Agenda packet — City Council and Authorities Concurrent, June 4, 2024 (part 2 of 10)

6140 - TRITON MUSEUM REPAIR AND MODIFICATIONS
Project Number: 6140 Theme / Category: Administrative
Facilities
Year Initiated: 2011 Project Manager: Ken Winland
Planned Completion Year: Ongoing Department: Public Works Project Type: Ongoing Fund: 538 - Public Buildings
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Triton Museum of Art
Project Description This project covers maintenance and repair of the Triton Museum on an annual basis. General repairs include walls, paint, plumbing, electrical, roof replacement, etc.

Funding Sources Capital Projects Reserves - General Fund Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $422,205 $62,413 $35,000 $35,000 - - - $554,618 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction $335,700 $57,413 $35,000 $35,000 - - - $463,113 Contingencies/Misc - $5,000 - - - - - $5,000
Transfers Out $86,505 - - - - - - $86,505
Total Expenditures $422,205 $62,413 $35,000 $35,000 - - - $554,618 Operating Impacts - - - - - -
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6558 - MORSE MANSION MAINTENANCE & REPAIR
Project Number: 6558 Theme / Category: Administrative
Facilities
Year Initiated: 2019 Project Manager: Ken Winland
Planned Completion Year: Ongoing Department: Public Works Project Type: Ongoing Fund: 539 - General
Government
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Morse Mansion
Project Description The project covers routine maintenance and repair of the Morse Mansion on an annual basis. The routine maintenance and repair include walls, paint, plumbing, porch repair, and roof repair. The budgeted amount in FY 2024/25 does not include major rehabilitation of the property. In 2017, a Condition Assessment & Preservation Plan for the Morse Mansion was completed and recommended major rehabilitation work for the entire building, which includes, but is not limited to: roof repair/replacement; mechanical, electrical, and plumbing upgrades; openings rehabilitation, which include windows, doors, and glazing; insulation and attic wiring replacement; landscaping and site restoration; major structural repair/replacement of foundation; front porch restoration; interior repairs and repainting; fencing work; parking and other ADA improvements; interior finishes work; termite repair; HVAC improvements; and structural members repair.

Funding Sources Capital Projects Reserve – General Fund

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $189,581 $120,249 $50,000 - - - - $359,830 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction $189,581 $120,249 $50,000 - - - - $359,830 Total Expenditures $189,581 $120,249 $50,000 - - - - $359,830 Operating Impacts - - - - - -
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FY25 TEMP 04 - CITY BUILDINGS - UPGRADE LIGHTING TO LED

PROJECT

Project Number: FY25 Temp
04 Theme / Category: Administrative Facilities
Year Initiated: 2024 Project Manager: Ken Winland
Planned Completion Year: FY 2024/25 Department: Public Works Project Type: Distinct Fund: 538 - Public Buildings
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Various City Facilities
Project Description Assembly Bill 2208 (AB 2208) eliminates the sale of fluorescent lights effective January 1, 2025, requiring action at all City facilities that have linear fluorescent bulbs. This project funds the replacement of the existing lights to comply with AB 2208.

Funding Sources Capital Project Reserve - General Fund

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources - - $500,000 - - - - $500,000
Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction - - $500,000 - - - - $500,000
Total Expenditures - - $500,000 - - - - $500,000
Operating Impacts - - - - - -
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FY25 TEMP 05 - CITY HALL GUTTER AND WATERPROOFING REPAIR

PROJECT

Project Number: FY25 Temp
05 Theme / Category: Administrative Facilities
Year Initiated: 2024 Project Manager: Ken Winland
Planned Completion Year: FY 2024/25 Department: Public Works Project Type: Distinct Fund: 538 - Public Buildings
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location City Hall
Project Description City Hall Gutters leak during heavy rainstorms and there are a few areas, mainly in the Human Resources and Old Silicon Valley Power (SVP) offices in the West Wing, that get flooded during these events due to the walls being sub-grade. The Human Resources and Old SVP West Wing exterior landscaping needs to be dug out with heavy equipment, then a waterproofing membrane added, and then back filled with existing dirt.

The second part of this project funds the repair or replacement of the gutters in the East Wing, West Wing and Public Works and Fire Marshals building.

Funding Sources Capital Project Reserve - General Fund
Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources - - $485,000 - - - - $485,000
Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction - - $485,000 - - - - $485,000
Total Expenditures - - $485,000 - - - - $485,000
Operating Impacts - - - - - -
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FY25 TEMP 13 - ELECTRIC VEHICLE CHARGING (FLEET)
Project Number: FY25 Temp
13 Theme / Category: Administrative Facilities
Year Initiated: 2024 Project Manager: Falguni Amin
Planned Completion Year: FY 2035/36 Department: Public Works Project Type: Distinct Fund: 538 - Public Buildings
Strategic Pillar 07 - Promote Sustainability and Environmental Protection
Location Citywide
Project Description This project funds the costs to comply with the California Air Resources Board's (CARB) new regulation "Advanced Clean Fleet" (ACF) rule. This requires fleets to purchase zero emission vehicles when replacing their medium and heavy-duty fleet in 2024. The City owns approximately 170 vehicles impacted by this rule. 50% of fleet purchases in these vehicle classes are required to be zero emission through 2026, then starting in 2027, 100% of replacement purchases are required to be zero emission vehicles ongoing. This proposal is to address the charging infrastructure need for these vehicles at city locations where most of these vehicles are domiciled. Current EV infrastructure projects are not at adequate levels to meet the new requirements.

The infrastructure funding requested aligns with the fiscal year of replacement volume by class. The initial phase of this project includes hiring a consultant to assess existing available infrastructure and create an EV charging installation and phasing plan.

Funding Sources Capital Projects Reserve - General Fund; possible future grants; Water & Sewer and SVP funds

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources - - $200,000 - - - - $200,000
Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Engineering - - $200,000 - - - - $200,000
Total Expenditures - - $200,000 - - - - $200,000
Operating Impacts - - - - - -
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UPGRADES

Project Number: FY25 Temp
21 Theme / Category: Administrative Facilities
Year Initiated: 2024 Project Manager: Falguni Amin
Planned Completion Year: FY 2025/26 Department: Fire Department Project Type: Distinct Fund: 536 - Fire Department
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Emergency Operations Center
Project Description This project funds security improvements to the Emergency Operations Center (EOC) building including the installation of security fences and access gates. This building houses the City of Santa Clara’s EOC, the Santa Clara Police Department’s Live Fire Shooting Range, and a primary “single point of failure” communications node. This provides the primary “backbone infrastructure” for all information technology in the City. Additionally, the EOC houses the City’s emergency dispatch center, as well as the radio communications infrastructure. The building also neighbors the City’s Fire Station #2 which serves not just as a primary “call for service” emergency response fire station, but also as the primary training center for the Fire Department’s academies, skills training, Community Emergency Response Team academies, and serves as a primary event operations center for large sporting/special events, such as the impending Super Bowl 60 and FIFA World Cup.

Funding Sources Capital Projects Reserve - General Fund

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources - - $294,000 - - - - $294,000
Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction - - $220,500 - - - - $220,500
Contingencies/Misc - - $14,700 - - - - $14,700
Engineering - - $58,800 - - - - $58,800
Total Expenditures - - $294,000 - - - - $294,000
Operating Impacts - - - - - -
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UNFUNDED PROJECTS ADMINISTRATIVE FACILITIES
4070 - Training Tower Renovation
FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total $783,000 - - - - $783,000
The Training Tower is a major component of the Fire Training Center and needs to meet minimum facility requirements of the State Fire Marshal and the California Office of Emergency Services. The unfunded scope of work for this project includes the replacement of fire rated insulation, fire standpipe and sprinkler system repair/replacement, door and window replacement and lighting replacement.
6123 - Public Building Parking Lot Improvements
FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total $299,000 $1,771,000 $287,500 $287,500 $287,500 $2,932,500 The unfunded project reflects deferred preventative maintenance and rehabilitation needs at various City owned public parking lots that would be required to improve the pavement to be considered in a state of good repair. 6138 - Repairs-Modifications to City Buildings
FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total - - $175,000 $175,000 $175,000 $525,000 This project would cover general repairs and maintenance for the City Hall complex, such as repair, replace, or upgrade building components, including tenant improvements and general maintenance. Some of the past projects have included carpet, furniture, electrical upgrades, and general repairs. This project is funded in years 1 and 2, while the out years remain unfunded.
6139 - Repair to Historic Buildings
FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total - - $125,000 $125,000 $125,000 $375,000 This project covers the repair and maintenance of the City-owned historic buildings. These buildings include Headen Inman, Jamison Brown, Harris Lass, and Berryessa Adobe. Repairs include paint, plumbing, exterior maintenance, and electrical work. Continuing to fund this project will allow staff to identify and repair the items found on the property condition assessments. This project is funded in years 1 and 2, while the out years remain unfunded. 6140 - Triton Museum Repair and Modifications
FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total - - $916,800 $35,000 $35,000 $986,800 This project covers maintenance and repair of the Triton Museum on an annual basis. General repairs include walls, paint, plumbing, electrical and roof repair. There was a roof analysis done in 2012 which concluded a roof replacement was needed. The existing roof is over 30 years old and is getting past the point of routine maintenance.

This CIP includes funding for routine maintenance and repair in years 1 and 2, only. The outyears remain unfunded for both routine maintenance/repair and the roof replacement in FY 2026/27. 295
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UNFUNDED PROJECTS ADMINISTRATIVE FACILITIES
6148 - City Hall HVAC Rehabilitation Project
FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total $198,950 $793,500 $5,290,000 - - $6,282,450
This project would provide ongoing City Hall rehabilitation work identified in the Facility Condition Assessment Report.

The current immediate repair includes replacing the HVAC system, which includes central heating, central cooling, distribution system, and split system units. The HVAC system components vary in age; however, all of them are near the end of their useful life and need to be replaced. The first phase of this project consists of evaluation of the existing HVAC system and preparing schematic design. Based on the result of the evaluation that would detail the impact to City Hall, staff will consider design and construction schedule for the project. 6158 - Stationary Standby Generators
FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total $552,000 $3,703,000 $3,450,000 - - $7,705,000
The project would fund the replacement of standby emergency generators, automatic transfer switches, adding cam lock connectors and remote monitoring at various City locations where existing emergency power is already supplied. Many of the City's Stationary Emergency Standby Generators (standby generators) are over 25 years old and have reached the end of their useful life. As a result, the overall condition and reliability of the standby generator fleet has diminished. This project is funded through Phases I, II and III, while the out years remain unfunded. The next unfunded portion of this project would cover costs associated with Phases IV and V, which include generator replacements for the Police and IT Departments, Fleet and Streets Maintenance shops and offices, the Triton Museum, and Gianera, Eastside and Westside storm pump stations.
6177 - Berman Building Gate and Electrical Panel Upgrades FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total $608,000 - - - - $608,000
This project would fund the design and construction of new fencing and a motorized vehicle gate around the Berman Building. Additionally, this would fund the upgrade of the building's existing electrical panel. 6184 - ADA Transition Plan Implementation (Public Buildings) FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total $450,000 $3,450,000 $450,000 $3,450,000 $450,000 $8,250,000 The City is preparing an Americans with Disabilities Act (ADA) Self-Evaluation and Transition Plan Update for public buildings, parks, and public rights-of-way. The resulting Plan will identify improvements to address barriers to accessibility, methods for improving access, establish a timeline and costs for removing ADA barriers, and involve people with disabilities in the preparation of the Plan. The Plan will provide a strategic approach and tools for continued access improvements as the City implements its ADA Self-Evaluation and Transition Plan in the coming years. This project would implement improvements at public buildings and sites as identified in the plan. Prior to FY 2024/25, this project was titled ADA Transition Plan Implementation. 296
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UNFUNDED PROJECTS ADMINISTRATIVE FACILITIES
6186 - Fire Station 5 Renovation
FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total $3,195,752 $24,980,132 - - - $28,175,884
This project would demolish the existing Fire Station 5 and construct a new Fire Station 5 that can support operational needs of the fire department. Fire Station 5 was constructed in 1962 and is in need of replacement. A property condition assessment was completed in FY 2017/18 to study options for renovation or replacement. The study recommended replacement at a proposed cost of $9.3 million. The current station cannot be renovated in a way that will allow it to house an aerial ladder apparatus (fire truck), which is critical to meet the operational needs of the department. This operational need was independently verified by a consultant in a deployment performance analysis conducted in 2016. 6555 - Office Reconfiguration
FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total $149,000 - - - - $149,000
The unfunded portion of this project includes a designated West Wing break station area. The concept for this plan is to construct a kitchenette-like space which would provide staff with small appliances for warming food and a refrigerator to safely store break time meals.
6558 - Morse Mansion Maintenance & Repair
FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total - $50,000 $50,000 $50,000 $50,000 $200,000 The project would cover maintenance and repair of the Morse Mansion on an annual basis. General repairs include walls, paint, plumbing, porch repair, roof repair, etc. A property condition assessment was completed in 2017 with the following recommendations: re-roofing of structures and dry rot repair, window restoration, door restoration, mechanical and plumbing upgrades, siding restoration, insulation and attic wiring, landscaping and site restoration, foundation structural work, front porch restoration, interior repairs, and repainting.

FY25 Temp 04 - City Buildings - Upgrade Lighting to LED Project FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total - $500,000 - - - $500,000 This project would fund the upgrade of the fluorescent lights throughout City facilities to LED in compliance with Assembly Bill 2208 (AB2208). AB2208 requires vendors to cease the sale of fluorescent lights effective January 1, 2025. This project is funded in year 1 only.
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UNFUNDED PROJECTS ADMINISTRATIVE FACILITIES
FY25 Temp 13 - Electric Vehicle Charging (Fleet)
FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total - $800,000 $800,000 $800,000 $800,000 $3,200,000 This project would provide funding to comply with CARB's new regulation "Advanced Clean Fleet" (ACF) rule. This requires fleets to purchase zero emission vehicles when replacing their medium and heavy-duty fleet in 2024. This project is funded in year 1, but the outyears remain unfunded. This portion of the project would cover the installation costs of six level 2 chargers and two fast chargers each fiscal year.

FY25 Temp 22 - Fire Station 1 and 8 Security Upgrades
FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total $1,910,000 - - - - $1,910,000
This project would fund the site security upgrades for Fire Stations 1 and 8, including electronic vehicle entry gates, enhanced fencing, and key cards to ensure the safety of all employees, personal property, and City property.

FY25 Temp 23 - Fire Station 1 and Fire Headquarters Building Renovation FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total $6,702,099 $52,388,074 - - - $59,090,173
This project would fund the significant remodeling of Fire Station 1 to bring it up to modern standards, as well as replacement or renovation of the administration side to provide greater accessibility and to better facilitate the administrative functions of the department. In addition, the fire station and administration building have experienced significant settling of the foundation causing large cracks in the walls and issues with door and window fitment. This project would also cover the costs associated with those major repairs.

FY25 Temp 24 - Fire Station 9 PPE Storage Equipment Room FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total $168,000 $1,232,000 - - - $1,400,000
Fire Station 9 currently houses the Fire Department’s Personal Protective Equipment (PPE), including the cleaning, maintenance, and storage of the replacement PPE cache. This project allows for the construction of dedicated, temperature-controlled storage areas for the PPE as well as the Self-Contained Breathing Apparatus (SCBA) equipment.

FY25 Temp 25 - Fire Station 7 Renovation
FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total $2,446,066 $19,120,088 - - - $21,566,154
Fire Station 7, built in 1971, no longer meets the operational needs of the Fire Department. This project would provide funding to renovate Fire Station 7 to create individual sleeping rooms, a dedicated fitness room, proper facilities for cleaning and decontamination, and storage of personal protective equipment (turnouts). 298
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UNFUNDED PROJECTS ADMINISTRATIVE FACILITIES
FY25 Temp 26 - Fire Station 9 Renovation
FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total $6,477,144 $50,629,679 - - - $57,106,823
This project would renovate Fire Station 9 to provide needed improvements to create individual sleeping quarters, proper facilities for cleaning, decontamination, and storage of personal protective equipment (turnouts), self-contained breathing apparatus storage and maintenance space, and office space to support these operational activities. This request also provides necessary building renovations to allow for fire apparatus to enter the warehouse without encroachment on the neighboring property.

FY25 Temp 29 - Water Refilling Stations
FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total $178,200 - - - - $178,200
This project would fund the replacement of existing water fountains at Fire Stations 1, 3, 4, 5, 6, 7 and 8 with new water fountain/bottle filling systems.

FY25 Temp 30 - Fire Station 9 Lighting
FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total $165,000 - - - - $165,000
This project would fund the full upgrade of station lighting to LED ballasts, allowing personnel to work in a well-lit environment to allow for full operability of this station. This station is an open warehouse with built-in living quarters for fire department personnel. The majority of the station is an open warehouse, and the existing lighting is not strong enough to emit proper lighting for working in the warehouse area, which is used to house the PPE, antique apparatus, and hazardous materials apparatus and equipment.

FY25 Temp 33 - Stations 1, 9, and Fire Administration Building Assessment FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total $270,000 - - - - $270,000
The project would cover costs associated with a property condition assessment and conceptual/feasibility study to determine scope of renovation required to support operational needs of the Fire Department headquarters building, Fire Station 1, and Fire Station 9. The scope would include feasibility analysis of bringing the existing buildings up to current building codes and Americans with Disabilities Act (ADA) requirements. A cost benefit analysis and a concept recommendation are part of this unfunded project/study. 299
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UNFUNDED PROJECTS ADMINISTRATIVE FACILITIES
TEMP20 - New Project - Seismic Evaluation of EOC and Fire Station #2 FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total $220,000 - - - - $220,000
This project would include funding for seismic evaluations of both the Emergency Operations Center and Fire Station 2/Training Center. A seismic evaluation of these buildings is a requirement of the City's Emergency Services Plan. 300
Community Facilities
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INTRODUCTION
The capital projects within the Community Facilities theme enhance the functionality and sustainability of many important city-owned facilities. These projects include construction, repair and renovation that are imperative for the City to promote safe, reliable and adequate services while also providing a diverse range of library, parks, recreation and open space opportunities to residents.

Funding Our Top Priorities
The projects included in the CIP were determined in accordance with both the City Council’s Strategic Pillars and the budget priorities. The chart below illustrates the funding amount per Strategic Pillar within the Community Facilities category.

The five-year CIP Community Facilities budget totals $3.3 million. The CIP projects were prioritized by the following criteria:

Planning and Construction of Temporary and/or Permanent ISC Replacement Facility The George Haines International Swim Center (ISC) was closed in January 2024 due to health and safety concerns. Since that time, staff has provided regular updates to the City Council on the status of reports from regulatory agencies and feasibility of reopening the ISC. This project provides funding for the facility condition assessment for the ISC, as well as $500,000 funded for the design phase in FY 2024/25 and partial funding of $500,000 for the construction phase in FY 2025/26 from the General Fund – Capital Project Reserve. Should the City Council elect to proceed with a temporary refurbishment option to remediate critical safety issues and reopen a portion of the current facility, the proposed budget of $1.0 million can be repurposed and allocated to the refurbishment project, with additional funds appropriated if needed. The permanent/complete replacement project is largely unfunded, and the proposed budget includes $43.8 million in unfunded costs in FY 2026/27; these numbers will be updated upon the approval of the schematic design.

Bowers Roof/Building Replacement
Design funding is included for the Bowers Park roof and building replacement project. The Bowers recreation room was closed in 2018 and the restrooms were closed in 2020 due to health and safety concerns. These two buildings would be replaced with one building that would provide both a community use facility and a restroom with an increased square footage that would allow enhanced service to the community.

Central Park Library – Radio Coverage
This project funds the installation of an Emergency Responder Radio Communication System (ERRCS) at Central Park Library. In August 2023, Central Park Library underwent testing at the request of the Fire Department to ensure adequate communication coverage within the building in accordance with the California Fire Code, and deficiencies were identified. The California Fire Code Sections 510.2 and 1103.2 mandate that existing buildings have an approved in-building ERRCS to ensure minimum communication for emergency personnel, including fire, police, and emergency medical services when deficiencies are identified. Construction materials and architectural features of buildings often impede or obstruct the transmission of radio frequency signals, which requires the installation of these systems.

The provisions outlined in Section 510 underscore the critical importance of reliable communication for emergency responders operating within buildings. These communication systems serve as lifelines during emergencies, such as medical emergencies, fires, or active shooter incidents, enabling prompt coordination and response efforts. The consequences of communication breakdowns during emergencies can be severe. These systems play a pivotal role in fostering a safer environment for responders and the public, enhancing overall emergency response capabilities within the community.

Northside Branch Library – Automated Materials Handling System The Automated Materials Handling System at Northside Branch receives and sorts all library returns and has exceeded its life expectancy. The system continues to break down leading to costly repairs no longer covered by warranty or service support. This critical equipment automates repetitive, labor-intensive tasks, reducing staff costs while expediting return of material to shelves, thereby increasing accessibility of resources and improving 304
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Parks Service Center Improvements
This project consists of three elements: 1) replacement of the Park Service Center roof; 2) design for a small expansion of the Park Service Center footprint to address workplace safety issues; and 3) the installation of solar panels. Additional funding will need to be identified to complete this project.  Roof: The Parks Service Center building was constructed in the 1960's and contains the original roofing materials. Over the years, numerous emergency repairs and patches due to rainwater leaks into the building have been required. The existing roof is beyond its useful life and is in dire need of replacement.  Expansion: Various facility improvements are needed to address workplace safety issues including ADAcomplaint restroom facilities, hallways and the installation of safety showers to ensure proper decontamination of hazardous materials. Included in this CIP is funding to conduct an analysis of the improvements required and to develop design options and costs. Once the analysis is completed, staff will return to Council with a request to fund construction for the expanded building project.  Solar Panels: The installation of solar panels, funded by the SVP Greenhouse Gas Program, will also be incorporated into the project and will generate savings for the City.

Future Projects Funded by Quimby Act/Mitigation Fee Act Revenues The Parks & Recreation Department budgets projects based on the actual Quimby and Mitigation Fee Act (MFA) revenues received. This ensures funding is available to support the budgeted projects. Because there are no revenue projections for these fees incorporated into the CIP, there are limited projects reflected in the CIP. For planning purposes, the Parks & Recreation Department developed the following Quimby/MFA funding strategies and project priorities that will be used to allocate these funds to projects as the revenues are received:

Funding Strategies

1. Completion of Projects Started
a. Example: Inflation may impact construction budget of projects that have not been awarded bid

2. Federal, State, County and Local Mandates
a. Example: Accessibility—ADA improvements, Clean & Safe Parks & Playgrounds—Consumer Product Safety Commission Guidelines, County Health, Building Code upgrades, Engineering/Facility Condition Assessments (age and condition)

3. Community Wide Service Area Facilities (Serves the greatest number of residents) a. Example: Community Park North, Senior Center, Central Park Master Plan Projects

4. Park in Lieu Fee Program
a. Example: Project Application Review, Facility Condition Assessment, Land Value Appraisals, Studies and FF&E for Developer Delivered Parks
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The Department has prioritized the following CIP projects to fund as park in-lieu fees are received:

1. Planning and Construction of Temporary and/or Permanent ISC Replacement Facility – This project includes planning and design of a new Aquatic Center in Central Park, taking into consideration the results of the facility condition assessment for the failing ISC. Upon completion, the facility condition assessment would provide design options to
replace the facility, cost estimation and potential closure timeline. This project also includes planning for the first phase of the project, including: community outreach; a master plan preparation; and development of specific plans,
specifications, and cost estimate (PS&E) for a preferred schematic design. The design portion of the project is
currently funded in this budget cycle, but construction of the project is largely unfunded and will require additional funding for completion.

2. Henry Schmidt Park Playground Rehabilitation (included in the Parks & Trails section) – The project consists of the development of a park master plan, design development to rehabilitate the existing playground. The design portion of the project is currently funded in this budget cycle, but construction of the project is currently unfunded and will require additional funding for completion.

3. Warburton Park Playground Rehabilitation (included in the Parks & Trails section) – This project will renovate the Warburton Park playground to meet accessibility standards, consumer product safety guidelines and measurably
improved recreational play value. The design portion of the project is currently funded in this budget cycle, but
construction of the project is currently unfunded and will require additional funding for completion.

4. Earl Carmichael Park Playground Rehabilitation (included in the Parks & Trails section) – This project would renovate the playground to meet accessibility standards, consumer product safety guidelines and measurably improved
recreational play value. The design portion of the project is currently funded in this budget cycle, but construction of the project is currently unfunded and will require additional funding for completion.

5. Mary Gomez Park Playground Rehabilitation (included in the Parks & Trails section) – This project includes the installation of new playgrounds and amenities which will meet the needs of increased population/new development, a diversity of demand and new legal requirements. The
design portion of the project is currently funded in this budget cycle, but construction of the project is currently unfunded and will require additional funding for completion. Mary Gomez Playground Earl Carmichael Playground
International Swim Center
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6. Parkland Acquisition – This project allocates 25% of park in-lieu fees for future land purchase.

To see full detailed descriptions of these projects, please see the Unfunded Projects – Community Facilities list later in this section and the Unfunded Projects – Parks & Trails list under the Parks & Trails section.

Major Accomplishments
 Fairway Glen neighborhood park has two tennis courts, an open play area, a playground, picnic tables, and various other park amenities but lacked a restroom. The muchneeded new restroom facility was completed in March of 2024, expanding accessibility in the popular park.
 As part of the playground rehabilitation at Montague Park, the existing community building was also renovated to add a restroom, kitchen, and storage facility.
 The fire panel at Central Park Library was upgraded,
replacing the previous 20-year-old fire panel and ensuring an effective fire monitoring system.

Financing Sources
General Fund (Capital Projects Reserve)
The General Fund Capital Projects Reserve is used to support the City’s general capital projects.

Park in Lieu Fees (Quimby and MFA)
In July 2014, the City Council adopted Ordinance No.1928, which added Chapter 17.35 “Park and Recreational Land” to the Santa Clara City Code to require new residential developments after September 13, 2014 to provide developed park and recreational land, and/or pay a fee in-lieu thereof pursuant to the Quimby Act (“Quimby”) and/or the Mitigation Fee Act (“MFA”).

Developer Contributions
Projects are supported by payments from developers. These contributions are paid as part of the process of granting planning permission where additional infrastructure is required or to mitigate negative impacts.

Operating Budget Impacts
Projects within the Community Facilities category are not expected to have additional operating and maintenance costs.

Fairway Glen Restroom
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Although the CIP provides funding for vital improvements throughout the City, there remains significant high priority needs that have not been addressed. As highlighted in the chart below, the total funding needs for the Community Facilities program totals $214.9 million. Of this amount, $3.3 million is funded, leaving $211.6 million of unfunded needs. The unfunded projects are primarily in the Parks & Recreation Department.

The graph below highlights the largest projects currently on the unfunded list in the Community Facilities category. For more project information, please see the Unfunded Projects – Community Facilities list at the end of this section.

Funded, $3.3 M,

1.5%
Unfunded,
$211.6 M,

98.5%
Community Facilities
Total Funding Needs = $214.9 M
$4.3 M
$43.9 M
$1.4 M $0.4
$161.5
$0.0
$20.0
$40.0
$60.0
$80.0
$100.0
$120.0
$140.0
$160.0
$180.0
Bowers Roof/Building
Replacement Project
Planning and
Construction of
Temporary and/or
Permanent ISC
Replacement Facility
Sarah E. Fox Memorial
Mausoleum Repairs
Central Park Library -
Repaint Interior
Aged Infrastructure at
Critical/Poor Buildings $ in Millions
Unfunded
308
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$43.9 M
$4.3 M
$0.0
$5.0
$10.0
$15.0
$20.0
$25.0
$30.0
$35.0
$40.0
$45.0
$50.0
Planning and Construction of Temporary
and/or Permanent ISC Replacement Facility
Bowers Roof/Building Replacement $ in millions
Funded Unfunded
309
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FUNDED PROJECTS BUDGETED COST SUMMARY
Community Facilities Project 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Five-Year CIP Total
3101 - Parks & Recreation
Master Plan $442,700 - - - - - - 3102 - Facility Condition Assessment Update Project $400,000 - - - - - - 3126 - Patrick Henry Drive Specific Plan Community Art
Center
$75,000 - - - - - - 3129 - Eddie Souza Park
Building Repair $339,357 - - - - - - 3134 - Electronic Access for Meeting Rooms $541,771 - - - - - - 3187 - Bowers Roof/Building Replacement Project $235,300 $1,237,034 - - - - $1,237,034 3188 - Senior Center Gym
Equipment Replacement $2,642 - - - - - - 3196 - Planning and Construction of Temporary
and/or Permanent ISC
Replacement Facility
$917,000 $500,000 $500,000 - - - $1,000,000
3197 - Parks Service Center
Improvements $799,688 $235,000 - - - - $235,000
3628 - Sarah E. Fox Memorial
Mausoleum Repairs $252,643 - - - - - - 5044 - Remodel of Mission Branch Library $7,121 - - - - - - 5049 - Central Park Library Public Spaces $28,627 - - - - - - 5053 - Photovoltaic System Installation at the Northside
Branch Library
$830 - - - - - - 5054 - Central Library Fire
Panel Upgrade $48,827 - - - - - - 5055 - Central Park Library - Concrete Sidewalk
Replacement
$215,700 - - - - - - FY25 Temp 34 - Northside
Branch Library - Automated
Materials Handling System
- $332,400 - - - - $332,400
FY25 Temp 38 - Central Park
Library - Radio Coverage - $120,000 - - - - $120,000
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FUNDED PROJECTS BUDGETED COST SUMMARY
Community Facilities Project 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Five-Year CIP Total
FY25 Temp 45 - Senior Center
Natatorium HVAC Project - Ph
1 - $172,500 - - - - $172,500
FY25 Temp 48 - Lawn Bowls
Improvements - $175,000 - - - - $175,000
Total Community Facilities
Projects $4,307,206 $2,771,934 $500,000 - - - $3,271,934

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Project Number: 3187 Theme / Category: Community Facilities Year Initiated: 2019 Project Manager: Falguni Amin
Planned Completion Year: FY 2025/26 Department: Parks & Recreation Project Type: Distinct Fund: 532 - Parks and
Recreation
Strategic Pillar 03 - Enhance Community Sports, Recreational and Arts Assets
Location Bowers Park
Project Description Dedicated in 1957, Bowers Park contains a recreation building, restrooms, an open play area, a playground, parking lot, picnic areas and various park amenities. The park is bordered by Cabrillo Avenue to the north, Cabrillo Middle School to the east, Cabrillo Elementary to the west and residential properties to the south.

The City hired Kitchell, LLC to perform a facility assessment for all recreation sites. The Facility Condition Assessment Report was completed in 2018. In the report, the Bowers Park building roof was categorized as "Critical", with a recommendation for replacement in year one (2018). The condition is described as being "beyond its useful life and needs replacement." In 2018, the Bowers Recreation Room was closed due to leaks and deterioration. The restrooms were subsequently closed in 2020 due to health and safety concerns.

Staff has evaluated several options and recommends replacement of the two deteriorated buildings (restroom and recreation room) with one new building that would provide both a community-use facility and restroom that would increase the square footage of the facility and provide enhanced service to the expanding community and park users. This project includes funding for Phase l – Design. Additional funding for Phase ll – Construction will need to be identified. Prior to FY 2024/25, this project was titled Bowers Roof Replacement.

Funding Sources General Fund - Capital Project Reserve and Mitigation Fee Act funds Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $23,200 $235,300 $1,237,034 - - - - $1,495,534 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction - $123,245 $475,000 - - - - $598,245
Contingencies/Misc - $11,055 - - - - - $11,055
Engineering $23,200 $101,000 $762,034 - - - - $886,234
Total Expenditures $23,200 $235,300 $1,237,034 - - - - $1,495,534 Operating Impacts - - - - - -
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PERMANENT ISC REPLACEMENT FACILITY
Project Number: 3196 Theme / Category: Community Facilities Year Initiated: 2023 Project Manager: Dale Seale
Planned Completion Year: FY 2025/26 Department: Parks & Recreation Project Type: Distinct Fund: 532 - Parks and
Recreation
Strategic Pillar 03 - Enhance Community Sports, Recreational and Arts Assets
Location Central Park
Project Description In 2018, the City’s Facility Condition Assessment Report (Kitchell), identified the George F. Haines International Swim Center (ISC) as critical and beyond its useful life, needing replacement. This project includes planning and design of a new Aquatic Center in Central Park, taking into consideration the results of the facility condition assessment for the failing ISC. Upon completion, the facility condition assessment would provide design options to replace the facility, cost estimation and potential closure timeline.

This project includes funding for the facility condition assessment for the ISC, as well as $500,000 for the design phase in FY 2024/25 and partial funding of $500,000 for the construction phase in FY 2025/26 from the General Fund – Capital Project Reserve. Should the City Council elect to proceed with a temporary refurbishment option to remediate critical safety issues and reopen a portion of the current facility, the proposed budget of $1.0 million can be repurposed and allocated to the refurbishment project, with additional funds appropriated if needed. The permanent/complete replacement project is largely unfunded, and the proposed budget includes $43.8 million in unfunded costs in FY 2026/27; these numbers will be updated upon the approval of the schematic design. The City has submitted a $2.0 million Temporary to Permanent Community Aquatics Facility request to Assemblymember Evan Low.

Prior to FY 2024/25, this project was titled “Central Park Master Plan- Aquatic Center Planning & Design." Funding Sources General Fund - Capital Project Reserve and Mitigation Fee Act funds Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources - $917,000 $500,000 $500,000 - - - $1,917,000 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction - - - $500,000 - - - $500,000
Engineering - $917,000 $500,000 - - - - $1,417,000
Total Expenditures - $917,000 $500,000 $500,000 - - - $1,917,000 Operating Impacts - - - - - -
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3197 - PARKS SERVICE CENTER IMPROVEMENTS
Project Number: 3197 Theme / Category: Community Facilities Year Initiated: 2023 Project Manager: Huy Nguyen
Planned Completion Year: FY 2027/28 Department: Parks & Recreation Project Type: Distinct Fund: 532 - Parks and
Recreation
Strategic Pillar 03 - Enhance Community Sports, Recreational and Arts Assets
Location Parks Service Center
Project Description This project consists of three elements: 1) Replacement of the Park Service Center roof; 2) Design for a small expansion of the Park Service Center footprint to address workplace safety issues; and 3) the installation of solar panels.

Roof: The Parks Service Center building was constructed in the 1960's and contains the original roofing materials. Over the years, numerous emergency repairs and patches due to rainwater leaks into the building have been required. The existing roof is beyond its useful life and is in dire need of replacement.

Expansion: Various facility improvements are needed to address workplace safety issues including ADAcomplaint restroom facilities, hallways and the installation of safety showers to ensure proper decontamination of hazardous materials. Included in this project is funding to conduct an analysis of the improvements required and to develop design options and costs. Once the analysis is completed, staff will return to Council with a request to fund construction for the expanded building project.

Solar Panels: The installation of solar panels, funded by the SVP Greenhouse Gas Program, will also be incorporated into the project, and will generate savings for the City. Prior to FY 2024/25, this project was titled Parks Service Center Roof.

The project was partially funded in the amount of $800,000 in the previous FY 2022/23 and FY 2023/24 CIP budget cycle. The remaining $235,000 will be funded in FY 2024/25 using Park Mitigation Fee Act funds.

Funding Sources Developer Contributions, SVP Greenhouse Gas Program funding and Mitigation Fee Act funds

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $312 $799,688 $235,000 - - - - $1,035,000 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction - $327,500 $150,000 - - - - $477,500
Contingencies/Misc $312 $22,188 - - - - - $22,500
Engineering - $450,000 $85,000 - - - - $535,000
Total Expenditures $312 $799,688 $235,000 - - - - $1,035,000 Operating Impacts - - - - - -
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FY25 TEMP 34 - NORTHSIDE BRANCH LIBRARY - AUTOMATED

MATERIALS HANDLING SYSTEM

Project Number: FY25 Temp
34 Theme / Category: Community Facilities
Year Initiated: 2025 Project Manager: John Schlosser
Planned Completion Year: FY 2024/25 Department: Library Department Project Type: Distinct Fund: 537 - Library
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Northside Branch Library
Project Description The Library's Automated Materials Handling System (AMHS), which receives and sorts returned library materials, has already reached its end-of-life at 10 years old in FY 2023/24. This machine receives and sorts materials based on metadata, saving considerable labor. Failing parts and the controller PC have been replaced, potentially extending its life for up to two more years, but it is not expected to keep functioning beyond that timeframe.

The AMHS receives and sorts upwards of 118,000 items at Northside Branch Library annually. This is a critical need as circulation of items at Northside Branch Library is expected to increase due to the postpandemic expansion of hours of operation from 28 hours to 48 hours in FY 2023/24. This equipment performs work that would otherwise need to be done by hand by additional paid staff. It saves time and budget, prevents human error with high-volume work, and expedites faster return of material to shelves, meaning the existing collection gets more use by the public, resulting in better quality public service. This equipment is also a critical prevention mechanism for repetitive motion injury, replacing very manual tasks.

Funding Sources General Fund - Capital Project Reserve
Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources - - $332,400 - - - - $332,400
Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Equipment - - $332,400 - - - - $332,400
Total Expenditures - - $332,400 - - - - $332,400
Operating Impacts - - - - - -
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FY25 TEMP 38 - CENTRAL PARK LIBRARY - RADIO COVERAGE
Project Number: FY25 Temp
38 Theme / Category: Community Facilities
Year Initiated: 2025 Project Manager: Lee Hagan
Planned Completion Year: FY 2024/25 Department: Library Department Project Type: Distinct Fund: 537 - Library
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Central Park Library
Project Description Installation of an Emergency Responder Radio Communication System (ERRCS) is required at Central Park Library to allow for emergency services communications. ERRCS is an amplification system that receives public safety radio signals from an off-air donor antenna and re-transmits them through in-building service antennas. This system is also commonly known as a Public Safety DAS (Distributed Antenna System).

Installation of ERRCS is required by California Fire Code Sections 510.2 and 1103.2. These communication systems serve as lifelines during emergencies, such as medical emergencies, fires, or active shooter incidents, enabling prompt coordination and response efforts. The consequences of communication breakdowns during emergencies can be severe. These systems play a pivotal role in fostering a safer environment for responders and the public, enhancing overall emergency response capabilities within the community.

Funding Sources General Fund - Capital Project Reserve

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources - - $120,000 - - - - $120,000
Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Equipment - - $120,000 - - - - $120,000
Total Expenditures - - $120,000 - - - - $120,000
Operating Impacts - - - - - -
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FY25 TEMP 45 - SENIOR CENTER NATATORIUM HVAC PROJECT - PH 1 Project Number: FY25 Temp
45 Theme / Category: Community Facilities
Year Initiated: 2024 Project Manager: Dale Seale
Planned Completion Year: FY 2027/28 Department: Parks & Recreation Project Type: Distinct Fund: 532 - Parks and
Recreation
Strategic Pillar 03 - Enhance Community Sports, Recreational and Arts Assets
Location Senior Center
Project Description The Santa Clara Senior Center was originally constructed in 1973 and renovated in 2005 to expand programs and services for the community. The renovation included 45,000 square feet of new spaces for a computer lab, billiards room, multi-purpose room, woodshop, lapidary lab, fitness center, lap pool, warm water pool, and spa.

There are eight (8) HVAC units currently serving the Senior Center of various ages. The natatorium HVAC system has become costly to maintain and repair and has required staff to reduce facility usage by restricting programming for the natatorium due to the inoperability of the HVAC system.

The first phase of this project is to perform a detailed assessment and analysis of the existing natatorium HVAC system in order fully comprehend the extent of the HVAC and building rehabilitation necessary to meet current codes. Staff has already completed the Request for Qualifications process. Once the first phase of the project is completed, a scope of work and cost estimate for the second phase of the project will be developed, which would include detail design, bid and award, and construction of the project. Phase II would be submitted as a separate project only after Phase I is complete and the full scope of Phase II can be established. This project funds Phase l of the project, however, funding will need to be identified for Phase ll.

Funding Sources General Fund - Capital Project Reserve

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources - - $172,500 - - - - $172,500
Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Contingencies/Misc - - $22,500 - - - - $22,500
Engineering - - $150,000 - - - - $150,000
Total Expenditures - - $172,500 - - - - $172,500
Operating Impacts - - - - - -
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FY25 TEMP 48 - LAWN BOWLS IMPROVEMENTS
Project Number: FY25 Temp
48 Theme / Category: Community Facilities
Year Initiated: 2025 Project Manager: Dale Seale
Planned Completion Year: FY 2027/28 Department: Parks & Recreation Project Type: Distinct Fund: 532 - Parks and
Recreation
Strategic Pillar 03 - Enhance Community Sports, Recreational and Arts Assets
Location Central Park - Lawn Bowls Facility
Project Description In June 2018, City Council approved an increase of $175,000 to the Park Improvements project for the repair and maintenance of the lawn bowling facility at Central Park per Council direction at the May 22, 2018 Operating Budget Study Session. Since that time, the funds were required for emergency repairs to other facilities, as the Park Improvements project served as funding for various necessary and urgent projects. The Parks and Recreation Department recognizes the need for the Lawn Bowls Improvements to stand as its own project in accordance with Council direction. This project has been created to fulfill this need and to provide $175,000 in funding for necessary improvements or repairs.

Funding Sources Developer Contributions

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources - - $175,000 - - - - $175,000
Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Maintenance - - $175,000 - - - - $175,000
Total Expenditures - - $175,000 - - - - $175,000
Operating Impacts - - - - - -
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This project was paused for a more in-depth structural assessment in design phase II (PS&E) and resumed in Summer 2022. It was determined after the engineering evaluation, that the restrooms are beyond repair. Staff has evaluated several options and has concluded that their recommendation would be to replace the two deteriorated buildings (restroom and recreation room) with one new building that would provide both a community-use facility and restroom that would increase the square footage of the facility and provide enhanced service to the expanding community and park users. This project includes funding for Phase l - Design only. Phase ll - Construction is currently unfunded.

Prior to FY 2024/25, this project was titled Bowers Roof Replacement. 3196 - Planning and Construction of Temporary and/or Permanent ISC Replacement Facility FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total - - $43,850,000 - - $43,850,000 This project includes planning and design of a new Aquatic Center in Central Park, taking into consideration the results of the facility condition assessment for the failing ISC. Upon completion, the facility condition assessment would provide design options to replace the facility, cost estimation and potential closure timeline. This project also includes planning for the first phase of the project, including: community outreach; a master plan preparation; and development of specific plans, specifications, and cost estimate (PS&E) for a preferred schematic design.

This project is currently partially funded and addresses the facility condition assessment for the ISC, as well as $500,000 funded for the Design Phase in FY 2024/25 and partial funding of $500,000 for the Construction phase in FY 2025/26 from the General Fund – Capital Project Reserve. The proposed budget includes $43,850,000 in unfunded costs in FY 2026/27; these numbers will be updated upon the approval of the schematic design. 3622 - Repurchase Cemetery Property
FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total $34,000 $34,000 $34,000 $34,000 $34,000 $170,000
This project would enable the City to repurchase the cemetery interment rights previously sold to customers. Interment rights are re-purchased at the original fee and are made available for purchase at current rates. 319
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The Sarah E. Fox Memorial Mausoleum is a “community mausoleum” dedicated in 1914 to be used as a community vault for the placement of cremains. The Sarah Fox Mausoleum contains under 600 urns. A preliminary facilities condition assessment of the mausoleum was conducted as part of the City’s 2018 Facility Condition Assessment Report (Kitchell); a broader study of Parks & Recreation Department buildings and parks. Given the age and unique characteristics of the mausoleum, it was recommended that a more detailed structural assessment of the facility be conducted, and necessary repairs be conducted for this building.

This project was paused for a more in-depth structural assessment; project is in design phase II (PS&E).

FY25 Temp 37 - Central Park Library - Lighting Software and Hardware Replacement FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total $143,000 - - - - $143,000
This project would support the purchase of SmartTL software and programming, upper and lower motherboards for relay panels in the electrical rooms, and multiple light switches and data lines for installation throughout the Central Park Library. A functional lighting control system allows Library staff to program and schedule when lights turn on and off, supporting sustainability and energy savings. The lighting control system used to program and control interior and exterior lighting is 20 years old. It has reached functional end-of-life, and the circuit boards and light switches are obsolete. The consequences of a failure of the lighting control system would include the light switches in the building becoming inoperable, requiring staff to control lights manually from four different electrical rooms located throughout the building, multiple times per day. All lighting programming and scheduling would be lost, losing energy saving procedures. In addition, staff would have to locate and purchase obsolete switches and circuit boards, potentially at a higher cost. This request does not include replacement of light fixtures, only for updating the software and hardware that allows for programming lighting schedules and operation.

FY25 Temp 39 - Central Park Library - Repaint Interior
FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total $357,600 - - - - $357,600
Central Park Library opened to the public in April 2004, and in that time has hosted millions of visitors, nearly 5.5 million in the last seven years alone. Its attractive and welcoming appearance is one of the top five reasons why the community comes to the Central Park Library, according to a recent 2023 community survey. After nearly 20 years of providing services to the public, normal wear and tear has taken a toll and the building interior is long overdue for fresh paint. The interior has not been painted since the building's grand opening nearly 20 years ago, other than minor wall repairs and spot painting.
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Mission Branch Library has been experiencing ongoing problems with the HVAC system, which was not replaced when the building was renovated in 2018. The building has trouble maintaining comfortable temperatures for public and staff areas. The age of the current HVAC unit is over 20 years old. Installation of the heat pump would reduce the cost of fully replacing the HVAC system.

TEMP13 - Aged Infrastructure at Critical/Poor Buildings FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total $132,848,593 $6,642,430 $6,974,551 $7,323,279 $7,689,443 $161,478,296 The project would address deficiencies at 37 sites, including the joint use Mission City Center for the Performing Arts on Santa Clara Unified School District property. In the City’s 2018 Facility Condition Assessment Report, all parks were assessed and a 20-year replacement schedule, like for like, was established. This CIP project addresses the years 2017 to 2029 and takes into consideration projects already completed.

Five-Year CIP Total Unfunded Need: $211,633,296
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Convention Center
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INTRODUCTION
The Santa Clara Convention Center is strategically located in the heart of Silicon Valley, a prime location for conventions, trade shows and exhibitions that attracts over 350,000 visitors annually. It features 100,000 square feet of exhibit space, a 22,400 square foot ballroom, 31 breakout rooms and a 607-seat theater. The facility is an integral economic component of Santa Clara, generating economic benefits through attendee direct and indirect spending and sustaining over 500 local jobs. The Convention Center is managed and operated by OVG360 (Oak View Group acquired Global Spectrum, L.P. (Spectra)).

The Convention Center’s Capital Improvement Program (CIP) is managed by OVG360 and is comprised of projects focused on the maintenance, repair, renovation or replacement of existing systems and infrastructure including, but not limited to HVAC, façade and aesthetic improvements, and technological advancements.

The Convention Center CIP projects were initially funded in FY 2019/20. A total of $4.15 million was allocated to support 13 projects ($1.15 million capital investment from OVG360 and $3.0 million capital investment from the City). Several of the projects, including installation of new HVAC A/C units, lobby roof assessment and repair (glass pyramids), updated security system and cameras, installation of new carpet and polished flooring and repaint of the Center’s interior have been completed. Assessments for the Center’s electrical system and the roof were completed in FY 2023/24 and OVG will review the final reports and provide prioritized recommendations to the City on the improvements needed.

OVG360 identified five-year capital needs totaling $18 million, with approximately $2.2 million allocated in FY 2024/25 to be funded by a transfer from the Convention Center Enterprise Fund. The remaining $15.8 million is unfunded in this CIP.

Funding Our Top Priorities
The Convention Center CIP directly supports City Council’s strategic pillar to Promote and Improve Economic, Housing and Transportation Development as shown in the chart below.

In FY 2024/25, the CIP funding of $2.2 million will replace the air wall system in the Grand Ballroom and various upgrades to the bathrooms within the Center. The CIP projects focus on improving the existing physical condition of the building, enhancing, and ensuring safety for all visitors and staff, and creating a highly desirable and sought-after environment that positively contributes to overall visitor experience.

Promote and
Enhance
Economic,
Housing and
Transportation
Development,
$2.2 M, 100%
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Grand Ballroom Airwall System
This project will fund the replacement of the Grand Ballroom Air Wall System. Air walls, operable partitions affixed to ceiling-mounted tracks, facilitate the division of large meeting spaces into multiple smaller areas, allowing for simultaneous events. As the existing air walls are over 20 years old, they have deteriorated significantly over time, exhibiting severe wear and tear. OVG360 will conduct a formal bid process to identify a firm to provide project administration, ensure compliance with relevant codes and regulations, facilitate the approval and permitting process, and oversee installation of the new system.

Convention Center Restrooms
This project will fund aesthetic updates to the restroom facilities throughout the Center, with exception of those in the Mission City Ballroom wing. The rejuvenation of the Center’s restroom facilities will not only enhance the overall aesthetics of the Center but will also provide more modern, efficient, and attractive amenities for visitors. $0.0
$2.2
$0.0 $0.0
$0.0
$0.5
$1.0
$1.5
$2.0
$2.5
Priority A Priority B Priority C Priority D Millions
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With the completed purchase of additional and new audio and visual technology for the public spaces throughout the Center, the next phase of the project is ready to begin. OVG360 has secured an electrical contractor to evaluate power requirements, power runs, and related electrical infrastructure and complete the installation and operations of the new signage. The internal digital signage screens and systems will provide wayfinding, event/meeting announcements, and advertising opportunities to all visitors. Funding for this phase is appropriated in the existing project budget.

Updated Kitchens
The Main Kitchen and Mission Kitchen will be updated to reflect a new modern layout. New equipment will be added to the Mission Kitchen which will assist in the transformation into a fully functioning pastry kitchen with the inclusion of a client tasting area and teaching kitchen space. The Main Kitchen will be updated with a blast chiller, large walk-in refrigerator, ice machine, updated flooring, and walls which will enhance staff safety and efficiency.

Funding for these updates is appropriated in the existing project budget.

Major Accomplishments
Updated Interior and Outdoor Spaces
The public spaces in the Center have been further enhanced with the completed purchase of interior furniture and the addition of outdoor patio furniture for the second-floor terrace. Supplemented with the use of Levy’s additional investment funds, the interior has been elevated to provide more food offerings with its autonomous food machines, a sustainable garden, and updates to the Vintage Valley market. 327
Main
Kitchen
Mission
Kitchen
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Full Building Electrical Assessment
A full building electrical assessment (internal and external) was completed to evaluate the current condition, remaining useful life and any necessary upgrades or repairs needed to the facility’s electrical systems and equipment. OVG 360 is in the process of reviewing the final report and will provide prioritized recommendations to the City based on estimated costs and criticality. Any items recommended will require additional funding and will be brought forward for City Council approval.

Roof Assessment
A comprehensive assessment of the Center's roof was completed. The purpose of the assessment was to evaluate the roof’s remaining useful life, compliance/non-compliance with codes, and effectiveness/ ineffectiveness of drainage systems. It is anticipated that OVG 360 will receive the final report in early FY 2024/25 and will provide prioritized recommendations to the City. Any items recommended will require additional funding and will be brought forward for City Council approval.

Financing Sources
Convention Center Enterprise Fund
The City will determine the availability of funding to support capital projects based on annual net income generated in the Convention Center Enterprise Fund. In this CIP, funding of $2.2 million is transferred from this fund.
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In FY 2019/20, the General Fund contributed $3.0 million for capital improvements.

OVG360 Capital Contribution
In FY 2019/20, Spectra invested $1.15 million for capital improvements and repairs as part of the Management Agreement.

Levy Capital Contribution
In FY 2020/21 and FY 2021/22, Levy invested $0.3 million and $1.76 million, respectively, for capital improvements and repairs as part of the Food and Beverage Services Agreement. Levy’s investment will focus on updates to the kitchens and public spaces.

Operating Budget Impacts
The project within the Convention Center category is not expected to have additional operating and maintenance costs.

Unfunded Needs
As highlighted in the chart below, $18 million is needed to support the Convention Center program. Of that amount, $2.2 million is funded, leaving $15.8 million of unfunded needs. Unfunded projects include various upgrades to the Convention Center building equipment as well as exterior modifications (e.g., replacement of HVAC chillers and cooling tower; a new building management system to control the HVAC system; furniture replacement; upgrades to the fire protection system; outdoor marquee; exterior paint; repairs to concrete and the second floor terrace; and replacement of loading dock levers). The City will determine the availability of future funds and allocations based on annual net income generated in the Convention Center Enterprise Fund.

Funded,
$2.2 M,
Unfunded, 12.2%
$15.8 M,

87.8%
Convention Center
Total Funding Needs = $18 M
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FUNDED PROJECTS BUDGETED COST SUMMARY
Convention Center Project 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Five-Year CIP Total
8101 - Santa Clara Convention
Center Condition Assessment
Repair
$2,231,755 $2,150,000 - - - - $2,150,000
Total Convention Center
Projects $2,231,755 $2,150,000 - - - - $2,150,000

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8101 - SANTA CLARA CONVENTION CENTER CONDITION

ASSESSMENT REPAIR

Project Number: 8101 Theme / Category: Convention Center Year Initiated: 2022 Project Manager: Nancy Thome
Planned Completion Year: Ongoing Department: Non-Departmental Project Type: Ongoing Fund: 865 - Convention
Center Capital Fund
Strategic Pillar 01 - Promote and Enhance Economic, Housing and Transportation Development
Location Santa Clara Convention Center
Project Description The City executed a five-year Management Agreement (March 18, 2019 – June 30, 2024) with Global Spectrum, LP, dba Spectra Venue Management (Spectra), which was acquired by Oak View Group (OVG360) in FY 2020/21. The purpose of this agreement was for the management and operations of the Santa Clara Convention Center. All capital projects are managed by OVG360 in adherence to Section 9 Capital Improvement Expenditures of the Management Agreement.

Project funds support the maintenance, repair, renovation or replacement of existing systems and infrastructure including aesthetic improvements and technological advancements. This includes improvements to facility systems and updates to the interior/exterior appearance of the Convention Center.

Current projects include updates to the interior digital signage and display system and updates to the food service operational areas. This project is partially funded, with the FY 2024/25 appropriation planned to fund the replacement of the air wall system in the Grand Ballroom and esthetic updates to the restrooms.

The overall goals of the Convention Center CIP projects are to improve the existing physical condition of the building, enhance and ensure safety for all visitors and staff, and to create a highly desirable and sought-after environment that positively contributes to overall visitor experience.

Funding Sources General Fund; Convention Center Enterprise Fund; Developer Contributions from OVG360

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $4,043,198 $2,231,755 $2,150,000 - - - - $8,424,953 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction $3,623,678 $2,141,755 - - - - - $5,765,433 Engineering - $90,000 - - - - - $90,000
Equipment $235,687 - $2,150,000 - - - - $2,385,687
Personnel $143,833 - - - - - - $143,833
Transfers Out $40,000 - - - - - - $40,000
Total Expenditures $4,043,198 $2,231,755 $2,150,000 - - - - $8,424,953 331
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UNFUNDED PROJECTS CONVENTION CENTER
8101 - Santa Clara Convention Center Condition Assessment Repair FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total $3,888,770 $3,919,629 $2,998,958 $3,487,031 $1,480,780 $15,775,168 The unfunded portion of this project reflects various upgrades to the Convention Center building equipment as well as exterior modifications. Of the building equipment upgrades, the major items include the replacement of two HVAC chillers and cooling towers, a new building management system to control the HVAC system, and installation of variable speed drives which would help improve energy savings. Additionally, the unfunded portion includes the replacement costs of the Convention Center's Exhibit Hall furniture and upgrades to the Center’s fire protection system. The exterior modifications that are unfunded include the outdoor marquee, the building's exterior paint, repairs to the concrete as well as the 2nd floor terrace, and the replacement of loading dock levers. Additionally, assessments were completed in FY 2023/24 for the building’s electrical system and roof, with the final reports under review by OVG. Projects that are identified as part of these assessments are not funded and cost estimates will be determined as part of OVG’s review. 332
Electric Utility
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INTRODUCTION

The projects within the Electric Utility theme all serve to maintain and upgrade electric generation, transmission and distribution facilities, and equipment to meet the mission of the Electric Department, doing business as Silicon Valley Power (SVP), to be a progressive, service-oriented utility, which offers reliable and competitively priced services for the benefit of the City and its customers.

Electric Utility Infrastructure
FY 2023/24
Miles of Distribution Lines 569
Miles of Transmission Lines 62
Number of Meters 60,795
Number of Streetlights 8,223
Number of Substations 29
Number of Customer Accounts 60,685
Funding Our Top Priorities
The projects included in the five-year CIP are estimated to cost $751.5 million and were determined in accordance with both the City Council’s strategic pillars and the budget priorities. Each year, SVP performs a system impact study that identifies and confirms capital improvement projects needed to support anticipated system growth and to replace end-of life equipment to ensure system reliability. The following chart depicts the total funding in the Electric Utility program by strategic pillar. While nearly all of SVP’s capital projects are classified as infrastructure projects, all of SVP’s activities promote sustainability and environmental protection, are planned with a focus on SVP’s goals including “to be a strategically driven organization with a focus on our performance as an energy services supplier” (SVP Strategic Plan 2018) and SVP’s ongoing focus on “providing customers with affordable and reliable service while meeting State and local goals for greenhouse gas reduction” (SVP Integrated Resource Plan 2023). For example, capacity increases will support electrification.

Deliver and
Enhance High
Quality Efficient
Services and
Infrastructure,
$747.8 M, >99%
Promote
Sustainability
and
Environmental
Protection,
$3.7 M, <1%
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Priority Description
A critical need mandated,
emergency, or under
construction
B maintenance system reliability
and/or ongoing operations
C future system needs or future
regulatory requirements
D not critical, but achieve
efficiencies and/or sustainability
Project Categories
Enhancement Projects
Enhancement Projects consist of rebuilding, remodeling, renovating, and adding additional capacity or reliability capabilities. SVP plans to increase system capacity to the transmission and distribution system by completing several projects including: rebuilding and replacing two receiving stations (Kifer Receiving Station and Scott Receiving Station), expanding the Northern Receiving Station, adding feeders at Fairview Substation; constructing several 12kV undercrossings; upgrading/reconfiguring the Northwest, Center, and South loops; and reconductoring the Walsh to Uranium, Duane to Scott, and Northwest to Zeno substation lines. Projects in this category are funded using customer service revenues, load development fees, and proposed debt financing.

Major Maintenance Projects
Major Maintenance Projects include the upkeep of property or equipment with a cost greater than $25,000. This work is performed on a scheduled basis and includes major engine overhauls at two power plants (Don Von Raesfield [DVR] and Gianera), generation betterments, and miscellaneous street lighting projects. Replacement of several control systems is planned at multiple facilities, inspections/repair of a gas pipeline, and the replacement of a large bypass valve is scheduled at DVR. Projects in this category are funded using customer service revenue.

At the Utilities Corporation Yard, SVP is renovating and adding a new women’s restroom, replacing yard gates, modifying fire alarms, replacing the Heating Ventilation and Air Conditioning (HVAC) system, and repaving large sections of the grounds. This project is funded using customer service revenue.

New Construction Projects
New construction projects include site preparation and construction for entirely new structures and/or significant extensions to existing structures. New business work and fiber work is requested from current and future customers for expansions and miscellaneous infrastructure repairs and modifications. SVP plans to reconstruct Homestead Substation that has been in service for over 45 years, construct two new distribution substations (Esperanca and Democracy) that will be used to support additional load growth, build a new 115kV Transmission Line between NRS and KRS, and seven new customer dedicated substations -- Laurelwood, San Tomas $83.2
$633.2
$29.1 $6.0
$0.0
$100.0
$200.0
$300.0
$400.0
$500.0
$600.0
$700.0
Priority A Priority B Priority C Priority D Millions
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Other Projects
This category includes unique projects that do not necessarily fit within the other categories, primarily consisting of new initiatives in the electric utility environment. These projects include carbon reduction through battery implementation, electric vehicle chargers, and a utility scale battery energy storage system. SVP is partnering with several City departments to provide resiliency to their systems with battery backup generation during emergencies and opportunities to decrease operational and energy costs associated with diesel generator runtimes. These projects are primarily funded using restricted revenues such as low carbon fuel revenue and public benefit funds. Overall, these innovative battery projects will be a showcase in supporting City operations and the business needs of the community.

Technology projects are also included in this category. This includes the Operations and Planning Technology project that includes installation of several new software applications. The remaining technology projects will support the cybersecurity master plan as well as additional workflow processing, monitoring, and network infrastructure. Due to aging equipment and several recent reliability issues in the communications system, SVP has scheduled an assessment to evaluate the replacement of the Substation Control and Communication System. These projects are funded using customer service revenue.

This category also includes system impact studies as part of the System Capacity Expansion project. These system impact studies will determine the feasibility of new projects connecting to the Bulk Electric System (BES). These projects are funded using developer contributions.

Following is a breakdown of projects by category:
$405.4
$31.9
$299.8
$14.4
$0.0
$50.0
$100.0
$150.0
$200.0
$250.0
$300.0
$350.0
$400.0
$450.0
Enhancement Maintenance New Construction Other Millions 337
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Major projects in the Electric Utility theme are detailed below.

Replace Balance of Plant Control System
The Distributed Control System (DCS) will be upgraded at Donald Von Raesfeld (DVR) power plant and replaced at the Gianera power plant, including Automatic Voltage Regulators (AVR). A DCS is a computerized control system that contains autonomous controllers and remote instrumentation to centralize plant operations. There are four replacements planned at DVR including gas compressors, duct burners, chillers, and water treatment control systems. These replacements will be integrated with the main control system. At the Gianera power plant, AVR upgrades are planned to address obsolete and failing AVR technology that stabilize voltage levels within each generator at variable loads. In addition, the DCS at Gianera will also be replaced and upgraded with updated hardware and logic to improve protections for both gas turbines. The new AVR and DCS at Gianera will tie into the control room at DVR through a new redundant fiber ring network.

Northwest Loop Capacity Upgrade
An existing 60kV overhead transmission loop is being upgraded with higher capacity conductor to accommodate load growth along the San Tomas Aquino creek between the Northern Receiving Station and Highway 101.

The project includes replacement (reconductor) of approximately 2.62 miles of an overhead 60kV line from 954 All Aluminum Conductor to 715.5 Aluminum Conductor Composite Reinforced. This replacement will add approximately 137 MVA of capacity to the Northwest Loop. This project is funded with customer service revenue and developer contributions.

Scott Receiving Station (SRS) Rebuild and Replacement
The Scott Receiving Station (SRS) was first constructed in 1975 and last upgraded in 2002. SRS has a name plate capacity of 372MVA and will be upgraded to a name plate capacity over 600MVA. SVP’s Near-Term Growth plan includes a recommendation to reconstruct SRS to serve additional load and maintain system reliability. This project includes replacing Scott Receiving Station with an Air Insulated Switchgear (AIS) substation within the existing station site and will include the installation of two energized 336 MVA 115/60kV power transformers, with accommodations for one future spare 336MVA 115/60kV power transformer. Transmission lines will be relocated for the existing 115kV and 60kV lines (South, Center, East, and Northwest Loop) to the new AIS substation. The SRS site will be designed for up to three (3) power transformers and include a breaker and half bus arrangement. 338
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The Kifer Receiving Station (KRS) was first constructed by PG&E in 1955 and purchased by the Electric Department in 1972. It has reached the end of its useful life. SVP’s Near-Term Growth plan includes a recommendation to reconstruct KRS to serve additional load and maintain system reliability. KRS has a name plate capacity of 372MVA and will be upgraded to over 600MVA. This project includes replacing KRS with an Air Insulated Switchgear (AIS) substation within the existing site and will include the installation of two energized 336 MVA 115/60kV power
transformers with accommodations for one future spare 336MVA 115/60kV power transformer. Transmission lines will be relocated for the existing 115kV and 60kV lines (South, Center, Northeast, and East Loop) to the new AIS substation. The KRS site will be designed for up to three (3) power transformers and will include a breaker and half bus arrangement.

NRS Upgrades and Expansion
The Northern Receiving Station was constructed in 2002.

SVP’s Near-Term Growth plan includes a recommendation to reconstruct NRS to serve additional load and maintain system reliability. This expansion will use available space within the existing station site to increase station reliability and capacity by installing additional transformers and
reconfiguring/expanding the 60kV, 115kV, and 230kV buses and associated Air Insulted Switchgear (AIS). The current capacity of the existing station will be upgraded to over 900MVA with the installation of 115kV, and 230kV bus and AIS improvements to Double-Bus Double-Breaker (DBDB)
configurations. The expansion will include up to three 336MVA 115kV/60kV power transformers and two 560MVA
230kV/115kV power transformers. Other work includes
affected protection and control relay panels within the existing control enclosures and improvements or infrastructures necessary to facilitate the connection of future 60kV, 115kV, and 230kV transmission lines. 339
City of
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Grizzly Tap Line Transmission Line Replacement
In 2023, 4.2 miles of transmission line serving the Grizzly Hydroelectric power plant that was severed during the Dixie Fire in 2021 was replaced (Grizzly Project). The Grizzly Project is located west of Bucks Lake in the Plumas National Forest in California. It has a 17.7 MW capacity with an estimated annual energy generation of 43.4 GWh in an average water year and 26.1 GWh in dry years. The Transmission line (nominally rated at 115 kV) interconnects the Grizzly Project with PG&E’s transmission system near PG&E’s Bucks Creek Substation. Phase 1 of the reenergization was completed December 2023. Phase 2 energization will require a clearance of the currently completed line from May through September of 2024 and is expected to be completed in the Fall of 2024.

Oaks Junction Substation
Oaks Junction Substation was completed and energized in July 2022.

This new substation provided 27 MVA of permanent electric service to a single customer and consists of providing 60kV service to the customer’s substation which was designed, tested, and commissioned in accordance with the City’s standards. The substation itself is divided into two sections. The first section is customer owned and operated and includes step-down power transformers and metering equipment. The second section is SVP owned and operated, and includes incoming and outgoing transmission line connections, 60kV switchyard, and an outdoor control enclosure.

Transmission System Reinforcements
On July 19,2022, transmission system reinforcements were applied to the South Loop transmission line and were energized and put into service. Approximately 3.5 miles of new 60,000 volts or 60kV overhead transmission lines and poles were constructed and installed within the northeastern area of Santa Clara that started at the Kifer Receiving Substation (KRS), located near the corner of Central Expressway and Lafayette Streets, and continued to the De La Cruz Substation, located on Mathew Street. This new line was needed for the 60kV transmission system allowing SVP to balance load between transmission infrastructure loops. This project was required to maintain system reliability and support load growth in the area.
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Customer Service Charge
Customer Service Charge accounts for retail revenues from the sale of electricity. Customer Service Charges are used for most activities including the procurement of power, operations and maintenance, current debt service payments, replenishment of reserves, and capital improvement projects. This financing source funds nearly half of the CIP projects.

Developer Contributions
Developer Contributions are collected from fees identified in accordance with the municipal fee schedule and contract agreements to cover design and construction-related fees. These agreements are development driven.

The developer requests a level of electric service and pays for necessary upgrades including design, engineering, and construction. SVP typically owns and operates the infrastructure upon completion. Overall, developer contributions are primarily used to add, upgrade, and/or modify infrastructure required due to development projects that are expected to increase load across the electrical system. This revenue is restricted to the specific project or uses for which it was collected.

Load Development Fees
Load Development Fees are collected in accordance with the municipal fee schedule. These fees are designed to recover the cost associated with customers connecting to SVP’s distribution and transmission system and the cost impact those customers energy demands have on SVP’s future expansion costs based on the customer’s estimated peak demand. Load Development Fees are based on average or typical time and material cost to connect a customer to the Bulk Electrical System (BES).

Bond Proceeds (Debt Financing)
Debt financing is planned to fund the replacement and upgrade of three (3) transmission receiving stations. Two of these receiving stations have reached the end of their useful life. Additional system expansion projects may also be included in the final proposed debt financing.

Fiber Revenue
Fiber revenue is collected from the lease of fiber contracts for the Fiber Connect business service, part of the Fiber program. Through the Fiber program, SVP leases approximately 1,580 dark fiber miles to over 20 Fiber Connect customers such as fiber carriers, data centers, private businesses, and other public agencies. This revenue is used to expand the current infrastructure as well as to fund capital improvements and operations and maintenance.

Interdepartmental Revenue
Interdepartmental revenue includes contributions from other City funds. These contributions are typically requested to fund another department’s share of an SVP project when the project is required by another City department.

Public Benefits Charge
The Public Benefits Charge is collected with retail revenue (Customer Service Charge). It is equal to 2.85% of an electrical bill prior to adding the State of California surcharge. This revenue is restricted to meet authorized priorities in energy efficiency, low-income programs, renewables generation, and related research and development.
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Low carbon fuel standard revenue is generated based on credits received from California Air Resources Board (CARB). This revenue is used to develop, educate, and foster the adoption of electrification as the transportation fuel.

Operating Budget Impacts
Most capital projects affect future operating budgets due to maintenance costs or by providing additional resources such as labor to commission new programs. Such impacts vary from project to project and are taken into consideration during the project review process. The cost of operating new or expanded facilities or infrastructure is included in the operating budget in the fiscal year the asset becomes operational. These costs are forecasted based on maintenance schedules by the manufacturer or through contracts for software hosting and licensing needs. All ongoing costs identified have been budgeted in the operating budget.

Unfunded Needs
SVP’s capital needs are funded primarily with Customer Service Charge revenue from the sale of electricity and developer contributions to fund development-related projects. Projects are funded with current year revenue and proposed debt financed when required. Future projects will have a financing plan as they are requested. 342

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FUNDED PROJECTS BUDGETED COST SUMMARY
Electric Utility Project 2022/23 2024/25 2025/26 2026/27 2027/28 2028/29 Five-Year CIP Total
2004 - Fiber Development,
Design, and Expansion
$2,534,651 $2,417,500 $2,009,500 $2,211,000 $2,023,200 $1,945,000 $10,606,200 2005 - New Business Estimate
Work $7,091,196 $10,360,000 $10,640,000 $10,925,000 $11,210,000 $11,505,000 $54,640,000 2006 - Transmission and
Distribution Capital Maintenance
and Betterments
$9,282,815 $12,855,000 $7,270,000 $3,920,000 $3,285,000 $3,325,000 $30,655,000 2008 - Substation Capital
Maintenance and Betterments $1,034,000 $1,135,000 $1,135,000 $720,000 $720,000 $720,000 $4,430,000 2010 - Electric Yard Buildings and
Grounds $2,875,788 $360,000 $300,000 $300,000 $300,000 $300,000 $1,560,000 2104 - Serra Substation ReBuild $259,204 - - - - - - 2111 - Implementation of Advanced Metering Infrastructure
(AMI)
$287,713 - - - - - - 2119 - Generation Capital
Maintenance and Betterments $3,329,495 $1,500,000 $1,500,000 $1,500,000 $1,500,000 $1,500,000 $7,500,000 2124 - Transmission System
Reinforcements $4,260,034 - - - - - - 2127 - Major Engine Overhaul and Repair $7,375,411 $2,485,000 $60,000 $13,860,000 $65,000 $340,000 $16,810,000 2395 - Operations and Planning
Technology $1,707,984 $4,030,000 $1,250,000 $675,000 - - $5,955,000 2398 - Clean Energy and Carbon
Reduction $4,317,973 - - - - - - 2410 - System Expansion Planning and Analysis $7,543,680 $910,000 $570,000 $2,680,000 $1,105,000 $1,025,000 $6,290,000 2418 - Esperanca Substation $28,304,406 $16,000,000 $130,000 $9,460,000 $1,520,000 - $27,110,000 2423 - Utility Billing CIS
Replacement $2,000,000 - $1,500,000 - - - $1,500,000
2424 - Substation Physical
Security Improvements $226,503 $500,000 - - - - $500,000 2429 - Storm Water Compliance $739,767 - - - - - - 2431 - Homestead Substation Rebuild $1,460,178 $2,365,000 $3,135,000 $34,055,000 $35,340,000 $205,000 $75,100,000 343

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FUNDED PROJECTS BUDGETED COST SUMMARY
Electric Utility Project 2022/23 2024/25 2025/26 2026/27 2027/28 2028/29 Five-Year CIP Total
2432 - Yard Pavement Project $831,289 - $500,000 - - - $500,000 2434 - Replace Balance of Plant
Control System (DCS) $5,577,912 $115,000 - - - - $115,000 2435 - DOT Gas Pipeline
Upgrades and Repairs $889,866 $300,000 - - - - $300,000 2437 - Valve Replacement and
Repair $1,048,828 - - - - - - 2440 - Oaks Junction $2,198,172 - - - - - - 2441 - Electric Vehicle (EV) Charging $3,045,094 - - - - - - 2442 - San Tomas Junction $3,898,253 - - - - - - 2443 - Laurelwood Substation $5,456,891 - - - - - - 2444 - Northwest Loop Capacity Upgrade $4,750,000 $5,625,000 - - - - $5,625,000
2446 - Renewable Energy
Microgrid $4,152,110 - - - - - - 2447 - Substation Control and Communication System
Replacement
$152,315 $200,000 $225,000 $250,000 - - $675,000
2448 - Stender Way Junction
Substation $8,131,787 - - - - - - 2449 - Memorex Junction Substation $10,505,845 - - - - - - 2450 - Martin Avenue Junction Substation $7,248,185 - - - - - - 2451 - Freedom Circle Junction Substation $4,359,470 - - - - - - 2452 - 60KV Breaker Upgrades $3,100,000 - - - - - - 2453 - KRS Rebuild and Replacement $87,620,334 $23,000,000 $84,000,000 - - - $107,000,000 2454 - NRS Upgrades and
Expansion $90,650,631 $47,000,000 $87,000,000 - - - $134,000,000 344

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FUNDED PROJECTS BUDGETED COST SUMMARY
Electric Utility Project 2022/23 2024/25 2025/26 2026/27 2027/28 2028/29 Five-Year CIP Total
2455 - NRS-KRS 115kV Line $33,361,107 $11,780,000 $26,305,000 - - - $38,085,000 2456 - SRS Rebuild and
Replacement $91,532,161 $23,000,000 $75,000,000 - - - $98,000,000 2457 - Bowers Avenue Junction $3,315,465 - - - - - - 2458 - Walsh-Uranium 60kV Reconductor $2,754,395 $9,360,000 $85,000 - - - $9,445,000 2459 - Transmission Loop 1 $5,321,796 $5,485,000 $15,000 $19,935,000 $50,740,000 $125,000 $76,300,000 2460 - Grizzly Tap Line Repairs $25,000,000 $9,000,000 - - - - $9,000,000 2461 - Battery Energy Storage
System $2,032,443 $3,750,000 - - - - $3,750,000
2462 - Juliette Substation
Expansion and Transformer
Rerate
$4,252,040 - - - - - - 2463 - Transmission Loop 2 $2,000,000 - - - - - - 2464 - Democracy Substation $784,683 - - - - - - 2465 - Duane-Scott 115kV Reconductor $1,620,000 $800,000 - - - - $800,000
2466 - South Loop Reconductor $18,610,000 $18,000,000 $1,400,000 - - - $19,400,000 2871 - Miscellaneous Street
Lighting $128,948 $125,000 $125,000 $125,000 $125,000 $125,000 $625,000 2874 - LED Street Lighting
Retrofit $1,669,390 - - - - - - 2875 - Great America Street Light Replacement Project $1,868,200 $5,240,000 - - - - $5,240,000 Total Electric Utility Projects $522,498,408 $217,697,500 $304,154,500 $100,616,000 $107,933,200 $21,115,000 $751,516,200 345

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2004 - FIBER DEVELOPMENT, DESIGN, AND EXPANSION
Project Number: 2004 Theme / Category: Electric Utility Year Initiated: 2016 Project Manager: Ted Salazar
Planned Completion Year: Ongoing Department: Electric Utility Project Type: Ongoing Fund: 591 - Electric UtilityConstruction Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Citywide
Project Description This project includes support and maintenance of 152 conduit miles of underground and aerial fiber infrastructure including handholes, manholes, conduits, fiber optic cable, colocation connections, relay racks, and termination panels. City fiber infrastructure includes over 300 splice enclosures, 300 on-net service locations, and 480 fiber cables used by Silicon Valley Power (SVP), five other City Departments, and Fiber Connect, which is SVP's enterprise dark fiber leasing program. Fiber Connect leases approximately 1580 dark fiber miles to over 20 customers such as fiber carriers, data centers, private businesses, and other public agencies. Fiber Connect provides make-ready work, splicing, and testing services. With the on-going development of social media, storage centers, public colocations, and cloud services, Santa Clara continues to be an active hub for fiber carriers, data centers, and commercial business fiber communication.

Funding Sources Developer Contributions, Fiber Revenue, Transfers in from Storm Drain Capital Fund, Sewer Utility Capital Fund, Water Utility Operating Fund, Electric Utility Operating Fund Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $8,372,305 $2,534,651 $2,417,500 $2,009,500 $2,211,000 $2,023,200 $1,945,000 $21,513,156 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction $3,764,831 $1,253,014 $1,480,500 $1,027,500 $1,187,000 $952,200 $826,000 $10,491,045 Engineering $69,614 $77,508 - - - - - $147,122
Equipment $1,435,475 $496,515 $80,000 $82,000 $84,000 $86,000 $88,000 $2,351,990 Transfers Out $500,000 - - - - - - $500,000
Personnel $2,602,385 $707,614 $857,000 $900,000 $940,000 $985,000 $1,031,000 $8,022,999 Total Expenditures $8,372,305 $2,534,651 $2,417,500 $2,009,500 $2,211,000 $2,023,200 $1,945,000 $21,513,156 Operating Impacts - - - - - -
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2005 - NEW BUSINESS ESTIMATE WORK
Project Number: 2005 Theme / Category: Electric Utility Year Initiated: 2016 Project Manager: Sachin Bajracharya Planned Completion Year: Ongoing Department: Electric Utility Project Type: Ongoing Fund: 591 - Electric UtilityConstruction Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Citywide
Project Description This project includes design, procurement of materials and construction of new electric distribution facilities to serve new customers, new development, and existing customers' requests for electric service, relocation and increased electric load. The scope involves: coordinating with customer/developer to design substructures; SVP equipment installation drawings; equipment purchases; and labor by SVP transmission & distribution to install equipment.

Funding Sources Developer Contributions, Load Development Fees, Transfer in from Electric Utility Operating Fund

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $49,244,995 $7,091,196 $10,360,000 $10,640,000 $10,925,000 $11,210,000 $11,505,000 $110,976,191 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction $26,829,656 $6,431,196 $6,750,000 $6,750,000 $6,750,000 $6,750,000 $6,750,000 $67,010,852 Engineering $1,717,549 - - - - - - $1,717,549
Equipment $200,313 - - - - - - $200,313
Personnel $20,477,251 $660,000 $3,610,000 $3,890,000 $4,175,000 $4,460,000 $4,755,000 $42,027,251 Transfers Out $20,226 - - - - - - $20,226
Total Expenditures $49,244,995 $7,091,196 $10,360,000 $10,640,000 $10,925,000 $11,210,000 $11,505,000 $110,976,191 Operating Impacts - - - - - -
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2006 - TRANSMISSION AND DISTRIBUTION CAPITAL MAINTENANCE

AND BETTERMENTS

Project Number: 2006 Theme / Category: Electric Utility Year Initiated: 2015 Project Manager: Sachin Bajracharya Planned Completion Year: Ongoing Department: Electric Utility Project Type: Ongoing Fund: 591 - Electric UtilityConstruction Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Citywide
Project Description This project is focused on transmission and distribution work to improve electrical distribution capacity and reliability. Ongoing capital repairs are identified and completed as needed based on inspections by Transmission and Distribution (T&D) field crews. There are several 12kV undercrossing projects with work to be constructed through either open trenching or bidirectional boring and capacitor banks installations planned along Mission Substation distribution feeders in order to improve the substation power factor. This aligns with objectives for reactive power compensation, improving power factors and reducing line losses.

Accomplishing these objectives will lead to improved system capacity, improved voltage stability and cost savings due to lower energy and fuel requirements. Staff will be performing additional assessments at other substations and anticipate installation of additional capacitor banks in FY 2024/25 and 2025/26.

Three interconnect projects are planned to connect customers’ energy storage systems or solar systems to SVP’s distribution system. California allows customers to install renewable electrical generation facilities primarily to offset the customers’ electrical needs, and to interconnect these facilities with the electrical grid.

SVP will install new SCADA equipped switches and associated telemetry devices to permit SVP control of these customer systems.

Funding Sources Developer Contributions, Transfer in from Electric Utility Operating Fund Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $16,296,803 $9,282,815 $12,855,000 $7,270,000 $3,920,000 $3,285,000 $3,325,000 $56,234,618 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction $11,316,731 $8,920,550 $11,284,000 $6,211,000 $3,075,000 $2,400,000 $2,400,000 $45,607,281 Contingencies/Misc $52,485 - $809,000 $256,000 - - - $1,117,485 Engineering $599,940 $226,517 - - - - - $826,457
Equipment $318,116 $8,040 - - - - - $326,156
Personnel $2,940,843 $127,708 $762,000 $803,000 $845,000 $885,000 $925,000 $7,288,551 Transfers Out $1,068,688 - - - - - - $1,068,688
Total Expenditures $16,296,803 $9,282,815 $12,855,000 $7,270,000 $3,920,000 $3,285,000 $3,325,000 $56,234,618 Operating Impacts - - - - - -
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2008 - SUBSTATION CAPITAL MAINTENANCE AND BETTERMENTS
Project Number: 2008 Theme / Category: Electric Utility Year Initiated: 2015 Project Manager: Robert Pritchard
Planned Completion Year: Ongoing Department: Electric Utility Project Type: Ongoing Fund: 591 - Electric UtilityConstruction Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Citywide
Project Description This project is to maintain system reliability and extend the life span of substation equipment by performing ongoing capital repairs and replacements. Identified projects include: replacement and installation of transformer dissolved gases to detect incipient transformer faults and help prevent further damage; upgrade Dynamic Ratings T3 transformer controller to E3 transformer controller to better monitor transformer conditions; and installation of switch gear monitoring equipment in 12kV metal clad switch gear. Equipment will be used to monitor for partial discharge events occurring in the bus enclosures as well as circuit breaker health and performance. Additionally, transmission circuit breaker monitors and protective relay will be upgraded replacing obsolete electromechanical relays with microprocessor relays.

Funding Sources Transfer in from Electric Utility Operating Fund Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $2,304,082 $1,034,000 $1,135,000 $1,135,000 $720,000 $720,000 $720,000 $7,768,082 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction $1,943,999 $1,034,000 - - - - - $2,977,999 Engineering $122,322 - - - - - - $122,322
Equipment $187,259 - $1,135,000 $1,135,000 $720,000 $720,000 $720,000 $4,617,259 Personnel $50,502 - - - - - - $50,502
Total Expenditures $2,304,082 $1,034,000 $1,135,000 $1,135,000 $720,000 $720,000 $720,000 $7,768,082 Operating Impacts - - - - - -
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2010 - ELECTRIC YARD BUILDINGS AND GROUNDS
Project Number: 2010 Theme / Category: Electric Utility Year Initiated: 2015 Project Manager: Mark Gervacio
Planned Completion Year: Ongoing Department: Electric Utility Project Type: Ongoing Fund: 591 - Electric UtilityConstruction Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location 1705 Martin Ave
Project Description This project funds general improvements at the Utilities Corporation Yard. Buildings at this site were constructed in the late 1960's. Planned improvements include: new women's restroom, fire alarm modifications, yard gate improvements, HVAC system, and facility assessment of buildings occupied by SVP and Water and Sewer personnel. The new restroom will be Americans with Disabilities Act (ADA) compliant, equipped with several stalls/wash basins, and include upgrades to the fire alarm. Replacement yard gates are expected to be more robust in order to minimize downtime due to operation failures and the replacement personnel gates will be self-closing to optimize the yard perimeter security. A facility assessment will be completed to provide a blueprint on how to best optimize the corporation yard and outline future upgrades.

The assessment will evaluate structural, mechanical, and fire/safety of the existing Utility Field Service Center and conduct a space needs analysis for SVP Operations personnel in the Corporation Yard. SVP facilities covered by this assessment include the Utility Field Service building and the areas occupied by the Utility Operations Division. It also includes a new emergency standby generator and miscellaneous improvements at the Utilities Corporation Yard at 1701 Martin Avenue which serves SVP and the Water & Sewer Utilities. The generator replacement (Gen ID# 2415) is part of the Citywide Generator Replacement Project - Phase 3 (CIP # 6158). This generator replacement is critical to support SVP and Water & Sewer Utilities SCADA Systems. Funding for that project will be shared equally with the Water & Sewer Utilities.

Funding Sources Transfers in from Electric Utility Operating Fund, and Water & Sewer Utilities

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $631,258 $2,875,788 $360,000 $300,000 $300,000 $300,000 $300,000 $5,067,046 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction $195,477 $2,473,715 $360,000 $300,000 $300,000 $300,000 $300,000 $4,229,192 Contingencies/Misc - $228,375 - - - - - $228,375
Engineering $206,859 $163,698 - - - - - $370,557
Equipment $24,491 - - - - - - $24,491
Personnel $176,071 $10,000 - - - - - $186,071
Transfers Out $28,360 - - - - - - $28,360
Total Expenditures $631,258 $2,875,788 $360,000 $300,000 $300,000 $300,000 $300,000 $5,067,046 Operating Impacts - - - - - -
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2119 - GENERATION CAPITAL MAINTENANCE AND BETTERMENTS
Project Number: 2119 Theme / Category: Electric Utility Year Initiated: 2009 Project Manager: Alex Price
Planned Completion Year: Ongoing Department: Electric Utility Project Type: Ongoing Fund: 591 - Electric UtilityConstruction Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Santa Clara Owned Generation Facilities
Project Description This project includes design and construction modifications and improvements to electric generation facilities owned by the City. Santa Clara owns and maintains three (3) generation facilities located within city limits including Donald Von Raesfeld Power Plant (DVR), Cogeneration Plant (Cogen), and Gianera Generating Station (Gianera). Santa Clara also owns and manages several remote properties used for generation.

Activities included in this project consist of upgrades, major maintenance, and facility work. Upcoming major work includes completion of major outage work at the Grizzly Hydroelectric plant, installation and tuning of a new selective catalytic converter and ammonia injection grid for DVR, structural retrofits to DVR's cooling tower, and process improvements to the closed-cycle cooling system.

Funding Sources Transfer in from Electric Utility Operating Fund Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $14,047,022 $3,329,495 $1,500,000 $1,500,000 $1,500,000 $1,500,000 $1,500,000 $24,876,517 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction $12,286,435 $2,558,120 $1,500,000 $1,500,000 $1,500,000 $1,500,000 $1,500,000 $22,344,555 Engineering $231,194 $766,662 - - - - - $997,856
Equipment $515,834 $4,713 - - - - - $520,547
Transfers Out $1,000,000 - - - - - - $1,000,000
Personnel $13,559 - - - - - - $13,559
Total Expenditures $14,047,022 $3,329,495 $1,500,000 $1,500,000 $1,500,000 $1,500,000 $1,500,000 $24,876,517 Operating Impacts - - - - - -
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2127 - MAJOR ENGINE OVERHAUL AND REPAIR
Project Number: 2127 Theme / Category: Electric Utility Year Initiated: 2008 Project Manager: Alex Price
Planned Completion Year: Ongoing Department: Electric Utility Project Type: Ongoing Fund: 591 - Electric UtilityConstruction Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Santa Clara Owned Generating Facilities
Project Description Santa Clara owns and maintains three combustion turbine generating facilities within the city including Donald Von Raesfeld Power Plant (DVR), Cogeneration Plant (Cogen), and Gianera Generating Station (Gianera), as well as remote generating facilities. SVP uses a time and condition-based maintenance philosophy to ensure these assets are dependable and available when called upon. Maintenance activities follow Original Equipment Manufacturer (OEM) recommendations and best utility practices. Repairs can include turbine and generator inspections as well as overhauls based on hours of operation, time in service, number of starts per engine; and condition-based assessments.

Funding Sources Transfer in from Electric Utility Operating Fund

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $59,111,311 $7,375,411 $2,485,000 $60,000 $13,860,000 $65,000 $340,000 $83,296,722 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction $51,794,110 $7,375,411 $2,485,000 $60,000 $13,860,000 $65,000 $340,000 $75,979,521 Equipment $6,966,551 - - - - - - $6,966,551
Personnel $350,650 - - - - - - $350,650
Total Expenditures $59,111,311 $7,375,411 $2,485,000 $60,000 $13,860,000 $65,000 $340,000 $83,296,722 Operating Impacts - - - - - -
352

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2395 - OPERATIONS AND PLANNING TECHNOLOGY
Project Number: 2395 Theme / Category: Electric Utility Year Initiated: 2006 Project Manager: Sachin Bajracharya Planned Completion Year: Ongoing Department: Electric Utility Project Type: Ongoing Fund: 591 - Electric UtilityConstruction Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Citywide
Project Description This project includes implementation and upgrades to technology solutions for operations and planning including: Work Management System (WMS), Automated Utility Design (AUD), Geographic Information Systems (GIS), Advanced Metering Infrastructure (AMI) analytics software, DEW/ISM SVP Automated Circuit Build, 20-year Plan Geospatial Assessment, and Drawing Management System (DMS). The WMS will be used to track work orders, maintenance activities, and commercial construction as well as facilitate communication across all SVP operating groups. The AUD will integrate with multiple existing applications, providing up-to-date pricing for customer work orders. The GIS version is no longer supported by the software vendor. SVP will implement a more current version for support and the ability to use the latest software integrations. AMI analytics software uses AMI meter data to enable predictive analytics which leads to the identification and repair/replacement of overloaded assets prior to failure. The DEW/ISM software package is in need of update and will automate some distribution design analysis along with the integration of 15 min. interval AMI meter data. The Geospatial Assessment will produce an analysis of existing and future loads which will serve as an input to the Long Term (LT) electric system model and for a management dashboard development for easier review and scenario assessment. The DMS system will be used to store all SVP Substation and Generations drawings and can also be used to manage drawing updates with a builtin record of the full revision history and log for traceability of as-built drawings.

Funding Sources Transfer in from Electric Utility Operating Fund Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $2,706,351 $1,707,984 $4,030,000 $1,250,000 $675,000 - - $10,369,335 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction $27,690 $437,163 - - - - - $464,853
Contingencies/Misc - $325,000 $500,000 $300,000 $125,000 - - $1,250,000 Engineering $1,042,389 $810,911 - $650,000 $150,000 - - $2,653,300 Equipment $33,788 $134,910 $3,530,000 $300,000 $400,000 - - $4,398,698 Transfers Out $1,500,000 - - - - - - $1,500,000
Personnel $102,484 - - - - - - $102,484
Total Expenditures $2,706,351 $1,707,984 $4,030,000 $1,250,000 $675,000 - - $10,369,335 Operating Impacts - - - - - -
353
City of
Santa Clara
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CMMS is used for

FY 2 0 2 4 / 2 5 A ND FY 2 0 2 5/ 2 6 P R O P O S E D C A P IT A L I M P R O V E M E NT P R O GR A M B U D GE T | E L E CT R I C UT I L IT Y FUNDED

2410 - SYSTEM EXPANSION PLANNING AND ANALYSIS
Project Number: 2410 Theme / Category: Electric Utility Year Initiated: 2014 Project Manager: Albert Saenz
Planned Completion Year: Ongoing Department: Electric Utility Project Type: Ongoing Fund: 591 - Electric UtilityConstruction Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Citywide
Project Description The project includes an ongoing impact study of SVP's transmission system. The purpose of this study is to outline future development or improvements needed to maintain electric service reliability with consideration of replacements of end-of-life infrastructure and significant load growth as a result of proposed data center additions, residential, and commercial growth. It also includes a system interconnection study to evaluate required customer interconnections. Prior to FY 2024/25, this project was titled System Capacity Expansion.

Funding Sources Developer Contributions, Transfer in from Electric Utility Operating Fund

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $3,481,568 $7,543,680 $910,000 $570,000 $2,680,000 $1,105,000 $1,025,000 $17,315,248 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction $572,252 - - - - - - $572,252
Engineering $1,971,386 $6,913,491 $375,000 - $2,075,000 $575,000 $575,000 $12,484,877 Equipment $377,526 $3,427 - - - - - $380,953
Personnel $560,404 $626,762 $535,000 $570,000 $605,000 $530,000 $450,000 $3,877,166 Total Expenditures $3,481,568 $7,543,680 $910,000 $570,000 $2,680,000 $1,105,000 $1,025,000 $17,315,248 Operating Impacts - - - - - -
354

FY 2 0 2 4 / 2 5 A ND FY 2 0 2 5/ 2 6 P R O P O S E D C A P IT A L I M P R O V E M E NT P R O GR A M B U D GE T | E L E CT R I C UT I L IT Y FUNDED

2418 - ESPERANCA SUBSTATION
Project Number: 2418 Theme / Category: Electric Utility Year Initiated: 2020 Project Manager: Joseph Bruzzone
Planned Completion Year: FY 2027/28 Department: Electric Utility Project Type: Distinct Fund: 591 - Electric UtilityConstruction Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location 4952 Bill Walsh Way
Project Description This project includes design and construction of a 12kV three bank distribution substation with 21 distribution feeders in SVP's existing Northern Receiving Station (NRS). The substation will serve the Related Santa Clara project that includes commercial and mixed-use development. Report to Council 19-1355 provides the agreement between Related Santa Clara and the City that includes additional details for this project. The City will procure a control building, circuit breakers, switchgear and three substation transformers. Upon completion, SVP will own and operate this substation.

Funding Sources Developer Contributions, Transfer in from Electric Utility Operating Fund Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $606,001 $28,304,406 $16,000,000 $130,000 $9,460,000 $1,520,000 - $56,020,407 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction - $10,973,993 $10,000,000 - $6,790,000 - - $27,763,993 Contingencies/Misc - $4,071,000 $2,000,000 - $2,535,000 $230,000 - $8,836,000 Engineering $561,156 $2,010,965 - - - $1,150,000 - $3,722,121 Equipment $3,427 $11,093,873 $4,000,000 - - - - $15,097,300 Personnel $41,418 $154,575 - $130,000 $135,000 $140,000 - $600,993 Total Expenditures $606,001 $28,304,406 $16,000,000 $130,000 $9,460,000 $1,520,000 - $56,020,407 Operating Impacts - - - - - -
355

FY 2 0 2 4 / 2 5 A ND FY 2 0 2 5/ 2 6 P R O P O S E D C A P IT A L I M P R O V E M E NT P R O GR A M B U D GE T | E L E CT R I C UT I L IT Y FUNDED

2423 - UTILITY BILLING CIS REPLACEMENT
Project Number: 2423 Theme / Category: Electric Utility Year Initiated: 2017 Project Manager: Kathleen Hughes
Planned Completion Year: Ongoing Department: Electric Utility Project Type: Ongoing Fund: 591 - Electric UtilityConstruction Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location 1500 Warburton Ave
Project Description The current billing system, Harris-Northstar, is almost two decades old. Since its implementation, technologies as well as the regulatory requirements around billing, rates, time-of use, net energy metering, distributed energy resources have rapidly changed, along with the demand for accessibility of the data by both internal and external customers. Customers have an increased expectation to be able to access their data in real-time/near real-time and the utility must be able to dynamically bill customers to accommodate the rapidly changing utility business structure. The City has outgrown the existing computer information system (CIS) platform and will perform an assessment on how to deliver the enhancements identified to meet regulatory requirements.

Funding Sources Transfers in from the Electric Utility Operating, Solid Waste, Storm Drain, Sewer, and Water funds Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $1,500,000 $2,000,000 - $1,500,000 - - - $5,000,000 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Contingencies/Misc - $600,000 - - - - - $600,000
Engineering - $1,300,000 - $1,500,000 - - - $2,800,000
Equipment - $100,000 - - - - - $100,000
Transfers Out $1,500,000 - - - - - - $1,500,000
Total Expenditures $1,500,000 $2,000,000 - $1,500,000 - - - $5,000,000 Operating Impacts - - - - - -
356

UTILITY BILLS
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•

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2424 - SUBSTATION PHYSICAL SECURITY IMPROVEMENTS
Project Number: 2424 Theme / Category: Electric Utility Year Initiated: 2020 Project Manager: Billy Quach
Planned Completion Year: FY 2027/28 Department: Electric Utility Project Type: Distinct Fund: 591 - Electric UtilityConstruction Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Citywide
Project Description The City Council has adopted the Utility Security Plan for Silicon Valley Power (SVP) that has been completed consistent with the industry standard set by the California Public Utilities Commission (CPUC) Decision D.19-01-018. In this study, SVP evaluated all distribution-level facilities in its service territory that are subject to its control to determine if any facility met the definition of a “Covered Distribution Facility”. SVP does not have a Covered Distribution Facility as defined by CPUC. SVP elected to evaluate two facilities in the Plan for potential risks associated with a successful physical attack and considered whether existing grid resiliency, back-up generation, and/or physical security measures appropriately mitigate identified risks. SVP documented the results of the identification process, risk assessment, and mitigation plan development which was reviewed by the Santa Clara Police Department (SCPD), for an independent review, and by the Protective Security Advisor (PSA) for the Cybersecurity and Infrastructure Security Agency (CISA) within the US Department of Homeland Security (DHS) as a Qualified Authority.

Funding Sources Transfer in from Electric Utility Operating Fund

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $559,975 $226,503 $500,000 - - - - $1,286,478 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction - $85,924 $500,000 - - - - $585,924
Engineering $36,748 $108,067 - - - - - $144,815
Transfers Out $500,000 - - - - - - $500,000
Personnel $23,227 $32,512 - - - - - $55,739
Total Expenditures $559,975 $226,503 $500,000 - - - - $1,286,478 Operating Impacts - - - - - -
357

FY 2 0 2 4 / 2 5 A ND FY 2 0 2 5/ 2 6 P R O P O S E D C A P IT A L I M P R O V E M E NT P R O GR A M B U D GE T | E L E CT R I C UT I L IT Y FUNDED

2431 - HOMESTEAD SUBSTATION REBUILD
Project Number: 2431 Theme / Category: Electric Utility Year Initiated: 2021 Project Manager: Jeevan Valath
Planned Completion Year: FY 2028/29 Department: Electric Utility Project Type: Distinct Fund: 591 - Electric UtilityConstruction Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location 2831 Homestead Rd
Project Description The Homestead Substation rebuild project includes replacement of 60 kV bus work, breakers, and metal clad switchgear with new 12 kV switchgear, and transformers. The existing equipment is over 45 years old and is at its end of useful life with spare parts that are hard to find and may need to be custom built. Project costs include design, procurement, construction, inspection, and testing.

Funding Sources Transfer in from Electric Utility Operating Fund Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $89,819 $1,460,178 $2,365,000 $3,135,000 $34,055,000 $35,340,000 $205,000 $76,649,997 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction - - - - - $28,430,000 - $28,430,000
Contingencies/Misc - $150,000 - - $6,170,000 $5,692,000 $165,000 $12,177,000 Engineering $63,450 $1,310,178 $2,330,000 - - $1,178,000 - $4,881,628 Equipment - - - $3,100,000 $27,845,000 - - $30,945,000
Personnel $26,369 - $35,000 $35,000 $40,000 $40,000 $40,000 $216,369 Total Expenditures $89,819 $1,460,178 $2,365,000 $3,135,000 $34,055,000 $35,340,000 $205,000 $76,649,997 Operating Impacts - - - - - -
358

FY 2 0 2 4 / 2 5 A ND FY 2 0 2 5/ 2 6 P R O P O S E D C A P IT A L I M P R O V E M E NT P R O GR A M B U D GE T | E L E CT R I C UT I L IT Y FUNDED

2432 - YARD PAVEMENT PROJECT
Project Number: 2432 Theme / Category: Electric Utility Year Initiated: 2019 Project Manager: Mark Gervacio
Planned Completion Year: FY 2026/27 Department: Electric Utility Project Type: Distinct Fund: 591 - Electric UtilityConstruction Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location 1705 Martin Ave
Project Description This project addresses pavement failures at the Utilities Corporation Yard by providing an updated plan to increase the durability of the existing pavement by removing/replacing distressed areas and applying asphalt seal coat systems. The Utilities Corporation Yard is shared by SVP, Water & Sewer Utilities, and Warehouse (Finance Department).

Funding Sources Transfer in from Electric Utility Operating Fund Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $58,711 $831,289 - $500,000 - - - $1,390,000 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction $2,358 $831,289 - - - - - $833,647
Contingencies/Misc - - - $500,000 - - - $500,000
Personnel $56,353 - - - - - - $56,353
Total Expenditures $58,711 $831,289 - $500,000 - - - $1,390,000 Operating Impacts - - - - - -
359
City of
Santa Clara

FY 2 0 2 4 / 2 5 A ND FY 2 0 2 5/ 2 6 P R O P O S E D C A P IT A L I M P R O V E M E NT P R O GR A M B U D GE T | E L E CT R I C UT I L IT Y FUNDED

2434 - REPLACE BALANCE OF PLANT CONTROL SYSTEM (DCS)
Project Number: 2434 Theme / Category: Electric Utility Year Initiated: 2021 Project Manager: Alex Price
Planned Completion Year: FY 2024/25 Department: Electric Utility Project Type: Distinct Fund: 591 - Electric UtilityConstruction Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location 850 Duane Ave
Project Description This project includes upgrades and replacement of the Distributed Control Systems (DCS) and protection relays. A DCS is a computerized control system that contains autonomous controllers and remote instrumentation to centralize plant operations. There are 3 replacements planned at Don Von Raesfeld (DVR) power plant including the gas compressor, chillers, and water treatment control systems. Automatic Voltage Regulators (AVR) upgrades are planned at the Gianera power plant to address obsolete and failing technology. AVR’s stabilize voltage levels within each generator at variable loads and are part of the DCS.

The protection relays are an integral part of the power plant equipment protection and grid protection. The relays share inputs and work in conjunction with the AVR and other DCS components.

Funding Sources Transfer in from Electric Utility Operating Fund Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $2,378,072 $5,577,912 $115,000 - - - - $8,070,984 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction $1,390,669 $5,422,177 - - - - - $6,812,846 Engineering $500,000 - - - - - - $500,000
Equipment $473,260 - - - - - - $473,260
Personnel $14,143 $155,735 $115,000 - - - - $284,878
Total Expenditures $2,378,072 $5,577,912 $115,000 - - - - $8,070,984 Operating Impacts - - - - - -
360

FY 2 0 2 4 / 2 5 A ND FY 2 0 2 5/ 2 6 P R O P O S E D C A P IT A L I M P R O V E M E NT P R O GR A M B U D GE T | E L E CT R I C UT I L IT Y FUNDED

2435 - DOT GAS PIPELINE UPGRADES AND REPAIRS
Project Number: 2435 Theme / Category: Electric Utility Year Initiated: 2019 Project Manager: Alex Price
Planned Completion Year: FY 2024/25 Department: Electric Utility Project Type: Distinct Fund: 591 - Electric UtilityConstruction Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location 850 Duane Ave
Project Description This project includes upgrades and repairs to SVP's 12-inch and 6-inch gas lines pursuant to Department of Transportation (DOT) regulations. Work includes anode replacements, inspection, piping modification, and a large excavation project. The inspections are part of an integrity management program which is a set of safety management, analytical, operations, and maintenance processes that are implemented in an integrated and rigorous manner to assure operators provide protection for High Consequence Areas (HCAs).

Funding Sources Transfer in from Electric Utility Operating Fund

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $1,010,134 $889,866 $300,000 - - - - $2,200,000 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction $423,994 $889,866 $300,000 - - - - $1,613,860 Engineering $586,140 - - - - - - $586,140
Total Expenditures $1,010,134 $889,866 $300,000 - - - - $2,200,000 Operating Impacts - - - - - -
361

FY 2 0 2 4 / 2 5 A ND FY 2 0 2 5/ 2 6 P R O P O S E D C A P IT A L I M P R O V E M E NT P R O GR A M B U D GE T | E L E CT R I C UT I L IT Y FUNDED

2444 - NORTHWEST LOOP CAPACITY UPGRADE
Project Number: 2444 Theme / Category: Electric Utility Year Initiated: 2022 Project Manager: Ryan Do
Planned Completion Year: FY 2024/25 Department: Electric Utility Project Type: Distinct Fund: 591 - Electric UtilityConstruction Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location 4952 Bill Walsh Way to 2929 Mission College Blvd Project Description An existing 60kV overhead transmission loop is being upgraded with higher capacity conductor to accommodate load growth along the San Tomas Aquino creek between the Northern Receiving Station and Highway 101. The project includes replacement (reconductor) approximately 2.62 miles of an overhead 60kV line from 954 All Aluminum Conductor to 715.5 Aluminum Conductor Composite Reinforced. This replacement will add approximately 137 MVA of capacity to the Northwest Loop.

Funding Sources Developer Contributions, Transfer in from Electric Utility Operating Fund

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources - $4,750,000 $5,625,000 - - - - $10,375,000 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction - $3,396,000 $3,125,000 - - - - $6,521,000 Contingencies/Misc - $500,000 $2,200,000 - - - - $2,700,000 Engineering - $267,000 - - - - - $267,000
Equipment - $587,000 $300,000 - - - - $887,000
Total Expenditures - $4,750,000 $5,625,000 - - - - $10,375,000 Operating Impacts - - - - - -
362

FY 2 0 2 4 / 2 5 A ND FY 2 0 2 5/ 2 6 P R O P O S E D C A P IT A L I M P R O V E M E NT P R O GR A M B U D GE T | E L E CT R I C UT I L IT Y FUNDED

2447 - SUBSTATION CONTROL AND COMMUNICATION SYSTEM

REPLACEMENT

Project Number: 2447 Theme / Category: Electric Utility Year Initiated: 2021 Project Manager: Son Le
Planned Completion Year: FY 2026/27 Department: Electric Utility Project Type: Distinct Fund: 591 - Electric UtilityConstruction Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location 1701 Martin Ave
Project Description This project includes assessment, planning and implementation for a new control and communication system replacing the General Electric (GE) JungleMUX (JMUX) Synchronous Optical Networking (SONET) Multiplexer. The JUMX is the communication vehicle used for Electrical Protection systems, Supervisory Control and Data Acquisition (SCADA) system, Advanced Metering Infrastructure (AMI), Remote Terminal Unit (RTU), Power Quality (PQ) system, video surveillance, phone systems, and badge readers. There have been several failures in the past year which have led to a decrease in reliability and disabling some of these services. The existing system has been in production for over 20 years and the manufacturer, GE, no longer supports some system hardware, provides replacement parts, or provides training for SVP employees.

Funding Sources Transfer in from Electric Utility Operating Fund Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $311,475 $152,315 $200,000 $225,000 $250,000 - - $1,138,790 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction - $25,000 - - - - - $25,000
Contingencies/Misc - $20,000 - - - - - $20,000
Engineering $263,769 $54,731 - - - - - $318,500
Personnel $47,706 $52,584 $200,000 $225,000 $250,000 - - $775,290 Total Expenditures $311,475 $152,315 $200,000 $225,000 $250,000 - - $1,138,790 Operating Impacts - - - - - -
363

FY 2 0 2 4 / 2 5 A ND FY 2 0 2 5/ 2 6 P R O P O S E D C A P IT A L I M P R O V E M E NT P R O GR A M B U D GE T | E L E CT R I C UT I L IT Y FUNDED

2453 - KRS REBUILD AND REPLACEMENT
Project Number: 2453 Theme / Category: Electric Utility Year Initiated: 2022 Project Manager: Allie Jackman
Planned Completion Year: FY 2028/29 Department: Electric Utility Project Type: Distinct Fund: 591 - Electric UtilityConstruction Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location 2970 Lafayette St
Project Description The Kifer Receiving Station (KRS) was first constructed in 1955 and has reached the end of its useful life with no remaining book value after depreciation. KRS has a name plate capacity of 372MVA and will be upgraded to a name plate capacity of over 600MVA. This project includes rebuilding the Kifer Receiving Station as an Air Insulated Switchgear (AIS) substation. The scope includes installation of two energized 336 MVA 115/60kV power transformers with accommodations for one future spare 336 MVA 115/60kV power transformer. The KRS re-build scope will also include seven (7) 60kv and four (4) 115kV transmission line terminals (and associated terminations at AIS and dead-end structures).

Funding Sources Load Development Fees, Debt Financing, Transfer in from Electric Utility Operating Fund

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $789,869 $87,620,334 $23,000,000 $84,000,000 - - - $195,410,203 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction - $32,049,000 - $65,000,000 - - - $97,049,000 Contingencies/Misc - $6,047,396 $2,700,000 $17,500,000 - - - $26,247,396 Engineering $764,824 $3,990,735 - $1,500,000 - - - $6,255,559 Equipment - $45,523,000 $18,800,000 - - - - $64,323,000 Land - - $1,500,000 - - - - $1,500,000
Personnel $25,045 $10,203 - - - - - $35,248
Total Expenditures $789,869 $87,620,334 $23,000,000 $84,000,000 - - - $195,410,203 Operating Impacts - - - - - -
364
City of
Santa Clara

FY 2 0 2 4 / 2 5 A ND FY 2 0 2 5/ 2 6 P R O P O S E D C A P IT A L I M P R O V E M E NT P R O GR A M B U D GE T | E L E CT R I C UT I L IT Y FUNDED

2454 - NRS UPGRADES AND EXPANSION
Project Number: 2454 Theme / Category: Electric Utility Year Initiated: 2022 Project Manager: Allie Jackman
Planned Completion Year: FY 2028/29 Department: Electric Utility Project Type: Distinct Fund: 591 - Electric UtilityConstruction Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location 4952 Bill Walsh Way
Project Description The Northern Receiving Station was constructed over 20 years ago in 2002. Available space within the existing station site will be used to increase station reliability and capacity by installing additional transformers and reconfiguring/expanding the 60kV, 115kV, and 230kV buses and associated air insulted switchgear (AIS). The current 372MVA capacity of the existing station will be upgraded to over 900MVA with the installation of 115kV and 230kV bus and AIS improvements to Double-Bus-Double-Breaker (DBDB) configurations; up to three (3) 115kV/60kV, 336 MVA power transformers; and two (2) 230kV/115kV, 560 MVA power transformers. Other work includes affected protection and control relay panels within existing control enclosure(s) and improvements or infrastructures necessary to facilitate the connection of future 60kV, 115kV, and 230kV transmission lines. Prior to FY 2024/25, this project was titled "NRS Transformer and Breaker Upgrades" and prior to FY 2023/24 was titled "NRS Transformer Replacement ".

Funding Sources Load Development Fees, Debt Financing, Transfer in from Electric Utility Operating Fund

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $352,764 $90,650,631 $47,000,000 $87,000,000 - - - $225,003,395 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction - $21,388,000 - $68,400,000 - - - $89,788,000 Contingencies/Misc - $621,000 $5,000,000 $17,600,000 - - - $23,221,000 Engineering $339,546 $6,235,237 - $1,000,000 - - - $7,574,783 Equipment - $62,406,394 $42,000,000 - - - - $104,406,394 Personnel $13,218 - - - - - - $13,218
Total Expenditures $352,764 $90,650,631 $47,000,000 $87,000,000 - - - $225,003,395 Operating Impacts - - - - - -
365

FY 2 0 2 4 / 2 5 A ND FY 2 0 2 5/ 2 6 P R O P O S E D C A P IT A L I M P R O V E M E NT P R O GR A M B U D GE T | E L E CT R I C UT I L IT Y FUNDED

2455 - NRS-KRS 115KV LINE
Project Number: 2455 Theme / Category: Electric Utility Year Initiated: 2022 Project Manager: Allie Jackman
Planned Completion Year: FY 2028/29 Department: Electric Utility Project Type: Distinct Fund: 591 - Electric UtilityConstruction Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location A transmission Line between NRS and KRS
Project Description This project includes construction of a new transmission line between the Northern Receiving Station (NRS) and Kifer Receiving Station (KRS). Upon completion of this project, the line will be energized at 115 kV but will be constructed at 230 kV to eliminate the need for future upgrades. The Engineer of Record (EOR) and environmental consultant are evaluating three possible routing options prior to selection. Constructing this line will allow energy to be balanced and redistributed within SVP's transmission receiving stations.

Funding Sources Load Development Fees, Transfer in from Electric Utility Operating Fund

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $238,892 $33,361,107 $11,780,000 $26,305,000 - - - $71,684,999 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction - $12,850,000 - $21,980,000 - - - $34,830,000 Contingencies/Misc - $2,458,000 $1,930,000 $4,325,000 - - - $8,713,000 Engineering $230,517 $5,041,343 - - - - - $5,271,860
Equipment - $11,382,000 $9,850,000 - - - - $21,232,000
Land $126 $1,629,764 - - - - - $1,629,890
Personnel $8,249 - - - - - - $8,249
Total Expenditures $238,892 $33,361,107 $11,780,000 $26,305,000 - - - $71,684,999 Operating Impacts - - - - - -
366

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2456 - SRS REBUILD AND REPLACEMENT
Project Number: 2456 Theme / Category: Electric Utility Year Initiated: 2022 Project Manager: Allie Jackman
Planned Completion Year: FY 2027/28 Department: Electric Utility Project Type: Distinct Fund: 591 - Electric UtilityConstruction Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location 1205 Space Park Dr
Project Description The Scott Receiving Station (SRS) was first constructed in 1975 and last upgraded in 2002. SRS has a name plate capacity of 372MVA and will be upgraded to a nameplate capacity of over 600MVA. This project includes rebuilding the Scott Receiving Station as an Air Insulated Switchgear (AIS) substation. The scope includes installation of two energized 336 MVA 115/60kV power transformers, with accommodations for one future spare 336 MVA 115/60kV power transformer. The SRS rebuild scope also includes six (6) 60kV and three (3) 115kV transmission line terminals and associated terminations at AIS and dead-end structures.

Funding Sources Load Development Fees, Debt Financing, Transfer in from Electric Utility Operating Fund Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $728,041 $91,532,161 $23,000,000 $75,000,000 - - - $190,260,202 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction - $38,946,000 - $58,500,000 - - - $97,446,000 Contingencies/Misc - $371,000 $3,880,000 $15,500,000 - - - $19,751,000 Engineering $710,035 $1,751,958 - $1,000,000 - - - $3,461,993 Equipment - $50,453,000 $19,120,000 - - - - $69,573,000 Personnel $18,006 $10,203 - - - - - $28,209
Total Expenditures $728,041 $91,532,161 $23,000,000 $75,000,000 - - - $190,260,202 Operating Impacts - - - - - -
367
( ,, ..... ti;, City of
· " .. _..: · Santa Clara

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2458 - WALSH-URANIUM 60KV RECONDUCTOR
Project Number: 2458 Theme / Category: Electric Utility Year Initiated: 2022 Project Manager: Ryan Do
Planned Completion Year: FY 2024/25 Department: Electric Utility Project Type: Distinct Fund: 591 - Electric UtilityConstruction Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location 1600 Walsh St to 2705 Bowers Ave
Project Description The Walsh-Uranium 60kV line is part of SVP's Center Loop between Scott Receiving Station (SRS) and Kifer Receiving Station (KRS). The 60kV line is configured with SVP's standard bundled 954 All Aluminum Conductor (AAC) between Walsh Substation and Uranium Substation. The line is overhead (above the ground) and is comprised of a mixture of wood and steel poles that has a total length of 1.64 miles. SVP plans to replace the bundled 954 AAC with its new standard wire size of bundled 715 KCM Aluminum Conductor Ceramic Reinforced (ACCR). By completing this project, SVP will increase the 60kV line section rating from 174 MWs to 330 MWs. The Walsh-Uranium 60kV line section will still be limited to 207 MW's by the 2000 amp breakers at Uranium Substation. Breakers will be replaced as part of a separate capital project to allow full capacity.

Funding Sources Transfer in from Electric Utility Operating Fund

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $2,605 $2,754,395 $9,360,000 $85,000 - - - $12,202,000 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction - $910,000 $3,500,000 - - - - $4,410,000
Contingencies/Misc - $744,000 $2,940,000 - - - - $3,684,000 Engineering - $300,395 $340,000 - - - - $640,395
Equipment - $800,000 $2,475,000 - - - - $3,275,000
Personnel $2,605 - $105,000 $85,000 - - - $192,605
Total Expenditures $2,605 $2,754,395 $9,360,000 $85,000 - - - $12,202,000 Operating Impacts - - - - - -
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2459 - TRANSMISSION LOOP 1
Project Number: 2459 Theme / Category: Electric Utility Year Initiated: 2022 Project Manager: Tu Hu
Planned Completion Year: FY 2029/30 Department: Electric Utility Project Type: Distinct Fund: 591 - Electric UtilityConstruction Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location West Central and North West
Project Description This project builds a new 60kV transmission loop between existing receiving stations with a conductor capability of 3000 Amps. The new loop will be connected between Northern Receiving Station (NRS) and Kifer Receiving Station (KRS). Once constructed, existing loops will need to be rebalanced to prevent potential overloading and existing substations will be transferred to include moving San Tomas Substation from Northwest (NW) Loop and Fairview Substation from Center Loop to Loop 1. Additionally, this will be needed to connect three (3) new customer dedicated substations.

Funding Sources Load Development Fee, Transfer in from Electric Utility Operating Fund Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $8,205 $5,321,796 $5,485,000 $15,000 $19,935,000 $50,740,000 $125,000 $81,630,001 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction - - - - - $38,940,000 - $38,940,000
Contingencies/Misc - $1,220,000 $3,285,000 - $2,580,000 $11,680,000 - $18,765,000 Engineering - $4,101,796 $2,175,000 - - - - $6,276,796
Equipment - - - - $8,600,000 - - $8,600,000
Land - - - - $8,735,000 - - $8,735,000
Personnel $8,205 - $25,000 $15,000 $20,000 $120,000 $125,000 $313,205 Total Expenditures $8,205 $5,321,796 $5,485,000 $15,000 $19,935,000 $50,740,000 $125,000 $81,630,001 Operating Impacts - - - - - -
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2460 - GRIZZLY TAP LINE REPAIRS
Project Number: 2460 Theme / Category: Electric Utility Year Initiated: 2022 Project Manager: Nick Van Haeften
Planned Completion Year: FY 2024/25 Department: Electric Utility Project Type: Distinct Fund: 591 - Electric UtilityConstruction Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location 2550 Co Rd 306
Project Description This project includes replacement of a City-owned 4.2 mile long transmission line that connects the Grizzly power plant to the PG&E Bucks Creek substation. The transmission line was severed during the Dixie fire that occurred between July 13, 2021 and October 25, 2021. The Grizzly Power Plant is located west of Bucks Lake in the Plumas National Forest in California. It has a 17.7 MW capacity with an estimated annual energy generation of 43.4 GWh in an average water year and 26.1 GWh in dry years. Phase 1 of the reenergization was completed December 2023; Phase 2 of the Grizzly tapline construction is expected to begin July 2024 and completed within 2024 with energization scheduled in Fall 2024. Due or weather conditions, construction may be extended into 2025 and energization of the tap line would then occur mid2025.

Funding Sources Transfer in from Electric Utility Operating Fund

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources - $25,000,000 $9,000,000 - - - - $34,000,000 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction - $25,000,000 $9,000,000 - - - - $34,000,000 Total Expenditures - $25,000,000 $9,000,000 - - - - $34,000,000 Operating Impacts - - - - - -
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2461 - BATTERY ENERGY STORAGE SYSTEM
Project Number: 2461 Theme / Category: Electric Utility Year Initiated: 2021 Project Manager: Krishn Patel
Planned Completion Year: FY 2025/26 Department: Electric Utility Project Type: Distinct Fund: 591 - Electric UtilityConstruction Strategic Pillar 07 - Promote Sustainability and Environmental Protection
Location 3025 Raymond St
Project Description This project includes the installation of a Battery Energy Storage System (BESS) with a capacity of up to 50MW/200MWh. The BESS system will be connected to the transmission system at 60kV and help increase SVP’s system capacity at peak times as well as provide voltage/VAR support. SVP has entered into a twenty (20) year Energy Storage Agreement (ESA) with a five (5) year extension option and will pay fees for capacity per kW month. The final contract price will be determined based on final size of the BESS capacity (capacity range 40-50 MW) and final BESS procurement costs vs. estimated BESS procurement costs in the ESA. This arrangement will not require SVP to invest project capital in the development of the site; however, SVP will be responsible for the Transmission Line Extension (Design & Construction) to the BESS site along with the design for the SVP 60KV control enclosure.

Funding Sources Transfer in from Electric Utility Operating Fund

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $140,036 $2,032,443 $3,750,000 - - - - $5,922,479 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction - $1,250,000 $1,700,000 - - - - $2,950,000 Contingencies/Misc - - $770,000 - - - - $770,000
Engineering $139,055 $60,945 $1,280,000 - - - - $1,480,000 Equipment - $500,000 - - - - - $500,000
Personnel $981 $221,498 - - - - - $222,479
Total Expenditures $140,036 $2,032,443 $3,750,000 - - - - $5,922,479 Operating Impacts - - - - - -
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2465 - DUANE-SCOTT 115KV RECONDUCTOR
Project Number: 2465 Theme / Category: Electric Utility Year Initiated: 2024 Project Manager: Tu Hu
Planned Completion Year: FY 2026/27 Department: Electric Utility Project Type: Distinct Fund: 591 - Electric UtilityConstruction Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location 850 Duane Ave; 1205 Space Park Dr
Project Description This project includes reconductoring 0.2 miles or 1,056 circuit feet of a 115kV transmission line from Duane Substation to Scott Receiving Station. The current transmission line is rated at 1900 Amps and the reconductoring will increase capacity to 3000 Amps. Upgrading this line was identified in the system expansion studies to address the potential overload due to projected load growth.

Funding Sources Transfer in from Electric Utility Operating Fund and Load Development Fees Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources - $1,620,000 $800,000 - - - - $2,420,000
Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction - $1,085,671 - - - - - $1,085,671
Contingencies/Misc - - $800,000 - - - - $800,000
Engineering - $337,365 - - - - - $337,365
Equipment - $196,964 - - - - - $196,964
Total Expenditures - $1,620,000 $800,000 - - - - $2,420,000 Operating Impacts - - - - - -
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2466 - SOUTH LOOP RECONDUCTOR
Project Number: 2466 Theme / Category: Electric Utility Year Initiated: 2024 Project Manager: Tu Hu
Planned Completion Year: FY 2026/27 Department: Electric Utility Project Type: Distinct Fund: 591 - Electric UtilityConstruction Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location 2831 Homestead Rd; 1205 Space Park Dr
Project Description In order to meet new system load growth demands, the South loop needs to be upgraded to provide additional capacity. This project includes increasing the capacity of the South Loop by reconductoring approximately 4.16 miles of an overhead 60kV line with a conductor capability of 3000 Amps in two sections between Laurelwood Substation and Kifer Receiving Station and Homestead Substation to Scott Receiving Station.

Funding Sources Transfer in from Electric Utility Operating Fund and Load Development Fees

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources - $18,610,000 $18,000,000 $1,400,000 - - - $38,010,000 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction - $6,765,000 $6,765,000 $1,400,000 - - - $14,930,000 Engineering - $2,370,000 $1,760,000 - - - - $4,130,000
Equipment - $9,475,000 $9,475,000 - - - - $18,950,000
Total Expenditures - $18,610,000 $18,000,000 $1,400,000 - - - $38,010,000 Operating Impacts - - - - - -
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2871 - MISCELLANEOUS STREET LIGHTING
Project Number: 2871 Theme / Category: Electric Utility Year Initiated: 2009 Project Manager: Mark Gervacio
Planned Completion Year: Ongoing Department: Electric Utility Project Type: Ongoing Fund: 534 - Electric UtilityStreet Lights Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Citywide
Project Description This project includes installation of additional streetlights and replaces existing street lighting facilities to maintain adequate street lighting levels. The work may include installing new streetlight foundations, new streetlight poles, new LED luminaires, or new pull boxes and wiring. The work is expected to occur in various locations in the City.

Funding Sources Developer Contributions, Transfer in from Electric Utility Operating Fund Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $409,180 $128,948 $125,000 $125,000 $125,000 $125,000 $125,000 $1,163,128 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction $234,991 $128,948 $125,000 $125,000 $125,000 $125,000 $125,000 $988,939 Engineering $3,971 - - - - - - $3,971
Transfers Out $75,000 - - - - - - $75,000
Personnel $95,218 - - - - - - $95,218
Total Expenditures $409,180 $128,948 $125,000 $125,000 $125,000 $125,000 $125,000 $1,163,128 Operating Impacts - - - - - -
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2875 - GREAT AMERICA STREET LIGHT REPLACEMENT PROJECT
Project Number: 2875 Theme / Category: Electric Utility Year Initiated: 2015 Project Manager: Mark Gervacio
Planned Completion Year: FY 2025/26 Department: Electric Utility Project Type: Distinct Fund: 534 - Electric UtilityStreet Lights Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Tasman Drive and Great America Parkway
Project Description This project includes replacing over 280 aged steel square streetlight poles and luminaires along Tasman Drive and Great America Parkway with new aluminum round tapered streetlight poles and LED luminaires.

New reinforced concrete foundations will be required that involve re-wiring the existing street lighting circuits to help balance the load across the power sources. Approximately 110 streetlights along Tasman Drive and approximately 170 streetlights along Great America Parkway are expected to be replaced.

Funding Sources Transfer in from Electric Utility Operating Fund

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $3,058,307 $1,868,200 $5,240,000 - - - - $10,166,507 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction $915,998 $1,840,367 $3,890,000 - - - - $6,646,365 Contingencies/Misc - - $1,350,000 - - - - $1,350,000
Transfers Out $2,000,000 - - - - - - $2,000,000
Personnel $142,309 $27,833 - - - - - $170,142
Total Expenditures $3,058,307 $1,868,200 $5,240,000 - - - - $10,166,507 Operating Impacts - - - - - -
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Other Community
Projects
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INTRODUCTION
The capital projects within the Other Community Projects category include those that do not easily fit within one of the other CIP categories such as the Public Works Capital Projects Management costs, the Related Santa Clara Project, and the newly established projects for developments related to the Tasman East Specific Plan and the Patrick Henry Drive Specific Plan. The goals of projects in this category are to provide general management, engineering and inspection services for the City’s CIP projects as well as to explore opportunities, through public-private partnerships and community engagement that would guide the growth of the City by maximizing the overall economic benefit of future land uses and create a more vibrant community.

The five-year CIP Other Community Projects budget totals $24.3 million. The CIP projects were prioritized by the following criteria:

Related Santa Clara Project
The Related Santa Clara project, previously referred to as City Place, is envisioned to be an approximately 240- acre, multi-phased urban city development located in the heart of the Silicon Valley, in the northern part of the City of Santa Clara. The project will create a new center of activity for the community and region, providing significant mixed-use development at an urban scale, as well as accessible outdoor spaces and new infrastructure to support the development. City staff is providing development services for the project, offset by reimbursement from the Related Santa Clara project.

Tasman East Specific Plan and the Patrick Henry Drive Specific Plan Projects Both specific plans identify infrastructure items to be funded by impact fees to equitably distribute the infrastructure costs within the specific plan areas. The Tasman East Specific Plan and the Patrick Henry Drive Specific Plan projects support the City administration of the specific plans. Developer reimbursements are also anticipated for infrastructure improvements in the event the developers build out more than their fee requires.

Public Works Capital Projects Management
The Public Works Capital Management allocation recoups Public Works staff time and non-personnel costs for general project management, design, engineering and inspection services for the City’s CIP projects. These projects are planned and built for a variety of public purposes, such as transportation, stormwater management and parks.

Major Accomplishments
Downtown Precise Plan
On December 5, 2023, the City of Santa Clara City Council certified an Environmental Impact Report (EIR) and adopted the Downtown Precise Plan and Form Based Zoning Code to implement the community’s vision and objectives for a vibrant, pedestrian-oriented destination Downtown with a mix of residential, office, and civic uses.

Work has started on the associated infrastructure fee including identifying infrastructure items to be funded by an impact fee to equitably distribute the infrastructure costs within the Plan area. This is anticipated to be brought to City Council by the end of 2024.

Transportation Demand Management (TDM)
At the April 18, 2023 City Council meeting, the Council approved an Agreement for Services with Hexagon Transportation Consultants, Inc. for Preparation and Application of a Transportation Demand Management Monitoring and Administration Program for Development Projects. Staff has been working with the consultant to build out a website on how developers and property owners submit their TDM plans. Staff and the consultants have been collecting TDM plans which will go into this database. The website is scheduled to be launched in late summer/fall 2024.
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The City Council adopted an Updated Zoning Code in December 2023. The sections regarding procedures, permit processing and definitions (Article 1, the single-family sections of Article 2, and Articles 3-8) were effective February 8, 2024, 30 days after the second reading of the ordinance on January 9, 2024. Zoning Districts other than single-family will be effective at the same time as the adoption of the zoning map anticipated to occur in Spring 2024.

Financing Sources
General Fund
The General Fund is used to support the City’s general capital projects and supports the majority of the Public Works Capital Management Services projects.

Contributions from Other Capital Funds
The Parks and Recreation Capital and Sewer Utility Capital Funds also provide funding for the Public Works Capital Management Services projects. In the Parks and Recreation Capital Fund, Quimby Act and Mitigation Fee Act revenue are eligible to be used on the Public Works capital project services. The type of fee revenue used to allocate to these Public Work services is determined by the Parks and Recreation Department. In the Sewer Utility Capital Fund, revenue from the Sewer Conveyance Fee, Sewer Modeling Fee, as well as transfers from the Sewer Utility Fund are used to fund the capital project services provided by Public Works.

Developer Contributions
The Related Santa Clara Project Developer has entered into an agreement to provide funding for City staff positions specifically added to support the Related Santa Clara project as well as to reimburse for third-party contracts used to support the project. This will ensure that the City has timely and sufficient resources for plan checks and permit reviews. The Patrick Henry Drive Administration project is funded via the Patrick Henry Drive Specific Plan Infrastructure Impact Fees, while the Tasman East Administration project will be funded via Tasman East Infrastructure Impact Fees.

Operating Budget Impacts
Projects within the Other Community Projects category are not expected to have additional operating and maintenance costs.

Unfunded Needs
There are currently no identified unfunded needs in the Other Community Projects category. 381
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FUNDED PROJECTS BUDGETED COST SUMMARY
Other Community Projects 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Five-Year CIP Total
1199 - PW Capital Projects
Management - Streets and
Highways
$2,023,418 $2,628,125 $2,698,114 $2,795,241 $2,908,189 $3,001,380 $14,031,049 1899 - PW Capital Projects
Management - Storm Drain $93,414 $121,400 $124,633 $129,120 $134,337 $138,641 $648,131 1979 - PW Capital Projects
Management - Sewer $467,313 - - - - - - 3199 - PW Capital Projects Management - Parks &
Recreation
$1,020,457 $759,672 - - - - $759,672
3699 - PW CIP Management
Services - $4,689 $4,813 $4,987 $5,188 $5,354 $25,031
4099 - PW Capital Projects
Management - Fire - $13,681 $14,045 $14,551 $15,139 $15,624 $73,040 4511 - Related General Admin
Project $327,582 $145,344 $153,011 $158,048 $166,397 $176,743 $799,543 4513 - Other Development
Project Services $1,173,108 $650,000 $650,000 $650,000 $650,000 $650,000 $3,250,000 4610 - Tasman East
Administration $27,330 $28,150 $28,995 $29,865 $30,462 $31,071 $148,543 4611 - Tasman East Developer
Reimbursement $1,423,145 $1,404,043 $1,404,043 - - - $2,808,086 4710 - Patrick Henry Drive
Administration $71,281 - - - - - - 5099 - PW Capital Projects Management - Library - $19,448 $19,966 $20,685 $21,521 $22,210 $103,830 6153 - ADA Self Evaluation and
Transition Plan Update $56,022 - - - - - - 6179 - UPRR Agnew Siding Project - City Utility
Protection/Relocation
$2,021,547 - - - - - - 6199 - PW Capital Projects
Management - Public Buildings $169,019 $297,207 $305,122 $316,106 $328,879 $339,417 $1,586,731 6520 - Zoning Code Update $27,727 - - - - - - 6559 - Downtown Master Plan $139,515 - - - - - - 382
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FUNDED PROJECTS BUDGETED COST SUMMARY
Other Community Projects 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Five-Year CIP Total
6560 - Downtown Master Plan
Implementation $9,540 - - - - - - 6562 - Transportation Demand Management $200,000 - - - - - - 6563 - El Camino Real Specific Plan $991,972 - - - - - - 6564 - Precise Plan for
Downtown $186,681 - - - - - - 6599 - PW Capital Projects Management - General
Government - $9,016 $9,256 $9,590 $9,977 $10,297 $48,136 Total Other Community
Projects $10,429,071 $6,080,775 $5,411,998 $4,128,193 $4,270,089 $4,390,737 $24,281,792 383
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FUNDED PW CAPITAL PROJECTS MANAGEMENT

Project Number: Various Theme / Category: Other Community Projects
Year Initiated: 2019 Project Manager: Various
Planned Completion Year: Ongoing Department: Various
Project Type: Ongoing Fund: Various
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Various
Project Description The Public Works Capital Projects Management allocation is used to recoup the Public Works Department staff time and non-personnel costs used for general project management, design, engineering and inspection services for the City’s CIP projects.

Funding Sources General Fund; Customer Service Charges – Sewer; Sewer Conveyance Fees; Park Impact Fees (Quimby Act and Mitigation Fees)
Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $11,438,009 $3,306,308 $3,853,238 $3,175,949 $3,290,280 $3,423,230 $3,532,923 $32,019,937 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total 1199 – Streets and
Highways $7,678,852 $2,023,418 $2,628,125 $2,698,114 $2,795,241 $2,908,189 $3,001,380 $23,733,319 1899 – Storm Drain $986,718 $93,414 $121,400 $124,633 $129,120 $134,337 $138,641 $1,728,263 3199 – Parks &
Recreation $2,379,764 $1,020,457 $759,672 - - - - $4,159,893 3699 – Cemetery $17,634 - $4,689 $4,813 $4,987 $5,188 $5,354 $42,665 4099 – Fire $25,461 - $13,681 $14,045 $14,551 $15,139 $15,624 $98,501 5099 – Library $40,412 - $19,448 $19,966 $20,685 $21,521 $22,210 $144,242 6199 – Public Buildings $235,807 $169,019 $297,207 $305,122 $316,106 $328,879 $339,417 $1,991,557 6599 – General
Government $73,361 - $9,016 $9,256 $9,590 $9,977 $10,297 $121,497 Total Expenditures $11,438,009 $3,306,308 $3,853,238 $3,175,949 $3,290,280 $3,423,230 $3,532,923 $32,019,937 Operating Impacts - - - - - -
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4511 - RELATED GENERAL ADMIN PROJECT
Project Number: 4511 Theme / Category: Other Community
Projects
Year Initiated: 2019 Project Manager: Elycia Knight
Planned Completion Year: Ongoing Department: Non-Departmental Project Type: Ongoing Fund: 540 - Related Santa
Clara Dvlpr Fund
Strategic Pillar 01 - Promote and Enhance Economic, Housing and Transportation Development
Location 5155 Stars & Stripes Drive Santa Clara, CA 95054 Project Description The Related Santa Clara Project consists of construction of a new multi-phased, mixed-use development of up to 9.16 million gross square feet. On June 28, 2016, the Council approved a Disposition and Development Agreement (DDA), a Development Agreement (DA) and project entitlements for the Related Santa Clara Project (the "Project," also known as City Place). The Project involves development in several phases on 240 acres of land principally used as Santa Clara Golf & Tennis. The DDA and DA contemplated the need for financial resources from the Developer to fund third party costs to assist City staff in pre-development and permit processing efforts. In addition, the DA provided that the City would provide prompt expedited permit processing.

The Developer has agreed to partially fund a Priority Project Manager to act as a facilitator for all project approvals and as an intermediary between the City and the Developer for the processing of project approvals, to address issues and concerns during the development of the project, and, to promote consistency across City departments and outside agencies. This project covers the Project Manager costs; project funding will be determined based on need and is subject to change.

Funding Sources Developer Contributions

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $595,718 $327,582 $145,344 $153,011 $158,048 $166,397 $176,743 $1,722,843 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Personnel $595,718 $327,582 $145,344 $153,011 $158,048 $166,397 $176,743 $1,722,843 Total Expenditures $595,718 $327,582 $145,344 $153,011 $158,048 $166,397 $176,743 $1,722,843 Operating Impacts - - - - - -
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4513 - OTHER DEVELOPMENT PROJECT SERVICES
Project Number: 4513 Theme / Category: Other Community
Projects
Year Initiated: 2021 Project Manager: Elycia Knight
Planned Completion Year: Ongoing Department: Non-Departmental Project Type: Ongoing Fund: 540 - Related Santa
Clara Dvlpr Fund
Strategic Pillar 01 - Promote and Enhance Economic, Housing and Transportation Development
Location 5155 Stars & Stripes Drive Santa Clara, CA 95054 Project Description The Related Santa Clara Project consists of construction of a new multi-phased, mixed-use development of up to 9.16 million gross square feet. On June 28, 2016, the Council approved a Disposition and Development Agreement (DDA), a Development Agreement (DA) and project entitlements for the Related Santa Clara Project (the "Project," also known as City Place). The Project involves development in several phases on 240 acres of land principally used as Santa Clara Golf & Tennis. The DDA and DA contemplated the need for financial resources from the Developer to fund third party costs to assist City staff in pre-development and permit processing efforts. In addition, the DA provided that the City would provide prompt expedited permit processing
The June 2016 Development Agreement with Related provides that Related will fund City third-party costs necessary to carry out the project for entitlements, permit processing, and implementation of the project. This project funds the third-party costs.

Funding Sources Developer Contributions

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $3,363,215 $1,173,108 $650,000 $650,000 $650,000 $650,000 $650,000 $7,786,323 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction $359,649 - - - - - - $359,649
Contingencies/Misc $3,003,566 $1,173,108 $650,000 $650,000 $650,000 $650,000 $650,000 $7,426,674 Total Expenditures $3,363,215 $1,173,108 $650,000 $650,000 $650,000 $650,000 $650,000 $7,786,323 Operating Impacts - - - - - -
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4610 - TASMAN EAST ADMINISTRATION
Project Number: 4610 Theme / Category: Other Community
Projects
Year Initiated: 2021 Project Manager: Viet Nguyen
Planned Completion Year: Ongoing Department: Public Works Project Type: Ongoing Fund:
541 - Tasman East
Infrastructure
Improvement Fund
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Tasman East
Project Description This project, previously titled Tasman East Admin Study and Engineering Studies, provides funding for the administration of the Tasman East Specific Plan Infrastructure Impact Fees. The Nexus Study identified a list of infrastructure items at a cost of approximately $30 million to be funded by impact fees. This project manages the implementation of these improvements, funded by impact fees.

Funding Sources Developer Contributions (impact fees)
Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $237,880 $27,330 $28,150 $28,995 $29,865 $30,462 $31,071 $413,753 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Engineering $151,930 $27,330 $28,150 $28,995 $29,865 $30,462 $31,071 $327,803 Personnel $85,950 - - - - - - $85,950
Total Expenditures $237,880 $27,330 $28,150 $28,995 $29,865 $30,462 $31,071 $413,753 Operating Impacts - - - - - -
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4611 - TASMAN EAST DEVELOPER REIMBURSEMENT
Project Number: 4611 Theme / Category: Other Community
Projects
v
Year Initiated: 2021 Project Manager: Viet Nguyen
Planned Completion Year: Ongoing Department: Public Works Project Type: Ongoing Fund:
541 - Tasman East
Infrastructure
Improvement Fund
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Tasman East
Project Description This project provides developer reimbursements from the Tasman East Specific Plan Infrastructure Impact Fees. The Nexus Study identified a list of infrastructure items of approximately $30 million to be funded by impact fees. This project manages the repayment to developers for these improvements in the event they build out more than their fee requires.

Funding Sources Developer Contributions (impact fees)
Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $1,771,716 $1,423,145 $1,404,043 $1,404,043 - - - $6,002,947 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction $1,771,716 $1,423,145 - - - - - $3,194,861 Developer Costs - - $1,404,043 $1,404,043 - - - $2,808,086 Total Expenditures $1,771,716 $1,423,145 $1,404,043 $1,404,043 - - - $6,002,947 Operating Impacts - - - - - -
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Parks and Trails
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INTRODUCTION
The capital projects in the Parks and Trails theme address the City Council’s adopted goal to “enhance community sports, recreational and arts assets”. Parks provide measurably improved play value with inclusionary, environmentally sustainable, age-friendly recreation facilities and amenities for all residents. It also includes trails projects that serve a dual purpose of transportation (biking and walking) as well as recreation.

The Parks & Recreation Department previously conducted a Youth Sports Needs Assessment (Verde Design, Inc. 2014), an Aquatics Facility Needs Assessment (The Sports Management Group, 2014) and a Park & Recreation Facilities Development Impact Fee Study (Willdan, Inc. 2014, update 2019), all of which highlighted the need for expansion based on population growth projections. In addition, the Parks & Recreation Facility Condition Assessment (FCA) report (Kitchell, 2018) identified parks and recreation assets that are in need of replacement and/or renewal to meet current building and accessibility codes and the U.S. Consumer Product Safety Commission guidelines as well as address failing infrastructure. The Department introduced a draft of the Central Park Master Plan Update (Gates 2017-2019) that incorporated previous studies and public input to create a new vision of Central Park, including the Magical Bridge Playground. These reports aid the department in developing and prioritizing projects for consideration.

Parks Capital Improvement Program (CIP) projects adhere to City design criteria and incorporate community feedback through community input meetings and surveys during the design phase. The scope of work for each project is subject to the availability of funding, with priority given to facilities that support youth, seniors, and people with special needs. Other priorities may include installation of new, age-appropriate playground equipment, building modifications for accessibility compliance, access control, surfaces and walkway rehabilitation, irrigation system and landscape improvements, parking and building improvements and construction of new facilities. Projects may also include research, studies, as well as the administration of park in-lieu fees for acquisition and development of new neighborhood and community parks.

The inventory* of parks and trails includes the following:

Neighborhood Parks Neighborhood Parks
Agnew Park Larry J. Marsalli Park
Bowers Park Lick Mill Park
Bracher Park Live Oak Park
Bill Wilson Park Machado Park
City Plaza Park Mary Gomez Park & Pool
Earl R. Carmichael Park Maywood Park
Everett Souza Park & Community Garden Meadow Park (Santa Clara Square) Everett Alvarez, Jr. Park Montague Park
Fairway Glen Park Parkway Park
Fremont Park Steve Carli Park
Fuller Street Park Thamien Park
Henry Schmidt Park Warburton Park & Pool
Homeridge Park Westwood Oaks Park
Jenny Strand Park Thomas Barrett Park
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Central Park San Tomas Aquino/Saratoga Creek Trail
Community Park North (Undeveloped) Redwood Trail (Santa Clara Square) Recreational Facilities Public Open Space
Earl R. Carmichael Gymnastics Center Agnews Historic Park George F. Haines International Swim Center Civic Center Park Montague Swim Center Ulistac Natural Area
Raymond G. Gamma Dog Park Mini Parks
Reed & Grant Streets Sports Park Geof Goodfellow Sesquicentennial Park Santa Clara P.A.L. BMX Track Lawrence Station Area Parks A-H Santa Clara Youth Soccer Park Memorial Cross Park
Skate Park Rotary Park
Teen Center War Memorial Playground
Washington Park Baseball Field
*Excludes Mission City Memorial Park, Agnews Historic Cemetery, and other joint use facilities.

Funding Our Top Priorities
The projects included in the CIP were determined in accordance with both the City Council’s strategic pillars and the budget priorities. Total funding for Parks & Trails projects falls under one Strategic Pillar as shown in the chart below.

The five-year CIP Parks & Trails budget totals $10.2 million. The CIP projects were prioritized by the following criteria:

Enhance Community
Sports, Recreational
and Arts Assets,
$10.2 M, 100%
392
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Consumer Product Safety Commission guidelines and make them accessible to all ages and abilities. Most Priority B projects pertain to individual Park Master Plan projects, which provide major park improvements.

Priority C projects are associated with new residential developments in progress and the need for parks and parkland for new residents. Priority D projects are generally maintenance, rehabilitation or expansion of trails.

Project Highlights
Major projects in the Parks & Trails category are detailed below.

Park Playground Rehabilitation
Work continues on existing playground rehabilitation projects, and funding is added to support the design phase of new projects. The Westwood Oaks Park Playground Rehabilitation is expected to be completed with the park reopening in Summer 2024. The project includes a new Arrival Plaza, age-appropriate playgrounds with increased capacity, new play areas including Sand Play and Music Play, as well as new garden areas including a Demonstration Garden and a Sensory Garden. The Montague Park Enhancement project is also near completion, with the park re-opening before the end of FY 2023/24. The project consists of a new play area providing age-appropriate play structures, group picnic areas, fitness areas, a half-size basketball court, landscaping, and irrigation system. The project also renovated the existing community building to add a restroom, kitchen, and storage facility.

A number of projects are recommended for funding through the design phase. This CIP includes design funding for the Maywood Park Rehabilitation, Earl Carmichael Park Playground Rehabilitation and the Mary Gomez Park Playground Rehabilitation. The existing CIP includes design funding for the Warburton Park Rehabilitation and the Henry Schmidt Park Playground Rehabilitation. The Henry Schmidt Park Playground Rehabilitation project renovates the park with the installation of new playgrounds and amenities at the existing site, which will meet the needs of increased population/new development, a diversity of demand, and new legal requirements while maintaining the popular “Train” theme that the park is known for. Playgrounds are accessible and serve the needs of the entire community. The Schematic Design was approved by the City Council on April 9, 2024.

Priority Description
A critical need mandated,
emergency, or under
construction
B maintenance system reliability
and/or ongoing operations
C future system needs or future
regulatory requirements
D not critical, but achieve
efficiencies and/or
sustainability
$2.8
$0.5
$4.5
$-
$-
$4.0
$8.0
$12.0
$16.0
Priority A Priority B Priority C Priority D
$0.0
$5.2 $5.0
$0.0
$0.0
$1.0
$2.0
$3.0
$4.0
$5.0
$6.0
Priority A Priority B Priority C Priority D Millions
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 Elements of Play: includes swinging, climbing, brachiating, spinning, sliding, balancing, sensory and free play;
 Play Value of the design: how many persons served, how often and for how long equipment is used;  Inclusive Play: thoughtful application of universal design principles that includes provision of diverse activities that address the physical, social-emotional, sensory, cognitive, and communicative needs of all children, including those with disabilities;
 Youth Physical Activity: intentionally promote physical activity through active play and encourage the developmental progression of skills through healthy movement; and  Nature Play: design the play environment with the living landscape to promote higher levels of physical activity, increase play value, and enhance environmental sustainability.

The City works with landscape/building architects to design new play spaces, incorporating community input through the Parks and Recreation Commission.

New Entrance Access and Parking Improvements at Central Park Phase I of this project includes installation of the new entrance and related accessibility, landscaping, and safety improvements that will enhance safe access/egress for pedestrians, bicyclists and vehicles to the park from Kiely Boulevard at Kaiser (currently a signalized intersection). Improvements that provide accessible ADA pick-up and drop-off zones, as well as parking spaces will support a diversity of special needs and will address service needs of the entire community. Phase II of the project includes resurfacing and repair of the Pavilion parking lot at the southwestern corner of Central Park and pathways, as well as other improvements to meet ADA requirements.

The Pavilion parking lot is a major entry point; however, the parking lot surface and connecting paths are deteriorating. The project is currently in design and anticipated to be completed by the end of FY 2023/24.

Construction of the project is anticipated to begin in FY 2024/25.

Future Projects Funded by Quimby Act/Mitigation Fee Act Revenues The Parks & Recreation Department budgets projects based on the actual Quimby and Mitigation Fee Act (MFA) revenues received. This ensures funding is available to support the budgeted projects. Because there are no revenue projections for these fees incorporated into the CIP, there are limited projects in the CIP. For planning purposes, the Parks & Recreation Department developed the following Quimby/MFA funding strategies and project priorities that will be used to allocate these funds to projects as the revenues are received:

Funding Strategies

1. Completion of Projects Started
a. Example: Inflation may impact construction budget of projects that have not been awarded bid

3. Community Wide Service Area Facilities (Serves the greatest number of residents) a. Example: Community Park North, Senior Center, Central Park Master Plan Projects 394
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4. Park in Lieu Fee Program
a. Example: Project Application Review, Facility Condition Assessment, Land Value Appraisals, Studies and FF&E for Developer Delivered Parks
Project Priorities
The Department has prioritized the following CIP projects to fund as park in-lieu fees are received:

1. Planning and Construction of Temporary and/or Permanent ISC Replacement Facility (included in the Community
Facilities section) – This project includes planning and design of a new Aquatic Center in Central Park, taking into consideration the results of the facility condition assessment for the failing ISC. Upon completion, the facility condition assessment would provide design options to replace the
facility, cost estimation and potential closure timeline. This project also includes planning for the first phase of the project, including: community outreach; a master plan
preparation; and development of specific plans,
specifications, and cost estimate (PS&E) for a preferred schematic design. The design portion of the project is
currently funded in this budget cycle, but construction of the project is largely unfunded and will require additional funding for completion.

2. Henry Schmidt Park Playground Rehabilitation – The
project consists of the development of a park master plan, design development to rehabilitate the existing playground.

The design portion of the project is currently funded in this budget cycle, but construction of the project is currently unfunded and will require additional funding for completion.

3. Warburton Park Playground Rehabilitation – This project will renovate the Warburton Park playground to meet
accessibility standards, consumer product safety guidelines and measurably improved recreational play value. The
design portion of the project is currently funded in this budget cycle, but construction of the project is currently unfunded and will require additional funding for completion.

4. Earl Carmichael Park Playground Rehabilitation – This project would renovate the playground to meet accessibility standards, consumer product safety guidelines and
measurably improved recreational play value. The design portion of the project is currently funded in this budget cycle, but construction of the project is currently unfunded and will require additional funding for completion.

5. Mary Gomez Park Playground Rehabilitation – This project includes the installation of new playgrounds and amenities which will meet the needs of increased population/new
development, a diversity of demand and new legal
Earl Carmichael Playground
Mary Gomez Playground
International Swim Center
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6. Parkland Acquisition – This project allocates 25% of park in-lieu fees for future land purchase.

To see full detailed descriptions of these projects, please see the Unfunded Projects – Parks & Trails list later in this section and the Unfunded Projects – Community Facilities list under the Community Facilities section.

Major Accomplishments
 Magical Bridge Playground: The City of Santa Clara and community celebrated the groundbreaking of the Magical Bridge Playground at Central Park in May of 2023. Since that time, construction has progressed and the park is slated to open to the public in the summer of 2024. The playground features innovative and allinclusive play areas that encourage playground visitors to explore and experience the different sections of play activities. The Magical Bridge Playground was made possible by a partnership with the Magical Bridge Foundation, grants, donations, developer contributions and General Fund - Capital Project Reserves.  Montague Park Rehabilitation Project (2023): The Montague Park Rehabilitation project consists of a new play area providing age-appropriate play structures for ages 2-5 and 6-12, group picnic areas, fitness areas, a half-size basketball court, walkways and hardscape areas, preservation of existing meadows and trees, site furnishings, landscaping, and irrigation system. The project also renovated the existing community building to add a restroom, kitchen, and storage facility.

Financing Sources
General Fund (Capital Projects Reserve)
The General Fund Capital Projects Reserve is used to support the City’s general capital projects.

Park in Lieu Fees (Quimby and MFA)
In July 2014, the City Council adopted Ordinance No.1928, which added Chapter 17.35 “Park and Recreational Land” to the Santa Clara City Code to require new residential developments after September 13, 2014 to provide Magical Bridge Playground Montague Park Rehabilitation
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Developer Contributions
These contributions are paid as part of the process of granting planning permission where additional infrastructure is required or to mitigate negative impacts.

Operating Budget Impacts
Operating budget adjustments may be required for some rehabilitation and Park Masterplan projects. The cost of operating new or expanded facilities or infrastructure is included in the operating budget in the fiscal year the asset becomes operational. The table below summarizes operating and maintenance costs in the Parks & Trails Program for the next five fiscal years, which include the Magical Bridge Playground and Fairway Glen Restroom projects. These projects require additional operating budget to maintain the renovated, newly configured and expanded playground area and restroom facilities, as shown below:

Summary of Operating Impact
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
FY
2028/29
Total
Five-Year
Salary and Wages - As Needed 18,839 19,217 19,601 19,993 20,393 98,043 Salary and Wages - Overtime 12,953 13,212 13,476 13,746 14,021 67,408 Operating Supplies 858 876 893 911 929 4,467
Utilities 550 561 572 583 595 2,861
Total 33,200 33,866 34,542 35,233 35,938 172,779
Unfunded Needs
For the Parks & Trails Program, identified CIP needs total $127.8 million over the next five years. Of this amount, $10.2 million is funded, leaving $117.6 million of unfunded needs. This funding request does not include all the project needs identified in the Facility Condition Assessment (Kitchell 2018). 397
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Funded,
$10.2 M, 8.0%
Unfunded,
$117.6 M, 92.0%
Parks & Trails
Total Funding Needs = $127.8 M
$1.5 M $2.5 M $4.3 M $3.0 M
$103.4 M
$2.9 M
$0.0
$20.0
$40.0
$60.0
$80.0
$100.0
Park
Improvements
Mary Gomez Park
Playground
Rehabilitation
Henry Schmit Park
Playground
Warburton Park
Playground
Rehabilitation
Aged
Infrastructure at
Critical/Poor Parks
Earl Carmichael
Park Playground
Rehabilitatoin $ in Millions
Unfunded
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Additional projects and project phasing will be brought forward as funding becomes available. Although $117.6 million was identified as unfunded in this CIP, the unmet/deferred infrastructure need is greater based on the Facility Needs Assessment (Kitchell, 2018) which states the following:
 The funds required to repair or replace, not improve or expand, assets were estimated to be $103.4 million. o This does not include an estimated 5% annual escalation. o This does not include improvements to assets; it is replacing like with like. o This does not include the need to expand capacity and parkland in line with population increases.  The average age of park infrastructure was 45 years (the oldest being 116 years and the newest 2 years).  Of the 28 City playgrounds, 18 (64%) were between 18 and 64 years old.  The report indicated that 13% of park sites were in critical condition, 34% poor condition, 17% fair condition and 36% good condition.
 The report indicated that 7% of buildings, including the International Swim Center, were in critical condition, 20% poor condition, 20% fair condition and 53% good condition.  Operating facilities beyond their intended life expectancy is not recommended and does not meet expanded community needs.
 Due to the condition of our aged infrastructure, failure to renew and replace assets on the required schedule may result in total system failure and cause facilities to be taken out of service.  Delaying projects can increase cost by up to 50% in a 20-year period. o Unfunded Trails projects involve additional funding for the maintenance of the trails particularly for the Annual Creek Trail Rehabilitation Program, which is only funded for the first two years of the CIP. If timely repairs are not performed, future repair costs may be higher, and City’s liability may increase. $0.9 M
$0.5 M $0.4 M
$1.5 M
$2.9 M
$2.5 M
$0.0
$0.5
$1.0
$1.5
$2.0
$2.5
$3.0
$3.5
$4.0
Park Improvements Earl Carmichael Park Playground
Rehabilitation
Mary Gomez Park Playground
Rehabilitation $ in millions
Funded Unfunded
399
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FUNDED PROJECTS BUDGETED COST SUMMARY
Parks and Trails Project 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Five-Year CIP Total
3001 - Park Improvements $137,598 $470,000 $479,400 - - - $949,400 3127 - Parkland Acquisition $9,976,073 - - - - - - 3128 - MFA Developer Reimbursement $210,572 - - - - - - 3130 - Maywood Park
Playground Rehabilitation $2,256,622 $80,760 $257,733 - - - $338,493 3131 - Earl Carmichael Park
Playground Rehabilitation - - $507,705 - - - $507,705
3132 - Community Park North -
Phase I - - $500,000 $4,500,000 - - $5,000,000
3133 - Central Park Access &
Parking Improvements $2,346,313 $3,000,000 - - - - $3,000,000 3136 - Westwood Oaks Park
Playground Rehabilitation $3,317,977 - - - - - - 3137 - Warburton Park Playground Rehabilitation $1,257,199 - - - - - - 3146 - Mission Library Gazebo $24,223 - - - - - - 3177 - Youth Soccer Fields & Athletic Facilities- Reed &
Grant Street
$1,160,355 - - - - - - 3181 - Park Impact Fees
(Quimby and MFA) Monitoring
Project
$1,139,664 - - - - - - 3183 - Central Park Magical
Bridge Playground $8,737,819 - - - - - - 3184 - Montague Park Enhancement $1,827,530 - - - - - - 3186 - Fairway Glen Park Restroom $548,946 - - - - - - 3190 - Mary Gomez Park
Playground Rehabilitation - - $414,000 - - - $414,000
3194 - FF&E Developer
Delivered Parkland LSAP $103,561 - - - - - - 3195 - Henry Schmidt Park Playground Rehabilitation $235,000 - - - - - -
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FUNDED PROJECTS BUDGETED COST SUMMARY
Parks and Trails Project 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Five-Year CIP Total
3198 - Quimby Developer
Reimbursement $1,437,181 - - - - - - Total Parks and Trails Projects $34,716,633 $3,550,760 $2,158,838 $4,500,000 - - $10,209,598 401
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3001 - PARK IMPROVEMENTS
Project Number: 3001 Theme / Category: Parks and Trails Year Initiated: 2013 Project Manager: Dale Seale
Planned Completion Year: Ongoing Department: Parks & Recreation Project Type: Ongoing Fund: 532 - Parks and
Recreation
Strategic Pillar 03 - Enhance Community Sports, Recreational and Arts Assets
Location Various facilities throughout the park system
Project Description This project funds the refurbishment, reconstruction or repair of park sports courts, pathways, parking lots, signs, picnic areas, irrigation systems, restrooms, windows and building exteriors, sports turf, lighting, HVAC, electrical systems, roofs, security systems and related facilities. Projects are identified during park master planning or as replacement needs arise. Projects move forward as funding becomes available.

This is an ongoing project used for smaller scale projects and renewal or replacement of park assets and amenities. Most projects do not qualify for use of Park in-Lieu fees and require funding from the General Fund - Capital Project Reserve.

Funding Sources General Fund – Capital Project Reserve

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $2,847,733 $137,598 $470,000 $479,400 - - - $3,934,731 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction $2,624,831 $96,681 $437,100 $445,842 - - - $3,604,454 Contingencies/Misc $368 - - - - - - $368
Engineering $147,435 $40,917 $32,900 $33,558 - - - $254,810 Equipment $38,235 - - - - - - $38,235
Personnel $20,490 - - - - - - $20,490
Srvc From Other FundsAlloc OH $16,374 - - - - - - $16,374 Total Expenditures $2,847,733 $137,598 $470,000 $479,400 - - - $3,934,731 Operating Impacts - - - - - -
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3130 - MAYWOOD PARK PLAYGROUND REHABILITATION
Project Number: 3130 Theme / Category: Parks and Trails Year Initiated: 2019 Project Manager: Falguni Amin
Planned Completion Year: FY 2026/27 Department: Parks & Recreation Project Type: Distinct Fund: 532 - Parks and
Recreation
Strategic Pillar 03 - Enhance Community Sports, Recreational and Arts Assets
Location Maywood Park
Project Description The Maywood Park playground is proposed to be rehabilitated to meet consumer product safety guidelines, measurably improve recreational play value, and increase playground capacity. The design phase of this project is anticipated to begin FY 2024/25, with community outreach and schematic design following within the same timeframe.

The City Council adopted a goal to “enhance community sports and recreational assets.” Since then, the City of Santa Clara has committed to providing measurable play value in inclusionary, environmentally sustainable, age-friendly Parks & Recreation facilities for all residents. In the City’s 2018 Facility Condition Assessment Report (Kitchell), Maywood Park Playground was identified as “Critical” and recommended for immediate replacement.

Funding Sources Park In-Lieu fees and Grants

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources - $2,256,622 $80,760 $257,733 - - - $2,595,115 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction - $1,718,222 - $257,733 - - - $1,975,955
Engineering - $538,400 $80,760 - - - - $619,160
Total Expenditures - $2,256,622 $80,760 $257,733 - - - $2,595,115 Operating Impacts - - - - - -
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3131 - EARL CARMICHAEL PARK PLAYGROUND REHABILITATION
Project Number: 3131 Theme / Category: Parks and Trails Year Initiated: 2019 Project Manager: Falguni Amin
Planned Completion Year: FY 2026/27 Department: Parks & Recreation Project Type: Distinct Fund: 532 - Parks and
Recreation
Strategic Pillar 03 - Enhance Community Sports, Recreational and Arts Assets
Location Earl Carmichael Park
Project Description In September 2013, the City Council adopted a goal to “Enhance Community Sports, Recreational and Arts Assets.” Since then, the City of Santa Clara has committed to providing measurable play value in inclusionary, environmentally sustainable, age-friendly Parks & Recreation facilities for all residents. In the City’s 2018 Facility Condition Assessment Report (Kitchell), Earl Carmichael Park Playground was identified as “Critical” and recommended for immediate replacement. The Parks & Recreation Commission has prioritized this playground for replacement.

The City plans to renovate the Earl Carmichael Park, with priority focus on the playground to meet accessibility standards, consumer product safety guidelines, measurably improved recreational play value, increase capacity, and development of a master plan for the park. Design phase of the project is being funded from the Mitigation Fee Act (MFA) funds. The construction phase is currently unfunded and will require additional funding estimated at $2.9 million.

Funding Sources Mitigation Fee Act (MFA) funds

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources - - - $507,705 - - - $507,705
Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Engineering - - - $507,705 - - - $507,705
Total Expenditures - - - $507,705 - - - $507,705
Operating Impacts - - - - - -
404
t, ...... ~, City of
:,;..__,,, · Santa Clara
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Project Number: 3132 Theme / Category: Parks and Trails Year Initiated: 2019 Project Manager: Dale Seale
Planned Completion Year: FY 2026/27 Department: Parks & Recreation Project Type: Distinct Fund: 532 - Parks and
Recreation
Strategic Pillar 03 - Enhance Community Sports, Recreational and Arts Assets
Location Undeveloped Related Properties
Project Description Per the Developer agreement, the City received a 34.9-acre parcel, formerly part of the City's golf course, to develop Santa Clara’s second community park. Phase I of the project includes community outreach, schematic design and design development, and program planning. Phase l improvements will be identified after the community outreach process and may include restrooms, a perimeter pathway, a multi-purpose sports field (baseball, cricket, lacrosse, other), a perimeter pathway connected to picnic areas, and other amenities.

Timing on this project is linked to the Related Santa Clara project schedule.

Funding Sources Developer Contributions
Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources - - - $500,000 $4,500,000 - - $5,000,000
Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction - - - - $4,500,000 - - $4,500,000
Engineering - - - $500,000 - - - $500,000
Total Expenditures - - - $500,000 $4,500,000 - - $5,000,000 Operating Impacts - - - - - -
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3133 - CENTRAL PARK ACCESS & PARKING IMPROVEMENTS
Project Number: 3133 Theme / Category: Parks and Trails Year Initiated: 2019 Project Manager: Huy Nguyen
Planned Completion Year: FY 2026/27 Department: Parks & Recreation Project Type: Distinct Fund: 532 - Parks and
Recreation
Strategic Pillar 03 - Enhance Community Sports, Recreational and Arts Assets
Location Central Park
Project Description In September 2013, the City Council adopted a goal to “enhance community sports and recreational assets.” Since then, the City of Santa Clara has committed to providing measurable play value in inclusionary, environmentally sustainable, age-friendly Parks & Recreation facilities for all residents.

In 2018, the City’s Facility Condition Assessment Report (Kitchell), identified the Central Park Community Recreation Center (CRC) parking lot as needing replacement. In 2019, the City was awarded a County of Santa Clara All Inclusive Playground Grant to partially fund this project. The Central Park Master Plan proposes a new, safe, and accessible entrance to Central Park near the Magical Bridge Playground and the Veteran's Memorial at the corner of Kaiser Dr. and Kiely Blvd. When completed, there will be 26 new parking spaces, new landscaping and accessible pathways to the park and its amenities (CRC, Veteran's Memorial, Playground).

The Pavilion parking lot at the southwestern corner of the park is a major entry point and the parking lot surface and connecting pedestrian paths are deteriorating. Resurfacing and repair of the lot and pathways, as well as other improvements to meet ADA requirements, are proposed as Phase II of the project. Prior to FY 2024/25, this project was titled "Central Park Master Plan - New Entrance, Access, and Parking Improvements
Funding Sources Mitigation Fee Act funds

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $172,137 $2,346,313 $3,000,000 - - - - $5,518,450 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction - $1,454,436 $2,775,749 - - - - $4,230,185 Contingencies/Misc $610 $37,074 $132,882 - - - - $170,566 Engineering $171,527 $854,803 $91,369 - - - - $1,117,699 Total Expenditures $172,137 $2,346,313 $3,000,000 - - - - $5,518,450 Operating Impacts - - - - - -
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3190 - MARY GOMEZ PARK PLAYGROUND REHABILITATION
Project Number: 3190 Theme / Category: Parks and Trails Year Initiated: 2019 Project Manager: Falguni Amin
Planned Completion Year: FY 2027/28 Department: Parks & Recreation Project Type: Distinct Fund: 532 - Parks and
Recreation
Strategic Pillar 03 - Enhance Community Sports, Recreational and Arts Assets
Location Mary Gomez Park
Project Description In September 2013, the City Council adopted a goal to “enhance community sports and recreational assets.” Since then, the City of Santa Clara has committed to providing measurable play value in inclusionary, environmentally sustainable, age-friendly Parks & Recreation facilities for all residents. In the City’s 2018 Facility Condition Assessment Report (Kitchell), Mary Gomez Park Playground was identified as “Critical” and recommended for immediate replacement. The Parks & Recreation Commission has prioritized this playground for replacement.

The City will be renovating the Mary Gomez Park playground to meet accessibility standards and consumer product safety guidelines, measurably improve recreational play value, and expand use. Installation of new playgrounds and amenities will meet the needs of increased population/new development, a diversity of demand and new legal requirements. Playgrounds are accessible and serve the needs of the entire community. Funding for Phase I (Design) of this Capital Improvement Project is allocated from new residential development impact fees (Quimby Act; Mitigation Fee Act).

The construction phase of this project is currently unfunded and will require additional funding of $2,530,000.

Funding Sources Mitigation Fee Act funds
Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources - - - $414,000 - - - $414,000
Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Contingencies/Misc - - - $54,000 - - - $54,000
Engineering - - - $360,000 - - - $360,000
Total Expenditures - - - $414,000 - - - $414,000
Operating Impacts - - - - - -
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This is an ongoing project; funds are used for smaller scale projects and renewal or replacement of park assets and amenities. Most projects will not qualify for use of Park in-Lieu fees and will require funding from General Fund - Capital Project Reserves. The project is currently funded in FY 2024/25 and FY 2025/26 from the General Fund – Capital Project Reserve but is unfunded for FY 2026/27 through FY 2028/29. 3131 - Earl Carmichael Park Playground Rehabilitation
FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total - - $2,891,845 - - $2,891,845 In September 2013, the City Council adopted a goal to “Enhance Community Sports, Recreational and Arts Assets.” Since then, the City of Santa Clara has committed to providing measurable play value in inclusionary, environmentally sustainable, age-friendly Parks & Recreation facilities for all residents. In the City’s 2018 Facility Condition Assessment Report (Kitchell), Earl Carmichael Park Playground was identified as “Critical” and recommended for immediate replacement. The Parks & Recreation Commission has prioritized this playground for replacement.

The City plans to renovate the Earl Carmichael Park, with priority focus on the playground in order to meet accessibility standards, consumer product safety guidelines, measurably improved recreational play value, increase capacity, and development of a master plan for the park. Phase I (Design) funding for this project is allocated from Mitigation Fee Act revenues. The project is funded for Phase l in FY 2025/26; however, additional funding will need to be identified for the construction phase of the project anticipated in FY 2026/27. 408
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Funding for this project is allocated from new residential development impact fees.

In September 2013, the City Council adopted a goal to “Enhance Community Sports, Recreational and Arts Assets.” Since then, the City of Santa Clara has committed to providing measurable play value in inclusionary, environmentally sustainable, age-friendly Parks & Recreation facilities for all residents. In the City’s 2017 Facility Condition Assessment Report (Kitchell), Warburton Park Playground was identified as “Critical” and recommended for immediate replacement. The Parks & Recreation Commission has prioritized this playground for replacement.

The project is currently in Phase I design (Schematic Design). Detail design was funded in FY 2023/24 and is anticipated to begin in FY 2024/25. Additional funding will need to be identified for the construction phase of the project, projected to be ready to begin in FY 2025/26.
3190 - Mary Gomez Park Playground Rehabilitation
FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total - - $2,530,000 - - $2,530,000 In September 2013, the City Council adopted a goal to “enhance community sports and recreational assets.” Since then, the City of Santa Clara has committed to providing measurable play value in inclusionary, environmentally sustainable, age-friendly Parks & Recreation facilities for all residents. In the City’s 2018 Facility Condition Assessment Report (Kitchell), Mary Gomez Park Playground was identified as “Critical” and recommended for immediate replacement. The Parks & Recreation Commission has prioritized this playground for replacement.

The Design phase of this project is funded in the amount of $414,000 in FY 2025/26 from Park-In-Lieu fees (Mitigation Fee Act; Quimby Act). Additional funding of approximately $2,530,000 will need to be identified for the construction phase of the project, anticipated in FY 2026/27.
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UNFUNDED PROJECTS PARKS AND TRAILS
3195 - Henry Schmidt Park Playground Rehabilitation
FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total - $4,325,000 - - - $4,325,000 The City of Santa Clara has committed to providing measurable play value in inclusionary, environmentally sustainable, age-friendly Parks & Recreation facilities for all residents. In the City’s 2018 Facility Condition Assessment Report (Kitchell), Henry Schmidt was identified as “Poor” and recommended for immediate replacement. Since the report, some equipment has failed and required removal.

The Henry Schmidt Park Playground Rehabilitation project renovates the park with the installation of new playgrounds and amenities at the existing site, which will meet the needs of increased population/new development, a diversity of demand, and new legal requirements while maintaining the popular “Train” theme that the park is known for. The Henry Schmidt Park Playground Rehabilitation Project will be completed in two phases. The first phase consists of completing a master plan of the park based on community need and input. The second phase consists of detail design and construction of the project to rehabilitate existing playground to meet accessibility standards, consumer product safety guidelines, measurably improvement recreational play value, and the needs of increased population/new development.

The Schematic Design (Phase I design), which was funded by Mitigation Fee Act fees, was approved by the City Council on April 9, 2024, and funding was added at that time to complete the design work. Additional funding will need to be identified for the construction phase of the project, anticipated to begin in FY 2025/26.

TEMP14 - Aged Infrastructure at Critical/Poor Parks
FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total $85,037,402 $4,251,870 $4,464,464 $4,687,687 $4,922,071 $103,363,494 In September 2013, the City Council adopted a goal to “enhance community sports and recreational assets.” Since then, the City of Santa Clara has committed to providing measurable play value in inclusionary, environmentally sustainable, age-friendly Parks & Recreation facilities for all residents.

The City’s 2018 Facility Condition Assessment Report (Kitchell) analyzed all park sites and buildings and established a 20-year like for like renewal/replacement schedule (no expansion). This project addresses the years 2025 to 2029 and takes into consideration projects that have already been completed.

Some of the more critical projects have been addressed, but deficiencies remain in 26 of the 42 parks assessed. This funding will be used to continue work on the most critical projects that remain.

Five-Year CIP Total Unfunded Need: $117,606,939
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Sewer Utility
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INTRODUCTION
The capital projects within the Sewer Utility category all aim to deliver high quality sewer collection and conveyance services for residential and commercial customers in Santa Clara. The City’s collection system collects and conveys wastewater to the jointly owned San José-Santa Clara Regional Wastewater Facility.

Additionally, this program funds the implementation of the Council approved Sanitary Sewer Management Plan to protect public health and the environment.

Sewer Utility Program Infrastructure
Sanitary Sewer Lift/Pump Stations 7
Miles of Sanitary Sewer System 288
Lateral Connections (approximate) 26,000
Discharge into Collection System 13-14 million gallons
Funding Our Top Priorities
The projects included in the CIP were determined in accordance with both the City Council’s strategic pillars and the budget priorities. As a joint owner of the Regional Wastewater Facility (RWF), the City of Santa Clara coordinates with the City of San José to determine the funding required for this ongoing project. Additionally, program priorities are guided by the Sanitary Sewer Master Plan, which is updated periodically. This plan identifies any deficiencies in the sewer infrastructure that need to be addressed to ensure reliability. Projects in the Sewer Utility program fall under one strategic pillar as shown in the chart below.

The five-year CIP Sewer Utility budget totals $132.6 million. The CIP projects were prioritized by the following criteria:

Deliver and
Enhance High
Quality
Efficient
Services and
Infrastructure,
$132.6 M,
100%
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A critical need mandated,
emergency, or under
construction
B maintenance system
reliability and/or ongoing
operations
C future system needs or
future regulatory
requirements
D not critical, but achieve
efficiencies and/or
sustainability
Project Highlights
Major projects in the Sewer Utility program are detailed below.

San José-Santa Clara Regional Wastewater Facility
This project funds the City of Santa Clara’s share of the 30-year CIP at the San José-Santa Clara Regional Wastewater Facility (RWF). The City co-owns the RWF jointly with the City of San José. Santa Clara has input on the CIP expenditures and budget through staff level collaboration with San José and Council involvement with the Treatment Plant Advisory
Committee (TPAC).

Sanitary Sewer Condition Assessment
This project funds the ongoing assessment of the City’s sanitary sewer system via CCTV inspections. The assessment of the system is on a four-year cycle, and deficiencies are rated based on accepted industry ratings systems, namely the National
Association of Sewer Service Companies (NASSCO) system. The most serious deficiencies are prioritized each year and are repaired under Sewer System Improvement CIP project.

Sanitary Sewer System Improvements
This project addresses high priority deficiencies identified through the condition assessments. In the first year of this CIP, this project funds the construction costs for lining a large sewer main under the Union Pacific Railroad $1.4
$101.2
$30.0
$0.0
$0.0
$20.0
$40.0
$60.0
$80.0
$100.0
$120.0
Priority A Priority B Priority C Priority D Millions
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Sanitary Sewer Capacity Improvements
This project funds the design and construction of sanitary sewer infrastructure based on capacity deficiencies that were identified in the 2016 Sanitary Sewer Master Plan Update. This project is intended to provide sanitary sewer system conveyance capacity and reliable infrastructure to meet current capacity needs and any future increased capacity needs caused by development, the deterioration of existing infrastructure, or any other factors. The need for capacity upgrades continues to be analyzed and will continue to be identified based on changing field conditions, updated hydraulic modeling, or additional study.

Major Accomplishments
 Completed debt issuance of $35 million in Certificates of Participation (COPs) to fund Regional Wastewater Facility improvements.
 Completed 167,000 linear feet of CCTV inspection of sewer infrastructure and over 507,000 linear feet of flushing/jetting.
 Department of Public Works completed construction of repairs to approximately 12,000 linear feet of sanitary sewer main.
 Department of Public Works continued work for the Sanitary Sewer Masterplan Update that started in FY 2022/23 and is anticipated to be completed in FY 2024/25.  Active participation in TPAC including review, coordination, and oversight of capital projects at coowned RWF.

Financing Sources
Customer Service Charges
The Sewer Utility program is funded through transfers from the Sewer Utility Fund. This utility generates revenue primarily through customer service charges from both residences and businesses.

Debt Issuance
The San José-Santa Clara RWF project has significant costs. In accordance with costs estimates provided to the City by the City of San José, the Water and Sewer Utilities Department entered into an Installment Sale Agreement for $50.0 million in June 2020. The Department drew down $20.0 million prior to the close of FY 2019/20. In October 2023, $35.0 million of Wastewater Revenue Certificates of Participation were issued to repay that drawdown and provide an extra $15.0 million to fund RWF projects. Staff will continue to analyze the need for more drawdowns to fund the RWF project as budgets are adjusted annually by the City of San José.

Operating Budget Impacts
There are no additional operating budget impacts associated with the funded projects.

Unfunded Needs
Through this five-year CIP, all capital needs in the Sewer Utility program are fully funded. 415
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FUNDED PROJECTS BUDGETED COST SUMMARY
Sewer Utility Project 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Five-Year CIP Total
1908 - S.J.-S.C. Regional
Wastewater Facility $12,416,453 $9,319,696 $13,962,046 $6,316,255 $38,995,994 $17,462,305 $86,056,296 1909 - Sanitary Sewer Capacity
Improvements $22,898,925 $6,000,000 $6,000,000 $6,000,000 $6,000,000 $6,000,000 $30,000,000 1911 - Sanitary Sewer System
Condition Assessment $1,902,156 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $5,000,000 1912 - Sanitary Sewer System
Improvements $2,860,016 $3,100,000 $1,100,000 $2,000,000 $2,000,000 $2,000,000 $10,200,000 1916 - Walsh Avenue @ San
Tomas Aquino Creek Sanitary
Sewer Siphon Relocation
$750,000 - - - - - - 1919 - Sanitary Sewer Hydraulic
Modeling As Needed Support $1,421,755 $150,776 $154,586 $458,194 $461,786 $165,687 $1,391,029 1920 - Sanitary Sewer Master
Plan Update $660,302 - - - - - - Total Sewer Utility Projects $42,909,607 $19,570,472 $22,216,632 $15,774,449 $48,457,780 $26,627,992 $132,647,325

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1908 - S.J.-S.C. REGIONAL WASTEWATER FACILITY
Project Number: 1908 Theme / Category: Sewer Utility
Year Initiated: 2008 Project Manager: Shilpa Mehta
Planned Completion Year: FY 2042/43 Department: Water and Sewer Utility Dept
Project Type: Distinct Fund: 594 - Sewer Utility
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Los Esteros Road, San Jose
Project Description The Regional Wastewater Facility (RWF) is jointly owned by the City of San José and the City of Santa Clara (City). This project funds the City of Santa Clara’s portion of the RWF infrastructure rebuild. This project is based on the 2013 Plant Master Plan that had an anticipated 30-year rebuilding period. The next five years of this CIP, approximately $86.1 million is scheduled. This five-year estimate reflects the latest information provided by the City of San José. With guidance from City Council and the Treatment Plant Advisory Committee, City staff works closely with City of San José staff on the RWF capital expenditures. This project is partially funded by a $35 million debt issuance approved by City Council in 2023.

Funding Sources Sewer Customer Service Charges; Debt Issuance

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $216,062,643 $12,416,453 $9,319,696 $13,962,046 $6,316,255 $38,995,994 $17,462,305 $314,535,392 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction $187,229,189 $12,416,453 $9,319,696 $13,962,046 $6,316,255 $38,995,994 $17,462,305 $285,701,938 Transfers Out $28,833,454 - - - - - - $28,833,454
Total Expenditures $216,062,643 $12,416,453 $9,319,696 $13,962,046 $6,316,255 $38,995,994 $17,462,305 $314,535,392 Operating Impacts - - - - - -
417
City of
Santa Clara
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1909 - SANITARY SEWER CAPACITY IMPROVEMENTS
Project Number: 1909 Theme / Category: Sewer Utility
Year Initiated: 2008 Project Manager: Brandon Coco
Planned Completion Year: Ongoing Department: Public Works Project Type: Ongoing Fund: 594 - Sewer Utility
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Citywide
Project Description This ongoing project funds the study, design, and construction of sanitary sewer infrastructure improvements to address capacity deficiencies identified in the latest Sanitary Sewer Master Plan as well as improvements to meet increased capacity needs to support Santa Clara customers.

Funding Sources Sewer Conveyance Fees

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $6,600,684 $22,898,925 $6,000,000 $6,000,000 $6,000,000 $6,000,000 $6,000,000 $59,499,609 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction $4,652,161 - $3,870,968 $3,870,968 $3,870,968 $3,870,968 $3,870,968 $24,007,001 Contingencies/Misc $3,677 - $1,161,290 $1,161,290 $1,161,290 $1,161,290 $1,161,290 $5,810,127 Engineering $743,582 $22,764,765 $598,082 $588,739 $579,893 $571,087 $561,525 $26,407,673 Engineering Mgt Svcs $351,435 $134,160 $369,660 $379,003 $387,849 $396,655 $406,217 $2,424,979 Transfers Out $50,421 - - - - - - $50,421
Personnel $526,434 - - - - - - $526,434
Srvc From Other FundsAlloc OH $272,974 - - - - - - $272,974 Total Expenditures $6,600,684 $22,898,925 $6,000,000 $6,000,000 $6,000,000 $6,000,000 $6,000,000 $59,499,609 Operating Impacts - - - - - -
418
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1911 - SANITARY SEWER SYSTEM CONDITION ASSESSMENT
Project Number: 1911 Theme / Category: Sewer Utility
Year Initiated: 2009 Project Manager: Lawrence Tam
Planned Completion Year: Ongoing Department: Water and Sewer Utility Dept
Project Type: Ongoing Fund: 594 - Sewer Utility
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Citywide
Project Description This project funds the condition assessment of selected portions of the sanitary sewer system. The assessment involves the cataloguing of defects and the prioritization of repairs and replacements. In 2022, staff, along with contractors, completed an assessment of the entire sanitary sewer system as part of an agreement with RiverWatch. The assessment of the entire system is beginning again, including priority projects that include, but are not limited to, the assessment of siphons and force mains. Ongoing targeted assessments will continue for the remainder of the five-year CIP planning horizon. The funding in this project is associated with on-call agreements for assessment work that was approved by the City Council on March 19, 2024.

Funding Sources Sewer customer service charges
Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $4,952,522 $1,902,156 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $11,854,678 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction $2,252,078 $1,702,156 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $8,954,234 Contingencies/Misc - $200,000 - - - - - $200,000
Engineering $2,624,942 - - - - - - $2,624,942
Personnel $75,502 - - - - - - $75,502
Total Expenditures $4,952,522 $1,902,156 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $11,854,678 Operating Impacts - - - - - -
419
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1912 - SANITARY SEWER SYSTEM IMPROVEMENTS
Project Number: 1912 Theme / Category: Sewer Utility
Year Initiated: 2012 Project Manager: Shilpa Mehta
Planned Completion Year: Ongoing Department: Water and Sewer Utility Dept
Project Type: Ongoing Fund: 594 - Sewer Utility
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Citywide
Project Description In the first year of this five-year CIP, this project funds the construction costs for lining a large sewer main under the Union Pacific Railroad (UPRR) tracks (known as the Agnew Siding project), as well as costs for adjustments of sewer facilities in the public right of way required for public works projects. The costs of sewer facility adjustments for Public Works projects are assumed to be annual costs in this plan. In the third year of this budget, design work will begin on the next phase of repairs to the sanitary sewer system identified by the inspections performed by the Sanitary Sewer System Condition Assessment Project (1911). The main focus of this project is to address the highest priority deficiencies identified through the condition assessments.

Under this project, the overall system condition and identification of repairs needed are managed by the Water & Sewer Utilities Department, and repairs identified to be completed under public works construction contracts are referred to the Department of Public Works for design and construction implementation.

Funding Sources Sanitary Sewer Rate Revenue
Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $9,307,668 $2,873,216 $3,100,000 $1,100,000 $2,000,000 $2,000,000 $2,000,000 $22,380,884 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction $6,502,385 $84 $3,100,000 $1,100,000 $2,000,000 $2,000,000 $2,000,000 $16,702,469 Contingencies/Misc ($94,053) $142,630 - - - - - $48,577 Engineering $1,176,588 $2,717,302 - - - - - $3,893,890
Engineering Mgt Svcs $170,334 - - - - - - $170,334
Equipment $65,920 - - - - - - $65,920
Personnel $309,517 - - - - - - $309,517
Srvc From Other FundsAlloc OH $173,760 - - - - - - $173,760 Transfers Out $1,003,217 $13,200 - - - - - $1,016,417
Total Expenditures $9,307,668 $2,873,216 $3,100,000 $1,100,000 $2,000,000 $2,000,000 $2,000,000 $22,380,884 Operating Impacts - - - - - -
420
t, ...... ~, City of
:,;..__,,, · Santa Clara
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1919 - SANITARY SEWER HYDRAULIC MODELING AS NEEDED

SUPPORT

Project Number: 1919 Theme / Category: Sewer Utility
Year Initiated: 2019 Project Manager: Brandon Coco
Planned Completion Year: Ongoing Department: Public Works Project Type: Ongoing Fund: 594 - Sewer Utility
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Citywide
Project Description This project funds hydraulic modeling necessary to ensure sufficient capacity is maintained in the sanitary sewer collection system. Activities performed under this project includes updating and maintaining the hydraulic model to reflect current land uses and projects, flow studies, review of planning proposals, and review of project proposals for capacity impacts to the sanitary sewer collection system. The Department of Public Works currently has a consultant agreement assisting with this work with a term through FY 2025/26.

The funding recommended in FY 2026/27 and FY 2027/28 is for the potential extension of this agreement.

Funding Sources Sewer Conveyance Fees, Sewer model run fee collected Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $1,032,387 $1,421,755 $150,776 $154,586 $458,194 $461,786 $165,687 $3,845,171 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Engineering $912,387 $1,298,635 - - $300,000 $300,000 - $2,811,022 Engineering Mgt Svcs $120,000 $123,120 $150,776 $154,586 $158,194 $161,786 $165,687 $1,034,149 Total Expenditures $1,032,387 $1,421,755 $150,776 $154,586 $458,194 $461,786 $165,687 $3,845,171 Operating Impacts - - - - - -
421
.an
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Solid Waste
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INTRODUCTION
The capital project within the Solid Waste theme provides for monitoring, data collection, reporting, repairs and maintenance at the City’s closed landfill. These efforts are performed as required by the Regional Water Quality Control Board, Bay Area Air Quality Management District, CalRecycle, and Santa Clara County Department of Environmental Health.

Funding Our Top Priorities
The project included in the CIP was determined in accordance with both the City Council’s strategic pillars and the budget priorities. The total funding for the lone project in the Solid Waste program falls under the strategic pillar “Promote Sustainability and Environmental Protection” as shown in the chart below.

The five-year CIP Solid Waste program budget totals $4.2 million. The CIP project was prioritized by the following criteria:

Sanitary Landfill Development – Post Closure
Regular monitoring, data collection, reporting, maintenance and repairs are required to keep the closed landfill in compliance with regulations. A landfill gas collection system directs methane gas to the Ameresco power plant that converts the gas into electricity and the City maintains a flare to serve as a back-up control device. The City is required to provide financial assurance to CalRecycle on an annual basis for post closure maintenance expenses and non-water corrective action for initiating and completing corrective action for all known or foreseeable releases from the landfill to waterways.

Major Accomplishments
 All mandated reports were submitted to regulatory agencies on time.  Multiple sections of landfill gas pipeline were repaired to maintain vacuum on the collection system and prevent methane emissions.
 Landfill surface was regraded to facilitate proper drainage and prevent ponding at several locations.  Implemented a burrowing animal monitoring and control program.

Financing Sources
Customer Service Charges (Garbage Services)
Customer service charges for garbage services are transferred from the Solid Waste Operating Fund to the Solid Waste Capital Fund to partially cover the funding necessary for the project.

Developer Contributions
Developer Contributions will provide a portion of the cost of the project as outlined in Section 14.2 of the Disposition and Development Agreement (DDA) between the City and Related Santa Clara. The developer will be responsible for landfill operation and management costs above a baseline amount, adjusted annually by a Consumer Price Index adjustment.

Operating Budget Impacts
There are no operating budget impacts associated with this project.

Unfunded Needs
There are no unfunded needs for the Solid Waste CIP.
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FUNDED PROJECTS BUDGETED COST SUMMARY
Solid Waste Project 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Five-Year CIP Total
6109 - Sanitary Landfill
Development - Post Closure $1,051,842 $788,000 $812,000 $836,000 $860,000 $884,000 $4,180,000 Total Solid Waste Projects $1,051,842 $788,000 $812,000 $836,000 $860,000 $884,000 $4,180,000

427
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6109 - SANITARY LANDFILL DEVELOPMENT - POST CLOSURE
Project Number: 6109 Theme / Category: Solid Waste
Year Initiated: 2014 Project Manager: Dave Staub
Planned Completion Year: Ongoing Department: Public Works Project Type: Ongoing Fund: 596 - Solid Waste
Strategic Pillar 07 - Promote Sustainability and Environmental Protection
Location 5401/5500 Lafayette Street, Santa Clara CA
Project Description This project provides for monthly monitoring, data collection, reporting, and flare source test as required by the Regional Water Quality Control Board, Bay Area Air Quality Management District, Cal Recycle, and Santa Clara County Department of Environmental Health. The project also funds maintenance and repairs to the landfill gas collection system, construction of monitoring wells, well abandonments, roadway and fence repairs, landscaping, mowing, burrowing animal abatement, and erosion and settlement repair as required.

The State requires the City to provide financial assurances on an annual basis for landfill post closure maintenance expenses and non-water corrective action for initiating and completing corrective action for all known or reasonably foreseeable releases from the solid waste landfill to water in accordance with the program required by the SWRCB pursuant to §20380(b).

Funding Sources Solid Waste customer rates, Related Santa Clara developer contributions, and Ameresco Lease and Royalty Payments

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $6,272,876 $1,051,842 $788,000 $812,000 $836,000 $860,000 $884,000 $11,504,718 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction $5,533,498 $1,030,534 $788,000 $812,000 $836,000 $860,000 $884,000 $10,744,032 Contingencies/Misc - $21,308 - - - - - $21,308
Transfers Out $734,494 - - - - - - $734,494
Personnel $4,884 - - - - - - $4,884
Total Expenditures $6,272,876 $1,051,842 $788,000 $812,000 $836,000 $860,000 $884,000 $11,504,718 Operating Impacts - - - - - -
428
Storm Drain
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INTRODUCTION
Capital projects within the Storm Drain theme maintain and improve the storm drain infrastructure, which includes, but is not limited to, pipe conveyance system, pump and lift stations, manholes, catch basins, outfalls, retention basins, trash capture devices, and drainage swales. The table below identifies a list of storm drain infrastructure. In addition to infrastructure projects, the CIP includes work related to compliance with the Municipal Regional Stormwater National Pollutant Discharge Elimination System Permit and management of stormwater runoff and collection.

Storm Drain Infrastructure
Pipe Length (miles) 195
Pump/Lift Stations 21
Nodes (manholes, catch basins,
and outfalls)
8,430
Retention Basins 2
Trash Capture Devices 1,050
Funding Our Top Priorities
The projects included in the CIP were determined in accordance with both the City Council’s strategic pillars and the budget priorities. The following chart depicts the total funding in the Storm Drain program by strategic pillar.

Deliver and
Enhance High
Quality
Efficient
Services and
Infrastructure,
$3.9 M, 83%
Promote
Sustainability and
Environmental
Protection, $0.8 M,
17%
431
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | S T O R M D RA IN The five-year CIP Storm Drain budget totals $4.7 million. Of this amount, $74,550 for the Storm Drain Pump Station Facility Maintenance & Repair project will be shifted to the operating budget effective FY 2025/26 and $0.9 million for the Storm Drain Repairs and Maintenance project ($0.3 million) and the SDPS Motor and Control Maintenance, Repair, and Replacement project ($0.6 million) will be shifted to the operating budget effective FY 2027/28. The CIP projects were prioritized by the following criteria:

Anna Drive Neighborhood Flood Protection Project
The Anna Drive Neighborhood Flood Protection Project is identified as one of the high priority projects in the City’s Storm Drain Master Plan and it consists of upsizing approximately 4,000 linear feet of storm drain pipelines ranging in diameters from 12-inch to 48-inch on Anna Drive between San Tomas Aquino Creek and McCormick Drive. The Anna Drive Neighborhood Flood Protection Project was allocated Federal Community Project Funding in the amount of $3,000,000 and is budgeted in FY 2023/24.

Storm Drain Pump Station RTU Upgrade
The City Storm Drain Pump Stations utilize an RTU (Remote Terminal Unit) that communicates through radio frequency to the SCADA (supervisory control and data acquisition) application. This is an essential component of the pump stations and provides staff with critical information such as pump conditions, run times, and alarms status. The current RTU's are outdated and are soon to be no longer supported by the manufacturer. Updating the RTU's provides greater bandwidth capacity to communicate through fiber optic lines with radio frequency backup. The increased bandwidth allows for increased flexibility in the City’s ability to monitor and control operations at the Storm Drain Pump stations.

SDPS Motor and Control Maintenance, Repair, and Replacement This project funds the maintenance, replacement, and repair of pumps, motors, controls, telemetry, valves, instrumentation, and related equipment for the City’s 21 storm drain pump stations (SDPS). $0.8
$3.9
$0.0 $0.0
$0.0
$0.5
$1.0
$1.5
$2.0
$2.5
$3.0
$3.5
$4.0
$4.5
Priority A Priority B Priority C Priority D Millions
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Major Accomplishments
 Received Federal Community Project Funding (CPF) award of $3 million for the Anna Drive Neighborhood Flood Protection Project and began the design phase.  Completed construction of the Laurelwood Pump Station Rehabilitation project.  Completed the design phase of the Storm Drain Slide Gate Rehabilitation Project and began construction.  Successfully maintained all 21 storm drain pump and lift stations to manage stormwater runoff.  Installed numerous trash capture devices to reduce trash loads entering waterways to comply with requirements of the Municipal Regional Stormwater National Pollutant Discharge Elimination Permit.

Financing Sources
The Storm Drain Capital Improvement Program is mostly funded by the General Fund since there is no dedicated funding source.

General Fund Capital Projects Reserve
The Capital Projects Reserve is funded entirely by General Fund operating savings and/or surpluses in prior years. This funding is the result of one or a combination of the following: higher than anticipated revenue; unspent appropriations (when available) from annually budgeted programs; and project cost savings on projects funded with monies from the Capital Projects Reserve.

Storm Drainage Outlet Charge
The developer shall pay the City a storm drainage outlet charge. The revenue from the drainage fee shall be used for the purpose of defraying the estimated costs of constructing planned drainage facilities for removal of surface and storm waters from the local drainage areas.

Grants
The City applies for state and federal grants to support various storm drain projects.

Operating Budget Impacts
There are no additional operating budget impacts associated with the projects in the CIP. 433
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The needs for the Storm Drain Program are divided into two main components: 1) the Storm Drain Master Plan, which is focused on storm drain capacity; and 2) the Storm Drain Pump Station Evaluation, which identified pump station annual operating needs. The Storm Drain Master Plan identified a need for approximately $290 million (2018 dollars) in projects including almost $60 million in highest and high priority projects. The Storm Drain Pump Station Evaluation identified approximately $3 million (2018 dollars) annually for pump station repair, maintenance and upgrades.

Some of the highest priority projects for the Storm Drain Program total $49.7 million over the next 5 years. Of this amount, $4.7 million is funded, leaving $45.0 million of unfunded highest priority needs. Partially funded projects include the Green Stormwater Infrastructure Design and Construction project and some of the ongoing operations needs for storm drain pump stations (storm drain maintenance and repairs and storm drain motor and control repairs) that are being shifted to the operating budget in future years. Unfunded projects are capacity improvement projects identified in the Storm Drain Master Plan, Pump Station Outfall Reconstruction Program, Eastside Retention Basin Desilting Project, and future repairs for storm drain pump stations.

Funded, $4.7 M,

9.5%
Unfunded, $45.0
M, 90.5%
Storm Drain Total Funding Needs = $49.7 M
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$20.8 M
$9.2 M
$6.6 M
$4.9 M
$0.0
$5.0
$10.0
$15.0
$20.0
$25.0
Storm Drain System
Improvements
Storm Water Retention Basin
Remediation (Eastside)
Green Stormwater
Infrastructure Design &
Construction
Lafayette St. Underpass at
Subway Pump Station $ in Millions
Unfunded
435
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FUNDED PROJECTS BUDGETED COST SUMMARY
Storm Drain Project 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Five-Year CIP Total
1811 - Storm Drain Pump Station
Facility Maintenance & Repair $228,970 $74,550 - - - - $74,550 1831 - Storm Drain Repairs and
Maintenance $316,577 $150,000 $150,000 - - - $300,000
1835 - Storm Drain Pump Station
Outfall Reconstruction Program $493,143 - - - - - - 1838 - SDPS Motor and Control Maintenance, Repair, and
Replacement
$893,471 $315,000 $330,750 - - - $645,750
1839 - Urban Runoff Pollution
Prevention Program $617,505 - - - - - - 1840 - Kiely Blvd.-Saratoga Creek Storm Drain Outfall
Relocation
$125,500 - - - - - - 1841 - Laurelwood Pump Station
Rehabilitation $1,496,177 - - - - - - 1844 - Storm Drain Slide Gate Rehabilitation $775,803 - - - - - - FY25 Temp 09 - Green Stormwater Infrastructure Design
& Construction
- $747,500 - - - - $747,500
FY25 Temp 11 - Storm SCADA
Fiber Ready Project - $364,315 - - - - $364,315
FY25 Temp 43 - Storm Drain
Pump Station RTU Upgrade - $690,000 - $1,800,000 - - $2,490,000 FY25 Temp 49 - Bowers Park
Parking Lot Rehabilitation - $63,000 - - - - $63,000
Total Storm Drain Projects $4,947,146 $2,404,365 $480,750 $1,800,000 - - $4,685,115

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1811 - STORM DRAIN PUMP STATION FACILITY MAINTENANCE &
REPAIR

Project Number: 1811 Theme / Category: Storm Drain
Year Initiated: 2011 Project Manager: Chris Fazzi
Planned Completion Year: Ongoing Department: Public Works Project Type: Ongoing Fund: 535 - Storm Drain
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Citywide
Project Description The City maintains 21 Storm Drain Pump Station (SDPS) facilities. This project supports Storm Drain Pump Station facility routine maintenance and repair as well as emergency repairs. This includes a variety of facility repair items such as painting, landscaping, security improvements, vandalism repair, perimeter fence and roof repairs, and OSHA safety compliance regulations to include fall protection, confined space air testing, etc. The project does not cover maintenance, repair, or modifications to SDPS pumps, motors, controls, or outfalls.

Those items are covered in Project No. 535-1838 SDPS Motor and Control Maintenance, Repair, and Replacement. This project is anticipated to be shifted to the Public Works Department operating budget beginning in FY 2025/26.

Funding Sources Capital Project Reserves - General Fund Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $473,346 $228,970 $74,550 - - - - $776,866 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction $471,209 $228,970 $74,550 - - - - $774,729 Personnel $2,137 - - - - - - $2,137
Total Expenditures $473,346 $228,970 $74,550 - - - - $776,866 Operating Impacts - - - - - -
437
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1831 - STORM DRAIN REPAIRS AND MAINTENANCE
Project Number: 1831 Theme / Category: Storm Drain
Year Initiated: 2007 Project Manager: Huy Nguyen
Planned Completion Year: Ongoing Department: Public Works Project Type: Ongoing Fund: 535 - Storm Drain
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Citywide
Project Description The project consists of removal and replacement activities to address minor unforeseen issues that arise related to the existing storm drain system. The storm drain system includes pipelines, catch basins, manholes, outlets, junction structures, trash devices, and other storm drain related structures. Unforeseen drainage problems can arise due to settlement, reconstruction, development or other activities. Funding is needed to correct these urgent issues expeditiously. This project is anticipated to be shifted to the Public Works Department operating budget beginning in FY 2027/28.

Funding Sources Capital Project Reserves - General Fund Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $552,848 $316,577 $150,000 $150,000 - - - $1,169,425 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction $472,396 $100,000 $130,000 $130,000 - - - $832,396 Engineering $29,921 $216,577 $20,000 $20,000 - - - $286,498 Personnel $591 - - - - - - $591
Transfers Out $49,940 - - - - - - $49,940
Total Expenditures $552,848 $316,577 $150,000 $150,000 - - - $1,169,425 Operating Impacts - - - - - -
438
1m
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1838 - SDPS MOTOR AND CONTROL MAINTENANCE, REPAIR, AND

REPLACEMENT

Project Number: 1838 Theme / Category: Storm Drain
Year Initiated: 2011 Project Manager: Chris Fazzi
Planned Completion Year: Ongoing Department: Public Works Project Type: Ongoing Fund: 535 - Storm Drain
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Citywide
Project Description The City has 21 Storm Drain Pump Stations (SDPS). Each station is equipped with multiple pumps, motors and varying control devices including a motor control center (MCC), programable logic control (PLC), human mechanical interface (HMI), SCADA monitoring and control and various other devices. This project funds the maintenance, replacement and repair of pumps, motors, controls, telemetry, valves, instrumentation and related equipment that is the responsibility of the Water & Sewer Utilities Department. This project is anticipated to be shifted to the Public Works Department operating budget beginning in FY 2027/28.

Funding Sources Capital Project Reserves - General Fund Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $1,418,713 $958,471 $315,000 $330,750 - - - $3,022,934 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction $1,378,846 $821,750 $315,000 $330,750 - - - $2,846,346 Contingencies/Misc $460 $14,495 - - - - - $14,955
Engineering $39,407 $57,226 - - - - - $96,633
Transfers Out - $65,000 - - - - - $65,000
Total Expenditures $1,418,713 $958,471 $315,000 $330,750 - - - $3,022,934 Operating Impacts - - - - - -
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FY25 TEMP 09 - GREEN STORMWATER INFRASTRUCTURE DESIGN &

CONSTRUCTION

Project Number: FY25 Temp
09 Theme / Category: Storm Drain
Year Initiated: 2024 Project Manager: Dave Staub
Planned Completion Year: FY 2027/28 Department: Public Works Project Type: Distinct Fund: 535 - Storm Drain
Strategic Pillar 07 - Promote Sustainability and Environmental Protection
Location Citywide
Project Description The Municipal Regional Stormwater NPDES Permit (MRP 3.0) issued by the State requires the City to install green stormwater infrastructure (GSI) that will treat five acres of stormwater runoff by June 30, 2027. GSI can potentially be installed on streets or parking lots to treat stormwater runoff. This project will fund initial feasibility studies and concept design of potential GSI candidates, the development of plans and specifications for specific GSI projects, and the construction of GSI projects. Potential GSI treatment locations include Hope Drive, Lincoln Street from El Camino Real to Warburton Avenue, and two other sites to be identified during the design phase. This is a four-year project with the schedule laid out as follows: Year 1 (FY 2024/25) of the project is funded and will entail feasibility studies and development of plans and specifications for four project locations. In FY 2025/26 staff will seek out grant funding to offset construction costs. Funding is expected to be needed in Year 3 (FY 2026/27) and Year 4 (FY 2027/28) for construction costs of the project designed in Year 1. Those estimated unfunded construction costs are described in the unfunded projects section of the document. As part of the next biennial CIP budget process, construction costs will be refined to reflect actual design costs and incorporate any awarded grant funding.

Funding Sources General Fund; Storm Drain Environmental Compliance Fee and possible future grants Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources - - $747,500 - - - - $747,500
Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Contingencies/Misc - - $97,500 - - - - $97,500
Engineering - - $650,000 - - - - $650,000
Total Expenditures - - $747,500 - - - - $747,500
Operating Impacts - - - - - -
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FY25 TEMP 11 - STORM SCADA FIBER READY PROJECT
Project Number: FY25 Temp
11 Theme / Category: Storm Drain
Year Initiated: 2024 Project Manager: Chris Fazzi
Planned Completion Year: Ongoing Department: Public Works Project Type: Ongoing Fund: 535 - Storm Drain
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Storm Drain Pump Stations
Project Description This project supports SVP Fiber Development Design Expansion (CIP 591-2004) to run fiber to 15 of the 21 storm drain pump stations the City maintains. The fiber will allow for future SCADA interactions with the pump stations. The current SCADA interacts with the pump stations through radio frequency and lacks the scalability of fiber interacting with SCADA. The project only runs fiber to the storm drain pump stations.

Future projects will need to be developed to connect fiber with the controls.

Funding Sources Capital Project Reserves - General Fund

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources - - $364,315 - - - - $364,315
Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Transfers Out - - $364,315 - - - - $364,315
Total Expenditures - - $364,315 - - - - $364,315
Operating Impacts - - - - - -
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FY25 TEMP 43 - STORM DRAIN PUMP STATION RTU UPGRADE
Project Number: FY25 Temp
43 Theme / Category: Storm Drain
Year Initiated: 2024 Project Manager: Chris Fazzi
Planned Completion Year: FY 2026/27 Department: Public Works Project Type: Distinct Fund: 535 - Storm Drain
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location various Storm Drain Pump Stations
Project Description The Storm Drain System has 21 storm drain pump stations that are equipped with pumps and controls. The pumps and controls for 16 of the larger pump stations in the City utilize a Remote Terminal Unit (RTU) that communicates through radio frequency to the Water and Sewer Utility Department (WSUD) SCADA database.

This is an essential component of the pump stations and provides staff with critical information such as pump conditions, run times, and alarms status. The current RTU's are outdated, parts are difficult to procure, and staff has learned that they are soon to be no longer supported by the manufacturer. WSUD initiated updating their RTU's at their Water and Sewer sites through a separate CIP for similar reasons. In November 2023 the WSUD, who maintains the pumps, controls and SCADA Systems for the storm drain pump stations, recommended upgrading the RTU's.

Funding Sources Capital Project Reserves - General Fund

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources - - $690,000 - $1,800,000 - - $2,490,000
Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction - - $640,000 - $1,800,000 - - $2,440,000
Engineering - - $50,000 - - - - $50,000
Total Expenditures - - $690,000 - $1,800,000 - - $2,490,000 Operating Impacts - - - - - -
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FY25 TEMP 49 - BOWERS PARK PARKING LOT REHABILITATION
Project Number: FY25 Temp
49 Theme / Category: Storm Drain
Year Initiated: 2020 Project Manager: Huy Nguyen
Planned Completion Year: FY 2026/27 Department: Public Works Project Type: Distinct Fund: 535 - Storm Drain
Strategic Pillar 07 - Promote Sustainability and Environmental Protection
Location Bowers Park
Project Description In 2018, the City's Facility Condition Assessment Report (Kitchell), identified the Bowers Park parking lot as in need of significant repair, rehabilitation, and improvement. In 2021, Santa Clara, in partnership with the City of Palo Alto, was awarded San Francisco Bay Water Quality Improvement Fund (SFBWQIF) grant funds to rehabilitate the Bowers Park parking lot with green stormwater infrastructure. As the parking lot is proposed for rehabilitation, the project was coordinated with Parks and Silicon Valley Power for additional improvements such as electric vehicle charge stations, additional parking capacity, and lighting improvements. Overall, this project consists of pavement rehabilitation, green stormwater infrastructure, energy-efficient lighting, electric vehicle charge stations, a solar canopy; bicycle parking; additional parking capacity, and vehicle and pedestrian circulation improvements. In FY 2024/25, $63,000 is provided from the General Fund for anticipated construction costs funding needs.

Funding Sources SFBWQIF Grant Funds, Project 538-6123, Silicon Valley Power’s Greenhouse Gas Program (191-1325) in the Electric Operating Grant Trust Fund, MFA and Developer Contributions, and General Fund Capital Project Reserves

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources - - $63,000 - - - - $63,000
Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction - - $63,000 - - - - $63,000
Total Expenditures - - $63,000 - - - - $63,000
Operating Impacts - - - - - -
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UNFUNDED PROJECTS STORM DRAIN
1831 - Storm Drain Repairs and Maintenance
FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total - - $150,000 - - $150,000 The project consists of removal and replacement activities to address minor unforeseen issues that arise related to the existing storm drain system. The storm drain system includes pipelines, catch basins, manholes, outlets, junction structures, trash devices, and other storm drain related structures. Unforeseen drainage problems can arise due to settlement, reconstruction, development or other activities. Funding is needed to correct these urgent issues expeditiously. This project is anticipated to be shifted to the Public Works Department operating budget beginning in FY 2027/28. The remaining unfunded portion in FY 2026/27 will be evaluated as part of a future budget cycle. 1834 - Storm Drain System Improvements
FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total $1,035,000 $6,670,000 $10,718,000 $2,392,000 - $20,815,000 In 2015, the City completed a Storm Drain Master Plan that evaluated the City's storm drain system for capacity deficiencies and identified over $270 million of Capital Improvement Projects. The projects identified would meet the various service level goals, which include eliminating significant flooding for 2-year, 10-year, and 100-year storm events.

This project would provide storm drain system rehabilitation identified in the Master Plan. 1835 - Storm Drain Pump Station Outfall Reconstruction Program FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total - - - $250,000 - $250,000 The City has 21 Storm Drain Pump Stations (SDPS). Of the 21 SDPS, 13 of the SDPS have outfalls that flow into various creeks. There are 188 outfalls throughout the City, but this project would only cover outfalls from 13 SDPS that discharge directly into creeks and rivers that are subject to inspection by the United States Army Corps of Engineers. This project would also fund the reconstruction of failing SDPS outfall structures and erosion repair in waterways caused by outfall discharges. The scope of work would include items such as concrete patching, crack repair, check valve repair, etc. $250,000 is the projected cost in FY 2027/28 for the next 5-year outfall CCTV inspection. 1837 - Storm Water Retention Basin Remediation
FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total $1,239,700 $7,969,500 - - - $9,209,200
This project removes silt, debris, and other deposits from the Westside and Eastside Retention Basins and the Tasman Swale. The two basins and the Tasman Swale have collected significant sediment since its construction and needs to be dredged to restore its original line and grade and capacity to provide flood protection to the community. In 2018, the Westside Retention Basin was successfully desilted. The next phase is to complete the desilting work for the Eastside Retention Basin and the Tasman Swale. The project is necessary to prevent surface flooding onto public right-of-way and nearby businesses and residential homes. 444
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UNFUNDED PROJECTS STORM DRAIN
1838 - SDPS Motor and Control Maintenance, Repair, and Replacement FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total - - $347,288 - - $347,288 The City has 21 Storm Drain Pump Stations (SDPS). Each station is equipped with multiple pumps, motors and varying control devices including a motor control center (MCC), programable logic control (PLC), human mechanical interface (HMI), SCADA monitoring and control and various other devices. This project funds the maintenance, replacement and repair of pumps, motors, controls, telemetry, valves, instrumentation and related equipment that is the responsibility of the Water & Sewer Department. Routine maintenance and repairs along with emergency work would be drastically reduced or stop until funding is available. This project is anticipated to be shifted to the Public Works Department operating budget beginning in FY 2027/28. The remaining unfunded portion in FY 2026/27 will be evaluated as part of a future budget cycle.
1843 - Lafayette St. Underpass at Subway Pump Station
FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total $581,900 $4,364,250 - - - $4,946,150
This project would address constant ponding of groundwater on Lafayette Street at the underpass located next to the Lafayette Street Subway Pump Station. The project would be completed in two distinct phases. The first phase, completed in FY 21/22, consisted of assessment of existing site condition and preparation of schematic design plans and report. The second phase, which is unfunded, would consist of detail design, bid and award, and construction of the existing stormwater underdrain system at the Lafayette Street Underpass to address ponding of ground water.

FY25 Temp 01 - Bowers Ave Underpass SDPS Rehabilitation FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total $380,000 $1,650,000 - - - $2,030,000
The Bowers Avenue Underpass Storm Drain Pump Station (SDPS) was constructed in 1974 and is located at the underpass of Bowers Avenue crossing the UPRR railroad right-of-way. The station serves to pump storm water runoff from the lowered underpass to the higher elevation storm drain mains along Bowers Ave. The Bowers Ave Underpass SDPS contains all original mechanical, electrical, and plumbing, without any major replacement work being performed.

Due to the age of the Bowers Ave Underpass SDPS, the City has had difficulty finding parts to replace and maintain existing mechanical, electrical, and plumbing system.

In July 2023 the City completed the preliminary basis of design report for the SDPS which provided the scope of the required improvements including new pumps, control panels, fencing, security features, and electrical/communication upgrades.
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UNFUNDED PROJECTS STORM DRAIN
FY25 Temp 08 - Fairway Glen Storm Drain Pump Station Rehabilitation FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total - $300,000 - - - $300,000 The Fairway Glen Storm Drain Pump Station (SDPS) was constructed in 1989. The Fairway Glen SDPS contains all original electronics, and mechanical equipment without any major replacement work. Due to the age of the Fairway Glen SDPS, the City has difficulties procuring parts to replace and maintain existing systems.

Water & Sewer Utilities Department and Storm Drain Division recommend an evaluation of the Fairway Glen Storm Drain Pump Station which will provide a scope of required improvements.

FY25 Temp 09 - Green Stormwater Infrastructure Design & Construction FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total - - $3,912,300 $2,732,400 - $6,644,700 The Municipal Regional Stormwater NPDES Permit (MRP 3.0) issued by the State requires the City to install green stormwater infrastructure (GSI) that will treat 5 acres of stormwater runoff by June 30, 2027. GSI can potentially be installed on streets or parking lots to treat stormwater runoff. This project will fund initial feasibility studies and concept design of potential GSI candidates, the development of plans and specifications for specific GSI projects, and the construction of GSI projects. Potential GSI treatment locations include Hope Drive, Lincoln Street from El Camino Real to Warburton Avenue, and two other sites to be identified during the design phase. This is a four-year project with the schedule laid out as follows: Year 1 (FY 2024/25) of the project is funded and will entail feasibility studies and development of plans and specifications for four project locations. In FY 2025/26 staff will seek out grant funding to offset construction costs. The funding requests for Year 3 (FY 2026/27) and Year 4 (FY 2027/28) include placeholders for construction costs of the project designed in Year 1. As part of the next biennial CIP budget process, construction costs will be refined to reflect actual design costs and incorporate any awarded grant funding.

FY25 Temp 10 - Lickmill Storm Drain Pump Station Rehabilitation FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total - $250,000 - - - $250,000 The Lickmill Storm Drain Pump Station (SDPS) was constructed in 1988. The Lickmill SDPS contains all original electronics and mechanical equipment without any major replacement work. Due to the age of the Lickmill SDPS, the City has difficulties procuring parts to replace and maintain existing systems.

Water & Sewer Utilities Department and Storm Drain Division recommend an evaluation of the Lickmill Storm Drain Pump Station which will provide a scope of required improvements. 446
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | U N FU ND E D P R O JE CT S Five-Year CIP Total Unfunded Need: $45,042,338

UNFUNDED PROJECTS STORM DRAIN
FY25 Temp 12 - Tri-Level Underpass Storm Drain Pump Station Rehabilitation FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total $100,000 - - - - $100,000
The Tri-Level Underpass Storm Drain Lift Station (SDLS) was constructed in 1968. The Tri-Level Underpass SDLS contains all original electronics and mechanical equipment without any major replacement work. Due to the age of the TriLevel Underpass SDLS, the City has difficulties procuring parts to replace and maintain existing systems.

Water & Sewer Utilities Department and Storm Drain Division recommend an evaluation of the Tri-Level Underpass Storm Drain Lift Station which will provide a scope of required improvements. 447
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Technology and
Equipment
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INTRODUCTION
The projects within the Technology and Equipment category serve to increase efficiency, security, customer service, and transparency throughout the City.

Funding Our Top Priorities
The projects included in the CIP were determined in accordance with both the City Council’s strategic pillars and the budget priorities. Below illustrates the funding amount per Strategic Pillar within the Technology and Equipment program. A majority of the projects within this program are related to replacement of equipment that is at the end of its useful life. Replacement schedules, along with consultant studies, and Council directives helped guide these priorities. It should be noted that, effective FY 2022/23, several of the Information Technology (IT) Department projects were shifted to the Information Technology Services Fund in the operating budget and have been factored into the Source and Use Statement included in the Internal Service Funds section of this document. Additionally, effective FY 2025/26, several Fire and IT Department projects are planned to be shifted to the respective operating budgets. For presentation purposes, these projects are still reflected in this section.

The following chart depicts the total funding in the Technology and Equipment program by strategic pillar.

The Technology and Equipment budget totals $6.2 million. Of this amount, $1.1 million represents projects that will be shifted to the operating budget effective FY 2025/26. These projects include the Fire Department’s Protective Equipment Replacement Project ($0.6 million) and the Defibrillator/Monitor Replacement Project ($0.1 million) as well as the IT Department’s Cyber Security Risk Mitigation Project ($0.4 million).

Deliver and
Enhance High
Quality
Efficient
Services and
Infrastructure,
$5.6 M, 90%
Manage
Strategically Our
Workforce Capacity
and Resources,
$0.6 M, 10%
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Project Highlights
Major projects in the Technology and Equipment program are detailed below.

Fire Protective Equipment Replacement and Fire Defibrillator Replacement The Fire Department requires personal protective equipment and gear for its firefighters. These projects provide funding for the regular replacement of this type of equipment and gear once it reaches the end of its useful life.

The Department conducts an annual review of the equipment and gear in its inventory to determine any critical replacements needed. Funding is also allocated to replace defibrillators used by paramedics on Advanced Life Support (ALS) incidents. The funding recommended in FY 2024/25 will be the last year these two replacement projects will be funding in the CIP budget. Effective FY 2025/26, these project budgets will be reflected in the Fire Department’s General Fund operating budget.

Cyber Security Risk Mitigation
This project enhances the City’s Cyber Security program, designed to protect the City’s networks, computers, programs and sensitive data from attack, damage, or unauthorized access. The IT Department has identified a list of security projects and improvements over the next three years and have a proposed information security roadmap. The proposed funding in FY 2024/25 will help implement key projects from the roadmap. Effective FY 2025/26, this project budget will be reflected in the IT Department’s operating budget.

Financial and Human Resources Management System (FHRMS) Update Project This project upgrades financial and human resources (HR)/payroll business applications to maintain vendor support for software and hardware in addition to modernizing business processes to improve efficiency and align with current compliance requirements and best practices. An upgrade to the PeopleSoft application is planned to bring the application, database, and operating system up to date and implement enhanced security and business continuity features. For HR/payroll, this includes enhancing employee self-service, benefits enrollment and Fair Labor Standards Act (FLSA) management. For Financials, this includes implementing a fixed asset management system and accounts receivable module and enhancing accounts payable processes. $0.1
$6.1
$0.0 $0.0
$0.0
$1.0
$2.0
$3.0
$4.0
$5.0
$6.0
$7.0
Priority A Priority B Priority C Priority D Millions
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This project replaces the MDCs that have reached the end of their useful life, with warranties expiring in June 2024. To ensure the effective operation of the Police Department’s MDCs and avoid higher costs for support and maintenance of items with no warranty, the Police Department, in collaboration with the IT Department have recommended the replacement of the MDCs. This will replace 67 MDCs and provide funding for necessary accessories including modems, docking stations, and antennae.

Enterprise Geospatial Information System (GIS) & Asset Management The City has invested in enterprise GIS to model the City. This strategy enables operational effectiveness, datadriven decision-making, cross departmental and regional coordination, resident engagement and transparency.

The Enterprise GIS program continues to build on integrations with citywide applications such as Permit Management, Customer Relationship Management, Work Order Tracking, and Enterprise Asset Management (trees, sidewalks, ramps, traffic signs, potable water, recycled water, sanitary sewer, storm drain, city facilities, parks), ensuring location information is consistent citywide. Public Safety systems are a significant focus area including integration with Computer Assisted Dispatch (CAD), Records Management System (RMS), Stadium Common Operational Picture (COP), and Fire prevention/response systems.

City Hall Data Center HVAC Remediation
The City Hall data center, which supports the City’s mission critical systems and computing needs, has an HVAC system that is over 13 years old. This project addresses current issues with the HVAC system by funding the purchase of necessary equipment (e.g., emergency cooling units, spare compressor, and critical components) and improvements to the building (e.g., overhead vents to the outside wall and addition of a non-load bearing wall to shorten the data center footprint that requires cooling). This project will strengthen the system and add redundancy to help ensure that the data center remains operational if there is a failure within one of the HVAC units.

Major Accomplishments
 In April 2023, the City’s purchase cards were successfully switched to JPMorgan PaymentNet.  Expanding adoption of the Document Management System and digitizing City records have been a main focus.
 The Human Resources Department rolled out 2023 Benefits Open Enrollment using Laserfiche forms to all employees, building on and refining the process created in 2022.  City voters approved a ballot measure amending the City’s Business License Tax program (BLT). The new BLT program was successfully implemented in July 2023. The Business License system (by HdL Software) was switched over to JPMorgan Chase and now offers eCheck as a payment option, which has been well received by the public. In addition to the BLT program, a new online portal for the collection of Fire Fees was implemented.
 Continued to expand the Enterprise Asset Management System (EAM) to improve reliability, regulatory compliance, decision making and budget forecasting, materials, labor costs tracking and management, and overall sharing of information. Completed integration with the EAM for the Department of Public Works’ assets such as traffic signs, City trees, and storm drains. Additional assets such as City streets, intersections, and parking lots are cataloged.
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FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | T E C H NO L O GY AN D E Q U I P ME N T  Progress was made in several areas of the Enterprise GIS program with continued focus on integrations with citywide applications.
o Completed the City of Santa Clara's street tree inventory mapping, reaching nearly 18,000 trees along City streets, including trees growing on street medians and City property. o Completed the mapping of Parks and Recreation facilities added to the City since the initial inventory of City Parks and Recreation assets (Kitchell Report, 2018). o In support of public safety at Levi’s Stadium, the Common Operating Picture (COP) software was updated to support the Stadium’s new incident interface and allow greater access to cameras in the surrounding area.
o Completed the integration of 2022 high-resolution aerial imagery into the City Enterprise GIS Basemap and is available to staff and the public on infoMap 3.1 and MapSantaClara. o Completed the integration of GIS data into the iTPipes software application, used to facilitate the capture of camera data in all City pipes over the next five years. o Updated the City’s sewer system GIS digital model using a variety of sources, from construction drawings to field observations.
 Enterprise Storage Upgrade and refresh was completed. Various City business applications use the enterprise storage system attached to the high availability server systems in City Hall and Police Department data centers. The existing storage system was over eight years old and not supported by the vendor.
 The City network at Levi’s Stadium was installed when the Stadium was built in 2014. The first phase of upgrading the aging network equipment at some of the Stadium’s locations was successfully completed. A second phase for the remaining network equipment upgrade is planned for 2024.  Significant progress was made on the citywide metro area network refresh to address aging infrastructure, security, and a broader network transformation.  In conjunction with the metro area network upgrade, the City obtained its own internet identity from internet regulators for much needed internet failover and resilience, especially for public safety, resident services and remote access.
 Awarded $150,000 through Bay Area Urban Area Security Initiative/Department of Homeland Security grant program for cyber security improvements.
 Implemented various Council Chamber improvements, adapting to the evolving needs of public hybrid meetings in the Chambers.
 Addressing the need to facilitate seamless virtual hybrid City and public meetings, upgrades were performed in conference rooms.
 Municipal Information Systems Association of California (MISAC) Excellence in IT Practices Award:

The City of Santa Clara won this award in 2022 and 2023 for the 16th and 17th time! The award signifies that the City has met or exceeded MISAC standards in various technology focused areas. 454
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Internal Service Fund Allocations
With the migration of certain IT Department projects to the operating budget, effective FY 2022/23 and FY 2025/26, the funding mechanism for these projects is through the City’s internal service fund allocation. This allocation is based on the City’s cost allocation plan methodology that was developed by a third-party consultant.

As a central service department, all funds that receive any ITD support contribute to the Information Technology Services Fund.

General Fund – Capital Projects Reserve
Because the nature of the projects in this program is to support and enhance general citywide functions, the primary funding source is the General Fund Capital Projects Reserve.

Other Fund Contributions
Some projects within the Technology and Equipment program serve various departments, including the City’s Electric, Water, and Sewer Utilities as well as other non-General Fund funded divisions such as the Building Division. As these departments and divisions benefit from the services being enhanced or provided through these projects, there are proportionate contributions made from the applicable enterprise and special revenue funds.

Grants
The City Departments that manage projects under the Technology and Equipment theme may have the opportunity to apply for regional, State, or federal grants to support various projects. These grants usually will have an agreement term noting by when grant funding should be expended.

Operating Budget Impacts
With the implementation of the enterprise asset management project for the Public Works Department, ongoing funds are required for maintenance of the system. The operating budget impact for five years is estimated at $221,080.

Summary of
Operating Impact
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
FY
2028/29
Total
Five-Year
Contractual Services 0 50,000 51,000 52,020 53,060 206,080 Maintenance 0 0 5,000 5,000 5,000 15,000
Total 0 50,000 56,000 57,020 58,060 221,080
455
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | T E C H NO L O GY AN D E Q U I P ME N T Unfunded Needs
The total funding needs for the Technology and Equipment program totals $7.4 million. Of this amount, $6.2 million is funded, leaving $1.2 million of unfunded needs. The unfunded needs are comprised of information technology related projects. The majority of the unfunded projects include server upgrades, website updates, and various software upgrades.

The table below highlights the highest priority projects currently that are either partially funded or unfunded in the Technology and Equipment program. For more project information, please see the Unfunded Projects – Technology and Equipment list later in this section.

Funded, $6.2 M,

83.8%
Unfunded,
$1.2 M,

16.2%
Technology and Equipment
Total Funding Needs = $7.4 M
$1.2 M
$0.2 M
$0.8 M
$0.2 M
$0.0
$0.2
$0.4
$0.6
$0.8
$1.0
$1.2
$1.4
$1.6
FHRMS Update Project Consolidate and Upgrade
Servers
Intranet Collaboration Suite
Implementation
Funded Unfunded
456
■ ■
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | P R O JE CT C OS T S U M MA R Y

FUNDED PROJECTS BUDGETED COST SUMMARY
Technology and Equipment
Projects 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Five-YearCIP Total 4064 - City-Wide AED
Replacements $6,372 - - - - - - 4066 - Fire Department Relief Radios $41,946 - - - - - - 4067 - Fire Department
Accela Implementation $44,258 - - - - - - 4084 - Protective Equipment Replacement $784,258 $592,019 - - - - $592,019
4085 - Emergency Operations
Center Communications
System Upgrade
$40,599 - - - - - - 4088 - EMS System First
Responder Projects $9,695 - - - - - - 4089 - Defibrillator/Monitor Replacement $140,379 $70,000 - - - - $70,000
4094 - Computer Aided
Dispatch (CAD) Alerting
System Upgrade
$291,880 - - - - - - 6003 - City Facilities Fiber
Network $155,945 - - - - - - 6075 - Permit Information
System $356,991 - - - - - - 6103 - Utility Management
Information System (UMIS)
Enhancements
$2,111,368 $1,000 $1,000 $500,000 $499,000 $499,000 $1,500,000 6118 - CAD/RMS System
Replacement $207,251 - - - - - - 6501 - FHRMS Update
Project $1,753,379 $655,000 $450,000 $23,600 $23,600 $23,600 $1,175,800 6505 - Replace Network
Equipment $263,260 - - - - - - 6513 - Computer
Replacement Program $258,144 - - - - - - 6514 - Consolidate and Upgrade Servers $327,478 - - - - - - 6532 - Intranet Collaboration Suite Implementation $175,375 - - - - - - 6534 - GIS Enterprise System (Geospatial Information
System)
$680,848 $300,000 $300,000 $300,000 $300,000 $300,000 $1,500,000 457
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | P R O JE CT C OS T S U M MA R Y

FUNDED PROJECTS BUDGETED COST SUMMARY
Technology and Equipment
Projects 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Five-YearCIP Total 6549 - Agenda and
Document Management
Systems
$505,115 - - - - - - 6550 - Cyber Security Risk
Mitigation $19,291 $410,000 - - - - $410,000
6551 - End User/Desktop
Transformation $95,851 - - - - - - 6557 - Fire Station Video Conferencing $143,173 - - - - - - FY25 Temp 03 - Enterprise Asset Management DPW - $100,000 - - - - $100,000
FY25 Temp 19 - City Hall
Data Center HVAC
Remediation - $350,000 - - - - $350,000
FY25 Temp 20 - Police
Vehicle Mobile Data
Computer Replacement - $515,804 - - - - $515,804
Total Technology and
Equipment Projects $8,412,856 $2,993,823 $751,000 $823,600 $822,600 $822,600 $6,213,623

458
FY 2 0 2 4 / 2 5 A ND FY 2 0 2 5/ 2 6 P R O P O S E D C A P IT A L I M P R O V E M E NT P R O GR A M B U D GE T | T E C H NO L O GY AN D E Q U I P ME N T FUNDED

4084 - PROTECTIVE EQUIPMENT REPLACEMENT
Project Number: 4084 Theme / Category: Technology and
Equipment
Year Initiated: 2008 Project Manager: Jeremy Ray
Planned Completion Year: Ongoing Department: Fire Department Project Type: Ongoing Fund: 536 - Fire Department
Strategic Pillar 06 - Manage Strategically Our Workforce Capacity and Resources
Location Fire Station 9
Project Description This project funds the ongoing replacement of protective firefighting equipment (PPE) that has reached the limit of its service life. This equipment includes the personal protective equipment/clothing such as turnout coats, pants, boots, helmets, gloves, etc. This project also serves as the source of funding for PPE repairs and service, as well as the replacement of damaged equipment on an annual basis. In FY 2024/25, approximately 50 active sets of PPE must be replaced due to their expiration to ensure the safety of all fulltime and reserve firefighters. This project is anticipated to be shifted to the Fire Department operating budget beginning in FY 2025/26.

Funding Sources General Fund - Capital Projects Reserve

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $2,550,606 $784,258 $592,019 - - - - $3,926,883 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Contingencies/Misc $1,933 - - - - - - $1,933
Engineering $24,702 - - - - - - $24,702
Equipment $2,413,257 $784,258 $592,019 - - - - $3,789,534 Transfers Out $110,714 - - - - - - $110,714
Total Expenditures $2,550,606 $784,258 $592,019 - - - - $3,926,883 Operating Impacts - - - - - -
459
FY 2 0 2 4 / 2 5 A ND FY 2 0 2 5/ 2 6 P R O P O S E D C A P IT A L I M P R O V E M E NT P R O GR A M B U D GE T | T E C H NO L O GY AN D E Q U I P ME N T FUNDED

4089 - DEFIBRILLATOR/MONITOR REPLACEMENT
Project Number: 4089 Theme / Category: Technology and
Equipment
Year Initiated: 2013 Project Manager: Jennifer Panko
Planned Completion Year: Ongoing Department: Fire Department Project Type: Ongoing Fund: 536 - Fire Department
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Fire Apparatus
Project Description This project funds the replacement of Fire Department's defibrillators used for medical call responses and mutual aid deployments. The project scope is to replace the Fire Department's front-line equipment and to establish an annual defibrillator replacement schedule to ensure equipment deployed in the field is not obsolete, allowing for continued service and use. The department's current cache of defibrillators includes two defibrillators that are past industry standard replacement and do not meet the County standard of care due to lack of mandated features. This project is anticipated to be shifted to the Fire Department operating budget beginning in FY 2025/26.

Funding Sources General Fund - Capital Projects Reserve

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $217,176 $140,379 $70,000 - - - - $427,555 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Equipment $217,176 $140,337 $70,000 - - - - $427,513
Transfers Out - $42 - - - - - $42
Total Expenditures $217,176 $140,379 $70,000 - - - - $427,555 Operating Impacts - - - - - -
460
........
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FY 2 0 2 4 / 2 5 A ND FY 2 0 2 5/ 2 6 P R O P O S E D C A P IT A L I M P R O V E M E NT P R O GR A M B U D GE T | T E C H NO L O GY AN D E Q U I P ME N T FUNDED

6103 - UTILITY MANAGEMENT INFORMATION SYSTEM (UMIS)

ENHANCEMENTS

Project Number: 6103 Theme / Category: Technology and
Equipment
Year Initiated: 2001 Project Manager: Linh Lam
Planned Completion Year: Ongoing Department: Finance Department Project Type: Ongoing Fund: 539 - General
Government
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location 1500 Warburton Ave. - City Hall
Project Description The Departments of Electric Utility, Water & Sewer Utilities, Public Works, and Finance use the City's Utility Management Information System (UMIS) as a centralized billing and customer service tool to service over 65,000 utility accounts. Due to the complexity of the system, the UMIS environment is continually being upgraded or enhanced to support required changes. Upcoming improvements and updates to UMIS include, but are not limited to, implementation of a new customer self-service portal, enhanced payment offerings including e-Check, an update to NorthStar and a server replacement, an upgrade to the mobile field service software (mCare) and hardware.

Funding Sources Contributions from the Solid Waste Fund, Water, Sewer and Electric Utility Funds, and the General Fund

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $2,627,710 $2,111,368 $1,000 $1,000 $500,000 $499,000 $499,000 $6,239,078 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Contingencies/Misc - $5,000 - - - - - $5,000
Engineering $1,788,914 $2,106,368 $1,000 $1,000 $500,000 $499,000 $499,000 $5,395,282 Equipment $188,979 - - - - - - $188,979
Personnel $437,358 - - - - - - $437,358
Transfers Out $212,459 - - - - - - $212,459
Total Expenditures $2,627,710 $2,111,368 $1,000 $1,000 $500,000 $499,000 $499,000 $6,239,078 Operating Impacts - - - - - -
461
FY 2 0 2 4 / 2 5 A ND FY 2 0 2 5/ 2 6 P R O P O S E D C A P IT A L I M P R O V E M E NT P R O GR A M B U D GE T | T E C H NO L O GY AN D E Q U I P ME N T FUNDED

6501 - FHRMS UPDATE PROJECT
Project Number: 6501 Theme / Category: Technology and
Equipment
Year Initiated: 2005 Project Manager: Linh Lam
Planned Completion Year: Ongoing Department: Finance Department Project Type: Ongoing Fund: 539 - General
Government
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location City Hall
Project Description Oracle-PeopleSoft is the City's Financial and Human Resources software system, used by all departments to process financial transactions, payroll operations, budget activities, and human resources administration.

The software is a vital component of the City's daily business processes that requires continuous upgrades and enhancements to ensure uninterrupted services and business process improvements. This project provides funding to support the full implementation of the PeopleSoft system modules to improve integration and minimize risk within the City's financial and human resources system. Additionally, the upgrades will ensure that the City is in compliance with new reporting laws and labor requirements.

Specifically, the project will automate retroactive calculations for Memorandum of Understanding (MOU) and merit increases, out of class pay and ongoing premium pay calculations relating to the Fair Labor Standards Act.

Funding Sources General Fund – Capital Projects Reserve and contributions from other funds

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $1,420,510 $1,753,379 $655,000 $450,000 $23,600 $23,600 $23,600 $4,349,689 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction $234,820 $388,684 - - - - - $623,504
Engineering $663,590 $56,130 $655,000 $450,000 $23,600 $23,600 $23,600 $1,895,520 Equipment $400,110 $1,308,565 - - - - - $1,708,675
Personnel $121,990 - - - - - - $121,990
Total Expenditures $1,420,510 $1,753,379 $655,000 $450,000 $23,600 $23,600 $23,600 $4,349,689 Operating Impacts - - - - - -
462
FY 2 0 2 4 / 2 5 A ND FY 2 0 2 5/ 2 6 P R O P O S E D C A P IT A L I M P R O V E M E NT P R O GR A M B U D GE T | T E C H NO L O GY AN D E Q U I P ME N T FUNDED

6534 - GIS ENTERPRISE SYSTEM (GEOSPATIAL INFORMATION

SYSTEM)

Project Number: 6534 Theme / Category: Technology and
Equipment
Year Initiated: 2013 Project Manager: Gill Norris
Planned Completion Year: Ongoing Department: Information Technology
Project Type: Ongoing Fund: 539 - General
Government
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Citywide
Project Description This project provides funding towards the City's investment in GIS technologies to build a citywide GIS enterprise system. The goal of Enterprise GIS is to distribute geospatial data and functionality throughout the City while leveraging and integrating department layers. Enterprise GIS streamlines engineering, permitting and inspection processes; improves land management; improves asset utilization of public services; and helps engage the community through increasing shared information.

The key advantages of implementing a GIS encompass cost savings through enhanced efficiency, improved recordkeeping, and decision-making capabilities, as well as enhanced communication across various departments. Through enterprise asset management, where City assets are recorded in GIS and integrated with critical business applications, GIS serves as a central component of a smart city strategy that contributes to the overarching mission of serving residents and enhancing the city.

This project is funded by the Electric Utility and Water and Sewer Utilities Departments. There is also additional ongoing funding of approximately $500,000 that is part of the Information Technology Department’s operating budget.

Funding Sources General Fund – Capital Projects Reserve; Water, Sewer, and Electric Utility Funds Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $4,074,178 $680,848 $300,000 $300,000 $300,000 $300,000 $300,000 $6,255,026 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Engineering $1,303,220 $12,399 $300,000 $300,000 $300,000 $300,000 $300,000 $2,815,619 Equipment $2,755,854 $668,449 - - - - - $3,424,303
Personnel $15,104 - - - - - - $15,104
Total Expenditures $4,074,178 $680,848 $300,000 $300,000 $300,000 $300,000 $300,000 $6,255,026 Operating Impacts - - - - - -
463
FY 2 0 2 4 / 2 5 A ND FY 2 0 2 5/ 2 6 P R O P O S E D C A P IT A L I M P R O V E M E NT P R O GR A M B U D GE T | T E C H NO L O GY AN D E Q U I P ME N T FUNDED

6550 - CYBER SECURITY RISK MITIGATION
Project Number: 6550 Theme / Category: Technology and
Equipment
Year Initiated: 2017 Project Manager: Chris Jackson
Planned Completion Year: Ongoing Department: Information Technology
Project Type: Ongoing Fund: 539 - General
Government
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Citywide
Project Description Cybersecurity is an ongoing and constantly evolving field. There is a critical need to monitor, manage and secure the City’s technology assets in ongoing manner. An active and vigilant cybersecurity program has been established to keep City systems and data secure. This project enables the City to maintain a Cyber Security program designed to protect networks, computers, programs and sensitive data from attack, damage, or unauthorized access. This project supports the City Council goal of delivering and enhancing high quality efficient services and infrastructure. This project is anticipated to be shifted to the Information Technology Department's operating budget beginning in FY 2025/26.

Funding Sources General Fund – Capital Projects Reserve

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $280,709 $19,291 $410,000 - - - - $710,000 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Engineering $41,194 - $410,000 - - - - $451,194
Equipment $239,515 $19,291 - - - - - $258,806
Total Expenditures $280,709 $19,291 $410,000 - - - - $710,000 Operating Impacts - - - - - -
464
FY 2 0 2 4 / 2 5 A ND FY 2 0 2 5/ 2 6 P R O P O S E D C A P IT A L I M P R O V E M E NT P R O GR A M B U D GE T | T E C H NO L O GY AN D E Q U I P ME N T FUNDED

FY25 TEMP 03 - ENTERPRISE ASSET MANAGEMENT DPW
Project Number: FY25 Temp
03 Theme / Category: Technology and Equipment
Year Initiated: 2025 Project Manager: Brandon Coco
Planned Completion Year: FY 2024/25 Department: Public Works Project Type: Distinct Fund: 539 - General
Government
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location City of Santa Clara
Project Description This project invests in GIS technologies to improve the Public Works Department's record keeping process for capital assets such as: storm drain infrastructure, sidewalks, ped ramps, roadways, etc. The goal is to import existing records from AutoCAD, PDFs, record drawings, and hand notes into the City of Santa Clara GIS system. The updated GIS system will display pertinent information on Public Works infrastructure ensuring quick and easy access to City records. Maintenance of the GIS system will be a collaborative effort between Public Works Department and Information Technology Department.

Funding Sources Capital Projects Reserve - General Fund Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources - - $100,000 - - - - $100,000
Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Engineering - - $100,000 - - - - $100,000
Total Expenditures - - $100,000 - - - - $100,000
Operating Impacts - $50,000 $51,000 $52,020 $53,060 $206,080 465
FY 2 0 2 4 / 2 5 A ND FY 2 0 2 5/ 2 6 P R O P O S E D C A P IT A L I M P R O V E M E NT P R O GR A M B U D GE T | T E C H NO L O GY AN D E Q U I P ME N T FUNDED

FY25 TEMP 19 - CITY HALL DATA CENTER HVAC REMEDIATION
Project Number: FY25 Temp
19 Theme / Category: Technology and Equipment
Year Initiated: 2024 Project Manager: Raj Singh
Planned Completion Year: FY 2025/26 Department: Information Technology
Project Type: Distinct Fund: 539 - General
Government
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location
Project Description This project funds the remediation of current issues with the City's data center HVAC and related components. The data center HVAC system is over 13 years old. There are currently two inline units with each of the server rack rows. If one of these fails, which has happened more frequently in recent times, a temporary unit is needed to keep the mission critical equipment functioning. The funding recommended will cover costs associated with the addition of new overhead vents to the outside wall, procurement and installation of emergency cooling units in the data center, purchase of spare compressor and critical components to be readily available in case of emergencies due to extensive lead times, and the addition of a non-load bearing wall to shorten the data center footprint to allow for more efficient air cooling.

Funding Sources Capital Projects Reserve - General Fund Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources - - $350,000 - - - - $350,000
Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Equipment - - $350,000 - - - - $350,000
Total Expenditures - - $350,000 - - - - $350,000
Operating Impacts - - $5,000 $5,000 $5,000 $15,000
466
FY 2 0 2 4 / 2 5 A ND FY 2 0 2 5/ 2 6 P R O P O S E D C A P IT A L I M P R O V E M E NT P R O GR A M B U D GE T | T E C H NO L O GY AN D E Q U I P ME N T FUNDED FY25 TEMP 20 - POLICE VEHICLE MOBILE DATA COMPUTER

REPLACEMENT

Project Number: FY25 Temp
20 Theme / Category: Technology and Equipment
Year Initiated: 2025 Project Manager: Carolyn McDowell
Planned Completion Year: FY 2024/25 Department: Police Department Project Type: Distinct Fund: 539 - General
Government
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Santa Clara Police Dept.

Project Description This project funds the replacement of 67 mobile data computers (MDCs) installed in police vehicles. The Police Department's existing inventory of MDCs will be reaching the end of their useful life and warranty in June 2024. In an effort to avoid the risks of lack of warranty and the high cost of support and maintenance, it is recommended to replace the inventory. This project includes funding for the computers in addition to accessory items such as antennae, modems, and docking stations. This project is partially funded by Citizens' Option for Public Safety (COPS) grant funding, as approved by the City Council on December 12, 2023.

Funding Sources Grant funding; Capital Projects Reserve - General Fund Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources - - $515,804 - - - - $515,804
Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Equipment - - $515,804 - - - - $515,804
Total Expenditures - - $515,804 - - - - $515,804
Operating Impacts - - - - - -
467
......
ill!
FY 2 0 2 4 / 2 5 A ND FY 2 0 2 5/ 2 6 P R O P O S E D C A P IT A L I M P R O V E M E NT P R O GR A M B U D GE T | U N FU ND E D P R O JE CT S Five-Year CIP Total Unfunded Need: $1,165,700

UNFUNDED PROJECTS TECHNOLOGY AND EQUIPMENT
6103 - Utility Management Information System (UMIS) Enhancements FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total - - - $1,000 $1,000 $2,000 This project would provide funding to support the continued upgrade and enhancement of UMIS. The unfunded amounts in the out years reflect the General Fund portion of this project. 6501 - FHRMS Update Project
FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total - - $51,400 $51,400 $51,400 $154,200 This project would provide funding to support the full implementation of the PeopleSoft system modules to improve integration and minimize risk within the City's financial and human resources system. This project is partially funded in the two last years of the CIP. The unfunded amount reflects the General Fund portion of this project. 6514 - Consolidate and Upgrade Servers
FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total $56,000 $41,500 $12,000 $27,500 $697,500 $834,500
This project would fund the replacement of aging and end-of-life data center equipment. In addition, as technology and automation of services continues to increase, the present and future computing power and data storage needs have significantly increased. This project would focus on replacing end-of-life equipment with more highly available, reliable and scalable equipment.
6532 - Intranet Collaboration Suite Implementation
FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total - $50,000 $50,000 $50,000 - $150,000 This project would provide funding for the design of the City's intranet, which became end-of-life in April 2021. The unfunded needs reflect the estimated costs associated with a consultant recommendation to migrate the City's Intranet to SharePoint Online. This would provide a mobile-responsive intranet with extensive file storage and sharing features, and it would integrate with other applications built on the Office 365 platform such as OneDrive, Teams, Office, and Planner.

FY25 Temp 18 - IT Berman Building HVAC and Electrical Repairs FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total $25,000 - - - - $25,000
This project would provide funding for improvements to the HVAC and interior electrical systems in the Berman Building. 468
Transportation
469
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470
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | T R AN S P O RT AT I O N

INTRODUCTION
The capital projects within the Transportation theme masterplan, study, design, construct, and maintain local transportation facilities. Transportation facilities include but are not limited to public streets, sidewalks, curb/gutters, accessible ramps, bicycle facilities, street intersections, crosswalks, traffic operations devices (e.g., pedestrian beacons), traffic signals and equipment, traffic and street signage and pavement markings, and landscaped areas. Below are some key statistics relative to existing transportation facilities in Santa Clara.

Transportation Program Infrastructure
Lane Miles of Paved Streets 590
Traffic Signals 145
Miles of Sidewalks 425
Bridges 49
HAWK Beacon 13
Miles of Bicycle Lanes 74
Funding Our Top Priorities
The projects included in the CIP were determined in accordance with both the City Council’s strategic pillars, budget priorities, and the adopted Santa Clara Bicycle Plan Update 2018 and the Santa Clara Pedestrian Masterplan. Below illustrates the funding amount per Strategic Pillar within the Transportation program. The following chart depicts the total funding in the Transportation program by strategic pillar.

Deliver and
Enhance High
Quality Services
and
Infrastructure,
$ 72.8 M, 98%
Manage Strategically
Our Workforce
Capacity and
Resources, $ 1.3 M,
2%
471
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | T R AN S P O RT AT I O N The Transportation CIP totals $74.1 million. Of this amount, $0.1 million is for the Traffic Engineering Consultant Support project which will be shifted to the operating budget effective FY 2025/26, and $1.4 million will be shifted to the operating budget effective FY 2027/28 for the Street Tree Services project. CIP projects were prioritized by the following criteria:

Annual Street Maintenance and Rehabilitation Program
The City has an ongoing allocation for the maintenance and repair of City streets. The City uses the Pavement Management System (PMS) to determine which streets are in critical need of repair or maintenance. The repairs include placing surface seals, replacement of curbs and gutters, as well as installation of roadway striping. This project is partially funded throughout the five-year CIP. The City’s current (Pavement Conditions Index) PCI is 76 as of March 2024.

Without full funding, the PCI is expected to decrease over the next five years.

Bikeway Planning Studies
The City is studying options for implementing new or enhanced bikeway facilities along multiple corridors in Santa Clara. The new bikeway facilities are based on recommendations from the City of Santa Clara Bicycle Plan Update 2018. Studies for the following four corridors began in January 2023 and are expected to be completed by the end of 2024:
 De La Cruz Boulevard (Central Expressway to Lafayette Street) and Coleman Avenue (De La Cruz Boulevard to Brokaw Road)
$1.5
$55.8
$15.1
$1.7
$0.0
$10.0
$20.0
$30.0
$40.0
$50.0
$60.0
Priority A Priority B Priority C Priority D Millions
472
- -
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | T R AN S P O RT AT I O N  Martin Avenue (Lafayette Street to De La Cruz Boulevard) and Walsh Avenue (Bowers Avenue to Lafayette Street)
 Monroe Street (Lawrence Expressway to San Tomas Expressway)  Benton Street (Dunford Way to Lincoln Street)
Santa Clara Vision Zero
With the support of Federal grant funds, the City will develop a Santa Clara Vision Zero Plan through a robust community engagement process and comprehensive citywide safety analysis to identify the highest types, locations, severity, and demographics of collisions occurring within the City. The Plan will develop a collision countermeasure toolbox, which will include programmatic measures and roadway design features that address traffic safety issues. Additionally, a list of potential traffic improvements will be developed and prioritized. This project is funded in FY 2023/24.

Uncontrolled Crosswalks Improvements Project
This project will enhance some of the approximately 200 uncontrolled crosswalks in Santa Clara. The project will assess existing crosswalks that do not contain traffic signal, beacon, or stop controls for vehicles to determine if improvements are needed. This project is partially funded.

Major Accomplishments
 On November 20, 2023, the City of Santa Clara and Silicon Valley Power, in partnership with the City of Cupertino and the State of California, launched a new public on-demand rideshare service in the southern half of Santa Clara called Silicon Valley (SV) Hopper. The California State Transportation Agency awarded approximately $8.5 million to continue Cupertino's existing on-demand shuttle program and expand service into Santa Clara with a zero-emissions fleet provided by the shuttle operator Via. SV Hopper offers a user-friendly rideshare service through a mobile app, providing convenient transportation throughout Cupertino, the southern half of Santa Clara, and to specific destinations beyond the city limits.  In FY 2023/24, obtained a $9 million One Bay Area (OBAG) grant to build bicycle and pedestrian improvements within Central Santa Clara.
 In February 2023, obtained a $450,000 grant from the Federal Safe Streets for All (SS4A) grant funding to develop a Vision Zero Plan for Santa Clara.
 In FY 2023/24, obtained a $154,000 grant to study the addition of bicycle facilities along Bowers Avenue.  Completed design work for the Permanent Changeable Message Signs, Great America Parkway and Mission College Boulevard Intersection Improvements, Bassett and Laurelwood Bicycle Lane, Great America Parkway and Tasman Drive Traffic Signal Interconnect, and Intelligent Transportation Systems Rehabilitation Phase 2 projects.
 Completed construction work for the Santa Clara School Access Improvements and Uncontrolled Crosswalks Phase 1 projects.
 Completed inspections of the City’s street conditions and identified areas that have impacts on safety, durability, and appearance.
 Completed preventative maintenance and rehabilitation for approximately 42 lane miles of street pavement in 2022 and 2023.
473
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | T R AN S P O RT AT I O N Financing Sources
Gas Tax
The Gas Tax Fund accounts for revenues and expenditures received from the State of California under Street and Highway Code Sections 2105, 2106, and 2107. Gas tax is imposed by the State as a per-gallon excise tax on gasoline and diesel fuel. Cities and counties receive an allocation from the State based on population and the proportion of registered vehicles. This funding is restricted for street maintenance, construction, and a limited amount for engineering.

Road Maintenance and Rehabilitation Account of 2017 (RMRA) On April 28, 2017 the Governor signed Senate Bill (SB) 1 which is known as the Road Repair and Accountability Act of 2017. To address basic road maintenance, rehabilitation and critical safety needs on both the state highway and local streets and road system, SB 1 increased per gallon fuel excise taxes, increased diesel fuel sales taxes and vehicle registration fees, and included a provision for inflationary adjustments to tax rates in future years. The City must comply with all relevant laws, regulations, and policies including: develop and submit a list of projects to the California Transportation Commission (CTC) each fiscal year, develop and submit a project expenditure report to the CTC each fiscal year, and comply with all requirements including reporting requirements for the RMRA funding.

Vehicle Registration Fee
On November 2, 2010, Santa Clara County voters approved Measure B, which levies a $10 annual vehicle registration fee (VRF). The fees collected must be used to pay for programs and projects that have a relationship or benefit to the owners of motor vehicles paying the fee and are consistent with the regional transportation plan.

All revenue collected through the VRF is allocated on a population basis to cities in Santa Clara County. The City has committed and used the revenue from Measure B towards various street maintenance and traffic signal upgrade projects. VRF is reported in the Streets and Highways Improvement Capital Projects Fund.

Grants
The City applies for regional, state, and federal grants to support various transportation programs including road repair/maintenance, bicycle and pedestrian projects, and traffic signal timing projects. These grant opportunities have time constraints and often include a local match in terms of funding.

Measure B
In 2016, Santa Clara County voters approved “Measure B,” a 30-year half-cent county-wide sales tax to fund improvements for nine transportation-related program categories. The program categories are defined as: BART Silicon Valley Phase II, Caltrain Corridor Capacity Improvements, County of Santa Clara Expressways, Local Streets and Roads, Transit Operations, Bicycle/Pedestrian, Caltrain Grade Separations, Highway Interchanges and State Route 85 Corridor. The Santa Clara Valley Transportation Authority administers these funds and the City is eligible to receive either guaranteed funds or competitive funds depending upon the requirements of the individual transportation-related program categories. For example, under the Local Streets and Roads program, the City’s current share of guaranteed annual funding for FY 2024/25 is approximately $3.3 million, The annual funding will vary depending upon adjustments to the funding formula, which accounts for actual taxes collected, changes to population, and adjustment for current roadway lane miles.

Traffic Mitigation Fees
Traffic Mitigation Fees are levied against private development to fund improvements or programs to mitigate City traffic problems that result either directly or indirectly from development projects. Traffic Mitigation Fee revenues may be used for upgrades, expansions or additions to the City’s system of street improvements and related transit, bicycle and pedestrian facilities.
474
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | T R AN S P O RT AT I O N General Fund Capital Projects Reserve
The General Fund Capital Projects Reserve is used to support projects that do not have another funding source.

Operating Budget Impacts
Some capital projects affect future operating budgets due to maintenance costs or additional resources needed.

Such impacts vary from project to project and are taken into consideration during the project review process.

The cost of operating new or expanded infrastructure is included in the operating budget in the fiscal year the asset becomes operational. The table below summarizes anticipated operating and maintenance costs in for the next five fiscal years. These costs are also itemized on the Project Sheets for the individual projects.

Summary of
Operating Impact
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
FY
2028/29
Total
Five-Year
Operating Supplies 0 26,000 27,300 28,666 30,098 112,064 Maintenance 1,500 14,115 14,382 14,655 14,933 59,585
Contractual Services 0 1,050 1,071 1,092 1,114 4,327
Total 1,500 41,165 42,753 44,413 46,145 175,976
Unfunded Needs
The total funding needs for the Transportation program totals $106.5 million in this five-year CIP. Of this amount, $74.1 million is funded, leaving $32.4 million of unfunded needs. Some of the unfunded needs include projects such as uncontrolled crosswalks, pavement maintenance for streets and alleyways, and high priority projects identified in the Bicycle Masterplan and Pedestrian Masterplan. The unfunded needs do not include the bulk of the recommendations identified in the Bicycle Master Plan ($39.3 million in 2018 dollars), Pedestrian Master Plan ($194.0 million in 2019 dollars), and the ADA Self-Evaluation and Transition Plan Draft report ($758.5 million in 2024 dollars).

Funded,
$74.1 M,

69.6%
Unfunded,
$32.4 M,

30.4%
Transportation Total Funding Needs
= $106.5 M
475
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | T R AN S P O RT AT I O N Below are some examples of projects that are partially funded. To see the full list of unfunded projects, please see the Unfunded Projects – Transportation list later in this section. $0.5 M $2.6
$1.1
$46.2 M
$1.3 M
$5.5 M $2.6 $2.2
$8.9 M
$2.0 M
$0.0
$10.0
$20.0
$30.0
$40.0
$50.0
$60.0
ADA Transition
Plan
Implementation
(Public Right of
Way)
Sidewalk, Curb and
Gutter Repair
Bridge
Maintenance
Program
Annual Street
Maintenance and
Rehabilitation
Program
Cupertino-Santa
Clara On-Demand
Shuttle Project $ in millions
Funded Unfunded
476
■ ■
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | P R O JE CT C OS T S U M MA R Y

FUNDED PROJECTS BUDGETED COST SUMMARY
Transportation Project 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Five-Year CIP Total
1202 - Agnew Road At-Grade
Crossing $560,645 - - - - - - 1204 - Saratoga Creek Trail (Homeridge Park to Central Park) $3,013,085 - - - - - - 1205 - Pepper Tree Neighborhood Traffic
Calming Study
$91,055 - - - - - - 1211 - Neighborhood Traffic
Calming $539,173 $100,000 $105,000 $110,250 $115,763 $121,551 $552,564 1212 - LED Traffic Signal &
Safety Light Replacements $1,549,020 - $300,000 - $300,000 - $600,000 1217 - Traffic Signal Management
Software Upgrade/Replacement $1,520,685 - - - - - - 1218 - Traffic Pre-Emptors $879,265 - - - - - - 1219 - Traffic Signal Enhancements $1,086,781 $1,000,000 $150,000 $1,000,000 $150,000 $1,000,000 $3,300,000 1220 - Pedestrian and
Bicycle Enhancement
Facilities
$623,066 $100,000 $365,000 $500,000 $500,000 $500,000 $1,965,000 1225 - Santa Clara VTA -
Congestion Management Program $271,421 $281,000 $291,000 $301,500 $312,300 $323,500 $1,509,300 1226 - Uncontrolled Crosswalks
Improvements $3,214,918 $1,000,000 $250,000 $250,000 $1,000,000 $250,000 $2,750,000 1227 - Changeable Message
Signs $3,484,809 - - - - - - 1232 - Traffic Signal
Interconnect Upgrade $935,561 $250,000 $100,000 $250,000 $100,000 $500,000 $1,200,000 1234 - Transportation Modeling
Update $137,269 - $50,000 - $50,000 - $100,000
1235 - Annual Street
Maintenance and Rehabilitation
Program
$21,166,732 $11,168,373 $8,766,458 $8,766,458 $8,766,458 $8,766,458 $46,234,205 1239 - Adaptive Signal System $1,850,000 - - - - - - 1244 - Scott Blvd Traffic Signal Interconnect & Coordination $121,426 - - - - - - 1245 - Benton Bike Lanes $1,506,530 - - - - - - 477
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | P R O JE CT C OS T S U M MA R Y

FUNDED PROJECTS BUDGETED COST SUMMARY
Transportation Project 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Five-Year CIP Total
1246 - Bassett and Laurelwood
Bicycle Lanes $1,391,536 - - - - - - 1247 - Lick Mill-East River Parkway Crosswalk
Improvements
$11,576 - - - - - - 1250 - ADA Transition Plan
Implementation (Public Right of
Way)
$262,306 $250,000 $250,000 - - - $500,000
1251 - HAWK Beacon on Scott
and Harrison $260,880 - - - - - - 1254 - Public Right-of-Way ADA Improvements (Settlement
Agreement)
$4,814,782 - - - - - - 1255 - Adaptive Signal System
(Santana West Settlement
Agreement)
$950,000 - - - - - - 1256 - Traffic Engineering
Consultant Support $277,393 $100,000 - - - - $100,000
1259 - Monroe - Los Padres
Traffic Signal Modification $652,378 - - - - - - 1260 - Traffic Calming (Santana West Settlement
Agreement)
$250,000 - - - - - - 1261 - Santa Clara School
Access Improvements $1,145,155 - - - - - - 1266 - El Camino Real Bike Lane Project $200,000 $515,000 $135,000 - - - $650,000
1267 - Lick Mill Pedestrian
Beacons Upgrade $500,000 - - - - - - 1271 - Tree Replacement $17,747 - - - - - - 1272 - TDA 21 Bicycle Facilities Upgrade $131,410 - - - - - - 1273 - Street Tree Services $651,303 $438,720 $451,882 $465,438 - - $1,356,040 1274 - Lafayette Street Class IV
Bikeway and Pavement
Rehabilitation
$597,568 - - - - - - 1275 - De La Cruz Boulevard
Class IV Bikeway Study $230,236 - - - - - -
478
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | P R O JE CT C OS T S U M MA R Y

FUNDED PROJECTS BUDGETED COST SUMMARY
Transportation Project 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Five-Year CIP Total
1276 - Monroe Street Class II
Buffered Bicycle Lane Study
$250,234 - - - - - - 1277 - Walsh Avenue Class IV
Bikeway Study $282,515 - - - - - - 1279 - Multi-Jurisdictional Transportation Technology $135,000 - - - - - - 1280 - MCB Class IV Bike Lanes $65,000 - - - - - - 1281 - Bicycle Plan Implementation Studies - - - $400,000 - $400,000 $800,000 1282 - Traffic Impact Fee Nexus
Study Update $300,000 - - - - - - 1284 - Santa Clara Pedestrian and Bicycle School Safety $20,000 - - - - - - 1285 - Pruneridge Avenue Signal Timing $1,000,000 - - - - - - 1286 - Tasman Complete Streets Plan 2021 Improvements Phase
1 – North San Jose Settlement
$3,000,000 $1,750,000 $1,750,000 $1,500,000 $1,330,000 - $6,330,000 1287 - Citywide Priority Curb
Ramp $517,806 - - - - - - 1288 - Cupertino-Santa Clara OnDemand Shuttle Project $689,547 $808,855 $501,598 - - - $1,310,453 1325 - Bridge Maintenance
Program $2,189,894 - - $1,130,000 - - $1,130,000
1376 - Safe Routes to School $727,190 $75,000 $75,000 $75,000 $75,000 $75,000 $375,000 1382 - Sidewalk, Curb and Gutter
Repair $1,040,750 $730,000 $730,000 $380,000 $380,000 $380,000 $2,600,000 1385 - Santa Clara
Citywide ITS Project 1 $261,530 - - - - - - 1386 - Santa Clara Citywide ITS Project 2 $1,218,920 - - - - - - FY25 Temp 16 - Quick Build Bike and Pedestrian Safety
Project - - $100,000 $110,000 $120,000 $130,000 $460,000 479
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FUNDED PROJECTS BUDGETED COST SUMMARY
Transportation Project 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Five-Year CIP Total
FY25 Temp 17 - Retroreflective
Borders on Traffic Signal
Backplates
- - $100,000 $100,000 $100,000 - $300,000
Total Transportation Projects $66,594,097 $18,566,948 $14,470,938 $15,338,646 $13,299,521 $12,446,509 $74,122,562 480
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | T R AN S P O RT AT I O N FUNDED

1211 - NEIGHBORHOOD TRAFFIC CALMING
Project Number: 1211 Theme / Category: Transportation
Year Initiated: 2008 Project Manager: Steve Chan
Planned Completion Year: Ongoing Department: Public Works Project Type: Ongoing Fund: 533 - Streets and
Highways
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Citywide
Project Description This is an ongoing project that provides funding for traffic calming studies to address residents' concerns.

The City receives approximately 50 traffic calming study requests per year due to complaints of speeding or an increase in traffic volume in existing neighborhoods. The result of these studies may include recommendations to install traffic calming devices such as signage, striping, markings and/or curb extensions. Project funds can be used for the following: 1) study, design, and implementation of traffic calming measures/quick build traffic improvements/speed reduction programs based on resident request, 2) study, design, and implementation of 15 mph school zones, or 3) future efforts to update the City's Traffic Calming Program guidelines. Major traffic calming improvements identified may require additional funding.

Funding Sources Gas Tax
Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $254,436 $539,173 $100,000 $105,000 $110,250 $115,763 $121,551 $1,346,173 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction $189,864 $532,833 $100,000 $105,000 $110,250 $115,763 $121,551 $1,275,261 Contingencies/Misc $746 $6,090 - - - - - $6,836
Engineering $63,660 $250 - - - - - $63,910
Personnel $166 - - - - - - $166
Total Expenditures $254,436 $539,173 $100,000 $105,000 $110,250 $115,763 $121,551 $1,346,173 Operating Impacts - - - - - -
481
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1212 - LED TRAFFIC SIGNAL & SAFETY LIGHT REPLACEMENTS
Project Number: 1212 Theme / Category: Transportation
Year Initiated: 2008 Project Manager: Steve Chan
Planned Completion Year: Ongoing Department: Public Works Project Type: Ongoing Fund: 533 - Streets and
Highways
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Citywide
Project Description This project will upgrade and replace failing Light Emitting Diode (LED) traffic signal heads (i.e. signal indications) and replace High Pressure Sodium (HPS) safety lights with LED safety lights. Safety lights are streetlights which are placed on top of traffic signal poles.

There are currently 145 traffic signals, and 13 High Intensity Activated Crosswalk (HAWKS) beacons in the City of Santa Clara. These signals and HAWKS are typically equipped with LED traffic signal heads and this project will replace LEDs as they reach their end of life and need replacement as a preventative maintenance measure. Replacing the HPS lights with LED lights will reduce the City's energy costs, making it more environmentally sustainable, and will provide better lighting at signalized intersections.

Funding Sources TDA Article 3 funds, Gas Tax and Vehicle Registration Fees

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $42,672 $1,549,020 - $300,000 - $300,000 - $2,191,692 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction $42,672 $1,549,020 - $300,000 - $300,000 - $2,191,692 Total Expenditures $42,672 $1,549,020 - $300,000 - $300,000 - $2,191,692 Operating Impacts - - - - - -
482
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | T R AN S P O RT AT I O N FUNDED

1219 - TRAFFIC SIGNAL ENHANCEMENTS
Project Number: 1219 Theme / Category: Transportation
Year Initiated: 2011 Project Manager: Steve Chan
Planned Completion Year: Ongoing Department: Public Works Project Type: Ongoing Fund: 533 - Streets and
Highways
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Citywide
Project Description This project will enhance traffic signals throughout the City by performing needs assessments, installing traffic signal poles, conduit, wiring, cabinets, controllers, traffic monitoring cameras, Bluetooth velocity readers, pedestrian crosswalk sensors, video detection systems, and accessible pedestrian signal devices.

These enhancements will upgrade equipment to the latest standards, allow staff to remotely monitor traffic, and improve efficiencies at signalized intersections. Additionally, installing pedestrian crosswalk sensors and ADA compliant pedestrian signals will provide pedestrians with an improved walking environment. The project will assess the needs of the City's 145 traffic signals and recommend enhancements as needed.

Phase I will upgrade controller and service cabinets at several locations on Bellomy Street, Benton Street, and Market Street in conjunction with Phase I of the Traffic Signal Interconnect Upgrade project (533-1232).

Funding Sources Traffic Mitigation Fees and Vehicle Registration Fee

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $44,174 $1,086,781 $1,000,000 $150,000 $1,000,000 $150,000 $1,000,000 $4,430,955 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction $2,357 $761,033 $1,000,000 - $1,000,000 - $1,000,000 $3,763,390 Contingencies/Misc $40,034 $44,129 - - - - - $84,163
Engineering $1,783 $281,619 - $150,000 - $150,000 - $583,402 Total Expenditures $44,174 $1,086,781 $1,000,000 $150,000 $1,000,000 $150,000 $1,000,000 $4,430,955 Operating Impacts - - - - - -
483
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | T R AN S P O RT AT I O N FUNDED

1220 - PEDESTRIAN AND BICYCLE ENHANCEMENT FACILITIES
Project Number: 1220 Theme / Category: Transportation
Year Initiated: 2011 Project Manager: Carol Shariat
Planned Completion Year: Ongoing Department: Public Works Project Type: Ongoing Fund: 533 - Streets and
Highways
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Citywide
Project Description City Council approved the Santa Clara Bicycle Plan Update in 2019 and Pedestrian Master Plan in 2020.

Both plans recommend improvement projects and programs that are currently unfunded. Staff will be pursuing various grant opportunities for project and program funding. This project would be used to fund the local match associated with grant applications for bicycle and pedestrian facilities and programs. This project will also supplement funding for other bicycle lane and pedestrian improvements and programs.

Funding Sources Traffic Mitigation Fees and Silicon Valley Power Greenhouse Gas Program Funds

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $51,074 $623,066 $100,000 $365,000 $500,000 $500,000 $500,000 $2,639,140 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction $44,896 $576,908 $100,000 $365,000 $500,000 $500,000 $500,000 $2,586,804 Contingencies/Misc $4,678 - - - - - - $4,678
Engineering $1,500 $46,158 - - - - - $47,658
Total Expenditures $51,074 $623,066 $100,000 $365,000 $500,000 $500,000 $500,000 $2,639,140 Operating Impacts - - - - - -
484
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | T R AN S P O RT AT I O N FUNDED

1225 - SANTA CLARA VTA - CONGESTION MANAGEMENT PROGRAM
Project Number: 1225 Theme / Category: Transportation
Year Initiated: 2014 Project Manager: Carol Shariat
Planned Completion Year: Ongoing Department: Public Works Project Type: Ongoing Fund: 533 - Streets and
Highways
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Citywide
Project Description This project was previously known as the Santa Clara Valley Transportation Authority - Congestion Management Program project. Per Proposition 111, every county with an urbanized population of more than 50,000 must establish a Congestion Management Agency (CMA). The Valley Transportation Authority (VTA) is the designated CMA for Santa Clara County and it administers the Congestion Management Program (CMP). CMA's are designed to meet the goals of increasing the efficiency of existing transit and roadway systems, planning the best capital improvements to these systems, and improving the local land use decision-making process to support and complement the transportation system investments. This project provides funding for the City’s annual CMP member agency fee.

Funding Sources Traffic Mitigation Fees
Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $1,272,222 $271,421 $281,000 $291,000 $301,500 $312,300 $323,500 $3,052,943 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Contingencies/Misc - $271,421 $281,000 $291,000 $301,500 $312,300 $323,500 $1,780,721 Engineering $1,236,504 - - - - - - $1,236,504
Transfers Out $35,718 - - - - - - $35,718
Total Expenditures $1,272,222 $271,421 $281,000 $291,000 $301,500 $312,300 $323,500 $3,052,943 Operating Impacts - - - - - -
485
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | T R AN S P O RT AT I O N FUNDED

1226 - UNCONTROLLED CROSSWALKS IMPROVEMENTS
Project Number: 1226 Theme / Category: Transportation
Year Initiated: 2017 Project Manager: Falguni Amin
Planned Completion Year: Ongoing Department: Public Works Project Type: Ongoing Fund: 533 - Streets and
Highways
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Various locations throughout the City
Project Description There are over 200 uncontrolled marked crosswalks throughout the City that have been identified for potential rehabilitation and improvements. These locations have been preliminary prioritized based on current speed limit and roadway width. General scope of work for this project includes site assessment and ranking, and may also include installation of signing, striping, and/or traffic control devices. The City further studied and prioritized the first 30 crosswalks for proposed improvements. Phase I was completed in FY 2023/24 and improved five locations at Benton/Sonoma, Bellomy/Alviso, Homestead/University, Washington/Linden, and Washington/Manchester. For Phase II, the scope of work includes the design of improvements at additional crosswalks and will start in FY 2024/25, and construction is to begin in FY 2025/26. Future phases after Phase II including studying additional crosswalks for improvements and assume start of design for three to six locations in one fiscal year and construction in the next. In general improvements include High Intensity Activated Crosswalks (HAWKs), Rectangular Rapid Flashing Beacons (RRFBs), curb bulb-outs, and signing and striping improvements.

Funding Sources Gas Tax

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $242,639 $3,214,918 $1,000,000 $250,000 $250,000 $1,000,000 $250,000 $6,207,557 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction $181,697 $2,462,526 - $250,000 - $1,000,000 - $3,894,223 Contingencies/Misc $11,442 $287,571 - - - - - $299,013
Engineering $49,500 $454,521 $1,000,000 - $250,000 - $250,000 $2,004,021 Personnel - $10,300 - - - - - $10,300
Total Expenditures $242,639 $3,214,918 $1,000,000 $250,000 $250,000 $1,000,000 $250,000 $6,207,557 Operating Impacts $750 $765 $780 $796 $812 $3,903
486
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | T R AN S P O RT AT I O N FUNDED

1232 - TRAFFIC SIGNAL INTERCONNECT UPGRADE
Project Number: 1232 Theme / Category: Transportation
Year Initiated: 2018 Project Manager: Huy Nguyen
Planned Completion Year: FY 2031/32 Department: Public Works Project Type: Distinct Fund: 533 - Streets and
Highways
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Citywide
Project Description The City's Traffic Management Center communicates to the existing 145 traffic signals and 13 HAWKs in the City using a traffic signal interconnect network. Currently, eight locations do not have connections and 36 locations are interconnected via copper cables. This project will install fiber optic communications to these 44 locations to allow remote monitoring and signal timing adjustment. Phase I in FY 2024/25 consists of 16 intersections on Great America Parkway and Tasman Drive; Phase II in FY 2025/26 consists of 12 intersections on Bellomy Street, Benton Street, and Market Street; Phase III in FY 2026/27 consists of six intersections on Scott Blvd; Phase IV in FY 2027/28 consists of three locations on Pruneridge Ave; Phase V in FY 2028/29 consists of four remaining traffic signals; and Phase VI in FY 2028/29 consists of connection to three HAWKs on El Camino Real.

Funding Sources Traffic Mitigation Fees

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $107,656 $935,561 $250,000 $100,000 $250,000 $100,000 $500,000 $2,243,217 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction $14,491 $670,726 $250,000 - $250,000 - $500,000 $1,685,217 Contingencies/Misc - $20,895 - - - - - $20,895
Engineering $93,165 $243,940 - $100,000 - $100,000 - $537,105 Total Expenditures $107,656 $935,561 $250,000 $100,000 $250,000 $100,000 $500,000 $2,243,217 Operating Impacts - - - - - -
487
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | T R AN S P O RT AT I O N FUNDED

1234 - TRANSPORTATION MODELING UPDATE
Project Number: 1234 Theme / Category: Transportation
Year Initiated: 2018 Project Manager: Carol Shariat
Planned Completion Year: Ongoing Department: Public Works Project Type: Ongoing Fund: 533 - Streets and
Highways
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Citywide
Project Description This project, previously titled "Travel Demand Model Update," provides funding to update and maintain the City's Transportation Modeling Update. The modeling was updated in FY 2023/24 and a comprehensive update is necessary every five years over the life of the City's General Plan. Minor updates to the modeling should also occur every other year and the next update is currently anticipated for FY 2025/26. The Transportation Modeling needs to be updated on a regular basis to accurately reflect and approve changes to the General Plan land-use diagram and/or the City's transportation roadway network.

Funding Sources Traffic Mitigation Fees
Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $129,431 $137,269 - $50,000 - $50,000 - $366,700 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Contingencies/Misc $16,700 $25,000 - - - - - $41,700
Engineering $112,731 $112,269 - $50,000 - $50,000 - $325,000 Total Expenditures $129,431 $137,269 - $50,000 - $50,000 - $366,700 Operating Impacts - - - - - -
488
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | T R AN S P O RT AT I O N FUNDED

1235 - ANNUAL STREET MAINTENANCE AND REHABILITATION

PROGRAM

Project Number: 1235 Theme / Category: Transportation
Year Initiated: 2018 Project Manager: Falguni Amin
Planned Completion Year: Ongoing Department: Public Works Project Type: Ongoing Fund: 533 - Streets and
Highways
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Citywide
Project Description This project provides ongoing roadway infrastructure preservation and rehabilitation to maintain the City’s street network of approximately 250 center line miles. Specific yearly projects for streets selected for treatment under the program are based upon pavement condition surveys and analysis through the City’s Pavement Management System (PMS). The PMS prioritizes pavement maintenance projects to provide the most cost-effective maintenance program based upon street condition, remaining service life, and available funds. Annual pavement projects include placing surface seals, resurfacing, and/or reconstruction. Ancillary work includes removing and replacing failed pavement, replacement of concrete curbs, gutters, sidewalks, and curb ramps, and installation of roadway striping and pavement markings.

Funding Sources Gas Tax, Vehicle Registration Fees, Measure B, SB1 RMRA Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $30,312,904 $21,166,732 $11,168,373 $8,766,458 $8,766,458 $8,766,458 $8,766,458 $97,713,841 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction $27,517,000 $18,097,498 $10,051,373 $7,889,458 $7,889,458 $7,889,458 $7,889,458 $87,223,703 Contingencies/Misc $678,041 $721,791 - - - - - $1,399,832 Engineering $2,112,765 $2,347,443 $1,117,000 $877,000 $877,000 $877,000 $877,000 $9,085,208 Personnel $5,098 - - - - - - $5,098
Total Expenditures $30,312,904 $21,166,732 $11,168,373 $8,766,458 $8,766,458 $8,766,458 $8,766,458 $97,713,841 Operating Impacts - - - - - -
489
City of
Santa Clara
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | T R AN S P O RT AT I O N FUNDED

1250 - ADA TRANSITION PLAN IMPLEMENTATION (PUBLIC RIGHT OF WAY)

Project Number: 1250 Theme / Category: Transportation
Year Initiated: 2019 Project Manager: Ferdinand Pastrana Planned Completion Year: Ongoing Department: Public Works Project Type: Ongoing Fund: 533 - Streets and
Highways
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Various locations citywide in the public right-of-way.

Project Description This project provides funding to implement the public right of way improvement recommendations in the City’s Americans with Disabilities Act (ADA) Self Evaluation and Transition Plan. The primary focus for this project is the replacement of existing concrete curb ramps that do not comply with current ADA guidelines, and the installation of new curb ramps where they do not exist in order to remove barriers for accessibility in the public right-of-way. Prior to FY 2024/25, this project was titled Annual Curb Ramp Installation.

Funding Sources Capital Project Reserves - General Fund

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $430,466 $262,306 $250,000 $250,000 - - - $1,192,772 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction $317,209 $229,193 - - - - - $546,402
Contingencies/Misc $28,392 $17,137 $90,000 $80,000 - - - $215,529 Engineering $84,865 $15,976 $160,000 $170,000 - - - $430,841 Total Expenditures $430,466 $262,306 $250,000 $250,000 - - - $1,192,772 Operating Impacts - - - - - -
490
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | T R AN S P O RT AT I O N FUNDED

1256 - TRAFFIC ENGINEERING CONSULTANT SUPPORT
Project Number: 1256 Theme / Category: Transportation
Year Initiated: 2019 Project Manager: Carol Shariat
Planned Completion Year: Ongoing Department: Public Works Project Type: Ongoing Fund: 533 - Streets and
Highways
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Citywide
Project Description This project provides funding to assist Traffic Division staff with the current heavy workload due to the large number of incoming development projects, resident concerns, and City Council requests. Consultant services, as an extension of staff, would be utilized to assist Traffic Division staff with completing tasks such as traffic operations studies, traffic calming studies, speed studies, grant application preparation, resident requests, review of development traffic impact studies, review of traffic control plans, review of development site plans, and review of transportation planning documents. This project is anticipated to be shifted to the Public Works Department operating budget beginning in FY 2025/26.

Funding Sources Capital Projects Reserves - General Fund

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $172,609 $277,393 $100,000 - - - - $550,002 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Engineering $172,609 $277,393 $100,000 - - - - $550,002 Total Expenditures $172,609 $277,393 $100,000 - - - - $550,002 Operating Impacts - - - - - -
491
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | T R AN S P O RT AT I O N FUNDED

1266 - EL CAMINO REAL BIKE LANE PROJECT
Project Number: 1266 Theme / Category: Transportation
Year Initiated: 2020 Project Manager: Vincent Luchessi
Planned Completion Year: FY 2028/29 Department: Public Works Project Type: Distinct Fund: 533 - Streets and
Highways
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location El Camino Real
Project Description The City's Bicycle Plan Update 2018 (Plan) was approved by City Council in September 2019 and includes approximately 160 projects for implementation. This project would fund implementation of bicycle facilities on El Camino Real within City limits and was identified as a high priority project in the Plan. The Plan identifies this section of El Camino Real within City limits as a corridor where a Class IV Separated Bicycle Lane should be installed. To accommodate the desired bicycle facilities along El Camino Real, in January 2022, the Council approved a resolution removing parking along a majority of El Camino Real. The project installs a Class IV Separated Bikeway (striped buffer with bollards) along El Camino Real within City limits (Halford Avenue to Portola Avenue). There are several locations where parking will not be removed at this time due to a lack of private on-site parking. As a result, Class III shared lane markings or bike detours will be considered at these locations.

Funding Sources Silicon Valley Power Greenhouse Gas Program Funds

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources - $200,000 $515,000 $135,000 - - - $850,000 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction - - $400,000 $135,000 - - - $535,000
Engineering - $200,000 $115,000 - - - - $315,000
Total Expenditures - $200,000 $515,000 $135,000 - - - $850,000 Operating Impacts - - - - - -
492
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | T R AN S P O RT AT I O N FUNDED

1273 - STREET TREE SERVICES
Project Number: 1273 Theme / Category: Transportation
Year Initiated: 2022 Project Manager: Chris Fazzi
Planned Completion Year: Ongoing Department: Public Works Project Type: Ongoing Fund: 533 - Streets and
Highways
Strategic Pillar 06 - Manage Strategically Our Workforce Capacity and Resources
Location Citywide
Project Description The Department of Public Works maintains approximately 11,500 street trees. This project supplements the operating budget for contractual tree pruning, removals, planting, and emergency tree services. This project is anticipated to be shifted to the Public Works Department operating budget beginning in FY 2027/28.

Funding Sources Capital Project Reserves - General Fund

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $643,747 $651,303 $438,720 $451,882 $465,438 - - $2,651,090 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction $643,747 $651,303 $438,720 $451,882 $465,438 - - $2,651,090 Total Expenditures $643,747 $651,303 $438,720 $451,882 $465,438 - - $2,651,090 Operating Impacts - - - - - -
493
,,,
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | T R AN S P O RT AT I O N FUNDED

1281 - BICYCLE PLAN IMPLEMENTATION STUDIES
Project Number: 1281 Theme / Category: Transportation
Year Initiated: 2021 Project Manager: Carol Shariat
Planned Completion Year: FY 2029/30 Department: Public Works Project Type: Distinct Fund: 533 - Streets and
Highways
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Various
Project Description This project will complete community outreach, identify existing conditions, complete traffic and parking analyses, and recommend alternatives to implement bicycle facilities approved in the City’s Bicycle Plan.

Some of these alternatives may include parking removal or lane reductions. The project will study potential corridors such as: Warburton Avenue, Saratoga Avenue, Forbes Avenue, and Patrick Henry Drive.

Funding Sources Traffic Mitigation Fees
Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources - - - - $400,000 - $400,000 $800,000
Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Engineering - - - - $400,000 - $400,000 $800,000
Total Expenditures - - - - $400,000 - $400,000 $800,000 Operating Impacts - - - - - -
494
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | T R AN S P O RT AT I O N FUNDED

1286 - TASMAN COMPLETE STREETS PLAN 2021 IMPROVEMENTS
PHASE 1 – NORTH SAN JOSE SETTLEMENT

Project Number: 1286 Theme / Category: Transportation
Year Initiated: 2023 Project Manager: Steve Chan
Planned Completion Year: FY 2027/28 Department: Public Works Project Type: Distinct Fund: 533 - Streets and
Highways
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Tasman Drive
Project Description In 2021, the Valley Transportation Authority in partnership with the Cities of Santa Clara, San Jose, Milpitas, and Sunnyvale completed the Tasman Drive Complete Streets Corridor Study. The goal of the study is to implement multi-modal improvements on this seven-mile stretch of roadway in all four cities.

In July 2022, the City entered into a Settlement Agreement with San Jose related to San Jose's North San Jose development plans. This agreement requires that San Jose provide $9.3 million in transportation funding to Santa Clara for Tasman Complete Streets Improvements in Santa Clara.

Payments are to be made in approximately $1.5 million increments over six years. Payment no. 1 ($1.5 million) was paid to Santa Clara in September 2022 and Payment no. 2 ($1.5 million) was paid in September 2023. Payments 3-6 will be made in 2024, 2025, 2026, and 2027.

Complete Street improvements will be implemented on Tasman Drive in Santa Clara per the Tasman Drive Complete Streets Corridor Study. Complete Street improvement may include sidewalk widening, closing sidewalk gaps on both sides of Tasman Drive, reducing intersection curb radii, installing accessible pedestrian signals, installing bike-friendly storm drain inlet grates, enhancing bike facilities per the Bike Master Plan, pedestrian crosswalks and signal enhancement at Light Rail Stations, closing street lighting gaps, and improving bus shelters.

Funding Sources Settlement Agreement with San Jose for NSJ

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources - $3,000,000 $1,750,000 $1,750,000 $1,500,000 $1,330,000 - $9,330,000 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction - $3,000,000 $1,450,000 $1,750,000 $1,500,000 $1,030,000 - $8,730,000 Engineering - - $300,000 - - $300,000 - $600,000
Total Expenditures - $3,000,000 $1,750,000 $1,750,000 $1,500,000 $1,330,000 - $9,330,000 Operating Impacts - - - - - -
495
11h
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | T R AN S P O RT AT I O N FUNDED

1288 - CUPERTINO-SANTA CLARA ON-DEMAND SHUTTLE PROJECT
Project Number: 1288 Theme / Category: Transportation
Year Initiated: 2022 Project Manager: Steve Chan
Planned Completion Year: FY 2026/27 Department: Public Works Project Type: Distinct Fund: 533 - Streets and
Highways
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Citywide
Project Description This project will provide on-demand, electric powered shuttle service in Santa Clara. The project is a partnership with the City of Cupertino and will expand their existing on-demand shuttle service into Santa Clara in two phases. Phase I, which launched service in November 2023, comprises the southern half of Santa Clara and terminates at the existing Caltrain tracks. Phase II comprises the northern half of Santa Clara and terminates at Highway 237. It is important to note that the service boundaries of the original ViaCupertino Community Shuttle Program will remain the same and include stops at the Sunnyvale Caltrain Station, Kaiser Permanente Santa Clara, and Rancho San Antonio Open Space Preserve in Los Altos. The project received a 50% grant from the State's Transit and Intercity Rail Program (TICRP) that equals $8.5 million for both Cupertino and Santa Clara. The program will run for four years. The goal is to begin Phase II in FY 2026/27. SVP funding covered project costs for FY 2023/24 and FY 2024/25 and partial costs for FY 2025/26. The remaining funding needed for FY 2025/26 and FY 2026/27 has not been determined and staff is pursuing additional funding options, such as additional grant funds to continue the service in Santa Clara during those fiscal years.

Funding Sources SVP funding (Electric Operating Grant Trust Fund Low Carbon Fuel Program) Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources - $689,547 $808,855 $501,598 - - - $2,000,000 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Contractual Services - - $808,855 $501,598 - - - $1,310,453 Engineering - $689,547 - - - - - $689,547
Total Expenditures - $689,547 $808,855 $501,598 - - - $2,000,000 Operating Impacts - - - - - -
496
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | T R AN S P O RT AT I O N FUNDED

1325 - BRIDGE MAINTENANCE PROGRAM
Project Number: 1325 Theme / Category: Transportation
Year Initiated: 2007 Project Manager: Falguni Amin
Planned Completion Year: Ongoing Department: Public Works Project Type: Ongoing Fund: 533 - Streets and
Highways
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Various bridges throughout the City
Project Description This project funds preventative maintenance and rehabilitation for the City's existing bridge inventory. The bridge inventory includes approximately 49 bridges. Of these bridges, two are jointly owned with City of San Jose, and seven are jointly owned with City of Sunnyvale. There are also three additional bridges owned by the State of California for which the City has responsibilities under maintenance agreements. The State of California Department of Transportation (Caltrans) is responsible for performing regular inspections of the bridges involving public streets and identifies recommendations for maintenance and rehabilitation work. The Public Works Department prioritizes the work recommendations for implementation and performs the design and construction under this project.

Funding Sources Bridge Maintenance District Revenues and Capital Project Reserves - General Fund Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $559,672 $2,189,894 - - $1,130,000 - - $3,879,566 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction $559,085 $1,549,894 - - $1,130,000 - - $3,238,979 Engineering - $640,000 - - - - - $640,000
Personnel $587 - - - - - - $587
Total Expenditures $559,672 $2,189,894 - - $1,130,000 - - $3,879,566 Operating Impacts - - - - - -
497
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | T R AN S P O RT AT I O N FUNDED

1376 - SAFE ROUTES TO SCHOOL
Project Number: 1376 Theme / Category: Transportation
Year Initiated: 2015 Project Manager: Carol Shariat
Planned Completion Year: Ongoing Department: Public Works Project Type: Ongoing Fund: 533 - Streets and
Highways
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Various Schools in Santa Clara
Project Description This project provides funding for the City's Safe Routes to School (SRTS) program and can be used to hire a consultant to assist with implementation of the program. The City is utilizing 2016 Measure B funding to continue this program. On November 15, 2022, the City Council approved a three-year agreement with Safe Moves to implement the program. This third phase of SRTS includes 17 schools in the Santa Clara Unified School District. The project will develop/update safe routes to school maps, conduct school walk audits, and implement safety training offered to parents, teachers, and the community.

Funding Sources Measure B Funds
Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $506,966 $727,190 $75,000 $75,000 $75,000 $75,000 $75,000 $1,609,156 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction $465,860 - - - - - - $465,860
Contingencies/Misc $668 $31,615 - - - - - $32,283
Engineering $38,893 $695,575 $75,000 $75,000 $75,000 $75,000 $75,000 $1,109,468 Personnel $1,545 - - - - - - $1,545
Total Expenditures $506,966 $727,190 $75,000 $75,000 $75,000 $75,000 $75,000 $1,609,156 Operating Impacts - - - - - -
498
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | T R AN S P O RT AT I O N FUNDED

1382 - SIDEWALK, CURB AND GUTTER REPAIR
Project Number: 1382 Theme / Category: Transportation
Year Initiated: 2016 Project Manager: Chris Fazzi
Planned Completion Year: Ongoing Department: Public Works Project Type: Ongoing Fund: 533 - Streets and
Highways
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Citywide
Project Description This project funds the repair of concrete sidewalks, curbs, and gutters to maintain accessibility and minimize trip and fall hazards at locations identified throughout the City. Sidewalk, curb, and gutter repairs and replacements are identified, prioritized, and completed throughout the year. The project is in line with the Council strategic pillar of delivering and enhancing high quality efficient services and infrastructure.

Funding Sources Gas Tax and Capital Project Reserves - General Fund Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $2,429,250 $1,040,750 $730,000 $730,000 $380,000 $380,000 $380,000 $6,070,000 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction $2,420,490 $1,040,750 $730,000 $730,000 $380,000 $380,000 $380,000 $6,061,240 Equipment $8,760 - - - - - - $8,760
Total Expenditures $2,429,250 $1,040,750 $730,000 $730,000 $380,000 $380,000 $380,000 $6,070,000 Operating Impacts - - - - - -
499
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | T R AN S P O RT AT I O N FUNDED

FY25 TEMP 16 - QUICK BUILD BIKE AND PEDESTRIAN SAFETY

PROJECT

Project Number: FY25 Temp
16 Theme / Category: Transportation
Year Initiated: 2025 Project Manager: Chase Levasseur
Planned Completion Year: FY 2028/29 Department: Public Works Project Type: Distinct Fund: 533 - Streets and
Highways
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Citywide
Project Description Quick-build is a method of building bike and pedestrian safety improvements such as protected bike lanes, pedestrian crossings, slow streets, street furniture, and more with cost efficient and readily available materials such as paint, cones, barriers and signage. This project will employ Quick-build methods to implement traffic calming and traffic safety improvements.

Funding Sources Gas Tax
Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources - - - $100,000 $110,000 $120,000 $130,000 $460,000 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction - - - $70,000 $75,000 $80,000 $85,000 $310,000 Engineering - - - $30,000 $35,000 $40,000 $45,000 $150,000 Total Expenditures - - - $100,000 $110,000 $120,000 $130,000 $460,000 Operating Impacts - - - - - -
500
11h
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | T R AN S P O RT AT I O N FUNDED

FY25 TEMP 17 - RETROREFLECTIVE BORDERS ON TRAFFIC SIGNAL

BACKPLATES

Project Number: FY25 Temp
17 Theme / Category: Transportation
Year Initiated: 2025 Project Manager: Mark Saturnio
Planned Completion Year: FY 2026/27 Department: Public Works Project Type: Distinct Fund: 533 - Streets and
Highways
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Citywide
Project Description A retroreflective bordered backplate is a yellow retroreflective strip with a minimum width of one-inch and a maximum width of three-inches placed along the perimeter of the face of the signal backplate to project a rectangular appearance at night. Retroreflective bordered backplates help to reduce collisions by providing greater visibility and conspicuity of traffic signal heads, particularly at night and for drivers with vision limitations. Retroreflective backplates are a Federal Highway Administration (FHWA) accepted safety countermeasure shown to reduce total collisions at an intersection by 15% in case studies. This project will implement retroreflective borders on existing traffic signal over several fiscal years.

Funding Sources Gas Tax

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources - - - $100,000 $100,000 $100,000 - $300,000 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction - - - $100,000 $100,000 $100,000 - $300,000 Total Expenditures - - - $100,000 $100,000 $100,000 - $300,000 Operating Impacts - - - - - -
501
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UNFUNDED PROJECTS TRANSPORTATION
1203 - Annual Creek Trail Rehabilitation Program
FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total $1,150,000 $750,000 - - - $1,900,000
In 2019, the City Council adopted the Bicycle Plan Update 2018. Policy 2.C.1 of the Bicycle Masterplan states: "Develop a trail pavement management plan by 2020 and request funding through the capital budget process to perform necessary pavement maintenance" in order to enhance standard operating practices for bicycle facility maintenance. The trail pavements were inspected by a pavement management consultant in 2019 and a pavement management plan was developed. This project would fund pavement preventative maintenance and rehabilitation for the San Tomas Aquino Creek Trail (STACT) and Guadalupe River Trail, including application of seals, removal and replacement of failed asphalt, repair of miscellaneous amenities, and replacing worn-out striping and markings. Preventative maintenance and repair of failed pavements extends the useful life of the City's trail system assets. The project is partially funded through FY 2023/24 to address the highest needs as a first phase of work, but subsequent phases of work are unfunded. Prior to FY 2024/25, this project was titled Annual Creek Trail Rehabilitation Program. 1235 - Annual Street Maintenance and Rehabilitation Program FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total - $2,233,542 $2,233,542 $2,233,542 $2,233,542 $8,934,168 This program would provide ongoing roadway infrastructure preservation and rehabilitation to maintain the City's street network of approximately 250 centerline miles. This unfunded amount represents the additional funding needed to maintain the current Pavement Condition Index (PCI) at 76 for City street network. With the amount of funding currently budgeted for this project, the PCI is expected to decrease annually. 1248 - Pruneridge Avenue Complete Streets Plan
FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total - - $450,000 $2,500,000 - $2,950,000 This project would prepare design documents and construct the City Council's selected roadway alternative for pedestrian and bicycle improvements on Pruneridge Avenue between Pomeroy Avenue and Winchester Boulevard per the City's Pruneridge Avenue Complete Streets Plan (Plan). On August 30, 2022 City Council adopted a design concept with buffered bike lanes (Hybrid Option - Two lanes between Pomeroy Avenue and Luther Drive, four lanes between Gamblin Drive and Saratoga Avenue, two lanes between Harold Avenue and Winchester Boulevard, center turn lane, buffered bike lanes along the project corridor, and parking removal on the south side of Pruneridge Avenue between Saratoga Avenue and Harold Avenue) as the preferred alternative. This project would implement low-cost improvements in order to add dedicated bicycle facilities and pedestrian improvements along the corridor. The entire project is currently unfunded.
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1249 - Multimodal Improvement Plan Phase 1 Projects
FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total - - $740,000 - - $740,000 On September 18, 2018, the City Council adopted the Multimodal Improvement Plan (MIP) and subsequently the MIP Funding Agreement on October 22, 2019 for the Related Santa Clara Development. The MIP was prepared to address projected transportation impacts to seven Congestion Management Program (CMP) intersections in Santa Clara resulting from the City’s approval of the Project and associated EIR in June 2016. As the Related project’s impacts on these intersections cannot be fully mitigated, the City prepared and adopted the MIP, which would evaluate proposed multimodal improvements at or near these intersections. The MIP was also approved by the Valley Transportation Authority (VTA) who administers the CMP. The project will install Phase 1 MIP improvements including bike lockers and racks at three light rail stations, the Convention Center, and six parks, crosswalk motion sensors and accessible pedestrian signals at ten intersections, travel time data collection systems at five intersections, and traffic monitoring cameras at five intersections. The Related development is currently on hold. As Related moves forward, this will be rescoped and brought forward in a future budget cycle.
1250 - ADA Transition Plan Implementation (Public Right of Way) FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total $811,000 $876,000 $1,195,000 $1,267,000 $1,345,000 $5,494,000 This project would address public right-of-way improvement needs identified in the City’s Americans with Disabilities Act (ADA) Self Evaluation and Transition Plan with a focus on upgrading existing concrete curb ramps that do not fully comply with the current ADA guidelines and installing new ADA compliant curb ramps when necessary. This project is partially funded in FY 2024/25 and FY 2025/26, while the outyears remain unfunded. With the partial funding in the first two years of the CIP, a reduced number of curb ramps will be installed, and no curb ramps would be installed in the unfunded outyears.
1258 - Multimodal Improvement Plan Phase 2 Projects
FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total - - - - $1,340,000 $1,340,000 On September 18, 2018, the City Council adopted the Multimodal Improvement Plan (MIP) for the Related Santa Clara Development. The MIP was prepared to address projected transportation impacts to seven Congestion Management Program (CMP) intersections in Santa Clara resulting from the City’s approval of the Project and associated EIR in June 2016. As the Related project’s impacts on these intersections cannot be fully mitigated, the City prepared and adopted the MIP, which would evaluate proposed multimodal improvements at or near these intersections. The MIP was also approved by the Valley Transportation Authority (VTA) who administers the CMP. The project will install Phase 2 MIP improvements including a Great America Station Study led by VTA, bike lockers/racks at seven locations, traffic monitoring cameras at three intersections, travel time data collection systems at 11 intersections, crosswalk motion sensors and accessible pedestrian signals at seven intersections, and upgraded safety lighting at nine intersections. The Related development is currently on hold. As Related moves forward, this will be rescoped and brought forward in a future budget cycle.
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1269 - Bicycle Route Wayfinding - Phase I
FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total - $100,000 $200,000 - - $300,000 The City's Bicycle Plan Update 2018 (Plan) was approved by City Council in September 2019 and includes six objectives supported by 22 proposed policies. One of these goals is to increase bicycle mode share to five percent by 2026. To support this goal, the Plan includes Policy 3.A.2, which is to develop a city-wide bicycle way-finding system providing access to various City destinations such as schools, commercial centers, libraries, government facilities, and parks. At the September 2019 Bicycle and Pedestrian Advisory Committee (BPAC), BPAC members formed a BPAC subcommittee to investigate and provide a proposal to the full BPAC and staff on how an initial way-finding program could be completed in short order. At the October 2019 BPAC meeting, the subcommittee provided a full presentation on proposed way-finding routes, preliminary cost estimates, and draft designs. This project would utilize the BPAC’s work and with consultant assistance, complete final designs, community outreach for a City-wide Bicycle Route Wayfinding Program. Additionally, Phase I would include implementation along priority routes in Santa Clara. The entire project is currently unfunded. 1270 - Public Alley Pavement Maintenance and Rehabilitation FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total $100,000 $490,000 $490,000 $490,000 $490,000 $2,060,000 This project would fund preventative maintenance and rehabilitation of pavements in public alleys that have been dedicated as public right-of-way even though they only provide access to apartment and commercial properties. In the past, these public alleys have not been part of the City's rehabilitation program. The inventory of public alleys maintained by the City includes approximately 20 with a total center line length of 2.4 miles. The pavement maintenance and rehabilitation work performed under this project includes placing surface seals, resurfacing, and/or reconstruction. The entire project is currently unfunded.
1288 - Cupertino-Santa Clara On-Demand Shuttle Project
FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total - $363,338 $1,643,892 - - $2,007,230 This project provides on-demand, electric powered shuttle service in Santa Clara, also known as Silicon Valley Hopper. The project is a partnership with the City of Cupertino and expands their existing on-demand shuttle service into Santa Clara in two phases. Phase I comprises the southern half of Santa Clara and terminates at the existing Caltrain tracks and service for Phase I started in November 2023. Phase II comprises the northern half of Santa Clara and terminates at Highway 237. In addition to service in Cupertino and southern Santa Clara, shuttle service also includes stops at the Sunnyvale Caltrain Station, Kaiser Permanente Santa Clara, and Rancho San Antonio Open Space Preserve in Los Altos. The project received a 50% grant from the State's Transit and Intercity Rail Program (TICRP) that equals $8.5 million for both Cupertino and Santa Clara. The program will run for four years. The goal is to begin Phase II in FY 2026/27. Funding of $2.0 million from SVP will cover project costs for FY 2023/24 and FY 2024/25 and partial costs for FY 2025/26. The remaining funding needed for FY's 2025/26 and 2026/27 has not been determined and staff is pursuing additional funding options, such as additional grant funds to continue the service in Santa Clara during those fiscal years.
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1325 - Bridge Maintenance Program
FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total - - $2,170,000 - - $2,170,000 This project is to perform preventative maintenance and rehabilitation for the City's existing bridge inventory. The bridge inventory includes approximately 49 bridges. Of these bridges, two are jointly owned with City of San Jose, and seven are jointly owned with City of Sunnyvale. There are also three additional bridges owned by the State of California for which the City has responsibilities under maintenance agreements. The State of California Department of Transportation (Caltrans) is responsible for performing regular inspections of the bridges involving public streets and identifies recommendations for maintenance and rehabilitation work. The Public Works Department prioritizes the work recommendations for implementation and performs the design and construction under this project. The unfunded portion would provide funding to address the backlog of maintenance needs that have been identified by Caltrans. 1382 - Sidewalk, Curb and Gutter Repair
FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total $250,000 $279,400 $659,682 $690,872 $722,999 $2,602,953 This project addresses the repair of concrete sidewalks, curbs, and gutters to maintain accessibility and minimize trip and fall hazards at locations identified throughout the City. New ADA ramps are installed through this project to meet requirements as necessary. Additional funding would assist in addressing the current backlog which has increased yearover-year.

FY25 Temp 06 - Median Islands Water Conservation and Drought Tolerant Landscape Improvements FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total $264,500 $1,265,000 - - - $1,529,500
This project identifies medians and public right-of-ways to renovate to waterwise landscaping. It would include creating water conservation and drought tolerant landscape standards within the public right-of-ways and removal of existing turf/shrubs/plants/irrigation to renovate with native plant material, ground cover and drip irrigation. The project does not include removal of any trees. Existing trees would stay and be incorporated into the design. Because the City has multiple medians and right-of-ways, the project would span over multiple years and be broken into phases. Renovation involves a two-year process with year one consisting of the design and bid and year two the construction.

Phase I locations (approximately 44,000 sq ft)
1) Winchester center median (Homestead Road to Market Street) (24,000 sq ft) 2) Lafayette center median (Bellomy Street to Washington Street) (7,000 sq ft) 3) Lafayette roadside (corner of Washington Street and Lafayette St) (3,000 sq ft) 4) Lafayette roadside (corner of Lafayette Way and Lafayette St) (10,000 sq ft) 505
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UNFUNDED PROJECTS TRANSPORTATION
FY25 Temp 07 - Water Conservation and Drought Tolerant Landscaping FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total $127,000 - - - - $127,000
This project would convert existing turf areas to water-efficient and drought tolerant landscaping to save resources and support biodiversity and natural pollinators. It includes removal of existing turf and irrigation and conversion to native plant material, ground cover and drip irrigation. The project does not include removal of any trees. The existing trees would stay and be incorporated into the design. Because the City has multiple turf areas, the project would span over multiple phases. Phase I of the project is located at City Hall.

Phase I locations:
1) Turf along Lincoln Street (Warburton Avenue to Civic Center Drive) (10,000 sq ft) 2) Turf at the corner of Lincoln Street and Civic Center Drive (8,000 sq ft) 3) Turf area on the south side of the fountain (610 sq ft) 4) Turf area in front of Berman Building (330 sq ft)
FY25 TEMP 46 - Public Right of Way Standard Specs and Detail Update FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28 FY 2028/29 Five-Year CIP Total $270,000 - - - - $270,000
The City's Standard Details for Public Works Construction were last issued in 2013, with minor updates periodically to individual elements in the intervening time since the Standards were last issued. Since issuance of the Standards, the need for comprehensive revisions to the Standard Details has been identified through evaluations performed under longrange planning projects, such as the ADA Self-Evaluation and Transition Plan, the Bicycle Plan Update 2018, and the Pedestrian Masterplan, along with revisions necessary to reflect changing products, practices, and methods in the public works construction industry. This project will update the City's Standard Specifications and Standard Details for Public Works Construction with the projects being performed with assistance of professional engineering consultant support services to perform evaluations of the documents, provide recommendations for changes, and performing computer aided drafting services.
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Recycled Water Utilities
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INTRODUCTION
The projects within the Water and Recycled Water Utilities category all aim to efficiently manage water assets within the City, including groundwater wells, storage tanks, water mains, and the recycled water system. The projects provide for the planning, design, construction, and maintenance of the City’s potable and recycled water distribution systems. Projects include the construction of new recycled water pipelines, connection of water services for various areas within the City, and coordination of planning efforts for future expansions of recycled water systems in the County.

Water and Recycled Water Utilities Program
Infrastructure
Miles of Water Mains 335
Miles of Distribution Pipelines 33
Service Connections (Potable Water) 27,000
Service Connections (Recycled Water) 300
Groundwater Wells 26
Water Reservoir Tanks 7
Funding Our Top Priorities
The projects included in the CIP were determined in accordance with both the City Council’s strategic pillars and the budget priorities. Below illustrates the funding amount per Strategic Pillar within the Water and Recycled Water Utilities. Risk assessments and other studies conducted by third-party consultants have helped guide the Water and Sewer Utilities in prioritizing required replacements and upgrades of the water utility infrastructure.

The following chart depicts the total funding in the Water and Recycled Water Utilities program by strategic pillar.

While the majority of the projects primarily address delivering and enhancing high quality efficient services and infrastructure, all water related projects also have a sustainability component as well.

Deliver and
Enhance High
Quality
Efficient
Services and
Infrastructure,
$25.7 M, 98%
Promoting
Sustainability and
Environmental
Protection, $0.6 M,
2%
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The five-year CIP Water and Recycled Water Utilities budget totals $26.3 million. The CIP projects were prioritized by the following criteria:

Distribution System Replacement/Restoration
The Water & Sewer Utilities Department aims to rehabilitate or replace an average of 10,000 linear feet (LF) of water utility mains in the City each year. In addition, this project funds the construction, replacement, rehabilitation or relocation of other water related appurtenances, such as backflow preventers, hydrants, meters that are not funded by developer contributions. By analyzing the frequency and location of water main breaks and taking into account information about the age of water infrastructure, replacements can be targeted to the infrastructure in the worst condition.

New and Replacement Wells
This project funds the associated design, engineering, and construction management services for rehabilitating existing groundwater wells in the City as well as the installation of two new wells during the five-year CIP cycle.

The aim is to replace groundwater wells that are no longer serviceable and construct new wells to maintain the adequacy of water supply and the diversity of the City's water portfolio into the future. $0.0
$26.3
$0.0 $0.0
$0.0
$5.0
$10.0
$15.0
$20.0
$25.0
$30.0
Priority A Priority B Priority C Priority D Millions
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SCADA Improvements
This project funds improvements and upgrades to the existing Supervisory Control and Data Acquisition (SCADA) system and funds any needed replacements to system hardware or software. Once this system is fully upgraded, it will allow for the real time collection of data regarding the operation of the water, sewer, and storm systems, including alarms to warn of dangerous, or soon to be dangerous conditions, and the ability to control the operation of certain assets remotely. The project is also funding the deployment to a new fiber backbone during the five-year CIP.

Recycled Water System Mains and Services
This project funds the installation/upgrade/extension of recycled water services and mains for incoming developments as financially and practically feasible. Recycled water supports the broadening of the City’s water portfolio and offsets the public’s reliance on potable water for non-portable uses (such as irrigation, industrial processing, cooling towers, and toilet flushing), and supports the City’s overall sustainability strategy. Currently, there are over 300 service connections and 33 miles of distribution pipelines.

Major Accomplishments
 Received American Public Works Association (APWA) Award for Project of the Year for Serra Tanks Rehabilitation
 Increased conservation messaging and rebate programs in cooperation with wholesale suppliers and regional partners in response to declared Drought Emergency  Council approved rescinding of drought restrictions while maintaining aggressive conservation outreach as part of long-term sustainability strategy
 Ongoing compliance with Water Quality Regulations, protecting public health and the environment  Ongoing negotiations regarding changing water supply conditions in the Region and State  Implemented Lead and Copper Rule State Regulations
 Ongoing replacement of water main infrastructure and hydraulic model implementation  Allocation of recycled water resources increased from South Bay Water Recycling (SBWR) to support ongoing sustainability strategy
 Exploring design of recycled water extensions to existing City facilities and Parks, as well as new private developments and seeking outside funding sources for the effort  Ongoing negotiations with SFPUC related to becoming a permanent customer  Partnering with the City of San José, Valley Water and SFPUC on alternative water supplies related to potential purified water projects
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Financing Sources
Customer Service Charges
The Water and Recycled Water Utilities program is funded through transfers from the Water Utility Fund and the Recycled Water Utility Fund. Both of these utilities generate revenue primarily through customer service charges from both residences and businesses.

Operating Budget Impacts
There are no additional operating budget impacts associated with the funded projects.

Unfunded Needs
Through this five-year CIP, all capital needs in the Water and Recycled Water Utilities program are fully funded. 512
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FUNDED PROJECTS BUDGETED COST SUMMARY
Water and Recycled Water
Utilities Project 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Five-YearCIP Total 7005 - Buildings and Grounds $2,170,093 $1,050,000 $2,250,000 $50,000 $50,000 $50,000 $3,450,000 7054 - Distribution System
Replacement/Restoration $1,769,376 $3,300,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $15,300,000 7057 - Asset Management
Program $1,267,296 - - - - - - 7058 - SCADA Improvements $801,100 $245,000 $325,000 $350,000 $250,000 $100,000 $1,270,000 7059 - New and Replacement
Wells $3,930,542 $1,200,000 $600,000 $1,800,000 $1,800,000 $300,000 $5,700,000 7060 - Tank Rehabilitation $909,830 - - - - - - 7505 - Recycled Water System Mains and Services $50,000 $400,000 $50,000 $50,000 $50,000 $50,000 $600,000 Total Water and Recycled
Water Utilities Projects $10,898,237 $6,195,000 $6,225,000 $5,250,000 $5,150,000 $3,500,000 $26,320,000 513
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7005 - BUILDINGS AND GROUNDS
Project Number: 7005 Theme / Category: Water and Recycled Water Utilities
Year Initiated: 2016 Project Manager: Lawrence Tam
Planned Completion Year: Ongoing Department: Water and Sewer Utility Dept
Project Type: Ongoing Fund: 592 - Water Utility
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Citywide
Project Description This project funds improvements at Water & Sewer Utility grounds and facilities. Examples include emergency generators and various projects that may be required to mitigate risk and enhance the resiliency of the utilities. Phase 3 of the citywide Standby Generator Replacement Project had its design costs appropriated as part of Council action in 2023. The construction costs for Phase 3 are recommended in FY 2025/26.

Construction costs for the contribution to the Standby Generator Project were calculated in consultation with the Department of Public Works. This project recently funded a contract for landscaping work at water and sewer sites; future contracts will be funded through the Operating Budget.

Funding Sources Customer Service Charges (Water & Sewer) Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $218,595 $2,170,093 $1,050,000 $2,250,000 $50,000 $50,000 $50,000 $5,838,688 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction $18,411 $1,460,000 $1,050,000 $2,250,000 $50,000 $50,000 $50,000 $4,928,411 Contingencies/Misc $198,789 $120,093 - - - - - $318,882 Engineering - $590,000 - - - - - $590,000
Personnel $1,395 - - - - - - $1,395
Total Expenditures $218,595 $2,170,093 $1,050,000 $2,250,000 $50,000 $50,000 $50,000 $5,838,688 Operating Impacts - - - - - -
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7054 - DISTRIBUTION SYSTEM REPLACEMENT/RESTORATION
Project Number: 7054 Theme / Category: Water and Recycled Water Utilities
Year Initiated: 2010 Project Manager: Ahmed Aly
Planned Completion Year: Ongoing Department: Water and Sewer Utility Dept
Project Type: Ongoing Fund: 592 - Water Utility
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Various, Citywide
Project Description This project funds the construction, replacement, rehabilitation or relocation of City water mains, backflow preventers, hydrants, meters and related appurtenances not funded by developer contributions. It is expected that the Sustainable Water Supply Master Plan (Plan), scheduled to be completed in early to mid-calendar year 2025, will likely call for additional capital projects beyond those planned for in this budget. Once the Plan is completed, any additional projects identified will be brought forward for City Council approval. It should be noted that in the first year of this five-year CIP, funding for construction costs associated with water lining under the Union Pacific Railroad (UPRR) tracks (known as Agnew Sidings Project) is included.

Funding Sources Customer Service Charges (Water)

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $20,563,645 $1,770,876 $3,300,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $37,634,521 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction $14,287,326 $1,262,097 $3,300,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $30,849,423 Contingencies/Misc $448 - - - - - - $448
Engineering $1,296,828 $505,528 - - - - - $1,802,356
Equipment $38,024 $1,751 - - - - - $39,775
Personnel $4,831,589 - - - - - - $4,831,589
Srvc From Other FundsAlloc OH $89,204 - - - - - - $89,204 Transfers Out $20,226 $1,500 - - - - - $21,726
Total Expenditures $20,563,645 $1,770,876 $3,300,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $37,634,521 Operating Impacts - - - - - -
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7058 - SCADA IMPROVEMENTS
Project Number: 7058 Theme / Category: Water and Recycled Water Utilities
Year Initiated: 2015 Project Manager: Franz Mortensen
Planned Completion Year: Ongoing Department: Water and Sewer Utility Dept
Project Type: Ongoing Fund: 592 - Water Utility
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Citywide
Project Description This project funds improvements and upgrades to the existing Supervisory Control and Data Acquisition (SCADA) system, including software and hardware that manages the remote sites. This system, when fully upgraded, will allow for the real time collection of data regarding the operation of the water, sewer, and storm systems, including alarms to warn of dangerous, or soon to be dangerous conditions, and the ability to control the operation of certain assets remotely.

The Department recently finished a project upgrading the core systems and is currently conducting remote site surveys detailing necessary improvements and cost, including deployment to a new fiber backbone.

Fiber is proposed to be installed over the first four years of this five-year plan at a cost of approximately $200,000 per year.

Funding Sources Customer Service Charges (Water)
Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $1,926,549 $801,100 $245,000 $325,000 $350,000 $250,000 $100,000 $3,997,649 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction $200,445 $801,100 $245,000 $325,000 $350,000 $250,000 $100,000 $2,271,545 Contingencies/Misc $1,138,081 - - - - - - $1,138,081
Engineering $581,517 - - - - - - $581,517
Personnel $6,506 - - - - - - $6,506
Total Expenditures $1,926,549 $801,100 $245,000 $325,000 $350,000 $250,000 $100,000 $3,997,649 Operating Impacts - - - - - -
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7059 - NEW AND REPLACEMENT WELLS
Project Number: 7059 Theme / Category: Water and Recycled Water Utilities
Year Initiated: 2015 Project Manager: Lawrence Tam
Planned Completion Year: Ongoing Department: Water and Sewer Utility Dept
Project Type: Ongoing Fund: 592 - Water Utility
Strategic Pillar 02 - Deliver and Enhance High Quality Efficient Services and Infrastructure
Location Citywide
Project Description This project provides funding for design, engineering, and construction management services for rehabilitating existing City groundwater wells as well as the installation of two new wells during the five-year CIP plan. The construction of the two new wells is planned for FY 2026/27 and FY 2027/28. The budgeted costs will also include site improvements after construction.

Funding Sources Customer Service Charges (Water)
Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $714,783 $3,930,542 $1,200,000 $600,000 $1,800,000 $1,800,000 $300,000 $10,345,325 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction $5,560 $2,592,120 - - - - - $2,597,680
Engineering $662,633 $1,338,422 $1,200,000 $600,000 $1,800,000 $1,800,000 $300,000 $7,701,055 Personnel $46,590 - - - - - - $46,590
Total Expenditures $714,783 $3,930,542 $1,200,000 $600,000 $1,800,000 $1,800,000 $300,000 $10,345,325 Operating Impacts - - - - - -
517
iffT'
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | W AT E R AN D RE C Y C LE D W A T E R

UT I LIT IE S
FUNDED

7505 - RECYCLED WATER SYSTEM MAINS AND SERVICES
Project Number: 7505 Theme / Category: Water and Recycled Water Utilities
Year Initiated: 2014 Project Manager: Lawrence Tam
Planned Completion Year: Ongoing Department: Water and Sewer Utility Dept
Project Type: Ongoing Fund: 597 - Recycled Water
Strategic Pillar 07 - Promote Sustainability and Environmental Protection
Location Various, Citywide
Project Description This project provides funding, when funding is not provided by developers, for the installation, upgrade, or extension of recycled water mains for developments on a case-by-case basis as well as the installation of pressure gauges to measure the pressure being received by recycled water customers for approved uses.

The City supports the use of recycled water in new and existing developments for irrigation and other nonpotable uses. Recycled water supports the City’s overall sustainability strategy offsetting potable water use. It should be noted that in the first year of this five-year CIP, funding of construction costs related to the recycled water lining under the Union Pacific Railroad (UPRR) tracks (known as Agnew Sidings Project) is included.

Funding Sources Customer Service Charges (Recycled Water)

Funding Sources All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Total Sources $820,054 $50,000 $400,000 $50,000 $50,000 $50,000 $50,000 $1,470,054 Expenditures All Prior
Actuals 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 Total Construction $293,425 $50,000 $400,000 $50,000 $50,000 $50,000 $50,000 $943,425 Contingencies/Misc $230 - - - - - - $230
Engineering $6,572 - - - - - - $6,572
Equipment $2,886 - - - - - - $2,886
Personnel $160,725 - - - - - - $160,725
Srvc From Other FundsAlloc OH $8,773 - - - - - - $8,773 Transfers Out $347,443 - - - - - - $347,443
Total Expenditures $820,054 $50,000 $400,000 $50,000 $50,000 $50,000 $50,000 $1,470,054 Operating Impacts - - - - - -
518
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | A P P E ND I CE S BUDGET AMENDMENTS TO THE FY 2024/25 ADOPTED

OPERATING BUDGET
The FY 2023/24 and FY 2024/25 Biennial Operating Budget was approved in June 2023. While there is an adopted operating budget for FY 2024/25, adjustments are needed to reflect revised revenue estimates and updated costs. This section provides details on those recommended adjustments and includes the following:

Summary of Revenue Changes by Fund
This document summarizes the FY 2024/25 Adopted Revenue estimate, the proposed changes, and the FY 2024/25 Amended Revenue estimate by fund.

Summary of Expenditure Changes by Fund
This document summarizes the FY 2024/25 Adopted Expenditures, the proposed changes, and the FY 2024/25 Amended Expenditures by fund.

FY 2024/25 Operating Budget Amendments Detail by Fund
This document provides details on the recommended revenue and expenditure changes by fund. These amendments reflect changes such as negotiated salary agreements and required contributions to the California Public Employee Retirement System (CalPERS) across all operating funds. The recommended amendments also incorporate items identified by departments as critical adjustments needed in their operating budget. The document is sorted by fund type.

Department Operating Changes
This document provides summaries of operating changes by department. Each department summary displays the budget by category and by fund. The FY 2024/25 Adopted and FY 2024/25 Amended budgets are shown for each line item, along with the change between the two budgets. The detail of the budget amendment column is reflected in the FY 2024/25 Operating Budget Amendments section. 519
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | A P P E ND I CE S OPERATING BUDGET CHANGE SUMMARY | REVENUE
Fund Type
FY 2024/25
Adopted
Budget
Amendments
FY 2024/25
Amended
General Fund
001 General Fund 287,341,981 9,829,012 297,170,993
Total General Fund 287,341,981 9,829,012 297,170,993
Special Revenue Funds
463 Bridge Maintenance District #2 Fund 80,000 10,000 90,000 155 Building Development Services Fund 16,164,000 0 16,164,000 220 Building Special Programs and Training Fund 44,995 0 44,995 165 City Affordable Housing Fund 1,168,177 0 1,168,177
027 Community Facilities District No. 2019-1 (Lawrence
Station) Fund
450,298 (58,741) 391,557
026 Convention Center Maintenance District Fund 1,774,119 88,706 1,862,825 025 Downtown Parking Maintenance Fund 158,850 (7,650) 151,200 077 Endowment Care Fund 130,000 50,000 180,000
158 Fire Development Service Fund 3,081,750 195,750 3,277,500 178 Fire Operating Grant Trust Fund 4,513,514 (216,231) 4,297,283 121 Gas Tax Fund 3,500,000 0 3,500,000
562 Housing and Urban Development Fund 1,518,534 1,013,534 2,532,068 164 Housing Authority Fund 252,496 0 252,496
169 Housing Successor Agency Fund 1,306,326 0 1,306,326 111 Parks and Recreation Operating Grant Trust Fund 152,363 0 152,363 076 Perpetual Care Fund 500 0 500
221 Public, Educational, and Governmental Fee Fund 200,000 0 200,000 122 Road Maintenance and Rehabilitation (SB1) Fund 2,550,000 360,000 2,910,000 123 Traffic Mitigation Fund 1,150,000 (100,000) 1,050,000 Total Special Revenue Funds 38,195,922 1,335,368 39,531,290 Enterprise Funds
093 Cemetery Fund 1,603,500 0 1,603,500
860 Convention Center Enterprise Fund 18,193,014 420,000 18,613,014 191 Electric Operating Grant Trust Fund 40,164,067 8,641,818 48,805,885 091 Electric Utility Fund 757,243,956 (1,011,365) 756,232,591 094 Sewer Utility Fund 47,453,903 (464,100) 46,989,803
096 Solid Waste Fund 41,081,879 514,857 41,596,736
097 Water Recycling Fund 8,594,538 (87,200) 8,507,338
092 Water Utility Fund 66,333,834 (2,236,899) 64,096,935 Total Enterprise Funds 980,668,691 5,777,111 986,445,802 520
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | A P P E ND I CE S OPERATING BUDGET CHANGE SUMMARY | REVENUE
Fund Type
FY 2024/25
Adopted
Budget
Amendments
FY 2024/25
Amended
Internal Service Funds
048 Communication Acquisitions Fund 1,013,568 54,336 1,067,904 053 Fleet Operations Fund 5,649,029 303,874 5,952,903
045 Information Technology Services Fund 12,956,944 2,282,394 15,239,338 044 Public Works Capital Projects Management Fund 4,362,916 10,758 4,373,674 082 Special Liability Insurance Fund 6,497,000 33,000 6,530,000 050 Vehicle Replacement Fund 6,251,978 (982,587) 5,269,391 081 Workers' Compensation Fund 6,327,000 0 6,327,000
Total Internal Service Funds 43,058,435 1,701,775 44,760,210 Other Agency Funds
801 Sports and Open Space Authority Fund 10,200 0 10,200 Total Other Agency Funds 10,200 0 10,200
Debt Service Funds
491 Electric Utility Debt Service Fund 36,296,170 111,257,832 147,554,002 431 Public Facilities Financing Corporation Fund 1,406,440 0 1,406,440 494 Sewer Utility Debt Service Fund 1,050,000 (1,050,000) 0 Total Debt Service Funds 38,752,610 110,207,832 148,960,442 Grand Total Revenues 1,388,027,839 128,851,098 1,516,878,937 Less Transfers In and Interfund Revenues* (165,836,276) (161,647,429) (327,483,705) Net Total Operating Revenues 1,222,191,563 (32,796,331) 1,189,395,232 * Excludes internal services fund operating budget, non-City Convention Center activities, and all transfers 521
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | A P P E ND I CE S OPERATING BUDGET CHANGE SUMMARY |

EXPENDITURES
Fund Type
FY 2024/25
Adopted
Budget
Amendments
FY 2024/25
Amended
General Fund
001 General Fund 287,458,968 19,132,362 306,591,330
Total General Fund 287,458,968 19,132,362 306,591,330
Special Revenue Funds
463 Bridge Maintenance District #2 Fund 80,000 (80,000) 0 155 Building Development Services Fund 14,846,926 438,260 15,285,186 220 Building Special Programs and Training Fund 44,995 0 44,995 165 City Affordable Housing Fund 1,595,486 (1,839) 1,593,647 027 Community Facilities District No. 2019-1 (Lawrence
Station) Fund
384,471 1,671 386,142
026 Convention Center Maintenance District Fund 1,774,119 88,706 1,862,825 025 Downtown Parking Maintenance Fund 144,609 8,517 153,126 077 Endowment Care Fund 30,000 0 30,000
158 Fire Development Service Fund 3,264,818 131,585 3,396,403 178 Fire Operating Grant Trust Fund 4,513,514 (216,231) 4,297,283 121 Gas Tax Fund 2,550,000 1,970,000 4,520,000
562 Housing and Urban Development Fund 2,115,381 416,687 2,532,068 164 Housing Authority Fund 414,581 54,350 468,931
169 Housing Successor Agency Fund 899,463 3,116 902,579 111 Parks and Recreation Operating Grant Trust Fund 152,363 0 152,363 076 Perpetual Care Fund 500 0 500
221 Public, Educational, and Governmental Fee Fund 200,000 0 200,000 122 Road Maintenance and Rehabilitation (SB1) Fund 2,500,000 1,801,915 4,301,915 123 Traffic Mitigation Fund 1,600,000 (269,000) 1,331,000 Total Special Revenue Funds 37,111,226 4,347,737 41,458,963 Enterprise Funds
093 Cemetery Fund 1,591,088 40,349 1,631,437
860 Convention Center Enterprise Fund 18,284,444 2,262,630 20,547,074 191 Electric Operating Grant Trust Fund 34,309,180 34,517,119 68,826,299 091 Electric Utility Fund 752,145,329 (59,198,932) 692,946,397 094 Sewer Utility Fund 50,232,161 (6,385,494) 43,846,667 096 Solid Waste Fund 40,785,274 539,924 41,325,198
097 Water Recycling Fund 9,502,867 (195,327) 9,307,540
092 Water Utility Fund 61,185,602 769,531 61,955,133
Total Enterprise Funds 968,035,945 (27,650,200) 940,385,745 522
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | A P P E ND I CE S OPERATING BUDGET CHANGE SUMMARY |

EXPENDITURES
Fund Type
FY 2024/25
Adopted
Budget
Amendments
FY 2024/25
Amended
Internal Service Funds
048 Communication Acquisitions Fund 1,013,568 54,336 1,067,904 053 Fleet Operations Fund 5,651,174 287,841 5,939,015
045 Information Technology Services Fund 12,956,944 2,282,394 15,239,338 044 Public Works Capital Projects Management Fund 4,362,916 10,758 4,373,674 082 Special Liability Insurance Fund 6,497,000 33,000 6,530,000 087 Unemployment Insurance Fund 110,000 0 110,000
050 Vehicle Replacement Fund 4,386,000 1,441,284 5,827,284 081 Workers' Compensation Fund 6,327,000 110,000 6,437,000 Total Internal Service Funds 41,304,602 4,219,613 45,524,215 Other Agency Funds
801 Sports and Open Space Authority Fund 10,200 0 10,200 Total Other Agency Funds 10,200 0 10,200
Debt Service Funds
491 Electric Utility Debt Service Fund 36,296,170 111,257,832 147,554,002 431 Public Facilities Financing Corporation Fund 1,405,940 0 1,405,940 494 Sewer Utility Debt Service Fund 2,945,824 357,938 3,303,762 Total Debt Service Funds 40,647,934 111,615,770 152,263,704 Grand Total of Expenditures by Fund 1,374,568,875 111,665,282 1,486,234,157 Less Transfers Out and Interfund Expenses* (247,455,561) (169,007,852) (416,463,413) Net Total Operating Expenditures 1,127,113,314 (57,342,570) 1,069,770,744 * Excludes internal services fund operating budget, non-City Convention Center activities, and all transfers 523
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | E LE CT E D CI T Y C L E R K’S O F FI C E DEPARTMENT SUMMARY | ELECTED CITY CLERK’S OFFICE
FY 2024/25
Adopted
Budget
Amendments
FY 2024/25
Amended
Dollars by Category
Salary and Benefits
Salary 24,000 (6,000) 18,000
Retirement 8,198 (1,903) 6,295
Medicare 348 (87) 261
Total Salary and Benefits 32,546 (7,990) 24,556
Non-Personnel
Materials/Services/Supplies 460,800 0 460,800
Interfund Services 0 0 0
Total Non-Personnel 460,800 0 460,800
Total by Category 493,346 (7,990) 485,356
Dollars by Fund
General Fund 493,346 (7,990) 485,356
Total by Fund 493,346 (7,990) 485,356
524
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | A S S I S T A NT CIT Y C L E R K’ S O F F I CE DEPARTMENT SUMMARY | ASSISTANT CITY CLERK’S OFFICE
FY 2024/25
Adopted
Budget
Amendments
FY 2024/25
Amended
Dollars by Category
Salary and Benefits
Salary 697,141 11,804 708,945
As-Needed 53,583 0 53,583
Overtime 1,108 0 1,108
Retirement 269,726 11,847 281,573
Health Allocation 108,145 (6,122) 102,023
Medicare 11,777 92 11,869
Social Security 48,067 965 49,032
Other Benefits 43,898 (2,029) 41,869
Total Salary and Benefits 1,233,445 16,557 1,250,002
Non-Personnel
Materials/Services/Supplies 229,966 7,200 237,166
Interfund Services 110,311 19,432 129,743
Total Non-Personnel 340,277 26,632 366,909
Total by Category 1,573,722 43,189 1,616,911
Dollars by Fund
General Fund 1,573,722 43,189 1,616,911
Total by Fund 1,573,722 43,189 1,616,911
525
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | C I T Y AT T O R NE Y ’ S O F F I C E DEPARTMENT SUMMARY | CITY ATTORNEY’S OFFICE
FY 2024/25
Adopted
Budget
Amendments
FY 2024/25
Amended
Dollars by Category
Salary and Benefits
Salary 1,640,044 137,781 1,777,825
As-Needed 54,475 0 54,475
Retirement 635,677 75,053 710,730
Health Allocation 120,574 29,131 149,705
Medicare 26,129 2,312 28,441
Social Security 67,370 9,487 76,857
Other Benefits 58,907 13,393 72,300
Total Salary and Benefits 2,603,176 267,157 2,870,333
Non-Personnel
Materials/Services/Supplies 535,643 (126,980) 408,663
Interfund Services 66,883 11,782 78,665
Total Non-Personnel 602,526 (115,198) 487,328
Total by Category 3,205,702 151,959 3,357,661
Dollars by Fund
General Fund 3,205,702 151,959 3,357,661
Total by Fund 3,205,702 151,959 3,357,661
526
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | C I T Y A UD IT O R ’ S O F F I CE DEPARTMENT SUMMARY | CITY AUDITOR’S OFFICE
FY 2024/25
Adopted
Budget
Amendments
FY 2024/25
Amended
Dollars by Category
Salary and Benefits
Salary 382,345 (15) 382,330
Retirement 185,440 4,730 190,170
Health Allocation 22,772 0 22,772
Medicare 5,970 0 5,970
Social Security 19,898 930 20,828
Other Benefits 17,518 (51) 17,467
Total Salary and Benefits 633,943 5,594 639,537
Non-Personnel
Materials/Services/Supplies 349,261 0 349,261
Interfund Services 2,285 (905) 1,380
Total Non-Personnel 351,546 (905) 350,641
Total by Category 985,489 4,689 990,178
Dollars by Fund
General Fund 985,489 4,689 990,178
Total by Fund 985,489 4,689 990,178
527
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | MA Y O R AN D CI T Y CO U N CI L

O F F I CE S
DEPARTMENT SUMMARY | MAYOR AND CITY COUNCIL

OFFICES
FY 2024/25
Adopted
Budget
Amendments
FY 2024/25
Amended
Dollars by Category
Salary and Benefits
Salary 613,873 14,965 628,838
As-Needed 20,006 0 20,006
Overtime 593 0 593
Retirement 201,576 10,089 211,665
Health Allocation 59,320 (22,024) 37,296
Medicare 9,312 163 9,475
Social Security 25,828 788 26,616
Other Benefits 25,151 (1,019) 24,132
Total Salary and Benefits 955,659 2,962 958,621
Non-Personnel
Materials/Services/Supplies 113,921 0 113,921
Interfund Services 107,143 17,238 124,381
Total Non-Personnel 221,064 17,238 238,302
Total by Category 1,176,723 20,200 1,196,923
Dollars by Fund
General Fund 1,176,723 20,200 1,196,923
Total by Fund 1,176,723 20,200 1,196,923
528
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | C I T Y MA N A G E R ’S O F FI CE DEPARTMENT SUMMARY | CITY MANAGER’S OFFICE
FY 2024/25
Adopted
Budget
Amendments
FY 2024/25
Amended
Dollars by Category
Salary and Benefits
Salary 1,966,548 240,185 2,206,733
As-Needed 217,629 0 217,629
Retirement 883,525 15,807 899,332
Health Allocation 204,148 40,922 245,070
Medicare 37,565 218 37,783
Social Security 101,630 4,433 106,063
Other Benefits 97,960 3,276 101,236
Total Salary and Benefits 3,509,005 304,841 3,813,846
Non-Personnel
Materials/Services/Supplies 1,325,263 826,847 2,152,110 Interfund Services 688,036 83,403 771,439
Total Non-Personnel 2,013,299 910,250 2,923,549
Total by Category 5,522,304 1,215,091 6,737,395
Dollars by Fund
General Fund 5,175,582 1,416,469 6,592,051
Related Santa Clara Developer Fund 346,722 (201,378) 145,344 Total by Fund 5,522,304 1,215,091 6,737,395
529
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DE P A RT ME NT
DEPARTMENT SUMMARY | COMMUNITY DEVELOPMENT

DEPARTMENT
FY 2024/25
Adopted
Budget
Amendments
FY 2024/25
Amended
Dollars by Category
Salary and Benefits
Salary 11,011,760 (335,617) 10,676,143
As-Needed 417,514 0 417,514
Overtime 74,588 0 74,588
Retirement 3,790,574 156,647 3,947,221
Health Allocation 1,262,449 95,877 1,358,326
Medicare 167,285 1,087 168,372
Social Security 663,295 10,722 674,017
Other Benefits 484,455 (8,510) 475,945
Total Salary and Benefits 17,871,920 (79,794) 17,792,126 Non-Personnel
Materials/Services/Supplies 3,812,212 94,995 3,907,207
Interfund Services 2,129,375 145,117 2,274,492
Other Expenditures 1,306,494 879,597 2,186,091
Transfers to Other Funds 189,295 53,508 242,803
Total Non-Personnel 7,437,376 1,173,217 8,610,593
Total by Category 25,309,296 1,093,423 26,402,719
Dollars by Fund
General Fund 5,392,464 182,849 5,575,313
Building Development Services Fund 14,846,926 438,260 15,285,186 Building Special Programs and Training Fund 44,995 0 44,995 City Affordable Housing Fund 1,595,486 (1,839) 1,593,647 Housing and Urban Development Fund 2,115,381 416,687 2,532,068 Housing Authority Fund 414,581 54,350 468,931
Housing Successor Agency Fund 899,463 3,116 902,579
Total by Fund 25,309,296 1,093,423 26,402,719
530
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | E LE CT R IC UT I LI T Y DE P A R T ME N T DEPARTMENT SUMMARY | ELECTRIC UTILITY DEPARTMENT
FY 2024/25
Adopted
Budget
Amendments
FY 2024/25
Amended
Dollars by Category
Salary and Benefits
Salary 41,770,720 159,782 41,930,502
As-Needed 1,642,000 0 1,642,000
Overtime 8,140,300 0 8,140,300
Retirement 14,449,301 488,580 14,937,881
Health Allocation 4,205,375 577,799 4,783,174
Medicare 844,337 (205,251) 639,086
Social Security 2,466,904 283,187 2,750,091
Other Benefits 1,739,573 124,849 1,864,422
Total Salary and Benefits 75,258,510 1,428,946 76,687,456 Non-Personnel
Materials/Services/Supplies 62,538,574 (999,300) 61,539,274 Resource/Production 493,411,107 (52,749,846) 440,661,261 Interfund Services 12,447,865 2,417,874 14,865,739
Transfers to Other Funds 105,083,320 25,124,583 130,207,903 Contribution In Lieu 37,578,133 (1,779,070) 35,799,063
Capital Outlay 137,000 1,875,000 2,012,000
Total Non-Personnel 711,195,999 (26,110,759) 685,085,240 Total by Category 786,454,509 (24,681,813) 761,772,696
Dollars by Fund
Electric Operating Grant Trust Fund 34,309,180 34,517,119 68,826,299 Electric Utility Fund 752,145,329 (59,198,932) 692,946,397 Total by Fund 786,454,509 (24,681,813) 761,772,696
531
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | F IN A NC E DE P A RT ME N T DEPARTMENT SUMMARY | FINANCE DEPARTMENT
FY 2024/25
Adopted
Budget
Amendments
FY 2024/25
Amended
Dollars by Category
Salary and Benefits
Salary 8,185,673 278,468 8,464,141
As-Needed 192,055 0 192,055
Overtime 18,157 0 18,157
Retirement 3,071,179 185,676 3,256,855
Health Allocation 1,131,398 155,176 1,286,574
Medicare 136,507 2,364 138,871
Social Security 535,147 20,770 555,917
Other Benefits 464,511 1,319 465,830
Total Salary and Benefits 13,734,627 643,773 14,378,400 Non-Personnel
Materials/Services/Supplies 3,342,971 1,671 3,344,642
Interfund Services 1,935,173 297,826 2,232,999
Total Non-Personnel 5,278,144 299,497 5,577,641
Total by Category 19,012,771 943,270 19,956,041
Dollars by Fund
General Fund 19,012,771 941,599 19,954,370
Community Facilities District 2019-1 Lawrence Station
Fund
0 1,671 1,671
Total by Fund 19,012,771 943,270 19,956,041
532
FY 2 0 2 4 / 2 5 A ND FY 2 0 2 5/ 2 6 P R O P O S E D C A P IT A L I M P R O V E M E NT P R O GR A M B U D GE T | F IR E D E P A RT ME NT DEPARTMENT SUMMARY | FIRE DEPARTMENT
FY 2024/25
Adopted
Budget
Amendments
FY 2024/25
Amended
Dollars by Category
Salary and Benefits
Salary 36,484,823 227,379 36,712,202
As-Needed 34,426 11,300 45,726
Overtime 875,129 0 875,129
Retirement 20,837,010 1,161,528 21,998,538
Health Allocation 3,208,679 84,924 3,293,603
Medicare 561,294 (20,964) 540,330
Social Security 137,698 25,131 162,829
Other Benefits 1,287,341 38,588 1,325,929
Total Salary and Benefits 63,426,400 1,527,886 64,954,286 Non-Personnel
Materials/Services/Supplies 1,711,186 193,700 1,904,886 Interfund Services 5,928,613 1,140,111 7,068,724
Capital Outlay 37,000 0 37,000
Transfers to Other Funds 0 8,481 8,481
Total Non-Personnel 7,676,799 1,342,292 9,019,091
Total by Category 71,103,199 2,870,178 73,973,377
Dollars by Fund
General Fund 63,324,867 2,954,824 66,279,691
Fire Development Services Fund 3,264,818 131,585 3,396,403 Fire Operating Grant Trust Fund 4,513,514 (216,231) 4,297,283 Total by Fund 71,103,199 2,870,178 73,973,377
533
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | H U MA N RE S O U RC E S

DE P A RT ME NT
DEPARTMENT SUMMARY | HUMAN RESOURCES DEPARTMENT
FY 2024/25
Adopted
Budget
Amendments
FY 2024/25
Amended
Dollars by Category
Salary and Benefits
Salary 2,134,105 8,132 2,142,237
As-Needed 40,163 0 40,163
Retirement 787,456 29,785 817,241
Health Allocation 244,070 14,462 258,532
Medicare 33,728 (128) 33,600
Social Security 120,853 3,712 124,565
Other Benefits 111,652 (1,499) 110,153
Total Salary and Benefits 3,472,027 54,464 3,526,491
Non-Personnel
Materials/Services/Supplies 818,344 0 818,344
Interfund Services 148,957 26,239 175,196
Total Non-Personnel 967,301 26,239 993,540
Total by Category 4,439,328 80,703 4,520,031
Dollars by Fund
General Fund 4,439,328 80,703 4,520,031
Total by Fund 4,439,328 80,703 4,520,031
534
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | IN F OR M AT I O N T E C HN O L O GY

DE P A RT ME NT
DEPARTMENT SUMMARY | INFORMATION TECHNOLOGY

DEPARTMENT
FY 2024/25
Adopted
Budget
Amendments
FY 2024/25
Amended
Dollars by Category
Salary and Benefits
Salary 1,261,399 189,368 1,450,767
As-Needed 254,488 0 254,488
Retirement 428,921 80,256 509,177
Health Allocation 107,102 32,169 139,271
Medicare 19,129 2,734 21,863
Social Security 56,812 12,880 69,692
Other Benefits 50,901 8,600 59,501
Total Salary and Benefits 2,178,752 326,007 2,504,759
Non-Personnel
Materials/Services/Supplies 10,726,677 1,547,665 12,274,342 Interfund Services 1,515 (278) 1,237
Capital Outlay 250,000 409,000 659,000
Total Non-Personnel 10,978,192 1,956,387 12,934,579
Total by Category 13,156,944 2,282,394 15,439,338
Dollars by Fund
Information Technology Services Fund 12,956,944 2,282,394 15,239,338 Public, Educational and Governmental Fee Fund 200,000 0 200,000 Total by Fund 13,156,944 2,282,394 15,439,338
535
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | L IB R AR Y DE P A RT ME N T DEPARTMENT SUMMARY | LIBRARY DEPARTMENT
FY 2024/25
Adopted
Budget
Amendments
FY 2024/25
Amended
Dollars by Category
Salary and Benefits
Salary 4,933,745 65,206 4,998,951
As-Needed 966,968 52,140 1,019,108
Retirement 1,737,684 74,704 1,812,388
Health Allocation 604,341 28,440 632,781
Medicare 76,510 492 77,002
Social Security 314,650 4,337 318,987
Other Benefits 252,106 (884) 251,222
Total Salary and Benefits 8,886,004 224,435 9,110,439
Non-Personnel
Materials/Services/Supplies 1,568,279 55,870 1,624,149
Interfund Services 863,342 134,575 997,917
Total Non-Personnel 2,431,621 190,445 2,622,066
Total by Category 11,317,625 414,880 11,732,505
Dollars by Fund
General Fund 11,317,625 414,880 11,732,505
Total by Fund 11,317,625 414,880 11,732,505
536
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | N O N - DE P ART ME NT A L DEPARTMENT SUMMARY | NON-DEPARTMENTAL
FY 2024/25
Adopted
Budget
Amendments
FY 2024/25
Amended
Dollars by Category
Salary and Benefits
Salary 4,825,883 149,340 4,975,223
As-Needed 1,479,801 (455,337) 1,024,464
Overtime 3,176,967 598,640 3,775,607
Retirement 397,855 131,875 529,730
Health Allocation 92,148 40,185 132,333
Medicare 17,479 5,358 22,837
Social Security 55,311 14,662 69,973
Other Benefits 442,579 12,910 455,489
Total Salary and Benefits 10,488,023 497,633 10,985,656 Non-Personnel
Materials/Services/Supplies 23,867,592 (446,540) 23,421,052 Interfund Services 8,806,953 976,999 9,783,952
Transfers to Other Funds 6,770,839 11,314,761 18,085,600 Total Non-Personnel 39,445,384 11,845,220 51,290,604
Total by Category 49,933,407 12,342,853 62,276,260
Dollars by Fund
General Fund 31,638,763 10,080,223 41,718,986
Convention Center Enterprise Fund 18,284,444 2,262,630 20,547,074 Sports & Open Space Authority Fund 10,200 0 10,200
Total by Fund 49,933,407 12,342,853 62,276,260
537
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | P AR K S AN D R E C RE AT I ON

DE P A RT ME NT
DEPARTMENT SUMMARY | PARKS AND RECREATION

DEPARTMENT
FY 2024/25
Adopted
Budget
Amendments
FY 2024/25
Amended
Dollars by Category
Salary and Benefits
Salary 8,404,127 (144,194) 8,259,933
As-Needed 2,815,000 43,913 2,858,913
Overtime 64,627 12,953 77,580
Retirement 3,043,224 79,414 3,122,638
Health Allocation 1,249,783 137,118 1,386,901
Medicare 132,773 (850) 131,923
Social Security 555,297 (1,032) 554,265
Other Benefits 325,048 120,874 445,922
Total Salary and Benefits 16,589,879 248,196 16,838,075 Non-Personnel
Materials/Services/Supplies 6,359,703 21,526 6,381,229
Interfund Services 1,850,877 131,560 1,982,437
Transfers to Other Funds 31,322 1,815 33,137
Total Non-Personnel 8,241,902 154,901 8,396,803
Total by Category 24,831,781 403,097 25,234,878
Dollars by Fund
General Fund 22,809,299 362,748 23,172,047
Cemetery Fund 1,591,088 40,349 1,631,437
Community Facilities District 2019-1 Fund 248,531 0 248,531 Endowment Care Fund 30,000 0 30,000
Parks and Recreation Grant Trust Fund 152,363 0 152,363 Perpetual Care Fund 500 0 500
Total by Fund 24,831,781 403,097 25,234,878
538
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | P O LI CE D E P A RT ME NT DEPARTMENT SUMMARY | POLICE DEPARTMENT
FY 2024/25
Adopted
Budget
Amendments
FY 2024/25
Amended
Dollars by Category
Salary and Benefits
Salary 41,173,341 (315,598) 40,857,743
As-Needed 579,998 230,000 809,998
Overtime 2,311,249 0 2,311,249
Retirement 24,306,624 1,049,159 25,355,783
Health Allocation 4,219,965 450,183 4,670,148
Medicare 680,002 (2,849) 677,153
Social Security 707,838 2,123 709,961
Other Benefits 3,887,468 100,717 3,988,185
Total Salary and Benefits 77,866,485 1,513,735 79,380,220 Non-Personnel
Materials/Services/Supplies 3,634,334 0 3,634,334
Interfund Services 8,781,964 375,383 9,157,347
Capital Outlay 1,013,568 54,336 1,067,904
Total Non-Personnel 13,429,866 429,719 13,859,585
Total by Category 91,296,351 1,943,454 93,239,805
Dollars by Fund
General Fund 90,185,180 1,889,118 92,074,298
Communication Acquisitions Fund 1,013,568 54,336 1,067,904 Community Facilities District 2019-1 Lawrence
Station Fund
97,603 0 97,603
Total by Fund 91,296,351 1,943,454 93,239,805
539
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | D E P A RT ME N T O F P UB L I C

W O RK S
DEPARTMENT SUMMARY | DEPARTMENT OF PUBLIC WORKS
FY 2024/25
Adopted
Budget
Amendments
FY 2024/25
Amended
Dollars by Category
Salary and Benefits
Salary 15,492,862 95,373 15,588,235
As-Needed 153,033 134,095 287,128
Overtime 260,289 0 260,289
Retirement 5,420,881 209,508 5,630,389
Health Allocation 2,160,439 127,408 2,287,847
Medicare 239,207 601 239,808
Social Security 1,016,914 17,179 1,034,093
Other Benefits 745,967 (3,359) 742,608
Total Salary and Benefits 25,489,592 580,805 26,070,397 Non-Personnel
Materials/Services/Supplies 13,648,979 333,533 13,982,512 Resource/Production 32,762,738 376,775 33,139,513
Interfund Services 5,208,010 154,109 5,362,119
Franchise Tax 875,563 43,778 919,341
Capital Outlay 4,386,000 1,457,784 5,843,784
Transfers to Other Funds 8,229,654 3,450,063 11,679,717 Total Non-Personnel 65,110,944 5,816,042 70,926,986
Total by Category 90,600,536 6,396,847 96,997,383
Dollars by Fund
General Fund 26,728,107 596,902 27,325,009
Bridge Maintenance District #2 Fund 80,000 (80,000) 0
Community Facilities District 2019-1 Lawrence Station Fund 38,337 0 38,337
Convention Center Maintenance District Fund 1,774,119 88,706 1,862,825 Downtown Parking Maintenance District Fund 144,609 8,517 153,126 Fleet Management Fund 5,651,174 287,841 5,939,015
Gas Tax Fund 2,550,000 1,970,000 4,520,000
Public Works Capital Projects Management Services Fund 4,362,916 10,758 4,373,674 Road Repair and Accountability Act of 2017 SB1 Fund 2,500,000 1,801,915 4,301,915 Solid Waste Fund 40,785,274 539,924 41,325,198
Traffic Mitigation Fund 1,600,000 (269,000) 1,331,000
Vehicle Replacement Fund 4,386,000 1,441,284 5,827,284
Total by Fund 90,600,536 6,396,847 96,997,383
540
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | W AT E R A N D S E W E R UT I L IT IE S

DE P A RT ME NT
DEPARTMENT SUMMARY | WATER AND SEWER UTILITIES

DEPARTMENT
FY 2024/25
Adopted
Budget
Amendments
FY 2024/25
Amended
Dollars by Category
Salary and Benefits
Salary 9,318,982 (114,569) 9,204,413
As-Needed 254,929 0 254,929
Overtime 289,174 0 289,174
Retirement 3,174,362 58,528 3,232,890
Health Allocation 1,315,312 10,319 1,325,631
Medicare 140,383 (2,736) 137,647
Social Security 587,842 (3,605) 584,237
Other Benefits 445,264 1,084 446,348
Total Salary and Benefits 15,526,248 (50,979) 15,475,269 Non-Personnel
Materials/Services/Supplies 10,074,008 0 10,074,008
Resource/Production 66,883,335 (2,510,735) 64,372,600
Interfund Services 8,125,724 (27,344) 8,098,380
Capital Outlay 0 150,000 150,000
Transfers to Other Funds 20,311,315 (3,372,232) 16,939,083 Total Non-Personnel 105,394,382 (5,760,311) 99,634,071
Total by Category 120,920,630 (5,811,290) 115,109,340
Dollars by Fund
Sewer Utility Fund 50,232,161 (6,385,494) 43,846,667
Water Recycling Program Fund 9,502,867 (195,327) 9,307,540 Water Utility Fund 61,185,602 769,531 61,955,133
Total by Fund 120,920,630 (5,811,290) 115,109,340
541
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | A P P E ND I CE S FY 2024/25 OPERATING BUDGET AMENDMENTS DETAIL
BY FUND | GENERAL FUND
Category
Source of
Funds
Use of
Funds Explanation
Revenue and Expenditure Changes
Tax Revenues 4,562,000 Adjusts the tax revenue projections, including an increase to the Property Tax ($4.8 million) and Sales Tax ($548,000) categories, partially offset by reductions to the Transient Occupancy Tax (-$800,000) and Documentary Transfer Tax
(-$32,000) categories.

Interest 2,504,000 Increases the interest earnings estimate based on the higher interest yields on the City's portfolio.

Other Fees for Services 2,469,017 Adjusts various revenue estimates, including increases to the cost allocation plan and stadium-related reimbursements based on the projected costs for FY 2024/25.

Silicon Valley Power (SVP)
Transfer
500,000 Increases the SVP Transfer based on revised electric utility revenue estimates. In accordance with the City's Charter, SVP pays 5.0% of gross revenues to the General Fund.

Rents Revenue (892,082) Decreases the estimate for rent revenue, including downward adjustments to the Related project lease revenue estimate (-$750,000) due to changes in the project timeline, the elimination of the revenue from the Hyatt Ballroom lease (-$415,000) that will now be reflected in the Convention Center Enterprise Fund, the elimination of lease revenue for the Morse Mansion (-$196,000) as the lease has not been renewed, and other net downward adjustments (-$31,000), partially offset by an increase to the revenue estimate for the Commerce & Peddlers Plaza properties ($500,000).

Other Revenue Adjustments 639,550 Adjusts various revenue estimates based on revised projections for franchise fees, licenses and permits, fines and penalties, State revenue, and other revenue.

Transfers From Other Funds 14,527 Reflects increases from the following funds: transfer from the Building Development Services Fund (up $5K) and
transfer from the Electric Utility Fund (up $9K) based on revised calculations of the personnel costs that are
reimbursed from these funds.
542
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | A P P E ND I CE S FY 2024/25 OPERATING BUDGET AMENDMENTS DETAIL
BY FUND | GENERAL FUND
Category
Source of
Funds
Use of
Funds Explanation
Revenue and Expenditure Changes
Personnel - Salary and
Benefit Changes
5,666,210 Adjusts personnel costs to reflect updated salary and benefit costs based on negotiated salary agreements and the latest assumptions, required contributions to the Public Employees Retirement System (PERS), the latest benefit
costs, and actual incumbents. This includes the unfreezing of 1.0 Assistant City Manager position approved in FY
2023/24, the addition of 1.0 stadium-reimbursed
Management Analyst position in the City Manager’s Office approved as part of the FY 2024/25 Stadium Authority
Budget, the recommended unfreezing of 1.0 Assistant City Attorney position, partially offset by a reduction in consultant services, to ensure sufficient in-house legal expertise, the recommended addition of 1.0 Accountant in the Finance
Department, as well as minor position shifts and
reclassifications.

Materials, Services and
Supplies
1,467,812 Increases the materials, services and supplies budgets in various departments to account for adjustments in
contractual services, maintenance, and supplies based on updated costs (e.g., fire station maintenance, firefighter annual physical exams, street maintenance, deferred
compensation consulting services, and operating costs for capital projects scheduled to come online).

Interfund Services 2,439,326 Reflects updated costs for interfund services (Information Technology Department services, special liability fund, workers' compensation, Public Works capital project
management, vehicle equipment and maintenance, fleet
purchases, and communications equipment).

Transfers to Other Funds 9,192,274 Increases the transfer to other funds based on updated 2024/25 proposed capital projects funded in the FY 2024/25 and FY 2025/26 Biennial Capital Budget as well as minor changes to contributions to other funds (Fire Operating Grant Trust Fund, Convention Center Maintenance District Fund, and Downtown Parking Maintenance District Fund).

Police Department - Parks
Patrol
230,000 Adds reserve officer funding of $230,000 for parks patrols on weekdays from 3 p.m. to 11 p.m., Saturdays from 7
a.m. to 8 p.m., and Sundays from 11 a.m. to 7 p.m.
543
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | A P P E ND I CE S FY 2024/25 OPERATING BUDGET AMENDMENTS DETAIL
BY FUND | GENERAL FUND
Category
Source of
Funds
Use of
Funds Explanation
Revenue and Expenditure Changes
Library Department - Sunday
Hours at Central Park Library
91,640 Adds resources for Sunday hours at the Central Park Library, including funding for as-needed library staff ($52,140) and materials, services and supplies ($39,500) for utilities and security. The expanded hours are expected to be
implemented in 2025 and the funding reflects the partial year cost.

Parks & Recreation
Department - Senior Trips
32,000 45,100 Restores the Senior Trips program that was defunded during the pandemic. Funding is proposed for approximately 10
local trips annually ($25,074 for as-needed staff and $20,026 for non-personnel costs) that would be partially offset by fee revenue ($32,000). The net cost is estimated at $13,100.

Subtotal Revenue and
Expenditure Changes
9,829,012 19,132,362
Reserves and Fund
Balance Changes
Budget Stabilization Reserve
Beginning/Ending Balance
8,452,145 7,970,828 Adjusts the Budget Stabilization Reserve beginning and ending fund balance based on FY 2023/24 activity. The
adjustment to the ending fund balance is $481,317 less than the adjustment to the beginning fund balance due to the planned use of these funds to balance the FY 2024/25
budget. The FY 2024/25 ending fund balance totals $53.8 million, or 17.6% of the expenditure budget.

Capital Projects Reserve
Beginning Fund
Balance/Ending Fund Balance
17,728,551 2,761,825 Adjusts the Capital Projects Reserve beginning fund balance based on FY 2023/24 activity. The ending fund balance is increased by a lesser amount due to the allocation of the majority of the additional funds carried over from FY 2023/24 to recommended capital projects in the CIP.

Reserve for Programmed
Capital Projects Beginning
Fund Balance/Ending Fund
Balance
- 6,105,871 Increases the Reserve for Programmed Capital Projects ending fund balance to reflect the setting aside of these funds to cover the cost of capital projects recommended after the first year of the five-year CIP (2025/26 through FY 2028/29).
544
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | A P P E ND I CE S FY 2024/25 OPERATING BUDGET AMENDMENTS DETAIL
BY FUND | GENERAL FUND
Category
Source of
Funds
Use of
Funds Explanation
Reserves and Fund Balance Changes
Advanced Planning Fee
Reserve
1,563,483 1,563,483 Adjusts the Advanced Planning Fee Reserve beginning and ending fund balance based on FY 2023/24 activity.

Technology Fee Reserve 655,354 Adjusts the Technology Fee Reserve beginning and ending 655,354 fund balance based on FY 2023/24 activity.

Land Sale Reserve (1) Adjusts the Land Sale Reserve beginning and ending fund (1) balance based on FY 2023/24 activity.

Pension Stabilization Reserve 6,109,952 Adjusts the Pension Stabilization Reserve beginning and 6,109,952 ending fund balance based on FY 2023/24 activity.

Property Tax Education
Revenue Augmentation Fund
(ERAF) Reserve
4,823,000 Increases the Property Tax ERAF Reserve beginning fund 6,744,337 balance to reflect FY 2023/24 activity and increases the ending fund balance based on both FY 2023/24 and FY
2024/25 activity. Additional funding is set aside in this reserve in FY 2024/25 to account for the excess ERAF
property tax revenue that is subject to legal challenge.

Historical Preservation
Reserve
1,458 1,458 Increases the Historical Preservation Reserve beginning and ending fund balance based on FY 2023/24 activity.

Budget Balancing Reserve (480,155) (2,027,930) Decreases the Budget Balancing Reserve beginning fund balance based on estimated FY 2023/24 activity and
decreases the ending fund balance based on both FY
2023/24 and FY 2024/25 activity.

Unrestricted Beginning Fund
Balance/Unrestricted Ending
Fund Balance
334,740 Reflects the carryover of projected unspent funds from FY 2023/24 that will be used to support a limited number of additions in FY 2024/25 (Police Parks Patrol, Sunday Hours at Central Park Library, and Senior Center Trips).

Subtotal Reserves and
Fund Balance Changes
39,188,527 29,885,177
Total General Fund 49,017,539 49,017,539
545
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | A P P E ND I CE S FY 2024/25 OPERATING BUDGET AMENDMENTS DETAIL
BY FUND | SPECIAL REVENUE FUNDS
Category
Source of
Funds
Use of
Funds Explanation
Taxes - Ad Valorem 10,000 Increases the revenue received through the apportionment of secured property tax based on anticipated collection levels.

Transfer to Streets and
Highways Capital Fund
Eliminates the transfer to the Streets and Highways Capital (80,000) Fund to reflect updated costs associated with the
recommended capital improvements program projects.

Unrestricted Beginning Fund
Balance/Unrestricted Ending
Fund Balance
29,116 Adjusts the beginning and ending fund balances based on 119,116 anticipated fund activity.

Total Bridge Maintenance
District #2 Fund
39,116 39,116
Category
Source of
Funds
Use of
Funds Explanation
Building Development
Services - Total Salary and
Benefits
274,597 Increases personnel costs to reflect updated salary and benefit costs based on negotiated salary agreements,
required contributions to the Public Employees Retirement System (PERS), the latest benefit costs, and actual
incumbents. The budget also includes the addition of 4.0 positions (1.0 Office Specialist II, 1.0 Office Specialist III,

1.0 Office Specialist IV, and 1.0 Permit Technician)
approved in FY 2024/25 as part of the FY 2023/24 and FY 2024/25 Adopted Operating Budget.

Building Development
Services - Interfund Services
and Services From Other
Funds - Cost Allocation Plan
Reflects updated costs for interfund services (Information 72,155 Technology Department services, special liability fund, workers' compensation, Public Works capital project
management, vehicle equipment and maintenance, fleet
purchases, and communications equipment) and the Cost
Allocation Plan.

Building Development
Services - Materials,
Services, and Supplies
Adds one-time funding of $10,000 for onboarding costs 45,000 associated with the 4.0 FTE that were approved to be
added as part of the FY 2023/24 and FY 2024/25 Adopted
Operating Budget. One-time funding of $17,000 is also
included for the purchase of an additional license for
software used by Building engineers for structural analysis.

Ongoing funding of $15,000 for training and $3,000 for
increased maintenance costs are also reflected.

Bridge Maintenance District #2 Fund (463)
Building Development Services Fund (155)
546
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | A P P E ND I CE S FY 2024/25 OPERATING BUDGET AMENDMENTS DETAIL
BY FUND | SPECIAL REVENUE FUNDS
Category
Source of
Funds
Use of
Funds Explanation
Transfer to the General Fund Increases the transfer to the General Fund to reflect Code 5,134 Enforcement personnel costs eligible to be covered by
building fees.

Transfer to the General
Government Capital Fund
Increases the transfer to the General Government Capital 41,374 Fund to reflect updated costs associated with the
recommended capital improvement program projects.

Unrestricted Beginning Fund
Balance/Unrestricted Ending
Fund Balance
5,226,862 Adjusts the beginning and ending fund balances based on 4,788,602 anticipated fund activity.

Total Building Development
Services Fund
5,226,862 5,226,862
Category
Source of
Funds
Use of
Funds Explanation
Beginning and Ending Fund
Balance - CASp Reserve
(8,180) Adjusts the beginning and ending fund balances for the (8,180) CASp Reserve based on anticipated fund activity.

Beginning and Ending Fund
Balance - Seismic Admin
Reserve
17,430 Adjusts the beginning and ending fund balances for the 17,430 Seismic Admin Reserve based on anticipated fund activity.

Beginning and Ending Fund
Balance - Building Standard
Reserve
7,998 Adjusts the beginning and ending fund balances for the 7,998 Building Standard Reserve based on anticipated fund
activity.

Total Building Special
Programs and Training
Fund
17,248 17,248
Building Development Services Fund (155) Cont'd.

Building Special Programs and Training Fund (220)
547
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | A P P E ND I CE S FY 2024/25 OPERATING BUDGET AMENDMENTS DETAIL
BY FUND | SPECIAL REVENUE FUNDS
Category
Source of
Funds
Use of
Funds Explanation
City Affordable Housing - Total
Salary and Benefits
(2,134) Decreases personnel costs to reflect updated salary and benefit costs based on negotiated salary agreements,
required contributions to the Public Employees Retirement System (PERS), the latest benefit costs, and actual
incumbents.

City Affordable Housing -
Materials/Services/Supplies
104,500 Reallocates funding from the capital outlay appropriation to the Materials/Services/Supplies budget to reflect actual activity.

City Affordable Housing -
Interfund Services
295 Reflects updated costs for interfund services (Information Technology Department services, special liability fund, workers' compensation, Public Works capital project
management, vehicle equipment and maintenance, fleet
purchases, and communications equipment).

City Affordable Housing -
Capital Outlay
(104,500) Reallocates funding to the Materials/Services/Supplies budget from the capital outlay appropriation to reflect actual activity.

Unrestricted Beginning Fund
Balance/Unrestricted Ending
Fund Balance
(5,879,755) (5,877,916) Adjusts the beginning and ending fund balances based on anticipated fund activity.

Total City Affordable
Housing Fund
(5,879,755) (5,879,755)
Category
Source of
Funds
Use of
Funds Explanation
Special Tax Revenues (58,741) Decreases the special tax revenues estimate based on updated tax and CPI rate projections and updated residential development construction timeline.

Community Facilities District
2019-1 - Contractual Services
1,671 Increases contractual services costs to reflect tax consultant agreement renewal.

Capital Reserve Beginning
Fund Balance/Capital Reserve
Ending Fund Balance
(1,710) Adjusts the Capital Reserve beginning fund balance based (13,459) on anticipated fund activity.

Unrestricted Beginning Fund
Balance/Unrestricted Ending
Fund Balance
571,042 Adjusts the beginning and ending fund balances based on 522,379 anticipated fund activity.

Total Community Facilities
District 2019-1 Fund
510,591 510,591
City Affordable Housing Fund (165)
Community Facilities District 2019-1 Fund (027)
548
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | A P P E ND I CE S FY 2024/25 OPERATING BUDGET AMENDMENTS DETAIL
BY FUND | SPECIAL REVENUE FUNDS
Category
Source of
Funds
Use of
Funds Explanation
Other Fees for Services 53,543 Increases the other fees for services revenue estimate to align with updated contributions to support shared
maintenance and operations cost consistent with the
Director's Report brought forward for the district.

Transfer from General Fund 35,163 Increases the transfer from the General Fund to align with updated contributions to support shared maintenance and operations cost consistent with the Director's Report brought forward for the district.

Public Works - Salary and
Benefits
Increases personnel costs to reflect updated salary and 293 benefit costs for budgeted positions.

Public Works - Contractual
Services
Increases the routine maintenance expenses based on an 100,483 assessment of needs. The revised cost is consistent with the Director's Report brought forward for the district.

Public Works - Interfund
Services and Cost Allocation
Plan
Reflects updated costs for interfund services (special liability (12,070) fund and workers' compensation) and the City's Cost
Allocation Plan.

Unrestricted Beginning Fund
Balance/Unrestricted Ending
Fund Balance
116,459 Adjusts the beginning and ending fund balances based on 116,459 anticipated fund activity.

Total Convention Center
Maintenance District Fund
205,165 205,165
Category
Source of
Funds
Use of
Funds Explanation
Unrestricted Beginning Fund
Balance/Unrestricted Ending
Fund Balance
(3,301,046) (3,301,046) Adjusts the beginning and ending fund balances based on anticipated fund activity.

Total Developer Traffic
Payments Fund
(3,301,046) (3,301,046)
Convention Center Maintenance District Fund (026)
Developer Traffic Payments Fund (124)
549
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | A P P E ND I CE S FY 2024/25 OPERATING BUDGET AMENDMENTS DETAIL
BY FUND | SPECIAL REVENUE FUNDS
Category
Source of
Funds
Use of
Funds Explanation
Public Works - Interest 330 Increases the interest earnings revenue estimate to reflect actual collection trends.

Public Works - Misc.

Charges for Current Services
(330) Decreases the property owner payments towards the district's costs and expenses due to higher interest earned from prior years' property owner assessments that are
applied to the payment.

Transfer from the General
Fund
(7,650) Decreases the transfer from the General Fund based on anticipated expenditures for maintenance and operations.

Public Works - Salary and
Benefits
Decreases personnel costs to reflect updated salary and (9,127) benefit costs for budgeted positions.

Public Works - Interfund
Services
Increases the allocation for interfund services based on the 1,144 FY 2024/25 distribution of costs across City funds.

Public Works - Capital Outlay Increases the Capital Outlay for removal and replacement of 16,500 sections of concrete throughout Franklin Square Mall that are beyond grinding to prevent hazardous conditions.

Funding will be provided by previously collected property owner assessments in the Reserve for Maintenance.

Beginning / Ending Fund
Balance - Reserve for
Maintenance
(16,031) 469 Adjusts the beginning and ending fund balance for the Reserve for Maintenance based on anticipated fund activity.

Unrestricted Beginning Fund
Balance/Unrestricted Ending
Fund Balance
86,509 Adjusts the beginning and ending fund balances based on 86,842 anticipated fund activity.

Total Downtown Parking
Maintenance District Fund
79,328 79,328
Category
Source of
Funds
Use of
Funds Explanation
Other Fees for Services 50,000 Increases the other fees for services revenue estimate based on actual revenue trends.

Unrestricted Beginning Fund
Balance/Unrestricted Ending
Fund Balance
116,640 Adjusts the beginning and ending fund balances based on 166,640 anticipated fund activity.

Total Endowment Care
Fund
166,640 166,640
Downtown Parking Maintenance District Fund (025)
Endowment Care Fund (077)
550
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | A P P E ND I CE S FY 2024/25 OPERATING BUDGET AMENDMENTS DETAIL
BY FUND | SPECIAL REVENUE FUNDS
Category
Source of
Funds
Use of
Funds Explanation
Other Fees for Service 195,750 Increases the revenue estimate for Fire development fees based on actual trends and updated revenue projections.

Fire Development Services -
Total Salary and Benefits
58,758 Increases personnel costs to reflect updated salary and benefit costs based on negotiated salary agreements,
required contributions to the Public Employees Retirement System (PERS), the latest benefit costs, and actual
incumbents.

Fire Development Services -
Interfund Services and
Services From Other Funds -
Cost Allocation Plan
64,346 Reflects updated costs for interfund services (Information Technology Department services, special liability fund, workers' compensation, Public Works capital project
management, vehicle equipment and maintenance, fleet
purchases, and communications equipment) and the Cost
Allocation Plan.

Unrestricted Beginning Fund
Balance/Unrestricted Ending
Fund Balance
1,347,578 1,420,224 Adjusts the beginning and ending fund balances based on anticipated fund activity.

Total Fire Development
Services Fund
1,543,328 1,543,328
Category
Source of
Funds
Use of
Funds Explanation
Transfer from General Fund /
Staffing for Adequate Fire
and Emergency Response
(SAFER)
(216,231) Decreases the transfer from the General Fund due to lower anticipated SAFER grant expenditures based on updated
salary and benefit costs.

Staffing for Adequate Fire
and Emergency Response
(SAFER)
Decreases personnel costs for the grant to reflect updated (216,231) salary and benefit costs based on negotiated salary
agreements, required contributions to the Public Employees Retirement System (PERS), the latest benefit costs, and actual incumbents.

Total Fire Operating Grant
Trust Fund
(216,231) (216,231)
Fire Development Services Fund (158)
Fire Operating Grant Trust Fund (178)
551
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | A P P E ND I CE S FY 2024/25 OPERATING BUDGET AMENDMENTS DETAIL
BY FUND | SPECIAL REVENUE FUNDS
Category
Source of
Funds
Use of
Funds Explanation
Transfer to the Streets and
Highways Capital Fund
Increases the transfer from the Gas Tax Fund to the Streets 1,970,000 and Highways Capital Fund to align with funding required for various Transportation capital projects.

Unrestricted Beginning Fund
Balance/Unrestricted Ending
Fund Balance
(109,436) (2,079,436) Adjusts the beginning and ending fund balances based on anticipated fund activity.

Total Gas Tax Fund (109,436) (109,436)
Category
Source of
Funds
Use of
Funds Explanation
Other Agencies Revenue 342,788 Increases revenues to reflect the total expected resources from the U.S. Department of Housing and Urban
Development in the form of Community Development Block
Grant and HOME Investment Partnerships Program (HOME)
funds. Additionally, this action increases the allocation amounts as outlined in the Annual Action Plan for FY
2024/25. These amounts are subject to change pending the City Council's approval of the Final Annual Action Plan on May 7, 2024.

Other Revenue 670,746 Increases revenues to reflect the total expected resources from the U.S. Department of Housing and Urban
Development in the form of program income. This action
increases the allocation amounts as outlined in the Annual Action Plan for FY 2024/25. These amounts are subject to change pending the City Council's approval of the Final Annual Action Plan on May 7, 2024.

Housing and Urban
Development - Public Services
Increases the Public Services appropriation based on the 143,590 anticipated activity for CDBG programs and administration costs.

Housing and Urban
Development - CIP - CDBG
Decreases the CIP - CDBG appropriation as outlined in the (286,415) Annual Action Plan for FY 2024/25. These amounts are
subject to change pending the City Council's approval of the Final Annual Action Plan on May 7, 2024.

Gas Tax Fund (121)
Housing and Urban Development Fund (562)
552
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | A P P E ND I CE S FY 2024/25 OPERATING BUDGET AMENDMENTS DETAIL
BY FUND | SPECIAL REVENUE FUNDS
Category
Source of
Funds
Use of
Funds Explanation
Housing and Urban
Development - Curb Cuts
Establishes an appropriation for Curb Cuts as outlined in the 600,000 Annual Action Plan for FY 2024/25. These amounts are
subject to change pending the City Council's approval of the Final Annual Action Plan on May 7, 2024.

Housing and Urban
Development - Silicon Valley
Rebuilding Together
Increases the Rebuilding Together program as outlined in the 50,000 Annual Action Plan for FY 2024/25. These amounts are
subject to change pending the City Council's approval of the Final Annual Action Plan on May 7, 2024.

Housing and Urban
Development - Rehabilitation -
Affordable Rental Housing
Increases the Rehabilitation - Affordable Rental Housing 100,000 appropriation as outlined in the Annual Action Plan for FY 2024/25. These amounts are subject to change pending the City Council's approval of the Final Annual Action Plan on May 7, 2024.

Housing and Urban
Development - HOME
Administrative Contracts
Increases the HOME administrative contracts appropriation 3,894 based on the anticipated activity for HOME programs and administration costs.

Housing and Urban
Development - CHDO Project
Increases the CHDO project appropriation as outlined in the 54,696 Annual Action Plan for FY 2024/25. These amounts are
subject to change pending the City Council's approval of the Final Annual Action Plan on May 7, 2024.

Housing and Urban
Development - Homeless
Tenant Based Rental
Assistance
Increases the Homeless Tenant Based Rental Assistance 347,769 appropriation as outlined in the Annual Action Plan for FY 2024/25. These amounts are subject to change pending the City Council's approval of the Final Annual Action Plan on May 7, 2024.

Housing and Urban
Development - HOME
American Rescue Plan
Program
Eliminates the HOME American Rescue Plan Program as (596,847) outlined in the Annual Action Plan for FY 2024/25. These amounts are subject to change pending the City Council's approval of the Final Annual Action Plan on May 7, 2024.

Unrestricted Beginning Fund
Balance/Unrestricted Ending
Fund Balance
(946,212) Adjusts the beginning and ending fund balances based on (349,365) anticipated fund activity.

Total Housing and Urban
Development Fund
67,322 67,322
Housing and Urban Development Fund (562) Cont'd.
553
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | A P P E ND I CE S FY 2024/25 OPERATING BUDGET AMENDMENTS DETAIL
BY FUND | SPECIAL REVENUE FUNDS
Category
Source of
Funds
Use of
Funds Explanation
Housing Authority - Total
Salary and Benefits
Increases personnel costs to reflect updated salary and 4,013 benefit costs based on negotiated salary agreements,
required contributions to the Public Employees Retirement System (PERS), the latest benefit costs, and actual
incumbents.

Housing Authority -
Materials/Services/Supplies
Increases the Materials/Services/Supplies budget to reflect 50,178 an increase to contractual services for mobile showers and laundry services.

Housing Authority - Interfund
Services
Reflects updated costs for interfund services (Information 159 Technology Department services, special liability fund, workers' compensation, Public Works capital project
management, vehicle equipment and maintenance, fleet
purchases, and communications equipment).

Unrestricted Beginning Fund
Balance/Unrestricted Ending
Fund Balance
612,873 Adjusts the beginning and ending fund balances based on 558,523 anticipated fund activity.

Total Housing Authority
Fund
612,873 612,873
Category
Source of
Funds
Use of
Funds Explanation
Housing Successor Agency -
Total Salary and Benefits
2,920 Increases personnel costs to reflect updated salary and benefit costs based on negotiated salary agreements,
required contributions to the Public Employees Retirement System (PERS), the latest benefit costs, and actual
incumbents.

Housing Successor Agency -
Materials, Services, and
Supplies
(183) Decreases the Materials/Services/Supplies budget to reflect various cost adjustments.

Housing Successor Agency -
Interfund Services and
Services From Other Funds -
Cost Allocation Plan
Reflects updated costs for interfund services (Information 379 Technology Department services, special liability fund, workers' compensation, Public Works capital project
management, vehicle equipment and maintenance, fleet
purchases, and communications equipment) and the Cost
Allocation Plan.

Unrestricted Beginning Fund
Balance/Unrestricted Ending
Fund Balance
(659,844) Adjusts the beginning and ending fund balances based on (662,960) anticipated fund activity.

Total Housing Successor
Agency Fund
(659,844) (659,844)
Housing Authority Fund (164)
Housing Successor Agency Fund (169)
554
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | A P P E ND I CE S FY 2024/25 OPERATING BUDGET AMENDMENTS DETAIL
BY FUND | SPECIAL REVENUE FUNDS
Category
Source of
Funds
Use of
Funds Explanation
Unrestricted Beginning Fund
Balance/Unrestricted Ending
Fund Balance
11,995 Adjusts the beginning and ending fund balances based on 11,995 anticipated fund activity.

Total Parks and Recreation
Operating Grant Fund
11,995 11,995
Category
Source of
Funds
Use of
Funds Explanation
Unrestricted Beginning Fund
Balance/Unrestricted Ending
Fund Balance
(908,515) (908,515) Adjusts the beginning and ending fund balances based on anticipated fund activity.

Total Public, Educational
and Governmental Fee
Fund
(908,515) (908,515)
Category
Source of
Funds
Use of
Funds Explanation
Public Works - SB 1 Revenue 400,000 Increases the revenue estimate for SB1 collections based upon updated information included in the California Local Government Finance Almanac.

Interest (40,000) Decreases the interest revenue estimate to account for anticipated lower cash balances after transfer of funds.

Transfer to Streets and
Highways Capital Fund
Increases the transfer from the Road Repair and 1,801,915 Accountability Act of 2017 SB1 Fund to the Streets and
Highways Capital Fund to provide additional funding required for various Transportation capital projects.

Unrestricted Beginning Fund
Balance/Unrestricted Ending
Fund Balance
629,422 Adjusts the beginning and ending fund balances based on (812,493) anticipated fund activity.

Total Road Repair and
Accountability Act of 2017
SB1 Fund
989,422 989,422
Public, Educational and Governmental Fee Fund (221)
Parks and Recreation Operating Grant Trust Fund (111)
Road Repair and Accountability Act of 2017 SB1 Fund (122) 555
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | A P P E ND I CE S FY 2024/25 OPERATING BUDGET AMENDMENTS DETAIL
BY FUND | SPECIAL REVENUE FUNDS
Category
Source of
Funds
Use of
Funds Explanation
Interest (100,000) Decreases the interest revenue estimate to account for anticipated lower cash balance after transfer of funds.

Transfer to the Streets and
Highways Capital Fund
(269,000) Decreases the transfer to the Streets and Highways Capital Fund to align with funding required for various
Transportation capital projects.

Unrestricted Beginning Fund
Balance/Unrestricted Ending
Fund Balance
(761,690) Adjusts the beginning and ending fund balances based on (592,690) anticipated fund activity.

Total Traffic Mitigation Fund (861,690) (861,690)
Total Special Revenue
Funds
(2,466,627) (2,466,627)
Traffic Mitigation Fund (123)
556
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | A P P E ND I CE S FY 2024/25 OPERATING BUDGET AMENDMENTS DETAIL
BY FUND | ENTERPRISE FUNDS
Category
Source of
Funds
Use of
Funds Explanation
Parks and Recreation -
Cemetery - Salary and
Benefits
Increases personnel costs to reflect updated salary and 7,506 benefit costs based on negotiated salary agreements,
required contributions to the Public Employees Retirement System (PERS), the latest benefit costs, and actual
incumbents.

Parks and Recreation -
Cemetery - Interfund Services
and Services From Other
Funds - Cost Allocation Plan
Reflects updated costs for interfund services (Information 31,028 Technology Department services, special liability fund, workers' compensation, Public Works capital project
management, vehicle equipment and maintenance, fleet
purchases, and communications equipment) and the Cost
Allocation Plan.

Transfer to General
Government Capital Fund
Increases the transfer to the General Government Capital 1,815 Fund to reflect the updated cost for capital projects
programmed in the FY 2024/25 proposed capital budget.

Unrestricted Beginning Fund
Balance/Unrestricted Ending
Fund Balance
108,807 68,458 Adjusts the beginning and ending fund balances based on anticipated fund activity.

Total Cemetery Fund 108,807 108,807
Category
Source of
Funds
Use of
Funds Explanation
Non-Departmental - Rents 420,000 Establishes a revenue estimate for rent associated with the Hyatt Ballroom lease. This revenue was previously allocated to the General Fund.

Non-Departmental - Total
Salary and Benefits
105,361 Increases the personnel costs to reflect updated salary and benefit costs based on negotiated salary agreements,
required contributions to the Public Employees Retirement System (PERS), the latest benefit costs, and actual
incumbents.

Non-Departmental -
Materials/Services/Supplies
202,655 Per the City's agreement with OVG360, the management group is eligible for an incentive fee based on the Convention Center performance. This action increases the
materials/services/supplies appropriation to account for these fees, offset by a reduction to the Indirect Expense line item below.

Cemetery Fund (093)
Convention Center Enterprise Fund (860)
557
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | A P P E ND I CE S FY 2024/25 OPERATING BUDGET AMENDMENTS DETAIL
BY FUND | ENTERPRISE FUNDS
Category
Source of
Funds
Use of
Funds Explanation
Non-Departmental - Services
from Other Funds - Cost
Allocation Plan
137,299 Reflects updated costs allocated to the Convention Center Enterprise Fund for the Cost Allocation Plan. For this fund, the change reflects the increase in property insurance costs associated with the Convention Center that are allocated through the Cost Allocation Plan. The property insurance cost is now eliminated from the Indirect Expense line item below.

Convention Center - Indirect
Expense
(332,685) OVG's FY 2024/25 Operating Budget included costs for property insurance and incentive fees. Per the current
Management Agreement, "Operating Expenses'' does not
include debt service on the Convention Center, Capital
Expenditures, property taxes, insurance on the Facility or the City's property or contents within the Convention Center, or the Incentive Fee, all of which costs shall be borne by the City." This action reduces the Indirect Expense line by the property insurance and incentive fee.

Transfer to Convention Center
Capital Fund
2,150,000 Establishes a transfer to the Convention Center Capital Fund to provide funding for the replacement of the air walls in the Grand Ballroom and various upgrades to the bathrooms
throughout the Center.

Beginning and Ending Fund
Balance - Restricted - Levy
275,470 275,470 Adjusts the beginning and ending Restricted - Levy fund balance based on anticipated fund activity.

Beginning and Ending Fund
Balance - Operating Surplus
(104,169) (425,802) Eliminates the Operating Surplus Reserve as this funding should be included in the unrestricted beginning and ending fund balance.

Unrestricted Beginning Fund
Balance/Unrestricted Ending
Fund Balance
3,308,714 1,787,717 Adjusts the beginning and ending fund balances based on anticipated fund activity.

Total Convention Center
Enterprise Fund
3,900,015 3,900,015
Category
Source of
Funds
Use of
Funds Explanation
Electric Department - Charges
for Services
(1,098,507) Decreases the revenue estimate based on the updated load forecast which anticipates lower energy sales.

Convention Center Enterprise Fund (860) Cont'd.

Electric Operating Grant Trust Fund (191)
558
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | A P P E ND I CE S FY 2024/25 OPERATING BUDGET AMENDMENTS DETAIL
BY FUND | ENTERPRISE FUNDS
Category
Source of
Funds
Use of
Funds Explanation
Electric Department -
Greenhouse Gas
9,740,325 Increases the revenue estimate based on anticipated auction floor prices.

Electric Department -
Contribution In-Lieu
(54,925) Decreases the contribution in-lieu cost to align with the lower revenue estimates.

Electric Department - Total
Salary and Benefits
Increases personnel costs to reflect updated salary and 16,171 benefit costs based on negotiated salary agreements,
required contributions to the Public Employees Retirement System (PERS), the latest benefit costs, and actual
incumbents.

Electric Department - Interfund
Services
Reflects updated costs for interfund services (Information 918 Technology Department services, special liability fund, workers' compensation, Public Works capital project
management, vehicle equipment and maintenance, fleet
purchases, and communications equipment).

Transfer to Electric Utility
Capital Fund
2,750,000 Increases the transfer to the Electric Utility Capital Fund for the Battery Energy Storage System CIP Project #2461.

Transfer to Electric Utility
Fund
32,046,100 Increases the transfer to the Electric Utility Fund from Greenhouse Gas revenue to pay for renewable power
purchase under resource and production expenses.

Transfer to Vehicle
Replacement Fund
(1,050,000) Decreases the transfer to the Vehicle Replacement Fund for the purchase of electric vehicles to replace vehicles in the City fleet based on anticipated activity in FY 2024/25.

Transfer to Streets and
Highway Capital Fund
Increases the transfer to the Streets and Highway Capital 808,855 Fund for the Cupertino-Santa Clara On-Demand Shuttle CIP Project #1288.

Beginning and Ending Fund
Balance - Public Benefits
7,420,067 (17,383,234) Adjusts the beginning and ending fund balances for Public Benefits based on anticipated fund activity.

Beginning and Ending Fund
Balance - Low Carbon Fuel (1,625,409) (2,436,906) Adjusts the beginning and ending fund balances for Low Carbon Fuel based on anticipated fund activity.

Beginning and Ending Fund
Balance - Greenhouse Gas
12,776,462 12,515,959 Adjusts the beginning and ending fund balances for Greenhouse Gas based on anticipated fund activity.

Total Electric Operating
Grant Trust Fund
27,212,938 27,212,938
Electric Operating Grant Trust Fund (191) Cont'd.
559
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | A P P E ND I CE S FY 2024/25 OPERATING BUDGET AMENDMENTS DETAIL
BY FUND | ENTERPRISE FUNDS
Category
Source of
Funds
Use of
Funds Explanation
Electric Department -
Customer Service Charge
(38,844,091) Decreases the revenue estimate due to a load forecast change, which is associated with changes to energization dates for new substations and updated customer schedules.

This decrease also factors in a lower assumed rate increase, 5%, instead of the 7% that was originally anticipated in the previously adopted FY 2024/25 budget.

Electric Department - Interest
Income
1,604,190 Increases interest and investment income estimate due to more cash on hand projected.

Electric Department -
Wholesale and Restricted
Revenue
4,182,436 Increase in revenue to reflect the following: increase in Capacity Sales ($1.4 M) revenue, Congestion Rights ($2.6 M), and Renewable Energy Credit ($0.2 M) revenues.

Transfer In from Electric
Operating Grant Trust Fund
32,046,100 Increases the transfer from the Electric Operating Grant Trust Fund due to an increase in the Greenhouse Gas
Revenue forecast to pay for resources and production costs to purchase renewable power.

Electric Department - Total
Salary and Benefits
1,412,775 Increases personnel costs to reflect updated salary and benefit costs based on negotiated salary agreements,
required contributions to the Public Employees Retirement System (PERS), the latest benefit costs, and actual
incumbents.

Electric Department - Interfund
Services and Services From
Other Funds - Cost Allocation
Plan
Reflects updated costs for interfund services (Information 372,956 Technology Department services, special liability fund, workers' compensation, vehicle equipment and maintenance, fleet purchases, and communications equipment) and the
Cost Allocation Plan.

Electric Department -
Materials/Services/Supplies
(Substation Maintenance)
Increases the maintenance budget to address deferred 60,000 maintenance for over 60 substation HVAC units and includes additional units from new substations that are being added to the maintenance schedule.

Electric Department -
Materials/Services/Supplies
(Generation)
1,000,000 Increases the ongoing maintenance budget for the planned outage at Donald Von Raesfeld power plant to account for additional costs required to perform relay testing, breaker testing, battery charger and Uninterruptible Power Supply (UPS) maintenance, penstock assessment, and valve
inspection and repair during outage.

Electric Utility Fund (091)
560
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | A P P E ND I CE S FY 2024/25 OPERATING BUDGET AMENDMENTS DETAIL
BY FUND | ENTERPRISE FUNDS
Category
Source of
Funds
Use of
Funds Explanation
Electric Department -
Materials/Services/Supplies
Decreases the Materials/Services/Supplies budget to (15,300) remove insurance premiums that are already incorporated into the property premium.

Electric Department - Capital
Outlay (Substation
Maintenance)
Increases funding to purchase equipment needed for 620,000 substation maintenance: 2 remote racking devices for
metalclad switchgear which improve safety for employee
arc exposure at Agnew and Homestead substations; a
corona camera for detecting UV signals in full daylight to locate faulty equipment and dirt to support the Substation Insulator Washing Program for preventative maintenance; a SF6 imaging camera that can scan 60KV circuit
breakers and above voltage levels to detect and locate gas leaks which will help meet additional SF6 compliance; and a gas cart, which extracts and replenishes gas to the
circuit braker, to replace the current gas cart that is too small to handle larger circuit breakers.

Electric Department - Capital
Outlay (Transmission and
Distribution)
1,255,000 Increases funding to purchase vehicles and other equipment for the Transmission and Distribution crew for maintenance and troubleshooting needed for the
Operations Division. Four line crews are in operation.

Each is equipped with a digger derrick, a bucket truck, a van, a pickup, and a trailer. Currently one of the crews utilizes rented equipment. Funding is provided to purchase a digger derrick and bucket truck for the fourth crew line.

A new trailer is also needed to support underground and overhead works.

Electric Department -
Contribution In-Lieu
(1,724,145) Decreases contribution in-lieu funding to the General Fund based on the revenue forecast reduction.

Electric Utility Fund (091) Cont'd.
561
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | A P P E ND I CE S FY 2024/25 OPERATING BUDGET AMENDMENTS DETAIL
BY FUND | ENTERPRISE FUNDS
Category
Source of
Funds
Use of
Funds Explanation
Electric Department -
Resources and Production
(52,749,846) Decreases the budget for resources and production costs reflecting the updated forecast primarily due to decreases in market purchases/Sales/Power Purchase Agreements (-$25
million) based on energy consumption and market price
stabilization; decreases in Transmission Access Charges (TAC) (-$31 million) based on updated TAC rates published by CASIO combined with updated sales estimate; decreases to other market transactions (-$7.9 million) such as ancillary services, resource adequacy, congestion revenue rights, and renewable energy credits; and an increase to gas
compliance costs ($11.1 million) due to increased cost of purchased credits required to meet Greenhouse Gas
compliance regulatory requirements.

Transfer to General Fund Increase to the transfer to the General Fund for positions 9,393 that provide support to SVP and are funded by SVP, 1.0
Human Resource Technician in the Human Resources
Department and 1.0 Management Analyst in the Finance
Department based on updated personnel costs . Funding for these positions is provided through transfers in FY 2024/25 but will be incorporated into the Cost Allocation Plan in years after FY 2024/25.

Transfer to General
Government Capital Fund
Decreases the transfer to the General Government Capital (218,623) Fund to reflect the updated cost for capital projects
programmed in the FY 2024/25 proposed capital budget.

Transfer to Electric Utility
Capital Fund
8,331,026 Increases the transfer to the Electric Utility Capital Fund to reflect the updated cost for capital projects programmed in the FY 2024/25 proposed capital budget.

Transfer to Street Lighting
Capital Fund
1,190,000 Increases the transfer to the Street Lighting Capital Fund to reflect the updated cost for capital projects programmed in the FY 2024/25 proposed capital budget.

Transfer to Electric Debt
Service Fund
(18,742,168) Decreases the transfer to the Debt Service Fund to reflect the updated anticipated debt schedule programmed for the FY 2024/25 proposed capital budget.

Electric Utility Fund (091) Cont'd.
562
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | A P P E ND I CE S FY 2024/25 OPERATING BUDGET AMENDMENTS DETAIL
BY FUND | ENTERPRISE FUNDS
Category
Source of
Funds
Use of
Funds Explanation
Beginning and Ending Fund
Balance - Infrastructure
Reserve
20,000,000 40,000,000 Adjusts the Infrastructure Reserve balances based on anticipated fund activity.

Beginning and Ending Fund
Balance - Operations and
Maintenance Reserve
25,114,287 54,838,939 Adjusts the Operations and Maintenance Reserve balances based on anticipated fund activity.

Beginning and Ending Fund
Balance - Pension Trust
Reserve
2,457,667 2,170,748 Adjusts the Pension Trust Reserve balances based on anticipated contributions.

Beginning and Ending Fund
Balance - Rate Stabilization
Reserve
122,708 (3,580,652) Adjusts the Rate Stabilization Reserve balances based on anticipated fund activity.

Beginning and Ending Fund
Balance - Trading Restricted
Reserve
1,608,225 1,608,225 Adjusts the Trading Restricted Reserve balances based on anticipated fund activity.

Unrestricted Beginning Fund
Balance/Unrestricted Ending
Fund Balance
22,787,229 35,240,423 Adjusts the beginning and ending fund balances based on anticipated fund activity.

Total Electric Utility Fund 71,078,751 71,078,751
Category
Source of
Funds
Use of
Funds Explanation
Water & Sewer Utility
Department - Other Agencies
Revenue
25,000 Increases the Other Agencies Revenue estimate to reflect historical and anticipated activity. This line item includes any reimbursements from the City of San Jose for the Regional Wastewater Facility operations.

Water & Sewer Utility
Department - Charges for
Services
(489,100) Decreases the Charges for Services estimate to reflect anticipated activity.

Water & Sewer Utility
Department - Salary and
Benefits
(141,488) Decreases personnel costs to reflect updated salary and benefit costs based on negotiated salary agreements,
required contributions to the Public Employees Retirement System (PERS), the latest benefit costs, and actual
incumbents.

Electric Utility Fund (091) Cont'd.

Sewer Utility Fund (094)
563
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | A P P E ND I CE S FY 2024/25 OPERATING BUDGET AMENDMENTS DETAIL
BY FUND | ENTERPRISE FUNDS
Category
Source of
Funds
Use of
Funds Explanation
Water & Sewer Utility
Department - Interfund
Services and Services From
Other Funds - Cost Allocation
Plan
327,761 Reflects updated costs for interfund services (Information Technology Department services, special liability fund, workers' compensation, Public Works capital project
management, vehicle equipment and maintenance, fleet
purchases, and communications equipment) and the Cost
Allocation Plan.

Water & Sewer Utility
Department -
Resource/Production
(22,264) Decreases the resource/production allocation to reflect anticipated activity in the Sewer Utility.

Transfer to the General
Government Capital Fund
(22,874) Decreases the transfer to the General Government Capital Fund to reflect the updated cost for capital projects
programmed in the FY 2024/25 proposed capital budget.

Transfer to the Sewer Utility
Capital Fund
(5,476,629) Decreases the transfer to the Sewer Utility Capital Fund to reflect the updated cost for capital projects programmed in the FY 2024/25 proposed capital budget. This primarily
reflects a reduction in the transfer necessary to support the S.J. - S.C. Regional Wastewater Facility project.

Transfer to the Sewer Utility
Debt Service Fund
(1,050,000) Decreases the Transfer to the Sewer Utility Debt Service Fund to reflect the updated debt service costs for FY
2024/25.

Ending Fund Balance - Rate
Stabilization Reserve
Adjusts the Rate Stabilization Reserve balances based on (48,910) anticipated contributions.

Ending Fund Balance -
Operations and Maintenance
Reserve
6,000,000 Adjusts the Operations and Maintenance Reserve balances based on anticipated contributions.

Ending Fund Balance -
Infrastructure Reserve
Adjusts the Infrastructure Reserve balances based on 495,793 anticipated contributions.

Beginning and Ending Fund
Balance - Pension
Stabilization Reserve
224,538 Adjusts the Pension Stabilization Reserve balances based 206,930 on anticipated contributions.

Unrestricted Beginning Fund
Balance/Unrestricted Ending
Fund Balance
2,924,629 2,416,748 Adjusts the beginning and ending fund balances based on anticipated fund activity.

Total Sewer Utility Fund 2,685,067 2,685,067
Sewer Utility Fund (094) Cont'd.
564
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | A P P E ND I CE S FY 2024/25 OPERATING BUDGET AMENDMENTS DETAIL
BY FUND | ENTERPRISE FUNDS
Category
Source of
Funds
Use of
Funds Explanation
Solid Waste - Other Fees For
Services (Refuse Collection
Charges)
323,425 Increases the Other Fees for Services Revenue estimate for refuse collection charges consistent with the FY 2021/22 Rate Study which was updated to include projections for FY 2024/25. The increases are based on updated customer
garbage rates that incorporate increases necessary to cover cost of service for garbage, Clean Green, and recycling collection charges. This amount includes increases to cover costs associated with SB 1383 requirements.

Solid Waste - Other Fees For
Services (Lease Revenues)
(13,000) Decreases the Other Fees for Services revenue due to eliminating the lease revenue from the landfill. This is budgeted directly in the Solid Waste Capital Fund in the Sanitary Landfill Development - Post Closure project.

Solid Waste - Charges for
Services (Clean-up Campaign)
222,432 Increases the Charges for Services revenue estimate for the clean-up campaign to reflect the first increase since 2021, from $6.28 to $6.59 per month. This increase covers higher DPW staffing, contractual services, and disposal costs.

Solid Waste - Other Agencies
Revenue
(18,000) Decreases the Other Agencies Revenue estimate based on anticipated lower landfill disposal fee collection. The AB 939 implementation fee is applied to every ton disposed in a landfill. With mixed waste processing diverting organics from the landfill, there is anticipated to be less materials to dispose.

Solid Waste - Salary and
Benefits
Increases personnel costs to reflect updated salary and 198,227 benefit costs based on negotiated salary agreements,
required contributions to the Public Employees Retirement System (PERS), the latest benefit costs, and actual
incumbents. The increase is also a result of a base budget shift of contractual services funds for as-needed Clean up Campaign staff.

Solid Waste - Contribution in
Lieu
Increases the contribution in lieu budget to align with 43,778 anticipated activity levels and revenue forecast.

Solid Waste Fund (096)
565
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | A P P E ND I CE S FY 2024/25 OPERATING BUDGET AMENDMENTS DETAIL
BY FUND | ENTERPRISE FUNDS
Category
Source of
Funds
Use of
Funds Explanation
Solid Waste -
Materials/Services/Supplies
Decreases the Materials/Services/Supplies budget to reflect (134,095) a base shift from contractual services to as-needed budget in salaries and benefits. As-needed staff are used for Cleanup Campaign instead of contractual services.

Solid Waste -
Resource/Production
(Additional Drop-off Events)
40,000 Increases the Resource and Production budget for two additional free resident drop-off events at the Mission Trail transfer station as directed by Council in RTC 23-592 on July 11, 2023.

Solid Waste -
Resource/Production
(Household Hazardous Waste
Program)
187,083 Increases the resource and production budget for the household hazardous waste (HHW) program, payment to
Santa Clara County. Most of HHW costs are paid for by the HHW component of the AB 939 Implementation Fee which
is $2.60/ton disposed at a landfill. The HHW fees are
collected and kept by the County to offset countywide HHW program costs. The City has to fund any shortfalls of
disposal tonnage revenue to enable all residents to
participate in the program. Disposal tonnage is declining with the implementation of SB 1383 mandated organics
diversion programs so less disposal fee revenue is
collected. Countywide HHW program operating costs rise
annually. Solid Waste -
Resource/Production
(Garbage Collection, Disposal
and Recycling)
149,692 Net increase to the budget for residential and commercial garbage collection and disposal services based on changes to various agreements: MTWS (garbage, yard waste,
Cleanup Campaign collection services), GWR (mixed waste processing/processing of residential recyclables),
IDC/Newby Island (disposal of garbage residual received), Recology (collection of residential recycling), and
BFI/Republic (landfill disposal and yard waste composting) and adjustments to the estimated levels of activity.

Solid Waste - Interfund
Services and Cost Allocation
Plan
55,604 Reflects updated costs for interfund services (Information Technology Department services, special liability fund, workers' compensation, Public Works capital project
management, vehicle equipment and maintenance, fleet
purchases, and communications equipment) and the Cost
Allocation Plan.

Solid Waste Fund (096) Cont'd.
566
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | A P P E ND I CE S FY 2024/25 OPERATING BUDGET AMENDMENTS DETAIL
BY FUND | ENTERPRISE FUNDS
Category
Source of
Funds
Use of
Funds Explanation
Transfer to Solid Waste
Capital Fund
7,000 Increases the transfer to the Solid Waste Capital Fund to add funding for the Landfill Post-Closure Maintenance
project expenses and the Landfill Corrective Action Costs.

Transfer to General
Government Capital Fund
(7,365) Decreases the transfer to the General Government Capital Fund to reflect the updated cost for capital projects
programmed in the FY 2024/25 proposed capital budget.

Beginning and Ending Fund
Balance - Operations and
Maintenance Reserve
535,483 395,663 Adjusts the Operations and Maintenance Reserve balances based on anticipated fund activity.

Beginning and Ending Fund
Balance - Pension Trust
Reserve
135,816 Adjusts the Pension Trust Reserve balances based on 101,450 anticipated contributions.

Unrestricted Beginning Fund
Balance/Unrestricted Ending
Fund Balance
905,871 1,054,990 Adjusts the beginning fund balance based on anticipated fund activity.

Total Solid Waste Fund 2,092,027 2,092,027
Category
Source of
Funds
Use of
Funds Explanation
Water & Sewer Utility
Department - Charges for
Services
(87,200) Decreases the Charges for Services estimate to reflect anticipated activity.

Water & Sewer Utility
Department - Salary and
Benefits
151,756 Increases personnel costs to reflect updated salary and benefit costs based on negotiated salary agreements,
required contributions to the Public Employees Retirement System (PERS), the latest benefit costs, and actual
incumbents.

Water & Sewer Utility
Department -
Resource/Production
(338,200) Decreases the resource/production allocation to reflect anticipated activity in the Recycled Water Utility.

Water & Sewer Utility
Department - Interfund
Services and Services From
Other Funds - Cost Allocation
Plan
(9,134) Reflects updated costs for interfund services (Information Technology Department services, special liability fund, workers' compensation, Public Works capital project
management, vehicle equipment and maintenance, fleet
purchases, and communications equipment) and the Cost
Allocation Plan.

Solid Waste Fund (096) Cont'd.

Water Recycling Fund (097)
567
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | A P P E ND I CE S FY 2024/25 OPERATING BUDGET AMENDMENTS DETAIL
BY FUND | ENTERPRISE FUNDS
Category
Source of
Funds
Use of
Funds Explanation
Transfer to General
Government Capital Fund
251 Establishes a transfer to the General Government Capital Fund to reflect the updated cost for capital projects
programmed in the FY 2024/25 proposed capital budget.

Ending Fund Balance - Rate
Stabilization Reserve
(1,523,540) Adjusts the Rate Stabilization Reserve balances based on anticipated contributions.

Ending Fund Balance -
Operations and Maintenance
Reserve
Adjusts the Operations and Maintenance Reserve balances 537,905 based on anticipated contributions.

Ending Fund Balance -
Infrastructure Reserve
Adjusts the Infrastructure Reserve balances based on (27,500) anticipated contributions.

Beginning and Ending Fund
Balance - Pension
Stabilization Reserve
35,085 Adjusts the Pension Stabilization Reserve balances based 35,085 on anticipated contributions.

Unrestricted Beginning Fund
Balance/Unrestricted Ending
Fund Balance
(650,023) Adjusts the beginning and ending fund balances based on 471,239 anticipated fund activity.

Total Water Recycling Fund (702,138) (702,138)
Category
Source of
Funds
Use of
Funds Explanation
Water & Sewer Utility
Department - Charges for
Services
(2,286,700) Decreases the Charges for Services estimate to reflect anticipated activity.

Water & Sewer Utility
Department - Interest
49,801 Increases the interest estimate to reflect anticipated activity.

Water & Sewer Utility
Department - Salary and
Benefits
Decreases personnel costs to reflect updated salary and (61,247) benefit costs based on negotiated salary agreements,
required contributions to the Public Employees Retirement System (PERS), the latest benefit costs, and actual
incumbents.

Water & Sewer Utility
Department - Interfund
Services and Services From
Other Funds - Cost Allocation
Plan
(345,971) Reflects updated costs for interfund services (Information Technology Department services, special liability fund, workers' compensation, Public Works capital project
management, vehicle equipment and maintenance, fleet
purchases, and communications equipment) and the Cost
Allocation Plan.

Water Recycling Fund (097) Cont'd.

Water Utility Fund (092)
568
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | A P P E ND I CE S FY 2024/25 OPERATING BUDGET AMENDMENTS DETAIL
BY FUND | ENTERPRISE FUNDS
Category
Source of
Funds
Use of
Funds Explanation
Water & Sewer Utility
Department -
Resource/Production
(2,150,271) Decreases the resource/production allocation to reflect anticipated activity in the Water Utility.

Water & Sewer Utility
Department - Capital Outlay
150,000 Increases the capital outlay allocation to reflect the shift of the Asset Management project from the capital to operating budget.

Transfer to the Electric Utility
Capital Fund
75,500 Establishes a transfer to the Electric Utility Capital Fund to reflect the updated cost for capital projects programmed in the FY 2024/25 proposed capital budget.

Transfer to the General
Government Capital Fund
(8,480) Decreases the transfer to the General Government Capital Fund to reflect the updated cost for capital projects
programmed in the FY 2024/25 proposed capital budget.

Transfer to the Water Utility
Capital Fund
3,110,000 Increases the transfer to the Water Utility Capital Fund to reflect the updated cost for capital projects programmed in the FY 2024/25 proposed capital budget.

Beginning and Ending Fund
Balance - Rate Stabilization
Reserve
(2,000,000) Adjusts the Rate Stabilization Reserve balances based on (553,740) anticipated contributions.

Beginning and Ending Fund
Balance - Operations and
Maintenance Reserve
(2,000,000) (7,000,000) Adjusts the Operations and Maintenance Reserve balances based on anticipated contributions.

Beginning and Ending Fund
Balance - Infrastructure
Reserve
(115,517) Adjusts the Infrastructure Reserve balances based on (115,517) anticipated contributions.

Beginning and Ending Fund
Balance - Pension
Stabilization Reserve
418,881 Adjusts the Pension Stabilization Reserve balances based 415,204 on anticipated contributions.

Unrestricted Beginning Fund
Balance/Unrestricted Ending
Fund Balance
(577,377) Adjusts the beginning and ending fund balances based on (26,390) anticipated fund activity.

Total Water Utility Fund (6,510,912) (6,510,912)
Total Enterprise Funds 99,864,555 99,864,555
Water Utility Fund (092) Cont'd.
569
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | A P P E ND I CE S FY 2024/25 OPERATING BUDGET AMENDMENTS DETAIL
BY FUND | INTERNAL SERVICE FUNDS
Category
Source of
Funds
Use of
Funds Explanation
Other Fees for Services 54,336 Increases the other fees for services revenue estimate to reflect the updated payments from other funds for
communication acquisition costs citywide.

Capital Outlay Increases the capital outlay budget to reflect updated radio 54,336 replacement costs citywide.

Equipment Replacement
Reserve
126,769 Increases the beginning and ending fund balances based on 126,769 actual FY 2023/24 estimate.

Unrestricted Beginning Fund
Balance/Unrestricted Ending
Fund Balance
(380,308) Adjusts the beginning and ending fund balances based on (380,308) anticipated fund activity.

Total Communication
Acquisitions Fund
(199,203) (199,203)
Category
Source of
Funds
Use of
Funds Explanation
Public Works -
Interdepartmental Services
303,874 Increases the charges to other funds due to higher fuel and interfund services costs.

Public Works - Salary and
Benefits
Increases personnel costs to reflect updated salary and 61,519 benefit costs based on negotiated salary agreements,
required contributions to the Public Employees Retirement System (PERS), the latest benefit costs, and actual
incumbents.

Public Works -
Materials/Services/Supplies
Increases the materials/services/supplies budget to reflect 97,205 anticipated higher fuel costs ($50,050) and increases in parts costs ($47,155).

Public Works -
Materials/Services/Supplies
(Telematics)
Increases the materials/services/supplies budget to install 116,078 telematics technology on City on-road fleet vehicles.

Telematics is common technology used by organizations to better manage fleet assets and programs by providing
essential data and information in key areas such as
operational efficiencies, safety, fleet optimization,
sustainability, and compliance. Funding is provided for the ongoing telematics subscription pricing that includes
installation. A one-time $422 fee for hardware harness for auxiliary equipment is included.

Communication Acquisitions Fund (048)
Fleet Operations Fund (053)
570
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | A P P E ND I CE S FY 2024/25 OPERATING BUDGET AMENDMENTS DETAIL
BY FUND | INTERNAL SERVICE FUNDS
Category
Source of
Funds
Use of
Funds Explanation
Public Works - Interfund
Services and Cost Allocation
Plan
Reflects updated costs for interfund services (Information 13,039 Technology Department services, special liability fund, workers' compensation, Public Works capital project
management, vehicle equipment and maintenance, fleet
purchases, and communications equipment) and the Cost
Allocation Plan.

Unrestricted Beginning Fund
Balance/Unrestricted Ending
Fund Balance
340,687 Adjusts the beginning and ending fund balances based on 356,720 anticipated fund activity.

Total Fleet Operations Fund 644,561 644,561
Category
Source of
Funds
Use of
Funds Explanation
Information Technology -
Other Fees For Services
2,282,394 Increases charges to other funds based on the projected Information Technology Services costs.

Information Technology -
Interfund Services
Reflects updated costs for interfund services (Information (278) Technology Department services, special liability fund, workers' compensation, Public Works capital project
management, vehicle equipment and maintenance, fleet
purchases, and communications equipment).

Information Technology -
Materials/Services/Supplies
1,547,665 Increases the Materials/Services/Supplies budget to reflect various cost adjustments, including increases for network equipment, Unisys contract funding, and Microsoft
enterprise agreement renewal.

Information Technology -
Capital Outlay
Increases the Capital Outlay budget to reflect funding for 409,000 computer replacement costs.

Information Technology -
Salary and Benefits
Increases personnel costs to reflect updated salary and 326,007 benefit costs based on negotiated salary agreements,
required contributions to the Public Employees Retirement System (PERS), the latest benefit costs, and actual
incumbents. This increase also reflects the proposed
addition of 1.0 Senior Information Technology Services
Manager position to assist in the delivery of information technology projects citywide.

Unrestricted Beginning Fund
Balance/Unrestricted Ending
Fund Balance
44,133 Adjusts the beginning and ending fund balances based on 44,133 anticipated fund activity.

Total Information
Technology Services Fund
2,326,527 2,326,527
Fleet Operations Fund (053) Cont'd.

Information Technology Services Fund (045)
571
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | A P P E ND I CE S FY 2024/25 OPERATING BUDGET AMENDMENTS DETAIL
BY FUND | INTERNAL SERVICE FUNDS
Category
Source of
Funds
Use of
Funds Explanation
Other Fees for Services 10,758 Increases the charges to other funds to cover the Public Works capital project management costs.

Public Works - Salary and
Benefits
Increases personnel costs to reflect updated salary and 5,416 benefit costs based on negotiated salary agreements,
required contributions to the Public Employees Retirement System (PERS), the latest benefit costs, and budgeted
positions.

Interfund Services and
Services From Other Funds -
Cost Allocation Plan
Reflects updated costs for interfund services (Information 5,342 Technology Department services, special liability fund, workers' compensation, Public Works capital project
management, vehicle equipment and maintenance, fleet
purchases, and communications equipment) and the Cost
Allocation Plan.

Total Public Works Capital
Projects Management Fund
10,758 10,758
Category
Source of
Funds
Use of
Funds Explanation
Other Fees for Services 33,000 Increases the charges to other funds to cover the higher insurance premium costs.

Special Liability - Insurance
Premiums
Increases the budget for insurance premiums based on the 33,000 latest cost estimates.

Unrestricted Beginning Fund
Balance/Unrestricted Ending
Fund Balance
1,500,817 1,500,817 Adjusts the beginning and ending fund balances based on anticipated fund activity.

Total Special Liability Fund 1,533,817 1,533,817
Category
Source of
Funds
Use of
Funds Explanation
Unrestricted Beginning Fund
Balance/Unrestricted Ending
Fund Balance
40,518 Adjusts the beginning and ending fund balances based on 40,518 anticipated fund activity.

Total Unemployment
Insurance Fund
40,518 40,518
Public Works Capital Projects Management Fund (044)
Unemployment Insurance Fund (087)
Special Liability Insurance Fund (082)
572
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | A P P E ND I CE S FY 2024/25 OPERATING BUDGET AMENDMENTS DETAIL
BY FUND | INTERNAL SERVICE FUNDS
Category
Source of
Funds
Use of
Funds Explanation
Public Works - Other Fees for
Services
67,413 Reflects the higher charges to other funds based on the projected vehicle replacement schedule.

Public Works - Other Revenue (100,000) Shifts the Other Revenue estimate to Sale of Land or Property revenue as a technical correction.

Public Works - Sale of Land or
Property
100,000 Shifts the Other Revenue estimate to Sale of Land or Property revenue as a technical correction.

Transfer from Electric
Operating Grant Fund
(1,050,000) Decreases the transfer from the Electric Operating Grant Trust Fund to align with anticipated electric vehicle
replacements planned to be funded by the Greenhouse Gas program.

Capital Outlay 991,284 Increases the Capital Outlay budget to align with the scheduled replacements and updated cost estimates. Major changes consist of an increase for a Fire apparatus
($624,000), increase for a SVP crane that was shifted from FY 2023/24 to FY 2024/25 ($825,000), increase costs for a DPW chipper ($120,000), decrease for an SVP aerial that was shifted from FY 2024/25 to FY 2023/24 (-$300,000),
decrease for Fire SUVs that were shifted from FY 2024/25 to FY 2023/24 (-$165,000), and a decrease for a fleet reduction of a DPW dump truck (-$180,000).

Capital Outlay (Electric Vehicle
Replacements)
450,000 Increases the Capital Outlay budget for electric vehicles funded by the Electric Operating Grant Trust Fund to reflect Parks vehicles that were deferred from FY 2023/24 to FY 2024/25.

Beginning and Ending Fund
Balance - Equipment
Replacement Reserve
1,467,441 1,467,441 Increases the Equipment Replacement Reserve based on the FY 2023/24 estimate.

Unrestricted Beginning Fund
Balance/Unrestricted Ending
Fund Balance
(1,571,735) (3,995,606) Adjusts the beginning and ending fund balances based on anticipated fund activity.

Total Vehicle Replacement
Fund
(1,086,881) (1,086,881)
Vehicle Replacement Fund (050)
573
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | A P P E ND I CE S FY 2024/25 OPERATING BUDGET AMENDMENTS DETAIL
BY FUND | INTERNAL SERVICE FUNDS
Category
Source of
Funds
Use of
Funds Explanation
Workers' Compensation -
Insurance Premiums
110,000 Increases the budget for insurance premiums based on the latest cost estimates.

Workers' Compensation -
Reserve for Prepayments
636,930 Increases the Reserve for Prepayments based on the FY 636,930 2023/24 estimate.

Unrestricted Beginning Fund
Balance/Unrestricted Ending
Fund Balance
55,426 Adjusts the beginning and ending fund balances based on (54,574) anticipated fund activity.

Total Workers'
Compensation Fund
692,356 692,356
Total Internal Service Funds 3,962,453 3,962,453
Workers' Compensation Fund (081)
574
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | A P P E ND I CE S FY 2024/25 OPERATING BUDGET AMENDMENTS DETAIL
BY FUND | DEBT SERVICE FUNDS
Category
Source of
Funds
Use of
Funds Explanation
Bond Proceeds/Transfer to the
Electric Utility Capital Fund
130,000,000 130,000,000 Increases the revenue estimate for Bond Proceeds to reflect the debt service plan that was updated to adjust for timing of bond issuance for CIP projects. On the
expenditure side, increases the transfer to the Electric Utility Capital Fund to align with updated project schedules and anticipated debt needs.

Transfer from Electric Utility
Fund/Debt Service and
Administrative Costs
(18,742,168) (18,742,168) Decreases the transfer from the Electric Utility Fund to align with updated anticipated debt payments schedule.

On the expenditure side, decreases debt service payments and associated administrative costs to align with updated anticipated debt payments schedule.

Beginning and Ending Fund
Balance - Reserve for Debt
Service
269,084 Adjusts the Reserve for Debt Service beginning and ending 269,084 fund balances based on FY 23/24 Estimate.

Total Electric Utility Debt
Service Fund
111,526,916 111,526,916
Category
Source of
Funds
Use of
Funds Explanation
Unrestricted Beginning Fund
Balance/Unrestricted Ending
Fund Balance
22,883 Adjusts the beginning and ending fund balances based on 22,883 anticipated fund activity.

Total Public Facilities
Finance Corporation Fund
22,883 22,883
Category
Source of
Funds
Use of
Funds Explanation
Beginning and Ending Fund
Balance - Reserve for Debt
Service
5,720,839 4,312,901 Adjusts the beginning and ending fund balances for the Debt Reserve based on anticipated fund activity.

Debt Service Adjusts the debt service budget based on anticipated debt 357,938 payment.

Transfer from the Sewer Utility
Fund
(1,050,000) Eliminates the transfer from the Sewer Utility Fund as there is sufficient fund balance available for the FY 2024/25 debt service payment.

Total Sewer Utility Debt
Service Fund
4,670,839 4,670,839
Total Debt Service Funds 116,220,638 116,220,638
Electric Utility Debt Service Fund (491)
Public Facilities Finance Corporation Fund (431)
Sewer Utility Debt Service Fund (494)
575
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | A P P E ND I CE S FY 2024/25 OPERATING BUDGET AMENDMENTS DETAIL
BY FUND | OTHER AGENCY FUNDS
Category
Source of
Funds
Use of
Funds Explanation
Unrestricted Beginning Fund
Balance/Unrestricted Ending
Fund Balance
354 Adjusts the beginning and ending fund balances based on 354 anticipated fund activity.

Total Sports and Open
Space Authority Fund
354 354
Total Other Agency Funds 354 354
Sports and Open Space Authority Fund (801)
576
RCalifornia Society of Municipal
Finance Officers
Certificate of Award
Operating Budget Excellence Award
Fiscal Years 2023-2024 & 2024-2025
Presented to the
City of Santa Clara
For meeting the criteria established to achieve a CSMFO Award in Budgeting.

January 29, 2024
Rich Lee James Russell-Field, Chair 2023 CSMFO President Recognition Committee Dedicated to Excellence in Municipal Financial Reporting 577
Finance Department
City of Santa Clara, California
The Government Finance Officers Association
of the United States and Canada
The Certificate of Recognition for Budget Preparation is presented by the Government Finance Officers Association to those individuals who have been instrumental in their government unit achieving a Distinguished Budget Presentation Award. The Distinguished Budget Presentation Award, which is the highest award in governmental budgeting, is presented to those government units whose budgets are judged to adhere to program standards.
presents this

CERTIFICATE OF RECOGNITION FOR BUDGET PREPARATION
to
Date:

Executive Director
January 25, 2024
578
®
~P-~

PRESENTED TO
City of Santa Clara
California
For the Biennium Beginning
July 01, 2023
Executive Director

GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
579
~P-~
This page is intentionally left blank.
580
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | P RO JE CT I N DE X PROJECT INDEX | PROJECT INDEX BY THEME
Project Number and Title Page
Administrative Facilities
Funded Projects
4070 - Training Tower Renovation* 286
6138 - Repairs-Modifications to City Buildings* 287
6139 - Repair to Historic Buildings* 288
6140 - Triton Museum Repair and Modifications* 289
6558 - Morse Mansion Maintenance & Repair* 290
FY25 Temp 04 - City Buildings - Upgrade Lighting to LED Project* 291 FY25 Temp 05 - City Hall Gutter and Waterproofing Repair Project 292 FY25 Temp 13 - Electric Vehicle Charging (Fleet)* 293
FY25 Temp 21 - EOC Security Upgrades 294
Administrative Facilities
Unfunded Projects/Partially Funded Projects
4070 - Training Tower Renovation* 295
6123 - Public Building Parking Lot Improvements 295
6138 - Repairs-Modifications to City Buildings* 295
6139 - Repair to Historic Buildings* 295
6140 - Triton Museum Repair and Modifications 295
6148 - City Hall HVAC Rehabilitation Project 296
6158 - Stationary Standby Generators* 296
6177 - Berman Building Gate and Electrical Panel Upgrades 296 6184 - ADA Transition Plan Implementation (Public Buildings) 296 6186 - Fire Station 5 Renovation 297
6555 - Office Reconfiguration* 297
6558 - Morse Mansion Maintenance & Repair* 297
FY25 Temp 04 - City Buildings - Upgrade Lighting to LED Project* 297 FY25 Temp 13 - Electric Vehicle Charging (Fleet)* 298
FY25 Temp 22 - Fire Station 1 and 8 Security Upgrades 298 FY25 Temp 23 - Fire Station 1 and Fire Headquarters Building Renovation 298 FY25 Temp 24 - Fire Station 9 PPE Storage Equipment Room 298 FY25 Temp 25 - Fire Station 7 Renovation 298
FY25 Temp 26 - Fire Station 9 Renovation 299
FY25 Temp 29 - Water Refilling Stations 299
FY25 Temp 30 - Fire Station 9 Lighting 299
FY25 Temp 33 - Stations 1, 9, and Fire Administration Building Assessment 299 TEMP20 - New Project - Seismic Evaluation of EOC and Fire Station #2 300 *Projects are only partially funded
581
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | P RO JE CT I N DE X PROJECT INDEX | PROJECT INDEX BY THEME
Project Number and Title Page
Community Facilities
Funded Projects
3187 - Bowers Roof/Building Replacement Project* 312
3196 - Planning and Construction of Temporary and/or Permanent ISC Replacement Facility*
313
3197 - Parks Service Center Improvements 314
FY25 Temp 34 - Northside Branch Library - Automated Materials Handling System 315 FY25 Temp 38 - Central Park Library - Radio Coverage 316 FY25 Temp 45 - Senior Center Natatorium HVAC Project - Ph 1 317 FY25 Temp 48 - Lawn Bowls Improvements 318
Community Facilities
Unfunded Projects/Partially Funded Projects
3187 - Bowers Roof/Building Replacement Project* 319
3196 - Planning and Construction of Temporary and/or Permanent ISC Replacement Facility*
319
3622 - Repurchase Cemetery Property 319
3628 - Sarah E. Fox Memorial Mausoleum Repairs* 320
FY25 Temp 37 - Central Park Library - Lighting Software and Hardware Replacement 320 FY25 Temp 39 - Central Park Library - Repaint Interior 320 FY25 Temp 41 - Mission Branch Library – Replacement of Heat Pump in Rooftop HVAC Unit
321
TEMP13 - Aged Infrastructure at Critical/Poor Buildings 321 Convention Center
Funded Projects
8101 - Santa Clara Convention Center Condition Assessment Repair* 331 Convention Center
Unfunded Projects/Partially Funded Projects
8101 - Santa Clara Convention Center Condition Assessment Repair* 332 Electric Utility
Funded Projects
2004 - Fiber Development, Design, and Expansion 346
2005 - New Business Estimate Work 347
2006 - Transmission and Distribution Capital Maintenance and Betterments 348 2008 - Substation Capital Maintenance and Betterments 349 2010 - Electric Yard Buildings and Grounds 350
*Projects are only partially funded
582
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | P RO JE CT I N DE X PROJECT INDEX | PROJECT INDEX BY THEME
Project Number and Title Page
Electric Utility
Funded Projects
2119 - Generation Capital Maintenance and Betterments 351 2127 - Major Engine Overhaul and Repair 352
2395 - Operations and Planning Technology 353
2410 - System Expansion Planning and Analysis 354
2418 - Esperanca Substation 355
2423 - Utility Billing CIS Replacement 356
2424 - Substation Physical Security Improvements 357
2431 - Homestead Substation Rebuild 358
2432 - Yard Pavement Project 359
2434 - Replace Balance of Plant Control System (DCS) 360 2435 - DOT Gas Pipeline Upgrades and Repairs 361
2444 - Northwest Loop Capacity Upgrade 362
2447 - Substation Control and Communication System Replacement 363 2453 - KRS Rebuild and Replacement 364
2454 - NRS Upgrades and Expansion 365
2455 - NRS-KRS 115kV Line 366
2456 - SRS Rebuild and Replacement 367
2458 - Walsh-Uranium 60kV Reconductor 368
2459 - Transmission Loop 1 369
2460 - Grizzly Tap Line Repairs 370
2461 - Battery Energy Storage System 371
2465 - Duane-Scott 115kV Reconductor 372
2466 - South Loop Reconductor 373
2871 - Miscellaneous Street Lighting 374
2875 - Great America Street Light Replacement Project 375 Other Community Projects
Funded Projects
1199 - PW Capital Projects Management - Streets and Highways 384 1899 - PW Capital Projects Management - Storm Drain 384 3199 - PW Capital Projects Management - Parks & Recreation 384 3699 - PW CIP Management Services - Cemetery 384
4099 - PW Capital Projects Management - Fire 384
4511 - Related General Admin Project 385
4513 - Other Development Project Services 386
4610 - Tasman East Administration 387
4611 - Tasman East Developer Reimbursement 388
5099 - PW Capital Projects Management - Library 384
6199 - PW Capital Projects Management - Public Buildings 384 6599 - PW Capital Projects Management - General Government 384 583
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | P RO JE CT I N DE X PROJECT INDEX | PROJECT INDEX BY THEME
Project Number and Title Page
Parks & Trails
Funded Projects
3001 - Park Improvements* 402
3130 - Maywood Park Playground Rehabilitation 403
3131 - Earl Carmichael Park Playground Rehabilitation* 404 3132 - Community Park North - Phase I 405
3133 - Central Park Access & Parking Improvements 406
3190 - Mary Gomez Park Playground Rehabilitation* 407
Parks & Trails
Unfunded/Partially Funded Projects
3001 - Park Improvements* 408
3131 - Earl Carmichael Park Playground Rehabilitation* 408 3137 - Warburton Park Playground Rehabilitation* 409
3190 - Mary Gomez Park Playground Rehabilitation* 409
3195 - Henry Schmidt Park Playground Rehabilitation* 410 TEMP14 - Aged Infrastructure at Critical/Poor Parks 410 Sewer Utility
Funded Projects
1908 - S.J.-S.C. Regional Wastewater Facility 417
1909 - Sanitary Sewer Capacity Improvements 418
1911 - Sanitary Sewer System Condition Assessment 419
1912 - Sanitary Sewer System Improvements 420
1919 - Sanitary Sewer Hydraulic Modeling As Needed Support 421 Solid Waste
Funded Projects
6109 - Sanitary Landfill Development - Post Closure 428 Storm Drain
Funded Projects
1811 - Storm Drain Pump Station Facility Maintenance & Repair 437 1831 - Storm Drain Repairs and Maintenance* 438
1838 - SDPS Motor and Control Maintenance, Repair, and Replacement* 439 FY25 Temp 09 - Green Stormwater Infrastructure Design & Construction* 440 FY25 Temp 11 - Storm SCADA Fiber Ready Project 441
FY25 Temp 43 - Storm Drain Pump Station RTU Upgrade 442 FY25 Temp 49 - Bowers Park Parking Lot Rehabilitation 443 *Projects are only partially funded
584
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | P RO JE CT I N DE X PROJECT INDEX | PROJECT INDEX BY THEME
Project Number and Title Page
Storm Drain
Unfunded/Partially Funded Projects
1831 - Storm Drain Repairs and Maintenance* 444
1834 - Storm Drain System Improvements 444
1835 - Storm Drain Pump Station Outfall Reconstruction Program* 444 1837 - Storm Water Retention Basin Remediation 444
1838 - SDPS Motor and Control Maintenance, Repair, and Replacement* 445 1843 - Lafayette St. Underpass at Subway Pump Station 445 FY25 Temp 01 - Bowers Ave Underpass SDPS Rehabilitation 445 FY25 Temp 08 - Fairway Glen Storm Drain Pump Station Rehabilitation 446 FY25 Temp 09 - Green Stormwater Infrastructure Design & Construction* 446 FY25 Temp 10 - Lickmill Storm Drain Pump Station Rehabilitation 446 FY25 Temp 12 - Tri-Level Underpass Storm Drain Pump Station Rehabilitation 447 Technology and Equipment
Funded Projects
4084 - Protective Equipment Replacement 459
4089 - Defibrillator/Monitor Replacement 460
6103 - Utility Management Information System (UMIS) Enhancements* 461 6501 - FHRMS Update Project* 462
6534 - GIS Enterprise System (Geospatial Information System) 463 6550 - Cyber Security Risk Mitigation 464
FY25 Temp 03 - Enterprise Asset Management DPW 465
FY25 Temp 19 - City Hall Data Center HVAC Remediation 466 FY25 Temp 20 - Police Vehicle Mobile Data Computer Replacement 467 Technology and Equipment
Unfunded/Partially Funded Projects
6103 - Utility Management Information System (UMIS) Enhancements* 468 6501 - FHRMS Update Project* 468
6514 - Consolidate and Upgrade Servers 468
6532 - Intranet Collaboration Suite Implementation 468
FY25 Temp 18 - IT Berman Building HVAC and Electrical Repairs 468 Transportation
Funded Projects
1211 - Neighborhood Traffic Calming 481
1212 - LED Traffic Signal & Safety Light Replacements 482 1219 - Traffic Signal Enhancements 483
1220 - Pedestrian and Bicycle Enhancement Facilities 484 *Projects are only partially funded
585
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | P RO JE CT I N DE X PROJECT INDEX | PROJECT INDEX BY THEME
Project Number and Title Page
Transportation
Funded Projects
1225 - Santa Clara VTA - Congestion Management Program 485 1226 - Uncontrolled Crosswalks Improvements 486
1232 - Traffic Signal Interconnect Upgrade 487
1234 - Transportation Modeling Update 488
1235 - Annual Street Maintenance and Rehabilitation Program* 489 1250 - ADA Transition Plan Implementation (Public Right of Way)* 490 1256 - Traffic Engineering Consultant Support 491
1266 - El Camino Real Bike Lane Project 492
1273 - Street Tree Services 493
1281 - Bicycle Plan Implementation Studies 494
1286 - Tasman Complete Streets Plan 2021 Improvements Phase 1 – North San Jose Settlement
495
1288 - Cupertino-Santa Clara On-Demand Shuttle Project* 496 1325 - Bridge Maintenance Program* 497
1376 - Safe Routes to School 498
1382 - Sidewalk, Curb and Gutter Repair* 499
FY25 Temp 16 - Quick Build Bike and Pedestrian Safety Project 500 FY25 Temp 17 - Retroreflective Borders on Traffic Signal Backplates 501 Transportation
Unfunded/Partially Unfunded Projects
1203 - Creek Trail Pavement Rehabilitation Program 502
1235 - Annual Street Maintenance and Rehabilitation Program* 502 1248 - Pruneridge Avenue Complete Streets Plan 502
1249 - Multimodal Improvement Plan Phase 1 Projects 503 1250 - ADA Transition Plan Implementation (Public Right of Way)* 503 1258 - Multimodal Improvement Plan Phase 2 Projects 503 1269 - Bicycle Route Wayfinding - Phase I 504
1270 - Public Alley Pavement Maintenance and Rehabilitation 504 1288 - Cupertino-Santa Clara On-Demand Shuttle Project* 504 1325 - Bridge Maintenance Program* 505
1382 - Sidewalk, Curb and Gutter Repair* 505
FY25 Temp 06 - Median Islands Water Conservation and Drought Tolerant Landscape Improvements
505
FY25 Temp 07 - Water Conservation and Drought Tolerant Landscaping 506 FY25 TEMP 46 - Public Right of Way Standard Specs and Detail Update 506 *Projects are only partially funded
586
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | P RO JE CT I N DE X PROJECT INDEX | PROJECT INDEX BY THEME
Project Number and Title Page
Water and Recycled Water Utilities
Funded Projects
7005 - Buildings and Grounds 514
7054 - Distribution System Replacement/Restoration 515
7058 - SCADA Improvements 516
7059 - New and Replacement Wells 517
7505 - Recycled Water System Mains and Services 518
*Projects are only partially funded
587
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | P RO JE CT I N DE X PROJECT INDEX | PROJECT INDEX BY DEPARTMENT
Project Number and Title Page
Community Development Department
Unfunded/Partially Funded Projects
6555 - Office Reconfiguration* 297
Electric Utility Department
Funded Projects
2004 - Fiber Development, Design, and Expansion* 346
2005 - New Business Estimate Work 347
2006 - Transmission and Distribution Capital Maintenance and Betterments 348 2008 - Substation Capital Maintenance and Betterments 349 2010 - Electric Yard Buildings and Grounds 350
2119 - Generation Capital Maintenance and Betterments 351 2127 - Major Engine Overhaul and Repair 352
2395 - Operations and Planning Technology 353
2410 - System Expansion Planning and Analysis 354
2418 - Esperanca Substation 355
2423 - Utility Billing CIS Replacement 356
2424 - Substation Physical Security Improvements 357
2431 - Homestead Substation Rebuild 358
2432 - Yard Pavement Project 359
2434 - Replace Balance of Plant Control System (DCS) 360 2435 - DOT Gas Pipeline Upgrades and Repairs 361
2444 - Northwest Loop Capacity Upgrade 362
2447 - Substation Control and Communication System Replacement 363 2453 - KRS Rebuild and Replacement 364
2454 - NRS Upgrades and Expansion 365
2455 - NRS-KRS 115kV Line 366
2456 - SRS Rebuild and Replacement 367
2458 - Walsh-Uranium 60kV Reconductor 368
2459 - Transmission Loop 1 369
2460 - Grizzly Tap Line Repairs 370
2461 - Battery Energy Storage System 371
2465 - Duane-Scott 115kV Reconductor 372
2466 - South Loop Reconductor 373
2871 - Miscellaneous Street Lighting 374
2875 - Great America Street Light Replacement Project 375 Finance Department
Funded Projects
6103 - Utility Management Information System (UMIS) Enhancements* 461 6501 - FHRMS Update Project* 462
*Projects are only partially funded
588
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | P RO JE CT I N DE X PROJECT INDEX | PROJECT INDEX BY DEPARTMENT
Project Number and Title Page
Finance Department
Unfunded Projects/Partially Funded Projects
6103 - Utility Management Information System (UMIS) Enhancements* 468 6501 - FHRMS Update Project* 468
Fire Department
Funded Projects
4070 - Training Tower Renovation* 286
4084 - Protective Equipment Replacement 459
4089 - Defibrillator/Monitor Replacement 460
4099 - PW Capital Projects Management - Fire 384
FY25 Temp 21 - Emergency Operations Center Security Upgrades 294 Fire Department
Unfunded Projects/Partially Funded Projects
4070 - Training Tower Renovation* 295
6186 - Fire Station 5 Renovation 297
FY25 Temp 22 - Fire Station 1 and 8 Security Upgrades 298 FY25 Temp 23 - Fire Station 1 and Fire Headquarters Building Renovation 298 FY25 Temp 24 - Fire Station 9 PPE Storage Equipment Room 298 FY25 Temp 25 - Fire Station 7 Renovation 298
FY25 Temp 26 - Fire Station 9 Renovation 299
FY25 Temp 29 - Water Refilling Stations 299
FY25 Temp 30 - Fire Station 9 Lighting 299
FY25 Temp 33 - Stations 1, 9, and Fire Administration Building Assessment 299 TEMP20 - New Project - Seismic Evaluation of EOC and Fire Station #2 300 Information Technology Department
Funded Projects
6534 - GIS Enterprise System (Geospatial Information System) 463 6550 - Cyber Security Risk Mitigation 464
FY25 Temp 19 - City Hall Data Center HVAC Remediation 466 Information Technology Department
Unfunded/Partially Funded Projects
6177 - Berman Building Gate and Electrical Panel Upgrades 296 6514 - Consolidate and Upgrade Servers* 468
*Projects are only partially funded
589
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | P RO JE CT I N DE X PROJECT INDEX | PROJECT INDEX BY DEPARTMENT
Project Number and Title Page
Information Technology Department
Unfunded/Partially Funded Projects
6532 - Intranet Collaboration Suite Implementation 468
FY25 Temp 18 - IT Berman Building HVAC and Electrical Repairs 468 Library Department
Funded Projects
5099 - PW Capital Projects Management - Library 384
FY25 Temp 34 - Northside Branch Library - Automated Materials Handling System 315 FY25 Temp 38 - Central Park Library - Radio Coverage 316 Library Department
Unfunded/Partially Funded Projects
FY25 Temp 37 - Central Park Library - Lighting Software and Hardware Replacement 320 FY25 Temp 39 - Central Park Library - Repaint Interior 320 FY25 Temp 41 - Mission Branch Library – Replacement of Heat Pump in Rooftop HVAC Unit 321 Non-Departmental
Funded Projects
4511 - Related General Admin Project 385
4513 - Other Development Project Services 386
8101 - Santa Clara Convention Center Condition Assessment Repair* 331 Non-Departmental
Unfunded/Partially Funded Projects
8101 - Santa Clara Convention Center Condition Assessment Repair* 331 Parks & Recreation Department
Funded Projects
3001 - Park Improvements* 402
3130 - Maywood Park Playground Rehabilitation 403
3131 - Earl Carmichael Park Playground Rehabilitation* 404 3132 - Community Park North - Phase I 405
3133 - Central Park Access & Parking Improvements 406
3187 - Bowers Roof/Building Replacement Project* 312
*Projects are only partially funded
590
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | P RO JE CT I N DE X PROJECT INDEX | PROJECT INDEX BY DEPARTMENT
Project Number and Title Page
Parks & Recreation Department
Funded Projects
3190 - Mary Gomez Park Playground Rehabilitation* 407
3196 - Planning and Construction of Temporary and/or Permanent ISC Replacement Facility*
313
3197 - Parks Service Center Improvements 314
3199 - PW Capital Projects Management - Parks & Recreation 384 3699 - PW CIP Management Services 384
FY25 Temp 45 - Senior Center Natatorium HVAC Project - Ph 1 317 FY25 Temp 48 - Lawn Bowls Improvements 318
Parks & Recreation Department
Unfunded/Partially Funded Projects
3001 - Park Improvements* 408
3131 - Earl Carmichael Park Playground Rehabilitation* 408 3137 - Warburton Park Playground Rehabilitation* 409
3187 - Bowers Roof/Building Replacement Project* 319
3190 - Mary Gomez Park Playground Rehabilitation* 409
3195 - Henry Schmidt Park Playground Rehabilitation* 410 3196 - Planning and Construction of Temporary and/or Permanent ISC Replacement Facility*
319
3622 - Repurchase Cemetery Property 319
3628 - Sarah E. Fox Memorial Mausoleum Repairs* 320
TEMP13 - Aged Infrastructure at Critical/Poor Buildings 321 TEMP14 - Aged Infrastructure at Critical/Poor Parks 410 Police Department
Funded Projects
FY25 Temp 20 - Police Vehicle Mobile Data Computer Replacement 467 Department of Public Works
Funded Projects
1199 - PW Capital Projects Management - Streets and Highways 384 1211 - Neighborhood Traffic Calming 481
1212 - LED Traffic Signal & Safety Light Replacements 482 1219 - Traffic Signal Enhancements 483
*Projects are only partially funded
591
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | P RO JE CT I N DE X PROJECT INDEX | PROJECT INDEX BY DEPARTMENT
Project Number and Title Page
Department of Public Works
Funded Projects
1220 - Pedestrian and Bicycle Enhancement Facilities 484 1225 - Santa Clara VTA - Congestion Management Program 485 1226 - Uncontrolled Crosswalks Improvements 486
1232 - Traffic Signal Interconnect Upgrade 487
1234 - Transportation Modeling Update 488
1235 - Annual Street Maintenance and Rehabilitation Program* 489 1250 - ADA Transition Plan Implementation (Public Right of Way)* 490 1256 - Traffic Engineering Consultant Support 491
1266 - El Camino Real Bike Lane Project 492
1273 - Street Tree Services 493
1281 - Bicycle Plan Implementation Studies 494
1286 - Tasman Complete Streets Plan 2021 Improvements Phase 1 – North San Jose Settlement
495
1288 - Cupertino-Santa Clara On-Demand Shuttle Project* 496 1325 - Bridge Maintenance Program* 497
1376 - Safe Routes to School 498
1382 - Sidewalk, Curb and Gutter Repair* 499
1811 - Storm Drain Pump Station Facility Maintenance & Repair 437 1831 - Storm Drain Repairs and Maintenance* 438
1838 - SDPS Motor and Control Maintenance, Repair, and Replacement* 439 1899 - PW Capital Projects Management - Storm Drain 384 1909 - Sanitary Sewer Capacity Improvements 418
1919 - Sanitary Sewer Hydraulic Modeling As Needed Support 421 4610 - Tasman East Administration 387
4611 - Tasman East Developer Reimbursement 388
6109 - Sanitary Landfill Development - Post Closure 428 6138 - Repairs-Modifications to City Buildings* 287
6139 - Repair to Historic Buildings* 288
6140 - Triton Museum Repair and Modifications* 289
6199 - PW Capital Projects Management - Public Buildings 384 6558 - Morse Mansion Maintenance & Repair* 290
6599 - PW Capital Projects Management - General Government 384 FY25 Temp 03 - Enterprise Asset Management DPW 465
FY25 Temp 04 - City Buildings - Upgrade Lighting to LED Project* 291 FY25 Temp 05 - City Hall Gutter and Waterproofing Repair Project 292 FY25 Temp 09 - Green Stormwater Infrastructure Design & Construction* 440 FY25 Temp 11 - Storm SCADA Fiber Ready Project 441
FY25 Temp 13 - Electric Vehicle Charging (Fleet)* 442
FY25 Temp 16 - Quick Build Bike and Pedestrian Safety Project 500 FY25 Temp 17 - Retroreflective Borders on Traffic Signal Backplates 501 FY25 Temp 43 - Storm Drain Pump Station RTU Upgrade 442 FY25 Temp 49 - Bowers Park Parking Lot Rehabilitation 443 *Projects are only partially funded

592
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | P RO JE CT I N DE X PROJECT INDEX | PROJECT INDEX BY DEPARTMENT
Project Number and Title Page
Department of Public Works
Unfunded/Partially Unfunded Projects
1203 - Creek Trail Pavement Rehabilitation Program 502
1235 - Annual Street Maintenance and Rehabilitation Program* 502 1248 - Pruneridge Avenue Complete Streets Plan 502
1249 - Multimodal Improvement Plan Phase 1 Projects 503 1250 - ADA Transition Plan Implementation (Public Right of Way)* 503 1258 - Multimodal Improvement Plan Phase 2 Projects 503 1269 - Bicycle Route Wayfinding - Phase I 504
1270 - Public Alley Pavement Maintenance and Rehabilitation 504 1288 - Cupertino-Santa Clara On-Demand Shuttle Project* 504 1325 - Bridge Maintenance Program* 505
1382 - Sidewalk, Curb and Gutter Repair* 505
1831 - Storm Drain Repairs and Maintenance* 444
1834 - Storm Drain System Improvements 444
1835 - Storm Drain Pump Station Outfall Reconstruction Program* 444 1837 - Storm Water Retention Basin Remediation 444
1838 - SDPS Motor and Control Maintenance, Repair, and Replacement* 445 1843 - Lafayette St. Underpass at Subway Pump Station 445 6123 - Public Building Parking Lot Improvements 295
6138 - Repairs-Modifications to City Buildings* 295
6139 - Repair to Historic Buildings* 295
6140 - Triton Museum Repair and Modifications* 295
6148 - City Hall HVAC Rehabilitation Project 296
6158 - Stationary Standby Generators* 296
6184 - ADA Transition Plan Implementation (Public Buildings) 296 6558 - Morse Mansion Maintenance & Repair* 297
FY25 Temp 01 - Bowers Ave Underpass SDPS Rehabilitation 445 FY25 Temp 04 - City Buildings - Upgrade Lighting to LED Project* 297 FY25 Temp 06 - Median Islands Water Conservation and Drought Tolerant Landscape Improvements
505
FY25 Temp 07 - Water Conservation and Drought Tolerant Landscaping 506 FY25 Temp 08 - Fairway Glen Storm Drain Pump Station Rehabilitation 446 FY25 Temp 09 - Green Stormwater Infrastructure Design & Construction* 446 FY25 Temp 10 - Lickmill Storm Drain Pump Station Rehabilitation 446 FY25 Temp 12 - Tri-Level Underpass Storm Drain Pump Station Rehabilitation 447 FY25 Temp 13 - Electric Vehicle Charging (Fleet)* 298
FY25 TEMP 46 - Public Right of Way Standard Specs and Detail Update 506 *Projects are only partially funded
593
FY 20 2 4/ 2 5 A N D F Y 2 02 5 / 2 6 P RO P O S E D C A P I T A L I M P R O V E M E N T P R O G RA M B UD G E T | P RO JE CT I N DE X PROJECT INDEX | PROJECT INDEX BY DEPARTMENT
Project Number and Title Page
Water and Sewer Utilities Department
Funded Projects
1908 - S.J.-S.C. Regional Wastewater Facility 417
1911 - Sanitary Sewer System Condition Assessment 419
1912 - Sanitary Sewer System Improvements 420
7005 - Buildings and Grounds 514
7054 - Distribution System Replacement/Restoration 515
7058 - SCADA Improvements 516
7059 - New and Replacement Wells 517
7505 - Recycled Water System Mains and Services 518
*Projects are only partially funded
594
City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
24-508 Agenda Date: 6/4/2024

REPORT TO COUNCIL

SUBJECT
Reconsideration of the Council Actions Taken at the April 23, 2024 City Council Meeting Regarding Proposed FY 2024/25 Fees for Non-Profit Youth Sports Field Use in Accordance with Council Policy 42 COUNCIL PILLAR
Enhance Community Sports, Recreational and Arts Assets
Enhance Community Engagement and Transparency

BACKGROUND
On April 23, 2024, a motion was made by Councilmember Watanabe, seconded by Mayor Gillmor, to:
1) Approve Resolution 24-9316 adopting the City of Santa Clara FY 2024/25 Municipal Fee Schedule with an effective date of July 1, 2024;
2) Repeal fees for nonprofit youth sport groups;
3) Direct staff to revisit the Wade Brummal scholarship program; and 4) Direct staff to use naming right fees to offset the repeal of the nonprofit youth sport groups fees.

The motion passed 4-3 with Councilmembers Watanabe, Chahal, Vice Mayor Becker and Mayor Gillmor in favor and Councilmembers Hardy, Park and Jain in opposition.

A meeting recess was called following the motion at 10:37 p.m. and the City Council reconvened at 10:47 p.m. Following the recess, Vice Mayor Becker requested reconsideration of the prior vote.

Councilmembers Chahal, Hardy, Park, Jain, and Vice Mayor Becker voted in favor of the reconsideration with Mayor Gillmor and Councilmember Watanabe in opposition.

At this point, a substitute motion was made by Councilmember Chahal to:
1) Adopt the proposed FY 2024/25 Municipal Fee Schedule with an effective date of July 1, 2024; 2) To repeal of field use fees for non-profit youth sports groups; 3) Direct staff to revisit the Wade Brummal Scholarship program; and, 4) Use naming right fees to offset the repeal of field use fees for non-profit youth sports groups.

The motion failed 3 to 4 with Mayor Gillmor and Councilmembers Watanabe and Chahal in favor of the motion and Vice-Mayor Becker and Councilmembers Hardy, Park and Jain in opposition of the motion.

A second substitute motion was made by Councilmember Jain to:

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24-508 Agenda Date: 6/4/2024
1) Approve the staff recommendation; and,
2) Direct staff to study the impact of removing fees for non-profit youth sports field use.

The motion failed 3-4 with Councilmembers Jain, Hardy and Park in favor and Councilmembers Watanabe, Chahal as well as Vice Mayor Becker and Mayor Gillmor in opposition.

A final motion was made by Councilmember Watanabe to:
1) Adopt the proposed FY 2024/25 Municipal Fee Schedule with an effective date of July 1, 2024; 2) Direct staff to revisit the Wade Brummal Scholarship Program to determine how the program might be used to offset the fees for non-profit youth field use; and, 3) Evaluate the impact of fee waivers for all youth sports programs.

The motion passed 6 to 1 with Vice Mayor Becker and Councilmembers Watanabe, Chahal, Hardy, Park, and Jain in favor and Mayor Gillmor in opposition.

During the discussion, Mayor Gillmor indicated her opposition was based on the fact that action was being taken after the representatives from the community had left the meeting with an understanding that the Council had waived fees and the reconsideration action was being taken without giving interested parties the opportunity to provide further comment.

At that time, the City Attorney indicated that action to reconsider the prior action was in accordance with Robert’s Rules of Order and the Council continued with the remainder of the Council agenda.

At the May 7, 2024 City Council meeting, Councilmember Watanabe made a motion, seconded by Mayor Gillmor, to reconsider the actions taken at the April 23, 2024 with respect to field use fees for non-profit youth sports organizations. City Attorney Googins indicated that Member Watanabe’s motion was appropriate in that the previous reconsideration action, while consistent with Robert’s Rules of Order, was not consistent with the City’s own local reconsideration rule (Council Policy 42).

Council Policy 42 states:
“If the motion to reconsider is made and approved at the same meeting at which the initial action was taken but all interested persons are not still present, or if the motion is made and approved at the next regular meeting or intervening special meeting, the item shall be scheduled for consideration at the earliest feasible City Council meeting and shall be renoticed in accordance with the Government Code, the City Code and Santa Clara agenda rules and procedures.”
Accordingly, after some discussion, the motion for reconsideration with respect to field use fees for non-profit youth sports organizations in order to allow all interested parties to provide further input at a future meeting was approved by the Council unanimously.

In accordance with this May 7, 2024, Council action, the purpose of this item is to provide the City Council with the opportunity to reconsider the actions taken on April 23, 2024 regarding the adoption of field use fees for non-profit youth sports organizations.

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DISCUSSION
During the discussion of the motion at the May 7th City Council meeting, the City Attorney clarified that Council Policy 42 supersedes the standard provisions of Roberts Rules of Order with respect to reconsideration of a Council action. The City Council was further advised that reconsideration of the motions made at the April 23, 2024 meeting related to the adoption of field use fees for non-profit youth sports organizations would be an appropriate cure of the prior action.

Municipal Fees for Field Use by Non-Profit Youth Sports Organization Prior to FY 2022/23, non-profit youth sports leagues were not charged for reserved use of sports fields. However, as part of the adoption of the FY 2022/23 Municipal Fee Schedule, the City Council adopted a cost recovery policy with a goal of ensuring continuity of service levels by improving cost recovery levels. The policy was the culmination of an extensive community outreach effort that included public meetings with the Youth, Senior Advisory, and Parks & Recreation Commissions as well as a community survey. In addition, a survey of surrounding agencies was conducted which indicated that a fee of $14 per hour of field use would be consistent with the market. That fee was adopted by the City Council as part of the overall adoption of the FY 2022/23 Municipal Fee Schedule.

On April 18, 2023, City Finance Director Kenn Lee presented the proposed FY 2023/24 Municipal Fee Schedule. Based on concerns received from the community following the adoption of the FY 2022/23 fee schedule, a referral was made to staff to meet with user groups. Based on concerns that had been received since the adoption of the fee and given that the fee aligned to the market of fees in surrounding agencies, it was recommended that there be no increase in the field use fee for nonprofit youth sports organizations. This was communicated to the non-profit youth sports organizations at a community meeting with user groups on March 14, 2024.

At the April 9, 2024 study session for the FY 2024/25 Municipal Fee Schedule, staff was asked about the impact of the new field use fee for non-profit youth sports groups. The following table summarizes field reservations by non-profit youth sports organizations for the past two years:

Non-Profit Sports Field Reservations for Youth
Fiscal Year # of Bookings # of Hours Non-Profit Fee Revenue FY 2021/22 1,853 10,036 $ - $ -
FY 2022/23 2,435 8,193 $14/hour $ 114,695
It is important to note that while the number of hours decreased, the number of bookings increased.

One of the impacts of the new fees has been that groups are only booking fields they intend to use.

Prior to the fees, groups would book fields and not use them, limiting the number of available bookings. Now that groups are being charged, groups are only booking those fields that they plan to use to avoid unnecessary costs. The net result is better utilization of sports fields and greater opportunity for the City to meet the needs of more user groups.

While the original intent of the community meeting on March 14, 2024 was to discuss user fees, the meeting pivoted to a more robust discussion of field use and the need for better communication, coordination, and partnership. It is important to note that the only questions regarding fees asked by the user groups was to: 1) clarify that no increase was being proposed; and, 2) to request a more detailed explanation as to how the fees currently being paid are used. Staff confirmed that no City of Santa Clara Page 3 of 5 Printed on 5/31/2024
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increase was being proposed and stated that the questions around how fees are used would be addressed at the next meeting. Invitations have already been sent to the user groups for the next meeting that is scheduled for July 11, 2024.

At the community meeting, staff also made a commitment to conduct future meetings with user groups in the first quarter of the calendar year to discuss whether increases would be proposed for the following fiscal year. This would start in January 2025 given that no change was being proposed for FY 2024/25. Such a forum would afford staff the opportunity to share proposed increases and provide the user groups sufficient notice to plan for future increases in the following fiscal year. Again, it should be noted that no request was received from the groups at the community meeting to eliminate field use fees for non-profit youth sports groups.

Wade Brummal Scholarship Fund
One of the suggestions from the community was to review the policy and application process for the Wade Brummal Scholarship Fund to determine how the Fund might be leveraged to support the needs of the non-profit youth sports organizations. Revenue for this fund is generated from non-profit youth sports groups that utilize City facilities for their programs. A fee of $25 per non-resident participant is charged to these groups for the purposes of providing scholarships for Santa Clara youth as well as for equipment and supplies used by non-profit youth sports organizations who operate in Santa Clara. Each year, approximately $30,000 is collected and deposited in the Wade Brummal Scholarship Fund. Despite a concerted effort from staff to solicit grant requests, the current balance in the Wade Brummal Scholarship Fund is approximately $152,000.

Staff is currently reviewing the policy and will be presenting a proposal to the youth sports groups at the July 11, 2024 meeting. Following that meeting, a revised policy will be presented to the Parks & Recreation Commission for their review with a presentation to the City Council thereafter for final approval. It is anticipated that the revised policy will be brought forward to the City Council in the fall of 2024. The revision of the policy will take into consideration the April 23, 2024 referral from the City Council to evaluate the Wade Brummal Scholarship Fund policy to see how that Fund might be used to offset the field use fees for non-profit youth sports organizations.

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

FISCAL IMPACT
This item is reconsideration of the actions taken on April 23, 2024 regarding the field use fees for non -profit youth sports organizations. The fiscal impact will be determined by the action the City Council ultimately takes with respect to the fee schedule. Should the fees for non-profit youth sport league field use be eliminated, the loss of revenue would be approximately $115,000.

COORDINATION
This report has been coordinated with the Finance Department, the City Attorney’s Office, and the City Manager.

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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
It is recommended that the City Council confirm Council action taken on April 23, 2024 regarding the field use fees for non-profit youth sports groups to maintain fees at the rates presented and as shown in Attachment 1 for FY 2024/25.

Reviewed by: Cynthia Bojorquez, Assistant City Manager and Acting Director - Parks & Recreation Approved by: Jovan D. Grogan, City Manager

ATTACHMENTS

1. FY 2024/25 Proposed Municipal Fee Schedule for Non-Profit Youth Sports Field Use City of Santa Clara Page 5 of 5 Printed on 5/31/2024
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FY 2024/25 Municipal Fee Schedule
Proposed
April 23, 2024
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Santa Clara
The Center of What's Possible
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I
Page
Reader's Guide….................................................................................................. II List of Separately Published Fee Schedules….......................................................... V Fees Included in this Document:

Citywide…......................................................................................................... 1 - 1 City Clerk…....................................................................................................... 2 - 1 City Manager….................................................................................................. 3 - 1 Community Development
Building…...................................................................................................... 4 - 1 Housing and Community….............................................................................. 4 - 20 Planning…..................................................................................................... 4 - 27 Electric Utility….................................................................................................. 5 - 1 Finance….......................................................................................................... 6 - 1 Fire…................................................................................................................ 7 - 1 Library…........................................................................................................... 8 - 1 Parks and Recreation
Cemetery…................................................................................................... 9 - 1 Recreation…................................................................................................. 9 - 16 Police…............................................................................................................ 10 - 1 Public Works
Engineering…................................................................................................ 11 - 1 Street…........................................................................................................ 11 - 19 Water and Sewer Utilities…................................................................................ 12 - 1 Alphabetical Listing by Fee….................................................................................. 13 - 1 Resolution….......................................................................................................... 14 - 1

CITY OF SANTA CLARA MUNICIPAL FEE SCHEDULE
Table of Contents
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II
Reader’s Guide
The purpose of this Reader’s Guide is to make the City of Santa Clara FY 2024/25 Municipal Fee Schedule easier to review. The Reader’s Guide highlights information contained in this document, defines terminology used in column headers, and briefly explains how voter approved Proposition 26 impacts the Schedule.

Fees, rates, and charges are intended to encompass all charges established by license, permit fees, utility charges, refuse collection and any other charges for goods and services and use of City-owned or operated facilities. Certain fees omitted from the Municipal Fee Schedule are published separately and noted on page V of this schedule. Such fees and charges published separately are unique because they are mandated by external agencies or because they receive special attention and review from City Council prior to adoption.

A comprehensive listing of the City’s fees, rates, and charges, arranged in sections by department make up the City of Santa Clara Municipal Fee Schedule. During an annual review, each department recommends appropriate adjustments after considering the total costs to the City for each service provided. Costs include (1) personnel time (providing the service and collecting data), (2) equipment used, (3) material, service and supply costs, (4) department and City-wide overhead, and (5) any other costs that may be incurred that are directly related to the specific fees, rates or charges. Periodically, the City will contract with an outside consultant to perform a comprehensive review/study of fees. For FY 2024/25, ClearSource Financial Consulting completed a Cost of Services (User Fee) Study.

Proposition 26
Proposition 26, passed by voters on November 2, 2010, is a constitutional amendment that introduces, for the first time, a definition of what constitutes a local tax:

As used in this section, “tax” means any levy, charge, or exaction of any kind imposed by a local government… Under this definition, many requirements imposed by a local government that results in the local government receiving revenues are considered local taxes. This means that local government would need to obtain majority approval of the voters if the revenues are to be used for general governmental purpose and by two-thirds of voters if used for a specific purpose. In contrast, a fee may be adopted by a majority vote of City Council. There are seven (7) exceptions to this amendment under Proposition 26:

1. Special Benefit or Privilege: A charge imposed for a specific benefit conferred or privilege granted directly to the payor that is not provided to those not charged, and which does not exceed the reasonable costs to the local government of III
conferring the benefit or granting the privilege.

2. Government Service or Product: A charge imposed for specific government service or product provided directly to the payor that is not provided to those not charged, and which does not exceed the reasonable costs to the local government of providing the service or product.

3. Licenses and Permits: A charge imposed for the reasonable regulatory costs to a local government for issuing licenses and permits, performing investigations, inspections, and audits, enforcing agricultural marketing orders, and the administrative enforcement and adjudication thereof.

4. Local Government Property: A charge imposed for entrance to or use of local government property, or the purchase, rental or lease of a local government property.

5. Fines and Penalties: A fine, penalty, or other monetary charge imposed by the judicial branch of government or a local government, as a result of a violation of law.

6. Property Development: A charge imposed as a condition of property development.

7. The Prop 218 Exception: Provides that property assessment and property-related fees that are already subject to the approval requirements of Proposition 218 are not taxes. Common examples include water and sewer rates and special district assessments such as Landscape and Lighting District Act assessments.

All fees, rates, and charges have been reviewed by the City Attorney’s Office and meet one or more of the exceptions to Proposition 26, or are not subject to Proposition 26.

IV
City of Santa Clara Municipal Fee Schedule Column Descriptors

1. Description of Fee, Rate, or Charge: Identifies the nature of the fee, rate, or charge.

2. Current Fee and Period: Identifies the current cost associated with the fee, rate, or charge.

3. Technology Fee: Identifies whether or not the Technology Fee applies.

4. Charging Dept/Div: City Department responsible for initiating the fee, rate, or charge.

Collecting Dept/Div: City Department assigned to collect the fee, rate, or charge.

5. Date Fee Last Changed: The date the fee was last updated by ordinance and/or resolution.

6. Fee Detail:

Objective: The reasoning as to why the City collects the fee, rate, or charge. This schedule may identify one or more of the following classifications: (1) Recover Cost, (2) User Tax, (3) User Fee, (4) Penalty, (5) Compliance, and (6) Impact Development Fee.

Prop 26 Exception: Identifies exception classification for the fee, rate, or charge. The reader will see numbers 1-7, or a combination of 1-7, as some fees, rates, and charges fall under multiple classifications. N/A signifies the fee, rate, or charge is not a fee imposed exclusively by local government.

Full Cost: Summarizes both direct and indirect costs associated with the fee, rate, or charge. If no cost is provided, the basis for the charge is defined either by ordinance or resolution, calculated separately based on individual circumstances, or established by an outside entity.

7. Comments: Identifies special notes related to the specific fee, rate, or charge.

C I T Y O F S A N T A C L A R A M U N I C I P A L F E E S C H E D U L E The Following is a List of Separately Published Fee Schedules.

These Schedules Are Not Included in This Document.

Copies of These Documents Can Be Found in the City Clerk's Office Located at City Hall and at Central Library's Reference Desk.
■ Community Development Department
California Electrical Code
California Administrative Code
California Building Code, Volume 1, 2
California Building Security Code
California Code for the Abatement of
Dangerous Buildings
California Housing Code
California Mechanical Code
California Plumbing Code
■ Electric Utility
Electric Rates
■ Parks and Recreation Department
Class Rates
■ Public Works Department
Cleanup Campaign Rates
Garbage / Rubbish / Recycle Rates
Household Hazardous Waste Rates
Storm Drain Environmental Compliance Fee
■ Water and Sewer Utilities
Sewer Rates
Solar Domestic Hot Water System Service Charges
Solar Swimming Pool Heater Service Charges
Water Rates
■ Taxable items are subject to applicable sales taxes at prevailing tax rates.

V
Municipal Fee Schedule
Citywide
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SUBMITTED BY DEPARTMENT / DIVISION:

CITYWIDE RESOLUTION NUMBER: APPROVED:

CHARGING DATE FEE

TECHNOLOGY DEPT / DIV LAST CHANGED
FEE (3.37%) --------- ORDINANCE PROPOSED NEW
DESCRIPTION OF APPLIES COLLECTING NUMBER & DATE OR REVISED FEE Percent FEE , RATE OR CHARGE (Yes or No) DEPT / DIV (if applicable) COMMENTS 2024-25 Change Copy Fee Charged By: Date: 6/10/2008 Objective: Recover Cost Copies of Statements of Public $ 0.20 No Citywide Economic Interest (Form 700) $ 0.20 per page Res. No.: 08-7525 Prop 26 Exception: 1,2 and Campaign Statements per page Collected By: are 10 cents per page forCitywide Full Cost: $ copies. 0.20 CD / DVD Materials $ 3.00 No Charged By: Date: 6/10/2008 Objective: Recover Cost $ 3.00 per Citywide per
CD / DVD Res. No.: 08-7525 Prop 26 Exception: 1,2 CD / DVD Collected By:Citywide Full Cost: $ 3.00
Payment Default Fee $ 25.00 No Charged By: Date: 7/16/2019 Objective: Recover Cost CA Civil Code 1719 $ 25.00 (includes NSF check, Citywidedirect payment decline, O. No.: Prop 26 Exception: 1,2,5 default credit card charge) Collected By: O. Date:

Citywide Full Cost: $ 25.00
Technology Fee $ 3.37% of Yes Charged By: Date: 7/16/2019 Objective: Recover Cost $ 3.37% of Applicable Citywide Applicable
Fees O. No.: Prop 26 Exception: 1,2 Fees
Collected By: O. Date:Citywide Full Cost: $ Varies

CITY OF SANTA CLARA MUNICIPAL FEE SCHEDULE

FULL COST FACTOR

FEE DETAIL

OBJECTIVE
PROP 26 EXCEPTION
(SEE READER'S GUIDE)

CURRENT
FEE
and
PERIOD
Reference: CMD 109 1 - 1 Form: FEEFORM Revised: May 2011 SUBMITTED BY DEPARTMENT / DIVISION:

CITYWIDE RESOLUTION NUMBER: APPROVED:

CHARGING DATE FEE

CITY OF SANTA CLARA MUNICIPAL FEE SCHEDULE

FULL COST FACTOR

FEE DETAIL

OBJECTIVE
PROP 26 EXCEPTION
(SEE READER'S GUIDE)

CURRENT
FEE
and
PERIOD
Subpoena Fees $ 275.00 No Charged By: Date: 4/22/2014 Objective: Compliance $ 275.00 Citywide
All Employees O. No.: Prop 26 Exception: * N/A(Deposit) Collected By: O. Date:

Citywide Other (specify): Full Cost: N/A
CMD 17
Jury Fees $ 30.00 No Charged By: Date: 6/12/2001 Objective: Recover Cost $ 30.00 per day Citywide per day
Federal District Court and IRS O. No.: Prop 26 Exception: * N/A and IRS Business Collected By: O. Date: Business
Mileage Citywide Other (specify): Full Cost: N/A Mileage Rate CMD 25 Rate
Credit Card Convenience Fee $No Charged By: Date: Objective: Recover Cost $ Fees assessed New Citywide by third party
Fees assessed by third party O. No.: Prop 26 Exception: 1,2 vendors to use creditvendors to use credit card/ Collected By: O. Date: card/other payment other payment types Citywide Other (specify): Full Cost: $ Varies types (* Note: "N/A" here signifies the fee, rate, or charge is not a fee imposed exclusively by local government.) Reference: CMD 109 1 - 2 Form: FEEFORM Revised: May 2011 Municipal Fee Schedule
City Clerk
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SUBMITTED BY DEPARTMENT / DIVISION:

CITY CLERK'S OFFICE RESOLUTION NUMBER: APPROVED:

CHARGING DATE FEE

TECHNOLOGY DEPT / DIV LAST CHANGED
FEE (3.37%) --------- ORDINANCE PROPOSED NEW
DESCRIPTION OF APPLIES COLLECTING NUMBER & DATE OR REVISED FEE Percent FEE , RATE OR CHARGE (Yes or No) DEPT / DIV (if applicable) COMMENTS 2024-25 Change Lobbying Activities $ 764.00 No Charged By: Date: 4/18/2023 Objective: Recover Cost $ 773.00 1.2%Annual Registration Fee City Clerk's Office User Fee R. No.: 23-9221 Prop 26 Exception: 3
Collected By: R. Date: 4/18/2023City Clerk's Office
Full Cost: $ 773.50
Lobbying Activities $ 359.00 No Charged By: Date: 4/18/2023 Objective: Recover Cost Persons registering for the $ 364.00 1.4% Prorated Registration Fee City Clerk's Office User Fee first time after June 30th of a R. No.: 23-9221 Prop 26 Exception: 3 given year.

Collected By: R. Date: 4/18/2023City Clerk's Office
Full Cost: $ 364.00
Lobbyists with a change to
Lobbying Activities $ 179.00 No Charged By: Date: 4/18/2023 Objective: Recover Cost registration information shall $ 182.00 1.7% Amended Registration Fee City Clerk's Office User Fee file an amended registration R. No.: 23-9221 Prop 26 Exception: 3 within fifteen (15) days of such Collected By: R. Date: 4/18/2023 change if he or she hasCity Clerk's Office accepted a new client for Full Cost: $ compensation in excess of five 182.00
hundred dollars ($500.00).Annual registration is due by January 15th of a given year.

CURRENT
FEE
and
PERIOD
(SEE READER'S GUIDE)

FULL COST FACTOR

CITY OF SANTA CLARA MUNICIPAL FEE SCHEDULE

FEE DETAIL

OBJECTIVE
PROP 26 EXCEPTION
Reference: CMD 109 2 - 1 Form: FEEFORM Revised: May 2011 SUBMITTED BY DEPARTMENT / DIVISION:

CITY CLERK'S OFFICE RESOLUTION NUMBER: APPROVED:

CHARGING DATE FEE

CURRENT
FEE
and
PERIOD
(SEE READER'S GUIDE)

FULL COST FACTOR

CITY OF SANTA CLARA MUNICIPAL FEE SCHEDULE

FEE DETAIL

OBJECTIVE
PROP 26 EXCEPTION
Lobbying Activities $ 134.00 No Charged By: Date: 4/18/2023 Objective: Recover Cost $ 136.00 1.5% Client Registration Fee per client City Clerk's Office User Fee per client R. No.: 23-9221 Prop 26 Exception: 3
Collected By: R. Date: 4/18/2023City Clerk's Office
Full Cost: $ 136.50
Lobbying Activities $ 25.00 No Charged By: Date: 12/5/2017 Objective: Recover Cost Up to a maximum of $500.00 $ 25.00Delinquent Fee per day City Clerk's Office Penalty per day(Non-Compliance Fine) Res. No.: 17-8483 Prop 26 Exception: 5 Collected By:City Clerk's Office O. No.: 1949
O. Date: 1/12/2016 Full Cost: $ 25.00
Reference: CMD 109 2 - 2 Form: FEEFORM Revised: May 2011 Municipal Fee Schedule
City Manager
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SUBMITTED BY DEPARTMENT / DIVISION:

CITY MANAGER'S OFFICE RESOLUTION NUMBER: APPROVED:

CHARGING DATE FEE

R. Date: 9/18/2018
Collected By: Full Cost: $ 669.00
City Manager's
Office

CITY OF SANTA CLARA MUNICIPAL FEE SCHEDULE

FULL COST FACTOR

FEE DETAIL

OBJECTIVE
PROP 26 EXCEPTION
(SEE READER'S GUIDE)

CURRENT
FEE
and
PERIOD
Reference: CMD 109 3 - 1 Form: FEEFORM Revised: May 2011 This page is intentionally left blank.

Municipal Fee Schedule
Community Development
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SUBMITTED BY DEPARTMENT / DIVISION:

COMMUNITY DEVELOPMENT / BUILDING RESOLUTION NUMBER: APPROVED:

City Council and Authorities ConcurrentJune 4, 2024

City Council and Authorities Concurrent
June 4, 2024