Agenda packet, regular meeting, fourth session — San Clemente City Council, May 23, 2023 (part 2 of 2)

TOTAL ESTIMATE
Funding Source(s)
(949) 361-6130
Summer of 2024
PSFU-5.05
The City maintains approximately 17,800 water meters within its service area. To keep the City's accounting of water use accurate, meters are replaced for maintenance reasons or at the end of their useful life. The majority of the current funding is to replace meters that have become either stuck, broken or have developed cracked lenses.

Project Estimate
Utilities Director
Water
Meter Replacements
Public Works/Engineering
Utilities
David Rebensdorf
City of San Clemente Maintenance Project
Project No. 22403
Lead Dept./Division
Supporting Division Utilities
Staff Contact
Principal Civil Engineer
(949) 361-6140
Target Completion
General Plan Policy
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact: None.

Estimated Costs and Funding Sources:

TOTAL ESTIMATE
Public Works/Engineering
Amir Ilkhanipour
Funding Source(s)
Spring of 2024
PSFU-5.05
The City's Recycled Water Storage Bay was constructed in the early 1990's and consists of an open air reservoir to store recycled water at the Water Reclamation Plant prior to distribution to the service area. The reservoir was constructed with concrete panels and is in need of expansion joint and crack sealing to maintain the integrity of the structure. Approximately $100,000 has been budgeted in previous fiscal years.

Project Estimate
City of San Clemente Maintenance Project
Project No. TBD
Lead Dept./Division
Supporting Division
Staff Contact
Target Completion
General Plan Policy
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact: None.

Estimated Costs and Funding Sources:

FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast
FY 2028-29
Forecast
Total
Land/Right of Way $ -
$ -
$ 150,000 $ 150,000
$ 150,000 $ - $ - $ - $ - $ - $ 150,000
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast
FY 2028-29
Forecast
Total
Water Deprec. Reserve $ 150,000 $ 150,000
$ -
$ -
TOTAL FUNDING $ 150,000 $ - $ - $ - $ - $ - $ 150,000
Utilities Director
Water
Reservoir 10 and 5A Chem Line Replacement
Public Works/Engineering
Utilities
Dave Rebensdorf
Preliminary Engineering
Construction

TOTAL ESTIMATE
Funding Source(s)
(949) 361-6130
Winter of 2023
PSFU-5.05
Reservoir 10, and 5A, have chemical systems that maintain the water quality of the City's stored water. Sun damage and age increases the possiblity of leaks occuring on the chemical lines, and require periodic replacment to keep operational.

Project Estimate
City of San Clemente Maintenance Project
Project No. 23404
Lead Dept./Division
Supporting Division Utilities
Staff Contact
Senior Civil Engineer
(949) 361-6122
Target Completion
General Plan Policy
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact: None.

Estimated Costs and Funding Sources:

FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast
FY 2028-29
Forecast
Total
Land/Right of Way $ -
$ -
$ 500,000 $ 500,000
$ 500,000 $ - $ - $ - $ - $ - $ 500,000
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast
FY 2028-29
Forecast
Total
Water Deprec. Reserve $ 500,000 $ 500,000
$ -
$ -
TOTAL FUNDING $ 500,000 $ - $ - $ - $ - $ - $ 500,000
Water
Reservoir No. 4 Exterior Coating
Preliminary Engineering
Construction

TOTAL ESTIMATE
Public Works/Engineering
Shawn Ryan
Funding Source(s)
Spring of 2024
PSFU-5.05
Reservoir No. 4 is a potable water above ground steel reservoir. The exterior coating is at the end of its useful life and is in need of replacement to protect steel structure. Design is proposed in FY 2023 with coating in FY 2024.

Approximately $50,000 has been budgeted in previous fiscal years.

Project Estimate
City of San Clemente Maintenance Project
Project No. TBD
Lead Dept./Division Public Works/Engineering
Supporting Division
Staff Contact
Target Completion
General Plan Policy
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact: None.

Estimated Costs and Funding Sources:

FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast
FY 2028-29
Forecast
Total
Land/Right of Way $ -
$ -
$ 200,000 $ 200,000 $ 200,000 $ 600,000
$ 200,000 $ 200,000 $ 200,000 $ - $ - $ - $ 600,000
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast
FY 2028-29
Forecast
Total
Water Deprec. Reserve $ 200,000 $ 200,000 $ 200,000 $ 600,000 $ -
$ -
TOTAL FUNDING $ 200,000 $ 200,000 $ 200,000 $ - $ - $ - $ 600,000 Preliminary Engineering
Construction

TOTAL ESTIMATE
Funding Source(s)
(949) 361-6130
Fall of 2023
PSFU-5.05
As water valves reach the end of their useful life, they need to be replaced. This project provides funding for water valve replacements. In addition, critical valves are replaced more frequently to ensure operation to prevent large area shutdowns or supply of critical infrastructure. This phase of the program replaces water valves primarily in the areas of the Riviera Tract and in the surrounding reservoir 5 and 5A near Avenida Salvador and Calle Monserrat.

Project Estimate
Utilities Director
Water
Valve Replacement Program
Utilities
Dave Rebensdorf
City of San Clemente Maintenance Project
Project No. 29404
Lead Dept./Division
Supporting Division
Staff Contact
Target Completion
General Plan Policy
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact: None.

Estimated Costs and Funding Sources:

FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast
FY 2028-29
Forecast
Total
Land/Right of Way $ -
$ -
$ 25,000 $ 25,000 $ 50,000
$ 25,000 $ - $ 25,000 $ - $ - $ - $ 50,000
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast
FY 2028-29
Forecast
Total
Water Deprec. Reserve $ 25,000 $ 25,000 $ 50,000
$ -
$ -
TOTAL FUNDING $ 25,000 $ - $ 25,000 $ - $ - $ - $ 50,000 Utilities Director
Water
Water System Air-Vac Replacement
Utilities
Dave Rebensdorf
Preliminary Engineering
Construction

TOTAL ESTIMATE
Funding Source(s)
(949) 361-6130
Summer of 2024
PSFU-5.05
Air vacuum devices are utilized throughout the City's water distribution system to eliminate the air in the pipelines at high points in the system. This program will replace components throughout the water system that are at the end of their useful life.

Project Estimate
City of San Clemente Maintenance Project
Project No. 24401
Lead Dept./Division
Supporting Division
Staff Contact
Target Completion
General Plan Policy
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact: None.

Estimated Costs and Funding Sources:

FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast
FY 2028-29
Forecast
Total
Land/Right of Way $ -
$ -
$ 325,000 $ 350,000 $ 350,000 $ 350,000 $ 350,000 $ 350,000 $ 2,075,000 $ 325,000 $ 350,000 $ 350,000 $ 350,000 $ 350,000 $ 350,000 $ 2,075,000 FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast
FY 2028-29
Forecast
Total
Water Deprec. Reserve $ 325,000 $ 350,000 $ 350,000 $ 350,000 $ 350,000 $ 350,000 $ 2,075,000 $ -
$ -
TOTAL FUNDING $ 325,000 $ 350,000 $ 350,000 $ 350,000 $ 350,000 $ 350,000 $ 2,075,000 Utilities Director
Water
Water System Rehabilitation
Utilities
Public Works/Engineering
Dave Rebensdorf
Preliminary Engineering
Construction

TOTAL ESTIMATE
Funding Source(s)
(949) 361-6130
Summer of 2024
PSFU-5.05
Existing water distribution systems valves, services, main lines, pumps and electrical equipment will be replaced as part of annual maintenance or on an as-needed basis.

Project Estimate
Capital Improvement Program
Facilities and Other Improvements
City Facilities Master Plan
In 2000, the City developed a master plan for City
Facilities. The plan was designed to address the City’s needs for new City Facilities in relationship to the
estimated construction costs and available funding
sources.

Facilities and Other Improvement Funds
The following funds account for City facilities and
other capital improvements:
• General Fund
• Public Facilities Construction Fee Fund
• Developers Improvement Fund
• Reserve Fund – Capital Equipment, Facilities
Maintenance, and Park Asset Replacement
• Fleet Maintenance Reserve Fund
Other Facility Improvements
The FY 2023-24 budget includes 8 capital
improvement projects for a total of $6.3 million and 6
maintenance projects in the amount of $1.2 million.

Capital improvement projects are listed below:
• Beach Trail Bridge Replacement
• Casa Romantica Improvements
• City Hall Generator Installation
• Golf Course Pump Station Upgrade
• Jim Johnson Memorial Sports Park Fence
Replacement
• LPVH Three Artificial Field Synthetic Turf
Replacement
• North Beach Concession and Restroom
• San Luis Rey Park Restroom Replacement

Maintenance and other projects in FY 2023-24 are:
• Casa Romantica Maintenance
• Casa Romantica Painting
• Dije and El Portal Beach Wood Stair
Replacement
• Major Facilities Maintenance
• Marine Safety HQ Concrete Repairs
• Montalvo and Riviera Beach Trail Bridges
Individual project sheets for both capital
improvement projects and maintenance projects are
on the following pages.

Funding Sources
Facility and Other Improvement capital projects are
primarily funded through multiple funding sources,
including transfers from the General fund, the
Reserve funds, other reimbursements, and grants.

The City does not anticipate a lack of funding in the
near future, but has determined the following
alternatives may be used to finance projects:
• Issuance of debt (bond, notes, advances from
other funds)
• Charges to departments to fund additional
reserves
• Other grant funding sources
• Reallocation of funds from existing projects
City of San Clemente Capital Project
Project No. 11810
Lead Dept./Division
Supporting Division
Staff Contact
PW Director / City Engineer
Target Completion
General Plan Policy
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact: None.

Estimated Costs and Funding Sources:

FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast
FY 2028-29
Forecast
Total
Land/Right of Way $ -
$ -
$ 2,500,000 $ 2,500,000
$ 2,500,000 $ - $ - $ - $ - $ - $ 2,500,000
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast
FY 2028-29
Forecast
Total
Reserve Fund $ 2,500,000 $ 2,500,000
$ -
$ -
TOTAL FUNDING $ 2,500,000 $ - $ - $ - $ - $ - $ 2,500,000 Preliminary Engineering
Construction

TOTAL ESTIMATE
Funding Source(s)
(949) 361-8187
Fall of 2024
The project consists of the replacement of 1,100 feet of a steel pedestrian bridge at Mariposa Point. Current funding available for this project is approximately $5,490,990 and additional $2,500,000 is needed for construction.

Project Estimate
BPR-1.05; BPR-4.02; UD-4.01
Facilities/Other Improvements
Beach Trail Bridge Replacement
Public Works/Engineering
Kiel Koger
City of San Clemente Capital Project
Project No. TBD
Lead Dept./Division Public Works/Maintenance
Supporting Division
Staff Contact Randy Little
Maintenance Manager
(949) 361-8255
Target Completion
General Plan Policy
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact: None.

Estimated Costs and Funding Sources:

FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast
FY 2028-29
Forecast
Total
Land/Right of Way $ -
$ -
$ 500,000 $ 1,000,000 $ 1,500,000
$ 500,000 $ 1,000,000 $ - $ - $ - $ - $ 1,150,000
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast
FY 2028-29
Forecast
Total
General Fund $ 500,000 $ 1,000,000 $ 1,500,000
$ -
$ -
TOTAL FUNDING $ 500,000 $ 1,000,000 $ - $ - $ - $ - $ 1,500,000 Facilities/Other Improvements
Casa Romantica Improvements
Preliminary Engineering
Construction

TOTAL ESTIMATE
Funding Source(s)
Summer of 2024
HP-2.02, HP-2.05
With the current issues, Casa Romantica will need improvements in the near future.

Project Estimate
City of San Clemente Capital Project
Project No. TBD
Lead Dept./Division Public Works/Maintenance
Supporting Division Public Works/Engineering
Staff Contact Belgin Cuhadaroglu
Associate Civil Engineer
(949) 361-6129
Target Completion
General Plan Policy
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact: None.

Estimated Costs and Funding Sources:

FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast
FY 2028-29
Forecast
Total
Land/Right of Way $ -
$ 50,000 $ 50,000
$ 700,000 $ 700,000
$ 750,000 $ - $ - $ - $ - $ - $ 750,000
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast
FY 2028-29
Forecast
Total
Public Facilities Fund $ 750,000 $ 750,000
$ -
$ -
TOTAL FUNDING $ 750,000 $ - $ - $ - $ - $ - $ 750,000
Funding Source(s)
Fall of 2024
S-7.01
In order to improve the power system reliability in case of emergency and power outage, the City is in the process of procuring and installing a stationary standby generator including an electrical distribution system upgrade at City Hall.

The City has received a grant, in the amount of $300,000, from the California Governor’s Office of Emergency Services (CalOES) for the procurement of the generator. Currently, design is ongoing and start of construction is anticipated in Spring of 2024.

Project Estimate
Facilities/Other Improvements
City Hall Generator Installation
Preliminary Engineering
Construction

TOTAL ESTIMATE
City of San Clemente Capital Project
Project No. TBD
Lead Dept./Division Public Works/Engineering
Supporting Division
Staff Contact Shawn Ryan
Senior Civil Engineer
(949) 361-6122
Target Completion
General Plan Policy
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact: None.

Estimated Costs and Funding Sources:

FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast
FY 2028-29
Forecast
Total
Land/Right of Way $ -
$ 10,000 $ 10,000
$ 50,000 $ 50,000
$ 60,000 $ - $ - $ - $ - $ - $ 60,000
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast
FY 2028-29
Forecast Total
Golf Capital Improv. Res. $ 60,000 $ 60,000
$ -
$ -
TOTAL FUNDING $ 60,000 $ - $ - $ - $ - $ - $ 60,000
Funding Source(s)
Fall of 2024
PSFU-5.09
The pump station serving the golf course is in need of upgrades. The project is looking to replace the check valves and impellers for all three pumps. The project also proposes to add a magnatic flange to improve the pH neutralization and reduce chlorides.

Project Estimate
Facilities/Other Improvements
Golf Course Pump Station Upgrade
Preliminary Engineering
Construction

TOTAL ESTIMATE
City of San Clemente Capital Project
Project No. TBD
Lead Dept./Division Public Works/Maintenance
Supporting Division
Staff Contact Randy Little
Maintenance Manager
(949) 361-8255
Target Completion
General Plan Policy
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact: None.

Estimated Costs and Funding Sources:

FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast
FY 2028-29
Forecast
Total
Land/Right of Way $ -
$ -
$ 75,000 $ 75,000
$ 75,000 $ - $ - $ - $ - $ - $ 75,000
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast
FY 2028-29
Forecast
Total
General Fund $ 75,000 $ 75,000
$ -
$ -
TOTAL FUNDING $ 75,000 $ - $ - $ - $ - $ - $ 75,000
Facilities/Other Improvements
Jim Johnson Memorial Sports Park Fence Replacement
Preliminary Engineering
Construction

TOTAL ESTIMATE
Funding Source(s)
Fall of 2024
BPR-1.05
The Jim Johnson Memorial Sports Park’s fence is deteriorating and is in need of replacement.

Project Estimate
City of San Clemente Capital Project
Project No. TBD
Lead Dept./Division Public Works/Maintenance
Supporting Division
Staff Contact Randy Little
Maintenance Manager
(949) 361-8255
Target Completion
General Plan Policy
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact: None.

Estimated Costs and Funding Sources:

FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast
FY 2028-29
Forecast
Total
Land/Right of Way $ -
$ -
$ 1,200,000 $ 1,200,000
$ 1,200,000 $ - $ - $ - $ - $ - $ 1,200,000
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast
FY 2028-29
Forecast
Total
Facilities Reserve Fund $ 1,200,000 $ 1,200,000
$ -
$ -
TOTAL FUNDING $ 1,200,000 $ - $ - $ - $ - $ - $ 1,200,000 Funding Source(s)
Fall of 2024
BPR-2.03
This project consists of replacing three artificial turf fields at the La Pata and Vista Hermosa Sports Parks.

Project Estimate
Facilities/Other Improvements
LPVH Three Artificial Fields Synthetic Turf Replacement Preliminary Engineering
Construction

TOTAL ESTIMATE
City of San Clemente Capital Project
Project No. TBD
Lead Dept./Division Public Works/Maintenance
Supporting Division
Staff Contact Kiel Koger
Public Works Director
949-361-6187
Target Completion
General Plan Policy
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact:

Estimated Costs and Funding Sources:

FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast
FY 2028-29
Forecast
Total
Land/Right of Way $ -
$ -
$ 500,000 $ 500,000
$ 500,000 $ - $ - $ - $ - $ - $ 500,000
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast
FY 2028-29
Forecast
Total
General Fund $ 500,000 $ 500,000
$ -
$ -
TOTAL FUNDING $ 500,000 $ - $ - $ - $ - $ - $ 500,000
Funding Source(s)
2024
BPR-1.05
Remodel existing concession/restroom at North Beach - this is included in the North Beach Placemaking plan.

Project Estimate
Facilities/Other Improvements
North Beach Concession and Restroom
Preliminary Engineering
Construction

Operating Budget Impact: None.

Estimated Costs and Funding Sources:

FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast
FY 2028-29
Forecast
Total
Land/Right of Way $ -
$ 150,000 $ 150,000
$ 600,000 $ 600,000
$ 750,000 $ - $ - $ - $ - $ - $ 750,000
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast
FY 2028-29
Forecast
Total
Reserve Fund $ 375,000 $ 375,000
Golf Improvement Reserve $ 375,000 $ 375,000
$ -
TOTAL FUNDING $ 750,000 $ - $ - $ - $ - $ - $ 750,000
Funding Source(s)
Fall of 2024
BPR-2.03
The restroom at San Luis Rey Park has met its useful life and is in need of replacement. It has been determined that a prefabricated restroom building will provide cost savings as compared to typical on-site construction methods. The Architectural style for the proposed restroom is Spanish Colonial Revival as required by the City Centennial General Plan. The design of the restroom structure was approved by the Zoning Administrator through a public hearing which took place on May 17, 2017.

Project Estimate
Facilities/Other Improvements
San Luis Rey Park Restroom Replacement
Preliminary Engineering
Construction

TOTAL ESTIMATE
City of San Clemente Maintenance Project
Project No. 26701
Lead Dept./Division Public Works/Maintenance
Supporting Division
Staff Contact Randy Little
Maintenance Manager
(949) 361-8255
Target Completion
General Plan Policy
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact: None.

Estimated Costs and Funding Sources:

FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast
FY 2028-29
Forecast
Total
Land/Right of Way $ -
$ -
$ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 180,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 180,000 FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast
FY 2028-29
Forecast
Total
General Fund $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 180,000 $ -
$ -
TOTAL FUNDING $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 180,000 Facilities/Other Improvements
Casa Romantica Maintenance
Preliminary Engineering
Construction

TOTAL ESTIMATE
Funding Source(s)
Spring of 2024
HP-2.02, HP-2.05
This project provides for maintenance and reimbursement obligations for the Casa Romantica building per the amended lease with the Casa Romantica Cultural Center, dated July 1, 2008.

Project Estimate
City of San Clemente Maintenance Project
Project No. TBD
Lead Dept./Division Public Works/Maintenance
Supporting Division
Staff Contact Randy Little
Maintenance Manager
(949) 361-8255
Target Completion
General Plan Policy
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact: None.

Estimated Costs and Funding Sources:

FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast
FY 2028-29
Forecast
Total
Land/Right of Way $ -
$ -
$ 150,000 $ 150,000
$ 150,000 $ - $ - $ - $ - $ - $ 150,000
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast
FY 2028-29
Forecast
Total
General Fund $ 150,000 $ 150,000
$ -
$ -
TOTAL FUNDING $ 150,000 $ - $ - $ - $ - $ - $ 150,000
Facilities/Other Improvements
Casa Romantica Painting
Preliminary Engineering
Construction

TOTAL ESTIMATE
Funding Source(s)
Spring of 2024
HP-2.02, HP-2.05
Casa Romantica is in need of exterior painting, including wrought iron fence painting, soffit repairs, and rain gutter repairs and replacement. The building will need to be pressure washed then prepared for painting. Per the Casa Romantica lease dated July 1, 2008, the exterior of the building is to be painted every 10 years.

Project Estimate
City of San Clemente Maintenance Project
Project No. 22801
Lead Dept./Division Public Works/Maintenance
Supporting Division
Staff Contact Randy Little
Maintenance Manager
(949) 361-8255
Target Completion
General Plan Policy
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact: None.

Estimated Costs and Funding Sources:

FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast
FY 2028-29
Forecast
Total
Land/Right of Way $ -
$ -
$ 100,000 $ 100,000
$ 100,000 $ - $ - $ - $ - $ - $ 100,000
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast
FY 2028-29
Forecast
Total
General Fund $ 100,000 $ 100,000
$ -
$ -
TOTAL FUNDING $ 100,000 $ - $ - $ - $ - $ - $ 100,000
Funding Source(s)
Spring of 2024
BPR-1.05, BPR-4.02, C-1.01
The project consists of removal and replacement of wood stairs, railing, and footings on west side of the railroad tracks at Dije and El Portal beach accesses. $100,000 was budgeted in FY 2022; however, based on a new cost estimate, additional funding is needed.

Project Estimate
Facilities/Other Improvements
Dije and El Portal Beach Wood Stair Replacement
Preliminary Engineering
Construction

TOTAL ESTIMATE
City of San Clemente Maintenance Project
Project No. TBD
Lead Dept./Division Public Works/Maintenance
Supporting Division
Staff Contact Randy Little
Maintenance Manager
(949) 361-8255
Target Completion
General Plan Policy
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact: None.

Estimated Costs and Funding Sources:

FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast
FY 2028-29
Forecast
Total
Land/Right of Way $ -
$ -
$ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 1,800,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 1,800,000 FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast
FY 2028-29
Forecast
Total
General Fund $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 1,800,000 $ -
$ -
TOTAL FUNDING $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 1,800,000 Facilities/Other Improvements
Major Facilities Maintenance FY 2024
Preliminary Engineering
Construction

TOTAL ESTIMATE
Funding Source(s)
Spring of 2024
BPR-2.03; NR-7.02; UD-4.01
Facilities throughout the City will be rehabilitated on an as-needed basis to increase service life. The locations are determined by the City's Maintenance staff. Projects include Re-Key all Facilities, Verde Park Tennis Fence, San Gorgonio Park concrete repairs, Forster Ranch Hardscape Repairs, RSC Park Hardscape/Curb Repairs, and Marblehead Park Curb Replacement.

Project Estimate
City of San Clemente Maintenance Project
Project No. TBD
Lead Dept./Division Public Works/Engineering
Supporting Division
Staff Contact Amir Ilkhanipour
Principal Civil Engineer
(949) 360-6140
Target Completion
General Plan Policy
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact: None.

Estimated Costs and Funding Sources:

FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast
FY 2028-29
Forecast
Total
Land/Right of Way $ -
$ -
$ 200,000 $ 200,000
$ 200,000 $ - $ - $ - $ - $ - $ 200,000
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast
FY 2028-29
Forecast
Total
General Fund $ 200,000 $ 200,000
$ -
$ -
TOTAL FUNDING $ 200,000 $ - $ - $ - $ - $ - $ 200,000
Funding Source(s)
Fall of 2024
BPR-1.05, BPR-2.03
Some of the Marine Safety Headquarters building exterior concrete beams are deteriorated and are in need of repairs.

Design for the repairs is completed and construction is planned for FY 2024.

Project Estimate
Facilities/Other Improvements
Marine Safety HQ Concrete Repairs
Preliminary Engineering
Construction

TOTAL ESTIMATE
City of San Clemente Maintenance Project
Project No. 23802
Lead Dept./Division Public Works/Engineering
Supporting Division Public Works/Maintenance
Staff Contact Belgin Cuhadaroglu
Associate Civil Engineer
(949) 361-6128
Target Completion
General Plan Policy
(Please refer to the General Plan for policy code descriptions) Project Description:

Operating Budget Impact: None.

Estimated Costs and Funding Sources:

FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast
FY 2028-29
Forecast
Total
Land/Right of Way $ -
$ -
$ 400,000 $ 400,000
$ 400,000 $ - $ - $ - $ - $ - $ 400,000
FY 2023-24
Budget
FY 2024-25
Forecast
FY 2025-26
Forecast
FY 2026-27
Forecast
FY 2027-28
Forecast
FY 2028-29
Forecast
Total
General Fund $ 400,000 $ 400,000
$ -
$ -
TOTAL FUNDING $ 400,000 $ - $ - $ - $ - $ - $ 400,000
Funding Source(s)
Spring of 2024
BPR-1.05, BPR-4.02, C-1.01
Per an inspection report prepared by Michael Baker, Inc., the Montalvo and Riviera Beach Trail bridges need rust removal, fastener replacement and new surface coating on both bridges. $400,000 has been previously budgeted for engineering and construction in FY 2023. Based a new cost estimate, additional funding is needed.

Project Estimate
Facilities/Other Improvements
Montalvo and Riviera Beach Trail Bridges
Preliminary Engineering
Construction

TOTAL ESTIMATE
Capital Improvement Program
The Carry Forward section is pending on the
FY 2022-23 year end data. Information will be
provided as part of year end document.

Capital Improvement Program
The Carry Forward section is pending on the
FY 2022-23 year end data.
(Second page)
Capital Improvement Program
The Carry Forward section is pending on the
FY 2022-23 year end data.
(Third page)

Fiscal Policy
Core Values of Financial Sustainability
Financial stability – The City will create financial stability to provide the community with a consistent and adequate level of public services. The City will take a long-term approach to its finances by developing and maintaining longterm plans, carefully weighing the cost and benefits of development opportunities and adhering to sound debt, reserve and investment policies.

Quality of life and local economic vitality – The City will provide effective and efficient services to ensure a safe and healthy atmosphere for its residents, businesses and visitors, while preserving and enhancing its unique cultural and environmental attributes.

Accountability and Financial Planning – The City will institute financial planning that ensures City services are provided at the best value and that the services are in alignment with the needs and wants of the community.

Environmental and economic sustainability – The City’s financial strategy will support continued investment in the renovation and maintenance of physical infrastructure/facilities and in policies and programs that support a clean and healthy natural environment.

Transparency and engagement – The City will be accountable for producing value for the community by implementing planning and report mechanisms that make it clear how the City plans to use its resources to achieve the community vision. The City is committed to engaging the public as a partner in formulating plans and delivering services.

Fiscal Policy Statement Status Comments
Operating Budget Policies
The City will adopt a balanced budget by June 30 of each year. A balanced budget is defined as one in which total expenditures equal total revenue. An entity has a budget surplus if expenditures are less than revenues. It has a budget deficit if expenditures are greater than revenues.
√
An annual base operating budget will be developed by verifying or conservatively projecting revenues and expenditures for the current and forthcoming fiscal year.
√
Current revenues will be sufficient to support current operating expenditures and a budgeted positive operating position will be maintained.
√
The City will annually review the General Fund operating position to determine if funds are available to operate and maintain future capital facilities. If funding is not available for operations and maintenance costs, the City will delay construction of the new facilities.
√
Fiscal Policy
Fiscal Policy Statement Status Comments
Revenue Policies
The City will try to maintain a diversified and stable revenue system to shelter it from short-term fluctuations in any one revenue source.
√
The City will estimate its annual revenues by an objective, analytical process utilizing trend, judgmental, and statistical analysis as appropriate.
√
All City Council-established General Fund User fees will be reviewed and adjusted annually as part of the budget process by each City department and the analysis with recommended changes will be provided to the City Council. The basis for adjustment will be the cost of providing services, inflationary impacts, or other budgetary factors as appropriate. User fees will be established to recover the full cost of services provided, except when the City Council determines that a subsidy from the General Fund is in the public interest.
√
One-time operating, capital, and reserve revenues will be used for one-time expenditures. Exceptions must be formally adopted by Council action and may only offset operating expenditures for a limited time period of less than five fiscal years.
√
The City will annually identify developer fees and permit charges received from “non-recurring” services performed in the processing of new development and use those funds to meet peak workload requirements.
√
Allocate one-third of total Transient Occupancy Tax dollars toward the unfunded pension liability.
√
Expenditure Policies
The purchase of new or replacement capital equipment with a value of $5,000 or more and with a minimum useful life of two years will require budget approval.
√
The City will annually project its equipment replacement and maintenance needs for the next five years and will update this projection each year. A maintenance and replacement schedule will be developed and followed.
√
Fiscal Policy
Fiscal Policy Statement Status Comments
Utility Rates and Fees Policies
The City will set fees and user charges for each utility fund at a level that fully supports the total direct and indirect cost of the activity.

Indirect costs include the cost of annual depreciation of capital assets and overhead charges.
√
Annual review completed.

A Cost of Service study is in
progress for Sewer rates.

Utility rates will be established for each of the next five years and this rate projection will be updated annually.
√
Capital Improvement Budget Policies
The City will make all capital improvements in accordance with an adopted capital improvement program and will include an annual six- year plan for capital improvements (CIP design, development, implementation, and operating and maintenance costs.) The first year of the six-year plan must be fully funded in the adopted budget. Projects that are not fully funded must be removed or delayed until adequate funding exists for design, construction, operating and maintenance.
√
37 new Capital projects =
$37.6 million included in
the FY 2023-24 CIP Budget
Capital Improvement projects must project operating and maintenance costs for the five-year forecast period to ensure that future year budgets maintain a positive operating position. √
The Park Acquisition & Development Fund and other special development impact funds may only be used to fund facilities included in the Master Plan for City Facilities.
√
Short-Term Debt Policies
The City may use short-term debt to cover temporary or
emergency cash flow shortages. All short-term borrowing will be subject to Council approval by ordinance or resolution. √ The City may issue interfund loans to meet short-term cash flow needs. Short-term is defined as a period of one year or less.

Interfund loans will be permitted only if a specific source of repayment is identified within the “borrowing” fund. Excess funds must be available and the use of these funds will not impact the “lending” fund’s current operations. The prevailing interest rate, as established by the City Treasurer, will be paid to the lending fund.

Short-term interfund loans require Council approval.
√
Fiscal Policy
Fiscal Policy Statement Status Comments
Long-Term Debt Policies
The City will confine long-term borrowing to capital improvements that cannot be funded from current revenues. √
The City may issue long-term interfund loans to fund capital improvements. Interfund loans will be permitted only if a specific source of repayment is identified within the “borrowing” fund. Excess funds must be available and the use of these funds will not impact the “lending” fund’s long-term operations. Long-term interfund loans will be fully amortized (principal and interest included in payment). The prevailing interest rate and duration of the loan will be established by the City Treasurer. Principal and interest will be paid to the lending fund.

Long-term interfund loans require Council approval. Long-term interfund loans will be disclosed in the City’s annual Operating Budget. √
The City will establish and maintain a Debt Policy. √
The City will establish a restricted reserve in the Water Operating Fund equal to one year’s debt service on the State Revolving Loan. The purpose of this reserve will be to provide a debt reserve as required under the State Revolving Fund loan financing agreement. √ FY 2023-24 State Revolving
Loan Reserve = $900,600
Fund Balance and Reserve Policies
The City will maintain emergency reserves equal to 18% of operating expenditures of the General Fund. The primary purpose of this reserve is to provide stability during a significant economic downturn, or to offset a significant one-time loss of revenue. The reserve exists in order to provide short-term funding to protect the City’s essential service programs and funding requirements or to provide for unanticipated or emergency expenditures that could not be reasonably foreseen during preparation of the budget.
√
Emergency Reserve =$14.3
million, or 18% of General
Fund operating expenditures,
reduced from 20% in FY 2023-
24 The City will maintain an emergency reserve equal to 12% of operating expenses for Enterprise Funds. The primary purpose of these reserves is to protect the Funds during periods of economic downturn, other unanticipated expenses, or emergency expenses that could not be reasonably foreseen during preparation of the budget.
√
--
--
√
√

FY 2023-24 Emergency
Reserves:

Water $1,478,000
Sewer - $570,000
Storm Drain - $57,000
Solid Waste - $35,000
Golf - $330,000
The City will establish an account to accumulate funds to be used for payment of accrued employee benefits for terminated employees. The level of this reserve will be maintained at a level at least equal to projected costs for employees who are eligible for retirement. --

Fiscal Policy
Fiscal Policy Statement Status Comments
The City will establish a Capital Equipment Replacement reserve and a Facilities Maintenance Capital Asset reserve for accumulation of funds for the replacement or worn and obsolete equipment other than vehicles and for costs associated with the maintenance of all City facilities. These reserves will be maintained at a level at least equal to the projected five-year capital asset replacement and maintenance costs.
√
√
FY 2023-24 Capital Equipment
Reserve = $1,815,410;
FY 2023-24 Facilities
Maintenance Reserve =
$3,174,570
The City will establish Water, Sewer, Storm Drain and Golf depreciation reserves for costs associated with the major maintenance and capital improvement costs included in the Enterprise Funds. The minimum reserve level shall be at a level equal to the projected three-year capital and major maintenance costs.
--
--
--
√
FY 2023-24 Depreciation
Reserves:

Water = $8.1 million
Sewer = $1.4 million
Storm Drain = $0.8 million
Golf = $3.6 million
The City will establish a Golf Course Improvement reserve for costs associated with capital improvements budgeted in the Golf Course Fund.

The reserve will be maintained at a level at least equal to the projected three year costs.
√
FY 2023-24 Golf Course
Improvement reserve = $1.2
million
The City will establish a Park Asset Replacement Reserve with a target balance of $1.2 million for replacement of park assets in the future. The reserve balance will be reviewed annually and funded through one-time revenues or undesignated General Fund balance transfers, when available.
√
FY 2023-24 Park Asset
Replacement Reserve = $1.6
million
The General Liability self-insurance reserve will be maintained at a level which, together with purchased insurance policies, adequately protects the City. The City will maintain a reserve of one times its annual insurance authority premium. In addition, the City will perform an annual analysis to document those claims which are not covered by the insurance pool to which the City belongs, and reserve an additional appropriate amount to pay for such uncovered claims.
√
FY 2023-24 General Liability
Reserve = $5.3 million
The Workers’ Compensation self-insurance reserve will be maintained at a level which, together with purchased insurance policies, adequately protects the City. The City will maintain a reserve of three times its self insurance retention for those claims covered by the insurance pool (of which the City is a member). In addition, the City will perform an annual analysis of past claims not covered by the insurance pool, and reserve an appropriate amount to pay for uncovered claims.
√ FY 2023-24 Workers
Compensation Reserve = $1.8
million
The City will establish a Fleet Replacement Reserve for costs associated with the replacement of vehicles and other rolling stock (such as trailers, compressors or other equipment on wheels) as they become unserviceable, obsolete or reach a predetermined service life. The reserve will be maintained at a level at least equal to the projected fiveyear fleet replacement costs. √
FY 2023-24 Fleet Replacement
Reserve = $5.3 million
Fiscal Policy
Fiscal Policy Statement Status Comments
Investment Policies
The City Treasurer will annually submit an investment policy to the City Council for review and adoption. √
Accounting, Auditing & Financial Reporting Policies
The City’s accounting and financial reporting systems will be maintained in conformance with generally accepted accounting principles and standards of the government Accounting Standards Board. √
An annual audit will be performed by an independent public accounting firm with the subsequent issue of an official Comprehensive Annual Financial Report, including an audit opinion.
√
A fixed asset system will be maintained to identify all City assets, their condition, historical cost, replacement value, and useful life.

√ A Fixed Asset inventory is
maintained annually.

Quarterly financial, capital improvement program and investment reports will be submitted to the City Council and will be made available to the public.
√
An annual revenue manual will be prepared after the close of the fiscal year. The manual will provide information on the revenue source, legal authorization, timing of receipts and historical collection over the last five year period. Fee schedules or calculations will also be provided. √
Full and continuing disclosure will be provided in the general financial statements and bond representations.
√
A good credit rating in the financial community will be maintained. √ Standard & Poor’s = AAA Establish and maintain a formal compensation plan for all employee salary or wage ranges and maintain a formal salary schedule for every approved position title showing the current pay rate for each identified position. The salary schedule will be approved and adopted by the City Council and will be made publicly available.
√
Establish a position control system to ensure that staffing levels are maintained at the levels approved by City Council. √

Fiscal Policy
Legend:
√ Budget complies with Fiscal Policy Standard
Fiscal Policy Standard is not met in Budget
Fiscal Policy Statement Status Comments
Long Term Financial Policies
Annually prepare a five year forecast that maintains the current level of services, including known changes that will occur during the forecast period. If the forecast does not depict a positive operating position in all five-years of the forecast, the City will strive to balance the operating budget for all years included in the five-year financial forecast. √
Annually evaluate trends from a budget-to-actual perspective and from a historical year-to-year perspective to identify areas where resources have been over allocated. This would improve the accuracy of revenue and expenditure forecast by eliminating the impact of recurring historical variances.
√
Risk Financing Policies
The City will maintain adequate insurance coverage, pooled coverage, or self-insurance for general liability, property, errors and omissions, subsidence, automobile liability, workers’ compensation, and other identified loss exposures.
√
The City will maintain a risk financing strategy, which shall include an annual review of insurance policy limits, types of coverage, reserve requirements, and self-insurance limits, if applicable. √
Pension Policies
The required actuarial contributions shall be made to cover the current service cost and unfunded liabilities based on the actuarially determined contribution rate.
√
Annually, review the City Pension plans funding levels and identify areas where funding may be utilized to target a funding ratio of 90% or higher for each of the City’s individual pension plans. --
FY 2023-24 budget includes 1
in 4 plans exceeding the 90%
target

Appropriations Limit
Appropriations Limit
State Proposition 4, commonly known as the Gann Initiative, was approved by California Voters in November 1979.

Proposition 4 created Article XIIIB of the California State Constitution, which places limits on the amount of revenue that can be spent by government agencies. This is referred to as the Gann Appropriation Limit or Gann Limit.

A subsequent related State initiative, Proposition 111, was approved by the State’s voters in June 1990. This legislation provided new adjustment formulas to make the Gann Limit more responsive to local growth issues and to address concerns regarding the accountability of local governments in adopting their limits. Prior to each fiscal year, city councils must adopt by resolution the Gann Appropriation Limit for the city for the upcoming year. In addition, cities are required to conduct a review of their limits during annual financial audits.

The appropriations limitation imposed by Propositions 4 and 111 creates a restriction on the amount of revenue that can be appropriated in any fiscal year. The limit is based on actual appropriations during the 1978-79 fiscal year and is increased each year using population and inflation growth factors. Only revenues that are classified as “proceeds of taxes” are subject to the limit. The use of “non-tax proceeds” (user fees, rental income, franchise fees, Gas Tax revenue) is not restricted.

During any fiscal year, a city may not appropriate any proceeds of taxes it receives in excess of its established limit.

Excess funds received in any given year may be carried into the subsequent year for use if the city is below its limit for that year. Any excess funds remaining after the second year would be required to be returned to local taxpayers by reducing tax rates or fees. As an alternative, a majority of the voters may approve an “override” to increase the city’s appropriation limits.

The Gann Limit had little impact in the early 1980s as a result of the high rate of inflation during that period.

Because the appropriations limit for most cities increased faster than actual revenue growth, cities were generally below their limits. This trend changed during the mid-1980s, as exemplified by the State of California’s $1.1 billion refund to taxpayers in 1987 when it collected revenues in excess of its Limit. The Limit also served as the major barrier to increasing taxes on gasoline in the late 1980s. In recent years, the trend has reversed again for most cities. As the rate of revenue growth slows and the growth factors, especially population, increase at a steady rate, most cities, including San Clemente, are experiencing comfortable gaps between their appropriations limits and their actual appropriations.

Appropriations Limit
To be replaced with Appropriations Limit Graph upon receipt of necessary data from State of California, typically received in mid May.

Debt Summary
Debt Summary
The debt summary section of the budget is intended to provide an overview of the City’s debt capacity and provide a listing of outstanding debt, including bond repayment schedules.

The City of San Clemente does not expect to incur additional indebtedness for general government operations over the next five years. All capital improvements will be paid on a pay-as-you-go basis (utilizing fund balances) and through the use of mitigation and developer fees. The following narratives summarize the City’s Fiscal and Debt Policies, Bond Ratings, Debt Capacity, Outstanding Debt, Debt Repayment Schedules, and Other Debt.

Fiscal and Debt Policies
The City Council adopted Fiscal Policy provides guidance pertaining to the issuance of both short-term and long-term debt. As indicated in the policy, the City prefers to use special assessment, revenue, or other self supporting bonds instead of general obligation bonds. Additionally, the City is required to confine long-term borrowing to capital improvements that cannot be funded from current revenues.

The City has also adopted a Debt Policy that established the parameters for issuing and managing debt issued by the City and component units. The policy provides guidance to the City Council so as not to exceed acceptable levels of indebtedness and risk; directs staff on objectives to be achieved, both before bonds are sold and for the ongoing management of the debt program; facilitates the debt issuance process by making important decisions ahead of time; and promotes objectivity in decision making and limits the role of political influence. Council policies have been established to ensure that debt payments are made in a timely manner.

Bond Ratings
The City of San Clemente’s current bond rating from Standard & Poor’s = AAA.

Debt Capacity
The City has a legal debt limitation not to exceed 3.75% of the total assessed valuation of taxable property within City boundaries. The City’s legal debt margin is indicated in the table below:

General Obligation Bonds Outstanding June 30, 2023 None Computation of Legal Debt Margin
for Fiscal Year Ending June 30, 2023
Total assessed value

$ 20,620,278,979
Debt Limit
(3.75% of total assessed value) $ 773,260,462
Outstanding City Debt
The following is a summary of both external and internal City debt:

Certificates of Participation
Certificates of Participation (COP’s) were issued in June 1993 in the amount of $3.8 million to finance the purchase of a commercial building for use by the City’s Public Works and Community Development departments. Of this amount, $1.24 million was tax-exempt and $2.56 million was taxable debt. Rents from leasing a portion of the Negocio building to third parties are used to repay debt service principal and interest. The tax-exempt portion of the COP’s was fully paid in FY 2012 Debt Summary
leaving only the taxable portion outstanding. The defeasance (payoff) of the Negocio Certificates of Participation was completed in July 2016 with an irrevocable trust created and funded with cash resources to defease the Negocio Certificates of Participation. The irrevocable trust investments include United States Government and State and Local Government Series Securities (“SLGS”) for the purpose of generating resources to fund all future debt service payments. The defeased certificates based on Governmental Accounting Standards are considered no longer outstanding.

State Revolving Fund (SRF) Loan
In June 2013, the City of San Clemente entered into a loan agreement with the California State Water Resources Control Board under a State Revolving Fund loan program to finance the Recycled Water System Expansion Project construction. The project included a reclamation plant expansion, a pump station, pipelines, and the conversion of a recycled water reservoir. The $14,370,000 approved loan amount had an interest rate of 2.2% payable with the loan to be paid over a period of 20 years.

Interest during the construction period was added to the principal amount of the loan. Principal and interest payments commenced in June 2015 upon the project completion, with repayment secured by the Water Fund net revenues.

Water Fund Debt
Date
Issued
Amount
Issued
Outstanding
June 30, 2023
Outstanding
June 30, 2024
State Revolving Fund (SRF) Loan 6/2015 $14,494,395 $9,408,238 $8,714,616 The amortization schedule for the SRF loan follows:

Fiscal Year Interest Principal Outstanding
$14,494,395
2015-16 $ 631,358 $ 269,244 13,863,036
2016-17 595,616 304,987 13,267,421
2017-18 608,719 291,883 12,658,702
2018-19 622,111 278,491 12,036,591
2019-20 635,797 264,805 11,400,793
2020-21 649,785 250,817 10,751,008
2021-22 664,080 236,522 10,086,928
2022-23 678,690 221,912 9,408,238
2023-24 693,621 206,981 8,714,616
2024-25 708,881 191,722 8,005,736
2025-26 724,476 176,126 7,281,259
2026-27 740,415 160,188 6,540,844
2027-28 756,704 143,899 5,784,141
2028-29 773,351 127,251 5,010,789
2029-30 790,365 110,237 4,220,424
2030-31 807,753 92,849 3,412,671
2031-32 825,524 75,079 2,587,147
2032-33 843,685 56,917 1,743,462
2033-34 862,246 38,356 881,216
2034-35 881,216 19,387 -0-
$ 14,494,395 $ 3,517,655
Golf Operating Fund
In June 2007, the Golf Course Clubhouse project, totaling $5.3 million, was funded from Golf Course Improvement Reserve fund balances and an interim Interfund Loan Agreement in the amount of $2,500,000. In June 2012, the interim loan was converted into two long term loans; a five-year, fully amortized $750,000 Interfund Loan with the Workers’ Compensation Debt Summary
Fund, and a $1.75 million interest-only loan, bearing a 2% rate, from the Golf Depreciation and Capital Improvement Reserves.

The Workers’ Compensation loan was fully paid in FY 2016-2017.

Principal repayments on the remaining loan balance were not made during FY 2020-2021 to improve the Golf Operating Fund net working capital balance. Repayments will be considered annually. In FY 2021-2022, the $1.75 million loan was renewed and principal of $200,000 was paid on June 30th.

Golf Operating Fund Debt
Date
Issued
Amount
Issued
Outstanding
June 30, 2023
Outstanding
June 30, 2024
Golf Depreciation/Capital Reserves Loan 6/2012 $1,750,000 $1,550,000 $1,550,000 The repayment schedule of the Golf Course loan cannot currently be determined.

Former Redevelopment Agency
In July 1998, the RDA refinanced outstanding debt used to purchase the Casa Romantica historical site. Additionally, financing was included for two major capital projects and to fund operating deficits in the RDA. The total financing amounted to $3,849,000. In July, 2002 the existing interfund loans from the Sewer Depreciation Reserve and the General Liability SelfInsurance Fund were consolidated and repaid with a new interfund loan from the General Fund. The new loan amounted to $3,420,690, with structured annual payments.

On February 1, 2012 the RDA was dissolved and payments on the outstanding loan balance ceased. In compliance with State Law, the City obtained a Finding of Completion related to the dissolution process which authorized the reinstatement of the loan balance upon the approval of the Successor Agency board.

The Agency filed a Last and Final Recommended Obligation Payment Schedule (ROPS) in September 2016 and received a letter on November 1, 2016 from the California Department of Finance approving the Agency’s Last and Final ROPS. The only outstanding obligation was the repayment of the loan back to the City of San Clemente’s General Fund. The balance outstanding on the loan was revised and annual repayments are being made from Redevelopment Property Tax Trust Fund (RPTTF) amounts. Repayments on the loan are listed in a table below.

Repayment Schedule
RPTTF distribution ROPS (Period A) ROPS (Period B) Annual Total 2017-18 $ 137,419 $ 156,408 $ 293,827
2018-19 140,547 159,537 300,084
2019-20 143,738 162,727 306,465
2020-21 146,992 165,982 312,974
2021-22 169,302 169,301 338,603
2022-23 172,688 172,687 345,375
2023-24 176,142 176,141 352,283
2024-25 179,665 98,950 278,615
RDA Debt
Date
Issued Amount Issued
Outstanding
June 30, 2023
Outstanding
June 30, 2024
Loan from General Fund 7/2002 $3,420,690 $630,898 $278,615 Debt Summary
Other Debt - Assessment Districts and Community Facility District Debt The information below provides a general description of the Assessment Districts and the related debt and the debt outstanding. These obligations are not direct obligations of the City, and the data is provided for informational purposes only.

Re-Assessment District No. 2016-1, refinanced issued in July, 2017 in the amount of $9,615,000 defeased and redeemed the remaining outstanding bonds of the City of San Clemente Public Financing Authority Reassessment Refunding Revenue Bonds.

The debt was originally related to the Assessment District No. 98-1 Limited Obligation Improvement Bonds which were used to finance public improvements (wastewater) for the Forster Ranch development.

Community Facilities District No. 99-1 of the City of San Clemente 2021 Special Tax Refunding Bonds were issued for the purpose of refunding the District’s outstanding 2011 Special Tax Refunding Bonds. The bonds were refunded on July 21, 2021 in the amount of $2,520,000. Community Facilities District 99-1 (Plaza Pacifica), issued in August 2011 in the amount of $5,005,000 to refund outstanding debt of the December, 1999 issue that was issued in the amount of $5,755,000 to finance construction of various public improvements within the district, commonly referred to as Plaza Pacifica. The Community Facilities District 99-1 (Plaza Pacifica) was refinanced at the beginning of FY 2021-22 to achieve annual savings to the property owners.

Community Facilities District 2006-1 (Marblehead Coastal), issued in January 2016 in the amount of $55,490,000 to finance construction of various public improvements within the district, commonly referred to as Marblehead at Sea Summit.

Assessment District Debt
Date
Issued
Amount
Issued
Outstanding
June 30, 2023
Outstanding
June 30, 2024
Re-Assessment District 2016-1
Improvement & Sewer Refinancing 7/2017 $ 9,615,000 $ 5,095,000 $ 4,285,000 Community Facilities District No. 99-1 of
the City of San Clemente 2021 Special
Tax Refunding Bonds
7/2021 $ 2,520,000 $ 2,295,000 $ 2,050,000
Community Facilities District 2006-1
(Marblehead Coastal) 1/2016 $ 55,490,000 $ 52,765,000 $ 52,160,000

Performance Measures
Performance measures are designed to determine accountability, improve service quality, allocate resources and evaluate departmental performance in meeting San Clemente’s Mission Statement. In this section, performance measures are presented by the City’s major departments and reflect operations of all City funds.

A summary by department of the performance measures to the Mission Statement focus is summarized in the table below. Performance measures assess workloads, efficiency and effectiveness in meeting the needs of the citizens of San Clemente.

Detailed performance measures are presented this section by Department.

Mission Statement Focus
DEPARTMENTS Safe/Healthy
Atmosphere
Responsible
Growth &
Preservation
LongTerm
Stability
Balanced
Community
General Government encompasses the City Manager, City Clerk, and Economic Development. Performance measures focus on providing information to citizens, citizen interaction and general oversight to ensure ongoing efficiency and effectiveness.
√ √ √ √
Finance and Administrative Services is comprised of Treasury, Finance, Human Resources, Risk Management, Fleet Management and Information Technology functions. Performance measures focus on financial accountability, workforce activity, risk services and technology demands to allow City activities to function. √
Public Safety includes Police and Fire contracted services and Marine Safety. Performance measures in this area address the timeliness and service levels related to ongoing public safety as well as public preventative and education services.
√
Community Development consists of Building, Planning, and Code Enforcement divisions. Performance measures address the implementation of the City’s vision through land development, housing, construction and code enforcement activities.
√ √ √
Public Works includes Administration, Engineering, Maintenance (City Facilities, Streets, Beaches and Parks) and their related infrastructure. √ √ √
Utilities includes Water, Sewer, Storm Drain, Clean Ocean and Solid Waste services. Performance measures address the development, operations and maintenance of safe water supplies and sanitary disposal of waste, and improving local water quality.
√ √
Beaches, Parks & Recreation includes Administration, Recreation, and Golf Course services. Performance measures address the use of City parks and other recreational facilities, including special community events, and the offering of recreation activities to meet the community needs while maintaining the City’s character. √ √ √
2021-22 2022-23 2023-24
Actual Projected Budget
Number of Regular City Council minutes prepared within 21 days of meeting
24 21 20
Number of Regular City Council Agendas/Packets posted 4 days prior to meeting
22 21 20
Number of formal public records requests 1369 1171 1150 Number of contracts released within 7 working days of
receipt of completed contract and securities
154 136 140
Number of Council-adopted resolutions processed within 7 working days of adoption
59 59 60
Number of Council-adopted ordinances processed within 7 working days of adoption
13 18 22
Percent of Regular Council Minutes produced within 21
days
100.0% 100.0% 100.0%
Percentage of Agendas/Packets provided at least 4 days
prior to the meeting
100.0% 100.0% 100.0%
Percentage of public records requests responded to within 10 days
100.0% 100.0% 100.0%
Percent of contracts released within 7 working days of
receipt of completed contract and securities
100.0% 100.0% 100.0%
Percent of Council adopted resolutions processed within 7 working days of adoption.
100.0% 100.0% 100.0%
Percent of Council adopted ordinances processed within 7 working days of adoption.
100.0% 100.0% 100.0%
General Government
City Clerk
Workload Outputs:

Performance Measures
Effectiveness:

Performance Measures
2021-22 2022-23 2023-24
Actual Projected Budget
Percentage of quarterly reports completed within the end of the month after the financial close of the quarter.

75.0% 100.0% 100.0%
Rate of return on investments 1.25% 2.20% 2.75%
Percent of actual General Fund revenues to projections* 98.0% 100.0% 100.0% Percentage of City operating funds in balance* 90.0% 95.0% 95.0% Percentage of adopted fiscal policies in compliance* 95.0% 95.0% 95.0% * Annual measurement.

Number of accounting transactions processed 25,603 28,500 30,500 Number of utility bills generated per year 225,702 226,170 227,000 Number of business licenses issued 5,759 5,634 5,700
Average cost to process accounting transactions $49.17 $45.00 $44.50 Average cost to generate a utility bill $3.43 $3.90 $3.70 Average cost to generate a business license $32.13 $32.00 $32.60 Percentage accuracy of financial transactions within
established accuracy rates
100.0% 100.0% 100.0%
Percentage of receivables written off 0.08% 0.15% 0.10% Percentage of receivables over 60 days old 42.5% 35.0% 29.0% Finance & Administrative Services Administration
Workload Outputs:

Efficiency:

Effectiveness:

Finance & Administrative Services
Effectiveness:

Finance Division
Performance Measures
Efficiency:

Performance Measures
2021-22 2022-23 2023-24
Actual Projected Budget
Number of recruitments 38 34 25
Number of employees hired 37 30 25
Number of open Workers' Compensation claims 19 19 20
Percentage of recruitments opened within 2 workdays of
being approved
100.0% 100.0% 100.0%
Percentage of employees scheduled for pre-employment
orientation within 2 work days of receipt of PA by Human Resources office
100.0% 100.0% 100.0%
Percentage of employees on Workers' Compensation whose
initial paperwork is processed within 1 work day
100.0% 100.0% 100.0%
Number of workstation computers administered 310 313 315 Number of IT Help Desk service requests closed 2,517 2,800 2,800 Number of server computers administered (virtual (35),
physical (18), and other (14))
74 77 77
Percentage of requests for computer services initial
response provided within 1 business hour

98.9% 98.5% 99.0%
Percent of requests for computer services resolved within SLA Estimated Resolution Timeframe

99.3% 98.5% 99.0%
Finance & Administrative Services
Workload Outputs:

Human Resources
Performance Measures
Information Technology
Performance Measures
Efficiency:

Workload Outputs:

Efficiency:

Effectiveness:
2021-22 2022-23 2023-24
Actual Projected Budget
Total number of vehicles maintained 161 160 160
Number of work orders completed 630 590 590
Number of preventative maintenance services completed 290 270 280 Number of repeat work orders needed 0 0 0
Percentage of fleet available per month 98.7% 99.0% 99.0% Percentage of reworks relative to total work orders 0.0% 0.0% 0.0% Percentage of preventative maintenance services 100.0%
completed within 1 day
100.0% 100.0% 100.0%
Performance Measures
Effectiveness:

Performance Measures
Finance & Administrative Services
Contract Fleet Maintenance
Workload Outputs:
2021-22 2022-23 2023-24
Performance Measures Actual Projected Budget
Number of total calls for service 23,844 27,115 26,573
Number of emergency calls received (Priority 1) 351 341 344 Number of traffic collision reports 324 422 427
Number of Part 1 crimes committed per
1,000 population - annual

33.42 34.09 34.43
Average response time from dispatch to on-scene
emergency calls
4:59 4:46 4:41
# of use of force 56 45 40
# of arrests 1,496 1,339 1,353
# of parking violations 9,249 9,665 9,568
# of moving violations 3,664 1,729 1,746
# of Part 1 Crimes 2,214 2,258 2,303
# of Part 2 Crimes 1,803 1,631 1,647
Percentage of emergency calls responded to in 5 minutes or less

80.6% 75.5% 75.6%
Percentage change in Part I crimes
from prior year to current year
114.1%* 4.3% 2.0%
* In June 2021 statistical data changed from Uniform Crime Reporting to National Incident-Based Reporting System Number of emergency calls 5,661 5,871 6,018
Number of new construction fire inspections performed 344 357 405 Number of fire inspections performed 1,018 1,381 1,407
Number of fire plan checks completed 355 339 343
Average response time for emergency calls 6:55 7:01 6:59

64.0% 62.6% 63.6%
100.0% 99.1% 99.2%

97.5% 97.1% 97.3%
Percentage of 10 day turn around plan checks completed
within goal

96.3% 97.3% 96.5%
Performance Measures
Public Safety

96.8% 97.5%
Effectiveness:

Contract Police Services
Percentage of all plan checks completed within adopted 97.7% turn around time goals based on plan types
Workload Outputs:

Percentage of 5 day turn around plan checks completed
within goal
Efficiency:

Percentage of calls with response time within 7 minutes Effectiveness:

Workload Outputs:

Percentage of technical on-site inspections scheduled
within 72 hours
Efficiency:

Contract Fire Services
2021-22 2022-23 2023-24
Performance Measures Actual Projected Budget
Number of beach visitors (estimate) 2,522,500 2,522,500 2,448,722 Number of swimmer rescues 1,813 1,813 1,989
Number of preventative actions via public
education/warnings
26,943 26,943 33,567
Number of people reached through public education
programs
38,950 38,950 43,285
Number of drownings with lifeguards on duty 0 0 0
Visitors per lifeguard (8 hour shift) 835 835 789
Percentage of swimmer rescues without a drowning 100.0% 100.0% 100.0% Percent of City elementary schools reached through public education*

0.0% 100.0% 89.0%
* Annual measurement
Performance Measures
Marine Safety
Public Safety
Workload Outputs:

Efficiency:

Effectiveness:
2021-22 2022-23 2023-24
Performance Measures Actual Projected Budget
Number of building permits issued 3,480 3,300 3,300
Number of Plan Reviews performed 4,017 3,400 3,400
Number of building inspections completed 10,381 10,000 9,000 Number of Plan Reviews performed per Plan Check staff 1,388 1,200 1,100 Number of inspections conducted per inspector 3,460 3,000 3,000 Percentage of new projects first review
completed within 15 work days

89.6% 90.0% 95.0%
Percentage plan review rechecks %
reviewed within 10 work days

83.0% 80.0% 90.0%
Percentage response to the public
at the counter in 10 minutes

58.3% 75.0% 75.0%
Number of discretionary applications 92 124 130
Number of new administrative applications 277 250 225
Number of zoning plan check reviews 2,045 2,100 2,100
Number of planning agenda items (CC, PC, ZA,
DRSC, PC SS) 109 110 110
Number of Special Projects (GP IM's/ZO updates, etc.)
initiated 69 34 37
Number of people assisted at counter/ over phone 0 750 800 Number of outreach meetings attended (Business Liaison, Housing/Social Services, etc.) 112 92 95
Number of Historic Preservation-related applications 17 25 27 Number of Quality Assurance staff hours 0 20 20
Number of people assisted at counter/phone/FTE /Qtr 125.0 112.0 125.0 Number of Plan checks completed/FTE/Quarter 113 86 95

80.0% 80.0% 80.0%
Percentage of plan reviews completed within deadline 62.9% 77.9% 90.0% Community Development
Performance Measures
Building
Planning
Workload Outputs:

Workload Outputs:

Efficiency:

Effectiveness:

Percentage of HPPA properties maintained in compliance
Efficiency:
2021-22 2022-23 2023-24
Performance Measures Actual Projected Budget
Percent of discretionary applications completed within
deadline
100.0% 100.0% 100.0%
Percent of calls returned within one business day 80.2% 85.4% 93.0% Percent of counter served within 10 minutes n/a* 67.3% 68.0% Percent of counter served within 20 minutes n/a* 32.7% 25.0% *Counters closed to public due to COVID restrictions
Number of new cases 1,253 1,400 1,610
Number of complaints processed 2,376 2,488 2,860
Number of cases closed 952 1,100 1,265
Number of case actions 6,599 6,732 7,742
Number of site visits conducted 1,813 2,196 2,525
Number of hours for certification/training 72 16 18
Number of outreach hours provided 100.0%0 0 0
Number of hours assisting customers at public counter 12 24 30 Number of non-parking violations addressed 16654 20,232 24,417 Number of parking violations addressed 1046 1,570 1,806 Number of Park & Beach patrols/visits 24152 28,152 30,525 Number of hours for certification/training 0 120 120
Number of hours assisting reservation/rental customers at Parks/Beaches 575 716 823
Number of Maintenance issues reported/addressed 92 92 106 Number of hours assisting at special events/escorts 58 49 100 Number of permit/business license inspections 23 12 14
Number of complaints responded to 691 664 764
Number of new cases per officer 416 244 250
Number of cases closed per officer 317 367 375
Number of site visits per day per officer 2.3 2.0 2.0
Number of actions per officer 183 2,244 2,300
Number of cases (caseload) per officer 47 51 40
Number of total violations addressed/week/FTE Ranger 89.4 96.0 100.0 Number of Park & Beach patrols/week/FTE Ranger 138.7 139.0 140.0 Average number of hours assisting reservation & rental
customers/rental

3.1 4.0 4.0
Workload Outputs:

Performance Measures
Community Development
Effectiveness:

Code Compliance
Planning (continued)
Efficiency:
2021-22 2022-23 2023-24
Performance Measures Actual Projected Budget
Percentage of cases acknowledged within 2 days 54.1% 60.0% 60.0% Percentage of cases resolved within 10 days 45.8% 44.7% 45.0% Percentage of cases resolved within 30 days 55.1% 58.7% 60.0% Percentage of cases over 60 days old 73.4% 70.0% 70.0%
Number of Home Rehab loans provided to property owners 0 3 3 Number of businesses receiving commercial facade grants 0 3 4 Number of non-profits receiving Social Program grants 4 4 4 Percentage of Home Rehab loans expended 0.0% 100.0% 100.0% Percentage of business commercial façade grants expended 0.0% 25.0% 100.0% Percentage of Social Service Program Grants expended New 100.0% 100.0% Effectiveness:

Economic Development/Housing Administration
Workload Outputs:

Performance Measures
Community Development
Effectiveness:

Code Compliance (continued)
2021-22 2022-23 2023-24
Actual Projected Budget
Number of permits issued 233 480 480
Number of inspection stops conducted 2,449 3,000 3,000
Number of projects submitted for 1st plan check 45 60 60 Number of projects submitted for additional plan checks 76 100 100 Number of research projects conducted 130 350 350
Number of miles of streets rehabilitated 10.81 17.00 20.00 Number of citizen traffic complaints received 103 220 220 Time spent per first plan review (average hours) 5.75 6.00 6.00 Time spent per additional plan review (average hours) 4.67 5.00 5.00 Time spent per research project 0.33 0.40 0.40
Percent of response to citizen complaints within 45 days 80.6% 85.0% 85.0% Percent of project reviews completed in 15 days (1st plan check)

91.1% 85.0% 85.0%
Percent of project reviews completed in 10 days (add'l plan check)

84.2% 85.0% 85.0%
Percent of research projects completed in 10 days 100.0% 95.0% 95.0% Percent of projected street miles rehabilitated 63.0% 100.0% 100.0% Percent of traffic complaints resolved 80.6% 85.0% 85.0% Engineering
Efficiency:

Performance Measures
Performance Measures
Public Works
Workload Outputs:

Effectiveness:
2021-22 2022-23 2023-24
Actual Projected Budget
Number of potholes repaired 6 20 20
Number of signs repaired or replaced 331 1,000 1,000
Number of work orders received/completed by Facilities
Maintenance Section
277 1,000 1,000
Number of street light/traffic signal repairs 550 750 750 Number of USA responses (Underground Service Alerts) 136 200 200 Trim 2,500 trees annually to ensure a 8 year cycle 3,073 1,700 1,700 Number of graffiti cases 1,097 750 750
Average sq. ft. of pothole repairs provided per day of
service

57.2 220.0 220.0
Average # of signs maintained per hour of service provided 0.7 0.6 0.6 Average # of facilities maintenance work orders completed per day of service

1.3 4.0 4.0
Average # of USA completed per day of service 0.6 1.0 1.0 Average number of streetlight/traffic signal repairs per day 2.5 4.0 4.0 Cost of graffiti removal per case $107 $130 $130
Percentage of trees trimmed to maintain an average 8-year trimming cycle

85.4% 50.0% 50.0%
Percentage of signage repair requests responded to and
completed within 3 working days

96.3% 90.0% 90.0%
Percentage of street light / traffic signal service requests completed within 3 working days

93.5% 93.0% 93.0%
Percentage of USA service requests completed within 3
working days
100.0% 100.0% 100.0%
Percent of graffiti cases closed within 6 hours 68.3% 72.0% 72.0% Percentage of facilities maintenance work orders responded 93.8% 93.0% to in 3 working days
Performance Measures

65.0% 65.0%
Workload Outputs:

Percentage of pothole service requests repaired within 3 working days
Performance Measures
Public Works
Efficiency:

Maintenance

93.0%

16.7%
Effectiveness:
2021-22 2022-23 2023-24
Actual Projected Budget
Acre Feet of Potable water delivered 7,200 6,850 6,850
Customer Service requests completed 3,013 4,800 3,100
Millions of gallons of Wastewater processed 3.55 3.70 3.70 Acre feet of Recycled water delivered 1,210 1,400 1,210 # of miles of leak detection on potable water pipeline 87 80 80 # of Fire Hydrants serviced per year 318 225 225
# of potable/recycled water valves exercised per year 529 1,400 1,400 # of miles of Sewer lines cleaned 62 80 80
# of Storm Drain catch basins inspected 759 1,400 1,400 # of Storm Drain catch basins cleaned 137 275 275
# of miles of Sewer lines inspected by video 26.0 35.0 35.0 # of miles of Storm Drain lines inspected by video 7.0 5.0 5.0 Water loss audit validity score (annual) 68.0 70.0 70.0 Preventive maintenance procedures completed per asset 13,790 13,500 13,500 Percentage of Sewer collection system cleaned annually 38.0% 50.0% 50.0% Percentage of catch basins inspected annually 50.9% 100.0% 100.0% Percentage of catch basins cleaned annually 9.2% 20.0% 20.0% % Water Distribution system integrity - number of water
service leaks & main breaks per 100 miles of pipe

5.4 25.0 25.0
Utilities
Performance Measures
Workload Outputs:

Performance Measures
Efficiency:

Effectiveness:

Water/Sewer/Storm Drain
2021-22 2022-23 2023-24
Actual Projected Budget
Number of facilities inspected for storm water compliance 253 300 300 Number of water quality enforcement actions issued 117 150 150 Number of local outreach impressions per year 1,891,118 2,000,000 2,000,000 Number of facility inspections per FTE 253 300 300
Number of water quality enforcement actions issued 117 150 150 Number of public outreach "impressions" per capita 29 30 30 ** "impressions" refers to the estimated number views of educational materials
Number of households participating in the Household
Hazardous Waste (HHW) Program
662 1,400 1,400
Number of Waste Management Plans approved 818 700 700
Number of Public Outreach impressions 1,567,440 1,500,000 1,500,000 Number of trash barrel placement violations 295 300 300 Tons of Solid Waste diverted from landfill 30,526 25,000 25,000 Total % of participation for households HHW pick-ups
(19,000 households)

3.5% 2.8% 2.8%
Total number of Waste Management Plans approved per
quarter within 24 hours
818 700 700
Total number of trash barrel placement violations resolved within 7 days
295 600 600
Cost of Public Outreach impressions $0.41 $0.40 $0.40
Solid Waste program cost per ton diverted $3.17 $3.30 $3.30

0.0%
* Solid Waste performance measures are based on waste
diversion controlled by CR&R
Efficiency:

Utilities
Workload Outputs:

Performance Measures
Performance Measures
Efficiency:

Clean Ocean
Workload Outputs:

Effectiveness:

Solid Waste
2021-22 2022-23 2023-24
Actual Projected Budget
Number of recreation registrations 31,276 25,000 23,000 Number of attendees at aquatics centers 41,869 42,000 42,000 Number of classes offered 3,152 2,600 2,600
Number of facility bookings 3,086 3,500 3,500
Number of beach, ballfield, and park bookings 12,910 10,000 10,000 Number of partnered community events 26 24 24
Number of attendees at special events 75,419 75,000 100,000 Percent of registrations taken on-line 79.3% 75.0% 75.0% Percentage of total expenditures recovered by revenues 65.5% 60.0% 60.0% 48.9% 62.0% 65.0% Average number of facility bookings per day 8.4 8.0 9.0 Average number of beach, ballfield, and park bookings per day

35.5 30.0 30.0
Average attendence per class 11.5 12.0 12.0
Efficiency:

Performance Measures
Performance Measures
Beaches, Parks & Recreation
Effectiveness:

Recreation
Workload Outputs:
2021-22 2022-23 2023-24
Actual Projected Budget
Number of golf rounds played - projected 97,847 88,000 88,000 Number of golf course acres maintained 133 133 133
Total revenue generated by the Golf Course $2,562,653 $2,100,000 $2,100,000 Course utilization (rounds played/available tee times*) 84.3% 85.0% 85.0% Cost per round $26.29 $35.50 $35.50
Percentage cost of recovery 99.6% 99.0% 99.0%
Average green speed (Stimpmeter) 10'0" 10' 10'
Maintenance quality of golf course retained at a level B May through October
100.0% 100.0% 100.0%
Maintenance quality of golf course retained at a level C November through April
100.0% 100.0% 100.0%
Efficiency:

Golf Operating
Performance Measures
Performance Measures
Workload Outputs:

Beaches, Parks & Recreation
Effectiveness:

Staffing
The City enters FY 2023-24 with a San Clemente City Employees Association (SCCEA) agreement in place through June 30, 2024. The multi-year agreement includes salary increases annually, inclusion of non-pensionable bonus payments, adjusted health insurance rates, and maintained employees paying the full employee pension contribution (since July 2019). The agreement also memorialized a Class and Compensation Study to be initiated during FY 2022-23. The completion of the Class and Compensation is anticipated during calendar year 2024. The Memorandum of Understanding (MOU) is located on the City website and a summary of pension information, including rates and funding, is in this Budget section.

Part-time employees are not a represented employment group. However, part-time employees compensation was reviewed through a Class and Compensation review completed during FY 2023. Comparisons were made to surrounding cities and job descriptions and a revised pay schedule was approved to ensure recruitment efforts, retain existing employees, and to maintain operations.

FY 2023-24 Staffing Changes:

With the upcoming Class and Compensation Study, the only staffing changes incorporated into this Budget address Council priorities and organization critical needs. City staffing levels have improved since pandemic lows, with multiple hires during the 2022 calendar year. Staffing reassessments continue as vacancies arise and Human Resources is still prioritizing resources toward filling staff vacancies to meet service delivery needs to the citizens. Human Resources additionally has prioritized the Class and Compensation study for presentation to the City Council during calendar year 2023. This will allow a comprehensive plan for position changes, new positions, and reclassifications, while also reviewing pay rates to comparative agencies.

While staffing is considered with the budgetary process, Council may approve changes throughout the year, such as one position added during FY 2023 to address aquatic staffing needs. This was in addition to other part-time pay adjustments to ensure ongoing pool operations. Additionally, flexible job positions are modified accordingly throughout the year.

Staffing changes incorporated for FY 2023-24 were minimal pending the upcoming Class and Compensation study. Council has prioritized a Coastal Administrator that will report to the City Manager and focus on a key concern of citizens, which is sand replenishment and beach erosion.

Additionally, focus on enforcement at parks is addressed with the addition of two Park Ranger positions and a regrade for the Lead Park Ranger position to improve recruitment efforts. A benefitted part-time permit technician changed to full-time to improve customer service in Community Development.

FY 2023-24 Staffing Changes*
Department Change
General Government
Coastal Administrator 1.00
Public Works
Principal Civil Engineer 1.00
Senior Civil Engineer -1.00
Community Development
Park Ranger 2.00
Permit Technician - BPT to Full-Time 0.25
Beaches, Parks and Recreation
Marine Safety Officer 1.00
Ocean Lifeguard Supervisor -1.50
Subtotal FY 2023-24 Changes 2.75
* There was a 2.50 net change for FY 2023-24. Changes are reflected in the staffing chart in this section. The staffing chart in this section does not list part time non-benefited hourly employee funding levels.

Staffing
Staffing
Executive, 6.00
Manager, 30.00
Confidential,

5.00 General, 150.00
Sworn, 6.00
Benefited Parttime, 2.00
Limited Term,

2.00 Workforce by Category
188 187 186 192 197 195 191 191 192 193 198
10 11 11
10 6 5
5 5 4 4
3 0
50 100
150
200
250
2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 Historical FTE Comparison
Benefited P/T Full-Time
Staffing
General Fund Workforce Summary:

Police is the largest Department in the General Fund with 54 FTE positions and is staffed by OCSD. Information on these postions are listed on the Contract Staffing Chart. In addition to these 54 positons which serve the City of San Clemente directly, regional positions which total 16.9 FTE and are funded, which include traffic, auto theft, detectives, court, and other assistance.

Public Works is the second largest Department, with 44.30 FTE positions. The Staff breakout is listed in the Staffing Chart and include Administration, Engineering, and Maintenance. Staff maintains capital assets and all facilities (including other funds) and staff costs are partially recovered from capital project activity and General Fund Overhead charges.

Fire is part of the General Fund with 39 FTE positions and is staffed by OCFA. Information on these positions are listed on the Contract Staffing Chart. Ambulance staff is not listed, these services are provided by CARE ambulance.

Community Development has 35 FTE positions. The Staff breakout is listed in the Staffing Chart and these activities include Administration, Building, Planning, and Code Compliance operations. This exlcludes 2 FTE funded by other funds.

Finance and Administrative Services has 19.50 FTE positions. The Staff breakout is listed in the Staffing Chart and these activities include FAS Admin, Financial Services, Business Services, and Human Resources operations. These divisions provide services to all funds a portion of staff costs are recovered through General Fund Overhead charges.

Beaches, Parks and Recreation has 18.75 FTE positions. The Staff breakout is listed in the Staffing Chart and includes Recreation Administration and Recreation operations.

Marine Safety has 6.75 FTE positions. The Staff breakout is listed in the Staffing Chart and these activities include the Marine Safety operations.

General Government has 8 FTE positions. The Staff breakout is listed in the Staffing Chart and these activities include the City Manager and City Clerk operations. Since these divisions provide services to all funds, a portion of staff costs are partially recovered through General Fund Overhead charges.

General
Government, 8.00
Police, 54.00
Fire, 39.00
Marine Safety,

6.75 Community
Development,

35.00 Finance & Admin
Services, 19.50 Public Works,

44.30 Beaches, Parks &
Recreation, 18.75
General Fund -
Workforce by Department
Status FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 City Manager
City Manager E 1.00 1.00 1.00 1.00 1.00
Executive Assistant C 1.00 1.00 1.00 1.00 1.00
Economic Development Officer M 0.00 0.00 0.50 0.50 0.00 Assistant to the City Manager M 0.00 0.00 1.00 1.00 1.00 Management Analyst G 1.00 1.00 0.00 0.00 0.00
Coastal Administrator M 0.00 0.00 0.00 0.00 1.00
Total Full Time 3.00 3.00 3.50 3.50 4.00
Total City Manager 3.00 3.00 3.50 3.50 4.00
Finance & Admin. Services
Assistant City Manager/FAS Director E 1.00 1.00 1.00 1.00 1.00 Senior Administrative Assistant C 1.00 1.00 1.00 1.00 1.00 Office Specialist PT 0.25 0.00 0.00 0.00 0.00
Total Full Time 2.00 2.00 2.00 2.00 2.00
Total Part Time 0.25 0.00 0.00 0.00 0.00
Total Finance & Admin. Services 2.25 2.00 2.00 2.00 2.00 City Clerk
Legislative Administrator M 1.00 1.00 1.00 1.00 1.00
Deputy City Clerk G 1.00 1.00 1.00 1.00 1.00
Records Management Coordinator G 1.00 1.00 1.00 1.00 1.00 Office Specialist G 1.00 1.00 1.00 1.00 1.00
Total Full Time 4.00 4.00 4.00 4.00 4.00
Total City Clerk 4.00 4.00 4.00 4.00 4.00
Financial Services
Financial Services Officer M 1.00 1.00 1.00 1.00 1.00
Accountant G 1.00 1.00 1.00 1.00 1.00
Senior Accountant G 1.00 1.00 1.00 1.00 1.00
Payroll Coordinator C 1.00 1.00 1.00 1.00 1.00
Senior Accounting Specialist G 1.00 1.00 1.00 2.00 2.00 Management Analyst G 1.00 1.00 1.00 1.00 1.00
Accounting Specialist G 1.00 1.00 1.00 1.00 1.00
Total Full Time 7.00 7.00 7.00 8.00 8.00
Total Financial Services 7.00 7.00 7.00 8.00 8.00
Business Services
Accounting Specialist G 0.00 0.00 0.50 0.00 0.00
Central Services Assistant G 0.50 0.50 0.00 0.00 0.00
Business License Specialist G 1.00 1.00 1.00 1.00 1.00
Revenue Supervisor G 1.00 1.00 1.00 1.00 1.00
Utility Billing Specialist G 4.11 4.11 4.11 4.00 4.00
Revenue Analyst L 0.00 0.00 0.00 0.00 0.00
Total Full Time 6.61 6.61 6.61 6.00 6.00
Total Business Services 6.61 6.61 6.61 6.00 6.00
Central Services
Accounting Specialist G 0.00 0.00 0.50 0.00 0.00
Central Services Assistant G 0.50 0.50 0.00 0.00 0.00
Total Full Time 0.50 0.50 0.50 0.00 0.00
Total Central Services 0.50 0.50 0.50 0.00 0.00
Staffing Chart
Status FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 Staffing Chart
General Liability
Risk Management/Human Resources Officer M 1.00 1.00 1.00 1.00 1.00 Total Full Time 1.00 1.00 1.00 1.00 1.00
Total General Liability 1.00 1.00 1.00 1.00 1.00
Information Technology
Information Technology Manager M 1.00 1.00 1.00 1.00 1.00 Information Technology Analyst G 3.00 3.00 3.00 3.00 3.00 GIS Coordinator G 1.00 1.00 1.00 1.00 1.00
Systems Applications Analyst G 1.00 1.00 1.00 1.00 1.00 Total Full Time 6.00 6.00 6.00 6.00 6.00
Total Information Technology 6.00 6.00 6.00 6.00 6.00
Human Resources
Human Resources Manager M 1.00 1.00 1.00 1.00 1.00
Human Resources Analyst C 1.00 1.00 1.00 1.00 1.00
Human Resources Specialist C 1.00 1.00 1.00 1.00 1.00
Office Specialist PT 0.25 0.50 0.50 0.50 0.50
Total Full Time 3.00 3.00 3.00 3.00 3.00
Total Part Time 0.25 0.50 0.50 0.50 0.50
Total Human Resources 3.25 3.50 3.50 3.50 3.50
Engineering
Transportation Engineering Manager M 0.00 0.00 0.00 0.00 0.00 Associate Civil Engineer M 2.00 2.00 2.00 2.00 2.00
Assistant Engineer G 5.00 5.00 5.00 5.00 5.00
Sr. Construction Inspector G 1.00 1.00 1.00 1.00 1.00
Sr. Engineering Technician G 2.00 2.00 2.00 2.00 2.00
Principal Civil Engineer M 0.00 0.00 0.00 0.00 1.00
Senior Civil Engineer M 4.00 4.00 4.00 4.00 3.00
Construction Inspector G 1.00 1.00 1.00 1.00 1.00
Total Full Time 15.00 15.00 15.00 15.00 15.00
Total Engineering 15.00 15.00 15.00 15.00 15.00
Maintenance Services
Maintenance Manager M 1.00 1.00 1.00 1.00 1.00
Maintenance Operations Supervisor M 2.00 2.00 2.00 2.00 2.00 Facilities Maintenance Coordinator G 1.00 1.00 1.00 1.00 1.00 Sr. Facilities Maintenance Specialist G 1.00 1.00 1.00 1.00 1.00 Facilities Maintenance Specialist G 4.00 4.00 4.00 4.00 4.00 Maintenance Leadworker G 1.00 1.00 1.00 1.00 1.00
Electricial Coordinator G 0.00 0.00 1.00 1.00 1.00
Senior Electrician G 1.00 1.00 0.00 0.00 0.00
Master Electrician G 1.00 1.00 0.00 0.00 0.00
Electrician G 2.00 2.00 3.00 3.00 3.00
CMMS Coordinator G 0.30 0.30 0.30 0.30 0.30
Parking Meter Technician G 1.00 1.00 1.00 0.00 0.00
Maintenance Worker G 3.00 3.00 3.00 4.00 4.00
Administrative Assistant G 1.00 1.00 1.00 1.00 1.00
Contract Maintenance Coordinator G 1.00 1.00 1.00 1.00 1.00 Maintenance Contract Inspector G 1.00 1.00 1.00 1.00 1.00 Maintenance Inspection Coordinator G 1.00 1.00 1.00 1.00 1.00 Office Specialist G 1.00 1.00 1.00 1.00 1.00
Total Full Time 23.30 23.30 23.30 23.30 23.30
Total Maintenance Services 23.30 23.30 23.30 23.30 23.30 Status FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 Staffing Chart
Public Works Administration
Public Works Director/City Engineer E 1.00 1.00 1.00 1.00 1.00 Deputy Public Works Director M 1.00 1.00 1.00 1.00 1.00 Emergency Planning Coordinator L 1.00 1.00 0.00 0.00 0.00 Management Analyst G 1.00 1.00 1.00 1.00 1.00
Administrative Assistant G 1.00 1.00 1.00 1.00 1.00
Office Specialist G 2.00 2.00 2.00 2.00 2.00
Total Full Time 7.00 7.00 6.00 6.00 6.00
Total Public Works Administration 7.00 7.00 6.00 6.00 6.00 Building
Building Official M 1.00 1.00 1.00 1.00 1.00
Senior Building Inspector G 1.00 1.00 1.00 1.00 1.00
Plans Examiner G 2.00 2.00 2.00 2.00 2.00
Sr. Plan Check Engineer M 1.00 1.00 1.00 1.00 1.00
Building Inspector I/II G 2.00 2.00 2.00 2.00 2.00
Senior Permit Technician G 1.00 1.00 1.00 1.00 1.00
Permit Technician G 1.00 1.00 1.00 1.00 2.00
Administrative Assistant G 1.00 1.00 1.00 1.00 1.00
Permit Technician PT 0.75 0.75 0.75 0.75 0.00
Total Full Time 10.00 10.00 10.00 10.00 11.00
Total Part Time 0.75 0.75 0.75 0.75 0.00
Total Building 10.75 10.75 10.75 10.75 11.00
Code Compliance
Code Compliance Manager M 1.00 1.00 1.00 1.00 1.00
Senior Code Compliance Officer G 1.00 1.00 1.00 1.00 1.00 Community Outreach Worker L 0.00 0.00 1.00 2.00 2.00
Code Compliance Officer G 1.00 1.00 2.00 2.00 2.00
Code Compliance Technician G 2.00 2.00 2.00 2.00 2.00
Lead Park Ranger G 0.00 0.00 1.00 1.00 1.00
Lead Park Ranger PT 0.00 0.75 0.00 0.00 0.00
Park Ranger G 0.00 0.00 0.00 0.00 2.00
Senior Office Specialist G 0.00 0.00 1.00 0.00 0.00
Office Specialist G 1.00 1.00 0.00 1.00 1.00
Total Full Time 6.00 6.00 9.00 10.00 12.00
Total Part Time 0.00 0.75 0.00 0.00 0.00
Total Code Compliance 6.00 6.75 9.00 10.00 12.00
Planning
Deputy Community Development Director M 0.00 0.00 1.00 1.00 1.00 City Planner M 1.00 1.00 0.00 0.00 0.00
Senior Planner M 2.00 2.00 2.00 2.00 2.00
Associate Planner G 5.00 5.00 4.00 4.00 4.00
Community Development Technician G 1.00 1.00 1.00 1.00 1.00 Economic Development Officer M 0.00 0.00 0.50 0.50 1.00 Administrative Assistant G 1.00 1.00 1.00 1.00 1.00
Office Specialist G 1.00 1.00 1.00 1.00 1.00
Total Full Time 11.00 11.00 10.50 10.50 11.00
Total Planning 11.00 11.00 10.50 10.50 11.00
Community Development Admin.

Community Development Director E 1.00 1.00 1.00 1.00 1.00 Management Analyst G 1.00 1.00 1.00 1.00 1.00
Customer Service Specialist G 1.00 1.00 1.00 1.00 1.00
Status FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 Staffing Chart
Total Full Time 3.00 3.00 3.00 3.00 3.00
Total CD Administration 3.00 3.00 3.00 3.00 3.00
Beaches, Parks & Recreation Administration
Beaches, Parks & Recreation Director E 0.00 0.00 1.00 1.00 1.00 Recreation Manager M 1.00 1.00 0.00 0.00 0.00
Management Analyst G 0.00 0.00 1.00 1.00 1.00
Senior Administrative Assistant G 1.00 1.00 1.00 1.00 1.00 Total Full Time 2.00 2.00 3.00 3.00 3.00
Total Beaches, Parks & Recreation Administration 2.00 2.00 3.00 3.00 3.00 Recreation
Aquatics Supervisor G 1.00 1.00 1.00 1.00 1.00
Recreation Supervisor G 2.00 2.00 1.00 1.00 1.00
Recreation Coordinator G 5.00 5.00 5.00 5.00 5.00
Recreation Specialist G 4.00 4.00 4.00 5.00 5.00
Sr. Customer Service Specialist G 1.00 1.00 1.00 1.00 1.00 Customer Service Specialist G 2.00 2.00 2.00 2.00 2.00
Customer Service Specialist PT 0.75 0.75 0.75 0.75 0.75 Lead Park Ranger PT 0.75 0.00 0.00 0.00 0.00
Total Full Time 15.00 15.00 14.00 15.00 15.00
Total Part Time 1.50 0.75 0.75 0.75 0.75
Total Recreation 16.50 15.75 14.75 15.75 15.75
Marine Safety
Marine Safety Chief S 1.00 0.00 0.00 0.00 0.00
Marine Safety Captain S 0.00 1.00 1.00 1.00 1.00
Marine Safety Lieutenant S 1.00 1.00 1.00 1.00 1.00
Marine Safety Officer S 3.00 3.00 3.00 3.00 4.00
Office Specialist PT 0.75 0.75 0.75 0.75 0.75
Ocean Lifeguard Supervisor PT 1.50 1.50 1.50 1.50 0.00
Total Full Time 5.00 5.00 5.00 5.00 6.00
Total Part Time 2.25 2.25 2.25 2.25 0.75
Total Marine Safety 7.25 7.25 7.25 7.25 6.75
Golf Course
Golf Course Manager M 1.00 1.00 1.00 1.00 1.00
Golf Course Maintenance Leadworker G 1.00 1.00 1.00 1.00 1.00 Golf Course Mechanic G 1.00 1.00 1.00 1.00 1.00
Golf Course Maintenance Worker G 4.00 4.00 3.00 3.00 3.00 Golf Course Groundskeeper G 2.00 2.00 4.00 4.00 4.00
Total Full Time 9.00 9.00 10.00 10.00 10.00
Total Golf Course 9.00 9.00 10.00 10.00 10.00
Water
Utilities Director E 0.50 0.50 0.50 0.50 0.50
Utilities Manager M 0.45 0.45 0.45 0.45 0.45
Assistant Utiities Manager M 0.75 0.75 0.75 0.75 0.75
Utilities Operations Supervisor M 0.10 0.10 0.10 0.10 0.10 Utilities Maintenance Supervisor M 0.35 0.35 0.35 0.35 0.35 Sr. Office Specialist G 0.50 0.50 0.50 0.50 0.50
Office Specialist G 0.50 0.50 0.50 0.50 0.50
Lead Operator G 2.00 2.00 2.00 2.00 2.00
System Operations/Water Quality Coordinator G 1.00 1.00 1.00 1.00 1.00 Chief Operator G 1.20 1.20 1.20 1.20 1.20
Plant Operator G 1.75 1.75 1.75 1.75 1.75
Status FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 Staffing Chart
Lead Electrical Instrumentation Technician G 0.40 0.40 0.40 0.40 0.40 Electrical Instrumentation Technician G 0.80 0.80 0.80 0.80 0.80 Utilities Mechanic G 1.20 1.20 1.20 1.20 1.20
Utilities Chief Mechanic G 0.40 0.40 0.40 0.40 0.40
Maintenance Leadworker G 1.00 1.00 1.00 1.00 1.00
Distribution Operator II G 9.00 9.00 9.00 9.00 9.00
SCADA Specialist G 0.50 0.50 0.50 0.50 0.50
CMMS Coordinator G 0.30 0.30 0.30 0.30 0.30
Management Analyst G 0.50 0.50 0.50 0.50 0.50
Utility Support/Budget Coordinator G 0.00 0.00 0.00 0.00 0.00 Water Conservation Analyst G 0.85 0.85 0.85 0.85 0.85
Recycled Water Specialist G 1.00 1.00 1.00 1.00 1.00
Laboratory Coordinator G 0.30 0.30 0.30 0.30 0.30
Total Full Time 25.35 25.35 25.35 25.35 25.35
Total Water 25.35 25.35 25.35 25.35 25.35
Sewer
Utilities Director E 0.50 0.50 0.50 0.50 0.50
Utilities Manager M 0.45 0.45 0.45 0.45 0.45
Assistant Utilities Manager M 0.20 0.20 0.20 0.20 0.20
Utility Operations Supervisor M 0.85 0.85 0.85 0.85 0.85 Utility Maintenance Supervisor M 0.65 0.65 0.65 0.65 0.65 Sr. Office Specialist G 0.50 0.50 0.50 0.50 0.50
Office Specialist G 0.50 0.50 0.50 0.50 0.50
Lead Operator G 0.50 0.50 0.50 0.50 0.50
Chief Operator G 1.50 1.50 1.50 1.50 1.50
Plant Operator G 4.25 4.25 4.25 4.25 4.25
Lead Electrical Instrumentation Technician G 0.60 0.60 0.60 0.60 0.60 Electrical Instrumentation Technician G 0.90 0.90 1.05 1.05 1.05 Utilities Mechanic I/II G 1.65 1.65 1.65 1.65 1.65
Utilities Chief Mechanic G 0.60 0.60 0.60 0.60 0.60
Collection Systems Operator G 3.50 3.50 3.50 3.50 3.50
SCADA Specialist G 0.50 0.50 0.50 0.50 0.50
Management Analyst G 0.50 0.50 0.50 0.50 0.50
CMMS Coordnator G 0.35 0.35 0.35 0.35 0.35
Water Conservation Analyst G 0.15 0.15 0.15 0.15 0.15
Laboratory Coordinator G 0.70 0.70 0.70 0.70 0.70
Total Full Time 19.35 19.35 19.50 19.50 19.50
Total Sewer 19.35 19.35 19.50 19.50 19.50
Environmental Services Operating
Water Quality Code Compliance Officer G 1.00 1.00 0.00 0.00 0.00 Water Quality Code Compliance Officer L 1.00 1.00 0.00 0.00 0.00 Environmental Programs Supervisor M 1.00 1.00 1.00 1.00 1.00 Total Full Time 3.00 3.00 1.00 1.00 1.00
Total Environmental Services Operating 3.00 3.00 1.00 1.00 1.00 Storm Drain Utility
Utilities Manager M 0.10 0.10 0.10 0.10 0.10
Assistant Utilities Manager M 0.05 0.05 0.05 0.05 0.05
Utility Operations Supervisor M 0.05 0.05 0.05 0.05 0.05 Chief Operator G 0.30 0.30 0.30 0.30 0.30
Lead Operator G 0.50 0.50 0.50 0.50 0.50
CMMS Coordinator G 0.05 0.05 0.05 0.05 0.05
Electrical Instrumentation Technician G 0.30 0.30 0.15 0.15 0.15 Status FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 Staffing Chart
Utilities Mechanic I/II G 0.15 0.15 0.15 0.15 0.15
Collection Systems Operator G 1.50 1.50 1.50 1.50 1.50
Total Full Time 3.00 3.00 2.85 2.85 2.85
Total Storm Drain Utility 3.00 3.00 2.85 2.85 2.85
Solid Waste Management
Environmental Services Coordinator G 1.00 1.00 1.00 1.00 1.00 Total Full Time 1.00 1.00 1.00 1.00 1.00
Total Solid Waste Management 1.00 1.00 1.00 1.00 1.00
Grand Total Full Time 191.11 191.11 192.11 194.00 199.00 Grand Total Benefited Part Time (FTE)* 5.00 5.00 4.25 4.25 2.00 Total 196.11 196.11 196.36 198.25 201.00
Status: E = Executive, M = Manager, C = Confidential, G = General, S = Sworn, PT = Benefited Part-Time, L = Limited-Term *Includes only Benefited Part-time positions. FTE’s for hourly, non-benefited Part-time staff are not included in the Staffing Chart.

FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24
Fire Contract (OCFA)
Battalion Chief 3.00 3.00 3.00 3.00 3.00
Fire Captains 6.00 6.00 6.00 6.00 6.00
Fire Paramedic Captains 3.00 3.00 3.00 3.00 3.00
Fire Engineers 6.00 6.00 6.00 6.00 6.00
Paramedic Engineers 3.00 3.00 3.00 3.00 3.00
Paramedic Firefighters 12.00 12.00 12.00 12.00 12.00
Firefighters 6.00 6.00 6.00 6.00 6.00
Emergency Transport Technicians* 0.00 0.00 0.00 0.00 0.00 Ambulance Drivers - (Hourly Part-time/Seasonal)** 0.00 0.00 0.00 0.00 0.00 Total Fire Contract 39.00 39.00 39.00 39.00 39.00
Police Contract (OCSD)
Captain (formerly Lieutenant) 1.00 1.00 1.00 1.00 1.00
Patrol Sergeant 4.00 4.00 4.00 4.00 4.00
Administrative Sergeant 1.00 1.00 1.00 1.00 1.00
Investigator 4.00 4.00 4.00 4.00 4.00
Deputy 35.00 35.00 35.00 34.00 35.00
Deputy/Motorcycle 2.00 2.00 2.00 3.00 2.00
Community Services Officer 3.00 3.00 4.00 4.00 4.00
Crime Prevention Specialist 1.00 1.00 1.00 1.00 1.00
Office Specialist 2.00 2.00 2.00 2.00 2.00
Total Police Contract*** 53.00 53.00 54.00 54.00 54.00
Animal Services Contract
General Manager 1.00 1.00 1.00 1.00 1.00
Animal Services Officer Supervisor 0.00 0.00 0.00 0.00 1.00 Animal Services Officer 2.00 2.00 2.00 2.00 2.00
Kennel Attendant 3.00 3.00 3.00 3.00 3.00
Animal Services Supervisor 1.00 1.00 1.00 1.00 1.00
Customer Service Specialist II 1.00 1.00 1.00 1.00 1.00 Total Animal Services Contract 8.00 8.00 8.00 8.00 9.00 Fleet Contract
General Manager 0.80 0.80 0.80 0.80 0.80
Technician II 2.00 2.00 2.00 2.00 2.00
Office Clerk 0.75 0.75 0.75 0.75 0.75
Total Fleet Contract 3.55 3.55 3.55 3.55 3.55
Contract Staffing Chart
*** The OCSD Contract also includes 16.90 FTE of Regional support for Traffic, Auto Theft, Detective and other aspects. ** In FY 2016-17, the seasonal ambulance service with OCFA was replaced by a 2nd full-time ambulance provided by contract with a private ambulance carrier.
* In FY 2017-18, all Emergency Transport Services were discontinued with OCFA and transitioned to a private ambulance contract with Care Ambulance Services, providing two full-time Ambulances servicing the City of San Clemente.

Pension Summary
The City has four pension plans, which are summarized in the following chart. The chart lists the pension plan, plan administration information, participant groups and the benefit levels.

Plan Plan Administration Participants Benefit
Marine Safety CalPERS Lifeguards (Full Time) 3% @ 55 (Classic)

2.7% @ 57 (PEPRA)
Safety (Inactive) CalPERS Former police and fire employees 2% @50 (Classic)

2.7% @57 (PEPRA)
Miscellaneous CalPERS General employees (non-safety) 2% @ 55 (Classic) 2% @ 62 (PEPRA)
City of San Clemente Employee
Retirement Plan (CSCERP)
Milliman / Empower Former City employees and Coastal
Animal Services employees
2% @ 55 (Classic)
2% @ 62 (PEPRA)

PENSION CONTRIBUTIONS
Each pension plan’s contribution rates change annually and the FY 2023-24 actuarially determined rates are budgeted. Contributions are comprised of two factors: 1) A percentage rate based on payroll costs to fund the normal cost and 2) An annual flat dollar amount to pay the Unfunded Accrued Liability (UAL) required contribution. The employee rate is paid by employees and the employer rate and the UAL payment are paid by the City.

EMPLOYER PAID PORTION
Plan
FY 2023-24
Employee Rate
FY 2023-24
Employer Rate UAL Amount
Marine Safety 14.5% (PEPRA)

9.0% (Classic)

14.5% (PEPRA)

26.11% (Classic)
$ 24,000
Safety (Inactive) 0% 0% $ 740,000
Miscellaneous 7.5% (PEPRA)

7.0% (Classic)

10.4% (PEPRA)

10.4% (Classic)
$ 1.2 million
Past City employees and Coastal
Animal Services employees

10.75% (PEPRA)

7.0% (Classic)

19.1% (PEPRA)

19.1% (Classic)
$ 1.7 million

PENSION PLAN FUNDING
The funding ratio for all of the plans increased from last years 70% to 76%. CalPERS plans are funded at 83% and CSCERP at 54%. Individual plans are funded at different levels, with the percentages listed by Plan in the following chart.

Plan
Respective
Fund(s)
Market Value
of Assets Liability
Unfunded
Amount
Funding
Ratio
Marine Safety* General Fund $ 7,415,113 $ 7,589,557 $ 174,444 98 % Safety (Inactive)* General Fund 32,066,615 42,937,979 10,871,364 75 % Miscellaneous* All City Funds 68,013,066 79,370,868 11,357,802 86 % CSCERP** All Funds 22,994,000 42,649,000 19,655,000 54 % Totals $ 130,488,794 $ 172,547,404 $ 42,058,610 76 %
* CalPERS valuation information as of 6/30/2021.
** CSCERP valuation information as of 7/1/2022 valuation.

Pension Summary

FUNDING ACTIONS
The City, as part of the 2019 Long Term Financial Plan, implemented new Fiscal Policies related to pension which set a target funding level of 90% for each plan and provide for additional actions to be taken to improve funding levels and disclosures related to pension. These included:
• Adding annual information to the annual LTFP and Budget related to pensions • Making additional contributions to CalPERS and modifying amortization bases • Submitted a formal application to transfer active CASA participants to CalPERS The City continues to make the required actuarial determined contributions and is taking additional actions, based on LTFP guidance, to improve the long term funding of the plans. In addition to annual discretionary payments in October 2021, City Council approved the “3-2-1 Pension Funding Strategy” to meet 90% target level for CalPERS plans. The following table summarizes the actions on the “3-2-1 Pension Funding Strategy” and the current status on each action.

Action Current Status
$3 million Safety Plan payment $3 million completed by the end of FY 2023 $2 million Miscellaneous Plan payment $2 million completed in FY 2022 $1 million set aside in a Section 115 Plan After further consideration during the LTFP process, City Council changed this payment to
a direct UAL paydown on a pension plan. This
payment was done in FY 2023 based on that
direction.

As funds become available, the City Council may consider the creation of a Section 115 Plan with City Council approval. Alternatively, the City will be reviewing the CSCERP plan to meet the 90% funding target set in Fiscal Policy, revisions to the Pension Investment Policy, and a review of switching the CASA active employees to CalPERS.

List of Acronyms
0BAB 1BAssembly Bill
2BAHRP 3BArterial Highway Rehabilitation Program
4BARP 5BAmerican Rescue Plan
6BAQMD 7BAir Quality Management District
8BCAC 9BCoastal Advisory Committee
10BCAFR 11BComprehensive Annual Financial Report
12BCalPERS 13BCalifornia Public Employees Retirement System 14BCASA 15BCoastal Animal Services Authority
16BCDBG 17BCommunity Development Block Grant
18BCDBG-CV 19BCommunity Development Block Grant – Coronavirus 20BCIP 21BCapital Improvement Program
22BCJPIA 23BCalifornia Joint Powers Insurance Authority 24BCMMS 25BComputerized Maintenance Management System
26BCOBRA 27BConsolidated Ominbus Budget Reconciliation Act 28BCOLA 29BCost of Living Allowance
30BCOPS 31BCitizens Options for Public Safety Grant
32BCWA 33BClean Water Act
34BDOJ 35BDepartment of Justice Grant
36BEDMS 37BElectronic Document Management System
38BEPA 39BEnvirnmental Protection Agency Grant
40BFEMA 41BFederal Emergency Management Agency
42BFHWA 43BFederal Highway Administration
44BFLSA 45BFair Labor Standards Act
46BFTE 47BFull Time Equivalent
48BFY 49BFiscal Year (June 30th)
50BGAAP 51BGenerally Accepted Accounting Principles
52BGASB 53BGovernment Accounting Standards Board
54BGDP 55BGross Domestic Product
56BGFOA 57BGovernment Finance Officers Association
58BGMA 59BGrowth Management Area
60BHUD 61BUS Department of Housing and Urban Development 62BHVAC 63BHeating, ventilation, and air conditioning
64BIPMC 65BInternational Property Maintenance Code
66BJRWSS 67BJoint Regional Water Supply System
68BLTFP 69BLong-Term Financial Plan
70BMWD 71BMetropolitan Water District of Southern California 72BNPDES 73BNational Pollution Discharge Elimination System 74BOCFA 75BOrange County Fire Authority
76BOCSD 77BOrange County Sheriff’s Department
78BOCTA 79BOrange County Transit Authority
80BOES 81BOffice of Emergency Services
82BOHBC 83BOle Hanson Beach Club
84BOPEB 85BOther (than pensions) Post Employment Benefits 86BPERS 87BPublic Employee Retirement System
88BRCFPP 89BRegional Circulation Financing and Phasing Program 90BRDA 91BRedevelopment Agency (Dissolved 2/1/2012)
92BSCAC 93BSan Clemente Aquatics Center
94BSCADA 95BSupervisory Control and Data Acquisition System 96BSCAQMD 97BSouth Coast Air Quality Management District 98BSCCEA 99BSan Clemente City Employee Association (City union employees) 100BSDWA 101BSafe Drinking Water Act
List of Acronyms
102BSONGS 103BSan Onofre Nuclear Generating Station
104BSOCWA 105BSouth Orange County Wastewater Authority
106BSRF 107BState Revolving Fund
108BSTLU 109BShort Term Lodging Unit
110BSWRCB 111BState Water Resources Control Board
112BTEA 113BTransportation Enhancement Activities
114BTOT 115BTransient Occupancy Tax
116BUAL 117BUnfunded Accrued Liability
118BURMP 119BUrban Runoff Management Plan
120BVHSP 121BVista Hermosa Sports Park
122BVLF 123BVehicle License Fees
Glossary
AB939:

In 1989, Assembly Bill 939, known as the Integrated Waste Management Act, was passed because of the increase in waste stream and the decrease in landfill capacity. Mandates a reduction of waste being disposed: jurisdictions were required to meet diversion goals of 25% by 1995 and 50% by the year 2000. AB 939 also established an integrated framework for program implementation, solid waste planning, and solid waste facility and landfill compliance.

AB2928:

A State of California Assembly Bill entitled “Traffic Congestion Relief Act” that provides funding for the street and highway pavement maintenance, rehabilitation and reconstruction of necessary associated facilities.

Accounting System:

The City’s financial set of records and procedures that record, classify, and report information on the status and operations of the City.

Accrual Basis Accounting:

Under this accounting method, transactions are recognized when they occur, regardless of the timing of related cash receipts and disbursements. All proprietary and fiduciary funds are accounted for using the accrual basis of accounting.

Air Quality Improvement Fund:

The Air Quality Improvement Fund is used to account for revenues and expenditures relating to the reduction of vehicle pollution.

American Rescue Plan Act (ARPA):

The American Rescue Plan Act (ARPA) of 2021 is a $1.9 trillion economic stimulus bill. Within the ARPA, the Coronavirus State and Local Fical Recovery Fund (CSLFRF) provides $350 billion for states, municipalities, counties, tribes, and territories, including $130 billion for local governments split evenly between municipalities and counties.

Amortization:

The process of decreasing, or accounting for, an amount over a period of time.

Appropriation:

An authorization made by the City Council which permits officials to incur obligations against and to make expenditures of governmental resources. Appropriations are typically granted for a one-year period.

Appropriation Ordinance:

The official legal document approved by the City Council authorizing city officials to obligate and expend resources.

Assessed Valuation:

The estimated value of real and personal property used by the Orange County Assessor as the basis for levying property taxes.

Actuarial Assumptions:

Mathematical/statistical assumptions on a variety of information that dictate the rates paid by public employers and employees (Life expectancy, number of FTE’s, market rate assumptions etc.) Balanced Budget:

A balanced budget is one in which total expenditures equal total revenue. An entity has a budget surplus if expenditures are less than revenues. It has a budget deficit if expenditures are greater than revenues.

Bond (Debt Instrument):

A written promise to pay a specified sum of money at a specified future date, at a specified interest rate. Bonds are typically used to finance capital facilities.

Bond Rating:

The City has an “issuer bond rating” of AAA awarded by the rating firm of Standard & Poor’s. An obligation rated “AAA” is the highest rating assigned by Standard & Poor’s. This means that the City’s capacity to meet its financial commitment on the debt obligation is extremely strong.

Budget:

A financial plan, including proposed expenditures and estimated revenues, for a period in the future.

Glossary
Budget Document:

The official financial spending and resource plan submitted by the City Manager and adopted by the City Council explaining the approved budget to the public and City Council.

California Public Employees Retirement System (CalPERS):

Public Employees Retirement System provided for Public Safety personnel by the State of California.

Capital Assets:

Assets of significant value and having a useful life of several years. Capital assets are also called fixed assets.

Capital Expenditures:

Expenditures which result in the acquisition of or additions to fixed assets. Examples include land, buildings, machinery and equipment, and construction projects.

Capital Improvements:

Buildings, structures, or attachments to land such as sidewalks, trees, drives, pipelines, drains and sewers.

Capital Improvement Program (CIP):

A plan, over a period of six years, setting forth each capital project; the amount to be expended in each year; and the method of financing capital expenditures.

Capital Projects Fund:

In governmental accounting, this is a fund that accounts for financial resources to be used for the acquisition or construction of capital facilities. The total cost of a capital project is accumulated in a single expenditure account which accumulates until the project is completed, at which time the fund ceases to exist.

Community Development Block Grant (CDBG):

Federal grant funds distributed from the U.S. Department of Housing and Urban Development (HUD). The City primarily uses these funds for housing rehabilitation, public improvements, and local public service programs.

Carry Forward Projects:

Capital improvement projects approved in prior fiscal years which have been brought forward into the new fiscal year budget.

Central Services Fund:

The Central Services Fund is used to account for the cost of providing central mail, reprographic services and for the operating costs of routine and emergency communications for all City Departments.

California Joint Powers Insurance Authority (CJPIA):

This is a public-entity risk pool comprised of a cooperative group of governmental agencies joined together to finance the exposure of liability and workers’ compensation risks. The City is self-insured for both liability and workers’ compensation insurance. CJPIA provides excess coverage on liability losses.

Citizens Options for Public Safety (COPS) Grant:

The City receives these funds based on California legislative approval of the annual appropriation to counties and cities for public safety.

The grants are distributed based on population. The funds are restricted to “front-line” law enforcement efforts and are used to partially fund a deputy position.

Clean Ocean Fund:

This fund, created in January of 2003, accounts for activities associated with improving surface water quality and for complying with Federal and State mandated storm water/urban runoff discharge issues.

Clean Ocean Improvement Reserve:

The Clean Ocean Improvement Reserve provides for capital improvements necessary to comply with the requirements of the State of California clean ocean water quality program.

Glossary
Clean Water Act (CWA):

The primary federal law in the U.S. governing water pollution. Its objective is to restore and maintain the chemical, physical, and biological integrity of the nation’s waters by preventing point and nonpoint pollution sources, providing assistance to publicly owned treatment works for the improvement of wastewater treatment, and maintaining the integrity of wetlands.

Coastal Advisory Committee (CAC):

A City Council appointed committee to make recommendations on coastal zone policies and to serve as an advocate on coastal related issues.

Coastal Animal Services Authority (CASA):

The Joint Powers Agency (JPA) which provides animal control and shelter for the cities of San Clemente and Dana Point.

Commputerized Maintenance Management System (CMMS):

A computer database of information about the City’s maintenance operations.

Consolidated Ominbus Budget Reconciliation Act (COBRA):

Congress passed the landmark Consolidated Omnibus Budget Reconciliation Act (COBRA) health benefit provisions in 1986. The law amends the Employee Retirement Income Security Act (ERISA), the Internal Revenue Code and the Public Health Service Act to provide continuation of group health coverage that otherwise would be terminated.

Cost of Living Allowance (COLA):

Cost of Living Allowance agreed to between the City and the San Clemente City Employee Association (SCCEA).

Comprehensive Annual Financial Report (CAFR):

The official financial report of the City. It includes an audit opinion as well as basic financial statements and supporting schedules necessary to demonstrate compliance with finance-related legal and contractual provisions.

Constant Dollars:

A measure of the cost of goods or services with the effects of inflation removed.

Contingency:

A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted.

Contingent Liabilities:

Items which may become liabilities of the City but are undetermined at a given date, such as pending lawsuits, unsettled disputed claims, unfilled purchase orders, and uncompleted contracts.

Contract Services:

Services provided to the City from the private sector or other public agencies.

Contributed Capital:

Resources which are externally restricted for the acquisition or construction of capital assets. This category includes, but is not limited to, capital grants, residual equity transfers in and contributions from developers.

Cost Allocation:

A fair and equitable methodology for identifying and distributing direct and indirect costs, from a service provider to the service consumer.

In the City’s case, the general fund is the service provider, while the external funds are the service consumer.

Debt Service:

Payment of interest and repayment of principal to holders of the City's debt instruments.

Debt Service Fund:

A fund established to account for the accumulation of resources for the payment of long-term debt principal and interest.

Glossary
Decision Package:

A standardized format whereby departments may request budgetary consideration for new programs, positions, capital equipment, and reclassification.

Deficit:

The excess of liabilities over assets.

Depreciation:

Cost recorded based on an assets estimated useful life due to a decrease in value based on wear and tear, decay and general decline in value.

Developer Fees:

Fees that are charged for specific Community Development services.

Developers Improvement Fund:

The Developers Improvement Fund is used to account for the proceeds of settlements from developers and the future costs of maintaining and/or improving the streets or other infrastructure in the related development tracts.

Electronic Document Management System (EDMS):

The City implemented a two-year project in 2000 to convert the City’s current and future records from paper to electronic storage. The Electronic Document Management System (EDMS) provides a program that allows retrieval of stored documents by staff and the public.

Within the Central Services Fund, funding is appropriated for the on-going conversion of documents to the system. Divisions are allocated EDMS charges through interdepartmental charges, one year in arrears, for the scanning of documents.

Encumbrance:

An amount of money committed for the payment of goods and services not yet received or paid for.

Enterprise Fund:

In governmental accounting, a fund that provides goods or services to the public for a fee that makes the entity self-supporting. It basically follows GAAP as does a commercial enterprise.

Environmental Protection Agency (EPA) Grant:

The Environmental Protection Agency (EPA) grant funding is dispersed by the EPA to the City via project-specific grants for the planning and implementation of urban runoff water quality improvement initiatives. Under terms of these grants, the City is required to provide matching funds for 45% of the project cost.

Expenditures:

Accounts kept on the accrual or modified accrual basis of accounting to track when expenditures are recognized, such as goods are received or services rendered.

Facilities Maintenance Reserve:

The Facilities Maintenance Reserve provides a funding source for maintenance of City facilities. Facilities maintenance expenditures include costs such as flooring replacement, roof replacement, interior and exterior painting, HVAC replacement and parking lot seal coat/striping for all City facilities, plus the compressor, speed drive and boiler for the City pool.

Federal Emergency Management Agency (FEMA):

Federal Emergency Management Agency. A Federal Agency that supports citizens and first responders to ensure that we work as a nation to build, sustain and improve our capability to prepare for, protect against, respond to, and recover from all hazards.

Federal Safe Water Drinking Act (SDWA):

The principal federal law in the U.S. intended to ensure safe drinking water for the public. SDWA applies to every public water system in the U.S.; however, it does not regulated bottled water.

Fiduciary Funds:

Funds used to report assets held in a trustee or agency capacity for others.

Glossary
Fiscal Year:

A 12-month period to which the annual operating budget applies and at the end of which the City determines its financial position and results of its operations. San Clemente's fiscal year runs from July 1 - June 30.

Financial Overview:

This section provides an overview of the changes adopted in the budget. Additionally, the significant impacts of budgetary changes are outlined along with dollar amounts (Increase/Decrease).

Five-Year Financial Forecast:

Estimates of future revenues and expenditures to help predict the future financial condition of the community. The Five Year Financial Forecast is included in the City’s annual Long Term Financial Plan.

Fixed Assets:

Assets which are intended to be held or used for a long term, such as land, buildings, improvements other than buildings, machinery and equipment.

Fleet Maintenance Fund:

The Fleet Maintenance Fund is used to account for the operation, maintenance and replacement of City owned vehicles and equipment.

Fleet Replacement Reserve:

The Fleet Replacement Reserve accounts for funds set aside for replacement of Fleet vehicles and equipment.

Fair Labor Standards Act:

The Fair Labor Standards Act sets minimum wage, overtime pay, equal pay and Child Labor Standards for private and public sector employees. Enforcement of the FLSA is assigned to the Department of Labor, Wage and Hour Division.

Full Time Equivalents:

The amount of time a position has been budgeted for in terms of the amount of time a regular, full-time employee normally works in a year.

For example, a full-time employee (1 FTE) is paid for 2,080 hours per year, while a .5 FTE would work 1,040 hours per year.

Fund:

An independent fiscal and accounting entity with a self-balancing set of accounts recording cash and/or other resources together with all related liabilities, obligations, reserves and equities.

Fund Accounting:

System used by nonprofit organizations, particularly governments. Since there is no profit motive, accountability is measured instead of profitability. The main purpose is stewardship of financial resources received and expended in compliance with legal requirements.

Fund Balance:

The excess of fund assets and resources over fund liabilities is also defined as Fund Equity. A portion of Fund Equity may be unspendable, restricted, committed, assigned and unassigned; the remainder is available for appropriation, and is referred to as the Fund Balance.

Fund Equity:

The excess of fund assets and resources over fund liabilities. A portion of the equity of a governmental fund may be unspendable, restricted, committed, assigned and unassigned; the remainder is referred to as fund balance.

Funded Status:

A measure of how well funded, or how “on track” a plan or risk pool is with respect to assets versus accrued liabilities. A ratio greater than 100 percent means the plan or risk pool has more assets than liabilities and a ratio less than 100 percent means liabilities are greater than assets.

Gas Tax Fund:

The Gas Tax Fund accounts for revenues and expenditures apportioned under the Streets and Highways Code of the State of California.

Expenditures may be made for any street related purpose in the City’s system of streets, County bikeways and pedestrian walkways.

Glossary
General Employee:

Administrative and clerical support, maintenance workers, skilled trade and craft workers.

General Fund:

In governmental accounting, the fund used to account for all assets and liabilities of a nonprofit entity, except those particularly assigned for other purposes in another more specialized fund. It is the primary operating fund of the City of San Clemente.

General Government:

City Manager, City Council, City Clerk, and Economic Development Divisions.

General Liability Self-Insurance Fund:

The General Liability Self-Insurance Fund is used to provide the City with liability and property insurance. Coverage is provided through the City’s participation in a joint powers agreement through the CJPIA.

General Obligation Bonds:

Bonds for which the full faith and credit of the City is pledged for payment.

General Plan:

Document which incorporates the strategic vision of the community into guiding principals for land use, urban design, housing, mobility, economic development, public health and safety, environmental resources, utilities, recreation and historic and cultural resources.

Generally Accepted Accounting Principles:

Uniform minimum standards for financial accounting and reporting that govern the form and content of the basic financial statements..

Government Finance Officers Association:

The GFOA develops a body of recommended best practices in the functional areas of public finance to give state and local governements more guidance on sound financial management practices.

Golf Course Capital Improvement Reserve:

The Golf Course Capital Improvement Reserve provides for capital improvements to the existing golf course.

Golf Course Fund:

The Gold Course Fund accounts for the operation, maintenance and assets associated with the City-owned 18-hole golf course.

Golf Depreciation Reserve:

The Golf Depreciation Reserve accounts for funds set aside for replacement or major repairs of Golf Fund equipment or facilities.

Government Accounting Standards Board:

An organization created to provide comparability and consistency between different government agencies. GASB issues statements regarding various accounting issues and provides guidelines on how accounting transactions should be recorded.

Governmental Fund:

Governmental Funds are a self-balance set of accounts whose primary sources are taxes, intergovernmental revenues, and other nonexchange revenues.

Homeowners Exempt Subvention:

Supplemental homeowner’s property tax used for public utilities.

Housing and Urban Development:

US Department of Housing and Urban Development. Fedearl Agency set up to create strong, sustainable, inclusive communities and quality afforadable housing for all.

Improvements:

Buildings, structures, or attachments to land such as sidewalks, trees, drives, tunnels, drains and sewers.

Glossary
Information Technology Fund:

The Information Technology Fund accounts for costs associated with the City's centralized computer system and is used to distribute these costs to the benefiting departments on a pro rata basis. Costs for hardware and software maintenance and development, computer training and staff support are included
Interdepartmental/Interfund Transfers:

Flows of assets (such as cash or goods) without equivalent flows of assets in return and without a requirement for repayment.

Interest and Rentals:

Revenue derived from the use of property or money.

Interfund Payments:

Expenditures made to other City funds for services rendered.

Interfund Transfers:

Revenues earned for services provided to other City funds.Intergovernmental Revenue:

Revenue received from other governmental agencies and municipalities, such as grants from the State or Federal government.

Intergovernmental Services:

Purchases from other governments of those specialized services typically performed by local governments.

Internal Service Fund:

Funds used to account for the financing of goods or services provided by one department to other departments or agencies of the City.

Joint Regional Water Supply System:

A joint powers authority that ownes, operates and maintains the water system infrastructure.

Lease-Purchase Agreements:

Contractual agreements which are termed "leases", but which in substance amount to purchase contracts.

Levy:
(Verb) To impose taxes, special assessments or service charges for the support of governmental activities. (Noun) The total amount of taxes, special assessments or service charges imposed by Orange County levying property taxes.

Licenses and Permits:

Revenues earned by the issuance of licenses or permits levied in accordance with the benefits conferred by the license or permit.

Local Drainage Facilities Fund:

The Local Drainage Facilities Fund is used to account for drainage fees collected to defray the cost of designing and constructing local drainage facilities and the expenditures for those purposes.

Long-Term External Debt:

Debt borrowed from a source outside the City with a maturity of more than one year after the date of issuance.

Long-Term Financial Plan:

A plan which identifies fiscal issues and opportunities, establishes fiscal policies and goals, examines fiscal trends, produces a financial forecast, and provides for feasible solutions.

Lucity:

A software for public works, offering solutions and support to provide effective asset and maintenance management. Lucity is used by the public works division in connection with the payroll as a time-management tool.

Maintenance:

Expenditures made to keep an asset in proper condition or to keep an asset in working order to operate within its original capacity.

Glossary
Major Fund:

Funds in which revenues, expenditures, assets or liabilities are at least 10% of corresponding totals for all governmental or enterprise funds, and at least 5% of the aggregate amount for all governmental and enterprise funds for the same item.

Measure M2:

A local initiative that increased sales taxes by one-half percent approved by Orange County Voters in 1990, which provides funding for transportation improvements. This was extended and is now call Measure M2.

Medical Insurance Fund:

The Medical Insurance Fund accounts for expenditures for medical benefits offered to all regular full-time employees.

Metropolitan Water District (MWD) of Southern California:

Metropolitan Water District of Southern California is a wholesaler that provides water to cities and water districts. These cities and water districts provide drinking water to people in parts of Los Angeles, Orange, San Diego, Riverside, San Bernadino and Ventura counties.

Miscellaneous Grants Fund:

The Miscellaneous Grants Fund accounts for federal grants received from the Department of Housing and Urban Development (HUD). The grants are to be used for the development of a viable community by providing decent housing, a suitable living environment and expanding economic opportunities, principally for persons of low and moderate income.

Modified Accrual Basis:

Under this accounting method, revenues are recognized when they become both measurable and available to finance expenditures of the current period. Expenditures for the most part are recognized when the related fund liability is incurred except for prepayments, accumulated employee leave and long-term debt. All governmental funds are accounted for using the modified accrual basis of accounting.

Net Working Capital:

Net Working Capital is a common accounting formula used for financial analysis. It is defined as current assets minus current liabilities.

Usually simply called working capital.

National Pollution Discharge Elimination System:

Permit system established by the U. S. Environmental Protection Agency to regulate discharge of treated sewage, storm water and urban runoff.

Object:

An expenditure classification which refers to the type of item purchased or the service obtained. Examples include personnel, supplies, and contract services.

Orange County Transit Authority:

Orange County Transit Authority serves Orange County residents and travelers by providing countywide bus and paratransit service, Metrolink rail service, the 91 Express Lanes, freeway, street and road improvement projects, individual and company commuting solutions, motorist aid services and by regulating taxi operations.

Office of Emergency Services:

Office of Emergency Services of the State of California helps to protect lives and property, build capabilities, and support communities by preparing for, protecting against, responding to, and recovering from the impacts of all hazards and threats.

Operating Budget:

The operating budget is the primary means by which most of the financing of acquisition, spending and service delivery activities of a government are controlled. The use of annual operating budgets is required by law.

Operating Funds:

Funds which are utilized to account for the day-to-day activities of the fund. Examples of this type of fund would be Water Operating, Sewer Operating, Central Services and the General Fund.

Glossary
Operating Transfer:

Routine or recurring transfer of assets between funds.

Other Charges:

Expenditures that do not fit in other categories, such as insurance premiums and claims, and service/social program expenditures.

Other (than pensions) Post Employment Benefits:

Other Post Employment Benefits refer to benefits other than pensions paid by the employer for retired employees. This refers to retiree medical, dental, prescription drug, vision, life insurance, group legal and long-term care benefits.

Other Revenues:

Revenues from sources other than those specifically identified that are too immaterial in amount to justify the creation of new revenue account line items.

Overhead Charges:

General Fund Overhead (Cost Allocation Program) charges are the recapturing of the cost of services provided to the other funds from the General Fund. These costs would include Personnel, Finance, Payroll, Accounts Payable, Accounts Receivable, City Clerk, and general administration, utilities, maintenance, etc.

Parimutuel Taxes:
“Parimutuel” is a system of betting on races in which the winning bettors share the total amount bet minus a percentage to the operators.

The tax is collected by registered racetracks (collectors) and remitted to the City.

Parks Acquisition and Development Fund:

The Parks Acquisition and Development Fund is used to account for the revenues received from developer fees and the expenditures for the acquisition, construction, improvement or renovation of City owned parks.

Park Asset Replacement Reserve:

The City Council has established a Park Asset Replacement Reserve with a target balance of $1.2 million for the replacement of park assets.

Performance Measure:

Represents the objectives of each City department along with a target date for achieving the objective.

Performance Results:

A summary of major accomplishments and objectives that were met during the fiscal year.

Personnel:

Salaries paid to City employees. Included are items such as regular full time, regular part time, premium overtime and special duty pay.

Personnel Benefits:

Those benefits paid by the City as conditions of employment. Examples include insurance and retirement benefits.

Police Grants Fund:

The Police Grants Fund is used to account for revenues and expenditures relating to police grants.

Professional:

Technical experts, analysts, professional engineers and planners.

Program:

Organizational units directed to attain specific purposes or objectives.

Projected Surplus/Deficit:

The projected surplus/deficit is the net of forecasted receipts and forecasted disbursements. A surplus is the result of receipts exceeding disbursements, and a deficit is the result of disbursements exceeding receipts.

Glossary
Proposition 13:

Limits the local property tax rate to a maximum of 1% of a property's assessed market value, rolled back assessments to 1975 values, and unless a property was sold, capped the increase in assessed values at 2%. New taxes, such as a parcel tax, must be approved by two-thirds of local voters.

Proposition 42:

Transportation Funding Plan that requires, effective July 1, 2008, existing revenues resulting from state sales and use taxes be used for public transit and mass transportation; city and county street and road repairs and improvements; and state highway improvements.

Imposes the requirement for a two-thirds of the Legislature to suspend or modify the percentage allocation of the revenues.

Proposition 50:

Proposition 50, the Water Security, Clean Drinking Water, Coastal and Beach Protection Act was approved by the voters in 2002. The bill authorizes grants and loans for the purpose of protecting drinking water from intentional contamination.

Proposition 57:

Proposition 57, the Governor’s Economic Recovery Bond bill, was approved by the voters in March 2004. This bill authorized the State to sell $15 billion of deficit financing bonds to put the budget back in balance. Proposition 57 includes a proposed “triple flip” which essentially swaps one-quarter percent of the local sales tax for an equal amount of “in-lieu” sales tax.

Proposition 58:

Passed in March 2004, this proposition changed the State Constitution and mandates the passage of a balanced budget. If the Legislature and Governor do not pass a balanced budget by July 1, the appropriation level from the previous year’s budget will remain in effect.

Constitutional changes were enacted upon which set up a special reserve account that would reach $8 billion or 5% of the General Fund.

This legislation also restricts the use of certain types of borrowing to cover state deficits.

Proposition 218:

A statewide initiative passed by the voters of California on November 5, 1996. The initiative provided voters with the right to vote on new taxes. The passage of Proposition 218 also eliminated the City’s Lighting & Landscape assessment district because assessments considered “general benefits” such as beach maintenance could not be assessed to property owners.

Proprietary Fund:

Proprietary Funds are a self-balance set of accounts that focus on determination of operating income and whose primary revenue sources are user charges to achieve cost recovery.

Public Facilities Construction Fund:

The Public Facilities Construction Fund is used to account for developer fees collected at the time a building permit is issued to provide for future public facilities necessitated by new development and expenditures for construction of beach parking facilities, public safety buildings or equipment and public facilities.

Purpose Statement:

This provides a general description of the primary purpose of a department or division.

Quimby Act:

The Quimby Act was first established in 1965 by the California legislature. It provides provisions in the Subdivision Map Act for the dedication of fees and/or parkland. California State law requires developers to dedicate fees or land for public parks at a ratio of 5 acres per 1,000 residents in the new development.

Regional Circulation Financing and Phasing Program Fund:

The Regional Circulation Financing and Phasing Program Fund is used to account for the revenues received from developer traffic impact fees and the expenditures for roadway improvements to accommodate new development.

Reserve:

An account used to indicate that a portion of fund equity is restricted for a specific purpose.

Glossary
Reserve Fund:

The Reserve Fund is used to account for funds set aside for capital equipment replacement, facilities maintenance, park asset replacement and accrued employee benefits for retired, terminated or former employees funded from the General Fund.

Resources:

Total dollars available for appropriations including estimated revenues, fund transfers and beginning fund balances.

Revenue Bonds:

Bonds issued pledging future revenues, usually water or sewer charges to cover debt payments.

Safety/Quiet Zone:

A designated section or railroad including one or more consecutive public grade crossings in which trains are prohibited from sounding their horns.

Supervisory Control and Data Acquistion System:

Supervisory Control and Data Acquisition System refers to industrial control systems used to control infrastructure processes, facilitiy based processes, or industrial processes.

Service Charges:

Charges for specific services rendered.

Service Description:

A description of the services or functions provided by each department or division.

Sewer Connection Fee Reserve:

The Sewer Connection Fee Reserve is used to construct new facilities required to collect, transport and treat the additional sewage generated by new development.

Sewer Depreciation Reserve:

The Sewer Depreciation Reserve accounts for funds set aside for replacement or major repairs of Sewer Fund equipment or sewer system infrastructure.

Sewer Fund:

The Sewer Fund is used to account for the activities associated with the collection and treatment of wastewater by the City.

Solid Waste Management Fund:

The Solid Waste Management Fund is used to account for the activities associated with the collection, recycling, and disposal of residential and commercial solid waste within the City.

San Onofre Nuclear Generating Station:

San Onofre Nuclear Generating Station.

South Coast Air Quality Management District:

AQMD is the air pollution control agency for all of Orange County and the urban portions of Los Angeles, Riverside and San Bernardino counties.

South Orange County Wastewater Authority:

Created on July 1, 2001 as a Joint Powers Authority with no taxing authority to plan for, acquire, construct, maintain, repair, manage, operate and control facilities for the collection, transmission, treatment and disposal of wastewater, the reclamation and use of wastewater for beneficial purposes, and the production, transmission, storage and distribution of non-domestic water. Special Assessment Bonds:

Bonds payable from the proceeds of special assessments.

Special Revenue Fund:

In governmental accounting, fund used to account for the proceeds of special revenue sources (other than special assessments, expendable trusts, or for major capital projects) that are legally restricted to expenditure for specified purposes.

Glossary
State Revolving Fund:

State program provides low-cost financing to public agencies for a wide variety of infrastructure projects.

State Water Resources Control Board:

Oversees the allocation of the state’s water resources to various entities and for diverse uses, from agriculture irrigation to hydo electrical power generation to municipal water supplies, and for safeguarding the cleanliness and purity of California’s water.

Storm Drain Depreciation Reserve:

The Storm Drain Depreciation Reserve accounts for funds set aside for replacement or major repairs of the Storm Drain Utility Fund equipment or storm drain system infrastructure.

Storm Drain Utility Fund:

The Storm Drain Utility Fund is used to account for the activities associated with the operation and maintenance of the City’s storm water collection system.

Street Improvement Fund:

The Street Improvement Fund is used to account for revenues and expenditures related to the rehabilitation of City streets.

Successor Agency:

The entity responsible for winding down the operations of the Redevelopment Agency.

Subsidence Claims:

Claims pending against the City’s General Liability Self-insurance Fund for land movement.

Subventions:

Revenues collected by the State which are allocated to the City on a formula basis. For example, motor vehicle and gasoline taxes.

Supplemental Appropriation:

An appropriation approved by the Council after the initial budget is adopted.

Supplies:

An expenditure classification for articles and commodities purchased for consumption or resale. Examples include office and operating supplies, fuel, power, water, gas, inventory or resale items and small tools and equipment.

Sworn:

Full-time Lifeguard and safety personnel. Fire & Police personnel are included within Police & Fire contracts with the County of Orange.

Taxes:

Compulsory charges levied by the City, County & State for the purpose of financing services performed for the common benefit.

Transient Occupancy Tax:

Pursuant to the California State Revenue and Taxation Code Section 7280, a tax levied on any person occupying a hotel or motel room or renal property for less than 30 consecutive calendar days. The City’s levy is 10% of the rent charged to the occupant.

Transportation Bond Program:

Proposition 1B provides that a percentage of proceeds of State bonds be used to fund the mobility, safety, and air quality improvements of Street and highway maintenance, rehabilitation, reconstruction, or storm damage repair conducted by cities.

Unfunded Accrued Liability (UAL):

When a plan or pool’s Value of Assets is less than its Accrued Liability, the difference is the plan or pool’s Unfunded Accrued Liability (or unfunded liability). If the unfuned liability is positive, the plan or pool will have to pay contributions exceeding the Normal Cost.

Glossary
Urban Runoff Management Plan:

A plan to identify and implement programs that will reduce or eliminate polluted discharges and improve local water quality. The plan consists of three main components; structural treatment projects, dry weather monitoring/illegal discharge detection and elimination and public education. The URMP is managed through the Clean Ocean Fund.

Vehicle License Fees:

An annual fee on the ownership of a registered vehicle in California paid to the Department of Motor Vehicles (DMV). The state retains authority over both the amount of revenues that are collected and the method of their distribution to local governments and the Legislature holds the authority to alter the level of VLF revenues.

Water Acreage Fee Reserve:

The Water Acreage Fee Reserve accounts for fees assessed to developers on all parcels of land developed and connected to the City’s water system. Expenditures from this fund are made to plan, design, inspect and construct new water system infrastructure and equipment.

Water Depreciation Reserve:

The Water Depreciation Reserve accounts for funds set aside for replacement or major repairs of Water Fund equipment or water system infrastructure.

Water Fund:

The Water Fund is used to account for the activities associated with the purchase, treatment, distribution and transmission of water by the City and its users.

Workers’ Compensation Fund:

The Workers’ Compensation Fund accounts for the cost to provide Workers’ Compensation insurance coverage to all City employees in compliance with State of California requirements.

Working Capital:

A financial calculation, which represents operating liquidity to the City. It is calculated as current assets minus current liabilities.

Index
Accounting Systems & Controls .................................................................................................................................................. 49 Acronyms, List of...................................................................................................................................................................... 345 Air Quality Improvement Fund................................................................................................................................................. 149 All Fund Expenditures By Line Item............................................................................................................................................ 76 All Fund Expenditures Summary................................................................................................................................................. 75 All Fund Revenue Assumptions.................................................................................................................................................. 67 All Fund Revenues By Line Item.................................................................................................................................................. 62 All Fund Revenues Summary ...................................................................................................................................................... 61 All Funds Budget Overview......................................................................................................................................................... 53 All Funds Summary - Expenditures by Category......................................................................................................................... 57 All Funds Summary - Revenues by Category .............................................................................................................................. 56 All Funds Budget Summary......................................................................................................................................................... 55 All Programs Expenditure Summary........................................................................................................................................... 70 Appropriations Limit................................................................................................................................................................. 309 Appropriations Limit Computation........................................................................................................................................... 310 Beaches/Parks Maintenance .................................................................................................................................................... 136 Beaches, Parks & Recreation Administration .......................................................................................................................... 139 Beaches, Parks & Recreation Department Overview ............................................................................................................... 137 Beaches, Parks & Recreation Department Summary ............................................................................................................... 138 Budget Comparison by Fund - Expenditures .............................................................................................................................. 59 Budget Comparison by Fund - Revenues.................................................................................................................................... 58 Budget Process, The ................................................................................................................................................................... 47 Budget Summary ....................................................................................................................................................................... 27 Building..................................................................................................................................................................................... 128 Capital Improvement Program – Introduction ......................................................................................................................... 199 Capital Improvement Program – Carry Forward Projects......................................................................................................... 297 Capital Improvement Program – Maintenance & Other Projects - Revenue Summary ........................................................... 215 Capital Improvement Program – Maintenance & Other Projects - Summary by Category ...................................................... 207 Capital Improvement Program – Maintenance & Other Projects - Summary by Fund ............................................................ 212 Capital Improvement Projects (New) – Revenue Summary ..................................................................................................... 214 Capital Improvement Projects (New) – Summary by Category ................................................................................................ 205 Capital Improvement Projects (New) – Summary by Fund ...................................................................................................... 209 Capital Improvement Projects Graph – Expenditures by Category Summary .......................................................................... 203 Capital Improvement Projects Graph – Revenue Summary ..................................................................................................... 203 Capital Improvements Projects – Map ..................................................................................................................................... 202 Capital Improvements Projects – Drainage Master Plan.......................................................................................................... 216 Capital Improvements Projects – Parks & Median Master Plan............................................................................................... 223 Capital Improvements Projects – Wastewater (Sewer) Master Plan........................................................................................ 237 Capital Improvements Projects – Street Master Plan............................................................................................................... 250 Capital Improvements Projects – Water Master Plan .............................................................................................................. 266 Capital Improvements Projects – City Facilities Master Plan.................................................................................................... 282 Capital Project Funds................................................................................................................................................................ 155 CDBG Grant Funds.................................................................................................................................................................... 146 Central Services Fund ............................................................................................................................................................... 190 City Clerk .................................................................................................................................................................................. 110 City Council............................................................................................................................................................................... 107 City General.............................................................................................................................................................................. 109 City Manager............................................................................................................................................................................ 108 City Manager's Transmittal Letter.............................................................................................................................................. 13 City Staffing Changes................................................................................................................................................................ 333 City Treasurer........................................................................................................................................................................... 115 Clean Ocean Operating Division Summary............................................................................................................................... 173 Code Compliance...................................................................................................................................................................... 130 Community Development Administration ............................................................................................................................... 127 Community Development Department Overview.................................................................................................................... 125 Index
Community Development Department Summary.................................................................................................................... 126 Contract Fire Services............................................................................................................................................................... 122 Contract Fleet Services ............................................................................................................................................................ 192 Contract Police Services ........................................................................................................................................................... 121 Contract Public Safety Staffing Chart ....................................................................................................................................... 342 Debt Summary.......................................................................................................................................................................... 311 Demographic and Statistical Information............................................................................................................inside back cover Department Accomplishments................................................................................................................................................... 17 Developers Improvement Fund................................................................................................................................................ 161 Disaster Relief Fund.................................................................................................................................................................. 147 Distinguished Budget Presentation Award................................................................................................................................. 12 Economic Development ........................................................................................................................................................... 111 Employee Medical Insurance Program..................................................................................................................................... 195 Engineering............................................................................................................................................................................... 134 Enterprise Funds....................................................................................................................................................................... 167 Enterprise Funds Operating Summary ..................................................................................................................................... 169 Expenditures by Category - All Funds......................................................................................................................................... 57 Expenditures by Category - General Fund.................................................................................................................................. 84 Expenditures by Line Item - All Funds ........................................................................................................................................ 76 Expenditures by Line Item - General Fund ................................................................................................................................. 98 Expenditures Summary - All Funds............................................................................................................................................. 75 Expenditure Summary - General Fund ....................................................................................................................................... 97 Finance ..................................................................................................................................................................................... 116 Finance & Administrative Services Department Overview....................................................................................................... 113 Finance & Administrative Services Department Summary....................................................................................................... 114 Finance & Administrative Services/Treasurer .......................................................................................................................... 115 Financial Overview ..................................................................................................................................................................... 31 Fiscal Policy............................................................................................................................................................................... 301 Fire Services Contract............................................................................................................................................................... 122 Five-Year Financial Forecast ....................................................................................................................................................... 42 Fleet Services ........................................................................................................................................................................... 192 Fleet Replacement Reserve ..................................................................................................................................................... 193 FY 2022-2023 Strategic Priories ................................................................................................................................................. 14 Fund Summary - Expenditures by Category ............................................................................................................................... 57 Fund Summary - Revenues by Category..................................................................................................................................... 56 Gas Tax Fund ............................................................................................................................................................................ 144 General Fund Expenditure Overview.......................................................................................................................................... 96 General Fund Expenditure Summary ......................................................................................................................................... 97 General Fund Expenditures by Category .................................................................................................................................... 84 General Fund Expenditures by Department............................................................................................................................... 83 General Fund Expenditures by Line Item ................................................................................................................................... 98 General Fund Summary by Department..................................................................................................................................... 83 General Fund Revenue Assumptions.......................................................................................................................................... 92 General Fund Revenue Overview............................................................................................................................................... 86 General Fund Revenue Summary ............................................................................................................................................... 87 General Fund Revenues by Category.......................................................................................................................................... 82 General Fund Revenues by Line Item......................................................................................................................................... 88 General Government Department Overview ........................................................................................................................... 105 General Government Department Summary ........................................................................................................................... 106 General Liability Self-Insurance Fund ....................................................................................................................................... 197 Glossary .................................................................................................................................................................................... 347 Golf Capital Improvement Reserve .......................................................................................................................................... 187 Golf Depreciation Reserve........................................................................................................................................................ 186 Index
Golf Operating Division Summary ............................................................................................................................................ 175 Historical FTE Comparison........................................................................................................................................................ 336 Human Resources..................................................................................................................................................................... 117 Information Technology ........................................................................................................................................................... 191 Internal Service Funds.............................................................................................................................................................. 189 Legislative................................................................................................................................................................................. 107 Local Cable Infrastructure Fund ............................................................................................................................................... 150 Local Drainage Facilities Fund .................................................................................................................................................. 157 Maintenance Services .............................................................................................................................................................. 135 Marine Safety ........................................................................................................................................................................... 123 Medical Insurance Fund ........................................................................................................................................................... 195 Miscellaneous Grants Fund ...................................................................................................................................................... 146 Mission Statement ....................................................................................................................................................................... 9 Organization Chart ..................................................................................................................................................................... 11 Parks Acquisition & Development Fund ................................................................................................................................... 156 Pension Summary..................................................................................................................................................................... 343 Performance Measures............................................................................................................................................................ 315 Planning.................................................................................................................................................................................... 129 Police Grants Fund ................................................................................................................................................................... 151 Police Services Contract ........................................................................................................................................................... 121 Position Changes...................................................................................................................................................................... 333 Public Facilities Construction Fee Fund .................................................................................................................................... 159 Public Safety Department Overview........................................................................................................................................ 119 Public Safety Department Summary ........................................................................................................................................ 120 Public Works Administration.................................................................................................................................................... 133 Public Works Department Overview ........................................................................................................................................ 131 Public Works Department Summary ........................................................................................................................................ 132 RCFPP Fund............................................................................................................................................................................... 158 Reader’s Guide to the Budget .................................................................................................................................................... 23 Recreation ............................................................................................................................................................................... 140 Reserve Fund............................................................................................................................................................................ 163 Revenue Assumptions – All Funds.............................................................................................................................................. 67 Revenue by Category - All Funds................................................................................................................................................ 56 Revenue by Category - General Fund......................................................................................................................................... 82 Revenue by Line Item - All Funds ............................................................................................................................................... 62 Revenue by Line Item - General Fund ........................................................................................................................................ 88 San Clemente At A Glance.......................................................................................................................................................... 21 Sewer Connection Fee Reserve. ............................................................................................................................................... 182 Sewer Depreciation Reserve .................................................................................................................................................... 180 Sewer Operating....................................................................................................................................................................... 171 Sewer Other Agency Depreciation Reserves............................................................................................................................ 183 Solid Waste Management Fund ............................................................................................................................................... 174 Special Revenue Funds............................................................................................................................................................. 141 Staffing Chart............................................................................................................................................................................ 336 Staffing – Staffing Changes....................................................................................................................................................... 333 Storm Drain Utility Depreciation Reserve................................................................................................................................. 184 Storm Drain Utility Operating................................................................................................................................................... 172 Index
Street Improvement Fund ........................................................................................................................................................ 142 Street Improvement Program .................................................................................................................................................. 250 Table of Contents ......................................................................................................................................................................... 5 Utility Rates & Issues.................................................................................................................................................................. 33 Water Acreage Fee Reserve ..................................................................................................................................................... 178 Water Depreciation Reserve .................................................................................................................................................... 176 Water Operating....................................................................................................................................................................... 170 Water Other Agency Depreciation Reserves ............................................................................................................................ 179 Workers’ Compensation Fund.................................................................................................................................................. 196

San Clemente City CouncilMay 23, 2023

San Clemente City Council
May 23, 2023