIGNAL MODIFICATION Gas Tax C3014230 0 210,000 0 0 0 0 210,000 Total 0 210,000 0 0 0 0 210,000 Category Subtotal 6,620,618 827,735 5,392,883 100,000 100,000 100,000 100,000 Facilities 8 Buildings CITY HALL ACCESS IMPROVEMENTS CDBG F1021203 0 110,005 0 0 0 0 110,005 General Fund F1021601 70,500 69,495 0 0 0 0 139,995 Total 70,500 179,500 0 0 0 0 250,000 CITY HALL RETROFIT Facilities Replacement F1017723 538,489 0 0 0 0 0 538,489 FEMA Grant F1017229 825,700 0 0 0 0 0 825,700 General Fund F1017601 588,408 110,000 0 0 0 0 698,408 Total 1,952,597 110,000 0 0 0 0 2,062,597 Five -Year CIP Summary Listing By Type of Project Category/ Project Account Prior FY FY FY FY FY Total Source of Funds Number Years 2014-15 2015-16 2016-17 2017-18 2018-19 Cost VALENCIA LIBRARY PARKING LOT EXPANSION 0 Facilities Replacement F1020723 463,731 25,000 0 0 0 0 488,731 General Fund F1020601 6,462 0 0 0 0 0 6,462 Library Funds F1020309 24,800 0 0 0 0 0 24,800 Total 494,993 25,000 0 0 0 0 519,993 Category Subtotal 2,518,090 314,500 0 0 0 0 2,832,590 Maintenance 2012.13 BRIDGE PREVENTATIVE MAINTENANCE PROGRAM Federal HBP Grant M0093229 44,265 393,147 0 0 0 0 437,412 TDA Article 8 M0093233 23,805 63,733 0 0 0 0 87,538 Total 68,070 456,680 0 0 0 0 524,950 2013-14 OVERLAY AND SLURRY SEAL PROGRAM • Developer Fees M0097306 600,000 0 0 0 0 0 600,000 General Fund M0097601 484,333 60,000 0 0 0 0 544,333 STPL M0097202 5,577,929 0 0 0 0 0 5,577,929 Total 6,662,262 60,000 0 0 0 0 6,722,262 2013-14 SIDEWALK REPAIR PROGRAM Gas Tax M0098230 462,575 137,425 0 0 0 0 600,000 General Fund M0098601 250,000 0 0 0 0 0 250,000 Total 712,575 137,425 0 0 0 0 850,000 2014-15 BRIDGE PREVENTATIVE MAINTENANCE PROGRAM Federal HBP Grant M0101229 0 44,265 247,837 0 0 0 292,102 Gas Tax M0101230 0 5,735 0 0 0 0 5,735 Priority Unfunded 0 0 32,110 0 0 0 32,110 Total 0 50,000 279,947 0 0 0 329,947 0 Five -Year CIP Summary Listing By Type of Project Category/ Project Account Prior FY FY FY FY FY Total Source of Funds Number Years 2014-15 2015-16 2016-17 2017-18 2018-19 Cost 2014-15 OVERLAY AND SLURRY SEAL PROGRAM Gas Tax M0102230 0 227,023 0 0 0 0 227,023 Measure R Local M0102264 0 2,724,022 0 0 0 0 2,724,022 STPL M0102202 0 736,440 0 0 0 0 736,440 TDA Art, 8 M0102133 0 6,832,724 0 0 0 0 6,832,724 Priority Unfunded 0 0 16,300,000 16,300,000 16,300,000 16,300,000 65,200,000 Total 0 10,520,209 16,300,000 16,300,000 16,300,000 16,300,000 75,720,209 2014-15 SIDEWALK REPAIR PROGRAM TDA Art.8 M0103233 0 1,000,000 0 0 0 0 1,000,000 Priority Unfunded 0 0 260,000 260,000 260,000 260,000 1,040,000 Total 0 1,000,000 260,000 260,000 260,000 260,000 2,040,000 2014-15 STORM WATER FLOW LINE REPAIR PROGRAM Storm Water Utility M0104356 0 350,000 0 0 0 0 350,000 Priority Unfunded 0 0 250,000 250,000 250,000 250,000 1,000,000 • Total 0 350,000 250,000 250,000 250,000 250,000 1,350,000 2014-15 TRAIL FENCE REPLACEMENT PROGRAM General Fund M0105601 0 13,520 0 0 0 0 13,520 TDA Article M0105238 0 61,480 0 0 0 0 61,480 Priority Unfunded 0 0 75,000 75,000 75,000 75,000 300,000 Total 0 75,000 75,000 75,000 75,000 75,000 375,000 JO ANNE DARCY CANYON COUNTRY LIBRARY EXTERIOR PAINT Developer Fees - UI M3019306 0 18,499 0 0 0 0 18,499 General Fund M3019601 0 61,501 0 0 0 0 61,501 Total 0 80,000 0 0 0 0 80,000 POOL REPLASTER - NORTH OAKS PARK AND VALENCIA GLEN PARK General Fund M0106601 0 184,000 0 0 0 0 184,000 Total 0 184,000 0 0 0 0 184,000 RUBBERIZED PLAYGROUND SURFACE REPLACEMENT 0 0 0 0 120,0000 General Fund M0107601 0 120,000 Total 0 120,000 0 0 0 0 120,000 Five -Year CIP Summary Listing By Type of Project General Fund Category/ Project Account Prior FY FY FY FY FY Total 580,000 Source of Funds Number Years 2014-15 2015-16 2016-17 2017-18 2018-19 Cost 0 520,000 SANTA CLARITA METROLINK STATION 0 0 7,442,907 14,098,014 17,254,447 16,885,000 16,885,000 16,885,000 89,450368 EXTERIOR PAINT 520,000 FTA Grant M4012700 0 150,000 0 0 0 0 150,000 Total 0 150,000 0 0 0 0 150,000 SANTA CLARITA SPORTS COMPLEX ELECTRICAL SWITCHGEAR REPLACEMENT General Fund M3021601 0 117,000 0 0 0 0 117,000 Total 0 117,000 0 0 0 0 117,000 SANTA CLARITA SPORTS COMPLEX HVAC REPLACEMENT PROGRAM, PHASE III General Fund M3022601 0 89,500 0 0 0 0 89,500 Priority Unfunded 0 0 89,500 0 0 0 89,500 Total 0 89,500 89,500 0 0 0 179,000 SANTA CLARITA SPORTS COMPLEX AQUATICS CENTER POOL DRAIN COMPLIANCE General Fund M3020601 0 23,000 0 0 0 0 23,000 • 0 0 0 0 23,000 Total 0 23,000 TRANSIT MAINTENANCE FACILITY MAINTENANCE BUILDING FLOOR RECOATING FTA Grant M1016700 0 105,000 0 0 0 0 105,000 Total 0 105,000 0 0 0 0 105,000 VALENCIA LIBRARY ROOF REPLACEMENT General Fund M1017601 0 580,000 0 0 0 0 580,000 Total 0 580,000 0 0 0 0 580,000 Category Subtotal 65,000 65,000 322,000 0 520,000 0 0 0 7,442,907 14,098,014 17,254,447 16,885,000 16,885,000 16,885,000 89,450368 larks 2014-15 PLAY AREA SHADE PROGRAM General Fund P3020601 Priority Unfunded Total CENTRAL PARK TENNIS CENTER - DESIGN • General Fund P4013601 Total 0 62,000 0 0 0 0 62,000 0 0 65,000 65,000 65,000 65,000 260,000 0 62,000 65,000 65,000 65,000 65,000 322,000 0 520,000 0 0 0 0 520,000 0 520,000 0 0 0 0 520,000 Five -Year CIP Summary Listing By Type of Project Category/ Project Account Prior FY FY FY FY FY Total Source of Funds Number Years 2014-15 2015-16 2016-17 2017-18 2018-19 Cost OLD ORCHARD PARK MASTER PLAN RE-EVALUATION LIVID T-2 Old Orchard P1006357 0 50,000 0 0 0 0 50,000 Total 0 50,000 0 0 0 0 50,000 PACIFIC CREST PARK IMPROVEMENTS General Fund P4014601 0 517,450 0 0 0 0 517,450 Total 0 517,450 0 0 0 0 517,450 Category Subtotal 1,409,450 0 1,149,450 65,000 65,000 65,000 65,000 Resource Management & Conservation CATCH BASIN TRASH EXCLUDERS Storm Water Utlity R0010356 0 38,000 0 0 0 0 38,000 Total 0 38,000 0 0 0 0 38,000 ELECTRIC VEHICLE CHARGING STATIONS AND SUPPORT FOR DC FAST FILL • General Fund R0014601 0 50,000 0 0 0 0 50,000 Total 0 50,000 0 0 0 0 50,000 LOW IMPACT DEVELOPMENT PARKING LOT RETROFIT General Fund R0012601 0 40,000 0 0 0 0 40,000 SEP Grant R0012259 0 97,500 0 0 0 0 97,500 Total 0 137,500 0 0 0 0 137,500 SANTA CLARA RIVER ARUNDO AND TAMARISK REMOVAL EXPANSION EFFORT Prop. 84 IRWMP Grant R4003259 0 422,225 0 0 0 0 422,225 Stormwater Utility R4003356 0 150,000 0 0 0 0 150,000 Total 0 572,225 0 0 0 0 572,225 TRASH CONNECTOR PIPE SCREENS FOR RYE CANYON BUSINESS PARK Storm Water Utility R1003356 0 400,000 0 0 0 0 400,000 Total 0 400,000 0 0 0 0 400,000 0 Five -Year CIP Summary Listing *By Type of Project Category/ Project Account Prior FY FY FY FY FY Total Source of Funds Number Years 2014-15 2015-16 2016-17 2017-18 2018-19 Cost URBAN FOREST MANAGEMENT/REFORESTATION Gas Tax R0013230 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 Category Subtotal 0 1,247,725 50,000 50,000 50,000 50,000 1,447,725 Streets &Bridges DOCKWEILER DRIVE/LYONS AVENUE - ENVIRONMENTAL Via Princessa B&T S3023302 1,267,196 70,000 0 0 0 0 1,337,196 Priority Unfunded 0 0 0 0 0 38,993,393 68,993,393 Total 1,267,196 70,000 0 0 0 68,993,393 70,330,589 GOLDEN VALLEY ROAD/STATE ROUTE 14 BRIDGE WIDENING East Side S3028301 4,858,801 0 0 0 0 0 4,858,801 •B&T LMD 2008-1 S3028357 34,303 115,697 0 0 0 0 150,000 Prop. C Grant 53028265 4,154,536 284,303 0 0 0 0 4,438,839 Total 9,047,640 400,000 0 0 0 0 9,447,640 1-5/MAGIC MOUNTAIN PARKWAY INTERCHANGE PHASE II B&T Valencia S1003303 30,851,159 1,367,421 0 0 0 0 32,218,580 LMD S1003357 57,443 0 0 0 0 0 57,443 Prop. C Grant 51003265 14,868,168 286,979 0 0 0 0 15,155,147 Total 45,776,770 1,654,400 0 0 0 0 47,431,170 JOHN RUSSEL - PASEO BRIDGE REPLACEMENT PROGRAM LMD Zone T-7 51042357 0 545,000 0 0 0 0 545,000 Total 0 545,000 0 0 0 0 545,000 LOST CANYON ROAD BRIDGE WIDENING Federal HBP Grant 53029229 297,357 1,041,330 0 0 0 0 1,338,687 Gas Tax S3029230 15,217 23,956 0 0 0 0 39,173 TDA Article 53029238 4,222 0 0 0 0 0 4,222 • TDA Article 8 53029233 10,000 129,304 0 0 0 0 139,304 Total 326,796 1,194,590 0 0 0 0 1,521,386 Five -Year CIP Summary Listing By Type of Project Category/ Project Account Source of Funds Number Prior Years FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY Total 2018-19 Cost MCBEAN PARKWAY BRIDGE WIDENING OVER THE RIVER B&T- Valencia 51037303 4,593,242 50,000 0 0 0 0 4,643,242 General Fund 51037601 78,500 0 0 0 0 0 78,500 LMD Zone 2008-1 S1037357 424,063 0 0 0 0 0 424,063 Prop. C Grant 51037265 3,984,003 0 0 0 0 0 3,984,003 TDA Article 3 S1037238 85,647 0 0 0 0 0 85,647 TDA Article 1,431,363 0 0 0 0 0 1,431,363 Total 10,596,818 50,000 0 0 0 0 10,646,818 NEWHALL RANCH ROAD BRIDGE WIDENING OVER SAN FRANCISQUITO CREEK Gas Tax 51039230 156,287 86,304 0 0 0 0 242,591 HBP Grant 51039229 1,286,885 603,269 0 0 0 0 1,890,154 TDA Article 51039233 2,256 0 0 0 0 0 2,256 Total 1,445,428 689,573 0 0 0 0 2,135,001 SAND CANYON ROAD AND VIA PRINCESSA GUARDRAILS • HSIP 53034229 0 208,600 0 0 0 0 208,600 TDA Article 8 S3034233 0 59,200 0 0 0 0 59,200 Total 0 267,800 0 0 0 0 267,600 SIERRA HIGHWAY BRIDGES OVER THE SANTA CLARA RIVER B&T Eastside 53030301 126,000 24,000 0 0 0 0 150,000 Federal HBP Grant 53030229 0 196,537 0 0 0 0 196,537 Gas Tax S3030230 17,940 55,000 0 0 0 0 72,940 TDA Article 8 53030233 0 200,000 0 0 0 0 200,000 Priority Unfunded 0 0 5,852,099 0 0 0 5,852,099 Total 143,940 475,537 5,852,099 0 0 0 6,471,576 SIERRA HIGHWAY/GOLDEN VALLEY ROAD PEDESTRIAN BRIDGE AND ROADWAY IMPROVEMENTS Dev. Cash in Lieu S3031306 314,512 1,512,585 0 0 0 0 1,827,097 Total 314,512 1,512,585 0 0 0 0 1,827,097 is Five -Year CIP Summary Listing By Type of Project Category/ Project Account Prior FY FY FY FY FY Total Source of Funds Number Years 2014-15 2015-16 2016-17 2017-18 2018-19 Cost STORM DRAIN AND CULVERT UPGRADES - CITYWIDE FEMA Grant N0002229 29,194 63,301 407,505 0 0 0 500,000 General Fund N0002601 23,378 0 0 0 0 0 23,378 Storm Water Utility N0002356 40,000 60,000 0 0 0 0 100,000 Priority Unfunded 0 0 100,000 0 0 0 100,000 Total 92,572 123,301 507,505 0 0 0 723,378 Category Subtotal FTA Grant T0040700 133,083 850,830 0 0 0 1 69,011,672 6,982,786 6,359,604 0 0 58,993,393 151,347,455 Trails& Transit 2014-15 ACCESS RAMP CONSTRUCTION PROGRAM TDA Article 8 T0045233 0 250,000 0 0 0 0 250,000 Priority Unfunded 0 0 250,000 250,000 250,000 250,000 1,000,000 Total 0 250,000 250,000 250,000 250,000 250,000 1,250,000 • BUS STOP IMPROVEMENTS FTA Grant T0040700 133,083 850,830 0 0 0 0 983,913 Prop. A Local T0040261 33,258 5,753 0 0 0 0 39,011 TDA Article 8 T0040233 0 205,994 0 0 0 0 205,994 Total 166,341 1,062,577 0 0 0 0 1,228,918 CITYWIDE WAY -FINDING SIGNAGE PROGRAM FOR PEDESTRIANS AND CYCLISTS Federal Grant (CMAQ) T0041229 84,000 133,283 0 0 0 0 217,283 Gas Tax T0041230 21,000 29,204 0 0 0 0 50,204 TDA Article T0041238 0 4,117 0 0 0 0 4,117 Total 105,000 166,604 0 0 0 0 271,604 CROSSWALK IMPROVEMENTS CDBG T0044203 0 100,000 0 0 0 0 100,000 Total 0 100,000 0 0 0 0 100,000 GOLDEN VALLEY RANCH OPEN SPACE PH II ACCESSIMPROVEMENTS GVOSMD T3017350 0 61,000 0 0 0 0 61,000 • Total 0 61,000 0 0 0 0 61,000 Five -Year CIP Summary Listing By Type of Project Category/ Project Account Prior FY FY FY FY FY Total Total Source of Funds Number Years 2014-15 2015-16 2016-17 2017-18 2018-19 Cost HASKELL CANYON OPEN SPACE ACCESS IMPROVEMENTS TDA Article 8 T0046233 0 600,000 OSPD T4005358 0 50,000 0 0 0 0 50,000 600,000 Total 0 50,000 0 0 0 0 50,000 0 NEWHALL AVENUE AT LYONS AND AT 8TH AND 9TH STREETS 0 1,200,000 SOLEDAD CANYON ROADIGOLDEN VALLEY ROAD PEDESTRIAN IMPROVEMENTS BIKE PATH - NORTH Gas Tax T2008230 2,500 7,592 0 0 0 0 10,092 0 HSIP Grant T2008229 48,688 276,212 0 0 0 0 324,900 91,162 TDA Article 3 T2008238 2,500 10,041 0 0 0 0 12,541 332,923 TDA Article 8 T2008233 1,612 12,855 0 0 0 0 14,467 Total 55,300 306,700 0 0 0 0 362,000 85,606,228 39,125,357 RAILROAD AVENUE CLASS 1 BICYCLE TRAIL 17,350,000 17,350,000 86,343,393 270,454,02 CONCEPTUAL PLAN TDA Article T2011238 0 150,000 0 0 0 0 150,000 Total 0 150,000 0 0 0 0 150,000 SAND CANYON TRAIL PHASE III - DESIGN • TDA Article T3018238 0 55,000 0 0 0 0 55,000 Total 0 55,000 0 0 0 0 55,000 SIDEWALK ACCESS RAMPS CDBG T0043203 0 100,000 0 0 0 0 100,000 Total 0 100,000 0 0 0 0 100,000 SIDEWALK GAP CLOSURES TDA Article 8 T0046233 0 600,000 0 0 0 0 600,000 Priority Unfunded 0 0 600,000 0 0 0 600,000 Total 0 600,000 600,000 0 0 0 1,200,000 SOLEDAD CANYON ROADIGOLDEN VALLEY ROAD BIKE PATH - NORTH B&T- Bouquet T2007300 6,282 84,880 0 0 0 0 91,162 Total 6,282 84,880 0 0 0 0 91,162 Category Subtotal 332,923 2,986,761 850,000 250,000 250,000 250,000 4,919,684 CIP GRAND TOTAL 85,606,228 39,125,357 24,679,051 17,350,000 17,350,000 86,343,393 270,454,02 FY 2014-15 Capital Projects Proaram Funding 10,000,000 9,000,000 8,000,000 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 0 0 2014-15 Capital Improvement % OF BUDGET 1.12% 0.22% 0.06% 3.62% 0.18% 0.79% 0.05% 4.01% 0.16% E 5.21 0.16 16.51 1.52 1.3 0.1 FUND NUMBER FUNDING SOURCE AMOUNT 232 AQMD. $438,129 300 B&T - Bouquet 84,880 301 B&T - East Side 24,000 303 B&T Valencia 1,417,421 302 B&T Via Princessa 70,000 203 CDBG 310,005 306 Developer Fees 18,499 306 Developer Cash -in Lieu 1,569,361 229 FEMA Grant 63,301 723 Facilities Replacement 25,000 229 Federal HBP Grant 2,278,548 229 Federal HSIP Grants 1,050,012 229 Federal Misc. Grant 133,283 700 FTA Transit 1,150,830 230 Gas Tax 2,037,004 601 General Fund 2,617,466 350 GVOSD 61,000 357 LMD Zone 2008-1 6,459,680 357 LMD All Zones 595,000 264 Measure R Local 2,724,022 259 Misc. Grants 519,725 • 358 OSPD 50,000 261 Prop. A Local Return 5,753 265 Prop. C Grant 3,603,150 260 Prop.0 Local 332,021 229 STIP - TE 7,479 202 STP -L 736,440 356 Storm Water Utility 998,000 238 TDA Article 3 280,638 233 TDA Article 8 9,464,710 10,000,000 9,000,000 8,000,000 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 0 0 2014-15 Capital Improvement % OF BUDGET 1.12% 0.22% 0.06% 3.62% 0.18% 0.79% 0.05% 4.01% 0.16% E 5.21 0.16 16.51 1.52 1.3 0.1 Five -Year CIP Summary Listing of Revenue and Expenditures by Fund Mor Ymrs FY 303415 FY 301516 FY2016-17 FY 201]-38 FY 301819 Revenues F�nE tures ToWRev, BY FUM Tofel Exp. Furtl po y RaYYlum Ex Mi.— 0.mmum ndiNres Revenue[ Ep d :re., Revenues Lx O es 2evenuez ExpenJi[um O-TrMei 333 938.139 .. 438.135 Nfe31ga1tTnraFata11T 5Y1ters GhN LN 5 lSYMRMb ___ 438139 __438129 -_ _.___ -. __—ate—tom 438125L43, __ Tad Revr:ua/F.,W va :l __ _3_38129 ." 911GT •iTOiF4kE-w 3W 6,282 Be vA0 SdMa0 f1T911 Roa]/OCY VaIIH ROM BM pa61 - NON _ __-_Bi 980_ _ __ _ _ __ -_. - 931fi3 911E2 91163 __. TaWRm�Rw/E1mMtlIMaR 6282 _ _f][ 3_83 _4880} _84� 5.0.'6.801 BiTpYhiR-FM SMo 301 4,984,801 1 A58,d01 Gogyl VdAGy ROM/S" ROA! 14 &Nqe WMi" 68.001 150 oW Skm1g Wd& .ft nhv 125..1[7]__ _ zaOW 500880 Tobl R4vwrm/EvpsMlMm: A98C 801 a9W e0x ____2 0001_ __210. � ___. 16,861,822 B iT 0Yb13-VdWL 3W 35,IN,<Ol 1 ] ]4418232 1-5/Mqk MonbN VbkwaY lMeTllxMe pllY6II 30;RS1,Ls 1,35] h2l —._._ J Ta lRaw:uY/DyMMlbrm: 3B O, 35433401_ 1? 2 .31]4213(,541 -�— BiTO—kt-Vla YrM1xeaa M2 1,361,196 J Wp:wNW UNe/Ly 6AVCM.<F)MAYnTbI __ 1 -! 0 0 Five -Year CIP Summary Listing of Revenue and Expenditures by Fund PIS9FYNNk FY 2014-15 M2015-16 FT 2016-17 FT M1J-18 FT1018-0 Ta Rn. Ta E'. un6 pm perenuaF PUra�ua Es ntllwrm Rerrmv ReFmwF IWrea Raawxua EuxaF Rumw Bud FUM f � x'� FMraI MBN Gn�R Fwm 339 539.188. 1,050,012 ISH 2O3 201314 HV 652M Cmpal PaW� TM, W NN¢sM'15ta Ctl Urcn aM ' Cntlm VdMIRLLe+L C.IC Npwmmk MexNll Ave. N Lyaq 8N aM9N Sbee6 Paks0ial N'¢ortmm4 276,212 SsgC Y3^RaaO aMW Mressa GuaNxrk 1 2. TaW RUwnuaa/ExgrMlMp: 5 lY 050013 05.OU 0033 ieCUN MYVLNwNN 6nnL Flvpe 319 H.KO 133,283 217,283=' a"M My RII*VswiF Prt .133283 FLPrt Te Revuuw/8f�e�YN1P: 81000{' 032. 133381 U7,M,.'.Y�:'Jk`312 FGOFM 700 IMW3 1,150830 1,10,913 ky y1y [mpamlmk 850,830 ]N�wM MMNF Me0Yik5W011Npommk-RDflC.Yt 95,0.0 sam aaxa neookw Fm.ro<Pa9a 1s0000 TrrvR MaMbuge Faelly MihMun2 81[0. Pw RNav l05 0]0 01000. TeWRmma/[xprMlWm: 33100 150830 1150830 911 Qr Tv 130 915923 2037,IX 2,93;936 201314 CYWYn atl SY4y OOPOMeOeN Pr gram is0,GC0 2013-14LXe8a1tl1Ia1pOYTIY11RgFin-arl9n 538,5[0 '{/�p9 M113-145tle0LReplk ROVNn 137,475 l gePrtveulke MYM ROgrml s5,n5M4155tms MI6o0tM NpOVO1sR ln V. V. `-0,077 N1425LNRNb11R9raanpx Fm VNO 50,0,4 Myo S®IW. 227,023 WarYMWQSW C9FUk4e V/aF.mp 29,204 5y .M IMelAgslhalSpaMlm Sys1M[ RI Nitl RVd SyllRrmbat4 103,0.1' 1r51UrtpnR tl&kbn WMUlhq 23,956 HewAaB Aue. N L}ws, Btll xA 9N $bfals-PeMtrin Vlp. 7.592 xeaMn RaY11 Row 9rkge Wealxq- ylFraRegUltOCmek-OelVl 96,30a ; HV Earym RwySMe Rarte 11 NJMotlwl f San OOYU00.owIPamWIm pMS401MaR8ratlm.oes90 236,365 _ Slee XA3M:ry BmMlnGn PH 0 sM NlaucticO lnprmanmC SCI,LW I' Sbn Nlghary &kqa va 1M1e Yn1a Clara 0.Nv 55,0.V U'ON�FuaL wrw/NreIURNaesbtkn ,�,.,,...v1 50.0.0 Klile[Car/.MIWW/GIG[anwak SGe¢SY)NI McdIMdEM .tri � ]low 0' Tabl RUvenua/FapentllWrv: 9LS 933,'0 01W4 2,07,OW 0 36 OawYFUM 601 1,SOLMI 3,617,466 4,119,p) 20 etl S4ry S lPc 1344 20l}341 kRgak Ro 0 2014-15 RNge RcwrtalL+e wnmmou Pmgrain 201415 P Pfa Shore PmDvO 62,000 201415 Tnll Force Rgnk ROVam 13,520 uno-N Pak Taw taxa-arg0 -. s,o:m qy wxATG6 NpPCMb z „ f,495 Ory wv RebUl[ llo,0[0 Elehk Vtlikk Clvgkg Sural aw Sypxt kr CC Fxl Pll c ' 50,C b )we PxY UMa�Comtrylbay-Fx1aM PaM - 61,501 WVlnfact CerticpnNR PaX4g La[ReLCRi ':'W,OA Pahwry Bi%¢WW we tlr RFc Pt aHk fivY Pak I�k i`: 517,450 ".:1&.030 Poal Rcglata' Natl� OaAz Pakaw VakrcN GNn Pak Ru]Oa'Ixal PlayyMM $ufa2 ReCka ,e.: 120,0',4 Sm0C0rld 5prb CmgY-EkNFaI 5. SrrWOges Re01amm8 i�.it7,GP3 ' Sorb CbMa 5gr6 CmgV 'HVAC RcyRrnmt ,. 89,sW Ynp CIVN SOats Ua0k0 APNIks CaRa-PmI CtaF UnNlarce ': 33,NJ Five -Year CIP Summary Listing of Revenue and Expenditures by Fund PriurTmn FV 3019 -is FY 1016-36 FY mis-1> FY Ol -19 tr tG38 :9 r R Tutel E a. •RR• Pto • Rw'muY F base RevMW uEitutef_ R EipenEiWB Revenue Revenues penJitute+ Reren�es Y Eitu�es �E_ 4._ _ _yrun Val 0 Mai:R Obhkt 350 6d6!n vaee9 Rahn oPm space Pn o ams nry:orenMaRs ci o06 _ _ @'� _ - _ t ooh 41060 61WJ Tool Rarunuu/EapMlGlhsw• 63 000 61 000 ___ 3 V MYnbtun¢ O'sbkt Zana 10041 4,515M2 6,95968! 10,970,12 101}14 tMRu9f 31:1 y 300W. (dhn VMl, RpaO xew MNRb3 - f ftl mRMVIC w Pnkv/ry 2aH,::3 9C,W0 z:ea;lt3 Cpkm Val" aoWlSbR e14 W iP, 34,103 ::5.69]1 : 150,096 Los[CaMPPRw]MMMn PtlMONmmt-C.a[g6lal Plan 503431 7; a24.LK3 wl& Pa:M., bM9e wln"wv the NM1v 4[4, 3 25.235 ]All,224 2,658,959 NCMV II PvplR &15. I1en , $CRRP NdP I1M b 5hn MYANway -. "h� 1,:;8,22] yPq m RaMl Rote 14 &nutifvatAvl 1;115)M :5211 Skm Xynway&zutRwton PX➢artl lnletsedM Onpo-mm6 ,650,0GC :023,,103 5uhy4 Ea10<n ROS M� n ReiN511nYnt I96= 2669,238 2 803 9Q ValmcN Bokvmd MMlan ReNrUsnment-CunxpCW Plan 26,300 _ 20," 0 0� WPiM MNYn ReIUNWmmI-D[SITI 90910 25.6W 1] 9]0 Tabl Ravw:u esl 491 4518 M3 x59686 659680 109]8131. 309]81 V MaFtrnen¢OUWR- 357 sJ,MJ 595 M9 Nttattale 5/Magk Mounbm PaMwry lnlWu:ge it tleLL ST,993. 4 so... pyl gpyN Px Ma PNn ReEvaluatirn-Zme T-1 SC 6W 50, ]tln 0.u4M- Palm Did" RePlacmb'B Pb M-Zme T-] 5490W S45 Toy pnywuts/E1my1S SI M3 s]M3 595066 65 M3 65 T - u:Na 309 3a,81b 24,804 , VaWCN IWtM PaM:9 Toll IM tabu �__4. .. 295 Toy Pwvwee/E:mM4�naaa: 19.800 34800 F 11800 24800 M_,_7T 2"l 2,724,322 i' 1224,332 2 RS.Oz2 a OP� E03ass da W+vl Shnro, S[ P:gtm 72402z 72y02 Tobaavel:un/BmaltlNs: YTp {�t PS Mlaalla:Mau Wanb 139 519,725 ,�r✓������Y�'�C ItI SI9 iE � Inw NpMl DeMnnm[Pah091M RenP6[ 9T.500��22�25 yryu mra pNo- Maga CMTmaTk Remvl FRwabn FAat -- -'- ----519Its _ _1i4125 Tay Ravanutl/Fv� 519 T]5 539 ]25 ____ , OOanBW/a UM daL-SnM PeWaOa (3H1 500601 SO.WO SJWO — XarvmramnWmsPa¢ P�l,6Jlry�oamblb sa olio- 56 a�oo Tay W9�xw/SapMI08u:� 50000 SOOW _ 4 ,A7aGl261 33,2`8 390E ab slm 1218 _3_ 3--- toypawww•/!]mMlmhaaa: 33258 33258. �>5� .5]53 fcffiA 390]1_ 34111 .307x2 266 0 GPWIVaAC R¢6/A1-199i19e NM1imMg °154,535 284,3031 - 9435 3 OxasoR SMagk Mwlw: PMkwB/IMCOwv}: Plvxa 1 eca.:ES 28,979 2M 16,1 haiB�Mlm 51l PnN 50:x1 SY:khmlbticn ],031,969 MaBpr vaM1way yMpG Vtymyg vcyle RNC 3984 W] Ise4. u: Tay Rm�:lw/EW�Naa6: Z300820I )300-6 _SO] 3.603350 3801150 -� __ _ 2660985) 26 NYJ e5i . C lool 260 33� 622 S} 332,621 3l iz 6zl �2 P. IMdpeXTJya/bbin 5ygmalT Nap Sgrul SyMxmbaUM 33 021_ 33 Fy021 Tay 0.aaCMaR/EBp�WNI:aR:�— �32621� 33 011 SEV-TE ZL 1,3M,65>.. 2352:36' yM Cbrym RwtlISdR Ruh 19 [m�RMaS¢ _ I ___ - ' e. _ 343 L'f 353,331 _ _ 1351136 TOW Ravra:m/FgMMMv:�— .394 I ]41 -- • 0 0 • 0 0 Five -Year CIP Summary Listing of Revenue and Expenditures by Fund Prior Tun FY 2014-15 FY 3015-16 FY 203fi-1J FY 301]-18 FY 3018-19 TOGI Rw. TeGI Fnp, FUM Pm Rurenun Ei 3Wrva Rww�uas E EINru Reruuu E.here Revenue E idra Reruuaa mtlitlnu Revenue E 61Ma R Funtl fuM VKi.Ma 1=1 5,5",929 736,N0. fi319,369 2013and14 QzrWy aSL Sul "nam 5,5]],9,39, 5,5]],929 20 +15 and SL Sul Ragmen 736640 ]36640 Tadl Ravaluu/fziautliNra: 55]>939 S ]]'9" 736360 736360 6314369 6 19 69 SEorm Weler Uti4 356 40,LC0 SWIM 1,018M Santa CNa Riva NUMa aM Tan x Removal Evy a n ER LSO,MO 150,000 GM Baso TruM1 Excludes 38,036 38,000 201319 Sbrm Wa Fkw Une Rgratr Pn oar, :'. 3SO,M0 350,000 Skmm Lnn and GN<N u,,a -cftE 40.00] 60,M0 136,000 TrxM1 Ccnre[tw Pipe Soeens W R Gmron Ousim Park 4WM 9N000 T..I Ruenuu/Es'pendi ra: 40000 ' 90036 998000 998000 1036 pW 1038000 OAArfid.3 338 92,369. 280,638 3]3,00] 0 M1 -n Ifi Fm¢ Rep'acvnen[ irtgrun 61,480 61,480 O"ida WaY-FlMing 50n "Q,a,n ...4,117 .4}V Lal Canon Rud &dga W�SN 41]23. N<#s PoekwaY OrMpe WEnFg wxr the Rlw 85,697 85,647 Ne hall Ave. M Lyras, BN and 9T Sbee6 PMnban Imps 2500 '. 10.011 - 12,591 RaltroV Fvemrt CHe518kyck TW-Gn¢glual Pann d50,OM - 150,OM Sand Carryon Tall PO M- Ps n 550M SSOM TOYI Revenue/EzpmdlWra: 9 369 9 369 380638 380638 M,001 3]3000 TDA ArtldeB (U31 1,619,036 9,464,>IO 11,103,746 201+15 n<rszs Pmp Cn,d W R nn <I 250,Mo BOM 2012-130rE Preventative Ma'mlmarce am 37,8(6. 63,777 87,538 TW Artltlee 333 - - 136,936 Don " 20 1}19 HgM1wa npovemnl Rrgam .,3Zn4Voqw and S 201+15 andS"SVl Prtpam 6,83;R4 6.032,724M Sdewak 2014-15 Sklewak Rep F Rtyran S. W 1'360'363 Bus Improuenw�6 X3,994 Vs, 205.999 ,m P W YA'kd CN Gent and Central Pak73a 0. Laal coYknn l Leeingaraiwl6 1IO,M0 M,000 169,360 nod Br" Loaf Gnyon Road 0M2e W 30,360 129jw 139,304 -*V Pakway Br4ge Wtln,eg wv Me RP 1,431,363 L414,467 "r dl Nev.1a11 Ave. al Lyw6, 836 and 964 54etts - Pdcban lmp. .:0,612 13,855 14,96] HCxtiaII Ranch Rp WdW Wk N 0 over San Fnrcl W Geek- C n 2,256. 2,n6 Sand Canym Rad and VW Prin L andalk 59,2M 59,2M SNe kGa,C Ure .:6M.M0 636,360 S. n,l &Mga Quer M Sand Cara RFer NO'S M 200M0 Teta)Ruuua/E�dRula: 1 1.639.036 .1639036 9464710 9.4".7wi 11.103.745 1 103]96 OnNMetl UA 2034-15 Koss RannP nb nd n Pmymn -. 250,360 250,000 250,CC0 35o,MJ I'm" 30 m 32,110 .32,110 aa11Bm 50.1.. wt Pad s O,M 501" 50,M 501M 00M 2010-15 lmIn yd P'N. 5"= SO,MO So,= 50,[36 .236,360 2014150vMayand S" Sa l P"am 16,300,000 16,300,M0 16,3M,M0 16,336,360 65.200" 201+15 Pky Ana Shale Ryam 65,360 65.360 65,036 65," MM 301c155aewak RgvY pcgran 2M.M0. 236.360 2M,M0 236.363 LNOM0 z03+15 slam water Nw Uu 94,av R09ram 250,000 250,MO 250,360 730,036 1,MQMo 201x15 Trail Po RepLx Prgam n,MO n,M ]S.Mo n'M3 8361.360 C flare Lywn A --F konmudl 36.993,3S3 68,993,393 Said 0a,ta Sp Cnnrl -HVAC Reyla t 09536 09,SM Sg ak Gap CNsure M3,M0 6M,M0 Siva HO., Sdwdas we an. And Cda Riva 5.852.0" 5,852,093' S. P. and C.1d,M -CNY ISO M. 1M,0.tl UNan Foal Ha' JemmVae atattn SOOM SO MO SO MO SO MO 236 OJJ diNr: TMW Revenue/Ezpua 24d0n,7W 17350360 17350360 86 393 -14606)103 • 0 0 • 0 • 2013-14 PUBLIC ART PROGRAM Project Location: Canyon Country community. Ce . C.1w Project Number 83010 / IGTLO TION, CAWON COUNTRY Description: This effort will provide for the creation of an art work in the Canyon Country community at a location to be determined. The art work selection process will involve a "Call to Artists" for preliminary conceptual submittals, followed by several rounds of a selection process which will include public and Commission input. Justification: The 1972 Act funds allow for the construction and maintenance of ornamental structures,and the City has • embarked on an Arts in Public Places Program installing over eleven art pieces in public places. Installation of public art beautifies and enriches the community. Project Status: In progress. Department: Parks, Recreation & Community Services Project Supervisor: Ingrid Hardy Project Cost Est. ($): Expenditure/Category: PriorYears 2014-15 2015-16 2016-17 2017-18 2018-1 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 30,000 0 0 0 0 30,000 Inspection & Admin 0 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 0 Total Costs: $0 $30,000 $o $0 s0 s0 $30,000 Project Funding: Funding Source: PriorYears 2014-15 2015-16 20161-17 2017-18 2018-19 Total LIVID Zone 2008-1 0 30,000 0 0 0 0 30,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: s0 $30,000 s0 s0 s0 $0 $30,000 • Impact On Operations: Undetermined at this time. ' GOLDEN VALLEY ROAD - NEW MEDIAN Project Number: 83006 CENTRE POINTE TO ROBERT C. LEE PARKWAY Project Location: Golden Valley Road from Centre Pointe Parkway to Robert C. Lee Parkway. F �lle PROJECT LOCATION;� Description: This effort will construct a new median on Golden Valley Road along the existing unimproved median area. The project scope includes the construction of hardscape, and installation of landscaping and irrigation. The improvements will complement the landscaping along the Golden Valley Road Bridge over the Santa Clara River. Justification: The improvements to this segment of roadway represent the final phase of median landscape construction along the Cross -Valley Connector corridor. The beautification of this roadway moves the City closer to its goal of beautifying all major corridors, increases property values, and promotes a positive image of the City to both visitors and residents. Project Status: In progress. Department: Public Works Project Supervisor Curtis Nay Project Cost Est. ($): Expenditure/Category PriorYears 2014-15 2015-16 2016-17 2017-18 2018-19 Total Environ/NPDES 5,000 0 0 0 0 0 5,000 Design/Plan Review 145,000 0 0 0 0 0 145,000 Right -of -Way 0 0 0 0 0 0 0 Construction 1,688,429 0 0 0 0 0 1,688,429 Inspection & Admin 300,000 90,000 0 0 0 0 390,000 Contingency 355,684 0 0 0 0 0 355,684 Total Costs: $2,494,113 $90,000 $0 $0 $0 $0 $2,584,113 Project Funding: Fundino Source: PriorYears 2014-15 2015-16 20161-17 2017-18 2018-19 Total LMD Zone 2008-1 2,494,113 90,000 0 0 0 0 2,584,113 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 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: $2,494,113 $90,000 $0 $0 $0 $0 $2,584,113 Impact On Operations: Annual operational costs estimated at $65,000. Costs to be absorbed via LIVID Zone 2008-1 is • • •JAN HEIDT NEWHALL METROLINK STATION IMPROVEMENT Project Number: 82016 PUBLIC ART PIECE Project Location: Jan Heidt Newhall Metrolink Station, 24300 Railroad Avenue Description: This project will re -purpose the existing fountain area at the Jan Heidt Newhall Metrolink Station to accommodate an art piece in the existing fountain area along Railroad Avenue. Justification: The station was opened for service in 2000 with a fountain along the highly visible Railroad Avenue frontage. • After nearly 14 years of continual operation, the fountain is no longer functioning and is unsightly, creating a negative impression of the City to passengers using the Metrolink train. Improving the fountain area with an art piece for the community to enjoy supports the City's commitment to well-maintained facilities, and promotes a positive image of the City. Project Status: Proposed. Department: Parks, Recreation & Commu Project Supervisor Ingrid Hardy Project Cost Est. ($): Expenditure/Category: PriorYears 2014-15 2015-16 2016-17 2017-18 2018-19 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 41,000 0 0 0 0 41,000 Inspection & Admin 0 0 0 0 0 0 0 Contingency 0 4,000 0 0 0 0 4,000 Total Costs: $0 $45,000 so so s0 s0 545,000 Project Funding: Funding Source: PriorYears 2014-15 2015-16 20161-17 2017-18 2018-19 Total FTA Grant 0 45,000 0 0 0 0 45,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 • Total Costs: $0 $45,000 so 50 so s0 $45,000 Impact On Operations: Undetermined at this time. LOST CANYON ROAD MEDIAN REFURBISHMENT Project Number: B3013 CONCEPTUAL PLAN Project Location: Lost Canyon Road between Via Princessa and Medley Ridge Drive. Description: This project will provide for a conceptual plan to landscape and modiffy one mile of existing landscaped medians on Lost Canyon Road between Via Princessa and Medley Ridge Drive. The median landscape plan will include hardscape, safety strips, irrigation, and shrubs, And any necessary median modifications deemed necessary by City traffic engineers. It will also plan for for recycled water piping, preparing the median to use recycled water when it becomes available frog -the water retailer. Justification: The existing landscaped medians on Lost Canyon Road generate significant water run-off onto the roadway due to poor design. Staff has shut off the irrigation, removed the fescue grass, and temporarily mulched the median until a new water efficient project can be designed and constructed. Project Status: Proposed. Department: Administrative Services Project Supervisor Dennis Luppens Project Cost Est. ($): Expenditure/Category: OpN��S o yk p n4a eoixi Poq'E j.. p, f _ UP HyoNi 2018-19 Total EWp�o o KM LVp app` , 231 0 OP SER Design/Plan Review 19 700 50,000 p V 07r FCyry fq/f �' O 0 50,000 gN 0 CT I 0 "os, 0 RO cl 0 ONtnwv& yVl�jeU.II of �oH.F F,ha� QZ V 0 S�G 0 nxEB. Olt Inspection & Admin 0 0 0 0 s 0 , Contingency 0 0 0 P� 0 0 \ h'REfy s0 $50,000 $0 $0 $0 s0 $50,000 Project Funding: Funding Source: PriorYears 'EtaE, ,' '2015-16 20161-17 2017-18 PROJECT LOCAT/ON: Total LMD Zone 2008-1 0 50,000 0 0 Description: This project will provide for a conceptual plan to landscape and modiffy one mile of existing landscaped medians on Lost Canyon Road between Via Princessa and Medley Ridge Drive. The median landscape plan will include hardscape, safety strips, irrigation, and shrubs, And any necessary median modifications deemed necessary by City traffic engineers. It will also plan for for recycled water piping, preparing the median to use recycled water when it becomes available frog -the water retailer. Justification: The existing landscaped medians on Lost Canyon Road generate significant water run-off onto the roadway due to poor design. Staff has shut off the irrigation, removed the fescue grass, and temporarily mulched the median until a new water efficient project can be designed and constructed. Project Status: Proposed. Department: Administrative Services Project Supervisor Dennis Luppens Project Cost Est. ($): Expenditure/Category: PriorYears 2014-15 2015-16 2016-17 2017-18 2018-19 Total Environ/NPDES 0 0 0 0 0 0 0 Design/Plan Review 0 50,000 0 0 0 0 50,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 0 0 0 0 0 0 Inspection & Admin 0 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 0 Total Costs: s0 $50,000 $0 $0 $0 s0 $50,000 Project Funding: Funding Source: PriorYears 2014-15 '2015-16 20161-17 2017-18 2018-19 Total LMD Zone 2008-1 0 50,000 0 0 0 0 50,000 0 4. R 0 0 0 0 0 0 - '0 0 0 0 0 0 - 0 0 0 0 0 0 0 0 0 0 0 0 0 0 -., 0.. -i0, 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: s0 $50,000 so s0 s0 $0 $50,000 Impact On Operations: This design only effort will not impact the operational budget at this time • • • •NEWHALL AVENUE BEAUTIFICATION Project Number. B2015 SCRRA RAIL LINE TO SIERRA HIGHWAY Project Location: Newhall Avenue from the SCRRA rail line to Sierra Highway. Description: This project will design and construct raised landscaped medians along Newhall Avenue from the Southern California Regional Rail Association (SORRA) rail line to the existing median at Sierra Highway. The planned improvements will include the installation of hardscape, trees, irrigation, shrubs, and ground cover consistent with the City's standard median design. • Justification: This project represents the fipalpharseof the bgs�utification of the transportation corridors leading to and from Main Street and the downtown Newhall area This beautification project enhances the aesthetic quality of this transportation corridor and will complement the recently completed sidewalk project along Newhall Avenue, and Main Street. Project Status: In progress. Department: Public Works Project Supervisor Curtis Nay Project Cost Est ($) Expenditure/Category: PriorYears 2014-15 2015-16 2016-17 2017-18 2018-19 Total Environ/NPDES 0 1,500 0 0 0 0 1,500 Design/Plan Review 240,000 98,500 0 0 0 0 338,500 Right -of -Way 0 0 0 0 0 0 0 Construction 0 2,070,000 0 0 0 0 2,070,000 Inspection & Admin ,y 0 0 0 0 0 15,235 Contingency I 300,000 0 0 0 0 300,000 Total Costs: $255,235 $2,470,000 $0 $0 $0 $0 $2,725,235 Project Funding: FundindSource: PriorYears 2014-15 '201576`1 1 1''20161-172017-18 LPOJcrLOCAT/ON:� 2018-19 Total Dev. Cash -in -Lieu w O 56,776 0 _ n 0 56,776 LIVID Zone 2008-1 255,235 2,413,224, , 0, ;.. 0 0 Description: This project will design and construct raised landscaped medians along Newhall Avenue from the Southern California Regional Rail Association (SORRA) rail line to the existing median at Sierra Highway. The planned improvements will include the installation of hardscape, trees, irrigation, shrubs, and ground cover consistent with the City's standard median design. • Justification: This project represents the fipalpharseof the bgs�utification of the transportation corridors leading to and from Main Street and the downtown Newhall area This beautification project enhances the aesthetic quality of this transportation corridor and will complement the recently completed sidewalk project along Newhall Avenue, and Main Street. Project Status: In progress. Department: Public Works Project Supervisor Curtis Nay Project Cost Est ($) Expenditure/Category: PriorYears 2014-15 2015-16 2016-17 2017-18 2018-19 Total Environ/NPDES 0 1,500 0 0 0 0 1,500 Design/Plan Review 240,000 98,500 0 0 0 0 338,500 Right -of -Way 0 0 0 0 0 0 0 Construction 0 2,070,000 0 0 0 0 2,070,000 Inspection & Admin 15,235 0 0 0 0 0 15,235 Contingency 0 300,000 0 0 0 0 300,000 Total Costs: $255,235 $2,470,000 $0 $0 $0 $0 $2,725,235 Project Funding: FundindSource: PriorYears 2014-15 '201576`1 1 1''20161-172017-18 2018-19 Total Dev. Cash -in -Lieu 0 56,776 0 0 0 0 56,776 LIVID Zone 2008-1 255,235 2,413,224, , 0, ;.. 0 0 0 2,668,459 0 0,.. .0 . 0 0 0 0 0 0 0 0 0 0 0 o o .' �?` - 0 0 0 0 0 -..0.. - 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $255,235 $2,470,000 $0 $0 $0 $0 $2,725,235 Impact On Operations: Future annual ongoing costs to be absorbed via Landscape Maintenance District 2008.1. SAND CANYON ROAD/STATE ROUTE 14 BEAUTIFICATION Project Number: B3003 Project Location: Sand Canyon Road at State Route 14. Description: This project beautifies the existing on -and -off ramps at Sand Canyon Road and Stale Route 14 by installing environmentally applicable landscaping such as trees, shrubs, and groundcover. Improvements will also include hardscape to complement the landscape. The project was constructed in fiscal year 2013-14. The funding request is needed for administrative close out costs. Justification: Beautification of the ramps improves conditions at this location, and is consistent with the City's goal to beautify all entry corridors.The beautification of this entryway will promote a positive City image to both residents and visitors. Project Status: In progress. Department: Public Works Project Supervisor Curtis Nay Project Cost Est. ($) Expenditure/Category: PriorYears 2014-15 2015-16 2016-17 2017-18 2018-19 Total Environ/NPDES 20,000 0 0 0 0 0 20,000 Design/Plan Review 210,000 0 0 0 0 0 210,000 Right -of -Way 0 0 0 0 0 0 0 Construction 2,140,000 0 0 0 0 0 2,140,000 Inspection & Admin 97,000 10,000 0 0 0 0 107,000 Contingency 61,531 0 0 0 0 0 61,531 Total Costs: $2,528,531 $10,000 $0 $0 s0 s0 $2,538,531 Project Funding Funding Source: PriorYears 2014-15 2015-16 20161-17 2017-18 2018-19 Total Gas Tax 68,168 0 0 0 0 0 68,168 STIP-TE 1,344,657 7,479 0 0 0 0 1,352,136 LIVID 2000-1 1,115,706 2,521 0 0 0 0 1,118,227 0 0 0 0 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: $2,528,531 $10,000 s0 so so s0 $2,538,531 Impact On Operations: Annual increase of $28,000 to operational budget. Costs to be absorbed via Landscape Maintenance District 2008-1. 0 • CJ • SIERRA HIGHWAY BEAUTIFICATION PH II Project Number: B3014 AND INTERSECTION IMPROVEMENTS Project Location: Sierra Highway from Via Princessa to Soledad Canyon Road. rxro✓rcrcounov. crrrmae Description: This project will install landscape, hardscape, and irrigation to the existing medians along Sierra Highway between Via Princessa and Soledad Canyon Road. It will also modify the existing median on the south leg of Sierra Highway at Soledad Canyon Road to accomodate triple left -turns for northbound traffic. Construction of the improvements will be coordinated with the Sierra Highway bridges over the Santa Clara River project. Justification: This project enhances the aesthetics of this major transportation corridor in the Canyon Country community, its This major intersection experiences and supports the City's commitment to beautify major corridors. congestion during peak traffic volume hours. The provision of an additional left -turning lane onto east bound Soledad Canyon Road will address this need and reduce emissions, improving the quality of life for residents. Project Status: Proposed. Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expenditure/Category: PriorYears 2014-15 2015-16 2016-17 22017-18 2018-19oT taj Environ/NPDES 0 5,000 0 0 0 0 5,000 Design/Plan Review 0 0 0 0 0 0 0 Right -of -Way 0 0 0 0 0 0 0 Construction 0 1,250,000 0 0 0 0 1,250,000 Inspection & Admin 0 145,000 0 0 0 0 145,000 Contingency 0 150,000 0 0 0 0 150,000 Total Costs: $0 $1,550,000 $0 s0 so $0 $1,550,000 Project Funding: Funding Source: PriorYears 2014-15 2015-16 20161-17 2 17- 2018-19 Total Gas Tax 0 500,000 0 0 0 0 500,000 LMD Zone 2008-1 0 1,050,000 0 0 0 0 1,050,000 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 Total Costs: 0 0 0 0 0 0 0 $0 $1,550,000 $0 $0 $0 $0 $1,550,000 Impact On Operations: Increases for landscape improvements will be absorbed via Landscape Maintenance District. SOLEDAD CANYON ROAD MEDIAN REFURBISHMENT Project Number: B3011 Project Location: Soledad Canyon from Valley Center Drive to Luther Drive and an area east of Bouquet Canyon Road to Commuter Way. Description: This project will design and refurbish existing raised and landscaped medians. The project will remove existing turf and irrigation (trees will remain), design and install hardscape, irrigation, shrubs, and ground cover consistent with the City's standard median design. Irrigation will be made ready for recycled water when it becomes available from the water retailer. Justification: This project is in the Landscape Improvement Plan (LIP) and completes the refurbishment of Soiedad Canyon Road medians. This project continues the corridor beautification success in the Canyon Country community, and improves water efficiency. Project Status: In progress. Department: Administrative Services Project Supervisor Curtis Nay Project Cost Est. (b) Expenditure/Cateaorv: PriorYears 2014-15 2015-16 2016-17 2017-18 a^• ' � e b m S.n W• rl 0 0 0 e. Design/Plan Review 135,313 r 0 •e � 0 0 R Right -of -Way 0 0 0 0 0 0 0 A 0 2,330,475 0 0 0 e' 1 �.. _. P- 2,330,475 Inspection & Admin 10,769 125,333 0 0 0 0 136,102 r 0 - PROJFCTLOCRT/ON. 'J Description: This project will design and refurbish existing raised and landscaped medians. The project will remove existing turf and irrigation (trees will remain), design and install hardscape, irrigation, shrubs, and ground cover consistent with the City's standard median design. Irrigation will be made ready for recycled water when it becomes available from the water retailer. Justification: This project is in the Landscape Improvement Plan (LIP) and completes the refurbishment of Soiedad Canyon Road medians. This project continues the corridor beautification success in the Canyon Country community, and improves water efficiency. Project Status: In progress. Department: Administrative Services Project Supervisor Curtis Nay Project Cost Est. (b) Expenditure/Cateaorv: PriorYears 2014-15 2015-16 2016-17 2017-18 2018-19 Total Environ/NPDES 0 5,000 0 0 0 0 5,000 Design/Plan Review 135,313 0 0 0 0 0 135,313 Right -of -Way 0 0 0 0 0 0 0 Construction 0 2,330,475 0 0 0 0 2,330,475 Inspection & Admin 10,769 125,333 0 0 0 0 136,102 Contingency 0 205,430 0 0 0 0 205,430 Total Costs: $146,082 $2,666,238 so s0 so $0 $2,812,320 Project Funding Funding Source: PriorYearsOy 14-15 2015-16 20161-17 2017-18 2018-19 Total LMD Zone 2008-1 146,082 2,663,238 0 0 0 0 2,809,320 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 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: $146,082 $2,663,238 s0 s0 so $o $2,809,320 Impact On Operations: Slight increase to maintenance costs, but costs will be offset by water savings due to improved plant selection and new irrigation. • is • VALENCIA BOULEVARD MEDIAN REFURBISHMENT Project Number: B1014 CONCEPTUAL PLAN Project Location: Valencia Boulevard between Interstate 5 and McBean Parkway. 0 ALENCA A fALENGtP �°� 1 s _ � 8 � e is "'b• �"-i _ .. c n� PLL r J l PROJECTLOCATION; Description: This effort will develop a conceptual plan for landscape and median modifications to improve the existing median on Valencia Boulevard between McBean Parkway and Interstate 5. In addition to median landscape design, the conceptual plan will identify any necessary median modifications as determined by City traffic engineers, and install piping for recycled water, preparing the median to use recylced water when it becomes • available from the water purveyor. ' Justification: This project will refresh the existing medians, mirroring previous successful projects which have also resulted in reduced water consumption, Upon construction, this project will reduce maintenance costs and reduce water usage by 75%, eliminating existing water run-off from turf medians which sheets across Valencia Boulevard. It is anticipated thatthe project will meet water conservation standards set by AB 1881. Project Status: Proposed. Department: ;Administrative Services Project Supervisor Dennis Luppens Project Cost Est- ($): Expenditure/Category: PriorYears 2014-15 201516 2016-1-7 2017-18 2019-19 Total Environ/NPDES 0 0 ¢: 0 0 0 0 Design/Plan Review 0 20,000 0 0 0 0 20,000 Right -of -Way 0 0 Q 0 0 0 0 Construction -0 0 0 0 0 0 0 Q 0 0 0 Inspection 8 Admin 0 0 0; Contingency - 0 00 0 0 0 0 Total Costs: $0 $20,000 s0 so SO $0 $20,000 Project Funding: Total funding Source' PriorYears 2014-15 201516 20161-17 2017-18 2018-I9 0 0 20,000 LMD Zone 2008-1 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 00 0 0 0 0 0 0.. '0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: s0 S20,900 so so $0 so $20,000 Impact On Operations: None at this time. VIA PRINCESSA MEDIAN REFURBISHMENT - DESIGN Project Number: 63012 Project Location: Via Princessa, from Sierra Highway to State Route 14 �� .+; ' --1.�}.� ,,�?s �isly.,-`�,�!•.af"M"'t'�a �1i n•y A• S 4 C�''%'� Ub \ i' I'•. _/' 'j ,paw ' a• . s MA0.�� 4'4 �•t h)9 PROJECT LOCATION: Description: This project will design improvements to the existing median on Via Princessa between Sierra Highway and State Route 14. Design to include removal and replacement of irrigation, hardscape, and ground cover consistent with the City's standard median design, and prepare the median for use of recycled water when it becomes available from the water retailer. Justification: The proposed improvements. will repair the damaged median and replace the plantings with more appropriate landscaping that is consistent with the G@y's median standards. The improvements will reduce water consumption, improve the median's aesthetic qualities, and reduce future street maintenance costs and other problems. Project Status: In progress. Department: Public Works Project Supervisor Curtis Nay Project Cost Est. (S): Expenditure/Category: PriorYean 2014-15 15-i . 2016-17 - 2017-18 2018-19 Total Environ/NPDES 0 0 0' 0 0 0 0 Design/Plan Review 48,940 25,000. 0 0 0 0 73,940 Right -of -Way 0 0 0 0 0 0 0 Construction 0 0 0 0 0 0 0 Inspection & Admin 0 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 0 Total Costs: $48,940 $25,000 $0 $0 $0 $0 $73,940 Project Funding Funding Source: PriorYears 201445 2015-16 20161-17 2017-18 2018-19 Total LMD Zone 2008-1 48,940 25,000 0 0 0 0 73,940 0 0 0 0 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: $48,940 525,000. $0 $0 s0 $0 $73,940 Impact On Operations: This design effort will not impact the operational budget 0 • 0 0 E E CIRCULATION •2013-14 CIRCULATION AND SAFETY Project Number: C2024 IMPROVEMENT PROGRAM Project Location: Newhall Avenue at Railroad Avenue. Description: This effort will construct a pedestrian refuge island and a bulb -out at the intersection of Newhall Avenue and Railroad Avenue to improve visibility and the delineation of the westbound right -turning lanes. This project will also modify the signal to accommodate the new street imrpovements in this area. Justification: Each year the City dedicates a portion of the capital budget for this effort. This annual commitment improves traffic circulation by addressing necessary modifications to raised medians or islands where circulation • concerns exist. An analysis of this location demonstrates a need to provide an island to improve pedestrian passage and the delineation of the westbound right -turn lanes. Project Status: In progress. Department: Public Works Project Supervisor: Andrew Yi Project Cost Est. ($): Expenditure/Category: PriorYears 2014-15 2015-16 2216-17 2017-18 2018-19 Total Environ/NPDES 0 0 0 0 0 0 0 Design/Plan Review 50,000 0 0 0 0 0 50,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 130,000 0 0 0 0 130,000 Inspection & Admin 0 10,000 0 0 0 0 10,000 Contingency 0 10,000 0 0 0 0 10,000 Total Costs: $50,000 $150,000 $0 $o $o $0 $200,000 Project Funding: Fundino Source: PriorYears 2014-15 2015-16 20161-17 2017.18 2018-19 Total Gas Tax 50,000 150,000 0 0 0 0 200,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $50,000 $150,000 $0 $0 s0 $0 $200,000 • Impact On Operations: None. 2013-14 HIGHWAY SAFETY IMPROVEMENT PROGRAM Project Number: C0043 • Project Location: Citywide. Description: Justification: vao✓ecrcocarrof+r p rwim 11 This grant -funded construction -only effort will make modifications to the intersections of Orchard Village Road at Wiley Canyon Road, Seco Canyon Road at Pamplico Drive, and State Route 14 at Sand Canyon Road. Modifications will include the implementation of protected left -turn sigal phasing and the extension of left -turn pockets. An analysis of these locations demonstrates a need to make improvements, addressing ciruclation needs.The proposed improvements for these intersections are currently in design. City staff successfully secured a construction grant for these improvements which will address circulation needs and improve safety at these locations. Project Status: Proposed. Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expenditure/Category: Environ/NPDES Design/Plan Review Right -of -Way Construction Inspection & Admin Contingency Total Costs: Project Funding: Funding Souroe: HSIP Grant TDA Article 8 PriorYears 2014-15 2015-16 2016-17 017-1 2018-19 Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 599,300 0 0 0 0 599,300 0 50,000 0 0 0 0 50,000 0 16,800 0 0 0 0 16,800 $0 $666,100 $0 s0 $0 $0 $666,100 PriorYears 0 0 0 0 0 0 0 Priority Unfunded 0 Total Costs: $0 Impact On Operations: None. 2014-1 2015-16 20161-17 2017-18 2018-19 Total 565,200 0 0 0 0 565,200 100,900 0 0 0 0 100,900 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $666,100 $0 $0 $0 $0 $666,100 • is 2013-14 INTERSECTION IMPROVEMENT PROGRAM Project Number: C1009 Project Location: City limits in the Valencia and Canyon Country communities. .rRMWE LO rMN, Gff MM Description: This effort will design signal and roadway modifications for the extension of the south approach left -turn pocket on Orchard Village Road at Wiley Canyon to increase vehicle capacity. Design will include modifications to the signal and mast arms to allow for a protected left -turn phasing operation at this location and at the intersection of Sand Canyon Road/State Route 14, which was added to this design effort. Justification: Each year, the City dedicates a portion of its capital budget to projects that address intersection and safety • issues. improvements to this intersection will include protected left -turn enhancements to the signal and median modifications. Based on traffic volume and annual accident analysis, this location has demonstrated a need to provide protected left -turns and a median modification to increase capacity for northbound left -turning traffic. Project Status: In progress. Department: Public Works Project Supervisor: Andrew Yi Project Cost Est. ($): Expenditure/Calegorv: Pri r ears 2014-15 2015-16 2016-17 2017-18 2018-19 Tial Environ/NPDES 0 0 0 0 0 0 0 Design/Plan Review 58,500 105,500 0 0 0 0 164,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 0 0 0 0 0 0 0 Inspection & Admin 0 5,500 0 0 0 5,500 Contingency 0 7,500 0 0 0 0 7,500 Total Costs: $58,500 $1181500 $0 $0 $0 $0 $177,000 Project Funding: Funding Source: PriorYears 2014-15 2015-1 20161-17 17.1 2018-19 Total Gas Tax 58,500 118,500 0 0 0 0 177,000 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: • $58,500 51181500 $0 $0 $0 $0 $177,000 Impact On Operations: None. 2014-15 CIRCULATION IMPROVEMENT PROGRAM Project Number: C0044 Project Location: Citywide. P EGTLOGATICW, O/ MW Description: This project will make striping modifications to one or more locations in the City to improve traffic circulation. Justification: Each year the City dedicates a portion of the capital budget to improve traffic circulation by making necessary modifications to either mitigate anticipated changes in traffic flow, or improve traffic flow where circulation concerns exist. Improving traffic circulation may improve air quality by reducing travel time, thus reducing auto emissions. Project Status: Proposed. Department: Public Works Project Supervisor: Andrew Yi Project Cost Est. ($): Expenditure/Category: PriorYears 2014-15 2015-16 2016-17 2017-18 2018-19 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 2014-15 2015-16 20161-17 2017-1 2018-19 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 $250,000 Impact On Operations: Minor increase to operational budget for restriping of faded lineage • • • 2014-15 INTERSECTION IMPROVEMENT PROGRAM Project Number: C0045 Project Location: Citywide. PwiFcTLO VUN, GITmm Description: This annual effort will modify an existing traffic signal operation to include changing the signal phasing to provide protected left -tum phasing at one or more locations in the City. Justification: Each year the City dedicates a portion of the Capital budget to projects that address circulation issues. Improvements may include installation of left -turn enhancements of signals, median modifications, or signing • and striping. Location(s) will be selected based on traffic analysis. Project Status: Proposed. Department: Public Works Project Supervisor: Andrew Yl Project Cost Est. ($): Exoenditure/Category: PriorYears 2014-15 2015-16 2016-17 22017-18 2018-19 Tota 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: s0 $50,000 $50,000 $50,000 $50,000 $50,000 $250,000 Project Funding: Funding Source: PriorYears 2014-1 2015-16 20161-17 2017-18 201849 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: s0 $50,000 $50,000 $50,000 $50,000 $50,000 5250,000 0 Impact On Operations: None CENTRAL PARKIBOUQUET, VIA PRINCESSANISTA DEL Project Number: C4011 CANON AND GOLDEN VALLEY/ROBERT C. LEE IMPROVEMENTS Project Location: Central Park/Bouquet Canyon Road; Via PrincessaNista Del Canon; and Golden Valley Road/Robert C Lee Parkway. �°"-ail $;e Y L l f� / r w ,1. N*'^"��Ig� ,, I �¢Ewn.�,� PROJECT LOCATION: O Description: This effort will make modifications to the intersections of: Central Park at Bouquet Canyon Road and Via Princessa at Vista Del Canon, and Golden Valley Road at Robert C Lee Parkway. Modifications may include median modifications and left -turn phasing for protected left -turn movement. Justification: Each year the City dedicates a portion of its capital budget to address median modifications and roadway safety. This effort represents a one-time request to allocate the modification and roadway safety funds for these locations. These intersections experience heavy traffic volumes during peak hours, creating circulation issues. Constructing the proposed improvements will alleviate this. Project Status: In progress. Department: Public Works Project Supervisor Curtis Nay Project Cost Est. ($) ExpenditurelCateoorv: PriorYears 2014-15 2015-16 2016-17 2017-18 2018-19 Total Environ/NPDES 0 0 0 0 0 0 0 Design/Plan Review 20,000 0 0 0 0 0 20,000 Right -of -Way 0 0 0 0 0 0 0 Construction 491,007 0 0 0 0 0 491,007 Inspection & Admin 70,843 10,000 0 0 0 0 80,843 Contingency 73,650 0 0 0 0 0 73,650 Total Costs: $655,500 510,000 So So $0 s0 $665,500 Project Funding: Funding Source: PriorYears 2014-15 2015-16 20161-17 2017-18 2018-19 Tot HSIP Grant 485,500 0 0 0 0 0 485,500 TDA Article 8 170,000 10,000 0 0 0 0 180,000 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: 5655,500 $10,000 so $0 so so $665,500 Impact On Operations: None • • • •INTELLIGENT TRANSPORTATION SYSTEMS PHASE IV Project Number: 10009 AND SIGNAL SYNCHRONIZATION GAP CLOSURE Project Location: Citywide. f EL LO n%W, arMs Description: This effort will start designing the Intelligent Transportation Systems (ITS) Phase IV project. The project will install fiber optic wiring at locations where gaps in the wiring currently exist. The effort will create a continuous communication system, an adaptive signal system, and additional system detection to expand the City's ability to actively manage traffic. • Justification: The City has taken a proactive stance on congestion management due to heavy growth and the increasing cut through traffic across the City. The project should result in an overall improvement in mobility, which would reduce costs associated with moving people and goods, pollution, and other congestion -related factors. Project Status: Proposed. Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expenditure/Category' PriorYears 2014-15 2015-16 201647 2017-18 2018-19 Total Environ/NPDES 0 24,730 0 0 0 0 24,730 Design/Plan Review 0 407,400 0 0 0 0 407,400 Right -of -Way 0 0 0 0 0 0 0 Construction 0 2,655,911 0 0 0 0 2,655,911 Inspection & Admin 0 150,000 0 0 0 0 150,000 Contingency 0 663,977 0 0 0 0 663,977 Total Costs: $0 $3,902,018 $o $0 $0 s0 $3,902,018 Project Funding: Funding Source: PriorYears 2014-15 2015-16 20161-17 2017-1 2018-19 Total AQMD 0 438,129 0 0 0 0 438,129 Gas Tax 0 100,000 0 0 0 0 100,000 Prop. C Grant 0 3,031,868 0 0 0 0 3,031,868 Prop. C Local 0 332,021 0 0 0 0 332,021 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $3,902,018 $o s0 so so $3,902,018 Impact On Operations: None. SECO CANYON ROAD AND PAMPLICO DRIVE Project Number: C4012 SIGNAL MODIFICATION - DESIGN Project Location: Seco Canyon Road at Pamplico Drive. �FwVk tri a 4 �� 8 � eb i 8 siIJIv wy eg ,.ue OR a Rs a PROJECT LOCATION: SA<f w R €3 ♦a h'Ev 5 BSB Ff j'�v.a� { 2014-15 RR .., A.e� �4r 2017-18 �e _> .urn 'IY � i t d a tri e�' zJ , �} yf! J.$ ,v /♦ a a PROJECT LOCATION: t w R owo�u+T ..h . 0 v r+� JEFfER PROJECT LOCATION: w R €3 YR £ Expenditure/Category: { 2014-15 RR .., A.e� �4r 2017-18 �e _> .urn 'IY � Tota ,gni 0 0 owo�u+T ..h . 0 Project Cost Est. (EI: PROJECT LOCATION: Description: This project will design several modifications to this intersection. Improvements to the existing traffic signal operation to include changing the signal phasing, and upgrades to signal infrastructure. It will also design a protected left -turn operation, and pedestrian ramps compliant with the Americans with Disabilities Act (ADA), and design improvements to the frontage road to remove dips in the vicinity of the intersection as well as address the drainage issue by connecting to an existing storm drain Justification: This location has demonstrated a need for protected left -tum phasing based on an analysis of traffic volumes, and geometry of the intersection. The recommended improvements will improve traffic circulation in this area. Project Status: In progress. Department: Public Works Project Supervisor Curtis Nay Project Cost Est. (EI: Expenditure/Category: PriorYears 2014-15 2015-16 2016-17 2017-18 2018-19 Tota Environ/NPDES 0 0 0 0 0 0 0 Design/Plan Review 63,735 0 0 0 0 0 63,735 Right -of -Way 0 0 0 0 0 0 0 Construction 0 200,000 0 0 0 0 200,000 Inspection & Admin 0 11,265 0 0 0 0 11,265 Contingency 0 25,000 0 0 0 0 25,000 Total Costs: $63,735 $236,265 $o $o $0 so $300,000 Project Funding: Funding Source: PriorYears 2014-15 2015-16 20161-17 2017-1 2018-19 Total Gas Tax 63,735 236,265 0 0 0 0 300,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $63,735 $236,265 s0 s0 s0 $0 $300,000 Impact On Operations: None. CI CI •WHITES CANYON ROAD/PLEASANTDALE STREET Project Number: C3014 SIGNAL MODIFICATION Project Location: Whites Canyon Road at Pleasantdale Street. e mcnmc m EABINOTON Si MMER 87 PO V a,,Mom Rr _ttanOrMOD FOUR OAHB _2 �+ ._ M1®��jOS,y +YWWmf 2 R IE000 Q'.....6 CEOAROFEEK 9T— C.. $`YaA�_'�46 1 h �t- C .9 IFOrv9WHIRE yA -- 3 FAFWEATHER��_-4[P_._ WAn"x+"v r S FAIRWEAT ceur+rt _ST F. e 8r 41rnw °eke � - —W, nry ��i suH a 0 �+ WE LINAVEN__ (C x� NEM MOOK 8f T OR �. �.q� 1155 - �� ° i CANYON T, 1 i a PROJECT LOCATION: O w., EFe`3a;,a P Description: This project will install new signal masts ano moony me exisang uamc Wgnei Y, 1,111— �� �— l"'I left for motorists traveling along north and south- the signal phasing to provide a protected -tum operation bound Whites Canyon Road. Justification: This location has demonstrated a need to provide a protected left -turn operation to improve traffic Flow. This is based on traffic volumes, geometry of the intersection, and traffic reports.This is a one-time request to • allocate the modification and roadway funds to this effort. Project Status: Proposed. Department: Public Works Project Supervisor Andrew Yi Project Cost Est. ($): Expenditure/Category' PriorYcars 201415 2015-16 2016-17 2017-1 2018-19 Total Environ/NPDES 0 1,500 0 0 0 0 1,500 Design/Plan Review 0 25,000 0 0 0 0 25,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 147,500 0 0 0 0 147,500 Inspection & Admin 0 15,000 0 0 0 0 15,000 Contingency 0 21,000 0 0 0 0 21,000 Total Costs: s0 $210,000 $0 $0 $0 $0 5210,000 Project Funding: Funding Source: PrerYears 2014-15 2015-16 20161-17 2017-18 2018-19 Total Gas Tax 0 210,000 0 0 0 0 210,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: s0 $210,000 s0 s0 s0 s0 $210,000 • Impact On Operations: None. 0 n 0 0 0 M • CITY HALL ACCESS IMPROVEMENTS Project Number: F1021 Project Location: City Hall building at 23920 Valencia Boulevard. Description: •Justification: f'� yyIP4i- g VALE �s e ♦ v Op ' y Emp95 GS 1 o U0. 8� PP''E v a � (D�c � GP0.a1ZOV0. S c Sryo ^ n PROJECT LOCATION: O PAS A This effort will bring various features of City Hall into compliance with current Americans with Disabilities Act (ADA) standards. Interior improvements will be made in addition to site improvements being made at the entrances to the building. The Americans with Disabilities Act (ADAj requires local government facilities, that are newly constructed or altered, to be accessible to and Usable by, individuals. with disabilities. The construction of the Seismic Retrofit Project is triggering these improvements. Project Status: Proposed. Project Cost Est. ($) Department: Public.Works Project Supervisor Cruz Caldera Expenditure/Category: PriorYears 2014-15 2015-16 2016-17 2017-18 2018-19 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 63,500 162,000 0 0 0 0 225,500 Inspection 8 Admin 650 1,300 0 0 0 0 1,950 Contingency 6,350 16,200 0 0 0 0 22,550 Total Costs: $70,500 $179,500 s0 $0 $0 $0 $250,000 Project Funding Funding Source: PriorYears 2014-15 2015-16 20161-17 2017-1 2018-19 Total CDBG 0 110,005 0 0 0 0 110,005 General Fund 70,500 69,495 0 0 0 0 139,995 0 —0 ''-0 0 0 0 0 0 0 0 "' 0 0 0 0 0 0 0 0 0 0 0 0 0. ,'0.,:. t. 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: 570,500 5179,500 ,., _ . $0 $0 $0 $0 $250,000 0 Impact On Operations: None CITY HALL RETROFIT Project Number: F1017 • Project Location: City Hall building at 23920 Valencia Boulevard. Description: f tc oon RIM �i r ■ F �y, g 1 .gipp p{ fY�' ,• ..9 eek p ''i1bf PROJECT Loc OAF; O '�y,.,+' .'n! 9R ■ This effort will design and construct steel reinforcements to the City Hall building to meet codes required for housing the City's Emergency Operations Center (EOC), in the event of a significant seismic occurrence. Justification: The City's Emergency Operations Plan lists the'Santa Clarita City Hall building as the primary Emergency Operations Center (EOC) in the event of a'seismic occurrence. For the structure to serve in this capacity, it must undergo a series of moder0te'structural'stEBl reinforcements to meet the current building code requirements for "essential structures." Project Status: In progress. Department: Public Works Project Supervisor Curtis Nay Project Cost Est. ($) ExoenditurelCateoory: PriorYears 2014-15 2015-16 2016-17 2017.1 2018-19 Total Environ/NPDES 0 0 0 0 0 0 0 Design/Plan Review 347,200 0 0 0 0 0 347,200 Right -of -Way 0 0 0 0 0 0 0 Construction 1,211,700 0 0 0 0 0 1,211,700 Inspection & Admin 155,697 110,000 0 0 0 0 265,697 Contingency 238,000 0 0 0 0 0 238,000 Total Costs: $1,952,597 S110,000 s0 so s0 So $2,062,597 Project Funding: Fundino Source: PriorYears 01 2015-16 20161-17 2017-18 2018-19 Total Facilities Replacement 538,489 , 0 " 0 "' 0 0 0 538,489 FEMA Grant 825,700 0p 0 0 0 825,700 General Fund 588,408 110,000. •.� 0. 0 0 0 698,408 0 0 0 0 0 0 0 00. • q o 0 0 0 0 0 . {l. .. 0 0 0 - 0 0 .p. ,_0,-. 0 0 0 0 Priority Unfunded 0 16 0 0 0 0 0 Total Costs: $1,952,597 5110,490, -so s0 $0 s0 $2,062,597 Impact On Operations: None. 11 • • VALENCIA LIBRARY PARKING LOT EXPANSION Project Location: Valencia Library at 23743 Valencia Boulevard. Description: • Justification: Project Status: • Project Number: F1020 The parking lot expansion was completed in fiscal year 2013-14, and added 27 parking spaces to the existing lot. Improvements included lighting, irrigation, landscaping, and parking lot circulation issues. The fiscal year 2014-15 effort will provide for a public art piece. The Valencia Library is located in a joint -use civic area shared by the Los Angeles County Superior Court, Santa Clarita Sheriff Station, and the Los Angeles County Building & Safety Department. This shared usage creates a high demand for parking, which was addressed last year. The vision for the library improvements also included the procurement and installation of a public art piece to beautify the library grounds and enrich the experience of visiting the library. This effort is consistent with the Citys' Art in Public Places Program. In progress. Department: Public Works Project Supervisor Curtis Nay Project Cost Est. ($) Expenditure/Catecorv: PriorYears 2014-15 2015-16 2016-17 2011-18 2018-19 TOW 'mr 5,000 0 0 M p(,NrA/ry 0 0 5,000 Design/Plan Review 50,000 0 0 PKI,I,Y 0 0 ° Right -of -Way 0 e wwsa eVVp VALENCIA 0 Y. 0 VP 380,000 OMN,�a 0 0 0 0 q ✓ � �m� 9 q 9 t�; � vE 0 m g �+ of �go l� P w `a$ � � w°�=,s' •qg 0 O '°q'"e. a +. �'" ^mow' Upnsa ¢ - PROJECT LOCA?/O.. 0 0 0 0 0 The parking lot expansion was completed in fiscal year 2013-14, and added 27 parking spaces to the existing lot. Improvements included lighting, irrigation, landscaping, and parking lot circulation issues. The fiscal year 2014-15 effort will provide for a public art piece. The Valencia Library is located in a joint -use civic area shared by the Los Angeles County Superior Court, Santa Clarita Sheriff Station, and the Los Angeles County Building & Safety Department. This shared usage creates a high demand for parking, which was addressed last year. The vision for the library improvements also included the procurement and installation of a public art piece to beautify the library grounds and enrich the experience of visiting the library. This effort is consistent with the Citys' Art in Public Places Program. In progress. Department: Public Works Project Supervisor Curtis Nay Project Cost Est. ($) Expenditure/Catecorv: PriorYears 2014-15 2015-16 2016-17 2011-18 2018-19 TOW Environ/NPDES 5,000 0 0 0 0 0 5,000 Design/Plan Review 50,000 0 0 0 0 0 50,000 Right -of -Way 0 0 0 0 0 0 0 Construction 380,000 25,000 0 0 0 0 405,000 Inspection & Admin 30,993 0 0 0 0 0 30,993 Contingency 29,000 0 0 0 0 0 29,000 Total Costs: $494,993 $25,000 s0 so s0 so $519,993 Project Funding: Fundino Source: PriorYears 2014-15 2015-16 2016147 2017-18 2018-19 Total Facilities Replacement 463,731 25,000 0 0 0 0 488,731 General Fund 6,462 0 0 0 0 0 6,462 Library Funds 24,800 0 0 0 0 0 24,800 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 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: 5494,993 $25,000 s0 so s0 so $519,993 Impact On Operations: None anticipated at this time 0 0 0 0 Ci �/ <<_� 11�<<e� IV C Ci 2013-14 OVERLAY AND SLURRY SEAL PROGRAM Project Number: M0097 Project Location: Citywide. /aO.rELTLO"MN, GffM E Description: The annual Overlay Program reflects the City's commitment to sound pavement management of the roadway infrastructure by overlaying streets in need of attention. Streets will be selected based on recommendations from the City's pavement management survey and field inspections. Justification: This effort strives to maintain the quality and viability of the City's streets. To meet the pavement management survey's projected five-year need, the City must commit funds to the Overlay program. By committing funds to this maintenance need, the City will prevent excessive roadway deterioration, which results in higher repair costs. Project Status: In progress. Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expenditure/Category: PriorYears 2014-15 2015-16 2016-17 2017-18 2018-19 Total Environ/NPDES 30,000 0 0 0 0 0 30,000 Design/Plan Review 220,000 0 0 0 0 0 220,000 Right -of -Way 0 0 0 0 0 0 0 Construction 5,100,000 0 0 0 0 0 5,100,000 Inspection & Admin 750,000 60,000 0 0 0 0 810,000 Contingency 562,262 0 0 0 0 0 562,262 Total Costs: $6,662,262 $60,000 s0 $o $0 $0 $6,722,262 Project Funding: Funding Source: PriorYears 2014-15 2015-16 20161-17 2017-I8 2018-19 Total Developer Fees 600,000 0 0 0 0 0 600,000 General Fund 484,333 60,000 0 0 0 0 544,333 STPL 5,577,929 0 0 0 0 0 5,577,929 TDA Article 8 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $6,662,262 $60,000 s0 $0 $0 $0 $6,722,262 Impact On Operations: None 11 Ift 10 • 2013-14 SIDEWALK REPAIR PROGRAM Project Number: M0098 Project Location: Citywide. &�� 1 a gory °r Sema Clerla t u �o r� LOGT/ON, CITnnOE Description: The annual Sidewalk Repair Program is an integral part of the City's pavement management system. It makes necessary repairs to City sidewalks damaged by tree roots and pavement settlement. Justification: Each year the City dedicates a portion of its capital budget to repair damaged sidewalks. By making the • necessary repairs, the City demonstrates its commitment to maintaining a safe and sound infrastructure. Project Status: In progress. Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expenditure/Category: PriorYears 2014-15 201.-16 22016=17 2017-18 2018-19 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 562,550 137,425 0 0 0 0 699,975 Inspection & Admin 102,000 0 0 0 0 0 102,000 Contingency 48,025 0 0 0 0 0 48,025 Total Costs: $712,575 $137,425 $0 $o $0 $e $850,000 Project Funding: Funding Source: PriorYears 201415 2015-16 20161-17 2017-18 2018-19 TORI Gas Tax 462,575 137,425 0 0 0 0 600,000 General Fund 250,000 0 0 0 0 0 250,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $712,575 $137,425 $o $o $0 $0 $850,000 0 Impact On Operations: None 2014-15 BRIDGE PREVENTATIVE MAINTENANCE PROGRAM Project Number: M0101 • Project Location: Citywide. Pa ECr LO TfflN, GrrMM Description: This effort will design improvements to address maintenance needs to the final set of bridges identitifed in the 2012 Bridge Preventative Maintenance Program Report. Bridges included in this effort are: Avenida Rotella over the pedestrial tunnel; Rogers over Plum Canyon Road, Centurion Way over Bouquet Canyon Road, and Urbandale over Bouquet Channel. Additional bridges may be added pending further investigation. Construction of improvements is anticipated in a future year. Justification: The Bridge Preventative Maintenance Program is consistent with the City's commitment to address necessary • repairs to maintain the integrity of the City's infrastructure. Making the necessary repairs will extend the useful life expectancy of the bridges. Project Status: Proposed. Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expenditure/Category: PriorYears 2014-15 2015-16 2016-17 2017-18 2018-19 Total Environ/NPDES 0 0 947 0 0 0 947 Design/Plan Review 0 47,000 0 0 0 0 47,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 0 235,000 0 0 0 235,000 Inspection & Admin 0 3,000 15,000 0 0 0 18,000 Contingency 0 0 29,000 0 0 0 29,000 Total Costs: $0 $50,000 $279,947 $0 $0 s0 $329,947 Project Funding: Funding Source: PriorYears 2014-15 2015-16 20161-17 2017-18 2018-19 Total Gas Tax 0 5,735 0 0 0 0 5,735 Federal HBP Grant 0 44,265 247,837 0 0 0 292,102 0 0 0 0 0 0 0 0 0 0 0 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 32,110 0 0 0 32,110 Total Costs: $0 $50,000 $279,947 $0 $0 $0 $329,947 - Impact On Operations: None at this time • 2014-15 OVERLAY AND SLURRY SEAL PROGRAM Project Number: M0102 Project Location: Citywide. toreros 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. To maintain the current rating of City streets, $16,300,000 must be committed annually to the overlay program. This financial commitment will • avoid further overall roadway deterioration/deficit. Project Status: Proposed. Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expenditure/Category: PriorYears 2014-15 2015-16 2016-17 2017-18 2018-19 Total Environ/NPDES 0 36,709 50,000 50,000 50,000 50,000 236,709 Design/Plan Review 0 400,000 500,000 500,000 500,000 500,000 2,400,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 8,700,000 13,500,000 13,500,000 13.500.000 13,500,000 62,700,000 Inspection 8 Admin 0 513,500 750,000 750,000 750,000 750,000 3,513,500 Contingency 0 870,000 1,500,000 1,500,000 1,500,000 1,500,000 6,870,000 Total Costs: $0 $10,520,209 $16,300,000 $16,300,000 $16,300,000 S16,300,000 $75,720,209 Project Funding: Fundino Souroe: PriorYears 2014-15 2015-1 20161-17 2017-18 201&19 Total Gas Tax 0 227,023 0 0 0 0 227,023 Measure R Local 0 2,724,022 0 0 0 0 2,724,022 STPL 0 736,440 0 0 0 0 736,440 TDA Art. 8 0 6,832,724 0 0 0 0 6,832,724 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 16,300,000 16,300,000 16,300,000 16,300,000 65,200,000 Total Costs: $0 $10,520,209 $16,300,000 $16,300,000 $16,300,000 $16,300,000 $75,720,209 0 Impact On Operations: None 2014-15 SIDEWALK REPAIR PROGRAM Project Number: M0103 • Project Location: --- Citywide. P ECT[OGATNIN, C/TTMOE Description: The annual Sidewalk Repair Program is an integral part of the City's pavement management system. It makes necessary repairs to City sidewalks damaged by tree roots and pavement settlement. Justification: Making necessary repairs to damaged sidewalks is consistent with the City's commitment to sound pavement management and improves pedestrian passage by eliminating conditions that impede upon the pathway. Project Status: Proposed Project Cost Est. ($): Expenditure/Category: PriorYears Environ/NPDES 0 Design/Plan Review 0 Right -of -Way 0 Construction 0 Inspection & Admin 0 Contingency 0 Total Costs: $o Project Funding: 0 Funding Source: PriorYears TDA Art. 8 0 0 0 0 0 0 0 Priority Unfunded 0 Total Costs: $0 Impact On Operations: None. Department: Public Works Project Supervisor: Curtis Nay 2014-15 2015-16 2016-17 2017-18 2018-19 Total 5,000 2,000 2,000 2,000 2,000 13,000 0 0 0 0 0 0 0 0 0 0 0 0 855,000 232,000 232,000 232.000 232,000 1,783,000 70,000 13,000 13,000 13,000 13,000 122,000 70,000 13,000 13,000 13,000 13,000 122,000 $1,000,000 $260,000 $260,000 $260,000 $260,000 $2,040,000 2014-15 2015-16 20161-17 2017-18 2018-19 Total 1,000,000 0 0 0 0 1,000,000 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 0 260,000 260,000 260,000 260,000 1,040,000 $1,000,000 $260,000 $260,000 $260,000 $260,000 $2,040,000 • 0 • 2014-15 STORM WATER FLOW LINE REPAIR PROGRAM Project Number: M0104 Project location: - Citywide. I ECTLO MN, CffMWE Description: This annual maintenance effort makes necessary repairs to curb and gutter flow lines to address and prevent the ponding of storm water. Justification: Each year the City dedicates a portion of the Capital budget to make necessary repairs to storm water flow lines, demonstrating the City's commitment to sound infrastructure. The repair of flow lines prevents water • stagnation, which can lead to health issues. Project Status: Proposed. Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expenditure/Category: PriorYears 2014-15 2015-16 2016-17 2017-18 2018-I9 Total Environ/NPDES 0 2,000 1,000 1,000 1,000 1,000 6,000 Design/Plan Review 0 0 0 0 0 0 0 Right -of -Way 0 0 0 0 0 0 0 Construction 0 314,000 225,000 225,000 225.000 225,000 1,214,000 Inspection & Admin 0 16,000 11,250 11,250 11,250 11,250 61,000 Contingency 0 18,000 12,750 12,750 12,750 12,750 69,000 Total Costs: s0 $350,000 $250,000 $250,000 $250,000 $250,000 $1,350,000 Project Funding: Funding Source: PriorYears 2014-15 2015-1 20161-17 2017-18 2018-19 Total Storm Water Utility 0 350,000 0 0 0 0 350,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 250,000 250,000 250,000 250,000 1,000,000 Total Costs: $0 $350,000 $250,000 $250,000 $250,000 $250,000 $1,350,000 0 Impact On Operations: None 2014-15 TRAIL FENCE REPLACEMENT PROGRAM Project Number: M0105 is Project Location: Citywide. vaoretraounox, w Mn Description: This project will replace the existing fence lines on five major trail sections with lodge pole fence products to provide a more durable, visually pleasing trail zone barrier. Portions of the Robinson Ranch and South Fork Trail were replaced in Fiscal Year 2013-14. This year's effort will repair the remainder of the South Fork Trail and the Commuter Rail Trail in Canyon Country. Justification: Supports a Citywide goal of maintaining City trails to the established high standards important to the City • Council; and the Parks, Recreation, and Community Services (PR&CS) Commission. A phased program analysis to determine priority efforts was conducted through inspection of condition, review of maintenance practices, accurate measurement of all trail sections, and research on trail fence system products. This effort implements the phased program to address necessary replacement of the failing and vandalized fence system. Project Status: Proposed, Department: Parks, Recreation & Community Services Project Supervisor: Peter Herne Project Cost Est. (8): Expenditure/Category: PriorYears 2014-15 2015-16 2016-17 2017-18 2018-19 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 75,000 75,000 75,000 75.000 75,000 375,000 Inspection & Admin 0 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 0 Total Costs: $0 $75,000 575,000 575,000 $75,000 $75,000 $375,000 Project Funding: Funding Source: PriorYears 2014-15 2015-16 20161-17 2017-I 201849 Total General Fund 0 13,520 0 0 0 0 13,520 TDA Article 3 0 61,480 0 0 0 0 61,480 0 0 0 0 0 0 0 0 0 0 0 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 75,000 75,000 75,000 75,000 300,000 . Total Costs: s0 $75,000 $75,000 $75,000 $75,000 $75,000 $375,000 Impact On Operations: Savings in man hours by elminating the need for temporary repairs •JO ANNE DARCY CANYON COUNTRY LIBRARY Project Number. M3019 EXTERIOR PAINT Project Location: Jo Anne Darcy Canyon Country Library at 18601 Soledad Canyon Road. Description: This project will repair the stucco and repaint the exterior walls of the Jo Anne Darcy Canyon Country Library building to match existing colors. It will also address any damage to the styrofoam architectural features prior to the application of paint. • Justification: The library was last painted in 2001 when it was originally built and is now in need of a fresh coat of paint. There are signs of wear and tear all over the building,, in addition to the numerous 'patches' that were painted to cover grafitti. A new layer of paint will also serve as a protective layer against the elements. Project Status: Proposed. Department: iw pnM w.-. nr' i RFA6PMMg_gg Project Cost Est. ($): a.0 g i e '' ^V g � b v'i�t KPN�• { t , g! Mc'p Y PNc si (- ! e Q� i>3 I. I i � xyronoox m i i I/ S $S ! r S WON ,d I e I a 2014-1 ,pp lam° 2016-17 S p �sNRNO� 2018-19 Total Environ/NPDES 0 0 0 kT 0 PRO✓ECT[OCIIT/ON: 0 Design/Plan Review Description: This project will repair the stucco and repaint the exterior walls of the Jo Anne Darcy Canyon Country Library building to match existing colors. It will also address any damage to the styrofoam architectural features prior to the application of paint. • Justification: The library was last painted in 2001 when it was originally built and is now in need of a fresh coat of paint. There are signs of wear and tear all over the building,, in addition to the numerous 'patches' that were painted to cover grafitti. A new layer of paint will also serve as a protective layer against the elements. Project Status: Proposed. Department: Public Works Project Supervisor Byron Moline Project Cost Est. ($): Expenditure/Category: PriorYeers 2014-1 20156 2016-17 2017-1 2018-19 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 75,000P., 0 0 0 75,000 Inspection & Admin 0 0 0 0 0 0 0 Contingency 0 5,000 0 0 0 0 5,000 Total Costs: s0 S80,000 so $0 s0 $0 $80,000 Project Funding: Fundina Source: PriorYeers 2014-15 2015-16 20161-17 2017-18 2018-19 Total Developer Fees - UI 0 18,499 0 0 0 0 18,499 General Fund 0 61,501 0 0 0 0 61,501 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 . .0 �. 0 0 0 0 0 0 '.0 p �. 0 0 0 0 Priority Unfunded 0 .0 - '- ° 0 0 0 0 0 Total Costs: So $80,000 so s0 so s0 580,000 Impact On Operations: None. POOL REPLASTER - Project Number MO 106 NORTH OAKS PARK AND VALENCIA GLEN PARK Project Location: North Oaks and Valencia Glen Parks. Description: This project will remove existing plaster and tile lane markings in the North Oaks Park and Valencia Glen Park pools, replacing them with new plaster and tilework. The North Oaks Pool will also receive new tile gutters to address ongoing maintenance issues. Justification: These pools were last re -plastered approximately 18 years ago. Existing plaster is showing signs of deterioration due to age. The pool plaster at Valencia Glen Park is cracking, and risks additional damage 9 not addressed. The tile gutters at North Oaks Park poolis experiencing cracking and dislodging due to settling of the pool. Other work related to pool maintenance will be addressed as needed. Project Status: Proposed. Department: Parks, Recreation & Community Services Project Supervisor: Ron Fierro Project Cost Est. ($): Expenditure/Category: PriorYears 2014-15 2015-1 2016-17 2017-18 2018-19 Total Environ/NPDES 0 0 0 0 0 0 0 Design/Plan Review 0 5,000 0 0 0 0 5,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 153,000 0 0 0 0 153,000 Inspection & Admin 0 2,000 0 0 0 0 2,000 Contingency 0 24,000 0 0 0 0 24,000 Total Costs: $0 $184,000 $0 $0 $e $0 $184,000 Project Funding: Fundina Source: PriorYears 2014-15 2015-16 20161-17 2017-I8 2018-19 ylel General Fund 0 184,000 0 0 0 0 184,000 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 $184,000 $0 $0 $0 $0 5184,000 Impact On Operations: None. • 0 • RUBBERIZED PLAYGROUND SURFACE REPLACEMENT Project Number: M0107 Project Location: Selected parks Citywide. vaamcrcawnovr MYWW 11 Description: This project will remove and replace the worn rubberized surfacing at four park playgrounds: Begonias Lane, Central, Oak Spring Canyon, and Valencia Heritage Parks. The combined surface area to be replaced totals 6,847 square feet. Justification: Rubberized surfacing is a safety component in many of the City's playgrounds. The average life -expectancy of • rubberized surfacing in our geographic area, taking into consideration the climate conditions and usage volume, is seven years. There are four packs with playground surfaces in need of replacement because of their poor, failing condition. Project Status: Proposed. Department: Parks, Recreation & Community Services Project Supervisor: Tom Reilly Project Cost Est. ($): Expenditure/Category: PriorYears 2014-15 2015-16 2016-17 2017-18 2018-19 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 0 103,000 0 0 0 0 103,000 Inspection 8 Admin 0 2,000 0 0 0 0 2,000 Contingency 0 15,000 0 0 0 0 15,000 Total Costs: s0 $120,000 s0 s0 so s0 $120,000 Project Funding: Funding Source: PriorYears 2014-15 2015-1 20161-17 2017-18 2018-19 Total General Fund 0 120,000 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: $o $120,000 s0 $0 $0 so $120,000 • Impact On Operations: Staff hour savings due to elimination of patch and repair activities. SANTA CLARITA METROLINK STATION ProjectNumher. M4012 EXTERIOR PAINT Project Location: Santa Clarita Metrolink Station at 22122 Soledad Canyon Road. r NdroBnk' sudor li (C1 � 4 PROJECT LOCATION: Description: This project will repaint the exterior. walls of the existing structures to match existing colors. The metal handrails and roofing support columns will also be painted. Justification: The Santa Clarita Metrolink Station was'opdried"in 1992 and has had years of exposure to harsh weather. The exterior walls of the existingstructures are how faded and some areas of plaster show signs of erosion. This project will improve the appearance a$'well-as'add a new layer of paint to serve as a protective layer against the elements. - Project Status: Proposed. Department: Public Works Project Supervisor Byron Moline Project Cost Est. ($): Expenditure/Category: PriorYears 2014-15 2015-16 2016-17 2017-1 2018-19 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 0 150,000 0 0 0 0 -150,000 Inspection & Admin 0 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 0 Total Costs: so $150,000 _ so $o s0 $0 $150,000 Project Funding; Funding Source: PriorYears 2014-15 2015-16- 20161-17 2017.18 2018-19 Total FTA Grant 0 150,000 '" "' ' D- 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 Q.. 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $150,000 $0 $0 s0 $o $150,000 Impact On Operations: None. • • • SANTA CLARITA SPORTS COMPLEX Project Number M3021 ELECTRICAL SWITCHGEAR REPLACEMENT Project Location: Santa Clanta Sports Complex (Activities Center at 20880 Centre Pointe Parkway, Gymnasium at 20870 Centre Pointe Parkway) - � 5 ✓ Aw44� i8 Ro I�,�wR-r-rr'" w-.��nK'"�v � ,r k- �` '� �,� e(kj?. ON r g F IAB-•- � ..y •/~ � "���' � 4lv �r4,- Po p M u PROJECT LOCATION: O Description: This project will install a new electrical switchgear at the Santa Clarita Sports Complex (SCSC) with equipment similar to the electrical equipment recently installed at City Hall. • Justification: The electrical system at this facility was installed in the late 1970s, at the time of the building's original construction. It is located in the Activities Center and serves both the Activities Center and the Gymnasium. Currently, the center currently operates without a back-up electrical system, which in the event of a system failure, could result in costly emergency repairs. A planned replacement of the equipment would avoid potential program interruptions, and could result in substantial savings by avoiding the possibility of paying for emergency services. • Project Status: Proposed. Department: Parks, Recreation & Community Services Project Supervisor: Ron Fierro Project Cost Est. ($): Exoend8ure/Category: Environ/NPDES Design/Plan Review Right -of -Way Construction Inspection & Admin Contingency Total Costs: Project Funding: Funding Source: General Fund PriorYears 0 0 0 0 0 0 so PriorYears 0 0 0 0 0 0 0 Priority Unfunded - 0 Total Costs: _ So Impact On Operations: None. 2014-15 2015-16 2016-17 0 0 0 10,000 '0 0 0 ,....0 0 90,000 0 0 2,000 0 0 15,000 0 0 $117,000 $0. so 2017-1 2018-t9 Total 2014-15 2015-16 20161-17 117,000 - 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 S117,000 $0 s0 2017-18 2018-19 Total 0 0 0 0 0 10,000 0 0 0 0 0 90,000 0 0 2,000 0 0 15,000 so so $117,000 2017-1 2018-t9 Total 0 0 117,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 s0 $117,000 SANTA CLARITA SPORTS COMPLEX HVAC REPLACEMENT PROGRAM, PI Project Location: Santa Clarita Sports Complex - Activities Center at 20880 Centre Pointe Parkway. Project Number M3022 • kSE III , a or PROJECT 4OCA nON: O Description: This project will replace roof -mounted HVAC units with new 2010 Title 24 energy compliant units. This represents year three of a planned four -year -program. This project will address several of the 14 -year-old units at the Activities Center. Units generally."%lo a 15 -year -life expectancy. Justification: Units are nearing the end of their life. Repairs are becoming more frequent with occasional system failures. New units are manufactured to comply with the latest Title 24 energy requirements, which increase overall efficiency, resulting in lower utility costs to the City. Project Status: Proposed. Department: Parks, Recreation & Community Services Project Supervisor: Ron Fierro Project Cost Est. ($): Expenditure/Cateoorv: Environ/NPDES Design/Plan Review Right -of -Way Construction Inspection & Admin Contingency Total Costs: Project Funding PriorYears 2014-15 2015-16 2016-17 2017-1 2018-1 Total 0 0 0 0 0 0 0 0 5,000 5,000 0 0 0 10,000 0 0 0 0 0 0 0 0 78,500 78,500 0 0 0 157,000 0 1,000 ' 7,000 0 0 0 2,000 0 5,000 5,000 0 0 0 10,000 $0 $89,500 $891500 $0 $0 $0 $179,000 Funding Source: PriorYears 2014-15 2015-16 20161-17 General Fund 0 0 0 -, 0 0 0 ,89,500 0 ., ,0 0 0 0 0 .. d 0 - ,..;p; . -.. 0 0 0 0 0 0 0 0 0" iarn,� 0 0 0 0 0 0 0 0 0 0 Priority Unfunded - 0 0 89,500 0 Total Costs: $0 $89,500 589,500 s0 Impact On Operations: Anticipate a 20% reduction in utlility usage. 2017-18 2018-19 Total 0 0 89,500 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 89,500 $0 $0 $179,000 • CJ •SANTA CLARITA SPORTS COMPLEX AQUATICS CENTER Project Number M3020 POOL DRAIN COMPLIANCE Project Location: Santa Clarita Sports Complex - Aquatics Center at 20850 Centre Pointe Parkway. Description: Justification: • Project Status: f All— of ao..'. �','_-r i�maE A91 \ spe�a� � y ♦ � �I �V zs�,�P � �yb C/11YIXi t y T� J $ � a 4- PROJECT LOGIT/ON: O This project will remove and replace the main drain inlet and covers at the bottom of 50 -meter pool at the Santa Clarita Sports Complex Aquatics Cehtec�Thls'effort entails excavation and removal of existing drains and replacing them with larger units to accommodate the proper drain grates. Renovation is necessary to be in full oompljence`with the federal Virginia Graham Baker Ad. As a result of the County's new methodology; in determining; drain grate size and their allowable gallons -per -minute, the drains must be made larger to allow for more water to flow though the newly required drain covers. Proposed. Department: Parks, Recreation ,& Community Services Project Supervisor: Ron Fieno Project Cost Est. ($) Expenditure/CalegoDE PriorYears 2014-15 2015-16 2016-17 2017-1 2018-19 Total Environ/NPDES 0 0 0 0 0 0 0 Design/Plan Review 0 2,000 0 0 0 0 2,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 18,000 0 0 0 0 18,000 Inspection B. Admin 0 1,000 0 0 0 0 1,000 Contingency 0 2,000 0 0 0 0 2,000 Total Costs: $0 $23,000 $o $o so so $23,000 Project Funding: Funding Source: PriorYears 2014-15 2015-16 20161-17 2017-18 2018-19 Total General Fund 0 23,000 0 0 0 0 23,000 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: ;.a0 0 0 0 0 Priority Unfunded 0 -""0 ' r0 0 0 0 0 Total Costs: $0 $23,000 ..' ;10,..... $o $0 $0 $23,000 40 Impact On Operations: None TRANSIT MAINTENANCE FACILITY Project Number: M1016 MAINTENANCE BUILDING FLOOR RECOATING Project Location: Transit Maintenance Facility 28250 Constellation Road PROJECT LOCATION: O Description: This project will replace approximately 13,000 square feet of damaged and/or worn epoxy floor coating in the bus maintenance building at the Transit Maintenance Facility (TMF). Justification: After almost 10 years of daily usage the floor of the bus maintenance garage at the TMF has chipped and bubbled leaving uncoated areas of the sub -concrete floor visible. These raw unprotected areas are now exposed to chemicals, temperature fluxuations, heavy equipment traffic, etc., and susceptible to additional chipping, and cracking of the base concrete. Project Status: Proposed. Department: Administrative Services Project Supervisor Adrian Aguilar Project Cost Est. ($) Expenditure/Category: PriorYears 2014-1 1 � '�� cpxarzLuiwx as 2018-19 Total GWIY WY 0 0 0 0 0 0 0 Design/Plan Review 0 0 0 0 0 0 0 Right -of -Way , 0 f 0 g 0 l / �i QP PROJECT LOCATION: O Description: This project will replace approximately 13,000 square feet of damaged and/or worn epoxy floor coating in the bus maintenance building at the Transit Maintenance Facility (TMF). Justification: After almost 10 years of daily usage the floor of the bus maintenance garage at the TMF has chipped and bubbled leaving uncoated areas of the sub -concrete floor visible. These raw unprotected areas are now exposed to chemicals, temperature fluxuations, heavy equipment traffic, etc., and susceptible to additional chipping, and cracking of the base concrete. Project Status: Proposed. Department: Administrative Services Project Supervisor Adrian Aguilar Project Cost Est. ($) Expenditure/Category: PriorYears 2014-1 2015-16 2016-17 2017-18 2018-19 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 95,000 0 0 0 0 95,000 Inspection & Admin 0 1,000 0 0 0 0 1,000 Contingency 0 9,000 0 0 0 0 9,000 Total Costs: s0 $105,000 $0 $0 $0 $0 $105,000 Project Funding: Funding Source: PriorYears 2014-15 2015-16 20161-17 2017-18 2018-19 Total FTA Grant 0 105,000 0 0 0 0 105,000 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 $105,000 s0 s0 $0 s0 $105,000 Impact On Operations: None. • • VALENCIA LIBRARY ROOF REPLACEMENT Project Location: Valencia Library, 23743 Valencia Boulevard Project Number: M1017 0 "W EQ PROJECTLCCAMN: O Description: This project will remove the existing roof at the Valencia Library and replace it with a Title 24 -compliant roof surfacing system with a 20 -year warranty. • Justification: In 2011, the City assumed ownership of this library and its maintenance. Later in that year, the roof was inspected by a roofing consultant that reported the overall condition of the roof to be 'poor -to -failing'. The roof is exhibiting signs of failure and is missing tiles, which allows water to enter, wetting the insulation in several areas. Replacing the roof will help protect the City's investment. Project Status: Proposed. Department: Public Works Project Supervisor Byron Moline Project Cost Est. ($) Expenditure/Category: °kid h claw 2014-15 2015-16 2016-17 $ ,o a iiia er 0P m 5,000 0 0 0 0 vn om ou 4q/ w „ Design/Plan Review 0 Fy Z N 0 0 0 y' Pmy� Right -of -Way 0 VALENCIAqqC, 0 0 a�VD 0 0 Construction F gcr 520,000 ..4 P 9 w y ear 9 9,. n'O/i.�+,C 5��•! liy�0 � 'SY~ � M14i 0 "W EQ PROJECTLCCAMN: O Description: This project will remove the existing roof at the Valencia Library and replace it with a Title 24 -compliant roof surfacing system with a 20 -year warranty. • Justification: In 2011, the City assumed ownership of this library and its maintenance. Later in that year, the roof was inspected by a roofing consultant that reported the overall condition of the roof to be 'poor -to -failing'. The roof is exhibiting signs of failure and is missing tiles, which allows water to enter, wetting the insulation in several areas. Replacing the roof will help protect the City's investment. Project Status: Proposed. Department: Public Works Project Supervisor Byron Moline Project Cost Est. ($) Expenditure/Category: PriorYears 2014-15 2015-16 2016-17 2017-18 2018-19 Total Environ/NPDES 0 5,000 0 0 0 0 5,000 Design/Plan Review 0 0 0 0 0 0 0 Right -of -Way 0 0 0 0 0 0 0 Construction 0 520,000 0 0 0 0 520,000 Inspection & Admin 0 3,300 0 0 0 0 3,300 Contingency 0 51,700 0 0 0 0 51,700 Total Costs: $0 $580,000 $0 $0 so $0 $580,000 Project Funding: Funding Source: PriorYears 2014-15 2015-16 20161-17 2017-1 2018-19 Total General Fund 0 580,000 0 0 0 0 580,000 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 o 0 0 0 0 0 0 • Total Costs: $0 $580,000 $0 $0 $0 $o $580,000 Impact On Operations: None. 0 0 • 0 0 • • 2014-15 PLAY AREA SHADE PROGRAM Project Number P3020 • 0 Project Location: Begonias Lane Park at 14911 Begonias Lane. :ry�� 9a r�F, l �g,� � '.: 8 qtl- � I `••.?els , % q 41 `Q , Y } dT v '3 $ (gi... ll'•'Pw.M1 �' 4\ i �B � iy a"n, k gae��a .%o"fid 8\�i •`5co�eod0 a�E � ?°Q`a:.ry 'h<lf 33 r PROJECT LOCATION: 0 .: Description: This effort will continue the work of several previous years to design and construct shade structures over the play areas at several City parks, providing acomfortable playground environment for children and adults. The 2014-15 Fiscal Year effort will construct the improvement at Begonias Lane Park. Justification: This project will increase daytime use of the play,area, and supports the Healthy Cities Program by encouraging residents with children to spend tirp,;putdpors Project Status: Proposed. Department: Parks; Recreation& Community Services Project Supervisor: Tom Reilly Project Cost Est. ($): Expenditure/Catecorv: PriorYears 2014-15 2015.16 2016-17 2017-18 2018-19 Total Environ/NPDES 0 0 0 0 0 0 0 Design/Plan Review 0 1,500 1,500 1,500 1,500 1,500 7,500 Right -of -Way 0 0 0 0 0 0 0 Construction 0 57,000 60,000 60,000 60.000 60,000 297,000 Inspection & Admin 0 1,000 1,000 1,000 1,000 1,000 5,000 Contingency 0 2,500 2,500 2,500 2,500 2,500 12,500 Total Costs: s0 $62,000 $65,000 $65,000 $65,000 $65,000 5322,000 Project Funding: Funding Source: PriorYears 2014-15 2015-16 20161-17 2017-18 2018-19 Total General Fund 0 62,000 0 0 0 0 62,000 0 .. 0 ;.' 0 0 0 0 0 0 0 -' X11' 0 0 0 0 0 D 0 0 0 0 Priority Unfunded 0 0 65 000, 65,000 65,000 65,000 260,000 Total Costs: $0 $62,000, $65,000 $65,000 $65,000 $65,000 $322,000 Impact On Operations: Little or no impact to the �operationel budget. CENTRAL PARK TENNIS CENTER - DESIGN Project Number P4013 Description: The project will design a tennis center at Central Park as identified in the 1998 Park Master Plan. The center will contain between six and leo courts,. iilc[udfngst/ne championship court, restroom facilities, and a staff office and lobby with a check-in counter, and locker area. Parking, circulation, and required utilities will also be included. The design will include an initial study of the environmental impact to determine if any further study or mitigation is required Design:'sc"ope t diilso include stormwater quality control costs and American's with Disabilities Act (ADA) access to the adjace}it ;dog park and lighting of the dog park. Justification: The 1998 Central Park Master Plan identified a tennis center as an amenity and the 2008 Parks, Recreation, and Open Space Master Plan identified tennis as the City's primary deficiency in terms of recreational amenities and programs. According to the plan, based on the City's population at that time, there should be a total of 80 tennis courts citywide. Currently, the City operates seven courts at three park locations. Project Status: Proposed. Department: Parks, Recreation & Community Services Project Supervisor: Tom Reilly Project Cost Est. ($) Expenditure/Category: PriorYears 2014-15 2015-16 2016-17 2017-18 2018-19 Total Environ/NPDES 0 10,000 0 0 0 0 10,000 Design/Plan Review 0 450,060 0 0 0 0 450,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 --0 0 0 0 0 0 Inspection & Admin 0 10,000 0. 0 0 0 10,000 Contingency 0 50,000 - 0 0 0 0 50,000 Total Costs: so $520,000 $0 s0 s0 $0 5520,000 Project Funding: Funding Source: PriorYears '2014-15 261§-161 20161-17 2017-18 2018-19 Total General Fund 0 520,000` - tr -.; 0 0 0 520,000 0 0. ,;d, 0 0 0 0 0 0 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: so $520,000 s0 s0 so s0 $520,000 Impact On Operations: None at this time C� • • • OLD ORCHARD PARK MASTER PLAN RE-EVALUATION Project Number P1006 • • Project Location: Old Orchard Park - 25023 Avenida Rotella. lie t ONS AY to ,� aV_$�'ytx t �' � •i� I II �Y a '� CHER0._Y> �BT,y � <sY, y°'.'o ' PROJECT LOCATION t O . Description: This project will explore the possible reconfiguration of the park with the current community needs in mind as demonstrated in the community -wide. input gathered in the Parks, Recreation, and Open Space Master Plan.The process will determine the extent to which the park will be modified in future years, ranging from refurbishment of existing buildings and amenities to the complete redesign and reconfiguration of the park. Justificatlon: The park was constructed in 1968 and Its facilities and infrastructure are nearing the end of their useful lives. Its construction was heavily influenced by the County's operational needs at that time, which included a service yard and garage, a multi -use soccer/softball field and small recreation room. The fields are primarily used as practice locations for various leagues, and the recreation room is not currently used for programming. Project Status: Proposed. Department: Parks, Recreation & Community Services Project Supervisor: Tom Reilly Project Cost Est. ($): Expenditure/Category' PriorYears 2014-15 2015-16 2016-17 2017-18 2018-19 Total Environ/NPDES 0 0 0 0 0 0 0 Design/Plan Review 0 45,000 0 0 0 0 45,000 Right -of -Way 0 0 0 0. 0 0 0 Construction 0 - 0 0 0 0 0 0 Inspection & Admin 0 _ 0 0 0 0 0 0 Contingency 0 5,000 0 0 0 0 5,000 Total Costs: $0 $50,000 $0 $0 $0 $0 $50,000 Project Funding: Funding Source: PriorYears 2014-1 2015-1. 20161-17 2017-18 2018-19 Total LMD T-2 Old Orchard 0 50,000, Q.,. 0 0 0 50,000 0 0 alt ':; 0 0 0 0 0 p ., ..0- 0 0 0 0 0 0 _ ;f 1;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: s0 $50,000 s0 $0 s0 $0 $50,000 Impact On Operations: None at this time. PACIFIC CREST PARK IMPROVEMENTS Project Number P4014 • Project Location: Pacific Crest Park - 17468 Honey Maple Street. va+� t x v % ROC Oyu-� 2.,..i ' E PROJECT LOCq T70N: .F° Description: This park was annexed into the City in 2012, and lacks restrooms. This effort will design and construct a restroom, sewer connection, electrical utilities for building operation, walkway lighting, and upgrade the existing decomposed granite walkway by removing and replacing it with a concrete path. A portion of the existing path will be re -aligned to provide additional recreational turf with necessary irrigation and re -seed. In keeping with the theme of the neighborhood, fencing will also be incorporated along the park frontage. Justification: Construction of restroom facilities will respond to community requests and bring the park up to City standards. The existing walkway is subject to irrigation runoff, making it impassible at times. By realigning and replacing it with a concrete path, recreational space will be maximized and park patrons will not be hindered by an inaccessible pathway. The proposed fencing will be strategically placed to discourage unauthorized vehicle entry which causes damage to the turf. Project Status: Proposed. Department: Parks, Recreation & Community Services Project Supervisor: Tom Reily Project Cost Est. ($): Expenditure/Category: PriorYears 2014-15 2015-16 2016-17 2017-18 2018-19 Total Environ/NPDES 0 2,000 0 0 0 0 2,000 Design/Plan Review 0 45,000 0 0 0 0 45,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 400,500 0 0 0 0 400,500 Inspection & Admin 0 25,500 0 0 0 0 25,500 Contingency 0 44,450 0 0 0 0 44,450 Total Costs: $0 $517,450 so s0 $0 s0 $517,450 Project Funding: Fundino Source: PriorYears 2014-1 2015-16 20161-17 2017-18 2018-19 Total General Fund 0 517,450 0 0 0 0 517,450 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: $0 $517,450 $0 $0 s0 $0 $517,450 Impact On Operations: Increase to maintenance and utilities operational accounts is anticipated. • • 0 RESOURCE MAN1 G MENfr CONSERVATION 0 • CATCH BASIN TRASH EXCLUDERS Project Number: R0010 Project Location: Citywide. I rae✓ecrcocurrov, crrrwrar Description: The new Stormwater permit requires the City install connector pipe screens or other devices on all catch basins known for having high trash/debris generation. Trash devices are placed either on or inside catch basins to prevent trash from entering the storm drain and the river. There are 19 catch basins in the City that are determined to be in this category. • Justification: This is a requirement of the NPDES permit, which will help to reduce staff time to clean out the storm drains. Staff has done research into the cost to purchase and install the equipment. Installation of the excluders will improve efficiency for the stormwater staff because the trash/debris will be blocked from entering the storm drain system, allowing for minimized cleaning time throughout the year. Project Status: In progress. Department: Public Works Project Supervisor. Travis Lange Project Cost Est ($): Expenditure/Category: PriorYears 2014-15 2015-16 2016-17 2017-18 2018-19 12W Environ/NPDES 0 0 0 0 0 0 0 Design/Plan Review 0 1,500 0 0 0 0 1,500 Right -of -Way 0 0 0 0 0 0 0 Construction 0 35,000 0 0 0 0 35,000 Inspection & Admin 0 0 0 0 0 0 0 Contingency 0 1,500 0 0 0 0 1,500 Total Costs: s0 $38,000 s0 s0 s0 s0 538,000 Project Funding: Funding Source: PriorYears 2014-15 15-1 20161-17 29.17-5$ 2018-1 Total Storm Water Utlity 0 38,000 0 0 0 0 38,000 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 Total Costs: 0 0 0 0 0 0 0 s0 S381000 s0 s0 s0 s0 538,000 Impact On Operations: Anticipate staff hour savings due to reduction in storm drain cleaning efforts. ELECTRIC VEHICLE CHARGING STATIONS Project Number: R0014 AND SUPPORT FOR DC FAST FILL Project Location: Locations within one mile of Intestate 5. Description: Project scope is a multi -agency collaborative effort with the Southern California Association of Governments (SCAG) and Cleantech Institute for the construction of electric vehicle fueling stations along Interstate 5 from San Diego to Sacramento. The City effort will provide for the cost of upgrading an electrical service line that will accommodate one fast -fill DC unit. Two slow -fill stations, capable of operating from existing electrical service lines will also be constructed in the City. Justification: Many residents from the community have contacted the City requesting addtitional electric vehicle charging stations in the Santa Clarita Valley. This would support the growing number of EV owners, improve air quality, and supports local energy instead of imported fuel. Project Status: Proposed. Department: Public Works Project Supervisor Travis Lange Project Cost Est. ($) Exoenditure/Catecorv: PriorYears 4-15 2015-16 2016-17 2017-1 2018-19 Total Environ/NPDES 0 0 0 Aa- / �:; �.-- rile �. �" t •Y 1! 0 0 Tf J 11 / 0 0 f 0 0 0 0 0 0 0 Construction 0 49,000 0 0 0 0 r, r4 Inspection & Admin 0 1,000 �ry - PROJECT LOCATlON1 0 1,000 Contingency 0 Description: Project scope is a multi -agency collaborative effort with the Southern California Association of Governments (SCAG) and Cleantech Institute for the construction of electric vehicle fueling stations along Interstate 5 from San Diego to Sacramento. The City effort will provide for the cost of upgrading an electrical service line that will accommodate one fast -fill DC unit. Two slow -fill stations, capable of operating from existing electrical service lines will also be constructed in the City. Justification: Many residents from the community have contacted the City requesting addtitional electric vehicle charging stations in the Santa Clarita Valley. This would support the growing number of EV owners, improve air quality, and supports local energy instead of imported fuel. Project Status: Proposed. Department: Public Works Project Supervisor Travis Lange Project Cost Est. ($) Exoenditure/Catecorv: PriorYears 4-15 2015-16 2016-17 2017-1 2018-19 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 49,000 0 0 0 0 49,000 Inspection & Admin 0 1,000 0 0 0 0 1,000 Contingency 0 0 0 0 0 0 0 Total Costs: $0 $50,000 s0 $0 s0 s0 $50,000 Project Funding: Fundino Source: PriorYears 2014-15 2015-1 20161-17 2217=18 2018-19 Total General Fund 0 50,000 0 0 0 0 50,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.' 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $0 $50,000 s0 s0 s0 s0 5501000 Impact On Operations: Grant would support 4 years of maintenance. Actual maintenance costs are undetermined at this time, but will be built into user fees. • • 0 • • LOW IMPACT DEVELOPMENT PARKING LOT RETROFIT Project Number: R0012 Project Location: City limits. rwwrcriouraa, Description: This project will retrofit an existing public parking lot with low impact development improvements. This retrofit will allow polluted storm water to soak into the ground for treatment rather than entering the storm drain pipes. Normally, polluted stormwater runoff enters the storm drain that empties at the Santa Clara River, which is the local groundwater supply. Justification: The City of Santa Clarita was able to obtain a grant funded by Los Angeles County Sanitation District fines, to retrofit a public parking lot. Retrofitting parking lots with low impact development and green streets is a requirement to meeting National Pollutant Discharge Elimination System (NPDES) permit required pollution limits. Staff is working to determine the most suitable location for the limited grant budget provided. Project Status: Proposed. Department: Public Works Project Supervisor Travis Lange Project Cost Est ($): Expenditure/Category: Pri r ea 2014-15 201 22016-17 2017-18 2018-19 Total Environ/NPDES 0 2,500 0 0 0 0 2,500 Design/Plan Review 0 20,000 0 0 0 0 20,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 95,000 0 0 0 0 95,000 Inspection & Admin 0 10,000 0 0 0 0 10,000 Contingency 0 10,000 0 0 0 0 10,000 Total Costs: so $137,500 so so so $0 $137,500 Project Funding: Funding Source: PriorYears 2014-15 2015-1 20161-17 2017-18 2018-19 Total General Fund 0 40,000 0 0 0 0 40,000 SEP Grant 0 97,500 0 0 0 0 97,500 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: so 5137,500 SO $0 so $0 $137,500 Impact On Operations: None SANTA CLARA RIVER ARUNDO AND TAMARISK REMOVAL Project Number: R4003 • EXPANSION EFFORT Project Location: Upper Santa Clara River. rav✓ecrcadrron, crrMM Description: This project will expand the efforts to remove invasive and destructive arundo and tamarisk plants from the Santa Clara River. The Department of Water Resources has recommended approval of the upper Santa Clara River Integrated Regional Water Management Program (IRWMP) grant package to continue the efforts in Bouquet Creek and San Francisquito CreekBouquet Creek. The City portion is $500,000 for continuation of the arundo removal project. This would also provide support for private well and landowners in Bouquet Creek in the amount of $72,225 administered by the City. • Justification: Arundo and tamarisk are destructive plants that impair the river. They are fire hazards and use twice as much water as native habitat. This is water that would otherwise infiltrate into the groundwater. This project was the highest ranked mufti -benefit project in the IRWMP due to the benefits to water quality, waste supply, water demand, Flooding, and resource stewardship. Project Status: Proposed. Department: Public Works Project Supervisor: Travis Lange Project Cost Est. ($): Expenditure/Cateaorv: PriorYears 2014-15 2015-16 2016-17 2017-18 2018-19 Total Environ/NPDES 0 60,000 0 0 0 0 60,000 Design/Plan Review 0 2,275 0 0 0 0 2,275 Right -of -Way 0 0 0 0 0 0 0 Construction 0 397,250 0 0 0 0 397,250 Inspection & Admin 0 67,700 0 0 0 0 67,700 Contingency 0 45,000 0 0 0 0 45,000 Total Costs: s0 $572,225 $0 s0 s0 $0 $572,225 Project Funding: Funding Source: PriorYears 2014-15 2015-16 20161-17 2017-18 2018-19 Total Prop. 84 IRWMP Gran 0 422,225 0 0 0 0 422,225 Stonnwater 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 • Priority Unfunded 0 0 0 0 0 0 0 Total Costs: s0 $572,225 s0 s0 s0 s0 $572,225 Impact On Operations: None •TRASH CONNECTOR PIPE SCREENS Project Number: R1003 FOR RYE CANYON BUSINESS PARK Project Location: Rye Canyon Business Park l PROJECTL0 GAMN:0 Y Description: Install 174 Trash Connector Pipe Screens at Rye Canyon Business Park to reduce trash entering the Santa Clara River from the storm drain system. This is in addition to the 19 in R0010 already required for high traffic areas to comply with the National Pollutant Eliminations System (NPDES) Permit. Los Angeles County Flood Control District (LACFCD) permitting is required. The estimated cost of $2,300 per drain includes design, procurement and installation. • Justification: For National Pollutant Eliminations Discharge Systems permit compliance with Enhanced Watershed Management Plan(EWMP) conditions, the City is getting double credit for implementing now. Project Status: Proposed, Department: Public Works Project Supervisor Travis Lange Project Cost Est. ($): Expenditure/Category: PriorYears 201445 2015116 2016-17 2017.18 2018-19 Total Environ/NPDES 0 0 0 0 0 0 0 Design/Plan Review 0 200,000 0 0 0 0 200,000 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 0 0 0 0 0 0 Total Costs: s0 $400,000 s0 s0 s0 $0 $400,000 Project Funding: Funding Source: PriorYears 2014-15 201546 20161-17 2017-18 2018-19 Total Storm Water Utility 0 400,000 0 0 0 0 400,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 • Priority Unfunded 0 0 0 0 0 0 0 Total Costs: so $400,000 s0 s0 s0 s0 $400,000 Impact On Operations: Anticipate staff hour savings due to reduction in storm drain cleaning efforts. URBAN FOREST MANAGEMENPREFORESTATION Project Number: R0013 • Project Location: Citywide. C,�_✓ t ,y.. �-,a'' q i Prp., / t Senor Lleraa, � PRO✓ECTLOGT/ON, CffMVE Description: This Citywide Urban Forest Management/Reforestation project will remove trees located in public parkways which have reached their maximum age or allowable size and can no longer be maintained due to the availability of inadequate right-of-way and/or destruction to public or private infrastructure, and replace them with tree species more appropriately sized to mitigate future property damage. Justification: Implementing this management plan removes trees which have reached the maximum age or allowable size in small planting areas such as small parkways. Proactive management reduces sidewalk, curb, and gutter flow • line damage caused by roots. Project Status: Proposed. Department: Administrative Services Project Supervisor9ennis Luppens Project Cost Est. ($): Expenditure/Category: PriorYears 2014-15 201546 2016-17 2017-18 2018-19 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 50,000 50,000 50,000 50.000 50,000 250,000 Inspection & Admin 0 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 0 Total Costs: 50 $50,000 550,000 $50,000 $50,000 $50,000 5250,000 Project Funding: Funding Source: Prior ears 2014-15 2015-16 20161-17 2017-18 2018-19 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 $50,000 5250,000 Impact On Operations: Anticipate savings to Streets Division. • 0 0 STREETS F° BRIDEiES SDOCKWEILER DRIVE/LYONS AVENUE - ENVIRONMENTAL Project Number: S3023 Project Location: Dockweiler Drive and Valle Del Oro to Lyons Avenue. �/ mm PROJECT LOCATION; 40111111111110 Description: This effort will provide for the required environmental documentation needed to proceed with design for the extension of Dockweiler Drive to Lyons Avenue:'..' Justification: Construction of the roadway is consistent will the General Plan, and will improve traffic circulation in an area that will be impacted by future development. The alignment study, conducted in a prior year, determined the • necessary right-of-way for the future roadway Extension. Project Status: In progress. Department: Public Works Project Supervisor Curtis Nay Project Cost Est. ($): Exoendfture/Cateoorv: PriorYears 2014-15 2015-16 2016-17 2017-18 2018-19 ,Total Environ/NPDES 580,356 70,000 0 0 0 1,493,393 2,143,749 Design/Plan Review 0 0 0 0 0 0 0 Right -of -Way 686,840 0 0 0 0 0 686,840 Construction 0 0 0 0 0 56,500,000 56,500,000 Inspection & Admin 0 0 0 0 0 5,500,000 5,500,000 Contingency 0 0 0 0 0 5,500,000 5,500,000 Total Costs: $1,267,196 570,000 s0 $0 $0 $68,993,393 $70,330,589 Project Funding: Funding Source: PriorYears 2014-15 2015-16-16 20161-17 2017-18 2018-19 Tgtsl Via Princessa B&T 1,267,196 70,000 0 0 0 0 1,337,196 0' ...0 .. 0 0 0 0 0 0 0 0 0 0 0 0 0 0,, ,'l.P 0 0 0 0 0 0. 0 0 0 0 0 Priority Unfunded 0 "b . ` . 1r 1 `1.0 0 0 68,993,393 68,993,393 Total Costs: $1,267,196 570,000 s0 s0 SO $6$993,393 $70,330589 • Impact On Operations: None. GOLDEN VALLEY ROAD/STATE ROUTE 14 BRIDGE WIDENING Project Location: Golden Valley Road and State Route 14 Interchange. Project Number: S3028 . PROJECT LOCATION : O -d Description: Project will widen the bridge from the existing one lane in each direction to six total lanes. Multi -modal amenities include the construction of a sidewalk on the north side of the bridge, and a shared sidewalk and bike path on the south side. It will also make modifications to on- and off -ramps, and add landscaped medians. Justification: These improvements have been identified in the Eastside Bridge and Thoroughfare District Report as • necessary to accommodate anticipated increases to traffic volumes based on future development. Project Status: In progress. Department: Public Works Project Supervisor Curtis Nay Project Cost Est. ($) Expenditure/Category: PriorYesn 2014-I5 2015-16 222 2017 2018-19 TQW Environ/NPDES 50,000 0 0 0 0 0 50,000 Design/Plan Review 350,000 0 0 0 0 0 350,000 Right -of -Way 0 0 0 0 0 0 0 Construction 6,500,000 0 0 0 0 0 6,500,000 Inspection & Admin 1,000,000 400,000 0 0 0 0 1,400,000 Contingency 1,147,640 0 0 0 0 0 1,147,640 Total Costs: $9,047,640 $400,000 $O s0 s0 $O $9,447,640 Project Funding Fundina Source: PrierYcars 2014-15 201516 20161-17 2017-18 2018-19 11QW B&T East Side 4,858,801 0 0 0 0 0 4,858,801 LMD 2008-1 34,303 115,697 0 0 0 0 150,000 Prop. C Grant 4,154,536 284,303 0 0 0 0 4,438,839 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $9,047,640 S400,000 $O s0 s0 s0 $9,447,640 • Impact On Operations: Anticipate increase to electrical utility accounts upon construction. • I-5/MAGIC MOUNTAIN PARKWAY INTERCHANGE PHASE II Project Number: S1003 Project Location: Interstate 5 and Magic Mountain Parkway.. i PROJECTwtDCAT10N; Description: The Phase II effort provided for City of Santa Clarita (City) oversight of the interchange improvements at The Old Road and Magic Mountain Parkway. This was a joint effort between the City and the Los Angeles County (County) Department of Public Works and Caltrans to widen and improve the interchange and surrounding area in anticipation of future development. • Justification: Prior year efforts constructed the improvements.This funding will provide for associated construction costs of the roadway per the City/County Cooperative Agreement. Project Status: In progress. Department: Public Works Project Supervisor Curtis Nay Project Cost Est. ($): Exoenditure/Cateoorv: PriorYears 2014-15 2015-16 2016-17 2017-18 2018-19 Total Environ/NPDES 200,000 0 0 0 0 0 200,000 Design/Plan Review 3,750,000 0 0 0 0 0 3,750,000 Right -of -Way 1,250,000 1,654,400 0 0 0 0 2,904,400 Construction 39,651,770 0 0 0 0 0 39,651,770 Inspection & Admin 925,000 0 0 0 0 0 925,000 Contingency 0 0 0 0 0 0 0 Total Costs: $45,776,770 51,654,400 SO $0 $0 SO 547,431,170 Project Funding: Funding Source: PriorYears 2014.1 2015-16 20161-17 2017-1 2018-19 Total B&T Valencia 30,851,159 1,367,421 -'0'. 0 0 0 32,218,580 LMD 57,443 0 0 0 0 0 57,443 Prop. C Grant 14,868,168 286,979 0 0 0 0 15,155,147 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: $45,776,770 51,654,400 $0 $0 SO $0 $47,431,170 • Impact On Operations: None. JOHN RUSSEL - PASEO BRIDGE REPLACEMENT PROGRAM ProjeetNumber: S1042 • Project Location: John Russel Drive.As between Cortina Drive and Via Candice. —'" O'w' ;9e ' e;� a "=;, a ",b i 9 17 meq.,, $ a £ y y6w'G,.JO�M4 d � g'i. \/ �1i�4.—.)\•o ap'�w 's \ai�r,',;;.� a� g: g:,, �I�q�$�'"q. \Jq PROJECT LOCAT/ON: Description: The Paseo Bridge Replacement Program replaces pedestrian bridges in the south Valencia paseo system that have reached their useful life. This: piog'ram'will replace the existing wooden pedestrian bridge crossing at John Russel Drive with a steel truss bridge. Justification: This bridge has reached its useful life- and has beemir7entified as in need of replacement rather than repair. Replacing the wooden. structure, with a ;steel structure is more cost effective when factored against the high cost of maintaining a wooden str1. ucture for ds expected life span. • Project Status: Proposed. Department; Public Works Project Supervisor Curtis Nay Project Cost Est. ($j: Expenditure/Category: PriorYears 2UJzL6 201647 2017-18 2018-19 Tota Environ/NPDES 0 0 0 0 0 0 0 Design/Plan Review 0 50,000 0 0 0 0 50,000 Right-ofMay 0 0 0 0 0 0 0 Construction 0 450,000 0 0 0 0 450,000 Inspection 8 Admin 0 45,000 0 0 0 0 45,000 Contingency 0 0 0 0 0 0 0 Total Costs: s0 $545,000 s0 so s0 s0 $545,000 Project Funding: Funding Source: PriorYears 2014-15 2015-1 20161-17 201748 2018-19 Total LMD Zone T-7 0 _ 545,000 0 0 0 0 545,000 0 0 0 0 0 0 0 0 : 0 .,..:.0 0 0 0 0 0 0 0 0 0 0 0 0 0: , 0,1 .. 0 0 0 0 0 0 0' 0 a 0 0 Priority Unfunded 0 '0 `0 0 0 0 0 Total Costs: so $545,000 -.s0 - $0 s0 s0 $545,000 Impact On Operations: None. - • r� U • LOST CANYON ROAD BRIDGE WIDENING Project Number: S3029 Project Location: Lost Canyon Road at the Santa Clara River. .o HSM ,off a.e t s t — lu y.. t D i Vf 5S 8 E CS t NDRL"D �-Vr.��',X' ac gam, t RD crfvo — -w w i ER..�RD e � F PROJECTLO"VON:O Description: This project will design and construct bridge, widening improvements mar win accommooate two I4- -t- -- travel - -t ,uotravel lanes, 4 -foot -wide shoulders,-and`a. mAj-use path on the north side of the bridge. Justification: The existing bridge is functionally'obsolete"(FOJ."The dobk is too narrow for the amount of traffic it carries. Widening the bridge to current stdndards wouVremove the FO status and improve circulation and pedestrian travel. A sa.R.,........ Project Status: In progress. Department: Public Works Project Supervisor Curtis Nay Project Cost Est. ($) Expenditure/Catedon Environ/NPDES Design/Plan Review Right -of -Way Construction Inspection & Admin Contingency Total Costs: Project Funding: Prior ars 2014-15 2015-16 2016-17 2017-18 2018-19 Total 0 7,500 0 0 0 0 7,500 300,000 0 0 0 0 0 300,000 0 0 0 0 0 0 0 0 1,000,000 0. 0 0 0 1,000,000 26,796 87,090 0 0 0 0 113,886 0 100,000 0 0 0 0 100,000 $326,796 $1,194,590 'so, $0 s0 $0 $1,521,386 Fundino Source: PriorYears Federal HBP Gl'ant 297,357 Gas Tax 15,217 TDA Article 3 4,222 TDA Article 8 10,000 0 0 129,304, 0 0. 0 Priority Unfunded 0 Total Costs: $326,796 0 Impact On Operations: None 2014-15 2015-16 20. 161-17 1,041,330 0 0 23,956. ., .......__ .. 0 0 0 4,222 129,304, 0 0. 0 0 0 P1. ri0,_,, 0 0 0 0 0 0 0 $1,194,590 _ $0 $0 2017-18 2018-19 Total 0 0 1,338,687 0 0 39,173 0 0 4,222 0 0 139,304 0 0 0 0 0 0 0 0 0 0 0 0 s0 $0 $1,52086 MCBEAN PARKWAY BRIDGE WIDENING OVER THE RIVER Project Number: S1037 Project Location: McBean Parkway at the Santa Clara River Trail. Description: This project will widen the McBean Parkway Bridge over the Santa Clara River to eight lanes and construct a Class I bike path connecting McBean Parkway and the Santa Clara River Trail, creating a multi -modal corridor. The effort will also construct a landscaped median from Avenue Scott to Magic Mountain Parkway. Justification: Widening of the roadway and construction of the bicycle path to connect to the Santa Clara River Trail are consistent with the City of Santa Clarita's (City) Circulation Plan and the Non -Motorized Transportation Plan. By widening the bridge to accommodate the bicycle path, the City encourages the use of non -motorized transportation for both recreational and commuter purposes. Project Status: In progress. Department: Public Works Project Supervisor Curtis Nay Project Cost Est. ($) Expenditure/Category: PriorYears 2014-15 2015-16 2916-17 2017-18 2018-19 Total Environ/NPDES 82,235 0 0 0 0 0 82,235 Design/Plan Review 1,000,000 0 0 0 0 0 1,000,000 Right -of -Way 0 0 0 0 0 0 0 Construction 7,351,857 0 0 0 0 0 7,351,857 Inspection & Admin 1,153,426 50,000 0 0 0 0 1,203,426 Contingency 1,009,300 0 0 0 0 0 1,009,300 Total Costs: 510,596,818 $50,000 s0 s0 so S0, $10,646,818 Project Funding: Funding Source: PriorYears 2014,15 2015-16 20161-17 2017-19 2018-19 Total B&T - Valencia 4,593,242 50,000 0 0 0 0 4,643,242 General Fund 78,500 0 0 0 0 0 78,500 LMD Zone 2008-1 424,063 0 0 0 0 0 424,063 Prop. C Grant 3,984,003 0 0 0 0 0 3,984,003 TDA Article 3 85,647 0 0 0 0 0 85,647 TDA Article 8 1,431,363 0 0 0 0 0 1,431,363 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs; $10,596,818 $50,000 $0 s0 $0 s0 $10,646,818 Impact On Operations: Increase to landscape maintenance and utility costs 40 • • • NEWHALL RANCH ROAD BRIDGE WIDENING Project Number: S1039 OVER SAN FRANCISQUITO CREEK Project Location: Newhall Ranch Road Bridge at San Francisquito Creek. 7N r c . toOn ` J "ie,'... _'1 ^�7 X64"i - • / '* dq4 iROJECi LOCATlOR:O Description: This effort will design the widening of the Newhall Ranch Road bridge over the San Francisqulto Creek to eight lanes. Scope will also include the design of a multi -use path. Construction would occur in a future year. Justification: This area currently experiences excessive traffic backup at peak hours. Widening the bridge and constructing • a mufti -use path for cyclists and pedestrians will allow direct access to the existing San Francisqulto trail. Project Status: in progress. Department: Public Works Project Supervisor Curtis Nay Project Cost Est. (E): Expenditure/C,ateggrv: PriorYeara 2014-15 2015-16 2016-17 2017-1 2018-19 Total Environ/NPDES 0 70,000 0 0 0 0 70,000 Design/Plan Review 1,445,428 342,708 0 0 0 0 1,788,136 Right -of -Way 0 70,000 0 0 0 0 70,000 Construction 0 0 0 0 0 0 0 Inspection & Admin 0 137,915 0 0 0 0 137,915 Contingency 0 68,950 0 0 0 0 68,950 Total Costs: 51,445,428 $689,573 so so So SO 52,135,001 Project Funding: Funding Souroe: PriorYears 2014-15 2015-16 20161-17 2017-1 2018-19 idd Gas Tax 156,287 86,304 0 0 0 0 242,591 HBP Grant 1,286,885 603,269 0 0 0 0 1,890,154 TDA Article 8 2,256 0 0 0 0 0 2,256 0 0 0 0 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: $1,445,428 $689,573 so so s0 $0 52,135,001 Impact On Operations: None at this time. SAND CANYON ROAD AND VIA PRINCESSA GUARDRAILS Project Number: S3034 Project Location: Sand Canyon Road in the vicinity of Alamo Canyon Drive, and Via Princessa at Whites Canyon Road. f r i 9 rry ��`lel r ,, �� �L jt� T Msz 1 PROJECT LOCAT/ON: O Description: Project will construct guardrails on Sand Canyon Road and on Via Princessa. Sand Canyon Road location effort will construct 100 feet of guardrail on the east side of the roadway, and relocate a utility pole. Pavement and striping work on the roadway will need to be shifted to the west to accommodate the guardrail. Via Princessa location effort will construct 450 feet of guardrail on the south side and 150 feet of guardrail on the north side of the street to join into existing guardrails. Slope mititgation will also be required to properly construct the improvements. Justification: These two locations have been identified as in need of mitigation to promote roadway safety and circulation. City of Santa Clarita staff has successfully petitioned for grant funds to construct the improvements. Project Status: Proposed. Department: Public Works Project Supervisor Andrew Yi Project Cost Est. ($): Expenditure/Category: PriorYears 2014-15 2015-16 2016-17 2017-1 2016-19 dotal Environ/NPDES 0 1,000 10 0 0 0 1,000 Design/Plan Review 0 35,000 0 0 0 0 35,000 Right -of -Way 0 `0 0'" 0 0 0 0 Construction 0 175,490 0 0 0 0 175,490 Inspection & Admin 0 30,000 01 0 0 0 30,000 Contingency 0 26,310 - 0 0 0 0 26,310 Total Costs: s0 $267,800 s0 s0 $0 $0 $267,800 Project Funding: Funding So r PrlorYeani 2014-15 2015-I6 20161-17 2017-I8 2018-19 Total HSIP - 0 208,600 0'. 0 0 0 208,600 TDA Article 8 0 59,200 0 0 0 0 59,200 0 9, 0.. 0 0 0 0 g. <p -r : o 0 0 0 0 00 0 0 0 0 0 0 "o,.'0 0 0 0 0 Prionty Unfunded 0 0 0 0 0 0 0 Total Costs: _ s0 $267,800 $0 s0 50 s0 $267,800 Impact On Operations: None. • r U 0 •SIERRA HIGHWAY BRIDGES Proje«Number: S3030 OVER THE SANTA CLARA RIVER Project Location: Sierra Highway at the Santa Clara River I � I lEfIM UW x n0 I •— y uvW ENOJECT IOCNTMN, O Description: This effort will comlete design for the eventual widening of the northbound bridge and replacement the southbound bridge to eliminate its classification of structurally deficient and fuctlonally obsolete. Both bridges will be constructed to accommodate a 44 -foot travel width, with additional shoulders and sidewalk. Justification: The bridges over the river do not adequately provide for motorist and pedestrian needs, and replacement of the southbound bridge is necessary to address its "functionally obsolete" classification. The widening and • replacement effort is a joint County/City endeavor, with the County completing the final design effort with the City, and the City overseeing future construction. Current year effort will complete the design via LA County work order; and provide for land survey activities, resolve utility issues and right of way needs, and complete environmental requirements and permits, and obtain any necessary easements and right-of-way Project Status: In progress. Department: PubliG.Works Project Supervisor Curtis Nay Project Cost Est. X2016- Expenditure/CatecorT PriorYears 2014-15 2015- 2017-18 2018-19 19-W Environ/NPDES 0 0 10,000. 0 0 0 10,000 Design/Plan Review 125,000 200,537 .0 0 0 0 325,537 Right -of -Way 0 225,000 . `0. 0 0 0 225,000 Construction 0 0 4,700,000 0 0 0 4,700,000 Inspection & Admin 18,940 50,000 522,000 0 0 0 590,940 Contingency - 0 0 620,099 0 0 0 620,099 Total Costs: $143,940 $475,537 $5,852,099 $0 $0 So $6,471,576 Project Funding: Fundino Source: PriorYears 2014-15 2015-I 20161-17 2017-I8 2018-I9 Togl B&T Eastside 126,000 24,000 0 0 0 0 150,000 Federal HBP Grant 0 196,537 0 0 0 0 196,537 Gas Tax 17,940 55,000 0 0 0 0 72,940 TDA Article 8 0 200,000 0 0 0 0 200.000 00. 0 0 0 0 0 .. 0 0.. `:.. 0 0 0 0 0 • Priority Unfunded - 0 �0"- 5,852,099 0 0 0 5,852,099 $0 $6,471,576 Total Costs: $143,940 S475,537 $5,852,099., ,. $o $0 Impact On Operations: None at this time. SIERRA HIGHWAY/GOLDEN VALLEY ROAD Project Number: S3031 • PEDESTRIAN BRIDGE AND ROADWAY IMPROVEMENTS Project Location: Sierra Highway and Golden Valley Road. Description: Effort will construct a pedestrian overcrossing at Sierra Highway, a right-hand turnpocket from southbound Sierra Highway to westbound Golden Valley Road, median extension and landscaping. Effort will also provide for a bus shelter and bus pad and signal modifications at the intersections of Rainbow Glen and Golden Valley Road; and Sierra Highway and Golden Valley Road. Justification: Construction of the pedestrian bridge will provide a designated passageway across this major arterial. The • roadway improvements will improve traffic circulation in this heavily traveled Intersection. Additionally, the landscape improvements will promote the City of Santa Clarita's (City) commitment to beautification of its major corridors. Project Status: In progress. Department: Public Works Project Supervisor Curtis Nay Project Cost Est. ($) Expenditure/Catecorw PriorYears 2014- 2015-16 2016-17 2017-18 2018-19 Total Environ/NPDES 0 0 0 0 a a 0 Design/Plan Review 266,390 0 0 0 0 0 266,390 Right -of -Way 0 0 0 0 �a ce 0 0 l iaoe 8 . w: !'✓r wpb 0 0 � 1,058,825 Inspection & Admin yrs 226,880 0 0 0 _ PRO✓ECTLOCATION: O Description: Effort will construct a pedestrian overcrossing at Sierra Highway, a right-hand turnpocket from southbound Sierra Highway to westbound Golden Valley Road, median extension and landscaping. Effort will also provide for a bus shelter and bus pad and signal modifications at the intersections of Rainbow Glen and Golden Valley Road; and Sierra Highway and Golden Valley Road. Justification: Construction of the pedestrian bridge will provide a designated passageway across this major arterial. The • roadway improvements will improve traffic circulation in this heavily traveled Intersection. Additionally, the landscape improvements will promote the City of Santa Clarita's (City) commitment to beautification of its major corridors. Project Status: In progress. Department: Public Works Project Supervisor Curtis Nay Project Cost Est. ($) Expenditure/Catecorw PriorYears 2014- 2015-16 2016-17 2017-18 2018-19 Total Environ/NPDES 0 0 0 0 0 0 0 Design/Plan Review 266,390 0 0 0 0 0 266,390 Right -of -Way 0 0 0 0 0 0 0 Construction 0 1,058,825 0 0 0 0 1,058,825 Inspection & Admin 48,122 226,880 0 0 0 0 275,002 Contingency 0 226,880 0 0 0 0 226,880 Total Costs: 5314,512 $1,512,585 So so $0 $0 $1,827,097 Project Funding Fundino Source: PriorYears 2014-15 2015-1 20161-17 2 7-1 2018-19 Total Dev. Cash in Lieu 314,512 1,512,585 0 0 0 0 1,827,097 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 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: $314,512 51,512,585 so so so s0 - $1,827,097 Impact On Operations: Increase to the City's Landscape Maintenance District operational budget • STORM DRAIN AND CULVERT UPGRADES - CITYWIDE Project Number: N0002 Project Location: Citywide. �< ♦ senu amaa L../l-. ` I P.. '• t° lP ? p '^v, d< PROJECT LOGADON, CRYW/OE Description: This effortwill provide for design to make upgrades and/or repairs to stormdrains and culverts. Repairs and upgrades may include the installation or replacement of improperly sized pipes and reconstruction of inlet and outlet structures. Locations include: Wiley Canyon Road, Old Wiley Canyon, 13th Street, and two sections on Sierra Highway. Justification: These local roadways and intersections are experiencing asphalt damage caused by heavy floods and water • ponding. By Improving drainage In these identified locations, the City will prevent further damage to infrastructure, and provide improved vehicular passageways during heavy rains. Project Status: In progress. Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. I$): Expenditure/Category' PriorYears 2014-15 2015-16 2016-17 2017-18 2018-19 Total Environ/NPDES 0 0 4,000 0 0 0 4,000 Design/Plan Review 92,572 100,000 0 0 0 0 192,572 Right -of -Way 0 0 0 0 0 0 0 Construction 0 0 423,505 0 0 0 423,505 Inspection & Admin 0 23,301 40,000 0 0 0 63,301 Contingency 0 0 40,000 0 0 0 40,000 Total Costs: $92,572 $123,301 $507,505 $0 $0 $0 $723,378 Project Funding: Funding Source: PriorYears 2014-15 2015.16 20161-17 2017-I8 2018-19 Total FEMA Grant 29,194 63,301 407,505 0 0 0 500,000 General Fund 23,378 0 0 0 0 0 23,378 Storm Water Utility 40,000 60,000 0 0 0 0 100,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 100,000 0 0 0 100,000 Total Costs: $92,572 $123,301 $507,505 $0 $0 $0 $723,378 • Impact On Operations: None. 0 0 n U M E • 2014-15 ACCESS RAMP CONSTRUCTION PROGRAM Project Number: T0045 Project Location: Citywide. f r,�J �Chy 6r� SnnU CISItOj J rTwecrcoum�v, orrw+oe Description: This project will construct access ramps in high -demand areas of the City. Target areas may include areas near schools and other high pedestrian traffic areas. Work effort will include the replacement of spandrels and cross gutters where necessary. Justification: Each year the City dedicates a portion of the capital budget for this effort. This annual commitment allows the City to move toward compliance with the federal Americans with Disabilities Act (ADA) requirements. Project Status: Proposed. Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expenditure/Cateoorv: Environ/NPDES Design/Plan Review Right -of -Way Construction Inspection & Admin Contingency Total Costs: Project Funding: Fundino Source: TDA Article 8 PriorYears 2014-15 2015-16 2016-17 2017-18 2018-19 Total 0 3,000 3,000 3,000 3,000 3,000 15,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 222,000 222,000 222,000 222.000 222,000 1,110,000 0 12,000 12,000 12,000 12,000 12,000 60,000 0 13,000 13,000 13,000 13,000 13,000 65,000 $0 $250,000 $250,000 $250,000 $250,000 $250,000 $1,250,000 PriorYears 0 0 0 0 0 0 0 Priority Unfunded 0 Total Costs: $0 Impact On Operations: None. 2014-15 2015-16 20161-17 201748 2018-19 Total 250,000 0 0 0 0 250,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 250,000 250,000 250,000 250,000 1,000,000 $250,000 $250,000 $250,000 $250,000 $250,000 $1,250,000 BUS STOP IMPROVEMENTS Project Number: T0040 • Project Location: Citywide. N R `��� 5enu Clsaa I �..- rf, �, 'K-4 �lr r'awecrcourrox. arnnoE Description: This project will provide for various bus stop improvements at 27 locations throughout the City. Improvements vary from location to location, but may include concrete bus pads, shelters, and conformity with American's with Disablities (ADA) requirements. Justification: City staff has received repeated requests from residents regarding needed improvements at these locations. By making improvements to these locations, the City encourages the use of public transit and moves forward in its efforts to meet Americans with Disabilities Act (ADA) requirements. Project Status: In progress. Department: Public Works Project Supervisor: Curtis Nay Project Cost Est ($): Expenditure/Category: PriorYears 2014-15 2015-1 2016-17 2017-18 2018-19 Tot Environ/NPDES 0 0 0 0 0 0 0 Design/Plan Review 160,000 0 0 0 0 0 160,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 850,000 0 0 0 0 850,000 Inspection & Admin 6,341 127,577 0 0 0 0 133,918 Contingency 0 85,000 0 0 0 0 85,000 Total Costs: $166,341 $1,062,577 $o $0 $0 so 51,228,918 Project Funding: Funding Source: PriorYears 2014-15 2015-16 20161-17 2017-18 2018-1 Total FTA Grant 133,083 850,830 0 0 0 0 983,913 Prop. A Local 33,258 5,753 0 0 0 0 39,011 TDA Article 8 0 205,994 0 0 0 0 205,994 0 0 0 0 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: $166,341 $1,062,577 $0 so $0 $0 $1,228,918 Impact On Operations: Increase of $2,600 to contractual services for maintenance of shatters E • •CITYWIDE WAY -FINDING SIGNAGE PROGRAM Project Number: T0041 FOR PEDESTRIANS AND CYCLISTS Project Location: Citywide. rvra.lrcrcownar, arMM Description: This project will design and install way -finding signs throughout the City's exisitng network of multi -use paths, street bikeways, and paseos to direct pedestrians and cyclists to the Metrolink stations and other regional trip - generators. It will also install signage on sidewalks along most major roadways. Signs to provide information on destination, direction, and distance. Justification: City staff has sucessfuly secured grant funds to address a deficit in destination signage along the City's • bicycle and pedestrian facilities. Often, these facilities are not parallel to roadways, and users of the system become disoriented.The project will add way -finding signage to direct users to major trip generators. Project Status: In progress. Department: Public Works Project Supervisor: Andrew Yi Project Cost Est. ($): Expenditure/Category: PriorYears 2014-15 2015-16 2016-17 2017-18 2018-1 Totel Environ/NPDES 0 0 0 0 0 0 0 Design/Plan Review 105,000 0 0 0 0 0 105,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 140,404 0 0 0 0 140,404 Inspection B Admin 0 12,100 0 0 0 0 12,100 Contingency 0 14,100 0 0 0 0 14,100 Total Costs: $105,000 $166,604 s0 s0 s0 s0 $271,604 Project Funding: Funding Source: PriorYesrs 2014-15 2015-16 20161-17 2017-18 2018-19 Total Federal Grant (CMAQ) 84,000 133,283 0 0 0 0 217,283 Gas Tax 21,000 29,204 0 0 0 0 50,204 TDA Article 0 4,117 0 0 0 0 4,117 0 0 0 0 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: 5105,000 $166,604 s0 s0 s0 s0 $271,604 • Impact On Operations: Minor increase to the operational budget. CROSSWALK IMPROVEMENTS Project Location: Citywide. Description: Justification: Project Number: T0044 • r :���tyir•;�r:naJ�::sr�� This project will make modifications to median noses that encroach into pedestrian crosswalks at signalized intersections throughout the City of Santa Clarlta (City). The modifications will improve pedestrian passage of the roadway. There are median noses throughout the City that impede pedestrian passage through designated crosswalks. By making the modifications the path of travel will be improved,especially for the disabled and elderly. Project Status: Proposed Project Cost Est ($): Expenditure/Category: PriorYears Environ/NPDES 0 Design/Plan Review 0 Right -of -Way 0 Construction 0 Inspection & Admin 0 Contingency 0 Total Costs: s0 Project Funding: 0 Funding Source: PriorYears CDBG 0 0 0 0 0 0 0 Priority Unfunded 0 Total Costs: s0 Impact On Operations: None. Department: Public Works Project Supervisor: Curtis Nay 2014-15 2015-16 2016-37 2 17-I 2016-19 Total 1,000 0 0 0 0 1,000 10,000 0 0 0 0 10,000 0 0 0 0 0 0 75,000 0 0 0 0 75,000 7,000 0 0 0 0 7,000 7,000 0 0 0 0 7,000 $100,000 $0 s0 $0 s0 $100,000 2014-15 2015-16 20161-17 2017-18 201&19 Total 100,000 0 0 0 0 100,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $100,000 s0 s0 s0 s0 $100,000 • is • GOLDEN VALLEY RANCH OPEN SPACE PH II ACCESSIMPROVEMENTS Project Location: Golden Valley Ranch Open Space Rb Project Number: T3017 PROJECTL0"7/0N:\ Description: This area was opened to the public in 2012, with access -control gates, information kiosk, and minor trail connections. This phase of the project will expand trail improvements on the 900 -acre property, create overlook areas with additional interpretive signage, and restore areas damaged by erosion or unauthorized vehicles. • Justification: The project will provide an additional destination within this existing open space area. Together with the adjacent Fair Oaks Open Space (annexed in 2012) and East Walker Ranch, Golden Valley Road is the primary access point to 1,300 acres of the City's open space. Project Status: Proposed. Department: Parks, Recreation & Commu Project Supervisor Tom Reilly Project Cost Est. ($): Expenditure/Category: Prim -Years 2014-15 2015-16 2016-17 201748 2018-19 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 55,000 0 0 0 0 55,000 Inspection & Admin 0 1,000 0 0 0 0 1,000 Contingency 0 5,000 0 0 0 0 5,000 Total Costs: $0 $61,000 s0 s0 s0 s0 561,000 Project Funding: Funding Source: PriorYears 2014-15 2015-16 20161-17 201748 201849 Total GVOSMD 0 61,000 0 0 0 0 61,000 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: s0 $61,000 s0 s0 s0 $0 $61,000 Impact On Operations: Minor increase to address graffiti removal. HASKELL CANYON OPEN SPACE ACCESS IMPROVEMENTS Project Number: T4005 Project Location: Haskell Canyon Open Space. FC 11' wE o ffi ---r-- xuea ry tMr ri hF i�ti ,�F "y+hr- PROJEGTLOCAflONz O r Description: This project will formalize the entrance to this open space area and give the 550 acre property a new identity visible from Copper Hill Drive. The entrance work will provide more secure control over access to the utility corridor, reducing instances of dumping and use by motorized vehicles. Improvements such as signage, trail markers, and benches added to existing paths and trails will encourage use by the public. Justification: The project will enhance the visibility and therefore encourage more appropriate public use of the open space area. Expansion of trails will also increase access to the more remote, higher elevations of the area which are currently unknown to residents. Project Status: In progress. Department: Parks, Recreation & Commu Project Supervisor Tom Reilly Project Cost Est. ($): Exoenditure/Catego_rT Environ/NPDES Design/Plan Review Right -of -Way Construction Inspection & Admin Contingency Total Costs: Project Funding PriorYears 2014-15 2015-16 2016-17 2017-18 2018-19 Total 0 0 0 0 0 0 0 0 2,000 0 0 0 0 2,000 0 0 0 0 0 0 0 0 45,000 0 0 0 0 45,000 0 0 0 0 0 0 0 0 3,000 0 0 0 0 3,000 s0 $50,000 $0 s0 s0 $0 $50,000 Fundino Source: PriorYears 2014-15 2015-16 20161-17 OSPD 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 Priority Unfunded 0 0 0 0 Total Costs: s0 $50,000 s0 s0 Impact On Operations: Inrease the need for patrol by rangers, security and maintenance 2017-18 2018-19 Total 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 s0 $50,000 • 11 • •NEWHALL AVENUE AT LYONS AND AT 8TH AND 9TH STREETS Project No: T2008 PEDESTRIAN IMPROVEMENTS • Project Location: Newhall Avenue/Lyons Avenue; Newhall Avenue/8th Street; Newhall Avenue/9th Street Description: This project will construct bulb -outs with pedestrian crossings at Newhall Avenue/8th Street (east) and Newhall Avenue/9th Street. At Newhall Avenue/LyonsAvenue, existing curbs will be modified and extended with a pedestrian crossing. Justification: Constructing the proposed improvements will increase visibility for motorists and pedestrians. The improvements will also reduce pedestrian crossing distance and eliminate a skewed pedestrian crossing. Project Status: In progress Project Cost Est. ($): Expenditure/Category: PriorYears Environ/NPDES 0 Design/Plan Review 55,300 Right -of -Way - 0 Construction o Inspection & Admin 0 L 0 it ;LYONS •' a AV % p e# w Funding Source: PriorYears Gas Tax 2,500 HSIP Grant 48,688 TDA Article 3 2,500 TDA Article 8 1,612 0 PROJECT LOCAr/ON: 0 10,000 0 0 Description: This project will construct bulb -outs with pedestrian crossings at Newhall Avenue/8th Street (east) and Newhall Avenue/9th Street. At Newhall Avenue/LyonsAvenue, existing curbs will be modified and extended with a pedestrian crossing. Justification: Constructing the proposed improvements will increase visibility for motorists and pedestrians. The improvements will also reduce pedestrian crossing distance and eliminate a skewed pedestrian crossing. Project Status: In progress Project Cost Est. ($): Expenditure/Category: PriorYears Environ/NPDES 0 Design/Plan Review 55,300 Right -of -Way - 0 Construction 0 Inspection & Admin 0 Contingency 0 Total Costs: 555,300 Project Funding: 55,300 Funding Source: PriorYears Gas Tax 2,500 HSIP Grant 48,688 TDA Article 3 2,500 TDA Article 8 1,612 0 0 10,000 0 0 0 Priority Unfunded 0 Total Costs: $55,300 0 Impact On Operations: None Department: Public Works Project Supervisor Andrew Yi 2014-15 2015-1 2016-17 2017-18 2018-19 Total 1,000 0 0 0 0 1,000 0 0 0 0 0 55,300 0 0 0 0 0 0 270,700 0 0 0 0 270,700 10,000 0 0 0 0 10,000 25,000 0 0 0 0 25,000 $306,700 so so so so $362,000 2014-15 2015-16 20161-17 2017-18 2018-19 Total 7,592 0 0 0 0 10,092 276,212 0 0 0 0 324,900 10,041 0 0 0 0 12,541 12,855 0 0 0 0 14,467 0 0 0 0 0 0 0 0 0 0 0 0 0 0. 0 0 0 0 0 0 0 0 0 0 $306,700 So 50 so so $362,000 RAILROAD AVENUE CLASS I BICYCLE TRAIL Project Number: T2011 CONCEPTUAL PLAN Project Location: Railroad Avenue from Oak Ridge Drive to Lyons Avenue. Ss' tXAjFi� F f di p % ""`"°.• is i +<. I5 v tr S`'+fb Ay y l N'�R 1 ♦yF ,i E' �,r � � ' �.. a�-{+.: � . �` j' r ',yS w, .♦ � PROJEGr LOGiT/ON f / � M Description: This effort will develop a conceptual plan to construct a Class I bicycle trail along Railroad Avenue from Oak Ridge Drive to Lyons Avenue. Conceptual plan will provide location of the trail improvements and identify challenges. Justification: This major arterial is identified in the Non -Motorized Plan as in need of a bicycle trail to accomodate the commuter and recreational needs of the local cgmmunity. The conceptual plan is needed to Identify needs and challenges that may be presented by the considered future bicycle path. Project Status: Proposed. Department: Public Works Project Supervisor Curtis Nay Project Cost Est. (S): Expenditure/Catecorv: PriorYears 2014-15 2015,16 2016-17 2017-18 2018-19 Total Environ/NPDES 0 0 0 0 0 0 0 Design/Plan Review 0 140,000 0 0 0 0 140,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 0 0 0 0 0 0 Inspection & Admin 0 10,000 0 0 0 0 10,000 Contingency 0 0 0 0 0 0 0 Total Costs: so S150,000 so $0 so $0 $150,000 Project Funding: Fundina Source: PriorYears 2014 2015-16 2 10 61-17 2017-18 201&19 Total TDA Article 3 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 0 - 0 0 0 0 Total Costs: so $150,000 SQ, $0 so s0 S150,000 Impact On Operations: None al this time • • • • SAND CANYON TRAIL PHASE III - DESIGN Project Number T3018 • • Project Location: Sand Canyon Road from Lost Canyon Road to Roadrunner Road. Description: A preliminary right-of-way study was completed in Fiscal Year 2005-06. This effort will address the undercrossing of the Southern California Rail Road Association (SCRRA) rail line and the Sand Canyon! Lost Canyon Road intersection, and provide for design and all necessary right-of-way documents to extend the trial from its current terminus at Roadrunner Road north to Lost Canyon Road. Justification: The completion of this trail segment will close a gap in the trail system, connecting it to the future roundabout and trail proposed by the developers of Vista Canyon Ranch. Project Status: Proposed. Department: Parks, Recreation & Community Services Project Supervisor: Tom Reilly Project Cost Est. ($): Expenditure/C to egorti Environ1NPDES Design/Plan Review Right -of -Way Construction Inspection & Admin Contingency Total Costs: Project Funding PriorYears 201445 2015-1 2016.17 17-1 2018-1 Total 0 0 0 0 0 0 0 0 40,000 0 0 0 0 40,000 0 10,000 0. 0 0 ONFM 10,000 0 0 B 0 w 0 0 0 0 0 0 0 0 0 Rana RRo 5,000 0 0 0 0 it s0 "-le s0 $0 s0 s0 555,000 Description: A preliminary right-of-way study was completed in Fiscal Year 2005-06. This effort will address the undercrossing of the Southern California Rail Road Association (SCRRA) rail line and the Sand Canyon! Lost Canyon Road intersection, and provide for design and all necessary right-of-way documents to extend the trial from its current terminus at Roadrunner Road north to Lost Canyon Road. Justification: The completion of this trail segment will close a gap in the trail system, connecting it to the future roundabout and trail proposed by the developers of Vista Canyon Ranch. Project Status: Proposed. Department: Parks, Recreation & Community Services Project Supervisor: Tom Reilly Project Cost Est. ($): Expenditure/C to egorti Environ1NPDES Design/Plan Review Right -of -Way Construction Inspection & Admin Contingency Total Costs: Project Funding PriorYears 201445 2015-1 2016.17 17-1 2018-1 Total 0 0 0 0 0 0 0 0 40,000 0 0 0 0 40,000 0 10,000 0. 0 0 0 10,000 0 0 - 0 0 0 0 0 0 0 0 0 0 0 0 0 5,000 0 0 0 0 5,000 s0 S55,000 s0 $0 s0 s0 555,000 Funding Source: PriorYears 2014-15 19-16 TDA Article 3 0 55,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0' o Priority Unfunded 0 0 0 Total Costs: so $55,000 so Impact On Operations: None at this time. 20161-17 2017-1 2018-19 Total 0 0 0 55,000 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 so so $0 $55,000 SIDEWALK ACCESS RAMPS Project Number: T0043 • Project Location: Citywide. I /fCILO 711", CfrM E 11 Description: This project will construct Americans With Disabilites Act (ADA) compliant access ramps at locations where no ramps currently exist. Justification: Many intersections of the City of Santa Clarita (City) do not have Americans With Disabilities Act (ADA) compliant curb cuts, making it difficult for those residents with disabilities to navigate. Constructing the ramps will move the City toward its goal of compliance with the ADA. Project Status: Proposed. Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($): Expenditure/Category: PriorYears 2014-I5 2015-16 2016-17 2017-18 2018-1 Total Environ/NPDES 0 1,000 0 0 0 0 1,000 Design/Plan Review 0 5,000 0 0 0 0 5,000 Right -of -Way 0 0 0 0 0 0 0 Construction 0 80,000 0 0 0 0 80,000 Inspection & Admin 0 7,000 0 0 0 0 7,000 Contingency 0 7,000 0 0 0 0 7,000 Total Costs: so $100,000 So so so $0 $100,000 Project Funding: Funding Source: PriorYears 2014-15 2015-16 20161-17 2017- 2018-19 Tgtal CDBG 0 100,000 0 0 0 0 100,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 0 0 0 0 0 0 Total Costs: 50 5100,000 so so so so SI00,000 Impact On Operations: None L • • SIDEWALK GAP CLOSURES Project Location: Citywide. a Project Number: T0046 PN ELTLOGr/ON' CffM E II Description: This effort will construct new sidewalks where gaps exist along major arterials with high -pedestrian usage. Project scopellocations will be determined contingent on funding allocation and demonstrated need. Improvements will include landscape and irrigation where possible. Justification: City staff has identified various locations where there are gaps in sidewalks, affecting pedestrian passage. Closing the gaps by constructing new sidewalks to provide continuity will improve pedestrian travel for all citizens, especially for the elderly and the disabled. Project Status: Proposed. Department: Public Works Project Supervisor: Curtis Nay Project Cost Est. ($) Expenditure/Cateoon Environ/NPDES Design/Plan Review Right -of -Way Construction Inspection & Admin Contingency Total Costs: Project Funding: Priorl'ears 2014-15 2015-16 2016-17 2017-18 2018-19 Total 0 1,250 1,250 0 0 0 2,500 0 1,250 1,250 0 0 0 2,500 0 0 0 0 0 0 0 0 525,000 525,000 0 0 0 1,050,000 0 22,500 22,500 0 0 0 45,000 0 50,000 50,000 0 0 0 100,000 $0 $600,000 $600,000 $0 $0 so $1,200,000 Funding Source: Priorl'cars TDA Article 8 0 2018-19 0 600,000 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 Total Costs: $0 0 Impact On Operations: None at this time 2014-15 2015-16 20161-17 2017-18 2018-19 Total 600,000 0 0 0 0 600,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 600,000 0 0 0 600,000 $600,000 $600,000 s0 s0 s0 $1,200,000 SOLEDAD CANYON ROAD/GOLDEN VALLEY ROAD Project Number: T2007 BIKE PATH - NORTH Project Location: Soledad Canyon Road at Golden Valley Road bridge. M a ^ PROJECT LOCATION. Description: This project will design and construct approximately 510 feet of bike path north of Soledad Canyon Road. This bike path will make the connection (close the gap) from the existing Golden Valley Road Class I trail to the bike ramp at the bridge over the Santa Clara River. Justification: The trail on Golden Valley Road does not connect to Soledad Canyon Road at this time. This improvement will allow cyclists and pedestians to access Soleded Canyon Road from Golden Valley Road without having to get off the trail system. Project Status: In progress. Department: Public Works Project Supervisor Curtis Nay Project Cost Est. ($) ExoenditurelCateaon Environ/NPDES Design/Plan Review Right -of -Way Construction Inspection & Admin Contingency Total Costs: Project Funding: PriorYears 2014-15 2015-16 2016-17 2017-18 2018-19 Total 0 1,000 0 0 0 0 1,000 6,282 0 0 0 0 0 6,282 0 0 0 0 0 0 0 0 70,880 0 0 0 0 70,880 0 6,500 0 0 0 0 6,500 0 6,500 0 0 0 0 6,500 $6,282 $84,880 so $0 $0 $0 $91,162 Funding Source: PriorYears B&T - Bouquet 6,282 2018-19 0 84,880 0 0 0 0 0 0 0 0 0 Priority Unfunded 0 Total Costs: 56,282 2014-15 2015-16 20161-17 2017-18 2018-19 Total 84,880 0 0 0 0 91,162 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 584,880 so so $0 $0 $91,162 • Impact On Operations: None. 0 UNFUNDED LIST E 0 Unfunded Capital Projects No. Project Estimated Cost No. Project Estimated Cost NEEDS PREVIOUSLY IDENTIFIED IN THE 2015-19 CIP: PEDESTRIAN BRIDGES CIRCULATION 90-0711 Decoro Drive and Vista Delgado 852,975 Annual Circulation Improvements 200,000 90-0707 Seco Canyon Road and Decoro Drive 852,975 Annual Imersection Safety Improvements 200,000 ROADWAY IMPROVEMENTS MAINTENANCE Annual Roadway Safety Program -4 -year need 200.000 Annual Bridge Preventative Maintenance 32,110 Intelligent Trinsponation Systems V - Annual Overlay and Slurry Seal 65,200,000 Adaptive Signal System -fini l 51,637,204 546,000 Annual Play Area Shaddinfmsnuclure Program 260,000 Intelligent Transportation Systems VI - Annual Sidewalk Repair Program 1,040,000 Adaptive Signal System- Grant $1,943,759 485,940 Annual Siomwater Flowline Repair 1,000,000 SIDEWALK CURB & GUTTER INSTALLATION CiN Annual Trail Fence Replacement Program 300,000 Arcadia Street Improvements 310,500 SCSC Air Conditioning Replacement Program 89,500 92-0902 Orchard Village Road (north of Lyons Ave) 207,000 Scheminger Lane Improvements Ph 11 5,175,000 RESOURCE MANAGEMENT & CONSERVATION Urban Forest Management/Restoration 200,000 SIDEWALKS Newhall Avenue Sidewalks 1,150,000 STREETS AND BRIDGES Valencia Industrial Center Sidewalks - Phase 1 250,000 53023 Dockweiler Drive/Lyons Avenue 68,993,393 Wiley Canyon Road Sidewalks 50,000 53031 Sierra Highway Bndgcs over the River 5,852,099 N0002 Storm Drain and Culvert Upgrades 100,000 STREET CONSTRUCTION LyonslDockweiler- Const. Grant -$5,898,993 3,443,220 TRAILS AND TRANSIT Annual Access Ramp Construction 1,000,000 51039 Newhall Ranch Rd. Bridge Widening - Sidewalk Gap Closure 600,000 over San Francisquito Creek 9,929,355 91-1204 Magic/Via Princesm Roadway (at grade) 43,470,000 OTHER UNFUNDED NEEDS �yT, i � �., C « S3026 Via Pmrcesw- Isabella Parkway to Goldin Alley Construction 150,000 Valley Road - Design 4,000,000 Bus Tum -Outs • 258,750 53026 Via Princesta- Isabella Parkway to Golden Valley Road - Const- Grone, SI 1,000,000 75,000,000 FLOOD CONTROL PROJECTS - County Newhall Avenue and Pine Street 2.354,625 TRAILS Sierra Highway Area Sewer Study 155,250 Placenta Canyon 150,000 Sierra Highway Storm Drain Master Plan 207,000 Railroad Avenue Tied - 13 St. to Oak Ridge 1,300,000 South Fork Trail)Orchard/Lyons 750,000 GATEWAY BEAUTIFICATION Send Canyon Trail PH 111 300,000 CalgrovcA-5 Gateway Beautification 1,200,000 Santa Clara River Tmil to Robinson Ranch 500,000 Newhall/SR-14 Gateway Beautification 1,200,000 Santa Clanta Regional Commuter Trail Via Princessa/SR-14 Beautfication 1,200,000 Segment 5 (Five Knolls In Discovery Park) 2,500,000 Santa Clines Regional Commuter Trail MEDIAN MODIFICATION (Orchard Pil/age la L)nn) 2,000,18M Annual Median Modification (four-year need) 200,000 Wiley Canyon/Orchard Village Road Bridge 550,000 Wiley/Celgrove to Riverdale 1,000,000 PARKS -Ac Canyon Country Community Center 10,000,000TRANS[ Canyon Country Park Ph 11 (Tennis Cts Pool) 6,000,000 Count Park Taunts Complex 8,000,000 Newhall Avenue Park and Ride -Conceptual 200,000 Copper Hill Restroom & Play Arra 585,000 Vista Canyon Regional Transit Canter- 1,261,795 Multi -Use Fields 5,000,000 Design & Construction -Grant S2.808,507 Play Area Shade Program 165,000 UTILITY UNDERGROUNDING Copper Hill Park Amenities L500,000 90-1306 533,025 David March Park Expansion 4,000,000 90-1309 Bouquet Canyon Road - Soledad Canyon/City 2,277,000 Fair Oaks Park Improvements implyo 90-1308 Bouquet Canyon(NIS)-Soledad 393,300 Pacific Crest Park Amenities 100,000 90-1305 Newhall Avenue (w/s) - Lyons Avenue and 9th 4,347,000 Renovation Master Plus for City Parks 250,000 90-1302 Railroad Avenue (w/s) - Bouquet CanyordLyons 481,275 Santa Clarita Sports Complex (24 -acre dev.) 16,000,000 90-1307 Sand Canyon Road - City Limits/Placenes Canyon 533,025 Santa Clarita Sports Complex Ph IV - Gym 14,000,000 90-1304 Seca Canyon Road - Bouquet Canyon/City Limits 289,800 Discovery Park - (Buildout) 2,500,000 90-1302 Siem Highway -City Limits 496,800 Rivendale Ranch & Open Space IL 100,000 91-1302 Sokc ad Canyon Road - Sand Canyon/Siem 496,800 Wiley Canyon Road - Lyons/City Limits PARKS-Passlw/River- Condom ed 396,019,562 Open Space Access - (Various improvements) 450,000 GRANDTOTAL: Open Space Parks (Master Plans for Various) • 200,000 Pioneer Oil Refinery 2,500,000 E 0 0