San Dimas City Council
August 13, 2024

2022-23 2023-24 2023-24 2024-25

ACTUAL ADOPTED ESTIMATED ADOPTED

BUDGET BUDGET REVENUES BUDGET
Motor Vehicle License Fees Excess/Mo 35,816 30,000 30,000 30,000 Homeowners Exemption 14,583 15,000 15,000 15,000
Metro/COG Open Streets Grant 30,000 - - -
LEAP Grant - 150,000 62,115 87,885
SGVCOG Public Safety Grant - 200,000 - 200,000
SB2 Planning Grant 60,000 70,732 48,894 -
Oil Payment Program/UOBG 5,604 5,200 5,200 5,475
Recycling Grant Mkt Sites 8,892 8,664 8,664 8,744
U.S.D.A. Summer Lunch Program 10,056 9,500 9,500 13,900 FEMA - COVID 19 Reimbursement 22,000 - - -
Sub-Total 186,951 489,096 179,373 361,004

GENERAL FUND - INTERGOVERNMENTAL
Zoning/Subdivision Fees/Monument Fees 23,937 16,500 16,700 37,500 DPRB Fees 11,984 11,000 11,000 5,000
Miscellaneous Planning Fees - 2,100 2,900 3,400
Public Hearing Notice Sign 770 900 200 1,000
Monument Inspection 2,200 900 300 1,000
Misc/Overhead Chgs Dev Svcs 26,576 8,000 5,000 5,000
Administration of Prop A/C/Measure R 100,000 75,000 75,000 75,000 Administration Fees for Staff fr WH 03 25,000 25,000 25,000 25,000 Administration Fee for Serv Charter Oak Pk 300,000 300,000 300,000 300,000 Auto Impound Storage Fees 10,788 15,000 10,000 10,000
Sale of Maps & Publications - 500 - -
Sub-Total 501,255 454,900 446,100 462,900

RECREATION FEES & CHARGES
Recreation Fees & Charges 507,905 445,350 434,000 570,350 Sub-Total 507,905 445,350 434,000 570,350

RECREATION CENTER FEES
Swim & Racquet Park Fees 442,758 417,075 412,710 448,500 BUSD Boosters Contribution - 56,810 129,760 129,760
Sub-Total 442,758 473,885 542,470 578,260
REFUNDS\REIMBURSEMENTS
WC/Gen Liability Insurance Refund 58,430 58,430 58,430 63,414 Mandated Costs 22,131 15,000 15,000 15,000
Reimbursment Services Waste Management 75,000 75,000 75,000 75,000 Administrative Costs Successor Agency 97,000 100,000 100,000 100,000 Administrative Costs Housing Authority 105,770 100,000 100,000 100,000 Misc Sale of Property (391-001) 404,449 - - -
Misc. Settlement Class Action (391-002) 679,157 - - -
BUSD Crossing Guard 6,000 9,100 9,100 9,100
BUSD School Resource Officer Contrib 167,213 241,940 241,940 254,037 Sr Citizen Club Bingo Contribution 2,800 2,000 2,500 2,500 Miscellaneous 18,274 15,000 17,000 18,000
Sub-Total 1,636,223 616,470 618,970 637,051
TOTAL GENERAL FUND REVENUE 30,567,681 30,409,086 30,518,370 31,405,047

GENERAL FUND - CHARGES FOR CURRENT SERVICES
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2022-23 2023-24 2023-24 2024-25

ACTUAL ADOPTED ESTIMATED ADOPTED

BUDGET BUDGET REVENUES BUDGET

TRANSFERS IN FROM
Transfer from Gas Tax Fund 02 225,000 225,000 225,000 250,000 Transfer from Lighting District Fund 07 125,000 125,000 125,000 150,000 Transfer from AQMD Fund 71 2,000 2,000 2,000 2,000
Sub-Total 352,000 352,000 352,000 402,000

SUB-TOTAL GENERAL FUND
REVENUES/TRANSFERS 30,919,680 30,761,086 30,870,370 31,807,047

SPECIAL CITY FUNDS
02 State Gas Tax 916,512 1,001,761 991,335 996,572
03 Walker House Fund 138,768 134,470 181,071 210,070
06 Sewer Construction 108,348 95,400 89,121 93,400
07 City Wide Lighting District 1,672,070 2,381,095 1,605,213 1,659,540 08 Landscape Parcel Tax 1,011,117 1,049,550 1,041,038 1,047,000 12 Infrastructure Replacement 441,250 2,125,950 80,000 4,703,352 20 Community Parks & Fac Development 72,167 208,899 3,200 - 21 Open Space District #1 134,830 895,815 847,391 -
22 Open Space District #2 - - - -
23 Open Space District #3 - - - -
40 Community Development Block Grt 156,115 427,504 427,504 489,091 41 Citizen's Option for Public Safety 172,128 166,000 199,659 200,000 53 Golf Course 1,153,836 959,000 977,000 982,000
70 New Equipment Reserve 20,940 - - -
71 Air Quality Management District 63,819 47,000 57,000 57,000 72 Prop A Transit 5,005,919 1,000,310 1,250,103 1,160,528 73 Prop C Transit 806,441 833,510 880,420 840,073
74 Measure R 594,024 622,632 674,632 646,305
75 Open Space Maintenance 45,868 46,638 45,595 45,940
76 Measure M 680,934 704,983 791,983 755,812
77 Road Maint. Rehab Act. 806,580 872,775 881,569 924,248 78 Measure W Fund 703,255 1,278,000 1,390,421 698,450
101 ARPA Fund 4,021,429 - - -
TOTAL SPECIAL CITY FUNDS 18,726,350 14,851,292 12,414,255 15,509,381

SPECIAL CITY FUNDS TRANSFERS IN
Transfer to City Hall/Comm Bldg/Plaza Fund (04) 691,331 689,639 689,639 - Transfer to Landscape Parcel Tax Fund (08) 91,000 - - 157,507 Transfer to Community Parks & Facilities (20) - 645,000 645,000 - Transfer to Open Space Dist (North & West) Fund (21) 298,250 - - - Transfer to Open Space Dist. #2 Fund (22) 63,791 10,925 10,925 - Transfer in to Housing Authority Successor Fund (34) 234,527 206,952 206,952 287,465 Transfer to Open Space Maitenance Fund (75) 28,000 5,974 5,974 1,817 SUB-TOTAL SPECIAL CITY FUNDS TRANSFERS IN 1,406,899 1,558,490 1,558,490 446,789 69

USE OF GENERAL FUND RESERVES
Transfer to Infrastructure Fund (012) 892,476 3,339,657 3,418,236 93,752 Transfer to Equipment Replacement Fund (70) - - - -
Transfer to Captial Assets Reserve Fund (100) - 1,595,000 1,595,000 1,630,000 SUB-TOTAL TRANSFERS IN FROM RESERVES 892,476 4,934,657 5,013,236 1,723,752

GRAND TOTAL ALL CITY FUNDS
REVENUE/TRANSFERS 51,945,405 52,105,525 49,856,351 49,486,969

OTHER ENTITIES
34 HOUSING AUTHORITY SUCCESSOR TOTAL 181,447 129,238 105,174 143,042 38/39 SUCCESSOR AGENCY TOTAL 2,079,719 1,710,796 4,864,798 1,739,000 113 HOUSING AUTHORITY 2,478,727 3,325,000 2,307,918 3,325,000

GRAND TOTAL ALL CITY AND ENTITIES
REVENUE/TRANSFERS 56,685,298 57,270,559 57,134,241 54,694,011 70

All Revenues by Category Funds
Total Operating Revenues $52,121,470
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BUDGET SUMMARY – GENERAL FUND 01 – REVENUES
2022-23 2023-24 2023-24 2024-25

ACTUAL APPROVED REVISED ADOPTED
GENERAL FUND 01 BUDGET ESTIMATE BUDGET
UNASSIGNED FUND BALANCE 12,154,646 16,652,393 16,652,393 14,079,428 ASSIGNED FUND BALANCE RISK/LAW 2,036,592 2,036,592 2,036,592 2,036,592 ASSIGNED FUND BALANCE EMERG SRV 1,000,000 1,000,000 1,000,000 1,000,000 ASSIGNED FUND BALANCE GENERAL PLAN UPDATE 250,000 250,000 250,000 3,000,000 ASSIGNED FUND BALANCES OPEB 2,978,932 2,978,932 2,978,932 2,300,000 ASSIGNED FUND BALANCES COMPENSATED ABSENCES 1,264,766 1,264,766 1,264,766 1,500,000 ASSIGNED FB - NPDES (281-004) 600,000 600,000 600,000 - TOTAL GENERAL FUND BALANCE 20,284,936 24,782,683 24,782,683 23,916,020

GENERAL FUND DETAIL OF REVENUES
311 PROPERTY TAX 9,085,891 9,008,662 9,117,732 9,497,071 312 SALES TAX 8,764,235 9,015,486 8,593,856 8,777,917
314 FRANCHISE FEE 2,817,961 2,754,000 2,864,923 2,934,500 315 LICENSE & PERMIT TAXES/FEES 629,843 595,000 672,500 673,000 316 TRANSIENT OCCUPANCY TAXES 1,770,634 1,730,000 1,675,000 1,695,000 317 DOCUMENTARY STAMP 207,165 225,000 200,000 200,000
Total All Taxes 23,275,729 23,328,148 23,124,011 23,777,488 321 BUILDING PERMITS 1,085,952 701,500 1,008,400 912,000 322 OTHER PERMITS 542,300 362,050 498,025 550,025
Total Building/Other Permits 1,628,252 1,063,550 1,587,004 1,462,025 331 FINES & PENALTIES 100,370 89,050 100,075 177,075
332 CITATIONS 337,201 283,000 302,635 291,000
Total Fines & Penalties 437,570 372,050 402,710 468,075 341 USE OF MONEY AND PROPERTY 778,404 2,130,877 2,148,972 1,650,569 116 REPAYMENT OF ADVANCED FUNDS 1,172,634 1,034,760 1,034,760 1,437,325 Total Use of Money & Property 1,951,038 3,165,637 3,183,732 3,087,894 353 INTER GOVERNMENTAL 35,816 30,000 30,000 30,000
355 HOMEOWNERS EXEMPTIONS 14,583 15,000 15,000 15,000
Total Intergovernmental 50,399 45,000 45,000 45,000
356 STATE GRANTS 95,604 225,932 116,209 93,360
358 MISC GRANTS 8,892 208,664 8,664 208,744
359 FEDERAL GRANTS 32,056 9,500 9,500 13,900
Total State & Federal Grants 136,552 444,096 134,373 316,004 360 CHARGES FOR CURRENT SERVICES 65,467 39,400 31,100 52,900 Total Charges for Current Services 65,467 39,400 36,100 52,900 361 CHARGES FOR ADMINISTRATIVE SERVICES 425,000 400,000 400,000 400,000 Total Charges for Administrative Services 425,000 400,000 400,000 400,000 CHARGES FOR SERVICES OTHER (363/364/365)
363 AUTO IMPOUND STORAGE FEES 10,788 15,000 10,000 10,000 365 SALE OF MAPS & PUBLICATIONS - 500 - -
Total Charges for Services Other 10,788 15,500 10,000 10,000 367 RECREATION FEES & CHARGES 507,905 445,350 434,000 570,350 Total Recreation Fees 507,905 445,350 434,000 570,350
368 RECREATION CENTER FEES 442,758 473,885 542,470 578,260 Total Recreation Center Fees 442,758 473,885 542,470 578,260 REFUNDS\REIMBURSEMENTS/CONTRIBUTIONS (369/370/391/393/395) 369 REFUNDS & REIMBURSMENTS 155,561 148,430 148,430 153,414 395 OTHER SOURCES OF REVENUE 1,480,662 468,040 470,540 483,637 Total Ref\Reimbursements 1,636,223 616,470 618,970 637,051 SUB-TOTAL GENERAL FUND REVENUE 30,567,680 30,409,086 30,518,370 31,405,047 Total Transfers 352,000 352,000 352,000 402,000
TOTAL GENERAL FUND REVENUE & TRFS 30,919,680 30,761,086 30,870,370 31,807,047 TOTAL AVAILABLE FUNDS 51,204,616 55,543,769 55,653,052 55,723,067 72

General Fund Revenues
Total Operating Revenues $31,405,047
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EXPENDITURES SUMMARY
 EXPENDITURES - DEFINED
 SUMMARY OF ESTIMATED EXPENDITURES BY FUND - SCHEDULE 3  SUMMARY OF GENERAL FUND EXPENDITURES
 SUMMARY OF TRANSFERS IN & USE OF RESERVES - SCHEDULE 4  SUMMARY OF TRANSFERS OUT & USE OF FUNDS - SCHEDULE 5
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DESCRIPTION OF EXPENDITURES
City expenditures are spread across the operations of the four major departments; Administration, Public Works, Park & Recreation and Community Development Services. Additional expenditures are used for debt service payments, capital projects and equipment purchase.

The following list summarizes the most significant sources of City expenditures:

PERSONNEL:
101 FULL TIME SALARES:

These accounts represent the base pay including any longevity pay that has been earned by the employee employed under the budgeted position listed. Full time salaries include the following positions:

Administration Department:

City Manager - Under general direction of the City Council, directs, coordinates, and manages the overall administrative activities, programs and operations of the City; advises, initiates and oversees the implementation of City development goals in accordance with Council goals; oversees department heads as well as managers and staff assigned to the City Manager’s Office; and performs related duties as required.

Assistant City Manager - Under general direction of the City Manager, plans, directs, leads, and manages the development and execution of assigned City-wide programs, projects, and services; directs and administer the City's public information, cable franchise, social media, intergovernmental relations and legal services; oversees and conducts a variety of complex analyses and oversees the work of assigned staff; represents the City Manager; and performs other related duties as assigned.

Administrative Services Director/ City Treasurer - Under general direction of the City Manager, organizes, plans, and directs the City’s administrative services, including finance, budgeting, accounting, human resources, risk management, information technology, and related services and special projects; directs and participates in the development, communications, and implementation of administrative policies and practices; participates as a member of the Executive Management Team; and performs other related duties as assigned. 76

City Clerk – The local official who administers democratic processes such as elections, access to city records, and all legislative actions ensuring transparency to the public. The City Clerk and along with the City Attorney act as the compliance officers for federal, state, and local statutes including the Political Reform Act, the Brown Act, and the Public Records Act.

Human Resources Manager – Under administrative direction, organizes, plans, manages, and engages in professional and technical human resources/risk management functions, including talent acquisition, selection, classification, job evaluation, compensation, benefits, training and organizational development, labor and employee relations, personnel policies and rules, Workers’ Compensation and employee safety; and advises and assists executive staff and employees; and performs other related duties as required.

Information Systems Manager - Under administrative direction, performs a variety of managerial, professional, technical and analytical tasks in maintaining the City’s information system including LAN servers, personal computers, system printers, telephone system, document imaging, WEB page and various software applications and information technology; and performs related duties as required.

Accounting Supervisor - Under general supervision, organizes, coordinates, supervises, and participates in technical, administrative, and professional accounting and budgeting functions, including general ledger, payroll, accounts payable, accounts receivable, Federal and State grants, budgeting, business licenses, and other regulated; and performs related duties as required.

Senior Accounting Technician – Under general supervision, prepares closing journal entries and generates various financial statements and statistical reports, enforces and maintains City payroll program; monitors and maintains City grants and other City revenue; and performs related duties as required.

Accounting Technician - Under general supervision, perform a variety of financial transactions, record keeping and processing functions related to accounts payable, accounts receivable, business license program, general ledger; and performs related duties as required.

Senior Administrative Analyst - Under administrative direction, performs responsible professional and technical administrative analytical and supervisory duties in the operation of departments; conducts specialized and difficult studies and analyses of various projects; coordinates programs and activities; may supervise activities of an assigned administrative area; 77

assists management in performing a wide variety of staff functions; writes comprehensive and analytical reports.

Information System/GIS Administrative Analyst - Under general direction from the Information Systems Administrator, performs technical and professional duties in developing, maintaining and administering the geographic information system (GIS) database and integration of other applications with the GIS systems; and performs related work as required.

The position would also maintain and develop software systems that integrate with the Cities GIS program such as Asset Management and My San Dimas platforms.

HR Administrative Analyst - Under administrative direction, performs a variety of professionallevel analytical assignments and special projects related to the department or the City; researches and prepares reports, budgetary analyses and studies; and performs related duties as required.

City Clerk Specialist - Under general supervision, performs a wide variety of clerical, customer service, and office support tasks in support of the City Clerk division; provides departmental specific assistance to staff; and performs other related duties as assigned. The City Clerk Specialist is distinguished from higher classification levels in the administrative support series that perform independent research, administer more complex special projects, utilize complex databases, organize and plan events, and prepare more extensive reports. Although this position may undertake the duties of similar clerical positions, this position is distinguished from other administrative support series by the specialty skills and knowledge of municipal clerk functions.

Community Development Services:

Director of Community Development - Under general direction, plans and directs development operations including current planning, design review, advance planning, subdivision review, environmental review, code compliance, regional planning, building and safety, and related activities; directs staffing, budget and policies of the department; and performs related duties as required.

Building & Safety Manager - Under administrative direction, plans, oversees, and manages the work of the Building and Safety Division, including field inspection, plan check, permit review and administrative procedures to ensure compliance with federal, state and local building, and zoning codes, standards and ordinances; acts as the City’s Building Official in this capacity; and performs related duties as required.
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Planning Manager - Under administrative direction, manages the work of the Planning Division; plans, organizes, manages and participates in major planning functions of the City, including supervision of other planning personnel; reviews, prepares and presents staff reports related to current and advance planning; and performs related duties as assigned.

Housing Manager - Under administrative direction, manages the work of the Housing Division; plans, organizes, manages and participates in major Housing programs administered by the City, including supervision of other Housing personnel; reviews, prepares and presents staff reports related to current and advance housing measures; and performs related duties as assigned.

Housing Services Coordinator - is a liaison between the City and persons experiencing homelessness population to coordinate and manage programs and services, provide information and assistance regarding housing programs and grants, provide case management services and referrals to community resources, and assist in developing policy recommendations related to homelessness, substance abuse, and physical and mental health needs.

Senior Building Inspector - Under general supervision, performs varied complex inspection work in the enforcement of building, zoning, mechanical, plumbing, electrical, energy, fire, accessibility, safety and related codes and regulations governing the construction, alteration, repair and use of buildings and structures; and performs related duties as required. Other representative duties include reviewing plans for building code compliance, processing building permit applications, and advising the public and design community on matters relating to construction and other code requirements.

Building Inspector, I - Under general supervision, performs varied inspection work in the enforcement of building, zoning, mechanical, plumbing, electrical, energy, fire, accessibility, safety and related codes and regulations governing the construction, alteration, repair and use of buildings and structures; and performs related duties as required.

Senior Planner - Under general supervision, performs varied and responsible professional planning work; administers and performs work on relatively difficult current and advance planning projects; and performs related duties as assigned.

Senior Administrative Analyst - Under administrative direction, performs responsible professional and technical administrative analytical and supervisory duties in the operation of departments; conducts specialized and difficult studies and analyses of various projects; coordinates programs and activities; may supervise activities of an assigned administrative area; 79

assists management in performing a wide variety of staff functions; writes comprehensive and analytical reports.

Senior Code Compliance Officer – Under general supervision, coordinates and participates in code enforcement and neighborhood preservation activities assigned to the Community Development Department; conducts and coordinates field inspections and implements code enforcement programs designed to provide a quality of life envisioned by the City’s General Plan and its Mission statement; and performs related duties as required.

Code Compliance Supervisor - provides leadership, oversight, and supervision of the Code Compliance division and critical support to the Director of Community Development by reviewing uniform enforcement codes, regulations, and ordinances that impact commercial, industrial, and residential properties in the City, and ensuring community issues, and concerns related to community improvement and neighborhood preservation are communicated and implement Associate Planner - Under general supervision, performs varied and responsible professional planning work; administers and performs work on relatively difficult current and advance planning projects; and performs related duties as assigned.

Administrative Analyst - Under administrative direction, performs a variety of professional-level analytical assignments and special projects related to the department or the City; researches and prepares reports, budgetary analyses and studies; and performs related duties as required.

Assistant Planner - Under general supervision, performs entry and journey-level current or advanced professional planning functions in support of staff and management; and performs related duties as assigned.

Building Permit Technician - Under general supervision, performs technical and clerical functions related to the review, processing, and maintenance of building permits and related records; calculates fees, prepares monthly and annual revenue reports, and tracks status of plan checks and inspections; and performs related duties as required.

Code Compliance Officer - Under general supervision, investigates and responds to complaints or inquiries regarding zoning, sign and land use ordinances, and public nuisances; enforces standards and corresponds with appropriate parties; performs related duties as required.

Administrative Aide - Under general supervision, coordinates and completes administrative tasks and technical tasks and projects; prepares various spreadsheets and documents for 80

records and reports; assists in performing other types of departmental assignments; and performs related duties as required.

Departmental Assistant - Under general supervision, performs a wide variety of clerical, customer service, office support and basic accounting tasks in support of an assigned department and/or division; provides departmental specific assistance to Administrative Secretaries and other professional and managerial staff; and performs related duties as required.

Parks & Recreation:

Director of Parks & Recreation - Under general direction, plans, oversees, and directs the services of the Parks and Recreation Department, including related facility capital improvements, maintenance and repair; oversees Parks and Recreation Division managers, and indirectly, departmental staff; controls staffing levels and departmental budget; participates as a member of the executive management team; and performs related duties as required.

Recreation Manager - Plans, organizes, manages and leads all activities and programs within the Recreation Services Division; Directs the development of innovative recreational programs, partnerships and events for the community. Develops policy recommendations, communication and marketing plans, funding mechanisms and approaches to service delivery. Manages staffing and budget for the division; and performs related duties as required.

Facilities Manager – Plans, directs and manages the staff and operations of the Facilities Maintenance Division. Develops, implements, administers and monitors systems, programs, policies and procedures for the Division. Oversees, organizes and manages the maintenance and repair of recreational facilities and city buildings for the Facilities Division. Develops policy recommendations, communication and maintenance plans, funding mechanisms and approaches to service delivery. Manages staffing and budget for the division, coordinates assigned activities with other divisions, outside agencies and the general public; provides highly responsible and complex staff assistance to the Director of Parks and Recreation; and performs other related duties as required.

Landscape Maintenance Manager - Under administrative direction, plans, organizes and manages the activities of the Landscape Maintenance Division; manages the development, maintenance and servicing of City parks, grounds, parkways, street trees, recreational trails, medians, irrigation systems, weed abatement to include pesticide and herbicide applications, 81

rights-of-way and recreation facilities; develops division objectives; administers the tree trimming contract; and performs other related duties as required.

Facilities Maintenance Supervisor - Supervises, prioritizes, assigns and reviews the work of staff engaged in the maintenance and repairs of City buildings, facilities, and structures.

Supervises and coordinates facilities maintenance programs and monitors budget and schedules. Performs related technical and complex work within assigned area of responsibility.

Provides supervision, direction and oversight of staff, contracts, and contractors; schedules and inspects work and prepares reports; performs administrative tasks; and performs other related duties as required.

Landscape Maintenance Supervisor - Under general supervision, assigns, coordinates, and supervises the work of crews engaged in maintenance, construction, and development of parks, related facilities, and trees on city property; provides supervision, direction and oversight of staff, contracts, and contractors; makes direct contact with community members to facilitate operations, and performs other related duties as required.

Recreation Supervisor - Under general supervision this position plans, organizes and oversees programs and special events for youth, adults, seniors and the community at large.

Administrative Aide - Under general supervision, coordinates and completes administrative tasks and technical tasks and projects; prepares various spreadsheets and documents for records and reports; assists in performing other types of departmental assignments; and performs related duties as required.

Departmental Assistant - Under general supervision, performs a wide variety of clerical, customer service, office support and basic accounting tasks in support of an assigned department and/or division; provides departmental specific assistance to Administrative Secretaries and other professional and managerial staff; and performs related duties as required.

Facilities Worker I - Under general supervision, performs a variety of semi-skilled and skilled tasks involved in the maintenance, limited construction, or repair of City buildings, facilities and equipment; and performs other related duties as required.

Facilities Worker II - Under general supervision, performs a variety of semi-skilled and skilled tasks involved in the maintenance, limited construction, or repair of City buildings, facilities and equipment; and performs other related duties as required. The position is distinguished from 82

Facilities Maintenance Worker I by having a broader range and significant work skills based upon experience and additional training.

Landscape Maintenance Worker I - Under general supervision, performs semi-skilled tasks for the planning, and care of landscaped areas, City parks and recreational facilities and their maintenance; and performs other related duties as required.

Landscape Maintenance Worker II - Under general supervision, performs semi-skilled tasks for the planning, and care of landscaped areas of City parks and recreational facilities and their maintenance; and performs other related duties as required. The position is distinguished from Landscape Maintenance Worker I by having a broader range and significant work skills based upon experience and additional training.

Municipal Arborist - Under general supervision, assigns, coordinates, and supervises the work of crews engaged in maintenance, construction, and development of parks, related facilities, and trees on city property; provides supervision, direction and oversight of staff, contracts, and contractors; makes direct contact with community members to facilitate operations, and performs other related duties as required.

Recreation Coordinator - Under general supervision, leads part-time and voluntary recreational staff; assists in the planning, scheduling, promotion, and supervision of recreation activities; and performs related duties as required.

Public Works Department:

Director of Public Works - Under general direction, plans, directs and oversees the operations, budget and staffing of the Engineering Division, Building and Safety Division, and Maintenance Division of the Public Works Department; supervises, reviews and approves capital improvement projects, private property development, right-of-way activities, traffic administration, transportation planning, and related projects; works closely with City Manager, City Council and committees to evaluate and meet priorities; and performs related duties as required.

Engineering Manager - To assist in the planning, directing, managing, supervising, and coordinating of the administrative support activities and operations of the Engineering Department; to coordinate assigned activities with other City departments, divisions, and outside agencies; and to provide highly responsible and complex staff assistance to the City Engineer.

Public Works Manager - Under administrative direction, supervises, plans and coordinates the activities and operations of the Maintenance Division within the Public Works Department; 83

coordinates assigned activities with other division, outside agencies and the general public; and provides highly responsible and complex staff assistance to the Public Works Director.

Associate Engineer - Under general supervision, performs professional and technical engineering functions within the Public Works Department; prepares engineering reports, makes cost estimates, and inspects status of private development and public works projects; assists engineering staff with related assignments; and performs related duties as required.

Assistant Engineer - Under supervision, performs journey level professional and technical engineering functions within the Public Works Department; prepares engineering reports, makes cost estimates, and inspects private development and public works projects; assists engineering staff with related assignments; and performs related duties as required.

Administrative Analyst - Under administrative direction, performs a variety of professional-level analytical assignments and special projects related to the department or the City; researches and prepares reports, budgetary analyses and studies; and performs related duties as required.

Administrative Aide - Under general supervision, coordinates and completes administrative tasks and technical tasks and projects; prepares various spreadsheets and documents for records and reports; assists in performing other types of departmental assignments; and performs related duties as required.

Public Works Maintenance Supervisor - Under general supervision, supervises, assigns, reviews and participates in the work of staff responsible for street sweeping (in-house & contract services), concrete & asphalt maintenance (in-house & contract services), maintenance yard facility maintenance, equipment maintenance and graffiti removal within the Maintenance Division of the Public Works Department; performs administrative task, report writing, acts as Public Works Maintenance Superintendent in absences; and performs other related duties as required.

Public Works Inspector - Under general supervision, assists, coordinates or implements public information, marketing and publicity activities and materials and performs related duties as required.

Administrative Secretary - Under administrative direction, perform a wide range of administrative, clerical, customer service, office support and accounting tasks in support of an assigned department and/or division; provide assistance to department director; and perform related duties as required.
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Street Maintenance Worker I - Under general supervision, cleans, maintains and repairs City streets, sewer lines, drains, catch basins, storm drains, traffic signs and related public works facilities throughout the City; and performs related duties as required.

Street Maintenance Worker II - Under general supervision, cleans, maintains and repairs City streets, sewer lines, drains, catch basins, storm drains, traffic signs and related public works facilities throughout the City; and performs related duties as required. The position is distinguished from Street Maintenance Worker I by having a broader range and significant work skills based upon experience and additional training.

Equipment Operator - Under general supervision, operates construction and maintenance equipment in a variety of maintenance activities including asphalt, concrete, park maintenance and sanitation work; and performs other related duties as required.

Equipment Mechanic - Performs semi-skilled, skilled, and administrative work in the repair and maintenance of vehicles and mechanical equipment operated by the City. Responsible for preventive maintenance program, vehicle/equipment maintenance and coordination of efforts for records and fleet/inventory control management. Manages the contracting and/or outsourcing of specific mechanical functions or operations. Performs mechanical repairs and preventative maintenance on city equipment.
102 PART TIME SALARIES
These accounts represent the base pay earned by the employee employed under the budgeted position listed. Part time salaries include the following positions:

Administration Department:

Administrative Analyst PT - Under administrative direction, performs a variety of professionallevel analytical assignments and special projects related to the department or the City; researches and prepares reports, budgetary analyses and studies; and performs related duties as required.

Community Development Services Department:

Parking Enforcement Officer I - Under general supervision, performs operational and paraprofessional duties related to the enforcement of the City’s overnight parking ordinance; performs other related code enforcement duties to support code enforcement and permit operations, as assigned.
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Parking Enforcement Officer II - Under general supervision, performs operational and paraprofessional duties related to the enforcement of the City’s overnight parking ordinance; performs other related code enforcement duties to support code enforcement and permit operations, as assigned.

Planning Intern - Under general supervision, performs entry level professional planning work, zoning enforcement, and performs related work as required.

Building Intern - Under general supervision, performs entry level professional planning work, zoning enforcement, and performs related work as required.

Parks & Recreation Department:

Building Maintenance Aide - Under general supervision, performs custodial services to maintain assigned area in a clean, orderly, safe and secure fashion, and performs related duties as required. Must be available mornings, evenings, weekends and holidays.

Cashier - Under general supervision, serves as the Swim & Racquet Club cashier and receptionist; and performs related work as required.

Supervising Lifeguard - Under general supervision of the Recreation Coordinator at the San Dimas Swim and Racquet Club, the Supervising Lifeguard/Instructor will organize, and evaluate daily pool operations and staff. Supervising Lifeguard/Instructor will supervise aquatic staff, maintenance staff, set guarding rotations, and perform duties related to instructors and lifeguards. Supervising Lifeguard/Instructor will inspect and observe pool area, monitor patrons and staff, and respond to potential hazards and unsafe conditions.

Senior Lifeguard/Instructor - Under direction, this is an advanced position responsible for assisting in the organization and direction of aquatics programs and in the training of pool personnel and performing related duties as required. The Senior Lifeguard/Instructor is a parttime hourly position. This class receives assignments from and reports to the Supervisory Team.

Lifeguard - Under direction this position provides pool supervision, performs rescues, enforces safety rules and related duties as required. The Lifeguard is a part-time hourly position. This class receives assignments from and reports to the Supervisory Team.

Recreation Specialists - Under direction of the Recreation Coordinator, this position will assist with planning, coordinating, promoting and implementing activities and services for older adults and other duties as assigned.
86

Senior Recreation Leader - Under supervision of the Recreation Coordinators, Senior Recreation Leaders are responsible for assisting coordinating and conducting a variety of youth & senior recreation activities, and providing general supervision of program participants across all programs.

Recreation Leader - Under supervision, Recreation Leaders are responsible for coordinating and conducting a variety of youth recreation activities, and providing general supervision of children or teens at a summer day camp, playground program or sports program. Recreation leaders must be available Monday - Friday, 7:00 a.m. - 6:00 p.m., and additional hours as assigned.

Shooting Stars Director - The Shooting Star Dance Team Director is responsible for organizing and coordinating the Shooting Star dance team activities including choreography, promotion, try-outs, practices and competitions.

Fitness Instructors - Under general supervision, organizes, prepares, and teaches fitness classes for seniors and other participants, such as Aerobics, Step, Kick-Boxing, Yoga, Pilates, Aqua Aerobics, Zumba, and Kettle Bell; prepares and maintains participant activity records and resources; and performs other related duties as required.

Water Safety Instructor - Under general supervision this position teaches swimming lessons and/or specialized aquatic classes to the public. This position also monitors the use of the swimming pool and enforces safety rules. The Swim Instructor is a part-time hourly position. This class receives assignments from and reports to the Supervisory Team.

Public Works Department:

Engineering Intern - Under general supervision, performs professional civil engineering work in the design, construction and maintenance of public works projects; and performs related duties as required.
103 Overtime & Standby Pay – Provides for costs associated with nonexempt employees who are required to work beyond their regular 40 hour per week schedule during a particular shift.

Standby Pay is for employees who are on call and must report to work if called in for an emergency event.
87

Operations:
010 Advertising – Provides for the cost of the community newsletter, contribution to the San Dimas Chamber of Commerce for work done on behalf of the City, advertising job postings, City events, legal advertisements, public meetings & hearing notices, bid notices, and other legal notifications.
011 Vehicle & Equipment Maintenance – Provides for the cost to maintain City vehicles and equipment.
012 Car Allowance – Provides for monthly car allowances for positions approved by City Council.

Also provides mileage reimbursements for employee’s attending meetings on behalf of the City. 014 Insurance Costs – Provides for general, property and environmental liability insurance. 015 Maintenance – Provides for maintenance of City equipment and machinery. 016 Publications & Dues – Provides for subscriptions to various professional publications and newsletters along with dues for associations, organizations, committees, and consortiums. 017 Postage – Provides for the cost of postage for City mailings. 018 Printing and Duplication – Provides for the printing of various forms, letterhead, stationary, business cards, signs, flyers and multi-language printing. 019 Rental of Property and Equipment – Provides for the rental costs of various equipment or use of property for City events and City use.
020 Professional Services – Provides for consultants, auditing services, information system technology services, engineering services, plan checks, independent hearing officers, legal services, pest control, administration of the City’s National Pollutant Discharge Elimination System programs and contract police services with the Los Angeles Sheriffs. professional services require specialized knowledge and skill usually of a mental or intellectual nature and usually requiring a license, certification, or registration. 021 Travel & Meetings – Provides for expenses associated with attendance at conferences, meetings, legislative seminars, and trainings.
022 Utility Costs – Provides for expenses related to City electrical, water and telephone services including City issued cell phones for employees in the field and on call who need to be reached outside of the office.
88

023 Contract Services - services provided through agreement with another agency, organization, or individual on behalf of the organization. The work performed that does not require specialized knowledge and skill usually of a mental or intellectual nature requiring a license, certification, or registration.
030 Supplies – Provides for office and computer supplies including but not limited to; paper, certificates, archive storage boxes, organizers, calendars, computer hardware, receipt tapes, and other general supplies.
031 Building Maintenance & Supplies – Provides for supplies, maintenance and repairs associated with City facilities.
033 Special Departmental Supplies – Provides supplies for the Senior and Recreation Center activities, coffee, general tools and equipment.
034 Fees – Fees for programs and use of recreation software for recreation program transactions. 035 Technology Subscriptions – Provides for the technology subscriptions & licenses to support on-going city business.
038 Maintenance of signs - Provides for the maintenance expenses towards City signs and programs.
041 Capital Outlay – Provides for improvements to City facilities and equipment purchases. 110 Summer Food Program – Federally funded program that reimburses sponsors for administrative and operational costs to provide meals for children 18 years of age and younger during periods when they are out of school for fifteen (15) or more consecutive school days. 200 Employee Benefits – Provides for employee retirement plans, cafeteria payments for insurance coverages, retiree health benefits, Medicare, workers compensation, unemployment and longterm disability insurance plans, deferred compensation employer match program, cell phone allowance, notary public commission stipend and safety footwear allowance. 460 Oil Payment Program - The Department of Resources Recycling and Recovery (Cal Recycle) administered program to provide opportunities for local governments/other eligible jurisdictions to receive payments for used oil and used oil filter collection/recycling programs. 89

SCHEDULE 3 : SUMMARY OF ESTIMATED EXPENDITURES

BY FUND
2022-23 2023-24 2023-24 2024-25

ACTUAL ADOPTED ESTIMATED ADOPTED

BUDGET EXPENDITURES BUDGET
4110 City Council 72,949 212,513 208,393 234,175
4120 City Manager 843,734 1,103,151 1,111,651 1,364,926 4150 Administrative Services 1,273,827 1,945,572 1,833,124 1,619,729 4170 City Attorney 578,078 733,605 684,000 675,000
4180 Economic Development 5,250 29,000 28,750 23,500
4190 General Services 4,730,842 2,237,876 2,114,912 3,630,358 Sub-Total 7,504,680 6,261,717 5,980,830 7,547,688

PUBLIC SAFETY
4210 Public Safety 7,578,496 7,874,194 7,624,792 9,476,458 4211 Risk Management/Law Enforce. 3,512 7,500 - 5,000
4212 Emergency Services 48,959 27,213 24,632 37,050
Sub-Total 7,630,967 7,908,907 7,649,424 9,518,508

COMMUNITY DEVELOPMENT SERVICES
4308 Community Development 1,590,784 1,786,598 1,725,999 1,975,561 4310 Administration and Engineering 989,293 1,867,300 1,465,100 1,850,600 4311 Building and Safety 464,329 668,987 577,805 779,080 4341 Street Maintenance 998,138 1,623,725 1,281,723 1,541,750 4342 Vehicle Maintenance 344,115 412,174 389,500 518,426 4345 Traffic Control 400,047 699,995 617,995 745,995
Sub-Total 4,786,706 7,058,779 6,058,122 7,411,412

PARKS & RECREATION
4410 Facilities 557,652 928,435 908,920 1,027,266
4411 Civic Center 269,460 268,044 255,288 341,435
4412 Senior Center 234,390 444,756 428,439 505,928
4414 Park Maintenance 339,142 461,930 439,283 648,267
4415 Parkways & Trees 591,639 780,691 765,850 802,106
4420 Recreation 1,292,387 1,710,237 1,621,887 1,661,477 4430 Recreation Center 915,537 1,078,725 1,057,261 1,256,376 Sub-Total 4,200,207 5,672,818 5,476,928 6,242,855
TOTAL GENERAL FUND EXPENSE 24,122,560 26,902,223 25,165,306 30,720,466

GENERAL GOVERNMENT
90

2022-23 2023-24 2023-24 2024-25

ACTUAL ADOPTED ESTIMATED ADOPTED

BUDGET EXPENDITURES BUDGET

GENERAL GOVERNMENT

TRANSFERS OUT
Transfer to City Hall Fund 04 691,330 689,639 689,639 - Transfer to Landscape Maint. Fund 08 91,000 - - 157,507 Trasfer to Housing Fund 34 (20% loan set aside) 234,527 206,952 206,952 287,465 Transfer to Open Space Maintenance Fund 75 28,000 5,974 5,974 1,817 Sub-Total Transfers Out 1,044,857 902,565 902,565 446,789

USE OF RESERVES
Transfer to Infrastructure Fund 12 892,476 3,339,657 3,418,236 93,752 Transfer to Community Park Fund 20 - 645,000 645,000 -
Transfer to Open Space District # 1 Fund 21 298,250 - - - Transfer to Open Space District # 2 Fund 22 63,791 10,925 10,925 - Transfer to Capital Assets Reserve Fund 100 - 1,595,000 1,595,000 1,630,000 Sub-Total Use of Reserves 1,254,517 5,590,582 5,669,161 1,723,752

TOTAL GENERAL FUND EXPENDITURES &
TRANSFERS 26,421,934 33,395,369 31,737,032 32,891,007

SPECIAL CITY FUNDS
02 State Gas Tax 2105, 2106, 2107 780,934 1,744,439 1,428,500 988,000 03 Walker House 348,345 211,503 189,194 206,466
04 City Hall/CB/Plaza Fund 691,331 689,639 689,639 -
06 Sewer Construction 89,582 305,000 110,000 290,000
07 City Wide Lighting District 1,109,522 4,062,957 2,200,100 3,017,000 08 Landscape Parcel Tax 1,095,573 1,137,648 1,166,881 1,199,517 12 Infrastructure Replacement 649,033 7,870,596 1,609,041 9,166,385 20 Community Parks & Fac Dev 92,705 794,087 641,081 -
21 Open Space District #1 45,232 1,400,942 1,353,105 -
22 Open Space District #2 19,295 178,295 49,173 100,000 23 Open Space District #3 15,995 - - -
40 Community Development Block Grt 156,115 427,504 427,504 489,091 41 Citizen's Option for Public Safety 163,817 199,887 212,000 212,000 53 Golf Course 347,086 652,000 652,000 652,000
70 New Equipment Reserve 200,786 492,064 271,772 191,500 71 Air Quality Management District 26,091 486,131 286,240 139,055 72 Prop A Transit 555,480 1,096,703 945,275 1,104,546
73 Prop C Transit 1,977,005 1,098,500 878,000 990,000
74 Measure R 1,053,202 870,163 426,450 939,000
75 Open Space Maintenance 66,490 52,612 52,592 53,000
76 Measure M 491,723 1,398,134 1,053,222 475,000
77 Road Maint. Rehab Act 764,529 2,260,186 1,934,175 600,000 78 Measure W 239,477 2,529,065 2,324,865 494,000
100 Capital Assets Reserve - 941,351 527,851 880,000
101 American Recovery Plan Act 2,038,261 4,867,000 4,034,278 - TOTAL SPECIAL CITY FUNDS 13,017,609 35,766,406 23,462,938 22,186,560 91

2022-23 2023-24 2023-24 2024-25

ACTUAL ADOPTED ESTIMATED ADOPTED

BUDGET EXPENDITURES BUDGET

GENERAL GOVERNMENT

SPECIAL CITY FUNDS TRANSFERS OUT
Transfer from Gas Tax (02) 225,000 225,000 225,000 250,000 Transfer from City Wide Lighting District Fund (07) 125,000 125,000 125,000 150,000 Transfer from AQMD Fund (71) 2,000 2,000 2,000 2,000
SUB-TOTAL SPECIAL CITY FUNDS 352,000 352,000 352,000 402,000

GRAND TOTAL ALL CITY FUNDS EXPENDITURES &
TRANSFERS 39,791,543 69,513,775 55,551,970 55,479,567

OTHER ENTITIES
34 HOUSING AUTHORITY SUCCESSOR TOTAL 1,439,586 2,034,582 869,913 1,112,886 38/39 SUCESSOR AGENCY TOTAL 2,165,839 1,616,586 1,537,086 4,864,798 113 HOUSING AUTHORITY 1,880,996 4,707,059 1,662,018 4,878,629

GRAND TOTAL ALL CITY AND ENTITIES
EXPENDITURES & TRANSFERS 45,277,964 77,872,002 59,620,987 66,335,880 92

All Expenditures by Category Funds
Total Operating Expenditures $63,763,339
General Fund
$30,720,466
48%
Operating Fund
$5,417,983
9%
Capital Grant
Projects &
Equipment
$10,831,885
17%
Grant Programs
$701,091
1%
Streets &
Transportation
$5,235,601
8%
Housing
$5,991,515
9%
Successor Agency
$4,864,798
8%
93

BUDGET SUMMARY – GENERAL FUND 01 EXPENDITURES
2022-23 2023-24 2023-24 2024-25

ACTUAL APPROVED REVISED ADOPTED

BUDGET ESTIMATE BUDGET
01-4110 CITY COUNCIL
101 FULL TIME PERSONNEL SALARIES 39,748 39,720 45,000 66,240 200 EMPLOYEE BENEFITS - 115,000 115,500 116,842
020 PROFESSIONAL SERVICES (72) 15,000 15,000 10,000
021 TRAVEL & MEETING 29,627 29,093 29,093 29,093
033 SPECIAL DEPARTMENTAL SUPPLIES 3,646 13,700 3,800 12,000 Total City Council 72,949 212,513 208,393 234,175
01-4120 CITY MANAGER
101 FULL TIME PERSONNEL SALARIES 615,913 691,000 691,000 805,500 102 PART TIME PERSONNEL SALARIES - - - 71,500
103 OVERTIME 14,282 - - 500
200 EMPLOYEE BENEFITS - 175,500 175,500 240,000
010 ADVERTISEMENT 48,599 40,000 40,000 40,000
012 CAR ALLOWANCE 8,400 10,600 10,600 10,800
016 PUBLICATIONS AND DUES 11,159 16,775 16,775 17,850
020 ELECTION SERVICES 136,026 150,000 160,000 150,000
021 TRAVEL & MEETING 9,271 16,276 16,276 17,776
033 SPECIAL DEPARTMENTAL SUPPLIES 83 3,000 1,500 1,000
450 CONTINGENCY - - - 10,000
Total City Manager 843,734 1,103,151 1,111,651 1,364,926 01-4150 ADMINISTRATIVE SERVICES
101 FULL TIME PERSONNEL SALARIES 1,033,149 1,138,500 1,138,500 1,072,000 102 PART TIME PERSONNEL SALARIES 62,046 71,500 71,500 - 103 OVERTIME 123 500 150 500
200 EMPLOYEE BENEFITS - 402,500 415,000 365,000
010 ADVERSTING 1,120 4,500 9,600 4,640
012 CAR ALLOWANCE 9,612 9,600 9,600 9,600
016 PUBLICATIONS AND DUES 6,508 9,025 9,674 11,239
018 PRINTING 455 890 413 1,000
020 PROFESSIONAL SERVICES 45,004 121,500 63,000 4,500
021 TRAVEL & MEETING 11,325 18,000 11,520 19,500
033 SPECIAL DEPARTMENTAL SUPPLIES 16,007 14,200 13,211 16,250 038 EQUIPMENT 10,537 1,000 50 500
408 ANNUAL AWARDS/PROGRAMS 21,878 18,500 16,050 14,500
409 RECRUITMENTS 127 2,500 1,500 2,000
424 ACCIDENT PREVENTION PROGRAM - 2,000 500 1,000
430 SICK LEAVE INCENTIVE PROGRAM 21,890 27,357 27,357 30,000 431 PRODUCTIVITY PROGRAM 1,022 12,000 6,500 2,000
433 PHYSICAL EXAMINATIONS 5,534 8,000 7,500 4,000
434 EMPLOYEE TRAINING 24,616 80,000 30,000 50,000
435 EMPLOYEE ASSISTANCE PROGRAM 2,874 3,500 1,500 1,500 450 CONTINGENCY - - - 10,000
Total Administrative Services 1,273,827 1,945,572 1,833,124 1,619,729 01-4170 CITY ATTORNEY
020 PROFESSIONAL SERVICES 578,078 733,605 684,000 675,000 Total City Attorney 578,078 733,605 684,000 675,000
01-4180 ECONOMIC DEVELOPMENT
016 PUBLICATIONS AND DUES 5,250 5,500 5,250 -
020 PROFESSIONAL SERVICES - 16,250 16,250 16,250
021 TRAVEL & MEETING - 7,250 7,250 7,250
Total Economic Development 5,250 29,000 28,750 23,500
01-4190 GENERAL SERVICES
010 ADVERSTING 88,731 24,000 16,800 83,800
014 INSURANCE 539,396 5,000 4,645 759,201
015 MAINTENANCE 66,251 6,700 2,373 85,111
016 PUBLICATIONS AND DUES 37,451 - - 47,785
017 POSTAGE 33,737 30,000 30,000 15,000
018 PRINTING 1,823 2,000 1,000 1,500
019 RENT OF PROPERTY & EQUIPMET 4,450 5,000 5,000 5,000 020 PROFESSIONAL SERVICES 110,653 181,664 169,667 523,349 022 CITY CELL PHONES 28,427 32,000 32,000 32,000
030 COMPUTER SUPPLIES 4,716 8,585 7,500 8,585
033 SPECIAL DEPARTMENTAL SUPPLIES 6,126 5,000 5,000 5,000 035 TECHNOLOGY SUBSCRIPTIONS & LICENSES 85,000 - 424,869 038 PUBLIC ACCESS EQUIPMENT - - 8,705
101 FULL TIME SALARIES (CITYWIDE ACCRUAL) 36,921 50,000 50,000 50,000 200 EMPLOYEE BENEFITS (CITYWIDE) 3,767,488 1,797,727 1,785,727 1,575,253 200 PERS Unfunded Liability Contributions (001) 1,823,131 1,575,000 1,570,000 1,325,858 460 OIL PAYMENT PROGRAM/UOBG (041) 4,673 5,200 5,200 5,200 Total General Services 4,730,842 2,237,876 2,114,912 3,630,358 94

2022-23 2023-24 2023-24 2024-25

ACTUAL APPROVED REVISED ADOPTED

BUDGET ESTIMATE BUDGET
01-4210 PUBLIC SAFETY
015 MAINTENANCE - 1,000 1,000 1,000
018 PRINTING - 1,500 - 1,000
Sub-Total M & O - 2,500 1,000 2,000
020 PROFESSIONAL SERVICES 7,272,505 7,759,479 7,541,792 9,076,508 Sub-Total Contract Law 7,272,505 7,759,479 7,541,792 9,076,508 01-4210 PUBLIC SAFETY (CONTINUED) () , , , ,
021 TRAVEL & MEETING - - - 200,000
411 PARKING ADMINISTRATION 95,024 106,200 76,500 77,000 412 MAINTENANCE OF PRISONERS 151 1,015 500 500
413 ANIMAL CONTROL SERVICES 208,610 - - 315,450
428 COMMUNITY INVOLVEMENT PROGRAM CRIME PREVENTION 2,206 5,000 5,000 5,000 Sub-Total Other Services 305,991 112,215 82,000 397,950 Total Public Safety 7,578,496 7,874,194 7,624,792 9,476,458 01-4211 RISK MANAGEMENT/LAW ENFORCEMENT
014 UNINSURED CLAIMES 3,512 7,500 - 5,000
Total Risk Management/Law Enforcement 3,512 7,500 - 5,000 01-4212 EMERGENCY SERVICES
020 PROFESSIONAL SERVICES 3,788 20,500 24,632 37,050
033 SPECIAL DEPARTMENTAL SUPPLIES 2,317 6,713 - -
078 EMERGENCY REPAIRS 42,855 - - -
Total Emergency Services 48,959 27,213 24,632 37,050
01-4308 COMMUNITY DEVELOPMENT
101 FULL TIME PERSONNEL SALARIES 1,042,753 1,002,000 979,000 1,071,881 102 PART TIME PERSONNEL SALARIES 132,427 130,000 165,000 175,000 103 OVERTIME 14,364 2,000 500 1,000
200 EMPLOYEE BENEFITS - 380,000 315,000 388,000
012 CAR ALLOWANCE 18,600 18,600 18,600 18,600
016 PUBLICATIONS AND DUES 1,818 3,760 2,960 3,280
018 PRINTING 10,506 11,200 8,800 12,700
020 PROFESSIONAL SERVICES 359,949 201,060 217,659 263,100 021 TRAVEL & MEETING 5,080 31,320 14,180 28,100
029 UNIFORMS 866 1,600 1,600 600
033 SPECIAL DEPARTMENTAL SUPPLIES 4,421 5,058 2,700 3,300 450 CONTINGENCY - - - 10,000
Total Community Development 1,590,784 1,786,598 1,725,999 1,975,561 01-4310 PUBLIC WORKS ADMIN/ENG
101 FULL TIME PERSONNEL SALARIES 938,557 1,006,500 1,006,500 1,020,000 102 PART TIME PERSONNEL SALARIES 17,237 35,000 28,000 35,000 103 OVERTIME 405 3,000 2,000 3,000
200 EMPLOYEE BENEFITS - 332,000 332,000 326,000
012 CAR ALLOWANCE 12,600 12,600 12,600 12,600
016 PUBLICATION & DUES 14,003 15,500 15,000 16,800
020 PROFESSIONAL SERVICES - 449,700 61,000 410,200
021 TRAVEL & MEETING 2,539 9,000 4,000 9,000
033 SPECIAL DEPARTMENTAL SUPPLIES 3,952 4,000 4,000 3,000 450 CONTINGENCY - - - 15,000
Total PW Admin/Eng 989,293 1,867,300 1,465,100 1,850,600 01-4311 BUILDING & SAFETY
101 FULL TIME PERSONNEL SALARIES 421,507 452,500 427,000 430,500 102 BUILDING INTERN (001) 18,692 40,000 12,000 -
103 OVERTIME 1,648 1,000 500 1,000
200 EMPLOYEE BENEFITS - 142,372 115,000 148,500
012 CAR ALLOWANCE 3,600 3,600 3,600 3,600
016 PUBLICATION & DUES 6,682 4,715 1,770 2,680
018 PRINTING 1,395 2,000 1,500 2,000
020 PROFESSIONAL SERVICES 4,678 13,000 8,100 169,000
021 TRAVEL & MEETING 4,260 6,300 5,035 6,600
029 UNIFORMS 1,311 2,500 2,300 1,700
033 SPECIAL DEPARTMENTAL SUPPLIES 557 1,000 1,000 3,500 450 CONTINGENCY - - - 10,000
Total Building & Safety 464,329 668,987 577,805 779,080 95

2022-23 2023-24 2023-24 2024-25

ACTUAL APPROVED REVISED ADOPTED

BUDGET ESTIMATE BUDGET

GENERAL FUND DETAIL OF EXPENDITURES (CONTINUED)
01-4341 STREET MAINTENANCE
101 FULL TIME PERSONNEL SALARIES 366,305 388,500 388,500 408,500 103 OVERTIME 51,347 50,000 46,000 50,000
200 EMPLOYEE BENEFITS - 162,936 162,500 183,000
016 PUBLICATION & DUES - 3,250 3,250 3,250
019 RENT OF PROPERTY & EQUIPMENT - 2,500 2,500 2,500
020 PROFESSIONAL SERVICES 291,037 390,295 322,695 422,400 021 TRAVEL & MEETING 4,310 9,600 9,600 9,600
024 NPDES 156,306 327,844 161,500 262,500
028 HAZARDOUS WASTE DISPOSAL 6,419 80,000 22,000 40,000 029 UNIFORMS 10,536 13,000 13,000 13,000
033 SPECIAL DEPARTMENTAL SUPPLIES 111,878 195,800 150,178 132,000 450 CONTINGENCY - - - 15,000
Total Street Maintenance 998,138 1,623,725 1,281,723 1,541,750 01-4342 VEHICLE/YARD MAINTENANCE
101 FULL TIME PERSONNEL SALARIES 65,873 40,000 40,000 66,752 103 OVERTIME 3,390 7,000 6,000 7,000
200 EMPLOYEE BENEFITS - 20,000 20,000 31,500
011 VEHICLE USE & MAINTENANCE 138,418 150,500 147,500 148,500 016 PUBLICATION & DUES - 500 500 500
020 PROFESSIONAL SERVICES 66,639 40,000 40,000 105,000
021 TRAVEL & MEETING - 1,500 1,500 1,500
022 UTILITIES 40,765 59,500 54,000 59,500
031 BUILDING MAINTENANCE & SUPPLIES 6,160 20,000 10,000 10,000 033 SPECIAL DEPARTMENTAL SUPPLIES 22,870 53,174 50,000 53,174 041 CAPITAL OUTLAY - 20,000 20,000 20,000
450 CONTINGENCY - - - 15,000
Total Vehicle/Yard Maintenance 344,115 412,174 389,500 518,426 01-4345 TRAFFIC CONTROL
101 FULL TIME PERSONNEL SALARIES 138,411 140,000 140,000 147,000 103 OVERTIME 2,072 9,000 5,000 9,000
200 EMPLOYEE BENEFITS - 55,000 55,000 65,000
016 PUBLICATION & DUES 1 320 320 320
020 PROFESSIONAL SERVICES 133,035 330,000 265,000 301,000 021 TRAVEL & MEETING - 2,675 2,675 2,675
033 SPECIAL DEPARTMENTAL SUPPLIES 46,981 55,000 55,000 105,000 038 SIGN MAINTENANCE 40,635 58,000 45,000 51,000
041 CAPITAL OUTLAY 38,914 50,000 50,000 50,000
450 CONTINGENCY - - - 15,000
Total Traffic Control 400,047 699,995 617,995 745,995
01-4410 FACILITIES
101 FULL TIME PERSONNEL SALARIES 429,306 519,000 519,000 526,000 102 PART TIME PERSONNEL SALARIES 73,705 91,000 91,000 94,355 103 OVERTIME 5,520 8,000 8,000 10,000
200 EMPLOYEE BENEFITS - 230,000 230,000 235,000
012 CAR ALLOWANCE 3,000 3,000 3,000 3,000
015 MAINTENANCE 8,239 10,780 7,780 10,780
016 PUBLICATION & DUES 240 575 450 450
021 TRAVEL & MEETING 229 1,400 500 1,000
022 UTILITIES 15,894 39,090 23,600 23,700
023 CONTRACT SERVICES - 6,690 6,690 93,481
029 UNIFORMS 5,458 4,900 4,900 5,500
031 BUILDING MAINTENANCE & SUPPLIES 8,805 8,500 8,500 8,500 033 SPECIAL DEPARTMENTAL SUPPLIES 7,255 5,500 5,500 5,500 041 CAPITAL OUTLAY - - - -
450 CONTINGENCY - - - 10,000
Total Facilities 557,652 928,435 908,920 1,027,266
96

2022-23 2023-24 2023-24 2024-25

ACTUAL APPROVED REVISED ADOPTED

BUDGET ESTIMATE BUDGET
01-4411 CIVIC CENTER
015 MAINTENANCE 45,122 45,944 46,856 53,706
020 PROFESSIONAL SERVICES 1,416 2,600 1,932 2,200
022 UTILITIES 160,507 188,000 175,000 177,200
023 CONTRACT SERVICES - - - 76,829
031 BUILDING MAINTENANCE & SUPPLIES 9,195 13,500 13,500 13,500 033 SPECIAL DEPARTMENTAL SUPPLIES 7,886 8,000 8,000 8,000 041 CAPITAL OUTLAY p 45,334 10,000 10,000 -
450 CONTINGENCY - - - 10,000
Total Civic Center 269,460 268,044 255,288 341,435
01-4412 SENIOR CENTER
101 FULL TIME PERSONNEL SALARIES 121,951 130,500 125,500 131,000 102 PART TIME PERSONNEL SALARIES - 99,912 99,912 104,908 200 EMPLOYEE BENEFITS - 78,000 70,000 73,000
013 SENIOR PROGRAMS 38,068 40,314 40,314 40,314
015 MAINTENANCE 11,211 17,030 17,213 17,388
022 UTILITIES 45,856 57,250 53,750 53,750
023 CONTRACT SERVICES - - - 54,568
031 BUILDING MAINTENANCE & SUPPLIES 5,952 9,750 9,750 9,000 033 SPECIAL DEPARTMENTAL SUPPLIES 4,407 5,000 5,000 5,000 041 CAPITAL OUTLAY 6,945 7,000 7,000 7,000
450 CONTINGENCY - - - 10,000
Total Senior Center 234,390 444,756 428,439 505,928
01-4414 PARK MAINTENANCE
101 FULL TIME PERSONNEL SALARIES 277,818 308,000 287,250 311,813 103 OVERTIME 2,949 5,000 5,000 5,000
200 EMPLOYEE BENEFITS - 120,500 115,000 131,000
015 MAINTENANCE 2,918 4,000 5,103 4,500
016 PUBLICATION & DUES - 1,785 1,785 1,850
018 PRINTING - 200 200 200
020 PROFESSIONAL SERVICES 45,569 9,065 11,565 55,672
021 TRAVEL & MEETING 125 1,000 1,000 1,500
022 CELL PHONES - - - -
023 GRAFFITI REMOVAL CONTRACT - - - 111,583
029 UNIFORMS 2,377 2,380 2,380 2,650
033 SPECIAL DEPARTMENTAL SUPPLIES 7,385 10,000 10,000 12,500 450 CONTINGENCY 10,000
Total Park Maintenance 339,142 461,930 439,283 648,267
01-4415 MEDIAN & PARKWAY MAINTENANCE
101 FULL TIME PERSONNEL SALARIES 330,715 339,591 332,250 352,813 103 OVERTIME 3,930 7,000 5,000 5,000
200 EMPLOYEE BENEFITS 150,500 145,000 148,000
016 PUBLICATION & DUES 485 1,880 1,880 2,480
020 PROFESSIONAL SERVICES 117,459 128,090 128,090 129,914 021 TRAVEL & MEETING 150 1,250 1,250 1,250
022 UTILITIES 134,723 146,000 146,000 146,000
029 UNIFORMS 2,145 2,380 2,380 2,650
033 SPECIAL DEPARTMENTAL SUPPLIES 2,032 4,000 4,000 4,000 450 CONTINGENCY - 10,000
Total Parkways & Median Island Maint 591,639 780,691 765,850 802,106 01-4420 RECREATION
101 FULL TIME PERSONNEL SALARIES 470,574 530,000 530,000 538,500 102 PART TIME PERSONNEL SALARIES 480,025 448,787 446,823 407,544 103 OVERTIME 8,595 10,000 9,265 10,000
200 EMPLOYEE BENEFITS - 247,000 247,000 280,000
012 CAR ALLOWANCE g () 9,600 10,000 10,000 10,000
016 PUBLICATIONS & DUES 1,620 1,730 1,568 2,028
018 PRINTING 4,701 5,200 5,200 5,700
019 RENT OF PROPERTY & EQUIPMENT 20,333 58,410 32,000 43,600 020 PROFESSIONAL SERVICES 237,166 250,260 203,700 203,700 021 TRAVEL & MEETING 12,953 9,235 9,235 12,300
033 SPECIAL DEPARTMENTAL SUPPLIES 32,863 27,600 27,600 27,600 034 FEE & CHARGE PROGRAM - 102,515 86,015 97,005
450 CONTINGENCY - 10,000
110 SUMMER FOOD PROGRAM 13,958 9,500 13,481 13,500
Total Recreation 1,292,387 1,710,237 1,621,887 1,661,477 97

2022-23 2023-24 2023-24 2024-25

ACTUAL APPROVED REVISED ADOPTED

BUDGET ESTIMATE BUDGET

GENERAL FUND DETAIL OF EXPENDITURES (CONTINUED)
01-4430 SAN DIMAS RECREATION CENTER
101 FULL TIME PERSONNEL SALARIES 68,878 45,000 67,500 70,500 102 PART TIME PERSONNEL SALARIES 379,491 414,008 390,268 497,394 103 OVERTIME 539 - - -
200 EMPLOYEE BENEFITS - 105,000 100,000 110,000
010 ADVERTISING - 1,050 - -
012 CAR ALLOWANCE 77 490 490 490
015 MAINTENANCE OF EQUIPMENT 48,601 37,335 37,335 32,075 016 PUBLICATIONS & DUES 559 3,065 2,288 2,300
018 PRINTING 1,040 1,450 1,450 1,800
019 RENT OF PROPERTY & EQUIPMENT 2,906 3,200 3,200 3,500 020 PROFESSIONAL SERVICES 172,594 205,281 211,885 217,885 021 TRAVEL & MEETING (287) 815 815 850
022 UTILITIES 172,059 178,530 163,530 173,530
023 CONTRACT SERVICES - - - 72,552
029 UNIFORMS 2,216 4,500 4,500 4,500
031 BUILDING MAINTENANCE & SUPPLIES 5,803 10,000 10,000 10,000 033 SPECIAL DEPARTMENTAL SUPPLIES 38,689 45,000 45,000 45,000 034 FEE & CHARGE PROGRAM 1,906 4,000 4,000 4,000
041 CAPITAL OUTLAY 20,466 20,000 15,000 -
450 CONTINGENCY - 10,000
Total SAN DIMAS RECREATION CENTER 915,537 1,078,725 1,057,261 1,256,376 SUB-TOTAL GENERAL EXPENDITURES 24,122,560 26,902,223 25,165,306 30,720,466 01-5000 Transfers Out/Loans
099 Transfer to City Hall/CB Plz Fund 04 (004) 691,330 689,639 689,639 - 099 Transfer to Landscape Maint Fund 08 (008) 91,000 - - 157,507 099 Transfer to Housing Fund 34 (20% loan set aside) (034) 234,527 206,952 206,952 287,465 099 Transfer to Fund 75 (075) 28,000 5,974 5,974 1,817
Total Transfers Out/Loans 1,044,857 902,565 902,565 446,789 01-5000 Use of Reserves
099 Reserves to Infrastructure (012) 892,476 3,339,657 3,418,236 93,752 099 Reserves to Park Dev Fund 20 (020) - 645,000 645,000 - 099 Reserves to Open Space #1 Fund 21 (021) 298,250 - - - 099 Reserves to Open Space #2 Fund 22 (022) 63,791 10,925 10,925 - 099 Reserves to Capital Reserve Fund 100 (100) - 1,595,000 1,595,000 1,630,000 Total Use of Reserves 1,254,517 5,590,582 5,669,161 1,723,752 TOTAL GENERAL FUND EXP/TRFS 26,421,934 33,395,369 31,737,032 32,891,007

FUND BALANCE DETAIL
UNASSIGNED FUND BALANCE (281-001) 16,652,393 12,311,808 14,079,428 12,995,468 ASSIGNED FB RISK MGT/LAW ENF (281-076) 2,036,592 2,036,592 2,036,592 2,036,592 ASSIGNED FB EMERG SERVICES (281-078) 1,000,000 1,000,000 1,000,000 1,000,000 ASSIGNED FB GENERAL PLAN (281-079) 250,000 3,000,000 3,000,000 3,000,000 ASSIGNED FB OPEB 2,978,932 2,300,000 2,300,000 2,300,000 ASSIGNED FB COMPENSATED ABSENCES 1,264,766 1,500,000 1,500,000 1,500,000 ASSIGNED FB - NPDES (281-004) 600,000 - - -
TOTAL ENDING GENERAL FUND BALANCE 24,782,683 22,148,400 23,916,020 22,832,060 TOTAL EXP/TRFS/AND FUND BALANCE 51,204,616 55,543,769 55,653,052 55,723,067 98

General Fund Operating Expenditures
Total General Fund Expenditures $30,720,466
99

SCHEDULE 4: SUMMARY OF TRANSFERS IN & USE OF

RESERVES
2022-23 2023-24 2023-24 2024-25

ACTUAL ADOPTED REVISED ADOPTED

BUDGET ESTIMATED BUDGET

TRANSFERS
01 General Fund From Fund 02 Gas Tax 225,000 225,000 225,000 250,000 01 General Fund From 07 Lighting Dist 125,000 125,000 125,000 150,000 01 General Fund From Fund 71 AQMD 2,000 2,000 2,000 2,000 04 City Hall/CB/Plaza From 01 General Fund 691,330 689,639 689,639 - 08 Landscape Parcel Tax From 01 General Fund 91,000 - - 157,507 12 Infrastructure From 01 Gen Fund 892,476 3,339,657 3,418,236 93,752 20 Comm. Park/Fac Dev From 01 Gen Fund 645,000 645,000
021 Open Space Dist. #1 From Fund 01 Gen Fund 298,250 - - - 022 Open Space Dist. #2 From Fund 01 Gen Fund 63,791 10,925 10,925 - 34 Housing Authority Successor from Fund 01 234,527 206,952 206,952 287,465 70 New Equipment Reserve From Fund 01 - - - -
75 Open Space Maintenance from Fund 01 Gen Fund 28,000 5,974 5,974 1,817 100 Capital Assets Reserve From Fund 01 - 1,595,000 1,595,000 1,630,000 TOTAL TRANSFERS IN 2,651,374 6,845,147 6,923,726 2,572,541

ALL FUNDS
100

SCHEDULE 5: SUMMARY OF TRANSFERS OUT & USE OF
FUNDS
2022-23 2023-24 2023-24 2024-25

ACTUAL ADOPTED REVISED ADOPTED

BUDGET ESTIMATED BUDGET

TRANSFERS
01 General Fund to Fund 04 691,330 689,639 689,639 -
01 General Fund to Fund 08 91,000 - - 157,507
01 General Fund to Fund 12 892,476 3,339,657 3,418,236 93,752 01 General Fund to Fund 20 - 645,000 645,000 -
01 General Fund to Fund 021 298,250 - - -
01 General Fund to Fund 022 63,791 10,925 10,925 -
01 General Fund to Fund 34 234,527 206,952 206,952 287,465 01 General Fund to Fund 70 - - - -
01 General Fund to Fund 75 28,000 5,974 5,974 1,817
-
01 General Fund to Fund 100 - 1,595,000 1,595,000 1,630,000 02 State Gas Tax Fund to Fund 01 225,000 225,000 225,000 250,000 07 City Wide Lighting District to Fund 01 125,000 125,000 125,000 150,000 71 AQMD to Fund 01 2,000 2,000 2,000 2,000
TOTAL TRANSFERS OUT 2,651,374 6,845,147 6,923,726 2,572,541

ALL FUNDS
101

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102

PERFORMANCE INDICATORS & CAPITAL PROGRAM
SECTION:
 GENERAL FUND COST CENTERS: FUNCTIONS & OPERATIONAL PLANS  CAPITAL IMPROVEMENT PROGRAM OVERVIEW
103

ADMINISTRATIVE SERVICES
 Awarded the CSMFO Excellence in Budgeting Award, & the GFOA’s Certificate of Achievement for Excellence in Financial Reporting award for 2023-24
 Executed a Measure W and Transient Occupancy Tax Audits  Launched Rave Alerts with IPAWS integrated, enhancing emergency communication capabilities.  Nearly doubled Instagram following, increased Facebook followers by 9%, and increased X/Twitter followers by 5% in comparison to previous year.
 Launched and utilize City’s LinkedIn Page to expand digital recruiting footprint.  Completed, adopted and implemented a new Emergency Operations Plan, enhancing city-wide disaster preparedness and response.
 Developed and published a Resident Guide and Business Guide to provide an additional community resource.
 Created and implemented City’s Ceremonial Recognition Policy  Retooled the City’s Administrative Policies & Procedures Process for all departments  Created iContracts User Guide – facilitated training
 Created Staff Administrative Guide for Managing BCC – facilitated training  Created Elections Standard of Operating Procedures
 Started assessment of the City’s Records Management
 Coordinated additional Voter Drop Box for the City
 Coordinated additional Vote Center location for the November 2025 General Election  Upgraded the City’s Geographic Information System (GIS) infrastructure for mapping and property data.
 Deployed California Governor’s Office of Emergency Services (Cal OES) Emergency Mass Notification System for San Dimas City.
 Rolled out workflow management software to track budget and project management citywide.  Upgraded City Hall Council Chambers Audio/Visual equipment for high-definition broadcast and to improve public meeting experience.
 Continue to improve the City’s computer network security to safeguard from unwarranted malicious attempts.
 Successfully completed 7 FT recruitments, 7 PT recruitments, and 2 hiring events resulting in 75 new FT and PT hires/promotions.
 Facilitated over 25 Citywide employee trainings in subjects such as Strategic Communication, GIS Training, Driver Safety, and Approaches to Decision Making. 104

City Council City Council 4110
Department Cost Center Cost Center No.

Function:
 To establish policies that will promote and maintain community standards and values, and provide policy direction to the City Manager.  Oversee performance of the Local Government.
 Oversee effectiveness of programs.
 Pass ordinances and resolutions.
 Regulate land use through zoning laws.

Operational Plans:
 Hold regular City Council meetings to conduct the official business of the City organization and address community issues and concerns.  Provide representation to regional associations, and work with neighboring communities to address areas of mutual concern.
 Represent the City on issues that involve local, County, State and Federal government agencies.
 Maintain a system of citizen commissions and committees that advise and inform the City Council on various issues.
 Be accessible to the media and the citizens of San Dimas for information and questions.

Position Summary :
 City Mayor (1)
 City Council Member (4)
Budget Distribution
2022-23
Actuals
2023-24
Approved Budget
2023-24
Estimated
2024-25
Adopted Budget
Full Time Employees 5.00 5.00 5.00 5.00
Expenditures
Elected Officials Salary 39,748 39,720 45,000 66,240
Elected Officials Benefits 115,000 115,500 116,842
33,201 57,793 47,893 51,093
- - - -
Total Expenditures: 72,949 212,513 208,393 234,175
% Change -2% 12%
General Fund
City of San Dimas
Other Operating Costs
Source of Funds :

Capital Outlay (041)
105

Administration Administrative Services 4150
Department Cost Center Cost Center No.

Function:
 To recruit, through innovative, creative and traditional practices, highly qualified employees; retain those employees by providing competitive compensation and benefits; assist employees by interpreting the Personnel Rules and Regulations and Administrative Policies by responding to questions and concerns; and coordinate the recruitment and open enrollment process.
 To provide strategic planning, development, research, staff coordination, purchasing, implementation maintenance, and evaluation of Citywide technology and information system technology, including data, voice, phone system, radio, and technology capital infrastructure  To administer and coordinate the fiscal activities of the City and Successor Agency.

This includes all aspects of accounting, investing, business licensing, payroll, debt administration, fixed asset accounting, grant reporting and preparation of financial reports, and budget preparation.
 To provide public information, public relations and marketing support for the City organization; oversee community outreach, manage content of the City's website and serve as the City's liaison with news media.

Operational Plans:
 Attract, train and retain quality employees for the City organization  Provide administrative and technology support services to the City Council, City Manager and all operating department on a daily and long-range planning basis.  Ensure the City's compliance with Generally Accepted Accounting Principles (GAAP).  Provide a comprehensive public information program that distributes accurate information on a timely basis through a variety of different media.

Position Summary:
 Administration Services Director (1.0 FT  Human Resources Manager (1.0 FTE)  Accounting Supervisor (2.0 FTE)  IT/GIS Analyst (1.0 FTE)  Accounting Technicians (3.0 FTE)  HR Analyst (1.0 FTE)  Information System Manager (1.0 FTE)
Budget Distribution
2022-23
Actuals
2023-24
Approved Budget
2023-24
Estimated
2024-25
Adopted Budget
Full Time Employees 10.00 11.00 11.50 10.00
Expenditures
FT Personnel Salary 1,042,761 1,138,500 1,138,500 1,072,000 PT Personnel Salary 62,046 71,500 71,500 -
Employee Benefits - 412,100 424,600 374,600
45,004 121,500 63,000 4,500
124,015 201,972 135,524 168,629
- - - -
Total Expenditures: 1,273,827 1,945,572 1,833,124 1,619,729 % Change -6% -12%
City of San Dimas
Professional Services
Source of Funds : General Fund
Capital Outlay (041)
Other Operating Costs (Various)
106

Administration City Manager 4120
Department Cost Center Cost Center No.

Function:
 To Implement City Council Policy direction, provide overall project supervision, promote economic stability through business development and retention, and promote organizational stability through financial and human resources management.  To maintain official City documents & records; respond to requests for public records; record the legislative actions of the City Council; administer municipal elections; maintain the municipal code; process liability claims; act as the filing officer for economic interest and campaign statements and perform all other work required by the provisions of the government Code of the State of California.

Operational Plans:
 Present a budget document for City Council consideration that is balanced and easily understood by the public.
 Respond to citizen contacts and requests for information.  Coordinate and provide direction on economic development projects.  Facilitate and create meaningful partnerships with community-based organizations and other cities.
 Provide quality responsive administrative support to the City Council  Ensure compliance with all applicable laws, Government Code, Brown Act, Political Reform Act, Public Records Act, and Elections Code.

Position Summary:
 City Manager (1.0 F  Assistant City Manager (1.0 FTE )  Senior Management  Departmental Assistant (1.0 FTE)
 City Clerk (1.0 FTE  Management Analyst (PT)
Budget Distribution
2022-23
Actuals
2023-24
Approved Budget
2023-24
Estimated
2024-25
Adopted Budget
Full Time Employees 2.00 4.00 4.00 5.00
Part Time Employees 1.00
Expenditures
FT Personnel Salary 638,595 691,000 701,600 877,500
Personnel Benefits 175,500 175,500 240,000
Professional Services 136,026 150,000 160,000 150,000
69,112 86,651 74,551 97,426
- - - -
Total Expenditures: 843,734 1,103,151 1,111,651 1,364,926 % Change 1% 23%
City of San Dimas
Other Operating Costs (Various)
Source of Funds : General Fund
Capital Outlay
107

Administration City Attorney 4170
Department Cost Center Cost Center No.

Function:
 To provide legal services to the City Council, Commissions and staff. The City contracts with Alshire & Wynder LLP
 Provide effective legal counsel.

Operational Plans:
 Provide legal review and assistance in land use, planning, purchasing, code enforcement, and related municipal matters.
 Review and approve resolutions, contracts and agreements.  Assist in the development, review and approval of ordinances.  Assist with Public Records Act responses.
 Assist with special litigation issues.

Budget Distribution
2022-23
Actuals
2023-24
Approved Budget
2023-24
Estimated
2024-25
Adopted Budget
Full Time Employees - - - -
Expenditures
FT Personnel Salary - - - -
578,078 733,605 684,000 675,000
- - - -
Total Expenditures: 578,078 733,605 684,000 675,000
% Change -7% -1%
Source of Funds : General Fund
City of San Dimas
Professional Services (020)
Capital Outlay (041)
108

Administration Economic Development 4180
Department Cost Center Cost Center No.

Function:
 To coordinate and provide direction on economic development projects.

Operational Plans:
 Implement a marketing program based on market studies, which are designed to attract visitors to the City's retail areas.
 Implement marketing program designed to attract brokers/developers to invest in the City's retail project areas.
 Work with developers/brokers when they contact the City to facilitate economic development and redevelopment
 Maintain programs designed to incentivize businesses to locate in San Dimas  Collaborate with the Chamber of Commerce on economic development policies and projects.

Budget Distribution
2022-23
Actuals
2023-24
Approved Budget
2023-24
Estimated
2024-25
Adopted Budget
Full Time Employees - - - -
Expenditures
FT Personnel Salary - - - -
Professional Services - 16,250 16,250 16,250
5,250 12,750 12,500 7,250
- - - -
Total Expenditures: 5,250 29,000 28,750 23,500
% Change -1% -18%
Source of Funds : General Fund
City of San Dimas
Other Operating Costs
Capital Outlay (041)
109

General Government General Services 4190
Department Cost Center Cost Center No.

Function:
 To provide general operating services to all departments, not attributable to any single department, such as telephone, postage, copying, professional auditing and information system services, software programs, merchant services, special projects, and employee benefits.

Operational Plans:
 Contract with vendors for products and services that can provide the greatest value for the cost to the citizens of San Dimas and its employees.
 Provide excellent insurance coverage for City Facilities and equipment in case of natural disasters or accidents.
 Provide competive benefit packages to attract and retain the best talent available for the organization.
 Provide software programs and IT security that can enhance employee efficiency, enhanced reporting and metrics to meet the City's transparency goals while protecting sensitive information.

Budget Distribution
2022-23
Actuals
2023-24
Approved Budget
2023-24
Estimated
2024-25
Adopted Budget
Full Time Employees - - - -
Expenditures
Professional Services (020) 110,653 266,664 169,667 523,349 Insurance Costs (014) 539,396 5,000 4,645 759,201
3,767,488 1,797,727 1,785,727 1,575,253
Other Operating Costs (Various) 313,305 168,485 154,873 772,555 - - - -
Total Expenditures: 4,730,842 2,237,876 2,114,912 3,630,358 % Change -5% 72%
Source of Funds : General Fund
City of San Dimas
Employee Benefits (200)
Capital Outlay (041)
110

Public Safety Public Safety 4210
Department Cost Center Cost Center No.

Function:
 Provide 24 hour, 365 days a year response to calls for service, general law enforcement activities, including emergencies, traffic collisions and enforcement, crime investigations, disaster response and assessment, and proactive preventative patrol.  To provide directed traffic enforcement to areas of the City with higher than average rates of traffic collisions and areas that receive frequent complaints or requests for enforcement with the objective of ensuring the safe movement and parking of vehicles.  To manage community outreach and crime prevention programs including Neighborhood Watch, National Night Out and the City of San Dimas CERT program.

Operational Plans:
 To enforce Federal, State and local laws that protects life and property.  To maintain compliance of police policies and procedures with ever changing Federal, State, and local laws through reviewing, analyzing and updating as required.  Establish and maintain safe vehicular and pedestrian passage throughout the City.  To conduct physical patrol of all areas of the City to reduce the probability of crimes.  To respond to calls for service, prepare reports, issue citations and make arrests.  To resolve problems through community-based policing.

Budget Distribution
2022-23
Actuals
2023-24
Approved Budget
2023-24
Estimated
2024-25
Adopted Budget
Full Time Employees Contracted Contracted Contracted Contracted Expenditures
Public Safety Contract Services (020) 6,511,966 6,869,778 6,652,091 8,081,508 Liability Trust Fund (020-014) 760,538 889,701 889,701 995,000 97,381 114,715 83,000 84,500
Animal Control Serivces (413) 208,610 - - 315,450
Total Expenditures: 7,578,496 7,874,194 7,624,792 9,476,458 % Change -3.17% 24%
City of San Dimas
Other Operating Costs (Various)
Source of Funds : General Fund
111

Public Safety Emergency Services 4212
Department Cost Center Cost Center No.

Function:
 To emphasize emergency response coordination, staff and volunteer training, communication systems, recovery efforts, public information, emergency plan development and revision.
 Prepare, update and exercise the procedures for responding to disasters.  Make investments in disaster preparedness needed to provide the City with effective emergency response capability.

Operational Plans:
 Develop and direct one tabletop exercise and/or City EOC activation to train City staff each year, or one multi-agency functional exercise.
 Provide training to all EOC staffing members to ensure familiarity with the Mobile EOC operations and equipment.
 Maintain an equipment purchase and maintenance plan to meet emergency preparedness response and recovery needs.

Budget Distribution
2022-23
Actuals
2023-24
Approved Budget
2023-24
Estimated
2024-25
Adopted Budget
Full Time Employees - - - -
Expenditures
FT Personnel Salary - - - -
48,959 27,213 24,632 37,050
- - - -
Total Expenditures: 48,959 27,213 24,632 37,050
% Change -9% 50%
Source of Funds : General Fund
City of San Dimas
Other Operating Costs
Capital Outlay (041)
112

Public Safety Risk Management/Law Enforcement 4211
Department Cost Center Cost Center No.

Function:
 Make payment on uninsured claims that must be paid by the City of San Dimas .  Process all City liability claims.

Operational Plans:
 Reduce the number of accidents claims through training and up to date polices and procedures.
 Maintain City propery, right of ways, sidewalk and trees to mitigate the risk of injury or harm.

Budget Distribution
2022-23
Actuals
2023-24
Approved Budget
2023-24
Estimated
2024-25
Adopted Budget
Full Time Employees - - - -
Expenditures
FT Personnel Salary - - - -
3,512 7,500 - 5,000
- - - -
Total Expenditures: 3,512 7,500 - 5,000
Source of Funds : General Fund
City of San Dimas
Other Operating Costs
Capital Outlay (041)
113

COMMUNITY DEVELOPMENT
Housing
• Rehab Assistance – 5 Single Family Homes, 19 Mobile Homes • Lift Program – 9 installed
• Charter Oak Mobile Home Estates Space Rent Assistance Program – 37 homeowners receiving space rent credit
• Charter Oak Mobile Home Estates – Fiber/hard-wired internet installed in clubhouse, security Cameras installed at clubhouse, perimeter security cameras in process • PLHA Rental Assistance Program – 24 Seniors receiving rental assistance for 16 months. • Monte Vista Apts - 2 units rehabbed/walk in shower upgrades – 1 in process and Security Entry Door Upgrade
• Homelessness
o Housing Services Coordinator position created
o Year 1 of 5 with L.A. CADA for Homeless Outreach Services  4 Permanent housing placements, linked 66 individuals to services o Housing Solutions Fund – 2 permanent housing placements / 2 homelessness prevention assistance Building
• Created digital plan check resubmittal process
• Created electronic inspection report using Accela Mobile App • In the process of creating an interdepartmental plan review matrix to streamline workflow and enhance efficiency.
• Issued - Approximately 1,100 permits
• Inspections - 6,000 individual
• Updating years of Permit and Plan Records into digital archive Planning
• Downtown Specific Plan – Final draft completed. Final community meeting and release of Draft EIR, for public comment, pending before moving to public hearings this summer. • Municipal Code Text Amendments – Completed
o Amendment to MF development standards to comply with Housing Element. o Amendment to regulate camping and storage on private and public property. o Amendment to regulate the use of transit facilities.
o Amendment to regulate recycling facilities, donation boxes and non-USPS mailboxes. • Municipal Code Text Amendments – Underway
o Amendment to eliminate DBRB and transfer review authority to Commission and Staff. o Amendment to create standards to regulate SB 9 projects. o Amendment to allow a variety of housing types to comply with Housing Element. o Amendment to Single-Family Code sections to codify policies and associated cleanup. o Amendment to land use table and processing of land use applications. o Amendment to update ADU ordinance as required by HCD/State law. o Amendment to create ordinance to provide outdoor dining standards. o Amendment to create objective designs standards for projects eligible for SB 35/330. o Amendment of tree ordinance to change approach to tree removal process o Amendment to Specific Plan No. 11 to allow additional grading. • Creating pre-approved ADU plans as required by State Law. • New 63K warehouse building at Allen/Cataract –Pending final approval by City Council. 114

Community Development Community Development 4308
Department Cost Center Cost Center No.

Function:
 Responsible for the orderly development of the community; to ensure that new development is attractive and compatible with the surroundings consistent with the City's codes and policies; to analyze land use and development proposals form an environmental zoning, land use and development proposals from an environmental, zoning, land use and design review standpoint; to provide information and assistance to the public on the City's planning process; to encourage public participation in land use and design review matters; to serve as the coordinators among the various City department and other outside agencies in land use and design matters, and to staff and advise the Planning Commission.  The Community Development Department also conducts advance planning studies and projects in order to update and improve City codes and policies in response to new issues and legal requirements; to prepare annual mandated reports and to implement Federal and State mandates.

Operational Plans:
 Provide public information on development and planning issues  Provide planning and environmental support for City projects, and assist other departments by providing zoning analysis for City proposed projects, preparation and/or management of CEQA documentation for City projects, and coordinating review by the planning commission.
 Manage environmental review of land use development proposals, including Environmental Impact Report contracts, and facilitate the review and action by the appropriate review body. Implement the City's land use standards and processes and zoning administration.

Position Summary:
 Director of Commuity
Development (1.0
FTE)  Planning Manager (1.0 FTE )

Sr. Management
Analyst (1.0 FTE) 
 Associate Planner 
 Departmental 
 Planning Intern (1 PT) 
Budget Distribution
2022-23
Actuals
2023-24
Approved Budget
2023-24
Estimated
2024-25
Adopted Budget
Full Time Employees 10.00 10.00 10.00 10.00
Part Time Employees 3.00 3.00 3.00 7.00
Expenditures
FT Personnel Salary (101) 1,042,753 1,002,000 979,000 1,071,881 PT Personnel Salary (102) 132,427 130,000 165,000 175,000 Employee Benefits 388,000
Professional Services (020) 88,742 78,532 120,336 263,100 271,208 122,528 97,323 -
Other Operating Expenditures (Various) 55,655 453,538 364,340 77,580 - - - -
Total Expenditures: 1,590,784 1,786,598 1,725,999 1,975,561 % Change -3% 14%
Code Enforcement Supervisor (1.0 FTE)
City of San Dimas
Grant Funded Services (020)
Source of Funds : General Fund
Capital Outlay (041)
Senior Planner (1.0 FTE)
Code Compliance Officer (2.0 FTE)
Parking Enforcement I & II (6 PT)
115

Public Works Public Works Admin/Engineering 4310
Department Cost Center Cost Center No.

Function:
 To provide public safety in the areas of traffic engineering and all infrastructure within the public right of way, including streets, street lights, sidewalks, striping, traffic signals, bicycles, and pedestrian facilities, traffic safety around school zones, sewer and storm drains.
 Responsible for compliance with the Americans with Disabilities Act (ADA) within the public right of way; responsible for administering street maintenance contracts, and capital improvement projects, and compliance with the National Pollutant Discharge Elimination System (NPDES) Program; provide plan check and inspection services for grading and public works permits, utility work permits, development reviews, tract/parcel map checks, lot line adjustments, and compliance certificates. Respond to public inquires regarding traffic, parking, drainage and public works issues.

Operational Plans:
 Provide public information on engineering and traffic issues at the public counter and by phone. Issue public works and grading/on-site improvement permits.  Provide mapping and documentation support through AutoCAD and GIS services.  Update the pavement management program to provide a method of documenting roadway pavement conditions throughout the community to prioritize capital improvement projects.
 Provide contract management and administration associated with designated/assigned Capital Improvement Program projects.

Position Summary :
 Director of Public Works (1.0 FTE)  Management Analyst (1.0 FTE)  Engineering Manager (1.0 FTE)  Public Works Inspector (1.0 FTE)  Associate Engineer (1.0 FTE)  Management Aide (1.0 FTE)  Senior Mangement Analyst (1.0 FTE)  Administrative Secretary (1.0 FTE)  Assistant Engineer (1.0 FTE)  Engineering Intern (1 PT) Budget Distribution
2022-23
Actuals
2023-24
Approved Budget
2023-24
Estimated
2024-25
Adopted Budget
Full Time Employees 8.00 8.00 8.00 9.00
Part Time Employees 1.00 1.00 1.00 1.00
Expenditures
FT Personnel Salary (101) 938,557 1,006,500 1,006,500 1,020,000 PT Personnel Salary (102) 17,237 35,000 28,000 35,000
Employee Benefits (200) 332,000 332,000 326,000
- 449,700 61,000 410,200
33,500 44,100 37,600 59,400
- - - -
Total Expenditures: 989,293 1,867,300 1,465,100 1,850,600 % Change -22% 26%
City of San Dimas
Professional Services (020)
Source of Funds : General Fund
Capital Outlay (041)
Other Operating Costs
116

PUBLIC WORKS
Grant Funding
• Applied for $7,985,000 in grants; As of June 6, received $3,075,000 in grant funding CIP projects
• Bid or constructed $6 million in street infrastructure improvements with $ 4 million more in the final stages of design (One is pending Railroad Approval, the other is a Cooperative project pending LA County approval).

Gold Line
• Improvements in 6 crossing requiring full closure of street • Worked with Rail Authority to open Bonita Avenue at Cataract despite delays in Traffic Signal and bridge construction • Over 1000 plan sheets reviewed and approved
Traffic Safety
• Reviewed over 50 public request items of concern
Streets Maintenance
• Repaired over 1,560 potholes; Replaced 740 signs; Converted 165 City owned street lights to LED fixtures • Repaired over $150,000 in concrete removals (10,960 Sf of sidewalk, drive approach, curb and gutter) • PW Yard building modifications to promote better efficiency for ongoing operations and in the event of relocation • Increase walkability by upgrading 19 ADA ramps to modern accessibility standards • Worked over 300 overtime hours to maintain the safety of the city through the rainy season Private Developments
• Inspected over $3,000,000 in private and public improvements at Brasada Development in the northern foothills • Reviewed 12 private development projects
Administration
• Process over 1,800 calls for service of which 234 were on GoGov; Reviewed 29 Special Event Permits requiring traffic control review or coordination
• Over 236 encroachment permits issued
• Conducted over 1,362 inspections
• Issued/renewed 34 contracts or agreements
• Processed 33 Records Requests
• Renewed permits in 2 Parking Districts
• Processing Sewer Assessment District for 11 properties on Wehner Lane • Conducted 13 Outreach Meetings to businesses and residents • All hands worked Heart of the Foothills Special Event Environmental Division
• Ensured compliance with the Los Angeles County Municipal Separate Storm Sewer Systems (MS4) Permit • Completed all required CalRecycle reports including new organic waste requirements • Completed SB 218 process for Solid Waste Rate Increase • Distributed approximately 800 green organics carts to condos and apartments to meet SB 1383 requirements • Met new Sewer Discharge requirements compliant with new Sewer Discharge Order to include Council approval of new Sewer System Management Plan
• Implemented Rigorous Outreach program for Solid Waste, MS4, and Sewer programs involving multi venue outreach; site visits, public event booths, social media, newsletter • Completed 20-25 Market Vendor inspections
• Completed over 1,700 catch basin cleanings
• Over 14 articles published in Quarterly Magazine
• Implemented #WastelessWednesdays to provide residents information on how to help the environment and save money
117

Public Works Public Works Admin/Engineering 4310
Department Cost Center Cost Center No.

Function:
 To provide public safety in the areas of traffic engineering and all infrastructure within the public right of way, including streets, street lights, sidewalks, striping, traffic signals, bicycles, and pedestrian facilities, traffic safety around school zones, sewer and storm drains.
 Responsible for compliance with the Americans with Disabilities Act (ADA) within the public right of way; responsible for administering street maintenance contracts, and capital improvement projects, and compliance with the National Pollutant Discharge Elimination System (NPDES) Program; provide plan check and inspection services for grading and public works permits, utility work permits, development reviews, tract/parcel map checks, lot line adjustments, and compliance certificates. Respond to public inquires regarding traffic, parking, drainage and public works issues.

Operational Plans:
 Provide public information on engineering and traffic issues at the public counter and by phone. Issue public works and grading/on-site improvement permits.  Provide mapping and documentation support through AutoCAD and GIS services.  Update the pavement management program to provide a method of documenting roadway pavement conditions throughout the community to prioritize capital improvement projects.
 Provide contract management and administration associated with designated/assigned Capital Improvement Program projects.

Position Summary :
 Director of Public Works (1.0 FTE)  Management Analyst (1.0 FTE)  Engineering Manager (1.0 FTE)  Public Works Inspector (1.0 FTE)  Associate Engineer (1.0 FTE)  Management Aide (1.0 FTE)  Senior Mangement Analyst (1.0 FTE)  Administrative Secretary (1.0 FTE)  Assistant Engineer (1.0 FTE)  Engineering Intern (1 PT) Budget Distribution
2022-23
Actuals
2023-24
Approved Budget
2023-24
Estimated
2024-25
Adopted Budget
Full Time Employees 8.00 8.00 8.00 9.00
Part Time Employees 1.00 1.00 1.00 1.00
Expenditures
FT Personnel Salary (101) 938,557 1,006,500 1,006,500 1,020,000 PT Personnel Salary (102) 17,237 35,000 28,000 35,000
Employee Benefits (200) 332,000 332,000 326,000
- 449,700 61,000 410,200
33,500 44,100 37,600 59,400
- - - -
Total Expenditures: 989,293 1,867,300 1,465,100 1,850,600 % Change -22% 26%
City of San Dimas
Professional Services (020)
Source of Funds : General Fund
Capital Outlay (041)
Other Operating Costs
118

Community Development Building & Safety 4311
Department Cost Center Cost Center No.

Function:
 To regulate construction and occupancy of buildings in accordance with local, State and Federal laws; provide plan check and inspection services; manage building permit records; and provide public information regarding code requirements and property history.  Ensure the safety of buildings in the City of San Dimas.

Operational Plans:
 Ensure building standards to safeguard life, health, and property through plan review and inspection procedures.
 Verify State contractor's licensing, workers compensation insurance, and City business taxes and licenses prior to permit issuance.
 Perform on-site building inspections for new construction or remodeling to ensure compliance with approved plans and applicable requirements, conditions, standards, regulations, and codes.
 Provide timely and through review of building plans for compliance with disabled access, energy, fire and life safety, architectural, structural, electrical, plumbing, and mechanical regulations.
 Conduct regular Citywide inspection and respond quickly to citizen complaints for the purpose of enforcing minimum development, housing, fire, and life safety standards to ensure the safety of our citizens.

Position Summary:
 Building & Safety Manager (1.0 FTE)  Building Inspector I & Sr. (2.0 FTE's)  Building Permit Technician (1.0 FTE)
Budget Distribution
2022-23
Actuals
2023-24
Approved Budget
2023-24
Estimated
2024-25
Adopted Budget
Full Time Employees 4.00 4.00 4.00 4.00
Part Time Employees 1 1 1 -
Expenditures
FT Personnel Salary (101) 421,507 452,500 427,000 430,500 PT Personnel Salary (102) 18,692 40,000 12,000 -
Employee Benefits 142,372 115,000 148,500
Professional Services (020) 4,678 13,000 8,100 169,000
19,452 21,115 15,705 31,080
- - - -
Total Expenditures: 464,329 668,987 577,805 779,080
% Change -14% 35%
City of San Dimas
Other Operating Costs (Various)
Source of Funds : General Fund
Capital Outlay (041)
119

Public Works Street Maintenance 4341
Department Cost Center Cost Center No.

Function:
 To maintain the City's asphalt and concrete structures (street, sidewalk, curbs and gutters), litter and graffiti removal so that the public can have safe, clean and functional right of ways.
 Manage contract street sweeping services.
 Manage the National Pollution Discharge Elimination System (NPDES) Compliance and Enforcement Program of the Clean Water Act that regulates point source discharges to the nation's waters.

Operational Plans:
 Monitor and insure contractor is providing an efficient street sweeping maintenance program.
 Manage street striping program and maintenance of street signs and City sidewalks.  Ensure the City's compliance with NPDES/MS4 permit standards through ongoing monitoring, and ensure that development complies with appropriate submittals of Storm Water Pollution Prevention Plans as required.
 Implement the Watershed Management Plan through program administration, commercial and industrial inspections, monitoring of illicit discharges and connections, construction project inspections, public education and outreach, and implementation of best practices.

Position Summary :
 PW Maintenance Manager (1.0 FTE)
 PW Maintenance Supervisor (1.0 FTE)
 Equipment Operator (1.0 FTE)
 Street Maintenance worker (2.0 FTE)
Budget Distribution
2022-23
Actuals
2023-24
Approved Budget
2023-24
Estimated
2024-25
Adopted Budget
Full Time Employees 5.00 5.00 5.00 5.00
Expenditures
FT Personnel Salary (101) 366,305 388,500 388,500 408,500 Employee Benefits 162,936 162,500 183,000
Professional Serivces (020) 291,037 390,295 322,695 422,400 NPDES (024) 156,306 327,844 161,500 262,500
184,490 354,150 246,528 265,350
- - - -
Total Expenditures: 998,138 1,623,725 1,281,723 1,541,750 % Change -21% 20%
General Fund
City of San Dimas
Other Operating Costs (Various)
Source of Funds
Capital Outlay (041)
120

Public Works Vehicle/Yard Maintenance 4342
Department Cost Center Cost Center No.

Function:
 To provide routine maintenance and repair of City vehicles and equipment in the motor fleet, oversee the purchase of fuel and maintenance parts, develop vehicle specifications, purchase new vehicles, sell surplus equipment and ensure compliance with all applicable State and Federal regulations to vehicle maintenance and fueling facilities.

Operational Plans:
 Maintain the City's fleet and equipment.
 Coordinate and perform safety inspections and environmental compliance.  Purchase, store and distribute fuel.
 Continually analyze collected data and evaluate operations using the best available technology, and incorporate results.
 Perform vehicle repair and maintenance as well as coordinate purchase of vehicles scheduled for replacement.
 Administer vehicle purchasing, DMV reporting, and inventory control.

Position Summary:
 Equipment Mechanic
Budget Distribution
2022-23
Actuals
2023-24
Approved Budget
2023-24
Estimated
2024-25
Adopted Budget
Full Time Employees 1.00 1.00 1.00 1.00
Expenditures
FT Personnel Salary (101) 65,873 40,000 40,000 66,752
Employee Benefits 20,000 20,000 31,500
Vehicle Equipment (011) 138,418 150,500 147,500 148,500 Professional Services (020) 66,639 40,000 40,000 105,000 32,420 82,174 68,000 87,174
Utilities (022) 40,765 59,500 54,000 59,500
- 20,000 20,000 20,000
Total Expenditures: 344,115 412,174 389,500 518,426
% Change -6% 33%
General Fund
City of San Dimas
Other Operating Costs (Various)
Source of Funds
Capital Outlay (041)
121

Public Works Traffic Control 4345
Department Cost Center Cost Center No.

Function:
 To provide for public safety in the areas of traffic engineering through traffic surveillance and controls systems.
 Maintain and update signal synchronization system to better manage the flow of traffic.  To ensure safe conditions for the employees and others working on or near roads. Plan and prepare worksites, coordinate and control traffic, operate radios to communicate and clean up worksite.

Operational Plans:
 Respond to requests from residents for the installation of traffic control devices, research traffic/pedestrian counts and sight distances as needed, and review requests on an as needed basis.
 Conduct traffic engineering studies, including speed surveys, traffic volume monitoring and parking studies, and/or manage contracts for such services.  Oversee traffic control of work sites and events conducted on City streets.

Position Summary:
 Street Maintenance Worker (2.0 FTE)
Budget Distribution
2022-23
Actuals
2023-24
Approved Budget
2023-24
Estimated
2024-25
Adopted Budget
Full Time Employees 2.00 2.00 2.00 2.00
Expenditures
FT Personnel Salary (101) 138,411 140,000 140,000 147,000 Employee Benefits 55,000 55,000 65,000
Professional Services (020) 133,035 330,000 265,000 301,000 49,054 66,995 62,995 81,995
City Signage (038) 40,635 58,000 45,000 101,000
38,914 50,000 50,000 50,000
Total Expenditures: 400,047 699,995 617,995 745,995
% Change -12% 21%
General Fund
City of San Dimas
Other Operating Costs (Various)
Source of Funds
Capital Outlay (041)
122

PARKS & RECREATION
 Parks and Recreation received a 91% resident satisfaction rating for the department’s maintenance of parks and recreation areas. The department maintains 177 acres of park land; 20 public facilities; 747,000 square feet of parkways and street medians; 9,400 trees, 13 miles of multi-use public trails and various recreation amenities.  Parks and Recreation received an 87% resident satisfaction rating for recreation programs and services. The department offers a range of recreation classes, enriching experiences, swim lessons, excursions and special events for residents of all ages. In the last Fiscal Year, approximately 15,000 individuals enrolled in city programs and attended special events.
 The City’s Volunteer Program has grown to include 215 volunteers who logged 16,250 volunteer hours in the last Fiscal Year. Volunteer assignments include assisting with special events, recreation classes, and youth sports activities. 123

124

Parks & Recreation Civic Center 4411
Department Cost Center Cost Center No.

Function:
 Monitor costs for maintaining and operating the Civic Center, including utilities, maintenance of equipment, supplies and any additional capital outlay purchases.

Operational Plans:
 Manage and maintain equipment on site including HVAC system, electrical panels, kitchen, appliances and bathroom fixtures.
 Manage use of water, electricity, telephone systems and supplies.

Position Summary:

Budget Distribution 2022-23
Actuals
2023-24
Approved Budget
2023-24
Estimated
2024-25
Adopted Budget
Full Time Employees - - - -
Expenditures
FT Personnel Salary - - - -
Professional Services (020) 1,416 2,600 1,932 2,200
62,203 67,444 68,356 85,206
Utilities (022) 160,507 188,000 175,000 177,200
Contract Services (023) - - - 76,829
45,334 10,000 10,000 -
Total Expenditures: 269,459 268,044 255,288 341,435
% Change -5% 34%
General Fund
City of San Dimas
Other Operating Costs (Various)
Capital Outlay (041)
Source of Funds
125

Parks & Recreation Senior Center 4412
Department Cost Center Cost Center No.

Function:
 Monitor costs for maintaining and operating the Senior Center, including utilities, maintenance of equipment, supplies and any additional capital outlay purchases.

Operational Plans:
 Manage and maintain equipment on site including HVAC system, electrical panels kitchen and bathroom fixtures and appliances.
 Manage use of water, electricity, telephone systems and supplies.  Work with the senior community and transit providers to assist with access to department programs
 Provide free income tax assistance for low-income seniors and families.  Provide excursions for senior groups.

Position Summary:
 Recreation Coordinator (1.0 FTE)  Recreation Specialist (VARIOUS)  Department Assistant (1.0 FTE)  Recreation Leader (VARIOUS) Budget Distribution
2022-23
Actuals
2023-24
Approved Budget
2023-24
Estimated
2024-25
Adopted Budget
Full Time Employees - - - 2.00
Expenditures
FT Personnel Salary 121,951 130,500 125,500 131,000
PT Personnel Salary 99,912 99,912 104,908
Employee Benefits 78,000 70,000 73,000
59,638 72,094 72,277 81,702
Utilities (022) 45,856 57,250 53,750 53,750
Contract Services (023) - - - 54,568
6,945 7,000 7,000 7,000
Total Expenditures: 234,390 444,756 428,439 505,928
% Change -4% 18%
Source of Funds General Fund
Capital Outlay (041)
Other Operating Costs (Various)
City of San Dimas
126

Parks & Recreation Park Maintenance 4414
Department Cost Center Cost Center No.

Function:
 To maintain park landscapes, horse and walking trails within the City limits, irrigation systems, playground and landscape equipment.
 Manage contract for equestrian trail maintenance and pest control.  Manage the landscape services contract for areas within the boundaries of the landscape parcel tax.

Operational Plans:
 Oversee the contract services for landscaping and trail maintenance.  Maintain playground equipment and make any necessary repairs.  Install CalSense controllers to monitor and control the use of water.  Maintain the parks irrigation system and make any necessary repairs.  Maintain sportsplex and City fields.

Position Summary:
 Landscape Maintenance Manager (.5 FTE)
 Landscape Supervisor (.5 FTE)
 Municipal Arborist (.5 FTE)
 Landscape Maintenance Worker I &II (2.0 FTE)
Budget Distribution
2022-23
Actuals
2023-24
Approved Budget
2023-24
Estimated
2024-25
Adopted Budget
Full Time Employees 3.50 3.50 3.50 3.50
Expenditures
FT Personnel Salary 277,818 308,000 287,250 311,813
Employee Benefits 120,500 115,000 131,000
Professional Services (020) 45,569 9,065 11,565 55,672
15,755 24,365 25,468 38,200
Contract Services (023) - - - 111,583
- - - -
Total Expenditures: 339,142 461,930 439,283 648,267
% Change -5% 48%
General Fund
City of San Dimas
Other Operating Costs (Various)
Source of Funds
Capital Outlay (041)
127

Parks & Recreation Medians & Parkway Maintenance 4415
Department Cost Center Cost Center No.

Function:
 Manage the turf removal program on City medians by replacing turf with drought tolerant landscaping.
 Manage the landscape maintenance contract overseeing the maintenance of the medians.  Manage City trees and determine the tree trimming schedules.

Operational Plans:
 Manage the tree trimming contract and update the tree trimming schedule as needed.  Oversee the landscape maintenance contract to assure proper care of median plants.  Oversee the capital projects to replace turf medians with drought tolerant landscaping.

Position Summary:
 Landscape Maintenance Manager (.5 FTE)
 Landscape Supervisor (.5 FTE)
 Municipal Arborist (.5 FTE)
 Landscape Maintenance Worker I (3.0 FTE)
Budget Distribution
2022-23
Actuals
2023-24
Approved Budget
2023-24
Estimated
2024-25
Adopted Budget
Full Time Employees 3.50 3.50 3.50 4.50
Expenditures
FT Personnel Salary 330,715 339,591 332,250 352,813
Employee Benefits 150,500 145,000 148,000
Professional Services (020) 117,459 128,090 128,090 129,914 6,597 14,130 12,130 22,730
Utilities (022) 136,868 148,380 148,380 148,650
- - - -
Total Expenditures: 591,639 780,691 765,850 802,106
% Change -2% 5%
General Fund
City of San Dimas
Other Operating Costs (Various)
Source of Funds
Capital Outlay (041)
128

Parks & Recreation Parks & Recreation 4420
Department Cost Center Cost Center No.

Function:
 To provide administrative and clerical support for the programs provided by the Parks & Recreation Department, including: social services, youth programs, senior citizen programs, park and median development, park and tree maintenance recreation center and sportsplex.  To provide recreation classes covering a variety of cultural, physical fitness, special interest and self-improvement subjects for all ages to produce the City of San Dimas newsletter and recreation guide on a quarterly basis to promote recreation activities.  To provide customer service and registration for all Parks & Recreation programming; to administer the park permit program and oversee facility rentals.  To provide for Citywide special events which include but are not limited to, Holiday Extravaganza, Easter Egg Hunt, Halloween Spooktacular, Music in the Park, Movies in the Park and National Night Out.

Operational Plans:
 Ensure a wide range of healthy recreational activities for people of all age groups and needs.  Provide a recreation center that offers various interests for persons of all ages to experience the benefits of physical and mental activities.  Assist with additional community special events such as Earth day.  Provide activities at special events that promote health and wellness to the community.  Provide facilities that can be used by the public or for a number of special programs or events.

Position Summary:
 Director of Parks & Recreation (.5 FTE)  Management Aide (1.0 FTE)  Recreation Service Manager (1.0 FTE)  Recreation Leaders (PT Various)  Recreation Supervisor (1.0 FTE)  Drill Team Instructor (PT Various)  Recreation Coordinator (1.0 FTE)  Fee & Charge Personnel (PT Various)  Departmental Assistant (1.0 FTE)
Budget Distribution
2022-23
Actuals
2023-24
Approved Budget
2023-24
Estimated
2024-25
Adopted Budget
Full Time Employees 8.50 9.50 9.50 5.50
Expenditures
FT Personnel Salary (101) 470,574 530,000 530,000 538,500 PT Personnel Salary (102) 480,025 448,787 446,823 407,544 Employeee Benefits 247,000 247,000 280,000
Professional Services (020) 237,166 250,260 203,700 203,700 104,622 234,190 194,364 231,733
- - - -
Total Expenditures: 1,292,387 1,710,237 1,621,887 1,661,477 % Change -5% 2%
City of San Dimas
Other Operating Costs (Various)
Capital Outlay (041)
129

Parks & Recreation Recreation Center 4430
Department Cost Center Cost Center No.

Function:
 To provide after school teen services and activities.  To provide gym services for members of the recreation center and work with Silver Fit to provide discounted activities for seniors.
 To provide swim safety programs.
 To provide a swim facility inconjunction with Bonita Unified School Distrct for San Dimas High School aquatic activities.

Operational Plans:
 Maintain the Recreation Center Facility and swimming pool.  Maintain gym equipment and replace equipment when necessary.  Provide swim safety courses exercise programs.
 Provide after school teen activities and programs that are fun, interactive and promote healthy active living.

Position Summary:
 Recreation Coordinator ( 1.0 FTE)  Senior Lifeguard (PT Various)  Lifeguards (PT Various)  Building Maintenance Aides (PT Various)  Supervising Lifeguard (PT Various)  Instructors (PT Various)  Cashiers (PT Various)  Cashiers (PT Various)
Budget Distribution
2022-23
Actuals
2023-24
Approved Budget
2023-24
Estimated
2024-25
Adopted Budget
Full Time Employees - - - 1.00
Expenditures
FT Personnel Salary 68,878 45,000 67,500 70,500
PT Personnel Salary 379,491 414,008 390,268 497,394
Employee Benefits 105,000 100,000 110,000
Professional Services (020 172,594 205,281 211,885 217,885 102,049 110,905 109,078 114,515
Contract Services (023) - - - 72,552
Utilities (022) 172,059 178,530 163,530 173,530
20,466 20,000 15,000 -
Total Expenditures: 915,537 1,078,725 1,057,261 1,256,376 % Change -2% 19%
City of San Dimas
Other Operating Costs (Various)
Capital Outlay (041)
130

CAPITAL IMPROVEMENT PROGRAM

OVERVIEW
Every year as part of the budget development
process, the Capital Improvement Plan is
updated to respond to changes in community
priorities and the availability of funding sources.

Portions of the City budget are devoted to
projects that maintain and improve the City’s
physical infrastructure of streets, storm drains,
sewers, parks, sidewalks, buildings, right-of-way
landscaping, streetlights, and traffic signals.

Most CIP projects are paid from “dedicated
funds,” monies that are mandated for use in
capital improvements and cannot be used for
operating expenses. However, some General Fund monies are also used to build and maintain the physical infrastructure of the City. The amount of General Fund money budgeted for CIP projects is balanced with the City’s other programmatic needs approved by the City Council.

In order to develop the CIP budget, the following steps are taken:
• CIP Project proposals are submitted by each department. • CIP requests are analyzed by staff to determine need and funding availability. • The CIP is presented to City Council for review by the City Manager. • The City Council approves the CIP budget.

Along with the carryover and new projects, staff had identified an additional $38 million in Special Fund and General Fund money to be spent on infrastructure projects over the next four years. The data on the following pages identifies the capital improvement projects and their funding sources on a year-byyear basis for fiscal years 2024-25 through 2028-29. More detailed descriptions followed for capital improvement projects budgeted in fiscal year 2024-25.
131

CAPITAL IMPROVEMENT PROJECT PLAN & POTENTIAL

FUNDING SCHEDULE
Funding Sources Projected Cost
FY 2024-25
Administrative Services Equipment Replacement Fund, Capital Asset Replacement
Fleet, Tractor, Computer, Camera, Telephone,
Maintenance Equipment Replacement
$ 671,500
Community Development LEAP Grant/General Fund Downtown Specific Plan $ 500,000 Community Development Grant Funding/General Fund Comprehensive General Plan Update $ 1,166,666 Parks and Recreation Fund 021 HTC Park Improvements $ 648,000 Parks and Recreation Capital Assets Reserve City Hall & Train Depot Roof Seam Replacement $ 480,000 Public Works Gas Tax, Lighting District, Infrastructure Fund,Prop C & Measure R Badillo Pavement Rehabilitation Project $ 2,295,043 Public Works Lighting District Lighting Projects - 6.6 KV Street Lighting System $ 555,000 Public Works Lighting District Lighting Projects - Woodglen Review $ 360,000 Public Works RMRA San Dimas Canyon Road Design $ 150,000 Public Works Infrastructure Fund/General Fund San Dimas Ave Loop $ 3,000,000 Public Works Measure W Catch Basin Cleaning and Filter installation $ 300,000 Public Works Measure R, RMRA
Fifth Street east of San Dimas Ave, Belleview,
Hallock $ 900,000
Public Works Gas Tax, Measure R Pavement Preservation $ 444,000 Public Works Federal Grant, Prop C , & Measure M Arrow Highway Pavement Rehabilitaiton $ 3,640,000 Public Works Prop C Funds
Resurfacing of Bonita ave West of San Dimas
(Design) $ 75,000
Total $ 15,185,209
FY 2025-26
Community Development Grant Funding/General Fund
Comprehensive General Plan Update (Multiple
Years) $ 1,166,666
Parks & Recreation Fund 021 Lone Hill Park - Court Lights $ 20,000 Public Works Lighting District Traffic Signal Upgrades $ 150,000 Public Works Lighting District Decorative Street Lights $ 170,000 Public Works Propositon C, Measure R,Measure M, RMRA Bonita et al resurfacing $ 2,250,000 Public Works Gas Tax, Measure R Pavement Preservation $ 494,000 Public Works Measure M/Infrastructure Residential Street rehabilitation project $ 350,000 Public Works Measure W Catch Basin Cleaning and Filter installation $ 250,000 Total $ 4,850,666
FY 2026-27
Community Development Grant Funding/General Fund
Comprehensive General Plan Update (Multiple
Years) $ 1,166,666
Parks and Recreation Infrastructure Fund/General Fund Foothill Blvd Median $ 445,000 Parks and Recreation Infrastructure Fund/General Fund Martin House - Exterior/Interior Lights $ 12,300 Parks and Recreation Fund 021/022 Court Lights - Marchant, Pioneer, Splex $ 65,000 Public Works Gas Tax, Measure R, Measure M, RMRA Cypress Street Reconstruction $ 2,000,000 Public Works Gas Tax, Measure R Pavement Preservation $ 494,000 Public Works Measure W Catch Basin Cleaning and Filter installation $ 250,000 Public Works Lighting District Decorative Street Lights $ 170,000 Public Works Lighting District Traffic Signal Upgrades $ 150,000 Public Works Measure R Puente St Design $ 150,000
Total $ 4,902,966
FY 2027-28
Community Development Grant Funding/General Fund Conprehensive Code Update (Multiple Years) $ 1,500,000 Parks and Recreation Fund 022 Marchant Park Tennis/Basketball Court Resurface $ 38,000 Public Works Measure R, Measure M, RMRA, SCW San Dimas Canyon Road (north of Foothill) $ 3,000,000 Public Works Lighting District Decorative Street Lights $ 160,000 Public Works TBD Puddingstone $ 2,000,000
Public Works Gas Tax, Measure R Pavement Preservation $ 500,000 Public Works Lighting District Traffic Signal Upgrades $ 150,000 Total $ 7,348,000
FY 2028-29
Community Development Grant Funding/General Fund Comprehensive Code Update (Multiple Years) $ 1,500,000 Public Works Measure R, Measure M, RMRA, Measure W Puente St $ 2,000,000 Public Works Gas Tax, Measure R, Measure M Gladstone St $ 2,000,000 Public Works Fund 07 Decorative Street Light $ 160,000
Public Works Prop A Bus Stops $ 100,000
Total $ 5,760,000
Projected 5 Year Total $ 38,046,841
Project/Equipment
132

PROJECT DETAIL & FUNDING PLAN
PROJECT: HORSETHIEF CANYON PARK IMPROVEMENTS
DESCRIPTION: The City of San Dimas Horsethief Canyon Park is one of the City’s most utilized park. The park is a gateway to miles of multi-use trails throughout the foothills. Other park amenities are athletic fields, dog parks, two picnic shelters, playground and equestrian center. Multiple improvements at the park are necessary from multi-years of wear and tear.

HISTORY/JUSTIFICATION:
• The walking path at the People Park needs repair due to runoff and will be improved with a more sustainable Stalok material.
• The park road and parking lot security lights need replacement and upgrade to LED for more costeffective long-term maintenance. • The athletic fields need to be re-leveled and re-sodded for safety and liability with its heavy use schedule.

The sport lights also needs to be replaced with LED for cost-effective maintenance.

SCHEDULING: The following is programmed to begin in Fiscal Year 2024-25.

IMPACTS TO OPERATING BUDGET: This project is anticipated to cost $648,000. It is proposed this project is funded through Measure A Annual Allocation Grant and Fund 21 Open Space District (North & West).

Adopted
Budget
2023-24
Funding Source Total Cost
Measure A Annual Allocation Grant $648,000 $648,000
021 – Open Space District _______ ________
Grand Total: $648,000 $648,000
133

PROJECT DETAIL & FUNDING PLAN
PROJECT: CITY HALL & TRAIN DEPOT ROOF SEAM REPLACEMENT
DESCRIPTION: The City’s Capital Improvement Program schedules and finances infrastructure projects that improve and maintain the City’s infrastructure.

This project will provide
HISTORY/JUSTIFICATION: Bonita Avenue is the main
east west corridor through the City’s downtown and civic center. It is the gateway to San Dimas. The street has
deteriorated over the years and requires major
rehabilitation/reconstruction.

SCHEDULING: The following is programed to begin Fiscal
Year 2024-25
IMPACTS TO OPERATING BUDGET: This project is
anticipated to cost $480,000. It is proposed this project is funded through Fund 100, Capital Asset Reserve
Adopted
Budget
Funding Source 2023-24 Total Cost
100 – Capital Asset Reserve $480,000 $480,000
_________ __________
Grand Total: $480,000 $480,000
134

PROJECT DETAIL & FUNDING PLAN
PROJECT: REPLACEMENT OF 6.6KV STREET LIGHTING SYSTEM & WOODEN

STREET LIGHT REPLACEMENT
DESCRIPTION: The project consists of removing two (2) types of deteriorating street light poles and replacing them with new street lights consistent with the newer style of street lights used in our downtown area and around Civic Center.

As part of the removals, there’s a total of eleven (11) existing red steel street lights that will be removed: two (2) on San Dimas Avenue from Bonita Avenue to 1st Street, seven (7) on Bonita Avenue from San Dimas Avenue to Iglesia Street, and two (2) on Iglesia Street from Bonita Avenue to 1st Street.

There’s also a total of thirteen (13) existing wooden copenhagen style street lights that will be removed; four (4) on Bonita Ave from Iglesia Street to Walnut Avenue, six (6) on Walnut Ave from Bonita Avenue to 2nd Street, and three (3) on 2nd Street from Walnut Avenue to Civic Center Park.

HISTORY/JUSTIFICATION: Both existing street
lighting systems have reached the end of their service life. As a matter of fact, the existing 6.6 kilo-Volts (kV) system is currently obsolete and no longer in service. The City made some temporary overhead/aerial wire connections to maintain lighting along Bonita Avenue between San Dimas Avenue and Iglesia Street in the interim period.

In addition to upgrading the street light poles and wiring system, the lighting fixtures will also be upgraded from High Pressure Sodium Vapor (HPSV) to Light Emitting Diodes (LED).

The street light replacement/upgrade is necessary to increase safety, decrease maintenance cost and provide quality street lighting for our residents.

SCHEDULING: This project is scheduled to take place 2024-25 Fiscal Year.

IMPACTS TO OPERATING BUDGET:

The estimated project Construction Cost of $1.4 million shall be budgeted using the City-Wide Light District Funds 7. This project was previously funded and approved for the 2023-2024 Fiscal Year budget as two separate projects but will be completed as one in the 2024-25 Fiscal Year.

Revised Adopted
Expenses Budget
Funding Source 2023-24 2024-25 Total Cost
07 – Lighting (4341.041.007) $330,000 $170,000 $500,000 07 – Lighting (4341.041.008) $415,000 $385,000 $800,000 Grand Total: $745,000 $555,000 $1,300,000
135

PROJECT DETAIL & FUNDING PLAN
PROJECT: BADILLO STREET ET AL STREET IMPROVEMENTS
DESCRIPTION: This is a cooperative project with the County of Los Angeles.

This Road Improvement Project entails substantial street rehabilitation on two major arterial street corridors shared with LA County.
 Badillo Street from Covina Boulevard to Cypress Avenue of which 83% is within the City’s jurisdiction
 Covina Hills Road from Via Verde to 1100 feet north of which 90% is within LA County’s jurisdiction.

The project will consist of removal and replacement of pavement sections, removal and replacement of damaged sidewalks, driveways, upgrade of curb ramps to meet ADA requirements, and traffic signal upgrades/enhancements.

The total construction cost of the project is estimated at just over $2,000,000 with the majority of the funding coming from the County’s and the City’s shares of STPL (Surface Transportation Program Local) funds and the remaining portion from several restricted transportation funds, lighting funds, and infrastructure funds.

HISTORY/JUSTIFICATION: Due to the high traffic volumes and the existing conditions of these streets, street maintenance is beyond routine and street rehabilitation is necessary for safety and prolonging the life of the roadway.

SCHEDULING: The project streets were planned for street rehabilitation during 2019-20, but due to challenges with coordinating with other public agencies such as LA County and Caltrans the construction will now take place during 2024-

25. IMPACTS TO OPERATING BUDGET: This project will drastically improve the conditions of these major streets and hence also improve the overall rating of our streets on the City’s pavement management program, which is designed to minimize the cost of ongoing street maintenance.

Funding Source Actual Actual Adopted
Budget Budget Budget Total
2021-22 2022-23 2024-25 Cost
02 – Gas Tax $ - $ - $100,000 $100,000
07 – City Wide Lighting District $ - $ - $130,000 $130,000 012 – Infrastructure Fund $5,385 $488 $1,890,043 $1,895,916 073 – Prop C $ - $ - $120,000 $120,000
074 – Measure R $ - $ - $55,000 $55,000
Grand Total: $5,385 $488 $2,295,043 $2,300,916
136

PROJECT DETAIL & FUNDING PLAN
PROJECT: Design of San Dimas Canyon Road north of Foothill Blvd to Terrebonne pavement improvements and water infiltration project
DESCRIPTION: The City’s Capital Improvement Program schedules and finances infrastructure projects that improve and maintain the City’s infrastructure.

This project will provide design of pavement rehabilitation and striping improvements on San Dimas Canyon Road from Foothill Blvd north to Terrebonne Ave. This project is design only with projected build dates in FY 2027-2028.

HISTORY/JUSTIFICATION: San Dimas Canyon Road had some
maintenance treatments in 2011 that are coming to the end of their lifetime.

The pavement now needs to be replaced. The street offers a unique condition in San Dimas as much of the street will be able to infiltrate stormwater. The design will incorporate Green Street improvements.

SCHEDULING: The monies allocated in FY 2024-2025 are for design of the improvements only with construction slated for FY 2027-2028.

IMPACTS TO OPERATING BUDGET: This project will design street improvements on San Dimas Canyon Road to Terrebone Ave. The money for design will be funded from SB-1 or Gas Tax funds.

Adopted
Budget
Funding Source 2024-25 Total Cost
074 Measure R $150,000 $150,000
Grand Total $150,000 $150,000
137

PROJECT DETAIL & FUNDING PLAN
PROJECT: Design of Bonita Avenue Pavement Rehabilitation and Striping DESCRIPTION: The City’s Capital Improvement Program schedules and finances infrastructure projects that improve and maintain the City’s infrastructure.

This project will provide design of pavement rehabilitation and striping improvements on Bonita Avenue from San Dimas Ave to the eastern City limits (Puddingstone Channel). The design will incorporate potential Active Transportation improvements (bikeways and sidewalk). Recommendations for the Active Transportation improvements will be based on a grant study funded through the San Gabriel Valley Council of Governments Multi Year Subregional Program (MSP) for Active Transportation Projects. This project is design only with projected build dates in FY 2025-2026.

HISTORY/JUSTIFICATION: Bonita Avenue is the main east west corridor through the City’s downtown and civic center. It is the gateway to San Dimas. The street has deteriorated over the years and requires major rehabilitation/reconstruction.

SCHEDULING: The monies allocated in FY 2023-2024 are for design of the improvements only with design completion in FY 2024-2025. Construction is now slated for FY 2025-2026 due to delays to allow a Water Utility project to be completed prior to paving and completion of the design for the Active Transportation Improvements.

IMPACTS TO OPERATING BUDGET: This project will design street improvements on Bonita Avenue from San Dimas Avenue east to the City limits (Puddingstone Channel). The money for design will be funded from Measure M funds.

Adopted Adopted
Budget Budget
Funding Source 2023-2024 2024-2025 Total Cost
073 – Proposition C $ - $75,000 $75,000
077 – RMRA $111,000 $ - $111,000
Grand Total $111,000 $ 75,000 $186,000
138

PROJECT DETAIL & FUNDING PLAN
PROJECT: Fifth Street et al Pavement Rehabilitation Project DESCRIPTION: Pavement rehabilitation and
reconstruction on Fifth Street from San Dimas
Ave to Walnut Ave, Belleview Ave from Fifth St
to Gladstone St, Hallock Ave north of Fifth
Street, Smead Way north of Payson. These
streets are shown at right in red.

HISTORY/JUSTIFICATION: These streets
have required multiple pothole repairs over the
last several storm systems. The existing
pavement is in very poor condition and will
continue to degrade.

SCHEDULING:
 Rehabilitation FY 2024-2025 (spring)
IMPACTS TO OPERATING BUDGET: This project will reduce some of the maintenance load for pothole repair during and after each storm event. Additionally, the streets will be much quieter and aesthetically more pleasing for the residents that drive them.

Approved
Budget
Funding Source 2024-2025 Total Cost
Measure R $300,000 $300,000
RMRA $600,000 $600,000
Grand Total $900,000 $900,000
139

PROJECT DETAIL & FUNDING PLAN
PROJECT: PAVEMENT PRESERVATION
DESCRIPTION: The City utilizes a pavement management
program to schedule routine maintenance of residential streets, which ensures cost effective resurfacing on a ten-year maintenance cycle. The pavement preservation funds are focused to maximize the benefit and extend the pavement life. Pavement preservation techniques include Slurry and Crack Sealing of streets, thin overlays, and removal of patches of failed pavement.

HISTORY/JUSTIFICATION: Routine street maintenance is
necessary for safety and prolonging the life of the roadway. With an aging infrastructure the preservation techniques used in the past will have to be combined with more extensive measures and therefore this project will also include more pavement repairs and grind & overlay of selected streets.

SCHEDULING: The following streets are planned for pavement preservation in 2023-24
 Selected residential streets based on existing conditions citywide.
 Application of slurry seal for pavement preservation on public streets within the City’s Zones 6 and 9.
 Application of seal coating for municipal parking lots IMPACTS TO OPERATING BUDGET: This project will maintain our residential streets in accordance with the City’s pavement management plan, which is designed to minimize the cost of ongoing street maintenance.

The pavement preservation provides proactive maintenance to extend the pavement life, and serves to avoid the need for more costly major rehabilitation and/or pavement reconstruction. Typical pavement reconstruction costs are approximately four to six times the cost of a pavement preservation project.

Adopted
Budget
Funding Source 2023-24
002- Gas Tax $360,000
074 - Measure R $ 84,000
Grand Total $444,000
140

PROJECT DETAIL & FUNDING PLAN
PROJECT: TRASH FILTERS FOR CITY STORM DRAIN NETWORK
DESCRIPTION: The NPDES Municipal Separate Storm Sewer System (MS4) Permit regulates municipal discharges of storm water and nonstorm water from the associated Permittees. The MS4 Permit mandates that the City implement specified stormwater management programs to address the challenges of preventing stormwater pollution. As part of this program, the scope of work consists of the installation, operation, and maintenance of approximately 292 certified storms drain filters for the City Storm Drain Network. This project will be phased over the next ten years and the total cost is estimated to be $2,018,135
HISTORY/JUSTIFICATION:

The waste discharge requirements for Municipal Separate Storm Water System (MS4) Permit mandates the City comply with the Trash Total Maximum Daily Load (TMDL) by retrofitting existing City catch basins to capture trash prior to entering the storm drain.

SCHEDULING: The program began in Fiscal Year 2022-23 with the installation of four devices to ensure efficiency and effectiveness for the City’s needs. The project consists of all labor, materials, tools and equipment to install approximately Full Capture Systems throughout the City Storm Drain Network.

IMPACTS TO OPERATING BUDGET: This project is anticipated to cost $300,000 annually and take approximately 7 years to complete the installation of all full capture systems at approximately 40 screens per year. It is proposed this project is funded through Safe Clean Water Program Funds (Measure W). Originally, it was proposed to complete the project in one budget cycle; this will now be spread over 7 years.

Actual Actual Adopted
Budget Budget Budget
Funding Source 2022-23 2023-24 2024-25 Total Cost
078 - Measure W $18,135 $0.00 $300,000 $318,135
Grand Total $18,135 $0.00 $300,000 $318,135
141

PROJECT DETAIL & FUNDING PLAN
PROJECT: DESIGN OF ARROW HIGHWAY STREET IMPROVEMENT PROJECT DESCRIPTION: Grind and overlay of the pavement on Arrow Highway from the east City Limit to the West City Limit. Concrete and ADA ramp improvements to meet current Federal and State requirements.

HISTORY/JUSTIFICATION: Arrow Highway is an arterial road perpendicular to the State Route 57 (SR-57) and parallel to the State Route 210 (SR-210) and Interstate 210 and Interstate 10. When the SR-57, Interstate 10 or the SR-210 experiences congestion or have a major incident, Arrow Highway is the main detour route for these freeways. This street was last paved in 1999/2000. Arrow Highway is a major arterial that averages over 25,000 vehicle per day. This project will include asphalt pavement reconstruction and rehabilitation, installation of ADA curb ramps, traffic signal improvements, replacement of concrete sidewalk, replacement of curb and gutter, and pavement marking and striping and other safety enhancements.

SCHEDULING:
 Design FY 2023-2024
 Rehabilitation FY 2024-2025 (spring)
IMPACTS TO OPERATING BUDGET: This project will maintain our busiest commercial corridor in accordance with the City’s pavement management plan, which is designed to minimize the cost of ongoing street maintenance. Repair of Arrow Highway before it degrades to need reconstruction will save the City millions of dollars in pavement repair costs.

This corridor is also is a key entrance to the City. The City received a Federal Surface Transportation Improvement Grant from Congresswoman Napolitano’s Office in the amount $2,400,000 to fund a substantial portion of the repair costs.

Adopted Approved
Budget Budget
Funding Source 2023-24 2024-25 Total Cost
073 – Prop C $700,000 $ 700,000
076 - Measure M $125,000 $415,000 $ 540,000
Federal STP Grant $2,400,000 $ 2,400,000
Grand Total $125,000 $3,515,000 $3,640,000
142

PROJECT DETAIL & FUNDING PLAN
PROJECT: SAN DIMAS LOOP RECONSTRUCTION
DESCRIPTION: DESCRIPTION: This is a significant roadway reconstruction project on the San Dimas Loop, a thoroughfare that sustained considerable damage during the heavy rains of February 2023. The project involves the complete removal of the existing roadway, excavation to a depth of 14 feet, and the installation of 14-foot retaining walls. The roadway will be slightly narrowed, street lights will be relocated, and approximately 500 feet of the roadway will be repaved and restriped.

Upon completion, the road will remain a two-way vehicular traffic route with a sidewalk on the west side.

HISTORY/JUSTIFICATION: The San Dimas Loop
roadway was severely damaged by the February
2023 rains. Since then, detailed designs for its
reconstruction and relocation of impacted utilities
have been underway.

SCHEDULING: There are several utilities that need
to be relocated before the road reconstruction can
begin. Telecommunication lines were relocated in
January and Edison and Golden State Water will
begin work on their infrastructure in August 2024.

Major excavation work for the retaining walls is
scheduled to start in September. The entire roadway
will be closed for approximately 4 months during
construction (August through November 2024).

IMPACTS TO OPERATING BUDGET: This project
will repair a severely damage roadway. The
estimated cost of the reconstruction project is approximately $3 million.

Adopted
Budget
Funding Source 2024-2025 Total Cost
Infrastructure Fund $3,000,000 $3,000,000
Grand Total $3,000,000 $3,000,000
143

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144

PROGRAM BASED BUDGETING SECTION:

The City of San Dimas is transitioning to Program Based budgeting to ensure a more accurate prioritization of programs, reflecting the City’s goals & objectives.

By developing reasonable estimates of what it costs to provide individual programs & services provides a more transparent perspective of “where the money goes”, and it facilitates more informed discussion on cost/benefits between programs and public benefit.

The City intends to continue developing the program-based budgeting format for other programs. 145

DEPARTMENT: CITY GOVERNMENT
PROGRAM: CITY COUNCIL & COMMISIONS
FUNDS:

Function
Financial Data
Actual Budget
2022-23
Estimated Budget
2023-24
Adopted Budget
2024-25
Revenues
Taxes, Permits & Interest - - -
Total - - -
Expenditures
Salaries & Benefits 53,691 163,500 186,082
Professional & Contract Services (72) 15,000 10,000
Operational Costs 33,273 32,893 41,093
Capital - - -
Debt - - -
Total 86,892 211,393 237,175
Revenue less
Expenditures (86,892) (211,393) (237,175)
Funding Sources
General Fund (001) 86,892 211,393 237,175
Special Funds - - -
Total 86,892 211,393 237,175

SERVICE PROGRAM, LEVELS & WORK PLAN
001
To establish policies that will promote and maintain community standards and values, and provide policy direction to the City Manager. Commissions work to provide policy recommendations to the City Council.
146

DEPARTMENT: COUNTY SHERIFF
PROGRAM: PUBLIC SAFETY
FUNDS:

Function
Financial Data
Actual Budget
2022-23
Estimated Budget
2023-24
Adopted Budget
2024-25
Revenues
Grants & Reimbursements 172,128 199,659 200,000
Citations, Fees and Charges 282,463 558,699 568,137
Total 454,591 758,358 768,137
Expenditures
Salaries & Benefits 6,612,033 6,752,041 7,975,508
Professional & Contract Services 753,906 1,341,043 188,500 Operational Costs 764,337 902,701 1,009,000
Capital - - -
Debt - - -
Total 8,130,276 8,995,785 9,173,008
Revenue less
Expenditures (7,675,685) (8,237,427) (8,404,871)
Funding Sources
General Fund (001) 7,369,886 7,624,792 8,961,008
Special Funds 760,390 1,370,993 212,000
Total 8,130,276 8,995,785 9,173,008

SERVICE PROGRAM, LEVELS & WORK PLAN
001,041,101
Sheriff Personnel Patrol staff provides 24-hours, 365 days a year response to calls for service, general law enforcement activities, including emergencies, traffic collisions and enforcement, initial crime investigation, disaster response and assessment, and proactive preventive patrol; provides services to the community utilizing a "community oriented policing" philosophy that encourages partnerships with the community with an emphasis on working with the community as a team, to address quality of life issues, and provide resources to help solve issues and prevent potential problems; provides Watch Commanders and CAT Team.
147

DEPARTMENT: CITY MANAGER
PROGRAM: CITY MANAGEMENT, CITY CLERK, ECONOMIC DEVELOPMENT FUNDS:

Function
Financial Data
Actual Budget
2022-23
Estimated Budget
2023-24
Adopted Budget
2024-25
Revenues
Administrative Cost Reimb. - - -
Total - - -
Expenditures
Salaries & Benefits 994,086 1,047,000 1,129,200
Professional & Contract Services 158,684 209,750 172,750 Operational Costs 74,362 90,551 87,376
Capital - - -
Debt - - -
Total 1,227,133 1,347,301 1,389,326
Revenue less
Expenditures (1,227,133) (1,347,301) (1,389,326)
Funding Sources
General Fund (001) 1,227,133 1,347,301 1,389,326
Special Funds - - -
Total 1,227,133 1,347,301 1,389,326

SERVICE PROGRAM, LEVELS & WORK PLAN
001,101
To implement City Council policy direction, provide overall project supervision, promote economic stability through business development and retention, and promote organizational stability through financial and human resources management. The City Clerk maintains official City documents and records; respond to requests for public records; record the legislative actions of the City Council, administer municipal elections; maintain the Municipal Code; process liability claims; act as the filing officer for economic interest and campaign statements; and perform all other work as required by provisions of the Government Code of the State of California relating to the position of the City Clerk.
148

DEPARTMENT: CITY MANAGER
PROGRAM: RISK MANAGEMENT & EMERGENCY SERVICES
FUNDS:

Function
Financial Data
Actual Budget
2022-23
Estimated Budget
2023-24
Adopted Budget
2024-25
Revenues
Taxes, Permits & Interest 58,430 58,430 63,414
Total 58,430 58,430 63,414
Expenditures
Salaries & Benefits 210,284 171,184 205,495
Professional & Contract Services 3,788 22,132 32,050
Operational Costs 542,908 684,397 764,201
Capital 45,171 2,500 5,000
Debt - - -
Total 802,151 880,213 1,006,746
Revenue less
Expenditures (743,721) (821,783) (943,332)
Funding Sources
General Fund (001) 802,151 200,461 1,006,746
Special Funds - 679,752 -
Total 802,151 880,213 1,006,746

SERVICE PROGRAM, LEVELS & WORK PLAN
001
To provide a safe working environment for employees, a safe community for citizens and proper insurance coverage for the City. Make payment on uninsured claims and process all City liability claims.
149

DEPARTMENT: ADMINISTRATIVE SERVICES
PROGRAM: UNFUNDED LIABILITY AND RETIREMENT BENEFITS
FUNDS:

Function
Financial Data
Actual Budget
2022-23
Estimated Budget
2023-24
Adopted Budget
2024-25
Revenues
Taxes, Permits & Interest - - -
Grants & Reimbursements
Total - - -
Expenditures
Salaries & Benefits 1,245,405 1,618,000 1,375,858
Professional & Contract Services - - -
Operational Costs - - -
Capital - - -
Debt - - -
Total 1,245,405 1,618,000 1,375,858
Revenue less
Expenditures (1,245,405) (1,618,000) (1,375,858)
Funding Sources
General Fund (001) 1,245,405 1,618,000 1,375,858
Special Funds - - -
Total 1,245,405 1,618,000 1,375,858

SERVICE PROGRAM, LEVELS & WORK PLAN
001
To utilize funds for the purpose of paying down the unfunded liability as calculated by the CALPERS actuarial staff. The unfunded liability is necessary to provide funding for retirement benefits promised to public service employees and detailed in public retirement employment law. 150

DEPARTMENT: ADMINISTRATION
PROGRAM: INFORMATION SYSTEMS
FUNDS:

Function
Financial Data
Actual Budget
2022-23
Estimated Budget
2023-24
Adopted Budget
2024-25
Revenues
Taxes, Permits & Interest - - -
Total - - -
Expenditures
Salaries & Benefits 279,882 297,078 299,078
Professional & Contract Services 386,155 518,197 158,740 Operational Costs 28,427 32,000 566,020
Capital 304,727 205,514 139,696
Debt - - -
Total 999,192 1,052,789 1,163,534
Revenue less
Expenditures (999,192) (1,052,789) (1,163,534)
Funding Sources
General Fund (001) 531,236 426,592 1,163,534
Special Funds 467,956 626,197 -
Total 999,192 1,052,789 1,163,534

SERVICE PROGRAM, LEVELS & WORK PLAN
001,070,100,101
To provide strategic planning, development, research, staff coordination, purchasing, implementation, maintenance, and evaluation of Citywide technology and information system technologies, including data, voice, phone system, radio, and technology capital-infrastructures 151

DEPARTMENT: ADMINISTRATIVE SERVICES
PROGRAM: ACCOUNTING & FINANCE
FUNDS:

Function
Financial Data
Actual Budget
2022-23
Estimated Budget
2023-24
Adopted Budget
2024-25
Revenues
Interest Revenue & Reimb. 642,615 2,000,025 1,500,025
Total 642,615 2,000,025 1,500,025
Expenditures
Salaries & Benefits 755,761 892,532 865,882
Professional & Contract Services 100,009 132,500 118,294 Operational Costs 44,832 39,868 53,489
Capital 4,450 5,000 5,000
Debt - - -
Total 905,052 1,069,900 1,042,665
Revenue less
Expenditures (262,437) 930,125 457,360
Funding Sources
General Fund (001) 805,043 969,900 1,042,665
Special Funds 100,009 100,000 -
Total 905,052 1,069,900 1,042,665

SERVICE PROGRAM, LEVELS & WORK PLAN
001,070,100,101
To administer and coordinate the fiscal activities of the City and Successor Agency. This includes all aspects of accounting, investing, business licensing, accounts receivable, payroll, debt administration, fixed asset accounting, grant reporting, preparation of the Annual Comprehensive Financial Report (ACFR) and other required financial reports, budget preparation and administration, fund/program analysis, and special projects.
152

DEPARTMENT: ADMINISTRAIVE SERVICES
PROGRAM: HUMAN RESOURCES
FUNDS:

Function
Financial Data
Actual Budget
2022-23
Estimated Budget
2023-24
Adopted Budget
2024-25
Revenues
Taxes, Permits & Interest - - -
Total - - -
Expenditures
Salaries & Benefits 235,413 276,141 282,141
Professional & Contract Services - - -
Operational Costs 28,659 34,650 25,140
Capital - - -
Debt - - -
Total 264,071 310,791 307,281
Revenue less
Expenditures (264,071) (310,791) (307,281)
Funding Sources
General Fund (001) 264,071 310,791 307,281
Special Funds - - -
Total 264,071 310,791 307,281

SERVICE PROGRAM, LEVELS & WORK PLAN
001
To recruit, through innovative, creative and traditional practices, highly qualified employees; retain those employees by providing competitive compensation and benefits; assist employees by interpreting the Personnel Rules and Regulations and Administrative Policies by responding to questions and concerns; and coordinate the recruitment and open enrollment process. 153

DEPARTMENT: ADMINISTRATIVE SERVICES
PROGRAM: TRAINING
FUNDS:

Function
Financial Data
Actual Budget
2022-23
Estimated Budget
2023-24
Adopted Budget
2024-25
Revenues
Taxes, Permits & Interest - - -
Total - - -
Expenditures
Salaries & Benefits - - -
Professional & Contract Services - - -
Operational Costs 28,511 40,500 59,500
Capital - - -
Debt - - -
Total 28,511 40,500 59,500
Revenue less
Expenditures (28,511) (40,500) (59,500)
Funding Sources
General Fund (001) 28,511 40,500 59,500
Special Funds - - -
Total 28,511 40,500 59,500

SERVICE PROGRAM, LEVELS & WORK PLAN
001
This progam utilizes funidng for the training of City staff in order to remain up to date on best practices, legal compliance, technical traning, safety procedures and professional development.

Trainings assist the City to run efficiency and to provide accurate information to the public and assure public safety.
154

DEPARTMENT: ADMINISTRATIVE SERVICES
PROGRAM: GENERAL SERVICES
FUNDS:

Function
Financial Data
Actual Budget
2022-23
Estimated Budget
2023-24
Adopted Budget
2024-25
Revenues
Taxes, Permits & Interest - - -
Total - - -
Expenditures
Salaries & Benefits 70,567 73,000 73,000
Professional & Contract Services 285,618 185,274 118,800 Operational Costs 73,010 190,995 64,285
Capital 6,126 5,000 5,000
Debt - - -
Total 435,321 454,269 261,085
Revenue less
Expenditures (435,321) (454,269) (261,085)
Funding Sources
General Fund (001) 238,434 150,800 261,085
Special Funds 196,887 303,469 -
Total 435,321 454,269 261,085

SERVICE PROGRAM, LEVELS & WORK PLAN
001,101
To provide general operating services to all departments, not attributable to any single department, such as telephone, postage, copying, professional organization membership, and City dues to regional and national organizations.
155

DEPARTMENT: ANIMAL SERVICES
PROGRAM: ANIMAL CONTROL
FUNDS:

Function
Financial Data
Actual Budget
2022-23
Estimated Budget
2023-24
Adopted Budget
2024-25
Revenues
Fees & Charges - - 80,000
Total - - 80,000
Expenditures
Salaries & Benefits - - -
Professional & Contract Services 208,610 224,783 315,450 Operational Costs - - -
Capital - - -
Debt - - -
Total 208,610 224,783 315,450
Revenue less
Expenditures (208,610) (224,783) (235,450)
Funding Sources
General Fund (001) 208,610 - 315,450
Special Funds - 224,783 -
Total 208,610 224,783 315,450

SERVICE PROGRAM, LEVELS & WORK PLAN
001,101
The City contracts with the Inland Valley Humane Society (IVHS) to provide animal control services and licensing. The IVHS provides 24-hours service for emergency related animal services, responds to injured and deceased animal calls, provides shelter for stray animals, low cost neutering services, investigates nuisance animals and dog bite incidents, conducts canvas of the City every three years for dog licensing enforcement and handles all required licensing of animals in the City. 156

DEPARTMENT: CITY ATTORNEY
PROGRAM: LEGAL SERVICES
FUNDS:

Function
Financial Data
Actual Budget
2022-23
Estimated Budget
2023-24
Adopted Budget
2024-25
Revenues
Taxes, Permits & Interest - - -
Total - - -
Expenditures
Salaries & Benefits - - -
Professional & Contract Services 578,078 684,000 675,000 Operational Costs - - -
Capital - - -
Debt - - -
Total 578,078 684,000 675,000
Revenue less
Expenditures (578,078) (684,000) (675,000)
Funding Sources
General Fund (001) 578,078 684,000 675,000
Special Funds - - -
Total 578,078 684,000 675,000

SERVICE PROGRAM, LEVELS & WORK PLAN
001
To provide legal services and effective legal counsel to the City Council, Commissions and staff. The City contracts with Alshire & Wynder LLp for most legal services. 157

DEPARTMENT: ADMINISTRATIVE SERVICES
PROGRAM: CABLE PRODUCTION
FUNDS:

Function
Financial Data
Actual Budget
2022-23
Estimated Budget
2023-24
Adopted Budget
2024-25
Revenues
Fee & Charges 74,362 70,000 70,000
Total 74,362 70,000 70,000
Expenditures
Salaries & Benefits - - -
Professional & Contract Services 93,622 96,503 98,000
Operational Costs - - -
Capital 15,000 - 8,705
Debt - - -
Total 108,622 96,503 106,705
Revenue less
Expenditures (34,260) (26,503) (36,705)
Funding Sources
General Fund (001) 93,622 96,503 106,705
Special Funds 15,000 - -
Total 108,622 96,503 106,705

SERVICE PROGRAM, LEVELS & WORK PLAN
001,101
The City Public Access Channel is operated and maintened through a contracted third party to provide content and to televise various public meetings and City events. Funding is also utilized for capital replacement and maintenance.
158

DEPARTMENT: PUBLIC WORKS
PROGRAM: STREET MAINTENANCE & REPLACEMENT
FUNDS:

Function
Financial Data
Actual Budget
2022-23
Estimated Budget
2023-24
Adopted Budget
2024-25
Revenues
Taxes, Permits & Interest 2,908,920 6,646,840 7,560,190 Total 2,908,920 6,646,840 7,560,190
Expenditures
Salaries & Benefits 542,322 597,000 641,500
Professional & Contract Services 391,595 478,695 616,400 Operational Costs 126,725 176,028 157,850
Capital 5,166,322 9,831,501 11,081,543
Debt - - -
Total 6,226,964 11,083,224 12,497,293
Revenue less
Expenditures (3,318,044) (4,436,384) (4,937,103)
Funding Sources
General Fund (001) 1,037,675 5,213,917 1,479,250
Special Funds 5,189,289 5,869,307 11,018,043
Total 6,226,964 11,083,224 12,497,293

SERVICE PROGRAM, LEVELS & WORK PLAN
001,002,012,073,074,076.077
To maintain the City's asphalt and concrete structures, litter and graffiti removal so that the public can have safe, clean and functional right of ways. Manage contract sweeping services. Manage the National Pollution Discharge Elimination System (NPDES) Compliance and Enforcement Program of the Clean Water Act that regulates point source discharges to the nations waters. 159

DEPARTMENT: PUBLIC WORKS
PROGRAM: ENGINEERING & ADMINISTRATION
FUNDS:

Function
Financial Data
Actual Budget
2022-23
Estimated Budget
2023-24
Adopted Budget
2024-25
Revenues
Taxes, Permits & Interest 316,144 195,000 175,000
Grants & Reimbursements
Total 316,144 195,000 175,000
Expenditures
Salaries & Benefits 1,257,988 1,381,100 1,396,600
Professional & Contract Services 186,244 296,000 425,200 Operational Costs 20,495 23,000 28,800
Capital - - -
Debt - - -
Total 1,464,727 1,700,100 1,850,600
Revenue less
Expenditures (1,148,583) (1,505,100) (1,675,600)
Funding Sources
General Fund (001) 1,278,483 1,465,100 1,850,600
Special Funds 186,244 235,000 -
Total 1,464,727 1,700,100 1,850,600

SERVICE PROGRAM, LEVELS & WORK PLAN
001,101
To provide for public safety in the areas of traffic engineering and all infrastructure within the public right-of-way, including streets, street lights, sidewalks, striping, signage, traffic signals, bicycle and pedestrian facilities, traffic safety around school zones, sewer, and storm drains; responsible for compliance with the Americans with Disabilities Act (ADA) within the public right-of-way; responsible for administering street maintenance contracts, and capital improvement projects, and implementation and compliance with the National Pollutant Discharge Elimination System (NPDES) Program (unfunded mandate); provide plan check and inspection services for grading and public works permits, utility work permits, development reviews, tract/parcel map checks, lot line adjustments, and compliance certificates; analyze traffic and right-of-way activities in the City; provide technical support for sewer maintenance tasks; plan, design and manage the construction of City-owned sewer lines; respond to public inquiries regarding traffic, parking, drainage and public works issues; work with other City departments and outside agencies on regional and sub-regional transportation and public works issues; staff and advise the Traffic and Transportation Commission; and obtain grant funding for critical City projects.
160

DEPARTMENT: COMMUNITY DEVELOPMENT
PROGRAM: PLANNING
FUNDS:

Function
Responsible for the orderly development of the community; to ensure that new development is attractive and compatible with the surroundings consistent with the City's codes and policies; land use and development proposals from an environmental, zoning, land use and design review standpoint; to provide information and assistance to the public on the City's planning process; to encourage public participation in land use and design review matters; to serve as the coordinators among the various City department and other outside agencies in land use and design matters, and to staff and advise the Planning Commission.

Financial Data
Actual Budget
2022-23
Estimated Budget
2023-24
Adopted Budget
2024-25
Revenues
Fees & Charges 65,467 36,100 52,900
Grants & Reimbursements
Total 65,467 36,100 52,900
Expenditures
Salaries & Benefits 1,059,465 972,100 1,133,981
Professional &
Contract Services 226,865 169,189 273,100
Operational Costs 16,794 23,440 42,080
Capital - - -
Debt - - -
Total 1,303,123 1,164,729 1,449,161
Revenue less
Expenditures (1,237,657) (1,128,629) (1,396,261)
Funding Sources
General Fund (001) 1,303,123 1,124,729 1,449,161
Special Funds - 40,000 -
Total 1,303,123 1,164,729 1,449,161

SERVICE PROGRAM, LEVELS & WORK PLAN
001,101
161

DEPARTMENT: PUBLIC WORKS
PROGRAM: VEHICLE/EQUIPMENT PURCHASES, RENTALS & MAINTENANCE FUNDS:

Function
Financial Data
Actual Budget
2022-23
Estimated Budget
2023-24
Adopted Budget
2024-25
Revenues
Taxes, Permits and Fees - - -
Total - - -
Expenditures
Salaries & Benefits 89,939 66,000 105,252
Professional & Contract Services 66,639 105,000 105,000 Operational Costs 208,213 283,500 308,174
Capital 113,071 199,470 650,000
Debt - - -
Total 477,861 653,970 1,168,426
Revenue less
Expenditures (477,861) (653,970) (1,168,426)
Funding Sources
General Fund (001) 364,790 389,500 518,426
Special Funds 113,071 264,470 650,000
Total 477,861 653,970 1,168,426

SERVICE PROGRAM, LEVELS & WORK PLAN
001,070,100,101
To provide routine maintenance and repair of City vehicles and equipment in the motor fleet, oversee the purchase of fuel and maintenance parts, develop vehicle specifications, purchase new vehicles, sell surplus equipment, and ensure compliance with all applicable State and Federal regulations relating to vehicle maintenance and fueling facilities. 162

DEPARTMENT: PUBLIC WORKS
PROGRAM: CITY LIGHTING DISTRICT
FUNDS:

Function
Financial Data
Actual Budget
2022-23
Estimated Budget
2023-24
Adopted Budget
2024-25
Revenues
Taxes, Grants & Interest 1,672,070 1,605,213 1,659,540
Total 1,672,070 1,605,213 1,659,540
Expenditures
Salaries & Benefits - - -
Professional & Contract Services 413,549 563,100 1,060,000 Operational Costs 707,992 1,619,000 895,000
Capital (12,019) 945,000 1,062,000
Debt - - -
Total 1,109,522 3,127,100 3,017,000
Revenue less
Expenditures 562,548 (1,521,887) (1,357,460)
Funding Sources
General Fund (001) - - -
Special Funds 1,109,522 2,325,100 3,017,000
Total 1,109,522 2,325,100 3,017,000

SERVICE PROGRAM, LEVELS & WORK PLAN
007
To provide inspection of 2,201 streetlights maintained by Southern California Edison, and to provide maintenance, operation, and repair of 467 City-owned street lights. Most of the work performed in this program is done contractually. An additional 60 street lights within the City are owned and maintained by the State of California (Caltrans).
163

DEPARTMENT: PUBLIC WORKS
PROGRAM: SIDEWALKS, ALLEYS AND PARKIGN LOTS
FUNDS:

Function
Financial Data
Actual Budget
2022-23
Estimated Budget
2023-24
Adopted Budget
2024-25
Revenues
Permits, Fee & Charges 54,250 60,000 20,000
Total 54,250 60,000 20,000
Expenditures
Salaries & Benefits - - -
Professional & Contract Services 157,975 194,500 224,000 Operational Costs - - -
Capital 149,500 532,563 425,000
Debt - - -
Total 307,475 727,063 649,000
Revenue less
Expenditures (253,225) (667,063) (629,000)
Funding Sources
General Fund (001) - - -
Special Funds 307,475 727,063 649,000
Total 307,475 727,063 649,000

SERVICE PROGRAM, LEVELS & WORK PLAN
012
To maintain the City’s approximate 231 miles of sidewalk, 31 miles of street striping, 226 miles of concrete curb, and 4,000 signs. Examples of some of the ongoing services included are temporary and permanent repairs to damaged sidewalks, driveway approaches, maintenance of old signs, installation of new signs, and street striping maintenance. A survey will be completed in fiscal year 2014-15 to identify future hardscape repair needs.
164

DEPARTMENT: PUBLIC WORKS
PROGRAM: SEWER EXPANSION
FUNDS:

Function
Financial Data
Actual Budget
2022-23
Estimated Budget
2023-24
Adopted Budget
2024-25
2022-23 2023-24 2024-25
Revenues
Taxes, Permits, Fees 108,348 89,121 93,400
Total 108,348 89,121 93,400
2022-23 2023-24 2024-25
Expenditures
Salaries & Benefits - - -
Professional & Contract Services 70,127 80,000 110,000
Operational Costs - - -
Capital 19,455 30,000 180,000
Debt - - -
Total 89,582 110,000 290,000
Revenue less
Expenditures 18,766 (20,879) (196,600)
Funding Sources
General Fund (001) - - -
Special Funds 89,582 110,000 290,000
Total 89,582 110,000 290,000

SERVICE PROGRAM, LEVELS & WORK PLAN
006
This program is utilized to provide sewer connections from private property into the public sewer systems. Fees are collected to offset the cost to connect to public system. Funds are also used to maintain City maintained sewer lines.
165

DEPARTMENT: PUBLIC WORKS
PROGRAM: SAFE CLEAN WATER/STORM DRAINS
FUNDS:

Function
Financial Data
Actual Budget
2022-23
Estimated Budget
2023-24
Adopted Budget
2024-25
Revenues
Taxes, Permits & Grants 703,255 1,390,421 698,450
Total 703,255 1,390,421 698,450
Expenditures
Salaries & Benefits - - -
Professional & Contract Services 324,655 399,500 656,500 Operational Costs - - -
Capital 87,879 2,176,865 460,000
Debt - - -
Total 412,534 2,576,365 1,116,500
Revenue less
Expenditures 290,721 (1,185,944) (418,050)
Funding Sources
General Fund (001) 156,306 161,500 262,500
Special Funds 256,228 2,414,865 854,000
Total 412,534 2,576,365 1,116,500

SERVICE PROGRAM, LEVELS & WORK PLAN
001,078
To maintain and operate the storm drain system as well as developing projects that enhance the city’s ability to capture and infiltrate storm water into the ground. The safe clean water funds are also utilized to development infrastructure that can clean storm water runoff before releasing the water downstream to rivers or diversion projects that transport stormwater to existing sewer treatment plants.
166

DEPARTMENT: PUBLIC WORKS
PROGRAM: TRAFFIC SAFETY
FUNDS:

Function
Financial Data
Actual Budget
2022-23
Estimated Budget
2023-24
Adopted Budget
2024-25
Revenues
Taxes, Permits and Fees - - -
Total - - -
Expenditures
Salaries & Benefits 182,417 200,000 221,000
Professional & Contract Services 133,035 265,000 316,000 Operational Costs 126,531 152,995 208,995
Capital - - -
Debt - - -
Total 441,983 617,995 745,995
Revenue less
Expenditures (441,983) (617,995) (745,995)
Funding Sources
General Fund (001) 441,983 617,995 745,995
Special Funds - - -
Total 441,983 617,995 745,995

SERVICE PROGRAM, LEVELS & WORK PLAN
001
To provide public safety in the areas of traffic engineering through traffic surveillance and control systems. Maintain and update signal synchronization system to better manage the flow of traffic. To ensure safe conditions for employees and other working on or near roads. Plan and prepare worksites, coordinate and control traffic, operate radios to communicate and cleanup worksite. 167

DEPARTMENT: PUBLIC WORKS
PROGRAM: AQMD
FUNDS:

Function
Financial Data
Actual Budget
2022-23
Estimated Budget
2023-24
Adopted Budget
2024-25
Revenues
Taxes & Interest 63,819 57,000 57,000
Total 63,819 57,000 57,000
Expenditures
Salaries & Benefits - - -
Professional & Contract Services - - -
Operational Costs - - -
Capital 26,091 288,240 139,055
Debt - - -
Total 26,091 288,240 139,055
Revenue less
Expenditures 37,728 (231,240) (82,055)
Funding Sources
General Fund (001) - - -
Special Funds 26,091 288,240 139,055
Total 26,091 288,240 139,055

SERVICE PROGRAM, LEVELS & WORK PLAN
071
A portion of vehicle license fees are allocated to air quality programs. The funds are goverened by guidelines established by the Soutehrn California Air Quality Management District and can only be used on expenditures that have a direct effect on improving air quality. 168

DEPARTMENT: PUBLIC WORKS
PROGRAM: PUBLIC TRANSPORTATION
FUNDS:

Function
Financial Data
Actual Budget
2022-23
Estimated Budget
2023-24
Adopted Budget
2024-25
Revenues
Taxes, Permits & Interest 5,005,919 1,270,103 1,257,528 Total 5,005,919 1,270,103 1,257,528
Expenditures
Salaries & Benefits 100,000 100,000 100,000
Professional & Contract Services 486,620 595,775 581,046 Operational Costs - 3,500 3,500
Capital 26,269 403,000 570,000
Debt - - -
Total 612,888 1,102,275 1,254,546
Revenue less
Expenditures 4,393,031 167,828 2,982
Funding Sources
General Fund (001) - - -
Special Funds 612,888 1,102,275 1,254,546
Total 612,888 1,102,275 1,254,546

SERVICE PROGRAM, LEVELS & WORK PLAN
072
To manage local public transit programs and services and monitor regional public transportation issues that may impact San Dimas. The Public Transit Services Division is comprised of three programs: administration, Dial-a-Ride services and the Transit Center/Depot. The administration program consists of City staff and general overhead related to administration of Proposition A and C funded programs, including the Transit Center/Depot, the City’s share of Pomona Valley Transportation Authority administrative costs, and attendance at regional meetings. 169

DEPARTMENT: COMMUNITY DEVELOPMENT
PROGRAM: CODE COMPLIANCE AND PARKING ADMINISTRATION
FUNDS:

Function
Financial Data
Actual Budget
2022-23
Estimated Budget
2023-24
Adopted Budget
2024-25
Revenues
Citations 626,694 673,075 743,075
Total 626,694 673,075 743,075
Expenditures
Salaries & Benefits 509,314 506,000 520,500
Professional & Contract Services - - -
Operational Costs 4,297 3,800 2,900
Capital - - 180,000
Debt - - -
Total 513,611 509,800 703,400
Revenue less
Expenditures 113,082 163,275 39,675
Funding Sources
General Fund (001) 513,611 509,800 703,400
Special Funds - - -
Total 513,611 509,800 703,400

SERVICE PROGRAM, LEVELS & WORK PLAN
001
Code and parking compliance officers are utilized to enforce the municipal code and may issue administrative citations when the code is not adhered to by businesses or the general public. Staff works to ensure compliance with overnight street parking, overgrown foliage, businesses operating without a permit or license among other compliance needs. 170

DEPARTMENT: COMMUNITY DEVELOPMENT
PROGRAM: BUILDING & SAFETY
FUNDS:

Function
Financial Data
Actual Budget
2022-23
Estimated Budget
2023-24
Adopted Budget
2024-25
Revenues
Permits, Fees & Charges 1,085,952 1,086,979 912,000
Total 1,085,952 1,086,979 912,000
Expenditures
Salaries & Benefits 578,413 558,100 583,600
Professional & Contract Services 4,676 8,100 179,000
Operational Costs 14,205 11,605 16,480
Capital - - -
Debt - - -
Total 597,294 577,805 779,080
Revenue less
Expenditures 488,658 509,174 132,920
Funding Sources
General Fund (001) 597,294 577,805 779,080
Special Funds - - -
Total 597,294 577,805 779,080

SERVICE PROGRAM, LEVELS & WORK PLAN
001
To regulate construction and occupancy of buildings in accordance with local, state and Federal laws; provide plan check and inspection services; manage building permit records; and provide public information regarding code requirements and property history. Above all ensure the safety of buildings within the City of San Dimas.
171

DEPARTMENT: COMMUNITY DEVELOPMENT
PROGRAM: SUCCESSOR AGENCY
FUNDS:

Function
Financial Data
Actual Budget
2022-23
Estimated Budget
2023-24
Adopted Budget
2024-25
Revenues
Taxes, Permits & Interest 2,079,719 4,864,798 1,739,000 Total 2,079,719 4,864,798 1,739,000
Expenditures
Salaries & Benefits 20,000 59,500 59,500
Professional & Contract Services 4,000 - 79,500
Operational Costs - - -
Capital - - -
Debt 2,141,839 1,477,586 4,725,798
Total 2,165,839 1,537,086 4,864,798
Revenue less
Expenditures (86,120) 3,327,712 (3,125,798)
Funding Sources
General Fund (001) - - -
Special Funds 2,165,839 1,537,086 4,864,798
Total 2,165,839 1,537,086 4,864,798

SERVICE PROGRAM, LEVELS & WORK PLAN
038,039
To administer and coordinate the activities of the Successor Agency to the San Dimas Redevelopment Agency. The Successor Agency is subject to the authority of an appointed Oversight Board, who must approve the actions of the Successor Agency. The Successor Agency is charged with continuing to satisfy enforceable obligations of the former Redevelopment Agency, as well as liquidating its assets.
172

DEPARTMENT: RECREATION
PROGRAM: LANDSCAPE, PARKS & MEDIANS MAINTENANCE
FUNDS:

Function
Financial Data
Actual Budget
2022-23
Estimated Budget
2023-24
Adopted Budget
2024-25
Revenues
Taxes, Permits & Interest 1,084,985 1,092,607 1,094,757 Grants & Reimbursements
Total 1,084,985 1,092,607 1,094,757
Expenditures
Salaries & Benefits 799,115 889,500 953,625
Professional & Contract Services 1,001,445 1,027,441 1,116,575 Operational Costs 593,534 620,119 628,190
Capital 42,698 2,190,208 250,000
Debt - - -
Total 2,436,792 4,727,268 2,948,391
Revenue less
Expenditures (1,351,807) (3,634,661) (1,853,634)
Funding Sources
General Fund (001) 1,114,488 1,872,107 1,695,873
Special Funds 1,322,304 2,855,161 1,252,517
Total 2,436,792 4,727,268 2,948,391

SERVICE PROGRAM, LEVELS & WORK PLAN
001,008,012,075,101
To provide maintenance and repair of City park facilities, including sports courts, such as basketball courts, tennis courts, and ball fields, as well as picnic facilities.

The services provided include landscape maintenance, safety evaluations, emergency repairs, painting, minor repairs to park equipment, electrical repairs, litter control, park restroom janitorial service, and park and sports lighting. The program also includes maintenance and restoration of landscaping in rights of way including medians and parkways as well as tree trimming, planting and repairs to sidewalks due to tree root growth.
173

DEPARTMENT: PARKS & RECREATION
PROGRAM: CIVIC CENTER & PARKS FACILITY MAINTENANCE
FUNDS:

Function
Financial Data
Actual Budget
2022-23
Estimated Budget
2023-24
Adopted Budget
2024-25
Revenues
Rentals, Fees & Charges 120,326 134,472 136,069
Total 120,326 134,472 136,069
Expenditures
Salaries & Benefits 664,225 851,000 868,355
Professional & Contract Services 113,445 170,559 192,510 Operational Costs 215,469 239,950 243,350
Capital 133,985 143,006 544,486
Debt 691,330 689,639 -
Total 1,818,454 2,094,154 1,848,701
Revenue less
Expenditures (1,698,128) (1,959,682) (1,712,632)
Funding Sources
General Fund (001) 1,671,135 1,902,922 1,768,701
Special Funds 147,319 191,232 80,000
Total 1,818,454 2,094,154 1,848,701

SERVICE PROGRAM, LEVELS & WORK PLAN
001,101
To provide maintenance of City buildings. Full-time staff conducts minor repairs and emergency responses. Janitorial services, pest control, electrical repairs, intrusion alarms, and heating/air conditioning repairs are provided through private contracts managed by the Maintenance Division.

Staff also provides maintenance to the parking structure in the Village. This includes elevator, electrical, security, and restroom maintenance.
174

DEPARTMENT: PARKS & RECREATION
PROGRAM: PARK PROGRAMS & EVENTS
FUNDS:

Function
Financial Data
Actual Budget
2022-23
Estimated Budget
2023-24
Adopted Budget
2024-25
Revenues
Fees and Charges 489,295 416,636 552,350
Total 489,295 416,636 552,350
Expenditures
Salaries & Benefits 1,257,982 1,243,088 1,246,044
Professional & Contract Services 339,109 203,700 213,700 Operational Costs 52,136 129,618 144,633
Capital 20,333 40,374 43,600
Debt - - -
Total 1,669,560 1,616,780 1,647,977
Revenue less
Expenditures (1,180,265) (1,200,144) (1,095,627)
Funding Sources
General Fund (001) 1,567,617 1,616,780 1,647,977
Special Funds 101,943 - -
Total 1,669,560 1,616,780 1,647,977

SERVICE PROGRAM, LEVELS & WORK PLAN
001,101
To provide recreation classes covering a variety of cultural, physical fitness, special interest, and selfimprovement subjects for all ages; to produce the recreation brochure on a regular basis to promote Recreation activities. To provide for Citywide special events, a major program area of the Parks & Recreation Department. Special events include, but are not limited to, the Summer Concert Series, Movies in the Park, Halloween Spooktacular, Holiday Extravaganza and Tree Lighting, Arbor Day, Bowser Bash and Cars & Coffee.
175

DEPARTMENT: RECREATION
PROGRAM: RECREATION CENTER
FUNDS:

Function
Financial Data
Actual Budget
2022-23
Estimated Budget
2023-24
Adopted Budget
2024-25
Revenues
Fees and Charges 442,758 542,470 578,260
Total 442,758 542,470 578,260
Expenditures
Salaries & Benefits 583,010 558,258 678,384
Professional & Contract Services 259,924 304,905 300,437 Operational Costs 221,985 231,583 241,980
Capital 71,973 55,535 35,575
Debt - - -
Total 1,136,891 1,150,281 1,256,376
Revenue less
Expenditures (694,134) (607,811) (678,116)
Funding Sources
General Fund (001) 1,049,561 1,057,261 1,256,376
Special Funds 87,330 93,020 -
Total 1,136,891 1,150,281 1,256,376

SERVICE PROGRAM, LEVELS & WORK PLAN
001,020,021,101
To provide fitness activities for those young and old through the fitness center and pool. The recreation center also acts as an after-school program facility to provide students a fun and safe alternative for the time between school ending and parental care availability. 176

DEPARTMENT: PARKS & RECREATION
PROGRAM: SENIOR CENTER PROGRAMS & OPERATIONS
FUNDS:

Function
Financial Data
Actual Budget
2022-23
Estimated Budget
2023-24
Adopted Budget
2024-25
Revenues
Fee & Charges 21,409 17,364 20,500
Total 21,409 17,364 20,500
Expenditures
Salaries & Benefits 158,354 295,412 308,908
Professional & Contract Services 45,243 58,730 64,568
Operational Costs 101,229 115,814 115,064
Capital 11,211 37,091 37,388
Debt - - -
Total 316,036 507,047 525,928
Revenue less
Expenditures (294,627) (489,683) (505,428)
Funding Sources
General Fund (001) 270,793 428,439 505,928
Special Funds 45,243 78,608 20,000
Total 316,036 507,047 525,928

SERVICE PROGRAM, LEVELS & WORK PLAN
001,020,021,101
To provide programs and services to seniors including; social services, nutrition program, senior excursions, volunteer opportunities, social activities, health and wellness activities, educational and enrichment opportunities, and support groups.
177

DEPARTMENT: COMMUNITY DEVELOPMENT
PROGRAM: HOUSING
FUNDS:

Function
Financial Data
Actual Budget
2022-23
Estimated Budget
2023-24
Adopted Budget
2024-25
Revenues
Taxes & Interest 2,894,700 2,620,044 3,755,507
Total 2,894,700 2,620,044 3,755,507
Expenditures
Salaries & Benefits 655,594 769,660 904,805
Professional & Contract Services 1,503,222 990,501 1,743,901 Operational Costs 34,162 66,333 55,702
Capital 151,769 235,000 1,300,000
Debt 975,835 486,688 487,107
Total 3,320,583 2,548,182 4,491,515
Revenue less
Expenditures (425,883) 71,862 (736,008)
Funding Sources
General Fund (001) - - -
Special Funds 3,320,583 2,531,932 4,491,515
Total 3,320,583 2,531,932 4,491,515

SERVICE PROGRAM, LEVELS & WORK PLAN
034,113
The housing program funds the operations at the Charter Oak Mobile Home Park and Monte Vista Apartments as well as housing services through City staff and private partners such as LA CODA. 178

DEPARTMENT: COMMUNITY DEVELOPMENT
PROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT
FUNDS:

Function
Financial Data
Actual Budget
2022-23
Estimated Budget
2023-24
Adopted Budget
2024-25
Revenues
Taxes 156,115 427,504 489,091
Total 156,115 427,504 489,091
Expenditures
Salaries & Benefits - - -
Professional & Contract Services 156,115 427,504 489,091 Operational Costs - - -
Capital - - -
Debt - - -
Total 156,115 427,504 489,091
Revenue less
Expenditures - - -
Funding Sources
General Fund (001) - - -
Special Funds 156,115 427,504 489,091
Total 156,115 427,504 489,091

SERVICE PROGRAM, LEVELS & WORK PLAN
040
This program administers the City's CDBG program. Federal Block Grant funds are utilized to fund program which includes housing rehabilitation grants and youth scholarships. 179

DEPARTMENT: PARKS & RECREATION
PROGRAM: TRAIL MAINTENANCE
FUNDS:

Function
Financial Data
Actual Budget
2022-23
Estimated Budget
2023-24
Adopted Budget
2024-25
Revenues
Taxes, Permits & Interest - - -
Total - - -
Expenditures
Salaries & Benefits - - -
Professional & Contract Services 41,018 54,814 10,000
Operational Costs - - -
Capital 98,156 1,053,679 25,000
Debt - - -
Total 139,174 1,108,493 35,000
Revenue less
Expenditures (139,174) (1,108,493) (35,000)
Funding Sources
General Fund (001) - - -
Special Funds 139,174 1,108,493 35,000
Total 139,174 1,108,493 35,000

SERVICE PROGRAM, LEVELS & WORK PLAN
012,101
This program serves to maintain the various walking trails within the City of San Dimas boundaries.

San Dimas trails include Strawberry, Face, Upper Plateau Trail Junction, Poison Oak, Nothern Foothills and the Walnut Creek trails.
180

DEPARTMENT: PARKS & RECREATION
PROGRAM: WALKER HOUSE
FUNDS:

Function
Financial Data
Actual Budget
2022-23
Estimated Budget
2023-24
Adopted Budget
2024-25
Revenues
Rental Fees, Interest, Reimb. 138,768 181,071 210,070
Total 138,768 181,071 210,070
Expenditures
Salaries & Benefits - - -
Professional & Contract Services 231,610 62,705 63,721
Operational Costs 80,460 122,379 100,300
Capital 36,275 29,460 42,445
Debt - - -
Total 348,345 214,544 206,466
Revenue less
Expenditures (209,576) (33,473) 3,604
Funding Sources
General Fund (001) - - -
Special Funds 348,345 189,194 206,466
Total 348,345 189,194 206,466

SERVICE PROGRAM, LEVELS & WORK PLAN
003
The City owns the Walker House and utilized former Redevelopment funds were used to refurbish the building back to its historic state. The building is leased out for restaruant operations of which a portion of revenue generated is paid to the City and held in a special fund to offset utility expenditures and facility maintenance.
181

DEPARTMENT: PARKS & RECREATION
PROGRAM: GOLF COURSE
FUNDS:

Function
Financial Data
Actual Budget
2022-23
Estimated Budget
2023-24
Adopted Budget
2024-25
Revenues
Charges 1,153,836 977,000 982,000
Total 1,153,836 977,000 982,000
Expenditures
Salaries & Benefits - - -
Professional & Contract Services 495 - 12,000
Operational Costs 187,657 510,000 255,000
Capital - - -
Debt 158,933 397,000 385,000
Total 347,086 907,000 652,000
Revenue less
Expenditures 806,750 70,000 330,000
Funding Sources
General Fund (001) - - -
Special Funds 347,086 652,000 652,000
Total 347,086 652,000 652,000

SERVICE PROGRAM, LEVELS & WORK PLAN
053
The San Dimas Canyon Golf Course is leased to the operator which is currently American Golf.

Funds collected by the City are utilized to offset utility expenses and maintenance costs. Funds are also collected for future capital improvement needs and to pay down an outstanding loan due to the General Fund for past investments for capital improvements at the Golf Course. 182

DEPARTMENT: VARIOUS
PROGRAM: VARIOUS CITY GRANTS
FUNDS:

Function
Financial Data
Actual Budget
2022-23
Estimated Budget
2023-24
Adopted Budget
2024-25
Revenues
Grants & Reimbursements 114,552 134,373 2,062,356
Total 114,552 134,373 2,062,356
Expenditures
Salaries & Benefits - - -
Professional & Contract Services 168,746 164,765 2,023,706 Operational Costs - - -
Capital - - -
Debt - - -
Total 168,746 164,765 2,023,706
Revenue less
Expenditures (54,194) (30,392) 38,650
Funding Sources
General Fund (001) 168,746 115,815 227,364
Special Funds - 48,950 1,796,342
Total 168,746 164,765 2,023,706

SERVICE PROGRAM, LEVELS & WORK PLAN
001,012,113
At times the City applies for and is awarded grants to assist with the expense of programs and services. The grants displayed under this program consists of grants to provide meals, recreation programs for seniors, the housing element, objective design standards and other professional services. These grants are typically on a reimbursement basis which is why expenditures do not always equal revenues in a given fiscal year.
183

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184

SPECIAL FUNDS SECTION:

Special Funds are established to provide expenditures for a specific purpose. Revenue obtained for these funds comes from a variety of sources and in most cases, by statute or policy, restricts the use of the money.
185

FUND 02 - STATE GAS TAX
Public Works capital improvement projects are primarily budgeted in Funds 2, 12, 73, 74 76 and 77.

There are a number of significant projects that will be completed or will be started in FY 2024-25.

Funding for many of the projects comes from several project Funds.

The revenue for this fund comes from State Gas Tax which is subject to a “triple-flip formula” and relies on State estimates which they anticipate to be $956,572 for Fiscal Year 2024-25. State Gas Tax revenue is statutorily restricted and can only be used for street maintenance, repair and construction.

Budget highlights include:
• Annual Pavement Preservation Program of $360,000 for slurry seal, pavement repairs and other pavement preservation techniques.
• Pavement Management Update - The City’s Pavement Management Program utilizing the StreetSaver pavement management software is due for an update (last update performed in 2019). The update consists of inspecting and documenting the existing pavement condition of the public streets to assist with identifying the treatment needs on a network level - $90,000 • Sidewalk repair – $359,000 to address hazardous sidewalks across various locations within the City in order to mitigate potential injuries from trip and fall incidents. • Transfer to General Fund – Budget amount $250,000 – The transfer reimburses the General Fund for personnel costs associated with eligible street improvement projects. 186

2022-23 2023-24 2023-24 2024-25

ACTUAL APPROVED REVISED ADOPTED

BUDGET ESTIMATE BUDGET
STATE GAS TAX FUND 02
RESTRICTED FUND BALANCE 1,563,806 1,474,384 1,474,384 812,219

REVENUE
341 USE OF MONEY & PROPERTY 36,772 10,000 50,000 40,000 358 GAS TAXES 879,740 991,761 941,335 956,572
Total Revenue 916,512 1,001,761 991,335 996,572
Total Available Funds 2,480,318 2,476,145 2,465,719 1,808,791 EXPENDITURES (4841)
020 PROFESSIONAL SERVICES 3,861 4,000 4,000 4,000
041 CAPITAL OUTLAY - - - 90,000
554 PAVEMENT 196,565 1,199,732 1,100,000 360,000
557 VIA VERDE 332,255 - - -
559 SIDEWALK REPAIR 248,253 364,922 324,500 359,000
616 GOLDEN HILLS ROAD - 75,785 - 75,000
639 BADILLO ST. - 100,000 - 100,000
EXPENDITURES (5000)
5000 TRANSFER TO THE GENERAL FUND 001 225,000 225,000 225,000 250,000 Total Expenditures 1,005,934 1,969,439 1,653,500 1,238,000 RESTRICTED FUND BALANCE 1,474,384 506,706 812,219 570,791 Total Estimated Requirements
and Restricted Fund Balance 2,480,318 2,476,145 2,465,719 1,808,791

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET
187

FUND 03 – WALKER HOUSE LLC
This Fund was set up for the Walker House LLC. Established for the tax credit program. This fund received revenue from the tax credit distribution. Annually it receives revenue generated from uses of the house and repayment of the loan from the Redevelopment Agency. With the Concessionaire Agreement the budget projects rent revenue and utility expense off sets. Expenses include insurance, maintenance and utilities for the house.
 Maintenance of Building - $38,721– Contract services to clean and maintain the house and grounds.
188

2022-23 2023-24 2023-24 2024-25

ACTUAL APPROVED REVISED ADOPTED

BUDGET ESTIMATE BUDGET
WALKER HOUSE LLC FUND 03
ASSIGNED FUND BALANCE 286,311 76,735 76,735 68,612

REVENUE
341 USE OF MONEY & PROPERTY 39,831 30,586 77,186 100,991 116 REPAYMENT OF ADVANCED FUNDS 98,938 103,885 103,885 109,079 Total Revenue 138,768 134,470 181,071 210,070
Total Available Funds 425,079 211,205 257,806 278,682

EXPENDITURES
014 INSURANCE 56,739 65,679 65,679 67,450
015 MAINTENANCE 36,275 30,360 29,460 27,445
020 PROFESSIONAL SERVICES 24,936 25,000 25,000 25,000
022 UTILITIES 17,774 22,300 25,350 26,350
023 CONTRACT SERVICES 206,674 62,164 37,705 38,721
031 BUILDING MAINTENANCE & SUPPLIES 2,972 3,000 3,000 3,500 033 SPECIAL DEPARTMENTAL SUPPLIES 2,975 3,000 3,000 3,000 041 CAPITAL OUTLAY - - - 15,000
Total Expenditures 348,345 211,503 189,194 206,466
ASSIGNED FUND BALANCE 76,735 (298) 68,612 72,216
Total Estimated Requirements
and Assigned Fund Balance 425,079 211,205 257,806 278,682

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET
189

FUND 04 – CIVIC CENTER RENOVATION
This Fund was created to show the expenses for the Civic Center renovation project. The fund received the $5.5 million general fund reserves that were committed to the project and the $7.5 million proceeds from the COP. Beginning in FY 11-12 the only ongoing expense is the annual COP debt service which is funded by a General Fund transfer.

In fiscal year 2019-20 the City completed a refunding of the Civic Center Bonds which lowered the variable interest rate down to 1.89% which is anticipated to generate a savings of $362,436 in interest costs throughout the remaining terms of the loan. The refunding loan had a cost of issuance that totaled $99,262 which was paid with bond reserves that were held with the prior bond’s fiscal agent U.S. Bank.

The Lease agreement was paid off 2023-24 fiscal year.
190

2022-23 2023-24 2023-24 2024-25

ACTUAL APPROVED REVISED ADOPTED

BUDGET ESTIMATE BUDGET
CITY HALL/COMM BLDG/PLAZA FUND 04

ASSIGNED FUND BALANCE - - - -

REVENUE
500 TRANSFER IN FROM THE GENERAL FUND 001 691,331 689,639 689,639 - Total Revenue 691,331 689,639 689,639 -
Total Available Funds 691,331 689,639 689,639 -
EXPENDITURES (4411)
049 DEBT SERVICE PAYMENT 691,330 689,639 689,639 -
Total Expenditures 691,331 689,639 689,639 -

ASSIGNED FUND BALANCE - - - -
Total Estimated Requirements
and Assigned Fund Balance 691,331 689,639 689,639 -

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET
191

FUND 06 - SEWER EXPANSION
The Sewer Expansion fund receives revenue from private property connections to the public sewer fees, sewer maintenance and industrial waste reimbursement from the County.  Video and repair City maintained sewer lines - $180,000 – The County will not assume maintenance of lines that are need of repair. The goal is to repair existing City lines for ultimate transfer to the County.
192

2022-23 2023-24 2023-24 2024-25

ACTUAL APPROVED REVISED ADOPTED

BUDGET ESTIMATE BUDGET
SEWER EXPANSION FUND 06
ASSIGNED FUND BALANCE 1,354,052 1,372,818 1,372,818 1,351,939

REVENUES
364 INDUSTRIAL WASTE/SEWER CHARGES 96,596 85,000 80,721 85,000 372 BONELLI SEWER MAINTENANCE 7,692 7,900 7,900 7,900
392 SEWER CONNECTION FEES 4,060 2,500 500 500
Total Revenue 108,348 95,400 89,121 93,400
Total Available Funds 1,462,400 1,468,218 1,461,939 1,445,339 EXPENDITURES (4310)
020 PROFESSIONAL SERVICES 70,127 105,000 80,000 110,000 EXPENDITURES (4841)
604 MISCELLANEOUS SEWER PROJECTS 19,455 200,000 30,000 180,000 Total Expenditures 89,582 305,000 110,000 290,000
ASSIGNED FUND BALANCE 1,372,818 1,163,218 1,351,939 1,155,339 Total Estimated Requirements
and Assigned Fund Balance 1,462,400 1,468,218 1,461,939 1,445,339

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET
193

FUND 07 - CITY WIDE LIGHTING DISTRICT
The City-Wide Lighting District receives revenue from a property tax assessment to be used exclusively for public lighting purposes. The money is used to maintain traffic signals and street lights, electricity, and special street light projects. Most of the expenditures are for ongoing maintenance and operations.

Budget highlights include:
 Utilities – Budget of $845,000 with the largest expense for the fund comes deriving from electricity costs to power the street lights across the City. This year the anticipated cost is $845,000  Capital Outlay –Civic Center Pole Replacement Project - Budget of $555,000 allocated to replace the wooden Copenhagen street lights that have reached the end of their service life and the Civic Center Wood Pole project
 Capital Outlay – Traffic Signal Updates – The budget of $127,000 will be used to purchase, replace cameras, batteries and radio communications for synching of traffic signals.  General Fund Transfer - $150,000 – Reimburse the General Fund for personnel costs and administrative expenses associated with eligible street lighting projects. 194

2022-23 2023-24 2023-24 2024-25

ACTUAL APPROVED REVISED ADOPTED

BUDGET ESTIMATE BUDGET
CITY WIDE LIGHTING DISTRICT FUND 07
RESTRICTED FUND BALANCE 3,881,657 4,319,205 4,319,205 3,599,318

REVENUES
311 PROPERTY TAXES 1,621,048 1,581,700 1,599,273 1,603,600 355 HOMEOWNERS EXEMPTION 5,980 5,940 5,940 5,940
358 MISCELLANEOUS GRANTS 45,044 793,455 - 50,000
Total Revenue 1,672,070 2,381,095 1,605,213 1,659,540
Total Available Funds 5,553,727 6,700,300 5,924,418 5,258,858 EXPENDITURES (4341)
020 PROFESSIONAL SERVICES 52,231 504,680 102,100 534,000 022 UTILITIES 640,015 730,000 720,000 760,000
033 SPECIAL DEPARTMENTAL SUPPLIES 10,907 79,000 15,000 50,000 041 CAPITAL OUTLAY - 1,345,000 745,000 555,000
EXPENDITURES (4345)
020 PROFESSIONAL SERVICES 361,319 672,000 461,000 526,000 022 UTILITIES 57,069 82,000 82,000 85,000
041 CAPITAL OUTLAY 2,523 169,477 15,000 127,000
602 BADILLO - 130,800 - 130,000
657 ARROW HIGHWAY - 250,000 60,000 250,000
660 BONITA (14,542) 100,000 - -
EXPENDITURES (5000)
Transfer to General Fund 01 (5000-099-001) 125,000 125,000 125,000 150,000 Total Expenditures 1,234,522 4,187,957 2,325,100 3,167,000 RESTRICTED FUND BALANCE 4,319,205 2,512,343 3,599,318 2,091,858 Total Estimated Requirements
and Restricted Fund Balance 5,553,727 6,700,300 5,924,418 5,258,858

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET
195

FUND 08 - LANDSCAPE PARCEL TAX
This fund receives revenue from a voter approved property tax assessment. Per voter approval the money is used exclusively to maintain parks, parkways, medians, and trees. Annually the City Council has the authority to raise the amount of the assessment by the CPI. The revenue generated by the assessment does not fully cover the entire cost of the landscape maintenance. The expenses for the City personnel performing landscape maintenance functions are paid by the General Fund. Budget highlights include:
 Sportsplex Maintenance – Budget amount $54,160 – The School District reimburses the City for 65% of this expense.
 Landscape Maintenance Contract – The City contracts for landscape maintenance service for parks, parkways and medians. The City rebid the contract and was awarded to a new contractor starting July 2019. The scope of work in the new contract was increased, thus the total contract cost increased.
 Utilities – The budget of $377,900 includes water and electricity charges. Water costs estimates are difficult to budget due to fluctuating water restrictions, revised rate structures and changes to median islands. The budget estimate is based upon best estimates taking all those factors into consideration.
196

2022-23 2023-24 2023-24 2024-25

ACTUAL APPROVED REVISED ADOPTED

BUDGET ESTIMATE BUDGET
LANDSCAPE PARCEL TAX FUND 08
RESTRICTED FUND BALANCE 114,309 120,853 120,853 (4,990)

REVENUES
369 REIMBURSEMENTS 25,109 35,000 26,038 27,000
371 ASSESSMENTS 986,008 1,014,550 1,015,000 1,020,000
500 TRANSFER IN FROM GENERAL FUND 001 91,000 - - 157,507 Total Revenue 1,102,117 1,049,550 1,041,038 1,204,507
Total Available Funds 1,216,426 1,170,403 1,161,891 1,199,517

EXPENDITURES
PARK MAINTENANCE (4414)
020 PROFESSIONAL SERVICES 260,594 279,492 296,685 308,207 022 UTILITIES 350,993 345,950 345,950 345,950
033 DEPARTMENTAL SUPPLIES 20,768 20,000 27,081 30,000
Sub-Total Park Maintenance 632,355 645,442 669,716 684,157 PARKWAYS & TREES (4415)
020 PROFESSIONAL SERVICES 421,984 442,256 447,215 463,850 022 UTILITIES 25,438 31,950 31,950 31,950
033 DEPARTMENTAL SUPPLIES 15,796 18,000 18,000 19,560
Sub-Total Parkways & Trees 463,218 492,206 497,165 515,360 Total Expenditures 1,095,573 1,137,648 1,166,881 1,199,517 RESTRICTED FUND BALANCE 120,853 32,755 (4,990) 0
Total Estimated Requirements
and Restricted Fund Balance 1,216,426 1,170,403 1,161,891 1,199,517

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET
197

FUND 12 - INFRASTRUCTURE
This fund provides for capital improvement projects for the City’s varied infrastructure including streets, facilities, medians, storm drains. Revenue sources for the Fund are General Fund transfers, grants for specific projects and private development requirements.

Revenue highlights include:
 Transfer from General Fund reserves - $93,752 – The transfer from General Fund reserves will fund the proposed projects for future infrastructure needs.

Budget highlights include:
 Badillo Road - $1,890,043 – Total anticipated cost for the reconstruction of Badillo road is $2,295,043 which includes Gas tax, Lighting District, Proposition C and Measure R funds. The majority of the expenditures will be reimbursed through STPL funding.  San Dimas Canyon/ Allen Ave Sidewalk - $200,000 will be used to move existing sidewalk, remove existing sidewalk and relocate 5 feet to the east.  San Dimas Loop Repairs – Budget allocated for $3,000,000  Arrow Highway - $2,400,000 from RMRA Measure W Federal Grant funds to Grind and overlay of the pavement on Arrow Highway from the east City Limit to the West City Limit. Additional funding from Prop C in the amount of $700,000 and $400,000 from Fund 076: Measure M Funds for a total project cost of $3,750,000
198

2022-23 2023-24 2023-24 2024-25

ACTUAL APPROVED REVISED ADOPTED
INFRASTRUCTURE FUND 12 BUDGET ESTIMATE BUDGET
ASSIGNED FUND BALANCE 1,795,393 2,480,086 2,480,086 4,369,281

REVENUES
358 MISC GRANTS 54,250 60,000 60,000 20,000
359 STATE GRANTS - 48,950 - 96,352
366 SOLAR GRANTS - 40,000 - 40,000
369 REIMBURSEMENTS/GRANTS g 387,000 1,977,000 20,000 4,547,000 500 USE OF RESERVES FROM THE GENERAL FUND 001 892,476 3,339,657 3,418,236 93,752 Total Revenue 1,333,726 5,465,607 3,498,236 4,797,104
Total Available Funds 3,129,119 7,945,693 5,978,322 9,166,385 EXPENDITURES (4310)
020 PROFESSIONAL SERVICES - 88,950 88,950 296,342
EXPENDITURES (4410)
020 PROFESSIONAL SERVICES 32,435 11,000 10,000 10,000
EXPENDITURES (4841)
020 PROFESSIONAL SERVICES a ous a s S u y Sea ( 8 55 008) 616,600 99, 59 7,770,646 00,000 1,510,091 , 8,860,043 , Total Expenditures 649,033 7,870,596 1,609,041 9,166,385 ASSIGNED FUND BALANCE 2,480,086 75,097 4,369,281 -
Total Est Req and Assigned Fund Balance 3,129,119 7,945,693 5,978,322 9,166,385

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET
199

FUND 20 - COMMUNITY PARKS AND FACILITIES

DEVELOPMENT
The Community Parks and Facilities Development fund receives revenue from property development taxes and grants for specific projects. Beginning with the 2020-21 budget the approach for funding park projects has shifted to budgeting by its location within the open space districts which can be identified in funds 21,22 and 23. Fund 20 will continue to record tax revenues and the funds collected will be distributed to the open space funds in order to fund future projects. Fund 20 will be used for generic purchases such as bench or table replacements.
200

2022-23 2023-24 2023-24 2024-25

ACTUAL APPROVED REVISED ADOPTED

BUDGET ESTIMATE BUDGET
COMMUNITY PARKS & FACILITIES DEVELOPMENT FUND 20
ASSIGNED FUND BALANCE 128,047 107,509 107,509 114,628

REVENUES
319 DEVELOPMENT TAX 7,944 - 3,200 -
358 MISC GRANTS 64,223 208,899 - -
500 TRANSFER FROM GENERAL FUND - 645,000 645,000 -
Total Revenue 72,167 853,899 648,200 -
Total Available Funds 200,214 961,408 755,709 114,628
EXPENDITURES (4410)
929 PEDESTRIAN & EQUESTRIAN BRIDGE 40,925 9,675 - -
937 REPAIR/REPLACE 51,780 784,412 641,081 - Total Expenditures 92,705 794,087 641,081 - ASSIGNED FUND BALANCE 107,509 167,321 114,628 114,628
Total Estimated Expenditures
and Assigned Fund Balance 200,214 961,408 755,709 114,628

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET
201

FUNDS 21, 22 AND 23 – OPEN SPACE DISTRICTS
The City is divided into three geographic areas for the purpose of the Open Space Districts. District #1, Fund 21, is the north and west area, District #2, Fund 22, is the east, and District # 3, Fund 23, is the south. Each District receives revenue from the development of property within their respective Districts in the form of Quimby fees. As it is uncertain when residential sub-divisions may occur, no new revenue is projected.

Budget highlights:
• Fund 22 – The budget of $80,000 will be allocated to replace the Train Depot Roof • Fund 22 – $20,000 will be allocated to refinish the stage floor in the Community Building and the Senior Center
202

2022-23 2023-24 2023-24 2024-25

ACTUAL APPROVED REVISED ADOPTED

BUDGET ESTIMATE BUDGET
OPEN SPACE DISTRICT #1 (NORTH & WEST) FUND 21
ASSIGNED FUND BALANCE 124,003 511,851 511,851 6,137

REVENUES
356 STATE GRANTS 134,830 862,561 847,391 -
393 CONTRIBUTIONS - 33,254 - -
500 TRANSFERS IN FROM THE GENERAL FUND 001 298,250 - - - Total Revenue 433,080 895,815 847,391 -
Total Available Funds 557,083 1,407,666 1,359,242 6,137 EXPENDITURES (4410)
601 LONE HILL - 311,983 283,693 -
605 SPORTS SPLEX/FIELD IMPROVEMENTS - - - -
650 LODGEPOLE FENCE 16,588 21,412 21,412 -
927 HORSETHIEF CANYON PARK IMPROVEMENTS 12,739 648,000 648,000 - 928 NORTHERN FOOTHILL TRAILS 5,451 - - -
EXPENDITURES (4430)
430 RECREATION CENTER IMPROVEMENTS - 400,000 400,000 -
EXPENDITURES (4841)
650 MEDIANS 10,453 19,547 - -
Total Expenditures 45,232 1,400,942 1,353,105 -
ASSIGNED FUND BALANCE 511,851 6,724 6,137 6,137
Total Estimated Requirements
and Assigned Fund Balance 557,083 1,407,666 1,359,242 6,137

ANNUAL CAPITAL AND OPERATING BUDGET

CITY OF SAN DIMAS
203

2022-23 2023-24 2023-24 2024-25

ACTUAL APPROVED REVISED ADOPTED

BUDGET ESTIMATE BUDGET
OPEN SPACE DISTRICT #2 (EAST) FUND 22
ASSIGNED FUND BALANCE 253,684 298,180 298,180 259,932

REVENUE
500 TRANSFERS IN FROM THE GENERAL FUND 001 63,791 10,925 10,925 - Total Revenue 63,791 10,925 10,925 -
Total Available Funds 317,475 309,105 309,105 259,932
EXPENDITURES (4410)
041 CAPITAL OUTLAY - 30,000 - 100,000
603 CIVIC CENTER - 100,000 19,878 -
924 PIONNER PARK TENNIS COURT LIGHTS 19,295 19,295 19,295 - 937 REPAIR/REPLACE - 29,000 10,000 -
Total Expenditures 19,295 178,295 49,173 100,000
ASSIGNED FUND BALANCE 298,180 130,810 259,932 159,932
Total Estimated Requirements
and Assigned Fund Balance 317,475 309,105 309,105 259,932

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET
204

2022-23 2023-24 2023-24 2024-25

ACTUAL APPROVED REVISED ADOPTED

BUDGET ESTIMATE BUDGET
OPEN SPACE DISTRICT #3 ( SOUTH) FUND 23
ASSIGNED FUND BALANCE 45,786 29,791 29,791 29,791

REVENUE
500 TRANSFERS IN FROM THE GENERAL FUND 001 - - - -
Total Revenue - - - -
Total Available Funds 45,786 29,791 29,791 29,791
EXPENDITURES (4410)
937 REPAIR/REPLACE 15,995 - - -
Total Expenditures 15,995 - - -
ASSIGNED FUND BALANCE 29,791 29,791 29,791 29,791
Total Estimated Requirements
and Assigned Fund Balance 45,786 29,791 29,791 29,791

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET
205

FUND 34 – HOUSING AUTHORITY SUCCESSOR FUND
With the passage of ABx1 26, the Housing Set-Aside was also dissolved. The City adopted a Resolution declaring the San Dimas Housing Authority as the successor agency to the Housing programs. The Housing Authority assumed all of the housing assets, liabilities and responsibilities of the former Redevelopment Agency. The Authority continues to administer management and operations of the Authority owned housing developments. The Authority also administers two previous approved development agreements providing financial assistance for low- and moderate-income housing. The Fund includes encumbered and unencumbered assets from the previous Set-Aside fund.

As part of the agreement to pay back former redeveloping agency loans from the General Fund, 20 percent of all payments received through the Recognized Obligation Payment Schedule (ROPS) must be allocated for low income housing purposes and are demonstrated by a transfer in to the housing fund 34 from the general fund.
 Staffing - Due to the increase in housing and homeless programs the budget includes salary and benefit costs for staffing that work solely on housing matters which includes a Housing Manager, Senior Management Analyst and Administrative Aide. The Authority Fund will also reimburse the General Fund $200,000, for any staff time required of for legal, accounting, administration or management of the program.
 Mobile Home Mobility Ramps - $100,000 – Funds to assist mobile home parks to upgrade accessibility ramps.
 Mobile Home Rehabilitation - $205,000 Funds to assist mobile home parks renovations and upgrades.
 Measure H Homeless Grant Program - $20,000 will be allocated to help residents in need of rental assistance
206

2022-23 2023-24 2023-24 2024-25

ACTUAL APPROVED REVISED ADOPTED

BUDGET ESTIMATE BUDGET
HOUSING AUTHORITY SUCCESSOR FUND 34 (02-01-12)
RESTRICTED FUND BALANCE 2,871,187 1,150,653 1,847,574 1,289,787 RESTRICTED FB GROVE STATION L&M 579,276 579,276 579,276 579,276 TOTAL RESTRICTED FUND BALANCE 3,450,463 1,729,929 2,426,850 1,869,063

REVENUE
341 USE OF MONEY & PROPERTY 181,447 109,238 105,174 123,042 358 MISC GRANTS - 20,000 - 20,000
500 TRANSFERS IN FROM THE GENERAL FUND 001 234,527 206,952 206,952 287,465 Total Revenue 415,973 336,190 312,126 430,507
Total Available Funds 3,866,436 2,066,119 2,738,976 2,299,570 EXPENDITURES (4120)
012 CAR ALLOWANCE 3,000 3,000 3,000 3,000
016 PUBLICATION & DUES - 1,000 - 1,000
020 PROFESSIONAL SERVICES 197,215 467,000 374,000 452,000 021 TRAVEL & MEETING 267 1,000 500 2,000
101 FULL TIME PERSONNEL SALARIES 135,985 141,250 141,250 179,586 200 EMPLOYEE BENEFITS 40,313 61,080 61,080 61,530
506 REIMBURSEMENTS 487,918 - - -
EXPENDITURES (4802)
014 INSURANCE 11,086 12,833 12,833 13,179
015 MAINTENANCE 231,684 418,316 6,300 6,300
020 PROFESSIONAL SERVICES 3,305 70,000 35,200 65,000
022 UTILITIES 22,781 16,250 16,250 19,791
033 SPECIAL DEPARTMENTAL SUPPLIES 28 4,500 4,500 4,500
851 MOBILE HOME REHAB 97,052 297,334 95,000 205,000
863 MOBILITY RAMPS 75,093 224,907 120,000 100,000
864 PROPERTY IMPROVEMENTS 133,860 316,112 - -
Total Expenditures 1,439,586 2,034,582 869,913 1,112,886 RESTRICTED FUND BALANCE 1,847,574 (547,739) 1,289,787 607,409 RESTRICTED FB GROVE STATION L&M 579,276 579,276 579,276 579,276 TOTAL ENDING FUND BALANCE 2,426,850 31,537 1,869,063 1,186,685 Total Est Req. & Restricted Fund Balance 3,866,436 2,066,119 2,738,976 2,299,570

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET
207

FUND 38 – SUCCESSOR AGENCY
Funds 38 and 39 account for the enforceable obligations of the former Redevelopment Agency. Fund 39 is the Redevelopment Obligation Retirement Fund. With changes to the dissolution process this past year, the Successor Agency now submits a Recognized Obligation Payment Schedule (ROPS) annually instead of every six months, listing all of the enforceable obligations during that period. Once approved by the Oversight Board and Department of Finance, the County Auditor/Controller remits the requested amount to the Agency. The remittance from the County is deposited and held in Fund 39 until the obligation payment becomes due. The funds are transferred to Fund 38 to pay the expenditures.

Fund 38 contains the expenditures for the enforceable obligations of the Successor Agency as identified on the ROPS. Funds are received from Fund 39 to make the payment obligations. 208

2022-23 2023-24 2023-24 2024-25

ACTUAL APPROVED REVISED ADOPTED

BUDGET ESTIMATE BUDGET
SUCCESSOR AGENCY FUND 38
ASSIGNED FUND BALANCE (1,150,039) (1,187,999) (1,062,000) (875,962) TOTAL RESTRICTED FUND BALANCE (1,150,039) (1,187,999) (1,062,000) (875,962)

REVENUE
341 USE OF MONEY & PROPERTY - - - -
500 TRANSFERS IN FROM RETIREMENT OBLIGATION FUND 39 2,143,990 1,710,796 1,641,296 4,864,798 Total Revenue 2,143,990 1,710,796 1,641,296 4,864,798
Total Available Funds 993,951 522,797 579,296 3,988,836

BALANCE SHEET
251 LONG TERM DEPT ADVANCE FROM WALKER HOUSE 003 1,271,572 962,607 962,607 1,546,404

EXPENDITURES
020 PROFESSIONAL SERVICES 24,000 139,000 59,500 139,000 500 INTEREST ON DEBT WALKER HOUSE FUND 03 143,421 110,414 110,414 132,470 565 COSTCO PARKING LOT LEASE 726,846 404,565 404,565 3,046,924 Total Expenditures 2,165,839 1,616,586 1,537,086 4,864,798 FUND BALANCE OFFSET - EXPENSE TO INCREASE DEBT 109,888 81,828 81,828 109,079 RESTRICTED FUND BALANCE (1,062,000) (1,011,961) (875,962) (766,883) Total Estimated Requirements
and Restricted Fund Balance 1,103,839 604,625 661,124 4,097,915

ANNUAL CAPITAL AND OPERATING BUDGET

CITY OF SAN DIMAS
209

FUND 39 – REDEVELOPMENT OBLIGATION RETIREMENT
FUND
On December 29, 2011 the California Supreme Court issued its ruling in the lawsuit challenging AB1X26 and AB1X27 relating to Redevelopment Agencies in California. The court upheld AB1X26, eliminating Redevelopment Agencies and found AB1X27, the bill to allow for the continued existence of Redevelopment Agencies with a voluntary payment, to be unconstitutional. The result being that the provisions of AB1X26 remain law and thus dissolved the San Dimas Redevelopment Agency as of January 31, 2012.

Pursuant to Health and Safety Code Section 34170.5, the Successor Agency created a Redevelopment Obligation Retirement Fund to be administered by the Successor Agency. The City assigned Fund 39 for this purpose to receive bi-annual remittances from the County for the transfer to the Successor Agency to meet the obligations of the dissolved Redevelopment Agency. The budget in this fund reflects the remittances and transfer amount to comply with AB1X26. 210

2022-23 2023-24 2023-24 2024-25

ACTUAL APPROVED REVISED ADOPTED

BUDGET ESTIMATE BUDGET
REDEVELOPMENT OBLIGATION RETIREMENT FUND 39
RESTRICTED FUND BALANCE 1,705,567 1,641,296 1,641,296 4,864,798

REVENUE
370 RETIREMENT OBLIGATION PAYMENTS 2,079,719 1,710,796 4,864,798 1,739,000 Total Revenue 2,079,719 1,710,796 4,864,798 1,739,000
Total Available Funds 3,785,286 3,352,092 6,506,094 6,603,798

EXPENDITURES
099 TRANSFER OUT TO SUCCESSOR AGENCY FUND 038 2,143,990 1,710,796 1,641,296 4,864,798 Total Expenditures 2,143,990 1,710,796 1,641,296 4,864,798 RESTRICTED FUND BALANCE 1,641,296 1,641,296 4,864,798 1,739,000 Total Estimated Requirements
and Restricted Fund Balance 3,785,286 3,352,092 6,506,094 6,603,798

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET
211

FUND 40 - COMMUNITY DEVELOPMENT BLOCK GRANT
(CDBG)
This fund administers the City’s CDBG programs. Revenue for this Fund is from Federal Block Grants administered through the County to fund the programs listed. The program budget is approved by the City Council in January of each year.
212

2022-23 2023-24 2023-24 2024-25

ACTUAL APPROVED REVISED ADOPTED

BUDGET ESTIMATE BUDGET
COMMUNITY DEVELOPMENT BLOCK GRANT FUND 40

RESTRICTED FUND BALANCE - - - -

CARRY OVER PROGRAM INCOME - - - -

REVENUES
359 FEDERAL GRANTS 156,115 427,504 427,504 489,091
Total Revenue 156,115 427,504 427,504 489,091
Total Available Funds 156,115 427,504 427,504 489,091

EXPENDITURES
819 CDBG SERVICES 25,593 40,361 40,361 18,072
820 HOUSING REHABILITATION 127,864 161,447 161,447 72,289 852 LOCAL HOUSING PROGRAM - 215,696 215,696 388,730
858 CDBG PROGRAMS 2,658 10,000 10,000 10,000
Total Expenditures 156,115 427,504 427,504 489,091

RESTRICTED FUND BALANCE - - - -
Total Estimated Requirements
and Restricted Fund Balance 156,115 427,504 427,504 489,091

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET
213

FUND 41 - CITIZEN’S OPTION FOR PUBLIC SAFETY (COPS)
This fund is for the administration of the State COPS grant. The program provides for supplemental money for law enforcement. The past several years the City has used the funds to fund a portion of the School Resource Officer and the Supplemental Sergeant position, directed patrol and miscellaneous equipment. The budget proposes continuing with those expense items again this year.

In addition, the City will contract with the Sheriff’s Department for two license plate reader cars to be deployed in the City.
• Equipment includes new addition of flock cameras throughout the City 214

2022-23 2023-24 2023-24 2024-25

ACTUAL APPROVED REVISED ADOPTED

BUDGET ESTIMATE BUDGET
CITIZEN'S OPTION FOR PUBLIC SAFETY FUND 41
RESTRICTED FUND BALANCE 208,985 217,296 217,296 204,955

REVENUES
341 USE OF MONEY & PROPERTY 6,857 1,000 13,500 10,000
358 MISC GRANTS (COPS) 165,271 165,000 186,159 190,000
Total Revenue 172,128 166,000 199,659 200,000
Total Available Funds 381,113 383,296 416,955 404,955

EXPENDITURES
020 PROFESSIONAL SERVICES 163,817 199,887 212,000 212,000 Total Expenditures 163,817 199,887 212,000 212,000
RESTRICTED FUND BALANCE 217,296 183,409 204,955 192,955 Total Estimated Requirements
and Restricted Fund Balance 381,113 383,296 416,955 404,955

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET
215

FUND 53 - GOLF COURSE
The Golf Course fund receives revenue from the San Dimas Canyon Golf Course and clubhouse leases. The ongoing expenditures are for utilities, audit services and incidental maintenance. The largest expense is for interest on prior loan payments to the City for the original acquisition of the golf course. In 2013 the City refinanced the loan changing the terms of the loan. The loan repayment, budgeted at $180,000 this year, is the remaining balance available after all expenses. The revenues are budgeted at about the same levels as the last two years. Expenditures are consistent with last year with the exception of water. The most variable expense is water. The City’s contribution towards water expense is capped at $95,000 per year. The lease operator contributes $160,000 per year towards the expense. If the actual annual expense is less than those two contributions the excess will be carried over in a reserve to be used for future water expenses. It is anticipated that the water expense will exceed the annual contributions and thus draw from the water expense reserves. 216

2022-23 2023-24 2023-24 2024-25

ACTUAL APPROVED REVISED ADOPTED

BUDGET ESTIMATE BUDGET
GOLF COURSE FUND 53
ASSIGNED FB RECEIVABLES OVER PAYABLES 46,477
ASSIGNED FB RESTRICTED FOR CAPITAL 596,157 596,157 596,157 921,157 ASSIGNED FB RESTRICTED FOR GC WATER/IMP 466,912 466,912 466,912 466,912 1,063,069 1,063,069 1,063,069 1,388,069

REVENUES
341 USE OF MONEY & PROPERTY 993,836 799,000 817,000 822,000 369 CONTRIBUTIONS 160,000 160,000 160,000 160,000
Total Revenue 1,153,836 959,000 977,000 982,000
Total Available Funds 1,620,748 1,425,912 1,443,912 1,448,912 EXPENDITURES (4410)
021 TRAVEL & MEETING - - - -
022 UTILITIES 187,657 292,800 255,000 255,000
023 CONTRACT SERVICES 495 57,000 - 12,000
026 INTEREST PAYMENTS 158,933 302,200 397,000 385,000
Total Expenditures 347,086 652,000 652,000 652,000
ASSIGNED FB RECEIVABLES OVER PAYABLES 45,965 - - -
ASSIGNED FUND BALANCE CAPITAL 596,157 1,209,157 921,157 1,251,157 ASSIGNED FB RESTRICTED FOR GC WATER/IMP 466,912 466,912 466,912 466,912 Assigned Capital Fund Balance 1,109,034 1,676,069 1,388,069 1,718,069 Total Estimated Requirements
and Assigned Fund Balance 943,243 1,861,157 1,573,157 1,903,157

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET
217

FUND 70 - EQUIPMENT REPLACEMENT
This fund is used for new capital equipment purchases for the City including vehicles, office equipment and information technology. The primary source of ongoing revenue for this fund has been in the form of transfers from the General Fund.

Significant capital equipment purchases and budget changes include:
 Crack sealer & Skid Mounted Compressor – Total budget allocated $120,000  Toro Dingo Equipment Attachments – Total budget allocated $30,000 218

2022-23 2023-24 2023-24 2024-25

ACTUAL APPROVED REVISED ADOPTED

BUDGET ESTIMATE BUDGET
EQUIPMENT REPLACEMENT FUND 70
ASSIGNED FUND BALANCE 1,366,663 1,186,817 1,186,817 915,045

REVENUE
391 SALE OF PROPERTY 20,940 - - -
500 TRANSFER IN FROM THE GENERAL FUND 001 - - - - Total Revenue 20,940 - - - Total Available Funds 1,387,603 1,186,817 1,186,817 915,045 EXPENDITURES (4314)
039 VEHICLES/RIDING EQUIPMENT & OUTFITTING 64,213 183,348 181,722 25,500 041 CAPITAL OUTLAY (TECHNOLOGY & EQUIPMENT) 136,573 308,716 90,050 166,000 Total Expenditures 200,786 492,064 271,772 191,500
ASSIGNED FUND BALANCE 1,186,817 694,753 915,045 723,545 Total Estimated Requirements
and Assigned Fund Balance 1,387,603 1,186,817 1,186,817 915,045

ANNUAL CAPITAL AND OPERATING BUDGET

CITY OF SAN DIMAS
219

FUND 71 - AIR QUALITY MANAGEMENT DISTRICT (AQMD)
The revenue for this fund comes from a portion of the vehicle license fees allocated to air quality programs. The funds are governed by guidelines established by the Southern California Air Quality Management District and can only be used on expenditures that have a direct effect on improving air quality. Major projects include:
 New – Upgrade Crosswalks to High Visibility– Total Budget $70,000 catch basin filters, catch basins, special sweeping routes and emergency cleanups.

Other funding sources includes: Measure W funds
• AQMD Charging Stations – Total budget allocated $55,000 220

2022-23 2023-24 2023-24 2024-25

ACTUAL APPROVED REVISED ADOPTED

BUDGET ESTIMATE BUDGET
AQMD FUND 71
RESTRICTED FUND BALANCE 299,567 335,295 335,295 104,055

REVENUE
341 USE OF MONEY & PROPERTY 7,289 2,000 2,000 2,000
358 MISC GRANTS (AQMD ENTITLEMENTS) 56,530 45,000 55,000 55,000 Total Revenue 63,819 47,000 57,000 57,000
Total Available Funds 363,386 382,295 392,295 161,055
EXPENDITURES (4190)
041 CAPITAL OUTLAY 26,091 486,131 286,240 69,055
929 CROSSWALKS & PEDESTRIAN IMPROVEMENTS - - - 70,000
099 TRANSFER OUT TO THE GENERAL FUND 001 2,000 2,000 2,000 2,000 Total Expenditures 28,091 488,131 288,240 141,055
RESTRICTED FUND BALANCE 335,295 (105,836) 104,055 20,000 Total Estimated Requirements
and Restricted Fund Balance 363,386 382,295 392,295 161,055

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET
221

FUND 72 - PROP A TRANSIT
Revenue received in this fund is from a portion of sales tax within L.A. County. The money can only be used for mass transit and paratransit projects and services. Since Prop A taxes are a portion of the countywide sales tax, the amount of revenue had declined significantly but in the past two years has experienced growth.
 Dial-A-Cab – Budget amount $114,360 – Expenditures for the City subsidized San Dimas DialA-Cab service.  Get About Services – Program provide transportation services for all ages - Budget amount $289,186
 Bus Stop Maintenance – The budget allocated of $120,000 will be used to sanitize & maintain bus stops throughout the city to increase durability, safety and provide a quality experience for San Dimas residents for many years to come.
 Gold Line Parking Management – Total budget allocated $300,000 222

2022-23 2023-24 2023-24 2024-25

ACTUAL APPROVED REVISED ADOPTED

BUDGET ESTIMATE BUDGET
PROP A TRANSIT FUND 72
RESTRICTED FUND BALANCE 1,628,449 6,078,888 6,078,888 6,383,716

REVENUE
312 SALES TAXES (PROP A) 893,758 992,810 992,810 958,528 341 USE OF MONEY AND PROPERTY 65,392 5,000 255,293 200,000 391 SALE OF PROPERTY & EQUIPMENT 4,044,551 - - -
395 OTHER SOURCES OF REVENUE 2,218 2,500 2,000 2,000
Total Revenue 5,005,919 1,000,310 1,250,103 1,160,528
Total Available Funds 6,634,368 7,079,198 7,328,991 7,544,244 EXPENDITURES (4120)
016 PUBLICATION & DUES - 3,500 3,500 3,500
020 PROFESSIONAL SERVICES 102,400 102,400 102,500 102,500 EXPENDITURES (4125)
433 GET ABOUT SERVICES 205,276 284,260 205,275 289,186
434 RECREATIONAL TRANSIT 43,189 85,000 85,000 90,000
442 SR. HANDICAP BUS BUYDOWN 5,600 10,000 10,000 10,000 445 DIAL A CAB 147,750 258,000 258,000 114,360
453 PARK & RIDE 49,665 209,543 141,000 375,000
455 BUS STOPS 1,601 100,000 100,000 120,000
EXPENDITURES (4841)
691 BUS STOP ENHANCEMENTS - 44,000 40,000 -
Total Expenditures 555,480 1,096,703 945,275 1,104,546
RESTRICTED FUND BALANCE 6,078,888 5,982,495 6,383,716 6,439,698 Total Estimated Requirements
and Restricted Fund Balance 6,634,368 7,079,198 7,328,991 7,544,244

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET
223

FUND 73 - PROP C TRANSIT
This fund receives revenue from a portion of sales tax within L.A. County. The use of the funds are similar to Prop A guidelines with the exception that Prop C funds can be used for street improvements to streets that support mass transit. Similar to Prop A revenues are increased slightly. Budget highlights include:
 Badillo Ave - $120,000 for the anticipated cost for the reconstruction of Badillo road  Arrow Highway - $700,000 to Grind and overlay of the pavement on Arrow Highway from the east City Limit to the West City Limit. Additional funding from Measure M in the amount of $400,000 and $2,400,000 from RMRA Measure W Federal Grant funds for a total project cost of $3,750,000
 Bonita Design - This project will provide design of pavement rehabilitation and striping improvements on Bonita Avenue from San Dimas Ave to the eastern City limits (Puddingstone Channel) – Total Budget $75,000
224

2022-23 2023-24 2023-24 2024-25

ACTUAL APPROVED REVISED ADOPTED

BUDGET ESTIMATE BUDGET
PROP C TRANSIT FUND 73
RESTRICTED FUND BALANCE 2,793,040 1,622,476 1,622,476 1,624,896

REVENUE
312 SALES TAX (PROP C) 741,347 823,510 823,510 795,073
341 USE OF MONEY & PROPERTY 65,094 10,000 56,910 45,000 Total Revenue 806,441 833,510 880,420 840,073
Total Available Funds 3,599,481 2,455,986 2,502,896 2,464,969 EXPENDITURES (4120)
020 PROFESSIONAL SERVICES 35,470 100,000 60,000 25,000
EXPENDITURES (4125)
453 GOLDLINE ART IMPROVEMENTS - 20,000 - -
EXPENDITURES (4841)
041 CAPITAL OUTLAY 2,000 72,000 72,000 70,000
554 PAVEMENT - 40,000 - -
557 VIA VERDE AVE. 1,939,535 - - -
601 LONE HILL AVE. - 746,500 746,000 -
639 BADILLO ST. - 120,000 - 120,000
652 ARROW HWY - - - 700,000
660 BONITA AVE - - - 75,000
667 COVINA BLVD. - - - -
Total Expenditures 1,977,005 1,098,500 878,000 990,000
RESTRICTED FUND BALANCE 1,622,476 1,357,486 1,624,896 1,474,969 Total Estimated Requirements
and Restricted Fund Balance 3,599,481 2,455,986 2,502,896 2,464,969

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET
225

FUND 74 – MEASURE R TRANSIT
In November 2008 voters passed Measure R, a ½ cent sales tax increase in Los Angeles County to finance new transportation projects and programs and accelerate many of those already in the pipeline.

The increase in sales tax became effective July 1, 2009. Similar to Prop A and C funds the city receives and annual local share. The funds are restricted to use on transportation related programs and projects including street improvements.
 Pavement Preservation - $84,000 The pavement preservation funds are focused to maximize the benefit and extend the pavement life. Pavement preservation techniques include Slurry and Crack Sealing of streets, thin overlays, and removal of patches of failed pavement. Other Funding Sources include: Gas Tax Fund
 Badillo Et Al Street Improvements - $55,000 The project will consist of removal and replacement of pavement sections, removal and replacement of damaged sidewalks, driveways, upgrade of curb ramps to meet ADA requirements, and traffic signal upgrades/enhancements.

Projects Other funding Sources: Gas Tax, Infrastructure Fund, City Wide Lighting District and Prop C Funds
 Fifth Street east from San Dimas Ave to Walnut Ave Rehabilitation Project – $300,000 budget for this project will consist of removal and replacement of pavement sections and concrete additional funding sources include Measure M total project cost of $900,000  Cul-de-sacs Repair Project – Project will aim to repair various cul-de-sacs in need of maintenance throughout the City. Total budget of $200,000  San Dimas Canyon Road Design Project - This project will provide design of pavement rehabilitation and striping improvements on San Dimas Canyon Road from Foothill Blvd north to Terrebonne Ave. Total Budget $150,000
226

2022-23 2023-24 2023-24 2024-25

ACTUAL APPROVED REVISED ADOPTED

BUDGET ESTIMATE BUDGET
MEASURE R TRANSIT FUND 74
RESTRICTED FUND BALANCE 1,885,887 1,426,709 1,426,709 1,674,891

REVENUE
312 SALES TAX (MEASURE R) 555,850 617,632 617,632 596,305 341 USE OF MONEY & PROPERTY 38,174 5,000 57,000 50,000
Total Revenue 594,024 622,632 674,632 646,305
Total Available Funds 2,479,911 2,049,341 2,101,341 2,321,196

EXPENDITURES
554 PAVEMENT - 269,091 - 384,000
557 VIA VERDE AVE 470,212 - - -
616 STREET MAINTENANCE - 149,622 30,000 150,000
639 BADILLO - 55,000 - 255,000
640 VIA VAQUERO 579,440 - - -
642 EATON RD 3,550 396,450 396,450 -
929 SAN DIMAS CANYON RD - - - 150,000
Total Expenditures 1,053,202 870,163 426,450 939,000
RESTRICTED FUND BALANCE 1,426,709 1,179,178 1,674,891 1,382,196 Total Estimated Requirements
and Restricted Fund Balance 2,479,911 2,049,341 2,101,341 2,321,196

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET
227

FUND 75 - LANDSCAPE MAINTENANCE ASSESSMENT

DISTRICTS
The revenue in this fund comes from assessments of homeowners in the Boulevard and Northwoods tracts to fund for the maintenance and operations of common landscape areas. 228

2022-23 2023-24 2023-24 2024-25

ACTUAL APPROVED REVISED ADOPTED

BUDGET ESTIMATE BUDGET
OPEN SPACE MAINTENANCE FUND 75
RESTRICTED FUND BALANCE BOULEVARD 5,531 1,381 1,381 (4,797) RESTRICTED FUND BALANCE NORTHWOODS (6,643) 4,885 4,885 10,040 TOTAL RESTRICTED FUND BALANCE (1,112) 6,266 6,266 5,243

REVENUES
371 ASSESSMENTS 45,868 46,638 45,595 45,940
500 TRANFERS FRO THE GENERAL FUND 001 28,000 5,974 5,974 1,817 Total Revenue 73,868 52,612 51,569 47,757
Total Available Funds 72,756 58,878 57,835 53,000

EXPENDITURES
BOULEVARD (4440)
020 PROFESSIONAL SERVICES 4,962 5,907 5,907 6,111
022 UTILITIES 9,961 12,565 12,565 12,565
Sub-total Boulevard 14,923 18,472 18,472 18,676
NORTHWOODS (4443)
020 PROFESSIONAL SERVICES 30,412 20,442 20,422 21,239
022 UTILITIES 21,155 13,698 13,698 13,085
Sub-total Northwoods 51,567 34,140 34,120 34,324
Total Expenditures 66,490 52,612 52,592 53,000
RESTRICTED FUND BALANCE BOULEVARD 1,381 521 (4,797) (9,856) RESTRICTED FUND BALANCE NORTHWOODS 4,885 5,745 10,040 9,856 TOTAL RESTRICTED FUND BALANCE 6,266 6,266 5,243 -
Total Estimated Requirements
and Restricted Fund Balance 72,756 58,878 57,835 53,000

ANNUAL CAPITAL AND OPERATING BUDGET

CITY OF SAN DIMAS
229

FUND 76 – MEASURE M TRANSIT
This is a Fund set up for the revenue and expenditures for the County-wide additional sales tax for transit that was approved 5 years ago. In FY 2024-25, we anticipate receiving $675,812. Projects include:
 Arrow Highway from Valley Center to East City Limit (Design) - $15,000 will be used towards finalizing cost of the design of this project
 Local Roadway Safety Plan $60,000 – Design document for grant applications  Arrow Highway - $415,000 from this fund will be used to grind and overlay of the pavement on Arrow Highway from the east City Limit to the West City Limit. Additional funding from Prop C in the amount of $700,000 and $2,400,000 from RMRA Measure W Federal Grant funds for a total project cost of $3,515,000
230

2022-23 2023-24 2023-24 2024-25

ACTUAL APPROVED REVISED ADOPTED

BUDGET ESTIMATE BUDGET
MEASURE M FUND 76
RESTRICTED FUND BALANCE 2,096,499 2,285,710 2,285,710 2,024,471

REVENUE
312 SALES TAX (MEASURE M) 628,785 699,983 699,983 675,812 341 USE OF MONEY & PROPERTY 52,149 5,000 92,000 80,000
Total Revenue 680,934 704,983 791,983 755,812
Total Available Funds 2,777,433 2,990,693 3,077,693 2,780,283

EXPENDITURES
554 PAVEMENT - 125,000 125,000 15,000
557 VIA VERDE 328,444 361,556 85,000 -
601 LONE HILL - 311,137 311,137 -
640 VIA VAQUERO 150,000 - - -
641 DERBY KENT 11,129 79,621 11,265 -
642 EATON RD 2,150 497,850 497,850 -
652 ARROW HWY - - - 400,000
667 LOCAL ROADWAY SAFETY PLAN - - - 60,000
929 SAN DIMAS AVE - 22,970 22,970 -
Total Expenditures 491,723 1,398,134 1,053,222 475,000
RESTRICTED FUND BALANCE 2,285,710 1,592,559 2,024,471 2,305,283 Total Estimated Requirements
and Restricted Fund Balance 2,777,433 2,990,693 3,077,693 2,780,283

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET
231

FUND 77 – ROAD MAINTENANCE REHAB
In 2017 the State legislature approved a new state-wide transportation funding program by adoption of SB 1. The revenue is generated by increases in the gas tax and vehicle license fee. There is a local return formula component. The City’s share is anticipated to be $894,248 next year. A requirement of these funds is that they are allocated to specific identified projects. In FY 2024 -25 the City has identified the Lone Hill and Via Vaquero as projects for use of these funds.  Fifth Street east from San Dimas Ave to Walnut Ave Rehabilitation Project – $600,000 budget for this project will consist of removal and replacement of pavement sections and concrete additional funding sources include Measure R Funds for a total project cost of $900,000 232

2022-23 2023-24 2023-24 2024-25

ACTUAL APPROVED REVISED ADOPTED

BUDGET ESTIMATE BUDGET
ROAD MAINT. REHAB ACT FUND 77
RESTRICTED FUND BALANCE 1,427,184 1,469,235 1,469,235 416,629

REVENUE
312 SALES TAX (RMRA LOCAL RETURN) 779,818 863,775 836,569 894,248 341 USE OF MONEY & PROPERTY 26,762 9,000 45,000 30,000
Total Revenue 806,580 872,775 881,569 924,248
Total Available Funds 2,233,764 2,342,010 2,350,804 1,340,877

EXPENDITURES
554 PAVEMENT - 300,000 300,000 600,000
601 LONEHILL 11,640 703,075 703,075 -
637 GLADSTONE/PEARLANNA & BILLOW 10,772 589,228 400,000 - 640 VIA VAQUERO 300,000 400,000 400,000 -
641 DERBY KENT 393,937 6,063 - -
642 EATON RD 29,280 150,720 20,000 -
660 BONITA AVE 18,900 111,100 111,100 -
Total Expenditures 764,529 2,260,186 1,934,175 600,000
RESTRICTED FUND BALANCE 1,469,235 81,824 416,629 740,877 Total Estimated Requirements
and Restricted Fund Balance 2,233,764 2,342,010 2,350,804 1,340,877

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET
233

FUND 78 – MEASURE W
The revenue for this fund is derived from a voter approved special tax levy collected annually on parcels within the Los Angeles County Flood Control District. The tax is levied at a rate of 2.5 cents per square foot of impermeable area, except as exempted. The fund is anticipated to generate $598,450 per year for Storm Water infrastructure projects, operations and maintenance. Budget Highlights include:
 Professional NPDES pollutant monitoring and reporting as required under the guidelines of the permit - $194,000
 Catch Basin Grates & Filters – Under the MS4 Permit, the City is required to clean catch basins a number of times annually. The number of cleanings is based on the trash/sediment loading of the catch basin. Total Budget $300,000
234

2022-23 2023-24 2023-24 2024-25

ACTUAL APPROVED REVISED ADOPTED

BUDGET ESTIMATE BUDGET
MEASURE W FUND 78
RESTRICTED FUND BALANCE 871,807 1,335,585 1,335,585 401,141

REVENUE
311 PROPERTY TAX (SAFE CLEAN WATER) 597,016 598,000 598,421 598,450 341 USE OF MONEY & PROPERTY 45,473 5,000 117,000 100,000 359 STATE GRANT 60,766 675,000 675,000 -
Total Revenue 703,255 1,278,000 1,390,421 698,450
Total Available Funds 1,575,062 2,613,585 2,726,006 1,099,591 EXPENDITURES (4120/4341/4841)
039 VEHICLES/RIDING EQUIPMENT & OUTFITTING - 250,000 250,000 - 020 PROFESSIONAL SERVICES - - - -
024 NPDES 160,576 372,966 208,000 194,000
601 LONE HILL PARK (DESIGN) 60,766 1,514,234 1,475,000 - 813 STORM DRAINS 18,135 391,865 391,865 300,000
Total Expenditures 239,477 2,529,065 2,324,865 494,000
RESTRICTED FUND BALANCE 1,335,585 84,520 401,141 605,591 Total Estimated Requirements
and Restricted Fund Balance 1,575,062 2,613,585 2,726,006 1,099,591

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET
235

FUND 100 – CAPITAL ASSETS RESERVE
Funds are transferred into fund 100 from the General Fund in order to build up over time the financial capital necessary to replace and maintain future identified and scheduled City Facility and Infrastructure projects. Fiscal Year 2024-25 contribution of $1,630,000  Replacement vehicles - $260,000 to replace vehicle that have reached the end of their useful life.
 City Hall Roof Replacement - $400,000 for full system replacement, approximately 15,500 square feet.
 Industrial Loader - $ 220,000 to replace equipment that has reached the end of its useful life 236

2022-23 2023-24 2023-24 2024-25

ACTUAL APPROVED REVISED ADOPTED

BUDGET ESTIMATE BUDGET
Capital Assets Reserve 100
RESTRICTED FUND BALANCE 6,500,000 6,500,000 6,500,000 7,567,149

REVENUE
500 TRANSFERS IN FROM THE GENERAL FUND 001 - 1,595,000 1,595,000 1,630,000 Total Revenue - 1,595,000 1,595,000 1,630,000
Total Available Funds 6,500,000 8,095,000 8,095,000 9,197,149 EXPENDITURES (4314)
039 VEHICLES/RIDING EQUIPMENT & OUTFITTING - 719,701 489,701 660,000 041 CAPITAL OUTLAY - 221,650 38,150 220,000
Total Expenditures - 941,351 527,851 880,000
RESTRICTED FUND BALANCE 6,500,000 7,153,649 7,567,149 8,317,149 Total Estimated Requirements
and Restricted Fund Balance 6,500,000 8,095,000 8,095,000 9,197,149

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET
237

FUND 101 – AMERICAN RESCUE PLAN ACT
The revenue from this fund comes from a Grant distribution through the Federal Government as part of the American Rescue Plan Act. The City is utilizing the funds to recapture lost revenues due to the effects of the pandemic lockdowns and public health measures.

The recaptured revenues must be used towards general governmental expenditures and not debt, or pension payments. The funds also cannot be used to build upon reserves. 238

2022-23 2023-24 2023-24 2024-25

ACTUAL APPROVED REVISED ADOPTED

BUDGET ESTIMATE BUDGET
ARPA FUND 101
RESTRICTED FUND BALANCE 2,051,110 4,034,278 4,034,278 -

REVENUE
359 FEDERAL GRANT (ARPA) 4,021,429 - - -
Total Revenue 4,021,429 - - -
Total Available Funds 6,072,539 4,034,278 4,034,278 -
EXPENDITURES (4190)
010 ADVERTISING - 67,000 67,000 -
014 INSURANCE - 679,752 679,752 -
015 EQUIPMENT - 70,211 50,000 -
016 PUBLICATION & DUES - 48,000 42,995 -
020 PROFESSIONAL SERVICES 373,672 468,192 382,715 -
030 COMPUTER SUPPLIES - - - -
035 TECHNOLOGY SUBSCRIPTIONS & LICESENSES 287,033 426,001 352,956 - 038 EQUIPMENT (PUBLIC ACCESS) 15,000 - - -
EXPENDITURES (4210)
020 PROFESSIONAL SERVICES (PUBLIC SAFETY CONTRACT LAW) 596,573 1,600,000 1,158,993 - 413 ANIMAL CONTROL SERVICES - 224,783 224,783 -
EXPENDITURES (4310)
020 PROFESSIONAL SERVICES (PUBLIC SAFETY CONTRACT LAW) 89,919 200,000 75,000 - EXPENDITURES (4311)
020 PROFESSIONAL SERVICES (PUBLIC SAFETY CONTRACT LAW) 96,325 160,000 160,000 - EXPENDITURES (4314)
039 EQUIPMENT - 184,000 171,000 -
041 CAPITAL OUTLAY 104,147 150,715 134,000 -
EXPENDITURES (4342)
020 PROFESSIONAL SERVICES (PUBLIC SAFETY CONTRACT LAW) - 65,000 65,000 - EXPENDITURES (4410)
023 CONTRACT SERVICES 59,900 90,822 87,257 -
041 CAPITAL OUTLAY
EXPENDITURES (4411)
023 CONTRACT SERVICES 52,129 124,377 74,680 -
EXPENDITURES (4412)
023 CONTRACT SERVICES 45,243 58,730 58,730 -
041 CAPITAL OUTLAY
EXPENDITURES (4414)
020 PROFESSIONAL SERVICES 8,583 44,814 44,814 -
023 CONTRACT SERVICES 94,417 111,583 111,583 -
041 CAPITAL OUTLAY
EXPENDITURES (4420)
034 RECREATION PROGRAMS 101,943 - - -
EXPENDITURES (4430)
023 CONTRACT SERVICES 87,330 93,020 93,020 -
EXPENDITURES (4841)
927 HORSE THEIF CANYON PARK 26,046 - - -
Total Expenditures 2,038,261 4,867,000 4,034,278 -
RESTRICTED FUND BALANCE 4,034,278 (832,722) - -
Total Estimated Requirements
and Restricted Fund Balance 6,072,539 4,034,278 4,034,278 -

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET
239

FUND 113 – HOUSING AUTHORITY
The revenue for this fund is derived from rents collected at the Mobile Home Park. The revenue is used to make payments on the Bond and to operate the property.  Capital Improvements to the Charter Oak Mobile Home Park - $1,000,000  Manufactured Housing Opportunity and Revitalization (M.O.R.E) Program - $1,500,000 o With MORE funds, the City proposed to assist thirty-one (31) very low-income (50% or below AMI) with rehab repairs to their units in the three (3) year term. Any owner-occupied unit from the five (5) mobile home parks within the City, meeting the income limits, can apply for a grant up to $40,000. Priority will be given to income eligible residents who have cited violations to correct health and safety deficiencies. Second priority will be given to income eligible residents in need of accessibility upgrades, and third priority will be given to income eligible residents with energy efficiency upgrades, such as window replacements, roof replacements, etc.
 Façade Improvement Grant - $210,000
240

2022-23 2023-24 2023-24 2024-25

ACTUAL APPROVED REVISED ADOPTED

BUDGET ESTIMATE BUDGET
Housing Authority Trustee Administration Fund 113
RESTRICTED FUND BALANCE 5,675,830 6,154,033 6,273,561 6,919,461

REVENUE
341 USE OF MONEY & PROPERTY 1,990,809 1,825,000 1,820,000 1,825,000 356 GRANTS - 1,500,000 - 1,500,000
369 REIMBURSEMENT (BOND DEBT) 487,918 - 487,918 -
Total Revenue 2,478,727 3,325,000 2,307,918 3,325,000
Total Available Funds 8,154,557 9,479,033 8,581,479 10,244,461 EXPENDITURES (4120/4411)
012 CAR ALLOWANCE - 3,000 - -
014 INSURANCE - 15,000 15,000 14,232
020 PROFESSIONAL SERVICES 916,782 3,350,000 595,000 3,715,600 033 SPECIAL DEPARTMENTAL SUPPLIES - 1,000 1,000 1,000
049 DEBT SERVICE PAYMENT 487,917 486,688 486,688 487,107 101 FULL TIME PERSONNEL SALARIES 135,984 215,871 203,250 265,086 200 EMPLOYEE BENEFITS 40,313 82,500 61,080 95,604
506 OPERATION OF PROPERTY 300,000 550,000 300,000 300,000 101 Senior Management Analyst (003) 40,590 - - -
101 Management Analyst (004) 34,647 43,098 43,250 44,479 101 Management Aide (005) - 34,677 34,750 70,433
101 Housing Coordinator (006) - 75,000 62,000 85,500
Reimb City for Operation of Property (4120-506) 300,000 300,000 300,000 300,000 Total Expenditures 1,880,996 4,704,059 1,662,018 4,878,629 RESTRICTED FUND BALANCE 6,273,561 4,774,974 6,919,461 5,365,832 Total Estimated Requirements
and Restricted Fund Balance 8,154,557 9,479,033 8,581,479 10,244,460

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET
241

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242

GLOSSARY OF TERMS
Amendment An amendment is a change in the budget that occurs after its initial adoption. Such a change will consist of an increase or decrease in revenues that are recognized or in the level of authorized expenditures. City staff may implement some amendments, but most require formal action by the City Council.

Appropriation An authorization by the City Council to make expenditures/expenses and to incur obligations for a specific purpose within a specific time frame.

Assessed Valuation A dollar value placed on real estate or other property by Los Angeles County as a basis for levying property taxes.

Audit A review of the City's accounts by an independent auditing firm to substantiate fiscal year end funds, salaries, reserves and cash on hand and to determine whether the financial statements of a government are presented fairly in conformity with GAAP.

Beginning/Ending Fund Balance Unencumbered resources available in a fund from the prior/current fiscal year after payment of the prior/current fiscal year's expenditures/expenses. This is not necessarily cash on hand but the amount of financial resources available for use. Generally, this represents the detail of the entire annual operating surpluses and deficits since the funds’ inception. 243

Bond A City may raise capital by issuing a written promise to pay a specific sum of money, called the face value or principal amount, at a specific date or dates in the future, together with periodic interest at a special rate.

Budget A fiscal plan of financial operation listing an estimate of proposed applications or expenditures and the proposed means of financing them for a particular time period. The budget is proposed until it has been approved by the City Council.

Capital Budget The budget for capital expenditures such as the construction of new facilities, major renovations, or the purchase of large equipment. This is distinct from the operating budget.

Capital Expenditure Expenditures resulting in the acquisition of or addition to the government's general fixed assets.

Capital Improvement A permanent addition to the City's assets, including the design, construction, or purchase of land, buildings, or facilities, or major renovations of same.

Capital Outlay A budget appropriation category which budgets all equipment having a unit cost of more than a pre-approved amount and an estimated useful life over a pre-approved period.

Debt Service Payment of the principal and interest on an obligation resulting from the issuance of bonds, notes, or certificates of participation (COP's).

Debt Service Fund This fund type is used to account for the accumulation of resources for, and the payment of, general long-term debt principal and interest.

Deficit An excess of expenditures over revenues (resources).

Department An organizational unit comprised of divisions or programs. It is the basic unit of service responsibility encompassing a broad mandate of related activities.

Division A sub-section (or activity) within a department which furthers the objectives of the City Council by providing specific services.

Encumbrance Obligations in the form of purchase orders, contracts, or salary commitments that are chargeable to an appropriation and for which a part of the appropriation is reserved. They cease to be encumbrances when paid or when an actual liability is established Expenditure The actual spending of Governmental funds set aside by appropriation.

Fee A fee is a charge imposed by the City on the beneficiary of a service it provides. Its purpose is to help recover some or all of the cost incurred by the City in providing a service. By law, a fee may not exceed the cost of providing a service.
244

Fiscal Year A twelve-month period of time to which a budget applies. In the City of San Dimas the fiscal year is July 1 through June 30.

Fixed Asset Long-lived tangible assets obtained or controlled as a result of past transactions, events or circumstances. Fixed assets include buildings, equipment, and improvements other than buildings and land. In the private sector, these assets are referred to most often as property, plant and equipment.

Full Time Position A full time position is one in which an employee is budgeted to work 40 hours per week or 2,080 hours each year. All full-time positions receive benefits such as holiday, vacation, sick pay, retirement benefits, health insurance, etc.

Fund An independent fiscal and accounting entity used to record all financial transactions related to the specific purpose for which the fund was created.

Fund Balance The difference between assets and liabilities in a governmental fund. This term can be further divided into restricted, committed, assigned, and unassigned fund balances GAAP (Generally Accepted Accounting Principles) The conventions, rules, and procedures that serve as the norm for the fair presentation of financial statements.

General Fund The primary fund of the City used to account for all revenues and expenditures of the City not legally restricted as to use. This fund is used to offset the cost of the City's general obligations.

Examples of divisions financed by the General Fund include Administration, City Council, Planning, Public Safety, Public Works, and Parks and Recreation.

Grant Contributions of cash or other assets from another governmental entity to be used to expend for specific purpose, activity, or facility. An example is the Community Development Block Grant provided by the Federal Government.

Interfund Transfer Monies transferred from one fund to another. Such money is transferred to finance the operations of another fund or to reimburse the fund for certain expenditures/expenses. These transfers are not regarded as expenditures or revenues.

Line-Item A line-item is the detailed grouping of expenditures used in the City's accounting system. It is subordinate to an expense category. Typical line items are: professional services, office supplies, travel, postage, office equipment, motor vehicles, etc.

Modified Accrual Basis An accounting method commonly used by government agencies that recognizes revenues when they become available and measurable, and expenditures when liabilities are incurred.

Municipal Code A book that contains the City Council approved ordinances currently in effect. The Code defines City policy with respect to areas such as planning, etc. 245

Operating Budget The portion of a budget that pertains to daily operations, providing basic governmental services. The operating budget contains appropriations for such expenditures as personnel, supplies, utilities, materials, travel, and fuel.

Ordinance A formal legislative enactment by the City Council. It has the full force and effect of law within City boundaries unless pre-empted by a higher form of law. An ordinance has a higher legal standing than that of a Resolution.

Part Time Position A part time position is one in which an employee is budgeted to work less than 20 hours per week or for less than six months during the year. Part time employees do not receive benefits such as holiday, vacation, sick pay, retirement benefits, health insurance, etc. but do receive Medicare benefits and a portion of their earnings deposited in a deferred compensation plan instead of social security.

Personal Services A budget category which generally accounts for full time, regular part time and part time employees, overtime expense, and all employee benefits, such as medical, dental and retirement.

Project Area A redevelopment project area is an area of the City that has been established by the adoption of a Redevelopment Plan and within which the Redevelopment Agency is authorized to use special powers granted by State law.

Proprietary Funds Funds that focus on the determination of operating income, changes in net assets (or cost recovery), financial position, and cash flows. Examples include enterprise funds and internal service funds
Reclassification The City maintains a classification system for all positions which establishes job titles, general duties and responsibilities, and compensation. Occasionally, employees are found to be working tasks or functions that fall outside their existing classification. When this occurs, a study is conducted by the Personnel Division and recommendation is made for proper classification.

Redevelopment This term refers to activities undertaken to renovate blighted areas within the City and to provide housing to low- and moderate-income persons. Blight consists of a variety of conditions that constitute a serious physical, social, and economic burden on the community and that cannot be corrected by private enterprise acting alone. Redevelopment activities may include, but are not limited to, the acquisition and conveyance of property, site clearance, and the provision of streets, utilities, parks, and other public improvements.

Regular Part Time Position A regular part time position is one in which an employee is budgeted to work 20 hours or more per week. Regular part time employees receive retirement benefits, Medicare benefits, and a portion of their health insurance should they elect to enroll through the City's plan.

Reserve An account used to record a portion of the fund balance as legally segregated for a specific use.

Resolution A special order of the City Council which has lower legal standing than an Ordinance. 246

Revenue Bonds Bonds whose principal and interest are payable exclusively from earnings of a specific revenue source and which do not pledge the property, credit, or general tax revenue of the issuer.

Single Audit An audit performed in accordance with the Single Audit Act of 1984 and Office of Management and Budget (OMB) Circular A-128, Audits of State and Local Governments. The Single Audit Act allows or requires governments (depending on the amount of federal assistance received) to have one audit performed to meet the needs of all federal grantor agencies.

Special Assessment A compulsory levy made against certain properties to defray part or all of the cost of a specific improvement or service deemed to benefit primarily those properties.

Special Revenue Funds This fund type collects revenues that are restricted by the City, State, or Federal Government as to how the City might spend them.

Tax A tax is a levy imposed by a local government in conformance with the Government Code to raise revenue for public purposes. There are two types of taxes: general taxes are imposed for general governmental purposes, and special taxes are imposed for specific purposes. 247

ATTACHMENT 2

Director of Administrative
Services
Michael O’Brien
Director of Community
Development
Luis Torrico
Director of Parks and
Recreation
Scott Wasserman
Director of Public Works
Shari Garwick
245 East Bonita Avenue ∙ San Dimas ∙ California 91773-3002 ∙ (909) 394-6200 ∙ Fax (909) 394-6209  sandimasca.gov City Council
Emmett Badar, Mayor
Ryan A. Vienna, Mayor Pro Tem – District 4
Rachel Bratakos - District 3
Eric Weber - District 1
Eric Nakano - District 2
City Manager Chris Constantin
Assistant City Manager
Brad McKinney
City Attorney
Jeff Malawy
FISCAL YEAR 2024-25 BUDGET

LETTER OF TRANSMITTAL
Honorable Mayor and Members of the City Council:

Pursuant to Paragraph E (1), Section 2.24.070 of the San Dimas Municipal Code, it is my pleasure to submit to you the annual operating and capital improvement budget for Fiscal Year 2024-25. This budget marks the first year we anticipate ending the fiscal year by utilizing reserves to balance a shortfall between General Fund revenues and expenditures.

As part of the City’s resiliency plan, the budget involves a detailed examination of specific operational budget items and includes reductions in both operational expenditures and budget items that have historically ended fiscal years with unexpended appropriations. The use of reserves is intentional given the current reserve balance and does not impair the City’s fiscal condition.

The City’s 2023 Community Survey highlighted high marks in quality of life and the condition of public infrastructure. Additionally, the survey demonstrated that overall, the City is performing well in its existing programs and services. Thus, the goal of the 2024-25 budget is to maintain overall investments, including funding for addressing homelessness, public safety, and restoring the San Dimas Loop roadway impacted by recent storms.

This budget also continues the focus on program-based budgeting summary statements. The intent of these presentations is to consolidate multiple revenue and expenditure items throughout the budget into one location, providing an easy-to-understand format for the public. We will continue to expand upon these summaries to enhance transparency.

San Dimas is a wonderful city. Staff are attentive to the needs of residents, dedicated to their work, and future-focused to overcome challenges. As City Manager, I am confident we will navigate the inevitable challenges ahead and ensure we remain accountable to our residents.

Respectfully Submitted,
Chris Constantin
City Manager

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET
FISCAL YEAR 2024-25

BUDGET MESSAGE
The City establishes an annual operating and capital budget reflective of its planned activities. Revenues are projected conservatively, and expenditures reflect a conservative approach by budgeting all positions will be filled, and all non-personnel expenses will be expended. For several years, the City has projected General Fund deficits at the beginning of each fiscal year only to end each year with surpluses due to revenue exceeding projections, planned expenditures not occurring, and capital activity supported by general operations not occurring as planned. The next few years look to be different.

From 2019-20 through 2023-24, the City navigated COVID-19 really well. San Dimas focused on keeping its doors open, providing the highest level of service within the constraints of public health restrictions, and more importantly, was prudent in how it utilized millions in federal pandemic funding. However, due to the federal government’s massive influx of funding to combat impacts of the pandemic, we have seen increases in the cost of many resources supporting our operations – namely, the consumer price index and construction materials costs.
 Consumer price index for Los Angeles increased by 4% in March and April 2023, respectively from the same months in 2022 (US Bureau of Labor Statistics); and  California Construction Cost Index increased 9.4% from December 2022 to December 2023 (Department of General Services).

The increased costs are passed along to the City through contractual escalators in agreements and increased costs for basic operations. Several citywide contracts are due to be rebid after years of stable pricing, and we expect to see significant increases due to years of increases in both the indexes above. The City also retains a healthy General Fund balance. However, the City has been preparing and implementing its fiscal resiliency plan to address challenges ahead.

According to the City’s 2023 community survey, over 75% of residents indicated they trust the City, the City manages its finances well, and the City is responsive to residents’ needs.

Our goals moving forward are to reduce the structural deficit without dramatically impacting how residents feel about the City’s responsiveness to priorities and their confidence in how the City is using valuable tax dollars.

The City remains financially solvent and able to maintain its robust programs and services. In this 2024-25 budget, the budget preparation involved a detailed examination

of specific operational budget items and includes reductions in both operational expenditures and budget items that have historically ended fiscal years with unexpended appropriations. The impact on the public should not be material. Still, we expect to incur an end-of-the-year deficit resulting in the use of reserves. The use of reserves is intentional given the current reserve balance and does not impair the City’s fiscal condition in the short run. However, the City cannot sustain what will be increasing deficits in the subsequent years, and without more meaningful cuts to ongoing expenses or increases in revenue, service impacts will be inevitable.

There are risks ahead the City must keep in the forefront. The economy shows signs of weakness, and any future downturn can put a negative pressure on revenues. For example, the last reported sales tax information shows decreases in receipts in almost every category. The City no longer has federal pandemic funding to plug previously projected budget deficits; as a result, the City’s locally sourced revenue must fully maintain the programs and services provided in the City. The instability worldwide, housing market, increasing price of goods and services cloud the outlook going forward.

In looking at other public entities, you can read numerous reports of deficits resulting in reductions of programs and services, layoffs, and overall negative outlooks. Caution is necessary, but due to the prudent actions of the City over the past decade, we have some time for future uncertainty to become more clear.

Protecting the City’s Most Valuable Service Asset.

City employees are the backbone providing high-quality services to our residents.

Currently, many cities in California are experiencing difficulties in recruiting critical positions. Some cities are offering hiring bonuses, while others are continuing to focus on cost-of-living and work schedule adjustments to maintain competitiveness. These trends are happening in both the private and public sectors and resulting in service degradation.

San Dimas has been fortunate. City employees have been a priority, and this is reflected in the City’s current guiding principles for budget development and budget priorities. On June 8, 2021, the City Council approved Resolution 2021-37 which established an initial set of budget policies, including 12 guiding principles for budget development. These guiding principles include the following:

Reasonable and Sustainable Compensation – Reasonable compensation levels in line with the labor market for similar governmental agencies are desired in order to minimize staff turnover and maintain City productivity.

On June 28, 2022, the Policy was again approved through Resolution 2022-41. On February 8, 2022, the City Council established budget priorities which included the “Retention, investment, and development of City staff.” In 2021, the City allocated annual resources to support professional development, and the City has been committed to supporting competitiveness.

San Dimas remains an employer of choice, and the City has prioritized being competitive.

To this end, the City implemented a comprehensive compensation and classification study after 20 years which resulted in adjusting almost every employee higher in compensation based on a study of 12 comparable cities. In fact, the study placed employees at no less than the median of the group with certain classifications reaching up to the top spots.

While the City’s five-year projection shows annual deficits that will impact our ability to maintain current programs and services, the proposed budget is built to retain existing full time and regular part time employees. Projected annual deficits necessitate careful consideration of any changes which increase ongoing employee costs, a significant component of the overall expenditures. Increasing pension costs, cost of maintaining a higher position against comparable cities with higher levels of tax revenues, and the overall General Fund expenditures whose increases are continuing to pressure our ability to keep current service levels into the future, indicate the City may be limited in what more it can do without meaningful sacrifices somewhere.

Returning to Normalcy and Focusing on the Future
While there are no state mandates for a City to create and approve a budget, the budget has become the de facto standard in articulating a plan for the year and implementing strategic objectives that are multiyear, as in the case of capital improvements.

In the 2022-23 budget, there were several organizational improvements in quality of life, operations, and in how we approach the budgetary decisions which were proposed and are continued into 2023-24. The City is continuing quality of life efforts into 2024-25 which include
 Utilizing a new public safety grant program to enhance efforts to combat quality of life conditions such as excessive graffiti, burglaries, and school zone traffic safety enforcement; and
 Continuing efforts to reduce the impact of homelessness by utilizing services from Los Angeles Center for Drug and Alcohol which help individuals overcome barriers and help place them into housing. Recently, the City passed and continues to propose new ordinances intended to provide more tools to hold accountable, anyone negatively impacting quality of life, including unhoused individuals who continue to refuse housing and services; and
 Reducing the impact of accidents and traffic violations through the continued focus on traffic safety which recently included training and equipping our Community Action Team with Lidar speed enforcement devices, resulting in more deputies enforcing quality of life traffic laws throughout the City; and  Continuing the MySanDimas app to reduce response time, increase

responsiveness and streamline the City’s response to various resident issues such as graffiti, illegal dumping, hazards, code violations, and many other issues.

Some efforts require more thoughtful evaluation, resource investment, and implementation approaches. The City has been proceeding in these areas, but the efforts are multiyear. The efforts include:
 Moving to a more strategic way of thinking in how we address quality of life issues,  Evaluating and adjusting regularly the City’s fees and charges structure to ensure general tax resources are supporting broad community priorities and not resulting in taxpayer subsidies for activities not of a general community benefit,  Creating the right personnel rules to facilitate a competitive workforce, redundancies, and most importantly, a financially sustainable workforce structure,  Stabilizing and smoothing the City’s approach to capital replacement to ensure funding is available at the time a replacement is necessary without resulting in an abnormal impact to current year resources, and
 Aligning community expectations in infrastructure investment to the resources necessary to maintain and improve capital improvements in an efficient and effective manner.

Other changes are ongoing and are never really completed, which include:
 Ensuring accountability in City operations and resource allocation,  Finding ways to leverage technologies, grant opportunities, innovation, and other industry developments to improve how we provide City programs and services which maximize public investment, and
 Adjusting to the substantial new Federal and State mandates impacting our community.

The City has enhanced accountability and resource allocation with the “My San Dimas” application. The City completed and is implementing recommendations from a development and permitting process performance audit which identified opportunities for improvement. In 2023-24, the City will be initiating another audit of utility charges, which when last performed, resulted in additional savings for the City.

The City implemented a web-based contracts software solution to strengthen the contract development, approval and oversight process.

Additionally, the City implemented a new agenda management system to facilitate streamlining in Council and Commission agenda preparation. In 2023-24, the City will continue its multiyear effort to modernize internal systems which currently includes an online permitting program and internal project management system.

As described above, the City is working towards improving internal systems which support operations. It will be a multiyear effort.

2024-25 Budget Outlook
The proposed 2024-25 budget includes use of some of its reserves but is anticipated to maintain a General Fund Unassigned and Assigned reserve balance of 60 and 42 percent, respectively, for a total combined reserve balance of 102 percent. The General Fund represents a substantial portion of City operations, and as such, remains a primary focus in budget discussions.

General Fund Activity
Finance estimates that revenue minus expenditures will end 2023-24 and 2024-25 with changes in General Fund 001 balance reductions of ($866,663) and ($1,083,960), respectively. The General Fund continues to support operations in other funds and in most cases, capital improvement activity. Due to the exhausting of federal funding from the American Rescue Plan, the City will not have short-term annual infusions outside of tax revenue to support operations. Consequently, the City will be relying on the General Fund unassigned fund balance to balance the 2024-25 budget. We will not be able to sustain this over the long-term, and continued resiliency plan actions are necessary to ensure longer term financial sustainability.

Assigned Reserve Fund Balances and Establishing Funding Goals In 2021-22, the City shifted $1 million to support the creation of a prefunding capital improvement reserve called the Capital Assets Reserve (Fund 100). On April 26, 2022, the City Council approved assigning another $5.5 million to the Capital Assets Reserve to fund the estimated need for lifecycle capital assets bringing the total to $6.5 million.

Additionally, the City Council assigned fund balances to other categories such as Other Post-Employment Benefits1 (OPEB) and Compensated Absences2. These assignments were intended to enhance transparency that the City has planned and can address these future liabilities. In 2024-25, the City continues this commitment.

The City Council maintains funding goals for several key reserve categories, which included
o Maintaining the General Fund Reserve (including Funds 001, 070, and 100) funding level goal at 75% of General Fund operating expenditures. o Maintaining Capital Asset Reserve, OPEB, and Compensated Absences funding goals at 80% of estimated liabilities.
o Maintaining the unassigned General Fund Reserve at 25% of General Fund operating expenditures.

1 Other Post Employment Benefits are employee benefits, other than pension distributions, that employees may begin to receive from the City once they retire. 2 Compensated Absences are absences for which employees will be paid, such as vacation, sick leave, etc.

Accounting standards require the City to measure the accrued absences as they represent a present liability to the City.

While the City expects to end the next fiscal year utilizing some of the unassigned General Fund balance, the 2024-25 budget projects fund balances which equal or exceed these funding goals.

Other Anticipated Operations Activity
The proposed 2024-25 budget includes several planned allocations, which are outlined below.
 Adding funding of $20,000 to the Community Building & Senior Center for stage floor refinishing; and
 Increasing funding of $480,000 to replace two fleet vehicles and a new tractor skip loader that are past their useful life; and
 Adding funding of $120,000 for a Crack Sealers & Skid Mounted Compressor; and  Adding funding of $225,000 Safety Element Update & Hazard Mitigation Plan.

Other Planned Capital Activity
The proposed budget includes several planned allocations and carryovers for improving our City’s infrastructure, parks, and buildings, which include the following:

Arrow Highway Pavement Rehabilitation project $3,750,000 San Dimas Loop Repair Project $3,000,000
Badillo Pavement Rehabilitation Project $2,295,043
Fifth Street Pavement Rehabilitation project $900,000
Red Steel Pole 6.6kV Street Lighting System &
Wooden Street Light Replacement $555,000
City Hall & Train Depot Roof Seam Replacement $480,000
Pavement Preservation $444,000
Cul-de-sacs repairs $200,000
Design – San Dimas Canyon to Terrebonne $150,000
Design - Bonita Ave from San Dimas Ave to the
eastern City Limits $50,000
Total $ 11,824,043
Conclusion
Going forward, the City must continue to address structural deficits in overall government activity to ensure the City remains financially sustainable for the long-term. One-time funding from the federal government, short-term saving measures, vacancy savings, and other unanticipated one-time revenue increases may provide short term benefit, but such activity does not resolve what is a difference between the City’s capabilities and public

expectations for service delivery. We anticipate the City’s strategic planning process this calendar year will assist in defining expectations and will guide future changes.

The City also needs to continue its approach to community quality of life. This includes  Supporting City operations to maintain and improve residents’ quality of life in San Dimas and the visitor experience when enjoying our town,  Aligning our municipal code with the expectations desired for property condition, blight, and ensuring personal responsibility in behaviors that impact other residents and visitors,
 Predicting future exposures which negatively impact quality of life, and implementing mechanisms to limit or eliminate their impacts, and  Maintaining constructive efforts to consider special populations, such as seniors, the unhoused, and the disabled during efforts to improve quality of life in a way that balances compassion with accountability and is done in a smart, fiscally prudent manner.

The City is well into this approach, but more needs to be done.

The City is in its most critical time in deciding what City services and infrastructure will look in the future, and key decisions must be made soon to determine the direction the City will take to address what the City will be able to provide in the future.

The City has done a wonderful job over the past ten years making prudent decisions maintaining the organization’s focus on the basic provisions of government service. While we provide significant recreational programing and support for our seniors, the City did not expand too far too quickly.

Historically, the City also created avoidable situations that impacted its ability to address priorities. Waiting 20 plus years to update fees and charges meant that millions of dollars went to subsidize private individuals and entities who received direct services and benefit with taxpayer funding but did not necessarily result in more economic benefit. We have generally fixed this area, but it is necessary not to wait so long to keep up with the increasing cost of services. Additionally, the City has been very generous to provide services to both our residents and residents of other cities who do not contribute similarly to our tax base, but where we do not fully charge the cost of service to those nonresidents. This too is an area of discussion that needs to be considered.

A significant issue at hand is the escalating expenses associated with the upkeep and restoration of essential capital infrastructure like roads, walkways, parks, and other physical assets, alongside the rising costs related to law enforcement services.

While the City spends millions on capital, the total investment needed to maintain and improve current condition indexes is far more. As such, as street degrades, the cost of

bringing it back up to an acceptable level exponential grows. For example, the 2024-25 budget includes $900,000 for the 5th street rehabilitation. This will redo the surface of the street, but it is nowhere near the amount necessary to eliminate the high crest in the middle of the street which occurred due to years of doing our best with limited capital funding. This is not just the case for the other numbered streets, but also in all our neighborhoods where we have not been able to properly maintain them to lower the total cost of ownership. More investment today would yield significantly more cost savings tomorrow; however, additional revenue is needed for this to occur.

In terms of our law enforcement contract with the County of Los Angeles, costs are rising.

The expectation will be that the costs will continue to rise annually and since this contract is our largest single contract by far, the pressures of inadequate General Fund revenue will certainly have an effect on the level of law enforcement services our City can provide.

Nevertheless, the increasing cost of everything and the limited revenue receipts resulted in a narrowing of the resources available over the last five years, and as such, we have arrived at the point where we cannot continue the standards and level of service residents have enjoyed. Additionally, the City has not been able to invest the multimillions in capital streets, sidewalks, and infrastructure necessary to maintain and increase the condition of those assets. Frankly, the City does not have adequate revenue to do so, and trimming expenses and operations under the façade of efficiency can never come close to closing the gap materially.

In reviewing options to address the areas above, the options are few and never pleasant.

Here are some of the potential options knowing that there may be more options or a mix and match that may be considered:
 One option is to utilize debt financing to accelerate capital projects. Unfortunately, high interest rates and staffing levels that cannot currently support such investment would be an impediment.
 The second option is to utilize reserves, such as making a massive payment to CalPERS to cover the unfunded liability. This would free up about $1 million/annually that is going to pay this unfunded liability currently. The challenge here is that $1 million/year is not adequate for the significant investment needed.

Concerns with this approach include losses on investment with funds held by CALPERS. CALPERS investment approach can create large positive or negative swings in market value. If we overfund the UAL and market values increase then we would create a super funded status with funds held by CALPERS that otherwise could have been used for other community needs. Market losses on investments held by CALPERS could result in additional UAL payments that were not expected to be necessary after the investment was made.
 The third option is to reconsider a district sales tax measure as was considered before which may generate about $6 million/annual with a large chunk paid for by non-residents who shop in our City. While this would provide a significant

investment to support capital infrastructure and cost of high priority operational items, such as public safety, the previous measure failed and it is unknown the appetite for the public to support such measure.
 The fourth option is to strategically reduce operations, programs, and services to reduce the expenditure footprint to match the available revenue. This would mean reductions to public safety, recreation programs, closing of facilities, and staff reductions. We can avoid this option due to our current reserve balances, but this option may become a reality if we wait too long to act.

Our situation is not different from other cities generally. Most are in the same boat, but we are fortunate to have a higher level of reserves that buys us more time to make good decisions due to the prudent practices of the City going back more than a decade. To bring the public into the decision-making process as they will be directly impacted by our fiscal future, we will be utilizing a new platform called “Balancing Act” to gather input from the public on how to best balance the budget. This and our strategic plan will help guide us in the best path forward.

While it is natural to focus on the negatives, we must actively ensure that we also emphasize our strengths. We are well positioned to continue as a leader in the quality of life residents’ experience living in San Dimas. This is supported by the over 80% of residents who rated overall quality of life and San Dimas as a place to raise a family as excellent or good in our 2023 community survey. The focus should be to make prudent decisions with the future in mind, adjust to circumstances as they arise and even when uncomfortable, and to continue to celebrate our successes while learning from our mistakes. We can address future challenges if we are willing to be bold, prudent, and remain together as one community.

It is an honor to be a part of this amazing organization and City, and I look forward to being a part our many successes and navigating challenges ahead. I have faith that we will endure and thrive.

Sincerely,
Chris Constantin
City Manager

ESTIMATED ESTIMATED TRANSFER TRANSFER ESTIMATED ESTIMATED

BEGINNING REVENUES IN OUT EXPENDITURES ENDING BAL
FUNDS 7/1/2024 2024-25 2024-25 2024-25 2024-25 6/30/2025 01 General 23,916,020 31,405,047 402,000 446,789 30,720,466 1,723,752 22,832,060 02 Gas Tax 812,219 996,572 250,000 - 988,000 570,791 -
03 Walker House 68,612 210,070 - 206,466 - 72,216 -
06 Sewer 1,351,939 93,400 290,000 - 1,155,339 -
07 Lighting 3,599,318 1,659,540 150,000 - 3,017,000 2,091,858 - 08 L/S Parcel Tax (4,990) 1,047,000 157,507 1,199,517 - - - 12 Infrastructure 4,369,281 4,703,352 93,752 9,166,385 - - - 20 Comm Park/Fac 114,628 - - - - 114,628 -
21 Open Sp #1 6,137 - - - - - 6,137
22 Open Sp #2 259,932 - - 100,000 - 159,932 -
23 Open Sp #3 29,791 - - - - 29,791 -
40 CDBG 489,091 - - 489,091 - - -
41 COPS 204,955 200,000 - 212,000 - 192,955 -
53 Golf Course 1,388,069 982,000 - 652,000 - 1,718,069 - 70 New Equipment Reserve 915,045 - - 191,500 - 723,545 - 71 AQMD 104,055 57,000 2,000 - 139,055 20,000 -
72 Prop A 6,383,716 1,160,528 - 1,104,546 - 6,439,698 - 73 Prop C 1,624,896 840,073 - 990,000 - 1,474,969 -
74 Measure R 1,674,891 646,305 - 939,000 - 1,382,196 -
75 Open Space Mnt 5,243 45,940 1,817 53,000 - - -
76 Measure M 2,024,471 755,812 - 475,000 - 2,305,283 -
77 Road Maint. Rehab Act 416,629 924,248 - 600,000 - 740,877 - 78 Measure W 401,141 698,450 - 494,000 - 605,591 -
100 Capital Assets Reserve 7,567,149 1,630,000 880,000 - 8,317,149 ALL CITY FUNDS TOTAL 57,233,147 46,914,428 2,285,076 848,789 52,907,026 1,723,752 50,953,084 34 HOUSING AUTHORITY
SUCCESSOR TOTAL 1,869,063 143,042 287,465 1,112,886 - 1,186,685 - 113 Housing Authority 6,919,461 1,825,000 - 4,878,629 - 3,865,832 - 38 /39 SUCCESSOR AGENCY
TOTAL 3,988,836 1,739,000 - 4,864,798 - 863,038 -

GRAND TOTAL CITY AND
ENTITIES 70,010,507 50,621,470 2,572,541 848,789 63,763,339 1,723,752 56,868,639 AND TRANSACTIONS FOR FISCAL YEAR 2024-25
SCHEDULE 1: SUMMARY OF ESTIMATED ENDING BALANCES

CITY OF SAN DIMAS
USE OF

RESERVES
2022-23

2022-23 2023-24 2023-24 2024-25

ACTUAL APPROVED REVISED PROPOSED
GENERAL FUND 01 BUDGET ESTIMATE BUDGET
UNASSIGNED FUND BALANCE 12,154,646 16,652,393 16,652,393 14,079,428 ASSIGNED FUND BALANCE RISK/LAW 2,036,592 2,036,592 2,036,592 2,036,592 ASSIGNED FUND BALANCE EMERG SRV 1,000,000 1,000,000 1,000,000 1,000,000 ASSIGNED FUND BALANCE GENERAL PLAN UPDATE 250,000 250,000 250,000 3,000,000 ASSIGNED FUND BALANCES OPEB 2,978,932 2,978,932 2,978,932 2,300,000 ASSIGNED FUND BALANCES COMPENSATED ABSENCES 1,264,766 1,264,766 1,264,766 1,500,000 ASSIGNED FB - NPDES (281-004) 600,000 600,000 600,000 - TOTAL GENERAL FUND BALANCE 20,284,936 24,782,683 24,782,683 23,916,020

GENERAL FUND DETAIL OF REVENUES
311 PROPERTY TAX 9,085,891 9,008,662 9,117,732 9,497,071 312 SALES TAX 8,764,235 9,015,486 8,593,856 8,777,917
314 FRANCHISE FEE 2,817,961 2,754,000 2,864,923 2,934,500 315 LICENSE & PERMIT TAXES/FEES 629,843 595,000 672,500 673,000 316 TRANSIENT OCCUPANCY TAXES 1,770,634 1,730,000 1,675,000 1,695,000 317 DOCUMENTARY STAMP 207,165 225,000 200,000 200,000
Total All Taxes 23,275,729 23,328,148 23,124,011 23,777,488 321 BUILDING PERMITS 1,085,952 701,500 1,008,400 912,000 322 OTHER PERMITS 542,300 362,050 498,025 550,025
Total Building/Other Permits 1,628,252 1,063,550 1,508,425 1,462,025 331 FINES & PENALTIES 100,370 89,050 100,075 177,075
332 CITATIONS 337,201 283,000 302,635 291,000
Total Fines & Penalties 437,570 372,050 402,710 468,075 341 USE OF MONEY AND PROPERTY 778,404 2,130,877 2,148,972 1,650,569 116 REPAYMENT OF ADVANCED FUNDS 1,172,634 1,034,760 1,034,760 1,437,325 Total Use of Money & Property 1,951,038 3,165,637 3,183,732 3,087,894 353 INTER GOVERNMENTAL 35,816 30,000 30,000 30,000
355 HOMEOWNERS EXEMPTIONS 14,583 15,000 15,000 15,000
Total Intergovernmental 50,399 45,000 45,000 45,000
356 STATE GRANTS 95,604 225,932 116,209 93,360
358 MISC GRANTS 8,892 208,664 8,664 208,744
359 FEDERAL GRANTS 32,056 9,500 9,500 13,900 Total State & Federal Grants 136,552 444,096 134,373 316,004 360 CHARGES FOR CURRENT SERVICES 65,467 39,400 31,100 32,900 Zoning/Subdivision/Technology/Environmental Fees (001//003/004) 23,937 16,500 16,700 37,500 DPRB Fees (005) 11,000 11,984 11,000 5,000
Miscellaneous Planning Fees (006/007/008) - 2,100 2,900 3,400 Public Hearing Notice Signs (009) 770 900 200 1,000
Monument Inspection (010) 2,200 900 300 1,000
Misc/Overhead Chgs Dev Serv (360-011) 26,576 8,000 5,000 5,000 Total Charges for Current Services 65,467 39,400 36,100 52,900 361 CHARGES FOR ADMINISTRATIVE SERVICES 425,000 400,000 400,000 400,000 Total Charges for Administrative Services 425,000 400,000 400,000 400,000 CHARGES FOR SERVICES OTHER (363/364/365)
363 AUTO IMPOUND STORAGE FEES 10,788 15,000 10,000 10,000 365 SALE OF MAPS & PUBLICATIONS - 500 - - Total Charges for Services Other 10,788 15,500 10,000 10,000 367 RECREATION FEES & CHARGES 507,905 445,350 434,000 570,350 Total Recreation Fees 507,905 445,350 434,000 570,350
368 RECREATION CENTER FEES 442,758 473,885 542,470 578,260 Total Recreation Center Fees 442,758 473,885 542,470 578,260 REFUNDS\REIMBURSEMENTS/CONTRIBUTIONS (369/370/391/393/395) 369 REFUNDS & REIMBURSMENTS 155,561 148,430 148,430 153,414 395 OTHER SOURCES OF REVENUE 1,480,662 468,040 470,540 483,637 Total Ref\Reimbursements 1,636,223 616,470 618,970 637,051 SUB-TOTAL GENERAL FUND REVENUE 30,567,680 30,409,086 30,439,791 31,405,047 500 From Gas Tax Fund 02 225,000 225,000 225,000 250,000 500 From Lighting District Fund 07 125,000 125,000 125,000 150,000 500 From AQMD Fund 71 2,000 2,000 2,000 2,000
Total Transfers 352,000 352,000 352,000 402,000
TOTAL GENERAL FUND REVENUE & TRFS 30,919,680 30,761,086 30,791,791 31,807,047 TOTAL AVAILABLE FUNDS 51,204,616 55,543,769 55,574,473 55,723,067

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET

GENERAL FUND 01 2022-23 2023-24 2023-24 2024-25

GENERAL FUND DETAIL OF EXPENDITURES ACTUAL APPROVED REVISED PROPOSED

BUDGET ESTIMATE BUDGET
01-4110 CITY COUNCIL
101 FULL TIME PERSONNEL SALARIES 39,748 39,720 45,000 66,240 200 EMPLOYEE BENEFITS - 115,000 115,500 116,842
020 PROFESSIONAL SERVICES (72) 15,000 15,000 10,000
021 TRAVEL & MEETING 29,627 29,093 29,093 29,093
033 SPECIAL DEPARTMENTAL SUPPLIES 3,646 13,700 3,800 12,000 Total City Council 72,949 212,513 208,393 234,175
01-4120 CITY MANAGER
101 FULL TIME PERSONNEL SALARIES 615,913 691,000 691,000 805,500 102 PART TIME PERSONNEL SALARIES - - - 71,500
103 OVERTIME 14,282 - - 500
200 EMPLOYEE BENEFITS - 175,500 175,500 240,000
010 ADVERTISEMENT 48,599 40,000 40,000 40,000
012 CAR ALLOWANCE 8,400 10,600 10,600 10,800
016 PUBLICATIONS AND DUES 11,159 16,775 16,775 17,850
020 ELECTION SERVICES 136,026 150,000 160,000 150,000
021 TRAVEL & MEETING 9,271 16,276 16,276 17,776
033 SPECIAL DEPARTMENTAL SUPPLIES 83 3,000 1,500 1,000
450 CONTINGENCY - - - 10,000
Total City Manager 843,734 1,103,151 1,111,651 1,364,926 01-4150 ADMINISTRATIVE SERVICES
101 FULL TIME PERSONNEL SALARIES 1,033,149 1,138,500 1,138,500 1,072,000 102 PART TIME PERSONNEL SALARIES 62,046 71,500 71,500 - 103 OVERTIME 123 500 150 500
200 EMPLOYEE BENEFITS - 402,500 415,000 365,000
010 ADVERSTING 1,120 4,500 9,600 4,640
012 CAR ALLOWANCE 9,612 9,600 9,600 9,600
016 PUBLICATIONS AND DUES 6,508 9,025 9,674 11,239
018 PRINTING 455 890 413 1,000
020 PROFESSIONAL SERVICES 45,004 121,500 63,000 4,500
021 TRAVEL & MEETING 11,325 18,000 11,520 19,500
033 SPECIAL DEPARTMENTAL SUPPLIES 16,007 14,200 13,211 16,250 038 EQUIPMENT 10,537 1,000 50 500
408 ANNUAL AWARDS/PROGRAMS 21,878 18,500 16,050 14,500
409 RECRUITMENTS 127 2,500 1,500 2,000
424 ACCIDENT PREVENTION PROGRAM - 2,000 500 1,000
430 SICK LEAVE INCENTIVE PROGRAM 21,890 27,357 27,357 30,000 431 PRODUCTIVITY PROGRAM 1,022 12,000 6,500 2,000
433 PHYSICAL EXAMINATIONS 5,534 8,000 7,500 4,000
434 EMPLOYEE TRAINING 24,616 80,000 30,000 50,000
435 EMPLOYEE ASSISTANCE PROGRAM 2,874 3,500 1,500 1,500 450 CONTINGENCY - - - 10,000
Total Administrative Services 1,273,827 1,945,572 1,833,124 1,619,729 01-4170 CITY ATTORNEY
020 PROFESSIONAL SERVICES 578,078 733,605 684,000 675,000 Total City Attorney 578,078 733,605 684,000 675,000
01-4180 ECONOMIC DEVELOPMENT
016 PUBLICATIONS AND DUES 5,250 5,500 5,250 -
020 PROFESSIONAL SERVICES - 16,250 16,250 16,250
021 TRAVEL & MEETING - 7,250 7,250 7,250
Total Economic Development 5,250 29,000 28,750 23,500
01-4190 GENERAL SERVICES
010 ADVERSTING 24,000 88,731 16,800 83,800
014 INSURANCE 5,000 539,396 4,645 759,201
015 MAINTENANCE 6,700 66,251 2,373 85,111
016 PUBLICATIONS AND DUES 37,451 - - 47,785
017 POSTAGE 30,000 33,737 30,000 15,000
018 PRINTING 2,000 1,823 1,000 1,500
019 RENT OF PROPERTY & EQUIPMET 4,450 5,000 5,000 5,000 020 PROFESSIONAL SERVICES 110,653 181,664 169,667 523,349 022 CITY CELL PHONES 28,427 32,000 32,000 32,000
030 COMPUTER SUPPLIES 4,716 8,585 7,500 8,585
033 SPECIAL DEPARTMENTAL SUPPLIES 6,126 5,000 5,000 5,000 035 TECHNOLOGY SUBSCRIPTIONS & LICENSES - - 424,869
038 PUBLIC ACCESS EQUIPMENT - - 8,705
101 FULL TIME SALARIES (CITYWIDE ACCRUAL) 36,921 50,000 50,000 50,000 200 EMPLOYEE BENEFITS (CITYWIDE) 3,767,488 1,797,727 1,785,727 1,575,253 200 PERS Unfunded Liability Contributions (001) 1,823,131 1,575,000 1,570,000 1,325,858 460 OIL PAYMENT PROGRAM/UOBG (041) 4,673 5,200 5,200 5,200 Total General Services 4,730,842 2,152,876 2,114,912 3,630,358

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET