City of Santa Clara
Joint Meeting Agenda of the
Council and Authorities Concurrent and
Santa Clara Stadium Authority
Hybrid Meeting
Council Chambers/Virtually
1500 Warburton Avenue
Santa Clara, CA 95050
Tuesday, May 24, 2022 4:00 PM
The City of Santa Clara will be conducting City Council meetings in a hybrid manner (in-person and continues to have methods for the public to participate remotely). Pursuant to Government Code Section 54953(e) and City of Santa Clara Resolution No. 22-9087, Councilmembers may teleconference from remote locations and the City continues to provide methods for the public to participate remotely:
• Via Zoom:
o https://santaclaraca.zoom.us/j/99706759306
Meeting ID: 997-0675-9306 or
o Phone: 1(669) 900-6833
• Via the City’s eComment (now available during the meeting) • Via email to [email protected]
As always, the public may view the meetings on SantaClaraCA.gov, Santa Clara City Television (Comcast cable channel 15 or AT&T U-verse channel 99), or the livestream on the City’s YouTube channel or Facebook page.
Closed Session - 4:00 PM | Study Session - 6:00 PM | Regular Meeting - 7:00 PM 4:00 PM CLOSED SESSION
Call to Order in the Council Chambers
Roll Call
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Joint Council and Authorities Concurrent
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Meeting Agenda May 24, 2022
1.A Conference with Labor Negotiators (CC)
Pursuant to Gov. Code § 54957.6
City representative: City Manager’s designee
Employee Organization(s):
Unit #1-Santa Clara Firefighters Association, IAFF, Local 1171 Unit #2-Santa Clara Police Officer’s Association
Unit #3-IBEW Local 1245 (International Brotherhood of
Electrical Workers)
Unit #4-City of Santa Clara Professional Engineers
Units #5, 7 & 8-City of Santa Clara Employees Association Unit #6-AFSCME Local 101 (American Federation of State, County and Municipal Employees)
Unit #9-Miscellaneous Unclassified Management Employees Unit #9A-Unclassified Police Management Employees
Unit #9B-Unclassified Fire Management Employees
Unit #10-PSNSEA (Public Safety Non-Sworn Employees
Association)
22-725
1.B Conference with Legal Counsel-Anticipated Litigation (SA) Pursuant to Gov. Code § 54956.9(d)(4) - Initiation of litigation Number of potential cases: 1
22-543
1.C Conference with Legal Counsel-Anticipated Litigation (CC) Pursuant to Gov. Code § 54956.9(d)(2) - Exposure to litigation Number of potential cases: 1
Facts and Circumstances: Pursuant to Gov. Code § 54956.9(e) (1) - Not disclosed on agenda
22-631
1.D Conference with Legal Counsel-Existing Litigation (CC) Pursuant to Gov. Code § 54956.9(d)(1)
Voluntary Petitions for Filing of Chapter 11 Bankruptcy, PG&E Corporation, Debtor, and Pacific Gas and Electric Company, Debtor, United States Bankruptcy Court, Northern District of California, San Francisco Division, jointly administered under No. 19-30088
22-724
Public Comment
The public may provide comments regarding the Closed Session item(s) just prior to the Council beginning the Closed Session. Closed Sessions are not open to the public.
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Meeting Agenda May 24, 2022
Convene to Closed Session (Council Conference Room)
6:00 PM STUDY SESSION
Call to Order in the Council Chambers
2. Study Session: Review of the Proposed FY 2022/23 & FY 2023/24 Biennial Capital Improvement Program Budget and FY 2022/23 Operating Budget Changes
22-100
Review and provide input on the Proposed FY
2022/23 & FY 2023/24 Biennial Capital Improvement
Program Budget and FY 2022/23 Operating Budget
Changes.
Recommendation:
7:00 PM JOINT COUNCIL/STADIUM REGULAR MEETING
*Open Session to begin at 7:00 PM or shortly thereafter Call to Order
Call to Order in the Council Chambers (Open to the Public) Pledge of Allegiance and Statement of Values
REPORTS OF ACTION TAKEN IN CLOSED SESSION MATTERS
CONTINUANCES/EXCEPTIONS/RECONSIDERATIONS
SPECIAL ORDER OF BUSINESS
3. Proclaim May 2022 as Asian American and Pacific Islander Heritage Month
22-430
CONSENT CALENDAR
[Items listed on the CONSENT CALENDAR are considered routine and will be adopted by one motion. There will be no separate discussion of the items on the CONSENT CALENDAR unless discussion is requested by a member of the Council, staff, or public. If so requested, that item will be removed from the CONSENT CALENDAR and considered under CONSENT ITEMS PULLED FOR DISCUSSION.]
4.A 22-19 Board, Commissions and Committee Minutes
Note and file the Minutes of:
Historical and Landmarks Commission - March 3, 2022
Youth Commission (Special Meeting) - April 5, 2022
Parks & Recreation Commission - April 19, 2022
Recommendation:
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4.B Action on Monthly Financial Status and Investment Reports for February and March 2022 and Approve the Related Budget
Amendments
22-512
1. Note and file the Monthly Financial Status and
Investment Reports for February and March
2022 as presented; and
2. Approve the Related Budget Amendments in
various funds requiring five affirmative votes
of at least five members as noted for each
individual item in Attachment 5.
Recommendation:
4.C Action on a Revenue Agreement with the County of Santa Clara for the Santa Clara Intensive Case Management and Homeless Prevention Program
22-535
Approve and authorize the City Manager to execute a
Revenue Agreement with the County of Santa Clara
for the Santa Clara Intensive Case Management and
Homeless Prevention Program for two years not to
exceed $350,000.
Recommendation:
4.D Action on Agreement with TruePoint Solutions, LLC for Professional Services to Support the Accela Permitting System 22-568
1. Authorize the City Manager to execute a Master
Agreement with TruePoint Solutions, LLC to provide
software support services for the Accela Permitting
System, for a two-year term beginning on July 1,
2022 and ending on June 30, 2024, with maximum
compensation not to exceed $1,086,000, subject to
the appropriation of funds; and
2. Authorize the City Manager to extend the Master
Agreement one additional year through June 30,
2025, subject to the appropriation of funds.
Recommendation:
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Meeting Agenda May 24, 2022
4.E Action on Award of Contract for the Montague Park
Rehabilitation Project (CE 19-20-04) to Robert A Bothman Construction and Related Budget Amendment
22-115
1. Award the Public Works Contract for the Montague
Park Rehabilitation Project (CE 19-20-04) to the
lowest responsive and responsible bidder, Robert A
Bothman Construction, in the amount of $5,634,785
and authorize the City Manager or Designee to
execute any and all documents associated with,
and necessary for the award, completion, and
acceptance of this Project;
2. Authorize the City Manager or Designee to execute
change orders up to approximately 10 percent of
the original contract price, or $563,479, for a total
not to exceed amount of $6,198,264; and
3. Approve the following FY 2021/22 budget
amendment to increase the Montague Park
Enhancement project appropriation by $3,003,540
(from $3,892,940 to $6,896,480) and decrease the
Parks and Recreation Capital Fund Mitigation Fee
Act fund balance by the same amount (five
affirmative Council votes required for the use of
unused balances).
Recommendation:
4.F Action on Amendment No. 3 to the Agreement with HouseKeys Inc. for Administration Services for the City’s Affordable Rental Program
22-488
1. Authorize the City Manager to execute Amendment
No. 3 to the Agreement with HouseKeys Inc. for
Administration Services for the City’s Affordable
Rental Program to increase the amount of the
agreement by $332,000 and to extend the term of
the agreement through June 30, 2024 for a revised
not-to-exceed maximum compensation of
$875,000, subject to the appropriation of funds; and
2. Authorize the City Manager to execute all related
documents for the provision of administrative
services for the Affordable Rental Program.
Recommendation:
City of Santa Clara Page 5 of 12 Printed on 5/19/2022
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4.G Action on a Request for a Special Permit to Allow a Temporary Storage Tent at 2401 Agnew Road (Great America Theme Park) from June 29, 2022 through August 20, 2022
22-576
Approve the request of a Special Permit to allow a
temporary storage tent at 2401 Agnew Road (Great
America Theme Park) from June 29, 2022 through
August 20, 2022, subject to conditions.
Recommendation:
4.H Action on Appointing a City of Santa Clara Bicycle Pedestrian Advisory Committee Member to Serve as the City’s
Representative on the Santa Clara Valley Transportation Authority Bicycle Pedestrian Advisory Committee
22-481
Appoint the City of Santa Clara Bicycle Pedestrian
Advisory Committee member Betsy Megas to serve
as the City’s representative on the Santa Clara Valley
Transportation Authority Bicycle Pedestrian Advisory
Committee.
Recommendation:
4.I Adopt a Resolution to: 1) Modify Parking Regulations on Bassett Street for purposes of installing a Class II Bikeway; and 2) Delegate authority to the City Manager or designee to revise parking regulations on Bassett Street between Chestnut Street and George Street as necessary to accommodate Class II
Bicycle Lanes
22-254
Adopt a resolution to: 1) Modify certain parking
regulations on Bassett Street; and 2) Delegate
authority to the City Manager or designee to revise
parking regulations on Bassett Street between
Chestnut Street and George Street as necessary to
accommodate Class II Bicycle Lanes.
Recommendation:
4.J 22-1496 Action on Modifications to P&P 049 Community Grant Policy Alternatives 1: Approve Amended Council Policy 049
(“Community Grant Policy”).
Recommendation:
4.K Action on a Resolution to Adopt a List of Projects Funded by Senate Bill 1, The Road Repair and Accountability Act, for Fiscal Year 2022-23
22-188
Adopt a Resolution to Adopt a List of Projects Funded
by Senate Bill 1, The Road Repair and Accountability
Act, for Fiscal Year 2022-23.
Recommendation:
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Meeting Agenda May 24, 2022
4.L Action on a Resolution Authorizing the Use of City Electric Forces at Various Locations
22-155
Adopt a Resolution authorizing the use of City Electric Forces for work described above at 1384 Worthington
Circle, Central Expressway including Coronado Drive
and Stender Way, 1515 Richard Avenue, Calle De
Luna from Lafayette Street to Calle Del Sol, 2590
Walsh Avenue, 3402 El Camino Real, 5100 Patrick
Henry Drive, 4551 Great America Parkway, 1205
Coleman Avenue, Northwest corner of Homestead
Road and Los Padres Boulevard, 1217 Harrison
Street, 2234 Calle Del Mundo and 3941 Stevens
Creek Blvd.
Recommendation:
4.M Actions to Modify the Classification Specification for Senior Power Scheduler Trader (Job Code 772), Approve a New
Classification Specification Titled Development Project Manager (Job Code 158), and Adopt a Resolution Approving and
Adopting the Updated Unclassified Salary Plan
22-679
1. Approve modifications to the Senior Power
Scheduler Trader (Job Code 772) Classification
Specification;
2. Approve the creation of the Development Project
Manager (Job Code 158) Classification
Specification; and
3. Adopt a Resolution to approve the revised
unclassified salary plan to satisfy the requirements
of California Code of Regulations Section 570.5.
Recommendation:
4.N Authorize the City Manager to execute the 2022-2024 Memorandum of Understanding Between the City of Santa
Clara and the American Federation of State County and
Municipal Employees, Local 101 (Unit 6), that incorporates the terms of the Tentative Agreement
22-689
Authorize the City Manager to execute the
Memorandum of Understanding between the City of
Santa Clara and the American Federation of State
County and Municipal Employees, Local 101 (Unit 6)
with effective dates of January 1, 2022 - December
31, 2024, that incorporates the terms of the Tentative
Agreement.
Recommendation:
City of Santa Clara Page 7 of 12 Printed on 5/19/2022
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4.O Action to Waive Second Reading and Adopt Ordinance No. 2047 Approving the Westwood Oaks Park Master Plan Update and Preferred Playground Schematic Design, in Accordance with City Charter Section 714.1
22-707
Waive Second Reading and Adopt Ordinance No.
2047 Approving the Westwood Oaks Park Master
Plan Update and Preferred Playground Schematic
Design, in Accordance with City Charter Section
714.1.
Recommendation:
SANTA CLARA STADIUM AUTHORITY CONSENT CALENDAR
5. Action on Agreement with Keyser Marston Associates, Inc. for As Needed Fiscal and Economic Analysis Consulting Services 22-652
Authorize the Executive Director to retroactively
execute a three-year agreement ending on March
31, 2025 with Keyser Marston in an amount not to
exceed $25,000 for as needed fiscal and economic
analysis consulting services.
Recommendation:
PUBLIC PRESENTATIONS
[This item is reserved for persons to address the Council or authorities on any matter not on the agenda that is within the subject matter jurisdiction of the City or Authorities. The law does not permit action on, or extended discussion of, any item not on the agenda except under special circumstances. The governing body, or staff, may briefly respond to statements made or questions posed, and appropriate body may request staff to report back at a subsequent meeting. Although not required, please submit to the City Clerk your name and subject matter on the speaker card available in the Council Chambers.]
CONSENT ITEMS PULLED FOR DISCUSSION
PUBLIC HEARING/GENERAL BUSINESS
6. Public Hearing: Adoption of a Resolution Setting Rates for Overall Solid Waste Services and Annual Clean-up Campaign in the Exclusive Franchise Area
22-1725
Alternative 1: Adopt a Resolution setting the overall
rates to be charged to rate payers for the collection
and disposal of garbage, refuse, yard trimmings,
recycling, annual Clean-up Campaign, and Household
Hazardous Waste in the exclusive franchise area,
effective for the utility bills issued for services
rendered on and after July 1, 2022.
Recommendation:
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7. Approval of a Status Report on the Lease Agreement Between the City of Santa Clara and the Police Activities League (PAL) for the Operation of a BMX Track
22-721
Recommendation: Alternative #1: Note and file staff report.
8. Discussion and Action on Contracting with the Current Downtown Precise Plan Consultant, WRT, to Prepare a
Financial Analysis for Moving City Hall to a Location within the Eight Blocks of the Original Downtown (Lafayette, Benton, Monroe, Homestead)
22-667
Recommendation: Staff makes no recommendation.
City of Santa Clara Page 9 of 12 Printed on 5/19/2022
Joint Council and Authorities Concurrent
and Stadium Authority Meeting
Meeting Agenda May 24, 2022
9. Action on the Freedom Circle Future Focus Area Plan Including:
Adoption and Certification of the Environmental Impact Report (EIR) Prepared to Analyze the Potential Environmental Impacts for the Project and an Associated Mitigation Monitoring and Reporting Program; Adoption of a General Plan Text
Amendment to Add Language Regarding the Creation of
Additional Future Focus Areas, the Re-designation of Land Outside of Focus Areas, Creation of the New Very High-Intensity Office/Research & Development (R&D) Designation, and
Adoption of a General Plan Amendment to Create the Freedom Circle Future Focus Area, Bounded by Great America Parkway to the West, Mission College Boulevard to the North, San Tomas Aquino Creek to the East, and Highway 101 to the
South; Adoption of the Greystar General Plan Amendment to Change the Designation of the Greystar Site from High Intensity Office/Research & Development (R&D) (Maximum Floor Area Ratio of 2.0) to Very High Density Residential (51-100 Dwelling Units/Acre); and Adoption of the Planned Development
Rezoning for the Greystar Site, Which Would Allow up to 1,100 Units on a 13.3 Gross Acre Site Bounded by Freedom Circle to the West, Mission College Boulevard to the North, San Tomas Aquino Creek to the East and Highway 101 to the South
22-594
1. Adopt a resolution approving and certifying the
Final EIR prepared for the Freedom Circle Future
Focus Area Plan and the Greystar Project General
Plan Amendment (SCH #2020060425), including
CEQA Findings and a statement of overriding
consideration;
2. Adopt a resolution approving a General Plan text
amendment to add language regarding the creation
of additional Future Focus Areas, the re-designation
of land outside of Focus Areas, creation of the new
Very High-Intensity Office/R&D designation, and
adoption of a General Plan Amendment to create
the Freedom Circle Future Focus Area bounded by
Great America Parkway to the west, Mission
College Boulevard to the north, San Tomas Aquino
Creek to the east and Highway 101 to the south, \
including modifications of the plan area diagram to
change all Class II bike lanes to Class IV separated
bikeways;
Recommendation:
City of Santa Clara Page 10 of 12 Printed on 5/19/2022
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3. Adopt a resolution approving the Greystar General
Plan Amendment from High Intensity Office/R&D \
(maximum Floor Area Ratio of 2.0) to Very High
Density Residential (51-100 Dwelling Unit/Acre); and
4. Adopt a resolution approving the Planned Development Rezoning and Vesting Tentative Parcel Map for the
Greystar site, which would allow up to 1,100 units on a
13.3 gross acre site bounded by Freedom Circle to the
west, Mission College Boulevard to the north, San
Tomas Aquino Creek to the east and Highway 101 to
the south.
10. Action on a Resolution Declaring the Loyalton Ranch Property Surplus
22-548
Recommendation: There is no staff recommendation.
WRITTEN PETITION (COUNCIL POLICY 030) REQUEST SUBMITTED BY THE PUBLIC/COUNCIL
11. Action on a Council Written Request (Council Policy 030) Submitted by Councilmember Becker to Place an Agenda Item at a Future Council Meeting to Discuss Construction of New Lawn Bowl Facility to Follow Through on Past Promises
22-670
Recommendation: Staff makes no recommendation.
REPORTS OF MEMBERS AND SPECIAL COMMITTEES
CITY MANAGER/EXECUTIVE DIRECTOR REPORT
ADJOURNMENT
The next regular scheduled meeting is on Tuesday, June 7, 2022, in the City Hall Council Chambers.
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Joint Council and Authorities Concurrent
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The time limit within which to commence any lawsuit or legal challenge to any quasi-adjudicative decision made by the City is governed by Section 1094.6 of the Code of Civil Procedure, unless a shorter limitation period is specified by any other provision. Under Section 1094.6, any lawsuit or legal challenge to any quasi-adjudicative decision made by the City must be filed no later than the 90th day following the date on which such decision becomes final. Any lawsuit or legal challenge, which is not filed within that 90-day period, will be barred. If a person wishes to challenge the nature of the above section in court, they may be limited to raising only those issues they or someone else raised at the meeting described in this notice, or in written correspondence delivered to the City of Santa Clara, at or prior to the meeting. In addition, judicial challenge may be limited or barred where the interested party has not sought and exhausted all available administrative remedies.
AB23 ANNOUNCEMENT: Members of the Santa Clara Stadium Authority, Sports and Open Space Authority and Housing Authority are entitled to receive $30 for each attended meeting.
Note: The City Council and its associated Authorities meet as separate agencies but in a concurrent manner. Actions taken should be considered actions of only the identified policy body.
LEGEND: City Council (CC); Stadium Authority (SA); Sports and Open Space Authority (SOSA); Housing Authority (HA); Successor Agency to the City of Santa Clara Redevelopment Agency (SARDA); Bayshore North Project Enhancement Authority (BNPEA); Public Facilities Financing Corporation (PFFC) Public contact was made by posting the Council agenda on the City’s official-notice bulletin board outside City Hall Council Chambers. A complete agenda packet is available on the City’s website and in the City Clerk’s Office at least 72 hours prior to a Regular Meeting and 24 hours prior to a Special Meeting. A hard copy of any agenda report may be requested by contacting the City Clerk’s Office at (408) 615-2220, email [email protected] <mailto:[email protected]> or at the public information desk at any City of Santa Clara public library.
If a member of the public submits a speaker card for any agenda items, their name will appear in the Minutes. If no speaker card is submitted, the Minutes will reflect "Public Speaker." In accordance with the requirements of Title II of the Americans with Disabilities Act of 1990 ("ADA"), the City of Santa Clara will not discriminate against qualified individuals with disabilities on the basis of disability in its services, programs, or activities, and will ensure that all existing facilities will be made accessible to the maximum extent feasible. The City of Santa Clara will generally, upon request, provide appropriate aids and services leading to effective communication for qualified persons with disabilities including those with speech, hearing, or vision impairments so they can participate equally in the City’s programs, services, and activities. The City of Santa Clara will make all reasonable modifications to policies and programs to ensure that people with disabilities have an equal opportunity to enjoy all of its programs, services, and activities.
Agendas and other written materials distributed during a public meeting that are public record will be made available by the City in an appropriate alternative format. Contact the City Clerk’s Office at 1 408-615-2220 with your request for an alternative format copy of the agenda or other written materials.
Individuals who require an auxiliary aid or service for effective communication, or any other disability-related modification of policies or procedures, or other accommodation, in order to participate in a program, service, or activity of the City of Santa Clara, should contact the City’s ADA Coordinator at 408-615-3000 as soon as possible but no later than 48 hours before the scheduled event.
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MEETING DISCLOSURES
City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
22-725 Agenda Date: 5/24/2022
SUBJECT
Conference with Labor Negotiators (CC)
Pursuant to Gov. Code § 54957.6
City representative: City Manager’s designee
Employee Organization(s):
Unit #1-Santa Clara Firefighters Association, IAFF, Local 1171 Unit #2-Santa Clara Police Officer’s Association
Unit #3-IBEW Local 1245 (International Brotherhood of Electrical Workers) Unit #4-City of Santa Clara Professional Engineers
Units #5, 7 & 8-City of Santa Clara Employees Association Unit #6-AFSCME Local 101 (American Federation of State, County and Municipal Employees) Unit #9-Miscellaneous Unclassified Management Employees Unit #9A-Unclassified Police Management Employees
Unit #9B-Unclassified Fire Management Employees
Unit #10-PSNSEA (Public Safety Non-Sworn Employees Association) City of Santa Clara Page 1 of 1 Printed on 5/19/2022
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22-543 Agenda Date: 5/24/2022
SUBJECT
Conference with Legal Counsel-Anticipated Litigation (SA) Pursuant to Gov. Code § 54956.9(d)(4) - Initiation of litigation Number of potential cases: 1
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1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
22-631 Agenda Date: 5/24/2022
SUBJECT
Conference with Legal Counsel-Anticipated Litigation (CC) Pursuant to Gov. Code § 54956.9(d)(2) - Exposure to litigation Number of potential cases: 1
Facts and Circumstances: Pursuant to Gov. Code § 54956.9(e)(1) - Not disclosed on agenda City of Santa Clara Page 1 of 1 Printed on 5/19/2022
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22-724 Agenda Date: 5/24/2022
SUBJECT
Conference with Legal Counsel-Existing Litigation (CC)
Pursuant to Gov. Code § 54956.9(d)(1)
Voluntary Petitions for Filing of Chapter 11 Bankruptcy, PG&E Corporation, Debtor, and Pacific Gas and Electric Company, Debtor, United States Bankruptcy Court, Northern District of California, San Francisco Division, jointly administered under No. 19-30088 City of Santa Clara Page 1 of 1 Printed on 5/19/2022
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22-100 Agenda Date: 5/24/2022
REPORT TO COUNCIL
SUBJECT
Study Session: Review of the Proposed FY 2022/23 & FY 2023/24 Biennial Capital Improvement Program Budget and FY 2022/23 Operating Budget Changes
COUNCIL PILLAR
Enhance Community Engagement and Transparency
BACKGROUND
City Charter Section 1302 Budget - Submission to City Council requires that at least thirty-five days prior to the beginning of each fiscal year, or at such prior date thereto determined by the City Council, the City Manager shall submit to the City Council the proposed budget.
On February 8, 2022, the City Council held a Priority Setting Session which confirmed the following City Council Strategic Pillars:
1. Promote and Enhance Economic, Housing and Transportation Development
2. Deliver and Enhance High Quality Efficient Services and Infrastructure
3. Enhance Community Sports, Recreational and Arts Assets
4. Enhance Community Engagement and Transparency
5. Ensure Compliance with Measure J and Manage Levi’s Stadium
6. Manage Strategically our Workforce Capacity and Resources
7. Promote Sustainability and Environmental Protection
As part of the Council Priority Setting, the City Council also adopted FY 2022/23 Budget Principles.
These Budget Principles provide a framework for budget review and development, ensuring fiscal stability by considering both the short and long-term impacts of any funding decisions. The principles were modified to acknowledge the drop of the Budget Stabilization Reserve (BSR) to 15% of expenditures in FY 2022/23. The FY 2021/22 and FY 2022/23 Biennial Operating Budget assumed the drop in the BSR below the policy level of 25% of expenditures as a budget balancing action. The Budget Principles can be found in the Budget and Fiscal Policies section of the Proposed Budget document.
This budget continues the biennial budget process that alternates between an operating and capital budget. This year’s budget focuses on the capital infrastructure, supporting the facilities that serve our residents and community. Amendments to the FY 2022/23 Adopted Operating Budget are also included. The Proposed Budget is attached to the memorandum and can be found online at:
https://www.santaclaraca.gov/home/showpublisheddocument/77216 Budget Study Sessions are scheduled for May 24, 2022 and June 7, 2022 and the public hearing and City of Santa Clara Page 1 of 7 Printed on 5/19/2022
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22-100 Agenda Date: 5/24/2022
budget adoption are scheduled for June 21, 2022.
DISCUSSION
The annual budget serves as a financial plan and operational guide that reflects the policies, goals, and priorities of the City Council and community. The capital budget guides the City in the planning, scheduling, and budgeting of capital investments within the City.
Total Budget Overview
The FY 2022/23 Proposed Budget totals $1.12 billion and reflects a 7.6% reduction from FY 2021/22 Adopted Budget. The FY 2022/23 Proposed Budget is below the FY 2021/22 Adopted Budget of $1.22 billion primarily because the carryover of funds from FY 2021/22 to FY 2022/23 has not yet been factored into the budget. These carryover adjustments are expected to be brought forward later in the budget process and incorporated into the FY 2022/23 Adopted Budget. In the General Fund, the FY 2021/22 Adopted Budget is higher than the FY 2022/23 Proposed Budget due primarily to one -time transfers in FY 2021/22, including the $18.0 million transfer of the Building Inspection Reserve to the newly established Building Development Services Fund.
The attached Table 1: City of Santa Clara Annual Budget summarizes the total budgets by fund group.
Biennial Capital Budget
The CIP guides the City in the planning, scheduling, and budgeting of capital investments within each of the twelve theme areas. The FY 2022/23 and 2023/24 Biennial Capital Budget and CIP is a carefully balanced budget that reflects the City Council priorities and continues strategic investments in the City’s infrastructure. The Proposed Biennial Capital Budget totals $382.1 million and the fiveyear CIP totals $624.5 million.
The attached Table 2: Proposed CIP by Theme is a breakdown of the capital budget by theme.
Capital Highlights
Of the $624.5 million CIP, $508.8 million (81%) funds capital projects for the City’s utilities and there is sufficient funding in the associated utility funds to support these projects. The other projects total $115.7 million (19%) and fund improvements to the parks, trails, libraries, transportation system, storm system, convention center and other City facilities. There are significant funding gaps in these areas and unfunded projects identified in this budget total $571.6 million over the next five years.
This funding gap does not fully represent all the unmet/deferred infrastructure needs throughout the City beyond the five-year CIP period.
Long term funding strategies are needed to meet the City’s infrastructure needs as the General Fund does not have sufficient funding to cover these capital costs. The General Fund Capital Projects Reserve (CPR) is fully allocated in this Proposed CIP to address the most immediate needs. The limited CPR provides funding of $9.9 million for capital projects, including $6.7 million for projects identified in this CIP and $3.2 million for projects previously approved for funding in the out years of the last CIP.
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22-100 Agenda Date: 5/24/2022
Following are some of the key investments by theme in this CIP that are detailed in the Capital Improvement Program section of the Proposed Budget:
· Administrative Facilities - Stationary Standby Generators ($2.1 million), RepairsModifications to City Buildings ($325,000), Repairs to Historic Buildings ($200,000), and Replacement of Self-Contained Breathing Apparatus Filling Stations ($100,000); · Community Facilities -Park Service Center Roof ($800,000), Central Park Library Concrete Replacement (273,000), and Central Park Master Plan - Aquatic Center Planning and Design ($358,000);
· Convention Center -Santa Clara Convention Center Condition Assessment Repair ($550,000); work will continue on projects funded in FY 2021/22; · Electric Utility - Scott Receiving Station (SRS) Rebuild and Replacement ($58.6 million), Kifer Receiving Station (KRS) Rebuild and Replacement ($53.0 million), Homestead Substation Rebuild ($33.0 million), Esperanca Substation ($26.8 million), Grizzly Tap Line Repairs ($25.0 million), NRS-KRS 115kV Line ($22.8 million), and NRS Transformer Replacement ($14.0 million);
· Other Community Projects - Related Santa Clara ($13.8 million), Tasman East Specific Plan ($3.0 million),and Patrick Henry Specific Plan ($367,000); · Parks and Trails -Community Park North - Phase I ($4.5 million), and Westwood Oaks Park Playground Rehabilitation ($1.0 million);
· Sewer Utility - San José-Santa Clara Regional Wastewater Facility ($76.5 million), Sanitary Sewer System Improvements ($10.0 million), Sanitary Sewer Condition Assessment ($2.5 million), Sanitary Sewer Hydraulic Modeling As Needed Support ($1.7 million), and Sanitary Sewer Capacity Improvements ($1.0 million);
· Solid Waste - Sanitary Landfill Development - Post Closure ($3.9 million); · Storm Drain - Storm Drain Pump Station Motor and Control Maintenance, Repair and Replacement ($556,000), Storm Drain Slide Gate Rehabilitation ($500,000), Urban Runoff Pollution Prevention Program ($300,000), and Storm Drain Pump Station Facility Maintenance & Repair ($184,000);
· Technology and Equipment - Utility Management Information System Enhancements ($2.0 million), Geospatial Information System (GIS) Enterprise System ($1.5 million), Protective Equipment Replacement (Fire) ($1.0 million), and Financial and Human Resources Management System (FHRMS) Update Project ($296,000);
· Transportation - Annual Street Maintenance and Pavement Rehabilitation ($38.2 million), Bridge Maintenance Program ($2.4 million), Pedestrian and Bicycle Enhancement Facilities ($1.5 million), Traffic Signal Enhancements ($2.5 million), and Uncontrolled Crosswalks and Improvements ($5.7 million); and
· Water and Recycled Water Utilities - Distribution System Replacement/ Restoration ($10.0 million), New and Replacement Wells ($5.6 million), Buildings and Grounds ($3.7 million), and Supervisory Control and Data Acquisition (SCADA) Improvements ($2.5 million).
Unfunded Projects
While there is funding available to support the capital projects for the City’s utilities, there is insufficient funding to meet the infrastructure needs in many other areas. The attached Table 3:
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Unfunded CIP Projects by Theme identifies unfunded projects of $571.6 million that were itemized as part of this CIP process.
Descriptions of the unfunded projects are provided in the Capital Improvement Program section of the Proposed Budget by theme.
The unfunded projects identified in the Proposed Budget represent only a portion of the unmet/deferred infrastructure needs in the City, with many significant needs spread across the capital theme areas, including:
· 2015 Storm Drain Master Plan identified $343 million in projects (2018 dollars), including almost $68 million in high priority projects
· Transportation infrastructure (e.g., traffic signal infrastructure replacement, uncontrolled crosswalks, Bicycle Plan, Creek Trail Master Plan, and pavement) · Public Buildings (new City Hall, existing City Hall, fire stations, historic buildings, corporation yard, ADA plan)
· Expand capacity (e.g., library)
In addition to these unfunded needs, there are other City Council priorities that have not been funded. On December 14, 2021, City staff presented the FY 2020/21 Budget Year-End Report that included $400,000 for City Council initiatives. Of this amount, $75,000 was allocated to support homelessness and the remaining balance of $325,000 is available to carryover to FY 2022/23 to support Council initiatives. Discussion will be included in the Study Session to obtain feedback and direction from the City Council regarding the potential allocation of these funds. As identified for the 2022 City Council Priority Setting Session, the following capital priorities are unfunded:
· Vision Zero Policy;
· Transportation “Quiet Zone;
· Transportation Demand Management Study;
· Station Area Plan; and
· Downtown Task Force/Precise Plan.
Separately, there have been numerous Council Initiatives that have been requested and or discussed at the City Council that do not have capital funding identified. These include, but are not limited to:
· Ballot measure for infrastructure bond or tax in November 2024; · Revisions to the El Camino Real Specific Plan;
· Sanitary Sewer laterals;
· Construction of Lawn Bowl Facility;
· Crosswalks/Beacons at various locations;
· Feasibility study for constructing a roadway undercrossing at the railroad tracks separating Benton Street and Brokaw Road near the Santa Clara Caltrain Station and Future BART Station; and
· Swim center improvements.
CIP Funding Strategies
The City has historically relied on annual General Fund savings allocated to the Capital Projects Reserve to support various capital improvements not supported by dedicated funding sources (e.g., City of Santa Clara Page 4 of 7 Printed on 5/19/2022
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utility infrastructure funds, dedicated transportation and parks funds). The Capital Projects Reserve does not provide consistent funding nor is it sufficient to address the significant unfunded/unmet capital infrastructure needs. Additional capital revenue sources are needed to start meeting these needs. In the future, this could include a bond measure, a parcel tax measure, and/or other dedicated funding (e.g., allocate an increase to the documentary transfer tax to fund City infrastructure). These funding strategies have successfully been used in other jurisdictions.
Staff will continue to recommend the pursuit of alternative funding sources to improve the City’s infrastructure to meet the needs of our community. Because these alternative funding strategies typically require voter approval, efforts to inform the public about these capital needs and obtain their feedback are critical to gain community support. These efforts are expected to continue with a goal of bringing forward a potential ballot measure in November 2024, allowing time for a robust community engagement process.
FY 2022/23 Adopted Operating Budget
FY 2022/23 Budget Balancing
The Adopted FY 2021/22 and FY 2022/23 Biennial Operating Budget included a General Fund budget balancing strategy that relied on a combination of expenditure reductions, revenue solutions, and use of reserves. The use of ongoing and one-time solutions balanced the competing goals of aligning ongoing revenues and expenditures and minimizing the service delivery impacts to the community. This also allowed for time to evaluate the post COVID-19 recovery.
The overall FY 2022/23 General Fund balancing strategy that primarily uses reserves to address the projected shortfall remains in place. Because the FY 2021/22 and FY 2022/23 Biennial Operating Budget used one-time balancing actions and reserves, additional budget balancing actions will be necessary in the upcoming FY 2023/24 and FY 2024/25 Biennial Operating Budget that will be adopted in June 2023. Based on the most recent forecast, a General Fund shortfall of $19.6 million is expected to be addressed as part of that budget process. This shortfall figure may be adjusted in the next Ten-Year General Fund Forecast that will be updated in January 2023.
Work to identify new ongoing sources has been underway, including fiscal sustainability measures for consideration on the November 2022 ballot. These measures will be critical to better position the City moving forward and reduce the level of service disruptions that may be needed to address the budget deficit.
FY 2022/23 Operating Budget Amendments
The City Council approved the FY 2021/22 and 2022/23 Biennial Operating Budget in June 2021.
While this year’s budget is focused on the capital budget, budget amendments to the FY 2022/23 Adopted Operating Budget are necessary to reflect the updated revenue estimates and to account for updated labor and non-personnel costs in the General Fund and other funds.
The 2022/23 Proposed Budget also reflects an increase of 32.0 positions from the 2021/22 Adopted Budget. The following positions were added during FY 2021/22: 1) 18.0 non-General Funded positions to support the Electric Utility; 2) 10.0 positions in the Police Department to restore several City of Santa Clara Page 5 of 7 Printed on 5/19/2022
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eliminated and frozen positions from the $1.7 million added by the City Council for this purpose in the FY 2021/22 and FY 2022/23 Biennial Operating Budget; and 3) 4.0 positions supported by various funds and reimbursements. These positions are detailed in the Budgeted Positions section of this document.
The detailed amendments to the FY 2022/23 Operating Budget by fund can be found in the Appendices section of the Proposed Budget.
ENVIRONMENTAL REVIEW
The action being considered does not constitute a “project” within the meaning of the California Environment Quality Act (“CEQA”) pursuant to CEQA Guidelines section 15378(a)(4) in that it is a fiscal activity that does not involve any commitment to any specific project which may result in a potential significant impact on the environment.
FISCAL IMPACT
The Proposed Biennial Capital Budget totals $150.1 million in FY 2022/23 and $232.0 million in FY 2023/24, and the five-year Capital Improvement Program totals $624.5 million. The Proposed Operating Budget for FY 2022/23 is $974.8 million. The combined proposed capital and operating budgets for FY 2020/21 totals $1.12 billion.
Under the City Council approved budget policies, the Budget Stabilization Reserve is to be set at a minimum of 25% of expenditures. Given the City’s fiscal challenges, the City Council approved an exception to this policy in the FY 2021/22 and FY 2022/23 Biennial Operating Budget, allowing the reserve to drop to 15% of expenditures. In the FY 2022/23 Amended Budget, the Budget Stabilization Reserve is projected to drop to $40.4 million, or 15% of the General Fund, as part of this budget.
COORDINATION
This report has been coordinated with the City Attorney’s Office.
PUBLIC CONTACT
Public contact was made by posting the Council agenda on the City’s official-notice bulletin board outside City Hall Council Chambers. A complete agenda packet is available on the City’s website and in the City Clerk’s Office at least 72 hours prior to a Regular Meeting and 24 hours prior to a Special Meeting. A hard copy of any agenda report may be requested by contacting the City Clerk’s Office at (408) 615-2220, email [email protected] <mailto:[email protected]> or at the public information desk at any City of Santa Clara public library.
RECOMMENDATION
Review and provide input on the Proposed FY 2022/23 & FY 2023/24 Biennial Capital Improvement Program Budget and FY 2022/23 Operating Budget Changes.
Reviewed by: Kenn Lee, Director of Finance
Approved by: Rajeev Batra, City Manager
ATTACHMENT
1. Table 1: City of Santa Clara Annual Budget
2. Table 2: Proposed CIP by Theme
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3. Table 3: Unfunded CIP Projects by Theme
4. FY 2022/23 & FY 2023/24 Biennial Capital Improvement Program Budget and FY 2022/23 Operating Budget Changes
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Table 1: City of Santa Clara Annual Budget
Fund Type
FY 2021/22
Adopted Budget
FY 2022/23
Proposed Budget
General Fund $286,025,931 $269,591,355
Special Revenue Funds 28,214,477 27,453,289
Enterprise Funds 670,250,848 815,864,620
Internal Service Funds 41,211,645 42,329,153
Debt/Other* 39,291,994 19,846,647
Less (Transfers, Contributions, and Reserves)* (178,378,596) (200,317,482) Subtotal Operating Budget $886,616,299 $974,767,582
Capital Funds $ 337,391,387 $ 151,522,312
Less (Transfers, Contributions, and Reserves)* (6,682,539) (1,454,000) Subtotal Capital Budget $330,708,848 $150,068,312
Total Budget $1,217,325,147 $1,124,835,894
* Adjusts for transfers, contributions and reserves to avoid double counting of the same funds (e.g., internal service funds are excluded).
Table 2: Proposed CIP by Theme
Theme
2022/23
Budget
2023/24
Budget
Biennial
Budget
Five-Year
CIP
Administrative Facilities $1,320,000 $1,551,000 $2,871,000 $2,871,000 Community Facilities 1,431,000 0 1,431,000 1,431,000
Convention Center 0 0 0 550,000
Electric Utility 93,832,936 184,175,278 278,008,214 389,769,831 Other Community Projects 9,460,082 6,453,710 15,913,792 34,882,959 Parks and Trails 3,028,920 278,000 3,306,920 7,806,920
Sewer Utility 19,045,006 17,797,655 36,842,661 92,217,360 Solid Waste 743,000 765,000 1,508,000 3,944,000
Storm Drain 761,000 714,000 1,475,000 1,475,000
Technology & Equipment 861,536 1,302,374 2,163,910 4,944,718 Transportation 12,869,832 13,790,232 26,660,064 61,725,510 Water and Recycled Water
Utilities
6,715,000 5,215,000 11,930,000 22,835,000
Total Capital Budget $150,068,312 $232,042,249 $382,110,561 $624,453,298 Table 3: Unfunded CIP Projects by Theme
Theme Unfunded Projects
Administrative Facilities $75,495,667
Community Facilities 244,581,305
Convention Center 12,649,017
Parks and Trails 141,484,400
Storm Drain 35,317,032
Technology and Equipment 3,492,520
Transportation 58,544,015
Total Unfunded Projects $571,563,956
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FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | TABLE OF CONTENTS
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Transmittal Letter………………………………………………………...………………………....................…...… 7 City Profile………...…………………………………………………………………………………...…………………… 31 Budget and Fiscal Policies.…………………………………………………….…...…………………...……………… 49 Budget Summary...……………………………………………………………...…………………………...…………… 83 Revenues by Fund...………………………………………………………………………………...……………… 85 Expenditures by Fund………………………………………………………………..……………...……………… 88 Transfer Schedule……………......……………………………………..……………....…………...……………… 91 CIP Budget by Theme……………………..………………………………………………………...……………… 94 CIP Budget by Fund …..…………………………………………………………………..…...…...……….....…. 95 CIP Unfunded List…………………….………………………………………………………...…...………......... 97 CIP Operating Impacts………………………..……………………………………………...…...………......….. 100 CIP Budget by Expenditure Category………………………………............................…...……….............. 101 Summary of Budgeted Positions………….…………………...…..……………………………..…...……….......… 103 Debt Service………….…………………...……………………………….…..…………………..…...……….....…… 107 Ten-Year General Fund Financial Forecast……………………..…………………………....…...……….....…… 121 Statements of Sources and Uses of Funds……………………..…………………………....…...……..…...……… 147 General Fund………………………………………………………………………..…………...…...……….......…...… 149 Special Revenue and Other Funds……………………………………………...……………..…...……..…...……… 163 American Rescue Plan Act (ARPA) Fund……………………….…………………………..…...……..…...…… 170 Bridge Maintenance District #2 Fund………………………..…………………………..…...……..…...………… 171 Building Development Services Fund………………………..…………………………..…...……..…...………… 172 Building Special Programs and Training Fund……………………….…………………………..…...……..….. 173 City Affordable Housing Fund.…………………………..………………………………....…...……..…...……. 174 Community Facilities District No. 2019-1 (Lawrence Station) Fund……………………..…...……..…...…… 175 Convention Center Maintenance District Fund.…………………………………………...…...……..…...…… 176 Developer Traffic Payments Fund..……………………………….................…………...…...……..…...…… 177 Downtown Parking Maintenance District Fund..……………………………...…………...…...……..…...…… 178 Endowment Care Fund……………..………………………………………………………..…...……..…...…… 179 Engineering Operating Grant Trust Fund…………………………………………………..…...……..…...…… 180 Expendable Trust Fund……………………………………………………………………...…...……..…...…… 181 Fire Operating Grant Trust Fund ……………………………….…………………………..…...……..…...…… 183 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | TABLE OF CONTENTS
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Special Revenue and Other Funds……………………………………………...……….……..…...……..…...…… Gas Tax Fund ………………………………………………………………………………..…...……..…………… 184 Housing and Urban Development Fund ……………………………………………………………..….....……… 185 Housing Authority Fund ………………………………………………………………………..…...………..……… 186 Housing Successor Agency Fund …………………………………………………………………..….....……… 187 Library Donations Trust Fund ……………………………………………………..…...…...……………………… 188 Library Operating Grant Trust Fund ……………………………………………..…...…...……………………… 189 Other City Departments Operating Grant Trust Fund ………………………..…...…...………………………… 190 Parks and Recreation Operating Grant Trust Fund ……………………………………..…...…...……………… 192 Perpetual Care Fund………………………………………………………………..…...…...……………………… 193 Police Operating Grant Trust Fund………………………………………………………..………………..…...… 194 Prefunded Plan Review Fund ……………………………………………………………………..……………….. 196 Public Donations Fund ……………………………………………………………………..………………..…...… 197 Public, Educational, and Governmental Fee Fund ……………………………………...………………..…...… 199 Road Maintenance and Rehabilitation (SB1) Fund ……………………………………..………………..…...… 200 Traffic Mitigation Fund ……………………………………………………………………...………………..…...… 201 Enterprise Funds…………………………………………...………………...………………..…...………… 203 Cemetery Fund.…………………………………………………………………...………………..…...…………… 209 Convention Center Enterprise Fund…………………………………………………….……...………………..… 210 Electric Operating Grant Trust Fund ……………………………………………………...……...……………… 211 Electric Utility Fund.………………………………………………………………...………………..…...………… 213 Sewer Utility Fund……………………...…………………………………………………………...……………… 215 Solid Waste Fund.……………………………………………………………...…………………...……………… 217 Water Recycling Fund……………………………………………………………………………...………………. 219 Water Utility Fund…………………………………………………………………………………...……………… 220 Internal Service Funds………………………...…………………………………………………..……………………… 223 Communication Acquisitions Fund…...…………………………………………………………………...……… 227 Fleet Operations Fund….…………………………………………………………………………………………... 228 Information Technology Services Fund…..……………………………………………………………………...… 229 Public Works Capital Projects Management Fund……………………………………………………………… 230 Special Liability Insurance Fund……...…………………………………………………………………………… 231 Unemployment Insurance Fund.…………………………………………………………..………………………. 232 Vehicle Replacement Fund………………………………………………………………………………………… 233 Workers’ Compensation Fund……..………………………………………………………………………………. 234 Capital Improvement Program Funds………………………...………………………………..……………..…...… 235 Cemetery Capital Fund.…………………………………………………………………….……………..…...…… 240 Convention Center Capital Fund…………….…………………………………………………..……………..….. 241 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | TABLE OF CONTENTS
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Capital Improvement Program Funds………………………...…………………………………………..…...…… Electric Utility Capital Fund…………….…………………………………………………..……………..…...…… 242 Fire Department Capital Fund………………...…………………………………………………………..…...…… 245 General Government Capital Fund………………………………………………………..……………..…...…… 247 Library Department Capital Fund………………...………………………………………....……………..…...… 249 Parks and Recreation Capital Fund.………………………………………………………..……………..…...… 250 Patrick Henry Drive Infrastructure Improvement Fund….................................................................... 253 Public Buildings Capital Fund..………………………….…………………………………..……………..…...… 254 Recycled Water Capital Fund………………………………………………………….…....……………..…...… 256 Related Santa Clara Developer Fund…………………………………………………….....……………..…...… 257 Sewer Utility Capital Fund …………………………………………………………………..……………..…...… 258 Solid Waste Capital Fund.…………………………………………………………………...……………..…...… 260 Storm Drain Capital Fund …………………………………………………………………...……………..…...… 261 Street Lighting Capital Fund..………………………………………………………………..……………..…...… 263 Streets and Highways Capital Fund………………………….……………………………..……………..…...… 264 Tasman East Infrastructure Improvement Fund…................................................................................ 268 Water Utility Capital Fund……..……………………………………………………………..……………..…...… 269 Other Agency Funds………………………...………………………………..……………….………………………..… 271 Sports and Open Space Authority Fund…………………………………………………...…………………..… 274 Capital Improvement Program……….……………………………………………………………………………….. 275 Administrative Facilities………..…………………………………….………………………………………..…… 277 Community Facilities. ……………..………………………………………………………………………………. 297 Convention Center…………………………………………………………………………………………………..… 315 Electric Utility………………………….…………………………………………………………………………….. 325 Other Community Projects ………………………….……..……………………………..………………………. 373 Parks and Trails………………………...……………………….………………………………..………………… 387 Sewer Utility………………. ……………………….………………………………………………..……………… 407 Solid Waste……………………………………………...……………………………………..…………………… 419 Storm Drain…….………………..……………………………………………………..……………………………… 425 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | TABLE OF CONTENTS
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Capital Improvement Program……….………………………………………………………………………………..
Technology and Equipment………………………………………………………………………………………… 441 Transportation………………………………………………………………………………………………………… 459 Water and Recycled Water Utilities………………………………………………………..……………………… 497 Appendices………………………………………………………………………………………………………………..… 511 Budget Amendments Overview…..……………………………………………………………………………..…… 511 Operating Budget Change Summary – Revenue ………………………..……..………..…………………..…… 512 Operating Budget Change Summary – Expenditures ………...……………………………………………..…… 514 Department Expenditures Change………………………………………………………….…………………..…… 516 FY 2022/23 Budget Amendments to Adopted Operating Budget……………………....…………………..…… 534 CSMFO Award……………….....................................................………....…………………..……………… 563 GFOA Award……………….....................................................………....…………………..……………… 564 Indices…………………………………………………………………………………………….………………………..… 567 CIP Project Index by Theme..………………………………………………………….………………………..… 567 CIP Project Index by Department……….…………………………………………….………………………..…… 573 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | TRANSMITTAL LETTER April 29, 2022
Honorable Mayor, City Council and Residents of Santa Clara, I am pleased to present the Proposed Biennial Capital Budget for fiscal years (FY) 2022/23 and 2023/24 and Five-Year Capital Improvement Program (CIP) as well as proposed amendments to the FY 2022/23 Adopted Operating Budget. This continues the biennial budget process that alternates between an operating and capital budget. This year’s budget focuses on our capital infrastructure, supporting the facilities that serve our residents and community.
The Biennial Capital Budget totals $382.1 million and the FiveYear CIP totals $624.5 million, supporting infrastructure improvements throughout the City. Of this CIP amount, $508.8 million (81%) funds capital projects for the City’s utilities and there is sufficient funding in the associated utility funds to support these projects. The other projects total $115.7 million and fund improvements to the parks, trails, libraries, transportation system, storm system, convention center and other City facilities. There are significant funding gaps in these areas and unfunded projects identified in this budget total $571.6 million over the next five years. This funding gap does not fully represent all the unmet/deferred infrastructure needs throughout the City beyond the five-year CIP period. Long term funding strategies are needed to meet these infrastructure needs as the General Fund does not have sufficient funding to cover these capital costs. The General Fund Capital Projects Reserve was fully allocated in this Proposed CIP to address the most immediate needs.
While the focus of this budget is on capital improvements, there are recommended FY 2022/23 operating budget adjustments to update revenue estimates and account for updated labor and non-personnel costs in the General Fund and other funds.
The City of Santa Clara must be able to maintain critical services that address our community’s urgent priorities. To preserve services, the overall FY 2022/23 General Fund balancing strategy that primarily uses reserves to address the projected shortfall remains in place. Because the FY 2021/22 and FY 2022/23 Biennial Operating Budget used one-time balancing actions and reserves, additional budget balancing actions will be necessary in Budget Milestones:
April 29: Release of Proposed
Budget
May 24: City Council Study
Session on Proposed
Budget
June 7: City Council Study
Session on Proposed
Budget
June 21: Public Hearing and
Adoption of FY
2022/23 and FY
2023/24 Biennial
Capital Budget and
Amendments to the FY
2022/23 Operating
Budget
July 1: Start of Fiscal Year
2022/23
7 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | TRANSMITTAL LETTER the upcoming FY 2023/24 and FY 2024/25 Biennial Operating Budget that will be adopted in June 2023.
Based on the latest Ten-Year General Fund Forecast, an ongoing shortfall of $19.6 million is projected and will be addressed in the next Biennial Operating Budget. A combination of cuts, service deferments, internal cost controls (e.g., hiring freeze and controls on overtime, as-needed staff, marketing, travel, technology, and vehicle purchases), additional local revenue, and continued use of reserves is again expected to be used. Work to identify new ongoing revenue sources is underway, including fiscal sustainability measures for consideration on the November 2022 ballot. These measures will be critical to better position the City moving forward and reduce the level of service disruptions that may be needed to address the budget deficit.
Following is an overview of the total Proposed FY 2022/23 budget, the biennial capital budget and CIP, and proposed changes to the FY 2022/23 operating budget.
TOTAL BUDGET OVERVIEW
The FY 2022/23 Proposed Budget totals $1.12 billion. This budget figure includes adjustments for transfers, contributions and reserves to avoid double counting of the same funds (e.g. internal service funds are excluded).
The FY 2022/23 Proposed Budget is below the FY 2021/22 Adopted Budget of $1.22 billion primarily because the carryover of funds from FY 2021/22 to FY 2022/23 has not yet been factored into the budget. These carryover adjustments are expected to be brought forward later in the budget process and incorporated into the FY 2022/23 Adopted Budget.
Table 1 below summarizes the total budgets by fund group.
Table 1: City of Santa Clara Annual Budget
Fund Type
FY 2021/22
Adopted Budget
FY 2022/23
Proposed Budget
General Fund $ 286,025,931 $269,591,355
Special Revenue Funds 28,214,477 27,453,289
Enterprise Funds 670,250,848 815,864,620
Internal Service Funds 41,211,645 42,329,153
Debt/Other* 39,291,994 19,846,647
Less (Transfers, Contributions, and Reserves)* (178,378,596) (200,317,482) Subtotal Operating Budget $886,616,299 $974,767,582
Capital Funds $337,391,387 $151,522,312
Less (Transfers, Contributions, and Reserves)* (6,682,539) (1,454,000) Subtotal Capital Budget $330,708,848 $150,068,312
Total Budget $ 1,217,325,147 $1,124,835,894
* Adjusts for transfers, contributions and reserves to avoid double counting of the same funds (e.g., internal service funds are excluded).
8 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | TRANSMITTAL LETTER Guiding Framework
The capital projects are aligned to the following Council Strategic Pillars that were adopted by the City Council.
Table 2: Proposed CIP by Strategic Pillar
Strategic Pillar Projects %
Promote and Enhance Economic, Housing, and Transportation Development $14.4 M 2.3% Deliver and Enhance High Quality Efficient Services and Infrastructure 592.3 M 94.9% Enhance Community Sports, Recreational and Arts Assets 9.0 M 1.4% Enhance Community Engagement and Transparency 0 M 0.0%
Ensure Compliance with Measure J and Manage Levi’s Stadium 0 M 0.0% Manage Strategically Our Workforce Capacity and Resources 1.4 M 0.2% Promote Sustainability and Environmental Protection 7.4 M 1.2% Total CIP Budget $624.5 M 100%
On February 8, 2022, the City Council reviewed and adopted FY 2022/23 Budget Principles (found in the Budget and Fiscal Policies section). These Budget Principles provide a framework for budget review and development, ensuring fiscal stability by considering both the short and long-term impacts of any funding decisions.
CAPITAL BUDGET OVERVIEW
The CIP guides the City in the planning, scheduling, and budgeting of capital investments within each of the twelve theme areas. The FY 2022/23 and 2023/24 Biennial Capital Budget and CIP is a carefully balanced budget that reflects the City Council priorities and continues strategic investments in the City’s infrastructure.
The Proposed Biennial Capital Budget totals $382.1 million and the five-year CIP totals $624.5 million.
Capital Project Overview by Theme
Table 3: Proposed CIP by Theme
Theme
2022/23
Budget
2023/24
Budget
Biennial
Budget
Five-Year
CIP
Administrative Facilities $1,320,000 $1,551,000 $2,871,000 $2,871,000 Community Facilities 1,431,000 0 1,431,000 1,431,000
Convention Center 0 0 0 550,000
Electric Utility 93,832,936 184,175,278 278,008,214 389,769,831 Other Community Projects 9,460,082 6,453,710 15,913,792 34,882,959 Parks and Trails 3,028,920 278,000 3,306,920 7,806,920
Sewer Utility 19,045,006 17,797,655 36,842,661 92,217,360 Solid Waste 743,000 765,000 1,508,000 3,944,000
Storm Drain 761,000 714,000 1,475,000 1,475,000
Technology and Equipment 861,536 1,302,374 2,163,910 4,944,718 Transportation 12,869,832 13,790,232 26,660,064 61,725,510 Water and Recycled Water Utilities 6,715,000 5,215,000 11,930,000 22,835,000 Total Capital Budget $150,068,312 $232,042,249 $382,110,561 $624,453,298 9 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | TRANSMITTAL LETTER Prioritizing Capital Projects
The capital projects are prioritized within each theme based on a number of factors, including:
• condition assessments of the existing infrastructure
• infrastructure needs to address growth and capacity needs due to development • improvements to meet changing needs and address City goals, such as energy efficiency projects and pedestrian and bicycle improvements
• availability of funding, including dedicated sources and grants The capital infrastructure associated with the City’s utilities (electric, water, recycled water, sewer, and solid waste) is funded primarily through customer service charges, developer contributions, and debt financing. Improvements are programmed to maintain the current infrastructure as well as address future capacity needs. There are dedicated funding sources to address these needs.
Capital projects in the non-utility infrastructure areas (e.g., transportation, parks, community centers, libraries, city facilities, storm system, convention center) are prioritized based on the factors above within the available funding. The dedicated funding sources, such as Quimby Act and Parks Mitigation Fee Act revenues, Gas Tax revenues, and various grants and developer contributions, are programmed in accordance with the funding restrictions. The General Fund Capital Projects Reserve (CPR) is used to address capital projects needs where there is not a dedicated funding source.
In the Proposed CIP, the limited CPR provides funding of $9.9 million for capital projects, including $6.7 million for projects identified in this CIP and $3.2 million for projects previously approved for funding in the out years of the last CIP. These modest sources are sufficient to fund only some of the most critical needs; there remains $571.6 million of unfunded projects identified over the next five years.
The proposed uses of the limited CPR funds address
critical needs and health and safety issues (e.g.,
Stationary Standby Generators, Fire Personal
Protective Equipment Replacement, and Central Park
Library Concrete Sidewalk Replacement), allocate
minimal funding to maintain city assets (e.g., RepairModifications to City Buildings, and Repair Historic Buildings), and meet various requirements (e.g., Urban
Runoff Pollution Prevention and Bridge Maintenance
Program) as shown in the table below. Given the
limited funding available, most of the projects are
funded for the first two years which represent the
Biennial Capital Budget period, with unfunded amounts in the out years that would have to be addressed in a future CIP as funding allows.
10 City of
Santa Clara
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | TRANSMITTAL LETTER Table 4: FY 2022/23 – FY 2026/27 Five-Year Capital Improvement Program Proposed Use of the General Fund Capital Project Reserve Theme
FY
2022/23
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
5-Year
Total
Administrative Facilities
Morse Mansion Maintenance &Repair $50,000 $50,000 $100,000 Repair to Historic Buildings 100,000 100,000 200,000
Repairs-Modifications to City Buildings 150,000 175,000 325,000 Replacement Self-Contained Breathing
Apparatus (SCBA) Filling Stations
100,000 100,000
Stationary Standby Generators 920,000 1,191,000 2,111,000 Triton Museum Repair & Modifications 35,000 35,000
Administrative Facilities Total $1,320,000 $1,551,000 $0 $0 $0 $2,871,000 Community Facilities
Central Park Library Concrete Sidewalk
Replacement
$273,000 $273,000
Community Facilities Total $273,000 $0 $0 $0 $0 $273,000 Storm Drain
Storm Drain Pump Station (SDPS)
Facility Maintenance & Repair
$113,000 $71,000 $184,000
SDPS Motor & Control Maintenance,
Repair & Replace
148,000 408,000 556,000
Storm Drain Slide Gate Rehabilitation 500,000 500,000
Urban Runoff Pollution Prevention Pgm 300,000 300,000
Storm Drain Total $761,000 $779,000 $0 $0 $0 $1,540,000 Technology and Equipment
Defibrillator Replacement Project $70,000 $70,000 $140,000 Financial & Human Resources Mgmt.
System (FHRMS) Update Project
39,283 39,283 39,283 117,849
Personal Protective Equipment
Replacement
416,536 357,374 234,374 1,008,284
Utility Mgmt. Information Systems
(UMIS) Enhancements
1,000 1,000 1,000 1,000 4,000
Technology and Equipment Total $525,819 $467,657 $274,657 $1,000 $1,000 $1,270,133 Transportation
Annual Creek Trail Rehabilitation
Program
$200,000 $200,000
Annual Curb Ramp Installation 150,000 150,000 300,000
Bridge Maintenance Program 560,000 740,000 710,000 2,010,000 Safe Routes to School 90,000 90,000 180,000
Sidewalk, Curb and Gutter Repair 300,000 300,000 600,000 Street Tree Services 419,000 419,000
Traffic Engineering Consultant Support 100,000 100,000 200,000 Transportation Total $1,619,000 $1,580,000 $710,000 $0 $0 $3,909,000 Total General Fund CPR Funded
Projects
$4,498,819 $4,377,657 $984,657 $1,000 $1,000 $9,863,133 11 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | TRANSMITTAL LETTER Capital Projects by Theme
Following are highlights of the capital projects included in the Proposed CIP by theme.
Administrative Facilities
The Administrative Facilities theme includes projects to preserve the function and operational efficiency of City facilities such as the Triton Museum, Morse Mansion, City Hall and other historic buildings. These capital investments will provide renovations and improvements to include paint, plumbing and electrical fixtures, and roof repairs to ensure safe and appropriate facilities for the public and City employees.
Some of the major projects in the Administrative Facilities are detailed below.
Replacement of Self-Contained Breathing Apparatus (SCBA) Filling Stations This project funds the replacement of an SCBA filling station at Fire Station 9 that refills SCBA air bottles used by firefighters.
Stationary Standby Generators
Many of the City’s stationary emergency standby generators have reached their useful life cycles and need major repairs.
This project will replace standby generators throughout the City to improve reliability and comply with regulatory requirements.
Maintenance and Repair of City and Historic Buildings
There are four projects that set aside funding to maintain and repair the following: 1) city buildings, 2) historic buildings, 3) the Triton Museum, and 4) Morse Mansion.
Community Facilities
The Community Facilities theme includes projects to enhance the functionality and sustainability of many important city-owned facilities.
The major projects in the Community Facilities theme are detailed below.
Central Park Library Concrete Sidewalk Replacement Project This project repairs the concrete sidewalk between the handicapped parking spaces and short-term parking spaces and the building at the Central Park Library.
Parks Service Center Roof
The Parks Service Center building was constructed in the 1960's and contains the original roofing materials. The existing roof is beyond its useful life and is in dire need of replacement. The project consists of replacement of the parks service center roof and, if required in order to comply with code requirements, minor ADA upgrades to 12 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | TRANSMITTAL LETTER the existing restroom. The installation of solar panels, funded by Silicon Valley Power (SVP), will also be incorporated into the project.
Central Park Master Plan – Aquatic Center Planning and Design The George Haines International Swim Center (ISC) is beyond its useful life and needs to be replaced. This project includes a forensic engineering/architectural and failure study of the ISC facility and its infrastructure with recommendations on necessary repairs, costs, and potential closure timeline. This project also includes planning efforts for the first phase of the project, including: community outreach; master plan preparation; and development of specific plans, specifications, and cost estimate (PS&E) for a new 50-meter multi-use pool and bathhouse. The new pool facility would be located on the Kiely Blvd. side of the park, reducing existing traffic, parking, noise concerns and closure of the ISC due to failure.
Convention Center
The Convention Center’s CIP is managed by OVG360 (formerly Spectra) and is comprised of projects focused on the maintenance, repair, renovation or replacement of existing systems and infrastructure including, but not limited to HVAC, façade and aesthetic improvements, and technological advancements.
While only limited funding of $0.6 million in FY 2024/25 is recommended in this CIP, efforts continue to complete the indoor digital signage project and update the kitchens and public spaces using existing funds budgeted in FY
2021/22. The CIP projects focus on improving the existing physical condition of the building, enhancing, and ensuring safety for all visitors and staff, and creating a highly desirable and sought-after environment that positively
contributes to overall visitor experience.
Electric Utility
The Electric Utility theme includes projects that serve to maintain and upgrade electric generation, transmission, and distribution facilities and equipment to meet the mission of the Electric Utility Department, doing business as Silicon Valley Power, to be a progressive, service-oriented utility, which offers reliable and competitively priced services for the benefit of the City and its customers.
Some of the major projects in the Electric Utility theme are detailed below.
Scott Receiving Station (SRS) Rebuild and Replacement
The Scott Receiving Station (SRS) was first constructed in 1968 and last upgraded in 2002. This project replaces SRS with a Gas Insulated Substation at the warehouse located within the existing station site and will include the installation of two 300 MVA 115/60 KV power transformers. Other work includes razing the existing receiving station after the new one is in service. Capacity for this site will be designed for up to 4 power transformers and will include a breaker and half bus arrangement.
13 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | TRANSMITTAL LETTER Kifer Receiving Station (KRS) Rebuild and Replacement
The Kifer Receiving Station (KRS) was first constructed in 1975 and has reached the end of its useful life. This project replaces KRS with a Gas Insulated Substation within the existing site and will include the installation of two 300 MVA 115/60kV power transformers. Other work includes razing the existing receiving station after the new one is in service and building a new warehouse in the resulting field. Capacity for this site will be designed for up to four power transformers and will include a breaker and half bus arrangement.
Northern Receiving Station (NRS) Transformer Replacement There are two existing 115/60kV transformers at the Northern Receiving Station (NRS) each having a rating of 186MVA. This project will upgrade and install two new 300MVA transformers to meet anticipated load growth with an expected service life of 30 years. Protection assets will be upgraded and installed to monitor that the transformers are operating within the given voltage range to prevent failure. These protection assets not only ensure reliability, they also prevent widespread damage to the entire infrastructure by limiting the path of electrical current.
Grizzly Tap Line Repairs
This project replaces a transmission line (nominally rated at 115 kV) for interconnection with PG&E’s transmission system that connects the Grizzly Project, a hydroelectric power plant, to PG&E Bucks Creek Substation. During the Dixie fire, occurring July 13, 2021 to October 25, 2021, this line was severed, thus eliminating the transmission of power from the Grizzly Project. Grizzly project is located in Elk Creek California and has as estimated annual energy generation of 43.4 GWh in an average water year and 26.1 GWh in dry years. Replacement of this line is not expected to occur until the end of 2023.
Other Community Projects
The projects in the Other Community Projects theme include those that do not easily fit within one of the other CIP categories such as the Related Santa Clara Project. The goal of projects in this category is to explore opportunities, through public-private partnerships and community engagement that would guide the growth of the City by maximizing the overall economic benefit of future land uses and create a more vibrant community.
The projects in the Other Community Projects theme are detailed below.
Related Santa Clara Project
The Related Santa Clara Project is envisioned to be an approximately 240-acre, multi-phased urban city development located in the heart of the Silicon Valley. The project will create a new center of activity for the 14 City of
Santa Clara
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | TRANSMITTAL LETTER community and region, providing significant mixed-use development, retail offerings, office buildings, hotel rooms, and rental residential dwellings at an urban scale, as well as accessible outdoor spaces and new infrastructure to support the development. City staff is providing development services for the project, offset by reimbursement from the Related Santa Clara project.
Tasman East Specific Plan and the Patrick Henry Drive
Specific Plan Projects
The specific plans identify infrastructure items to be funded by impact fees. The Tasman East Specific Plan and the
Patrick Henry Drive Specific Plan projects support the City administration of the specific plans. Developer
reimbursements are also budgeted for infrastructure
improvements in the event the developers build out more than their fees require.
Public Works Capital Projects Management Services
Allocation
The Public Works Capital Management Services Allocation recoups Public Works Department staff time and non-personnel costs for general project management, design, engineering and inspection services for the City’s CIP projects.
Parks and Trails
The projects in the Parks and Trails theme address the City Council’s adopted goal to “enhance community sports and recreational assets” by providing measurably improved play value in inclusionary, environmentally sustainable, age-friendly Parks & Recreation facilities for all residents. It also includes Trails projects by providing City facilities that serve a dual purpose of transportation (biking and walking) and recreation.
It is important to note that there are limited projects reflected in the CIP as the Quimby Act and Mitigation Fee Act revenues will be appropriated as they are received. The Parks and Trails and Community Facilities sections of this document include a prioritized list of projects that are expected to be funded from these sources once they are received. Budget amendments will be brought forward in the future to recognize these revenues and fund these projects.
Major projects in the Parks & Recreation theme are detailed below.
Community Park North - Phase I
Per the Developer Agreement, a 34.9-acre parcel, formerly part of the City's golf course, will be developed into Santa Clara’s second community park. This project is funded from Developer Contribution in the amount $5 million, of which $500,000 is for design and engineering and $4.5 million for construction of Phase I improvements. Phase I will include community outreach, schematic design and design development, and program planning. Phase I improvements will be determined after the community outreach process. 15 City of
Santa Clara
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | TRANSMITTAL LETTER Westwood Oaks Playground Rehabilitation
This project renovates the Westwood Oaks Park with the installation of new playgrounds and amenities at the existing site, which will meet the needs of the community. The Schematic Design was approved by Council on April 19, 2022.
Sewer Utility
The capital projects in the Sewer Utility theme support the maintenance, rehabilitation, and repair of the City’s sanitary sewer collection system which collects and conveys wastewater to the jointly owned San José-Santa Clara Regional Wastewater Facility (RWF) for treatment and disposal of approximately 13-14 million gallons of sanitary sewage per day. The Sewer Utility maintains sewer pump stations and collaborates with the Public Works Department in the operation and maintenance of the Storm pump stations.
Some of the major projects in the Sewer Utility theme are detailed below.
San José-Santa Clara Regional Wastewater Facility
The Regional Wastewater Facility (RWF) is jointly
owned by the City of San José and the City of Santa
Clara. This project funds the City of Santa Clara’s
portion of the RWF infrastructure rebuild. This project is based on the 2013 Plant Master Plan that had an
anticipated 30-year rebuilding period. Santa Clara
has input on the CIP expenditures and budget
through staff level collaboration with San José and
Council involvement with the Treatment Plant
Advisory Committee (TPAC).
Sanitary Sewer Improvements
This project funds repairs to the sanitary sewer system identified by the inspections performed by the Sanitary Sewer System Condition Assessment Project in FY 2021/22.
Sanitary Sewer Capacity Improvements
This ongoing project funds the study, design, and construction of sanitary sewer infrastructure improvements to address capacity deficiencies identified in the latest Sanitary Sewer Master Plan as well as improvements to meet increased capacity needs to support Santa Clara customers. This project is currently intended to fund those capacity issues identified in the 2016 Sanitary Sewer Master Plan Update, the 2021 Sanitary Sewer Management Plan (SSMP) update, and the Sanitary Sewer I/I evaluation when it is completed. 16 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | TRANSMITTAL LETTER Sanitary Sewer Condition Assessment
This project funds the ongoing assessment of the City’s sanitary sewer system via CCTV inspections. The assessment of the system is on a four-year cycle, and deficiencies will be rated based on accepted industry ratings systems, namely the National Association of Sewer Service Companies (NASSCO) system. The most serious deficiencies will be prioritized each year and are repaired under the Sewer System Improvement CIP project.
Solid Waste
The project in the Solid Waste category provides for monitoring, data collection, reporting, repairs and maintenance at the City’s closed landfill. These efforts are performed as required by the Regional Water Quality Control Board, Bay Area Air Quality Management District, CalRecycle, and Santa Clara County Department of Environmental Health.
Storm Drain
The projects in the Storm Drain category maintain and improve the storm drain infrastructure, including the pipe conveyance system, pump and lift stations, manholes, catch basins, outfalls, retention basins, trash capture devices, and drainage swales. The CIP also includes work related to compliance with the Municipal Regional Stormwater National Pollutant Discharge Elimination System Permit and management of stormwater runoff and collection.
Major projects in the Storm Drain theme are detailed below.
Storm Drain Slide Gate Rehabilitation
The City currently has 22 storm drain pump and lift stations. The pump and lift stations are maintained regularly to clear debris, trash, and other solids that could damage the stations and prevent them from operating at maximum capacity.
Routine maintenance is made difficult when continuous water flows into the stations and maintenance staff does not have the ability to stop incoming flow. To increase efficiency and reduce the level of maintenance effort, existing slide gates used to control storm water coming into the stations need to be replaced or additional slide gates need to be installed to help manage flows.
Storm Drain Pump Station (SDPS) Motor and Control Maintenance, Repair, and Replacement This project funds the maintenance, replacement, and repair of pumps, motors, controls, telemetry, valves, instrumentation and related equipment for the City’s 22 storm drain pump stations. 17 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | TRANSMITTAL LETTER Technology and Equipment
The capital projects in the Technology and Equipment category serve to increase efficiency, security, and functionality throughout the City. It should be noted that, effective FY 2022/23, several of the Information Technology Department projects will be shifted to the Information Technology Services Fund in the operating budget. Additionally, effective FY 2025/26, several Fire Department projects are planned to be shifted to the Fire Department’s General Fund operating budget.
Some of the major projects in the Technology and Equipment program are detailed below.
Fire Protective Equipment Replacement and Fire
Defibrillator Replacement
The Fire Department requires personal protective
equipment and gear for its firefighters. This project
provides funding for the regular replacement of this
equipment and gear once it reaches the end of its
useful life. Funding is also allocated to replace
defibrillators used by paramedics on Advanced Life
Support (ALS) incidents. Effective FY 2025/26, these
project budgets will be considered in the Fire
Department’s General Fund operating budget.
Utility Management Information System Enhancements
This project upgrades the Utility Billing System for compliance and business process improvements. This includes implementing a new customer self-service solution for the City’s utility customers, including a mobile app for enhanced customer experience and functionality as well as outage reporting. Upgrades will also allow the City to achieve mandated Credit Card (PCI) compliance and transition field services capability (turn on/off) to the cloud for efficiency and improved customer service.
Geospatial Information System (GIS) Enterprise System
This project provides funding towards the City’s investment in GIS technologies to build a citywide GIS enterprise system. The goal of Enterprise GIS is to distribute geospatial data and functionality throughout the City while leveraging and integrating department layers. Enterprise GIS streamlines engineering, permitting and inspection processes; improves land management; improves asset utilization of public services; and helps engage the community through increasing shared information.
Replace Network Equipment
This multi-year upgrade replaces end-of-life equipment and transforms the City’s core network infrastructure to enhance the City’s cybersecurity posture, support growth, and update technologies to enable the city’s evolving computing needs. Effective FY 2022/23, this project’s funding has shifted to the Information Technology Department’s operating budget.
18 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | TRANSMITTAL LETTER Transportation
The projects in the Transportation theme design, construct, and maintain local transportation facilities.
Transportation facilities include public streets, sidewalks, curb/gutters, handicap ramps, bicycle facilities, street intersections, crosswalks, traffic operations devices, traffic signals and equipment, traffic and street signage and pavement markings, and landscaped areas.
Some of the major projects in the Transportation program are detailed below.
Annual Street Maintenance and Rehabilitation Program
The City has an ongoing allocation for the maintenance and repair of City streets. The City uses the Pavement Management System (PMS) to determine which streets are in critical need of repair or maintenance. The yearly projects include placing surface seals, resurfacing, and/or reconstruction. Ancillary work includes removing and replacing failed pavement, replacement of concrete curbs, gutters, sidewalks, and curb ramps, and installation of roadway striping and pavement markings. The City’s current PCI is 75. Without full funding, the PCI is expected to drop to 70 over the next five years.
Bridge Maintenance Program
This project funds preventative maintenance and rehabilitation for the City's existing bridge inventory. The bridge inventory includes 49 bridges. Of these bridges, two are jointly owned with City of San Jose, and seven are jointly owned with City of Sunnyvale. There are also three additional bridges owned by the State of California for which the City has responsibilities under maintenance agreements.
Pedestrian and Bicycle Enhancement Facilities
City Council approved the Santa Clara Bicycle Plan Update and Pedestrian Master Plan in 2019. Both plans recommend
improvement projects that are currently unfunded. Staff will be pursuing various grant opportunities for project funding. This project would be used to fund the local match associated with grant applications for bicycle and pedestrian facilities. This project will also supplement funding for other bicycle lane and pedestrian improvements.
Public Right-of-Way ADA Improvements (Settlement Agreement) The City entered into a settlement agreement based on litigation requiring the City to perform improvements in the public right-of-way to remove barriers to accessibility under the Americans with Disabilities Act (ADA). The improvements include removal of concrete sidewalks, repair of asphalt, curb ramps and pedestrian street crossings. Based on accessibility standards, additional improvements may be identified and later incorporated into this project. This project uses existing funded budgeted through FY 2021/22. 19 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | TRANSMITTAL LETTER Sidewalk, Curb and Gutter Repair
This project funds the repair of concrete sidewalks, curbs, and gutters to maintain accessibility and minimize trip and fall hazards at locations identified throughout the City. New ADA ramps are installed through this project to meet requirements as necessary.
Uncontrolled Crosswalks Improvements Project
This project is designed to develop a program and enhance some of the approximately 200 uncontrolled crosswalks in Santa Clara.
The project will assess existing crosswalks that do not contain traffic signal, beacon, or stop controls for vehicles to determine if improvements are needed. This project is partially funded.
Water and Recycled Water Utilities
The capital projects in the Water and Recycled Water Utilities theme support the design, construction, distribution, metering, quality monitoring and system maintenance for both potable and recycled water. The Water Utility operates and maintains approximately 27,000 service connection points, 335 miles of distribution mains, seven storage tanks, and 26 groundwater wells. The recycled water system distributes highly treated wastewater for non-potable uses. Currently, there are over 280 service connections and 33 miles of distribution pipelines.
Some of the major projects in the Water Utility are detailed below.
Asset Management Program
This project funds the implementation of a formal, comprehensive Asset Management Program for the City's Water and Sewer Utilities, which includes risk and resiliency assessments, hydraulic modeling, and a rate study for the water and sewer systems. This formalized Asset Management Program will provide for the efficient management of the water and sewer infrastructure as well as manage risk to the systems and ensure resiliency into the future.
Supervisory Control and Data Acquisition (SCADA) Improvements This project funds improvements and upgrades to the existing Supervisory Control and Data Acquisition (SCADA) system and funds any needed replacements to system hardware or software. Once this system is fully upgraded, it will allow for the real time collection of data regarding the operation of the water, sewer, and storm systems, including alarms to warn of dangerous, or soon to be dangerous conditions, and the ability to control the operation of certain assets remotely.
New and Replacement Wells
This project funds the study of the feasibility of two new replacement groundwater wells for the City, as well as the associated design, engineering, and construction management services. The aim is to replace groundwater wells that are no longer serviceable and construct new wells to maintain the adequacy of water supply and the diversity of the City's water portfolio into the future. 20 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | TRANSMITTAL LETTER Distribution System Replacement/Restoration
The Water & Sewer Utilities Department aims to rehabilitate or replace an average of 10,000 linear feet (LF) of water utility mains in the City each year. In addition, this project funds the construction, replacement, rehabilitation or relocation of other water related appurtenances, such as backflow preventers, hydrants, meters that are not funded by developer contributions. By analyzing the frequency and location of water main breaks and considering information about the age of water infrastructure, replacements can be targeted to the infrastructure in the worst condition.
Recycled Water System Mains and Services
This project funds the installation/upgrade/extension of recycled water services and mains for incoming developments as
financially and practically feasible. Recycled water supports the broadening of the City’s water portfolio and offsets the public’s reliance on potable water for non-portable uses (such as irrigation, industrial processing, cooling towers, and toilet flushing), and supports the City’s overall sustainability strategy. Currently, there are over 280 service connections and 33 miles of distribution pipelines.
Unfunded Projects and Priorities
The funding available to support capital projects is not sufficient to meet the infrastructure needs in many areas.
The chart below identifies unfunded projects of approximately $571.6 million that were itemized as part of this CIP process.
Table 5: Unfunded CIP Projects by Theme
Theme Unfunded Projects
Administrative Facilities $75,495,667
Community Facilities 244,581,305
Convention Center 12,649,017
Parks and Trails 141,484,400
Storm Drain 35,317,032
Technology and Equipment 3,492,520
Transportation 58,544,015
Total Unfunded Projects $571,563,956
21 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | TRANSMITTAL LETTER The unfunded projects identified in this report represent only a portion of the unmet/deferred infrastructure needs in the City, with many significant needs spread across the capital theme areas. • 2015 Storm Drain Master Plan identified $343 million in projects (2018 dollars), including almost $68 million in high priority projects
• Transportation infrastructure (e.g., traffic signal infrastructure replacement, uncontrolled crosswalks, Bicycle Plan, Creek Trail Master Plan, and pavement)
• Public Buildings (new City Hall, existing City Hall, fire stations, historic buildings, corporation yard, ADA plan)
• Expand capacity (e.g., library)
In addition to these unfunded needs, there are other City Council priorities that have not been funded. On December 14, 2021, City staff presented the FY 2020/21 Budget Year-End Report that included $400,000 for City Council initiatives. Of this amount, $75,000 was allocated to support homelessness and the remaining balance of $325,000 is available to carryover to FY 2022/23 to support Council initiatives. Discussion will be included in the Study Session to obtain feedback and direction from the City Council regarding the potential allocation of these funds.
As identified for the 2022 City Council Priority Setting Session, the following capital priorities are unfunded:
• Adopt Vision Zero Policy – On November 16, 2021, Council voted to move this item to Priority Setting Session and directed staff to return to Council with a funding source in the amount of $315,000 prior to the session.
• Transportation “Quiet Zone” – City Council voted at the November 16, 2021 Council meeting to discuss this item at the February 2022 Priority Session and staff researched funding sources, such as the infrastructure bill or grant programs. No grant opportunities were identified and the City’s Legislative Advocacy consultant, Townsend Public Affairs were not aware of other opportunities at this time. The estimated cost for the study is $300,000.
• Transportation Demand Management Study – Staff is currently working on Request for Proposals (RFP) to get a third-party consultant as well as inclusion of a fee to fund work to include developing a TDM template and requirements for developers. At the January 11, 2022 City Council meeting, the Council voted to note and file for the RFP to include support for online reporting of TDM reports. • Station Area Plan – On December 7, 2021, City Council approved $400,000 in grant funding from the MTC for the preparation of the Santa Clara Area Plan. The City will also have access to up to $500,000 of consultant services funded by the Valley Transportation Authority. The typical total cost is $1 million - $1.5 million which includes preparation of a Specific Plan and CEQA review. Additional funding will be necessary to complete and adopt the Specific Plan. Work on the Specific Plan is scheduled to begin in the summer of 2022 and extend through 2025.
• Downtown Task Force/Precise Plan – Ongoing meetings continue to focus on best approaches for revitalizing downtown efforts. The schedule anticipates that City Council will consider adoption of the Precise Plan in Fall 2022/Winter 2023. The Task Force requested a scope and cost to analyze relocating City Hall downtown. The study conceptually analyzes moving City Hall downtown, including conceptual building form/space programming and an economic and financial analysis. The estimated cost for conceptual land use and economic analysis is $400,000, which is not funded. 22 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | TRANSMITTAL LETTER Separately, there have been numerous Council Initiatives that have been requested and or discussed at the City Council that do not have capital funding identified. These include, but are not limited to:
• Ballot measure for infrastructure bond or tax in November 2024 • Revisions to the El Camino Real Specific Plan
• Sanitary Sewer laterals
• Construction of Lawn Bowl Facility
• Crosswalks/Beacons at various locations
• Feasibility study for constructing a roadway undercrossing at the railroad tracks separating Benton Street and Brokaw Road near the Santa Clara Caltrain Station and Future BART Station • Swim center improvements
CIP Funding Strategies
The City has historically relied on annual General Fund savings allocated to the Capital Projects Reserve to support various capital improvements not supported by dedicated funding sources (e.g., utility infrastructure funds, dedicated transportation and parks funds). The Capital Projects Reserve does not provide consistent funding nor is it sufficient to address the significant unfunded/unmet capital infrastructure needs. In fact, with the recommendations included in this Proposed CIP, the Capital Projects Reserve is fully allocated, and would need to be replenished at a future date with unknown sources. Additional capital revenue sources are needed to start meeting these needs. In the future, this could include a General Obligation (GO) bond measure, a parcel tax measure, and/or other dedicated funding (e.g., allocate an increase to the documentary transfer tax to fund City infrastructure). These funding strategies have successfully been used in other jurisdictions. For example:
• City of Campbell – In 2018, voters in Campbell approved a $50 million GO bond measure to construct and/or renovate City facilities to house police and library services. • City of Gilroy – City voters approved a $37 million GO bond measure in 2008 to replace the outdated Gilroy library building.
• City of Mountain View – the City dedicates revenues from its construction and conveyance (transfer) tax to support capital improvements (public park, playground, cultural, educational, recreational, police, fire, sewer, storm drain, water system and street improvements) and for operational and maintenance costs related to capital improvements. The transfer tax in Mountain View is $3.30 per $1,000 of value of the property versus the City of Santa Clara total of $1.10 per $1,000 of value (city receives $0.55 per thousand).
• City of Palo Alto – the City dedicates a portion of its Transient Occupancy Tax to capital improvements.
In addition, Palo Alto voters approved a $76 million GO bond measure in 2008 to construct a new Mitchell Park Library and Community Center and renovation and improvements to Downtown and Main libraries. • City of San Jose – the City dedicates revenues from its construction and conveyance (transfer) tax to support capital improvements (communications, fire, libraries, parks, park yards and service yards) and operational costs associated with capital improvements. The conveyance tax in San Jose is $3.30 per $1,000 of value of the property versus the City of Santa Clara total of $1.10 per $1,000 of value (city receives $0.55 per thousand). The City also uses proceeds from two construction-related taxes, the construction excise tax and the building and structure construction tax, to support traffic capital improvements. In addition, bond measures have been approved to address significant infrastructure needs. In 2018, San Jose voters approved Measure T, a $650 million GO bond measure to support public safety infrastructure, bridge repairs, repave streets, prevent flooding, and other critical infrastructure. In 2000, the voters approved a $212 million library GO bond and a $228 million GO bond for parks and 23 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | TRANSMITTAL LETTER recreation, and in 2002 the voters approved a $159 million GO bond for emergency facilities improvements.
Staff will continue to recommend the pursuit of alternative funding sources to improve the City’s infrastructure to meet the needs of our community. Because these alternative funding strategies typically require voter approval, efforts to inform residents about these unmet capital needs and obtain their feedback are critical to gauge community priorities. These efforts are expected to continue following the adoption of this budget, allowing time for a robust community engagement process.
Operating Budget Impacts of Capital Projects
The table below summarizes the additional annual resources required to operate and maintain new facilities coming on-line during the out years of the CIP. The FY 2022/23 Budget includes operating and maintenance funds for facilities.
Table 6: Operating Budget Impacts by Theme
Theme 2023/24 2024/25 2025/26 2026/27
Convention Center $6,000 $6,000 $6,000 $6,000
Electric Utility 120,000 150,000 180,000 210,000
Transportation 3,250 3,350 18,350 28,350
Total Operating Budget
Impacts $129,250 $159,350 $204,350 $244,350
In addition, for certain parks projects, the City requires funding for construction, operation and maintenance for a minimum of 40 years from developer-dedicated parkland or creation of a special district.
OPERATING BUDGET OVERVIEW
Ten-Year Financial Forecast and Economic Outlook
In January 2022, a Ten-Year General Fund Forecast was prepared comparing anticipated General Fund revenues and expenditures to provide policy makers and the public an assessment of the City’s financial health.
In the January Forecast, the first two years (FY 2022/23 and FY 2023/24) showed a net General Fund shortfall of $19.6 million, followed by small surpluses in the out-years. Since the development of the Forecast, staff has continued to refine the revenue estimates and expenditure budget for the General Fund, resulting in minor adjustments. Overall, the forecast over the first two years remains at a shortfall of $19.6 million. The remaining years of the forecast continue to show small annual surpluses ranging from $0.7 million to $4.0 million as reflected in the chart below.
The model assumes shortfalls or surpluses are solved with ongoing actions each year. To the extent solutions to close the gap, or ongoing dollars are not fully spent in years with surpluses, these figures would carry over to the next fiscal year.
24 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | TRANSMITTAL LETTER April 2022 General Fund Forecast
Note: the Forecast does not include the cost to address unmet/deferred infrastructure needs, the cost to fully fund public safety equipment replacement, additional contributions to reserves, onetime funding sources, and one-time expenditure needs.
Economic conditions have improved significantly since the start of the pandemic, with many indicators close to pre-pandemic levels. On a national level, the unemployment rate dropped to 3.6% in March 2022. This rate was well below the record setting high of 14.7% in April 2020 and is almost at the pre-pandemic unemployment rate of 3.5%. In February, the number of unemployed persons decreased to 6.0 million. This unemployment figure remains slightly above the pre-pandemic level of 5.7 million.1 1 https://www.bls.gov/news.release/pdf/empsit.pdf
($25.0)
($20.0)
($15.0)
($10.0)
($5.0)
$0.0
$5.0
FY
2022/23
Forecast
FY
2023/24
Forecast
FY
2024/25
Forecast
FY
2025/26
Forecast
FY
2026/27
Forecast
FY
2027/28
Forecast
FY
2028/29
Forecast
FY
2029/30
Forecast
FY
2030/31
Forecast
FY
2031/32
Forecast
FY
2032/33
Forecast
$(23.0)
$3.4 $2.6 $1.8
$4.0
$2.4
$0.7
$3.2
$1.3
$2.9 $3.2
Millions
$19.6 M
Shortfall
through FY
2023/24
25 City of
Santa Clara
C!had 1. Unemployme1:1t raiE!, seasorhllly adjus.led'.
Marcti 2019· - March 2022
Pereeffi
116.
14.0 1:2.D
.0
8.0 il □
4.0 .IJ
-
' ' \
~ -
' ~~
-
Chad 2. Nonfarm payroll employ,ment, seiiSOrn all'f adj u3ted.
Marc'h 201,9 - March 2022·
lllrura11iS
00!l
5,000 Mor-19 s,,~-1~ Mor-·211• 8 "1!-:!D l.lor-'21 2"1>'21 1,1,,,.n FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | TRANSMITTAL LETTER In 2021, the Gross Domestic Product (GDP) increased by 5.7%, in contrast to the 3.4% decrease in 2020. The increase in 2021 reflected growth across all the major subcomponents, led by personal consumption expenditures, non-residential fixed investment, exports, residential fixed investment, and private inventory investment.2
While GDP has now surpassed
the pre-COVID peak in the
second quarter 2021, it has not
yet reached the pre-pandemic
trend. Per the March 2022 UCLA
Anderson Forecast, GDP is
expected to reach the preCOVID trend by mid-2022. On
an annual basis, the UCLA
Forecast projects continued
GDP growth of 4.3% in 2022,
2.8% in 2023, and 2.3% in 2024.
The UCLA forecast, however,
comes with considerable
uncertainty. Major risk factors
include the future course of the
pandemic as well as the impacts
of the war between Russia and
Ukraine.3
Improvement continues at the State and local level. After the State’s largest increase in the unemployment rate in April 2020, the California unemployment rate dropped to 4.9% in March 2022. With the continued addition of jobs, California has now regained 2.46 million jobs, or nearly 90% of the 2.76 million jobs lost due to COVID-19 2 https://www.bea.gov/sites/default/files/2022-02/tech4q21_2nd.pdf 3 UCLA Anderson Forecast, March 2022 Source: UCLA Anderson Forecast and U.S. Bureau of Economic Analysis Note: $ Billions, chained 2012 prices
26 City of
Santa Clara
Real GDP: Percent change from preceding quarter
35 25
15 5
-5
-15
-25
-35
1 2018
U.S. Bureau of Economic Analysis
2019 2020
Re~IGDP Le,;els, Semin~ , Adi stedAn~al Rates, Actual
Real GD , $ Billions
Zl,:500
21,000
o,soo
Zll, 00
19,500
00 Hl.:500
11!l, OO
11, 00
u, oo
2017 ZOU!
•
1 2021
Seasonally adjLBted at annual rates
F,:;rac~ 2016-102
Z02 "1. Z2 202.4
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | TRANSMITTAL LETTER in March and April 2020. Fewer than one million Californians are unemployed for the first time since February 2020.4
The unadjusted unemployment rate in the San José-Sunnyvale-Santa Clara Metropolitan Statistical Area (MSA) was 2.5% in March 2022, down from the March 2021 level of 5.8% and the pre-pandemic February 2020 level of 2.6%. Between March 2021 and March 2022, this region added 62,300 jobs, a 5.8% increase. The largest growth was in the leisure and hospitality sector that added 27,300 jobs, accounting for nearly 44% of the overall year-over-year employment gains. The next largest increases were in professional and business services (up 10,900 jobs), private educational and health services (up 8,500 jobs), manufacturing (up 4,600 jobs), and information (up 3,300 jobs).5
The Adopted FY 2021/22 and FY 2022/23 Biennial Operating Budget included a budget balancing strategy that relied on a combination of expenditure reductions, revenue solutions, and use of reserves. The use of ongoing and one-time solutions balanced the competing goals of aligning ongoing revenues and expenditures and minimizing the service delivery impacts to the community. This also allowed for time to evaluate the post COVID19 recovery.
Additional budget balancing actions are expected to be brought forward in the FY 2023/24 and FY 2024/25 Biennial Operating Budget that will be adopted in June 2023. Based on the most recent forecast, a General Fund shortfall of $19.6 million is expected to be addressed as part of that budget process. This shortfall figure may be adjusted in the next Ten-Year General Fund Forecast that will be updated in January 2023.
Amendments to the FY 2022/23 Adopted Operating Budget
The City Council approved the FY 2021/22 and 2022/23 Biennial Operating Budget in June 2021. While this year’s budget is focused on the capital budget, amendments to the FY 2022/23 Adopted Operating Budget are necessary to reflect the updated revenue estimates and to account for updated labor and non-personnel costs in the General Fund and other funds.
The 2022/23 Proposed Budget also reflects an increase of 32.0 positions from the 2021/22 Adopted Budget.
The following positions were added during FY 2021/22: 1) 18.0 non-General Funded positions to support the Electric Utility; 2) 10.0 positions in the Police Department to restore several eliminated and frozen positions from the $1.7 million added by the City Council for this purpose in the FY 2021/22 and FY 2022/23 Biennial Operating 4 https://edd.ca.gov/en/about_edd/news_releases_and_announcements/unemployment-March-2022/ 5 https://www.labormarketinfo.edd.ca.gov/file/lfmonth/sjos$pds.pdf San Jose-Sunnyvale-Santa Clara Metropolitan Statistical Area Unemployment Rate Historical Trend
27 City of
Santa Clara
--......
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | TRANSMITTAL LETTER Budget; and 3) 4.0 positions supported by various funds and reimbursements. These positions are detailed in the Budgeted Positions section of this document.
The detailed amendments to the FY 2022/23 Operating Budget by fund can be found in the Appendices section of this document.
Amendments to the FY 2022/23 Budget and Fiscal Policies The City’s Budget and Fiscal Policies define the way the City manages its budget, reserves, interfund loans, investments, and debt with the goal of long-term fiscal sustainability. Amendments to the Budget and Fiscal Policies are recommended to 1) update the reserve definitions for the Utility Funds; and 2) eliminate the Building Inspection Reserve in the General Fund; this reserve, which previously accounted for any excess revenues over expenditures for building development services, is no longer necessary due to the creation of a separate Building Development Services Fund. Updates to the Utility Fund Reserves section include the addition of a Special Projects Reserve, the renaming of the Construction Reserve to Infrastructure Reserve and a modification of the reserve calculation, and updates to the Operations and Maintenance Reserve for the Electric Utility.
These revisions are reflected in the Budget and Fiscal Policies section of this document.
Stadium Authority
The Stadium Authority exists as a public body, separate and distinct from the City, and is established to provide for development and operation of Levi’s Stadium. It is structured so that the City will not be liable for debts or obligations of the Stadium Authority. The Stadium Authority’s stand-alone Fiscal Year 2022/23 Operating, Debt and Capital Budget was adopted by the Stadium Authority Board on March 15, 2022 and can be found at https://www.santaclaraca.gov/our-city/santa-clara-stadium-authority/financial-reports#Stadium-Budget. This budget reflects the revenues and expenditures related to the support of the Stadium. In the City budget, City expenditures related to the Stadium Authority are budgeted in the General Fund, under Non-Departmental, and are reimbursed by the Stadium Authority.
SUMMARY
The City of Santa Clara takes pride in providing excellent services to the community and will continue to work to address the current budget challenges in ways that minimize impacts to the community to the extent possible.
This budget presents a spending plan for capital improvements with the funding available and also adjusts the FY 2022/23 Operating Budget.
The Proposed Fiscal Year 2022/23 and 2023/24 Biennial Capital Budget is consistent with the City’s mission and appropriates the resources to address the highest priority capital infrastructure needs. There remains, however, significant unfunded capital infrastructure needs for which there are no funding sources. This is an ongoing challenge and additional revenue sources will be needed in the future to address those needs.
The FY 2022/23 General Fund balancing strategy adopted as part of the FY 2021/22 and FY 2022/23 Biennial Operating Budget remains in place. Because the FY 2021/22 and FY 2022/23 Biennial Operating Budget used one-time balancing actions and reserves, additional budget balancing actions will be necessary in the upcoming FY 2023/24 and FY 2024/25 Biennial Operating Budget that will be adopted in June 2023. Based on the latest Ten-Year General Fund Forecast, an ongoing shortfall of $19.6 million is projected and will be addressed in the 28 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | TRANSMITTAL LETTER next Biennial Operating Budget. A combination of revenue solutions, expenditure reductions and use of reserves is again expected to be used. Work to identify new ongoing sources has been underway, including fiscal sustainability measures for consideration on the November 2022 ballot. These measures will be critical to better position the City moving forward and reduce the level of service disruptions that may be needed to address the budget deficit.
City departments worked together to prepare this Proposed Budget for consideration by the City Council and the community. The hard work and dedication of City staff are greatly appreciated through this current process and will be critical as we continue to bring forward balancing actions in the next biennial operating budget.
In closing, I want to thank the City Council for our continued strong partnership in advancing the City’s strategic priorities in a fiscally responsible manner. This continued focus and discipline will be necessary as we face the budget challenges in the coming years.
Respectfully submitted,
Rajeev Batra Kenn Lee
City Manager Director of Finance
29 This page is intentionally left blank.
30 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMRPOVEMENT PROGRAM BUDGET | CITY AT A GLANCE
SANTA CLARA AT A GLANCE
The City of Santa Clara (City) has always reflected the progressive, bellwether nature of California. It is one of the oldest cities in the state, an agricultural powerhouse in the 1800s, and the birthplace of many of the technology innovations that created Silicon Valley in the 1900s. Today, it maintains its leading-edge status as a community that is nationally recognized for its livability and a city that has a sustainable, bright future powered by the private investment of billions of dollars in new development and growth opportunities.
History
Santa Clara was incorporated in 1852 as a Charter City with a Council/Manager form of government although it existed as a community for hundreds of years prior to that as a village for Ohlone Indians and their ancestors. European explorers came to the area in the mid-1700s and settled it as a military and religious outpost. It is called the “Mission City” in reference to the Mission Santa Clara de Asis, which opened in 1777 as one of 21 Spanish missions established by Franciscan padres along El Camino Real in California.
Size
Santa Clara encompasses 18.41 square miles in the heart of Northern California’s Santa Clara County, also known as Silicon Valley, in recognition of the region’s leadership in technology innovations that changed the way the world lives, works, learns and plays. It is part of the burgeoning South Bay metropolitan area that includes the City of San José, the 10th largest city in the U.S., and the wider nine-county San Francisco Bay Area that is the fastest growing region in the state.
Population1
The 2021 population of the City of Santa Clara is estimated at 130,746 and is one of the most diverse in the nation with about 44% of residents born outside the U.S. Over half of the population is non-Caucasian. The City’s residents are also highly skilled and educated, with approximately 60% of adults holding a bachelor’s degree or higher. The median age is 33.9 years and the median household income is reported at $126,006.
31 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMRPOVEMENT PROGRAM BUDGET | CITY AT A GLANCE Business1
Businesses in City of Santa Clara range from entrepreneurial start-ups, to longstanding family owned firms, to the international headquarters of Fortune 500 corporations. Millions of square feet of new office and retail projects are under development or in planning stages, greatly expanding the City's capacity to accommodate businesses that want to start, relocate or expand in a high energy, dynamic environment. Some of the largest employers within the City include Advanced Micro Devices Inc., Applied Materials Inc., California’s Great America, and Intel Corporation. In 2021, Silicon Valley (San Jose-Sunnyvale-Santa Clara metropolitan statistical area) was ranked the most dynamic metro area in the United States by Heartland Forward due to its outstanding economic performance.
City Services
Santa Clara is a full-service city with its own police and fire departments and electric, water and sewer utilities. Other core services include libraries, parks, award winning services and recreational programs for seniors and youth, neighborhood beautification, free citywide outdoor Wi-Fi, special events and support of history and art museums. The City also provides development and planning services, housing programs, and maintenance of the City’s transportation infrastructure. In 2020, the City was ranked #18 on BarBend’s list of California’s Top Cities for Fit Lifestyle.
Housing1
There are approximately 45,000 households in the City and housing stock continues to expand through new transit-oriented developments that offer lifestyle alternatives to the City’s traditional single-family neighborhoods and carefully preserved historic homes. The City is in a metropolitan area that is one of the highest priced housing markets in America. In 2021, the median price of a single-family home was $1,641,000. As of March 2022, the average rent for a one-bedroom apartment is $2,400. Santa Clara has invested millions of dollars in affordable housing projects that provide 1,572 units for low income seniors, families, homeless and disabled residents.
Transportation
In addition to 610 lane miles of City-owned roads and streets, Santa Clara is crisscrossed by State Highway 101 and two regional expressways. Public transit services in the City include buses, light rail, Caltrain and Amtrak. A future extension of BART into the South Bay is being planned and will terminate in Santa Clara, and the Norman Y. Mineta San José International Airport borders the City. Santa Clara has also placed a priority on providing additional bicycle facilities throughout the City and is in the process of completing a Creek Trail Network Expansion Masterplan to expand trail facilities to complement the existing San Tomas Aquino/Saratoga Creek Trail.
32 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMRPOVEMENT PROGRAM BUDGET | CITY AT A GLANCE Education1
Public schools serving residents of Santa Clara are under the authority of independent school districts. The City works closely with the school districts to provide quality educational opportunities for grades K-12 and students attending Mission College for a twoyear degree or professional development. Santa Clara University, the oldest institution of higher learning in California, is in the historic Downtown Quad area of the City and enrolls 5,694 undergraduate students and 2,975 graduate students.
Infrastructure1
Each year, the City makes significant investments in maintaining, expanding, and improving civic infrastructure for the benefit of residents and businesses. The City has the lowest combined water, sewer, and electric rates in the nine Bay Area counties. The Cityowned electric utility, Silicon Valley Power (SVP), is recognized as a Smart Energy Provider from the American Public Power Association for demonstrating a commitment to and proficiency in energy efficiency, distributed generation and environmental initiatives that support the goal of providing safe, reliable, low-cost and sustainable electric service. It is also recognized by the Environmental Protection Agency (EPA) for its Green Power program, which is included on the nation-wide Green Power Communities List. Over the past few years, the City’s water storage
and delivery system has
been upgraded and it is
one of the most successful purveyors of recycled water with 33 miles of recycled water pipelines within Santa Clara’s city limits and about one billion gallons each year. The City is a partner in the San JoséSanta Clara Regional Wastewater Facility and is investing $300 million over the next 30 years to update the aging facility and expand capacity. The Water & Sewer Utilities is a past recipient of the California Municipal Utilities Association (CMUA) Resource Efficiency Award for its recycled water program – retrofits for developments. In 2021, the Water & Sewer Utilities system received the Santa Clara Valley Section of the Clean Water Environment Association’s Sewer Collection System of the Year-Medium Size.
33 City of
Santa Clara
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMRPOVEMENT PROGRAM BUDGET | CITY AT A GLANCE Economic Development
The City of Santa Clara welcomes business, and that strategic attitude is paying off with billions of dollars in private investment currently under construction or in the pipeline. As projects come online, the City’s economic base is broadened and diversified, ensuring greater fiscal stability in the future as well as increased revenues to the City’s budget.
Development projects approved over the past fiscal year include office space, residential, affordable housing,
hotel, retail, and mixed-use developments. Some of the
largest projects include: advancement in entitlements
and building permits for Related Santa Clara, a new
multi-phased, mixed-use development of up to 9.16
million gross square feet of office buildings, retail and entertainment facilities, residential units, hotel rooms, surface and structured parking facilities; a new 396-room Extended Stay hotel at Brokaw Road and Coleman
Avenue; and with the Council approval of the Patrick
Henry Drive Specific Plan, capacity for the development of up to 12,000 new residential dwelling units or 785,000 square feet of office space (replacing the existing 200,000 square feet of office space) and 10,300 residential units, and 310,000 square feet of non-residential uses, including 200,000 square feet of other new neighborhood-serving retail and public facilities. In addition, two data centers located at 1200 Memorex Drive and 2905 Stender Way were granted entitlements. More information on new development projects can be found on the City’s website SantaClaraCA.gov/businessdevelopment under the “Development Projects” link. 1 California Department of Finance Demographic Research Unit; January 2021 and January 2020 City Population Table US Census QuickFacts, March 2022
Santa Clara County Association of Realtors Year End Statistics 2021 Santa Clara University 2021-2022 Undergraduate Bulletin Zumper Rent Prices –March 2022
Environmental Protection Agency – Green Power Communities Employment Development Department, Major Employers in California 34 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMRPOVEMENT PROGRAM BUDGET | CITY AT A GLANCE 35 City of
Santa Clara
Mourt § T~alpalt ai,,'fil GoldenG.,.
N-
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San Francisco
r
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San Francisco
+lnt'I Airport
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San R~mon
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+ San Lean jjro
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--- Livermore
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMRPOVEMENT PROGRAM BUDGET | CITY AT A GLANCE 36 Community• P.rofile1
Geography
P.efSO:JllS per Sqliare Mi e·
Santa Clara. 6,327
COil.i ty: 11381
Population
-Santa Clarra County
110.,746
Age
Santa Clara
Mediian A,ge
JJ.•9 years
Age ·18-64:
69%
1.934! 171
Con
MedfanAge
31.1 ~ears
Foreign Born
Santa Clara.: 44%
County: 39%
Media.n Family lncome
-Santa Ciara
$26.~06
County
$ '24,1155
L,md in Sqll!.lare Miles
Santa Clara: 118 .. 41
Coun : 1s290
Diversity
Educat·ion
Hig lili Sdimol Graduate or Hig 111.er
sanra •Clara
9J%,
County
88%
Baclil:elor's Degree or Hig liler
Sama Clara County
60% 52%
Labor Market
LaborForoe
Santa Cla!°a: 11 800
County: 11041,9 D
Ulne.mployment Rate
Santa Clara: 2.4%
Counw: 2.9%
r.us cer.·s..!J~ Q~;t;...tii .\far{;Jji 2022; C.A BJl!l - l ; .!l i;;.r I i'Ri:f , ..,, s tJ>t Deo:mb:{ 2021.: c.A ~11!. or Fl'larrce Demo,iriiplll=:
Rez:e5/'Gi\J lJ1 .: Data CD r oo Qrgamtzarla!i R.inRl'llg By A,fe!1/a Age FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | SANTA CLARA COMPARISON TO OTHER
LOCAL CITIES
SANTA CLARA COMPARISON
TO OTHER LOCAL CITIES IN THE LOCAL REGION
The following graphs compare FY 2021/22 per capita revenues from key sources and total budgeted expenditures for FY 2021/22 in the City of Santa Clara to other cities in the local region. Sales tax, property tax, and transient occupancy tax categories are included as they are the largest economically sensitive General Fund revenue sources for the City.
Expenditure data for selected city budgets in relation to their respective population is included for all funds and the General Fund for FY 2021/22. The assets per capita for FY 2020/21 are also shown. It is important to note Santa Clara and Palo Alto include City-owned utilities that result in relatively higher budgets and assets per capita.
$0
$100
$200
$300
$400
$500
$600
$700
$800
$900
FY2021/22 Property Tax Per Capita
Source: City of Milpitas FY 2021/22 Adopted Budget
37 City of
Santa Clara
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | SANTA CLARA COMPARISON TO OTHER
LOCAL CITIES
$0
$100
$200
$300
$400
$500
$600
FY 2021/22 Sales Tax Per Capita
$0
$20
$40
$60
$80
$100
$120
$140
FY 2021/22 Transient Occupancy Tax Per Capita
Source: City of Milpitas FY 2021/22 Adopted Budget
Source: City of Milpitas FY 2021/22 Adopted Budget
38 City of
Santa Clara
I
- ■ ■ I I I I I
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | SANTA CLARA COMPARISON TO OTHER
LOCAL CITIES
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
FY 2021/22 General Fund Revenues per Capita
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
FY 2021/22 General Fund Expenditures per
Capita
Source: Each city FY 2021/22 Adopted Budget
Source: Each city FY 2021/22 Adopted Budget
39 City of
Santa Clara
I I I I I I
1 I I I I I I I
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | SANTA CLARA COMPARISON TO OTHER
LOCAL CITIES
Note: The budgets for Santa Clara and Palo Alto include City-owned utilities that account for a significant portion of the budget.
Source: Each city FY 2020/21 Annual Comprehensive Financial Report Note: The budgets for Santa Clara and Palo Alto include City-owned utilities that account for a significant portion of the budget.
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
FY 2021/22 Budget (All Funds)
Per Capita
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$35,000
FY 2020/21 Assets Per Capita
Source: Each city FY 2021/22 Adopted Budget
40 City of
Santa Clara
I
■
I I I
I I I
I I I I I
I I I
FY 20 22/23 AND FY 202 3/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | ROSTER AND MANAGEMENT TEAM Roster of City Council and Commission Members
City Council
Mayor Lisa M. Gillmor
Councilmember District 1 Kathy Watanabe
Councilmember District 2 Raj Chahal
Councilmember District 3 Karen Hardy
Councilmember District 4 Kevin Park
Councilmember District 5 Sudhanshu Jain
Councilmember District 6 Anthony J. Becker
Board of Library Trustees Civil Service Commission
Leonne Broughman, Jan Hintermeister,
Stephen Ricossa, Debbie Tryforos, Jonathon
Evans
Tahir Naim, Willie D. Brown Jr., John Casey,
Franklin J. Felizardo, Carolyn McAllister
Cultural Commission Historical and Landmarks Commission Candida Diaz, Debra von Huene, Jonathan
Marinaro, Paul McNamara, Louis Samara,
Siddarth Sundaram, Jennifer Garcia Vega
Kathleen Romano, Michael Celso, Megan
Swartzwelder, Patricia Leung, Amy Kirby,
Ana Vargas-Smith, Ed Stocks
Housing Rehabilitation Loan Committee
Darius Brown, Carmen Pascual
Parks and Recreation Commission
Burt Field, Sajid Hai, Andrew Knaack,
Kelly Gonzalez, Joe Martinez, Eversley Forte,
Dana Caldwell
Planning Commission Salary Setting Commission
Nancy A. Biagini, Yuki Ikezi, Ricci Herro,
Qian Huang, Lance Saleme, Priya Cherukuru.
Yashraj Bhatnagar
Eric Chu, Marjorie Banko, MV Kumar,
John Sontag, David B. Stealey
Senior Advisory Commission
Wanda Buck, James Hohenshelt, Grant L.
McCauley, Nancy Toledo, Helen E. Narciso, Judy
Hubbard
Youth Commission
Mitchell Blanda, Kaitlyn Butcher, Mitali Gaidhani,
Rishith Gopisetti, Aarav Gupta, Ahmad Ismail,
Jasmine Kelly-Tanti, Khadeejah Khan, Malia
Martin, Rajvi Khanjan Shroff, Riya Mehta, Hiranya
Parekh, Palak Parikh, Samarth Suresh, Sarah Zuo
As of March 2022
41 FY 20 22/23 AND FY 202 3/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | ROSTER AND MANAGEMENT TEAM Executive Management Team
City Manager
Rajeev Batra
City Attorney City Auditor
James Sanchez (Interim) Vacant
City Clerk Chief Operating Officer
Hosam Haggag Nadine Nader
Assistant City Manager Chief of Police
Cynthia Bojorquez Pat Nikolai
Fire Chief Director of Human Resources
Ruben Torres Aracely Azevedo
Director of Finance Director of Parks and Recreation
Kenn Lee James Teixeira
Director of Information Technology City Librarian
Gaurav Garg Patty Wong
Chief Electric Utility Officer Director of Water and Sewer Utilities Manuel Pineda Gary Welling
Director of Public Works Director of Community Development Craig Mobeck Andrew Crabtree
42 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | CITY ORGANIZATION CHART
CITY ORGANIZATION CHART
Chief of Police (Elected) Mayor and Council City Clerk (Elected) Boards and
Commissions
Finance
Electric Utility
Community
Development
Police City Clerk’s Office
City Departments
Chief Operating Officer
City Attorney City Manager City Auditor
Assistant City Manager Assistant City Manager
Electorate
Fire
Human Resources
Public Works
Parks and Recreation
Library
Water and Sewer
Utilities
Information Technology
43 City of
Santa Clara
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | CITY ORGANIZATION CHART City Organization by Department/Division/Program
Mayor and City Council Offices
Mayor and City Council
1611 – City Council Program
City Attorney’s Office
City Attorney
2411 – Program Administration
2412 – Program Litigation
City Clerk’s Office
Elected City Clerk
2314 – Elections
Assistant City Clerk
2311 – Council/Administration Support
2312 – Public Information/Legislation
Records Management
2313 – Political Reform Act
City Auditor’s Office
City Auditor
3352 – City Auditor Administration
3353 – City Auditor Services
City Manager’s Office
City Council Support
1021 – Policy Support for Decision Making
1022 – Intergovernmental Relations and
Advocacy
Leadership and Management Services
1031 – Day-to-Day Operations
1032 – Strategic Planning
1033 – Community Outreach and
Engagement
Community Development Department
Building
5532 – Plan Review and Permit Services
5533 – Field Inspection
5534 – Housing Inspection
Housing and Community Services
5542 – Federal State Grant
5543 – Neighborhood Conservation and
Improvement Program
5544 – Community Development
5545 – Affordable Housing
5546 – Housing Authority
5547 – City Affordable Housing
5548 – Community Development Housing
Successor
Planning
5522 – Development Review
5523 – Advanced Planning
5524 – Historical Preservation
5525 – Code Enforcement
44 -------
-------,
-------,
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | CITY ORGANIZATION CHART Electric Utility Department
Administrative Services
1316 – Administrative Services
Business Services
1311 – Rates and Budget
1324 – Electric Compliance
1358 – Risk Management
Customer Development and Project
Management
1313 – Key Accounts
1317 – Fiber Enterprise
1361 – SVP Engineering
Resource Planning and Engagement
1312 – Public Benefits
1315 – Green Power Program
1319 – SVP Electric Vehicle Program
1325 – Greenhouse Gas Program
1356 – Resource Management
Revenue and Resources
1321 – Revenues and Resources Costs
Utility Operations
1351 – SVP System Support
1362 – Power System Controls
1371 – Communications & Meter Technical
Support
1372 – Substation Maintenance
1376 – Transmission & Distribution
1377 – Generation
Finance Department
Accounting
3322 – General Accounting
Administrative Services
3362 – Citywide Fiscal Planning
Budget
3315 – Budget and Financial Analysis
Municipal Services
3332 – Utility Billing Services
3333 – Revenue Receipting/Cashiering
3334 – Business Certificate
3335 – Field Services
3336 – Administration
3337 – Contact Center/Communication
Purchasing
3341 – Warehouse
3343 – Purchasing
3344 – Mail Services
Fire Department
Administration
7811 – Administration
Community Risk Reduction
7832 – Prevention and Hazardous Materials
7833 – Certified United Program Agency
(CUPA)
Emergency Medical Services
7861 – Emergency Medical Services
Field Operations
7822 – Emergency Response
Office of Emergency Services
7871 – Office of Emergency Services (OES)
Training
7841 – Training – Fire
Human Resources Department
Employee Benefits and Records
2514 – Records – Compensation
2515 – HR Workers’ Compensation & Safety
Recruitment, Classification and Staff
Development
2521 – Selection – Classification
2525 – Recruitment, Staff Development and
Labor Relations
45 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | CITY ORGANIZATION CHART Information Technology Department
Contract Services
1931 – Contract Services
Enterprise Services
1911 – Application Services
1912 – IT Web Services
1913 – GIS Services
Infrastructure and Support
1921 – Infrastructure and Support
Telecommunication Services
1941 – IT Telecommunication Services
Library Department
Administration
1221 – Administration
1261 – Donations for Programs
1263 – Literacy Grants
Adult Services
1234 – Read Santa Clara
1241 – Reference and Adult Collections
1244 – Local History
Branch Services
1233 – Mission Library
1235 – Northside Branch
1236 – Bookmobile and Mobile Library
Services
Customer Services
1245 – Customer Services
Facilities
1271 – Facilities
Technical and Technology Services
1251 – Technical Services
1272 – Technology
Youth Services
1231 – Youth Services
1232 – Library – Young Adult
Parks and Recreation Department
Administration
1121 – Administration
1122 – Park Development
1123 – Park Projects
1151 – Teen Activities
1157 – Special Recreation
1171 – Citywide Special Events
Cemetery
0125 – Perpetual Care
0131 – Endowment Care
1162 – Maintenance of Grounds
1163 – Maintenance of Buildings
1164 – Operations
Parks
1132 – Parks
1133 – Pools
1134 – Buildings
1135 – Operations
Recreation
1141 – Health and Wellness
1142 – Recreation – Administration
1143 – Youth Activity Center and Programs
1144 – Senior Center & Therapeutic
Recreation Programs
1145 – Community Recreation Center and
Programs
1146 – Recreation Facilities
1147 – Aquatics
1148 – Sports and Athletics
1149 – Teen Center Activities and Programs
Senior Nutrition Program
1112 – Senior Nutrition Program
46 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | CITY ORGANIZATION CHART Police Department
Administrative Services
7742 – Administration
7744 – Professional Stand
7745 – Department Support
7746 – Community Services Police
7747 – 911 Dispatch/Communications
7752 – Police Grants
Communication Acquisitions
7781 – Communication Equipment
Amortization
Field Operations
7722 – General Patrol
7723 – Traffic
7724 – Emergency Response/Temporary
Holding Facility
Investigations
7732 – General Investigation
7733 – Special Enforcement Team
7734 – Records
Special Operations
7761 – Special Operations General
7764 – Special Operations – Specialized
Teams
7765 – Special Operations – Reserves
Department of Public Works
Engineering – Administration
4411 – Administration – General Services
4412 – Administration – Developer Projects
4413 – Administration – Capital
Improvement Projects
Engineering – Design
4441 – Design – General Services
4442 – Design – Developer Projects
4443 – Design – Capital Improvement
Projects
Engineering – Field Services
4461 – Field Services – General Services
4462 – Field Services – Developer Projects
4463 – Field Services – Capital
Improvement Projects
Engineering – Land and Property
Development
4451 – Land and Property Development –
General Services
Department of Public Works
4452 – Land and Property Development –
Development Support
Engineering – Traffic
4431 – Traffic – General Services
4432 – Traffic – Developer Projects
4433 – Traffic – Capital Improvement
Projects
4434 – Traffic Signal Management
4435 – Traffic Striping and Signing
Facility Services
2222 – Maintenance Repair
2223 – Janitorial
2961 – Convention Center Maintenance
District
Fleet Management
2111 – Fleet Acquisitions
2123 – Fleet Operations
Streets
2911 – Street Maintenance
2921 – Storm System Maintenance
2924 – Non-Point Source
2931 – Garbage Collection
2932 – Clean Green Collection
2933 – Clean Up Campaign
2934 – Residential Recycling
2935 – Street Sweeping
2936 – Household Hazardous Waste
2941 – Parking District Maintenance
2951 – Landscape Maintenance
2952 – Street Tree Program
2971 – Traffic Maintenance
47 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | CITY ORGANIZATION CHART Water and Sewer Utilities Department
Recycled Water Program
1522 – System Maintenance
1525 – South Bay Water Recycling
Maintenance
Sewer
1511 – System Administration
1512 – System Maintenance
1514 – Operations
1515 – San José-Santa Clara Water
Pollution Control Plant
1516 – Storm Pump Maintenance
Solar Utility
1532 – Solar – System Maintenance
Water Construction, Maintenance, Operations
1422 – Water System Maintenance
1423 – Water Construction
1424 – Water System Operations
Water Engineering
1411 – Administrative Design
1412 – Water Quality
1413 – Water Resources
Non-Departmental
Citywide Programs
3611 – Citywide Programs
Citywide Strategic Programs & Initiatives
3631 – Citywide Strategic Programs &
Initiatives
Stadium Operations
3621 – Stadium – General Administration
3622 – Stadium – Police
3623 – Stadium – Fire
3624 – Stadium – Public Works
48 FY 2022/23 AND F Y 2023/24 PR OPOSED C API TAL IMPR OV EM EN T PR OGR AM BUDGET | BUDGET AND FI SC AL POLICIES
BUDGET AND FISCAL POLICIES
We present the relevant policies and practices that define specifically the way the City manages its budget, reserves, interfund loans, investments, and debt with the goal of long-term fiscal sustainability. The City Council reviews and approves budgetary policies as part of the annual budget process. Investment and debt policy statements are referenced in this section; however, reviewed and approved by the City Council under separate cover.
Appropriation Control
The City Council is responsible for approving the appropriation of fiscal resources to cover estimated expenditures for each fiscal year. Expenditures are appropriated in each fund to departments, offices, and agencies for various goods, services, and capital projects described in the budget. The legal appropriation control is established at the department level in each fund. For select funds where expenditures are not allocated to a specific department, the appropriation control is established at the fund level. For capital funds, the appropriation control is at the project level. Transfers of funding between budgetary funds require City Council appropriation and approval. City Council approval is required for a budget amendment during the fiscal year which may include the use of reserves or fund balances, and approval of appropriations of grant monies. Per Article XIII, Section 1305 of the City Charter, appropriations lapse at the end of each fiscal year; therefore, unencumbered funds allocated for specific projects, donations, and grants require City Council appropriation for use in the following fiscal year.
Budgetary transfers between accounts or expenditure category may be done through Finance Department or City Manager’s Office approval as long as they are conducted within the legal appropriation control limit set by the City Council.
Balanced Budget
The City Council considers General Fund budget decisions with long-term implications based on information from the Ten-Year Financial Forecast. One-time sources are used to cover one-time uses. The budget is structurally balanced when forecasted ongoing sources cover ongoing uses. Budgets shall be structurally balanced to the extent possible. Reserves should be considered to balance a budget only in the context of a plan to return to a structural balanced budget.
Budget Monitoring and Reporting
Financial reports on actual performance in relation to budget are prepared by the Finance Department through monthly financial statements. These reports are prepared and presented to the City Council, per City Charter requirements (Section 802) the City Manager shall be required to keep the City Council advised of the financial condition and future needs of the City. City Departments are responsible for reviewing these monthly financial reports and identifying potential budget problems and recommending corrections through budget amendments.
Long Term Financial Forecast
The Finance Department prepares a Ten-Year General Fund Financial Forecast which is incorporated into the budget planning process and presented to the City Council annually. This forecast is updated annually and considers current and future economic conditions, revenue projections, and spending scenarios based on the 49 FY 2022/23 AND F Y 2023/24 PR OPOSED C API TAL IMPR OV EM EN T PR OGR AM BUDGET | BUDGET AND FI SC AL POLICIES latest available assumptions. Capital improvement plans are created and published on a five-year basis to provide a long-term plan of the City’s capital funding plan.
Municipal Fees and Charges
User fees are reviewed and adjusted for on an annual basis with the goal of maximizing cost recovery. The City Council may consider and approve any fee that is below 100% cost recovery, requiring a General Fund subsidy if it is in the public’s best interest. User fees are adopted by the City Council annually through the Municipal Fee Schedule. Utility fees and certain other fees and assessments can also be approved separate from the Municipal Fee Schedule. Parks and Recreation fees are established by the Parks and Recreation Director and published in the Activity Guide.
Capital Planning
The City Council reviews and adopts a two-year Capital Improvement Program Budget which includes a fiveyear capital improvement program. Projects included in the capital improvement program are to be consistent with the City’s General Plan. Per State Government Code Section 65401, the Planning Commission reviews the capital improvement program for conformance to the City’s General Plan and proposes recommended considerations for the City Council. Funding sources are identified for all projects included in the capital improvement plan.
The Capital Improvement Program (CIP) is submitted by City departments and reviewed by the City Manager’s Office, the Finance Department, and the Public Works Department. The review process considers City priorities and identifies the most urgent projects for capital funding by program area, master plans, or needs assessments which identify the most critical projects for repair and replacement.
Department of Public Works staff reviews project estimates and evaluates the current bidding environment.
Project contingency reserves are established based on the type of project and the project estimate type (engineering or preliminary estimates). Operating and maintenance costs are identified for planning purposes when projects are completed and come online.
General Fund Reserves
The City Council allocates available resources to General Fund contingency reserves through various reserves designated for emergency use or restricted future uses. Restrictions are established by policy, or through legally segregated development-related fee reserves collected from users. • Budget Stabilization Reserve (formerly the Working Capital Reserve) – is used as an allocation for weathering economic downturns, emergency financial crises, or disaster situations. The reserve target is equal to the cost of the City’s General Fund operations for three months (90-day working capital reserve).
• Capital Projects Reserve – is used to support the City’s CIP. The minimum target is $5.0 million with a goal of having sufficient funds to fund capital projects included in the City’s biennial capital budget and five-year CIP.
• Land Sale Reserve – this reserve allocates proceeds from the sale of City-owned land. 50 FY 2022/23 AND F Y 2023/24 PR OPOSED C API TAL IMPR OV EM EN T PR OGR AM BUDGET | BUDGET AND FI SC AL POLICIES • Advanced Planning Fee Reserve – this reserve allocates a portion of user fees for the update and amendment of the City’s General Plan. Individual user fees are included and approved under separate cover as part of the Municipal Fee Schedule.
Utility Funds Reserves
The City is responsible for operating and maintaining several utilities, including electric, potable water, recycled water, and sewer. Regular cost of service studies are performed to evaluate rates and charges for each utility with forecasted revenue requirements and projected expenditures. One component of this analysis is the determination of adequate reserve levels to cover shortfalls in operating revenues, address unforeseen operating and capital expenditures, cover day-to-day operating costs during emergency situations, maintain strong bond ratings, and ease the burden on ratepayers associated with large rate increases. The following reserves address these needs:
• Operations and Maintenance Reserve – this reserve is used to cover day-to-day expenses, address unforeseen cost increases or revenue shortfalls, and protect against emergency financial crises or disaster situations. The reserve target is equal to the cost of the individual utility’s operations for three months (90-day working capital reserve). Due to large fluctuations and variability in the energy market, the Electric Utility Operations and Maintenance Reserve has a target ranging from 90 to 180 days of operations. For the Electric Utility, the Operations and Maintenance Reserve, together with the Rate Stabilization Reserve (as described below), comprise the Electric Utility Rate Stabilization Fund established and maintained by the Electric Utility for purposes of its bond indenture. • Infrastructure Reserve – this reserve is used to support each utility’s CIP or fund unforeseen and unbudgeted capital costs. The reserve target is equal to an average annual CIP budget, as calculated over a 48-month period of budgeted CIP expenses as presented in the Biennial Capital Improvement Program Budget. At minimum, the target is to reserve 20% of the average annual CIP budget amount.
For the Electric Utility, this reserve is based on an analysis of critical infrastructure, the likelihood for replacement, and the estimated replacement costs, evaluated regularly by SVP. • Rate Stabilization Reserve – this reserve is used to absorb short-term revenue shortfalls and is designed to stabilize utility rates and avoid wide swings in rates charged to utility customers over time. The minimum reserve target is a balance equal to 10% of each utility’s projected current year rate payer revenue. For the Electric Utility, the Rate Stabilization Reserve, together with the Operations and Maintenance Reserve (as described above), comprise the Electric Utility Rate Stabilization Fund established and maintained by the Electric Utility for purposes of its bond indenture. • Special Projects Reserve – this reserve sets aside funds for large or longer-term CIP projects or other special purposes to lessen fluctuations in rates and support long-term planning efforts. While no general target is established for this reserve, the amounts will be established by each utility based on need.
In addition to the reserves cited above, reserves may be established to address specific needs or requirements of an individual utility. This may include required reserves in restricted funds, such as the reserves in the Electric Operating Grant Trust Fund for public benefits, low carbon fuel, and greenhouse gas. 51 FY 2022/23 AND F Y 2023/24 PR OPOSED C API TAL IMPR OV EM EN T PR OGR AM BUDGET | BUDGET AND FI SC AL POLICIES Other Reserves
The City may include additional reserves set aside for specific purposes based on legal, policy, or budgetary purposes. Some of these include reserves for historical preservation, pension costs, vehicle or fleet replacement, workers’ compensation costs, or to fund potential future general liability claims against the City. • Pension Stabilization Reserve – this reserve sets aside funds to address the City’s pension unfunded accrued liability. The targeted annual funding contribution is 1% of the City’s unfunded pension liability.
Interfund Loans and Advances
Interfund loans are loans from one City fund to another City fund for a specific purpose, with a requirement for repayment. Interfund loans should be short-term in nature and shall not be used to solve ongoing structural budget deficits. The department managing the borrowing fund should complete the interfund loan agreement.
The agreement should include the amount requested, loan period, description of the loan, and repayment terms.
Interest shall accrue at the City’s pooled investment rate at the time of the loan approval. A summary of outstanding interfund loans are also included in the City’s Comprehensive Annual Financial Report. In addition, advances from the General Fund have been approved by the City Council that may be paid back by other revenue sources.
Investment Policy
The City undertakes investment related activities that are made with prudence. On an annual basis, the City formalizes these activities in the Investment Policy Statement which is adopted by a resolution of the City Council (https://www.santaclaraca.gov/home/showdocument?id=66753). The policy is to invest public funds, including bond proceeds, reserves and other special City funds, in a manner which will provide the highest investment return with the maximum security while meeting the daily cash flow demands of the City and conforming to all state and local statutes governing the investment of public funds.
The City of Santa Clara Charter gives the Director of Finance the authority and responsibility to deposit and invest all City funds. It authorizes the Director of Finance to invest the City’s idle cash in allowable investment vehicles with a maximum remaining maturity of five years at the time of purchase. The City Council may grant express authority either specifically or as part of an approved investment program to invest in vehicles with remaining maturity that exceeds the five-year restriction. Authority must be given to the Director of Finance at least three months prior to the investment. California Government Code also allows the City to invest in the same investment vehicles as authorized by the City Council. The Director of Finance establishes written depository and investment policy procedures for the operation of the investment program consistent with the City Investment Policy, establishes a process of independent review by an external auditor, and provides monthly investment reports to the City Council.
Debt Policy
The City believes that debt is an equitable means of financing projects and represents an important source of meeting fiscal responsibilities. The City obtains and maintains long-term debt for large capital improvement projects. The Finance Department manages the City’s debt with prudence, diligence, and attention to prevailing economic conditions and applicable laws. It manages issuance of debt, administers debt proceeds, prepares ongoing disclosure, handles debt and tax compliance, and makes debt service payments. City departments with debt-financed capital programs coordinate with the Finance Department in implementing and handling debt 52 FY 2022/23 AND F Y 2023/24 PR OPOSED C API TAL IMPR OV EM EN T PR OGR AM BUDGET | BUDGET AND FI SC AL POLICIES related transactions. Semiannual updates are prepared by the Finance Department on outstanding debt for the City ofSanta Clara, its Agencies, and Corporations. This report is presented as a standard management practice that provides a valuable overview of the current status of the City’s long-term debt obligations. The current City Council approved debt policy can be found online at: (http://santaclaraca.gov/home/showdocument?id=63748).
Donation Policy
Donations may be offered in the form of cash, real or personal property. “Designated” donations are donations where the donor specifies intended use by a particular City department, location, or purpose. “Undesignated” donations are given to the City as a whole, for an unspecified use. Donations of any kind which might be perceived or interpreted as an attempt to influence actions of the City Council or City Administration will not be accepted. All donations are presented to the City Manager for compliance with the policy. As part of the annual budget process, for anticipated monetary donations, staff will bring forward for Council consideration a balanced appropriation for revenue and expenditures to facilitate the acceptance of donations throughout the fiscal year.
Donations valued at $100,000 or greater require City Council acceptance and appropriation of funds. Donations valued less than $100,000 may be accepted with the monetary donations available to departments for expenditure as part of the adoption of the annual budget. A report of all donations received by the City is presented to City Council as part of the Monthly Financial Report. The appropriation of anticipated donations can be found in each respective City department and corresponding Source and Use of Funds Statement in this document.
Community Grants Policy
The budget includes an allocation of $100,000 for Community Grants to offset the cost of City fees in support of the Council approved Community Grants Policy. Annually, and subject to availability of funds, the City Council shall establish grant appropriations as part of the approval of the budget. Community grants, subject to availability of funds, shall not exceed $10,000 per applicant, per year. To receive grant funds, grant applications must be submitted at least 90 days before the planned event/activity being funded, regardless of the form of the grant, and will be evaluated by the City Manager’s Office on a case-by-case and “first come-first served” basis, throughout the fiscal year. Applicants are encouraged to submit their applications at the beginning of the fiscal year, for events or activities occurring at any time during that fiscal year, to maximize opportunity for availability of funds. The City Manager’s Office shall approve or deny an applicant’s request based upon eligibility criteria, and subject to funding availability as approved by the City Council through the adoption of the annual budget.
Grants for community events shall not be provided for waiver of or reimbursement for already discounted permit fees. Grants for attendance at youth state, national, or international competitions or performancesshall be limited to costs of registration, hotel, transportation, and food for participants and coaches/chaperones only. Due to short notice to advance to state, national, or international competitions, applicants shall submit an application within one week of advancing to such competitions. In all cases, the City reserves the right to reject any and all applications in the event the City Manager’s Office identifies a potential conflict of interest or the appearance of a conflict of interest. Submission of an application in no way obligates the City to award a grant and the City reserves the right to reject any or all applications, wholly or in part, at any time, without penalty.
Stadium Authority Policy
The Stadium Authority exists as a public body, separate and distinct from the City, and is established to provide for development and operation of Levi’s Stadium. It is structured so that the City will not be liable for debts or obligations of the Authority. The governing board duties and the fiscal policies that govern the Stadium Authority are included in the stand-alone Operating, Debt, and Capital Budget that is adopted by the Stadium Authority Board. This can be found at https://www.santaclaraca.gov/our-city/santa-clara-stadium-authority. This budget 53 FY 2022/23 AND F Y 2023/24 PR OPOSED C API TAL IMPR OV EM EN T PR OGR AM BUDGET | BUDGET AND FI SC AL POLICIES reflects the revenues and expenditures related to the support of the Stadium and can also be found in the General Fund Non-Department section of this document titled Stadium Operations.
Policy Development
Staff has established this Budget and Fiscal Policies section in an effort to improve governance, transparency, and establish policies to govern the budget. These policies will be reviewed annually and enhanced as capacity allows.
54 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | BUDGET AND FISCAL POLICIES
OUTSTANDING LOANS AND ADVANCES
Interfund loans are loans from one City fund to another City fund for a specific purpose, with a requirement for repayment. A detailed listing of outstanding loans and advances is included in the following table:
Receiving Fund Originating Fund
Loan/Advance Details
(Payback Source, Term, Interest
Rate)
Outstanding Amount
(as of June 30, 2021)
Parks and
Recreation Capital
Fund
General Fund
(May 22, 2018, RTC
18-124) Loan for the
Reed Street – Grant
Street Sports Park
Project from the
Land Sale Reserve
This loan bears interest based on
the City’s weighted average
portfolio rate. This loan will be
repaid in annual installments from
Mitigation Fee Act revenue (25%
of the revenue is allocated for loan
repayment) until the loan is paid in
full.
$ 6,618,748*
Cemetery Fund General Fund This advance bears no interest and will be repaid when funds
become available. The advance
is a long-term subsidy of
operations pending mausoleum
project funding in future years
which is expected to generate
additional revenues. It is
anticipated that this will be writtenoff by the end of FY 2021/22. $ 7,111,149
Total Interfund Loans and Advances $ 13,729,897
* This loan amount is understated by $2,143,117. In FY 2020/21, the Parks and Recreation Capital Fund transferred $2,523,654 as a loan repayment based on estimated Mitigation Fee Act (MFA) revenues.
However, based on actual MFA revenue received in FY 2020/21, this loan repayment should have been $380,537. As part of the FY 2020/21 Budgetary Year-End Report, $2,143,117 was returned to the Parks and Recreation Capital Fund to true up the loan repayment.
55 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | BUDGET GUIDE
CAPITAL BUDGET GUIDE
The following information is presented to help the reader understand the way the City allocates budgets and accounts for the capital improvement programs (CIP) of the City. Explanations are presented in two categories: Budget Book Details and Fund Accounting.
UNDERSTANDING THE CAPITAL BUDGET
Budget Definition
The budget of the City is a detailed operating and capital plan that identifies estimated costs and program benefits in relation to estimated revenues. The budget is prepared in accordance with Generally Accepted Accounting Principles (GAAP), except encumbrances which are recognized as expenditures when legal contracts or commitments are entered into. The budget for governmental funds has been prepared on a modified accrual basis, recognizing revenue when they are measurable and available to be used to finance expenditures in the fiscal year. Expenditures are recognized when they occur, regardless of when cash is received or disbursed. The budgets for proprietary funds are prepared on a full accrual basis, recognizing revenue and expenditure activity for the fiscal year for which the activity occurred. The budgetary accounting basis and the consolidated annual financial reports include the reconciliation between GAAP modified and/or full accrual accounting for the financial reports and the budgetary basis budget. All of the year-end financial reports are kept on the basis of modified or full accrual accounting. The budget includes the adopted services to be provided during the fiscal year and the associated appropriations to cover the costs of the adopted programs, projects, services and activities. These are funded by the estimated revenue and/or fund balance available to finance the adopted service levels.
Budget Process
The budget process is the mechanism through which policy decisions are made, implemented and controlled. The City Charter requires that the City establish a budgetary system for general operations and prohibits expending funds for which there is no legal appropriation. The City is required to adopt an annual budget on or before June 30 for the ensuing fiscal year that begins July 1. The City uses a biennial budget process that alternates between an operating and capital budget. In a year when the biennial capital budget is brought forward, adjustments to the Year 2 operating budget appropriations will also be presented to the City Council. In addition, all capital and operating source and use statements are presented every year in the budget for adoption. This year, the biennial capital budget is being brought forward.
The procedures to establish the capital budget are as follows:
1. During the July/August timeframe, departments review their existing projects and evaluate the potential need for any new projects to be established in the upcoming fiscal year. As part of this review, departments complete a project worksheet, describing the project scope for existing and 56 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | BUDGET GUIDE new projects. These are then submitted to the Department of Public Works (DPW) and Finance Department for review in September.
2. In October, the City Manager’s Office, along with the Finance Department, coordinate a citywide presentation to kick-off the budget process. This presentation gives departments a better understanding of what is expected in their final capital submissions as well as project priority criteria.
3. After receiving all project worksheets in September, the DPW begins their review, working with the respective departments to refine details and scope. This allows for DPW to develop accurate budget estimates for each project. These project estimates are submitted back to departments in November.
4. Once Departments receive their project estimates, all capital requests are reviewed to determine which project requests will be submitted for final approval. These requests are reviewed by a Project Review Committee (PRC), that consists of representatives from the City Manager’s Office, the Finance Department, the DPW, and other selected line departments. These final project requests are due to the Finance Department in November.
5. In December, Departments meet with the PRC to review their respective project requests. Following these meetings, Departments coordinate with the Finance Department to resolve follow-up items or outstanding issues. During this time, Department requests to amend the adopted operating budget are due to the Finance Department for evaluation. The Finance Department meets with the City Manager’s Office in January and February to review all finalized project requests as well as operating requests.
6. At the end of January or beginning of February, there is a City Council operating and strategic priority setting retreat. Any recommendations that come forward during this retreat are incorporated into service level change requests. During this retreat, the Ten-Year General Fund Financial Forecast is also presented to City Council for approval.
7. Following the meetings between the City Manager’s Office and the Finance Department, decisions are finalized based on the items presented, balancing each fund’s budget and incorporating City Council priorities.
8. The City Manager submits to the City Council a proposed capital budget for the two following fiscal years, as well as any operating adjustments for the following fiscal year, commencing July 1.
Submission to City Council is at least thirty-five (35) days prior to the beginning of each fiscal year.
9. Public hearings are conducted to obtain City Councilmembers’ and residents’ comments. Copies of the proposed budget shall be available for inspection by the public in the office of the City Clerk at least ten days prior to these hearings.
10.The budget is legally enacted through passage of a minute order. 57 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | BUDGET GUIDE From the effective date of the budget, the amounts stated therein as proposed expenditures/expenses, become appropriations to the applicable funds. In order to amend the budget during the year, departments must submit a Report to Council, explaining the need for the change and budget implications. Upon review and approval of the City Council, the budget may be amended. For the CIP Budget, the legal level of budgetary control is at the project level.
In addition to the biennial Capital Improvement Program Budget, every other year an operating budget is adopted. For the Operating Budget, the legal level of budgetary control is at the fund and department level. For funds that do not have an associated department, the legal level of budgetary control is at the fund level.
Budget Book Details
The Capital Improvement Program Budget includes a City Manager’s Transmittal Letter that provides an overview of the budget and a discussion of short- and long-term issues facing the City, the alignment of the budget to City Council priorities and strategic initiatives, highlights of capital investments, the General Fund Forecast and fiscal condition of the City, and operating budget adjustments.
The City Profile and Organization Chart section provides basic facts about the City, a detailed roster of elected officials including Boards and Commissions, the City’s executive team, comparison of key revenue and expenditure data to other local cities and the City organization chart.
The Budget and Fiscal Policies section provides detailed policy framework driving the development of the budget, including a glossary and acronym index.
The Budget Summary section provides summary tables and graphs on the City budget. This includes the total City budget across all funds, with adjusting entries reconciling to a total net City budget, as well as revenue and expenditures across all CIP programs.
The Summary of Budgeted Positions by Department details the City’s budgeted positions and reconciles changes throughout the year.
The Statement of Sources and Uses of Funds section details revenues, expenditures and fund balance position including current year estimated revenue and expenditures, two adopted budget years, along with the five-year CIP plan for capital funds. This section is organized by accounting fund type detailed later in this section. All capital and operating funds are presented in the budget.
The Capital Improvement Program presents the capital budget by theme: Administrative Facilities, Community Facilities, Convention Center, Electric Utility, Other Community Facilities, Parks and Trails, Sewer Utility, Solid Waste, Storm Drain, Technology and Equipment, Transportation, and Water and Recycled Water Utilities.
Each CIP theme section contains a narrative, detailing each theme’s objectives, project prioritization, major project highlights and accomplishments, funding sources, operating impacts, and a summary of 58 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | BUDGET GUIDE the theme’s unfunded needs. Following the narrative is a summary of all funded project costs within the theme. Additional information including project scope/description for each of these projects is included in the funded project pages. Each funded project page includes the five-year funding breakout by expenditure category, which is described in more detail below. After the funded project pages is a summary of all unfunded projects, which presents the unfunded amount for each fiscal year in the fiveyear CIP budget.
The Appendices section includes summary and detailed information on the proposed amendments to the adopted operating budget by fund.
Categories of Expenditures
The categories of expenditures for the capital and operating funds include the following:
Construction – Includes all costs associated with the building/improving/replacing a structure/infrastructure.
Contingency/Misc. – Includes an allowance for unknown risks associated with a project; these items are generally developed using a standard percentage of the entire project or contract amount and are used to cover any unforeseen items that may come up during construction.
Engineering – Includes the design, planning and management of projects involving construction; this can include developing a master plan for infrastructure or refining project scopes to determine accurate construction costs.
Equipment – Consists of any machinery, structures, materials, supplies or systems that are associated or used during the development and construction of a project.
Salaries – Includes regular salaries, overtime pay, vacation pay, holiday, separation payouts and premium pays such as out-of-class pay, night differential pay, hazard pay, evidence tech pay, and paramedic pay. These costs are primarily driven by the number of positions budgeted within the program.
Benefits – Includes Medicare, social security, health allocation, other post-employment benefits (OPEB), and CalPERS retirement costs. Other benefits such as Voluntary Employee Beneficiary Association (VEBA), dental, life insurance, uniform allowance, meal allowance, employee assistance program, auto allowance, mobile phone allowance and professional development are included, if applicable.
Materials/Services/Supplies – Includes all expenditure items that the department has direct control over such as contract costs, supplies, equipment purchases and utility charges. 59 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | BUDGET GUIDE Resource and Production – Consists mainly of costs related to the purchasing or generating of electricity, water, or recycled water as well as disposing of solid waste matter and sewage effluent for the respective City utilities.
Interfund Services – Includes two types of expenses. The first type is for charges that one department or fund charges to another for services provided, which includes charges calculated by the Indirect Cost Allocation Plan. The Indirect Cost Allocation Plan includes costs that are typically termed "citywide overhead". Most of these costs are those expenditures which provide support services or oversight to another department or fund citywide. These costs are allocated based on an allocation factor, such as employee count or budgeted expenditures, which is used as the basis for distributing costs to departments or funds receiving the support or benefit.
Examples of such expenditures that are allocated are for services provided by the City Manager's Office, City Attorney's Office, Finance and Human Resources. These service costs are allocated to other departments or funds in the Full Cost Allocation Plan. This plan is prepared by a third-party consultant every two or three years and include modest increases between updates. The second type of allocated charge is citywide in nature, funded through the City’s internal service funds. Examples of these costs are citywide liability insurance costs and information technology costs that are apportioned to departments or funds in the City.
Capital Outlay – Includes small capital expense purchases not budgeted within the Capital Improvement Projects budget. Most individual capital purchases with a cost of less than $5,000 are expensed in this category.
Transfers to Other Funds – Includes all money moving to other funds. Transfers can be between the operating and capital improvement program budget to provide funding for capital projects or between different operating funds.
Debt Service – Funding provided to pay for the City’s Debt Service obligations.
Types of Capital Projects
The Capital Improvement Program Budget categorizes projects as ongoing or distinct.
Ongoing – the project does not have an identifiable completion date and project is needed indefinitely (e.g., maintenance of land or pavement)
Distinct – the project is one-time in nature and funding will be required for a predetermined amount of time (e.g., the building of a structure)
60 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | BUDGET GUIDE Strategic Pillars
The following are the strategic pillars established by the City Council to provide a framework for this budget document. In each department section, service level changes and performance and workload measures aligned to one of the Council-approved pillars below:
Enhance Community Engagement and Transparency
Deliver and Enhance High Quality Efficient Services and Infrastructure
Manage Strategically Our Workforce Capacity and Resources Promote and Enhance Economic, Housing and Transportation Development
Promote Sustainability and Environmental Protection
Enhance Community Sports, Recreational and Art Assets
Ensure Compliance with Measure J and Manage Levi’s Stadium 61 ◄ C
I I I I
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | BUDGET GUIDE Capital Budget Reader’s Guide
The Capital Improvement Project Budget document is organized by theme. As discussed earlier in this section, each theme is comprised of a Theme Overview, followed by a Project Cost Summary, a Funded Project section, and Unfunded Projects Summary. Please see below for an example of a funded project page and an unfunded projects summary page.
FUNDED ANNUAL CREEK TRAIL REHABILITATION PROGRAM
Project Number: 1203 Theme / Category: Parks and Trails Year Initiated: 2018 Project Manager: Vincent Luchessi
Planned Completion Year: Ongoing Department: Public Works Project Type: Ongoing Fund: 533 - Streets and
Highways
Location Various locations along creek trails
Project Description In 2019, the City Council adopted the Bicycle Plan Update 2018. Policy 2.C.1 of the Bicycle Masterplan states: "Develop a trail pavement management plan by 2020 and request funding through the capital budget process to perform necessary pavement maintenance" in order to enhance standard operating practices for bicycle facility maintenance. The trail pavements were inspected by a pavement management consultant in 2019 and a pavement management plan was developed. This project performs pavement preventative maintenance and rehabilitation for the San Tomas Aquino Creek Trail (STACT) and Guadalupe River Trail, including application of seals, removal and replacement of failed asphalt, repair of miscellaneous amenities, and replacing worn-out striping and markings. Preventative maintenance and repair of failed pavements extends the useful life of the City's trail system assets.
Funding Sources General Fund Capital Projects Reserve
(1) (2) (3) (3) (4) (4) (4) (5)
Funding Sources All Prior
Actuals 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 Total Total Sources - $300,000 $360,000 $580,000 - - - $1,240,000 Expenditures All Prior
Actuals 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 Total Construction - $300,000 $300,000 $490,000 - - - $1,090,000 Engineering - - $60,000 $90,000 - - - $150,000
Total Expenditures - $300,000 $360,000 $580,000 - - - $1,240,000 (1) All Prior Actuals reflect the cumulative actual sources and expenditures since project inception. (2) Project sources and expenditures for 2021/22 include carryover from the prior year. (3) Project sources and expenditures for appropriation for Year 1 and Year 2 of the current biennial CIP budget. (4) Project sources and expenditures for appropriation for next three years following the current biennial CIP budget. (5) Total sources and expenditures of all prior year actuals, current and future year budgets.
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
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FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | BUDGET GUIDE
UNFUNDED PROJECTS PARKS AND TRAILS
NEW - 321 - Central Park Arbor Center Area Improvements FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26 FY 2026/27 Five-Year CIP Total $2,933,800 - - - - $2,933,800
In 2018, the City’s Facility Condition Assessment Report (Kitchell), identified Central Park Arbor Center as “poor” and recommended for renewal. This project will replace the restroom, improve parking lot pathways, lighting, and landscaping. In 2019, the City was awarded a County of Santa Clara All Inclusive Playground Grant, and the Central Park Master Plan identifies the Arbor Center Area as a first year project. The restroom and pavilion parking lot will be used by the playground. Additional improvements around the new facility will be needed. Funds will be needed for restroom, parking lot and pathway improvements. Project will be undertaken as funding becomes available.
Note: Amount under any year reflects the unfunded amount for the project. 63 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | BUDGET GUIDE
FUND ACCOUNTING
The accounts of the City are organized and operated on the basis of funds, each of which is considered a separate accounting entity. Government resources are allocated to and accounted for in individual funds based upon the purposes for which the resources are to be spent. A general description of each follows:
Governmental Fund Types
Governmental funds are those through which most governmental functions of the City are financed.
The following are the City's Governmental Fund Types:
General Fund - Used to account for the general operations of the City.
Special Revenue Funds - Used to account for the proceeds of specific revenue sources that are legally restricted to expenditure for specific purposes. Examples of Special Revenue Funds include the Building Development Services Fund and the Housing Authority Fund.
Debt Service Funds - Used to account for the accumulation of financial resources to be used for the payment of principal and interest on General Government Operating and Capital long-term obligations, which are not accounted for in proprietary funds.
Capital Projects Funds - Used to account for financial resources to be used for the acquisition or construction of General Government major capital facilities.
Proprietary Fund Types
Proprietary funds are used to account for the City's ongoing organizations and activities which are similar to those often found in the private sector. Proprietary Fund Types include Enterprise Funds and Internal Service Funds and are described as follows:
Enterprise Funds - Used to account for operations (a) that are financed and operated in a manner similar to private business enterprises where the intent of the governing body is that the costs and expenses, including depreciation, of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges; or (b) where the governing body has decided that periodic determination of revenues earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, management control, accountability or other purposes. Examples of Enterprise Funds include the Electric Utility Fund and the Water Utility Fund.
Internal Service Funds - Used to account for the financing of goods, services or facilities provided by one department or agency to other departments or agencies of the City, or to other governments, on a cost-reimbursement basis. Services provided include vehicle replacement, vehicle maintenance and operations, information technology, communications equipment, public 64 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | BUDGET GUIDE works capital projects management, special liability insurance claims, workers' compensation insurance and claims, and unemployment insurance. Examples of Internal Service Funds include the Special Liability Fund and Workers' Compensation Fund.
This budget document includes statements of sources and uses for all of the City’s funds, categorized by the type of fund as described above. The financial statements for the capital project funds display the FY 2021/22 Estimate, the FY 2022/23 through FY 2026/27 Proposed, and the Five-Year CIP Total.
The operating budget funds are comprised of the General, Special Revenue, Debt Service, Enterprise, and Internal Service Funds. The financial statements for this group of funds includes the FY 2020/21 actuals, FY 2021/22 Amended Budget, FY 2021/22 Estimate, FY 2022/23 Adopted Budget, and FY 2022/23 Amended Budget. The FY 2021/22 Amended Budget is the adopted budget in addition to any budget amendments that were approved by City Council throughout the fiscal year, while the Estimate column shows what the expected revenue and expenditures will be for FY 2021/22. The FY 2022/23 Amended Budget column reflects amendments recommended to the FY 2022/23 Adopted Budget that are described in the Appendices section of this document. 65 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | BUDGET CALENDAR
BUDGET CALENDAR
December January February March April May June
Proposed
Capital
Improvement
Project
Review with
the City
Manager’s
Office
Departments
Submit
Critical
Operating
Change
Requests
Statements
of Sources
and Uses
of Funds
Reviewed
Department
Review and
Edit of CIP
Budget
Book
Pages
Finalize
Capital
Improvement
Project
Pages
Joint Study
Session on
FY 2022/23
and FY
2023/24
Biennial CIP
Budget and
Operating
Changes
Department
Meetings
with the
Capital
Project
Review
Committee
Public
Hearing and
Adoption of
FY 2022/23
and FY
2023/24
Biennial CIP
Budget and
Operating
Changes
City
Council
Approval of
Budget
Hearing
Dates,
Ten-Year
Financial
Forecast,
and
Budget
Principles
Statements
of Sources
and Uses
of Funds
Finalized
Joint Study
Session on
FY 2022/23
and FY
2023/24
Biennial CIP
Budget and
Operating
Changes
66 ! ! ! ! ! ! !
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FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | BUDGET PRINCIPLES BUDGET PRINCIPLES FOR FY 2022/23
(Approved by the City Council on February 8, 2022)
1. Make decisions within the context of the City’s Code of Ethics and Values, especially being Fiscally Responsible, Communicative, and Service-Oriented.
2. Consider budget decisions with long-term implications taking into account data from the Ten-Year Financial Forecast.
3. To the extent possible, align ongoing expenditures with ongoing revenues to avoid negative impacts on future budgets and maintain the City's high financial management standards.
4. When addressing General Fund shortfalls, use a combination of ongoing and one-time solutions to balance the competing goals of aligning ongoing revenues and expenditures and minimizing the service delivery impacts to the community.
5. Continue cost control measures until the ongoing General Fund revenues and expenditures are in alignment.
6. Approve an exception to the Council Policy that dictates setting the General Fund Budget Stabilization Reserve at or above 25% of adopted budget expenditures; set the Reserve level at a minimum of 15% of expenditures and address any remaining FY 2022/23 shortfall with the use of the Land Sale Reserve.
7. Focus on projects and services that benefit the community as a whole.
8. Pursue economic development objectives and strategies to foster new public and private investment within Santa Clara, and to create employment opportunities.
9. Balance between compensation adjustments to retain and attract employees and funding for positions.
10. Use one-time unrestricted revenues (e.g., annual General Fund surplus) for one-time uses such as increasing reserves, funding capital or Information Technology projects, paying off debt, and/or paying off unfunded pension or other post-employment benefits liabilities.
11. Inform and communicate clearly and broadly to residents, businesses and employees regarding the City’s fiscal position and budget; schedule hearings to promote active participation in the City Council’s budget deliberations.
12. With limited exceptions, establish fees based on full cost recovery where individuals/businesses rather than the community at-large are benefitting from City services. This preserves limited unrestricted resources for providing services that benefit the community as a whole.
13. Focus on business process redesign in order to improve employee productivity and the quality, flexibility, and cost-effectiveness of service delivery (e.g., streamlining, simplifying, reorganizing functions, and reallocating resources).
14. Explore expanding existing revenue sources and/or adding new revenue sources.
15. Engage employees to contribute new and innovative ideas during the department budget development process.
16. Use the General Plan as a primary long-term fiscal planning tool and link ability to provide City services to development policy decisions.
67 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | GLOSSARY
GLOSSARY
The following explanations of glossary and terms are presented to aid in understanding the information included in this document:
Abatement - A complete or partial cancellation of a levy imposed by a government and usually applied to tax levies, special assessments and service charges.
Accounting System - The total structure of records and procedures which discover, record, classify, summarize and report information on the results of operations and the financial position of a government or any of its funds, fund types, balanced account groups, or organizational components.
Accrual Basis of Accounting - A method of accounting that recognizes the financial effect of transactions, events, and interfund activities when they occur, regardless of the timing of related cash flows.
Adopted Budget - The annual City budget as approved by City Council on or before June 30 for the fiscal year beginning July 1. This adopted budget establishes the legal authority for the expenditure of funds. This formal action by the City Council sets the spending path for the year.
Agency Fund – To account for assets held by the City as an agent for individuals, private organizations, other governments, and/or other funds.
Allocation - To divide or share out financial resources or expenditures for a specific purpose to particular funds or departments.
American Recovery and Reinvestment Act (ARRA) - An act established by the federal government in February 2009 whose intent is to create and save jobs, spur economic activity and focus on long term growth through the funding of various projects and initiatives.
Appropriation - A legal authorization granted by the City Council to make expenditures and to incur obligations for specific purposes. For purposes of the Capital Improvement Program (CIP) budget, appropriations are automatically renewed, for the life of the project, unless altered or revoked. For the operating budget, appropriations lapse at the end of the fiscal year to the extent they have not been expended or encumbered.
Appropriations Limit - The California State Constitution limits a city’s appropriations growth rate to two factors:
changes in population, and either the change in California per capita income or the change in the local assessment roll due to non-residential new construction.
Assessed Valuation - A valuation set upon real estate or other property by a government as a basis for levying taxes. In California, the assessed valuation subject to ad valorem tax levy is governed by Proposition 13 and AB8 (1978).
Assets - A probable future economic benefit obtained or controlled by a particular entity as a result of past transactions or events. This includes financial resources such as cash, receivables, inventory and plant and equipment, net of depreciation.
68 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | GLOSSARY Audit - A formal examination of the City’s accounts by an independent audit firm to determine whether the City’s financial statements fairly present the City’s financial position and results of operations in conformity with Generally Accepted Accounting Principles.
Authorized Positions - Regular positions authorized in the budget to be employed during the fiscal year.
Balanced Budget - The budget for a fund is balanced when total budgeted resources, including revenues, transfers in from other funds, and available fund balance from the previous year, meets or exceeds total budgeted uses of resources, including expenses and transfers out to other funds.
Base Budget - The ongoing expense level necessary to maintain service levels previously approved by the City Council.
Basis of Accounting - The timing of recognition, that is, when the effects of transactions or events are recognized for financial reporting or budgeting purposes. The three bases of accounting for governmental agencies are: (1) cash basis (when cash is received or paid), (2) accrual basis (when the underlying transaction or event takes place), and (3) modified accrual basis (revenues are recognized in the accounting period in which they become available and measurable and expenditures are recognized in the accounting period in which the fund liability occurred).
Beginning Fund Balance - The amount of prior year's unappropriated funds used to finance appropriated expenses in the current budget year.
Biennial Budget - A consolidated budget document presented on a biennial basis that includes the City’s Operating Budget and CIP Budget. The Operating and Capital Budgets are presented in alternating years to the City Council for approval.
Bond - A city may raise capital by issuing a written promise to pay a specified sum of money, called the face value or principal amount, at a specified date or dates in the future, together with periodic interest at a specific rate.
Bond Rating - An evaluation of a bond issuer’s credit quality and perceived ability to pay the principal and interest on time and in full. Three agencies regularly review city bonds and generate bond ratings: Moody’s Investors Service, Standard and Poor’s and Fitch Ratings.
Budget - A plan of financial operation embodying an estimate of proposed expenditures for a given period and the estimated financial resources available to finance them. Used without any modifier, the term usually indicates a financial plan for a single fiscal year.
Budget Public Hearing - A public meeting at which any member of the community may appear and be heard regarding any item in the proposed budget as presented by the City Manager to the City Council.
Budget Transmittal Letter - A general discussion of the budget as presented in writing by the City Manager to the City Council. The message contains an explanation of principal budget items and summaries found in the budget.
Budgetary Control - The control or management of a government or enterprise in accordance with an approved budget for the purpose of keeping expenses within the limitations of authorized appropriations. 69 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | GLOSSARY Capital Asset - Land, buildings, equipment, improvements to buildings, and infrastructure (i.e., roads, bridges and other immovable assets). The City’s policy is to capitalize equipment with a cost exceeding $5,000 and building, improvements and infrastructure with costs exceeding $20,000. A capital asset is defined as an asset with a useful life extending beyond a single accounting period.
Capital Improvement - A permanent addition to the City's assets, including the design, construction or purchase of land, buildings, or facilities, or major renovations of same.
Capital Improvement Program (CIP) Budget - A plan of annual appropriation for capital improvements and various kinds of major facility maintenance. These projects are often multi-year in length, which requires funding beyond the two-year period in the biennial budget.
Capital Outlay - A budget category which includes all equipment having a unit cost of $1,000 or more, and an estimated useful life of over one year or capital improvements costing less than a certain dollar amount. Capital Outlay is budgeted in the operating budget in the Other Operating Expenditure Category.
Certificates of Participation (COPs) - This financing technique provides long-term financing through a lease, installment sale agreement or loan agreement. Certificates of Participation (COPs) allow the public to purchase participation in a stream of lease payments, installment payments or loan payments relating to the acquisition or construction of specific equipment, land or facilities. The lending agreement is secured by a lease on the acquired asset or other assets of the City.
Charges for Services - Fees and charges levied by City departments for services rendered (example: utility charges to customers, recreation program fees, engineering fees, etc.).
Comprehensive Annual Financial Report (CAFR) - The official annual report of the City’s financial condition at the conclusion of the fiscal year, June 30. The report is prepared to conform to Generally Accepted Accounting Principles (GAAP) for governmental units and provides a quantitative look at the operating success, financial health, and compliance of the City’s reporting units.
Community Development Block Grant (CDBG) - Provides eligible metropolitan cities and urban counties with annual direct grants to revitalize neighborhoods; expand affordable housing and economic opportunities; and/or improve community facilities and services, principally to benefit low- and moderate-income persons.
Community Facilities District (CFD) - A special district that can issue debt for the planning, design, acquisition, construction, and/or operation of public facilities, as well as provide public services. Special tax assessments levied by the district are used to repay the debt. A CFD can be formed only if approved by the majority of affected property owners.
Consumer Price Index (CPI) - A statistical measure of a weighted average of prices of a specified set of goods and services purchased by wage earners in urban areas.
Contingency - A budgetary reserve set aside for emergency or unanticipated expenditures, revenue shortfalls, and/or unknown expenditures.
70 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | GLOSSARY Debt - Obligations of the City to repay, with or without interest, in installments and/or at a later date, some amount of money utilized resulting from the borrowing of money or from the purchase of goods and services. Debts of governments include bonds, notes and COPs.
Debt Financing - Issuance of bonds and other debt instruments to finance municipal improvements and services.
Debt Service - Payment of the principal and interest on an obligation resulting from the issuance of bonds, COPs or other debt instruments.
Deficit - An excess of expenditures or expenses over revenue (resources).
Department - An organizational unit comprised of divisions and/or programs. It is the basic unit of service responsibility encompassing a broad mandate of related activities. Department directors generally report directly to the City Manager's Office, for instance, Fire and Finance.
Depreciation - An allocation of the cost of fixed assets (buildings, plant or equipment) over the estimated useful life of the asset.
Designation - A portion of fund equity set aside by Council Action for a specific purpose.
Dissolution Act - Also known as Redevelopment Dissolution Act; on December 29, 2011 the California Supreme Court found the Dissolution Act (ABx1 26) constitutional in the California Redevelopment Association vs.
Matosantos case. The Act continued the suspension and prohibition of most redevelopment activities in effect since late June 2011; dissolved RDAs as of February 1, 2012; created successor agencies and oversight boards; and established roles for the County-Auditor Controller, the Department of Finance and State Controller’s Office in the dissolution process and satisfaction of enforceable obligations of former RDAs.
Division - An organizational unit within a City department. For instance, Fire Field Operations, Fire Community Risk Reduction, and Fire Training.
Encumbrance - Obligations in the form of purchase orders, contracts or salary commitments which are chargeable to an appropriation and for which a part of the appropriation is reserved. They cease to be encumbrances when paid.
Enterprise Fund - Used to account for operations: a) that are financed and operated in a manner similar to private business enterprises where the intent of the governing body is that the costs and expenses, including depreciation or capital replacement, of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges; or b) where the governing body has decided that periodic determination of revenues earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes.
Environmental Impact Report (EIR) - An assessment of the likely influence a project might have on the environment.
Equity - The net assets of a fund (i.e. the assets less the liabilities on a fund balance sheet). 71 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | GLOSSARY Expenditure - Actual cash disbursements for the cost of goods delivered or services rendered to the City in a Governmental Fund.
Expenditure Object Category (Expenditure Category) - Expenditure categories are a group of similar expenditure objects.
Expense - The cost incurred from providing goods or services related to the City’s operations in Proprietary Funds.
Fee - The payment for direct receipt of a public service by the party who benefits from the service.
Fiscal Year - The time period designated by the City signifying the beginning and ending period for recording financial transactions. Consistent with all cities and counties in the State of California, the City of Santa Clara has specified July 1 to June 30 as its fiscal year.
Franchise - A special privilege granted by a government, permitting the continued use of public property, such as city streets and usually involving the elements of a monopoly or regulation, for example cable TV, gas, refuse, and others.
Full-Time Equivalent - Refers to one full-time equivalent position, which equals 40 hours per week, 52 weeks per year.
Fund - An independent fiscal and accounting entity with a self-balancing set of accounts recording its assets, liabilities, fund equity, revenues and expenditures or expenses and other changes in residual fund equity or balances, segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions, limitations or public policy.
Fund Balance - The amount of financial resources immediately available for use. Generally, this represents the difference between unrestricted current assets over current liabilities.
Fund Type - A category into which funds with similar characteristics are grouped. The fund types used in the City budget are General, Special Revenue, Capital Projects, Enterprise, Internal Service and Debt Service funds.
Gas Tax – State tax received from gasoline sales utilized solely for street related purposes, such as new construction, rehabilitation or maintenance.
General Fund - The primary fund of the City used to account for all revenues and expenditures of the City not accounted for in another fund. Examples of departmental operations accounted for in the General Fund include the City Council, Police and Fire Departments, Library, Parks and Recreation, and others.
Generally Accepted Accounting Principles (GAAP) - Uniform minimum standards and guidelines for financial accounting and reporting that govern the form and content of the financial statements of an entity. GAAP encompass the conventions, rules and procedures necessary to define accepted accounting practice at a particular time. GAAP provide a standard by which to measure financial presentations. The primary authoritative body on the application of GAAP to State and local governments is the GASB (Governmental Accounting Standards Board).
72 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | GLOSSARY Governmental Accounting - The composite activity of analyzing, recording, summarizing, reporting, and interpreting the financial transactions of governments.
Governmental Accounting Standards Board (GASB) - The authoritative accounting and financial reporting standard-setting body for government entities.
Governmental Fund - A fund type to account for tax-supported activities. There are four different types of governmental funds: the General Fund, Special Revenue Funds, Debt Service Funds and Capital Projects Funds.
Grant - Contributions of cash or other assets from another government entity to be used or expended for a specific purpose, activity or facility. An example is the Community Development Block Grant given by the federal government.
HOME Program – Federal housing assistance program that provides funds to low- and very low- income families for both rental units and privately-owned dwellings.
Housing and Urban Development (HUD) - The Federal agency whose mission is to increase home ownership, support community development and increase access to affordable housing free from discrimination.
Housing Authority - The City of Santa Clara Housing Authority was established by Resolution 11-7827 on February 22, 2011 to ensure the provision of safe and sanitary housing for persons of low income.
Indirect Cost Allocation Plan - The City uses an indirect cost allocation plan to ensure that enterprises and certain special revenue supported operations pay for themselves and are not subsidized by City taxpayers.
General Fund supported central services costs such as payroll, accounting, data processing, personnel, city management and facilities maintenance are allocated to those funds benefiting from these services based on statistical data reflecting use of these support services.
Infrastructure - Facilities on which the continuance and growth of a community depend on such as roads, water lines, sewers, public buildings, parks and airports.
Interest and Rent - Interest income on investments and rental income received on property owned by the City.
Interfund Services - Services provided by one fund within the City for the benefit of another fund for which the benefitting fund is charged a fee (e.g., payroll services for the Electric Utility Department).
Interfund Transfers - With Council approval, resources may be transferred from one City fund to another. The purpose of the majority of transfers is to reimburse a fund that has made expenditures on behalf of another fund.
Less often, a transfer may be made to open or close a fund.
Intergovernmental - Revenue received from other government entities (e.g., grants).
Internal Service Funds - These funds account for special activities and services performed by a designated department for other departments in the City on a cost reimbursement basis. 73 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | GLOSSARY Legal Debt Limit - Per section 6.07 of the City Charter, bonded indebtedness of the City may not exceed 10% of the total assessed valuation of property within the City, exclusive of any indebtedness incurred for the purpose of water supply, sewers or storm drains.
Levi’s Stadium - The stadium is located at 4900 Marie P. DeBartolo Way, Santa Clara and is the home of the San Francisco 49ers professional football team. It has a permanent seating capacity of approximately 68,500 seats with expansion to approximately 75,000 seats for larger events, such as an NFL Super Bowl. The stadium was built based on the City of Santa Clara approved Measure J, the Santa Clara Stadium Taxpayer Protection and Economic Progress Act, on June 8, 2010.
Levy - An amount of taxes, special assessments or service charges imposed by a government for the support of government activities.
Liability - Probable future sacrifices of economic benefits arising from present obligations of a particular entity to transfer assets or provide services to other entities in the future as a result of past transactions or events. That is, a financial obligation or claim of financial resources of a specific fund to be liquidated at a future date.
Long-term Debt - Debt with a maturity of more than one year after the date of issue.
Mission - The overriding purpose of the department, division, or program.
Modified Accrual Basis of Accounting - Revenues are recognized in the accounting period in which they become available and measurable; expenditures are recognized in the accounting period in which the fund liability is incurred (if measurable), except for unmatured interest on general long-term debt and certain similar accrued obligations, which should be recognized when due.
Municipal Code - A compilation of City Council approved ordinances currently in effect. The Code defines City policy in various categories, for example, Civil Service rules, traffic regulations, sanitation and health standards, building regulations and planning and zoning regulations.
Object Category - See Expenditure Object Category.
Operating Budget - The portion of the budget that pertains to the City's daily operations and activities engaged in to provide services to the community. The operating budget contains appropriations for such expenditures as personnel (salaries, wages and benefits), supplies and materials, utilities, travel and fuel.
Ordinance - A formal legislative enactment by City Council. It has the full force and effect of law within City boundaries unless pre-empted by a higher form of law (State or federal). An ordinance has a higher legal standing than a resolution. Revenue raising measures, such as the imposition of taxes, special assessments and service charges are some examples of actions that would require the enactment of an ordinance.
Other Financing Sources - Changes in residual fund equity or balances not arising from revenues or expenditures/expenses. Includes governmental fund general long-term debt proceeds, amounts equal to the present value of minimum lease payments arising from capital leases, proceeds from the sale of general fixed assets and operating transfers in.
74 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | GLOSSARY Performance Measures - This is a non-financial measurement of activity such as number of meters read, number of bills sent, number of customer service calls handled and response time to emergency calls.
Performance-based budgeting incorporates performance measures into the budget process.
Program - A program is a specific service or activity that falls under departmental divisions. Programs provide for a lower level of detail regarding a Department’s function. For instance, the Traffic Program under the Police Field Operations Division.
Property Tax - An ad valorem (based on value) tax on real property and tangible personal property levied by the local government on the property located within the City’s jurisdiction. Property tax is determined by two factors: the assessed value of the property and the tax rate for the area in which the property is located.
Public Facilities Financing Corporation (PFFC) - The City of Santa Clara Public Facilities Financing Corporation (PFFC) was formed in 1997 for the purpose of issuing COPs to provide financing for the construction of major City facilities. Members of the City Council are also members of the PFFC Board. Debt service on the COPs is secured by lease payments made by the City's General Fund to the PFFC for the use of the constructed facilities for public purposes. In accordance with lease agreements, the PFFC assigns lease payments received from the City to the trustee for payment to the certificate holders.
Redevelopment Dissolution Act - See Dissolution Act.
Reimbursement - Repayments of amounts remitted on behalf of another party, or interfund transactions that constitute reimbursements to a fund for expenditures or expenses initially made from it but properly applied to another fund.
Reserve - An account used to earmark a portion of fund balance to indicate that it is not available for expenditure or legally segregated for a specific future use.
Resolution - A special or temporary legislative order of the City Council/Agency/Authority. If it is not in conflict with any higher form of law, such as a state statute or constitutional provision, it has the full force and effect of law within the boundaries of the City. A resolution requires less legal formality and has a lower legal status than an ordinance.
Revenue - Resources received by the government available for use in supporting services including such items as taxes, fees, permits, licenses, grants and interest.
Risk Management - An organized attempt to protect a government's assets against accidental loss in the most economical method. The City is exposed to various risks of losses related to torts, errors and omissions, general liability, injuries to employees and unemployment claims. Claims, expenditures and liabilities are reported when it is probable that a loss has occurred and the amount of that loss can be reasonably estimated using actuarial methods or other estimating techniques. These losses include an estimate of claims that have been incurred but not reported.
Sales Tax - A tax imposed by the government on retailers at the point of sale for the privilege of selling tangible personal property. It is usually calculated as a percentage of the selling price and collected by the retailer from the consumer. The rate in the City of Santa Clara is 9.0%. 75 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | GLOSSARY Silicon Valley Power (SVP) - The City’s Electric Utility Department provides electricity to City residents and businesses under the name Silicon Valley Power.
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 primarily benefit those properties.
Special Revenue Fund – A fund in which revenue collected is restricted by the City, State or federal government as to how the city might spend its resources.
Sports and Open Space Authority (SOSA) – The City of Santa Clara Sports and Open Space Authority (SOSA) was created by the City Council in 1974 for the acquisition and development of open space within the City. The members of the City Council are also members of SOSA's Board of Directors and, as such, are authorized to transact business and exercise power to purchase, lease or otherwise obtain and dispose of real and personal property, to acquire, construct, maintain, repair, manage and operate real and personal property, including leasing to private operators for commercial purposes, surplus space which is not economical to use for open space planning.
Stadium Authority – The Stadium Authority was established by the City Council in 2011 to provide for the development and operation of Levi’s Stadium. The Stadium Authority’s governing board is the seven members of the City Council. The Stadium Authority will own, develop, construct, operate and maintain the Stadium, and have all powers granted to it by the City. The Stadium Authority is a separate and distinct legal entity, and the City is not liable for the debts or obligations of the Stadium Authority.
Strategic Pillar – The City Council adopted seven focus areas for City operations: 1. Promote and Enhance Economic, Housing and Transportation Development; 2. Deliver and Enhance High Quality Efficient Services and Infrastructure; 3. Enhance Community Sports, Recreational and Arts Assets; 4. Enhance Community Engagement and Transparency; 5. Ensure Compliance with Measure J and Manage Levi's Stadium; 6. Manage Strategically our Workforce Capacity and Resources; and 7. Promote Sustainability and Environmental Protection.
Subsidy – A grant by a government entity to another government entity to pay all or a portion of an activity of the government deemed advantageous to the public.
Successor Agency to the Former Redevelopment Agency of the City of Santa Clara – Pursuant to State legislation ABx1 26, the “Dissolution Act,” the Redevelopment Agency (RDA) of the City of Santa Clara was dissolved effective February 1, 2012. The City has elected to become the Successor Agency for the RDA nonhousing functions, responsible for paying off the former Redevelopment Agency’s existing debts, disposing of the former Redevelopment Agency’s properties and assets to help pay off debts, returning revenues to the local government entities that receive property taxes, and winding down the affairs of the former Redevelopment Agency. The City has also elected to retain the former Redevelopment Agency's housing functions, including retaining all of the housing assets, rights, power, duties, obligations and functions previously performed by the Redevelopment Agency in administering its Low and Moderate Income Housing Fund.
Surplus – An excess of revenue (resources) over expenditures or expenses.
76 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | GLOSSARY Taxes – Compulsory charges levied by a government for the purpose of financing services performed for the common benefit. The term does not include specific charges made against particular persons or property for permanent benefits such as special assessments. Neither does the term include charges for services rendered only to those paying such charges as, for example, water service charges.
Ten-Year Financial Plan – A strategic planning document showing the estimated results of operations and capital improvement project requirements over the next ten years. This plan is reviewed and accepted by Council and no appropriations result from that acceptance.
Theme – The capital budget is aligned to twelve categories (Administrative Facilities, Community Facilities, Convention Center, Electric Utility, Other Community Projects, Parks and Trails, Sewer Utility, Solid Waste, Storm Drains, Technology and Equipment, Transportation, and Water and Recycled Water Utilities).
Tourism Improvement District (TID) – The Santa Clara Tourism Improvement District was established in 2004 as a marketing revenue supplement to assist the Santa Clara Convention and Visitors Bureau (CVB) with marketing the City of Santa Clara to hotel and convention center groups and visitors. The activities to be provided to the district will be funded by the levy of assessments.
Transient Occupancy Tax (TOT) – A locally controlled tax imposed on travelers who stay in temporary lodging facilities for stays thirty days or less. The rate in the City of Santa Clara is currently 11.5%.
Trust Fund – Used to account for assets held by the City in a trustee capacity.
User Charges – The payment of a fee for direct receipt of a public service by the party benefiting from the service.
77 FY 20 22/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | ACRONYMS
ACRONYMS
AB Assembly Bill
ADA American with Disabilities Act
AIPG All Inclusive Playground Grant
AMH Automatic Handling System
ARPA American Rescue Plan Act
ARRA American Recovery and Reinvestment Act
ASAI Average System Availability Index
BAREC Bay Area Research Extension Center
BLS Basic Life Support
BMP Below Market Price
BNPEA Bayshore North Project Enhancement Authority
BSR Budget Stabilization Reserve
CAFR Comprehensive Audited Financial Report
CAHF City Affordable Housing Fund
CalOES State of California Office of Emergency Services CalPERS California Public Employees’ Retirement System
CCTV Closed-Circuit Television
CDBG Community Development Block Grant
CEQA California Environmental Quality Act
CFD Community Facilities District
CIP Capital Improvement Program
CLT Contribution In-Lieu of Tax
CMMS Computerized Maintenance Management System
CNG Compressed Natural Gas
COLA Cost of Living Adjustment
COP Certificates of Participation
COPS Citizens’ Option for Public Safety
CPI Consumer Price Index
CPR/AED Cardiopulmonary Resuscitation/Automated External Defibrillator CPRS California Parks and Recreation Society
CRC Community Recreation Center
78 FY 20 22/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | ACRONYMS CSMFO California Society of Municipal Finance Officers
CVB Convention-Visitors Bureau
DA Development Agreement
DDA Disposition and Development Agreement
DTSC Department of Toxic Substances Control
DVR Donald Von Raesfeld Power Plant
EEO Equal Employment Opportunity
EIR Environmental Impact Report
EMS Emergency Medical Services
EMT Emergency Medical Technician
EOC Emergency Operations Center
EOL End of Life
EOPS Enforceable Obligation Payment Schedule
ERAF Educational Revenue Augmentation Fund
FEMA Federal Emergency Management Agency
FERC Federal Energy Regulatory Commission
FF&E Furniture, Fixtures and Equipment
FHRMS Finance Human Resources Management System
FMIS Finance Management Information System
FOG Fats, Oils, and Grease
FPPC Fair Political Practices Commission
FTE Full Time Equivalent (Employee)
FTHB First Time Homebuyer
FY Fiscal year
GAAP Generally Accepted Accounting Practices
GASB Governmental Accounting Standards Board
GDP Gross Domestic Product
GFGC General Fund General Contingency
GFOA Government Finance Officers Association
GIS Geographical Information Systems
GPS Global Positioning System
GSI Green Stormwater Infrastructure
GWh Giga Watt Hour
79 FY 20 22/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | ACRONYMS HA Housing Authority
HIPPA Health Insurance Portability and Accountability Act HMG Hazard Mitigation Grant
HMI Human Mechanical Interface
HOME Home Investment Partnerships Act
HR Human Resources
HUD Housing and Urban Development
HVAC Heating, Ventilation, and Air Conditioning
IBEW International Brotherhood of Electric Workers
ISC/CRC International Swim Center/Community Recreation Center IT Information Technology
JPA Joint Power Agreement
kWh Kilo Watt Hour
LED Light Emitting Diodes
LEED Leadership in Energy and Environmental Design
LF Linear Feet
LLEBG Local Law Enforcement Block Grants Program
LPD Land, Property and Development
m:s minutes: seconds
MCC Motor Control Center
MOU Memorandum of Understanding
MRP Municipal Regional Stormwater National Pollutant Discharge Elimination Permit Muni Municipal
N/A Not Applicable
NCIP Neighborhood Conservation and Improvement Program
NCPA Northern California Power Agency
NEPA National Environmental Policy Act
O&M Operations and Maintenance
OBAG One Bay Area Grant
OSHA Occupational Safety and Health Administration
OTS California Office Traffic Safety
PBC Public Benefits Charge
PCA Property Condition Assessment
80 FY 20 22/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | ACRONYMS PEMHCA Public Employees’ Medical and Hospital Care Act (California) PEPRA Public Employees’ Pension Reform Act of 2013
PERS Public Employees’ Retirement System
PG&E Pacific Gas and Electric
PLC Programmable Logic Control
POP Problem Oriented Policing
RDA Redevelopment Agency
RMRA Roadway Repair and Accountability Act
RMRP Retiree Medical Reimbursement Program
ROPS Recognized Obligation Payment Schedule
RWF Regional Wastewater Facility
SA Successor Agency
SAIDI System Average Interruption Duration Index
SB Senate Bill
SCADA Supervisory Council and Data Acquisition
SCAT Specialized Crime Action Team
SCPD NSU Santa Clara Police Department - Nuisance Suppression Unit SCSA Santa Clara Stadium Authority
SDPS Storm Drain Pump Station
SFM State Fire Marshal
SFPUC San Francisco Public Utilities Commission
SOSA Sports and Open Space Authority
SRT Special Response Team
STACT San Tomas Aquino Creek Trail
STEM Science, Technology, Engineering and Math
SVACA Silicon Valley Animal Control Authority
SVP Silicon Valley Power (City owned Electric Utility)
SWRCB State Water Resources Control Board
TBRA Tenant-Based Rental Assistance
TDA Transportation Development Act
TDM Traffic Demand Management
TMP Transportation Management Program
TOT Transient Occupancy Tax
81 FY 20 22/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | ACRONYMS TPAC Treatment Plant Advisory Committee
UMIS Utility Management Information System
Uncl Unclassified Employee
VLF Vehicle License Fee
VoIP Voice Over Internet Protocol
WiFi Wireless Fidelity Communication Technology
WPCP Water Pollution Control Plant
82 FY 20 22/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | BUDGET SUMMARY BUDGET SUMMARY | SOURCES
FY 2021/22
Adopted
FY 2022/23
Adopted
FY 2022/23
Amended
Change
FY 2021/22 to
FY 2022/23
Change
%
Revenue Sources1
:
Property Tax 71,639,000 75,069,000 75,341,000 3,702,000 5.2% Sales Tax 58,183,000 60,959,000 60,173,000 1,990,000 3.4% Transient Occupancy Tax 9,000,000 12,600,000 12,600,000 3,600,000 40.0% Franchise Tax 4,630,000 4,780,000 4,780,000 150,000 3.2% Gas Tax 5,200,000 5,400,000 5,900,000 700,000 13.5%
Other Taxes 1,826,327 1,866,617 1,867,617 41,290 2.3%
Planning Fees 6,400,000 6,617,000 6,775,000 375,000 5.9% Other Fees 33,127,922 71,737,111 73,303,513 40,175,591 121.3% Licenses and Permits 11,637,995 12,008,995 11,832,995 195,000 1.7% Fines and Penalties 1,496,135 1,534,089 1,465,000 (31,135) (2.1%) Rents and Leases 6,385,633 8,200,883 7,689,666 1,304,033 20.4% Electric Utility 519,666,171 586,240,686 591,932,383 72,266,212 13.9% Electric Special Revenues 31,839,508 34,475,644 33,382,905 1,543,397 4.8% Water Utility 47,500,000 46,312,500 46,312,500 (1,187,500) (2.5%) Sewer Utility 42,976,233 42,997,704 40,518,345 (2,457,888) (5.7%) Water Recycling Utility 5,200,000 5,200,000 5,200,000 0 0.0% Solid Waste Services 33,135,000 35,579,000 36,935,092 3,800,092 11.5% Storm Drain Fees 2,908,000 2,944,000 2,908,000 0 0.0%
Miscellaneous Charges for Services 5,449,367 6,279,342 6,498,387 1,049,020 19.3% Grant Revenue 15,069,719 989,097 989,097 (14,080,622) (93.4%) Housing Related 2,025,391 2,025,016 1,623,337 (402,054) (19.9%) Other Agencies 42,128,685 4,632,112 5,221,998 (36,906,687) (87.6%) Other Revenues 12,781,813 16,920,287 16,920,287 4,138,474 32.4% State Revenues 162,000 162,000 160,000 (2,000) (1.2%)
Traffic Mitigation 1,531,500 1,531,500 1,000,000 (531,500) (34.7%) Interest Income 10,010,228 10,199,344 9,810,660 (199,568) (2.0%) Reimbursements 5,614,872 5,878,752 6,294,102 679,230 12.1% Developer Contributions 38,861,733 6,767,701 20,021,442 (18,840,291) (48.5%) Sale of Land or Property 100,000 80,000 80,000 (20,000) (20.0%) Bond Proceeds 18,588,216 0 0 (18,588,216) (100.0%)
Interdepartmental Revenue 84,471,722 87,069,620 88,977,303 4,505,581 5.3% Transfers From 106,559,744 44,563,785 47,236,179 (59,323,565) (55.7%) Gross Revenue 1,236,105,914 1,201,620,785 1,223,749,808 (12,356,106) (1.0%) Less Transfers In and Interfund
Revenues2
(191,031,466) (131,633,405) (136,213,482) 54,817,984 (28.7%) Net Revenue 1,045,074,448 1,069,987,380 1,087,536,326 42,461,878 4.1% Capital Improvement Program
Carryover
143,343,514 0 0 (143,343,514) (100.0%)
Use of Reserves 28,907,185 (38,070,524) 37,299,568 8,392,383 100.0% Total Net Sources3 1,217,325,147 1,031,916,856 1,124,835,894 (92,489,253) (7.6%) 83 FY 20 22/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | BUDGET SUMMARY BUDGET SUMMARY | USES
FY 2021/22
Adopted
FY 2022/23
Adopted
FY 2022/23
Amended
Change
FY 2021/22 to
FY 2022/23
Change
%
Expenditures1
:
Operating Budget:
City Council 829,205 859,377 861,105 31,900 3.8%
City Attorney's Office 3,097,380 3,222,887 3,202,735 105,355 3.4% City Clerk's Office 1,470,231 1,871,218 2,076,112 605,881 41.2% City Auditor 1,075,970 1,250,526 1,224,141 148,171 13.8% City Manager's Office 5,442,069 5,695,535 5,755,321 313,252 5.8% Community Development Department 23,938,049 23,217,718 23,680,861 (257,188) (1.1%) Electric Utility 529,959,140 614,266,787 675,885,991 145,926,851 27.5% Finance Department 16,363,472 17,207,791 17,820,990 1,457,518 8.9% Fire Department 60,581,403 62,981,272 62,184,871 1,603,468 2.6% Human Resources 4,133,810 4,313,246 4,508,710 374,900 9.1% Information Technology 12,284,229 12,272,415 12,958,301 674,072 5.5% Library Department 10,764,727 11,159,488 11,130,451 365,724 3.4% Parks & Recreation 22,940,877 24,003,461 23,743,141 802,264 3.5% Police Department 80,454,471 84,155,066 85,444,381 4,989,910 6.2% Public Works 79,441,436 82,480,815 83,367,913 3,926,477 4.9% Water and Sewer Utility Dept 95,628,494 119,239,036 86,940,128 (8,688,366) (9.1%) Non-Departmental4 61,939,938 34,543,443 38,660,265 (23,279,673) (37.6%) Other Agency 5,420 5,420 5,420 0 0.0%
Internal Services 15,358,000 13,915,290 15,793,000 435,000 2.8% Debt Service 39,286,574 19,842,227 19,841,227 (19,445,347) (49.5%) Gross Operating Budget 1,064,994,895 1,136,503,018 1,175,085,064 110,090,169 10.3% Less Transfers Out and Interfund
Expenses2
(178,378,596) (205,298,512) (200,317,482) (21,938,886) 12.3% Net Operating Budget 886,616,299 931,204,506 974,767,582 88,151,283 9.9% Capital Improvement Program Budget:
Total Capital Improvement Program 333,428,673 96,689,893 147,580,629 (185,848,044) (55.7%) Public Works Management Services 3,962,714 4,022,457 3,941,683 (21,031) (0.5%) Less Transfers Out (6,682,539) 0 (1,454,000) 5,228,539 (78.2%) Total Capital Improvement Program
Budget3 330,708,848 100,712,350 150,068,312 (180,640,536) (54.6%) Total Net Uses 1,217,325,147 1,031,916,856 1,124,835,894 (92,489,253) (7.6%) 1 Excludes Stadium Authority operating budget
2 Excludes internal services fund operating budget, non-City Convention Center activities, and all transfers 3 Excludes Capital Improvement Program Carryover in FY 2022/23Adopted and Amended budgets; included in FY 2021/22 Adopted Budget 4 Includes Convention Center operating budget
84 FY 20 22/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | BUDGET SUMMARY BUDGET SUMMARY | REVENUE SUMMARY
Fund Type
FY 2020/21
Actual
FY 2021/22
Adopted
FY 2022/23
Adopted
FY 2022/23
Amended
Year-on-Year
Change
Change
%
General Fund
001 General Fund 240,695,681 256,944,069 242,076,684 242,058,385 (14,885,684) (5.8%) Total General Fund 240,695,681 256,944,069 242,076,684 242,058,385 (14,867,385) (5.8%) Special Revenue Funds
463 Bridge Maintenance District #2 Fund 93,197 80,000 80,000 80,000 0 0.0% 155 Building Development Services Fund 0 31,643,097 14,112,000 14,112,000 (17,531,097) (55.4%) 220 Building Special Programs and Training
Fund
69,376 63,395 63,395 63,395 0 0.0%
165 City Affordable Housing Fund 3,411,072 657,000 657,000 682,000 25,000 3.8% 027 Community Facilities District No. 2019-1
(Lawrence Station) Fund
195,280 376,327 387,617 387,617 11,290 3.0%
026 Convention Center Maintenance District
Fund
1,707,470 1,698,119 1,878,119 1,878,119 180,000 10.6%
124 Developer Traffic Payments Fund 778,210 0 0 0 0 0.0% 025 Downtown Parking Maintenance Fund 163,788 14,200 14,200 14,200 0 0.0% 077 Endowment Care Fund 222,753 118,000 118,000 118,000 0 0.0% 144 Engineering Operating Grant Trust Fund 216,287 0 0 0 0 0.0% 079 Expendable Trust Fund 811,461 0 0 0 0 0.0%
178 Fire Operating Grant Trust Fund 61,634 0 0 32,745 32,745 0.0% 121 Gas Tax Fund 5,158,518 2,900,000 3,100,000 3,500,000 600,000 20.7% 562 Housing and Urban Development Fund 3,072,574 1,957,103 1,865,000 1,810,000 (147,103) (7.5%) 164 Housing Authority Fund 356,607 261,000 261,000 280,000 19,000 7.3% 169 Housing Successor Agency Fund 13,202,257 350,000 350,000 350,000 0 0.0% 112 Library Operating Grant Trust Fund 90,058 0 0 0 0 0.0% 101 Other City Departments Operating Grant
Trust Fund
4,927,668 0 0 0 0 0.0%
111 Parks and Recreation Operating Grant
Trust Fund
357,132 147,984 147,984 124,769 (23,215) (15.7%)
076 Perpetual Care Fund 550 500 500 500 0 0.0%
177 Police Operating Grant Trust Fund 732,142 0 0 0 0 0.0% 157 Prefunded Plan Review Fund 411,861 0 0 0 0 0.0%
067 Public Donations Fund 92,188 0 0 0 0 0.0%
221 Public, Educational, and Governmental
Fee Fund
234,050 200,000 200,000 200,000 0 0.0%
122 Road Maintenance and Rehabilitation
(SB1) Fund
2,400,529 2,400,000 2,400,000 2,500,000 100,000 4.2%
123 Traffic Mitigation Fund 3,420,049 1,681,500 1,681,500 1,150,000 (531,500) (31.6%) Total Special Revenue Funds 42,186,711 44,548,225 27,316,315 27,283,345 (17,264,880) (38.8%) Enterprise Funds
093 Cemetery Fund 1,444,562 1,478,500 1,498,500 1,498,500 20,000 1.4% 860 Convention Center Enterprise Fund 650,606 8,352,205 13,603,635 13,603,635 5,251,430 62.9% 85 FY 20 22/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | BUDGET SUMMARY BUDGET SUMMARY | REVENUE SUMMARY
Fund Type
FY 2020/21
Actual
FY 2021/22
Adopted
FY 2022/23
Adopted
FY 2022/23
Amended
Year-on-Year
Change
Change
%
Enterprise Funds
191 Electric Operating Grant Trust Fund 35,708,758 31,883,769 34,522,118 33,429,379 1,545,610 4.8% 091 Electric Utility Fund 497,904,492 530,687,026 594,686,986 589,799,417 59,112,391 11.1% 094 Sewer Utility Fund 65,035,938 39,756,481 40,459,345 40,459,345 702,864 1.8% 096 Solid Waste Fund 27,585,212 33,643,600 36,087,600 37,280,456 3,636,856 10.8% 097 Water Recycling Fund 5,966,922 5,703,831 5,708,446 5,708,446 4,615 0.1% 092 Water Utility Fund 52,420,557 49,489,630 48,358,520 48,358,520 (1,131,110) (2.3%) Total Enterprise Funds 686,717,047 700,995,042 774,925,150 770,137,698 69,142,656 9.9% Internal Service Funds
048 Communication Acquisitions Fund 536,853 584,334 606,984 829,358 245,024 41.9% 053 Fleet Operations Fund 4,728,268 5,116,150 5,277,356 5,503,082 386,932 7.6% 045 Information Technology Services Fund 11,674,254 12,084,229 12,072,415 12,259,626 175,397 1.5% 044 Public Works Capital Projects
Management Fund
3,821,799 3,962,714 4,114,234 3,941,683 (21,031) (0.5%) 082 Special Liability Insurance Fund 7,424,082 12,343,000 7,930,290 9,554,000 (2,789,000) (22.6%) 087 Unemployment Insurance Fund 667,577 550,000 150,000 0 (550,000) (100.0%) 050 Vehicle Replacement Fund 3,404,618 4,582,911 4,012,324 4,152,585 (430,326) (9.4%) 081 Workers' Compensation Fund 5,900,488 5,665,000 5,835,000 5,835,000 170,000 3.0% Total Internal Service Funds 38,157,939 44,888,338 39,998,603 42,075,334 (2,813,004) (6.3%) Capital Improvement Program Funds
593 Cemetery Capital Fund 300,000 8,409 0 9,225 816 9.7% 865 Convention Center Capital Fund 3,857,408 0 0 0 0 0.0% 591 Electric Utility Capital Fund 36,655,865 44,380,567 30,397,677 93,761,481 49,380,914 111.3% 536 Fire Department Capital Fund 290,796 837,110 251,602 588,153 (248,957) (29.7%) 539 General Government Capital Fund 4,098,669 1,555,000 912,104 425,000 (1,130,000) (72.7%) 537 Library Department Capital Fund 128,058 7,872 0 281,831 273,959 3480.2% 532 Parks and Recreation Capital Fund 4,398,469 16,210,410 200,000 500,000 (15,710,410) (96.9%) 542 Patrick Henry Drive Infrastructure
Improvement Fund
0 0 0 69,205 69,205 0.0%
538 Public Buildings Capital Fund 1,968,801 397,953 112,231 1,189,532 791,579 198.9% 597 Recycled Water Capital Fund 550,000 50,000 50,000 0 (50,000) (100.0%) 540 Related Santa Clara Developer Fund 1,324,509 1,652,839 2,501,585 2,902,465 1,249,626 75.6% 594 Sewer Utility Capital Fund 46,796,471 28,380,716 40,757,915 4,364,913 (24,015,803) (84.6%) 596 Solid Waste Capital Fund 753,500 439,700 668,833 743,000 303,300 69.0% 535 Storm Drain Capital Fund 5,978,342 2,046,169 1,817,582 2,417,432 371,263 18.1% 534 Street Lighting Capital Fund 168,402 0 75,000 71,455 71,455 0.0% 533 Streets and Highways Capital Fund 22,399,526 45,998,780 13,357,027 15,029,877 (30,968,903) (67.3%)
86 FY 20 22/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | BUDGET SUMMARY BUDGET SUMMARY | REVENUE SUMMARY
Fund Type
FY 2020/21
Actual
FY 2021/22
Adopted
FY 2022/23
Adopted
FY 2022/23
Amended
Year-on-Year
Change
Change
%
Capital Improvement Program Funds
541 Tasman East Infrastructure
Improvement Fund
175,757 1,192,891 0 0 (1,192,891) (100.0%)
592 Water Utility Capital Fund 4,824,312 6,285,000 6,360,000 0 (6,285,000) (100.0%) Total Capital Improvement Program Funds 134,668,885 149,443,416 97,461,556 122,353,569 (27,089,847) (18.1%) Other Agency Funds
801 Sports and Open Space Authority Fund 267 250 250 250 0 0.0% Total Other Agency Funds 267 250 250 250 0 0.0%
Debt Service Funds
491 Electric Utility 13,736,728 16,305,884 16,548,917 16,548,917 243,033 1.5% 431 Public Facilities Financing Corporation
Fund
2,500,647 2,503,439 1,404,275 1,403,275 (1,100,164) (43.9%) 494 Sewer Utility 1,432,799 20,477,251 1,889,035 1,889,035 (18,588,216) (90.8%) Total Debt Service Funds 17,670,174 39,286,574 19,842,227 19,841,227 (19,445,347) (49.5%) Grand Total Revenues 1,160,096,704 1,236,105,914 1,201,620,785 1,223,749,808 (12,356,106) (1.0%) 87 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | BUDGET SUMMARY BUDGET SUMMARY | EXPENDITURES SUMMARY
Fund Type
FY 2020/21
Actual
FY 2021/22
Adopted
FY 2022/23
Adopted
FY 2022/23
Amended
Year-on-Year
Change
Change
%
General Fund
001 General Fund 266,200,689 286,025,931 264,636,922 269,591,355 (16,434,576) (5.7%) Total General Fund 266,200,689 286,025,931 264,636,922 269,591,355 (16,434,576) (5.7%) Special Revenue Funds
463 Bridge Maintenance District #2 Fund 140,000 80,000 80,000 80,000 0 0.0% 155 Building Development Services Fund 0 12,428,158 12,581,772 13,048,582 620,424 5.0% 220 Building Special Programs and Training
Fund
95,147 44,995 44,995 61,765 16,770 37.3%
165 City Affordable Housing Fund 818,044 1,431,111 1,447,378 1,464,431 33,320 2.3% 027 Community Facilities District No. 2019-1
(Lawrence Station) Fund
7,724 286,798 350,507 350,507 63,709 22.2%
026 Convention Center Maintenance District
Fund
1,245,462 1,698,119 1,878,119 1,878,119 180,000 10.6%
025 Downtown Parking Maintenance Fund 123,133 138,163 142,308 137,521 (642) (0.5%) 077 Endowment Care Fund 25,537 28,000 28,000 28,000 0 0.0% 144 Engineering Operating Grant Trust
Fund
189,586 0 0 0 0 0.0%
079 Expendable Trust Fund 352,747 0 0 0 0 0.0%
178 Fire Operating Grant Trust Fund 218,638 0 0 36,019 36,019 0.0% 121 Gas Tax Fund 3,610,356 2,482,144 3,509,479 2,985,000 502,856 20.3% 562 Housing and Urban Development Fund 3,202,131 3,684,839 2,575,398 2,379,814 (1,305,025) (35.4%) 164 Housing Authority Fund 127,716 363,099 368,411 380,363 17,264 4.8% 169 Housing Successor Agency Fund 12,232,724 915,640 932,072 947,899 32,259 3.5% 112 Library Operating Grant Trust Fund 108,841 0 0 0 0 0.0% 101 Other City Departments Operating Grant
Trust Fund
4,334,293 0 0 0 0 0.0%
111 Parks and Recreation Operating Grant
Trust Fund
250,358 147,984 147,984 124,769 (23,215) (15.7%)
076 Perpetual Care Fund 550 500 500 500 0 0.0%
177 Police Operating Grant Trust Fund 825,767 0 0 0 0 0.0% 157 Prefunded Plan Review Fund 1,004,507 0 0 0 0 0.0%
067 Public Donations Fund 26,343 0 0 0 0 0.0%
221 Public, Educational, and Governmental
Fee Fund
43,311 200,000 200,000 200,000 0 0.0%
122 Road Maintenance and Rehabilitation
(SB1) Fund
2,100,000 2,100,000 2,100,000 2,500,000 400,000 19.0%
123 Traffic Mitigation Fund 2,003,500 2,184,927 1,815,000 850,000 (1,334,927) (61.1%) Total Special Revenue Funds 33,086,415 28,214,477 28,201,923 27,453,289 (761,188) (2.7%) Enterprise Funds
093 Cemetery Fund 1,335,730 1,481,057 1,535,529 1,540,618 59,561 4.0% 860 Convention Center Enterprise Fund 3,434,773 9,581,861 14,428,381 14,373,644 4,791,783 50.0% 88 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | BUDGET SUMMARY BUDGET SUMMARY | EXPENDITURES SUMMARY
Fund Type
FY 2020/21
Actual
FY 2021/22
Adopted
FY 2022/23
Adopted
FY 2022/23
Amended
Year-onYear ChangeChange
%
Enterprise Funds
191 Electric Operating Grant Trust Fund 22,496,547 32,910,111 34,522,118 33,549,786 639,675 1.9% 091 Electric Utility Fund 445,363,882 497,049,029 579,744,669 642,336,205 145,287,176 29.2% 094 Sewer Utility Fund 61,080,985 36,727,359 62,519,070 34,174,214 (2,553,145) (7.0%) 096 Solid Waste Fund 27,880,286 33,600,296 35,092,680 37,124,239 3,523,943 10.5% 097 Water Recycling Fund 6,457,368 5,759,582 5,805,348 5,729,413 (30,169) (0.5%) 092 Water Utility Fund 48,552,069 53,141,553 50,914,618 47,036,501 (6,105,052) (11.5%) Total Enterprise Funds 616,601,640 670,250,848 784,562,413 815,864,620 145,613,772 21.7% Internal Service Funds
048 Communication Acquisitions Fund 338,465 584,334 606,984 829,358 245,024 41.9% 053 Fleet Operations Fund 4,342,142 5,161,720 5,330,229 5,561,850 400,130 7.8% 045 Information Technology Services Fund 11,818,419 12,084,229 12,072,415 12,758,301 674,072 5.6% 044 Public Works Capital Projects
Management Fund
3,542,182 3,962,713 4,114,234 3,941,683 (21,030) (0.5%) 082 Special Liability Insurance Fund 12,225,659 9,143,000 7,930,290 9,554,000 411,000 4.5% 087 Unemployment Insurance Fund 757,947 550,000 150,000 150,000 (400,000) (72.7%) 050 Vehicle Replacement Fund 2,658,511 4,060,649 3,214,961 3,444,961 (615,688) (15.2%) 081 Workers' Compensation Fund 4,011,178 5,665,000 5,835,000 6,089,000 424,000 7.5% Total Internal Service Funds 39,694,503 41,211,645 39,254,113 42,329,153 1,117,508 2.7% Capital Improvement Program Funds
593 Cemetery Capital Fund 0 308,409 0 9,225 (299,184) (97.0%) 865 Convention Center Capital Fund 711,167 3,500,000 0 0 (3,500,000) (100.0%) 591 Electric Utility Capital Fund 44,468,742 126,557,162 30,397,677 93,761,481 (32,795,681) (25.9%) 536 Fire Department Capital Fund 259,676 1,727,836 251,602 588,153 (1,139,683) (66.0%) 539 General Government Capital Fund 7,065,193 11,041,114 912,104 425,000 (10,616,114) (96.2%) 537 Library Department Capital Fund 132,677 237,973 0 281,831 43,858 18.4% 532 Parks and Recreation Capital Fund 9,380,988 25,007,151 3,892,990 4,626,797 (20,380,354) (81.5%) 542 Patrick Henry Drive Infrastructure
Improvement Fund
0 0 0 69,205 69,205 0.0%
538 Public Buildings Capital Fund 4,414,682 3,974,554 112,231 1,189,532 (2,785,022) (70.1%) 597 Recycled Water Capital Fund 2,063 50,000 50,000 50,000 0 0.0% 540 Related Santa Clara Developer Fund 1,574,492 1,652,839 2,501,585 2,902,465 1,249,626 75.6% 594 Sewer Utility Capital Fund 38,384,989 69,106,996 40,328,667 19,815,641 (49,291,355) (71.3%) 596 Solid Waste Capital Fund 515,218 623,700 654,885 743,000 119,300 19.1% 535 Storm Drain Capital Fund 3,386,813 5,677,705 1,818,582 2,417,432 (3,260,273) (57.4%) 534 Street Lighting Capital Fund 180,707 5,949,505 75,000 71,455 (5,878,050) (98.8%) 533 Streets and Highways Capital Fund 20,676,073 74,291,929 13,357,027 15,029,877 (59,262,052) (79.8%)
89 FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | BUDGET SUMMARY BUDGET SUMMARY | EXPENDITURES SUMMARY
Fund Type
FY 2020/21
Actual
FY 2021/22
Adopted
FY 2022/23
Adopted
FY 2022/23
Amended
Year-on-Year
Change
Change
%
Capital Improvement Program Funds
541 Tasman East Infrastructure
Improvement Fund
170,921 199,514 0 2,876,218 2,676,704 1,341.6%
592 Water Utility Capital Fund 8,292,571 7,485,000 6,360,000 6,665,000 (820,000) (11.0%) 139,616,972 337,391,387 100,712,350 151,522,312 (185,869,075) (55.1%) Other Agency Funds
801 Sports and Open Space Authority
Fund
9,989 5,420 5,420 5,420 0 0.0%
Total Other Agency Funds 9,989 5,420 5,420 5,420 0 0.0% Debt Service Funds
491 Electric Utility 11,801,951 16,305,884 16,548,917 16,548,917 243,033 1.5% 431 Public Facilities Financing
Corporation Fund
2,502,457 2,503,439 1,404,275 1,403,275 (1,100,164) (43.9%) 494 Sewer Utility 1,180,215 20,477,251 1,889,035 1,889,035 (18,588,216) (90.8%) Total Debt Service Funds 15,484,623 39,286,574 19,842,227 19,841,227 (19,445,347) (49.5%) Grand Total Expenditures 1,110,694,831 1,402,386,282 1,237,215,368 1,326,607,376 (75,778,906) (5.4%) Total Capital Improvement Program
Funds
90 FY 202 2/2 3 AND FY 202 3/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | TRANSFER SCHEDULE BUDGET SUMMARY | TRANSFER SCHEDULE
Fund In Out
From General Fund (001) 10,254,285
To Cemetery Capital Fund (593) 9,225
To Cemetery Fund (093) 870,000
To Convention Center Maintenance District Fund (026) 842,700 To Fire Department Capital Fund (536) 588,153
To General Government Capital Fund (539) 89,283
To Library Department Capital Fund (537) 281,831
To Parks and Recreation Capital Fund (532) 200,000
To Parks and Recreation Operating Grant Trust Fund (111) 3,445 To Public Buildings Capital Fund (538) 1,189,532
To Public Facilities Financing Corporation Fund (431) 1,402,275 To Solid Waste (096) 35,364
To Storm Drain Capital Fund (535) 963,432
To Streets and Highways Capital Fund (533) 3,779,045
Subtotal Transfer from General Fund 10,254,285 10,254,285 From Vehicle Replacement Fund (050) 960,000
To General Fund (001) 960,000
Subtotal Transfer from Vehicle Replacement Fund 960,000 960,000 From Perpetual Care Fund (076) 500
To Cemetery Fund (093) 500
Subtotal Transfer from Perpetual Care Fund 500 500
From Endowment Care Fund (077) 28,000
To Cemetery Fund (093) 28,000
Subtotal Transfer from Endowment Care Fund 28,000 28,000 From Electric Utility Fund (091) 77,510,308
To General Fund (001) 986,573
To Electric Debt Service Fund (491) 16,548,917
To Street Lighting Capital Fund (534) 71,455
To General Government Capital Fund (539) 204,323
To Electric Utility Capital Fund (591) 59,699,040
Subtotal Transfer from Electric Utility Fund 77,510,308 77,510,308 From Water Utility Fund (092) 239,436
To Electric Utility Capital Fund (539) 120,000
To General Government Capital Fund (539) 119,436
Subtotal Transfer from Water Utility Fund 239,436 239,436 Amended FY 2022/23
Transfer
91 FY 202 2/2 3 AND FY 202 3/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | TRANSFER SCHEDULE BUDGET SUMMARY | TRANSFER SCHEDULE
Fund In Out
From Cemetery Fund (093) 822
To General Government Capital Fund (539) 822
Subtotal Transfer from Cemetery Fund 822 822
From Sewer Utility Fund (094) 5,238,226
To Sewer Utility Debt Service Fund (494) 1,889,035
To General Government Capital Fund (539) 4,278
To Sewer Utility Capital Fund (594) 3,344,913
Subtotal Transfer from Sewer Utility Fund 5,238,226 5,238,226 From Solid Waste Fund (096) 498,121
To Solid Waste Capital Fund (596) 493,000
To General Government Capital Fund (539) 5,121
Subtotal Transfer from Solid Waste Fund 498,121 498,121 From Gas Tax Fund (121) 2,985,000
To Streets and Highways Capital Fund (533) 2,985,000
Subtotal Transfer from Gas Tax Fund 2,985,000 2,985,000 From Road Maintenance and Rehabilitation (SB1) Fund (122) 2,500,000 To Streets and Highways Capital Fund (533) 2,500,000
Subtotal Transfer from Road Maintenance and Rehabilitation (SB1) Fund 2,500,000 2,500,000 From Traffic Mitigation Fund (123) 850,000
To Streets and Highways Capital Fund (533) 850,000
Subtotal Transfer from Traffic Mitigation Fund 850,000 850,000 From Building Development Services Fund (155) 187,773
To General Fund (001) 179,036
To General Government Capital Fund (539) 1,737
To Building Special Programs & Training Fund (220) 7,000 Subtotal Transfer from Building Development Services Fund 187,773 187,773 Amended FY 2022/23
Transfer
92 FY 202 2/2 3 AND FY 202 3/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | TRANSFER SCHEDULE BUDGET SUMMARY | TRANSFER SCHEDULE
Fund In Out
From Electric Operating Grant Trust Fund (191) 11,243,020 To Vehicle Replacement Fund (050) 400,000
To Electric Utility Fund (091) 7,410,351
To Electric Utility Capital Fund (591) 2,732,669
To Parks and Recreation Capital Fund (532) 300,000
To Streets and Highways Capital Fund (533) 400,000
Subtotal Transfer from Electric Operating Grant Trust Fund 11,243,020 11,243,020 From Building Special Programs and Training Fund (220) 1,765 To General Fund (001) 1,765
Subtotal Transfer from Building Special Programs and Training Fund 1,765 1,765 From Bridge Maintenance District #2 Fund (463) 80,000
To Streets and Highways Capital Fund (533) 80,000
Subtotal Transfer from Bridge Maintenance District #2 Fund 80,000 80,000 From Storm Drain Capital Fund (535) 1,454,000
To General Fund (001) 1,454,000
Subtotal Transfer from Storm Drain Fund 1,454,000 1,454,000 Total Transfers 114,031,256 114,031,256
Amended FY 2022/23
Transfer
93 FY 2022/23 AND FY 202 3/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | CIP SUMMARIES AND GRAPHS
CAPITAL IMPROVEMENT PROGRAM BUDGET BY THEME
FY 2022/23
Proposed
FY 2023/24
Proposed
FY 2024/25
CIP
FY 2025/26
CIP
FY 2026/27
CIP
Five-Year CIP
Total
Theme
Administrative Facilities 1,320,000 1,551,000 0 0 0 2,871,000 Community Facilities 1,431,000 0 0 0 0 1,431,000
Convention Center 0 0 550,000 0 0 550,000
Electric Utility 93,832,936 184,175,278 43,319,753 31,988,667 36,453,197 389,769,831 Other Community Projects 9,460,082 6,453,710 6,118,404 6,379,067 6,471,696 34,882,959 Parks and Trails 3,028,920 278,000 4,500,000 0 0 7,806,920 Sewer Utility 19,045,006 17,797,655 27,013,733 19,374,086 8,986,880 92,217,360 Solid Waste 743,000 765,000 788,000 812,000 836,000 3,944,000 Storm Drain 761,000 714,000 0 0 0 1,475,000
Technology and Equipment 861,536 1,302,374 1,109,374 835,717 835,717 4,944,718 Transportation 12,869,832 13,790,232 11,659,932 12,539,932 10,865,582 61,725,510 Water and Recycled Water Utilities 6,715,000 5,215,000 3,935,000 3,485,000 3,485,000 22,835,000 Five-Year CIP Total 150,068,312 232,042,249 98,994,196 75,414,469 67,934,072 624,453,298 Administrative Facilities,
$2,871,000
Community Facilities,
$1,431,000
Convention Center,
$550,000
Electric Utility,
$389,769,831 Other Community
Projects, $34,882,959
Parks and Trails,
$7,806,920
Sewer Utility,
$92,217,360
Solid Waste, $3,944,000
Storm Drain, $1,475,000
Technology and
Equipment, $4,944,718
Transportation,
$61,725,510
Water and Recycled
Water Utilities,
$22,835,000
Proposed Five-Year CIP
94 FY 2022/23 AND FY 202 3/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | CIP SUMMARIES AND GRAPHS
CAPITAL IMPROVEMENT PROGRAM BUDGET BY FUND
FY 2022/23
Proposed
FY 2023/24
Proposed
FY 2024/25
CIP
FY 2025/26
CIP
FY 2026/27
CIP
Five-Year CIP
Total
Fund
Cemetery Capital Fund 9,225 9,597 10,028 10,422 10,556 49,828 Convention Center Capital Fund 0 0 550,000 0 0 550,000
Electric Utility Capital Fund 93,761,481 182,000,278 43,194,753 31,863,667 36,328,197 387,148,376 Fire Department Capital Fund 588,153 429,057 236,132 1,827 1,851 1,257,020 General Government Capital Fund 425,000 925,000 875,000 835,717 835,717 3,896,434 Library Department Capital Fund 281,831 9,187 9,599 9,976 10,104 320,697 Parks and Recreation Department
Capital Fund
4,626,797 278,000 4,500,000 0 0 9,404,797
Patrick Henry Drive Infrastructure
Improvement Fund
69,205 71,281 73,419 75,622 77,891 367,418
Public Buildings Capital Fund 1,189,532 1,521,320 21,232 22,066 22,349 2,776,499 Recycled Water Capital Fund 50,000 50,000 50,000 50,000 50,000 250,000 Related Santa Clara Developer
Fund
2,902,465 3,041,508 2,539,633 2,647,758 2,686,511 13,817,875 Sewer Utility Capital Fund 19,815,641 18,612,672 27,880,150 20,287,466 9,916,200 96,512,129 Solid Waste Capital Fund 743,000 765,000 788,000 812,000 836,000 3,944,000 Storm Drain Capital Fund 963,432 924,599 220,056 228,698 231,631 2,568,416 Street Lighting Capital Fund 71,455 2,175,000 125,000 125,000 125,000 2,621,455 Streets and Highways Capital
Fund 15,029,877 16,037,420 14,008,044 14,980,255 13,337,200 73,392,796 Tasman East Infrastructure
Improvement Fund
2,876,218 27,330 28,150 28,995 29,865 2,990,558
Water Utility Capital Fund 6,665,000 5,165,000 3,885,000 3,435,000 3,435,000 22,585,000 Five-Year CIP Total 150,068,312 232,042,249 98,994,196 75,414,469 67,934,072 624,453,298 95 FY 2022/23 AND FY 202 3/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | CIP SUMMARIES AND GRAPHS
CAPITAL IMPROVEMENT PROGRAM BUDGET BY FUND
Cemetery Capital Fund,
$49,828
Convention Center
Capital Fund,
$550,000
Electric Utility
Capital Fund,
$387,148,376
Fire Department
Capital Fund,
$1,257,020
General Government
Capital Fund, $3,896,434
Library Department
Capital Fund, $320,697
Parks and Recreation
Department Capital Fund,
$9,404,797
Patrick Henry Drive
Infrastructure
Improvement Fund,
$367,418
Public Buildings Capital
Fund, $2,776,499
Recycled Water Capital
Fund, $250,000
Related Santa Clara
Developer Fund,
$13,817,875
Sewer Utility Capital Fund,
$96,512,129 Solid Waste Capital
Fund, $3,944,000
Storm Drain Capital Fund,
$2,568,416
Street Lighting Capital
Fund, $2,621,455
Streets and Highways
Capital Fund, $73,392,796
Tasman East Infrastructure
Improvement Fund,
$2,990,558
Water Utility Capital Fund,
$22,585,000
Proposed Five-Year CIP
96 FY 2022/23 AND FY 202 3/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | CIP SUMMARIES AND GRAPHS
CAPITAL IMPROVEMENT PROGRAM UNFUNDED LIST
Five-Year
Unfunded Total
Administrative Facilities
ADA Transition Plan Implementation 10,350,000
City Hall HVAC Rehabilitation Project 5,462,500
Fire Station 5 Replacement 14,076,266
Fire Station Renovations 20,000,000
Fire Stations 1, 7, 9 and Admin Building Renovation Study 360,000 Hazardous Material Management for City Properties 157,500 Morse Mansion Maintenance & Repair 8,322,500
New Project - Fire Station Security Upgrades 1,765,000
New Project - Replacement SCBA Filling Stations 100,000 New Project - Seismic Evaluation of EOC and Fire Station #2 100,000 Public Building Parking Lot Improvements 1,050,000
Repair to Historic Buildings 325,000
Repairs-Modifications to City Buildings 892,901
Stationary Standby Generators 10,224,000
Training Tower Stair Repair 1,140,000
Triton Museum Repair and Modifications 1,170,000
Administrative Facilities Unfunded Subtotal 75,495,667
Community Facilities
Aged Infrastructure at Critical/Poor Buildings 150,413,500 Central Library - Replacement of Lighting Controls 84,502 Central Park Master Plan - Aquatic Center, Community Recreation Center and Gymnasium 90,000,000 Central Park Master Plan- Aquatic Center Planning & Design 2,127,000 Facility Condition Assessment Update Project 400,000
Library Facilities Master Plan 200,000
Library Materials Sorter Upgrade Northside Branch 383,803 Library Space Utilization Study 95,000
Parks & Recreation Master Plan 300,000
Parks Service Center Roof 235,000
Repurchase Cemetery Property 170,000
Senior Center HVAC System Replacement Phase I 172,500
Community Facilities Unfunded Subtotal 244,581,305
Convention Center
Santa Clara Convention Center Condition Assessment Repair 12,649,017 Convention Center Unfunded Subtotal 12,649,017
97 FY 2022/23 AND FY 202 3/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | CIP SUMMARIES AND GRAPHS
CAPITAL IMPROVEMENT PROGRAM UNFUNDED LIST
Five-Year
Unfunded Total
Parks and Trails
Aged Infrastructure at Critical/Poor Parks 99,734,900
Earl Carmichael Park Playground Rehabilitation 2,955,700 Henry Schmidt Park Playground Rehabilitation 2,421,500
Mary Gomez Park Playground Rehabilitation 2,446,900
Park Improvements 519,000
Parkland Acquisition 33,406,400
Parks and Trails Unfunded Subtotal 141,484,400
Storm Drain
Lafayette St. Underpass at Subway Pump Station 4,301,000 SDPS Motor and Control Maintenance, Repair, and Replacement 1,023,418 Storm Drain Pump Station Facility Maintenance & Repair 222,614 Storm Drain Pump Station Outfall Reconstruction Program 300,000 Storm Drain Repairs and Maintenance 550,000
Storm Drain Slide Gate Rehabilitation 1,400,000
Storm Drain System Improvements 20,240,000
Storm Water Retention Basin Remediation 7,280,000
Storm Drain Unfunded Subtotal 35,317,032
Technology and Equipment
Consolidate and Upgrade Servers 400,000
Cyber Security Risk Mitigation 873,328
Defibrillator/Monitor Replacement 70,000
FHRMS Update Project 78,566
Intranet Collaboration Suite Implementation 250,000
Knox Vault Replacements 40,000
Protective Equipment Replacement 160,626
Replacement Aerial Truck Apparatus 1,500,000
Thermal Imaging Camera Replacement 120,000
Technology and Equipment Unfunded Subtotal 3,492,520
Transportation
Annual Creek Trail Rehabilitation Program 350,000
Annual Curb Ramp Installation 2,605,000
Annual Street Maintenance and Rehabilitation Program 36,755,840 Bicycle Route Wayfinding - Phase I 300,000
98 FY 2022/23 AND FY 202 3/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | CIP SUMMARIES AND GRAPHS
CAPITAL IMPROVEMENT PROGRAM UNFUNDED LIST
Five-Year
Unfunded Total
Transportation
Bridge Maintenance Program 730,000
Irrigation Controller Upgrades 500,000
MCB/GAP Intersection Improvement Project 10,830,000
Public Alley Pavement Maintenance and Rehabilitation 2,080,000 Public Right of Way Standards Update 190,000
Public Right-of-Way Landscaping Improvement 500,000
Safe Routes to School 270,000
Sidewalk, Curb and Gutter Repair 2,300,000
Street Tree Services 463,050
Traffic Engineering Consultant Support 300,000
Transportation Modeling Update 55,125
Vision Zero Plan 315,000
Transportation Unfunded Subtotal 58,544,015
Five-Year Unfunded Total 571,563,956
99 FY 2022/23 AND FY 202 3/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | CIP SUMMARIES AND GRAPHS
CAPITAL IMPROVEMENT PROGRAM OPERATING IMPACTS
FY 2022/23
Proposed
FY 2023/24
Proposed
FY 2024/25
CIP
FY 2025/26
CIP
FY 2026/27
CIP
Convention Center
Santa Clara Convention Center Condition
Assessment Repair
0 6,000 6,000 6,000 6,000
Convention Center Operating Impacts Subtotal 0 6,000 6,000 6,000 6,000 Electric Utility
Electric Vehicle (EV) Charging 90,000 120,000 150,000 180,000 210,000 Electric Utility Operating Impacts Subtotal 90,000 120,000 150,000 180,000 210,000 Transportation
Bassett and Laurelwood Bicycle Lanes 0 500 500 500 500
El Camino Real Bike Lane Project 0 0 0 15,000 25,000
Multimodal Improvement Plan Phase 2 Projects 500 500 600 600 600 Uncontrolled Crosswalks Improvements Project 0 2,250 2,250 2,250 2,250 Transportation Operating Impacts Subtotal 500 3,250 3,350 18,350 28,350 Five-Year Operating Impacts Total 90,500 129,250 159,350 204,350 244,350 100
FY 2022/23 AND FY 202 3/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | CIP SUMMARIES AND GRAPHS
CAPITAL IMPROVEMENT PROGRAM BUDGET BY EXPENDITURE
CATEGORY
FY 2022/23
Proposed
FY 2023/24
Proposed
FY 2024/25
CIP
FY 2025/26
CIP
FY 2026/27
CIP
Five-Year
CIP Total
Expenditure Category
Construction 76,235,513 103,871,916 55,231,478 57,710,499 44,604,407 337,653,813 Contingency/Miscellaneous 9,514,792 21,655,742 4,159,496 2,392,496 3,207,704 40,930,230 Developer Costs 2,849,684 0 0 0 0 2,849,684
Engineering 20,079,939 23,290,997 4,583,167 4,766,547 3,430,014 56,150,664 Engineering Management Services 3,941,683 3,643,080 3,806,691 3,956,181 4,006,918 19,354,553 Equipment 31,562,140 73,707,978 25,376,978 453,321 3,849,321 134,949,738 Land 0 0 0 0 2,508,000 2,508,000
Mandated Program Costs 300,000 0 0 0 0 300,000
Personnel 5,584,561 5,872,536 5,836,386 6,135,425 6,327,708 29,756,616 Five-Year CIP Total 150,068,312 232,042,249 98,994,196 75,414,469 67,934,072 624,453,298 101
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FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | SUMMARY OF BUDGETED
POSITIONS
Summary of Budgeted Positions by Department/Office
FY 2020/21
Adopted
FY 2021/22
Adopted1
FY 2022/23
Adopted1
FY 2022/23
Change
FY 2022/23
Amended1
Positions by Department/Office
Mayor and City Council Offices2 9.00 9.00 9.00 0.00 9.00 City Attorney's Office 8.00 8.00 8.00 0.00 8.00
City Auditor’s Office 3.33 3.00 3.00 0.00 3.00
City Clerk's Office3
, 8 7.00 6.00 6.00 1.00 7.00
City Manager's Office/Non-Departmental3 24.00 19.00 19.00 0.00 19.00 Community Development Department4 68.75 72.00 72.00 1.00 73.00 Electric Utility Department5,
8 198.00 198.00 198.00 16.00 214.00
Finance Department5 69.42 68.75 68.75 1.00 69.75
Fire Department6
,
8 168.25 154.50 154.50 1.00 155.50
Human Resources Department6 15.75 14.00 14.00 1.00 15.00 Information Technology Department 7.00 6.00 6.00 0.00 6.00 Library Department 46.75 42.50 42.50 0.00 42.50
Parks and Recreation Department 82.75 77.75 77.75 0.00 77.75 Police Department7 239.00 221.00 221.00 10.00 231.00
Department of Public Works6 131.50 122.50 122.50 1.00 123.50 Water and Sewer Utilities Department 73.00 73.00 73.00 0.00 73.00 Total Budgeted FTE by
Department/Office 1,151.50 1,095.00 1,095.00 32.00 1,127.00 1The positions above represent all funded positions. This excludes the 34.50 positions frozen on March 9, 2021 (Agenda Item
5.0 – Report to Council 21-402) and the 5.0 positions frozen on June 22,2021 (Agenda Item 5.0 -Report to Council 21-526). 2Mayor and City Councilmember positions shown as 7.0 Full-Time Equivalents (budgeted positions). 3Reflects the unfreezing of 1.0 Deputy City Clerk in the Clerk’s Office and the freezing of 1.0 Senior Management Analyst in the City Manager’s Office as well as the addition of 1.0 Management Analyst position in the City Manager’s Office that was previously approved in the Stadium Authority Budget.
4Reflects the addition of 1.0 Assistant Director, offset by shifting eligible position costs to the Building Development Fund. 5Reflects positions added during FY 2021/22 to support existing needs and future expansion of the City’s Electric Utility. 6The FY 2022/23 additions of 1.0 Contracts Manager in the Finance Department and 1.0 Human Resources Technician in the Human Resources Department support the Electric Utility and are reimbursed by the Electric Utility Fund. The additions of 1.0 Deputy Fire Marshal in the Fire Department and 1.0 Public Works Inspector in the Public Works Department are funded by the Related project and were previously frozen. 7As a part of the adoption of the FY 2021/22 and 2022/23 Biennial Operating Budget, the City Council provided additional funding of $1.7 million to the Police Department to restore several frozen and eliminated positions. The FY 2022/23 Amended Budget reflects the restoration of 10.0 positions. 8Position reclassifications include: 1.0 Deputy City Clerk to 1.0 Senior Management Analyst in the Clerk’s Office; 1.0 Staff Aide II to 1.0 Management Analyst, 1.0 Resource Analyst II to 1.0 Sr. Resource Analyst, 1.0 Engineering Aide to 1.0 Sr.
Electric Utility Engineer, 1.0 Project Manager to 1.0 Electric Utility Program Analyst, and 1.0 Sr. Business Analyst to 1.0 Management Analyst in the Electric Utility Department; and 1.0 Office Specialist IV to 1.0 Management Analyst in the Fire Department.
103
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | SUMMARY OF BUDGETED
POSITIONS
Summary of Budgeted Positions by Fund
FY 2020/21
Adopted
FY 2021/22
Adopted
FY 2022/23
Adopted
FY 2022/23
Change
FY 2022/23
Amended
Positions by Fund
General Fund (001)1,2 815.59 718.46 718.46 14.05 732.51 Special Revenue Funds
Housing and Urban Development (562) 2.47 3.30 3.30 0.00 3.30 City Affordable Housing (165) 1.71 1.20 1.20 0.00 1.20
Housing Successor (169) 1.61 1.55 1.55 0.00 1.55
Downtown Parking Maintenance District (025) 0.50 0.50 0.50 0.00 0.50 Housing Authority (164) 0.43 0.65 0.65 0.00 0.65
Building Development Services Fund (155) 0.00 43.00 43.00 0.46 43.46 Convention Center Maintenance District (026) 0.10 0.10 0.10 0.00 0.10 Subtotal Special Revenue Funds 6.82 50.30 50.30 0.46 50.76 Enterprise Funds
Electric (091, 191) 182.00 198.50 198.50 15.50 214.00
Water Utility (092) 47.25 47.25 47.25 0.00 47.25
Sewer Utility (094) 22.45 22.45 22.45 0.00 22.45
Solid Waste (096) 6.65 6.65 6.65 0.00 6.65
Cemetery (093) 5.00 5.00 5.00 0.00 5.00
Recycled Water (097) 3.30 3.30 3.30 0.00 3.30
Convention Center Enterprise (860) 0.00 1.50 1.50 (0.30) 1.20 Subtotal Enterprise Funds 266.65 284.65 284.65 15.20 299.85 Internal Service Funds
Fleet Management (053) 15.75 14.75 14.75 0.00 14.75
Public Works Capital Projects Management (044) 14.69 14.34 14.34 (0.21) 14.13 Information Technology Services (045) 7.00 6.00 6.00 0.00 6.00 Subtotal Internal Service Funds 37.44 35.09 35.09 (0.21) 34.88 Capital Improvement Program Funds
Electric Utility Capital (591) 16.00 0.00 0.00 0.00 0.00 Related Santa Clara Developer (540) 9.00 6.50 6.50 2.50 9.00 Subtotal Capital Improvement Program Funds 25.00 6.50 6.50 2.50 9.00 Total Budgeted FTE by Fund 1,151.50 1,095.00 1,095.00 32.00 1,127.00 Note: FY 2021/22 includes a shift of 43 positions from the General Fund to the new Building Development Services Fund. 1 The positions above represent all funded positions. This excludes the 34.50 positions frozen on March 9, 2021 (Agenda Item
5.0 – Report to Council 21-402) and the 5.0 positions frozen on June 22,2021 (Agenda Item 5.0 -Report to Council 21-526). 2The FY 2022/23 Amended Budget includes 10.0 positions restored in the Police Department, 2.0 positions (1.0 in the Finance Department and 1.0 in the Human Resources Department) that are reimbursed by the Electric Utility Fund, and 1.0 position reimbursed by the Stadium Authority as well as minor position shifts. 104
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | SUMMARY OF BUDGETED
POSITIONS
Summary of Frozen Positions by Department
*As approved by City Council on March 9, 2021 as part of the COVID-19 Phase 1 Budget Rebalancing and the 5.0 positions frozen on June 22,2021 (Agenda Item 5.0 -Report to Council 21-526). 1On September 28, 2021 (RTC 21-1299), the City Council approved the freezing of 1.0 Senior Management Analyst in the City Manager’s Office and the unfreezing of 1.0 Deputy City Clerk in the Clerk’s Office.
Department Classification FTE
City Attorney's Office Legal Office Specialist III 1.00 City Manager's Office/Non-Departmental Senior Management Analyst1 1.00 City Manager's Office/Non-Departmental Assistant City Manager 1.00 City Manager's Office/Non-Departmental Deputy City Manager 1.00 City Manager's Office/Non-Departmental Office Specialist III 1.00 Community Development Associate Planner 1.00
Community Development Office Specialist II 0.75
Finance Office Specialist III 1.00
Fire Firefighter 12.00
Fire Quality Improvement Nurse 0.75
Human Resources Human Resources Division Manager 1.00
Parks and Recreation Grounds Maintenance Worker I 1.00
Parks and Recreation Grounds Maintenance Worker II 2.00 Parks and Recreation Office Specialist II 1.00
Police Police Sergeant 2.00
Police Police Officer 4.00
Public Works Assistant Engineer 1.00
Public Works Associate Engineer 1.00
Public Works Automotive Technician III 1.00
Public Works Street Maintenance Worker I/II 1.00
Public Works Street Maintenance Worker III 3.00
Public Works Street Maintenance Worker IV 1.00
Total Positions Frozen 39.50
105
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106
FY 202 2/2 3 AND FY 202 3 /2 4 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | DEBT SERVICE
DEBT SERVICE
Overview
Under the authority of the City Manager, the City executes debt instruments, oversees the accounting and reporting of debt, administers debt proceeds, manages continuing disclosure and debt compliance requirements, and makes debt service payments, while acting with prudence, diligence, and attention to prevailing economic conditions.
The City of Santa Clara uses debt financing as a tool to maintain its long-term financial stability by paying for certain expenditures over time. Debt financing is also a tool for managing cash flow when large, one-time outlays are required as in the case of constructing a new building or large-scale upgrades to infrastructure. This section provides a summary of the City's debt service for the ten-year forecast period. Included is the Computation of Legal Debt Margin, which calculates the City's debt limit as defined by the City Charter. Also included is a debt service schedule representing the currently outstanding debt of the City. The City does not currently have any outstanding general obligation debt.
Debt Policies
The Santa Clara City Charter, Section 1309, limits the allowable bonded indebtedness of the City at 15% of the total assessed valuation of property within the City, exclusive of revenue bonds or any indebtedness that has been or may be incurred for the purposes of acquiring, constructing, extending, or maintaining municipally owned utilities, for which purposes a further indebtedness may be incurred by the issuance of bonds, subject only to the provisions of the State constitution and the City Charter.
Section 1321 of the City Charter further provides for the issuance of revenue bonds when authorized at an election as provided therein. The City Charter also gives City Council the power to issue revenue bonds to finance the generation, production, transmission and distribution of electric energy, including the acquisition and/or construction of lands and facilities therefor, without authorization at an election.
The City's Debt Management Policy provides guidance for the issuance of bonds and other forms of indebtedness to finance land acquisition, construction, equipment, and other capital requirements of the City. While the issuance of debt is an appropriate method of financing capital projects and major equipment acquisitions, such issuance shall be carefully monitored.
The issuance of debt shall be closely aligned with the cash flow requirements of the projects being financed. Within the limitations of the City Charter, determining the amount of indebtedness the City can afford begins by assessing the sufficiency of future revenues. The amount of debt issued is based on the requirements of the approved Capital Improvement Program, subject to the condition that sufficient revenues are projected to be available to pay debt service.
Factors such as debt service coverage requirements outlined in the bond indentures, the impact on the citizens (tax rates), and any impact on the bond ratings will be carefully considered. Different factors are considered for each type of credit. For example, electric, water or sewer bonds will take into consideration the impact on customer utility rates. Other factors such as providing debt capacity for future programs and existing and forecasted fund balances, including reserves, will also be taken into consideration.
The City believes that debt is an equitable means of financing projects and represents an important source of meeting fiscal responsibilities. The City obtains and maintains long-term debt for large capital improvement projects. The Finance Department manages the City’s debt with prudence, diligence, and with attention to prevailing economic conditions and applicable laws. It manages issuance of debt, administers debt proceeds, prepares ongoing disclosure, handles debt and tax compliance, and makes debt service payments. City departments with debt-financed capital programs coordinate with the Finance Department in implementing and handling debt related transactions. Semiannual updates are prepared by the Finance Department on outstanding debt for the City of Santa Clara, its Agencies and Corporations. This report is presented as a standard management practice that provides a valuable overview of the current status of the City’s long-term debt 107
FY 202 2/2 3 AND FY 202 3 /2 4 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | DEBT SERVICE obligations. The current City Council approved debt policy can be found online at:
http://santaclaraca.gov/home/showdocument?id=63748.
Long-Term Debt Planning
The City employs a comprehensive multi-year, long-term capital improvement planning program that is updated every two years. Debt management is a major component of the financial planning model which incorporates projected financing needs for infrastructure development that is consistent with the City’s growth, while at the same time measuring and assessing the cost and timing of any debt issuance.
Issuer Credit Rating
The City seeks to obtain and maintain the highest possible credit ratings for all categories of short- and long-term debt. The City’s bonds are rated favorably by major bond rating agencies, Fitch and Standard and Poor's (S&P). The City’s Certificates of Participation are rated 'AA' by S&P. The City's Electric Revenue Bonds are rated 'AA-' by Fitch and 'A+' by S&P.
Maintaining high bond ratings has resulted in a broader market for the City’s bonds and lower interest costs to the City.
Public Facilities Financing Corporation
The City of Santa Clara Public Facilities Financing Corporation (PFFC) was formed in 1997 for the purpose of issuing Certificates of Participation (COPs) to provide financing for the construction of major City facilities. Members of the City Council are also members of the PFFC Board. Debt service on COPs is secured by lease payments made by the City's General Fund to the PFFC for use of the constructed facilities for public purposes. In accordance with lease agreements, the PFFC assigns lease payments received from the City to the trustee for payment to the certificate holders.
Long-Term Debt Obligations
Certificates of Participation (COPs) are a debt instrument evidencing a pro-rata share in a specific pledged revenue source, usually lease payments. These lease payments are typically secured by an installment sale or leaseback agreement.
Revenues are pledged to pay lease payments, and such lease payments are used to pay debt service on the COPs. The lessor typically assigns the lease and the payment to a trustee, which distributes the payments to certificate holders. These obligations do not constitute indebtedness under the State constitutional debt limitation and are not subject to voter approval.
Lease Revenue Bonds are a lease obligation secured by a leaseback arrangement with a public entity, where general operating revenues are pledged to pay the lease payments, and in turn are used to pay debt service on the debt. These obligations do not constitute indebtedness under the State constitutional debt limitation and are not subject to voter approval.
In connection with COPs and Lease Revenue Bonds, payments to be made under valid leases are payable only in the year in which use and occupancy of the leased property is available, and lease payments may not be accelerated. Lease financing requires the fair market rental value of the leased property to be equal to or greater than the required debt service or lease payment schedule. The governmental lessee is obligated to place in its annual budget the rentals that are due and payable during each fiscal year the lessee has use of the leased property.
Installment Sale Agreements are debt obligations secured by the assignment of installment payments required to be paid by the City from certain pledged revenues, such as revenues from an enterprise, in an amount sufficient to pay the installment payments, including interest. The City’s outstanding Installment Sale Agreements are payable solely from the City’s Sewer Utility and is not secured by any pledge of ad valorem taxes or General Fund revenues of the City. These obligations do not constitute indebtedness under the State constitutional debt limitation and are not subject to voter approval.
Revenue Bonds are obligations payable from revenues generated by an enterprise, such as electric, water, or wastewater utilities. The City's outstanding utility Revenue Bonds are payable solely from the City's Electric Utility and Sewer Utility Enterprise Funds and are not secured by any pledge of ad valorem taxes or General Fund revenues of the City. 108
FY 202 2/2 3 AND FY 202 3 /2 4 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | DEBT SERVICE Summary of FY 2022/23 and 2023/24 Debt Service
The Biennial Operating Budget includes $19.8 million in debt service FY 2022/23 and $21.6 million in debt service for FY 2023/24. A ten-year debt service schedule is shown herein. 2013 Refunding Certificates of Participation (Central Park Library Project) On March 28, 2013, the PFFC issued $18.54 million of Refunding Certificates of Participation (2013 COPs) to provide funds to refund outstanding 2002A Certificates of Participation, which were originally issued to provide financing to build a new Central Park Library. The 2013 COPs mature annually beginning February 1, 2014 through February 1, 2032 and bear coupon rates ranging from 2.00% to 3.75%. Debt Service is secured by lease payments to be made by the City to the PFFC for use of the library site. The PFFC assigns the lease payments to the certificate owners.
Installment Sale Agreement, Series 2016 (Trimble Road Sewer Project) On March 8, 2016, the City entered into a $12.0 million Installment Sale Agreement with the PFFC in order to provide funds for the Trimble Road Trunk Sanitary Sewer Improvement Project. The PFFC entered into a separate Assignment Agreement with DNT Asset Trust, a wholly owned subsidiary of JPMorgan Chase National Association (the “Agreement”), to assign its rights under the Installment Sale Agreement to DNT Asset Trust. The Agreement has an interest rate of 2.14% and semiannual payments are due beginning August 1, 2016 through February 1, 2031. Installment payments on the Agreement are secured by a pledge of net revenues of the Wastewater System.
Installment Sale Agreement, Series 2020 (Regional Wastewater Facility) The City co-owns the Regional Wastewater Facility with the City of San José. The facility is being rebuilt, with the City’s portion of the costs budgeted as a separate project in the current Capital Improvement Program budget. The Water and Sewer Utilities Department oversees it. On June 11, 2020, the City entered into an Installment Sale Agreement (the “ISA”) with the PFFC to provide funds for the San Jose/Santa Clara Regional Wastewater Facility Project (the “Project”). The PFFC entered into a separate Assignment Agreement with JPMorgan Chase Bank, N.A. (the “Assignment Agreement”), to assign its rights under the ISA to JPMorgan Chase Bank, N.A. The ISA in the amount of $50.0 million carries a variable rate of interest equal to 80% of 1-month LIBOR (reset daily), plus 0.95% per annum. The City may draw on the Installment Sale Agreement as necessary with an initial $20.0 million drawn on the date of closing. Interest is due each January 1 and July 1, commencing January 1, 2021. Principal on outstanding advances is due on or before July 1, 2024. In addition, the PFFC shall pay an undrawn fee on any amount not yet drawn at a rate of 0.325% per annum on each interest payment date.
Installment payments on the Agreement are secured by a pledge of net revenues of the Wastewater System on a subordinate basis to the Trimble Road Installment Payments. An additional drawdown of $18.6 million is planned for FY 2021/22.
109
FY 202 2/2 3 AND FY 202 3 /2 4 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | DEBT SERVICE Electric Revenue Refunding Bonds, Series 2013A
On April 24, 2013, SVP issued $64.38 million of Electric Revenue Refunding Bonds, Series 2013A (Electric 2013A Bonds), to provide funds, together with other available moneys, to refinance outstanding Electric 2003A Bonds. The Electric 2013A Bonds mature annually beginning on July 1, 2014 through July 1, 2028 and bear coupon rates ranging from 3.00% to 5.00%.
Debt service on the Electric 2013A Bonds is secured by a pledge of net revenues of the Electric Utility Enterprise Fund.
The Electric 2013A Bonds maturing July 1, 2023 through July 1, 2028 were refunded on April 10, 2020 by the Subordinate Electric Revenue Refunding Bonds, Series 2020-2 described below. The refunding of a portion of the Electric 2013A Bonds resulted in overall savings of $1,706,384.
Electric Revenue Refunding Bonds, Series 2018A
On December 18, 2018, SVP issued $48.80 million of Electric Revenue Refunding Bonds, Series 2018A (Electric 2018A Bonds) to refinance $54.58 million outstanding principal amount of Variable Rate Demand Electric Revenue Bonds, Series 2008B and terminate a related interest rate swap transaction. The Electric 2018A Bonds mature annually beginning on July 1, 2019 through July 1, 2027 and bear coupon rates of 5.00%. Debt service on the Electric 2018A Bonds is secured by a pledge of net revenues of the Electric Utility Enterprise Fund.
Subordinate Electric Revenue Refunding Bonds, Series 2020-1, 2020-2, and 2020-3 Series 2020-1 Bonds
On April 10, 2020, SVP issued $52.985 million of Subordinate Electric Revenue Refunding Bonds, Series 2020-1 (Electric 2020-1 Bonds) to refinance $54.83 million outstanding principal amount of Electric Revenue Refunding Bonds, Series 2011 A. The Electric 2020-1 Bonds bear 1.74% coupon rates, mature annually beginning on July 1, 2028 through July 1, 2032, and were sold at an All-In True Interest Cost of 1.43%.
On April 2, 2021, the Electric 2020-1 Bonds were converted to tax-exempt basis, which now bear 1.36% coupon rates. Debt service on the Electric 2020-1 Bonds is secured by a pledge of Available Electric Revenues of SVP on a basis subordinate to outstanding Senior Electric Revenue Bonds, if any.
Series 2020-2 Bonds
On April 10, 2020, SVP issued $34.315 million of Subordinate Electric Revenue Refunding Bonds, Series 2020-2 (Electric 2020-2 Bonds) to refinance $30.725 million of outstanding Electric Revenue Refunding Bonds, Series 2013 A. The Electric 2020-2 Bonds bear 1.31% coupon rates, mature annually beginning on July 1, 2023 through July 1, 2028, and were sold at an All-In True Interest cost of 1.21%. Debt service on the Electric 2020-2 Bonds is secured by a pledge of Available Electric Revenues of SVP on a basis subordinate to outstanding Senior Electric Revenue Bonds, if any.
The Electric 2020-2 Bonds have initially been issued on a taxable basis as well, with the potential to be converted to a taxexempt rate in the future. This structure allowed the City to lower interest costs with the potential to capture additional savings upon a conversion of the interest rate to a tax-exempt rate when the bonds can be current refunded under applicable tax law.
Series 2020-3 Bonds
On April 10, 2020, SVP issued $16.72 million of Subordinate Electric Revenue Refunding Bonds, Series 2020-3 (Electric 2020-3 Bonds) to refinance $19.413 million outstanding principal amount of Subordinated Electric Revenue Bonds, Series 2014. The Electric 2020-3 Bonds bear 0.58% coupon rates, mature annually beginning on July 1, 2020 through July 1, 2024, and were sold at an All-In True Interest Cost of 0.70%. Debt service on the Electric 2020-3 Bonds is secured by a pledge of Available Electric Revenues of SVP on a basis subordinate to outstanding Senior Electric Revenue Bonds, if any. 110
FY 202 2/2 3 AND FY 202 3 /2 4 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | DEBT SERVICE Fiscal Year Net Local State Net Net Total % of Growth Total Direct Ending Secured Assessed Unsecured Assessed Assessed of Assessed Tax June 30 Roll (1) Valuation Roll Valuation Valuation Valuation Valuation Rate 2011 / 12 19,818,648 4,641 3,892,148 23,715,437 23,830,461 99.52% 0.54% 1.14% 2012 / 13 20,475,348 4,641 4,702,675 25,182,664 25,295,792 99.55% 6.19% 1.16% 2013 / 14 22,216,962 4,641 4,680,536 26,902,139 27,012,697 99.59% 6.83% 1.14% 2014 / 15 24,294,056 4,183 4,352,204 28,650,443 28,758,679 99.62% 6.50% 1.13% 2015 / 16 27,659,960 4,183 5,157,346 32,821,489 32,927,777 99.68% 14.56% 1.16% 2016 / 17 30,672,596 4,183 5,856,885 36,533,664 36,638,297 99.71% 11.31% 1.15% 2017 / 18 33,449,607 3,896 6,553,560 40,007,063 40,109,539 99.74% 9.51% 1.16% 2018 / 19 36,596,483 354 7,266,592 43,863,429 43,964,914 99.77% 9.64% 1.13% 2019 / 20 38,502,828 870 7,629,244 46,132,942 46,232,453 99.78% 5.17% 1.20% 2020 / 21 42,047,766 870 7,972,493 50,021,129 50,118,954 99.80% 8.43% 1.18% Note:
(1) Net of Home Owner Property Tax Relief.
Source: County of Santa Clara, Department of Finance
CITY OF SANTA CLARA
ASSESSED AND ESTIMATED ACTUAL VALUE OF TAXABLE PROPERTY Last Ten Fiscal Years
(In Thousands)
111
FY 202 2/2 3 AND FY 202 3 /2 4 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | DEBT SERVICE Fiscal Year Net
Ending Assessed Debt Limit- 15% of Debt Applicable Legal Debt June 30 Valuation Assessed Valuation (1) to Limit Margin 2011 / 12 23,715,437 3,557,316 - 3,557,316
2012 / 13 25,182,664 3,777,400 - 3,777,400
2013 / 14 26,902,139 4,035,321 - 4,035,321
2014 / 15 28,650,444 4,297,567 - 4,297,567
2015 / 16 32,821,489 4,923,223 - 4,923,223
2016 / 17 36,533,664 5,480,050 - 5,480,050
2017 / 18 40,007,063 6,001,059 - 6,001,059
2018 / 19 43,863,429 6,579,514 - 6,579,514
2019 / 20 46,132,942 6,934,868 - 6,934,868
2020 / 21 50,021,129 7,503,169 - 7,503,169
Note:
Sources: County of Santa Clara, Department of Finance and City of Santa Clara (1) Section 1309 of the City Charter of the City states: "Bonded Debt Limit. The bonded indebtedness of the City may not in the aggregate exceed the sum of fifteen percent (15%) of the total assessed valuation of property within the City, exclusive of revenue bonds or any indebtedness that has been or may hereafter be incurred for the purposes of acquiring, constructing, extending, or maintaining municipally owned utilities for which purposes a further indebtedness may be incurred by the issuance of bonds, subject only to the provisions of the State Constitution and this Charter."
City of Santa Clara
Legal Debt Margin Information
Last Ten Fiscal Years
(In Thousands)
112
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | DEBT SERVICE
DEBT SERVICE SCHEDULE
Actual Current Proposed Proposed Plan Plan Plan Plan Plan Plan Plan Plan Bond Issue 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 Current Debt Issued
Lease Financing:
2010 Lease Financing
(Police Administration Building Project)
Principal 1,030,000 1,065,000 0 0 0 0 0 0 0 0 0 0
Interest 67,069 29,164 0 0 0 0 0 0 0 0 0 0
Arbitrage Computation 0 0 0 0 0 0 0 0 0 0 0 0
1,097,069 1,094,164 0 0 0 0 0 0 0 0 0 0
Total Lease Financing 1,097,069 1,094,164 0 0 0 0 0 0 0 0 0 0 Certificates of Participation:
2013 Refunding COPs
(Central Park Library Project)
Principal 900,000 940,000 980,000 1,030,000 1,085,000 1,120,000 1,150,000 1,195,000 1,235,000 1,280,000 1,325,000 665,000 Interest 503,275 467,275 420,275 371,275 319,775 285,869 249,469 209,219 167,394 122,625 74,625 24,937 Trustee 1,060 1,100 1,100 1,100 1,100 1,100 1,100 1,100 1,100 1,100 1,100 1,100 Arbitrage Computation 0 0 1,900 0 0 0 0 1,900 0 0 0 0
1,404,335 1,408,375 1,403,275 1,402,375 1,405,875 1,406,969 1,400,569 1,407,219 1,403,494 1,403,725 1,400,725 691,037 Total Certificates of
Participation
1,404,335 1,408,375 1,403,275 1,402,375 1,405,875 1,406,969 1,400,569 1,407,219 1,403,494 1,403,725 1,400,725 691,037 Installment Sale Agreement:
2016 Sanitary Sewer Improvements (Trimble Road Sewer Project) Principal 745,719 761,763 778,152 794,893 811,995 829,465 847,310 865,540 884,161 903,183 922,615 0 Interest 191,730 175,687 159,298 142,556 125,454 107,985 90,139 71,910 53,288 34,266 14,834 0 Arbitrage Computation 2,150 0 0 0 0 2,150 0 0 0 0 0 0
939,599 937,450 937,450 937,449 937,449 939,600 937,449 937,450 937,449 937,449 937,449 0 113
City of
Santa Clara
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | DEBT SERVICE
DEBT SERVICE SCHEDULE
Actual Current Proposed Proposed Plan Plan Plan Plan Plan Plan Plan Plan Bond Issue 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 Current Debt Issued
2020 Sanitary Sewer Improvements (Regional Wastewater Facility) Principal 0 0 0 0 38,588,216 0 0 0 0 0 0 0
Interest 330,381 951,585 951,585 1,684,102 0 0 0 0 0 0 0 0 Arbitrage Computation 0 0 0 0 0 0 0 0 0 0 0 0
330,381 951,585 951,585 1,684,102 38,588,216 0 0 0 0 0 0 0 Total Installment Sale
Agreement
1,269,980 1,889,035 1,889,035 2,621,551 39,525,665 939,600 937,449 937,450 937,449 937,449 937,449 0 Revenue Bonds:
Electric Revenue Refunding Bonds, Series 2013A
Principal 4,115,000 4,320,000 4,545,000 0 0 0 0 0 0 0 0 0 Interest 546,125 335,250 113,625 0 0 0 0 0 0 0 0 0
Trustee 1,855 1,955 1,955 0 0 0 0 0 0 0 0 0
Arbitrage Computation 0 0 1,900 0 0 0 0 0 0 0 0 0
4,662,980 4,657,205 4,662,480 0 0 0 0 0 0 0 0 0
Electric Revenue Refunding Bonds, Series 2018A
Principal 4,485,000 4,785,000 5,110,000 5,440,000 5,795,000 6,005,000 6,320,000 6,655,000 0 0 0 0 Interest 2,117,625 1,885,875 1,638,500 1,374,750 1,093,875 798,875 490,750 166,375 0 0 0 0 Trustee 2,250 2,350 2,350 2,350 2,350 2,350 2,350 2,350 0 0 0 0 Arbitrage Computation 0 0 0 0 0 1,350 0 1,350 0 0 0 0
6,604,875 6,673,225 6,750,850 6,817,100 6,891,225 6,807,575 6,813,100 6,825,075 0 0 0 0 114
City of
Santa Clara
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | DEBT SERVICE
DEBT SERVICE SCHEDULE
Actual Current Proposed Proposed Plan Plan Plan Plan Plan Plan Plan Plan Bond Issue 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 Current Debt Issued
Revenue Bonds:
Electric Revenue Refunding Bonds,
Series 2020-1
Principal 0 0 0 0 0 0 0 0 6,555,000 12,745,000 12,910,000 13,165,000 Interest 901,451 538,445 720,596 720,596 720,596 720,596 720,596 720,596 676,022 544,782 370,328 193,018 Trustee 2,250 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 Arbitrage Computation 0 0 0 0 0 1,350 0 0 0 1,350 0 0
903,701 540,945 723,096 723,096 723,096 724,446 723,096 723,096 7,233,522 13,293,632 13,282,828 13,360,518 Electric Revenue Refunding Bonds,
Series 2020-2
Principal 0 0 0 5,755,000 5,695,000 5,910,000 5,975,000 6,050,000 4,930,000 0 0 0 Interest 325,907 449,527 425,201 320,663 262,268 203,082 142,469 81,141 25,143 0 0 0 Trustee 1,250 2,500 2,500 2,500 2,500 2,500 2,500 2,500 0 0 0 0 Arbitrage Computation 0 0 0 0 0 0 1,350 0 1,350 0 0 0
327,157 452,027 427,701 6,078,163 5,959,768 6,115,582 6,121,319 6,133,641 4,956,493 0 0 0 Electric Revenue Refunding Bonds,
Series 2020-3
Principal 980,000 3,900,000 3,925,000 3,945,000 3,970,000 0 0 0 0 0 0 0 Interest 67,466 79,982 57,290 34,467 11,513 0 0 0 0 0 0 0 Trustee 1,250 2,500 2,500 2,500 2,500 0 0 0 0 0 0 0
Arbitrage Computation 1,200 0 0 0 0 0 0 0 0 0 0 0
1,049,916 3,982,482 3,984,790 3,981,967 3,984,013 0 0 0 0 0 0 0 Total Electric Revenue Bonds 13,548,629 16,305,884 16,548,916 17,600,325 17,558,102 13,647,603 13,657,515 13,681,812 12,190,015 13,293,632 13,282,828 13,360,518 Total Current Debt Issued 17,320,013 20,697,458 19,841,226 21,624,251 58,489,642 15,994,172 15,995,533 16,026,481 14,530,958 15,634,806 15,621,002 14,051,555 115
City of
Santa Clara
FY 20 22/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | DEBT SERVICE
DEBT SERVICE FUNDS
Under the authority of the City Manager, the City executes debt instruments, oversees the accounting and reporting of debt, administers debt proceeds, manages continuing disclosure and debt compliance requirements, and makes debt service payments, while acting with prudence, diligence, and attention to prevailing economic conditions.
The City of Santa Clara uses debt financing as a tool to maintain its long-term financial stability by paying for certain expenditures over time. Debt financing is also a tool for managing cash flow when large, one-time outlays are required as in the case of constructing a new building or large-scale upgrades to infrastructure.
Public Facilities Financing Corporation (431)
The City of Santa Clara Public Facilities Financing Corporation (PFFC) was formed in 1997 for the purpose of issuing Certificates of Participation (COPs) to provide financing for the construction of major City facilities. Members of the City Council are also members of the PFFC Board. Debt service on COPs is secured by lease payments made by the City's General Fund to the PFFC for use of the constructed facilities for public purposes. In accordance with lease agreements, the PFFC assigns lease payments received from the City to the trustee for payment to the certificate holders.
Electric Utility Debt Service Fund (491)
The Electric Utility Debt Service Fund is used to pay principal, interest, and related service charges on obligations resulting from the issuance of debt by the Electric Utility. Bond proceeds are used to pay for capital costs associated with the Electric Utilities’ generation, transmission and distribution facilities. Debt service is payable from Adjusted Net Revenues of the Electric Utility.
Sewer Utility Debt Service Fund (494)
The Sewer Utility Debt Service Fund is used to pay principal, interest, and related service charges on obligations resulting from the issuance of debt by the Sewer Utility. Bond proceeds are used to pay for capital improvements associated with the Sewer System, including the Trimble Road Trunk Sanitary Sewer Improvement Project. Debt service is payable from Net Revenues of the Sewer Utility.
This is the second fiscal year of the biennial operating budget. The following section details the City of Santa Clara’s Debt Service Funds’ Statements of Sources and Uses and their Proposed Amended Budget for Fiscal Year 2022/23. 116
FY 20 22/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | DEBT SERVICE DEBT SERVICE FUNDS | ELECTRIC UTILITY DEBT
SERVICE FUND (491)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
Bond Reserve 3,632,533 3,632,533 3,632,533 3,632,533 3,632,533 Reserve for Debt Service 7,882,462 9,817,239 9,817,239 7,986,294 9,817,239 Total Beginning Fund Balance 11,514,995 13,449,772 13,449,772 11,618,827 13,449,772 Revenue
Interests 185,349 0 0 0 0
Total Revenue 185,349 0 0 0 0
Transfers From
Electric Utility Fund 13,551,379 16,305,884 16,305,884 16,548,917 16,548,917 Total Transfers From 13,551,379 16,305,884 16,305,884 16,548,917 16,548,917 Total Source of Funds 25,251,723 29,755,656 29,755,656 28,167,744 29,998,689 Expenditures
Debt Service 11,768,799 16,294,079 16,294,079 16,535,212 16,535,212 Administrative Costs 33,152 11,805 11,805 13,705 13,705 Total Expenditures 11,801,951 16,305,884 16,305,884 16,548,917 16,548,917 Ending Fund Balance
Bond Reserve 3,632,533 3,632,533 3,632,533 3,632,533 3,632,533 Reserve for Debt Service 9,817,239 9,817,239 9,817,239 7,986,294 9,817,239 Total Ending Fund Balance 13,449,772 13,449,772 13,449,772 11,618,827 13,449,772 Total Use of Funds 25,251,723 29,755,656 29,755,656 28,167,744 29,998,689 117
FY 20 22/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | DEBT SERVICE DEBT SERVICE FUNDS | PUBLIC FACILITIES FINANCING
CORPORATION FUND (431)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
Debt Reserve 707,202 707,202 707,202 707,202 707,202
Unrestricted 17,691 18,070 15,881 18,070 13,931
Total Beginning Fund Balance 724,893 725,272 723,083 725,272 721,133 Revenue
Interest 303 2,000 50 2,000 1,000
Total Revenue 303 2,000 50 2,000 1,000
Transfers From
General Fund 2,500,344 2,501,439 2,501,439 1,402,275 1,402,275 Total Transfers From 2,500,344 2,501,439 2,501,439 1,402,275 1,402,275 Total Source of Funds 3,225,540 3,228,711 3,224,572 2,129,547 2,124,408 Expenditures
Debt Service 2,500,344 2,501,439 2,501,439 1,400,375 1,400,275 Administrative Costs 2,113 2,000 2,000 2,000 1,100
Arbitrage Computation 0 0 0 1,900 1,900
Total Expenditures 2,502,457 2,503,439 2,503,439 1,404,275 1,403,275 Ending Fund Balance
Debt Reserve 707,202 707,202 707,202 707,202 707,202
Unrestricted 15,881 18,070 13,931 18,070 13,931
Total Ending Fund Balance 723,083 725,272 721,133 725,272 721,133 Total Use of Funds 3,225,540 3,228,711 3,224,572 2,129,547 2,124,408 118
FY 20 22/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | DEBT SERVICE DEBT SERVICE FUNDS | SEWER UTILITY DEBT SERVICE
FUND (494)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
Debt Reserve 4,663,690 4,663,690 4,916,274 4,663,690 4,916,274 Total Beginning Fund Balance 4,663,690 4,663,690 4,916,274 4,663,690 4,916,274 Revenue
Debt Proceeds 0 18,588,216 18,588,216 0 0
Total Revenue 0 18,588,216 18,588,216 0 0
Transfers From
Sewer Utility Fund 1,432,799 1,889,035 1,889,035 1,889,035 1,889,035 Total Transfers From 1,432,799 1,889,035 1,889,035 1,889,035 1,889,035 Total Source of Funds 6,096,489 25,140,941 25,393,525 6,552,725 6,805,309 Expenditures
Debt Service 1,068,794 1,889,035 1,889,035 1,889,035 1,889,035 Administrative Costs 111,421 0 0 0 0
Total Expenditures 1,180,215 1,889,035 1,889,035 1,889,035 1,889,035 Transfers To
Sewer Utility Capital Fund 0 18,588,216 18,588,216 0 0
Total Transfers To 0 18,588,216 18,588,216 0 0
Ending Fund Balance
Debt Reserve 4,916,274 4,663,690 4,916,274 4,663,690 4,916,274 Total Ending Fund Balance 4,916,274 4,663,690 4,916,274 4,663,690 4,916,274 Total Use of Funds 6,096,489 25,140,941 25,393,525 6,552,725 6,805,309 119
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120
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | TEN -YEAR FINANCIAL FORECAST
TEN-YEAR GENERAL FUND FINANCIAL FORECAST
FORECAST UPDATE
In January 2022, a Ten-Year General Fund Forecast was prepared comparing anticipated General Fund revenues and expenditures to provide policy makers and the public an updated assessment of the City’s financial health. In the January Forecast, the first two years (FY 2022/23 and FY 2023/24) showed a net General Fund shortfall of $19.6 million, followed by small surpluses in the out-years.
Since the development of the Forecast, staff has continued to refine the revenue estimates and expenditure budget for the General Fund, resulting in minor adjustments. Overall, the forecast over the first two years remains at a shortfall of $19.6 million. The remaining years of the forecast continue to show small surpluses ranging from $0.7 million to $4.0 million in each year as reflected in the chart below.
April 2022 General Fund Forecast Update
Note: The Forecast does not include the cost to address unmet/deferred infrastructure needs, the cost to fully fund public safety equipment replacement, additional contributions to reserves, one-time funding sources, and one-time expenditure needs.
The charges for services and transfers from other funds were slightly adjusted based on revised reimbursements and the latest revenue trends. The out-year growth factors were also slightly revised with minimal overall changes. Expenditures were also slightly revised based on the final position information and non-personnel costs. Overall, there were no substantive changes to the forecast estimates. ($25.0)
($20.0)
($15.0)
($10.0)
($5.0)
$0.0
$5.0
FY
2022/23
Forecast
FY
2023/24
Forecast
FY
2024/25
Forecast
FY
2025/26
Forecast
FY
2026/27
Forecast
FY
2027/28
Forecast
FY
2028/29
Forecast
FY
2029/30
Forecast
FY
2030/31
Forecast
FY
2031/32
Forecast
FY
2032/33
Forecast
$(23.0)
$3.4 $2.6 $1.8
$4.0
$2.4
$0.7
$3.2
$1.3
$2.9 $3.2
Millions
$19.6 M
Shortfall
through FY
2023/24
121
FY 2023-2033 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
Ten-Year
General Fund
Financial Forecast
2023 - 2033
January 2022
122
FY 2023-2033 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
PURPOSE
The Ten-Year General Financial Forecast (Forecast) provides policy makers and the public an updated assessment of the City’s fiscal health. The Forecast includes projections of ongoing General Fund revenues and expenditures for a ten-year period beyond the adopted biennial budget.
The Forecast serves as a strategic planning tool to assist the City Council, staff, and the public with decision-making as they work to adopt the budget and consider long-term financial strategies for the City.
The Forecast also identifies known risk factors and vulnerabilities, and it provides a foundation for evaluating priorities and understanding trade-offs moving forward.
EXECUTIVE SUMMARY
The Forecast compares anticipated General Fund revenues with base expenditures, which include the projected costs of providing the current level of service. Individual projections of revenues and expenditures are developed based on trend analyses, input from available economic reports, consultant recommendations, departments, updated salary and benefit information, and non-personnel costs. The most current information available is incorporated into the Plan and refined on a moving forward basis.
The Forecast compares ongoing revenues and expenditures. It does not factor in one-time funding sources or items funded on a pay-as-you-go method with one-time sources.
The Forecast shows a substantial General Fund shortfall of $23.5 million in FY 2022/23, with improvement in the remaining years of the Forecast. The projected shortfall of $23.5 million is equivalent to 8.9% of forecasted expenditures, while the surpluses in future years of $0.5 million to $3.9 million are relatively small, ranging from 0.2% to 1.4% of expenditures annually. The model assumes shortfalls or surpluses are solved with ongoing actions in each year. To the extent actions are not ongoing, surpluses/deficits would continue in the next fiscal year. It should be noted that as part of the FY 2021/22 and FY 2022/23 Biennial Operating Budget, the City Council approved the use of reserves to balance the budget in FY 2022/23. Because those solutions were on a one-time basis, the ongoing budget deficit needing solutions totals $19.6 million starting in FY 2023/24.
FY 2023-2033 General Fund Ten-Year Financial Forecast
Net Operating Margin - Ongoing Surplus/(Deficit)
($ in millions)
2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 ($23.5M) $3.9M $2.7M $1.8M $3.6M $3.1M $0.5M $3.2M $2.0M $2.6M $3.0M As a percentage of projected operating expenditures
(8.9%) 1.4% 0.9% 0.6% 1.2% 1.0% 0.2% 1.0% 0.6% 0.7% 0.8% The Forecast does not include the following:
• One-time funding sources and one-time expenditure needs; • The cost to address unmet/deferred capital infrastructure needs; • Revenue and staffing impacts of development projects; and • Additional contributions to Reserves (Budget Stabilization Reserve, Capital Projects Reserve, Pension Reserve).
123
FY 2023-2033 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
Historically, the City has funded many capital infrastructure and equipment needs with one-time funds on a pay-as-you-go basis. The use of one-time funds as the funding mechanism for capital improvements and various equipment that rely on the General Fund creates challenges. The lack of sufficient one-time funding has resulted in a backlog of unmet/deferred infrastructure needs. Staff will continue to evaluate potential options to create capacity to address those funding needs.
In addition to the elements described above that are not factored into the Forecast, the City has identified various risk factors that could have a potential impact on the Forecast. These include:
• More significant impacts from COVID-variants;
• Economic slowdown/recession;
• State/federal legislative changes and legal challenges; • Labor costs outside the budget assumptions;
• CalPERS actuarial changes or reform actions;
• Unanticipated critical capital/infrastructure needs; and • Maintenance impacts and timing of development projects.
As the City has experienced in the past and with the latest COVID-19 pandemic, General Fund revenues may exceed or fall below expectations based on changes in economic or non-economic conditions. This type of volatility has been seen in the City’s largest General Fund revenues, Property Tax, Sales Tax, and Transient Occupancy Tax (TOT). As a result of the pandemic, TOT receipts have been the most severely impacted. Various cost elements can also vary from year to year, such as retirement costs that are impacted by the earnings assumptions and performance of the California Public Employees Retirement System (CalPERS).
Staff will continue to closely monitor revenue performance and expenditures and will refine the revenue and expenditure figures during the development of the FY 2022/23 Budget. 124
FY 2023-2033 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
ECONOMIC OUTLOOK
National Economy
COVID-19 continues to create uncertainty regarding future economic growth, with the latest Omicron variant potentially impacting the recovery. In 2020, the nation saw record breaking increases in unemployment and declines in economic activity. While these economic indicators have improved significantly since that time, there are certain areas that have not fully recovered.
The December
2021 UCLA
Anderson
Forecast calls for
continued strong
economic growth
and labor market
recovery, with a
lessening of supply
constraints and
inflation. The
Omicron variant
may temporarily
derail this forecast,
but it is too soon to
tell. The UCLA
Anderson Forecast
projects the Gross
Domestic Product
(GDP) to reach its pre-COVID trend by the third quarter 2022. The Forecast also assumes that the economy will add approximately 200,000 to 400,000 jobs per month on average over the coming year, with a potential for some stalling in 2022 depending on the reaction to the Omicron variant. The unemployment rate is also expected to continue to decline. Labor force participation, however, is expected to remain below pre-pandemic levels through the end of 20231 .
In December 2021, two-thirds of the Federal Reserve Federal Open Market Committee members forecasted at least three interest rate hikes in 2022 to fight inflation. The Fed also expects GDP growth of 5.5% in 2021, 4.0% in 2022, and 2.2% in 2023. 2
In December 2021, the U.S. unemployment rate of 3.9% and the number of unemployed persons of 6.3 million were well below the peak in April 2020 but remain slightly above the pre-pandemic levels in February 2020 (3.5% unemployment and 5.7 million unemployed).3
1 UCLA Anderson Forecast, December 2021
2 The majority of Fed members forecast three interest rate hikes in 2022 to fight inflation (cnbc.com), 12/15/2021 3 3 https://www.bls.gov/news.release/pdf/empsit.pdf Real GDP Levels and Trends, $ Billions
125
City of
Santa Clara
21 ,000
20,500
20,000
111,500
111,000
18,500
18,000
17,500
17.000
2017 2018
Source · UCU .4.nderson Forecast and Oxford Economics
2019
Fmec:aai
2020 2021 2022 2023
FY 2023-2033 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
U.S. economic growth is dependent on consumer spending, which accounts for approximately 70% of the GDP. The Conference Board Consumer Confidence Index declined in January 2022, following an increase in December 2021. “Consumer confidence moderated in January, following gains in the final three months of 2021,” said Lynn Franco, Senior Director of Economic Indicators at The Conference Board. “The Present Situation Index improved, suggesting the economy entered the new year on solid footing. However, expectations about short-term growth prospects weakened, pointing to a likely moderation in growth during the first quarter of 2022. Nevertheless, the proportion of consumers planning to purchase homes, automobiles, and major appliances over the next six months all increased.” “Meanwhile, concerns about inflation declined for the second straight month, but remain elevated after hitting a 13-year high in November 2021. Concerns about the pandemic increased slightly, amid the ongoing Omicron surge. Looking ahead, both confidence and consumer spending may continue to be challenged by rising prices and the ongoing pandemic.”4 California Economy
The economy of California is the largest in the United States, and if California were a sovereign nation, it would rank as the world’s fifth largest economy. The California GDP represents almost 15% of the total U.S. economy. California also has the highest GDP per capita of any state in the U.S., followed by Texas and New York.
5 After the State’s largest increase in the unemployment rate in April 2020, the California unemployment rate dropped slightly to 6.5% in December 2021. With the continued addition of jobs, California has now regained 1.95 million jobs, or nearly 72% of the 2.71 million jobs lost due to COVID-19 in March and April 2020.6
4 US Consumer Confidence (conference-board.org) 5 If California Were A Country - Bull Oak Capital 6 https://www.edd.ca.gov/newsroom/unemployment-december-2021.htm 126
City of
Santa Clara
Chart 1. Unemployment rate, seasonally adjusted,
December 2019- December 2021
Percent
16.0 14.0
12.0 10.0
8.0 6.0
4.0 Chart 2. Nonfarm payroll employment, seasonally adjusted, December 2019- December 2021
Thousands
160,000
155,000
150,000
145,000
140,000
135,000
130,000
2.0 .__.__._,..__.,_........,._..___._..._.__._..,__,_..__._ ____ ~___.._._..._. 125,000 Deo-19 Mar-20 Jun-20 Sep-20 Dec-20 M r-21 Jun-21 Sep-21 Oec-21 Dec-19 Mar-20 Jun-20 Sep-20 Deo-20 Mar-21 Jun-21 Sep..21 Oec-21 FY 2023-2033 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
Despite COVID-19, the
California housing
market has remained
strong. In California, the
December 2021 median
single-family home
price of $797,000 was
up 11% from the
December 2020 price of
$718,000 and was up
30% from the
December 2019 median
price of $615,000.
Regional Economy
The local economy has also been impacted by COVID-19, with drops in employment and significant impacts to certain businesses. Like the nation and California, unemployment has significantly improved over the past year but still remains slightly above pre-COVID levels.
With an unemployment rate of 3.0% in December
2021, the rate in the San José-Sunnyvale-Santa
Clara Metropolitan Statistical Area (MSA)
continues to track below the State and nation. In
2021, a total of 64,000 jobs, or 6.0%, were added
in the MSA. The largest gain was in the leisure
and hospitality industry (up 24,300), followed by
professional and business services (up 12,700),
private educational and health services (up
9,700), manufacturing (up 6,300), and
information (up 5,500) .
7 7 https://www.labormarketinfo.edd.ca.gov>sjos$pds
Unemployment Rate
(Seasonally Adjusted)
Unemployment Rate
(Not Seasonally Adjusted)
Dec
2019
Dec
2020
Dec
2021
Nation 3.4% 6.5% 3.7%
California 3.7% 8.8% 5.0%
San José-Sunnyvale-Santa
Clara Metropolitan
Statistical Area
2.3% 6.0% 3.0%
Source: California Employment Development
Department, U.S. Bureau of Labor Statistics
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
$900,000
Jan-18
Mar-18
May-18
Jul-18
Sep-18
Nov-18
Jan-19
Mar-19
May-19
Jul-19
Sep-19
Nov-19
Jan-20
Mar-20
May-20
Jul-20
Sep-20
Nov-20
Jan-21
Mar-21
May-21
Jul-21
Sep-21
Nov-21
California
Median Single Family Home Prices
Source: California Association of Realtors
127
FY 2023-2033 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
Property values in Santa Clara
remain high. In 2021, the median
price of a single-family home totaled
$1.64 million, which was up from the
2020 level of $1.43 million as shown
in the Single-Family Residential
Home Sales chart. This strong
residential performance has been
experienced throughout the State.
With the highly skilled workforce in
the region, wages in Silicon Valley
are higher than the rest of the Bay
Area and California as shown in the
chart below.
Average Wages
Silicon Valley, San Francisco, Alameda County, Rest of the Bay Area, and California There are significant development projects underway in Santa Clara that will bring new revenues as well as new costs. The financial impacts of these developments have not been factored into this forecast given the uncertainty regarding the timing. However, it is anticipated that this additional development activity will have a positive impact on the forecast Data Source: Santa Clara County Association of Realtors $200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
$1,800,000
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
City of Santa Clara
Single Family Residential Home Sales
Ave. Price Med. Price
Data Source: U.S. Bureau of Labor Statistics, Quarterly Census of Employment Wages 128
City of
Santa Clara
• Silicon Valley • San Francisco • Alameda County • Rut of Bay Area S 140,000
S 120,000
]
t,
~ Sl00,000
"f
C
0 SS0,000
i
~ S.60,000
,:.
~ S40,000
~ <(
$20,000
so '01 '02 '03 '04 'OS '06 '07 '08
1111111111
■ ■
Callfornla
'09 ' 10 '11 '12 '13 '14 '15 '16 '17 ' 19 '20
FY 2023-2033 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
GENERAL FUND OVERVIEW
The Forecast projects a substantial deficit in FY 2022/23, followed by small surpluses in the remaining years. The following table displays the projected General Fund revenues and expenditures for FY 2022/23 and an additional ten years. It also shows the cumulative shortfall and the net operating margin that accounts for the incremental shortfalls and surpluses (assuming each preceding shortfall or surplus is addressed completely with ongoing solutions in the year it appears) for each year of the forecast.
Because it is the City’s goal to remain in balance on an ongoing basis, the incremental figure (Net Operating Margin) is useful in that it shows the additional shortfall or surplus attributed to a particular fiscal year. To the extent that a shortfall is not resolved or a surplus is not expended on an ongoing basis, it is important to understand that the remaining budget gap or surplus will carry over to the following year.
As an example, because the FY 2021/22 shortfall was primarily addressed with one-time federal stimulus funds and reserves, the shortfall carried over to FY 2022/23.
FY 2023-2033 General Fund Ten-Year Financial Forecast
($ in millions)
2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 Projected
Revenues $ 241.4 $ 255.0 $ 268.4 $ 280.6 $ 291.5 $ 301.7 $ 312.9 $ 324.2 $ 335.8 $ 347.9 $ 360.9 Projected
Expenditures $ 264.9 $ 274.6 $ 285.3 $ 295.7 $ 303.0 $ 310.1 $ 320.8 $ 328.9 $ 338.5 $ 348.0 $ 358.0 Annual
(Shortfall)/
Surplus
($ 23.5) ($ 19.6) ($ 16.9) ($ 15.1) ($ 11.5) ($ 8.4) ($ 7.9) ($ 4.7) ($ 2.7) ($ 0.1) $2.9 Net
Operating
Margin
($23.5) $3.9 $2.7 $1.8 $3.6 $3.1 $0.5 $3.2 $2.0 $2.6 $3.0 % of
Expenses (8.9%) 1.4% 0.9% 0.6% 1.2% 1.0% 0.2% 1.0% 0.6% 0.7% 0.8% Note: The Forecast does not include the cost to address unmet/deferred infrastructure needs, the cost to fully fund public safety equipment replacement, additional contributions to reserves, one-time funding sources, and one-time expenditure needs.
General Fund Net Operating Margin
In FY 2022/23, a General Fund shortfall of $23.5 million is projected. This projection is derived by comparing estimated revenues with the cost of delivering existing City services. In the future years of the Forecast, small incremental surpluses ranging from $0.5 million to $3.9 million are projected. By the end of the Forecast period, revenues are projected at $360.9 million while expenditures are estimated at $358.0 million.
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FY 2023-2033 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
When put into context of the size of the General Fund budget, the shortfall in FY 2022/23 is 8.9% of General Fund expenditures. In the out years of the Forecast, the annual margins are relatively narrow, ranging from 0.2% to 1.4% of the projected annual expenditure budget. The shortfall in FY 2022/23 is primarily the result of the significant declines in revenues associated with COVID-19. In the out years of the Forecast, revenues are anticipated to grow at a moderate pace that would keep pace with the growth in base expenditures after the FY 2022/23 shortfall is addressed.
It is important to note that the base expenditures do not factor in several cost elements that are currently funded on a pay-as-you-go basis with one-time funds, including the following: the cost to fund capital improvements that rely on General Fund funding; the cost to address unmet/deferred infrastructure needs; the cost to fully fund public safety equipment replacement; and additional contributions to the Budget Stabilization Reserve, the Capital Projects Reserve, and the Pension Stabilization Reserve.
The revenue projections assume a moderately growing economy, but do not include project specific revenues that may result from several large commercial and residential development projects currently under review or entitled but not yet under construction. If any of the development projects are completed and yield positive economic benefit, the outlook would improve.
FY 2023-2033 General Fund Ten-Year Financial Forecast
Net Operating Margin (Incremental Shortfalls/Surpluses) $(25.0)
$(20.0)
$(15.0)
$(10.0)
$(5.0)
$-
$5.0
FY
2022/23
Forecast
FY
2023/24
Forecast
FY
2024/25
Forecast
FY
2025/26
Forecast
FY
2026/27
Forecast
FY
2027/28
Forecast
FY
2028/29
Forecast
FY
2029/30
Forecast
FY
2030/31
Forecast
FY
2031/32
Forecast
FY
2032/33
Forecast
$(23.5)
$3.9 $2.7 $1.8
$3.6 $3.1
$0.5
$3.2 $2.0 $2.6 $3.0
Millions
$19.6 million
ongoing deficit
starting in FY
2023/24
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FY 2023-2033 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
GENERAL FUND REVENUES
There are several General Fund revenue sources supporting the City’s activities as shown in the table below.
FY 2023-2033 General Fund Revenue Sources
($ in millions)
2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 $ m $ m $ m $ m $ m $ m $ m $ m $ m $ m $ m
Property Tax $75.3 $79.2 $83.3 $87.7 $92.2 $97.1 $102.1 $107.5 $113.1 $119.0 $125.3 Sales Tax $60.2 $62.8 $64.8 $66.8 $69.4 $71.5 $73.3 $75.1 $77.0 $78.9 $81.0 Transient
Occupancy
Tax
$12.6 $16.4 $19.7 $21.6 $22.7 $23.6 $24.6 $25.5 $26.6 $27.6 $28.7 Franchise
Tax
$4.8 $5.1 $5.3 $5.4 $5.6 $5.7 $5.9 $6.1 $6.3 $6.5 $6.7
Documentary
Transfer Tax
$1.5 $1.5 $1.5 $1.6 $1.6 $1.6 $1.7 $1.7 $1.7 $1.8 $1.9
Licenses and
Permits
$3.6 $3.7 $3.7 $3.8 $3.9 $4.0 $4.1 $4.2 $4.2 $4.4 $4.4
Fines and
Penalties
$1.4 $1.6 $1.6 $1.7 $1.7 $1.7 $1.7 $1.7 $1.7 $1.7 $1.7
Interest
Income
$2.5 $3.1 $3.7 $4.3 $4.4 $4.5 $4.6 $4.8 $4.9 $5.1 $5.2
Rents and
Leases
$11.3 $13.5 $14.8 $15.9 $16.5 $16.5 $17.3 $18.0 $18.6 $19.0 $19.6 Other
Services
Fees
$38.3 $39.0 $39.8 $40.7 $41.4 $42.3 $43.2 $44.1 $45.0 $46.0 $47.2 Transfers
from Other
Funds
$3.3 $1.6 $1.7 $1.7 $1.7 $1.7 $1.8 $1.8 $1.8 $1.8 $1.9
SVP Transfer $26.2 $27.1 $28.1 $29.0 $30.0 $31.1 $32.2 $33.3 $34.5 $35.7 $36.9 All Other
Revenues
$0.4 $0.4 $0.4 $0.4 $0.4 $0.4 $0.4 $0.4 $0.4 $0.4 $0.4
Total
Sources $241.4 $255.0 $268.4 $280.6 $291.5 $301.7 $312.9 $324.2 $335.8 $347.9 $360.9 % Change
from Prior
Yr
5.6% 5.3% 4.5% 3.9% 3.5% 3.7% 3.6% 3.6% 3.6% 3.7%
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FY 2023-2033 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
Sales tax and property tax comprise the largest individual sources of General Fund revenues, representing a combined $135.5 million in FY 2022/23, or over 50% of the total. These categories along with Transient Occupancy Tax are economically sensitive and account for approximately 60% of the General Fund revenues.
Following is a discussion of the major General Fund revenue categories:
Property Tax
The Property Tax category includes Secured and Unsecured Property Taxes. The County of Santa Clara Office of the Assessor and the Controller-Treasurer Department meets quarterly with cities to review property tax revenue allocated to Santa Clara County cities. The Controller-Treasurer Department provides projections on the current year property tax receipts, including updates on the assessed valuation and estimates on anticipated adjustments made from property tax appeals. The current year estimates are used as the starting point in the forecast. The County Assessor’s Office also provides information to cities on a monthly basis on the status of the assessment roll for the upcoming year.
In FY 2022/23, property tax revenue is projected at $75.3 million and includes secured property tax of $72.4 million and unsecured property tax of $2.9 million. Assessed valuation growth on secured property is projected at 5.0% and reflects the annual inflation factor based on Consumer Price Index (2% increase in FY 2022/23), growth due to property sales, and a general allowance for new construction projects being added to the tax rolls. In the remaining years of the forecast, annual assessed valuation growth of Property Tax,
$75.3 M, 31.2%
Sales Tax,
$60.2 M,
24.9%
Transient
Occupancy Tax,
$12.6 M, 5.2% Charges for
Services,
$38.3 M,
15.9%
Contribution InLieu, $26.2 M,
10.9%
Other Revenue,
$28.8 M, 11.9%
FY 2022/23 General Fund Revenues
($241.4 million)
$148.1 M or
61% of
General
Fund
Revenue
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FY 2023-2033 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
5.5% is projected. In order to meet these growth projections, developments with assessed valuation between $700 million to $1 billion would need to continue annually. By the end of the forecast period, Property Tax receipts are projected to reach $125.3 million.
Secured Property Tax receipts include general secured property tax along with supplemental property tax (retroactive collections back to the point of sale for reassessments of value due to property resale), residual Redevelopment Agency (RDA) receipts, and excess Educational Revenue Augmentation Fund (ERAF) funds (under Proposition 98, a portion of property tax receipts are allocated to the ERAF beginning in 1992 and once there are sufficient funds in ERAF to fulfill the obligation to the school districts, excess funds are returned to the taxing entities that contributed the funding). Overall, Secured Property Tax receipts are expected to increase 4.8% in FY 2022/23, and 5.3% in FY 2023/24 and the remaining years of the Forecast. The Forecast assumes $3.7 million from ERAF, which is lower than prior years as the County has indicated that approximately 30% of the ERAF receipts are considered high risk due to disputes regarding the allocation of these funds.
Unsecured Property Tax receipts are projected to increase 1% in FY 2022/23 followed by 3% annual growth in FY 2023/24 and the remaining years of the Forecast.
Collections are expected to grow at an average annual rate of 5.3% over the forecast period.
Note: FY 2013/14 includes a one-time $6.1 million amount due to Redevelopment Agency dissolution $0.0
$20.0
$40.0
$60.0
$80.0
$100.0
$120.0
$140.0
Millions
Property Tax
133
City of
Santa Clara
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I
I
I
I
I
I
FY 2023-2033 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
Sales Tax
Santa Clara’s sales tax collections are directly influenced by local, regional, national and international economic and business cycles. Therefore, sales tax collections are one of the most economically sensitive General Fund revenue sources. These collections have been impacted by COVID-19 and are expected to improve in FY 2022/23 and continue to growth throughout the forecast period.
As shown in the chart below, sales tax collections are expected to total $58.3 million in FY 2021/22 and increase 3.3% to $60.2 million in FY 2022/23 based on the assumption that sectors that have been deeply impacted by COVID-19 will continue to improve with the lifting of pandemic-related restrictions. The growth rates are expected to range from 2.4% to 4.4% in the out years of the forecast as the sales tax growth rates normalize over this period. Based on these projections, annual collections will reach $81.0 million by FY 2032/33. These projections are based on information provided by the City’s sales tax consultant, Avenu Insights & Analytics. Their estimates incorporate individual category/segment projections with adjustments for known individual business anomalies such as missed payments or misallocations.
Collections are expected to grow at an average annual rate of 3.0% over forecast period.
Note: FY 2016/17 includes a one-time true-up payment due to the unwinding of the State’s Triple Flip. $0.0
$10.0
$20.0
$30.0
$40.0
$50.0
$60.0
$70.0
$80.0
$90.0
Millions
Sales Tax
134
City of
Santa Clara
- f-
- f--
- f--
- r
- f--
- f- - I-- - I-
FY 2023-2033 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
To provide context on how the City generates its sales tax revenues and the performance in recent years, the chart below breaks out the sales tax per capita for the third quarter of each calendar year for the past five years, adjusted for inflation. The COVID-19 related impacts are reflected starting in the third quarter 2020 data with declines in General Retail, Food Products (includes restaurants), and Transportation. As shown in the chart, the City’s largest sector is Business-to-Business, which continues to provide the foundation for the City’s tax base.
Transient Occupancy Tax
Transient Occupancy Tax (TOT) is calculated as a percentage of City hotel/motel room charges. The City's current TOT rate is 11.5%. This rate increased from 9.5% to 11.5% effective January 1, 2022 as approved by the City Council on October 19, 2021. This implemented one-half of the up to four percentage point increase approved by the voters in November 2020. As with sales tax, TOT is sensitive to business cycles and can vary greatly from year to year based on occupancy levels and room rates.
Prior to COVID-19, this category had experienced tremendous growth as shown in the TOT chart on the following page. With the COVID-19 safety restrictions, TOT receipts plummeted at the end of FY 2019/20 through FY 2020/21. Collections in FY 2021/22 remain well below pre-COVID levels. For instance, from July through December 2021, TOT receipts were down 66% from the same period in 2019. Of all the City’s revenue categories, TOT has seen the most significant declines as a result of the pandemic. 135
City of
Santa Clara
Santa (Iara
Annual Per capita Sales Tax
Adju.sted tor lnfla ion
(Constant 2017 $)
■ Genera l Retail
Food Produ cts
■ Trans:ponation
■ Constrnction
■ Business To lh1sin ess
■ MlSce l la n-eo us
■ Cou nty Pool
(Cash Basis)
20ll7Q.3 :$438 2018Q3 $436 2019Q3, $432 W 20Q3 :$367 2-021Q3 :$365 FY 2023-2033 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
In FY 2018/2019, the last full year not impacted by COVID-19, TOT receipts totaled $22.5 million. TOT revenue dropped to $2.9 million in FY 2020/21 and is estimated at $8.0 million to $9.0 million in FY 2021/22, gaining some of the lost ground due to COVID-19. TOT receipts are projected to continue to improve over the forecast period with an increase to $12.6 million in FY 2022/23 as this sector continues to recover from the COVID-19 impacts, followed by growth ranging from 30% to 4% annually over the forecast period. By the end of the Forecast period, TOT receipts are projected to reach $28.7 million.
It is difficult to project the post-COVID environment in terms of business travel and the associated hotel usage. Silicon Valley has traditionally been a mid-week market, reliant on business travel supported by the many high technology industries. In April 2020, Silicon Valley experienced a roughly 85% - 95% decline in the revenue per available room (RevPAR). While demand has increased, RevPAR in the region remains approximately 60% - 70% below pre-pandemic levels. According to projections by HVS, full recovery is not projected until 2024/25.8 In the Forecast, TOT collections are expected to improve from the shock to the system caused by COVID-19, but receipts are expected to remain well below levels that were projected pre-COVID as illustrated in the chart below (the pre-COVID forecast assumed an economic slowdown followed by growth).
8 https://www.hotel-online.com/press_releases/release/covid-19s-impact-on-the-silicon-valley-lodgingmarket/ $0.0
$5.0
$10.0
$15.0
$20.0
$25.0
$30.0
$35.0
$40.0
$45.0
Millions
Transient Occupancy Tax
Pre-COVID Forecast
136
City of
Santa Clara
l.111
FY 2023-2033 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
Franchise Tax and Documentary Transfer Tax
Other Taxes include the Franchise Tax and Documentary Transfer Tax. The Franchise Tax revenues are projected at $4.8 million in FY 2022/23 with annual 3% increases in the out years of the Forecast.
The Documentary Transfer Tax, which is imposed on the transfer of the title of real property, is projected at $1.5 million in FY 2022/23 with 2% annual increases in the out years of the Forecast.
Licenses and Permits
Licenses and Permits are projected to total $3.6 million in FY 2022/23, including fire permits at $2.1 million, business licenses at $900,000, parking permit at $525,000, and encroachment and miscellaneous permits at $60,000. Average annual growth of 2.1% is projected in the out years of the Forecast, with revenues reaching $4.4 million in FY 2032/33. Starting in FY 2021/22, the building development-related permits are reflected in a separate Building Development Services Fund.
Fines and Penalties
Fines and Penalties are projected to total $1.5 million in FY 2022/23 and increase to $1.7 million by FY 2032/33. This Forecast assumes late charges, which had been suspended in response to COVID-19, will resume by FY 2022/23.
Interest Income
The City invests all funds not needed for current cash requirements in accordance with the City Councilapproved Investment Policy. These funds are invested in securities having a maximum maturity of seven years. Factors that directly influence General Fund interest income include prevailing interest rates, the size of the portfolio and the relative percentage of the portfolio allocated to the General Fund. Based on projected interest rates and cash balances, the General Fund is expected to receive $2.5 million in interest in FY 2022/23. This figure excludes the restricted interest earnings associated with the Pension Stabilization Reserve that must be allocated to that reserve. In the remaining years of the Forecast, interest earnings are projected to fluctuate annually primarily due to interest rate assumptions, ranging from $3.1 million to $5.2 million.
Rents and Leases
Rents and Leases includes property rents and leases as well as right-of-way rental fees charged to water sewer and utilities. In FY 2022/23, Rents and Leases revenue is estimated to total $11.3 million, including $7.1 million from property rents and leases and $4.2 million from right-of-way rental fees. This category factors in projected lease revenue from the Related project (increasing from $625,000 to $5.2 million) as well the Commerce and Peddlers Plaza (net revenue of $500,000 through FY 2026/27). Growth projections for the out years of the Forecast are based on individual lease agreements. Rents and Leases revenue is projected to reach $19.6 million by FY 2032/33.
Other Services Fees
The Other Services Fees category includes fees charged for various City services provided by the Community Development, Fire, Police, Parks and Recreation, and Public Works Departments as well as cost allocation plan reimbursements and stadium-related reimbursements. This category is estimated to generate $38.3 million in FY 2022/23 and assumes continued improvement in categories that have been 137
FY 2023-2033 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
heavily impacted by COVID-19, most notably stadium-related reimbursements and parks and recreation fees. As presented in the FY 2021/22 and FY 2022/23 Adopted Operating Budget, it is also assumed that additional fee revenue of $0.5 million will be generated based on the fee study underway. Over the Forecast period, average annual growth of 2.1% is projected, resulting in collections of $47.2 million by FY 2032/33.
Transfers from Other Funds
The Transfers In from Other Funds totals $3.3 million in FY 2022/23 and includes the following: a transfer of $1.4 million from the Storm Drain Capital Fund to support storm drain operations; a one-time transfer of $1.0 million from the Vehicle Replacement Fund to return funding no longer needed for planned vehicle replacements as these vehicles will be replaced with electric vehicles under the SVP program; a onetime transfer of $0.7 million from the electric Utility Fund to support a new City Attorney position added to support SVP and two Finance positions that support SVP operations (these positions will be factored into the cost allocation plan starting in FY 2023/24); and a transfer of $0.2 million from the Building Development Services Fund to cover a portion of the Code Enforcement costs that support development activity. In the out years of the Forecast, the transfers range from $1.6 million to $1.8 million and include the transfers from the Storm Drain Capital Fund and the Building Development Services Fund.
Silicon Valley Power Transfer
In accordance with the City’s charter, Silicon Valley Power pays 5.0% of gross revenues to the General Fund. For FY 2022/23, contributions are projected to total $26.2 million, an increase of 3.5% from the FY 2021/22 estimate of $25.3 million. It is anticipated that revenues will increase to $36.9 million by FY 2032/33, increasing at an annual rate of 3.5%. Growth in this category is primarily driven by market projections for electric consumption, resources costs, and any retail rate increase assumed for the Electric Utility.
138
FY 2023-2033 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
GENERAL FUND EXPENDITURES
Expenditures are projected to grow from $264.9 million in FY 2022/23 to $358.0 million by the end of the forecast period. FY 2022/23 expenditures are below the FY 2021/22 Adopted Budget of $286.0 million primarily due to the elimination of one-time transfers in FY 2021/22.
FY 2023-2033 General Fund Expenditures
($ in millions)
2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 $ m $ m $ m $ m $ m $ m $ m $ m $ m $ m $ m
Salaries 128.2 133.5 138.4 142.9 147.1 151.4 155.8 160.1 164.6 169.5 174.6 Retirement 55.9 58.6 61.2 62.9 62.5 63.6 66.3 67.8 69.1 71.2 73.4 Other
Benefits
20.2 20.9 21.7 22.4 23.1 23.9 24.5 25.1 26.0 26.9 28.0
Sub-Total
Labor Costs
204.3 213.0 221.3 228.2 232.7 238.9 246.6 253.0 259.7 267.6 276.0 Materials,
Services,
Supplies
30.0 30.7 32.3 33.8 35.7 35.8 37.8 38.5 40.3 41.4 42.6
Interfund
Services
24.7 24.7 25.4 27.2 28.0 28.7 29.6 30.4 31.3 32.2 33.2
Capital
Outlay
0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1
Loans and
Transfers
5.7 6.0 6.1 6.3 6.4 6.5 6.6 6.8 7.0 6.6 6.0
Reserves 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1
Sub-total
Other Costs
60.6 61.6 64.0 67.5 70.3 71.2 74.2 75.9 78.8 80.4 82.0
Total Uses 264.9 274.6 285.3 295.7 303.0 310.1 320.8 328.9 338.5 348.0 358.0 % Change
from Prior Yr
3.7% 3.9% 3.6% 2.5% 2.3% 3.5% 2.5% 2.9% 2.8% 2.9%
139
FY 2023-2033 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
Labor Costs
Labor costs, which include salary, retirement and other benefit costs, are projected at $204.3 million in FY 2022/23. These costs are derived from a position-level analysis of City staffing, including actual salary and benefit information, negotiated salary and benefit adjustments for bargaining groups that have current Memorandums of Understanding with the City, projected adjustments for the out years of the forecast, and retirement information from the California Public Employees Retirement System (CalPERS) and the City’s actuary.
Over the Forecast period, these costs are projected to increase an average of 3.1% annually and reach $276.0 million by FY 2032/33.
Retirement Costs
Retirement costs represent one of the largest components of labor costs. The City contributes to CalPERS, which provides a defined benefit plan for participating public entities within the State of California. CalPERS offers a menu of benefit provisions that are established by State statutes within the Public Employee Retirement Law. The City selected its benefit provisions from the benefit menu by contract with CalPERS and adopted those benefits through local ordinance, following negotiations with employee bargaining groups.
Salaries, $128.2 M,
48.4%
Benefits, $76.1 M,
28.7%
NonPersonnel/Other,
$60.6 M, 22.9% $204.3 M or
77.1% of
General
Fund
Expenditures
FY 2022/23 General Fund Expenditures by Type
140
FY 2023-2033 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
CalPERS retirement costs rose sharply over the past decade as a result of the market losses in the early 2000s followed by benefit enhancements in the mid-2000s. In FY 2011/12, General Fund pension costs were $18.9 million; by FY 2022/23, pension costs are projected to be $55.9 million. Retirement payments are expected to continue to rise as required employer rate increases are rolled in to make up for investment losses, a lower investment return assumption, shorter smoothing and amortization periods, and other demographic assumption changes. By the end of the Forecast period, PERS expenditures are projected to reach $73.4 million and will account for an estimated 21% of General Fund expenditures.
On December 21, 2016, the CalPERS Board approved lowering the investment earnings assumption (discount rate) downward from 7.5% to 7.0% over a three-year period. This change increased rates beginning in Fiscal Year 2018/19, with the full impact to be realized in FY 2024/25. In February 2018, the CalPERS Board approved shortening the period over which actuarial gains and losses are amortized from 30 years to 20 years for new pension liabilities. This policy became effective as of the June 30, 2019 CalPERS actuarial valuations. Additional actions will likely be implemented in the future as part of a risk mitigation strategy to move to more conservative estimates over time to reduce volatility, including additional downward revisions to the discount rate.
Year-by-year pension rate projections are shown below. These projections incorporate rates provided by CalPERS for FY 2022/23 through FY 2027/28. In the remaining years of the Forecast, the retirement costs are based on rates provided by the City’s actuary. $0.0
$10.0
$20.0
$30.0
$40.0
$50.0
$60.0
$70.0
$80.0
Millions
General Fund PERS Costs
Safety Miscellaneous
141
City of
Santa Clara
■ ■
FY 2023-2033 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
Materials, Services and Supplies
The materials, services and supplies estimate for FY 2022/23 is $30.0 million, which is above the FY 2021/22 Adopted Budget level of $27.9 million and reflects anticipated increases in costs as well as those that occur every other year, such as election costs. Expenditures are projected to reach $42.6 million by FY 2032/33.
Interfund Services
Interfund services include the General Fund contribution to several internal service funds, including Communications Acquisitions, Fleet Operations, Information Technology Services, Special Liability Insurance, Unemployment Insurance, Vehicle Replacement, and Workers’ Compensation. In FY 2022/23, these costs are estimated at $24.7 million and increase to $33.2 million by FY 2032/33. These estimates are based on an evaluation of the activity levels in each internal service fund.
Loans and Transfers
This category includes debt service payments, transfers to the Cemetery Fund, transfers to capital funds for Public Works Capital Project Management, and the City’s contributions to parking maintenance and Convention Center maintenance. These costs are estimated at $5.7 million in FY 2022/23 and total $6.0 million in FY 2032/33.
Reserves
This category includes the contributions to the Technology Reserve to account for the difference between the forecasted revenues and expenditures. Because forecasted revenues are above the forecasted expenditures in each year of the Forecast, the differences are set aside in reserve. These contributions total $0.1 million in FY 2022/23 and the out years of the Forecast. 142
FY 2023-2033 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
RESERVES
Reserves have generally been established with one-time funds and, with the exception of funding set aside in the Technology Reserves to maintain 100% cost recovery, are not reflected in the Forecast figures. Reserves, however, are an important component of the budget. Following is a discussion of the major General Fund Reserves.
Budget Stabilization Reserve: During FY 1985/86, the City Council established a policy regarding use of the City’s General Contingency Reserve funds. Under that policy, two separate reserves were established, a Budget Stabilization Reserve (formerly known as the Working Capital Reserve) and a Capital Projects Reserve. The Budget Stabilization Reserve (BSR) is set aside to protect vital General Fund services through economic downturns, emergency financial crisis, or disaster situations. The reserve target is equal to the expenditures of the City’s General Fund operations for three months (90- days or 25% of budgeted appropriations). When the FY 2021/22 and FY 2022/23 Operating Budget was adopted, the City Council approved an exception to the 25% BSR target level to address the impacts associated with COVID-19, allowing the reserve to drop to 15% of expenditures. The Council-approved Budget Principles for FY 2022/23 also allow the Reserve level to be set at a minimum of 15% of expenditures with any remaining FY 2022/23 shortfall to be addressed with the use of the Land Sale Reserve. The BSR reserve level currently totals $53.9 million and drops to $36.6 million in the FY 2022/23 Adopted Budget. To meet the 15% reserve target, the reserve will need to be increased to an estimated $39.7 million and will require the use of the Land Sale Reserve to cover the increase.
Capital Projects Reserve: This reserve is set aside to fund the portion of the City’s Capital Improvement Program (CIP) that has no other funding sources to support it. The projects funded from this critical reserve provide basic City infrastructure and quality facilities. The Council adopted a policy in FY 1996/97 to maintain a minimum of $5.0 million in the Capital Projects Reserve. The Capital Projects Reserve currently totals $5.0 million.
Land Sale Reserve: This reserve sets aside proceeds from land sales to be used for land-related purposes or other General Fund needs as determined by the City Council. This reserve currently totals $23.6 million.
Pension Stabilization Reserves: These reserves in the General Fund and other City funds have targeted contributions that would fund 1% of the City’s unfunded pension liability annually to address the City’s pension unfunded accrued liability. For the General Fund, this reserve currently totals $24.0 million. 143
FY 2023-2033 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
FY 2022/23 BUDGET PRINCIPLES
On February 8, 2022, the City Council approved the following FY 2022/23 Budget Principles that provide a framework for the budget process.
Budget Principles for 2022/23
1. Make decisions within the context of the City’s Code of Ethics and Values, especially being Fiscally Responsible, Communicative, and Service-Oriented.
2. Consider budget decisions with long-term implications taking into account data from the Ten-Year Financial Forecast.
3. To the extent possible, align ongoing expenditures with ongoing revenues to avoid negative impacts on future budgets and maintain the City's high financial management standards.
4. When addressing General Fund shortfalls, use a combination of ongoing and one-time solutions to balance the competing goals of aligning ongoing revenues and expenditures and minimizing the service delivery impacts to the community.
5. Continue cost control measures until the ongoing General Fund revenues and expenditures are in alignment.
6. Approve an exception to the Council Policy that dictates setting the General Fund Budget Stabilization Reserve at or above 25% of adopted budget expenditures; set the Reserve level at a minimum of 15% of expenditures and address any remaining FY 2022/23 shortfall with the use of the Land Sale Reserve.
7. Focus on projects and services that benefit the community as a whole.
8. Pursue economic development objectives and strategies to foster new public and private investment within Santa Clara, and to create employment opportunities.
9. Balance between compensation adjustments to retain and attract employees and funding for positions.
10. Use one-time unrestricted revenues (e.g., annual General Fund surplus) for one-time uses such as increasing reserves, funding capital or Information Technology projects, paying off debt, and/or paying off unfunded pension or other post-employment benefits liabilities.
11. Inform and communicate clearly and broadly to residents, businesses and employees regarding the City’s fiscal position and budget; schedule hearings to promote active participation in the City Council’s budget deliberations.
12. With limited exceptions, establish fees based on full cost recovery where individuals/businesses rather than the community at-large are benefitting from City services. This preserves limited unrestricted resources for providing services that benefit the community as a whole.
13. Focus on business process redesign in order to improve employee productivity and the quality, flexibility, and cost-effectiveness of service delivery (e.g., streamlining, simplifying, reorganizing functions, and reallocating resources).
14. Explore expanding existing revenue sources and/or adding new revenue sources. 144
FY 2023-2033 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
15. Engage employees to contribute new and innovative ideas during the department budget development process.
16. Use the General Plan as a primary long-term fiscal planning tool and link ability to provide City services to development policy decisions.
CONCLUSION
The Forecast provides policy makers, the public, and City staff an updated assessment of the City’s financial condition that considers the latest projections of economic conditions. It serves as a starting point in the budget development process by providing the necessary context for making budget decisions.
The Forecast also identifies known risk factors and vulnerabilities, and it provides a foundation for evaluating priorities and understanding trade-offs moving forward.
As reflected in this Forecast, the City’s financial condition has dramatically changed as a result of COVID19. A General Fund shortfall of $23.5 million is projected for FY 2022/23, followed by small surpluses ranging from $0.5 million to $3.9 million annually. By the end of the Forecast period, revenues are projected at $360.9 million while expenditures are estimated at $358.0 million. When put into context of the size of the General Fund budget, the shortfall in FY 2022/23 is 8.9% of General Fund expenditures.
In the out years of the Forecast, the annual margins are relatively narrow, ranging from 0.2% to 1.4% of the projected annual expenditure budget. The Adopted FY 2021/22 and FY 2022/23 Biennial Operating Budget included a budget balancing strategy that relied on a combination of expenditure reductions, revenue solutions, and use of reserves. The use of ongoing and one-time solutions balanced the competing goals of aligning ongoing revenues and expenditures and minimizing the service delivery impacts to the community. This also allowed for time to evaluate the post COVID-19 recovery. Additional budget balancing actions are expected to be brought forward in the FY 2023/24 and FY 2024/25 Biennial Operating Budget that will be adopted in June 2023.
In addition to the projected General Fund shortfall identified in this Forecast, there are elements of the City’s budget that are not included in the Forecast as they have been funded pay-as-you-go with onetime sources. These include the costs to fund capital improvements that rely on General Fund funding, address unmet/deferred infrastructure needs, fully fund public safety equipment replacement, and make additional contributions to reserves. The Forecast also does not incorporate the financial impacts of new developments that may have a positive impact given the uncertainty regarding the timing. This Forecast serves as a strategic planning tool to meet the City’s long-term goal to plan for additional fiscal capacity and bring forward sustainable funding strategies to address these unmet cost elements. This may include new and/or revised revenue options and impact fees in the future. 145
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Statements of Sources
and Uses of Funds
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General Fund
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FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENT OF SOURCES
AND USES OF FUNDS
GENERAL FUND
The General Fund is the primary fund of the City that is used to account for all revenues and expenses that are not restricted by law or policy to be accounted for in another fund. The General Fund supports many of the most visible and essential City services including libraries, parks, police, and fire protection.
The General Fund also includes many departments that provide central services including the City Manager, City Attorney, City Clerk, Mayor and City Council, Finance, and Human Resources offices and departments.
General Fund Sources
General Fund sources total $359.8 million in the FY 2022/23 Amended Budget and consist of $117.7 million in fund balance estimated to be carried over from FY 2021/22, $238.5 million in revenue, and $3.6 million in transfers from other funds. As part of the budget process, estimates are developed for each line item, taking into consideration activity projections, historical trends, and the economic environment. The table below summarizes the projected sources of General Fund revenues and transfers in this budget.
Funding Source
FY 2020/21
Actual
FY 2021/22
Amended
FY 2021/22
Estimate
FY 2022/23
Adopted
FY 2022/23
Change
FY 2022/23
Amended
Property Tax 68,772,921 71,559,000 71,646,000 74,989,000 272,000 75,261,000 Sales Tax 56,178,097 58,183,000 58,250,000 60,959,000 (786,000) 60,173,000 Transient Occupancy
Tax 2,949,235 9,000,000 9,000,000 12,600,000 0 12,600,000 Franchise Tax 4,322,635 4,630,000 4,630,000 4,780,000 0 4,780,000 Documentary Transfer
Tax 1,501,174 1,450,000 1,450,000 1,479,000 1,000 1,480,000 Licenses and Permits1 12,137,804 3,685,000 3,685,000 3,773,000 (176,000) 3,597,000 Rents and Leases 9,154,034 10,015,522 10,015,522 11,840,983 (504,217) 11,336,766 Other Services Fees1 35,239,038 36,949,512 36,949,512 38,559,499 62,746 38,622,245 State/Other Agencies 2,722,419 614,000 614,000 284,000 26,000 310,000 Fines and Penalties 421,088 1,496,135 500,000 1,534,089 (69,089) 1,465,000 Interest 5,616,800 2,600,000 2,600,000 2,266,000 266,000 2,532,000 SVP Transfer 24,548,225 24,700,000 25,285,000 25,565,000 605,000 26,170,000 Other Revenue 6,732,356 198,000 250,000 150,000 0 150,000 Revenue Subtotal 230,295,826 225,080,169 224,875,034 238,779,571 (302,560) 238,477,011 Transfers In 10,399,855 5,303,352 8,267,499 3,297,113 284,261 3,581,374 Total Revenues/
Transfers 240,695,681 230,383,521 233,142,533 242,076,684 (18,299) 242,058,385 1 Beginning in FY 2021/22, building development revenues have been shifted to a new Building Development Fund.
The largest economically sensitive revenue categories (property tax, sales tax, and transient occupancy tax) account for approximately 60% of General Fund revenues. Following is a discussion of these categories as well as other major General Fund revenue categories. 151
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENT OF SOURCES
AND USES OF FUNDS
Property Tax
Property tax is the largest revenue
source for the City, representing
approximately 30% of revenues. Under
Proposition 13, the assessed valuation
of properties held by the same owner
from year to year is adjusted each year
by the lesser of 2.0% or the percent
change in the annual California
Consumer Price Index (CCPI). For FY
2022/23, the adjustment factor based
on CCPI is 2.0%. Beyond the inflation
adjustment, growth in property tax
receipts is driven by reassessments
upon the sale of properties and new
construction projects being added to
the tax rolls. Overall, property tax
revenue for FY 2022/23 is projected at
$75.3 million, up 5.2% from FY 2021/22
estimate of $71.6 million.
Secured Property Tax receipts are projected to total $72.4 million, an increase of 4.8% from the FY 2021/22 year-end estimate of $69.0 million. The category includes general secured property tax (tax on real property that includes the land and the improvements attached to it, such as a home or building) along with supplemental property tax (retroactive collections back to the point of sale for reassessments of value due to property resale), residual Redevelopment Agency receipts, and excess Educational Revenue Augmentation Fund (ERAF) funds (under Proposition 98, a portion of property tax receipts are allocated to the ERAF and once there are sufficient funds in ERAF to fulfill the obligation to the school districts, excess funds are returned to the taxing entities). General secured property tax for FY 2022/23 is based on the assessed value as of January 1, 2022. Assessed valuation growth on secured property is projected at 5.0% in FY 2022/23 and reflects 2.0% annual inflation, growth due to property sales, and an allowance for new construction projects.
Unsecured Property Tax is assessed on personal property that is tangible or moveable and is not attached to real estate (e.g., office equipment, planes, boats). Unsecured Property Tax receipts are projected to total $2.9 million in FY 2022/23.
Santa Clara
Unified School
County of District, $38.36 Santa Clara,
$18.71
County Office
of Education,
$3.97
City of Santa
Clara, $10.19
West Valley
College, $11.09
Other Special
Districts, $2.51
ERAF (Other
School
Districts),
$15.17
Property Tax Distribution per $100 Collected
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FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENT OF SOURCES
AND USES OF FUNDS
Sales Tax
Sales tax is the General Fund’s second largest
revenue. The City's current sales tax rate is 9%,
of which the City of Santa Clara receives 1%.
Santa Clara’s sales tax collections are directly
influenced by local, regional, national, and
international economic and business cycles and
are therefore one of the most volatile General
Fund revenues. These collections have been
negatively impacted by COVID-19 but are
expected to continue to improve in FY 2022/23.
Sales tax collections are expected to total $58.3
million in FY 2021/22 and increase 3.3% to $60.2
million in FY 2022/23, based on the assumption
that sectors that have been deeply impacted by
COVID-19 will improve with the lifting of
pandemic-related restrictions.
Transient Occupancy Tax
Transient Occupancy Tax (TOT) is calculated as a percentage of City hotel/motel room charges. The City's TOT rate is 11.5% as of January 2022. As with sales tax, TOT is sensitive to business cycles and can vary greatly from year to year based on occupancy levels and room rates. Prior to COVID-19, this category had experienced tremendous growth. With the implementation of COVID-19 safety restrictions, TOT receipts plummeted at the end of FY 2019/20 and through FY 2020/21. Collections in FY 2021/22 remain well below pre-COVID levels. For instance, from July through December 2021, TOT receipts were down 66% from the same period in 2019. Of all the City’s revenue categories, TOT has seen the most significant declines as a result of the pandemic.
In FY 2018/2019, the last full year not impacted by COVID-19, TOT receipts totaled $22.5 million. TOT revenue dropped to $2.9 million in FY 2020/21 and is estimated at $9.0 million in FY 2021/22, gaining some of the lost ground due to COVID-19. TOT receipts are projected to continue to improve over the forecast period with an increase to $12.6 million in FY 2022/23 as the hotel/motel sector continues to recover from the COVID-19 impacts. Adjustments to the TOT revenue estimate will likely be necessary based on the actual recovery timeline.
Franchise Tax and Documentary Transfer Tax
The Franchise Tax revenues are projected at $4.8 million in FY 2022/23. The Documentary Transfer Tax, which is imposed on the transfer of the title of real property, is projected at $1.5 million in FY 2022/23.
Licenses and Permits
Licenses and Permits are projected to total $3.6 million in FY 2022/23, including fire permits at $2.1 million, business licenses at $900,000, parking permit at $525,000, and encroachment and miscellaneous permits at $60,000.
Statewide Sales Tax,
$6.00
County
Transportation/VTA,
including Measure B
and BART, $1.875
Santa Clara County –
General Purpose,
$0.125
City of Santa
Clara, $1.00
Sales Tax on $100 purchase
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FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENT OF SOURCES
AND USES OF FUNDS
Rents and Leases
The Rents and Leases category includes property rents and leases as well as right-of-way rental fees charged to water sewer and utilities. In FY 2022/23, Rents and Leases revenue is estimated to total $11.3 million, including $7.1 million from property rents and leases and $4.2 million from right-of-way rental fees.
This category factors in projected lease revenue from the Related project ($625,000 in FY 2022/23) as well the Commerce and Peddlers Plaza (net revenue of $500,000 through FY 2026/27).
Other Services Fees
The Other Services Fees category includes fees charged for various City services provided by the departments of Community Development, Fire, Police, Parks and Recreation, and Public Works Departments as well as cost allocation plan reimbursements and stadium-related reimbursements. This category is estimated to generate $38.6 million in FY 2022/23 and assumes continued improvement in categories that have been heavily impacted by COVID-19, most notably stadium-related reimbursements and parks and recreation fees.
Silicon Valley Power Transfer
In accordance with the City’s charter, Silicon Valley Power pays 5.0% of gross revenues to the City’s General Fund. For FY 2022/23, contributions are projected to total $26.2 million, an increase of 3.5% from the FY 2021/22 estimate of $25.3 million.
Transfers In
The Transfers In from Other Funds totals $3.6 million in FY 2022/23 and includes a transfer of $1.4 million from the Storm Drain Capital Fund to support storm drain operations; a one-time transfer of $1.0 million from the Vehicle Replacement Fund to return funding no longer needed for planned vehicle replacements as these vehicles will be replaced with electric vehicles under the SVP program; a one-time transfer of $1.0 million from the electric Utility Fund to support a new City Attorney position added to support SVP and Finance and Human Resources positions that support SVP operations (these positions will be factored into the cost allocation plan starting in FY 2023/24); and a transfer of $0.2 million from the Building Development Services Fund to cover a portion of the Code Enforcement costs that support development activity.
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FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENT OF SOURCES
AND USES OF FUNDS
General Fund Uses
Overall, the FY 2022/23 Amended General Fund Uses total $359.8 million. Of this amount, $259.3 million accounts for operational expenditures, $10.3 million are transfers to other funds, and $90.2 million represent fund balance and reserves.
The following table summarizes the General Fund expenditures and transfers.
Expenditures
FY 2020/21
Actual
FY 2021/22
Amended
FY 2021/22
Estimate
FY 2022/23
Adopted
FY 2022/23
Change
FY 2022/23
Amended
Salaries 120,060,375 99,677,910 99,677,910 129,872,664 (2,153,330) 127,719,334 Retirement – Safety 29,295,456 33,056,981 33,056,981 35,526,227 988,000 36,514,227 Retirement – Misc. 17,242,223 18,296,744 18,296,744 19,459,091 156,920 19,616,011 Other Benefits 17,479,874 19,732,211 19,732,211 20,377,853 194,616 20,572,469 Materials/Services/
Supplies 21,662,982 28,980,461 28,576,834 29,205,307 769,451 29,974,758 Interfund Services 22,259,696 22,721,341 22,721,341 23,392,123 1,485,248 24,877,371 Capital Outlay 4,411,951 140,393 140,393 128,073 (65,173) 62,900 Total Expenditures 232,412,557 222,606,041 222,202,414 257,961,338 1,085,732 259,337,070 Transfers Out* 33,788,132 48,479,725 48,479,725 6,675,584 3,578,701 10,254,285 Total Expenditures
and Transfers Out 266,200,689 271,085,766 270,682,139 264,636,922 4,664,433 269,591,355 * In FY 2021/22, the Transfers Out category includes a one-time transfer of the Building Inspection Reserve to the newly established Building Development Services Fund.
As a public service organization focused on delivering high-quality services to our community, labor costs reflect the highest level of investment at 76% of the expenditure budget. Following is a discussion of the General Fund expenditure categories.
Salaries and Benefits
The expenditures in this category account for full-time and part-time salaries, retirement, health, social security, other employer benefits, and overtime costs. The FY 2022/23 Amended Budget factors in the latest negotiated salary adjustments and updated retirement and benefit costs. Salaries and benefits total $204.4 million in the FY 2022/23 Amended Budget. Note that $26.2 million in public safety costs were shifted to the American Rescue Plan Act Fund in FY 2021/22 to account for the one-time federal stimulus funds received to help offset the COVID-19 impacts on the City ‘s budget.
The City of Santa Clara participates in the California Public Employees’ Retirement System (CalPERS) under the Miscellaneous Retirement Plan and the Safety Retirement Plan. In FY 2022/23, retirement costs in the General Fund are budgeted at $36.5 million for Safety employees and $19.6 million for Miscellaneous employees.
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FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENT OF SOURCES
AND USES OF FUNDS
Materials, Services, and Supplies
The FY 2022/23 Amended Budget totals $30.0 million for materials, services, and supplies. This budget reflects Base Budget adjustments to account for the updated cost of providing existing services in FY 2022/23, the removal of one-time funding approved for FY 2021/22, and the FY 2022/23 budget actions approved in the FY 2021/22 and FY 2022/23 Biennial Operating Budget.
Interfund Services
Interfund services are citywide in nature and funded through internal service funds (Information Technology Department services, special liability fund, workers' compensation, Public Works capital project management, vehicle equipment and maintenance, fleet purchases, and communications equipment) that are apportioned to City Departments and funds. This category totals $24.9 million in the FY 2022/23 Amended Budget.
Capital Outlay
This category includes small capital expense purchases not budgeted within the capital budget. This category totals $0.1 million in FY 2022/23.
Transfers Out to Other Funds
This category includes transfers to other funds to support capital projects, the City’s share of assessment district costs, other services, and debt payments. The FY 2022/23 Amended Budget for this category totals $10.3 million, including $7.1 million for capital projects, $1.4 million for debt payments, and $1.8 million for assessment district payments and other services.
General Fund Reserves
The General Fund includes several reserves established by City Council policy or to segregate restricted revenues. Additional detail regarding reserve policies can be found in the Budget and Fiscal Policies section of this document.
Budget Stabilization Reserve
This reserve is used as an allocation for weathering economic downturns, emergency financial crises or disaster situations. Per Council policy, the Budget Stabilization Reserve (BSR) target is equal to the cost of the City’s General Fund operations for three months, or 25% of the expenditure budget. Given the significant impacts of COVID-19 on the City’s budget, the City Council adopted the FY 2022/23 budget principles that allow this reserve to drop to 15% of budgeted expenditures, with any remaining FY 2022/23 shortfall to be addressed with the Land Sale Reserve. The FY 2022/23 BSR of $40.4 million is set at 15% of expenditures.
Capital Projects Reserve
The Capital Projects Reserve (CPR) earmarks funds for the Capital Improvement Program (CIP). The minimum target for this reserve is $5.0 million. This reserve is fully used in this CIP, with $5.4 million reserved for capital projects programmed from FY 2023/24 through FY 2026/27. 156
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENT OF SOURCES
AND USES OF FUNDS
Land Sale Reserve
The City Council established the Land Sale Reserve with net proceeds from the sale of City-owned land, with interest earned on these funds being available to be appropriated for General Fund operating expenditures. The Land Sale Reserve has a projected ending balance of $12.7 million for FY 2022/23 and is available for appropriation by City Council action. In the FY 2022/23 Amended Budget, the Land Sale Reserve drops by $9.7 million, from $22.4 million to $12.7 million, as a budget balancing strategy.
Advanced Planning Fee Reserve
The advanced planning fee is collected as a portion of planning and building fees. These funds are set aside for future long-range planning activities. The Advanced Planning Reserve has a projected ending balance of $1.4 million for FY 2022/23.
Technology Fee Reserve
The Technology Fee Reserve sets aside the technology fee revenue collected with the development fees and other applicable fees. This reserve is used to fund Accela licensing costs and other technology improvements for the fee programs that assess this fee. The Technology Fee Reserve has a projected ending balance of $1.4 million for FY 2022/23.
Other Reserves
By Council Policy, other reserves are set aside in the General Fund including the Pension Stabilization and Historical Preservation Reserves. At the end of FY 2022/23, the Pension Stabilization Reserve is projected to total $24.0 million and the Historical Preservation Reserve is projected to total $91,402.
Contributions to the Pension Stabilization Reserve are typically recommended as part of the Year-End Report to allocate interest earnings and other funding, if available. No additional contributions are assumed as part of this Biennial Budget.
157
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENT OF SOURCES
AND USES OF FUNDS
GENERAL FUND | GENERAL FUND (001)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
Encumbrance Carryover 4,273,693 4,817,658 4,817,658 4,273,693 4,817,658 Budget Stabilization Reserve 79,939,635 56,805,262 56,805,262 53,905,631 53,615,880 Capital Projects Reserve 29,014,222 5,335,223 5,335,223 4,248,758 6,719,000 Reserve for Programmed Capital Projects 0 11,038,674 11,038,674 3,151,081 3,151,081 Building Inspection Reserve 14,105,480 17,939,108 17,939,108 0 0 Advanced Planning Fee 642,410 741,694 741,694 741,694 1,395,605 Technology Fee Reserve 770,771 1,367,900 1,367,900 1,078,241 1,426,173 Land Sale Reserve 22,782,506 24,120,766 24,120,766 23,381,324 22,438,333 Pension Stabilization Reserve 21,597,338 23,978,108 23,978,108 21,597,338 23,978,108 Historical Preservation Reserve 90,096 91,402 91,402 90,096 91,402 Santana West Reserve 5,000,000 0 0 0 0
Unrestricted 2,594,262 9,069,610 9,069,610 0 132,559
Total Beginning Fund Balance 180,810,413 155,305,405 155,305,405 112,467,856 117,765,799 Revenue
Property Taxes - Secured 65,874,290 68,709,000 69,049,000 72,109,000 72,381,000 Property Taxes - Unsecured 2,898,631 2,850,000 2,597,000 2,880,000 2,880,000 Sales Tax 55,593,141 57,483,000 57,500,000 60,238,000 59,400,000 Public Safety Sales Tax 584,956 700,000 750,000 721,000 773,000 Documentary Transfer Tax 1,501,174 1,450,000 1,450,000 1,479,000 1,480,000 Transient Occupancy Tax 2,949,235 9,000,000 9,000,000 12,600,000 12,600,000 Franchise Taxes 4,322,635 4,630,000 4,630,000 4,780,000 4,780,000 Rents 9,154,034 10,015,522 10,015,522 11,840,983 11,336,766 State Revenues 258,376 224,000 224,000 224,000 250,000
Other Agencies Revenues 2,464,043 390,000 390,000 60,000 60,000 Licenses and Permits 12,137,804 3,685,000 3,685,000 3,773,000 3,597,000 Fines and Penalties 421,088 1,496,135 500,000 1,534,089 1,465,000 Other Fees for Services 35,239,038 36,949,512 36,949,512 38,559,499 38,622,245 Interest 5,616,800 2,600,000 2,600,000 2,266,000 2,532,000 Silicon Valley Power Transfer 24,548,225 24,700,000 25,285,000 25,565,000 26,170,000 Other Revenue 6,732,356 198,000 250,000 150,000 150,000 Total Revenue 230,295,826 225,080,169 224,875,034 238,779,571 238,477,011 Transfers From
Building Development Services Fund 0 163,362 163,362 168,845 179,036 Building Special Programs and Training
Fund
1,796 1,765 1,765 1,765 1,765
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FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENT OF SOURCES
AND USES OF FUNDS
GENERAL FUND | GENERAL FUND (001)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Transfers From
Convention Center Capital Fund 0 40,000 40,000 0 0
Convention Center Enterprise Fund 20,000 0 0 0 0
Convention Center Maintenance District
Fund
0 383,097 383,097 0 0
Electric Utility Fund 53,200 1,059,733 1,059,733 712,503 986,573 Electric Utility Capital Fund 580,000 0 0 0 0
Fire Department Capital Fund 192,674 236 236 0 0
General Government Capital Fund 884,901 460 460 0 0
Library Department Capital Fund 21,120 0 0 0 0
Other City Departments Operating Grant
Trust Fund
1,000,000 10,000 10,000 0 0
Parking Maintenance District Fund 6,000 0 0 0 0
Parks and Recreation Capital Fund 3,327,203 540,803 1,989,950 0 0 Prefunded Plan Review Fund 0 13,101 13,101 0 0
Public Buildings Capital Fund 1,010,089 52,673 1,002,673 0 0 Public Works Capital Projects
Management Fund
0 307,505 307,505 0 0
Special Assessment District Capital Fund 1,638,015 0 0 0 0 Storm Drain Capital Fund 1,460,000 1,550,134 2,115,134 1,454,000 1,454,000 Streets and Highways Capital Fund 204,857 44,726 44,726 0 0 Tasman East Infrastructure Improvement
Fund
0 175,757 175,757 0 0
Vehicle Replacement Fund 0 960,000 960,000 960,000 960,000 Total Transfers From 10,399,855 5,303,352 8,267,499 3,297,113 3,581,374 Total Source of Funds 421,506,094 385,688,926 388,447,938 354,544,540 359,824,184 Expenditures
Salaries 120,060,375 99,677,910 99,677,910 129,872,664 127,719,334 Retirement - Safety 29,295,456 33,056,981 33,056,981 35,526,227 36,514,227 Retirement - Miscellaneous 17,242,223 18,296,744 18,296,744 19,459,091 19,616,011 Other Benefits 17,479,874 19,732,211 19,732,211 20,377,853 20,572,469 Materials/Services/Supplies 21,662,982 28,980,461 28,576,834 29,205,307 29,974,758 Interfund Services 22,259,696 22,721,341 22,721,341 23,392,123 24,877,371 Capital Outlay 4,411,951 140,393 140,393 128,073 62,900 Total Expenditures 232,412,557 222,606,041 222,202,414 257,961,338 259,337,070 159
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENT OF SOURCES
AND USES OF FUNDS
GENERAL FUND | GENERAL FUND (001)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Transfers To
Building Development Fee Fund 0 22,347,656 22,347,656 0 0 Building Special Programs and Training Fund 7,000 0 0 0 0 Cemetery Fund 771,769 850,000 850,000 870,000 870,000
Cemetery Capital Fund 300,000 8,409 8,409 8,730 9,225
City Affordable Housing Fund 3,100,000 0 0 0
Convention Center Maintenance District Fund 771,349 771,349 771,349 842,700 842,700 Downtown Parking Maintenance District Fund 155,571 0 0 0 0 Electric Utility Capital Fund 0 330,000 330,000 0 0
Engineering Operating Grant Trust Fund 3,333 55,753 55,753 0 0 Fire Department Capital Fund 290,796 837,110 837,110 247,536 588,153 Fire Operating Grant Trust Fund 7,228 0 0 0 0
General Government Capital Fund 3,185,402 720,283 720,283 39,283 89,283 Library Department Capital Fund 13,076 7,872 7,872 8,173 281,831 Library Operating Grant Trust Fund 0 156 156 0 0
Other City Departments Operating Grant Trust
Fund
3,280,000 544,275 544,275 0 0
Parks and Recreation Capital Fund 1,221,880 2,343,117 2,343,117 200,000 200,000 Parks and Recreation Operating Grant Trust
Fund
28,509 3,445 3,445 3,445 3,445
Police Operating Grant Trust Fund 0 22,768 22,768 0 0
Public Buildings Capital Fund 1,737,751 397,953 397,953 13,448 1,189,532 Public Facilities Financing Corporation Fund 2,500,344 2,501,439 2,501,439 1,402,275 1,402,275 Solid Waste Fund 1,000,000 33,600 33,600 33,600 35,364
Special Liability Insurance Fund 0 5,200,000 5,200,000 0 0 Storm Drain Capital Fund 4,489,447 600,411 600,411 262,849 963,432 Streets and Highways Capital Fund 10,459,697 10,904,129 10,904,129 2,743,545 3,779,045 Tasman East Infrastructure Improvement Fund 175,757 0 0 0 0 Unemployment Insurance Fund 289,223 0 0 0 0
Total Transfers To 33,788,132 48,479,725 48,479,725 6,675,584 10,254,285 160
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENT OF SOURCES
AND USES OF FUNDS
GENERAL FUND | GENERAL FUND (001)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Ending Fund Balance
Encumbrance Carryover 4,817,658 4,817,658 4,817,658 4,273,693 4,817,658 Budget Stabilization Reserve 56,805,262 53,615,880 53,615,880 36,600,000 40,439,000 Capital Projects Reserve 5,335,223 5,002,508 6,719,000 4,248,758 0 Reserve for Programmed Capital Projects 11,038,674 3,151,081 3,151,081 2,304,262 5,364,314 Building Inspection Reserve 17,939,108 0 0 0 0
Advanced Planning Fee 741,694 1,395,605 1,395,605 741,694 1,395,605 Technology Fee Reserve 1,367,900 1,426,173 1,426,173 1,258,941 1,426,173 Land Sale Reserve 24,120,766 21,124,745 22,438,333 18,792,836 12,720,569 Pension Stabilization Reserve 23,978,108 23,978,108 23,978,108 21,597,338 23,978,108 Historical Preservation Reserve 91,402 91,402 91,402 90,096 91,402 Santana West Reserve 0 0 0 0 0
Unrestricted 9,069,610 0 132,559 0 0
Total Ending Fund Balance 155,305,405 114,603,160 117,765,799 89,907,618 90,232,829 Total Use of Funds 421,506,094 385,688,926 388,447,938 354,544,540 359,824,184 161
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162
Special Revenue
Funds and Other Funds
163
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164
FY 20 22/23 AND FY 2023 /24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
SPECIAL REVENUE FUNDS AND OTHER FUNDS
Special Revenue Funds are established to account for specific revenue sources that are legally restricted or committed to particular purposes. The City of Santa Clara has various revenue sources that require separate Special Revenue Funds to be set up. The Other Funds relate to special assessments funds.
American Rescue Plan Act (ARPA) Fund (102)
The American Rescue Plan Act (ARPA) Fund was established in FY 2021/22 to account for Fire Department and Police Department expenditures that are eligible to be funded via federal ARPA funds.
Bridge Maintenance District #2 Fund (463)
The Bridge District #2 Fund sets aside revenue received through the apportionment of secured property tax as well as the RDA revenue distribution. This funding is then transferred to the Streets and Highways Capital Fund to cover costs associated with the Bridge Maintenance Program project.
Building Development Services Fund (155)
The Building Development Services Fund was established in FY 2021/22 to account for building development-related fee revenue and associated building development services costs. The Building-related revenues and expenditures were previously reflected in the General Fund.
Building Special Programs and Training Fund (220)
This fund was formerly the Certified Access Specialist (CASp) Certification and Training Fund but was retitled to incorporate additional changes to the fund starting in FY 2021/22. The fund now incorporates Building Seismic/Strong Motion Fees and Building Standard Fees, in addition to CASp fees. All three revenue streams are related to statemandated building permit fee surcharges (Building Standard and Seismic) or from the City’s business license tax (CASp) and are for specific uses such as updating building code manuals or training related to updates in accessibility designs.
City Affordable Housing Fund (165)
The City Affordable Housing Fund accounts for the City’s Below-Market Price Purchase Program, which helps low- and moderate-income families achieve the goal of homeownership. This fund promotes and facilitates the construction and retention of affordable housing, fulfilling State mandates to produce housing for all income levels. Revenues in the City Affordable Housing Fund are received from developer in-lieu fees, principal, and interest repayments on housing loans, as well as interest income on pooled investments.
Community Facilities District No. 2019-1 (Lawrence Station) Fund (027) A resolution was adopted by Council in March 2019 to form a new Community Facilities District Fund to finance maintenance of roadways, parks, parking spaces and enforcement, landscaped parkways and medians, trails, a highway overpass and a community clubhouse and garden to be located within the development at Lawrence Station.
The special taxes will be used to fund the authorized public services. Pursuant to Report to Council 19-249, the Fund will also maintain additional funding necessary to replace facilities near end-of-service life (straight line depreciation of 15 years) in a capital reserve of 20%. The property assessments increase annually by Consumer Price Index (CPI). 165
FY 20 22/23 AND FY 2023 /24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
Convention Center Maintenance District Fund (026)
This fund provides maintenance and landscaping to the common grounds within the Santa Clara Convention Center Complex. Funds are received by means of a Special Benefits Assessment levied against the property owners in the respective districts. This fund's expenditure budget is determined using fee estimates for cost recovery.
Developer Traffic Payments Fund (124)
Previously named the “Traffic Fair Share Fund,” this fund was established in FY 2020/21 and is managed by the Department of Public Works. The Developer Traffic Payments Fund is funded by developer contributions collected for specific jurisdictions and locations. Funding is allotted to non-City agencies for eligible projects or transfers to a capital project.
Downtown Parking Maintenance District Fund (025)
The purpose of the Downtown Parking Maintenance District is to maintain the grounds of the Franklin Square complex.
The Franklin Square complex is bounded by Monroe Street to the west, Jackson Street to the east, Benton Street to the north, and Homestead Road to the south. Maintenance of the landscape infrastructure is paid for by the General Fund. Extraordinary repairs to the asphalt parking lot and concrete walkways are funded by property owner assessments that are capped at $14,200 per year.
Endowment Care Fund (077)
This fund holds the non-expendable account of the fees collected from cemetery patrons. Interest earned from the cash maintained is contributed for the current maintenance of the cemetery.
Engineering Operating Grant Trust Fund (144)
This fund accounts for revenues received from other governmental agencies that are designated for specific uses in the Community Development Department. Grants are appropriated as they are received by the Department and approved by the City Council.
Expendable Trust Fund (079)
The Expendable Trust Fund accounts for assets held in a trustee capacity where the principal and income may be expended in the course of the fund’s restricted/designated operations. Funds are appropriated as they are received by departments and approved by the City Council.
Fire Operating Grant Trust Fund (178)
This fund tracks revenues from other governmental agencies received by the Fire Department for fire safety and medical services activities. The grants are provided by federal, state and County agencies. Grants are appropriated as they are received by the Fire Department and approved by the City Council.
Gas Tax Fund (121)
The Gas Tax Fund accounts for revenues and expenditures received from the State of California under Street and Highway Code Sections 2105, 2106, and 2107. Gas tax is imposed by the State as a per-gallon excise tax on gasoline and diesel fuel. Cities and counties receive an allocation from the State based on population and the proportion of registered vehicles. This funding is restricted for street maintenance, construction, and a limited amount for engineering. 166
FY 20 22/23 AND FY 2023 /24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
Housing and Urban Development Fund (562)
The City of Santa Clara receives annual funds from the U.S. Department of Housing and Urban Development (HUD) to administer the Community Development Block Grant (CDBG) and HOME Investment Partnerships (HOME) programs.
The CDBG program funds various nonprofit agencies and other city departments to implement services that benefit lowand moderate-income persons. The HOME program funds a wide range of activities including building, buying, and/or rehabilitating affordable housing for rent or homeownership or providing direct rental assistance to low-income people.
Grantees are generally selected through a competitive process and provide such services as senior services, homeless outreach, housing rehabilitation, accessibility improvement and code enforcement. The City currently dedicates HOME funds for the Tenant-Based Rental Assistance (TBRA) program.
Housing Authority Fund (164)
The Santa Clara Housing Authority (SCHA) was established by the City Council to assume responsibility for managing and monitoring housing assets from the dissolution of the Redevelopment Agency (RDA). SCHA also assumes the responsibility for housing loans, which provide affordable housing and were made under various programs, for qualifying individuals and groups. The SCHA receives its main source of revenues from program income, which is used to support loan monitoring, administration, and other programs and projects of the Housing and Community Services Division of the Community Development Department.
Housing Successor Agency Fund (169)
All California Redevelopment Agencies (RDA) were dissolved on February 1, 2012. Following the dissolution, the City of Santa Clara was designated as the Housing Successor to the former RDA, responsible for paying off the former RDA’s existing debts, disposing of the former RDA’s properties and assets to help pay off debts, returning revenues to the local government entities that receive property taxes and winding down the affairs of the former Redevelopment Agency. The City has also elected to retain the former RDA’s housing functions, including retaining all of the housing assets, rights, power, duties, obligations and functions previously performed by the RDA in administering its Low and Moderate Income Housing Fund.
Library Donations Trust Fund (072)
This fund accounts for donations that are received and accepted by the City of Santa Clara’s Library Department. These donations are for designated uses. Donations are appropriated as they are received by the Library Department and approved by the City Council.
Library Operating Grant Trust Fund (112)
This fund accounts for revenues received from other governmental agencies that are designated for specific uses in the Library Department. Grants are appropriated as they are received by the Library Department and approved by the City Council.
Other City Departments Operating Grant Trust Fund (101) The Other City Departments Operating Grant Trust Fund accounts for any financial award given by the federal, State, or other local government to the City for Citywide eligible operating programs. Grants that are designated for departmentspecific functions are deposited into the respective departments’ operating grant trust fund. Grants are appropriated as they are received by departments and approved by the City Council. Starting in FY 2019/20, the City charged expenditures related to COVID-19 to this fund in order to separately track these costs. FEMA reimbursements are also budgeted in this fund.
167
FY 20 22/23 AND FY 2023 /24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
Parks and Recreation Operating Grant Trust Fund (111)
The Senior Nutrition Program provides a congregate meal setting where seniors can improve their health through balanced meals and socialization and is funded through a grant from the Santa Clara County Social Services Agency’s Senior Nutrition Program and Community Development Block Grant funds. Seniors are encouraged to access the many services available at the Senior Center while on site and are given the opportunity to engage in Health & Wellness programs at the Senior Center. Grants are appropriated as they are received by the Parks and Recreation Department and approved by the City Council.
Perpetual Care Fund (076)
This fund accounts for current fees collected from cemetery patrons for maintenance in perpetuity of the Mission City Memorial Park when the facility reaches full capacity. Interest earned from the cash maintained is contributed for the current maintenance of the cemetery.
Police Operating Grant Trust Fund (177)
This fund tracks revenues from other governmental agencies received by the Police Department for law enforcement activities. The grants are predominantly provided by the State with a smaller portion received from the federal government. Grants are appropriated as they are received by the Police Department and approved by the City Council.
Prefunded Plan Review Fund (157)
Before any major real estate development project moves forward to construction, extensive studies are conducted (environmental, economic, and traffic) to ensure that that the project’s impact on the community is well understood. The cost of these studies is generally paid for by developers with the funding provided to cities to ensure proper oversight of this process. This new fund, established in FY 2020/21, accounts for this activity.
Public Donations Fund (067)
The Public Donations Fund accounts for various donations the City receives from the public that are designated for specific uses. Per the City’s Donation Policy, the City Manager is authorized to make funding available to departments for donations valued under $100,000. Donations of $100,000 or greater are appropriated as they are received by departments and approved by the City Council.
Public, Educational, and Governmental Fee Fund (221)
This fund accounts for the Public, Educational, and Governmental (PEG) fees the City receives from telecommunication companies in accordance with the Cable Communications Act of 1984 and the Digital Infrastructure and Video Competition Act of 2006. PEG channels broadcast public meetings, news conferences and educational programming about City departments and programs as well as government-sponsored community events. PEG fees can be used for capital-related expenses including video production and streaming equipment as well as television monitoring technology and technical support. These funds can also be used for the renovation and construction of facilities such as Council chambers, public meeting rooms and recording spaces. 168
FY 20 22/23 AND FY 2023 /24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
Road Maintenance and Rehabilitation (SB1) Fund (122)
The Road Repair and Accountability Act of 2017 (Senate Bill 1) is a significant investment in California’s transportation system which was signed into law on April 28, 2017. The funding from this investment must be used to fix roads, freeways, and bridges in communities across California, putting more dollars towards transit and safety. The majority of this revenue is from the Road Maintenance and Rehabilitation Account (RMRA), where cities have to prioritize repairing their existing infrastructure before addressing other transportation needs.
Traffic Mitigation Fund (123)
The Traffic Mitigation Fee is levied to fund improvements or programs to mitigate the City’s traffic problems that result from development projects.
This is the second year of the biennial operating budget. The following section details the City of Santa Clara’s Special Revenue Funds and Other Funds’ Statements of Sources and Uses and their Proposed Amended Budget for Fiscal Year 2022/23.
169
FY 20 22/23 AND FY 2023 /24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
SPECIAL REVENUE FUNDS | AMERICAN RESCUE PLAN ACT
(ARPA) FUND (102)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
Unrestricted 0 0 0 0 0
Total Beginning Fund Balance 0 0 0 0 0
Revenue
Other Revenue 0 26,231,326 26,231,326 0 0
Total Revenue 0 26,231,326 26,231,326 0 0
Total Source of Funds 0 26,231,326 26,231,326 0 0
Expenditures
Fire
Salaries 0 11,314,440 11,314,440 0 0
Police
Salaries 0 14,916,886 14,916,886 0 0
Total Expenditures 0 26,231,326 26,231,326 0 0
Ending Fund Balance
Unrestricted 0 0 0 0 0
Total Ending Fund Balance 0 0 0 0 0
Total Use of Funds 0 26,231,326 26,231,326 0 0
170
FY 20 22/23 AND FY 2023 /24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
SPECIAL REVENUE FUNDS | BRIDGE MAINTENANCE DISTRICT
#2 FUND (463)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
Unrestricted 179,768 132,965 132,965 113,396 132,965
Total Beginning Fund Balance 179,768 132,965 132,965 113,396 132,965 Revenue
Taxes - Ad Valorem 87,384 80,000 80,000 80,000 80,000
Other Agencies Revenue 336 0 0 0 0
Other Revenue 5,477 0 0 0 0
Total Revenue 93,197 80,000 80,000 80,000 80,000
Total Source of Funds 272,965 212,965 212,965 193,396 212,965 Transfers To
Streets and Highways Capital Fund 140,000 80,000 80,000 80,000 80,000 Total Transfers To 140,000 80,000 80,000 80,000 80,000
Ending Fund Balance
Unrestricted 132,965 132,965 132,965 113,396 132,965
Total Ending Fund Balance 132,965 132,965 132,965 113,396 132,965 Total Use of Funds 272,965 212,965 212,965 193,396 212,965 171
FY 20 22/23 AND FY 2023 /24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
SPECIAL REVENUE FUNDS | BUILDING DEVELOPMENT
SERVICES FUND (155)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
Unrestricted 0 0 0 19,214,939 21,048,425
Total Beginning Fund Balance 0 0 0 19,214,939 21,048,425 Revenue
License Permit 0 7,915,000 7,915,000 8,198,000 8,198,000 Other Fees for Services 0 5,000,000 5,000,000 5,175,000 5,175,000 Other Revenue 0 445,000 445,000 445,000 445,000
Interest 0 270,000 270,000 294,000 294,000
Total Revenue 0 13,630,000 13,630,000 14,112,000 14,112,000 Transfers From
General Fund 0 22,347,656 22,347,656 0 0
Total Transfers From 0 22,347,656 22,347,656 0 0
Total Source of Funds 0 35,977,656 35,977,656 33,326,939 35,160,425 Expenditures
Salaries 0 5,530,746 5,530,746 5,745,108 5,964,874
Retirement and Benefits 0 2,914,562 2,914,562 3,057,471 3,259,834 Materials/Services/Supplies 0 4,371,629 4,371,629 1,617,929 1,617,929 Services From Other Funds - Cost Allocation
Plan
0 1,117,637 1,117,637 1,139,990 1,139,990
Interfund Services 0 822,558 822,558 843,692 878,182
Total Expenditures 0 14,757,132 14,757,132 12,404,190 12,860,809 Transfers To
Building Special Programs and Training Fund 0 7,000 7,000 7,000 7,000 General Fund 0 163,362 163,362 168,845 179,036
General Government Capital Fund 0 1,737 1,737 1,737 1,737 Total Transfers To 0 172,099 172,099 177,582 187,773
Ending Fund Balance
Unrestricted 0 21,048,425 21,048,425 20,745,167 22,111,843 Total Ending Fund Balance 0 21,048,425 21,048,425 20,745,167 22,111,843 Total Use of Funds 0 35,977,656 35,977,656 33,326,939 35,160,425 172
FY 20 22/23 AND FY 2023 /24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
SPECIAL REVENUE FUNDS | BUILDING SPECIAL PROGRAMS
AND TRAINING FUND (220)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
CASp Reserve - Restricted 72,865 35,585 35,585 60,486 35,585 Seismic Admin Reserve - Restricted 44,661 52,036 52,036 114,000 66,036 Building Standard Reserve - Restricted 86,537 90,671 90,671 53,800 95,071 Total Beginning Fund Balance 204,063 178,292 178,292 228,286 196,692 Revenue
License Permit 44,912 37,995 37,995 37,995 37,995
Seismic Admin Fee 13,330 14,000 14,000 14,000 14,000
Building Standard Fee 4,134 4,400 4,400 4,400 4,400
Total Revenue 62,376 56,395 56,395 56,395 56,395
Transfers From
Building Development Services Fund 0 7,000 7,000 7,000 7,000 General Fund 7,000 0 0 0 0
Total Transfers From 7,000 7,000 7,000 7,000 7,000
Total Source of Funds 273,439 241,687 241,687 291,681 260,087 Expenditures
Salaries 38,609 22,020 22,020 22,020 30,000
Materials/Services/Supplies 54,742 21,210 21,210 21,210 30,000 Total Expenditures 93,351 43,230 43,230 43,230 60,000
Transfers To
General Fund 1,796 1,765 1,765 1,765 1,765
Total Transfers To 1,796 1,765 1,765 1,765 1,765
Ending Fund Balance
CASp Reserve - Restricted 35,585 35,585 35,585 60,486 20,580 Seismic Admin Reserve - Restricted 52,036 66,036 66,036 128,000 78,271 Building Standard Reserve - Restricted 90,671 95,071 95,071 58,200 99,471 Total Ending Fund Balance 178,292 196,692 196,692 246,686 198,322 Total Use of Funds 273,439 241,687 241,687 291,681 260,087 173
FY 20 22/23 AND FY 2023 /24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
SPECIAL REVENUE FUNDS | CITY AFFORDABLE HOUSING
FUND (165)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
Encumbrance Carryover 460,378 1,421,539 1,421,539 460,378 1,421,539 Unrestricted 7,847,735 8,759,602 8,759,602 1,508,219 4,085,491 Total Beginning Fund Balance 8,308,113 10,181,141 10,181,141 1,968,597 5,507,030 Revenue
Other Fees for Services 52,564 32,000 32,000 32,000 32,000 Other Agencies Revenue 840 0 0 0 0
Interest 156,976 50,000 150,000 50,000 75,000
Other Revenue 980,692 6,575,000 6,575,000 575,000 575,000 Total Revenue 1,191,072 6,657,000 6,757,000 657,000 682,000 Transfers From
General Fund 1,500,000 0 0 0 0
Total Transfers From 1,500,000 0 0 0 0
Total Source of Funds 10,999,185 16,838,141 16,938,141 2,625,597 6,189,030 Expenditures
Salaries 170,816 209,642 209,642 218,521 229,371
Retirement and Benefits 93,282 89,949 89,949 94,353 100,726 Materials/Services/Supplies 409,449 10,807,077 10,807,077 809,786 809,786 Services From Other Funds - Cost
Allocation Plan
23,433 24,067 24,067 24,548 24,548
Interfund Services 11,658 376 376 170 0
Capital Outlay 109,406 300,000 300,000 300,000 300,000
Total Expenditures 818,044 11,431,111 11,431,111 1,447,378 1,464,431 Ending Fund Balance
Encumbrance Carryover 1,421,539 1,421,539 1,421,539 460,378 1,421,539 Unrestricted 8,759,602 3,985,491 4,085,491 717,841 3,303,060 Total Ending Fund Balance 10,181,141 5,407,030 5,507,030 1,178,219 4,724,599 Total Use of Funds 10,999,185 16,838,141 16,938,141 2,625,597 6,189,030 174
FY 20 22/23 AND FY 2023 /24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
SPECIAL REVENUE FUNDS | COMMUNITY FACILITIES
DISTRICT NO. 2019-1 (LAWRENCE STATION) FUND (027)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
Encumbrance Carryover 0 57,842 57,842 0 57,842
Capital Reserve 23,510 62,566 62,566 138,225 128,862
Unrestricted 90,921 181,579 181,579 189,827 159,966
Total Beginning Fund Balance 114,431 301,987 301,987 328,052 346,670 Revenue
Special Tax Revenues 195,280 331,481 331,481 387,617 387,617 Total Revenue 195,280 331,481 331,481 387,617 387,617
Total Source of Funds 309,711 633,468 633,468 715,669 734,287 Expenditures
Administration 0 1,894 1,894 1,951 1,951
Facilities 0 85,500 85,500 117,420 117,420
Landscaped Parkways 0 28,512 28,512 29,367 29,367
Parking Enforcement 0 89,320 89,320 92,000 92,000
Parking Space Maintenance 0 3,402 3,402 3,504 3,504
Parks 7,724 75,000 75,000 103,000 103,000
Roadways 0 3,170 3,170 3,265 3,265
Total Expenditures 7,724 286,798 286,798 350,507 350,507 Ending Fund Balance
Encumbrance Carryover 57,842 57,842 57,842 0 57,842
Capital Reserve 62,566 128,862 128,862 215,748 215,748
Unrestricted 181,579 159,966 159,966 149,414 110,190
Total Ending Fund Balance 301,987 346,670 346,670 365,162 383,780 Total Use of Funds 309,711 633,468 633,468 715,669 734,287 175
FY 20 22/23 AND FY 2023 /24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
SPECIAL REVENUE FUNDS | CONVENTION CENTER
MAINTENANCE DISTRICT FUND (026)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
Encumbrance Carryover 36,493 0 0 36,493 0
Unrestricted 70,602 569,103 569,103 70,602 0
Total Beginning Fund Balance 107,095 569,103 569,103 107,095 0 Revenue
Other Fees for Services 926,770 926,770 926,770 1,035,419 1,035,419 Interest 9,351 0 0 0 0
Total Revenue 936,121 926,770 926,770 1,035,419 1,035,419 Transfers From
General Fund 771,349 771,349 771,349 842,700 842,700
Total Transfers From 771,349 771,349 771,349 842,700 842,700 Total Source of Funds 1,814,565 2,267,222 2,267,222 1,985,214 1,878,119 Expenditures
Salaries 17,779 18,092 18,092 18,802 18,802
Retirement and Benefits 9,361 10,203 10,203 10,624 10,642 Materials/Services/Supplies 1,095,979 1,494,244 1,516,615 1,669,051 1,670,869 Services From Other Funds - Cost
Allocation Plan
41,696 55,632 55,632 56,745 56,745
Interfund Services 80,647 119,948 97,577 122,897 121,061 Refund to Hyatt 0 73,506 73,506 0 0
Refund to Techmart 0 112,500 112,500 0 0
Total Expenditures 1,245,462 1,884,125 1,884,125 1,878,119 1,878,119 Transfers To
General Fund 0 383,097 383,097 0 0
Total Transfers To 0 383,097 383,097 0 0
Ending Fund Balance
Encumbrance Carryover 0 0 0 36,493 0
Unrestricted 569,103 0 0 70,602 0
Total Ending Fund Balance 569,103 0 0 107,095 0
Total Use of Funds 1,814,565 2,267,222 2,267,222 1,985,214 1,878,119 176
FY 20 22/23 AND FY 2023 /24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
SPECIAL REVENUE FUNDS | DEVELOPER TRAFFIC PAYMENTS
FUND (124)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
Restricted Fund Balance 7,163,760 7,941,970 7,941,970 7,941,970 8,914,690 Total Beginning Fund Balance 7,163,760 7,941,970 7,941,970 7,941,970 8,914,690 Revenue
Other Fees for Services 778,210 0 1,358,500 0 0
Total Revenue 778,210 0 1,358,500 0 0
Transfers From
Streets and Highways Capital Fund 0 15,000 722,720 0 0
Total Transfers From 0 15,000 722,720 0 0
Total Source of Funds 7,941,970 7,956,970 10,023,190 7,941,970 8,914,690 Transfers To
Streets and Highways Capital Fund 0 0 1,108,500 0 0
Total Transfers To 0 0 1,108,500 0 0
Ending Fund Balance
Restricted Fund Balance 7,941,970 7,956,970 8,914,690 7,941,970 8,914,690 Total Ending Fund Balance 7,941,970 7,956,970 8,914,690 7,941,970 8,914,690 Total Use of Funds 7,941,970 7,956,970 10,023,190 7,941,970 8,914,690 177
FY 20 22/23 AND FY 2023 /24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
SPECIAL REVENUE FUNDS | DOWNTOWN PARKING
MAINTENANCE DISTRICT FUND (025)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
Encumbrance Carryover 47,236 7,948 7,948 47,236 7,948
Reserve for Maintenance 136,107 144,324 144,324 160,516 158,524 Unrestricted 509,969 581,695 581,695 378,606 443,532
Total Beginning Fund Balance 693,312 733,967 733,967 586,358 610,004 Revenue
Interest (2,053) 3,639 3,639 3,639 1,938
Other Fees for Services 10,270 10,561 10,561 10,561 12,262 Total Revenue 8,217 14,200 14,200 14,200 14,200
Transfers From
General Fund 155,571 0 0 0 0
Total Transfers From 155,571 0 0 0 0
Total Source of Funds 857,100 748,167 748,167 600,558 624,204 Expenditures
Salaries 22,535 47,469 47,469 48,930 47,440
Retirement and Benefits 29,271 28,203 28,203 29,229 28,631 Materials/Services/Supplies 44,232 38,715 38,715 39,877 39,877 Services From Other Funds - Cost
Allocation Plan
13,464 15,275 15,275 15,581 15,581
Internal Services 7,631 8,501 8,501 8,691 5,992
Total Expenditures 117,133 138,163 138,163 142,308 137,521 Transfers To
General Fund 6,000 0 0 0 0
Total Transfers To 6,000 0 0 0 0
Ending Fund Balance
Encumbrance Carryover 7,948 7,948 7,948 47,236 7,948
Reserve for Maintenance 144,324 158,524 158,524 174,716 172,724 Unrestricted 581,695 443,532 443,532 236,298 306,011
Total Ending Fund Balance 733,967 610,004 610,004 458,250 486,683 Total Use of Funds 857,100 748,167 748,167 600,558 624,204 178
FY 20 22/23 AND FY 2023 /24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
SPECIAL REVENUE FUNDS | ENDOWMENT CARE FUND (077)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
Unrestricted 1,697,424 1,894,640 1,894,640 1,877,424 2,069,640 Total Beginning Fund Balance 1,697,424 1,894,640 1,894,640 1,877,424 2,069,640 Revenue
Other Fees for Services 197,216 90,000 175,000 90,000 90,000 Interest 25,537 28,000 31,000 28,000 28,000
Total Revenue 222,753 118,000 206,000 118,000 118,000
Total Source of Funds 1,920,177 2,012,640 2,100,640 1,995,424 2,187,640 Transfers To
Cemetery Fund 25,537 28,000 31,000 28,000 28,000
Total Transfers To 25,537 28,000 31,000 28,000 28,000
Ending Fund Balance
Unrestricted 1,894,640 1,984,640 2,069,640 1,967,424 2,159,640 Total Ending Fund Balance 1,894,640 1,984,640 2,069,640 1,967,424 2,159,640 Total Use of Funds 1,920,177 2,012,640 2,100,640 1,995,424 2,187,640 179
FY 20 22/23 AND FY 2023 /24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
SPECIAL REVENUE FUNDS | ENGINEERING OPERATING GRANT
TRUST FUND (144)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
Encumbrance Carryover 322,683 174,221 174,221 322,683 174,221 Unrestricted (599,137) (423,974) (423,974) 0 0
Total Beginning Fund Balance (276,454) (249,753) (249,753) 322,683 174,221 Revenue
Other Agencies Revenue 212,954 1,577,371 678,221 0 0
Total Revenue 212,954 1,577,371 678,221 0 0
Transfers From
General Fund - Building Inspection
Reserve
3,333 0 0 0 0
General Fund 0 55,753 55,753 0 0
Total Transfers From 3,333 55,753 55,753 0 0
Total Source of Funds (60,167) 1,383,371 484,221 322,683 174,221 Expenditures
Local Early Action Planning 0 499,150 0 0 0
One Bay Area Grant 15-16 City Match 27,570 0 0 0 0
One Bay Area Grant 15-16 162,016 0 0 0 0
VRF Countywide ITS 15-16 0 0 0 0 0
Tasman East Specific Plan 310,000 310,000 0 0
CLG Grant 0 400,000 0 0 0
Total Expenditures 189,586 1,209,150 310,000 0 0
Ending Fund Balance
Encumbrance Carryover 174,221 174,221 174,221 322,683 174,221 Unrestricted (423,974) 0 0 0 0
Total Ending Fund Balance (249,753) 174,221 174,221 322,683 174,221 Total Use of Funds (60,167) 1,383,371 484,221 322,683 174,221 180
FY 20 22/23 AND FY 2023 /24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
SPECIAL REVENUE FUNDS | EXPENDABLE TRUST FUND (079)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
Encumbrance Carryover 276,717 22,983 22,983 276,717 22,983 Unrestricted 523,581 1,236,029 1,236,029 0 0
Total Beginning Fund Balance 800,298 1,259,012 1,259,012 276,717 22,983 Revenue
Grants
City Manager's Office 698,422 0 0 0 0
Community Development Department 0 49,500 49,500 0 0
Fire Department 1,756 0 0 0 0
Information Technology 26,043 0 0 0 0
Police Department 48,522 0 0 0 0
Public Works 36,718 4,187 4,187 0 0
Total Revenue 811,461 53,687 53,687 0 0
Total Source of Funds 1,611,759 1,312,699 1,312,699 276,717 22,983 Expenditures
City Attorney's Office
Environment Enforcement Fines - City 0 32,189 32,189 0 0 City Manager's Office
ENA - SC Caltrain Station 2,344 12,974 12,974 0 0
Community Development
Tasman East Contribution 0 49,500 49,500 0 0
Fire
CUPA Administrative Enforcement Order 1,854 450,037 450,037 0 0 Environment Enforcement Fines - Fire 0 17,001 17,001 0 0 Fire Prevention 0 1,408 1,408 0 0
Fire - Haz Mat 0 1,598 1,598 0 0
Fire - Cert Grant 0 5,223 5,223 0 0
Fire - EMS Grant 0 2,681 2,681 0 0
OES HM Emergency Prep 0 75,000 75,000 0 0
Training HM Emergency Prep 70,866 4,134 4,134 0 0
Training Classes 0 2,861 2,861 0 0
Human Resources
Deferred Comp. Revenue Sharing 38,750 17,597 17,597 0 0 Information Technology
SVACA Billings - City Depts 26,043 0 0 0 0
181
FY 20 22/23 AND FY 2023 /24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
SPECIAL REVENUE FUNDS | EXPENDABLE TRUST FUND (079)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Expenditures
Library
CLSA - Transaction Based Reimbursement 0 1,770 1,770 0 0 Public Library Foundation 0 17,718 17,718 0 0
Police
Bingo Enforcement Fees 5,985 290,499 290,499 0 0
Seized Asset Funds - Local 0 41 41 0 0
Seized Asset Funds - State 0 97,600 97,600 0 0
Seized Asset Funds - US Justice 0 10,573 10,573 0 0
Shooting Range Recycled Casings 0 2,320 2,320 0 0
Public Works
Environment Enforcement Fines - Street 0 12,875 12,875 0 0 Seized Asset Funds - Local 0 1,617 1,617 0 0
SVACA Billings - City Depts 40,905 0 0 0 0
Total Expenditures 186,747 1,107,216 1,107,216 0 0
Transfers To
Police Operating Grant Trust Fund 166,000 182,500 182,500 0 0 Total Transfers To 166,000 182,500 182,500 0 0
Ending Fund Balance
Encumbrance Carryover 22,983 22,983 22,983 276,717 22,983 Unrestricted 1,236,029 0 0 0 0
Total Ending Fund Balance 1,259,012 22,983 22,983 276,717 22,983 Total Use of Funds 1,611,759 1,312,699 1,312,699 276,717 22,983 182
FY 20 22/23 AND FY 2023 /24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
SPECIAL REVENUE FUNDS | FIRE OPERATING GRANT TRUST
FUND (178)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
Encumbrance Carryover 0 185,000 185,000 0 185,000
Unrestricted 60,986 (281,018) (281,018) 0 3,274
Total Beginning Fund Balance 60,986 (96,018) (96,018) 0 188,274 Revenue
Other Agencies Revenue 54,406 564,967 464,316 0 32,745
Total Revenue 54,406 564,967 464,316 0 32,745
Transfers From
General Fund 7,228 0 63 0 0
Total Transfers From 7,228 0 63 0 0
Total Source of Funds 122,620 468,949 368,361 0 221,019 Expenditures
Assistance to Firefighter FY18/19 City Match 0 14,776 14,776 0 0 Assistance to Firefighter FY 18/19 75,121 72,643 72,643 0 0 Assistance to Firefighter FY19/20 City Match 0 4,017 4,017 0 0 Assistance to Firefighter FY 19/20 0 40,168 40,168 0 0
Assistance to Firefighter Supplemental City
Match
0 3,211 0 0 3,274
Assistance to Firefighter Supplemental 0 32,745 0 0 32,745 Bay Area Urban Security Initiative 2019 0 0 0 0 0
California Environmental Protection Agency 0 26,096 26,096 0 0 Emergency Management Performance Grant 15,208 0 0 0 0
Emergency Medical Services County Patient
Care System
47,427 151 151 0 0
State Homeland Security Grant Program
FY18/19
69,148 90,142 6,223 0 0
Urban Search and Rescue Deployment 669 0 0 0 0
Urban Search and Rescue Maintenance Fee 0 0 0 0 0
Urban Search and Rescue Team Training 11,065 0 16,013 0 0 Total Expenditures 218,638 283,949 180,087 0 36,019
Ending Fund Balance
Encumbrance Carryover 185,000 185,000 185,000 0 185,000 Unrestricted (281,018) 0 3,274 0 0
Total Ending Fund Balance (96,018) 185,000 188,274 0 185,000 Total Use of Funds 122,620 468,949 368,361 0 221,019
183
FY 20 22/23 AND FY 2023 /24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
SPECIAL REVENUE FUNDS | GAS TAX FUND (121)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
Unrestricted 273,180 1,821,342 1,821,342 3,425,056 1,756,926 Total Beginning Fund Balance 1,356,777 273,180 273,180 3,007,200 3,425,056 Revenue
State Revenues 2,879,468 2,800,000 3,400,000 3,000,000 3,400,000 Interest 202,174 100,000 100,000 100,000 100,000
Total Revenue 3,081,642 2,900,000 3,500,000 3,100,000 3,500,000 Transfers From
Streets and Highways Capital Fund 2,076,876 207,867 382,164 0 0 Total Transfers From 2,076,876 207,867 382,164 0 0
Total Source of Funds 5,431,698 4,929,209 5,703,506 6,525,056 5,256,926 Transfers To
Streets and Highways Capital Fund 3,610,356 3,946,580 3,946,580 3,509,479 2,985,000 Total Transfers To 3,610,356 3,946,580 3,946,580 3,509,479 2,985,000 Ending Fund Balance
Unrestricted 1,821,342 982,629 1,756,926 3,015,577 2,271,926 Total Ending Fund Balance 1,821,342 982,629 1,756,926 3,015,577 2,271,926 Total Use of Funds 5,431,698 4,929,209 5,703,506 6,525,056 5,256,926 184
FY 20 22/23 AND FY 2023 /24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
SPECIAL REVENUE FUNDS | HOUSING AND URBAN
DEVELOPMENT FUND (562)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
Encumbrance Carryover 747,929 1,745,633 1,745,633 747,929 1,745,633 Unrestricted 378,008 (749,253) (749,253) 1,002,740 578,699 Total Beginning Fund Balance 1,125,937 996,380 996,380 1,750,669 2,324,332 Revenue
Other Agencies Revenue 2,174,271 4,547,791 4,547,791 1,400,000 1,550,000 Other Fees for Services 1,467 0 0 0 0
Interest 29,731 0 0 0 0
Other Revenue 867,105 465,000 465,000 465,000 260,000
Total Revenue 3,072,574 5,012,791 5,012,791 1,865,000 1,810,000 Total Source of Funds 4,198,511 6,009,171 6,009,171 3,615,669 4,134,332 Expenditures
Salaries 519,335 499,615 499,615 697,896 622,652
Retirement and Benefits 268,396 280,723 280,723 122,041 89,912 Interfund Services 0 1,017 1,017 461 0
Affordable Rental Housing (Includes TBRA
and CHDO)
697,661 1,459,013 1,459,013 500,000 510,000
CIP - Affordable Housing Facilities 0 0 0 0 826,500
CIP - Public Facilities 0 642,000 642,000 0 0
Neighborhood Conservation and 449,008 547,445 547,445 1,000,000 0 Public Service Agency 1,267,731 255,026 255,026 255,000 180,750 Silicon Valley Rebuliding Together 0 0 0 0 150,000
Total Expenditures 3,202,131 3,684,839 3,684,839 2,575,398 2,379,814 Ending Fund Balance
Encumbrance Carryover 1,745,633 1,745,633 1,745,633 747,929 1,745,633 Unrestricted (749,253) 578,699 578,699 292,342 8,885
Total Ending Fund Balance 996,380 2,324,332 2,324,332 1,040,271 1,754,518 Total Use of Funds 4,198,511 6,009,171 6,009,171 3,615,669 4,134,332 185
FY 20 22/23 AND FY 2023 /24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
SPECIAL REVENUE FUNDS | HOUSING AUTHORITY FUND (164)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
Encumbrance Carryover 35,600 120,000 120,000 35,600 120,000 Unrestricted 3,624,136 3,768,627 3,768,627 2,092,842 2,185,528 Total Beginning Fund Balance 3,659,736 3,888,627 3,888,627 2,128,442 2,305,528 Revenue
Interest 55,259 11,000 30,000 11,000 30,000
Other Fees for Services 1,047 0 0 0 0
Other Revenue 300,301 5,450,000 5,450,000 250,000 250,000 Total Revenue 356,607 5,461,000 5,480,000 261,000 280,000 Total Source of Funds 4,016,343 9,349,627 9,368,627 2,389,442 2,585,528 Expenditures
Salaries 40,035 84,838 84,838 87,963 95,048
Retirement and Benefits 26,090 47,488 47,488 49,770 54,715 Materials/Services/Supplies 50,100 130,600 130,600 130,600 130,600 Services From Other Funds - Cost
Allocation Plan
88 0 0 0 0
Interfund Services 5,828 173 173 78 0
Capital Outlay 5,575 6,800,000 6,800,000 100,000 100,000 Total Expenditures 127,716 7,063,099 7,063,099 368,411 380,363 Ending Fund Balance
Encumbrance Carryover 120,000 120,000 120,000 35,600 120,000 Unrestricted 3,768,627 2,166,528 2,185,528 1,985,431 2,085,165 Total Ending Fund Balance 3,888,627 2,286,528 2,305,528 2,021,031 2,205,165 Total Use of Funds 4,016,343 9,349,627 9,368,627 2,389,442 2,585,528 186
FY 20 22/23 AND FY 2023 /24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
SPECIAL REVENUE FUNDS | HOUSING SUCCESSOR AGENCY
FUND (169)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
Encumbrance Carryover 197,768 344,361 344,361 197,768 344,361 Unrestricted 13,072,677 13,895,617 13,895,617 2,701,364 3,454,977 Total Beginning Fund Balance 13,270,445 14,239,978 14,239,978 2,899,132 3,799,338 Revenue
Other Fees for Services 9,751 0 0 0 0
Interest 199,832 50,000 175,000 50,000 50,000
Other Revenue 1,342,674 300,000 300,000 300,000 300,000 Sale of Land 11,650,000 0 0 0 0
Total Revenue 13,202,257 350,000 475,000 350,000 350,000 Total Source of Funds 26,472,702 14,589,978 14,714,978 3,249,132 4,149,338 Expenditures
Salaries 160,889 222,032 222,032 231,319 239,815
Retirement and Benefits 91,053 111,947 111,947 117,337 124,850 Materials/Services/Supplies 300,430 559,000 559,000 560,530 560,530 Services From Other Funds - Cost
Allocation Plan
18,694 22,259 22,259 22,704 22,704
Interfund Services 11,658 402 402 182 0
Capital Outlay 11,650,000 10,000,000 10,000,000 0 0
Total Expenditures 12,232,724 10,915,640 10,915,640 932,072 947,899 Ending Fund Balance
Encumbrance Carryover 344,361 344,361 344,361 197,768 344,361 Unrestricted 13,895,617 3,329,977 3,454,977 2,119,292 2,857,078 Total Ending Fund Balance 14,239,978 3,674,338 3,799,338 2,317,060 3,201,439 Total Use of Funds 26,472,702 14,589,978 14,714,978 3,249,132 4,149,338 187
FY 20 22/23 AND FY 2023 /24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
SPECIAL REVENUE FUNDS | LIBRARY DONATIONS TRUST
FUND (072)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
Unrestricted 179,733 179,733 179,733 0 0
Total Beginning Fund Balance 179,733 179,733 179,733 0 0 Total Source of Funds 179,733 179,733 179,733 0 0
Expenditures
City Library Foundation Trust 0 139,444 139,444 0 0
In Memory J.Jaffer 0 1,440 1,440 0 0
In Memory Of M.Dry 0 4,000 4,000 0 0
Library Books 0 1,300 1,300 0 0
Library Tote Bags 0 1,000 1,000 0 0
Literacy Program 0 9,050 9,050 0 0
SCSQ Irvine Contribution 0 22,755 22,755 0 0
Summer Reading 0 744 744 0 0
Total Expenditures 0 179,733 179,733 0 0
Ending Fund Balance
Unrestricted 179,733 0 0 0 0
Total Ending Fund Balance 179,733 0 0 0 0
Total Use of Funds 179,733 179,733 179,733 0 0
188
FY 20 22/23 AND FY 2023 /24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
SPECIAL REVENUE FUNDS | LIBRARY OPERATING GRANT
TRUST FUND (112)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
Encumbrance Carryover 5,988 0 0 5,988 0
Unrestricted 41,325 28,529 28,529 0 0
Total Beginning Fund Balance 47,313 28,529 28,529 5,988 0 Revenue
Other Agencies Revenue 90,058 100,257 100,257 0 0
Total Revenue 90,058 100,257 100,257 0 0
Transfers From
General Fund 0 156 156 0 0
Total Transfers From 0 156 156 0 0
Total Source of Funds 137,371 128,942 128,942 5,988 0
Expenditures
Adult Literacy Program 2,262 0 0 0 0
Adult Literacy Program 18-19 (10) 0 0 0 0
Adult Literacy Program 19-20 45,068 148 148 0 0
Adult Literacy Program 20-21 50,769 28,155 28,155 0 0
Adult Literacy Program 21-22 0 91,026 91,026 0 0
Dia De Los Ninos 1,118 382 382 0 0
PLP Innovation and Technology 20-21 9,634 0 0 0 0
PLP Innovation and Technology 21-22 0 9,231 9,231 0 0
Total Expenditures 108,841 128,942 128,942 0 0
Ending Fund Balance
Encumbrance Carryover 0 0 0 5,988 0
Unrestricted 28,530 0 0 0 0
Total Ending Fund Balance 28,530 0 0 5,988 0
Total Use of Funds 137,371 128,942 128,942 5,988 0
189
FY 20 22/23 AND FY 2023 /24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
SPECIAL REVENUE FUNDS | OTHER CITY DEPARTMENTS
OPERATING GRANT TRUST FUND (101)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
Encumbrance Carryover 296,438 153,386 153,386 296,438 153,386 Unrestricted (598,084) 138,343 138,343 0 0
Total Beginning Fund Balance (301,646) 291,729 291,729 296,438 153,386 Revenue
Interest 7,871 0 0 0 0
Other Agencies Revenue 1,601,040 0 0 0 0
Other Revenue 38,757 0 0 0 0
Total Revenue 1,647,668 0 0 0 0
Transfers From
General Fund 3,280,000 534,275 534,275 0 0
Total Transfers From 3,280,000 534,275 534,275 0 0
Total Source of Funds 4,626,022 826,004 826,004 296,438 153,386 Expenditures
Mayor and City Council Offices
COVID-19 1,864 0 0 0 0
City Attorney's Office
COVID-19 29,310 0 0 0 0
Healthy Cities Program - Tobacco Free
Communities
202 0 0 0 0
City Manager's Office
COVID-19 179,954 0 0 0 0
Healthy Cities Program - Tobacco Free
Communities
4,572 2,203 2,203 0 0
Community Development Department
COVID-19 68,381 0 0 0 0
Electric Utility
COVID-19 37,866 0 0 0 0
Finance Department
COVID-19 61,950 0 0 0 0
Fire Department
COVID-19 879,365 0 0 0 0
190
FY 20 22/23 AND FY 2023 /24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
SPECIAL REVENUE FUNDS | OTHER CITY DEPARTMENTS
OPERATING GRANT TRUST FUND (101)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Expenditures
Human Resources Department
COVID-19 2,177 0 0 0 0
Information Technology Department
COVID-19 8,986 0 0 0 0
Library Department
COVID-19 1,693 0 0 0 0
Non-Departmental
COVID-19 Aid, Relief, and Economic
Security Act
594,064 635,926 3,484,606 0 0
COVID-19 1,038,142 660,415 660,415 0 0
Parks & Recreation Department 0 0 0 0 0
COVID-19 83,663 0 0 0 0
Police Department
COVID-19 254,123 0 0 0 0
Public Works Department
COVID-19 78,340 0 0 0 0
Water and Sewer Utilities Department
COVID-19 5,799 0 0 0 0
Total Expenditures 3,334,293 662,618 662,618 0 0
Transfers To
General Fund 1,000,000 10,000 10,000 0 0
Total Transfers To 1,000,000 10,000 10,000 0 0
Ending Fund Balance
Encumbrance Carryover 153,386 153,386 153,386 296,438 153,386 Unrestricted 138,343 0 0 0 0
Total Ending Fund Balance 291,729 153,386 153,386 296,438 153,386 Total Use of Funds 4,626,022 826,004 826,004 296,438 153,386 191
FY 20 22/23 AND FY 2023 /24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
SPECIAL REVENUE FUNDS | PARKS AND RECREATION
OPERATING GRANT TRUST FUND (111)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
Encumbrance Carryover 1,801 33,559 33,559 1,801 33,559
Unrestricted 22,983 97,998 97,998 845 97,998
Total Beginning Fund Balance 24,784 131,557 131,557 2,646 131,557 Revenue
Other Agencies Revenue 328,622 121,324 121,324 144,539 121,324 Total Revenue 328,622 121,324 121,324 144,539 121,324
Transfers From
General Fund 28,509 3,445 3,445 3,445 3,445
Total Transfers From 28,509 3,445 3,445 3,445 3,445
Total Source of Funds 381,915 256,326 256,326 150,630 256,326 Expenditures
Salaries 37,888 43,237 43,237 63,628 43,237
Materials/Services/Supplies 212,470 81,532 81,532 84,356 81,532 Total Expenditures 250,358 124,769 124,769 147,984 124,769 Ending Fund Balance
Encumbrance Carryover 33,559 33,559 33,559 1,801 33,559 Unrestricted 97,998 97,998 97,998 845 97,998
Total Ending Fund Balance 131,557 131,557 131,557 2,646 131,557 Total Use of Funds 381,915 256,326 256,326 150,630 256,326 192
FY 20 22/23 AND FY 2023 /24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
SPECIAL REVENUE FUNDS | PERPETUAL CARE FUND (076)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
Unrestricted 38,244 38,244 38,244 38,244 38,244
Total Beginning Fund Balance 38,244 38,244 38,244 38,244 38,244 Revenue
Interest 550 500 500 500 500
Total Revenue 550 500 500 500 500
Total Source of Funds 38,794 38,744 38,744 38,744 38,744 Transfers To
Cemetery Fund 550 500 500 500 500
Total Transfers To 550 500 500 500 500
Ending Fund Balance
Unrestricted 38,244 38,244 38,244 38,244 38,244
Total Ending Fund Balance 38,244 38,244 38,244 38,244 38,244 Total Use of Funds 38,794 38,744 38,744 38,744 38,744
193
FY 20 22/23 AND FY 2023 /24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
SPECIAL REVENUE FUNDS | POLICE OPERATING GRANT
TRUST FUND (177)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
Encumbrance Carryover 325,964 36,532 36,532 325,964 36,532 Unrestricted 1,238,103 1,433,910 1,433,910 0 0
Total Beginning Fund Balance 1,564,067 1,470,442 1,470,442 325,964 36,532 Revenue
Other Agencies Revenue 507,994 232,480 232,480 0 0
Other Fees for Services 58,148 0 0 0 0
Total Revenue 566,142 232,480 232,480 0 0
Transfers From
General Fund 0 22,768 22,768 0 0
Expendable Trust Fund 166,000 182,500 182,500 0 0
Total Transfers From 166,000 205,268 205,268 0 0
Total Source of Funds 2,296,209 1,908,190 1,908,190 325,964 36,532 Expenditures
Abandoned Vehicle Abatement Program 0 108,172 108,172 0 0 Board of State and Community Correction 0 38,544 38,544 0 0 Board of State and Community Correction 202 161,081 341,238 341,238 0 0 Bulletproof Vest Grant 2020 1,500 0 0 0 0
Cannabis Tax Fund Grant FY 2022 0 90,000 90,000
Citizens' Option for Public Safety 17-18 144,420 306 306 0 0 Citizens' Option for Public Safety 18-19 102,786 168,555 168,555 0 0 Citizens' Option for Public Safety 19-20 49,679 255,080 255,080 0 0 Citizens' Option for Public Safety 20-21 2,905 193,214 193,214 0 0 Department of Justice COVID 29,956 9,967 9,967 0 0
Edward Byrne Memorial JAG FY17 3,791 289 289 0 0
Edward Byrne Memorial JAG FY19 0 12,390 12,390 0 0
Edward Byrne Memorial JAG FY20 0 12,469 12,469 0 0
Edward Byrne Memorial JAG FY21 0 15,931 15,931
National Incident-Based Reporting System (1,328) 0 0 0 0 Office of Traffic Safety 2022 0 75,000 75,000 0 0
OTS-Pedestrian and Bicycle Safety 24,800 0 0 0 0
Seized Asset Funds 139,177 281,103 281,103 0 0
194
FY 20 22/23 AND FY 2023 /24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
SPECIAL REVENUE FUNDS | POLICE OPERATING GRANT
TRUST FUND (177)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Expenditures
State Homeland Security Grant FY19 102,000 52,000 52,000 0 0 West Valley College Training Program 65,000 217,400 217,400 0 0 Total Expenditures 825,767 1,871,658 1,871,658 0 0
Ending Fund Balance
Encumbrance Carryover 36,532 36,532 36,532 325,964 36,532 Unrestricted 1,433,910 0 0 0 0
Total Ending Fund Balance 1,470,442 36,532 36,532 325,964 36,532 Total Use of Funds 2,296,209 1,908,190 1,908,190 325,964 36,532 195
FY 20 22/23 AND FY 2023 /24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
SPECIAL REVENUE FUNDS | PREFUNDED PLAN REVIEW FUND
(157)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
Unrestricted 1,286,984 694,338 694,338 0 0
Total Beginning Fund Balance 1,286,984 694,338 694,338 0 0 Revenue
Other Revenue 411,861 337,150 337,150 0 0
Total Revenue 411,861 337,150 337,150 0 0
Total Source of Funds 1,698,845 1,031,488 1,031,488 0 0 Expenditures
Materials/Services/Supplies 1,004,507 1,018,387 1,018,387 0 0 Total Expenditures 1,004,507 1,018,387 1,018,387 0 0
Transfers To
General Fund 0 13,101 13,101 0 0
Total Transfers To 0 13,101 13,101 0 0
Ending Fund Balance
Unrestricted 694,338 0 0 0 0
Total Ending Fund Balance 694,338 0 0 0 0
Total Use of Funds 1,698,845 1,031,488 1,031,488 0 0
196
FY 20 22/23 AND FY 2023 /24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
SPECIAL REVENUE FUNDS | PUBLIC DONATIONS FUND (067)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
Encumbrance Carryover 29,481 0 0 29,481 0
Unrestricted 366,702 462,028 462,028 0 0
Total Beginning Fund Balance 396,183 462,028 462,028 29,481 0 Revenue
Donations
City Manager's Office 21,521 0 0 0 0
Community Development 100 0 0 0 0
Electric Utility 0 0 0 0 0
Parks and Recreation 15,567 845 845 0 0
Police 5,000 0 0 0 0
Public Works 0 0 0 0 0
Total Revenue 42,188 845 845 0 0
Transfers From
Community Activities Fund 0 0 0 0 0
Sewer Utility Fund 25,000 0 0 0 0
Water Utility Fund 25,000 0 0 0 0
Recreation Programs Operations Fund 0 0 0 0 0
Total Transfers From 50,000 0 0 0 0
Total Source of Funds 488,371 462,873 462,873 29,481 0
Expenditures
City Manager's Office
Bank of Santa Clara Car Seat Program 0 500 500 0 0
Donations - Art in Public Places 0 226 226 0 0
Donations - Championship Teams 0 1,344 1,344 0 0
Donations - Help Your Neighbor 24,889 62,065 62,065 0 0 Donations - Mission City Community 0 67 67 0 0
Donations - Undesignated 0 275 275 0 0
S.C. Art in Public Places 0 37,720 37,720 0 0
Community Development
Donations - Berryessa Adobe 0 1,150 1,150 0 0
Donations - Historical Preservation 0 4,391 4,491 0 0
197
FY 20 22/23 AND FY 2023 /24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
SPECIAL REVENUE FUNDS | PUBLIC DONATIONS FUND (067)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Fire
Donations - Fire Safety 0 1,961 1,961 0 0
Donations - Public Education 0 1,384 1,384 0 0
Parks and Recreation
Arts, Crafts and Wine Festival 0 178,007 178,007 0 0
Case Management Grant 954 33,860 33,860 0 0
Teens - Youth Commission 0 3,819 3,819 0 0
Wade Brummal Scholarship Fund 500 126,087 126,087 0 0
Police
Donation - COVID 0 5,000 5,000
Donation - Police K9 Program 0 0 0 0 0
Police - Bicycle Safety Program 0 1,377 1,377 0 0
Police
Police - Voucher Program 0 3,540 3,540 0 0
Total Expenditures 26,343 462,873 462,873 0 0
Ending Fund Balance
Encumbrance Carryover 0 0 0 29,481 0
Unrestricted 462,028 0 0 0 0
Total Ending Fund Balance 462,028 0 0 29,481 0
Total Use of Funds 488,371 462,873 462,873 29,481 0
198
FY 20 22/23 AND FY 2023 /24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
SPECIAL REVENUE FUNDS | PUBLIC, EDUCATIONAL, AND
GOVERNMENTAL FEE FUND (221)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
Encumbrance Carryover 31,756 15,534 15,534 31,756 15,534 Unrestricted 2,204,211 2,411,173 2,411,173 2,324,211 2,011,173 Total Beginning Fund Balance 2,235,967 2,426,707 2,426,707 2,355,967 2,026,707 Revenue
Other Revenue 234,050 200,000 200,000 200,000 200,000
Total Revenue 234,050 200,000 200,000 200,000 200,000
Total Source of Funds 2,470,017 2,626,707 2,626,707 2,555,967 2,226,707 Expenditures
Materials/Services/Supplies 8,631 400,000 400,000 0 0
Capital Outlay 34,679 200,000 200,000 200,000 200,000
Total Expenditures 43,310 600,000 600,000 200,000 200,000 Ending Fund Balance
Encumbrance Carryover 15,534 15,534 15,534 31,756 15,534 Unrestricted 2,411,173 2,011,173 2,011,173 2,324,211 2,011,173 Total Ending Fund Balance 2,426,707 2,026,707 2,026,707 2,355,967 2,026,707 Total Use of Funds 2,470,017 2,626,707 2,626,707 2,555,967 2,226,707 199
FY 20 22/23 AND FY 2023 /24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
SPECIAL REVENUE FUNDS | ROAD MAINTENANCE AND
REHABILITATION (SB1) FUND (122)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
Unrestricted 55,741 356,270 356,270 480,741 756,270
Total Beginning Fund Balance 55,741 356,270 356,270 480,741 756,270 Revenue
State Revenues 2,370,483 2,400,000 2,500,000 2,400,000 2,500,000 Interest 30,046 0 0 0 0
Total Revenue 2,400,529 2,400,000 2,500,000 2,400,000 2,500,000 Total Source of Funds 2,456,270 2,756,270 2,856,270 2,880,741 3,256,270 Transfers To
Streets and Highways Capital Fund 2,100,000 2,100,000 2,100,000 2,100,000 2,500,000 Total Transfers To 2,100,000 2,100,000 2,100,000 2,100,000 2,500,000 Ending Fund Balance
Unrestricted 356,270 656,270 756,270 780,741 756,270
Total Ending Fund Balance 356,270 656,270 756,270 780,741 756,270 Total Use of Funds 2,456,270 2,756,270 2,856,270 2,880,741 3,256,270 200
FY 20 22/23 AND FY 2023 /24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
SPECIAL REVENUE FUNDS | TRAFFIC MITIGATION FUND (123)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
Unrestricted 3,111,153 4,527,702 4,527,702 4,380,240 2,815,004 Total Beginning Fund Balance 3,111,153 4,527,702 4,527,702 4,380,240 2,815,004 Revenue
Other Fees for Services 695,015 1,531,500 500,000 1,531,500 1,000,000 Interest 153,543 150,000 150,000 150,000 150,000
Total Revenue 848,558 1,681,500 650,000 1,681,500 1,150,000 Transfers From
Streets and Highways Capital Fund 2,571,491 28,500 266,780 0 0 Total Transfers From 2,571,491 28,500 266,780 0 0
Total Source of Funds 6,531,202 6,237,702 5,444,482 6,061,740 3,965,004 Transfers To
Streets and Highways Capital Fund 2,003,500 2,387,378 2,629,478 1,815,000 850,000 Total Transfers To 2,003,500 2,387,378 2,629,478 1,815,000 850,000 Ending Fund Balance
Unrestricted 4,527,702 3,850,324 2,815,004 4,246,740 3,115,004 Total Ending Fund Balance 4,527,702 3,850,324 2,815,004 4,246,740 3,115,004 Total Use of Funds 6,531,202 6,237,702 5,444,482 6,061,740 3,965,004 201
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202
Enterprise Funds
203
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204
FY 202 2/23 AND FY 202 3/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
ENTERPRISE FUNDS
Enterprise funds are used to finance and account for operations and activities performed by designated departments in the City or through third party agreements. The operating revenues and expenses result from providing services and producing and delivering goods in connection with an enterprise fund’s principal ongoing operations. Principal operating revenues of the City’s enterprise funds are charges to customers for services. Operating expenses for the City's enterprise funds include the costs of sales and services, administrative expenses and maintenance of capital assets.
Cemetery Fund (093)
This fund is managed by the Parks and Recreation Department and provides planning, development, operation, and maintenance of the City’s two cemetery properties with one located on North Winchester Boulevard and one on Hope Drive. While there are charges for these services, the activities of this fund include transfers from the General Fund.
Convention Center Enterprise Fund (860)
This fund was established in 1984 to account for the operations of the City’s Convention Center through third-party agreements. In February 2019, the City entered into an agreement with Global Spectrum, LP, dba Spectra Venue Management (Spectra). Spectra was subsequently acquired by Oak View Group (OVG360) and now manages the Convention Center. As part of the agreement, OVG360 provided the City with an operating budget for FY 2021/22 and FY 2022/23. These submittals have been incorporated into the source and use documents.
Electric Operating Grant Trust Fund (191)
The City’s Electric Utility Department, known as Silicon Valley Power (SVP), initially established the Electric Operating Grant Trust Fund for the Public Benefits Program. For the Public Benefits Program, SVP is required to collect and spend 2.85% of its electric sales revenues (customer service charges from Electric Utility Fund) in accordance with assembly bill AB 1890 on cost-effective energy efficiency, new renewable power generation, low-income energy programs, and new electric technologies research and development.
In FY 2019/20, two programs were added to this fund - the Low Carbon Fuel and Greenhouse Gas (GHG) programs.
These programs also use restricted revenue and have annual reporting requirements. The Low Carbon Fuel program is aimed at participating and complying with the California Air Resources Board (CARB) Low Carbon Fuel Standard (LCFS) Program to develop, educate and foster the adoption of electrification as transportation fuel. Program expenses are allocated and required to be spent within three primary groups: Clean Fuel Rewards Program, Equity Projects, and Customer Programs. The Greenhouse Gas Program’s purpose is to comply with Cap-and-Trade Regulation requirements to spend proceeds from allocated allowances consistent with the goals of AB 32 and to provide benefit to retail ratepayers in the form of GHG reduction. 205
FY 202 2/23 AND FY 202 3/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
Electric Utility Fund (091)
The Electric Utility Fund is managed by SVP and is the primary operating fund for electric utility service provided to City customers. SVP provides these services on a user charge basis to residences, businesses, and industrial customers, including large data centers.
The primary revenue source in the Electric Utility Fund is electric rates which are approved by the City Council. SVP submits a recommendation for rate increase annually, if needed. The rate increase recommendation is based on SVP’s ten-year forecast which includes SVP’s revenue and expenditure projections to cover operating costs, reserve requirements, debt service, capital improvement projects, and other legal obligations. Electric rate increases have been relatively stable historically, so customers, both large and small, have been able to budget their electric usage to support their long-term operations. At the same time, for low-income customers who have difficulty absorbing the rate increases, SVP continues to offer financial assistance to these customers and also offers energy conservation programs and rebates to help customers reduce their electricity usage. For the purposes of the annual budget, SVP assumed a rate increase of 3% for calendar year 2023. However, with significant rising costs, a rate increase of 5% may be needed. Any proposed rate increase will be brought to City Council for approval in the fall. The recommended increase will be based on information available at that time and will include consideration of the expense drivers further described below. The approved rate increase will be effective January 1, 2023.
SVP has over 59,000 customer accounts in the City: 85% residential, 11% commercial, 3% industrial, and <1% other.
The proportion of revenue contribution is reversed: 89% of revenues are generated by industrial customers, 7% from residential customers, 3% from commercial customers, and < 1% other. Industrial customers include many publicly listed technology companies headquartered in the City and data centers hosting servers for these companies. Load growth and forecasted energy sales are based on a combination of historical data and forward-looking opportunities, especially from large key industrial customers. Additional revenues are generated through wholesale energy sales, capacity sales, Congestion Revenue Rights (CRR), Renewable Energy Credits (RECs), and ancillary services. Given the high concentration of revenue generated from industrial customers, SVP’s revenue growth prospect is highly correlated to Silicon Valley’s economic growth.
SVP’s primary expense drivers are electric supply and distribution costs. Both costs are expected to increase significantly for FY 2022/23, with growth higher than previously projected. For FY 2022/23, 21% of power supply is expected to be purchased from the California Independent System Operator (CAISO) market, and this procurement cost is expected to increase significantly due to higher market power prices which is the result of higher natural gas cost, higher renewable energy cost, and lower hydroelectric generation output. The projected increase in the electric distribution cost reflects a 25% increase in transmission access rates that apply to electric energy that SVP receives via the PG&E transmission system and a 36% increase in gas transportation rates and access charges for the delivery of fuel to SVP’s gas-fired in-town power plants. In addition, a significant part of the electric distribution cost is the capital improvement needed for the aged system which is also expected to increase due to the higher commodities costs caused by the supply chain issues across the world.
Per the budget policy, this fund includes reserves for Rate Stabilization, Operations and Maintenance, Infrastructure, Special Projects, and Pension Stabilization.
206
FY 202 2/23 AND FY 202 3/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
Sewer Utility Fund (094)
This fund is managed by the Water and Sewer Utilities Department and accounts for the maintenance of the City’s sewer lines and related facilities. The Department provides these services on a user charge basis to residences and businesses.
Each operating budget cycle, the Department develops a ten-year forecast based on their revenue and expenditure projections. Revenue in the Sewer Utility Fund are dictated by the utility rates approved by the City Council and the actual water usage by residences and businesses. An annual rate study is conducted by a third-party consultant selected by the Water and Sewer Utilities Department; this information is then used to determine both revenue and expenditure projections in the forecast. Revenue projections are based on a trend analysis and take into consideration historical data and anticipated activity and do not reflect proposed rate increases. The Department will be bringing proposed rate increases for City Council approval at a later date. Once rates are approved, budget amendments will be brought forward to reflect the updated revenue estimates. Anticipated expenditures also play a role in the development of the revenue projections. Expenditure projections are based on historical data and the capital project needs to be approved in the City’s Capital Improvement Program budget. Additionally, the City co-owns the Regional Wastewater Facility with the City of San José. Estimates are provided by the City of San José for Santa Clara’s share of the facility rebuild, and these estimates are also used in determining the expenditure projections in the Sewer Utility Fund.
Per the budget policy, this fund includes reserves for Rate Stabilization, Operations and Maintenance, Infrastructure, and Pension Stabilization. It also includes a Replacement and Improvement Reserve.
Solid Waste Fund (096)
This fund is managed by the Public Works Department and accounts for the administration of the City’s garbage and rubbish collection service, including street sweeping, household hazardous waste, and Clean-Up Campaign services.
The revenue projections are based on anticipated increases in garbage rates due to increases in agreements for exclusive franchise garbage and yard waste collection and solid waste processing services. The Department will bring rate increases forward to City Council and once approved, will become effective July 1, 2022.
Per the budget policy, this fund includes reserves for Rate Stabilization, Operations and Maintenance, and Pension Stabilization.
Water Recycling Fund (097)
This fund is managed by the Water and Sewer Utilities Department and accounts for the ongoing maintenance and operations of the City of Santa Clara’s wastewater reclamation system. The Department provides these services on a user charge basis from the sale of non-potable water for irrigation and landscaping.
Each operating budget cycle, the Department develops a ten-year forecast with their revenue and expenditure projections. Revenue in the Water Recycling Program Fund are dictated by the utility rates approved by the City Council and the actual water usage by residences and businesses. An annual rate study is conducted by a third-party consultant selected by the Water and Sewer Utilities Department; this information is then used to determine both revenue and expenditure projections in the forecast. Revenue projections are based on a trend analysis and take into consideration historical data and anticipated activity and do not reflect proposed rate increases. The Department will be bringing proposed rate increases for City Council approval at a later date. Once rates are approved, budget amendments will be brought forward to reflect the updated revenue estimates. Anticipated expenditures also play a role in the development of the revenue projections. Expenditure projections are based on historical data and capital projects needs to be approved in the City’s Capital Improvement Program budget.
Per the budget policy, this fund includes reserves for Rate Stabilization, Operations and Maintenance, Infrastructure, and Pension Stabilization.
207
FY 202 2/23 AND FY 202 3/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
Water Utility Fund (092)
This fund is managed by the Water and Sewer Utilities Department and accounts for the operation of the City’s water utility services. The Department provides these services on a user charge basis to residences and businesses.
Each operating budget cycle, the Department develops a ten-year forecast with their revenue and expenditure projections. Revenue in the Water Utility Fund are dictated by the utility rates approved by the City Council and the actual water usage by residences and businesses. An annual rate study is conducted by a third-party consultant selected by the Water and Sewer Utilities Department; this information is then used to determine both revenue and expenditure projections in the forecast. Revenue projections are based on a trend analysis and take into consideration historical data and anticipated activity and do not reflect proposed rate increases. The Department will be bringing proposed rate increases for City Council approval at a later date. Once rates are approved, budget amendments will be brought forward to reflect the updated revenue estimates. Anticipated expenditures also play a role in the development of the revenue projections. Expenditure projections are based on historical data and capital projects needs to be approved in the City’s Capital Improvement Program Budget.
Per the adopted budget policy, this fund includes reserves for Rate Stabilization, Operations and Maintenance, Infrastructure, and Pension Stabilization. It also includes a Replacement and Improvement Reserve and a Water Conservation Reserve.
This is the second fiscal year of the biennial operating budget. The following section details the City of Santa Clara’s Enterprise Funds’ Statements of Sources and Uses and their Proposed Amended Budget for Fiscal Year 2022/23. 208
FY 202 2/23 AND FY 202 3/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
ENTERPRISE FUNDS | CEMETERY FUND (093)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
Unrestricted 77,485 186,317 186,317 94,592 194,226
Total Beginning Fund Balance 77,485 186,317 186,317 94,592 194,226 Revenue
Other Fees for Services 640,063 600,000 600,000 600,000 600,000 Other Revenue 6,643 0 7,466 0 0
Total Revenue 646,706 600,000 607,466 600,000 600,000
Transfers From
General Fund 771,769 850,000 850,000 870,000 870,000
Endowment Care Fund 25,537 28,000 31,000 28,000 28,000
Perpetual Care Fund 550 500 500 500 500
Total Transfers From 797,856 878,500 881,500 898,500 898,500 Total Source of Funds 1,522,047 1,664,817 1,675,283 1,593,092 1,692,726 Expenditures
Salaries 489,714 486,907 486,907 506,514 501,914
Retirement and Benefits 298,905 300,400 300,400 315,623 312,127 Materials/Services/Supplies 271,245 371,350 371,350 383,433 383,433 Services From Other Funds - Cost
Allocation Plan
136,015 129,713 129,713 132,307 132,307
Interfund Services 131,484 191,865 191,865 196,830 210,015 Capital Outlay 5,626 0 0 0 0
Total Expenditures 1,332,989 1,480,235 1,480,235 1,534,707 1,539,796 Transfers To
General Government Capital Fund 2,741 822 822 822 822
Total Transfers To 2,741 822 822 822 822
Ending Fund Balance
Unrestricted 186,317 183,760 194,226 57,563 152,108
Total Ending Fund Balance 186,317 183,760 194,226 57,563 152,108 Total Use of Funds 1,522,047 1,664,817 1,675,283 1,593,092 1,692,726 209
FY 202 2/23 AND FY 202 3/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
ENTERPRISE FUNDS | CONVENTION CENTER ENTERPRISE
FUND (860)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
Encumbrance Carryover 141,500 109,147 143,247 109,147 143,247 Operating Surplus 230,470 0 0 0 0
Unrestricted 4,589,785 2,356,792 2,034,341 1,127,136 1,154,352 Total Beginning Fund Balance 4,961,755 2,465,939 2,177,588 1,236,283 1,297,599 Revenue
Levy Investment 383,667 1,764,000 1,764,000 0 0
Charges for Services 200,472 0 2,502,698 0 0
Rents 36,495 0 946,447 0 0
Interest 29,972 0 4,691 0 0
Event Revenue 0 8,291,055 0 13,530,685 13,530,685
Other Revenue 0 61,150 477,410 72,950 72,950
Total Revenue 650,606 10,116,205 5,695,246 13,603,635 13,603,635 Total Source of Funds 5,612,361 12,582,144 7,872,834 14,839,918 14,901,234 Expenditures
Salaries 221,712 232,657 197,832 244,476 183,563
Retirement and Benefits 126,488 123,901 120,966 130,627 99,130 Materials/Services/Supplies 2,758,053 45,000 115,714 45,000 45,000 Interfund Services 29,846 181,832 181,832 186,928 224,601 Services From Other Funds - Cost
Allocation Plan
2,754 0 0 0 0
Event Expense 0 5,133,706 2,661,204 8,318,461 8,318,461 Indirect Expense 0 3,864,765 1,533,687 5,502,889 5,502,889 Total Expenditures 3,138,853 9,581,861 4,811,235 14,428,381 14,373,644 Transfers To
General Fund 20,000 0 0 0 0
Public Buildings Capital Fund 275,920 1,764,000 1,764,000 0 0 Total Transfers To 295,920 1,764,000 1,764,000 0 0
Ending Fund Balance
Encumbrance Carryover 143,247 109,147 143,247 109,147 143,247 Unrestricted 2,034,341 1,127,136 1,154,352 302,390 384,343 Total Ending Fund Balance 2,177,588 1,236,283 1,297,599 411,537 527,590 Total Use of Funds 5,612,361 12,582,144 7,872,834 14,839,918 14,901,234 210
FY 202 2/23 AND FY 202 3/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
ENTERPRISE FUNDS | ELECTRIC OPERATING GRANT TRUST
FUND (191)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
Public Benefits 39,749,634 45,163,299 45,163,299 44,977,676 44,337,039 Low Carbon Fuel 2,784,760 5,591,086 5,591,086 6,608,689 5,591,086 Greenhouse Gas 39,290 5,031,510 5,031,510 2,557,087 5,031,510 Total Beginning Fund Balance 42,573,684 55,785,895 55,785,895 54,143,452 54,959,635 Revenue
Other Agencies 143,160 0 0 0 0
Charges for Services 12,809,413 13,903,330 13,903,330 15,914,801 15,308,136 Low Carbon Fuel 4,278,000 3,900,000 3,900,000 3,900,000 3,120,024 Greenhouse Gas 17,676,484 14,036,178 14,036,178 14,660,843 14,954,745 Other Revenue 9,430 44,261 44,261 46,474 46,474
Total Revenue 34,916,487 31,883,769 31,883,769 34,522,118 33,429,379 Transfers From
Electric Utility Fund 792,271 200,082 200,082 0 0
Total Transfers From 792,271 200,082 200,082 0 0
Total Source of Funds 78,282,442 87,869,746 87,869,746 88,665,570 88,389,014 Expenditures
Salaries 512,745 771,432 771,432 803,007 901,508
Retirement and Benefits 265,735 387,393 387,393 407,870 476,265 Materials/Services/Supplies 1,495,874 4,433,530 4,433,530 3,724,520 3,724,520 Mandated Program Costs 4,425,440 13,305,337 13,305,337 26,975,621 16,142,460 Services From Other Funds - Cost
Allocation Plan
170,204 189,013 189,013 192,793 192,793
Contribution In Lieu 640,942 695,166 695,166 795,740 765,407 Interfund Services 61,266 85,753 85,753 89,980 103,813
Total Expenditures 7,572,206 19,867,624 19,867,624 32,989,531 22,306,766 Transfers To
Electric Utility Fund 12,134,523 6,760,648 6,760,648 0 7,410,351 Electric Utility Capital Fund 2,155,621 4,851,839 4,851,839 1,132,587 2,732,669 Streets and Highway Capital Fund 400,000 400,000 400,000 0 400,000 Library Capital Fund 114,982 0 0 0 0
Parks and Recreation Capital Fund 0 0 0 0 300,000
Vehicle Replacement Fund 119,215 1,030,000 1,030,000 400,000 400,000 Total Transfers To 14,924,341 13,042,487 13,042,487 1,532,587 11,243,020 211
FY 202 2/23 AND FY 202 3/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
ENTERPRISE FUNDS | ELECTRIC OPERATING GRANT TRUST
FUND (191)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Ending Fund Balance
Public Benefits 45,163,299 44,337,039 44,337,039 44,977,676 44,328,108 Low Carbon Fuel 5,591,086 5,591,086 5,591,086 6,608,689 5,587,818 Greenhouse Gas 5,031,510 5,031,510 5,031,510 2,557,087 4,923,302 Total Ending Fund Balance 55,785,895 54,959,635 54,959,635 54,143,452 54,839,228 Total Use of Funds 78,282,442 87,869,746 87,869,746 88,665,570 88,389,014 212
FY 202 2/23 AND FY 202 3/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
ENTERPRISE FUNDS | ELECTRIC UTILITY FUND (091)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
Encumbrance Carryover 1,323,884 1,870,818 1,870,818 1,323,884 1,870,818 Infrastructure Reserve 53,997,200 55,354,340 55,354,340 57,007,467 57,007,467 Donald Von Raesfeld Power Plant Reserve 78,163 0 0 0 0
Operations and Maintenance Reserve 112,838,357 107,900,786 107,900,786 118,765,556 117,699,589 Pension Trust Reserve 5,165,892 6,808,996 6,808,996 6,440,500 6,887,747 Rate Stabilization Reserve 44,898,011 44,356,590 44,356,590 48,776,613 48,776,613 Special Projects Reserve 0 0 0 0 0
Unrestricted 50,026,808 104,577,395 104,577,395 84,207,503 112,797,688 Total Beginning Fund Balance 268,328,315 320,868,925 320,868,925 316,521,523 345,039,922 Revenue
Charges for Services 449,202,798 487,766,128 487,766,128 558,344,084 537,057,582 Other Fees for Services 3,860,333 3,248,584 3,248,584 3,231,606 3,034,130 Interest 6,637,967 5,781,950 5,781,950 6,271,536 5,569,490 Rents 3,679,344 3,516,645 3,516,645 3,616,685 3,616,685 Wholesale Revenue 19,100,075 19,894,427 19,894,427 20,361,425 30,249,529 Restricted Revenues 1,901,898 2,437,750 2,437,750 1,572,313 1,572,313 Other Revenue 1,185,803 1,280,894 1,280,894 1,289,337 1,289,337 Total Revenue 485,568,218 523,926,378 523,926,378 594,686,986 582,389,066 Transfers From
Electric Operating Grant Trust Fund 12,134,523 6,760,648 6,760,648 0 7,410,351 General Governmenta Capital Fund 110,211 0 0 0 0
Street Lighting Capital Fund 91,540 0 0 0 0
Total Transfers From 12,336,274 6,760,648 6,760,648 0 7,410,351 Total Source of Funds 766,232,807 851,555,951 851,555,951 911,208,509 934,839,339 Expenditures
Salaries 29,322,680 36,502,863 36,502,863 35,586,448 39,490,710 Retirement and Benefits 14,124,830 16,128,162 16,128,162 16,978,793 19,929,183 Materials/Services/Supplies 25,723,845 32,347,051 32,347,051 32,877,779 32,877,779 Resource/Production 298,356,405 353,462,621 353,462,621 388,414,505 428,265,146 Services From Other Funds - Cost
Allocation Plan
9,118,890 7,912,091 7,912,091 8,070,333 8,070,333
Interfund Services 5,989,372 5,906,226 5,906,226 6,112,911 6,770,228 Contribution In Lieu 23,907,283 25,078,210 25,078,210 28,890,414 27,878,480 Capital Outlay 39,564 126,000 126,000 17,000 1,544,038
Total Expenditures 406,582,869 477,463,224 477,463,224 516,948,183 564,825,897 213
FY 202 2/23 AND FY 202 3/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
ENTERPRISE FUNDS | ELECTRIC UTILITY FUND (091)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Transfers To
General Fund 53,200 1,059,733 1,059,733 712,503 986,573 General Government Capital Fund 635,578 596,323 596,323 596,323 204,323 Streets and Highways Capital Fund 0 90,000 90,000 0 0
Street Lighting Capital Fund 125,000 0 0 2,980,000 71,455 Electric Utility Capital Fund 24,415,856 11,000,865 11,000,865 41,958,743 59,699,040 Electric Debt Service Fund 13,551,379 16,305,884 16,305,884 16,548,917 16,548,917 Total Transfers To 38,781,013 29,052,805 29,052,805 62,796,486 77,510,308 Ending Fund Balance
Encumbrance Carryover 1,870,818 1,870,818 1,870,818 1,323,884 1,870,818 Infrastructure Reserve 55,354,340 57,007,467 57,007,467 62,031,742 57,007,467 Donald Von Raesfeld Power Plant Reserve 0 0 0 0 0
Operations and Maintenance Reserve 107,900,786 118,765,556 117,699,589 129,232,796 138,891,417 Pension Trust Reserve 6,808,996 6,887,747 6,887,747 7,360,571 7,807,818 Rate Stabilization Reserve 44,356,590 48,776,613 48,776,613 55,834,408 53,705,758 Special Projects Reserve 0 0 0 0 0
Unrestricted 104,577,395 111,731,721 112,797,688 75,680,439 33,219,856 Total Ending Fund Balance 320,868,925 345,039,922 345,039,922 331,463,840 292,503,134 Total Use of Funds 766,232,807 851,555,951 851,555,951 911,208,509 934,839,339 214
FY 202 2/23 AND FY 202 3/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
ENTERPRISE FUNDS | SEWER UTILITY FUND (094)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
Encumbrance Carryover 171,725 141,935 141,935 171,725 141,935 Replacement and Improvement Reserve 0 1,507,553 1,507,553 1,507,553 1,507,553 Rate Stabilization Reserve 5,126,296 2,395,030 2,395,030 2,395,030 2,395,030 Operations and Maintenance Reserve 8,671,076 1,835,079 1,835,079 1,835,079 1,835,079 Infrastructure Reserve 11,000,000 1,596,928 1,596,928 1,596,928 1,596,928 Pension Stabilization Reserve 421,220 557,998 557,998 613,950 656,585 Unrestricted 184,207 21,494,953 21,494,953 21,685,416 24,611,596 Total Beginning Fund Balance 25,574,524 29,529,476 29,529,476 29,805,681 32,744,706 Revenue
Other Agencies Revenue 1,827,072 350,000 350,000 350,000 350,000 Charges for Services 38,966,618 38,700,000 38,700,000 39,400,000 39,400,000 Other Fees for Services 102,184 95,481 95,481 98,345 98,345 Interest 747,708 565,000 565,000 565,000 565,000
Rents 53,348 46,000 46,000 46,000 46,000
Other Revenue 328,365 0 0 0 0
Total Revenue 42,025,295 39,756,481 39,756,481 40,459,345 40,459,345 Transfers From
Electric Utility Capital Fund 0 186,108 186,108 0 0
General Government Capital Fund 10,642 0 0 0 0
Sewer Utility Capital Fund 23,000,000 0 0 0 0
Total Transfers From 23,010,642 186,108 186,108 0 0
Total Source of Funds 90,610,461 69,472,065 69,472,065 70,265,026 73,204,051 Expenditures
Salaries 2,187,652 2,897,583 2,897,583 3,022,671 2,996,466 Retirement and Benefits 1,186,459 1,576,287 1,576,287 1,661,605 1,666,204 Right of Way Rental Expense 1,637,283 1,719,147 1,719,147 1,805,104 1,805,104 Materials/Services/Supplies 489,984 576,336 576,336 582,535 582,535 Resource/Production 17,242,187 19,332,885 19,332,885 19,332,885 19,332,885 Services From Other Funds 25,168 25,168 25,168 25,168 25,168 Services From Other Funds - Cost
Allocation Plan
1,411,910 1,372,823 1,372,823 1,400,279 1,400,279
Interfund Services 1,045,039 1,176,069 1,176,069 1,198,836 1,127,347 Total Expenditures 25,225,682 28,676,298 28,676,298 29,029,083 28,935,988 Transfers To
General Government Capital Fund 60,258 50,278 50,278 50,278 4,278 Electric Utility Capital Fund 37,500 0 0 0 0
Sewer Utility Capital Fund 33,618,599 5,611,748 5,611,748 31,050,674 3,344,913 215
FY 202 2/23 AND FY 202 3/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
ENTERPRISE FUNDS | SEWER UTILITY FUND (094)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Transfers To
Public Donations Fund 25,000 0 0 0 0
Water Utility Capital Fund 500,000 500,000 500,000 500,000 0 Sewer Utility Debt Service Fund 1,432,799 1,889,035 1,889,035 1,889,035 1,889,035 Streets and Highways Capital Fund 181,147 0 0 0 0
Total Transfers To 35,855,303 8,051,061 8,051,061 33,489,987 5,238,226 Ending Fund Balance
Encumbrance Carryover 141,935 141,935 141,935 171,725 141,935 Replacement and Improvement Reserve 1,507,553 1,507,553 1,507,553 1,507,553 1,507,553 Rate Stabilization Reserve 2,395,030 2,395,030 2,395,030 2,395,030 2,395,030 Operations and Maintenance Reserve 1,835,079 1,835,079 1,835,079 1,000,000 1,000,000 Infrastructure Reserve 1,596,928 1,596,928 1,596,928 1,596,928 1,596,928 Pension Stabilization Reserve 557,998 656,585 656,585 701,657 744,292 Unrestricted 21,494,953 24,611,596 24,611,596 373,063 31,644,099 Total Ending Fund Balance 29,529,476 32,744,706 32,744,706 7,745,956 39,029,837 Total Use of Funds 90,610,461 69,472,065 69,472,065 70,265,026 73,204,051 216
FY 202 2/23 AND FY 202 3/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
ENTERPRISE FUNDS | SOLID WASTE FUND (096)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
Encumbrance Carryover 450,254 3,657,533 3,657,533 450,254 3,657,533 Operations and Maintenance Reserve 683,574 2,675,520 2,675,520 2,675,520 2,675,520 Rate Stabilization Reserve 230,902 305,929 305,929 300,995 321,897 Pension Trust Reserve 2,791,600 1,756,597 1,756,597 2,136,639 1,597,768 Unrestricted 4,534,323 0 0 175,000 186,165
Total Beginning Fund Balance 8,690,653 8,395,579 8,395,579 5,738,408 8,438,883 Revenue
Other Agencies Revenue 436,128 462,000 462,000 462,000 297,000 Interest 32,967 0 0 0 0
Charges for Services 1,031,638 2,616,000 2,616,000 2,588,000 2,896,000 Other Fees for Services 25,038,765 30,686,000 30,686,000 33,004,000 34,052,092 Other Revenue 22,055 0 0 0 0
Total Revenue 26,561,553 33,764,000 33,764,000 36,054,000 37,245,092 Transfers From
General Fund 1,000,000 33,600 33,600 33,600 35,364
General Government Capital Fund 23,659 0 0 0 0
Total Transfers From 1,023,659 33,600 33,600 33,600 35,364 Total Source of Funds 36,275,865 42,193,179 42,193,179 41,826,008 45,719,339 Expenditures
Salaries 1,049,639 878,400 878,400 907,708 909,149
Retirement and Benefits 452,457 466,100 466,100 487,480 479,020 Materials/Services/Supplies 2,221,568 2,006,364 2,006,364 1,819,796 2,430,196 Contribution in Lieu 641,300 707,472 707,472 721,621 721,621 Resource/Production 20,317,635 27,130,516 27,130,516 28,350,571 29,764,785 Services From Other Funds - Cost
Allocation Plan
1,415,309 1,363,802 1,363,802 1,391,078 1,391,078
Interfund Services 1,014,349 925,021 925,021 937,805 930,269 Total Expenditures 27,112,257 33,477,675 33,477,675 34,616,059 36,626,118 Transfers To
General Government Capital Fund 38,570 26,621 26,621 26,621 5,121 Solid Waste Capital Fund 729,459 250,000 250,000 450,000 493,000 Total Transfers To 768,029 276,621 276,621 476,621 498,121 217
FY 202 2/23 AND FY 202 3/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
ENTERPRISE FUNDS | SOLID WASTE FUND (096)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Ending Fund Balance
Encumbrance Carryover 3,657,533 3,657,533 3,657,533 450,254 3,657,533 Operations and Maintenance Reserve 2,675,520 2,675,520 2,675,520 2,675,520 2,675,520 Pension Trust Reserve 305,929 321,897 321,897 343,994 321,897 Rate Stabilization Reserve 1,756,597 1,597,768 1,597,768 3,088,560 1,765,150 Unrestricted 0 186,165 186,165 175,000 175,000
Total Ending Fund Balance 8,395,579 8,438,883 8,438,883 6,733,328 8,595,100 Total Use of Funds 36,275,865 42,193,179 42,193,179 41,826,008 45,719,339 218
FY 202 2/23 AND FY 202 3/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
ENTERPRISE FUNDS | WATER RECYCLING FUND (097)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
Encumbrance Carryover 3,270 0 0 1,010,000 0
Rate Stabilization Reserve 1,340,000 2,327,420 2,327,420 1,037,596 1,037,596 Operations and Maintenance Reserve 1,560,129 1,467,571 1,467,571 2,062,738 2,062,738 Infrastructure Reserve 2,250,000 943,180 943,180 50,000 50,000 Pension Stabilization Reserve 52,809 70,450 70,450 107,641 115,116 Unrestricted 873,343 780,484 780,484 1,317,386 2,267,904 Total Beginning Fund Balance 6,079,551 5,589,105 5,589,105 5,585,361 5,533,354 Revenue
Other Agencies Revenue 293,669 350,000 350,000 350,000 350,000 Charges for Services 5,553,503 5,200,000 5,200,000 5,200,000 5,200,000 Other Fees for Services 2,923 0 0 0 0
Interest 104,691 90,177 90,177 92,882 92,882
Other Revenue 12,136 63,654 63,654 65,564 65,564
Total Revenue 5,966,922 5,703,831 5,703,831 5,708,446 5,708,446 Total Source of Funds 12,046,473 11,292,936 11,292,936 11,293,807 11,241,800 Expenditures
Salaries 371,428 385,659 385,659 403,280 383,032
Retirement and Benefits 192,648 220,896 220,896 232,665 224,723 Right of Way Rental Expense 303,854 243,101 243,101 255,256 255,256 Materials/Services/Supplies 296,506 37,646 37,646 38,424 38,424 Resource/Production 4,624,918 4,700,000 4,700,000 4,700,000 4,700,000 Services From Other Funds - Cost
Allocation Plan
90,244 89,984 89,984 91,784 91,784
Interfund Services 27,770 32,296 32,296 33,939 36,194
Total Expenditures 5,907,368 5,709,582 5,709,582 5,755,348 5,729,413 Transfers To
Recycled Water Capital Fund 550,000 50,000 50,000 50,000 0 Total Transfers To 550,000 50,000 50,000 50,000 0
Ending Fund Balance
Encumbrance Carryover 0 0 0 1,010,000 0
Rate Stabilization Reserve 2,327,420 1,037,596 1,037,596 1,125,792 2,327,420 Operations and Maintenance Reserve 1,467,571 2,062,738 2,062,738 2,262,095 2,262,095 Infrastructure Reserve 943,180 50,000 50,000 51,500 51,500 Pension Stabilization Reserve 70,450 115,116 115,116 123,018 130,493 Unrestricted 780,484 2,267,904 2,267,904 916,054 740,879 Total Ending Fund Balance 5,589,105 5,533,354 5,533,354 5,488,459 5,512,387 Total Use of Funds 12,046,473 11,292,936 11,292,936 11,293,807 11,241,800 219
FY 202 2/23 AND FY 202 3/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
ENTERPRISE FUNDS | WATER UTILITY FUND (092)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
Encumbrance Carryover 215,314 382,643 382,643 215,314 382,643 Replacement and Improvement Reserve 303,090 303,090 303,090 303,090 303,090 Water Conservation Reserve 33,125 33,125 33,125 33,125 33,125 Rate Stabilization Reserve 1,519,347 2,519,347 2,519,347 1,099,800 1,099,800 Operations and Maintenance Reserve 1,635,580 4,135,580 4,135,580 3,135,580 3,135,580 Infrastructure Reserve 644,317 2,144,317 2,144,317 2,144,317 2,144,317 Pension Stabilization Reserve 1,073,100 1,422,251 1,422,251 1,272,519 1,422,251 Unrestricted 3,766,056 2,118,064 2,118,064 1,268,082 904,467 Total Beginning Fund Balance 9,189,929 13,058,417 13,058,417 9,471,827 9,425,273 Revenue
Charges for Services 49,258,836 47,500,000 47,500,000 46,312,500 46,312,500 Other Agencies Revenue 6,102 0 0 0 0
Other Fees for Services 1,779,535 1,243,744 1,243,744 1,281,056 1,281,056 Interest 578,879 330,000 330,000 336,600 336,600
Rents 53,347 0 0 0 0
Other Revenue 712,610 415,886 415,886 428,364 428,364
Total Revenue 52,389,309 49,489,630 49,489,630 48,358,520 48,358,520 Transfers From
Electric Utility Capital Fund 0 186,108 186,108 0 0
General Government Capital Fund 31,248 0 0 0 0
Water Utility Capital Fund 0 0 0 0 0
Total Transfers From 31,248 186,108 186,108 0 0
Total Source of Funds 61,610,486 62,734,155 62,734,155 57,830,347 57,783,793 Expenditures
Salaries 4,188,114 5,771,297 5,771,297 6,029,435 5,890,068 Retirement and Benefits 2,670,780 3,240,205 3,240,205 3,417,970 3,355,979 Right of Way Rental Expense 1,993,320 2,092,986 2,092,986 2,197,635 2,197,635 Materials/Services/Supplies 1,920,154 3,256,061 3,256,061 3,146,005 3,146,005 Resource/Production 28,665,574 28,500,000 28,500,000 27,500,000 27,500,000 Services From Other Funds 25,168 25,168 25,168 25,168 25,168 Services From Other Funds - Cost
Allocation Plan
2,875,811 2,796,434 2,796,434 2,852,363 2,852,363
Interfund Services 1,594,228 1,682,795 1,682,795 1,727,106 1,829,847 Capital Outlay 35,040 0 0 0 0
Total Expenditures 43,968,189 47,364,946 47,364,946 46,895,682 46,797,065 Transfers To
General Fund 25,000 0 0 0 0
220
FY 202 2/23 AND FY 202 3/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
ENTERPRISE FUNDS | WATER UTILITY FUND (092)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Transfers To
General Government Capital Fund 175,120 158,936 158,936 158,936 119,436 Electric Utility Capital Fund 37,500 0 0 0 120,000
Streets and Highways Capital Fund 236,260 0 0 0 0
Water Utility Capital Fund 4,110,000 5,785,000 5,785,000 3,860,000 0 Total Transfers To 4,583,880 5,943,936 5,943,936 4,018,936 239,436 Ending Fund Balance
Encumbrance Carryover 382,643 382,643 382,643 215,314 382,643 Replacement and Improvement Reserve 303,090 303,090 303,090 303,090 303,090 Water Conservation Reserve 33,125 33,125 33,125 33,125 33,125 Rate Stabilization Reserve 2,519,347 1,099,800 1,099,800 750,000 750,000 Operations and Maintenance Reserve 4,135,580 3,135,580 3,135,580 2,435,580 2,435,580 Infrastructure Reserve 2,144,317 2,144,317 2,144,317 1,144,317 1,144,317 Pension Stabilization Reserve 1,422,251 1,422,251 1,422,251 1,407,872 1,557,604 Unrestricted 2,118,064 904,467 904,467 626,431 4,140,933 Total Ending Fund Balance 13,058,417 9,425,273 9,425,273 6,915,729 10,747,292 Total Use of Funds 61,610,486 62,734,155 62,734,155 57,830,347 57,783,793 221
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222
Internal Service
Funds
223
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224
FY 202 2/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
INTERNAL SERVICE FUNDS
Internal Service Funds are used to finance and account for special activities and services performed by a designated department for other departments in the City on a cost reimbursement basis.
Communication Acquisitions Fund (048)
This fund is managed by the Police Department and accounts for the maintenance and replacement of communication equipment used by various City departments. The source of revenue for this fund is fees charged to the departments that require this type of maintenance and replacement. The City’s current inventory of radios will no longer be serviceable by the end of December 2023. In order to address the critical replacement needs, the City is evaluating funding solutions and a potential phase-in approach, which will prioritize the replacement of all public safety radios initially, and other citywide radios as funding becomes available. These funding strategies and solutions will be brought forward as part of the next operating budget cycle.
Fleet Operations Fund (053)
This fund is managed by the Department of Public Works and accounts for the maintenance of City-owned vehicles and equipment used by all departments. The source of revenue for this fund is fees charged to the departments requiring vehicle maintenance.
Information Technology Services Fund (045)
This fund was established in FY 2019/20 and managed by the Information Technology Department (ITD). This fund accounts for citywide costs associated with computer and telephone equipment replacement as well as other services including new or upgraded software, additional licenses for new users, and general information technology services provided to all City departments. The source of revenue for this fund is fees charged to the departments that require information technology services. There are several CIP projects managed by ITD that have been shifted from the General Government Capital Fund to this internal service fund, which include funding for cybersecurity and the replacement of network equipment and computers.
Public Works Capital Projects Management Fund (044)
This fund was established in FY 2019/20 and managed by the Department of Public Works. This fund accounts for the Public Works staff time and non-personnel costs utilized to manage and work on specific capital improvement programs of the City. The source of revenue for this fund is fees charged to the departments requiring Public Works capital project services.
Special Liability Insurance Fund (082)
This fund accounts for liability exposures to the City, including general liability, auto liability, errors and omissions, and employment practices. The City’s property coverage provides for property and boiler and machinery insurance for physical damage to buildings and other specific structures. The Special Liability Insurance Fund insures City-owned property as well as property in the City’s care, custody, or control, and property the City is contractually obligated to insure. The source of revenue for this fund is charges to the departments citywide as well as transfers from the General Fund.
225
FY 202 2/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
Unemployment Insurance Fund (087)
This fund is managed by the Human Resources Department and accounts for the cost of unemployment insurance claims. The source of revenue for this fund is fees charged to the departments citywide.
The other agencies revenue estimated in FY 2020/21 and FY 2021/22 represents estimated subsidies from the State of California as part of COVID-19 assistance measures to local governments.
Vehicle Replacement Fund (050)
This fund is managed by the Department of Public Works and accounts for the lifecycle, replacement, procurement, upfit, and disposal of all vehicles used by City departments. The source of revenue for this fund is fees charged to the departments requiring these services.
Workers’ Compensation Fund (081)
This fund is managed by the Human Resources Department and accounts for the costs of premiums, claims administration, and claims expenses related to injuries or illnesses sustained by members of the City’s workforce. The source of revenue for this fund is fees charged to departments citywide. Department allocations are determined using prior year actuals and the frequency and severity of claims. This fund also includes budget for an actuarial study for workers’ compensation.
This is the second fiscal year of the biennial operating budget. The following section details the City of Santa Clara’s Internal Service Funds’ Statements of Sources and Uses and their Proposed Amended Budget for Fiscal Year 2022/23. 226
FY 202 2/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
INTERNAL SERVICE FUNDS | COMMUNICATION
ACQUISITIONS FUND (048)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
Equipment Replacement Reserve 642,592 802,205 802,205 802,205 802,205 Unrestricted 727,456 766,231 766,231 756,611 766,231
Total Beginning Fund Balance 1,370,048 1,568,436 1,568,436 1,558,816 1,568,436 Revenue
Other Fees for Services 536,853 584,334 584,334 606,984 829,358 Total Revenue 536,853 584,334 584,334 606,984 829,358
Total Source of Funds 1,906,901 2,152,770 2,152,770 2,165,800 2,397,794 Expenditures
Capital Outlay 338,465 584,334 584,334 606,984 829,358
Total Expenditures 338,465 584,334 584,334 606,984 829,358 Ending Fund Balance
Equipment Replacement Reserve 802,205 802,205 802,205 802,205 802,205 Unrestricted 766,231 766,231 766,231 756,611 766,231
Total Ending Fund Balance 1,568,436 1,568,436 1,568,436 1,558,816 1,568,436 Total Use of Funds 1,906,901 2,152,770 2,152,770 2,165,800 2,397,794 227
FY 202 2/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
INTERNAL SERVICE FUNDS | FLEET OPERATIONS FUND
(053)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
Encumbrance Carryover 30,069 129,178 129,178 30,069 129,178 Unrestricted 514,916 801,933 801,933 339,230 756,363
Total Beginning Fund Balance 544,985 931,111 931,111 369,299 885,541 Revenue
Other Agencies Revenue 4,705 2,531 2,531 2,531 2,531
Other Fees for Services 4,723,563 5,111,706 5,111,706 5,272,912 5,498,638 Other Revenue 0 1,913 1,913 1,913 1,913
Total Revenue 4,728,268 5,116,150 5,116,150 5,277,356 5,503,082 Total Source of Funds 5,273,253 6,047,261 6,047,261 5,646,655 6,388,623 Expenditures
Salaries 1,522,711 1,615,435 1,615,435 1,668,356 1,652,173 Retirement and Benefits 877,325 1,010,830 1,010,830 1,059,432 1,065,165 Materials/Services/Supplies 1,718,207 2,296,470 2,296,470 2,352,672 2,567,672 Interfund Services 223,899 238,985 238,985 249,769 276,840 Total Expenditures 4,342,142 5,161,720 5,161,720 5,330,229 5,561,850 Ending Fund Balance
Encumbrance Carryover 129,178 129,178 129,178 30,069 129,178 Unrestricted 801,933 756,363 756,363 286,357 697,595
Total Ending Fund Balance 931,111 885,541 885,541 316,426 826,773 Total Use of Funds 5,273,253 6,047,261 6,047,261 5,646,655 6,388,623 228
FY 202 2/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
INTERNAL SERVICE FUNDS | INFORMATION TECHNOLOGY
SERVICES FUND (045)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
Encumbrance Carryover 1,900,937 1,049,099 1,049,099 1,900,937 1,049,099 Unrestricted 349,118 1,056,791 1,056,791 1,403,699 2,257,571 Total Beginning Fund Balance 2,250,055 2,105,890 2,105,890 3,304,636 3,306,670 Revenue
Other Fees for Services 11,674,254 12,084,229 12,084,229 12,072,415 12,259,626 Total Revenue 11,674,254 12,084,229 12,084,229 12,072,415 12,259,626 Total Source of Funds 13,924,309 14,190,119 14,190,119 15,377,051 15,566,296 Expenditures
Salaries 1,391,303 1,135,244 1,320,370 1,183,007 1,204,129 Retirement and Benefits 581,261 599,651 505,880 632,773 641,247 Materials/Services/Supplies 9,788,857 10,292,135 9,000,000 10,194,777 10,793,452 Interfund Services 56,998 57,199 57,199 61,858 69,473
Capital Outlay 0 0 0 0 50,000
Total Expenditures 11,818,419 12,084,229 10,883,449 12,072,415 12,758,301 Ending Fund Balance
Encumbrance Carryover 1,049,099 1,049,099 1,049,099 1,900,937 1,049,099 Unrestricted 1,056,791 1,056,791 2,257,571 1,403,699 1,758,896 Total Ending Fund Balance 2,105,890 2,105,890 3,306,670 3,304,636 2,807,995 Total Use of Funds 13,924,309 14,190,119 14,190,119 15,377,051 15,566,296 229
FY 202 2/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
INTERNAL SERVICE FUNDS | PUBLIC WORKS CAPITAL
PROJECTS MANAGEMENT FUND (044)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
Encumbrance Carryover 285,000 380,122 380,122 285,000 380,122 Unrestricted 0 184,495 184,495 324 1
Total Beginning Fund Balance 285,000 564,617 564,617 285,324 380,123 Revenue
Other Fees for Services 3,821,799 3,962,714 3,962,714 4,114,234 3,941,683 Total Revenue 3,821,799 3,962,714 3,962,714 4,114,234 3,941,683 Total Source of Funds 4,106,799 4,527,331 4,527,331 4,399,558 4,321,806 Expenditures
Salaries 2,091,851 2,080,544 1,914,026 2,162,616 2,056,897 Retirement and Benefits 989,610 1,187,956 1,187,956 1,244,023 1,162,993 Materials/Services/Supplies 222,402 448,425 448,425 450,002 450,002 Services From Other Funds - Cost
Allocation Plan
58,827 105,307 105,307 107,413 107,413
Interfund Services 179,492 140,481 140,481 150,180 164,378 Total Expenditures 3,542,182 3,962,713 3,796,195 4,114,234 3,941,683 Transfers To
General Fund 0 140,987 307,505 0 0
Sewer Utility Capital Fund 0 43,508 43,508 0 0
Total Transfers To 0 184,495 351,013 0 0
Ending Fund Balance
Encumbrance Carryover 380,122 380,122 380,122 285,000 380,122 Unrestricted 184,495 1 1 324 1
Total Ending Fund Balance 564,617 380,123 380,123 285,324 380,123 Total Use of Funds 4,106,799 4,527,331 4,527,331 4,399,558 4,321,806 230
FY 202 2/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
INTERNAL SERVICE FUNDS | SPECIAL LIABILITY
INSURANCE FUND (082)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
Encumbrance Carryover 927,387 711,865 711,865 927,387 711,865 Reserve for Future Claims 7,000,000 3,288,135 3,288,135 4,027,565 6,488,135 Unrestricted 925,716 51,526 51,526 0 347,804
Total Beginning Fund Balance 8,853,103 4,051,526 4,051,526 4,954,952 7,547,804 Revenue
Other Fees for Services 7,277,538 7,094,278 7,094,278 7,930,290 9,554,000 Interest 220 0 0 0 0
Other Revenue 146,324 0 550,000 0 0
Total Revenue 7,424,082 7,094,278 7,644,278 7,930,290 9,554,000 Transfers From
General Fund 0 5,200,000 5,200,000 0 0
Total Transfers From 0 5,200,000 5,200,000 0 0
Total Source of Funds 16,277,185 16,345,804 16,895,804 12,885,242 17,101,804 Expenditures
Materials/Services/Supplies 8,591,449 4,800,000 4,800,000 3,457,000 3,457,000 Interfund Services 3,634,210 4,294,278 4,548,000 4,473,290 6,097,000 Total Expenditures 12,225,659 9,094,278 9,348,000 7,930,290 9,554,000 Ending Fund Balance
Encumbrance Carryover 711,865 711,865 711,865 927,387 711,865 Reserve for Future Claims 3,288,135 6,488,135 6,488,135 4,027,565 6,488,135 Unrestricted 51,526 51,526 347,804 0 347,804
Total Ending Fund Balance 4,051,526 7,251,526 7,547,804 4,954,952 7,547,804 Total Use of Funds 16,277,185 16,345,804 16,895,804 12,885,242 17,101,804 231
FY 202 2/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
INTERNAL SERVICE FUNDS | UNEMPLOYMENT INSURANCE
FUND (087)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
Unrestricted 225,934 135,564 135,564 0 357,791
Total Beginning Fund Balance 225,934 135,564 135,564 0 357,791 Revenue
Other Fees for Services 0 331,000 326,227 150,000 0
Other Revenue 378,354 219,000 56,000 0 0
Total Revenue 378,354 550,000 382,227 150,000 0
Transfers From
General Fund 289,223 0 0 0 0
Total Transfers From 289,223 0 0 0 0
Total Source of Funds 893,511 685,564 517,791 150,000 357,791 Expenditures
Materials/Services/Supplies 757,947 550,000 160,000 150,000 150,000 Total Expenditures 757,947 550,000 160,000 150,000 150,000 Ending Fund Balance
Unrestricted 135,564 135,564 357,791 0 207,791
Total Ending Fund Balance 135,564 135,564 357,791 0 207,791 Total Use of Funds 893,511 685,564 517,791 150,000 357,791 232
FY 202 2/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
INTERNAL SERVICE FUNDS | VEHICLE REPLACEMENT
FUND (050)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
Encumbrance Carryover 2,645,774 2,633,927 2,633,927 2,645,774 2,633,927 Equipment Replacement Reserve 2,620,149 3,358,032 3,358,032 2,620,149 3,358,032 Unrestricted 3,162,265 3,272,336 3,272,336 4,357,934 3,794,598 Total Beginning Fund Balance 8,428,188 9,264,295 9,264,295 9,623,857 9,786,557 Revenue
Other Fees for Services 3,010,289 3,452,911 3,452,911 3,532,324 3,672,585 Other Revenue 275,114 100,000 100,000 80,000 80,000
Total Revenue 3,285,403 3,552,911 3,552,911 3,612,324 3,752,585 Transfers From
Electric Operating Grant Fund 119,215 1,030,000 1,030,000 400,000 400,000 General Fund 0 0 710,000 0 0
Total Transfers From 119,215 1,030,000 1,740,000 400,000 400,000 Total Source of Funds 11,832,806 13,847,206 14,557,206 13,636,181 13,939,142 Expenditures
Capital Outlay 2,449,296 2,070,649 2,780,649 1,854,961 2,084,961 Electric Vehicle Replacements 119,215 1,030,000 1,030,000 400,000 400,000 Total Expenditures 2,568,511 3,100,649 3,810,649 2,254,961 2,484,961 Transfers To
General Fund 0 960,000 960,000 960,000 960,000
Total Transfers To 0 960,000 960,000 960,000 960,000
Ending Fund Balance
Encumbrance Carryover 2,633,927 2,633,927 2,633,927 2,645,774 2,633,927 Equipment Replacement Reserve 3,358,032 3,358,032 3,358,032 2,620,149 3,358,032 Unrestricted 3,272,336 3,794,598 3,794,598 5,155,297 4,502,222 Total Ending Fund Balance 9,264,295 9,786,557 9,786,557 10,421,220 10,494,181 Total Use of Funds 11,832,806 13,847,206 14,557,206 13,636,181 13,939,142 233
FY 202 2/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
INTERNAL SERVICE FUNDS | WORKERS’ COMPENSATION
FUND (081)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
Reserve for Future Claims 2,500,000 2,591,044 2,591,044 2,500,000 2,591,044 Unrestricted 2,360,216 4,158,482 4,158,482 2,661,414 4,639,382 Total Beginning Fund Balance 4,860,216 6,749,526 6,749,526 5,161,414 7,230,426 Revenue
Other Fees for Services 5,572,738 5,665,000 5,665,000 5,835,000 5,835,000 Other Revenue 327,750 0 582,521 0 0
Total Revenue 5,900,488 5,665,000 6,247,521 5,835,000 5,835,000 Total Source of Funds 10,760,704 12,414,526 12,997,047 10,996,414 13,065,426 Expenditures
Materials/Services/Supplies 3,193,457 4,716,000 4,716,000 4,858,000 4,858,000 Interfund Services 817,721 949,000 1,050,621 977,000 1,231,000 Total Expenditures 4,011,178 5,665,000 5,766,621 5,835,000 6,089,000 Ending Fund Balance
Reserve for Future Claims 2,591,044 2,591,044 2,591,044 2,500,000 2,591,044 Unrestricted 4,158,482 4,158,482 4,639,382 2,661,414 4,385,382 Total Ending Fund Balance 6,749,526 6,749,526 7,230,426 5,161,414 6,976,426 Total Use of Funds 10,760,704 12,414,526 12,997,047 10,996,414 13,065,426 234
Capital Improvement
Program Funds
235
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236
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM B UDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
CAPITAL IMPROVEMENT PROGRAM FUNDS
Capital Improvement Program Funds are established to account for specific revenues and expenditures that are earmarked for major improvements to the City’s infrastructure, replacements and upgrades to City assets, and improvements and upgrades to the City’s utilities. The City of Santa Clara has various capital funds set up for different types of capital projects.
Cemetery Capital Fund (593)
The capital projects included in this fund are related to construction, engineering, repairs, and design of the two Cityowned cemeteries.
Convention Center Capital Fund (865)
This fund was established in FY 2020/21 through Report to Council 21-1176 approved by the City Council on January 12, 2021. This fund accounts for the capital improvements to the Convention Center. Improvements to the Convention Center are funded by the initial City capital contribution from the General Fund in addition to developer contributions from the Convention Center operations management team, OVG360, and the food and beverage operator, Levy.
Electric Utility Capital Fund (591)
This fund accounts for projects pertaining to system improvements, substation construction, and technology projects.
Customer service charges, developer contributions, debt financing, and transfers from other enterprise funds are the primary sources of revenue for these projects.
Fire Department Capital Fund (536)
This fund tracks projects that include the replacement of firefighting equipment, defibrillators, personal protective equipment, firehouse safety systems, and fire station improvements. Grants and the General Fund provide the funding for these projects.
General Government Capital Fund (539)
This fund accounts for projects primarily related to the implementation, maintenance, and upgrades for the various applications in Citywide departments. The funding sources are mainly from grants and transfers from the City’s enterprise funds and the General Fund.
Library Department Capital Fund (537)
This fund tracks projects associated with the capital maintenance, construction, safety, and appearance of library facilities, funded by the General Fund.
Parks and Recreation Capital Fund (532)
This fund accounts for the projects associated with the acquisition, development, and capital improvement of neighborhood and community parks, recreation facilities, and open space to meet the needs of the City residents.
Funding sources for these projects include developer contributions, grants and donations, parks Mitigation Act fees (MFA), and Quimby Act fees.
237
City of
Santa Clara
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM B UDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
Patrick Henry Drive Infrastructure Improvement Fund (542) This fund was established in FY 2021/22 through the Report to Council 22-90 approved by the City Council on March 22, 2022, and is managed by the Department of Public Works. This fund accounts for impact fee revenues and project expenditures related to the Patrick Henry Drive Specific Plan.
Public Buildings Capital Fund (538)
The projects in this fund are associated with repairs and capital maintenance for public buildings, including mechanical and electrical systems, primarily funded by the General Fund.
Recycled Water Capital Fund (597)
This fund tracks projects related to the installation of recycled water mains, including extensions to existing service and for new developments, supported by recycled water customer service charges.
Related Santa Clara Developer Fund (540)
This fund tracks the financial resources from the Developer to fund City staff in pre-development and permit processing efforts for the Related Santa Clara project.
Sewer Utility Capital Fund (594)
This fund tracks projects related to the construction and upkeep of the City’s sewer system including sewer mains and the City of Santa Clara/San José wastewater treatment facility. These projects are funded through customer service charges, connection charges, debt financing, and the sewer conveyance fee.
Solid Waste Capital Fund (596)
The capital projects included in this fund are related to the construction of wells, well abandonments, erosion, maintenance of landfill gas, and miscellaneous landfill monitoring requirements. Funding sources for these projects include lease revenues, customer service charges, and developer contributions.
Storm Drain Capital Fund (535)
The projects in the Storm Drain Capital Fund contribute to the expansion, construction, and rehabilitation of the City’s storm drain system. Primary funding sources include the General Fund and developer-funded storm drain charges.
Street Lighting Capital Fund (534)
This fund accounts for projects related to the replacement and installation of citywide street lighting to provide adequate lighting for streets, new developments, and parking lots. These projects are funded via customer service charges, developer contributions, and electric public benefits charges.
Streets and Highways Capital Fund (533)
This fund tracks the City’s projects that are related to the maintenance of local transportation facilities, traffic infrastructure, street rehabilitation, sidewalk, curb, and gutter improvements. Primary funding sources for these types of projects include traffic mitigation fees, gas tax, and Road Maintenance and Rehabilitation Account proceeds. 238
City of
Santa Clara
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM B UDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
Tasman East Infrastructure Improvement Fund (541)
This fund was established in FY 2020/21 through the Report to Council 20-787 approved by the City Council on November 17, 2020 and is managed by the Department of Public Works. This fund accounts for impact fee revenues and project expenditures related to the Tasman East Specific Plan.
Water Utility Capital Fund (592)
The projects in this fund pertain to the construction and upkeep of the water system including water mains, hydrants, wells and pumps, storage tanks, and the asset management system. Customer service charges and developer contributions are the primary funding sources for these projects.
The following section details the City of Santa Clara’s Capital Improvement Program Funds’ Statements of Sources and Uses and their Proposed Biennial Capital Budget for Fiscal Years 2022/23 and 2023/24, and the five-year planning period.
239
City of
Santa Clara
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM B UDGET | STATEMENTS OF SOURCES AND USES OF FUNDS CAPITAL IMPROVEMENT PROGRAM FUNDS | CEMETERY CAPITAL FUND (593) 2021/22
Estimate
2022/23
Proposed
2023/24
Proposed
2024/25
CIP
2025/26
CIP
2026/27
CIP
Five-Year
CIP Total
Beginning Fund Balance
Encumbrance Carryover 51,635 51,635 51,635 51,635 51,635 51,635 51,635 Unrestricted 248,365 0 0 0 0 0 0
Total Beginning Fund Balance 300,000 51,635 51,635 51,635 51,635 51,635 51,635 Transfers From
General Fund 8,409 9,225 9,597 10,028 10,422 10,556 49,828 Total Transfers From 8,409 9,225 9,597 10,028 10,422 10,556 49,828 Total Source of Funds 308,409 60,860 61,232 61,663 62,057 62,191 101,463 Expenditures
3628 - Sarah E. Fox Mausoleum Repairs 248,365 0 0 0 0 0 0 3622 - Repurchase Cemetery Property 8,409 9,225 9,597 10,028 10,422 10,556 49,828 Total Expenditures 256,774 9,225 9,597 10,028 10,422 10,556 49,828 Ending Fund Balance
Encumbrance Carryover 51,635 51,635 51,635 51,635 51,635 51,635 51,635 Unrestricted 0 0 0 0 0 0 0
Total Ending Fund Balance 51,635 51,635 51,635 51,635 51,635 51,635 51,635 Total Use of Funds 308,409 60,860 61,232 61,663 62,057 62,191 101,463 240
City of
Santa Clara
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM B UDGET | STATEMENTS OF SOURCES AND USES OF FUNDS CAPITAL IMPROVEMENT PROGRAM FUNDS | CONVENTION CENTER CAPITAL FUND (865)
2021/22
Estimate
2022/23
Proposed
2023/24
Proposed
2024/25
CIP
2025/26
CIP
2026/27
CIP
Five-Year CIP
Total
Beginning Fund Balance
Unrestricted 3,146,241 2,783,403 2,783,403 2,783,403 2,783,403 2,783,403 2,783,403 Total Beginning Fund Balance 3,146,241 2,783,403 2,783,403 2,783,403 2,783,403 2,783,403 2,783,403 Revenue
Other Agencies Revenue 0 0 0 550,000 0 0 550,000
Other Revenue 481,943 0 0 0 0 0 0
Total Revenue 481,943 0 0 550,000 0 0 550,000
Transfers From
Convention Center Enterprise Fund 1,764,000 0 0 0 0 0 0 Public Buildings Capital Fund 18,512 0 0 0 0 0 0
Total Transfers From 1,782,512 0 0 0 0 0 0
Total Source of Funds 5,410,696 2,783,403 2,783,403 3,333,403 2,783,403 2,783,403 3,333,403 Expenditures
8101 - Santa Clara Convention Center Condition Assessment Repair 2,587,293 0 0 550,000 0 0 550,000 Total Expenditures 2,587,293 0 0 550,000 0 0 550,000
Transfers To
General Fund 40,000 0 0 0 0 0 0
Total Transfers To 40,000 0 0 0 0 0 0
Ending Fund Balance
Unrestricted 2,783,403 2,783,403 2,783,403 2,783,403 2,783,403 2,783,403 2,783,403 Total Ending Fund Balance 2,783,403 2,783,403 2,783,403 2,783,403 2,783,403 2,783,403 2,783,403 Total Use of Funds 5,410,696 2,783,403 2,783,403 3,333,403 2,783,403 2,783,403 3,333,403 241
City of
Santa Clara
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM B UDGET | STATEMENTS OF SOURCES AND USES OF FUNDS CAPITAL IMPROVEMENT PROGRAM FUNDS | ELECTRIC UTILITY CAPITAL FUND (591)
2021/22
Estimate
2022/23
Proposed
2023/24
Proposed
2024/25
CIP
2025/26
CIP
2026/27
CIP
Five-Year
CIP Total
Beginning Fund Balance
Encumbrance Carryover 13,173,288 13,173,288 13,173,288 13,173,288 13,173,288 13,173,288 13,173,288 Unrestricted 104,798,723 11,492,948 11,492,948 9,594,948 9,394,948 9,394,948 11,492,948 Total Beginning Fund Balance 117,972,011 24,666,236 24,666,236 22,768,236 22,568,236 22,568,236 24,666,236 Revenue
Other Revenue 42,215,913 31,209,772 16,123,480 4,100,000 4,100,000 4,100,000 59,633,252 Total Revenue 42,215,913 31,209,772 16,123,480 4,100,000 4,100,000 4,100,000 59,633,252 Transfers From
Electric Debt Service Fund 0 0 120,950,000 0 0 0 120,950,000 Electric Operating Grant Trust Fund 4,851,839 2,732,669 1,000,000 1,000,000 1,000,000 1,000,000 6,732,669 Electric Utility Fund 11,000,865 59,699,040 41,843,798 37,974,753 26,643,667 31,108,197 197,269,455 General Fund - Capital Projects Reserve 330,000 0 0 0 0 0 0 Storm Drain Capital Fund 0 0 65,000 0 0 0 65,000
Water Utility Fund 0 120,000 120,000 120,000 120,000 120,000 600,000 Total Transfers From 16,182,704 62,551,709 163,978,798 39,094,753 27,763,667 32,228,197 325,617,124 Total Source of Funds 176,370,628 118,427,717 204,768,514 65,962,989 54,431,903 58,896,433 409,916,612 Expenditures
2452 - 60KV Breaker Upgrades 1,468,823 4,530,000 9,608,000 0 0 0 14,138,000 NEW - Battery Energy Storage System 0 1,972,479 258,246 0 0 0 2,230,725 2457 - Bowers Avenue Junction 1,250,000 0 0 0 0 0 0
2407 - Bucks Creek Relicensing 434,118 0 0 0 0 0 0
2398 - Clean Energy and Carbon Reduction 2,593,682 1,732,669 0 0 0 0 1,732,669 2435 - DOT Gas Pipeline Upgrades and Repairs 1,614,855 0 0 0 0 0 0 2499 - Electric Capital Project Management 4,227,704 0 0 0 0 0 0 2441 - Electric Vehicle (EV) Charging 1,976,396 1,077,056 1,000,000 1,000,000 1,000,000 1,000,000 5,077,056 2010 - Electric Yard Buildings and Grounds 1,351,488 1,005,624 566,000 359,000 300,000 0 2,230,624 2418 - Esperanca Substation 1,725,606 14,322,000 12,484,526 0 0 0 26,806,526 242
City of
Santa Clara
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM B UDGET | STATEMENTS OF SOURCES AND USES OF FUNDS CAPITAL IMPROVEMENT PROGRAM FUNDS | ELECTRIC UTILITY CAPITAL FUND (591)
2021/22
Estimate
2022/23
Proposed
2023/24
Proposed
2024/25
CIP
2025/26
CIP
2026/27
CIP
Five-Year
CIP Total
Expenditures
2004 - Fiber Development, Design, and Expansion 1,127,272 2,164,167 2,262,737 2,434,599 2,272,730 2,297,460 11,431,693 2451 - Freedom Circle Junction Substation 4,024,750 0 1,363,250 0 0 0 1,363,250 2119 - Generation Capital Maintenance and Betterments 1,995,985 1,200,000 2,100,000 1,500,000 1,500,000 1,500,000 7,800,000 NEW - Grizzly Tap Line Repairs 0 12,500,000 12,500,000 0 0 0 25,000,000 2431 - Homestead Substation Rebuild 1,501,937 0 0 18,035,000 14,954,531 48,215 33,037,746 2111 - Implementation of Advanced Metering Infrastructure (AMI) 4,359,250 0 0 0 0 0 0 2403 - Install Fairview Substation 4,884,451 0 0 0 0 0 0 2453 - KRS Rebuild and Replacement 4,700,000 5,250,000 47,760,203 0 0 0 53,010,203 2443 - Laurelwood Substation 13,750,000 0 0 0 0 0 0
2127 - Major Engine Overhaul and Repair 13,974,431 3,400,000 205,000 2,855,000 4,700,000 4,251,000 15,411,000 2450 - Martin Avenue Junction Substation 162,875 1,014,000 5,838,000 0 0 0 6,852,000 2449 - Memorex Junction Substation 235,213 3,346,000 1,009,000 0 0 0 4,355,000 2390 - Network and Cyber Security Infrastructure 4,620,490 0 0 0 0 0 0 2005 - New Business Estimate Work 3,955,437 3,784,500 4,786,250 4,838,500 4,992,500 5,145,500 23,547,250 2444 - Northwest Loop Capacity Upgrade 0 1,050,000 1,100,000 0 0 0 2,150,000 2430 - NRS 230kv Spare Transformer 800,000 1,200,000 15,000,000 0 0 0 16,200,000 2445 - NRS Breaker 392 Addition 2,860,000 1,214,000 176,000 0 0 0 1,390,000 2454 - NRS Transformer Replacement 1,000,000 8,115,000 5,605,000 280,000 0 0 14,000,000 2455 - NRS-KRS 115kV Line 4,342,000 0 0 9,744,000 0 13,014,000 22,758,000 2440 - Oaks Junction 2,553,048 0 0 0 0 0 0
2395 - Operations and Planning Technology 1,986,981 985,000 225,000 0 0 0 1,210,000 2433 - Parker Substation 554,614 0 0 0 0 0 0
NEW - Reconfigure Northwest & Center Loops 0 1,830,000 0 0 0 6,852,000 8,682,000 2446 - Renewable Energy Microgrid 4,325,000 0 0 0 0 0 0 2434 - Replace Balance of Plant Control System (DCS) 500,217 2,268,000 2,025,000 168,000 0 0 4,461,000 2442 - San Tomas Junction 5,147,626 0 0 0 0 0 0
2104 - Serra Substation Re-Build 3,650,000 0 0 0 0 0 0
2456 - SRS Rebuild and Replacement 4,700,000 8,060,000 50,500,203 0 0 0 58,560,203 2448 - Stender Way Junction Substation 521 6,936,000 194,000 0 0 0 7,130,000 243
City of
Santa Clara
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM B UDGET | STATEMENTS OF SOURCES AND USES OF FUNDS CAPITAL IMPROVEMENT PROGRAM FUNDS | ELECTRIC UTILITY CAPITAL FUND (591)
2021/22
Estimate
2022/23
Proposed
2023/24
Proposed
2024/25
CIP
2025/26
CIP
2026/27
CIP
Five-Year
CIP Total
Expenditures
2429 - Storm Water Compliance 323,074 0 0 0 0 0 0
2447 - Substation Control and Communication System
Replacement
275,000 93,394 95,396 134,634 139,268 145,180 607,872
2424 - Substation Physical Security Improvements 693,991 32,512 33,223 35,134 0 0 100,869 2410 - System Capacity Expansion 2,200,000 868,637 947,536 1,015,264 1,072,138 1,142,342 5,045,917 2006 - Transmission and Distribution Capital Maintenance and Betterments
8,156,733 2,686,408 1,977,708 940,622 932,500 932,500 7,469,738 2124 - Transmission System Reinforcements 26,070,924 22,035 0 0 0 0 22,035 2438 - Underground/Above Ground Tank Replacement and
Maintenance
361,450 0 0 55,000 0 0 55,000
2423 - Utility Billing CIS Replacement 3,500,000 0 0 0 0 0 0 2437 - Valve Replacement and Repair 323,828 725,000 0 0 0 0 725,000 NEW - Walsh-Uranium 60kV Reconductor 0 377,000 2,380,000 0 0 0 2,757,000 2432 - Yard Pavement Project 872,324 0 0 0 0 0 0
Total Expenditures 151,132,094 93,761,481 182,000,278 43,394,753 31,863,667 36,328,197 387,348,376 Transfers To
Electric Operating Grant Trust Fund 200,082 0 0 0 0 0 0 Sewer Utility Fund 186,108 0 0 0 0 0 0
Water Utility Fund 186,108 0 0 0 0 0 0
Total Transfers To 572,298 0 0 0 0 0 0
Ending Fund Balance
Encumbrance Carryover 13,173,288 13,173,288 13,173,288 13,173,288 13,173,288 13,173,288 13,173,288 Unrestricted 11,492,948 11,492,948 9,594,948 9,394,948 9,394,948 9,394,948 9,394,948 Total Ending Fund Balance 24,666,236 24,666,236 22,768,236 22,568,236 22,568,236 22,568,236 22,568,236 Total Use of Funds 176,370,628 118,427,717 204,768,514 65,962,989 54,431,903 58,896,433 409,916,612 244
City of
Santa Clara
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM B UDGET | STATEMENTS OF SOURCES AND USES OF FUNDS CAPITAL IMPROVEMENT PROGRAM FUNDS | FIRE DEPARTMENT CAPITAL FUND (536)
2021/22
Estimate
2022/23
Proposed
2023/24
Proposed
2024/25
CIP
2025/26
CIP
2026/27
CIP
Five-Year
CIP Total
Beginning Fund Balance
Encumbrance Carryover 126,861 126,861 126,861 126,861 126,861 126,861 126,861 Unrestricted 823,737 0 0 0 0 0 0
Total Beginning Fund Balance 950,598 126,861 126,861 126,861 126,861 126,861 126,861 Revenue
Other Agencies Revenue 15,208 0 0 0 0 0 0
Total Revenue 15,208 0 0 0 0 0 0
Transfers From
General Fund - Capital Projects Reserve 837,110 586,536 427,374 234,374 0 0 1,248,284 General Fund 0 1,617 1,683 1,758 1,827 1,851 8,736
Total Transfers From 837,110 588,153 429,057 236,132 1,827 1,851 1,257,020 Total Source of Funds 1,802,916 715,014 555,918 362,993 128,688 128,712 1,383,881 Expenditures
4064 - City-Wide AED Replacements 76,800 0 0 0 0 0 0
4094 - Computer Aided Dispatch (CAD) Alerting System Upgrade 577,848 0 0 0 0 0 0 4089 - Defibrillator/Monitor Replacement 80,000 70,000 70,000 0 0 0 140,000 4097 - Diesel Exhaust Removal Systems 200,000 0 0 0 0 0 0 4086 - Emergency Operations Center Capital Refurbishment 22,692 0 0 0 0 0 0 4085 - Emergency Operations Center Communications System 40,599 0 0 0 0 0 0 4088 - EMS System First Responder Projects 11,335 0 0 0 0 0 0 4067 - Fire Department Accela Implementation 63,000 0 0 0 0 0 0 4066 - Fire Department Relief Radios 48,000 0 0 0 0 0 0 4098 - Fire Station 8 Fixture Furniture & Equipment 60,000 0 0 0 0 0 0 4084 - Protective Equipment Replacement 445,545 416,536 357,374 234,374 0 0 1,008,284 245
City of
Santa Clara
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM B UDGET | STATEMENTS OF SOURCES AND USES OF FUNDS CAPITAL IMPROVEMENT PROGRAM FUNDS | FIRE DEPARTMENT CAPITAL FUND (536)
2021/22
Estimate
2022/23
Proposed
2023/24
Proposed
2024/25
CIP
2025/26
CIP
2026/27
CIP
Five-Year
CIP Total
Expenditures
4099 - PW Capital Projects Management 0 1,617 1,683 1,758 1,827 1,851 8,736 NEW - Replacement SCBA Filling Stations 0 100,000 0 0 0 0 100,000 4070 - Station 2 Training Tower Renovation 50,000 0 0 0 0 0 0 Total Expenditures 1,675,819 588,153 429,057 236,132 1,827 1,851 1,257,020 Transfers To
General Fund - Capital Projects Reserve 236 0 0 0 0 0 0 Total Transfers To 236 0 0 0 0 0 0
Ending Fund Balance
Encumbrance Carryover 126,861 126,861 126,861 126,861 126,861 126,861 126,861 Unrestricted 0 0 0 0 0 0 0
Total Ending Fund Balance 126,861 126,861 126,861 126,861 126,861 126,861 126,861 Total Use of Funds 1,802,916 715,014 555,918 362,993 128,688 128,712 1,383,881 246
City of
Santa Clara
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM B UDGET | STATEMENTS OF SOURCES AND USES OF FUNDS CAPITAL IMPROVEMENT PROGRAM FUNDS | GENERAL GOVERNMENT CAPITAL FUND (539)
2021/22
Estimate
2022/23
Proposed
2023/24
Proposed
2024/25
CIP
2025/26
CIP
2026/27
CIP
Five-Year
CIP Total
Beginning Fund Balance
Encumbrance Carryover 742,479 742,479 742,479 742,479 742,479 742,479 742,479 Unrestricted 8,800,921 0 0 0 0 0 0
Total Beginning Fund Balance 9,543,400 742,479 742,479 742,479 742,479 742,479 742,479 Revenue
Other Agencies Revenue 204,401 0 0 0 0 0 0
Total Revenue 204,401 0 0 0 0 0 0
Transfers From
Building Development Services Fund 1,737 1,737 1,737 1,737 1,737 1,737 8,685 Cemetery Fund 822 822 822 822 822 822 4,110
Electric Utility Fund 596,323 204,323 596,323 596,323 596,323 596,323 2,589,615 Sewer Utility Fund 50,278 4,278 50,278 50,278 50,278 50,278 205,390 Solid Waste Fund 26,621 5,121 26,621 26,621 26,621 26,621 111,605 Storm Drain Capital Fund 1,000 0 0 0 0 0 0
Water Utility Fund 158,936 119,436 158,936 158,936 158,936 158,936 755,180 General Fund - Capital Projects Reserve 689,283 89,283 90,283 40,283 40,283 40,283 300,415 General Fund - Land Sale Reserve 30,000 0 0 0 0 0 0
Total Transfers From 1,555,000 425,000 925,000 875,000 875,000 875,000 3,975,000 Total Source of Funds 11,302,801 1,167,479 1,667,479 1,617,479 1,617,479 1,617,479 4,717,479 Expenditures
6549 - Agenda and Document Management Systems 446,526 0 0 0 0 0 0 6003 - Broadband Community System General Government Network 171,216 0 0 0 0 0 0 6118 - CAD/RMS System Replacement 762,271 0 0 0 0 0 0
6513 - Computer Replacement Program 309,697 0 0 0 0 0 0 6514 - Consolidate and Upgrade Servers 584,929 0 0 0 0 0 0 247
City of
Santa Clara
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM B UDGET | STATEMENTS OF SOURCES AND USES OF FUNDS CAPITAL IMPROVEMENT PROGRAM FUNDS | GENERAL GOVERNMENT CAPITAL FUND (539)
2021/22
Estimate
2022/23
Proposed
2023/24
Proposed
2024/25
CIP
2025/26
CIP
2026/27
CIP
Five-Year
CIP Total
Expenditures
6018 - Convention Center Repairs and Upgrades 64,600 0 0 0 0 0 0 6550 - Cyber Security Risk Mitigation 70,714 0 0 0 0 0 0 6559 - Downtown Master Plan 400,000 0 0 0 0 0 0
6560 Downtown Master Plan Implementation 1,802,000 0 0 0 0 0 0 6551 - End User/Desktop Transformation 95,851 0
6501 - FHRMS Update Project 1,106,281 75,000 75,000 75,000 75,000 75,000 375,000 6557 - Fire Station Video Conferencing 198,961 0 0 0 0 0 0 6534 - GIS Enterprise System (Geospatial Information System) 444,882 300,000 300,000 300,000 300,000 300,000 1,500,000 6532 - Intranet Collaboration Suite Implementation 175,375 0 0 0 0 0 0 6558 - Morse Mansion Rehabilitation 75,000 50,000 50,000 0 0 0 100,000 6555 - Office Reconfiguration 306,151 0 0 0 0 0 0
6075 - Permit Information System 805,753 0 0 0 0 0 0
6505 - Replace Network Equipment 930,930 0 0 0 0 0 0
6103 - Utility Management Information System (UMIS) 1,808,725 0 500,000 500,000 500,000 500,000 2,000,000 Total Expenditures 10,559,862 425,000 925,000 875,000 875,000 875,000 3,975,000 Transfers To
General Fund 460 0 0 0 0 0 0
Total Transfers To 460 0 0 0 0 0 0
Ending Fund Balance
Encumbrance Carryover 742,479 742,479 742,479 742,479 742,479 742,479 742,479 Unrestricted 0 0 0 0 0 0 0
Total Ending Fund Balance 742,479 742,479 742,479 742,479 742,479 742,479 742,479 Total Use of Funds 11,302,801 1,167,479 1,667,479 1,617,479 1,617,479 1,617,479 4,717,479 248
City of
Santa Clara
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM B UDGET | STATEMENTS OF SOURCES AND USES OF FUNDS CAPITAL IMPROVEMENT PROGRAM FUNDS | LIBRARY DEPARTMENT CAPITAL FUND (537)
2021/22
Estimate
2022/23
Proposed
2023/24
Proposed
2024/25
CIP
2025/26
CIP
2026/27
CIP
Five-Year
CIP Total
Beginning Fund Balance
Encumbrance Carryover 16,500 16,500 16,500 16,500 16,500 16,500 16,500 Unrestricted 190,108 0 0 0 0 0 0
Total Beginning Fund Balance 206,608 16,500 16,500 16,500 16,500 16,500 16,500 Transfers From
General Fund - Capital Projects Reserve 0 273,000 0 0 0 0 273,000 General Fund 7,872 8,831 9,187 9,599 9,976 10,104 47,697 Total Transfers From 7,872 281,831 9,187 9,599 9,976 10,104 320,697 Total Source of Funds 214,480 298,331 25,687 26,099 26,476 26,604 337,197 Expenditures
5054 - Central Library Fire Panel Upgrade 140,000 0 0 0 0 0 0 NEW - Central Park Library Concrete Sidewalk Replacement 0 273,000 0 0 0 0 273,000 5049 - Public Spaces 40,860 0 0 0 0 0 0
5099 - PW Capital Projects Management 7,872 8,831 9,187 9,599 9,976 10,104 47,697 5044 - Remodel of Mission Branch Library 9,248 0 0 0 0 0 0 Total Expenditures 197,980 281,831 9,187 9,599 9,976 10,104 320,697 Ending Fund Balance
Encumbrance Carryover 16,500 16,500 16,500 16,500 16,500 16,500 16,500 Unrestricted 0 0 0 0 0 0 0
Total Ending Fund Balance 16,500 16,500 16,500 16,500 16,500 16,500 16,500 Total Use of Funds 214,480 298,331 25,687 26,099 26,476 26,604 337,197 249
City of
Santa Clara
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM B UDGET | STATEMENTS OF SOURCES AND USES OF FUNDS CAPITAL IMPROVEMENT PROGRAM FUNDS | PARKS AND RECREATION CAPITAL FUND (532)
2021/22
Estimate
2022/23
Proposed
2023/24
Proposed
2024/25
CIP
2025/26
CIP
2026/27
CIP
Five-Year
CIP Total
Beginning Fund Balance
Encumbrance Carryover 2,607,975 2,607,975 2,607,975 2,607,975 2,607,975 2,607,975 2,607,975 Unrestricted 17,329,850 4,545,485 418,688 140,688 140,688 140,688 4,545,485 Total Beginning Fund Balance 19,937,825 7,153,460 3,026,663 2,748,663 2,748,663 2,748,663 7,153,460 Revenue
Other Agencies Revenue 2,115,912 0 0 0 0 0 0
Mitigation Fee Act Revenue 5,151,324 0 0 0 0 0 0
Quimby Act Fees 2,227,209 0 0 0 0 0 0
Other Revenue 1,098,235 0 0 0 0 0 0
Developer Contributions 500,000 0 0 4,500,000 0 0 4,500,000 Total Revenue 11,092,680 0 0 4,500,000 0 0 4,500,000
Transfers From
General Fund 200,000 200,000 0 0 0 0 200,000
General Fund - Land Sale Reserve 2,143,117 0 0 0 0 0 0
Electric Operating Grant Trust Fund 0 300,000 0 0 0 0 300,000 Total Transfers From 2,343,117 500,000 0 0 0 0 500,000
Total Source of Funds 33,373,622 7,653,460 3,026,663 7,248,663 2,748,663 2,748,663 12,153,460 Expenditures
3187 - Bowers Park Roof Replacement 173,745 0 0 0 0 0 0 3183 - Central Park Arbor Playground 3,720,500 0 0 0 0 0 0 NEW - Central Park Master Plan - Aquatic Center Planning & Design 0 358,000 0 0 0 0 358,000 3133 - Central Park Master Plan - New Entrance, Access, and Parking Improvements
2,518,448 0 0 0 0 0 0
3132 - Community Park North - Phase I 500,000 0 0 4,500,000 0 0 4,500,000 3134 - Electronic Access for Meeting Rooms 576,200 0 0 0 0 0 0 3194 - FF&E Developer Delivered Parkland 111,846 0 0 0 0 0 0 3195 - Henry Schmidt Park Playground Rehabilitation 235,000 0 0 0 0 0 0 250
City of
Santa Clara
,,
,,
,,
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM B UDGET | STATEMENTS OF SOURCES AND USES OF FUNDS CAPITAL IMPROVEMENT PROGRAM FUNDS | PARKS AND RECREATION CAPITAL FUND (532)
2021/22
Estimate
2022/23
Proposed
2023/24
Proposed
2024/25
CIP
2025/26
CIP
2026/27
CIP
Five-Year
CIP Total
Expenditures
3189 - Homeridge Park Playground Rehabilitation 60,565 0 0 0 0 0 0 3130 - Maywood Park Playground Rehabilitation 2,256,622 0 0 0 0 0 0 3146 - Mission Library Gazebo 168,806 0 0 0 0 0 0
3184 - Montague Park Enhancement 6,677,533 0 0 0 0 0 0
3182 - New Neighborhood Park & Community Garden (San Tomas & Monroe)
86,016 0 0 0 0 0 0
3181 - Park Impact Fees (Quimby, MFA, Developer) Monitoring 1,026,058 268,000 278,000 0 0 0 546,000 3001 - Park Improvements 312,255 0 0 0 0 0 0
NEW - Parks Service Center Roof 0 800,000 0 0 0 0 800,000 3178 - Playground Construction 90,000 0 0 0 0 0 0
3199 - PW Capital Projects Management 493,379 439,877 0 0 0 0 439,877 NEW - Quimby Developer Reimbursements 0 1,760,920 0 0 0 0 1,760,920 3186 - Restroom at Fairway Glen Park 700,582 0 0 0 0 0 0 3188 - Senior Center Gym Equipment Replacement 10,451 0 0 0 0 0 0 3137 - Warburton Park Playground Rehabilitation 1,331,800 0 0 0 0 0 0 3136 - Westwood Oaks Park Playground Rehabilitation 1,149,800 1,000,000 0 0 0 0 1,000,000 3177 - Youth Soccer Fields & Athletic Facilities- Reed & Grant Street 5,606 0 0 0 0 0 0 Total Expenditures 22,205,212 4,626,797 278,000 4,500,000 0 0 9,404,797 Transfers To
General Fund 9,494 0 0 0 0 0 0
General Fund - Capital Projects Reserve 3,274 0 0 0 0 0 0 1,977,182 0 0 0 0 0 0
Streets and Highways Capital Fund 2,025,000 0 0 0 0 0 0 Total Transfers To 4,014,950 0 0 0 0 0 0
General Fund - Land Sale Reserve (Loan Repayment for Reed and Grant 251
City of
Santa Clara
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM B UDGET | STATEMENTS OF SOURCES AND USES OF FUNDS CAPITAL IMPROVEMENT PROGRAM FUNDS | PARKS AND RECREATION CAPITAL FUND (532)
2021/22
Estimate
2022/23
Proposed
2023/24
Proposed
2024/25
CIP
2025/26
CIP
2026/27
CIP
Five-Year
CIP Total
Ending Fund Balance
Encumbrance Carryover 2,607,975 2,607,975 2,607,975 2,607,975 2,607,975 2,607,975 2,607,975 Unrestricted 4,545,485 418,688 140,688 140,688 140,688 140,688 140,688 Total Ending Fund Balance 7,153,460 3,026,663 2,748,663 2,748,663 2,748,663 2,748,663 2,748,663 Total Use of Funds 33,373,622 7,653,460 3,026,663 7,248,663 2,748,663 2,748,663 12,153,460 252
City of
Santa Clara
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM B UDGET | STATEMENTS OF SOURCES AND USES OF FUNDS CAPITAL IMPROVEMENT PROGRAM FUNDS | PATRICK HENRY DRIVE INFRASTRUCTURE IMPROVEMENT FUND (542)
2021/22
Estimate
2022/23
Proposed
2023/24
Proposed
2024/25
CIP
2025/26
CIP
2026/27
CIP
Five-Year
CIP Total
Beginning Fund Balance
Unrestricted 0 0 0 0 0 0 0
Total Beginning Fund Balance 0 0 0 0 0 0 0
Revenue
Patrick Henry Infrastructure Impact Fee 0 69,205 71,281 73,419 75,622 77,891 367,418 Total Revenue 0 69,205 71,281 73,419 75,622 77,891 367,418 Total Source of Funds 0 69,205 71,281 73,419 75,622 77,891 367,418 Expenditures
NEW - Patrick Henry Administration 0 69,205 71,281 73,419 75,622 77,891 367,418 Total Expenditures 0 69,205 71,281 73,419 75,622 77,891 367,418 Ending Fund Balance
Unrestricted 0 0 0 0 0 0 0
Total Ending Fund Balance 0 0 0 0 0 0 0
Total Use of Funds 0 69,205 71,281 73,419 75,622 77,891 367,418 253
City of
Santa Clara
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM B UDGET | STATEMENTS OF SOURCES AND USES OF FUNDS CAPITAL IMPROVEMENT PROGRAM FUNDS | PUBLIC BUILDINGS CAPITAL FUND (538)
2021/22
Estimate
2022/23
Proposed
2023/24
Proposed
2024/25
CIP
2025/26
CIP
2026/27
CIP
Five-Year
CIP Total
Beginning Fund Balance
Encumbrance Carryover 3,970,517 3,970,517 3,970,517 3,970,517 3,970,517 3,970,517 3,970,517 Unrestricted 3,537,354 0 0 0 0 0 0
Total Beginning Fund Balance 7,507,871 3,970,517 3,970,517 3,970,517 3,970,517 3,970,517 3,970,517 Revenue
Other Revenue 100,000 0 0 0 0 0 0
Total Revenue 100,000 0 0 0 0 0 0
Transfers From
General Fund 12,953 19,532 20,320 21,232 22,066 22,349 105,499 General Fund - Capital Projects Reserve 385,000 1,170,000 1,501,000 0 0 0 2,671,000 Total Transfers From 397,953 1,189,532 1,521,320 21,232 22,066 22,349 2,776,499 Total Source of Funds 8,005,824 5,160,049 5,491,837 3,991,749 3,992,583 3,992,866 6,747,016 Expenditures
6153 - ADA Self Evaluation and Transition Plan Update 10,529 0 0 0 0 0 0 6144 - Civic Center Campus Renovation (Multi-Department) 1,039,127 0 0 0 0 0 0 6163 - COVID-19 Safety Renovations 100,000 0 0 0 0 0 0
6137 - Hazardous Material Management for Soil and Groundwater 176,142 0 0 0 0 0 0 6149 - HVAC Chiller Unit 39,123 0 0 0 0 0 0
6123 - Public Building Parking Lot Improvements 392,869 0 0 0 0 0 0 6199 - PW Capital Projects Management Costs 12,953 19,532 20,320 21,232 22,066 22,349 105,499 6139 - Repair to Historic Buildings 522,049 100,000 100,000 0 0 0 200,000 6138 - Repairs-Modifications to City Buildings 376,448 150,000 175,000 0 0 0 325,000 6158 - Stationary Standby Generators 1,207,678 920,000 1,191,000 0 0 0 2,111,000 6140 - Triton Museum Repair and Modifications 87,204 0 35,000 0 0 0 35,000 Total Expenditures 3,964,122 1,189,532 1,521,320 21,232 22,066 22,349 2,776,499 254
City of
Santa Clara
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM B UDGET | STATEMENTS OF SOURCES AND USES OF FUNDS CAPITAL IMPROVEMENT PROGRAM FUNDS | PUBLIC BUILDINGS CAPITAL FUND (538)
2021/22
Estimate
2022/23
Proposed
2023/24
Proposed
2024/25
CIP
2025/26
CIP
2026/27
CIP
Five-Year
CIP Total
Transfers To
Convention Center Capital Fund 18,512 0 0 0 0 0 0
General Fund 1,184 0 0 0 0 0 0
General Fund - Capital Projects Reserve 51,489 0 0 0 0 0 0 Total Transfers To 71,185 0 0 0 0 0 0
Ending Fund Balance
Encumbrance Carryover 3,970,517 3,970,517 3,970,517 3,970,517 3,970,517 3,970,517 3,970,517 Unrestricted 0 0 0 0 0 0 0
Total Ending Fund Balance 3,970,517 3,970,517 3,970,517 3,970,517 3,970,517 3,970,517 3,970,517 Total Use of Funds 8,005,824 5,160,049 5,491,837 3,991,749 3,992,583 3,992,866 6,747,016 255
City of
Santa Clara
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM B UDGET | STATEMENTS OF SOURCES AND USES OF FUNDS CAPITAL IMPROVEMENT PROGRAM FUNDS | RECYCLED WATER CAPITAL FUND (597)
2021/22
Estimate
2022/23
Proposed
2023/24
Proposed
2024/25
CIP
2025/26
CIP
2026/27
CIP
Five-Year
CIP Total
Beginning Fund Balance
Unrestricted 1,926,414 1,926,414 1,876,414 1,826,414 1,776,414 1,726,414 1,926,414 Total Beginning Fund Balance 1,926,414 1,926,414 1,876,414 1,826,414 1,776,414 1,726,414 1,926,414 Transfers From
Water Recycling Fund 50,000 0 0 0 0 0 0
Total Transfers From 50,000 0 0 0 0 0 0
Total Source of Funds 1,976,414 1,926,414 1,876,414 1,826,414 1,776,414 1,726,414 1,926,414 Expenditures
7505 - Recycled Water System Mains and Services 50,000 50,000 50,000 50,000 50,000 50,000 250,000 Total Expenditures 50,000 50,000 50,000 50,000 50,000 50,000 250,000 Ending Fund Balance
Unrestricted 1,926,414 1,876,414 1,826,414 1,776,414 1,726,414 1,676,414 1,676,414 Total Ending Fund Balance 1,926,414 1,876,414 1,826,414 1,776,414 1,726,414 1,676,414 1,676,414 Total Use of Funds 1,976,414 1,926,414 1,876,414 1,826,414 1,776,414 1,726,414 1,926,414 256
City of
Santa Clara
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM B UDGET | STATEMENTS OF SOURCES AND USES OF FUNDS CAPITAL IMPROVEMENT PROGRAM FUNDS | RELATED SANTA CLARA DEVELOPER FUND (540)
2021/22
Estimate
2022/23
Proposed
2023/24
Proposed
2024/25
CIP
2025/26
CIP
2026/27
CIP
Five-Year
CIP Total
Beginning Fund Balance
Encumbrance Carryover 641,455 641,455 641,455 641,455 641,455 641,455 641,455 Unrestricted (1,217,432) 3,000 3,000 3,000 3,000 3,000 3,000 Total Beginning Fund Balance (575,977) 644,455 644,455 644,455 644,455 644,455 644,455 Revenue
Other Revenue 2,818,883 2,902,465 3,041,508 2,539,633 2,647,758 2,686,511 13,817,875 Total Revenue 2,818,883 2,902,465 3,041,508 2,539,633 2,647,758 2,686,511 13,817,875 Total Source of Funds 2,242,906 3,546,920 3,685,963 3,184,088 3,292,213 3,330,966 14,462,330 Expenditures
4511 - Related General Admin Project 383,939 349,103 370,183 391,422 411,489 423,861 1,946,058 4512 - Related Permit Work Project 584,164 1,903,362 2,021,325 2,148,211 2,236,269 2,262,650 10,571,817 4513 - Other Development Project Services 630,348 650,000 650,000 0 0 0 1,300,000 Total Expenditures 1,598,451 2,902,465 3,041,508 2,539,633 2,647,758 2,686,511 13,817,875 Ending Fund Balance
Encumbrance Carryover 641,455 641,455 641,455 641,455 641,455 641,455 641,455 Unrestricted 3,000 3,000 3,000 3,000 3,000 3,000 3,000
Total Ending Fund Balance 644,455 644,455 644,455 644,455 644,455 644,455 644,455 Total Use of Funds 2,242,906 3,546,920 3,685,963 3,184,088 3,292,213 3,330,966 14,462,330 257
City of
Santa Clara
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM B UDGET | STATEMENTS OF SOURCES AND USES OF FUNDS CAPITAL IMPROVEMENT PROGRAM FUNDS | SEWER UTILITY CAPITAL FUND (594)
2021/22
Estimate
2022/23
Proposed
2023/24
Proposed
2024/25
CIP
2025/26
CIP
2026/27
CIP
Five-Year CIP
Total
Beginning Fund Balance
Encumbrance Carryover 3,639,338 3,639,338 3,639,338 3,639,338 3,639,338 3,639,338 3,639,338 Unrestricted 61,478,299 25,874,942 10,424,214 3,330,477 3,185,248 3,144,576 25,874,942 Total Beginning Fund Balance 65,117,637 29,514,280 14,063,552 6,969,815 6,824,586 6,783,914 29,514,280 Revenue
Other Fees for Services 4,180,752 1,020,000 0 0 0 0 1,020,000 Other Agencies Revenue 6,319,482 0 0 0 0 0 0
Total Revenue 10,500,234 1,020,000 0 0 0 0 1,020,000
Transfers From
PW CIP Management Fund 43,508 0 0 0 0 0 0
Sewer Utility Fund 5,611,748 3,344,913 11,518,935 27,734,921 20,246,794 9,772,054 72,617,617 Sewer Utility Debt Service Fund 18,588,216 0 0 0 0 0 0
Total Transfers From 24,243,472 3,344,913 11,518,935 27,734,921 20,246,794 9,772,054 72,617,617 Total Source of Funds 99,861,343 33,879,193 25,582,487 34,704,736 27,071,380 16,555,968 103,151,897 Expenditures
1979 - PW Capital Projects Management - Sewer Utility 1,083,803 770,635 815,017 866,417 913,380 929,320 4,294,769 1909 - Sanitary Sewer Capacity Improvements 22,765,534 209,489 209,489 209,489 209,489 209,489 1,047,445 1919 - Sanitary Sewer Hydraulic Modeling As Needed Support 300,000 1,020,000 120,000 120,000 300,000 120,000 1,680,000 1920 - Sanitary Sewer Master Plan Update 0 500,000 0 0 0 0 500,000 1911 - Sanitary Sewer System Condition Assessment 1,500,000 1,500,000 500,000 500,000 0 0 2,500,000 1912 - Sanitary Sewer System Improvements 6,205,521 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 10,000,000 1908 - S.J.-S.C. Regional Wastewater Facility 37,742,205 13,815,517 14,968,166 24,184,244 16,864,597 6,657,391 76,489,915 1916 - Walsh Avenue @ San Tomas Aquino Creek Sanitary Sewer Siphon
750,000 0 0 0 0 0 0
Total Expenditures 70,347,063 19,815,641 18,612,672 27,880,150 20,287,466 9,916,200 96,512,129 258
City of
Santa Clara
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM B UDGET | STATEMENTS OF SOURCES AND USES OF FUNDS CAPITAL IMPROVEMENT PROGRAM FUNDS | SEWER UTILITY CAPITAL FUND (594)
2021/22
Estimate
2022/23
Proposed
2023/24
Proposed
2024/25
CIP
2025/26
CIP
2026/27
CIP
Five-Year CIP
Total
Ending Fund Balance
Encumbrance Carryover 3,639,338 3,639,338 3,639,338 3,639,338 3,639,338 3,639,338 3,639,338 Unrestricted 25,874,942 10,424,214 3,330,477 3,185,248 3,144,576 3,000,430 3,000,430 Total Ending Fund Balance 29,514,280 14,063,552 6,969,815 6,824,586 6,783,914 6,639,768 6,639,768 Total Use of Funds 99,861,343 33,879,193 25,582,487 34,704,736 27,071,380 16,555,968 103,151,897 259
City of
Santa Clara
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM B UDGET | STATEMENTS OF SOURCES AND USES OF FUNDS CAPITAL IMPROVEMENT PROGRAM FUNDS | SOLID WASTE CAPITAL FUND (596)
2021/22
Estimate
2022/23
Proposed
2023/24
Proposed
2024/25
CIP
2025/26
CIP
2026/27
CIP
Five-Year
CIP Total
Beginning Fund Balance
Encumbrance Carryover 46,677 46,677 46,677 46,677 46,677 46,677 46,677 Landfill Post Closure Reserve 600,000 600,000 600,000 600,000 600,000 600,000 600,000 Landfill Corrective Action Costs 201,099 201,099 201,099 201,099 201,099 201,099 201,099 Unrestricted 722,878 364,052 364,052 364,052 364,052 364,052 364,052 Total Beginning Fund Balance 1,570,654 1,211,828 1,211,828 1,211,828 1,211,828 1,211,828 1,211,828 Revenue
Rents 16,000 15,000 14,000 13,000 12,000 11,000 65,000
Developer Contributions 173,700 235,000 244,000 252,000 262,000 270,000 1,263,000 Total Revenue 189,700 250,000 258,000 265,000 274,000 281,000 1,328,000 Transfers From
Solid Waste Fund 250,000 493,000 507,000 523,000 538,000 555,000 2,616,000 Total Transfers From 250,000 493,000 507,000 523,000 538,000 555,000 2,616,000 Total Source of Funds 2,010,354 1,954,828 1,976,828 1,999,828 2,023,828 2,047,828 5,155,828 Expenditures
6109 - Sanitary Landfill Development - Post Closure 798,526 743,000 765,000 788,000 812,000 836,000 3,944,000 Total Expenditures 798,526 743,000 765,000 788,000 812,000 836,000 3,944,000 Ending Fund Balance
Encumbrance Carryover 46,677 46,677 46,677 46,677 46,677 46,677 46,677 Landfill Post Closure Reserve 600,000 600,000 600,000 600,000 600,000 600,000 600,000 Landfill Corrective Action Costs 201,099 201,099 201,099 201,099 201,099 201,099 201,099 Unrestricted 364,052 364,052 364,052 364,052 364,052 364,052 364,052 Total Ending Fund Balance 1,211,828 1,211,828 1,211,828 1,211,828 1,211,828 1,211,828 1,211,828 Total Use of Funds 2,010,354 1,954,828 1,976,828 1,999,828 2,023,828 2,047,828 5,155,828 260
City of
Santa Clara
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM B UDGET | STATEMENTS OF SOURCES AND USES OF FUNDS CAPITAL IMPROVEMENT PROGRAM FUNDS | STORM DRAIN CAPITAL FUND (535)
2021/22
Estimate
2022/23
Proposed
2023/24
Proposed
2024/25
CIP
2025/26
CIP
2026/27
CIP
Five-Year
CIP Total
Beginning Fund Balance
Encumbrance Carryover 6,840,969 6,840,969 6,840,969 6,840,969 6,840,969 6,840,969 6,840,969 Unrestricted 3,245,858 104,397 104,397 104,397 104,397 104,397 104,397 Total Beginning Fund Balance 10,086,827 6,945,366 6,945,366 6,945,366 6,945,366 6,945,366 6,945,366 Revenue
Charges for Services 1,454,000 1,454,000 1,454,000 1,454,000 1,454,000 1,454,000 7,270,000 Total Revenue 1,454,000 1,454,000 1,454,000 1,454,000 1,454,000 1,454,000 7,270,000 Transfers From
General Fund 261,411 202,432 210,599 220,056 228,698 231,631 1,093,416 General Fund - Capital Projects Reserve 339,000 761,000 779,000 0 0 0 1,540,000 Total Transfers From 600,411 963,432 989,599 220,056 228,698 231,631 2,633,416 Total Source of Funds 12,141,238 9,362,798 9,388,965 8,619,422 8,628,064 8,630,997 16,848,782 Expenditures
1840 - Kiely Blvd.-Saratoga Creek Storm Drain Outfall Relocation 125,500 0 0 0 0 0 0 1843 - Lafayette St. Underpass at Subway Pump Station 10,476 0 0 0 0 0 0 1841 - Laurelwood Pump Station Rehabilitation 862,534 0 0 0 0 0 0 1899 - PW Capital Projects Management 253,169 202,432 210,599 220,056 228,698 231,631 1,093,416 1838 - SDPS Motor and Control Maintenance, Repair, and
Replacement
584,481 148,000 343,000 0 0 0 491,000
1811 - Storm Drain Pump Station Facility Maintenance & Repair 111,588 113,000 71,000 0 0 0 184,000 1835 - Storm Drain Pump Station Outfall Reconstruction Program 493,143 0 0 0 0 0 0 1831 - Storm Drain Repairs and Maintenance 100,000 0 0 0 0 0 0 1844 - Storm Drain Slide Gate Rehabilitation 11,183 500,000 0 0 0 0 500,000 1834 - Storm Drain System Improvements 33,268 0 0 0 0 0 0 1837 - Storm Water Retention Basin Remediation 10,877 0 0 0 0 0 0 261
City of
Santa Clara
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM B UDGET | STATEMENTS OF SOURCES AND USES OF FUNDS CAPITAL IMPROVEMENT PROGRAM FUNDS | STORM DRAIN CAPITAL FUND (535)
2021/22
Estimate
2022/23
Proposed
2023/24
Proposed
2024/25
CIP
2025/26
CIP
2026/27
CIP
Five-Year
CIP Total
Expenditures
1839 - Urban Runoff Pollution Prevention Program 484,519 0 300,000 0 0 0 300,000 Total Expenditures 3,080,738 963,432 924,599 220,056 228,698 231,631 2,568,416 Transfers To
General Fund 1,456,713 1,454,000 1,454,000 1,454,000 1,454,000 1,454,000 7,270,000 General Fund - Capital Project Reserve 658,421 0 0 0 0 0 0 Electric Utility Capital Fund 0 0 65,000 0 0 0 65,000
Total Transfers To 2,115,134 1,454,000 1,519,000 1,454,000 1,454,000 1,454,000 7,335,000 Ending Fund Balance
Encumbrance Carryover 6,840,969 6,840,969 6,840,969 6,840,969 6,840,969 6,840,969 6,840,969 Unrestricted 104,397 104,397 104,397 104,397 104,397 104,397 104,397 Total Ending Fund Balance 6,945,366 6,945,366 6,945,366 6,945,366 6,945,366 6,945,366 6,945,366 Total Use of Funds 12,141,238 9,362,798 9,388,965 8,619,422 8,628,064 8,630,997 16,848,782 262
City of
Santa Clara
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM B UDGET | STATEMENTS OF SOURCES AND USES OF FUNDS CAPITAL IMPROVEMENT PROGRAM FUNDS | STREET LIGHTING CAPITAL FUND (534)
2021/22
Estimate
2022/23
Proposed
2023/24
Proposed
2024/25
CIP
2025/26
CIP
2026/27
CIP
Five-Year
CIP Total
Beginning Fund Balance
Encumbrance Carryover 4,055 4,055 4,055 4,055 4,055 4,055 4,055 Unrestricted 6,171,573 252,963 252,963 252,963 252,963 252,963 252,963 Total Beginning Fund Balance 6,175,628 257,018 257,018 257,018 257,018 257,018 257,018 Transfers From
Electric Utility Fund 0 71,455 2,175,000 125,000 125,000 125,000 2,621,455 Total Transfers From 0 71,455 2,175,000 125,000 125,000 125,000 2,621,455 Total Source of Funds 6,175,628 328,473 2,432,018 382,018 382,018 382,018 2,878,473 Expenditures
2875 - Great America Street Light Replacement 4,059,557 71,455 2,050,000 0 0 0 2,121,455 2874 - LED Street Lighting Retrofit 1,711,070 0 0 0 0 0 0 2871 - Miscellaneous Street Lighting 147,983 0 125,000 125,000 125,000 125,000 500,000 Total Expenditures 5,918,610 71,455 2,175,000 125,000 125,000 125,000 2,621,455 Ending Fund Balance
Encumbrance Carryover 4,055 4,055 4,055 4,055 4,055 4,055 4,055 Unrestricted 252,963 252,963 252,963 252,963 252,963 252,963 252,963 Total Ending Fund Balance 257,018 257,018 257,018 257,018 257,018 257,018 257,018 Total Use of Funds 6,175,628 328,473 2,432,018 382,018 382,018 382,018 2,878,473 263
City of
Santa Clara
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM B UDGET | STATEMENTS OF SOURCES AND USES OF FUNDS CAPITAL IMPROVEMENT PROGRAM FUNDS | STREETS AND HIGHWAYS CAPITAL FUND (533)
2021/22
Estimate
2022/23
Proposed
2023/24
Proposed
2024/25
CIP
2025/26
CIP
2026/27
CIP
Five-Year
CIP Total
Beginning Fund Balance
Encumbrance Carryover 14,255,963 14,255,963 14,255,963 14,255,963 14,255,963 14,255,963 14,255,963 Unrestricted 21,318,629 3,315,447 3,315,447 3,315,447 3,315,447 3,315,447 3,315,447 Total Beginning Fund Balance 35,574,592 17,571,410 17,571,410 17,571,410 17,571,410 17,571,410 17,571,410 Revenue
Other Agencies Revenue 22,100,399 2,973,832 2,973,832 2,973,832 2,973,832 2,973,832 14,869,160 Other Revenue 2,990 750,000 0 0 0 0 750,000
State Revenues 871,591 712,000 1,021,400 731,100 1,041,100 751,500 4,257,100 Total Revenue 22,974,980 4,435,832 3,995,232 3,704,932 4,014,932 3,725,332 19,876,260 Transfers From
Bridge Maintenance District #2 Fund 80,000 80,000 80,000 80,000 80,000 80,000 400,000 Developer Traffic Payments Fund 1,108,500 0 0 0 0 0 0
Electric Utility Fund 90,000 0 0 0 0 0 0
Electric Operating Grant Trust Fund 400,000 400,000 285,000 515,000 400,000 400,000 2,000,000 Gas Tax Fund 3,946,580 2,985,000 4,650,000 2,550,000 4,755,000 2,560,250 17,500,250 General Fund 2,103,129 2,160,045 2,247,188 2,348,112 2,440,323 2,471,618 11,667,286 General Fund - Capital Projects Reserve 8,486,000 1,619,000 1,580,000 710,000 0 0 3,909,000 Parks and Recreation Capital Fund 2,025,000 0 0 0 0 0 0 Road Maintenance and Rehabilitation (SB1) Fund 2,100,000 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 12,500,000 Traffic Mitigation Fund 2,814,878 850,000 700,000 1,600,000 790,000 1,600,000 5,540,000 Total Transfers From 23,154,087 10,594,045 12,042,188 10,303,112 10,965,323 9,611,868 53,516,536 Total Source of Funds 81,703,659 32,601,287 33,608,830 31,579,454 32,551,665 30,908,610 90,964,206 Expenditures
1239 - Adaptive Signal System 1,850,000 0 0 0 0 0 1,850,000 1255 - Adaptive Signal System (Santana West Settlement Agrmnt) 950,000 0 0 0 0 0 950,000 264
City of
Santa Clara
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM B UDGET | STATEMENTS OF SOURCES AND USES OF FUNDS CAPITAL IMPROVEMENT PROGRAM FUNDS | STREETS AND HIGHWAYS CAPITAL FUND (533)
2021/22
Estimate
2022/23
Proposed
2023/24
Proposed
2024/25
CIP
2025/26
CIP
2026/27
CIP
Five-Year
CIP Total
Expenditures
1202 - Agnew Road At-Grade Crossing 565,778 0 0 0 0 0 0 1203 - Annual Creek Trail Rehabilitation Program 1,240,000 0 200,000 0 0 0 200,000 1250 - Annual Curb Ramp Installation 551,512 150,000 150,000 0 0 0 300,000 1235 - Annual Street Maintenance and Rehabilitation Program 8,907,884 7,648,832 7,648,832 7,648,832 7,648,832 7,648,832 38,244,160 1246 - Bassett and Laurelwood Bicycle Lanes 824,361 200,000 0 0 0 0 200,000 1245 - Benton Bicycle Lanes 1,505,502 0 0 0 0 0 0
1206 - Bicycle Lane Improvements on Pruneridge Avenue at Lawrence Expressway
57,567 0 0 0 0 0 0
NEW - Bicycle Plan Implementation Studies 0 0 0 0 440,000 0 440,000 1325 - Bridge Maintenance Program 729,894 640,000 820,000 790,000 80,000 80,000 2,410,000 1227 - Changeable Message Signs 3,406,728 0 0 0 0 0 0
1275 - De La Cruz Boulevard Class IV Bikeway Study 250,000 0 0 0 0 0 0 1266 - El Camino Real Bike Lane Project 0 0 200,000 515,000 135,000 0 850,000 1251 - HAWK Beacon Scott @ Harrison 654,239 0 0 0 0 0 0 1274 - Lafayette Class IV Bike Lanes 200,000 0 0 0 0 0 0 1212 - LED Traffic Signal & Safety Light Replacements 1,291,692 0 300,000 0 300,000 0 600,000 1247 - Lick Mill-East River Parkway Crosswalk Improvements 83,636 0 0 0 0 0 0 1267 - Lick Mill Pedestrian Beacon Upgrade 500,000 0 0 0 0 0 0 1237 - MCB/GAP Intersection Improvement Project 2,657,753 0 0 0 0 0 0 1259 - Monroe - Los Padres Traffic Signal Modification 145,000 535,000 0 0 0 0 535,000 1258 - Multimodal Improvement Plan Phase 2 590,000 750,000 0 0 0 0 750,000 1211 - Neighborhood Traffic Calming 531,013 0 0 100,000 105,000 110,250 315,250 1220 - Pedestrian and Bicycle Enhancement Facilities 1,468,422 300,000 185,000 100,000 365,000 500,000 1,450,000 1205 - Pepper Tree Neighborhood Traffic Calming Study 91,055 0 0 0 0 0 0 1254 - Public Right-of-Way ADA Improvements 11,740,216 0 0 0 0 0 0 1199 - PW Capital Projects Management - Streets and Highways 2,103,129 2,160,045 2,247,188 2,348,112 2,440,323 2,471,618 11,667,286 1276 - Monroe Street Class II Buffered Bicycle Lane Study 200,000 0 0 0 0 0 0 1249 - Multimodal Improvement Plan Phase 1 Projects 740,000 0 0 0 0 0 0 1228 - Replacement of Underground Traffic Signal Infrastructure 169,550 0 0 0 0 0 0 265
City of
Santa Clara
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM B UDGET | STATEMENTS OF SOURCES AND USES OF FUNDS CAPITAL IMPROVEMENT PROGRAM FUNDS | STREETS AND HIGHWAYS CAPITAL FUND (533)
2021/22
Estimate
2022/23
Proposed
2023/24
Proposed
2024/25
CIP
2025/26
CIP
2026/27
CIP
Five-Year
CIP Total
Expenditures
1376 - Safe Routes to School 396,314 165,000 165,000 75,000 75,000 75,000 555,000 1385 - Santa Clara Citywide ITS Project 1 (Tasman, GAP, Homestead, etc.)
261,530 0 0 0 0 0 0
1386 - Santa Clara Citywide ITS Project 2 (Lafayette, Benton, and Monroe)
435,177 0 0 0 0 0 0
1261 - Santa Clara School Access Improvements 2,204,288 0 0 0 0 0 0 1225 - Santa Clara Valley Transportation Authority - Congestion Management Program
245,000 262,000 271,400 281,100 291,100 301,500 1,407,100 1204 - Saratoga Creek Trail (Homeridge Park to Central Park) 6,242,550 0 0 0 0 0 0 1244 - Scott Boulevard Signal Timing 67,190 0 0 0 0 0 0 1252 - Scott Boulevard Signal Timing Phase II 87,862 0 0 0 0 0 0 1382 - Sidewalk, Curb and Gutter Repair 410,442 700,000 700,000 400,000 400,000 400,000 2,600,000 1273 - Street Tree Services 413,000 419,000 0 0 0 0 419,000 1272 - TDA Bicycle Facilities Upgrade 94,054 0 0 0 0 0 0 1260 - Traffic Calming (Santana West Settlement Agreement) 250,000 0 0 0 0 0 0 1256 - Traffic Engineering Consultant Support 250,000 100,000 100,000 0 0 0 200,000 NEW - Traffic Impact Fee Nexus Study Update 0 0 300,000 0 0 0 300,000 1218 - Traffic Pre-Emptors 879,266 0 0 0 0 0 0
1357 - Traffic Signal Controller Upgrade/Replacement 452,372 0 0 0 0 0 0 1219 - Traffic Signal Enhancements 595,118 150,000 150,000 1,000,000 150,000 1,000,000 2,450,000 1232 - Traffic Signal Interconnect Upgrade 435,509 600,000 100,000 500,000 100,000 500,000 1,800,000 1217 - Traffic Signal Management Software Upgrade 1,531,995 0 0 0 0 0 0 1216 - Traffic Studies and Signal Needs Assessment/Upgrade 191,806 0 0 0 0 0 0 1234 - Transportation Modeling Update 200,000 0 50,000 0 0 0 50,000 1271 - Tree Replacement 17,747 0 0 0 0 0 0
1226 - Uncontrolled Crosswalks Improvements 2,849,708 250,000 2,450,000 250,000 2,450,000 250,000 5,650,000 266
City of
Santa Clara
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM B UDGET | STATEMENTS OF SOURCES AND USES OF FUNDS CAPITAL IMPROVEMENT PROGRAM FUNDS | STREETS AND HIGHWAYS CAPITAL FUND (533)
2021/22
Estimate
2022/23
Proposed
2023/24
Proposed
2024/25
CIP
2025/26
CIP
2026/27
CIP
Five-Year
CIP Total
Expenditures
1277 - Walsh Avenue Class IV Bikeway Study 200,000 0 0 0 0 0 0 Total Expenditures 62,715,859 15,029,877 16,037,420 14,008,044 14,980,255 13,337,200 73,392,796 Transfers To
Developer Traffic Payments Fund 722,720 0 0 0 0 0 0
Gas Tax Fund 382,164 0 0 0 0 0 0
General Fund 18,582 0 0 0 0 0 0
General Fund - Capital Projects Reserve 26,144 0 0 0 0 0 0 Traffic Mitigation Fund 266,780 0 0 0 0 0 0
Total Transfers To 1,416,390 0 0 0 0 0 0
Ending Fund Balance
Encumbrance Carryover 14,255,963 14,255,963 14,255,963 14,255,963 14,255,963 14,255,963 14,255,963 Unrestricted 3,315,447 3,315,447 3,315,447 3,315,447 3,315,447 3,315,447 3,315,447 Total Ending Fund Balance 17,571,410 17,571,410 17,571,410 17,571,410 17,571,410 17,571,410 17,571,410 Total Use of Funds 81,703,659 32,601,287 33,608,830 31,579,454 32,551,665 30,908,610 90,964,206 267
City of
Santa Clara
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM B UDGET | STATEMENTS OF SOURCES AND USES OF FUNDS CAPITAL IMPROVEMENT PROGRAM FUNDS | TASMAN EAST INFRASTRUCTURE IMPROVEMENT FUND (541)
2021/22
Estimate
2022/23
Proposed
2023/24
Proposed
2024/25
CIP
2025/26
CIP
2026/27
CIP
Five-Year
CIP Total
Beginning Fund Balance
Unrestricted 4,836 3,740,056 863,838 836,508 808,358 779,363 3,740,056 Total Beginning Fund Balance 4,836 3,740,056 863,838 836,508 808,358 779,363 3,740,056 Revenue
Tasman East Infrastructure Impact Fee 3,939,570 0 0 0 0 0 0 Total Revenue 3,939,570 0 0 0 0 0 0
Total Source of Funds 3,944,406 3,740,056 863,838 836,508 808,358 779,363 3,740,056 Expenditures
NEW - Tasman East Developer Reimbursement 0 2,849,684 0 0 0 0 2,849,684 4610 - Tasman East Administration 28,593 26,534 27,330 28,150 28,995 29,865 140,874 Total Expenditures 28,593 2,876,218 27,330 28,150 28,995 29,865 2,990,558 Transfers To
General Fund - Capital Projects Reserve 175,757 0 0 0 0 0 0 Total Transfers To 175,757 0 0 0 0 0 0
Ending Fund Balance
Unrestricted 3,740,056 863,838 836,508 808,358 779,363 749,498 749,498 Total Ending Fund Balance 3,740,056 863,838 836,508 808,358 779,363 749,498 749,498 Total Use of Funds 3,944,406 3,740,056 863,838 836,508 808,358 779,363 3,740,056 268
City of
Santa Clara
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM B UDGET | STATEMENTS OF SOURCES AND USES OF FUNDS CAPITAL IMPROVEMENT PROGRAM FUNDS | WATER UTILITY CAPITAL FUND (592)
2021/22
Estimate
2022/23
Proposed
2023/24
Proposed
2024/25
CIP
2025/26
CIP
2026/27
CIP
Five-Year
CIP Total
Beginning Fund Balance
Encumbrance Carryover 4,615,672 4,615,672 4,615,672 4,615,672 4,615,672 4,615,672 4,615,672 Unrestricted 18,134,563 15,434,563 8,769,563 3,604,563 604,563 104,563 15,434,563 Total Beginning Fund Balance 22,750,235 20,050,235 13,385,235 8,220,235 5,220,235 4,720,235 20,050,235 Transfers From
Sewer Utility Fund 500,000 0 0 0 0 0 0
Water Utility Fund 5,785,000 0 0 885,000 2,935,000 3,435,000 7,255,000 Total Transfers From 6,285,000 0 0 885,000 2,935,000 3,435,000 7,255,000 Total Source of Funds 29,035,235 20,050,235 13,385,235 9,105,235 8,155,235 8,155,235 27,305,235 Expenditures
7057 - Asset Management Program 1,650,000 200,000 150,000 150,000 150,000 150,000 800,000 7005 - Buildings and Grounds 335,000 865,000 1,515,000 735,000 285,000 285,000 3,685,000 7054 - Distribution System Replacement/Restoration 3,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 10,000,000 7059 - New and Replacement Wells 3,000,000 3,100,000 1,000,000 500,000 500,000 500,000 5,600,000 7058 - SCADA Improvements 1,000,000 500,000 500,000 500,000 500,000 500,000 2,500,000 Total Expenditures 8,985,000 6,665,000 5,165,000 3,885,000 3,435,000 3,435,000 22,585,000 Ending Fund Balance
Encumbrance Carryover 4,615,672 4,615,672 4,615,672 4,615,672 4,615,672 4,615,672 4,615,672 Unrestricted 15,434,563 8,769,563 3,604,563 604,563 104,563 104,563 104,563 Total Ending Fund Balance 20,050,235 13,385,235 8,220,235 5,220,235 4,720,235 4,720,235 4,720,235 Total Use of Funds 29,035,235 20,050,235 13,385,235 9,105,235 8,155,235 8,155,235 27,305,235 269
City of
Santa Clara
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270
Other Agency Funds
271
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FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
OTHER AGENCY FUND
The Sports and Open Space Authority (SOSA) of the City of Santa Clara was created by the City Council in 1974 to establish a separate entity to acquire and develop open space within the City of Santa Clara. The members of the City Council are also members of SOSA's Board of Directors and, as such, are authorized to transact business and exercise power to purchase, lease or otherwise obtain and dispose of real and personal property. This includes the ability to acquire, construct, maintain, repair, manage and operate real and personal property, including leasing to private operators for commercial purposes and surplusing space which is not economical to use for open space planning.
Sports and Open Space Authority Fund (801)
This fund accounts for the acquisition and preservation of open space within the City and the development of local sports activities.
This is the second fiscal year of the biennial operating budget. The following section details the Other Agency Funds’ Statements of Sources and Uses and their Proposed Amended Budget for Fiscal Year 2022/23. 273
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | STATEMENTS OF SOURCES AND
USES OF FUNDS
OTHER AGENCY FUNDS | SPORTS AND OPEN SPACE
AUTHORITY FUND (801)
2020/21
Actual
2021/22
Amended
2021/22
Estimate
2022/23
Adopted
2022/23
Amended
Beginning Fund Balance
Unrestricted 23,408 13,686 13,686 9,387 6,061
Total Beginning Fund Balance 23,408 13,686 13,686 9,387 6,061 Revenue
Interest 267 250 195 250 250
Total Revenue 267 250 195 250 250
Total Source of Funds 23,675 13,936 13,881 9,637 6,311
Expenditures
Board Member Stipend 5,550 4,920 4,920 4,920 4,920
Materials/Services/Supplies 4,439 500 2,900 500 500
Total Expenditures 9,989 5,420 7,820 5,420 5,420
Ending Fund Balance
Unrestricted 13,686 8,516 6,061 4,217 891
Total Ending Fund Balance 13,686 8,516 6,061 4,217 891
Total Use of Funds 23,675 13,936 13,881 9,637 6,311
274
Capital
Improvement
Programs
275
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Administrative
Facilities
277
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FY 20 22/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | ADMINISTRATIVE FACILITIES
INTRODUCTION
The capital projects within the Administrative Facilities theme serve to preserve the function and operational efficiency of various City facilities including the Corporation Yard, Triton Museum, City Hall, and other historic buildings. These capital investments will provide renovations and improvements such as paint, plumbing and electrical fixtures, and roof repairs to ensure safe and appropriate facilities for the public and City employees.
Funding Our Top Priorities
The projects included in the Capital Improvement Program (CIP) were determined in accordance with both the City Council’s Strategic Pillars and the budget priorities. The chart below illustrates the funding amount per Strategic Pillar within the Administrative Facilities category.
The five-year CIP Administrative Facilities budget totals $2.9 million. The CIP projects were prioritized by the following criteria:
Priority Description
A critical need mandated,
emergency, or under
construction
B maintenance system reliability
and/or ongoing operations
C future system needs or future
regulatory requirements
D not critical, but achieve
efficiencies and/or sustainability
Deliver and
Enhance High
Quality Efficient
Services and
Infrastructure,
$2.9 M, 100%
$2.1
$0.8
$0.0 $0.0
$0.0
$0.5
$1.0
$1.5
$2.0
$2.5
Priority A Priority B Priority C Priority D
Millions
279
FY 20 22/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | ADMINISTRATIVE FACILITIES Project Highlights
Major projects in the Administrative Facilities category are detailed below.
Stationary Standby Generators
Many of the City’s stationary emergency standby generators have reached their useful life cycles and need major repairs. This project will replace standby generators throughout the City to improve reliability and comply with regulatory requirements. The project scope includes electrical design, automatic transfer switch, adding cam lock connections and remote monitoring at various City locations where existing emergency power is already supplied. This project is partially funded in the CIP.
Repairs – Modifications to City Buildings
This project covers general repairs and maintenance for the City Hall complex, such as repair, replace, or upgrade building components, including tenant improvements and general maintenance. Some of the past projects have included carpet, furniture, and general repairs. This project is used for electrical services, various preventative maintenance services, pest control services and other maintenance services and repairs relating to City Hall.
Replacement of Self-Contained Breathing Apparatus (SCBA) Filling Stations This project funds the replacement of an SCBA filling station that is used at to refill SCBA air bottles used by firefighters.
Major Accomplishments
• Construction for Phase 1 has begun to replace the first 9 emergency standby generators • Currently in Phase 2 for the design of replacing the next 4 generators on the list 280
City of
Santa Clara
Repairs to Harris Lass Repairs to Hams Lass
FY 20 22/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | ADMINISTRATIVE FACILITIES Financing Sources
General Fund (Capital Projects Reserve)
The General Fund Capital Projects Reserve is used to support the City’s general capital projects. Revenues are generated from tax revenues, fees from licenses and permits, fines and investment earnings.
Operating Budget Impacts
Projects within the Administrative Facilities category are not expected to have additional operating and maintenance costs.
Unfunded Needs
Although the CIP provides for vital improvements, there remains significant additional high priority needs that have not been addressed. As highlighted in the chart below, the total funding needs for the Administrative Facilities program totals $78.4 million. Of this amount, $2.9 million is funded, leaving $75.5 million of unfunded needs. The unfunded projects are primarily included in the Fire and Public Works Departments.
Funded,
$2.9 M, 3.7%
Unfunded,
$75.5 M,
96.3%
Administrative Facilities
Total Funding Needs = $78.4 M
281
FY 20 22/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | ADMINISTRATIVE FACILITIES The graph below highlights the highest priority projects currently on the unfunded list in the Administrative Facilities category. For more project information, please see the Unfunded Projects – Administrative Facilities list at the end of this section.
Morse Mansion Maintenance & Repair
The Morse Mansion needs a major rehabilitation per the Condition Assessment & Preservation Plan prepared in 2017. The plan recommended major rehabilitation work for the entire building, which includes, but is not limited to: roof repair/replacement; mechanical, electrical, and plumbing upgrades; openings rehabilitation, which include windows, doors, and glazing; insulation and attic wiring replacement; landscaping & site restoration; major structural repair/replacement of foundation; front porch restoration; interior repairs & repainting; fencing work; parking and other ADA improvements; interior finishes work; termite repair; HVAC improvements; and structural members repair.
Fire Stations Replacement and Property Conditions Assessment Projects Many of the City’s fire stations are due for upgrades in order to address the aging infrastructure. The unfunded projects consist of a property condition assessment and feasibility study to determine the scope of renovation required to support operational needs of the Fire Department headquarters building and renovation and/or replacements of fire stations 1, 5, 7 and 9, as well as a project for the actual construction of the renovations identified as part of that study. Fire Station 5 had a study completed in 2017 on feasibility of renovation and replacement. These fire stations have high maintenance costs as with many 50-year-old buildings and have older facilities for cleaning, decontamination and storage of personal protective equipment. $0.1 M
$2.1 M
$8.3 M
$20.0 M
$14.1 M
$10.4 M
$10.2 M
$0.0
$5.0
$10.0
$15.0
$20.0
$25.0
Morse Mansion
Maintenance &
Repair
Fire Station
Renovations
Fire Station 5
Replacement
ADA Transition Plan
Implementation
Stationary Standby
Generators
Funded Unfunded
282
■ ■
FY 20 22/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | ADMINISTRATIVE FACILITIES American Disabilities Act (ADA) Transition Plan Implementation The City is preparing an Americans Disabilities Act (ADA) Self-Evaluation and Transition Plan Update for public buildings, parks and public right-of-way. The resulting Plan will identify improvements to address barriers to accessibility, methods for improving access, establish a timeline and costs for removing ADA barriers, and involve persons with disabilities in the preparation of the Plan. The Plan will provide a strategic approach and tools for continued access improvements as the City implements its ADA Self-Evaluation and Transition Plan in future years.
Stationary Standby Generators
This project is partially funded to replace emergency standby generators that have reached their useful life cycles and need major repairs. The average model year of the stationary emergency standby generator fleet is approximately 25 years old. Many of them are restricted to limited maintenance run times by regulatory agencies due to their emissions output. Over the past years, the overall condition and reliability of the Stationary Emergency Standby Generator fleet has diminished. The project is broken into multiple phases that consist of replacing emergency generators at various locations. Based on the availability of funding in future years, the replacement of generators will be prioritized by their overall condition and reliability. 283
FY 202 2/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | PROJECT COST SUMMARY
FUNDED PROJECTS BUDGETED COST SUMMARY
Administrative Facilities
Project 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 Five-Year CIP Total
4086 - Emergency Operations
Center Capital Refurbishment $22,692 - - - - - -
4097 - Diesel Exhaust Removal
Systems $200,000 - - - - - -
4098 - Fire Station 8 Fixture
Furniture & Equipment $60,000 - - - - - -
6138 - Repairs-Modifications to
City Buildings $376,448 $150,000 $175,000 - - - $325,000 6139 - Repair to Historic
Buildings $522,049 $100,000 $100,000 - - - $200,000
6140 - Triton Museum Repair
and Modifications $87,204 - $35,000 - - - $35,000
6144 - Civic Center Campus
Renovation (Multi-Department) $1,039,127 - - - - - -
6149 - HVAC Chiller Unit $39,124 - - - - - -
6158 - Stationary Standby
Generators $1,207,678 $920,000 $1,191,000 - - - $2,111,000 6555 - Office Reconfiguration $306,151 - - - - - -
6558 - Morse Mansion
Maintenance & Repair $75,000 $50,000 $50,000 - - - $100,000 TEMP24 - New Project -
Replacement SCBA Filling
Stations
- $100,000 - - - - $100,000
Total Administrative Facilities
Projects $3,935,473 $1,320,000 $1,551,000 - - - $2,871,000 284
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | ADMINISTRATIVE FACILITIES FUNDED 6138 - REPAIRS-MODIFICATIONS TO CITY BUILDINGS
Project Number: 6138 Theme / Category: Administrative
Facilities
Year Initiated: 2011 Project Manager: Ken Winland
Planned Completion Year: Ongoing Department: Public Works Project Type: Ongoing Fund: 538 - Public Buildings
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Various City buildings
Project Description This project covers the general maintenance for the City Hall complex. The general maintenance includes repairs, replacements, and upgrades to various building components such as electrical systems, pest control services, furniture, and carpeting.
Funding Sources General Fund - Capital Projects Reserve Funding Sources All Prior
Actuals 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 Total Total Sources $1,530,637 $376,448 $150,000 $175,000 - - - $2,232,085 Expenditures All Prior
Actuals 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 Total Construction $1,469,907 $376,448 $150,000 $175,000 - - - $2,171,355 Contingencies/Misc $26,556 - - - - - - $26,556
Engineering $15,793 - - - - - - $15,793
Personnel $4,624 - - - - - - $4,624
Trs Out - Reserves $13,757 - - - - - - $13,757
Total Expenditures $1,530,637 $376,448 $150,000 $175,000 - - - $2,232,085 Operating Impacts - - - - - -
285
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FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | ADMINISTRATIVE FACILITIES FUNDED 6139 - REPAIR TO HISTORIC BUILDINGS
Project Number: 6139 Theme / Category: Administrative
Facilities
Year Initiated: 2011 Project Manager: Ken Winland
Planned Completion Year: Ongoing Department: Public Works Project Type: Ongoing Fund: 538 - Public Buildings
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Historic Buildings (Harris Lass House, Headen Inman House, Jamison Brown House, Berryessa Adobe)
Project Description This project covers the repair and maintenance of the City-owned historic buildings. These buildings include Headen Inman, Jamison Brown, Harris Lass & Berryessa Adobe. Repairs include paint, plumbing, exterior maintenance, and electrical services. The Berryessa Adobe building will include whitewashing of the exterior and adobe repair in FY 2022/23. The funds in FY 2023/24 will continue to fund assessments, evaluations, and unscheduled repair work that could include items such as HVAC, plumbing, electrical, structural, and roofing.
Funding Sources General Fund - Capital Projects Reserve; partial County grant funds Funding Sources All Prior
Actuals 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 Total Total Sources $530,702 $522,049 $100,000 $100,000 - - - $1,252,751 Expenditures All Prior
Actuals 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 Total Construction $443,851 $522,049 $100,000 $100,000 - - - $1,165,900 Trs Out - Reserves $86,851 - - - - - - $86,851
Total Expenditures $530,702 $522,049 $100,000 $100,000 - - - $1,252,751 Operating Impacts - - - - - -
286
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FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | ADMINISTRATIVE FACILITIES FUNDED 6140 - TRITON MUSEUM REPAIR AND MODIFICATIONS
Project Number: 6140 Theme / Category: Administrative
Facilities
Year Initiated: 2011 Project Manager: Ken Winland
Planned Completion Year: Ongoing Department: Public Works Project Type: Ongoing Fund: 538 - Public Buildings
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Triton Museum of Art
Project Description This project covers maintenance and repair of the Triton Museum on an annual basis. General repairs include, but are not limited to, walls, paint, plumbing, electrical, and roof repair.
Funding Sources General Fund - Capital Projects Reserve Funding Sources All Prior
Actuals 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 Total Total Sources $550,396 $87,204 - $35,000 - - - $672,600 Expenditures All Prior
Actuals 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 Total Construction $463,891 $87,204 - $35,000 - - - $586,095
Trs Out - Miscellaneous $38,527 - - - - - - $38,527
Trs Out - Reserves $47,978 - - - - - - $47,978
Total Expenditures $550,396 $87,204 - $35,000 - - - $672,600 Operating Impacts - - - - - -
287
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FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | ADMINISTRATIVE FACILITIES FUNDED 6158 - STATIONARY STANDBY GENERATORS
Project Number: 6158 Theme / Category: Administrative
Facilities
Year Initiated: 2016 Project Manager: Chris Fazzi
Planned Completion Year: FY 2028/29 Department: Public Works Project Type: Distinct Fund: 538 - Public Buildings
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Various City Owned Sites
Project Description This project consists of replacing standby emergency generators at various locations throughout the City.
The project also includes automatic transfer switches, cam lock connectors, remote monitoring, and other related items. The work may include generator relocation, upsize, adding an additional security enclosure, or various other modifications to meet today’s operations. Phase I is currently in construction and is replacing nine standby emergency generators at various locations throughout the City (City Hall, Emergency Operations Center, Radio Shop, Fire Station 8, Rambo Pump Station, Parks Service Center, Fire Station 7, & Lick Mill Pump Station). Phase II is currently in design and will replace four standby emergency generators:
two for the Water & Sewer Utilities Department, Water Wells 15 & 28, and two for the Department of Public Works (Fairway Glen & Freedom Circle Storm Drain Pump Stations). Phase III is planned to replace five permanent emergency standby generators and one portable generator: three for the Water & Sewer Utilities Department (WW 17-02, Downtown Booster, & Serra Booster), one for both Water & Sewer Utilities Department/Silicon Valley Power (Utilities Corporation Yard), one for the Fire Station 5, and a standby generator (for Santa Clara Golf Course site). Phase IV will replace four standby emergency generators: two for the Police Department, one for Fire Station 6, and one for Public Works (Gianera Pump Station). Phase V is planned to replace four standby emergency generators: two for Public Works (Fleet, Streets Maintenance offices), one for Fire Station 3, and one for the Triton Museum. This project is funded through Phase III.
Funding Sources General Fund - Capital Projects Reserve; Water & Sewer Utilities Funding Sources All Prior
Actuals 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 Total Total Sources $437,284 $1,207,678 $920,000 $1,191,000 - - - $3,755,962 Expenditures All Prior
Actuals 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 Total Construction $22,372 $1,207,678 $650,000 $635,000 - - - $2,515,050 Contingencies/Misc $1,115 - $120,000 $156,000 - - - $277,115 Engineering $399,838 - $150,000 $400,000 - - - $949,838 Personnel $13,959 - - - - - - $13,959
Total Expenditures $437,284 $1,207,678 $920,000 $1,191,000 - - - $3,755,962 Operating Impacts - - - - - -
288
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~
_J ,u,::.,
-,-
FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | ADMINISTRATIVE FACILITIES FUNDED 6558 - MORSE MANSION MAINTENANCE & REPAIR
Project Number: 6558 Theme / Category: Administrative
Facilities
Year Initiated: 2019 Project Manager: Ken Winland
Planned Completion Year: Ongoing Department: Public Works Project Type: Ongoing Fund: 539 - General
Government
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Morse Mansion
Project Description The project covers maintenance and repair of the Morse Mansion on an annual basis. Funding of $50,000 is budgeted in FY 2022/23 and FY 2023/24 for routine maintenance and repair. Routine maintenance and repair include walls, paint, plumbing, porch repair, roof repair, etc. In 2017, a Condition Assessment & Preservation Plan for the Morse Mansion was completed and recommended major rehabilitation work for the entire building, which includes, but is not limited to: roof repair/replacement; mechanical, electrical, and plumbing upgrades; openings rehabilitation, which include windows, doors, and glazing; insulation and attic wiring replacement; landscaping & site restoration; major structural repair/replacement of foundation; front porch restoration; interior repairs and repainting; fencing work; parking and other ADA improvements; interior finishes work; termite repair; HVAC improvements; and structural repair. These rehabilitation projects remain unfunded.
Funding Sources General Fund - Capital Projects Reserve Funding Sources All Prior
Actuals 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 Total Total Sources $125,482 $75,000 $50,000 $50,000 - - - $300,482 Expenditures All Prior
Actuals 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 Total Construction $125,482 $75,000 $50,000 $50,000 - - - $300,482 Total Expenditures $125,482 $75,000 $50,000 $50,000 - - - $300,482 Operating Impacts - - - - - -
289
City of
Santa Clara
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FY 2022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | ADMINISTRATIVE FACILITIES FUNDED TEMP24 - NEW PROJECT - REPLACEMENT SCBA FILLING STATIONS Project Number: TEMP24 Theme / Category: Administrative Facilities
Year Initiated: 2023 Project Manager: Nick Restani
Planned Completion Year: 2023 Department: Fire Department Project Type: Distinct Fund: 536 - Fire Department
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Fire Station 9
Project Description This project funds the replacement of an existing self-contained breathing apparatus (SCBA) filling station at Fire Station 9. The replacement of this equipment is necessary as this filling station has been deemed no longer serviceable by the manufacturer/service provider as parts for this iteration of the equipment are no longer being made. Additionally, this equipment continues to have increased failed air sample tests. The funding of $100,000 in FY 2022/23 is sufficient to replace one filling station. The second filling station at Fire Station 2 remains unfunded.
Funding Sources General Fund - Capital Project Reserve
Funding Sources All Prior
Actuals 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 Total Total Sources - - $100,000 - - - - $100,000
Expenditures All Prior
Actuals 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 Total Equipment - - $100,000 - - - - $100,000
Total Expenditures - - $100,000 - - - - $100,000
Operating Impacts - - - - - -
290
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FY 2 022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | UNFUNDED PROJECTS
UNFUNDED PROJECTS ADMINISTRATIVE FACILITIES
4070 - Training Tower Stair Repair
FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26 FY 2026/27 Five-Year CIP Total $1,140,000 - - - - $1,140,000
This project would repair the training tower stair at the Santa Clara Fire Department Training Center, which is used to train all City firefighters to the State Fire Marshal (SFM) Firefighter I curriculum. This curriculum includes classes such as Fire Behavior, Live Fire burns and High-Rise Operations. The Training Center also holds other State Fire Marshal approved classes used to maintain the department's State of California Office of Emergency Services (CalOES) regional training for Hazardous Materials and Urban Search and Rescue operations. These curricula require a certain amount of training props and equipment, as well as minimum facility requirements to be able to teach these classes, as well as host in-house firefighter academies. The Training Tower is a major component of the Training Center and needs to meet minimum facility requirements of the SFM and CalOES; and multi-level facilities such as the Training Tower are integral in training City's personnel in fire rescue and firefighting operations. An evaluation is underway and the unfunded project costs may need to be revised based on the results of the evaluation. 6123 - Public Building Parking Lot Improvements
FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26 FY 2026/27 Five-Year CIP Total $50,000 $250,000 $250,000 $250,000 $250,000 $1,050,000
The work plan for this project would include completing pavement inspections of the parking lots in the City and developing a parking lot asset and pavement management program. Funding requests through the five-year CIP reflect the estimated costs for design and construction contracts. 6137 - Hazardous Material Management for City Properties FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26 FY 2026/27 Five-Year CIP Total - - $52,500 $52,500 $52,500 $157,500
In each fiscal year, costs are expended for the oversight agency-Department of Toxic Substances Control (DTSC) fees, and review and reporting on the condition of the containment cell caps. Every five years, reports are required to be submitted based on a more detailed review and technical evaluation which requires consultant services. On an ongoing basis, construction funds may be necessary to implement repairs or restoration of the containment cell caps.
The next report for Great America Way is due FY 2024/25 and for the Police Department is due FY 2025/26. The estimated project costs include consultant fees to perform site reviews/evaluation and construction costs. 6138 - Repairs-Modifications to City Buildings
FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26 FY 2026/27 Five-Year CIP Total $70,000 $56,525 $243,101 $255,256 $268,019 $892,901
This project would cover general repairs and maintenance for the City Hall complex, such as repair, replace, or upgrade building components, including tenant improvements and general maintenance. Some of the past projects have included carpet, furniture, electrical upgrades, and general repairs. This project is partially funded in years 1 and 2, while the out years remain unfunded.
291
FY 2 022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | UNFUNDED PROJECTS
UNFUNDED PROJECTS ADMINISTRATIVE FACILITIES
6139 - Repair to Historic Buildings
FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26 FY 2026/27 Five-Year CIP Total - - $100,000 $100,000 $125,000 $325,000
This project would cover the repair and maintenance of the City-owned historic buildings. These buildings include Headen Inman, Jamison Brown, Harris Lass, and Berryessa Adobe. Repairs include paint, plumbing, exterior maintenance, electrical, etc. Continuing to fund this project will allow staff to identify and repair the items found on the property condition assessments. This project is funded in years 1 and 2, while the out years remain unfunded. 6140 - Triton Museum Repair and Modifications
FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26 FY 2026/27 Five-Year CIP Total - $183,000 $917,000 $35,000 $35,000 $1,170,000
This project would cover maintenance and repair of the Triton Museum on an annual basis. General repairs include walls, paint, plumbing, electrical and roof repair. There was a roof analysis done in 2012 which concluded a roof replacement was needed. The existing roof is over 30 years old and is getting past the point of routine maintenance.
This CIP includes funding for routine maintenance and repair in year 2 only. The out years remain unfunded for both routine maintenance/repair and the roof replacement in FY 2023/24 and FY 2024/25. 6148 - City Hall HVAC Rehabilitation Project
FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26 FY 2026/27 Five-Year CIP Total $172,500 $690,000 $4,600,000 - - $5,462,500
This project would provide ongoing City Hall rehabilitation work identified in the Facility Condition Assessment Report.
The current immediate repair includes replacing the HVAC system, which includes central heating, central cooling, distribution system, and split system units. The HVAC system components vary in age; however, all of them are near the end of their useful life and need to be replaced within the next five years. The first phase of this project consists of evaluation of the existing HVAC system and preparing schematic design. Based on the result of the evaluation that would detail the impact to City Hall, staff will consider design and construction schedule for the project. 6158 - Stationary Standby Generators
FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26 FY 2026/27 Five-Year CIP Total - - $4,140,000 $2,703,000 $3,381,000 $10,224,000
The project would consist of designing a replacement standby emergency generator, automatic transfer switch, adding a cam lock connector and remote monitoring at various City locations where existing emergency power is already supplied. Many of the City's Stationary Emergency Standby Generators (standby generators) are over 25 years old and have reached the end of their useful life and are in need of major repairs. As a result, the overall condition and reliability of the standby generator fleet has diminished. This project is funded in years 1 and 2, while the out years remain unfunded. The unfunded portion of this project would cover costs associated with Phases IV through VII, which include generator replacements for the Police Department, Fire Stations 6 and 3, Gianera Pump Station, Fleet and Streets Maintenance offices, and the Triton Museum.
292
FY 2 022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | UNFUNDED PROJECTS
UNFUNDED PROJECTS ADMINISTRATIVE FACILITIES
6184 - ADA Transition Plan Implementation
FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26 FY 2026/27 Five-Year CIP Total - - $3,450,000 $3,450,000 $3,450,000 $10,350,000
The City is preparing an Americans with Disabilities Act (ADA) Self-Evaluation and Transition Plan Update (Project No. 6153) for public buildings, parks, and public rights-of-way. The resulting Plan will identify improvements to address barriers to accessibility, methods for improving access, establish a timeline and costs for removing ADA barriers, and involve people with disabilities in the preparation of the Plan. The Plan will provide a strategic approach and tools for continued access improvements as the City implements its ADA Self-Evaluation and Transition Plan in the coming years. This project is to implement improvements as identified in the plan. 6185 - Fire Stations 1, 7, 9 and Admin Building Renovation Study FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26 FY 2026/27 Five-Year CIP Total $360,000 - - - - $360,000
The project would consist of the property condition assessment and conceptual/feasibility study to determine scope of renovation required to support operational needs of the fire department headquarters building and Fire Stations 1, 7 and 9. Scope includes feasibility analysis of bringing the existing buildings up to current building codes and Americans with Disabilities Act (ADA) requirements. A cost-benefit analysis and a concept recommendation are part of this project/study. Based on the study results and recommendation, the next steps for the Fire Administrative Building and Fire Stations 1, 7 and 9 would be determined and funded through the new, unfunded Fire Stations Renovation project. 6186 - Fire Station 5 Replacement
FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26 FY 2026/27 Five-Year CIP Total $1,410,600 $12,322,920 $342,746 - - $14,076,266
This project would demolish the existing Fire Station 5 and construct a new Fire Station 5 that can support operational needs of the fire department. Fire Station 5 was constructed in 1962 and is in need of replacement. A property condition assessment was completed in FY 2017/18 to study options for renovation or replacement. The study recommended replacement at a proposed cost of $9.3 million. The current station cannot be renovated in a way that will allow it to house an aerial ladder apparatus (fire truck), which is critical to meet the operational needs of the department. This operational need was independently verified by a consultant in a deployment performance analysis conducted in 2016.
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FY 2 022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | UNFUNDED PROJECTS
UNFUNDED PROJECTS ADMINISTRATIVE FACILITIES
6558 - Morse Mansion Maintenance & Repair
FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26 FY 2026/27 Five-Year CIP Total $1,272,500 $6,900,000 $50,000 $50,000 $50,000 $8,322,500 The project would cover maintenance and repair of the Morse Mansion on an annual basis. General repairs include walls, paint, plumbing, porch repair, roof repair, etc. This project is partially funded in years 1 and 2, while the out years remain unfunded. A property condition assessment was completed in 2017 with the following recommendations: reroofing of structures and dry rot repair, window restoration, door restoration, mechanical and plumbing upgrades, siding restoration, insulation and attic wiring, landscaping and site restoration, foundation structural work, front porch restoration, interior repairs, and repainting.
TEMP20 - New Project - Seismic Evaluation of EOC and Fire Station #2 FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26 FY 2026/27 Five-Year CIP Total $100,000 - - - - $100,000
This project would include funding for seismic evaluations of both the Emergency Operations Center and Fire Station 2/Training Center. A seismic evaluation of these buildings is a requirement of the City's Emergency Services Plan.
TEMP24 - New Project - Replacement SCBA Filling Stations FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26 FY 2026/27 Five-Year CIP Total $100,000 - - - - $100,000
This project replaces self-contained breathing apparatus (SCBA) filling stations and is partially funded in the CIP with one of the two filling stations funded. The unfunded amount reflects the self-contained breathing apparatus replacement costs for Fire Station 2.
TEMP28 - New Project - Fire Station Security Upgrades
FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26 FY 2026/27 Five-Year CIP Total $165,000 $1,600,000 - - - $1,765,000
This project would fund security upgrades for Fire Stations 3, 4, and 8 including items such as electric gates, security cameras, enhanced fencing and key cards. These modifications are necessary to increase the level of facility security at Santa Clara Fire Stations.
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FY 2 022/23 AND FY 2023/24 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | UNFUNDED PROJECTS Five-Year CIP Total Unfunded Need: $75,495,667
UNFUNDED PROJECTS ADMINISTRATIVE FACILITIES
TEMP35 - Fire Station Renovations
FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26 FY 2026/27 Five-Year CIP Total - - $20,000,000 - - $20,000,000
This project would fund the various renovations identified as part of the Fire Station 1, 7, 9, and Administrative Building Renovation Study project, which is also unfunded. Potential renovations that the Fire Department would like to confirm with the study is bringing Fire Stations 1, 7, and 9 and the Administrative Building into both building code and Americans with Disabilities Act compliance.
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Community Facilities
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FY 202 2/2 3 AND FY 202 3 /2 4 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | COMMUNITY FACILITIES
INTRODUCTION
The capital projects within the Community Facilities theme enhance the functionality and sustainability of many important city-owned facilities. These projects include construction, repair, and renovation that are imperative for the City to promote safe, reliable, and adequate services while also providing a diverse range of parks, recreation, and open space opportunities to residents.
Funding Our Top Priorities
The projects included in the CIP were determined in accordance with both the City Council’s Strategic Pillars and the budget priorities. The chart below illustrates the funding amount per Strategic Pillar within the Community Facilities category.
The five-year CIP Community Facilities budget totals $1.4 million. The CIP projects were prioritized by the following criteria:
Priority Description
A critical need mandated,
emergency, or under
construction
B maintenance system reliability
and/or ongoing operations
C future system needs or future
regulatory requirements
D not critical, but achieve
efficiencies and/or sustainability
Deliver and
Enhance High
Quality
Efficient
Services and
Infrastructure,
$0.3 M, 21%
Enhance
Community Sports,
Recreational and
Arts Assets, $1.1 M,
79%
$1.1
$0.3
$0.0 $0.0
$0.0
$0.2
$0.4
$0.6
$0.8
$1.0
$1.2
Priority A Priority B Priority C Priority D
Millions
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FY 202 2/2 3 AND FY 202 3 /2 4 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | COMMUNITY FACILITIES Project Highlights
Major projects in the Community Facilities category are detailed below.
Central Park Library – Concrete Sidewalk Replacement
At the Central Park Library, the concrete sidewalk between the handicapped parking and short-term parking spaces and the building is settling and sinking. The sinking is occurring at an angle toward the building which is creating drainage issues. There are concerns for the building foundation and tripping hazards for library patrons including our disabled community.
The project scope includes design and construction of work needed to address the drainage issues and make the existing concrete walkway ADA compliant.
Parks Service Center Roof
The Parks Service Center building was constructed in the 1960's and contains the original roofing materials. The existing roof is beyond its useful life and is in dire need of replacement. The project consists of replacement of the parks service center roof and, if required in order to comply with code requirements, minor ADA upgrades to the existing restroom. The installation of solar panels, funded by Silicon Valley Power (SVP), will also be incorporated into the project and will generate energy savings for the City.
Central Park Master Plan - Aquatic Center Planning & Design In 2018, the City’s Facility Condition Assessment Report (Kitchell) identified the George Haines International Swim Center (ISC) as in critical condition and beyond its useful life, needing replacement. This project includes both (A) a study of the facility and master planning efforts for the first phase of the project, a new 50-meter multiuse pool and equipment/bathhouse, and (B) a forensic engineering/architectural and failure study of the existing 1960’s era ISC facility and its infrastructure with recommendations on necessary repairs, costs, and potential closure timeline.
An Aquatic Center Master Plan would provide opportunity for future phased expansion with additional pools as illustrated in the 2019 Central Park Master Plan and take advantage of previous extensive community input, geotechnical, engineering, CEQA and other studies. This project is partially funded and addresses the first phase of the planning effort.
Future Projects Funded by Quimby Act/Mitigation Fee Act Revenues In FY2021-22, the Parks & Recreation Department transitioned from budgeting projects based on estimated Quimby and Mitigation Fee Act (MFA) revenues to budgeting projects based on actual revenues received. This ensures funding is available to support the budgeted projects. As a result of this change, there are limited projects reflected in the CIP. For planning purposes, the Parks & Recreation Department developed the following Quimby/MFA funding strategies and project priorities that will be used to allocate these funds to projects as the revenues are received:
Funding Strategies
1. Completion of Projects Started
a. Example: Inflation may impact construction budget of projects that have not been awarded bid 300
FY 202 2/2 3 AND FY 202 3 /2 4 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | COMMUNITY FACILITIES
2. Federal, State, County and Local Mandates
a. Example: Accessibility—ADA improvements, Clean & Safe Parks & Playgrounds—Consumer Product Safety Commission Guidelines, County Health, Building Code upgrades, Engineering/Facility Condition Assessments (age and condition)
3. Community Wide Service Area Facilities (Serves the greatest number of residents) a. Example: Community Park North, Senior Center, Central Park Master Plan Projects
4. Park in Lieu Fee Program
a. Example: Project Application Review, Facility Condition Assessment, Land Value Appraisals, Studies and FF&E for Developer Delivered Parks
Project Priorities
The Department is proposing to fund the following CIP projects as park in-lieu fees are received:
1. Central Park Master Plan- Aquatic Center Planning & Design – This project would include both a study of the facility and master planning efforts for the first phase of the project, a new 50-meter multi-use pool and bathhouse. A forensic engineering/architectural and failure study of the existing 1960’s era ISC facility and its infrastructure would be completed with recommendations on necessary repairs, costs, and potential closure timeline. The project is proposed to be partially funded in the amount of $358,000 from Mitigation Fee Act revenue to begin the first phase, with a remaining unfunded amount of $2.1 million to complete the project.
2. Henry Schmidt Park Playground Rehabilitation (included in the Parks & Trails section) – The project would consist of the development of a park master plan and design development and construction to rehabilitate the existing playground.
3. Earl Carmichael Park Playground Rehabilitation (included in the Parks & Trails section) – The project would renovate the playground to meet accessibility standards, consumer product safety guidelines and measurably improved recreational play value.
4. Parkland Acquisition (included in the Parks & Trails section) – This project would allocate 25% of park inlieu fees for future land purchase.
5. Parks & Recreation Master Plan – This project is to develop a comprehensive city-wide Park & Recreation Master Plan that will provide policy options and direction for the acquisition and development of new parkland, recreation facilities and park amenities to meet the needs of new residents.
6. Facility Condition Assessment Update Project – This project would provide an update to the initial comprehensive study that was completed in FY 2016/17.
7. Central Park Master Plan - Aquatic Center, Community Recreation Center and Gymnasium – This project would provide a new aquatics center, reconfigured parking, site lighting, etc. adjacent to the Community Recreation Center to address traffic, parking, noise and issues with the current Swim Center. In addition, the Community Recreation Center will be refurbished and an indoor gymnasium will be added to the site.
To see full detailed descriptions of these projects, please see the Unfunded Projects – Community Facilities list later in this section and the Unfunded Projects – Parks & Trails list under the Parks & Trails section. 301
FY 202 2/2 3 AND FY 202 3 /2 4 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | COMMUNITY FACILITIES Major Accomplishments
• City Park Team - In 2021, Parks and
Recreation, Public Works, Information
Technology and Silicon Valley Power created
a Smart Parks Team to ensure that upcoming
projects include features such as electronic
locking systems on buildings, public WI-FI,
smart irrigation, EV charging stations, and
solar technology where appropriate. The team
meets regularly to review both City and
developer dedicated parks projects.
• Completion of the photovoltaic panel
installation at Northside Branch Library
provides a more energy efficient facility. The
photovoltaic system, part of a community-supported and funded program administered by the City’s Electric Utility Department, provides at least 62 MWh of electricity—more than 20 percent of the Northside Branch Library’s annual electric use. The community will be able to track the benefits of the project through an onsite educational computer monitor that displays the photovoltaic system’s output indicating kilowatts generated per hour and per day, the total power generated to date and the estimated environmental benefit from the date of installation.
• Upgrade of major light fixtures at Central Park Library to LED, resulting in a better lit environment, lowered utility costs and a reduced need for potential costly maintenance. • Construction was completed on the Reed & Grant Sports Park in October 2020 and the Jerry Marsalli Community Center was dedicated in November of 2021. This facility enables the community to gather and enrich their lives through sports, fitness and recreation facilities. The building includes staff space, classroom space, a snack bar and restrooms.
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FY 202 2/2 3 AND FY 202 3 /2 4 PROPOSED CAPITAL IMPROVEMENT PROGRAM BUDGET | COMMUNITY FACILITIES Financing Sources
Funding for CIP Projects is allocated from the General Fund, new residential development impact fees (Quimby Act; Mitigation Fee Act), developer contributions, and the Electric Operating Grant Trust Fund.