Agenda packet — City Council and Authorities Concurrent, May 9, 2023 (part 2 of 4)

FY 2023/24 FY 2024/25
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Freeze City Auditor Position (1.00) (297,881) (314,418) Program: 3352 – City Auditor Administration
This action freezes the City Auditor position for t he FY 2023/24 and FY 2024/25 operating budget period. Long-term, the goal would be to consolidate the City Auditor and Seni or Performance Auditor positions, resulting in an ongoing reduction of one position. Both the City Auditor and Seni or Performance Auditor positions would need to be vacant to bring forward this ongoing change. The proposed reduction would not impact the current se rvice delivery as the City Auditor position has been vacant. The existing staff (1.0 Senior Performance Auditor and 1.0 Management Analyst) and consultant services would continue to deliver audit services for the City.

Performance Impact
The number of audits that can be performed by the City Audito r’s Office would continue to be impacted by the loss of capacity. City audits provide valuable information to improve City operations and address issues independently identified as part of the audit process.

Strategic Pillar:

Deliver and Enhance High Quality Efficient Services and Infrastructure

FY 2023/24 FY 2024/25
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Training and Travel Reduction (3,000) (3,000)
Program: 3352 – City Auditor Administration
This proposal reduces the training and travel budget by $3,000 (from $6,742 to 3,742). Staff would need to rely more heavily on online training opportunities versus in-person trai ning. This reduction is expected to have minimal impacts given the shift to online training post COVID-19 and the proposed reduction in the staffing level.

Performance Impact
The reduction to the training and travel budget is not expected to impact service delivery.

Strategic Pillar:

Deliver and Enhance High Quality Efficient Services and Infrastructure

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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | CITY AUDITOR’S OFFICE Performance and Workload Measures

City Auditor Division
Performance Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Percentage of audit
recommendations management
agrees to implement
N/A N/A 100% 100% 100% 100%
Percentage of approved workplans
completed or substantially
completed during the fiscal year
19% 43% 75% 75% 75% 75%
Percentage of hotline investigation
recommendations resolved

N/A N/A 90% 100% 90% 90%
Workload Measures
Number of major work products
issued

2 2 4 5 5 5

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City Manager's
Office
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324

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | CITY MANAGER’S OFFICE City Manager’s Office Description

The City Manager's Office is responsible for providing stra tegic direction and support to all City departments for day-to- day operations and planning, as well as support to the City Council with its policy making. In this capacity, the City Manager's Office resolves complex administrative matters, performs City-wide policy analysis, directs city-wide emergency preparedness efforts; drives strategic planning and organizational development; oversees employee relations; directs the preparation of the budget in conformance with the Council's approved priorities and Budget Principles; and advises the Council of the City’s financia l outlook. In addition, the City Manager's Office has direct respon sibility for economic development, community outreach and engagement, property and contract management, special projects, and legislative research and advocacy.

The City Manager’s Office also provides general administration for the Sports and Open Space Authority, Housing Authority, and Successor Agency of the former Redevelopment Agency.

Divisions and Services
The City Manager’s Office is organized into two Divi sions: City Council Support; and Leadership and Management Services.

City Council Support
Division Mission
Support the City Council with its policy decisions and assist with establishing and implementing goals, objectives, and planni ng strategies to maintain a thriving community with efficiently delivered City services.

Division Objectives
Provide policy support for decision making by assisting Council in establishing policies and priorities, advancing the City’s position on regional, State, and federal legislative issues, and executing its legislative responsibilities.

Build intergovernmental relations and promote a strong, effective advocacy voice for legislation that will benefit the City.

Leadership and
Management Services
Division Mission
Support the Santa Clara community through strategic planning, day-to-day oversight of operations, policy development, and fisca l planning. This Division also leads economic development, organizational development, community outreach and engagement, and the implementation of key policies and programs.

Division Objectives
Implement Council direction while overseeing City operations and department resources, economic development, management of City-owned properties, and the development and implementation of key policies.

Plan and execute highly complex, citywide projects while strategically developing a more effective and efficient organization.

Enhance the City’s community outreac h and engagement efforts by updating the City’s communications plan and informing residents and businesses about issues through press releases, Community Letters, the City Hall News online, Inside Santa Clara (the City newspaper for residents and businesses), the City’s website and social media channels.

325

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | CITY MANAGER’S OFFICE Significant Accomplishments
City Council Support
 Coordinated the preparation and timely distribution of meeting agendas, Council briefings and the day-to-day operations of the Mayor and Council office.
 Facilitated and staffed the transition to hybrid/in- person City Council and Planning Commission meetings.  Guided the transition back to in-person/hybrid boards and commission meetings in alignment with new noticing and legislative body requirements.
 Provided communications support for City Council and sta ff for State of the City, community events, groundbreaking and ribbon cutting events and speaking engagements.
 Hosted first in-person State of the City event after two years of virtual events due to the pandemic, where community awards from all districts were highlighted via prerecorded video and integrated into the multimedia presentation; the event was recorded and subsequently shared via social media and City News.

Leadership and Management
 Successfully led organization through leadership transiti ons while challenging the organization to maintain high- quality, cost effective services responsive to the needs of Santa Clara residents in alignment with Council priorities.  Worked with City departments to implement a three-pr ong budget balancing approach of cost containment, new revenues and the use of reserves to address a significant structural budget deficit while minimizing impacts to front- line public services.
 Coordinated efforts across City departments to process over 32,000 Public Records Act requests during FY 2021/22 and approximately 22,000 requests in FY 2022/23.

Community Outreach and Engagement
 Migrated the City ’s bi-annual newspaper, “Inside Santa Clara” to a digital format, with printed copies available at City facilities, resulting in annual budgetary savings of approximately $90,000 and aligni ng with environmental sustainability goals and mandates by saving over one million sheets of paper per year.  Launched a new redesign for “City Hall News” in February 2022, including Mayor and Council District messages (when available) to provide Citywide and district-specific news and updates to the community.  Maintained a robust presence on social media throug h Instagram, Twitter, Facebook, Nextdoor, and LinkedIn.  Developed, designed, and facilitated mailers and utility bill insert content to keep the community apprised of special events, initiatives, and community meetings.
 Developed a series of video messages from the City Coun cil on cultural and holiday events including Eid al-Fitr, Kwanzaa, 4th of July, Black History Month, Diwali and more.  Collaborated with Wate r & Sewer Utilities on a “Save Our Water ” campaign to educate the public on ways to conserve water during periods of prolonged drought and how to develop a “Water Conservation Mindset” to face future challenges.
 Conducted a robust community outreach effort with business and community leaders to discuss possible revenue measures for the November 2022 election. Efforts included a community survey, focus groups, dedicated webpage, direct mail and community presentatio ns. Voters approved Measure G by over 84% (5% Utility transfer) and Measure H (Business License Tax
Update) by 60% on the November 2022 ballot.
 Facilitated Council and community discussion regard ing high-profile projects such as the acquisition of 1601 Civic Center Drive for parkland and the operations of the BMX park.

326

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | CITY MANAGER’S OFFICE  Developed and produced high-quality videos for City departments, including officer profiles for SCPD’ s recruiting website, a featurette on Mission City Memorial Pa rk, a Sneak Peek at Raymond G. Gamma Dog Park, Mayor@Noon and highlight videos of special events (Annual Tree Lighting, LGBTQ+ Flag Raising).  Responded to over 200 media inquiries annually.

Special Projects
 Led efforts to prepare the City ’s FY 2021/22 Community Project Funding r equest application that resulted in the award of $2.725 million in funding for the De La Cruz Blvd , Lick Mill Blvd, and Scott Blvd Bicycle Projects with Representative Ro Khanna’s recommendation. The projects will enhance safety, improve mobility, reduce vehicle emissions, and connect local residential communities, schools, libraries, and major employers within Silicon Valley.  Led efforts to prepare the City ’s FY 2022/23 Community Project Funding r equest application that resulted in the award of $3 million in funding for the Anna Drive Neighborhood Flood Protection Project based on Representative Ro Khanna’s submittal and $500,000 in funding for the Fire St ation Microgrid Project based on Senators Dianne Feinstein and Alex Padilla ’s submittals. The Anna Drive Neighborh ood Flood Protection will benefit and provide flood protection to hundreds of residents and businesses. The Fire Station Microgrid Project will accelerate microgrid technologies that provide community benefits through decarbonization and climate resiliency.  Coordinated the City ’s FY 2023/23 State Budget fundi ng request which resulted in the award of $800,000 for the Magical Bridge All-Inclusive Playground based on Assembly Member Alex Lee’s submittal.  Renegotiated Memorandum of Understanding with the S anta Clara Unified School District for the continued use and operation of the Youth Activity Center, Teen Center and Skate Park on the Cabrillo Middle School Campus.

COVID-19 Response and Relief Efforts
 Distributed regular COVID-19 updates to the community with the latest information on the COVID-19 pandemic as well as the City’s response efforts.
 Maintained the drive-through window at City Hall for safe, in person utility bill payment, and other financial transactions.
 Incrementally increased City services to provide “in-person” beginning in July 2021 up to five days a week.  Terminated the City Proclamation of Em ergency for COVID-19 on February 7, 2023.

Significant Objectives
City Council Support
 The City Manager ’s Office will provide strategic leadership, pol icy analysis, and communications in support of Council priorities.
 The City Manager ’s Office will facilitate and support a mix of in -person and virtual m eetings including the coordination of policy priority setting initiatives.
 The City Manager ’s Office will plan, coordinate and oversee the operations of the Mayor and Council office staff including the coordination of timely responses to Council and constituent inquiries.  The City Manager ’s Office will provide staff and communications support for the State of the City, community events, groundbreaking/ribbon cutting events and speaking engagements.

327

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | CITY MANAGER’S OFFICE Leadership and Management
 The City Manager ’s office will maintain excellence in the City ’s service delivery by helping to resolve complex administrative matters in support of Council priorities and the day-to-day operations of City Departments.  The City Manager ’s office will strive to maintain effective work ing relationships with stakeholders and community partners to advance the best interests of the City.
 The City Manager ’s office will develop and oversee strategies to enhance civic engagement using a range of social media and other platforms to promote inclusion and diversity of thought in the dev elopment of public policy initiatives.
 The City Manager ’s Office will continue efforts to mitigate deficits projected in the City ’s Ten-Year General Fund Financial Forecast through development of revenue strategies, implementat ion of alternative service delivery models and expenditure reductions.
 As required by the California Public Records Act, the City Manager ’s office will continue to develop and implement strategies to address the increasing volume of public records requests in a manner that is both timely and responsive with the goal of enhancing public transparency while balancing City resources.

Legislative Advocacy
 The City Manager ’s Office will assist departments in identifying and pursuing federal and State funding opportunities for key City projects in coordination with the City’s legislative consultant.  The City Manager ’s Office will continue to build intergovernment al relations and promote a strong, effective advocacy voice for State and federal legislation that will benefit the City.

Community Outreach and Engagement
 The City Manager ’s Office will develop, execute and lead the City ’s external and internal communications and outreach strategy using a broad range of communications channels and Citywide communications initiatives.  The City Manager ’s Office will continue to manage City ’s Customer Relationship Management System, MySantaClara, to provide a more effective and user-friendly experience to Santa Clara residents, businesses, and visitors.
 The City Manager ’s office will act as a City liaison to, and coordina te with, various community groups, non-profit organizations and intergovernmental partners to address the needs of Santa Clara residents.

Special Projects
 The City Manager ’s Office will continue to work with various stakeholders to advance the la nd use planning and development of Santa Clara’s downtown.
 The City Manager ’s Office will continue to work with regio nal partners to develop and implement goals and measures that reduce aircraft noise.
 The City Manager ’s Office will continue to work with stakeholde rs to advance economic development efforts to promote Santa Clara tourism and businesses.
 The City Manager ’s office will continue to work with local school s and community partners to leverage community assets and enhance the educational, recreational and social outcomes of students and the most vulnerable of Santa Clara residents.
 Allocate financial resour ces to acquire software that will improve staff’s document review process for Public Records Act requests.

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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | CITY MANAGER’S OFFICE Budget Highlights
 Recommends a carefully balanced FY 2023/24 and 2024/25 Bien nial Operating Budget that reflects the City Council priorities and continues to build on the foundation of financial sustainability.  With a combination of strategies to address the General Fund shortfall, the budget balances the competing goals of aligning ongoing revenues and expenditures and mini mizing the service delivery impacts to the community, including freezing 1.0 FTE Assi stant City Manager position; this is in a ddition to the 1.0 Assistant City Manager and 1.0 Senior Management Analyst positions that were frozen as part of the last operating budget cycle.

329

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | CITY MANAGER’S OFFICE

*The positions above represent all funded positions. This excludes the 1.0 Assistant City Manager position that was frozen, as approved by the City Council on March 9, 2021 (Agenda Item 5.0 – Report to Council 21-402), and 1.0 Senior Management Analyst position that the City Council approved to freeze on September 28, 2021 (Report to Council 21-1299). The position count also excludes 1.0 Assistant City Manager position that is proposed to be frozen for FY 2023/24 and FY 2024/25.

City Manager’s Office

11.30 FTEs*

Leadership and Management Services

0.50 City Manager

0.70 Chief Operating Officer

0.70 Assistant City Manager

0.30 Assistant to the City Manager

1.00 Development Project Manager

0.70 Public Information Officer

0.90 Communications Coordinator

1.00 Management Analyst / Com. & Outreach Manager

0.70 Management Analyst

0.70 Executive Assistant to City Manager

0.70 Staff Aide I

1.00 Office Specialist III

8.90 Total Leadership and Management
Services FTE

City Council Support

0.50 City Manager

0.30 Chief Operating Officer

0.30 Assistant City Manager

0.30 Public Information Officer

0.10 Communications Coordinator

0.30 Management Analyst

0.30 Executive Assistant to the City Manager

0.30 Staff Aide I

2.40 Total City Council Support FTE

330

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | CITY MANAGER’S OFFICE Budget Summary

FY 2021/22
Actual
FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2023/24
Change %
FY 2024/25
Proposed
FY 2024/25
Change %
1021 Policy Support for Decision
Making
1,054,243 952,049 866,996 (8.9%) 913,421 5.4%
1022 Intergovernmental Relations and
Advocacy
206,886 255,665 238,983 (6.5%) 243,265 1.8%
1,261,129 1,207,714 1,105,979 (8.4%) 1,156,686 4.6%
1031 Day-to-Day Operations 4,374,142 2,967,300 2,383,061 (19.7%) 2,458,638 3.2% 1032 Strategic Planning 1,111,250 1,060,936 748,370 (29.5%) 790,323 5.6% 1033 Community Outreach and
Engagement
1,039,023 1,176,375 1,061,125 (9.8%) 1,107,405 4.4%
6,524,415 5,204,611 4,192,556 (19.4%) 4,356,366 3.9%
7,785,544 6,412,325 5,298,535 (17.4%) 5,513,052 4.0%Total by Division / Program Leadership and Management Services Division
Total Leadership and Management
Services Division
Dollars by Division / Program
City Council Support Division
Total City Council Support Division

331

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | CITY MANAGER’S OFFICE Budget Summary

FY 2021/22
Actual
FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2023/24
Change %
FY 2024/25
Proposed
FY 2024/25
Change %
Dollars by Fund
General Fund 5,184,716 6,085,321 4,980,204 (18.2%) 5,175,582 3.9% Convention Center Enterprise Fund 15,776 0 0 N/A 0 N/A
Fringe Benefits Fund 107,543 0 0 N/A 0 N/A
OPEB Plan Trust Fund 2,334,266 0 0 N/A 0 N/A
39,472 0 0 N/A 0 N/A
70,432 0 0 N/A 0 N/A
Public Donations Fund 33,339 0 0 N/A 0 N/A
Related Santa Clara Developer Fund 0 327,004 318,331 (2.7%) 337,470 6.0% Total by Fund 7,785,544 6,412,325 5,298,535 (17.4%) 5,513,052 4.0% Dollars by Category
Salary and Benefits
Salary 2,408,163 2,383,873 1,841,684 (22.7%) 1,957,296 6.3% As-Needed 271,246 131,975 211,353 60.1% 217,629 3.0%
Retirement 905,181 970,968 829,318 (14.6%) 883,525 6.5% Health Allocation 109,083 166,715 196,018 17.6% 204,148 4.1% Medicare 41,373 43,293 35,582 (17.8%) 37,565 5.6%
Social Security 89,794 104,639 98,814 (5.6%) 101,630 2.8% Other Benefits 2,413,891 190,340 95,406 (49.9%) 97,960 2.7% Total Salary and Benefits 6,238,731 3,991,803 3,308,175 (17.1%) 3,499,753 5.8% Non-Personnel
Materials/Services/Supplies 701,632 1,598,581 1,296,643 (18.9%) 1,325,263 2.2% Interfund Services 774,749 821,941 693,717 (15.6%) 688,036 (0.8%) Capital Outlay 70,432 0 0 N/A 0 N/A
Total Non-Personnel 1,546,813 2,420,522 1,990,360 (17.8%) 2,013,299 1.2% Total by Category 7,785,544 6,412,325 5,298,535 (17.4%) 5,513,052 4.0% Other City Departments Operating
Grant Trust Fund
Public, Education and Governmental
(PEG) Fee Fund

332

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | CITY MANAGER’S OFFICE Position Summary

FY 2021/22
Adopted
FY 2022/23
Adopted*
FY 2023/24
Proposed*
FY 2023/24
Change
FY 2024/25
Proposed*
1021 Polic y Support for Decision Making 2.55 2.55 2.10 (0.45) 2.10 1022 Intergovernmental Relations and Advocacy 0.45 0.45 0.30 (0.15) 0.30 Total City Council Support Division 3.00 3.00 2.40 (0.60) 2.40 Leadership and Management Services Division
1031 Da y-to-Day Operations 3.80 3.80 4.50 0.70 4.50 1032 Strate gic Planning 3.00 3.00 2.00 (1.00) 2.00 1033 Community Outreach and Engagement 2.70 2.70 2.40 (0.30) 2.40

9.50 9.50 8.90 (0.60) 8.90 Total by Division / Program 12.50 12.50 11.30 (1.20) 11.30 FY 2021/22
Adopted
FY 2022/23
Adopted*
FY 2023/24
Proposed*
FY 2023/24
Change
FY 2024/25
Proposed*
Positions by Fund
General Fund 12.50 11.50 10.30 (1.20) 10.30
Related Santa Clara Developer Fund 0.00 1.00 1.00 0.00 1.00 Total by Fund 12.50 12.50 11.30 (1.20) 11.30
Position Classification
Assistant City Manager 2.00 2.00 1.00 (1.00) 1.00
Assistant to the City Manager 2.00 2.00 0.30 (1.70) 0.30 Chief Operating Officer 1.00 1.00 1.00 0.00 1.00
City Manager 1.00 1.00 1.00 0.00 1.00
Communications Coordinator 1.00 1.00 1.00 0.00 1.00
Deputy City Manager 0.00 1.00 0.00 (1.00) 0.00
Development Project Manager 0.00 0.00 1.00 1.00 1.00
Executive Assistant to City Manager 1.00 1.00 1.00 0.00 1.00 Management Analyst / Com. & Outreach Manager 1.00 1.00 1.00 0.00 1.00 Management Analyst 1.00 1.00 1.00 0.00 1.00
Office Specialist III 0.50 0.50 1.00 0.50 1.00
Public Information Officer 0.00 0.00 1.00 1.00 1.00
Senior Management Analyst 1.00 0.00 0.00 0.00 0.00
Staff Aide I 1.00 1.00 1.00 0.00 1.00
Total Positions 12.50 12.50 11.30 (1.20) 11.30
Positions by Division / Program
City Council Support Division
Total Leadership and Management Services

333

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | CITY MANAGER’S OFFICE Budget Reconciliation

Positions Expenditures
(All Funds)
Prior Year Budget 12.50 6,412,325 Chamber of Commerce Rebudget (330,000)
Salary and Benefits adjustments (199,723)
Reallocation of 0.5 Office Specialist III from Non-Departmental 0.50 73,773 Reallocation of 0.3 Assistant to the City Manager from Non-Departmental 0.30 93,599 Reallocation of 1.0 Assistant to the City Manager to the Mayor & City Council (1.00) (288,063) Offices
Reclassification of 1.0 Assistant to the City Manager to 1.0 Public Information Officer Non-personnel adjustments 28,062
Net decrease of internal service fund allocations (128,224) Total FY 2023/24 Base Budget Adjustments (0.20) (750,576) Total FY 2023/24 Base Budget 12.30 5,661,749 Freeze 1.0 Assistant City Manager Position (1.00) (363,214) Total Service Level Changes (1.00) (363,214) Total FY 2023/24 Proposed Budget 11.30 5,298,535 FY 2024/25 Base Budget Adjustments
Ongoing Cost Adjustments
Salary and benefits adjustments 211,919
Non-personnel adjustments 28,620
Net decrease of internal service fund allocations (5,681) Total FY 2024/25 Base Budget Adjustments 0.00 234,858 Total FY 2024/25 Base Budget 11.30 5,533,393 Freeze 1.0 Assistant City Manager Position (20,341) Total Service Level Changes 0.00 (20,341) Total FY 2024/25 Proposed Budget 11.30 5,513,052 Service Level Changes
FY 2023/24 Base Budget Adjustments
One-Time Cost Adjustments
Ongoing Cost Adjustments
Service Level Changes

334

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | CITY MANAGER’S OFFICE Service Level Changes

FY 2023/24 FY 2024/25
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Freeze 1.0 Assistant City Manager
Position
(1.00) (363,214) 0 (383,555) 0
Program:
1021 – Policy Support for Decision Making
1031 – Day to Day Operations
1032 – Strategic Planning
1033 – Community Outreach & Engagement
This proposal freezes 1.0 vacant Assistant City Manager position. This position was intended to provide overall responsibility for City real estate an d transactional matters (i ncluding Stadium, Related Santa Clara and Successor Agency properties) and Convention Cent er and Destination Marketing Organization organizational and operational matters. It was also anticipated that this position would support the development and implementation of economic development program and policy work such as local minimum wage, worker retention, worker recall, smoking/tobacco policies, regulations, worker cooperative, small business grants, cannabis regulations and food delivery fees. As a staff lead, efforts on broad policy and special initiatives were reported out to the Council’s Economic Development, Communications, and Marketing Committee.

Performance Impact
The previous incumbent retired from the City in October 2021 and has since come back in an as-needed capacity to assist on a limited scope of over all responsibilities of the vacated Assistant City Manager position. While some gaps have been bridged in terms of services and duties, as-needed work hours are limited resulting in some duties being absorbed by other staff in other City departments and other duties are yet to be fully reassigned.

Strategic Pillar:

Manage Strategically Our Workforce Capacity and Resources

335

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | CITY MANAGER’S OFFICE Performance and Workload Measures

City Council Support Division
Workload Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Number of State and federal
legislative bills reviewed/tracked
228 86 100 100 100 100
Number of support/opposition
correspondence produced for
regional, State, and federal
legislation
N/A 13 15 22 15 15
Number of meetings/reports/
presentations to City
Departments and/or City
Council to share legislative
information1 – Modified for FY
2023/24

N/A 18 12 17 14 14
Number of City Council meeting
referrals open
2 – Modified for
FY 2023/24
39 31 44 31 30 30
Number of City Council meeting
referrals closed N/A 26 31 30 30 30
Number of City Council agenda
reports approved
870 801 750 750 750 750
Number of City Council and
Council Committee meetings –
103 70 75 60 70 70
Total Number of City Council
meeting hours including
Regular, Special and Closed
Sessions3 – New for FY
2023/24

N/A N/A N/A N/A 240 240

1 This now includes reports. The quarterly legislative updates and annual adoption of legislative advocacy positions are usually on the Consent Calendar.

The reports are the most public way the City communicates legislative updates and should be counted towards this workload measure. 2 This does not include committee referrals or referrals from priority setting sessions. 3 The number of City staff that attend the meetings are not considered for this target. 336
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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | CITY MANAGER’S OFFICE Performance and Workload Measures

Leadership and Management Services Support Division
Performance Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Percentage of MySantaClara
app users who are satisfied or
very satisfied with the City’s
response to their request
63% 59% 70% 60% 70% 70%
Percent of forwarded constituent
concerns and inquiries to City
Manager and appropriate City
Department Director within three
business days – New for FY
2023/24

N/A N/A N/A N/A 100% 100%
Percentage of employees that
feel satisfied with the City as an
employer
4 N/A N/A N/A N/A N/A N/A
Percentage of residents that
believe the City is doing an
excellent or good job5

N/A N/A N/A N/A N/A N/A
Percentage of residents that
believe the City is keeping the
residents informed4

N/A N/A N/A N/A N/A N/A
Citywide Social Media Posts
Percentage increase in
Twitter followers
16% 6% 5% 3% 3% 3%
Percentage increase in
Facebook followers
9% 3% 5% 3% 3% 3%
Percentage increase in
LinkedIn followers
13% 20% 5% 5% 5% 5%
Percentage increase in
Instagram followers

N/A 17% 5% 5% 5% 5%

4 The last employee engagement survey was completed in 2019. T hese surveys are not completed annually and are typically conducte d biennially. An employee engagement survey was not completed in FY 2021/22. Further staff evaluation will be conducted for future employee engagement surveys. 5 Resident surveys were not completed in FY 2021/22. Further staff evaluation will be conducted for future resident surveys.

337

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | CITY MANAGER’S OFFICE Performance and Workload Measures

Leadership and Management Services Support Division
Workload Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Percentage of community grants
approved within 30 business
days6 – Modified for FY 2023/24
100% 50% 90% 50% 75% 75%
Number of community grants
awarded to support events,
activities, and competitions
7 –
Modified for FY 2023/24
2 8 10 8 8 8
Number of Public Records Act
requests received, including sub-
requests – New for FY 2023/24
N/A N/A N/A N/A 22,000 22,000
Number of economic
development visits with Santa
Clara businesses
8 14 15 15 0 5 5
Number of community engagement activities
Community surveys

15 8 10 8 8 8
Media inquiries 172 224 75 100 100 100
News Items on City Website
– New for FY 2023/24

N/A N/A N/A N/A 75 75
News releases/media
advisories

21 9 50 10 10 10
Videos, produced or edited9
(e.g. Santa Clara Source) –
Modified for FY 2023/24
276 76 120 15 15 15

6 Staff time is required to facilitate the grant award, as such this measure definition was edited to specify the 30 days as 30 business days. 7 This was revised to include Parade of Champions and Showtime in addition to Community Grant Program awards. 8 For FY 2022/23, the number was zero due to a shortage in staff resources. This activity will resume during the next budget cyc le; however, at a lower rate.
9 Santa Clara Source was discontinued in 2021. The need for videos in creased during COVID, but now that we are back in person, the need has shifted. 338

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | CITY MANAGER’S OFFICE Performance and Workload Measures

1,022 1,203 725 1,000 1,000 1,000
Number of Nextdoor posts

323 352 200 300 300 300
Number of Twitter posts

1,014 930 725 800 800 800
Number of Instagram posts

N/A 734 600 600 600 600
Number of LinkedIn posts

50 210 80 100 100 100
Citywide Publications
Inside Santa Clara
Newsletter
N/A 2 3 2 2 2
Bill Insert10 – Modified for FY
2023/24
N/A 6 12 4 4 4
City Hall Monthly News11 –
Modified for FY 2023/24
N/A 17 24 11 11 11
Annual Calendar

N/A 1 1 1 1 1

10 Mission City News was discontinued. However, information is still being sent out to the community via bill inserts. The number reported for FY 2021/22 reflects the full total of bill inserts that went out that FY. 11 The City Manager’s Biweekly was converted to City Hall News monthly and City Council district news in response to Council directive. 339

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340
Community Development
Department
341

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342

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | COMMUNITY DEVELOPMENT DEPARTMENT Community Development Department Description

The Department consists of three divisions: Planning, Building, and Housing and Community Services. The Director, Assistant Director and a Management Analys t support the activities of the Depa rtment as a whole. The Department’s primary purpose is to guide the ongoing physical developm ent of the community, which includes long range land use planning, review of new development proposals and construction to ensure that it conforms to the standards of the City and State and the provision of affordable housing within the City of Santa Clara. The Department acts as an advisor to the City's decision-makers in these areas and carries out t he policies of the City Counc il. Santa Clara's policies and standards are contained in the General Plan, Zoning Ordi nance, California Building Codes and adopted City Council policies. Plans for all new structures are reviewed and construction inspections are made to verify the safety and basic quality of work. Maintenance of the City ’s General Plan, proactive land use planning to meet the future needs of the community, and the delivery of high-qual ity professional services, including the enhancement and streamlining of the development permit process, and forging partnerships to prov ide housing services to lower income members of the community are primary objectives of the Department.

Divisions and Services

The Community Development Department is organized in to three Divisions: Planning, Building, and Housing and Community Services.

Housing and Community
Services Division
Mission
The Housing and Community Services Divi sion administers the City’s federal Community Development Block Grant (CDB G) and HOME Investment Partnerships Act Program (HOME) entitlement grant programs. The federal entitlement grants are used to promote affordable housing, rehabilitat e substandard housing, provide neighborhood improvements and remove barrier s to persons with disabilities, and fund public services for low- and moderat e-income residents. Additionally, the Housing and Community Services Division administers the City’s inclusionary housing program, which requires that a per centage of new development units be dedicated to low and moderate-income residents. Also, the Housing Division continues to manage its Redevelopment A gency legacy assets which include land and cash available for development, loans to first-time homebuyers, and other new affordable development projects.

Division Objectives
Complete an Annual Action Plan and administer grants using federal funding received by the City. The plan identifies community development and affordable housing needs and determines activities to be implemented that will assist low- and moderate- income people and prevent homelessness.

Administer our two core federally funded programs: Tenant Based Rental Assistance (TBRA) and Neighborhood Conservation and Improvement Program (NCIP) and partner with the County on State Permanent Local Housing Allocation (PLHA) funding implementation.

Complete in a timely fashion those budgeted capital improvement projects receiving funds from the federal CDBG Program and HOME Investment Partnership Act Program.

Achieve the community service goals required of City-funded public service agencies. 343

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | COMMUNITY DEVELOPMENT DEPARTMENT Encourage and finance the construction and maintenance of housing affordable to lower- and moderate-in come households utilizing the revenues from the following three housing funds: Housing Successor, City Affordable Housing and Housing Authority. Provide opportunities for affo rdable home ownership to moderate-income households. Implement the City’s inclusionary housing policy, which requires 15% of all new residential developments be set- aside for a mix of very low, low, and moderate-income households.

Building Division
Mission
To provide high quality and efficient services for the design, construction, use, occupancy, and maintenance of all buildings and structures in order to safeguard the public health, safety and general welfare in the built environment.

Division Objectives
Provide excellent customer service and efficient plan review and permitting services at the Permit Center via walk in over the counter or through the online permit system.

Provide effective, reliable field inspecti on services for the community by ensuring Building Code safety regulations are met during construction and code enforcement concerns.

Continue streamlining the building permit process through new technologies and the internet. Continue improving and enhancing the permit information system to expand utilization to its fullest potential.

Continue to improve customer satisfaction by providing more staff and new innovative software to better assist Permit Center visitors.

Apply and implement new building codes and new State legislation.

Continue to coordinate plan checks and inspections statuses of the four development functions: Building, Fire Prevention, Planning and Public Works/Engineering.

Planning Division
Mission
To enhance the community’s safety, welfare, quality of life, and economic opportunities by providing advanced planning and development review services.

Division Objectives
Review proposed development projects for consistency with City policies, ensure compliance with the California Environmental Quality Act (CEQA), and confirm construction complies with development approvals.

Continue streamlining the development process and facilitate public access to information through new technologies and the internet.

Prepare and implement long range plans; in coordination with consultants, update the Zoning Ordinance, prepare the Downtown Precise Plan and Form Based Zoning Code and the El Camino Real and Santa Clara Station Area Specific Plans.

Support the City’s historic preservation efforts, provide code enforcement to respond to community concerns, implement the Climate Action Plan, and work with the Valley Transportation Authority (VTA) on planning for transit services.

Provide support for CEQA/National Environm ental Policy Act (NEPA) review of City capital, affordable housing, and other public projects.

344

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | COMMUNITY DEVELOPMENT DEPARTMENT Significant Accomplishments
• City approved Santa Clara's Draft 2023-2031 Housing Element that was also previously submitted in a timely manner to the California Department of Housing and Community Development (HCD) for review. • Adopted the Patrick Henry Drive Specific Plan to implement the City’s General Plan goals and policies for the area by providing detailed guidance for future land uses and urban design elements to accommodate new residential dwelling units, office space and other new neighborhood-serving retail and public facilities. • Adopted the Climate Action Plan Update (CAP) that sets new targets for reaching aggressive emissions reductions.

Subsequently, staff has created a CAP checklist for the applicants to track and implement CAP Targets. • Adopted the Freedom Circle Focus Area as a part of the City‘s General Plan for future growth and which establishes the future capacity and an overall vision for a new, high-density mixed-use community. • Posted the Downtown Precise Plan and Form Based Zoning Code Review Drafts for public review. • Planning Division Code Enforcement staff proactively perfor med code enforcement efforts in the Mission Town neighborhood to improve the quality of life for the residents through effective community outreach and abatement of graffiti, trash, and inoperable vehicles. Staff also worked diligently to address issues with vacant properties along El Camino Real. Properties were cleared of trash and junk cars, buildings were secured, and numerous illicit and unpermitted advertising signs that plagued the boulevard were addressed. • Kifer I (Calabazas Apartments) and St. Anton Apartments were completed & Kifer II Senior, Agrihood, and Monroe Apartments are under construction. These projects will create 646 new affordable housing opportunities. • Invested approximately $1.5 million in the City’s Neig hborhood Conservation and Improvement Program (NCIP) and minor repair programs.
• Invested approximately $2.0 million in the City’s Tenant Based Rent al Assistance Programs and convened a Homelessness Taskforce.
• Assisted four families in purchasing Below Market Purchase homes, approximately 2,450 residents through public service programs, and 35 homeless or at-risk Santa Clara residents through the County’s Supportive Housing Case Management Program.
• Emergency Rental Assistance: 261 households (approximately 780 people) received assistance through the City’s Emergency Rental Assistance Program (ERAP) using $600K of CDBG funds and over $580K CDBG-CV funds. • Implemented innovative customer software program to enable virtual, over the c ounter, phone call appointments and services which alleviate uncertainty with wait ti mes and provide customers with important informational updates.
• Implemented mass communication tools (Gov Delivery) to provide general information to the community and its customers such as the 2022 CA Building Code Adoption and Reach Codes. • Fiscal Year 2021/22 data shows accomplishments in various Building Divi sion areas including the Permit Center, Plan Review, Inspections and Administrative team:
• Number of permits under review: 1,008 records
• Number of issued permits: 1,634 records
• Number of inspections performed: 45,354
• Number of fina
lized permits: 3,029 records
• Number of housing units under review or construc tion: 3,276 units (23 Single Family + 136 Accessory Dwelling Units (ADU) + 3117 Multifamily)
• Total square footage of nonresidential development under review or construction: 5,507,529 sf • Number of PRAs processed: 307
345

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | COMMUNITY DEVELOPMENT DEPARTMENT • Received and responded to 18,593 emails and 16,548 phone calls to Admin and Permit Tech teams • Created virtual over-the -counter plan review process to help expedite plan review time for projects with smaller scopes.
• Created handouts and process to help guide the public and internal staff in understanding Reach Code All-Electric related regulations.
• Created Electronic Plan submittal guide to help with plan submittal quality and consistency. • Staff put forth tremendous effort to do a comprehensive update for all customer handouts and guides on the Building Division website, ensuring the community has access to only the most current code regulations.

Significant Objectives
• Continue to engage with the Santa Clara community to inform and involve community members in both long-range and current land use planning activities.
• Enhance economic development by meeting service deman ds; providing more timely development review and permit processing timeframes and inspections; keeping cr itical services in-house; providing consistency and continuity; and staying current with technology.
• Complete significant advanced planning efforts, including the Zoning Ordinance update, Housing Element Update, Tasman East Area Plan Amendments, Downtown Precise Plan and Form-Based Zoning Code, El Camino Real Specific Plan revisions, and Santa Clara Station Area Specific Plan. • Continue to implement the permit system replacement to streamline permit processes with online, electronic access, and integration with a geographic information system. • Work to expand the affordable housing pipeline, ex ecute Disposition and Development Agreements and loan closings for the current pipeline.
• Continue to administer the Below Market Rental Program (BMR) and Below Market Purchase Program (BMP). • Develop and implement policies and programs to reduce displacement and homelessness . • Continue to work towards full cost recovery model by increasing staff size to meet work volume. • Develop and expand organizational struct ure by creating more attainable entry level positions in plan review and inspection programs which will also result in more balanced distribution of workload. • Increase customer satisfaction levels by providing responses for Permit Center within one to two days. • Increase customer satisfaction levels by providing appointments for inspections within one to two days. • Complete release of ‘Simple Permit’ online services so customers can achieve perm it issuance for routine construction activity in a more streamlined, expeditious manner. • Provide more user-friendly online portal services by implementing OpenCities, a new website service which enables customers to navigate permit and fee processes much more easily and efficiently. • Implement new customer relationship management software, QMat ic, to provide customers with more visibility about Permit Center wait times, options for booking appointments as well as providing staff with accurate, reliable performance measure data about customer activity.
• Continue to improve upon data accuracy and reporting measures for state and county agencies by furthering knowledge and use of Accela Permit Information system’s reporting capabilities while al so continuing to provide assistance to other departments’ requests for data.
• Create regular checks and balances to manage the budget, ensuring that staff size is proportionately aligned with available funds.
• Align the Division’s consultant agreements by creating new agreements with updated terms and funding so effective 346

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | COMMUNITY DEVELOPMENT DEPARTMENT dates and end of term dates are in sync, which will result in easier, clearer tracking in contract management.

Budget Highlights

• The Proposed Budget includes the following budget actions to more appropriately align position funding to the work performed and to help address the General Fund shortfall:
• Shift the funding source for 1.0 Senior Planner fr om the General Fund to the Advanced Planning Fee Reserve
• Shift the funding source for 0.25 Associate Planner from the General Fund to the Building Development Services Fund

• Significant resources are recommended to support the Building Division to help address current pace of development activity in the City:
• One-time funding of $0.3 million for various so ftware and hardware upgrade s to enhance customer service and gain efficiencies for inspection staff
• Addition of the following positions in FY 2024/25:
 1.0 Office Specialist II
 1.0 Office Specialist III
 1.0 Office Specialist IV
 1.0 Permit Technician

347

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | COMMUNITY DEVELOPMENT DEPARTMENT

The positions also exclude 1.0 Senior Inspector that was originally funded by Related but is frozen beginning FY 2023/24 until funding is confirmed. The positions above also include the 4.0 positions recommended in FY 2024/25 as part of this Proposed Budget.

Community Development
Department

79.00 FTE*
Building

1.00 Assistant Building Official

0.23 Assistant Director of Community
Development

1.25 Associate Planner

1.00 Building Official

1.00 Code Enforcement Technician

8.00 Combination Inspector

2.00 Customer Service Representative

0.23 Director of Community Development

1.00 Inspection Manager

1.00 Management Analyst

1.00 Office Assistant

4.00 Office Specialist II

2.00 Office Specialist III

1.00 Office Specialist IV

1.00 Permit Center Supervisor

7.00 Permit Technician

1.00 Plan Review Manager

4.00 Plans Examiner

6.00 Senior Inspector

2.00 Senior Permit Technician

5.00 Senior Plans Examiner

1.00 Staff Analyst I

51.71 Total Building FTE
Planning

3.75 Associate Planner

0.77 Assistant Director of Community
Development

1.00 Code Enforcement Officer

2.00 Code Enforcement Technician

1.00 Development Review Officer

0.77 Director of Community
Development

2.00 Office Specialist II

1.00 Planning Manager

2.00 Principal Planner

2.00 Senior Planner

1.00 Staff Aide II

1.00 Staff Analyst I

18.29 Total Planning FTE
Housing and Community
Services

1.00 Housing Development Officer

1.00 Housing Division Manager

1.00 Housing Inspector

2.00 Management Analyst

1.00 Office Specialist III

1.00 Staff Aide I

1.00 Staff Analyst I

1.00 Staff Analyst II

9.00 Total Housing and Community
Services FTE
348

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | COMMUNITY DEVELOPMENT DEPARTMENT Budget Summary

FY 2021/22
Actual
FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2023/24
Change %
FY 2024/25
Proposed
FY 2024/25
Change %
5522 Development Review 2,575,801 2,040,855 1,858,586 (8.9%) 1,953,493 5.1% 5523 Advanced Planning 1,220,721 1,271,713 1,239,728 (2.5%) 1,311,755 5.8% 5524 Historical Preservation 343,153 571,940 532,626 (6.9%) 564,332 6.0% 5525 Code Enforcement 723,801 895,180 878,335 (1.9%) 928,668 5.7% 4,863,476 4,779,688 4,509,275 (5.7%) 4,758,248 5.5%
5532 Plan Review and Permit Services 7,743,107 9,017,393 9,332,299 3.5% 10,120,132 8.4% 5533 Field Inspection 5,265,249 4,947,826 4,503,503 (9.0%) 4,685,727 4.0% 5534 Housing Inspection 84,559 89,806 83,247 (7.3%) 86,062 3.4% 13,092,915 14,055,025 13,919,049 (1.0%) 14,891,921 7.0% 5542 Federal State Grant 444,235 566,958 583,346 2.9% 609,324 4.5% 5543 Neighborhood Conservation and
Improvement Program
328,329 150,485 192,331 27.8% 204,764 6.5%
5544 Community Development 2,649,958 1,667,250 2,992,456 79.5% 1,326,173 (55.7%) 5545 Affordable Housing 470,374 834,741 588,489 (29.5%) 609,336 3.5% 5546 Housing Authority 170,739 380,363 457,193 20.2% 414,581 (9.3%) 5547 City Affordable Housing 5,085,499 1,464,431 1,559,557 6.5% 1,595,486 2.3% 5548 Community Development
Housing Successor
12,434,115 1,242,599 873,227 (29.7%) 899,463 3.0%
21,583,249 6,306,827 7,246,599 14.9% 5,659,127 (21.9%)
39,539,640 25,141,540 25,674,923 2.1% 25,309,296 (1.4%) Total Building Division
Housing and Community Services Division
Total Housing and Community
Services Division
Total by Division / Program
Dollars by Division / Program
Planning Division
Total Planning Division
Building Division

349

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | COMMUNITY DEVELOPMENT DEPARTMENT Budget Summary

FY 2021/22
Actual
FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2023/24
Change %
FY 2024/25
Proposed
FY 2024/25
Change %
Dollars by Fund
General Fund 6,445,655 5,398,007 5,121,256 (5.1%) 5,392,464 5.3% 11,383,394 13,548,582 13,874,054 2.4% 14,846,926 7.0%
29,120 61,765 44,995 (27.2%) 44,995 0.0%
City Affordable Housing Fund 5,085,499 1,685,731 1,559,557 (7.5%) 1,595,486 2.3% 44,691 0 0 N/A 0 N/A
3,255,557 2,379,815 3,744,641 57.4% 2,115,381 (43.5%)
Housing Authority Fund 170,739 380,363 457,193 20.2% 414,581 (9.3%) Housing Successor Agency Fund 12,434,115 1,242,599 873,227 (29.7%) 899,463 3.0% 793 0 0 N/A 0 N/A
Prefunded Plan Review Fund 553,835 0 0 N/A 0 N/A
Related Santa Clara Developer Fund 136,242 444,678 0 (100.0%) 0 N/A Total by Fund 39,539,640 25,141,540 25,674,923 2.1% 25,309,296 (1.4%) Dollars by Category
Salary and Benefits
Salary 7,179,757 9,600,991 10,032,482 4.5% 11,011,760 9.8% As-Needed 680,610 529,577 406,771 (23.2%) 417,514 2.6%
Overtime 318,666 69,630 72,067 3.5% 74,588 3.5%
Retirement 2,764,036 3,433,149 3,438,719 0.2% 3,790,574 10.2% Health Allocation 628,160 1,058,995 1,121,921 5.9% 1,262,449 12.5% Medicare 119,680 145,333 152,993 5.3% 167,285 9.3%
Social Security 439,660 555,506 614,610 10.6% 663,295 7.9% Other Benefits 353,394 426,741 444,119 4.1% 484,455 9.1% Total Salary and Benefits 12,483,963 15,819,922 16,283,682 2.9% 17,871,920 9.8% Non-Personnel
Materials/Services/Supplies 20,116,974 4,922,217 4,126,884 (16.2%) 3,812,212 (7.6%) Interfund Services 2,456,112 2,549,613 2,110,909 (17.2%) 2,129,375 0.9% Other Expenditures 2,756,885 1,667,250 2,974,221 78.4% 1,306,494 (56.1%) Transfers to Other Funds 1,725,706 182,538 179,227 (1.8%) 189,295 5.6% Total Non-Personnel 27,055,677 9,321,618 9,391,241 0.7% 7,437,376 (20.8%) Total by Category 39,539,640 25,141,540 25,674,923 2.1% 25,309,296 (1.4%) Other City Departments Operating Grant
Trust Fund
Engineering Operating Grant Trust Fund
Housing and Urban Development Fund
Building Development Services Fund
Building Special Programs and Training
Fund

350

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | COMMUNITY DEVELOPMENT DEPARTMENT Position Summary

F Y 2021/22
Adopted
F Y 2022/23
Adopted
FY 2023/24
Proposed*
F Y 2023/24
Change
F Y 2024/25
Proposed*
Positions by Division / Program
Planning Division
5522 Development Review 6.30 6.75 6.50 (0.25) 6.50
5523 Advanced Planning 5.10 5.26 5.17 (0.09) 5.17
5524 Historical Preservation 2.35 2.43 2.36 (0.07) 2.36 5525 Code Enforcement 4.25 4.33 4.26 (0.07) 4.26
Total Planning Division 18.00 18.77 18.29 (0.48) 18.29
Building Division
5532 Plan Review and Permit Services 26.75 26.98 30.21 3.23 34.21 5533 Field Inspection 18.15 18.15 17.40 (0.75) 17.40
5534 Housing Inspection 0.10 0.10 0.10 0.00 0.10
Total Building Division 45.00 45.23 47.71 2.48 51.71
Housing and Community Services Division
5542 Federal State Grant 2.10 2.10 2.00 (0.10) 2.00
5543 Neighborhood Conservation and
Improvement Program

1.20 1.20 0.95 (0.25) 0.95
5544 Community Development 0.00 0.00 0.10 0.10 0.10
5545 Affordable Housing 2.30 2.30 2.10 (0.20) 2.10
5546 Housing Authority 0.65 0.65 0.65 0.00 0.65
5547 City Affordable Housing 1.20 1.20 1.95 0.75 1.95
5548 Community Development Housing
Successor

1.55 1.55 1.25 (0.30) 1.25
Total Housing and Community Services Division 9.00 9.00 9.00 0.00 9.00 Total by Division / Program 72.00 73.00 75.00 2.00 79.00

*The positions above represent all funded positions. This excludes the 1.0 Associate Planner and 0.75 Office Specialist II positions that were frozen, as approved by the City Council on March 9, 2021 (Agenda Item 5.0 – Report to Council 21-402). The positions also exclude 1.0 Senior Inspector that was originally funded by Related but is frozen beginning FY 2023/24 until funding is confirme d. The positions above also include the 4.0 positions being recommended to be added in FY 2024/25. 351

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | COMMUNITY DEVELOPMENT DEPARTMENT Position Summary

F Y 2021/22
Adopted
F Y 2022/23
Adopted
FY 2023/24
Proposed*
FY 2 0 2 3 /2 4
Change
F Y 2024/25
Proposed*
Positions by Fund
General Fund 20.30 21.07 23.44 2.37 23.44
Building Development Services Fund 43.00 43.23 47.71 4.48 51.71 City Affordable Housing Fund 1.20 1.20 1.95 0.75 1.95
Housing and Urban Development Fund 3.30 3.30 0.00 (3.30) 0.00 Housing Authority Fund 0.65 0.65 0.65 0.00 0.65
Housing Successor Agency Fund 1.55 1.55 1.25 (0.30) 1.25 Related Santa Clara Developer Fund 2.00 2.00 0.00 (2.00) 0.00 Total by F und 72.00 73.00 75.00 2.00 79.00
Position Classification
Assistant Building Official 1.00 1.00 1.00 0.00 1.00
Assistant Director of Community Development 0.00 1.00 1.00 0.00 1.00 Associate Planner 6.00 6.00 5.00 (1.00) 5.00
Building Official 1.00 1.00 1.00 0.00 1.00
Code Enforcement Officer 1.00 1.00 1.00 0.00 1.00
Code Enforcement Technician 3.00 3.00 3.00 0.00 3.00
C o m b i n a t i o n I n s p e c t o r 8 . 0 08 . 0 08 . 0 00 . 0 08 . 0 0 Customer Service Representative 1.00 1.00 2.00 1.00 2.00 D e v e l o p m e n t R e v i e w O f f i c e r 1 . 0 01 . 0 01 . 0 00 . 0 01 . 0 0 D i r e c t o r o f C o m m u n i t y D e v e l o p m e n t 1 . 0 01 . 0 01 . 0 00 . 0 01 . 0 0 Housing Development Officer 1.00 1.00 1.00 0.00 1.00
Housing Division Manager 1.00 1.00 1.00 0.00 1.00
Housing Inspector 1.00 1.00 1.00 0.00 1.00
Inspection Manager 1.00 1.00 1.00 0.00 1.00
Management Analyst 3.00 3.00 3.00 0.00 3.00
Office Assistant 1.00 1.00 1.00 0.00 1.00
Office Specialist II 5.00 5.00 5.00 0.00 6.00
Office Specialist III 2.00 2.00 2.00 0.00 3.00
Office Specialist IV 1.00 1.00 0.00 (1.00) 1.00
Permit Center Supervisor 1.00 1.00 1.00 0.00 1.00
Permit Technician 5.00 5.00 6.00 1.00 7.00
Plan Review Manager 1.00 1.00 1.00 0.00 1.00
Planning Manager 1.00 1.00 1.00 0.00 1.00
Plans Examiner 5.00 5.00 4.00 (1.00) 4.00
Principal Planner 2.00 2.00 2.00 0.00 2.00
Senior Inspector 7.00 7.00 6.00 (1.00) 6.00
Senior Permit Technician 1.00 1.00 2.00 1.00 2.00
Senior Planner 1.00 1.00 2.00 1.00 2.00
Senior Plans Examiner 4.00 4.00 5.00 1.00 5.00
S t a f f A i d e I 1 . 0 01 . 0 01 . 0 00 . 0 01 . 0 0 Staff Aide II 0.00 0.00 1.00 1.00 1.00
S t a f f A n a l y s t I 3 . 0 03 . 0 03 . 0 00 . 0 03 . 0 0 Staff Analyst II 1.00 1.00 1.00 0.00 1.00
Total Positions 72.00 73.00 75.00 2.00 79.00

The positions also exclude 1.0 Senior Inspector that was originally funded by Related but is frozen beginning FY 2023/24 until funding is confirmed. The positions above also incl ude the 4.0 positions being recommended to be added in FY 2024/25. 352

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | COMMUNITY DEVELOPMENT DEPARTMENT Budget Reconciliation

Positions Expenditures
(All Funds)
Prior Year Budget 73.00 25,141,540
CDBG and HOME grant allocation 1,306,971
Contractual services rebudget (550,000)
Santa Clara Intensive Case Management and Homeless Prevention Program (516,000) Adjustment to the transfer from Building Dev elopment Serv ices Fund to General Fund for Code Enforcement program
(3,311)
Ongoing Cost Adjustments
Salary and benefits adjustments 155,509
Addition of 3.0 Building Division positions, as approved by City Council on December 6, 2022, Report to Council 22-1222:

1.0 Senior Permit Technician 1.00 186,296

1.0 Permit Technician 1.00 174,939

1.0 Customer Service Representative 1.00 158,305
Reclassification of 1.0 Plans Examiner to 1.0 Senior Plans Examiner Reclassification of 1.0 Associate Planner to 1.0 Senior Planner Reclassification of 1.0 Office Specialist IV to 1.0 Staff Aide II Adjustments for the Related Santa Clara project:

Freeze of 1.0 Senior Inspector position (1.00) (211,289) Funding Shift of 1.0 Senior Plans Examiner from the Related Santa Clara Developer Fund to the Building Development Services Fund

0.00 0
Net decrease of various internal service allocations (438,704) Non-personnel adjustments (29,333)
Total FY 2023/24 Base Budget Adjustments 2.00 233,383
Total FY 2023/24 Base Budget 75.00 25,374,923
Funding Shift 1.0 FTE Senior Planner (Advanced Planning Fee Reserve) 0.00 0 Funding Shift 0.25 FTE Associate Planner 0.00 0
Building Division Software and Hardware Enhancements 300,000 Total Service Level Changes 0.00 300,000
Total FY 2023/24 Proposed Budget 75.00 25,674,923 FY 2023/24 Base Budget Adjustments
One-Time Cost Adjustments
Service Level Changes

353

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | COMMUNITY DEVELOPMENT DEPARTMENT Budget Reconciliation

Positions Expenditures
(All Funds)
CDBG and HOME grant allocation (1,667,727)
Building Division Software and Hardware Enhancements (300,000) Adjustment to the transfer from Building Development Services Fund to General Fund for Code Enforcement
10,068
Ongoing Cost Adjustments
Salary and benefits adjustments 894,002
Net increase of various internal service allocations 18,466 Non-personnel adjustments (14,672)
Total FY 2024/25 Base Budget Adjustments 0.00 (1,059,863) Total FY 2024/25 Base Budget 75.00 24,615,060
Building Division Administrative Staffing

3.00 516,417
Building Division Permit Center Staffing 1.00 177,819
Total Service Level Changes 4.00 694,236
Total FY 2024/25 Proposed Budget 79.00 25,309,296 FY 2024/25 Base Budget Adjustments
One-Time Cost Adjustments
Service Level Changes

354

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | COMMUNITY DEVELOPMENT DEPARTMENT Service Level Changes

0.00 300,000 0 0 0
Program: 5532 – Plan Review and Permit Services
5533 – Field Inspection
This proposal adds $0.3 million in one-ti me funding for various so ftware and hardware improvements and additions.

The Building Division is planning to use this funding for improvements to the City's current online permitting portal. The Division submitted a survey to customers rating their experience using the online portal, resulting in an average customer rating of 5/10. This funding would a llow for the Division to purchase a co ntent management system or receive professional services to implement custom scripts to enhance the ease of use of the permitting online portal.

Additionally, the Division is seeking a queue management system. The Division c ontinues to see increasing levels of demand, resulting in longer wait times when customers come into City Hall. A queue management system would allow for customers to join the queue virtually and come into City Hall when their time has arrived, providing much more flexibility for customers. The system would also integrate with the Division's current appointment booking portal and would enable a seamless, self-help web portal to schedule appointments, check-in for walk up services, and reschedule their place in the queue.

Funding is also planned to be used for new software and hardwa re for the Inspections team. Inspections are a critical service for residents and customers and providing the staff with modern technology and tools will create efficiencies and improve functionality.

The Building Division is also planning for a cloud-based C ontact Center as a Service (CCaaS). The Building Division handles thousands of phone calls with only a handful of staff at any given time to provide the high-level customer service our community expects. With an influx of calls, it becomes difficult to answer the volume, provide consistent answers, and dive deep into trends and data that could enable better cust omer service. A CCaaS would allow for automation of call routing and provide customers with flexibility on how they prefer to be contacted.

Performance Impact
The Building Division has experienced an incredibly high level of activity in recent years and these various system enhancements would allow for an overall better customer ex perience, including more scheduling flexibility and better response times. This would also provide current staff with tools to be more efficient with inspection reporting.

Strategic Pillar:

Deliver and Enhance High Quality Efficient Services and Infrastructure

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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | COMMUNITY DEVELOPMENT DEPARTMENT Service Level Changes

3.00 0 0 0 516,417
Program: 5532 – Plan Review and Permit Services
This proposal adds 1.0 Office Specialist II, 1.0 Office Specialist III and 1.0 Office Specialist IV to the administrative team within the Building Division in FY 2024/25. The administrative team is staffed with seven full time employees and eight as-needed employees. The Office Specialist IV is intended to act as a supervisor across the administrative team, with the Office Specialist III serving in a senior lead capacity to the team, with emphasis on training. The Office Specialist II will provide support across all adminis trative tasks including business correspondence, schedulin g inspections, customer service, and payroll duties.

Performance Impact
The Department anticipates that adding these 3.0 positions will increase efficiencies across the administrative team and streamline processes.

Strategic Pillar:

Deliver and Enhance High Quality Efficient Services and Infrastructure

1.00 0 0 0 177,819
Program: 5532 – Plan Review and Permit Services
This proposal adds 1.0 Permit Technician to the Permit C enter within the Building Division in FY 2024/25. The Permit Center handles all permit application submittals and collect ion of fee revenue. Over the years, the Permit Center's activity level and workload have consistently increased and are continuing to increase. The Permit Center is currently staffed with nine full time positions. This staffing level has proven to be insufficient, given the higher activity levels and the changing expectations of the customers served. The Division’s targeted response time is one to three business days for all services; however, the current turnaround time to process new applications and issue permits is one to two weeks.

Currently, the Division is augmenting this workgroup to ma intain reasonable processing and response times for the average of 700 emails and 500 phone calls received, in addition to the hundreds of permit applications and resubmittals are processed on a weekly basis.

Performance Impact
This position will provide the additional capacity needed for the Permit Center to maintain our processing and response time goals without pulling administrative staff from their important responsibilities.

Strategic Pillar:

Deliver and Enhance High Quality Efficient Services and Infrastructure

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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | COMMUNITY DEVELOPMENT DEPARTMENT Service Level Changes

FY 2023/24 FY 2024/25
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Funding Shift of Associate Planner 0.00 0 0 0 0
Program: 5532 – Plan Review and Permit Services
This proposal shifts the funding of 0.25 FTE of an Associate Planner position from the General Fund to the Building Development Services Fund. Currently, the Building Division has 1.0 Associate Planner completing conformance review.

As the workload continues to increase in the Building Division, the Department has determined that there is the need for additional capacity to complete these types of reviews. This funding shift is anticipated to result in General Fund savings of approximately $56,004.

Performance Impact
This funding shift will increase support in the Building Division, which has faced high volumes of activity in the past several years.

Strategic Pillar:

Manage Strategically Our Workforce Capacity and Resources

FY 2023/24 FY 2024/25
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Funding Shift of Senior Planner 0.00 0 0 0 0
Program: 5522 – Development Review
5523
– Advanced Planning
The Planning Division has 1.0 Senior Planne r position that is funded by the Gener al Fund. This proposal changes the funding source of this position to be fully funded by the Advanced Planning Fee Reserve. The change in funding source will result in approximately $230,400 in Gene ral Fund savings. The change in funding for this position will result in less capacity in the general Planning program and more capacity in long-range planning.

Performance Impact
The Department expects this shift to result in increased processing and review times of Planning permit applications as well as longer response times to general inquiries. However, with this funding shift, t he Department anticipates higher staff capacity to review and work on long-range planning projects, including various City Council requests.

Strategic Pillar:

Manage Strategically Our Workforce Capacity and Resources

357

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | COMMUNITY DEVELOPMENT DEPARTMENT Performance and Workload Measures

Planning Division
Performance Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Complete Project Clearance
Committee (PCC) Review within
30 days of application submittal
and fees fully paid – Modified for
FY 2023/24

N/A N/A 90% 90% 90% 90%
Workload Measures
Number of items forwarded to the
Planning Commission
22 53 45 57 50 50
Number of items forwarded to the
Architectural Committee – Delete
for FY 2023/24
55 106 70 121 N/A N/A
Number of items forwarded to a
Development Review Hearing
55 52 40 42 40 40
Provide an annual report to the
Planning Commission and City
Council on the General Plan
implementation – Delete for FY
2023/24

1 1 1 1 N/A N/A
Number of advanced-planning
items sent to City Council –
Modified for FY 2023/24
14 19 15 17 15 15
Number of policy updates
approved – Delete for FY
2023/24
2 4 2 2 N/A N/A
Number of non-advanced
planning items sent to City
Council – New for FY 2023/24
N/A N/A N/A N/A 30 30
Number of items forwarded to the
Historical and Landmarks
Commission
17 17 16 16 15 15
Provide an annual report to the
Historical and Landmarks
Commission on the Certified
Local Government Program –
Delete for FY 2023/24

1 1 1 1 N/A N/A
Number of Planning Permit
inquiries
5,042 9,684 8,000 9,448 9,000 9,000
Number of Code Enforcement
cases opened
643 764 664 987 1,125 1,225
Number of Code Enforcement
cases closed
624 691 531 889 1,068 1,164
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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | COMMUNITY DEVELOPMENT DEPARTMENT Performance and Workload Measures

Building Division
Performance Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Percent of short cycle plan
checks performed within ten
business days
N/A N/A 50% 98% 90% 90%
Percent of regular cycle plan
checks performed within thirty
calendar days – Delete for FY
2023/24
78% 93% 75% 75% N/A N/A
Percent of regular cycle plan
checks performed within target
dates at 4, 6, 8, and 10 weeks1 –
New for FY 2023/24
72% 93% N/A 86% 85% 85%
Percent of code complaints
responded to within two working
days
90% 95% 50% 90% 80% 80%
Percent of inspections performed
the next working day – Delete for
FY 2023/24
21% 24% 50% 60% N/A N/A
Workload Measures
Number of inspections performed
the next working day – New for
FY 2023/24
N/A N/A N/A 31,692 30,000 30,000

1Regular cycle plan review times and target dates vary between four – ten weeks depending on project scope and valuation 359
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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | COMMUNITY DEVELOPMENT DEPARTMENT Performance and Workload Measures

Housing and Community Services Division
Workload Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Number of new loan applications
processed
5 5 10 5 8 8
Number of new for-sale
affordable homes sold
6 12 4 5 7 7
Total funds invested in
Community Revitalization (Not
including Multi-Family
Development Loans)
$3.8 M $3.6 M $3.8 M $3.8 M $3.8 M $3.8 M
Number of clients receiving Fair
Housing services including
education, counseling, and
enforcement of regulations
20 12 40 30 40 40
Number of affordable housing
units in development pipeline
950 1,722 500 1,500 1,000 1,000
Total number of homeless (or
formally homeless) individuals
being housed
75 164 65 110 150 150
Number of Housing Units for
Extremely Low-Income
Households (0-30% of AMI)
15 55 40 20 50 50
Number of Housing Units for
Very Low Average Median
Income Households (30%-50%
AMI)
57 32 72 60 50 50
Number of Housing Units for Low
Income Households (50%-80%
of AMI)
125 114 30 275 100 100
Number of Moderate Household
Income (80% to 120% of AMI)
80 14 22 60 110 110

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Department
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362

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | ELECTRIC UTILITY DEPARTMENT Electric Utility Department – Silicon Valley Power (SVP) Description

Since 1896, Silicon Valley Power (SVP) has provided electricity for residents and businesses in Santa Clara. The Electric Department has a budgeted staff of 222 employees who provide diverse services such as operating, maintaining and dispatching electric service including power plants, substations, transmission and distribut ion lines; engineering; system planning; administrative and financial management; marketing; customer services; power trading; outdoor Wi-Fi services; and dark fiber leasing se rvices. All of these crit ical services work together to make SVP successful for the City and its businesses and residents.

Divisions and Services

Functionally, SVP is organized into four Divisions: Administrative & Business Services; Cust omer Development and Project Management; Resource Planning and Engagement; and Utility Operations. For bud get tracking purposes, SVP has one additional division, Revenue and Resources. Beginning in FY 2023/24, the Administrative Services and the Business Services Divisions were combined into one division to better reflect the organizational structure.

Administrative &
Business Services
Division Mission
Plan, develop, coordinate and support the admin istrative activities of the Department and fiduciary responsibility for the benefit and safety of the community and the employees.

Division Objectives
Develop plans using the Strategic Plan to achi eve goals and objectives of the City of Santa Clara.

Develop staff training plans to meet the growth opportunities within the City.

Manage budget, contracts, payments, debt and maintain fiduciary controls to maintain financial health.

Customer
Development and
Project Management
Division Mission
Be an agile and trusted partner in connecting our customers and leveraging SVP fiber optic and technology assets. Focus on execution to complete new capital investments for increased infrastructure, substations and system capacity expansion.

Division Objectives
Enhance SVP’s collaboration and connection with our custom ers and stakeholders leveraging transmission and distribution plan ning to facilitate electrification and decarbonization goals.

Enhance data driven decision making to innovate, design and develop plans to optimize and expand the utility’ s physical assets. Maintain and update engineering design standards with GIS based maps and readily available digitized as-builts.

Focus on our core work and electric utility capital improvement projects with program management to streamline processes, remove barriers and lower our costs.

363

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | ELECTRIC UTILITY DEPARTMENT Resource Planning and
Engagement Division
Mission
Retain and attract customers to the Sant a Clara electric system by supporting environmental improvement programs, customer services, and implementing a sound marketing and communication strategy to accomplish the goals of the City. Manage the adequacy and cost of fuel and electric resources in a competitive market.

Division Objectives
Ensure adequate generation resources for reliable, economically competitive services to all SVP customers and meet all Stat e and federal reliabilit y and environmental compliance requirements.

Optimize value of assets through powe r trading and scheduling and procure cost- competitive fuel resources for power production.

Actively seek understanding of customers’ valuation of energy service needs and amend the marketing plan as necessary to meet the needs of a dynamic marketplace, including technologies responsive to customer needs.

Work with other public power agency partners to explore new generation and transmission resources to service growing sales and reduce SVP’s risks and average costs.

Revenue and
Resources Division
Mission
Provide centralized location to receive revenue and monitor expenses for resource and production to procure energy.

Division Objectives
Manage all Joint Powers Authorities (JPA) costs.

Record and receive revenue.

Utility Operations
Division Mission
Provide safe and reliable electrical energy to the City of Santa Clara by maintaining and enhancing infrastructure to meet energy demands for our customers.

Division Objectives
Maintain continuous efforts to improve system reliability by targeting system improvements, through scheduled maintenance of equipment according to its useful life cycle, and ongoing inspections.

Strengthen the system through improved desi gn, research of new technologies and systems, and implementation of new system and equipment.

Maintain safety at the highest priority and a culture of compliance with all regulatory requirements.

364

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | ELECTRIC UTILITY DEPARTMENT Significant Accomplishments
• Launched an energy education program for fourth graders in FY 2021/22, which served 8 schools and 15 classes (a total of 462 students enrolled in the first year).
• Launched a hands-on induction cooking demonstration and education program in partnership with Santa Clara Unified School District Adult Education Program. Offered one class per month with 80-100% enrollment in each class. • Launched the online SVP Marketplace for ener gy efficient products and electric yard care equipment with instant rebates including higher incentives for income-qualified customers. • Received the CMUA 2021 Resource Efficiency and Community Service Award for SVP’s Energy Efficiency Grants for Small Businesses impacted by COVID-19.
• Enrolled five customers in the Demand Side Grid Stability program. These customers assist in stabilizing the grid by shedding load during high peak demand periods.
• Launched a new Large Customer Renewable Energy (LCRE) Program with two options. Option A - SVP procures renewables in excess of the Renewable Portfolio Standard requirements for the customer, and option B - Bringing the customers’ owned renewables into SVP to feed the customer facilities. Completed the retirement of the residential Green Power program and initiated retirement of the commercial Green Power program. • Developed a CIP Dashboard for new development projects to better manage and monitor capital project status. • Completed 83.14 miles of new dark fiber connections to six electric sites, eight water and sewer sites, seven stormwater sites, one Santa Clara Unified School District site, and one sm art park supporting the communications needs of key City services, and added 31.36 miles for external customers. • Rolled out SVP Fiber standards and a fiber task template for new and rebuilt substations. • Expanded the SVP Fiber network by adding a new data center connection point. This provided a new opportunity for SVP Fiber to better support dark fiber lease customers’ business needs and attract new business. • Expanded City-owned Electric Vehicle Supply Equipment (EVSE) infrastructure - installed Level 2 Electric Vehicle (EV) chargers for public and City fleet use.
• As part of fleet electrification program, replaced old combustion vehicles with all-electric vehicles for Police, Fire, Public Works, and other City departments. In FY 2021/22, 46 all-electric vehicles and electric forklifts were purchased. • Continued the California Electric Vehi cle Incentive Program (CALeVIP Program) with $8 million dollars earmarked over 4 years: EV charger rebates for commercial & multifam ily properties and technical assistance resulting in three (3) applications with 16 connectors installed and $498, 515 rebate funds issued, of which $40,000 has gone to the disadvantaged community (DAC) identified areas in Santa Clara; two (2) projects have received a milestone payment and are still under construction with $414,515 funds issued; twelve (12) applications have funds reserved ($3,924,000). • Launched new EV Charging Technical Assistance Program for multifamily and businesses customers and hosted three (3) educ
ational webinars focused on EV charging for multifamily properties and EV charging for businesses. • Transferred mandated funds for the California Clean Fuel Re wards (CCFR) resulting in 1,929 rebates totaling over $1.8 million to customers between July 2021 through April 2023. • Successfully completed 2021 and 2022 National Electric Reliability Company (NERC) annual paper audits (Self- Certifications).
• Managed utilities’ response to COVID-19 by implementi ng recommended protocols, providing training and helped organized first round of vaccines for critical staff.
• Worked with SVP Safety Committee to create an online anonymous safety suggestion portal and created magnet QR codes to Hazardous Materials Safety Data Sheets for easier access by employees. • Reduced downtime between system failures for replacement of gatekeeper, a device used to pull meter data from the field back into the Advanced Metering Infrastructure (AMI) system for billing purpose, from several days to less than a 365

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | ELECTRIC UTILITY DEPARTMENT day on average.
• Prevented an average of over 10,000 penetration attempts per hour throughout the year. Made early discovery of City information being made available on Darknet and notified appropriate authorities prior to major risk. • Executed and commenced South Feather Water and Power Agency Power Purchase Agreement (PPA), Aquamarine Solar PPA; and Camp Far West PPA with a capacity 78.0MW, 75.0MW, and 6.8MW respectively to meet clean energy goals.
• Obtained a 50-year hydro license issued by Federal Energy Regulatory Commission (FERC) for the Bucks Creek project which includes the Grizzly Powerhouse.
• Created a curtailment-tracking tool for SVP’s renewable resources, aiming to improve SVP’s trading floor’s management of contractual limits so that staff can make changes to bidding strategy if needed. • Completed the SVP System Expansion Plan for CAISO Tr ansmission Planning Process for FY 2023/24 to project SVP’s load growth over the next decade for inclusion in the CAISO modeling. • Established SVP Project Management Office to implement an integrated strategy fo r the planning, design, construction, and commissioning of the Kifer Receiving Stat ion (KRS) and Scott Receiving Station (SRS), nine (9) substations, and related 60KV transmission line improvements in the next five years. • Completed field audit of internal documentation of Bulk El ectric System (BES) and 60kV assets in support of NERC FAC-008 program to better manage assets conditions and further increase system reliability. • Completed communication upgrade between Orland Junction and Black Butte, resolving a long-standing leased line reliability issue and Phase 1 of substation control and communication system replacement. • Completed digital scanning of 1,500 drawings for system expa nsion projects at Northern Receiving Station (NRS), SRS and KRS to facilitate engineers’ review and increase efficiency. • Completed PG&E projects including: CalTrain at KRS 115kV for the PG&E KRS-FMC line and Los Esteros Shunt Reactor 230kV Bus Differential Protection Upgrade.
• Completed Statement of Qualifications (SOQ’s) for critical substation services including electric equipment repair, maintenance, and testing and electric utility engineering services to a llow contracts with co nsultants to support communication, protection, and power quality engineering. • Improved efficiency and effectiveness of the Job Hazard Analysis Program. • Performed more than 35 switchgear major maintenance activities for customers. • Implemented Lucity system for work or der and centralized and digitized as set record management, facilitating availability of equipment operat ion/maintenance records for all stakeholders at any location and improving workflow efficiency, and equipment performance assessments.
• Implemented substation preventative programs including: on-line monitoring of Transformer Dissolved Gas Analysis (DGA) units, including real-time remote monitoring capability; quarterly Heati ng, Ventilation, and Air Conditioning (HVAC) maintenance program; monthly weed abatement progra m; and incre a sed fr equency of equipment health
monitoring program.
• Integrated substation inventory into the City’s inventory system, reducing the amount of time substation personnel spend on procuring proprietary substation inventory, and avoiding delays in repairs due to lead-time to procure product. • Completed underground projects with multiple pad mount sw itches and transformers for Santa Clara Square and Lawrence Station ahead of customer schedule.
• Completed 124 estimates for new business; completed 18 estimates for the upgrade or installation of new conductors, transformers, and switches; completed 512 maintenance wo rk orders for pole, crossarm, transformer, and switch repair or replacement to improve reliability.
• Phase 2 deployment of EV infrastructure has been constructed (35 connections) at primary City fleet locations including Parks Service Center, Utilities Operation Center, Public Works Corporation Yard and the Police Building. 366

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | ELECTRIC UTILITY DEPARTMENT Significant Objectives
• Complete SVP System Expansion Plan R eport Transmission Planning Process FY2024/25 with discrete short- and long-term plans to meet 1,100 MW peak system demand to accommodate 20% increase in electric system load growth in the next ten years.
• Continue monthly engagement on the CAISO planning process so that direction is provided to Pacific Gas & Electric to develop and construct projects to increase bulk electric system transmission capacity to serve Santa Clara’s electric load growth.
• Initiate SVP’s 50 MW Kifer Battery Energy Storage System Project (BESS) located on City-owned property next to the DVR power plant. The project will provide multiple benefits in serving peak loads, increase the use of renewable energy and improve system resiliency. The project has a goal of commercial operation in mid-2025 and will include an Energy Storage and Lease Agreement.
• Proactively maintain SVP’s fleet of tu rbines and generators according to Original Equipment Manufacturer (OEM) recommendations.
• Provide leadership to support the department’s resources by implementing staff development and succession planning to develop skills and enhance knowledge.
• Provide construction and commissioning support of multiple substation construction projects. • Develop communications design standards for use in Substations. • Provide enhanced vegetation management and maintenance of transmission lines in the City of Santa Clara and remote locations, including Glenn and Tehama Counties.
• Test and perform preventative maintenance on 1,000 protection relays. • Identify and execute replacement strategy for the JungleMUX SONET Multiplexer optical network. • Continue to ensure wholesale trading activities comply with Council-approved policy and regulations, minimize SVP's credit exposure, monitor counterparty credit risk, and ensure compliance with CAISO tariff and regulations. • Continue to provide energy efficiency education and programs to customers to help them reduce their energy use and lower their electric bills, promote renewable energy options, investigate emerging technologies, and provide assistance to qualified low-income customers to reduce the burden of their electric bills. • Participate and comply with the California Air Resources Board (CARB) Low Carbon Fuel Standard (LCFS) Program to develop, educate, and foster the adoption of electrification as the transportation fuel. • Meet state regulator y requirements for renewable resources and carbon reduction targets while keeping SVP cost competitive.

Budget Highlights
• Enhance substation maintenance to support the transition from time-based and reactive maintenance to preventative and predictive maintenance necessary to ensure the reliability of substations as the number of substations increase and related technology implementations advance.
• Augment funding for maintenance of underground systems and tree trimming directed at reducing power distribution system outages. In 2022, this activity resulted in a reduction in outages from 298 outages in 2021, to 135 outages in 2022. This funding will also provide for the purchase of additional inventory and the rental of additional equipment for distribution maintenance programs that will continue to support the reduction of equipment outages. • Increase funding to support an enhanced preventative maintenance approach at the City’s power plants. SVP will continue implementing best in class predictive and prev entative maintenance practices throughout the generation fleet including identifying additional eq uipment for scheduled preventative over haul. As a result of this enhanced maintenance approach, Generation has achieved a 50% redu ction in backlogged work and improved the on-time completion of preventative maintenance activities from less than 20% in FY 2019/20 to over 90% consistently in FY 367

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | ELECTRIC UTILITY DEPARTMENT 2020/21 and FY 2021/22. Maintaining in-town generation assets in peak operating condition both reduces costs to the utility and improves reliability during periods of peak demand. • Add funding for an online training portal software application for Electric Utilit y Operations staff as a whole, and specifically to provide initial, onboarding, and continuing education requirements for system operators. In addition to delivering self-paced training to employees, this platform will be used to track and support Electric Utility Operations employee’s task qualification, training cadence, and skill sets, ensuring that all compliance requirements related to system operations tasks are met by each employee resulting in a consistently trained and highly skilled workforce. • Support a new customer program to proc ure Renewable Energy Certificates (RECs) primarily for large customers.

This is voluntary program called Large Customer Renewable Energy Program (LCRE) which was approved by City Council on November 16, 2021. This action includes fundi ng for Silicon Valley Power to procure renewable energy in excess of the current Renewable Portfolio Standard (RPS) requirements for customers that subscribe to the LCRE.

SVP recovers the cost of the program on the customer’s monthly utility bill. • Expand the electric transportation acceleration initiatives to ensure Santa Clara is an EV Ready Community by 2030.

This includes ongoing funding for the Fleet Advisory/Technical Assistance program and educational webinars that target multifamily housing, non-profits and small commercial customers. • Implement Greenhouse Gas (GHG) programs that could include new solar installations, solar installations combined with battery storage, and solar projects combined with elec tric vehicle (EV) infrastructure for City facilities and neighborhood school locations. This includes continued prog ram support for DC fast charging infrastructure in combination with potential of an award of $500,000 through California Energy Commission’s EnergIIZE grant funding for fleet infrastructure.

368

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | ELECTRIC UTILITY DEPARTMENT

Electric Utility Department

222.00 FTEs

Customer Development and Project
Management

1.00 Assistant Electric Utility Engineer

1.00 Electric Division Manager - Engineering

3.00 Electric Program Manager

6.00 Electric Utility Engineer

3.00 Engineering Aide - Electric

1.00 Office Specialist II

1.00 Principal Electric Estimator

5.00 Principal Electric Utility Engineer

1.00 Principal Engineer Aide

7.00 Senior Electric Utility Engineer

2.00 Senior Electric Utility Engineer -
Distribution Planning

1.00 Senior Electric Utility Engineer -
Operation Planning

1.00 Senior Electric Utility Engineer - Project
Relay

5.00 Senior Electrical Estimator

3.00 Senior Engineering Aide

41.00 Total Customer Development and
Project Management FTE

Administrative and Business
Services1

2.00 Account Clerk II

1.00 Account Clerk III

4.00 Assistant Director of Electric

1.00 Chief Electric Utility Officer

1.00 Chief Operating Officer

1.00 Electric Division Manager

1.00 Electric Program Manager

3.00 Management Analyst

1.00 Office Specialist II

1.00 Office Specialist III

1.00 Power Contract Specialist

1.00 Senior Business Analyst

1.00 Senior Management Analyst

2.00 Time and Material Clerk

21.00 Total Administrative and Business
Services FTE

1 In FY 2023/24, Administrative Services and Business Services Divisions were combined into one Division 369

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | ELECTRIC UTILITY DEPARTMENT

Utility Operations

1.00 Compliance Manager

1.00 Database Administrator

7.00 Electric and Water System Operator

4.00 Electric Crew Foreperson

6.00 Electric Division Manager

2.00 Electric Maintenance Worker

3.00 Electric Meter Technician

7.00 Electric Program Manager

2.00 Electric Utility Equipment Operator

9.00 Electric Utility Generator Technician

4.00 Electric Utility Helper/Driver

3.00 Electric Utility Network Administrator

5.00 Electric Utility Program Analyst

7.00 Electrician

12.00 Journey Lineworker

3.00 Journey Lineworker Apprentice

1.00 Management Analyst

2.00 Meter Data Analyst

1.00 Office Specialist II

1.00 Power Trader

1.00 Principal Utility Information System
Manager

2.00 Senior Electric and Water System
Operator

1.00 Senior Electric Division Manager

1.00 Senior Electric Meter Technician

1.00 Senior Electric Utility Engineer -
Generation

5.00 Senior Electric Utility Generation Tech

2.00 Senior Electrician Technician

3.00 Senior Energy Systems Analyst

2.00 Senior Instrument and Control
Technician

1.00 Senior Materials Handler

4.00 Service Coordinator - Inspector

3.00 Staff Aide II

2.00 Troubleshooter

1.00 Underground Crew Leader

6.00 Utility Electrician Technician

116.00 Total Utility Operations FTE

Resource Planning and Engagement

1.00 Business Analyst - Fiber

1.00 Business Analyst - Public Benefits

1.00 Communications Coordinator

3.00 Electric Division Manager

5.00 Electric Program Manager

1.00 Electric Utility Engineer

1.00 Energy Conservation Coordinator

1.00 Energy Conservation Specialist

1.00 Engineering Aide - Fiber

2.00 Fiber Splicing Technician

2.00 Key Customer Representative

1.00 Office Specialist II

1.00 Office Specialist III

1.00 Power Account Clerk I

1.00 Power Account Clerk III

6.00 Power System Scheduler/Trader

1.00 Power Trader

1.00 Principal Power Analyst

1.00 Resource Analyst II

1.00 Risk Control Analyst

2.00 Senior Electric Division Manager

1.00 Senior Electric Division Manager -
Marketing

1.00 Senior Electric Utility Engineer - Fiber

1.00 Senior Key Customer Representative

1.00 Senior Power System Scheduler / Trader

2.00 Senior Resource Analyst

2.00 Service Coordinator - Inspector Fiber

1.00 Utility Locator

44.00 Total Resource Planning and
Engagement FTE

370

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | ELECTRIC UTILITY DEPARTMENT Budget Summary

FY 2021/22
Actual
FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2023/24
Change %
FY 2024/25
Proposed
FY 2024/25
Change %
Dollars by Division / Program
Administrative and Business Services Division 1
1311 Financial Services 2 1,266,097 1,772,853 1,261,946 (28.8%) 1,303,417 3.3% 1316 Administrative Services 43,950,100 44,573,620 55,408,558 24.3% 59,270,370 7.0% 45,216,197 46,346,473 56,670,504 22.3% 60,573,787 6.9%
Customer Development and Project Management Division
1361 SVP Engineering 14,566,982 13,871,283 14,314,504 3.2% 14,885,399 4.0% 14,566,982 13,871,283 14,314,504 3.2% 14,885,399 4.0%
Utility Operations Division
1324 Electric Compliance 3 1,393,917 3,231,288 3,390,788 4.9% 3,493,295 3.0% 1351 Systems Support 4,635,676 6,147,040 6,808,135 10.8% 6,923,899 1.7% 1362 Power Systems Control 4,086,868 5,231,313 6,496,509 24.2% 6,887,896 6.0% 1371 Communications & Meter
Technical Support 1,974,567 2,463,578 1,902,921 (22.8%) 2,031,549 6.8% 1372 Substation Maintenance 4,869,546 7,169,689 12,324,587 71.9% 11,838,832 (3.9%) 1376 Transmission & Distribution 11,761,879 18,767,203 18,112,614 (3.5%) 19,115,834 5.5% 1377 Generation Maintenance 15,990,397 18,002,922 16,499,419 (8.4%) 17,441,118 5.7% Total Utility Operations Division 44,712,850 61,013,033 65,534,973 7.4% 67,732,423 3.4% Resource Planning and Engagement Division
1312 Public Benefits 9,258,938 15,317,067 18,303,639 19.5% 14,570,853 (20.4%) 1313 Key Accounts 4 1,648,084 2,654,579 2,316,720 (12.7%) 2,427,768 4.8% 1315 LCRE Program 8 333,913 1,000,000 1,765,700 76.6% 2,015,700 14.2% 1317 Fiber Program 5 1,225,934 2,755,751 4,327,949 57.1% 4,302,631 (0.6%) 1319 SVP Electric Vehicle Program 1,955,292 3,169,766 3,162,788 (0.2%) 3,084,546 (2.5%) 1325 Greenhouse Gas Program 8,548,630 15,062,953 21,450,804 42.4% 16,653,781 (22.4%) 1356 Resource Management 10,357,135 11,781,961 12,417,468 5.4% 12,954,046 4.3% 1358 Risk Management and
Settlements
6 3,610,139 3,897,838 3,925,893 0.7% 4,076,318 3.8%
36,938,065 55,639,915 67,670,961 21.6% 60,085,643 (11.2%) Total Custom er Development and
Project Management Division
Total Administrative and Business
Services Division
Total Resource Planning and
Engagement Division

371

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | ELECTRIC UTILITY DEPARTMENT Budget Summary

FY 2021/22
Actual
FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2023/24
Change %
FY 2024/25
Proposed
FY 2024/25
Change %
Revenue and Resources Division
1321 Revenues and Resources Costs 429,383,023 499,015,287 46,187,409 (90.7%) 89,766,150 94.4% 1326 Resource and Production 7 N/A N/A 468,625,508 N/A 493,411,107 5.3% Total Revenue and Resources Division 429,383,023 499,015,287 514,812,917 3.2% 583,177,257 13.3% 570,817,117 675,885,991 719,003,859 6.4% 786,454,509 9.4% 551,054,257 642,336,205 676,086,628 5.3% 752,145,329 11.2% 19,762,860 33,549,786 42,917,231 27.9% 34,309,180 (20.1%) 570,817,117 675,885,991 719,003,859 6.4% 786,454,509 9.4%Total by Fund Total by Division / Program
Dollars by Division / Program
Dollars by Fund
Electric Utility Fund
Electric Operating Grant Trust Fund

1 In FY 2023/24, Administrative Services and Business Services Divisions were combined into one Division 2 In FY 2023/24, Program 1311 Rates and Budget was renamed to Financial Services 3 In FY 2023/24, Program 1324 Electric Compliance was moved from the Business Services Division to the Utility Operations Division 4 In FY 2023/24, Program 1313 Key Accounts was moved from the Customer Development and Project Management to the Resource Planning & Engagement Division
5 In FY 2023/24, Program 1317 Fiber Program was moved from the Customer Development and Project Management to the Resource Planning & Engagement Division
6 In FY 2023/24, Program 1358 Risk Management was moved from the Business Services Division to the Resource Planning & Engagement Division and was renamed to “Risk Management and Settlements” 7 New Program in FY 2023/24
8 The Green Power Program was replaced with the Large Customer Renewable Energy (LCRE) Program beginning in January 2023 as described in RTC 21-1487
372

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | ELECTRIC UTILITY DEPARTMENT Budget Summary

FY 2021/22
Actual
FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2023/24
Change %
FY 2024/25
Proposed
FY 2024/25
Change %
Dollars by Category
Salary and Benefits
Salary 25,568,586 34,571,918 39,291,128 13.7% 41,770,720 6.3% As-Needed 405,983 800,600 1,555,000 94.2% 1,642,000 5.6% Overtime 4,593,073 5,019,700 7,438,600 48.2% 8,140,300 9.4% Retirement 10,116,668 12,993,973 13,501,266 3.9% 14,449,301 7.0% Health Allocation 2,324,923 3,453,355 3,980,380 15.3% 4,205,375 5.7% Medicare 526,210 625,870 789,653 26.2% 844,337 6.9%
Social Security 1,436,105 1,772,240 2,400,831 35.5% 2,466,904 2.8% Other Benefits 1,197,420 1,560,010 1,660,771 6.5% 1,739,573 4.7% Total Salary and Benefits 46,168,968 60,797,666 70,617,629 16.2% 75,258,510 6.6% Non-Personnel
Materials/Services/Supplies 31,695,963 52,744,759 61,745,784 17.1% 62,538,574 1.3% Resource/Production 407,115,829 428,265,146 468,625,508 9.4% 493,411,107 5.3% Interfund Services 14,093,083 15,137,167 12,224,315 (19.2%) 12,447,865 1.8% Transfers to Other Funds 44,184,143 88,753,328 71,692,209 (19.2%) 105,083,320 46.6% CLT and Franchise 27,259,168 28,643,887 33,971,414 18.6% 37,578,133 10.6% Capital Outlay 299,963 1,544,038 127,000 (91.8%) 137,000 7.9% Total Non-Personnel 524,648,149 615,088,325 648,386,230 5.4% 711,195,999 9.7% Total by Category 570,817,117 675,885,991 719,003,859 6.4% 786,454,509 9.4%

373

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | ELECTRIC UTILITY DEPARTMENT Position Summary

FY 2021/22
Adopted
FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2023/24
Change
FY 2024/25
Proposed
Positions by Division / Program
Administrative and Business Services Division 1
1311 Financial Services 2 4.00 5.00 5.00 0.00 5.00
1316 Administrative Services 10.00 11.00 16.00 5.00 16.00 Total Administrative and Business Services Division 14.00 16.00 21.00 5.00 21.00 Customer Development and Project Management Division
1361 SVP Engineering 36.00 39.00 41.00 2.00 41.00

36.00 39.00 41.00 2.00 41.00
Utility Operations Division
1324 Electric Compliance 3 6.00 7.00 8.00 1.00 8.00
1351 Systems Support 13.00 13.00 14.00 1.00 14.00
1362 Power Systems Control 11.00 13.00 14.00 1.00 14.00 1371 Communications & Meter Technical Support 8.00 8.00 6.00 (2.00) 6.00 1372 Substation Maintenance 16.00 18.00 21.00 3.00 21.00 1376 Transmission & Distribution 33.00 36.00 31.00 (5.00) 31.00 1377 Generation Maintenance 19.00 22.00 22.00 0.00 22.00 Total Utility Operations Division 106.00 117.00 116.00 (1.00) 116.00 Resource Planning and Engagement Division
1312 Public Benefits 4.00 4.00 4.00 0.00 4.00
1313 Key Accounts 4 8.00 8.00 7.00 (1.00) 7.00
1317 Fiber Program 5 5.00 5.00 10.00 5.00 10.00
1319 SVP Electric Vehicle Program 1.00 1.00 1.00 0.00 1.00 1325 Greenhouse Gas Program 1.00 1.00 1.00 0.00 1.00
1356 Resource Management 15.00 14.00 15.00 1.00 15.00
1358 Risk Management and Settlements
6 8.00 9.00 6.00 (3.00) 6.00
Total Resource Planning and Engagement Division 42.00 42.00 44.00 2.00 44.00 Total by Division / Program 198.00 214.00 222.00 8.00 222.00 Total Customer Development and Project
Management Division

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | ELECTRIC UTILITY DEPARTMENT Position Summary

FY 2022/23
Adopted
FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2023/24
Change
FY 2024/25
Proposed
Positions by Fund
Electric Utility Fund 192.00 208.00 216.00 8.00 216.00
Electric Operating Grant Trust Fund 6.00 6.00 6.00 0.00 6.00 Total by Fund 198.00 214.00 222.00 8.00 222.00
Position Classification

2.00 2.00 2.00 0.00 2.00

1.00 1.00 1.00 0.00 1.00

6.00 7.00 7.00 0.00 7.00

4.00 4.00 4.00 0.00 4.00

10.00 10.00 10.00 0.00 10.00

1.00 1.00 1.00 0.00 1.00

2.00 2.00 2.00 0.00 2.00

3.00 3.00 3.00 0.00 3.00

10.00 15.00 16.00 1.00 16.00

7.00 7.00 7.00 0.00 7.00

2.00 2.00 2.00 0.00 2.00

9.00 9.00 9.00 0.00 9.00

4.00 4.00 4.00 0.00 4.00

2.00 2.00 3.00 1.00 3.00

4.00 4.00 5.00 1.00 5.00

7.00 7.00 7.00 0.00 7.00

1.00 1.00 1.00 0.00 1.00

1.00 1.00 1.00 0.00 1.00Energy Conservation Specialist
Assistant Director Electric - Customer Develop and
Project Mgmt
Assistant Director Electric - Business Services
Account Clerk III
Account Clerk II
Electric Utility Helper/Driver
Electric Utility Network Administrator
Electric Utility Program Analyst
Electrician
Energy Conservation Coordinator
Electric Meter Technician
Electric Program Manager
Electric Utility Engineer
Electric Utility Equipment Operator
Electric Utility Generator Technician
Electric and Water System Operator
Electric Crew Foreperson
Electric Division Manager
Electric Division Manager - Engineering
Electric Maintenance Worker
Chief Operating Officer
Chief Electric Utility Officer
Communications Coordinator
Compliance Manager
Database Administrator
Assistant Director Electric - Energy Distribution
Assistant Electric Utility Engineer
Assistant Director Electric - Planning and Strategic
Services
Business Analyst - Fiber
Business Analyst - Public Benefits

375

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | ELECTRIC UTILITY DEPARTMENT Position Summary

FY 2021/22
Adopted
FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2023/24
Change
FY 2024/25
Proposed
Position Classification

1.00 1.00 0.00 (1.00) 0.00

3.00 3.00 3.00 0.00 3.00

1.00 1.00 1.00 0.00 1.00

2.00 2.00 2.00 0.00 2.00

12.00 12.00 12.00 0.00 12.00

3.00 3.00 3.00 0.00 3.00

2.00 2.00 2.00 0.00 2.00

0.00 0.00 4.00 4.00 4.00

2.00 2.00 2.00 0.00 2.00

4.00 4.00 4.00 0.00 4.00

2.00 2.00 2.00 0.00 2.00

1.00 1.00 1.00 0.00 1.00

6.00 6.00 6.00 0.00 6.00

2.00 2.00 2.00 0.00 2.00

1.00 1.00 1.00 0.00 1.00

4.00 5.00 5.00 0.00 5.00

1.00 1.00 1.00 0.00 1.00

1.00 1.00 0.00 (1.00) 0.00

2.00 2.00 1.00 (1.00) 1.00

1.00 1.00 1.00 0.00 1.00

1.00 2.00 1.00 (1.00) 1.00

1.00 1.00 2.00 1.00 2.00

3.00 3.00 3.00 0.00 3.00

1.00 1.00 1.00 0.00 1.00

1.00 5.00 7.00 2.00 7.00

1.00 0.00 0.00 0.00 0.0 0

2.00 2.00 2.00 0.00 2.00

1.00 1.00 1.00 0.00 1.00

5.00 5.00 5.00 0.00 5.00

1.00 1.00 1.00 0.00 1.00
Senior Electric and Water System Operator
Senior Electric Division Manager
Senior Electric Division Manager - Marketing
Senior Electric Meter Technician
Senior Electric Utility Engineer - Operation Planning
Senior Electric Utility Engineer
Senior Electric Utility Engineer - Control
Senior Electric Utility Engineer - Distribution Planning Senior Electric Utility Engineer - Generation
Senior Electric Utility Generation Tech
Principal Utility Information System Manager
Project Manager
Resource Analyst II
Risk Control Analyst
Senior Business Analyst
Power Trader
Principal Electric Estimator
Principal Electric Utility Engineer
Principal Engineer Aide
Principal Power Analyst
Senior Electric Utility Engineer - Fiber
Engineering Aide
Engineering Aide - Electric
Engineering Aide - Fiber
Fiber Splicing Technician
Journey Lineworker
Journey Lineworker Apprentice
Key Customer Representative
Management Analyst
Meter Data Analyst
Office Specialist II
Office Specialist III
Power Account Clerk I
Power Account Clerk III
Power Contract Specialist
Power System Scheduler/Trader

376

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | ELECTRIC UTILITY DEPARTMENT Position Summary

FY 2021/22
Adopted
FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2023/24
Change
FY 2024/25
Proposed
Position Classification

1.00 1.00 1.00 0.00 1.00

5.00 5.00 5.00 0.00 5.00

2.00 2.00 2.00 0.00 2.00

3.00 3.00 3.00 0.00 3.00

1.00 2.00 2.00 0.00 2.00

1.00 1.00 1.00 0.00 1.00

0.00 0.00 1.00 1.00 1.00

1.00 1.00 1.00 0.00 1.00

1.00 1.00 2.00 1.00 2.00

1.00 3.00 4.00 1.00 4.00

2.00 2.00 2.00 0.00 2.00

4.00 4.00 3.00 (1.00) 3.00

2.00 2.00 2.00 0.00 2.00

1.00 1.00 1.00 0.00 1.00

4.00 6.00 6.00 0.00 6.00

1.00 1.00 1.00 0.00 1.00
Total Positions 198.00 214.00 222.00 8.00 222.00
Troubleshooter
Underground Crew Leader
Utility Electrician Technician
Utility Locator
Senior Resource Analyst
Service Coordinator - Inspector
Service Coordinator - Inspector Fiber
Staff Aide II
Time and Material Clerk
Senior Instrument and Control Technician
Senior Key Customer Representative
Senior Management Analyst
Senior Materials Handler
Senior Power System Scheduler / Trader
Senior Electric Utility Engineer - Project Relay
Senior Electrical Estimator
Senior Electrician Technician
Senior Energy Systems Analyst
Senior Engineering Aide

377

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | ELECTRIC UTILITY DEPARTMENT Budget Reconciliation

Positions Expenditures
(All Funds)
Prior Year Budget 214.00 675,885,991
Capital Outlay - Miscellaneous Tools, Digger Derrick, and Bucket Truck (1,527,038) One time Transfers to the General Fund for Position Adds (986,573) One time Transfers to the Parks Capital Fund for Parks Service Roof Project (300,000) Salary and benefits adjustments 7,732,976
Addition of 3.0 FTE from RTC 22-1145 (Approved by City Council September 27, 2022)
- Add 1.0 Senior Management Analyst
- Add 2.0 Management Analyst

3.00 612,486
Addition of 5.0 FTE from RTC 22-1172 (Approved by City Council November 15, 2022)
- Add 1.0 Electric Program Manager
- Add 1.0 Senior Electric Utility Engineer
- Add 1.0 Senior Electric and Water System Operator
- Add 1.0 Electric Utility Network Administrator
- Add 1.0 Service Coordinator-Inspector

5.00 1,474,501
Resources purchased and generation and pumping expenses 40,360,362 Debt service transfer due to reflect financing schedule 17,730,139 Increase to various transfers for EV replacements and renewable power purchases 13,327,171
SVP Transfer to the General Fund 5,327,527
Increase to Contractual Services 3,639,103
Net increase in Materials Services and Supplies 737,682 Changes in services from other funds - cost allocation plan 712,435 Transfer to the General Fund for services 349,749 Capital Outlay 110,000
Reduced transfer to various capital improvement programs due to project schedule changes (47,181,605)
Decrease in Mandated Program costs (6,223,760) Net decrease in various interfund services allocations (3,625,287) Total Base Budget Adjustments 8.00 32,269,868
Total FY 2023/24 Base Budget 222.00 708,155,859
FY 2023/24 Base Budget Adjustments
One-Time Cost Adjustments
Ongoing Cost Adjustments

378

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | ELECTRIC UTILITY DEPARTMENT Budget Reconciliation

Positions Expenditures
(All Funds)
Substation Maintenance and Outage Response & Repair 2,632,000 Augment Underground Maintenance and Tree Trimming Services 1,966,000 Generation Maintenance 732,000
Managed Training Portal (Software Application) 290,000
Bundled Renewable Energy Certificates (RECs) 750,000
Electric Vehicle Programs and Rebates 1,828,000
Greenhouse Gas Program Updates 2,650,000
Total Service Level Changes 0.00 10,848,000
Total FY 2023/24 Proposed Budget 222.00 719,003,859 FY 2024/25 Base Budget Adjustments
Ongoing Cost Adjustments
Salary and benefits adjustments 4,640,881
Increased transfer to various capital improvement programs due to project schedule changes 41,393,115
Resources purchased and generation and pumping expenses 24,785,599 SVP Transfer to the General Fund 3,606,719
Debt service transfer due to reflect financing schedule 2,017,114 Increase in Mandated Program costs 959,900 Changes in services from other funds - cost allocation plan 179,511 Net increase in various interfund services allocations 44,039 Increased transfer to the General Fund for services 23,987 Capital Outlay 10,000
Decrease to transfers for renewable power purchases (10,043,105) Net decrease in Materials Services and Supplies (167,110) Total FY 2024/25 Base Adjustments 0.00 67,450,650
Total FY 2024/25 Base Budget 222.00 786,454,509
Total FY 2024/25 Proposed Budget 222.00 786,454,509
Service Level Changes

379

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | ELECTRIC UTILITY DEPARTMENT Service Level Changes

0.00 0

2,632,000 0 1,705,000
Program: 1372 – Substation Maintenance
This proposal includes ongoing funding to support the tr ansition from time-based and reactive maintenance to preventative and predictive maintenance necessary to ensure the reliability of substations as the number of substations increase and related technology implementations advance.

This item includes resource augmentation for the routine testing and maintenance of protective relays that is necessary until an appropriate number of in-house relay technicians are hired. The additional resources will provide maintenance and original equipment manufacturer (OEM) support for a variety of real-time maintenance monitoring equipment and software installed for power transformers, circuit breakers, and switchgear; and unplanned critical substation equipment repair.

Performance Impact
Adding outside resources and contracts to support the transition of the substation maintenance program during the rapid substation expansion and technical evolution occurring currently will mitigate reliability and compliance risk by providing additional resources and expertise.

Strategic Pillar:

Deliver and Enhance High Quality Efficient Services and Infrastructure.

380
◄
C

I I I I

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | ELECTRIC UTILITY DEPARTMENT Service Level Changes

0.00 0

1,966,000 0 1,910,000
Program: 1376 – Transmission & Distribution
This proposal augments funding for maintenance of underground systems and tree trimming directed at reducing power distribution system outages. In 2022, this activity result ed in a reduction in outages from 298 outages in 2021, to 135 outages in 2022. This funding will provide for the purchase of additional inventory and the rental of additional equipment for distribution maintenance programs that will continue to support the reduction of equipment outages.

Tree-related outages decreased by nearly 50% from 2021 to 2022 (42 outages in 2021 compared to 20 in 2022). This was achieved through analysis and prioritization of systematic trimming and the application of additional resources for the removal of conflicts between tree and overhead distribut ion lines. This action is anticipated to continue with the following activities: patrolling all distribution circuits ma intaining tree/circuit clearances over a 3-year cycle while including adequate resources applied to address emergent tree complaints.

Performance Impact
Adding additional outside resources, additional inventory, and additional equipment will support the downward trend in distribution system outages.

Strategic Pillar:

Deliver and Enhance High Quality Efficient Services and Infrastructure.

381
◄
a

I I I I

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | ELECTRIC UTILITY DEPARTMENT Service Level Changes

732,000 0 796,000
Program: 1377 – Generation
This proposal increases funding to support an enhanced preventative maintenance approach at the City’s power plants.

SVP will continue implementing best in class predictive and preventative maintenance practices throughout the generation fleet including identifying a dditional equipment for scheduled preventative overhaul. As a result of this enhanced maintenance approach, Generation has achieved a 50% reduction in backlogged work and improved the on- time completion of preventative maintenance activities from less than 20% in FY 2019/20 to over 90% consistently in FY 2020/21 and FY 2021/22. Maintaining in-town generation assets in peak operating condition both reduces costs to the utility and improves reliability during periods of peak demand.

Costs of procuring power outside of t he City and demand for power inside of the Santa Clara have increased significantly. These activities will increase the availability of SVP’s generation fleet, reducing the amount of net market power purchases needed to support SVP’s load.

Performance Impact
Increased proactive maintenance activities will ensure the reliability of equipment during critical peak months when SVP relies on City-owned generating assets the most. Increased use of predictive and preventative maintenance strategies will provide for additional long-term reliability improvements, as equipment is monitored and maintained based on data- driven decisions.

Strategic Pillar:

Deliver and Enhance High Quality Efficient Services and Infrastructure.

382
◄
a

I I I I

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | ELECTRIC UTILITY DEPARTMENT Service Level Changes

0.00 0

290,000 0 290,000
Program: 1362 – Power System Control
This proposal includes funding for an online training portal for Electric Utility Operations staff as a whole, and specifically to provide initial, onboarding, and continuing education requirements for system operators. In addition to delivering self- paced training to employees, this platform will be used to track and support Elec tric Utility Operations employee’s task qualification, training cadence, and skill sets. The platform will also be utilized to ensure that all compliance requirements related to system operations tasks are met per employee. Overall, this portal will facilitate the production of a consistently trained and highly skilled workforce.

Performance Impact
The utilization of this platform will ensure that SVP Utility Operat ions employees receive a well-managed, consistent, high level of training, conducive to the development of highly qualified and skilled employees.

Strategic Pillar:

Deliver and Enhance High Quality Efficient Services and Infrastructure.

0.00 0

750,000 0 1,000,000
Program: 1315 – Large Customer Renewable Energy (LCRE) Program This proposal includes funding for the voluntary bundl ed Large Customer Renewable Energy Program (LCRE) program which was approved by City Council on November 16, 2021. The current Green Power program will shift from an unbundled renewable energy credit (REC) program to a voluntary bundled Large Customer Renewable Energy Program (LCRE). This action includes funding for Silicon Valley Power to procure renew able energy in excess of the current Renewable Portfolio Standard (RPS) requirements for customers that subscribe to the LCRE. SVP recovers the cost of the program on the customer’s monthly utility bill.

Performance Impact
This program provides a way for the customer to meet their sustainability goals when the Customer’s goals are higher than the SVP’s current RPS.

Strategic Pillar:

Promote Sustainability and Environmental Protection

383
◄
a

I I I I

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | ELECTRIC UTILITY DEPARTMENT Service Level Changes

0.00 0

1,828,000 0 1,728,200
Program: 1319 – SVP Electric Vehicle Program
This proposal includes funding to continue and expand the electric transportation acceleration initiatives to ensure Santa Clara is an EV Ready Community by 2030. This includes ong oing funding for the Fleet Advisory/Technical Assistance program and educational webinars that target multifamily housing, non-profits and small commercial customers.

Residential Program Expansion : Understanding that not all community members want or have the ability to drive electric, SVP proposes to expand its programs beyond vehicle rebates and proposes to fund programs that support all modes of transportation via a Community Transit Program and an Electric Ride Share Program in partnership with VIA and the City of Cupertino. To support an innovative electric grid, SVP proposes a managed electric vehicle (EV) charging program and an EV Submeter Program. Business Program Expansion: SVP plans to continue to provide EV charging infrastructure technical assistance and proposes to expand this assistance by offering Fleet Advisory / Technical Assistance to commercial and industrial customers operating fleets in Santa Clara. SVP also plans to improve its existing multifamily, nonprofit and commercial EV charging rebate program by increasing rebate incentives for level 2 EV chargers and expanding eligible equipment to include level 1 and low-level 2 outlets. Public Agency Program Expansion: SVP plans to expand its support of public agencies and the school district by offering an EV School Bus Program and offering subsidized public charging for low-to -moderate income (LMI) customers via a new direct-install program.

Performance Impact
In conjunction with maintaining and expanding existing EV programs such as vehicle rebates, EV charging rebates, and EV charging technical assistance, this funding will expand potential third-party programs. Procuring third-party program administrators and consultants to support staff in this effort will help to address the operational constraints while allowing staff to direct focus on supporting a number of growing initia tives that enhance overall city operations and support the City’s Climate Action Plan.

Strategic Pillar:

Promote Sustainability and Environmental Protection

384

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | ELECTRIC UTILITY DEPARTMENT Service Level Changes

2,650,000 0 3,950,000
Program: 1325 – Greenhouse Gas Program
This proposal includes funding to implement new programs that could include new solar installations, solar installations combined with battery storage, and solar projects combined with electric vehicle (EV) infrastructure for City facilities and neighborhood school locations. This funding includes continued program support for DC fast charging infrastructure in combination with potential of an awar d of $500,000 through California Energy Commission’s EnergIIZE grant funding for fleet infrastructure. This funding also allows for the continued purchase of Zero Emission Vehicles to replace fossil fuel vehicles.

Performance Impact
The deployment of renewables and expand ed deployment of EVs and EV charging result in quantifiable greenhouse gas (GHG) reductions.

Strategic Pillar:

Promote Sustainability and Environmental Protection

385

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | ELECTRIC UTILITY DEPARTMENT Performance and Workload Measures

Administrative & Business Services Division1
Performance Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Maintain bond rating (Fitch Ratings)

"AA−"
Rating
"AA−"
Rating
"AA−"
Rating
"AA−"
Rating
"AA−"
Rating
"AA−"
Rating
Maintain debt service coverage ratio on
senior and subordinate debt
N/A 3.79 2.00 2.00 2.00 2.00
Submit annual bond disclosures as
required by due dates
100% 100% 100% 100% 100% 100%
Timely, accurate submittal of various
State, local and federal agency reports
100% 100% 100% 100% 100% 100%
Meet American Public Power
Association Public Power Provider
(RP3) and NWPPA standards of
performance
100% 100% 100% 100% 100% 100%
Workload Measures
Generate and submit bond disclosures
as required by the continuing
disclosure agreement for all SVP and
JPA revenue bonds
11 12 11 13 13 13
Actively participate in all JPA governing
boards
3 3 3 3 3 3
Actively participate in community
events
100% 100% 100% 100% 100% 100%
1 In FY 2023/24, Administrative Services and Business Services Divisions were combined into one Division

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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | ELECTRIC UTILITY DEPARTMENT Performance and Workload Measures

Customer Development and Project Management Division
Performance Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Annual fiber lease gross revenues

$3.07M $3.04M $3.00M $3.05M $3.08M $3.11M
Percent of fiber system availability

99.45% 99.80% 100% 100% 100% 100%
Deliver fiber service order estimates
within two weeks of initial request
100% 100% 100% 100% 100% 100%
Complete first encroachment review
within 15 days
100% 100% 100% 100% 100% 100%
Workload Measures
Substation drawing updates

300 300 300 300 300 300
Design and construction standard
document release
1 13 5 20 50 150
Customer/Developer estimates
released for requested work
114 143 125 125 125 125
Encroachment permit reviews
completed (incl. resubmittals) *
539 557 600 600 600 600
Substructure estimates mapped; city
work estimates mapped
125 189 125 125 125 125
Approval of pole contacts
(communication and small cell
attachments)
177 539 450 450 475 475
Number of fiber service or job requests
completed
27 16 25 25 25 25
Number of fiber quotes processed

52 46 50 50 50 50
Number of leased fiber miles per year

1,602 1,562 1,667 1,580 1,588 1,596
* This measure was reworded from the prior year.

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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | ELECTRIC UTILITY DEPARTMENT Performance and Workload Measures

100% 100% 100% 100% 100% 100%
Maintain residential customer
satisfaction rating
a1
N/A N/A 85% 85% 85% 85%
Maintain high customer satisfaction
rating for business accounts using
1−10 rating matrix
b1
N/A 9.0 9.0 9.0 9.0 9.0
Percent of customers enrolled in the
Green Power Program – Delete for FY
2023/24
c

8.00% 8.00% 10.00% N/A N/A N/A
Cumulative total GWh enrolled in
Green Power Program – Delete for FY
2023/24
c
426 GWh 350 GWh 350 GWh N/A N/A N/A
Cumulative total Gigawatt hour (GWh)
enrolled in the Large Customer
Renewable Energy (LCRE) program –
New for FY 2023/24
c

N/A N/A N/A 11 GWh 50 GWh 50 GWh
Comply with the California Energy
Commission (CEC) Renewables
Portfolio Standard (RPS) reporting
procedures – New for FY 2023/24 c

N/A N/A N/A 100 100% 100%
Comply with Low Carbon Fuel
Standard program (spending)
requirements per CARB
100% 100% 100% 100% 100% 100%
Host a minimum of two outreach
events annually
50% 100% 100% 100% 100% 100%
Participate in quarterly carbon auctions
to sell allowances

4 4 4 4 4 4
a. Study performed by California Municipal Utility Association biennially, alternating between residential and commercial customers each occurrence, based on industry standard criteria on a sample of customers. b. Study performed by E-Source, based on industry standard criteria on SVP provided list of largest 50-75 customers. c. The Green Power Program was replaced with the Large Custom er Renewable Energy (LCRE) Program beginning in January 2023 as described in RTC 21-1487 on November 16, 2021.
1 In FY 2023/24 moved from Customer Development and Project Management Division to Resource Planning and Engagement Division. 388
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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | ELECTRIC UTILITY DEPARTMENT Performance and Workload Measures

Resource Planning and Engagement Division
Performance Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Successful submission of SVP's yearly
Resource Adequacy plan to CAISO
100% 100% 100% 100% 100% 100%
Successful submission of SVP's load
forecast to the CEC (1 report) and
PG&E (3 reports) 100% 100% 100% 100% 100% 100%
Meet or exceed California's RPS
(Renewables Portfolio Standard)
requirement / RECs (Renewable Energy
Credits) that are, or will be retired, to
meet the RPS program obligations
based on calendar year

33%/35% 35%/37% 37%/38% 37%/38% 37%/38% 37%/38%
Analyze and evaluate counterparty
credit worthiness 1
100% 100% 100% 100% 100% 100%
1 In FY 2023/24 moved from Business Services Division to Resource Planning and Engagement Division. 389
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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | ELECTRIC UTILITY DEPARTMENT Performance and Workload Measures

Resource Planning and Engagement Division
Workload Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Number of program brochures and
postcards generated and distributed
energy efficiency programs *
17 9 4 6 5 5
Number of educational videos
produced to promote energy efficiency
0 2 3 3 3 4
Number of rebate applications
processed through energy efficiency
programs
613a 216 200 200 200 200
Prepare and submit Bi−annual
Distributed Energy Resource (DER
report) for California Energy
Commission (CEC)
1 2 2 2 2 2 2
Hold large industrial/commercial
customer engagement meeting 1
1 1 1 1 1 1
Prepare and submit quarterly customer
update report for SVP internal
stakeholders
1 4 4 4 4 4 4
Outreach materials reviewed and
refreshed

25 20 20 4 4 4
Generate solar energy usage reports -
Delete for FY 2023/24
c

12 N/A 12 N/A N/A N/A
Submit annual compliance reports to
the CEC – New for FY 2023/24
Yes Yes N/A Yes Yes Yes
Submit annual compliance reports to
the customer – New for FY 2023/24
Yes Yes N/A Yes Yes Yes
Number of commercial customers
enrolled and contracted with Option B
(“Bring-Your-Own” renewable energy)
of the LCRE program – New for FY
2023/24

N/A N/A N/A 2 5 1
Provide customer compliance progress
update – New for FY 2023/24
Yes Yes N/A Yes Yes Yes
* This measure was reworded from the prior year.
a. Higher number of rebates was resulted from the grant-funded refrigerator recycli ng program and the increasing room air clean ers rebates due to the lighting strikes and fires.
c. The Green Power Program was replaced with the Large Customer Renewable Energy (LCRE) Program beginning in January 2023 as described in RTC 21-1487 on November 16, 2021.
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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | ELECTRIC UTILITY DEPARTMENT Performance and Workload Measures

Resource Planning and Engagement Division
Workload Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Attend CARB workshops and meetings
for program compliance

4 4 4 4 4 4
Prepare and submit Low Carbon Fuel
Standards report

5 5 5 5 5 5
Host annual public meetings, events,
or workshops

1 2 4 2 2 2
Process Electric Vehicle charger
rebates (annually)

58 117 60 60 60 60
Install electric public access EV
charging stations

44 48 40 40 50 50
Prepare Cap−and−Trade allowance
reports and forms for CARB

2 2 2 2 2 2
Develop ten-year load forecasts for
CEC, PG&E and CAISO)

3 3 3 3 3 3
Submit day ahead bids and schedules
to CAISO
>100,000 82,000 82,000 82,000 82,000 82,000
Number of counterparty reviews
completed
1 55 55 55 55 55 55
Review CAISO reports on a weekly
basis to ensure SVP credit limit has not
been exceeded
1 52 52 52 52 52 52
Generate Power and Gas Gross
Margin Statements and Gas Pre−Pay
Reports every month 1
24 24 24 24 24 24
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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | ELECTRIC UTILITY DEPARTMENT Performance and Workload Measures

Utility Operations Division
Performance Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Percent of employees attended safety
and compliance training 1
85% 93% 95% 95% 95% 95%
Percent of Environmental Health and
Safety (EH&S) recommendations
implemented pursuant to audits – New
for FY 2023/24
100% 100% N/A 100% 100% 100%
Annual self−certification of compliance
with 20 NERC requirements selected
by the regional entity, WECC 1
100% 100% 100% 95% 95% 95%
Maintain compliance with 70 NERC
standards/600 requirements
1 100% 98% 100% 98% 95% 95%
Perform on−going environmental
health and safety and NERC
compliance activities in accordance
with Internal Compliance Program
Schedule
1 100% 98% 100% 100% 100% 100%
Average Service Availability Index
(percentage)

99.97% 99.98% 99.99% 99.99% 99.99% 99.99%
Customer Average Interruption
Duration Index (CAIDI) (minutes)
183 114 125 125 125 125
System Average Interruption Duration
Index (SAIDI) (minutes)
169 81 85 85 85 85
System Average Interruption
Frequency Index (SAIFI) (long)

0.9 0.7 0.7 0.7 0.7 0.7
System Average Interruption
Frequency Index (SAIFI) (momentary)

0.24 0.07 0.25 0.25 0.25 0.25
Total number of outages

189 185 160 190 190 190
Hot washing of electrical substation
equipment
98% 98% 100% 100% 100% 100%
Substation Infrared (IR) inspections

100% 100% 100% 100% 100% 100%
1 In FY 2023/24 moved from Business Services Division to Utility Operations Division.

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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | ELECTRIC UTILITY DEPARTMENT Performance and Workload Measures

Utility Operations Division
Performance Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Complete one detailed grid inspections
for underground and overhead
infrastructure per year
50% 16% 100% 100% 100% 100%
Complete four grid patrols in
accordance with GO165 (Walking,
Drive By)
100% 31% 100% 100% 100% 100%
Generation Availability *

74% 87% 90% 90% 90% 90%
Safety and Compliance training
completion rate *
95% 90% 90% 90% 90% 90%
NERC CIP compliance reports
submitted on time
100% 100% 100% 100% 100% 100%
Completion of system support work
orders within 3 business days
>70% >70% >70% >70% >70% >70%
On-time completion of preventative
maintenance work orders *
89% 94% 90% 90% 90% 90%
Corrective work order backlog 1

54% 25% 35% 35% 35% 35%
* This measure was reworded from the prior year.
1 This measure was reworded from the prior year. In the FY 2021/22 Adopted Operating Budget book, this measure was incorrectly titled, “Completion of corrective non-routine maintenance work orders”. It is being corrected to “Corrective work order backlog”. The data reported remains the same.

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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | ELECTRIC UTILITY DEPARTMENT Performance and Workload Measures

Utility Operations Division
Workload Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Develop and maintain NERC Reliability
Standard Audit Worksheets for current
and upcoming NERC standards 1
0 10 10 10 10 10
Refresh and update NERC Compliance
internal controls including automated
reminders and documents (e.g., guide
sheets, policies and procedures, and
workflows) *
1 40 39 25 35 35 40
Number of Internal Audit of NERC
Compliances (e.g., Check-ins,
quarterly review, and spot checks) –
New for FY 2023/24
N/A N/A N/A N/A 20 20
Number of employees lost time due to
injuries
0 0 0 0 0 0
Number of employees attending safety
and compliance training
1 162 232 186 186 186 186
Complete Annual Reviews of Internal
Compliance Standards for NERC,
OSHA, and other State and federal
regulations 1
31 42 10 10 10 10
Number of work orders processed by
the meter shop
>600 >600 >600 >600 >600 >600
Number of detailed substation
inspections
336 360 396 396 348 360
Transformer dissolved gas analysis
performed per year
54 57 57 57 216 216
Load tap changer dissolved gas
analysis performed per year
36 40 43 43 216 216
* This measure was reworded from the prior year.
1 In FY 2023/24 moved from Business Services Division to Utility Operations Division.

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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | ELECTRIC UTILITY DEPARTMENT Performance and Workload Measures

Utility Operations Division
Workload Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Number of preventative and corrective
work orders completed – Delete for FY
2023/24
1,646 1,777 1,400 N/A N/A N/A
Number of preventative maintenance
work orders completed – New for FY
2023/24 splitting out measure above
1,646 1,777 1,400 1,400 1,600 1,600
Number of corrective maintenance
work orders completed - New for FY
2023/24 splitting out measure above
N/A N/A N/A 200 200 200
Number of quarterly inspections
performed for remote generation
facilities – Delete for FY 2023/24
10 14 16 N/A N/A N/A
Environmental health and safety
program review – Delete for FY
2023/24 consolidated to measure
below
12 5 10 N/A

N/A N/A
Policy, program, and procedures
update and review *
10 10 10 12 12 12
* This measure was reworded from the prior year.

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Finance
Department
397

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398

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | FINANCE DEPARTMENT Finance Department Description

The Finance Department administers the financial affairs of the City, including City-owned public utilities. These functions include: budget administration and control; maintaining a general accounting system an d the preparation of annual comprehensive financial reports; collection of taxes, fees, special assessments and utilit y charges; invest ment of City funds; procurement of supplie s, materials, equipment, and services; operat ing the City Warehouse; issuance of bonds and debt management; and financial management of contracts, including leases.

Divisions and Services

The Finance Department is organized into five Divisions: Accounting; Administrative Services; Budget; Municipal Services; and Purchasing.

Accounting Division
Mission
Provide relevant, accurate, and timely transaction processing and financial reporting services in compliance with laws, regulations, City policies and professional standards.

Division Objectives
Continue to enhance and utilize the Finance/Human Resources Ma nagement System (FHRMS) in support of relevant, accurate and timely accounting processes.

Continue training of Accounting staff and citywide end-users in FHRMS financial modules and process workflow.

Identify areas for improvements and streamlining of accounting processes in support of work product efficiencies. Continue to utilize new tec hnology enhancements to empower end users to access financial information.

Administrative Services
Division Mission
Be a proactive participant in Citywide strategic planning and decision-making, adding value as a provider of financial advice, analysis, and investment and debt management.

Division Objectives
Manage the outstanding debt of the City and its agencies in compliance with established policies and bond covenants.

Manage cash flow and invest cash in accordance with established policies and procedures. Prepare monthly reports for the City and its agencies.

Monitor the financing needs of the Ci ty and its agencies. Manage negotiated and public-bid bond issuance.

Manage special projects as assigned.

Manage production of the City’s annual financial reports, general-purpose financial statements and annual comprehensive financial report (ACFR).

399

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | FINANCE DEPARTMENT Budget
Division Mission
Be the primary source of financial analysis in the City's continuing effort to maintain and strengthen its fiscally responsible core value.

Division Objectives
Manage and produce the biennial operating and capital budgets.

Manage and produce the Ten-Year Financial Forecast for the City and prepare periodic and annual revenue forecasts.

Analyze budget performance during the year and prepare Monthly Financial Reports.

Monitor and report the City’s appropriations limit and general contingency reserves.

Monitor the State budget and related legislative activities with economic implications.

Develop strategies to balance the budget.

Assist and provide support for negotiations with employee bargaining groups.

Work collaboratively with departments on any necessary budget amendments during the year.

Municipal Services
Division Mission
Provide customer service to our utility and business certificate customers, manage the activities of the Municipal Services division in accordance with the City's rules and regulations, code, and policies consis tent with professional and ethical standards, and be proactive in developing and delivering currently available automated features and conveniences to our customers.

Division Objectives
Provide customers with courteous, accurate and timely solutions to their inquiries and requests.

Promote and enhance customer self-service options and electronic payment offerin
gs for customers
Continue upgrading the functionality and underlying business processes of the Utility Management Information System (UMIS).

Promote and enhance on-line Business License enrollment and renewal.

Provide customers with safe, reliable self-service options for improved customer satisfaction.

Process and oversee custody of all cash and checks received over the counter or in the mail.

400

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | FINANCE DEPARTMENT

Purchasing Division
Mission
Support and facilitate the timely and efficient procurement of supplies, materials, equipment, and services required by City Departments while ensuring compliance to City Policies, applicable government regulations, and best practices in public sector procurement to obtain the lowest cost while maintaining appropriate internal controls. Oversee Central Warehouse operations to ensure that the City’s electric and water utilities are stocked with parts to support their operations and process outgoing mail for the City. Facilitate the disposition of surplus property to ensure a fair and transparent process is followed and maximum value is recovered.

Division Objectives
Provide internal customers and vendors with courteous, accurate and timely solutions to their inquiries and requests.

Negotiate and recommend execution of contracts or blanket purchase agreements for the purchase of supplies, materials and equipment.

Act to procure for the City the needed quality and quantity of supplies, materials and equipment at the least expense to the City.

Prepare and recommend to the City Manager rules governing the purchase of supplies, materials, equipment, and services for the City.

Keep informed of current developments in the field of purchasing, prices, market conditions and new products.

Competitively procure inventory items for the Central Warehouse to ensure inventory is maintained at levels sufficient to support field operation requirements.

401

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | FINANCE DEPARTMENT Significant Accomplishments
• Provided staff support and analysis for the Business Tax ballot measure that was approved by the voters in November 2022.
• Updated Chapter 2.105 of the Santa Clara City Code to increase bid thresholds to $250,000 for materials and general services and increase the City Manager’s signature authority to $250,000 to reflect current practices as benchmarked against both federal and local agencies purchasing practices. • Updated the City’s Procurement Card Policy to improve the reconciliation process and audit procedures of the program to reduce risks associated with inappropriate or fraudulent use of P-Cards. • Upgraded the Business Tax and License system enabling new E-Check payment option for Business Tax Customers. • Upgraded Utility Customer Service Call Center software enabling Call Center staff to answer incoming calls remotely. • Implemented new Utility Meter Reading Software/Hardware with enhanced security features utilizing a hosted platform.
• Enrolled City of Santa Clara in the State of California Low Income Household Water Assistance Program (LIHWAP) • Supported the Emergency Operations Center including procurement and cost accounting functions. Reviewed FEMA requirements and accounted for citywide COVID-19 expenditures in order to maximize federal funding. • Updated the City’s Investment Policy to reflect the most recent allowable investment types mandated by the State. • Transitioned banking and merchant services to a new servic e provider, JP Morgan Chase, to generate cost savings while enhancing customer experience and technology efficiencies. • Introduced a Procurement Guide to provide clarity around pr ocesses to create faster procurement cycles to obtain goods and services.
• Expanded access to employee self-servi ce capabilities to empower more us ers to manage aspe cts of their own employee profile online.
• Received the Government Finance Officers Association (GFOA) award for excellence in financial reporting for fiscal year 2021/22. This is the thirty-first consecutive year receiving the award. • Implemented an online budget tool that connects stakeholders to the City’s annual budget to promote transparency and accountability.
• Provided departmental trainings on the various phases of budget development. • Received the Capital Budget Excellence Award for FY 2022/23 and FY 2023/24 and the Operating Budget Excellence Award for FY 2021/22 and FY 2022/23 from the California So ciety of Municipal Finance Officers (CSMFO) and the Distinguished Budget Presentation Award from the Government Finance Officers Association (GFOA) for the FY 2021/22 and FY 2022/23 Biennial Operating Budget.

Significant Objectives
• Continue to upgrade the Finance and Human Resources M anagement System (FHRMS) products gain City-wide efficiencies, deliver updated reporting capabilities and features in the Accounting Division. • Implement automation for payroll and timekeeping functions across the City and coordinate with the Human Resources Department on the automation of benefits administration. • Update the accounts receivable and accounts payable modul es in the FHRMS to provide decentralized entry and electronic approval workflows.
• Implement capital assets module in FHRMS to provide greater asset accountability. • Conduct audits of external facilities; provide cashier training to staff in outside facilities. 402

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | FINANCE DEPARTMENT • Replace end of life CORE Onestep Cashiering System.
• Implement a new online utility billing platform to enhance customers’ reporting and payment capabilities. • Implement new Business Tax Ordinance approved by voters in November 2022 and upgrade the software and customer self-service portal to support the new Business Tax Methodology. • Develop and implement processes, administrative policies, and procedures with the goal of streamlining and improving the procurement and contracting process.
• Conduct citywide trainings on updated cash handling processes resulting from new technology. • Continue to enhance the City’s budget development practices that connect to the City Council’s priorities and policy direction.
• Establish a series of on-demand purchasing training materials addressing a wide variety of topics related to procurement and contracting.
• Implement a new contracts management system to automate the process of tracking agreements.

Budget Highlights
• Reduces non-personnel funding for training and travel, printing of budget books, and supplies.

403

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | FINANCE DEPARTMENT

Finance Department

70.75 FTEs*
Administrative Services

1.00 Accounting Division Manager

0.10 Assistant Director of
Finance

1.00 Director of Finance

1.00 Management Analyst

0.67 Office Specialist IV

1.00 Principal Financial Analyst

4.77 Total Administrative
Services FTE

Accounting

3.00 Accountant

2.00 Accounting Technician I

3.75 Accounting Technician II

0.90 Assistant Director of Finance

1.00 Principal Accountant

3.00 Senior Accounting Technician

2.00 Senior Management Analyst

15.65 Total Accounting FTE

Purchasing

1.00 Buyer

1.00 Chief Storekeeper

4.00 Contracts Manager

1.00 Management Analyst

2.00 Materials Handler

1.00 Purchasing Clerk

1.00 Purchasing Division Manager

1.00 Senior Materials Handler

12.00 Total Purchasing FTE

Municipal Services

1.00 Business Analyst

14.00 Customer Service
Representative

2.00 Customer Service Supervisor

3.00 Meter Reader

1.00 Municipal Services Division
Manager

1.00 Office Specialist III

5.00 Senior Customer Service
Representative

1.00 Senior Management Analyst

2.00 Utility Field Services Worker

1.00 Utility Field Services Supervisor

2.00 Utility Services Technician

33.00 Total Municipal Services FTE

Budget

1.00 Budget Manager

2.00 Management Analyst

0.33 Office Specialist IV

2.00 Senior Management Analyst

5.33 Total Budget FTE
*The positions above represent all funded positions. This excludes the 1.0 Office Specialist III position that was frozen, as approved by the City Council on March 9, 2021 (Agenda Item 5.0 – Report to Council 21-402). 404

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | FINANCE DEPARTMENT Budget Summary

FY 2021/22
Actual
FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2023/24
Change %
FY 2024/25
Proposed
FY 2024/25
Change %
3322 General Accounting 3,172,125 3,833,619 3,753,694 (2.1%) 3,921,591 4.5% 3,172,125 3,833,619 3,753,694 (2.1%) 3,921,591 4.5%
3362 Citywide Fiscal Planning 2,281,677 1,430,700 1,354,182 (5.3%) 1,507,245 11.3% 2,281,677 1,430,700 1,354,182 (5.3%) 1,507,245 11.3%
3315 Budget and Financial Analysis 2,305,537 2,288,129 2,186,196 (4.5%) 2,263,071 3.5% 2,305,537 2,288,129 2,186,196 (4.5%) 2,263,071 3.5% 3332 Utility Billing Services 2,893,059 4,011,526 4,111,703 2.5% 4,252,968 3.4% 3333 Revenue Receipting/Cashiering 538,829 658,576 670,919 1.9% 709,873 5.8% 3334 Business Certificate 329,079 370,100 387,103 4.6% 402,792 4.1% 3335 Field Services 1,111,036 1,041,637 1,061,463 1.9% 1,114,681 5.0% 3336 Administration 364,078 325,376 326,858 0.5% 338,715 3.6% 3337 Contact Center/Communication 804,334 690,397 738,440 7.0% 778,620 5.4% 6,040,415 7,097,612 7,296,486 2.8% 7,597,649 4.1% 3341 Warehouse 995,404 1,706,670 1,808,321 6.0% 1,843,646 2.0% 3343 Purchasing 1,086,305 1,456,137 1,782,520 22.4% 1,868,505 4.8% 3344 Mail Services 6,049 8,123 10,858 33.7% 11,064 1.9% 2,087,7
58 3,170,930 3,601,699 13.6% 3,723,215 3.4% 15,887,512 17,820,990 18,192,257 2.1% 19,012,771 4.5%
Municipal Services Division
Dollars by Division / Program
Accounting Division
Total Accounting Division
A dm inistrative Services Division
Total A dm inistrative Services Division
Budget Division
Total Budget Division
Total Municipal Services Division
Purchasing Division
Total Purchasing Division
Total by Division / Program

405

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | FINANCE DEPARTMENT Budget Summary

FY 2021/22
Actual
FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2023/24
Change %
FY 2024/25
Proposed
FY 2024/25
Change %
Dollars by Fund
General Fund 15,887,512 17,820,990 18,192,257 2.1% 19,012,771 4.5% Total by Fund 15,887,512 17,820,990 18,192,257 2.1% 19,012,771 4.5% Dollars by Category
Salary and Benefits
Salary 6,688,703 7,536,252 7,778,369 3.2% 8,185,673 5.2% As-Needed 305,807 181,531 186,714 2.9% 192,055 2.9% Overtime 13,040 16,950 17,545 3.5% 18,157 3.5% Retirement 2,727,249 2,884,137 2,906,668 0.8% 3,071,179 5.7% Health Allocation 748,475 936,903 1,083,893 15.7% 1,131,398 4.4% Medicare 112,629 124,571 130,086 4.4% 136,507 4.9% Social Security 416,311 477,261 516,065 8.1% 535,147 3.7% Other Benefits 390,334 428,345 446,352 4.2% 464,511 4.1% Total Salary and Benefits 11,402,548 12,585,950 13,065,692 3.8% 13,734,627 5.1% Non-Personnel
Materials/Services/Supplies 2,478,956 3,113,018 3,177,512 2.1% 3,342,971 5.2% Interfund Services 2,006,008 2,122,022 1,949,053 (8.2%) 1,935,173 (0.7%) Total Non-Personnel 4,484,964 5,235,040 5,126,565 (2.1%) 5,278,144 3.0% Total by Category 15,887,512 17,820,990 18,192,257 2.1% 19,012,771 4.5%

406

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | FINANCE DEPARTMENT Position Summary

FY 2021/22
Adopted
FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2023/24
Change
FY 2024/25
Proposed
Positions by Division / Program
Accounting Division
3322 General Accounting 15.65 15.65 15.65 0.00 15.65
Total Accounting Division 15.65 15.65 15.65 0.00 15.65
A dministrative Services Division
3362 Citywide Fiscal Planning 4.77 4.77 4.77 0.00 4.77
Total Administrative Services Division 4.77 4.77 4.77 0.00 4.77 Budget Division
3315 Budget and Financial Analysis 5.33 5.33 5.33 0.00 5.33 Total Budget Division 5.33 5.33 5.33 0.00 5.33
Municipal Services Division
3332 Utility Billing Services 14.80 14.80 14.80 0.00 14.80 3333 Revenue Receipting/Cashiering 4.10 4.10 4.10 0.00 4.10 3334 Business Certificate 1.60 1.60 1.60 0.00 1.60
3335 Field Services 6.15 6.15 6.15 0.00 6.15
3336 Administration 1.50 1.50 1.50 0.00 1.50
3337 Contact Center/Communication 4.85 4.85 4.85 0.00 4.85 Total Municipal Services Division 33.00 33.00 33.00 0.00 33.00 Purchasing Division
3341 Warehouse 5.45 5.45 5.45 0.00 5.45
3343 Purchasing 4.55 5.55 6.55 1.00 6.55
Total Purchasing Division 10.00 11.00 12.00 1.00 12.00
Total by Division / Program 68.75 69.75 70.75 1.00 70.75

407

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | FINANCE DEPARTMENT Position Summary

FY 2021/22
Adopted
FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2023/24
Change
FY 2024/25
Proposed
Positions by Fund
General Fund 68.75 69.75 70.75 1.00 70.75
Total by Fund 68.75 69.75 70.75 1.00 70.75
Position Classification
Accountant 3.00 3.00 3.00 0.00 3.00
Accounting Division Manager 1.00 1.00 1.00 0.00 1.00
Accounting Technician I 2.00 2.00 1.00 (1.00) 1.00
Accounting Technician II 3.75 3.75 4.75 1.00 4.75
Assistant Director of Finance 1.00 1.00 1.00 0.00 1.00
Budget Manager 1.00 1.00 1.00 0.00 1.00
Business Analyst 1.00 1.00 1.00 0.00 1.00
Buyer 1.00 1.00 1.00 0.00 1.00
Chief Storekeeper 1.00 1.00 1.00 0.00 1.00
Contracts Manager 3.00 4.00 4.00 0.00 4.00
Customer Service Representative 14.00 14.00 14.00 0.00 14.00 Customer Service Supervisor 2.00 2.00 2.00 0.00 2.00
Director of Finance 1.00 1.00 1.00 0.00 1.00
Management Analyst 4.00 4.00 4.00 0.00 4.00
Materials Handler 2.00 2.00 2.00 0.00 2.00
Meter Reader 3.00 3.00 3.00 0.00 3.00
Municipal Services Division Manager 1.00 1.00 1.00 0.00 1.00 Office Specialist III 1.00 1.00 1.00 0.00 1.00
Office Specialist IV 1.00 1.00 1.00 0.00 1.00
Principal Accountant 1.00 1.00 1.00 0.00 1.00
Principal Financial Analyst 1.00 1.00 1.00 0.00 1.00
Purchasing Clerk 1.00 1.00 1.00 0.00 1.00
Purchasing Division Manager 1.00 1.00 1.00 0.00 1.00
Senior Accounting Technician 3.00 3.00 3.00 0.00 3.00
Senior Customer Service Representative 5.00 5.00 5.00 0.00 5.00 Senior Management Analyst 4.00 4.00 5.00 1.00 5.00
Senior Materials Handler 1.00 1.00 1.00 0.00 1.00
Utility Field Services Supervisor 2.00 2.00 2.00 0.00 2.00 Utility Field Services Worker 1.00 1.00 1.00 0.00 1.00
Utility Services Technician 2.00 2.00 2.00 0.00 2.00
Total Positions 68.75 69.75 70.75 1.00 70.75

408

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | FINANCE DEPARTMENT Budget Reconciliation

Positions Expenditures
(All Funds)
Prior Year Budget 69.75 17,820,990
GASB/Actuarial Services (amounts vary every two years) (25,000) Cost Allocation Plan (every two years) (50,000) Salary and benefits adjustments 281,164
- Reclassification of 1.0 Accounting Technician I to Accounting Technician II Addition of 1.0 Senior Management Analyst (RTC 22-1145, funded by SVP) 1.00 198,578 Net change in interfund services (172,969) Net Non-Personnel Adjustments 158,494
Total Base Budget Adjustments 1.00 390,267
Total FY 2023/24 Base Budget 70.75 18,211,257
Non-Personnel Reductions (19,000)
Total Service Level Changes 0.00 (19,000) Total FY 2023/24 Proposed Budget 70.75 18,192,257
GASB/Actuarial Services (amounts vary every two years) 25,000 Cost Allocation Plan (every two years) 50,000 Salary and benefits adjustments 668,935
Net change in interfund services (13,880) Net Non-Personnel Adjustments 90,459
Total Base Budget Adjustments 0.00 820,514
Total FY 2024/25 Base Budget 70.75 19,012,771
Total FY 2024/25 Proposed Budget 70.75 19,012,771
FY 2024/25 Base Budget Adjustments
One-Time Cost Adjustments
Ongoing Cost Adjustments
Service Level Changes
FY 2023/24 Base Budget Adjustments
One-Time Cost Adjustments
Ongoing Cost Adjustments

409

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | FINANCE DEPARTMENT Service Level Changes

FY 2023/24 FY 2024/25
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Non-Personnel Reductions 0.00 (19,000) (19,100)
Program:
3315 – Budget & Financial Analysis
3322 – General Accounting
3343
– Purchasing
This proposal reduces the training and travel budgets for the Budget ($10,000 – from $11,096 to $1,096) and the Accounting ($3,000 – from $4,813 to $1,813) divisions. Staff would need to rely more heavily on online training opportunities versus in-person training. This reduction is expected to have minimal impacts given the shift to online training post COVID-19. This action also reduces the budget for printing budget books by $2,000 (from $6,208 to $4,208). Departments have reduced the requests for printed books and are relying more heavily on the online versions.

Budget will work with departments on scaling back the printed budget books. General supplies will also be reduced by $4,000 in the Budget ($1,000 – from $3, 247 to $2,247), Accounting ($1,000 – from $17,891 to $16,891), Purchasing ($1,000 from $10,912 to $9,912), and the Municipal Services ($43,905 to $42,905) divisions.

Performance Impact
This proposal will have minimal impacts on service delivery.

Strategic Pillar:

Deliver and Enhance High Quality Efficient Services and Infrastructure.

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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | FINANCE DEPARTMENT Performance and Workload Measures
Administrative Services Division
Performance Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
202 2/23
Estimate
2023/24
Target
2024/25
Target
Annual percentage yield on
investments while following
primary objectives of safety,
liquidity, and yield

1.7% 1.3% 0.9% 2.2% 2.3% 2.4%
Accounting Division
Performance Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
202 2/23
Estimate
2023/24
Target
2024/25
Target
Complete the external audit
process and preparation of City's
Annual Comprehensive Financial
Report with an unmodified audit
opinion by December 31
100% 100% 100% 100% 100% 100%
Complete the preparation and
submission of various State,
local, and federal agency reports
by due dates
100% 100% 100% 100% 100% 100%
Complete the month-end
accounting close process and
distribution of department budget
status reports by the 15th
working day of the following
month
75% 42% 100% 50% 100% 100%
Process bi-weekly payroll and
issuance of employee checks by
the due date and on time
100% 100% 100% 100% 100% 100%
Workload Measures
Number of invoices processed 21,686 20,832 25,000 21,300 23,000 25,000 Number of checks and ACH
payments issued 11,473 10,298 13,500 10,930 12,000 12,000 411
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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | FINANCE DEPARTMENT Performance and Workload Measures

Budget Division
Performance Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Percentage of variance between
budget and actual revenues in
the General Fund

0.2% 2.2% 2.0% 2.0% 2.0% 2.0%
Percentage of variance between
budget and actual expenditures
in the General Fund

4.0% 5.5% 2.0% 4.0% 2.0% 2.0%
Workload Measures
Average number of
comprehensive budget status
reviews conducted with City
departments to evaluate financial
performance and budget
deviations

3 3 4 3 4 4

Municipal Services Division
Performance Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Percent of closed delinquent
accounts collected in-house
93% 89% 95% 90% 95% 95%
Percent of delinquent Business
License tax certificates at fiscal
year-end

3.1% 2.9% 2.0% 4.2% 2.0% 2.0%
Percent of customer calls
answered within 90 seconds
44% 51% 50% 48% 50% 50%
Average hold time of sequenced
calls (m:s)
1:34 1:17 2:00 1:31 2:00 2:00
Percentage of calls with a call
quality score of at least 4.75 out
of 5.0
100% 94% 90% 90% 90% 90%
Workload Measures
Average monthly number of
utility accounts paying by
automated methods
44,321 41,402 46,000 53,300 46,000 46,000
Average monthly utility payments
processed
54,129 55,006 59,000 66,200 59,000 59,000
Number of business tax
certificates processed annually
11,982 11,701 13,000 11,400 13,000 13,000
Number of service requests
processed yearly
52,830 44,855 55,000 45,000 55,000 55,000

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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | FINANCE DEPARTMENT Performance and Workload Measures

Municipal Services Division
Workload Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Average number of utility
accounts invoiced
N/A 66,178 69,000 67,500 69,000 70,000
Average monthly number of
Business License renewals
processed via the online portal
N/A 4,851 5,000 5,200 5,000 5,000
Average number of meters read
monthly
85,082 86,126 88,000 87,500 88,000 88,000

Purchasing Division
Performance Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Writing off slow-moving inventory

N/A 10% of
total value
10% of
total value
10% of
total value
10% of
total value
10% of
total value
Internal Customer Satisfaction of
central warehouse

N/A N/A
90% rated
good or
better
90% rated
good or
better
90% rated
good or
better
90% rated
good or
better
Cost savings/avoidance for all
solicitations facilitated by the
Purchasing Division contracts team
N/A N/A 10% 10% 10% 10%
Cycle time to process purchase
orders
N/A N/A 5 days 5 days 5 days 5 days
Internal customer satisfaction of
Purchasing Division

N/A N/A
75% rated
good or
better
75% rated
good or
better
75% rated
good or
better
75% rated
good or
better
Workload Measures
Number of RFx (RFP, RFQ, RFB)
facilitated by the Purchasing
Division – New for FY 2023/24
N/A 78 N/A 80 80 80
Number of purchase orders

1,265 1,290 1,280 1,290 1,290 1,290
Number of procurement card
transactions
8,059 9,555 7,900 9,000 9,000 9,000
Number of inventory items cycle
counted
2,718 2,195 2,750 2,500 2,500 2,500
Number of material requisitions

3,598 3,338 3,600 3,600 3,600 3,500
Number of mail pieces processed

64,631 58,352 66,750 60,000 60,000 60,000

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Fire
Department
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416

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | FIRE DEPARTMENT Fire Department Description

The Fire Department responds with highly trained and well-e quipped personnel to all types of emergency incidents, maintaining a citywide response time of less than six minutes to at least 90% of all Code 3 1 emergency calls. Response time is measured from the time of dispatch to the time of arrival and includes two minutes turnout time and four minutes travel time

Divisions and Services

The Fire Department’s mission is to protect and enhance the quality of life of the community. The Fire Department is organized into six divisions: Field Operations, Emergency Medical Services (EMS), Community Risk Reduction, Training, Administration, and Office of Emergency Services.

The Field Operations Division is comprised of first responders to provide emergency response to residents, visitors, and businesses within the community. The Division is made up of eight fire engines, two fire trucks, one Hazardous Materials response unit, one Rescue response unit, one Battalion Chief, and one Shift Training/Safety Officer, per shift.

The Emergency Medical Services (EMS) Division provides first responder medical services (including Advanced Life Support to all residents and visitors within the guidelines determined by the Santa Clara County EMS Authority. Using existing fire station staffing, the divi sion also supports limited ambulance transport while authorized under special circumstances approved by Santa Clara County Emergency Medical Services agen cy when the County’s contractor is unable to arrive on scene and provide transport services within the contracted time. The division maintains paramedic and emergency medical technician (EMT) licensure and certifications, maintains emergency medical equipment caches, works closely with the County EMS Authority to ensure County protocols, ensures training and programs are deployed to personnel, and acts as the agency’s Designated Infection Control Officer (DICO).

The Community Risk Reduction Division (CRRD) protects our community through coordinated efforts in community education and outreach, fire engineering plan review and inspection services to maintain code compliance for new construction, emergency planning, hazardous materials enfor cement, code enforcement, fire and hazardous materials investigations, and vegetation management. The CRRD oversees the Certified Unified Program Agency (CUPA) program on behalf of the City of Santa Clara. The City has been certified by the Secretary of the California Environmental Protection Agency to enforce the six environmental-based code enforce ment programs. The CRRD coordinates the Santa Clara County Fire Chief’s Association, Youth Firesetter Prevention and Intervention Program (YFPIP). The program is a County of Santa Clara, Juvenile Court Division-recognized diversionary program that gives youth offenders throughout the County an opportunity for a second chance.

The Training Division conducts and eval uates a wide variety of activities fr om simulated emergency incidents to assessments and classes, to ensure Fire De partment personnel are performing at t he highest levels of the profession.

The Division maintains documentation to support State and Federal certification programs and develops and implements local and regional response/mitigation exercises focused on large-scale community events. The Training Division also assists the Human Resources Department in developing and administering Fire Department promotional examinations.

The Administrative Division provides management, organiza tion, and support for the various divisions of the Fire Department. The primary duties that fall under this divi sion include budget development and management, recruitment, grant management, accounts payable and payroll processing, fire station maintenance, workers’ compensation coordination, strategic management and planning, data management, emergency / non-emergency photography and data analysis. The division manages the depart ment web page, social media outle ts, federal and state grants, annual department open house, creation and management of department maps including pre-incident planning, as well as the development, management and implementation of department policies and procedures.

1 Code 3: Immediate response using red lights and siren; Code 2: No red lights or siren—expedited response adhering to all regul ar traffic laws.
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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | FIRE DEPARTMENT The City’s Office of Emergency Services provides emergency services training and coordination for the City in large- scale incidents requiring Emergency Operations Center activation and is also responsible for the City’s emergency preparedness activities, hazard mitigation and disaster management plans. The division coordinates with the County and the State for large scale emergency preparedness.

Field Operations
Division Mission
To enhance the quality of life for the comm unity by providing caring, community- oriented service to protect life, property, and the environment.

Division Objectives
Maintain a citywide emergency response standard to all Code 3 incidents of six minutes from time of fire crew notification to first unit’s arrival on scene at least 90% of the time.

Provide an effective response force (ERF ) of 17 personnel on scene of a structure fire in less than ten minutes from dispatch of alarm, at least 90% of the time.

Provide hazardous materials response to protect the community from hazards associated with uncontrolled release of haz ardous and toxic materials and respond to technical rescue emergencies efficiently and effectively.

Provide special event (Fire and EMS) se rvices to Levi’s Stadium and all other significant special events held in the City of Santa Clara.

Emergency Medical
Services
Division Mission
Deliver quality emergency medical services to citizens and visitors of Santa Clara.

All Santa Clara Firefighters are certified EMTs, and all fire engines and fire trucks are staffed with at least one paramedic.

Division Objectives
Provide first responder paramedic services to at least 90% of Code 3 medical emergencies citywide within 7:59 minutes/se conds from fire crew notification (per County EMS Authority standard).

Process medical certifications and licenses for all Fire Department personnel and monitor for compliance with State and local government regulations.

Provide quality assurance/quality improvement processes for treatment-based EMS delivery.

Monitor and maintain custody and security of protected health information.

Provide high quality EMS/EMT training and equipment to all Fire Department personnel and local stakeholders, as needed.

Manage fire department ambulance transportation of patients to hospitals on a limited basis while authorized under special circumstances approved by Santa Clara County Emergency Medical Services agency.

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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | FIRE DEPARTMENT

Community Risk
Reduction
Division Mission
To protect life, property, and the environment through education, engineering, enforcement, economic incentives, empowerment, and emergency response.

Division Objectives
Utilize community-specific dat a to reduce risks and in juries through focused community education and outreach programs.

Perform a wide array of plan reviews and co nstruction inspections from planning and building permits, to fire-life safety systems , hazardous materials, and special events structures.

Investigate intentionally set fires and u nauthorized hazardous materials releases.

Work collaboratively with the Santa Clar a Police Department and the County District Attorney’s Office on both criminal and civil prosecutions.

Ensure ongoing compliance through focused training in fire safety, emergency drills, state hazardous materials reporting, and many more areas.

Enforce the six environmental-based code enforcement programs as designed by California Environmental Protection Agency (CalEPA).

Manage the operational permits and conduct inspections of existing community businesses and facilities to ensure compliance with applicable fire, life safety, and environmental protection regulations.

Training Division Mission
Deliver high quality education and training in public safety to the members of the Santa Clara Fire Department and to the employees and citizens of the City of Santa Clara.

Division Objectives
Provide annual, semi-annual, and quarterly drills in the disci plines of firefighting, hazardous materials response, and rescue operations to members of the Fire Department to promote skill development and continuous improvement.

Maintain records to support State and f ederal training certific ations required for specific disciplines.

Perform Respiratory Protection Program self-contained breathing apparatus (SCBA) and respirator fit testing to maintain compliance with State and federal regulations.

Coordinate and schedule public education programs, school site visits, station tours, and other public outreach activities.

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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | FIRE DEPARTMENT Administrative Division
Mission
Provide management, organization and support for the various Fire Department divisions that are actively engaged in the protection of life and property.

Division Objectives
Provide the community with information on Fire Department programs and services.

Establish the vision and mission of the Department and communicate to all Fire Department personnel.

Provide administrative and managerial support to all Fire Department divisions.

Coordinate with other departments in the City as needed to support City projects and programs.

Create a biennial budget that meets department needs and supports Council goals and objectives.

Office of Emergency
Services Division
Mission
To prevent, prepare for, mitigate, respond to and recover from all hazards.

Division Objectives
Provide emergency services coordination in the City of Santa Clara Emergency Operations Center (EOC) in the event of a large-scale incident requiring activation.

Maintain the EOC in “response-ready” condition to serve as the City’s hub for emergency management activities in support of large-scale emergencies or planned events.

Engage in hazard mitigation activities with the goal of reducing or eliminating long- term risk to people and property from fu ture disasters and i dentifying long-term solutions that reduce the impact of disasters in the future.

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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | FIRE DEPARTMENT Significant Accomplishments
 Completed update to the Santa Clara Fire Department Strategic Plan, including internal and external stakeholder participation.
 Established department photography team to capture images of Fire Depart ment emergency response and daily events and activities.
 Successfully completed firefighter recruitment campaign and firefighter recruitment process.  Awarded the 2021 Assistance to Firefighters Grant for annual wellness exams for sworn personnel and new LUCAS automatic chest compression devices.
 Awarded the 2021 Staffing for Adequate Fire and Emergency Response (SAFER) grant that will allow for the hiring of 18 firefighters.
 Purchased Type 1 engine, utilizing Mutu al Aid reimbursement funding, with expected delivery date of August 2023.

The engine will replace a front-line apparatus that will be moved to the reserve apparatus fleet.  Successful launch of the Accela platform for fire c onstruction permitting and inspection, taking the Community Risk Reduction division (CRRD) into a fully digital permitting process.  CRRD took over the management of the Santa Clara County Fire Chief’s As sociation Youth Firesetter Prevention & Intervention Program.
 Record attendance and participation at the 2022 Firehouse Family Fair in honor of the National Fire Protection Association Fire Prevention Week each October.
 Awarded CUPA Forum Trust Grant fo r a mercury meter for the Hazardous Materials Response Team.  Successfully promoted 17 Fire fighters to Driver Engineer.  Hosted a multi-agency State Fire Training Firefighter 1 and 2 Fire Academy, including seven recruits from Santa Clara.
 Deployed 11 new LUCAS automatic compression devices on the front-line engines, trucks and ambulance to assist responders to perform CPR more efficiently and effectively.  Provided infrastructure and procedures to staff the fire department ambulance in order to maintain patient care while transporting the City’s medical patients to local hospitals authorized under special circumstances approved by Santa Clara County Emergency Medical Services agency when the County’s contractor is unable to arrive on scene and provide transport services within the contracted time.  Partially activated Emergency Operations Center, supporti ng the City’s response to the January 2023 Atmospheric River event and remained poised in monitor mode throughout the winter storm season.  Provided the 6th Annual Prepar e Santa Clara EOC functional exercise to EOC staff.  Resumed EOC training activities after a pause during the COVID-19 pandemic.

421
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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | FIRE DEPARTMENT Significant Objectives
 Improve workflow and efficiencies with administrative staffing.  Ensure policy and procedures are current and up to date.  Continue to advance Fire Department initiatives in Incl usion, Diversity and Equity through community outreach, firefighter recruitment and public relations.
 Manage hiring and reimbursement pr ocess for the SAFER grant award.  Maintain CalOES Type 2 certification for Hazardous Materials and Urban Search and Rescue.  Obtain and integrate a live, find, search canine into operations capabilities in partnership with California Task Force 3; fully funded by FEMA and the National Disaster Search Dog Foundation.  Complete the HdL transition to Accela for operational permit inspections in order to have a single database for Fire development and annual operational permit s, which will provide real-time data for inspectors and emergency responders.
 Explore the implementation of the National Fire Prot ection Association CRAIG 1300 system. The program is used to collect community incident data effectively, and better enable the Department to identify, assess and share local demographic, geographic, and economic needs in developing community risk reduction programs.  Expand the Firefighters in Safety Education (FISE) progr am to provide more classes to public and private schools in the community.
 Integrate data system with State CERS Next Gen Project in 2025.  Host a State Fire Training Firefighter 1 and 2 Fire Academy for Santa Clara Recruit Firefighters hired under the SAFER grant award.
 Improve Fire and Life Safety Inspection documentation for Field Operations personnel.  Develop training to ensure personnel are prepared for evolvi ng building trends in City, including high-rise emergency drills for all Field Operations personnel.
 Staff Fire Department ambulance with existing fire stati on personnel while Santa Clara County is operating under Standard Dispatch Order 3, giving fire agencies the authority to provide transportation within the County.  Lead a citywide Multi-Jurisdictional Hazard Mitigation Plan update project, in collaboration with the County and jurisdictional partners and stakeholders, to enable the City to apply for hazard mitigation grants, complete mitigation projects, and maintain the Federal Emergency Managem ent Agency’s (FEMA) Community Rating System (CRS) points.
 Continue implementing a training program for City EOC staff with regular trainings such as the Annual Prepare Santa Clara full-scale or functional exercise.
 Adopt a suicide prevention policy compatible with t he Santa Clara County Suicide Prevention Strategic Plan.  Reinvigorate the Community Emergency Response Team (CERT) program after a pause during the COVID-19 emergency response.

422
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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | FIRE DEPARTMENT Budget Highlights
• The Proposed Budget incorporates budget actions relat ed to the three-year SAFER grant award that generates General Fund savings:
 Reduce the overtime budget to account for minimu m staffing overtime savings generated through the SAFER grant award.
 Establish General Fund transfers to the Fire Operating Grant Trust Fund where the SAFER positions are budgeted to subsidize the remainder of the staffing costs that were not covered by the SAFER Grant.  Increase the materials/services/supplies budget to f und the costs of the Fire Academy and other onboarding costs related to the SAFER grant-funded positions.

423
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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | FIRE DEPARTMENT

Field Operations

3.00 Battalion Chief 24 Hours

1.00 Deputy Fire Chief

34.00 Fire Captain

40.00 Driver Engineer

60.00 Firefighter I/II

138.00 Total Field Operations FTE
Emergency Medical Services

1.00 Battalion Chief

1.00 Staff Aide I

2.00 Total Emergency Medical Services
FTE
Community Risk Reduction

1.00 Fire Marshal

1.00 Assistant Fire Marshal

2.00 Fire Protection Engineer

2.00 Deputy Fire Marshal III

5.00 Deputy Fire Marshal II

2.00 Deputy Fire Marshal I

2.00 Fire Prevention Specialist II

2.00 Fire Prevention Specialist I

1.00 Permit Technician

1.00 Staff Aide I

2.00 Office Specialist II

21.00 Community Risk Reduction FTE

Training

1.00 Battalion Chief

1.00 Fire Captain

1.00 Office Specialist II

3.00 Total Training FTE
Fire Department

173.50 FTEs*
Administration

1.00 Fire Chief

1.00 Deputy Fire Chief

1.00 Management Analyst

1.00 Staff Analyst I

1.00 Battalion Chief

1.00 Fire Application Data Analyst

1.00 Fire Plan Draftsperson

1.00 Office Specialist II

0.50 Office Assistant

8.50 Total Administration FTE
*The positions above represent all funded positions. This ex cludes the 2.0 FTEs that were originally funded by Related but are frozen beginning FY 2023/24 based on discussions with Related: 1.0 Deputy Fire Marshal ll and 1.0 Fire Protection Engineer.

Office of Emergency Services

1.00 Management Analyst

1.00 Total Office of Emergency Services FTE

424
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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | FIRE DEPARTMENT Budget Summary

FY 2021/22
Actual
FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2023/24
Change %
FY 2024/25
Proposed
FY 2024/25
Change %
7811 Administration 3,803,308 3,532,692 4,437,768 25.6% 4,700,854 5.9% 3,803,308 3,532,692 4,437,768 25.6% 4,700,854 5.9%
7822 Field Operations 50,402,316 49,684,259 56,036,413 12.8% 56,651,007 1.1% 50,402,316 49,684,259 56,036,413 12.8% 56,651,007 1.1%
7831 Administration, Investigation
and Education1 0 0 968,843 0.0% 1,012,990 4.6%
7832 Prevention and Hazardous Materials2 2,984,427 4,677,623 0 (100.0%) 0 N/A 7833 Certified United Program Agency
(CUPA)3 2,014,378 1,982,793 0 (100.0%) 0 N/A
7834 Development Services4 0 0 2,684,186 N/A 2,821,878 5.1% 7835 Non-Development Services5 0 0 1,400,420 N/A 1,484,914 6.0% 7836 Development CUPA6 0 0 330,993 N/A 350,035 5.8%
7837 Non-Development CUPA7 0 0 1,239,612 N/A 1,317,891 6.3% 4,998,805 6,660,416 6,624,054 (0.5%) 6,987,708 5.5%
7841 Training 1,646,195 1,797,655 1,403,295 (21.9%) 1,470,501 4.8% 1,646,195 1,797,655 1,403,295 (21.9%) 1,470,501 4.8%
Community Risk Reduction Division
Community Risk Reduction Division
Training Division
Total Training Division
Total Field Operations Division
Dollars by Division / Program
Administration Division
Total Administration Division
Field Operations Division

1Administration, Investigation and Education is a new program effective FY 2023/24 2Prevention and Hazardous Materials is an inactive program effective FY 2023/24 3Certified United Program Agency (CUPA) is an inactive program effective FY 2023/24 4Development Services is a new program effective FY 2023/24 5Non-Development Services is a new program effective FY 2023/24 6Development CUPA is a new program effective FY 2023/24 7Non-Development CUPA is a new program effective FY 2023/24 425
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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | FIRE DEPARTMENT Budget Summary

FY 2021/22
Actual
FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2023/24
Change %
FY 2024/25
Proposed
FY 2024/25
Change %
7871 Office of Emergency Services 221,520 216,061 246,300 14.0% 258,559 5.0% 221,520 216,061 246,300 14.0% 258,559 5.0%
7861 Emergency Medical Services 1,722,233 991,384 984,179 (0.7%) 1,034,570 5.1% 1,722,233 991,384 984,179 (0.7%) 1,034,570 5.1%
62,794,377 62,882,467 69,732,009 10.9% 71,103,199 2.0%
Total Office of Emergency Services Division
Total by Division / Program
Dollars by Division / Program
Emergency Medical Services Division
Total Emergency Medical Services Division
Office of Emergency Services Division

426
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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | FIRE DEPARTMENT Budget Summary

FY 2021/22
Actual
FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2023/24
Change %
FY 2024/25
Proposed
FY 2024/25
Change %
Dollars by Fund
50,795,435 62,298,852 62,616,032 0.5% 63,324,867 1.1%
11,314,440 0 0 N/A 0 N/A
15,912 0 0 N/A 0 N/A
0 0 3,109,073 N/A 3,264,818 5.0%
Fire Operating Grant Trust Fund 267,426 36,019 4,006,904 11024.4% 4,513,514 12.6% 322,092 0 0 N/A 0 N/A
79,072 547,596 0 (100.0%) 0 N/A
Total by Fund 62,794,377 62,882,467 69,732,009 10.9% 71,103,199 2.0% Dollars by Category
Salary and Benefits
Salary 30,060,531 30,478,458 34,794,765 14.2% 36,484,823 4.9% As-Needed 8,563 32,137 33,262 3.5% 34,426 3.5%
Overtime 5,487,468 3,725,385 2,675,202 (28.2%) 875,129 (67.3%) Retirement 16,210,291 17,649,517 19,646,941 11.3% 20,837,010 6.1% Health Allocation 1,469,342 1,705,461 3,058,788 79.4% 3,208,679 4.9% Medicare 502,440 437,766 513,571 17.3% 536,941 4.6%
Social Security 89,140 141,849 154,406 8.9% 162,051 5.0% Other Benefits 1,066,456 1,121,368 1,247,116 11.2% 1,287,341 3.2% Total Salary and Benefits 54,894,231 55,291,941 62,124,051 12.4% 63,426,400 2.1% Non-Personnel
Materials/Services/Supplies 1,924,882 1,849,887 1,811,017 (2.1%) 1,711,186 (5.5%) Interfund Services 5,134,023 5,740,639 5,796,941 1.0% 5,928,613 2.3% Capital Outlay 26,931 0 0 N/A 37,000 N/A
Other Expenditures 0 0 0 N/A 0 N/A
Transfers to Other Funds 814,310 0 0 N/A 0 N/A
Total Non-Personnel 7,900,146 7,590,526 7,607,958 0.2% 7,676,799 0.9% Total by Category 62,794,377 62,882,467 69,732,009 10.9% 71,103,199 2.0% Related Santa Clara Developer Fund
Other City Departments Operating Grant
Trust Fund
General Fund
American Rescue Plan Act Fund
Expendable Trust Fund
Fire Development Services Fund
8 8Fire Development Services is a new fund effective FY 2023/24 427
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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | FIRE DEPARTMENT Position Summary

FY 2021/22
Adopted
FY 2022/23
Adopted
FY 2023/24
Proposed*
FY 2023/24
Change
FY 2024/25
Proposed*
Positions by Division / Program
Administration Division
7811 Administration 7.50 5.50 8.50 3.00 8.50
Total Administration Division 7.50 5.50 8.50 3.00 8.50
Field Operations Division
7822 Field Operations 120.00 120.00 138.00 18.00 138.00 Total Field Operations Division 120.00 120.00 138.00 18.00 138.00 Community Risk Reduction Division
7831 Administration, Investigation and Education1 0.00 0.00 3.00 3.00 3.00 7832 Prevention and Hazardous Materials2 14.00 16.00 0.00 (16.00) 0.00 7833 Certified United Program Agency (CUPA)3 6.00 6.00 0.00 (6.00) 0.00 7834 Development Services4 0.00 0.00 8.06 8.06 8.06
7835 Non-Development Services5 0.00 0.00 5.21 5.21 5.21 7836 Development CUPA6 0.00 0.00 0.98 0.98 0.98
7837 Non-Development CUPA7 0.00 0.00 3.75 3.75 3.75
Total Community Risk Reduction Division 20.00 22.00 21.00 (1.00) 21.00 Training Division
7841 Training - Fire 4.00 5.00 3.00 (2.00) 3.00
Total Training Division 4.00 5.00 3.00 (2.00) 3.00
Office of Emergency Services Division
7871 Office of Emergency Services 1.00 1.00 1.00 0.00 1.00 Total Office of Emergency Services Division 1.00 1.00 1.00 0.00 1.00 Emergency Medical Services Division
7861 Emergency Medical Services 2.00 2.00 2.00 0.00 2.00 Total Emergency Medical Services Division 2.00 2.00 2.00 0.00 2.00 Total by Division / Program 154.50 155.50 173.50 18.00 173.50

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | FIRE DEPARTMENT Position Summary

FY 2021/22
Adopted
FY 2022/23
Adopted
FY 2023/24
Proposed*
FY 2023/24
Change
FY 2024/25
Proposed*
Positions by Fund
General Fund 153.50 153.50 146.46 (7.04) 146.46
Fire Development Services Fund8 0.00 0.00 9.04 9.04 9.04 Fire Operating Grant Trust Fund 0.00 0.00 18.00 18.00 18.00 Related Santa Clara Developer Fund 1.00 2.00 0.00 (2.00) 0.00 Total by Fund 154.50 155.50 173.50 18.00 173.50
Position Classification
Assistant Fire Marshal 1.00 1.00 1.00 0.00 1.00
Battalion Chief 3.00 3.00 3.00 0.00 3.00
Battalion Chief 24 Hrs 3.00 3.00 3.00 0.00 3.00
Deputy Fire Chief 2.00 2.00 2.00 0.00 2.00
Deputy Fire Marshal 4.00 5.00 4.00 (1.00) 4.00
Deputy Fire Marshal Haz Mats 5.00 5.00 5.00 0.00 5.00
Driver Engineer 40.00 40.00 40.00 0.00 40.00
Fire Application Data Analyst 1.00 1.00 1.00 0.00 1.00
Fire Captain 35.00 35.00 35.00 0.00 35.00
Fire Chief 1.00 1.00 1.00 0.00 1.00
Fire Marshal 1.00 1.00 1.00 0.00 1.00
Fire Plan Draftsperson 1.00 1.00 1.00 0.00 1.00
Fire Prevention Specialist I 2.00 2.00 2.00 0.00 2.00
Fire Prevention Specialist II 2.00 2.00 2.00 0.00 2.00
Fire Protection Engineer 2.00 2.00 2.00 0.00 2.00
Firefighter I/II 42.00 42.00 60.00 18.00 60.00
Management Analyst 0.00 1.00 2.00 1.00 2.00
Office Assistant 0.50 0.50 0.50 0.00 0.50
Office Specialist II 4.00 4.00 4.00 0.00 4.00
Office Specialist IV 1.00 0.00 0.00 0.00 0.00
Permit Technician 0.00 0.00 1.00 1.00 1.00
Staff Aide I 3.00 3.00 2.00 (1.00) 2.00
Staff Analyst I 1.00 1.00 1.00 0.00 1.00
Total Positions 154.50 155.50 173.50 18.00 173.50
*The positions above represent all funded positions. This ex cludes the 2.0 FTEs that were originally funded by Related but are frozen beginning FY 2023/24 based on discussions with Related: 1.0 Deputy Fire Marshal ll and 1.0 Fire Protection Engineer.

8Fire Development Services is a new fund effective FY 2023/24. 429
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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | FIRE DEPARTMENT Budget Reconciliation

Positions Expenditures
(All Funds)
Prior Year Budget 155.50 62,882,467
Rebudget: Community Risk Reduction Division Contractual Services (150,000) Interra Software (45,000)
Rebudget: Assistance to Firefighter Supplemental Grant and City Match (36,019) Salary and benefit adjustments 4,220,633
Staff Aide Reclass to Management Analyst
Unfreeze of 12.0 positions and add 6.0 positions for the SAFER grant (Report to Council 23-170, February 7, 2023)

18.00 4,006,904

18.0 Firefighters
Overtime base increase 710,243
Add 2.0 positions for the Community Risk Reduction Division (Report to Council 22-1145, September 27, 2022)

2.00 393,148

1.0 Fire Protection Engineer

1.0 Permit Technician
Freeze of 2.0 positions for the Related Santa Clara project: (2.00) (618,818)

1.0 Deputy Fire Marshal ll

1.0 Fire Protection Engineer
Net increase in various interfund services allocations 56,302 Net increase in materials, services and supplies 46,953 EMT and Paramedic Licensing Fees and Recruitment Operating Supplies (bi- annually)
(75,804)
Total Base Budget Adjustments 18.00 8,508,542 Total FY 2023/24 Base Budget 173.50 71,391,009 SAFER Grant Implementation and Overtime Reduction (1,659,000) Total Service Level Changes 0.00 (1,659,000)
Total FY 2023/24 Proposed Budget 173.50 69,732,009 Service Level Changes
FY 2023/24 Base Budget Adjustments
One-Time Cost Adjustments
Ongoing Cost Adjustments

430
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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | FIRE DEPARTMENT Budget Reconciliation

Positions Expenditures
(All Funds)
FY 2024/25 Base Budget Adjustments
One-Time Cost Adjustments
Emergency response technology equipment update 37,000 Ongoing Cost Adjustments
Salary and benefit adjustments 3,250,349
Net increase in various interfund services allocations 131,672 Net increase for Fire Station Maintenance 3,157 EMT and Paramedic Licensing Fees and Recruitment Operating Supplies (bi- annually)
77,320
Net increase in materials, services and supplies 34,692 Total FY 2024/25 Base Adjustments 0.00 3,534,190 FY 2024/25 Base Budget 173.50 73,266,199
Service Level Changes
SAFER Grant Implementation and Overtime Reduction (2,163,000) Total Service Level Changes 0.00 (2,163,000) Total FY 2024/25 Proposed Budget 173.50 71,103,199

431
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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | FIRE DEPARTMENT Service Level Changes

0.00 (1,659,000) 0 (3,822,000) 0
Program: 7822 – Field Operations
This proposal reflects changes associated with the Staffing for Adequate Fire and Emergency Response (SAFER) grant, a three-year $11.3 million grant. The grant will partially fund 18 firefighter po sitions, which incl udes unfreezing 12 positions and adding 6 new positions as approved by the Ci ty Council on February 7, 2023 (RTC 23-170), with the remaining position costs covered by the General Fund ($626,000 in FY 2023/24 and $770,000 in FY 2024/25). The positions will provide additional relief to help maintain daily minimum staffing of emergency respon se apparatus and reduce overtime due to absen ces caused by vacation, sick and disability leaves. The $1.66 million net reduction in FY 2023/24 includes a $1.88 million overtime budget reduction to reflect six months of overtime savings after the firefighter positions are fully onboarded and a one-time increase of $221,000 in the materials, services and supplies budget for Fire Academy and other onboarding costs. The $3.82 million net reduction in FY 2024/25 includes a $3.84 overtime budget reduction to reflect a full year of overtime savings and a one-time budget increase of $15,000 for training and certification costs.

Performance Impact
The additional staffing will provide the personnel needed to maintain the current daily staffing for emergency response throughout the City, while also reducing the number of personnel on overtime each day. In turn, the reduction in overtime to meet minimum daily staffing is expected to decrease the number of absences caused by sick and disability leaves for Field Operations per sonnel. The additional firefighters will also provide the opportunity to improve the department’s overall emergency response by evalua ting staffing models that will improv e compliance with NFPA 1710 staffing standards.

Strategic Pillar: Manage Strategically Our Workforce Capacity and Resources

432
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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | FIRE DEPARTMENT Performance and Workload Measures

Field Operations Division
Performance Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Response time of first in unit in
90% of all Code 3 emergency
calls1

4:36 min

5:39 min 6:00 min 04:50 min 6:00 min 6:00 min
Response time of Effective
Response Force (ERF)
1 of 17
personnel to a first alarm
structure fire in 90% of
emergency calls2

08:09 min

10:33 min 10:00 min 09:14 min 10:00 min 10:00 min
Percentage of fires contained to
room of origin
86% 63% 75% 63% 75% 75%
Workload Measures
Fire and life safety inspections
for regular businesses
completed by Field Operations
Division
229 2,763 4,000 2,500 2,800 2,900
Number of calls for service

8,853

9,603

9,000 10,698 9,000 9,000
Number of hours contributed by
the Volunteer/Reserve Program
2,500 5,000 5,000 2,500 5,000 5,000

1 Code 3: Immediate response using red lights and siren; Code 2: No red lights or siren—expedited response adhering to all regul ar traffic laws.
2 The Effective Response Force for first alarm assignment to a structure fire is the number of firefighters, apparatus, and response times needed to perform the required critical tasks.

Note: Performance and Workload Measure data are based on calendar year. 433
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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | FIRE DEPARTMENT Performance and Workload Measures

Emergency Medical Services Division
Workload Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Response time in 90% of all
advanced life support (ALS)
calls with at least one Paramedic
arriving on scene

5:17 min

05:51 min 7:59 min 05:29 min 7:59 min 7:59 min
Number of City employees
trained in Cardiopulmonary
Resuscitation/Automated
External Defibrillator (CPR/AED)
or BLS Provider

237 84 320 298 120 320
Number of Emergency Medical
Services (EMS) training hours
3,872 3,718 6,100 2,611 3,500 3,500

Community Risk Reduction Division
Workload Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Fire-life safety and hazardous
materials business inspections
with no statutory requirements
completed by Community Risk
Reduction Division – Modified
for FY 2023/24

2,108 3,434 3,000 2,108 1,300 1,300
Educational and Residential
occupancy inspections
completed within statutory
requirements – Modified for FY
2023/24

2,087 1,918 1,310 1,200 1,200 1,200
Plan reviews completed by
Division
1,949 2,469 1,900 2,069 2,069 2,069
Hazardous materials business
plan (HMBP) inspections
completed within statutory
requirements
283 216 300 250 300 300
Underground Storage Tank
(UST) inspection completed
within statutory requirements
71 63 65 63 63 63
Aboveground petroleum storage
tank (APSA) inspections
completed within statutory
requirements
50 25 40 40 40 40

Note: Performance and Workload Measure data are based on calendar year. 434
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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | FIRE DEPARTMENT Performance and Workload Measures

Community Risk Reduction Division
Workload Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
California accidental release
prevention (Cal-ARP)
inspections completed within
statutory requirements

4 1 1 1 1 1
Number of attendees of public
education events requirements –
Modified for FY 2023/24

223

N/A

1,500

6,000

7,500

8,000

Training Division
Workload Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Number of fire prevention
training hours
112 524 800 1280 800 800
Number of hazardous materials
training hours
2,179 536 1,200 1,523 1,200 1,200
Total department training hours
for Suppression personnel
23,585 25,378 20,000 22,368 20,000 20,000

Administrative Division
Performance Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Customer satisfaction rating
based on survey results (%) by
calendar year
99% 99% 95% 99% 95% 95%
Workload Measures
Number of Public Records Act
requests processed within
mandated timeframe2
N/A N/A 95% 95% 95% 95%

2 This workload measure is inclusive of all divisions.

Note: Performance and Workload Measure data are based on calendar year. 435
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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | FIRE DEPARTMENT Performance and Workload Measures

Office of Emergency Services Division
Workload Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Emergency Operations Center
number of activations per
calendar year (includes drills
and exercises)
13 13 15 13 14 14
Emergency Operations Center
training sessions/planning
meetings
33 22 30 14 30 30

Note: Performance and Workload Measure data are based on calendar year. 436
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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | HUMAN RESOURCES DEPARTMENT Human Resources Department Description

The Human Resources (HR) Department is responsible for several areas: Benefits, Recruitment, Classification and Compensation, Employee and Labor Relations, Equal Employm ent Opportunity, Workers Compensation/Safety, and Employee Development.

The Department manages a variety of employee benefits, including health, dental, vision and retirement benefit programs, life insurance, Flexible Spending Ac counts, VEBA, Retiree Medical Reimburse ment Program, and a City Employee Assistance Program. The Department is also responsible for providing state-mandated benefits for employees injured on the job.

HR integrates job analyses into the selection process for each vacant position to ensure the accuracy of job specifications and the validity of examinations. Considerable time, labor, and expense are involved with each recruitment, especially for public safety positions where the process includes large pools of applicants, written exams, performance exams, and oral exams in addition to polygraph, psychological, comprehensive medical exams, and background investigations.

The Director of Human Resources (HR) is delegated as the Municipal Employee Relations Officer (MERO). The Employee Relations function is a direct function of the City Manager’s Office that is delegated to the Director of HR. Employee Relations includes negotiating with Bargaining Units and Labor Unions to negotiate successor Memoranda of Understanding (MOU’s) for each of the 10 specific represented groups, as well as receiving and reviewing grievances filed by employees or unions.

The City’s Equal Employment Opportunity (EEO) Officer is responsible for oversight of equal employment opportunity laws. The EEO Officer reviews, investigates and/or oversees investigations of complaints filed by applicants or employees alleging discrimination or hostile work environment, including sexual harassment. The City has zero tolerance policy on discrimination and harassment. HR will continue to investigate and resolve grievances and discrimination complaints in accordance with federal and State laws, City policies, and in close coordination with the City Attorney’s Office.

The City strives to work on best practices related to safe ty, including proper ergonomics. We encourage all departments to invest in their staff, specifically related to occupational safety.

HR provides State-mandated harassment prevention training for all regular City employees and offers training programs in areas such as supervision, employment law, and other areas of interest.

Divisions and Services

The Human Resources Department is organized into tw o Divisions: 1) Employee Benefits and Records and 2) Recruitment, Classification, and Staff Development.

439

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | HUMAN RESOURCES DEPARTMENT

Employee Benefits and
Records Division Mission
Provide quality service to employees and reti rees in the responsible, cost efficient development and administration of City compensation, benefits, and related programs.

Division Objectives
Administer current Memoranda of Under standing (MOU) with the City's ten bargaining groups. Represent the City in various labor relation issues and negotiate, in collaboration with internal and external counsel, on wages, hours, and other terms and conditions of employment.

Administer benefits for City employees.

Manage employee relations matters for the City; advise and assist departments with grievance resolution and disciplinary action.

Strive to ensure equal employment opportunity and provide a work environment free of discrimination and harassment.

Manage benefit programs for employees, retiree medical reimbursement programs, and process retirements.

Provide city-wide Human Resources Management and Records Management.

Recruitment,
Classification, and Staff
Development
Division Mission
Provide centralized hiring services by developing and administering City recruitment and selection processes; administer and update the City's Classification Plan; and promote the advancement of ethical and sound human resources policies and practices in accordance with Civil Service Rules and Regulations, federal and State guidelines and industry standards.

Division Objectives
Develop and implement valid selection examinations designed to select and promote the most qualified candidates.

Ensure that positions are properly classi fied, described, and aligned to support the organizations’ effectiveness and efficiency.

Manage recruitment, assessment, and hiring pr ocesses to meet the City’s staffing needs. Review, streamline, and update human resources policies and procedures to improve efficiency and reflect current employment laws and industry best practices.

Make available to the public and employees employment information such as job opportunity announcements, job descriptions and salary and benefit data.

Provide training and development for employees City-wide to develop essential skills like analysis and reporting, leadership, customer service, and public presentations.

Provide coordination and delivery of emergen cy services and recovery activities in response to the COVID-19 pandemic.

440

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | HUMAN RESOURCES DEPARTMENT Significant Accomplishments
• Due to the COVID-19 pandemic, the Human Resources Department continued to promptly develop and implement various programs and policies including, but not limited to, COVID-19 safety training; leaves mandated by State and federal laws; FAQs; COVID-19 Prevention Program; management of all COVID-19 employee-related matters and cases, including mandated reporting requ irements; and city-wide safety protocol measures in compliance with State and local orders. The HR Department was also the primary distributor of Personal Protective Equipment (PPE) to City Departments and staff.
• Created and converted Human Resources forms to fillable forms for efficiency. • Transitioned from paper-copy to electronic employee person nel and benefits records, including moving to electronic submission of documents for the annual Benefits Open Enrollment, utilizing the City’s Laserfische system. • Since 2022, reached successor Memoranda of Understanding agreements with seven of the City ’s bargaining units, including side letter agreements with two bargaining units. • Implemented a learning and training managem ent system, Vector Solutions, whic h offers many courses of various topics, for employees city-wide.
• Provided supervisory and non-supervisory harassment/discrimination online mandated training. • Supported approximately 1,625 regular and as-needed employees in regard to benefits, wage adjustments, workers ’ compensation, leaves and retirements.
• Performed full-cycle recruitment, including classification studies, and appointed/promoted 115 regular employees during the last two fiscal years.

Significant Objectives
• Conduct recruitments and manage effective, efficient, and defensible hiring processes to attract and retain qualified employees.
• Continue negotiations with Bargaining Units.
• Develop additional supervisory training opportunities for current employees. • Maintain the Sexual Harassment Prevention State Mandated training for all City employees, including the training of Elected Officials and City Commission and Committee members. • Work closely with the Finance Departm ent to analyze and implement best practi ces in implementation, control, and audit of pay and benefit entries.
• Review and update various citywide policies, including the Employer-Employee Relations Resolution, the Personnel and Salary Resolution, and various City Manager Direct ives and coordinate these updated policies with each bargaining unit for implementation.

Budget Highlights
• The Proposed Budget includes the following budget reductions to help address the General Fund shortfall:
• Eliminate 1.0 Office Specialist IV position in the Employee Records and Benefits Division • Freeze the City of Santa Clara Leadership Program for two-years • Eliminate non-personnel funding for Police pre-empl oyment testing (funding is included in the Police Department budget)

441

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | HUMAN RESOURCES DEPARTMENT

Human Resources
Department

15.00 FTEs
Recruitment, Classification, and
Staff Development

0.50 Director of Human Resources

0.50 Assistant Director of Human Resources

1.50 Human Resources Division Manager

2.00 Human Resources Technician

2.00 Management Analyst

1.00 Senior Human Resources Assistant

2.00 Senior Human Resources Technician

9.50 Total Recruitment, Classification, and
Staff Development FTE
Employee Benefits and Records

0.50 Director of Human Resources

0.50 Assistant Director of Human Resources

0.50 Human Resources Division Manager

1.00 Management Analyst

1.00 Risk Manager

1.00 Senior Human Resources Assistant

1.00 Senior Human Resources Technician

5.50 Total Employee Benefits and
Records FTE
442

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | HUMAN RESOURCES DEPARTMENT Budget Summary

FY 2021/22
Actual
FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2023/24
Change %
FY 2024/25
Proposed
FY 2024/25
Change %
2514 Records – Compensation 1,158,739 889,463 773,975 (13.0%) 839,895 8.5% 2515 HR Workers’ Compensation
and Safety 742,557 801,840 734,171 (8.4%) 767,162 4.5%
1,901,296 1,691,303 1,508, 146 (10.8%) 1,607,057 6.6%
Recruitment, Classification, and Staff Development Division 2521 Selection – Classification 1,064,839 1,663,222 1,516,692 (8.8%) 1,596,551 5.3% 2525
Recruitment, Staff
Development and Labor
Relations
840,892 1,154,185 1,183,252 2.5% 1,235,720 4.4%
1,905,731 2,817,407 2,699, 944 (4.2%) 2,832,271 4.9%
3,807,027 4,508,710 4,208, 090 (6.7%) 4,439,328 5.5%
FY 2021/22
Actual
FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2023/24
Change %
FY 2024/25
Proposed
FY 2024/25
Change %
Dollars by Fund
General Fund 3,789,429 4,508,710 4,208,090 (6.7%) 4,439,328 5.5% Exendable Trust Fund 17,598 0 0 0.0% 0 0.0%
Total by Fund 3,807,027 4,508,71 0 4,208,090 (6.7%) 4,439,328 5.5% Dollars by Category
Salary and Benefits
Salary 1,869,268 1,921,117 2,018,827 5.1% 2,134,105 5.7% As-Needed 6,193 37,493 38,805 3.5% 40,163 3.5%
Overtime 125
0 0N /A 0N /A
Retirement 685,128 795,744 741,077 (6.9%) 787,456 6.3%
Health Allocations 164,758 182,714 234,306 28.2% 244,070 4.2% Medicare 28,341 30,752 31,989 4.0% 33,728 5.4%
Social Security 100,895 106,584 116,767 9.6% 120,853 3.5% Other Benefits 94,609 101,591 107,749 6.1% 111,652 3.6% Total Salary and Benefits 2,949,317 3,175,995 3,289,520 3.6% 3,472,027 5.5% Total by Division / Program
Dollars by Division / Program
Total Employee Benefits and
Records Division
Total Recruitment, Classification,
and Staff Development Division
Employee Benefits and Records Division

443

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | HUMAN RESOURCES DEPARTMENT Budget Summary

FY 2021/22
Actual
FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2023/24
Change %
FY 2024/25
Proposed
FY 2024/25
Change %
Dollars by Category
Non-Personnel
Materials/Services/Supplies 414,852 865,009 768,027 (11.2%) 818,344 6.6% Interfund Services 442,858 467,7 06 150,543 (67.8%) 148,957 (1.1%) Total Non-Personnel 857,710 1,332,715 918,570 (31.1%) 967,301 5.3% Total by Category 3,807,027 4,508,710 4,208,090 (6.7%) 4,439,328 5.5%

444

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | HUMAN RESOURCES DEPARTMENT Position Summary

FY 2021/22
Adopted
FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2023/24
Change
FY 2024/25
Proposed
Positions by Division / Program
Employee Benefits and Records Division
2514 Records – Compensation 2.75 2.75 2.50 (0.25) 2.50
2515 HR Workers’ Compensation and Safety 3.25 3.25 3.00 (0.25) 3.00 Total Employee Benefits and Reco rds Division 6.00 6.00 5.50 (0.50) 5.50 Recruitment, Classification, an d Staff Development Division 2521 Selection – Classification 5.75 5.75 6.50 0.75 6.50 2525 Recruitment, Staff Development and
Labor Relations 2.25 3.25 3.00 (0.25) 3.00

8.00 9.00 9.50 0.50 9.50
Total by Division / Program 14.00 15.00 15.00 0.00 15.00 FY 2021/22
Adopted
FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2023/24
Change
FY 2024/25
Proposed
Positions by Fund
General Fund 14.00 15.00 15.00 0.00 15.00
Total by Fund 14.00 15.00 15.00 0.00 15.00
Position Classification
Assistant Director of Human Resources 1.00 1.00 1.00 0.00 1.00 Director of Human Resources 1.00 1.00 1.00 0.00 1.00
Human Resources Division Manager 1.00 1.00 2.00 1.00 2.00 Risk Manager 1.00 1.00 1.00 0.00 1.00
Human Resources Technician 1.00 2.00 2.00 0.00 2.00
Management Analyst 3.00 2.00 3.00 1.00 3.00
Office Specialist IV 1.00 1.00 0.00 (1.00) 0.00
Senior Human Resources Assistant 2.00 2.00 2.00 0.00 2.00 Senior Human Resources Technician 3.00 3.00 3.00 0.00 3.00 Senior Management Analyst 0.00 1.00 0.00 (1.00) 0.00
Total Positions 14.00 15.00 15.00 0.00 15.00
Total Recruitment, Classification, and Staff
Development Division

445

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | HUMAN RESOURCES DEPARTMENT Budget Reconciliation

Positions Expenditures
(All Funds)
Prior Year Budget 15.00 4,508,710
Employee Survey (Every Two Years) (35,000)
Salary and Benefits adjustments 98,371
- Reclassify Human Resources Technician to Management Analyst - Reclassify Senior Management Analyst to Human Resources Division Manager Addition of 1.0 Human Resources Technician (Report to Council 22-1145, approved on September 27, 2022, funded by SVP)

1.00 151,171
Net change in various interfund services allocations (317,163) Net change in non-personnel costs 16,563
Total FY 2023/24 Base Budget Adjustments 1.00 (86,058)
Total FY 2023/24 Base Budget 16.00 4,422,652
Service Level Changes
Eliminate 1.0 Vacant Office Specialist IV (1.00) (136,017) Freeze City of Santa Clara Leadership Academy for Two Years (40,545) Eliminate Background Examination Funding (38,000)
Total Service Level Changes (1.00) (214,562)
Total FY 2023/24 Proposed Budget 15.00 4,208,090
FY 2023/24 Base Budget Adjustments
One-Time Cost Adjustments
Ongoing Cost Adjustments

446

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | HUMAN RESOURCES DEPARTMENT Budget Reconciliation

Positions Expenditures
(All Funds)
FY 2024/25 Base Budget Adjustments
One-Time Cost Adjustments
Employee Survey (Every Two Years) 35,000
Ongoing Cost Adjustments
Salary and benefits adjustments 191,733
Net change in various interfund services allocations (1,586) Non-personnel adjustments 16,888
Total FY 2024/25 Base Budget Adjustments 242,035
Total FY 2024/25 Base Budget 15.00 4,450,125
Service Level Changes
Eliminate 1.0 Vacant Office Specialist IV (9,226)
Freeze City of Santa Clara Leadership Academy for Two Years (811) Eliminate Background Examination Funding (760)
Total FY 2023/24 Proposed Budget 4,208,090
Total Service Level Changes (10,797)
Total FY 2024/25 Proposed Budget 15.00 4,439,328

447

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | HUMAN RESOURCES DEPARTMENT Service Level Changes

FY 2023/24 FY 2024/25
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Eliminate 1.0 Vacant Office Specialist
IV
(1.00) 0 (136,017) 0 (145,243)
Program: 2514 – Records and Compensation
This action eliminates 1.0 vacant Office Specialist IV position in the Records and Compensation program. This position is primarily responsible for providing general office and ad ministrative support, along with coordination of the Civil Service Commission and Salary Setting Commission.

Performance Impact
The general office and administrative support workload would be abs orbed by other staff. The day-to-day office and clerical duties have been absorbed by all the existing staff. Staff has been cross trained on the various duties that have been reassigned. The support for the two Commissions is absorbed by Seni or Human Resources Technicians and Human Resources Technicians on a rotational schedule, w ho have been cross trained to support coordination of both Commissions.

Strategic Pillar:

Manage Strategically Our Workforce Capacity and Resources

448

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | HUMAN RESOURCES DEPARTMENT Service Level Changes

FY 2023/24 FY 2024/25
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Freeze City of Santa Clara Leadership
Academy for Two Years
(40,545) 0 (41,356) 0
Program: 2521 – Selection and Classification
Leadership Santa Clara is a four-month program that is available to City of Santa Clara residents and managed by the City of Santa Clara. The City holds an application period, in which prim arily residents (35-50) and City employees (2-4) may apply and be selected to participate in the program. The focus of the program is preparing residents for leadership roles in the community. Topics include the following: Santa Clara’s Past, Present and Future; Governance (federal, state, and local including City board and commissions); Public Serv ices; Media’s Impact on Silicon Valley; Business Climate; Transportation; Arts & Culture; Community Diversity; Environment; Health Care; Human/Community Services; and Volunteerism.

Due to the COVID-19 pandemic, this program was frozen in FY 2021/22 and FY 2022/23. Given the City’s fiscal situation, this proposal continues to freeze the program for FY 2023/24 and FY 2024/25.

Performance Impact
There is no impact, as this program has been suspended for the last two fiscal years.

Strategic Pillar:

Manage Strategically Our Workforce Capacity and Resources

FY 2023/24 FY 2024/25
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Eliminate Background Examination
Funding
0 (38,000) 0 (38,760)
Program: 2521 – Selection and Classification
This action eliminates non-personnel funding of $38,000 for Police background examinations. Candidates that move forward in the recruitment process and receive a conditional offer of employment are required to complete several examinations. The cost of these exams will be shifted to the Police Department, as they handle the background process.

This is consistent with the Fire Department. The Human Resources Department separately pays for the cost of fingerprinting.

Performance Impact
There is no impact anticipated as a result of this reduction.

Strategic Pillar:

Manage Strategically Our Workforce Capacity and Resources

449
FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | HUMAN RESOURCES DEPARTMENT Performance and Workload Measures
Employee Benefits and Records Division
Performance Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
202 2/23
Estimate
2023/24
Target
2024/25
Target
Percent of employee benefits
and compensation transactions
processed accurately and timely
– Delete for FY 2023/24
99% N/A 100% N/A N/A N/A
Percent of separation and
retirement payoff calculations
completed according to policy
and within final pay period
– Delete for FY 2023/24
100% N/A 100% N/A N/A N/A
Percent of new hires processed
for pay and benefits in time for
their first paycheck
– Delete for FY 2023/24
100% N/A 100% N/A N/A N/A
Percent of Workers'
Compensation claims processed
within five business days of
receipt in Human Resources
Department
100% 100% 100% 100% 100% 100%
Percent of work hours lost as a
result of industrial injuries and
illnesses

1.12% 0.76% 2.00% 1.50% 2.00% 2.00%
Enhanced risk management
practices resulting in reduction to
citywide claim losses (%
reduction) – previously in Non-
Departmental
-46% N/A 4% N/A 4% 4%
Percent of City-sponsored
training classes rated very good
or above by attendees – Delete
for FY 2023/24
N/A N/A 100% N/A N/A N/A
Percentage of Regular
Employees enrolled in Deferred
Compensation – New for FY
2023/24
73% 72% N/A 75% 75% 75%
Workload Measures
Number of Personnel
Transactions processed in the
HRIS – New for FY 2023/24
1572 1994 N/A 2500 2500 2500
Number of Healthcare
Transactions processed in the
HRIS – New for FY 2023/24
984 1653 N/A 1400 1400 1400
Enhanced risk management
practices resulting in reduction to
citywide claim losses (number of
claims) – previously in Non-
Departmental
114 N/A 75 N/A 75 75
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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | HUMAN RESOURCES DEPARTMENT Performance and Workload Measures
Recruitment, Classification, and Staff Development Division Performance Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
202 2/23
Estimate
2023/24
Target
2024/25
Target
Average employee turnover rate 8.18% 10.41% 6.0% 10.0% 10.0% 10.0% Percent of recruitments
completed within established
timelines – Delete for FY
2023/24
100% N/A 100% N/A N/A N/A
Percent of recruitments for which
a job analysis is completed
– Delete for FY 2023/24
100% N/A 95% N/A N/A N/A
Percent of employees attending
City required training classes 95% 91% 100% 95% 100% 100% Vacancy Rate at End of Fiscal
Year – New for FY 2023/24 13.27% 14.20% 10% 15.00% 10% 10% Workload Measures
Number of successor MOUs
finalized after City Council
Approval – Modified for FY
2023/24
5 5 2 2 2 6
Number of formal disciplinary
actions received – New for FY
2023/24
4 3 N/A 5 5 5
Number of classification/
compensation projects
completed– New for FY 2023/24
10 16 N/A 20 20 20
Number of trainings offered
through the Human Resources
Department – New for FY
2023/24
13 39 N/A 50 50 50
Number of Regular and As-
Needed Hires, Promotions and
Transfers Completed Annually
– New for FY 2023/24
Full-Time
- New Hires/Reh
ires
-
Promotions
- Transfers
As-Needed
- New Hires/Rehires
38 47
1 119
110
103
4 215
N/A
N/A
N/A
N/A
90 80
2 175
90 80
N/A
175
90 80
N/A
175
451
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Information Technology
Department
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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | INFORMATION TECHNOLOGY DEPARTMENT Information Technology Department Description

The Information Technology Department (ITD) strives to provide superb affordable services and be the partner of choice for City information technology initiatives to improve the quality of life and strengthen the community through technology and innovation.

The award-winning ITD provides a full range of IT services through its Enterprise Services, Infrastructure and Support, Telecommunication Services and Contract Services Divisions, providing help desk, desk side support, data center and network management, cybersecurity, application consulting and support, training, technology project/program management and Geographic Information Service (GIS) capabilities.

Focus areas include:
• Improve government services - efficient, effective, & transparent • Enable self-service - anytime, anywher e, access to government digital citizen centric services, customer request management
• Enhance citizen engagement and community participation • Assist City departments with their IT business re quirements in support of delivering city services • Maintain Project and Portfolio Mana gement practices to ensure successful implementation of technology projects
• Maintain and strengthen the City's enterprise-wide tech nology infrastructure in support of City departments • Protect and strengthen the City netwo rk and information security capabilities • Cybersecurity risk mitigation & compliance
• Manage IT vendors to control costs, drive service excellence, and mitigate risks to gain increased value throughout the product lifecycle

Divisions and Services

The IT Department is organized into four Divisions: Enterprise Services; Infrastructure and Support; Contract Services; and Telecommunication Services.

455

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | INFORMATION TECHNOLOGY DEPARTMENT Enterprise Services
Division Mission
To plan and implement applications leveraging technology to enhance citywide and departmental capabilities. Maintain a high availability digital presence providing relevant information and quality on-line services to the residents and businesses of Santa Clara. Empower City employees to e ffectively serve the public using digital technologies.

Division Objectives
Provide application support for missi on and business critical departmental applications. Manage business process improvements and vendor compliance updates. Maintain an Application Portfolio Management System and Enterprise Roadmap to provide for better planning. Work with department business owners to rationalize and modernize the current applications in line with City goals and objectives, plan for enhancements and upgrades to provide greater functionality and business value for city applications.

Manage the City’s websites, providing timely updates to citizens through the use of the City’s expanding digital presence. Ensure equal access to the City website for people with disabilities by providing websites that comply with accessibility requirements.

Provide enhanced support for business applications used within the City driven by a Structured Project Methodology and Project Management Office.

Through GIS data, provide trustworthy operational information, organized by location, and delivered in a timely manner to decisi on-makers for both tactical and strategic planning efficiency.

Infrastructure and
Support
Division Mission
Provide a reliable and secure citywide computing infrastructure to enable departments to accomplish business goals and provide City services and information to the community.

Division Objectives
Provide services to ensure the reliability, continuity, and sustainability of network, server, storage, and desktop systems.

Maintain, support, and enhance the City's enterprise-wide technology infrastructure in support of City departments.

Enable business continuity and delivery of essential services through remote workplace capabilities
Ensure security and strengthen the reliability of the internal City systems and network.

456

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | INFORMATION TECHNOLOGY DEPARTMENT Contract Services
Division Mission
To provide superb professional, responsive, and cost-effective information technology services to the City.

Division Objectives
Manage the City technology contracts to ensure the adherence to scope and deliverables.

Implement information technology best practices and drive operational and continuous improvements with our technology providers.

Provide governance and oversight for the City technology vendors to ensure performance meets/exceeds contractual obli gations. Ensure remediation plans are developed and adhered to as needed.

Telecommunication
Services
Division Mission
Provide support for general communication s services for City staff, including telephony services, mobile, wireless communications, and cable services.

Division Objectives
Provide and maintain high quality telephony and mobile services to all City staff and departments. Assist in the planning and implementation of telecommunications services at City facilities.

Review and process billing for all telecommunication services.

Provide cable franchise oversight and monitoring.

457

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | INFORMATION TECHNOLOGY DEPARTMENT Significant Accomplishments
 The City has a robust application portfo lio of 160 line-of-business applications that are core to City operations and delivering services to the public. The Department implemented, upgraded, or replaced approximately 20 applications in 2022.
 Supported the Finance Department to transition t he City’s general banking to JPMorgan Chase.  Implemented asset management for Storm Drain, Tra ffic Signs and Trees to improve reliability of assets, regulatory compliance, and decision-making capabilities.  Deployed a mobile application for the public for the 40 th Anniversary of the Santa Clara Art & Wine Festival.  Deployed Speak Up Santa Clara enabling employees to report incidents about workplace issues.  Continued expansion of the Document Management System and digitization of City records.  Improved City Website Search functionality.
 Upgraded the VOIP telephone system for enhanced security and cost savings.  Replaced the end-of-life Field Collecti on system (Utility Meter Reading) resulting in saving staff time, ease of access and flexibility.
 Enhanced Audio/Visual ca pabilities throughout the City for improved citizen engagement and collaboration.  Enterprise GIS accomplishments include:
 Overhaul of the Enterprise GIS Infrastructure.
 City of Santa Clara's streets tree inventory mapping close to 18,000 trees.  Integration with Enterprise Asset Management fo r traffic signs, city trees and storm drains.  Mapping of recent Parks & Recreation facilities added to the City.  Improved the maturity of the City’s cybersecurity po sture, safeguarding resident and City sensitive data.

Significant Objectives
 Application Modernization: Support citywide and depa rtmental business process transformation, system replacements and upgrades – Utility Billing Customer Self Service Portal, Utility Billing Customer Information System, Records Management, Financials and HR Management System, Work Order Management.  Implementation of updated Bu siness License Tax system.  Public Safety Dispatchers rely on the fire station alerting system to notif y and alert fire stations. This project replaces a 20-year-old system that is end-of-life.
 Improve search experience on City websites.
 Enterprise GIS: work plan for the year includes proj ects to further citizen engagement, decision making, and effective infrastructure information lifecycle management. An integration with the sewer video inspection system is underway, an update of the Water & Sewer Block books as well as plans to update Parks & Recreation assets to bring them current and make parcel information available on InfoMap on the City website.  Improve collaboration capabilities by leveraging technologies such as the Microsoft 365 platform to enable anytime, anywhere access to City systems and resources.  Technology Infrastructure: Architect and replace aging technology infrastructure in a strategic and phased manner in support of increased digital, mobile and cloud solutions for anytime, anywhere device access in a secure manner.
458

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | INFORMATION TECHNOLOGY DEPARTMENT  Enhance technology capabilities in the City Parks and Recreation fa cilities for improved user experience.  Cybersecurity and Risk Mitigation: Strengthen the City’s cybersecurity post ure by providing a proactive defense against threats via intrusion prevention/detection systems and security information and event management systems and response protocols.
 Enhance Audio/Visual capabilities throughout the City for improved Ci vic engagement, collaboration and staff productivity.

Budget Highlights
 Ongoing budget reductions to help address the General Fund shortfall:
o IT Services contract reductions rela ted to the Cost-of-Living Adjustment. o Reduction in utilities expense to reflect efficiencies gained through telephone upgrades.

459

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | INFORMATION TECHNOLOGY DEPARTMENT

Information Technology
Department

6.00 FTEs
Infrastructure and Support

1.00 Director of Information Technology

1.00 Information Technology Services
Manager

1.00 Office Specialist III

3.00 Total Infrastructure and Support FTE
Enterprise Services

1.00 Information Technology Services
Manager

2.00 Senior Information Technology
Services Manager

3.00 Total Enterprise Services FTE

Contract Services

Contract Services Division reflects the IT
Department’s model of partnering with a
service provider to meet citywide
technology needs
Telecommunication Services

Telecommunication services are delivered
through contractual services

460

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | INFORMATION TECHNOLOGY DEPARTMENT Budget Summary

FY 2021/22
Actual
FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2023/24
Change %
FY 2024/25
Proposed
FY 2024/25
Change %
1931 Contract Services 6,959,761 8,102,354 8,137,172 0.4% 8,268,397 1.6% 6,959,761 8,102,354 8,137,172 0.4% 8,268,397 1.6%
1911 Application Services 584,114 566,620 937,685 65.5% 992,624 5.9% 1912 Web Services 145,276 260,682 266,099 2.1% 271,626 2.1% 1913 GIS Services 343,897 546,003 553,448 1.4% 564,849 2.1% 1,073,287 1,373,305 1,757,232 28.0% 1,829,099 4.1%
1921 Infrastructure and Support 1,925,090 2,659,402 2,651,290 (0.3%) 2,286,201 (13.8%) 1,925,090 2,659,402 2,651,290 (0.3%) 2,286,201 (13.8%)
1941 IT Telecommunication Services 371,573 823,240 749,238 (9.0%) 773,247 3.2% 371,573 823,240 749,238 (9.0%) 773,247 3.2%
10,329,711 12,958,301 13,294,932 2.6% 13,156,944 (1.0%) Dollars by Division / Program
Contract Services Division
Total Contract Services Division
Enterprise Services Division
Total by Division / Program
Total Enterprise Services Division
Infrastructure and Support Division
Total Infrastructure and Support
Division
Telecommunication Services Division
Total Telecommunication Services
Division

461

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | INFORMATION TECHNOLOGY DEPARTMENT Budget Summary

FY 2021/22
Actual
FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2023/24
Change %
FY 2024/25
Proposed
FY 2024/25
Change %
Dollars by Fund
Information Technology Services Fund 10,294,656 12,758,301 13,094,932 2.6% 12,956,944 (1.1%) Expendable Trust Fund 19,346 0 0 N/A 0 N/A
511 0 0 N/A 0 N/A
15,198 200,000 200,000 0.0% 200,000 0.0%
Total by Fund 10,329,711 12,958,301 13,294,932 2.6% 13,156,944 (1.0%) Dollars by Category
Salary and Benefits
Salary 1,153,925 965,899 1,197,503 24.0% 1,261,399 5.3% As-Needed 182,318 238,230 246,726 3.6% 254,488 3.1%
Retirement 353,613 448,758 406,064 (9.5%) 428,921 5.6%
Health Allocation 73,125 76,961 102,335 33.0% 107,102 4.7% Medicare 19,098 17,640 18,193 3.1% 19,129 5.1%
Social Security 52,247 49,248 56,516 14.8% 56,812 0.5%
Other Benefits 47,954 48,640 49,410 1.6% 50,901 3.0%
Total Salary and Benefits 1,882,280 1,845,376 2,076,747 12.5% 2,178,752 4.9% Non-Personnel
Materials/Services/Supplies 8,374,075 10,793,452 10,966,725 1.6% 10,726,677 (2.2%) Interfund Services 57,199 69,473 1,460 (97.9%) 1,515 3.8% Capital Outlay 16,157 250,000 250,000 0.0% 250,000 0.0% Total Non-Personnel 8,447,431 11,112,925 11,218,185 0.9% 10,978,192 (2.1%) Total by Category 10,329,711 12,958,301 13,294,932 2.6% 13,156,944 (1.0%) Other City Departments Operating Grant
Trust Fund
Public, Educational, and Governmental
(PEG) Fee Fund
462

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | INFORMATION TECHNOLOGY DEPARTMENT Position Summary

F Y 2021/22
Adopted
F Y 2022/23
Adopted
F Y 2023/24
Proposed
F Y 2023/24
Change
F Y 2024/25
Proposed
Positions by Division / Program
Contract Services Division
1931 Contract Services 0.00 0.00 0.00 0.00 0.00
Total Contract Services Division 0.00 0.00 0.00 0.00 0.00 Enterprise Services Division
1911 Application Services 2.00 2.00 3.00 1.00 3.00
1912 Web Services 0.00 0.00 0.00 0.00 0.00
1913 GIS Services 0.00 0.00 0.00 0.00 0.00
Total Enterprise Services Division 2.00 2.00 3.00 1.00 3.00 Infrastructure and Support Division
1921 Infrastructure and Support 4.00 4.00 3.00 (1.00) 3.00 Total Infrastructure and Support Division 4.00 4.00 3.00 (1.00) 3.00 Telecommunication Services Division
1941 IT Telecommunication Services 0.00 0.00 0.00 0.00 0.00 Total Telecommunication Services Division 0.00 0.00 0.00 0.00 0.00 Total by Division / Program 6.00 6.00 6.00 0.00 6.00
Positions by Fund
Information Technology Services Fund 6.00 6.00 6.00 0.00 6.00 Total by F und 6.00 6.00 6.00 0.00 6.00
Position Classification
Director of Information Technology 1.00 1.00 1.00 0.00 1.00 Information Technology Services Manager 2.00 2.00 2.00 0.00 2.00 Office Specialist III 1.00 1.00 1.00 0.00 1.00
Senior Information Technology Services Manager 2.00 2.00 2.00 0.00 2.00 Total Positions 6.00 6.00 6.00 0.00 6.00

463
FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | INFORMATION TECHNOLOGY DEPARTMENT Budget Reconciliation
Positions Expenditures
(All Funds)
Prior Year Budget 6.00 12,958,301
Replacement of Network Equipment (moved from CIP) 330,000 IT Sourcing Strategy 100,000
Salary and benefits adjustments 231,371
Non-personnel adjustments 35,273
Net increase to various internal service fund allocations (68,013) Total FY 2023/24 Base Budget Adjustments 0.00 628,631
Total FY 2023/24 Base Budget 6.00 13,586,932
Reduction in Information Technology Services Contract (COLA) (192,000) Reduction in Telecommunications Utilties Budget (100,000) Total Service Level Changes 0.00 (292,000)
Total FY 2023/24 Proposed Budget 6.00 13,294,932
Replacement of Network Equipment (moved from CIP) (330,000) IT Sourcing Strategy (100,000)
Salary and benefits adjustments 102,005
Non-personnel adjustments 195,792
Net increase to various internal service fund allocations 55 Total FY2024/25 Base Budget Adjustments 0.00 (132,148)
Total FY 2024/25 Base Budget 6.00 13,162,784

FY 2024/25 Base Budget Adjustments
Ongoing Cost Adjustments
FY 2023/24 Base Budget Adjustments
One-Time Cost Adjustments
Ongoing Cost Adjustments
Service Level Changes
One-Time Cost Adjustments
464

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | INFORMATION TECHNOLOGY DEPARTMENT Budget Reconciliation

Positions Expenditures
(All Funds)
Reduction in Information Technology Services Contract (COLA) (3,840) Reduction in Telecommunications Utilties Budget (2,000) Total Service Level Changes 0.00 (5,840)
Total FY 2024/25 Proposed Budget 6.00 13,156,944
Service Level Changes

465

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | INFORMATION TECHNOLOGY DEPARTMENT Service Level Changes

0.00 0 (192,000) 0 (195,840)
Program: 1931 – Contract Services
The Information Technology Department contracts with Unisys to provide the Ci ty with various information technology services. This contract includes cost-of-living adjustments (COLA) based on the CPI; however, the contract also includes language allowing the City to revisit to COLA should the City be met with budget constraints. In the current environment, ITD has reached out to Unisys to discuss the annual COLA in crease, which is estimated to be $384,000. Unisys, in good faith, has agreed to waive 50% of the COLA, resultin g in a General Fund reduction of approximately $132,320 and other funds reduction of $59,680.

Performance Impact
The Department does not anticipate any impact to service delivery.

Strategic Pillar:

Deliver and Enhance High Quality Efficient Services and Infrastructure

0.00 0 (100,000) 0 (102,000)
Program: 1941 – Telecom Services
This proposal reduces the Information Technology Department's tele com utilities budget by $100,000, from $526,436 to $426,436. This reductio n will result in $71,000 in savi ngs to the General Fund and $29,000 in savi ngs in all other funds.

Performance Impact
The Department anticipates no service level impacts as this reduction reflects savings that can be recognized with the optimization of the City's telephony program.

Strategic Pillar:

Deliver and Enhance High Quality Efficient Services and Infrastructure

466
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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | INFORMATION TECHNOLOGY DEPARTMENT Performance and Workload Measures

Infrastructure and Support Division
Performance Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Percent of Severity 1 and 2 tickets
resolved1

97% 97% 97% 100% 97% 97%
Average percent of tickets resolved at
first constant
20% 20% 25% 25% 25% 25%
Maintain critical server availability

100% 100% 99.90% 99.90% 99.90% 99.90%
Maintain data center availability

100% 100% 99.90% 100% 99.90% 99.90%
Average customer satisfaction rating
(five-point scale)
>4 >4 >4 4.39% >4 >4
Deployment software releases/patches
per schedule
95% 96% 96% 97% 97% 97%
Percentage of devices with up-to-date
malware software
98% 99% 99% 99% 99% 99%
Workload Measures
Number of phishing attempts blocked

250,000 225,000 225,000 260,000 250,000 250,000
Number of malicious sites blocked

350,000 325,000 325,000 228,000 250,000 250,000
Number of end user devices supported

1,700 1,700 1,700 1,900 1,700 1,700
Number of responses to end user
HelpDesk tickets

4,500 5,000 5,000 6,000 5,250 5,250
1Severity 1 is systems down for public safety, internet, phones; Severity 2 is systems down for permitting, utility billing, pay roll

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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | INFORMATION TECHNOLOGY DEPARTMENT Performance and Workload Measures

Enterprise Services Division
Workload Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Number of GIS based web tools and
enhancements deployed
9 9 9 9 10 11
Number of visits to City websites

3,429,285 2,966,907 3,300,000 3,000,000 3,000,000 3,000,000 Number of City websites pages
browsed by visitors

9,035,543 8,113,592 6,600,000 6,600,000 6,600,000 6,600,000 Number of unique visitors to City
websites
2,346,485 1,950,747 2,000,000 2,000,000 2,000,000 2,000,000 Number of City Council and
Planning Commission meetings
supported

54 75 80 62 60 60
New Business applications –
Modified for FY 2023/24

166 168 162 165 162 162
Business applications eliminated –
Delete for FY 2023/24

4 16 5 10 N/A N/A
Number of Business applications
that are SAAS base – Modified for
FY 2023/24

62 66 70 70 72 72
Business applications upgraded for
compliance and business process
improvements
20 30 15 15 20 20

Telecommunication Services Division
Workload Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Number of VoIP phones

1,104 1,120 1,120 1,156 1,160 1,160
Number of mobile devices

630 650 650 578 580 580

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Library Department
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470

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | LIBRARY DEPARTMENT Library Department Description

The Santa Clara City Library has positioned itself as a dynamic community hub, pr oviding access to information, literacy resources, educational programming, and civic engagement opportunities for t he Santa Clara community. The Library advances the Council’s Priorities by delivering high quality, efficient services in the following core areas:
• Collections – Provides a relevant physical and digital collection of books, movies, music, magazines and research tools for a diverse community with wide-ranging interests and needs. • Technology and Information Access – Introduces and prov ides access to technologies that support community innovation, employment opportunities, entrepreneurship and bridges the digital divide. • Literacy and English as a Second Language (ESL) – Provid es high quality adult and family literacy instruction and access to English as a Second Language support and resources. • Programming – Delivers high impact programming that supports early literacy through story times and other pre- school age events. Offers teen and young adult activi ties that promote yout h development and engagement.

Provides cultural enrichment and promotes inclusion via outreach and programs for new immigrants. Supports community engagement, well-being, health and lifelong learning through educational programming and services such as State Park Passes for free check-out, free technology resources, local hi story and genealogy collection, and sustainable practices with the Seed Exchange Library and tool lending program. • Community Partnerships – Pursues innovative partnership s with City departments, local educational institutions, local businesses and non-profits to enhance servic e delivery that promote r eading, literacy and community building.
• Facilities – Maintains buildings that ar e a source of civic pride, provide opportunities for placemaking, encourages community engagement and provide a clean, safe and welcoming place to study, learn and connect.

Divisions and Services

The Library Department is organized into seven Divisions: Administration, Adult Services, Branch Services, Customer Services, Facilities, Technical and Technology Services and Youth Services.

Administration
Division Mission
Plans, directs, organizes, and manages t he Library Department educational and recreational activities for the Santa Clara community; provides staff support for the Department’s central and administrative services.

Division Objectives
Manages the operational oversight of the Santa Clara City Library system including strategic planning, budget ing, personnel, facility management and community relations. Also provides support to the Library Board of Trustees and serves as liaison to the Santa Clara Library Foundation and Friends.

Identifies and implements creative solutions to ensure access to technology to bridge the digital divide and enhance service delivery to library patrons.

Establishes partnerships with community organizations to leverage resources and ensure a diverse portfolio of library programs and services.

Collaborates with internal and external stakeholders in the implementation of programs that advance the City Council’s Priorities through a strategic planning process.

Provides strategic leader ship on the development of new library facilities and necessary improvements to ensure clean, safe and welcoming facilities. 471

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | LIBRARY DEPARTMENT Adult Services
Division Mission
Provides information, research, and reade r advisory services through effective reference and information delivery systems; select, evaluate, and deselect Library materials for adults, including books, periodicals, audio-visual materials, and materials in electronic formats; provide special programs, collections, and services, such as the local history genealogy collection, classes and workshops on new technologies, and the delivery of library materials to homebound residents.

Division Objectives
Provides effective and efficient reference and reader advisory services for adults as well as technical assistance in the use of Library resources and technologies.

Selects and curates the Library’s extensiv e collection of print, media and digital resources as well as develops and implements programming for adults to support lifelong learning and community engagement.

Delivers programs and services that prom ote literacy including Career Online High School, the READ Santa Clara Program and English as a Second Language programs.

Maintains and supports the development of the City’s local history and genealogy collection.

Branch Services
Division Mission
Provides access to collections, programs and space to distinct neighborhoods and communities throughout the City.

Division Objectives
Provides relevant physical and digital co llections of books, movies and music that appeal to diverse users.

Creates community through popular, informative and cultural programming that engenders lifelong learning.

Drives economic and entrepreneurial growth by offering free Wi-Fi, computers and group study rooms.

Provides Bookmobile service to outly ing, underserved and corporate communities where they work, play, create, learn and live regardless of physical, economic, social and geographic barriers.

Provides clean and safe facilities that enhance the neighborhood

472

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | LIBRARY DEPARTMENT Customer Services
Division Mission
Provides and manages procedures for the ci rculation of Library materials with an emphasis on customer-centered services, including circulation of materials, reserves, patron registration, shelf maintenance and collection of fines and fees. Provide and manage general patron advisory, referral and assistance.

Division Objectives
Develops systems to ensure the timely and effective circulation of Library materials and resources.

Acts as the initial point of contact for patron inquiries, aids in-person, delivers customer service via telephone and online on issues related to library accounts, circulation of materials a nd the availability of resour ces. Processes financial transactions related to patrons’ use of materials.

Coordinates the activities of the Inter library Loan and Link+ programs which allow patrons to secure materials from a consortium of academic and public libraries.

Maintains the orderliness of the Library’s collections by ensuring timely and efficient sorting, shelving and retrieval of materials for circulation.

Provides logistical and operational support for special events and library programs.

Facilities Division
Mission
Manages Library facilities to maintain safe, accessible and functional facilities for all Library visitors.

Division Objectives
Develops and manages contracts related to the safety and security of the Library’s three physical locations: Central Librar y, Northside Branch Library and Mission Branch Library.

Coordinates capital improvements and building maintenance activities with other departments.

Facilitates the use of the Library’s facilities by outside partners such as the Registrar of Voters and the County of Santa Clara for approved civic-related activities.

Technical and
Technology Services
Division Mission
Manages the acquisition, cataloging, proces sing, and repair of all types of library materials and the organization of these materials into collections for the use of library customers. Manages operations and systems which support Library services, provide access to Library collections, electronic re sources, and information sources beyond the Library, by utilizing current technologies for the benefit of the community and the delivery of customer-centered services.

Division Objectives
Implements cost-savings benefits by purchasing pre-processed Library materials.

Purchases and processes new library materials for delivery to customers in a timely fashion.

Synchronizes Library data with other City departments for procurement and maintaining data and statistics.

Sets up and maintains all public and staff computers and hardware, including workstations, laptops and printers throughout the Library system.

Implements new library software and upgrades to existing applications to maintain functionality and security.

Designs and supports technology-based programming.

Designs, updates, and maintains content for Library website. 473

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | LIBRARY DEPARTMENT Youth Services
Division Mission
Provides relevant materials, programming, and services for children, young adults, and their families to support youth development and lifelong learning. Provides the Santa Clara community with opportunities to serve the City and the Library through volunteer activities.

Division Objectives
Supports the role of parents as their child's first and most important teacher through collections, programs, and resources; targeted to children ages 0 to 5.

Recognizes and honors Santa Clara’s diverse community through programming multilingual story times and improved forei gn language and bilingual collections for children and their families.

Provides equitable and high-quality progra mming, reference and reader’s advisory services for all children and teens.

Publicizes the Library's resources, services and programs to elementary, middle and high schools within the City of Santa Clara, and positions the Library as a community educational partner.

474
FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | LIBRARY DEPARTMENT Significant Accomplishments
• Held Comic Con 2022 at the Central Park Library Branch, hosting approximately 6,000 visitors and featuring multiple panel
s, cosplayers, games and contests; rated 4.68 out of 5 stars by attendees. • Held 4
95 library programs across all age groups, with 26,351 people attending. • Rea
d Santa Clara provided 3,418 hours of free literacy instruction to 82 adult learners, enabling 77% of them to achieve the goals they had set as family members, workers, community members and lifelong learners. • Implemented a new Homework Help Center with $89,551 in grant funding from the Calif ornia State Library. The program, Stronger Together: Teens Lead and Learn supported school children in Grades 2-6, while teens gained first job tutoring e
xperience, with 12-15 families regularly seeking help.
• Publish
ed all Summer Reading program materials in both English and Spanish and distributed to all Santa Clara Unified School District students. A total of 2,884 participants read a total of 69,885 hours, with 99% of survey participants indicating they were encouraged to read more over the summer, and every participating child selecting a new b
ook to take home at the end of the summer.
• Tran
sitioned from mostly virtual programming during COVI D-19 closures to in-person and hybrid programming in respon
se to changing community needs, with many pat rons cheering and clapping at the resuming of in-perso n prog
rams and expressing how much they missed the library.
• Dre
w over 1,600 attendees for the Storytimes program every month. • Provi
ded Dial-a-Story 24/7 virtual programming, featuring weekly stories in English and Spanish, used 680 times since April 2022.
• Cham
pioned intellectual freedom and diversity, equity and inclusion in the community, both in collection development and programming, which included: hosti ng the traveling exhibit “Coming Out: 50 Years of Queer Resistance and Resilience in Silicon Valley;” creating a “We Welcome All” poster to display at all branches in nine languages; Ramadan story times a
nd crafting activities; Pride story times and di splays to celebrate Pride Month, Juneteenth, and Asian Pacific Heritage Month.
• Added $100,000 worth of materials to the Chinese, Spanish, Hindi, Korean, Vietnamese and Persian collections. • Created State Parks Pass collection used by the public nearly 700 times, paira ble with hiking poles, bear canister s and hi
king backpacks, to encourage community outdoor adventures. • Reached out to local groups and seed sellers to support the Seed Share seed library, increasing the collection by over 15 varieties of flowers and vegetables, including seeds from Asian and Indian cuisines. • Added a Lucky Day collection to the e-books platform, providing no wait for 231 of the most popular titles, which ha s
been u
sed over 1,900 times.
• Added 15 Ea
rly Literacy Kits designed to help children age s 3-5 prepare for Kindergarten readiness, which we re che
cked out 76 times between September 2022 and March 2023. • Developed
a Technology Plan to upgrade existing technology, facilitate increased and improved public access, and plan for the n
ext five years of anticipated technological needs and priorities. • Obtained 90 updated pu blic access computers to improv e technological services to the public. Obtained 11 Chromebooks with hotspots for checkout. Replaced 30 public PC catalogs with Google Chromeboxes, providing both updated technology as well as $16,000 in savings. Provided skilled Tech Help services in addition to upgrade d techn
ology, fostering digital equity in the community.
• Maintained and stabilized Open to the Public hours from 24 hou rs per week to 88 hours per week across all facilities and the Boo
kmobile.
• Obtained multiple grants with assistance from the Santa Clara City Library Foundation and Friends to support public programming, including the Kaiser ‘Healthy Me, Healthy You’ grant, the California State Library ‘Lunch at the Library’ grant to support outreach to community members seeking food assistance, $91,766 in California Library Litera cy 475
FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | LIBRARY DEPARTMENT Services grant funding for Adult and Family Literacy, and $55, 500 in California Library Literacy Services funding for ESL programming to serve adults with very limited English-speaking skills. • Maintained regular Board of Library Trustees Meetings virtually and successfully transitioned to hybrid meetings. • Partnered with St. Justin’s School, collected approximat ely 3,700 pounds of food donations on behalf of Second Harvest Silicon Valley Food Bank.
• Served as a COVID testing site in Santa Clara, providing 19,266 COVID tests between August 2020 – October 2022. • Coordinated with Stanford Blood Mobile for blood drives, collecting over 259 units of blood between 2020-2022. • Served as the Number 1 out of 103 voting centers in S anta Clara County in 2022, with 1,908 votes processed in- person, and over 4,500 drop off ballots.

Significant Objectives
• Develop and implement a phased in approach to create a “new normal” for library services that balances access to critical library services with patron safety and employee wellness. • Continue to support the City’s respite services such as providing a Cooling and Warming Center and Blood Bank donation services.
• Re-establish Library’s role as a service center for co mmunity engagement and outreach, using data analysis to strengthen opportunities for stronger Santa Clara resident use and participation. • Evaluate the Library’s current service delivery to accommo date lessons learned from the COVID-19 pan demic to maximize resources and improve services such as a rebala ncing of physical and digital resources, c ontinuation of hybrid in-person and virtual programming, opportunities for mobile service delivery and increased community collaborations to foster and support economy recovery efforts. • Build the Library’s capacity to serve by focusing on opportunities for staff recruitment, development, and engagement. • Initiate Strategic Planning efforts to identify community-based goals for service and to align with City Council priorities.

Budget Highlights
• The Proposed Budget includes the following ongoing budget reductions to help address the General Fund deficit:
 Reduce the printing, binding and books budget
 Reduce the non-personnel budget for conference, trav el and training; miscellaneous services, supplies and materials; and advertising and community promotion
 Reduce the utilities budget
 Eliminate the overtime budget
476
City of
Santa Clara

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | LIBRARY DEPARTMENT

Library Department

42.75 FTEs
Adult Services

4.00 Librarian II

1.00 Library Program Coordinator - Ref

0.50 Literacy Advocate

1.00 Literacy Program Supervisor

1.00 Literacy Student/Tutor Coordinator

7.50 Total Adult Services FTE
Customer Services

6.00 Library Assistant II

1.00 Library Circulation Supervisor

2.00 Sr. Library Assistant

9.00 Total Customer Services FTE
Youth Services

1.00 Librarian l

2.00 Librarian II

1.00 Library Assistant II

1.00 Library Program Coordinator I

5.00 Total Youth Services FTE
Administration

1.00 City Librarian

1.00 Assistant City Librarian

0.75 Office Specialist II

1.00 Management Analyst

3.75 Total Administration FTE
Branch Services

2.00 Librarian II

2.00 Library Assistant I

3.00 Library Assistant II

2.00 Library Program Coordinator

2.00 Sr. Library Assistant

11.00 Total Branch Services FTE
Technical and Technology
Services

0.50 Librarian II

2.00 Library Assistant II

2.00 Library Program Coordinator

1.00 Library Technology Assistant

5.50 Total Technical and Technology
Services FTE
Facilities

1.00 Library Division Manager

1.00 Total Facilities FTE
477

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | LIBRARY DEPARTMENT Budget Summary

FY 2021/22
Actual
FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2023/24
Change %
FY 2024/25
Proposed
FY 2024/25
Change %
1221 Administration 1,962,830 2,548,974 1,898,933 (25.5%) 1,948,232 2.6% 1263 Literacy Grants 80,061 0 0 N/A 0 N/A
2,042,891 2,548,974 1,898,933 (25.5%) 1,948,232 2.6%
1234 Read Santa Clara 393,656 417,216 411,332 (1.4%) 424,192 3.1% 1241 Reference and Adult Collections 492,220 716,496 762,737 6.5% 830,063 8.8% 1244 Local History 99,029 177,291 166,014 (6.4%) 178,592 7.6% 984,905 1,311,003 1,340,083 2.2% 1,432,847 6.9%
1233 Mission Library 532,415 771,269 767,713 (0.5%) 800,412 4.3% 1235 Northside Branch 999,740 1,167,805 1,124,040 (3.7%) 1,188,740 5.8% 1236 Bookmobile and Mobile Library
Services
177,753 188,761 193,476 2.5% 201,695 4.2%
1,709,908 2,127,835 2,085,229 (2.0%) 2,190,847 5.1%
1245 Customer Services 1,600,355 1,952,377 1,932,432 (1.0%) 2,006,920 3.9% 1,600,355 1,952,377 1,932,432 (1.0%) 2,006,920 3.9%
1271 Facilities 628,991 782,007 739,245 (5.5%) 770,669 4.3% 628,991 782,007 739,245 (5.5%) 770,669 4.3%
Dollars by Division / Program
Administration Division
Total Administration Division
Adult Services Division
Total Adult Services Division
Branch Services Division
Total Branch Services Division
Customer Services Division
Total Customer Services Division
Facilities Division
Total Facilities Division

478

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | LIBRARY DEPARTMENT Budget Summary

FY 2021/22
Actual
FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2023/24
Change %
FY 2024/25
Proposed
FY 2024/25
Change %
1251 Technical Services 1,845,952 1,512,742 1,317,447 (12.9%) 1,363,384 3.5% 1272 Technology 503,469 657,424 640,732 (2.5%) 665,729 3.9% 2,349,421 2,170,166 1,958,179 (9.8%) 2,029,113 3.6%
1231 Youth Services 571,031 834,135 722,796 (13.3%) 767,408 6.2% 1232 Young Adult 108,443 162,954 159,040 (2.4%) 171,589 7.9% 679,474 997,089 881,836 (11.6%) 938,997 6.5%
9,995,945 11,889,451 10,835,937 (8.9%) 11,317,625 4.4%
Dollars by Division / Program
Total by Division / Program
Technical and Technology Services
Division
Total Technical and Technology
Services Division
Youth Services Division
Total Youth Services Division

479

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | LIBRARY DEPARTMENT Budget Summary

FY 2021/22
Actual
FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2023/24
Change %
FY 2024/25
Proposed
FY 2024/25
Change %
Dollars by Fund
General Fund 9,891,462 11,889,451 10,835, 937 (8.9%) 11,317,625 4.4% Library Operating Grant Trust Fund 101,801 0 0 N/A 0 N/A Other City Department Op Grant Fund 2,682 0 0 N/A 0 N/A Total by Fund 9,995,945 11,889, 451 10,835,937 (8.9%) 11,317,625 4.4% Dollars by Category
Salary and Benefits
Salary 4,009,172 4,491,543 4,677,581 4.1% 4,933,745 5.5% As-Needed 440,074 896,761 931,261 3.8% 966,968 3.8%
Overtime 205 1,790 0 (100.0%) 0 N/A
Retirement 1,553,687 1,697,919 1,639, 759 (3.4%) 1,737,684 6.0% Health Allocation 436,469 554,153 580,005 4.7% 604,341 4.2% Medicare 65,485 68,250 72,681 6.5% 76,510 5.3%
Social Security 251,890 277,651 300,728 8.3% 314,650 4.6% Other Benefits 216,980 233,776 241,242 3.2% 252,106 4.5% Total Salary and Benefits 6,973,962 8,221,843 8,443,257 2.7% 8,886,004 5.2% Non-Personnel
Materials/Services/Supplies 2,002,273 2,324,701 1,521, 376 (34.6%) 1,568,279 3.1% Interfund Services 1,019,710 1,083,907 871,304 (19.6%) 863,342 (0.9%) Capital Outlay 0 259,000 0 (100.0%) 0 N/A
Total Non-Personnel 3,021,983 3,667, 608 2,392,680 (34.8%) 2,431,621 1.6% Total by Category 9,995,945 11,8 89,451 10,835,937 (8.9%) 11,317,625 4.4%

480

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | LIBRARY DEPARTMENT Position Summary

FY 2021/22
Adopted
FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2023/24
Change
FY 2024/25
Proposed
Positions by Division / Program
Administration Division
1221 Administration 3.50 3.50 3.75 0.25 3.75
Total Administration Division 3.50 3.50 3.75 0.25 3.75
Adult Services Division
1234 Read Santa Clara 2.50 2.50 2.50 0.00 2.50
1241 Reference and Adult Collections 3.50 3.50 4.00 0.50 4.00 1244 Local History 1.00 1.00 1.00 0.00 1.00
Total Adult Services Division 7.00 7.00 7.50 0.50 7.50
Branch Services Division
1233 Mission Library 4.00 4.00 4.00 0.00 4.00
1235 Northside Branch 7.00 7.00 6.00 (1.00) 6.00
1236 Bookmobile and Mobile Library Services 1.00 1.00 1.00 0.00 1.00 Total Branch Services Division 12.00 12.00 11.00 (1.00) 11.00 Customer Services Division
1245 Customer Services 9.00 9.00 9.00 0.00 9.00
Total Customer Services Division 9.00 9.00 9.00 0.00 9.00 Facilities Division
1271 Facilities 1.00 1.00 1.00 0.00 1.00
Total Facilities Division 1.00 1.00 1.00 0.00 1.00
Technical and Technology Services Division
1251 Technical Services 3.50 3.50 3.50 0.00 3.50
1272 Technology 2.00 2.00 2.00 0.00 2.00

5.50 5.50 5.50 0.00 5.50
Youth Services Division
1231 Youth Services 3.50 3.50 4.00 0.50 4.00
1232 Young Adult 1.00 1.00 1.00 0.00 1.00
Total Youth Services Division 4.50 4.50 5.00 0.50 5.00
Total by Division / Program 42.50 42.50 42.75 0.25 42.75 Total Technical and Technology Services
Division

481

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | LIBRARY DEPARTMENT Position Summary

FY 2021/22
Adopted
FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2023/24
Change
FY 2024/25
Proposed
Positions by Fund
General Fund 42.50 42.50 42.75 0.25 42.75
Total by Fund 42.50 42.50 42.75 0.25 42.75
Assistant City Librarian 1.00 1.00 1.00 0.00 1.00
City Librarian 1.00 1.00 1.00 0.00 1.00
Librarian I 1.00 1.00 1.00 0.00 1.00
Librarian II 8.50 8.50 8.50 0.00 8.50
Library Assistant I 2.00 2.00 2.00 0.00 2.00
Library Assistant II 12.00 12.00 12.00 0.00 12.00
Library Circulation Supervsr 1.00 1.00 1.00 0.00 1.00
Library Div Mgr -Support Svcs 1.00 1.00 1.00 0.00 1.00
Library Prog Coord - Tech Svcs 1.00 1.00 1.00 0.00 1.00 Library Prog Coord-Technology 1.00 1.00 1.00 0.00 1.00
Library Program Coord - Ref 1.00 1.00 1.00 0.00 1.00
Library Program Coordinator 3.00 3.00 3.00 0.00 3.00
Library Technology Assistant 1.00 1.00 1.00 0.00 1.00
Literacy Advocate 0.50 0.50 0.50 0.00 0.50
Literacy Program Supervisor 1.00 1.00 1.00 0.00 1.00
Literacy Student/Tutor Coord 1.00 1.00 1.00 0.00 1.00
Management Analyst 1.00 1.00 1.00 0.00 1.00
Office Specialist II 0.50 0.50 0.75 0.25 0.75
Sr Library Assistant 4.00 4.00 4.00 0.00 4.00
Total Positions 42.50 42.50 42.75 0.25 42.75

482

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | LIBRARY DEPARTMENT Budget Reconciliation

Positions Expenditures
(All Funds)
Prior Year Budget 42.50 11,889,451 Rebudget: Library Technology Purchases (259,000)
Rebudget: Library Strategic Plan (250,000)
Rebudget: Library Facilities Master Plan (250,000)
Salary and benefits adjustments 223,487
Office Specialist FTE Increase from 0.5FTE to 0.75FTE 0.25 Net increase in materials, services and supplies 46,981 Internal service fund adjustments (212,603)
Total FY 2023/24 Base Budget Adjustments 0.25 (701,135) Total FY 2023/24 Base Budget 42.75 11,188,316
Reduction in printing, binding and books budget (250,000) Reduction in overtime and materials/services/supplies budget (52,379) Reduction in utilities budget (50,000)
Total Service Level Changes 0.00 (352,379)
Total FY 2023/24 Proposed Budget 42.75 10,835,937
FY 2024/25 Base Budget Adjustments
Ongoing Cost Adjustments
Salary and benefits adjustments 442,747
Net increase in materials, services and supplies 46,903 Internal service fund adjustments (7,962)
Total FY 2024/25 Base Budget Adjustments 0.00 481,688 Total FY 2024/25 Base Budget 42.75 11,317,625
Total FY 2024/25 Proposed Budget 42.75 11,317,625
Ongoing Cost Adjustments
Service Level Changes
FY 2023/24 Base Budget Adjustments
One-Time Cost Adjustments

483

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | LIBRARY DEPARTMENT Service Level Changes

0.00 0 (250,000) 0 (250,000)
Program: 1251 – Library – Technical Services
This proposal reduces the printing, binding and books budget ongoing by $250,000 (from $758,930 to $508,930). This budget provides for library collection materials (print, media, online) that are utilized by the community.

Performance Impact
This proposal will reduce the number of new items added to the collection, as well as replacements for collection items that become worn out from heavy use. Staff will purchase fewer copies of new and popular titles, and materials in other languages. The reduction of newly purchased bilingual collection items and materials in other languages impacts offerings to a subset of community members, including adults and families who are English language learners and refugees, many who currently participate in the Read Santa Clara literacy program. Library staff will reduce purchases for low-demand items, making referrals through the interlibrary loan LINK+ service and to neighboring community libraries. Staff will work with the Foundation and Friends to write grants and fundraise for materials.

Strategic Pillar:

Manage Strategically Our Workforce Capacity and Resources

484
"'

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | LIBRARY DEPARTMENT Service Level Changes

0.00 0 (52,379) 0 (53,575)
Program:
1233 – Mission Library
1234 – Read Santa Clara
1235 – Northside Branch
1236 – Bookmobile & Mobile Library Services
1241 – Reference and Adult Collections
1245 – Customer Services
1251 – Technical Services
1271 – Facilities
1272
– Technology
This proposal reduces funding for overtime, conferences and trainings, programming and cataloging supplies, office supplies, and advertising and community pr omotion supplies. This proposal elim inates the overtime budget of $2,073 (from $2,073 to $0) and reduces the materials/se rvices/supplies budget by $50,306, ongoing. The materials/services/supplies budget reductions include a reduction of $11,395 in the conference, travel & training budget (from $19,429 to $ 8,034), $12,082 in the miscellaneous se rvices & supplies budget (from $12,082 to $0), $26,764 in the operating supplies budget (from $79,855 to $53,091), and $65 in the advertising & community promotion budget (from $65 to $0).

Performance Impact
Staff will utilize other re sources to offset the re ductions including internal trainings, low-cost trainings, and shifting advertising and community promotion activity to more electronic and low-cost means such as social media platforms to minimize service level impacts. The reductions to operating and miscellaneous services and supplies budget will impact the materials available for distribution at library programs . The reduction in supplies for cataloging and processing materials, paired with the reduction in the printing, binding and books budget, will reduce new and replacement collection materials offered at the libraries.

Strategic Pillar:

Manage Strategically Our Workforce Capacity and Resources

485

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | LIBRARY DEPARTMENT Service Level Changes

FY 2023/24 FY 2024/25
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Reduction of Utilities Budget 0.00 0 (50,000) 0 (51,450) Program:
1233 – Mission Library
1235 – Northside Branch
1271
– Facilities
This proposal reduces the utilit ies budget for library facilit ies on an ongoing basi s. Current utilities funds are slightly inflated and can be reduced by $50,000 wi th low anticipated impact as libr ary hours and programming have reduced over the previous years due to COVID-19 and a decrease in the number of after-hours meeting reservations.

Performance Impact
There is little to no anticipated performance impact.

Strategic Pillar:

Manage Strategically Our Workforce Capacity and Resources

486 "'

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | LIBRARY DEPARTMENT Performance and Workload Measures

Administration Division
Workload Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Number of Library Board of
Trustee packets submitted
annually
9 13 11 11 10 10
Number of grants applied for
annually

4 9 7 11 13 13

Adult Services Division
Performance Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Percentage of READ Santa
Clara’s adult learners who
achieved a literacy goal they set
77% 77% 70% 70% 70% 70%
Percentage of adult program
attendees who feel “very
satisfied” with the quality of the
program and reported that they
were able to apply the
knowledge or skills to benefit
their lives – Modified for FY
2023/24

N/A 90% 78% 90% 90% 90%
Workload Measures
Total number of reference
reader’s advisory, and research
questions answered annually
5,822 7,517 22,000 8,645 9,942 11,433
Total number of genealogy/local
history questions answered
annually – New for FY 2023/24
101 230 N/A 310 325 340
Total attendance at in-person
adult programs

0 0

12,000

500

1,000

1,500
Total views for virtual adult
programming

12,525

3,975

17,000

2,000

1,500

487
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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | LIBRARY DEPARTMENT Performance and Workload Measures

Branch Services Division
Workload Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Number of items circulated
annually at Mission Library

5,641

27,399

35,000

40,000

45,000
Number of items circulated
annually at Northside Library
28,447 105,146 150,000 115,000 120,000 125,000
Number of items circulated
annually via the Bookmobile
24,946 40,035 30,000 33,454 40,035 42,037
Number of annual visits at the
Mission Branch Library

881 12,289 42,000 25,000 28,000 30,000
Number of annual visits at the
Northside Branch Library

5,943 37,893 220,000 70,000 75,000 80,000
Number of annual visits at the
Bookmobile
5,159 14,409 10,000 15,541 14,409 15,129

Customer Services Division
Performance Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Average number of days until a
returned item is ready for
checkout

N/A N/A 2 3 2 2
Workload Measures
Number of patron visits to
existing facilities annually

69,957 240,858 800,000 365,000 400,000 400,000
Number of items circulated
annually

1,173,047

1,798,166 1,700,000 2,099, 862 2,400,000 2,500,000
Number of patrons registered
annually
5,924 10,075 11,000 12,274 13,000 14,000

488
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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | LIBRARY DEPARTMENT Performance and Workload Measures

Facilities Division
Workload Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Number of facility work orders
completed annually
138 234 275 250 250 250
Number of safety inspections
made annually

36 36

Technical and Technology Services Division
Workload Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Library materials per capita

3.0 3.0

3.0 3.0
Number of physical items added
to the collection annually
28,711 28,733 37,000 29,284 20,000 20,000
Number of Library public
computer sessions

1,408

17,013

50,000

22,000

23,000

24,000

Number of Library Wi-Fi logons

41,960

67,275

200,000

75,000

76,000

77,000

Youth Services Division
Performance Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Percentage of children and teen
program attendees who feel
“very satisfied” with the quality
of the program

N/A N/A 78% 80% 75% 80%
Workload Measures
Total number of children and
teen program attendees
69,311 3,945 15,000 22,000 23,000 25,000
Total number of reference
reader’s advisory and research
questions answered annually
0 12,681 19,000 14,000 15,000 16,000

489
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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | LIBRARY DEPARTMENT Performance and Workload Measures

Youth Services Division
Workload Measures
Total views of virtual children
and teen programs
64,538 10,021 75,000 200 200 200

490
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Parks & Recreation
Department
491

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492

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | PARKS & RECREATION DEPARTMENT Parks & Recreation Department Description

The Parks & Recreation Department prov ides planning, development, operation, maintenance, and rehabilitation of the City's twenty-nine (29) neighborhood parks, fourteen (14) mini parks, two (2) community parks, three (3) open space sites, ten (10) recreation buildings, four (4) trails, joint use facilities, and eleven (11) bodies of water at five sites. Facilities include community centers, neighborhood park buildings, community gard ens, playgrounds, pools, restrooms, picnic areas, turf, trees, vegetation, athletic fields, and join t use facilities. Service levels are set to promote the use of safe, clean, and attractive facilities for enjoyment and quality of life for all ages and abilities. The Department assists the public with facility rentals, community services, cultural programs, special events, enhanced natural environments, fitness and wellness programs, as well as sports and aquatics opportunities. 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 (CDBG) 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 and wellness programs at the senior center. The Parks & Recreation Department also provides planning, development, operati on and maintenance of the City's two ce metery properties to support families before, during and after their time of ne ed. The Cemetery Division maintains 33, 000 interment sites in a peaceful public park and provides customer service in a professional and respectful manner, while demonstrating sensitivity to our diverse community.

Divisions and Services

The Parks & Recreation Department is organized into five di visions: Administration, Parks, Recreation, Cemetery, and Senior Nutrition Program.

Administration
Division Mission
Provide leadership, resource development and administrative support to Parks, Recreation, Cemetery, and Senior Nutrition Program Divisions; plan and develop new parks and recreation facilities to support the City’s programs, activities and special events; review new housing development plans for provision of new parkland dedication and recreation amenities.

Division Objectives
Plan and implement design, development, construction, and maintenance of new parks; rehabilitation of olde r facilities and infrastructu re, including public outreach and Parks & Recreation Commission review and recommendations.

Research and develop partnerships, sponsorships, and grants from private, corporate, and other public ag encies to supplement funding of facilities, projects, programs, and other services.

Provide leadership to four Commissions (Parks & Recreation, Senior Advisory, Cultural, and Youth).

Conduct plan reviews and prepare comm ents for new housing developers to optimize park and recreation amenities in new developments and to ensure compliance with City Code 17.35 (Park and Recreational Land).

Activate Mass Care & Shelter Function of the Emergency Operations Center (Commodity Points of Distribution, Heating Center, Cooling Center), as needed.

Plan and implement multiple citywide special events annually.

Support the Park Impact Fee program. Initiate annual land valuation study used to update the fees in the municipal fee schedule, initiate City park projects, evaluate developer-initiated park projects and calcul ate park in lieu fees, ensure that all projects meet the needs of the community, facilitate community input. 493

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | PARKS & RECREATION DEPARTMENT Parks Division Mission
Maintain, acquire and rehabilitate Sant a Clara's parks, community centers, playgrounds, pools, athletic facilities and neighbor hood park buildings including restrooms, picnic areas, turf, trees, veget ation, athletic fields, pools, and sports venues at defined levels of service that promote the use of safe, clean, and attractive facilities for the enjoyment of the public.

Division Objectives
Provide administrative direction, updated training, and technical support for Parks Division staff; contract operators of facili ties and public users; plan for parks and facility maintenance rehabilitation needs, in cluding volunteer pr ojects to enhance natural habitat and urban forestry.

Maintain nine clean, safe, attractive municipal swimming pools at four sites (International Swim Center, Mary Gomez, Warburton, and Senior Center). Maintain and support the use of clean, safe, fully functional, and attractive Community Recreation Center, Senior Center, Youth & Teen Center, Reed & Grant Sports Park and six neighborhood park buildings. Maintain and support community gardens and natural areas. All facilities and grounds are maintained on a year-round schedule of turf care, irrigation, facility maintenance, vegetation, tree care , litter control, and graffiti removal.

Provide physical and logistical support for citywide special events for planning, mapping, set up, safety and cleanup; ensure that all City and Public Agency permit requirements are met for public events.

Recreation Division
Mission
Provide recreation opportunities for all re sidents of Santa Clara at the Community Recreation Center, Youth & Teen Center, Senior Center, Youth Soccer Park, Reed & Grant Sports Parks, City parks and athletic facilities and City pools.

Division Objectives
The Sports, Aquatics and Athl etic Facilities Program coor dinates use of the Youth Soccer Park, Reed & Grant Sports Park and some Santa Clara Unified School District (SCUSD) fields; and manages Santa Clara Tennis Center and Gymnastics Center.

The Aquatics Program offers year-round ac cess to lap swim for adults and seniors, aquatic fitness programming and a variety of summer swim lessons for all ages; safely supervises seasonal recreational swimming. It partners with the field and pool user groups for consistent use and polic y implementation and coordinates with recreation vendors to offer developmental sports programs and adult sports leagues.

Youth & Teen Center offers drop-in afterschool programs for children in K-12 grade, teen volunteer and leadership development, seasonal programs, summer day camp session and serves middle and high school youth with specialized events and programs, including Skate Park programs.

The Performing Arts Program provides a vari ety of afterschool dance, music, art, creative drama and theater programs, including summer drama and arts camps, dance and musical recitals, performances and exhibitions. Coordinates City use of the Mission City Center for the Performing Arts.

The Senior Center offers a variety of health and wellness, fitness, arts and culture, and special interest classes and volunteer opportunities for individuals over 50 years of age, including programs in the fitness area and natatorium at the Senior Center.

The Enrichment program provides art and expression classes, recreation vendor programs, coordinates membership and sustainability/garden programs at the City’s community gardens, and implements preschool enrichment programs, classes and summer camps.

494

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | PARKS & RECREATION DEPARTMENT Senior Nutrition
Program Division
Mission
Provide a congregate meals program to improve s enior health and ability to live independently.

Division Objectives
Offer a Monday through Friday senior nutrition program.

Encourage participation in Health and Wellness Program, resources, case management referrals, fitness, and social activities at the Senior Center to enhance quality of life.

Offer access to information about senior issues and current events.

Cemetery Division
Mission
The Mission City Memorial Park provides exemplary cemetery services in a well maintained, park-like setting with a customer-oriented atmosphere.

The Agnew Historic Cemetery maintains space for reflection and interprets historical artifacts.

Division Objectives
Mow and trim turf areas weekly; pruning and planting of trees as needed for safety and maintenance of existing canopy.

Maintain cemetery buildings daily, in keeping with City standards.

Coordinate interments and burials with people in their time of need.

Maintain accurate documentation, use best practices and depending on the availability of resources, use current technology to map and record all transactions and burials in the cemetery.

Develop in-ground and niche bank spaces to provide additional interment options for families in need.

495

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | PARKS & RECREATION DEPARTMENT Significant Accomplishments
• Created and implemented a cost recovery policy for the Department. • Began design of playgrounds at Warburton Park and Henry Schmidt Park. • Initiated a Facility Condition Assessment Report.
• Initiated a Citywide Parks & Recreation Master Plan Study. • Began rehabilitation of the Westwood Oaks Park playground. • Began construction on the Montague Park Rehabilitation Project. • Initiated the Integrated Goose Management Plan (IGMP) at Central Park. • Initiated International Swim Center Forensic Engineering Study. • Certified thirty-eight (38) Forklift Operators to be able to move and transport supplies and equipment. • Certified three (3) International Society of Arboriculture (ISA) Certified Arborists for inspection, and care of City trees.
• Certified twenty-six (26) Green Gardeners for sustainable and responsible landscape design and care. • Certified three (3) Qualified Water Efficient Landscapers for responsible use of irrigation.

Significant Objectives
• Develop a land acquisition program for parkland.
• Complete construction at Montague Park.
• Onboard Neuvo Community Buildings at Lawrence Station Area Plan. • Develop Arts Center design at Patrick Henry Drive Precise Plan site. • Begin Design of Community Park North in the Related Project. • Complete construction of the Magical Bridge Playground in Central Park. • Continue to provide approximately 15,800 nutritional meal s to seniors in the Monday - Friday Senior Nutrition Program
• Continue to explore options for supporting long-term health of cemetery maintenance endowment

Budget Highlights
• Reduce the General Fund subsidy to the Cemetery Fund by $100,000 in FY 2023/24 and FY 2024/25 due to recent cost-recovery fee increases to 100% cost recovery, or market rate, for residents and non-residents and an increase in marketing and outreach to the community which has yi elded higher average services annually (this change is reflected in the Non-Departmental section of the budget). Cemetery revenues come from the components of burial, such as fees for interment rights, labor charges, and interest on the Cemetery endowment fund principal.

Historically, the Cemetery operations have been subsidized by the General Fund by approximately 50%. • Increase Facility Rental revenues by $200,000 in FY 2023/24 and an additional $25,000 starting in FY 2024/25 (this change is factored into the General Fund revenue estimates). The revenue increase is based on the new demand for commercial use reservations and non-profit youth sports field rent als, current revenue trends, and the anticipation of two new community rooms at Lawrence Station in FY 2024/25. The revenue trends reflect the application of the Parks & Recreation Cost-Recovery Poli cy and associated fee change s, additional marketing of field rentals for commercial use, and new fees for Santa Clara based youth sports organizations.

496

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | PARKS & RECREATION DEPARTMENT

Parks & Recreation
Department

77.75 FTEs*
Parks

0.95 Deputy Parks & Recreation Director

15.99 Grounds Maintenance Worker I

12.93 Grounds Maintenance Worker II

7.99 Grounds Maintenance Worker III

0.99 Office Specialist II

2.97 Park Foreperson

1.98 Park Maintenance Crafts Worker

0.05 Parks & Recreation Director

1.97 Parks Construction, Maintenance and Repair
Manager

45.82 Total Parks FTE
Administration

0.05 Deputy Parks & Recreation Director

0.01 Grounds Maintenance Worker I

0.07 Grounds Maintenance Worker II

0.01 Grounds Maintenance Worker lll

0.05 Management Analyst

0.93 Office Specialist II

1.02 Office Specialist III

0.03 Park Foreperson

0.02 Park Maintenance Crafts Worker

0.94 Parks & Recreation Director

0.03 Parks Construction, Maintenance and Repair
Manager

0.54 Recreation Coordinator

0.15 Recreation Manager

0.60 Recreation Supervisor

0.05 Senior Center Coordinator

4.50 Total Administration FTE
Recreation

1.00 Health and Wellness Coordinator

0.95 Management Analyst

2.08 Office Specialist II

1.98 Office Specialist III

0.01 Parks & Recreation Director

6.21 Recreation Coordinator

0.85 Recreation Manager

7.40 Recreation Supervisor

0.95 Senior Center Coordinator

1.00 Staff Analyst

22.43 Total Recreation FTE
Cemetery

1.00 Cemetery Operations Manager

1.00 Cemetery Worker I

1.00 Cemetery Worker III

1.00 Grounds Maintenance Worker ll

1.00 Office Specialist II

5.00 Total Cemetery FTE
Senior Nutrition Program

Services are provided through a contract with the
County of Santa Clara
*The positions above represent all funded positions. This e xcludes the 1.0 Grounds Maintenance Worker l, 2.0 Grounds Maintenance Worker II and 1.0 Office Specialist II positions that were frozen, as approved by the City Council on March 9, 2021 (Agenda Item 5.0 – Report to Council 21-402).
497

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | PARKS & RECREATION DEPARTMENT Budget Summary

FY 2021/22
Actual
FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2023/24
Change
FY 2024/25
Proposed
FY 2024/25
Change %
1121 Administration 1,168,624 1,239,738 1,370,607 10.6% 1,378,461 0.6% 1122 Park Development 200,056 191,127 194,532 1.8% 207,692 6.8% 1123 Park Projects 53,276 53,098 52,865 (0.4%) 55,019 4.1% 1171 Citywide Special Events 202,871 321,395 672,886 109.4% 703,804 4.6% 1,624,827 1,805,358 2,290,890 26.9% 2,344,976 2.4%
1132 Parks 8,252,442 8,953,785 8,663,696 (3.2%) 9,033,152 4.3% 1133 Pools 1,400,348 1,319,251 1,347,204 2.1% 1,405,285 4.3% 1134 Buildings 1,080,280 1,137,279 1,269,227 11.6% 1,320,398 4.0% 1135 Operations 437,483 609,463 511,990 (16.0%) 534,380 4.4% 11,170,553 12,019,778 11,792,117 (1.9%) 12,293,215 4.2% 1117 Program Operations 2,420 0 0 N/A 0 N/A
1141 Health and Wellness 160,307 216,566 216,413 (0.1%) 224,725 3.8% 1142 Administration 426,428 403,280 369,424 (8.4%) 387,120 4.8% 1143 Youth Activity Center and
Programs
1,081,396 1,237,503 1,423,461 15.0% 1,483,533 4.2%
1144 Senior Center and
Therapeutic Recreation
1,088,160 1,707,640 1,595,843 (6.5%) 1,650,116 3.4%
1145 Community Recreation
Center and Programs
2,038,729 3,058,926 2,863,936 (6.4%) 2,981,187 4.1%
1146 Youth Sports1 169,869 352,428 533,064 51.3% 553,284 3.8% 1147 Aquatics 472,619 421,581 610,814 44.9% 637,313 4.3% 1148 Sports and Athletics 216,015 253,959 138,607 (45.4%) 144,761 4.4% 1149 Youth and Teen Center2 417,309 572,235 339,875 (40.6%) 357,600 5.2% 6,073,252 8,224,118 8,091,437 (1.6%) 8,419,639 4.1%
1112 Senior Nutrition Program 212,586 124,769 152,363 22.1% 152,363 0.0% 212,586 124,769 152,363 22.1% 152,363 0.0%
Recreation Division
Total Recreation Division
Senior Nutrition Program Division
Total Senior Nutrition Program
Division
Dollars by Division / Program
Administration Division
Total Administration Division
Parks Division
Total Parks Division

1Formerly known as Recreation Facilities
2Formerly known as Teen Center Activities and Programs
498

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | PARKS & RECREATION DEPARTMENT Budget Summary

FY 2021/22
Actual
FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2023/24
Change %
FY 2024/25
Proposed
FY 2024/25
Change %
0125 Cemetery Perpetual Care 0 500 500 0.0% 500 0.0%
0131 Cemetery Endowment Care 0 28,000 30,000 7.1% 30,000 0.0% 1162 Maintenance of Grounds 743,142 751,715 740,689 (1.5%) 769,372 3.9% 1163 Maintenance of Buildings 97,611 133,644 137,732 3.1% 142,984 3.8% 1164 Operations 596,534 655,259 656,750 0.2% 678,732 3.3% 1,437,287 1,569,118 1,565,671 (0.2%) 1,621,588 3.6%
20,518,505 23,743,141 23,892,478 0.6% 24,831,781 3.9%
Dollars by Fund
General Fund 18,839,824 21,698,747 21,933,152 1.1% 22,809,299 4.0% Cemetery Fund 1,437,086 1,540,618 1,535,171 (0.4%) 1,591,088 3.6% 13,924 350,507 241,292 (31.2%) 248,531 3.0%
2,400 0 0 N/A 0 N/A
Endowment Care Fund 0 28,000 30,000 7.1% 30,000 0.0%
Other City Departments Operating Fund 10,265 0 0 N/A 0 N/A Park and Rec Grant Trust Fund 212,586 124,769 152,363 22.1% 152,363 0.0% Perpetual Care Fund 0 500 500 0.0% 500 0.0%
Public Donations Fund 2,420 0 0 0.0% 0 0.0%
Total by Fund 20,518,505 23,743,1 41 23,892,478 0.6% 24,8 31,781 3.9% Community Facilities District 2019 – 1 Lawrence
Station Fund
Custodial Deposits Fund
Total by Division / Program
Dollars by Division / Program
Cemetery Division
Total Cemetery Division

499

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | PARKS & RECREATION DEPARTMENT Budget Summary

FY 2021/22
Actual
FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2023/24
Change %
FY 2024/25
Proposed
FY 2024/25
Change %
Dollars by Category
Salary and Benefits
Salary 7,470,224 7,583,211 8,011,664 5.7% 8,404,127 4.9% As-Needed 1,477,310 2,628,027 2,714,228 3.3% 2,815,000 3.7% Overtime 23,113 60,331 62,442 3.5% 64,627 3.5%
Retirement 2,827,299 2,936,964 2,889,306 (1.6%) 3,043,224 5.3% Health Allocation 912,727 1,096,251 1,196,057 9.1% 1,249,783 4.5% Medicare 132,216 122,186 126,888 3.8% 132,773 4.6%
Social Security 462,847 506,737 532,196 5.0% 555,297 4.3% Other Benefits 396,982 304,309 318,507 4.7% 325,048 2.1% Total Salary and Benefits 13,702,718 15,238,016 15,851,288 4.0% 16,589,879 4.7% Non-Personnel
Materials/Services/Supplies 4,578,319 6,093,388 6,177,695 1.4% 6,359,703 2.9% Interfund Services 2,190,932 2,378,970 1,832,173 (23.0%) 1,850,877 1.0% Capital Outlay 42,269 0 0 N/A 0 N/A
Transfers to Other Funds 4,267 32,767 31,322 (4.4%) 31,322 0.0% Total Non-Personnel 6,815,787 8,505,125 8,041,190 (5.5%) 8,241,902 2.5% Total by Category 20,518,505 23,743,141 23,892,478 0.6% 24,831,781 3.9% 500

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | PARKS & RECREATION DEPARTMENT Position Summary

FY 2021/22
Adopted
FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2023/24
Change
FY 2024/25
Proposed
Positions by Division / Program
Administration Division
1121 Administration 1.60 1.60 1.60 0.00 1.60
1122 Park Development 1.13 1.13 1.12 (0.01) 1.12
1123 Park Projects 0.12 0.12 0.12 0.00 0.12
1171 Citywide Special Events 0.80 0.79 1.66 0.87 1.66
Total Administration Division 3.65 3.64 4.50 0.86 4.50
Parks Division
1132 Parks 35.27 36.52 35.51 (1.01) 35.51
1133 Pools 4.10 4.10 4.10 0.00 4.10
1134 Buildings 5.57 4.57 4.57 0.00 4.57
1135 Operations 1.64 1.64 1.64 0.00 1.64
Total Parks Division 46.58 46.83 45.82 (1.01) 45.82
Recreation Division
1141 Health and Wellness 1.00 1.00 1.00 0.00 1.00
1142 Administration 1.95 1.71 1.76 0.05 1.76
1143 Youth Activity Center and Programs 3.98 3.98 4.89 0.91 4.89 1144 Senior Center and Therapeutic Recr eation Programs 4.68 4.68 4.04 (0.64) 4.04 1145 Community Recreation Center and Programs 6.15 6.15 6.05 (0.09) 6.05 1146 Youth Sports1 0.45 0.45 1.39 0.94 1.39
1147 Aquatics 1.04 1.04 2.05 1.01 2.05
1148 Sports and Athletics 1.00 1.00 0.40 (0.60) 0.40
1149 Youth and Teen Center
2 2.27 2.28 0.85 (1.43) 0.85
Total Recreation Division 22.52 22.29 22.43 0.15 22.43
Cemetery
1162 Maintenance of Grounds 2.90 2.90 2.90 0.00 2.90
1163 Maintenance of Buildings 0.10 0.10 0.10 0.00 0.10
1164 Operations 2.00 2.00 2.00 0.00 2.00
Total Cemetery Division 5.00 5.00 5.00 0.00 5.00
Total by Division / Program 77.75 77.75 77.75 0.00 77.75 *The positions above represent all funded positions. This e xcludes the 1.0 Grounds Maintenance Worker l, 2.0 Grounds Maintenance Worker II and 1.0 Office Specialist II positions that were frozen, as approved by the City Council on March 9, 2021 (Agenda Item 5.0 – Report to Council 21-402).

1Formerly known as Recreation Facilities
2Formerly known as Teen Center Activities and Programs
501

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | PARKS & RECREATION DEPARTMENT Position Summary

FY 2021/22
Adopted
FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2023/24
Change
FY 2024/25
Proposed
Positions by Fund
General Fund 72.75 72.75 72.75 0.00 72.75
Cemetery 5.00 5.00 5.00 0.00 5.00
Total by Fund 77.75 77.75 77.75 0.00 77.75
Position Classification
Cemetery Operations Manager 1.00 1.00 1.00 0.00 1.00
Cemetery Worker I 1.00 1.00 1.00 0.00 1.00
Cemetery Worker III 1.00 1.00 1.00 0.00 1.00
Deputy Parks and Rec Director 1.00 1.00 1.00 0.00 1.00
Grounds Maintenance Worker I 16.00 16.00 16.00 0.00 16.00 Grounds Maintenance Worker II 14.00 14.00 14.00 0.00 14.00 Grounds Maintenance Worker III 8.00 8.00 8.00 0.00 8.00 Health and Wellness Coordinator 1.00 1.00 1.00 0.00 1.00 Management Analyst 1.00 1.00 1.00 0.00 1.00
Office Specialist II 5.00 5.00 5.00 0.00 5.00
Office Specialist III 3.00 3.00 3.00 0.00 3.00
Park Foreperson 3.00 3.00 3.00 0.00 3.00
Park Maintenance Crafts Worker 2.00 2.00 2.00 0.00 2.00 Parks and Recreation Director 1.00 1.00 1.00 0.00 1.00

2.00 2.00 2.00 0.00 2.00
Recreation Coordinator 6.75 6.75 6.75 0.00 6.75
Recreation Manager 1.00 1.00 1.00 0.00 1.00
Recreation Supervisor 8.00 8.00 8.00 0.00 8.00
Senior Center Coordinator 1.00 1.00 1.00 0.00 1.00
Staff Aide II 1.00 1.00 1.00 0.00 1.00
Total Positions 77.75 77.75 77.75 0.00 77.75
Parks Construction, Maintenance and Repair Manager
*The positions above represent all funded positions. This e xcludes the 1.0 Grounds Maintenance Worker l, 2.0 Grounds Maintenance Worker II and 1.0 Office Specialist II positions that were frozen, as approved by the City Council on March 9, 2021 (Agenda Item 5.0 – Report to Council 21-402).
502

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | PARKS & RECREATION DEPARTMENT Budget Reconciliation

Positions Expenditures
(All Funds)
Prior Year Budget 77.75 23,743,141
Salary and benefits adjustments 613,272
Net increase in materials, services and supplies 84,307 Net decrease in transfers to other funds (1,445)
Net decrease in various interfund services allocations (546,797) Total FY 2023/24 Base Budget Adjustments 0.00 149,337 Total FY 2023/24 Base Budget 77.75 23,892,478 Total FY 2023/24 Proposed Budget 77.75 23,892,478 FY 2024/25 Base Budget Adjustments
Ongoing Cost Adjustments
Salary and benefits adjustments 738,591
Net increase in materials, services and supplies 182,008 Net increase in various interfund services allocations 18,704 Total FY 2024/25 Base Budget Adjustments 0.00 939,303
Total FY 2024/25 Base Budget 77.75 24,831,781 Total FY 2024/25 Proposed Budget 77.75 24,831,781 FY 2023/24 Base Budget Adjustments
Ongoing Cost Adjustments

503

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | PARKS & RECREATION DEPARTMENT Performance and Workload Measures

Administration Division
Workload Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Number of volunteers recruited,
trained, and supervised
4 572 600 175 300 350
Amount of funds raised through
grants
$256,622 $224,250 $250,000 $800,000 $250,000 $250,000
Maintain public parkland acres
at or above current standard
level of service of (2.53) per
1,000 residents (projects
reviewed for Mitigation Fee Act
at 2.53 acres and Quimby Act at
3 acres per 1,000 residents)

2.6 2.5 2.8 2.8 2.8 2.8
Number of parkland acres
added

3.972 0.85 2.0 3.3 5.0 5.0
Amount of Park in Lieu fees
collected
$2.8M $18.4M $2.0M $23.2M $2.0M $2.0M
Number of park playgrounds
rehabilitated – Delete for FY
2023/24
3 1 2 1 N/A N/A
Number of community input
meetings held (Online Surveys
included)
5 10 4 12 8 8
Number of parks/playgrounds
rehabilitation projects initiated –
Modified for FY 2023/24
2 1 2 2 2 2
Number of new park parcels
acquired
3 1 2 9 2 2
Net income from the Art and
Wine Festival available for
charitable purposes – Delete for
FY 2023/24
$0 $89,000 $60,000 $70,874 N/A N/A

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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | PARKS & RECREATION DEPARTMENT Performance and Workload Measures

Parks Division
Performance Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Percentage of pool chemical
tests balanced
90% N/A 85% 100% 50% 50%
Percentage of staff provided
training and certification for
Qualified Applicator Certificate
95% 86% 90% 93% 80% 80%
Parks acres maintained by other
entities

3.34 5.26 3.34 5.26 6 7
Workload Measures
Park acre/FTE maintenance
staff

10.01 8.10 7.71 7.60 8.00 8.00
Cost per acre maintained

24,929 24,348 28,700 24,820 28,800 28,800
Number of playgrounds certified
(i.e. PlayCore Play On, Nature,
Inclusion)
15 7 18 16 18 20
Number of staff certified as
Aquatic Facility Operators or
Certified Pool Operators
35 N/A 40 22 20 20
Number of staff provided
training and certification for
Qualified Applicator Certificate
39 N/A 41 34 38 38
Cost per square foot of building
maintained (269,769 square
feet)

4.26 3.34 5 4.60 4.90 4.90
Number of work orders
completed for buildings
196 N/A 300 599 300 300
Number of pest control
recommendations reported to
the State of California – Delete
for FY 2023/24
18 7 14 9 N/A N/A
Annual number of work orders
completed for parks
1,248 1,118 600 1,021 600 600
Number of staff certified as
South Bay Water Recycling
Supervisor
6 5 8 6 6 8
Number of certified arborists on
staff
4 4 6 5 6 6

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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | PARKS & RECREATION DEPARTMENT Performance and Workload Measures

Recreation Division
Performance Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Percentage of registration
processed online
93% 70% 75% 87% 80% 80%
Workload Measures
Number of free biometric
screenings and resource
referrals on-site at the Senior
Center
1,387 93 3,000 2,225 100 100
Average monthly Health and
Wellness participants
180 379 300 334 350 400
Number of park building and
picnic rental bookings
processed
40 1,268 13,500 610 1,000 1,500
Number of drop-in program
attendance at the Youth & Teen
Center (After School Open
Gym/Special Activities) –
Modified for FY 2023/24

0 29,263 29,000 21,060 25,000 25,000
Number of Sports Camp
participants
0 781 800 871 800 800
Number of special events
offered at the Youth Activity
Center – Delete for FY 2023/24
8 0 20 0 N/A N/A
Number of classes offered at the
Youth & Teen Center – Modified
for FY 2023/24
26 193 250 108 150 150
Number of senior trip and tour
participants – Delete for FY
2023/24
0 1,543 0 1,751 N/A N/A
Number of drop-in program
participation (Fitness and Group
Exercise) at the Senior Center
0 9,424 100,000 45,200 50,000 60,000
Senior Center membership
cards issued
738 2,521 2,000 1,880 2,000 2,000
Number of Therapeutic
Recreation classes offered by
the City – Delete for FY 2023/24
8 0 10 95 N/A N/A
Number of senior recreation
class participants – Modified for
FY 2023/24
9,872 7,691 7,500 3,050 7,500 7,500

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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | PARKS & RECREATION DEPARTMENT Performance and Workload Measures

Recreation Division
Workload Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Number of parent/child, youth
and adult classes offered
356 645 1,500 1,630 1,500 1,500
Number of Adult fitness drop-in
program participant attendance
– Modified for FY 2023/24
0 7,289 8,000 1,170 2,000 2,500
Annual Santa Clara Youth
Sports groups field permits
60 119 160 150 150 150
Annual adult sports groups
issued use permits – Modified
for FY 2023/24
0 12 12 17 15 15
Annual youth sports field
attendance
129,824 280,009 150,000 201,367 150,000 150,000
Annual adult sports field
attendance
0 5,062 400 13,808 1,000 1,000
Number of summer swim lesson
classes provided – Delete for FY
2023/24
24 163 200 384 N/A N/A
Number of summer swim lesson
participants
60 820 700 450 700 700
Number of Lap Swim
participants (excluding resident
seniors) – Modified for FY
2023/24
28,054 17,960 7,500 6,980 7,500 7,500
Number of Resident Senior Lap
Swim Participants – Modified for
FY 2023/24
15,285 17,960 17,000 16,300 15,000 15,000
Number of registered adult
softball teams – Delete for FY
2023/24
0 11 24 0 N/A N/A
Number of registered adult
basketball teams – Delete for
FY 2023/24
0 0 24 0 N/A N/A
Number of hours Teen Center
opens per week for drop-in
activities – Delete for FY
2023/24
0 18.5 18.5 0 N/A N/A
Number of special events for
teens – Delete for FY 2023/24
0 0 10 0 N/A N/A

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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | PARKS & RECREATION DEPARTMENT Performance and Workload Measures

Recreation Division
Workload Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Number of Youth & Teen Center
drop-in participants per year –
Modified for FY 2023/24
0 11,221 11,500 19,300 20,000 20,000
Average number of daily
participants in the Senior
Nutrition Program
145 105 63 75 60 60
Total number of unduplicated
participants in the Senior
Nutrition Program, annually
424 424 390 375 280 280
Total Annual Meals Served

35,903 26,125 15,561 18,600 15,000 15,000

Cemetery Division
Performance Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Percent of deeds, maps and
records preserved/restored –
exclude – Delete for FY
2023/24
5% 5% 82% 5% N/A N/A
Workload Measures
Cost per acre maintained (22.6
ac.)
$26,900 $28,122 $29,900 $33,260 $29,000 $29,000
Cost per square foot
maintained (10,656 square feet)
$9.86 $2.60 $10.64 $12.54 $10.40 $10.40
Cemetery existing capacity
remaining (estimate)
1,227 1,283 1,264 468 1,000 1,000
Number of burial
plots/interment rights
purchased
76 94 59 43 50 50
Number of interment services
conducted
121 144 130 114 100 100
Number of work orders
completed
58 89 66 96 75 80
Number of cemetery acres
needed to meet future demand

22.6 22.6 24.6 22.6 23.6 24.6

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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | POLICE DEPARTMENT Police Department Description

The Police Department provides law enforcement and other polic ing services to the City of Santa Clara. The Police Department is organized into four Di visions: Administrative Services; Fiel d Operations; Investigations; and Special Operations.

The Administrative Services Division (Services) is made up of the Chief’s Office, Property and Evidence, Professional Standards Unit (Recruiting/Hiring, Internal Affairs, and the Training Unit), Communications Center, Records Unit, and the Community Services Unit.

The Records Unit is responsible for maintaining all crime reports, producing statistical crime information to the Department of Justice and the Federal Bureau of Investigations, providing radio support to officers in the field, and preparing the release of information to the public. The Records Unit also performs customer service functions at the front desk at the Police Building and Northside Substation.

The Communications Center receives and processes emergency and non-emergency calls for the City.

The Community Services Unit has many public facing functions, including acting as the liaison to private and public schools, Adult Crossing Guards, 5th Grade Safety Patrol, instruction related with crime trends (e.g., Run, Hide & Fight trainings).

The Professional Standards Unit handles recruiting, training, and internal affairs.

The Chief’s Office manages local, Stat e and federal grants, the Chief’s Advisory Committee, the Diversity, Equity and Inclusion Police Subcommittee, and the Department’s community engagement efforts (e.g., webpage, social media outlets, print media, Citizens’ Police Academy, Chat with the Chief, Coffee with a Cop, Leadership Santa Clara, National Night Out, Talk and Tour, Department Open House, etc.). This office also facilitates major projects, the Department’s budget, legislative advocacy positions, policy management, the community volunteer program, and responses to developer inquiries.

The Field Operations Division (Patrol) is comprised of first responders who respond to the vast majority of calls for service.

The Division is made up of patrol teams, a motorcycle traffic unit, a traffic/hit-and-run investigator as well as community service officers to manage parking control and abandoned vehicle abatement.

The Community Response Team (CRT) is also part of the Fi eld Operations Division. The CRT addresses quality of life issues in the City (e.g., homelessness, RV parking, mental health issues, drug activity, conflicts with neighbors, blights, abuse of the 911 system, referrals to programs, services and housing, etc.). The CRT is al so the liaison to Santa Clara University and oversees the permits unit (e.g., food trucks , bingo, tow companies, and mass age), facilitating inspections and investigations. The CRT includes Crisis Intervention Sp ecialists to coordinate and support beneficial outcomes for vulnerable populations, such as the City’s unhoused residents and the mentally ill.

The Investigations Division (Detective Bureau) is responsibl e for conducting follow-up investigations, particularly for major crimes. Detectives are assigned by type of crime, which includes homicide, assaults, robbery, theft, burglary, sexual assault, financial crimes, arson, and juvenile crimes. The Investigations Division keeps track of and continues to pursue “cold cases.” The Investigations Division houses the Department’s Forensic Coordinator and Crime Analyst and serves as the liaison to specialized task forces.

The Special Operations Division serves as the liaison between the City and outside entities for special event permits (e.g., walk/run, parade, festival, etc.), provides security support for dignitary visits and demonstrations, and develops operational orders for law enforcement, traffic and neighborhood protec tion needs associated with Levi's Stadium, Santa Clara Convention Center, California’s Great America, and Santa Clara University. The Reserve Police Officer program complements the work of the Department and is supported by this Division. This Division is the home to a number of specialized teams within the Department, such as the K-9 Unit, Hostage Negotiation Team, and the Special Response Team (SRT). This Division manages the Temporary Holding Facility at the Police Building and Levi’s Stadium, as well as the Jail Service Officers.

511

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | POLICE DEPARTMENT Divisions and Services

Administrative Services
Division Mission
The Administrative Services Division (Services) is made up of the Chief’s Office, Property and Evidence, Professional Standards Unit (Recruiting/Hiring, Internal Affairs, and the Training Unit), Communications Center, Records Unit, and the Community Services Unit.

The Communications Center receives, and processes emergency and non- emergency calls for the Police and Fire Departments, as well as non-business after hour response for other Departments throughout the City.

The Community Services Unit has many public facing functions: liaison to private and public schools, Adult Crossing Guards, 5th Grade Safety Patrol, instruction related with crime trends (e.g., Run, Hide & Fight trainings).

The Chief’s Office manages local, State and federal grants, the Chief’s Advisory Committee, the Diversity, Equity and Inclusion Police Subcommittee, and the Department’s community engagement efforts (e.g., webpage, social media outlets, print media, Citizens’ Police Academy, Chat with the Chief, Coffee with a Cop, Leadership Santa Clara, National Night Out, Talk and Tour, Department Open House, etc.). This office also facilitates major projects, the Department’s budget, legislative advocacy positions, policy management, the community volunteer program, and responses to developer inquiries.

The Records Unit is also part of the Administrative Services Division. The Records Unit is responsible for maintaining all crime reports, producing statistical crime information to the Department of Justice and the Federal Bureau of Investigations, providing radio support to officers in the field, and preparing the release of information to the public. The Records Unit also performs customer service functions at the front desk at the Police Building and Northside Substation (should this facility reopen).

Division Objectives

This budget cycle, the Co mmunications Center will update its Viper phone system and NICE phone recordin g system. Doing so, will also allow for enhancements to the city’s Next Generation 911 (NG911) system. This highly reliable, secure system will have enhanced tools for more effective and efficient response, increased ability to interoperate or transfer all functionality in the event of a major disaster. With these upgrades, citizens in need of emergency assistance will be able to transmit photos, videos and other existing and future forms of broadband data and applications, in addition to voice, to Public Safety Disp atchers which can be passed along to first responders and incident commanders.

512

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | POLICE DEPARTMENT Communication
Acquisitions
Division Mission
Replace amortized electronic equipment within the City.

Division Objectives
Provide continued funding for communications equipment replacement as necessary. All departments with radios are charged annually; at the end of eight years, replacement radios are expected to be fully funded.

Make adjustments to the Fire Department’s radios to address State Load channels prior to wildfire season.

Field Operations
Division Mission
Protect and serve with honesty, fairness, professionalism, and integrity. Maintain a community atmosphere that will provide our citizens wi th a quality of life that will enable them to enjoy our community to the fullest.

The Field Operations Division (Patrol) is comprised of the “first responders” who provide immediate services to residents, visitors, and businesses within our City.

The Division is made up of patrol teams, a motorcycle traffic unit, a traffic/hit-and- run investigator as well as community service officers to manage parking control and abandoned vehicle abatement.

The Community Response Team (CRT) works towards goals of crime reduction and promoting community wellness, often among vulnerable populations. In 2020, SCPD established two Crisis Intervention Specialist positions as part of the CRT.

The Specialists coordinate and support beneficial outcomes for persons with mental illness who have come to the attention of the Department. The CRT’s function has many community benefits, including addressing long-term public safety issues, allowing patrol officers to focus on in-progress events, community engagement, and proactive police work.

Division Objectives
The Traffic Enforcement Unit monitors tr affic violations and enforces laws at identified problem areas and intersections.

With data from the Investigations Divisi on, Field Operations personnel are being deployed by Public Safety Dispatchers to locations on specific days and times, using a matrix of factors, in an effort to prevent crime.

Field Operations personnel will continue to address alcohol related crimes and disturbances, particularly in the Santa Clara University footprint.

Look ahead at training and equipment needs in the coming 18-36 months and develop a strategic plan that addresses those needs, factoring in the impacts of the recent and pending budget reductions as well as new legislative requirements.

 Enhance the use of FLOCK in identifying stolen vehicles  Transition select fleet vehicles to zero emission electric vehicles

513

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | POLICE DEPARTMENT Investigations Division
Mission
The Investigations Division receives reports of crimes that have occurred in our community and co nducts follow-up investigations, utilizing statements, physical evidence, crime analysis, and deductive reasoning to identify perpetrators of crime.

Detectives are assigned by type of crim e, which includes homicide, assaults, robbery, theft, burglary, sexual assault, financial crimes, arson, and juvenile crimes.

The Investigations Division keeps track of and continues to pursue “cold cases.” Subpoenas for trial witness are processed and delivered from this Division.

The Special Enforcement Team (SET) will continue to operate as a proactive unit dedicated to the suppression of crime in our community.

Division Objectives
Proactively serve the City's residents by combatting crime and identifying those responsible.

Continue to aggressively track and monito r registered sexual offenders and gang registrants.

Investigate and seek out criminals resulting in a high volume of prosecutable cases.

Special Operations
Division Mission
The Special Operations Division includes the Homeland Security and Special Events Unit. It serves as the liaison between the City and outside agencies for special event permits (e.g., walk/run, parad e, festival, etc.), provides security support for dignitary visits and demonstrations, and develops operational orders for law enforcement, traffic and neighborhood protection needs associated with Levi's Stadium, the Santa Clara Convention Center, California’s Great America, and Santa Clara University. This Division is the home to a number of specialized teams within the Department, such as the K-9 Unit, Hostage Negotiation Team, and the Special Response Team (SRT).

The Reserve Police Officer program comple ments the work of the Department in many ways and is supported by this Division.

This Division manages the temporary holding facility at the police building and Levi’s Stadium, as well as the jail service officers.

Division Objectives
Utilize technology to provid e real-time updates during ev ents to provide complete situational awareness and improve public safety capabilities.

Maintain critical information sharing an d partnerships with federal, State and local law enforcement agencies to ensure the safety and security of the community.

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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | POLICE DEPARTMENT Significant Accomplishments
• Developed a policy, conducted the required public meetings and gained City Council approval to comply with AB 481, which requires California law enforcement agencies to obtain approval of a Mi litary Equipment Use Policy by their governing body prior to taking certain actions related to the funding, acquisition or use of military equipment. • Implemented a two-year, 12-camera pilot program with automated license plate reader technology to aide in locating stolen vehicles.
• Upgraded the recording system within the 9-1-1 phone system. • Transitioned the City’s estimated 950 radios to encrypted channels to comply with Depa rtment of Justice mandates by December 31, 2021.
• Partnered with the Diversity, Equity and Inclusion Task Force in the review of department policies. • Implemented a confidential database with crucial information about individuals with special needs that may be useful for responding public safety personnel.
• Provided the community with the opportunity to voluntarily participate in a Special Needs Awareness Program. • Transitioned to a new Records Management System and converted from Uniform Cr ime Reporting Program to National Incident Based Reporting System by January 2022. • Implemented AB 953, Racial and Identity Profiling Act, policy mandates by April 1, 2022. • Facilitated a Study Session with City Council related to recreation vehicle parking in the City. • Selected, trained and launched the Directed Aerial Response Team. • Re-implemented the Resident Permit Parking program with a third-party vendor managing the virtual permit process.

Significant Objectives
• Conduct a ceremony for the naming of the Temporary Holding Facility in honor of Carla Munoz, who had a distinguished career with the Police Department and was the City’s first ever Jail Service Officer. • Restore programs, services and facilities to pre-pandemic levels, including but not limited to:
• Parks patrol
• School Resource Officer(s)
• Traffic/motorcycle Unit
• Northside Police Substation
• Reconvene the Diversity, Equity and Inclusion Police subcommittee • Continue to utilize the 15-member Chief’s Advisory Committee to advise the Police Chief on issues, matters and public policies which influence or impact the ongoing relationship between the Police Department and the community. • Develop a comprehensive, multi-phase strategy to recruit highly qualified, motivated applicants and facilitate the hiring of full-time and part-time employees in sworn and civilian professional capacities. • Develop a policy, municipal fee schedule and corresponding checklist to accept Conceal Carry Weapon permits. • Develop first AB 481 Annual Report and conduct the associated public meeting. • Complete the upgrade to 9-1-1 phone system to include updated version of Next Generation 911 compatibility. • Conduct the Hexagon Computer Aided Dispatch 9.4 version upgrade. • Improve Public Safety Dispatcher applicant process by repl acing Dispatch POST Testing with the CritiCall testing software.
515
FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | POLICE DEPARTMENT • Migrate Communications Training Daily Observation Reports (DOR) from in-house Excel documents to LEFTA program.
• Install LAWNET/REDNET talk groups on Motorola Consoles. • Coordinate with Hexagon and the Department of Justice regarding proposed changes by the Racial and Identity Profiling Act (RIPA) Board for additional data point collection by January 1, 2024. • Explore replacement of radios (hand-pack).
• Implement Mark43 record management system.
• Evaluate the upgrade of equipment in the Communications Center that provides fire station alerting. • Utilize one-time grant funds to seek out a mental health clinician to support the efforts of Crisis Intervention Specialists. • Seek City Council guidance on the Bingo Ordinance in connection with State law. • Recommend adjustments to the City Code in connection with Senate Bill 946 Sidewalk Vendors Soliciting. • Amend the Police Department’s Retention Schedule.
• Determine the future for the Northside Police Substation, potentially including a lease extension. • Transition select fleet vehicles to zero emission electric vehicles. • Work with law enforcement partners to address local (e.g., abandoned vehicles, recreational vehicle (RV) parking, neighborhood parking) and regional issues (e.g., property crimes, homelessness, traffic, mental illness, street racing). • Develop a community engagement program utilizing the state-of-the-art use of force simulator to provide a realistic, yet safe, environment for education with induced stimuli. • Staff the Gun Violence Prevention Task Force.
• Expand the Crisis Intervention Specialist program from two to four police officers to provide better coverage for 24/7, 365 operations.
• Develop a real-time Crime Center.
• Secure grant funds to purchase front-line law enforcement equipment, conduct specialized operations, and offer officer training (e.g., evidence vehicle, use of force simulator). • Implement new ways to staff all special events with highly trained and committed public safety personnel to ensure the safety of all attendees, control traffic and pedestrian movement, and reduce the impact on surrounding residents and businesses.
• Proactively serve the City's residents by combatting crime and identifying those responsible.

Budget Highlights
• The Proposed Budget reflects the following:
• No cuts to positions within the Department
• Ongoing reduction in operating supplies to help address the General Fund shortfall 516
FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | POLICE DEPARTMENT Police Department
231.00 FTEs**
Special Operations

1.00 Community Service Officer II

1.00 Office Specialist III

1.00 Police Captain

1.00 Police Lieutenant

1.00 Police Officer

5.00 Police Sergeant

10.00 Total Special Operations FTE
Field Operations

10.00 Community Service Officer II

5.00 Jail Service Officer

1.00 Office Specialist III

2.00 Police Captain

4.00 Police Lieutenant

86.00 Police Officer

13.00 Police Sergeant
121.00 Total Field Operations FTE
Investigations

3.00 Community Service Officer II

1.00 Crime Analyst

1.00 Forensic Coordinator

1.00 Office Specialist II

1.00 Office Specialist III

1.00 Police Lieutenant

17.00 Police Officer

1.00 Police Records Manager

15.00 Police Records Specialist II

4.00 Police Records Supervisor

5.00 Police Sergeant

50.00 Total Investigations FTE
Administrative Services

2.00 Assistant Police Chief

1.00 Communication Technician I

1.00 Communications Operation Manager

5.00 Community Service Officer II

1.00 Office Specialist II

1.00 Office Specialist III

1.00 Office Specialist IV

1.00 Police Chief

1.00 Police Lieutenant

7.00 Police Officer

6.00 Policer Sergeant

1.00 Police Training Coordinator

16.00 Public Safety Dispatcher II

1.00 Senior Management Analyst

5.00 Senior Public Safety Dispatcher

50.00 Total Administrative Services FTE
**The positions above represent all funded positions. This excludes the 4.0 Police Officer and 2.0 Police Sergeant positions that were frozen, as approved by the City Council on March 9, 2021 (Agenda Item 5.0 – Report to Council 21- 402). This position count, however, includes positions that were restored with the $1.7 million added to the Police Department budget on June 22, 2021. This funding restored 10.0 FTE to the Police Department, approved by the City Council on January 11, 2022 (Report to Council 22-1595). 517
FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | POLICE DEPARTMENT Budget Summary
FY 2021/22
Actual
FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2023/24
Change %
FY 2024/25
Proposed
FY 2024/25
Change %
7742 Administration 4,874,713 5,178,234 5,653,607 9.2% 5,820,568 3.0% 7744 Professional Standard 2,601,338 2,416,501 2,396,460 (0.8%) 2,519,025 5.1% 7745 Department Support 2,429,993 3,222,584 2,647,019 (17.9%) 2,768,926 4.6% 7746 Community Services Police 3,254,427 4,317,306 3,606,543 (16.5%) 3,783,912 4.9% 7747 911 Dispatch/Communications 5,028,049 6,360,554 5,996,941 (5.7%) 6,314,103 5.3% 7752 Police Grants 293,041 0 0 N/A 0 N/A
7754 Police Grants - Admin Services 456 0 0 N/A 0 N/A
18,482,017 21,495,179 20,300,570 (5.6%) 21,206,534 4.5% Communication Acquisitions Division
7781 Communication Equipment
Amortization
373,997 829,358 995,232 20.0% 1,013,568 1.8%
373,997 829,358 995,232 20.0% 1,013,568 1.8%
7722 General Patrol 37,868,670 37,640,485 39,544,511 5.1% 41,783,711 5.7% 7723 Traffic 3,422,785 3,889,362 4,138,077 6.4% 4,389,137 6.1% 7724 Emergency Response /
Temporar
y Holding Facility
1,721,503 1,720,817 1,723,394 0.1% 1,808,330 4.9%
7725 Reserves 6,274 0 0 N/A 0 N/A
43,019,232 43,250,664 45,405,982 5.0% 47,981,178 5.7%
7732 General Investigation 8,075,457 10,068,672 9,333,936 (7.3%) 9,836,937 5.4% 7733 Special Enforcement Team 1,489,075 2,019,338 2,070,860 2.6% 2,188,322 5.7% 7734 Records 4,045,196 4,785,453 4,655,648 (2.7%) 4,909,493 5.5% 13,609,728 16,873,463 16,060,444 (4.8%) 16,934,752 5.4% 7761 General 2,478,455 2,835,138 3,753,837 32.4% 3,975,531 5.9% 7764 Specialized Teams 60,343 29,786 30,452 2.2% 31,132 2.2% 7765 Reserves 130,824 130,793 142,037 8.6% 153,656 8.2% 2,669,622 2,995,717 3,926,326 31.1% 4,160,319 6.0%
78,154,596 85,444,381 86,688,554 1.5% 91,296,351 5.3%
Field Operations Division
Dollars by Division / Program
Administrative Services Division
Total Administrative Services Division
Total Communication Acquisitions
Division
Total by Division / Program
Total Field Operations Division
Investigations Division
Total Investigations Division
Special Operations Division
Total Special Operations Division
518

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | POLICE DEPARTMENT Budget Summary

FY 2021/22
Actual
FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2023/24
Change %
FY 2024/25
Proposed
FY 2024/25
Change %
Dollars by Fund
General Fund 62,081,750 84,615,023 85,598,562 1.2% 90,185,180 5.4% Communication Acquisitions Fund 373,997 829,358 995,232 20.0% 1,013,568 1.8% 0 0 94,760 N/A 97,603 3.0%
Expendable Trust Fund 256,714 0 0 N/A 0 N/A
79,44100 N/A 0 N/A
14,916,886 0 0 N/A 0 N/A
Police Operating Grant Trust Fund 445,352 0 0 N/A 0 N/A Public Donations Fund 456 0 0 N/A 0 N/A
Total by Fund 78,154,596 85,444,381 86,688,554 1.5% 91,296,351 5.3% Dollars by Category
Salary and Benefits
Salary 38,934,379 39,289,662 38,988,510 (0.8%) 41,173,341 5.6% As-Needed 899,021 527,469 553,282 4.9% 579,998 4.8%
Overtime 2,470,819 2,157,276 2,232,938 3.5% 2,311,249 3.5% Retirement 19,252,185 23,202,511 22,696,352 (2.2%) 24,306,624 7.1% Health Allocation 2,393,980 2,978,503 4,027,826 35.2% 4,219,965 4.8% Medicare 633,319 627,092 644,582 2.8% 680,002 5.5%
Social Security 483,420 675,868 674,054 (0.3%) 707,838 5.0% Other Benefits 1,542,968 2,875,345 3,735,022 29.9% 3,887,468 4.1% Total Salary and Benefits 66,610,091 72,333,726 73,552,566 1.7% 77,866,485 5.9% Non-Personnel
Materials/Services/Supplies 2,940,199 3,565,421 3,553,950 (0.3%) 3,634,334 2.3% Interfund Services 8,057,088 8,715,876 8,586,806 (1.5%) 8,781,964 2.3% Capital Outlay 547,218 829,358 995,232 20.0% 1,013,568 1.8% Total Non-Personnel 11,544,505 13,110,655 13,135,988 0.2% 13,429,866 2.2% Total by Category 78,154,596 85,444,381 86,688,554 1.5% 91,296,351 5.3% Community Facilities District 2019-1
Lawrence Station Fund
Other City Departments Operating
Grant Trust Fund
American Rescue Plan Fund

519

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | POLICE DEPARTMENT Position Summary

FY 2021/22
Adopted*
FY 2022/23
Adopted**
FY 2023/24
Proposed
FY 2023/24
Change
FY 2024/25
Proposed
Positions by Division / Program
Administrative Services Division
7742 Administration 7.00 8.00 8.00 0.00 8.00
7744 Professional Standard 5.00 5.00 5.00 0.00 5.00
7745 Department Support 5.00 5.00 5.00 0.00 5.00
7746 Community Services Police 11.00 9.00 9.00 0.00 9.00 7747 911 Dispatch/Communications 23.00 23.00 23.00 0.00 23.00 Total Administrative Services Division 51.00 50.00 50.00 0.00 50.00 Field Operations Division
7722 General Patrol 96.50 103.00 103.00 0.00 103.00
7723 Traffic 9.50 11.00 11.00 0.00 11.00
7724 Emergency Response/Temporary Holding
Facility 7.00 7.00 7.00 0.00 7.00
Total Field Operations Division 113.00 121.00 121.00 0.00 121.00 Investigations Division
7732 General Investigatio n 24.00 23.00 23.00 0.00 23.00 7733 Special Enforcement Team 5.00 5.00 5.00 0.00 5.00
7734 Records 21.00 22.00 22.00 0.00 22.00
Total Investigations Division 50.00 50.00 50.00 0.00 50.00 Special Operations Division
7761 General 7.00 10.00 10.00 0.00 10.00
Total Special Operations Division 7.00 10.00 10.00 0.00 10.00 Total by Division / Program 221.00 231.00 231.00 0.00 231.00

*The FY 2021/22 Adopted positions do not include positions that were restored with the $1.7 million added to the Police Department FY 2021/22 budget on June 22, 2021. The actual posit ion restorations were identified after the adoption of the budget.

**The FY 2022/23 Adopted positions repres ent all funded positions. This excludes the 4.0 Police Officer and 2.0 Police Sergeant positions that were frozen, as approved by the City Council on March 9, 2021 (Agenda Item 5.0 – Report to Council 21-402). This position count, however, includes positions that were restored with the $1.7 million added to the Police Department budget on June 22, 2021. This funding restor ed 10.0 FTE to the Police Department, approved by the City Council on January 11, 2022 (Report to Council 22-1595).

520

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | POLICE DEPARTMENT Position Summary

FY 2021/22
Adopted*
FY 2022/23
Adopted**
FY 2023/24
Proposed
FY 2023/24
Change
FY 2024/25
Proposed
Positions by Fund
General Fund 221.00 231.00 231.00 0.00 231.00
Total by Fund 221.00 231.00 231.00 0.00 231.00
Position Classification
Assistant Police Chief 2.00 2.00 2.00 0.00 2.00
Communications Operations Manager 1.00 1.00 1.00 0.00 1.00 Communications Technician I/II 1.00 1.00 1.00 0.00 1.00 Community Service Officer I/II 14.00 19.00 19.00 0.00 19.00 Crime Analyst 1.00 1.00 1.00 0.00 1.00
Forensic Coordinator 1.00 1.00 1.00 0.00 1.00
Jail Service Officer 5.00 5.00 5.00 0.00 5.00
Management Analyst 1.00 0.00 0.00 0.00 0.00
Office Specialist II 1.00 2.00 2.00 0.00 2.00
Office Specialist III 4.00 4.00 4.00 0.00 4.00
Office Specialist IV 1.00 1.00 1.00 0.00 1.00
Police Captain 3.00 3.00 3.00 0.00 3.00
Police Chief 1.00 1.00 1.00 0.00 1.00
Police Lieutenant 7.00 7.00 7.00 0.00 7.00
Police Officer 109.00 111.00 111.00 0.00 111.00
Police Records Manager 1.00 1.00 1.00 0.00 1.00
Police Records Specialist I/II 13.00 15.00 15.00 0.00 15.00 Police Records Supervisor 4.00 4.00 4.00 0.00 4.00
Police Sergeant 29.00 29.00 29.00 0.00 29.00
Police Training Coordinator 1.00 1.00 1.00 0.00 1.00
Public Safety Dispatcher I/II 16.00 16.00 16.00 0.00 16.00 Senior Management Analyst 0.00 1.00 1.00 0.00 1.00
Senior Public Safety Dispatcher 5.00 5.00 5.00 0.00 5.00 Total Positions 221.00 231.00 231.00 0.00 231.00

*The positions above do not include positions that were restored with the $1.7 million added to the Police Department budget on June 22, 2021. The actual position restorati ons were identified after the adoption of the budget.

**The positions above represent all funded positions. This excludes the 4.0 Police Officer and 2.0 Police Sergeant positions that were frozen, as approved by the City Council on March 9, 2021 (Agenda Item 5.0 – Report to Council 21- 402). This position count, however, includes positions that were restored with the $1.7 million added to the Police Department budget on June 22, 2021. This funding restored 10.0 FTE to the Police Department, approved by the City Council on January 11, 2022 (Report to Council 22-1595). 521

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | POLICE DEPARTMENT Budget Reconciliation

Positions Expenditures
(All Funds)
Prior Year Budget 231.00 85,444,381
Salary and Benefits adjustments 2,798,840
Non-personnel adjustments 244,403
Net decrease to various internal service fund allocations (129,070) Total FY 2023/24 Base Budget Adjustments 0.00 2,914,173 Total FY 2023/24 Base Budget 231.00 88,358,554 Departmental Vacancy Factor Increase (1,580,000) Reduction in Operating Supplies (90,000) Total Service Level Changes 0.00 (1,670,000)
Total FY 2023/24 Proposed Budget 231.00 86,688,554 Salary and benefits adjustments 4,403,919
Net increase in various interfund services allocations 195,158 Non-personnel adjustments 98,720
Total FY 2024/25 Base Budget Adjustments 0.00 4,697,797 Total FY 2024/25 Base Budget 231.00 91,386,351 Departmental Vacancy Factor Increase (90,000) Total Service Level Changes 0.00 (90,000) Total FY 2024/25 Proposed Budget 231.00 91,296,351 Service Level Changes
Ongoing Cost Adjustments
FY 2023/24 Base Budget Adjustments
Ongoing Cost Adjustments
Service Level Changes
FY 2024/25 Base Budget Adjustments

522

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | POLICE DEPARTMENT Service Level Changes

0.00 (1,580,000) 0 (1,670,000) 0
Program: 7742 – Administration
This action increases the Police Department’s budgeted vacancy factor (from 3% to 7%) to more closely reflect savings the Department has recognized in prior years. Over the last decade, the Police Department has experienced an average vacancy rate of over 7%, and the current vacancy rate is 12.5%. The higher vacancy rate would apply to the next two fiscal years but would revert to the 3% level on an ongoing basis as the City works to reduce the vacancy rate. While the Department has made efforts in recruitment, the vacancy rate has still remained high.

Performance Impact
The Department is currently operating at an approximate 12% vacancy factor; therefore, no service level impacts result from this proposal, and the budget allows for the pace of department hiring to continue as experienced before the pandemic.

Strategic Pillar:

Manage Strategically Our Workforce Capacity and Resources

FY 2023/24 FY 2024/25
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Reduction in Operating Supplies 0.00 0 (90,000) 0 (90,000) Program: 7745 – Department Support
This action reduces the Administrative Services Division operating supplies budget from $189,425 to $99,425. This reduction item is specifically for recruitment expenses and aligns more closely to historical spend.

Performance Impact
The Department does not anticipate any impact to recruitment or service delivery with this reduction.

Strategic Pillar:

Manage Strategically Our Workforce Capacity and Resources

523

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | POLICE DEPARTMENT Performance and Workload Measures

Administrative Services Division
Performance Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Percent of emergency calls answered
within ten seconds
97% 97% 90% 90% 90% 90%
Workload Measures
Amount of grant funds managed

$2.2 m $1.4 m $1.2 m $1.2 m $1.1 m $1.1 m
Number of volunteer hours
(chaplain, explorer, community)
2,500 736 4,000 1,000 1,000 1,000
Percent of Officers per 1,000 residents
(based on 127,134 population)

1.12% 1.17% 1.10% 1.10% 1.25% 1.25%
Percent of civilian professionals
allocated per 1,000 residents (based on
127,134 population)

0.55% 0.60% 0.51% 0.47% 0.62% 0.62%
Number of pieces of property booked

5,762 5,907 5,819 6,000 6,000 6,000
Number of items destroyed annually

2,725 1,957 7,699 7,700 7,700 7,700
Residential and business alarm permit
registrations
1,335 805 N/A 800 890 975
Business oversight permits managed
(bingo, taxi, massage, food truck, pedi-
cab, tow, private, patrol, adult
bookstores, pawn shops, firearm
dealers, solicitors)

180 149 187 200 220 230
Number of Community Response Team
abatements

38 15 48 50 50 50
Number of Run/Hide/Defend training
sessions
0 0 62 10 25 25
Number of D.A.R.E. graduations

0 0 30 0 0 0
Number of kids participating in PAL
sports (e.g. soccer, flag football,
softball, BMX, boxing, fishing, judo,
wrestling) – Delete for FY 2023/24
650 310 2,180 500 N/A N/A
Total calls received in the City’s
Communications Operations Center
155,775 171,674 138,407 161,000 165,000 169,000
Number of Police Department policies
reviewed as a result of the Task Force
on Diversity, Equity, and Inclusion input
N/A N/A TBD 0 0 0
Number of texts to 911 contacts

172 240 445 200 200 200
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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | POLICE DEPARTMENT Performance and Workload Measures

Field Operations Division
Performance Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Average response time for priority
one calls for service (from dispatch to
officer arrival)
2:30 min 1:25 min 2:35 min 2:35 min 2:50 min 2:50 min
Workload Measures
Number of police calls for service

67,211 53,996 111,502 45,000 45,000 45,000
Number of officer self-initiated calls for
service
16,519 13,952 23,338 13,000 13,000 13,000
Total number of arrests – juvenile

31 14 134 60 60 60
Total number of arrests – adult

2,441 938 3,590 2,400 2,400 2,400
Number of mental health contacts

415 1,055 457 1,000 1,000 1,000
Number of traffic citations

1,096 1,003 2,179 1,200 2,000 2,000
Number of parking citations

2,249 3,729 2,460 3,800 4,000 4,000
Number of mental health detentions

N/A 459 1,477 350 350 350
Number of crisis intervention cases

N/A 434 431 450 450 450
Number of abandoned vehicle cases

2,568 2,553 3,320 2,600 2,600 2,600
Number of abandoned vehicle tows

218 204 386 250 250 250
Number of traffic collisions

1,228 961 867 1,000 1,000 1,000

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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | POLICE DEPARTMENT Performance and Workload Measures

Investigations Division
Workload Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Number of warrants received

1,642 1,751 960 1,700 1,700 1,700
Number of warrants cleared

1,363 1,386 1,345 1,500 1,500 1,500
Number of missing persons located (in
house)
42 139 200 100 115 115
Number of stolen vehicle recoveries
(local, plus for other agencies)
698 560 427 320 350 350
Total number of police reports

10,456 11,685 12,461 12,500 12,800 12,800
Number of citizen online police reports
taken
3,586 2,842 3,622 3,800 3,800 3,800
Number of domestic violence cases

N/A 307 230 300 300 300
Number of fraud cases1 – Modified for
FY 2023/24
N/A 203 183 35 N/A N/A

Special Operations Division
Workload Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Number of stadium events with
20,000+ attendees
0 11 15 19 18 18
Number of operation plans developed
city-wide (e.g. city-wide special events,
dignitary visits, stockholder meetings,
Levi’s Stadium)
15 32 26 23 28 28

1 The Police Department transitioned from the Uniform Crime Reporting System to the National Incident Based Report System (NIBRS). With this transition, crime categories have changed, with NIBRS reporting crimes (e.g. fraud, counterfeiting, forgery) as separate categories, while the previous system reported them as one category. Due to this change in reporting, reasonable targets are not yet known. 526
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Department of Public
Works
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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | DEPARTMENT OF PUBLIC WORKS Department of Public Works Description

The Department of Public Works (DPW) constructs, ma intains and improves various components of the City’s infrastructure and provides quality, cost-effective, timely services to the residents and businesses of Santa Clara. DPW is responsible for a wide variety of programs throughout the City which include design, construction management, stormwater pollution prevention, inspection and maintenance of City streets, bridges, traffic signal systems, building facilities, street trees, landscaping, sidewalks, and the closed landfill. These responsibilities include the engineering aspects of the sanitary sewer system, which is maintained by the Water and Sewer Utilities Department, and maintenance of storm drain pipelines and trash racks for pump stations which are maintained and operated by the Water and Sewer Utilities Department. The Depa rtment oversees the coordination and manage ment support for the Convention Center Maintenance District, which consists of Hyatt Regency, Techmart, and the City, and maintains the grounds of the Franklin Square complex under the Downtown Parking Maintenance District. DPW manages solid waste contracts which provide services such as garbage, yard waste, recycling, street sweeping, household hazardous waste and the annual Clean-Up Campaign. Another significant component of DPW includes overseeing the pr ocurement and maintenance of the City's fleet of vehicles and equipment. The Fleet Management program manages the lifecycle, replacement, procurement, upfit, and disposal of all vehicles and equipment within the City. This program also supports the City’s diverse fleet operations, ensuring safe, cost-effective, and sustainable maintenance, repai r, fueling, replacement, and compliance of City-owned vehicles and equipment.

Divisions and Services

The Department focus areas include E ngineering Services and Operations and Ma intenance. Engineering is comprised of five divisions: Administration, Tr affic, Design, Land and Property Development, and Field Services. Operations and Maintenance is comprised of three divisions: Facility Services, Streets, and Fleet Management. T he Streets Division is further subdivided to operate in the following areas: Administration, Traffic Maintenance, Street Maintenance (streets and storm drains), Environmental Programs, Solid Waste, Landscape, and Code Enforcement. The Facility Services Division manages the Convention Center Maintenance District, the Street Division manages the Downtown Parking Maintenance District, and the Fleet Management Division manages the Vehicle Replacement and Fleet Operations Funds.

Engineering -
Administration
Division Mission
Provide administrative support services which meet the needs of the division, departments, and community.

Division Objectives
Manage and oversee all Department activities, represent the Department at the City Council meetings, and represent the City at various agency meetings.

Develop and manage an efficient, cost effective department operating budget and capital improvement program (CIP) budget.

Provide management and assistance in t he development and delivery of the City’s CIP.

529

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | DEPARTMENT OF PUBLIC WORKS Engineering – Traffic
Division Mission
Provide safe and efficient movement of pedestrian, bicycle, transit, and vehicular traffic.

Division Objectives
Enhance safety and mobility for pedestrians and bicyclists through implementation of new or improved facilities such as bike lanes, pedestrian beacons, and intersection improvements consistent with the City’s Bicycle Plan and Pedestrian Master Plan.

Enhance safety, increase operational effici ency, and reduce delays for all users of the City roadway system through implem entation of improvements, innovative technologies, and engineering designs.

Maintain, operate, and upgrade traffic infrastructure in an efficient and timely manner.

Apply for and administer transportation grants to augment the City's finances for improving traffic, pedestrian, and bicycle-related infrastructure.

Review proposed private development pr ojects for consistency with City transportation policies and the California Environmental Quality Act (CEQA).

Review, investigate, and respond to resi dent and business inquiries/complaints regarding City traffic and roadway parking operations.

Engineering – Design
Division Mission
Provide high quality services to the community through efficient and effective delivery of capital improvement projects and management of the City’s infrastructure.

Division Objectives
Manage infrastructure and the capital improvement project programming for pavement management, storm drain facilitie s, and capacity improvements for the sanitary sewer system.

Provide capital project administration, engineering, and management services for a variety of projects including transportation, roadways, pedestrian and bicycle, storm drains, sanitary sewers, buildings, libraries, and parks to implement the City’s capital improvement program.

Coordinate the Community Rating System (CRS) program with Federal Emergency Management Agency (FEMA) to maintain the City’s Class 7 rating. This provides a reduction in flood insurance premiums for the property owners with flood insurance in the City of Santa Clara.

Maintain engineering design standard documents and maintain infrastructure record information such as as-builts and base maps.

Engineering – Land
and Property
Development
Division Mission
Assist customers and the commu nity by providing effective and efficient services during project development and public improvement design phases.

Division Objectives
Facilitate the issuance of timely reviews and permits fo r residents, developers, and utilities in compliance with land use and development standards.

Provide developers, residents and permittees with information related to fees, general engineering, City utilities, property lines and design standards.

Develop new procedures to streamline processes and use new technology to facilitate current procedures.
530

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | DEPARTMENT OF PUBLIC WORKS Engineering – Field
Services
Division Mission
Serve all City departments and the community through effective and efficient construction management, construction inspection, materials testing, surveying, and administration services of public improvement projects.

Division Objectives
Provide effective construction managem ent, construction inspection, materials testing, surveying, and administration services for capital improvement projects, such as transportation, roadways, pedestrian and bicycle, sanitary sewers, storm drains, buildings, libraries, and parks.

Deliver effective construction inspecti on, material testing, surveying and administration services for private developments that involve the City’s infrastructure.

Facility Services
Division Mission
Perform cost effective repair and maint enance procedures to ensure City-owned buildings remain safe, attractive, and energy efficient. Provide a safe, clean, and well- maintained public space in support of the Santa Clara Convention Center Maintenance District ensuring a safe environment while enhancing the property value.

Division Objectives
Maintain approximately 1,100,000 square feet of City-owned buildings in a safe, functional, and clean condition for all users. Oversee vendor contract to provide janitorial services to most City buildings and numerous service contracts to support the Facilities repairs and maintenance operations.

Provide oversight of the Conv ention Center Maintenance District for the upkeep of equipment, signs, landscaping, pavement, concrete curb, gutter and sidewalks, service roads, pedestrian bridges, in cluding the garage at the Santa Clara Convention Center complex and the Tasman Parking Garage.

Streets
Division Mission
Maintain streets, sidewalks, signs, mark ings, storm drain pipeline infrastructure, trees, and other landscape in the public right-of-way. Implement reliable, cost- effective solid waste programs that maximize landfill diversion.

Division Objectives
Repair street potholes and sidewalk tripping hazards.

Clean and maintain the storm drain collection system and implement the City’s Urban Run-off Pollution Prevention Program.

Maintain landscapes in the public right-of-way and remove graffiti.

Prune City trees and plant new trees to replenish the City forest.

Maintain traffic signs, striping, curb markings, and pavement messages.

Repair damaged City-owned parking lots and walkways.

Provide regular street sweeping services.

Implement solid waste collection and dispos al diversion programs to achieve cost recovery and maintain compliance with regulations.

Manage solid waste collection contractors to ensure a high level of customer service and that agreement provisions are being followed.

Complete the annual Clean-Up Campaign swiftly and safely. 531

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | DEPARTMENT OF PUBLIC WORKS Fleet Management
Division Mission
Provide and maintain safe and reliable vehicles and equipment essential for the delivery of City services. Optimize fleet services through timely and cost- effective procurement, compliance, maintenance, fueling, and disposal services.

Division Objectives
Implement the City’s Green Fleet Policy.

Monitor the City’s fleet usage and remove under-utilized vehicles and unfunded retained assets from the fleet.

Perform manufacturer’s recommended preventative maintenance on fleet assets to increase reliability and reduce costs associated with repairs.

Procure equipment and vehicles identified for replacement.

Collaborate with departments on replacement equipment and vehicles before each purchase.

Evaluate alternative fuel options before purchasing new vehicles or equipment.

Ensure purchases of vehicles and equipment meet the highest air quality standards set by California Air Resources Board.

532

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | DEPARTMENT OF PUBLIC WORKS Significant Accomplishments
Administration:
• Managed Council priorities and reprioritized department workload to accomplish tasks while maintaining significantly lower staffing levels from previous budget reductions to help resolve the City’s budget deficit. • Prepared numerous Council reports and presentations to support Council decision making and City priorities. • Managed department budgets, staffing, work plans and performance measures to ensure work was being completed within approved budgets.
• Provided customer service support to residents to ensure all inquiries, work request s, and information requests were being addressed.
• Completed the FY 2021/22 & FY 2022/2023 Biennial Operating Budget and the FY 2022/23 & FY 2023/24 Biennial Capital Improvement Program Budget.
• Completed updates to the Municipal Fee Schedule for FY 2023/24. • Coordinated and managed the distribution of any COVID- 19 related safety supplies as requested (reusable and disposable face masks, hand sanitizer, sanitizing wipes, etc.).

Design:
• Completed design work for the following capital improvement program projects/studies: 2021 Annual Street Maintenance and Rehabilitation - Washington Street St orm Drain Improvement Project; 2022 Annual Street Maintenance and Rehabilitation; 2023 Annual Street Maintenance and Re habilitation; Annual Curb Ramp Installation 2022; Annual Curb Ramp Installation 2023; Public Right-of-Way ADA Improvements Construction Contract Packages 1, 2, 3 &4; High-Intensity Activated Beacon on Scott and Harrison; Lick Mill-East River Parkway Crosswalk Improvement, Santa Clara School Access Impr ovements; Public Parking Lot Pavement Condition Assessment; Lafayette Street Underpass at Subway St orm Drain Pump Station Evaluation; Sanitary Sewer Hydraulic Model support – Patrick Henry Specific Plan; Calabazas Creek Sanitary Sewer Deficiency Study/Evaluation; Northside & Rabello Pump Station Firm Capacity Evaluation; Sanitary Sewer Condition Assessment Repair Pa ckage 1; Sanitary Sewer I/I Evaluation, City wide Data Center Se wer Discharge Study; Citywide Stationary Standby Emergency Generators Replacement - Phase 2; Fire Station 2 Training Tower Repair Assessment; Northside Branch Library Photovoltaics System Installa tion; Utility Corporation Yard Field Service Center Renovation; Raymond G. Gamma Dog Park Improvements; Harris-Lass Museum Repairs; Montague Park Rehabilitation; Fairway Glen Park Restroom Construction Project; Magical Bridge Pl ay Ground Improvement; and Westwood Oak Playground Improvement Project.
• Managed, maintained, and provided Sanitary Sewer Hydr aulic Modeling support services for approximately 20 Land Development Projects.
• Implementation of Pavement Moratorium requirements, pr epared five-year pavement progr am with list of streets, coordinated the five-year program with all utilities in the City, and made the information available on City’s website. • FEMA’s CRS program: Coordinated with relevant City departments during the annual recertification process and provided Elevation Certificate & Letter of Map Amendment (LOMA) assistance to permit center & planning staff on an ongoing/as needed basis.
• Effectively implemented and coordinated use of BidS ync for Request for Proposals and Bids and online bid submittal.
• Provided core team support through active participati on for the continued implementation of the City’s CIP Management Database, e-Builder.

533

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | DEPARTMENT OF PUBLIC WORKS Field Services:
• Received a Project of the Year Award from the American Public Works Association fo r the Reed & Grant Sports Park Project.
• Received a Project of the Year Award from the Americ an Public Works Associati on for the Raymond G. Gamma Dog Park Improvements Project.
• Completed coordination, inspection, and activation of tra ffic signals at Juliette Lane and Mission College Boulevard, Corvin Drive and Kifer Road, and Olcott Street and Scott Boulevard. • Completed construction of the fo llowing capital improvement projects: Scott Boulevard Traffic Signal Interconnect & Coordination; Lick Mill - E. River Parkway Cr osswalk Improvement; Bicycle Lane Improvement on Pruneridge Avenue at Lawrence; 2021 Annual Street Maintenance & Rehabilitation; Harris Lass Museum Repairs; Santa Clara Access School Improvement Project; Public Right-of-Way ADA Improvements Packages 1 & 2; 2022 Annual Street Maintenance and Rehabilitation Project; 2022 ADA Upgrade project; Montague Park Rehabilitation; Laurelwood Pump Station Rehabilitation Project; Mission Branch Library Gazebo Project; and Citywide Generator Project Phase

1. • Provided effective construction management, construc tion inspection, surveying, materials testing, and administration services for approximately 51 capital im provement projects and approximately 948 encroachment permits.

Land and Property Development:
o Issued approximately 930 encroachment permits over the last two fiscal years. Major encroachment permits for some notable development projects include: 2323/2343 Calle Del Mundo (S ummerHill Apartment - Tasman East Specific Area Plan); 2300 Calle Del Luna (Related - Tasman East Specific Area Plan); 2230 Calle De Luna (Holland - Tasman East Specific Area Plan); 2240 Calle de Luna/5123 Calle Del Sol (Ensemble - Tasman East Specific Area Plan); 3312 Kifer/2904 Corvin (Allied Housing - Lawrence Station Area Plan); 1205 Coleman Avenue (Hunter Storm – Gateway Crossings); 2780 El Camino Real – complete package (KB Homes - Moonlite Lanes Residential); 1200 Memorex (Data Center); 2905 Stender Way (Data Center); California Hi gh Speed Rail (SF-SJ) Environmental Impact Report/Environmental Impact Statement; Caltrans US 101 / De La Cruz Street Improvement; 2305 Mission College Blvd (Data Center); 737 Mathew (Data Center); 651 Walsh Avenue (Data Center); and 2330 Monroe Street (Apartments).
• Processed approximately 800 development site cl earances for building permits and collected fees. • Processed 10 subdivision maps and approximately 130 land title documents which includes processing, reviewing, approving, and recording the title documents.
• Continued to lead and support private development throughout the City including large developments such as Related Santa Clara, Tasman East, Patrick Henry Drive, Freedom Circle, Lawrence Station, etc. • Provided dedicated support for the high-pr iority Related Santa Clara project by:
o Leading, coordinating, and facilitating the relocation of third-party ut ilities to support the City’s vacation of Centennial Boulevard and a portion of Stars and Stripes Drive. o Providing technical support for the City’s approva l of the Vesting Tentativ e Subdivision Map for the Development Area Plan (DAP)1 for the project.
o Actively coordinating and providing technical review of the DAP 1 public improvement package for streets and utilities improvements.
o Participating in weekly project coordination meetings with the Related Santa Clara team. o Providing project management and technical engineering support to the City Manager’s Priority Project Manager for the project.

534

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | DEPARTMENT OF PUBLIC WORKS Traffic:
• Completed coordination, cons truction, and inspection of bicycle lane improvements on Monroe Street (Chromite Drive to San Tomas Expressway) and Lafayette Street (Calle de Luna to Agnew Road), Walsh Avenue (Bowers Road to San Tomas Expressway), The Alameda (Market Street to El Camino Real), Great America Way (Lafayette Street to Great America Parkway), Mission College B oulevard (Freedom Circle West to Montague Expressway), and Scott Boulevard (Central Expressway to Olcott Street). • Completed a two-year community outreach and study process for the Pruneridge Avenue Complete Streets Plan.

On August 30, 2022 City Council adopted the Pruneridge Avenue Complete Streets Plan and selected a preferred design concept for staff to pursue outside funding opportunities such as grants, etc. • Obtained $1.9 million of regional grant funding for Citywide Traffic Signal LED Lighting Upgrades; High Priority Curb Ramps; Bike Safety Equipment; Bike Corridor Planning Studies for Walsh Avenue, Monroe Street, and De La Cruz Boulevard; Mission College Class IV Bike Lane Implementation; Pruneridge Avenue Signal Timing; Vision Zero Study; and Multijurisdictional Intelligent Transportation Improvements. • In partnership with the City of Cupertino, obtained $8.5 million in State Transit and Intercity Rail Capital grant funding to expand Cupertino’s on-demand shuttle program into Santa Clara over the next four years. • In 2021, secured Federal Community Pr oject funding of $2.75 million for the De La Cruz Boulevard, Lick Mill Boulevard, and Scott Boulevard Bicycle Projects submitted by Congressman Ro Khanna. • Received, investigated, and responded to 692 traffic requests from the public during FY 2021/22. • Supported traffic operations for 11 events at Levi’s Stadium in FY 2021/22.

Facility Services:
• Worked with Santa Clara County on obtaining a Historical Grant for the Harris Lass property improvements project. • Processed approximately 1800 facility work orders for in ternal City customers and facilities with 95% satisfaction rate.
• Completed the Facility Capital Improvement Project for Harris Lass Historic House Tank House and Porch Repair. • Worked closely with the City’s Hist orical Advisor on a five-year plan to improve maintenance and repair on the Berryessa Adobe, Headen Inman, Jamison Brown, Morse Mansion, and Harris Lass Historic Properties. • Provided core team support through active participati on for the continued implementat ion of the City’s safety monthly training program, Target Solutions which also included topics on annual specific training and stress related trainings.
• Provided oversight and management at Maintenance District #183 Santa Clara Convention Center Complex. Goals include Water Management and Turf C onversion in addition to working with Silicon Valley Power on eventual EV Charger Installation throughout the site.
• Supported garage operations at Tasman Garage to support Convention Center and Levi’s Stadium Events. • Supported Parks and Recreation Department with major repairs to their H.V.A. C. systems and fire alarm systems at Senior Center and Community Recreati on Center in addition to assisting with the turnover of the Youth Activity Center to the Santa Clara Unified School District.
• Supported 35 critical City facilities with emergency generator preventative maintenance and monthly operational inspections.

Streets:
• Maintained Tree City USA certification for the 36 th consecutive year and received the Growth Award for 2021. • Removed turf and installed water-wise landscaping at the City Hall complex using Valley Water rebate funds. • Completed and implemented enterprise asset management applications for City Street Trees, Parkways & Boulevards Trees, Sidewalk, Curb & Gutters, Storm Drain, and Traffic Divisions. 535

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | DEPARTMENT OF PUBLIC WORKS • Completed contamination minimization lid-flip audits within all exclusive franchise hauler routes as required by SB 1383.
• Updated the Santa Clara City Code chapters pertaining to Trees and Shrubs. Developed and implemented a grid system to schedule City trees for preventative maintenance pruning. • Developed a compost give-away program for residents and businesses. • Installed over 500 new full trash capture devices.
• Completed a solid waste rate study that equitably calculated each rate based on the cost of service. • Completed the 2022 Cleanup Campaign on schedule and studied alternatives to current CUC format. • Migrated stormwater related compliance inspections over to Accela. • Completed audits of non-exclusive franchise hauler quarterly franchise fee payments and compliance with mandatory commercial recycling and organics recycling requirements.

Fleet Operations:
• Utilized renewable diesel exclusively in the City’s diesel fleet in FY 2021/22. • Obtained “Blue Seal of Excellence” recognition from National Institute of Automotive Service Excellence (ASE) in 2021 and 2022.
• Placed 28 new vehicles in service in FY 2021/22 of which 15 were Electric or Hybrid. • Retired and sold at auction 31 fleet assets yielding approximately $200,000 in revenue for FY 2021/22. • Maintained approximately 760 fleet assets with a 90% Preventive Maintenance (PM) Compliance rate.

• Updated City Manager’s Directive 45 for Vehicle and Equipment Accident Review.

Significant Objectives

Design:
• Provide Infrastructure Management Services for the storm drain system and pavement maintenance program, and engineering planning for the sanitary sewer system.
• Provide effective capital improvement project management fo r a wide variety of projects city-wide including: Annual Street Maintenance and Rehabilitation Program Management and related projects; Annual ADA Curb Ramps; Bassett and Laurelwood Bike Lanes; MCB/GAP Intersection Improvem ent Project; Monroe Street -Los Padres Boulevard Traffic Signal Modification; Lick Mill Boulevard Pedestri an Beacons Upgrade; GAP and Tasman Drive Traffic Signal Interconnect; Santa Clara Citywide ITS Project 2; Creek Trail Pavement Ma intenance and Rehabilitation Project - Package 1; Miscellaneous Asphalt and Concrete Maintena nce and Repairs Project - Package A; Bowers Avenue Storm Drain Pump Station Improvement; Storm Drain Slide Gate Rehabilitation; Sanitary Sewer Master Plan Update 2023; Annual Sanitary Sewer Repairs and Sanitary Sewer Capacity improvements; St ationary Standby Generator Replacement Phase 3; Utilities Corporat ion Yard Renovation; Bowers Park Building Improvements and Parking Lot Rehabilitation; Sarah E. Fo x Memorial Mausoleum Roof Replacement; Central Park Ma ster Plan - New Entrance, Access and Parking Improvements; Westwood Oaks Park Playground Rehabilitation; and Parks Service Center Roof Replacement.
• Provide Sanitary Sewer Hydraulic Modeling Support for Land Development Projects.

Field Services:
• Provide effective construction management, construction inspection, surveying, materials testing, and administration services for capital improvement projects and private development projects that construct City infrastructure. • Provide on-time and on-schedule completion of projects for transportation, roadways, parks, buildings, traffic signals, 536
FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | DEPARTMENT OF PUBLIC WORKS pedestrian-and bicycle improvements, sanitary sewer and storm drain rehabilitation, and other capital projects. • Provide construction inspection and coordination for private development-built City infrastructure, such as: 575 Benton Street Mixed Use; 1850 El Camino Real Residential; 3200 Scott Boulevard Of fice; 3607 Kifer Road Office; Missi on Park
(2305 Mission College Boulevard); 1900 Warburton Avenue Residential; 1834 Worthington Circle- Agrihood Mix use
Development; 641 Walsh Ave. Data Center; 3045 Stende r Way Data Center; Stevens Creek Boulevard Office Campus (5403/5405 Stevens Creek Boulevard); Gateway Cr ossing (Coleman); Gateway Village (3700 El Camino Real); Lawrence Station - Kifer Ro ad Multi-Family (Toll Brothers); Lawson Lane Office; Santa Clara Square Residential; Summerhill Lawren ce Station (3505 Kifer Road ); 3311 Kifer Road (Cahill Contractors); 1100 Memorex Dri
ve - New Data Center; 3035 El Camino Real- Mixed use; Westfield Valley Fair Expansion; Tasman East – 220 0 Calle
De Luna Residential; Tasman East – 2300 Calle De Luna Mixed Use; 2302 Calle Del Mundo Mixed Use; 2343 Calle Del Mundo Residential; and 5123 Calle Del Sol Mixed Use Vantage Data Center II.

Land a
nd Property Development:
• Facilitate significant private development projects by providing effective and efficient processing of site clearances, subdivision maps, land title documents, public improvement plan checks, and development fee collection. Some significant projects include Lawrence Station Area Pl an at Kifer Road, Lawrence Expressway and Central Expressway; Tasman East Specific Area Plan at Lafaye tte Street, Calle del Mundo, Calle de Luna, and Calle del Sol; Related Santa Clara (formerl
y City Place) at Tasman Drive, Lafayette Street and Great America Parkway (on City's closed golf course); Patrick Henry Specific Plan at Patrick Henry Drive, Great America Parkway and Mission College Boulevard.
• Upcoming or in process notable development projects include: 2200 Calle Del Luna (Holland - Tasman East Specific Area Plan); 2232 Calle Del Mundo & 2225 Calle De Luna (Greystar – Tasman East Specific Area Plan); 2263/2273 Calle
Del Mundo (Ensemble - Tasman East Specific Area Plan); 3517 Ryder Street (Westlake Urban – Lawren ce Station Area Plan); 3335 K
ifer Road Street (Allied Housing – Lawrence Station Area Plan); 2055 Lafayette Street (Data
Center); 3710 El Camino Real (Gateway Village Phase 2); 2600 De La Cruz Boulevard (Data Center); 2805 Mis
sion College Boulevard (Data Center); VTA – BART Phase II; Developments within the Lawrence Station Area Plan; De
velopments within the Tasman East Specific Ar ea Plan; Developments within the Patrick Henry Drive Specific Area Plan; and Related Santa Clara (City Place – Related Project).

Traffic:
• Complete the following Traffic Engineering Projects: Creek Trail Expansion Master Plan; Traffic Signal Management Software
Upgrade/Replacement and Adaptive Signal System; Traffic Pre-emptors; Changeable Message Signs; 15 miles per hour School Zones; and Travel Demand Model Update. • Make significant progress on 2016 Measure B funded bike corridor planning studies for Walsh Avenue, Monroe Street, and De La Cruz Bo
ulevard.
• Make significant progress on Federal Community Projec t funded bike corridor planning studies for De La Cruz Boulevard, Lick Mill Boulevard, and Scott Boulevard.
• Work collaboratively and make progress on the joint jurisdic tional Stevens Creek Visioning Study with th e City of San Jo
se, City of Cupertino, County of Santa Clara, and Valley Transportation Authority. • Complete the Uncontrolled Crosswalks Project, Lick Mill Blvd Pedestrian Beacons Upgrade Project; Lafayette Class IV Bicycle L
anes Project, and Bassett/Laurelwood Bicycle Lane Project. • Continue to operate an annual Shared
Mobility Permit Program for the City.
• Laun
ch and operate an on-demand shuttle program with the City of Cupertino. • Begin work on a Vision Zero Study.
• Continue to implement recommendations in the approved Bicycle Plan Update and Pedestrian Master Plan. • Contin
ue to support the Community Development Department with traffic engineering and traffic impact analysis support (i.e., Level of Service and Vehicle Miles Travelled Analysis) for proposed development projects and specific and precise plans.
537
FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | DEPARTMENT OF PUBLIC WORKS • Continue to make progress responding to traffic calming and traffic safety related public inquiries.

Facility Services:
• Provide outstanding service to customers, which includes a ll types of requests such as janitorial repair needs and new infrastructure requirements with the objective to respond to every customer in a timely manner on projects and repairs.
• Provide upkeep and repairs to the Tasman Parking Garage. • Continue with regular maintenance and improvements to the Convention Center Maintenance District grounds, surfaces, and garage structure and begin planning and designing for parking lot repairs and maintenance. Provide building and mechanical maintenance services for all City buildings. • Operate and maintain the City’s elevators.
• Assist the City Manager’s Office wi th maintenance at properties such as Morse Mansion, Gianera House, and Commerce & Peddlers Plaza.
• Maintain preventative maintenance compliance with manufacturers recommended intervals on Facilities equipment which includes replacement of air filters on a scheduled basis.

Streets:
• Update the Santa Clara City Code chapter pertaining Storm Drains. • Maintain recently developed asset management systems for traffic signs and storm drain infrastructure. • Enter into an agreement to purchase electricity derived from organic material to comply with SB 1383 procurement requirements. Inventory Lands cape Maintenance Division assets to facilit ate the future implementation of asset management system use to more effectively schedule and track maintenance activities. • Ensure reliable garbage, yard trimmings, and residential recycling services. • Enter into new agreements for landfill disposal and composting services. • Continue to implement organic waste r eduction programs to reduce methane emissions from landfills and comply with state legislation.

Fleet Operations:
• Maintain preventative maintenance complianc e with manufacturers recommended intervals. • Continue work with City departments engaged in fleet electr ification activity by supporting electric vehicle (EV) acquisitions, expanding EV charging infrastructure, and seeking related funding opportunities. • Continue to monitor and report evolving regulatory r equirements for medium and heavy-duty fleets required by California Air Resources Board that impacts City compliance, services, and budgets.

Budget Highlights
The Public Works Budget includes the following changes:
• Position shifts of Environmental Program staff and Compliance Manager (shift partial positions to Solid Waste). • Reduction of Vehicle Amorti zation and O&M to remove 17 underutilized vehicles/equipment. • Sale of underutilized vehicles/equipment.
• Increase to the Storm Drain contractua l services budget that is offset by revenues for development planning and building application review.
538
City of
Santa Clara

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | DEPARTMENT OF PUBLIC WORKS

Public Works Department

119.50 FTEs*
Engineering –Administration

0.75 Director of Public Works

1.00 Assistant Director of Pub Works/City Engineer

1.00 Management Analyst

0.50 Office Specialist II

1.00 Office Specialist III

1.00 Office Specialist IV

5.25 Total Engineering-Administration FTE
Engineering – Design

2.00 Associate Engineer (Civil)

1.00 Principal Engineer

4.00 Senior Engineer (Civil)

7.00 Total Engineering-Design FTE
Engineering – Field Services

1.00 Account Clerk II

1.00 Chief of Party

1.00 Principal Engineer

4.00 Public Works Inspector

1.00 Senior Engineer (Civil)

1.00 Senior Engineering Aide

9.00 Total Engineering-Field Services FTE
Engineering – Land and Property
Development

4.00 Associate Engineer (Civil)

1.00 Principal Engineer/City Surveyor

1.00 Senior Engineer (Civil)

1.00 Senior Engineering Aide

7.00 Total Engineering-Land and Prop Dev FTE
Engineering – Traffic

3.00 Associate Engineer (Civil)

1.00 Principal Planner

2.00 Senior Engineer (Civil)

1.00 Traffic Operations Engineer

1.00 Transportation Manager

8.00 Total Engineering-Traffic FTE
Facility Services

1.00 Building Maintenance Manager

5.00 Building Maintenance Worker

3.00 Mechanical Maintenance Worker

1.00 Office Specialist II

2.00 Public Works Supervisor

1.00 Utility Worker

13.00 Total Facility Services FTE
539

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | DEPARTMENT OF PUBLIC WORKS

*The positions above represent all funded positions. This excludes the 1.0 Associate Engineer, 1.0 Assistant Engineer (Civil), and 1.0 Automotive Technician positions that were frozen, as approved by the City Council on March 9, 2021 (Agenda Item 5.0 – Report to Council 21-402). This also excludes 5.0 vac ant FTEs (1.0 Street Maintenance Worker IV, 3.0 Street Maintenance Worker III, and 1.0 Street M aintenance Worker I/II) that were frozen, as approved by the City Council on June 22, 2021 (Agenda Item 5.0 – Report to Council 21-526). Lastly, this excludes 4.0 FTEs that were originally funded by Related but are frozen beginning FY 2023/24 based on discussions with Related: 1.0 Associate Engineer (Civil), 1.0 Principal Engineer, 1.0 Public Works Inspector, and 1.0 Senior Engineer (Civil).

Fleet Management

1.00 Auto Services Utility Worker

2.00 Automotive Technician

1.00 Automotive Technician II

5.00 Automotive Technician III

0.10 Compliance Manager

0.05 Deputy Public Works Director

1.00 Fleet Coordinator

1.00 Fleet Manager

0.40 Office Specialist III

2.00 Public Works Supervisor

1.00 Senior Materials Handler

0.10 Staff Aide I

14.65 Total Fleet Management FTE
Streets

1.00 Code Enforcement Officer

2.00 Code Enforcement Technician

0.90 Compliance Manager

0.95 Deputy Public Works Director

0.25 Director of Public Works

1.00 Environmental Programs Manager

2.00 Equipment Operator

1.00 Office Specialist II

0.60 Office Specialist III

4.00 Public Works Supervisor

0.90 Staff Aide I

1.00 Staff Aide II - Environmental Programs

2.00 Staff Analyst I

3.00 Street Maintenance Worker I

12.00 Street Maintenance Worker II

11.00 Street Maintenance Worker III

6.00 Street Maintenance Worker IV

3.00 Street Sweeper Operator

1.00 Superintendent of Streets and Solid Waste

2.00 Tree Trimmer II

55.60 Total Streets FTE
540

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | DEPARTMENT OF PUBLIC WORKS Budget Summary

FY 2021/22
Actual
FY 2022/23
Adopte d
FY 2023/24
Proposed
FY 2023/24
Change %
FY 2024/25
Proposed
FY 2024/25
Change %
2222 Maintenance Repair 2,416,676 2,547,456 2,614,039 2.6% 2,718,967 4.0% 2223 Janitorial 1,284,593 1,478,391 1,766,903 19.5% 1,836,667 3.9% 2961 Convention Center Maintenance
District 2,640,583 2,720,819 2,724,502 0.1% 2,579,502 (5.3%) 6,341,852 6,746,666 7,105,444 5.3% 7,135,136 0.4%
4411 General Services 1,000,954 437,522 449,473 2.7% 472,914 5.2% 4412 Developer Projects 405,785 421,701 434,748 3.1% 457,830 5.3% 4413 Capital Improvement Projects 535,850 560,902 669,003 19.3% 697,146 4.2% 1,942,589 1,420,125 1,553,224 9.4% 1,627,890 4.8%
4441 General Services 253,543 270,164 254,859 (5.7%) 272,830 7.1% 4442 Developer Projects 172,998 188,893 189,886 0.5% 205,454 8.2% 4443 Capital Improvement Projects 7,508,844 7,072,892 8,757,190 23.8% 6,780,270 (22.6%) 7,935,385 7,531,949 9,201,935 22.2% 7,258,554 (21.1%)
4461 General Services 407,851 310,239 324,992 4.8% 337,808 3.9% 4462 Developer Projects 675,717 728,044 757,447 4.0% 794,220 4.9% 4463 Capital Improvement Projects 1,304,278 1,345,190 1,392,589 3.5% 1,447,931 4.0% 2,387,846 2,383,473 2,475,028 3.8% 2,579,959 4.2%
Engineering-Land and Property Development Division
4451 General Services 276,324 259,331 297,162 14.6% 311,985 5.0% 4452 Development Support 2,335,790 2,543,310 1,586,589 (37.6%) 1,680,714 5.9% 2,612,114 2,802,641 1,883,751 (32.8%) 1,992,699 5.8%
Engineering-Design Division
Total Engineering-Design Division
Engineering-Field Services Division
Total Engineering-Field Services
Division
Total Engineering-Land and Property
Development Division
Dollars by Division / Program
Facility Services Division
Total Facility Services Division
Engineering-Administration Division
Total Engineering-Administration
Division

541

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | DEPARTMENT OF PUBLIC WORKS Budget Summary

FY 2021/22
Actual
FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2023/24
Change %
FY 2024/25
Proposed
FY 2024/25
Change %
4431 General Services 479,734 471,058 438,508 (6.9%) 469,446 7.1% 4432 Developer Projects 612,681 658,498 656,746 (0.3%) 703,298 7.1% 4433 Capital Improvement Projects 3,216,333 2,772,467 1,283,761 (53.7%) 2,228,188 73.6% 4434 Traffic Signal Management 952,191 1,167,312 1,181,424 1.2% 1,221,834 3.4% 4435 Traffic Striping and Signing 144,072 150,485 150,007 (0.3%) 161,114 7.4% 5,405,011 5,219,820 3,710,446 (28.9%) 4,783,880 28.9%
2911 Street Maintenance 3,629,648 3,608,040 3,930,894 8.9% 4,094,805 4.2% 2921 Storm System Maintenance 1,309,728 1,571,873 1,062,396 (32.4%) 1,107,845 4.3% 2924 Non-Point Source 1,325,424 1,688,573 1,823,886 8.0% 1,929,511 5.8% 2931 Garbage Collection 22,902,081 26,441,010 28,105,648 6.3% 29,148,157 3.7% 2932 Clean Green Collection 2,423,078 3,104,125 3,261,403 5.1% 3,391,711 4.0% 2933 Clean-Up Campaign 2,263,173 2,524,675 2,580,303 2.2% 2,659,209 3.1% 2934 Residential Recycling 3,703,388 4,048,648 4,384,692 8.3% 4,564,105 4.1% 2935 Street Sweeping 999,864 960,225 1,048,168 9.2% 1,087,928 3.8% 2936 Household Hazardous Waste 40,714 46,776 0 (100.0%) 0 N/A 2941 Parking District Maintenance 128,485 143,280 280,310 95.6% 295,483 5.4% 2951 Landscape Maintenance 3,502,400 4,009,320 4,218,698 5.2% 4,404,467 4.4% 2952 Street Tree Program 1,437,077 1,300,051 1,350,195 3.9% 1,395,849 3.4% 2971 Traffic Maintenance 1,100,500 1,073,019 1,074,742 0.2% 1,106,174 2.9% 44,765,560 50,519,615 53,121,335 5.1% 55,185,244 3.9%
2111 Fleet Acquisitions 3,038,474 3,444,961 2,789,600 (19.0%) 4,711,000 68.9% 2123 Fleet Operations 4,795,145 5,661,850 5,462,441 (3.5%) 5,651,174 3.5% 7,833,619 9,106,811 8,252,041 (9.4%) 10,362,174 25.6%
79,223,976 85,731,100 87,303,204 1.8% 90,925,536 4.1%
Dollars by Division / Program
Streets Division
Total by Division / Program
Total Streets Division
Fleet Management Division
Total Fleet Management Division
Engineering-Traffic Division
Total Engineering-Traffic Division

542

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | DEPARTMENT OF PUBLIC WORKS Budget Summary

FY 2021/22
Actual
FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2023/24
Change %
FY 2024/25
Proposed
FY 2024/25
Change %
Dollars by Fund
23,822,709 24,864,540 25,599,934 3.0% 26,728,107 4.4%
80,000 80,000 80,000 0.0% 80,000 0.0%
0 0 37,221 0.0% 38,337 3.0%
1,877,763 1,878,119 1,919,119 2.2% 1,774,119 (7.6%)
0 1,108,500 0 (100.0%) 0 0.0%
125,975 137,521 136,990 (0.4%) 144,609 5.6%
4,795,145 5,661,850 5,462,441 (3.5%) 5,651,174 3.5%
3,946,580 2,985,000 4,650,000 55.8% 2,550,000 (45.2%)
3,754,800 3,941,683 4,111,656 4.3% 4,362,916 6.1%
788,420 933,187 0 (100.0%) 0 0.0%
2,100,000 2,500,000 2,500,000 0.0% 2,500,000 0.0%
32,300,732 37,124,239 39,316,243 5.9% 40,785,274 3.7%
2,593,378 1,071,500 700,000 (34.7%) 1,600,000 128.6%
3,038,474 3,444,961 2,789,600 (19.0%) 4,711,000 68.9%
Total by Fund 79,223,976 85,731,100 87,303,204 1.8% 90,925,536 4.1% Road Repair and Accountability Act of
2017 SB1 Fund
Solid Waste Fund
Traffic Mitigation Fund
Vehicle Replacement Fund
General Fund
Downtown Parking Maintenance District
Fund
Fleet Operations Fund
Gas Tax Fund
Public Works Capital Projects
Management Fund
Related Santa Clara Developer Fund
Bridge District #2 Fund
Community Facilities District No. 2019-1
(Lawrence Station) Fund
Developer Traffic Payments Fund
Convention Center Maintenance District
Fund

543

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | DEPARTMENT OF PUBLIC WORKS Budget Summary

FY 2021/22
Actual
FY 2022/23
Adopte d
FY 2023/24
Proposed
FY 2023/24
Change %
FY 2024/25
Proposed
FY 2024/25
Change %
Salary and Benefits
Salary 13,657,700 14,471,459 14,696,435 1.6% 15,492,862 5.4% As-Needed 272,370 141,025 149,461 6.0% 153,033 2.4%
Overtime 228,090 242,984 251,489 3.5% 260,289 3.5%
Retirement 4,927,979 5,556,072 5,120,842 (7.8%) 5,420,881 5.9% Health Allocation 1,503,997 1,835,380 2,038,104 11.0% 2,160,439 6.0% Medicare 211,279 230,227 227,334 (1.3%) 239,207 5.2%
Social Security 812,232 953,428 982,850 3.1% 1,016,914 3.5% Other Benefits 631,379 653,701 699,006 6.9% 745,967 6.7% Total Salary and Benefits 22,245,026 24,084,276 24,165,521 0.3% 25,489,592 5.5% Non-Personnel
Materials/Services/Supplies 10,010,026 12,883,587 13,493,757 4.7% 13,648,979 1.2% Resource/Production 26,389,571 29,764,785 31,502,632 5.8% 32,762,738 4.0% Interfund Services 5,455,736 5,746,049 5,103,772 (11.2%) 5,208,010 2.0% Franchise Tax 683,376 721,621 841,888 16.7% 875,563 4.0% Capital Outlay 2,163,979 2,484,961 2,640,000 6.2% 4,711,000 78.4% Other Expenditures 756,990 0 0 0.0% 0 0.0%
Transfer to Other Funds 11,519,272 10,045,821 9,555,634 (4.9%) 8,229,654 (13.9%) Total Non-Personnel 56,978,950 61,646,824 63,137,683 2.4% 65,435,944 3.6% Total by Category 79,223,976 85,731,100 87,303,204 1.8% 90,925,536 4.1% Dollars by Category
544

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | DEPARTMENT OF PUBLIC WORKS Position Summary

F Y 2021/22
Adopted*
F Y 2022/23
Adopted*
F Y 2023/24
Proposed*
F Y 2023/24
Change
F Y 2024/25
Proposed*
Positions by Division / Program
Facility Services Division
2222 Maintenance Repair 11.62 11.62 11.62 0.00 11.62
2223 Janitorial 1.28 1.28 1.28 0.00 1.28
2961 Convention Center Maintenance District 0.10 0.10 0.10 0.00 0.10 Total Facility Services Division 13.00 13.00 13.00 0.00 13.00 Engineering-Administration Division
4411 General Services 1.74 1.74 1.74 0.00 1.74
4412 Developer Projects 1.74 1.74 1.74 0.00 1.74
4413 Capital Improvement Projects 1.78 1.78 1.78 0.00 1.78 Total Engineering-Administration Division 5.25 5.25 5.25 0.00 5.25 Engineering-Design Division
4441 General Services -0.10 0.80 0.80 0.00 0.80
4442 Developer Projects 0.80 0.70 0.70 0.00 0.70
4443 Capital Improvement Projects 6.30 5.50 5.50 0.00 5.50 Total Engineering-Design Division 7.00 7.00 7.00 0.00 7.00 Engineering-F ield Services Division
4461 General Services 0.90 0.90 0.90 0.00 0.90
4462 Developer Projects 3.05 3.50 3.50 0.00 3.50
4463 Capital Improvement Projects 5.05 4.60 4.60 0.00 4.60 Total Engineering-F ield Services Division 9.00 9.00 9.00 0.00 9.00 Engineering-Land and Property Development Division
4451 General Services 0.87 0.82 0.82 0.00 0.82
4452 Development Support 9.13 10.18 6.18 (4.00) 6.18

10.00 11.00 7.00 (4.00) 7.00
Engineering-Traffic Division
4431 General Services 1.00 1.60 1.60 0.00 1.60
4432 Developer Projects 2.45 2.35 2.35 0.00 2.35
4433 Capital Improvement Projects 2.55 2.25 2.25 0.00 2.25 4434 Traffic Signal Management 1.30 1.20 1.20 0.00 1.20 4435 Traffic Striping and Signing 0.70 0.60 0.60 0.00 0.60 Total Engineering-Traffic Division 8.00 8.00 8.00 0.00 8.00 Total Engineering-Land and Property Development
Division

545

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | DEPARTMENT OF PUBLIC WORKS Position Summary

F Y 2021/22
Adopted*
F Y 2022/23
Adopted*
F Y 2023/24
Proposed*
F Y 2023/24
Change
F Y 2024/25
Proposed*
Positions by Division / Program
Streets Division
2911 Street Maintenance 13.80 13.80 15.70 1.90 15.70
2921 Storm System Maintenance 6.45 6.45 3.25 (3.20) 3.25 2924 Non-Point Source 5.70 5.70 5.80 0.10 5.80
2931 Garbage Collection 2.15 2.15 2.95 0.80 2.95
2933 Clean-Up Campaign 0.45 0.45 0.45 0.00 0.45
2934 Residential Recycling 1.20 1.20 1.00 (0.20) 1.00
2935 Street Sweeping 2.70 2.70 2.70 0.00 2.70
2936 Household Hazardous Waste 0.15 0.15 0.00 (0.15) 0.00 2941 Parking District Maintenance 0.50 0.50 0.50 0.00 0.50 2951 Landscape Maintenance 15.55 15.55 16.40 0.85 16.40 2952 Street Tree Program 3.65 3.65 3.65 0.00 3.65
2971 Traffic Maintenance 3.20 3.20 3.20 0.00 3.20
Total Streets Division 55.50 55.50 55.60 0.10 55.60
Fleet Management Division
2123 Fleet Operations 14.75 14.75 14.65 (0.10) 14.65 Total Fleet Management Division 14.75 14.75 14.65 (0.10) 14.65 Total by Division / Program 122.50 123.50 119.50 (4.00) 119.50 Positions by Fund
General Fund 83.16 82.87 82.52 (0.35) 82.52
Downtown Parking Maintenance District Fund 0.50 0.50 0.50 0.00 0.50 Convention Center Maintenance District Fund 0.10 0.10 0.10 0.00 0.10 Public Works Capital Projects Management Fund 14.34 14.13 14.13 0.00 14.13 Fleet Operations Fund 14.75 14.75 14.65 (0.10) 14.65
Solid Waste Fund 6.65 6.65 7.10 0.45 7.10
Electric Utility Fund 0.50 0.50 0.50 0.00 0.50
Related Santa Clara Developer Fund 2.50 4.00 0.00 (4.00) 0.00 Total by F und 122.50 123.50 119.50 (4.00) 119.50

546

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | DEPARTMENT OF PUBLIC WORKS Position Summary

FY 2021/22
Adopted*
FY 2022/23
Adopted*
FY 2023/24
Proposed*
FY 2023/24
Change
FY 2024/25
Proposed*
Position Classification
Account Clerk 1.00 1.00 1.00 0.00 1.00
Associate Engineer (Civil) 10.00 10.00 9.00 (1.00) 9.00 Assistant Director Of Public Works/City Engineer 1.00 1.00 1.00 0.00 1.00 Auto Services Utility Worker 1.00 1.00 1.00 0.00 1.00
Automotive Technician I 2.00 2.00 2.00 0.00 2.00
Automotive Technician II 1.00 1.00 1.00 0.00 1.00
Automotive Technician III 5.00 5.00 5.00 0.00 5.00
Building Maintenance Worker 5.00 5.00 5.00 0.00 5.00
Building Maintenance Manager 1.00 1.00 1.00 0.00 1.00
Chief Of Party 1.00 1.00 1.00 0.00 1.00
Code Enforcement Officer 1.00 1.00 1.00 0.00 1.00
Code Enforcement Technician 2.00 2.00 2.00 0.00 2.00
Compliance Manager 1.00 1.00 1.00 0.00 1.00
Deputy Public Works Director 1.00 1.00 1.00 0.00 1.00
Director Of Public Works 1.00 1.00 1.00 0.00 1.00
Environmental Programs Manager 1.00 1.00 1.00 0.00 1.00 Equipment Operator 2.00 2.00 2.00 0.00 2.00
Fleet Coordinator 1.00 1.00 1.00 0.00 1.00
Fleet Manager 1.00 1.00 1.00 0.00 1.00
Management Analyst 1.00 1.00 1.00 0.00 1.00
Mechanical Maintenance Worker 3.00 3.00 3.00 0.00 3.00
Office Specialist II 2.50 2.50 2.50 0.00 2.50
Office Specialist III 2.00 2.00 2.00 0.00 2.00
Office Specialist IV 1.00 1.00 1.00 0.00 1.00
Principal Engineer
1 4.00 4.00 2.00 (2.00) 2.00
Principal Engineer/City Surveyor1 0.00 0.00 1.00 1.00 1.00 Principal Planner 1.00 1.00 1.00 0.00 1.00
Public Works Inspector2 4.00 5.00 4.00 (1.00) 4.00
Public Works Supervisor 8.00 8.00 8.00 0.00 8.00
Senior Engineer (Civil) 9.00 9.00 8.00 (1.00) 8.00
Senior Engineering Aide 2.00 2.00 2.00 0.00 2.00
Senior Materials Handler 1.00 1.00 1.00 0.00 1.00

547

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | DEPARTMENT OF PUBLIC WORKS Position Summary

FY 2021/22
Adopted*
FY 2022/23
Adopted*
FY 2023/24
Proposed*
FY 2023/24
Change
FY 2024/25
Proposed*
Position Classification
Staff Aide I 1.00 1.00 1.00 0.00 1.00
Staff Aide II - Environmental Programs 1.00 1.00 1.00 0.00 1.00 Staff Analyst I 2.00 2.00 2.00 0.00 2.00
Street Maintenance Worker I 3.00 3.00 3.00 0.00 3.00
Street Maintenance Worker II 12.00 12.00 12.00 0.00 12.00 Street Maintenance Worker III 11.00 11.00 11.00 0.00 11.00 Street Maintenance Worker IV 6.00 6.00 6.00 0.00 6.00
Street Sweeper Operator 3.00 3.00 3.00 0.00 3.00
Superintendent of Streets and Solid Waste 1.00 1.00 1.00 0.00 1.00 Traffic Engineer
3 1.00 0.00 0.00 0.00 0.00
Traffic Operations Engineer 1.00 1.00 1.00 0.00 1.00
Transportation Manager3 0.00 1.00 1.00 0.00 1.00
Tree Trimmer II 2.00 2.00 2.00 0.00 2.00
Utility Worker 1.00 1.00 1.00 0.00 1.00
Total Positions 122.50 123.50 119.50 (4.00) 119.50

1 1.0 Principal Engineer was approved for reclassification to 1.0 Principal Engineer/City Surveyor in RTC 19-750 on August 20, 2019. The FY 2021/22 Adopted Operating B ook did not incorporate the reclassification so it is updated in this Proposed budget book.
2 The FY 2022/23 Adopted Capital Budget B ook added 1.0 Public Works Inspector for FY 2022/23 funded by Related which was previously frozen.
3 1.0 Traffic Engineer was approved for reclassification to 1.0 Transportation Manager in RTC 20-219 on February 25, 2020. The FY 2021/22 Adopted Operating Book did not incorporat e the reclassification so it is updated in this Proposed budget book.

* The positions above represent all funded positions. This e xcludes the 1.0 Associate Engi neer, 1.0 Assistant Engineer (Civil), and 1.0 Automotive Technician positions that were frozen, as approved by the City Council on March 9, 2021 (Agenda Item 5.0 – Report to Council 21-402). This also excludes 5.0 vacant FTEs (1 .0 Street Maintenance Worker IV, 3.0 Street Maintenance Worker III, and 1.0 Street Maintenance Worker I/II) that were frozen, as approved by the City Council on June 22, 2021 (Agenda Item 5.0 – Report to Council 21-526). Lastly, this excludes 4.0 FTEs that were originally funded by Related but are frozen beginning FY 2023/24 based on discussions with Related: 1.0 Associate Engineer (Civil ), 1.0 Principal Engineer, 1.0 Public Works Inspector, and 1.0 Senior Engineer (Civil).

548

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | DEPARTMENT OF PUBLIC WORKS Budget Reconciliation

Positions Expenditures
(All Funds)
Prior Year Budget 123.50 85,731,100
Vehicle maintenance one-time fuel increase (215,000)
Transfer to the General Fund for SVP funded electric vehicle replacements (960,000) Rebudget: Fleet asset management system upgrade (100,000) Rebudget: Transfer from Traffic Mitigation Fund (123) to Streets and Highways Fund (533) (221,500)
Rebudget: Transfer from Developer Traffic Payments Fund (124) to Streets and Highways Fund (533) (1,108,500)
Net Salary and benefits adjustments and position reallocations 1,077,468 Freeze of 4.0 positions for the Related Santa Clara project (4.00) (996,223)

1.0 Associate Engineer (Civil)

1.0 Principal Engineer

1.0 Public Works Inspector

1.0 Senior Engineer (Civil)
Net resource and production increase for solid waste collection, processing and disposal services (Mission Trail Waste Systems, Recology, Green Waste Recovery)
1,737,847
Net adjustments to various transfers to other funds 1,650,213 Net materials, services and supplies increase 283,240
City building janitorial contract 258,000
Vehicle maintenance fuel increase 185,570
Capital Outlay for vehicle replacements 155,039
Increase to Solid Waste Fund contribution in lieu 120,267 Internal service funds adjustments (528,513)
Total FY 2023/24 Base Budget Adjustments (4.00) 1,337,908 Total FY 2023/24 Base Budget 119.50 87,069,008
FY 2023/24 Base Budget Adjustments
One Time Cost Base Adjustments
Ongoing Cost Adjustments

549

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | DEPARTMENT OF PUBLIC WORKS Budget Reconciliation

Positions Expenditures
(All Funds)
Environmental Program Staff Allocation Shifts 0.00 0
Compliance Manager Allocation Shift 0.00 0
Streets Equipment Reduction of Vehicle Amortization and O&M (113,764) Transfer to the General Fund for the Sale of Underutilized Streets Vehicles 149,600 Storm Drain Development Planning & Building Application Review 198,360 Total Service Level Changes 0.00 234,196
Total FY 2023/24 Proposed Budget 119.50 87,303,204
FY 2024/25 Base Budget Adjustments
One Time Cost Adjustments
Transfer to the General Fund for the Sale of Street Vehicle Reductions 0.00 (149,600) Salary and benefits adjustments 1,324,071
Capital Outlay for vehicle replacements 2,071,000
Net resource and production increase for solid waste collection, processing and disposal services (Mission Trail Waste Systems, Recology, Green Waste Recovery)
1,260,106
Net materials, services and supplies increase 155,222
Internal service funds adjustments 104,238
Increase to Solid Waste Fund contribution in lieu 33,675 Net decrease in transfers to other funds for CIP (1,176,380) Total FY 2024/25 Base Budget Adjustments 0.00 3,622,332 Total FY 2024/25 Base Budget 119.50 90,925,536
Total FY 2024/25 Proposed Budget 119.50 90,925,536
FY 2023/24 Service Level Changes
Ongoing Cost Adjustments

550

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | DEPARTMENT OF PUBLIC WORKS Service Level Changes

FY 2023/24 FY 2024/25
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Environmental Program Staff
Allocation Shifts
0 0 0 0 0
Program:
2924 – Storm Drain – Non-Point Source
2931 – Solid Waste – Garbage Collection
2934 – Solid Waste – Residential Recycling
This proposal updates position allocations of Environmental Program staff to reflect the amount of time currently spent between the Solid Waste and Urban Runoff Pollution Prevention Programs (URPPP). Both programs are funded by customer rates, although the URPPP is budgeted in the General Fund. This proposal will shift a net of 0.30 FTE into the Solid Waste Fund which is supported by customer refuse rates and result in ongoing savings to the General Fund of $57,834.

Performance Impact
This proposal helps reduce costs to the General Fund, maintains services, and does not have an impact to the department performance.

Strategic Pillar:

Manage Strategically Our Workforce Capacity and Resources

551

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | DEPARTMENT OF PUBLIC WORKS Service Level Changes

FY 2023/24 FY 2024/25
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Compliance Manager Allocation Shift 0 0 0 0 0
Program:
2123 – Fleet Operations
2911 – Streets - Street Maintenance
2921 – Storm Drain – Storm System Maintenance
2924 – Storm Drain – Non-Point Source
2951
– Parkways & Blvds - Landscape
This proposal shifts funding sources for the Compliance Mana ger position to better align with distribution of workload.

The Compliance Manager will be shifting 0.15 FTE from the Fleet Management and General Fund into the Solid Waste Fund. The effect by fund is an ongoing savings of $11,371 in the General Fund, ongoing savings of $22,725 in the Fleet Management Fund, and an ongoing increase to the Solid Waste Fund in the amount of $34,096. Of the ongoing savings of $22,725 to the Fleet Maintenance and Operations Fund, $15,262 is funded from the General Fund and the remaining amount is distributed across other funds which is built into the interfund services amount. The total net ongoing savings to the General Fund is $26,633.

Performance Impact
This proposal helps reduce costs to the General Fund, maintains services, and does not have an impact to the department performance.

Strategic Pillar:

Manage Strategically Our Workforce Capacity and Resources

552

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | DEPARTMENT OF PUBLIC WORKS Service Level Changes

FY 2023/24 FY 2024/25
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Streets Equipment Reduction of
Vehicle Amortization and O&M
0 0 (113,764) 0 (116,867)
Program: 2123 – Fleet Operations
2111 – Fleet Acquisitions
This proposal removes 17 underutilized vehicles/equipment in the Streets di vision. One sedan will be shifted from the General Fund to the Solid Waste Fund. This proposal will reduce the G eneral Fund equipment amortization and maintenance and operations costs by $46,174 ongoing. An ongoing reduction of $67,590 to the Fleet Maintenance and Operations Fund in Non-Personnel costs is included to account for the reduction of vehicles/equipment. Of this, $45,391 is reduced from the General Fund funded portion and the remaining amount is distributed across other funds. The total net ongoing reduction to the General Fund is $91,565. Both the vehicle amortization and maintenance and operations reductions are built into the interfund services allocations for all funds.

Performance Impact
This proposal helps reduce costs to the General Fund, maintains services, and does not have an impact to the department performance.

Strategic Pillar:

Manage Strategically Our Workforce Capacity and Resources

FY 2023/24 FY 2024/25
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Transfer to the General Fund for the
Sale of Underutilized Streets Vehicles
0 149,600 0 0 0
Program: 2111 – Fleet Acquisitions
This proposal transfers $149,600 one-time from the Vehicle Replacement Fund to the General Fund for the sale of underutilized vehicles/equipment in the Streets division.

Performance Impact
This proposal maintains services and does not have an impact to the department performance.

Strategic Pillar:

Manage Strategically Our Workforce Capacity and Resources

553

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | DEPARTMENT OF PUBLIC WORKS Service Level Changes

FY 2023/24 FY 2024/25
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Storm Drain Development Planning &
Building Application Review
0 0 198,360 0 204,310
Program:
2924 – Storm Drain – Non-Point Source
2931 – Solid Waste – Garbage Collection
2951 – Parkways & Blvds - Landscape
This proposal increases the contractual services budget, which is offset by revenues, for development planning and building application review. DPW no longer has the in-house expertise to review various planning and building application plans following the retirement of the previous Compliance Manager. The department has transitioned to using a consulting engineering firm to provide the necessary plan review services in the stormwater, solid waste and parkways and boulevards landscape areas. The cost will be funded by revised fees collected through the FY 2023/24 Municipal Fee Schedule.

Performance Impact
This proposal allows the department to continue providing development planning and building plan reviews.

Strategic Pillar:

Manage Strategically Our Workforce Capacity and Resources

554

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | DEPARTMENT OF PUBLIC WORKS Performance and Workload Measures

Facility Services Division
Performance Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Percent of all requests for service
responded to within four business days
98% 95% 95% 95% 95% 95%
Percent of customers rating services
performed by the Facility Services
team as meeting expectations or better
100% 100% 80% 100% 80% 80%
Percent of rest rooms cleaned in all
major buildings daily
100% 100% 95% 95% 95% 95%
Workload Measures
Total number of work requests
received annually
798 1214 1,900 1900 1,900 1,900

555
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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | DEPARTMENT OF PUBLIC WORKS Performance and Workload Measures

Engineering Design Division
Performance Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Percent of projects completed within
the approved schedule. Note: these
include Master Plan studies, standard
details and standard specifications and
the capital projects

69% 100% 75% 100% 75% 75%
Percentage of Sanitary Sewer Capacity
Impact Evaluation applications
reviewed within 10 business days
100% 100% 90% 100% 90% 90%
Percent of customers rating design
services as meeting expectations or
better
100% 80% 80% 100% 80% 80%
Workload Measures
Number of projects managed

42 34 24 19 24 24
Number of Sanitary Sewer Model Run
requests processed

8 11 8 8 8 8
Number of Records updated.

Note: Records include As-builts, utility
maps, and block book

25 10 20 20 20 20

Engineering Field Services Division
Performance Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Percent of complaints responded to
within one business day

92% 100% 90% 95% 88% 88%
Percent of inspection requests
responded to within one business day

99% 99% 95% 95% 88% 88%
Percent of capital improvement
projects that reached substantial
completion within the construction
contract time

80% 71% 75% 80% 75% 75%
Percent of customers rating
construction services as provided by
the construction management team
meeting expectations or better

100% 100% 90% 90% 90% 90%

556
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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | DEPARTMENT OF PUBLIC WORKS Performance and Workload Measures

Engineering Field Services Division
Workload Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Number of encroachment permits
inspected

602 462 300 300 300 300
Number of construction capital projects
managed

23 13 15 18 15 15

Engineering Land and Property Development Division
Performance Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Percent of subdivision maps reviewed
by target date (first submittal reviewed
at 20 business days, subsequent
submittals at 10 business days)

92% 100% 85% 95% 85% 85%
Percent of major encroachment
permits reviewed by target date (1st
submittal at 20 business days,
subsequent submittals at 15 business
days)

94% 95% 85% 80% 85% 85%
Percent of minor encroachment
permits reviewed by target date (1st
submittal at 15 business days,
subsequent submittals at 10 business
days)

99% 99% 85% 95% 85% 85%
Percent of Project Clearance
Committee and Subdivision Committee
Items reviewed by target date (All
submittals at three business days after
the Committee meeting)

86% 100% 85% 95% 85% 85%
Percent of Public Works Site
Clearances reviewed by target date (All
submittals at five business days)
90% 86% 85% 85% 85% 85%

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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | DEPARTMENT OF PUBLIC WORKS Performance and Workload Measures

Engineering Land and Property Development Division
Workload Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Subdivision Maps received

7 3 6 5 6 6
Land title documents received

68 59 65 70 65 65
Encroachment Permits received

480 448 350 350 350 350
Project Clearance Committee and
Subdivision Committee applications
received
24 41 35 50 40 40
Project Clearance Committee and
Subdivision Committee resubmission
applications received
N/A 37 30 55 40 40
Public Works Site Clearances received

425 385 500 400 400 400

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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | DEPARTMENT OF PUBLIC WORKS Performance and Work load Measures

Engineering Traffic Division
Performance Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Percent of traffic engineering studies
completed within 30 business days
27% 34% 85% 75% 85% 85%
Percent of encroachment permits,
capital improvement projects, and
traffic control plans reviewed by target
date (1st submittal at 20 business
days, subsequent submittals at 15
business days)

91% 87% 85% 75% 85% 85%
Percent of Project Clearance
Committee and Subdivision Committee
items reviewed by target date (All
submittals at three business days after
the Committee meeting)

88% 93% 85% 95% 85% 85%
Percent of timing, coordination,
detection, equipment, or other signal
management requests responded to
within 1 business day

93% 88% 85% 80% 85% 85%
Workload Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Funding grants applied for or being
processed
11 21 10 20 10 10
Special transportation permits
issued
252 339 450 400 450 450
Traffic engineering studies
completed
90 84 170 100 170 170
Number of encroachment permits,
capital improvement projects, and
traffic control plans reviewed

635 520 600 300 600 600
Number of timing, coordination,
detection, equipment, or other signal
management requests

67 88 120 120 120 120
Minor Encroachment Permits
(temporary storage facilities in public
right of way)
N/A 32 40 22 40 40

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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | DEPARTMENT OF PUBLIC WORKS Performance and Workload Measures

Streets Division
Performance Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Percent of pothole repair requests
responded to within three business
days, except during Clean-Up
Campaign
68% 26% 85% 50% 85% 85%
Percent of sidewalk tripping complaints
inspected within three work days
27% 82% 95% 85% 90% 90%
Percent of minor utility trench repairs
completed within thirty days after
notification and release – Delete for FY
2023/24
9% 11% 50% 10% N/A N/A
Percent of catch basin inlets cleaned
annually

76% 66% 100% 45% 75% 75%
Percent of pump station wet wells
cleaned annually

27% 29% 70% 70% 70% 70%
Percent of pump station storm drain
outfalls visually inspected annually

100% 100% 100% 100% 100% 100%
Percent of industrial/commercial
facilities re-inspected within ten
business days following a notice of
violation

100% 100% 100% 100% 100% 100%
Percent of active construction sites
over one acre inspected once a month
during the wet season
100% 100% 100% 100% 100% 100%

560
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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | DEPARTMENT OF PUBLIC WORKS Performance and Workload Measures

Streets Division
Performance Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Remove graffiti from public property
within five working days once notified
and properly documented
95% 90% 95% 85% 75% 75%
Percent of public litter cans serviced
weekly
N/A 98% 100% 95% 95% 95%
Percent of citizen requested tree
service inspections completed within
30 days
33% 36% 100% 50% 85% 85%
Maintain "Tree City USA" certification

Yes Yes Yes Yes Yes Yes
Ensure that garbage collection
contractor services all of regularly
scheduled collection routes

100% 100% 99% 99% 99% 99%
Respond to complaints of missed
garbage collection within one (1)
working day of initial contact (Garbage
Collection)
100% 99% 99% 99% 99% 99%
Complete annual Clean-Up Campaign
within a four-week (20 day) time frame
Yes Yes Yes Yes Yes Yes

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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | DEPARTMENT OF PUBLIC WORKS Performance and Workload Measures

Streets Division
Performance Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Respond to complaints of missed
collection within one (1) working day
of initial contact
100% 99% 99% 99% 99% 99%
Ensure that recycling collection
contractor services all of regularly
scheduled collection routes

100% 100% 99% 99% 99% 99%
Respond to complaints of missed
collection within one (1) working day
of initial contact (Residential
Recycling)

100% 99% 99% 99% 99% 99%
Percent of sweeping complaints
responded to within one (1) work day
98% 95% 95% 95% 95% 95%
Percent of residential streets swept
on a bi-weekly basis

97% 95% 95% 90% 90% 90%
Percentage of traffic signs repaired or
replaced within four (4) working days
99% 71% 97% 80% 80% 80%
Workload Measures
Lineal feet of Crack Sealing
performed in-house
322,350 64,680 100,000 50,000 30,000 30,000
Square feet of sidewalk replace

11,776 19,600 8,000 15,000 15,000 15,000
Catch basins cleaned

3,226 2,652 4,000 2,000 3,000 3,000
Commercial/Industrial facility
stormwater inspections
588 569 600 518 525 525
Percent of annual inspection of sites
with post-construction stormwater
treatment facilities

53% 32% 30% 30% 30% 30%
Pounds of litter removed through
Adopt-a-Spot Program
570 805 475 395 400 400
Percent trash/litter reduction achieved
to meet Stormwater Permit
Requirement
87% 90% 100% 90% 90% 100%
Pounds of solid waste disposed per
resident per day (8.2 lbs. is the target
for 50% landfill diversion)

5.6 3.8 6.0 4.0 4.0 4.0
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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | DEPARTMENT OF PUBLIC WORKS Performance and Workload Measures

Streets Division
Workload Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Miles of streets swept

27,990 31,230 30,000 19,000 26,000 26,000
Number of Street trees pruned

1,166 1,725 1,400 1,400 1,400 1,400
Miles of striping installed

108 35 130 12 90 90
Lineal feet of curbs painted

6,749 11,629 12,000 5,500 6,000 6,000
Number of signs installed or repaired

3,625 3,226 4,500 2,500 2,500 2,500

Fleet Management Division
Performance Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Procure equipment and vehicles
identified for replacement during fiscal
year
81% 80% 90% 75% 75% 70%
Percent of Preventive Maintenance
(PM) completed on all vehicles and
equipment within two weeks of due
date

90% 85% 90% 85% 85% 85%
Percent of alternative fuel vehicles and
equipment

37% 38% 36% 38% 42% 44%
Workload Measures
Fleet size

760 760 760 760 755 755
Fuel usage total (diesel and unleaded)

301,000 288,054 310,000 295,000 293,000 290,000
Percent of Preventive Maintenance
(PM) hours of total work hours
41% 45% 50% 42% 42% 42%
Direct vs indirect labor percentage

67% 53% 70% 55% 60% 60%

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564
Water and Sewer
Utilities Department
565

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566

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | WATER AND SEWER UTILITIES DEPARTMENT Water and Sewer Utilities Department Description

The Water and Sewer Utilities Department provides planning, design, construction, maint enance, and operation of the City's water distribution system, sewer collection system, and recycled water system. The three utilities, water, sewer, and recycled water, operate independently and charge rates to recover the costs of providing thes e services to Santa Clara residents and businesses, including capital investment in City infrastructure and funding of needed reserves.

In 2022, the Water Utility produced and distributed 6 billion gallons of water to approximately 26,000 service connections, delivered through approximately 335 miles of water main. Of the total water supply 50.7% is obtained from the City's wells;

32.4% is treated water purchased from two wholesale potable water agencies; and 16.9% is from recycled water delivered through the South Bay Water Recycling system. The Department oversees:
• Design, construction, distribution, metering, quality monitoring, and syst em maintenance for both potable and recycled water
• Collection and conveyance of wastewater for approxima tely 26,000 accounts and assessment, maintenance, or repair for more than 288 miles of sewer mains as required • Construction, operation, and maintenanc e of the recycled water system within the Santa Clara city limits. This recycled water system distributes highly treated wastewater for non-potable use

Other activities include:
• Promote water conservation and environmental sustainability thro ugh outreach to the community • Contract management for the construction of new South Bay Recycled Water pipelines • Coordinate planning efforts for the future expansions of recycled water systems in Santa Clara County (County) • Maintain compliance with State regulations thr ough development plan reviews and site inspections

The Sewer Utility operates and maintains a sanitary sewage collection system that colle cts and conveys wastewater to the jointly owned San José-Santa Clara Regional Wastewater Facility (RWF) for treatment and disposal. The Sewer Utility maintains sewer pump stations a nd assists the Department of Public Works in the operation and maintenance of the storm pump stations. Additional services are: property line clean-outs installed for access to maintain residential sewer laterals; maintain seven sanitary and twenty-one stormwater pump stations to ensure reliable service; assist the industrial waste inspectors from the RWF with investigat ions of City industries; and implement the Sanitary Sewer Management Plan as submitted to the State and Regional Water Quality Control Board.

Bonds are issued to mitigate rate increases while allowing for the repair and replacement of critical infrastructure.

Proceeds from debt were used to pay for repairs and rehabilitation of the Trimble Road Sanitary Sewer main trunk and will be repaid over the next eight years.

567

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | WATER AND SEWER UTILITIES DEPARTMENT Divisions and Services

The Water and Sewer Utilities Department is organized into five Divisions: Solar Utility; Water Construction, Maintenance, Operations; Water Engineering; Recycled Water Program; and Sewer.

Solar Utility
Division Mission
Provide installation and maintenance of solar heating systems for commercial, residential, and pool water heating.

Division Objectives
Maintain more than 147 swimming pool systems.

Maintain one domestic solar hot water system.

Water Construction,
Maintenance, Operations
Division Mission
Operate and maintain the Water Utility in the most efficient manner and ensure that the approved levels of service are met.

Division Objectives
Increase reliability of the water system through the replac ement of mains and appurtenances at the end of their useful life.

Complete the construction, and installati on of approximately 10, 000 linear feet of water main.

Construct, repair, and/or rehabilitate at least two groundwater wells each budget cycle to continue to provide reliable water service.

Water Engineering,
Compliance, Conservation
Division Mission1
Provide Engineering services that impr ove and protect the water supply and distribution system while planning for future expansion and upgrades to infrastructure to ensure future reliability.

Division Objectives
Continue to improve the seismic safety of the water utility system.

Continue the use of innovative technology to optimize the management of City water assets and appurtenances.

Support citywide development through plan check review and inspection.

Undertake engineering studies of the condition and reliability of water system assets. 1 Previously titled Water Engineering Division
568

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | WATER AND SEWER UTILITIES DEPARTMENT Recycled Water Program
Division Mission
Provide for the safe, efficient, and reliable distribution of sustainable and high-quality recycled water which meets all requirement s of State regulations and local codes.

Deliver services in a cost effective and efficient manner with a focus on outstanding customer service.

Division Objectives
Increase connection of recycled water services for landscape irrigation of commercial and industrial sites, City parks, and school fields.

Increase the use of recycled water for approved uses.

Coordinate planning efforts with South Ba y Water Recycling (SBWR) for the future expansions of recycled water systems in the County, and coordinate and compile annual site inspections as required by the State.

Maintain compliance with State regulat ions through development plan reviews and site inspections.

Design, construct, and maintain recycled water pipelines.

Sewer Division
Mission
Collect, treat, and dispose of wastewater in an efficient, cost-effective, and environmentally safe manner. Provide for maintenance of stormwater pump stations.

Deliver services at approved levels in a cost effective and efficient manner with a focus on outstanding customer service.

Division Objectives
Install property line clean-outs for access for the provision of a courtesy service of maintaining lower laterals for residential sewer customers.

Maintain seven sanitary sewer and twenty -one stormwater pump stations to ensure reliable service.

Assist the pre-treatment program staff from the RWF with investigations of City industries.

Implement Sewer System Management Plan ( SSMP) as submitted to the State and Regional Water Quality Control Board.

Clean, conduct condition as sessment, and repair or reha bilitate sanitary sewer collection system.

569

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | WATER AND SEWER UTILITIES DEPARTMENT Significant Accomplishments
• Continued outreach, inspection, and code enforcement of Food Serving Establishments (FSEs) as part of the administration of the Fats, Oils, and Grease (FOG) Program. • Completed the annual Water and Sewer Rate Study to inform customer service charges for upcoming fiscal years and the Municipal Fee Schedule as well as the 10-year financial plan. • Finalized amendments to cell tower leases at two Water and Sewer Utilities locations, with revenues to fund the low- income rate assistance program.
• Completed engineering and compliance plan check reviews to facilitate new development. • Substantially completed Phase 1 and began Phase 2 of Supervisory Control and Data Acquisition (SCADA) replacements and process control improvements (over 40 sites). • Substantially completed Phase 1 of work to receive appr oval of the O&M Plan and potable water design for the City Place Santa Clara development.
• Continued work on well rehabilitation and replacement to help ensure supply reliability. • Completed amendments to the San Francisco Public Utilities Commission (SFPUC) Water Supply Agreement related to the minimum purchase contract.
• With Drought Emergency Declaration including Water Sh ortage Contingency Plan Stage 2, met conservation goals during historic drought.
• Achieved water conservation goals and mandates from Valle y Water, SFPUC, and the St ate of California including developing rebate programs and working with City departments to reduce water use. • Fully complied with all water quality regulations, protecti ng public health by enhancing potable water quality in the distribution system, including per-and polyfluoroalkyl substances (PFAS) monitoring and compliance. • Replaced lead service line connections at approximately 70 residential locations in coordination with the State Division of Drinking Water (DDW).
• Completed $10 million rehabilitation of Serra Tanks, refurbishing and seismically retrofitting the three 4 million-gallon reservoir tanks.
• Completed updates to the Water Service and Use Rules and Regulations. • Completed hydraulic model for fire flows and fire service analyses to support new development. • Completed water supply assessments (2901 Tasman Drive, Tasman East Specific Plan, 960 Central Expressway, Downtown Precise Plan, & Mission Point) to support wa ter demand and supply planning for City specific plans and new development.
• Created new position of Utility Conservation\Efficiency Coordinator from existing vacancies to focus on implementation of water conservation-related programs.
• Completed emergency sewer repair at Great America Parkway, Union Pacific Railroad (UPRR), and Lafayette Street. • Completed the assessment by closed -circuit television of approximatel y 270,000 linear feet and jet flushed approximately 360,000 linear feet of sewer main.
• Completed the annual in-house design, construction, and installatio n of approximately 7,000 linear feet of water main. • Finalized Sewer Ordinance updates to comply with the City of San Jose Pretreatment Program. • Completed the sewer condition assessment for the entire sewer collection system of approximately 288 miles, which took almost eight years to complete.

570

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | WATER AND SEWER UTILITIES DEPARTMENT • Continued to develop recycled water supply and infrastructure improvements with South Bay Water Recycling, and increase recycled water use from new developments, incl uding requiring extension of recycled water system by developers.
• Finalized repair of recycled water line.
• Connected Magical Bridge Playground at Central Park to recycled water • In cooperation with regional partners (Valley Water, Ci ty of San Jose, SFPUC), completed Notice of Intent and Memorandum of Understanding for purified water expansion, including funding a feasibility study and a draft feasibility report.

Significant Objectives
• Complete update of Emergency Response Plan to coordinat e response planning with regional partners and better mitigate known hazards by participating in the County Multi-Jurisdictional Hazard Mitigation Plan. • Complete conversion of Sewer and Water AutoCAD (block book maps) to Geographical Information System (GIS) in coordination with Information Systems Department.
• Increase outreach regarding water conservation and overall environmental sustainability and work to lower per capita water use in the City.
• Complete annual updates to the Water, Sewer, and Recycl ed Water rates and 10-year financial plans for the three utilities.
• Conduct Automated Meter Infrastructure (AMI) pilot project. • Continue efforts to seek alternative funding for infras tructure improvements, including the application for grant opportunities.
• Complete the in-house design, construction and installation of approximately 10,000 linear feet of water main annually. • Complete substantial work on the Lead and Copper Revised Ru le (LCRR) inventory of customer service lines by October 2024 to comply with regulatory requirements.
• Implement US Environmental Protection Agency UCMR5 program for potable water sampling, including PFAS monitoring
• Utilize findings of Well Feasibilit y Study to complete the co nstruction process for two ne w water wells and complete the rehabilitation of four existing wells.
• Complete substantial work on the One Water Santa Clara – Sustainable Water Supply Master Plan that includes a utility wide asset management program and review of development impact fees. • Continue comprehensive sampling and cr oss-connection programs to ensure water quality meets state and federal standards and utilize proactive operational controls to improve the water quality in the distribution system. • Finalize approval from the State Division of Drinking Water for the Operation and Maintenance Plan for the Related Santa Clara project Phase 1.
• Complete the work on the Tier 2 Water Shortage Allocation Plan, being updated by Bay Area Water Supply and Conservation Agency (BAWSCA) for use during droughts as required by the SFPUC Water Supply Agreement. • Complete updates to the Sewer System Management Plan (SSMP) to comply with revised Statewide Waste Discharge Requirements.
• Continue to repair or rehabilitate the most severely impacted sewer mains, based on accepted rating criteria. • Clean and assess the condition of over 600,000 linear feet of sanitary sewer main during the budget cycle. • In coordination with the Finance Department and financial consultants, finalize existing debt financing for the Regional Wastewater Facility CIP and analyze possible new borrowing, as necessary. 571

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | WATER AND SEWER UTILITIES DEPARTMENT • Complete the approval of the Santa Clar a University Campus Wide Plan for recy cled water including conversion of three major buildings (FINN South Residence Hall, Athletic Excellence Center, STEM and the North Campus Franklin Pedestrian Mall) to recycled water.
• Optimize the recycled water system and increase the recycled water supply while focusing on expansion opportunities with regional partners.
• Continue alternative water supply planning with BAWSCA, SFPUC, and the City of San Jose, including completion of a purified water feasibility study and continued negotiations regarding making Santa Clara a permanent customer with SFPUC.

Budget Highlights
• The budget reflects updates to the City of Santa Clara’s contribution to the Regional Wastewater Facility, co-owned with the City of San José, as well as revised revenues a nd costs to continue to effectively deliver water, recycled water, and sewer services.
• This budget also reflects the resources neces sary to comply with regulations that affect all three utilities and changing climate conditions as well as the commitment of the Department and the City to long term sustainability, both environmental and fiscal.

572

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | WATER AND SEWER UTILITIES DEPARTMENT Water and Sewer Utilities
Department

73.00 FTEs
Sewer

0.50 Assistant Engineer (Civil)

0.35 Assistant Director of Water and
Sewer Utilities

1.00 Assistant Sanitary Sewer
Superintendent

0.50 Associate Engineer

1.00 Code Enforcement Officer

0.70 Code Enforcement Technician

0.40 Compliance Manager

0.40 Director of Water and Sewer
Utilities

1.00 Equipment Operator

0.80 Facilities Technician

0.80 Management Analyst

0.80 Office Specialist II/III

0.25 Principal Engineer

1.00 Pump Maintenance Technician

2.00 Sewer Inspection Technician

0.25 Senior Civil Engineer

0.25 Senior Engineering Aide

0.40 Staff Aide I

0.50 Utility Business Systems
Manager

0.35 Utility Business Systems
Specialist

2.00 Utility Crew Supervisor

0.25 Utility Operations Engineer

0.50 Water and Sewer System
Operator

5.50 Water and Sewer Maintenance
Worker II

0.75 Water and Sewer
Superintendent

22.25 Total Sewer FTE

Water Construction,
Maintenance, Operations

0.60 Assistant Engineer (Civil)

1.50 Assistant Water Superintendent

4.00 Equipment Operator

1.00 Facilities Inspection Supervisor

1.00 Facilities Technician

1.50 Pump Maintenance Technician

0.25 Utility Business Systems
Specialist

5.00 Utility Crew Supervisor

0.50 Water and Sewer System Operator

4.75 Water Service Technician II

12.20 Water and Sewer
Maintenance Worker II

32.30 Total Water Construction,
Maintenance, Operations FTE
Water Engineering,
Compliance, Conservation

0.60 Assistant Engineer (Civil)

0.50 Assistant Director of Water and
Sewer Utilities

1.20 Associate Engineer

0.40 Compliance Manager

0.50 Director of Water and Sewer
Utilities

0.70 Management Analyst

2.20 Office Specialist II/III

0.60 Principal Engineer

0.60 Senior Engineer (Civil)

0.60 Senior Engineering Aide

0.60 Staff Aide I

1.00 Utilities Conservation Specialist

0.40 Utility Business Systems
Manager

0.25 Utility Business Systems
Specialist

0.60 Utility Operations Engineer

1.25 Water and Sewer
Superintendent

0.85 Water Resource Specialist

12.85 Total Water Engineering FTE
Recycled Water Program

0.15 Assistant Director of Water and
Sewer Utilities

0.30 Assistant Engineer (Civil)

0.50 Assistant Water Superintendent

0.30 Associate Engineer

0.30 Code Enforcement Technician

0.20 Compliance Manager

0.10 Director of Water and Sewer
Utilities

0.20 Facilities Technician

0.50 Management Analyst

0.15 Principal Engineer

0.15 Senior Civil Engineer

0.15 Senior Engineering Aide

0.10 Utility Business Systems Manager

0.15 Utility Business Systems Specialist

0.15 Utility Operations Engineer

0.15 Water Resource Specialist

0.25 Water Service Technician II

0.30 Water and Sewer Utility
Maintenance Worker II

4.10 Total Recycled Water Program
FTE
Solar Utility

0.50 Pump Maintenance
Technician

1.00 Water and Sewer
Maintenance Worker II

1.50 Total Solar Utility FTE
573

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | WATER AND SEWER UTILITIES DEPARTMENT Budget Summary

FY 2021/22
Actual
FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2023/24
Change %
FY 2024/25
Proposed
FY 2024/25
Change %
1532 Solar – System Maintenance 97,232 273,628 259,688 (5.1%) 274,526 5.7% 97,232 273,628 259,688 (5.1%) 274,526 5.7%
1422 Water System Maintenance 967,671 1,799,689 2,612,565 45.2% 2,673,302 2.3% 1423 Water Construction 1,515,890 3,803,245 3,886,635 2.2% 4,066,420 4.6% 1424 Water System Operations 4,780,879 9 ,592,588 10,472,051 9.2% 11,103,755 6.0% 7,264,440 15,195,522 16,971,251 11.7% 17,843,477 5.1%
Water Engineering, Compliance, Conservation Division
1411 Administration Design 1,777,639 4,368,482 4,004,201 (8.3%) 5,083,591 27.0% 1412 Water Quality 129,971 263,881 562,172 113.0% 583,147 3.7% 1413 Water Resources 16,830,139 26,934,988 32,611,327 21.1% 37,497,376 15.0% 18,737,749 31,567,351 37,177,700 17.8% 43,164,114 16.1% 1522 System Maintenance 3,490,858 5,388,969 7,568,135 40.4% 8,790,948 16.2% 1525 South Bay Water Recycling
Maintenance
131,608 340,444 666,449 95.8% 711,919 6.8%
3,622,466 5,729,413 8,234,584 43.7% 9,502,867 15.4%
1511 System Administration 2,197,366 4,572,887 5,059,566 10.6% 5,342,860 5.6% 1512 System Maintenance 807,628 2,560,691 2,092,348 (18.3%) 2,216,675 5.9% 1514 Operations 3,929,949 4,733,942 5,532,650 16.9% 19,798,427 257.8% 1515 San José-Santa Clara Water
Pollution Control Plant
12,558,471 22,130,188 20,905,661 (5.5%) 22,592,071

8.1%
1516 Storm Pump Maintenance 65,353 176,506 177,279 0.4% 185,613 4.7% 19,558,767 34,174,214 33,767,504 (1.2%) 50,135,646 48.5% 49,280,654 86,940,128 96,410,727 10.9% 120,920,630 25.4% Dollars by Division / Program
Solar Utility Division
Total Solar Utility Division
Water Construction, Maintenance, Operations Division
Total Water Construction,
Maintenance, Operations Division
Total by Division / Program
Total Water Engineering, Compliance,
Conservation Division
Recycled Water Program Division
Total Recycled Water Program
Division
Sewer Division
Total Sewer Division

574

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | WATER AND SEWER UTILITIES DEPARTMENT Budget Summary

FY 2021/22
Actual
FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2023/24
Change %
FY 2024/25
Proposed
FY 2024/25
Change %
Dollars by Fund
General Fund 16,650 0 0 0.0% 0 0.0%
Electric Utility Fund 2,813 0 0 0.0% 0 0.0%
Water Utility Fund 26,095,715 47,036,501 54,319,235 15.5% 61,185,602 12.6% Water Recycling Program Fund 3,622,466 5,729,413 8,234,584 43.7% 9,502,867 15.4% Sewer Utility Fund 19,543,010 34,174,214 33,856,908 (0.9%) 50,232,161 48.4% Total by Fund 49,280,654 86,940,128 96,410,727 10.9% 120,920,630 25.4% Dollars by Category
Salary and Benefits
Salary 3,092,857 8,756,134 8,779,520 0.3% 9,318,982 6.1% As-Needed 93,038 243,484 249,108 2.3% 254,929 2.3%
Overtime 172,995 269,948 279,395 3.5% 289,174 3.5%
Retirement 1,238,168 3,066,109 2,976,751 (2.9%) 3,174,362 6.6% Health Allocation 357,598 1,119,782 1,248,063 11.5% 1,315,312 5.4% Medicare 54,617 131,693 132,571 0.7% 140,383 5.9%
Social Security 196,067 542,128 560,811 3.4% 587,842 4.8% Other Benefits 230,606 387,194 422,327 9.1% 445,264 5.4% Total Salary and Benefits 5,435,946 14,516,472 14,648,546 0.9% 15,526,248 6.0% Non-Personnel
Materials/Services/Supplies 4,438,431 8,024,959 9,480,560 18.1% 10,074,008 6.3% Resource/Production 29,460,800 51,532,885 60,098,962 16.6% 66,883,335 11.3% Interfund Services 4,309,753 7,388,150 7,986,223 8.1% 8,125,724 1.7% Capital Outlay 158,062 0 0 0.0% 0 0.0%
Transfers to Other Funds 5,477,662 5,477,662 4,196,436 (23.4%) 20,311,315 384.0% Total Non-Personnel 43,844,708 72,423,656 81,762,181 12.9% 105,394,382 28.9% Total by Category 49,280,654 86,940,128 96,410,727 10.9% 120,920,630 25.4%

575

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | WATER AND SEWER UTILITIES DEPARTMENT Position Summary

FY 2021/22
Adopted
FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2023/24
Change
FY 2024/25
Proposed
Positions by Division / Program
Solar Utility Division
1532 Solar – System Maintenance 1.50 1.50 1.50 0.00 1.50 Total Solar Utility Division 1.50 1.50 1.50 0.00 1.50
Water Construction, Maintenance, Operations Division
1422 Water System Maintenance 7.00 7.00 7.00 0.00 7.00
1423 Water Construction 13.80 13.80 13.45 (0.35) 13.45
1424 Water System Operation s 12.50 12.50 11.85 (0.65) 11.85

33.30 33.30 32.30 (1.00) 32.30
Water Engineering, Compliance, Conservation Division
1411 Administration Des ign 11.75 11.75 11.75 0.00 11.75 1412 Water Quality 0.45 0.45 0.85 0.40 0.85
1413 Water Resources 0.25 0.25 0.25 0.00 0.25

12.45 12.45 12.85 0.40 12.85
Recycled Water Program Division
1522 System Maintenance 1.65 1.65 1.45 (0.20) 1.45
1525 South Bay Water Recycling Maintenance 1.65 1.65 2.65 1.00 2.65 Total Recycled Water Program Division 3.30 3.30 4.10 0.80 4.10 Sewer Division
1511 System Administrat ion 6.10 6.10 6.25 0.15 6.25
1512 System Maintenance 11.55 11.55 10.15 (1.40) 10.15
1514 Operations 3.80 3.80 4.85 1.05 4.85
1515 SJSC Water Pollution Contr ol Plant 0.10 0.10 0.10 0.00 0.10 1516 Storm Pump Maintenance 0.90 0.90 0.90 0.00 0.90
Total Sewer Division 22.45 22.45 22.25 (0.20) 22.25
Total by Division / Program 73.00 73.00 73.00 0.00 73.00 Total Water Construction, Maintenance, Operations
Division
Total Water Engineering, Compliance,
Conservation Division

576

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | WATER AND SEWER UTILITIES DEPARTMENT Position Summary

FY 2021/22
Adopted
FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2023/24
Change
FY 2024/25
Proposed
Positions by Fund
Water Utility Fund 47.25 47.25 46.65 (0.60) 46.65
Water Recycling Program Fund 3.30 3.30 4.10 0.80 4.10
Sewer Utility Fund 22.45 22.45 22.25 (0.20) 22.25
Total by Fund 73.00 73.00 73.00 0.00 73.00
Position Classification
Assistant Director of Water & Sewer Utility 1.00 1.00 1.00 0.00 1.00 Assistant Engineer (Civil) 2.00 2.00 2.00 0.00 2.00
Assistant Sanitary Sewer Superintendent 1.00 1.00 1.00 0.00 1.00 Assistant Water & Sewer Superintendent 1.00 1.00 0.00 (1.00) 0.00 Assistant Water Superintendent 2.00 2.00 2.00 0.00 2.00 Associate Engineer 2.00 2.00 2.00 0.00 2.00
Code Enforcement Officer 1.00 1.00 1.00 0.00 1.00
Code Enforcement Technician 1.00 1.00 1.00 0.00 1.00
Compliance Manager 1.00 1.00 1.00 0.00 1.00
Director of Water & Sewer Utility 1.00 1.00 1.00 0.00 1.00 Equipment Operator 5.00 5.00 5.00 0.00 5.00
Facilities Inspection Supervisor 1.00 1.00 1.00 0.00 1.00 Facilities Technician 2.00 2.00 2.00 0.00 2.00
Maintenance Systems Specialist 1.00 1.00 0.00 (1.00) 0.00 Management Analyst 2.00 2.00 2.00 0.00 2.00
Office Records Specialist 1.00 1.00 0.00 (1.00) 0.00
Office Specialist II/III 2.00 2.00 3.00 1.00 3.00
Office Specialist IV 1.00 1.00 0.00 (1.00) 0.00
Principal Engineer 1. 00 1.00 1.00 0.00 1.00
Pump Maintenance Technician 3.00 3.00 3.00 0.00 3.00
Senior Civil Engineer 1.00 1.00 1.00 0.00 1.00
Senior Engineering Aide 1.00 1.00 1.00 0.00 1.00
Senior Water & Sewer System Operator 1.00 1.00 0.00 (1.00) 0.00 Sewer Inspection Technician 2.00 2.00 2.00 0.00 2.00
Staff Aide I 0.00 0.00 1.00 1.00 1.00
Utilities Conservation Specialist 0.00 0.00 1.00 1.00 1.00 Utility Business Systems Manager 1.00 1.00 1.00 0.00 1.00 Utility Business Systems Specialist 1.00 1.00 1.00 0.00 1.00 Utility Crew Supervisor 7.00 7.00 7.00 0.00 7.00
Utility Operations Engineer 1.00 1.00 1.00 0.00 1.00

577

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | WATER AND SEWER UTILITIES DEPARTMENT Position Summary

FY 2021/22
Adopted
FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2023/24
Change
FY 2024/25
Proposed
Position Classification
Water & Sewer Maintenance Worker II 18.00 18.00 19.00 1.00 19.00 Water & Sewer Superintendent 0.00 0.00 2.00 2.00 2.00
Water & Sewer System Operator 2.00 2.00 1.00 (1.00) 1.00 Water Resource Planner 1.00 1.00 0.00 (1.00) 0.00
Water Resource Specialist 0.00 0.00 1.00 1.00 1.00
Water Service Technician II 5.00 5.00 5.00 0.00 5.00
Total Positions 73.00 73.00 73.00 0.00 73.00

578

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | WATER AND SEWER UTILITIES DEPARTMENT Budget Reconciliation

Positions Expenditures
(All Funds)
Prior Year Budget 73.00 86,940,128
Net decrease in transfers to the capital improvement program (1,281,226) Salary and benefits adjustments 132,074
Reclassifications of the following positions:

1.0 Assistant Water & Sewer Superintendent to 1.0 Water & Sewer Superintendent

0.00 1.0 Maintenance Systems Specialist to 1.0 Water & Sewer Superintendent 0.00

1.0 Senior Water & Sewer System Operator to 1.0 Utilities Conservation Specialist

0.00 1.0 Water & Sewer System Operator to 1.0 Water & Sewer Maintenance Worker II

0.00 1.0 Water Resource Planner to 1.0 Water Resource Specialist 0.00

1.0 Office Records Specialist to 1.0 Staff Aide I 0.00

1.0 Office Specialist IV to 1.0 Office Specialist III 0.00 Increase in resource and production costs
Water Utility 5,897,819
Water Recycling Utility 2,115,600
Sewer Utility 552,658
Adjustments to right-of-way expense 1,133,680 Net increase in various internal service fund allocations 598,073 Non-personnel adjustments 321,921
Total FY 2023/24 Base Budget Adjustments 0.00 9,470,599 Total FY 2023/24 Base Budget 73.00 96,410,727 Total FY 2023/24 Proposed Budget 73.00 96,410,727
Net increase in transfers to the capital improvement program 16,114,879 Salary and benefit adjustments 877,702
Increase in resource and production costs
Water Utility 5,006,752
Water Recycling Utility 1,158,800
Sewer Utility 618,821
Adjustments to right-of-way expense 519,790 Net increase in various internal service fund allocations 139,501 Non-personnel adjustments 73,658
Total FY 2024/25 Base Budget Adjustments 0.00 24,509,903 Total FY 2024/25 Base Budget 73.00 120,920,630
Total FY 2024/25 Proposed Budget 73.00 120,920,630
One-Time Cost Adjustments
Ongoing Cost Adjustments
FY 2023/24 Base Budget Adjustments
One-Time Cost Adjustments
Ongoing Cost Adjustments
FY 2024/25 Base Budget Adjustments

579
FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | WATER AND SEWER UTILITIES DEPARTMENT Performance and Workload Measures
Solar Utility Division
Workload Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Number of systems provided with
semi-annual winterization service 110 42 55 55 40 40
Number of removal and
reinstallation requests – Delete for
FY 2023/24
3 6 6 6 N/A N/A
Number of requests for solar
system repairs – New for FY
2023/24
N/A 87 N/A 80 80 80
Water Construction, Maintenance, Operations Division
Performance Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
202 2/23
Estimate
2023/24
Target
2024/25
Target
Maintain an industry standard for
unaccounted water of 8% or less
– Modified for FY 2023/24

6.3% 5.5% 8% or less

5.0% 8% or less 8% or less
Respond to customer service
requests within 30 minutes of
receipt of calls (excluding
scheduled appointments and
after hours call back requests) –
Delete for FY 2023/24
93% 90% 80% N/A N/A N/A
Workload Measures
Number of responses to water
customer service requests –
Modified for FY 2023/24
1,363 2,055 1,600 1,600 1,600 1,600
Number of backflow prevention
devices tested 3,700 3,811 2,000 3,700 3,900 3,900
Number of linear feet of water
mains installed 8,563 6,889 5,000 8,870 10,000 10,000
Number of new service
installations – Delete for FY
2023/24
68 68 80 70 N/A N/A
Number of underground utility
locates performed 14,447 18,009 3,000 10,000 10,000 10,000 Perform routine maintenance on
City fire hydrants – Delete for FY
2023/24
270 N/A 600 600 N/A N/A
580
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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | WATER AND SEWER UTILITIES DEPARTMENT Performance and Workload Measures

Water Construction, Maintenance, Operations Division
Workload Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Number of production meters
read and recorded – Delete for
FY 2023/24
1,080 600 600 600 N/A N/A
Number of mainline water valves
tested and exercised
1,450 840 400 800 2,500 2,500
Water Line Flushing for Water
Quality – New for FY 2023/24

N/A 25 N/A 25 50 50

Water Engineering, Compliance, Conservation Division
Performance Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Complete review of plans by the
required due dates
78% 83% 90% 85% 90% 90%
Respond to customer service
requests within 30 minutes of
receipt of calls (excluding
scheduled appointments and
after hours call back requests) –
Delete for FY 2023/24

93% N/A 80% N/A N/A N/A
Residential water use measure
in Gallons per Capita per Day –
New for FY 2023/24
63 56 N/A 55 55 55
Overall City water use measure
in Gallons per Capita per Day –
New for FY 2023/24

124 118 N/A 118 117 117
Workload Measures
Number of plans reviewed

1,035 1,004 400 1,000 900 900
Number of water quality
samples processed
3,012 3,018 2,800 3,000 3,000 3,000
Promote water conservation at
public events
0 4 4 5 10 10

581
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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | WATER AND SEWER UTILITIES DEPARTMENT Performance and Workload Measures

Recycled Water Program Division
Performance Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Provide all operations and
maintenance services as
required in Agreement for
Services – Delete for FY
2023/24

100% 100% 100% 100% N/A N/A
Citywide use of recycled water
(measured in million gallons per
day) – New for FY 2023/24

3.2 3.4 N/A 3.4 3.5 3.5
Workload Measures
Number of recycled water plans
reviewed – New for FY 2023/24

232 269 N/A 250 250 250

Sewer Division
Performance Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Percentage of sanitary sewer
overflows reported to the State
CIQWS database within the
time frame required by
regulations – Delete for FY
2023/24

100% 100% 100% 100% N/A N/A
Provide all preventative and
routine maintenance as
specified in operations and
maintenance manual – Delete
for FY 2023/24

100% 100% 100% 100% N/A N/A
Provide sufficient funding for all
Water Pollution Control Plant
(WPCP) approved projects –
Delete for FY 2023/24
100% 100% 100% 100% N/A N/A
Provide all preventative and
routine maintenance as
specified in operations and
maintenance manuals – Delete
for FY 2023/24

100% 100% 100% 100% N/A N/A
Percentage of food service
establishments found to be in
compliance with Fats, Oil and
Grease regulations – New for
FY 2023/24

N/A N/A N/A 100% 100% 100%

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FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | WATER AND SEWER UTILITIES DEPARTMENT Performance and Workload Measures

Sewer Division
Workload Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Prepare annual Sewer Revenue
Program (as required for federal
program and WPCP cost
distribution) by due dates each
year – Delete for FY 2023/24

2 2 2 2 N/A N/A
Prepare monthly status reports
and Treatment Plant Advisory
Committee (TPAC) agenda
reports – Delete for FY 2023/24
12 12 12 12 N/A N/A
Number of linear feet of
mainlined jetted
187,986 183,351 350,000 200,000 300,000 300,000
Number of reportable sewer
spills – Delete for FY 2023/24
0 0 < 3 2 N/A N/A
Number of pump and metering
stations inspections performed –
Delete for FY 2023/24
396 396 396 396 N/A N/A
Support TPAC members to
represent the City in matters
relating to the WPCP at monthly
meetings – Delete for FY
2023/24

10 12 12 12 N/A N/A
Number of storm pump stations
inspected – Delete for FY
2023/24
408 408 408 408 N/A N/A
Coordinate annual load test for
generators – Delete for FY
2023/24
5 5 10 10 N/A N/A
Number of reportable Sanitary
Sewer Overflows – New for FY
2023/24

1 0 0 2 0 0
Number of responses to Sewer
customer services requests –
New for FY 2023/24

N/A 1,527 N/A N/A 1,500 1,500
Number of linear feet of sewer
mains inspected using CCTV –
New for FY 2023/24

N/A 13,211 N/A 15,000 300,000 300,000
Number of inspections of food
serving establishments for
compliance with Fats, Oils and
Grease regulations – New for
FY 2023/24

N/A N/A N/A N/A 150 150

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585

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586

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | NON-DEPARTMENTAL Non-Departmental Description

The Non-Departmental budget provides a way to report expenditures that are not attributable to a single department, but rather, are citywide in nature such as inter-departmental transfers for capital projects and community grants. This budget also houses key positions with citywide functions and responsibilities.

Divisions and Services

Non-Departmental has three primary program areas: Citywide Programs; Citywide Strategic Planning and Initiatives; and Stadium Operations. The Debt Service budget information is reflected in the Debt Service section of this document.

Citywide Programs
Division Mission
Provide strategic direction and management of community investments and citywide expenses not attributable to a single department.

Division Objectives
Coordinate the timely award and distribution of community grants to qualifying individuals, groups and community organizations for events, activities and competitions that provide a public benefit to the City of Santa Clara and its residents.

Invest in the community’s cultural, economic and social vitality in collaboration with community organizations and business partners
Oversee the efficient and cost-effective management of utilities in Citywide facilities.

Facilitate the accounting and efficient transfer of funding in support the City’s Capital Improvement Program.

587

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | NON-DEPARTMENTAL Citywide Strategic
Planning and
Initiatives
Division Mission
Provide strategic leadership and resolve complex administrative matters performing City-wide policy analysis, overseeing co ntract and venue management and leading community engagement processes.

Division Objectives
Provide professional expertise and support to lead strategic planning and economic development initiatives
Provide general and administrative oversight of and support to the Convention Center, the Santa Clara Tourism Improv ement District (SCTID), and Silicon Valley/Santa Clara DMO, Inc. dba Discover Santa Clara®, Santa Clara’s Destination Marketing Organization (DMO). As a critical economic development strategy, leads collaborative efforts with key stakeholders to implement a comprehensive tourism strategy focused on providing elevated desti nation, convention, and visitor services in Santa Clara; while ensuring alignm ent of marketing and booking goals between the Convention Center, SCTID and DMO which collectively enhance economic growth and city revenues.

Provide management of the City’s r eal estate portfolio, promote economic development, and generate revenue for the General Fund.

Promote an organizational vi sion for sustainability thro ugh the development and oversight of current initiatives and the development of a comprehensive citywide sustainability program that advances local climate and sustainability targets and complies with State environmental regulations.

588

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | NON-DEPARTMENTAL Stadium Operations
Division Mission
Provide general and administrative support to the Santa Clara Stadium Authority in its oversight of Levi’s Stadium and deployment of public safety resources at National Football League (NFL) games and non-NFL games held at Levi's Stadium to ensure safety and to minimize impacts to the surrounding residential and business community.

All General and Administrative, and Police, Fire, and Public Works Department expenditures related to the Stadium are included in this division.

The reimbursements from the Santa Clara Stadium Authority and the Forty-Niners Stadium Management Company, LLC (Stadium Manager) and other Stadium-related revenues such as ground and performance rent, are reported in this division but displayed separately in the General Fund revenues section of this document.

Division Objectives
Ensure compliance with Measure J.

Maintain a productive and functional busin ess relationship with Forty-Niners SC Stadium Company, LLC as the tenant of Levi's Stadium.

Develop and implement oversight initia tives consistent with public entity organizations.

Provide support from the Police, Fire, and Public Works Departments and work collaboratively with the Stadium Manager to maintain a safe environment in and around Levi's Stadium during NFL games and Non-NFL events.

Uphold the Santa Clara Stadium Authorit y’s fiduciary respon sibilities and debt obligations.

Ensure that Levi’s Stadium is maintained in good condition and operated as a quality NFL and multi-pur pose public sports, exhibit, and entertainment facility by the Stadium Manager.

589

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | NON-DEPARTMENTAL Significant Accomplishments
Citywide Projects
• On November 8, 2022, voters approved Measure G – No Ta x Increase, Services Protection Measure, continuing the current practice of the transfer of the revenue generated from the city’s 5% utility tax from the utilities budget to the General Fund. Measure G will prot ect essential services without rais ing taxes, anticipated to generate approximately $30,000,000 annually to support City service such as police, fire, street repairs, parks, libraries, and senior services.
• On November 8, 2022, voters approved Measure H – Bu siness License Update/Tax Eq uity Measure, increasing Santa Clara’s 1992 business license tax on businesses to $45 per employee and $15 per rental unit on landlords.

Measure H will generate approximately $6, 000,000 annually in unres tricted fund that will be used to maintain essential City services.
• Completed multi-year settlement agreement with San José for the North San Jose Area Development Policy resulting in an additional $9 million for the City of Santa Clara.

Community Partnerships
• Worked collaboratively with Triton Museum to exte nd the term of its Lease and Operation Agreement for an additional five years to continue providing free public access to art exhibitions and educational programs. • Worked collaboratively to provide in-kind support for the Parade of Champions ($65K) and Showtime events ($12K). • Effectively administered funding to non-profit community organizations that provide se rvices to the Santa Clara community. Since July 2022, seven grants have been awarded for a total of $55,479.

Real Estate Management
• Executed approximately 45 leases and 15 Purchase Or ders for operations and maintenance for Commerce and Peddlers Plaza.
• Coordinated with the Downtown Community Task Force for downtown city properties (over 35 task force meeting multi-year process).
• Started surplus land process for the property at 2319 Gianera Street (vacant single family home). • Completed surplus land proc ess for the Loyalton property. • Renegotiated lease extension for Morse Mansion and in itiated discussions regarding possible new vision. • Started analysis to determine feasibility to relocate SVP offices to Commerce Plaza. • Completed selection of a realtor to support the Ci ty on the sale of City property and other services.

Santa Clara Convention Center and Economic Development Strategy • Completed the Santa Clara Tourism Im provement District conversion process to establish the District under the Property and Business Improvement District Law of 1994 which provides for a dedicated funding stream to support Destination Marketing Organization efforts and operations. This included the modernization of the assessment formula from $1.00 per occupied room ni ght to 1.5% of gross short-term room rental revenue for FY 2021/22 and

2.0% for FY 2022/23 and beyond.
• Worked collaboratively with the Destination Marketing Organization in the creation of a new destination brand and the successful trademark of Discover Santa Clara®.
• Contracted by the Destination Mark eting Organization to provide fiscal sponsorship services in addition to professional staffing services to support the further development and implementation of the organization. 590

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | NON-DEPARTMENTAL • Completed updates/renovations to t he Santa Clara Convention Center including new paint and flooring/carpet, addition of new décor and furniture in common space area s; addition of the Vintage Va lley Marketplace, a “grab and go” retail location; addition of new autonomous food o fferings of ramen, warm baked goods, and smoothies; and pop-up Mashgin self-check-out markets.
• Completed the development and launch of a new online Santa Clara Convention Cent er Customer Satisfaction Survey Program in FY 2022/23.

Sustainability
• Adopted an update to the City Climate Action Plan (CAP) after over two years of community and stakeholder outreach that set targets of a 40% reduction in GHG em issions by 2030, an 80% reduction in GHG emissions by 2035 and carbon neutrality no later than 2045.
• Actively participated in regional climate collaboration e fforts and policy development through partnerships such as the Santa Clara County Climate Collabor ative, the Silicon Valley Urban Fore st Alliance, Joint Ventures Silicon Valley, Santa Clara Valley Water, the Building Decarbonization Coalition, and other neighboring jurisdictions. • Implemented new purchasing practices around required paper procurement to comply with SB 1383 organics mandate which requires jurisdictions (cities, counties, cities and counties, or special districts that provide solid waste collection services) to purchase paper that has a minimum of 30% post-consumer recycled-content (PCRC) paper products that are recyclable.

• Water Conservation:
o Expanded water rebate offerings such as greywater and landscape conversion. o Launched a multi-pronged water conservation comm unity outreach campaign to promote landscape conversion rebates and more, resulting in over 90,000 square feet of lawn conversions to water wise landscapes.
o Continued various messaging campaigns focused on the drought and associated water conservation and water rebates.

• Electrification:
o Implemented all-electric building electrification reac h codes including robust EV charging across all building types.
o Electrification outreach and rebates:
 SVP partnered with the Santa Clara Unified Schoo l District to build out an induction cooking classroom and co-sponsored a twelve-part induct ion cooking class series to support kitchen electrification.
 SVP launched a new Smart Panel Rebate program.
o Added over 100 public EV charging connectors with an equity lens as SVP increases charging service to residents and visitors.
o Implemented the City Fleet Electrification Program with the purchase of 46 all-electric vehicles as part of the vehicle replacement program and initiated a robust EV fleet charging infrastructure project.

• Investing in a Sustainable Future:
o Launched a new SVP Sustainable Futures Scholarship Progr am in partnership with Santa Clara University focused on building the future leaders in climate and sustainability. o Initiated discussions with Mission College to deve lop a SVP sustainability scholarship program modeled after SVP’s SCU scholarship, scaled, and fit to the community college landscape. • Provided mentorship opportunities in sustainability to students from high school through university levels, including supporting a team of SCU fellows in their capstone projects and providing mentorship to SVP Sustainable Futures scholarship recipients in research projects that align with City climate action goals.

591
City of
Santa Clara

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | NON-DEPARTMENTAL Stadium Operations
• Coordinated City services, including the deployment of public safety resources, to meet the service needs required to support NFL games for the 2021 and 2022 NFL Seasons and seven (7) major Non-NFL events, including Coldplay, Red Hot Chili Peppers, and Elton John concerts, held in 2022.

COVID-19 Response and Inclement Weather Relief Efforts
• Provided COVID-19 verbal updates to Council monthly beginning in July 2021 and updates every 60 days from April 2022 through January 2023.
• Terminated the local Proclamation of Emergency for COVID-19 on February 7, 2023. • Deactivated the City’s Emergency Operations Center (EOC) for COVID-19 re sponse on February 2, 2023. • Activated libraries and recreational fa cilities to provide care and shelter during inclement weather incidents.

Significant Objectives
Community Partnerships
• Effectively administer funding to non-p rofit community organizations that pr ovide services to the Santa Clara community.

Santa Clara Convention Center and Economic Development Strategy • Continue to provide strategic oversi ght of the management of the Convent ion Center and ensure alignment of marketing and booking goals between the Convention Center, Santa Clara Tourism Improvement District, and the Destination Marketing Organization.
• Continue to work closely with the Convention Center, the Santa Clara Tourism Improvement District and the Destination Marketing Organization (DMO) to evolve the tourism strategy and ongoing development of the DMO. • Completion of Convention Center Capital Improvement Projects to update internal digital signage and renovations to the Main and Mission kitchens.
• Launch of the Levy’s Teaching Kitchen at the Convention Center focused on workforce development and training opportunities for community members in the industry.
• Continue to lead and support the Related development, as well as other significant development projects within the community.

Stadium Operations
• Continue to build and maintain a productive and functional business relationship with Forty-Niners SC Stadium Company, LLC as the tenant of Levi's Stadium in accordance with the applicable agreements. • Continue to work with the Stadium Manager to ensure safe events at Levi’s Stadium with minimal impacts to the surrounding residential and business community.

Real Estate Management
• Continue to develop and implement a comprehensive real estate program to manage City-owned properties, promote economic development, and generate revenue for the General Fund.

Sustainability
• Work with the appropriate City departments to implement near term priorities identified in the 2022 approved City Climate Action Plan (CAP) Update to meet local goals and state regulatory targets.

592
City of
Santa Clara

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | NON-DEPARTMENTAL • Continue to utilize regional partnerships to implement CAP priorities. • Identify a CAP monitoring system across all departments including conducting an annual greenhouse gas inventory to measure and report progress on adopted targets.
• Ensure continued alignment of the City’s CAP with ot her relevant plans including, but not limited to, Fleet Electrification Plan, SVP Electric Vehicle Blueprint, Bicycle Master Plan, the Santa Clara Urban Water Management Plan (UWMP), and any reach codes that are adopted and meets the goals of state regulat ory requirements in the areas of water, solid waste, transportation, and energy. • Continue to provide mentorship and career growth opportunities for students at the high school, college and university levels including scholarship recipients.
• Explore the development of a sustainability apprenticeship/gre en jobs program in partnership with local trades or existing apprenticeship programs with an emphasis on energy related careers. • Continue to implement the City’s Fleet Electrification Plan and community Electric Vehicle Charging Program. • Launch City employee EV charging pilot program.
• Launch an SVP Sustainable Futures Scholarship Program in partnership with Mission College.

Budget Highlights
• The Proposed Budget reduces the golf course maintenance budget to help address the General Fund shortfall. The City's operating lease of the golf course expired, with operations ceasing in FY 2019/20. The former golf course will be developed as part of the Related Santa Clara project; however, the City is currently still responsible for the maintenance of the site until it is turned over completely to the developer. The City anticipates that the remaining funds will be sufficient to cover all maintenance expenses associated with the site.

593
City of
Santa Clara

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | NON-DEPARTMENTAL Summary of the Santa Clara Stadium Authority Budget1

Revenue
FY2023/24
Adopted
NFL Ticket Surcharge 12,178,000
SBL Proceeds 12,589,000
Interest 1,249,000
Net Revenues from Non-NFL Events 4,500,000
Naming Rights 7,602,000
Sponsorship Revenue (STR) 475,000
Rent 24,762,000
Senior and Youth Program Fees 234,000
Non-NFL Event Ticket Surcharge 1,296,000
Total Revenue 64,885,000

Expenditures
FY2023/24
Adopted
Stadium Operations 4,550,000
Engineering 2,694,000
Guest Services 645,000
Groundskeeping 650,000
Security 1,564,000
Insurance 3,327,000
Stadium Management Fee 354,000
SBL Sales and Service 2,333,000
Ground Rent (Paid to City) 495,000
Senior and Youth Program Fees (paid to City) 234,000
Discretionary Fund Expense 250,000
Utilities 1,391,000
Use of StadCo Tenant Improvements 108,000
Stadium Authority General and Administrative 3,272,000 Stadium Authority Legal Services 300,000
Naming Rights Commission 94,000
Other Expenses 734,000
Transfers Out 36,313,000
Legal Contingency 3,079,500
Total Expenditures 62,387,500

1 Santa Clara Stadium Authority budget was adopted on March 7, 2023 and can be found on the City’s website at https://www.santaclaraca.gov/home/showpublisheddocument/79851/638143129126830000

594

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | NON-DEPARTMENTAL

Non-Departmental

5.70 FTEs*
Citywide Strategic Planning and Initiatives

0.70 Convention Center / Assistant to the City Manager

1.00 Stadium Oversight / Assistant to the City Manager

1.00 Sustainability Manager / Assistant to the City Manager

1.00 Development Project Manager

1.00 Emergency Services Officer

1.00 Management Analyst

5.70 Total Citywide Strategic Planning and Initiatives FTE *The positions above represent all funded positions. This excludes the 1.0 Deputy City Manager and 1.0 Office Specialist III positions that were frozen, as approved by the City Council on March 9, 2021 (Agenda Item 5.0 – Report to Council 21-402). This position count also includes 1.0 Management Analyst position that was previously approved in the Stadium Authority Budget. 595

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | NON-DEPARTMENTAL Budget Summary

FY 2021/22
Actual
FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2023/24
Change %
FY 2024/25
Proposed
FY 2024/25
Change %
3611 Citywide Programs 62,075,671 16,666,968 24,217,030 45.3% 20,746,060 (14.3%) 8011 Sports and Open Space Authority 9,163 5,420 10,000 84.5% 10,200 2.0% 62,084,834 16,672,388 24,227,030 45.3% 20,756,260 (14.3%) 3631 Strategic Planning and Initiatives 1,261,237 1,780,506 1,959,037 10.0% 2,056,210 5.0% 8014 Convention Center 9,613,568 14,373,644 15,822,999 10.1% 17,998,249 13.7% 10,874,805 16,154,150 17,782,036 10.1% 20,054,459 12.8% 3621 Stadium - General Administration 914,010 1,070,045 1,387,820 29.7% 1,443,333 4.0% 3622 Stadium - Police 4,571,994 4,996,010 6,322,811 26.6% 6,574,560 4.0% 3623 Stadium - Fire 236,664 470,192 439,905 (6.4%) 457,388 4.0% 3624 Stadium - Public Works 348,011 747,600 520,816 (30.3%) 541,647 4.0% 3625 Stadium - Information Technology 0 80,300 94,000 17.1% 105,760 12.5% 6,070,679 7,364,147 8,765,352 19.0% 9,122,688 4.1%
79,030,318 40,190,685 50,774,418 26.3% 49,933,407 (1.7%) Total Stadium Operations Division
Total by Division / Program
Dollars by Division / Program
Citywide Programs Division
Total Citywide Programs Division
Stadium Operations Division
1 Citywide Strategic Planning and Initiatives Division
Total Citywide Strategic Planning and
Initiative Division

1Santa Clara Stadium Authority budget is posted on the City’s website at https://www.santaclaraca.gov/home/showpublisheddocument/79851/638143129126830000 596

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | NON-DEPARTMENTAL Budget Summary

FY 2021/22
Actual
FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2023/24
Change %
FY 2024/25
Proposed
FY 2024/25
Change %
Dollars by Fund
General Fund 69,255,479 25,811,621 34,660,836 34.3% 31,638,763 (8.7%) Convention Center Enterprise Fund 9,613,568 14,373,644 16,103,582 12.0% 18,284,444 13.5% 152,108 0 0 N/A 0 N/A
9,163 5,420 10,000 84.5% 10,200 2.0%
Total by Fund 79,030,318 40,190,685 50,774,418 26.3% 49,933,407 (1.7%) FY 2021/22
Actual
FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2023/24
Change %
FY 2024/25
Proposed
FY 2024/25
Change %
Dollars by Category
Salary and Benefits
Salary 1,865,128 4,509,279 4,653,023 3.2% 4,825,883 3.7% As-Needed 906,287 1,498,199 1,422,886 (5.0%) 1,479,801 4.0% Overtime 1,735,883 2,865,613 3,054,777 6.6% 3,176,967 4.0% Retirement 393,378 472,793 373,180 (21.1%) 397,855 6.6% Health Allocation 69,418 76,122 88,034 15.6% 92,148 4.7% Medicare 16,508 16,858 16,482 (2.2%) 17,479 6.0%
Social Security 54,211 51,145 54,856 7.3% 55,311 0.8%
Other Benefits 486,963 413,913 425,852 2.9% 442,579 3.9% Total Salary and Benefits 5,527,776 9,903,922 10,089,090 1.9% 10,488,023 4.0% Non-Personnel
Materials/Services/Supplies 12,236,835 18,751,736 21,508,140 14.7% 23,867,592 11.0% Interfund Services 368,288 538,987 8,405,235 1459.5% 8,806,953 4.8% Capital Outlay 165 62,900 0 (100.0%) 0 N/A
Transfers to Other Funds 60,897,254 10,933,140 10,771,953 (1.5%) 6,770,839 (37.1%) Total Non-Personnel 73,502,542 30,286,763 40,685,328 34.3% 39,445,384 (3.0%) Total by Category 79,030,318 40,190,685 50,774,418 26.3% 49,933,407 (1.7%) Other City Departments Operating Grant
Trust Fund
Sports and Open Space Authority Fund

597

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | NON-DEPARTMENTAL Position Summary

FY 2021/22
Adopted
FY 2022/23
Adopted*
FY 2023/24
Proposed*
FY 2023/24
Change
FY 2024/25
Proposed*
Citywide Strategic Planning and Initiatives Division
3631 Strategic Programs and Initiatives 6.50 6.50 5.70 (0.80) 5.70

6.50 6.50 5.70 (0.80) 5.70

6.50 6.50 5.70 (0.80) 5.70
Positions by Fund
General Fund 4.00 5.00 5.00 0.00 5.00
Convention Center Enterprise Fund 1.50 1.50 0.70 (0.80) 0.70 Related Santa Clara Developer Fund 1.00 0.00 0.00 0.00 0.00 Total by Fund 6.50 6.50 5.70 (0.80) 5.70
Position Classification
Assistant to the City Manag e r 2 . 0 02 . 0 00 . 0 0 ( 2 . 0 0 )0 . 0 0 Convention Center / Assistant to the City Manager 1.00 1.00 0.70 (0.30) 0.70 Stadium Oversight / Assistant to the City Manager 1.00 1.00 1.00 0.00 1.00 Sustainability Manager / Assistant to the City Manager 1.0 0 1.00 1.00 0.00 1.00 Development Project Manager 0.00 0.00 1.00 1.00 1.00
Emergency Services Officer 0.00 0.00 1.00 1.00 1.00
Deputy City Manager 1.00 0.00 0.00 0.00 0.00
Management Analyst 0.00 1.00 1.00 0.00 1.00
Office Specialist III 0.50 0.50 0.00 (0.50) 0.00
Total Positions 6.50 6.50 5.70 (0.80) 5.70
Positions by Division / Program
Total Citywide Strategic Planning and Initiatives
Division
Total by Division / Program

*The positions above represent all funded positions. This excludes the 1.0 Deputy City Manager and 1.0 Office Specialist III positions that were frozen, as approved by the City Council on March 9, 2021 (Agenda Item 5.0 – Report to Council 21-402). This position count also includes 1.0 Management Analyst position that was previously approved in the Stadium Authority Budget. 598

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | NON-DEPARTMENTAL Budget Reconciliation

Positions Expenditures
(All Funds)
Prior Year Budget 6.50 40,190,685
One-Time Cost Adjustments
Convention Center Budget Adjustments 1,738,251
Adjustments to transfers to other funds (161,187)
Ongoing Cost Adjustments
Salary and benefits adjustments 352,460
Reallocation of 0.5 Office Specialist III to the City Manager's Office (0.50) (73,773) Reallocation of 0.3 Assistant to the City Manager to the City Manager's Office
(0.30) (93,599)
Reclassification of 2.0 Assistant to the City Managers to: 0.00

1.0 Development Project Manager

1.0 Emergency Services Officer
Reallocation of items previously budgeted in the Special Liability Insurance Fund:

Insurance Claims costs 3,059,345
Insurance costs 2,506,776
Property Insurance 2,336,523
Ebix Contract 36,750
Various Stadium non-personnel budget adjustments 1,291,600 Accela licensing increase 72,425
Parade of Champion (in-kind services funding) 60,000
Adjustment to Sports and Open Space Authority allocation 4,580 Net decrease to various internal service fund allocations (36,396) Non-personnel adjustments (64,711)
Total FY 2023/24 Base Budget Adjustments (0.80) 11,029,044 Total FY 2023/24 Base Budget 5.70 51,219,729
Service Level Changes
Reduction in Golf Course Maintenance (445,311)
Total Service Level Changes 0.00 (445,311)
Total FY 2023/24 Proposed Budget 5.70 50,774,418
FY 2023/24 Base Budget Adjustments

599

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | NON-DEPARTMENTAL Budget Reconciliation

Positions Expenditures
(All Funds)
FY 2024/25 Base Budget Adjustments
One-Time Cost Adjustments
Convention Center Budget Adjustments 2,162,611
Adjustments to transfers to other funds (4,001,114)
Ongoing Cost Adjustments
Salary and benefits adjustments 398,833
Reallocation of items previously budgeted in the Special Liability Insurance Fund:

Insurance Costs 250,678
Property Insurance 116,826
Insurance Claims costs 20,666
Various Stadium non-personnel adjustments 103,680
Non-personnel adjustments 102,167
Net increase to various internal service fund allocations 13,548 Total FY 2024/25 Base Budget Adjustments 0.00 (832,105) Total FY 2024/25 Base Budget 5.70 49,942,313
Service Level Changes
Reduction in Golf Course Maintenance (8,906)
Total Service Level Changes 0.00 (8,906)
Total FY 2024/25 Proposed Budget 5.70 49,933,407

600

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | NON-DEPARTMENTAL Non-Departmental Detail

FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2024/25
Proposed
Citywide Programs Division
Citywide Programs
Accela Licensing 462,814 546,938 563,654
CalPERS Replacement Benefit Fund 367,991 382,711 398,019 City Council Contingency Fund 29,621 31,743 33,908
City Facilities Utilities - Electric 339,405 352,981 367,100 City Facilities Utilities - Garbage 42,938 44,656 46,442 City Facilities Utilities - Gas 65,480 68,099 70,823
City Facilities Utilities - Miscellaneous 2,924 3,041 3,163 City Facilities Utilities - Sewer 28,174 29,301 30,473
City Facilities Utilities - Water 56,265 58,516 60,857
City Manager Special Initiatives 16,483 24,973 33,632
Citywide Training 106,121 97,309 99,655
Community Grants Program 92,121 94,243 96,408
Community Outreach 241,057 245,878 250,796
EBIX Contract 0 36,750 38,588
Golf and Tennis Maintenance 582,422 74,000 75,480
Insurance Claims 0 3,059,345 3,080,011
Insurance Costs 0 2,506,776 2,757,454
Mission City Scenes 19,102 19,484 19,874
Parade of Champions (In-Kind Services) 0 60,000 61,200
Pension/OPEB Trust Program Administration 23,347 23,814 24,290 Property Insurance 0 2,336,523 2,453,349
Santa Clara Ballet 10,000 10,000 10,000
Separation Payouts 1,845,972 1,882,891 1,920,549 Silicon Valley Animal Control Authority 1,109,730 1,133,519 1,157,783 Sister Cities Association 5,659 5,659 5,659
Sports and Open Space Authority 5,420 10,000 10,200
Transfers to Capital Improvement Program
Annual Creek Trail Rehabilitation Program 0 200,000 0
Annual Curb Ramp Installation 150,000 150,000 0
Bridge Maintenance Program 560,000 740,000 710,000
Central Park Library - Concrete Sidewalk Replacement 273,000 0 0 Defibrillator/Monitor Replacements 70,000 70,000 0
El Camino Specific Plan 1,000,000 0 0
FHRMS Update Project 39,283 39,283 39,283
Morse Mansion Maintenance and Repair 50,000 50,000 0
Precise Plan for Downtown 325,000 0 0
Protective Equipment Replacement 416,536 357,374 234,374 Public Works Capital Projects Management 2,601,682 2,544,792 2,714,233 Repair to Historic Buildings 100,000 100,000 0
Repairs - Modifications to City Buildings 150,000 175,000 0 Replacement SCBA Filling Stations 100,000 0 0
601

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | NON-DEPARTMENTAL Non-Departmental Detail

FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2024/25
Proposed
Citywide Programs Division
Citywide Programs
Transfers to Capital Improvement Program (cont'd.)
Safe Routes to School 90,000 90,000 0
SDPS Motor and Control Maintenance, Repair, and Replacement 148,000 408,000 0 Sidewalk, Curb and Gutter Repair 300,000 300,000 0
Stationary Standby Generators 920,000 1,111,000 0
Storm Drain Pump Station Facility Maintenance and Repair 113,000 71,000 0 Storm Drain Slide Gate Rehabilitation 500,000 0 0
Street Tree Services 419,000 463,050 0
Traffic Engineering Consultant Support 100,000 100,000 0 Transportation Demand Management 200,000 0 0
Triton Museum Repair and Modifications 0 35,000 0
Urban Runoff Pollution Prevention Program 0 300,000 0
Utility Management Information System (UMIS) Enhancements 0 1,000 1,000 Transfers to Capital Improvement Program Subtotal 8,625,501 7,305,499 3,698,890 Transfer to Cemetery Fund 870,000 796,000 823,000
Transfer to Fire Development Services Fund 0 500,000 0
Transfer to Fire Operating Grant Trust Fund 0 626,000 770,000 Transfer to Parks and Recreation Operating Grant Trust Fund 0 27,445 27,445 Transfer to Public Facilities Financing Fund
2013 Refunding Certificates of Participation 1,402,275 1,402,440 1,405,940 Transfer to Public Facilities Financing Fund Subtotal 1,402,275 1,402,440 1,405,940 Transfer to Land Sale Reserve 0 0 0
Transfer to Solid Waste Utility Fund 35,364 35,364 35,364 Transfer to Sports and Open Space Authority Fund 0 10,000 10,200 Transfer to Reserves 0 69,205 0
Triton Museum 266,202 295,927 296,054
Women's League - Showtime 20,000 20,000 20,000
Citywide Programs Subtotal 16,672,388 24,227,030 20,756,260 Citywide Strategic Planning and Initiatives Division
Citywide Strategic Planning and Initiatives
Citywide Strategic Planning and Initiatives Positions 1,785,684 1,679,358 1,779,661 City Memberships 187,621 202,708 206,761
Internal Services Fund Allocations 264,495 295,369 300,825 Santa Clara Convention Center 13,866,350 15,604,601 17,767,212 Task Force on Diversity, Equity and Inclusion 50,000 0 0 Citywide Strategic Planning and Initiatives Subtotal 16,154,150 17,782,036 20,054,459

602

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | NON-DEPARTMENTAL Non-Departmental Detail

FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2024/25
Proposed
Stadium Operations Division
Stadium – General Administration
City Attorney 136,095 124,447 129,425
City Council 5,670 7,560 7,862
City Clerk 23,517 88,896 92,452
City Manager 467,998 474,211 493,179
Community Development 3,003 7,973 8,292
Finance 424,530 552,363 574,458
Human Resources 2,593 20,049 20,851
Information Technology 3,320 16,306 16,958
Public Works 3,319 3,439 3,577
Stadium Neighborhood Relations Committee - City Manager 0 38,789 40,341 Stadium Neighborhood Relations Committee - Community Development 0 25,102 26,106 Stadium Neighborhood Relations Committee - Fire 0 4,793 4,985 Stadium Neighborhood Relations Committee - Police 0 19,106 19,870 Stadium Neighborhood Relations Committee - Public Works 0 4,786 4,977 Stadium – General Administration Subtotal 1,070,045 1,387,820 1,443,333 Stadium – Fire
Levi's Stadium NFL Regular 16,500 10,708 11,136
Levi's Stadium NFL As-Needed 0 236,702 246,170
Levi's Stadium NFL OT 179,400 0 0
Levi's Stadium Non-NFL Regular 10,100 8,369 8,704
Levi's Stadium Non-NFL As-Needed 0 153,732 159,881
Levi's Stadium Non-NFL OT 171,000 0 0
Levi's Stadium General Regular 16,000 13,120 13,645
Levi's Stadium General OT 25,200 1,143 1,188
Levi's Stadium General Supplies 14,100 10,000 10,320
Levi's Stadium General Equipment Maintenance 37,892 6,131 6,344 Stadium – Fire Subtotal 470,192 439,905 457,388
Stadium – Public Works
Levi's Stadium NFL Regular 13,500 24,951 25,949
Levi's Stadium NFL OT 389,400 255,133 265,338
Levi's Stadium Non-NFL Regular 22,500 14,864 15,459
Levi's Stadium Non-NFL OT 283,400 186,587 194,050
Levi's Stadium General Regular 5,700 9,245 9,614
Levi's Stadium General OT 26,900 30,036 31,237
Levi's Stadium General Supplies 6,200 0 0
Stadium – Public Works Subtotal 747,600 520,816 541,647

603

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | NON-DEPARTMENTAL Non-Departmental Detail

FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2024/25
Proposed
Stadium Operations Divis ion
Stadium – Information Technology
Levi's Stadium General IT Outside Services 0 94,000 105,760 Stadium – Information Technology Subtotal 0 94,000 105,760 Stadium – Police
Levi's Stadium NFL Regular 69,300 93,928 97,685
Levi's Stadium NFL As-Needed 702,500 548,298 570,230
Levi's Stadium NFL OT 977,000 1,593,067 1,656,790
Levi's Stadium Non-NFL Regular 50,600 85,876 89,311
Levi's Stadium Non-NFL As-Needed 21,200 416,611 433,275 Levi's Stadium Non-NFL OT 744,500 822,052 854,934
Levi's Stadium General Regular 42,700 12,586 13,090
Levi's Stadium General As-Needed 663,700 67,543 70,245
Levi's Stadium General OT 9,213 166,759 173,430
Levi's Stadium General Supplies 19,900 43,000 44,720
Levi's Stadium General Stadium Authority Equipment Maintenance 48,227 31,091 32,170 Medical Insurance 0 19,000 19,760
Law Enforcement Liability Insurance 0 151,000 157,040
NFL Outside Agency - CA Highway Patrol 419,000 900,000 936,000 NFL Outside Agency - Santa Clara County 158,300 240,000 249,600 NFL Outside Agency - City and County of San Francisco 0 270,000 280,800 NFL Outside Agency - City of Sunnyvale 0 10,000 10,400
Non-NFL Outside Agency - CA Highway Patrol 271,000 504,000 524,160 Non-NFL Outside Agency - Santa Clara County 84,200 132,000 137,280 Non-NFL Outside Agency - County of San Francisco 11,400 96,000 99,840 Non-NFL Outside Agency - City of Sunnyvale 14,800 8,000 8,320 Levi's Stadium General Contractual Services 28,500 9,000 9,360 Levi's Stadium NFL IT Outside Services 23,600 0 0
Levi's Stadium Non-NFL IT Outside Services 12,500 0 0
Levi's Stadium General IT Outside Services 44,200 0 0
Silicon Valley Regional Interoperability Authority 0 78,000 81,120 Stadium Radio Service Contract 62,900 25,000 25,000
Public Safety Stadium-Related Training Program 408,697 0 0 Citywide Strategic Planning Function 188,373 0 0
Stadium – Police Subtotal 5,076,310 6,322,811 6,574,560 Total Non-Departmental 40,190,685 50,774,418 49,933,407

604

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | NON-DEPARTMENTAL Service Level Changes

0.00 0 (445,311) 0 (454,217)
Program: 3611 – Citywide Programs
This proposal reduces the Non-Depart mental golf course maintenance budget from $519,311 to $74,000. The City's operating lease of the golf course expir ed, with operations ceasing in FY 201 9/20. The former golf course will be developed as part of the Related Santa Clara project; however, the City is currently still responsible for the maintenance of the site until it is turned over completely to the developer. The City anticipates that the remaining funds will be sufficient to cover all maintenance expenses associated with the site.

Performance Impact
As the golf course ceased operations in FY 2019/20, there is no service delivery impact anticipated with this reduction.

Strategic Pillar:

Manage Strategically Our Workforce Capacity and Resources

605
FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | NON-DEPARTMENTAL Performance and Workload Measures
Non-Departmental
Performance Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
202 2/23
Estimate
2023/24
Target
2024/25
Target
Enhanced risk management practices
resulting in reduction to citywide claim
losses (% reduction) – Moved to
Human Resources for FY 2023/24
(46%) N/A 4% N/A N/A N/A
Workload Measures
Enhanced risk management practices
resulting in reduction to citywide claim
losses (number of claims) – Moved to
Human Resources for FY 2023/24
114 N/A 75 N/A N/A N/A
Number of City properties managed 23 18 18 22 25 25
606
◄
........
1111
--

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | NON-DEPARTMENTAL Performance and Workload Measures

Convention Center OVG360 Venue Management
Performance Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/231
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Convention Center Gross Revenue

N/A $8.5 m $13.6 m $13 m $15.7 m $18.1 m
Net Income

N/A $1.7 m ($0.2 m) $0.25 m $0.1 m $0.4 m
Economic Impact2

N/A $32 m $17.2 m $30 m $24.4 m $27.2 m
Customer Service Survey Results
(overall satisfaction)
N/A 90% 85% 85% 85% 85%
Event Mix at the Convention Center (consumed)
Percent of P1 Events3
Number of P1 Events
N/A 0%
0 1%
3 0%
0 0.5%
1 1%
2 Percent of P2 Events4
Number of P2 Events
N/A 0%
0 2%
6 0%
0 1%
2 2%
4 Percent of P3 Events5
Number of P3 Events
N/A 9%
14 6%
24 8%
20 15%
33 15%
39 Percent of P4 Events6
Number of P4 Events
N/A 9%
15 18%
67 17%
38 19.5%
43 20%
50 Percent of P5 Events7
Number of P5 Events
N/A 82%
133
74%
274
75%
178
64%
141
62%
160

1 Updates to the Convention Center Booking Strategy went into effect April 1, 2023. Adjustments were made to the booking windows as well as the event type criteria (number of room nights and total Convention Center spend). The adjusted booking windows now provide a greater emp hasis on P1 – P3 groups and events to ensure there is room for the highest revenue producing groups for the DMO, hotels, Convention Center, Levy, and the City. Groups are evaluated based upon priority number, current market conditions, day-of-week pattern, type of group (i.e., industry), Center revenue, and needs of all parties on a case-by-case basis.
2 Economic impact is the amount of additional spending that occurs in the community by visitors while attending events at a Conv ention Center. For example, when Convention Center event attendees come to Santa Clara, they create economic acti vity that ripples throughout the area: stay at hotels, eat at restaurants, buy at retail stores, visit attractions, etc. 3 Priority 1 (P1) event – Large multi-day convention and/or conference that utilizes all venue space at the Convention Center, u tilizes significant venue services such as food and beverage, audio-visual and information technology, and draws a substantial number of out of town visitors that stay in multiple Santa Clara hotels. Based on projected combined building spend and peak hotel room nights booked, has an 18+ month booking window. 4 Priority 2 (P2) event – Primarily large multi-day convention and/or conference that ut ilizes most of the venue space at the Co nvention Center, utilizes venue services such as food and beverage, audio-visual and information technology, and draws out of town visitor that stay in multiple Santa Clara hotels.

Based on projected combined building spend and peak hotel room nights booked, has a 13 – 18 month booking window. 5 Priority 3 (P3) event – Multiple or single day event that utilizes space at the Convention Center. Attendance and out of town visitors are less than for a P1 or P2. Examples of P3 events may include trade shows, consumer shows, smaller conventions/conferences, and sporting events. Based on projected combined building spend and peak hotel room nights booked, has a 0 – 13 month booking window. 6 Priority 4 (P4) event – Typically a one- or two-day event that utilizes space at the Convention Center. Attendees are primarily local. Special events (e.g. graduations), smaller meetings and/or smalle r trade and consumer shows are examples of P4 events. Based on projected combined b uilding spend and peak hotel room nights booked, has 0 -12 month booking window. 7 Priority 5 (P5) event – Usually a single day event. Examples of P5 events are banquets, galas, other social type events and meetings. Based on projected combined building spend and peak hotel room nights booked, has a 0 - 6 month booking window. 607

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | NON-DEPARTMENTAL Performance and Workload Measures

Convention Center OVG360 Venue Management
Performance Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Target
2022/23
Estimate
2023/24
Target
2024/25
Target
Community Benefit
Percent of Convention Center
employees that volunteer in the
community
N/A 0% 60% 30% 60% 60%
Percent of small, local and M/WBE
businesses/vendors

N/A 11% 20% 11% 20% 20%
Number of room nights consumed

N/A 16,249 14,755 16,000 26,591 32,738
Number of Prospects8 (active)

N/A 240 220 220 220 220
Number of collaborative, community-
based events hosted at the Center

N/A 0 2 1 2 2

8 A prospect is a potential customer who has been contacted and qualified by the sales team as having desirable criteria for an event in Santa Clara such as: size of event fits in the venue, there is a history of hotel needs that can be provided by Santa Clara hotels, and they have expressed interest in holding an event in Santa Clara.
608
FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | NON-DEPARTMENTAL Performance and Workload Measures
Convention Center Levy Premium Foodservice
Performance Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
Targ
et
2022/23
Estimate
2023/24
Target
2024/25
Target
Customer Service Survey Results
(overall satisfaction) N/A 90% 90% 90% 90% 90%
Number of room nights generated9 N/A 0 16,438 9,500 4,506 6,197 Net Profit N/A $0.7 m $1.2 m $1.0 m $1.1 m $1.5 m
Community Impact
Number of collaborative, community-
based events hosted at Center N/A 0 2 1 2 2
Number of meals donated to local
non-profit partner (daily excess food) N/A 1,262 500 900 600 700 Percent of Levy’s management team
that volunteer in the community N/A 0% 85% 85% 85% 85%
Percent of waste diversion rate10 N/A 1.95% 50% 5% 7% 6% Workforce Development/Training11
Teaching Kitchen – percent of
graduates N/A N/A 70% N/A 70% 70%
Percent of successful job
placements N/A N/A 65% N/A 65% 65%
Percent of purchases from Northern
California grown and produced food,
beverages, and supplies
N/A 42% 25% 35% 25% 25%
Level of participation in securing P1
and P2 events N/A 100% 85% 100% 85% 85%
Number of Prospects12 (active) N/A 303 550 400 550 550
9 The listed targets are only associated with the projected number of P1 and P2 events for FY 2025/26. 10 The way that this indicator is calculated has been changed. While the goal is for Levy to have a zero waste operation, they wil l report on the percent of waste production. The goal would be see this percentage decrease year after year until they reach zero percent waste prodcution. 11 Levy worked with non-profit partners who were experiencing diffi culty in finding students for the program. Levy is currently re searching alternative avenues to recruit students for the program.
12 A prospect is a potential customer who has been contacted and qualified by the sales team as having desirable criteria for an event in Santa Clara such as: size of event fits in the venue, there is a history of hotel needs that can be provided by Santa Clara hotels, and they have expressed interest in holding an event in Santa Clara.
609
FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | NON-DEPARTMENTAL Performance and Workload Measures
Convention Center Levy Premium Foodservice
Performance Measures
Strategic
Pillar
2020/21
Actual
2021/22
Actual
2022/23
T
arget
2022/23
Estimate
2023/24
Target
2024/25
Target
Number of new businesses/events to
Convention Center N/A 32 12 25 15 20
Retail/Public Space Activation13
Net Profit N/A $0.09 m $0.1 m $0. 1 m $0.15 m $0.17 m
Number of transactions N/A 8,900 48,390 50,000 41,016 45,117 Workload Measures
Number of Santa Clara University
interns N/A N/A 1 N/A 1 1
Workforce Development/Training14
Teaching Kitchen – number of
participants enrolled N/A N/A 20 N/A 10 15
Number of internships and
apprenticeships provided N/A N/A 1 N/A 1 1
13 This previously included the Lobby Marketplace, Connect Café and Stand B. Stand B was replaced with pop-up Mashgin self-check out markets which is reflected in the current data and future target numbers. 14 Levy worked with non-profit partners who were experiencing di fficulty in finding students for the program. Levy is currently researching alternative avenues to recruit students for the program.
610
FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | NON-DEPARTMENTAL

SANTA CLARA CONVENTION CENTER
FISCAL YEAR 2024 - July 1, 2023 - June 30, 2024

BUDGET PROPOSAL INCOME STATEMENT

OVG BUDGET BUDGET BUDGET VARIANCE
2023/24 2022/23 FAV / (UNFAV)
# OF EVENTS 220 211 9
ATTENDANCE 246,196 119,350 126,846
DAYS 543 443 100

DIRECT EVENT REVENUE
RENTAL REVENUE 3,881,511 3,100,791 780,720
SERVICE REVENUE 1,296,380 1,231,236 65,144
TOTAL DIRECT EVENT REVENUE 5,177,891 4,332,027 845,864

ANCILLARY REVENUE
FOOD AND BEVERAGE REVENUE 7,996,075 7,588,310 407,765
AUDIO-VISUAL REVENUE 1,454,823 1,254,800 200,023
ELECTRICAL REVENUE 871,211 355,548 515,663
TOTAL ANCILLARY REVENUE 10,322,109 9,198,658 1,123,451
TOTAL EVENT REVENUE 15,500,000 13,530,685 1,969,315
OTHER REVENUE 163,770 72,950 90,820
TOTAL GROSS REVENUE 15,663,770 13,603,635 2,060,135

EVENT EXPENSE
SERVICE EXPENSE 829,228 812,964 (16,264)
FOOD & BEVERAGE EXPENSE 6,864,689 6,401,870 (462,819)
AUDIO-VISUAL EXPENSE 974,732 840,716 (134,016)
ELECTRICAL EXPENSE 609,847 262,911 (346,936)
TOTAL EVENT EXPENSE 9,278,496 8,318,461 (960,035)
TOTAL EVENT INCOME 6,221,504 5,212,224 1,009,280
TOTAL INCOME WITH OTHER REVENUE 6,385,274 5,285,174 1,100,100

INDIRECT EXPENSES
EXECUTIVE 437,636 339,385 (98,251)
FINANCE 547,041 346,281 (200,760)
MARKETING & SALES 466,447 429,193 (37,254)
EVENTS 463,116 359,016 (104,100)
OPERATIONS 2,854,867 2,615,957 (238,910)
OVERHEAD 1,511,997 1,413,057 (98,940)
TOTAL INDIRECT EXPENSES 6,281,104 5,502,889 (778,215)
CAPITAL EXPENSE 0 0 0
NET INCOME / (SUBSIDY) 104,170 (217,715) 321,885
611

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | NON-DEPARTMENTAL

SANTA CLARA CONVENTION CENTER
FISCAL YEAR 2024 - July 1, 2023 - June 30, 2024

BUDGET PROPOSAL - INCOME STATEMENT
TOTAL July August September October November December January February March April May June # OF EVENTS 220 15 14 22 20 18 20 15 17 21 21 19 18
GENERAL ATTENDANCE 246,196 22,958 16,392 26,514 22, 836 27,588 11,967 14,753 11,358 28,938 25,820 18,582 18,490 DAYS 543 36 44 56 51 52 28 40 46 48 52 53 37

TOTAL EVENT REVENUE
Consumer Shows 465,346 45,182 33,642 0 133,382 83,008 0 0 30,058 38,962 59,105 42,007 0 Conventions 2,055,056 108,530 181,925 216,575 196,765 169,201 90,000 68,123 67,066 327,476 257,885 178,019 193,491 Banquets 256,846 0 39,934 51,983 43,455 32,662 11,912 0 9,311 13,633 19,523 17,543 16,890 Meetings/Conferences 527,582 13,096 48,011 71,938 80,373 42,880 8,172 42,678 30,606 53,163 45,476 61,519 29,670 Special Events 591,387 117,324 25,849 58,792 44, 089 32,878 23,202 58,774 32,630 53,864 47,405 58,247 38,333 Sporting Events 466,001 11,928 19,954 44,762 0 50,218 30,210 82,006 101,462 13, 241 28,046 64,044 20,130 Trade Shows 815,678 0 0 161,765 75,476 120, 700 0 70,650 67,825 106,662 84,579 70,007 58,014

TOTAL DIRECT EVENT

REVENUE
5,177,896 296,060 349,315 605,815 573,540 531,547 163,496 322,231 338,958 607,001 542,019 491,386 356,528

ANCILLARY REVENUE
Service Revenue only 1,296,380 48,804 93,010 164,760 144,028 109,644 1,047 89,767 73,118 182,107 98,281 220,754 71,060 Food & Beverage Revenue 7,996,075 91,293 714,869 1,023,400 1, 006,127 406,944 642,730 126,530 420,454 1,095,410 1,141,152 686,330 640,836 Audio-Visual Revenue 1,454,823 26,220 37,235 114,985 171,666 177,392 78,869 55,260 78,080 260,413 135,196 156,679 162,828 Electrical Revenue 871,211 28,286 0 3,693 58, 739 218 52,800 26,076 4,750 134,132 243,876 191,055 127,586

TOTAL ANCILLARY

REVENUE
10,322,109 145,799 752,104 1,142,078 1,236,532 584,554 774,399 207,866 503,284 1,489,955 1,520,224 1,034,064 931,250 TOTAL EVENT REVENUE 15,500,005 441,859 1,101,419 1,747,893 1,810,072 1,116,101 937,895 530,097 842,242 2,096,956 2,062,243 1,525,450 1,287,7 78

OTHER REVENUE
Advertising & Sponsorship 28,756 1,563 1,563 1,563 1,563 1,563 1,563 1,563 3,563 3,563 3,563 3,563 3,563 Cancellation Fees 60,000 5,000 5,000 5,000 5, 000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 Interest and Dividends 30,000 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 F&B Vending 600 50 50 50 50 50 50 50 50 50 50 50 50
Misc IT & Cell Tower Revenue 44,418 3,680 3,680 3,680 3,680 3,680 3,680 3,723 3, 723 3,723 3,723 3,723 3,723 TOTAL OTHER REVENUE 163,774 12,793 12,793 12,793 12,793 12,793 12,793 12,836 14,836 14,836 14,836 14,836 14,836 TOTAL GROSS REVENUE 15,663,779 454,652 1,114,212 1,760,686 1, 822,865 1,128,894 950,688 542,933 857,078 2, 111,792 2,077,079 1,540,286 1,302,6 14

612
City of
Santa Clara

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | NON-DEPARTMENTAL

SANTA CLARA CONVENTION CENTER
FISCAL YEAR 2024 - July 1, 2023 - June 30, 2024

BUDGET PROPOSAL - INCOME STATEMENT
TOTAL July August September October November December January February March April May June

EVENT EXPENSE

Service Expense 829,230 31,374 64,706 102,408 84, 439 75,480 0 60,276 52,809 113,975 54,873 151,527 37,363 Food & Beverage Expense 6,864,687 78,376 613,720 878, 596 863,767 349,364 551,788 108,627 360,963 940,418 979,687 589,219 550,162 Audio-Visual Expense 974,731 17,567 24,947 77,040 115, 016 118,853 52,842 37,024 52,314 174,477 90,581 104,975 109,095 Elecrical Expense 609,846 19,800 0 2,585 41,117 153 36,960 18,253 3,325 93,892 170,713 133,738 89,310 TOTAL EVENT EXPENSE 9,278,494 147,117 703,373 1,060,629 1,104,339 543,850 641,590 224,180 469,411 1,322,762 1,295,854 979,459 785,930 NET EVENT INCOME 6,221,511 294,742 398,046 687,264 705,733 572,251 296,305 305,917 372,831 774,194 766,389 545,991 501,848

NET INCOME W/OTH

REVENUE
6,385,285 307,535 410,839 700,057 718,526 585,044 309,098 318,753 387,667 789,030 781,225 560,827 516,684

INDIRECT EXPENSES

PERSONNEL EXPENSE
Salaries 2,531,790 194,753 194,753 194,753 194,753 214,700 272,183 194,753 194,753 194,753 194,753 214,700 272,183 Payroll Taxes 225,791 17,368 17,368 17,368 17,368 19,278 24,143 17,369 17,369 17, 369 17,369 19,279 24,143 Employee Benefits 931,370 76, 191 76,191 76,191 76,191 77,404 83,515 76,192 76,192 76,192 76,192 77,404 83,515 Part-time Wages 133,619 11,134 11,135 11,135 11,135 11,135 11,135 11,135 11,135 11, 135 11,135 11,135 11,135 Contract Labor 35,000 2,916 2,916 2,916 2,916 2,917 2,917 2,917 2,917 2, 917 2,917 2,917 2,917

TOTAL PERSONNEL

EXPENSE
3,857,570 302,362 302,363 302,363 302,363 325,434 393,893 302,366 302,366 302,366 302,366 325,435 393,893

OTHER OPERATING

EXPENSE
Advertising 7,500 625 625 625 625 625 625 625 625 625 625 625 625 Automobile Expense 1,500 125 125 125 125 125 125 125 125 125 125 125 125 Bad Debt 20,000 1,666 1,666 1,666 1,666 1, 667 1,667 1,667 1,667 1,667 1,667 1,667 1,667 Building Supplies 73,998 6,166 6,166 6,166 6,166 6,166 6,166 6,167 6,167 6, 167 6,167 6,167 6,167 Computer Services 32,371 2,697 2,697 2,697 2, 697 2,697 2,698 2,698 2,698 2,698 2,698 2,698 2,698 Consulting & Professional Fees 88,570 7,380 7,380 7,381 7,381 7,381 7,381 7,381 7, 381 7,381 7,381 7,381 7,381 Contracted Services 62,820 5,235 5,235 5,235 5, 235 5,235 5,235 5,235 5,235 5,235 5,235 5,235 5,235 Data Processing Fees 143,146 11,928 11,928 11,929 11,929 11,929 11,929 11,929 11,929 11,929 11,929 11,929 11,929 Dues & Subscriptions 3,899 324 325 325 325 325 325 325 325 325 325 325 325 Equipment & Supply Rental 19,200 1,600 1,600 1,600 1,600 1,600 1,600 1,600 1,600 1,600 1,600 1,600 1,600 Equip Maintenance Agreement 180,674 15,057 15,057 15, 056 15,056 15,056 15,056 15,056 15,056 15,056 15,056 15,056 15,056

613
City of
Santa Clara

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | NON-DEPARTMENTAL

SANTA CLARA CONVENTION CENTER
FISCAL YEAR 2024 - July 1, 2023 - June 30, 2024

BUDGET PROPOSAL - INCOME STATEMENT
TOTAL July August September October November December January February March April May June

OTHER OPERATING

EXPENSE
Insurance 287,364 23,947 23,947 23,947 23,947 23, 947 23,947 23,947 23,947 23,947 23,947 23,947 23,947 Licenses and Permits 4,459 371 371 371 371 371 372 372 372 372 372 372 372 Management Fee 352,653 29,387 29,387 29,387 29,388 29, 388 29,388 29,388 29,388 29,388 29,388 29,388 29,388 Meetings/Conferences 14,585 1,216 1,216 1,216 1, 216 1,216 1,215 1,215 1,215 1,215 1,215 1,215 1,215 Office Supplies 13,500 1,125 1,125 1,125 1, 125 1,125 1,125 1,125 1,125 1,125 1,125 1,125 1,125 Other - Lighting 15,750 1,312 1,312 1,312 1,312 1,312 1,312 1,313 1,313 1, 313 1,313 1,313 1,313 Photography 3,750 312 312 312 312 312 312 313 313 313 313 313 313 Postage 3,500 291 291 291 291 292 292 292 292 292 292 292 292 Printing 2,500 209 209 209 209 208 208 208 208 208 208 208 208 Recruitment 500 41 41 41 41 42 42 42 42 42 42 42 42
Repairs/Maintenance 94,922 7,911 7,911 7,910 7, 910 7,910 7,910 7,910 7,910 7,910 7,910 7,910 7,910 Telephone 7,368 614 614 614 614 614 614 614 614 614 614 614 614 Tools/Equipment 10,500 875 875 875 875 875 875 875 875 875 875 875 875 Training 13,285 973 973 973 974 974 1,774 974 974 974 974 974 1,774 Trash Hauling 89,618 7,469 7,469 7,468 7,468 7,468 7,468 7,468 7,468 7, 468 7,468 7,468 7,468 Travel & Entertainment 26,310 1,985 1,985 1,984 1,984 1,984 1,984 1,984 1,984 4,484 1,984 1,984 1,984 Uniforms 17,500 1,459 1,459 1,459 1,459 1,458 1,458 1,458 1,458 1,458 1,458 1,458 1,458 Utilities 951,739 79,311 79,311 79,311 79,311 79,311 79,312 79,312 79,312 79,312 79,312 79,312 79,312 Allocation of Utilities (119,941) (9,996) (9,995) (9,995) (9, 995) (9,995) (9,995) (9,995) (9,995) (9,995) (9,995) (9,995) (9,995)

TOTAL OPERATING

EXPENSES
2,423,542 201,616 201,618 201,615 201,617 201,618 202,420 201,623 201,623 204,123 201,623 201,623 202,423 TOTAL INDIRECT EXPENSES 6,281,128 503,981 503,983 503,980 503,982 527,052 596,312 503,988 503,988 506,488 503,988 527,057 596,315 CAPITAL EXPENSE 0000000000000
NET INCOME / (SUBSIDY) 104,174 (196,446) (93,144) 196,077 214, 544 57,992 (287,214) (185,235) (116,321) 282,542 277,237 33,770 (79,631)

614
City of
Santa Clara

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | NON-DEPARTMENTAL

SANTA CLARA CONVENTION CENTER
FISCAL YEAR 2024 - July 1, 2023 - June 30, 2024

EVENTS BUDGET

CONVENTIONS
TRADE
SHOWS

CONSUMER
SHOWS

SPECIAL

EVENTS MEETINGS BANQUETS

SPORTING

EVENTS TOTALS
NUMBER OF EVENTS 31 19 12 59 51 25 23 220
GENERAL ATTENDANCE 69,229 26,850 30,750 44,623 31,721 16,690 26, 333 246,196 DAYS 156 56 39 100 83 34 75 543

DIRECT EVENT REVENUE
RENTAL REVENUE 1,522,496 669,157 332,255 395,991 315,137 190,935 455,540 3,881,511 SERVICE REVENUE 532,559 146,521 133,091 195,394 212,443 65,911 10,461 1,296,380 DIRECT EVENT REVENUE 2,055,055 815,678 465,346 591,385 527,580 256,846 466,001 5,177,891

SERVICE REVENUE
EQUIPMENT RENTAL 28,301 34,461 21,031 27,308 12,357 9,882 10,461 143,801 IN HOUSE ELECTRICAL BILLED 0 0 0 0 32,000 0 0 32,000
TELECOMMUNICATIONS BILLED 504,258 112,060 112,060 168,086 168,086 56,029 0 1,120,579 TOTAL SERVICE REVENUE 532,559 146,521 133,091 195,394 212,443 65,911 10,461 1,296,380

SERVICE REVENUE TO RENTAL

REVENUE RATIO

35.0% 21.9% 40.1% 49.3% 67.4% 34.5% 2.3% 33.4%
LESS SERVICE EXPENSES:

TELECOMMUNICATIONS EXPENSE 373,151 82,924 82,924 124,384 124,384 41,461 0 829,228 TOTAL SERVICE EXPENSES 373,151 82,924 82,924 124,384 124,384 41,461 0 829,228 NET SERVICE INCOME/(LOSS) 159,408 63,597 50,167 71,010 88,059 24,450 10,461 467,152 SERVICE REVENUE PROFIT MARGIN 29.9% 43.4% 37.7% 36.3% 41.5% 37.1% 100.0% 36.0%

FOOD & BEVERAGE
CATERING 4,601,342 783,532 88,022 139,943 798,919 1,507,792 76,526 7,996,076

GROSS FOOD & BEVERAGE

REVENUE
4,601,342 783,532 88,022 139,943 798,919 1,507,792 76,526 7,996,076 CATERING EXPENSE-Food 3,950,286 672,668 75,568 120,142 685,878 1,294,450 65,698 6,864,690 TOTAL FOOD & BEVERAGE EXPENSE 3,950,286 672,668 75,568 120,142 685,878 1,294,450 65,698 6,864,690 NET FOOD & BEVERAGE INCOME 651,056 110,864 12,454 19,801 113,041 213,342 10,828 1,131,386

FOOD & BEVERAGE EVENT PROFIT
MARGIN

14.1% 14.1% 14.1% 14.1% 14.1% 14.1% 14.1% 14.1%

615
City of
Santa Clara

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | NON-DEPARTMENTAL

SANTA CLARA CONVENTION CENTER
FISCAL YEAR 2024 - July 1, 2023 - June 30, 2024

EVENTS BUDGET

CONVENTIONS
TRADE
SHOWS

CONSUMER
SHOWS

SPECIAL

EVENTS MEETINGS BANQUETS

SPORTING

EVENTS TOTALS

AUDIO VISUAL REVENUE
AV SERVICE REVENUE 654,669 145,482 145,482 218,224 218,224 72,742 0 1,454,823 AV SERVICE EXPENSE 438,628 97, 473 97,473 146,210 146,210 48,737 0 974,731 NET AUDIO VISUAL INCOME 216,041 48,009 48,009 72,014 72,014 24,005 0 480,092 AUDIO VISUAL PROFIT MARGIN 33.0% 33.0% 33.0% 33.0% 33.0% 33.0% 0.0% 33.0%

ELECTRICAL SERVICES
ELECTRICAL SERVICES REVENUE 709,353 109,860 16,489 27,666 7,443 400 0 871,211 ELECTRICAL SERVICES EXPENSE 496,547 76,902 11,543 19,366 5,210 280 0 609,847 NET ELECTRICAL SERVICES INCOME 212,806 32,958 4,947 8,300 2,233 120 0 261,363

ELECTRICAL SERVICES PROFIT
MARGIN

30.0% 30.0% 30.0% 30.0% 30.0% 30.0% 0.0% 30.0%
TOTAL ANCILLARY INCOME 1,079,903 191, 831 65,410 100,115 187,288 237,466 10,828 1,872,841 EVENT OPERATING INCOME 2,761,807 924, 584 447,832 567,116 590,485 452,851 476,829 6,221,504 TOTAL GROSS REVENUE 8,020,419 1,854,551 715,340 977,218 1,552,166 1,837,780 542,527 15,500,000

616
City of
Santa Clara

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | NON-DEPARTMENTAL

SANTA CLARA CONVENTION CENTER
FISCAL YEAR 2025 - July 1, 2024 - June 30, 2025

BUDGET PROPOSAL INCOME STATEMENT

OVG BUDGET BUDGET BUDGET VARIANCE
2024/25 2023/24 FAV / (UNFAV)
# OF EVENTS 255 220 35
ATTENDANCE 260,846 246,196 14,650
DAYS 590 543 47

DIRECT EVENT REVENUE
RENTAL REVENUE 4,376,218 3,881,511 494,707
SERVICE REVENUE 1,427,515 1,296,380 131,135
TOTAL DIRECT EVENT REVENUE 5,803,733 5,177,891 625,842

ANCILLARY REVENUE
FOOD AND BEVERAGE REVENUE 9,285,712 7,996,075 1,289,637 AUDIO-VISUAL REVENUE 1,673,066 1,454,823 218,243
ELECTRICAL REVENUE 1,237,488 871,211 366,277
TOTAL ANCILLARY REVENUE 12,196,266 10,322,109 1,874,157 TOTAL EVENT REVENUE 17,999,999 15,500,000 2,499,999
OTHER REVENUE 193,014 163,770 29,244
TOTAL GROSS REVENUE 18,193,013 15,663,770 2,529,243

EVENT EXPENSE
SERVICE EXPENSE 926,783 829,228 (97,555)
FOOD & BEVERAGE EXPENSE 7,796,861 6,864,689 (932,172)
AUDIO-VISUAL EXPENSE 1,118,450 974,732 (143,718)
ELECTRICAL EXPENSE 876,688 609,847 (266,841)
TOTAL EVENT EXPENSE 10,718,782 9,278,496 (1,440,286)
TOTAL EVENT INCOME 7,281,217 6,221,504 1,059,713
TOTAL INCOME WITH OTHER REVENUE 7,474,232 6,385,274 1,088,958

INDIRECT EXPENSES
EXECUTIVE 457,746 437,636 (20,110)
FINANCE 562,508 547,041 (15,467)
MARKETING & SALES 572,630 466,447 (106,183)
EVENTS 560,396 463,116 (97,280)
OPERATIONS 3,290,406 2,854,867 (435,539)
OVERHEAD 1,604,743 1,511,997 (92,746)
TOTAL INDIRECT EXPENSES 7,048,429 6,281,104 (767,325)
CAPITAL EXPENSE 0 0 0
NET INCOME / (SUBSIDY) 425,803 104,170 321,633

617

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | NON-DEPARTMENTAL

SANTA CLARA CONVENTION CENTER
FISCAL YEAR 2025 - July 1, 2024 - June 30, 2025

BUDGET PROPOSAL - INCOME STATEMENT
TOTAL July August September October November December January February March April May June # OF EVENTS 255 16 16 26 25 20 20 19 20 25 24 25 19 GENERAL ATTENDANCE 260,846 22,288 12,575 26,013 33,109 24,876 11,874 17,378 11,232 28,176 29,425 26,003 17,897 DAYS 590 38 44 51 59 45 28 44 47 51 61 82 40

TOTAL EVENT REVENUE
Consumer Shows 537,346 45,769 46,500 47,186 102,065 87,028 0 10,710 30,853 40,774 54,245 65,946 6,270 Conventions 2,118,112 136,436 79,802 152,283 282,542 111,300 90,000 73,196 58,986 352,499 316,788 251,865 212,415 Banquets 310,817 20,325 40,505 58,735 50,572 35,700 11,912 5,355 9,708 17,506 20,878 22,401 17,220 Meetings/Conferences 702,216 26,764 49,726 115,880 142,947 64,186 10,896 66,825 33,106 53,396 42,421 63,396 32,673 Special Events 654,093 114,962 30,383 85,322 44,217 42,100 19,887 74,765 41,419 50,113 48,518 63,085 39,323 Sporting Events 616,086 25,000 27,980 55,960 41,440 85,280 30,210 82,006 101,462 26,482 56,092 64,044 20,130 Trade Shows 865,064 5,575 38,359 130,914 93,761 106,400 0 71,777 68,620 108,474 85,329 97,181 58,674

TOTAL DIRECT EVENT

REVENUE
5,803,734 374,831 313,255 646,280 757,544 531,994 162,905 384,634 344,154 649,244 624,271 627,918 386,705

ANCILLARY REVENUE
Service Revenue only 1,427,515 65,977 121,287 203,952 103,604 121,658 1,088 121,414 77,416 194,250 89,586 240,433 86,850 Food & Beverage Revenue 9,285,712 114,770 809,457 1,146,474 1,006,127 599,544 752,194 122,631 728,740 1,088,410 1,139,927 912,742 864,696 Audio-Visual Revenue 1,673,066 35,500 47,576 142,984 162,012 204,000 113,373 74,761 81,692 278,668 144,261 180,180 208,059 Electrical Revenue 1,237,488 201,141 2,060 0 164,304 545 52,707 26,076 8,000 26,286 213,696 287,500 255,172

TOTAL ANCILLARY

REVENUE
12,196,266 351,411 859,093 1,289,458 1,332,443 804,089 918,274 223,468 818,432 1,393,364 1,497,884 1,380,422 1,327,927 TOTAL EVENT REVENUE 18,000,000 726,242 1,172,348 1,935,738 2,089,987 1,336,083 1,081,179 608,102 1,162,586 2,042,608 2,122,155 2,008,340 1,7 14,632

OTHER REVENUE
Advertising & Sponsorship 42,750 3,563 3,563 3,563 3,563 3,563 3,563 3,563 3,563 3,563 3,563 3,563 3,563 Cancellation Fees 65,000 5,417 5,417 5,417 5,417 5,417 5,417 5,417 5,417 5,417 5,417 5,417 5,417 Interest and Dividends 35,000 2,917 2,917 2,917 2,917 2,917 2,917 2,917 2,917 2,917 2,917 2,917 2,917 F&B Vending 720 60 60 60 60 60 60 60 60 60 60 60 60
Misc IT & Cell Tower Revenue 49,544 4,105 4,105 4,105 4,105 4,105 4,105 4,152 4,152 4,152 4,152 4,152 4,152 TOTAL OTHER REVENUE 193,014 16,062 16,062 16,062 16,062 16,062 16,062 16,109 16,109 16,109 16,109 16,109 16,109 TOTAL GROSS REVENUE 18,193,014 742,304 1,188,410 1,951,800 2,106,049 1,352,145 1,097,241 624,211 1,178,695 2,058,717 2,138,264 2,024,449 1,730,741

618
City of
Santa Clara

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | NON-DEPARTMENTAL

SANTA CLARA CONVENTION CENTER
FISCAL YEAR 2025 - July 1, 2024 - June 30, 2025

BUDGET PROPOSAL - INCOME STATEMENT
TOTAL July August September October November December January February March April May June

EVENT EXPENSE

Service Expense 926,783 41,253 80,354 127,173 62,638 84,360 0 79,255 55,889 127,384 52,726 169,353 46,398 Food & Beverage Expense 7,796,861 96,368 679,670 962,651 844,807 503,414 631,589 102,969 611,895 913,897 957,154 766,395 726,052 Audio-Visual Expense 1,118,450 23,785 31,876 95,799 108,548 136,680 75,960 47,585 54,734 186,708 96,655 120,721 139,400 Elecrical Expense 876,688 143,328 1,442 0 115,013 409 36,923 18,253 6,000 19,714 155,110 201,875 178,621 TOTAL EVENT EXPENSE 10,718,782 304,734 793,342 1,185,623 1,131,006 724,8 63 744,472 248,062 728,518 1,247,70 3 1,261,645 1,2 58,344 1,090,471 NET EVENT INCOME 7,281,218 421,509 379,006 750,115 958,982 611,220 336,708 360,040 434,068 794,905 860,509 749,995 624,161

NET INCOME W/OTH

REVENUE
7,474,232 437,570 395,067 766,176 975,043 627,281 352,769 376,148 450,176 811,013 876,617 766,103 640,269

INDIRECT EXPENSES

PERSONNEL EXPENSE
Salaries 3,096,922 238,225 238,225 238,225 238,225 259,169 336,393 238,225 238,225 238,225 238,225 259,169 336,393 Payroll Taxes 238,947 18,381 18,381 18,381 18,381 20,383 25,568 18,381 18,381 18,381 18,381 20,383 25,568 Employee Benefits 957,796 78,442 78,442 78,442 78,442 79,715 85,415 78,442 78,442 78,442 78,442 79,715 85,415 Part-time Wages 172,741 14,395 14,395 14,395 14,395 14,395 14,395 14,395 14,395 14,395 14,395 14,395 14,395 Contract Labor 35,000 2,917 2,917 2,917 2,917 2,917 2,917 2,917 2,917 2,917 2,917 2,917 2,917

TOTAL PERSONNEL

EXPENSE
4,501,406 352,360 352,360 352,360 352,360 376,579 464,688 352,360 352,360 352,360 352,360 376,579 464,688

OTHER OPERATING

EXPENSE
Advertising 7,500 625 625 625 625 625 625 625 625 625 625 625 625 Automobile Expense 1,545 129 129 129 129 129 129 129 129 129 129 129 129 Bad Debt 15,000 1,250 1,250 1,250 1,250 1,250 1,250 1,250 1,250 1,250 1,250 1,250 1,250 Building Supplies 77,454 6,454 6,454 6,454 6,454 6,454 6,454 6,454 6,454 6,454 6,454 6,454 6,454 Computer Services 35,776 2,981 2,981 2,981 2,981 2,981 2,981 2,981 2,981 2,981 2,981 2,981 2,981 Consulting & Professional Fees 87,777 7,315 7,315 7,315 7,315 7,315 7,315 7,315 7,315 7,315 7,315 7,315 7,315 Contracted Services 57,820 4,818 4,818 4,818 4,818 4,818 4,818 4,818 4,818 4,818 4,818 4,818 4,818 Data Processing Fees 145,426 12,119 12,119 12,119 12,119 12,119 12,119 12,119 12,119 12,119 12,119 12,119 12,119 Dues & Subscriptions 5,169 431 431 431 431 431 431 431 431 431 431 431 431 Equipment & Supply Rental 19,776 1,648 1,648 1,648 1,648 1,648 1,648 1,648 1,648 1,648 1,648 1,648 1,648 Equip Maintenance Agreement 189,708 15,809 15,809 15,809 15,809 15,809 15,809 15,809 15,809 15,809 15,809 15,809 15,809

619
City of
Santa Clara

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | NON-DEPARTMENTAL

SANTA CLARA CONVENTION CENTER
FISCAL YEAR 2025 - July 1, 2024 - June 30, 2025

BUDGET PROPOSAL - INCOME STATEMENT
TOTAL July August September October November December January February March April May June

OTHER OPERATING

EXPENSE
Insurance 329,737 27,478 27,478 27,478 27,478 27,478 27,478 27,478 27,478 27,478 27,478 27,478 27,478 Licenses and Permits 4,593 383 383 383 383 383 383 383 383 383 383 383 383 Management Fee 379,294 31,608 31,608 31,608 31,608 31,608 31,608 31,608 31,608 31,608 31,608 31,608 31,608 Meetings/Conferences 14,585 1,215 1,215 1,215 1,215 1,215 1,215 1,215 1,215 1,215 1,215 1,215 1,215 Office Supplies 14,850 1,238 1,238 1,238 1,238 1,238 1,238 1,238 1,238 1,238 1,238 1,238 1,238 Other - Lighting 16,538 1,378 1,378 1,378 1,378 1,378 1,378 1,378 1,378 1,378 1,378 1,378 1,378 Photography 3,750 313 313 313 313 313 313 313 313 313 313 313 313 Postage 3,500 292 292 292 292 292 292 292 292 292 292 292 292 Printing 2,500 208 208 208 208 208 208 208 208 208 208 208 208 Recruitment 500 42 42 42 42 42 42 42 42 42 42 42 42
Repairs/Maintenance 103,082 8,590 8,590 8,590 8,590 8,590 8,590 8,590 8,590 8,590 8,590 8,590 8,590 Telephone 8,808 734 734 734 734 734 734 734 734 734 734 734 734 Tools/Equipment 11,550 963 963 963 963 963 963 963 963 963 963 963 963 Training 11,958 997 997 997 997 997 997 997 997 997 997 997 997 Trash Hauling 92,308 7,692 7,692 7,692 7,692 7,692 7,692 7,692 7,692 7,692 7,692 7,692 7,692 Travel & Entertainment 28,083 2,090 2,090 2,090 2,090 2,090 2,090 2,090 2,090 5,090 2,090 2,090 2,090 Uniforms 18,400 1,533 1,533 1,533 1,533 1,533 1,533 1,533 1,533 1,533 1,533 1,533 1,533 Utilities 999,326 83,277 83,277 83,277 83,277 83,277 83,277 83,277 83,277 83,277 83,277 83,277 83,277 Allocation of Utilities (139,286) (11,607) (11,607) (11,607) (11,607) (11,607) (11,607) (11,607) (11,607) (11,607) (11,607) (11,607) (11,607 )

TOTAL OPERATING

EXPENSES
2,547,024 212,002 212,002 212,002 212,002 212,002 212,002 212,002 212,002 215,002 212,002 212,002 212,002 TOTAL INDIRECT EXPENSES 7,048,430 564,361 564,361 564,361 564,361 588,581 676,690 564,361 564,361 567,361 564,361 588,581 676,690 C A P I T A L E X P E N S E 0000000000000
NET INCOME / (SUBSIDY) 425,803 (126,791) (169,294) 201,815 410,682 38,700 (323,921) (188,213) (114,185) 243,652 312,256 177,522 (36,420)

620
City of
Santa Clara

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | NON-DEPARTMENTAL

SANTA CLARA CONVENTION CENTER
FISCAL YEAR 2025 - July 1, 2024 - June 30, 2025

EVENTS BUDGET

CONVENTIONS
TRADE
SHOWS

CONSUMER
SHOWS

SPECIAL

EVENTS MEETINGS BANQUETS

SPORTING

EVENTS TOTALS
NUMBER OF EVENTS 36 22 14 68 59 29 27 255
GENERAL ATTENDANCE 66,732 29,600 31,200 37,285 41,847 18,116 36, 066 260,846 DAYS 162 60 46 97 95 38 92 590

DIRECT EVENT REVENUE
RENTAL REVENUE 1,529,670 701,632 395,846 422,037 495,169 234,245 597,619 4,376,218 SERVICE REVENUE 588,442 163,432 141,500 232,055 207,047 76,572 18,467 1,427,515 DIRECT EVENT REVENUE 2,118,112 865,064 537,346 654,092 702,216 310,817 616,086 5,803,733

SERVICE REVENUE
EQUIPMENT RENTAL 24,860 38,189 16,257 44,194 19,186 13,952 18,467 175,105 TELECOMMUNICATIONS BILLED 563,582 125,243 125,243 187,861 187,861 62,620 0 1,252,410 TOTAL SERVICE REVENUE 588,442 163,432 141,500 232,055 207,047 76,572 18,467 1,427,515

SERVICE REVENUE TO RENTAL

REVENUE RATIO

38.5% 23.3% 35.7% 55.0% 41.8% 32.7% 3.1% 32.6%
LESS SERVICE EXPENSES:

TELECOMMUNICATIONS EXPENSE 417,051 92,680 92,680 139,017 139,017 46,339 0 926,784 TOTAL SERVICE EXPENSES 417,051 92,680 92,680 139,017 139,017 46,339 0 926,784 NET SERVICE INCOME/(LOSS) 171,391 70,752 48,820 93,038 68,030 30,233 18,467 500,731 SERVICE REVENUE PROFIT MARGIN 29.1% 43.3% 34.5% 40.1% 32.9% 39.5% 100.0% 35.1%

FOOD & BEVERAGE
CATERING 5,385,763 905,636 119,936 152,226 911,199 1,716,103 94,848 9,285,711

GROSS FOOD & BEVERAGE

REVENUE
5,385,763 905,636 119,936 152,226 911,199 1,716,103 94,848 9,285,711 CATERING EXPENSE-Food 4,522,222 760,428 100,706 127,819 765,099 1,440,947 79,640 7,796,861 TOTAL FOOD & BEVERAGE EXPENSE 4,522,222 760,428 100,706 127,819 765,099 1,440,947 79,640 7,796,861 NET FOOD & BEVERAGE INCOME 863,541 145,208 19,230 24,407 146,100 275,156 15,208 1,488,850

FOOD & BEVERAGE EVENT PROFIT
MARGIN

16.0% 16.0% 16.0% 16.0% 16.0% 16.0% 16.0% 16.0%

621
City of
Santa Clara

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | NON-DEPARTMENTAL

SANTA CLARA CONVENTION CENTER
FISCAL YEAR 2025 - July 1, 2024 - June 30, 2025

EVENTS BUDGET

CONVENTIONS
TRADE
SHOWS

CONSUMER
SHOWS

SPECIAL

EVENTS MEETINGS BANQUETS

SPORTING

EVENTS TOTALS

AUDIO VISUAL REVENUE
AV SERVICE REVENUE 752,880 167,306 167,306 250,960 250,960 83,654 0 1,673,066 AV SERVICE EXPENSE 504,430 112, 095 112,095 168,143 168,143 53,544 0 1,118,450 NET AUDIO VISUAL INCOME 248,450 55,211 55,211 82,817 82,817 30,110 0 554,616 AUDIO VISUAL PROFIT MARGIN 33.0% 33.0% 33.0% 33.0% 33.0% 36.0% 0.0% 33.1%

ELECTRICAL SERVICES
ELECTRICAL SERVICES REVENUE 1,028,571 109,860 20,000 55,958 22,500 600 0 1,237,489 ELECTRICAL SERVICES EXPENSE 720,000 82,395 15,000 41,968 16,875 450 0 876,688 NET ELECTRICAL SERVICES INCOME 308,571 27,465 5,000 13,990 5,625 150 0 360,801

ELECTRICAL SERVICES PROFIT
MARGIN

30.0% 25.0% 25.0% 25.0% 25.0% 25.0% 0.0% 29.2%
TOTAL ANCILLARY INCOME 1,420,564 227, 884 79,441 121,214 234,542 305,417 15,208 2,404,270 EVENT OPERATING INCOME 3,121,625 1, 000,267 524,107 636,290 797,741 569,895 631,294 7,281,219 TOTAL GROSS REVENUE 9,285,327 2,047,865 844, 588 1,113,237 1,886,875 2, 111,174 710,934 18,000,000

622
City of
Santa Clara
Sports and Open Space
Authority
623

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624

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | SPORTS AND OPEN SPACE AUTHORITY Sports and Open Space Authority

The Sports and Open Space Authority of t he City of Santa Clara (Authority) was cr eated by the City Council in 1974 to establish a separate entity to acquire and develop open space within the City of Santa Clara. The validity of the Authority and its legal existence was established in 1975 by final judgment of the Santa Clara County Superior Court. The Santa Clara Golf and Tennis Club (SCGTC) was developed by the Authority on City-owned land and operated under a management agreement with a private company and a private restaurant facility at the Golf and Tennis Club leased to a private operator. In 1997/98, the City Council set aside appr oximately 40 acres of the former golf course site to be preserved and maintained as open space, and, in calendar year 1999, the Authority approved the sale of 4.3 acres of the former golf course property to the City’s Redevelopment Agency to be disposed of as a site for development of affordable housing.

The Authority terminated operations of SCGTC in late calendar year 2019 and the land will be redeveloped into a mixed- use commercial/residential project. There is minimal funding budgeted in Fiscal Year 2023/24 and Fiscal Year 2024/25 for the Open Space Authority.

Budget Summary

FY 2021/22
Actual
FY 2022/23
Adopted
FY 2023/24
Proposed
FY 2023/24
Change %
FY 2024/25
Proposed
FY 2024/25
Change %
8011 Sports and Open Space
Authority
9,163 5,420 10,000 84.5% 10,200 2.0%
9,163 5,420 10,000 84.5% 10,200 2.0%
9,163 5,420 10,000 84.5% 10,200 2.0%
Dollars by Fund
9,163 5,420 10,000 84.5% 10,200 2.0%
Total by Fund 9,163 5,420 10,000 84.5% 10,200 2.0%
Dollars by Category
Salary and Benefits
Board Member Stipend 4,590 4,920 5,000 1.6% 5,100 2.0%
Total Salary and Benefits 4,590 4,920 5,000 1.6% 5,100 2.0% Non-Personnel
Materials/Services/Supplies 4,573 500 5,000 900.0% 5,100 2.0% Total Non-Personnel 4,573 500 5,000 900.0% 5,100 2.0%
Total by Category 9,163 5,420 10,000 84.5% 10,200 2.0%
Sports and Open Space Authority Fund
Dollars by Division / Program
Sports and Open Space Authority
Total Sports and Open Space
Authority
Total by Division / Program

625

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626

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | APPENDICES Outside Group Funding

The City considers funding non-profit community organizations to meet significant community needs or address concerns of Santa Clara residents. Funding in any case is made on an individual basis dependent upon City budget limitation, past performance and services provided.

Community
Organization Department Description FY 2023/24 FY 2024/25 Bill Wilson Center Community
Development
Provides family and individual counseling and
youth crisis intervention at local schools and
grief support services, including individual and
group counseling
30,000 30,000
Catholic Charities
Long Term Care
Ombudsman
Community
Development
Monitors quality of care to elderly and disabled
residents of long-term care facilities
10,000 10,000
Firehouse Fun
Run
Electric Utility A Santa Clara community walk/run event established to support Santa Clara Unified
School District and local Military Veterans
1,000 1,000
Health Trust –
Meals on Wheels
Community
Development
Provides seniors and adults with disabilities hot,
nutritious meals five days a week
30,000 30,000
Heart of the
Valley
Community
Development
Provides transportation for seniors and disabled
persons who are unable to travel by bus or
other public transportation, collect demographic
information on new paratransit clients and to
coordinate and train volunteers for service
delivery
30,000 15,000
HOPE Services –
Educational
Services
Community
Development
Provides educational services to people with
developmental disabilities
30,000 30,000
Live Oak Adult
Day Services
Community
Development
Provides adult day care for dependent and
disabled seniors
15,000 15,000
Next Door
Solutions
Community
Development
Provides case management for residents at
HomeSafe Santa Clara, a transitional housing
program for victims of domestic violence
30,000 0
Parade of
Champions (In-
Kind Services)
Non-
Departmental
Provides in-kind City resources for the parade
to celebrate community champions including
civic and community leaders
60,000 61,200
Project Sentinel –
Rent Mediation
Community
Development
Provides advice, referrals, counseling, and
mediation services to tenants and landlords to
resolve disputes regarding rental arrangements
67,803 67,803

627

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | APPENDICES Community
Organization Department Description FY 2023/24 FY 2024/25 Santa Clara
Ballet
Non-
Departmental
Provides cultural, music, dancing, entertainment
and performances
10,000 10,000
Santa Clara
Senior Nutrition
Parks and
Recreation
Provides daily delivery of meals to severely
disabled and homebound seniors
24,000 24,000
Santa Clara
Sister Cities
Association
Non-
Departmental
Funding for the cultural exchange program for the
City of Santa Clara’s three sister cities, Coimbra,
Portugal, Limerick, Ireland and Izumo, Japan
5,659 5,659
Santa Clara
Swim Club
Parks and
Recreation
Host swim meets which bring national and
international visitors to our city
20,000 20,000
Santa Clara
Unified School
District STEAM
Symposium
Electric Utility Celebration by the Santa Clara Unified School District of Science, Technology, Engineering, Art
and Math (STEAM) learning within and out of the
classroom
5,000 5,000
Senior Adult
Legal Assistance
Community
Development
Provides free legal services for seniors that
include advice and referrals, document writing
and legal representation
30,000 30,000
Women’s League
– Showtime
Non-
Departmental
Raises funds in support of the Senior Center
Health and Wellness Program
20,000 20,000
State of the
Valley
Conference
Electric Utility Silicon Valley’s annual “town meeting” convenes stakeholders from the entire region to discuss the
Valley’s challenges and opportunities. The
Silicon Valley Index is shared and discussed
30,000 30,000
Triton Museum Non-
Departmental
Provides artistic exhibitions and educational
programs
295,927 296,054
United Way
Silicon Valley –
2-1-1 Phone
System
Community
Development
Non-emergency information and referral for health
and human services
5,000 5,000
Total Outside Group Funding 749,389 705,716

628

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | APPENDICES FY 2023/24 Capital Improvement Program Budget Amendments

Cemetery Capital Fund (593)
Project
Source of
Funds
Use of
Funds Explanation
Transfer from the General
Fund / PW Capital
Projects Management -
Cemetery
(9,597) (9,597) Eliminates funding for the Public Works Capital Management allocation based on the recalculated
project distribution. The Transfer from the General
Fund that supports this cost is also eliminated.

Total Cemetery Capital
Fund
(9,597) (9,597)

City Affordable Housing Capital Fund (565)
Project
Source of
Funds
Use of
Funds Explanation
Unrestricted Beginning
Fund Balance /
Unrestricted Ending Fund
Balance
5,760,576 5,760,576 Increa ses the Unrestricted Beginning Fund Balance and Unrestricted Ending Fund Balance to account for
changes from the FY 2023/24 Adopted CIP budget.

Total City Affordable
Housing Capital Fund
5,760,576 5,760,576

Convention Center Capital Fund (865)
Project
Source of
Funds
Use of
Funds Explanation
Unrestricted Beginning
Fund Balance /
Unrestricted Ending Fund
Balance
(69,029) (69,029) De creases the Unrestricted Beginning Fund Balance and Unrestricted Ending Fund Balance to account for
changes from the FY 2023/24 Adopted CIP budget.

Total Convention Center
Capital Fund
(69,029) (69,029)

Electric Utility Capital Fund (591)
Project
Source of
Funds
Use of
Funds Explanation
Beginning Fund Balance -
Unrestricted
10,622,092

Increases the Unrestricted Beginning Fund Balance
to reflect the estimated FY 2022/23 Unrestricted
Ending Fund Balance.

629

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | APPENDICES Electric Utility Capital Fund (591) (Cont’d.)
Project
Source of
Funds
Use of
Funds Explanation
Other Revenue
(Developer Contributions)
4,992,000

A net increase to Developer Contributions, including:
decrease of $225,000 for the Fiber Development,
Design, and Expansion project, increase of $3.35
million for the New Business Estimate Work project,
increase of $1.1 million for the Transmission and
Distribution Capital Maintenance and Betterments
project, increase of $2.8 million for the Memorex
Junction Substation project, and a decrease of $2.0
million for the Transmission Loop 2 project.

Other Revenue (Load
Development Fees)
16,865,000

A net increase to the Load Development Fee revenue
to support capital projects based on revised capital
project needs and funding shifts.

Transfer from the Electric
Debt Service Fund
184,300,000

Establishes the transfer from the Electric Debt
Service Fund to fund the SRS Rebuild and
Replacement, KRS Rebuild and Replacement, NRS-
KRS 115kV Line, and the NRS Transformer and
Breaker Upgrades projects.

Transfer from the Electric
Utility Fund
(27,924,239)

Reduces the transfer from the Electric Utility Fund to
support capital projects based on revised capital
project needs and funding shifts. This change has
been incorporated in the base budget for the Electric
Utility Fund.

Substation Physical
Security Improvements

(33,223) Eliminates the project budget for FY 2023/24 to remove associated salary project costs to align with
update project timeline. This action is offset by a
reduction to the transfer in from the electric utility fund - customer service charges.

Transmission and
Distribution Capital
Maintenance and
Betterments

1,100,000 Increases the project budget to reflect requested work from a developer to perform infrastructure
improvements near Fairview Substation. This project
is developer funded and an offsetting action is
included to increase developer contributions revenue.

Substation Capital
Maintenance &
Betterments

1,034,000 Increases the project budget to reflect substation capital improvements including a transformer rebuild,
transformer control upgrades, switchgear monitoring,
and dissolved gas analysis equipment. This increase
is funded by a transfer in from the Electric Utility
Fund, customer service charges.

630

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | APPENDICES Electric Utility Capital Fund (591) (Cont’d.)
Project
Source of
Funds
Use of
Funds Explanation
NRS 230kv Spare
Transformer

(15,000,000) Eliminates the project budget to close out the project and consolidate it into the NRS Transformer and
Breaker Upgrade Project, formerly the NRS
Transformer Replacement project. The project scope
will be incorporated into the NRS Transformer and
Breaker Upgrades project.

Replace Balance of Plant
Control System (DCS)

(2,025,000) Decreases the project budget to align with updated project timeline. Funding will be reappropriated in
future budget actions as needed.

Northwest Loop Capacity
Upgrade

2,600,000 Increases the project budget to reflect an updated schedule and coordination of the design for several
transmission projects. An increase to the Load
Development Fee revenue is recommended to offset
this increase.

NRS Breaker 392
Addition

(176,000) Eliminates the project budget to close out the project and consolidate it into the NRS Transformer and
Breaker Upgrade Project, formerly the NRS
Transformer Replacement project. The project scope
will be incorporated into the NRS Transformer and
Breaker Upgrades project.

Memorex Junction
Substation

2,767,000 Increases the project budget to align with the updated project schedule and substation agreement. This
project is developer funded and an offsetting action is included to increase developer contributions revenue.
60KV Breaker Upgrades

(9,608,000) Eliminates the project budget for FY 2023/24 to align with the most recent System Expansion Plan Study
accepted by Council. Additional details can be found
in the system expansion plan report for the California
Independent System Operators Transmission
Planning Process 2023/24 accepted by the City
Council on November 15, 2022 in RTC 22-1172.

SRS Rebuild and
Replacement

29,000,000 Increases the project budget to reflect updated costs primarily due to higher material costs. Funding for the increase will be provided by a transfer from the
Electric Utility Debt Service Fund.

631

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | APPENDICES Electric Utility Capital Fund (591) (Cont’d.)
Project
Source of
Funds
Use of
Funds Explanation
KRS Rebuild and
Replacement

30,700,000 Increases the project budget to reflect updated costs primarily due to higher material costs. Funding for the increase will be provided by a transfer from the
Electric Utility Debt Service Fund.

NRS Transformer and
Breaker Upgrades -
Formerly the NRS
Transformer Replacement
project

76,283,394 Increases the project budget to include the addition of two new transformers, 115kV and 60kV bus work,
and breaker configuration upgrades at the Northern
Receiving Station (NRS). Additional details can be
found in the system expansion plan report for the
California Independent System Operators
Transmission Planning Process 2023/24 accepted by
the City Council on November 15, 2022 in RTC 22-
1172. This increase also consolidates the scope and
budget of the NRS 230kv Spare Transformer and
NRS Breaker 392 Addition projects. Funding for the
increase will be provided by a transfer from the
Electric Utility Debt Service Fund. This action also
renames the project from "NRS Transformer
Replacement" to "NRS Transformer and Breaker
Upgrades".

NRS-KRS 115kV Line

29,258,000 Increases the project budget to reflect an updated schedule to align with design work and easement
acquisitions. Funding for the increase will be provided by a transfer from the Electric Utility Debt Service
Fund.

Transmission Loop 1
Formerly the Reconfigure
Northwest & Center
Loops project

3,500,000 Increases the project budget to reflect an updated schedule to align with design work. An increase to the
Load Development Fee budget is recommended to
offset this increase. This action also renames the
project from "Reconfigure Northwest & Center Loops"
to "Transmission Loop 1" as was stated in RTC 22-
1172 approved by Council November 15, 2022.

Battery Energy Storage
System

(58,246) Decreases the project budget to remove associated salary project costs. This action is offset by a
reduction to the transfer in from the electric utility fund - customer service charges.

Duane-Scott 115kV
Reconductor

1,620,000 Establishe s a new project to upgrade a 115kV transmission line as brought forward in the recent
system expansion plan report for the California
Independent System Operators Transmission
Planning Process 2023/24 accepted by the City
Council on November 15, 2022 in RTC 22-1172. An
increase to the Load Development Fee budget is
recommended to offset this increase.
632

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | APPENDICES Electric Utility Capital Fund (591) (Cont’d.)
Project
Source of
Funds
Use of
Funds Explanation
South Loop Reconductor

18,610,000 Establishes a new project to upgrade a transmission line to serve additional customer loads as brought
forward in the recent system expansion plan report for
the California Independent System Operators
Transmission Planning Process 2023/24 accepted by
City Council on November 15, 2022 in RTC 22-1172.

An increase to the Load Development Fee budget is
recommended to offset this increase.

Unrestricted Ending Fund
Balance

19,282,928 Increases the Unrestricted Ending Fund Balance to offset the actions above.

Total Electric Utility
Capital Fund
188,854,853 188,854,853

Fire Department Capital Fund (536)
Project
Source of
Funds
Use of
Funds Explanation
Transfer from the General
Fund / PW Capital
Projects Management -
Fire
(1,683) (1,683) Eliminates funding for the Public Works Capital Management allocation based on the recalculated
project distribution. The Transfer from the General
Fund that supports this cost is also eliminated.

Total Fire Department
Capital Fund
(1,683) (1,683)

Library Department Capital Fund (537)
Project
Source of
Funds
Use of
Funds Explanation
Transfer from the General
Fund / PW Capital
Projects Management -
Library
(9,187) (9,187) Eliminates funding for the Public Works Capital Management allocation based on the recalculated
project distribution. The Transfer from the General
Fund that supports this cost is also eliminated.

Total Library
Department Capital
Fund
(9,187) (9,187)

Parks and Recreation Capital Fund (532)
Project
Source of
Funds
Use of
Funds Explanation
Unrestricted Beginning
Fund Balance
17,060,294 Increases the Unrestricted Beginning Fund Balance to account for changes from the FY 2023/24 Adopted
CIP budget.

633

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | APPENDICES Parks and Recreation Capital Fund (532) (Cont’d.)
Project
Source of
Funds
Use of
Funds Explanation
Transfer from the General
Fund
258,941

Increases the Transfer from the General Fund to
partially support the Public Works Capital Project
Management allocation.

PW Capital Projects
Management - Parks &
Recreation

1,020,457 Updates the Public Works Capital Management
allocation based on the recalculated project
distribution.

Unrestricted Ending Fund
Balance

16,298,778 Increases the Unrestricted Ending Fund Balance to offset the action above.

Total Parks and
Recreation Capital Fund
17,319,235 17,319,235

Patrick Henry Drive Infrastructure Improvement Fund (542) Project
Source of
Funds
Use of
Funds Explanation
Patrick Henry
Infrastructure Impact Fee
/ Transfer to the General
Fund - Capital Projects
Reserve
69,205 69,205 Increases the Revenue estimate and establishes a transfer to the General Fund Capital Projects Reserve
(CRR). In FY 2022/23, the CPR will advance funding
to this fund for administration costs. This action
repays the CPR for these costs in FY 2023/24.

Total Patrick Henry
Drive Infrastructure
Improvement Fund
69,205 69,205

Public Buildings Capital Fund (538)
Project
Source of
Funds
Use of
Funds Explanation
Transfer from the General
Fund / PW Capital
Projects Management -
Public Buildings
148,699 148,699 Updates the Public Works Capital Management allocation based on the recalculated project
distribution. The Transfer from the General Fund that
supports this cost is also increased.

Transfer from the General
Fund - Capital Projects
Reserve / Stationary
Standby Generators
(80,000) (80,000) De creases the Stationary Standby Generators budget and the associated transfer from the General Fund
Capital Projects Reserve as $80,000 of funding was
advanced from FY 2023/24 to FY 2022/23 as
described in RTC 23-1463 approved by the City
Council on February 21, 2023.

Total Public Buildings
Capital Fund
68,699 68,699

634

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | APPENDICES Recycled Water Capital Fund (597)
Project
Source of
Funds
Use of
Funds Explanation
Unrestricted Beginning
Fund Balance /
Unrestricted Ending Fund
Balance
(1,253,540) (1,253,540) Decreases the Unrestricted Beginning Fund Balance and Unrestricted Ending Fund Balance to account for
changes from the FY 2023/24 Adopted CIP budget.

Total Recycled Water
Capital Fund
(1,253,540) (1,253,540)

Related Santa Clara Developer Fund (540)
Project
Source of
Funds
Use of
Funds Explanation
Developer Contributions (2,073,178)

Decreases the developer contribution estimate from
$3,041,508 to $968,330 to reflect changes to the
project appropriations that will be reimbursed.

Related General Admin
Project

(51,853) Decreases the Related General Admin Project from $370,183 to $318,330 to reflect updated FY 2023/24
salary costs.

Related Permit Work
Project

(2,021,325) As part of the Developer Agreement with Related, 8.0 City positions were created to work on the Related
Santa Clara project; however, these positions are
now unfunded. Of these 8.0 unfunded positions, 7.0
are recommended to be frozen and 1.0 is
recommended to be shifted to the Building
Development Services Fund.

Unrestricted Beginning
Fund Balance /
Unrestricted Ending Fund
Balance
(3,000) (3,000) Decreases the Unrestricted Beginning Fund Balance and Unrestricted Ending Fund Balance to account for
changes from the FY 2023/24 Adopted CIP budget.

Total Related Santa
Clara Developer Fund
(2,076,178) (2,076,178)

Sewer Utility Capital Fund (594)
Project
Source of
Funds
Use of
Funds Explanation
Beginning Fund Balance -
Unrestricted
(9,344,249)

Decreases the Unrestricted Beginning Fund Balance
from $9,404,214 to $59,965 to reflect the breakout of
the restricted sewer conveyance fee portion of the
fund balance that was previously accounted for in the
unrestricted balance.

Beginning Fund Balance -
Restricted Sewer
Conveyance Fee
22,128,559

Increases the Restricted Beginning Fund Balance -
Sewer Conveyance Fee from $0 to $22,128,559 to
reflect the breakout of the restricted sewer
conveyance fee portion of the fund balance that was
previously accounted for in the unrestricted balance.

635

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | APPENDICES Sewer Utility Capital Fund (594) (Cont’d.)
Project
Source of
Funds
Use of
Funds Explanation
Transfer from the Sewer
Utility Fund
(7,651,713)

Decreases the transfer from the Sewer Utility Fund
from $11,518,935 to $3,867,222. This reflects a
change in the funding source for the S.J. - S.C.

Regional Wastewater Facility project from the Sewer
Utility Fund to the Sewer Utility Debt Service Fund.

This decrease also accounts for an advancement of
funding for the Sanitary Sewer Capacity
Improvements project from FY 2023/24 to FY
2022/23.

Transfer from the Sewer
Utility Debt Service Fund
10,000,000

Establishes a transfer from the Sewer Utility Debt
Service Fund for the S.J. - S.C. Regional Wastewater
Facility project. The Water and Sewer Utilities
Department intends to issue debt in FY 2023/24 in the
amount of $30.0 million to refinance the Series 2020
(Regional Wastewater Facility) Installment Sale
Agreement of $20.0 million principal outstanding and
borrow an additional $10.0 million of new debt for the
Regional Wastewater Facility project.

S.J. - S.C. Regional
Wastewater Facility

(2,551,713) Decreases the S. J. - S.C. Regional Wastewater Facility project appropriation from $14,968,166 to
$12,416,453. This reduction reflects the latest
estimate from the City of San Jose, the co-owner of
the Regional Wastewater Facility. A corresponding
decrease to the transfer from the Sewer Utility Fund is also recommended to offset this reduction in the
project appropriation.

Sanitary Sewer System
Improvements

(2,000,000) Eliminates the Sanitary Sewer System Improvements project appropriation in FY 2023/24 to reflect an
advancement of this funding to FY 2022/23.

Sanitary Sewer Capacity
Improvements

5,426 Updates the Public Works Capital Management
allocation based on the recalculated project
distribution.

Sanitary Sewer Hydraulic
Modeling As Needed
Support

3,120 Updates the Public Works Capital Management
allocation based on the recalculated project
distribution.

PW Capital Projects
Management - Sewer

(347,704) Updates the Public Works Capital Management
allocation based on the recalculated project
distribution.

Ending Fund Balance -
Restricted Sewer
Conveyance Fee

21,913,644 Increases the Restricted Beginning Fund Balance - Sewer Conveyance Fee from $0 to $22,913,644 to
reflect the breakout of the restricted sewer
conveyance fee portion of the fund balance that was
previously accounted for in the unrestricted balance.

636

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | APPENDICES Sewer Utility Capital Fund (594) (Cont’d.)
Project
Source of
Funds
Use of
Funds Explanation
Ending Fund Balance -
Unrestricted
(1,890,176) Decreases the Unrestricted Ending Fund Balance from $2,310,477 to $420,301 to reflect anticipated
activity in FY 2023/24.

Total Sewer Utility
Capital Fund
15,132,597 15,132,597

Solid Waste Capital Fund (596)
Project
Source of
Funds
Use of
Funds Explanation
Beginning Fund Balance -
Landfill Corrective Action
Costs
22,899

Increases the Ending Fund Balance - Landfill
Corrective Action Costs Reserve to account for
changes from the FY 2023/24 Adopted CIP budget.

Unrestricted Beginning
Fund Balance
(260,134)

Decreases the Unrestricted Beginning Fund Balance
to account for changes from the FY 2023/24 Adopted
CIP budget.

Ending Fund Balance -
Landfill Corrective Action
Costs

29,619 Increases the Ending Fund Balance - Landfill
Corrective Action Costs Reserve to align with updated
estimates.

Unrestricted Ending Fund
Balance
(266,854) Decreases the Unrestricted Ending Fund Balance to offset the action above.

Total Solid Waste
Capital Fund
(237,235) (237,235)

Storm Drain Capital Fund (535)
Project
Source of
Funds
Use of
Funds Explanation
Transfer from the General
Fund / PW Capital
Projects Management -
Storm Drain
(117,185) (117,185) Updates the Public Works Capital Management allocation based on the recalculated project
distribution. The Transfer from the General Fund that
supports this cost is also decreased.

Unrestricted Beginning
Fund Balance /
Unrestricted Ending Fund
Balance
40,244 40,244 Increases the Unrestricted Beginning Fund Balance and Unrestricted Ending Fund Balance to account for
changes from the FY 2023/24 Adopted CIP budget.

Total Storm Drain
Capital Fund
(76,941) (76,941)

637

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | APPENDICES Street Lighting Capital Fund (534)
Project
Source of
Funds
Use of
Funds Explanation
Transfer from the Electric
Utility Fund
(2,050,000) Decreases the transfer of customer service funds from the Electric Utility Fund for the Street Lights
Replacements - Great America Parkway project.

Great America Street
Light Replacement

(2,050,000) Decreases the project budget to align with updated project timeline. Funding will be reappropriated in
future budget actions as needed.

Unrestricted Beginning
Fund Balance /
Unrestricted Ending Fund
Balance
48,629 48,629 Increases the Unrestricted Beginning Fund Balance and Unrestricted Ending Fund Balance to account for
changes from the FY 2023/24 Adopted CIP budget.

Total Street Lighting
Capital Fund
(2,001,371) (2,001,371)

Streets and Highways Capital Fund (533)
Project
Source of
Funds
Use of
Funds Explanation
Transfer from the General
Fund - Capital Projects
Reserve / Street Tree
Services
463,050 463,050 This proposal provides one-time funding for the third and final year of the implementation of the Modesto
Ash tree removals plan. In FY 2021/22, funding was
placed in this CIP to supplement the operating budget
for maintaining City Street Trees. Funding will be
used for programmed pruning, tree removals, tree
planting and responding to emergency tree work. Of
the requested amount, $322,000 will be allocated for
the multi-year tree mitigation plan that was approved
by Council on February 23, 2021 which brought forth
amendments for the City’s tree service agreements to
increase funding to move forward with the initial
phases of the Modesto Ash risk mitigation measures.

Additional funding was approved as a Budget
Amendment in the form of a new Capital
Improvement Project through the FY 2021/22 &
2022/23 Operating Budget process to continue
implementing the risk mitigation measures identified
in the Plan-It assessment. The remaining $141,000
will be allocated for emergency tree work, which is
utilized throughout the year for storm response and
after hour tree calls, as well as for planting new
replacement trees. In 2022 the City adopted the City
of Santa Clara Municipal Code, Chapter 12.35 Trees
and Shrubs stating "if a vacant site where a street
tree was removed is suitable to support a new street
tree, the site shall be replanted with a suitable tree
species from the City tree list." To maintain the 1 to 1 removal planting ratio sufficient funding is required for plantin
g.

City Council and Authorities ConcurrentMay 9, 2023

City Council and Authorities Concurrent
May 9, 2023