City Council and Authorities Concurrent
June 25, 2024

Agreement Number: 24-APP44
City of Santa Clara through the Santa Clara Police Department

EXHIBIT A

SCOPE OF WORK
I. SCOPE OF WORK
• Contractor agrees to implement the Department of Alcoholic Beverage Control (ABC), Alcohol Policing Partnership program. This program is intended to work with law enforcement agencies to develop an effective, comprehensive and strategic approach to eliminate the crime and public nuisance problems associated with problem alcoholic beverage outlets.
• Contractor agrees to implement ABC’s Minor Decoy, Shoulder Tap Programs and conduct Informed Merchants Preventing Alcohol-Related Crime Tendencies (IMPACT) Inspections. These programs target both ABC licensed premises and individuals who furnish alcoholic beverages to the underage operators. The project is targeted to reduce underage drinking and the resultant DUI driving injuries and fatalities, and/or property damages, reduce youth access to alcoholic beverages through the education of licensee(s), enforcement intervention and the impressions of omnipresence of law enforcement. In addition, Contractor agrees to the following goals:

1. The operation period of the grant is July 1, 2024 through June 30, 2025.

2. Contractor agrees to raise public awareness that selling, serving and/or furnishing alcoholic beverages to individuals under twenty-one years old is a criminal violation that will be prosecuted by local city and district attorneys.

3. Minor Decoy operations are designed to educate and deter licensed locations from selling/furnishing alcohol to minors. Contractor agrees to conduct Minor Decoy Operations at both “On-Sale” and “Off-Sale” licensed establishments within the operation period of the grant.

4. Shoulder Tap operations are used to detect and deter adult furnishers outside of a licensed business. Contractor agrees to conduct Shoulder Tap Operations at “Off-Sale” licensed locations to apprehend adults that are unaffiliated with the licensed businesses and who are purchasing alcohol for minors outside of the stores within the operation period of the grant.

5. Informed Merchants Preventing Alcohol-Related Crime Tendencies (IMPACT) primary goal is to educate licensee’s on alcohol related laws to help reduce alcohol-related crime in and around licensed premises. Contractor agrees to conduct visits and inspections of licensed premises identifying areas of non-compliance at “On-Sale” and “Off-Sale” licensed locations within the operation period of the grant.

II. GOALS AND OBJECTIVES

1. Conduct at least four (4) Minor Decoy operations.

2. Conduct at least three (3) Shoulder Tap operations, including the Statewide Shoulder Tap operation conducted by ABC.

3. Conduct at least three (3) IMPACT operations.

Agreement Number: 24-APP44
City of Santa Clara through the Santa Clara Police Department

4. Conduct at least five (5) Bicycle/walking saturation patrols.

5. Conduct at least fourteen (14) saturation patrols – sidewalk vendors at Levi’s Stadium.

6. Provide at least eight (8) Patrol Briefings.

7. Provide press/social media releases on grant enforcement activities.

A. To announce the start of the program;
B. At the conclusion of each Minor Decoy Operation has been held (to announce the number of licensed premises who sold to the minor decoy) C. At the conclusion of each Shoulder Tap Operation has been held (to announce the number of adults arrested for purchasing alcoholic beverages for the decoy).

8. Contractor will fax (916) 419-2599 or email each press release to the Department’s Public Information Officer ([email protected]) as soon as it is released.

9. Contractor agrees in all press releases, in addition to any credits the agency wishes to give, will include the following statement: “This project is part of the Department of Alcoholic Beverage Control’s Alcohol Policing Partnership.”
Contractor agrees to complete and submit monthly reports, on a format designed and provided by the Department of Alcoholic Beverage Control due no later than 15th of the following month.

III. PROJECT REPRESENTATIVES
The project representatives during the term of this agreement will be:

Santa Clara Police Department
Carolyn McDowell, Senior Mgmt. Analyst
601 El Camino Real
Santa Clara, CA 95050
(408) 615-4892
[email protected]
Department of Alcoholic Beverage Control
Brandon Shotwell, Supervising Agent in Charge
3927 Lennane Drive, Suite 100
Sacramento, CA 95834
(916) 419-2329
[email protected]
Direct all fiscal inquiries to:

Santa Clara Police Department
Kenn Lee
1500 Warburton Avenue
Santa Clara, CA 95050
(408) 615-2344
[email protected]
Department of Alcoholic Beverage Control
Kristine Okino, Grant Coordinator
3927 Lennane Drive, Suite 100
Sacramento, CA 95834
[email protected]
Agreement Number: 24-APP44
City of Santa Clara through the Santa Clara Police Department

EXHIBIT B

BUDGET DETAIL AND PAYMENT PROVISIONS
I. INVOICING AND PAYMENT
• For services satisfactorily rendered and upon receipt and approval of the invoice, the Department of Alcoholic Beverage Control agrees to pay a monthly payment of approved reimbursable costs per the Budget Detail of personnel overtime and benefits (actual cost) and/or allowable costs. • Invoices shall clearly reference this contract number (24-APP44) and must not exceed the contract total authorized amount of $75,381.00. Invoices are to be submitted by the 15th of every month, on the prescribed form designed by the Department of Alcoholic Beverage Control.

Submit to: Department of Alcoholic Beverage Control
Attn: Kristine Okino, Grant Coordinator
3927 Lennane Drive
Sacramento, California 95834
• Payment shall be made in arrears within 30 days from the receipt of an undisputed invoice. Nothing contained herein shall prohibit advance payments as authorized by Item 2100-101-3036, Budget Act, Statues of 2023.
• Contractor understands in order to be eligible for reimbursement; cost must be incurred on or after the effective date of the project, July 1, 2024 and on or before the project termination date, June 30, 2025. • Revisions to the “Scope of Work” and the “Budget Detail” may be requested by a change request letter submitted by the Contractor. If approved, the revised Grant Scope of Work and/or Budget Detail supersedes and replaces the previous grant and will initiate an amendment. No revisions can exceed allotted amount as shown on the Budget Detail. The total amount of the grant must remain unchanged. • Contractor agrees to refund to the State any amounts claimed for reimbursement and paid to Contractor which are later disallowed by the State after audit or inspection of records maintained by the Contractor. • Only the costs displayed in the Budget Detail are authorized for reimbursement by the State to Contractor under this agreement. Any other costs incurred by Contractor in the performance of this agreement are the sole responsibility of Contractor.
• Title shall be reserved to the State for any State-furnished or State-financed property authorized by the State which is not fully consumed in the performance of this agreement. Contractor is responsible for the care, maintenance, repair, and protection of any such property. Inventory records shall be maintained by Contractor and submitted to the State upon request. All such property shall be returned to the State upon the expiration of this grant unless the State otherwise directs. • Prior approval by the State in writing is required for the location, costs, dates, agenda, instructors, instructional materials, and attendees at any reimbursable training seminar, workshop or conference, and over any reimbursable publicity or educational materials to be made available for distribution.

Contractor is required to acknowledge the support of the State whenever publicizing the work under this grant in any media.

Agreement Number: 24-APP44
City of Santa Clara through the Santa Clara Police Department

II. BUDGET DETAIL

COST CATEGORY TOTAL COST
A. Personnel Services
Overtime
Officers ($137.88/hour @ 452/hours) $62,365.00
Sergeant ($159.62/hour @ 64/hours) $10,216.00
Benefits – n/a $0.00
TOTAL Personnel $72,581.00
B. Operating Expenses (receipts required)
n/a $0.00
TOTAL Operating $0.00
C. Equipment (receipts required, must be purchased by 12/31) n/a $0.00
TOTAL Equipment $0.00
D. Travel Costs
Registration, lodging, per diem $2,800.00
TOTAL Travel $2,800.00
GRANT TOTAL $75,381.00
Agreement Number: 24-APP44
City of Santa Clara through the Santa Clara Police Department

III. BUDGET CONTINGENCY CLAUSE
• It is mutually agreed that if the Budget Act of the current year and/or any subsequent years covered under this Agreement does not appropriate sufficient funds for the program, this Agreement shall be of no further force and effect. In this event, the State shall have no liability to pay any funds whatsoever to Contractor or to furnish any other considerations under this Agreement and Contractor shall not be obligated to perform any provisions of this Agreement.
• If funding for any fiscal year is reduced or deleted by the Budget Act for purposes of this program, the State shall have the option to either cancel this Agreement with no liability occurring to the State, or offer an agreement amendment to Contractor to reflect the reduced amount.

IV. PROMPT PAYMENT CLAUSE
• Payment will be made in accordance with, and within the time specified in, Government Code Chapter

4.5, commencing with Section 927.

Agreement Number: 24-APP44
City of Santa Clara through the Santa Clara Police Department

EXHIBIT C

GENERAL TERMS AND CONDITIONS

1. APPROVAL: This Agreement is of no force or effect until signed by both parties and approved by the Department of General Services, if required. Contractor may not commence performance until such approval has been obtained.

2. AMENDMENT: No amendment or variation of the terms of this Agreement shall be valid unless made in writing, signed by the parties and approved as required. No oral understanding or Agreement not incorporated in the Agreement is binding on any of the parties.

3. ASSIGNMENT: This Agreement is not assignable by the Contractor, either in whole or in part, without the consent of the State in the form of a formal written amendment.

4. AUDIT: Contractor agrees that the awarding department, the Department of General Services, the Bureau of State Audits, or their designated representative shall have the right to review and to copy any records and supporting documentation pertaining to the performance of this Agreement. Contractor agrees to maintain such records for possible audit for a minimum of three (3) years after final payment, unless a longer period of records retention is stipulated. Contractor agrees to allow the auditor(s) access to such records during normal business hours and to allow interviews of any employees who might reasonably have information related to such records. Further, Contractor agrees to include a similar right of the State to audit records and interview staff in any subcontract related to performance of this Agreement. (Gov. Code §8546.7, Pub. Contract Code §10115 et seq., CCR Title 2, Section 1896).

5. INDEMNIFICATION: Contractor agrees to indemnify, defend and save harmless the State, its officers, agents and employees from any and all claims and losses accruing or resulting to any and all contractors, subcontractors, suppliers, laborers, and any other person, firm or corporation furnishing or supplying work services, materials, or supplies in connection with the performance of this Agreement, and from any and all claims and losses accruing or resulting to any person, firm or corporation who may be injured or damaged by Contractor in the performance of this Agreement.

6. DISPUTES: Contractor shall continue with the responsibilities under this Agreement during any dispute.

7. TERMINATION FOR CAUSE: The State may terminate this Agreement and be relieved of any payments should the Contractor fail to perform the requirements of this Agreement at the time and in the manner herein provided. In the event of such termination the State may proceed with the work in any manner deemed proper by the State. All costs to the State shall be deducted from any sum due the Contractor under this Agreement and the balance, if any, shall be paid to the Contractor upon demand.

8. INDEPENDENT CONTRACTOR: Contractor, and the agents and employees of Contractor, in the performance of this Agreement, shall act in an independent capacity and not as officers or employees or agents of theState.

Agreement Number: 24-APP44
City of Santa Clara through the Santa Clara Police Department

9. RECYCLING CERTIFICATION: The Contractor shall certify in writing under penalty of perjury, the minimum, if not exact, percentage of post-consumer material as defined in the Public Contract Code Section 12200, in products, materials, goods, or supplies offered or sold to the State regardless of whether the product meets the requirements of Public Contract Code Section 12209. With respect to printer or duplication cartridges that comply with the requirements of Section 12156(e), the certification required by this subdivision shall specify that the cartridges so comply (Pub. Contract Code §12205).

10. NON-DISCRIMINATION CLAUSE: During the performance of this Agreement, Contractor and its subcontractors shall not deny the contract’s benefits to any person on the basis of race, religious creed, color, national origin, ancestry, physical disability, mental disability, medical condition, genetic information, marital status, sex, gender, gender identity, gender expression, age, sexual orientation, or military and veteran status, nor shall they discriminate unlawfully against any employee or applicant for employment because of race, religious creed, color, national origin, ancestry, physical disability, mental disability, medical condition, genetic information, marital status, sex, gender, gender identity, gender expression, age, sexual orientation, or military and veteran status. Contractor shall insure that the evaluation and treatment of employees and applicants for employment are free of such discrimination.

Contractor and subcontractors shall comply with the provisions of the Fair Employment and Housing Act (Gov. Code §12900 et seq.), the regulations promulgated thereunder (Cal.

Code Regs., tit. 2, §11000 et seq.), the provisions of Article 9.5, Chapter 1, Part 1, Division 3, Title 2 of the Government Code (Gov. Code §§11135-11139.5), and the regulations or standards adopted by the awarding state agency to implement such article. Contractor shall permit access by representatives of the Department of Fair Employment and Housing and the awarding state agency upon reasonable notice at any time during the normal business hours, but in no case less than 24 hours’ notice, to such of its books, records, accounts, and all other sources of information and its facilities as said Department or Agency shall require to ascertain compliance with this clause. Contractor and its subcontractors shall give written notice of their obligations under this clause to labor organizations with which they have a collective bargaining or other agreement. (See Cal. Code Regs., tit. 2,§11105.) Contractor shall include the nondiscrimination and compliance provisions of this clause in all subcontracts to perform work under the Agreement.

11. CERTIFICATION CLAUSES: The CONTRACTOR CERTIFICATION CLAUSES contained in the document CCC 04/2017 are hereby incorporated by reference and made a part of this Agreement by this reference as if attached hereto.

12. TIMELINESS: Time is of the essence in this Agreement.

13. COMPENSATION: The consideration to be paid Contractor, as provided herein, shall be in compensation for all of Contractor's expenses incurred in the performance hereof, including travel, per diem, and taxes, unless otherwise expressly so provided.

14. GOVERNING LAW: This contract is governed by and shall be interpreted in accordance with the laws of the State of California.

15. ANTITRUST CLAIMS: The Contractor by signing this agreement hereby certifies that if these services or goods are obtained by means of a competitive bid, the Contractor shall comply with the requirements of the Government Codes Sections set out below.

Agreement Number: 24-APP44
City of Santa Clara through the Santa Clara Police Department

a. The Government Code Chapter on Antitrust claims contains the following definitions:
1) "Public purchase" means a purchase by means of competitive bids of goods, services, or materials by the State or any of its political subdivisions or public agencies on whose behalf the Attorney General may bring an action pursuant to subdivision (c) of Section 16750 of the Business and Professions Code. 2) "Public purchasing body" means the State or the subdivision or agency making a public purchase. Government Code Section4550.
b. In submitting a bid to a public purchasing body, the bidder offers and agrees that if the bid is accepted, it will assign to the purchasing body all rights, title, and interest in and to all causes of action it may have under Section 4 of the Clayton Act (15 U.S.C. Sec. 15) or under the Cartwright Act (Chapter 2 (commencing with Section 16700) of Part 2 of Division 7 of the Business and Professions Code), arising from purchases of goods, materials, or services by the bidder for sale to the purchasing body pursuant to the bid. Such assignment shall be made and become effective at the time the purchasing body tenders final payment to the bidder. Government Code Section 4552.
c. If an awarding body or public purchasing body receives, either through judgment or settlement, a monetary recovery for a cause of action assigned under this chapter, the assignor shall be entitled to receive reimbursement for actual legal costs incurred and may, upon demand, recover from the public body any portion of the recovery, including treble damages, attributable to overcharges that were paid by the assignor but were not paid by the public body as part of the bid price, less the expenses incurred in obtaining that portion of the recovery. Government Code Section 4553. d. Upon demand in writing by the assignor, the assignee shall, within one year from such demand, reassign the cause of action assigned under this part if the assignor has been or may have been injured by the violation of law for which the cause of action arose and (a) the assignee has not been injured thereby, or (b) the assignee declines to file a court action for the cause of action. See Government Code Section 4554.

16. CHILD SUPPORT COMPLIANCE ACT: For any Agreement in excess of $100,000, the contractor acknowledges in accordance with Public Contract Code 7110, that:
a. The contractor recognizes the importance of child and family support obligations and shall fully comply with all applicable state and federal laws relating to child and family support enforcement, including, but not limited to, disclosure of information and compliance with earnings assignment orders, as provided in Chapter 8 (commencing with section 5200) of Part 5 of Division 9 of the Family Code; and b. The contractor, to the best of its knowledge is fully complying with the earnings assignment orders of all employees and is providing the names of all new employees to the New Hire Registry maintained by the California Employment Development Department.

Agreement Number: 24-APP44
City of Santa Clara through the Santa Clara Police Department

17. UNENFORCEABLE PROVISION: In the event that any provision of this Agreement is unenforceable or held to be unenforceable, then the parties agree that all other provisions of this Agreement have force and effect and shall not be affected thereby.

18. PRIORITY HIRING CONSIDERATIONS: If this Contract includes services in excess of $200,000, the Contractor shall give priority consideration in filling vacancies in positions funded by the Contract to qualified recipients of aid under Welfare and Institutions Code Section 11200 in accordance with Pub. Contract Code §10353.

19. SMALL BUSINESS PARTICIPATION AND DVBE PARTICIPATION REPORTING REQUIREMENTS:
a. If for this Contract Contractor made a commitment to achieve small business participation, then Contractor must within 60 days of receiving final payment under this Contract (or within such other time period as may be specified elsewhere in this Contract) report to the awarding department the actual percentage of small business participation that was achieved. (Govt. Code § 14841.)
b. If for this Contract Contractor made a commitment to achieve disabled veteran business enterprise (DVBE) participation, then Contractor must within 60 days of receiving final payment under this Contract (or within such other time period as may be specified elsewhere in this Contract) certify in a report to the awarding department: (1) the total amount the prime Contractor received under the Contract; (2) the name and addressof the DVBE(s) that participated in the performance of the Contract; (3) the amount each DVBE received from the prime Contractor; (4) that all payments under the Contract have been made to the DVBE; and (5) the actual percentage of DVBE participation that was achieved. A person or entity that knowingly provides false information shall be subject to a civil penalty for each violation. (Mil. & Vets. Code § 999.5(d); Govt. Code § 14841.)

20. LOSS LEADER: If this contract involves the furnishing of equipment, materials, or supplies then the following statement is incorporated: It is unlawful for any person engaged in business within this state to sell or use any article or product as a “loss leader” as defined in Section 17030 of the Business and Professions Code. (PCC 10344(e).) Agreement Number: 24-APP44
City of Santa Clara through the Santa Clara Police Department

EXHIBIT D

SPECIAL TERMS AND CONDITIONS

1. Disputes: Any disputes concerning a question of fact arising under this contract which is not disposed of by agreement shall be decided by the Director, Department of Alcoholic Beverage Control, or designee, who shall reduce his decision in writing and mail or otherwise furnish a copy thereof to the Contractor. The decision of the Department shall be final and conclusive unless, within 30 days from the date of receipt of such copy, the Contractor mails or otherwise furnishes to the State a written appeal addressed to the Director of the Department of Alcoholic Beverage Control. The decision of the Director of Alcoholic Beverage Control or his duly authorized representative for the determination of such appeals shall be final and conclusive unless determined by a court of competent jurisdiction to have been fraudulent, capricious, arbitrary, or so grossly erroneous as necessarily to imply bad faith, or not supported by substantial evidence. In connection with any appeal proceeding under this clause, the contractor shall be afforded an opportunity to be heard and to offer evidence in support of its appeal. Pending final decision of a dispute hereunder, Contractor shall proceed diligently with the performance of the contract and in accordance with the decision of the State.

2. Cancellation/Termination: This agreement may be cancelled or terminated without cause by either party by giving thirty (30) calendar days advance written notice to the other party. Such notification shall state the effective date of termination or cancellation and include any final performance and/or payment/invoicing instructions/requirements. No penalty shall accrue to either party because of contract termination.

3. Contract Validity: This contract is valid and enforceable only if adequate funds are appropriated in Item 2100-101-3036, Budget Act of 2024, for the purposes of this program.

4. Contractor Certifications: By signing this agreement, Contractor certifies compliance with the provisions of CCC 04/2017, Standard Contractor Certification Clauses. This document may be viewed at: https://www.dgs.ca.gov/OLS/Resources/Page-Content/Office-of-Legal-ServicesResources-List-Folder/Standard-Contract-Language

5. If the State determines that the grant project is not achieving its goals and objectives on schedule, funding may be reduced by the State to reflect this lower level of project activity and/or cancel the agreement.

Resolution/Acceptance of Alcoholic Beverage Control Grant Page 1 of 2 RESOLUTION NO.

A RESOLUTION OF THE CITY OF SANTA CLARA,

CALIFORNIA, AUTHORIZING THE ACCEPTANCE OF A

CALIFORNIA DEPARTMENT OF ALCOHOLIC BEVERAGE

CONTROL (ABC) GRANT AND AUTHORIZING THE CITY
MANAGER TO EXECUTE THE GRANT AGREEMENT.

WHEREAS, the City Council of the City of Santa Clara desires to undertake a certain project designated as ABC Education Initiative and Enforcement Campaign to curb alcohol-related challenges in the community, to be funded in part from funds made available through the Grant Assistance Program (GAP) administered by the ABC; WHEREAS, in accordance with the ABC’s GAP requirements, the City Council deems it to be in the best interests of the City to formally accept by resolution the grant funds and to authorize the City Manager to execute grant-related documents.

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

1. That the funds provided by ABC through its GAP for the purposes of undertaking the ABC Education Initiative and Enforcement Campaign are hereby accepted;

2. That the City Manager of the City of Santa Clara is authorized to execute on behalf of the City the grant contract with ABC, including any extensions or amendments thereof and any subsequent contract with the State in relation thereto, and other documents as necessary, all in final forms approved by the City Attorney.

3. Constitutionality, severability. If any section, subsection, sentence, clause, phrase, or word of this resolution is for any reason held by a court of competent jurisdiction to be unconstitutional or invalid for any reason, such decision shall not affect the validityof the remaining portions of the resolution. The City of Santa Clara, California, hereby declares that it would have passed this resolution and each Resolution/Acceptance of Alcoholic Beverage Control Grant Page 2 of 2 section, subsection, sentence, clause, phrase, and word thereof, irrespective of the fact that any one or more section(s), subsection(s), sentence(s), clause(s), phrase(s), orword(s) be declared invalid.

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

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

PASSED AND ADOPTED BY THE CITY OF SANTA CLARA, CALIFORNIA, AT A REGULAR MEETING THEREOF HELD ON THE DAY OF , 2024, BY THE FOLLOWING VOTE:

AYES: COUNCILORS:

NOES: COUNCILORS:

ABSENT: COUNCILORS:

ABSTAINED: COUNCILORS:

ATTEST:

NORA PIMENTEL

ASSISTANT CITY
CLERK

CITY OF SANTA
CLARA
Attachments incorporated by reference: None.

City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
24-620 Agenda Date: 6/25/2024

REPORT TO COUNCIL

SUBJECT
Action to Adopt a Resolution Approving and Adopting the Updated Classified Salary Plan Effective July 7, 2024, to reflect the negotiated and City Council approved general wage increase for classifications represented by The Engineers of the City of Santa Clara.

COUNCIL PILLAR
Enhance Community Engagement and Transparency

BACKGROUND
Section 9 of the Personnel and Salary Resolution requires City Council approval of compensation plans for both classified and unclassified positions. California Code Regulations Section 570.5 governs and requires the adoption of updated publicly available salary schedules by the governing body. The proposed Council action satisfies these applicable requirements. The updated salary plans reflect the negotiated and Council approved Cost of Living Adjustments (COLA) included in the Engineers of the City of Santa Clara (Unit 4) agreement.

The City of Santa Clara contracts with the California Public Employees’ Retirement System (CalPERS) to provide retirement benefits for employees in classified positions. When the City makes modifications to the salary schedules for its classified positions, the City Council must approve and adopt the publicly available salary schedules to comply with California Code of Regulations (CCR) section 570.5. If the City Council does not approve these resolutions, the City will be non-compliant with CalPERS record-keeping and reporting requirements. The City of Santa Clara is a contracting agency with CalPERS and is required to comply with its requirements.

The Classified Salary Plan has been modified to reflect a negotiated wage increase of approximately

3.0% for classifications represented by the Engineers of the City of Santa Clara (Unit 4) effective July 7, 2024. This was previously approved by the City Council in open session as part of an agreement on a successor Memorandum of Agreement (MOU).

DISCUSSION
The Classified Salary Plan has been modified to reflect the negotiated wage increase for classifications represented by the Engineers of the City of Santa Clara (Unit 4). All classifications that are covered by the respective bargaining unit shall receive an automatic 3.0% increase effective July 7, 2024. The Council previously approved this action in open session and as part of an agreement on a successor MOU on or about March 7, 2023.

ENVIRONMENTAL REVIEW
City of Santa Clara Page 1 of 2 Printed on 6/21/2024
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24-620 Agenda Date: 6/25/2024
The action being considered does not constitute a “project” within the meaning of the California Environmental Quality Act (“CEQA”) pursuant to CEQA Guidelines section 15378(b)(5) in that it is a governmental organizational or administrative activity that will not result in direct or indirect changes in the environment.

FISCAL IMPACT
The 3.0% general wage increase has a cost of approximately $299,000 (all funds), of which approximately $67,000 is in the General Fund and $232,000 is in other funds. This increase was factored into the FY 2024/25 Budget.

Bargaining Unit General Fund All Funds
Engineers (Unit 4) $67,000 $299,000

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

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

RECOMMENDATION

1. Adopt a Resolution to Approve the revised classified salary plan, to satisfy the requirements of California Code of Regulations Section 570.5, effective July 7, 2024.

Reviewed by: Aracely Azevedo, Director of Human Resources Approved by: Jovan D. Grogan, City Manager

ATTACHMENTS

1. Classified Salary Plan (effective 07-07-2024) approved 06-25-2024

2. Resolution Approving Updated Classified Salary Plan
City of Santa Clara Page 2 of 2 Printed on 6/21/2024
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City of Santa Clara
Classified Salary Plan
Effective: 7/7/2024
Approved: 6/25/2024
Job Title
Job Code
Union Code
Sal Plan Grade Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Account Clerk I 210 578 A 019 $ 35.806327 $ 6,206.43 $ 74,477.16 $ 37.618269 $ 6,520.50 $ 78,246.00 $ 39.555635 $ 6,856.31 $ 82,275.72 $ 41.580750 $ 7,207.33 $ 86,487.96 $ 43.624673 $ 7,561.61 $ 90,739.32 $ 44.684250 $ 7,745.27 $ 92,943.24 $ 45.837865 $ 7,945.23 $ 95,342.76 Account Clerk II 215 578 A 023 $ 39.555635 $ 6,856.31 $ 82,275.72 $ 41.580750 $ 7,207.33 $ 86,487.96 $ 43.624673 $ 7,561.61 $ 90,739.32 $ 45.837865 $ 7,945.23 $ 95,342.76 $ 48.094962 $ 8,336.46 $ 100,037.52 $ 49.167058 $ 8,522.29 $ 102,267.48 $ 50.402250 $ 8,736.39 $ 104,836.68 Account Clerk III 220 578 A 025 $ 41.580750 $ 7,207.33 $ 86,487.96 $ 43.624673 $ 7,561.61 $ 90,739.32 $ 45.837865 $ 7,945.23 $ 95,342.76 $ 48.094962 $ 8,336.46 $ 100,037.52 $ 50.402250 $ 8,736.39 $ 104,836.68 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 52.947750 $ 9,177.61 $ 110,131.32 Accountant 205 578 A 031 $ 48.094962 $ 8,336.46 $ 100,037.52 $ 50.402250 $ 8,736.39 $ 104,836.68 $ 52.947750 $ 9,177.61 $ 110,131.32 $ 55.618615 $ 9,640.56 $ 115,686.72 $ 58.371000 $ 10,117.64 $ 121,411.68 $ 59.769173 $ 10,359.99 $ 124,319.88 $ 61.317808 $ 10,628.42 $ 127,541.04 Accounting Technician I 216 578 A 018 $ 34.941115 $ 6,056.46 $ 72,677.52 $ 36.665250 $ 6,355.31 $ 76,263.72 $ 38.577577 $ 6,686.78 $ 80,241.36 $ 40.527404 $ 7,024.75 $ 84,297.00 $ 42.615288 $ 7,386.65 $ 88,639.80 $ 43.624673 $ 7,561.61 $ 90,739.32 $ 44.684250 $ 7,745.27 $ 92,943.24 Accounting Technician II 217 578 A 020 $ 36.665250 $ 6,355.31 $ 76,263.72 $ 38.577577 $ 6,686.78 $ 80,241.36 $ 40.527404 $ 7,024.75 $ 84,297.00 $ 42.615288 $ 7,386.65 $ 88,639.80 $ 44.684250 $ 7,745.27 $ 92,943.24 $ 45.837865 $ 7,945.23 $ 95,342.76 $ 46.997769 $ 8,146.28 $ 97,755.36 Associate Engineer (Civil) 321 4 E 034 $ 62.723885 $ 10,872.14 $ 130,465.68 $ 65.984712 $ 11,437.35 $ 137,248.20 $ 69.165865 $ 11,988.75 $ 143,865.00 $ 72.629596 $ 12,589.13 $ 151,069.56 $ 76.332404 $ 13,230.95 $ 158,771.40 $ 78.332308 $ 13,577.60 $ 162,931.20 $ 80.281673 $ 13,915.49 $ 166,985.88 Associate Planner 240 578 A 036 $ 54.251827 $ 9,403.65 $ 112,843.80 $ 56.985462 $ 9,877.48 $ 118,529.76 $ 59.769173 $ 10,359.99 $ 124,319.88 $ 62.885192 $ 10,900.10 $ 130,801.20 $ 66.070212 $ 11,452.17 $ 137,426.04 $ 67.637654 $ 11,723.86 $ 140,686.32 $ 69.217615 $ 11,997.72 $ 143,972.64 Asst Elec Utility Engineer 230 4 E2 032 $ 65.382288 $ 11,332.93 $ 135,995.16 $ 68.530154 $ 11,878.56 $ 142,542.72 $ 72.082212 $ 12,494.25 $ 149,931.00 $ 75.562212 $ 13,097.45 $ 157,169.40 $ 79.352538 $ 13,754.44 $ 165,053.28 $ 81.366865 $ 14,103.59 $ 169,243.08 $ 83.388462 $ 14,454.00 $ 173,448.00 Asst Engineer (Civil) 228 4 E 032 $ 59.839904 $ 10,372.25 $ 124,467.00 $ 62.723885 $ 10,872.14 $ 130,465.68 $ 65.984712 $ 11,437.35 $ 137,248.20 $ 69.165865 $ 11,988.75 $ 143,865.00 $ 72.629596 $ 12,589.13 $ 151,069.56 $ 74.470096 $ 12,908.15 $ 154,897.80 $ 76.332404 $ 13,230.95 $ 158,771.40 Asst Planner 232 578 A 029 $ 45.837865 $ 7,945.23 $ 95,342.76 $ 48.094962 $ 8,336.46 $ 100,037.52 $ 50.402250 $ 8,736.39 $ 104,836.68 $ 52.947750 $ 9,177.61 $ 110,131.32 $ 55.618615 $ 9,640.56 $ 115,686.72 $ 56.985462 $ 9,877.48 $ 118,529.76 $ 58.371000 $ 10,117.64 $ 121,411.68 Asst Training Officer 233S 1S C1 041 $ 62.323022 $ 15,123.72 $ 181,484.64 $ 65.492102 $ 15,892.75 $ 190,713.00 $ 68.761690 $ 16,686.17 $ 200,234.04 $ 72.232294 $ 17,528.37 $ 210,340.44 $ 75.908736 $ 18,420.52 $ 221,046.24 $ 77.742239 $ 18,865.45 $ 226,385.40 $ 79.690591 $ 19,338.25 $ 232,059.00 Asst Wtr & Sanitary Swr Super 229 578 A 038 $ 56.985462 $ 9,877.48 $ 118,529.76 $ 59.769173 $ 10,359.99 $ 124,319.88 $ 62.885192 $ 10,900.10 $ 130,801.20 $ 66.070212 $ 11,452.17 $ 137,426.04 $ 69.217615 $ 11,997.72 $ 143,972.64 $ 70.954385 $ 12,298.76 $ 147,585.12 $ 72.722423 $ 12,605.22 $ 151,262.64 Auto Services Utility Worker 244 578 A 015 $ 32.445808 $ 5,623.94 $ 67,487.28 $ 34.057096 $ 5,903.23 $ 70,838.76 $ 35.806327 $ 6,206.43 $ 74,477.16 $ 37.618269 $ 6,520.50 $ 78,246.00 $ 39.555635 $ 6,856.31 $ 82,275.72 $ 40.527404 $ 7,024.75 $ 84,297.00 $ 41.580750 $ 7,207.33 $ 86,487.96 Automotive Foreman/Forewoman 252 578 A 030 $ 46.997769 $ 8,146.28 $ 97,755.36 $ 49.167058 $ 8,522.29 $ 102,267.48 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 54.251827 $ 9,403.65 $ 112,843.80 $ 56.985462 $ 9,877.48 $ 118,529.76 $ 58.371000 $ 10,117.64 $ 121,411.68 $ 59.769173 $ 10,359.99 $ 124,319.88 Automotive Technician I 248 6 G 020 $ 37.117731 $ 6,433.74 $ 77,204.88 $ 38.996885 $ 6,759.46 $ 81,113.52 $ 41.050385 $ 7,115.40 $ 85,384.80 $ 43.187769 $ 7,485.88 $ 89,830.56 $ 45.292904 $ 7,850.77 $ 94,209.24 $ 46.423038 $ 8,046.66 $ 96,559.92 $ 47.559519 $ 8,243.65 $ 98,923.80 Automotive Technician II 249 6 G 022 $ 38.996885 $ 6,759.46 $ 81,113.52 $ 41.050385 $ 7,115.40 $ 85,384.80 $ 43.187769 $ 7,485.88 $ 89,830.56 $ 45.292904 $ 7,850.77 $ 94,209.24 $ 47.559519 $ 8,243.65 $ 98,923.80 $ 48.747692 $ 8,449.60 $ 101,395.20 $ 49.845462 $ 8,639.88 $ 103,678.56 Automotive Technician III 250 6 G 028 $ 45.292904 $ 7,850.77 $ 94,209.24 $ 47.559519 $ 8,243.65 $ 98,923.80 $ 49.845462 $ 8,639.88 $ 103,678.56 $ 52.267038 $ 9,059.62 $ 108,715.44 $ 54.946904 $ 9,524.13 $ 114,289.56 $ 56.277115 $ 9,754.70 $ 117,056.40 $ 57.626769 $ 9,988.64 $ 119,863.68 Building Maint Foreperson 258 578 A 031 $ 48.094962 $ 8,336.46 $ 100,037.52 $ 50.402250 $ 8,736.39 $ 104,836.68 $ 52.947750 $ 9,177.61 $ 110,131.32 $ 55.618615 $ 9,640.56 $ 115,686.72 $ 58.371000 $ 10,117.64 $ 121,411.68 $ 59.769173 $ 10,359.99 $ 124,319.88 $ 61.317808 $ 10,628.42 $ 127,541.04 Building Maint Worker 260 6 G 026 $ 43.187769 $ 7,485.88 $ 89,830.56 $ 45.292904 $ 7,850.77 $ 94,209.24 $ 47.559519 $ 8,243.65 $ 98,923.80 $ 49.845462 $ 8,639.88 $ 103,678.56 $ 52.267038 $ 9,059.62 $ 108,715.44 $ 53.603769 $ 9,291.32 $ 111,495.84 $ 54.946904 $ 9,524.13 $ 114,289.56 Building/Housing Inspector 254 578 A 035 $ 52.947750 $ 9,177.61 $ 110,131.32 $ 55.618615 $ 9,640.56 $ 115,686.72 $ 58.371000 $ 10,117.64 $ 121,411.68 $ 61.317808 $ 10,628.42 $ 127,541.04 $ 64.484019 $ 11,177.23 $ 134,126.76 $ 66.070212 $ 11,452.17 $ 137,426.04 $ 67.637654 $ 11,723.86 $ 140,686.32 Business Analyst 262 578 A 035 $ 52.947750 $ 9,177.61 $ 110,131.32 $ 55.618615 $ 9,640.56 $ 115,686.72 $ 58.371000 $ 10,117.64 $ 121,411.68 $ 61.317808 $ 10,628.42 $ 127,541.04 $ 64.484019 $ 11,177.23 $ 134,126.76 $ 66.070212 $ 11,452.17 $ 137,426.04 $ 67.637654 $ 11,723.86 $ 140,686.32 Business Analyst-Fiber 262A 578 A 035 $ 52.947750 $ 9,177.61 $ 110,131.32 $ 55.618615 $ 9,640.56 $ 115,686.72 $ 58.371000 $ 10,117.64 $ 121,411.68 $ 61.317808 $ 10,628.42 $ 127,541.04 $ 64.484019 $ 11,177.23 $ 134,126.76 $ 66.070212 $ 11,452.17 $ 137,426.04 $ 67.637654 $ 11,723.86 $ 140,686.32 Business Analyst-Public Benef 262B 578 A 035 $ 52.947750 $ 9,177.61 $ 110,131.32 $ 55.618615 $ 9,640.56 $ 115,686.72 $ 58.371000 $ 10,117.64 $ 121,411.68 $ 61.317808 $ 10,628.42 $ 127,541.04 $ 64.484019 $ 11,177.23 $ 134,126.76 $ 66.070212 $ 11,452.17 $ 137,426.04 $ 67.637654 $ 11,723.86 $ 140,686.32 Buyer 270 578 A 032 $ 49.167058 $ 8,522.29 $ 102,267.48 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 54.251827 $ 9,403.65 $ 112,843.80 $ 56.985462 $ 9,877.48 $ 118,529.76 $ 59.769173 $ 10,359.99 $ 124,319.88 $ 61.317808 $ 10,628.42 $ 127,541.04 $ 62.885192 $ 10,900.10 $ 130,801.20 Cemetery Worker I 290 6 G 019 $ 36.265327 $ 6,285.99 $ 75,431.88 $ 38.047615 $ 6,594.92 $ 79,139.04 $ 39.984865 $ 6,930.71 $ 83,168.52 $ 42.128769 $ 7,302.32 $ 87,627.84 $ 44.253288 $ 7,670.57 $ 92,046.84 $ 45.292904 $ 7,850.77 $ 94,209.24 $ 46.423038 $ 8,046.66 $ 96,559.92 Cemetery Worker II 295 6 G 021 $ 38.047615 $ 6,594.92 $ 79,139.04 $ 39.984865 $ 6,930.71 $ 83,168.52 $ 42.128769 $ 7,302.32 $ 87,627.84 $ 44.253288 $ 7,670.57 $ 92,046.84 $ 46.423038 $ 8,046.66 $ 96,559.92 $ 47.559519 $ 8,243.65 $ 98,923.80 $ 48.747692 $ 8,449.60 $ 101,395.20 Cemetery Worker III 300 6 G 023 $ 39.984865 $ 6,930.71 $ 83,168.52 $ 42.128769 $ 7,302.32 $ 87,627.84 $ 44.253288 $ 7,670.57 $ 92,046.84 $ 46.423038 $ 8,046.66 $ 96,559.92 $ 48.747692 $ 8,449.60 $ 101,395.20 $ 49.845462 $ 8,639.88 $ 103,678.56 $ 51.072404 $ 8,852.55 $ 106,230.60 Chief Of Party 310 578 A 034 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 54.251827 $ 9,403.65 $ 112,843.80 $ 56.985462 $ 9,877.48 $ 118,529.76 $ 59.769173 $ 10,359.99 $ 124,319.88 $ 62.885192 $ 10,900.10 $ 130,801.20 $ 64.484019 $ 11,177.23 $ 134,126.76 $ 66.070212 $ 11,452.17 $ 137,426.04 Chief Storekeeper 319 578 A 032 $ 49.167058 $ 8,522.29 $ 102,267.48 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 54.251827 $ 9,403.65 $ 112,843.80 $ 56.985462 $ 9,877.48 $ 118,529.76 $ 59.769173 $ 10,359.99 $ 124,319.88 $ 61.317808 $ 10,628.42 $ 127,541.04 $ 62.885192 $ 10,900.10 $ 130,801.20 Code Enforcement Officer 330 578 A 032 $ 49.167058 $ 8,522.29 $ 102,267.48 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 54.251827 $ 9,403.65 $ 112,843.80 $ 56.985462 $ 9,877.48 $ 118,529.76 $ 59.769173 $ 10,359.99 $ 124,319.88 $ 61.317808 $ 10,628.42 $ 127,541.04 $ 62.885192 $ 10,900.10 $ 130,801.20 Code Enforcement Technician 329 578 A 023 $ 39.555635 $ 6,856.31 $ 82,275.72 $ 41.580750 $ 7,207.33 $ 86,487.96 $ 43.624673 $ 7,561.61 $ 90,739.32 $ 45.837865 $ 7,945.23 $ 95,342.76 $ 48.094962 $ 8,336.46 $ 100,037.52 $ 49.167058 $ 8,522.29 $ 102,267.48 $ 50.402250 $ 8,736.39 $ 104,836.68 Combination Inspector 336 578 A 037 $ 55.618615 $ 9,640.56 $ 115,686.72 $ 58.371000 $ 10,117.64 $ 121,411.68 $ 61.317808 $ 10,628.42 $ 127,541.04 $ 64.484019 $ 11,177.23 $ 134,126.76 $ 67.637654 $ 11,723.86 $ 140,686.32 $ 69.217615 $ 11,997.72 $ 143,972.64 $ 70.954385 $ 12,298.76 $ 147,585.12 Communication Technician I 346 578 A 028 $ 44.684250 $ 7,745.27 $ 92,943.24 $ 46.997769 $ 8,146.28 $ 97,755.36 $ 49.167058 $ 8,522.29 $ 102,267.48 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 54.251827 $ 9,403.65 $ 112,843.80 $ 55.618615 $ 9,640.56 $ 115,686.72 $ 56.985462 $ 9,877.48 $ 118,529.76 Communication Technician II 345 578 A 032 $ 49.167058 $ 8,522.29 $ 102,267.48 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 54.251827 $ 9,403.65 $ 112,843.80 $ 56.985462 $ 9,877.48 $ 118,529.76 $ 59.769173 $ 10,359.99 $ 124,319.88 $ 61.317808 $ 10,628.42 $ 127,541.04 $ 62.885192 $ 10,900.10 $ 130,801.20 Communications Coordinator 338 578 A 032 $ 49.167058 $ 8,522.29 $ 102,267.48 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 54.251827 $ 9,403.65 $ 112,843.80 $ 56.985462 $ 9,877.48 $ 118,529.76 $ 59.769173 $ 10,359.99 $ 124,319.88 $ 61.317808 $ 10,628.42 $ 127,541.04 $ 62.885192 $ 10,900.10 $ 130,801.20 Community Svc Officer I 347 10 H 017 $ 39.094385 $ 6,776.36 $ 81,316.32 $ 41.051481 $ 7,115.59 $ 85,387.08 $ 43.157019 $ 7,480.55 $ 89,766.60 $ 45.397558 $ 7,868.91 $ 94,426.92 $ 47.705538 $ 8,268.96 $ 99,227.52 $ 48.913558 $ 8,478.35 $ 101,740.20 $ 50.074269 $ 8,679.54 $ 104,154.48 Community Svc Officer II 348 10 H 022 $ 44.243596 $ 7,668.89 $ 92,026.68 $ 46.477327 $ 8,056.07 $ 96,672.84 $ 48.913558 $ 8,478.35 $ 101,740.20 $ 51.235096 $ 8,880.75 $ 106,569.00 $ 53.900769 $ 9,342.80 $ 112,113.60 $ 55.156038 $ 9,560.38 $ 114,724.56 $ 56.404442 $ 9,776.77 $ 117,321.24 Crime Analyst 350 578 A 032 $ 49.167058 $ 8,522.29 $ 102,267.48 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 54.251827 $ 9,403.65 $ 112,843.80 $ 56.985462 $ 9,877.48 $ 118,529.76 $ 59.769173 $ 10,359.99 $ 124,319.88 $ 61.317808 $ 10,628.42 $ 127,541.04 $ 62.885192 $ 10,900.10 $ 130,801.20 Cultural Arts Supervisor 363 578 A 032 $ 49.167058 $ 8,522.29 $ 102,267.48 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 54.251827 $ 9,403.65 $ 112,843.80 $ 56.985462 $ 9,877.48 $ 118,529.76 $ 59.769173 $ 10,359.99 $ 124,319.88 $ 61.317808 $ 10,628.42 $ 127,541.04 $ 62.885192 $ 10,900.10 $ 130,801.20 Customer Service Rep 364 578 A 019 $ 35.806327 $ 6,206.43 $ 74,477.16 $ 37.618269 $ 6,520.50 $ 78,246.00 $ 39.555635 $ 6,856.31 $ 82,275.72 $ 41.580750 $ 7,207.33 $ 86,487.96 $ 43.624673 $ 7,561.61 $ 90,739.32 $ 44.684250 $ 7,745.27 $ 92,943.24 $ 45.837865 $ 7,945.23 $ 95,342.76 Customer Service Rep - Permit 369 578 A 019 $ 35.806327 $ 6,206.43 $ 74,477.16 $ 37.618269 $ 6,520.50 $ 78,246.00 $ 39.555635 $ 6,856.31 $ 82,275.72 $ 41.580750 $ 7,207.33 $ 86,487.96 $ 43.624673 $ 7,561.61 $ 90,739.32 $ 44.684250 $ 7,745.27 $ 92,943.24 $ 45.837865 $ 7,945.23 $ 95,342.76 Customer Service Supervisor 367 578 A 028 $ 44.684250 $ 7,745.27 $ 92,943.24 $ 46.997769 $ 8,146.28 $ 97,755.36 $ 49.167058 $ 8,522.29 $ 102,267.48 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 54.251827 $ 9,403.65 $ 112,843.80 $ 55.618615 $ 9,640.56 $ 115,686.72 $ 56.985462 $ 9,877.48 $ 118,529.76 Deputy Fire Marshal 375 1 C 038 $ 79.685308 $ 13,812.12 $ 165,745.44 $ 83.597769 $ 14,490.28 $ 173,883.36 $ 87.912000 $ 15,238.08 $ 182,856.96 $ 92.331635 $ 16,004.15 $ 192,049.80 $ 96.883038 $ 16,793.06 $ 201,516.72 $ 99.385962 $ 17,226.90 $ 206,722.80 $ 101.862519 $ 17,656.17 $ 211,874.04 Deputy Fire Marshal Haz Mats 376 1 C 040 $ 83.597769 $ 14,490.28 $ 173,883.36 $ 87.912000 $ 15,238.08 $ 182,856.96 $ 92.331635 $ 16,004.15 $ 192,049.80 $ 96.883038 $ 16,793.06 $ 201,516.72 $ 101.862519 $ 17,656.17 $ 211,874.04 $ 104.444481 $ 18,103.71 $ 217,244.52 $ 106.967192 $ 18,540.98 $ 222,491.76 Deputy Fire Marshal I 372 1 C 034 $ 72.295096 $ 12,531.15 $ 150,373.80 $ 75.871615 $ 13,151.08 $ 157,812.96 $ 79.685308 $ 13,812.12 $ 165,745.44 $ 83.597769 $ 14,490.28 $ 173,883.36 $ 87.912000 $ 15,238.08 $ 182,856.96 $ 90.111981 $ 15,619.41 $ 187,432.92 $ 92.331635 $ 16,004.15 $ 192,049.80 Deputy Fire Marshal II 373 1 C 038 $ 79.685308 $ 13,812.12 $ 165,745.44 $ 83.597769 $ 14,490.28 $ 173,883.36 $ 87.912000 $ 15,238.08 $ 182,856.96 $ 92.331635 $ 16,004.15 $ 192,049.80 $ 96.883038 $ 16,793.06 $ 201,516.72 $ 99.385962 $ 17,226.90 $ 206,722.80 $ 101.862519 $ 17,656.17 $ 211,874.04 Deputy Fire Marshal III 374 1 C 040 $ 83.597769 $ 14,490.28 $ 173,883.36 $ 87.912000 $ 15,238.08 $ 182,856.96 $ 92.331635 $ 16,004.15 $ 192,049.80 $ 96.883038 $ 16,793.06 $ 201,516.72 $ 101.862519 $ 17,656.17 $ 211,874.04 $ 104.444481 $ 18,103.71 $ 217,244.52 $ 106.967192 $ 18,540.98 $ 222,491.76 Driver/Eng 24 Hrs 380S 1S C1 033 $ 51.264849 $ 12,440.27 $ 149,283.24 $ 53.845096 $ 13,066.41 $ 156,796.92 $ 56.535495 $ 13,719.28 $ 164,631.36 $ 59.345440 $ 14,401.16 $ 172,813.92 $ 62.323022 $ 15,123.72 $ 181,484.64 $ 63.893201 $ 15,504.75 $ 186,057.00 $ 65.492102 $ 15,892.75 $ 190,713.00 Driver/Eng 24Hr-Training Prem 380P 1S C1 034 $ 52.543063 $ 12,750.45 $ 153,005.40 $ 55.142390 $ 13,381.22 $ 160,574.64 $ 57.914135 $ 14,053.83 $ 168,645.96 $ 60.757665 $ 14,743.86 $ 176,926.32 $ 63.893201 $ 15,504.75 $ 186,057.00 $ 65.492102 $ 15,892.75 $ 190,713.00 $ 67.105302 $ 16,284.22 $ 195,410.64 Driver/Eng 80 Hrs 380 1 C 033 $ 70.536404 $ 12,226.31 $ 146,715.72 $ 74.086615 $ 12,841.68 $ 154,100.16 $ 77.788385 $ 13,483.32 $ 161,799.84 $ 81.654635 $ 14,153.47 $ 169,841.64 $ 85.751596 $ 14,863.61 $ 178,363.32 $ 87.912000 $ 15,238.08 $ 182,856.96 $ 90.111981 $ 15,619.41 $ 187,432.92 Driver/Eng Training Division 380T 1 C 038 $ 79.685308 $ 13,812.12 $ 165,745.44 $ 83.597769 $ 14,490.28 $ 173,883.36 $ 87.912000 $ 15,238.08 $ 182,856.96 $ 92.331635 $ 16,004.15 $ 192,049.80 $ 96.883038 $ 16,793.06 $ 201,516.72 $ 99.385962 $ 17,226.90 $ 206,722.80 $ 101.862519 $ 17,656.17 $ 211,874.04 Elec & Water System Op - Cert 390R 3 R6 037 $ 89.088750 $ 15,442.05 $ 185,304.60 $ 93.468981 $ 16,201.29 $ 194,415.48 $ 98.268635 $ 17,033.23 $ 204,398.76 $ 103.302288 $ 17,905.73 $ 214,868.76 $ 108.513346 $ 18,808.98 $ 225,707.76 $ 111.126981 $ 19,262.01 $ 231,144.12 $ 113.950385 $ 19,751.40 $ 237,016.80 Elec & Water System Opertr 390 3 D1 037 $ 84.047077 $ 14,568.16 $ 174,817.92 $ 88.177212 $ 15,284.05 $ 183,408.60 $ 92.702654 $ 16,068.46 $ 192,821.52 $ 97.453962 $ 16,892.02 $ 202,704.24 $ 102.374596 $ 17,744.93 $ 212,939.16 $ 104.834885 $ 18,171.38 $ 218,056.56 $ 107.497038 $ 18,632.82 $ 223,593.84 Elec Crew Foreperson 550 3 D1 039 $ 88.177212 $ 15,284.05 $ 183,408.60 $ 92.702654 $ 16,068.46 $ 192,821.52 $ 97.453962 $ 16,892.02 $ 202,704.24 $ 102.374596 $ 17,744.93 $ 212,939.16 $ 107.497038 $ 18,632.82 $ 223,593.84 $ 110.126712 $ 19,088.63 $ 229,063.56 $ 112.885558 $ 19,566.83 $ 234,801.96 Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7
All classifications on the Classified Salary Plan are FLSA “Non-Exempt” except Unit 4 classifications. Unit 4 classifications are eligible for MOU overtime. 1 of 5 City of Santa Clara
Classified Salary Plan
Effective: 7/7/2024
Approved: 6/25/2024
Job Title
Job Code
Union Code
Sal Plan Grade Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7
Elec Helper/Driver 435 3 D2 020 $ 55.603788 $ 9,637.99 $ 115,655.88 $ 58.515981 $ 10,142.77 $ 121,713.24 $ 61.492558 $ 10,658.71 $ 127,904.52 $ 64.517538 $ 11,183.04 $ 134,196.48 $ 67.744269 $ 11,742.34 $ 140,908.08 $ 69.446250 $ 12,037.35 $ 144,448.20 $ 71.156423 $ 12,333.78 $ 148,005.36 Elec Maintenance Worker 415 3 D2 022 $ 58.515981 $ 10,142.77 $ 121,713.24 $ 61.492558 $ 10,658.71 $ 127,904.52 $ 64.517538 $ 11,183.04 $ 134,196.48 $ 67.744269 $ 11,742.34 $ 140,908.08 $ 71.156423 $ 12,333.78 $ 148,005.36 $ 72.858519 $ 12,628.81 $ 151,545.72 $ 74.584846 $ 12,928.04 $ 155,136.48 Elec Meter Technician 426 3 D1 032 $ 74.391173 $ 12,894.47 $ 154,733.64 $ 78.069577 $ 13,532.06 $ 162,384.72 $ 82.062635 $ 14,224.19 $ 170,690.28 $ 86.015308 $ 14,909.32 $ 178,911.84 $ 90.331038 $ 15,657.38 $ 187,888.56 $ 92.702654 $ 16,068.46 $ 192,821.52 $ 95.033885 $ 16,472.54 $ 197,670.48 Elec Util Database Administrat 177 578 A 043 $ 64.484019 $ 11,177.23 $ 134,126.76 $ 67.637654 $ 11,723.86 $ 140,686.32 $ 70.954385 $ 12,298.76 $ 147,585.12 $ 74.534308 $ 12,919.28 $ 155,031.36 $ 78.308712 $ 13,573.51 $ 162,882.12 $ 80.214692 $ 13,903.88 $ 166,846.56 $ 82.202192 $ 14,248.38 $ 170,980.56 Elec Util Electrician Apprent 887 3 D1 026 $ 64.485288 $ 11,177.45 $ 134,129.40 $ 67.574827 $ 11,712.97 $ 140,555.64 $ 70.979019 $ 12,303.03 $ 147,636.36 $ 74.391173 $ 12,894.47 $ 154,733.64 $ 78.069577 $ 13,532.06 $ 162,384.72 $ 80.062096 $ 13,877.43 $ 166,529.16 $ 82.062635 $ 14,224.19 $ 170,690.28 Elec Util Electrician Tech 890 3 D1 035 $ 80.062096 $ 13,877.43 $ 166,529.16 $ 84.047077 $ 14,568.16 $ 174,817.92 $ 88.177212 $ 15,284.05 $ 183,408.60 $ 92.702654 $ 16,068.46 $ 192,821.52 $ 97.453962 $ 16,892.02 $ 202,704.24 $ 99.882058 $ 17,312.89 $ 207,754.68 $ 102.374596 $ 17,744.93 $ 212,939.16 Elec Util Network Administrat 436 578 A 043 $ 64.484019 $ 11,177.23 $ 134,126.76 $ 67.637654 $ 11,723.86 $ 140,686.32 $ 70.954385 $ 12,298.76 $ 147,585.12 $ 74.534308 $ 12,919.28 $ 155,031.36 $ 78.308712 $ 13,573.51 $ 162,882.12 $ 80.214692 $ 13,903.88 $ 166,846.56 $ 82.202192 $ 14,248.38 $ 170,980.56 Elec Utility Electrician 885 3 D1 032 $ 74.391173 $ 12,894.47 $ 154,733.64 $ 78.069577 $ 13,532.06 $ 162,384.72 $ 82.062635 $ 14,224.19 $ 170,690.28 $ 86.015308 $ 14,909.32 $ 178,911.84 $ 90.331038 $ 15,657.38 $ 187,888.56 $ 92.702654 $ 16,068.46 $ 192,821.52 $ 95.033885 $ 16,472.54 $ 197,670.48 Elec Utility Engineer 428 4 E2 042 $ 83.388462 $ 14,454.00 $ 173,448.00 $ 87.720288 $ 15,204.85 $ 182,458.20 $ 91.878923 $ 15,925.68 $ 191,108.16 $ 96.528462 $ 16,731.60 $ 200,779.20 $ 101.445058 $ 17,583.81 $ 211,005.72 $ 103.899865 $ 18,009.31 $ 216,111.72 $ 106.340135 $ 18,432.29 $ 221,187.48 Elec Utility Equip Operatr 429 3 D2 022 $ 58.515981 $ 10,142.77 $ 121,713.24 $ 61.492558 $ 10,658.71 $ 127,904.52 $ 64.517538 $ 11,183.04 $ 134,196.48 $ 67.744269 $ 11,742.34 $ 140,908.08 $ 71.156423 $ 12,333.78 $ 148,005.36 $ 72.858519 $ 12,628.81 $ 151,545.72 $ 74.584846 $ 12,928.04 $ 155,136.48 Elec Utility Gen Tech 431 3 D1 035 $ 80.062096 $ 13,877.43 $ 166,529.16 $ 84.047077 $ 14,568.16 $ 174,817.92 $ 88.177212 $ 15,284.05 $ 183,408.60 $ 92.702654 $ 16,068.46 $ 192,821.52 $ 97.453962 $ 16,892.02 $ 202,704.24 $ 99.882058 $ 17,312.89 $ 207,754.68 $ 102.374596 $ 17,744.93 $ 212,939.16 Elec Utility Prog Analyst 440 578 A 036 $ 54.251827 $ 9,403.65 $ 112,843.80 $ 56.985462 $ 9,877.48 $ 118,529.76 $ 59.769173 $ 10,359.99 $ 124,319.88 $ 62.885192 $ 10,900.10 $ 130,801.20 $ 66.070212 $ 11,452.17 $ 137,426.04 $ 67.637654 $ 11,723.86 $ 140,686.32 $ 69.217615 $ 11,997.72 $ 143,972.64 Electrical Estimator 437 3 D1 027 $ 66.050192 $ 11,448.70 $ 137,384.40 $ 69.276923 $ 12,008.00 $ 144,096.00 $ 72.681115 $ 12,598.06 $ 151,176.72 $ 76.206288 $ 13,209.09 $ 158,509.08 $ 80.062096 $ 13,877.43 $ 166,529.16 $ 82.062635 $ 14,224.19 $ 170,690.28 $ 84.047077 $ 14,568.16 $ 174,817.92 Energy Consrvation Specialist 446 578 A 021 $ 37.618269 $ 6,520.50 $ 78,246.00 $ 39.555635 $ 6,856.31 $ 82,275.72 $ 41.580750 $ 7,207.33 $ 86,487.96 $ 43.624673 $ 7,561.61 $ 90,739.32 $ 45.837865 $ 7,945.23 $ 95,342.76 $ 46.997769 $ 8,146.28 $ 97,755.36 $ 48.094962 $ 8,336.46 $ 100,037.52 Engineering Aide 460 578 A 021 $ 37.618269 $ 6,520.50 $ 78,246.00 $ 39.555635 $ 6,856.31 $ 82,275.72 $ 41.580750 $ 7,207.33 $ 86,487.96 $ 43.624673 $ 7,561.61 $ 90,739.32 $ 45.837865 $ 7,945.23 $ 95,342.76 $ 46.997769 $ 8,146.28 $ 97,755.36 $ 48.094962 $ 8,336.46 $ 100,037.52 Engineering Aide - Fiber 460F 578 A 021 $ 37.618269 $ 6,520.50 $ 78,246.00 $ 39.555635 $ 6,856.31 $ 82,275.72 $ 41.580750 $ 7,207.33 $ 86,487.96 $ 43.624673 $ 7,561.61 $ 90,739.32 $ 45.837865 $ 7,945.23 $ 95,342.76 $ 46.997769 $ 8,146.28 $ 97,755.36 $ 48.094962 $ 8,336.46 $ 100,037.52 Engineering Aide (Electric) 460A 578 A 021 $ 37.618269 $ 6,520.50 $ 78,246.00 $ 39.555635 $ 6,856.31 $ 82,275.72 $ 41.580750 $ 7,207.33 $ 86,487.96 $ 43.624673 $ 7,561.61 $ 90,739.32 $ 45.837865 $ 7,945.23 $ 95,342.76 $ 46.997769 $ 8,146.28 $ 97,755.36 $ 48.094962 $ 8,336.46 $ 100,037.52 Equipment Operator 470 6 G 027 $ 44.253288 $ 7,670.57 $ 92,046.84 $ 46.423038 $ 8,046.66 $ 96,559.92 $ 48.747692 $ 8,449.60 $ 101,395.20 $ 51.072404 $ 8,852.55 $ 106,230.60 $ 53.603769 $ 9,291.32 $ 111,495.84 $ 54.946904 $ 9,524.13 $ 114,289.56 $ 56.277115 $ 9,754.70 $ 117,056.40 Fiber Splicing Technician 488 3 D1 032 $ 74.391173 $ 12,894.47 $ 154,733.64 $ 78.069577 $ 13,532.06 $ 162,384.72 $ 82.062635 $ 14,224.19 $ 170,690.28 $ 86.015308 $ 14,909.32 $ 178,911.84 $ 90.331038 $ 15,657.38 $ 187,888.56 $ 92.702654 $ 16,068.46 $ 192,821.52 $ 95.033885 $ 16,472.54 $ 197,670.48 Financial Analyst 472 578 A 033 $ 50.402250 $ 8,736.39 $ 104,836.68 $ 52.947750 $ 9,177.61 $ 110,131.32 $ 55.618615 $ 9,640.56 $ 115,686.72 $ 58.371000 $ 10,117.64 $ 121,411.68 $ 61.317808 $ 10,628.42 $ 127,541.04 $ 62.885192 $ 10,900.10 $ 130,801.20 $ 64.484019 $ 11,177.23 $ 134,126.76 Fire Application Data Analyst 491 578 A 032 $ 49.167058 $ 8,522.29 $ 102,267.48 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 54.251827 $ 9,403.65 $ 112,843.80 $ 56.985462 $ 9,877.48 $ 118,529.76 $ 59.769173 $ 10,359.99 $ 124,319.88 $ 61.317808 $ 10,628.42 $ 127,541.04 $ 62.885192 $ 10,900.10 $ 130,801.20 Fire Captain - Training 475T 1 C 043 $ 90.111981 $ 15,619.41 $ 187,432.92 $ 94.610654 $ 16,399.18 $ 196,790.16 $ 99.385962 $ 17,226.90 $ 206,722.80 $ 104.444481 $ 18,103.71 $ 217,244.52 $ 109.647981 $ 19,005.65 $ 228,067.80 $ 112.302404 $ 19,465.75 $ 233,589.00 $ 115.114846 $ 19,953.24 $ 239,438.88 Fire Captain 24 Hrs 475S 1S C1 038 $ 57.914135 $ 14,053.83 $ 168,645.96 $ 60.757665 $ 14,743.86 $ 176,926.32 $ 63.893201 $ 15,504.75 $ 186,057.00 $ 67.105302 $ 16,284.22 $ 195,410.64 $ 70.413214 $ 17,086.94 $ 205,043.28 $ 72.232294 $ 17,528.37 $ 210,340.44 $ 74.032212 $ 17,965.15 $ 215,581.80 Fire Captain 24Hr-Trng Premium 475P 1S C1 039 $ 59.345440 $ 14,401.16 $ 172,813.92 $ 62.323022 $ 15,123.72 $ 181,484.64 $ 65.492102 $ 15,892.75 $ 190,713.00 $ 68.761690 $ 16,686.17 $ 200,234.04 $ 72.232294 $ 17,528.37 $ 210,340.44 $ 74.032212 $ 17,965.15 $ 215,581.80 $ 75.908736 $ 18,420.52 $ 221,046.24 Fire Captain 80 Hrs 475 1 C 038 $ 79.685308 $ 13,812.12 $ 165,745.44 $ 83.597769 $ 14,490.28 $ 173,883.36 $ 87.912000 $ 15,238.08 $ 182,856.96 $ 92.331635 $ 16,004.15 $ 192,049.80 $ 96.883038 $ 16,793.06 $ 201,516.72 $ 99.385962 $ 17,226.90 $ 206,722.80 $ 101.862519 $ 17,656.17 $ 211,874.04 Fire Plan Draftsperson 482 578 A 025 $ 41.580750 $ 7,207.33 $ 86,487.96 $ 43.624673 $ 7,561.61 $ 90,739.32 $ 45.837865 $ 7,945.23 $ 95,342.76 $ 48.094962 $ 8,336.46 $ 100,037.52 $ 50.402250 $ 8,736.39 $ 104,836.68 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 52.947750 $ 9,177.61 $ 110,131.32 Fire Prevention Specialist I 489 10 H2 012 $ 34.963038 $ 6,060.26 $ 72,723.12 $ 36.721038 $ 6,364.98 $ 76,379.76 $ 38.431385 $ 6,661.44 $ 79,937.28 $ 40.455231 $ 7,012.24 $ 84,146.88 $ 42.478962 $ 7,363.02 $ 88,356.24 $ 43.576038 $ 7,553.18 $ 90,638.16 $ 44.673115 $ 7,743.34 $ 92,920.08 Fire Prevention Specialist II 478 10 H2 035 $ 61.333558 $ 10,631.15 $ 127,573.80 $ 64.427135 $ 11,167.37 $ 134,008.44 $ 67.622942 $ 11,721.31 $ 140,655.72 $ 71.036827 $ 12,313.05 $ 147,756.60 $ 74.682346 $ 12,944.94 $ 155,339.28 $ 76.535712 $ 13,266.19 $ 159,194.28 $ 78.361962 $ 13,582.74 $ 162,992.88 Fire Protection Engineer 492 10 H2 041 $ 71.036827 $ 12,313.05 $ 147,756.60 $ 74.682346 $ 12,944.94 $ 155,339.28 $ 78.361962 $ 13,582.74 $ 162,992.88 $ 82.205077 $ 14,248.88 $ 170,986.56 $ 86.368442 $ 14,970.53 $ 179,646.36 $ 88.460365 $ 15,333.13 $ 183,997.56 $ 90.702231 $ 15,721.72 $ 188,660.64 Firefighter I 24 Hrs 487S 1S C3 018 $ 35.591951 $ 8,636.98 $ 103,643.76 $ 38.287129 $ 9,291.01 $ 111,492.12 $ 41.178462 $ 9,992.64 $ 119,911.68 $ 44.285316 $ 10,746.57 $ 128,958.84 Firefighter I 24Hr-Trng Premiu 487P 1S C3 019 $ 45.376731 $ 11,011.42 $ 132,137.04 Firefighter I 80 Hrs 487Y 1 C2 018 $ 48.971712 $ 8,488.43 $ 101,861.16 $ 52.680058 $ 9,131.21 $ 109,574.52 $ 56.658346 $ 9,820.78 $ 117,849.36 $ 60.933115 $ 10,561.74 $ 126,740.88 Firefighter II 24 Hrs 480S 1S C1 030 $ 47.631511 $ 11,558.58 $ 138,702.96 $ 49.977157 $ 12,127.79 $ 145,533.48 $ 52.543063 $ 12,750.45 $ 153,005.40 $ 55.142390 $ 13,381.22 $ 160,574.64 $ 57.914135 $ 14,053.83 $ 168,645.96 $ 59.345440 $ 14,401.16 $ 172,813.92 $ 60.757665 $ 14,743.86 $ 176,926.32 Firefighter II 24H-Trng/Premiu 480P 1S C1 031 $ 48.813874 $ 11,845.50 $ 142,146.00 $ 51.264849 $ 12,440.27 $ 149,283.24 $ 53.845096 $ 13,066.41 $ 156,796.92 $ 56.535495 $ 13,719.28 $ 164,631.36 $ 59.345440 $ 14,401.16 $ 172,813.92 $ 60.757665 $ 14,743.86 $ 176,926.32 $ 62.323022 $ 15,123.72 $ 181,484.64 Firefighter II 80 Hrs 480 1 C 030 $ 65.537192 $ 11,359.78 $ 136,317.36 $ 68.764615 $ 11,919.20 $ 143,030.40 $ 72.295096 $ 12,531.15 $ 150,373.80 $ 75.871615 $ 13,151.08 $ 157,812.96 $ 79.685308 $ 13,812.12 $ 165,745.44 $ 81.654635 $ 14,153.47 $ 169,841.64 $ 83.597769 $ 14,490.28 $ 173,883.36 Firefighter II Training Div 480T 1 C 035 $ 74.086615 $ 12,841.68 $ 154,100.16 $ 77.788385 $ 13,483.32 $ 161,799.84 $ 81.654635 $ 14,153.47 $ 169,841.64 $ 85.751596 $ 14,863.61 $ 178,363.32 $ 90.111981 $ 15,619.41 $ 187,432.92 $ 92.331635 $ 16,004.15 $ 192,049.80 $ 94.610654 $ 16,399.18 $ 196,790.16 Fleet Coordinator 466 578 A 026 $ 42.615288 $ 7,386.65 $ 88,639.80 $ 44.684250 $ 7,745.27 $ 92,943.24 $ 46.997769 $ 8,146.28 $ 97,755.36 $ 49.167058 $ 8,522.29 $ 102,267.48 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 52.947750 $ 9,177.61 $ 110,131.32 $ 54.251827 $ 9,403.65 $ 112,843.80 Forensic Coordinator 486 578 A 034 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 54.251827 $ 9,403.65 $ 112,843.80 $ 56.985462 $ 9,877.48 $ 118,529.76 $ 59.769173 $ 10,359.99 $ 124,319.88 $ 62.885192 $ 10,900.10 $ 130,801.20 $ 64.484019 $ 11,177.23 $ 134,126.76 $ 66.070212 $ 11,452.17 $ 137,426.04 Grounds Maint Worker I 485 6 G 019 $ 36.265327 $ 6,285.99 $ 75,431.88 $ 38.047615 $ 6,594.92 $ 79,139.04 $ 39.984865 $ 6,930.71 $ 83,168.52 $ 42.128769 $ 7,302.32 $ 87,627.84 $ 44.253288 $ 7,670.57 $ 92,046.84 $ 45.292904 $ 7,850.77 $ 94,209.24 $ 46.423038 $ 8,046.66 $ 96,559.92 Grounds Maint Worker II 490 6 G 021 $ 38.047615 $ 6,594.92 $ 79,139.04 $ 39.984865 $ 6,930.71 $ 83,168.52 $ 42.128769 $ 7,302.32 $ 87,627.84 $ 44.253288 $ 7,670.57 $ 92,046.84 $ 46.423038 $ 8,046.66 $ 96,559.92 $ 47.559519 $ 8,243.65 $ 98,923.80 $ 48.747692 $ 8,449.60 $ 101,395.20 Grounds Maint Worker III 495 6 G 023 $ 39.984865 $ 6,930.71 $ 83,168.52 $ 42.128769 $ 7,302.32 $ 87,627.84 $ 44.253288 $ 7,670.57 $ 92,046.84 $ 46.423038 $ 8,046.66 $ 96,559.92 $ 48.747692 $ 8,449.60 $ 101,395.20 $ 49.845462 $ 8,639.88 $ 103,678.56 $ 51.072404 $ 8,852.55 $ 106,230.60 Health & Wellness Coordinator 123 578 A 023 $ 39.555635 $ 6,856.31 $ 82,275.72 $ 41.580750 $ 7,207.33 $ 86,487.96 $ 43.624673 $ 7,561.61 $ 90,739.32 $ 45.837865 $ 7,945.23 $ 95,342.76 $ 48.094962 $ 8,336.46 $ 100,037.52 $ 49.167058 $ 8,522.29 $ 102,267.48 $ 50.402250 $ 8,736.39 $ 104,836.68 Housing Inspector 500 578 A 035 $ 52.947750 $ 9,177.61 $ 110,131.32 $ 55.618615 $ 9,640.56 $ 115,686.72 $ 58.371000 $ 10,117.64 $ 121,411.68 $ 61.317808 $ 10,628.42 $ 127,541.04 $ 64.484019 $ 11,177.23 $ 134,126.76 $ 66.070212 $ 11,452.17 $ 137,426.04 $ 67.637654 $ 11,723.86 $ 140,686.32 Human Resources Assistant 509 578 A 019 $ 35.806327 $ 6,206.43 $ 74,477.16 $ 37.618269 $ 6,520.50 $ 78,246.00 $ 39.555635 $ 6,856.31 $ 82,275.72 $ 41.580750 $ 7,207.33 $ 86,487.96 $ 43.624673 $ 7,561.61 $ 90,739.32 $ 44.684250 $ 7,745.27 $ 92,943.24 $ 45.837865 $ 7,945.23 $ 95,342.76 Human Resources Technician 508 578 A 023 $ 39.555635 $ 6,856.31 $ 82,275.72 $ 41.580750 $ 7,207.33 $ 86,487.96 $ 43.624673 $ 7,561.61 $ 90,739.32 $ 45.837865 $ 7,945.23 $ 95,342.76 $ 48.094962 $ 8,336.46 $ 100,037.52 $ 49.167058 $ 8,522.29 $ 102,267.48 $ 50.402250 $ 8,736.39 $ 104,836.68 Jail Service Officer 353 10 H 022 $ 44.243596 $ 7,668.89 $ 92,026.68 $ 46.477327 $ 8,056.07 $ 96,672.84 $ 48.913558 $ 8,478.35 $ 101,740.20 $ 51.235096 $ 8,880.75 $ 106,569.00 $ 53.900769 $ 9,342.80 $ 112,113.60 $ 55.156038 $ 9,560.38 $ 114,724.56 $ 56.404442 $ 9,776.77 $ 117,321.24 Journey Lineworker 560 3 D1 035 $ 80.062096 $ 13,877.43 $ 166,529.16 $ 84.047077 $ 14,568.16 $ 174,817.92 $ 88.177212 $ 15,284.05 $ 183,408.60 $ 92.702654 $ 16,068.46 $ 192,821.52 $ 97.453962 $ 16,892.02 $ 202,704.24 $ 99.882058 $ 17,312.89 $ 207,754.68 $ 102.374596 $ 17,744.93 $ 212,939.16 Journey Lineworker Apprentice 561 3 D1 026 $ 64.485288 $ 11,177.45 $ 134,129.40 $ 67.574827 $ 11,712.97 $ 140,555.64 $ 70.979019 $ 12,303.03 $ 147,636.36 $ 74.391173 $ 12,894.47 $ 154,733.64 $ 78.069577 $ 13,532.06 $ 162,384.72 $ 80.062096 $ 13,877.43 $ 166,529.16 $ 82.062635 $ 14,224.19 $ 170,690.28 Journey Lineworker Apprentice 561R 3 D1 029 $ 69.276923 $ 12,008.00 $ 144,096.00 $ 72.681115 $ 12,598.06 $ 151,176.72 $ 76.206288 $ 13,209.09 $ 158,509.08 $ 80.062096 $ 13,877.43 $ 166,529.16 $ 84.047077 $ 14,568.16 $ 174,817.92 $ 86.015308 $ 14,909.32 $ 178,911.84 $ 88.177212 $ 15,284.05 $ 183,408.60 Key Customer Representative 505 578 A 035 $ 52.947750 $ 9,177.61 $ 110,131.32 $ 55.618615 $ 9,640.56 $ 115,686.72 $ 58.371000 $ 10,117.64 $ 121,411.68 $ 61.317808 $ 10,628.42 $ 127,541.04 $ 64.484019 $ 11,177.23 $ 134,126.76 $ 66.070212 $ 11,452.17 $ 137,426.04 $ 67.637654 $ 11,723.86 $ 140,686.32 Landscape Foreman/Woman 520 578 A 037 $ 55.618615 $ 9,640.56 $ 115,686.72 $ 58.371000 $ 10,117.64 $ 121,411.68 $ 61.317808 $ 10,628.42 $ 127,541.04 $ 64.484019 $ 11,177.23 $ 134,126.76 $ 67.637654 $ 11,723.86 $ 140,686.32 $ 69.217615 $ 11,997.72 $ 143,972.64 $ 70.954385 $ 12,298.76 $ 147,585.12 Legal Office Specialist III 519 578 A 024 $ 40.527404 $ 7,024.75 $ 84,297.00 $ 42.615288 $ 7,386.65 $ 88,639.80 $ 44.684250 $ 7,745.27 $ 92,943.24 $ 46.997769 $ 8,146.28 $ 97,755.36 $ 49.167058 $ 8,522.29 $ 102,267.48 $ 50.402250 $ 8,736.39 $ 104,836.68 $ 51.643673 $ 8,951.57 $ 107,418.84 Librarian I 530 578 A 026 $ 42.615288 $ 7,386.65 $ 88,639.80 $ 44.684250 $ 7,745.27 $ 92,943.24 $ 46.997769 $ 8,146.28 $ 97,755.36 $ 49.167058 $ 8,522.29 $ 102,267.48 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 52.947750 $ 9,177.61 $ 110,131.32 $ 54.251827 $ 9,403.65 $ 112,843.80 Librarian I - Cataloging 530C 578 A 026 $ 42.615288 $ 7,386.65 $ 88,639.80 $ 44.684250 $ 7,745.27 $ 92,943.24 $ 46.997769 $ 8,146.28 $ 97,755.36 $ 49.167058 $ 8,522.29 $ 102,267.48 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 52.947750 $ 9,177.61 $ 110,131.32 $ 54.251827 $ 9,403.65 $ 112,843.80 Librarian I - Reference 530A 578 A 026 $ 42.615288 $ 7,386.65 $ 88,639.80 $ 44.684250 $ 7,745.27 $ 92,943.24 $ 46.997769 $ 8,146.28 $ 97,755.36 $ 49.167058 $ 8,522.29 $ 102,267.48 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 52.947750 $ 9,177.61 $ 110,131.32 $ 54.251827 $ 9,403.65 $ 112,843.80 All classifications on the Classified Salary Plan are FLSA “Non-Exempt” except Unit 4 classifications. Unit 4 classifications are eligible for MOU overtime. 2 of 5 City of Santa Clara
Classified Salary Plan
Effective: 7/7/2024
Approved: 6/25/2024
Job Title
Job Code
Union Code
Sal Plan Grade Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7
Librarian I - Youth Services 530B 578 A 026 $ 42.615288 $ 7,386.65 $ 88,639.80 $ 44.684250 $ 7,745.27 $ 92,943.24 $ 46.997769 $ 8,146.28 $ 97,755.36 $ 49.167058 $ 8,522.29 $ 102,267.48 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 52.947750 $ 9,177.61 $ 110,131.32 $ 54.251827 $ 9,403.65 $ 112,843.80 Librarian II 535 578 A 030 $ 46.997769 $ 8,146.28 $ 97,755.36 $ 49.167058 $ 8,522.29 $ 102,267.48 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 54.251827 $ 9,403.65 $ 112,843.80 $ 56.985462 $ 9,877.48 $ 118,529.76 $ 58.371000 $ 10,117.64 $ 121,411.68 $ 59.769173 $ 10,359.99 $ 124,319.88 Librarian II - Cataloging 535C 578 A 030 $ 46.997769 $ 8,146.28 $ 97,755.36 $ 49.167058 $ 8,522.29 $ 102,267.48 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 54.251827 $ 9,403.65 $ 112,843.80 $ 56.985462 $ 9,877.48 $ 118,529.76 $ 58.371000 $ 10,117.64 $ 121,411.68 $ 59.769173 $ 10,359.99 $ 124,319.88 Librarian II - Reference 535A 578 A 030 $ 46.997769 $ 8,146.28 $ 97,755.36 $ 49.167058 $ 8,522.29 $ 102,267.48 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 54.251827 $ 9,403.65 $ 112,843.80 $ 56.985462 $ 9,877.48 $ 118,529.76 $ 58.371000 $ 10,117.64 $ 121,411.68 $ 59.769173 $ 10,359.99 $ 124,319.88 Librarian II - Youth Services 535B 578 A 030 $ 46.997769 $ 8,146.28 $ 97,755.36 $ 49.167058 $ 8,522.29 $ 102,267.48 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 54.251827 $ 9,403.65 $ 112,843.80 $ 56.985462 $ 9,877.48 $ 118,529.76 $ 58.371000 $ 10,117.64 $ 121,411.68 $ 59.769173 $ 10,359.99 $ 124,319.88 Library Assistant I 526 578 A 016 $ 33.191827 $ 5,753.25 $ 69,039.00 $ 34.941115 $ 6,056.46 $ 72,677.52 $ 36.665250 $ 6,355.31 $ 76,263.72 $ 38.577577 $ 6,686.78 $ 80,241.36 $ 40.527404 $ 7,024.75 $ 84,297.00 $ 41.580750 $ 7,207.33 $ 86,487.96 $ 42.615288 $ 7,386.65 $ 88,639.80 Library Assistant II 528 578 A 020 $ 36.665250 $ 6,355.31 $ 76,263.72 $ 38.577577 $ 6,686.78 $ 80,241.36 $ 40.527404 $ 7,024.75 $ 84,297.00 $ 42.615288 $ 7,386.65 $ 88,639.80 $ 44.684250 $ 7,745.27 $ 92,943.24 $ 45.837865 $ 7,945.23 $ 95,342.76 $ 46.997769 $ 8,146.28 $ 97,755.36 Library Circulation Supervsr 529 578 A 028 $ 44.684250 $ 7,745.27 $ 92,943.24 $ 46.997769 $ 8,146.28 $ 97,755.36 $ 49.167058 $ 8,522.29 $ 102,267.48 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 54.251827 $ 9,403.65 $ 112,843.80 $ 55.618615 $ 9,640.56 $ 115,686.72 $ 56.985462 $ 9,877.48 $ 118,529.76 Library Prog Coord - Tech Svcs 534D 578 A 034 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 54.251827 $ 9,403.65 $ 112,843.80 $ 56.985462 $ 9,877.48 $ 118,529.76 $ 59.769173 $ 10,359.99 $ 124,319.88 $ 62.885192 $ 10,900.10 $ 130,801.20 $ 64.484019 $ 11,177.23 $ 134,126.76 $ 66.070212 $ 11,452.17 $ 137,426.04 Library Prog Coord-Technology 534F 578 A 034 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 54.251827 $ 9,403.65 $ 112,843.80 $ 56.985462 $ 9,877.48 $ 118,529.76 $ 59.769173 $ 10,359.99 $ 124,319.88 $ 62.885192 $ 10,900.10 $ 130,801.20 $ 64.484019 $ 11,177.23 $ 134,126.76 $ 66.070212 $ 11,452.17 $ 137,426.04 Library Program Coord - Ref 534B 578 A 034 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 54.251827 $ 9,403.65 $ 112,843.80 $ 56.985462 $ 9,877.48 $ 118,529.76 $ 59.769173 $ 10,359.99 $ 124,319.88 $ 62.885192 $ 10,900.10 $ 130,801.20 $ 64.484019 $ 11,177.23 $ 134,126.76 $ 66.070212 $ 11,452.17 $ 137,426.04 Library Program Coordinator 534 578 A 034 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 54.251827 $ 9,403.65 $ 112,843.80 $ 56.985462 $ 9,877.48 $ 118,529.76 $ 59.769173 $ 10,359.99 $ 124,319.88 $ 62.885192 $ 10,900.10 $ 130,801.20 $ 64.484019 $ 11,177.23 $ 134,126.76 $ 66.070212 $ 11,452.17 $ 137,426.04 Library Technology Assistant 754C 578 A 025 $ 41.580750 $ 7,207.33 $ 86,487.96 $ 43.624673 $ 7,561.61 $ 90,739.32 $ 45.837865 $ 7,945.23 $ 95,342.76 $ 48.094962 $ 8,336.46 $ 100,037.52 $ 50.402250 $ 8,736.39 $ 104,836.68 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 52.947750 $ 9,177.61 $ 110,131.32 Literacy Advocate 562 578 A 012 $ 30.182365 $ 5,231.61 $ 62,779.32 $ 31.712192 $ 5,496.78 $ 65,961.36 $ 33.191827 $ 5,753.25 $ 69,039.00 $ 34.941115 $ 6,056.46 $ 72,677.52 $ 36.665250 $ 6,355.31 $ 76,263.72 $ 37.618269 $ 6,520.50 $ 78,246.00 $ 38.577577 $ 6,686.78 $ 80,241.36 Literacy Program Supervisor 563 578 A 028 $ 44.684250 $ 7,745.27 $ 92,943.24 $ 46.997769 $ 8,146.28 $ 97,755.36 $ 49.167058 $ 8,522.29 $ 102,267.48 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 54.251827 $ 9,403.65 $ 112,843.80 $ 55.618615 $ 9,640.56 $ 115,686.72 $ 56.985462 $ 9,877.48 $ 118,529.76 Literacy Student/Tutor Coord 564 578 A 020 $ 36.665250 $ 6,355.31 $ 76,263.72 $ 38.577577 $ 6,686.78 $ 80,241.36 $ 40.527404 $ 7,024.75 $ 84,297.00 $ 42.615288 $ 7,386.65 $ 88,639.80 $ 44.684250 $ 7,745.27 $ 92,943.24 $ 45.837865 $ 7,945.23 $ 95,342.76 $ 46.997769 $ 8,146.28 $ 97,755.36 Materials Handler 570 578 A 019 $ 35.806327 $ 6,206.43 $ 74,477.16 $ 37.618269 $ 6,520.50 $ 78,246.00 $ 39.555635 $ 6,856.31 $ 82,275.72 $ 41.580750 $ 7,207.33 $ 86,487.96 $ 43.624673 $ 7,561.61 $ 90,739.32 $ 44.684250 $ 7,745.27 $ 92,943.24 $ 45.837865 $ 7,945.23 $ 95,342.76 Mechanical Maint Foreperson 577 578 A 031 $ 48.094962 $ 8,336.46 $ 100,037.52 $ 50.402250 $ 8,736.39 $ 104,836.68 $ 52.947750 $ 9,177.61 $ 110,131.32 $ 55.618615 $ 9,640.56 $ 115,686.72 $ 58.371000 $ 10,117.64 $ 121,411.68 $ 59.769173 $ 10,359.99 $ 124,319.88 $ 61.317808 $ 10,628.42 $ 127,541.04 Mechanical Maintenance Worker 580 6 G 029 $ 46.423038 $ 8,046.66 $ 96,559.92 $ 48.747692 $ 8,449.60 $ 101,395.20 $ 51.072404 $ 8,852.55 $ 106,230.60 $ 53.603769 $ 9,291.32 $ 111,495.84 $ 56.277115 $ 9,754.70 $ 117,056.40 $ 57.626769 $ 9,988.64 $ 119,863.68 $ 59.086154 $ 10,241.60 $ 122,899.20 Meter Data Analyst 601 578 A 027 $ 43.624673 $ 7,561.61 $ 90,739.32 $ 45.837865 $ 7,945.23 $ 95,342.76 $ 48.094962 $ 8,336.46 $ 100,037.52 $ 50.402250 $ 8,736.39 $ 104,836.68 $ 52.947750 $ 9,177.61 $ 110,131.32 $ 54.251827 $ 9,403.65 $ 112,843.80 $ 55.618615 $ 9,640.56 $ 115,686.72 Meter Reader 595 578 A 021 $ 37.618269 $ 6,520.50 $ 78,246.00 $ 39.555635 $ 6,856.31 $ 82,275.72 $ 41.580750 $ 7,207.33 $ 86,487.96 $ 43.624673 $ 7,561.61 $ 90,739.32 $ 45.837865 $ 7,945.23 $ 95,342.76 $ 46.997769 $ 8,146.28 $ 97,755.36 $ 48.094962 $ 8,336.46 $ 100,037.52 Office Assistant 933 578 A 012 $ 30.182365 $ 5,231.61 $ 62,779.32 $ 31.712192 $ 5,496.78 $ 65,961.36 $ 33.191827 $ 5,753.25 $ 69,039.00 $ 34.941115 $ 6,056.46 $ 72,677.52 $ 36.665250 $ 6,355.31 $ 76,263.72 $ 37.618269 $ 6,520.50 $ 78,246.00 $ 38.577577 $ 6,686.78 $ 80,241.36 Office Records Specialist 934 578 A 019 $ 35.806327 $ 6,206.43 $ 74,477.16 $ 37.618269 $ 6,520.50 $ 78,246.00 $ 39.555635 $ 6,856.31 $ 82,275.72 $ 41.580750 $ 7,207.33 $ 86,487.96 $ 43.624673 $ 7,561.61 $ 90,739.32 $ 44.684250 $ 7,745.27 $ 92,943.24 $ 45.837865 $ 7,945.23 $ 95,342.76 Office Specialist II 936 578 A 018 $ 34.941115 $ 6,056.46 $ 72,677.52 $ 36.665250 $ 6,355.31 $ 76,263.72 $ 38.577577 $ 6,686.78 $ 80,241.36 $ 40.527404 $ 7,024.75 $ 84,297.00 $ 42.615288 $ 7,386.65 $ 88,639.80 $ 43.624673 $ 7,561.61 $ 90,739.32 $ 44.684250 $ 7,745.27 $ 92,943.24 Office Specialist III 938 578 A 022 $ 38.577577 $ 6,686.78 $ 80,241.36 $ 40.527404 $ 7,024.75 $ 84,297.00 $ 42.615288 $ 7,386.65 $ 88,639.80 $ 44.684250 $ 7,745.27 $ 92,943.24 $ 46.997769 $ 8,146.28 $ 97,755.36 $ 48.094962 $ 8,336.46 $ 100,037.52 $ 49.167058 $ 8,522.29 $ 102,267.48 Office Specialist IV 939 578 A 024 $ 40.527404 $ 7,024.75 $ 84,297.00 $ 42.615288 $ 7,386.65 $ 88,639.80 $ 44.684250 $ 7,745.27 $ 92,943.24 $ 46.997769 $ 8,146.28 $ 97,755.36 $ 49.167058 $ 8,522.29 $ 102,267.48 $ 50.402250 $ 8,736.39 $ 104,836.68 $ 51.643673 $ 8,951.57 $ 107,418.84 Park Foreperson 615 578 A 033 $ 50.402250 $ 8,736.39 $ 104,836.68 $ 52.947750 $ 9,177.61 $ 110,131.32 $ 55.618615 $ 9,640.56 $ 115,686.72 $ 58.371000 $ 10,117.64 $ 121,411.68 $ 61.317808 $ 10,628.42 $ 127,541.04 $ 62.885192 $ 10,900.10 $ 130,801.20 $ 64.484019 $ 11,177.23 $ 134,126.76 Park Maint Crafts Worker 620 6 G 029 $ 46.423038 $ 8,046.66 $ 96,559.92 $ 48.747692 $ 8,449.60 $ 101,395.20 $ 51.072404 $ 8,852.55 $ 106,230.60 $ 53.603769 $ 9,291.32 $ 111,495.84 $ 56.277115 $ 9,754.70 $ 117,056.40 $ 57.626769 $ 9,988.64 $ 119,863.68 $ 59.086154 $ 10,241.60 $ 122,899.20 Payroll Analyst 614 578 A 033 $ 50.402250 $ 8,736.39 $ 104,836.68 $ 52.947750 $ 9,177.61 $ 110,131.32 $ 55.618615 $ 9,640.56 $ 115,686.72 $ 58.371000 $ 10,117.64 $ 121,411.68 $ 61.317808 $ 10,628.42 $ 127,541.04 $ 62.885192 $ 10,900.10 $ 130,801.20 $ 64.484019 $ 11,177.23 $ 134,126.76 Permit Center Supervisor 040 578 A 039 $ 58.371000 $ 10,117.64 $ 121,411.68 $ 61.317808 $ 10,628.42 $ 127,541.04 $ 64.484019 $ 11,177.23 $ 134,126.76 $ 67.637654 $ 11,723.86 $ 140,686.32 $ 70.954385 $ 12,298.76 $ 147,585.12 $ 72.722423 $ 12,605.22 $ 151,262.64 $ 74.534308 $ 12,919.28 $ 155,031.36 Permit Technician 621 578 A 023 $ 39.555635 $ 6,856.31 $ 82,275.72 $ 41.580750 $ 7,207.33 $ 86,487.96 $ 43.624673 $ 7,561.61 $ 90,739.32 $ 45.837865 $ 7,945.23 $ 95,342.76 $ 48.094962 $ 8,336.46 $ 100,037.52 $ 49.167058 $ 8,522.29 $ 102,267.48 $ 50.402250 $ 8,736.39 $ 104,836.68 Plans Examiner 630 578 A 041 $ 61.317808 $ 10,628.42 $ 127,541.04 $ 64.484019 $ 11,177.23 $ 134,126.76 $ 67.637654 $ 11,723.86 $ 140,686.32 $ 70.954385 $ 12,298.76 $ 147,585.12 $ 74.534308 $ 12,919.28 $ 155,031.36 $ 76.352538 $ 13,234.44 $ 158,813.28 $ 78.308712 $ 13,573.51 $ 162,882.12 Police Lieutenant 645 2 B 043 $ 96.532615 $ 16,732.32 $ 200,787.84 $ 101.364865 $ 17,569.91 $ 210,838.92 $ 106.414327 $ 18,445.15 $ 221,341.80 $ 111.733788 $ 19,367.19 $ 232,406.28 $ 117.276923 $ 20,328.00 $ 243,936.00 $ 120.252692 $ 20,843.80 $ 250,125.60 $ 123.195404 $ 21,353.87 $ 256,246.44 Police Officer 650 2 B 031 $ 72.035769 $ 12,486.20 $ 149,834.40 $ 75.610558 $ 13,105.83 $ 157,269.96 $ 79.415769 $ 13,765.40 $ 165,184.80 $ 83.385519 $ 14,453.49 $ 173,441.88 $ 87.539712 $ 15,173.55 $ 182,082.60 $ 89.751692 $ 15,556.96 $ 186,683.52 $ 91.930788 $ 15,934.67 $ 191,216.04 Police Officer - FTO 650T 2 B 033 $ 75.610558 $ 13,105.83 $ 157,269.96 $ 79.415769 $ 13,765.40 $ 165,184.80 $ 83.385519 $ 14,453.49 $ 173,441.88 $ 87.539712 $ 15,173.55 $ 182,082.60 $ 91.930788 $ 15,934.67 $ 191,216.04 $ 94.234962 $ 16,334.06 $ 196,008.72 $ 96.532615 $ 16,732.32 $ 200,787.84 Police Records Spec I 641 10 H2 018 $ 40.455231 $ 7,012.24 $ 84,146.88 $ 42.478962 $ 7,363.02 $ 88,356.24 $ 44.673115 $ 7,743.34 $ 92,920.08 $ 46.928596 $ 8,134.29 $ 97,611.48 $ 49.388481 $ 8,560.67 $ 102,728.04 $ 50.560442 $ 8,763.81 $ 105,165.72 $ 51.732519 $ 8,966.97 $ 107,603.64 Police Records Spec II 643 10 H2 022 $ 44.673115 $ 7,743.34 $ 92,920.08 $ 46.928596 $ 8,134.29 $ 97,611.48 $ 49.388481 $ 8,560.67 $ 102,728.04 $ 51.732519 $ 8,966.97 $ 107,603.64 $ 54.424038 $ 9,433.50 $ 113,202.00 $ 55.691538 $ 9,653.20 $ 115,838.40 $ 56.952058 $ 9,871.69 $ 118,460.28 Police Records Supervisor 644 10 H2 026 $ 49.388481 $ 8,560.67 $ 102,728.04 $ 51.732519 $ 8,966.97 $ 107,603.64 $ 54.424038 $ 9,433.50 $ 113,202.00 $ 56.952058 $ 9,871.69 $ 118,460.28 $ 59.807192 $ 10,366.58 $ 124,398.96 $ 61.333558 $ 10,631.15 $ 127,573.80 $ 62.859865 $ 10,895.71 $ 130,748.52 Police Sergeant 665 2 B 037 $ 83.385519 $ 14,453.49 $ 173,441.88 $ 87.539712 $ 15,173.55 $ 182,082.60 $ 91.930788 $ 15,934.67 $ 191,216.04 $ 96.532615 $ 16,732.32 $ 200,787.84 $ 101.364865 $ 17,569.91 $ 210,838.92 $ 103.866577 $ 18,003.54 $ 216,042.48 $ 106.414327 $ 18,445.15 $ 221,341.80 Police Training Coordinator 648 578 A 026 $ 42.615288 $ 7,386.65 $ 88,639.80 $ 44.684250 $ 7,745.27 $ 92,943.24 $ 46.997769 $ 8,146.28 $ 97,755.36 $ 49.167058 $ 8,522.29 $ 102,267.48 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 52.947750 $ 9,177.61 $ 110,131.32 $ 54.251827 $ 9,403.65 $ 112,843.80 Power Account Clerk I 662 578 A 019 $ 35.806327 $ 6,206.43 $ 74,477.16 $ 37.618269 $ 6,520.50 $ 78,246.00 $ 39.555635 $ 6,856.31 $ 82,275.72 $ 41.580750 $ 7,207.33 $ 86,487.96 $ 43.624673 $ 7,561.61 $ 90,739.32 $ 44.684250 $ 7,745.27 $ 92,943.24 $ 45.837865 $ 7,945.23 $ 95,342.76 Power Account Clerk III 664 578 A 025 $ 41.580750 $ 7,207.33 $ 86,487.96 $ 43.624673 $ 7,561.61 $ 90,739.32 $ 45.837865 $ 7,945.23 $ 95,342.76 $ 48.094962 $ 8,336.46 $ 100,037.52 $ 50.402250 $ 8,736.39 $ 104,836.68 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 52.947750 $ 9,177.61 $ 110,131.32 Power Contract Specialist 661 578 A 033 $ 50.402250 $ 8,736.39 $ 104,836.68 $ 52.947750 $ 9,177.61 $ 110,131.32 $ 55.618615 $ 9,640.56 $ 115,686.72 $ 58.371000 $ 10,117.64 $ 121,411.68 $ 61.317808 $ 10,628.42 $ 127,541.04 $ 62.885192 $ 10,900.10 $ 130,801.20 $ 64.484019 $ 11,177.23 $ 134,126.76 Principal Elec Estimator 669 3 D1 035 $ 80.062096 $ 13,877.43 $ 166,529.16 $ 84.047077 $ 14,568.16 $ 174,817.92 $ 88.177212 $ 15,284.05 $ 183,408.60 $ 92.702654 $ 16,068.46 $ 192,821.52 $ 97.453962 $ 16,892.02 $ 202,704.24 $ 99.882058 $ 17,312.89 $ 207,754.68 $ 102.374596 $ 17,744.93 $ 212,939.16 Principal Eng Aide (Civil) 670A 578 A 032 $ 49.167058 $ 8,522.29 $ 102,267.48 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 54.251827 $ 9,403.65 $ 112,843.80 $ 56.985462 $ 9,877.48 $ 118,529.76 $ 59.769173 $ 10,359.99 $ 124,319.88 $ 61.317808 $ 10,628.42 $ 127,541.04 $ 62.885192 $ 10,900.10 $ 130,801.20 Principal Eng Aide (Electric) 670 578 A 032 $ 49.167058 $ 8,522.29 $ 102,267.48 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 54.251827 $ 9,403.65 $ 112,843.80 $ 56.985462 $ 9,877.48 $ 118,529.76 $ 59.769173 $ 10,359.99 $ 124,319.88 $ 61.317808 $ 10,628.42 $ 127,541.04 $ 62.885192 $ 10,900.10 $ 130,801.20 Project Manager 676 578 A 035 $ 52.947750 $ 9,177.61 $ 110,131.32 $ 55.618615 $ 9,640.56 $ 115,686.72 $ 58.371000 $ 10,117.64 $ 121,411.68 $ 61.317808 $ 10,628.42 $ 127,541.04 $ 64.484019 $ 11,177.23 $ 134,126.76 $ 66.070212 $ 11,452.17 $ 137,426.04 $ 67.637654 $ 11,723.86 $ 140,686.32 Public Safety Dispatcher I 339 10 H2 025 $ 48.168692 $ 8,349.24 $ 100,190.88 $ 50.560442 $ 8,763.81 $ 105,165.72 $ 53.074846 $ 9,199.64 $ 110,395.68 $ 55.691538 $ 9,653.20 $ 115,838.40 $ 58.396615 $ 10,122.08 $ 121,464.96 $ 59.807192 $ 10,366.58 $ 124,398.96 $ 61.333558 $ 10,631.15 $ 127,573.80 Public Safety Dispatcher II 340 10 H2 028 $ 51.732519 $ 8,966.97 $ 107,603.64 $ 54.424038 $ 9,433.50 $ 113,202.00 $ 56.952058 $ 9,871.69 $ 118,460.28 $ 59.807192 $ 10,366.58 $ 124,398.96 $ 62.859865 $ 10,895.71 $ 130,748.52 $ 64.427135 $ 11,167.37 $ 134,008.44 $ 65.980731 $ 11,436.66 $ 137,239.92Public Safety Dispatcher III 341 10 H2 031 $ 55.691538 $ 9,653.20 $ 115,838.40 $ 58.396615 $ 10,122.08 $ 121,464.96 $ 61.333558 $ 10,631.15 $ 127,573.80 $ 64.427135 $ 11,167.37 $ 134,008.44 $ 67.622942 $ 11,721.31 $ 140,655.72 $ 69.244673 $ 12,002.41 $ 144,028.92 $ 71.036827 $ 12,313.05 $ 147,756.60 Public Works Inspector 680 578 A 033 $ 50.402250 $ 8,736.39 $ 104,836.68 $ 52.947750 $ 9,177.61 $ 110,131.32 $ 55.618615 $ 9,640.56 $ 115,686.72 $ 58.371000 $ 10,117.64 $ 121,411.68 $ 61.317808 $ 10,628.42 $ 127,541.04 $ 62.885192 $ 10,900.10 $ 130,801.20 $ 64.484019 $ 11,177.23 $ 134,126.76 Public Works Supervisor 151 578 A 038 $ 56.985462 $ 9,877.48 $ 118,529.76 $ 59.769173 $ 10,359.99 $ 124,319.88 $ 62.885192 $ 10,900.10 $ 130,801.20 $ 66.070212 $ 11,452.17 $ 137,426.04 $ 69.217615 $ 11,997.72 $ 143,972.64 $ 70.954385 $ 12,298.76 $ 147,585.12 $ 72.722423 $ 12,605.22 $ 151,262.64Pump Maintenance Technician 677 6 G 027 $ 44.253288 $ 7,670.57 $ 92,046.84 $ 46.423038 $ 8,046.66 $ 96,559.92 $ 48.747692 $ 8,449.60 $ 101,395.20 $ 51.072404 $ 8,852.55 $ 106,230.60 $ 53.603769 $ 9,291.32 $ 111,495.84 $ 54.946904 $ 9,524.13 $ 114,289.56 $ 56.277115 $ 9,754.70 $ 117,056.40 Purchasing Clerk 678 578 A 019 $ 35.806327 $ 6,206.43 $ 74,477.16 $ 37.618269 $ 6,520.50 $ 78,246.00 $ 39.555635 $ 6,856.31 $ 82,275.72 $ 41.580750 $ 7,207.33 $ 86,487.96 $ 43.624673 $ 7,561.61 $ 90,739.32 $ 44.684250 $ 7,745.27 $ 92,943.24 $ 45.837865 $ 7,945.23 $ 95,342.76 Purchasing Utility Worker 679 578 A 015 $ 32.445808 $ 5,623.94 $ 67,487.28 $ 34.057096 $ 5,903.23 $ 70,838.76 $ 35.806327 $ 6,206.43 $ 74,477.16 $ 37.618269 $ 6,520.50 $ 78,246.00 $ 39.555635 $ 6,856.31 $ 82,275.72 $ 40.527404 $ 7,024.75 $ 84,297.00 $ 41.580750 $ 7,207.33 $ 86,487.96 All classifications on the Classified Salary Plan are FLSA “Non-Exempt” except Unit 4 classifications. Unit 4 classifications are eligible for MOU overtime. 3 of 5 City of Santa Clara
Classified Salary Plan
Effective: 7/7/2024
Approved: 6/25/2024
Job Title
Job Code
Union Code
Sal Plan Grade Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7
Recreation Coordinator 693 578 A 027 $ 43.624673 $ 7,561.61 $ 90,739.32 $ 45.837865 $ 7,945.23 $ 95,342.76 $ 48.094962 $ 8,336.46 $ 100,037.52 $ 50.402250 $ 8,736.39 $ 104,836.68 $ 52.947750 $ 9,177.61 $ 110,131.32 $ 54.251827 $ 9,403.65 $ 112,843.80 $ 55.618615 $ 9,640.56 $ 115,686.72 Recreation Coord-Therapeutics 693A 578 A 027 $ 43.624673 $ 7,561.61 $ 90,739.32 $ 45.837865 $ 7,945.23 $ 95,342.76 $ 48.094962 $ 8,336.46 $ 100,037.52 $ 50.402250 $ 8,736.39 $ 104,836.68 $ 52.947750 $ 9,177.61 $ 110,131.32 $ 54.251827 $ 9,403.65 $ 112,843.80 $ 55.618615 $ 9,640.56 $ 115,686.72 Recreation Program Supervisor 691 578 A 032 $ 49.167058 $ 8,522.29 $ 102,267.48 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 54.251827 $ 9,403.65 $ 112,843.80 $ 56.985462 $ 9,877.48 $ 118,529.76 $ 59.769173 $ 10,359.99 $ 124,319.88 $ 61.317808 $ 10,628.42 $ 127,541.04 $ 62.885192 $ 10,900.10 $ 130,801.20 Recreation Supervisor 685 578 A 032 $ 49.167058 $ 8,522.29 $ 102,267.48 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 54.251827 $ 9,403.65 $ 112,843.80 $ 56.985462 $ 9,877.48 $ 118,529.76 $ 59.769173 $ 10,359.99 $ 124,319.88 $ 61.317808 $ 10,628.42 $ 127,541.04 $ 62.885192 $ 10,900.10 $ 130,801.20 Recruit Police Officer 689 2R B2 031 $ 53.029385 $ 9,191.76 $ 110,301.12 $ 55.682481 $ 9,651.63 $ 115,819.56 $ 58.467346 $ 10,134.34 $ 121,612.08 $ 61.390327 $ 10,640.99 $ 127,691.88 $ 64.458231 $ 11,172.76 $ 134,073.12 $ 66.071192 $ 11,452.34 $ 137,428.08 $ 67.723615 $ 11,738.76 $ 140,865.12 Resource Analyst II 696 578 A 035 $ 52.947750 $ 9,177.61 $ 110,131.32 $ 55.618615 $ 9,640.56 $ 115,686.72 $ 58.371000 $ 10,117.64 $ 121,411.68 $ 61.317808 $ 10,628.42 $ 127,541.04 $ 64.484019 $ 11,177.23 $ 134,126.76 $ 66.070212 $ 11,452.17 $ 137,426.04 $ 67.637654 $ 11,723.86 $ 140,686.32 Service Coordinator-Inspector 792 3 D1 037 $ 84.047077 $ 14,568.16 $ 174,817.92 $ 88.177212 $ 15,284.05 $ 183,408.60 $ 92.702654 $ 16,068.46 $ 192,821.52 $ 97.453962 $ 16,892.02 $ 202,704.24 $ 102.374596 $ 17,744.93 $ 212,939.16 $ 104.834885 $ 18,171.38 $ 218,056.56 $ 107.497038 $ 18,632.82 $ 223,593.84 Service Coord-Inspector(Fiber) 792F 3 D1 034 $ 78.069577 $ 13,532.06 $ 162,384.72 $ 82.062635 $ 14,224.19 $ 170,690.28 $ 86.015308 $ 14,909.32 $ 178,911.84 $ 90.331038 $ 15,657.38 $ 187,888.56 $ 95.033885 $ 16,472.54 $ 197,670.48 $ 97.453962 $ 16,892.02 $ 202,704.24 $ 99.882058 $ 17,312.89 $ 207,754.68 Sewer Inspection Technician 783 6 G 027 $ 44.253288 $ 7,670.57 $ 92,046.84 $ 46.423038 $ 8,046.66 $ 96,559.92 $ 48.747692 $ 8,449.60 $ 101,395.20 $ 51.072404 $ 8,852.55 $ 106,230.60 $ 53.603769 $ 9,291.32 $ 111,495.84 $ 54.946904 $ 9,524.13 $ 114,289.56 $ 56.277115 $ 9,754.70 $ 117,056.40 Sr Accounting Technician 208 578 A 026 $ 42.615288 $ 7,386.65 $ 88,639.80 $ 44.684250 $ 7,745.27 $ 92,943.24 $ 46.997769 $ 8,146.28 $ 97,755.36 $ 49.167058 $ 8,522.29 $ 102,267.48 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 52.947750 $ 9,177.61 $ 110,131.32 $ 54.251827 $ 9,403.65 $ 112,843.80 Sr Business Analyst 722 578 A 038 $ 56.985462 $ 9,877.48 $ 118,529.76 $ 59.769173 $ 10,359.99 $ 124,319.88 $ 62.885192 $ 10,900.10 $ 130,801.20 $ 66.070212 $ 11,452.17 $ 137,426.04 $ 69.217615 $ 11,997.72 $ 143,972.64 $ 70.954385 $ 12,298.76 $ 147,585.12 $ 72.722423 $ 12,605.22 $ 151,262.64 Sr Center Coordinator 715 578 A 027 $ 43.624673 $ 7,561.61 $ 90,739.32 $ 45.837865 $ 7,945.23 $ 95,342.76 $ 48.094962 $ 8,336.46 $ 100,037.52 $ 50.402250 $ 8,736.39 $ 104,836.68 $ 52.947750 $ 9,177.61 $ 110,131.32 $ 54.251827 $ 9,403.65 $ 112,843.80 $ 55.618615 $ 9,640.56 $ 115,686.72 Sr Customer Service Rep 724 578 A 022 $ 38.577577 $ 6,686.78 $ 80,241.36 $ 40.527404 $ 7,024.75 $ 84,297.00 $ 42.615288 $ 7,386.65 $ 88,639.80 $ 44.684250 $ 7,745.27 $ 92,943.24 $ 46.997769 $ 8,146.28 $ 97,755.36 $ 48.094962 $ 8,336.46 $ 100,037.52 $ 49.167058 $ 8,522.29 $ 102,267.48 Sr Elec & Water Syst Op - Cert 777R 3 R6 040 $ 95.751865 $ 16,596.99 $ 199,163.88 $ 100.737000 $ 17,461.08 $ 209,532.96 $ 105.875596 $ 18,351.77 $ 220,221.24 $ 111.126981 $ 19,262.01 $ 231,144.12 $ 116.733346 $ 20,233.78 $ 242,805.36 $ 119.661577 $ 20,741.34 $ 248,896.08 $ 122.573654 $ 21,246.10 $ 254,953.20 Sr Elec & Water System Operatr 777 3 D1 040 $ 90.331038 $ 15,657.38 $ 187,888.56 $ 95.033885 $ 16,472.54 $ 197,670.48 $ 99.882058 $ 17,312.89 $ 207,754.68 $ 104.834885 $ 18,171.38 $ 218,056.56 $ 110.126712 $ 19,088.63 $ 229,063.56 $ 112.885558 $ 19,566.83 $ 234,801.96 $ 115.636269 $ 20,043.62 $ 240,523.44 Sr Elec Crew Foreperson 551 3 D1 551 $ 94.965635 $ 16,460.71 $ 197,528.52 $ 99.713942 $ 17,283.75 $ 207,405.00 $ 104.699654 $ 18,147.94 $ 217,775.28 $ 109.934596 $ 19,055.33 $ 228,663.96 $ 115.431404 $ 20,008.11 $ 240,097.32 $ 118.317173 $ 20,508.31 $ 246,099.72 $ 121.275058 $ 21,021.01 $ 252,252.12 Sr Elec Meter Technician 729 3 D1 038 $ 86.015308 $ 14,909.32 $ 178,911.84 $ 90.331038 $ 15,657.38 $ 187,888.56 $ 95.033885 $ 16,472.54 $ 197,670.48 $ 99.882058 $ 17,312.89 $ 207,754.68 $ 104.834885 $ 18,171.38 $ 218,056.56 $ 107.497038 $ 18,632.82 $ 223,593.84 $ 110.126712 $ 19,088.63 $ 229,063.56 Sr Elec Util Elec Tech 785 3 D1 038 $ 86.015308 $ 14,909.32 $ 178,911.84 $ 90.331038 $ 15,657.38 $ 187,888.56 $ 95.033885 $ 16,472.54 $ 197,670.48 $ 99.882058 $ 17,312.89 $ 207,754.68 $ 104.834885 $ 18,171.38 $ 218,056.56 $ 107.497038 $ 18,632.82 $ 223,593.84 $ 110.126712 $ 19,088.63 $ 229,063.56 Sr Elec Util Eng 730 4 E2 046 $ 91.878923 $ 15,925.68 $ 191,108.16 $ 96.528462 $ 16,731.60 $ 200,779.20 $ 101.445058 $ 17,583.81 $ 211,005.72 $ 106.340135 $ 18,432.29 $ 221,187.48 $ 111.603288 $ 19,344.57 $ 232,134.84 $ 114.426231 $ 19,833.88 $ 238,006.56 $ 117.234692 $ 20,320.68 $ 243,848.16 Sr Elec Util Eng/Control-Comm 730I 4 E2 046 $ 91.878923 $ 15,925.68 $ 191,108.16 $ 96.528462 $ 16,731.60 $ 200,779.20 $ 101.445058 $ 17,583.81 $ 211,005.72 $ 106.340135 $ 18,432.29 $ 221,187.48 $ 111.603288 $ 19,344.57 $ 232,134.84 $ 114.426231 $ 19,833.88 $ 238,006.56 $ 117.234692 $ 20,320.68 $ 243,848.16 Sr Elec Util Eng/Distbn Plan 730D 4 E2 046 $ 91.878923 $ 15,925.68 $ 191,108.16 $ 96.528462 $ 16,731.60 $ 200,779.20 $ 101.445058 $ 17,583.81 $ 211,005.72 $ 106.340135 $ 18,432.29 $ 221,187.48 $ 111.603288 $ 19,344.57 $ 232,134.84 $ 114.426231 $ 19,833.88 $ 238,006.56 $ 117.234692 $ 20,320.68 $ 243,848.16 Sr Elec Util Eng/Fiber 730L 4 E2 046 $ 91.878923 $ 15,925.68 $ 191,108.16 $ 96.528462 $ 16,731.60 $ 200,779.20 $ 101.445058 $ 17,583.81 $ 211,005.72 $ 106.340135 $ 18,432.29 $ 221,187.48 $ 111.603288 $ 19,344.57 $ 232,134.84 $ 114.426231 $ 19,833.88 $ 238,006.56 $ 117.234692 $ 20,320.68 $ 243,848.16Sr Elec Util Eng/Generation 730E 4 E2 046 $ 91.878923 $ 15,925.68 $ 191,108.16 $ 96.528462 $ 16,731.60 $ 200,779.20 $ 101.445058 $ 17,583.81 $ 211,005.72 $ 106.340135 $ 18,432.29 $ 221,187.48 $ 111.603288 $ 19,344.57 $ 232,134.84 $ 114.426231 $ 19,833.88 $ 238,006.56 $ 117.234692 $ 20,320.68 $ 243,848.16 Sr Elec Util Eng/Opr Planning 730F 4 E2 046 $ 91.878923 $ 15,925.68 $ 191,108.16 $ 96.528462 $ 16,731.60 $ 200,779.20 $ 101.445058 $ 17,583.81 $ 211,005.72 $ 106.340135 $ 18,432.29 $ 221,187.48 $ 111.603288 $ 19,344.57 $ 232,134.84 $ 114.426231 $ 19,833.88 $ 238,006.56 $ 117.234692 $ 20,320.68 $ 243,848.16 Sr Elec Util Eng/Prot Relay 730A 4 E2 046 $ 91.878923 $ 15,925.68 $ 191,108.16 $ 96.528462 $ 16,731.60 $ 200,779.20 $ 101.445058 $ 17,583.81 $ 211,005.72 $ 106.340135 $ 18,432.29 $ 221,187.48 $ 111.603288 $ 19,344.57 $ 232,134.84 $ 114.426231 $ 19,833.88 $ 238,006.56 $ 117.234692 $ 20,320.68 $ 243,848.16 Sr Elec Util Generation Tech 733 3 D1 038 $ 86.015308 $ 14,909.32 $ 178,911.84 $ 90.331038 $ 15,657.38 $ 187,888.56 $ 95.033885 $ 16,472.54 $ 197,670.48 $ 99.882058 $ 17,312.89 $ 207,754.68 $ 104.834885 $ 18,171.38 $ 218,056.56 $ 107.497038 $ 18,632.82 $ 223,593.84 $ 110.126712 $ 19,088.63 $ 229,063.56 Sr Electrical Estimator 726 3 D1 031 $ 72.681115 $ 12,598.06 $ 151,176.72 $ 76.206288 $ 13,209.09 $ 158,509.08 $ 80.062096 $ 13,877.43 $ 166,529.16 $ 84.047077 $ 14,568.16 $ 174,817.92 $ 88.177212 $ 15,284.05 $ 183,408.60 $ 90.331038 $ 15,657.38 $ 187,888.56 $ 92.702654 $ 16,068.46 $ 192,821.52 Sr Energy Systems Analyst 744 578 A 043 $ 64.484019 $ 11,177.23 $ 134,126.76 $ 67.637654 $ 11,723.86 $ 140,686.32 $ 70.954385 $ 12,298.76 $ 147,585.12 $ 74.534308 $ 12,919.28 $ 155,031.36 $ 78.308712 $ 13,573.51 $ 162,882.12 $ 80.214692 $ 13,903.88 $ 166,846.56 $ 82.202192 $ 14,248.38 $ 170,980.56 Sr Engineer (Civil) 322 4 E 041 $ 74.470096 $ 12,908.15 $ 154,897.80 $ 78.332308 $ 13,577.60 $ 162,931.20 $ 82.180154 $ 14,244.56 $ 170,934.72 $ 86.223635 $ 14,945.43 $ 179,345.16 $ 90.578596 $ 15,700.29 $ 188,403.48 $ 92.853923 $ 16,094.68 $ 193,136.16 $ 95.093077 $ 16,482.80 $ 197,793.60 Sr Engineering Aide 745 578 A 028 $ 44.684250 $ 7,745.27 $ 92,943.24 $ 46.997769 $ 8,146.28 $ 97,755.36 $ 49.167058 $ 8,522.29 $ 102,267.48 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 54.251827 $ 9,403.65 $ 112,843.80 $ 55.618615 $ 9,640.56 $ 115,686.72 $ 56.985462 $ 9,877.48 $ 118,529.76 Sr Human Resources Assistant 510 578 A 020 $ 36.665250 $ 6,355.31 $ 76,263.72 $ 38.577577 $ 6,686.78 $ 80,241.36 $ 40.527404 $ 7,024.75 $ 84,297.00 $ 42.615288 $ 7,386.65 $ 88,639.80 $ 44.684250 $ 7,745.27 $ 92,943.24 $ 45.837865 $ 7,945.23 $ 95,342.76 $ 46.997769 $ 8,146.28 $ 97,755.36 Sr Human Resources Technician 747 578 A 024 $ 40.527404 $ 7,024.75 $ 84,297.00 $ 42.615288 $ 7,386.65 $ 88,639.80 $ 44.684250 $ 7,745.27 $ 92,943.24 $ 46.997769 $ 8,146.28 $ 97,755.36 $ 49.167058 $ 8,522.29 $ 102,267.48 $ 50.402250 $ 8,736.39 $ 104,836.68 $ 51.643673 $ 8,951.57 $ 107,418.84 Sr Inspector 750 578 A 039 $ 58.371000 $ 10,117.64 $ 121,411.68 $ 61.317808 $ 10,628.42 $ 127,541.04 $ 64.484019 $ 11,177.23 $ 134,126.76 $ 67.637654 $ 11,723.86 $ 140,686.32 $ 70.954385 $ 12,298.76 $ 147,585.12 $ 72.722423 $ 12,605.22 $ 151,262.64 $ 74.534308 $ 12,919.28 $ 155,031.36 Sr Instrument & Control Tech 753 3 D1 038 $ 86.015308 $ 14,909.32 $ 178,911.84 $ 90.331038 $ 15,657.38 $ 187,888.56 $ 95.033885 $ 16,472.54 $ 197,670.48 $ 99.882058 $ 17,312.89 $ 207,754.68 $ 104.834885 $ 18,171.38 $ 218,056.56 $ 107.497038 $ 18,632.82 $ 223,593.84 $ 110.126712 $ 19,088.63 $ 229,063.56 Sr Key Customer Representative 752 578 A 039 $ 58.371000 $ 10,117.64 $ 121,411.68 $ 61.317808 $ 10,628.42 $ 127,541.04 $ 64.484019 $ 11,177.23 $ 134,126.76 $ 67.637654 $ 11,723.86 $ 140,686.32 $ 70.954385 $ 12,298.76 $ 147,585.12 $ 72.722423 $ 12,605.22 $ 151,262.64 $ 74.534308 $ 12,919.28 $ 155,031.36 Sr Library Asst 754 578 A 025 $ 41.580750 $ 7,207.33 $ 86,487.96 $ 43.624673 $ 7,561.61 $ 90,739.32 $ 45.837865 $ 7,945.23 $ 95,342.76 $ 48.094962 $ 8,336.46 $ 100,037.52 $ 50.402250 $ 8,736.39 $ 104,836.68 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 52.947750 $ 9,177.61 $ 110,131.32 Sr Library Asst-Public Svc 754B 578 A 025 $ 41.580750 $ 7,207.33 $ 86,487.96 $ 43.624673 $ 7,561.61 $ 90,739.32 $ 45.837865 $ 7,945.23 $ 95,342.76 $ 48.094962 $ 8,336.46 $ 100,037.52 $ 50.402250 $ 8,736.39 $ 104,836.68 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 52.947750 $ 9,177.61 $ 110,131.32 Sr Materials Handler 760 578 A 023 $ 39.555635 $ 6,856.31 $ 82,275.72 $ 41.580750 $ 7,207.33 $ 86,487.96 $ 43.624673 $ 7,561.61 $ 90,739.32 $ 45.837865 $ 7,945.23 $ 95,342.76 $ 48.094962 $ 8,336.46 $ 100,037.52 $ 49.167058 $ 8,522.29 $ 102,267.48 $ 50.402250 $ 8,736.39 $ 104,836.68 Sr Permit Technician 766 578 A 027 $ 43.624673 $ 7,561.61 $ 90,739.32 $ 45.837865 $ 7,945.23 $ 95,342.76 $ 48.094962 $ 8,336.46 $ 100,037.52 $ 50.402250 $ 8,736.39 $ 104,836.68 $ 52.947750 $ 9,177.61 $ 110,131.32 $ 54.251827 $ 9,403.65 $ 112,843.80 $ 55.618615 $ 9,640.56 $ 115,686.72 Sr Planner 765 578 A 041 $ 61.317808 $ 10,628.42 $ 127,541.04 $ 64.484019 $ 11,177.23 $ 134,126.76 $ 67.637654 $ 11,723.86 $ 140,686.32 $ 70.954385 $ 12,298.76 $ 147,585.12 $ 74.534308 $ 12,919.28 $ 155,031.36 $ 76.352538 $ 13,234.44 $ 158,813.28 $ 78.308712 $ 13,573.51 $ 162,882.12Sr Plans Examiner 773 578 A 045 $ 67.637654 $ 11,723.86 $ 140,686.32 $ 70.954385 $ 12,298.76 $ 147,585.12 $ 74.534308 $ 12,919.28 $ 155,031.36 $ 78.308712 $ 13,573.51 $ 162,882.12 $ 82.202192 $ 14,248.38 $ 170,980.56 $ 84.214788 $ 14,597.23 $ 175,166.76 $ 86.296327 $ 14,958.03 $ 179,496.36Sr Public Safety Dispatcher 725 10 H2 034 $ 59.807192 $ 10,366.58 $ 124,398.96 $ 62.859865 $ 10,895.71 $ 130,748.52 $ 65.980731 $ 11,436.66 $ 137,239.92 $ 69.244673 $ 12,002.41 $ 144,028.92 $ 72.835673 $ 12,624.85 $ 151,498.20 $ 74.682346 $ 12,944.94 $ 155,339.28 $ 76.535712 $ 13,266.19 $ 159,194.28 Sr Resource Analyst 771 578 A 043 $ 64.484019 $ 11,177.23 $ 134,126.76 $ 67.637654 $ 11,723.86 $ 140,686.32 $ 70.954385 $ 12,298.76 $ 147,585.12 $ 74.534308 $ 12,919.28 $ 155,031.36 $ 78.308712 $ 13,573.51 $ 162,882.12 $ 80.214692 $ 13,903.88 $ 166,846.56 $ 82.202192 $ 14,248.38 $ 170,980.56 Sr Staff Aide 779 578 A 030 $ 46.997769 $ 8,146.28 $ 97,755.36 $ 49.167058 $ 8,522.29 $ 102,267.48 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 54.251827 $ 9,403.65 $ 112,843.80 $ 56.985462 $ 9,877.48 $ 118,529.76 $ 58.371000 $ 10,117.64 $ 121,411.68 $ 59.769173 $ 10,359.99 $ 124,319.88 Staff Aide I 794 578 A 024 $ 40.527404 $ 7,024.75 $ 84,297.00 $ 42.615288 $ 7,386.65 $ 88,639.80 $ 44.684250 $ 7,745.27 $ 92,943.24 $ 46.997769 $ 8,146.28 $ 97,755.36 $ 49.167058 $ 8,522.29 $ 102,267.48 $ 50.402250 $ 8,736.39 $ 104,836.68 $ 51.643673 $ 8,951.57 $ 107,418.84 Staff Aide II 795 578 A 026 $ 42.615288 $ 7,386.65 $ 88,639.80 $ 44.684250 $ 7,745.27 $ 92,943.24 $ 46.997769 $ 8,146.28 $ 97,755.36 $ 49.167058 $ 8,522.29 $ 102,267.48 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 52.947750 $ 9,177.61 $ 110,131.32 $ 54.251827 $ 9,403.65 $ 112,843.80 Staff Aide II - Envir Programs 795A 578 A 026 $ 42.615288 $ 7,386.65 $ 88,639.80 $ 44.684250 $ 7,745.27 $ 92,943.24 $ 46.997769 $ 8,146.28 $ 97,755.36 $ 49.167058 $ 8,522.29 $ 102,267.48 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 52.947750 $ 9,177.61 $ 110,131.32 $ 54.251827 $ 9,403.65 $ 112,843.80 Staff Analyst I 796 578 A 032 $ 49.167058 $ 8,522.29 $ 102,267.48 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 54.251827 $ 9,403.65 $ 112,843.80 $ 56.985462 $ 9,877.48 $ 118,529.76 $ 59.769173 $ 10,359.99 $ 124,319.88 $ 61.317808 $ 10,628.42 $ 127,541.04 $ 62.885192 $ 10,900.10 $ 130,801.20 Staff Analyst II 797 578 A 034 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 54.251827 $ 9,403.65 $ 112,843.80 $ 56.985462 $ 9,877.48 $ 118,529.76 $ 59.769173 $ 10,359.99 $ 124,319.88 $ 62.885192 $ 10,900.10 $ 130,801.20 $ 64.484019 $ 11,177.23 $ 134,126.76 $ 66.070212 $ 11,452.17 $ 137,426.04Street Foreman/Forewoman 810 578 A 031 $ 48.094962 $ 8,336.46 $ 100,037.52 $ 50.402250 $ 8,736.39 $ 104,836.68 $ 52.947750 $ 9,177.61 $ 110,131.32 $ 55.618615 $ 9,640.56 $ 115,686.72 $ 58.371000 $ 10,117.64 $ 121,411.68 $ 59.769173 $ 10,359.99 $ 124,319.88 $ 61.317808 $ 10,628.42 $ 127,541.04 Street Maint Foreperson 809 578 A 035 $ 52.947750 $ 9,177.61 $ 110,131.32 $ 55.618615 $ 9,640.56 $ 115,686.72 $ 58.371000 $ 10,117.64 $ 121,411.68 $ 61.317808 $ 10,628.42 $ 127,541.04 $ 64.484019 $ 11,177.23 $ 134,126.76 $ 66.070212 $ 11,452.17 $ 137,426.04 $ 67.637654 $ 11,723.86 $ 140,686.32 Street Maint Worker I 811 6 G 019 $ 36.265327 $ 6,285.99 $ 75,431.88 $ 38.047615 $ 6,594.92 $ 79,139.04 $ 39.984865 $ 6,930.71 $ 83,168.52 $ 42.128769 $ 7,302.32 $ 87,627.84 $ 44.253288 $ 7,670.57 $ 92,046.84 $ 45.292904 $ 7,850.77 $ 94,209.24 $ 46.423038 $ 8,046.66 $ 96,559.92 Street Maint Worker II 812 6 G 021 $ 38.047615 $ 6,594.92 $ 79,139.04 $ 39.984865 $ 6,930.71 $ 83,168.52 $ 42.128769 $ 7,302.32 $ 87,627.84 $ 44.253288 $ 7,670.57 $ 92,046.84 $ 46.423038 $ 8,046.66 $ 96,559.92 $ 47.559519 $ 8,243.65 $ 98,923.80 $ 48.747692 $ 8,449.60 $ 101,395.20 Street Maint Worker III 813 6 G 023 $ 39.984865 $ 6,930.71 $ 83,168.52 $ 42.128769 $ 7,302.32 $ 87,627.84 $ 44.253288 $ 7,670.57 $ 92,046.84 $ 46.423038 $ 8,046.66 $ 96,559.92 $ 48.747692 $ 8,449.60 $ 101,395.20 $ 49.845462 $ 8,639.88 $ 103,678.56 $ 51.072404 $ 8,852.55 $ 106,230.60 Street Maint Worker IV 814 6 G 029 $ 46.423038 $ 8,046.66 $ 96,559.92 $ 48.747692 $ 8,449.60 $ 101,395.20 $ 51.072404 $ 8,852.55 $ 106,230.60 $ 53.603769 $ 9,291.32 $ 111,495.84 $ 56.277115 $ 9,754.70 $ 117,056.40 $ 57.626769 $ 9,988.64 $ 119,863.68 $ 59.086154 $ 10,241.60 $ 122,899.20 All classifications on the Classified Salary Plan are FLSA “Non-Exempt” except Unit 4 classifications. Unit 4 classifications are eligible for MOU overtime. 4 of 5 City of Santa Clara
Classified Salary Plan
Effective: 7/7/2024
Approved: 6/25/2024
Job Title
Job Code
Union Code
Sal Plan Grade Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Hourly Monthly Annual Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7
Street Sweeper Operator 825 6 G 028 $ 45.292904 $ 7,850.77 $ 94,209.24 $ 47.559519 $ 8,243.65 $ 98,923.80 $ 49.845462 $ 8,639.88 $ 103,678.56 $ 52.267038 $ 9,059.62 $ 108,715.44 $ 54.946904 $ 9,524.13 $ 114,289.56 $ 56.277115 $ 9,754.70 $ 117,056.40 $ 57.626769 $ 9,988.64 $ 119,863.68 Time & Material Clerk 845 578 A 028 $ 44.684250 $ 7,745.27 $ 92,943.24 $ 46.997769 $ 8,146.28 $ 97,755.36 $ 49.167058 $ 8,522.29 $ 102,267.48 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 54.251827 $ 9,403.65 $ 112,843.80 $ 55.618615 $ 9,640.56 $ 115,686.72 $ 56.985462 $ 9,877.48 $ 118,529.76 Traffic Foreman/Forewoman 850 578 A 031 $ 48.094962 $ 8,336.46 $ 100,037.52 $ 50.402250 $ 8,736.39 $ 104,836.68 $ 52.947750 $ 9,177.61 $ 110,131.32 $ 55.618615 $ 9,640.56 $ 115,686.72 $ 58.371000 $ 10,117.64 $ 121,411.68 $ 59.769173 $ 10,359.99 $ 124,319.88 $ 61.317808 $ 10,628.42 $ 127,541.04 Traffic Operations Engineer 851 4 E 038 $ 69.165865 $ 11,988.75 $ 143,865.00 $ 72.629596 $ 12,589.13 $ 151,069.56 $ 76.332404 $ 13,230.95 $ 158,771.40 $ 80.281673 $ 13,915.49 $ 166,985.88 $ 84.100442 $ 14,577.41 $ 174,928.92 $ 86.223635 $ 14,945.43 $ 179,345.16 $ 88.346769 $ 15,313.44 $ 183,761.28 Tree Trimmer II 780 6 G 026 $ 43.187769 $ 7,485.88 $ 89,830.56 $ 45.292904 $ 7,850.77 $ 94,209.24 $ 47.559519 $ 8,243.65 $ 98,923.80 $ 49.845462 $ 8,639.88 $ 103,678.56 $ 52.267038 $ 9,059.62 $ 108,715.44 $ 53.603769 $ 9,291.32 $ 111,495.84 $ 54.946904 $ 9,524.13 $ 114,289.56 Troubleshooter 860 3 D1 038 $ 86.015308 $ 14,909.32 $ 178,911.84 $ 90.331038 $ 15,657.38 $ 187,888.56 $ 95.033885 $ 16,472.54 $ 197,670.48 $ 99.882058 $ 17,312.89 $ 207,754.68 $ 104.834885 $ 18,171.38 $ 218,056.56 $ 107.497038 $ 18,632.82 $ 223,593.84 $ 110.126712 $ 19,088.63 $ 229,063.56 Underground Crew Leader 877 3 D1 036 $ 82.062635 $ 14,224.19 $ 170,690.28 $ 86.015308 $ 14,909.32 $ 178,911.84 $ 90.331038 $ 15,657.38 $ 187,888.56 $ 95.033885 $ 16,472.54 $ 197,670.48 $ 99.882058 $ 17,312.89 $ 207,754.68 $ 102.374596 $ 17,744.93 $ 212,939.16 $ 104.834885 $ 18,171.38 $ 218,056.56 Utility Business Systems Spc 569 578 A 035 $ 52.947750 $ 9,177.61 $ 110,131.32 $ 55.618615 $ 9,640.56 $ 115,686.72 $ 58.371000 $ 10,117.64 $ 121,411.68 $ 61.317808 $ 10,628.42 $ 127,541.04 $ 64.484019 $ 11,177.23 $ 134,126.76 $ 66.070212 $ 11,452.17 $ 137,426.04 $ 67.637654 $ 11,723.86 $ 140,686.32 Utility Conserv/Effcy Coord 913 578 A 028 $ 44.684250 $ 7,745.27 $ 92,943.24 $ 46.997769 $ 8,146.28 $ 97,755.36 $ 49.167058 $ 8,522.29 $ 102,267.48 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 54.251827 $ 9,403.65 $ 112,843.80 $ 55.618615 $ 9,640.56 $ 115,686.72 $ 56.985462 $ 9,877.48 $ 118,529.76 Utility Crew Supervisor 881 578 A 035 $ 52.947750 $ 9,177.61 $ 110,131.32 $ 55.618615 $ 9,640.56 $ 115,686.72 $ 58.371000 $ 10,117.64 $ 121,411.68 $ 61.317808 $ 10,628.42 $ 127,541.04 $ 64.484019 $ 11,177.23 $ 134,126.76 $ 66.070212 $ 11,452.17 $ 137,426.04 $ 67.637654 $ 11,723.86 $ 140,686.32 Utility Crew Supervisor/Water 881A 578 A 035 $ 52.947750 $ 9,177.61 $ 110,131.32 $ 55.618615 $ 9,640.56 $ 115,686.72 $ 58.371000 $ 10,117.64 $ 121,411.68 $ 61.317808 $ 10,628.42 $ 127,541.04 $ 64.484019 $ 11,177.23 $ 134,126.76 $ 66.070212 $ 11,452.17 $ 137,426.04 $ 67.637654 $ 11,723.86 $ 140,686.32 Utility Field Services Worker 897 578 A 023 $ 39.555635 $ 6,856.31 $ 82,275.72 $ 41.580750 $ 7,207.33 $ 86,487.96 $ 43.624673 $ 7,561.61 $ 90,739.32 $ 45.837865 $ 7,945.23 $ 95,342.76 $ 48.094962 $ 8,336.46 $ 100,037.52 $ 49.167058 $ 8,522.29 $ 102,267.48 $ 50.402250 $ 8,736.39 $ 104,836.68 Utility Field Svcs Supervisor 896 578 A 028 $ 44.684250 $ 7,745.27 $ 92,943.24 $ 46.997769 $ 8,146.28 $ 97,755.36 $ 49.167058 $ 8,522.29 $ 102,267.48 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 54.251827 $ 9,403.65 $ 112,843.80 $ 55.618615 $ 9,640.56 $ 115,686.72 $ 56.985462 $ 9,877.48 $ 118,529.76 Utility Inspection Supervisor 467 578 A 035 $ 52.947750 $ 9,177.61 $ 110,131.32 $ 55.618615 $ 9,640.56 $ 115,686.72 $ 58.371000 $ 10,117.64 $ 121,411.68 $ 61.317808 $ 10,628.42 $ 127,541.04 $ 64.484019 $ 11,177.23 $ 134,126.76 $ 66.070212 $ 11,452.17 $ 137,426.04 $ 67.637654 $ 11,723.86 $ 140,686.32 Utility Inspection Technician 469 6 G 027 $ 44.253288 $ 7,670.57 $ 92,046.84 $ 46.423038 $ 8,046.66 $ 96,559.92 $ 48.747692 $ 8,449.60 $ 101,395.20 $ 51.072404 $ 8,852.55 $ 106,230.60 $ 53.603769 $ 9,291.32 $ 111,495.84 $ 54.946904 $ 9,524.13 $ 114,289.56 $ 56.277115 $ 9,754.70 $ 117,056.40 Utility Locator (Fiber) 899 3 D2 022 $ 58.515981 $ 10,142.77 $ 121,713.24 $ 61.492558 $ 10,658.71 $ 127,904.52 $ 64.517538 $ 11,183.04 $ 134,196.48 $ 67.744269 $ 11,742.34 $ 140,908.08 $ 71.156423 $ 12,333.78 $ 148,005.36 $ 72.858519 $ 12,628.81 $ 151,545.72 $ 74.584846 $ 12,928.04 $ 155,136.48 Utility Services Technician 892 578 A 028 $ 44.684250 $ 7,745.27 $ 92,943.24 $ 46.997769 $ 8,146.28 $ 97,755.36 $ 49.167058 $ 8,522.29 $ 102,267.48 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 54.251827 $ 9,403.65 $ 112,843.80 $ 55.618615 $ 9,640.56 $ 115,686.72 $ 56.985462 $ 9,877.48 $ 118,529.76 Utility Worker 895 6 G 019 $ 36.265327 $ 6,285.99 $ 75,431.88 $ 38.047615 $ 6,594.92 $ 79,139.04 $ 39.984865 $ 6,930.71 $ 83,168.52 $ 42.128769 $ 7,302.32 $ 87,627.84 $ 44.253288 $ 7,670.57 $ 92,046.84 $ 45.292904 $ 7,850.77 $ 94,209.24 $ 46.423038 $ 8,046.66 $ 96,559.92 Water & Sewer System Operator 902 578 A 035 $ 52.947750 $ 9,177.61 $ 110,131.32 $ 55.618615 $ 9,640.56 $ 115,686.72 $ 58.371000 $ 10,117.64 $ 121,411.68 $ 61.317808 $ 10,628.42 $ 127,541.04 $ 64.484019 $ 11,177.23 $ 134,126.76 $ 66.070212 $ 11,452.17 $ 137,426.04 $ 67.637654 $ 11,723.86 $ 140,686.32 Water Resources Specialist 907 578 A 034 $ 51.643673 $ 8,951.57 $ 107,418.84 $ 54.251827 $ 9,403.65 $ 112,843.80 $ 56.985462 $ 9,877.48 $ 118,529.76 $ 59.769173 $ 10,359.99 $ 124,319.88 $ 62.885192 $ 10,900.10 $ 130,801.20 $ 64.484019 $ 11,177.23 $ 134,126.76 $ 66.070212 $ 11,452.17 $ 137,426.04 Water Service Technician I 904 6 G 025 $ 42.128769 $ 7,302.32 $ 87,627.84 $ 44.253288 $ 7,670.57 $ 92,046.84 $ 46.423038 $ 8,046.66 $ 96,559.92 $ 48.747692 $ 8,449.60 $ 101,395.20 $ 51.072404 $ 8,852.55 $ 106,230.60 $ 52.267038 $ 9,059.62 $ 108,715.44 $ 53.603769 $ 9,291.32 $ 111,495.84 Water Service Technician II 903 6 G 027 $ 44.253288 $ 7,670.57 $ 92,046.84 $ 46.423038 $ 8,046.66 $ 96,559.92 $ 48.747692 $ 8,449.60 $ 101,395.20 $ 51.072404 $ 8,852.55 $ 106,230.60 $ 53.603769 $ 9,291.32 $ 111,495.84 $ 54.946904 $ 9,524.13 $ 114,289.56 $ 56.277115 $ 9,754.70 $ 117,056.40 Water/Sewer Maint Worker I 914 6 G 019 $ 36.265327 $ 6,285.99 $ 75,431.88 $ 38.047615 $ 6,594.92 $ 79,139.04 $ 39.984865 $ 6,930.71 $ 83,168.52 $ 42.128769 $ 7,302.32 $ 87,627.84 $ 44.253288 $ 7,670.57 $ 92,046.84 $ 45.292904 $ 7,850.77 $ 94,209.24 $ 46.423038 $ 8,046.66 $ 96,559.92 Water/Sewer Maint Worker II 917 6 G 023 $ 39.984865 $ 6,930.71 $ 83,168.52 $ 42.128769 $ 7,302.32 $ 87,627.84 $ 44.253288 $ 7,670.57 $ 92,046.84 $ 46.423038 $ 8,046.66 $ 96,559.92 $ 48.747692 $ 8,449.60 $ 101,395.20 $ 49.845462 $ 8,639.88 $ 103,678.56 $ 51.072404 $ 8,852.55 $ 106,230.60 All classifications on the Classified Salary Plan are FLSA “Non-Exempt” except Unit 4 classifications. Unit 4 classifications are eligible for MOU overtime. 5 of 5 Resolution/Update Classified Salary Plan (eff 07-07-2024) Page 1 of 2 Rev: 7/27/2023
RESOLUTION NO. _____

A RESOLUTION OF THE CITY OF SANTA CLARA, CALIFORNIA

TO ADOPT THE AMENDED CLASSIFIED SALARY PLAN WITH AN
APPROVAL DATE OF JUNE 25, 2024 AND AN EFFECTIVE DATE
OF JULY 7, 2024
WHEREAS, the City of Santa Clara contracts with CalPERS to provide retirement benefits; WHEREAS, to comply with the California Code Regulations section 570.5, the City of Santa Clara shall among other things, have publicly available pay schedules approved and adopted by the City Council which shall indicate an effective date and date of any revisions; and, WHEREAS, as required by the California Code Regulations section 570.5 and as mandated by CalPERS, the City Council deems it to be in the best interests of the City to adopt the Amended Classified Salary Plan for City of Santa Clara classifications when there are salary modifications to existing classifications with an approval date of June 25, 2024, and an effective date of July 7, 2024.

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

1. That the City hereby adopts the Amended Classified Salary Plan reflecting the Salary for employees holding positions in classifications assigned to the Engineers of the City of Santa Clara Bargaining Unit (Unit #4).

2. Effective date. In accordance with the California Code Regulations section 570.5 and to comply with CalPERS, the attached salary schedule for classified positions, shall be effective July 7, 2024 and adopted with an approval date of June 25, 2024. //
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Resolution/Update Classified Salary Plan (eff 07-07-2024) Page 2 of 2 Rev: 7/27/2023

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

AND ADOPTED BY THE CITY OF SANTA CLARA, CALIFORNIA, AT A REGULAR MEETING THEREOF HELD ON THE ___ DAY OF _________, 2024, BY THE FOLLOWING VOTE:

AYES: COUNCILORS:

NOES: COUNCILORS:

ABSENT: COUNCILORS:

ABSTAINED: COUNCILORS:

ATTEST: ______________________________

NORA PIMENTEL, MMC

ASSISTANT CITY CLERK

CITY OF SANTA CLARA
Attachments incorporated by reference:

1. Classified Salary Plan Approved 06-25-2024 (eff 07-07-2024) City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
24-621 Agenda Date: 6/25/2024

REPORT TO COUNCIL

SUBJECT
Adoption of a Resolution Calling and Giving Notice of a General Municipal Election to be held on Tuesday, November 5, 2024 for the Election of Four Councilmembers one for each Council District 1, 4, 5 and 6, Chief of Police and one City Clerk; and Requesting the Consolidation and Performance of Services from the County of Santa Clara Registrar of Voters of the Municipal Election with the Statewide Election; and Adopt Regulations for Candidate Statements of Qualifications Submitted to the Voters and Levying a Share of the Cost of the Candidates’ Statements Council Pillar
Enhance Community Engagement and Transparency

DISCUSSION
The terms of the following elected officials will be expiring November 2024: Council District 1 - Councilmember Kathy Watanabe, Council District 4 - Councilmember Kevin Park, Council District 5 - Sudhanshu Jain, Council District 6 Anthony Becker, Chief of Police Pat Nikolai, and City Clerk Hosam Haggag.

Attached for Council consideration is a Resolution: 1) Calling and giving notice of a General Municipal Election to be held on Tuesday, November 5, 2024 for the election of four Councilmembers one for each Council District 1, 4, 5 and 6, one Police Chief and one City Clerk; 2) Requesting the Consolidation and Performance of Services from the County of Santa Clara Registrar of Voters of the Municipal Election with the Statewide Election; and Adopt Regulations for Candidate Statements of Qualifications Submitted to the Voters and Levying a Share of the Cost of the Candidates’ Statements.

FISCAL IMPACT
The estimated cost received by the Santa Clara County Registrar of Voters for holding the General Municipal Election is approximately $546,388 which is included in the City Clerk’s Fiscal Year 2024- 25 budget.

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

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]>.

City of Santa Clara Page 1 of 2 Printed on 6/21/2024
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24-621 Agenda Date: 6/25/2024

RECOMMENDATION
Adopt a Resolution Calling and Giving Notice of a of a General Municipal Election to be held on Tuesday, November 5, 2024 for the Election of Four Councilmembers one for each Council District 1, 4, 5 and 6, one Chief of Police and one City Clerk; Requesting the Consolidation and Performance of Services from the County of Santa Clara Registrar of Voters of the Municipal Election with the Statewide Election; and Adopt Regulations for Candidate Statements of Qualifications Submitted to the Voters and Levying a Share of the Cost of the Candidates’ Statements Reviewed by: Nora Pimentel, Assistant City Clerk
Approved by: Hosam Haggag, City Clerk

ATTACHMENTS

1. Resolution
City of Santa Clara Page 2 of 2 Printed on 6/21/2024
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Resolution Calling and Giving Notice of a General Municipal Election to be held on November 5, 2024 Page 1 of 5 Rev: 11/22/17
RESOLUTION NO.

A RESOLUTION OF THE CITY OF SANTA CLARA, CALIFORNIA

CALLING AND GIVING NOTICE OF A GENERAL MUNICIPAL
ELECTION TO BE HELD ON TUESDAY, NOVEMBER 5, 2024,

FOR THE PURPOSE OF ELECTING FOUR COUNCILMEMBERS
ONE FOR EACH COUNCIL DISTRICT 1, 4, 5 AND 6, ONE CHIEF
OF POLICE AND ONE CITY CLERK; AND REQUESTING THE

CONSOLIDATION AND PERFORMANCE OF SERVICES FROM

THE COUNTY OF SANTA CLARA REGISTRAR OF VOTERS OF

THE GENERAL MUNCIPAL ELECTION WITH THE STATEWIDE
ELECTION; AND ADOPT REGULATIONS FOR CANDIDATE

STATEMENTS OF QUALIFICATIONS SUBMITTED TO THE

VOTERS FOR AN ELECTION AND LEVYING A SHARE OF THE
COST OF THE CANDIDATES’ STATEMENTS ON THE

CANDIDATES
BE IT RESOLVED BY THE CITY OF SANTA CLARA AS FOLLOWS:

WHEREAS, the terms of the following elected officials will be expiring November 2024: Council District 1 – Councilmember Kathy Watanabe, Council District 4 – Councilmember Kevin Park, Council District 5 – Councilmember Sudhanshu Jain and Council District 6 – Councilmember Anthony Becker; one Chief of Police Patrick Nikolai and one City Clerk Hosam Haggag.

WHEREAS, pursuant to Section 1001 of the Elections Code of the State of California, there is an established Primary Statewide election to be held on Tuesday, November 5, 2024; and, WHEREAS, pursuant to Part 3, Consolidation of Elections, and commencing with Section 10400 of the Elections Code of the State of California, such municipal election may be either completed or partially consolidated and held on the same day as a statewide election, upon order of this City Council.

NOW THEREFORE, BE IT RESOLVED:

Section 1. That pursuant to Section 10403 of the Elections Code of the State of California, the City Council of the City of Santa Clara calls a municipal election to be held on Tuesday, November 5, 2024; and requests the Board of Supervisors of the County of Santa Resolution Calling and Giving Notice of a General Municipal Election to be held on November 5, 2024 Page 2 of 5 Rev: 11/22/17
Clara to completely consolidate the election with the Primary Statewide election. The consolidated municipal election will be held, regulated, and conducted in accordance with the provisions of the law.

Section 2, pursuant to the City of Santa Clara Charter Section 600.01 Municipal Elections, a municipal election is necessary for purposes of filling a City Councilmember and atlarge seat for the offices listed below and to be voted upon at such election.

Title of Office Length of Term Number of Seats At Large or District Councilmember 4 Year Full-Term 1 District 1
Councilmember 4 Year Full-Term 1 District 4
Councilmember 4 Year Full-Term 1 District 5
Councilmember 4 Year Full-Term 1 District 6
Chief of Police 4 Year Full-Term 1 At Large
City Clerk 4 Year Full-Term 1 At Large
Section 3. That pursuant to Sections 10002 of the Elections Code of the State of California, the City of Santa Clara requests the services of the Board of Supervisors of the County of Santa Clara and the Registrar of Voters of the County of Santa Clara to render such services to the City as requested by the City Clerk; and shall reimburse the county for the costs incurred by the County of Santa Clara Registrar of Voters in conducting the General Statewide election for the City. The City requests the County of Santa Clara Board of Supervisors to permit the County of Santa Clara Registrar of Voters to prepare the City’s election materials. The election services to be performed shall include the preparation, printing and mailing of official ballots and county voter information guides; the establishment of precincts, elections ballots, return mail envelopes, ballot drop boxes, vote centers, elections officers, and producing such publications as are required by law in connection therewith; the furnishing of ballots, envelopes, and other necessary supplies and materials for voting places; the canvassing of the returns of the election; the furnishing of the results of such canvassing to the City Clerk; and, the performance of other election services as may be requested by the City Clerk.

Section 4. That the City Council of the City of Santa Clara requests the Board of Resolution Calling and Giving Notice of a General Municipal Election to be held on November 5, 2024 Page 3 of 5 Rev: 11/22/17
Supervisors of the County of Santa Clara to hold and conduct the municipal election in the manner prescribed in Section 10418 of the Elections Code of the State of California, and to further provide that the Registrar of Voters canvass the returns of the municipal election. The County of Santa Clara is hereby authorized to certify the returns of the municipal election.

Section 5. That pursuant to Section 13307 of the Elections Code of the State of California, each candidate for elective office to be voted upon in the City of Santa Clara on November 5, 2024, may prepare a candidate’s statement on an appropriate form provided by the City Clerk, as the City election official, or his/her designee. The statement may include the name, age and occupation of the candidate and a brief description of no more than 200 words of the candidate’s education and qualifications expressed by the candidate. Each candidate who files such a statement shall be required to pay in advance his or her pro rata share of the estimated costs of printing, handling, and mailing said candidate statement, and such estimated costs shall be determined by the Registrar of Voters. Based on the foregoing, the City Council of the City of Santa Clara hereby determines to levy the pro-rata charges as follows:
• $3,250 for Council District 1
• $3,250 for Council District 4
• $3,260 for Council District 5
• $3,290 for Council District 6
• $4,040 for Citywide Chief of Police
• $4,040 for Citywide City Clerk
If a candidate agrees to adhere to the City of Santa Clara Voluntary Campaign Expenditure Limit, as stated in Section 2.130.160 of the City Code of the City of Santa Clara, the candidate will be responsible for one-half of the estimated cost of the voter’s guide, Resolution Calling and Giving Notice of a General Municipal Election to be held on November 5, 2024 Page 4 of 5 Rev: 11/22/17
calculated on a pro-rata shared basis per candidate. It is estimated that each candidate is responsible for the following toward the cost of the voter’s guide, which shall be paid at the time of filing of nomination papers to the City of Santa Clara:
• $1,625 for Council District 1
• $1,625 for Council District 4
• $1,630 for Council District 5
• $1,645 for Council District 6
• $2,020 for At Large Chief of Police
• $2,020 for At Large City Clerk
If the ultimate cost to the City of the voter’s guide exceeds the estimated amounts, the City will pay the additional costs. If the actual cost is less than the estimation, there will be no refund to the candidate.

Section 6. That pursuant to Section 15651 of the Elections Code of the State of California, the method of determining the winner or winners in the event of a tie vote (two or more persons receive an equal and the highest number of votes for an office) as certified by the County of Santa Clara Registrar of Voter, the City Council of the City Santa Clara, in accordance with Section 15651(a), any tie vote shall be resolved by lot.

Section 7. In all particulars not recited in this resolution, the municipal election shall be held and conducted as provided by law for holding municipal elections.

Section 8. The City Clerk shall certify the passage and adoption of this Resolution and enter it into the book of original resolutions.

Resolution Calling and Giving Notice of a General Municipal Election to be held on November 5, 2024 Page 5 of 5 Rev: 11/22/17
Section 9. Effective date. This resolution shall become effective immediately.

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

AND ADOPTED BY THE CITY OF SANTA CLARA, CALIFORNIA, AT A REGULAR MEETING THEREOF HELD ON THE 25TH DAY OF JUNE, 2024, BY THE FOLLOWING VOTE:

AYES: COUNCILORS:

NOES: COUNCILORS:

ABSENT: COUNCILORS:

ABSTAINED: COUNCILORS:

ATTEST: ______________________________

HOSAM HAGGAG

CITY CLERK

CITY OF SANTA CLARA
City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
24-623 Agenda Date: 6/25/2024

REPORT TO COUNCIL

SUBJECT
Action on a Resolution Revising the Regular Meeting Date for the Parks & Recreation Commission to the Second Monday of the Month at 7:00 p.m.

BACKGROUND
At its March 19, 2024 meeting, the City’s Parks and Recreation Commission made a motion to recommend to the City Council that the day of their regularly scheduled meeting be changed from the third Tuesday of the month to the second Monday of the month to avoid future conflicts with City Council meetings, which also occur on Tuesdays. However, Resolution No. 24-9330 (Attachment 1), which was presented to the City Council for approval at its June 4, 2024 meeting, incorrectly noted the proposed meeting date as the third Monday of the month instead of the second Monday.

A revised resolution is being submitted for the City Council’s consideration to correct that error.

DISCUSSION
To align with the Commission’s original direction, a new resolution has been drafted to correctly set the date of future Parks and Recreation Commission meetings to the second Monday of the month at 7 p.m., effective July 1, 2024 (Attachment 2). Based upon the revised resolution, the proposed meeting schedule for the rest of calendar year 2024 has also been revised (Attachment 3).

ENVIRONMENTAL REVIEW
The action being considered does not constitute a “project” within the meaning of the California Environmental Quality Act (“CEQA”) pursuant to CEQA Guidelines section 15378(b)(5) in that it is a governmental organizational or administrative activity that will not result in direct or indirect changes in the environment.

FISCAL IMPACT
There is no cost to the City other than staff time and expense.

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

RECOMMENDATION
Adopt a Resolution revising the Parks & Recreation Commission regular meeting date and time to City of Santa Clara Page 1 of 2 Printed on 6/21/2024
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24-623 Agenda Date: 6/25/2024
the second Monday of each month at 7 p.m.

Prepared by: Therie Velasco-Gonzales, Office Specialist III Reviewed by: Cynthia Bojorquez, Assistant City Manager and Acting Director - Parks & Recreation Approved by: Jovan D. Grogan, City Manager

ATTACHMENTS

1. Resolution No. 24-9330

2. Resolution to Revise the Parks & Recreation Regular Meeting Date

3. Schedule of Parks & Recreation Commission Meetings Effective July 2024 City of Santa Clara Page 2 of 2 Printed on 6/21/2024
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Resolution/Parks & Recreation Commission Meetings Page 1 of 2 Rev: 7/27/2023
RESOLUTION NO. 24-9330

A RESOLUTION OF THE CITY OF SANTA CLARA,

CALIFORNIA, REVISING THE DAY AND START TIME OF THE

PARKS & RECREATION COMMISSION MEETINGS
WHEREAS, Section 2.120.030 of the Santa Clara city Code (“SCCC”) requires City boards and commissions to hold regular meetings at the times and on the days indicated by resolution of the Council;
WHEREAS, Resolution No. 22-9158 adopted by the City Council on November 15, 2022, states that the Parks & Recreation Commission shall hold its meetings on the third Tuesday of the month at 7:00 p.m.; and
WHEREAS, on March 19, 2024, the Parks & Recreation Commission recommended the City Council revise the Commission’s meeting date and time to the third Monday of the month at 7:00 p.m.

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

1. That the City of Santa Clara hereby finds that the above Recitals are true and correct and by the reference makes them a part thereof.
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2. That effective July 1, 2024, the City Council hereby sets the Parks & Recreation Commission regular meeting date and time to the third Monday of each month at 7:00 p.m., which meetings may be cancelled at the discretion of the City Manager based upon best practices for agenda management. In the event the third Monday falls on a City holiday, the meeting would be held on the next non-holiday Monday.

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

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

AND ADOPTED BY THE CITY OF SANTA CLARA, CALIFORNIA, AT A REGULAR MEETING THEREOF HELD ON THE 4TH DAY OF JUNE, 2024, BY THE FOLLOWING VOTE:

AYES: COUNCILORS:

NOES: COUNCILORS:

ABSENT: COUNCILORS:

ABSTAINED: COUNCILORS:

Attachments incorporated by reference: None
Resolution/Parks & Recreation Commission Meetings
Rev: 7/27/2023
Becker, Chahal, Jain, Park, and Watanabe, and
Mayor Gillmor
None
Hardy
None
ATTEST:~

NORA PIMENTEL, MMC

ASSISTANT CITY CLERK

CITY OF SANTA CLARA

Resolution/Parks & Recreation Commission Meetings Page 1 of 2 Rev: 7/27/2023
RESOLUTION NO. _____

A RESOLUTION OF THE CITY OF SANTA CLARA, CALIFORNIA

REVISING THE DAY AND START TIME OF THE PARKS &
RECREATION COMMISSION MEETINGS.

WHEREAS, Section 2.120.030 of the Santa Clara city Code (“SCCC”) requires City boards and commissions to hold regular meetings at the times and on the days indicated by resolution of the Council; and
WHEREAS, Resolution No. 22-9158 adopted by the City Council on November 15, 2022, stated that the Parks & Recreation Commission (“Commission”) shall hold its meetings on the third Tuesday of the month at 7:00 p.m.; and
WHEREAS, On March 19, 2024, the Commission recommended the City Council revise the Commission’s meeting date and time to the second Monday of the Month at 7:00 p.m.; and WHEREAS, Resolution 24-9330 presented to Council based on the Commission’s recommendation incorrectly noted the proposed new meeting date as the third Monday of the month instead of the second Monday; and
WHEREAS, this resolution is intended to establish the correct meeting date proposed by the Commission on March 19, 2024.

BE IT RESOLVED BY THE CITY OF SANTA CLARA AS FOLLOWS:

1. That the City of Santa Clara hereby finds that the above Recitals are true and correct and by the reference makes them a part thereof.

2. That effective July 1, 2024, the City Council hereby sets the Parks & Recreation Commission regular meeting date and time to the second Monday of each month at 7:00 p.m., which meetings may be cancelled at the discretion of the City Manager based upon best practices for agenda management. In the event the second Monday falls on a City holiday, the meeting would be held on the next non-holiday Monday.

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

Resolution/Parks & Recreation Commission Meetings Page 2 of 2 Rev: 7/27/2023

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

AND ADOPTED BY THE CITY OF SANTA CLARA, CALIFORNIA, AT A REGULAR MEETING THEREOF HELD ON THE ___ DAY OF _________, 2024, BY THE FOLLOWING VOTE:

AYES: COUNCILORS:

NOES: COUNCILORS:

ABSENT: COUNCILORS:

ABSTAINED: COUNCILORS:

ATTEST: ______________________________

NORA PIMENTEL, MMC

ASSISTANT CITY CLERK

CITY OF SANTA CLARA

PARKS & RECREATION COMMISSION
Hybrid Meeting
City Hall- Lower Level, East Wing Cafeteria
1500 Warburton Avenue
Santa Clara, CA 95050
and Via Zoom
Schedule of Meetings
July – November 2024
Meeting Dates:
• July 8
• August 12
• September 16
(September 9 Holiday – Admission Day)
• October 21
(October 14 Holiday – Indigenous Peoples’ Day)
• November 18
(November 11 Holiday – Veterans Day)
City of
Santa Clara
The Center of What's Possible
City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
24-624 Agenda Date: 6/25/2024

REPORT TO COUNCIL

SUBJECT
Action on Renewal of Friendship City Memorandum of Understanding between City of Santa Clara and Icheon City, Republic of Korea

BACKGROUND
On April 23, 2019, the City Council approved a three-year Friendship City Memorandum of Understanding (MOU) and authorized the Mayor to sign the MOU on behalf of the City of Santa Clara. Since 2022, the representatives from Icheon City have indicated interest in continuing to build their Friendship City relationship with the City of Santa Clara.

Icheon City is located in the Gyeonggi Province of South Korea, approximately 35 miles from Seoul.

A city of approximately 230,000, Icheon is known as the center of South Korean ceramic manufacturing and is designated as a UNESCO City of Crafts and Folk Art. A popular tourist attraction is Icheon Ceramics Village, which contains ceramics shops and working kilns. Icheon is also home to more than 1,200 companies. SK Hynix, one of the world’s largest manufacturers of memory semiconductors, is headquartered in Icheon City, as well as HCT, a compliance testing and equipment calibration company. Local institutions of higher learning include Korea Tourism College and Chungkang College of Cultural Industries.

During the past few years, as part of the ongoing relationship, both cities have exchanged letters of greetings for various events and holidays and to announce newly elected officials. Icheon City has extended invitations to the Mayor for the 2023 and 2024 Icheon Ceramic Festival. In addition, there have been planned visits which were postponed. In November 2023, the Municipal Council of Icheon City visited Santa Clara. In late 2023, then-Vice Mayor Kevin Park also visited with the members of the Icheon City Council in the Republic of Korea.

Two Types of Sister Cities Affiliations
As background, a Sister City relationship is a long-term partnership between two communities in two countries. Sister Cities International defines a Sister City relationship as officially recognized when the Mayor or highest elected or appointed official from both communities sign an agreement to become Sister Cities (Attachment 1). A city may have a number of Sister Cities with community involvement.

Sister Cities International defines a Friendship City relationship as the first stage in a relationship between cities before they consider and act on a more formal “Sister City” relationship. A Friendship City relationship is not required prior to two cities establishing an official Sister Cities relationship, nor does it automatically lead to a Sister Cities relationship.

The City of Santa Clara has established relationships with three Sister Cities around the world:

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Coimbra, Portugal, established on August 4, 1974; Izumo, Japan, established on October 11, 1986; and Limerick, Ireland, established on August 1, 2014. The City of Santa Clara did have a Friendship City relationship with Limerick, Ireland before establishing the more formal Sister Cities relationship.

Santa Clara Sister Cities Association
On May 16, 2024, the Santa Clara Sister Cities Association (SCSCA) met and discussed the renewal of the Friendship City agreement between the City of Santa Clara and Icheon City. President Margaret Horoszko communicated that SCSCA will support the renewal of the Friendship City agreement. The SCSCA is a member of the Sister Cities International organization, and takes on the responsibility of organizing a majority of the cultural and educational exchanges and activities with the City’s Sister Cities. SCSCA is a non-profit organization that brings different cultures together with the goal of enriching the lives of students through cultural exchange.

In addition to volunteers, Sister City organizations can include representatives from nonprofits, municipal governments, the private sector, and other civic organizations. Each Sister City organization is independent and pursues the activities and thematic areas that are important to them and their community including municipal, business, trade, educational, and cultural exchanges and projects with their Sister City. The SCSCA Board is comprised of members of the community and includes a City Councilmember liaison, which is currently Councilmember Kevin Park.

Renewal Friendship City MOU Signing Ceremony
On July 8 and July 9, 2024, a delegation from Icheon will be visiting Santa Clara from Icheon, Republic of Korea. Mayor Kim Kyung-hee will join the Santa Clara City Council to renew the Friendship City agreement between the City of Santa Clara and Icheon City. The signing ceremony is currently scheduled for July 9, 2024, to take place during a public meeting at the City Council Chambers.

DISCUSSION
The attached Friendship City Memorandum of Understanding (MOU) between Icheon City and City of Santa Clara (Attachment 2) has been reviewed by staff in both cities and is based off the 2019 Friendship City three-year agreement.

The 2024 Friendship City MOU includes the following recommendations, which remain consistent with the 2019 Friendship City MOU:
· A three-year Friendship City relationship, with the option of renewal upon approval of both cities
· The two cities will promote exchanges in areas of common interest, such as science, technology, sports, education, environmental protection, and corporate activities · The two cities will strive to pursue exchanges in other areas that will further enhance the relationship
· Both cities will strive to exchange representatives and/or staff for visits every alternate year, subject to budget appropriations. Each exchange and/or visit will be reviewed in advance between Icheon City and City of City of Santa Clara
· Additional activities may be pursued through the efforts of other community groups, such as SCSCA and its counterpart in Icheon City
· Both cities will promote exchanges between educational institutions, including middle and high City of Santa Clara Page 2 of 4 Printed on 6/21/2024
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24-624 Agenda Date: 6/25/2024
school exchange programs, college internships, and support for students studying abroad · Both cities will strive to enhance understanding through cultural exchanges such as organizing events, supporting artist residencies, and facilitating exchanges of cultural groups and performers.

The following are proposed updates to the 2024 Friendship City MOU:
· The background section is updated to reflect occurrences between the 2019 Friendship City MOU and the present
· The details for joint activities and programs as part of the cultural exchange now include specific examples, such as the arts, and specified exchanges at the middle school, high school, and college levels
· Communication between non-governmental Sister City organizations in both cities is now expressly encouraged
A translated version in Korean of the Friendship City MOU is also attached to this report (Attachment 3).

ENVIRONMENTAL REVIEW
The action being considered does not constitute a “project” within the meaning of the California Environmental Quality Act (“CEQA”) pursuant to CEQA Guidelines section 15378(b)(5) in that it is a governmental organizational or administrative activity that will not result in direct or indirect changes in the environment.

FISCAL IMPACT
Funds for future exchanges and activities, if needed, will be included in future budgets for Council consideration.

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

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

RECOMMENDATION
Approve a three-year Friendship City Relationship Memorandum of Understanding (MOU) with Icheon City, Republic of Korea, and authorize the Mayor to sign the MOU on behalf of the City of Santa Clara
Reviewed by: Maria Le, Assistant to the City Manager, City Manager’s Office Approved by: Jovan D. Grogan, City Manager

ATTACHMENTS
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1. Sister Cities International Program Information

2. 2024 Draft Friendship City Memorandum of Understanding between Icheon City and City of Santa Clara (English version)

3. 2024 Draft Friendship City Memorandum of Understanding between Icheon City and City of Santa Clara (Korean version)
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Partnership Agreement
Toolkit
Types of Affiliations
Sister City Relationship
A Sister City relationship is formed when the mayor or highest elected official (or, if elections do not take place, highest appointed official) from a U.S. community and a community in another country or territory sign a formal agreement on behalf of their communities endorsing a sister
ry ig gr g
unless otherwise indicated by one or both of the respective communities.

Sister Cities International shall formally recognize only those relationships by cities/members in good standing (i.e. who are current on membership dues) in its Membership Directory or on its website. However, Sister Cities International shall not assert as invalid or otherwise impugn the legitimacy of those relationships formed by non-members.

Friendship City
A Friendship City or Friendship Cities ip y p tepping
referred to as such in the formal documents that are signed. Sister Cities International shall recognize Friendship City relationships by members in its Membership Directory and website.

As per Sister Cities International Board of Directors:

Sister Cities International will recognize a new sister cities affiliation between a U.S. and an international community, even though another affiliation may exist between that international community and a different U.S. community, only if a cooperative agreement among all involved communities is filed with Sister Cities International. If a cooperative agreement is denied, or no response to the request is received within a reasonable amount of time, Sister Cities International will recognize the partnership as a friendship city and it will be delineated as such with a symbol in the membership directories.

The cooperative agreement must be sent by the Mayor/County Executive/Governor of the requesting community, and must be sent to the Mayor/County Executive/Governor of each of the existing partnership communities. Although the Mayor/County Executive/Governor may request input from, or may be given input by, the sister cities program, it is up to the discretion of the Mayor/County Executive/Governor to sign the cooperative agreement.

Although Sister Cities International will help with the cooperative agreement process, it is up to the requesting community to get the agreement signed. Sister pr p eq g y g gr ig the cooperative agreement.

To place a relationship into Emeritus status, the mayor or highest elected official of the U.S. community must write a letter to the mayor of the foreign city indicating that they wish to remain sister cities, but understand that the relationship will remain inactive until such time as both cities are able to sustain an active relationship. Sister Cities International should be informed in writing by the mayor of the U.S. city of the situation. Sister Cities International will I SisterCities
I N T ER: NATIONAL
Connect globally. Th rive locally.
"sister city/ cities" relationship. Sister city agreements shall be considered active/valid relationship is often formed by cities as a "s
stone" to a more formal "Sister City" agreement. Typically Friendship City agreements are Cities International will not, in any way, force a community to "share" and sign Partnership Agreement
Toolkit
then place the partnership into Emeritus Status and will reflect this status in directories and all lists of sister city programs.

If a community wishes to terminate a sister city relationship, then a letter from the mayor or highest elected official of the U.S. city should be sent to the mayor of the sister city. Sister Cities International should be informed of this action in writing by the mayor of the U.S. city and Sister Cities International will then remove the partnership from its directories and all lists of sister city programs. We do not recommend terminating a relationship simply because it is dormant. Many partnerships wax and wane over the years, and in many cases a dormant partnership may be reinvigorated by local members years after it has been inactive.

General Guidelines
In order for a sister city/county/state partnership to be recognized by Sister Cities International (SCI), the two communities must sign formal documents which clearly endorse the link. This presumes several key items: that the U.S. community is already a member of SCI and has followed proper procedures (e.g. passed a city council resolution declaring the intent to twin with the specific city); that both communities share a mutual commitment to the relationship; and that both have secured the necessary support structure to build a lasting relationship. You should check with your local sister city program to see if they have any additional requirements before pursuing a sister city relationship.

SCI
However, as the following examples show, the actual name and format of your documents is left up to you.

A few things to keep in mind as you draft your agreement:
x
commitment to fostering understanding, cooperation, and mutual benefit to the precise, with particular areas of interest, specific programs/activities, or more concrete goals related to anything from numbers of exchanges to economic development. x r areas of
include all the programs you plan to do if it makes the document too lengthy or limits the scope of projects. This is a formal document to establish the relationship; specific tasks, responsibilities, or other nuts-and-bolts text related to implementation or administration of the partnership can be expressed more fully in a separate memorandum between the respective sister city committees. Your partnership agreement is a historical document and should not be dated or limited by being aligned with very specific tasks.
x Work with your counterparts. Remember that this is signed by both cities. You should share drafts of your agreement with your international partners and solicit feedback on yo gr yo p nicipal priorities.
x Ask your counterparts to translate the agreement if it is drafted in English. It is important for the citizens of your partner community to be able to read and understand the commitment their city has made. Have someone in your own community who 1 SisterCitiies

INT ER NATIONAL
Connect globally. Th rive locally.
often refers to these agreements as a "Sister City Agreement" or "Memorandum of Understanding."
Your agreement can range from the ceremonial, with language focusing on each city's Don't try to include everything you plan to do. Some specifics, like particula interest or participating institutions are good to include. However, there's no need to what they'd like to see in the agreement. Be flexible to cultural or mu Partnership Agreement
Toolkit
speaks that language check the foreign-language version to make sure it mirrors what you have in your own agreement.
x Keep it to one page. Ceremonial documents such as these partnership agreements work best if they can be posted in their entirety.
x Most sister city agreements include some acknowledgement of the founding principles of the sister city movement to promote peace through mutual respect, understanding, and cooperation.
x Consider using official letterhead and/or other embellishments such as city seals or logos to reflect your enhance the document. Sister city agreements are often posted at city hall or other municipal offices and should reflect their historical importance x Look at other agreements your city has signed. These agreements may give you an idea of what is acceptable or possible, and they may be in an easily replicable format. If you cannot access older agreements please contact Sister Cities International, we may have them on file, although we do not have copies of all partnership agreements. x Documents must be signed by the top elected official of both communities. x Check with your mayor, city council, town clerk, et al. to make sure that the agreement is OK with them. The mayor is the one putting his or her name on the paper, and you ay pu g pap x Official documents are usually signed during a formal ceremony recognizing the partnership. Be sure both communities receive a signed set of the official documents for their records.
x Remember to send your signed agreement to Sister Cities International. After we receive your agreement we will post the relationship in the City Directory and make sure it is included in our Annual Membership Directory.
like the establishment of a committee, a review period, sustainability/funding plan, among othe
pe ty ng p ng
office to see if this is the case.
what is possible. While you should feel free to use some of the formatting and language, we encourage you to make your agreement your own and be creative with what you produce. If you are unsure about your agreement or want advice you can always solicit feedback by sending it to our Membership Director at [email protected] or contacting us at (202) 347-8630.
1 SisterCitiies

INT ER NATIONAL
Connect globally. Th rive locally.
don't want to spend time developing an agreement which will never be signed.

Remember that each city's sister city program is independent and can impose requirements rs, before sanctioning a sister city agreement. Check with your local program or mayor's On the following pages you'll find a series of partnership agreements to give you an idea of Partnership Agreement
Toolkit
I .s .isterCities
I NTER: N A TII O NI AL
Co nnect globally. Th riv.a locally.

ANAGR MENT FOR THE ESTABLISH ENT OF

ISTER CITIES RELATION HI
ETW EN
TH CITY OF ABU DHABI ( U . A.E)
A D
HOUSTO , TEXAS ( U .S.A)
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Ch irm n of Abu Dh b Municip lity
own Planning
:ibi • nd
L P. rown
M yo of Hou ton
Partnership Agreement
Toolkit
\ SisterCiti:es
I NT E FIN A Tl 1O NA L
Connect g obally. Thrive locally.

TR 0
, .

THE CITY OF NEW YORl<

OFFICE OF THE MAYOR
NEW YORK, . Y. 10007
he Sist r 1ty p:mncrship etwc n C'\: ork ity and London \ 'lll fo ter muru lly benefici J lution to ommon chall nges or these C\! o great cosmopolitan entities. n <!quently, e istcr City relationship bc:h: ccn the l\ o '- ill be one: o the most unportanl in th ir net ork of global partnersbips as iL strives to· • Encourage and publicize e, isling exchanges between London and New ork City so that they can Oourisb to bene la 1d r ro - ection o lhc itizens of b th; • upport and promote the d velopment of ne social. econorruc. c emic an community programs to encourage both cities• citizens to tbetr e,cpenences medium for learning from one anoth r:
• eneratc ru, improvement of the oper tion of the c1ties' v ·ous go emment gencies by servmg as a conduit of information;
• (dcntify themes. common to both, that can generate new initiatives to urther and nurture the increasingly p w rfu1 .financ1aJ, social and cultur I rel tionship between the cities;
• Promot key mayoral priorities relevant to both London and ew York ity; • Provide fin c1al or in kind upport to com.omni -1 d pro. rams chat advance the aims of the Si ter ity partner hip;
ith the abo e purposes in mind th Mayor of the tty of ork and the ayor of oodon solemnly confirm that these two citie are uruted by an fficial pa.rLne hip by lhe proto ol f th1s emorandum of Understanding.

This ogre ment
r
k City
ill go int c ect from the d te o signature .
igned in March o O I
ayor
London
Partnership Agreement
Toolkit
1 SisterCitiies

INT ER NATIONAL
Connect globally. Th rive locally.
-
In «cmJ. !lt • • U A. • . rM I
t,Uff')Sl!S!
Lo,zg Be,icll
OTIiia, LJ
:y f a11
11ador,
11ta
a
D t d: pt m~r l , 2000
Partnership Agreement
Toolkit
1 SisterCitiies

I NTER NA TIONAL
Connect globally. Th rive locally.

RFAFFIRMA.110N OF SISTER. CITIES DECLARATION
:idopced by THE HO ORABLE RICHARD It DALEY
1A YOR OF CHICAGO
THE HO ORABLE ZHANG RO GM 0
YOROF SHENYAl G
0 5, 1995
o,, llris the t.enlh anniversary of llu signing of a si.stu city arrel!mi!nt, i.n. ortfa- t.o further tlte rradiiiortal links of fn"end~hip lutwem Chicago and Sheri ang and flJ reaffirm their m.utnal aspiratiD to work in u.n.isc,t for tlu bene/il of Jhtir citu and nations, du Honora.hl.s ayo, Ri,,t;hard M. Daley, Mayor of th City of Oucago, and the Hon.ora/Ju Zhang Ro¾"fflt101 Mayor r,f the Ciry of hoiyorig, on this fifth. day of June 199S, do hereby aclawwb!d •e and ~t.efjir:n tlu nsur citi.es agrumm1 betw en the City of Oucaco and tire City of Shenyang.

The Ci.ty of Chicago and tlze City of Shenyang on the basis of fri_eruJJ.y toopuo.rkJn, equality and rrwl.ua.l beru:ft,/ will continue to tkYtl.op a sisld ciJies r,:lationship to promtJte and broaden eco,u,mic cooptsralion and cu1JuraJ aduzngu betwun the two dli.es.

The two ciaes do hueby <Jedan their intuut in exploring the establishment of business and trade rtlalions buwun Chu:aco and Shm:fang.

In addi.tion.. achartges will be promoud. in the ana of the arts such as ahibils, music, da.nc~ and otlu!r cultural aaivlli.es.

In adtf1dan., t:rclumgu will be promot.ed in eduarlion turd du establishntenl of colftactS within education.al instia.rtions encouraged.

In addmon., we declare our inuntiori to promote uchanges in. s1tdi ffelds as sciena and l4chnology, sports, heaJJJr.. youth and any areas that will. contribute t.o the prosperity and the furthu de11el.oprn.vu of friend.ship between the ptaple of our two cities.

ORAJJ.I..E RICHARD M. ~,:;11;,~
1~ YOR OF CEilCAGO
THE HO ORA.Bf.,E ZHANG RO GMAO
YOB. OF SHENY. G
Memorandum of Understanding (MOU) for Friendship Exchange between lcheon City, Gyeonggi-do Province, Republic of Korea and City of Santa Clara, California, United States of America
lcheon City, Gyeonggi-do Province, Republic of Korea and City of Santa Clara, California, United States of America hereby enter this memorandum of understanding with the aim of promoting development of a relationship, boosting economic cooperation, and enhancing mutual development between the two cities by expanding exchanges in various areas based on the principles of equal and mutual benefits and friendly cooperation and sharing the goal of coprosperity and world peace. The purpose of exchange between the two cities is to give residents of both cities the opportunity to experience the practical benefits of international exchange through cultural and economic exchanges and the expansion of opportunities for youth education.

WHEREAS, on November 7, 2018, Mayor Gillmor sent a letter expressing the City of Santa Clara's appreciation and interest in building a potential relationship with lcheon City; and, following multiple conversations and meetings with different government officials and community leaders, the Cities of Santa Clara and Icheon signed a Friendship City Memorandum of Understanding on April 24, 2019; and
WHEREAS, the Friendship City Memorandum of Understanding ended in April 2022, but due to the COVID-19 pandemic, representatives from the City of Santa Clara and Icheon City were not able to meet in person to renew the agreement; and
WHEREAS, both Cities have indicated interest in continuing to build a relationship with each other; and
WHEREAS, Sister Cities International defines "Friendship City" as often the first stage in the relationship before partner cities consider establishing an official "Sister City" relationship.

The two cities agree as follows:

1. The two cities shall actively promote exchanges in areas of common interest including science, technology, the arts, sports, education, environmental protection, and corporate activities.

2. The two cities shall strive to actively pursue exchanges in other areas that will contribute to the prosperity of residents and to further enhance the friendship.

3. Based on the agreement of mutual cooperation and direction specified herein, the two cities shall strive to mutually support each other, by organizing and developing experience in friendly urban relations as well as joint activities and future programs:
exchanges between educational institutions, including middle and high school exchange programs, college internships, and support for students studying abroad; organizing events, supporting artist residencies, and facilitating exchanges of cultural groups and performers.

4. Additional activities may be pursued through the efforts of other community groups, including youth exchanges participated in by schools from both cities, with assistance from non-governmental Sister City organizations, such as the Santa Clara Sister Cities Association and its counterpart in lcheon City. Collaboration and partnerships are encouraged between non-governmental and governmental Sister City organizations in both Cities.

5. Both cities shall strive to exchange representatives and/or staff for visits every alternate year, subject to budget appropriations. Each exchange and/or visit shall be reviewed in advance between representatives of lcheon City and the City of Santa Clara.

The intent of the two cities is that this Agreement shall become operative on the Effective Date.

The Effective Date is the date that the final signatory executes the Agreement. The term of this Agreement shall begin on the Effective Date and apply for a period of three (3) years with the option of renewal upon approval of both cities.
lcheon City, Gyeonggi-do Province, Republic of Korea and City of Santa Clara, California, United States of America hereby provide their signatures or seals below to establish a relationship as Friendship Cities, with the belief that the agreement will contribute to the development of friendly relations between the two cities.
_______________________________
Kim Kyung-hee
Mayor
Icheon City
_______________________________
Lisa M. Gillmor
Mayor
City of Santa Clara
대한민국 경기도 이천시와 미합중국 캘리포니아주 산타클라라시
우호 교류를 위한 MOU
대한민국 경기도 이천시와 미합중국 캘리포니아주 산타클라라시는
평등호혜·우호협력의 원칙에 입각하여 각 분야의 교류 확대를 통한
공동 번영 및 세계 평화의 목표를 공유하고, 관계 발전, 경제협력촉진,
양 도시의 상호 발전 도모를 위해 이 MOU를 체결한다.
양 도시 교류는 문화·경제 교류 및 청년 교육 기회의 확대를 통해
주민들이 국제교류의 실질적 효과를 체험할 기회를 제공함을 목적으로
한다.
2018년 11월 7일, 길모어 시장이 이천시와의 잠재적인 관계 구축에
대한 산타클라라시의 감사와 관심을 표출하는 서한을 발송하였고,
다양한 정부 관계자 및 단체장들과의 많은 대화 및 만남을 한 후,
산타클라라시와 이천시는 2019년 4월 24일 우호교류도시 협약 서명을
하였고, 2022년 4월 22일 우호교류도시 협약이 종결된 후, 코로나19
팬데믹으로 인해 산타클라라시와 이천시의 대표자는 협약을 갱신하기
위한 직접적인 만남을 갖지 못했으나, 양 도시는 서로 간의 관계를
구축하는 데 지속적으로 관심을 표명해 왔으며,
국제자매도시협회 (Sister Cities International)는 파트너 도시들이 공식
적인 “자매교류도시”관계를 확립하기에 앞서 “우호교류도시”관계
수립을 그 첫 단계로 정의하는 바, 양 도시는 다음과 같이 동의한다.

1. 양 도시는 과학, 기술, 예술, 체육, 교육, 환경 보호 및 기업 활동 등
공통의 관심 분야에서 적극적으로 교류한다.

2. 양 도시는 시민의 번영과 우정 증진에 기여할 기타 분야의 교류를
적극적으로 추구한다.

3. 양 도시는 여기 명시된 상호협력 및 방향의 합의를 바탕으로 우호
도시 관계 속 공동활동 및 미래지향적 프로그램을 포함한 다양한
경험을 구성하고 개발함으로써 상호교류를 지원한다.
: 중·고등학교 교환학생 프로그램, 대학 인턴십, 학생 해외 유학
지원, 행사 계획, 예술가 레지던시, 문화단체 및 예술가 교류 촉진

4. 산타클라라 자매도시협회 및 이천시 자매도시 교류업무를 담당하는
기관의 지원을 받은 양 도시의 학교가 참여한 청소년 교류 등의 추
가적인 활동들이 지역 단체들의 노력을 통해 이루어질 수 있도록 하며,
이를 위해 양 도시의 민간 및 행정기구 간 협력과 파트너십을 권장한다.

5. 양 도시는 세출 예산 상황에 따라 매년 번갈아 대표자 혹은 직원이
상호 방문하도록 한다. 각각의 교류와 방문은 이천시와 산타클라라시
대표자 간 미리 검토되어야 한다.
양 도시는 본 협약이 발효일로 효력을 발생하는 것을 의도한다.
발효일은 최종 서명자가 협약에 서명한 날짜이다.
이 협약의 기간은 발효일부터 시작하여 3년 동안이며, 두 도시의 승인을
받아 갱신할 수 있다.
대한민국 경기도 이천시와 미합중국 캘리포니아주 산타클라라시는 본
협약이 양 도시간의 우호적인 관계에 기여할 것이라는 믿음과 함께,
아래 서명 또는 직인 날인을 통해 우호 도시로서의 관계를 수립한다.
김 경 희 리사 엠 길모어
시 장 시 장
이천시 산타클라라시
City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
24-455 Agenda Date: 6/25/2024

REPORT TO COUNCIL

SUBJECT
Informational Report Regarding Bi-Annual Project Status Report of the GIS Services Program

COUNCIL PILLAR
Deliver and Enhance High Quality Efficient Services and Infrastructure.

BACKGROUND
On October 29, 2019, Arini Geographics was awarded a contract for enterprise GIS consulting services. The contract was awarded as a three-year professional services agreement, with an additional two-year term option. The City is in the final year of the two-year option. In approving the contract, the City Council requested a bi-annual status report on GIS services. The purpose of this report is to provide that report for the reporting period of December 2023 to May 2024.

DISCUSSION
This enterprise information management system serves as a core component for collaboration among various departments in the City by consolidating information and integrating this data into other critical business systems. Enterprise GIS integrations ensure collaborative city-wide accessibility to up-to-date parcels, streets, addresses, and ownership data, fostering transparency, trust, and accountability. GIS initiatives also prioritize the public’s needs by providing user-friendly interfaces and interactive maps for residents and business owners, thereby enhancing engagement and responsiveness to community concerns.

The GIS program consists of two components-Projects and day-to-day operations. The following table provides a status update for each project which is then followed by a narrative summary.

Project Current Reporting
Period Dec 2023 -
May 2024
Next Reporting
Period Jun 2024 -
Nov 2024
Parks & Recreation Asset Management Upgrade* Complete
Retired Parcel Document Access via infoMap In Progress Completion Planned Stadium Common Operational Picture (COP) Upgrade (COP)* In Progress Completion Planned Employee Web Map Viewer Upgrade infoMap 4.0 In Progress Completion Planned Enterprise GIS Upgrade to ArcGIS 10.9.1 In Progress Completion Planned Public Web Map Viewer Upgrade MapSantaClara Completion Planned Storm Drain Digital Map Book Update Completion Planned
*Continued from the last period
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Projects Completed
Parks & Recreation Asset Management Upgrade: The Parks and Recreation Department (PRK) relies on the integration between GIS and the Enterprise Asset Management (EAM) system to maintain accurate asset data and to generate work orders. A major part of the work done every day by PRK staff is the maintenance and upkeep of park assets such as swing-sets, benches, and buildings. This project was undertaken to help PRK staff maintain the thousands of assets under their control and to keep better records of the work performed every day, in every park. PRK management was given a dashboard to view work completed and work remaining by park. GPS-located assets for 12 new parks were added to the EAM, making it possible to create work orders for their upkeep and record the work performed. The record-keeping capacity was also improved by reconfiguring the EAM to work better with the enterprise GIS. Mobile daily checklists of tasks for field staff were implemented, a long-requested improvement that reduce the overhead involved in maintenance. The result of this project is an improved asset management system, more proactive field staff, and more informed management team, with enterprise GIS at the core of these achievements.

Projects currently in progress:
· Retired Parcel Document Access via infoMap: This project enables quick location-based access to documents related to current and historical parcels through infoMap, leading to significant City staff productivity gains and better customer service. Per the request of the Community Development Department, integration will be implemented between infoMap and the Electronic Document Management System (Laserfiche) repository where City documents are stored. This integration will provide access to retired parcel documents which reside in Laserfiche but are not available through the City’s online permitting portal. · Stadium Common Operational Picture (COP) Upgrade: The COP is a comprehensive real-time web-based application providing multi-agency coordination and a shared view of stadium operations. This reduces response times, improves situational awareness, and enhances overall coordination. The GIS team provides live situational awareness critical to public safety for events at Levi’s Stadium.
· Employee Web Map Viewer Upgrade infoMap 4.0: infoMap serves as a vital tool for streamlining access to GIS data layers. This internal web map viewer not only provides convenient web-based accessibility but also integrates essential one-click analysis tools, including generating mailing lists, locating addresses, parcels or creating property reports. This upgrade underscores the significance of preserving this access, ensuring its seamless functionality and efficiency for continued support of City operations.
· Enterprise GIS Upgrade to ArcGIS 10.9.1: The Enterprise GIS serves as the central hub for storing, maintaining, and sharing all city-location data. As it is directly integrated with multiple business critical systems, it must be continuously maintained and improved. This upgrade ensures a seamless transition, minimizing any potential disruption to essential city services. The enterprise system will have increased capacity to deliver data to integrated business systems used for asset management and permitting. It will provide greater support for mobile map access for field teams, providing faster data services as demand grows due to new integrations and a City of Santa Clara Page 2 of 6 Printed on 6/21/2024
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24-455 Agenda Date: 6/25/2024
larger user base.

Planned projects over the next six months:
· Public Web Map Viewer Upgrade MapSantaClara: The City’s decade-old public web mapping application, MapSantaClara, allows current and potential residents and business owners to explore Santa Clara and find the perfect parcel for their new home or enterprise. Serving thousands of users monthly, the web mapping application is a first stop for interested citizens to engage the City’s enterprise GIS for zoning and general plan information, or for the easy generation of specific property reports., Due to the depreciation of the underlying technology behind the existing tool, MapSantaClara will be upgraded to ensure continuity of service. · Storm Drain Digital Map Book Update: The City’s Storm Drain Digital Network and Map Books, used to manage and maintain the network, has not been updated since 2014. Maintaining storm drains is a critical component of City operations, especially before and during storm events.

To prepare and improve the City’s response, the GIS team will update the network by editing the digital network to add in all the changes that have occurred over the last decade. To achieve this, the GIS team will review all available documents describing these improvements and digitally adjust the storm drain network. In addition, printed map books (used by field teams to maintain storm drains and pipes) will be created from the updated digital network. Finally, the improved storm drain system will be integrated into the Enterprise Asset Management program, making for better storm drain maintenance records and management activities.

Day-to-Day Operations
The Enterprise GIS program enables city operations by consolidating, enriching, maintaining, and sharing hundreds of datasets for various City departments in the central database known as the Enterprise Geospatial Repository (EGR). The EGR supports critical areas such as public safety, utilities management, community development, parks maintenance, capital investments, and public engagement, and achieves its goals through real-time integrations with City systems as well as other data sharing partnerships.

Presently, the EGR contains an extensive collection of over 280 distinct geospatial and attribute layers covering the City and its surroundings comprehensively. These layers encompass diverse datasets, including pipeline utilities, tree information, public safety resources, City facilities, General Plan data, and park assets, among others. To provide perspective, the cumulative effort dedicated to day-to-day operations amounted to over 4,000 hours in FY 2022/23.

Enterprise GIS Basemap - At the core of the Enterprise Geospatial Repository (EGR) is the Enterprise GIS Basemap, composed of essential data layers that form the backbone of the City's geospatial information system. These foundational layers comprise a diverse array of critical data, including addresses, streets, parcel information, ownership details, general plan and zoning designations, multiyear aerial imagery, and associated attributes. These layers play an indispensable role in supporting the City's day-to-day operations across various functions, such as processing building permits, managing field work orders, ensuring environmental compliance and sustainability, and facilitating core public safety functions like handling 911 incidents. By providing comprehensive and accessible geospatial data, the EGR enhances the City's efficiency, effectiveness, and overall City of Santa Clara Page 3 of 6 Printed on 6/21/2024
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ability to serve its residents and stakeholders.

Statistics and information related to Enterprise GIS activities can be found in the attached updated infographic (Attachment 1), which indicates record counts in the EGR by department and MapSantaClara usage statistics by functionality. For instance, the statistics show a 16% increase in MapSantaClara property reports created by the public over the last 6 months.

System Updates and Data - Critical updates are essential for maintaining the security, functionality, and performance of our systems and are continually being performed in the areas listed below. · MapSantaClara : A web-based application that provides tailored access and reporting functionality to the public (https://map.santaclaraca.gov). This popular application received over 20,000 visits over the current reporting period offering insights to the public on GIS-related data. It includes custom-built tools to help explore the attributes of each parcel. · Open Data Geospatial Portal : A web-based repository providing public access to GIS datasets, the Open Data Portal benefits the community by providing access to important datasets for mapping, analysis and reporting (<https://public-gis-missioncity.opendata.arcgis.com/>).

Story Maps: Specialized web-based GIS interactive maps that facilitate information dissemination and increase the level of service to the public, including Development Projects ( <http://santaclaraca.gov/devprojects>) and Live Traffic Cameras ( <http://santaclaraca.gov/trafficcam>). By working with the Communications Team and Community Development Department, the Development Projects application is frequently updated to showcase how the City is growing.
· Public Safety: GIS integrations and dedicated datasets are in place supporting the Police and Fire Departments, and are being maintained with regularity, including map data for the Computer Aided Dispatch (CAD) system and police mobile data computers (MDCs). The GIS team supports GPS functionality built into every response vehicle, as well as the central command capabilities for events at Levi’s Stadium and around the City.
· Enterprise Permitting: Integration with the Enterprise Permit Management System provides location validation for over 500,000 existing permit records. This real-time integration makes all accurate addresses and parcel numbers available for search to confirm the status of properties where citizens require permits to build or modify homes and businesses. By using data stored in the Enterprise Geospatial Repository, all permits are validated, improving the accuracy and validity of critical City records.
· Enterprise Asset Management (EAM) : The ongoing expansion of this successful program benefits the City through better record keeping of maintenance, better upkeep of City-owned assets, and strategic improvements in resource management via mobile applications and dashboards. Due to the benefits to operations and maintenance activities, there has been widespread adoption of the asset management and GIS systems. With the recent addition of water meters and irrigation valves, and the scheduled integration of the storm drain network, this program now supports the work order and asset maintenance needs for Streets, Water and Sewer, Parks and Recreation, and multiple Engineering teams. Expanding the integration even further will enable seamless assignment of work orders to all city assets and facilitates efficient City of Santa Clara Page 4 of 6 Printed on 6/21/2024
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tracking of maintenance activities. Consequently, it strengthens preventative maintenance initiatives and supports lifecycle infrastructure management endeavors. · Regional GIS Collaboration and Coordination : The IT Department regularly collaborates with neighboring cities, the County of Santa Clara, and other government agencies to ensure timely data acquisition and sharing of regional information. Through an ongoing agreement, the City receives fresh high-resolution aerial imagery on an annual basis, which is the foundational GIS layer for the City Basemap. In addition, building footprints derived from the high-resolution aerial imagery data were collected and integrated into infoMap, the City’s web mapping application. This data is used by multiple departments to measure the changes in the built environment. Another benefit gained from the regional collaboration was high resolution elevation data known as LiDAR, which is used to support engineering projects both above and below ground. The cost savings gained via this collaborative effort makes it possible to collect this data regularly, allowing for smarter analysis, inspection, and planning efforts.
· Real-Time Business System Integration: Using Enterprise GIS data in City business systems via real-time integrations (APIs) enables city departments to rely on up-to-date geographic information. By facilitating real-time data sharing and collaboration, Enterprise GIS integration helps eliminate data silos, ensuring that all departments work with the most current information.

Enterprise GIS is integrated into the permitting system, Enterprise Asset Management, sewer inspection software, and multiple public safety applications. Through real-time API integration, the Enterprise GIS program makes it possible to promote better record keeping of maintenance activities for the DPW Engineering, Streets Division, Water and Sewer, and Parks and Recreation.

With GPS-located asset data such as water systems, playgrounds, and boulevard islands stored in GIS, these field teams can get auto-generated daily maintenance tasks, record the work performed, add any notes or concerns, or create new work orders in the field when unplanned maintenance is required. This smart approach to asset management is also seen in integrations with public safety applications, where the requirement for accurate and up-to-date information is paramount.
· Steady State GIS: Fulfilled requests from various departments, including: additional development projects added to the popular Development Projects story map; including library locations in the EGR; ongoing monthly parcel ownership updates in collaboration with the County Assessor’s office; GIS software training sessions for city employees; zoning data updates to reflect City Council resolutions; Water & Sewer system improvements; the addition of painted utility boxes to the City Art story map; large-scale council district maps; and new large-format citywide maps for Emergency Operations.
· GIS User Group: To facilitate greater communication and direct interaction with City users, the GIS team has established monthly user group meetings. These have yielded results in the form of new data layers being published, data issues being resolved, and fostering greater user engagement. Meetings have been attended by staff from CDD, Public Works, Parks and Recreation, Water and Sewer.

ENVIRONMENTAL REVIEW
The action being considered does not constitute a “project” within the meaning of the California Environmental Quality Act (“CEQA”) pursuant to CEQA Guidelines section 15378(a) as it has no potential for resulting in either a direct physical change in the environment, or a reasonably City of Santa Clara Page 5 of 6 Printed on 6/21/2024
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foreseeable indirect physical change in the environment.

FISCAL IMPACT
There is no cost to the City associated with this report other than administrative time and expense.

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
Note and file the Bi-annual Status Report on the GIS Service Program.

Reviewed by: Gaurav Garg, Director of Information Technology/CIO Approved by: Jovan D. Grogan, City Manager

ATTACHMENTS

1. Infographic - Enterprise GIS Program Activity
City of Santa Clara Page 6 of 6 Printed on 6/21/2024
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Enterprise GIS Program Activity
Field
Data
Collection
Enterprise
Asset
Management
Common
Operational
Picture
City
Employee
Web Map
Public
Web Map
Computer
Aided
Dispatch
Emergency
Management
Enterprise
GIS
Permit Data
Integration
Data For
Emergency
Management
Computer
Aided
Dispatch
Public
Web Map
Employee
Web Map
Common
Operational
Picture
Enterprise
Asset
Management
Field
Collection
Solutions

ENTERPRISE

GEOGRAPHIC

INFORMATION
SYSTEM
Managed
Geospatial
Services
Enterprise
Geospatial
Repository
Internal
Digital
Mapping
External
Digital
Mapping
Public Use of MapSantaClara Tools
Data Records By Department
Emergency Management
- 800,000+ records maintained for first responders
Quarterly CAD Data Refresh
- Supports immediate responses to emergency
events with accurate addressing data
Parcel-Based Permitting
- Serving over 2 million records related to planning
and community development
Guiding the Public
- Web map helps to answer public inquiries about
parcels and businesses (over 4,000 per month)
Integrated Work-Order Management
- Smarter and better records of daily maintenace
activities, with in-office and mobile access
Sophisticated Mobile Applications
- Supporting the collection of field data for multiple
departments
Every NFL Event Protected
- Combined security operation overview application
known as the Common Operational Picture
Relevant EGIS Statistics
Reporting Period:

December 2023 -
June 2024
Search by Address
Create a Report
Print a Map
Search by Parcel
Find an Intersection
PennitReports
Register a Camera
Other
Search
Community Development
Public Safety
Water and Sewer
Police
Streets
Business System Integration
Parks and Recreation
Fire
Silicon Valley Power
Cit},..\ide
Library
1,000 2 ,000 3 ,000
400,000
4 ,000 5 ,000 7,000
800,000 1,200,000
The Center of Whats Possible
B,ooo 9 ,000 10,000 11,000 12,000 13,000
1,6oo,ooo 2 ,000,000 2,400,000
City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
24-616 Agenda Date: 6/25/2024

REPORT TO STADIUM AUTHORITY BOARD

SUBJECT
Action on Stadium Authority Bills and Claims for the Month of April 2024

BOARD PILLARS
Enhance Community Engagement and Transparency
Ensure Compliance with Measure J and Manage Levi’s Stadium

BACKGROUND
Disbursements made by the Stadium Authority are based on invoices submitted for payment. Prior to payment, staff reviews all disbursement documents to ensure that the invoiced goods or services have been provided.

The Bills and Claims listing represents the cash disbursements required of normal and usual operations during April 2024. Budget control is set by the Stadium Authority Board through the budget adoption process.

DISCUSSION
At its March 12, 2024 meeting, the Stadium Authority Board adopted the Santa Clara Stadium Authority Fiscal Year 2024-25 Operating, Debt Service, and Capital Budget which runs from April 1, 2024 to March 31, 2025. Significant expenditures (greater than $5,000) paid in April 2024 include:
· Payments totaling $285,161.51 to the City of Santa Clara for the following:
o $266,309.45 for reimbursement of General and Administrative (G&A) City payroll costs (e.g., Executive Director’s Office (City Manager’s Office), Counsel’s Office (City Attorney’s Office), and Treasurer’s Office (Finance Department)) o $3,568.65 for reimbursement for G&A Costs
o $15,283.41 for reimbursement for Capital Expense (CapEx) Costs · Payments totaling $1,491,459.27 to Forty Niners Stadium Management Company, LLC for April 2024 Stadium Manager Expenses, inclusive of Shared Stadium Expenses · Payment totaling $12,298,802.38 to Stadium Funding Trust for Term A Loan - Principal & Interest payment
· Payment totaling $13,392.31 to Dell Marketing L.P. for CapEx Project - Replacement of End of Life End User Equipment
· Payment totaling $5,108.09 to InTWO, Inc. for Financial Management System Monthly Services (March 2024)
· Payment totaling $15,914.00 to KPMG LLP for Audit Services · Payment totaling $7,100.00 to M. Arthur Gensler, Jr. & Associates, Inc. for CapEx Project - Security General Allowance
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ENVIRONMENTAL REVIEW
The action being considered does not constitute a “project” within the meaning of the California Environmental Quality Act (“CEQA”) pursuant to section 15378(b)(4) of Title 14 of the California Code of Regulations in that it is a fiscal activity that does not involve any commitment to any specific project which may result in a potential significant impact on the environment.

FISCAL IMPACT
The fiscal impact to the Stadium Authority is $14,118,736.94.

COORDINATION
This report has been coordinated with the Executive Director and Stadium Authority Counsel’s Office.

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

RECOMMENDATION
Approve the list of Stadium Authority Bills and Claims for April 2024.

Reviewed by: Kenn Lee, Treasurer
Approved by: Jovan D. Grogan, Executive Director

ATTACHMENTS

1. April 2024 SCSA Bills and Claims
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Payment Date Vendor Invoice No. Description Fund Amount 4/15/2024 Bank of America N/A March 2024 Bank Fees - CapEx Reserve Account Operating $ 323.46 4/15/2024 Bank of America N/A March 2024 Bank Fees - Operating Reserve Account Operating 113.42 $ 436.88
4/2/2024 City of Santa Clara N/A B2404 SCSA Admin Payroll Costs Operating 154,793.27 4/30/2024 City of Santa Clara N/A B2405 SCSA Admin Payroll Costs Operating 111,516.18 4/30/2024 City of Santa Clara N/A Reimburse City of Santa Clara for G&A Costs Operating 3,568.65 4/30/2024 City of Santa Clara N/A Reimburse City of Santa Clara for CapEx Costs CapEx 15,283.41 285,161.51
4/1/2024 Forty Niners Stadium Management Co, LLC SLS-24390 April 2024 Stadium Manager Expenses - Security Operating 140,900.00 4/1/2024 Forty Niners Stadium Management Co, LLC SLS-24390 April 2024 Stadium Manager Expenses - Stadium Ops Operating 297,687.00 4/1/2024 Forty Niners Stadium Management Co, LLC SLS-24390 April 2024 Stadium Manager Expenses - Engineering Operating 346,182.00 4/1/2024 Forty Niners Stadium Management Co, LLC SLS-24390 April 2024 Stadium Manager Expenses - Guest Services Operating 54,591.00 4/1/2024 Forty Niners Stadium Management Co, LLC SLS-24390 April 2024 Stadium Manager Expenses - Groundskeeping Operating 27,841.00 4/1/2024 Forty Niners Stadium Management Co, LLC SLS-24390 April 2024 Stadium Manager Expenses - SBL Sales & Service Operating 200,270.40 4/1/2024 Forty Niners Stadium Management Co, LLC SLS-24390 April 2024 Stadium Manager Expenses - Insurance Operating 71,880.84 4/1/2024 Forty Niners Stadium Management Co, LLC SLS-24390 April 2024 Stadium Manager Expenses - Utilities Operating 238,710.13 4/1/2024 Forty Niners Stadium Management Co, LLC SLS-24390 April 2024 Stadium Manager Expenses - StadCo Tenant Improvements Operating 2,217.46 4/1/2024 Forty Niners Stadium Management Co, LLC SLS-24390 April 2024 Stadium Manager Expenses - Naming Rights Expense Operating 48,213.00 4/1/2024 Forty Niners Stadium Management Co, LLC SLS-24390 April 2024 Stadium Manager Expenses - Other G&A Operating 62,966.44 1,491,459.27
4/1/2024 Stadium Funding Trust N/A Term A Loan - Principal & Interest Debt Service 12,298,802.38 4/16/2024 Dell Marketing L.P. 10732227936 CapEx Project - Replacement of End of Life End User Equipment CapEx 8,949.33 4/16/2024 Dell Marketing L.P. 10735887606 CapEx Project - Replacement of End of Life End User Equipment CapEx 4,442.98 13,392.31
4/16/2024 HKS Architects, Inc. 25326.001-1060963 CapEx Project - Stationary Electric Pressure Washers CapEx 1,202.50 4/16/2024 InTWO, Inc. 38635 Financial Management System Monthly Services (March 2024) Operating 350.52 4/16/2024 InTWO, Inc. 38671 Financial Management System Monthly Services (March 2024) Operating 4,757.57 5,108.09
4/16/2024 KPMG LLP 5005599731 Audit Services Operating 15,914.00 4/16/2024 M. Arthur Gensler, Jr. & Associates, Inc. 1111681 CapEx Project - Security General Allowance CapEx 7,100.00 4/16/2024 Santa Clara Convention Center 0000603-IN SCSA Quarterly Meeting Operating 160.00 April 2024 Total $ 14,118,736.94
Santa Clara Stadium Authority
Bills and Claims
Expenses Paid by Wire or ACH Transfer
For the Month of April 2024

City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
24-120 Agenda Date: 6/25/2024

REPORT TO COUNCIL

SUBJECT
Action and Direction on the Re-opening of the George F. Haines International Swim Center (ISC) for Temporary Use with a Maximum Occupancy of 200 people

COUNCIL PILLAR
Enhance Community Sports, Recreational and Arts Assets

BACKGROUND
On January 18, 2024, after receiving a report on conditions at the George F. Haines International Swim Center (ISC) that presented substantial risks to public health and safety, the City Manager directed that the ISC be closed immediately. Since that time, staff has provided regular updates to the City Council on the status of reports from regulatory agencies and the feasibility of re-opening the ISC.

The purpose of this item is to provide the City Council with a status update on actions taken since the last update on May 28, 2024 and to seek Council direction on whether to proceed with improvements that would allow for the temporary use of two pools at the ISC.

DISCUSSION
In the April 23, 2024 Report to Council (RTC 24-336), information was provided to the City Council regarding the corrective actions being required by the County Department of Environmental Health and the City’s Building Official to re-open the ISC. In that report, it was noted that the estimated cost to temporarily re-open the ISC with a maximum occupancy of 200 people would be approximately $1.9 million. In that report, it was also noted that staff was continuing to work with its consultant team to explore other options including temporary and permanent solutions.

In the May 28, 2024 Report to Council (RTC 24-579), it was noted that two developments had occurred that would impact the schedule for an option to temporarily re-open the ISC.

The first development was a letter dated May 13, 2024 from the Santa Clara County Department of Environment Health (“County”) indicating that they would be conducting evaluations of all pools throughout the County to ensure enclosures are sufficient to prevent accidental access. In speaking with County staff, City staff was advised that all pools in the County would be assessed due to the critical nature of potential dangers; but that specific timelines would be determined by the individual inspectors.

On May 20, 2024, the City’s Mary Gomez pool was evaluated with the City required to complete corrective actions within 30 days. Staff has subsequently completed this remediation and to date, no other City pool has been subject to this round of inspections.

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The second development was the completion of preliminary, high-level options for temporary and permanent solutions and a desire to obtain feedback from the three swim groups (Santa Clara Swim Club, Santa Clara Artistic Swimming/Aquamaids, and the Santa Clara Dive Club) prior to proceeding with the finalization of cost estimates.

City staff met with the swim groups on May 9, 2024 to seek their input on the potential options. Based on those discussions, the parties agreed that the acquisition of a temporary, modular pool was prohibitive due to cost and use limitations. Enclosed is a schematic design of a Myrtha Pool option at an estimated cost of $50,108,460, which does not include site preparation costs or site rental/acquisition costs, if necessary (Attachment 1). It is important to keep in mind that this estimate assumes siting the facility at the current location. Should a new location be identified, these costs may vary depending on the conditions and requirements of a new site.

The breakdown of the $50 million dollar cost is as follows:

Mrytha Dive Pool Option $50,108,460
Modernizations & Reconfigurations $840,000
New Buildings $11,925,000
New Shade Structure & Bleachers $4,782,180
Site Development $10,567,875
Swimming Pools (2 Separate) $16,224,169
Escalation to Midpoint of Construction $5,769,234
It is staff’s recommendation that the City Council provide direction that a temporary, modular pool option be removed from consideration.

In a subsequent meeting with the swim clubs on May 16, 2024, City staff discussed the restrictions and cost considerations associated with temporarily re-opening the lap and training pools at the ISC based on conversations with the County Department of Environmental Health and the City’s Building Official.

Should the City wish to re-open the ISC temporarily, the conditions to do so would be as follows:

1. Maximum occupancy of 200 on-site with no access to the bleachers, diving pool, or administrative buildings.

2. All identified deficiencies in the exterior fencing will need to be addressed.

3. Installation of interior fencing to ensure that identified amenities remain safely secured and offlimits for use.

4. Replastering of the lap and training pools to address deficiencies. The County has indicated a willingness to allow the pool to re-open temporarily without the replastering of the pool with the condition that there is an agreed-upon timeline for doing so (within six months).

5. Remediation of the canopy gutters.

6. Installation of support amenities including showers and restrooms.

The following table provides a punch list of the least amount of work that will be required to achieve City of Santa Clara Page 2 of 8 Printed on 6/21/2024
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compliance, together with corresponding cost estimates:

Action Required Estimate
One-Time Costs 1
Exterior Fencing $500,000
Interior Security Fencing & Gates (as this would be new fencing, it would be considered a Public Works project.

Estimate makes this assumption)
$310,000
Replastering of the lap and training pools (expense does not include tile/deck repair; Actual cost will likely increase) $1,050,000
Total One-Time Costs $1,860,000
Ongoing Costs
2 showers + ADA; 25% discount (if contract is longer than 6 months)
$53,955 annually w/
discount
Total Annual Ongoing Costs $53,995 1Excludes costs associated with the canopy gutter remediation that has been completed. With the completion of this work, the porta potties are no longer needed, which reduces the ongoing costs.

The swim teams acknowledged the substantial cost associated with this temporary use, but would still support the reopening of the ISC while plans for a new swim center are discussed. While the teams recognized that, given the amount of work required to re-open as a temporary facility, it would likely be many months before the required approvals could be obtained, it is their hope that if work begins now, the ISC might be available for next season’s practices. In the interim, the teams would continue to explore other facility use options in the community.

Council Direction
The original direction to staff requested that both temporary and permanent options be explored. Staff continues to work with the consultant team to refine the options for permanent solutions and plans to bring forward options for a permanent solution in August; however, the costs of those permanent solutions may be affected by a decision to consider a temporary re-opening of the ISC. For example, the decision to proceed with a temporary solution may push back the timeline for a permanent facility, thereby escalating the cost to design and build the permanent solution. Should the decision be made to continue the closure of the facility, the City may be able to move faster on a permanent solution (provided funding is available) as there would be no need to remediate the fencing or replaster the existing lap and training pools. In addition, the City could begin to realize savings related to the utilities and on-going maintenance.

For that reason, City staff is seeking formal Council direction now on the issue of whether to pursue improvements that would allow for a temporary re-opening of the ISC.

Options for Consideration
The following section provides a summary of two options: 1) Proceed with improvements that would provide for the temporary, re-opening of the ISC or 2) Proceed with actions that would continue the City of Santa Clara Page 3 of 8 Printed on 6/21/2024
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closure of the ISC pending the development of a permanent facility.

Temporary Re-Opening - this option would allow for the re-opening of two bodies of water with a maximum occupancy of 200 on site. Dive pool would not be accessible.

Pros: Cons:

Would provide access to two bodies of
water at the ISC for use by the Santa Clara
Swim Club pending development of
permanent facility
Does not address the needs of the Santa
Clara Artistic Swimming (Aquamaids) as
the team requires a warmer and deeper
body of water or the Dive Team which
requires deeper water. A temporary reopening of the ISC would not improve the experience for the City’s lap swim program.

This program was moved to the Mary
Gomez pool where there is the ability to
maintain a consistent schedule of
programs. Given the age of the ISC and
the consistent pattern of closures required
to make repairs at the ISC, the continued
use of the Mary Gomez pool rather than a
temporary relocation back to the ISC,
would provide a more stable experience for
lap swimmers.

Maintains the tradition of the Swim Club at
the ISC.

Substantial cost to remediate deficiencies
and obtain County/City approvals. Some of
these costs, such as the exterior perimeter
fencing and replastering of the pools, will
be duplicative as they will be required
again in a permanent facility.

Improvements to the exterior perimeter will
be made to address the identified
deficiencies.

Maximum occupancy of 200.

The two bodies of water (lap and training
pools) that will be authorized for use will be
replastered.

Maximum occupancy would not allow for
competitive events.

No guarantee facility will remain
operational given age of facility; thereby
negating the cost of improvements.

Uncertainty in maintaining a consistent
schedule due to unanticipated repairs that
are more expensive, require greater staff
resources and negatively impact the
experience for users
The Santa Clara Swim Club has purchased
Killarney Farms Swim Center which will
provide access to an additional body of
water for their programs without impacting
public swim programs or requiring City
investment.

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Uncertainty in maintaining a consistent
schedule due to unanticipated repairs that
are more expensive, require greater staff
resources and negatively impact the
experience for users
The Santa Clara Swim Club has purchased
Killarney Farms Swim Center which will
provide access to an additional body of
water for their programs without impacting
public swim programs or requiring City
investment.

The requirement to replaster the lap and
training pools will result in a disruption to
operations sometime within six months.

To provide the City Council with a sense of the potential savings with respect to maintenance at the ISC, the following table provides a sample of the expenses that have been incurred at the ISC for repairs over the past few years:

Supplier Total Cost (2021-2024)
Acme Boiler & Water Heating Co. $2,226.54
Bay City Boiler & Engineering $3,796.22
Bruce Barton Pump Svc Inc. $17,929.91
Essel Technology Services, Inc. $572
Industrial Plumbing Supply $4,723.57
Knorr Systems, Inc. $28,417.51
Leslies Swimming Pool Supplies $4,799.32
Lincoln Aquatics $79,310.82
San Jose Boiler Works $10,082.72
Santa Clara Lighting Inc. $2,700.84
Santa Clara Industrial Inc $264.34
SCP Distributors $23,376.19
Stephen Ciari Plumbing and Heating, Inc. $16,234.19
SWA Services Group $51,332.82
$245,766.99
A second alternative that the City Council may wish to consider is to continue the closure of the ISC and re-direct resources to prepare for a permanent, new facility. The following chart provides a summary of the pros/cons of that option:

Prepare for Permanent Facility - this option would continue the closure of the ISC and include actions to maintain the safety and security of the site (such as the draining of water from the pools) and a reduction in expenses by turning off utilities and further limiting ongoing maintenance.

Pros: Cons:

A reduction in costs for utilities and
maintenance pending development of a
permanent facility.

None of the three swim clubs will have
access to water at the ISC.

Directs City’s investment towards a future,
permanent solution.

Temporary loss of historical presence of
the swim clubs at the ISC.

Aildid d dWill iitt tdid itll
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Prepare for Permanent Facility - this option would continue the closure of the ISC and include actions to maintain the safety and security of the site (such as the draining of water from the pools) and a reduction in expenses by turning off utilities and further limiting ongoing maintenance.

Pros: Cons:

A reduction in costs for utilities and
maintenance pending development of a
permanent facility.

None of the three swim clubs will have
access to water at the ISC.

Directs City’s investment towards a future,
permanent solution.

Temporary loss of historical presence of
the swim clubs at the ISC.

Assuming pools are drained and covered,
eliminates the cost of required
improvements to address identified
deficiencies. Will require costs to
drain/cover pools.

Will require investment to drain and install
pool coverings while the site is closed.

Staff will be exploring what will be the most
cost effective means to safely secure the
pools in compliance with County
regulations (dirt, pool coverings, etc.

Allows City staff to be re-directed to
support remaining, open pools both in
terms of programming and maintenance.

The City’s remaining bodies of water will
continue to be impacted pending the
development of a permanent facility.

However, provided that the remaining
pools continue to be operational, the City
programs can be accommodated with the
existing bodies of water.

Eliminates the negative impact of service
disruptions and instability of programming
which frustrates users, is focused on
remediation rather than preventative
maintenance and more expensive
It should be noted that the work to remediate the canopy has been completed. The required inspection and approval to re-open the north and south restrooms with access from the park has been obtained. Consequently, the restrooms can be re-opened. This action has been delayed pending the direction from the City Council on whether or not to re-open the ISC on a temporary basis as this would entail providing access from inside the ISC. When the restrooms are re-opened, the City will remove the porta-potties that have been installed to support all park users.

The review and approval of the County and City Building Official will be required to ensure compliance with their prior reports regardless of whether the Council decides to pursue a temporary re-opening or a permanent closure of the ISC pending development of a new facility.

Conclusion
The City continues to expend funds at the ISC without the benefit of programming revenue or an approved plan of action for the short and long term. In this report, staff has provided two short-term options for the Council to consider:

1. Fund improvements to comply with County and City requirements in order to temporarily reopen the ISC with a maximum occupancy of 200 people at an estimated cost of $1.8 million; City of Santa Clara Page 6 of 8 Printed on 6/21/2024
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or

2. Direct staff to continue the closure of the ISC pending the development of a new permanent facility and to take necessary actions such as draining the pools and installing covers to meet the requirements of the City and County. Because the pool closures would be custom and there are no local vendors who perform this work, estimates for this option would require onsite inspections and additional time to acquire estimates. Staff has already reached out to vendors and is waiting responses. It is anticipated that the cost for this option will be between $100,000 to $200,000. Staff is also exploring other options that might be more cost effective while still meeting County requirements. Any costs to secure the pools would be offset by a reduction in ongoing costs for water, gas and electricity as well as chemicals and repair costs.

As noted above, City staff continues to have conversations with the three swim clubs. At the May meetings, the groups and City staff came to consensus around a preferred option for a facility with four bodies of water and new support amenities. While preliminary estimates have been completed, a peer review of those estimates has been requested. As such, staff will be bringing recommendations for a permanent facility to the City Council for consideration in August following the City Council recess.

ENVIRONMENTAL REVIEW
The action being considered does not constitute a “project” within the meaning of the California Environmental Quality Act (“CEQA”) pursuant to CEQA Guidelines section 15378(a) as it has no potential for resulting in either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment.

FISCAL IMPACT
Should the City Council wish to pursue a temporary reopening of the ISC, the estimated cost to do so would $1,860,000 in one-time costs and an additional $53,955 in ongoing, annual costs for showers.

There would not be a continued cost for porta-potties as the north and south restroom facilities have been approved for re-opening with park access.

Should the City Council approve the continued closure of the ISC, all of these costs would be eliminated. The City would also benefit from additional savings in gas, electricity and water. For reference, in FY 2022/23, the City incurred expenses at the ISC in the amount of $281,546 for gas, $47,741 for electricity and $53,695 for water. While difficult to predict, the City would also likely save in maintenance and repair costs given the age of the facility and the City’s recent experience in 2023 of having to close for over 100 days during the year for maintenance and repair. If this option is selected, there would be a cost to drain the pools and install appropriate pool coverings.

Partial funding has been set aside for the temporary or permanent ISC options in the Planning and Construction of Temporary and/or Permanent ISC Replacement Facility project in the Parks & Recreation Capital Fund. The total project budget is $1.9 million, including $1.0 million added in the FY 2024/25 and FY 2025/26 Biennial Capital Budget. With the carryover of funds from FY 2023/24 to FY 2024/25, the FY 2024/25 budget is $1.16 million and the FY 2025/26 budget is $0.5 million, bringing the total available funding to $1.66 million. These funds, which are subject to the approval of the FY 2024/25 and FY 2025/26 Capital Improvement Program Budget, could be applied to a temporary or permanent solution, with additional funding needed in either scenario. Based on City Council direction, staff intends to return to the Council at a later date for the additional appropriation of funds, if needed.

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

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:

1. Remove from further consideration the option for a temporary, modular pool solution; and

2. Direct staff to continue the closure of the ISC and authorize the City Manager to take all necessary steps to ensure the safety and security of the site, including draining and covering the pools, pending the development of a permanent, new facility.

Reviewed by: Cynthia Bojorquez, Assistant City Manager and Acting Director - Parks & Recreation Department
Approved by: Jovan D. Grogan, City Manager

ATTACHMENTS

1. Myrtha Pool Solution Option
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City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
24-322 Agenda Date: 6/25/2024

REPORT TO COUNCIL

SUBJECT
Public Hearing: Action on Adoption of the Proposed FY 2024/25 & FY 2025/26 Biennial Capital Improvement Program Budget, Approval of FY 2024/25 Operating Budget Amendments, and Adoption of the FY 2024/2025 Housing Authority Budget, and Sports and Open Space Authority Budget

COUNCIL PILLAR
Enhance Community Engagement and Transparency

BACKGROUND
City Charter Section 1302 Budget - Submission to City Council requires that at least thirty-five days prior to the beginning of each fiscal year, or at such prior date determined by the City Council, the City Manager shall submit to the City Council the proposed budget.

This budget continues the biennial budget process that alternates between an operating and capital budget. This year’s budget focuses on the capital infrastructure, supporting the facilities that serve our residents and community. Amendments to the FY 2024/25 Adopted Operating Budget are also included. The Proposed Budget is attached to the memorandum as Attachment 1 and can be found online at:
<https://www.santaclaraca.gov/home/showpublisheddocument/83797/638500031070970327>.

The City Council approves a set of Budget Principles each year. These Budget Principles provide a general framework and approach for developing the City’s budget, ensuring fiscal stability by considering both the short and long-term impacts of any funding decisions. The proposed principles for FY 2024/25 are consistent with those approved last year with the Budget Stabilization Reserve (BSR) continuing to be set at a minimum of 15% of expenditures; this is an exception to the Council policy that would set the BSR at 25% of expenditures. The proposed FY 2024/25 Budget Principles can be found in the Budget and Fiscal Policies section of this document.

Study Sessions were held on May 7, 2024 and June 4, 2024 to allow the City Council and public to review and provide input on the Proposed Budget. Responses to questions from the Study Session are included in this report.

As required by California Government Code Section 65401, the FY 2024/25 and FY 2025/26 Biennial Capital Improvement Program Budget was reviewed and approved by the Planning Commission for conformity with the City of Santa Clara 2010-2035 General Plan at their June 12, 2024 meeting.

DISCUSSION
City Charter Section 1303 requires that the City Council hold a public hearing on the proposed City of Santa Clara Page 1 of 8 Printed on 6/21/2024
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budget, at which interested parties shall be given an opportunity to be heard. Accordingly, a Public Hearing for this purpose was noticed and scheduled as part of this item after which Council will consider and act on the Proposed FY 2024/25 and FY 2025/26 Biennial Capital Improvement Program Budget, FY 2024/25 Operating Budget Amendment, and the FY 2024/2025 Housing Authority Budget and Sports and Open Space Authority Budget.

In addition, the City is required to calculate the expenditure appropriation limit from tax proceeds to determine compliance with Propositions 4 (Gann Initiative) and 111 (Spending Limitation Act of 1990).

The City’s Appropriations limit is included as a separate report for Council action. As stated in this companion report, the City’s Proposed Budget is in compliance with the Appropriations Limit.

Total Budget Overview
The annual budget serves as a financial plan and operational guide that reflects the policies, goals, and priorities of the City Council and community. The capital budget guides the City in the planning, scheduling, and budgeting of capital investments within the City.

The FY 2024/25 Proposed Budget, which includes appropriations for all operating and capital expenditure activities totals $1.64 billion. This total includes the recommended Capital Improvement Program (CIP) carryovers, and reflects a 6.4% reduction from FY 2023/24 Adopted Budget. The FY 2024/25 Proposed Budget is below the FY 2023/24 Adopted Budget of $1.76 billion primarily due to reductions in planned debt issuances. The FY 2024/25 Amended Budget is $409.3 million above the FY 2024/25 Adopted Budget approved in June 2023 primarily due to the inclusion of the CIP carryovers and additional planned investments in the capital budget. Table 1 below summarizes the total budgets by fund group.

Fund Type
FY 2023/24
Adopted Budget
FY 2024/25
Adopted Budget
FY 2024/25
Amended Budget
General Fund $ 281,795,558 $ 287,458,968 $ 309,573,189
Special Revenue Funds 48,639,709 37,111,226 41,458,963
Enterprise Funds 872,344,414 968,035,945 945,192,918
Internal Service Funds 39,606,414 41,304,602 45,724,215 Debt/Other* 374,983,049 40,658,134 152,273,904
Less (Transfers, Contributions,
and Reserves)* (515,319,491) (247,455,561) (416,866,269) Subtotal Operating Budget $ 1,102,049,653 $ 1,127,113,314 $ 1,077,356,920 Capital Funds $ 657,486,151 $ 108,385,754 $ 567,807,159 Less (Transfers, Contributions,
and Reserves)* (3,188,205) (1,454,000) (1,818,315)
Subtotal Capital Budget $ 654,297,946 $ 106,931,754 $ 565,988,844 Total Budget $ 1,756,347,599 $ 1,234,045,068 $ 1,643,345,764 Table 1: City of Santa Clara Annual Budget
*Adjusts for transfers, contributions and reserves to avoid double counting of the same funds (e.g., internal service funds are excluded).

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Biennial Capital Budget
The CIP guides the City in the planning, scheduling, and budgeting of capital investments within each of the twelve theme areas. The FY 2024/25 and FY 2025/26 Biennial Capital Budget and planned CIP is a carefully balanced budget that reflects the City Council priorities and continues strategic investments in the City’s infrastructure. The Proposed Biennial Capital Budget totals $926.8 million and the five-year CIP totals $1.33 billion.

Table 2: Proposed CIP by Theme is a breakdown of the capital budget by theme.

Theme
FY 2024/25
Budget
FY 2025/26
Budget Biennial Budget Five-Year CIP
Administrative Facilities $ 4,095,210 $ 310,000 $ 4,405,210 $ 4,405,210 Community Facilities 5,048,553 500,000 5,548,553 5,548,553 Convention Center 4,426,973 0 4,426,973 4,426,973
Electric Utility 381,349,796 304,154,500 685,504,296 915,168,496 Other Community Projects 10,155,928 5,411,998 15,567,926 28,356,945 Parks and Trails 22,359,260 2,158,838 24,518,098 29,018,098 Sewer Utility 44,498,871 22,216,632 66,715,503 157,575,724 Solid Waste 788,000 812,000 1,600,000 4,180,000
Storm Drain 9,387,028 1,934,750 11,321,778 13,121,778
Technology and Equipment 7,949,131 751,000 8,700,131 11,168,931 Transportation 68,362,528 14,470,938 82,833,466 123,918,142 Water and Recycled Water Utilities 9,385,881 6,225,000 15,610,881 29,510,881 Total Capital Budget $ 567,807,159 $ 358,945,656 $ 926,752,815 $ 1,326,399,731 Table 2: Proposed CIP by Theme
Capital Highlights
Of the $1.33 billion within the five-year CIP, $1.1 billion (83%) funds capital projects for the City’s utilities. There is sufficient funding in the associated utility funds to support these projects. The other projects total $220 million (17%) and fund improvements to the parks, trails, libraries, transportation system, storm system, convention center, and other City facilities. There are significant funding gaps in these areas and unfunded projects identified total $626.2 million, with $623.7 million unfunded in the General Fund, over the next five years. This funding gap only relates to projects needed within the next five years and Does not fully represent all the unmet/deferred infrastructure needs throughout the City beyond the five-year CIP period.

Long-term funding strategies are needed to meet the City’s infrastructure needs as the General Fund does not have sufficient funding to cover these capital costs. The projected starting FY 2024/25 General Fund Capital Projects Reserve (CPR) balance is $23.9 million. Of that amount, $15.0 million is recommended to be allocated in this CIP, leaving a remaining CPR balance of $8.9 million.

Following are some of the key investments by theme in this CIP that are detailed in the Capital Improvement Program section of the Proposed Budget:

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· Administrative Facilities - Fire Training Tower Renovation ($504,000), City Buildings Upgrade Lighting to LED ($500,000), City Hall Gutter and Waterproofing Repair ($485,000), Repairs - Modifications to City Buildings ($350,000), and Emergency Operations Center Security Upgrades ($294,000);
· Community Facilities - Planning and Construction of Temporary and/or Permanent ISC Replacement Facility ($1.0 million) and Northside Branch Library - Automated Materials Handling System ($332,400);
· Convention Center - Santa Clara Convention Center Condition Assessment Repair ($2,150,000), work will continue on projects funded in FY 2023/24; · Electric Utility - NRS Upgrades and Expansion ($134.0 million), KRS Rebuild and Replacement ($107.0 million), SRS Rebuild and Replacement ($98.0 million), Transmission Loop 1 ($76.3 million), Homestead Substation Rebuild ($75.1 million), and New Business Estimate Work ($54.6 million);
· Other Community Projects - Related Santa Clara ($4.0 million) and Tasman East Specific Plan ($2.8 million);
· Parks and Trails - Park Improvements ($949,400);
· Sewer Utility - San José-Santa Clara Regional Wastewater Facility ($86.1 million), Sanitary Sewer Capacity Improvements ($30.0 million), Sanitary Sewer System Improvements ($10.2 million), Sanitary Sewer System Condition Assessment ($5.0 million), and Sanitary Sewer Hydraulic Modeling As Needed Support ($1.4 million);
· Solid Waste - Sanitary Landfill Development - Post Closure ($4.2 million); · Storm Drain - Storm Drain Pump Station RTU Upgrade ($2.5 million), Green Stormwater Infrastructure Design & Construction ($747,500), and Storm Drain Pump Station Motor and Control Maintenance, Repair and Replacement ($645,750); · Technology and Equipment - Utility Management Information System Enhancements ($1.5 million), Geospatial Information System (GIS) Enterprise System ($1.5 million), Financial and Human Resources Management System (FHRMS) Update Project ($1.2 million), and Fire Protective Equipment Replacement ($592,019);
· Transportation - Annual Street Maintenance and Pavement Rehabilitation ($46.2 million), Tasman Complete Streets Plan 2021 Improvements Phase I - North San Jose Settlement ($6.3 million), Traffic Signal Enhancements ($3.3 million), Uncontrolled Crosswalks Improvements ($2.8 million), Sidewalk, Curb and Gutter Repair ($2.6 million), and Street Tree Services ($1.4 million); and
· Water and Recycled Water Utilities - Distribution System Replacement/ Restoration ($15.3 million), New and Replacement Wells ($5.7 million), Buildings and Grounds ($3.5 million), and Supervisory Control and Data Acquisition (SCADA) Improvements ($1.3 million).

Unfunded Projects
While there is funding available to support the capital projects for the City’s utilities, there is insufficient funding to meet the infrastructure needs in many other areas. Table 3: Unfunded CIP Projects by Theme identifies unfunded projects of $626.2 million that were itemized as part of this CIP process. Of this amount, $623.7 million would rely on funding from the General Fund Capital Projects Reserve.

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Table 3: Unfunded CIP Projects by Theme
$ in millions
Theme Unfunded Projects
Administrative Facilities 202.6
Community Facilities 211.6
Convention Center 15.8
Parks and Trails 117.6
Storm Drain 45.0
Technology and Equipment 1.2
Transportation 32.4
Total Unfunded Projects 626.2
Descriptions of the unfunded projects are provided in the Capital Improvement Program section of the Proposed Budget by theme.

FY 2024/25 Operating Budget
FY 2024/25 Budget Balancing
The Adopted FY 2023/24 and FY 2024/25 Biennial Operating Budget included a General Fund budget-balancing strategy that relied on a combination of expenditure reductions, revenue solutions, and the use of reserves. The use of ongoing and one-time solutions balanced the competing goals of aligning ongoing revenues and expenditures and minimizing the service delivery impacts to the community. This also allowed for time to evaluate the post COVID-19 recovery.

While the General Fund position has improved, budget shortfalls are projected in upcoming years as described in the Ten-Year General Fund Financial Forecast section of the document. Budget actions will be brought forward in those years as necessary to balance the budget based on updated projections in the General Fund Forecast. In FY 2024/25, a small General Fund shortfall of $0.9 million is projected and is proposed to be addressed by the use of $0.4 million from the General Fund Budget Balancing Reserve established for this purpose and $0.5 million from the Budget Stabilization Reserve.

FY 2024/25 Operating Budget Amendments
The City Council approved the FY 2023/24 and FY 2024/25 Biennial Operating Budget in June 2023.

While this year’s budget is focused on the capital budget, budget amendments to the FY 2024/25 Adopted Operating Budget are necessary to reflect updated revenue estimates and to account for updated labor and non-personnel costs and position changes in the General Fund and other funds.

The detailed amendments to the FY 2024/25 Operating Budget by fund can be found in the Appendices section of the Proposed Budget.

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24-322 Agenda Date: 6/25/2024
Recommended Changes to the Proposed Budget
A number of changes are recommended to the Proposed Budget as itemized in Attachment 2, including the following:
· Capital Project Carryovers : The carryover of capital funds from FY 2023/24 to FY 2024/25 to complete capital projects totals $279.9 million.
· Operating Budget Carryovers/Other Adjustments: The carryover of operating funds from FY 2023/24 to FY 2024/25 to complete specific purchases and other adjustments, both to operating and capital, total $8.9 million. This incorporates several actions that occurred after the development of the Proposed Budget:
- Grant funding agreement with the 49ers;
- Recognition of Convention Center Developer Contributions as outlined in the contract extension with OVG and an increase to the Santa Clara Convention Center; Assessment project;
- Updates to the San José - Santa Clara Regional Wastewater Facility costs; - Addition of 1.0 Assistant Director of Electric Utility; - Elimination of the Downtown Parking Maintenance District assessments; and - Updates to the Housing and Urban Development Annual Action Plan.

The appropriation schedules detailing the FY 2024/25 and FY 2025/26 Capital Budgets by fund and the FY 2024/25 Operating Budgets by fund are included as Attachment 3 to this report.

May 7th and June 4 th Budget Study Sessions
At the May 7th and June 4th Study Sessions, the City Council and public provided feedback and had questions regarding the Proposed Operating Budget. The questions covered a variety of topics, including various unfunded projects (e.g., International Swim Center, Storm Drain projects, Convention Center projects, Lawn Bowling, a potential new Rainbow Crosswalk), the potential General Obligation bond measure, the General Fund budget, and the budgeting of funds from the recent settlement with the 49ers.

Responses to those questions are included in Attachment 4 of this report.

Housing Authority Budget
The Housing Authority Fund expenditure budget totals $468,931 in FY 2024/25 as shown in the Proposed Budget. The budget allows the City of Santa Clara Housing Authority to continue to manage and monitor housing assets from the dissolution of the Redevelopment Agency. Additionally, funding will be used to support loan monitoring, administration, and other programs and projects related to affordable housing.

Sports and Open Space Authority Budget
The Sports and Open Space Authority expenditure budget totals $10,200 in FY 2024/25 as shown in the Proposed Budget. The purpose of the Sports and Open Space Authority is to support the acquisition and preservation of open space within the City and the development of local sports.

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24-322 Agenda Date: 6/25/2024

ENVIRONMENTAL REVIEW
The actions being considered do 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 they are fiscal activities that do not involve any commitment to any specific project which may result in a potentially significant impact on the environment.

FISCAL IMPACT
The Proposed Biennial Capital Budget totals $567.8 million in FY 2024/25 and $358.9 million in FY 2025/26, and the five-year Capital Improvement Program totals $1.33 billion. The Proposed Operating Budget for FY 2024/25 is $1.08 billion. The combined proposed capital and operating budgets for FY 2024/25 totals $1.64 billion.

Under the City Council approved budget policies, the Budget Stabilization Reserve is to be set at a minimum of 25% of General Fund expenditures. Given the City’s fiscal challenges, the City Council approved an exception to this policy in FY 2023/24, allowing the reserve to be set at a minimum of 15% of expenditures; this level is also recommended for FY 2024/25. In the FY 2024/25 Amended Budget, the Budget Stabilization Reserve is projected at $53.8 million, or 17.6% of General Fund expenditures.

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

PUBLIC CONTACT
On June 5 and June 12, 2024, notices of the public hearing were published in the Santa Clara Weekly. Public contact was also 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] or at the public information desk at any City of Santa Clara public library.

RECOMMENDATION
That the City Council, and the City Council acting as the Governing Boards of the Housing Authority and the Sports and Open Space Authority take the following actions:

1. Approve the Proposed FY 2024/25 and FY 2025/26 Biennial Capital Budget, including the recommended revisions, as detailed in Attachment 2;

2. Approve the FY 2024/25 Operating Budget changes included in the recommended revisions, as detailed in Attachment 2;

3. Approve the Appropriation Schedule for capital funds totaling $567,807,159 in FY 2024/25 and $358,945,656 in FY 2025/26 and the FY 2024/25 Appropriation Schedule for operating funds totaling $1,494,223,189, as detailed in Attachment 3;

4. Approve the Housing Authority FY 2024/25 expenditure budget of $468,931 as presented in the Proposed Budget; and

5. Approve the Sports and Open Space Authority FY 2024/25 expenditure budget of $10,200 as presented in the Proposed Budget.

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24-322 Agenda Date: 6/25/2024
Reviewed by: Kenn Lee, Director of Finance
Approved by: Jovan D. Grogan, City Manager

ATTACHMENTS

1. FY 2024/25 & FY 2025/26 Biennial Capital Improvement Program Budget and FY 2024/25 Operating Budget Changes

2. Recommended Revisions to the FY 2024/25 & FY 2025/26 Proposed Biennial Capital Improvement Program Budget and FY 2024/25 Operating Budget Changes, including the carryover of FY 2023/24 funds to FY 2024/25

3. FY 2024/25 and FY 2025/26 Appropriation Schedules

4. Responses to Questions from the May 7th and June 4th Budget Study Sessions City of Santa Clara Page 8 of 8 Printed on 6/21/2024
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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 A B LE O F C O N T E NT S

TABLE OF CONTENTS
Page
Transmittal Letter………………………………………………………...………………………....................…...… 7 City Profile………...…………………………………………………………………………………...………………………....................….. 35 Budget and Fiscal Policies.…………………………………………………….…...…………………...……………………….................. 53 Budget Summary...……………………………………………………………...…………………………...………………………............... 85 Revenue by Fund...………………………………………………………………………………...………………………....................87 Expenditure by Fund………………………………………………………………..……………...………………………....................90 Transfer Schedule……………......……………………………………..……………....…………...……………………….................93 CIP Budget by Theme……………………..………………………………………………………...………………………..................96 CIP Budget by Fund …..…………………………………………………………………..…...…...……….....…. 97 CIP Unfunded List…………………….………………………………………………………...…...………......... 99 CIP Operating Impacts………………………..……………………………………………...…...………......….. 102 CIP Budget by Expenditure Category………………………………............................…...……….................. 103 Summary of Budgeted Positions………….…………………...…..……………………………..…...……….......…...……….....… 105 Debt Service………….…………………...……………………………….…..…………………..…...……….....…… 109 Ten-Year General Fund Financial Forecast……………………..…………………………....…...……….....…… 123 Statements of Sources and Uses of Funds……………………..…………………………....…...……..…...……….....….....…… 143 General Fund………………………………………………………………………..…………...…...……….......…...………......…… 145 Special Revenue and Other Funds……………………………………………...……………..…...……..…...……….....….....… 159 Bridge Maintenance District #2 Fund………………………..…………………………..…...……..…...…………… 166 Building Development Services Fund………………………..…………………………..…...……..…...……………167 Building Special Programs and Training Fund……………………….…………………………..…...……..…...…………… 168 City Affordable Housing Fund.…………………………..………………………………....…...……..…...……. 169 Community Facilities District No. 2019-1 (Lawrence Station) Fund……………………..…...……..…...…… 170 Convention Center Maintenance District Fund.…………………………………………...…...……..…...…… 171 Developer Traffic Payments Fund..……………………………….................…………...…...……..…...…… 173 Downtown Parking Maintenance District Fund..……………………………...…………...…...……..…...…… 174 Endowment Care Fund……………..………………………………………………………..…...……..…...…… 175 Engineering Operating Grant Trust Fund…………………………………………………..…...……..…...…… 176 Expendable Trust Fund……………………………………………………………………...…...……..…...…… 177 Fire Development Services Fund ……………………………….…………………………..…...……..…...…… 179 Fire Operating Grant Trust Fund ……………………………….…………………………..…...……..…...…… 180 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 A B LE O F C O N T E NT S

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Special Revenue and Other Funds……………………………………………...……….……..…...……..…...…… Gas Tax Fund ………………………………………………………………………………..…...……..……………….182 Housing and Urban Development Fund ……………………………………………………………..….....………….183 Housing Authority Fund ………………………………………………………………………..…...………..………….185 Housing Successor Agency Fund …………………………………………………………………..….....…………...186 Library Donations Trust Fund ……………………………………………………..…...…...……………………….. 187 Library Operating Grant Trust Fund ……………………………………………..…...…...……………………… 188 Other City Departments Operating Grant Trust Fund ………………………..…...…...…………………………. 189 Parks and Recreation Operating Grant Trust Fund ……………………………………..…...…...………………. 190 Perpetual Care Fund………………………………………………………………..…...…...……………………….. 191 Police Operating Grant Trust Fund………………………………………………………..………………..…...…… 192 Prefunded Plan Review Fund ……………………………………………………………………..………………..…...…… 194 Public Donations Fund ……………………………………………………………………..………………..…...…… 195 Public, Educational, and Governmental Fee Fund ……………………………………...………………..…...…… 197 Road Maintenance and Rehabilitation (SB1) Fund ……………………………………..………………..…...…… 198 Traffic Mitigation Fund ……………………………………………………………………...………………..…...…… 199 Enterprise Funds…………………………………………...………………...………………..…...…………………………… 201
Cemetery Fund.…………………………………………………………………...………………..…...………………...…… 207 Convention Center Enterprise Fund…………………………………………………….……...………………..…...……208 Electric Operating Grant Trust Fund ……………………………………………………...……...………………..…...…… 209 Electric Utility Fund.………………………………………………………………...………………..…...…………………… 211 Sewer Utility Fund……………………...…………………………………………………………...………………..…...…… 213 Solid Waste Fund.……………………………………………………………...…………………...………………..…...…… 215 Water Recycling Fund……………………………………………………………………………...………………..…...…… 217 Water Utility Fund…………………………………………………………………………………...………………..…...…… 219 Internal Service Funds………………………...…………………………………………………..………………………...……………….. 221
Communication Acquisitions Fund…...…………………………………………………………………...………………..…...……… 225
Fleet Operations Fund….…………………………………………………………………………………………...………………..….. 226
Information Technology Services Fund…..……………………………………………………………………...………………..…...… 227
Public Works Capital Projects Management Fund………………………………………………………………...………………..… 228
Special Liability Insurance Fund……...……………………………………………………………………………...………………..… 229
Unemployment Insurance Fund.…………………………………………………………..………………………...………………..… 230
Vehicle Replacement Fund…………………………………………………………………………………………...………………..… 231
Workers’ Compensation Fund……..………………………………………………………………………………...………………..… 232
Capital Improvement Program Funds………………………...………………………………..……………..…...…… 233 Cemetery Capital Fund.…………………………………………………………………….……………..…...…… 238 City Affordable Housing Capital Fund…………….…………………………………………………..……………..…...…… 239 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 A B LE O F C O N T E NT S

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Capital Improvement Program Funds………………………...…………………………………………..…...…… Convention Center Capital Fund…………….…………………………………………………..……………..…...……240 Electric Utility Capital Fund…………….…………………………………………………..……………..…...…… 241 Fire Department Capital Fund………………...…………………………………………………………..…...…… 244 General Government Capital Fund………………………………………………………..……………..…...…… 246 Library Department Capital Fund………………...………………………………………....……………..…...…… 248 Parks and Recreation Capital Fund.………………………………………………………..……………..…...…… 249 Patrick Henry Drive Infrastructure Improvement Fund…............................................................................. 252 Public Buildings Capital Fund..………………………….…………………………………..……………..…...…… 253 Recycled Water Capital Fund………………………………………………………….…....……………..…...…… 255 Related Santa Clara Developer Fund…………………………………………………….....……………..…...…… 256 Sewer Utility Capital Fund …………………………………………………………………..……………..…...…… 257 Solid Waste Capital Fund.…………………………………………………………………...……………..…...…… 259 Storm Drain Capital Fund …………………………………………………………………...……………..…...…… 261 Street Lighting Capital Fund..………………………………………………………………..……………..…...…… 263 Streets and Highways Capital Fund………………………….……………………………..……………..…...…… 264 Tasman East Infrastructure Improvement Fund…...................................................................................... 268 Water Utility Capital Fund……..……………………………………………………………..……………..…...…… 269 Other Agency Fund………………………...………………………………..……………….………………………..……………… 271 Sports and Open Space Authority Fund…………………………………………………...…………………..……………… 274 Capital Improvement Program……….………………………………………………………………………………..……………… 275 Administrative Facilities………..…………………………………….………………………………………..………………… 277 Community Facilities. ……………..………………………………………………………………………………..………………… 301 Convention Center…………………………………………………………………………………………………..………………… 323 Electric Utility………………………….……………………………………………………………………………..………………… 333 Other Community Projects ………………………….……..……………………………..………………………..………………… 377 Parks and Trails………………………...……………………….………………………………..…………………………………… 389 Sewer Utility………………..……………………….………………………………………………..………………………………… 411 Solid Waste……………………………………………...……………………………………..……………………………………… 423 Storm Drain…….………………..……………………………………………………..……………………………………………… 429 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 A B LE O F C O N T E NT S

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Capital Improvement Program……….……………………………………………………………………………….. Technology and Equipment…………………………………………………………………………………………..……………… 449 Transportation…………………………………………………………………………………………………………..……………… 469 Water and Recycled Water Utilities………………………………………………………..………………………..……………… 507 Appendices………………………………………………………………………………………………………………..……………… 519 Budget Amendments Overview…..……………………………………………………………………………..……………… 519 Operating Budget Change Summary – Revenue ………………………..……..………..…………………..……………… 520 Operating Budget Change Summary – Expenditure ………...……………………………………………..……………… 522 Department Expenditures Change Summary………………………………………………………….…………………..……………… 524 FY 2024/25 Budget Amendments to Adopted Operating Budget Details……………………....…………………..……………… 542 CSMFO Award……………….....................................................………....…………………..……………… 577 GFOA Award……………….....................................................………....…………………..……………… 578 Indices…………………………………………………………………………………………….………………………..……………… 581 CIP Project Index by Theme..………………………………………………………….………………………..……………… 581 CIP Project Index by Department……….…………………………………………….………………………..……………… 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 | T R AN S MIT T AL L E T T E R April 29, 2024
Honorable Mayor, City Council and Residents of Santa Clara,

I am pleased to present the Proposed Biennial Capital Budget for fiscal years (FY) 2024/25 and 2025/26 and Five-Year Capital Improvement Program (CIP) as well as proposed amendments to the FY 2024/25 Adopted Operating Budget. This continues the biennial budget process that alternates between an operating and capital budget. This year’s budget focuses on our capital infrastructure, supporting the facilities that serve our residents and community.

The Biennial Capital Budget totals $642.6 million and the FiveYear CIP totals $1.04 billion, supporting infrastructure improvements throughout the City. Of this CIP amount, $914.6 million (88%) funds capital projects for the City’s utilities and there is sufficient funding in the associated utility funds to support these projects. The other projects total $127.6 million and fund improvements to the parks, trails, libraries, fire stations, transportation system, storm system, convention center and other City facilities. There are significant funding gaps in these areas and unfunded projects identified in this budget total $624 million over the next five years. This funding gap does not fully represent all the unmet/deferred infrastructure needs throughout the City beyond the five-year CIP period.

While the use of the General Fund Capital Projects Reserve addresses the most immediate needs in this Proposed Budget, the General Fund does not have sufficient funding to cover the significant unfunded capital costs. Long term funding strategies are needed to meet these infrastructure needs. A potential General Obligation Bond is currently being analyzed for potential inclusion in the November 2024 ballot for voter consideration.

While the focus of this budget is on capital improvements, there are recommended FY 2024/25 operating budget adjustments to update revenue estimates and account for updated labor and non-personnel costs in the General Fund and other funds. In the General Fund, $0.4 million from the General Fund Budget Balancing Reserve and $0.5 million from the Budget Stabilization Reserve are used to balance the budget.

Budget Milestones:

April 29: Release of Proposed
Budget
May 7: City Council Study
Session on Proposed
Budget
June 4: City Council Study
Session on Proposed
Budget
June 25: Public Hearing and
Adoption of FY
2024/25 and FY
2025/26 Biennial
Capital Budget and
Amendments to the FY
2024/25 Operating
Budget
July 1: Start of Fiscal Year
2024/25
7 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 MIT T AL L E T T E R Following is an overview of the total Proposed FY 2024/25 Budget, the Biennial Capital Budget and CIP, and proposed changes to the FY 2024/25 Operating Budget.

TOTAL BUDGET OVERVIEW
The FY 2024/25 Proposed Budget totals $1.35 billion. This budget figure includes adjustments for transfers, contributions and reserves to avoid double counting of the same funds (e.g., internal service funds are excluded).

The FY 2024/25 Proposed Budget is below the FY 2023/24 Adopted Budget of $1.76 billion primarily because the carryover of funds from FY 2023/24 to FY 2024/25 has not yet been factored into the budget. These carryover adjustments are expected to be brought forward later in the budget process and incorporated into the FY 2024/25 Amended Budget. The FY 2024/25 Amended Budget is $120.4 million above the FY 2024/25 Adopted Budget approved in June 2023 primarily due to additional planned investments in the capital budget. Table 1 below summarizes the total budgets by fund group.

Table 1: City of Santa Clara Annual Budget
Fund Type
FY 2023/24
Adopted Budget
FY 2024/25
Adopted Budget
FY 2024/25
Amended Budget
General Fund $ 281,795,558 $287,458,968 $306,591,330
Special Revenue Funds 48,639,709 37,111,226 41,458,963
Enterprise Funds 872,344,414 968,035,945 940,385,745
Internal Service Funds 39,606,414 41,304,602 45,524,215 Debt/Other* 374,983,049 40,658,134 152,273,904
Less (Transfers, Contributions, and Reserves)* (515,319,491) (247,455,561) (416,463,413) Subtotal Operating Budget $1,102,049,653 $1,127,113,314 $1,069,770,744 Capital Funds $657,486,151 $108,385,754 $286,566,592
Less (Transfers, Contributions, and Reserves)* (3,188,205) (1,454,000) (1,818,315) Subtotal Capital Budget $654,297,946 $106,931,754 $284,748,277 Total Budget $1,756,347,599 $1,234,045,068 $1,354,519,021 * Adjusts for transfers, contributions and reserves to avoid double counting of the same funds (e.g., internal service funds are excluded).

Guiding Framework
The City Council approves a set of Budget Principles each year. These Budget Principles provide a general framework and approach for developing the City’s budget, ensuring fiscal stability by considering both the short and long-term impacts of any funding decisions. The proposed principles are consistent with those approved last year with the Budget Stabilization Reserve (BSR) continuing to be set at a minimum of 15% of expenditures; this is an exception to the Council policy that would set the BSR at 25% of expenditures. The proposed FY 2024/25 Budget Principles can be found in the Budget and Fiscal Policies section of this document.

CAPITAL BUDGET OVERVIEW
The CIP guides the City in the planning, scheduling, and budgeting of capital investments within each of the twelve theme areas. The FY 2024/25 and 2025/26 Biennial Capital Budget and CIP is a carefully balanced 8 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 MIT T AL L E T T E R budget that reflects the City Council priorities and continues strategic investments in the City’s infrastructure.

The Proposed Biennial Capital Budget totals $642.6 million and the five-year CIP totals $1.04 billion.

Capital Project Overview by Theme
Table 2: Proposed CIP by Theme
Theme
2024/25
Budget
2025/26
Budget
Biennial
Budget
Five-Year
CIP
Administrative Facilities $2,343,000 $310,000 $2,653,000 $2,653,000 Community Facilities 2,771,934 500,000 3,271,934 3,271,934 Convention Center 2,150,000 0 2,150,000 2,150,000
Electric Utility 217,697,515 304,154,500 521,852,015 751,516,215 Other Community Projects 6,080,775 5,411,998 11,492,773 24,281,792 Parks and Trails 3,550,760 2,158,838 5,709,598 10,209,598 Sewer Utility 19,570,472 22,216,632 41,787,104 132,647,325 Solid Waste 788,000 812,000 1,600,000 4,180,000
Storm Drain 2,404,365 480,750 2,885,115 4,685,115
Technology and Equipment 2,993,823 751,000 3,744,823 6,213,623 Transportation 18,566,948 14,470,938 33,037,886 74,122,562 Water and Recycled Water Utilities 6,195,000 6,225,000 12,420,000 26,320,000 Total Capital Budget $285,112,592 $357,491,656 $642,604,248 $1,042,251,164 Prioritizing Capital Projects
The capital projects are prioritized within each theme based on a number of factors, including:
 condition assessments of the existing infrastructure
 infrastructure needs to address growth and capacity needs due to development  improvements to meet changing needs and address City goals, such as energy efficiency projects and pedestrian and bicycle improvements
 availability of funding, including dedicated sources and grants The capital infrastructure associated with the City’s utilities (electric, water, recycled water, sewer, and solid waste) is funded primarily through customer service charges, developer contributions, and debt financing. Improvements are programmed to maintain the current infrastructure as well as address future capacity needs. There are dedicated funding sources to address these needs.

Capital projects in the non-utility infrastructure areas (e.g., transportation, parks, community centers, libraries, city facilities, storm system, convention center) are prioritized based on the factors above within the available funding. The dedicated funding sources, such as Quimby Act and Parks Mitigation Fee Act revenues, Gas Tax revenues, and various grants and developer contributions, are programmed in accordance with the funding restrictions. The General 9 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 MIT T AL L E T T E R Fund Capital Projects Reserve (CPR) is used to address capital projects needs where there is not a dedicated funding source.

In the Proposed CIP, the limited CPR provides funding of $16.0 million for capital projects, including $15.0 million for projects identified in this CIP and $1.0 million for projects previously approved for funding in the out years of the last CIP. These modest sources are sufficient to fund only some of the most critical needs; there remains over $600 million of unfunded projects identified over the next five years.

The proposed uses of the limited CPR funds address
critical needs and health and safety issues (e.g., Fire Training Tower Renovation, Fire Personal Protective
Equipment Replacement, Emergency Operations
Center Security Upgrades, and Central Park Library –
Public Safety Radio Coverage), allocate minimal
funding to maintain City assets (e.g., RepairModifications to City Buildings, Repair Historic Buildings, Park Improvements, and Senior Center
Natatorium HVAC), and meet various requirements
(e.g., Green Stormwater Infrastructure Design and
Construction and Bridge Maintenance Program) as
shown in the table below. Given the limited funding available, most of the projects are funded for the first two years which represent the Biennial Capital Budget period, with unfunded amounts in the out years that would have to be addressed in a future CIP as funding allows.

Table 3: FY 2024/25 – FY 2028/29 Five-Year Capital Improvement Program Proposed Use of the General Fund Capital Project Reserve Theme
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
FY
2028/29
5-Year
Total
Administrative Facilities
City Hall Gutter and Waterproofing
Repair
485,000 485,000
City Buildings Upgrade Lighting to
LED Project
500,000 500,000
Electric Vehicle Charging (Fleet) 200,000 200,000
Emergency Operations Center
Security Upgrades
294,000 294,000
Morse Mansion Maintenance & Repair 50,000 50,000
Repair to Historic Buildings 100,000 100,000 200,000
Repairs-Modifications to City
Buildings
175,000 175,000 350,000
Fire Training Tower Renovation 504,000 504,000
Triton Museum Repair & Modifications 35,000 35,000 70,000 Administrative Facilities Total $2,343,000 $310,000 $0 $0 $0 $2,653,000 Community Facilities
Central Park Library – Public Safety
Radio Coverage
120,000 120,000
10 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 MIT T AL L E T T E R Table 3: FY 2024/25 – FY 2028/29 Five-Year Capital Improvement Program Proposed Use of the General Fund Capital Project Reserve Theme
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
FY
2028/29
5-Year
Total
Planning and Construction of
Temporary and/or Permanent ISC
Replacement Facility
500,000 500,000 1,000,000
Northside Branch Library – Automated
Materials Handling System
332,400 332,400
Senior Center Natatorium HVAC-Ph 1 172,500 172,500
Community Facilities Total $1,124,900 $500,000 $0 $0 $0 $1,624,900 Parks and Trails
Park Improvements 470,000 479,400 949,400
Parks and Trails Total $470,000 $479,400 $949,400
Storm Drain
Bowers Parking Lot Rehabilitation 63,000 63,000
Green Stormwater Infrastructure
Design & Construction
747,500 747,500
SDPS Motor & Control Maintenance,
Repair & Replace
315,000 330,750 645,750
Storm Drain Pump Station Remote
Terminal Unit (RTU) Upgrade
690,000 1,800,000 2,490,000
Storm Drain Pump Station (SDPS)
Facility Maintenance & Repair
74,550 74,550
Storm Drain Repairs and Maintenance 150,000 150,000 300,000 Storm SCADA Fiber Ready 364,315 364,315
Storm Drain Total $2,404,365 $480,750 $1,800,000 $0 $0 $4,685,115 Technology and Equipment
City Hall Data Center HVAC & Fire
System Remediation
350,000 350,000
Cyber Security Risk Mitigation 286,808 286,808
Defibrillator Replacement 70,000 70,000
Enterprise Asset Management 100,000 100,000
Financial & Human Resources Mgmt.

System (FHRMS) Update
448,896 308,402 757,297
Police Mobile Data Computer
Replacement
515,804 515,804
Fire Personal Protective Equipment
Replacement
592,019 592,019
Utility Management Information
System (UMIS) Enhancements
1,000 1,000 1,000 3,000
Technology and Equipment Total $2,364,527 $309,401 $1,000 $0 $0 $2,674,928 Transportation
ADA Transition Plan Implementation
(Public Right of Way)
250,000 250,000 500,000
Bridge Maintenance Program 710,000 710,000
Sidewalk, Curb and Gutter Repair 350,000 350,000 700,000 11 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 MIT T AL L E T T E R Table 3: FY 2024/25 – FY 2028/29 Five-Year Capital Improvement Program Proposed Use of the General Fund Capital Project Reserve Theme
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
FY
2028/29
5-Year
Total
Street Tree Services 438,720 451,882 465,438 1,356,040
Traffic Engineering Consultant
Support
100,000 100,000
Transportation Total $1,138,720 $1,051,882 $1,175,438 $0 $0 $3,366,040 Total General Fund CPR Funded
Projects $9,845,512 $3,131,433 $2,976,438 $0 $0 $15,953,383 Proposed CIP Capital Projects by Theme
Following are highlights of the capital projects included in the Proposed CIP by theme.

Administrative Facilities
The Administrative Facilities theme includes projects to preserve the function and operational efficiency of City facilities such as Fire Department facilities, the Triton Museum, Morse Mansion, City Hall and other historic buildings. These capital investments will provide renovations and improvements to include paint, plumbing and electrical fixtures, and roof repairs to ensure safe and appropriate facilities for the public and City employees.

Some of the major projects in the Administrative Facilities are detailed below.

Fire Training Tower Renovation
The Fire Department’s Training Tower is a major component of daily firefighter training activities. This five-story tower, constructed in 1991, is subject to extreme conditions as part of the training that the City’s firefighters complete on a weekly basis. From breaking down doors and fighting simulated fires that fully engulf floors in the tower, to rappelling down the side of the tower to simulate high-angle rescue operations, this indispensable piece of equipment is the backbone for the City’s mandatory manipulative training and testing. The project scope includes the repair to the existing stairwells, removing and installing new components that are close to failure or have failed, are heavily corroded, and are no longer usable. This project is partially funded in the CIP.

Repairs – Modifications to City Buildings
This project covers general repairs and maintenance for the City Hall complex, such as repair, replace, or upgrade building components, including tenant improvements and general maintenance. Some of the past projects have included carpet, furniture, and general repairs. This project is used for electrical services, various preventative maintenance services, pest control services and other maintenance services and repairs relating to City Hall.
12 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 MIT T AL L E T T E R City Hall Gutter and Waterproofing Repair Project
This project funds repairs to the gutter and waterproofing throughout the City Hall campus. During rainstorms, gutters located primarily in the West Wing (Human Resources and former Silicon Valley Power offices) leak, resulting in flooding. The gutters will be repaired or replaced, followed by the addition of a waterproofing membrane. Additional locations for gutter repair include the Department of Public Works offices and the East Wing of City Hall.

City Buildings - Upgrade Lighting to LED Project
Assembly Bill 2208 (AB2208) requires lighting vendors to stop selling 2', 4', 8' fluorescent bulbs, which are currently used in every City facility. The City is now required to upgrade to LED technology. In compliance with AB2208, retrofitting of lighting fixtures to LED in City Hall and other City buildings is being scheduled.

Maintenance and Repair of City and Historic Buildings
There are four projects that set aside funding to maintain and repair the following: 1) city buildings, 2) historic buildings, 3) the Triton Museum, and 4) Morse Mansion.

Community Facilities
The Community Facilities theme includes projects to enhance the functionality and sustainability of many important City-owned facilities.

The major projects in the Community Facilities theme are detailed below.

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.

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 13 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 MIT T AL L E T T E R public service. This project will replace this critical piece of equipment, which receives and sorts upwards of 118,000 items annually, with use increasing due to the increase of hours Library is open to the public.

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.

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.

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

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

Some of the major projects in the Electric Utility theme are detailed below.

Scott Receiving Station (SRS) Rebuild and Replacement
The Scott Receiving Station (SRS) was first constructed in 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 replaces SRS 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.

The SRS site will be designed for up to three (3) power transformers and include a breaker and half bus arrangement.

Kifer Receiving Station (KRS) Rebuild and Replacement
The Kifer Receiving Station (KRS) was first constructed in 1955 and 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 replaces 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.

Northern Receiving Station (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.
15 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 MIT T AL L E T T E R 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.

Other Community Projects
The projects in the Other Community Projects theme include those that do not easily fit within one of the other CIP categories such as the Related Santa Clara Project. The goal of projects in this category is to explore opportunities, through public-private partnerships and community engagement that would guide the growth of the City by maximizing the overall economic benefit of future land uses and create a more vibrant community.

The projects in the Other Community Projects theme are detailed below.

Related Santa Clara Project
The Related Santa Clara project, 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. This projects funds City staff and third-party contracts that support the project, offset by reimbursement from the Related Santa Clara.

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 Services
Allocation
The Public Works Capital Management Services Allocation recoups Public Works Department staff time and non-personnel costs for general project management, design, engineering and inspection services for the City’s CIP projects.
16 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 MIT T AL L E T T E R Parks and Trails
The projects in the Parks and Trails theme address the City Council’s adopted goal to “enhance community sports and recreational assets” by providing measurably improved play value in inclusionary, environmentally sustainable, age-friendly Parks & Recreation facilities for all residents. Trails projects serve a dual purpose of transportation (biking and walking) and recreation.

It is important to note that there are limited projects reflected in the CIP as the Quimby Act and Mitigation Fee Act revenues will be appropriated as they are received. The Parks and Trails and Community Facilities sections of this document include a prioritized list of projects that are expected to be funded from these sources once they are received. Budget amendments will be brought forward in the future to recognize these revenues and fund these projects.

Major projects in the Parks & Recreation theme are detailed below.

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. In this CIP, funding is added to the Maywood Park Rehabilitation project.

This CIP includes design funding for the 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 will renovate 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 Schematic Design was approved by the City Council on April 9, 2024. Additional funding will be needed for the construction phase of these projects.

Central Park Access & Parking Improvements
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. 17 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 MIT T AL L E T T E R Sewer Utility
The capital projects in the Sewer Utility theme support the maintenance, rehabilitation, and repair of the City’s sanitary sewer collection system which collects and conveys wastewater to the jointly owned San José-Santa Clara Regional Wastewater Facility (RWF) for treatment and disposal of approximately 13-14 million gallons of sanitary sewage per day. The Sewer Utility maintains sewer pump stations and collaborates with the Public Works Department in the operation and maintenance of the Storm pump stations.

Some of the major projects in the Sewer Utility theme are detailed below.

San José-Santa Clara Regional Wastewater Facility
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 tracks as well as costs for adjustments of sewer facilities in the public right-of-way required for public works projects.

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.

Solid Waste
The project in the Solid Waste category provides for monitoring, data collection, reporting, repairs and maintenance at the City’s closed landfill. These efforts are performed as required by the Regional Water Quality 18 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 MIT T AL L E T T E R Control Board, Bay Area Air Quality Management District, CalRecycle, and Santa Clara County Department of Environmental Health.

Storm Drain
The projects in the Storm Drain category maintain and improve the storm drain infrastructure, including the pipe conveyance system, pump and lift stations, manholes, catch basins, outfalls, retention basins, trash capture devices, and drainage swales. The CIP also includes work related to compliance with the Municipal Regional Stormwater National Pollutant Discharge Elimination System Permit and management of stormwater runoff and collection.

Major projects in the Storm Drain theme are detailed below.

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 a 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 RTUs are outdated and are soon to be no longer supported by the manufacturer. Updating the RTUs 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).

Green Stormwater Infrastructure Design and Construction The Municipal Regional Stormwater NPDES Permit 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. The first phase of the project is funded in FY 2024/25 and includes feasibility studies and development of plans and specifications for four project locations. 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. In FY 2025/26 staff will seek 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 costs are currently unfunded.
19 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 MIT T AL L E T T E R Technology and Equipment
The capital projects in the Technology and Equipment category serve to increase efficiency, security, and functionality throughout the City. It should be noted that, effective FY 2025/26, several Fire and IT Department projects are planned to be shifted to the respective operating budgets.

Some of the major projects in the Technology and Equipment program are detailed below.

Fire Protective Equipment Replacement and Fire Defibrillator Replacement The Fire Department requires personal protective equipment and gear for its firefighters. This project provides funding for the regular replacement of this 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 funded in the CIP budget. Effective FY 2025/26, these project budgets will be reflected in the Fire Department’s General Fund operating budget.

Police Vehicle Mobile Data Computer (MDC) Replacement
This project replaces the MDCs that have reached their useful life to ensure the effective operation of the Police Department’s MDCs and avoid higher costs for support and maintenance of items with no warranty. This will replace 67 MDCs and provide funding for necessary accessories including modems, docking stations, and antennae.

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 modern fixed asset system and enhancing accounts receivable and accounts payable processes. 20 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 MIT T AL L E T T E R 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.

Transportation
The projects in the Transportation theme design, construct, and maintain local transportation facilities.

Transportation facilities include public streets, sidewalks, curb/gutters, handicap ramps, bicycle facilities, street intersections, crosswalks, traffic operations devices, traffic signals and equipment, traffic and street signage and pavement markings, and landscaped areas.

Some of the major projects in the Transportation program are detailed below.

Annual Street Maintenance and Rehabilitation Program
The City has an ongoing allocation for the maintenance and repair of City streets. The City uses the Pavement Management System (PMS) to determine which streets are in critical need of repair or maintenance. The 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)
 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 21 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 MIT T AL L E T T E R 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.

Water and Recycled Water Utilities
The capital projects in the Water and Recycled Water Utilities theme support the design, construction, distribution, metering, quality monitoring and system maintenance for both potable and recycled water. The Water Utility operates and maintains approximately 27,000 service connection points, 335 miles of distribution mains, seven storage tanks, and 26 groundwater wells. The recycled water system distributes highly treated wastewater for non-potable uses. Currently, there are over 280 service connections and 33 miles of distribution pipelines.

Some of the major projects in the Water Utility are detailed below.

Supervisory Control and Data Acquisition (SCADA) Improvements This project funds improvements and upgrades to the existing Supervisory Control and Data Acquisition (SCADA) system and funds any needed replacements to system hardware or software. Once this system is fully upgraded, it will allow for the real time collection of data regarding the operation of the water, sewer, and storm systems, including alarms to warn of dangerous, or soon to be dangerous conditions, and the ability to control the operation of certain assets remotely. The project is also funding the deployment to a new fiber backbone during the five-year CIP.

New and Replacement Wells
This project funds the study of the feasibility of two new replacement groundwater wells for the City, as well as the associated design, engineering, and construction management services. The aim is to replace groundwater wells that are no longer serviceable and construct new wells to maintain the adequacy of water supply and the diversity of the City's water portfolio into the future.

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.
22 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 MIT T AL L E T T E R 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.

Capital Program Accomplishments
The City continues to deliver a wide variety of capital improvements with the existing funding allocated to capital projects. Recent accomplishments are summarized below.
 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 much-needed new restroom facility was completed in March of 2024, expanding accessibility in the popular park.  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.
 Groundbreaking for the Magical Bridge Playground at Central Park occurred in May of 2023 and the park is slated to open to the public in the summer of 2024. The playground features innovative and all-inclusive 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.
23 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 MIT T AL L E T T E R  Construction for Phase I of the Stationary Standby Generators has been substantially completed to replace nine emergency standby generators.
 Construction for Phase II of the Stationary Standby Generators has begun to replace four emergency standby generators.  Design for Phase III of the Stationary Standby Generators has begun to replace four emergency standby generators.
 In December 2023, the City Council certified the Environmental Impact Report and adopted the Downtown Precise Plan and Form Based Zoning Code to implement the community’s vision and objectives for a vibrant, pedestrianoriented destination Downtown with a mix of residential, office, and civic uses.  The public spaces in the Convention Center have been 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  Staff has been working with a consultant to build out a website on how developers and property owners submit their Transportation Demand Management (TDM) plans. Staff and the consultants have been collecting TDM plans that will go into this database. The website is scheduled to be launched in late summer/fall 2024.
 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.  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.  Progress was made in several areas of the Enterprise GIS program with continued focus on integrations with citywide applications (e.g., street tree inventory mapping, Parks and Recreation facilities, sewer system GIS digital model).
24 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 MIT T AL L E T T E R  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.
 Completed preventative maintenance and rehabilitation for approximately 42 lane miles of street pavement in 2022 and 2023.
 Received American Public Works Association (APWA) Award for Project of the Year for Serra Tanks Rehabilitation.
 Allocation of recycled water resources increased from South Bay Water Recycling (SBWR) to support ongoing sustainability strategy  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.

Unfunded Projects and Priorities
The funding available to support capital projects is not sufficient to meet the infrastructure needs in many areas.

The chart below identifies unfunded projects of approximately $626.2 million that were itemized as part of this CIP process. Of this amount, $623.7 million would rely on funding from the General Fund Capital Projects Reserve.

Table 4: Unfunded CIP Projects by Theme
Theme Unfunded Projects
Administrative Facilities $202.6 M
Community Facilities 211.6 M
Convention Center 15.8 M
Parks and Trails 117.6 M
Storm Drain 45.0 M
Technology and Equipment 1.2 M
Transportation 32.4 M
Total Unfunded Projects $626.2 M
A listing of the unfunded projects by theme is included in the Budget Summary section of this document. This includes several fire stations; parks, outdoor spaces and trails; community parks and library facilities; the International Swim Center; streets and roads pavement; traffic safety and accessibility; and storm sewer system infrastructure.
25 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 MIT T AL L E T T E R The unfunded projects identified in this report represent only a portion of the unmet/deferred infrastructure needs in the City, with many significant needs spread across the capital theme areas.  Storm Drain Master Plan - $290 million (in 2018 dollars) and the Storm Drain Pump Station Evaluation identified $3 million (2018 dollars) annually for pump station repair, maintenance and upgrades  Santa Clara Bicycle Plan Update 2018 - $39.3 million (in 2018 dollars)  Santa Clara Pedestrian Master Plan - $194.0 million (in 2019 dollars)  Americans with Disabilities Act Self-Evaluation and Transition Plan (Draft) - $758.5 million (in 2024 dollars)
 Public buildings (e.g., new City Hall, existing City Hall, historic buildings, corporation yard) Potential Funding Sources
The City has historically relied on annual General Fund savings allocated to the Capital Projects Reserve to support various capital improvements not supported by dedicated funding sources (e.g., utility infrastructure funds, dedicated transportation and parks funds). The Capital Projects Reserve does not provide consistent funding nor is it sufficient to address the significant unfunded/unmet capital infrastructure needs.

Additional capital revenue sources are needed to start meeting these needs. As directed by the City Council, staff has been researching a potential bond measure to address critical capital project needs. Because General Obligation Bonds require voter approval, efforts to inform residents about these unmet capital needs and obtain their feedback are critical to gauge community priorities. These efforts are ongoing and designed to allow a robust community engagement process.

In addition to the infusion of one-time funds to address the backlog of needs, an ongoing funding mechanism is necessary to ensure the capital infrastructure remains in good condition. This may include a parcel tax measure, and/or other dedicated funding (e.g., allocate an increase to the documentary transfer tax to fund City infrastructure).

Operating Budget Impacts of Capital Projects

The table below summarizes the additional annual resources required to operate and maintain new facilities coming on-line during the out years of the CIP. The FY 2024/25 Budget includes operating and maintenance funds for facilities.

Table 5: Operating Budget Impacts by Theme
Theme 2024/25 2025/26 2026/27 2027/28 2028/29
Parks and Trails $33,200 $33,866 $34,542 $35,233 $35,938 Technology and Equipment 0 50,000 56,000 57,020 58,060
Transportation 1,500 41,165 42,753 44,413 46,145
Total Operating Budget
Impacts $34,700 $125,031 $133,295 $136,666 $140,143
In addition, for certain parks projects, the City requires funding for construction, operation and maintenance for a minimum of 40 years from developer-dedicated parkland or creation of a special district. 26 OPERATING BUDGET OVERVIEW
Over the past few years, there have been significant financial challenges that necessitated General Fund budget balancing actions starting in FY 2020/21 and continued over the past several years. A combination of strategies has been used to address the budget deficits, including the use of one-time reserves and federal stimulus funds, new revenues, and expenditure reductions. This multi-pronged approach has balanced the competing goals of aligning ongoing revenues and expenditures and minimizing the service delivery impacts to the community. It has also allowed time for General Fund revenues to recover post pandemic.

While the General Fund position has improved, budget shortfalls are projected in upcoming years as discussed below. Budget actions will be brought forward in those years as necessary to balance the budget based on updated projections in the General Fund Forecast. In FY 2024/25, a small General Fund shortfall of $0.9 million is projected and is proposed to be addressed by the use of $0.4 million from the General Fund Budget Balancing Reserve established for this purpose and $0.5 million from the Budget Stabilization Reserve.

Ten-Year Financial Forecast and Economic Outlook
The Ten-Year General Fund Financial Forecast (Forecast) provides policy makers and the public an updated assessment of the City’s fiscal health and serves as a strategic planning tool to assist the City Council, staff, and the public with decision-making as they work to adopt the budget and consider long-term financial strategies for the City. The Forecast also identifies known risk factors and vulnerabilities, and it provides a foundation for evaluating priorities and understanding trade-offs moving forward.

The Forecast, which is included in the Ten-Year General Fund Financial Forecast section of the document, compares anticipated ongoing General Fund revenues with base expenditures, which include the projected costs of providing the current level of service. Individual projections of revenues and expenditures are developed based on trend analyses, input from available economic reports, consultant recommendations, departments, updated salary and benefit information, and non-personnel costs. The most current information available is incorporated into the Forecast.

As shown in the table below, this Forecast shows a General Fund shortfall of $0.9 million in FY 2024/25 and small to moderate shortfalls in the remaining years of the Forecast. The projected shortfall of $0.9 million is equivalent to 0.3% of forecasted expenditures, while the shortfalls in the out years ranging from $6.0 million to $19.3 equate to 1.9% to 5.0% of expenditures annually.

FY 20 2 4/ 2 5 A N D FY 2 02 5 / 2 6 P ROPOSE D C APITAL I M P R OVE M E N T P R OGRA M B UD GET | T R AN S MITT AL LETTE R 27 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 MIT T AL L E T T E R Table 6: FY 2025-2035 General Fund Ten-Year Financial Forecast $ in millions

2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 2034/35 Projected
Revenues $297.4 $309.9 $321.6 $333.8 $346.6 $360.2 $373.9 $388.4 $403.2 $418.8 $434.9 Projected
Expenditures $298.3 $315.9 $333.5 $348.5 $364.9 $378.3 $393.2 $404.0 $418.6 $432.5 $448.9 Cumulative
(Shortfall)/
Surplus
($0.9) ($6.0) ($11.9) ($14.7) ($18.3) ($18.1) ($19.3) ($15.6) ($15.4) ($13.7) ($14.0) % of
Expenses (0.3%) (1.9%) (3.6%) (4.2%) (5.0%) (4.8%) (4.9%) (3.9%) (3.7%) (3.2%) (3.1%) The Forecast does not include the following:
 One-time funding sources and one-time expenditure needs;  The cost to address unmet/deferred capital infrastructure needs;  Potential additional revenue from Stadium (performance rent/excess revenue) and Related (future project phases);
 Revenue and staffing impacts of development projects; and  Additional contributions to Reserves (Budget Stabilization Reserve, Capital Projects Reserve, Pension Reserve).

Historically, the City has funded many of capital infrastructure and equipment needs with one-time funds on a pay-as-you-go basis. The use of one-time funds as the funding mechanism for capital improvements and various equipment that rely on the General Fund creates challenges. The lack of sufficient one-time funding has resulted in a backlog of unmet/deferred infrastructure needs. Staff will continue to evaluate potential options to create capacity to address those funding needs.

In addition to the elements described above that are not factored into the Forecast, the City has identified various risk factors that could have a potential impact on the Forecast. These include:
 Economic slowdown/recession;
 State/federal legislative changes and legal challenges;  Labor costs outside the budget assumptions;
 CalPERS actuarial changes or reform actions; and
 Unanticipated critical capital/infrastructure needs.

Economic Outlook
While there are varying forecasts, economic growth continues but is expected to be constrained in 2024. The March 2024 UCLA Anderson Forecast assumes no recession but does expect slower growth in 2024 as a result of the impact of higher interest rates on consumption, housing and business investment. The UCLA Forecast 28 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 MIT T AL L E T T E R also identified risks to the Forecast, including the potential shutdown of the government, the impact of geopolitical events, and the impact of the election of national economic policies.1 Quarterly Real GDP Growth, Seasonally Adjusted Annual Rates The Conference Board Economic Forecast for the US Economy also no longer forecasts a recession for 2024 but does expect consumer spending growth to cool and for the overall GDP growth to slow to under 1% over the second and third quarters of 2024. After that point, inflation and interest rates are expected to normalize and annualize GDP growth is projected at near 2% in 2025.2
In the fourth quarter 2024 second estimate, the Gross Domestic Product (GDP) increased at an annual rate of

3.4%, following a GDP increase of 4.9% in the third quarter. Real GDP increased 2.5% in 2023 compared with a 1.9% increase in 2022. In 2023, the GDP increase primarily reflected increases in consumer spending, nonresidential fixed investment, state and local government spending, exports, and federal government spending that were partially offset by decreases in residential fixed investments and private inventory investment.3 1 UCLA Anderson Forecast, March 2024, The U.S. Economic Outlook and the 2024 Consumer Sentiment Consumption Disconnect 2 https:///www.conference-board.org/research/us-forecast, The Conference Board Economic Forecast for the US Economy, Updated March 15, 2024
3 www.bea.gov/news/2024/gross-domestic-product-fourth-quarter-and-year-2023-third-estimate-gdp-industry-and

29 City of
Santa Clara
¾
7 .5
5 2.5
0 -2.5 -+--------------~------------
2021 2022 2023 2024 2D2ei 2026
5om'Ce: t-CL:l .Jnd«r.sP11 .Faroe.as. and U.S. Buroo.u oJ Ecom:miic .:b1al1•sis 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 MIT T AL L E T T E R Employment data has remained positive with low unemployment rates. On a national level, the unemployment rate was 3.9% in February 2024, which is slightly above the 3.6% in February 2023.

U.S. Civilian Unemployment Rate, seasonally adjusted
Note: shaded area represents recession, as determined by the National Bureau of Economic Research Source: U.S. Bureau of Labor Statistics
30 City of
Santa Clara
Real GDP: Percent change from preceding quarter
40 30
20 10
0 -10
-20
-30
-40
I .l L!
2020
U.S. Bureau ofEconomic Analysis
Percent

16.0 14.0

12.0 10.0

8.0 6.0

4.0 2.0
Feb Feb
2004 2006
U.1
2021
Feb Feb Feb
2008 2010 2012
l.l
2022
Feb Feb Feb
2014 2016 2018
Ul .)
2023
Seasonally adjusted annual rates
Feb Feb Feb
2020 2022 2024
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 MIT T AL L E T T E R The unemployment rates at the state and local level also remain relatively low, with this region below the state but slightly above the nation.

Property values in Santa Clara remain high but declined slightly in 2023. In 2023, the median price of a singlefamily home totaled $1.7 million, which was down from the 2022 level of $1.8 million as shown in the SingleFamily Residential Home Sales chart. The number of closed sales, however, has dropped significantly from 515 in 2022 to 380 in 2023. This is the lowest number of closed sales over the last ten-years.

There are significant development projects underway in Santa Clara that will bring new revenues as well as new costs. The financial impacts of these developments have not been factored into this forecast given the uncertainty regarding the timing. However, it is anticipated that this additional development activity will have a positive impact on the forecast.

Unemployment Rate
(Not Seasonally Adjusted)
Dec
2020
Dec
2021
Dec
2022
Dec
2023
Nation 6.5% 3.7% 3.3% 3.5%
California 8.8% 5.0% 4.1% 5.1%
San José-Sunnyvale-Santa
Clara Metropolitan Statistical
Area

6.2% 2.9% 2.4% 4.1%
Source: California Employment Development Department, U.S. Bureau of Labor Statistics
Data Source: Santa Clara County Association of Realtors 31 $2,000,000
$1,800,000
$1 ,600,000
$1 ,400,000
$1 ,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
City of
Santa Clara
City of Santa Clara
Single Family Residential Home Sales
111111 I
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
• Ave. Price • Med. Price
700
600
500
400
300
200
100
City of Santa Clara
Number of Single Family Closed Sales
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
I ■ # of aosed Sales
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 MIT T AL L E T T E R Amendments to the FY 2024/25 Adopted Operating Budget
The City Council approved the FY 2023/24 and 2024/25 Biennial Operating Budget in June 2023. While this year’s budget is focused on the capital budget, amendments to the FY 2024/25 Adopted Operating Budget are necessary to reflect the updated revenue estimates and to account for updated labor and non-personnel costs in the General Fund and other funds. There are limited service enhancements that are recommended for funding from savings in FY 2023/24, including:
 Police Parks Patrol: 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.  Library Hours: adds funding of $91,640 to add Sunday library hours at the Central Park Library.  Senior Trips: restores the Senior Trips program that was defunded during the pandemic. Funding is proposed for approximately 10 local trips annually that would be partially offset by revenue. The net cost is estimated at $13,100.

The 2024/25 Proposed Budget also reflects an increase of 9.0 positions from the 2023/24 Adopted Budget. This includes the following: the addition of 4.0 development-related positions approved in FY 2024/25 as part of the FY 2023/24 and FY 2024/25 Adopted Operating Budget; 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 to provide needed internal controls; and the addition of 1.0 Senior Information Technology Services Manager in the Information Technology Department to provide necessary resources to advance many of the technology-related projects city-wide. These positions are detailed in the Budgeted Positions section of this document.

The detailed amendments to the FY 2024/25 Operating Budget by fund can be found in the Appendices section of this document.

Council Priorities
There are other City Council priorities that have not been funded. On March 25, 2024 and April 3, 2024, the City Council held two City Council Priority Setting Sessions where needs and priorities were identified. Staff is developing the prioritized list that will be presented separately. There is existing funding of $250,000 to support these efforts.

Stadium Authority
The Stadium Authority exists as a public body, separate and distinct from the City, and is established to provide for development and operation of Levi’s Stadium. It is structured so that the City will not be liable for debts or obligations of the Stadium Authority. The Stadium Authority’s stand-alone Fiscal Year 2024/25 Operating, Debt and Capital Budget was adopted by the Stadium Authority Board on March 12, 2024 and can be found at https://www.santaclaraca.gov/our-city/santa-clara-stadium-authority/financial-reports#Stadium-Budget. This budget reflects the revenues and expenditures related to the support of the Stadium. In the City budget, City 32 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 MIT T AL L E T T E R expenditures related to the Stadium Authority are budgeted in the General Fund, under Non-Departmental, and are reimbursed by the Stadium Authority.

SUMMARY
The City of Santa Clara takes pride in providing excellent services to the community and will continue to work to address the current budget challenges. This budget presents a spending plan for capital improvements with the funding available and also adjusts the FY 2024/25 Operating Budget.

The Proposed Fiscal Year 2024/25 and 2025/26 Biennial Capital Budget is consistent with the City’s mission and appropriates the resources to address the highest priority capital infrastructure needs. There remains, however, significant unfunded capital infrastructure needs for which there are no funding sources. This is an ongoing challenge and additional revenue sources will be needed in the future to address those needs.

The overall FY 2024/25 General Fund balancing strategy adopted as part of the FY 2023/24 and FY 2024/25 Biennial Operating Budget remains in place. Based on the latest revenue and expenditure projections for FY 2024/25, the use of $0.4 million from the Budget Balancing Reserve and $0.5 million from the Budget Stabilization Reserve is necessary to bring the General Fund into balance. Based on the latest Ten-Year General Fund Forecast, shortfalls are expected to be addressed in the next Biennial Operating Budget and a combination of revenue solutions, expenditure reductions and use of reserves is again expected to be used. The Forecast will be refined next year and will inform the actions necessary.

City departments worked together to prepare this Proposed Budget for consideration by the City Council and the community. The hard work and dedication of City staff are greatly appreciated through this current process and will be critical as we continue to address the City’s budget challenges.

In closing, I want to thank the City Council for our continued strong partnership in supporting vital City services while also ensuring the fiscal health of the City. It is through this strong partnership that we have already overcome significant budget deficits and continued to provide a wide range of public services that our community enjoys.

Respectfully submitted,
Kenn Lee
Director of Finance ovan Grog
City Manag
33 This page is intentionally left blank.
34 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 IT Y A T A G L AN C E

SANTA CLARA AT A GLANCE
The City of Santa Clara (City) has always reflected the progressive, bellwether nature of California. It is one of the oldest cities in the state, an agricultural powerhouse in the 1800s, and the birthplace of many of the technology innovations that created Silicon Valley in the 1900s. Today, it maintains its leading-edge status as a community that is nationally recognized for its livability and a city that has a sustainable, bright future powered by the private investment of billions of dollars in new development and growth opportunities.

History
Santa Clara was incorporated in 1852 as a Charter City with a Council/Manager form of government although it existed as a community for hundreds of years prior to that as a village for the Ohlone and their ancestors. European explorers came to the area in the mid-1700s and settled it as a military and religious outpost. It is called the “Mission City” in reference to the Mission Santa Clara de Asis, which opened in 1777 as one of 21 Spanish missions established by Franciscan padres along El Camino Real in California.

Size
Santa Clara encompasses 18.28 square miles in the heart of Northern California’s Santa Clara County, also known as Silicon Valley, in recognition of the region’s leadership in technology innovations that changed the way the world lives, works, learns and plays. It is part of the burgeoning South Bay metropolitan area that includes the City of San José, the 10th largest city in the U.S., and the wider nine-county San Francisco Bay Area that is the fastest growing region in the state.

Population1
The 2023 population of the City of Santa Clara is estimated at 132,476 and is one of the most diverse in the nation with about 45% of residents born outside the U.S. The City’s residents are highly skilled and educated, with approximately 65% of adults holding a bachelor’s degree or higher. The median age is 34 years and the median household income is reported at $165,352. 35 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 IT Y A T A G L AN C E Business1
Businesses in City of Santa Clara range from entrepreneurial start-ups, to longstanding family owned firms, to the international headquarters of Fortune 500 corporations. Millions of square feet of new office and retail projects are under development or in planning stages, greatly expanding the City's capacity to accommodate businesses that want to start, relocate or expand in a high energy, dynamic environment. Some of the largest employers within the City include Advanced Micro Devices Inc., Applied Materials Inc., California’s Great America, Intel Corporation, Nvidia Corp, and ServiceNow Inc.

City Services
Santa Clara is a full-service city with its own police and fire departments and electric, water and sewer utilities. Other core services include libraries, parks, award winning services and recreational programs for seniors and youth, neighborhood beautification, free citywide outdoor Wi-Fi, special events and support of history and art museums. The City also provides development and planning services, housing programs, and maintenance of the City’s transportation infrastructure.

Housing1
There are approximately 49,959 households in the City and housing stock continues to expand through new transit-oriented developments that offer lifestyle alternatives to the City’s traditional single-family neighborhoods and carefully preserved historic homes. The City is in a metropolitan area that is one of the highest priced housing markets in America. As of March 2024, the median price of a single-family home was $1,950,000, and the average rent for a one-bedroom apartment was $3,299. Santa Clara has invested millions of dollars in affordable housing projects that provide 2,070 rental units for seniors, families, homeless and disabled residents.

Transportation
In addition to approximately 590 lane miles of City-owned roadways, Santa Clara is crisscrossed by State Highway 101 and El Camino Real (Highway 82) and two regional County of Santa Clara expressways. Public transit services in the City include Santa Clara Valley Transportation Authority buses and light rail, Caltrain, Altamont Corridor Express (ACE), Capitol Corridor, and Amtrak. A future extension of BART into the South Bay is underway and will terminate in Santa Clara, and the Norman Y. Mineta San José International Airport borders the City. In late 2023, Santa Clara partnered with the City of Cupertino and launched a multi-year public ondemand electric vehicle rideshare service, also known as Silicon Valley Hopper for southern Santa Clara. Santa Clara has also placed a priority on enhancing multi-modal transportations for residents and businesses by providing additional bicycle facilities throughout the City based on the Bicycle Master Plan, adopting a Pedestrian Masterplan, creating a Shared Mobility Permit Program (bicycle and scooter share), and is in the process of 36 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 IT Y A T A G L AN C E completing a Creek Trail Network Expansion Masterplan for future expansion of trail facilities to complement the existing San Tomas Aquino Creek Trail.

Education1
Public schools serving residents of Santa Clara are under the authority of independent school districts. The City works closely with the school districts to provide quality educational opportunities for grades K-12 and students attending Mission College for a twoyear degree or professional development. Santa Clara University, the oldest institution of higher learning in California, is in the historic Downtown Quad area of the City and enrolls 6,115 undergraduate students and 3,063 graduate students.

Infrastructure1
Each year, the City makes significant investments in maintaining, expanding, and improving civic infrastructure for the benefit of residents and businesses. The City has the lowest combined water, sewer, and electric rates in the nine Bay Area counties. The Cityowned electric utility, Silicon Valley Power (SVP), is recognized as a Smart Energy Provider from the American Public Power Association for demonstrating a commitment to and proficiency in energy efficiency, distributed generation and environmental initiatives that support the goal of providing safe, reliable, low-cost and sustainable electric service. Over the past few years, the City’s water storage and delivery system has been upgraded and it is one of the most successful purveyors of recycled water with 33 miles of recycled water pipelines within
Santa Clara’s city
limits and about one
billion gallons each year. The City is a partner in the San JoséSanta Clara Regional Wastewater Facility and is investing approximately $106.5 million over the next 10 years to update the aging facility and expand capacity. The Water & Sewer Utilities is a past recipient of the California Municipal Utilities Association (CMUA) Resource Efficiency Award for its recycled water program – retrofits for developments. In 2021, the Water & Sewer Utilities system received the Santa Clara Valley Section of the Clean Water Environment Association’s Sewer Collection System of the YearMedium Size. 37 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 IT Y A T A G L AN C E Economic Development
The City of Santa Clara welcomes business, and that strategic attitude is paying off with billions of dollars in private investment currently under construction or in the pipeline. As projects come online, the City’s economic base is broadened and diversified, ensuring greater fiscal stability in the future as well as increased revenues to the City’s budget.

Development projects approved over the past fiscal year include several housing and mixed use projects, and a
commercial project:
 2655 The Alameda, which included a General Plan
Amendment and Rezoning to allow for 39 apartments
units with 1,500 square feet of ground floor commercial space;
 3378-3386 El Camino Real received an Architectural
Review permit to allow for 22 townhomes;
 5185 Lafayette Street in the Tasman East Specific Plan area received an Architectural Review permit to allow
for 198 multi-family units with 3,008 square feet of
ground floor retail/flex space; and
 3155 Stevens Creek received a Use Permit and Architectural Review to allow for the expansion of a Lincoln Dealership.

More information on new development projects can be found on the City’s website https://www.santaclaraca.gov/business-development under the “Development Projects” link. 1 California Department of Finance Demographic Research Unit; January 2022 and January 2023 City Population Table US Census QuickFacts, April 2024
Santa Clara County Association of Realtors Market Housing Statistics March 2024 Santa Clara University 2023-2024 Undergraduate Bulletin Zumper Rent Prices –March 2024
Employment Development Department, Major Employers in California Data USA Santa Clara
38 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 | C IT Y A T A G L AN C E 39 City of
Santa Clara
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0 d Scotts&ITey
Sant
OJThe Fer-est
ctNisene
Marks State Pak
M nt y
ay
. ~ Livermore
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 IT Y A T A G L AN C E 40 City of
Santa Clara
Community Profile1
Geography
Persons per Square Mile
Santa Clara: 6,984
County: 1,500
Population
Santa Clara County
RR
132,476
Age
Santa Clara
1,886,079
County
MedianAge •
34 years
• Median Age
Age 18-64:
71% '

37.5years
Age 18-64:
65%
Foreign Born
Santa Clara: 45%
County: 40%
Median Family Income
Santa Clara
$165,352
County
$153,792
Land in Square Miles
Santa Clara: 18.28
County: 1,291
Diversity
City of Santa Clara County of Santa Clara
47%
Asian White Hispanic
Education
.American
Indian ,
Pacific
Islander or
mixed race
High School Graduate or Higher
Santa Clara
94%
County
89%
Bachelor's Degree or Higher
Santa Clara County
65% 55%
Labor Market
Labor Force
Santa Clara: 74,000
County: 1,034,000
Unemployment Rate
Santa Clara: 2.1%
County: 4.3%
African
American
1 US Census QuickFacts April 2024; CA EDD- Labor Markel Info as of February 2024; CA Dept. of Finance Demographic Research Unit; Data USA 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 | S A NT A C LA RA C O MP A R I S O N T O OT H E R

L O C A L C IT IE S

SANTA CLARA COMPARISON

TO OTHER LOCAL CITIES IN THE LOCAL REGION
The following graphs compare FY 2023/24 per capita revenues from key sources and total budgeted expenditures for FY 2023/24 in the City of Santa Clara to other cities in the local region. Sales tax, property tax, and transient occupancy tax categories are included as they are the largest economically sensitive General Fund revenue sources for the City.

Expenditure data for selected city budgets in relation to their respective population is included for all funds and the General Fund for FY 2023/24. The assets per capita for FY 2022/23 are also shown. It is important to note Santa Clara and Palo Alto include City-owned utilities that result in relatively higher budgets and assets per capita.

Source: City of Milpitas FY 2023/24 Adopted Budget
$0
$100
$200
$300
$400
$500
$600
$700
$800
$900
$1,000
FY 2023/24 Property Tax Per Capita
41 City of
Santa Clara
I
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 A NT A C LA RA C O MP A R I S O N T O OT H E R

L O C A L C IT IE S
Source: City of Milpitas FY 2021/22 Adopted Budget
$0
$200
$400
$600
$800
$1,000
$1,200
FY 2023/24 Sales Tax Per Capita
Source: City of Milpitas FY 2023/24 Adopted Budget
$0
$50
$100
$150
$200
$250
$300
$350
$400
$450
FY 2023/24 Transient Occupancy Tax Per Capita
Source: City of Milpitas FY 2023/24 Adopted Budget
42 City of
Santa Clara
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I I I I I I I
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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 | S A NT A C LA RA C O MP A R I S O N T O OT H E R

L O C A L C IT IE S
Source: Each city’s FY 2023/24 Adopted Budget
Source: Each city’s FY 2023/24 Adopted Budget
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
$4,000
FY 2023/24 General Fund Revenue per Capita
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
$4,000
$4,500
FY 2023/24 General Fund Expenditures per Capita
43 City of
Santa Clara

I I I I I I I I
1 I I I I I I I
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 A NT A C LA RA C O MP A R I S O N T O OT H E R

L O C A L C IT IE S
Note: For Budget (All Funds) and Assets tables, the budgets for Santa Clara and Palo Alto include City-owned utilities that account for a significant portion of the budget.

Source: Each city’s FY 2023/24 Adopted Budget
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
$16,000
$18,000
$20,000
FY 2023/24 Budget (All Funds) per Capita
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$35,000
$40,000
FY 2022/23 Assets per Capita
Source: Each city’s FY 2022/23 Annual Comprehensive Financial Report * Each city’s FY 2021/22 Annual Comprehensive Financial Report 44 City of
Santa Clara
■
■
■
I

I I I I I I I

I I I I I I
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 | R OS T E R A ND MA N A GE ME N T T E A M Roster of City Council and Commission Members*
City Council
Mayor Lisa M. Gillmor
Councilmember District 1 Kathy Watanabe
Councilmember District 2 Raj Chahal
Councilmember District 3 Karen Hardy
Councilmember District 4 Kevin Park
Councilmember District 5 Sudhanshu “Suds” Jain
Councilmember District 6 Anthony J. Becker
Board of Library Trustees Civil Service Commission
Jonathon Evans
Jan Hintermeister
Leonne Broughman
Debbie Tryforos
Stephen Ricossa
Franklin J. Felizardo
Tahir Naim
Arti Purohit
Ron Billingsley
Wesley Dudzinski
Cultural Commission Historical and Landmarks Commission Candida Diaz
Louis Samara
Debra von Huene
Paul McNamara
Jonathan Marinaro
Paul McNamara
Neetu Garg
Patricia Leung
Ana Vargas-Smith
Michael Celso
Yvonne Inciarte
Kathleen Romano
Amy Kirby
Ed Stocks
Housing Rehabilitation and Loan Committee Parks and Recreation Commission Carmen Pascual Darius Brown Kelly Cox
Dana Caldwell
Maureen Reilly Chu
Vikas Gupta
Eversley Forte
Sajid Hai
Brittany Ricketts
Planning Commission Salary Setting Commission
Priya Cherukuru
Yashraj Bhatnagar
Nancy A. Biagini
Eric Crutchlow
Lance Saleme
Qian Huang
Mario Bouza
Eric Chu
Marjorie Banko
MV Kumar
John Sontag
Ram Misra
Senior Advisory Commission Youth Commission
Rick Andrews
Edmund Drozek
Tom Freitas
Veena Sterling
Maria Vaz
Judy Hubbard
Namita Gaidhani
Simren Garg
Aarav Gupta
Fatimah Ismail
Maryam Ismail
Khadeejah Khan
Ryan Kim
Kira Liang
Keith Maben
Malia Martin
Samaira Mehta
Hiranya Parekh
Sudeepthi Ravipati
Samarth Suresh
Sarah Zuo
*As of April 2024
45 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 | R OS T E R A ND MA N A GE ME N T T E A M Executive Management Team*
City Manager
Jōvan D. Grogan
City Attorney City Auditor
Glen Googins Vacant
City Clerk Chief Operating Officer
Hosam Haggag Nadine Nader
Assistant City Manager Assistant City Manager
Clarence Baker Cynthia Bojorquez
Chief of Police Fire Chief
Pat Nikolai Ruben Torres
Director of Human Resources Director of Finance
Aracely Azevedo Kenn Lee
Interim Director of Parks and Recreation Director of Information Technology Cynthia Bojorquez Gaurav Garg
City Librarian Chief Electric Utility Officer
Patty Wong Manuel Pineda
Director of Water and Sewer Utilities Director of Public Works Gary Welling Craig Mobeck
Interim Director of Community Development
Reena Brilliot
*As of April 2024
46 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 IT Y O R GA N I Z AT I ON C HA R T

CITY ORGANIZATION CHART
Chief of Police (Elected) Mayor and Council City Clerk (Elected) Boards and
Commissions
Finance
Electric Utility
Community
Development
Police City Clerk’s Office
City Departments
City Attorney City Manager City Auditor
Electorate
Fire
Human Resources
Public Works
Parks and Recreation
Library
Water and Sewer
Utilities
Information Technology
47 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 IT Y O R GA N I Z AT I ON C HA R T City Organization by Department/Division/Program
Mayor and City Council Offices
Mayor and City Council
1611 – City Council Program
City Attorney’s Office
City Attorney
2411 – Program Administration
2412 – Program Litigation
City Clerk’s Office
Elected City Clerk
2314 – Elections
Assistant City Clerk
2311 – Council/Administration Support
2312 – Public Information/Legislation
Records Management
2313 – Political Reform Act
City Auditor’s Office
City Auditor
3352 – City Auditor Administration
3353 – City Auditor Services
City Manager’s Office
City Council Support
1021 – Policy Support for Decision Making
1022 – Intergovernmental Relations and
Advocacy
Leadership and Management Services
1031 – Day-to-Day Operations
1032 – Strategic Planning
1033 – Community Outreach and
Engagement
Community Development Department
Building
5532 – Plan Review and Permit Services
5533 – Field Inspection
5534 – Housing Inspection
Housing and Community Services
5542 – Federal State Grant
5543 – Neighborhood Conservation and
Improvement Program
5544 – Community Development
5545 – Affordable Housing
5546 – Housing Authority
5547 – City Affordable Housing
5548 – Community Development Housing
Successor
Planning
5522 – Development Review
5523 – Advanced Planning
5524 – Historical Preservation
5525 – Code Enforcement
48 -------
-------,
-------,
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 IT Y O R GA N I Z AT I ON C HA R T Electric Utility Department
Administrative and Business Services
1311 – Financial Services
1316 – Administrative Services
Customer Development and Project
Management
1361 – SVP Engineering
Resource Planning and Engagement
1312 – Public Benefits
1313 – Key Accounts
1315 – LCRE Program
1317 – Fiber Program
1319 – SVP Electric Vehicle Program
1325 – Greenhouse Gas Program
1356 – Resource Management
1358 – Risk Management and Settlements
Revenue and Resources
1321 – Revenues and Resources Costs
1326 – Resource and Production
Utility Operations
1324 – Electric Compliance
1351 – SVP System Support
1362 – Power System Controls
1371 – Communications & Meter Technical
Support
1372 – Substation Maintenance
1376 – Transmission & Distribution
1377 – Generation
Finance Department
Accounting
3322 – General Accounting
Administrative Services
3362 – Citywide Fiscal Planning
Budget
3315 – Budget and Financial Analysis
Municipal Services
3332 – Utility Billing Services
3333 – Revenue Receipting/Cashiering
3334 – Business Certificate
3335 – Field Services
3336 – Administration
3337 – Contact Center/Communication
Purchasing
3341 – Warehouse
3343 – Purchasing
3344 – Mail Services
Fire Department
Administration
7811 – Administration
Community Risk Reduction
7831 – Administration / Investigation /
Education
7832 – Prevention and Hazardous Materials
7833 – Certified United Program Agency
(CUPA)
7834 – Development Services
7835 – Non-Development Services
7836 – Development CUPA
7837 – Non-Development CUPA
Emergency Medical Services
7861 – Emergency Medical Services
Field Operations
7822 – Emergency Response
Office of Emergency Services
7871 – Office of Emergency Services (OES)
Training
7841 – Training – Fire
49 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 IT Y O R GA N I Z AT I ON C HA R T Human Resources Department
Employee Benefits and Records
2514 – Records – Compensation
2515 – HR Workers’ Compensation & Safety
Recruitment, Classification and Staff
Development
2521 – Selection – Classification
2525 – Recruitment, Staff Development and
Labor Relations
Information Technology Department
Contract Services
1931 – Contract Services
Enterprise Services
1911 – Application Services
1912 – IT Web Services
1913 – GIS Services
Infrastructure and Support
1921 – Infrastructure and Support
Telecommunication Services
1941 – IT Telecommunication Services
Library Department
Administration
1221 – Administration
Adult Services
1234 – Read Santa Clara
1241 – Reference and Adult Collections
1244 – Local History
Branch Services
1233 – Mission Library
1235 – Northside Branch
1236 – Bookmobile and Mobile Library
Services
Customer Services
1245 – Customer Services
Facilities
1271 – Facilities
Technical and Technology Services
1251 – Technical Services
1272 – Technology
Youth Services
1231 – Youth Services
1232 – Library – Young Adult
Parks and Recreation Department
Administration
1121 – Administration
1122 – Park Development
1171 – Citywide Special Events
Cemetery
0125 – Perpetual Care
0131 – Endowment Care
1162 – Maintenance of Grounds
1163 – Maintenance of Buildings
1164 – Operations
Parks
1132 – Parks
1133 – Pools
1134 – Buildings
1135 – Operations
Recreation
1141 – Health and Wellness
1142 – Recreation – Administration
1143 – Youth Activity Center and Programs
1144 – Senior Center & Therapeutic
Recreation Programs
1145 – Community Recreation Center and
Programs
1146 – Youth Sports
1147 – Aquatics
1148 – Sports and Athletics
1149 – Youth and Teen Center
Senior Nutrition Program
1112 – Senior Nutrition Program
50 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 IT Y O R GA N I Z AT I ON C HA R T Police Department
Administrative Services
7742 – Administration
7744 – Professional Stand
7745 – Department Support
7746 – Community Services Police
7747 – 911 Dispatch/Communications
7752 – Police Grants
Communication Acquisitions
7781 – Communication Equipment
Amortization
Field Operations
7722 – General Patrol
7723 – Traffic
7724 – Emergency Response/Temporary
Holding Facility
Investigations
7732 – General Investigation
7733 – Special Enforcement Team
7734 – Records
Special Operations
7761 – Special Operations General
7764 – Special Operations – Specialized
Teams
7765 – Special Operations – Reserves
Department of Public Works
Engineering – Administration
4411 – Administration – General Services
4412 – Administration – Developer Projects
4413 – Administration – Capital
Improvement Projects
Engineering – Design
4441 – Design – General Services
4442 – Design – Developer Projects
4443 – Design – Capital Improvement
Projects
Engineering – Field Services
4461 – Field Services – General Services
4462 – Field Services – Developer Projects
4463 – Field Services – Capital
Improvement Projects
Department of Public Works
Engineering – Land and Property
Development
4451 – Land and Property Development –
General Services
4431 – Traffic – General Services
4432 – Traffic – Developer Projects
4433 – Traffic – Capital Improvement
Projects
4434 – Traffic Signal Management
4435 – Traffic Striping and Signing
Facility Services
2222 – Maintenance Repair
2223 – Janitorial
2961 – Convention Center Maintenance
District
Fleet Management
2111 – Fleet Acquisitions
2123 – Fleet Operations
Streets
2911 – Street Maintenance
2921 – Storm System Maintenance
2924 – Non-Point Source
2931 – Garbage Collection
2932 – Clean Green Collection
2933 – Clean Up Campaign
2934 – Residential Recycling
2935 – Street Sweeping
2936 – Household Hazardous Waste
2941 – Parking District Maintenance
2951 – Landscape Maintenance
2952 – Street Tree Program
2971 – Traffic Maintenance
51 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 IT Y O R GA N I Z AT I ON C HA R T Water and Sewer Utilities Department
Recycled Water Program
1522 – System Maintenance
1525 – South Bay Water Recycling
Maintenance
Sewer
1511 – System Administration
1512 – System Maintenance
1514 – Operations
1515 – San José-Santa Clara Water
Pollution Control Plant
1516 – Storm Pump Maintenance
1519 – Debt Service
Solar Utility
1532 – Solar – System Maintenance
Water Construction, Maintenance, Operations
1422 – Water System Maintenance
1423 – Water Construction
1424 – Water System Operations
Water Engineering, Compliance, Conservation
1411 – Administrative Design
1412 – Water Quality
1413 – Water Resources
Non-Departmental
Citywide Programs
3611 – Citywide Programs
Citywide Strategic Programs & Initiatives
3631 – Citywide Strategic Programs &
Initiatives
Stadium Operations
3621 – Stadium – General Administration
3622 – Stadium – Police
3623 – Stadium – Fire
3624 – Stadium – Public Works
3625 – Stadium – Information Technology
52 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 | B UD G E T A ND FI S C A L P O L I CI E S

BUDGET AND FISCAL POLICIES
We present the relevant policies and practices that define specifically the way the City manages its budget, reserves, interfund loans, investments, and debt with the goal of long-term fiscal sustainability. The City Council reviews and approves budgetary policies as part of the annual budget process. Investment and debt policy statements are referenced in this section; however, reviewed and approved by the City Council under separate cover.

Appropriation Control
The City Council is responsible for approving the appropriation of fiscal resources to cover estimated expenditures for each fiscal year. Expenditures are appropriated in each fund to departments, offices, and agencies for various goods, services, and capital projects described in the budget. The legal appropriation control is established at the department level in each fund. For select funds where expenditures are not allocated to a specific department, the appropriation control is established at the fund level. For capital funds, the appropriation control is at the project level. Transfers of funding between budgetary funds require City Council appropriation and approval. City Council approval is required for a budget amendment during the fiscal year which may include the use of reserves or fund balances, and approval of appropriations of grant monies. Per Article XIII, Section 1305 of the City Charter, appropriations lapse at the end of each fiscal year; therefore, unencumbered funds allocated for specific projects, donations, and grants require City Council appropriation for use in the following fiscal year.

Budgetary transfers between accounts or expenditure category may be done through Finance Department or City Manager’s Office approval as long as they are conducted within the legal appropriation control limit set by the City Council.

Balanced Budget
The City Council considers General Fund budget decisions with long-term implications based on information from the Ten-Year Financial Forecast. One-time sources are used to cover one-time uses. The budget is structurally balanced when forecasted ongoing sources cover ongoing uses. Budgets shall be structurally balanced to the extent possible. Reserves should be considered to balance a budget only in the context of a plan to return to a structural balanced budget.

Budget Monitoring and Reporting
Financial reports on actual performance in relation to budget are prepared by the Finance Department through monthly financial statements. These reports are prepared and presented to the City Council per City Charter Section 802(e) that requires the City Manager to keep the City Council advised of the financial condition and future needs of the City. City Departments are responsible for reviewing these monthly financial reports and identifying potential budget problems and recommending corrections through budget amendments.

Long Term Financial Forecast
The Finance Department prepares a Ten-Year General Fund Financial Forecast which is incorporated into the budget planning process and presented to the City Council annually. This forecast is updated annually and considers current and future economic conditions, revenue projections, and spending scenarios based on the 53 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 | B UD G E T A ND FI S C A L P O L I CI E S latest available assumptions. Capital improvement plans are created and published on a five-year basis to provide a long-term plan of the City’s capital funding plan.

Municipal Fees and Charges
User fees are reviewed and adjusted on an annual basis with the goal of maximizing cost recovery. The City Council may consider and approve any fee that is below 100% cost recovery, requiring a General Fund subsidy if it is in the public’s best interest. User fees are adopted by the City Council annually through the Municipal Fee Schedule. Utility fees and certain other fees and assessments can also be approved separately from the Municipal Fee Schedule. Parks and Recreation fees are established by the Parks and Recreation Director and published in the Activity Guide.

Capital Planning
The City Council reviews and adopts a two-year Capital Improvement Program Budget which includes a fiveyear capital improvement program. Projects included in the capital improvement program are to be consistent with the City’s General Plan. Per State Government Code Section 65401, the Planning Commission reviews the capital improvement program for conformance to the City’s General Plan and proposes recommended considerations for the City Council. Funding sources are identified for all projects included in the capital improvement plan.

The Capital Improvement Program (CIP) is submitted by City departments and reviewed by the City Manager’s Office, the Finance Department, and the Public Works Department. The review process considers City priorities and identifies the most urgent projects for capital funding by program area, master plans, or needs assessments which identify the most critical projects for repair and replacement.

Department of Public Works staff reviews project estimates and evaluates the current bidding environment.

Project contingency reserves are established based on the type of project and the project estimate type (engineering or preliminary estimates). Operating and maintenance costs are identified for planning purposes when projects are completed and come online.

General Fund Reserves
The City Council allocates available resources to General Fund contingency reserves through various reserves designated for emergency use or restricted future uses. Restrictions are established by policy, or through legally segregated development-related fee reserves collected from users.  Budget Stabilization Reserve – is used as an allocation for weathering economic downturns, emergency financial crises, or disaster situations. The reserve target is equal to the cost of the City’s General Fund operations for three months (90-day working capital reserve).  Capital Projects Reserve – is used to support the City’s CIP. The minimum target is $5.0 million with a goal of having sufficient funds to fund capital projects included in the City’s biennial capital budget and five-year CIP.
 Land Sale Reserve – this reserve allocates proceeds from the sale of City-owned land.  Advanced Planning Fee Reserve – this reserve allocates a portion of user fees for the update and amendment of the City’s General Plan. Individual user fees are included and approved under separate cover as part of the Municipal Fee Schedule.
54 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 | B UD G E T A ND FI S C A L P O L I CI E S Utility Funds Reserves
The City is responsible for operating and maintaining several utilities, including electric, potable water, recycled water, and sewer. Regular cost of service studies are performed to evaluate rates and charges for each utility with forecasted revenue requirements and projected expenditures. One component of this analysis is the determination of adequate reserve levels to cover shortfalls in operating revenues, address unforeseen operating and capital expenditures, cover day-to-day operating costs during emergency situations, maintain strong bond ratings, and ease the burden on ratepayers associated with large rate increases. The following reserves address these needs:
 Operations and Maintenance Reserve – this reserve is used to cover day-to-day expenses, address unforeseen cost increases or revenue shortfalls, and protect against emergency financial crises or disaster situations. The reserve target is equal to the cost of the individual utility’s operations for three months (90-day working capital reserve). Due to large fluctuations and variability in the energy market, the Electric Utility Operations and Maintenance Reserve has a target ranging from 90 to 180 days of operations. For the Electric Utility, the Operations and Maintenance Reserve, together with the Rate Stabilization Reserve (as described below), comprise the Electric Utility Rate Stabilization Fund established and maintained by the Electric Utility for purposes of its bond indenture.  Infrastructure Reserve – this reserve is used to support each utility’s CIP or fund unforeseen and unbudgeted capital costs. The reserve target is equal to an average annual CIP budget, as calculated over a 48-month period of budgeted CIP expenses as presented in the Biennial Capital Improvement Program Budget. At minimum, the target is to reserve 20% of the average annual CIP budget amount.

For the Electric Utility, this reserve is based on an analysis of critical infrastructure, the likelihood for replacement, and the estimated replacement costs, evaluated regularly by SVP.  Rate Stabilization Reserve – this reserve is used to absorb short-term revenue shortfalls and is designed to stabilize utility rates and avoid wide swings in rates charged to utility customers over time. The minimum reserve target is a balance equal to 10% of each utility’s projected current year rate payer revenue. For the Electric Utility, the Rate Stabilization Reserve, together with the Operations and Maintenance Reserve (as described above), comprise the Electric Utility Rate Stabilization Fund established and maintained by the Electric Utility for purposes of its bond indenture.  Special Projects Reserve – this reserve sets aside funds for large or longer-term CIP projects or other special purposes to lessen fluctuations in rates and support long-term planning efforts. While no general target is established for this reserve, the amounts will be established by each utility based on need.

In addition to the reserves cited above, reserves may be established to address specific needs or requirements of an individual utility. This may include required reserves in restricted funds, such as the reserves in the Electric Operating Grant Trust Fund for public benefits, low carbon fuel, and greenhouse gas. 55 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 | B UD G E T A ND FI S C A L P O L I CI E S Other Reserves
The City may include additional reserves set aside for specific purposes based on legal, policy, or budgetary purposes. Some of these include reserves for historical preservation, pension costs, vehicle or fleet replacement, workers’ compensation costs, or to fund potential future general liability claims against the City.  Pension Stabilization Reserve – this reserve sets aside funds to address the City’s pension unfunded accrued liability. The targeted annual funding contribution is 1% of the City’s unfunded pension liability.

Interfund Loans and Advances
Interfund loans are loans from one City fund to another City fund for a specific purpose, with a requirement for repayment. Interfund loans should be short-term in nature and shall not be used to solve ongoing structural budget deficits. The department managing the borrowing fund should complete the interfund loan agreement.

The agreement should include the amount requested, loan period, description of the loan, and repayment terms.

Interest shall accrue at the City’s pooled investment rate at the time of the loan approval. A summary of any outstanding loans is included in the City's Annual Comprehensive Financial Report and Biennial Budget. In addition, advances from the General Fund that have been approved by the City Council may be paid back by other revenue sources.

Investment Policy
The City undertakes investment related activities that are made with prudence. On an annual basis, the City formalizes these activities in the Investment Policy Statement which is adopted by a resolution of the City Council (https://www.santaclaraca.gov/home/showdocument?id=66753). The policy is to invest public funds, including bond proceeds, reserves and other special City funds, in a manner which will provide maximum security while meeting the daily cash flow demands of the City and providing the highest investment return and conforming to all state and local statutes governing the investment of public funds.

The City of Santa Clara Charter gives the Director of Finance the authority and responsibility to deposit and invest all City funds. It authorizes the Director of Finance to invest the City’s idle cash in allowable investment vehicles with a maximum remaining maturity of five years by settlement date. The City Council may grant express authority either specifically or as part of an approved investment program to invest in vehicles with remaining maturity that exceeds the five-year restriction. Authority must be given to the Director of Finance at least three months prior to the investment. California Government Code also allows the City to invest in the same investment vehicles as authorized by the City Council. The Director of Finance establishes written depository and investment policy procedures for the operation of the investment program consistent with the City Investment Policy, establishes a process of independent review by an external auditor, and provides monthly investment reports to the City Council.
56 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 | B UD G E T A ND FI S C A L P O L I CI E S Debt Policy
The City believes that debt is an equitable means of financing projects and represents an important source of meeting fiscal responsibilities. The City obtains and maintains long-term debt for large capital improvement projects. The Finance Department manages the City’s debt with prudence, diligence, and attention to prevailing economic conditions and applicable laws. It manages issuance of debt, administers debt proceeds, prepares ongoing disclosure, handles debt and tax compliance, and makes debt service payments. City departments with debt-financed capital programs coordinate with the Finance Department in implementing and handling debt related transactions. Semiannual updates are prepared by the Finance Department on outstanding debt for the City of Santa Clara, its Agencies, and Corporations. This report is presented as a standard management practice that provides a valuable overview of the current status of the City’s long-term debt obligations. The current City Council approved debt policy can be found online at: (http://santaclaraca.gov/home/showdocument?id=63748).

Donation Policy
Donations may be offered in the form of cash, real or personal property. “Designated” donations are donations where the donor specifies intended use by a particular City department, location, or purpose. “Undesignated” donations are given to the City as a whole, for an unspecified use. Donations of any kind which might be perceived or interpreted as an attempt to influence actions of the City Council or City Administration will not be accepted. All donations are presented to the City Manager for compliance with the policy. As part of the annual budget process, for anticipated monetary donations, staff will bring forward for Council consideration a balanced appropriation for revenue and expenditures to facilitate the acceptance of donations throughout the fiscal year.

Donations valued at $100,000 or greater require City Council acceptance and appropriation of funds. Donations valued less than $100,000 may be accepted with the monetary donations available to departments for expenditure as part of the adoption of the annual budget. A report of all donations received by the City is presented to City Council as part of the Monthly Financial Report. The appropriation of anticipated donations can be found in each respective City department and corresponding Source and Use of Funds Statement in this document.

Community Grants Policy
The budget includes an allocation for Community Grants to offset the cost of City fees in support of the Council approved Community Grants Policy. Annually, and subject to availability of funds, the City Council shall establish grant appropriations as part of the approval of the budget. Community grants, subject to availability of funds, shall not exceed $10,000 per applicant, per year. To receive grant funds, grant applications must be submitted at least 90 days before the planned event/activity being funded, regardless of the form of the grant, and will be evaluated by the City Manager’s Office on a case-by-case and “first come-first served” basis, throughout the fiscal year. Applicants are encouraged to submit their applications at the beginning of the fiscal year, for events or activities occurring at any time during that fiscal year, to maximize opportunity for availability of funds. The City Manager’s Office shall approve or deny an applicant’s request based upon eligibility criteria, and subject to funding availability as approved by the City Council through the adoption of the annual budget. Grants for community events shall not be provided for waiver of or reimbursement for already discounted permit fees.

Grants for attendance at youth state, national, or international competitions or performances shall be limited to costs of registration, hotel, transportation, and food for participants and coaches/chaperones only. Due to short notice, to advance to state, national, or international competitions, applicants shall submit an application within one week of advancing to such competitions. In all cases, the City reserves the right to reject any and all applications in the event the City Manager’s Office identifies a potential conflict of interest or the appearance of a conflict of interest. Submission of an application in no way obligates the City to award a grant and the City reserves the right to reject any or all applications, wholly or in part, at any time, without penalty. 57 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 | B UD G E T A ND FI S C A L P O L I CI E S Stadium Authority Policy
The Stadium Authority exists as a public body, separate and distinct from the City, and is established to provide for development and operation of Levi’s Stadium. It is structured so that the City will not be liable for debts or obligations of the Authority. The governing board duties and the fiscal policies that govern the Stadium Authority are included in the stand-alone Operating, Debt, and Capital Budget that is adopted by the Stadium Authority Board. This can be found at https://www.santaclaraca.gov/our-city/santa-clara-stadium-authority/financialreports. This budget reflects the revenues and expenditures related to the support of the Stadium and can also be found in the General Fund Non-Departmental section of this document titled Stadium Operations.

Policy Development
Staff has established this Budget and Fiscal Policies section in an effort to improve governance, transparency, and establish policies to govern the budget. These policies will be reviewed annually and enhanced as capacity allows.
58 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 | B UD G E T GU I DE

CAPITAL BUDGET GUIDE
The following information is presented to help the reader understand the way the City allocates budgets and accounts for the capital improvement programs (CIP) of the City. Explanations are presented in two categories: Budget Book Details and Fund Accounting.

UNDERSTANDING THE CAPITAL BUDGET
Budget Definition
The budget of the City is a detailed operating and capital plan that identifies estimated costs and program benefits in relation to estimated revenues. The budget is prepared in accordance with Generally Accepted Accounting Principles (GAAP), except encumbrances which are recognized as expenditures when legal contracts or commitments are entered into. The budget for governmental funds has been prepared on a modified accrual basis, recognizing revenue when they are measurable and available to be used to finance expenditures in the fiscal year. Expenditures are recognized when they occur, regardless of when cash is received or disbursed. The budgets for proprietary funds are prepared on a full accrual basis, recognizing revenue and expenditure activity for the fiscal year for which the activity occurred. The budgetary accounting basis and the consolidated annual financial reports include the reconciliation between GAAP modified and/or full accrual accounting for the financial reports and the budgetary basis budget. All of the year-end financial reports are kept on the basis of modified or full accrual accounting. The budget includes the adopted services to be provided during the fiscal year and the associated appropriations to cover the costs of the adopted programs, projects, services and activities. These are funded by the estimated revenue and/or fund balance available to finance the adopted service levels.

Budget Process
The budget process is the mechanism through which policy decisions are made, implemented and controlled. The City Charter requires that the City establish a budgetary system for general operations and prohibits expending funds for which there is no legal appropriation. The City is required to adopt an annual budget on or before June 30 for the ensuing fiscal year that begins July 1. The City uses a biennial budget process that alternates between an operating and capital budget. In a year when the biennial capital budget is brought forward, adjustments to the Year 2 operating budget appropriations will also be presented to the City Council. In addition, all capital and operating source and use statements are presented every year in the budget for adoption. This year, the biennial capital budget is being brought forward.

The procedures to establish the capital budget are as follows:

1. During the July/August timeframe, departments review their existing projects and evaluate the potential need for any new projects to be established in the upcoming fiscal year. As part of this review, departments complete a project worksheet, describing the project scope for existing and 59 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 | B UD G E T GU I DE new projects. These are then submitted to the Department of Public Works (DPW) and Finance Department in August/September for review.

2. In October, the City Manager’s Office, along with the Finance Department, coordinate a citywide presentation to kick-off the budget process. This presentation gives departments a better understanding of what is expected in their final capital submissions as well as project priority criteria.

3. After receiving all project worksheets, the DPW begins their review, working with the respective departments to refine details and scope. This allows for DPW to develop accurate budget estimates for each project. These project estimates are submitted back to departments in November.

4. Once Departments receive their project estimates, all capital requests are reviewed to determine which project requests will be submitted for final approval. These requests are reviewed by a Project Review Committee (PRC), that consists of representatives from the City Manager’s Office, the Finance Department, and DPW. These final project requests are due to the Finance Department in November. Requested adjustments to Departments’ base budgets are also submitted to Finance for review during this time.

5. In December, Departments meet with the PRC to review their respective project requests. Following these meetings, Departments coordinate with the Finance Department to resolve follow-up items or outstanding issues.

6. Between January and February, Department requests to amend the adopted operating budget are due to the Finance Department for evaluation. The Finance Department meets with the City Manager’s Office in January and February to review all finalized project requests, base change requests, as well as operating requests.

7. At the end of January or beginning of February, the Ten-Year General Fund Financial Forecast is developed. The forecast provides context for the upcoming budget process.

8. Following the meetings between the City Manager’s Office and the Finance Department, decisions are finalized based on the items presented, balancing each fund’s budget and incorporating City Council priorities.

9. The City Manager submits to the City Council a proposed capital budget for the two following fiscal years, as well as any operating adjustments for the following fiscal year, commencing July 1.

Submission to City Council is at least thirty-five (35) days prior to the beginning of each fiscal year.

10. Study sessions and a public hearing are conducted to obtain City Councilmembers’ and residents’ comments. Copies of the proposed budget shall be available for inspection by the public in the office of the City Clerk at least ten days prior to the public hearing.

11. The budget is legally enacted through passage of a minute order. 60 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 | B UD G E T GU I DE From the effective date of the budget, the amounts stated therein as proposed expenditures/expenses, become appropriations to the applicable funds. In order to amend the budget during the year, departments must submit a Report to Council, explaining the need for the change and budget implications. Upon review and approval of the City Council, the budget may be amended. For the CIP Budget, the legal level of budgetary control is at the project level.

In addition to the biennial Capital Improvement Program Budget, every other year an operating budget is adopted. For the Operating Budget, the legal level of budgetary control is at the fund and department level. For funds that do not have an associated department, the legal level of budgetary control is at the fund level.

Budget Book Details
The Capital Improvement Program Budget includes a City Manager’s Transmittal Letter that provides an overview of the budget and a discussion of short- and long-term issues facing the City, the alignment of the budget to City Council priorities and strategic initiatives, highlights of capital investments, the General Fund Forecast and fiscal condition of the City, and operating budget adjustments.

The City Profile section provides basic facts about the City, a detailed roster of elected officials including Boards and Commissions, the City’s executive team, comparison of key revenue and expenditure data to other local cities and the City organization chart.

The Budget and Fiscal Policies section provides detailed policy framework driving the development of the budget, including a glossary and acronym index.

The Budget Summary section provides summary tables and graphs on the City budget. This includes the total City budget across all funds, with adjusting entries reconciling to a total net City budget, as well as revenue and expenditures across all CIP programs.

The Budgeted Positions section details the City’s budgeted positions by department and by fund as well as reconciles year-over-year changes. This section also includes a list of frozen positions by department.

The Debt Service section details the City’s debt policies, long-term debt obligations, legal debt margin, the ten-year debt service schedule for all outstanding debt issuances, and the statements of sources and uses of funds for the debt service funds.

The Ten-Year General Fund Financial Forecast section compares anticipated General Fund revenues with base expenditures, which include the projected cost of providing the current level of service. The Forecast serves as a strategic planning tool to assist the City Council, staff and the public with decision making as they work to adopt the budget and consider the long-term financial strategies for the City.
61 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 | B UD G E T GU I DE The Statement of Sources and Uses of Funds section details revenues, expenditures and fund balance position including current year estimated revenue and expenditures, two adopted budget years, along with the five-year CIP plan for capital funds. This section is organized by accounting fund type detailed later in this section. All capital and operating funds are presented in the budget.

The Capital Improvement Program presents the capital budget by theme: Administrative Facilities, Community Facilities, Convention Center, Electric Utility, Other Community Facilities, Parks and Trails, Sewer Utility, Solid Waste, Storm Drain, Technology and Equipment, Transportation, and Water and Recycled Water Utilities.

Each CIP theme section contains a narrative, detailing each theme’s objectives, project prioritization, major project highlights and accomplishments, funding sources, operating impacts, and a summary of the theme’s unfunded needs. Following the narrative is a summary of all funded project costs within the theme. Additional information including project scope/description for each of these projects is included in the funded project pages. Each funded project page includes the five-year funding breakout by expenditure category, which is described in more detail below. After the funded project pages is a summary of all unfunded projects, which presents the unfunded amount for each fiscal year in the fiveyear CIP budget.

The Appendices section includes summary and detailed information on the amendments to the adopted operating budget by fund.

The Indices section includes a capital project index by theme and a capital project index by department.

Categories of Expenditures
The categories of expenditures for the capital and operating funds include the following:

Construction – Includes all costs associated with the building/improving/replacing a structure/infrastructure.

Contingency/Misc. – Includes an allowance for unknown risks associated with a project; these items are generally developed using a standard percentage of the entire project or contract amount and are used to cover any unforeseen items that may come up during construction.

Engineering – Includes the design, planning and management of projects involving construction; this can include developing a master plan for infrastructure or refining project scopes to determine accurate construction costs.

Equipment – Consists of any machinery, structures, materials, supplies or systems that are associated or used during the development and construction of a project.

Salaries – Includes regular salaries, overtime pay, vacation pay, holiday, separation payouts and premium pays such as out-of-class pay, night differential pay, hazard pay, evidence tech 62 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 | B UD G E T GU I DE pay, and paramedic pay. These costs are primarily driven by the number of positions budgeted within the program.

Retirement and Benefits – Includes CalPERS retirement costs, health benefits, Medicare, social security, and other post-employment benefits (OPEB). Other benefits such as Voluntary Employee Beneficiary Association (VEBA), dental, life insurance, uniform allowance, meal allowance, employee assistance program, auto allowance, mobile phone allowance and professional development are included, if applicable.

Materials/Services/Supplies – Includes all expenditure items that the department has direct control over such as contract costs, supplies, equipment purchases and utility charges.

Resource and Production – Consists mainly of costs related to the purchasing or generating of electricity, water, or recycled water as well as disposing of solid waste matter and sewage effluent for the respective City utilities.

Interfund Services – Includes two types of expenses. The first type is for charges that one department or fund charges to another for services provided, which includes charges calculated by the Indirect Cost Allocation Plan. The Indirect Cost Allocation Plan includes costs that are typically termed "citywide overhead". Most of these costs are those expenditures which provide support services or oversight to another department or fund citywide. These costs are allocated based on an allocation factor, such as employee count or budgeted expenditures, which is used as the basis for distributing costs to departments or funds receiving the support or benefit.

Examples of such expenditures that are allocated are for services provided by the City Manager's Office, City Attorney's Office, Finance, and Human Resources. These service costs are allocated to other departments or funds in the Full Cost Allocation Plan. This plan is prepared by a third-party consultant every two or three years and includes modest increases between updates. The second type of allocated charge is citywide in nature, funded through the City’s internal service funds. Examples of these costs are vehicle maintenance costs and information technology costs that are apportioned to departments or funds in the City.

Capital Outlay – Includes small capital expense purchases not budgeted within the Capital Improvement Projects budget. Most individual capital purchases with a cost of less than $5,000 are expensed in this category.

Transfers to Other Funds – Includes all money moving to other funds. Transfers can be between the operating and capital improvement program budget to provide funding for capital projects or between different operating funds.

Debt Service – Funding provided to pay for the City’s Debt Service obligations. 63 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 | B UD G E T GU I DE Types of Capital Projects
The Capital Improvement Program Budget categorizes projects as ongoing or distinct.

Ongoing – the project does not have an identifiable completion date and project is needed indefinitely (e.g., maintenance of land or pavement)
Distinct – the project is one-time in nature and funding will be required for a predetermined amount of time (e.g., the building of a structure)
Strategic Pillars
The following are the strategic pillars established by the City Council to provide a framework for this budget document. In each department section, service level changes and performance and workload measures are aligned to one of the Council-approved pillars below:

Enhance Community Engagement and Transparency
Deliver and Enhance High Quality Efficient Services and Infrastructure
Manage Strategically Our Workforce Capacity and Resources Promote and Enhance Economic, Housing and Transportation Development
Promote Sustainability and Environmental Protection
Enhance Community Sports, Recreational and Art Assets
Ensure Compliance with Measure J and Manage Levi’s Stadium 64 ◄ a

I I I I
► filJI
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 | B UD G E T GU I DE Capital Budget Reader’s Guide
The Capital Improvement Project Budget document is organized by theme. As discussed earlier in this section, each theme is comprised of a Theme Overview, followed by a Project Cost Summary, a Funded Project section, and Unfunded Projects Summary. Please see below for an example of a funded project page and an unfunded projects summary page. 65 City of
Santa Clara
FUNDED 6139 ~ EPAIR TO H STORIC BUILDING
Project Number:

Year Initiated:

Planned Completion Year:

Project Type:

Strategic Pillar
Location
6139 Theme/ Category: Administrative
Facilities
2011 Project Manager: Ken V\/inland
OngoTng Department: Public Works
Ongoing Fund: 538 • Public Buildings
.
~ 02 • Deliver and Enhance High Quality Efficient
U.U Services and Infrastructure
Historic Buildings (Hartis Lass House, Headen Inman House , Jamison Brown House, Berryessa Adobe)
Project Description This project covers the repair and maintenance of the City-owned historic buildings. These buildings Include Headen-Inman, Jamison Brown , Harris Lass & Berryessa Adobe. Repairs include paint, plumbing, exterior maintenance, electrical, etc.

Funding Sources
Funding Sources
Total Sources
Expenditures
Construction
Contingencies/Misc
Transfers Out
Total Expenditu res
Operating Impacts
Capital Project Reserves - General Fund & Potential Grant Funds (1)
All Prior
Actuals
$880,659
All Prior
Actuals
$785,558
$8,250
$86,851
$880 ,659
(2)
2023/24
$250,363
2023/24
$250,363
$250,363
(3)
2024126
$100,000
2024126
$100,000
$100,000
(3)
2026/26
$100,000
2026/26
$100,000
$100,000
(4)
2026/27
2026/27
(4)
2027/28
2027/28
(1) All Prior Actuals reflect the cumulative actual sources and expenditures since project inception. (2) Project sources and expenditures for 2023/24 include carryover from the prior year. (4)
2028/29
2028/29
(3) Project sources and expenditures for appropriation for Year 1 and Year 2 of the current biennial CIP budget (4) Project sources and expenditures for appropriation for ne)lt three years following the current biennial CIP budgeL (5) Total sources and expenditures of all prior year actuals, current and future year budgets. (5)
Total
$1,331 ,022
Total
$1 ,235,921
$8,250
$86,851
$1 ,331 ,022
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 | B UD G E T GU I DE

FUND ACCOUNTING
The accounts of the City are organized and operated on the basis of funds, each of which is considered a separate accounting entity. Government resources are allocated to and accounted for in individual funds based upon the purposes for which the resources are to be spent. A general description of each follows:

Governmental Fund Types
Governmental funds are those through which most governmental functions of the City are financed.

The following are the City's Governmental Fund Types:

General Fund - Used to account for the general operations of the City.

Special Revenue Funds - Used to account for the proceeds of specific revenue sources that are legally restricted to expenditure for specific purposes. Examples of Special Revenue Funds include the Building Development Services Fund and the Housing Authority Fund.

Debt Service Funds - Used to account for the accumulation of financial resources to be used for the payment of principal and interest on General Government Operating and Capital long-term obligations, which are not accounted for in proprietary funds.

Capital Projects Funds - Used to account for financial resources to be used for the acquisition or construction of General Government major capital facilities.

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 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.

Note: Amount under any year reflects the unfunded amount for the project. 66 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 | B UD G E T GU I DE Proprietary Fund Types
Proprietary funds are used to account for the City's ongoing organizations and activities which are similar to those often found in the private sector. Proprietary Fund Types include Enterprise Funds and Internal Service Funds and are described as follows:

Enterprise Funds - Used to account for operations (a) that are financed and operated in a manner similar to private business enterprises where the intent of the governing body is that the costs and expenses, including depreciation, of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges; or (b) where the governing body has decided that periodic determination of revenues earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, management control, accountability or other purposes. Examples of Enterprise Funds include the Electric Utility Fund and the Water Utility Fund.

Internal Service Funds - Used to account for the financing of goods, services or facilities provided by one department or agency to other departments or agencies of the City, or to other governments, on a cost-reimbursement basis. Services provided include vehicle replacement, vehicle maintenance and operations, information technology, communications equipment, public works capital projects management, special liability insurance claims, workers' compensation insurance and claims, and unemployment insurance. Examples of Internal Service Funds include the Special Liability Fund and Workers' Compensation Fund.

This budget document includes statements of sources and uses for all of the City’s funds, categorized by the type of fund as described above. The financial statements for the capital project funds display the FY 2023/24 Estimate, the FY 2024/25 and FY 2025/26 Proposed, the FY 2026/27 through FY 2028/29 CIP, and the Five-Year CIP Total.

The operating budget funds are comprised of the General, Special Revenue, Debt Service, Enterprise, Internal Service, and Other Agency Funds. The financial statements for this group of funds includes the FY 2022/23 Actual, FY 2023/24 Amended Budget, FY 2023/24 Estimate, FY 2024/25 Adopted Budget, and FY 2024/25 Amended Budget. The FY 2023/24 Amended Budget is the adopted budget in addition to any budget amendments that were approved by City Council throughout the fiscal year, while the Estimate column shows what the expected revenue and expenditures will be for FY 2023/24. The FY 2024/25 Amended Budget column reflects amendments to the FY 2024/25 Adopted Budget that are described in the Appendices section of this document.
67 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 | B UD G E T C A LE N DA R

BUDGET CALENDAR
October -
November
December -
January February March - April April - May May - June June Departments
Submit Base
Requests
Department
Meetings with
the Capital
Project Review
Committee and
City Manager's
Office
Final Review of
Proposed CIP
with City
Manager's
Office
Department
Review and Edit
CIP Budget
Book Pages
Study Session
on Proposed FY
2024/25
Municipal Fee
Schedule
Study Sessions
on FY 2024/25
and FY 2025/26
Proposed CIP
Budget and FY
2024/25
Operating
Changes
Public Hearing
and Adoption of
FY 2024/25 and
FY 2025/26
Proposed CIP
Budget and FY
2024/25
Operating
Changes
Departments
Submit CIP
Project
Requests
City Manager's
Office and
Finance
Department
Review of
Operating Base
Budget
Statements of
Sources and
Uses of Funds
Reviewed by
Departments
Finalize
Operating and
CIP Proposals
and Proposed
Budget
Finalize FY
2024/25
Municipal Fee
Schedule
Public Hearing
and Adoption of
FY 2024/25
Municipal Fee
Schedule
Departments
Submit Critical
Changes to the
Operating
Budget
City Manager's
Office and
Finance
Department
Review of
Operating
Budget
Proposals
68 l l l l l
l l
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 | B UD G E T P RI N C IP L E S DRAFT BUDGET PRINCIPLES FOR FY 2024/25

1. Make decisions within the context of the City’s Code of Ethics and Values, especially being Fiscally Responsible, Communicative, and Service-Oriented.

2. Consider budget decisions with long-term implications taking into account data from the Ten-Year Financial Forecast.

3. To the extent possible, align ongoing expenditures with ongoing revenues to avoid negative impacts on future budgets and maintain the City's high financial management standards.

4. When addressing General Fund shortfalls, use a combination of ongoing and one-time solutions to balance the competing goals of aligning ongoing revenues and expenditures and minimizing the service delivery impacts to the community.

5. Implement cost control measures as necessary until the ongoing General Fund revenues and expenditures are in alignment.

6. Approve an exception to the Council Policy that dictates setting the General Fund Budget Stabilization Reserve at or above 25% of adopted budget expenditures; set the Reserve level at a minimum of 15% of expenditures.

7. Focus on projects and services that benefit the community as a whole.

8. Pursue economic development objectives and strategies to foster new public and private investment within Santa Clara, and to create employment opportunities.

9. Balance between compensation adjustments to retain and attract employees and funding for positions.

10. Use one-time unrestricted revenues (e.g., annual General Fund surplus) for one-time uses such as increasing reserves, funding capital or Information Technology projects, paying off debt, and/or paying off unfunded pension or other post-employment benefits liabilities.

11. Inform and communicate clearly and broadly to residents, businesses and employees regarding the City’s fiscal position and budget; schedule hearings to promote active participation in the City Council’s budget deliberations.

12. With limited exceptions, establish fees based on full cost recovery where individuals/businesses rather than the community at-large are benefitting from City services. This preserves limited unrestricted resources for providing services that benefit the community as a whole.

13. Focus on business process redesign in order to improve employee productivity and the quality, flexibility, and cost-effectiveness of service delivery (e.g., streamlining, simplifying, reorganizing functions, and reallocating resources).

14. Explore expanding existing revenue sources and/or adding new revenue sources.

15. Engage employees to contribute new and innovative ideas during the department budget development process.

16. Use the General Plan as a primary long-term fiscal planning tool and link ability to provide City services to development policy decisions.
69 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 | G L O S S A R Y

GLOSSARY
The following explanations of glossary and terms are presented to aid in understanding the information included in this document:

Abatement - A complete or partial cancellation of a levy imposed by a government and usually applied to tax levies, special assessments and service charges.

Accounting System - The total structure of records and procedures which discover, record, classify, summarize and report information on the results of operations and the financial position of a government or any of its funds, fund types, balanced account groups, or organizational components.

Accrual Basis of Accounting - A method of accounting that recognizes the financial effect of transactions, events, and interfund activities when they occur, regardless of the timing of related cash flows.

Adopted Budget - The annual City budget as approved by City Council on or before June 30 for the fiscal year beginning July 1. This adopted budget establishes the legal authority for the expenditure of funds. This formal action by the City Council sets the spending path for the year.

Agency Fund - To account for assets held by the City as an agent for individuals, private organizations, other governments, and/or other funds.

Allocation - To divide or share out financial resources or expenditures for a specific purpose to particular funds or departments.

American Recovery and Reinvestment Act (ARRA) - An act established by the federal government in February 2009 whose intent is to create and save jobs, spur economic activity and focus on long term growth through the funding of various projects and initiatives.

Annual Comprehensive Financial Report (ACFR) - The official annual report of the City’s financial condition at the conclusion of the fiscal year, June 30. The report is prepared to conform to Generally Accepted Accounting Principles (GAAP) for governmental units and provides a quantitative look at the operating success, financial health, and compliance of the City’s reporting units.

Appropriation - A legal authorization granted by the City Council to make expenditures and to incur obligations for specific purposes. For purposes of the Capital Improvement Program (CIP) budget, appropriations are automatically renewed, for the life of the project, unless altered or revoked. For the operating budget, appropriations lapse at the end of the fiscal year to the extent they have not been expended or encumbered.

Appropriations Limit - The California State Constitution limits a city’s appropriations growth rate to two factors:
changes in population, and either the change in California per capita income or the change in the local assessment roll due to non-residential new construction.

Assessed Valuation - A valuation set upon real estate or other property by a government as a basis for levying taxes. In California, the assessed valuation subject to ad valorem tax levy is governed by Proposition 13 and AB8 (1978).
70 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 | G L O S S A R Y Assets - A probable future economic benefit obtained or controlled by a particular entity as a result of past transactions or events. This includes financial resources such as cash, receivables, inventory and plant and equipment, net of depreciation.

Audit - A formal examination of the City’s accounts by an independent audit firm to determine whether the City’s financial statements fairly present the City’s financial position and results of operations in conformity with Generally Accepted Accounting Principles.

Authorized Positions - Regular positions authorized in the budget to be employed during the fiscal year.

Balanced Budget - The budget for a fund is balanced when total budgeted resources, including revenues, transfers in from other funds, and available fund balance from the previous year, meets or exceeds total budgeted uses of resources, including expenses and transfers out to other funds.

Base Budget - The ongoing expense level necessary to maintain service levels previously approved by the City Council.

Basis of Accounting - The timing of recognition, that is, when the effects of transactions or events are recognized for financial reporting or budgeting purposes. The three bases of accounting for governmental agencies are: (1) cash basis (when cash is received or paid), (2) accrual basis (when the underlying transaction or event takes place), and (3) modified accrual basis (revenues are recognized in the accounting period in which they become available and measurable and expenditures are recognized in the accounting period in which the fund liability occurred).

Beginning Fund Balance - The amount of prior year's unappropriated funds used to finance appropriated expenses in the current budget year.

Biennial Budget - A consolidated budget document presented on a biennial basis that includes the City’s Operating Budget and CIP Budget. The Operating and Capital Budgets are presented in alternating years to the City Council for approval.

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

Bond Rating - An evaluation of a bond issuer’s credit quality and perceived ability to pay the principal and interest on time and in full. Three agencies regularly review city bonds and generate bond ratings: Moody’s Investors Service, Standard and Poor’s and Fitch Ratings.

Budget - A plan of financial operation embodying an estimate of proposed expenditures for a given period and the estimated financial resources available to finance them. Used without any modifier, the term usually indicates a financial plan for a single fiscal year.

Budget Public Hearing - A public meeting at which any member of the community may appear and be heard regarding any item in the proposed budget as presented by the City Manager to the City Council. 71 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 | G L O S S A R Y Budget Transmittal Letter - A general discussion of the budget as presented in writing by the City Manager to the City Council. The message contains an explanation of principal budget items and summaries found in the budget.

Budgetary Control - The control or management of a government or enterprise in accordance with an approved budget for the purpose of keeping expenses within the limitations of authorized appropriations.

Capital Asset - Land, buildings, equipment, improvements to buildings, and infrastructure (i.e., roads, bridges and other immovable assets). The City’s policy is to capitalize equipment with a cost exceeding $5,000 and building, improvements and infrastructure with costs exceeding $20,000. A capital asset is defined as an asset with a useful life extending beyond a single accounting period.

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

Capital Improvement Program (CIP) Budget - A plan of annual appropriation for capital improvements and various kinds of major facility maintenance. These projects are often multi-year in length, which requires funding beyond the two-year period in the biennial budget.

Capital Outlay - A budget category which includes all equipment having a unit cost of $1,000 or more, and an estimated useful life of over one year or capital improvements costing less than a certain dollar amount. Capital Outlay is budgeted in the operating budget in the Other Operating Expenditure Category.

Certificates of Participation (COPs) - This financing technique provides long-term financing through a lease, installment sale agreement or loan agreement. Certificates of Participation (COPs) allow the public to purchase participation in a stream of lease payments, installment payments or loan payments relating to the acquisition or construction of specific equipment, land or facilities. The lending agreement is secured by a lease on the acquired asset or other assets of the City.

Charges for Services - Fees and charges levied by City departments for services rendered (example: utility charges to customers, recreation program fees, engineering fees, etc.).

Community Development Block Grant (CDBG) - Provides eligible metropolitan cities and urban counties with annual direct grants to revitalize neighborhoods; expand affordable housing and economic opportunities; and/or improve community facilities and services, principally to benefit low- and moderate-income persons.

Community Facilities District (CFD) - A special district that can issue debt for the planning, design, acquisition, construction, and/or operation of public facilities, as well as provide public services. Special tax assessments levied by the district are used to repay the debt. A CFD can be formed only if approved by the majority of affected property owners.

Consumer Price Index (CPI) - A statistical measure of a weighted average of prices of a specified set of goods and services purchased by wage earners in urban areas.

Contingency - A budgetary reserve set aside for emergency or unanticipated expenditures, revenue shortfalls, and/or unknown expenditures.
72 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 | G L O S S A R Y Debt - Obligations of the City to repay, with or without interest, in installments and/or at a later date, some amount of money utilized resulting from the borrowing of money or from the purchase of goods and services. Debts of governments include bonds, notes and COPs.

Debt Financing - Issuance of bonds and other debt instruments to finance municipal improvements and services.

Debt Service - Payment of the principal and interest on an obligation resulting from the issuance of bonds, COPs or other debt instruments.

Deficit - An excess of expenditures or expenses over revenue (resources).

Department - An organizational unit comprised of divisions and/or programs. It is the basic unit of service responsibility encompassing a broad mandate of related activities. Department directors generally report directly to the City Manager's Office, for instance, Fire and Finance.

Depreciation - An allocation of the cost of fixed assets (buildings, plant or equipment) over the estimated useful life of the asset.

Designation - A portion of fund equity set aside by Council Action for a specific purpose.

Dissolution Act - Also known as Redevelopment Dissolution Act; on December 29, 2011 the California Supreme Court found the Dissolution Act (ABx1 26) constitutional in the California Redevelopment Association vs.

Matosantos case. The Act continued the suspension and prohibition of most redevelopment activities in effect since late June 2011; dissolved RDAs as of February 1, 2012; created successor agencies and oversight boards; and established roles for the County-Auditor Controller, the Department of Finance and State Controller’s Office in the dissolution process and satisfaction of enforceable obligations of former RDAs.

Division - An organizational unit within a City department. For instance, Fire Field Operations, Fire Community Risk Reduction, and Fire Training.

Encumbrance - Obligations in the form of purchase orders, contracts or salary commitments which are chargeable to an appropriation and for which a part of the appropriation is reserved. They cease to be encumbrances when paid.

Enterprise Fund - Used to account for operations: a) that are financed and operated in a manner similar to private business enterprises where the intent of the governing body is that the costs and expenses, including depreciation or capital replacement, of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges; or b) where the governing body has decided that periodic determination of revenues earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes.

Environmental Impact Report (EIR) - An assessment of the likely influence a project might have on the environment.

Equity - The net assets of a fund (i.e. the assets less the liabilities on a fund balance sheet). 73 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 | G L O S S A R Y Expenditure - Actual cash disbursements for the cost of goods delivered or services rendered to the City in a Governmental Fund.

Expenditure Object Category (Expenditure Category) - Expenditure categories are a group of similar expenditure objects.

Expense - The cost incurred from providing goods or services related to the City’s operations in Proprietary Funds.

Fee - The payment for direct receipt of a public service by the party who benefits from the service.

Fiscal Year - The time period designated by the City signifying the beginning and ending period for recording financial transactions. Consistent with all cities and counties in the State of California, the City of Santa Clara has specified July 1 to June 30 as its fiscal year.

Franchise - A special privilege granted by a government, permitting the continued use of public property, such as city streets and usually involving the elements of a monopoly or regulation, for example cable TV, gas, refuse, and others.

Full-Time Equivalent - Refers to one full-time equivalent position, which equals 40 hours per week, 52 weeks per year.

Fund - An independent fiscal and accounting entity with a self-balancing set of accounts recording its assets, liabilities, fund equity, revenues and expenditures or expenses and other changes in residual fund equity or balances, segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions, limitations or public policy.

Fund Balance - The amount of financial resources immediately available for use. Generally, this represents the difference between unrestricted current assets over current liabilities.

Fund Type - A category into which funds with similar characteristics are grouped. The fund types used in the City budget are General, Special Revenue, Capital Projects, Enterprise, Internal Service and Debt Service funds.

Gas Tax - State tax received from gasoline sales utilized solely for street related purposes, such as new construction, rehabilitation or maintenance.

General Fund - The primary fund of the City used to account for all revenues and expenditures of the City not accounted for in another fund. Examples of departmental operations accounted for in the General Fund include the City Council, Police and Fire Departments, Library, Parks and Recreation, and others.

Generally Accepted Accounting Principles (GAAP) - Uniform minimum standards and guidelines for financial accounting and reporting that govern the form and content of the financial statements of an entity. GAAP encompass the conventions, rules and procedures necessary to define accepted accounting practice at a particular time. GAAP provide a standard by which to measure financial presentations. The primary authoritative body on the application of GAAP to State and local governments is the GASB (Governmental Accounting Standards Board).
74 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 | G L O S S A R Y Governmental Accounting - The composite activity of analyzing, recording, summarizing, reporting, and interpreting the financial transactions of governments.

Governmental Accounting Standards Board (GASB) - The authoritative accounting and financial reporting standard-setting body for government entities.

Governmental Fund - A fund type to account for tax-supported activities. There are four different types of governmental funds: the General Fund, Special Revenue Funds, Debt Service Funds and Capital Projects Funds.

Grant - Contributions of cash or other assets from another government entity to be used or expended for a specific purpose, activity or facility. An example is the Community Development Block Grant given by the federal government.

HOME Program - Federal housing assistance program that provides funds to low- and very low- income families for both rental units and privately-owned dwellings.

Housing and Urban Development (HUD) - The Federal agency whose mission is to increase home ownership, support community development and increase access to affordable housing free from discrimination.

Housing Authority - The City of Santa Clara Housing Authority was established by Resolution 11-7827 on February 22, 2011 to ensure the provision of safe and sanitary housing for persons of low income.

Indirect Cost Allocation Plan - The City uses an indirect cost allocation plan to ensure that enterprises and certain special revenue supported operations pay for themselves and are not subsidized by City taxpayers.

General Fund supported central services costs such as payroll, accounting, data processing, personnel, city management and facilities maintenance are allocated to those funds benefiting from these services based on statistical data reflecting use of these support services.

Infrastructure - Facilities on which the continuance and growth of a community depend on such as roads, water lines, sewers, public buildings, parks and airports.

Interest and Rent - Interest income on investments and rental income received on property owned by the City.

Interfund Services - Services provided by one fund within the City for the benefit of another fund for which the benefitting fund is charged a fee (e.g., payroll services for the Electric Utility Department).

Interfund Transfers - With Council approval, resources may be transferred from one City fund to another. The purpose of the majority of transfers is to reimburse a fund that has made expenditures on behalf of another fund.

Less often, a transfer may be made to open or close a fund.

Intergovernmental - Revenue received from other government entities (e.g., grants).

Internal Service Funds - These funds account for special activities and services performed by a designated department for other departments in the City on a cost reimbursement basis. 75 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 | G L O S S A R Y Legal Debt Limit - Per section 6.07 of the City Charter, bonded indebtedness of the City may not exceed 10% of the total assessed valuation of property within the City, exclusive of any indebtedness incurred for the purpose of water supply, sewers or storm drains.

Levi’s Stadium - The stadium is located at 4900 Marie P. DeBartolo Way, Santa Clara and is the home of the San Francisco 49ers professional football team. It has a permanent seating capacity of approximately 68,500 seats with expansion to approximately 75,000 seats for larger events, such as an NFL Super Bowl. The stadium was built based on the City of Santa Clara approved Measure J, the Santa Clara Stadium Taxpayer Protection and Economic Progress Act, on June 8, 2010.

Levy - An amount of taxes, special assessments or service charges imposed by a government for the support of government activities.

Liability - Probable future sacrifices of economic benefits arising from present obligations of a particular entity to transfer assets or provide services to other entities in the future as a result of past transactions or events. That is, a financial obligation or claim of financial resources of a specific fund to be liquidated at a future date.

Long-term Debt - Debt with a maturity of more than one year after the date of issue.

Mission - The overriding purpose of the department, division, or program.

Modified Accrual Basis of Accounting - Revenues are recognized in the accounting period in which they become available and measurable; expenditures are recognized in the accounting period in which the fund liability is incurred (if measurable), except for unmatured interest on general long-term debt and certain similar accrued obligations, which should be recognized when due.

Municipal Code - A compilation of City Council approved ordinances currently in effect. The Code defines City policy in various categories, for example, Civil Service rules, traffic regulations, sanitation and health standards, building regulations and planning and zoning regulations.

Object Category - See Expenditure Object Category.

Operating Budget - The portion of the budget that pertains to the City's daily operations and activities engaged in to provide services to the community. The operating budget contains appropriations for such expenditures as personnel (salaries, wages and benefits), supplies and materials, utilities, travel and fuel.

Ordinance - A formal legislative enactment by City Council. It has the full force and effect of law within City boundaries unless pre-empted by a higher form of law (State or federal). An ordinance has a higher legal standing than a resolution. Revenue raising measures, such as the imposition of taxes, special assessments and service charges are some examples of actions that would require the enactment of an ordinance.

Other Financing Sources - Changes in residual fund equity or balances not arising from revenues or expenditures/expenses. Includes governmental fund general long-term debt proceeds, amounts equal to the present value of minimum lease payments arising from capital leases, proceeds from the sale of general fixed assets and operating transfers in.

76 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 | G L O S S A R Y Performance Measures - This is a non-financial measurement of activity such as number of meters read, number of bills sent, number of customer service calls handled and response time to emergency calls.

Performance-based budgeting incorporates performance measures into the budget process.

Program - A program is a specific service or activity that falls under departmental divisions. Programs provide for a lower level of detail regarding a Department’s function. For instance, the Traffic Program under the Police Field Operations Division.

Property Tax - An ad valorem (based on value) tax on real property and tangible personal property levied by the local government on the property located within the City’s jurisdiction. Property tax is determined by two factors: the assessed value of the property and the tax rate for the area in which the property is located.

Public Facilities Financing Corporation (PFFC) - The City of Santa Clara Public Facilities Financing Corporation (PFFC) was formed in 1997 for the purpose of issuing Certificates of Participation (COPs) to provide financing for the construction of major City facilities. Members of the City Council are also members of the PFFC Board. Debt service on the COPs is secured by lease payments made by the City's General Fund to the PFFC for the use of the constructed facilities for public purposes. In accordance with lease agreements, the PFFC assigns lease payments received from the City to the trustee for payment to the certificate holders.

Redevelopment Dissolution Act - See Dissolution Act.

Reimbursement - Repayments of amounts remitted on behalf of another party, or interfund transactions that constitute reimbursements to a fund for expenditures or expenses initially made from it but properly applied to another fund.

Reserve - An account used to earmark a portion of fund balance to indicate that it is not available for expenditure or legally segregated for a specific future use.

Resolution - A special or temporary legislative order of the City Council/Agency/Authority. If it is not in conflict with any higher form of law, such as a state statute or constitutional provision, it has the full force and effect of law within the boundaries of the City. A resolution requires less legal formality and has a lower legal status than an ordinance.

Revenue - Resources received by the government available for use in supporting services including such items as taxes, fees, permits, licenses, grants and interest.

Risk Management - An organized attempt to protect a government's assets against accidental loss in the most economical method. The City is exposed to various risks of losses related to torts, errors and omissions, general liability, injuries to employees and unemployment claims. Claims, expenditures and liabilities are reported when it is probable that a loss has occurred and the amount of that loss can be reasonably estimated using actuarial methods or other estimating techniques. These losses include an estimate of claims that have been incurred but not reported.

Sales Tax - A tax imposed by the government on retailers at the point of sale for the privilege of selling tangible personal property. It is usually calculated as a percentage of the selling price and collected by the retailer from the consumer. The rate in the City of Santa Clara is 9.125%. 77 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 | G L O S S A R Y Silicon Valley Power (SVP) - The City’s Electric Utility Department provides electricity to City residents and businesses under the name Silicon Valley Power.

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

Special Revenue Fund - A fund in which revenue collected is restricted by the City, State or federal government as to how the city might spend its resources.

Sports and Open Space Authority (SOSA) - The City of Santa Clara Sports and Open Space Authority (SOSA) was created by the City Council in 1974 for the acquisition and development of open space within the City. The members of the City Council are also members of SOSA's Board of Directors and, as such, are authorized to transact business and exercise power to purchase, lease or otherwise obtain and dispose of real and personal property, to acquire, construct, maintain, repair, manage and operate real and personal property, including leasing to private operators for commercial purposes, surplus space which is not economical to use for open space planning.

Stadium Authority - The Stadium Authority was established by the City Council in 2011 to provide for the development and operation of Levi’s Stadium. The Stadium Authority’s governing board is the seven members of the City Council. The Stadium Authority will own, develop, construct, operate and maintain the Stadium, and have all powers granted to it by the City. The Stadium Authority is a separate and distinct legal entity, and the City is not liable for the debts or obligations of the Stadium Authority.

Strategic Pillar - The City Council adopted seven focus areas for City operations: 1. Promote and Enhance Economic, Housing and Transportation Development; 2. Deliver and Enhance High Quality Efficient Services and Infrastructure; 3. Enhance Community Sports, Recreational and Arts Assets; 4. Enhance Community Engagement and Transparency; 5. Ensure Compliance with Measure J and Manage Levi's Stadium; 6. Manage Strategically our Workforce Capacity and Resources; and 7. Promote Sustainability and Environmental Protection.

Subsidy - A grant by a government entity to another government entity to pay all or a portion of an activity of the government deemed advantageous to the public.

Successor Agency to the Former Redevelopment Agency of the City of Santa Clara - Pursuant to State legislation ABx1 26, the “Dissolution Act,” the Redevelopment Agency (RDA) of the City of Santa Clara was dissolved effective February 1, 2012. The City has elected to become the Successor Agency for the RDA nonhousing functions, responsible for paying off the former Redevelopment Agency’s existing debts, disposing of the former Redevelopment Agency’s properties and assets to help pay off debts, returning revenues to the local government entities that receive property taxes, and winding down the affairs of the former Redevelopment Agency. The City has also elected to retain the former Redevelopment Agency's housing functions, including retaining all of the housing assets, rights, power, duties, obligations and functions previously performed by the Redevelopment Agency in administering its Low and Moderate Income Housing Fund.

Surplus - An excess of revenue (resources) over expenditures or expenses.

78 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 | G L O S S A R Y Taxes - Compulsory charges levied by a government for the purpose of financing services performed for the common benefit. The term does not include specific charges made against particular persons or property for permanent benefits such as special assessments. Neither does the term include charges for services rendered only to those paying such charges as, for example, water service charges.

Ten-Year Financial Plan - A strategic planning document showing the estimated results of operations and capital improvement project requirements over the next ten years. This plan is reviewed and accepted by Council and no appropriations result from that acceptance.

Theme - The capital budget is aligned to twelve categories (Administrative Facilities, Community Facilities, Convention Center, Electric Utility, Other Community Projects, Parks and Trails, Sewer Utility, Solid Waste, Storm Drain, Technology and Equipment, Transportation, and Water and Recycled Water Utilities).

Tourism Improvement District (TID) - The Santa Clara Tourism Improvement District was established in 2004 as a marketing revenue supplement to assist the Santa Clara Convention and Visitors Bureau (CVB) with marketing the City of Santa Clara to hotel and convention center groups and visitors. The activities to be provided to the district will be funded by the levy of assessments.

Transient Occupancy Tax (TOT) - A locally controlled tax imposed on travelers who stay in temporary lodging facilities for stays thirty days or less. The rate in the City of Santa Clara is currently 12.5%.

Trust Fund - Used to account for assets held by the City in a trustee capacity.

User Charges - The payment of a fee for direct receipt of a public service by the party benefiting from the service. 79 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 CR O N Y MS

ACRONYMS
AB Assembly Bill
ACFR Annual Comprehensive Financial Report
ADA American with Disabilities Act
AIPG All Inclusive Playground Grant
AMH Automatic Handling System
ARPA American Rescue Plan Act
ARRA American Recovery and Reinvestment Act
ASAI Average System Availability Index
BAREC Bay Area Research Extension Center
BLS Basic Life Support
BMP Below Market Price
BNPEA Bayshore North Project Enhancement Authority
BSR Budget Stabilization Reserve
CAHF City Affordable Housing Fund
CalOES State of California Office of Emergency Services CalPERS California Public Employees’ Retirement System
CCTV Closed-Circuit Television
CDBG Community Development Block Grant
CEQA California Environmental Quality Act
CFD Community Facilities District
CIP Capital Improvement Program
CLT Contribution In-Lieu of Tax
CMMS Computerized Maintenance Management System
CNG Compressed Natural Gas
COLA Cost of Living Adjustment
COP Certificates of Participation
COPS Citizens’ Option for Public Safety
CPI Consumer Price Index
CPR/AED Cardiopulmonary Resuscitation/Automated External Defibrillator CPRS California Parks and Recreation Society
CRC Community Recreation Center
80 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 CR O N Y MS CSMFO California Society of Municipal Finance Officers
CVB Convention-Visitors Bureau
DA Development Agreement
DDA Disposition and Development Agreement
DTSC Department of Toxic Substances Control
DVR Donald Von Raesfeld Power Plant
EEO Equal Employment Opportunity
EIR Environmental Impact Report
EMS Emergency Medical Services
EMT Emergency Medical Technician
EOC Emergency Operations Center
EOL End of Life
EOPS Enforceable Obligation Payment Schedule
ERAF Educational Revenue Augmentation Fund
FEMA Federal Emergency Management Agency
FERC Federal Energy Regulatory Commission
FF&E Furniture, Fixtures and Equipment
FHRMS Finance Human Resources Management System
FMIS Finance Management Information System
FOG Fats, Oils, and Grease
FPPC Fair Political Practices Commission
FTE Full Time Equivalent (Employee)
FTHB First Time Homebuyer
FY Fiscal year
GAAP Generally Accepted Accounting Practices
GASB Governmental Accounting Standards Board
GDP Gross Domestic Product
GFGC General Fund General Contingency
GFOA Government Finance Officers Association
GIS Geographical Information Systems
GPS Global Positioning System
GSI Green Stormwater Infrastructure
GWh Giga Watt Hour
81 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 CR O N Y MS HA Housing Authority
HIPPA Health Insurance Portability and Accountability Act HMG Hazard Mitigation Grant
HMI Human Mechanical Interface
HOME Home Investment Partnerships Act
HR Human Resources
HUD Housing and Urban Development
HVAC Heating, Ventilation, and Air Conditioning
IBEW International Brotherhood of Electric Workers
ISC/CRC International Swim Center/Community Recreation Center IT Information Technology
JPA Joint Power Agreement
kWh Kilo Watt Hour
LED Light Emitting Diodes
LEED Leadership in Energy and Environmental Design
LF Linear Feet
LLEBG Local Law Enforcement Block Grants Program
LPD Land, Property and Development
m:s minutes: seconds
MCC Motor Control Center
MOU Memorandum of Understanding
MRP Municipal Regional Stormwater National Pollutant Discharge Elimination Permit Muni Municipal
N/A Not Applicable
NCIP Neighborhood Conservation and Improvement Program
NCPA Northern California Power Agency
NEPA National Environmental Policy Act
O&M Operations and Maintenance
OBAG One Bay Area Grant
OSHA Occupational Safety and Health Administration
OTS California Office Traffic Safety
PBC Public Benefits Charge
PCA Property Condition Assessment
82 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 CR O N Y MS PEMHCA Public Employees’ Medical and Hospital Care Act (California) PEPRA Public Employees’ Pension Reform Act of 2013
PERS Public Employees’ Retirement System
PG&E Pacific Gas and Electric
PLC Programmable Logic Control
POP Problem Oriented Policing
RDA Redevelopment Agency
RMRA Roadway Repair and Accountability Act
RMRP Retiree Medical Reimbursement Program
ROPS Recognized Obligation Payment Schedule
RWF Regional Wastewater Facility
SA Successor Agency
SAIDI System Average Interruption Duration Index
SB Senate Bill
SCADA Supervisory Council and Data Acquisition
SCAT Specialized Crime Action Team
SCPD NSU Santa Clara Police Department - Nuisance Suppression Unit SCSA Santa Clara Stadium Authority
SDPS Storm Drain Pump Station
SFM State Fire Marshal
SFPUC San Francisco Public Utilities Commission
SOSA Sports and Open Space Authority
SRT Special Response Team
STACT San Tomas Aquino Creek Trail
STEM Science, Technology, Engineering and Math
SVACA Silicon Valley Animal Control Authority
SVP Silicon Valley Power (City owned Electric Utility)
SWRCB State Water Resources Control Board
TBRA Tenant-Based Rental Assistance
TDA Transportation Development Act
TDM Traffic Demand Management
TMP Transportation Management Program
TOT Transient Occupancy Tax
83 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 CR O N Y MS TPAC Treatment Plant Advisory Committee
UMIS Utility Management Information System
Uncl Unclassified Employee
VLF Vehicle License Fee
VoIP Voice Over Internet Protocol
WiFi Wireless Fidelity Communication Technology
WPCP Water Pollution Control Plant
84 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 | B UD G E T S U MM A R Y BUDGET SUMMARY | SOURCES
FY 2023/24
Adopted
FY 2024/25
Adopted
FY 2024/25
Amended
Change
FY 2023/24 to
FY 2024/25
Change
%
Revenue Sources1
:

Property Tax 85,880,000 89,625,000 94,481,000 8,601,000 10.0% Sales Tax 60,524,000 62,352,000 62,900,000 2,376,000 3.9% Transient Occupancy Tax 21,275,000 23,650,000 22,850,000 1,575,000 7.4% Franchise Tax 5,150,000 5,300,000 5,350,000 200,000 3.9% Gas Tax 5,900,000 5,900,000 6,300,000 400,000 6.8%
Other Taxes 1,983,077 2,082,298 1,991,557 8,480 0.4%
Planning Fees 7,969,600 8,223,932 8,222,000 252,400 3.2% Other Fees 50,228,665 87,704,867 109,151,254 58,922,589 117.3% Licenses and Permits 17,421,995 17,941,995 18,013,995 592,000 3.4% Fines and Penalties 1,225,000 1,230,000 1,452,000 227,000 18.5% Rents and Leases 8,877,385 9,887,604 9,414,022 536,637 6.0% Electric Utility 654,793,213 735,601,973 704,368,419 49,575,206 7.6% Electric Special Revenues 37,793,434 40,110,067 48,751,885 10,958,451 29.0% Water Utility 58,234,600 63,772,000 61,485,300 3,250,700 5.6% Sewer Utility 42,500,700 46,439,300 45,950,200 3,449,500 8.1% Water Recycling Utility 7,203,200 8,126,000 8,038,800 835,600 11.6% Solid Waste Services 39,037,957 40,500,355 41,046,212 2,008,255 5.1% Storm Drain Fees 2,908,000 3,107,000 1,454,000 (1,454,000) (50.0%) Miscellaneous Charges for Services 6,688,788 6,883,485 7,163,690 474,902 7.1% Grant Revenue 12,677,678 5,142,048 5,484,836 (7,192,842) (56.7%) Housing Related 2,405,250 2,415,726 3,086,472 681,222 28.3% Other Agencies 18,676,343 7,335,930 7,289,456 (11,386,887) (61.0%) Other Revenues 20,761,538 22,709,715 23,037,265 2,275,727 11.0% State Revenues 162,000 162,000 162,000 0 0.0%
Traffic Mitigation 1,221,500 1,000,000 1,000,000 (221,500) (18.1%) Interest Income 14,093,836 15,578,159 19,596,480 5,502,644 39.0% Reimbursements 7,365,310 7,666,842 8,036,282 670,972 9.1% Developer Contributions 59,680,289 5,993,422 10,540,776 (49,139,513) (82.3%) Sale of Land or Property 249,600 100,000 100,000 (149,600) (59.9%) Bond Proceeds 335,250,000 0 130,000,000 (205,250,000) (61.2%) Interdepartmental Revenue 96,010,382 99,876,306 104,042,838 8,032,456 8.4% Transfers From 399,784,369 65,959,970 223,440,867 (176,343,502) (44.1%) Gross Revenue 2,083,932,709 1,492,377,994 1,794,201,606 (289,731,103) (13.9%) Less Transfers In and Interfund
Revenues2
(495,794,751) (165,836,276) (327,483,705) 168,311,046 (33.9%) Net Revenue 1,588,137,958 1,326,541,718 1,466,717,901 (121,420,057) (7.6%) Capital Improvement Program
Carryover
258,997,785 0 0 (258,997,785) (100.0%)
Use of Reserves (90,788,144) (92,496,650) (112,198,880) (21,410,736) 23.6% Total Net Sources3
1,756,347,599 1,234,045,068 1,354,519,021 (401,828,578) (22.9%) 85 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 | B UD G E T S U MM A R Y BUDGET SUMMARY | USES
FY 2023/24
Adopted
FY 2024/25
Adopted
FY 2024/25
Amended
Change
FY 2023/24 to
FY 2024/25
Change
%
Expenditures1
:

Operating Budget:

City Council 1,124,281 1,176,723 1,196,923 72,642 6.5%
City Attorney's Office 3,076,516 3,205,702 3,357,661 281,145 9.1% City Clerk's Office 1,947,261 2,067,068 2,102,267 155,006 8.0% City Auditor 948,445 985,489 990,178 41,733 4.4%
City Manager's Office 5,410,204 5,175,582 6,592,051 1,181,847 21.8% Community Development Department 34,572,743 25,309,296 26,402,719 (8,170,024) (23.6%) Electric Utility 719,003,859 786,454,509 761,772,696 42,768,837 5.9% Finance Department 18,192,257 19,012,771 19,956,041 1,763,784 9.7% Fire Department 69,732,009 71,103,199 73,973,377 4,241,368 6.1% Human Resources 4,300,090 4,439,328 4,520,031 219,941 5.1% Information Technology 13,770,485 13,156,944 15,439,338 1,668,853 12.1% Library Department 11,135,937 11,317,625 11,732,505 596,568 5.4% Parks & Recreation 23,892,478 24,831,781 25,234,878 1,342,400 5.6% Police Department 86,688,554 91,296,351 93,239,805 6,551,251 7.6% Public Works 89,113,204 90,600,536 96,997,383 7,884,179 8.8% Water and Sewer Utility Dept 96,385,559 120,920,630 115,109,340 18,723,781 19.4% Non-Departmental4
50,695,213 49,923,207 62,266,060 11,570,847 22.8%
Other Agency 10,000 10,200 10,200 200 2.0%
Internal Services 12,397,000 12,934,000 13,077,000 680,000 5.5% Debt Service 374,973,049 40,647,934 152,263,704 (222,709,345) (59.4%) Gross Operating Budget 1,617,369,144 1,374,568,875 1,486,234,157 (131,134,987) (8.1%) Less Transfers Out and Interfund
Expenses2
(515,319,491) (247,455,561) (416,463,413) 98,856,078 (19.2%) Net Operating Budget 1,102,049,653 1,127,113,314 1,069,770,744 (32,278,909) (2.9%) Capital Improvement Program Budget:

Total Capital Improvement Program 653,374,495 104,022,838 282,192,918 (371,181,577) (56.8%) Public Works Management Services 4,111,656 4,362,916 4,373,674 262,018 6.4% Less Transfers Out (3,188,205) (1,454,000) (1,818,315) 1,369,890 (43.0%) Total Capital Improvement Program
Budget3
654,297,946 106,931,754 284,748,277 (369,549,669) (56.5%) Total Net Uses 1,756,347,599 1,234,045,068 1,354,519,021 (401,828,578) (22.9%) 1 Excludes Stadium Authority operating budget 2 Excludes internal services fund operating budget, non-City Convention Center activities, and all transfers 3 Excludes Capital Improvement Program Carryover in FY 2024/25 Adopted and Amended budgets; included in FY 2023/24 Adopted Budget 4 Includes Convention Center operating budget
86 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 | B UD G E T S U MM A R Y BUDGET SUMMARY | REVENUE SUMMARY
Fund Type
FY 2022/23
Actual
FY 2023/24
Adopted
FY 2024/25
Adopted
FY 2024/25
Amended
Year-on-Year
Change
Change
%
General Fund
001 General Fund 286,676,711 274,263,600 287,341,981 297,170,993 22,907,393 8.4% Total General Fund 286,676,711 274,263,600 287,341,981 297,170,993 22,907,393 8.4% Special Revenue Funds
463 Bridge Maintenance District #2 Fund 109,116 80,000 80,000 90,000 10,000 12.5% 155 Building Development Services Fund 19,587,611 15,611,000 16,164,000 16,164,000 553,000 3.5% 220 Building Special Programs and Training
Fund
76,638 44,995 44,995 44,995 0 0.0%
165 City Affordable Housing Fund 6,929,767 6,291,089 1,168,177 1,168,177 (5,122,912) (81.4%) 027 Community Facilities District No. 2019-1
(Lawrence Station) Fund
359,319 383,077 450,298 391,557 8,480 2.2%
026 Convention Center Maintenance District
Fund
1,496,489 1,774,119 1,774,119 1,862,825 88,706 5.0%
124 Developer Traffic Payments Fund 0 1,108,500 0 0 (1,108,500) (100.0%) 025 Downtown Parking Maintenance Fund 14,669 151,230 158,850 151,200 (30) (0.0%) 077 Endowment Care Fund 245,062 130,000 130,000 180,000 50,000 38.5% 144 Engineering Operating Grant Trust Fund 231,197 0 0 0 0 0.0% 079 Expendable Trust Fund 554,174 0 0 0 0 0.0%
158 Fire Development Service Fund 0 3,435,000 3,081,750 3,277,500 (157,500) (4.6%) 178 Fire Operating Grant Trust Fund 422,131 4,006,904 4,513,514 4,297,283 290,379 7.2% 121 Gas Tax Fund 4,018,129 3,500,000 3,500,000 3,500,000 0 0.0% 562 Housing and Urban Development Fund 1,412,385 3,106,041 1,518,534 2,532,068 (573,973) (18.5%) 164 Housing Authority Fund 405,871 252,495 252,496 252,496 1 0.0% 169 Housing Successor Agency Fund 1,203,963 1,306,326 1,306,326 1,306,326 0 0.0% 072 Library Donations Trust Fund 2 0 0 0 0 0.0%
112 Library Operating Grant Trust Fund 157,989 0 0 0 0 0.0% 101 Other City Departments Operating Grant
Trust Fund
0 0 0 0 0 0.0%
111 Parks and Recreation Operating Grant
Trust Fund
160,911 152,363 152,363 152,363 0 0.0%
076 Perpetual Care Fund 597 500 500 500 0 0.0%
177 Police Operating Grant Trust Fund 832,814 0 0 0 0 0.0% 157 Prefunded Plan Review Fund 86,520 0 0 0 0 0.0%
067 Public Donations Fund 62,886 0 0 0 0 0.0%
221 Public, Educational, and Governmental
Fee Fund
215,724 200,000 200,000 200,000 0 0.0%
122 Road Maintenance and Rehabilitation
(SB1) Fund
3,179,422 2,550,000 2,550,000 2,910,000 360,000 14.1%
123 Traffic Mitigation Fund 1,350,720 1,371,500 1,150,000 1,050,000 (321,500) (23.4%) Total Special Revenue Funds 43,114,106 45,455,139 38,195,922 39,531,290 (5,923,849) (13.0%) Enterprise Funds
093 Cemetery Fund 1,548,240 1,576,500 1,603,500 1,603,500 27,000 1.7% 860 Convention Center Enterprise Fund 17,471,878 15,663,770 18,193,014 18,613,014 2,949,244 18.8% 87 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 | B UD G E T S U MM A R Y BUDGET SUMMARY | REVENUE SUMMARY
Fund Type
FY 2022/23
Actual
FY 2023/24
Adopted
FY 2024/25
Adopted
FY 2024/25
Amended
Year-on-Year
Change
Change
%
Enterprise Funds
191 Electric Operating Grant Trust Fund 38,205,193 37,842,234 40,164,067 48,805,885 10,963,651 29.0% 091 Electric Utility Fund 664,523,014 684,767,499 757,243,956 756,232,591 71,465,092 10.4% 094 Sewer Utility Fund 46,408,736 43,500,825 47,453,903 46,989,803 3,488,978 8.0% 096 Solid Waste Fund 36,217,035 39,613,321 41,081,879 41,596,736 1,983,415 5.0% 097 Water Recycling Fund 7,764,494 7,668,868 8,594,538 8,507,338 838,470 10.9% 092 Water Utility Fund 50,873,562 60,726,490 66,333,834 64,096,935 3,370,445 5.6% Total Enterprise Funds 863,012,152 891,359,507 980,668,691 986,445,802 95,086,295 10.7% Internal Service Funds
048 Communication Acquisitions Fund 829,358 995,232 1,013,568 1,067,904 72,672 7.3% 053 Fleet Operations Fund 5,515,995 5,460,601 5,649,029 5,952,903 492,302 9.0% 045 Information Technology Services Fund 12,259,626 13,094,932 12,956,944 15,239,338 2,144,406 16.4% 044 Public Works Capital Projects
Management Fund
3,962,226 4,111,656 4,362,916 4,373,674 262,018 6.4%
082 Special Liability Insurance Fund 9,484,324 6,195,000 6,497,000 6,530,000 335,000 5.4% 087 Unemployment Insurance Fund 613 0 0 0 0 0.0%
050 Vehicle Replacement Fund 4,209,518 6,244,263 6,251,978 5,269,391 (974,872) (15.6%) 081 Workers' Compensation Fund 6,129,081 6,097,000 6,327,000 6,327,000 230,000 3.8% Total Internal Service Funds 42,390,741 42,198,684 43,058,435 44,760,210 2,561,526 6.1% Capital Improvement Program Funds
593 Cemetery Capital Fund 89,165 0 0 4,689 4,689 100.0% 565 City Affordable Housing Capital Fund 727,408 0 0 0 0 0.0% 865 Convention Center Capital Fund 0 0 550,000 2,150,000 2,150,000 100.0% 591 Electric Utility Capital Fund 98,797,910 398,934,766 56,252,674 215,332,515 (183,602,251) (46.0%) 536 Fire Department Capital Fund 661,766 427,374 234,374 1,473,700 1,046,326 244.8% 539 General Government Capital Fund 3,200,792 925,000 875,000 2,390,820 1,465,820 158.5% 537 Library Department Capital Fund 281,831 0 0 471,848 471,848 100.0% 532 Parks and Recreation Capital Fund 38,425,050 4,539,936 4,776,181 1,283,304 (3,256,632) (71.7%) 542 Patrick Henry Drive Infrastructure
Improvement Fund
69,205 140,486 73,419 0 (140,486) (100.0%)
538 Public Buildings Capital Fund 3,068,482 1,590,019 180,272 1,792,207 202,188 12.7% 540 Related Santa Clara Developer Fund 1,277,059 977,582 391,422 795,344 (182,238) (18.6%) 594 Sewer Utility Capital Fund 55,664,912 13,867,222 18,047,101 12,570,472 (1,296,750) (9.4%) 596 Solid Waste Capital Fund 504,646 765,000 788,000 788,000 23,000 3.0% 535 Storm Drain Capital Fund 2,427,499 2,326,414 1,553,633 3,979,765 1,653,351 71.1% 534 Street Lighting Capital Fund 113,698 125,000 4,175,000 5,365,000 5,240,000 4192.0% 88 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 | B UD G E T S U MM A R Y BUDGET SUMMARY | REVENUE SUMMARY
Fund Type
FY 2022/23
Actual
FY 2023/24
Adopted
FY 2024/25
Adopted
FY 2024/25
Amended
Year-on-Year
Change
Change
%
Capital Improvement Program Funds
533 Streets and Highways Capital
Fund
15,557,434 35,094,984 15,568,079 21,195,073 (13,899,911) (39.6%) 541 Tasman East Infrastructure
Improvement Fund
4,504,883 0 0 3,734,932 3,734,932 100.0%
592 Water Utility Capital Fund 0 0 885,000 3,995,000 3,995,000 100.0% 225,371,740 459,713,783 104,350,155 277,322,669 (182,391,114) (39.7%) Other Agency Funds
801 Sports and Open Space Authority
Fund
6,038 10,000 10,200 10,200 200 2.0%
Total Other Agency Funds 6,038 10,000 10,200 10,200 200 2.0% Debt Service Funds
491 Electric Utility 16,820,908 339,529,056 36,296,170 147,554,002 (191,975,054) (56.5%) 431 Public Facilities Financing
Corporation Fund
1,426,118 1,402,940 1,406,440 1,406,440 3,500 0.2%
494 Sewer Utility 1,837,450 30,000,000 1,050,000 0 (30,000,000) (100.0%) Total Debt Service Funds 20,084,476 370,931,996 38,752,610 148,960,442 (221,971,554) (59.8%) Grand Total Revenues 1,480,655,964 2,083,932,709 1,492,377,994 1,794,201,606 (289,731,103) (13.9%) Total Capital Improvement Program
Funds
89 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 | B UD G E T S U MM A R Y BUDGET SUMMARY | EXPENDITURE SUMMARY
Fund Type
FY 2022/23
Actual
FY 2023/24
Adopted
FY 2024/25
Adopted
FY 2024/25
Amended
Year-on-Year
Change
Change
%
General Fund
001 General Fund 266,671,554 281,795,558 287,458,968 306,591,330 24,795,772 8.8% Total General Fund 266,671,554 281,795,558 287,458,968 306,591,330 24,795,772 8.8% Special Revenue Funds
463 Bridge Maintenance District #2 Fund 80,000 80,000 80,000 0 (80,000) (100.0%) 155 Building Development Services Fund 14,081,016 13,874,054 14,846,926 15,285,186 1,411,132 10.2% 220 Building Special Programs and Training
Fund
61,765 44,995 44,995 44,995 0 0.0%
165 City Affordable Housing Fund 6,860,132 6,683,926 1,595,486 1,593,647 (5,090,279) (76.2%) 027 Community Facilities District No. 2019-1
(Lawrence Station) Fund
4,747 373,273 384,471 386,142 12,869 3.4%
026 Convention Center Maintenance District
Fund
1,931,961 1,919,119 1,774,119 1,862,825 (56,294) (2.9%) 124 Developer Traffic Payments Fund 0 1,108,500 0 0 (1,108,500) (100.0%) 025 Downtown Parking Maintenance Fund 51,012 136,990 144,609 153,126 16,136 11.8% 077 Endowment Care Fund 35,254 30,000 30,000 30,000 0 0.0% 144 Engineering Operating Grant Trust Fund 451,397 0 0 0 0 0.0% 079 Expendable Trust Fund 84,498 0 0 0 0 0.0%
158 Fire Development Service Fund 0 3,109,073 3,264,818 3,396,403 287,330 9.2% 178 Fire Operating Grant Trust Fund 764,887 4,006,904 4,513,514 4,297,283 290,379 7.2% 121 Gas Tax Fund 2,985,000 4,650,000 2,550,000 4,520,000 (130,000) (2.8%) 562 Housing and Urban Development Fund 1,600,191 3,993,723 2,115,381 2,532,068 (1,461,655) (36.6%) 164 Housing Authority Fund 206,045 3,981,562 414,581 468,931 (3,512,631) (88.2%) 169 Housing Successor Agency Fund 5,583,414 873,227 899,463 902,579 29,352 3.4% 112 Library Operating Grant Trust Fund 113,945 0 0 0 0 0.0% 101 Other City Departments Operating Grant
Trust Fund
101,196 0 0 0 0 0.0%
111 Parks and Recreation Operating Grant
Trust Fund
157,759 152,363 152,363 152,363 0 0.0%
076 Perpetual Care Fund 597 500 500 500 0 0.0%
177 Police Operating Grant Trust Fund 504,798 0 0 0 0 0.0% 157 Prefunded Plan Review Fund 75,853 0 0 0 0 0.0%
067 Public Donations Fund 98,305 0 0 0 0 0.0%
221 Public, Educational, and Governmental
Fee Fund
109,672 200,000 200,000 200,000 0 0.0%
122 Road Maintenance and Rehabilitation
(SB1) Fund
2,500,000 2,500,000 2,500,000 4,301,915 1,801,915 72.1% 123 Traffic Mitigation Fund 1,765,030 921,500 1,600,000 1,331,000 409,500 44.4% Total Special Revenue Funds 40,208,474 48,639,709 37,111,226 41,458,963 (7,180,746) (14.8%) Enterprise Funds
093 Cemetery Fund 1,487,699 1,535,171 1,591,088 1,631,437 96,266 6.3% 860 Convention Center Enterprise Fund 14,652,794 16,103,582 18,284,444 20,547,074 4,443,492 27.6% 191 Electric Operating Grant Trust Fund 36,966,516 42,917,231 34,309,180 68,826,299 25,909,068 60.4% 90 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 | B UD G E T S U MM A R Y BUDGET SUMMARY | EXPENDITURE SUMMARY
Fund Type
FY 2022/23
Actual
FY 2023/24
Adopted
FY 2024/25
Adopted
FY 2024/25
Amended
Year-on-Year
Change
Change
%
Enterprise Funds
091 Electric Utility Fund 658,474,530 676,086,628 752,145,329 692,946,397 16,859,769 2.5% 094 Sewer Utility Fund 72,683,446 33,856,908 50,232,161 43,846,667 9,989,759 29.5% 096 Solid Waste Fund 33,651,412 39,316,243 40,785,274 41,325,198 2,008,955 5.1% 097 Water Recycling Fund 7,904,081 8,234,584 9,502,867 9,307,540 1,072,956 13.0% 092 Water Utility Fund 48,705,302 54,294,067 61,185,602 61,955,133 7,661,066 14.1% Total Enterprise Funds 874,525,780 872,344,414 968,035,945 940,385,745 68,041,331 7.8% Internal Service Funds
048 Communication Acquisitions Fund 320,897 995,232 1,013,568 1,067,904 72,672 7.3% 053 Fleet Operations Fund 5,294,778 5,462,441 5,651,174 5,939,015 476,574 8.7% 045 Information Technology Services Fund 13,475,360 13,570,485 12,956,944 15,239,338 1,668,853 12.3% 044 Public Works Capital Projects
Management Fund
3,695,929 4,111,656 4,362,916 4,373,674 262,018 6.4%
082 Special Liability Insurance Fund 7,041,384 6,195,000 6,497,000 6,530,000 335,000 5.4% 087 Unemployment Insurance Fund 82,482 105,000 110,000 110,000 5,000 4.8% 050 Vehicle Replacement Fund 3,584,565 3,069,600 4,386,000 5,827,284 2,757,684 89.8% 081 Workers' Compensation Fund 5,232,717 6,097,000 6,327,000 6,437,000 340,000 5.6% Total Internal Service Funds 38,728,112 39,606,414 41,304,602 45,524,215 5,917,801 14.9% Capital Improvement Program Funds
593 Cemetery Capital Fund 34,979 221,500 0 4,689 (216,811) (97.9%) 565 City Affordable Housing Capital
Fund
0 3,200,000 0 0 (3,200,000) (100.0%)
865 Convention Center Capital Fund 550,128 2,146,482 550,000 2,150,000 3,518 0.2% 591 Electric Utility Capital Fund 56,846,624 488,020,848 56,252,674 212,332,515 (275,688,333) (56.5%) 536 Fire Department Capital Fund 729,301 907,217 234,374 1,473,700 566,483 62.4% 539 General Government Capital Fund 2,106,835 7,746,717 875,000 2,390,820 (5,355,897) (69.1%) 537 Library Department Capital Fund 147,753 251,448 0 471,848 220,400 87.7% 532 Parks and Recreation Capital Fund 14,569,453 26,403,302 5,588,401 6,629,966 (19,773,336) (74.9%) 542 Patrick Henry Drive Infrastructure
Improvement Fund
69,205 140,486 73,419 0 (140,486) (100.0%)
538 Public Buildings Capital Fund 746,813 6,238,362 180,272 1,792,207 (4,446,155) (71.3%) 597 Recycled Water Capital Fund 1,335,451 50,000 50,000 400,000 350,000 700.0% 540 Related Santa Clara Developer Fund 1,942,045 977,582 391,422 795,344 (182,238) (18.6%) 594 Sewer Utility Capital Fund 15,921,781 38,770,317 18,192,330 19,570,472 (19,199,845) (49.5%) 596 Solid Waste Capital Fund 739,167 765,000 788,000 788,000 23,000 3.0% 535 Storm Drain Capital Fund 4,658,043 4,701,978 1,553,633 3,979,765 (722,213) (15.4%) 534 Street Lighting Capital Fund 2,335,113 3,563,500 4,175,000 5,365,000 1,801,500 50.6% 91 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 | B UD G E T S U MM A R Y BUDGET SUMMARY | EXPENDITURE SUMMARY
Fund Type
FY 2022/23
Actual
FY 2023/24
Adopted
FY 2024/25
Adopted
FY 2024/25
Amended
Year-on-Year
Change
Change
%
Capital Improvement Program Funds
533 Streets and Highways Capital Fund 18,397,755 63,896,181 15,568,079 21,195,073 (42,701,108) (66.8%) 541 Tasman East Infrastructure
Improvement Fund
1,798,250 1,450,475 28,150 1,432,193 (18,282) (1.3%)
592 Water Utility Capital Fund 4,795,704 8,034,756 3,885,000 5,795,000 (2,239,756) (27.9%) Total Capital Improvement Program Funds 127,724,400 657,486,151 108,385,754 286,566,592 (370,919,559) (56.4%) Other Agency Funds
801 Sports and Open Space Authority Fund 10,199 10,000 10,200 10,200 200 2.0% Total Other Agency Funds 10,199 10,000 10,200 10,200 200 2.0% Debt Service Funds
491 Electric Utility 16,572,403 339,529,056 36,296,170 147,554,002 (191,975,054) (56.5%) 431 Public Facilities Financing Corporation
Fund
1,403,235 1,402,440 1,405,940 1,405,940 3,500 0.2%
494 Sewer Utility 1,531,850 34,041,553 2,945,824 3,303,762 (30,737,791) (90.3%) Total Debt Service Funds 19,507,488 374,973,049 40,647,934 152,263,704 (222,709,345) (59.4%) Grand Total Expenditures 1,367,376,007 2,274,855,295 1,482,954,629 1,772,800,749 (502,054,546) (22.1%) 92 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 FE R S CH E DU LE BUDGET SUMMARY | TRANSFER SCHEDULE
Fund In Out
From General Fund (001) 16,913,146
To Cemetery Capital Fund (593) 4,689
To Cemetery Fund (093) 823,000
To Convention Center Maintenance District Fund (026) 840,546 To Downtown Parking Maintenance District Fund (025) 137,000 To Fire Department Capital Fund (536) 1,473,700
To Fire Operating Grant Trust Fund (178) 553,769
To General Government Capital Fund (539) 1,761,524
To Library Department Capital Fund (537) 471,848
To Parks and Recreation Capital Fund (532) 1,283,304
To Parks and Recreation Operating Grant Trust Fund (111) 27,445 To Public Buildings Capital Fund (538) 1,792,207
To Public Facilities Financing Corporation Fund (431) 1,405,940 To Solid Waste Fund (096) 35,364
To Sports and Open Space Authority Fund (801) 10,200
To Storm Drain Capital Fund (535) 2,525,765
To Streets and Highways Capital Fund (533) 3,766,845
Subtotal Transfer from General Fund 16,913,146 16,913,146 From Building Development Services Fund (155) 241,038
To General Fund (001) 190,927
To General Government Capital Fund (539) 43,111
To Building Special Programs & Training Fund (220) 7,000 Subtotal Transfer from Building Development Services Fund 241,038 241,038 From Building Special Programs and Training Fund (220) 1,765 To General Fund (001) 1,765
Subtotal Transfer from Building Special Programs and Training Fund
1,765 1,765
From Cemetery Fund (093) 2,637
To General Government Capital Fund (539) 2,637
Subtotal Transfer from Cemetery Fund 2,637 2,637
From Convention Center Enterprise Fund (860) 2,150,000
To Convention Center Capital Fund (865) 2,150,000
Subtotal Transfer from Convention Center Enterprise Fund 2,150,000 2,150,000 Amended FY 2024/25
Transfer
93 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 FE R S CH E DU LE BUDGET SUMMARY | TRANSFER SCHEDULE
Fund In Out
From Electric Operating Grant Trust Fund (191) 47,164,372 To Electric Utility Capital Fund (591) 3,750,000
To Electric Utility Fund (091) 41,640,517
To Streets and Highways Capital Fund (533) 1,323,855
To Vehicle Replacement Fund (050) 450,000
Subtotal Transfer from Electric Operating Grant Trust Fund 47,164,372 47,164,372 From Electric Utility Debt Service Fund (491) 130,000,000 To Electric Utility Capital Fund (591) 130,000,000
Subtotal Transfer from Electric Utility Debt Service Fund 130,000,000 130,000,000 From Electric Utility Fund (091) 83,043,531
To Electric Utility Capital Fund (591) 59,363,700
To Electric Utility Debt Service Fund (491) 17,554,002
To General Fund (001) 383,129
To General Government Capital Fund (539) 377,700
To Street Lighting Capital Fund (534) 5,365,000
Subtotal Transfer from Electric Utility Fund 83,043,531 83,043,531 From Fire Development Services Fund (158) 8,481
To General Government Capital Fund (539) 8,481
Subtotal Transfer from Fire Development Services Fund 8,481 8,481 From Endowment Care Fund (077) 30,000
To Cemetery Fund (093) 30,000
Subtotal Transfer from Endowment Care Fund 30,000 30,000 From Gas Tax Fund (121) 4,520,000
To Streets and Highways Capital Fund (533) 4,520,000
Subtotal Transfer from Gas Tax Fund 4,520,000 4,520,000 From Perpetual Care Fund (076) 500
To Cemetery Fund (093) 500
Subtotal Transfer from Perpetual Care Fund 500 500
Amended FY 2024/25
Transfer
94 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 FE R S CH E DU LE BUDGET SUMMARY | TRANSFER SCHEDULE
Fund In Out
From Road Maintenance and Rehabilitation (SB1) Fund (122) 4,301,915 To Streets and Highways Capital Fund (533) 4,301,915
Subtotal Transfer from Road Maintenance and Rehabilitation (SB1) Fund
4,301,915 4,301,915
From Sewer Utility Fund (094) 12,597,876
To General Government Capital Fund (539) 27,404
To Sewer Utility Capital Fund (594) 12,570,472
Subtotal Transfer from Sewer Utility Fund 12,597,876 12,597,876 From Solid Waste Fund (096) 549,256
To General Government Capital Fund (539) 19,256
To Solid Waste Capital Fund (596) 530,000
Subtotal Transfer from Solid Waste Fund 549,256 549,256 From Storm Drain Capital Fund (535) 1,818,315
To General Fund (001) 1,454,000
To Electric Utility Capital Fund (591) 364,315
Subtotal Transfer from Storm Drain Capital Fund 1,818,315 1,818,315 From Traffic Mitigation Fund (123) 1,331,000
To Streets and Highways Capital Fund (533) 1,331,000
Subtotal Transfer from Traffic Mitigation Fund 1,331,000 1,331,000 From Water Recycling Fund (097) 251
To General Government Capital Fund (539) 251
Subtotal Transfer from Water Recycling Fund 251 251
From Water Utility Fund (092) 4,340,956
To Electric Utility Capital Fund (591) 195,500
To General Government Capital Fund (539) 150,456
To Water Utility Capital Fund (592) 3,995,000
Subtotal Transfer from Water Utility Fund 4,340,956 4,340,956 Total Transfers 309,015,039 309,015,039
Amended FY 2024/25
Transfer
95 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 IP S U M M AR I E S A N D GR A P HS

CAPITAL IMPROVEMENT PROGRAM BUDGET BY THEME
FY 2024/25
Proposed
FY 2025/26
Proposed
FY 2026/27
CIP
FY 2027/28
CIP
FY 2028/29
CIP
Five-Year CIP
Total
Theme
Administrative Facilities 2,343,000 310,000 0 0 0 2,653,000 Community Facilities 2,771,934 500,000 0 0 0 3,271,934
Convention Center 2,150,000 0 0 0 0 2,150,000
Electric Utility 217,697,515 304,154,500 100,616,000 107,933,200 21,115,000 751,516,215 Other Community Projects 6,080,775 5,411,998 4,128,193 4,270,089 4,390,737 24,281,792 Parks and Trails 3,550,760 2,158,838 4,500,000 0 0 10,209,598 Sewer Utility 19,570,472 22,216,632 15,774,449 48,457,780 26,627,992 132,647,325 Solid Waste 788,000 812,000 836,000 860,000 884,000 4,180,000 Storm Drain 2,404,365 480,750 1,800,000 0 0 4,685,115
Technology and Equipment 2,993,823 751,000 823,600 822,600 822,600 6,213,623 Transportation 18,566,948 14,470,938 15,338,646 13,299,521 12,446,509 74,122,562 Water and Recycled Water Utilities 6,195,000 6,225,000 5,250,000 5,150,000 3,500,000 26,320,000 Five-Year CIP Total 285,112,592 357,491,656 149,066,888 180,793,190 69,786,838 1,042,251,164 Administrative
Facilities, $2,653,000
Community Facilities,
$3,271,934
Convention Center,
$2,150,000
Electric Utility,
$751,516,215
Other Community
Projects,
$24,281,792
Parks and Trails,
$10,209,598
Sewer Utility,
$132,647,325
Solid Waste,
$4,180,000
Storm Drain,
$4,685,115
Technology and
Equipment,
$6,213,623
Transportation,
$74,122,562
Water and Recycled
Water Utilities,
$26,320,000
Proposed Five-Year CIP
96 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 IP S U M M AR I E S A N D GR A P HS

CAPITAL IMPROVEMENT PROGRAM BUDGET BY FUND
FY 2024/25
Proposed
FY 2025/26
Proposed
FY 2026/27
CIP
FY 2027/28
CIP
FY 2028/29
CIP
Five-Year CIP
Total
Fund
Cemetery Capital Fund 4,689 4,813 4,987 5,188 5,354 25,031 Convention Center Capital Fund 2,150,000 0 0 0 0 2,150,000 Electric Utility Capital Fund 212,332,515 304,029,500 100,491,000 107,808,200 20,990,000 745,651,215 Fire Department Capital Fund 1,473,700 14,045 14,551 15,139 15,624 1,533,059 General Government Capital Fund 2,390,820 760,256 833,190 832,577 832,897 5,649,740 Library Department Capital Fund 471,848 19,966 20,685 21,521 22,210 556,230 Parks and Recreation Department
Capital Fund
6,629,966 2,658,838 4,500,000 0 0 13,788,804
Public Buildings Capital Fund 1,792,207 615,122 316,106 328,879 339,417 3,391,731 Recycled Water Capital Fund 400,000 50,000 50,000 50,000 50,000 600,000 Related Santa Clara Developer
Fund
795,344 803,011 808,048 816,397 826,743 4,049,543
Sewer Utility Capital Fund 19,570,472 22,216,632 15,774,449 48,457,780 26,627,992 132,647,325 Solid Waste Capital Fund 788,000 812,000 836,000 860,000 884,000 4,180,000 Storm Drain Capital Fund 2,525,765 605,383 1,929,120 134,337 138,641 5,333,246 Street Lighting Capital Fund 5,365,000 125,000 125,000 125,000 125,000 5,865,000 Streets and Highways Capital
Fund
21,195,073 17,169,052 18,133,887 16,207,710 15,447,889 88,153,611 Tasman East Infrastructure
Improvement Fund
1,432,193 1,433,038 29,865 30,462 31,071 2,956,629
Water Utility Capital Fund 5,795,000 6,175,000 5,200,000 5,100,000 3,450,000 25,720,000 Five-Year CIP Total 285,112,592 357,491,656 149,066,888 180,793,190 69,786,838 1,042,251,164 97 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 IP S U M M AR I E S A N D GR A P HS

CAPITAL IMPROVEMENT PROGRAM BUDGET BY FUND
Cemetery Capital
Fund, $25,031
Convention
Center Capital
Fund,
$2,150,000
Electric Utility Capital
Fund, $745,651,215
Fire Department
Capital Fund,
$1,533,059
General Government
Capital Fund, $5,649,740
Library Department
Capital Fund,
$556,230
Parks and Recreation
Capital Fund, $13,788,804
Public Buildings
Capital Fund,
$3,391,731
Recycled Water Capital
Fund, $600,000
Related Santa Clara
Developer Fund,
$4,049,543
Sewer Utility
Capital Fund,
$132,647,325
Solid Waste Capital
Storm Drain Capital Fund, Fund, $4,180,000
$5,333,246 Street Lights Capital Fund,
$5,865,000
Streets and Highways
Capital Fund,
$88,153,611
Tasman East
Infrastructure
Improvement Fund,
$2,956,629
Water Utility
Capital Fund,
$25,720,000
Proposed Five-Year CIP
98 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 IP S U M M AR I E S A N D GR A P HS

CAPITAL IMPROVEMENT PROGRAM UNFUNDED LIST
Five-Year
Unfunded Total
Administrative Facilities
ADA Transition Plan Implementation (Public Buildings) 8,250,000 Berman Building Gate and Electrical Panel Upgrades 608,000 City Buildings - Upgrade Lighting to LED Project 500,000 City Hall HVAC Rehabilitation Project 6,282,450
Electric Vehicle Charging (Fleet) 3,200,000
Fire Station 1 and 8 Security Upgrades 1,910,000
Fire Station 1 and Fire Headquarters Building Renovation 59,090,173 Fire Station 5 Renovation 28,175,884
Fire Station 7 Renovation 21,566,154
Fire Station 9 Lighting 165,000
Fire Station 9 PPE Storage Equipment Room 1,400,000
Fire Station 9 Renovation 57,106,823
Morse Mansion Maintenance & Repair 200,000
New Project - Seismic Evaluation of EOC and Fire Station #2 220,000 Office Reconfiguration 149,000
Public Building Parking Lot Improvements 2,932,500
Repair to Historic Buildings 375,000
Repairs-Modifications to City Buildings 525,000
Stationary Standby Generators 7,705,000
Stations 1, 9, and Fire Administration Building Assessment 270,000 Training Tower Renovation 783,000
Triton Museum Repair and Modifications 986,800
Water Refilling Stations 178,200
Administrative Facilities Unfunded Subtotal 202,578,984 Community Facilities
Aged Infrastructure at Critical/Poor Buildings 161,478,296 Bowers Roof/Building Replacement Project 4,250,000
Central Park Library – Lighting Software and Hardware Replacement 143,000 Central Park Library – Repaint Interior 357,600
Planning and Construction of Temporary and/or Permanent ISC Replacement Facility 43,850,000 Mission Branch Library – Replacement of Heat Pump in Rooftop HVAC Unit 19,400 Repurchase Cemetery Property 170,000
Sarah E. Fox Memorial Mausoleum Repairs 1,365,000
Community Facilities Unfunded Subtotal 211,633,296
99 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 IP S U M M AR I E S A N D GR A P HS

CAPITAL IMPROVEMENT PROGRAM UNFUNDED LIST
Five-Year
Unfunded Total
Convention Center
Santa Clara Convention Center Condition Assessment Repair 15,775,168 Convention Center Unfunded Subtotal 15,775,168
Parks and Trails
Aged Infrastructure at Critical/Poor Parks 103,363,494
Earl Carmichael Park Playground Rehabilitation 2,891,845 Henry Schmidt Park Playground Rehabilitation 4,325,000
Mary Gomez Park Playground Rehabilitation 2,530,000
Park Improvements 1,496,600
Warburton Park Playground Rehabilitation 3,000,000
Parks and Trails Unfunded Subtotal 117,606,939
Storm Drain
Bowers Ave Underpass SDPS Rehabilitation 2,030,000
Fairway Glen Storm Drain Pump Station Rehabilitation 300,000 Green Stormwater Infrastructure Design & Construction 6,644,700 Lafayette St. Underpass at Subway Pump Station 4,946,150 Lickmill Storm Drain Pump Station Rehabilitation 250,000 SDPS Motor and Control Maintenance, Repair, and Replacement 347,288 Storm Drain Pump Station Outfall Reconstruction Program 250,000 Storm Drain Repairs and Maintenance 150,000
Storm Drain System Improvements 20,815,000
Storm Water Retention Basin Remediation 9,209,200
Tri-Level Underpass Storm Drain Pump Station Rehabilitation 100,000 Storm Drain Unfunded Subtotal 45,042,338
Technology and Equipment
Consolidate and Upgrade Servers 834,500
FHRMS Update Project 154,200
Intranet Collaboration Suite Implementation 150,000
IT Berman Building HVAC and Electrical Repairs 25,000
Utility Management Information System (UMIS) Enhancements 2,000 Technology and Equipment Unfunded Subtotal 1,165,700
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CAPITAL IMPROVEMENT PROGRAM UNFUNDED LIST
Five-Year
Unfunded Total
Transportation
ADA Transition Plan Implementation (Public Right of Way) 5,494,000 Annual Street Maintenance and Rehabilitation Program 8,934,168 Bicycle Route Wayfinding - Phase I 300,000
Bridge Maintenance Program 2,170,000
Creek Trail Pavement Rehabilitation Program 1,900,000
Cupertino-Santa Clara On-Demand Shuttle Project 2,007,230 Median Islands Water Conservation and Drought Tolerant Landscape Improvements 1,529,500 Multimodal Improvement Plan Phase 1 Projects 740,000
Multimodal Improvement Plan Phase 2 Projects 1,340,000
Pruneridge Avenue Complete Streets Plan 2,950,000
Public Alley Pavement Maintenance and Rehabilitation 2,060,000 Public Right of Way Standard Specs and Detail Update 270,000 Sidewalk, Curb and Gutter Repair 2,602,953
Water Conservation and Drought Tolerant Landscaping 127,000 Transportation Unfunded Subtotal 32,424,851
Five-Year Unfunded Total 626,227,276
Unfunded amounts do not capture all needs identified in the following plans:
 Storm Drain Master Plan - $290 million (in 2018 dollars) and the Storm Drain Pump Station Evaluation $3 million (2018 dollars) annually for pump station repair, maintenance, and upgrades  Santa Clara Bicycle Plan Update 2018 - $39.3 million (in 2018 dollars)  Santa Clara Pedestrian Master Plan - $194.0 million (in 2019 dollars)  Americans with Disabilities Act Self-Evaluation and Transition Plan (Draft) - $758.5 million (in 2024 dollars)
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CAPITAL IMPROVEMENT PROGRAM OPERATING IMPACTS
FY 2024/25
Proposed
FY 2025/26
Proposed
FY 2026/27
CIP
FY 2027/28
CIP
FY 2028/29
CIP
Parks and Trails
Central Park Magical Bridge Playground 23,500 23,971 24,449 24,939 25,438 Fairway Glen Restroom 9,700 9,895 10,093 10,294 10,500
Parks and Trails Operating Impacts Subtotal 33,200 33,866 34,542 35,233 35,938 Technology and Equipment
Enterprise Asset Management - DPW 0 50,000 51,000 52,020 53,060 City Hall Data Center HVAC Remediation 0 0 5,000 5,000 5,000 Technology and Equipment Operating
Impacts Subtotal
0 50,000 56,000 57,020 58,060
Transportation
Adaptive Signal System 0 11,000 11,550 12,128 12,734
Adaptive Signal System (Santana West
Settlement Agreement)
0 500 510 520 530
Bassett and Laurelwood Bicycle Lanes 0 500 510 520 531
Changeable Message Signs 0 1,050 1,071 1,092 1,114
HAWK Beacon on Scott and Harrison 750 750 750 750 750
Traffic Calming (Santana West Settlement
Agreement)
0 100 102 104 106
Traffic Pre-Emptors 0 11,500 11,730 11,965 12,204
Traffic Signal Management Software
Upgrade/Replacement
0 15,000 15,750 16,538 17,364
Uncontrolled Crosswalks Improvements Project 750 765 780 796 812 Transportation Operating Impacts Subtotal 1,500 41,165 42,753 44,413 46,145 Five-Year Operating Impacts Total 34,700 125,031 133,295 136,666 140,143 102
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CAPITAL IMPROVEMENT PROGRAM BUDGET BY EXPENDITURE

CATEGORY
FY 2024/25
Proposed
FY 2025/26
Proposed
FY 2026/27
CIP
FY 2027/28
CIP
FY 2028/29
CIP
Five-Year CIP
Total
Expenditure Category
Construction 107,437,771 271,744,179 70,760,369 140,934,383 51,134,282 642,010,984 Contingency/Miscellaneous 30,664,272 58,217,290 13,527,790 19,729,590 2,303,790 124,442,732 Contractual Services 808,855 501,598 0 0 0 1,310,453
Developer Costs 1,404,043 1,404,043 0 0 0 2,808,086
Engineering 15,735,095 9,741,997 7,066,758 7,691,549 3,609,596 43,844,995 Engineering Management Services 4,373,674 3,709,538 3,836,323 3,981,671 4,104,827 20,006,033 Equipment 116,260,223 5,367,000 37,972,600 1,129,600 1,131,600 161,861,023 Land 1,500,000 0 8,735,000 0 0 10,235,000
Maintenance 175,000 0 0 0 0 175,000
Personnel 6,389,344 6,806,011 7,168,048 7,326,397 7,502,743 35,192,543 Transfers To 364,315 0 0 0 0 364,315
Five-Year CIP Total 285,112,592 357,491,656 149,066,888 180,793,190 69,786,838 1,042,251,164 103
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FY 2022/23
Adopted1
FY 2023/24
Adopted1
FY 2024/25
Adopted1
FY 2024/25
Change
FY 2024/25
Amended1
Positions by Department/Office
Mayor and City Council Offices 9.00 10.00 10.00 0.00 10.00 City Attorney's Office8

8.00 7.00 7.00 1.00 8.00
City Auditor’s Office 3.00 2.00 2.00 0.00 2.00
City Clerk's Office 7.00 7.00 7.00 0.00 7.00
City Manager's Office9, 10 12.50 11.30 11.30 0.80 12.10 Community Development Department2, 4 73.00 75.00 79.00 0.00 79.00 Electric Utility Department3
214.00 222.00 222.00 0.00 222.00
Finance Department10 69.75 70.75 70.75 1.00 71.75
Fire Department4, 5 155.50 173.50 173.50 0.00 173.50
Human Resources Department 15.00 15.00 15.00 0.00 15.00 Information Technology Department10 6.00 6.00 6.00 1.00 7.00 Library Department6

42.50 42.75 42.75 0.00 42.75
Parks and Recreation Department 77.75 77.75 77.75 0.00 77.75 Police Department7
231.00 231.00 231.00 0.00 231.00
Department of Public Works4
123.50 119.50 119.50 0.00 119.50
Water and Sewer Utilities Department 73.00 73.00 73.00 0.00 73.00 Non-Departmental 6.50 5.70 5.70 1.20 6.90
Total Budgeted FTE by Dept./Office 1,127.00 1,149.25 1,153.25 5.00 1,158.25 1The positions above represent all funded positions. This excludes 35.5 positions that are frozen including: the remaining 22.50 positions frozen on March 9, 2021 (Agenda Item 5.0 – Report to Council 21-402), the 5.0 positions frozen on June 22, 2021 (Agenda Item 5.0 – Report to Council 21-526), and 1.0 position frozen as part of the FY 2023/24 and FY 2024/25 Adopted Operating Budget. This also excludes 7.0 positions that were originally funded by Related but are frozen beginning in FY 2023/24 based on discussions with Related. 2The positions include 4.0 development-related positions approved in FY 2024/25 as part of the FY 2023/24 and FY 2024/25 Adopted Budget.
3This reflects 8.0 positions added during FY 2022/23 (3.0 positions added through Report to Council 22-1145 and 5.0 positions added through Report to Council 22-1772).
4The position counts exclude 7.0 positions that were originally funded by Related but are frozen beginning FY 2023/24 based on discussions with Related including 1.0 Senior Inspector in the Community Development Department, 1.0 Deputy Fire Marshal II and 1.0 Fire Protection Engineer in the Fire Department, and 1.0 Associate Engineer, 1.0 Principal Engineer, 1.0 Senior Civil Engineer, and 1.0 Public Works Inspector in the Department of Public Works. 5The positions include 18.0 Firefighters added from the SAFER grant (Report to Council 23-170, February 7, 2023), including 12.0 that were originally frozen on March 9, 2021 (Agenda Item 5.0 – Report to Council 21-402) and an additional 6.0 positions. This also includes

2.0 development-related positions added during FY 2022/23 (Report to Council 22-1145). 6This reflects the increase of an Office Specialist from 0.50 FTE to 0.75 FTE. 7The FY 2022/23 Adopted position count includes positions that were restored with the $1.7 million added to the Police Department budget on June 21, 2021. This funding restored 10.0 FTE to the Police Department, approved by the City Council on January 11, 2022 (Report to Council 22-1595).
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10The position counts reflect 3.0 positions recommended as part of the FY 2024/25 and FY 2025/26 Proposed Capital Improvement Program Budget. The positions are 1.0 Management Analyst position in the City Manager’s Office (reimbursed by the Stadium, as approved as part of the FY 2024/25 Stadium Authority Budget), 1.0 Accountant position in the Finance Department, and 1.0 Senior Information Technology Services Manager in the Information Technology Department. 106
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FY 2022/23
Adopted
FY 2023/24
Adopted
FY 2024/25
Adopted
FY 2024/25
Change
FY 2024/25
Amended
Positions by Fund
General Fund (001)1
732.51 723.52 723.52 4.15 727.67
Special Revenue Funds
Building Development Services (155) 43.46 47.71 51.71 0.00 51.71 City Affordable Housing (165) 1.20 1.95 1.95 (0.10) 1.85 Convention Center Maintenance District (026) 0.10 0.10 0.10 0.00 0.10 Downtown Parking Maintenance District (025) 0.50 0.50 0.50 0.00 0.50 Fire Development Services (158) 0.00 9.04 9.04 0.00 9.04 Fire Operating Grant Trust (178) 0.00 18.00 18.00 0.00 18.00 Housing and Urban Development (562) 3.30 2.95 2.95 0.15 3.10 Housing Authority (164) 0.65 0.65 0.65 0.00 0.65
Housing Successor (169) 1.55 1.25 1.25 (0.05) 1.20
Subtotal Special Revenue Funds 50.76 82.15 86.15 0.00 86.15 Enterprise Funds
Cemetery (093) 5.00 5.00 5.00 0.00 5.00
Convention Center Enterprise (860) 1.20 0.70 0.70 0.20 0.90 Electric (091, 191) 214.00 222.00 222.00 0.00 222.00
Recycled Water (097) 3.30 4.10 4.10 0.85 4.95
Sewer Utility (094) 22.45 22.85 22.85 (0.60) 22.25
Solid Waste (096) 6.65 7.10 7.10 0.20 7.30
Water Utility (092) 47.25 46.05 46.05 (0.25) 45.80
Subtotal Enterprise Funds 299.85 307.80 307.80 0.40 308.20 Internal Service Funds
Fleet Management (053) 14.75 14.65 14.65 0.00 14.65
Information Technology Services (045) 6.00 6.00 6.00 1.00 7.00 Public Works Capital Projects Management (044) 14.13 14.13 14.13 0.00 14.13 Subtotal Internal Service Funds 34.88 34.78 34.78 1.00 35.78 Capital Improvement Program Funds
Related Santa Clara Developer (540) 9.00 1.00 1.00 (0.55) 0.45 Subtotal Capital Improvement Program Funds 9.00 1.00 1.00 (0.55) 0.45 Total Budgeted FTE by Fund 1,127.00 1,149.25 1,153.25 5.00 1,158.25 1The positions above represent all funded positions. This excludes 35.5 positions that are frozen including: the remaining 22.50 positions frozen on March 9, 2021 (Agenda Item 5.0 – Report to Council 21-402), 5.0 positions frozen on June 22, 2021 (Agenda Item 5.0 – Report to Council 21-526), and 1.0 position frozen as part of the FY 2023/24 and FY 2024/25 Adopted Operating Budget. This also excludes 7.0 positions that were originally funded by Related but are frozen beginning in FY 2023/24 based on discussions with Related including 1.0 Senior Inspector in the Community Development Department, 1.0 Deputy Fire Marshal II and 1.0 Fire Protection Engineer in the Fire Department, and 1.0 Associate Engineer, 1.0 Principal Engineer, 1.0 Senior Civil Engineer, and 1.0 Public Works Inspector in the Department of Public Works.
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The list below reflects the frozen positions by department, including the following:
 the remaining 22.50 positions as approved by City Council on March 9, 2021 as part of the COVID-19 Phase 1 Budget Rebalancing (excludes the 12.0 Firefighter positions that were frozen as part of the March 9, 2021 actions but were subsequently restored by the City Council on February 7, 2023 (Report to Council 23-170) as part of the Fire SAFER grant);  the 5.0 positions frozen on June 22,2021 (Agenda Item 5.0 – Report to Council 21-526);  the 7.0 positions originally funded by Related but are frozen beginning in FY 2023/24 based on discussions with Related, including

1.0 Senior Inspector in the Community Development Department, 1.0 Deputy Fire Marshal II and 1.0 Fire Protection Engineer in the Fire Department, and 1.0 Associate Engineer, 1.0 Principal Engineer, 1.0 Senior Civil Engineer, and 1.0 Public Works Inspector in the Department of Public Works; and
 1.0 position frozen as part of the FY 2023/24 and FY 2024/25 Adopted Operating Budget (1.0 City Auditor) Department Classification FTE
City Attorney's Office Legal Office Specialist III 1.00 City Auditor's Office City Auditor 1.00
City Manager's Office Assistant City Manager 1.00
City Manager's Office Senior Management Analyst 1.00
Community Development Associate Planner 1.00
Community Development Office Specialist II 0.75
Community Development Senior Inspector 1.00
Finance Office Specialist II 1.00
Fire Deputy Fire Marshal II 1.00
Fire Fire Protection Engineer 1.00
Fire Quality Improvement Nurse 0.75
Human Resources Human Resources Division Manager 1.00
Parks and Recreation Grounds Maintenance Worker I 1.00
Parks and Recreation Grounds Maintenance Worker II 2.00 Parks and Recreation Office Specialist II 1.00
Police Police Officer 4.00
Police Police Sergeant 2.00
Public Works Automotive Technician III 1.00
Public Works Assistant Engineer (Civil) 1.00
Public Works Associate Engineer (Civil) 2.00
Public Works Principal Engineer 1.00
Public Works Public Works Inspector 1.00
Public Works Senior Engineer (Civil) 1.00
Public Works Street Maintenance Worker I 1.00
Public Works Street Maintenance Worker III 3.00
Public Works Street Maintenance Worker IV 1.00
Non-Departmental Deputy City Manager 1.00
Non-Departmental Office Specialist III 1.00
Total Positions Frozen 35.50
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DEBT SERVICE
Overview
Under the authority of the City Manager, the City executes debt instruments, oversees the accounting and reporting of debt, administers debt proceeds, manages continuing disclosure and debt compliance requirements, and makes debt service payments, while acting with prudence, diligence, and attention to prevailing economic conditions.

The City of Santa Clara uses debt financing as a tool to maintain its long-term financial stability by paying for certain expenditures over time. Debt financing is also a tool for managing cash flow when large, one-time outlays are required as in the case of constructing a new building or large-scale upgrades to infrastructure. This section provides a summary of the City's debt service for the ten-year forecast period. Included is the Computation of Legal Debt Margin, which calculates the City's debt limit as defined by the City Charter. Also included is a debt service schedule representing the currently outstanding debt of the City. The City does not currently have any outstanding general obligation debt.

Debt Policies
The Santa Clara City Charter, Section 1309, limits the allowable bonded indebtedness of the City at 15% of the total assessed valuation of property within the City, exclusive of revenue bonds or any indebtedness that has been or may be incurred for the purposes of acquiring, constructing, extending, or maintaining municipally owned utilities, for which purposes a further indebtedness may be incurred by the issuance of bonds, subject only to the provisions of the State constitution and the City Charter.

Section 1321 of the City Charter further provides for the issuance of revenue bonds when authorized at an election as provided therein. The City Charter also gives City Council the power to issue revenue bonds to finance the generation, production, transmission and distribution of electric energy, including the acquisition and/or construction of lands and facilities therefor, without authorization at an election.

The City's Debt Management Policy provides guidance for the issuance of bonds and other forms of indebtedness to finance land acquisition, construction, equipment, and other capital requirements of the City. While the issuance of debt is an appropriate method of financing capital projects and major equipment acquisitions, such issuance shall be carefully monitored.

The issuance of debt shall be closely aligned with the cash flow requirements of the projects being financed. Within the limitations of the City Charter, determining the amount of indebtedness the City can afford begins by assessing the sufficiency of future revenues. The amount of debt issued is based on the requirements of the approved Capital Improvement Program, subject to the condition that sufficient revenues are projected to be available to pay debt service.

Factors such as debt service coverage requirements outlined in the bond indentures, the impact on the residents (tax rates), and any impact on the bond ratings will be carefully considered. Different factors are considered for each type of credit. For example, electric, water or sewer bonds will take into consideration the impact on customer utility rates. Other factors such as providing debt capacity for future programs and existing and forecasted fund balances, including reserves, will also be taken into consideration.

The City believes that debt is an equitable means of financing projects and represents an important source of meeting fiscal responsibilities. The City obtains and maintains long-term debt for large capital improvement projects. The Finance Department manages the City’s debt with prudence, diligence, and with attention to prevailing economic conditions and applicable laws. It manages issuance of debt, administers debt proceeds, prepares ongoing disclosure, handles debt and tax compliance, and makes debt service payments. City departments with debt-financed capital programs coordinate with the Finance Department in implementing and handling debt-related transactions. Semiannual updates are prepared by the Finance Department on outstanding debt for the City of Santa Clara, its Agencies and Corporations. This report is presented as a standard management practice that provides a valuable overview of the current status of the City’s long-term debt 109
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http://santaclaraca.gov/home/showdocument?id=63748.

Long-Term Debt Planning
The City employs a comprehensive multi-year, long-term capital improvement planning program that is updated every two years. Debt management is a major component of the financial planning model which incorporates projected financing needs for infrastructure development that is consistent with the City’s growth, while at the same time measuring and assessing the cost and timing of any debt issuance.

Credit Rating
The City seeks to obtain and maintain the highest possible credit ratings for all categories of short- and long-term debt. The City’s bonds are rated favorably by major bond rating agencies, Fitch and Standard and Poor's (S&P Global Ratings). S&P Global Ratings assigned City of Santa Clara its 'AA+' issuer credit rating (ICR) in June 2022 and affirmed City’s Certificates of Participation 'AA' long-term rating in May 2022. The City's Electric Revenue Bonds are rated 'AA-' by Fitch and its rating was upgraded to ‘AA-‘ from 'A+' by S&P in November 2023. The City’s 2023 Wastewater Certificates of Participation was rated ‘AAA’ by S&P. Maintaining high bond ratings has resulted in a broader market for the City’s bonds and lower interest costs to the City.

Public Facilities Financing Corporation
The City of Santa Clara Public Facilities Financing Corporation (PFFC) was formed in 1997 for the purpose of issuing Certificates of Participation (COPs) to provide financing for the construction of major City facilities. Members of the City Council are also members of the PFFC Board. Debt service on COPs is secured by lease payments made by the City's General Fund to the PFFC for use of the constructed facilities for public purposes. In accordance with lease agreements, the PFFC assigns lease payments received from the City to the trustee for payment to the certificate holders.

Long-Term Debt Obligations
Certificates of Participation (COPs) are a debt instrument evidencing a pro-rata share in a specific pledged revenue source, usually lease payments. These lease payments are typically secured by an installment sale or leaseback agreement.

Revenues are pledged to pay lease payments, and such lease payments are used to pay debt service on the COPs. The lessor typically assigns the lease and the payment to a trustee, which distributes the payments to certificate holders. These obligations do not constitute indebtedness under the State constitutional debt limitation and are not subject to voter approval.

Lease Revenue Bonds are a lease obligation secured by a leaseback arrangement with a public entity, where general operating revenues are pledged to pay the lease payments, and in turn are used to pay debt service on the debt. These obligations do not constitute indebtedness under the State constitutional debt limitation and are not subject to voter approval.

In connection with COPs and Lease Revenue Bonds, payments to be made under valid leases are payable only in the year in which use and occupancy of the leased property is available, and lease payments may not be accelerated. Lease financing requires the fair market rental value of the leased property to be equal to or greater than the required debt service or lease payment schedule. The governmental lessee is obligated to place in its annual budget the rentals that are due and payable during each fiscal year the lessee has use of the leased property.

Installment Sale Agreements are debt obligations secured by the assignment of installment payments required to be paid by the City from certain pledged revenues, such as revenues from an enterprise, in an amount sufficient to pay the installment payments, including interest. The City’s outstanding Installment Sale Agreements are payable solely from the City’s Sewer Utility and is not secured by any pledge of ad valorem taxes or General Fund revenues of the City. These obligations do not constitute indebtedness under the State constitutional debt limitation and are not subject to voter approval. 110
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Summary of FY 2024/25 Debt Service and Ten-Year Schedule The Amended FY 2024/25 Operating Budget includes $22,263,703 in debt service for FY 2024/25. A ten-year debt service schedule is shown herein.
2013 Refunding Certificates of Participation (Central Park Library Project) On March 28, 2013, the PFFC issued $18.54 million of Refunding Certificates of Participation (2013 COPs) to provide funds to refund outstanding 2002A Certificates of Participation, which were originally issued to provide financing to build a new Central Park Library. The 2013 COPs mature annually beginning February 1, 2014 through February 1, 2032 and bear coupon rates ranging from 2.00% to 3.75%. Debt Service is secured by lease payments to be made by the City to the PFFC for use of the library site. The PFFC assigns the lease payments to the certificate owners.

Installment Sale Agreement, Series 2016 (Trimble Road Sewer Project) On March 8, 2016, the City entered into a $12.0 million Installment Sale Agreement (the “ISA”) with the PFFC in order to provide funds for the Trimble Road Trunk Sanitary Sewer Improvement Project. The PFFC entered into a separate Assignment Agreement with DNT Asset Trust, a wholly owned subsidiary of JPMorgan Chase National Association (the “Agreement”), to assign its rights under the Installment Sale Agreement to DNT Asset Trust. The Agreement has an interest rate of 2.14% and semiannual payments are due beginning August 1, 2016 through February 1, 2031. Installment payments on the Agreement are secured by a pledge of net revenues of the Wastewater System.

Installment Sale Agreement, Series 2020 (Regional Wastewater Facility) The City co-owns the San Jose/Santa Clara Regional Wastewater Facility with the City of San José. The facility is being rebuilt, with the City’s portion of the costs budgeted as a separate project in the current Capital Improvement Program budget. The Water and Sewer Utilities Department works with the City of San Jose to oversee the project. On June 11, 2020, the City entered into an Installment Sale Agreement (the “ISA”) with the PFFC to provide funds for the San Jose/Santa Clara Regional Wastewater Facility Project (the “Project”). The PFFC entered into a separate Assignment Agreement with JPMorgan Chase Bank, N.A. (the “Assignment Agreement”), to assign its rights under the ISA to JPMorgan Chase Bank, N.A. The ISA in the amount of $50.0 million carries a variable rate of interest equal to 80% of Term SOFR (Secured Overnight Financing Rate) plus SOFR adjustment of 0.10%, and plus 0.95% per annum.

The City drew down an initial $20.0 million on the date of closing and did not make any additional draw downs. Installment payments on the Agreement were secured by a pledge of net revenues of the Wastewater System on a subordinate basis to the Trimble Road Installment Payments. This agreement and the $20.0 outstanding balance was refunded and defeased on October 24, 2023 by the debt issuance discussed immediately below.

Wastewater Revenue Certificates of Participation, Series 2023 (Green Bonds – Climate Bond Certified) On October 24, 2023, the PFFC issued $34.59 million of Wastewater Revenue Certificates of Participation (2023 Wastewater COPs) to refund $20.0 million outstanding Series 2020 ISA and fund an additional $15.0 million of improvements for the San Jose/Santa Clara Regional Wastewater Facility Project (Project). The 2023 Wastewater COPs mature annually beginning February 1, 2025 through February 1, 2049 and bear coupon rates ranging from 4.25% to 5.00%.

Debt Service is secured by a pledge of net revenues of the Wastewater System in installment payments to be made by the City to the PFFC for use of the Project. The PFFC assigns the lease payments to the certificate owners. This new issuance is on a parity with the obligations of the Series 2016 Trimble Road ISA. 111
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 BT S E R V I C E Electric Revenue Refunding Bonds, Series 2013A
On April 24, 2013, Silicon Valley Power (SVP), City’s Electric Department, issued $64.38 million of Electric Revenue Refunding Bonds, Series 2013A (Electric 2013A Bonds), to provide funds, together with other available moneys, to refinance outstanding Electric 2003A Bonds. The Electric 2013A Bonds mature annually beginning on July 1, 2014 through July 1, 2028 and bear coupon rates ranging from 3.00% to 5.00%. Debt service on the Electric 2013A Bonds is secured by a pledge of net revenues of the Electric Utility Enterprise Fund.

The Electric 2013A Bonds maturing July 1, 2023 through July 1, 2028 were refunded on April 10, 2020 by the Subordinate Electric Revenue Refunding Bonds, Series 2020-2 described below. The refunding of a portion of the Electric 2013A Bonds resulted in overall savings of $1,706,384.

Electric Revenue Refunding Bonds, Series 2018A
On December 18, 2018, SVP issued $48.80 million of Electric Revenue Refunding Bonds, Series 2018A (Electric 2018A Bonds) to refinance $54.58 million outstanding principal amount of Variable Rate Demand Electric Revenue Bonds, Series 2008B and terminate a related interest rate swap transaction. The Electric 2018A Bonds mature annually beginning on July 1, 2019 through July 1, 2027 and bear coupon rates of 5.00%. Debt service on the Electric 2018A Bonds is secured by a pledge of net revenues of the Electric Utility Enterprise Fund.

Subordinate Electric Revenue Refunding Bonds, Series 2020-1, 2020-2, and 2020-3 Series 2020-1 Bonds
On April 10, 2020, SVP issued $52.985 million of Subordinate Electric Revenue Refunding Bonds, Series 2020-1 (Electric 2020-1 Bonds) to refinance $54.83 million outstanding principal amount of Electric Revenue Refunding Bonds, Series 2011 A. The Electric 2020-1 Bonds bear 1.74% coupon rates, mature annually beginning on July 1, 2028 through July 1, 2032, and were sold at an All-In True Interest Cost of 1.43%.

On April 2, 2021, the Electric 2020-1 Bonds were converted to tax-exempt basis, which now bear 1.36% coupon rates. Debt service on the Electric 2020-1 Bonds is secured by a pledge of Available Electric Revenues of SVP on a basis subordinate to outstanding Senior Electric Revenue Bonds, if any.

Series 2020-2 Bonds
On April 10, 2020, SVP issued $34.315 million of Subordinate Electric Revenue Refunding Bonds, Series 2020-2 (Electric 2020-2 Bonds) to refinance $30.725 million of outstanding Electric Revenue Refunding Bonds, Series 2013 A. The Electric 2020-2 Bonds bear 1.31% coupon rates, mature annually beginning on July 1, 2023 through July 1, 2028, and were sold at an All-In True Interest cost of 1.21%.

On December 28, 2022, the Electric 2020-2 Bonds were converted to tax-exempt basis, which now bear 1.02% coupon rates. Debt service on the Electric 2020-2 Bonds is secured by a pledge of Available Electric Revenues of SVP on a basis subordinate to outstanding Senior Electric Revenue Bonds, if any.

Series 2020-3 Bonds
On April 10, 2020, SVP issued $16.72 million of Subordinate Electric Revenue Refunding Bonds, Series 2020-3 (Electric 2020-3 Bonds) to refinance $19.413 million outstanding principal amount of Subordinated Electric Revenue Bonds, Series 2014. The Electric 2020-3 Bonds bear 0.58% coupon rates, mature annually beginning on July 1, 2020 through July 1, 2024, and were sold at an All-In True Interest Cost of 0.70%. Debt service on the Electric 2020-3 Bonds is secured by a pledge of Available Electric Revenues of SVP on a basis subordinate to outstanding Senior Electric Revenue Bonds, if any. 112
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Silicon Valley Power (SVP), City’s Electric Department, intends to issue new debt in FY 2024/25 and FY 2025/26, in the amount of $130 million and $246 million, respectively, to finance several of its capital projects in the System Expansion Plan. These projects include Kifer Receiving Station (KRS) rebuild, Scott Receiving Station (SRS) rebuild, and Northern Receiving Station (NRS) upgrades and expansion. KRS was constructed in 1955 and the project will expand capacity to over 600MVA from 372 MVA plus other associated work. SRS was constructed in 1975 and the project will also expand capacity to over 600MVA from 372 MVA plus other associated work. NRS was constructed in 2002 and the project includes installing additional transformers and reconfiguring/expanding associated air insulted switchgear to increase station reliability and capacity. These new issuances and preliminary debt service amounts are reflected in the City’s Debt Service Schedule.
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(1) Net of Home Owner Property Tax Relief.

Source: County of Santa Clara, Department of Finance

CITY OF SANTA CLARA

ASSESSED AND ESTIMATED ACTUAL VALUE OF TAXABLE PROPERTY Last Ten Fiscal Years
(In Thousands)
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Ending Assessed Debt Limit- 15% of Debt Applicable Legal Debt June 30 Valuation Assessed Valuation (1) to Limit Margin 2013 / 14 26,902,139 4,035,321 - 4,035,321
2014 / 15 28,650,443 4,297,567 - 4,297,567
2015 / 16 32,821,489 4,923,223 - 4,923,223
2016 / 17 36,533,664 5,480,050 - 5,480,050
2017 / 18 40,007,063 6,001,059 - 6,001,059
2018 / 19 43,863,429 6,579,514 - 6,579,514
2019 / 20 46,132,942 6,934,868 - 6,934,868
2020 / 21 50,021,129 7,503,169 - 7,503,169
2021 / 22 52,169,999 7,825,500 - 7,825,500
2022 / 23 56,813,677 8,525,052 - 8,525,052
Note:

Sources: County of Santa Clara, Department of Finance and City of Santa Clara (1) Section 1309 of the City Charter of the City states: "Bonded Debt Limit. The bonded indebtedness of the City may not in the aggregate exceed the sum of fifteen percent (15%) of the total assessed valuation of property within the City, exclusive of revenue bonds or any indebtedness that has been or may hereafter be incurred for the purposes of acquiring, constructing, extending, or maintaining municipally owned utilities for which purposes a further indebtedness may be incurred by the issuance of bonds, subject only to the provisions of the State Constitution and this Charter."
City of Santa Clara
Legal Debt Margin Information
Last Ten Fiscal Years
(In Thousands)
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DEBT SERVICE SCHEDULE
Actual Current Proposed Plan Plan Plan Plan Plan Plan Plan Plan Plan Bond Issue 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 Current Debt Issued
Certificates of Participation:
2013 Refunding COPs
(Central Park Library Project)
Principal 980,000 1,030,000 1,085,000 1,120,000 1,150,000 1,195,000 1,235,000 1,280,000 1,325,000 665,000 0 0 Interest 420,275 371,275 319,775 285,869 249,469 209,219 167,394 122,625 74,625 24,937 0 0 Trustee 1,060 1,165 1,165 1,165 1,165 1,165 1,165 1,165 1,165 1,165 0 0 Arbitrage Computation 1,900 0 0 0 0 1,900 0 0 0 0 0 0
1,403,235 1,402,440 1,405,940 1,407,034 1,400,634 1,407,284 1,403,559 1,403,790 1,400,790 691,102 0 0 2023 Wastewater Revenue COPs
Principal 0 0 735,000 770,000 810,000 850,000 895,000 940,000 985,000 1,035,000 1,085,000 1,140,000 Interest 0 438,134 1,626,063 1,589,313 1,550,813 1,510,313 1,467,813 1,423,063 1,376,063 1,326,813 1,275,063 1,220,813 Trustee 0 2,625 5,250 5,250 5,250 5,250 5,250 5,250 5,250 5,250 5,250 5,250 Arbitrage Computation 0 0 0 0 0 2,500 0 0 0 0 2,500 0
0 440,759 2,366,313 2,364,563 2,366,063 2,368,063 2,368,063 2,368,313 2,366,313 2,367,063 2,367,813 2,366,063 Total Certificates of
Participation
1,403,235 1,843,199 3,772,253 3,771,597 3,766,697 3,775,347 3,771,622 3,772,103 3,767,103 3,058,165 2,367,813 2,366,063 Installment Sale Agreement:
2016 Sanitary Sewer Improvements (Trimble Road Sewer Project) Principal 778,152 794,893 811,995 829,465 847,310 865,540 884,161 903,183 922,615 0 0 0 Interest 159,298 142,556 125,454 107,985 90,139 71,910 53,288 34,266 14,834 0 0 0 937,450 937,449 937,449 937,450 937,449 937,450 937,449 937,449 937,449 0 0 0 2020 Sanitary Sewer Improvements
Principal 0 20,000,000 0 0 0 0 0 0 0 0 0 0
Interest 495,547 822,302 0 0 0 0 0 0 0 0 0 0
Fees 98,854 0 0 0 0 0 0 0 0 0 0 0
594,401 20,822,302 0 0 0 0 0 0 0 0 0 0
116

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DEBT SERVICE SCHEDULE
Actual Current Proposed Plan Plan Plan Plan Plan Plan Plan Plan Plan Bond Issue 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 Current Debt Issued
Total Installment Sale
Agreement
1,531,851 21,759,751 937,449 937,450 937,449 937,450 937,449 937,449 937,449 0 0 0 Revenue Bonds:

Electric Revenue Refunding Bonds, Series 2013A
Principal 4,545,000 0 0 0 0 0 0 0 0 0 0 0
Interest 113,625 0 0 0 0 0 0 0 0 0 0 0
Arbitrage Computation 1,900 0 0 0 0 0 0 0 0 0 0 0
4,660,525 0 0 0 0 0 0 0 0 0 0 0
Electric Revenue Refunding Bonds, Series 2018A
Principal 5,110,000 5,440,000 5,795,000 6,005,000 6,320,000 6,655,000 0 0 0 0 0 0 Interest 1,638,500 1,374,750 1,093,875 798,875 490,750 166,375 0 0 0 0 0 0 Trustee 2,350 0 0 0 0 0 0 0 0 0 0 0
Arbitrage Computation 0 0 0 0 0 0 0 0 0 0 0 0
6,750,850 6,814,750 6,888,875 6,803,875 6,810,750 6,821,375 0 0 0 0 0 0 Electric Revenue Refunding Bonds, Series 2020-1
Principal 0 0 0 0 0 0 6,555,000 12,745,000 12,910,000 13,165,000 7,610,000 0 Interest 720,596 720,596 720,596 720,596 720,596 720,596 676,022 544,782 370,328 193,018 51,748 0 Trustee 1,250 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 0 721,846 723,096 723,096 723,096 723,096 723,096 7,233,522 13,292,282 13,282,828 13,360,518 7,664,248 0 Electric Revenue Refunding Bonds, Series 2020-2
Principal 0 5,755,000 5,695,000 5,910,000 5,975,000 6,050,000 4,930,000 0 0 0 0 0 Interest 445,780 323,579 262,268 203,082 142,469 81,141 25,143 0 0 0 0 0 Trustee 2,750 2,500 2,000 2,000 2,000 2,000 2,000 0 0 0 0 0 Arbitrage Computation 750 0 0 0 0 0 0 0 0 0 0 0
449,280 6,081,079 5,959,268 6,115,082 6,119,469 6,133,141 4,957,143 0 0 0 0 0 117

FY 20 2 4/ 2 5 A N D FY 2 02 5 /2 6 P RO P O S E D C A P IT A L I M P R O V E M E NT P R O G RA M B UD GE T | D E BT S E RV I CE DEBT SERVICE SCHEDULE Actual Current Proposed Plan Plan Plan Plan Plan Plan Plan Plan Plan Bond Issue 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 Current Debt Issued
Revenue Bonds:

Electric Revenue Refunding Bonds, Series 2020-3
Principal 3,925,000 3,945,000 3,970,000 0 0 0 0 0 0 0 0 0 Interest 57,290 34,467 11,513 0 0 0 0 0 0 0 0 0
Trustee 1,350 1,250 1,250 0 0 0 0 0 0 0 0 0
3,983,640 3,980,717 3,982,763 0 0 0 0 0 0 0 0 0
Total Electric Revenue Bonds 16,566,141 17,599,642 17,554,002 13,642,053 13,653,315 13,677,612 12,190,665 13,292,282 13,282,828 13,360,518 7,664,248 0 19,501,227 41,202,591 22,263,703 18,351,099 18,357,460 18,390,408 16,899,736 18,001,834 17,987,380 16,418,683 10,032,061 2,366,063 Debt to be Issued
Electric Bonds 2024/25
Principal 0 0 0 1,644,358 1,743,020 1,847,601 1,958,457 2,075,965 2,200,523 2,332,554 2,472,507 2,620,858 Interest 0 0 0 7,800,000 7,701,338 7,596,757 7,485,901 7,368,394 7,243,836 7,111,805 6,971,851 6,823,501 Trustee 0 0 0 2,400 2,400 2,400 2,400 2,400 2,400 2,400 2,400 2,400 0 0 0 9,446,758 9,446,758 9,446,758 9,446,758 9,446,758 9,446,758 9,446,758 9,446,758 9,446,758 Electric Bonds 2025/26
Principal 0 0 0 0 3,111,632 3,298,330 3,496,230 3,706,004 3,928,364 4,164,066 4,413,910 4,678,744 Interest 0 0 0 0 14,760,000 14,573,302 14,375,402 14,165,628 13,943,268 13,707,566 13,457,722 13,192,888 Trustee 0 0 0 0 2,400 2,400 2,400 2,400 2,400 2,400 2,400 2,400 0 0 0 0 17,874,032 17,874,032 17,874,032 17,874,032 17,874,032 17,874,032 17,874,032 17,874,032 0 0 0 9,446,758 27,320,791 27,320,791 27,320,791 27,320,791 27,320,791 27,320,791 27,320,791 27,320,791 19,501,227 41,202,591 22,263,703 27,797,858 45,678,251 45,711,199 44,220,526 45,322,624 45,308,170 43,739,473 37,352,851 29,686,853 Total Current Debt Issued
Total Debt to be Issued
Total Current Debt Service
and Debt to be Issued
118
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 BT S E R V I C E

DEBT SERVICE FUNDS
Under the authority of the City Manager, the City executes debt instruments, oversees the accounting and reporting of debt, administers debt proceeds, manages continuing disclosure and debt compliance requirements, and makes debt service payments, while acting with prudence, diligence, and attention to prevailing economic conditions.

The City of Santa Clara uses debt financing as a tool to maintain its long-term financial stability by paying for certain expenditures over time. Debt financing is also a tool for managing cash flow when large, one-time outlays are required as in the case of constructing a new building or large-scale upgrades to infrastructure.

Public Facilities Financing Corporation (431)
The City of Santa Clara Public Facilities Financing Corporation (PFFC) was formed in 1997 for the purpose of issuing Certificates of Participation (COPs) to provide financing for the construction of major City facilities. Members of the City Council are also members of the PFFC Board. Debt service on COPs is secured by lease payments made by the City's General Fund to the PFFC for use of the constructed facilities for public purposes. In accordance with lease agreements, the PFFC assigns lease payments received from the City to the trustee for payment to the certificate holders.

Electric Utility Debt Service Fund (491)
The Electric Utility Debt Service Fund is used to pay principal, interest, and related service charges on obligations resulting from the issuance of debt by the Electric Utility. Bond proceeds are used to pay for capital costs associated with the Electric Utilities’ generation, transmission and distribution facilities. Debt service is payable from Adjusted Net Revenues of the Electric Utility.

Sewer Utility Debt Service Fund (494)
The Sewer Utility Debt Service Fund is used to pay principal, interest, and related service charges on obligations resulting from the issuance of debt by the Sewer Utility. Bond proceeds are used to pay for capital improvements associated with the Sewer System, including the Trimble Road Trunk Sanitary Sewer Improvement Project and the San José-Santa Clara Regional Wastewater Facility Project. Debt service is payable from Net Revenues of the Sewer Utility.

This is the second fiscal year of the biennial operating budget. The following section details the City of Santa Clara’s Debt Service Funds’ Statements of Sources and Uses and their Amended Budget for Fiscal Year 2024/25. 119
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 BT S E R V I C E DEBT SERVICE FUNDS | ELECTRIC UTILITY DEBT
SERVICE FUND (491)
2022/23
Actual
2023/24
Amended
2023/24
Estimate
2024/25
Adopted
2024/25
Amended
Beginning Fund Balance
Bond Reserve 3,632,533 3,632,533 3,632,533 3,632,533 3,632,533 Reserve for Debt Service 10,158,819 10,407,324 10,407,324 10,138,240 10,407,324 Total Beginning Fund Balance 13,791,352 14,039,857 14,039,857 13,770,773 14,039,857 Revenue
Bond Proceeds 0 305,250,000 0 0 130,000,000
Other Revenue 5 0 0 0 0
Interest 271,986 0 0 0 0
Total Revenue 271,991 305,250,000 0 0 130,000,000
Transfers From
Electric Utility Fund 16,548,917 34,279,056 17,599,642 36,296,170 17,554,002 Total Transfers From 16,548,917 34,279,056 17,599,642 36,296,170 17,554,002 Total Source of Funds 30,612,260 353,568,913 31,639,499 50,066,943 161,593,859 Expenditures
Debt Service 16,555,791 34,270,406 17,593,392 36,288,020 17,548,252 Administrative Costs 16,612 8,650 6,250 8,150 5,750
Total Expenditures 16,572,403 34,279,056 17,599,642 36,296,170 17,554,002 Transfers To
Electric Utility Capital Fund 0 305,250,000 0 0 130,000,000 Total Transfers To 0 305,250,000 0 0 130,000,000
Ending Fund Balance
Bond Reserve 3,632,533 3,632,533 3,632,533 3,632,533 3,632,533 Reserve for Debt Service 10,407,324 10,407,324 10,407,324 10,138,240 10,407,324 Total Ending Fund Balance 14,039,857 14,039,857 14,039,857 13,770,773 14,039,857 Total Use of Funds 30,612,260 353,568,913 31,639,499 50,066,943 161,593,859 120
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 BT S E R V I C E DEBT SERVICE FUNDS | PUBLIC FACILITIES FINANCING
CORPORATION FUND (431)
2022/23
Actual
2023/24
Amended
2023/24
Estimate
2024/25
Adopted
2024/25
Amended
Beginning Fund Balance
Debt Reserve 707,202 707,202 707,202 707,202 707,202
Unrestricted 15,339 38,222 38,222 15,839 38,722
Total Beginning Fund Balance 722,541 745,424 745,424 723,041 745,924 Revenue
Interest 23,843 500 500 500 500
Total Revenue 23,843 500 500 500 500
Transfers From
General Fund 1,402,275 1,402,440 1,402,440 1,405,940 1,405,940 Total Transfers From 1,402,275 1,402,440 1,402,440 1,405,940 1,405,940 Total Source of Funds 2,148,659 2,148,364 2,148,364 2,129,481 2,152,364 Expenditures
Debt Service 1,400,275 1,401,275 1,401,275 1,404,775 1,404,775 Administrative Costs 2,960 1,165 1,165 1,165 1,165
Total Expenditures 1,403,235 1,402,440 1,402,440 1,405,940 1,405,940 Ending Fund Balance
Debt Reserve 707,202 707,202 707,202 707,202 707,202
Unrestricted 38,222 38,722 38,722 16,339 39,222
Total Ending Fund Balance 745,424 745,924 745,924 723,541 746,424 Total Use of Funds 2,148,659 2,148,364 2,148,364 2,129,481 2,152,364 121
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 BT S E R V I C E DEBT SERVICE FUNDS | SEWER UTILITY DEBT SERVICE
FUND (494)
2022/23
Actual
2023/24
Amended
2023/24
Estimate
2024/25
Adopted
2024/25
Amended
Beginning Fund Balance
Debt Reserve 5,664,361 5,969,961 5,969,961 1,963,704 7,684,543 Total Beginning Fund Balance 5,664,361 5,969,961 5,969,961 1,963,704 7,684,543 Revenue
Debt Proceeds 0 35,000,000 35,000,000 0 0
Total Revenue 0 35,000,000 35,000,000 0 0
Transfers From
Sewer Utility Fund 1,837,450 0 0 1,050,000 0
Total Transfers From 1,837,450 0 0 1,050,000 0
Total Source of Funds 7,501,811 40,969,961 40,969,961 3,013,704 7,684,543 Expenditures
Debt Service 1,432,996 22,442,757 22,442,757 2,945,824 3,303,762 Administrative Costs 98,854 92,661 92,661 0 0
Total Expenditures 1,531,850 22,535,418 22,535,418 2,945,824 3,303,762 Transfers To
Sewer Utility Fund 0 750,000 750,000 0 0
Sewer Utility Capital Fund 0 10,000,000 10,000,000 0 0
Total Transfers To 0 10,750,000 10,750,000 0 0
Ending Fund Balance
Debt Reserve 5,969,961 7,684,543 7,684,543 67,880 4,380,781 Total Ending Fund Balance 5,969,961 7,684,543 7,684,543 67,880 4,380,781 Total Use of Funds 7,501,811 40,969,961 40,969,961 3,013,704 7,684,543 122
FY 2025-2035 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
Ten-Year
General Fund
Financial Forecast
2025 - 2035
April 2024
123
FY 2025-2035 TEN-YEAR GENERAL FUND FINANCIAL FORECAST

PURPOSE
The Ten-Year General Financial Forecast (Forecast) provides policy makers and the public an updated assessment of the City’s fiscal health. The Forecast includes projections of ongoing General Fund revenues and expenditures for a ten-year period beyond the adopted biennial budget.

The Forecast serves as a strategic planning tool to assist the City Council, staff, and the public with decision-making as they work to adopt the budget and consider long-term financial strategies for the City.

The Forecast also identifies known risk factors and vulnerabilities, and it provides a foundation for evaluating priorities and understanding trade-offs moving forward.

GENERAL FUND OVERVIEW
The Forecast compares anticipated General Fund revenues with base expenditures, which include the projected costs of providing the current level of service. Individual projections of revenues and expenditures are developed based on trend analyses, input from available economic reports, consultant recommendations, departments, updated salary and benefit information, and non-personnel costs. The most current information available is incorporated into the Plan and refined on a moving forward basis.

This Forecast shows a General Fund shortfall of $0.9 million in FY 2024/25 and small to moderate shortfalls in the remaining years of the Forecast. The projected shortfall of $0.9 million is equivalent to

0.3% of forecasted expenditures, while the shortfalls in the out years ranging from $6.0 million to $19.3 equate to 1.9% to 5.0% of expenditures annually.

FY 2025-2035 General Fund Ten-Year Financial Forecast
$ in millions

2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 2034/35 Projected
Revenues $297.4 $309.9 $321.6 $333.8 $346.6 $360.2 $373.9 $388.4 $403.2 $418.8 $434.9 Projected
Expenditures $298.3 $315.9 $333.5 $348.5 $364.9 $378.3 $393.2 $404.0 $418.6 $432.5 $448.9 Cumulative
(Shortfall)/
Surplus
($0.9) ($6.0) ($11.9) ($14.7) ($18.3) ($18.1) ($19.3) ($15.6) ($15.4) ($13.7) ($14.0) % of
Expenses (0.3%) (1.9%) (3.6%) (4.2%) (5.0%) (4.8%) (4.9%) (3.9%) (3.7%) (3.2%) (3.1%) Note: The Forecast does not include the cost to address unmet/deferred infrastructure needs, the cost to fully fund public safety equipment replacement, additional contributions to reserves, one-time funding sources, and one-time expenditure needs.

The Forecast compares ongoing revenues and expenditures. It does not factor in one-time funding sources or items funded on a pay-as-you-go method with one-time sources. 124
FY 2025-2035 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
The Forecast does not include the following:
 One-time funding sources and one-time expenditure needs;  The cost to address unmet/deferred capital infrastructure needs;  Potential additional revenue from the Stadium (performance rent/excess revenue) and the Related project (future project phases);
 Revenue and staffing impacts of development projects; and  Additional contributions to Reserves (Budget Stabilization Reserve, Capital Projects Reserve, Pension Reserve).

Historically, the City has funded many capital infrastructure and equipment needs with one-time funds on a pay-as-you-go basis. The use of one-time funds as the funding mechanism for capital improvements and various equipment that rely on the General Fund creates significant challenges. The lack of sufficient one-time funding has resulted in a backlog of unmet/deferred infrastructure needs. Staff will continue to evaluate potential options to create capacity to address those funding needs.

In addition to the elements described above that are not factored into the Forecast, the City has identified various risk factors that could have a potential impact on the Forecast. These include:
 Economic slowdown/recession;
 State/federal legislative changes and legal challenges;  Labor costs outside the budget assumptions;
 CalPERS actuarial changes or reform actions; and
 Unanticipated critical capital/infrastructure needs.

As the City has experienced in the past and with the latest COVID-19 pandemic, General Fund revenues may exceed or fall below expectations based on changes in economic or non-economic conditions. This type of volatility has been seen in the City’s largest General Fund revenues, Property Tax, Sales Tax, and Transient Occupancy Tax (TOT). TOT receipts were the most severely impacted by the COVID-19 pandemic. Various cost elements can also vary from year to year, such as retirement costs that are impacted by the earnings assumptions and performance of the California Public Employees Retirement System (CalPERS).
125
FY 2025-2035 TEN-YEAR GENERAL FUND FINANCIAL FORECAST

ECONOMIC OUTLOOK
While there are varying forecasts, economic growth continues but is expected to be constrained in 2024.

The March 2024 UCLA Anderson Forecast assumes no recession but does expect slower growth in 2024 as a result of the impact of higher interest rates on consumption, housing and business investment. The UCLA Forecast also identified risks to the Forecast, including the potential shutdown of the government, the impact of geopolitical events, and the impact of the election of national economic policies.1 Quarterly Real GDP Growth, Seasonally Adjusted Annual Rates The Conference Board Economic Forecast for the US Economy also no longer forecasts a recession for 2024 but does expect consumer spending growth to cool and for the overall GDP growth to slow to under 1% over the second and third quarters of 2024. After that point, inflation and interest rates are expected to normalize and annualize GDP growth is projected at near 2% in 2025.2 In the fourth quarter 2024 second estimate, the Gross Domestic Product (GDP) increased at an annual rate of 3.4%, following a GDP increase of 4.9% in the third quarter. Real GDP increased 2.5% in 2023 compared with a 1.9% increase in 2022. In 2023, the GDP increase primarily reflected increases in consumer spending, nonresidential fixed investment, state and local government spending, exports, and federal government spending that were partially offset by decreases in residential fixed investments and private inventory investment.3
1 UCLA Anderson Forecast, March 2024, The U.S. Economic Outlook and the 2024 Consumer Sentiment Consumption Disconnect
2 https:///www.conference-board.org/research/us-forecast, The Conference Board Economic Forecast for the US Economy, Updated March 15, 2024
3 www.bea.gov/news/2024/gross-domestic-product-fourth-quarter-and-year-2023-third-estimate-gdp-industry-and

126
City of
Santa Clara
%
7_5
5 2.5
0 -2.5 -~---~---~---,__~---~----~---
2021 2022 2023 2024 2025 2026
Somce:- FCL..A _d:nd(R".son FanJcas anti [; _S. BurotJ11 oj Er:01wwic _lJ1al1•sis FY 2025-2035 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
Employment data has remained positive with low unemployment rates. On a national level, the unemployment rate was 3.9% in February 2024, which is slightly above the 3.6% in February 2023.

U.S. Civilian Unemployment Rate, seasonally adjusted
Note: shaded area represents recession, as determined by the National Bureau of Economic Research Source: U.S. Bureau of Labor Statistics
127
City of
Santa Clara
Real GDP: Percent change from preceding quarter
40 30
20 10
0 -10
-20
-30
-40
Ul _l
2020
------
Ul U1 VI
2021
U.S. Bureau of Economic Analysis
Percent

16.0 14,0

12.0 10.0
8,0
6,0
4,0
2,0
Feb Feb Feb Feb Feb Feb
2004 2006 2008 2010 2012 2014
2022
Feb Feb
2016 2018
'-' Ul J_
2023
Seasona lly adjusted annual rate,
Feb Feb Feb
2020 2022 2024
FY 2025-2035 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
The unemployment rates at the state and local level also remain relatively low, with this region below the state but slightly above the nation.

Property values in Santa Clara remain high but declined slightly in 2023. In 2023, the median price of a single-family home totaled $1.7 million, which was down from the 2022 level of $1.8 million as shown in the Single-Family Residential Home Sales chart. The number of closed sales, however, has dropped significantly from 515 in 2022 to 380 in 2023. This is the lowest number of closed sales over the last tenyears.

There are significant development projects underway in Santa Clara that will bring new revenues as well as new costs. The financial impacts of these developments have not been factored into this forecast given the uncertainty regarding the timing. However, it is anticipated that this additional development activity will have a positive impact on the forecast.

Unemployment Rate
(Not Seasonally Adjusted)
Dec
2020
Dec
2021
Dec
2022
Dec
2023
Nation 6.5% 3.7% 3.3% 3.5%
California 8.8% 5.0% 4.1% 5.1%
San José-Sunnyvale-Santa Clara
Metropolitan Statistical Area 6.2% 2.9% 2.4% 4.1%
Source: California Employment Development Department, U.S. Bureau of Labor Statistics
Data Source: Santa Clara County Association of Realtors 128
$2,000,000
$1 ,800,000
$1 ,600,000
$1 ,400,000
$1 ,200,000
$1 ,000,000
$800,000
$600,000
$400,000
$200,000
City of
Santa Clara
City of Santa Clara
Single Family Residential Home Sales
II II 11111
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
• Ave. Price • Med. Price
700
600
500
400
300
200
100
City of Santa Clara
Number of Single Family Closed Sales
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
I ■ # of Oosed Sales
FY 2025-2035 TEN-YEAR GENERAL FUND FINANCIAL FORECAST

GENERAL FUND REVENUES
There are several General Fund revenue sources supporting the City’s activities as shown in the table below.

FY 2025-2035 General Fund Revenue Sources
$ in millions
2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 2034/35 $ m $ m $ m $ m $ m $ m $ m $ m $ m $ m $ m
Property Tax 94.4 98.5 103.2 108.7 114.4 120.5 127.0 133.7 140.9 148.4 156.3 Sales Tax 62.9 64.8 66.7 68.7 70.8 72.9 75.1 77.4 79.7 82.1 84.5 Transient
Occupancy
Tax

22.9 24.3 25.3 26.3 27.4 28.5 29.6 30.8 32.0 33.3 34.7
Franchise
Tax

5.4 5.6 5.8 6.0 6.2 6.5 6.8 7.1 7.3 7.6 7.9
Documentary
Transfer Tax

1.6 1.6 1.7 1.7 1.7 1.7 1.8 1.8 1.9 1.9 2.0
Licenses and
Permits

8.9 9.1 9.4 9.6 9.9 10.1 10.4 10.7 11.0 11.3 11.6
Fines and
Penalties

1.5 1.5 1.5 1.5 1.5 1.5 1.5 1.5 1.5 1.5 1.5
Interest
Income

6.2 6.6 6.9 6.8 6.7 6.6 6.4 6.6 6.7 6.7 6.7
Rents 14.2 15.0 15.7 16.4 17.1 18.2 18.7 19.1 19.5 20.0 20.4 Other
Services
Fees

41.7 43.2 44.2 45.3 46.5 47.6 48.8 50.1 51.3 52.6 53.8
Transfers
from Other
Funds

2.0 1.7 1.7 1.7 1.7 1.7 1.7 1.7 1.7 1.7 1.7
SVP Transfer 34.5 36.7 38.2 39.7 41.3 43.0 44.7 46.5 48.3 50.3 52.3 All Other
Revenues

1.2 1.3 1.3 1.4 1.4 1.4 1.4 1.4 1.4 1.4 1.5
Total
Sources $297.4 $309.9 $321.6 $333.8 $346.6 $360.2 $373.9 $388.4 $403.2 $418.8 $434.9 % Change
from Prior
Yr

4.2% 3.8% 3.8% 3.9% 3.9% 3.8% 3.9% 3.8% 3.9% 3.8%
129
FY 2025-2035 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
Sales tax and property tax comprise the largest individual sources of General Fund revenues, representing a combined $157.3 million in FY 2024/25, or over 50% of the total. These categories along with Transient Occupancy Tax are economically sensitive and account for approximately 60% of the General Fund revenues.

Following is a discussion of the major General Fund revenue categories:

Property Tax
The Property Tax category includes Secured and Unsecured Property Taxes. The County of Santa Clara Office of the Assessor and the Controller-Treasurer Department meets quarterly with cities to review property tax revenue allocated to Santa Clara County cities. The Controller-Treasurer Department provides projections on the current year property tax receipts, including updates on the assessed valuation and estimates on anticipated adjustments made from property tax appeals. The current year estimates are used as the starting point in the forecast. The County Assessor’s Office also provides information to cities on a monthly basis on the status of the assessment roll for the upcoming year.

In FY 2024/25, property tax revenue is projected at $94.4 million and includes secured property tax of $91.3 million and unsecured property tax of $3.1 million. Assessed valuation growth on secured property is projected at 4.5% and reflects the annual inflation factor based on Consumer Price Index (2% increase in FY 2024/25), growth due to property sales, and a general allowance for new construction projects being added to the tax rolls. In the remaining years of the forecast, annual assessed valuation growth ranging from 4.5% to 5.5% is projected. In order to meet these growth projections, developments with Property Tax,
$94.4 M, 31.7%
Sales Tax,
$62.9 M,

21.2%
Transient
Occupancy Tax,
$22.9 M, 7.7%
Charges for
Services,
$41.7 M,

14.0%
SVP Transfer,
$34.5 M, 11.6%
Other Revenue,
$41.0 M, 13.8%
FY 2024/25 General Fund Revenues
($297.4 million)
$180.2 M or
61% of
General
Fund
Revenue
130
FY 2025-2035 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
assessed valuation between $700 million to $1 billion would need to continue annually. By the end of the forecast period, Property Tax receipts are projected to reach $156.3 million.

Secured Property Tax receipts include general secured property tax along with supplemental property tax (retroactive collections back to the point of sale for reassessments of value due to property resale), residual Redevelopment Agency (RDA) receipts, and excess Educational Revenue Augmentation Fund (ERAF) funds (under Proposition 98, a portion of property tax receipts are allocated to the ERAF beginning in 1992 and once there are sufficient funds in ERAF to fulfill the obligation to the school districts, excess funds are returned to the taxing entities that contributed the funding). The excess ERAF funds are projected at $6.6 million in FY 2024/25. The County of Santa Clara has indicated that approximately 29% of the ERAF receipts are at risk due to legal challenges regarding the allocation of these funds.

Given this risk, the ERAF funds in dispute are set aside in an ERAF Reserve in the General Fund. In FY 2024/25, the contribution to this reserve totals $1.9 million.

Unsecured Property Tax receipts are projected to increase 1% annually over the Forecast period.

Collections are expected to grow at an average annual rate of 5.2% over the forecast period.

Property Tax Actual and Projected Collections
Note: FY 2013/14 includes one-time $6.1 million due to Redevelopment Agency dissolution $0.0
$20.0
$40.0
$60.0
$80.0
$100.0
$120.0
$140.0
$160.0
$180.0 Millions
131
City of
Santa Clara
I
j
FY 2025-2035 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
Sales Tax
Santa Clara’s sales tax collections are directly influenced by local, regional, national and international economic and business cycles. Because of this, sales tax collections are one of the most economically sensitive General Fund revenue sources. This category is also one of the most volatile with significant changes from year to year.

As shown in the chart below, sales tax collections are expected to total $60.9 million in FY 2023/24, which is down from the $64.5 million received in FY 2022/23; receipts experienced unusually high growth of

13.6% in FY 2022/23 and are down 8% in the first two quarters of FY 2023/24. Sales tax revenue is projected to increase to $62.9 million in FY 2024/25. Annual growth of 3.0% is projected in the out years of the forecast as the sales tax growth rates normalize over this period. Based on these projections, annual collections will reach $84.5 million by FY 2034/35. These projections are informed by data provided by the City’s sales tax consultant, Avenu Insights & Analytics.

Sales Tax Actual and Projected Collections
Note: FY 2016/17 includes a one-time true-up payment due to the unwinding of the State’s Triple Flip.

To provide context on how the City generates its sales tax revenues and the performance in recent years, the chart on the following page breaks out the sales tax per capita for the fourth quarter of each calendar year for the past five years, adjusted for inflation. The COVID-19 related impacts are reflected starting in $0.0
$10.0
$20.0
$30.0
$40.0
$50.0
$60.0
$70.0
$80.0
$90.0 Millions
132
City of
Santa Clara
- - t-- t-- t-- t- r-
FY 2025-2035 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
the fourth quarter 2020 data with declines in General Retail, Food Products (includes restaurants), and Transportation. As shown in the chart, the City’s largest sector is Business-to-Business, which continues to provide the foundation for the City’s tax base.

Transient Occupancy Tax
Transient Occupancy Tax (TOT) is calculated as a percentage of City hotel/motel room charges. The City's current TOT rate is 12.5%. This rate increased from 11.5% to 12.5% effective January 1, 2024. As with sales tax, TOT is sensitive to business cycles and can vary greatly from year to year based on occupancy levels and room rates. Prior to COVID-19, this category had experienced tremendous growth as shown in the TOT chart on the following page. With the COVID-19 safety restrictions, TOT receipts plummeted at the end of FY 2019/20 and through FY 2020/21. Of all the City’s revenue categories, TOT was the most impacted by the pandemic. Actual collections in FY 2022/23 and projected receipts for FY 2023/24 continue to make up some of the lost ground but remain below pre-COVID levels.

TOT collections are projected to continue to increase over the forecast period with estimated receipts of $22.9 million in FY 2024/25. This figure factors in an assumed TOT rate increase from 12.5% to 13.5% in January 2025; voters previously approved increasing the TOT to 13.5%. In the remaining years of the forecast, annual growth averaging 4.3% is projected. By the end of the Forecast period, TOT receipts are projected to reach $34.7 million.
133
City of
Santa Clara
Santa Clam
Anniral Per Capit a Sales Ta
Adjusted for Inflation
[constant2019$)
■ General Retail
Foo<! Products
■ Transponation
■ Construction
■ Busfness To Business
■ Miscellaneous
County Pool
(Cash Basis)
,.,,,, 2019Q4 $447 2020Q4 $383 2021Q4 $3~9 2.0220:4 S41.4 ::-.., 2023.Q4 $3:96
FY 2025-2035 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
Transient Occupancy Tax Actual and Projected Collections Other Taxes
Other Taxes include the Franchise Tax and Documentary Transfer Tax. The Franchise Tax revenues are projected at $5.4 million in FY 2024/25 with annual 4% increases in the out years of the Forecast.

The Documentary Transfer Tax, which is imposed on the transfer of the title of real property, is projected at $1.6 million in FY 2024/25 with 2% annual increases in the out years of the Forecast.

Licenses and Permits
Licenses and Permits are projected to total $8.9 million in FY 2024/25, including business licenses at $6.0 million, fire permits at $2.0 million, parking permits at $813,000, and encroachment and miscellaneous permits at $55,000. Average annual growth of 2.8% is projected in the out years of the Forecast, with revenues reaching $11.6 million in FY 2034/35.

Fines and Penalties
Fines and Penalties are projected at $1.5 million in FY 2024/25 and annually throughout the Forecast period.

Interest Income
The City invests all funds not needed for current cash requirements in accordance with the City Councilapproved Investment Policy. These funds are invested in securities having a maximum maturity of five $0.0
$5.0
$10.0
$15.0
$20.0
$25.0
$30.0
$35.0
$40.0 Millions
134
City of
Santa Clara
I I
FY 2025-2035 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
years. The factors that directly influence General Fund interest income include prevailing interest rates, the size of the portfolio and the relative percentage of the portfolio allocated to the General Fund. Based on the projected interest rates and cash balances, the General Fund is expected to receive $6.2 million in interest in FY 2024/25. In the remaining years of the Forecast, interest earnings are projected to fluctuate annually primarily due to interest rate assumptions, ranging from $6.4 million to $6.9 million.

Rents
The Rents category includes property rents and leases as well as right-of-way rental fees charged to the water, recycled water, and sewer utilities. In FY 2024/25, rent revenue is estimated to total $14.2 million, including $8.3 million from property rents and leases and $5.9 million from right-of-way rental fees. This category factors in projected lease revenue from the Related project ($784,000 in FY 2024/25 increasing to $1.8 million in FY 2034/35; assumes Phase I of the project) as well the Commerce and Peddlers Plaza ($1.0 million in FY 2024/25, offset by expenditure budget). Growth projections for the out years of the Forecast are based on individual lease agreements. Rent revenue is projected to reach $20.4 million by FY 2034/35.

Other Services Fees
The Other Services Fees category includes fees charged for various City services provided by the departments of Community Development, Fire, Police, Parks and Recreation, and Public Works as well as cost allocation plan reimbursements and stadium-related reimbursements. This category is estimated to generate $41.7 million in FY 2024/25. Over the Forecast period, average annual growth of 2.6% is projected, resulting in collections of $53.8 million by FY 2034/35.

Transfers from Other Funds
The Transfers from Other Funds totals $2.0 million in FY 2024/25 and includes the following: a transfer of $1.4 million from the Storm Drain Capital Fund to support storm drain operations; a one-time transfer of $0.4 million from the Electric Utility Fund to support two positions that support SVP operations (these positions will be factored into the cost allocation plan starting in FY 2025/26); and a transfer of $0.2 million from the Building Development Services Fund to cover a portion of the Code Enforcement costs that support development activity. In the out years of the Forecast, the transfers total $1.7 million and include the transfers from the Storm Drain Capital Fund and the Building Development Services Fund.

Silicon Valley Power Transfer
In accordance with the City’s charter, Silicon Valley Power pays 5.0% of gross revenues to the General Fund. Contributions are estimated at $34.5 million in FY 2024/25 and are projected to increase to $52.3 million by FY 2034/35, increasing at an annual rate of 4%. Growth in this category is primarily driven by market projections for electric consumption, resources costs, and any retail rate increase assumed for the Electric Utility.
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FY 2025-2035 TEN-YEAR GENERAL FUND FINANCIAL FORECAST

GENERAL FUND EXPENDITURES
Expenditures are projected to grow from $298.3 million in FY 2024/25 to $448.9 million by the end of the forecast period. FY 2024/25 expenditures are 5.9% above the FY 2023/24 Adopted Budget of $281.8 million primarily due to the higher salaries and wages, retirement, health, and interfund services costs.

FY 2025-2035 General Fund Expenditures
($ in millions)
2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 2034/35 $ m $ m $ m $ m $ m $ m $ m $ m $ m $ m $ m
Salaries 134.1 142.0 152.4 158.2 163.7 169.0 174.6 180.3 186.3 192.8 199.6 Retirement 61.5 64.3 66.4 68.7 73.5 76.6 79.2 79.5 81.4 82.1 84.5 Other
Benefits 26.6 28.2 30.0 31.9 33.3 35.0 36.8 38.7 40.7 43.0 45.7 Sub-Total
Labor Costs $222.2 $234.5 $248.8 $258.8 $270.5 $280.6 $290.6 $298.5 $308.4 $317.9 $329.8 Materials,
Services,
Supplies

36.6 38.9 41.5 44.8 47.6 48.9 51.8 53.2 56.2 58.2 60.2
Interfund
Services 30.5 31.9 33.0 34.2 35.5 36.8 38.1 39.5 41.0 42.3 43.7 Loans and
Transfers 7.1 8.6 8.1 8.5 9.0 9.5 10.1 10.0 10.1 11.0 12.0 Reserves 1.9 2.0 2.1 2.2 2.3 2.5 2.6 2.8 2.9 3.1 3.2
Sub-Total
Other Costs $76.1 $81.4 $84.7 $89.7 $94.4 $97.7 $102.6 $105.5 $110.2 $114.6 $119.1 Total Uses $298.3 $315.9 $333.5 $348.5 $364.9 $378.3 $393.2 $404.0 $418.6 $432.5 $448.9 % Change
from Prior Yr 5.9% 5.6% 4.5% 4.7% 3.7% 3.9% 2.7% 3.6% 3.3% 3.8% 136
FY 2025-2035 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
Labor Costs
Labor costs, which include salary, retirement and other benefit costs, are projected at $222.2 million in FY 2024/25. These costs are derived from a position-level analysis of City staffing, including actual salary and benefit information, negotiated salary and benefit adjustments for bargaining groups that have current Memorandums of Understanding with the City, projected adjustments for the out years of the forecast, and retirement information from the California Public Employees Retirement System (CalPERS) and the City’s actuary.

Over the Forecast period, these costs are projected to increase an average of 4.0% annually and reach $329.8 million by FY 2034/35.

Retirement Costs
Retirement costs represent one of the largest components of labor costs. The City contributes to CalPERS, which provides a defined benefit plan for participating public entities within the State of California. CalPERS offers a menu of benefit provisions that are established by State statutes within the Public Employee Retirement Law. The City selected its benefit provisions from the benefit menu by contract with CalPERS and adopted those benefits through local ordinance, following negotiations with employee bargaining groups.

Salaries, $134.1 M,

45.0%
Benefits, $88.1 M,

29.5% NonPersonnel/Other,
$76.1 M, 25.5%
$222.2 M or

74.5% of
General
Fund
Expenditures
FY 2024/25 General Fund Expenditures by Type
($298.3 Million)
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FY 2025-2035 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
CalPERS retirement costs rose sharply as a result of the market losses in the early 2000s followed by benefit enhancements in the mid-2000s. In FY 2011/12, General Fund pension costs were $18.9 million; by FY 2024/25, pension costs are projected to be $61.5 million. Retirement payments are expected to continue to rise as required employer rate increases are rolled in to make up for investment losses, a lower investment return assumption, shorter smoothing and amortization periods, and other demographic assumption changes. By the end of the Forecast period, PERS expenditures are projected to reach $84.5 million and will account for an estimated 19% of General Fund expenditures.

On December 21, 2016, the CalPERS Board approved lowering the investment earnings assumption (discount rate) downward from 7.5% to 7.0% over a three-year period. This change increased rates beginning in Fiscal Year 2018/19, with the full impact to be realized in FY 2025/26. In February 2018, the CalPERS Board approved shortening the period over which actuarial gains and losses are amortized from 30 years to 20 years for new pension liabilities. This policy became effective as of the June 30, 2019 CalPERS actuarial valuations. Beginning in FY 2022/23, the investment earnings assumption was lowered to 6.80% per year. Additional actions may be implemented in the future as part of a risk mitigation strategy to move to more conservative estimates over time to reduce volatility, including additional downward revisions to the discount rate.

Year-by-year pension rate projections are shown below. These projections incorporate rates provided by CalPERS for FY 2024/25 through FY 2027/28. In the remaining years of the Forecast, the retirement costs are based on rates provided by the City’s actuary. $0.0
$10.0
$20.0
$30.0
$40.0
$50.0
$60.0
$70.0
$80.0
$90.0 Millions
General Fund PERS Costs
Miscellaneous Safety
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FY 2025-2035 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
Materials, Services and Supplies
The materials, services and supplies budget for FY 2024/25 is $36.6 million, which is above the FY 2023/24 Adopted Budget level of $35.1 million and reflects anticipated increases in costs as well as those that occur every other year, such as election costs. Expenditures are projected to reach $60.2 million by FY 2034/35. Starting in FY 2027/28, approximately $1.0 million in expenditures that have historically been budgeted in the capital budget are assumed to be shifted to the operating budget due to the nature of these expenditures (street tree services; storm drain repairs and maintenance; and storm drain pump station motor and control maintenance, repair and replacement).

Interfund Services
Interfund services include the General Fund contribution to several internal service funds, including Communications Acquisitions, Fleet Operations, Information Technology Services, Special Liability Insurance, Unemployment Insurance, Vehicle Replacement, and Workers’ Compensation. In FY 2024/25, these costs are estimated at $30.5 million and increase to $43.7 million by FY 2034/35. These estimates are based on an evaluation of the activity levels in each internal service fund.

Loans and Transfers
This category includes debt service payments, transfers to the Cemetery Fund, transfers to capital funds for Public Works Capital Project Management, the City’s contributions to parking maintenance and Convention Center maintenance, and limited funding for capital projects. These costs are estimated at $7.1 million in FY 2024/25 and total $12.0 million in FY 2034/35. Starting in FY 2025/26, a modest amount is assumed for capital projects ($1.0 million in FY 2025/26 that increases to $5.2 million by FY 2034/35).

This category does not reflect the one-time funds transferred from the General Fund Capital Projects Reserve to support capital projects.

Reserves
This category includes contributions to the Property Tax Education Revenue Augmentation Fund (ERAF) Reserve. As discussed in the Property Tax revenue section above, excess ERAF funds are projected at $6.6 million in FY 2024/25. The County of Santa Clara has indicated that approximately 29% of the ERAF receipts are at risk due to legal challenges regarding the allocation of these funds. Given this risk, the ERAF funds in dispute are set aside in an ERAF Reserve in the General Fund. In FY 2024/25, the contribution to this reserve totals $1.9 million and increases to $3.2 million by FY 2034/35. Through FY 2023/24, the reserve balance totals $4.8 million.
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FY 2025-2035 TEN-YEAR GENERAL FUND FINANCIAL FORECAST

RESERVES
Reserves have generally been established with one-time funds and are not reflected in the Forecast figures. Reserves, however, are an important component of the budget. Following is a discussion of the major General Fund Reserves.

Budget Stabilization Reserve: During FY 1985/86, the City Council established a policy regarding use of the City’s General Contingency Reserve funds. Under that policy, two separate reserves were established, a Budget Stabilization Reserve (formerly known as the Working Capital Reserve) and a Capital Projects Reserve. The Budget Stabilization Reserve (BSR) is set aside to protect vital General Fund services through economic downturns, emergency financial crisis, or disaster situations. The reserve target is equal to the expenditures of the City’s General Fund operations for three months (90- days or 25% of budgeted appropriations). When the FY 2023/24 and FY 2024/25 Operating Budget was adopted, the City Council approved an exception to the 25% BSR target level to address the impacts associated with COVID-19, allowing the reserve to drop to 15% of expenditures. The BSR reserve currently totals $54.3 million in the FY 2023/24 Amended Budget; this equates to 19% of the expenditures in the FY 2023/24 Amended Budget and 18% of the expenditures in the FY 2024/25 Forecast.

Capital Projects Reserve: This reserve is set aside to fund the portion of the City’s Capital Improvement Program (CIP) that has no other funding sources to support it. The projects funded from this critical reserve provide basic City infrastructure and quality facilities. The Council adopted a policy in FY 1996/97 to maintain a minimum of $5.0 million in the Capital Projects Reserve. The CPR reserve currently totals $23.9 million in the FY 2023/24 Amended Budget; the majority of this funding will be allocated in the FY 2024/25 and FY 2025/26 Proposed Capital Budget.

Land Sale Reserve: This reserve sets aside proceeds from land sales to be used for land-related purposes or other General Fund needs as determined by the City Council. This reserve currently totals $18.5 million in the FY 2023/24 Amended Budget.

Pension Stabilization Reserves: These reserves in the General Fund and other City funds have targeted contributions that would fund 1% of the City’s unfunded pension liability annually to address the City’s pension unfunded accrued liability. For the General Fund, this reserve currently totals $27.5 million in the FY 2023/24 Amended Budget.
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FY 2025-2035 TEN-YEAR GENERAL FUND FINANCIAL FORECAST

CONCLUSION
The Forecast provides policy makers, the public, and City staff an updated assessment of the City’s financial condition that considers the latest projections of economic conditions. It serves as a starting point in the budget development process by providing the necessary context for making budget decisions.

The Forecast also identifies known risk factors and vulnerabilities, and it provides a foundation for evaluating priorities and understanding trade-offs moving forward.

As reflected in this Forecast, the City faces a structural deficit. A small General Fund shortfall of $0.9 million is projected for FY 2024/25, followed by deficits ranging from $6.0 million to $19.3 million annually.

By the end of the Forecast period, estimated revenues of $434.9 million are $14.0 million below the projected expenditures of $448.9 million. When put into context of the size of the General Fund budget, the shortfall in FY 2024/25 is 0.3% of General Fund expenditures. In the out years of the Forecast, the annual shortfalls range from 1.9% to 5.0% of the projected annual expenditure budget. The Adopted FY 2023/24 and FY 2024/25 Biennial Operating Budget included a budget balancing strategy that relied on a combination of expenditure reductions, revenue solutions, and use of reserves. The use of ongoing and one-time solutions balanced the competing goals of aligning ongoing revenues and expenditures and minimizing the service delivery impacts to the community. This also allowed for time to evaluate the post COVID-19 recovery. The use of reserves will be used to address the small projected shortfall in FY 2024/25. Additional budget balancing actions are expected to be brought forward in the FY 2025/26 and FY 2026/27 Biennial Operating Budget that will be adopted in June 2025.

In addition to the projected General Fund shortfall identified in this Forecast, there are elements of the City’s budget that are not included in the Forecast as they have been funded pay-as-you-go with onetime sources. These include the costs to fund capital improvements that rely on General Fund funding, address unmet/deferred infrastructure needs, and make additional contributions to reserves. The Forecast also does not incorporate the financial impacts of new developments that may have a positive impact given the uncertainty regarding the timing. This Forecast serves as a strategic planning tool to meet the City’s long-term goal to plan for additional fiscal capacity and bring forward sustainable funding strategies to address these unmet cost elements.
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Statements of Sources
and Uses of Funds
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General Fund
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O F F UN D S

GENERAL FUND
The General Fund is the primary fund of the City that is used to account for all revenues and expenses that are not restricted by law or policy to be accounted for in another fund. The General Fund supports many of the most visible and essential City services including libraries, parks, police, and fire protection. The General Fund also includes many departments that provide central services including the City Manager, City Attorney, City Clerk, Mayor and City Council, Finance, and Human Resources offices and departments.

General Fund Sources
General Fund sources total $441.0 million in the FY 2024/25 Amended Budget and consist of $143.9 million in fund balance estimated to be carried over from FY 2023/24, $295.1 million in revenue, and $2.0 million in transfers from other funds. The total sources are up $49.3 million from the FY 2024/25 Adopted Budget. This change reflects an in the beginning fund balance ($39.5 million) and an increase in revenues and transfers ($9.8 million). The increase in the beginning fund balance is primarily due to the allocation of the balance from the close out of FY 2022/23 to the Capital Projects Reserve, the Budget Stabilization Reserve, and the Pension Stabilization Reserve as well as the establishment of the Property Tax Education Revenue Augmentation Fund (ERAF) Reserve. The growth in revenues primarily reflects increases in Property Tax, Interest Earnings, and Other Services Fees. As part of the budget process, estimates are developed for each line item, taking into consideration activity projections, historical trends, and the economic environment.

The table below summarizes the projected sources of General Fund revenues and transfers in this budget.

Funding Source
FY 2022/23
Actual
FY 2023/24
Amended
FY 2023/24
Estimate
FY 2024/25
Adopted
FY 2024/25
Change
FY 2024/25
Amended
Property Tax 84,599,469 87,143,000 87,143,000 89,545,000 4,846,000 94,391,000 Sales Tax 64,497,774 60,524,000 60,524,000 62,352,000 548,000 62,900,000 Transient Occupancy Tax 18,989,012 21,275,000 21,275,000 23,650,000 (800,000) 22,850,000 Franchise Fees 4,874,306 5,150,000 5,150,000 5,300,000 50,000 5,350,000 Documentary Transfer
Tax 2,356,076 1,480,000 1,480,000 1,600,000 32,000 1,632,000 Licenses and Permits 5,142,133 8,594,000 8,594,000 8,806,000 72,000 8,878,000 Rents and Leases 12,881,964 14,661,960 14,661,960 15,150,269 (892,082) 14,258,187 Other Services Fees 43,239,023 38,720,796 38,720,796 39,253,418 2,469,017 41,722,435 State/Other Agencies 1,635,314 520,000 520,000 520,000 50,000 570,000 Fines and Penalties 1,399,432 1,225,000 1,225,000 1,230,000 222,000 1,452,000 Interest 5,377,883 3,500,000 3,500,000 3,708,000 2,504,000 6,212,000 SVP Transfer 29,584,030 32,000,000 32,000,000 34,000,000 500,000 34,500,000 Other Revenue 2,928,860 183,600 183,600 180,000 277,550 457,550 Revenue Subtotal 276,653,282 275,097,356 275,097,356 285,326,687 9,814,485 295,141,172 Transfers From 10,023,429 2,646,382 2,925,529 2,015,294 14,527 2,029,821 Total Revenues/
Transfers 286,676,711 277,743,738 278,022,885 287,341,981 9,829,012 297,170,993 147
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O F F UN D S
The largest economically sensitive revenue categories (property tax, sales tax, and transient occupancy tax) account for approximately 60% of General Fund revenues. Following is a discussion of these categories as well as other major General Fund revenue categories.

Property Tax
Property tax is the largest revenue source for the
City, representing over 30% of revenues. Under
Proposition 13, the assessed valuation of
properties held by the same owner from year to
year is adjusted each year by the lesser of 2.0% or
the percent change in the annual California
Consumer Price Index (CCPI). For FY 2024/25, the
adjustment factor based on CCPI is 2.0%. Beyond
the inflation adjustment, growth in property tax
receipts is driven by reassessments upon the sale
of properties and new construction projects being
added to the tax rolls. In FY 2024/25, assessed
valuation growth on secured property is projected
at 4.5%
In FY 2024/25, property tax revenue is projected at $94.4 million and includes secured property tax of $91.3 million and unsecured property tax of $3.1 million. Secured Property Tax receipts include general secured property tax along with supplemental property tax (retroactive collections back to the point of sale for reassessments of value due to property resale), residual Redevelopment Agency (RDA) receipts, and excess Educational Revenue Augmentation Fund (ERAF) funds (under Proposition 98, a portion of property tax receipts are allocated to the ERAF beginning in 1992 and once there are sufficient funds in ERAF to fulfill the obligation to the school districts, excess funds are returned to the taxing entities that contributed the funding). The excess ERAF funds are projected at $6.6 million in FY 2024/25. The County of Santa Clara has indicated that approximately 29% of the ERAF receipts are at risk due to legal challenges regarding the allocation of these funds. Given this risk, the ERAF funds in dispute are set aside in an ERAF Reserve in the General Fund. In FY 2024/25, the contribution to this reserve totals $1.9 million.

Unsecured property tax is assessed on personal property that is tangible or moveable and is not attached to real estate (e.g., office equipment, planes, boats). Unsecured property tax receipts are projected to increase 1% in FY 2024/25 to $3.1 million.

Santa Clara
Unified
School
District,
$38.36
County of
Santa Clara,
$18.71
County Office
of Education,
$3.97
City of
Santa
Clara, $10.17
West Valley
College,
$11.09
Other Special
Districts,
$2.51
ERAF (Other
School
Districts),
$15.19
Property Tax Distribution per $100 Collected
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O F F UN D S
Sales Tax
Sales tax is the General Fund’s second largest
revenue. The City's current sales tax rate is

9.125%, of which the City of Santa Clara receives
1%. Santa Clara’s sales tax collections are
directly influenced by local, regional, national, and
international economic and business cycles and
are therefore one of the most volatile General
Fund revenues. sales tax collections are expected
to total $60.9 million in FY 2023/34, which is down
from the $64.5 million received in FY 2022/23;
receipts experienced unusually high growth of

13.6% in FY 2022/23 and are down 8% in the first
two quarters of FY 2023/24. Sales tax revenue is
projected to increase to $62.9 million in FY
2024/25.

Transient Occupancy Tax
Transient Occupancy Tax (TOT) is calculated as a percentage of City hotel/motel room charges. The City's current TOT rate is 12.5%. This rate increased from 11.5% to 12.5% effective January 1, 2024 as approved by the City Council on October 24, 2023. As with sales tax, TOT is sensitive to business cycles and can vary greatly from year to year based on occupancy levels and room rates. Prior to COVID-19, this category had experienced tremendous growth. With the COVID-19 safety restrictions, TOT receipts plummeted at the end of FY 2019/20 and through FY 2020/21. Actual collections in FY 2022/23 and projected receipts for FY 2023/24 continue to make up some of the lost ground but remain below pre-COVID levels.

TOT collections are projected to continue to increase with estimated receipts of $22.9 million in FY 2024/25. This figure factors in an assumed TOT rate increase from 12.5% to 13.5% in January 2025; voters previously approved increasing the TOT to 13.5%.

Franchise Tax and Documentary Transfer Tax
The Franchise Tax revenues are projected at $5.4 million in FY 2024/25. The Documentary Transfer Tax, which is imposed on the transfer of the title of real property, is projected at $1.6 million in FY 2024/25.

Licenses and Permits
Licenses and Permits are projected to total $8.9 million in FY 2024/25, including business licenses at $6.0 million, fire permits at $2.0 million, parking permits at $813,000, and encroachment and miscellaneous permits at $55,000.

Rents and Leases
The Rents category includes property rents and leases as well as right-of-way rental fees charged to the water sewer and utilities. In FY 2024/25, rent revenue is estimated to total $14.2 million, including $8.3 million from property rents and leases and $5.9 million from right-of-way rental fees. This category factors in projected lease Statewide
Sales Tax,
$6.00
Santa Clara
County
(Including
VTA), $2.00
Caltrain,
$0.125 City of
Santa
Clara, $1.00
Sales Tax Distribution per $100 Collected
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O F F UN D S
revenue from the Related project ($784,000 in FY 2024/25; assumes Phase I of the project) as well the Commerce and Peddlers Plaza ($1.0 million in FY 2024/25, offset by expenditure budget).

Other Services Fees
The Other Services Fees category includes fees charged for various City services provided by the departments of Community Development, Fire, Police, Parks and Recreation, and Public Works as well as cost allocation plan reimbursements and stadium-related reimbursements. This category is estimated to generate $41.7 million in FY 2024/25 and includes estimated revenue of $32,000 from the restoration of Senior Center trips that is proposed for FY 2024/25.

Silicon Valley Power Transfer
In accordance with the City’s charter, Silicon Valley Power pays 5.0% of gross revenues to the General Fund.

Contributions are estimated at $34.5 million in FY 2024/25. Growth in this category is primarily driven by market projections for electric consumption, resources costs, and any retail rate increase assumed for the Electric Utility.

Transfers From
The Transfers from Other Funds totals $2.0 million in FY 2024/25 and includes the following: a transfer of $1.4 million from the Storm Drain Capital Fund to support storm drain operations; a one-time transfer of $0.4 million from the Electric Utility Fund to support two positions that support SVP operations (these positions will be factored into the cost allocation plan starting in FY 2025/26); and a transfer of $0.2 million from the Building Development Services Fund to cover a portion of the Code Enforcement costs that support development activity. 150
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O F F UN D S
General Fund Uses
Overall, General Fund uses total $441.0 million in the FY 2024/25 Amended Budget. Of this amount, $289.7 million accounts for operational expenditures, $16.9 million are transfers to other funds, and $134.4 million represent fund balance and reserves. The following table summarizes the General Fund expenditures and transfers.

The following table summarizes the General Fund expenditures and transfers.

Expenditures
FY 2022/23
Actual
FY 2023/24
Amended
FY 2023/24
Estimate
FY 2024/25
Adopted
FY 2024/25
Change
FY 2024/25
Amended
Salaries 127,438,215 128,774,168 128,718,575 132,883,631 1,499,923 134,383,554 Retirement – Safety 35,072,945 36,479,753 36,479,753 38,834,838 2,069,104 40,903,942 Retirement – Misc. 18,057,200 18,702,893 18,702,893 19,671,347 878,382 20,549,729 Other Benefits 17,765,879 24,039,179 24,039,179 25,104,332 1,526,015 26,630,347 Materials/Services/
Supplies 27,446,410 38,162,788 38,162,788 35,149,805 1,527,338 36,677,143 Interfund Services 25,039,958 27,435,591 27,435,591 28,057,143 2,439,326 30,496,469 Capital Outlay 192,446 - - 37,000 - 37,000
Total Expenditures 251,013,053 273,594,372 273,538,779 279,738,096 9,940,088 289,678,184 Transfers To 15,658,501 19,908,048 19,908,048 7,720,872 9,192,274 16,913,146 Total Expenditures
and Transfers To 266,671,554 293,502,420 293,446,827 287,458,968 19,132,362 306,591,330 As a public service organization focused on delivering high-quality services to our community, labor costs reflect the highest level of investment at 73% of the expenditure budget. Following is a discussion of the General Fund expenditure categories.

Salaries and Benefits
The expenditures in this category account for full-time and part-time salaries, retirement, health, social security, other employer benefits, and overtime costs. The FY 2024/25 Amended Budget factors in the latest negotiated salary adjustments known at the time the budget was developed and updated retirement and benefit costs.

Salaries and benefits total $222.5 million in the FY 2024/25 Amended Budget. This also includes funding for proposed budget actions, including the restoration of Police parks patrol, the addition of resources for the Senior Center trips, and the expansion of Library hours as well as the addition of 9.0 positions from the FY 2023/24 Adopted Budget. These actions are described in the Appendices Section of the document.

The City of Santa Clara participates in the California Public Employees’ Retirement System (CalPERS) under the Miscellaneous Retirement Plan and the Safety Retirement Plan. In the FY 2024/25 Amended Budget, retirement costs in the General Fund are budgeted at $40.9 million for Safety employees and $20.5 million for Miscellaneous employees. These figures reflect the latest information from CalPERS on the rates for FY 2024/25.
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Materials, Services, and Supplies
The FY 2024/25 Amended Budget totals $36.7 million for materials, services, and supplies. This budget reflects Base Budget adjustments to account for the updated cost of providing existing services in FY 2024/25, the removal of one-time funding approved for FY 2023/24, and FY 2024/25 proposed budget actions.

Interfund Services
Interfund services are citywide in nature and funded through internal service funds (Information Technology Department services, special liability fund, workers' compensation, Public Works capital project management, vehicle equipment and maintenance, fleet purchases, and communications equipment) that are apportioned to City Departments and funds. This category totals $30.5 million in the FY 2024/25 Amended Budget.

Capital Outlay
This category includes small capital expense purchases not budgeted within the capital budget. This category totals $37,000 in FY 2024/25 Amended Budget.

Transfers to Other Funds
This category includes transfers to other funds to support capital projects, the City’s share of assessment district costs, other services, and debt payments. The FY 2024/25 Amended Budget for this category totals $16.9 million, including $13.1 million for capital projects, $1.4 million for debt payments, $1.0 million for assessment district payments, $0.8 million for the Cemetery Fund, $0.5 million to the Fire Operating Grant Trust Fund to pay for a portion of the positions funded by the Fire SAFER grant (the SAFER grant generates net General Fund savings due to Fire overtime savings), and $0.1 million for other services.

General Fund Reserves
The General Fund includes several reserves established by City Council policy or to segregate restricted revenues. Additional detail regarding reserve policies can be found in the Budget and Fiscal Policies section of this document.

Budget Stabilization Reserve
This reserve is used as an allocation for weathering economic downturns, emergency financial crises or disaster situations. Per Council policy, the Budget Stabilization Reserve (BSR) target is equal to the cost of the City’s General Fund operations for three months, or 25% of the expenditure budget. Given the recent budget challenges, the City Council adopted the FY 2023/24 budget principles that allowed the BSR to be set at a minimum of 15% of expenditures. The FY 2024/25 proposed budget principles would also allow the BSR to be set a minimum of 15% of expenditures. In the FY 2024/25 Amended Budget, the BSR is set at $53.8 million (17.6% of expenditures).

Capital Projects Reserve
The Capital Projects Reserve (CPR) earmarks funds for the Capital Improvement Program (CIP). The minimum target for this reserve is $5.0 million. The Proposed CIP assumes the use of $15.0 million of the CPR to fund 152
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high priority projects, reducing the reserve from the projected FY 2024/25 starting balance of $23.9 million to an ending balance of $8.9 million.

Land Sale Reserve
The City Council established the Land Sale Reserve with net proceeds from the sale of City-owned land, with interest earned on these funds being available to be appropriated for General Fund operating expenditures. The Land Sale Reserve has a projected ending balance of $18.5 million for FY 2024/25 and is available for appropriation by City Council action.

Advanced Planning Fee Reserve
The advanced planning fee is collected as a portion of planning and building fees. These funds are set aside for long-range planning activities. The Advanced Planning Reserve has a projected ending balance of $4.0 million in FY 2024/25. Starting in FY 2023/24, this reserve funds 1.0 Senior Planner.

Technology Fee Reserve
The Technology Fee Reserve sets aside the technology fee revenue collected with the development fees and other applicable fees. This reserve is used to fund Accela licensing costs and other technology improvements for the fee programs that assess this fee. The Technology Fee Reserve has a projected ending balance of $2.6 in FY 2024/25.

Other Reserves
By Council Policy, other reserves are set aside in the General Fund including the Pension Stabilization and Historical Preservation Reserves. For FY 2024/25, the Pension Stabilization Reserve is projected to total $27.5 million and the Historical Preservation Reserve is projected to total $94,212. Contributions to the Pension Stabilization Reserve are typically recommended as part of the Year-End Report to allocate interest earnings and other funding, if available. No additional contributions are assumed as part of this Biennial Budget. The FY 2024/25 Amended Budget also includes a Development Fee Reserve ($1.5 million) that was established in FY 2022/23 to transition new development funds and a Property Tax Education Revenue Augmentation Fund (ERAF) Reserve ($6.7 million) to set aside the portion of the excess ERAF property tax receipts that are subject to legal challenge.
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GENERAL FUND | GENERAL FUND (001)
2022/23
Actual
2023/24
Amended
2023/24
Estimate
2024/25
Adopted
2024/25
Amended
Beginning Fund Balance
Encumbrance Carryover 4,445,953 4,761,429 4,761,429 4,445,953 4,761,429 Budget Stabilization Reserve 52,878,278 48,038,974 48,038,974 45,847,152 54,299,297 Capital Projects Reserve 6,719,508 6,526,135 6,526,135 6,132,292 23,860,843 Reserve for Programmed Capital Projects 3,151,081 5,284,314 5,284,314 986,657 986,657 Development Fee Program Reserve 0 2,000,000 2,000,000 1,500,000 1,500,000 Advanced Planning Fee 2,939,765 4,443,248 4,443,248 2,649,365 4,212,848 Technology Fee Reserve 2,353,804 2,581,145 2,581,145 1,925,791 2,581,145 Land Sale Reserve 23,892,284 18,481,036 18,481,036 18,481,037 18,481,036 Pension Stabilization Reserve 21,367,474 22,309,426 22,309,426 21,367,474 27,477,426 Property Tax ERAF Reserve 0 3,342,000 3,342,000 0 4,823,000 Historical Preservation Reserve 92,754 94,212 94,212 92,754 94,212 FY 2023/24 Budget Balancing Reserve 0 2,000,000 2,000,000 911,944 431,789 Restricted for Pre-Payments 0 91,560 91,560 0 0
Unrestricted 21,422,306 39,314,885 39,314,885 0 334,740 Total Beginning Fund Balance 139,263,207 159,268,364 159,268,364 104,340,419 143,844,422 Revenue
Property Taxes - Secured 81,671,068 84,243,000 84,243,000 86,616,000 91,266,000 Property Taxes - Unsecured 2,928,401 2,900,000 2,900,000 2,929,000 3,125,000 Sales Tax 63,648,559 59,600,000 59,600,000 61,400,000 62,000,000 Public Safety Sales Tax 849,215 924,000 924,000 952,000 900,000 Documentary Transfer Tax 1,504,082 1,600,000 1,600,000 1,632,000 1,600,000 Transient Occupancy Tax 18,989,012 21,275,000 21,275,000 23,650,000 22,850,000 Franchise Taxes 4,874,306 5,150,000 5,150,000 5,300,000 5,350,000 Rents 12,881,964 14,661,960 14,661,960 15,150,269 14,258,187 State Revenues 293,123 262,000 262,000 262,000 312,000
Other Agencies Revenues 1,342,191 258,000 258,000 258,000 258,000 Licenses and Permits 5,142,133 8,594,000 8,594,000 8,806,000 8,878,000 Fines and Penalties 1,399,432 1,225,000 1,225,000 1,230,000 1,452,000 Other Fees for Services 43,239,023 38,720,796 38,720,796 39,253,418 41,722,435 Interest 5,377,883 3,500,000 3,500,000 3,708,000 6,212,000 Silicon Valley Power Transfer 29,584,030 32,000,000 32,000,000 34,000,000 34,500,000 Other Revenue 2,928,860 183,600 183,600 180,000 457,550 Total Revenue 276,653,282 275,097,356 275,097,356 285,326,687 295,141,172 Transfers From
Building Development Services Fund 179,036 175,725 175,725 185,793 190,927 154
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GENERAL FUND | GENERAL FUND (001)
2022/23
Actual
2023/24
Amended
2023/24
Estimate
2024/25
Adopted
2024/25
Amended
Transfers From
Building Special Programs and Training Fund 1,299 1,765 1,765 1,765 1,765 Convention Center Maintenance District Fund 193,552 0 0 0 0 Electric Utility Fund 1,229,573 349,749 349,749 373,736 383,129 Engineering Operating Grant Trust Fund 0 3,536 282,683 0 0 Fire Department Capital Fund 61,054 42 42 0 0
Fire Operating Grant Trust Fund 7,947 227 227 0 0
General Government Capital Fund 6,915 0 0 0 0
Other City Departments Operating Grant Trust
Fund
101,196 26,057 26,057 0 0
Parks and Recreation Capital Fund 5,598,215 10,066 10,066 0 0 Patrick Henry Drive Infrastructure Improvement
Fund
0 69,205 69,205 0 0
Public Buildings Capital Fund 0 112,452 112,452 0 0
Public Works Capital Projects Management
Fund
60,420 293,038 293,038 0 0
Storm Drain Capital Fund 1,493,301 1,454,920 1,454,920 1,454,000 1,454,000 Streets and Highways Capital Fund 130,921 0 0 0 0
Vehicle Replacement Fund 960,000 149,600 149,600 0 0
Total Transfers From 10,023,429 2,646,382 2,925,529 2,015,294 2,029,821 Total Source of Funds 425,939,918 437,012,102 437,291,249 391,682,400 441,015,415 Expenditures
Salaries 127,438,215 128,774,168 128,718,575 132,883,631 134,383,554 Retirement - Safety 35,072,945 36,479,753 36,479,753 38,834,838 40,903,942 Retirement - Miscellaneous 18,057,200 18,702,893 18,702,893 19,671,347 20,549,729 Other Benefits 17,765,879 24,039,179 24,039,179 25,104,332 26,630,347 Materials/Services/Supplies 27,446,410 38,162,788 38,162,788 35,149,805 36,677,143 Interfund Services 25,039,958 27,435,591 27,435,591 28,057,143 30,496,469 Capital Outlay 192,446 0 0 37,000 37,000
Total Expenditures 251,013,053 273,594,372 273,538,779 279,738,096 289,678,184 155
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GENERAL FUND | GENERAL FUND (001)
2022/23
Actual
2023/24
Amended
2023/24
Estimate
2024/25
Adopted
2024/25
Amended
Transfers To
Cemetery Fund 870,000 796,000 796,000 823,000 823,000
Cemetery Capital Fund 9,225 0 0 0 4,689
Communication Acquisitions Fund 0 3,500,000 3,500,000 0 0 Convention Center Maintenance District Fund 842,700 805,383 805,383 805,383 840,546 Downtown Parking Maintenance District Fund 0 137,030 137,030 144,650 137,000 Engineering Operating Grant Trust Fund 227,611 0 0 0 0
Fire Department Capital Fund 661,766 427,374 427,374 234,374 1,473,700 Fire Development Services Fund 0 1,847,578 1,847,578 0 0 Fire Operating Grant Trust Fund 26,124 626,000 626,000 770,000 553,769 General Government Capital Fund 2,533,551 1,701,210 1,701,210 0 1,761,524 Library Department Capital Fund 281,831 0 0 40,283 471,848 Parks and Recreation Capital Fund 227,529 1,058,941 1,058,941 276,181 1,283,304 Parks and Recreation Operating Grant Trust
Fund
3,445 27,445 27,445 27,445 27,445
Patrick Henry Drive Infrastructure Improvement
Fund
69,205 0 0 0 0
Police Operating Grant Trust Fund 38,424 0 0 0 0
Prefunded Plan Review Fund 60,000 0 0 0 0
Public Buildings Capital Fund 1,445,532 2,340,019 2,340,019 180,272 1,792,207 Public Facilities Financing Corporation Fund 1,402,275 1,402,440 1,402,440 1,405,940 1,405,940 Solid Waste Utility Fund 35,364 35,364 35,364 35,364 35,364 Sports and Open Space Authority Fund 6,000 16,500 16,500 10,200 10,200 Storm Drain Capital Fund 973,623 883,396 883,396 99,633 2,525,765 Streets and Highways Capital Fund 3,791,464 4,066,468 4,066,468 2,868,147 3,766,845 Tasman East Infrastructure Improvement Fund 11,832 0 0 0 0 Vehicle Replacement Fund 2,141,000 236,900 236,900 0 0
Total Transfers To 15,658,501 19,908,048 19,908,048 7,720,872 16,913,146 156
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GENERAL FUND | GENERAL FUND (001)
2022/23
Actual
2023/24
Amended
2023/24
Estimate
2024/25
Adopted
2024/25
Amended
Ending Fund Balance
Encumbrance Carryover 4,761,429 4,761,429 4,761,429 4,445,953 4,761,429 Budget Stabilization Reserve 48,038,974 54,299,297 54,299,297 45,847,152 53,817,980 Capital Projects Reserve 6,526,135 23,860,843 23,860,843 6,132,292 8,894,117 Reserve for Programmed Capital Projects 5,284,314 986,657 986,657 2,000 6,107,871 Development Fee Program Reserve 2,000,000 1,500,000 1,500,000 1,500,000 1,500,000 Advanced Planning Fee 4,443,248 4,212,848 4,212,848 2,401,049 3,964,532 Technology Fee Reserve 2,581,145 2,581,145 2,581,145 1,925,791 2,581,145 Land Sale Reserve 18,481,036 18,481,036 18,481,036 18,481,037 18,481,036 Pension Stabilization Reserve 22,309,426 27,477,426 27,477,426 21,367,474 27,477,426 Property Tax ERAF Reserve 3,342,000 4,823,000 4,823,000 0 6,744,337 Historical Preservation Reserve 94,212 94,212 94,212 92,754 94,212 FY 2023/24 Budget Balancing Reserve 2,000,000 431,789 431,789 2,027,930 0 Restricted for Pre-Payments 91,560 0 0 0 0
Unrestricted 39,314,885 0 334,740 0 0
Total Ending Fund Balance 159,268,364 143,509,682 143,844,422 104,223,432 134,424,085 Total Use of Funds 425,939,918 437,012,102 437,291,249 391,682,400 441,015,415 157
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Special Revenue
Funds and Other Funds
159
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SPECIAL REVENUE FUNDS AND OTHER FUNDS
Special Revenue Funds are established to account for specific revenue sources that are legally restricted or committed to particular purposes. The City of Santa Clara has various revenue sources that require separate Special Revenue Funds to be set up. The Other Funds relate to special assessments funds.

Bridge Maintenance District #2 Fund (463)
The Bridge District #2 Fund sets aside revenue received through the apportionment of secured property tax as well as the RDA revenue distribution. This funding is then transferred to the Streets and Highways Capital Fund to cover costs associated with the Bridge Maintenance Program project.

Building Development Services Fund (155)
The Building Development Services Fund was established in FY 2021/22 to account for building development-related fee revenue and associated building development services costs. The Building-related revenues and expenditures were previously reflected in the General Fund.

Building Special Programs and Training Fund (220)
This fund was formerly the Certified Access Specialist (CASp) Certification and Training Fund but was retitled to incorporate additional changes to the fund starting in FY 2021/22. The fund now incorporates Building Seismic/Strong Motion Fees and Building Standard Fees, in addition to CASp fees. All three revenue streams are related to Statemandated building permit fee surcharges (Building Standard and Seismic) or from the City’s business license tax (CASp) and are for specific uses such as updating building code manuals or training related to updates in accessibility designs.

City Affordable Housing Fund (165)
The City Affordable Housing Fund accounts for the City’s Below-Market Price Purchase Program, which helps low- and moderate-income families achieve the goal of homeownership. This fund promotes and facilitates the construction and retention of affordable housing, fulfilling State mandates to produce housing for all income levels. Revenues in the City Affordable Housing Fund are received from developer in-lieu fees, principal, and interest repayments on housing loans, as well as interest income on pooled investments.

Community Facilities District No. 2019-1 (Lawrence Station) Fund (027) A resolution was adopted by Council in March 2019 to form a new Community Facilities District Fund (CFD) to finance maintenance of roadways, parks, parking spaces and enforcement, landscaped parkways and medians, trails, a highway overpass and a community clubhouse and garden to be located within the development at Lawrence Station. In accordance with the resolution, a special tax is levied on the properties located within the CFD. These special taxes will be used to fund the authorized public services. Pursuant to Report to Council 19-249, the Fund will also maintain additional funding necessary to replace facilities near end-of-service life (straight line depreciation of 15 years) in a capital reserve of 20%. The property assessments increase annually by Consumer Price Index (CPI).

Convention Center Maintenance District Fund (026)
This fund provides maintenance and landscaping to the common grounds within the Santa Clara Convention Center Complex. Funds are received by means of a Special Benefits Assessment levied against the property owners in the respective districts. This fund's expenditure budget is determined using fee estimates for cost recovery. 161
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Developer Traffic Payments Fund (124)
This fund was established in FY 2020/21 and is managed by the Department of Public Works. The Developer Traffic Payments Fund is funded by developer contributions collected for specific jurisdictions and locations. Funding is allotted to non-City agencies for eligible projects or transfers to a capital project. Prior to FY 2022/23, this fund was titled the “Traffic Fair Share Fund”.

Downtown Parking Maintenance District Fund (025)
The purpose of the Downtown Parking Maintenance District is to maintain the grounds of the Franklin Square complex.

The Franklin Square complex is bounded by Monroe Street to the west, Jackson Street to the east, Benton Street to the north, and Homestead Road to the south. Maintenance of the landscape infrastructure is paid for by the General Fund. Extraordinary repairs to the asphalt parking lot and concrete walkways are funded by property owner assessments that are capped at $14,200 per year.

Endowment Care Fund (077)
This fund holds the non-expendable account of the fees collected from cemetery patrons. Interest earned from the cash maintained is contributed for the current maintenance of the cemetery.

Engineering Operating Grant Trust Fund (144)
This fund accounts for revenues received from other governmental agencies that are designated for specific uses in the Community Development Department. Grants are appropriated as they are received by the Department and approved by the City Council.

Expendable Trust Fund (079)
The Expendable Trust Fund accounts for assets held in a trustee capacity where the principal and income may be expended in the course of the fund’s restricted/designated operations. Funds are appropriated as they are received by departments and approved by the City Council.

Fire Development Services Fund (158)
The Fire Development Services Fund was established in FY 2023/24 to account for fire development-related fee revenue and associated fire development services costs. The Fire-related revenues and expenditures were previously reflected in the General Fund.

Fire Operating Grant Trust Fund (178)
This fund tracks revenues from other governmental agencies received by the Fire Department for fire safety and medical services activities. The grants are provided by federal, state, and County agencies. Grants are appropriated as they are received by the Fire Department and approved by the City Council.

Gas Tax Fund (121)
The Gas Tax Fund accounts for revenues and expenditures received from the State of California under Street and Highway Code Sections 2105, 2106, and 2107. Gas tax is imposed by the State as a per-gallon excise tax on gasoline and diesel fuel. Cities and counties receive an allocation from the State based on population and the proportion of registered vehicles. This funding is restricted for street maintenance, construction, and a limited amount for engineering. 162
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Housing and Urban Development Fund (562)
The City of Santa Clara receives annual funds from the U.S. Department of Housing and Urban Development (HUD) to administer the Community Development Block Grant (CDBG) and HOME Investment Partnerships (HOME) programs.

The CDBG program funds various nonprofit agencies and other City departments to implement services that benefit low- and moderate-income persons. The HOME program funds a wide range of activities including building, buying, and/or rehabilitating affordable housing for rent or homeownership or providing direct rental assistance to low-income people. Grantees are generally selected through a competitive process and provide such services as senior services, homeless outreach, housing rehabilitation, accessibility improvement and code enforcement. The City currently dedicates HOME funds for the Tenant-Based Rental Assistance (TBRA) program.

Housing Authority Fund (164)
The Santa Clara Housing Authority (SCHA) was established by the City Council to assume responsibility for managing and monitoring housing assets from the dissolution of the Redevelopment Agency (RDA). SCHA also assumes the responsibility for housing loans, which provide affordable housing and were made under various programs, for qualifying individuals and groups. The SCHA receives its main source of revenues from program income, which is used to support loan monitoring, administration, and other programs and projects of the Housing and Community Services Division of the Community Development Department.

Housing Successor Agency Fund (169)
All California Redevelopment Agencies (RDA) were dissolved on February 1, 2012. Following the dissolution, the City of Santa Clara was designated as the Housing Successor to the former RDA, responsible for paying off the former RDA’s existing debts, disposing of the former RDA’s properties and assets to help pay off debts, returning revenues to the local government entities that receive property taxes and winding down the affairs of the former Redevelopment Agency. The City has also elected to retain the former RDA’s housing functions, including retaining all of the housing assets, rights, power, duties, obligations and functions previously performed by the RDA in administering its Low and Moderate Income Housing Fund.

Library Donations Trust Fund (072)
This fund accounts for donations that are received and accepted by the City of Santa Clara’s Library Department. These donations are for designated uses. Donations are appropriated as they are received by the Library Department and approved by the City Council.

Library Operating Grant Trust Fund (112)
This fund accounts for revenues received from other governmental agencies that are designated for specific uses in the Library Department. Grants are appropriated as they are received by the Library Department and approved by the City Council.

Other City Departments Operating Grant Trust Fund (101) The Other City Departments Operating Grant Trust Fund accounts for any financial award given by the federal, State, or other local government to the City for Citywide eligible operating programs. Grants that are designated for departmentspecific functions are deposited into the respective departments’ operating grant trust fund. Grants are appropriated as they are received by departments and approved by the City Council. 163
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Parks and Recreation Operating Grant Trust Fund (111)
The Senior Nutrition Program provides a congregate meal setting where seniors can improve their health through balanced meals and socialization and is funded through a grant from the Santa Clara County Social Services Agency’s Senior Nutrition Program and the General Fund. Seniors are encouraged to access the many services available at the Senior Center while on site and are given the opportunity to engage in Health & Wellness programs at the Senior Center.

Grants are appropriated as they are received by the Parks and Recreation Department and approved by the City Council.

Perpetual Care Fund (076)
This fund accounts for current fees collected from cemetery patrons for maintenance in perpetuity of the Mission City Memorial Park when the facility reaches full capacity. Interest earned from the cash maintained is contributed for the current maintenance of the cemetery.

Police Operating Grant Trust Fund (177)
This fund tracks revenues from other governmental agencies received by the Police Department for law enforcement activities. The grants are predominantly provided by the State with a smaller portion received from the federal government. Grants are appropriated as they are received by the Police Department and approved by the City Council.

Prefunded Plan Review Fund (157)
Before any major real estate development project moves forward to construction, extensive studies are conducted (environmental, economic, and traffic) to ensure that that the project’s impact on the community is well understood. The cost of these studies is generally paid for by developers with the funding provided to cities to ensure proper oversight of this process. This fund, established in FY 2020/21, accounts for this activity.

Public Donations Fund (067)
The Public Donations Fund accounts for various donations the City receives from the public that are designated for specific uses. Per the City’s Donation Policy, the City Manager is authorized to make funding available to departments for donations valued under $100,000. Donations of $100,000 or greater are appropriated as they are received by departments and approved by the City Council.

Public, Educational, and Governmental Fee Fund (221)
This fund accounts for the Public, Educational, and Governmental (PEG) fees the City receives from telecommunication companies in accordance with the Cable Communications Act of 1984 and the Digital Infrastructure and Video Competition Act of 2006. PEG channels broadcast public meetings, news conferences and educational programming about City departments and programs as well as government-sponsored community events. PEG fees can be used for capital-related expenses including video production and streaming equipment as well as television monitoring technology and technical support. These funds can also be used for the renovation and construction of facilities such as Council chambers, public meeting rooms and recording spaces. 164
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Road Maintenance and Rehabilitation (SB1) Fund (122)
The Road Repair and Accountability Act of 2017 (Senate Bill 1) is a significant investment in California’s transportation system which was signed into law on April 28, 2017. The funding from this investment must be used to fix roads, freeways, and bridges in communities across California, putting more dollars towards transit and safety. The majority of this revenue is from the Road Maintenance and Rehabilitation Account (RMRA), where cities have to prioritize repairing their existing infrastructure before addressing other transportation needs.

Traffic Mitigation Fund (123)
The Traffic Mitigation Fee is levied to fund improvements or programs to mitigate the City’s traffic problems that result from development projects.

This is the second fiscal year of the biennial operating budget. The following section details the City of Santa Clara’s Special Revenue Funds’ Statements of Sources and Uses and their Amended Budget for Fiscal Year 2024/25. 165
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SPECIAL REVENUE FUNDS | BRIDGE MAINTENANCE DISTRICT
#2 FUND (463)
2022/23
Actual
2023/24
Amended
2023/24
Estimate
2024/25
Adopted
2024/25
Amended
Beginning Fund Balance
Unrestricted 148,017 177,133 177,133 148,017 177,133
Total Beginning Fund Balance 148,017 177,133 177,133 148,017 177,133 Revenue
Taxes - Ad Valorem 108,653 80,000 80,000 80,000 90,000
Other Agencies Revenue 463 0 0 0 0
Total Revenue 109,116 80,000 80,000 80,000 90,000
Total Source of Funds 257,133 257,133 257,133 228,017 267,133 Transfers To
Streets and Highways Capital Fund 80,000 80,000 80,000 80,000 0 Total Transfers To 80,000 80,000 80,000 80,000 0
Ending Fund Balance
Unrestricted 177,133 177,133 177,133 148,017 267,133
Total Ending Fund Balance 177,133 177,133 177,133 148,017 267,133 Total Use of Funds 257,133 257,133 257,133 228,017 267,133 166
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 A T E ME N T S O F S O U R CE S AN D US E S

O F F UN D S
SPECIAL REVENUE FUNDS | BUILDING DEVELOPMENT
SERVICES FUND (155)
2022/23
Actual
2023/24
Amended
2023/24
Estimate
2024/25
Adopted
2024/25
Amended
Beginning Fund Balance
Encumbrance Carryover 1,608,625 1,328,638 1,328,638 1,608,625 1,328,638 Unrestricted 27,357,189 33,143,770 33,143,770 26,943,981 32,170,843 Total Beginning Fund Balance 28,965,814 34,472,408 34,472,408 28,552,606 33,499,481 Revenue
License Permit 11,795,557 8,790,000 8,000,000 9,098,000 9,098,000 Other Fees for Services 6,926,293 6,321,000 6,321,000 6,542,000 6,542,000 Other Revenue 1,415 200,000 10,000 200,000 200,000
Interest 864,346 300,000 500,000 324,000 324,000
Total Revenue 19,587,611 15,611,000 14,831,000 16,164,000 16,164,000 Total Source of Funds 48,553,425 50,083,408 49,303,408 44,716,606 49,663,481 Expenditures
Salaries 6,097,366 6,500,511 6,300,000 7,257,209 7,374,384 Retirement and Benefits 3,285,044 3,619,616 3,550,000 4,095,866 4,253,288 Materials/Services/Supplies 2,492,662 4,078,886 4,078,886 1,590,060 1,635,060 Services From Other Funds - Cost
Allocation Plan
1,139,990 1,031,044 1,031,044 1,051,665 1,050,396
Interfund Services 878,182 659,535 659,535 657,596 731,020 Total Expenditures 13,893,244 15,889,592 15,619,465 14,652,396 15,044,148 Transfers To
Building Special Programs and Training Fund 7,000 7,000 7,000 7,000 7,000 General Fund 179,036 175,725 175,725 185,793 190,927
General Government Capital Fund 1,737 1,737 1,737 1,737 43,111 Total Transfers To 187,773 184,462 184,462 194,530 241,038 Ending Fund Balance
Encumbrance Carryover 1,328,638 1,328,638 1,328,638 1,608,625 1,328,638 Unrestricted 33,143,770 32,680,716 32,170,843 28,261,055 33,049,657 Total Ending Fund Balance 34,472,408 34,009,354 33,499,481 29,869,680 34,378,295 Total Use of Funds 48,553,425 50,083,408 49,303,408 44,716,606 49,663,481 167
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 A T E ME N T S O F S O U R CE S AN D US E S

O F F UN D S
SPECIAL REVENUE FUNDS | BUILDING SPECIAL PROGRAMS
AND TRAINING FUND (220) 2022/23
Actual
2023/24
Amended
2023/24
Estimate
2024/25
Adopted
2024/25
Amended
Beginning Fund Balance
CASp Reserve - Restricted 56,842 48,662 48,662 56,842 48,662 Seismic Admin Reserve - Restricted 109,581 127,011 127,011 109,581 127,011 Building Standard Reserve - Restricted 53,751 59,374 59,374 55,381 63,379 Total Beginning Fund Balance 220,174 235,047 235,047 221,804 239,052 Revenue
License Permit 69,638 37,995 42,000 37,995 37,995
Total Revenue 69,638 37,995 42,000 37,995 37,995
Transfers From
Building Development Services Fund 7,000 7,000 7,000 7,000 7,000 Total Transfers From 7,000 7,000 7,000 7,000 7,000
Total Source of Funds 296,812 280,042 284,047 266,799 284,047 Expenditures
Salaries 39,717 22,020 22,020 22,020 22,020
Materials/Services/Supplies 20,749 21,210 21,210 21,210 21,210 Total Expenditures 60,466 43,230 43,230 43,230 43,230
Transfers To
General Fund 1,299 1,765 1,765 1,765 1,765
Total Transfers To 1,299 1,765 1,765 1,765 1,765
Ending Fund Balance
CASp Reserve - Restricted 48,662 48,662 48,662 56,842 48,662 Seismic Admin Reserve - Restricted 127,011 127,011 127,011 109,581 127,011 Building Standard Reserve - Restricted 59,374 59,374 63,379 55,381 63,379 Total Ending Fund Balance 235,047 235,047 239,052 221,804 239,052 Total Use of Funds 296,812 280,042 284,047 266,799 284,047 168
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 A T E ME N T S O F S O U R CE S AN D US E S

O F F UN D S
SPECIAL REVENUE FUNDS | CITY AFFORDABLE HOUSING
FUND (165)
2022/23
Actual
2023/24
Amended
2023/24
Estimate
2024/25
Adopted
2024/25
Amended
Beginning Fund Balance
Encumbrance Carryover 1,108,582 751,577 751,577 1,108,582 751,577 Unrestricted 7,716,439 8,143,079 8,143,079 10,095,739 4,215,984 Total Beginning Fund Balance 8,825,021 8,894,656 8,894,656 11,204,321 4,967,561 Revenue
Other Fees for Services 72,308 57,462 57,462 58,919 58,919 Other Agencies Revenue 15,362 0 0 0 0
Interest 164,786 174,583 275,000 174,583 174,583
Other Revenue 6,677,311 934,675 300,000 934,675 934,675 Total Revenue 6,929,767 1,166,720 632,462 1,168,177 1,168,177 Transfers From
City Affordable Housing Capital Fund 0 6,544,484 6,544,484 0 0 Housing Authority Fund 0 3,524,369 3,524,369 0 0
Total Transfers From 0 10,068,853 10,068,853 0 0
Total Source of Funds 15,754,788 20,130,229 19,595,971 12,372,498 6,135,738 Expenditures
Salaries 285,449 354,289 354,289 372,598 370,036
Retirement and Benefits 134,932 155,955 155,955 164,098 164,526 Materials/Services/Supplies 365,178 704,618 704,618 713,253 817,753 Services From Other Funds - Cost
Allocation Plan
24,548 43,005 43,005 43,865 43,865
Interfund Services 0 1,690 1,690 1,672 1,967
Capital Outlay 6,050,025 13,368,853 13,368,853 300,000 195,500 Total Expenditures 6,860,132 14,628,410 14,628,410 1,595,486 1,593,647 Ending Fund Balance
Encumbrance Carryover 751,577 751,577 751,577 1,108,582 751,577 Unrestricted 8,143,079 4,750,242 4,215,984 9,668,430 3,790,514 Total Ending Fund Balance 8,894,656 5,501,819 4,967,561 10,777,012 4,542,091 Total Use of Funds 15,754,788 20,130,229 19,595,971 12,372,498 6,135,738 169
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 A T E ME N T S O F S O U R CE S AN D US E S

O F F UN D S
SPECIAL REVENUE FUNDS | COMMUNITY FACILITIES
DISTRICT NO. 2019-1 (LAWRENCE STATION) FUND (027)
2022/23
Actual
2023/24
Amended
2023/24
Estimate
2024/25
Adopted
2024/25
Amended
Beginning Fund Balance
Encumbrance Carryover 180,782 213,175 213,175 180,782 213,175 Capital Reserve 128,217 200,081 200,081 277,382 275,672 Unrestricted 307,322 557,637 557,637 168,307 739,349
Total Beginning Fund Balance 616,321 970,893 970,893 626,471 1,228,196 Revenue
Special Tax Revenues 359,319 377,955 377,955 450,298 391,557 Total Revenue 359,319 377,955 377,955 450,298 391,557
Total Source of Funds 975,640 1,348,848 1,348,848 1,076,769 1,619,753 Expenditures
Administration 4,747 3,960 4,320 4,079 5,750
Facilities 0 120,942 40,314 124,570 124,570
Landscaped Parkways 0 30,248 30,248 31,155 31,155
Parking Enforcement 0 94,760 0 97,603 97,603
Parking Space Maintenance 0 3,610 3,610 3,718 3,718
Parks 0 116,390 38,797 119,882 119,882
Roadways 0 3,363 3,363 3,464 3,464
Total Expenditures 4,747 373,273 120,652 384,471 386,142 Ending Fund Balance
Encumbrance Carryover 213,175 213,175 213,175 180,782 213,175 Capital Reserve 200,081 275,672 275,672 367,442 353,983 Unrestricted 557,637 486,728 739,349 144,074 666,453
Total Ending Fund Balance 970,893 975,575 1,228,196 692,298 1,233,611 Total Use of Funds 975,640 1,348,848 1,348,848 1,076,769 1,619,753 170
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 A T E ME N T S O F S O U R CE S AN D US E S

O F F UN D S
SPECIAL REVENUE FUNDS | CONVENTION CENTER
MAINTENANCE DISTRICT FUND (026)
2022/23
Actual
2023/24
Amended
2023/24
Estimate
2024/25
Adopted
2024/25
Amended
Beginning Fund Balance
Encumbrance Carryover 0 95,101 95,101 0 95,101
Unrestricted 399,028 (131,545) (131,545) 0 116,459
Total Beginning Fund Balance 399,028 (36,444) (36,444) 0 211,560 Revenue
Other Fees for Services 642,415 1,361,740 1,361,740 968,736 1,022,279 Interest 11,374 0 0 0 0
Total Revenue 653,789 1,361,740 1,361,740 968,736 1,022,279 Transfers From
General Fund 842,700 805,383 805,383 805,383 840,546
Total Transfers From 842,700 805,383 805,383 805,383 840,546 Total Source of Funds 1,895,517 2,130,679 2,130,679 1,774,119 2,074,385 Expenditures
Salaries 19,134 19,412 19,412 20,019 20,019
Retirement and Benefits 10,541 9,887 9,887 10,158 10,451 Materials/Services/Supplies 1,459,228 1,690,227 1,690,227 1,538,584 1,639,067 Services From Other Funds - Cost
Allocation Plan
56,745 140,429 140,429 143,238 193,086
Interfund Services 121,061 59,164 59,164 62,120 202
Total Expenditures 1,666,709 1,919,119 1,919,119 1,774,119 1,862,825 Transfers To
General Fund 193,552 0 0 0 0
Public Buildings Capital Fund 71,700 0 0 0 0
Total Transfers To 265,252 0 0 0 0
171
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 A T E ME N T S O F S O U R CE S AN D US E S

O F F UN D S
SPECIAL REVENUE FUNDS | CONVENTION CENTER
MAINTENANCE DISTRICT FUND (026)
2022/23
Actual
2023/24
Amended
2023/24
Estimate
2024/25
Adopted
2024/25
Amended
Ending Fund Balance
Encumbrance Carryover 95,101 95,101 95,101 0 95,101
Unrestricted (131,545) 116,459 116,459 0 116,459
Total Ending Fund Balance (36,444) 211,560 211,560 0 211,560 Total Use of Funds 1,895,517 2,130,679 2,130,679 1,774,119 2,074,385 172
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 A T E ME N T S O F S O U R CE S AN D US E S