City Council and Authorities Concurrent
June 27, 2023

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
Targ
et
2022/23
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%

582
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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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584
Non-Departmental
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.

• Clean Mobility:
o Implemented e-bicycle and e-scooter share program through vendors Veo and Bird. o Partnered on the grant funded expansion of the zero emissions Via-C upertino On-Demand Shuttle service to provide alternative and cleaner modes of transportation.

• 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. 591

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | NON-DEPARTMENTAL • 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.

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. 592

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | NON-DEPARTMENTAL 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. • 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.
• Continue to implement and provide staff training on wast e reduction best practices and policies within City operations to comply with SB 1383 Organics state mandate. • 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

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

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 Golf Course
Maintenance

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
Targ
et
2022/23
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
~l Cityof
~ 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 # 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.

638

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET | APPENDICES Streets and Highways Capital Fund (533) (Cont’d.)
Project
Source of
Funds
Use of
Funds Explanation
Other Agencies Revenue
/ Tasman Complete
Streets Plan 2021
Improvements Phase 1 –
North San Jose
Settlement Project
1,500,000 1,500,000 Increases the estimate for Other Agencies Revenue and the Tasman Complete Streets Plan 2021
Improvements Phase 1 – North San Jose Settlement
project in the amount of $1.5 million to recognize
payment from the City of San Jose for the Tasman
Complete Streets Plan 2021 Improvements Phase 1
project as part of the North San Jose Settlement,
approved by the City on June 28,2022. This is the
second installment of the total payment of $9,330,000
from the City of San Jose according to the schedule
outlined by the settlement. Previously, $1.5 million
has been collected. These funds are to be used for
complete street improvements on Tasman Drive.

Transfer from the General
Fund / PW Capital
Projects Management -
Streets and Highways
(223,770) (223,770) 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
370,072 370,072 Increases the Unrestricted Beginning Fund Balance and Unrestricted Ending Fund Balance to account for
changes from the FY 2023/24 Adopted CIP budget.

Total Streets and
Highways Capital Fund
2,109,352 2,109,352

Tasman East Infrastructure Improvement Fund (541)
Project
Source of
Funds
Use of
Funds Explanation
Unrestricted Beginning
Fund Balance /
Unrestricted Ending Fund
Balance
3,592,564 3,592,564 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 Tasman East
Infrastructure
Improvement Fund
3,592,564 3,592,564

Water Utility Capital Fund (592)
Project
Source of
Funds
Use of
Funds Explanation
Unrestricted Beginning
Fund Balance /
Unrestricted Ending Fund
Balance
5,136,007 5,136,007 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 Water Utility
Capital Fund
5,136,007 5,136,007

639

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640

California Society of Municipal
Finance Officers
Certificate of Award

Capital Budget Excellence Award
Fiscal Years 2022-2023 & 2023-2024
Presented to the
City of Santa Clara
For meeting the criteria established to achieve the CSMFO Excellence Award in Budgeting.

February 10, 2023

Scott Catlett James Russell-Field, Chair
2022 CSMFO President Recognition Committee
Dedicated Excellence in Municipal Financial Reporting
641
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intentionally left blank.
642
ATTACHMENT 2
City of Santa Clara
Recommended Revisions to the FY 2023/24 Operating and Capital Improvement Program Budget Department
FY 2023/24
Source of
Funds
FY 2023/24
Use of
Funds
FY 2024/25
Source of
Funds
FY 2024/25
Use of
Funds Explanation
Beginning Fund
Balance
1,022,000 Increases the beginning fund balance to
use expenditure savings from FY 2022/23
to fund the budget actions below.

City Manager's
Office - Management
Review
100,000 Increases the FY 2023/24 City Manager's
Office budget to add consultant funding to
evaluate the organizational structure.

City Manager's
Office - Small
Business Assistance
Carryover
330,000 On September 7, 2021, the City Council
approved Report to Council 21-1134, which
recognized funds from a settlement
agreement with the Silicon Valley Chamber
of Commerce and appropriated the funding
for small business assistance. This action
increases the FY 2023/24 City Manager's
Office budget to reflect the carryover of the
unspent funds. A separate action to use
these funds to provide a one-time subsidy
for small businesses with fewer than 49
employees is recommended separately as
part of the June 27, 2023 City Council
Agenda.

Library Department -
Contractual Services
Carryover
300,000 Increases the FY 2023/24 Library
Department budget to reflect the carryover
of unspent FY 2022/23 contractual services
funds of $250,000 for the Library Facilities
Master Plan and $50,000 of remaining
funds for the Library Strategic Plan.

Human Resources
Department -
Recruitment/Hiring
Program
50,000 Increases the FY 2023/24 Human
Resources Department Budget to support
recruitment/hiring efforts. This will fund
various recruiting strategies to fill vacant
positions by highlighting opportunities in the
City of Santa Clara.

General Fund (001)

ATTACHMENT 2
City of Santa Clara
Recommended Revisions to the FY 2023/24 Operating and Capital Improvement Program Budget Department
FY 2023/24
Source of
Funds
FY 2023/24
Use of
Funds
FY 2024/25
Source of
Funds
FY 2024/25
Use of
Funds Explanation
Human Resources
Department - City-
Wide Training
30,000 Increases the FY 2023/24 Human
Resources Department Budget to support
city-wide training, such as customer service
trainings, professional development
trainings, and supervisor/leadership
trainings.

Human Resources
Department -
Employee
Recognition
12,000 Increases the FY 2023/24 Human
Resources Department Budget to support
employee recognition efforts.

Public Works
Department -
Development Fee
Program Fund
Consultant
100,000 Increases the FY 2023/24 Public Works
Department Budget for consultant services
to provide support in analyzing and creating
a new Public Works Development Fee
Program Fund.

Public Works
Department - Storm
Drain Environmental
Compliance Fee
Study
100,000 Increases the FY 2023/24 Public Works
Department budget for consultant services
to conduct a storm drain environmental
compliance fee study.
1,022,000 1,022,000 - -
General Fund (001) (Cont'd.)

ATTACHMENT 2
City of Santa Clara
Recommended Revisions to the FY 2023/24 Operating and Capital Improvement Program Budget Department
FY 2023/24
Source of
Funds
FY 2023/24
Use of
Funds
FY 2024/25
Source of
Funds
FY 2024/25
Use of
Funds Explanation
Transfer from City
Affordable Housing
Capital Fund
1,600,000 This action recognizes a transfer from the
City Affordable Housing Capital Fund to
provide funding for the Homekey -
Benton/Lawrence Operations. This funding
is from the Santana West Settlement
Agreement.

Transfer from
Housing Authority
Fund
3,524,369 This action recognizes a transfer from the
Housing Authority Fund to provide funding
for the Homekey - Benton/Lawrence
Operations.

Homekey -
Benton/Lawrence
Operations
5,124,369 On May 2, 2023, the City Council directed
staff to set aside funding of up to $5.5
million to help fund operations of the
Homekey Interim Housing Development.

This action establishes the appropriation
for the Homekey - Benton/Lawrence
Operations funding. The remaining funding
is anticipated to come from the City's
annual entitlement of California Permanent
Local Housing Allocation (PHLA) program
funds, which is administered by the County.
5,124,369 5,124,369 - - Transfer to City
Affordable Housing
Fund
1,600,000 This action establishes a transfer to the
City Affordable Housing Fund to provide
funding for the Homekey -
Benton/Lawrence Operations. This funding
is from the Santana West Settlement
Agreement.

City Affordable Housing Capital Fund (565)
City Affordable Housing Fund (165)

ATTACHMENT 2
City of Santa Clara
Recommended Revisions to the FY 2023/24 Operating and Capital Improvement Program Budget Department
FY 2023/24
Source of
Funds
FY 2023/24
Use of
Funds
FY 2024/25
Source of
Funds
FY 2024/25
Use of
Funds Explanation
1601 Civic Center
Drive - Low Income
Housing Project
- This is a technical correction to the funding source of the 1601 Civic Center Drive - Low
Income Housing Project. As approved by
the City Council on September 1, 2020,
$1.6 million of the Santana West
Settlement Agreement was to be allocated
to the 1601 Civic Center Drive - Low
Income Housing project. On May 2, 2023,
the City Council directed staff to set aside
funding of up to $5.5 million to help fund
operations of the Homekey Interim Housing
Development. Staff recommends that the
1601 Civic Center project be funded from
housing impact fees collected and the $1.6
million settlement funding be reallocated to
the Homekey development.

Unrestricted Ending
Fund Balance -
Housing Impact
Fees
(1,600,000) This action decreases the unrestricted
ending fund balance to offset the action
recommended above.
- - - -
Other Revenue /
Transfer to the
Streets and
Highways Capital
Fund - Carryover
Adjustments
1,108,500 1,108,500 This action carries over the Other Revenue estimate and Transfer to the Streets and
Highways Fund of $1,108,500 from FY
2022/23 for the regional traffic mitigation
fees anticipated from Related Santa Clara
for the Multimodal Improvement Plan
Phase 1 and Multimodal Improvement Plan
Phase 2 projects in the Streets and
Highways Capital Fund as revenue has not
yet been received for the projects.
1,108,500 1,108,500 - -
Developer Traffic Payments Fund (124)
City Affordable Housing Capital Fund (565) (Cont'd.)

ATTACHMENT 2
City of Santa Clara
Recommended Revisions to the FY 2023/24 Operating and Capital Improvement Program Budget Department
FY 2023/24
Source of
Funds
FY 2023/24
Use of
Funds
FY 2024/25
Source of
Funds
FY 2024/25
Use of
Funds Explanation
NCIP - CDBG (312,552) On May 9, 2023, the City Council approved the FY 2023/24 Annual Action Plan and
directed staff to incorporate all public
comment into the final version prior to
submission to Housing and Urban
Development (HUD). This action
incorporates all changes and aligns to the
final version submitted to HUD.

Rehab - Affordable
Rental Housing
378,222 On May 9, 2023, the City Council approved the FY 2023/24 Annual Action Plan and
directed staff to incorporate all public
comment into the final version prior to
submission to Housing and Urban
Development (HUD). This action
incorporates all changes and aligns to the
final version submitted to HUD.

Homeless Tenant
Based Rental
Assistance
183,412 On May 9, 2023, the City Council approved the FY 2023/24 Annual Action Plan and
directed staff to incorporate all public
comment into the final version prior to
submission to Housing and Urban
Development (HUD). This action
incorporates all changes and aligns to the
final version submitted to HUD.

Unrestricted Ending
Fund Balance
(249,082) This action decreases the unrestricted
ending fund balance to offset the action
recommended above.
- - - -
Housing and Urban Development Fund (562)

ATTACHMENT 2
City of Santa Clara
Recommended Revisions to the FY 2023/24 Operating and Capital Improvement Program Budget Department
FY 2023/24
Source of
Funds
FY 2023/24
Use of
Funds
FY 2024/25
Source of
Funds
FY 2024/25
Use of
Funds Explanation
Transfer to City
Affordable Housing
Fund
3,524,369 On May 2, 2023, the City Council directed
staff to set aside funding of up to $5.5
million to help fund operations of the
Homekey Interim Housing Development. Of
this amount being funded, $3.5 million is
recommended to be transferred to the City
Affordable Housing Fund for this purpose.

Unrestricted Ending
Fund Balance
(3,524,369) This action decreases the unrestricted
ending fund balance to offset the action
recommended above.
- - - -
Beginning Fund
Balance
475,533
Information
Technology -
Replace Network
Equipment
Carryover
296,553
Information
Technology - IT
Strategic Plan
Carryover
100,000
Increases the beginning fund balance to
use expenditure savings from FY 2022/23
to fund the adjustments below.

This action carries over the remaining
balance for network equipment
r
eplacement. After a comprehensive
procurement effort and Council approval,
staff has been working with the vendor on
finalizing the design. Two out of the three
main segments of the design are complete
and the vendor is working with staff on
deploying those areas such as the new
firewalls and Datacenter network.

This action carries over one-time funding
for the IT strategic plan which is meant to
develop effective use of technology to
support Council goals and priorities as well
as City services.

Information Technology Services Fund (045)
Housing Authority Fund (164)

ATTACHMENT 2
City of Santa Clara
Recommended Revisions to the FY 2023/24 Operating and Capital Improvement Program Budget Department
FY 2023/24
Source of
Funds
FY 2023/24
Use of
Funds
FY 2024/25
Source of
Funds
FY 2024/25
Use of
Funds Explanation
Information
Technology -
Computer
Replacement
Carryover
50,000 This action carries over funding for
computer replacement. The Department will
be continuing to stretch the life of existing
systems as much as possible while funding
is built up for a more comprehensive
computer replacement in the next couple of
years.

Information
Technology - County
of Santa Clara Cost
Sharing
6,000 This action adjusts the budget for a cost- sharing agreement with the County of
Santa Clara for image mapping data
acquisition. The Department anticipates
this agreement's cost will increase in FY
2023/24 and this carryover is anticipated to
cover the increase.

Information
Technology -
Microsoft Licensing
Carryover
23,000 This action carries over the remaining
balance for Microsoft Licensing to address
the increasing number of licenses required
throughout City departments.
475,533 475,553 - -
Other Revenue /
Transfer to the
Streets and
Highways Capital
Fund - Carryover
Adjustments
221,500 221,500 This action carries over the Other Revenue estimate and Transfer to the Streets and
Highways Fund of $221,500 from FY
2022/23 for the traffic mitigation fees
anticipated from Related Santa Clara for
the Multimodal Improvement Plan Phase 1
and Multimodal Improvement Plan Phase 2
projects in the Streets and Highways
Capital Fund as revenue has not yet been
received for the projects.
221,500 221,500 - -
Traffic Mitigation Fund (123)
Information Technology Services Fund (045) (Cont'd.)

ATTACHMENT 2
City of Santa Clara
Recommended Revisions to the FY 2023/24 Operating and Capital Improvement Program Budget Department
FY 2023/24
Source of
Funds
FY 2023/24
Use of
Funds
FY 2024/25
Source of
Funds
FY 2024/25
Use of
Funds Explanation
Beginning Fund
Balance
(45,000) (325,000) Decreases the beginning fund balance to reflect the acceleration of vehicle
purchases.

Capital Outlay 325,000 (325,000) Increases the FY 2023/24 Capital Outlay budget to fund the replacement of an aerial
truck for the Electric Utility Department.

This vehicle is currently budgeted for
replacement in FY 2024/25; however,
funding is recommended to be advanced to
FY 2023/24 in an effort to secure pricing
and delivery schedule to minimize impacts
of higher than normal inflation costs and
extended lead times in delivery. Funding in
FY 2024/25 is reduced to align with the
advance replacement.

Capital Outlay (45,000) Decreases the Capital Outlay budget for an electric vehicle replacement for the Electric
Utility Department. This vehicle was
planned for replacement in FY 2023/24,
however, in RTC 23-337 on May 23, 2023
Council approved funding to be advanced
to FY 2022/23 to make use of existing
contract pricing.

Unrestricted Ending
Fund Balance
(325,000) Adjusts the unrestricted fund balance to fund the action above.
(45,000) (45,000) (325,000) (325,000)
Developer
Contributions /
Related General
Admin Project
9,252 9,252 Increases the developer contribution estimate and the Related General Admin
Project to true up the salary costs
associated with the project.
9,252 9,252 - -
Related Santa Clara Developer Fund (540)
Vehicle Replacement Fund (050)

ATTACHMENT 2

CITY OF SANTA CLARA
RECOMMENDED REVISIONS TO THE FY 2023/24 CAPITAL BUDGET
CARRYOVER OF FY 2022/23 CAPITAL FUNDS TO FY 2023/24
Cemetery Capital Fund
Project # Project Name /Funding Source*
Source of
Funds
Use of
Funds
Beginning Fund Balance 221,500
3628 Sarah E. Fox Memorial Mausoleum Repairs 221,500
Cemetery Capital Fund Total 221,500 221,500
City Affordable Housing Capital Fund
Project # Project Name /Funding Source*
Source of
Funds
Use of
Funds
Beginning Fund Balance 1,600,000
5211 1601 Civic Center Drive - Low Income Housing 1,600,000 City Affordable Housing Capital Fund Total 1,600,000 1,600,000 Convention Center Capital Fund
Project # Project Name /Funding Source*
Source of
Funds
Use of
Funds
Beginning Fund Balance 2,146,482
8101 Santa Clara Convention Center Condition Assessment Repair 2,146,482 Convention Center Capital Fund Total 2,146,482 2,146,482 Electric Utility Capital Fund
Project # Project Name /Funding Source*
Source of
Funds
Use of
Funds
Beginning Fund Balance 95,848,918
2004 Fiber Development, Design, and Expansion / Developer Contributions
374,898 1,179,730
2005 New Business Estimate Work 1,721,894
2006 Transmission and Distribution Capital Maintenance and Betterments / Developer Contributions
627,250 6,362,631
2010 Electric Yard Buildings and Grounds 2,122,950
2104 Serra Substation Re-Build 220,000
2111 Implementation of Advanced Metering Infrastructure (AMI) 284,183 2119 Generation Capital Maintenance and Betterments 900,000 2124 Transmission System Reinforcements 395,000
2127 Major Engine Overhaul and Repair 3,769,806
2395 Operations and Planning Technology 1,383,542
2398 Clean Energy and Carbon Reduction 4,313,015
2410 System Capacity Expansion 2,400,751
2418 Esperanca Substation / Developer Contributions 4,497,922 14,431,382 2423 Utility Billing CIS Replacement 2,000,000
2424 Substation Physical Security Improvements 226,503
2429 Storm Water Compliance 715,090
2431 Homestead Substation Rebuild 1,446,330
2432 Yard Pavement Project 835,000

ATTACHMENT 2

CITY OF SANTA CLARA
RECOMMENDED REVISIONS TO THE FY 2023/24 CAPITAL BUDGET
CARRYOVER OF FY 2022/23 CAPITAL FUNDS TO FY 2023/24
Electric Utility Capital Fund (Cont'd.)
Project # Project Name /Funding Source*
Source of
Funds
Use of
Funds
2434 Replace Balance of Plant Control System (DCS) 936,312 2435 DOT Gas Pipeline Upgrades and Repairs 845,000
2437 Valve Replacement and Repair 1,048,828
2440 Oaks Junction / Developer Contributions 2,500,000 2,121,025 2441 Electric Vehicle (EV) Charging 1,932,515
2442 San Tomas Junction / Developer Contributions 4,750,000 2,971,762 2443 Laurelwood Substation / Developer Contributions 5,500,000 5,464,307 2444 Northwest Loop Capacity Upgrade 1,050,000
2446 Renewable Energy Microgrid 4,058,039
2447 Substation Control and Communication System Replacement 40,000 2448 Stender Way Junction Substation / Developer Contributions 6,236,000 7,403,172 2449 Memorex Junction Substation / Developer Contributions 2,834,000 5,154,661 2450 Martin Avenue Junction Substation / Developer Contributions 574,000 770,653 2451 Freedom Circle Junction Substation / Developer Contributions 1,881,785 2,720,157 2452 60KV Breaker Upgrades / Load Development Fee 2,265,000 3,100,000 2453 KRS Rebuild and Replacement 8,000,000
2454 NRS Transformer and Breaker Upgrades 5,660,000
2455 NRS-KRS 115kV Line 2,090,000
2456 SRS Rebuild and Replacement 11,050,000
2457 Bowers Avenue Junction / Developer Contributions 1,458,879 2,781,825 2458 Walsh-Uranium 60kV Reconductor 34,570
2459 Transmission Loop 1 1,187,552
2460 Grizzly Tap Line Repairs 12,500,000
2461 Battery Energy Storage System 1,780,000
2462 Juliette Substation Transformer Rerate and Installation / Developer Contributions
4,312,493 4,253,960
2463 Transmission Loop 2 / Developer Contributions 2,000,000 2,000,000 2464 Democracy Substation / Developer Contributions 787,500 786,500 Electric Utility Capital Fund Total 136,448,645 136,448,645

ATTACHMENT 2

CITY OF SANTA CLARA
RECOMMENDED REVISIONS TO THE FY 2023/24 CAPITAL BUDGET
CARRYOVER OF FY 2022/23 CAPITAL FUNDS TO FY 2023/24
Fire Department Capital Fund
Project # Project Name /Funding Source*
Source of
Funds
Use of
Funds
Beginning Fund Balance 479,843
4063 Replacement SCBA Filling Stations 2,975
4067 Fire Department Accela Implementation 41,053
4084 Protective Equipment Replacement 137,794
4085 Emergency Operations Center Communications System Upgrade 40,599 4086 Emergency Operations Center Capital Refurbishment 3,221 4088 EMS System First Responder Projects 9,695
4094 Computer Aided Dispatch (CAD) Alerting System Upgrade 44,506 4097 Diesel Exhaust Removal Systems 200,000
Fire Department Capital Fund Total 479,843 479,843 General Government Capital Fund
Project # Project Name /Funding Source*
Source of
Funds
Use of
Funds
Beginning Fund Balance 6,821,717
6003 City Facilities Fiber Network 155,945
6075 Permit Information System 138,790
6103 Utility Management Information System (UMIS) Enhancements 1,593,879 6118 CAD/RMS System Replacement 112,049
6179 UPRR Agnew Siding Project - City Utility Protection/Relocation 426,620 6501 FHRMS Update Project 1,000,974
6505 Replace Network Equipment 5,172
6513 Computer Replacement Program 246,712
6514 Consolidate and Upgrade Servers 273,662
6532 Intranet Collaboration Suite Implementation 175,375 6534 GIS Enterprise System (Geospatial Information System) 251,721 6549 Agenda and Document Management Systems 429,426
6551 End User/Desktop Transformation 95,851
6555 Office Reconfiguration 264,160
6557 Fire Station Video Conferencing 104,670
6558 Morse Mansion Maintenance & Repair 55,991
6559 Downtown Master Plan 9,501
6562 Transportation Demand Management 200,000
6563 El Camino Real Specific Plan 992,000
6564 Precise Plan for Downtown 289,219
General Government Capital Fund Total 6,821,717 6,821,717

ATTACHMENT 2

CITY OF SANTA CLARA
RECOMMENDED REVISIONS TO THE FY 2023/24 CAPITAL BUDGET
CARRYOVER OF FY 2022/23 CAPITAL FUNDS TO FY 2023/24
Library Department Capital Fund
Project # Project Name /Funding Source*
Source of
Funds
Use of
Funds
Beginning Fund Balance 251,448
5044 Mission Branch Remodel 7,121
5053 Photovoltaic System Installation at the Northside Branch Library 28,627 5055 Central Park Library - Concrete Sidewalk Replacement 215,700 Library Department Capital Fund Total 251,448 251,448 Parks and Recreation Capital Fund
Project # Project Name /Funding Source*
Source of
Funds
Use of
Funds
Beginning Fund Balance 20,823,850
3001 Park Improvements 20,918
3101 Parks & Recreation Master Plan 300,000
3102 Facility Condition Assessment Update 400,000
3126 Patrick Henry Drive Specific Plan Community Art Center 529,353 3127 Parkland Acquisition 9,976,073
3128 MFA Developer Reimbursement 210,572
3129 Eddie Souza Building Repair 368,353 39,357 3130 Maywood Park Playground Rehabilitation 256,622 2,256,622 3132 Community Park North - Phase 1 500,000 500,000 3133 Central Park Master Plan - New Entrance, Access, and Parking Improvements
2,114,448
3134 Electronic Access for Meeting Rooms 530,441
3136 Westwood Oaks Park Playground Rehabilitation 1,833,384 3137 Warburton Park Playground Rehabilitation 1,331,800 3146 Mission Library Gazebo 5,637
3177 Youth Soccer Fields & Athletic Facilities- Reed & Grant Street 254,969 3181 Park Impact Fees (Quimby and MFA) Monitoring Project 1,011,064 3183 Central Park Magical Bridge Playground 3,156,020 100,947 3184 Montague Park Enhancement 1,374,426
3186 Restroom at Fairway Glen Park 7,063
3187 Bowers Roof Replacement 173,745

ATTACHMENT 2

CITY OF SANTA CLARA
RECOMMENDED REVISIONS TO THE FY 2023/24 CAPITAL BUDGET
CARRYOVER OF FY 2022/23 CAPITAL FUNDS TO FY 2023/24
Parks and Recreation Capital Fund (Cont'd.)
Project # Project Name /Funding Source*
Source of
Funds
Use of
Funds
3194 FF&E Developer Delivered Parkland LSAP 103,561
3195 Henry Schmidt Park Playground Rehabilitation 235,000 3196 Central Park Master Plan- Aquatic Center Planning & Design 358,000 3197 Parks Service Center Roof 800,000
3198 Quimby Developer Reimbursement 637,465
Parks and Recreation Capital Fund Total 25,104,845 25,104,845 Public Buildings Capital Fund
Project # Project Name /Funding Source*
Source of
Funds
Use of
Funds
Beginning Fund Balance 4,648,343
6123 Public Building Parking Lot Improvements 357,821
6137 Hazardous Material Management for City Properties 161,615 6138 Repairs-Modifications to City Buildings 351,814
6139 Repair to Historic Buildings 2,906
6140 Triton Museum Repair and Modifications 21,546
6144 Civic Center Campus Renovation (Multi-Department) 139,127 6153 ADA Self Evaluation and Transition Plan Update 10,529 6158 Stationary Standby Generators 3,452,985
6177 Berman Building Gate and Electrical Panel Upgrades 150,000 Public Buildings Capital Fund Total 4,648,343 4,648,343 Sewer Utility Capital Fund
Project # Project Name /Funding Source*
Source of
Funds
Use of
Funds
Beginning Fund Balance 25,048,516
1909 Sanitary Sewer Capacity Improvements 22,547,077 1912 Sanitary Sewer System Improvements 1,751,439
1916 Walsh Avenue @ San Tomas Aquino Creek Sanitary Sewer Siphon Relocation
750,000
Sewer Utility Capital Fund Total 25,048,516 25,048,516

ATTACHMENT 2

CITY OF SANTA CLARA
RECOMMENDED REVISIONS TO THE FY 2023/24 CAPITAL BUDGET
CARRYOVER OF FY 2022/23 CAPITAL FUNDS TO FY 2023/24
Storm Drain Capital Fund
Project # Project Name /Funding Source*
Source of
Funds
Use of
Funds
Beginning Fund Balance 2,375,564
1811 Storm Drain Pump Station Facility Maintenance & Repair 86,144 1831 Storm Drain Repairs and Maintenance 100,000
1834 Storm Drain System Improvements 33,268
1835 Storm Drain Pump Station Outfall Reconstruction Program 287,703 1837 Storm Water Retention Basin Remediation 10,877
1838 SDPS Motor and Control Maintenance, Repair, and Replacement 158,785 1839 Urban Runoff Pollution Prevention Program 215,000
1840 Kiely Blvd.-Saratoga Creek Storm Drain Outfall Relocation 125,500 1841 Laurelwood Pump Station Rehabilitation 850,843
1843 Lafayette St. Underpass at Subway Pump Station 10,476 1844 Storm Drain Slide Gate Rehabilitation 496,968
Storm Drain Capital Fund Total 2,375,564 2,375,564 Street Lighting Capital Fund
Project # Project Name /Funding Source*
Source of
Funds
Use of
Funds
Beginning Fund Balance 3,438,500
2871 Miscellaneous Street Lighting 7,000
2874 LED Street Lighting Retrofit 1,670,000
2875 Great America Street Light Replacement Project 1,761,500 Street Lighting Capital Fund Total 3,438,500 3,438,500 Streets and Highways Capital Fund
Project #
Project Name /Funding Source*
Source of
Funds
Use of
Funds
Beginning Fund Balance 28,801,197
1202 Agnew Road At-Grade Crossing / Revenue from Other Agency - CalTrans
561,598 560,645
1203 Annual Creek Trail Rehabilitation Program 1,240,000 1204 Saratoga Creek Trail (Homeridge Park to Central Park) 2,510,453 1205 Pepper Tree Neighborhood Traffic Calming Study 91,055 1211 Neighborhood Traffic Calming 492,578
1212 LED Traffic Signal & Safety Light Replacements / Grant Funding 485,000 1,202,810 1217 Traffic Signal Management Software Upgrade/Replacement 1,520,685 1218 Traffic Pre-Emptors 879,266
1219 Traffic Signal Enhancements 1,257,725
1220 Pedestrian and Bicycle Enhancement Facilities 1,335,480 1225 Santa Clara VTA - Congestion Management Program 21

ATTACHMENT 2

CITY OF SANTA CLARA
RECOMMENDED REVISIONS TO THE FY 2023/24 CAPITAL BUDGET
CARRYOVER OF FY 2022/23 CAPITAL FUNDS TO FY 2023/24
Streets and Highways Capital Fund (Cont'd.)
Project # Project Name /Funding Source*
Source of
Funds
Use of
Funds
1226 Uncontrolled Crosswalks Improvements 857,117
1227 Changeable Message Signs 3,406,728
1232 Traffic Signal Interconnect Upgrade 886,874
1234 Transportation Modeling Update 51,049
1235 Annual Street Maintenance and Rehabilitation Program / VTA Measure B
10,242,849 12,219,194
1237 MCB/GAP Intersection Improvement Project 2,301,734 1239 Adaptive Signal System 1,850,000
1244 Scott Blvd Traffic Signal Interconnect & Coordination 120,726 1245 Benton Bike Lanes 1,233,521
1246 Bassett and Laurelwood Bicycle Lanes / Grant Funding 824,361 842,015 1249 Multimodal Improvement Plan Phase 1 Projects / Transfer from the Traffic Mitigation Fund (Related)
161,500 740,000
1249 Multimodal Improvement Plan Phase 1 Projects / Transfer from the Developer Traffic Payments Fund (Related)
578,500
1250 Annual Curb Ramp Installation 301,430
1251 HAWK Beacon on Scott and Harrison 186,107
1252 Scott Boulevard Signal Timing Phase II 16,575
1254 Public Right-of-Way ADA Improvements (Settlement Agreement) 390,256 1255 Adaptive Signal System (Santana West Settlement Agreement) 950,000 1258 Multimodal Improvement Plan Phase 2 Projects / Developer Contributions
750,000 1,340,000
1258 Multimodal Improvement Plan Phase 2 Projects/ Transfer from the Traffic Mitigation Fund (Related)
60,000
1258 Multimodal Improvement Plan Phase 2 Projects / Transfer from the Developer Traffic Payments Fund (Related)
530,000
1259 Monroe - Los Padres Traffic Signal Modification 543,182 1260 Traffic Calming (Santana West Settlement Agreement) 250,000 1261 Santa Clara School Access Improvements / Grant Funding 723,389 13,043 1267 Lick Mill Pedestrian Beacons Upgrade 500,000
1271 Tree Replacement 17,747
1272 TDA 21 Bicycle Facilities Upgrade / Grant Funding 94,054 94,054

ATTACHMENT 2

CITY OF SANTA CLARA
RECOMMENDED REVISIONS TO THE FY 2023/24 CAPITAL BUDGET
CARRYOVER OF FY 2022/23 CAPITAL FUNDS TO FY 2023/24
Streets and Highways Capital Fund (Cont'd.)
Project # Project Name /Funding Source*
Source of
Funds
Use of
Funds
1274 Lafayette Class IV Bike Lanes / VTA Measure B 180,000 199,703 1275 De La Cruz Boulevard Class IV Bikeway Study / VTA Measure B 138,952 1276 Monroe Street Class II Buffered Bicycle Lane Study / VTA Measure B
138,626
1277 Walsh Avenue Class IV Bikeway Study / VTA Measure B 174,011 7,696 1279 Multi-Jurisdictional Transportation Technology / VTA Measure B ITS
135,000 135,000
1280 MCB Class IV Bike Lanes / Grant Funding 11,123 65,000 1283 Stevens Creek Boulevard Vision Study 100,296
1284 Santa Clara Pedestrian and Bicycle School Safety / Grant Funding 25,000 25,000 1285 Pruneridge Avenue Signal Timing / Grant Funding 84,970 1,000,000 1286 Tasman Complete Streets Plan 2021 Improvements Phase 1 – North San Jose Settlement
1,500,000
1287 Citywide Priority Curb Ramp / Grant Funding 309,078 309,078 1288 Cupertino-Santa Clara On-Demand Shuttle Project 689,547 1325 Bridge Maintenance Program 1,369,894
1376 Safe Routes to School / VTA Measure B 414,157 7,595 1382 Sidewalk, Curb and Gutter Repair 150,000
1385 Santa Clara Citywide ITS Project 1 / VTA Measure B ITS 260,939 1386 Santa Clara Citywide ITS Project 2 / VTA Measure B ITS 435,177 358,602 Streets and Highways Capital Fund Total 46,119,481 46,119,481 Tasman East Infrastructure Improvement Fund
Project # Project Name /Funding Source* Source of
Funds
Use of
Funds
Beginning Fund Balance 1,423,145
4611 Tasman East Developer Reimbursement 1,423,145
Tasman East Infrastructure Improvement Fund Total 1,423,145 1,423,145 Water Utility Capital Fund
Project # Project Name /Funding Source*
Source of
Funds
Use of
Funds
Beginning Fund Balance 2,869,756
7005 Buildings and Grounds 580,000
7057 Asset Management Program 197,636
7059 New and Replacement Wells 2,092,120
Water Utility Capital Fund Total 2,869,756 2,869,756 * Source of fund other than beginning fund balance is shown after the project name.

CITY OF SANTA CLARA
FY 2023/24 APPROPRIATION SCHEDULE - OPERATING FUNDS
Attachment 3
Fund
Mayor and City
Council Offices
City Attorney's
Office
City Clerk's
Office
City Auditor's
Office
General Fund 1,124,281 3,076,516 1,947,261 948,445
Special Revenue Funds
Bridge Maintenance District #2 Fund
Building Development Services Fund
Building Special Programs and Training Fund
City Affordable Housing Fund
Community Facilities District 2019-1 Lawrence Station
Fund
Convention Center Maintenance District Fund
Developer Traffic Payments Fund
Downtown Parking Maintenance District Fund
Endowment Care Fund
Fire Development Services Fund
Fire Operating Grant Trust Fund
Gas Tax Fund
Housing and Urban Development Fund
Housing Authority Fund
Housing Successor Agency Fund
Park and Recreation Operating Grant Trust Fund
Perpetual Care Fund
Public, Educational and Governmental Fee Fund
Road Maintenance and Rehabilitation (SB1) Fund
Traffic Mitigation Fund
TOTAL 0 0 0 0
Enterprise Funds
Cemetery Fund
Convention Center Enterprise Fund
Electric Operating Grant Trust Fund
Electric Utility Fund
Sewer Utility Fund
Solid Waste Fund
Water Recycling Fund
Water Utility Fund
TOTAL 0 0 0 0
Internal Service Funds
Communications Acquisitions Fund
Fleet Operations Fund
Information Technology Service Fund
Public Works Capital Projects Management Services
Fund
Special Liability Insurance Fund
Unemployment Insurance Fund
Vehicle Replacement Fund
Workers' Compensation Fund
TOTAL 0 0 0 0
Debt Service Funds
Electric Utility Debt Service Fund
Public Facilities Financing Corporation Fund
Sewer Utility Debt Service Fund
TOTAL 0 0 0 0
Other Agency Fund
Sports and Open Space Authority Fund
TOTAL 0 0 0 0
GRAND TOTAL 1,124,281 3,076,516 1,947,261 948,445

CITY OF SANTA CLARA
FY 2023/24 APPROPRIATION SCHEDULE - OPERATING FUNDS
Attachment 3
Fund
General Fund
Special Revenue Funds
Bridge Maintenance District #2 Fund
Building Development Services Fund
Building Special Programs and Training Fund
City Affordable Housing Fund
Community Facilities District 2019-1 Lawrence Station
Fund
Convention Center Maintenance District Fund
Developer Traffic Payments Fund
Downtown Parking Maintenance District Fund
Endowment Care Fund
Fire Development Services Fund
Fire Operating Grant Trust Fund
Gas Tax Fund
Housing and Urban Development Fund
Housing Authority Fund
Housing Successor Agency Fund
Park and Recreation Operating Grant Trust Fund
Perpetual Care Fund
Public, Educational and Governmental Fee Fund
Road Maintenance and Rehabilitation (SB1) Fund
Traffic Mitigation Fund
TOTAL
Enterprise Funds
Cemetery Fund
Convention Center Enterprise Fund
Electric Operating Grant Trust Fund
Electric Utility Fund
Sewer Utility Fund
Solid Waste Fund
Water Recycling Fund
Water Utility Fund
TOTAL
Internal Service Funds
Communications Acquisitions Fund
Fleet Operations Fund
Information Technology Service Fund
Public Works Capital Projects Management Services
Fund
Special Liability Insurance Fund
Unemployment Insurance Fund
Vehicle Replacement Fund
Workers' Compensation Fund
TOTAL
Debt Service Funds
Electric Utility Debt Service Fund
Public Facilities Financing Corporation Fund
Sewer Utility Debt Service Fund
TOTAL
Other Agency Fund
Sports and Open Space Authority Fund
TOTAL

GRAND TOTAL
City Manager's
Office
Community
Development
Department
Electric Utility
Department
Finance
Department
5,410,204 5,121,256 18,192,257
13,874,054
44,995
6,683,926
3,993,723
3,981,562
873,227
0 29,451,487 0 0
42,917,231
676,086,628
0 0 719,003,859 0
0 0 0 0
0 0 0 0
0 0 0 0
5,410,204 34,572,743 719,003,859 18,192,257

CITY OF SANTA CLARA
FY 2023/24 APPROPRIATION SCHEDULE - OPERATING FUNDS
Attachment 3
Fund
General Fund
Special Revenue Funds
Bridge Maintenance District #2 Fund
Building Development Services Fund
Building Special Programs and Training Fund
City Affordable Housing Fund
Community Facilities District 2019-1 Lawrence Station
Fund
Convention Center Maintenance District Fund
Developer Traffic Payments Fund
Downtown Parking Maintenance District Fund
Endowment Care Fund
Fire Development Services Fund
Fire Operating Grant Trust Fund
Gas Tax Fund
Housing and Urban Development Fund
Housing Authority Fund
Housing Successor Agency Fund
Park and Recreation Operating Grant Trust Fund
Perpetual Care Fund
Public, Educational and Governmental Fee Fund
Road Maintenance and Rehabilitation (SB1) Fund
Traffic Mitigation Fund
TOTAL
Enterprise Funds
Cemetery Fund
Convention Center Enterprise Fund
Electric Operating Grant Trust Fund
Electric Utility Fund
Sewer Utility Fund
Solid Waste Fund
Water Recycling Fund
Water Utility Fund
TOTAL
Internal Service Funds
Communications Acquisitions Fund
Fleet Operations Fund
Information Technology Service Fund
Public Works Capital Projects Management Services
Fund
Special Liability Insurance Fund
Unemployment Insurance Fund
Vehicle Replacement Fund
Workers' Compensation Fund
TOTAL
Debt Service Funds
Electric Utility Debt Service Fund
Public Facilities Financing Corporation Fund
Sewer Utility Debt Service Fund
TOTAL
Other Agency Fund
Sports and Open Space Authority Fund
TOTAL

GRAND TOTAL
Fire Department
Human
Resources
Department
Information
Technology
Department
Library
Department
62,616,032 4,300,090 11,135,937
3,109,073
4,006,904
200,000
7,115,977 0 200,000 0
0 0 0 0
13,570,485
0 0 13,570,485 0
0 0 0 0
0 0 0 0
69,732,009 4,300,090 13,770,485 11,135,937

CITY OF SANTA CLARA
FY 2023/24 APPROPRIATION SCHEDULE - OPERATING FUNDS
Attachment 3
Fund
General Fund
Special Revenue Funds
Bridge Maintenance District #2 Fund
Building Development Services Fund
Building Special Programs and Training Fund
City Affordable Housing Fund
Community Facilities District 2019-1 Lawrence Station
Fund
Convention Center Maintenance District Fund
Developer Traffic Payments Fund
Downtown Parking Maintenance District Fund
Endowment Care Fund
Fire Development Services Fund
Fire Operating Grant Trust Fund
Gas Tax Fund
Housing and Urban Development Fund
Housing Authority Fund
Housing Successor Agency Fund
Park and Recreation Operating Grant Trust Fund
Perpetual Care Fund
Public, Educational and Governmental Fee Fund
Road Maintenance and Rehabilitation (SB1) Fund
Traffic Mitigation Fund
TOTAL
Enterprise Funds
Cemetery Fund
Convention Center Enterprise Fund
Electric Operating Grant Trust Fund
Electric Utility Fund
Sewer Utility Fund
Solid Waste Fund
Water Recycling Fund
Water Utility Fund
TOTAL
Internal Service Funds
Communications Acquisitions Fund
Fleet Operations Fund
Information Technology Service Fund
Public Works Capital Projects Management Services
Fund
Special Liability Insurance Fund
Unemployment Insurance Fund
Vehicle Replacement Fund
Workers' Compensation Fund
TOTAL
Debt Service Funds
Electric Utility Debt Service Fund
Public Facilities Financing Corporation Fund
Sewer Utility Debt Service Fund
TOTAL
Other Agency Fund
Sports and Open Space Authority Fund
TOTAL

GRAND TOTAL
Parks &
Recreation
Department
Police
Department
Department of
Public Works
Water and
Sewer Utility
Department
21,933,152 85,598,562 25,799,934
80,000
241,292 94,760 37,221
1,919,119
1,108,500
136,990
30,000
4,650,000
152,363
500
2,500,000
921,500
424,155 94,760 11,353,330 0
1,535,171
33,856,908
39,316,243
8,234,584
54,294,067
1,535,171 0 39,316,243 96,385,559
995,232
5,462,441
4,111,656
3,069,600
0 995,232 12,643,697 0
0 0 0 0
0 0 0 0
23,892,478 86,688,554 89,113,204 96,385,559

CITY OF SANTA CLARA
FY 2023/24 APPROPRIATION SCHEDULE - OPERATING FUNDS
Attachment 3
Fund
General Fund
Special Revenue Funds
Bridge Maintenance District #2 Fund
Building Development Services Fund
Building Special Programs and Training Fund
City Affordable Housing Fund
Community Facilities District 2019-1 Lawrence Station
Fund
Convention Center Maintenance District Fund
Developer Traffic Payments Fund
Downtown Parking Maintenance District Fund
Endowment Care Fund
Fire Development Services Fund
Fire Operating Grant Trust Fund
Gas Tax Fund
Housing and Urban Development Fund
Housing Authority Fund
Housing Successor Agency Fund
Park and Recreation Operating Grant Trust Fund
Perpetual Care Fund
Public, Educational and Governmental Fee Fund
Road Maintenance and Rehabilitation (SB1) Fund
Traffic Mitigation Fund
TOTAL
Enterprise Funds
Cemetery Fund
Convention Center Enterprise Fund
Electric Operating Grant Trust Fund
Electric Utility Fund
Sewer Utility Fund
Solid Waste Fund
Water Recycling Fund
Water Utility Fund
TOTAL
Internal Service Funds
Communications Acquisitions Fund
Fleet Operations Fund
Information Technology Service Fund
Public Works Capital Projects Management Services
Fund
Special Liability Insurance Fund
Unemployment Insurance Fund
Vehicle Replacement Fund
Workers' Compensation Fund
TOTAL
Debt Service Funds
Electric Utility Debt Service Fund
Public Facilities Financing Corporation Fund
Sewer Utility Debt Service Fund
TOTAL
Other Agency Fund
Sports and Open Space Authority Fund
TOTAL

GRAND TOTAL
Non-
Departmental
Convention
Center Other Agency
Other Internal
Service
34,591,631
0 0 0 0
16,103,582
0 16,103,582 0 0
6,195,000
105,000
6,097,000
0 0 0 12,397,000
0 0 0 0
10,000
0 0 10,000 0
34,591,631 16,103,582 10,000 12,397,000

CITY OF SANTA CLARA
FY 2023/24 APPROPRIATION SCHEDULE - OPERATING FUNDS
Attachment 3
Fund
General Fund
Special Revenue Funds
Bridge Maintenance District #2 Fund
Building Development Services Fund
Building Special Programs and Training Fund
City Affordable Housing Fund
Community Facilities District 2019-1 Lawrence Station
Fund
Convention Center Maintenance District Fund
Developer Traffic Payments Fund
Downtown Parking Maintenance District Fund
Endowment Care Fund
Fire Development Services Fund
Fire Operating Grant Trust Fund
Gas Tax Fund
Housing and Urban Development Fund
Housing Authority Fund
Housing Successor Agency Fund
Park and Recreation Operating Grant Trust Fund
Perpetual Care Fund
Public, Educational and Governmental Fee Fund
Road Maintenance and Rehabilitation (SB1) Fund
Traffic Mitigation Fund
TOTAL
Enterprise Funds
Cemetery Fund
Convention Center Enterprise Fund
Electric Operating Grant Trust Fund
Electric Utility Fund
Sewer Utility Fund
Solid Waste Fund
Water Recycling Fund
Water Utility Fund
TOTAL
Internal Service Funds
Communications Acquisitions Fund
Fleet Operations Fund
Information Technology Service Fund
Public Works Capital Projects Management Services
Fund
Special Liability Insurance Fund
Unemployment Insurance Fund
Vehicle Replacement Fund
Workers' Compensation Fund
TOTAL
Debt Service Funds
Electric Utility Debt Service Fund
Public Facilities Financing Corporation Fund
Sewer Utility Debt Service Fund
TOTAL
Other Agency Fund
Sports and Open Space Authority Fund
TOTAL

GRAND TOTAL
Debt Service Grand Total
281,795,558
80,000
13,874,054
44,995
6,683,926
373,273
1,919,119
1,108,500
136,990
30,000
3,109,073
4,006,904
4,650,000
3,993,723
3,981,562
873,227
152,363
500
200,000
2,500,000
921,500
0 48,639,709
1,535,171
16,103,582
42,917,231
676,086,628
33,856,908
39,316,243
8,234,584
54,294,067
0 872,344,414
995,232
5,462,441
13,570,485
4,111,656
6,195,000
105,000
3,069,600
6,097,000
0 39,606,414
339,529,056 339,529,056
1,402,440 1,402,440
34,041,553 34,041,553
374,973,049 374,973,049
10,000
0 10,000
374,973,049 1,617,369,144

CITY OF SANTA CLARA
FY 2024/25 APPROPRIATION SCHEDULE - OPERATING FUNDS
Attachment 3
Fund
Mayor and City
Council Offices
City Attorney's
Office
City Clerk's
Office
City Auditor's
Office
General Fund 1,176,723 3,205,702 2,067,068 985,489
Special Revenue Funds
Bridge Maintenance District #2 Fund
Building Development Services Fund
Building Special Programs and Training Fund
City Affordable Housing Fund
Community Facilities District 2019-1 Lawrence Station
Fund
Convention Center Maintenance District Fund
Downtown Parking Maintenance District Fund
Endowment Care Fund
Fire Development Services Fund
Fire Operating Grant Trust Fund
Gas Tax Fund
Housing and Urban Development Fund
Housing Authority Fund
Housing Successor Agency Fund
Park and Recreation Operating Grant Trust Fund
Perpetual Care Fund
Public, Educational and Governmental Fee Fund
Road Maintenance and Rehabilitation (SB1) Fund
Traffic Mitigation Fund
TOTAL 0 0 0 0
Enterprise Funds
Cemetery Fund
Convention Center Enterprise Fund
Electric Operating Grant Trust Fund
Electric Utility Fund
Sewer Utility Fund
Solid Waste Fund
Water Recycling Fund
Water Utility Fund
TOTAL 0 0 0 0
Internal Service Funds
Communications Acquisitions Fund
Fleet Operations Fund
Information Technology Service Fund
Public Works Capital Projects Management Services Fund
Special Liability Insurance Fund
Unemployment Insurance Fund
Vehicle Replacement Fund
Workers' Compensation Fund
TOTAL 0 0 0 0
Debt Service Funds
Electric Utility Debt Service Fund
Public Facilities Financing Corporation Fund
Sewer Utility Debt Service Fund
TOTAL 0 0 0 0
Other Agency Fund
Sports and Open Space Authority Fund
TOTAL 0 0 0 0
GRAND TOTAL 1,176,723 3,205,702 2,067,068 985,489

CITY OF SANTA CLARA
FY 2024/25 APPROPRIATION SCHEDULE - OPERATING FUNDS
Attachment 3
Fund
General Fund
Special Revenue Funds
Bridge Maintenance District #2 Fund
Building Development Services Fund
Building Special Programs and Training Fund
City Affordable Housing Fund
Community Facilities District 2019-1 Lawrence Station
Fund
Convention Center Maintenance District Fund
Downtown Parking Maintenance District Fund
Endowment Care Fund
Fire Development Services Fund
Fire Operating Grant Trust Fund
Gas Tax Fund
Housing and Urban Development Fund
Housing Authority Fund
Housing Successor Agency Fund
Park and Recreation Operating Grant Trust Fund
Perpetual Care Fund
Public, Educational and Governmental Fee Fund
Road Maintenance and Rehabilitation (SB1) Fund
Traffic Mitigation Fund
TOTAL
Enterprise Funds
Cemetery Fund
Convention Center Enterprise Fund
Electric Operating Grant Trust Fund
Electric Utility Fund
Sewer Utility Fund
Solid Waste Fund
Water Recycling Fund
Water Utility Fund
TOTAL
Internal Service Funds
Communications Acquisitions Fund
Fleet Operations Fund
Information Technology Service Fund
Public Works Capital Projects Management Services Fun
Special Liability Insurance Fund
Unemployment Insurance Fund
Vehicle Replacement Fund
Workers' Compensation Fund
TOTAL
Debt Service Funds
Electric Utility Debt Service Fund
Public Facilities Financing Corporation Fund
Sewer Utility Debt Service Fund
TOTAL
Other Agency Fund
Sports and Open Space Authority Fund
TOTAL

GRAND TOTAL
City Manager's
Office
Community
Development
Department
Electric Utility
Department
Finance
Department
5,175,582 5,392,464 19,012,771
14,846,926
44,995
1,595,486
2,115,381
414,581
899,463
0 19,916,832 0 0
34,309,180
752,145,329
0 0 786,454,509 0
0 0 0 0
0 0 0 0
0 0 0 0
5,175,582 25,309,296 786,454,509 19,012,771

CITY OF SANTA CLARA
FY 2024/25 APPROPRIATION SCHEDULE - OPERATING FUNDS
Attachment 3
Fund
General Fund
Special Revenue Funds
Bridge Maintenance District #2 Fund
Building Development Services Fund
Building Special Programs and Training Fund
City Affordable Housing Fund
Community Facilities District 2019-1 Lawrence Station
Fund
Convention Center Maintenance District Fund
Downtown Parking Maintenance District Fund
Endowment Care Fund
Fire Development Services Fund
Fire Operating Grant Trust Fund
Gas Tax Fund
Housing and Urban Development Fund
Housing Authority Fund
Housing Successor Agency Fund
Park and Recreation Operating Grant Trust Fund
Perpetual Care Fund
Public, Educational and Governmental Fee Fund
Road Maintenance and Rehabilitation (SB1) Fund
Traffic Mitigation Fund
TOTAL
Enterprise Funds
Cemetery Fund
Convention Center Enterprise Fund
Electric Operating Grant Trust Fund
Electric Utility Fund
Sewer Utility Fund
Solid Waste Fund
Water Recycling Fund
Water Utility Fund
TOTAL
Internal Service Funds
Communications Acquisitions Fund
Fleet Operations Fund
Information Technology Service Fund
Public Works Capital Projects Management Services Fun
Special Liability Insurance Fund
Unemployment Insurance Fund
Vehicle Replacement Fund
Workers' Compensation Fund
TOTAL
Debt Service Funds
Electric Utility Debt Service Fund
Public Facilities Financing Corporation Fund
Sewer Utility Debt Service Fund
TOTAL
Other Agency Fund
Sports and Open Space Authority Fund
TOTAL

GRAND TOTAL
Fire Department
Human
Resources
Department
Information
Technology
Department
Library
Department
63,324,867 4,439,328 11,317,625
3,264,818
4,513,514
200,000
7,778,332 0 200,000 0
0 0 0 0
12,956,944
0 0 12,956,944 0
0 0 0 0
0 0 0 0
71,103,199 4,439,328 13,156,944 11,317,625

CITY OF SANTA CLARA
FY 2024/25 APPROPRIATION SCHEDULE - OPERATING FUNDS
Attachment 3
Fund
General Fund
Special Revenue Funds
Bridge Maintenance District #2 Fund
Building Development Services Fund
Building Special Programs and Training Fund
City Affordable Housing Fund
Community Facilities District 2019-1 Lawrence Station
Fund
Convention Center Maintenance District Fund
Downtown Parking Maintenance District Fund
Endowment Care Fund
Fire Development Services Fund
Fire Operating Grant Trust Fund
Gas Tax Fund
Housing and Urban Development Fund
Housing Authority Fund
Housing Successor Agency Fund
Park and Recreation Operating Grant Trust Fund
Perpetual Care Fund
Public, Educational and Governmental Fee Fund
Road Maintenance and Rehabilitation (SB1) Fund
Traffic Mitigation Fund
TOTAL
Enterprise Funds
Cemetery Fund
Convention Center Enterprise Fund
Electric Operating Grant Trust Fund
Electric Utility Fund
Sewer Utility Fund
Solid Waste Fund
Water Recycling Fund
Water Utility Fund
TOTAL
Internal Service Funds
Communications Acquisitions Fund
Fleet Operations Fund
Information Technology Service Fund
Public Works Capital Projects Management Services Fun
Special Liability Insurance Fund
Unemployment Insurance Fund
Vehicle Replacement Fund
Workers' Compensation Fund
TOTAL
Debt Service Funds
Electric Utility Debt Service Fund
Public Facilities Financing Corporation Fund
Sewer Utility Debt Service Fund
TOTAL
Other Agency Fund
Sports and Open Space Authority Fund
TOTAL

GRAND TOTAL
Parks &
Recreation
Department
Police
Department
Department of
Public Works
Water and
Sewer Utility
Department
22,809,299 90,185,180 26,728,107
80,000
248,531 97,603 38,337
1,774,119
144,609
30,000
2,550,000
152,363
500
2,500,000
1,600,000
431,394 97,603 8,687,065 0
1,591,088
50,232,161
40,785,274
9,502,867
61,185,602
1,591,088 0 40,785,274 120,920,630
1,013,568
5,651,174
4,362,916
4,386,000
0 1,013,568 14,400,090 0
0 0 0 0
0 0 0 0
24,831,781 91,296,351 90,600,536 120,920,630

CITY OF SANTA CLARA
FY 2024/25 APPROPRIATION SCHEDULE - OPERATING FUNDS
Attachment 3
Fund
General Fund
Special Revenue Funds
Bridge Maintenance District #2 Fund
Building Development Services Fund
Building Special Programs and Training Fund
City Affordable Housing Fund
Community Facilities District 2019-1 Lawrence Station
Fund
Convention Center Maintenance District Fund
Downtown Parking Maintenance District Fund
Endowment Care Fund
Fire Development Services Fund
Fire Operating Grant Trust Fund
Gas Tax Fund
Housing and Urban Development Fund
Housing Authority Fund
Housing Successor Agency Fund
Park and Recreation Operating Grant Trust Fund
Perpetual Care Fund
Public, Educational and Governmental Fee Fund
Road Maintenance and Rehabilitation (SB1) Fund
Traffic Mitigation Fund
TOTAL
Enterprise Funds
Cemetery Fund
Convention Center Enterprise Fund
Electric Operating Grant Trust Fund
Electric Utility Fund
Sewer Utility Fund
Solid Waste Fund
Water Recycling Fund
Water Utility Fund
TOTAL
Internal Service Funds
Communications Acquisitions Fund
Fleet Operations Fund
Information Technology Service Fund
Public Works Capital Projects Management Services Fun
Special Liability Insurance Fund
Unemployment Insurance Fund
Vehicle Replacement Fund
Workers' Compensation Fund
TOTAL
Debt Service Funds
Electric Utility Debt Service Fund
Public Facilities Financing Corporation Fund
Sewer Utility Debt Service Fund
TOTAL
Other Agency Fund
Sports and Open Space Authority Fund
TOTAL

GRAND TOTAL
Non-
Departmental
Convention
Center Other Agency
Other Internal
Service
31,638,763
0 0 0 0
18,284,444
0 18,284,444 0 0
6,497,000
110,000
6,327,000
0 0 0 12,934,000
0 0 0 0
0 10,200
0 0 10,200 0
31,638,763 18,284,444 10,200 12,934,000

CITY OF SANTA CLARA
FY 2024/25 APPROPRIATION SCHEDULE - OPERATING FUNDS
Attachment 3
Fund
General Fund
Special Revenue Funds
Bridge Maintenance District #2 Fund
Building Development Services Fund
Building Special Programs and Training Fund
City Affordable Housing Fund
Community Facilities District 2019-1 Lawrence Station
Fund
Convention Center Maintenance District Fund
Downtown Parking Maintenance District Fund
Endowment Care Fund
Fire Development Services Fund
Fire Operating Grant Trust Fund
Gas Tax Fund
Housing and Urban Development Fund
Housing Authority Fund
Housing Successor Agency Fund
Park and Recreation Operating Grant Trust Fund
Perpetual Care Fund
Public, Educational and Governmental Fee Fund
Road Maintenance and Rehabilitation (SB1) Fund
Traffic Mitigation Fund
TOTAL
Enterprise Funds
Cemetery Fund
Convention Center Enterprise Fund
Electric Operating Grant Trust Fund
Electric Utility Fund
Sewer Utility Fund
Solid Waste Fund
Water Recycling Fund
Water Utility Fund
TOTAL
Internal Service Funds
Communications Acquisitions Fund
Fleet Operations Fund
Information Technology Service Fund
Public Works Capital Projects Management Services Fun
Special Liability Insurance Fund
Unemployment Insurance Fund
Vehicle Replacement Fund
Workers' Compensation Fund
TOTAL
Debt Service Funds
Electric Utility Debt Service Fund
Public Facilities Financing Corporation Fund
Sewer Utility Debt Service Fund
TOTAL
Other Agency Fund
Sports and Open Space Authority Fund
TOTAL

GRAND TOTAL
Debt Service Grand Total
287,458,968
80,000
14,846,926
44,995
1,595,486
384,471
1,774,119
144,609
30,000
3,264,818
4,513,514
2,550,000
2,115,381
414,581
899,463
152,363
500
200,000
2,500,000
1,600,000
0 37,111,226
1,591,088
18,284,444
34,309,180
752,145,329
50,232,161
40,785,274
9,502,867
61,185,602
0 968,035,945
1,013,568
5,651,174
12,956,944
4,362,916
6,497,000
110,000
4,386,000
6,327,000
0 41,304,602
36,296,170 36,296,170
1,405,940 1,405,940
2,945,824 2,945,824
40,647,934 40,647,934
10,200
0 10,200
40,647,934 1,374,568,875

CITY OF SANTA CLARA
FY 2023/24 APPROPRIATION SCHEDULE - CAPITAL IMPROVEMENT PROGRAM FUNDS Attachment 3
Project
Number Project Name
Proposed
FY 2023/24
Carryover from
FY 2022/23 /
Other
Adjustments
Amended
FY 2023/24
Cemetery Capital Fund (593)
3628 Sarah E. Fox Memorial Mausoleum Repairs 0 221,500 221,500 TOTAL 0 221,500 221,500
City Affordable Housing Capital Fund (565)
5200 Transfer to the City Affordable Housing Fund 0 1,600,000 1,600,000 5211 Civic Center Drive - Low Income Housing 0 1,600,000 1,600,000 TOTAL 0 3,200,000 3,200,000
Convention Center Capital Fund (865)
8101 Santa Clara Convention Center Condition Assessment Repair 0 2,146,482 2,146,482 TOTAL 0 2,146,482 2,146,482
Electric Utility Capital Fund (591)
2452 60KV Breaker Upgrades 0 3,100,000 3,100,000
2461 Battery Energy Storage System 200,000 1,780,000 1,980,000 2457 Bowers Avenue Junction 0 2,781,825 2,781,825
2398 Clean Energy and Carbon Reduction 0 4,313,015 4,313,015 2464 Democracy Substation 0 786,500 786,500
2435 DOT Gas Pipeline Upgrades and Repairs 0 845,000 845,000 NEW Duane-Scott 115kV Reconductor 1,620,000 0 1,620,000 2441 Electric Vehicle (EV) Charging 1,000,000 1,932,515 2,932,515 2010 Electric Yard Buildings and Grounds 566,000 2,122,950 2,688,950 2418 Esperanca Substation 12,484,526 14,431,382 26,915,908 2004 Fiber Development, Design, and Expansion 2,262,737 1,179,730 3,442,467 2451 Freedom Circle Junction Substation 1,363,250 2,720,157 4,083,407 2119 Generation Capital Maintenance and Betterments 2,100,000 900,000 3,000,000 2460 Grizzly Tap Line Repairs 12,500,000 12,500,000 25,000,000 2431 Homestead Substation Rebuild 0 1,446,330 1,446,330 2111 Implementation of Advanced Metering Infrastructure (AMI) 0 284,183 284,183 2462 Juliette Substation Transformer Rerate and Installation 0 4,253,960 4,253,960 2453 KRS Rebuild and Replacement 78,460,203 8,000,000 86,460,203 2443 Laurelwood Substation 0 5,464,307 5,464,307
2127 Major Engine Overhaul and Repair 205,000 3,769,806 3,974,806 2450 Martin Avenue Junction Substation 5,838,000 770,653 6,608,653 2449 Memorex Junction Substation 3,776,000 5,154,661 8,930,661 2005 New Business Estimate Work 4,786,250 1,721,894 6,508,144 2444 Northwest Loop Capacity Upgrade 3,700,000 1,050,000 4,750,000 2454 NRS Transformer and Breaker Upgrades 81,888,394 5,660,000 87,548,394 2455 NRS-KRS 115kV Line 29,258,000 2,090,000 31,348,000 2440 Oaks Junction 0 2,121,025 2,121,025
2395 Operations and Planning Technology 225,000 1,383,542 1,608,542 2459 Transmission Loop 1 3,500,000 1,187,552 4,687,552
2446 Renewable Energy Microgrid 0 4,058,039 4,058,039
2434 Replace Balance of Plant Control System (DCS) 0 936,312 936,312 2442 San Tomas Junction 0 2,971,762 2,971,762
2104 Serra Substation Re-Build 0 220,000 220,000
NEW South Loop Reconductor 18,610,000 0 18,610,000
2456 SRS Rebuild and Replacement 79,500,203 11,050,000 90,550,203 2448 Stender Way Junction Substation 194,000 7,403,172 7,597,172 2429 Storm Water Compliance 0 715,090 715,090
2008 Substation Capital Maintenance and Betterments 1,034,000 0 1,034,000 2447 Substation Control and Communication System Replacement 95,396 40,000 135,396 2424 Substation Physical Security Improvements 0 226,503 226,503 2410 System Capacity Expansion 947,536 2,400,751 3,348,287 2006 Transmission and Distribution Capital Maintenance and Betterments 3,077,708 6,362,631 9,440,339 2463 Transmission Loop 2 0 2,000,000 2,000,000

CITY OF SANTA CLARA
FY 2023/24 APPROPRIATION SCHEDULE - CAPITAL IMPROVEMENT PROGRAM FUNDS Attachment 3
Project
Number Project Name
Proposed
FY 2023/24
Carryover from
FY 2022/23 /
Other
Adjustments
Amended
FY 2023/24
Electric Utility Capital Fund (591) (Cont'd.)
2124 Transmission System Reinforcements 0 395,000 395,000 2423 Utility Billing CIS Replacement 0 2,000,000 2,000,000 2437 Valve Replacement and Repair 0 1,048,828 1,048,828 2458 Walsh-Uranium 60kV Reconductor 2,380,000 34,570 2,414,570 2432 Yard Pavement Project 0 835,000 835,000
TOTAL 351,572,203 136,448,645 488,020,848
Fire Department Capital Fund (536)
4094 Computer Aided Dispatch (CAD) Alerting System Upgrade 0 44,506 44,506 4097 Diesel Exhaust Removal Systems 0 200,000 200,000
4089 Defibrillator/Monitor Replacement 70,000 0 70,000
4086 Emergency Operations Center Capital Refurbishment 0 3,221 3,221 4085 Emergency Operations Center Communications System Upgrade 0 40,599 40,599 4088 EMS System First Responder Projects 0 9,695 9,695
4067 Fire Department Accela Implementation 0 41,053 41,053 4084 Protective Equipment Replacement 357,374 137,794 495,168 4063 Replacement of SCBA Filling Stations 0 2,975 2,975 TOTAL 427,374 479,843 907,217
General Government Fund (539)
6549 Agenda and Document Management Systems 0 429,426 429,426 6003 City Facilities Fiber Network 0 155,945 155,945
6118 CAD/RMS System Replacement 0 112,049 112,049
6513 Computer Replacement Program 0 246,712 246,712
6514 Consolidate and Upgrade Servers 0 273,662 273,662
6559 Downtown Master Plan 0 9,501 9,501
6563 El Camino Real Specific Plan 0 992,000 992,000
6551 End User/Desktop Transformation 0 95,851 95,851
6501 FHRMS Update Project 75,000 1,000,974 1,075,974
6557 Fire Station Video Conferencing 0 104,670 104,670
6534 GIS Enterprise System (Geospatial Information System) 300,000 251,721 551,721 6532 Intranet Collaboration Suite Implementation 0 175,375 175,375 6558 Morse Mansion Maintenance & Repair 50,000 55,991 105,991 6555 Office Reconfiguration 0 264,160 264,160
6075 Permit Information System 0 138,790 138,790
6564 Precise Plan for Downtown 0 289,219 289,219
6505 Replace Network Equipment 0 5,172 5,172
6562 Transportation Demand Management 0 200,000 200,000 6179 UPRR Agnew Siding Project - City Utility Protection/Relocation 0 426,620 426,620 6103 Utility Management Information System (UMIS) Enhancements 500,000 1,593,879 2,093,879 TOTAL 925,000 6,821,717 7,746,717
Library Department Capital Fund (537)
5055 Central Park Library - Concrete Sidewalk Replacement 0 215,700 215,700 5049 Central Park Library Public Spaces 0 28,627 28,627 5044 Remodel of Mission Branch Library 0 7,121 7,121
TOTAL 0 251,448 251,448
Parks and Recreation Capital Fund (532)
3187 Bowers Park Roof Replacement 0 173,745 173,745
3183 Central Park Magical Bridge Playground 0 100,947 100,947 3196 Central Park Master Plan - Aquatic Center Planning & Design 0 358,000 358,000 3133 Central Park Master Plan - New Entrance, Access, and Parking Improvements
0 2,114,448 2,114,448
3132 Community Park North - Phase I 0 500,000 500,000

CITY OF SANTA CLARA
FY 2023/24 APPROPRIATION SCHEDULE - CAPITAL IMPROVEMENT PROGRAM FUNDS Attachment 3
Project
Number Project Name
Proposed
FY 2023/24
Carryover from
FY 2022/23 /
Other
Adjustments
Amended
FY 2023/24
Parks and Recreation Capital Fund (532) (Cont'd.)
3129 Eddie Souza Park Building Repair 0 39,357 39,357
3134 Electronic Access for Meeting Rooms 0 530,441 530,441 3102 Facility Condition Assessment Update Project 0 400,000 400,000 3194 FF&E Developer Delivered Parkland 0 103,561 103,561 3195 Henry Schmidt Park Playground Rehabilitation 0 235,000 235,000 3130 Maywood Park Playground Rehabilitation 0 2,256,622 2,256,622 3128 MFA Developer Reimbursement 0 210,572 210,572
3146 Mission Library Gazebo 0 5,637 5,637
3184 Montague Park Enhancement 0 1,374,426 1,374,426
3101 Parks & Recreation Master Plan 0 300,000 300,000
3181 Park Impact Fees (Quimby, MFA, Developer) Monitoring Project 278,000 1,011,064 1,289,064 3001 Park Improvements 0 20,918 20,918
3127 Parkland Acquisition 0 9,976,073 9,976,073
3197 Parks Service Center Roof 0 800,000 800,000
3126 Patrick Henry Drive Specific Plan Community Art Center 0 529,353 529,353 3199 PW Capital Projects Management - Parks & Recreation 1,020,457 0 1,020,457 3198 Quimby Developer Reimbursement 0 637,465 637,465
3186 Restroom at Fairway Glen Park 0 7,063 7,063
3137 Warburton Park Playground Rehabilitation 0 1,331,800 1,331,800 3136 Westwood Oaks Park Playground Rehabilitation 0 1,833,384 1,833,384 3177 Youth Soccer Fields & Athletic Facilities- Reed & Grant Street 0 254,969 254,969 TOTAL 1,298,457 25,104,845 26,403,302
Patrick Henry Drive Infrastructure Improvement Fund (542) 4700 Transfer to the General Fund Capital Projects Reserve 69,205 0 69,205 4710 Patrick Henry Drive Administration 71,281 0 71,281 TOTAL 140,486 0 140,486
Public Buildings Capital Fund (538)
6153 ADA Self Evaluation and Transition Plan Update 0 10,529 10,529 6177 Berman Building Gate and Electrical Panel Upgrades 0 150,000 150,000 6144 Civic Center Campus Renovation (Multi-Department) 0 139,127 139,127 6199 PW Capital Projects Management - Public Buildings 169,019 0 169,019 6137 Hazardous Material Management for City Properties 0 161,615 161,615 6123 Public Building Parking Lot Improvements 0 357,821 357,821 6139 Repair to Historic Buildings 100,000 2,906 102,906 6138 Repairs-Modifications to City Buildings 175,000 351,814 526,814 6158 Stationary Standby Generators 1,111,000 3,452,985 4,563,985 6140 Triton Museum Repair and Modifications 35,000 21,546 56,546 TOTAL 1,590,019 4,648,343 6,238,362
Recycled Water Capital Fund (597)
7505 Recycled Water System Mains and Services 50,000 0 50,000 TOTAL 50,000 0 50,000
Related Santa Clara Developer Fund (540)
4511 Related General Admin Project 318,330 9,252 327,582 4513 Other Development Project Services 650,000 0 650,000 TOTAL 968,330 9,252 977,582

CITY OF SANTA CLARA
FY 2023/24 APPROPRIATION SCHEDULE - CAPITAL IMPROVEMENT PROGRAM FUNDS Attachment 3
Project
Number Project Name
Proposed
FY 2023/24
Carryover from
FY 2022/23 /
Other
Adjustments
Amended
FY 2023/24
Sewer Utility Capital Fund (594)
1979 PW Capital Projects Management - Sewer 467,313 0 467,313 1908 S.J.-S.C. Regional Wastewater Facility 12,416,453 0 12,416,453 1909 Sanitary Sewer Capacity Improvements 214,915 22,547,077 22,761,992 1911 Sanitary Sewer System Condition Assessment 500,000 0 500,000 1912 Sanitary Sewer System Improvements 0 1,751,439 1,751,439 1919 Sanitary Sewer Hydraulic Modeling As Needed Support 123,120 0 123,120 1916 Walsh Avenue @ San Tomas Aquino Creek Sanitary Sewer Siphon Relocation
0 750,000 750,000
TOTAL 13,721,801 25,048,516 38,770,317
Solid Waste Capital Fund (596)
6109 Sanitary Landfill Development - Post Closure 765,000 0 765,000 TOTAL 765,000 0 765,000
Storm Drain Capital Fund (535)
1700 Transfer to General Fund 1,454,000 0 1,454,000
1840 Kiely Blvd.-Saratoga Creek Storm Drain Outfall Relocation 0 125,500 125,500 1843 Lafayette St. Underpass at Subway Pump Station 0 10,476 10,476 1841 Laurelwood Pump Station Rehabilitation 0 850,843 850,843 1899 PW Capital Projects Management - Storm Drain 93,414 0 93,414 1838 SDPS Motor and Control Maintenance, Repair, and Replacement 408,000 158,785 566,785 1811 Storm Drain Pump Station Facility Maintenance & Repair 71,000 86,144 157,144 1835 Storm Drain Pump Station Outfall Reconstruction Program 0 287,703 287,703 1831 Storm Drain Repairs and Maintenance 0 100,000 100,000 1844 Storm Drain Slide Gate Rehabilitation 0 496,968 496,968 1834 Storm Drain System Improvements 0 33,268 33,268
1837 Storm Water Retention Basin Remediation 0 10,877 10,877 1839 Urban Runoff Pollution Prevention Program (URPPP) 300,000 215,000 515,000 TOTAL 2,326,414 2,375,564 4,701,978
Street Lighting Capital Fund (534)
2875 Great America Street Light Replacement Project 0 1,761,500 1,761,500 2874 LED Street Lighting Retrofit 0 1,670,000 1,670,000 2871 Miscellaneous Street Lighting 125,000 7,000 132,000 TOTAL 125,000 3,438,500 3,563,500
Streets and Highways Capital Fund (533)
1239 Adaptive Signal System 0 1,850,000 1,850,000
1255 Adaptive Signal System (Santana West Settlement Agreement) 0 950,000 950,000 1202 Agnew Road At-Grade Crossing 0 560,645 560,645
1203 Annual Creek Trail Rehabilitation Program 200,000 1,240,000 1,440,000 1250 Annual Curb Ramp Installation 150,000 301,430 451,430 1235 Annual Street Maintenance and Rehabilitation Program 7,648,832 12,219,194 19,868,026 1246 Bassett and Laurelwood Bicycle Lanes 0 842,015 842,015 1245 Benton Bike Lanes 0 1,233,521 1,233,521
1325 Bridge Maintenance Program 820,000 1,369,894 2,189,894 1227 Changeable Message Signs 0 3,406,728 3,406,728
1287 Citywide Priority Curb Ramp 0 309,078 309,078
1288 Cupertino-Santa Clara On Demand Shuttle 0 689,547 689,547 1266 El Camino Real Bike Lane 200,000 0 200,000
1251 HAWK Beacon on Scott and Harrison 0 186,107 186,107 1274 Lafayette Class IV Bike Lanes 0 199,703 199,703
1212 LED Traffic Signal & Safety Light Replacements 300,000 1,202,810 1,502,810 1267 Lick Mill Pedestrian Beacons Upgrade 0 500,000 500,000 1280 MCB Class IV Bike Lanes 0 65,000 65,000

CITY OF SANTA CLARA
FY 2023/24 APPROPRIATION SCHEDULE - CAPITAL IMPROVEMENT PROGRAM FUNDS Attachment 3
Project
Number Project Name
Proposed
FY 2023/24
Carryover from
FY 2022/23 /
Other
Adjustments
Amended
FY 2023/24
Streets and Highways Capital Fund (533) (Cont'd.)
1237 MCB/GAP Intersection Improvement Project 0 2,301,734 2,301,734 1259 Monroe - Los Padres Traffic Signal Modification 0 543,182 543,182 1279 Multi-Jurisdictional Transportation Technology 0 135,000 135,000 1249 Multimodal Improvement Plan Phase 1 0 740,000 740,000 1258 Multimodal Improvement Plan Phase 2 0 1,340,000 1,340,000 1211 Neighborhood Traffic Calming 0 492,578 492,578
1220 Pedestrian and Bicycle Enhancement Facilities 185,000 1,335,480 1,520,480 1205 Pepper Tree Neighborhood Traffic Calming Study 0 91,055 91,055 1285 Pruneridge Avenue Signal Timing 0 1,000,000 1,000,000 1254 Public Right-of-Way ADA Improvements 0 390,256 390,256 1199 PW Capital Projects Management - Streets and Highways 2,023,418 0 2,023,418 1376 Safe Routes to School 165,000 7,595 172,595
1386 Santa Clara Citywide ITS Project 2 (Lafayette, Benton, and Monroe) 0 358,602 358,602 1284 Santa Clara Pedestrian and Bicycle School Safety 0 25,000 25,000 1261 Santa Clara School Access Improvements 0 13,043 13,043 1225 Santa Clara Valley Transportation Authority - Congestion Management Program
271,400 21 271,421
1204 Saratoga Creek Trail (Homeridge Park to Central Park) 0 2,510,453 2,510,453 1244 Scott Blvd Traffic Signal Interconnect & Coordination 0 120,726 120,726 1252 Scott Boulevard Signal Timing Phase II 0 16,575 16,575 1382 Sidewalk, Curb and Gutter Repair 700,000 150,000 850,000 1283 Stevens Creek Boulevard Vision Study 0 100,296 100,296 1273 Street Tree Services 463,050 0 463,050
1272 TDA21 Bicycle Facilities Upgrade 0 94,054 94,054
1286 Tasman Complete Streets Plan 2021 Improvements Phase 1 – North San Jose Settlement Project
1,500,000 1,500,000 3,000,000
1260 Traffic Calming (Santana West Settlement Agreement) 0 250,000 250,000 1256 Traffic Engineering Consultant Support 100,000 0 100,000 1282 Traffic Impact Fee Nexus Study Update 300,000 0 300,000 1218 Traffic Pre-Emptors 0 879,266 879,266
1219 Traffic Signal Enhancements 150,000 1,257,725 1,407,725 1232 Traffic Signal Interconnect Upgrade 100,000 886,874 986,874 1217 Traffic Signal Management Software Upgrade/Replacement 0 1,520,685 1,520,685 1234 Transportation Modeling Update 50,000 51,049 101,049 1271 Tree Replacement 0 17,747 17,747
1226 Uncontrolled Crosswalks Improvements 2,450,000 857,117 3,307,117 1277 Walsh Avenue Class IV Bikeway Study 0 7,696 7,696
TOTAL 17,776,700 46,119,481 63,896,181
Tasman East Infrastructure Improvement Fund (541)
4610 Tasman East Administration 27,330 0 27,330
4611 Tasman East Developer Reimbursement 0 1,423,145 1,423,145 TOTAL 27,330 1,423,145 1,450,475
Water Utility Capital Fund (592)
7057 Asset Management Program 150,000 197,636 347,636
7005 Buildings and Grounds 1,515,000 580,000 2,095,000
7054 Distribution System Replacement/Restoration 2,000,000 0 2,000,000 7059 New and Replacement Wells 1,000,000 2,092,120 3,092,120 7058 SCADA Improvements 500,000 0 500,000
TOTAL 5,165,000 2,869,756 8,034,756
GRAND TOTAL 396,879,114 260,607,037 657,486,151
Attachment 4
FY 2023/24 and FY 2024/25 Proposed Operating Budget
Responses to Questions from the 5/9/23 Budget Study Session

1. Does the high SVP vacancy rate prevent us from executing projects? If SVP is an enterprise, can’t we hire competitively?
Response: Yes, the vacancies can have an impact on projects and proactive maintenance.

Holistically, recruitment has been prioritized, and outside recruiting firms/consultants have been brought on to assist in this effort. We are hiring aggressively, but the market is still very competitive.

While the SVP vacancy rate is steady, since we have added more positions, the overall number of filled positions has increased.

2. Are we capped at 9.5% for the sales tax? How do transportation-related district taxes factor into that cap?
Response: A district sales tax is a revenue-generating option that requires voter approval. This option will be included as part of the separate discussion of potential ballot measures starting with the November 2024 ballot. The City’s current sales tax rate is 9.125% and includes the base statewide rate of 7.25% (State: 6%, City: 1%, County Transportation: 0.25%) and district taxes of

1.875%.

The combined rate of all district taxes imposed in any county is capped at 2% unless particular district taxes are exempted. The chart below from the California Department and Tax and Fee Administration provides a breakdown of Santa Clara County’s district taxes. There are two district taxes totaling 0.625% that are exempt from the 2% cap as noted below. The other four county district taxes that count towards the cap total 1.25%, leaving 0.75% capacity available for the City of Santa Clara for a maximum rate of 9.875%.

There are four cities within Santa Clara County that have approved district taxes: San José (0.25%), Milpitas (0.25%), Campbell (0.25%), and Los Gatos (0.125%).

3. How conservative are we with the growth assumptions from development in our forecast? Response: Secured property tax growth of 4.5% to 6% annually is projected which is appropriately conservative. This requires growth from new development of approximately $750 million - $1 billion annually. New developments may also generate other revenues, such as sales tax and transfer from the City’s utilities. The forecast assumes annual growth in these areas that is not tied to particular developments. It is difficult to determine the timing of these projects. From a finance perspective, we do not want to put ourselves in a position where we need to downsize because we Operative Sunset ORD AB/SB
Legal Name Rate 2% Cap Date Date No. No.

Silicon Valley Transportat ion Solutions Tax 0.50% Exempt 4/1/2017 3/31/2047 2016-01 SB 703 {2017} 2020 Peninsula Corrido r Joint Powers Board Retail Transact ions and Use Tax 0.125% Exempt 7/1/2021 6/30/2051 Reso 2020-40 SB 797 {2017-2018} Santa Clara County Transit District 0.50% Included 10/ 1/1976 NONE 2, 2.1, 2.2 Santa Clara Valley Transportation Authority 0.50% Included 4/1/ 2006 3/31/2036 01.1 Santa Clara VTA BART Operating and Maintena nce Transact ions and Use Tax 0.125% Included 7/1/2012 6/30/ 2042 2011.0 1 Santa Clara County Retail Transactions and Use Tax 0.125% Included 4/1/ 2013 NONE NS-7.13; NS-7.19 Total Included Unde r 2% Cap 1.25%
Total Available for City of Santa Clara 0.75%
Attachment 4
FY 2023/24 and FY 2024/25 Proposed Operating Budget
Responses to Questions from the 5/9/23 Budget Study Session

over-estimated the positive impacts from development. To the extent the City realizes these gains, the forecast will be revised.

4. Are we incorporating Airbnb-type rentals into our Transient Occupancy Tax (TOT)? How diligently are we going after illegal rentals?
Response: The City has a voluntary collection agreement (VCA) with Airbnb to collect TOT on our behalf. The City will also explore entering VCAs with other providers, such as VRBO. There are currently no zoning code requirements that regulate short term rentals from a land use perspective.

As part of the Zoning Code Update process, outreach was conducted on the topic and new regulations will be proposed as part of the upcoming Zoning Code Update. As proposed, any short- term rental would be required to obtain an annual permit which would be administratively issued.

The Zoning Code Update is scheduled for City Council consideration in October. This would be a policy level discussion. It is also notable that revenue generated from administrative permits would be set at a level to cover the costs of enforcement.

5. 76% of the General Fund Budget goes to Salaries and Benefits. How does that compare to other cities?
Response: There are variances with other cities depending on how and if they budget different services between the General Fund and other funds and variances in their operations (e.g., in- house services vs. contracting out services). The allocation of 70% to 80% of the General Fund budget to salaries and benefits is typical of most cities.

6. With a citywide 16.7% vacancy, does that mean we have around 191 vacancies of our 1149.25 positions?
Response: Yes, that is the correct assumption of roughly 190 vacancies. The goal is to stay ahead of the retirements and other separations from City employment to increase staffing capacity.

7. When does the Federal Grant for SAFER start? Is it when we hire the person or related to the fiscal year?
Response: The three-year grant period began in March 2023 and ends in March 2026. After the expiration of the grant, there would be a net cost to the City to continue funding the 18.0 firefighter positions. These positions provide relief staffing when there are absences rather than the use of overtime; however, the associated overtime savings are not sufficient to cover the staff costs. At the end of the grant period, a budget and policy discussion will be necessary to determine if and how many of the positions to continue and how those positions would be staffed. If the positions are continued beyond the grant period, additional funding not currently included in the Forecast will need to be allocated.

8. What are our options to obtain funding for the $500 million in unfunded infrastructure need? What are ways we can fund CIP needs like a new swim center, aging fire stations and fire infrastructure, and Central Park North?
Response: Many cities have dedicated capital revenue streams, while the City of Santa Clara has a pay-as-you go approach for much of its infrastructure. A separate Council item will discuss these various funding options for potential ballot measures, starting with the November 2024 ballot.

Attachment 4
FY 2023/24 and FY 2024/25 Proposed Operating Budget
Responses to Questions from the 5/9/23 Budget Study Session

9. Why does the presentation (slide 15) show a reduction in sales tax of $2 million dollars while the other slides show increased in sales tax?
Response: Sales tax is expected to grow each year. The decrease in sales tax shown on Slide 15 is a comparison of the previous forecast to an updated forecast. Sales tax did not improve as much as we had previously assumed and actual receipts in FY 2021/22 were below expectations, which lowered the starting point for the updated forecast. Overall, sales tax is increasing, though not at the rate we previously assumed.

10. Have we incorporated high inflation rates into the budget particularly as they are driving higher construction and labor costs?
Response: The operating budget has assumptions around labor based on negotiated MOU agreements and the CIP amendments include adjustments to a few projects based on inflation and higher costs. In the upcoming FY 2024/25 and FY 2025/26 Capital Budget cycle, additional adjustments may be brought forward to address the high inflation and construction costs. Capital projects are estimated to also include a contingency to cover unforeseen increases in costs.

11. How did we factor in the volatility of the CalPERS costs/return? What are the actuarial assumptions for the worst-case scenario and how can we plan for that? Response: Yes, we plan for the change in the performance in the two-year budget and the 10-year forecast. For FY 2023/24, the information provided by CalPERS is used for budget development as those figures (normal cost rates and unfunded actuarial liability (UAL) dollar amounts) represent the amounts the City will be charged in FY 2023/24. For FY 2024/25 and the remaining years of the forecast, information from the City’s actuary is used to model the projected normal rates and UAL dollar amounts. The rates modeled by the actuary are more conservative and factor in the retirement plan losses experienced in FY 2021/22 and expected reduction of investment return assumptions based on CalPERS risk mitigation policies. The City also has a Pension Trust Reserve in the General Fund and Enterprise Funds, which we have increased as funding is available, to help cover the City’s risk.

12. How are counties and cities resolving the issue with online sales tax distribution? How does the city ensure we are getting our fair share?
Response: Online sales and use tax can be allocated to the City where a product is sent from if the company has a physical presence in California (e.g., retail store, fulfillment center in California) or can be allocated through the County pool for out-of-state vendors selling in California (the County pool is allocated based on relative sales tax collected by jurisdictions). While the methodology makes it difficult in terms of transparency, the City works with its sales tax consultant to audit sales tax receipts to help ensure the City is receiving all of its revenue. Additionally, the League of California Cities has a subcommittee of City Managers that is working on a new paradigm for allocating sales tax given the move to on-line sales.

13. Prioritize getting library and senior center hours to pre-COVID times. What needs to be done to accomplish that?
Response: Planning for increased library and senior center hours are underway. The funding included in the budget is available to increase library and senior center hours, however, filling staff vacancies is ongoing. Recruitments for both full-time and as-needed positions are in progress.

Assuming the successful completion of these recruitments, the Departments are developing a Attachment 4
FY 2023/24 and FY 2024/25 Proposed Operating Budget
Responses to Questions from the 5/9/23 Budget Study Session

phased-in implementation plan that would increase both Library and Senior Center hours. During Phase 1, the Senior Center will reopen with limited programming by July 1 with a goal of expanding operations to include Saturday hours. During Phase 2, the Library will seek to increase hours to six- days a week by the Fall. Additional time is needed for the Library Department to properly train new staff and develop the appropriate community programming.

14. What is the update on the On-Demand Shuttle program in collaboration with the City of Cupertino? What can we communicate with the residents?
Response: RTC 23-409 regarding the agreement with Cupertino on the joint on-demand shuttle service project is on the June 6, 2023 Agenda and provides details regarding this program. As described in that RTC, the planned expansion into Santa Clara would occur after completion of the funding agreement between Cupertino and Santa Clara. The RTC describes the phased expansion into Santa Clara, the fares and service hours, the service launch targets, and the funding agreement.

15. How can we explore public/private partnerships in restoring some of our services? Response: Partnering with outside organizations is part of how we do business. For instance, the Parks & Recreation Department contracts with or establishes Memoranda of Understanding (MOU) with many service providers for special programs and services depending upon the community need and expertise. The Library Department partners with the Santa Clara City Library Foundation and Friends that raises money for all branches of the library to support programming and materials.

If additional effort is desired, staff resources would be necessary to support this targeted effort and those resources would be determined based on the scope of that work.

16. While we are ready to hire, how can we explore opportunities for automation and efficiencies and the implementation of AI where we can?
Response: While the budget includes funding for technology, including ongoing improvements and realizing efficiencies, staff would need to explore AI technologies and how further efficiencies could be achieved. As efficiencies are considered, the process must conform with the Civil Service Rules for classified positions.

17. What is the streets capital project at the end of the presentation? Response: Funding of $463,050 is provided in the Street Tree Services capital project for the third and final year of the Modesto Ash tree removal. The trees were studied in a consultant report brought to council on February 23, 2021 and were considered a hazard to the city. This action is included in the CIP amendments (Streets and Highways Capital Fund) in the Appendix of the Proposed Budget.

18. What are measures for Council to consider that would augment the City’s revenue? Can that be included in the next report we know what we need to discuss? Response: City staff is researching several ideas for generating revenue and a separate Council item will be brought forward to discuss those ideas (e.g., general obligation bond, parcel tax, documentary transfer tax, district sales tax, utility tax). In the fall, staff will be seeking input on the specific revenues the City Council would like to explore further.

Attachment 4
FY 2023/24 and FY 2024/25 Proposed Operating Budget
Responses to Questions from the 5/9/23 Budget Study Session

19. Have we considered removing positions that have had long time vacancies? Response: Yes, we have used this method over the past three years in the evaluation of budget proposals to bring forward to address the General Fund shortfalls. The strategy now is to fill budgeted positions in order to improve services.

20. Are we adding officers to reopen the Northside substation? Response: The Community Service Officer (CSO) assigned to the Northside substation was frozen in FY 2020/21 as a budget balancing action and was subsequently restored in FY 2021/22.

The position has been approved to hire and the plan is to reopen the substation once hiring of staff is complete. A separate Council item (RTC 23-475) was approved at the May 23 rd Council Agenda
to extend the property lease to May 31, 2028.

21. How are we using $1.1 million in reserves in FY 2023/24 and then replenishing it in FY 2024/25?
Response: Based on projected General Fund revenues and expenditures, the use of $1.1 million of the Budget Balancing Reserve is needed in FY 2023/24 to balance the budget. In FY 2024/25, the reserve is able to be replenished due primarily to the phased implementation of the Transient Occupancy Tax increase as well as additional overtime savings in year two generated from the Fire Department’s SAFER grant. In FY 2023/24, overtime savings from the SAFER grant is generated for only a portion of the year after the 18 firefighter positions complete the 5-month Fire Academy while the full year of savings is realized in FY 2024/25.

22. For the Lick Mill Boulevard Beacons project, how much longer are we carrying that forward? Because the costs seem to be increasing.

Response: City Council awarded the design contract in late summer 2022 to make improvements at several locations along Lick Mill Boulevard. This project is actively under design and the consultant is approximately 70% complete. The schedule anticipates bidding out the project for construction in fall 2023.

23. When we use one-time funds, such as ARPA, for ongoing costs are we just adding to future shortfalls? How do we avoid using one-time funds to fund ongoing costs? Response: As part of the FY 2021/22 and FY 2022/23 operating budget adoption, Council approved the of use one-time stimulus funds to protect services and offset the significant loss revenue due to the COVID-19 restrictions. As a practice, one-time funds are best allocated to one- time expenses with ongoing funds used to cover ongoing expenses. However, there are certain circumstances that warrant the use of a combination of one-time and ongoing solutions to balance the budget. Severe disruptions, such as the pandemic or a deep recession, can quickly change the City’s finances and it would cause major service upheavals to close the resulting budget gaps entirely with ongoing solutions. In these cases, a balanced approach can be used to allow time for the City’s finances to normalize, determine the true ongoing impacts, and phase in any service impacts.

Attachment 4
FY 2023/24 and FY 2024/25 Proposed Operating Budget
Responses to Questions from the 5/9/23 Budget Study Session

24. How much money can we save in third party partnerships if the swim club manages the pool? Additionally, would it be better if we replaced the pool instead of repairing it? Response: Whether to provide aquatic services in-house, to contract with a third party or some combination thereof is a policy issue. In evaluating this issue, several factors need to be considered: 1) the programming to be provided; 2) the revenues to be generated; 3) the cost to provide services; 3) status of existing agreements; and 4) the fiscal responsibility for capital repair and maintenance costs which are the single most significant cost factor associated with Aquatics programming. While the City has historically partnered with local Swim Clubs for the provision of certain programs, the City has always retained responsibility for day-to-day operations of facilities as well as the costs associated with capital repair and maintenance. However, the City lacks a dedicated source of funding to maintain the City’s various pools and the City continues to experience equipment failures that impact services. In an effort to answer the question whether to continue to repair existing facilities or replace, the City has initiated a formal process to hire a qualified consultant to perform a forensic study of the pools. This study will provide expert opinion as to whether existing facilities have reached, or surpassed, their useful life with recommendations as to the whether the facilities can continue to provide services in a safe environment in alignment with health and safety codes. It is anticipated that staff will return to the Council with a recommendation later in the calendar year.

25. How does the Police Department address other public safety issues, etc. unhoused people, mental health? Are we going to allocate any funding to that? Response: The Police Community Response Team (CRT) deals with quality of life issues that can often be non-criminal/nuisance matters. The unit is currently comprised of four officers and a sergeant. The department is in the process of adding a licensed clinician from the county to the team to assist with emergency calls and long-term mental health cases. The clinician is funded by grant monies. The proposed budget for public safety has no reductions in services or positions; the department is also strongly considering adding additional officers to the unit as staffing improves.

26. Why did the Council budget increase by 30%?
Response: The Mayor and City Council budget increased due to the shift of 1.0 Assistant to the City Manager position from the City Manager’s Office to the Mayor and City Council based on the work assignments.

27. What is the status of bringing back the D.A.R.E. program? Response: The positions in the Police Department are funded in the budget to support drug prevention education. The program was initially paused due to COVID-19 restrictions and has not yet restarted due to staff vacancies. The department is in the early stages of developing a new program to get our officers back into the schools. Staffing permitting, the current plan would introduce a pilot program to include drug prevention education at a few schools in the next school year.

28. While programs like D.A.R.E. are paused, before resuming them, have we looked into replacing them with more effective programs instead? There was concern from residents about the effectiveness of the program.

Response: The Police Department has been evaluating the benefits and drawbacks of the existing program. For a number of reasons, staff has concluded that the nationally regulated curriculum is Attachment 4
FY 2023/24 and FY 2024/25 Proposed Operating Budget
Responses to Questions from the 5/9/23 Budget Study Session

not as effective within our community. The Police Department plans to retain the services of a curriculum development professional to facilitate a collaborative effort with the Santa Clara Unified School District (SCUSD) on developing a homegrown program with lessons and messages that center on our community values. At this time, the plan is to conduct a pilot program with a select number of SCUSD sites in the Spring of 2024, with an intended district-wide deployment beginning in the 2024/2025 school year.

29. Measure M passed a few years ago, but we never took advantage of it. Are we looking into any revenue from cannabis or using Measure M?
Response: The Proposed Budget does not assume any revenue from cannabis. On May 12, 2020, the City Council adopted Ordinance No. 2018, which prohibits all commercial cannabis activities with the City of Santa Clara. Any change to this ordinance is a policy discussion for the City Council that would take into consideration projected revenues and potential impacts on City services and public safety.

30. Do the City of Cupertino’s online internet sales with Apple affect the City of Santa Clara? Response: Some cities have agreements with specific companies to assign point-of-sale (POS) for sales tax purposes to that jurisdiction, resulting in that jurisdiction receiving the entire 1% local sales tax allocated to cities. A portion of the local 1% sales tax is then returned to those companies.

The City of Santa Clara does not have any POS agreements. If POS agreements in other cities are dissolved or changed, this could potentially positively impact Santa Clara if it receives some of the sales tax previously allocated to a particular city. The impact of the Apple decision in Cupertino on City of Santa Clara sales tax is unknown at this time. Additional revenue from these sources will not be budgeted until there is data on actual performance.

31. Can we address the missing director for the Police Activities League (PAL) Organization? Response: The PAL Director has historically been a Police Department position. While the assignment to this function is dependent on available filled staffing in the Police Department, there are concerns regarding the City staffing of this organization. Guidance from the City Attorney’s Office will be sought regarding this structure.

32. Can we address being short-staffed in school site officers and community service officers for park patrols?
Response: School Resource Officers (SRO) provide dedicated service to all schools within the city. SROs are unique in that their interactions generally result in punitive results for students. The Police Department has not had SROs for several years – dating back well before COVID-19. As Police staffing continues to improve, we will look at statistics for uniformed response to schools and determine if it merits bringing back SROs.

Proactive park patrol had historically been a role filled by paid Police Reserve Officers. In FY 2020/21, the as-needed budget for park patrols was cut. Since then, the Police Department has used overtime funds to provide some park patrols when needed.

Attachment 4
FY 2023/24 and FY 2024/25 Proposed Operating Budget
Responses to Questions from the 5/9/23 Budget Study Session

33. With the 12% vacancy rate in the Police Department, what is the plan to manage the vacancy rate as additional upcoming retirements occur? With the World Cup and Super Bowl events in Santa Clara, this is a concern.

Response: The current hiring process will drop the Police Department’s vacancy rate, but upcoming retirements will have an effect. The City will continue to prioritize recruitments and hiring to manage vacancies.

34. Can we continue to relook at Park fees charged to youth groups? Response: As referred in the April 18, 2023 Council meeting, a separate study session will be scheduled to further discuss this topic.

35. Can we work on receiving non-NFL event revenues for the General Fund? Response: The booking of events for the Stadium is managed through a management company, the Forty Niners Stadium Management Company, LLC (Management Co). Future Non-NFL Event revenues to the General Fund will be depended on the success of future events and the outcome of ongoing litigation.

36. Can get a budget summary for the public?
Response: A Budget-in-Brief that summarizes the budget has been added to the City’s website and is included as an attachment to the Budget Study Session RTC.

Attachment 5

FY 2023/24 and FY 2024/25 Proposed Operating Budget
Responses to Questions from the 6/6/23 Budget Study Session

1. Confirm the budget provides for expanded library and senior center hours and provide the timeline for the expanded hours. How many positions are budgeted in the Library Department, and how many of the positions are in recruitment? How many positions are budgeted in the Parks and Recreation Department for the Senior Center, and how many positions are in recruitment?

Response: Yes, the proposed budget includes funding to restore library and senior center hours. It is important to note, however, that as part of the City’s cost containment strategy during COVID and in accordance with bargaining agreements, as-needed personnel in both Departments were significantly reduced. As such, while funding is available to support increased staffing in the budget, restoration of increased hours is contingent upon the City’s ability to successfully recruit, hire and train personnel. The City has been actively recruiting for both full-time and as-needed staffing in anticipation that funding would be available in the proposed FY23/24 budget.

Within this context, the Departments have developed phased-in implementation plans that would increase both Library and Senior Center hours as follows:

Senior Center – The Senior Center has 4.04 budgeted (and filled positions) dedicated to the site with two additional positions that provide support as collateral duties. In addition, the Department of Parks and Recreation is allocated a lump sum amount to hire as-needed staffing.

Given the nature of their programs that can require varying work schedules, the Department utilizes as-needed staffing to ensure flexibility to hire based on program need and the availability of part-time staffing. This enables the Department to offer programs at night and on the weekends as well as for seasonal periods throughout the year. The number of as-needed personnel varies based on program needs and time of the year.

Over the past year, the Senior Center has used approximately 10,000 as-needed hours.

Approximately 18,000 as-needed hours would be available in the proposed FY 2023/24 budget for this program. Recruitment is underway for the as-needed positions to support this program.

The Senior Center is currently open 40 hours per week. Effective July 10, 2023, those hours would increase to 52 hours per week, contingent upon successful completion of hiring currently underway. The goal of the Department is to provide 56 hours of service per week at the Senior Center by the fall.

It is important to note that the approved FY 2021/22 and FY 2022/23 Adopted Operating Budget assumes six weeks of non-programmed time throughout the year to allow for maintenance, transitions between seasonal programming and cost savings.

To provide greater access to the natatorium, the number of days of service will also increase to five days by July 10th. An overview of the proposed expansion for both the Senior Center and the natatorium is as follows:

Attachment 5

FY 2023/24 and FY 2024/25 Proposed Operating Budget
Responses to Questions from the 6/6/23 Budget Study Session

Facility Current July 10 Fall 2023
Senior Center 40 hours per week;
Mon. – Fri.:
7 am - 3 pm
52 hours per week;
Mon/Wed:
7 am – 7 pm
Tues/Thurs/Fri:
7 am– 3 pm
Sat.:
8:00 am– 12:00 pm
56 hours per week;
Mon/Wed:
7 am – 7 pm
Tues/Thurs:
7 am – 5 pm
Friday:
7 am to 3 pm
Sat.:
8:00 am – 12:00 pm
Natatorium
Mon /Wed
9am-12pm
Tue/Thu 8am -12pm
open swim
Mon/Wed: 9 am-12
pm;
4 pm-7 pm
classes/open swim
Tue/Thu 8 am-12 pm
open swim
Sat 8:30 am-11:30 am
open swim
Mon/Wed: 9 am-12
pm;
4 pm-7 pm
classes/open swim
Hours are subject to
change due to staff
availability-Check Senior
Center News

Library Department – The Library has 42.75 budgeted positions, of which 6.0 positions are vacant. Over the past year, the Library used approximately 13,000 as-needed hours to support daily operations. The FY 2023/24 as-needed budget for the Library would fund almost 26,000 as-needed hours. Recruitment is underway for the 6.0 vacant positions and as-needed staff.

The Library Department currently staffs three sites (Central Park Library, Mission Branch Library and Northside Library) as well as the Bookmobile. In an effort to both maximize the available staffing and ensure service across the system, the Department has been working to cross-train staff for assignment among the varying facilities. In this way, the Department will be able to assign staff based on program need and service demands across all facilities.

The total hours of operation across the three sites is currently 88 hours per week. If the Library is to offer additional days of service, the availability of as-needed staffing is essential. Like the Department of Parks and Recreation, the Library has also been actively recruiting and hiring both full-time and as-needed staffing in anticipation of the new fiscal year. However, the nature of Library work will require additional training and time to develop appropriate community programming. It is anticipated that the Library will be able to complete this effort over the summer and be in position to increase service to six days of operation/144 hours per week by early fall. Hours are an overall goal and subject to change due to staffing logistics and operational needs; the hours may vary per location but will be influenced by peak use.

Attachment 5

FY 2023/24 and FY 2024/25 Proposed Operating Budget
Responses to Questions from the 6/6/23 Budget Study Session

The following chart provides an overview of the proposed implementation plan:

Facility Current Fall 2023
Central Park Library 32 hours per week;
Mon/Fri/Sat:
10 am – 2 pm
Tues/Thurs:
12 pm– 7 pm
Wed:
12 pm – 6 pm

All locations: 48 hours per
week*;

Mon/Wed/Fri/Sat:
10 am – 6 pm

Tues/Thurs:
11 am – 7 pm

* Hours are subject to change
due to staffing logistics and
operational needs; the hours
may vary per location but will
be influenced by peak use.

Northside Branch Library 28 hours per week;
Tues/Thurs:
12 pm – 7 pm
Wed:
12 pm – 6 pm
Fri/Sat:
10 am – 2 pm

Mission Branch Library 28 hours per week;
Mon/Wed:
9 am – 5 pm
Tues:
12 pm– 7 pm
Thurs:
12 pm – 5 pm

2. Is there a possibility the City can implement an official volunteer program to allow for additional staffing capacity at the library or senior center?

Response: The City advertises volunteer opportunities within the community, including options for City services (e.g., Santa Clara Senior Center, Santa Clara Youth Activity Center) at https://www.santaclaraca.gov/i-want-to/get-involved/volunteer/community-volunteer-opportunities.

Interested volunteers can find a volunteer application and liability form on the website. Volunteers work in conjunction with City staff to augment and support services. It is important to note that effective use of volunteers requires proper training, management and oversight by full-time staff.

Based on the level of experience of the volunteers, this oversight can be significant. Until the full- time vacancies are filled, extensive use of volunteers will continue to be a challenge.

3. How many positions are budgeted in the Police Department? How many positions are in recruitment? What is the progress for hiring for the Northside Substation and the School Site Officers?

Response: There are a total of 221 positions budgeted in the Police Department. Of this amount, 28 positions are vacant, as of June 6, 2023. Recruitment is underway for several job classifications, including Police Officer (lateral and entry level), Dispatcher, Community Service Officer, Jail Service Officer, Records Specialist, Crime Analyst, and Office Specialist. There are 85 applicants on eligibility lists for these positions. The Department is currently backgrounding 12 applicants for open Attachment 5

FY 2023/24 and FY 2024/25 Proposed Operating Budget
Responses to Questions from the 6/6/23 Budget Study Session

positions. These backgrounds are extremely thorough and in full compliance with the State of California Commission on Peace Officer Standards and Training (POST). Backgrounds take between 4-6 months to complete. Due to the pandemic, some of the specialized assignments were diverted to regular patrol. As patrol becomes staffed up, recruitment and hiring has started for various specialized assignments.

The Community Service Officer (CSO) assigned to the Northside Substation and three other vacant CSO positions are approved to hire. With a healthy eligibility list from the Human Resources Department, the Police Department immediately started the background process for the top two CSO candidates. Unfortunately, only one candidate is moving forward, and the department is hopeful to hire that candidate. The Police Department has started reviewing additional candidates to put two more applicants into backgrounds. Please note that the Department has to balance the background load given the numerous classifications in recruitment. The Department anticipates completing the CSO hiring by the end of the calendar year/spring 2024. School Resource Officers (SRO) provide dedicated service to all schools within the city. SROs are unique in that their interactions generally result in punitive results for students. The police department has not had SROs for several years – dating back well before COVID-19. As Police staffing continues to improve, we will look at statistics for uniformed response to schools and determine if it merits bringing back SROs.

4. The budget increases the Police Department’s vacancy rate based on the ten-year historical average. How are positions budgeted to account for this vacancy rate? What is the contingency should the Police Department hire for every position budgeted for?

Response: Positions are budgeted based on their full costs (salaries and benefits). Generally, a vacancy factor (typically 3%) is applied to various departments to account for vacancies. For the Police Department, staff analyzed historical vacancy rates over the last decade which averaged over 7% as well as the current vacancy rate to increase the rate for FY 2023/24 and FY 2024/25 from the standard 3% to 7%. This vacancy rate allows for the Police Department to continue to recruit and hire at the same pace as it has been, without any impact to operations. If the Police Department’s actual vacancy rate drops below the budgeted level of 7% and the department has a projected budget shortfall, the Finance Department will work with Police Department and the City Manager’s Office to determine necessary budget actions (e.g., rebalancing by recognizing savings in other areas, any excess revenues or use of reserves) that will be brought forward for City Council approval.

5. What is the update for the DARE program alternative that the Police Department is working with the School District and when would it start?

Response: While the Department is funded to provide educational programs for fifth grade students that promote healthy and responsible decision-making and builds positive relationships with law enforcement, staff has concluded that the nationally regulated curriculum that has been provided historically is not as effective within our community.

The Police Department is actively pursuing a modern solution that addresses complex social and psychological challenges that drive risky behavior. To accomplish this task, the department plans to contract with a curriculum designer who has experience in creating evidence-based programs. The designer will work with relevant stakeholders (e.g., police officers, school district personnel, mental health professionals, etc.) and best practices in education to gain valuable input to tailor an effective Attachment 5

FY 2023/24 and FY 2024/25 Proposed Operating Budget
Responses to Questions from the 6/6/23 Budget Study Session

program to meet the needs of the community. This approach will also provide us with flexibility now and in the future to adjust the curriculum as we see fit.

Once the curriculum has been developed and agreed upon, the curriculum designer will create a "class in a box" that will be used by police officers and pre-determined, professionally trained personnel to present a multi-week program for 5th grade students. The program will be designed to be engaging and interactive, with a focus on developing critical thinking and decision-making skills.

The end product will include the course outline, lesson plan, slide deck, handout templates and any other needed materials.

In addition to providing educational content, the program will also focus on building positive relationships between students and law enforcement. A small contingent of our officers and staff will be selected to present the training to students in a positive and supportive way, as well as to serve as positive role models for young people.

The plan is to conduct a pilot program with a select number of SCUSD sites in the Spring of 2024, with an intended district-wide deployment beginning in the 2024/2025 school year.

6. The PAL program currently does not have a director. What does it mean to get the City Attorney’s Office involved in this discussion?

Response: The PAL Director position has historically been filled by personnel from the Santa Clara Police Department. While personnel were re-directed during COVID, the vacancy in the PAL Director position has provided the opportunity to re-evaluate how the City might best support the growing administrative functions of PAL as an independent non-profit while maintaining the critical involvement of the Police Department in PAL programs. The City is sensitive to the need to ensure alignment with employment law and administrative requirements. To that end, the City Manager’s office is working with the City Attorney’s Office to develop an appropriate staffing plan with clear roles and responsibilities that maintains the integrity of law enforcement involvement while aligning to City employment requirements.

7. What happens to the 18 SAFER grant-funded firefighter positions after the three-year grant period ends?

Response: The three-year SAFER grant period ends in March 2026. After the expiration of the grant, there would be a net annual cost estimated at approximately $0.6 million - $1 million to continue funding the 18.0 firefighter positions. These positions provide relief staffing when there are absences rather than the use of overtime; however, the associated overtime savings are not sufficient to cover the staff costs. At the end of the grant period, a budget and policy discussion will be necessary to determine if and how many of the positions to continue and how those positions would be staffed. If the positions are continued beyond the grant period, additional funding not currently included in the Forecast will need to be allocated. The decision regarding these positions is expected to be brought forward as part of the FY 2025/26 and FY 2026/27 Proposed Budget process.

8. What are the one-time budget balancing actions in the budget?

Response: There are several one-time proposals recommended in the proposed budget. This includes the one-time reductions to the Fire Department overtime budget due to the three-year SAFER grant. The 18 firefighter positions funded by the grant will provide additional relief to backfill Attachment 5

FY 2023/24 and FY 2024/25 Proposed Operating Budget
Responses to Questions from the 6/6/23 Budget Study Session

positions and reduce overtime expenditures. There is also a proposal in the Police Department to recognize one-time savings due to vacancies. For this proposal, staff analyzed a ten-year history of the Police Department’s vacancies and adjusted the vacancy factor to align to the historical average vacancy rate. This adjustment still allows for the Police Department to recruit and hire as they have been, without any impact and change to current operations.

9. What is the Human Resources Department doing to attract applicants for City positions? Are there sufficient resources allocated to the Department to complete these tasks?

Response: The Human Resources Department (HR) posts job openings on various platforms including the City’s website, LinkedIn, etc. During the pandemic and the initial phase of budget cuts, the City let go of approximately 600 as-needed employees. With this sizable number of separations and the standard staff turnover, HR has a large volume of recruitments that take time. The Department is currently working on recruitments for approximately 115 regular full-time positions, and recruitments for approximately 100 part-time As-Needed (Temporary) positions. To address the increased workload and to ensure normal cycle times, the Department is staggering recruitments, conducting recruitments to fill multiple vacancies, and using recruiting firms for hard to fill management positions. While adding resources would decrease the cycle time, the Department is confident the current staffing level is able to handle the workload but will look into the possibility of adding resources.

10. The Capital Projects Reserve (CPR) balance is $6.6 million. How do we address the growing infrastructure needs (from $80 million to $500 million)?

Response: Historically, the City has funded capital projects on a pay-as-you-go basis, which is not best practice or sustainable. Other cities have dedicated capital funding sources, such as parcel taxes, construction & conveyance taxes, or bonds. As discussed with Council, staff will be providing a study session in the fall on various revenue options. It is important to note that the size of the City’s unfunded long-term maintenance and infrastructure needs may require both one-time and on- going revenue options.

As the City completes the year-end budget closeout, staff will identify any additional funding that may be set aside to support the Capital Project Reserve. It is anticipated that this will occur in the November/December 2023 timeframe.

11. What is the process to increase documentary transfer tax as well as bring forward a General Obligation (GO) Bond? Are we able to make sure the way the funds are collected are not regressive and harming most vulnerable communities?

Response: In the fall, staff will bring forward a study session on revenue measure options for consideration on the November 2024 ballot. Options will include both the documentary transfer tax as well as a general obligation bond together with other options such as a sales tax increase and parcel tax, for Council’s consideration.

A documentary transfer tax is a tax applied to the transfers of real estate. Currently, the City’s documentary transfer tax rate is set at the standard rate established by the California Documentary Transfer Tax Act. Charter cities, such as Santa Clara, can impose additional documentary transfer taxes. Other cities within the County, (such as Mountain View, Palo Alto, and San Jose), have increased their tax rate and have also adopted policies to designate this revenue collection for specific uses (e.g., capital infrastructure).

Attachment 5

FY 2023/24 and FY 2024/25 Proposed Operating Budget
Responses to Questions from the 6/6/23 Budget Study Session

A general obligation is a bond issued by a local and/or state authority to raise funds for public projects that are in the welfare of the public such as the construction of roads and bridges, public parks, libraries, etc. The bond is guaranteed by both tax revenue and operating revenue.

Both an increase in the documentary transfer tax, as well as the issuance of a general obligation bond, would require voter approval and are typically only considered during a regularly scheduled general election. November 2024 would be the first such opportunity. As part of the 2023 fall study session on revenue measure options, staff will also be seeking approval from the City Council to retain consultant services to help formalize a community input process in advance of any call for an election. This process would be used to help inform the type of projects the revenue would support and the development of appropriate ballot measure language.

Neither the documentary transfer tax nor a GO Bond would be considered regressive taxes (a tax that is applied uniformly regardless of income in which low-and high-income earners pay the same dollar amount).

12. How can we look at the revenue opportunities strategically because we can only bring a couple of options to the public? Some are more or less realistic.

Response: The strategic approach to potential ballot measures will be critical in securing additional resources to meet the City’s needs. This will include analyzing the following:
 Prioritization of City needs that can be addressed by potential measures (e.g., capital infrastructure needs)
 Amount of funding that can be generated and the proposed use of those funds/benefit to our community
 Who would pay the taxes/bonds and how would this impact residents/businesses, including the understanding of whether the taxes are regressive or progressive  Likelihood of voter approval, including the support for different types of capital infrastructure improvements and the potential impact of bringing more than one measure at a time

If the City Council decides to pursue potential ballot measures, the City will retain the services of a consultant to assist with community surveying and outreach to better position the City for success.

13. How is Transient Occupancy Tax (TOT) performing? Has activity recovered from the pandemic impacts?

Response: While TOT collections continue to improve, activity has not yet reached pre-pandemic levels. TOT receipts are tracking at approximately 90% of pre-pandemic levels; however, this is due in part to the TOT rate increase that went into effect in January 2022. Factoring out the rate increase, TOT activity is tracking at approximately 75% of pre-pandemic levels. The reported occupancy rate is currently approximately 67%.

14. There are concerns regarding the Fee Schedule’s public facility rentals. When are those fees going to be discussed?

Response: The direction from Council at its April 18th meeting was to have a future session to discuss fees for non-profits and sports leagues. Given the concerns expressed by Council, staff is Attachment 5

FY 2023/24 and FY 2024/25 Proposed Operating Budget
Responses to Questions from the 6/6/23 Budget Study Session

recommending that the Department of Parks and Recreation re-engage its third-party consultant to re-evaluate the fees in relation to the Parks Recreation Cost Recovery Policy adopted by the City Council. In doing so, it is recommended that staff conduct additional outreach with affected stakeholders to discuss the goals for the Cost Recovery Policy and develop alternatives to the current fee structure. Given current workload, it is recommended that this work be conducted after the summer season with a goal of reporting the findings and recommendations to the City Council by December 2023/January 2024.

15. With Santa Clara being a growing city, what studies should be done to keep pace with the growth by developing City infrastructures and expanding operations (e.g., increase in City staffing to address growing residential and business needs)?

Response: When there are significant developments, there are studies on the anticipated impacts to infrastructure as well as City services such as public safety, libraries and parks and recreation; the Project Clearance Committee (PCC) reviews each project for compliance with various codes and regulations and the PCC issues conditions of approval to address these impacts. New developments may also require different resources, such as new fire apparatus that meet different needs. The City also has an adopted 2010-2035 General Plan that lays out broad goals and specific policies on land use, community design, circulation, housing, public facilities, open space, recreation, conservation, noise, seismic and safety, and historic preservation. One of the major strategies of the General Plan is to maintain the City’s fiscal health and quality services (Chapter

4.6). To continue to maintain the City’s fiscal health, the progressive approach for the General Plan provides the framework for measured growth to ensure adequate services and infrastructure.

In addition, various studies are conducted regularly to determine future City infrastructure and assure operational needs are planned for and met. In the utilities, both SVP and Water and Sewer determine the need for future growth and continually plan based upon planning activity and communications with large developers. SVP has a Council-approved growth plan that forecasts future needs that guides resources with anticipated load capacity. Corresponding impact fees were recently updated to fund elements of the SVP growth plan. The Water Utility is developing the One Water Santa Clara–Sustainable Water Supply Master Plan that will provide a roadmap for implementing real world strategies to secure and maintain current and future water supplies while developing new supplies with key programs focused on potable reuse, recycled water and conservation. Additionally, as part of the Master Plan an Asset Management Program will be developed to ensure existing infrastructure replacements support both Water delivery and Sewer conveyance systems. Public Works Department in collaboration with Water & Sewer Utilities is working on Sanitary Sewer Master Plan update to evaluate the capacity of the conveyance system to handle future wastewater flows. The Department of Parks & Recreation is conducting a Parks & Recreation Master Plan and a five-year update of its Facility Condition Assessment. The Library Department has a Library Strategic Plan underway. A water and sewer asset management plan and an update to the Parks infrastructure report conducted in 2017 are also funded and planned.

Lastly, impact fees or the shifting of responsibility to developers under various long-term agreements (Community Facility Districts, Construction & Maintenance Agreements) in the area of parks construction, infrastructure and lifecycle maintenance, traffic, and affordable housing are all geared to offset limited General Funds resources as the City grows. An initial study exploring additional impact fees was completed several years ago which included the potential for impact fees for Fire, a new City Hall, arts, among other areas. The City will continue to evaluate future Attachment 5

FY 2023/24 and FY 2024/25 Proposed Operating Budget
Responses to Questions from the 6/6/23 Budget Study Session

studies and impact fees, as well as pursue additional revenue opportunities, to ensure planning and funding is identified to accommodate future City growth.

Budget-in-Brief
FY 2023/24 and FY 2024/25
Proposed Operating
Budget
To Our Santa Clara Residents:

The Proposed Biennial Operating Budget for fiscal years (FY) 2023/24 and 2024/25 continues the biennial budget process that alternates between an operating and capital budget. This year’s budget focuses on our day-to-day operations that support vital City services. Amendments to the FY 2023/24 capital budget are also included.

As part of the budget deliberation process, two City Council study sessions are scheduled for May 9, 2023 and June 6, 2023 before the public hearing and planned budget adoption on June 27, 2023.

Over the past few years, there have been significant financial challenges stemming from COVID-19. This necessitated
General Fund budget balancing actions starting in FY 2020/21 and continued over the past three years. A combination of strategies has been used to address the budget deficits, including the use of one-time reserves and federal stimulus funds, new revenues, and expenditure reductions. This multi- pronged approach has balanced the competing goals of
aligning ongoing revenues and expenditures and minimizing the service delivery impacts to the community. It has also allowed time for General Fund revenues to recover. This strategy has positioned the City well for the FY 2023/24 and FY 2024/25 Proposed Budget that solves a smaller projected General Fund deficit.

The City’s financial position has significantly improved since the adoption of the FY 2022/23 budget. The latest Ten-Year General Fund Forecast shows smaller deficits of $8.0 million and $8.9 million in FY 2023/24 and FY 2024/25. This is well below the $27 million deficit projected in June 2022 and reflects stronger revenue growth. While the financial picture is much better, it is important to note that significant economic uncertainty and the risk of a recession persist.

Based on the improved financial position, this budget
preserves services with fewer reductions necessary. The expenditure reductions limit direct service impacts, with the goal of stabilizing the services residents access on a regular basis as the organization continues to recover from the COVID-19 service disruptions. As part of this recovery, the City continues to fill vacant positions, which will result in an overall improvement to the services the City provides with the funding included in this budget.

City of Santa Clara Budget-in-Brief
FY 2023/24 and FY 2024/25
Proposed Biennial Operating Budget

Where the City Gets Its Money
FY 2023/24 and FY 2024/25 Funding Sources
FY 2023/24 and FY 2024/25 City Expenditure Budget

1.0 2.0

4.0 8.0

16.0 32.0

64.0 128.0
256.0
512.0
1,024.0$ in millions
FY 2023/24 Proposed FY 2024/25 Proposed
*FY 2022/23 Capital Improvement Program budget includes CIP carryover. **Excludes contributions, reserves, and transfers to avoid double counting.

User Fee Detail FY 2023/24 FY 2024/25
• Electric Utility Fees $ 692.6 M $ 775.7 M
• Water Utility Fees 65.4 M 71.9 M
• Sewer Utility Fees 42.5 M 46.4 M
• Solid Waste Fees 39.0 M 40.5 M
Fund Type
FY 2022/23
Adopted
Budget
FY 2023/24
Proposed
Budget
%
Change
FY 2024/25
Proposed
Budget
%
Change
General Fund $272,355,355 $280,773,558 3.1% $287,458,968 2.4% Special Revenue 28,469,289 38,411,889 34.9% 37,111,226 (3.4%) Enterprise 815,864,620 872,344,414 6.9% 968,035,945 11.0% Internal Service 42,429,153 38,850,861 (8.4%) 41,629,602 7.2% Debt/Other 19,846,647 374,983,049 1,789.4% 40,658,134 (89.2%) Capital Improvement
Program*
357,380,666 396,879,114 11.1% 108,385,754 (72.7%)
Less (Contributions,
Transfers and Reserves)**
(204,596,482) (511,297,774) 149.9% (249,234,561) (51.3%) Total Budget $1,331,749,248 $1,490,945,111 12.0% $1,234,045,068 (17.2%) City of Santa Clara Budget-in-Brief
FY 2023/24 and FY 2024/25
Proposed Biennial Operating Budget
r._ __ ____,
-
Property Tax
Sales Tax
Per $100 Collected Sales Tax Generators
Santa Clara
Unified School
District, $38.36 County of
Santa Clara,
$18.71
County Office
of Education,
$3.97
City of Santa
Clara, $10.17
West Valley
College,
$11.09
Other Special
Districts, $2.51 ERAF (Other School
Districts), $15.19
Office Equipment,

17.2%
Auto Sales -
New, 13.6%
Restaurants
, 9.0%
Bldg Matls -
Wholesale,

6.3%Light Industry,

5.2%Department
Stores, 4.7%
Electronic Equipment,

3.6%
Heavy Industry,

3.4%
Service
Stations
, 3.1%
IT
Infrastructure,

2.3%
Other Categories,

31.6%
When you pay your property tax bill to the County,
the City of Santa Clara General Fund receives
$10.17 for every $100 collected. The City
anticipates receiving $85.9 million in FY 2023/24
and $89.6 million in FY 2024/25.

Sales tax revenue in the City of Santa Clara comes
from multiple sources. Office equipment, new
vehicles, restaurants, wholesale building materials,
lights, and department stores were the City’s leading
economic sales categories in the fourth quarter of
2022, making up almost 56% of sales tax collections.

Where Your Sales Tax Goes Based on Purchase of $100
Sales Tax Paid is $9.125
State, $6.00
County
Transportation/VTA/
Caltrain, including
Measure B and
BART, $2.00
Santa Clara County –
General Purpose,
$0.125
City of Santa
Clara, $1.00
For every dollar you spend in Santa Clara on
taxable purchases, you pay 9.125% in sales tax
or $9.125 for each $100 purchased.

Cities throughout the State receive a portion of the sales tax collected based on sales made within their respective city. For every $100 purchase you make within the City of Santa Clara, which is subject to sales tax, the City receives $1.00. The City anticipates receiving $60.5 million in FY 2023/24 and $62.4 million in FY 2024/25.

California statewide sales tax rate is 7.25%, of which the City of Santa Clara receives 1.00%. The total countywide sales tax rate 9.125%. Santa Clara County has the following six voter-approved add-on tax measures:
• 0.125% for County Retail Sales Transactions and Use
• 0.125% for VTA BART
• 0.125% for Peninsula Corridor Joint Powers Board (Caltrain) • 0.500% for Silicon Valley Transportation Solutions Tax • 0.500% for Santa Clara County Transit District (SCCT) • 0.500% for Santa Clara County Valley Transportation Authority (SCVT) City of Santa Clara Budget-in-Brief
FY 2023/24 and FY 2024/25
Proposed Biennial Operating Budget

FY 2023/24 Proposed Budget
FY 2023/24 Positions by Department **

7.00 2.00 7.00 10.00 11.30 5.70

75.00 222.00

70.75 173.50

15.00 6.00

42.75 77.75
231.00
119.50

73.00 0.00

50.00 100.00
150.00
200.00
250.00
Total Positions: 1,149.25
Operating Budget Expenditures by Department *
General
Government
Departments/Other,
$98.5 M, 8.1%
Utility Departments,
$815.4 M, 66.9%
Public Safety
Departments,
$156.4 M, 12.8%
Library, Parks &
Recreation
Departments,
$34.7 M, 2.9%
Department of
Public Works,
$87.3 M, 7.2%
Community
Development
Department, $25.7 M,

2.1%
$ 1.218
Billion*
* Excludes internal service funds not tied to a particular department and debt service.

General
Government
Departments/Other,
$99.1 M, 7.5%
Utility Departments,
$907.4 M, 68.7%
Public Safety
Departments,
$162.4 M, 12.3%
Library, Parks &
Recreation
Departments,
$36.1 M, 2.7%
Department of
Public Works,
$90.9 M, 6.9%
Community
Development
Department, $25.3 M,

1.9%
$ 1.321
Billion*
FY 2024/25 Proposed Budget
City of Santa Clara Budget-in-Brief
FY 2023/24 and FY 2024/25
Proposed Biennial Operating Budget
** In FY 2024/25, 4.0 positions added to the Community Development Department, for a total position count of 1,153.25. ______ I I -- ■ I
Budget Highlights by Strategic Pillar
City of Santa Clara Budget-in-Brief
FY 2023/24 and FY 2024/25
Proposed Biennial Operating Budget
Promote and Enhance Economic, Housing and Transportation Development • The FY 2023/24 budget includes over $2.0 million of CDBG funds for various public service activities (e.g. family therapy advocacy, educational services, senior adult legal assistance, meals to seniors and adults with disabilities) along with funding for capital projects for affordable housing and public facility improvements. One-time funding from the HOME American Rescue Plan is programmed to provide additional funding for Tenant-Based Rental Assistance and homelessness outreach. • In FY 2023/24, the Convention Center is projected to have 220 events, with approximately 246,196 in attendance, which reflects over 100% growth in attendance when compared to FY 2022/23 projected attendance.
• Launch and operate a grant-funded on-demand shuttle program with the City of Cupertino. • Complete several transportation projects, begin work on Vision Zero Study, and continue responding to traffic calming and traffic safety-related public inquiries. • Add Electric Utility funding to support the Large
Customer Renewable Energy Program and various
initiatives to expedite Greenhouse Gas emission
reduction (e.g., new solar installations, and solar
combined with electric vehicle (EV) infrastructure for
City facilities and neighborhood school locations).
• Optimize the recycled water system and increase
supply while focusing on expansion opportunities with
regional partners.
• Continue outreach regarding water conservation and
overall environmental sustainability.

Manage Strategically Our Workforce Capacity and Resources • Generate one-time savings from aligning the Police
Department’s vacancy factor to historical vacancy rates, which will allow for the pace of department hiring to continue as experienced before the pandemic, with no service
delivery impacts expected.
• Temporarily reduce the Fire Department’s overtime budget as a result of the Department’s receipt of the three-year Staffing for Adequate Fire and Emergency Response grant. • Freeze 3.0 vacant positions in the City Manager’s Office, City Attorney’s Office, and City Auditor’s Office and eliminate

1.0 vacant position in the Human Resources Department.
• Reduce funding for library books and materials; partner with Foundation and Friends to fundraise for materials.

Promote Sustainability and Environmental Protection

City of Santa Clara Budget-in-Brief
FY 2023/24 and FY 2024/25
Proposed Biennial Operating Budget
Deliver and Enhance High-Quality Efficient
Services and Infrastructure
• Add positions and other resources in the Community
Development Department to support the high volume
of development activity funded via development fees.
• Add funding for increased substation maintenance and
outage response and repair to ensure reliability of
substations in the Electric Utility Department.
• Align resources with expected activity in the City
utilities, including adjustments to account for resource and production costs, operating and maintenance
costs, and planned debt issuances in FY 2023/24.

Enhance Community Engagement and Transparency
• Library will initiate strategic planning efforts to identify community-based goals for service and align with City Council priorities.
• Community Development Department will continue to engage with the community to inform and involve community members in both long-range and current land use planning activities. • The FY 2023/24 Stadium Authority Adopted Budget includes funding for the Neighborhood Stadium Relations Committee.

Ensure Compliance with Measure J and Manage Levi’s Stadium • The Stadium Authority’s stand-alone Fiscal Year 2023/24 Operating, Debt and Capital Budget was adopted by the Stadium Authority Board on March 7, 2023. • The $81.3 million budget provides the necessary funding to administer the duties of the Stadium Authority, including support for operating the Stadium for Non-NFL events through a management company, advancement of the FY 2023/24 work plan, payment of debt service obligations, and maintenance of a five-year capital plan.

Enhance Community Sports and Recreational
and Arts Assets
• Rehabilitate and expand park facilities, amenities and playgrounds for all ages and abilities at Warburton
Park, Henry Schmidt Park, Westwood Oaks Park
playground, Montague Park and Central Park Magical
Bridge Playground.
• Acquire, develop and open new buildings at
Lawrence Station Area (Nuevo Community Buildings)
and a community arts center at Patrick Henry Drive
Specific Plan Area.

Budget Highlights by Strategic Pillar
General Fund Budget Balancing Strategy
The budget balancing strategy for FY 2023/24 and FY 2024/25 incorporates a combination of increased revenues, one-time and ongoing expenditure reductions, and use of reserves to address the General Fund shortfall of $8.0 million in FY 2023/24 and $8.9 million in FY 2024/25 as shown below. This table also includes an ongoing shortfall figure that reflects the average of the projected shortfalls in years three through five of the Ten-Year General Fund Forecast along with the ongoing balancing actions. • Revenue Solutions - phase in the remaining voter-approved Transient Occupancy Tax increase in FY 2023/24 (1 percent in January 2024) and in FY 2024/25 (1 percent in January 2025), which would increase the rate from 11.5% to 13.5%; incorporate fee adjustments approved by the City Council on April 18, 2023 as part of the adoption of the FY 2023/24 Municipal Fee Schedule. • Expenditure Reductions – one-time expenditure savings in the Fire and Police Departments with no service delivery impacts; other departmental reductions limit direct service impacts, and the 4.0 position reductions are in strategic support areas (City Attorney’s Office, City Manager’s Office, City Auditor’s Office, and the Human Resources Department)
• Use of Reserves - uses $1.1 million of the Budget Balancing Reserve in FY 2023/24 and replenishes the amount in FY 2024/25.

The proposed balancing strategy addresses approximately half of the budget deficit with ongoing solutions. After the biennial budget period, the use of additional budget balancing solutions are expected to be brought forward depending on the fiscal situation at that time.

City of Santa Clara Budget-in-Brief
FY 2023/24 and FY 2024/25
Proposed Biennial Operating Budget
FY 2023/24 and FY 2024/25 Proposed Biennial Operating Budget General Fund Balancing
($ in millions)
FY 2023/24 FY 2024/25 Ongoing
Forecast Shortfall ($8.0 M) ($8.9 M) ($11.4 M)
Increased Revenues
– Increase TOT Rate: phased 2% 0.9 1.7 3.4
– Fee Adjustments 0.5 0.8 0.8
– One-Time Revenues 0.2 0.0 0.0
Total Revenue Solutions 1.6 2.5 4.2
Expenditure Reductions
– Fire SAFER Grant 1.0 3.1 0.0
– Police Vacancy Savings 1.6 1.7 0.0
– Other Departmental Proposals 2.7 2.7 2.0
Total Expenditure Solutions 5.3 7.5 2.0
Use of Reserves
– Budget Balancing Reserve 1.1 (1.1) 0.0
Use of Reserves 1.1 (1.1) 0.0
Future Unidentified Solutions 5.2
General Fund Balancing Total $8.0 M $8.9 M $11.4 M

City Councilmembers
Mayor Lisa M. Gillmor
Councilmember District 1 Kathy Watanabe
Councilmember District 2 Raj Chahal
Councilmember District 3 Karen Hardy
Councilmember District 4 Kevin Park
Councilmember District 5 Sudhanshu Jain
Councilmember District 6 Anthony J. Becker
City Department Contact Information
City Attorney’s Office (408) 615-2230
City Clerk’s Office (408) 615-2220
City Manager’s Office (408) 615-2210
Community Development Department
Building Division
Permit Center
Planning Division
Housing & Community Services
(408) 615-2440
(408) 615-2420
(408) 615-2450
(408) 615-2490
Electric Utility Department (408) 615-2300
Finance Department (408) 615-2340
Fire Department (408) 615-4900
Human Resources Department (408) 615-2080
Information Technology Department (408) 615-2022
Library Department (408) 615-2900
Parks & Recreation Department (408) 615-2260
Police Department (408) 615-4700
Department of Public Works
Engineering Office
Corporation Yard
(408) 615-3000
(408) 615-3080
Water & Sewer Utilities Department (408) 615-2000
City of Santa Clara Budget-in-Brief
FY 2023/24 and FY 2024/25
Proposed Biennial Operating Budget

The Budget-in-Brief is intended to provide an overview of the City of Santa Clara’s FY 2023/24 and FY 2024/25 Proposed Biennial Operating Budget. The complete budget document can be accessed on the Finance Department’s website at: SantaClaraCA.gov/Finance Questions about this report should be directed to:

City of Santa Clara - Finance Department
1500 Warburton Avenue
Santa Clara, CA 95050
(408) 615-2340

FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET
Table 1:

FY 2023/24 and FY 2024/25 Proposed Budget
Fund Type
FY 2022/23
Adopted
Budget
FY 2023/24
Proposed
Budget
FY 2024/25
Proposed
Budget
General Fund $272,355,355 $281,795,558 $287,458,968
Special Revenue Funds 28,469,289 48,639,709 37,111,226 Enterprise Funds 815,864,620 872,344,414 968,035,945
Internal Service Funds 42,429,153 39,606,414 41,304,602 Debt/Other 19,846,647 374,983,049 40,658,134
Less (Transfers, Contributions, and Reserves)* (203,142,482) (515,319,491) (247,455,561) Subtotal Operating Budget $975,822,582 $1,102,049,653 $1,127,113,314 Capital Funds $357,380,666 $657,486,151 $108,385,754
Less (Transfers, Contributions, and Reserves)* (1,454,000) (3,188,205) (1,454,000) Subtotal Capital Budget $355,926,666 $654,297,946 $106,931,754 Total Budget $1,331,749,248 $1,756,347,599 $1,234,045,068 * Adjusts for transfers, contributions, and reserves to avoid double counting of the same funds (e.g., internal service funds are excluded)
City of
Santa Clara
FY 2023/24 AND FY 2024/25 PROPOSED OPERATING BUDGET
Table 2:

FY 2023/24 and FY 2024/25 Biennial Operating Budget
General Fund Balancing
($ in millions)
FY 2023/24 FY 2024/25 Ongoing
Forecast Shortfall ($8.0 M) ($8.9 M) ($11.4 M)
Increased Revenues
- Increase TOT Rate (phased 2%) 0.9 1.7 3.4
- AdjustFee ments 0.5 0.8 0.8
- One-Time Revenues 0.2 0.0 0.0
Total Revenue Solutions 1.6 2.5 4.2
Expenditure Reductions
- Fire SAFER Grant 1.0 3.1 0.0
- Police Vacancy Savings 1.6 1.7 0.0
- Other Departmental Proposals 2.7 2.7 2.0
Total Expenditure Solutions 5.3 7.5 2.0
Use of Reserves
- Budget Balancing Reserve 1.1 (1.1) 0.0
Total Use of Reserves 1.1 (1.1) 0.0
Future Unidentified Solutions 5.2
General Fund Balancing Total $8.0 M $8.9 M $11.4 M
City of
Santa Clara
City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
23-519 Agenda Date: 6/27/2023

REPORT TO COUNCIL

SUBJECT
Action Establishing the City's Fiscal Year 2023/24 Appropriations Limit of $628,493,798 Pursuant to Article XIIIB of the California State Constitution.

COUNCIL PILLAR
Enhance Community Engagement and Transparency

BACKGROUND
Annually, the City of Santa Clara (City) is required to calculate the expenditure appropriation limit from tax proceeds to determine compliance with Propositions 4 (Gann Initiative) and 111 (Spending Limitation Act of 1990). On November 6, 1979, the California electorate passed Proposition 4, which created Article XIIIB of the State Constitution placing limits on the amount of revenue that can be spent by governmental agencies. This constitutional amendment, also known as the Gann Initiative, placed limits on the growth of expenditures for publicly funded programs by restricting the amount of revenue that the City can appropriate in any fiscal year. Not all revenues are restricted by the limit, only those that are categorized as proceeds of taxes.

The City's limit has been based on actual appropriations during FY 1978/79, increased annually by an adjustment factor. On June 5, 1990, the California electorate approved Proposition 111, which modified the method of adjusting the annual appropriations limit. Beginning with the FY 1990/91 appropriations limit, the City may choose from the following indices when arriving at an adjustment factor:

1. The annual growth in the City's population or the annual growth in the County's population as provided by the State Department of Finance; and

2. The annual growth in the California Per Capita Income or the growth in the non- residential assessed valuation due to new construction within the City.

DISCUSSION
The City is responsible for dividing citywide revenues between tax and non-tax revenue and applying the formula to the cumulative appropriation limit. For FY 2023/24, the appropriations limit was computed using the annual population growth of the City of Santa Clara (1.54%) and the annual growth in the California Per Capita Income (4.44%). Applying these adjustment factors, the appropriations limit for the City of Santa Clara in FY 2023/24 is $628,493,798 (Schedule 1). As a result, this calculation limits the City from receiving more than $628,493,798 in tax-based revenues in FY 2023/24. An analysis of the revenues generated from tax proceeds minus any exempted expenditures (such as debt service, capital outlay and federal mandates) resulted in total revenue subject to the appropriation limit of $217,487,082 or 34.6% of the limit. The City’s appropriations subject to the limit are $411,006,716 below the FY 2023/24 appropriations limit. Therefore, the City is City of Santa Clara Printed on 6/22/2023Page 1 of 2
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23-519 Agenda Date: 6/27/2023
in compliance with Article XIIIB of the California Constitution.

Schedule 1 provides the history of the City's appropriations limits as adopted by the Council for FY 2014/15 through FY 2022/23 and the appropriations limit recommended for adoption for FY 2023/24.

ENVIRONMENTAL REVIEW
The action being considered does not constitute a “project” within the meaning of the California Environmental Quality Act (“CEQA”) pursuant to section 15378(b)(4) of Title 14 of the California Code of Regulations in that it is a fiscal activity that does not involve commitment to a specific project which may result in potential significant impacts on the environment.

FISCAL IMPACT
There is no fiscal impact to this report. By adopting the Resolution establishing the appropriations limit for FY 2023/24 the City will be in compliance with Propositions 4 and 111.

COORDINATION
This report has been coordinated with the City Attorney’s Office.

PUBLIC CONTACT
Public contact was made by posting the Council agenda on the City’s official-notice bulletin board outside City Hall Council Chambers. A complete agenda packet is available on the City’s website and in the City Clerk’s Office at least 72 hours prior to a Regular Meeting and 24 hours prior to a Special Meeting. A hard copy of any agenda report may be requested by contacting the City Clerk’s Office at (408) 615-2220, email [email protected] <mailto:[email protected]> or at the public information desk at any City of Santa Clara public library.

RECOMMENDATION
Adopt a Resolution Establishing the City's Fiscal Year 2023/24 Appropriations Limit of $628,493,798 Pursuant to Article XIIIB of the California State Constitution.

Reviewed by: Kenn Lee, Director of Finance
Approved by: Jōvan D. Grogan, City Manager

ATTACHMENTS

1. Schedule 1

2. Resolution for Appropriations Limit
City of Santa Clara Printed on 6/22/2023Page 2 of 2
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Schedule 1
Fiscal
Year
Beginning
Appropriations
Limit
Price
Factor
Population
Factor
Adjustment
Factor
Ending
Appropriations
Limit
Revenue
Subject to
Appropriations
% of
Appropriation
Limit
(1) (2) (3) (4) = (2) X (3) (5) = (1) X (4) (6) (6) / (5) 2023/24 592,639,131 1.0444 1.0154 1.0605 628,493,798 217,487,082 34.60% 2022/23 546,765,505 1.0755 1.0078 1.0839 592,639,131 185,230,550 31.26% 2021/22 503,467,316 1.0573 1.0271 1.0860 546,765,505 174,200,673 31.86% 2020/21 478,945,316 1.0373 1.0134 1.0512 503,467,316 177,031,551 35.16% 2019/20 459,684,534 1.0385 1.0033 1.0419 478,945,316 184,097,298 38.44% 2018/19 429,451,171 1.0367 1.0325 1.0704 459,684,534 175,246,540 38.12% 2017/18 410,840,550 1.0369 1.0081 1.0453 429,451,171 160,838,861 37.45% 2016/17 363,345,984 1.1108 1.0179 1.1307 410,840,550 156,954,895 38.20% 2015/16 341,156,650 1.0531 1.0113 1.0650 363,345,984 133,461,118 36.73% 2014/15 327,531,346 1.0262 1.0150 1.0416 341,156,650 123,316,251 36.15% City of Santa Clara
Proposition 4 Appropriations Limit
FY 2014/15 Through 2023/24
On June 5, 1990, the California electorate passed Proposition 111 which modified the method of adjusting the annual appropriations limit. Beginning with the 1990/91 Appropriations Limit, the City may choose from one of the following indices when determining the adjustment factor:

The annual growth in the City's population or the annual growth in the County's population as provided by the State Department of Finance.
and
The annual growth in the California Per Capita Income or the growth in the non-residential assessed valuation due to new construction within the City.

The 1990/91 Appropriations Limit was revised by applying the new growth factors to the appropriations limits for 1986/87 and each subsequent year. In computing the FY 2023/24 Appropriations Limit, the population growth of the City of Santa Clara and the annual growth in California Per Capita Income was used.

Resolution/Appropriations Limit Page 1 of 2
Rev: 05-19-2022
RESOLUTION NO. _____

A RESOLUTION OF THE CITY OF SANTA CLARA, CALIFORNIA
ESTABLISHING FISCAL YEAR 2023/24 APPROPRIATIONS LIMIT

PURSUANT TO ARTICLE XIIIB OF THE CALIFORNIA STATE
CONSTITUTION AS IMPLEMENTED BY TITLE 1, DIVISION 9
(ENTITLED “EXPENDITURE LIMITATIONS” – SECTION 7900 ET
SEQ.) OF THE CALIFORNIA GOVERNMENT CODE

WHEREAS, Proposition 4, commonly known as the Gann Initiative, was adopted by voters on November 6, 1979;
WHEREAS, the Proposition created Article XIIIB of the California State Constitutio n placing limits on the amount of revenue which can be spent by all public entities; WHEREAS, the limit based on the Proposition 4 formula is updated annually using growth data supplied by the State Department of Finance; and,
WHEREAS, the appropriation limit is required to be adopted by the governing body of each public entity.

NOW THEREFORE, BE IT FURTHER RESOLVED BY THE CITY COUNCIL OF THE CITY OF SANTA CLARA AS FOLLOWS:

1. Appropriations Limit. The appropriations limit for fiscal year 2023/24 is Six Hundred Twenty-Eight Million Four Hundred Ninety-Three Thousand Seven Hundred and Ninety-Eight Dollars ($628,493,798).

2. Calculation Factors. Pursuant to Section 8 of Article XIIIB of the California Constitution, for fiscal year 2023/24 the change in the cost of living shall be measured by the percentage change in California per capita personal income or the growth in the non-residential assessed valuation due to new construction within the City of Santa Clara and the change in population shall be measured by the annual growth in the County of Santa Clara or the City of Santa Clara's population as provided by the State Department of Finance, whichever is higher.

3. Factors for 2023/24. For purposes of computing the appropriations limit for fiscal year 2023/24, the annual growth in the California Per Capita Income is 4.44% and the annual percent Resolution/Appropriations Limit Page 2 of 2
Rev: 05-19-2022
change in City of Santa Clara’s population as provided by the State Department of Finance is

1.54%.

4. Notice of Action to be Taken. Pursuant to Government Code Section 7910, no judicial action or proceeding to attack, review, set aside, void, or annul the action of the City Council in establishing the appropriations limit for fiscal year 202 3/24 shall be brought unless such action or proceeding shall have been commenced within forty -five (45) days of the date of adoption of this resolution.

5. Effective date. This resolution shall become effective immediately.

I HEREBY CERTIFY THE FOREGOING TO BE A TRUE COPY OF A RESOLUTION PASSED

AND ADOPTED BY THE CITY OF SANTA CLARA, CALIFORNIA, AT A REGULAR MEETING THEREOF HELD ON THE 27th DAY OFJUNE, 2023, BY THE FOLLOWING VOTE:

AYES: COUNCILORS:

NOES: COUNCILORS:

ABSENT: COUNCILORS:

ABSTAINED: COUNCILORS:

ATTEST: ______________________________

NORA PIMENTEL, MMC

ASSISTANT CITY CLERK

CITY OF SANTA CLARA

Attachments incorporated by reference: None

City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
23-819 Agenda Date: 6/27/2023

REPORT TO CITY COUNCIL

SUBJECT
Public Hearing: Action on Amendment to the City of Santa Clara General Plan-Re-Adoption of the 2023-2031 Housing Element with Revisions

COUNCIL PILLAR
Promote and Enhance Economic, Housing and Transportation Development

BACKGROUND
The Housing Element, one of the required elements of the City’s General Plan, includes policies and programs intended to help the City meet the housing needs of all current and future Santa Clara residents. State law requires that local jurisdictions update their Housing Element every eight years and that the Housing Element be reviewed by the State Department of Housing and Community Development (HCD). Housing Elements are then certified by HCD if found to be in substantial compliance with State Housing law.

For Bay Area towns, cities, and counties, the statutory due date for submittal of an adopted Housing Element, covering the years 2023-2031 (6th housing cycle), was January 31, 2023. Consistent with this deadline, on January 31, 2023, the City Council adopted Santa Clara’s 2023-2031 (6th Cycle) Housing Element and submitted it to HCD for their 60-day review. On March 28, 2023, the City received HCDs findings/comment letter (Attachment 1). HCD determined that the City’s Adopted Housing Element addresses many statutory requirements but identified additional revisions that in their view were necessary for HCD to certify the City’s Housing Element as fully compliant with State Housing Element law. Staff met with HCD on April 20, 2023 to discuss those comments and on June 2, 2023 to discuss staff’s draft revisions to the adopted Housing Element to address those comments.

State leadership continues to identify efforts to address the State’s housing crisis as a top priority for both legislative and administrative efforts. As a result, the State has significantly increased the requirements placed upon each jurisdiction as they update their local Housing Elements and added more stringent State oversight for the review and approval of each Housing Element.

The lack of a certified Housing Element can reduce the ability of a local jurisdiction to regulate new housing development and reduce access to State funds for as long as the jurisdiction remains out of compliance.

City staff has been diligently working with HCD and the City’s consultant (MIG, Inc.) to complete revisions necessary to receive HCD’s certification.

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State (HCD) Review
On March 28, 2023, the City received HCD’s findings/comment letter (Attachment 1) on the City’s Adopted Housing Element. HCD identified revisions necessary to receive HCD’s certification of compliance in the following areas:

A. Housing Needs, Resources, and Constraints
B. Housing Programs
D. Quantified Objectives
E. Public Participation
F. Consistency with General Plan
The draft Housing Element prepared for re-adoption addresses the topics raised by HCD as discussed in the Planning Commission staff report (Attachment #3).

DISCUSSION
The Planning Commission hearing on this item took place on June 14, 2023 (continued from May 24, 2023). Staff provided a presentation (Attachment 2) highlighting the changes made to the Housing Element in response to comments from HCD, including:
· additional programs in the Housing Plan that will help to provide a variety of housing types through a streamlined, by-right process;
· deletion of a number of occupied sites proposed in the first draft that may be unlikely to convert to housing during the 6th cycle;
· added sites along the El Camino Real to maintain an adequate buffer for the sites inventory; and
· more in-depth analysis of how the Housing Element complies with the requirement to Affirmatively Further Fair Housing (AFFH), with data showing that more than 80% of the City’s proposed sites are in High or the Highest Resource areas of the City.

The Commission commended staff on the additional work on the Housing Element and asked how the impacts to transportation had been analyzed for the new sites along El Camino, and whether the Valley Transportation Authority (VTA) had been coordinated with regarding additional bus service.

Staff responded that the impacts of the land use changes to El Camino Real were analyzed in the 2010 General Plan EIR, and that the proposed rezoning of these sites would result in residential densities consistent with that analysis. Staff also confirmed that the City had coordinated with VTA during the 2010 General Plan Update process, and that VTA would continue to be a partner in the City’s ongoing work on the El Camino Real Specific Plan.

Two members of the Carpenters’ Union spoke in favor of adding a policy to the Housing Element to promote hiring local labor, hiring from or contributing to apprenticeship programs, and providing a living wage. The two representatives added that apprenticeship programs, including programs for Veterans, can pull people out of poverty, and that the Carpenters’ Union offers health care benefits to their members.

Commissioner Biagini made a motion (Bouza seconding) to recommend City Council adoption of the updated Housing Element, with the addition of policy language to the Housing Element to encourage developers and contractors to evaluate hiring local labor, hiring from or contributing to apprenticeship programs, increasing resources for labor compliance, and providing a living wage. The Commission voted unanimously (7-0-0) in favor the motion. The Planning Commission recommendation was City of Santa Clara Printed on 6/22/2023Page 2 of 5
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added as Alternative 2 to this report. Alternative 3 was added to provide more specificity than Alternative 2 regarding the City’s involvement with developers and contractors in their decision to utilize local labor and associated programs.

ENVIRONMENTAL REVIEW
The City prepared an Addendum to the 2010-2035 General Plan Environmental Impact Report (Attachment 6) for the 6th Cycle (2023-2031) Housing Element, which concluded that there is no substantial change to the General Plan that would require major revisions to the previous EIR; that there is no substantial change in circumstances as a result of modifications to the General Plan that would cause new or substantially more severe significant impacts; and, that there is no new information of substantial importance that identifies new or more intense significant impacts than those identified in the General Plan EIR.

At their public hearing on January 26, 2023, the Planning Commission adopted Resolution No. 23- 004 recommending the City Council adopt the Addendum to the General Plan EIR, for adoption of the 6th Cycle Housing Element.

With the adoption of Resolution No. 23-9188 (Attachment 4) at a public hearing on January 31, 2023, the City Council approved the Addendum to the General Plan EIR for adoption of the 6th Cycle Housing Element. Although the proposed action is to make additional revisions to the Housing Element and General Plan, there are no new policies proposed that would generate new or substantially more significant environmental impacts; moreover, the revised inventory identifies slightly fewer sites than in the January element, and so any impacts are likely to be slightly reduced.

As such, the General Plan EIR and Addendum remain sufficient for the environmental analysis of the proposed Housing Element.

FISCAL IMPACT
There is no fiscal impact associated with this report. On January 25, 2022, the City Council approved a consultant agreement with MIG, Inc. to update the City’s Housing Element and accepted $499,150 in reimbursable grant funding from the State’s Local Early Action Planning (LEAP) grant program. Of this grant funding, $289,868 will be used to fund MIGs work and the remaining $209,282 will be used to fund City staff expenses. All grant funds must be expended on or before December 31, 2023.

Adoption of the Housing Element, as drafted, includes new and revised City programs to implement the Housing Element goals and policies in conformance with State requirements. The potential implementation of these programs will require future City Council review, including and analysis of their potential fiscal impacts.

COORDINATION
This report was coordinated with the City Attorney’s Office.

PUBLIC CONTACT
Public contact was made by posting the Commission agenda on the City’s official-notice bulletin board outside City Hall Council Chambers. A complete agenda packet is available on the City’s website and in the City Clerk’s Office at least 72 hours prior to a Regular Meeting and 24 hours prior to a Special Meeting. A hard copy of any agenda report may be requested by contacting the City Clerk’s Office at (408) 615-2220, email [email protected] City of Santa Clara Printed on 6/22/2023Page 3 of 5
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<mailto:[email protected]> or at the public information desk at any City of Santa Clara public library.

On April 20, 2023, pursuant to Government Code Section 65352(a), the City mailed referral letters to tribes and outside agencies advising them of the City’s intent to take action on a General Plan Amendment to adopt revisions to the 2023-2031 Housing Element. The referral letters also included notice of the proposed Planning Commission and City Council hearings.

On May 10, 2023, pursuant to Government Code Sections 65353 and 65355, a notice of public hearing was published in The Weekly, a newspaper of general circulation, regarding the Planning Commission and City Council public hearings.

On May 18, 2023, a GovDelivery bulletin was emailed to the City’s 1,875 Housing Element Update topic subscribers to let them know of the continuance of the Planning Commission and City Council hearings from May 24, 2023 and June 6, 2023, respectively, with the updated hearing schedule (also posted on the Housing Element Update page).

On June 7, 2023, a GovDelivery bulletin was emailed to the City’s 1,899 Housing Element Update topic subscribers to let them know the availability of the draft revisions to the Adopted Housing Element on the Housing Element Update page.

ALTERNATIVES

1. Adopt a Resolution to amend the General Plan by re-adopting the Housing Element for the 2023-2031 Cycle.

2. Adopt a Resolution to amend the General Plan by re-adopting the Housing Element for the 2023-2031 Cycle with the incorporation of language in the Housing Element to encourage developers and contractors to evaluate hiring local labor, hiring from or contributing to apprenticeship programs and providing a living wage.

3. Adopt a Resolution to amend the General Plan by re-adopting the Housing Element for the 2023-2031 Cycle with the incorporation of language in the Housing Element to engage with developers regarding the benefits of hiring local labor, hiring from or contributing to apprenticeship programs, increasing resources for labor compliance, and providing living wages.

RECOMMENDATION
Alternative: 1

1. Adopt a Resolution to amend the General Plan by re-adopting the Housing Element for the 2023-2031 Cycle.

Reviewed by: Andrew Crabtree, Director of Community Development Approved by: Jōvan Grogan, City Manager

ATTACHMENTS

1. HCD Findings/Comment Letter on Adopted Housing Element

2. Planning Commission Presentation

3. Planning Commission Staff Report

4. Resolution No. 23-9188
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5. Revisions to Adopted Housing Element (clean)

6. Revisions to Adopted Housing Element (redlined)

7. HCD Comments/Response Matrix

8. Summary of Proposed Amendments to the Housing Element

9. Addendum

10. General Plan Amendment Resolution
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STATE OF CALIFORNIA - BUSINESS, CONSUMER SERVICES AND HOUSING AGENCY GAVIN NEWSOM, Governor

DEPARTMENT OF HOUSING AND COMMUNITY DEVELOPMENT

DIVISION OF HOUSING POLICY DEVELOPMENT
2020 W. El Camino Avenue, Suite 500
Sacramento, CA 95833
(916) 263-2911 / FAX (916) 263-7453
www.hcd.ca.gov

March 28, 2023

Andrew Crabtree, Director
Community Development Department
City of Santa Clara
1500 Warburton Clara
Santa Clara, CA 95050

Dear Andrew Crabtree:

RE: City of Santa Clara’s 6
th Cycle (2023-2031) Adopted Housing Element

Thank you for submitting the City of Santa Clara’s (City) housing element that was adopted on January 31, 2023 and received for review on February 1, 2023. Pursuant to Government Code section 65585, subdivision (h), the California Department of Housing and Community Development (HCD) is reporting the results of its review. In addition, HCD considered comments from Housing Action Coalition pursuant to Government Code section 65585, subdivision (c).

The adopted element addresses some statutory requirements; however, revisions will be necessary to substantially comply with State Housing Element Law (Article 10.6 of the Gov. Code). The enclosed Appendix describes the revisions needed to comply with State Housing Element Law.

For your information, pursuant to Assembly Bill 1398 (Chapter 358, Statutes of 2021), if a local government fails to adopt a compliant housing element within 120 days of the statutory deadline (January 31, 2023), then any rezoning to make prior identified sites available or accommodate the regional housing needs allocation (RHNA) shall be completed no later than one year from the statutory deadline pursuant to Government Code sections 65583, subdivision (c) and 65583.2, subdivision (c). Otherwise, the local government’s housing element will no longer comply with State Housing Element Law, and HCD may revoke its finding of substantial compliance pursuant to Government Code section 65585, subdivision (i). Please be aware, if the City fails to adopt a compliant housing element within one year from the statutory deadline, the element cannot be found in substantial compliance until these rezones are completed.

Several federal, state, and regional funding programs consider housing element compliance as an eligibility or ranking criteria. For example, the CalTrans Senate Bill (SB) 1 Sustainable Communities grant; the Strategic Growth Council and HCD’s Affordable Housing and Sustainable Communities programs; and HCD’s Permanent e
Andrew Crabtree, Director