Agenda packet, special meeting, first session — Palmdale City Council, June 29, 2022 (part 1 of 2)

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CITY COUNCIL MEETING

REVISED

SPECIAL MEETING

SUCCESSOR AGENCY/HOUSING AUTHORITY

INDUSTRIAL DEVELOPMENT AUTHORITY

PALMDALE AIRPORT AUTHORITY/PALMDALE CIVIC AUTHORITY

PALMDALE FINANCING AUTHORITY

CITY COUNCIL CHAMBERS
38300 SIERRA HIGHWAY

SUITE B
PALMDALE, CA 93550
WEDNESDAY, JUNE 29, 2022
5:00 PM
7:00 PM
www.cityofpalmdale.org

WELCOME
City Council
Wednesday, June 29, 2022
the chair of the meeting; time limits may be increased or decreased at the meeting.

Public comments submitted will become part of the official meeting record.

The safety and well-being of employees and the public remains the City's top priority. The City of Palmdale appreciates your patience and understanding during these challenging times.

The City Council is making every effort to follow the spirit and intent of the Ralph M.

Brown Act and other applicable laws regulating the conduct of public meetings in order to maximize transparency and public access.

In accordance with the Americans with Disabilities Act of 1990, if you require a disability- related modification or accommodation to participate in this meeting, please contact the City Clerk’s Office at (661) 267-5151 at least 72 hours prior to the meeting.

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5:00 P.M.

1. MAYOR TO CALL MEETINGS TO ORDER

2. ROLL CALL

MAYOR HOFBAUER, MAYOR PRO TEM LOA,

COUNCILMEMBERS CARRILLO, BISHOP, BETTENCOURT

3. PUBLIC COMMENTS
Pursuant to Government Code section 54954.3, members of the public are provided opportunities to address the City Council. This meeting is a special meeting. Therefore, you may address the Council once per meeting during Public Comments on any matter on the agenda. Please submit a Speaker's Form to the City Clerk BEFORE
this portion of
the meeting begins. As this is a special meeting, comments should not be made on items City Council
Wednesday, June 29, 2022
not listed on the agenda. To address the Council regarding an item on the agenda, please fill out a Speaker's Form and submit it to the City Clerk BEFORE
the Mayor
announces the item. Each person addressing the Council is customarily given up to three minutes to speak (with double the time allotted to non-English speakers using a translator). The amount of time authorized may be adjusted by the chair. If you wish to provide information to the Council, please present the City Clerk with 7 copies. Otherwise, your materials will simply be added to the administrative record. If you are attending the meeting by phone, please press *9 to "raise your hand." If attending by personal computer, please click the "raise your hand" button. Press *6 to un-mute yourself, state your name and begin speaking.

4. PRESENTATION BY CITY ATTORNEY

4.1 CONFERENCE WITH LEGAL COUNSEL - EXISTING LITIGATION Shanae Smith, Patricia Nevarez, and Michael "Mike" Behen vs. City of Palmdale, et al.

Los Angeles County Superior Court
Case No. 22STCV18219
This closed session is being held pursuant to the authority of California Government Code Section 54956.9(d)(1).

4.2 CONFERENCE WITH LEGAL COUNSEL - EXISTING LITIGATION Leona Valley Town Council vs. City of Palmdale, et al.

Los Angeles County Superior Court
Case No. 22STCP01932
This closed session is being held pursuant to the authority of California Government Code Section 54956.9(d)(1).

4.3 CONFERENCE WITH LEGAL COUNSEL—ANTICIPATED LITIGATION Significant exposure to litigation pursuant to Government Code 54956.9(d)(2): 3 potential cases

4.4 PUBLIC EMPLOYEE APPOINTMENT
Title: Interim City Attorney or City Attorney

4.5 CONFERENCE WITH LABOR NEGOTIATORS
City Representatives: Ronda Perez, Interim City Manager and Patricia Nevarez, Human Resources Manager
Position: Interim City Attorney or City Attorney
This Closed Session is being held pursuant to the authority of California City Council
Wednesday, June 29, 2022
Government Code Section 54957.6.

4.6 CONFERENCE WITH LEGAL COUNSEL—EXISTING LITIGATION
Ricci v. City of Palmdale, et al.

Los Angeles County Superior Court
Case No. 22STCV01269
This closed session is being held pursuant to the authority of California Government Code Section 54956.9(d)(1).

5. ANNOUNCEMENT BY CITY ATTORNEY

6. ADJOURN CLOSED SESSION MEETING

7:00 P.M.

7. PLEDGE OF ALLEGIANCE AND MOMENT OF SILENCE IN HONOR OF OUR TROOPS

8. ROLL CALL

MAYOR/CHAIR HOFBAUER, MAYOR PRO TEM/VICE CHAIR/CHAIR PRO TEM LOA,

COUNCILMEMBERS/DIRECTORS/MEMBERS/COMMISSIONERS CARRILLO,

BISHOP, BETTENCOURT, FRAGA-SAENZ, DENNY

9. WAIVER OF FULL READING OF RESOLUTION(S) and ORDINANCE(S) Staff Recommendation: Move to waive full reading of the Resolution (s) and/or Ordinance(s) to be considered and voted on at this meeting. (Voice Vote - Requires a majority to waive.)

10. PUBLIC COMMENTS
Pursuant to Government Code section 54954.3, members of the public are provided opportunities to address the City Council. This meeting is a special meeting. Therefore, you may address the Council once per meeting during Public Comments on any matter on the agenda. Please submit a Speaker's Form to the City Clerk BEFORE
this portion of
the meeting begins. As this is a special meeting, comments should not be made on items not listed on the agenda. To address the Council regarding an item on the agenda, please fill out a Speaker's Form and submit it to the City Clerk BEFORE
the Mayor
announces the item. Each person addressing the Council is customarily given up to three minutes to speak (with double the time allotted to non-English speakers using a translator). The amount of time authorized may be adjusted by the chair. If you wish to provide information to the Council, please present the City Clerk with 7 copies. Otherwise, your materials will simply be added to the administrative record. If you are attending the meeting by phone, please press *9 to "raise your hand." If attending by personal City Council
Wednesday, June 29, 2022
computer, please click the "raise your hand" button. Press *6 to un-mute yourself, state your name and begin speaking.

11. JOINT PUBLIC HEARING CC/SA/HA/IDA/PAA/PCA/PFA

11.1 Public Hearing and Review of Proposed Joint Resolution Nos. CC 2022-066, SA2022-004, PCA 2022-002, HA 2022-001, IDA 2022-001, PAA 2022-001, and PFA 2022-001 approving the Annual Operating and Capital Budget for Fiscal Year 2022-23. (Staff Reference: Director of Finance Samson)

A Joint Resolution of the City Council of the City of Palmdale, the Successor Agency to the Community Redevelopment Agency of the City of Palmdale, the Palmdale Civic Authority, the Housing Authority of the City of Palmdale, the Industrial Development Authority, the Palmdale Airport Authority of the City of Palmdale, and the Palmdale Financing Authority approving and adopting the City of Palmdale's Annual Budget for Fiscal Year 2022-23, and approving revenue and expenditure adjustments to Fiscal Year 2021-22.

1. Staff Report Proposed Budget FY 2022-23_6.29.22.docx

2. Reso
Adopt Budget FY 2022-23.doc

3. 2022-23 Annual Budget Draft Proposed 6.29.22_Final.pdf

12. ADJOURN HOUSING AUTHORITY

13. PUBLIC HEARING

13.1 Public Hearing and Review of Proposed Resolution No. CC 2022-065 for adoption, regarding an updated city wide fee schedule. (Staff Reference: Director of Finance Samson)

Adopt Resolution No. CC 2022-065, A Resolution of the City Council of the City Council of the City of Palmdale restating in its entirety the Palmdale Master Schedule of Fees and repealing Resolution No.CC 2021-057.

1._FY_2022-23_Staff_Report_Citywide_Fee_Resolution_Final_JS(1).docx

2._FY_2022-23_Reso_CC_2022-065_Citywide_Fee_Resolution_Final_1_.doc

3. Palmdale Fee Schedule_Proposed 06.29.22.pdf

14. ADJOURN
City Council
Wednesday, June 29, 2022
Joint Staff Report
DATE: JUNE 29, 2022
TO: HONORABLE MAYOR AND CITY COUNCIL

HONORABLE CHAIR AND COMMISSIONERS

HONORABLE CHAIR AND MEMBERS

HONORABLE CHAIR AND DIRECTORS
FROM: CITY MANAGER DEPARTMENT

FINANCE DIVISION
DISTRICT: ALL
SUBJECT: PUBLIC HEARING TO ADOPT JOINT RESOLUTION NO. CC 2022- 066, SA 2022-004, HA 2022-001, IDA 2022-001, PAA 2022-001, PCA 2022-002 AND PFA 202 2-001 APPROVING THE ANNUAL

OPERATING AND CAPITAL IMPROVEMENT BUDGET FOR FISCAL
YEAR 2022-23.

ISSUE
Public Hearing to adopt Joint Resolution No. CC 2022-066, SA 2022-004, HA 2022-001, IDA 2022-001, PAA 2022-001, PCA 2022-002 and PFA 2022-001, approving the Annual Operating and Capital Improvement Budget for Fiscal Year 2022-23.

RECOMMENDATION
Staff recommends that:
 The City Council, Chairs, Commissioners, Members and Directors conduct a public hearing to adopt Joint Resolution No. CC 2021 -058, SA 2021 -005, HA 2021-002, IDA 2021 -001, PAA 2021 -001, PCA 2021 -002 and PFA 2021 -002, approving the Annual Operating and Capital Improvement Budget for Fiscal Year 2022-23, and approving revenue and expenditure adjustments to Fiscal Year 2021-22;

BACKGROUND
Each year the City is required to adopt a budget for the operation of the City. The budget serves as the City’s financial plan for the Fiscal Year beginning July 1 through June 30.

It defines City priorities for the provision of services to the community.

According to the Palmdale Municipal Code: Chapter 3.04 Budget Adoption Procedures, the City Manager shall submit a proposed budget to the City Council no later than May 31st of each year. Additionally, the City Council shall conduct a public hearing on the proposed budget before adoption and shall adopt a budget prescribing the spending Report to Mayor and City Council, Chairs, Commissioners, Members, and Directors Re: Proposed Annual Budget FY 2022-23
June 29, 2022

Page 2 ends

policy of the City for the ensuing fiscal year on or before the thirtieth day of June of each year.

On May 11, 2022, the Library Board of Trustees reviewed the proposed budget made a unanimous recommendation to the City Council to approve the proposed Library budget.

On May 12, 2022, the Planning Commission unanimously found that the proposed Capital Improvement Program is consistent with the goals, objectives, and policies of the General Plan.

On May 18, 2022, the City Council was presented with a draft of the proposed Annual Budget for Fiscal Year 2022-23.

On May 25, 2022, the Measure AV Oversight Committee was presented with a draft of the proposed Measure AV budget for FY 2022-23 and provided feedback and a recommendation for approval.

DISCUSSION
Staff is bringing forth the Proposed Budget for Fiscal Year 2022-23 for your review and consideration.

As the City continues to recover from the impacts of Covid-19 pandemic, staff have remained focused and committed to providing quality programs and services to our residents. In alignment with the City’s adopted Strategic Plan, below is a list of program highlights planned for FY 2023:
 Reinstated and expanded recreation activities, venues and events  Community grant programs
 Continued food distribution programs at SAVES
 Investment in infrastructure
 Expansion of illegal dumping and graffiti clean-up efforts  Housing Element implementation
 Permanent Local Housing Allocation Plan
 Waste Diversion – organics processing to comply with SB 1383  Emergency management
 Film and Tourism programs
 Enhanced staffing levels to manage programs and to ensure a high level of customer service for our community

PERSONNEL
With the need to maintain and enhance certain services, additions to personnel are necessary. The table below provides a summary of proposed personnel actions:

Report to Mayor and City Council, Chairs, Commissioners, Members, and Directors Re: Proposed Annual Budget FY 2022-23
June 29, 2022

Page 3 ends

FY 2022-23
Description Number Amount
New Positions * 19 $ 1,675,320
Equity Adjustments 0 $0
Reclassifications 0 $0
Title Changes** 4 $0
Total 19 $1,675,320
* New positions include two (2) part-time to full-time conversions and three (3) part-time positions.
** There is no change in salary proposed for four (4) positions under Title Changes.

Proposed salary and benefits Citywide include:
 3% (2% COLA and 1% wage increase) to employees;
 City match on employee deferred compensation plan up to $1,200 per year for all eligible employees;
 Premium pay for qualifying full-time and part-time employees, to be funded by American Rescue Plan Act funds in the amount of $1.5 million and General Funds in the amount of $250,000. This one-time payment is proposed in the amount of $4,000 for eligible full-time employees and $500 for eligible part-time employees.

Prorated rates may apply.
 Premium pay for qualifying Lifeguard staff proposed to be funded by American Rescue Plan Act funds.

In response to the national lifeguard shortage affecting public pools across the country, staff proposes a pay for performance program for summer 2022 using ARPA funds. While City of Palmdale pools remained open during the pandemic to sustain retention and offered additional lifeguard certification classes, Palmdale remains impacted by this national shortage.

Proposed performance program:

Maximum amount of premium pay: $2,000
Pay is a cumulative amount based on total hours worked:
o 100 hours - $500
o 300 hours - $500
o 500 hours - $500
o 700 hours - $500
Eligibly period: Retroactive from May 1, 2022 through September 30, 2022  Staff is proposing to implement 401A plans for select employees who are impacted by CalPERS limitations. This does not have a fiscal impact in FY 2022-23 proposed budget and would be brought back before Council as necessary to move forward with implementation.

Report to Mayor and City Council, Chairs, Commissioners, Members, and Directors Re: Proposed Annual Budget FY 2022-23
June 29, 2022

Page 4 ends

GENERAL FUND
Revenues

1. Property Taxes are anticipated to increase by 4.6% due to property values increasing.

2. Sales Taxes are expected to increase by 4.8% based on economic performance in the City.

3. Charges for services are expected to increase by 35% as a result of Parks & Recreation programs being reinstated, as well as an increase in processing and planning fees.

4. Other revenues are expected to increase dramatically, by 189%, in FY 2023 as a result of a one-time economic development property sale.

Expenditures

1. Salaries and benefits are expected to increase by 3% (2% COLA and 1% wage increase) to employees. Other increases in the General Fund are a result of new positions proposed in FY 2023.

2. LA County Sheriff Contract is expected to increase by 5.5% per the existing contract. The cost of the contract is proposed to be covered by multiple funding sources, including ARPA and Measure AV to relieve some burden from the General Fund. There is no increase in services or change in scope proposed in this budget. Amounts proposed are to maintain existing levels of services.

3. LA County Sheriff Contract Liability is expected to increase by 11.5%, or $364,200.

4. Transfers to Reserves for FY 2023 include:
a. Pension Trust Fund to stabilize fluctuations in CalPERS rates: $1.25 million
b. Fleet maintenance to fund ongoing replacement of the City’s fleet:
$250,000
c. Information Technology to fund the ongoing upgrade of the City’s technology infrastructure: $250,000
d. Drytown Waterpark to fund the ongoing capital costs relating to maintenance and improvements of the park: $500,000
e. Park Development to establish healthy reserves in the event the City chooses to fund large projects in the future: $2 million

MEASURE AV
Fiscal Year 2022 was the first full year generating revenue through Measure AV. It was initially estimated that Measure AV would generate $15.5 million in revenues from the ¾ cent sales tax that was passed by voters in November 2020, however, sales tax outperformed expectations and is now estimated to generate $21.9 million for FY Report to Mayor and City Council, Chairs, Commissioners, Members, and Directors Re: Proposed Annual Budget FY 2022-23
June 29, 2022

Page 5 ends

2022. It is expected that Measure AV will generate approximately $23.1 million in FY 2023, based on economic trends and projections performed by the City’s sales tax consultants.

Proposed expenditures under Measure AV fund are outlined by project and/or program in greater detail on the attached budget sheets. Below are some highlights of programs proposed for funding:

1. Public Safety
a. Animal Control: $625,000
b. Emergency Management: $261,670
c. Community Compliance: $1.4 million
d. LA County Sheriff Contract: $8.4 million

2. Infrastructure/CIP
a. Safe and Clean Parks: $9.3 million
b. Graffiti Abatement: $660,000
c. CIP – Multi-Year Projects: $5.8 million

3. Community Programs
a. SAVES: $125,000
b. Unhoused Programs: $100,000
c. Senior Programs: $500,000
d. Community Events: $500,000
e. Community Grant Programs: $2 million

4. Economic Development
a. Business retention and partnership programs: $1.6 million b. Film & Tourism: $100,000

5. Administrative Costs to support administration of the Fund, and staffing to implement and manage programs: $131,520

AMERICAN RESCUE PLAN ACT FUNDS (ARPA)
The City of Palmdale received an allocation of $35.4 million in funds as a result of the American Rescue Plan Act. The City received the first of two disbursements of funds in July 2021, with the second disbursement expected before the end of FY 2022. U.S.

Department of Treasury released the Final Rule on April 1, 2022, implementing the statutory provisions on eligible and ineligible uses of funds.

In accordance with the Final Rule, staff has prepared a proposed budget, as highlighted below. Details can be found on the attachments provided for each category listed.

Expenditures FY 2022
Projected
FY 2023
Proposed

1. Public Health $1,265,400 $11,610,000
Report to Mayor and City Council, Chairs, Commissioners, Members, and Directors Re: Proposed Annual Budget FY 2022-23
June 29, 2022

Page 6 ends

2. Negative Economic Impacts 525,000 2,375,000

3. Services to Disproportionately Impacted
Communities
598,100 6,414,300

4. Premium Pay 0 1,500,000

5. Water, Sewer & Broadband Infrastructure 0 500,000

6. Revenue Replacement 2,855,200 184,300

7. Administrative & Other 25,000 197,500
Expenditure Total $5,268,700 $22,781,100

SPECIAL REVENUE FUNDS
Special Revenue and other funds consist of transportation funds, grants, and other forms of restricted funding. Use of money in certain funds are governed by memorandums of understanding, contracts, or law. Required audits are conducted each year to ensure compliance with granting agencies.

One of the largest sources of revenue used by the City to pay for maintenance, repair, and improvement of streets and facilities is transportation funding. These are sales tax revenues that are collected by the State or County and allocated to the City based on a percent of population.

The below table shows the FY 2023 proposed Transportation fund expenditures:

Transportation Funds FY 2022
Projected
FY 2023
Proposed
Gas Tax Fund $13,979,260 $6,957,430
Prop A Fund 6,044,950 3,567,450
Prop C Fund 9,590,040 2,931,200
Local Transp Fund Art 3 20,000 0
Local Transp Fund Art 8 7,881,220 8,668,190
Measure R Fund 4,410,190 50,000
Measure M Fund 4,756,250 750,000
Expenditure Total $46,681,910 $22,924,270
The City uses these funds specifically to fund street repair maintenance and improvement activities such as traffic engineering, geographical information system software and staffing, bus stop and transportation center maintenance and public works staffing. Depending on the source of funding, balances may carry over from year to year in order to complete larger projects.

Report to Mayor and City Council, Chairs, Commissioners, Members, and Directors Re: Proposed Annual Budget FY 2022-23
June 29, 2022

Page 7 ends

CAPITAL IMPROVEMENT PROGRAM
The proposed FY 2023 Capital Improvement budget consists of a variety of projects totaling $98.8 million. Many of the proposed projects are funded by grants or other restricted funds. It is also important to keep in mind that capital projects are often a multi-year effort, and therefore the budget established will carry through the life of the project and may not be fully expended in the single year shown. The attached schedules provide a comprehensive listing of all previously approved and proposed capital improvement projects.

CONCLUSION
The proposed FY 2022-23 Budget is balanced and represents the City’s commitment to the long-term planning and sustainability of programs and services for the community.

FISCAL IMPACT
The Fiscal Year 2022-23 Operating Budget will serve as the financial guideline for program implementation for the year. The proposed annual budget is compliant with all Financial Policies, including the 20% General Fund Reserve Requirement, with a 30% reserve proposed in the budget. It is anticipated that revenues will be sufficient to cover the expenditures proposed.

STRATEGIC PLAN
Goal II: Ensure long-term fiscal health of the City and maintain funding for services.

B. Manage resources, costs, and liabilities to ensure the City’s long-term fiscal health.

C. Involve and expand engagement to enhance public oversight and transparency.

Prepared by: Janelle Samson, Director of Finance
Certified as to availability of Funds: Janelle Samson, Director of Finance Approved by: Ronda Perez, Interim City Manager
Approved as to form: Scott E. Porter, Acting City Attorney

ATTACHMENTS

1. Proposed Annual Budget for Fiscal Year 2022-23.

2. Joint Resolution No. CC 2022-066, SA 2022-004, PCA 2022-002, HA 2022- 001, IDA 2022-001, PAA 2022-001, and PFA 2022-001

CITY COUNCIL

SUCCESSOR AGENCY TO THE COMMUNITY REDEVELOPMENT AGENCY

PALMDALE CIVIC AUTHORITY,

HOUSING AUTHORITY

INDUSTRIAL DEVELOPMENT AUTHORITY,

PALMDALE AIRPORT AUTHORITY
AND

PALMDALE FINANCING AUTHORITY

CITY OF PALMDALE, CALIFORNIA
JOINT RESOLUTION NO. CC 2022-066

SUCCESSOR AGENCY TO THE COMMUNITY REDEVELOPMENT AGENCY OF THE CITY OF PALMDALE RESOLUTION NO. SA 2022-004
PALMDALE CIVIC AUTHORITY RESOLUTION NO. PCA 2022-002
HOUSING AUTHORITY RESOLUTION NO. HA 2022-001
INDUSTRIAL DEVELOPMENT AUTHORITY RESOLUTION NO. IDA 2022-001 PALMDALE AIRPORT AUTHORITY RESOLUTION NO. PAA 2022-001
PALMDALE FINANCING AUTHORITY RESOLUTION NO. PFA 2022-001

A JOINT RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PALMDALE, THE

SUCCESSOR AGENCY TO THE COMMUNITY REDEVELOPMENT AGENCY OF THE

CITY OF PALMDALE, THE PALMDALE CIVIC AUTHORITY, THE HOUSING

AUTHORITY OF THE CITY OF PALMDALE, THE INDUSTRIAL DEVELOPMENT

AUTHORITY, THE PALMDALE AIRPORT AUTHORITY OF THE CITY OF PALMDALE,

AND THE PALMDALE FINANCING AUTHORITY APPROVING AND ADOPTING THE CITY OF PALMDALE’S BIENNIAL BUDGET FOR FISCAL YEAR 2021-22 AND FISCAL YEAR 2022-23, AND APPROVING REVENUE AND EXPENDITURE ADJUSTMENTS TO FISCAL YEAR 2020-21.

WHEREAS, in accordance with the City of Palmdale Municipal Code Section

3.04.020, the City Manager shall submit a proposed budget to the City Council no later than May 31st of each year; and,
WHEREAS, the City Manager has submitted a proposed budget to the City Council, the Successor Agency to the Community Redevelopment Agency of the City of Palmdale, the Palmdale Civic Authority, the Housing Authority, the Industrial Development Authority, the Palmdale Airport Authority, and the Palmdale Financing Authority for the Fiscal Year 2022-23 for review, consideration and adoption; and, WHEREAS, the City Council has caused a public hearing to be held on said budget, as amended, on June 29, 2022, with public notice of the hearing published at least fourteen (14) days prior to said hearing, has further considered the proposed budget, and has made revisions therein; and,
Joint Resolution No. CC 2022-066, SA 2022-004, PCA 2022-002, HA 2022-001, IDA 2022-001, PAA 2022-001, and PFA 2022-002

Page 2 of 5 ends

WHEREAS, Section 3.04.101 of the Palmdale Municipal Code requires that the budget prescribing the spending policy of the City for the ensuing fiscal year be adopted on or before the thirtieth day of June each year; and,
WHEREAS, after due consideration and review, the City Council, the Successor Agency to the Community Redevelopment Agency of the City of Palmdale, the Palmdale Civic Authority, the Housing Authority, the Industrial Development Authority, the Palmdale Airport Authority, and the Palmdale Financing Authority find it is in the interest of the health, welfare and safety of the City, its citizens and businesspersons, to adopt the financial plan within the budget for the receipt and expenditure of public monies in Fiscal Year 2022-23; and,
WHEREAS, the City Council has approved a General Fund Operating Reserve Policy of 20% of operating expenditures; and that this Reserve Policy may fall below 20% in an emergency situation such as economic down turns or natural disasters.

NOW, THEREFORE, BE IT RESOLVED, THE CITY COUNCIL OF THE CITY OF

PALMDALE, THE SUCCESSOR AGENCY TO THE COMMUNITY REDEVELOPMENT

AGENCY OF THE CITY OF PALMDALE, THE PALMDALE CIVIC AUTHORITY OF

THE CITY OF PALMDALE, THE HOUSING AUTHORITY OF THE CITY OF

PALMDALE, THE INDUSTRIAL DEVELOPMENT AUTHORITY OF THE CITY OF

PALMDALE, THE PALMDALE AIRPORT AUTHORITY OF THE CITY OF PALMDALE,

AND THE PALMDALE FINANCING AUTHORITY OF THE CITY OF PALMDALE DO HEREBY FIND, DETERMINE, RESOLVE AND ORDER AS FOLLOWS:

SECTION 1. The original of the Budget of the City of Palmdale, the Successor Agency to the Community Redevelopment Agency of the City of Palmdale, the Palmdale Civic Authority, the Housing Authority, the Industrial Development Authority, the Palmdale Airport Authority, and the Palmdale Financing Authority for the fiscal year 2022-23, as amended, modified, revised and corrected by the City Council, the Successor Agency to the Community Redevelopment Agency of the City of Palmdale, the Palmdale Civic Authority, the Housing Authority, the Industrial Development Authority, the Palmdale Airport Authority, and the Palmdale Financing Authority shall be placed on file in the office of the City Clerk and shall be open to public inspection.

SECTION 2 . The City of Palmdale, the Successor Agency to the Community Redevelopment Agency of the City of Palmdale, the Palmdale Civic Authority, the Housing Authority, the Industrial Development Authority, the Palmdale Airport Authority, and the Palmdale Financing Authority are approving all the adjustments to the fiscal year 2021-22 revenues and expenditures as presented in the fiscal year 2022-23 Annual Budget document.

SECTION 3. The Budget of the City of Palmdale, the Successor Agency to the Community Redevelopment Agency of the City of Palmdale, the Palmdale Civic Authority, the Housing Authority, the Industrial Development Authority, the Palmdale Joint Resolution No. CC 2022-066, SA 2022-004, PCA 2022-002, HA 2022-001, IDA 2022-001, PAA 2022-001, and PFA 2022-002

Page 3 of 5 ends

Airport Authority, and the Palmdale Financing Authority for fiscal year 2022-23 as amended, modified, revised, and corrected by the City Council, the Successor Agency to the Community Redevelopment Agency of the City of Palmdale, the Palmdale Civic Authority, the Housing Authority, the Industrial Development Authority, the Palmdale Airport Authority, and the Palmdale Financing Authority is hereby approved and adopted. The Budget is subject to the requirements of Article XIII B of the California Constitution.

SECTION 4 . The Authorized Positions and Classification and Pay Plans as amended and incorporated in the budget document are hereby approved and adopted.

SECTION 5 . That the Chief Financial Officer/City Treasurer is authorized to expend in accordance with the laws of the State of California and the law and Charter of the City of Palmdale on behalf of the City Council new appropriations as stated in the “Adopted Annual Budget for Fiscal Year 2022-23,” attached hereto and incorporated herein by reference.

SECTION 6 . That the Chief Financial Officer/City Treasurer is authorized to validate, sign and pay all legal and contractual obligations of the City, including City Departments and agencies with check warrants up to the amounts appropriated in this budget.

SECTION 7 . The Director of Finance or Finance Manager shall have the authority to receive, up to $50,000, on behalf of the City, any and all donations and make the appropriate entries into the City financial records to enable the City to spend the donation on the purpose for which it was intended without presenting each item to the City Council for approval. These donations, received throughout the fiscal year by various departments from members of the community for a variety of purposes, are obligated and not discretionary. All donations more than such amount shall be approved by the City Council, the Successor Agency to the Community Redevelopment Agency of the City of Palmdale, the Palmdale Civic Authority, the Housing Authority, the Industrial Development Authority, the Palmdale Airport Authority, and the Palmdale Financing Authority.

SECTION 8. That at the conclusion of fiscal year ending June 30, 2022, certain purchase order will exist as outstanding encumbrances representing contractual obligations or previously budgeted funds. In addition, budgeted funds for certain items or projects in various stages of acquisition or development have previously been approved or will be approved by City Council to be carried forward to fiscal year 2022- 23 as Continuing Appropriations. The Outstanding Encumbrances and Continuing Appropriations shall be deemed to be re-budgeted as an addition to the budget amounts previously set forth in the Resolution.

Joint Resolution No. CC 2022-066, SA 2022-004, PCA 2022-002, HA 2022-001, IDA 2022-001, PAA 2022-001, and PFA 2022-002

Page 4 of 5 ends

SECTION 9. The Successor Agency to the Community Redevelopment Agency of the City of Palmdale and the Housing Authority of the City of Palmdale, in its capacity as the entity assuming the housing functions of the former Redevelopment Agency, find and determine that the planning and administrative expenses set forth in the Budget to be paid from the Authority’s Low and Moderate Income Housing Asset Fund, which was established pursuant to Section 9 of Assembly Bill 1484 (Health and Safety Code section 34176(d)), are necessary for the production, improvement or preservation of low-and moderate-income housing.

SECTION 10. Without prior approval of the City Council, the Successor Agency to the Community Redevelopment Agency of the City of Palmdale, the Palmdale Civic Authority, the Housing Authority, Industrial Development Authority, Palmdale Airport Authority, or the Palmdale Financing Authority, the City Manager/Executive Director/Secretary shall have authority to transfer up to $100,000.00 within the same fund, but not from fund to fund, except for shifts in appropriations relating to personnel.

Any transfer of more than such amount shall be approved by the City Council, the Successor Agency to the Community Redevelopment Agency of the City of Palmdale, the Palmdale Civic Authority, the Housing Authority, the Industrial Development Authority, the Palmdale Airport Authority, and the Palmdale Financing Authority. A transfer from fund to fund in any amount, except as relates to personnel, shall be likewise approved by the City Council, the Successor Agency to the Community Redevelopment Agency of the City of Palmdale, the Palmdale Civic Authority, the Housing Authority, Industrial Development Authority, the Palmdale Airport Authority, or the Palmdale Financing Authority.

SECTION 11 . That the City Council hereby approves the Capital Improvement Plan for Fiscal Year 2022-23, hereby accepts the Planning Commission’s determination on May 12, 2022, that the Fiscal Year 2022-23 capital projects are consistent with the General Plan of the City of Palmdale.

SECTION 12. The City Clerk shall certify to the adoption of this resolution.

PASSED, APPROVED and ADOPTED this 29th day of June, 2022. _________________________________
Approved as to form: Steven D. Hofbauer, Mayor
Chair
ATTEST:
___________________________ _________________________________ Scott E. Porter, Acting City Attorney Shanae S. Smith, City Clerk General Council/Authority Attorney Agency Secretary/Authority Secretary Joint Resolution No. CC 2022-066, SA 2022-004, PCA 2022-002, HA 2022-001, IDA 2022-001, PAA 2022-001, and PFA 2022-002

Page 5 of 5 ends

I, Shanae S. Smith, City Clerk of Palmdale, California, do hereby certify that the foregoing resolution was duly passed, approved, and adopted by the City Council of the City of Palmdale at a regular meeting of said Council held on the 29th day of June, 2022 by the following roll call vote:

AYES:

NOES:___________________________________________________________ ABSTAIN:______________________ABSENT:___________________________ Date:

Shanae S. Smith, City Clerk

ANNUAL BUDGET
FISCAL YEAR 2022-2023

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
FY 2021
Actuals
FY 2022
Actuals YTD
FY 2022
Adopted
FY 2022 Year
End
Projection
FY 2023
Proposed
FY 2024
Projected
FY 2025
Projected
FY 2026
Projected
FY 2027
Projected
1 BEGINNING FUND BALANCE 66,410,555 58,501,265 58,501,265 58,501,265 51,105,535 59,082,725 59,469,835 56,026,345 51,049,725 2 REVENUES/TRANSFERS IN
3 Property Tax 26,746,121 12,833,776 25,425,800 25,606,800 26,790,360 27,594,070 28,421,890 29,274,550 30,152,790 4 Sales And Use Tax 25,117,182 11,195,939 23,049,000 27,578,280 28,894,710 29,472,600 30,062,050 30,663,290 31,276,560 5 Transient Occupancy Tax 4,667,137 3,668,162 4,192,500 4,750,000 4,800,000 4,896,000 4,993,920 5,093,800 5,195,680 6 Franchise Fees 6,071,308 2,304,667 5,819,800 5,819,800 5,880,500 5,939,310 5,998,700 6,058,690 6,119,280 7 Use Of Property 1,538,807 1,080,291 3,238,400 3,067,960 3,257,600 3,322,750 3,389,210 3,456,990 3,526,130 8 License And Permits 3,739,501 3,185,364 4,883,700 4,133,700 4,418,700 4,507,070 4,597,210 4,689,150 4,782,930 9 Charges For Services 2,515,514 660,840 801,500 1,049,920 1,397,530 1,467,410 1,540,780 1,617,820 1,698,710 10 Development Charges For Services 2,217,462 1,582,986 1,438,200 2,059,100 2,033,000 2,093,990 2,156,810 2,221,510 2,288,160 11 Fines And Forfeitures 589,757 214,569 487,400 669,900 639,400 652,190 665,230 678,530 692,100 12 Other Revenue 3,417,979 2,616,126 4,061,600 4,477,310 12,536,100 8,061,600 5,561,600 5,561,600 5,561,600 13 Capital Lease Proceeds 518,836 0 0 0 0 0 0 0 0
14 Transfer In 18,945,326 2,071,308 20,060,600 12,903,740 12,572,200 12,441,200 12,441,200 12,441,200 12,441,200 15 Total Revenues 96,084,929 41,414,030 93,458,500 92,116,510 103,220,100 100,448,190 99,828,600 101,757,130 103,735,140 16 EXPENDITURES/TRANSFERS OUT
17 Salaries 14,572,949 9,977,788 14,309,800 17,250,960 18,546,610 19,103,010 19,676,100 20,266,380 20,874,370 18 Benefits 5,382,452 4,515,674 6,723,820 7,659,080 8,274,870 8,523,120 8,778,810 9,129,960 9,495,160 19 Organizational Development 274,556 196,070 654,300 569,670 685,810 680,000 680,000 680,000 680,000 20 Operating (materials, supplies) 5,523,825 3,896,472 7,725,600 9,526,660 10,403,740 11,444,110 11,787,430 12,141,050 12,505,280 21 Contract Services 9,465,144 5,069,491 12,387,950 12,173,870 14,041,490 14,322,320 14,608,770 14,900,950 15,198,970 22 Capital Outlay 1,801,245 874,033 10,232,030 3,546,500 1,153,880 100,000 100,000 100,000 100,000 23 County Contracts - Law Enforcement 25,272,116 11,203,272 26,124,500 19,172,500 16,077,800 21,709,580 22,903,610 24,163,310 25,492,290 24 County Contracts - Liability 2,711,754 1,608,376 3,166,700 3,166,700 3,530,900 3,936,950 4,389,700 4,894,520 5,457,390 25 County Contracts - Animal Control 604,986 567,716 500,000 960,000 1,020,000 800,000 800,000 800,000 800,000 26 Utilities 1,980,217 1,235,126 2,457,000 2,506,420 2,540,470 2,642,090 2,747,770 2,857,680 2,971,990 27 Debt Service 6,104,295 2,846,518 6,301,500 6,301,500 6,349,900 6,349,900 6,349,900 6,349,900 6,349,900 28 Transfers Out/Internal Svc Alloc. 3,550,681 186 6,911,000 12,428,380 8,367,440 8,200,000 8,200,000 8,200,000 8,200,000 29 Transfer Out to Reserves 26,750,000 - 3,500,000 4,250,000 4,250,000 2,250,000 2,250,000 2,250,000 2,250,000 30 Total Expenditures 103,994,220 41,990,721 100,994,200 99,512,240 95,242,910 100,061,080 103,272,090 106,733,750 110,375,350 31 Surplus/(Deficit) (Revenue - Expenditures) (7,909,290) (576,692) (7,535,700) (7,395,730) 7,977,190 387,110 (3,443,490) (4,976,620) (6,640,210) 32 FUND BALANCE BEFORE RESERVES/RESTRICTIONS 58,501,265 57,924,573 50,965,565 51,105,535 59,082,725 59,469,835 56,026,345 51,049,725 44,409,515 33 20 % Reserve Requirement (30% Recommended) 20,798,844 19,902,448 28,572,873 30,018,324 20,654,418 21,346,750 22,075,070 34 Restricted, Nonspendable and Assigned 26,770,019 26,770,019 26,770,019 25,000,000 25,000,000 25,000,000 25,000,000 35 ENDING AVAILABLE BALANCE 10,932,402 50,965,565 4,433,068 3,739,833 4,451,511 10,371,927 4,702,975 (2,665,555)

CITY OF PALMDALE

FIVE YEAR GENERAL FUND AND CONSOLIDATED FUNDS PROJECTION

Page 1 of 102 ends

Fund Fund Description
FY 2022
Beginning
Available Fund
Balance
FY 2022
Revenues
FY 2022
Operating
Expenditures
FY 2022 Capital
Expenditures
Reserve
Requirement
FY 2022
Projected
Ending Available
Fund Balance
101, 150,
151, 350 General Fund 31,731,246 92,116,510 96,158,610 3,353,630 19,902,448 4,433,068 153 Information Technology 3,769,357 6,216,430 5,966,430 - 4,000,000 19,357 154 Fleet Maintenance 2,250,000 2,894,500 2,624,500 - 2,500,000 20,000 155 Capital Improvement Fund - - - - - 156 Public Art Fund 1,000,000 50,000 51,300 185,000 813,700 157 Measure AV 5,036,301 21,945,000 11,228,180 2,072,930 1,330,111 12,350,080 158 American Rescue Funds - 35,455,350 3,018,300 2,250,400 30,186,650 200 Peg Fund 525,876 358,100 314,100 - 569,876 201 Gas Tax Fund 11,846,336 4,313,340 7,074,560 6,904,700 2,180,416 202 Public Safety Fund 270,528 150,500 150,000 - 271,028 203 Prop A Fund 8,244,786 3,195,200 2,897,100 3,147,850 5,395,036 204 Prop C Fund 13,740,992 2,650,500 582,800 9,007,240 6,801,452 204 Grant Prop C Grant Funds - 7,508,390 - 7,508,390 - 205 Air Quality Improvement Fund 43,218 50,000 - - 93,218 206 Local Transp Fund Art 3 57,523 114,800 - 20,000 152,323 207 Local Transp Fund Art 8 1,110,118 6,771,100 2,637,480 5,243,740 (2) 208 Measure R Fund 6,048,370 1,994,100 - 4,410,190 3,632,280 208 Grant Measure R Grant Funds - 50,169,810 - 50,169,810 - 209 Measure M Fund 5,564,759 2,241,700 - 4,756,250 3,050,209 209 Grant Measure M Grant Funds - 8,471,600 - 8,471,600 - 210 Road Maint & Rehab Acct Fund 2,557,472 3,236,680 - 4,824,650 969,502 211 Measure A La County Parks - 2,043,550 - 2,043,550 - 220 Park Development Fund 7,838,830 5,010,000 231,700 6,064,020 6,553,110 221 Traffic Impact Fund 2,794,728 955,000 861,300 1,779,550 1,108,878 222 Amargosa Drainage Fund 379,034 130,000 57,900 358,440 92,694 223 Anaverde Drainage Fund (3,785,908) 715,000 81,000 436,620 (3,588,528) 224 Portal Ridge Drainage Fund (9,238) 36,000 6,000 468,700 (447,938) 225 Pearland Drainage Fund 10,289,513 1,226,700 6,000 3,244,200 8,266,013 226 Littlerock Drainage Fund 61,373 500 6,000 50,000 5,873 227 Fire Facilities Impact Fund 7,500,135 510,000 25,500 - 7,984,635 228 Sewer Upgrade Fund 522,114 - - 462,890 59,224 229 Public Facilities Fund 980,568 300,500 - 844,470 436,598 230 Big Rock Drainage Fund 18,262 500 6,000 75,630 (62,868) 240 Federal Funds Fund (360,117) 10,244,130 127,470 6,113,100 3,643,443 241 State Grants Fund (380,055) 9,662,180 298,930 8,977,990 5,205 242 Misc Grant/Developer Contrib 3,007,555 4,717,830 149,660 5,778,850 1,796,875 243 Federal Home Program 7,665,564 1,789,950 1,904,340 - 7,551,174 244 Federal Jobs Programs (37,150) 122,100 82,100 - 2,850 245 HOME ARP Fund - 5,000 5,000 - - 250 Park Assessments Fund 3,292,354 2,856,800 2,542,700 1,155,900 2,450,554 251 Landscape Maintenance Fund 13,072,360 6,348,900 6,532,410 1,087,790 11,801,060 252 Street Lighting Assmnt Distr 2,799,639 1,143,100 806,350 - 3,136,389 253 Drainage Benefit Assessment 1,191,775 133,300 47,200 - 1,277,875 254 Sewer Maint Assessment Dist 25,515,289 6,582,100 4,860,160 9,021,240 7,654,587 10,561,402 255 Street Light County District 14,108,688 3,227,500 3,501,500 97,500 13,737,188 256 Street Light Dist #2 Anaverde 787,169 162,200 169,900 - 779,469 257 Street Light Dist #3 Ritter 318,254 63,700 85,800 - 296,154 260 Solid Waste 150,368 835,790 303,000 - 683,158 270 Library Fund - - - - - 280 CDBG Fund 2,333,586 5,846,740 3,764,420 2,257,720 2,158,186 281 Saves Grant Fund (33,173) 100,860 37,040 - 30,647 282 Saves Prgm Assistance Fund - - - - - 291 Housing Authority Fund 216,348 91,100 72,680 - 234,768 292 Housing Facilities Fund (5,081,605) 7,617,800 7,270,220 - (4,734,025) 293 Housing Asset Fund 50,817,164 2,649,990 9,378,670 - 44,088,484 300 Water Park 3,169,980 3,898,170 1,707,060 - 512,118 4,848,972 350 Palmdale CCA (901,836) 1,615,640 713,800 - 142,760 (142,756) 460 Successor Agency 12,008,165 63,251,300 64,781,700 - 10,477,765 480 Ad88-1 10Th St West Improv 236,213 381,800 - 302,000 316,013 481 Ad90-2 7Th St West Improvement 326,017 400,000 - 58,820 667,197 482 Cfd 2003-1 Improvement Fund 13,092 - - - 13,092 483 Cfd91-1 Sierra Gateway Improv 153,365 - - - 153,365 484 Cfd93-1 Ritter Ranch Impr Fund 2,589,206 - - - 2,589,206 520 Debt Svc-Pca 1999 Cop $12.3M 10,227 - - - 10,227 522 Debt Svc-Sgnl&St Light Impr - - - - - 523 Debt Svc-Pwr Pl Land $19.9 Cop - 1,501,200 1,491,800 - 9,400 524 Debt Svc-Revenue Bonds 1,070,645 10,000 - - 1,080,645

CITY OF PALMDALE

PROJECTED FUND BALANCE
FISCAL YEAR 2022

Page 2 of 102 ends

CITY OF PALMDALE

PROJECTED FUND BALANCE
FISCAL YEAR 2022
525 Debt Svc-Pfa 1 2,485,100 2,484,900 - 201 580 Opeb Fiduciary Trust Funds 5,226,443 374,000 395,000 - 5,205,443 710 Palmdale Community Foundation 247,725 275,010 58,180 225,000 239,555 730 Ad88-1 10Th St West Redemption 76,851 5,000 - - 81,851 732 Ad90-2 7Th St West Redemption (12,098) 13,000 - - 902 733 Ad87-1 Rancho Vista Rdmpt Fund 131,993 2,000 - - 133,993 734 Cfd03-1 Anaverde Redemption 1,910,863 1,579,900 1,529,400 - 1,961,363 735 Cfd 2005-1 Redemption Fund 1,605,900 1,279,000 1,152,800 - 1,732,100 736 Cfd91-1 Sierra Gateway Redempt (38,388) 178,800 63,400 - 77,012 737 Ad91-2 52Nd St West Redemption 23,587 400 - - 23,987 738 Cfd93-1 Ritter Ranch Rdmpt Fnd 276,750 2,000 42,900 - 235,850 739 Ad 2006-01 Godde Hill Rdmp Fd 307,149 149,100 135,000 - 321,249 740 Cfd16-1 Joshua Ranch Wtr Rdmp 1,843,009 802,800 780,700 - 1,865,109 Total 270,947,001 401,621,010 250,547,150 163,230,360 35,899,264 222,891,237

Page 3 of 102 ends

Fund Fund Description
FY 2023
Beginning
Available Fund
Balance
FY 2023
Revenues
FY 2023
Operating
Expenditures
FY 2023 Capital
Expenditures
Reserve
Requirement
FY 2023
Projected
Ending Available
Fund Balance
101, 150,
151, 350 General Fund 24,335,516 103,220,100 94,482,910 760,000 28,572,873 3,739,833 153 Information Technology 4,019,357 4,448,420 4,198,420 - 4,000,000 269,357 154 Fleet Maintenance 2,520,000 3,138,680 2,868,680 - 2,500,000 290,000 155 Capital Improvement Fund - - - - - 156 Public Art Fund 813,700 276,810 116,880 230,000 743,630 157 Measure AV 13,680,191 23,116,000 18,114,780 13,876,580 3,199,136 1,605,695 158 American Rescue Funds 30,186,650 - 12,711,100 10,270,000 7,205,550 200 Peg Fund 569,876 358,100 226,600 - 701,376 201 Gas Tax Fund 2,180,416 4,777,040 6,457,430 500,000 26 202 Public Safety Fund 271,028 150,500 150,000 - 271,528 203 Prop A Fund 5,395,036 3,837,710 3,023,400 544,050 5,665,296 204 Prop C Fund 6,801,452 3,183,390 581,200 2,350,000 7,053,642 204 Grant Prop C Grant Funds - - - - - 205 Air Quality Improvement Fund 93,218 50,000 - - 143,218 206 Local Transp Fund Art 3 152,323 146,930 - - 299,253 207 Local Transp Fund Art 8 (2) 8,668,200 2,978,210 5,689,980 8 208 Measure R Fund 3,632,280 2,393,790 - 50,000 5,976,070 208 Grant Measure R Grant Funds - 43,045,000 - 43,045,000 - 209 Measure M Fund 3,050,209 2,694,630 - 750,000 4,994,839 209 Grant Measure M Grant Funds - 550,000 - 550,000 - 210 Road Maint & Rehab Acct Fund 969,502 3,561,650 - 3,557,660 973,492 211 Measure A La County Parks - 2,000,000 - 2,000,000 - 220 Park Development Fund 6,553,110 3,010,000 150,000 6,617,000 2,000,000 796,110 221 Traffic Impact Fund 1,108,878 955,000 867,100 100,000 1,096,778 222 Amargosa Drainage Fund 92,694 155,000 57,900 - 189,794 223 Anaverde Drainage Fund (3,588,528) 705,000 81,000 - (2,964,528) 224 Portal Ridge Drainage Fund (447,938) 36,000 6,000 - (417,938) 225 Pearland Drainage Fund 8,266,013 755,300 6,000 360,000 8,655,313 226 Littlerock Drainage Fund 5,873 500 6,000 - 373 227 Fire Facilities Impact Fund 7,984,635 660,000 33,000 - 8,611,635 228 Sewer Upgrade Fund 59,224 - - - 59,224 229 Public Facilities Fund 436,598 450,500 - 355,000 532,098 230 Big Rock Drainage Fund (62,868) 500 6,000 - (68,368) 240 Federal Funds Fund 3,643,443 - - - 3,643,443 241 State Grants Fund 5,205 2,030,340 1,975,340 50,000 10,205 242 Misc Grant/Developer Contrib 1,796,875 1,653,500 59,230 1,558,000 1,833,145 243 Federal Home Program 7,551,174 400,000 408,660 - 7,542,514 244 Federal Jobs Programs 2,850 79,700 79,300 - 3,250 245 HOME ARP Fund - 2,088,970 2,089,350 - (380) 250 Park Assessments Fund 2,450,554 2,913,200 2,763,500 100,000 2,500,254 251 Landscape Maintenance Fund 11,801,060 6,505,600 7,187,600 - 11,119,060 252 Street Lighting Assmnt Distr 3,136,389 1,133,500 948,390 - 3,321,499 253 Drainage Benefit Assessment 1,277,875 136,000 49,340 - 1,364,535 254 Sewer Maint Assessment Dist 18,215,989 6,694,300 5,331,960 4,000,000 5,464,797 10,113,532 255 Street Light County District 13,737,188 3,227,500 3,767,940 - 13,196,748 256 Street Light Dist #2 Anaverde 779,469 162,200 179,780 - 761,889 257 Street Light Dist #3 Ritter 296,154 63,700 95,560 - 264,294 260 Solid Waste 683,158 412,000 753,050 - 342,108 270 Library Fund - - - - - 280 CDBG Fund 2,158,186 1,723,100 1,626,460 347,000 1,907,826 281 Saves Grant Fund 30,647 40,000 40,000 - 30,647 282 Saves Prgm Assistance Fund - - - - - 291 Housing Authority Fund 234,768 92,200 80,230 - 246,738 292 Housing Facilities Fund (4,734,025) 7,839,970 8,016,430 - (4,910,485) 293 Housing Asset Fund 44,088,484 2,542,150 3,800,160 - 42,830,474 300 Water Park 5,361,090 1,752,500 1,723,510 - 517,053 4,873,027 350 Palmdale CCA 4 25,535,730 23,983,400 - 766,072 786,262 460 Successor Agency 10,477,765 63,150,300 63,235,500 - 10,392,565 480 Ad88-1 10Th St West Improv 316,013 - - - 316,013 481 Ad90-2 7Th St West Improvement 667,197 - - - 667,197 482 Cfd 2003-1 Improvement Fund 13,092 - - - 13,092 483 Cfd91-1 Sierra Gateway Improv 153,365 - - - 153,365 484 Cfd93-1 Ritter Ranch Impr Fund 2,589,206 - - - 2,589,206 520 Debt Svc-Pca 1999 Cop $12.3M 10,227 - - - 10,227 522 Debt Svc-Sgnl&St Light Impr - - - - - 523 Debt Svc-Pwr Pl Land $19.9 Cop 9,400 1,500,900 1,491,500 - 18,800 524 Debt Svc-Revenue Bonds 1,080,645 10,000 - - 1,090,645

CITY OF PALMDALE

ESTIMATED FUND BALANCE
FISCAL YEAR 2023

Page 4 of 102 ends

CITY OF PALMDALE

ESTIMATED FUND BALANCE
FISCAL YEAR 2023
525 Debt Svc-Pfa 201 2,560,200 2,551,300 - 9,101 580 Opeb Fiduciary Trust Funds 5,205,443 374,000 395,000 - 5,184,443 710 Palmdale Community Foundation 239,555 60,700 189,230 - 111,025 730 Ad88-1 10Th St West Redemption 81,851 5,000 - - 86,851 732 Ad90-2 7Th St West Redemption 902 3,000 - - 3,902 733 Ad87-1 Rancho Vista Rdmpt Fund 133,993 2,000 - - 135,993 734 Cfd03-1 Anaverde Redemption 1,961,363 1,586,400 1,537,700 - 2,010,063 735 Cfd 2005-1 Redemption Fund 1,732,100 1,275,300 962,900 - 2,044,500 736 Cfd91-1 Sierra Gateway Redempt 77,012 87,660 164,670 - 2 737 Ad91-2 52Nd St West Redemption 23,987 400 - - 24,387 738 Cfd93-1 Ritter Ranch Rdmpt Fnd 235,850 2,000 51,440 - 186,410 739 Ad 2006-01 Godde Hill Rdmp Fd 321,249 150,000 143,420 - 327,829 740 Cfd16-1 Joshua Ranch Wtr Rdmp 1,865,109 818,700 797,200 - 1,886,609 Total 258,790,505 354,957,470 283,601,660 97,660,270 47,019,931 185,466,114

Page 5 of 102 ends

Category 2021 Actuals
2022 Actuals
YTD
2022 Year End
Projection
FY 2023
Proposed $ Chg % Chg
60 PROPERTY TAXES 93,917,724 12,833,776 88,916,200 89,998,760 1,082,560 1.2% 61 SALES & USE TAXES 40,336,692 29,881,442 59,514,780 64,030,230 4,515,450 7.6% 62 OTHER TAXES 6,180,861 4,046,217 7,265,020 8,052,690 787,670 10.8% 63 TRANSIENT OCC TAX 4,667,137 3,668,162 4,750,000 4,800,000 50,000 1.1% 64 FRANCHISE FEES 6,659,556 2,439,242 6,177,900 6,238,600 60,700 1.0% 65 SUBVENTIONS & GRANTS 13,694,692 21,226,774 136,467,950 58,783,440 (77,684,510) -56.9% 66 DEVELOPER CONTRIB 18,950 51,380 55,800 80,400 24,600 44.1% 67 COUNTY CONTRIB 340,695 182,299 2,430,610 3,738,000 1,307,390 53.8% 68 STATE CONTRIBUTIONS - - 1,000 2,000 1,000 100.0% 69 OTHER AGENCY CONTRIB 2,247,348 743,829 4,690,170 242,500 (4,447,670) -94.8% 71 USE OF PROPERTY 9,961,379 12,121,912 13,801,310 13,161,270 (640,040) -4.6% 72 FAIR VALUE OF INVEST (508,020) - 10,000 10,000 - 0.0% 75 PARK DEVELOPMENT FEE 1,823,872 1,370,891 1,000,000 1,000,000 - 0.0% 76 DRAINAGE FEES 1,347,273 1,430,211 1,467,000 1,012,000 (455,000) -31.0% 78 TRAFFIC IMPACT FEES 806,342 672,711 950,000 950,000 - 0.0% 79 FACILITY IMPACT FEE 1,380,206 759,530 800,000 1,100,000 300,000 37.5% 80 LICENSES AND PERMITS 3,849,289 3,232,681 4,228,500 4,514,100 285,600 6.8% 81 CHRGS FOR SERVICES 8,336,245 3,024,293 7,499,500 33,305,360 25,805,860 344.1% 82 DEV CHRGS FOR SVCS 2,217,462 1,611,044 2,109,100 2,309,810 200,710 9.5% 83 FINES & FORFEITURES 819,268 362,453 844,100 813,600 (30,500) -3.6% 84 SPECIAL ASSESSMENTS 23,132,467 11,175,521 22,767,000 23,081,000 314,000 1.4% 90 OTHER - REVENUE 3,719,234 2,754,067 5,313,060 13,149,550 7,836,490 147.5% 93 BOND PROCEEDS (OFS) 24,027,900 - - - - 0.0% 95 GN/LS-SALE OF ASSET 594,783 15,677 116,440 - (116,440) -100.0% 97 CAPITAL LEASE PROCEE 518,836 - - - - 0.0% 98 TRANSFERS IN 35,284,743 2,071,308 14,402,040 9,707,960 (4,694,080) -32.6% TRANSFERS IN - RSV 26,750,000 - 3,000,000 3,000,000 - 0.0% TRANSFERS IN - INTERNAL SVC ALLOC 2,937,340 - 8,590,930 7,067,100 (1,523,830) -17.7% TRANSFERS IN - ADMIN FEES 2,183,140 - 3,090,700 3,448,900 358,200 11.6% TRANSFERS IN - DEBT SVC 409,136 567,124 1,361,900 1,360,200 (1,700) -0.1% Grand Total 317,654,551 116,242,545 401,621,010 354,957,470 (46,663,540) -11.6%

CITY OF PALMDALE
FY 2023 PROPOSED BUDGET
REVENUES-ALL FUNDS (Actuals through Q3 FY22)

Page 6 of 102 ends

Category 2021 Actuals
2022 Actuals
YTD
2022 Year End
Projection
FY 2023
Proposed $ Chg % Chg
60 PROPERTY TAXES 26,746,121 12,833,776 25,606,800 26,790,360 1,183,560 4.6% 61 SALES & USE TAXES 25,117,182 11,195,939 27,578,280 28,894,710 1,316,430 4.8% 63 TRANSIENT OCC TAX 4,667,137 3,668,162 4,750,000 4,800,000 50,000 1.1% 64 FRANCHISE FEES 6,071,308 2,304,667 5,819,800 5,880,500 60,700 1.0% 65 SUBVENTIONS & GRANTS 166,800 15,995 16,000 - (16,000) -100.0% 69 OTHER AGENCY CONTRIB 32,250 23,250 200,000 200,000 - 0.0% 71 USE OF PROPERTY 1,472,718 1,080,291 3,067,960 3,257,600 189,640 6.2% 72 FAIR VALUE OF INVEST 66,088 - - - - 0.0% 80 LICENSES AND PERMITS 3,739,501 3,185,364 4,133,700 4,418,700 285,000 6.9% 81 CHRGS FOR SERVICES 2,515,514 660,840 1,035,520 1,397,530 362,010 35.0% 82 DEV CHRGS FOR SVCS 2,217,462 1,582,986 2,059,100 2,033,000 (26,100) -1.3% 83 FINES & FORFEITURES 589,757 214,569 669,900 639,400 (30,500) -4.6% 90 OTHER - REVENUE 3,218,929 2,576,881 4,261,310 12,336,100 8,074,790 189.5% 97 CAPITAL LEASE PROCEE 518,836 - - - - 0.0% 98 TRANSFERS IN 5,762,185 2,071,308 8,211,800 9,123,300 911,500 11.1% TRANSFERS IN - RSV 11,000,000 - - - - 0.0% TRANSFERS IN - ADMIN FEES 2,183,140 - 3,090,700 3,448,900 358,200 11.6% Grand Total 96,084,929 41,414,030 90,500,870 103,220,100 12,719,230 14.1%

CITY OF PALMDALE
FY 2023 PROPOSED BUDGET
REVENUES-GENERAL FUND (Actuals through Q3 FY22)

Page 7 of 102 ends

Category 2021 Actuals
2022 Actuals
YTD
2022 Year End
Projection
FY 2023
Proposed $ Chg % Chg
10 SALARIES 22,646,286 16,180,960 27,177,690 31,735,910 4,558,220 16.8% 11 BENEFITS 9,557,979 7,489,752 12,596,560 14,190,800 1,594,240 12.7% 15 ORG DEVELOPMENT 329,539 252,323 717,150 871,210 154,060 21.5% 20 OPERATING EXP 10,270,551 5,863,915 18,511,900 27,330,110 8,818,210 47.6% 21 CONTRACT SERVICES 18,412,623 9,841,995 25,574,250 55,167,510 29,593,260 115.7% 22 SOFTWARE 993,141 800,504 4,461,900 2,856,980 (1,604,920) -36.0% 23 CAPITAL OUTLAY 271,252 117,219 512,700 495,750 (16,950) -3.3% 24 COUNTY CONTRACTS 28,598,876 17,154,184 30,851,160 33,730,160 2,879,000 9.3% 25 UTILITIES 5,410,528 3,116,126 7,157,850 7,578,630 420,780 5.9% 26 PROGRAM EXP 751,041 1,269,477 10,061,290 3,563,200 (6,498,090) -64.6% 30 INTER-GOV SHARING 52,352,254 - 52,252,400 50,626,900 (1,625,500) -3.1% 40 CAPITAL 24,706,100 14,376,963 166,896,930 101,944,870 (64,952,060) -38.9% 50 DEBT SERVICE 50,258,482 7,609,821 26,616,960 26,640,440 23,480 0.1% 55 CONTINGENCY 19,250 - 20,000 20,000 - 0.0% 57 SECTION 115 TRUST - - 1,250,000 1,250,000 - 0.0% 59 TRANSFERS OUT 35,284,793 2,071,308 14,402,040 9,707,960 (4,694,080) -32.6% TRANSFERS OUT - RSV 26,750,000 - 3,000,000 3,000,000 - 0.0% TRANSFERS OUT - INT SVC ALLOC 2,924,340 200 8,590,930 7,067,100 (1,523,830) -17.7% TRANSFERS OUT - ADMIN FEES 2,191,242 - 3,090,700 3,448,900 358,200 11.6% 81 CHRGS FOR SERVICES 35,520 35,113 35,100 35,500 400 1.1% 95 GN/LS-SALE OF ASSET (8) - - - - 0.0% Grand Total 291,763,789 86,179,860 413,777,510 381,261,930 (32,515,580) -7.9%

CITY OF PALMDALE
FY 2023 PROPOSED BUDGET
EXPENDITURES-ALL FUNDS (Actuals through Q3 FY22)

Page 8 of 102 ends

Category 2021 Actuals
2022 Actuals
YTD
2022 Year End
Projection
FY 2023
Proposed $ Chg % Chg
10 SALARIES 14,438,232 10,140,554 16,890,460 18,546,610 1,656,150 9.8% 11 BENEFITS 5,322,207 4,489,684 7,483,880 8,274,870 790,990 10.6% 15 ORG DEVELOPMENT 274,556 202,556 564,670 685,810 121,140 21.5% 20 OPERATING EXP 5,523,383 3,898,641 9,521,660 10,403,740 882,080 9.3% 21 CONTRACT SERVICES 9,114,003 5,081,559 12,031,870 14,034,390 2,002,520 16.6% 22 SOFTWARE 112,402 37,859 - 7,100 7,100 0.0% 23 CAPITAL OUTLAY 108,091 18,872 117,100 127,950 10,850 9.3% 24 COUNTY CONTRACTS 28,588,856 13,379,364 23,299,200 20,628,700 (2,670,500) -11.5% 25 UTILITIES 1,980,217 1,235,298 2,506,420 2,540,470 34,050 1.4% 40 CAPITAL 1,613,298 376,071 3,428,400 1,025,930 (2,402,470) -70.1% 50 DEBT SERVICE 6,147,615 2,846,518 6,276,400 6,349,900 73,500 1.2% 57 SECTION 115 TRUST - - 1,250,000 1,250,000 - 0.0% 59 TRANSFERS OUT 1,661,172 - 7,277,340 4,412,960 (2,864,380) -39.4% TRANSFERS OUT - RSV 26,750,000 - 3,000,000 3,000,000 - 0.0% TRANSFERS OUT - INT SVC ALLOC 1,734,450 186 5,151,040 3,954,480 (1,196,560) -23.2% 95 GN/LS-SALE OF ASSET (8) - - - - 0.0% Grand Total 103,368,473 41,707,162 98,798,440 95,242,910 (3,555,530) -3.6%

CITY OF PALMDALE
FY 2023 PROPOSED BUDGET
EXPENDITURES-GENERAL FUND (Actuals through Q3 FY22)

Page 9 of 102 ends

Department/Division Category 2020 Actuals 2021 Actuals 2022
Projected
FY 2023
Proposed $ Chg % Chg

1. City Council
CITY COUNCIL SALARIES 54,833 112,005 140,750 108,950 (31,800) -22.6% BENEFITS 80,972 101,425 54,400 54,830 430 0.8% ORG DEVELOPMENT 3,178 4,319 30,000 30,250 250 0.8% OPERATING EXP 2,224 2,134 2,500 2,000 (500) -20.0% CAPITAL OUTLAY - 467 1,000 1,000 - 0.0% UTILITIES - 189 1,500 3,600 2,100 140.0% TRANSFERS OUT - INT SVC ALLOC - 32,540 100,230 64,010 (36,220) -36.1% CITY COUNCIL Total 141,207 253,079 330,380 264,640 (65,740) -19.9%

1. City Council Total 141,207 253,079 330,380 264,640 (65,740) -19.9%

2. City Attorney
CITY ATTORNEY SALARIES 648,114 770,720 885,400 1,099,100 213,700 24.1% BENEFITS 375,363 266,800 476,190 595,900 119,710 25.1% ORG DEVELOPMENT 24,393 20,139 30,000 39,000 9,000 30.0% OPERATING EXP 4,302 5,621 3,600 4,000 400 11.1% CONTRACT SERVICES 383,095 926,610 752,500 752,500 - 0.0% SOFTWARE 22,178 12,695 - - - 0.0% CAPITAL OUTLAY - 2,586 400 2,000 1,600 400.0% UTILITIES 123 715 2,500 2,500 - 0.0% TRANSFERS OUT - INT SVC ALLOC - 39,040 120,300 76,810 (43,490) -36.2% CITY ATTORNEY Total 1,457,568 2,044,927 2,270,890 2,571,810 300,920 13.3% RISK MANAGEMENT ORG DEVELOPMENT - 535 1,100 1,100 - 0.0% OPERATING EXP - 1,181,998 3,145,100 4,140,500 995,400 31.6% CONTRACT SERVICES - 319,505 304,000 654,000 350,000 115.1% RISK MANAGEMENT Total - 1,502,037 3,450,200 4,795,600 1,345,400 39.0%

2. City Attorney Total 1,457,568 3,546,964 5,721,090 7,367,410 1,646,320 28.8%

3. City Manager
CITY CLERK SALARIES 327,221 624,059 495,510 514,700 19,190 3.9% BENEFITS 127,051 183,552 275,830 268,610 (7,220) -2.6% ORG DEVELOPMENT 809 4,342 20,800 25,770 4,970 23.9% OPERATING EXP 6,219 13,514 16,400 18,040 1,640 10.0% CONTRACT SERVICES 484 351,800 345,500 347,600 2,100 0.6% SOFTWARE 8,800 31,359 - - - 0.0% CAPITAL OUTLAY - - 600 1,500 900 150.0% UTILITIES - 6,470 - - - 0.0% TRANSFERS OUT - INT SVC ALLOC - 71,580 220,560 140,820 (79,740) -36.2% CITY CLERK Total 470,583 1,286,677 1,375,200 1,317,040 (58,160) -4.2% CITY MANAGER SALARIES 860,855 1,008,817 994,290 893,620 (100,670) -10.1% BENEFITS 405,864 405,619 601,220 475,660 (125,560) -20.9% ORG DEVELOPMENT 34,957 23,429 47,520 66,500 18,980 39.9% OPERATING EXP 6,144 155,187 1,968,690 2,410,000 441,310 22.4% CONTRACT SERVICES 1,175 34,988 26,000 1,000 (25,000) -96.2% CAPITAL OUTLAY 2,344 916 2,100 12,100 10,000 476.2% UTILITIES 2,355 2,320 2,000 2,000 - 0.0% TRANSFERS OUT - INT SVC ALLOC - 56,990 169,150 117,110 (52,040) -30.8% CITY MANAGER Total 1,313,693 1,688,267 3,810,970 3,977,990 167,020 4.4% COMMUNICATIONS SALARIES 82,016 520,781 493,900 517,240 23,340 4.7% BENEFITS 32,347 242,491 278,000 301,650 23,650 8.5% ORG DEVELOPMENT 1,671 3,002 8,300 30,350 22,050 265.7% OPERATING EXP 429 1,811 4,640 5,150 510 11.0% CONTRACT SERVICES - 302,751 480,100 737,500 257,400 53.6% SOFTWARE - 1,670 10,000 - (10,000) -100.0% CAPITAL OUTLAY 323 3,719 15,100 - (15,100) -100.0% UTILITIES - 2,384 2,180 2,230 50 2.3% TRANSFERS OUT - INT SVC ALLOC - 39,040 120,300 76,810 (43,490) -36.2% COMMUNICATIONS Total 116,785 1,117,649 1,412,520 1,670,930 258,410 18.3% COMMUNITY PROGRAMS SALARIES - 384,091 466,740 236,580 (230,160) -49.3% BENEFITS - 141,023 192,140 116,510 (75,630) -39.4% ORG DEVELOPMENT - 623 4,500 6,000 1,500 33.3% OPERATING EXP - 43,306 152,600 326,500 173,900 114.0% CONTRACT SERVICES - 6,892 11,500 11,500 - 0.0% SOFTWARE - 756 - - - 0.0% UTILITIES - 25,038 24,200 800 (23,400) -96.7% COMMUNITY PROGRAMS Total - 601,729 851,680 697,890 (153,790) -18.1%

CITY OF PALMDALE
FY 2023 PROPOSED BUDGET
EXPENDITURES-ALL FUNDS-BY DEPARTMENT/DIVISION (Actuals through Q3 FY22)

Page 10 of 102 ends

Department/Division Category 2020 Actuals 2021 Actuals 2022
Projected
FY 2023
Proposed $ Chg % Chg

CITY OF PALMDALE
FY 2023 PROPOSED BUDGET
EXPENDITURES-ALL FUNDS-BY DEPARTMENT/DIVISION (Actuals through Q3 FY22) GENERAL CITY SALARIES - - (499,840) 2,077,820 2,577,660 -515.7% BENEFITS 71,431 90,913 (131,610) 148,700 280,310 -213.0% ORG DEVELOPMENT 80,904 114,346 190,500 193,500 3,000 1.6% OPERATING EXP 73,042 258,060 2,740,400 2,739,300 (1,100) 0.0% CONTRACT SERVICES 501,179 425,483 365,300 245,300 (120,000) -32.8% CAPITAL OUTLAY - 829 500 500 - 0.0% UTILITIES 156,215 141,719 151,500 152,500 1,000 0.7% CAPITAL - 518,836 - 200,000 200,000 0.0% DEBT SERVICE 5,978,435 25,107,171 10,196,800 10,336,400 139,600 1.4% TRANSFERS OUT - 17,946,270 3,450,200 4,295,600 845,400 24.5% TRANSFERS OUT - RSV2 - 26,750,000 3,000,000 3,000,000 - 0.0% TRANSFERS OUT - ADMIN FEES - 54,900 45,800 49,300 3,500 7.6% SECTION 115 TRUST - - 1,250,000 1,250,000 - 0.0% GENERAL CITY Total 6,861,206 71,408,528 20,759,550 24,688,920 3,929,370 18.9% HUMAN RESOURCES SALARIES 148,449 364,603 469,400 504,170 34,770 7.4% BENEFITS 79,015 151,943 208,300 228,650 20,350 9.8% ORG DEVELOPMENT 10,140 14,587 20,000 19,250 (750) -3.8% OPERATING EXP 12,871 2,167,257 2,363,300 2,364,750 1,450 0.1% CONTRACT SERVICES 66,407 1,184,328 1,310,700 1,541,100 230,400 17.6% SOFTWARE - 14,085 - - - 0.0% CAPITAL OUTLAY - - 1,500 1,500 - 0.0% TRANSFERS OUT - INT SVC ALLOC - 45,540 140,350 89,610 (50,740) -36.2% HUMAN RESOURCES Total 316,882 3,942,343 4,513,550 4,749,030 235,480 5.2% INFORMATION TECHNOLOGY SALARIES - 701,743 872,100 853,170 (18,930) -2.2% BENEFITS - 373,047 443,260 370,640 (72,620) -16.4% ORG DEVELOPMENT - 19 15,000 20,000 5,000 33.3% OPERATING EXP - 192,494 25,000 21,500 (3,500) -14.0% CONTRACT SERVICES - 8,686 38,200 38,200 - 0.0% SOFTWARE - 830,668 4,441,200 2,839,180 (1,602,020) -36.1% CAPITAL OUTLAY - 65,511 268,400 260,300 (8,100) -3.0% UTILITIES - 8,650 16,400 98,400 82,000 500.0% CAPITAL - 77,578 640,500 312,800 (327,700) -51.2% INFORMATION TECHNOLOGY Total - 2,258,398 6,760,060 4,814,190 (1,945,870) -28.8% LEGISLATIVE AFFAIRS SALARIES - - 238,800 244,670 5,870 2.5% BENEFITS - - 98,700 116,510 17,810 18.0% ORG DEVELOPMENT - - - 15,000 15,000 0.0% OPERATING EXP - - - 1,500 1,500 0.0% CONTRACT SERVICES - - 330,000 392,000 62,000 18.8% CAPITAL OUTLAY - - - 1,000 1,000 0.0% UTILITIES - - - 1,600 1,600 0.0% LEGISLATIVE AFFAIRS Total - - 667,500 772,280 104,780 15.7% RECORDS MANAGEMENT SALARIES 62,154 - 93,100 116,200 23,100 24.8% BENEFITS 545 - 75,700 80,260 4,560 6.0% OPERATING EXP 1,995 - 6,000 6,500 500 8.3% CONTRACT SERVICES 12,622 - 21,000 23,200 2,200 10.5% CAPITAL OUTLAY 146 - 600 800 200 33.3% UTILITIES 6,463 - 7,600 8,100 500 6.6% RECORDS MANAGEMENT Total 83,924 - 204,000 235,060 31,060 15.2%

3. City Manager Total 9,163,074 82,303,590 40,355,030 42,923,330 2,568,300 6.4%

4. Finance
ASSESSMENT DIST / CFD CONTRACT SERVICES - 667,830 971,000 1,111,460 140,460 14.5% DEBT SERVICE - 13,382,502 2,556,700 2,366,670 (190,030) -7.4% TRANSFERS OUT - ADMIN FEES - 133,289 176,500 179,200 2,700 1.5% ASSESSMENT DIST / CFD Total - 14,183,622 3,704,200 3,657,330 (46,870) -1.3% FINANCE SALARIES 1,004,075 1,128,579 1,339,800 1,622,620 282,820 21.1% BENEFITS 258,902 458,451 706,610 917,170 210,560 29.8% ORG DEVELOPMENT 25,087 11,502 23,500 40,800 17,300 73.6% OPERATING EXP 825,492 586,805 154,970 59,000 (95,970) -61.9% CONTRACT SERVICES 128,212 352,293 888,920 977,200 88,280 9.9% SOFTWARE - 15,447 - - - 0.0% CAPITAL OUTLAY 3,634 7,019 3,000 4,000 1,000 33.3% UTILITIES 205 392 720 720 - 0.0% DEBT SERVICE 266,000 (229,132) 156,700 75,000 (81,700) -52.1% TRANSFERS OUT 12,516,502 17,338,523 10,910,540 5,370,460 (5,540,080) -50.8% TRANSFERS OUT - INT SVC ALLOC - 104,130 320,810 204,820 (115,990) -36.2% GN/LS-SALE OF ASSET - (8) - - - 0.0% FINANCE Total 15,028,110 19,774,002 14,505,570 9,271,790 (5,233,780) -36.1%

Page 11 of 102 ends

Department/Division Category 2020 Actuals 2021 Actuals 2022
Projected
FY 2023
Proposed $ Chg % Chg

CITY OF PALMDALE
FY 2023 PROPOSED BUDGET
EXPENDITURES-ALL FUNDS-BY DEPARTMENT/DIVISION (Actuals through Q3 FY22) SUCCESSOR AGENCY SALARIES - 693 700 800 100 14.3% BENEFITS - 481 500 600 100 20.0% OPERATING EXP - 736,905 33,800 33,800 - 0.0% CONTRACT SERVICES - 1,229,416 1,220,700 1,263,900 43,200 3.5% UTILITIES - 90,111 126,600 127,100 500 0.4% PROGRAM EXP - - 365,000 365,000 - 0.0% INTER-GOV SHARING - 52,352,254 52,252,400 50,626,900 (1,625,500) -3.1% DEBT SERVICE - 10,309,346 10,521,000 10,510,400 (10,600) -0.1% TRANSFERS OUT - ADMIN FEES - 218,816 261,000 307,000 46,000 17.6% SUCCESSOR AGENCY Total - 64,938,022 64,781,700 63,235,500 (1,546,200) -2.4% PALMDALE COMMUNITY FOUNDATION OPERATING EXP 115,389 168,577 38,050 169,100 131,050 344.4% CONTRACT SERVICES - 250 130 130 - 0.0% CONTINGENCY 41,899 19,250 20,000 20,000 - 0.0% PALMDALE COMMUNITY FOUNDATION Total 157,288 188,077 58,180 189,230 131,050 225.2% PALMDALE CCA SALARIES - 134,717 360,500 200,380 (160,120) -44.4% BENEFITS - 60,245 175,200 106,920 (68,280) -39.0% ORG DEVELOPMENT - - 5,000 5,000 - 0.0% OPERATING EXP 327 450 5,000 2,513,000 2,508,000 50160.0% CONTRACT SERVICES - 238,739 142,000 23,657,100 23,515,100 16559.9% CAPITAL OUTLAY - - 1,000 1,000 - 0.0% DEBT SERVICE 43,320 (43,320) 25,100 - (25,100) -100.0% PALMDALE CCA Total 43,647 390,831 713,800 26,483,400 25,769,600 3610.2%

4. Finance Total 15,229,045 99,474,554 83,763,450 102,837,250 19,073,800 22.8%

5. Economic & Community Development
ADMIN - ECONOMIC DEVELOPMENT SALARIES - 238,710 288,200 376,500 88,300 30.6% BENEFITS - 111,592 145,900 182,400 36,500 25.0% ORG DEVELOPMENT - 3,003 9,800 11,000 1,200 12.2% OPERATING EXP - 3,518 6,000 7,500 1,500 25.0% CONTRACT SERVICES - - - 55,000 55,000 0.0% UTILITIES - 1,258 1,300 1,300 - 0.0% ADMIN - ECONOMIC DEVELOPMENT Total - 358,081 451,200 633,700 182,500 40.4% BUILDING AND SAFETY SALARIES 829,652 1,074,778 1,143,100 1,235,200 92,100 8.1% BENEFITS 430,188 561,256 712,990 729,500 16,510 2.3% ORG DEVELOPMENT 12,678 21,603 20,700 42,600 21,900 105.8% OPERATING EXP 2,754 243 4,500 4,500 - 0.0% CONTRACT SERVICES 211,733 116,981 495,500 750,750 255,250 51.5% CAPITAL OUTLAY 5,622 421 600 6,000 5,400 900.0% UTILITIES 4,302 6,141 4,600 5,800 1,200 26.1% TRANSFERS OUT - INT SVC ALLOC - 131,770 395,970 266,740 (129,230) -32.6% BUILDING AND SAFETY Total 1,496,928 1,913,193 2,777,960 3,041,090 263,130 9.5% ECONOMIC DEVELOPMENT SALARIES 396,836 280,526 332,500 228,900 (103,600) -31.2% BENEFITS 146,035 130,905 185,820 140,130 (45,690) -24.6% ORG DEVELOPMENT 19,461 17,982 38,000 36,600 (1,400) -3.7% OPERATING EXP 2,359 849,470 486,500 1,757,000 1,270,500 261.2% CONTRACT SERVICES 86,024 210,162 823,600 2,749,600 1,926,000 233.9% CAPITAL OUTLAY - 133 1,500 1,500 - 0.0% UTILITIES 258 778 900 900 - 0.0% TRANSFERS OUT - INT SVC ALLOC - 123,670 120,300 76,810 (43,490) -36.2% ECONOMIC DEVELOPMENT Total 650,973 1,613,627 1,989,120 4,991,440 3,002,320 150.9% PLANNING SALARIES 714,323 684,216 966,800 928,590 (38,210) -4.0% BENEFITS 320,383 269,579 435,070 418,080 (16,990) -3.9% ORG DEVELOPMENT 13,209 3,403 18,900 21,200 2,300 12.2% OPERATING EXP 19,856 7,056 15,800 16,300 500 3.2% CONTRACT SERVICES 155,371 57,799 23,000 86,200 63,200 274.8% CAPITAL OUTLAY 2,083 1,142 3,000 3,000 - 0.0% TRANSFERS OUT - INT SVC ALLOC - 78,080 260,660 153,620 (107,040) -41.1% PLANNING Total 1,225,224 1,101,275 1,723,230 1,626,990 (96,240) -5.6%

5. Economic & Community Development Total 3,373,125 4,986,176 6,941,510 10,293,220 3,351,710 48.3%

6. Neighborhood Services
AFFORDABLE HOUSING SALARIES 346,132 388,738 507,900 529,950 22,050 4.3% BENEFITS 170,581 178,401 271,000 302,080 31,080 11.5% ORG DEVELOPMENT 1,217 7,710 8,980 25,500 16,520 184.0% OPERATING EXP 3,973 406,782 792,350 4,047,770 3,255,420 410.9% CONTRACT SERVICES 132,383 3,749,868 4,257,190 4,916,930 659,740 15.5% CAPITAL OUTLAY 23 9,844 23,500 29,000 5,500 23.4% UTILITIES 1,784 1,285,351 1,298,480 1,386,160 87,680 6.8% PROGRAM EXP 372,075 751,041 9,503,090 3,023,600 (6,479,490) -68.2% CAPITAL - 645,946 689,500 584,370 (105,130) -15.2% DEBT SERVICE - 684,794 1,734,960 1,731,400 (3,560) -0.2% CHRGS FOR SERVICES 35,127 35,520 35,100 35,500 400 1.1% AFFORDABLE HOUSING Total 1,063,295 8,143,994 19,122,050 16,612,260 (2,509,790) -13.1%

Page 12 of 102 ends

Department/Division Category 2020 Actuals 2021 Actuals 2022
Projected
FY 2023
Proposed $ Chg % Chg

CITY OF PALMDALE
FY 2023 PROPOSED BUDGET
EXPENDITURES-ALL FUNDS-BY DEPARTMENT/DIVISION (Actuals through Q3 FY22) COMMUNITY COMPLIANCE SALARIES 181,415 1,086,627 1,917,540 2,256,930 339,390 17.7% BENEFITS 45,412 366,601 651,530 897,550 246,020 37.8% ORG DEVELOPMENT 275 385 8,000 8,000 - 0.0% OPERATING EXP 11,907 34,688 55,300 39,300 (16,000) -28.9% CONTRACT SERVICES 72,161 190,173 88,900 88,900 - 0.0% SOFTWARE - 4,550 - - - 0.0% CAPITAL OUTLAY 8,663 9,474 2,000 2,000 - 0.0% COUNTY CONTRACTS - 10,019 10,260 5,060 (5,200) -50.7% UTILITIES 1,235 8,857 13,800 12,300 (1,500) -10.9% CAPITAL 21,906 15,031 79,000 12,500 (66,500) -84.2% TRANSFERS OUT - INT SVC ALLOC - 78,820 214,210 176,480 (37,730) -17.6% COMMUNITY COMPLIANCE Total 342,974 1,805,225 3,040,540 3,499,020 458,480 15.1% PUBLIC SAFETY SALARIES 141,221 651,718 740,300 906,670 166,370 22.5% BENEFITS 71,398 316,206 436,360 572,680 136,320 31.2% ORG DEVELOPMENT 570 - 9,700 13,000 3,300 34.0% OPERATING EXP 3,124 4,962 150,150 353,300 203,150 135.3% CONTRACT SERVICES 250 28,612 216,210 644,600 428,390 198.1% SOFTWARE - 31,500 - - - 0.0% CAPITAL OUTLAY - 26 4,000 6,000 2,000 50.0% COUNTY CONTRACTS 25,140,689 28,588,856 30,840,900 33,725,100 2,884,200 9.4% UTILITIES 12,821 21,149 21,400 21,100 (300) -1.4% CAPITAL - - - - - 0.0% TRANSFERS OUT - - - - - 0.0% TRANSFERS OUT - INT SVC ALLOC - 253,840 958,830 760,840 (197,990) -20.6% PUBLIC SAFETY Total 25,370,073 29,896,870 33,377,850 37,003,290 3,625,440 10.9% CDBG ADMINISTRATION SALARIES - - 107,700 43,400 (64,300) -59.7% BENEFITS - - 42,900 27,400 (15,500) -36.1% ORG DEVELOPMENT - - 5,500 5,500 - 0.0% OPERATING EXP - - 1,929,880 285,780 (1,644,100) -85.2% CONTRACT SERVICES - - 102,300 99,120 (3,180) -3.1% CAPITAL OUTLAY - - 100 100 - 0.0% PROGRAM EXP - - 193,200 174,600 (18,600) -9.6% CAPITAL - - 316,100 - (316,100) -100.0% DEBT SERVICE - - 378,700 573,570 194,870 51.5% CDBG ADMINISTRATION Total - - 3,076,380 1,209,470 (1,866,910) -60.7%

6. Neighborhood Services Total 26,776,342 39,846,089 58,616,820 58,324,040 (292,780) -0.5%

7. Public Works
CAPITAL IMPROVEMENT PROJECTS SALARIES 417,282 517,974 - - - 0.0% BENEFITS 287,665 529,130 - - - 0.0% CAPITAL 28,356,848 23,308,823 163,230,360 98,860,270 (64,370,090) -39.4% CAPITAL IMPROVEMENT PROJECTS Total 29,061,795 24,355,928 163,230,360 98,860,270 (64,370,090) -39.4% ENGINEERING SALARIES 563,326 1,635,745 1,724,200 1,746,190 21,990 1.3% BENEFITS 246,410 681,526 888,700 970,870 82,170 9.2% ORG DEVELOPMENT 2,850 9,051 41,700 41,700 - 0.0% OPERATING EXP 4,546 475,277 743,800 837,930 94,130 12.7% CONTRACT SERVICES 97,600 358,620 578,200 835,700 257,500 44.5% SOFTWARE - 17,271 - - - 0.0% CAPITAL OUTLAY 165 28,184 31,200 31,200 - 0.0% UTILITIES 997 736,958 1,626,150 1,766,300 140,150 8.6% CAPITAL - 1,864 - - - 0.0% DEBT SERVICE 19,316 1,010,419 1,010,200 1,010,200 - 0.0% TRANSFERS OUT - INT SVC ALLOC - 62,450 569,740 647,850 78,110 13.7% TRANSFERS OUT - ADMIN FEES - 506,954 760,600 832,000 71,400 9.4% ENGINEERING Total 935,209 5,524,319 7,974,490 8,719,940 745,450 9.3% ENVIRONMENTAL SALARIES - 111,485 157,700 345,220 187,520 118.9% BENEFITS - 45,417 78,250 182,750 104,500 133.5% OPERATING EXP - 9,910 2,200 3,960 1,760 80.0% CONTRACT SERVICES - 197,594 274,700 758,230 483,530 176.0% UTILITIES - 41 - - - 0.0% ENVIRONMENTAL Total - 364,446 512,850 1,290,160 777,310 151.6% MAINTENANCE SALARIES - 5,866,413 6,855,800 7,367,630 511,830 7.5% BENEFITS - 3,412,538 4,085,680 4,569,330 483,650 11.8% ORG DEVELOPMENT - 41,700 93,500 108,000 14,500 15.5% OPERATING EXP - 2,374,260 2,798,200 3,462,050 663,850 23.7% CONTRACT SERVICES - 6,003,510 9,201,850 9,629,900 428,050 4.7% SOFTWARE - 31,798 - - - 0.0% CAPITAL OUTLAY - 39,892 56,600 61,600 5,000 8.8% UTILITIES - 2,684,677 3,372,600 3,490,300 117,700 3.5% CAPITAL - 97,425 1,759,800 1,649,000 (110,800) -6.3% DEBT SERVICE - 26,424 26,500 26,500 - 0.0% TRANSFERS OUT - INT SVC ALLOC - 1,298,860 3,335,640 2,952,690 (382,950) -11.5% TRANSFERS OUT - ADMIN FEES - 1,277,283 1,846,800 2,081,400 234,600 12.7% MAINTENANCE Total - 23,154,780 33,432,970 35,398,400 1,965,430 5.9%

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Department/Division Category 2020 Actuals 2021 Actuals 2022
Projected
FY 2023
Proposed $ Chg % Chg

CITY OF PALMDALE
FY 2023 PROPOSED BUDGET
EXPENDITURES-ALL FUNDS-BY DEPARTMENT/DIVISION (Actuals through Q3 FY22) PUBLIC WORKS - ADMINISTRATION SALARIES 575,858 949,468 1,014,800 1,414,270 399,470 39.4% BENEFITS (16,535) (478,002) 7,320 250,730 243,410 3325.3% ORG DEVELOPMENT 11,844 7,756 19,200 20,050 850 4.4% OPERATING EXP 15,937 5,743 12,100 12,100 - 0.0% CONTRACT SERVICES 56,748 110,277 230,330 163,000 (67,330) -29.2% SOFTWARE - 599 - - - 0.0% CAPITAL OUTLAY - 1,601 1,500 1,500 - 0.0% UTILITIES 3,388 3,029 4,500 4,500 - 0.0% DEBT SERVICE 10,164 10,278 10,300 10,300 - 0.0% TRANSFERS OUT - INT SVC ALLOC - 4,590 12,530 10,320 (2,210) -17.6% PUBLIC WORKS - ADMINISTRATION Total 657,404 615,338 1,312,580 1,886,770 574,190 43.7%

7. Public Works Total 30,654,408 54,014,811 206,463,250 146,155,540 (60,307,710) -29.2%

8. Parks & Recreation
EVENTS & CULTURE SALARIES 55,666 522,155 1,086,000 1,090,210 4,210 0.4% BENEFITS 8,777 191,977 258,470 288,810 30,340 11.7% ORG DEVELOPMENT - - 9,010 7,100 (1,910) -21.2% OPERATING EXP 9,311 41,011 152,370 728,480 576,110 378.1% CONTRACT SERVICES - 112,136 500,920 834,360 333,440 66.6% SOFTWARE - 744 - 3,100 3,100 0.0% CAPITAL OUTLAY - 12,527 6,300 7,000 700 11.1% UTILITIES - 35,641 47,300 47,300 - 0.0% CAPITAL - 40,597 17,770 - (17,770) -100.0% TRANSFERS OUT - - 41,300 41,900 600 1.5% EVENTS & CULTURE Total 73,754 956,788 2,119,440 3,048,260 928,820 43.8% LIBRARY SALARIES - 3,149 28,400 33,850 5,450 19.2% BENEFITS - 121 800 1,050 250 31.3% ORG DEVELOPMENT - - 500 500 - 0.0% OPERATING EXP - 264,654 244,000 286,500 42,500 17.4% CONTRACT SERVICES - 976,135 1,057,900 1,154,530 96,630 9.1% CAPITAL OUTLAY - 4,730 34,500 10,000 (24,500) -71.0% UTILITIES - 46,907 63,700 64,700 1,000 1.6% CAPITAL - - 50,000 - (50,000) -100.0% TRANSFERS OUT - INT SVC ALLOC - 78,080 240,610 153,620 (86,990) -36.2% LIBRARY Total - 1,373,777 1,720,410 1,704,750 (15,660) -0.9% PARKS & FACILITIES SALARIES 487,117 1,279,196 2,111,500 2,199,030 87,530 4.1% BENEFITS 184,327 363,809 595,630 581,760 (13,870) -2.3% ORG DEVELOPMENT 7,778 17,247 25,300 24,300 (1,000) -4.0% OPERATING EXP 22,517 183,303 284,500 501,300 216,800 76.2% CONTRACT SERVICES 80,145 193,556 315,400 356,300 40,900 13.0% SOFTWARE - - 10,700 14,700 4,000 37.4% CAPITAL OUTLAY 2,448 59,949 38,700 25,800 (12,900) -33.3% UTILITIES 1,151 260,972 304,120 314,620 10,500 3.5% CAPITAL - - 56,900 293,170 236,270 415.2% TRANSFERS OUT - INT SVC ALLOC - 425,320 1,290,740 1,098,140 (192,600) -14.9% PARKS & FACILITIES Total 785,483 2,783,352 5,033,490 5,409,120 375,630 7.5% RECREATION SERVICES SALARIES 177,985 1,604,578 1,844,100 2,043,350 199,250 10.8% BENEFITS 33,651 400,931 345,700 293,070 (52,630) -15.2% ORG DEVELOPMENT - 2,855 12,140 13,640 1,500 12.4% OPERATING EXP 27,681 95,554 174,200 171,700 (2,500) -1.4% CONTRACT SERVICES 30,009 57,629 200,700 290,700 90,000 44.8% CAPITAL OUTLAY - 22,282 15,000 25,350 10,350 69.0% UTILITIES - 40,780 63,800 63,800 - 0.0% CAPITAL - - 57,000 32,760 (24,240) -42.5% RECREATION SERVICES Total 269,326 2,224,609 2,712,640 2,934,370 221,730 8.2%

8. Parks & Recreation Total 1,128,564 7,338,525 11,585,980 13,096,500 1,510,520 13.0% Grand Total 87,923,333 291,763,789 413,777,510 381,261,930 (32,515,580) -7.9%

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Palmdale, California
Annual Budget Fiscal Year 2022-23
Personnel and Staffing

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Personnel and Staffing
Vision Statement
To be a High Performing Organization providing world class service that enhances the quality of life through innovation, passion, engagement, and collaboration.

Our Values
The City’s values reflect the interest and needs of the community, and the level of service they expect and deserve.

Personnel Overview
The positions listed in this budget document reflect positions funded with current resources. All positions, both full-time and part-time, are shown in Full-Time Equivalents (FTE). A Full-Time Equivalent (FTE) is defined as a position that works 2,080 hours per fiscal year. For example, a full-time employee who works 2,080 hours per fiscal year equals 1.00 FTE. A part-time employee who works 1,040 hours per fiscal year equals 0.50 FTE.

Position Control
Addition or deletion of positions following the adoption of budget may only occur with City Council majority vote. In accordance with Palmdale Municipal Code Section 2.04.060(B), the City Manager shall have the power to control, order and give directions to all heads of departments, subordinate officers and employees of the City, except the City Attorney and City Treasurer; to transfer employees from one department to another; and to consolidate or combine offices, positions, department or units under the City Manager.

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Summary by Department
Full-Time Positions
Department
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Amended
FY 2023
Proposed
City Council – – 0.50 1.00 1.00
City Manager 31.00 37.00 46.50 56.00 56.00
City Attorney 4.00 6.00 8.00 8.00 8.00
Economic & Community Development 32.00 30.00 31.00 34.00 34.00 Neighborhood Services 24.00 24.00 24.00 31.00 38.00
Public Works 109.00 114.00 116.00 119.00 126.00
Parks & Recreation 16.00 17.00 19.00 22.00 24.00
Total 216.00 228.00 245.00 271.00 287.00
Part-Time Positions
Department
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Amended
FY 2023
Proposed
City Council 5.00 5.00 5.00 5.00 5.00
City Manager 4.64 3.95 3.67 3.30 3.30
Economic & Community Development 0.05 0.07 0.07 0.07 0.07 Neighborhood Services 25.06 23.45 24.78 4.55 4.55
Public Works 3.85 2.42 3.15 1.90 3.28
Parks & Recreation 71.85 60.38 81.57 82.13 82.85
Total 110.45 95.27 118.24 96.95 99.05

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Summary of Significant Changes
FY 2022-23 Position Increases (Decreases)
Department Position Division Increase Decrease
Neighborhood
Services
Code Enforcement Officer I Community Compliance 2.00
Community Service Officer Community Compliance 2.00
Neighborhood Compliance Officer Community Compliance 2.00 Public Safety Specialist Public Safety 1.00
Parks &
Recreation
Recreation Supervisor Recreation Services 1.00

Theater Operations Coordinator Events and Culture 1.00
Public Works Assessment District Specialist Engineering 1.00 Engineering Manager Engineering 1.00
Maintenance Worker I/II Maintenance 3.00
Equipment Operator Maintenance 1.00
Planning Aide Environmental 1.00
Total 16.00 -

Net Increase
(Decrease) 16.00

The below table outline proposed title changes. There is no change in salaries for these positions.

Department Position Division
City Council Council Chief of Staff City Council
City Manager Records Management Specialist City Clerk
City Manager Communication and Public Information
Officer Communications
Public Works Safety Officer Maintenance

Page 18 of 102 ends

Effective July 4, 2022

CLASSIFICATION AND PAY PLAN – GENERAL POSITIONS
FY 2022 – 2023

TITLE RANGE RANGE #
Hourly

Intern $15.45- $17.43 per hour 14
Program Aide $15.45- $17.43 per hour 14
Public Security Officer $15.45- $17.43 per hour 14

Administrative Intern $16.92 – $21.60 per hour 18
Records Management Clerk I $16.92 – $21.60 per hour 18
Senior Public Security Officer $16.92 – $21.60 per hour 18

Office Assistant I $18.65 – $23.81 per hour 20
Records Management Clerk II $18.65 – $23.81 per hour 20

SAVES Assistant $20.57 – $26.25 per hour 22
Senior Records Management Clerk $20.57 – $26.25 per hour 22

Neighborhood Compliance Officer $22.68 – $28.95 per hour 24 Theater Operations Technician $22.68 – $28.95 per hour 24

Senior Neighborhood Compliance Officer $25.01 – $31.92 per hour 26 Theater Operations Coordinator $25.01 – $31.92 per hour 26

Administrative Assistant $26.25 – $33.50 per hour 27

TITLE RANGE RANGE #
Monthly
Office Assistant I $3,233 - $4,127 20

Account Clerk I $3,565 - $4,550 22 Office Assistant II $3,565 - $4,550 22 SAVES Assistant $3,565 - $4,550 22

Account Clerk II $3,931 - $5,018 24
Audio Technician $3,931 - $5,018 24
Neighborhood Compliance Officer $3,931 - $5,018 24
Public Safety Technician $3,931 - $5,018 24
Records Management Specialist $3,931 - $5,018 24

Community Compliance Aide I $4,335 - $5,533 26
Community Service Officer $4,335 - $5,533 26
Development Technician I $4,335 - $5,533 26
Information Technology Technician I $4,335 - $5,533 26 Senior Account Clerk $4,335 - $5,533 26
Theater Operations Coordinator $4,335 - $5,533 26

Administrative Assistant $4,550 - $5,810 27
Management Aide $4,550 - $5,810 27

Business License Coordinator $4,777 - $6,101 28
Community Compliance Aide II $4,777 - $6,101 28
Community Development Technician II $4,777 - $6,101 28 Financial Technician $4,777 - $6,101 28
Information Technology Technician II $4,777 - $6,101 28

Page 19 of 102 ends

Effective July 4, 2022

TITLE RANGE RANGE #
Monthly

Payroll Specialist $4,777 - $6,101 28
Public Safety Specialist $4,777 - $6,101 28

Housing Technician $5,018 - $6,405 29
SAVES Coordinator $5,018 - $6,405 29
Senior Administrative Assistant $5,018 - $6,405 29 Senior Community Development Technician $5,018 - $6,405 29 Supervising Public Security Officer $5,018 - $6,405 29

Building Inspector I $5,271 - $6,725 30
Economic Development Coordinator $5,271 - $6,725 30
Engineering Technician I $5,271 - $6,725 30
Plan Reviewer Aide $5,271 - $6,725 30
Planning Aide $5,271 - $6,725 30
Public Art Coordinator $5,271 - $6,725 30
Public Works Inspector I $5,271 - $6,725 30
Recreation Coordinator $5,271 - $6,725 30
Senior Payroll Specialist $5,271 - $6,725 30

Buyer $5,533 - $7,062 31
City Council Legislative Aide $5,533 - $7,062 31
Code Enforcement Officer I $5,533 - $7,062 31
Community Compliance Specialist $5,533 - $7,062 31
Deputy City Clerk $5,533 - $7,062 31
Digital Media Specialist $5,533 - $7,062 31
Environmental Compliance Inspector $5,533 - $7,062 31 Executive Assistant $5,533 - $7,062 31
Human Resources Specialist $5,533 - $7,062 31
Neighborhood Services Specialist $5,533 - $7,062 31
Traffic Signal & Streetlight Technician I $5,533 - $7,062 31

Assistant Planner $5,810 - $7,415 32
Building Inspector II $5,810 - $7,415 32
Engineering Technician II $5,810 - $7,415 32
Information Technology Specialist $5,810 - $7,415 32
Public Works Inspector II $5,810 - $7,415 32
Supervising Community Development Technician $5,810 - $7,415 32

Assistant Engineer I $6,101 - $7,786 33
Code Enforcement Officer II $6,101 - $7,786 33
Collection System Maintenance Planner $6,101 - $7,786 33 Community Compliance Coordinator $6,101 - $7,786 33
GIS Analyst $6,101 - $7,786 33
Human Resources Analyst I $6,101 - $7,786 33
Legal & Risk Assistant $6,101 - $7,786 33
Management Analyst I $6,101 - $7,786 33
Recreation Supervisor $6,101 - $7,786 33
Senior Buyer $6,101 - $7,786 33
Traffic Signal & Streetlight Technician II $6,101 - $7,786 33

Associate Planner $6,405 - $8,174 34
Plan Reviewer $6,405 - $8,174 34
Senior Building Inspector $6,405 - $8,174 34
Senior Engineering Technician $6,405 - $8,174 34
Senior Public Works Inspector $6,405 - $8,174 34

Page 20 of 102 ends

Effective July 4, 2022

TITLE RANGE RANGE #
Monthly

Assistant Engineer II $6,725 - $8,583 35
Assessment District Specialist $6,725 - $8,583 35
City Council Chief of Staff $6,725 - $8,583 35
Community Programs Coordinator $6,725 - $8,583 35
Financial Analyst $6,725 - $8,583 35
Housing Coordinator $6,725 - $8,583 35
Human Resources Analyst II $6,725 - $8,583 35
Information Technology Analyst I $6,725 - $8,583 35
Maintenance Asset Analyst $6,725 - $8,583 35
Management Analyst II $6,725 - $8,583 35
Marketing & Digital Specialist $6,725 - $8,583 35
Media Production Specialist $6,725 - $8,583 35
Paralegal $6,725 - $8,583 35
Senior Code Enforcement Officer $6,725 - $8,583 35
Senior Traffic Signal & Streetlight Technician $6,725 - $8,583 35 Water Park Supervisor $6,725 - $8,583 35

Collection System Superintendent $7,062 - $9,012 36
Community Compliance Supervisor $7,062 - $9,012 36
Facilities Superintendent $7,062 - $9,012 36
Fleet Superintendent $7,062 - $9,012 36
Parks Superintendent $7,062 - $9,012 36
Public Safety Supervisor $7,062 - $9,012 36
Senior Financial Analyst $7,062 - $9,012 36
Senior Plan Reviewer $7,062 - $9,012 36
Urban Grounds and Green Spaces Superintendent $7,062 - $9,012 36

Associate Engineer $7,415 - $9,455 37
Information Technology Analyst II $7,415 - $9,455 37
Public Works Project Manager $7,415 - $9,455 37
Senior Housing Coordinator $7,415 - $9,455 37
Senior Human Resources Analyst $7,415 - $9,455 37
Senior Management Analyst $7,415 - $9,455 37
Senior Planner $7,415 - $9,455 37
Supervising Building Inspector $7,415 - $9,455 37
Supervising Financial Analyst $7,415 - $9,455 37
Supervising Public Works Inspector $7,415 - $9,455 37

Budget Officer $7,786 - $9,935 38
Deputy Public Information Officer $7,786 - $9,935 38
Diversity, Equity & Inclusion Specialist $7,786 - $9,935 38 GIS Coordinator $7,786 - $9,935 38
Purchasing/Risk Manager $7,786 - $9,935 38
Safety Officer $7,786 - $9,935 38
Street Superintendent $7,786 - $9,935 38
Traffic Signal & Streetlight Manager $7,786 - $9,935 38

Senior Information Technology Analyst $8,174 - $10,433 39 Senior Public Works Project Manager $8,174 - $10,433 39

Page 21 of 102 ends

Effective July 4, 2022

TITLE RANGE RANGE #
Monthly

Assistant Finance Manager $8,583 - $10,955 40
Community Compliance Manager $8,583 - $10,955 40
Community Programs Manager $8,583 - $10,955 40
Deputy City Attorney $8,583 - $10,955 40
Emergency Services Administrator $8,583 - $10,955 40
Energy Resources Manager $8,583 - $10,955 40
Engineering Manager $8,583 - $10,955 40
Environmental Resources Manager $8,583 - $10,955 40
Housing Manager $8,583 - $10,955 40 Principal Planner $8,583 - $10,955 40
Recreation Manager $8,583 - $10,955 40
Senior Civil Engineer $8,583 - $10,955 40

Assistant to the City Manager $9,012- $11,502 41
City Clerk $9,012- $11,502 41
Communication and Public Information Officer $9,012- $11,502 41

Building Official $9,455 - $12,078 42
Economic Development Manager $9,455 - $12,078 42
Information Technology Manager $9,455 - $12,078 42
Maintenance Services Manager $9,455 - $12,078 42

Capital Improvement Program Manager $10,433 - $13,315 44 Finance Manager $10,433 - $13,315 44
Human Resources Manager $10,433 - $13,315 44
Planning Manager $10,433 - $13,315 44
Traffic Engineer $10,433 - $13,315 44

Deputy Director of Economic & Community Development $10,955 - $13,981 45 Deputy Director of Finance $10,955 - $13,981 45
Deputy Director of Parks & Recreation $10,955 - $13,981 45

Assistant City Attorney $12,078 - $15,415 47
City Engineer $12,078 - $15,415 47
Deputy Director of Public Works $12,078 - $15,415 47

Deputy City Manager $12,681 - $16,186 48
Director of Economic & Community Development $12,681 - $16,186 48 Director of Finance $12,681 - $16,186 48
Director of Neighborhood Services $12,681 - $16,186 48
Director of Parks & Recreation $12,681 - $16,186 48

Director of Public Works $15,415 - $19,673 52

Assistant City Manager $17,845 - $22,774 55

TITLE Monthly - Contract

City Manager $25,925

City Attorney $17,425

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Effective July 4, 2022

CITY OF PALMDALE
CLASSIFICATION AND PAY PLAN – BARGAINING UNIT POSITIONS FY 2022 – 2023
TITLE RANGE RANGE #
Hourly
Maintenance Helper $15.64 - $18.11 per hour 14
TITLE RANGE RANGE #
Monthly
Custodian I $3,633 - $4,638 22
Maintenance Worker I $3,633 - $4,638 22
Collection System Operator I $4,006 - $5,113 24
Custodian II $4,006 - $5,113 24
Maintenance Worker II $4,006 - $5,113 24
Collection System Operator II $4,417 - $5,639 26
Equipment Operator $5,113 - $6,526 29
Landscape Inspector $5,113 - $6,526 29
Lead Custodian $5,113 - $6,526 29
Maintenance Leadworker $5,113 - $6,526 29
Maintenance Specialist $5,113 - $6,526 29
Senior Collection System Operator $5,113 - $6,526 29
Heavy Equipment Operator $5,639 - $7,197 31
Senior Maintenance Specialist $5,639 - $7,197 31

Page 23 of 102 ends

Effective July 4, 2022

CLASSIFICATION AND PAY PLAN

PARKS AND RECREATION UNBENEFITED POSITIONS
FY 2022 – 2023

TITLE RANGE
Hourly
RANGE #
Program Leader I $16.48 - $18.17 per hour 1
Program Leader II $17.30 - $19.08 per hour 2
Lifeguard I $17.30 - $19.08 per hour 2
Stage Assistant I $17.30 - $19.08 per hour 2
Lifeguard II $18.17 - $20.03 per hour 3
Stage Assistant II $18.17 - $20.03 per hour 3
Senior Program Leader $20.03 - $22.08 per hour 4
Senior Lifeguard $20.03 - $22.08 per hour 4
Stage Assistant III $20.03 - $22.08 per hour 4
Head Lifeguard $21.03 - $23.19 per hour 5
Senior Stage Assistant $21.03 - $23.19 per hour 5

Page 24 of 102 ends

Effective July 4, 2022

CITY OF PALMDALE
CLASSIFICATION AND PAY PLAN – “Y” Rated Positions
FY 2022-2023
TITLE RANGE RANGE #
Hourly
Senior Stage Assistant $22.45 - $23.82 per hour 7

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Palmdale, California
Annual Budget Fiscal Year 2022-23
City Council

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City Council
The City Council is the governing body of the City of Palmdale with direct responsibility for formulating City policies, enacting laws, and deciding land use issues. The City Council also serves as the Successor Agency to the Redevelopment Agency, Palmdale Airport Authority, and Palmdale Civic Authority governing board. The City is divided into five (5) geographic areas, and voters in each district elect one council representative who also lives in that district. The five-person council designates one of its members to serve as Mayor at the December meeting each year. Additional information on voting districts is provided on the City’s website at www.cityofpalmdale.org/Elections.

The City Council’s duties include approval of the Annual Budget and oversight of financial affairs of the City.

The Mayor and City Councilmembers appoint the City Manager and the City Attorney. The City Council has the power to adopt ordinances and resolutions; make appointments to advisory boards and commissions; establish policy and approve programs; act on program and administrative recommendations of City staff; appropriate funds and approve contracts; and provide direction to staff in response to concerns and needs of residents and businesses, as well as advocating for/against local, state and federal legislative and regulatory issues.

Staff to the City Councilmembers assist in responding to numerous calls and letters from citizens each week, including conducting research and drafting responses.

FY 2022-23 Goals & Objectives
• Promote community engagement by establishing special public committees to address public safety, park safety, and the General Plan update;
• Remain steadfast in supporting economic development driven projects to stimulate job creation, business retention and economic growth;
• Continue effective outreach to support the local business community and develop a strategy for community recovery post COVID-19;
• Continue to promote the City’s values and leadership philosophy; • Continue to implement the Ten-Year Capital Improvement Plan (CIP); • Complete the redistricting process; and,
• Represent the City’s interest in regional, state, and federal issues.

Item Description
2021
Actual
2022
Projected
FY 2023
Proposed $ Chg % Chg

SALARIES

$112,005

$140,750

$108,950

$(31,800) -22.6%

BENEFITS

101,425

54,400

54,830

430 0.8%

ORG DEVELOPMENT

4,319

30,000

30,250

250 0.8%

OPERATING EXP

2,134

2,500

2,000

(500) -20.0%

CAPITAL OUTLAY

467

1,000

- 0.0%

UTILITIES

189

1,500

3,600

2,100 140.0%

TRANSFERS OUT - INT SVC
ALLOC

32,540

100,230

64,010

(36,220) -36.1%

CITY COUNCIL TOTAL

$253,079

$330,380

$264,640

$(65,740) -19.9%

Page 27 of 102 ends

Palmdale, California
Annual Budget Fiscal Year 2022-23
City Attorney

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City Attorney
The City Attorney’s Office provides representation and advice to the City Council and all City agencies, authorities, boards, commissions, and all City officers and staff in all matters of law pertaining to the City.

The City Attorney acts as general counsel to the City Council and all City agencies, boards, committees, and commissions. The City Attorney’s Office provides advice and direction to City staff related to the operation of the municipal government, and reviews and prepares resolutions, ordinances, contract services agreements and Public Works contracts as needed.

The responsibilities of the City Attorney’s Office include, but are not limited to: attend all regular, special and adjourned meetings of the City Council, Successor Agency to the Community Redevelopment Agency, Palmdale Civic Authority, Housing Authority, Industrial Development Authority, Airport Authority, Planning Commission, Mobile Home Rent Control Board, and Library Board of Trustees, and hearings (upon request); draft or review all ordinances, resolutions or agreements presented to the City Council and its agencies, boards and commissions (as needed); coordinate all pending litigation pertaining to the City; remain available at all times for consultation and advice on legal matters by the City Council, City Manager or City staff; and supervise insurance and risk management matters for the City.

FY 2022-23 Goals
• Complete Mobile Home Rent Control Ordinance revisions; • Finalize Palmdale Municipal Code Chapter 16 regarding subdivisions; • Initiate program to create a paperless contract management system; • Review the City’s current insurance to ensure adequate coverage; • Assist staff regarding food truck regulations;
• Continue to assist staff on major property transactions; • Continue to assist Code Enforcement with major cases; • Continue to provide training to the City Council, Planning Commission and Neighborhood Services department on various topics as directed; and,
• Update Conflict of Interest Code.

Item Description
2021
Actual
2022
Projected
FY 2023
Proposed $ Chg % Chg

SALARIES

$770,720

$885,400

$1,099,100

$213,700 24.1%

BENEFITS

266,800

476,190

595,900

119,710 25.1%

ORG DEVELOPMENT

20,139

30,000

39,000

9,000 30.0%

OPERATING EXP

5,621

3,600

4,000

400 11.1%

CONTRACT SERVICES

926,610

752,500

752,500 - 0.0%

SOFTWARE

12,695 - - - 0.0%

CAPITAL OUTLAY

2,586

400

2,000

1,600 400.0%

UTILITIES

715

2,500

2,500 - 0.0%

TRANSFERS OUT - INT SVC
ALLOC

39,040

120,300

76,810

(43,490) -36.2%

CITY ATTORNEY TOTAL

$2,044,927

$2,270,890

$2,571,810

$300,920 13.3%

Page 29 of 102 ends

Primary Program Expenditure Explanations
• Salaries & Benefits – Savings recognized in the current year for vacant positions. Proposing to fully fund all positions in FY 2022-23.
• Capital Outlay – Office equipment under $5K for new staff.

Risk Management
The Risk Management division serves to aid in the protection of personnel and physical assets of the City from injury, damage, and loss through administration of a comprehensive Risk Management Program. Program services include claims administration for general liability and property damage; loss prevention and restitution; safety; insurance procurement; and training.
2021 Accomplishments
• Processed approximately 55 claims;
• Processed approximately 135 potential litigation reports; • Assisted staff in setting insurance requirements for rentals, bids, public works projects, public art projects and special events;
• Recovered approximately $107,000 in restitution costs for damaged City property; • Awaiting payment of approximately $242,324 in restitution costs for damaged City property; • Successfully bound insurance coverage; and,
• Advised staff in mitigating liability risk throughout the City.

Item Description
2021
Actual
2022
Projected
FY 2023
Proposed $ Chg % Chg
ORG DEVELOPMENT $535 1,100 $1,100 $- 0.0%
OPERATING EXP 1,181,998 3,145,100 4,140,500 995,400 31.6% CONTRACT SERVICES 319,505 304,000 654,000 350,000 115.1%

RISK MANAGEMENT
TOTAL $1,502,037 $3,450,200 $4,795,600 $1,345,400 39.0% Primary Program Expenditure Explanations
• Operating Expenses – Public liability self-insurance claims are anticipated to increase in FY 2022-23 due to potential settlements.
• Contract Services – Contract services reflect increases in payments to outside attorneys handling existing cases.

Page 30 of 102 ends

Palmdale, California
Annual Budget Fiscal Year 2022-23
City Manager

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City Manager
The City Manager is responsible for directing, organizing, and guiding all City departments, and overseeing the enforcement of all pertinent state and federal laws and municipal ordinances. In addition, the City Manager oversees the preparation of the operating and capital improvement budgets and is responsible for administering these budgets after they are adopted by the City Council. The City Manager advises the City Council regarding policy decisions and programs, acts upon the requests of the City Council, and assists the council in overseeing the financial affairs of the City.

The City Manager oversees legislative advocacy and intergovernmental relations efforts, advising the City Council on local, state and federal legislative and regulatory issues.

The City Manager serves on the Oversight Board of the Successor Agency to the Palmdale Community Redevelopment Agency and as Executive Director of the Housing Authority, Palmdale Civic Authority, Palmdale Airport Authority, Palmdale Finance Authority and Industrial Development Authority.

FY 2022-23 Goals
• Provide the City Council with an update on the fiscal viability of strategic planning objectives; • With input from the executive team, create an incentive program for staff input regarding organizational effectiveness and cost savings, and present to the City Council for consideration; • Work with the Economic & Community Development and Public Works departments to review the list of City- owned properties and facilities, and prepare a strategy for most efficient use and/or development opportunities; and,
• Hold meetings with department employees to review the City’s strategic plan and discuss implementation of the strategic plan into each department’s work plan.

Item Description
2021
Actual
2022
Projected
FY 2023
Proposed $ Chg % Chg

SALARIES

$1,008,817

$994,290

$893,620

$(100,670) -10.1%

BENEFITS

405,619

601,220

475,660

(125,560) -20.9%

ORG DEVELOPMENT

23,429

47,520

66,500

18,980 39.9%

OPERATING EXP

155,187

1,968,690

2,410,000

441,310 22.4%

CONTRACT SERVICES

34,988

26,000

1,000

(25,000) -96.2%

CAPITAL OUTLAY

916

2,100

12,100

10,000 476.2%

UTILITIES

2,320

2,000

2,000 - 0.0%

TRANSFERS OUT - INT SVC
ALLOC

56,990

169,150

117,110

(52,040) -30.8%

CITY MANAGER TOTAL

$1,688,267

$3,810,970

$3,977,990

$167,020 4.4%
Primary Program Expenditure Explanations
• Salaries & Benefits – Decreases are due to anticipated partial year savings of vacant Assistant City Manager position.
• Operating Expenses – Increases are a result in increased programming for Measure AV Grant Program, and Mental Health Programs to be funded by American Rescue Plan Act. Both programs are administered through the City Manager’s department.

Page 32 of 102 ends

City Clerk
The City Clerk’s Office works to ensure the integrity and transparency of open municipal governance through the preparation, management, distribution, and access to all City Council, agency, and authority agendas and minutes. The Clerk’s Office is required by law to meet all legal deadlines for publishing and posting required notices and supporting the legislative needs of the City Council and their constituents.

The City Clerk’s Office administers and coordinates the citywide Comprehensive Records Management Program, which ensures that departments adhere to a uniform and consistent program for all City records, including creation, utilization, maintenance, security, retention, storage, and preservation. It is responsible for destruction of all City records in accordance with the Records Retention Schedule and all applicable federal, state, or local laws, and such rules and regulations as may be adopted by the City Council.

In coordination with other election authorities, the City Clerk’s Office manages the City’s Municipal Election from election preplanning to certification of election results. The Clerk assists candidates in meeting their legal responsibilities before, during, and after an election. The Clerk also provides election information to the public regarding the political process, information regarding current and past elections, and ensures the City’s election web pages have the most up-to-date information available.

FY 2022-23 Goals
• Coordinate the City’s General Municipal Election on November 8, 2022 for the election of District 3, District 4, and District 5;
• Update election web pages;
• During the nomination filing period, compile City general information, all official nomination documents, and all other FPPC and LA County required filings into a comprehensive City Candidate Handbook for candidates seeking City offices;
• Implement Granicus Peak Agenda and train staff to automate the creation of all board and commission agendas;
• New Records Management Manual rollout citywide; and,
• Update Record Center master inventory of shelved records, including electronic records as part of our Records Management Program Disaster Recovery procedures.

Item Description
2021
Actual
2022
Projected
FY 2023
Proposed $ Chg % Chg

SALARIES

$624,059

$495,510

$514,700

$19,190 3.9%

BENEFITS

183,552

275,830

268,610

(7,220) -2.6%

ORG DEVELOPMENT

4,342

20,800

25,770

4,970 23.9%

OPERATING EXP

13,514

16,400

18,040

1,640 10.0%

CONTRACT SERVICES

351,800

345,500

347,600 2,100 0.6%

SOFTWARE

31,359 - - - 0.0%

CAPITAL OUTLAY -

600

1,500

900 150.0%

UTILITIES

6,470 - - - 0.0%

TRANSFERS OUT - INT SVC
ALLOC

71,580

220,560

140,820

(79,740) -36.2%

CITY CLERK TOTAL

$1,286,677

$1,375,200

$1,317,040

$(58,160) -4.2%

Page 33 of 102 ends

Primary Program Expenditure Explanations
• Organizational Development – increases are a result of trainings and professional development for staff that was reduced in the prior year but is planned to resume in FY 2023.

Records Management

Item Description
2021
Actuals *
2022
Projected
FY 2023
Proposed $ Chg % Chg

SALARIES

$93,100

$116,200

$23,100 24.8%

BENEFITS

75,700

80,260

4,560 6.0%

OPERATING EXP

6,000

6,500

500 8.3%

CONTRACT SERVICES

21,000

23,200

2,200 10.5%

CAPITAL OUTLAY

600

800

200 33.3%

UTILITIES

7,600

8,100

500 6.6%

RECORDS MANAGEMENT
TOTAL

$204,000

$235,060

$31,060 15.2%
Primary Program Expenditure Explanations
• Salaries & Benefits – part-time salary increases to staff the Record’s Center.

* FY 2021 Actuals are not reflected in the above comparison due to being consolidated with the general City Clerk budget in FY 2021.

Page 34 of 102 ends

Communications
Palmdale’s exciting story is told through written word, video, and graphics, all conceptualized and produced by Communications. Through developing public relations, marketing, graphic design, video, TV programming, web and social media content for all City departments, Communications strives to reach and engage residents with consistent and useful messaging. The team works to provide accurate and timely communications on behalf of all City departments to the community and the news media.

Communications also provides crisis communications support during all emergencies, and strategic communications support for City-led community efforts.

FY 2022-23 Goals
• Maintain City’s brand across all departments; explore possible Citywide refresh/rebrand; • Expand reach/engagement of Palmdale 27, City’s YouTube channel, and social media outlets • Increase Palmdale Connections email subscriptions;
• Continue effective communications outreach during COVID-19 crisis; • Develop comprehensive communications plan;
• Create in house photo/graphic library;
• Revise Graphics Standards manual; and,
• Evaluate communication strategies to reach Spanish speaking and millennial populations.

Item Description
2021
Actuals
2022
Projected
FY 2023
Proposed $ Chg % Chg

SALARIES

$520,781

$493,900

$517,240

$23,340 4.7%

BENEFITS

242,491

278,000

301,650

23,650 8.5%

ORG DEVELOPMENT

3,002

8,300

30,350

22,050 265.7%

OPERATING EXP

1,811

4,640

5,150

510 11.0%

CONTRACT SERVICES

302,751

480,100

737,500

257,400 53.6%

SOFTWARE

1,670

10,000 -

(10,000) -100.0%

CAPITAL OUTLAY

3,719

15,100 -

(15,100) -100.0%

UTILITIES

2,384

2,180

2,230

50 2.3%

TRANSFERS OUT - INT SVC
ALLOC

39,040

120,300

76,810

(43,490) -36.2%

COMMUNICATIONS TOTAL

$1,117,649

$1,412,520

$1,670,930

$258,410 18.3%
Primary Program Expenditure Explanations
• Organizational Development – increases reflect professional developments and trainings for Communication staff, including conferences such as Adobe Max, CAPIO Conference and various other trainings. • Contract Services – Increases in FY 2022-23 reflect additional Marketing & Promo contracts with Spectrum and Point 4 Digital. Point 4 Digital provides a new technology that uses geofencing, Google Ads and more to bring messaging to a broader audience. Other driver’s of this increase include Phase I & II of the Communication Strategic Plan to be completed in FY 2022-23. • Software / Capital Outlay – Budgets in these categories have been moved to Internal Service Fund budgets.

Page 35 of 102 ends

Community Programs
Community Programs links City residents to City resources and educational opportunities and provides opportunities for service. The division is responsible for volunteer and community engagement and South Antelope Valley Emergency Services (SAVES).

The division engages residents though a variety of volunteer and educational programs, including but not limited to program volunteers, community service days, internships, transitional subsidized employment programs, mental health awareness and education, Palmdale Partners Academy and Palmdale Works! Youth Job Academy.

The SAVES program provides temporary assistance and resources to people in the South Antelope Valley seeking assistance due to an extraordinary expense or lack of basic needs, including food and shelter for residents at risk of becoming homeless or short-term assistance while resources are identified.

FY 2022-23 Goals
• Increase local food recovery and auxiliary service partners by 10%; • Develop a skills development certification component of the volunteer program; • Develop community engagement tours and events;
• Create new, diversified youth-focused community programming; and, • Grow the Mental Health Awareness and Education program to reach the broader community.

Item Description
2021
Actual
2022
Projected
FY 2023
Proposed $ Chg % Chg

SALARIES

$384,091

$466,740

$236,580

$(230,160) -49.3%

BENEFITS

141,023

192,140

116,510

(75,630) -39.4%

ORG DEVELOPMENT

623

4,500

6,000

1,500 33.3%

OPERATING EXP

43,306

152,600

326,500

173,900 114.0%

CONTRACT SERVICES

6,892

11,500

11,500 - 0.0%

SOFTWARE

756 - - - 0.0%

UTILITIES

25,038

24,200

800

(23,400) -96.7%

COMMUNITY PROGRAMS TOTAL

$601,729

$851,680

$697,890

$(153,790) -18.1%

Primary Program Expenditure Explanations
• Salaries & Benefits – decreases in FY 2022-23 are due primarily to reorganization of the Community Programs division. Management Analyst position was moved out of the division and into the CDBG Administration division.
• Operating Expenses – increases reflect additional funding in FY 2022-23 from American Rescue Plan Act to fund SAVES operations.

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Non-Departmental
The General City accounts for costs not directly related to any specific department and provides budget for consultants, citywide memberships, publications, copy center services, financial software, telephone services, and equipment leases. The General City includes funding for debt service on General Fund long-term debt.

Debt Service
Debt Service is a series of payments of interest and principal required to be paid on a debt over a given period of time.

The City’s debt management policy provides for the City’s current and future ability to finance major operating capital equipment and capital improvement projects at beneficial interest rates without adversely affecting the City’s ability to finance essential City services.

Decisions regarding the use of debt are based upon, but not limited to, factors such as economic, demographic, and financial resources available to repay the debt, the City’s long-term operating and capital needs, review and analysis of financial strength ratios and indicators, and the impact of future debt financing on these ratios and indicators.

The types of debt covered in this section are notes payable, certificates of participation bonds, revenue bonds, lease revenue bonds, and capital leases.

The City issued a variable rate note by entering into a Department of Housing and Urban Development contract for Loan Guarantee Assistance under Section 108 of the Housing and Urban Development Act of 1974. The City received advanced proceeds and used the proceeds for property acquisition, relocation, and demolition costs associated with the development of the proposed Legacy Commons for Active Seniors.

The City entered into a purchase and sale agreement with Southern California Edison for streetlight acquisition in the amount of $11.6 million, $11.4 million of which was financed by Opus Bank.

The City entered into a capital lease for the copiers throughout the City with a payment term of five years.

Subsequently, the City entered into additional capital leases for two copiers with payment terms of 42 months and 32 months, respectively. Debt service information on the capital lease can be found in the Information Technology section of City Manager programs.

The City entered into a 13 year lease purchase agreement to finance the acquisition of energy efficient equipment.

Certificates of participation bonds were issued by the Palmdale Financing Authority per assignment agreement, by and between the City and the Authority. The Palmdale Financing Authority issues the debt and then loans the proceeds to the City to finance the acquisition, construction, or refinancing of public capital improvements. Lease payments are made pursuant to a lease agreement and are sufficient to pay principal and interest on the bonds as due.

Certificates of participation bonds were issued by the Palmdale Civic Authority. The Palmdale Civic Authority issues the debt and then loans the proceeds to the City to finance public improvements of the City. Certificates of participation allow the public to purchase participation in a stream of lease payments relating to the acquisition or construction of specific equipment, land, or facilities. Lease payments are made pursuant to a lease agreement and are sufficient to pay principal and interest on the certificates as due.

Lease revenue bonds are issued by the Palmdale Financing Authority. The Palmdale Financing Authority issues the debt and then loans the proceeds to the City to finance the acquisition, construction, or refinancing of public capital improvements. Lease payments are made pursuant to a lease agreement and are sufficient to pay principal and interest on the bonds as due.

The Housing Authority of the City of Palmdale issued multifamily housing revenue bonds to finance the acquisition of multifamily housing facilities.

Page 37 of 102 ends

Item Description 2021 Actual
2022
Projected
FY 2023
Proposed $ Chg % Chg

SALARIES

$(499,840)

$2,077,820

$2,577,660 515.7%

BENEFITS

90,913

(131,610)

148,700

280,310 213.0%

ORG DEVELOPMENT

114,346

190,500

193,500

3,000 1.6%

OPERATING EXP

258,060

2,740,400

2,739,300

(1,100) 0.0%

CONTRACT SERVICES

425,483

365,300

245,300

(120,000) -32.8%

CAPITAL OUTLAY

829

500

500 - 0.0%

UTILITIES

141,719

151,500

152,500

1,000 0.7%

CAPITAL

518,836 -

200,000

200,000 0.0%

DEBT SERVICE

25,107,171

10,196,800

10,336,400

139,600 1.4%

TRANSFERS OUT

17,946,270

3,450,200

4,295,600

845,400 24.5%
TRANSFERS OUT - RSV2

26,750,000

3,000,000

3,000,000 - 0.0%

TRANSFERS OUT - ADMIN FEES

54,900

45,800

49,300

3,500 7.6%
SECTION 115 TRUST -

1,250,000

1,250,000 - 0.0%

NON-DEPARTMENTAL TOTAL

$71,408,528

$20,759,550

$24,688,920

$3,929,370 18.9%

Primary Program Expenditure Explanations
• Salaries & Benefits – increases in FY 2022-23 reflect a vacancy factor of 3% citywide, offset by increases as a result of a proposed one-time premium pay of $4,000 per full-time employee, to be funded by the American Rescue Plan Act.
• Contract Services – decreases reflect contracts which have been moved out of General City budget and into the new Legislative Affairs division in FY 2022-23.
• Capital – Increase of $200K is proposed for signage throughout the City of Palmdale. • Transfers Out – amounts in this category reflect transfers from the General Fund to Public Liability Self Insurance Fund. These funds are reported on a consolidated level under the general fund, therefore expenses are offset by corresponding revenues.

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Human Resources
The Human Resources division works to position the City of Palmdale as an employer of choice through a balanced, efficient, and collaborative work force. The City seeks motivated professionals to build the city of tomorrow by offering the opportunity to shape the vision and reality of a quickly growing city. We support and develop a high performing and diverse workforce that fosters a healthy, safe, respectful, and productive work environment for employees, City departments, and the community.

Specific activities include:
• Administration: Responsible for personnel recruitment and selection programs, classification and position control, labor and employee relations, performance management, salary and benefit administration, workers’ compensation, employment related policies, and employee recognition awards; • Employment Services: Attract, develop and retain a diverse, professional, ethical, and highly qualified workforce; utilize a combination of strategies and best practices to ensure equal opportunity in employment, provide support services and advise lead staff, supervisors, managers and directors in personnel related matters;
• Employee and Labor Relations: Foster and maintain collaborative working relationships with employees, managers, and labor group; administer and interpret labor agreement consistently and fairly; provide guidance and support to employees and managers regarding grievance resolution, employment policy issues, laws, regulations and mandates;
• Employee Development and Training: Develop, coordinate and schedule specific and strategic employee training and development programs; comply with state and federal mandated training requirements; and support employee development;
• Benefits Administration: Administer the City’s self-funded health, dental and vision insurance plans; provide CalPERS and retirement assistance; process Unemployment Insurance claims, administer the City’s leaves of absence including the Family Medical Leave Act and California Family Rights Act and other laws in conjunction with employee leave; and,
• Occupational Health and Workers’ Compensation: Administer Department of Transportation statutory random drug testing program; monitor California Department of Motor Vehicles license renewals; and coordinate Workers’ Compensation program.

FY 2022-23 Goals
• Continue to promote the City values and leadership philosophy; • Continue to recruit and hire the most qualified applicants; • Continue to recognize Warrior Award recipients;
• Conduct citywide trainings focusing on development as a high-performance organization • Increase the number of employee-driven microbusinesses and implement strategies to improve efficiencies citywide;
• Maintain harmonious relationship with Teamsters Union 911; • Introduce new HR-related administrative instructions as needed; • Review the self-funded insurance plan to ensure employee benefits continue to be cost efficient and beneficial to employees;
• Apply the minimum wage increase and update the classification and pay plans and salary schedules to reflect the change;
• Design and distribute the employee total compensation statement to all full-time staff; • Create a mini Citizens Academy and meet and greet with City Manager and Assistant City Manager for new hires;
• Develop and implement an administrative intern program; • Conduct trainings on emotional intelligence; and,

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• Expand Tyler Technologies (MUNIS) functions to include online new hire onboarding, employee performance evaluations, and employee self-service.

Item Description
2021
Actuals
2022
Projected
FY 2023
Proposed $ Chg % Chg

SALARIES

$364,603

$469,400

$504,170

$34,770 7.4%

BENEFITS

151,943

208,300

228,650

20,350 9.8%

ORG DEVELOPMENT

14,587

20,000

19,250

(750) -3.8%

OPERATING EXP

2,167,257

2,363,300

2,364,750

26,450 1.1%

CONTRACT SERVICES

1,184,328

1,310,700

1,541,100

230,400 17.6%

SOFTWARE

14,085 - - - 0.0%

CAPITAL OUTLAY -

1,500

1,500 - 0.0%

TRANSFERS OUT - INT SVC
ALLOC

45,540

140,350

89,610

(50,740) -36.2%

HUMAN RESOURCES TOTAL

$3,942,343

$4,513,550

$4,749,030

$235,480 5.2%

Primary Program Expenditure Explanations
• Salaries & Benefits – Increases are reflective of proposed COLA and wage increases, as well as merit increases due to employees.
• Contract Services – Increases in contract services are a result of a proposed Comp and Class study to be performed in FY 2022-23. Other increases are a result of increased legal arbitration costs and self-insured premiums.

Page 40 of 102 ends

Information Technology
The Information Technology division provides diversified business process and information technology solutions. The division works with all City departments to fulfill and maintain modern technology, client support, and staff education.

Providing excellent customer service is of the utmost importance. This is achieved through teamwork, dedication, and the constant and keen drive to improve how we provide essential services to the organization.

FY 2022-2023 Goals
• Complete the migration to a VOIP phone system;
• Enhance the City’s security posture;
• Continue to improve the fiber infrastructure between City facilities; • Enhance documentation, workflows, and asset management; • Migrate services away from outdated equipment to prepare for a future server overhaul; and, • Continue to provide stellar service while maintaining a fiscally responsible approach.

Item Description
2021
Actuals
2022
Projected
FY 2023
Proposed $ Chg % Chg

SALARIES

$701,743

$872,100

$853,170

$(18,930) -2.2%

BENEFITS

373,047

443,260

370,640 (72,620) -16.4%

ORG DEVELOPMENT

19 15,000

20,000 5,000 33.3%

OPERATING EXP

192,494

25,000

21,500 (3,500) -14.0%

CONTRACT SERVICES

8,686

38,200

38,200 - 0.0%

SOFTWARE

830,668

4,441,200

2,839,180 (1,602,020) -36.1%

CAPITAL OUTLAY

65,511

268,400

260,300 (8,100) -3.0%

UTILITIES

8,650

16,400

98,400 82,000 500.0%

CAPITAL

77,578

640,500

312,800 (327,700) -51.2%

INFORMATION TECHNOLOGY
TOTAL

$2,258,398

$6,760,060

$4,814,190

$(1,945,870) -28.8%

Primary Program Expenditure Explanations
• Salaries & Benefits – slight decreases proposed as a result of vacant positions being filled at lower rates. • Software – decreases in FY 2022-23 are a due to a large one-time Permitting Software that was budgeted in FY 2021-22. Remaining encumbered funds will be carried forward to FY 2023 as needed to complete the project.
• Utilities – increases are reflective of Citywide VOIP service charges. Charges were included in the project implementation costs in FY 2021-22 and not in the operational budget. • Capital – Proposed capital purchases in FY 2022-23 are listed on the Capital Outlay schedule and include such items as desktop replacements, wireless replacements, and fiber replacement at the Cultural Center.

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Legislative Affairs
The City recognizes the need for active legislative engagement at the local, state, and federal levels to protect and enhance the interests of Palmdale’s residents and businesses. Throughout the year, the State Legislature and United States Congress propose and enact legislation, some of which affects the City of Palmdale. As a result, the City actively monitors local, state and federal legislation and takes appropriate action, when required, to protect the City’s interests and local legislative authority.

The Legislative Affairs division advocates on behalf of the City at the local, state and federal levels by communicating the strategic priorities and policy direction of the Mayor and City Council. Recognizing the importance of promoting Palmdale’s priorities and legislative initiatives, the City works closely with the League of California Cities, contracted government advocacy firms and others to ensure that the City is informed and responsive to relative legislative matters.

The City Council also adopts an annual federal legislative agenda, which is the foundation for the City’s advocacy strategy. It can be found at www.cityofpalmdale.org/LegislativeAffairs.

FY 2022-23 Goals
• Continue City advocacy at the local, state and federal levels by communicating the strategic priorities and policy direction provided by the Mayor and City Council; • Continue to monitor and administer legislative activities by fostering relationships with local, state and federal delegations, caucuses, associations, Council of Governments (COGs), Joint Powers Authorities (JPAs), public and private sector officials, etc.; and,
• Expand legislative knowledge and help to facilitate more organizational funding opportunities.

Category
2021
Actuals
2022
Projected
FY 2023
Proposed $ Chg % Chg

SALARIES

$238,800

$244,670

$5,870 2.5%

BENEFITS -

98,700

116,510

17,810 18.0%

ORG DEVELOPMENT - -

15,000

15,000 100.0%

OPERATING EXP - -

1,500

1,500 100.0%

CONTRACT SERVICES -

330,000

392,000

62,000 18.8%

CAPITAL OUTLAY - -

1,000

1,000 100.0%

UTILITIES - -

1,600

1,600 100.0%

LEGISLATIVE AFFAIRS TOTAL

$667,500

$772,280

$104,780 15.7%

Primary Program Expenditure Explanations
• Overall Division – the Legislative Affairs division was created in FY 2021-22, and many expenditures were remaining under the City Manager budget during that fiscal Year. FY 2022-23 budget reflects those budgets for Organizational Development, Contract Services and other categories that were previously combined with City Manager department.

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Palmdale, California
Annual Budget Fiscal Year 2022-23
Finance

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Finance
The Finance division works to ensure the financial health and stability of the City by providing financial management and guidance to the City Council, City Manager and City departments. Finance accomplishes this through revenue administration, budget control, payroll services, purchasing, and administration of debt obligations.

Finance also provides fiduciary capacity for five assessment districts, five community facilities districts, Successor Agency of the former Community Redevelopment Agency and Palmdale Community Foundation.

The division also assists the City Manager in preparation of the annual budget, invests City funds for both short- and long-term purposes, and provides cash management for the City.

Specific activities Include:
• Fiscal Policy Advice and Guidance – Prepares and implements policies and plans for effectively managing the City’s financial resources and maintaining its long-term financial health; advises the City Manager on fiscal matters; reviews Council agenda reports and other policy documents for fiscal impacts; • General Accounting Services – Maintains compliance with various applicable pronouncements and in particular those established by the Governmental Accounting Standards Board (GASB). Responsible for the City’s daily financial transactions, and timely and accurate presentation of financial reports; • Investments, Banking Services, and Debt Service Administration – Manages the City’s investment portfolios in accordance with adopted policies including daily cash management and cash flow, coordinates project financing and debt service obligations;
• Business License – Manages the business license program that issues new licenses, annual renewals, gross receipt verification programs, and provides mandated business license information to the state; and, • Purchasing and Procurement – Facilitates timely procurement of goods and services to help City departments fulfill their missions; provides cost-effective opportunities to purchase quality goods and services at the best value while conducting business in a legal, fair, open and competitive manner.

FY 2022-23 Goals
• Ensure the safety and security of the City’s assets;
• Provide the financial and accounting resources necessary to support the goals and operations of all City departments;
• Review and recommend updates to the Financial and Purchasing ordinance and policies; • Implement an effective and efficient contract management process applicable to all City procurement contracts and agreements;
• Provide recommendations and implement employee self-service software; • Actively support the local business economy;
• Streamline processes to improve customer service and operational efficiency in risk management; • Project, monitor and manage the City’s major revenues and expenditures, and provide financial indicators in order to present comprehensive view of the City’s financial health; and, • Transform Business Tax Administration to enhance customer service and improve compliance through proactive and business-friendly practices.

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Finance
Item Description
2021
Actuals
2022
Projected
FY 2023
Proposed $ Chg % Chg

SALARIES

$1,128,579

$1,339,800

$1,622,620

$282,820 21.1%
BENEFITS 458,451 706,610

917,170 210,560 29.8%
ORG DEVELOPMENT 11,502 23,500

40,800 17,300 73.6%
OPERATING EXP 586,805 154,970

59,000 (95,970) -61.9%
CONTRACT SERVICES 352,293 888,920

977,200 88,280 9.9%
SOFTWARE 15,447 -

- - 0.0%
CAPITAL OUTLAY 7,019 3,000

4,000 1,000 33.3%
UTILITIES 392 720

720 - 0.0%

DEBT SERVICE

(229,132) 156,700

75,000 (81,700) -52.1%
TRANSFERS OUT 17,338,523 10,910,540

5,370,460 (5,540,080) -50.8%

TRANSFERS OUT - INT SVC
ALLOC 104,130 320,810

204,820 (115,990) -36.2%

GN/LS-SALE OF ASSET

(8) -

- - 0.0%

FINANCE TOTAL

$19,774,002

$14,505,570

$9,271,790

$(5,233,780) -36.1%

Primary Program Expenditure Explanations
• Salaries & Benefits – proposed increase in FY 2022-23 is to fund the new Finance Director position, as well as a previously approved Senior Financial Analyst position. Savings were realized in FY 2021-22 due to vacancies in the department.
• Operating Expenses – decreases in operating expenses are primarily due to a one-time grant from the Department of Justice (DOJ) received in FY 2021-22. There are no grant funds anticipated in FY 2022-23. • Contract Services – increases primarily due to contracts with LDM & Associates to provide guidance on American Rescue Plan Act funds, as well as other contractual increase due to increased pricing. • Debt Service – decrease in FY 2022-23 is due to a revision on the Interfund Loan from General Fund to Park Development Fund. The terms of the agreement were revised and as a result, payments are not due in the coming year.
• Transfers Out – decreases in transfers in FY 2022-23 are due to several one-time transfers, including a transfer of American Rescue Plan Act funds to the Drytown fund in the amount of $1.8 million, and a transfer to the Palmdale CCA in the amount of $1.6 million, as well as various other transfers between funds as a normal course of business.

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Successor Agency
Item Description
2021
Actuals
2022
Projected
FY 2023
Proposed $ Chg % Chg

SALARIES

$693

$700

$800

$100 14.3%

BENEFITS

481

500

600 100 20.0%

OPERATING EXP

736,905

33,800

33,800 - 0.0%

CONTRACT SERVICES

1,229,416

1,220,700

1,263,900 43,200 3.5%

UTILITIES

90,111

126,600

127,100 500 0.4%

PROGRAM EXP -

365,000

365,000 - 0.0%

INTER-GOV SHARING

52,352,254

52,252,400

50,626,900

(1,625,500) -3.1%

DEBT SERVICE

10,309,346

10,521,000

10,510,400

(10,600) -0.1%

TRANSFERS OUT - ADMIN
FEES

218,816

261,000

307,000 46,000 17.6%

SUCCESSOR AGENCY TOTAL

$64,938,022

$64,781,700

$63,235,500

$(1,546,200) -2.4%
Primary Program Expenditure Explanations
• Intergovernmental Sharing – decreases in proposed statutory and negotiated passthroughs from the Successor Agency in FY 2022-23.

Assessment Districts / Community Facility Districts
Item Description
2021
Actuals
2022
Projected
FY 2023
Proposed $ Chg % Chg

CONTRACT SERVICES

$667,830

$971,000

$1,111,460

$140,460 14.5%

DEBT SERVICE

13,382,502

2,556,700

2,366,670

(190,030) -7.4%

TRANSFERS OUT - ADMIN FEES

133,289

176,500

179,200

2,700 1.5%

ASSESSMENT DISTRICT /

COMMUNITY FACILITY DISTRICT
TOTAL

14,183,622

$3,704,200

$3,657,330

$(46,870) -1.3%
Primary Program Expenditure Explanations
• Contract Services – increases in contract services are primarily due to outside attorney charges for CFD 91- 1, Sierra Gateway.
• Debt Service – decreases in FY 2022-23 are due to a refunding of CFD 2005-1 in the prior fiscal year. Debt service payments are reduced in the coming year due to the refunding.

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Palmdale Community Foundation
Item Description
2021
Actuals
2022
Projected
FY 2023
Proposed $ Chg % Chg

OPERATING EXP

$168,577

$38,050

$169,100

$131,050 344.4%

CONTRACT SERVICES

250

130

130 - 0.0%

CONTINGENCY

19,250

20,000

20,000 - 0.0%

PALMDALE COMMUNITY

FOUNDATION TOTAL

$188,077

$58,180

$189,230

$131,050 225.2%
Primary Program Expenditure Explanations
• Operating Expenses – increases in the Palmdale Community Foundation are a result of donations to the PCF that are available for programming in the coming year.

* Capital expenditures in the amount of $225,000 are projected in FY 2022 and are reported under the CIP division. This amount represents a donation for the construction of Courtney’s Playground, to be installed at Marie Kerr Park.

Palmdale Community Choice Aggregation (CCA)
Item Description
2021
Actuals
2022
Projected
FY 2023
Proposed $ Chg % Chg

SALARIES

$134,717

$360,500

$200,380

$(160,120) -44.4%

BENEFITS

60,245

175,200

106,920

(68,280) -39.0%

ORG DEVELOPMENT

5,000

5,000 - 0.0%

OPERATING EXP

450

5,000

2,513,000

5,508,000 50160.0%

CONTRACT SERVICES

238,739

142,000

25,657,100 25,515,100 17968.4%

CAPITAL OUTLAY

1,000

1,000 - 0.0%

DEBT SERVICE

(43,320)

25,100 -

(25,100) -100.0%

PALMDALE CCA TOTAL

$390,831

$713,800

$28,483,400

$27,769,600 3890.4%

Primary Program Expenditure Explanations
• Salaries & Benefits – the Energy Resources Manager position was filled in FY 2021-22 and has resulted in several other staff from the Public Works Environmental division stepping away from the program, therefore resulting in salary and benefit savings in FY 2022-23.
• Operating Expenses – FY 2022-23 proposed budget is reflective of proposed programs for Palmdale CCA customers, to be funded by American Rescue Plan Act funds. • Contract Services – the Palmdale CCA is planned to launch in October 2022. Increases in contract services are reflective of the power procurement and other compliance related contracts that are required for the program to launch.

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Palmdale, California
Annual Budget Fiscal Year 2022-23
Economic and Community Development

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Administration
The Economic and Community Development department works to create a cooperative, probusiness and prodevelopment environment that benefits all citizens. The department, comprised of three divisions: Building and Safety, Economic Development and Planning, focuses on business retention, expansion and creation; provides current and advanced planning; and coordinates and regulates development-related activities in accordance with the General Plan, Municipal Code, California Building Code and Zoning Code, within the City.

The Economic and Community Development department provides:
• Excellent customer service;
• A business-friendly environment to retain, create, incentivize and attract businesses and jobs; • Communication with the business and development community regarding entitlement, permitting processes and assistance programs;
• Administers plan review and inspection services for all construction requiring building permits and issues Certificates of Occupancy;
• Streamlined processing for permits and applications; and, • An equitable and competitive fee structure.

FY 2022-23 Goals
• Continue to provide excellent customer service;
• Continue to establish and maintain strong relationships with outside agencies; • Continue to invest in employee professional development; • Continue training to renew all required certifications and education on current codes and trends; • Utilize existing and new technology to improve departmental efficiency and effectiveness; • Seek out grants to help fund mission-critical projects; • Continue to develop and implement programs to address the needs of the public and business community; and,
• Through the regulatory process, encourage and achieve a balance of safe, attractive, and well-maintained residential communities, vibrant commercial centers, and varied manufacturing and employment opportunities for residents.

Item Description
2021
Actuals
2022
Projected
FY 2023
Proposed $ Chg % Chg

SALARIES

$238,710

$288,200

$376,500

$88,300 30.6%

BENEFITS

111,592

145,900

182,400

36,500 25.0%

ORG DEVELOPMENT

3,003

9,800

11,000

1,200 12.2%

OPERATING EXP

3,518

6,000

7,500

1,500 25.0%

CONTRACT SERVICES - -

55,000

55,000 0.0%

UTILITIES

1,258

1,300

1,300 - 0.0%

ADMINISTRATION TOTAL

$358,081

$451,200

$633,700

$182,500 40.4%
Primary Program Expenditure Explanations
• Salaries & Benefits – increases in FY 2022-23 are a result of changes in salary allocations for the Director of Economic & Community Development, Deputy Director of Economic & Community Development and

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Management Analyst positions which all charge to this new Administration account. Savings were realized in FY 2021-22 due to the vacant Deputy Director position.
• Contract Services – increases in FY 2022-23 account for professional services needed to support special projects such as property sales, acquisitions, land use/entitlements and more.

Economic Development
The Economic Development division provides targeted activities and programs that strive to improve the economic wellbeing and quality of life of the community by helping to diversify, attract, and retain local jobs.

The Economic Development division:
• Facilitates work force development efforts and services for local businesses seeking employee training; • Enhances communication with the business community regarding the planning, permitting, and licensing processes;
• Schedules visits and tours of local businesses to better understand sector trends, economic impact to their physical locations, needs and concerns;
• Host roundtables to engage the business community to address local issues; and, • Offers various online resources to assist local businesses and developers.

FY 2022-23 Goals
• Develop and implement an economic strategy to best utilize City resources to maximize local recovery to local businesses post COVID-19;
• Implement and launch the EIFD partnering with Los Angeles County; • Implement the Film Palmdale program and increase film activity and projects in the City, thereby increasing film fee revenue;
• Complete building renovations and open the Palmdale Film Stage for rental use by film productions; • Launch the TID and carry out the tourism marketing and promotion efforts of Visit Palmdale • Work collaboratively with internal and external stakeholders with a goal of better efficiency to serve the development community;
• Increase business attraction, retention, expansion, and job creation efforts; • Continue to engage the business community through business roundtables and other outreach efforts to address local issues;
• Continue to schedule visits and tours of local hospitality and retail businesses to better understand sector trends, economic impact to their physical locations, needs and concerns • Continue to retain, expand, and attract firms in the aerospace, manufacturing, scientific, and technical services sectors; and,
• Continue to strategize on workforce development efforts and services for local businesses and residents.

Item Description 2021 Actuals
2022
Projected
FY 2023
Proposed $ Chg % Chg
SALARIES 280,526 332,500 228,900 (103,600) -31.2% BENEFITS 130,905 185,820 140,130 (45,690) -24.6% ORG DEVELOPMENT 17,982 38,000 36,600 (1,400) -3.7% OPERATING EXP 849,470 486,500 1,757,000 1,270,500 261.2% CONTRACT SERVICES 210,162 823,600 2,749,600 1,926,000 233.9%

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CAPITAL OUTLAY 133 1,500 1,500 - 0.0% UTILITIES 778 900 900 - 0.0%

TRANSFERS OUT - INT
SVC ALLOC 123,670 120,300 76,810 (43,490) -36.2%

ECONOMIC

DEVELOPMENT
TOTAL 1,613,627 1,989,120 4,991,440 3,002,320 150.9% Primary Program Expenditure Explanations
• Salaries & Benefits – decreases in this category represent the change in allocation for Management Analyst position that has been moved over to the Administration division. • Operating Expenses – increases reflect new programs including Aerospace Incentive program for $250K, Auto Mall Partnership program for $250K, and new property acquisition program for $750K to create long- term revenue for the City through long-term lease of property. • Contract Services – increases in FY 2022-23 are reflective of new programs to be funded by the American Rescue Plan Act, and include such items as Business Grants, Operation Jumpstart, Visit Palmdale programs and Film and Tourism programs throughout the City.

Building and Safety
The Building and Safety division administers plan review and inspection services for all construction requiring building permits within the City. It provides interpretation and enforcement of applicable California building and City municipal codes and is also responsible for issuance of building permits and Certificates of Occupancy.

The division registers, inspects, and certifies all rental properties within the City; investigates and resolves building and housing issues from residents, businesses, and developers; and performs post-disaster safety assessments.

The Building and Safety division:
• Provides digital plan checks through the ProjectDox system; • Provides virtual video inspections via Google Duo, FaceTime, or Zoom as requested by our customers; • Provides online applications for all permits, including online permitting for water heaters and heating and air conditioning permits;
• Processes over the counter permits for simple building permits and pools, patios, signs, roofs, electrical, plumbing, mechanical and sewer permits;
• Provides solar inspections;
• Provides next-day inspections with a two-hour inspection arrival window and courtesy calls to each inspection requestor to provide them this time frame, therefore decreasing waiting time for the customer on the jobsite;
• Publishes a daily inspection schedule on the Building & Safety page of the City’s website; and, • Responds to records requests from the public concerning historical permit data and plan copies.

FY 2022-23 Goals
• Publish a list of plan check turnaround times for different types of projects on the Building & Safety webpage; • Increase collaboration and communication with other City divisions such as Code Enforcement, Housing, and CIP to create a more effective and unified response for external and internal customers; • Increase the effectiveness of the office and field staff through education and cross training;

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• Develop informational PDFs and handouts for standard patio cover plan and details, minimum plan requirements for submittal, water heater changeout requirements, and window changeout standards and guidelines to further enhance customer experience and streamline internal operations; • Maintain and improve the quality of housing by resuming the residential rental unit inspection program to inspect every rental unit in the City when COVID-19 restrictions are lifted; and, • Assist in the final selection and implementation of our new permit/application tracking software.

Item Description
2021
Actuals
2022
Projected
FY 2023
Proposed $ Chg % Chg

SALARIES

$1,074,778

$1,143,100

$1,235,200

$92,100 8.1%

BENEFITS

561,256

712,990

729,500

16,510 2.3%

ORG DEVELOPMENT

21,603

20,700

42,600

21,900 105.8%

OPERATING EXP

243

4,500

4,500 - 0.0%

CONTRACT SERVICES

116,981

495,500

750,750

255,250 51.5%

CAPITAL OUTLAY

421

600

6,000

5,400 900.0%

UTILITIES

6,141

4,600

5,800

1,200 26.1%

TRANSFERS OUT - INT SVC
ALLOC

131,770

395,970

266,740

(129,230) -32.6%

BUILDING & SAFETY TOTAL

$1,913,193

$2,777,960

$3,041,090

$263,130 9.5%
Primary Program Expenditure Explanations
• Salaries & Benefits – increases are reflective of proposed COLA, wage increase, and merit increases due to employees.
• Organizational Development – increases in FY 2022-23 due to required purchase of 2022 Code Books. • Contract Services – FY 2022-23 increases reflect contracts with JAS Pacific to provide plan check services to Building & Safety division as a result of increased permit applications for new projects.

Planning
The Planning division maintains and administers the City’s General Plan and certain provisions of the Palmdale Municipal Code. More specifically, the division administers development functions including processing of entitlement applications, Specific Plans, General Plan amendments, Zoning Ordinance amendments, and maintenance of the Zoning Map including zone changes and annexations. The division also provides support to the City by processing daily mail and handling receptionist services for the Development Services building, and provides staff support for the Planning Commission and General Plan Advisory Committee (GPAC).

The Planning division:
• Helps developers process various entitlement applications; • Provides maps, notices, environmental documents, the General Plan and Specific Plans digitally; • Provides all applications online; and,
• Processes over-the-counter permits for modifications to single-family residences, tenant improvements, new businesses, signs, special events and temporary uses.

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FY 2022-23 Goals
• Assist with selecting new permit/application tracking software • Continue to strengthen relationships with the development community through timely responsiveness and efficiently processing applications
• Continue strategizing and planning associated with high-speed rail and the airport; • Present a series of Zoning Ordinance Amendments that reflect the City’s development goals; and, • Continue to work towards a comprehensive General Plan update, including a high level of community engagement through workshops, pop-up workshops, stakeholder groups and social media.

Item Description
2021
Actuals
2022
Projected
FY 2023
Proposed $ Chg % Chg

SALARIES

$684,216

$966,800

$928,590

$(38,210) -4.0%

BENEFITS

269,579

435,070

418,080

(16,990) -3.9%

ORG DEVELOPMENT

3,403

18,900

21,200

2,300 12.2%

OPERATING EXP

7,056

15,800

16,300

500 3.2%

CONTRACT SERVICES

57,799

23,000

86,200

63,200 274.8%

CAPITAL OUTLAY

1,142

3,000

3,000 - 0.0%

TRANSFERS OUT - INT SVC
ALLOC

78,080

260,660

153,620

(107,040) -41.1%

PLANNING TOTAL

$1,101,275

$1,723,230

$1,626,990

$(96,240) -5.6%
Primary Program Expenditure Explanations
• Salaries & Benefits – slight decreases due to changes in salary allocations for staff. • Contract Services – FY 2022-23 increases for agreements with Interwest and Bureau Veritas to provide professional services.

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Palmdale, California
Annual Budget Fiscal Year 2022-23
Neighborhood Services

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Public Safety
The Public Safety division works to provide a safe community through appropriate enforcement, investigation, and prevention efforts. Public Safety specialists provide community safety programs to help maintain residents’ and businesses’ sense of safety by empowering them to take a proactive approach in solving community problems. Public Safety provides Sheriff’s overtime for City special events, holiday patrols of the City’s retail areas, and specialized enforcement as needed.

The City’s emergency preparedness program is designed to ensure that the City is prepared for and able to respond and recover from all manner of disasters. Our City’s Emergency Management was truly tested as we were called to respond to several incidents, including COVID-19. In a disaster incident, City staff implement the City’s emergency operations plans, coordinate with all relevant public safety and community agencies responsible for disaster response, and provide education to staff and community members.

FY 2022-23 Goals
• Increase the number of neighborhoods, multifamily housing and businesses participating in programs by using virtual engagement when appropriate;
• Produce more videos to be shared on social media that address current crime/safety trends and share “need to know” information;
• Revitalize the Business Watch program and increase outreach to our business community through partnerships with LASD and local chambers of commerce; and, • Increase the number of calls for service from Palmdale Station and support the issuing of administrative citations that CSOs write through the use of new technology.

Item Description
2021
Actuals
2022
Projected
FY 2023
Proposed $ Chg % Chg

SALARIES

$651,718

$740,300

$906,670

$166,370 22.5%
BENEFITS 316,206 436,360 572,680

136,320 31.2%
ORG DEVELOPMENT - 9,700 13,000

3,300 34.0%
OPERATING EXP 4,962 150,150 353,300

203,150 135.3%
CONTRACT SERVICES 28,612 216,210 644,600

428,390 198.1%
SOFTWARE 31,500 - - - 0.0% CAPITAL OUTLAY 26 4,000 6,000

2,000 50.0%
COUNTY CONTRACTS 28,588,856 30,840,900 33,725,100

2,884,200 9.4%
UTILITIES 21,149 21,400 21,100

(300) -1.4%
CAPITAL - - - - 0.0% TRANSFERS OUT - - - - 0.0%

TRANSFERS OUT - INT SVC
ALLOC 253,840 958,830 760,840

(197,990) -20.6%

PUBLIC SAFETY TOTAL

$29,896,870

$33,377,850

$37,003,290

$3,625,440 10.9%

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Primary Program Expenditure Explanations
• Salaries & Benefits – increases are reflective of a new Public Safety Officer position proposed in the FY 2022-23 and a full year funding for the new Emergency Services Manager position, as well as the proposed COLA, wage increase, and merit increases due to employees. • Operating Expenses – FY 2022-23 increase is primarily due to a proposed program for Illegal Dumping and dump stations that is being proposed under American Rescue Plan Act funds. • Contract Services – proposed increases in FY 2022-23 are a result of contracts to address animal care services, outside of the Los Angeles County Animal Care & Control contract. Services to explored within the contract includes spay, neuter, microchipping and the feasibility study of an independent animal care and control program.
• County Contracts – increases in the LA County Sheriff contract of approximately 5.5% or $2.4 million are reflected in this category, in addition to liability increases of 11.5%, or $364 thousand. LA County Sheriff contract is proposed to be partially funded through Measure AV, American Rescue Plan Act fund, and General Fund. American Rescue Plan Act funds are one-time in nature, and the $4.5 million will sift back to the General Fund in FY 2023-24.

Community Compliance
The Community Compliance division consists of Code Enforcement, Neighborhood Compliance, and Public Security Officers. Its mission is to maintain the quality of life and to work in partnership with Palmdale residents to promote a safe and desirable living and working environment throughout the City. The divisions’ field officers enforce the City’s municipal and zoning ordinances, California Vehicle Code (CVC), address property maintenance, and codes related to residential and commercial properties. They balance enforcement efforts with educating residents and business owners when possible.

FY 2022-23 Goals
• Increase productivity through the new case management program acquisition. With the new software, field personnel will strive to conduct follow-up with reporting parties within 10 business days of the initial call and every 30 days thereafter for prolonged cases;
• Build and strengthen working relationships with community partners and utilize outreach programs in regard to mental health and homelessness; and,
• Establish four areas of assignment designated by data-driven crime stats, Los Angeles Sheriff’s Department calls for service, and City compliance caseloads with the goal of dedicating resources to reduce response times and increase overall efficiency.

Item Description
2021
Actuals
2022
Projected
FY 2023
Proposed $ Chg % Chg

SALARIES

$1,086,627

$1,917,540

$2,256,930

$339,390 17.7%

BENEFITS

366,601

651,530

897,550

246,020 37.8%

ORG DEVELOPMENT

385

8,000

8,000 - 0.0%

OPERATING EXP

34,688

55,300

39,300

(16,000) -28.9%

CONTRACT SERVICES

190,173

88,900

88,900 - 0.0%

SOFTWARE

4,550 - - - 0.0%

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CAPITAL OUTLAY

9,474

2,000

2,000 - 0.0%

COUNTY CONTRACTS

10,019

10,260

5,060

(5,200) -50.7%

UTILITIES

8,857

13,800

12,300

(1,500) -10.9%

CAPITAL

15,031

79,000

12,500

(66,500) -84.2%

TRANSFERS OUT - INT SVC
ALLOC

78,820

214,210

176,480

(37,730) -17.6%

COMMUNITY COMPLIANCE
TOTAL

$1,805,225

$3,040,540

$3,499,020

$458,480 15.1%
Primary Program Expenditure Explanations
• Salaries & Benefits – increases are reflective of proposed six (6) new positions for FY 2022-23. Positions include two (2) Code Enforcement Officers, two (2) Neighborhood Compliance Officers and two (2) Community Compliance Officers.

Affordable Housing
The Housing Authority is a subsidiary of the City and is subject to the financial accountability of the City Council, although it is a separate legal entity. The goal of the Housing Authority is to ensure affordable housing for the citizens of the City, and that the affordability requirements for each property are met and maintained.

The Housing Authority monitors the management of three Authority-owned mobile home parks, 786 spaces, five apartment complexes, 295 units, and compliance with the recorded long-term affordable housing covenants for the properties. The Housing Authority, as the Housing Successor Agency of the former Community Redevelopment Agency of the City of Palmdale (Agency), assumed the Housing assets and responsibilities of the Agency.

FY 2022-23 Goals
• Predevelop 46 affordable townhome owner units;
• Complete construction of Phase 1 of the Homes for Families veteran affordable housing, 16 duplex units; • Rehabilitate four units of affordable housing at 507 East Avenue Q4; and, • Complete two Density Bonus Agreements with an estimated 40 affordable housing units.

Item Description
2021
Actuals
2022
Projected
FY 2023
Proposed $ Chg % Chg

SALARIES

$388,738

$507,900

$529,950

$22,050 4.3%

BENEFITS

178,401 271,000 302,080 31,080 11.5%

ORG DEVELOPMENT

7,710 8,980 25,500 16,520 184.0%

OPERATING EXP

406,782 792,350 4,047,770 3,255,420 410.9%

CONTRACT SERVICES

3,749,868 4,257,190 4,916,930 659,740 15.5%

CAPITAL OUTLAY

9,844 23,500 29,000 5,500 23.4%

UTILITIES

1,285,351 1,298,480 1,386,160 87,680 6.8%

Page 57 of 102 ends

PROGRAM EXP

751,041 9,503,090 3,023,600 (6,479,490) -68.2%

CAPITAL

645,946 689,500 584,370 (105,130) -15.2%

DEBT SERVICE

684,794 1,734,960 1,731,400 (3,560) -0.2%

CHRGS FOR SERVICES

35,520 35,100 35,500 400 1.1%

AFFORDABLE HOUSING
TOTAL

$8,143,994

$19,122,050

$16,612,260

$(2,509,790) -13.1%
Primary Program Expenditure Explanations
• Operating Expenses – increases primarily due to grant funds received for the Federal HOME ARP grant of $1.9 million and the Permanent Local Housing Allocation grant for that are programmed in FY 2022-23 in the amount of $2 million.
• Contract Services – increases are due to costs associated with maintaining the Housing Authority owned apartments, and the Boulders Mobile Home Parks, as well as increases in Permanent Local Housing programs and HOME ARP programs, funded through grants.
• Program Expenses – program costs in FY 2021-22 were a result of multiple housing projects including Homes 4 Families, Courson Development, and Juniper Grove Apartments, funded by Housing Asset Fund and Federal HOME funds. These costs are not anticipated in the coming year.

CDBG Administration
The CDBG Administration division accounts for the administration of CDBG grant funds provided for the operation of SAVES, public services, and public works projects in order to provide safe, desirable, and stable living conditions for City of Palmdale residents.

FY 2022-23 Goals
• Preserve and improve the services for the unhoused and for people at risk of becoming unhoused. • Support organizations that assist individuals with fair housing and landlord/tenant mediation issues. • Provide public works improvements that further economic development and/or create a suitable living environment.

Item Description
2021*
Actuals
2022
Projected
FY 2023
Proposed $ Chg % Chg

SALARIES

$107,700

$43,400

$(64,300) -59.7%

BENEFITS -

42,900

27,400 (15,500) -36.1%

ORG DEVELOPMENT -

5,500

5,500 - 0.0%

OPERATING EXP -

1,929,880

285,780 (1,644,100) -85.2%

CONTRACT SERVICES -

102,300

99,120 (3,180) -3.1%

CAPITAL OUTLAY -

100

100 - 0.0%

PROGRAM EXP -

193,200

174,600 (18,600) -9.6%

Page 58 of 102 ends

CAPITAL -

316,100 - (316,100) -100.0%

DEBT SERVICE -

378,700

573,570 194,870 51.5%

CDBG ADMINISTRATION TOTAL

$3,076,380

$1,209,470

$(1,866,910) -60.7%
Primary Program Expenditure Explanations
• Salaries & Benefits – decreases are due to changes in salary allocations and staff administering the program.
• Operating Expenses – decreases in FY 2022-23 are due to one-time CDBG Covid grants awarded to the City of Palmdale in FY 2021-22.
• Capital – funds set aside for acquisition of property in FY 2021-22. No expected capital outlays in FY 2022-

23. * 2021 actuals are not shown in above comparison due to chart of account changes. Budgets were previously reported under Community Programs.

Page 59 of 102 ends

Palmdale, California
Annual Budget Fiscal Year 2022-23
Parks and Recreation

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Parks and Recreation
Parks and Recreation staff work every day to create a healthy and vibrant community for families and individuals living in Palmdale by providing traditional recreation services and neighborhood events that are easily accessible and affordable. These services build life skills, encourage healthy living, improve youth resiliency, and deter crime. Through collaboration with other agencies and contracted instructors, we expand and enrich services at local parks and recreation facilities. We offer athletic opportunities to various skill levels and ages, including a full spectrum of aquatic services from learn to swim water safety courses to competitive swimming. The City of Palmdale, like all communities, has been dramatically affected by the COVID-19 closures, and Parks and Recreation staff have worked diligently through the crisis to ensure the health and safety of our community as its first priority.

FY 2022-23 Goals
• Work with HR on compaction resulting from the minimum wage increase, and complete a classification study of part-time recreation positions and how they overlap with other city positions; • Continue to move part-time employee onboarding process to more contemporary systems such as electronically submitted employment documents using E-Verify, online employee training with Target Solutions, and offer virtual new hire orientation and virtual site-specific training; • Implement new employee work schedule software; assist with all backend data entry, train staff; • Develop a fee waiver policy and reevaluate liability insurance for department service providers and renters. If funding is provided, begin master planning process;
• Conduct recreation site assessments and prepare current response plans for natural disasters and acts of violence;
• Coordinate with Public Works to begin department use of Lucity; and, • Continue to collaborate with and support local youth sports leagues.

Recreation Services
FY 2022-23 Goals
• Youth basketball and volleyball programs are at max capacity with wait lists. The Paul George Foundation expressed interest in expanding our basketball league; full-time oversight personnel and a greater commitment of gymnasium space will be required to make a difference. The department will continue to monitor and identify solutions;
• Collaborate with Economic Development to study economic impact of tournaments; • Coordinate ongoing park repair and replacement needs and funding with Maintenance; • Coordinate with Neighborhood Services and Sheriff’s Department to monitor and address park safety needs; expand program offerings and partnerships as a preventative measure; • Increase learn-to-swim program and World’s Largest Swim Lesson participation for the most vulnerable age group according to the CDC, ages 1-14;
• Expand Jr. Lifeguard and adult swim lesson programs; and, • Seek new marketing avenues to increase Lifeguard Academy participation.

Item Description
2021
Actuals
2022
Projected
FY 2023
Proposed $ Chg % Chg

SALARIES

$1,604,578

$1,844,100

$2,043,350

$199,250 10.8%

BENEFITS

400,931

345,700

293,070

(52,630) -15.2%

Page 61 of 102 ends

ORG DEVELOPMENT

2,855

12,140

13,640

1,500 12.4%

OPERATING EXP

95,554

174,200

171,700

(2,500) -1.4%

CONTRACT SERVICES

57,629

200,700

290,700

90,000 44.8%

CAPITAL OUTLAY

22,282

15,000

25,350

10,350 69.0%

UTILITIES

40,780

63,800

63,800 - 0.0%

CAPITAL -

57,000

32,760

(24,240) -42.5%

RECREATION SERVICES TOTAL

$2,224,609

$2,712,640

$2,934,370

$221,730 8.2%

Primary Program Expenditure Explanations
• Salaries & Benefits - increases in FY 2022-23 are due to staffing back up to normal levels after staffing, programs and services had been reduced as a result of Covid. • Contract Services – increases in FY 2022-23 for instructor led programs that are being reinstated to full levels. Costs are offset with corresponding program revenues.

Parks & Facilities
The Parks & Facilities division provides first-class parks and special use facilities for residents. The City park system includes 364.4 acres of developed park land and 685,120 square feet of indoor recreation space. The Parks and Recreation (P&R) department benefits the entire community by strengthening our City’s quality of life through recreational experiences, improving public safety, and boosting revenues. Our special use facilities support economic development by attracting residents and businesses as well as visitors. DryTown Water Park offers a world-class theme park experience where safety, affordability and community pride are a priority.

Legacy Commons for Active Seniors provides life resources, social opportunities, and wellness programming for seniors. Joe Davies Heritage Airpark memorializes our local aeronautic history. The Chimbole Cultural Center offers affordable banquet and meeting space for nonprofit, local business and resident needs. The P&R Administrative division provides support and responsiveness to City Council and City management. In addition to seeking methods to expand and improve service, the department monitors industry standards and strives to provide quality, accessible experiences for residents.

FY 2022-23 Goals
• Continue to manage COVID-19 City services, PPE needs, review of ongoing health order changes, adjust staff training, adjust program implementation practices, educate patrons and manage confirmed internal and external COVID-19 cases;
• Implement new ticketing system for events and Playhouse including backend programming, staff training, customer education; purchase/update related site equipment; • Work with Communications to build three new websites (Amphitheater, Playhouse, DryTown) • Continue to assist with the City Council’s park expansion goals and general plan update; need to expand protected open space, walkable parks and trails;
• Begin Library community and stakeholder strategic planning process; find implementation strategies to meet demand based on our undersized Library once results are compiled; • Begin new property lease agreement process with the Air Force effective 2023; • Evolve and expand sponsorship program in collaboration with Economic Development;

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• Continue to work with Communications to improve marketing/outreach opportunities, consolidate department social media pages, improve management of the department’s social media pages, and implement marketing study recommendations;
• Develop a service strategy for residents with cognitive or physical disabilities; • Increase use of data driven decision-making, expand use of technology, improve transparency and department awareness/education through informative dashboards; • Implement Paul George projects as applicable, move toward a partnership-based recreation complex; • Implement new admission ticketing system including backend programming, staff training, customer education; purchase/update related site equipment;
• Create a new DryTown Water Park brochure with advertising opportunities • Install new guest lockers at DryTown Water Park;
• Create new merchandise opportunities for the DryTown General Store to include a mining sluice and souvenir cups;
• Upgrade filters and heaters for pools;
• Execute new park concessions agreement;
• Prepare alternative operation plans as COVID-19 dictates; educate Council and park users; identify potential revenue loss due to COVID-19 anticipated restrictions
• Prepare park pro forma summarizing park weaknesses, threats, and opportunities from a business perspective;
• Consider ongoing COVID-19 concerns, reevaluate service delivery methods and protocols as seniors can be reintroduced to group programming;
• Implement a membership program to access free health and wellness services and events; and, • Develop new hobby/instructional programming for nominal fees; associated changes allow for more diverse program offerings and enhanced center safety.

Item Description
2021
Actuals
2022
Projected
FY 2023
Proposed $ Chg % Chg

SALARIES

$1,279,196

$2,111,500

$2,199,030

$87,530 4.1%

BENEFITS

363,809

595,630

581,760

(13,870) -2.3%

ORG DEVELOPMENT

17,247

25,300

24,300

(1,000) -4.0%

OPERATING EXP

183,303

284,500 501,300

216,800 76.2%

CONTRACT SERVICES

193,556

315,400

356,300

40,900 13.0%

SOFTWARE -

10,700

14,700

4,000 37.4%

CAPITAL OUTLAY

59,949

38,700

25,800

(12,900) -33.3%

UTILITIES

260,972

304,120

314,620

10,500 3.5%

CAPITAL -

56,900

293,170

236,270 415.2%

TRANSFERS OUT - INT SVC
ALLOC

425,320

1,290,740

1,098,140

(192,600) -14.9%

PARKS & FACILITIES TOTAL

$2,783,352

$5,033,490

$5,409,120

$375,630 7.5%

Page 63 of 102 ends

Primary Program Expenditure Explanations
• Operating Expenses – primary driver of the increase in FY 2022-23 is a proposed use of Measure AV funds for Legacy Commons and senior programs
• Contract Services – increases in FY 2022-23 are proposed to fund sponsorship programs through American Rescue Plan Act funds.
• Capital – proposed expenditures in FY 2022-23 include replacement of equipment at Drytown, including water heaters, park strainer baskets, in addition to a portable PA system to be used at multiple locations for a variety of events.

Events and Culture
The Events and Culture division promotes cultural and theatrical programs and diverse entertainment. The Palmdale Playhouse provides a learning platform for those interested in performing arts through theatre, music and dance classes, specialty workshops, and youth camps. The Palmdale Playhouse hosts recitals, art exhibits, performances for local schools, professional road shows, and community performances. The division promotes public art initiatives that strengthen our community’s unique identity and shape its physical character as a vibrant, prosperous desert community. It offers annual premier events at the Palmdale Amphitheater including Kaleidoscope Art & Music Festival, Summer Concert Series, Children’s SpringFest & Egg Hunt, Freedom Celebration & Fireworks, and Family Movie Nights. It facilitates rentals at the Palmdale Amphitheater for large scale events of 1,000 or more guests, and park facilities for community events, fundraisers, and ceremonies; and manages and seeks revenue through sponsorships, vendor fees, rental fees, and ticket sales.

FY 2022-23 Goals
• Seek Council approval for Public Art Commission Bylaws and seat seven Public Art Commission members; • Institute systems and practices to include public art requirements in existing municipal and private construction processes and effectively communicate to private developers through DAB meetings; educate staff in other departments as needed;
• Improve contest judging and presentation of Walk on Words poetry contest; • Continue to develop relationships with established and emerging local artists for consideration in future public art endeavors;
• Rework Summer Theater Camp for COVID-19 guidelines and hold two camps; • Hire and train full-time Theater Operations Coordinator; • Reopen orchestra, dance, and theater classes within COVID-19 guidelines; • Rework summer concert series for COVID-19 guidelines and produce shows in late summer; • Hire and train a full-time Special Events Recreation Coordinator; and, • Identify and implement logistics applicable to COVID-19 guidelines and hold Kaleidoscope Art & Music Festival in October.

Item Description
2021
Actuals
2022
Projected
FY 2023
Proposed $ Chg % Chg

SALARIES

$522,155

$1,086,000

$1,090,210

$4,210 0.4%

BENEFITS

191,977

258,470

288,810

30,340 11.7%

ORG DEVELOPMENT -

9,010

7,100

(1,910) -21.2%

OPERATING EXP

41,011

152,370

728,480

576,110 378.1%

CONTRACT SERVICES

112,136

500,920

834,360

333,440 66.6%

Page 64 of 102 ends

SOFTWARE

744 -

3,100

3,100 0.0%

CAPITAL OUTLAY

12,527

6,300

7,000

700 11.1%

UTILITIES

35,641

47,300

47,300 - 0.0%

CAPITAL

40,597

17,770 -

(17,770) -100.0%

TRANSFERS OUT -

41,300

41,900

600 1.5%

EVENTS AND CULTURE TOTAL

$956,788

$2,119,440

$3,048,260

$928,820 43.8%
Primary Program Expenditure Explanations
• Operating Expenses – primary driver of the increase in FY 2022-23 is a proposed use of Measure AV funds community events to be determined throughout the year.
• Contract Services – increases in FY 2022-23 reflect contracts to attract talent for summer concert series events. Savings were realized in FY 2021-22.

Palmdale City Library
The Palmdale City Library serves as a community focal point and gathering place in-person and online for community members to learn, exchange information and ideas, and enrich their lives by providing print and digital research materials, recreational reading and viewing materials, and relevant programs for all ages and backgrounds. Professional Library staff members acquire and manage the collection of materials, create and provide the programs, and collaborate and partner with community organizations. Tools used to carry-out the Library’s mission and purposes include books, periodicals, DVDs, audiobooks, public access computers and free Wi-Fi, early and family literacy story time, summer reading program, summer lunch program, Teen Advisory led programs, book clubs, and the “Know Mobile” for varied outreach programs outfitted with technology, print materials, and more.

FY 2022-23 Goals
• Continue to build relationships with community groups and schools; • Develop fresh and innovative youth, teen and adult virtual programs; • Create a more prominent space for teens in the Library; • Continue to offer the summer reading program in a virtual format with the help of Bookpoints; and, • Develop a clear policy for the Local History Room Collection.

Item Description
2021
Actuals
2022
Projected
FY 2023
Proposed $ Chg % Chg

SALARIES

$3,149

$28,400

$33,850

$5,450 19.2%

BENEFITS

121

800

1,050

250 31.3%

ORG DEVELOPMENT -

500

500 - 0.0%

OPERATING EXP

264,654

244,000

286,500

42,500 17.4%

CONTRACT SERVICES

976,135

1,057,900

1,154,530

96,630 9.1%

CAPITAL OUTLAY

4,730

34,500

10,000

(24,500) -71.0%

Page 65 of 102 ends

UTILITIES

46,907

63,700

64,700

1,000 1.6%

CAPITAL -

50,000 -

(50,000) -100.0%

TRANSFERS OUT - INT SVC
ALLOC

78,080

240,610

153,620

(86,990) -36.2%

PALMDALE CITY LIBRARY TOTAL

$1,373,777

$1,720,410

$1,704,750

$(15,660) -0.9%
Primary Program Expenditure Explanations
• Operating Expenses – increases in operating expenses in FY 2022-23 are driven by grant funds that are anticipated to be received and are being programmed for the year to support the library. • Contract Services – increases in FY 2022-23 reflect $60 thousand in expenditures to be funded by American Rescue Plan Act funds for library programs such as after school programs.

Page 66 of 102 ends

Palmdale, California
Annual Budget Fiscal Year 2022-23
Public Works

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Public Works Administration
The Administration division ensures that the Public Works department is efficiently managed to facilitate operations. Duties include oversight of capital improvement projects, public works inspections, oversight of City owned buildings, administrative management of traffic signal system, compliance with National Pollutant Discharge Elimination System (NPDES) requirements, oversight for street maintenance, street lighting, parks, trees, fleet maintenance, regulation compliance and budget.

The Administration division provides technical and administrative support for proposed developments, permit issuance, manages requests from citizens, and provides support services to other departments. The division represents the City in various capacities on issues of local and regional significance and supports the City Manager’s Office and City Council in their work on regional boards and commissions.

FY 2022-23 Goals
• Continue implementation of the Five-Year Capital Improvement Plan (CIP); • Continue implementation of the Community Choice Aggregate (CCA) program; • Begin construction of the Habitat Restoration Project on the Upper Amargosa Creek Recharge; • Begin construction of Avenue R Complete Streets;
• Begin construction of Measure R Palmdale Boulevard and State Route 14 Interchange; and, • Complete SiFi citywide fiber planning and begin construction.

Item Description
2021
Actuals
2022
Projected
FY 2023
Proposed $ Chg % Chg

SALARIES

$949,468

$1,014,800

$1,414,270

$399,470 39.4%

BENEFITS

(478,002)

7,320

250,730

243,410 3325.3%

ORG DEVELOPMENT

7,756

19,200

20,050

850 4.4%

OPERATING EXP

5,743

12,100

12,100 - 0.0%

CONTRACT SERVICES

110,277

230,330

163,000

(67,330) -29.2%

SOFTWARE

599 - - - 0.0%

CAPITAL OUTLAY

1,601

1,500

1,500 - 0.0%

UTILITIES

3,029

4,500

4,500 - 0.0%

DEBT SERVICE

10,278

10,300

10,300 - 0.0%

TRANSFERS OUT - INT SVC
ALLOC

4,590

12,530

10,320

(2,210) -17.6%

PUBLIC WORKS

ADMINISTRATION TOTAL

$615,338

$1,312,580

$1,886,770

$574,190 43.7%
Primary Program Expenditure Explanations
• Salaries & Benefits – increases are reflective of COLA, wage increase and merit increases due to employees. Salary allocation changes are also a factor in the increases in FY 2022-23. Overhead allocations and direct charging to projects may result in fluctuations in these categories. • Contract Services – decreases re due to the shifting of contracts from Public Works to the Legislative Affairs division.

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Environmental
The Environmental and Technology division monitors Public Works’ environmental compliance efforts, the City’s solid waste and recycling programs, air quality programs, energy conservation and efficiency programs, the Streetlight division maintaining property owner funded streetlights on City owned streets in residential and commercial areas, public transportation facilities and policies so that people can move within the City with equality of convenience and access among all modes of transportation, and implementation of a citywide fiber project. These programs include:
• Completing annual AB 939 (California recycling law) report and any other requirements of CalRecycle; • Ensuring compliance with AB 341 (Mandatory Commercial Recycling), AB 1826 (Mandatory Commercial Organics Recycling) including annual outreach to commercial business owners and multifamily units regarding the tiered requirements to arrange for recycling services, and education and monitoring of all recycling activities;
• Managing the City’s beverage container recycling grant and used motor oil grant and recycling program; • Providing administration of related elements of the solid waste contract with Waste Management; • Launching the CCA, Energy for Palmdale’s Independent Choice (EPIC) in the City, allowing participants to have a greater say in the type of energy purchased and from where; • Energy efficiency programs for City facilities to provide resiliency, save energy costs and generate revenue; • Deployment of 5G broadband technology and small wireless facilities citywide; • Provide streetlight maintenance services to residential and commercial areas that include maintenance of lighting structures and conduits, provide utilities, and renovate lighting fixtures as needed; • Transportation planning and coordination of projects that promote alternative modes of transportation widely available and attractive to the public; and,
• Electric vehicle charging projects throughout the City and promotion of EV carpool programs.

FY 2022-23 Goals
• Complete and implement AB 341, AB 1826 and C&D Ordinances • Work with franchise waste hauler to increase local commercial recycling and organics to a higher diversion rate
• Complete implementation efforts of CCA program for October 2022 launch and negotiations for Power Purchase Agreements (PPA) with the appropriate providers • Complete 5G Ordinance updates and Master License Agreement to deploy Citywide broadband • Integrate Lucity management software as a streetlight management program • Update EV charging policy

Item Description
2021
Actuals
2022
Projected
FY 2023
Proposed $ Chg % Chg

SALARIES

$111,485

$157,700

$345,220

$187,520 118.9%

BENEFITS

45,417

78,250

182,750

104,500 133.5%

OPERATING EXP

9,910

2,200

3,960

1,760 80.0%

CONTRACT SERVICES

197,594

274,700

758,230

483,530 176.0%

UTILITIES

41 - - - 0.0%

ENVIRONMENTAL TOTAL

$364,446

$512,850

$1,290,160

$777,310 151.6%

Page 69 of 102 ends

Primary Program Expenditure Explanations
• Salaries & Benefits – increases are reflective of proposed new positions to be funded through the Waste Management contract in FY 2022-23.
• Contract Services – increases are primarily due to contracts for consulting services to assist with 5G/SiFi, as well as an increase to fund a new lightening loader and to implement illegal dumping and solid waste programs.

Engineering
The Engineering division includes the Civil Engineering and Public Works Inspection sections. The Civil Engineering section is responsible for the development and implementation of engineering standards for construction; review of legal descriptions of real property; administration of special benefit districts for improvements including sewer, drainage, landscaping and street lighting districts; permit processing; flood control administration; planning, implementing, and updating the City’s Master Plan of Drainage and the Drainage Management Plan in conjunction with subdivision infrastructure, commercial development, and capital improvement projects. The Public Works Inspection section is responsible for inspecting all building projects and infrastructure within the City right-of-way and public and private grading operations.

The Traffic Engineering division includes the Traffic/Transportation and Traffic Signals and Street Lighting Maintenance sections. The Traffic/Transportation section is responsible for conducting traffic studies for the installation of traffic control devices; reviewing land development project applications as it relates to traffic and transportation; monitoring services provided by Antelope Valley Transit Authority, Metro, and other transportation providers to meet community needs; designing roadway improvements, signage, bikeways and traffic signals to promote the safe and orderly movement of vehicular, pedestrian and bike traffic as well as goods; providing support to school districts on their suggested Routes to School programs. The Traffic Signal and Street Lighting section is responsible for maintaining and coordinating preventive maintenance for the City’s existing traffic signals, existing citywide traffic signal single mode fiber optic network, and the citywide street lighting system. They also maintain, under an agreement with Los Angeles County, several Los Angeles County traffic signals and school flashers located within and near the City of Palmdale.

FY 2022-23 Goals
• Complete annual reports for the Landscaping, Sewer, Street Lighting, Sewer and Parks Assessment Districts;
• Complete inspection of the Rancho Vista Gap closure project between 15th and 50th Sts. West; • Provide quality inspection of construction improvement projects within City’s right-of-way; • Provide comments on the City’s pavement management program; • Respond to and provide inspection of construction improvements for new developments and right-of-way improvements within 24 hours of the service call;
• Complete Engineering Standards update;
• Repair minor erosion on Ritter Dam slope as recommended by state dam inspectors • Clean Joshua Ranch drainage infrastructure;
• Complete comments on Avenue S-8/40th St. East roundabout design plans; • Continue participating in California High Speed Rail meetings and provide comments to help reduce traffic impacts on City streets from this proposed project;
• Continue providing comments for all proposed Measure R projects: State Route 138 (Palmdale Boulevard) between 5th and 10th Sts. East, State Route 14 off/on-ramp with 10th St. West, State Route 14 and Palmdale Boulevard interchange, and State Route 14 with Avenue N interchange;

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• Assist with implementing the new permitting system;
• Provide quality inspection of new traffic signals and street lighting projects within City’s right-of-way; • Provide comments on the City of Palmdale Pavement Management program; • Respond to and provide inspection of construction improvements for new traffic signals and street lighting projects within 24 hours of the service call;
• Complete the plan review of proposed traffic signal and roadway improvements at the intersection of Rancho Vista Boulevard and Division St.;
• Continue participating in California High Speed Rail meetings and review and provide comments on their plans to help reduce traffic related impacts of this project on the City’s roadway network; and, • Continue maintaining the existing traffic signal and fiber optic network in working order by using adequate preventive maintenance methods.

Item Description
2021
Actuals
2022
Projected
FY 2023
Proposed $ Chg % Chg

SALARIES

$1,635,745

$1,724,200

$1,746,190

$21,990 1.3%

BENEFITS

681,526

888,700

970,870

82,170 9.2%

ORG DEVELOPMENT

9,051

41,700

41,700 - 0.0%

OPERATING EXP

475,277

743,800

837,930

94,130 12.7%

CONTRACT SERVICES

358,620

578,200

835,700

257,500 44.5%

SOFTWARE

17,271 - - - 0.0%

CAPITAL OUTLAY

28,184

31,200

31,200 - 0.0%

UTILITIES

736,958

1,626,150

1,766,300

140,150 8.6%

CAPITAL

1,864 - - - 0.0%

DEBT SERVICE

1,010,419

1,010,200

1,010,200 - 0.0%

TRANSFERS OUT - INT SVC
ALLOC

62,450

569,740

647,850

78,110 13.7%

TRANSFERS OUT - ADMIN FEES

506,954

760,600

832,000

71,400 9.4%

ENGINEERING TOTAL

$5,524,319

$7,974,490

$8,719,940

$745,450 9.3%

Primary Program Expenditure Explanations
• Operating Expenses – increases are a result of price increases on supplies and materials. • Contract Services – increases are primarily due to contracts that are essential to the City’s compliance with the VMT policy as well as an agreement with NBS Government Finance to assist with special district formation and management.
• Utilities – increases are reflective of rate increases from service providers for electric, gas and water.

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Street Maintenance
The Street Maintenance division manages the maintenance, repair, and improvements to the entire network of right-of-way infrastructure in the City to provide the public with safe, efficient, functional, high quality, aesthetically pleasing, cost-effective transportation and drainage systems. This includes 508 street centerline miles (94.6 million square feet), 560 miles of sidewalks, and 17 miles of storm drains and culverts. Crews are readily available for storm patrol, emergencies, and disasters as they occur in City limits, and to assist surrounding communities when needed.

In addition, the division provides:
• Pavement maintenance functions;
• Snow plowing / street sanding;
• Pavement legend painting / curb painting;
• Storm damage maintenance and repair;
• Concrete maintenance and repair;
• Drainage maintenance and repair;
• Illegal dumping removal;
• Traffic sign maintenance;
• Alley maintenance;
• Pothole repair;
• Inspection and maintenance on portions of State Route 138 located within the City’s jurisdiction; and, • Right-of-Way Tree Maintenance/Urban Forestry Program.

FY 2022-23 Goals
• Continue implementation of Lucity maintenance management software; • Remove/rebuild/reinstall second pump at Sierra Highway Pump Station; • Install second pump at Avenue Q and 14 Freeway basin; • Repair and modify drainpipe on Godde Hill Road north of Elizabeth Lake Road; • Cold mix swish jobs at multiple citywide locations;
• Urban forestry services, including tree trimming and removals in public right-of-way; and, • Continue the following programs citywide:
• Asphalt crack sealing program
• Sidewalk/concrete remove and replace program
• Mast arm sign replacement program
• Striping program with new long line striper
• Signs and legends program
• Illegal dumping mitigation program

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Category
2021
Actuals
2022
Projected
FY 2023
Proposed $ Chg % Chg

SALARIES

$1,916,589 $2,117,600 $2,168,990

$51,390 2.4%

BENEFITS

1,141,264 1,267,880 1,321,970 54,090 4.3%

ORG DEVELOPMENT

4,680 10,000 25,000 15,000 150.0%

OPERATING EXP

421,232 582,700 582,700 - 0.0%

CONTRACT SERVICES

98,542 218,000 216,500 (1,500) -0.7%

SOFTWARE

3,357 - - - 0.0%

CAPITAL OUTLAY

10,728 12,000 12,000 - 0.0%

UTILITIES

88,224 106,200 112,100 5,900 5.6%

CAPITAL

51,076 - - - 0.0%

TRANSFERS OUT - INT SVC ALLOC

925,610 2,321,480 1,410,730 (910,750) -39.2%

STREET MAINTENANCE TOTAL

$4,661,302 $6,635,860 $5,849,990 $(785,870) -11.8% Primary Program Expenditure Explanations
• Organizational Development – increases reflect the divisions desire to get back to pre-pandemic levels of organizational developments, professional development and trainings for employees. • Transfers Out – Internal Service Fund Allocations – decreases in FY 2022-23 are due to a decrease in Fleet Maintenance allocations. Prior year allocations included the purchase of street maintenance vehicles, for which costs were allocated back to this division.

Fleet Maintenance
Fleet Maintenance manages more than 300 City vehicles, equipment, and a variety of specialty equipment, and ensures the daily vehicle needs of multiple City departments are supported.

Description of services:
• Safe operation of more than 300 City-owned vehicles;
• Maintenance and repair of City-owned vehicles and equipment; • Ensure regulatory compliance with multiple agencies, including but not limited to DOT, CHP, BAR, ARB, OSHA, and AVAQMD;
• Vehicle licensing and permitting;
• Control fleet size and cost by vehicle allocation;
• Vehicle replacement and retention based on a forward-looking methodology; • Maintenance and inspection of fuel tanks and dispensers, and coordination of fuel deliveries; and, • Log and track fuel usage citywide.

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FY 2022-23 Goals
• Control and reduce vehicle operating costs by shortening the intervals of PMI activities and reduce reliance on driver inspection reports (DVIRs) for preventative maintenance (PM) scheduling; • Develop a Fleet Replacement Program and forecast plan based on State Executive Order N-79-21. New passenger cars and trucks will be zero-emission by 2035 and 100% of medium- and heavy-duty vehicles in the state will be zero emission by 2045 for all operations; • Continue to update much needed shop equipment to meet current safety standards; • Review changes in regulations and update policies and procedures to meet all modern regulatory requirements; and,
• Rightsizing of fleet by closely monitoring utilization rates based on miles per year.

Item Description
2021
Actuals
2022
Projected
FY 2023
Proposed $ Chg % Chg

SALARIES

$237,052 $315,600 $266,410 $(49,190) -15.6%

BENEFITS

156,768 193,620 169,270 (24,350) -12.6%
ORG DEVELOPMENT - 2,000 2,000 - 0.0%

OPERATING EXP

1,039,916 775,000 848,500 73,500 9.5%

CONTRACT SERVICES

69,613 87,000 93,000 6,000 6.9% UTILITIES - 500 500 - 0.0% CAPITAL - 1,400,780 1,649,000 248,220 17.7%

FLEET MAINTENANCE TOTAL

$1,503,349 $2,774,500 $3,028,680 $254,180 9.2% Primary Program Expenditure Explanations
• Salaries & Benefits – FY 2021-22 projections reflect anticipated buy-back options. Actuals may fluctuate and are proposed to decrease slightly in FY 2022-23 to align with actual trends. • Operating Expenses – FY 2022-23 proposed budgets reflect the increases in the price of fuel and supplies for the Fleet Maintenance division.

Sewer Maintenance
Sewer Maintenance provides the City with an efficient and reliable sanitary sewer collection system that serves the needs of the community and complies with all state and federal regulations.

Services are based on the implementation of a comprehensive management plan for the maintenance of all sewer assets. This plan includes a proactive maintenance cleaning schedule; regularly scheduled inspection and conditional assessment; infrastructure rehabilitation and replacement; capacity assurance program; Fats, Oils, and Grease program (industrial waste permitting and public outreach); and maintaining an overflow emergency response plan.

FY 2022-23 Goals
• Multiple sewer repair projects for sewer main line and manhole adjustments; • Complete five-year Sewer System Management Plan (SSMP) audit; • No sanitary sewer overflows;

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• Develop the Maintenance Asset Management program; and, • Develop maintenance safety programs compliant with state and federal standards.

Item Description
2021
Actuals
2022
Projected
FY 2023
Proposed $ Chg % Chg

SALARIES

$1,007,447 $1,555,200 $1,557,510 $2,310 0.4%

BENEFITS

532,494 895,750 901,100 5,350 0.6%

ORG DEVELOPMENT

15,130 39,000 39,000 - 0.0%

OPERATING EXP

85,993 125,100 134,100 9,000 7.2%

CONTRACT SERVICES

115,160 489,500 624,000

134,500 27.5%

SOFTWARE

28,441 - - - 0.0%

CAPITAL OUTLAY

4,317 5,000 5,000 - 0.0%

UTILITIES

19,126 29,000 29,400 400 1.4%

CAPITAL

6,927 359,020 - (359,020) -100.0%

TRANSFERS OUT - INT SVC ALLOC

97,030 263,690 819,250 555,560 210.7%

TRANSFERS OUT - ADMIN FEES

372,853 750,200 875,300 125,100 16.7%

SEWER MAINTENANCE TOTAL

$2,284,919 $4,511,460 $4,984,660

$473,200 10.5%
Primary Program Expenditure Explanations
• Contract Services – increases in FY 2022-23 due primarily to an increase for a sewer reimbursement agreement that the City wishes to enter into.
• Capital – FY 2021-22 reflected the purchase of a sewer GapVax truck. Capital expenditures are proposed for FY 2022-23 in the Internal Service Fund for Fleet maintenance. • Transfers out – Internal Service Fund Allocations – Fleet Maintenance Internal service fund allocations in FY 2022-23 include the proposed purchase of 2 vehicles for sewer division, including a GapVax combo truck and a ¾ ton utility body service truck.

Facilities Maintenance
Facilities Maintenance maintains all City buildings in safe, sanitary, comfortable, and aesthetically pleasing condition for the City to conduct business and for members of the community, visitors, and patrons to use and enjoy.

Services and specific activities include:
• Manage the maintenance, replacement, and upgrade of the City’s buildings, facilities, and equipment, through preventative maintenance, janitorial services (contract and in-house), electrical systems, HVAC systems, plumbing, painting, and other specialized projects; • Provide project management support for Capital Improvement Projects; • Provide general maintenance and support for special events and projects;

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• Provide water chemistry and maintenance for four City pools and DryTown Water Park; • Promote energy conservation at City facilities; and,
• Oversee professional janitorial services and other maintenance contracts.

FY 2022-23 Goals
• Upgrade energy management system in the Development Services building; • Upgrade America’s Job Center of California parking lot lights to LED; • Continue direct support and relocation of employee workspaces citywide; • Paint the second story eaves and rafters of the Development Services building; • Work with Parks & Recreation department to get pricing for Musco LED lighting throughout park and Little League sites;
• Upgrade fire alarm system at Oasis Park facilities including the recreation center, pool, and DryTown Water Park);
• Upgrade fire alarm system at the Administration building; • Paint train shelters at Palmdale Transportation Center; and, • Begin replacing all filters and heaters for City pools and DryTown Water Park.

Item Description
2021
Actuals
2022
Projected
FY 2023
Proposed $ Chg % Chg

SALARIES

$1,257,199 $1,370,200 $1,503,490 $133,290 9.7%

BENEFITS

678,579 782,010 944,970 162,960 20.8%

ORG DEVELOPMENT

4,326 12,500 11,500 (1,000) -8.0%

OPERATING EXP

292,249 441,000 461,850 20,850 4.7%

CONTRACT SERVICES

1,175,575 2,915,200 2,927,100 11,900 0.4%

CAPITAL OUTLAY

17,384 25,800 25,800 - 0.0%

UTILITIES

520,541 682,100 717,500 35,400 5.2%

TRANSFERS OUT - INT SVC
ALLOC

80,410 218,090 180,090 (38,000) -17.4%

FACILITIES MAINTENANCE
TOTAL

$4,026,263 $6,446,900 $6,772,300 $325,400 5.0%

Primary Program Expenditure Explanations
• Salaries & Benefits – increases in FY 2022-23 due primarily changes in salary allocations between division, combined with COLA, wage increase, and merit increases due to employees. • Operating Expenses – FY 2022-23 proposed budgets reflect the increases in the price of supplies for the division.

Park Maintenance
The Park Maintenance division cares for City parks and facility grounds, general benefit landscapes, park and ride lots, and the Palmdale Transportation Center grounds. The section advocates for the beautification and sustainability of these essential community assets that help make Palmdale a vibrant place to call home.

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Services include:
• Urban forest management;
• Plant / shrub management;
• Turf management;
• Graffiti abatement;
• Integrated weed and pest management;
• Water resource management via climate-based central irrigation control; • Backflow prevention device management;
• Drainage system maintenance;
• Design and fabrication including wrought iron fence life cycle program; • Litter management; and,
• Illegal dumping abatement.

Parks are vitally important to establishing and maintaining the quality of life in our community, promoting the health of families and youth, and contributing to the economic and environmental well-being of our City. The City maintains 17 developed parks for a combined total of 810 acres of park land. Park landscape maintenance services include urban forest management, turf management, plant and shrub management, water resource management via climate-based central irrigation control and irrigation system maintenance, integrated weed and pest management, and litter management.

Additional park maintenance categories include:
• Park site furnishings;
• Playgrounds / tot lots;
• Sports infrastructure / sports field turf;
• Park and nature trails;
• Hardscape maintenance;
• Graffiti abatement;
• Painting;
• Fencing / fabrication;
• Vandalism repairs; and,
• Special event support.

The Landscape division oversees private contractors who provide much of the City’s landscape maintenance services. City staff ensure contractor compliance and provide specialized maintenance services throughout the City’s urban grounds and green spaces.

FY 2022-23 Goals
• Replace irrigation booster pumps at Development Services and Palmdale City Library; • Implement phased turf maintenance program including dethatching, overseeding, and/or mulching; • Renovate three sports fields and various passive turf areas; • Renovate planters at Joshua Hills Park, Development Services, Poncitlán Square and Legacy Commons; • Install new wood fiber at Massari Park playground (swing set), Yellen Park, Anaverde Park and Foothill Park; • Continue replacing picnic tables, benches, and trash receptacles at all park sites; • Continue Urban forestry services including tree trimming, removal, and replanting at City parks; • Renovate decomposed granite trail at Marie Kerr and Domenic Massari Parks; • Resurface McAdam Park pickle ball court; and,
• Support Parks & Recreation department programming.

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Item Description
2021
Actuals
2022
Projected
FY 2023
Proposed $ Chg % Chg

SALARIES

$468,037 $484,400 $685,830 $201,430 41.6%

BENEFITS

268,519 300,970 447,150 146,180 48.6%

ORG DEVELOPMENT

3,357 13,000 13,000 - 0.0%

OPERATING EXP

240,909 381,200 920,100 538,900 141.4%

CONTRACT SERVICES

2,063,551 2,641,150 2,647,500 6,350 0.2%

CAPITAL OUTLAY

3,261 3,000 3,000 - 0.0%

UTILITIES

1,064,338 1,351,000 1,417,600 66,600 4.9%

TRANSFERS OUT - INT SVC
ALLOC

65,210 177,250 250,040 72,790 41.1%

PARKS MAINTENANCE TOTAL

$4,177,181 $5,351,970 $6,384,220 $1,032,250 19.3% Primary Program Expenditure Explanations
• Salaries & Benefits – increases in FY 2022-23 due primarily changes in salary allocations between division, combined with COLA, wage increase, and merit increases due to employees. FY 2022-23 budget proposes to add an additional three (3) part-time staff and two (2) full time maintenance workers. • Operating Expenses – FY 2022-23 proposed budgets reflects a new program for graffiti abetment and prevention to be funded by Measure AV.

Landscape Maintenance
Landscape Maintenance Districts and Drainage Benefit Assessment Districts are special districts formed to pay for enhanced landscaping and improvements, maintenance, and services beyond those generally provided by the City. It provides for the beautification and sustainability of essential green space community assets and natural resources that make Palmdale a vibrant place to call home. Landscape Maintenance Districts are property owner approved and funded.

FY 2022-23 Goals

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• Contract services oversight for 248 Landscape Assessment Districts; • Landscape restorations and renovations;
• Annual backflow prevention device testing, repair, replacement, and certification; • Water management and conservation;
• Annual irrigation booster pump preventative maintenance; • Replace defective irrigation controllers;
• Replace defective electric meter pedestals;
• Urban forestry services including tree inventory update, tree trimming, removal, and replanting; • Block wall and wrought iron security perimeter barrier repairs, replacement, and repainting; • Integrated pest and vegetation management;
• Drainage management;
• Annual storm water pump preventative maintenance;
• Integrated pest and vegetation management; and,
• Graffiti Abatement program.

Item Description
2021
Actuals
2022
Projected
FY 2023
Proposed $ Chg
%
Chg

SALARIES

$956,378 $992,300 $1,157,960 $165,660 16.7% BENEFITS 623,230 634,230 768,860 134,630 21.2% ORG DEVELOPMENT 14,207 17,000 17,500 500 2.9% OPERATING EXP 289,305 484,200 505,800 21,600 4.5% CONTRACT SERVICES 2,457,514 2,806,000 3,075,300 269,300 9.6% CAPITAL OUTLAY 4,202 10,800 15,800 5,000 46.3% UTILITIES 983,491 1,174,600 1,184,000 9,400 0.8% CAPITAL 39,422 - - - 0.0% TRANSFERS OUT - INT SVC ALLOC 130,600 355,130 292,580 (62,550) -17.6% TRANSFERS OUT - ADMIN FEES 899,602 1,088,700 1,197,900 109,200 10.0%

LANDSCAPE MAINTENANCE
TOTAL

$6,397,951 $7,562,960 $8,215,700 $652,740 8.6% Primary Program Expenditure Explanations
• Salaries & Benefits – increases in FY 2022-23 due primarily changes in salary allocations between division, combined with COLA, wage increase, and merit increases due to employees. FY 2022-23 budget proposes to add an additional part-time Maintenance Worker.
• Contract Services – FY 2022-23 proposed budgets reflects additional contract services with NBS Government Finance for Assessment District management. Other increases are a result of higher contract costs for landscaping and tree trimming services.

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Palmdale, California
Annual Budget Fiscal Year 2022-23
Capital Improvement Program

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CIP Project # Org Description Fund Fund Description
2022 Adopted
Budget
2022 Year End
Projection
FY 2023
Proposed
B0004 ADA COMPLIANCE 203 PROP A FUND - 80,290 219,800 B0004 ADA COMPLIANCE 206 LOCAL TRANSP FUND ART 3 - - - B0004 ADA COMPLIANCE 280 CDBG FUND 110,000 193,500 347,000 B0004 Total 110,000 273,790 566,800 B0013 ADA COMP-AVE Q 12/10TH-12TH E 280 CDBG FUND 413,300 1,380,520 - B0013 Total 413,300 1,380,520 -
D0001 AMARGOSA DRAINAGE 222 AMARGOSA DRAINAGE FUND - 10,000 - D0001 Total - 10,000 - D0002 ANAVERDE DRAINAGE 223 ANAVERDE DRAINAGE FUND - 50,000 - D0002 Total - 50,000 - D0003 PORTAL RIDGE DRAINAGE 224 PORTAL RIDGE DRAINAGE FUND - 20,000 - D0003 Total - 20,000 - D0004 PEARLAND DRAINAGE 225 PEARLAND DRAINAGE FUND - 50,000 - D0004 Total - 50,000 - D0008 AMARGOSA CRK UPPER RECHG PROJ 211 MEASURE A LA COUNTY PARKS - - 1,000,000 D0008 AMARGOSA CRK UPPER RECHG PROJ 222 AMARGOSA DRAINAGE FUND - 348,440 - D0008 AMARGOSA CRK UPPER RECHG PROJ 223 ANAVERDE DRAINAGE FUND - 386,620 - D0008 AMARGOSA CRK UPPER RECHG PROJ 224 PORTAL RIDGE DRAINAGE FUND - 448,700 - D0008 AMARGOSA CRK UPPER RECHG PROJ 225 PEARLAND DRAINAGE FUND 360,000 584,200 360,000 D0008 AMARGOSA CRK UPPER RECHG PROJ 226 LITTLEROCK DRAINAGE FUND - 50,000 - D0008 AMARGOSA CRK UPPER RECHG PROJ 230 BIG ROCK DRAINAGE FUND - 75,630 - D0008 AMARGOSA CRK UPPER RECHG PROJ 242 MISC GRANT/DEVELOPER CONTRIB - - - D0008 Total 360,000 1,893,590 1,360,000 D0101 DETENTION BASIN MAINT & REPAIR 101 GENERAL FUND - 80,000 - D0101 DETENTION BASIN MAINT & REPAIR 155 CAPITAL IMPROVEMENT FUND 80,000 - - D0101 Total 80,000 80,000 -
D0118 PEARLAND DRAINAGE STUDY 225 PEARLAND DRAINAGE FUND 650,000 650,000 - D0118 Total 650,000 650,000 -

CITY OF PALMDALE
FY 2023 PROPOSED BUDGET

CAPITAL IMPROVEMENT PROGRAM - BY PROJECT AND FUNDING SOURCE

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CIP Project # Org Description Fund Fund Description
2022 Adopted
Budget
2022 Year End
Projection
FY 2023
Proposed

CITY OF PALMDALE
FY 2023 PROPOSED BUDGET

CAPITAL IMPROVEMENT PROGRAM - BY PROJECT AND FUNDING SOURCE D0119 OASIS PARK BASIN UPGRADE 225 PEARLAND DRAINAGE FUND 660,000 660,000 - D0119 Total 660,000 660,000 -
D0120 40TH E/AVE R DRAINAGE IMPRV 225 PEARLAND DRAINAGE FUND 300,000 300,000 - D0120 Total 300,000 300,000 -
F0010 CITY FACILITIES 101 GENERAL FUND - 300,880 - F0010 CITY FACILITIES 157 MEASURE AV 2,000,000 - - F0010 CITY FACILITIES 158 AMERICAN RESCUE PLAN FUND - - 2,000,000 F0010 CITY FACILITIES 229 PUBLIC FACILITIES FUND - 48,370 - F0010 Total 2,000,000 349,250 2,000,000 F0028 PTC WAYFINDING SIGNAGE 203 PROP A FUND 31,100 83,300 65,000 F0028 Total 31,100 83,300 65,000 F0046 COUNCIL CHAMBERS IMPROVEMENTS 101 GENERAL FUND - 39,400 - F0046 Total - 39,400 - F0047 COUNCIL CHAMBERS IMPROVEMENTS 241 STATE GRANTS FUND - 100,000 50,000 F0047 Total - 100,000 50,000 F0052 PLAYHOUSE HVAC UPGRADE 220 PARK DEVELOPMENT FUND - 279,190 - F0052 PLAYHOUSE HVAC UPGRADE 229 PUBLIC FACILITIES FUND 221,100 221,100 - F0052 Total 221,100 500,290 -
F0054 AIRPORT IMPROVEMENTS 101 GENERAL FUND - 15,250 - F0054 AIRPORT IMPROVEMENTS 155 CAPITAL IMPROVEMENT FUND - - - F0054 Total - 15,250 - F0056 CIVIC CENTER WAYFINDING 208 MEASURE R FUND - 25,900 50,000 F0056 Total - 25,900 50,000 F0058 VOIP TELEPHONE AND CABLING 101 GENERAL FUND - 106,890 - F0058 VOIP TELEPHONE AND CABLING 201 GAS TAX FUND - 2,640 - F0058 Total - 109,530 -

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CIP Project # Org Description Fund Fund Description
2022 Adopted
Budget
2022 Year End
Projection
FY 2023
Proposed

CITY OF PALMDALE
FY 2023 PROPOSED BUDGET

CAPITAL IMPROVEMENT PROGRAM - BY PROJECT AND FUNDING SOURCE F0059 SAVES POST OFFICE BUILDING 280 CDBG FUND 583,700 583,700 - F0059 Total 583,700 583,700 -
F0060 PTC TRANSIT INFRSTR IMPR 209 Grant MEASURE M FUND - 1,997,780 - F0060 Total - 1,997,780 -
F0062 SAVES/OASIS GENERATORS 229 PUBLIC FACILITIES FUND - 250,000 150,000 F0062 SAVES/OASIS GENERATORS 241 STATE GRANTS FUND - 146,160 - F0062 Total - 396,160 150,000 F0081 LOCAL HAZARD MITIGATION PLN UP 242 MISC GRANT/DEVELOPER CONTRIB - 41,000 - F0081 Total - 41,000 - F0082 PALMDALE FILM STAGE 101 GENERAL FUND - 560,000 - F0082 Total - 560,000 -
F0083 CITY HALL SECURITY 157 MEASURE AV - 200,000 1,500,000 F0083 CITY HALL SECURITY 203 PROP A FUND - - 259,250 F0083 Total - 200,000 1,759,250 F0084 VETERAN'S RESOURCE CENTER 157 MEASURE AV 1,000,000 - 1,061,360 F0084 Total 1,000,000 - 1,061,360 F0097 OASIS REC CNT FIRE ALARM UPGR 250 PARK ASSESSMENTS FUND 75,000 125,000 - F0097 Total 75,000 125,000 -
F0098 9TH ST E DEMOLITION 280 CDBG FUND - 100,000 - F0098 Total - 100,000 -
F0114 LIBRARY ELEVATOR REPAIR 229 PUBLIC FACILITIES FUND - 25,000 - F0114 Total - 25,000 - F0121 CITY DEV SVCS ELEVATOR REPAIR 229 PUBLIC FACILITIES FUND 65,000 100,000 - F0121 Total 65,000 100,000 -

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CIP Project # Org Description Fund Fund Description
2022 Adopted
Budget
2022 Year End
Projection
FY 2023
Proposed

CITY OF PALMDALE
FY 2023 PROPOSED BUDGET

CAPITAL IMPROVEMENT PROGRAM - BY PROJECT AND FUNDING SOURCE F0122 FIRE SUPRESSION RETROFITTING 229 PUBLIC FACILITIES FUND 200,000 200,000 50,000 F0122 Total 200,000 200,000 50,000 F0138 SAVES HVAC REPLACEMENT 158 AMERICAN RESCUE PLAN FUND - 80,000 - F0138 Total - 80,000 - F0139 OASIS PORTABLE GENERATOR 229 PUBLIC FACILITIES FUND - - 75,000 F0139 Total - - 75,000 F0140 CHIMBOLE PORTABLE GENERATOR 229 PUBLIC FACILITIES FUND - - 80,000 F0140 Total - - 80,000 F0147 MK PARK RECREATION CNTR ROOF 101 GENERAL FUND - - 200,000 F0147 Total - - 200,000 F0148 MK PARK REC CNTR DOOR CANOPY 101 GENERAL FUND - - 260,000 F0148 Total - - 260,000 F0149 DEV SVCS BLDG PAINT 101 GENERAL FUND - - 100,000 F0149 Total - - 100,000 F0152 LIBRARY BUILDING IMPROVEMENTS 158 AMERICAN RESCUE PLAN FUND - - 150,000 F0152 Total - - 150,000 FXXXX TEEN CHALLENGE 157 MEASURE AV - - 1,000,000 FXXXX ARPA - PUBLIC HEALTH 158 AMERICAN RESCUE PLAN FUND - - 20,000 FXXXX HAMMACK CENTER DEMO/SAVES 158 AMERICAN RESCUE PLAN FUND - - 750,000 FXXXX LIBRARY/SAVES BROADBAND 158 AMERICAN RESCUE PLAN FUND - - 100,000 FXXXX HOMES 4 FAMILIES 158 AMERICAN RESCUE PLAN FUND - - 800,000 FXXXX AFFORDABLE HOUSING PROJECTS 158 AMERICAN RESCUE PLAN FUND - - 1,200,000 FXXXX Total - - 3,870,000 G0007 PAVEMENT MANAGEMENT PROGRAM 204 PROP C FUND - 249,240 350,000 G0007 Total - 249,240 350,000

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CIP Project # Org Description Fund Fund Description
2022 Adopted
Budget
2022 Year End
Projection
FY 2023
Proposed

CITY OF PALMDALE
FY 2023 PROPOSED BUDGET

CAPITAL IMPROVEMENT PROGRAM - BY PROJECT AND FUNDING SOURCE G0026 PUBLIC WORKS SOFTWARE UPGRADE 201 GAS TAX FUND - 175,320 - G0026 PUBLIC WORKS SOFTWARE UPGRADE 254 SEWER MAINT ASSESSMENT DIST - 92,810 - G0026 PUBLIC WORKS SOFTWARE UPGRADE 255 STREET LIGHT COUNTY DISTRICT - 97,500 - G0026 Total - 365,630 -
G0028 HIGH SPEED RAIL 241 STATE GRANTS FUND - 216,980 - G0028 Total - 216,980 -
G0030 GEN PLAN UPD FEASIBILITY STUDY 101 GENERAL FUND - 1,945,110 - G0030 GEN PLAN UPD FEASIBILITY STUDY 155 CAPITAL IMPROVEMENT FUND 761,600 - - G0030 GEN PLAN UPD FEASIBILITY STUDY 241 STATE GRANTS FUND - 227,130 - G0030 Total 761,600 2,172,240 -
G0087 REGIONAL RECREATION CENTER 157 MEASURE AV - 370,000 1,000,000 G0087 Total - 370,000 1,000,000 G0092 SUSTAINABLE TRANSP 101 GENERAL FUND - 194,000 - G0092 SUSTAINABLE TRANSP 241 STATE GRANTS FUND - 598,100 - G0092 Total - 792,100 -
G0093 SCAG REAP GRANT-UTILITY INVEN 241 STATE GRANTS FUND 276,000 276,000 - G0093 Total 276,000 276,000 -
G0095 PUB FAC ENERGY EFFICIENCY 155 CAPITAL IMPROVEMENT FUND 118,800 - - G0095 PUB FAC ENERGY EFFICIENCY 158 AMERICAN RESCUE PLAN FUND - 1,085,400 4,000,000 G0095 PUB FAC ENERGY EFFICIENCY 242 MISC GRANT/DEVELOPER CONTRIB 966,600 - - G0095 Total 1,085,400 1,085,400 4,000,000 G0096 BATTERY STORAGE @ MCADAM 158 AMERICAN RESCUE PLAN FUND - 425,000 850,000 G0096 BATTERY STORAGE @ MCADAM 242 MISC GRANT/DEVELOPER CONTRIB 425,000 - - G0096 Total 425,000 425,000 850,000 L0012 AVE S LMD LANDSCAPE ENHANCEMNT 241 STATE GRANTS FUND - 430,300 - L0012 AVE S LMD LANDSCAPE ENHANCEMNT 251 LANDSCAPE MAINTENANCE FUND - 215,780 - L0012 Total - 646,080 -

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CIP Project # Org Description Fund Fund Description
2022 Adopted
Budget
2022 Year End
Projection
FY 2023
Proposed

CITY OF PALMDALE
FY 2023 PROPOSED BUDGET

CAPITAL IMPROVEMENT PROGRAM - BY PROJECT AND FUNDING SOURCE L0013 LMD DESIGN AND RENOVATION 251 LANDSCAPE MAINTENANCE FUND - 872,010 - L0013 Total - 872,010 -
L0088 PALM BLVD/47TH LNDSCP 204 PROP C FUND - 300,000 - L0088 Total - 300,000 -
P0009 SAM YELLEN PARK 157 MEASURE AV - - 5,000,000 P0009 SAM YELLEN PARK 211 MEASURE A LA COUNTY PARKS - 1,556,490 - P0009 SAM YELLEN PARK 220 PARK DEVELOPMENT FUND - 3,638,180 6,500,000 P0009 Total - 5,194,670 11,500,000 P0027 DRY TOWN WP-REFURBISHMENT 250 PARK ASSESSMENTS FUND - 1,030,900 100,000 P0027 Total - 1,030,900 100,000 P0042 COMMUNITY PUBLIC ART PROJECTS 242 MISC GRANT/DEVELOPER CONTRIB - 44,760 - P0042 Total - 44,760 - P0049 MCADAM PARK RESTROOM UPGRADE 206 LOCAL TRANSP FUND ART 3 10,000 - - P0049 MCADAM PARK RESTROOM UPGRADE 254 SEWER MAINT ASSESSMENT DIST 10,000 - - P0049 Total 20,000 - - P0050 SPORTS FIELD MAINT RENOVATION 101 GENERAL FUND - 12,100 - P0050 SPORTS FIELD MAINT RENOVATION 155 CAPITAL IMPROVEMENT FUND - - - P0050 SPORTS FIELD MAINT RENOVATION 242 MISC GRANT/DEVELOPER CONTRIB - 75,000 - P0050 SPORTS FIELD MAINT RENOVATION 250 PARK ASSESSMENTS FUND 75,000 - - P0050 Total 75,000 87,100 -
P0052 MARIE KERR PARK N RIDE 203 PROP A FUND 2,500,000 2,113,350 - P0052 MARIE KERR PARK N RIDE 211 MEASURE A LA COUNTY PARKS - 487,060 - P0052 Total 2,500,000 2,600,410 -
P0054 RANCHO VISTA PARK 156 PUBLIC ART FUND - 30,000 - P0054 RANCHO VISTA PARK 220 PARK DEVELOPMENT FUND - 2,133,650 - P0054 Total - 2,163,650 -

Page 86 of 102 ends

CIP Project # Org Description Fund Fund Description
2022 Adopted
Budget
2022 Year End
Projection
FY 2023
Proposed

CITY OF PALMDALE
FY 2023 PROPOSED BUDGET

CAPITAL IMPROVEMENT PROGRAM - BY PROJECT AND FUNDING SOURCE P0059 PARK IMPROVEMENTS 220 PARK DEVELOPMENT FUND - 13,000 - P0059 PARK IMPROVEMENTS 242 MISC GRANT/DEVELOPER CONTRIB - 26,260 - P0059 Total - 39,260 - P0090 MCADAM PARK SCHOOLHOUSE 157 MEASURE AV - - 215,220 P0090 Total - - 215,220 P0099 DRYTOWN UPGRADES 300 WATER PARK 70,000 - - P0099 Total 70,000 - - P0102 AUTO MALL SCULPTURE 156 PUBLIC ART FUND 150,000 155,000 - P0102 Total 150,000 155,000 -
P0103 SR14 EXIT SCULPTURE 156 PUBLIC ART FUND 100,000 - - P0103 Total 100,000 - -
P0104 SR14 EXIT SCULPTURE 156 PUBLIC ART FUND 30,000 - 55,000 P0104 Total 30,000 - 55,000 P0105 MK PARK SWIM DECK EXPANSION 157 MEASURE AV 200,000 200,000 - P0105 MK PARK SWIM DECK EXPANSION 211 MEASURE A LA COUNTY PARKS - - 1,000,000 P0105 Total 200,000 200,000 1,000,000 P0106 RUGBY GOAL PURCH & INSTALL 157 MEASURE AV 20,000 12,930 - P0106 Total 20,000 12,930 -
P0107 MEMORIAL & HONOR WALL 157 MEASURE AV 100,000 100,000 - P0107 Total 100,000 100,000 -
P0109 SPORTS FIELD IMPROVEMENTS 157 MEASURE AV 1,000,000 - 1,500,000 P0109 SPORTS FIELD IMPROVEMENTS 242 MISC GRANT/DEVELOPER CONTRIB - - 100,000 P0109 Total 1,000,000 - 1,600,000 P0110 PARK MASTER PLAN 157 MEASURE AV 300,000 254,990 - P0110 Total 300,000 254,990 -

Page 87 of 102 ends

CIP Project # Org Description Fund Fund Description
2022 Adopted
Budget
2022 Year End
Projection
FY 2023
Proposed

CITY OF PALMDALE
FY 2023 PROPOSED BUDGET

CAPITAL IMPROVEMENT PROGRAM - BY PROJECT AND FUNDING SOURCE P0111 SPORTS FIELD LED LIGHT RETROFI 157 MEASURE AV 500,000 850,000 1,000,000 P0111 Total 500,000 850,000 1,000,000 P0112 ROLLER HOCKEY RINKS RENOVATION 157 MEASURE AV 200,000 - - P0112 Total 200,000 - -
P0113 COURTNEY'S PLAYGROUND 157 MEASURE AV 40,000 85,010 - P0113 COURTNEY'S PLAYGROUND 710 PALMDALE COMMUNITY FOUNDATION - 225,000 P0113 Total 40,000 310,010 -
P0115 DESERT SANDS PARK IMPROVEMENTS 158 AMERICAN RESCUE PLAN FUND 260,000 60,000 - P0115 Total 260,000 60,000 -
P0116 MK PARK IMPROVEMENTS 158 AMERICAN RESCUE PLAN FUND 100,000 100,000 - P0116 Total 100,000 100,000 -
P0117 BOTW SNACK BAR 158 AMERICAN RESCUE PLAN FUND 500,000 500,000 - P0117 Total 500,000 500,000 -
P0130 MCADAM RENOVATION 157 MEASURE AV - - 550,000 P0130 Total - - 550,000 P0131 COURSON PARK REVITALIZATION GRNT 242 MISC GRANT/DEVELOPER CONTRIB - 4,150,000 - P0131 Total - 4,150,000 -
P0133 MK PARK POOL ENCLOSURE 157 MEASURE AV - - 550,000 P0133 Total - - 550,000 P0143 BARREL SPRINGS TRAIL IMPROVEMENT 220 PARK DEVELOPMENT FUND - - 42,000 P0143 Total - - 42,000 P0150 MCADAM CULTURAL ART PROJECT 156 PUBLIC ART FUND - - 75,000 P0150 MCADAM CULTURAL ART PROJECT 220 PARK DEVELOPMENT FUND - - 75,000 P0150 MCADAM CULTURAL ART PROJECT 242 MISC GRANT/DEVELOPER CONTRIB - - 150,000 P0150 Total - - 300,000

Page 88 of 102 ends

CIP Project # Org Description Fund Fund Description
2022 Adopted
Budget
2022 Year End
Projection
FY 2023
Proposed

CITY OF PALMDALE
FY 2023 PROPOSED BUDGET

CAPITAL IMPROVEMENT PROGRAM - BY PROJECT AND FUNDING SOURCE P0151 BARREL SPRINGS ECOLOGICAL STUDY 157 MEASURE AV - - 250,000 P0151 Total - - 250,000 P0XXX BARREL SPRINGS TRAIL IMPROVEMENT 242 MISC GRANT/DEVELOPER CONTRIB - - 308,000 P0XXX Total - - 308,000 S0025 STREET RESURFACING PROGRAM 201 GAS TAX FUND - 3,501,810 - S0025 STREET RESURFACING PROGRAM 204 PROP C FUND 2,000,000 5,798,900 2,000,000 S0025 STREET RESURFACING PROGRAM 207 LOCAL TRANSP FUND ART 8 3,450,000 4,264,980 3,450,000 S0025 STREET RESURFACING PROGRAM 210 ROAD MAINT & REHAB ACCT FUND 2,000,000 3,451,420 3,557,660 S0025 Total 7,450,000 17,017,110 9,007,660 S0040 RANCHO VISTA GRADE SEP PH II 208 MEASURE R FUND 1,000,000 1,000,000 - S0040 RANCHO VISTA GRADE SEP PH II 208 Grant MEASURE R FUND - 160,000 - S0040 RANCHO VISTA GRADE SEP PH II 240 FEDERAL FUNDS FUND 975,700 - - S0040 Total 1,975,700 1,160,000 -
S0044 NO CO FORUM ITS EXPANSION 203 PROP A FUND - 413,530 - S0044 NO CO FORUM ITS EXPANSION 204 Grant PROP C FUND - 2,382,140 - S0044 Total - 2,795,670 -
S0049 SR 138 PALMDALE BLVD 5TH/10TH 208 Grant MEASURE R FUND - 6,725,390 13,860,000 S0049 Total - 6,725,390 13,860,000 S0050 SR 138/10TH ST W INTERCHANGE 208 Grant MEASURE R FUND - 9,331,360 15,185,000 S0050 Total - 9,331,360 15,185,000 S0051 SR 138/PLMDL BLVD SB 14 RAMP 208 Grant MEASURE R FUND 5,000,000 16,505,350 14,000,000 S0051 SR 138/PLMDL BLVD SB 14 RAMP 209 Grant MEASURE M FUND - 4,036,600 - S0051 Total 5,000,000 20,541,950 14,000,000 S0052 SR 138(SR 14) WDEN RVB TO BLVD 156 MEASURE R FUND - - 100,000 S0052 SR 138(SR 14) WDEN RVB TO BLVD 208 Grant MEASURE R FUND - 3,813,720 - S0052 Total - 3,813,720 100,000

Page 89 of 102 ends

CIP Project # Org Description Fund Fund Description
2022 Adopted
Budget
2022 Year End
Projection
FY 2023
Proposed

CITY OF PALMDALE
FY 2023 PROPOSED BUDGET

CAPITAL IMPROVEMENT PROGRAM - BY PROJECT AND FUNDING SOURCE S0055 SR 138 AVE N OVERCROSSING 208 Grant MEASURE R FUND 5,034,900 7,018,610 - S0055 Total 5,034,900 7,018,610 -
S0057 PEARBLOSSOM RECONSTRUCTION 201 GAS TAX FUND - 2,036,610 - S0057 PEARBLOSSOM RECONSTRUCTION 207 LOCAL TRANSP FUND ART 8 - 69,640 - S0057 PEARBLOSSOM RECONSTRUCTION 208 MEASURE R FUND - 97,750 - S0057 PEARBLOSSOM RECONSTRUCTION 209 MEASURE M FUND - 150,750 - S0057 PEARBLOSSOM RECONSTRUCTION 242 MISC GRANT/DEVELOPER CONTRIB - 699,730 - S0057 Total - 3,054,480 -
S0058 AVE R COMPLETE STRT & SAFE RTS 201 GAS TAX FUND - 10,560 - S0058 AVE R COMPLETE STRT & SAFE RTS 204 PROP C FUND - 2,359,100 - S0058 AVE R COMPLETE STRT & SAFE RTS 207 LOCAL TRANSP FUND ART 8 - 409,120 1,739,980 S0058 AVE R COMPLETE STRT & SAFE RTS 209 Grant MEASURE M FUND - 2,437,220 - S0058 AVE R COMPLETE STRT & SAFE RTS 241 STATE GRANTS FUND - 5,166,350 - S0058 Total - 10,382,350 1,739,980 S0061 AVENUE R ITS SIGNAL SYNC 203 PROP A FUND - 435,380 - S0061 AVENUE R ITS SIGNAL SYNC 204 Grant PROP C FUND - 2,880,170 - S0061 Total - 3,315,550 -
S0062 COUNTY PAVEMENT PROJECT 201 GAS TAX FUND - 349,640 - S0062 COUNTY PAVEMENT PROJECT 207 LOCAL TRANSP FUND ART 8 500,000 500,000 500,000 S0062 COUNTY PAVEMENT PROJECT 208 MEASURE R FUND - 386,930 - S0062 COUNTY PAVEMENT PROJECT 209 MEASURE M FUND - 387,000 - S0062 Total 500,000 1,623,570 500,000 S0066 HSIP ROUNDABOUT @ S-8 & 40TH E 208 MEASURE R FUND 1,482,100 2,435,730 - S0066 HSIP ROUNDABOUT @ S-8 & 40TH E 240 FEDERAL FUNDS FUND - 2,113,100 - S0066 Total 1,482,100 4,548,830 -
S0067 CIVIC CENTER COMPLETE STREETS 201 GAS TAX FUND - 684,070 - S0067 CIVIC CENTER COMPLETE STREETS 208 MEASURE R FUND 100,000 208,880 - S0067 CIVIC CENTER COMPLETE STREETS 209 MEASURE M FUND 2,718,500 2,718,500 - S0067 CIVIC CENTER COMPLETE STREETS 241 STATE GRANTS FUND - 1,403,970 - S0067 Total 2,818,500 5,015,420 -

Page 90 of 102 ends

CIP Project # Org Description Fund Fund Description
2022 Adopted
Budget
2022 Year End
Projection
FY 2023
Proposed

CITY OF PALMDALE
FY 2023 PROPOSED BUDGET

CAPITAL IMPROVEMENT PROGRAM - BY PROJECT AND FUNDING SOURCE S0069 PTC PARCEL MERGE 203 PROP A FUND - 22,000 - S0069 Total - 22,000 - S0072 RV AND SIERRA AT GRADE SEP 204 Grant PROP C FUND - 1,409,010 - S0072 Total - 1,409,010 -
S0075 RV BLVD SH RR SAFETY CROSSING 240 FEDERAL FUNDS FUND - 4,000,000 - S0075 Total - 4,000,000 -
S0077 20TH STREET WEST BRIDGE 242 MISC GRANT/DEVELOPER CONTRIB - 742,100 - S0077 Total - 742,100 -
S0094 DOMENIC MASSARI BIKE LANE 206 LOCAL TRANSP FUND ART 3 - 20,000 - S0094 DOMENIC MASSARI BIKE LANE 241 STATE GRANTS FUND 412,000 413,000 - S0094 Total 412,000 433,000 -
S0123 PEARBLOSSOM WIDENING/GUARD RAI 209 MEASURE M FUND 1,000,000 1,000,000 - S0123 Total 1,000,000 1,000,000 -
S0124 AVE M RESURFACING 204 PROP C FUND 300,000 300,000 - S0124 Total 300,000 300,000 -
S0125 AVE M SR14 TO 10TH PUB ART 208 MEASURE R FUND - 255,000 - S0125 Total - 255,000 -
S0126 AVE M INTERCHG IMPRV 208 Grant MEASURE R FUND 5,000,000 6,615,380 - S0126 Total 5,000,000 6,615,380 -
S0141 GUARDRAIL MAINT UPGRADES 201 GAS TAX FUND - - 500,000 S0141 Total - - 500,000 S0142 AVE M GRADE SEPARATION 157 MEASURE AV - - 1,250,000 S0142 Total - - 1,250,000 S0144 AVE R SH RR SAFETY CROSSING 242 MISC GRANT/DEVELOPER CONTRIB - - 1,000,000 S0144 Total - - 1,000,000

Page 91 of 102 ends

CIP Project # Org Description Fund Fund Description
2022 Adopted
Budget
2022 Year End
Projection
FY 2023
Proposed

CITY OF PALMDALE
FY 2023 PROPOSED BUDGET

CAPITAL IMPROVEMENT PROGRAM - BY PROJECT AND FUNDING SOURCE S0145 SR138 PALMDALE BLCD SIDEWALK GAP CLOSURE209 Grant MEASURE M FUND - - 550,000 S0145 Total - - 550,000 S0146 NEC AVE R & SH RT TURN LANE 209 MEASURE M FUND - - 750,000 S0146 Total - - 750,000 SXXXX TOURISM - MUSICAL ROAD 158 AMERICAN RESCUE PLAN FUND - - 200,000 SXXXX Total - - 200,000 T0006 TRAFFIC SIGNAL LEFT PHASING 221 TRAFFIC IMPACT FUND - 2,000 100,000 T0006 Total - 2,000 100,000 T0024 AVE R & UPRR/METROLINK FIBER 208 MEASURE R FUND 10,000 - - T0024 Total 10,000 - - T0027 15 E/SR 138 INTRSCTN IMPRVMT 204 Grant PROP C FUND - 837,070 - T0027 Total - 837,070 -
T0028 AVENUE M & 4TH ST EAST 201 GAS TAX FUND - 8,920 - T0028 Total - 8,920 - T0031 AVE R 45TH ST E TRAFFIC SIGNAL 221 TRAFFIC IMPACT FUND 1,033,200 1,777,550 - T0031 Total 1,033,200 1,777,550 -
T0032 RVB & DIVISION ST TRAFFIC 210 ROAD MAINT & REHAB ACCT FUND - 873,230 - T0032 Total - 873,230 -
T0033 Traffic Signal - Auto Ctr & 5t 201 GAS TAX FUND - 135,130 - T0033 Traffic Signal - Auto Ctr & 5t 480 AD88-1 10TH ST WEST IMPROV - 302,000 - T0033 Traffic Signal - Auto Ctr & 5t 481 AD90-2 7TH ST WEST IMPROVEMENT - 58,820 - T0033 Total - 495,950 -
T0127 TRAFFIC SIGNAL M & 20TH E 209 MEASURE M FUND 500,000 500,000 - T0127 Total 500,000 500,000 -

Page 92 of 102 ends

CIP Project # Org Description Fund Fund Description
2022 Adopted
Budget
2022 Year End
Projection
FY 2023
Proposed

CITY OF PALMDALE
FY 2023 PROPOSED BUDGET

CAPITAL IMPROVEMENT PROGRAM - BY PROJECT AND FUNDING SOURCE T0129 RVB & ARMFIELD SIGNAL 210 ROAD MAINT & REHAB ACCT FUND 500,000 500,000 - T0129 Total 500,000 500,000 -
T0132 TRAFFIC - AVE M 101 GENERAL FUND - 100,000 200,000 T0132 Total - 100,000 200,000 U0001 STORM DRAIN @ 45TH/AVE R TO S 225 PEARLAND DRAINAGE FUND 1,000,000 1,000,000 - U0001 STORM DRAIN @ 45TH/AVE R TO S 228 SEWER UPGRADE FUND - 462,890 - U0001 STORM DRAIN @ 45TH/AVE R TO S 254 SEWER MAINT ASSESSMENT DIST - 2,700,000 - U0001 Total 1,000,000 4,162,890 -
U0002 LIFT STATION ELIM SEWER REPAIR 254 SEWER MAINT ASSESSMENT DIST - 1,993,170 - U0002 Total - 1,993,170 -
U0003 CITY WIDE SEWER REPAIRS 254 SEWER MAINT ASSESSMENT DIST 500,000 573,710 - U0003 Total 500,000 573,710 -
U0004 SEWER MANHOLE REPAIR AND RAISE 254 SEWER MAINT ASSESSMENT DIST 1,250,000 1,250,000 - U0004 Total 1,250,000 1,250,000 -
U0005 PUMP TRUCK SANITARY WASH RACK 254 SEWER MAINT ASSESSMENT DIST 1,705,000 2,411,550 - U0005 Total 1,705,000 2,411,550 -
U0135 FLEET MAINTENANCE BUILDING 254 SEWER MAINT ASSESSMENT DIST - - 4,000,000 U0135 Total - - 4,000,000 U0136 PRWA ADVANCED RECYCLED WATER PROJECT158 AMERICAN RESCUE PLAN FUND - - 400,000 U0136 Total - - 400,000 Grand Total 52,933,600 163,230,360 98,860,270

Page 93 of 102 ends

CIP Project # Org Description
2022 Adopted
Budget
2022 Year End
Projection
FY 2023
Proposed
B0004 ADA COMPLIANCE 110,000 273,790 566,800 B0013 ADA COMP-AVE Q 12/10TH-12TH E 413,300 1,380,520 - D0001 AMARGOSA DRAINAGE - 10,000 - D0002 ANAVERDE DRAINAGE - 50,000 - D0003 PORTAL RIDGE DRAINAGE - 20,000 - D0004 PEARLAND DRAINAGE - 50,000 - D0008 AMARGOSA CRK UPPER RECHG PROJ 360,000 1,893,590 1,360,000 D0101 DETENTION BASIN MAINT & REPAIR 80,000 80,000 - D0118 PEARLAND DRAINAGE STUDY 650,000 650,000 - D0119 OASIS PARK BASIN UPGRADE 660,000 660,000 - D0120 40TH E/AVE R DRAINAGE IMPRV 300,000 300,000 - F0010 CITY FACILITIES 2,000,000 349,250 2,000,000 F0028 PTC WAYFINDING SIGNAGE 31,100 83,300 65,000 F0046 COUNCIL CHAMBERS IMPROVEMENTS - 39,400 - F0047 COUNCIL CHAMBERS IMPROVEMENTS - 100,000 50,000 F0052 PLAYHOUSE HVAC UPGRADE 221,100 500,290 - F0054 AIRPORT IMPROVEMENTS - 15,250 - F0056 CIVIC CENTER WAYFINDING - 25,900 50,000 F0058 VOIP TELEPHONE AND CABLING - 109,530 - F0059 SAVES POST OFFICE BUILDING 583,700 583,700 - F0060 PTC TRANSIT INFRSTR IMPR - 1,997,780 - F0062 SAVES/OASIS GENERATORS - 396,160 150,000 F0081 LOCAL HAZARD MITIGATION PLN UP - 41,000 - F0082 PALMDALE FILM STAGE - 560,000 - F0083 CITY HALL SECURITY - 200,000 1,759,250 F0084 VETERAN'S RESOURCE CENTER 1,000,000 - 1,061,360 F0097 OASIS REC CNT FIRE ALARM UPGR 75,000 125,000 - F0098 9TH ST E DEMOLITION - 100,000 - F0114 LIBRARY ELEVATOR REPAIR - 25,000 - F0121 CITY DEV SVCS ELEVATOR REPAIR 65,000 100,000 - F0122 FIRE SUPRESSION RETROFITTING 200,000 200,000 50,000 F0138 SAVES HVAC REPLACEMENT - 80,000 - F0139 OASIS PORTABLE GENERATOR - - 75,000 F0140 CHIMBOLE PORTABLE GENERATOR - - 80,000 F0147 MK PARK RECREATION CNTR ROOF - - 200,000 F0148 MK PARK REC CNTR DOOR CANOPY - - 260,000 F0149 DEV SVCS BLDG PAINT - - 100,000 F0152 LIBRARY BUILDING IMPROVEMENTS - - 150,000 FXXXX TEEN CHALLENGE - - 1,000,000 FXXXX ARPA - PUBLIC HEALTH - - 20,000 FXXXX HAMMACK CENTER DEMO/SAVES - - 750,000 FXXXX LIBRARY/SAVES BROADBAND - - 100,000 FXXXX HOMES 4 FAMILIES - - 800,000 FXXXX AFFORDABLE HOUSING PROJECTS - - 1,200,000 G0007 PAVEMENT MANAGEMENT PROGRAM - 249,240 350,000 G0026 PUBLIC WORKS SOFTWARE UPGRADE - 365,630 - G0028 HIGH SPEED RAIL - 216,980 - G0030 GEN PLAN UPD FEASIBILITY STUDY 761,600 2,172,240 - G0087 REGIONAL RECREATION CENTER - 370,000 1,000,000 G0092 SUSTAINABLE TRANSP - 792,100 - G0093 SCAG REAP GRANT-UTILITY INVEN 276,000 276,000 - G0095 PUB FAC ENERGY EFFICIENCY 1,085,400 1,085,400 4,000,000

CITY OF PALMDALE
FY 2023 PROPOSED BUDGET

CAPITAL IMPROVEMENT PROGRAM - BY PROJECT

Page 94 of 102 ends

CIP Project # Org Description
2022 Adopted
Budget
2022 Year End
Projection
FY 2023
Proposed

CITY OF PALMDALE
FY 2023 PROPOSED BUDGET

CAPITAL IMPROVEMENT PROGRAM - BY PROJECT
G0096 BATTERY STORAGE @ MCADAM 425,000 425,000 850,000 L0012 AVE S LMD LANDSCAPE ENHANCEMNT - 646,080 - L0013 LMD DESIGN AND RENOVATION - 872,010 - L0088 PALM BLVD/47TH LNDSCP - 300,000 - P0009 SAM YELLEN PARK - 5,194,670 11,500,000 P0027 DRY TOWN WP-REFURBISHMENT - 1,030,900 100,000 P0042 COMMUNITY PUBLIC ART PROJECTS - 44,760 - P0049 MCADAM PARK RESTROOM UPGRADE 20,000 - - P0050 SPORTS FIELD MAINT RENOVATION 75,000 87,100 - P0052 MARIE KERR PARK N RIDE 2,500,000 2,600,410 - P0054 RANCHO VISTA PARK - 2,163,650 - P0059 PARK IMPROVEMENTS - 39,260 - P0090 MCADAM PARK SCHOOLHOUSE - - 215,220 P0099 DRYTOWN UPGRADES 70,000 - - P0102 AUTO MALL SCULPTURE 150,000 155,000 - P0103 SR14 EXIT SCULPTURE 100,000 - - P0104 SR14 EXIT SCULPTURE 30,000 - 55,000 P0105 MK PARK SWIM DECK EXPANSION 200,000 200,000 1,000,000 P0106 RUGBY GOAL PURCH & INSTALL 20,000 12,930 - P0107 MEMORIAL & HONOR WALL 100,000 100,000 - P0109 SPORTS FIELD IMPROVEMENTS 1,000,000 - 1,600,000 P0110 PARK MASTER PLAN 300,000 254,990 - P0111 SPORTS FIELD LED LIGHT RETROFI 500,000 850,000 1,000,000 P0112 ROLLER HOCKEY RINKS RENOVATION 200,000 - - P0113 COURTNEY'S PLAYGROUND 40,000 310,010 - P0115 DESERT SANDS PARK IMPROVEMENTS 260,000 60,000 - P0116 MK PARK IMPROVEMENTS 100,000 100,000 - P0117 BOTW SNACK BAR 500,000 500,000 - P0130 MCADAM RENOVATION - - 550,000 P0131 COURSON PARK REVITALIZATION GRNT - 4,150,000 - P0133 MK PARK POOL ENCLOSURE - - 550,000 P0143 BARREL SPRINGS TRAIL IMPROVEMENT - - 42,000 P0150 MCADAM CULTURAL ART PROJECT - - 300,000 P0151 BARREL SPRINGS ECOLOGICAL STUDY - - 250,000 P0XXX BARREL SPRINGS TRAIL IMPROVEMENT - - 308,000 S0025 STREET RESURFACING PROGRAM 7,450,000 17,017,110 9,007,660 S0040 RANCHO VISTA GRADE SEP PH II 1,975,700 1,160,000 - S0044 NO CO FORUM ITS EXPANSION - 2,795,670 - S0049 SR 138 PALMDALE BLVD 5TH/10TH - 6,725,390 13,860,000 S0050 SR 138/10TH ST W INTERCHANGE - 9,331,360 15,185,000 S0051 SR 138/PLMDL BLVD SB 14 RAMP 5,000,000 20,541,950 14,000,000 S0052 SR 138(SR 14) WDEN RVB TO BLVD - 3,813,720 100,000 S0055 SR 138 AVE N OVERCROSSING 5,034,900 7,018,610 - S0057 PEARBLOSSOM RECONSTRUCTION - 3,054,480 - S0058 AVE R COMPLETE STRT & SAFE RTS - 10,382,350 1,739,980 S0061 AVENUE R ITS SIGNAL SYNC - 3,315,550 - S0062 COUNTY PAVEMENT PROJECT 500,000 1,623,570 500,000 S0066 HSIP ROUNDABOUT @ S-8 & 40TH E 1,482,100 4,548,830 - S0067 CIVIC CENTER COMPLETE STREETS 2,818,500 5,015,420 - S0069 PTC PARCEL MERGE - 22,000 - S0072 RV AND SIERRA AT GRADE SEP - 1,409,010 - S0075 RV BLVD SH RR SAFETY CROSSING - 4,000,000 -

Page 95 of 102 ends

CIP Project # Org Description
2022 Adopted
Budget
2022 Year End
Projection
FY 2023
Proposed

CITY OF PALMDALE
FY 2023 PROPOSED BUDGET

CAPITAL IMPROVEMENT PROGRAM - BY PROJECT
S0077 20TH STREET WEST BRIDGE - 742,100 - S0094 DOMENIC MASSARI BIKE LANE 412,000 433,000 - S0123 PEARBLOSSOM WIDENING/GUARD RAI 1,000,000 1,000,000 - S0124 AVE M RESURFACING 300,000 300,000 - S0125 AVE M SR14 TO 10TH PUB ART - 255,000 - S0126 AVE M INTERCHG IMPRV 5,000,000 6,615,380 - S0141 GUARDRAIL MAINT UPGRADES - - 500,000 S0142 AVE M GRADE SEPARATION - - 1,250,000 S0144 AVE R SH RR SAFETY CROSSING - - 1,000,000 S0145 SR138 PALMDALE BLCD SIDEWALK GAP CLOSURE - - 550,000 S0146 NEC AVE R & SH RT TURN LANE - - 750,000 SXXXX TOURISM - MUSICAL ROAD - - 200,000 T0006 TRAFFIC SIGNAL LEFT PHASING - 2,000 100,000 T0024 AVE R & UPRR/METROLINK FIBER 10,000 - - T0027 15 E/SR 138 INTRSCTN IMPRVMT - 837,070 - T0028 AVENUE M & 4TH ST EAST - 8,920 - T0031 AVE R 45TH ST E TRAFFIC SIGNAL 1,033,200 1,777,550 - T0032 RVB & DIVISION ST TRAFFIC - 873,230 - T0033 Traffic Signal - Auto Ctr & 5t - 495,950 - T0127 TRAFFIC SIGNAL M & 20TH E 500,000 500,000 - T0129 RVB & ARMFIELD SIGNAL 500,000 500,000 - T0132 TRAFFIC - AVE M - 100,000 200,000 U0001 STORM DRAIN @ 45TH/AVE R TO S 1,000,000 4,162,890 - U0002 LIFT STATION ELIM SEWER REPAIR - 1,993,170 - U0003 CITY WIDE SEWER REPAIRS 500,000 573,710 - U0004 SEWER MANHOLE REPAIR AND RAISE 1,250,000 1,250,000 - U0005 PUMP TRUCK SANITARY WASH RACK 1,705,000 2,411,550 - U0135 FLEET MAINTENANCE BUILDING - - 4,000,000 U0136 PRWA ADVANCED RECYCLED WATER PROJECT - - 400,000 Grand Total 52,933,600 163,230,360 98,860,270

Page 96 of 102 ends

Ref Department Division Fund
FY 2023
Proposed
Technology & Infrastructure
1 iPad Prowith Magic Keyboard Package (2) City Manager Communications I.T./PEG 6,000 2 Mac Studio Package (2) City Manager Communications I.T./PEG 9,300 3 Portable Projectors City Manager Information Technology I.T. 7,500 4 Desktop Replacements (20% of Computers) City Manager Information Technology I.T. 100,000 5 Wireless Replacement City Manager Information Technology PEG 25,000 6 Engineer High Powered Workstations City Manager Information Technology I.T. 20,000 7 Cultural Center Fiber Replacement City Manager Information Technology I.T. 20,000 8 iPad Replacement City Manager Information Technology I.T. 25,000 Subtotal 212,800
Fleet - Replacement Vehicles
9 E6-4 GapVax Combo Truck Public Works Maintenance - Streets Fleet Maint. 550,000 10 E4-26 3/4 ton utility body service truck Public Works Maintenance - Facilities Fleet Maint. 52,000 11 E4-27 1 Ton Crew Cab Utility Body Public Works Maintenance - LAD's Fleet Maint. 65,000 12 E4-6 3/4 Ton Utility Body Service Truck Public Works Maintenance - Sewer Fleet Maint. 52,000 13 E4-PW2 - Hot Water Pressure Washer Public Works Maintenance Fleet Maint. 20,000 14 VIN 911120 Scissor Lift Public Works Maintenance - Facilities Fleet Maint. 25,000 Subtotal 764,000
Fleet - New Vehicles
15 Sewer Easement Machine w/ 5,000# GVW Trailer Public Works Maintenance - Sewer Fleet Maint. 85,000 16 GEM eL XD Utility Vehicle Parks & Recreation Events & Culture - Amp Fleet Maint. 20,000 17 Electric Golf Cart Neighborhood Services Public Security Prop A 12,500 18 1/2 ton Pickup Truck for Parks Superintendent Public Works Maintenance - Parks AQMD 46,000 19 Small Tractor - Park Maintenance/Renovation Public Works Maintenance - Parks Fleet Maint. 55,000 20 2022 Ram 5500 Reg Cab 6.7L Public Works Traffic Engineering Fleet Maint. 190,000 21 Lightning Loader Public Works Maintenance - Streets Fleet Maint. 225,100 22 Graffiti Removal Truck Public Works Maintenance - Landscape Fleet Maint. 150,000 23 3/4 Ton Utility Bed Pickup Public Works Maintenance - Parks Fleet Maint. 52,000 24 3/4 Ton Utility Bed Pickup Public Works Maintenance - Parks Fleet Maint. 52,000 Subtotal 887,600
Other Capital Outlay
25 Portable PA System Parks & Recreation Parks & Facilities - Admin General Fund 23,200 26 Pool Cover Reels- McAdam and Oasis Parks & Recreation Aquatics General Fund 13,730 27 Pool Lane Lines - Marie Kerr, Oasis, McAdam Parks & Recreation Aquatics General Fund 19,030 Subtotal 55,960
Total 1,920,360

CITY OF PALMDALE
FY 2023 PROPOSED BUDGET

CAPITAL OUTLAY REQUESTS

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Palmdale, California
Annual Budget Fiscal Year 2022-23
Measure AV

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Measure AV Category Project Description Ref.

FY 2021
Actual
FY 2022
YTD Actual
FY 2022
Adopted
Budget

12.15.21 FY 2022
Year End
Projection
FY 2023
Proposed $ Chg

REVENUES
Revenue General Sales Tax 5,188,745 11,550,725 17,000,000 21,945,000 23,116,000 1,171,000 Revenue Total 5,188,745 11,550,725 17,000,000 21,945,000 23,116,000 1,171,000

EXPENDITURES
A. Public Safety Animal Services
Independent Operation Feasibility A-5 - - - - 100,000 100,000 Animal Health Services A-5 - - 200,000 75,000 525,000 450,000 Emergency Management A-5 - 68,453 253,100 253,100 261,670 8,570 Neighborhood Svcs - Community Compliance A-5 - 218,806 694,900 586,900 1,416,700 829,800 Public Safety Equipment A-5 - - 66,500 - (66,500) Sheriff Contract A-1
General Contract A-1 - 3,770,850 7,541,700 1,864,360 2,819,060 954,700 Infrastructure/Commercial A-1 - - - 227,120 227,120 - Community Programs A-1 - - - 4,461,080 4,461,080 - Economic Development A-1 - - - 989,140 989,140 - A. Public Safety Total - 4,058,109 8,689,700 8,523,200 10,799,770 2,276,570 B. Infrastructure / CIP
Safe and Clean Parks
Sam Yellen Park B-2 - - - - 5,000,000 5,000,000 Ecological Preservation Study B-2 - - - - 250,000 250,000 Ball Field Maintenance B-2 - - 50,000 - - - McAdam Park Improvements - Schoolhouse B-2 - - - 215,220 215,220 McAdam Park Renovation - Design B-2 - - - 550,000 550,000 MK Park Pool Enclosure B-2 - - 200,000 - 550,000 550,000 MK Park Swim Deck Expansion B-2 - - 200,000 200,000 - (200,000) Parks Master Plan B-2 - - 254,990 254,990 - (254,990) Courtney's Playground B-2 - - 85,010 85,010 - (85,010) Roller Hockey Rink Renovation B-2 - 512 200,000 1,000 - (1,000) Rugby Goal Purch & Install B-2 - 12,925 20,000 12,930 - (12,930) General Park Improvements B-2 - - 1,000,000 - 1,500,000 1,500,000 Sports Field Lighting B-2 - 1,909 500,000 850,000 1,000,000 150,000 Parks Maintenance Staffing B-2 - - - - 272,100 272,100 Graffiti Abatement
Graffiti Abatement Vehicles B-2 - - - 150,000 160,000 10,000 Abatement/Prevention Programs B-2 - - - - 500,000 500,000 CIP Multi-Year Projects
Citywide Security B-8 - 1,461 1,500,000 200,000 1,500,000 1,300,000 Local Hazard Mitigation Plan Update B-3 - - 50,000 - - - Regional Recreation Complex B-2 - 144,152 1,000,000 370,000 1,000,000 630,000 Veteran Resource Center B-7 3,636 - 1,061,360 - 1,061,360 1,061,360 Avenue M Grade Separation B-3 - - - 1,250,000 1,250,000 Teen Challenge - Design Phase 1,000,000 1,000,000
City Facilities - EOC Building B-8 - - 2,000,000 - - - B. Infrastructure / CIP Total 3,636 160,959 8,121,360 2,123,930 15,808,680 13,684,750 C. Community Programs
Delores Huerta Foundation C-9 - 95,000 95,000 95,000 - (95,000) Memorial Honor Wall - Poncitlan C-7 - - 100,000 100,000 - (100,000) SALVA C-9 - 84,000 84,000 84,000 - (84,000) SAVES C-9 - - 150,000 80,000 125,000 45,000 Unhoused Programs C-6 - - 250,000 75,000 100,000 25,000 Mental Health Programs C-5 148,807 149,593 201,190 201,190 - (201,190) Senior Programs/Legacy Commons C-7 - - - - 500,000 500,000 Community Grant Programs C-9 - - 1,500,000 1,500,000 2,000,000 500,000 Community Events
Community Events - - - - 500,000 500,000 Community Events Programs & Staffing - - - - 274,390 274,390 C. Community Programs Total 148,807 328,593 2,380,190 2,135,190 3,499,390 1,364,200 D. Economic Development
Economic Development
Business Retention D-4 - 251,512 441,600 285,000 157,000 (128,000) Auto Mall Partnership D-4 - - - - 500,000 500,000 Aerospace Incentive Program D-4 - - - - 250,000 250,000 Property Acquisition & Entitlement D-4 - - - - 750,000 750,000 EIFD Formation D-4 - - 13,700 - - - Film & Tourism D-4 - - 220,000 - 100,000 100,000 Holidays on Parade D-4 - 150,000 150,000 150,000 - (150,000) D. Economic Development Total - 401,512 825,300 435,000 1,757,000 1,322,000 Administrative Costs Program Administration - 5% cap - 70,493 - 84,790 116,520 31,730 Independent Audit - - - - 10,000 10,000 Administrative Costs Total - 70,493 - 84,790 126,520 41,730 Expenditure Total 152,443 5,019,666 20,016,550 13,302,110 31,991,360 18,689,250 Surplus/(Deficit) 5,036,302 6,531,059 (3,016,550) 8,642,890 (8,875,360) Beginning Fund Balance - 5,036,302 5,036,302 13,679,192 Change in Fund Balance 5,036,302 (3,016,550) 8,642,890 (8,875,360) Ending Fund Balance - Before Reserves 5,036,302 2,019,752 13,679,192 4,803,832 Reserve - Recommended 15% 1,330,211 4,798,704
Ending Fund Balance - After Reserves 5,036,302 4,039,504 12,348,981 5,128

MEASURE AV
PROPOSED FY 2023 OPERATING & CIP BUDGET
REVENUES & EXPENDITURES BY PROGRAM (Actuals through Q3 FY22)

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Palmdale City CouncilJune 29, 2022

Palmdale City Council
June 29, 2022