Hybrid Meeting
City Hall Council Chambers/Virtual
1500 Warburton Avenue
Santa Clara, CA 95050
Tuesday, May 13, 2025 5:30 PM
Council/Boardmember Gonzalez will participate remotely from the following location:
Paradise Village, Av. Paseo de los Cocoteros #1, Nuevo Vallarata, Nayarit, Mexico 63735 The City of Santa Clara is conducting City Council meetings in a hybrid manner (in-person and continues to have methods for the public to participate remotely).
City of Santa Clara Page 1 of 22 Printed on 5/9/2025
City of Santa Clara
Joint Meeting Agenda of the
City Council and Authorities Concurrent &
Santa Clara Stadium Authority Board
• Via Zoom:
o https://santaclaraca.zoom.us/j/99706759306
Meeting ID: 997-0675-9306
o Phone 1(669) 900-6833
How to Submit Written Public Comment Before City Council Meeting:
1. Use the eComment tab located on the City Council Agenda page https://santaclara.legistar.com/Calendar.aspx). eComments are directly sent to the iLegislate application used by City Council and staff, and become part of the public record. eComment closes 15 minutes before the start of a meeting.
2. By email to [email protected] by 12 p.m. the day of the meeting. Those emails will be forwarded to the Council and will be uploaded to the City Council Agenda as supplemental meeting material. Emails received after the 12 p.m. cutoff time up through the end of the meeting will form part of the meeting record. Please identify the Agenda Item Number in the subject line of your email.
NOTE: Please note eComments and Emails received as public comment will not be read aloud during the meeting.
Agendas, Staff Reports and some associated documents for City Council items may be viewed on the Internet at https://santaclara.legistar.com/Calendar.aspx All public records relating to an open session item on this agenda, which are not exempt from disclosure pursuant to the California Public Records Act, that are distributed to a majority of the legislative body will be available for public inspection at the Office of the City Clerk at Santa Clara City Hall, 1500 Warburton Avenue, Santa Clara, CA 95050 at the same time that the public records are distributed or made available to the legislative body. Any draft contracts, ordinances and resolutions posted on the Internet site or distributed in advance of the Council meeting may not be the final documents approved by the City Council. For the final document, you may contact the Office of the City Clerk at (408) 615-2220 or [email protected].
Meeting Agenda May 13, 2025
Study Session - 5:30 PM | Regular Meeting - 7:00 PM
5:30 PM STUDY SESSION
Call to Order in the Council Chambers
Confirmation of Quorum
1. Study Session to Review Proposed FY 2025/26 and FY
2026/27 Biennial Operating Budget and FY 2025/26 Capital Improvement Program Budget Changes
25-270
Review and provide input on the Proposed FY
2025/26 and FY 2026/27 Biennial Operating Budget
and FY 2025/26 Capital Improvement Program
Amendments.
Recommendation:
7:00 PM JOINT CITY COUNCIL/STADIUM AUTHORITY BOARD MEETING Call to Order in the Council Chambers
Pledge of Allegiance and Statement of Values
Roll Call
CONTINUANCES/EXCEPTIONS/RECONSIDERATIONS
SPECIAL ORDER OF BUSINESS
2.A Recognition of Outgoing Youth Commission Members for FY 2024/25
25-355
2.B Action on the Appointment of Youth Commission Members for the FY 2025/26 Term
25-356
1. Reappoint Allysa Domensino, Namita Gaidhani,
Srikha Gopisetti, Julia Arias Hernandez, Neha
Israni, Rebecca Kunze, Malia Martin, Samaira
Mehta, Brian Rong and Samarth Suresh as Youth
Commissioners;
2. Appoint Seoyun Chong, Mateo Espinal, Drew
Madriaga, Niharika Uppalapati, and Aneesha
Vemu as Youth Commissioners; and,
3. Appoint Ayaan Mathur and Ibrahim Rayees as
alternates to the Youth Commission
Recommendation:
City of Santa Clara Page 2 of 21 Printed on 5/9/2025
Joint Council and Authorities Concurrent &
Stadium Authority Board Meeting
Meeting Agenda May 13, 2025
2.C Proclamation of Asian American and Pacific Islander Heritage Month
25-449
2.D 25-215 Proclamation of National Public Works Week 2025
2.E Proclamation of May 11, 2025 to May 17, 2025, as National Police Week
25-543
2.F Recognition of the Recipients of the Third Annual Silicon Valley Power Sustainable Futures Scholarship Program in Partnership with Santa Clara University
25-554
CONSENT CALENDAR
[Items listed on the CONSENT CALENDAR are considered routine and will be adopted by one motion. There will be no separate discussion of the items on the CONSENT CALENDAR unless discussion is requested by a member of the Council, staff, or public. If so requested, that item will be removed from the CONSENT CALENDAR and considered under CONSENT ITEMS PULLED FOR DISCUSSION.]
3.A Action on the April 3, 2025 Special City Council Meeting Minutes, April 8, 2025 Joint City Council and Authorities Concurrent & Santa Clara Stadium Authority Board Meeting Minutes, April 22, 2025 Special City Council Meeting Minutes, and April 29, 2025 Joint City Council and Authorities Concurrent & Santa Clara Stadium Authority Board Meeting Minutes.
25-577
Approve the meeting minutes of the April 3, 2025
Special City Council Meeting, April 8, 2025 Joint City
Council and Authorities Concurrent & Santa Clara
Stadium Authority Board Meeting, April 22, 2025
Special City Council Meeting, and April 29, 2025 Joint
City Council and Authorities Concurrent & Santa Clara
Stadium Authority Board Meeting.
Recommendation:
3.B 25-09 Board, Commissions and Committee Minutes
Note and file the Minutes of the Governance and
Ethics Committee - March 3, 2025.
Recommendation:
City of Santa Clara Page 3 of 21 Printed on 5/9/2025
Joint Council and Authorities Concurrent &
Stadium Authority Board Meeting
Meeting Agenda May 13, 2025
3.C Action on City Bills and Claims Report for the period March 8, 2025 - April 11, 2025
25-375
Approve the list of Bills and Claims for March 8, 2025
- April 11, 2025.
Recommendation:
3.D Action on the Santa Clara Convention Center FY 2024/25 2nd Quarter Financial Status Report
25-244
Note and file the Santa Clara Convention Center
Financial Status Report for the 2nd Quarter ending
December 31, 2024, as submitted by Oak View
Group (OVG).
Recommendation:
3.E Action on a Resolution to Adopt a List of Projects Funded by Senate Bill 1, The Road Repair and Accountability Act, for Fiscal Year 2025-26
25-299
Adopt a Resolution with a List of Projects Funded by
Senate Bill 1, The Road Repair and Accountability
Act, for Fiscal Year 2025-26.
Recommendation:
3.F Action on Award of Contract for the Pruneridge Avenue Signal Timing Project to Tennyson Electric, LLC.
25-1162
1. Determine that the proposed actions are exempt
from CEQA pursuant to Section 15301 (Existing
Facilities) of Title 14 of California Code of
Regulations;
2. Award the Public Works Contract for the
Pruneridge Avenue Signal Timing Project to the
lowest responsive and responsible bidder,
Tennyson Electric, LLC, in the amount of $489,280
and authorize the City Manager to execute any and
all documents associated with and necessary for
the award, completion, and acceptance of this
Project, in final forms approved by the City
Attorney; and
3. Authorize the City Manager to execute change
orders up to approximately 15 percent of the
original contract price, or $73,392, for a total
not-to-exceed amount of $562,672.
Recommendation:
City of Santa Clara Page 4 of 21 Printed on 5/9/2025
Joint Council and Authorities Concurrent &
Stadium Authority Board Meeting
Meeting Agenda May 13, 2025
3.G Action on the Award of Contract for the Great America Parkway Streetlight Replacement Project, Contract No. 2875-9661, to Bear Electrical Solutions LLC and Related Budget Amendment 25-273
1. Determine the proposed actions are exempt from
CEQA pursuant to section 15302 section 15302
(Class2 - Replacement or Reconstruction) of Title
14 of the California Code of Regulations;
2. Award the Public Works Contract for the Great
America Parkway Streetlight Replacement Project,
Contract No. 2875-9661, to the lowest responsive and
responsible bidder, Bear Electrical Solutions LLC, in
the amount of $5,356,147.20, and authorize the City
Manager or designee to execute the contract and any
and all documents in furtherance of the award,
completion, and acceptance of the Project;
3. Authorize the City Manager to execute change
orders up to approximately 25 percent of the
original contract price, or $1,339,036.80, for a total
not-to-exceed amount of $6,695,184; and
4. Approve the following FY 2024/25 budget
amendments:
a) In the Electric Utility Fund, increase the
transfer to the Street Lighting Capital Fund
and decrease the Ending Fund Balance in
the amount of $5.0 million (five affirmative
Council votes required for the use of
unused balances); and
b) In the Street Lighting Capital Fund,
increase the transfer from the Electric Utility
Fund and increase the Great America
Street Light Replacement Project in the
amount of $5.0 million (five affirmative
Council votes required to appropriate
additional revenue).
Recommendation:
City of Santa Clara Page 5 of 21 Printed on 5/9/2025
Joint Council and Authorities Concurrent &
Stadium Authority Board Meeting
Meeting Agenda May 13, 2025
3.H Action on Award of Contract for the Miscellaneous Asphalt and Concrete Rehabilitation Project to Silicon Valley Paving, Inc. and Related Budget Amendments
25-1163
1. Determine the project to be exempt under CEQA
Guidelines Section 15301 (Class 1) Existing
Facilities;
2. Award the Public Works Contract for the
Miscellaneous Asphalt and Concrete
Rehabilitation Project to the lowest responsive and
responsible bidder, Silicon Valley Paving, Inc., in
the amount of $1,139,217 and authorize the City
Manager to execute any and all documents
associated with and necessary for the award,
completion, and acceptance of this Project, in final
forms approved by the City Attorney;
3. Authorize the City Manager to execute change
orders up to approximately 15 percent of the
original contract price, or $170,883, for a total
not-to-exceed amount of $1,310,100; and
4. Approve the following FY 2024/25 Budget
Amendments:
a) In the Water Utility Capital Fund, establish a
transfer to the Public Buildings Capital Fund
and reduce the Building and Grounds project in
the amount of $96,854 (majority affirmative
Council votes required);
b) In the Sewer Utility Fund, establish a transfer to
the Public Buildings Capital Fund and reduce
the Unrestricted Ending Fund Balance in the
amount of $612,624 (five affirmative Council
votes required for the use of unused
balances);
c) In the Library Department Capital Fund,
establish a transfer to the Public Buildings
Capital Fund and reduce the Central Park
Library - Concrete project by $63,269
(majority affirmative Council votes
required);
d) In the Convention Center Maintenance District
Fund, establish a transfer to the Public
Buildings Capital Fund and reduce the Public
Works Department budget by $308,201
(majority affirmative Council votes
Recommendation:
City of Santa Clara Page 6 of 21 Printed on 5/9/2025
Joint Council and Authorities Concurrent &
Stadium Authority Board Meeting
Meeting Agenda May 13, 2025
required); and
e) In the Public Buildings Capital Fund, recognize
transfers totaling $1,080,948 from the Water
Utility Capital Fund in the amount of $96,854,
Sewer Utility Fund in the amount of $612,624,
Library Department Capital Fund in the amount
of $63,269, and Convention Center
Maintenance District Fund in the amount
$308,201 and increase the Public Building
Parking Lot Improvements Project
appropriation by $1,080,948 (five affirmative
Council votes required to appropriate
additional revenue).
City of Santa Clara Page 7 of 21 Printed on 5/9/2025
Joint Council and Authorities Concurrent &
Stadium Authority Board Meeting
Meeting Agenda May 13, 2025
3.I Action on Award of Contract for the 2025 Annual Street Pavement Maintenance and Rehabilitation Project to Radius Earthwork Inc. and Approval of Related Budget Amendments 25-107
1. Determine that the proposed actions are exempt
from CEQA pursuant to Section 15301 (Existing
Facilities) of Title 14 of California Code of
Regulations
2. Award the Public Works Contract for the 2025
Annual Street Pavement Maintenance and
Rehabilitation Project to Radius Earthwork Inc., the
lowest responsive and responsible bidder, in the
amount of $8,667,777 and authorize the City
Manager to execute any and all documents
associated with, and necessary for the award,
completion, and acceptance of this Project, in final
forms approved by the City Attorney;
3. Authorize the City Manager to execute change
orders up to approximately 10 percent of the
original contract price, or $866,778, for a total
project budget not to exceed amount of
$9,534,555, in final forms approved by the City
Attorney; and
4. Approve the following FY 2024/25 budget
amendments:
a) In the Streets and Highways Capital Fund,
recognize grant revenue of $250,000 from
CalRecycle, recognize transfers of $228,619
from the Water Utility Fund and $198,409 from
the Sewer Utility Fund, and increase the Annual
Street Maintenance and Rehabilitation
Program project by $677,028 (five affirmative
Council votes required to appropriate
additional revenue);
b) In the Water Utility Fund, establish a transfer to
the Streets and Highways Capital Fund and
reduce the Buildings and Grounds
appropriation by $228,619 (majority
affirmative Council votes required); and
c) In the Sewer Utility Fund, establish a transfer to
the Streets and Highways Capital Fund and
reduce the unrestricted ending fund balance by
$198,409. (five affirmative Council votes
required for the use of unused balances)
Recommendation:
City of Santa Clara Page 8 of 21 Printed on 5/9/2025
Joint Council and Authorities Concurrent &
Stadium Authority Board Meeting
Meeting Agenda May 13, 2025
3.J Action on Authorizing the City Manager to Negotiate and Execute Agreements and/or Purchase Orders with Vendors for the Purchase of Aluminum Tubular Substation Bus Conductors to be Funded by the Electric Utility Capital Fund
25-506
1. Subject to compliance with Chapter 2.105 of the
City Code, review and approval as to form by the
City Attorney, and appropriation of funds, authorize
the City Manager or designee to negotiate and
execute agreements or purchase orders with
vendors for aluminum tubular substation bus
conductors for the Northern Receiving Station
(NRS) project for a maximum compensation of
$900,000, plus a 15% contingency ($135,000), for
a total maximum compensation not to exceed of
$1,035,000 (inclusive of applicable taxes but
exclusive of any applicable tariffs);
2. Authorize the City Manager or designee to
negotiate and pay any tariff increases imposed on
the bus conductors up to 150% of the total
maximum compensation; and
3. Authorize the City Manager or designee to (a) take
any actions as necessary to implement and
administer the agreements and/or purchase
orders, and (b) negotiate and execute
amendments for (i) design changes, (ii) any
unanticipated issues, (iii) tariff increases, (iii) term extensions, (iv) de minimis revisions, or (v) the
purchase of additional bus conductors, subject to
the above maximum aggregate compensation
limit, appropriation of funds, and the review and
approval as to form by the City Attorney.
Recommendation:
City of Santa Clara Page 9 of 21 Printed on 5/9/2025
Joint Council and Authorities Concurrent &
Stadium Authority Board Meeting
Meeting Agenda May 13, 2025
3.K Action on Authorizing the City Manager to Negotiate and Execute a Lease Agreement for the Commercial and Warehouse Property Located at 751 Nuttman Street, Santa Clara, for Materials Storage and Construction Support Purposes
25-79
1. Determine that the proposed action is exempt
from CEQA pursuant to Sections 15301 (Class 1 -
Existing Facilities) of Title 14 of the California
Code of Regulations;
2. Authorize the City Manager or designee to
Negotiate and Execute a Lease Agreement
(Lease Agreement) for the Commercial and
Warehouse Property located at 751 Nuttman
Street, Santa Clara, on the terms presented in this
report for an amount not to exceed $10 million over
a 124-month term beginning on or around June 1,
2025, subject to the appropriation of funds and the
review and approval as to form by City Attorney;
3. Authorize the City Manager or designee to amend
the Lease Agreement to make de minimis no cost
revisions, subject to the review and approval as to
form by the City Attorney; and
4. Authorize the City Manager or designee to take
any actions as necessary to implement and
administer the Lease Agreement, including (1)
execution of estoppel certificates and an
environmental questionnaire and disclosure
statement; (2) provide written notices as may be
required; and (3) terminate the Lease Agreement
upon material breach.
Recommendation:
City of Santa Clara Page 10 of 21 Printed on 5/9/2025
Joint Council and Authorities Concurrent &
Stadium Authority Board Meeting
Meeting Agenda May 13, 2025
3.L Authorize the City Manager to Negotiate and Execute Amendments to the Master Agreements with Stantec Consulting Services, Inc. and Bellecci & Associates for Underground Electrical Distribution System Design Services
25-78
1. Authorize the City Manager to negotiate and
execute amendments to the Master Agreement for
Design Professional Services with Stantec
Consulting Services, Inc. and Bellecci &
Associates, Inc. (Master Agreements) for
underground electrical distribution system design
services, to extend the term through April 30,
2030, and increase aggregate maximum
compensation from $3 million to $6 million funded
by the Electric Utility Capital Fund and allocated as
SVP may require subject to the appropriation of
funds and review and approval as to form by the
City Attorney; and
2. Authorize the City Manager to take any actions as
necessary to implement and administer the Master
Agreements and to negotiate and execute
amendments to those agreements to (a) add or
delete services with their scope of services; (b)
adjust future rates based on market conditions;
and (c) make de minimis changes, subject to
budget appropriations and review and approval as
to form by the City Attorney.
Recommendation:
3.M Action on the First Amendment to the Cooperative Agreement between the City of Santa Clara and the Valley Transportation Authority (VTA) for the Preparation of the Santa Clara Station Area Plan
25-410
Approve the First Amendment to Cooperative
Agreement between the Valley Transportation
Authority (VTA) and the City of Santa Clara for the
preparation of the Santa Clara Station Area Plan on
the terms presented in a final form approved by the
City Attorney.
Recommendation:
City of Santa Clara Page 11 of 21 Printed on 5/9/2025
Joint Council and Authorities Concurrent &
Stadium Authority Board Meeting
Meeting Agenda May 13, 2025
3.N Action to Authorize City Manager to Execute Amendment No. 1 to the Teri Black & Co., LLC. Agreement to Increase the Maximum Compensation and Delegate Authority to Approve
Future Similar Amendments to all Existing Master Recruiting Agreements for Services through 2028
25-442
1. Authorize the City Manager or designee to execute
Amendment No. 1 to the agreement with Teri
Black & Co., LLC. for recruitment services to
increase the maximum compensation from
$250,000 to $500,000, subject to the
appropriation of funds and review and approval as
to form by the City Attorney;
2. Authorize the City Manager or designee to execute
future amendment(s) to the recruitment services
master agreements with All Star Talent Consulting,
Berkeley Search Consultants, CPS HR Consulting,
J. Powers Recruiting, Inc., and Peckham and
McKenney to increase the maximum
compensation, not to exceed $500,000 per
agreement, through the term ending in 2028,
subject to the existing pricing models, the
appropriation of funds, and review and approval as
to form by the City Attorney.
Recommendation:
City of Santa Clara Page 12 of 21 Printed on 5/9/2025
Joint Council and Authorities Concurrent &
Stadium Authority Board Meeting
Meeting Agenda May 13, 2025
3.O Action to reallocate Community Development Block Grant funds and to amend the Contribution Agreement with Riverwood
Grove Associates to Increase the Not to Exceed Community Development Block Grant (CDBG) Funding Amount From
$350,000 to $950,000.
25-451
1. Determine the project to be exempt from the
California Environmental Quality Act (CEQA)
pursuant to the Categorical Exemption set forth in
Section 15301 (e)(1) (improvements to Existing
Facilities) in that the project is limited to repairs
and upgrades to systems serving existing
residential units;
2. Approve and authorize reallocation of six hundred
thousand dollars ($600,000) of CDBG Funds from
the Sobrato Family Living Center project to the
Riverwood Grove apartments project;
3. Approve and authorize the City Manager to
execute Amendment No. 1 to the Contribution
Agreement with Riverwood Grove Associates to
increase the not to exceed CDBG Funding
Amount From $350,000 to $950,000 and repeal
and replace Exhibits A, B, H, I and J, on the terms
presented, in final forms approved by the City
Attorney;
4. Authorize the City Manager to execute other
necessary documents to effectuate this
amendment, including the reconveyance of the
original deed of trust for $350,000 after execution
of the new promissory note and deed of trust for
$950,000; and
5. Delegate authority to the City Manager to amend
the Contribution Agreement with Riverwood Grove
Associates to increase the not to exceed contract
amount by up to $250,000 if City staff approved
project cost increases arise, and if CDBG capital
funds are available in final forms approved by the
City Attorney.
Recommendation:
City of Santa Clara Page 13 of 21 Printed on 5/9/2025
Joint Council and Authorities Concurrent &
Stadium Authority Board Meeting
Meeting Agenda May 13, 2025
3.P Action to Authorize the Use of City Electric Forces for Public Works at 1111 Washington Street and 2089 Bray Avenue
25-456
1. Determine that the proposed action is exempt
from CEQA pursuant to Section 15303 (Class 3 -
New Construction or Conversion of Small
Structures) of Title 14 of the California Code of
Regulations; and
2. Declare and determine in accordance with Section
1310 of the City Charter that the public works
located at 1111 Washington Street and 2089 Bray
Avenue are better performed by the City with its
own employees based on the information set forth
in this Report to Council and authorize the
performance of the public works consistent with
this authorization.
Recommendation:
3.Q Action on Adopting a Resolution to Delegate Authority to the City Manager to Execute Amendments to the United States Department of Energy Western Area Power Administration
Sierra Nevada Region Contract for Electric Service Base Resource Contract 20-SNR-02364 for Calendar Years 2025
through 2054
25-465
Adopt a Resolution authorizing the City Manager or
designee to (a) negotiate and execute Amendment #1
to United States Department of Energy Western Area
Power Administration Sierra Nevada Region Contract
for Electric Service Base Resource Contract
20-SNR-02364 for Calendar Years 2025 through
2054 (Agreement) and to (b) take any necessary
actions to implement and administer the Agreement
and (c) negotiate and execute future amendments to
the Agreement so long as such amendments will result
in cost savings to the City of Santa Clara, or at a
minimum be cost neutral, subject to the appropriation
of funds, and the review and approval as to form by
the City Attorney.
Recommendation:
City of Santa Clara Page 14 of 21 Printed on 5/9/2025
Joint Council and Authorities Concurrent &
Stadium Authority Board Meeting
Meeting Agenda May 13, 2025
3.R Action on the Updated Park Master Plan with Preferred Playground Schematic Design for the Warburton Park
Playground Rehabilitation Project, and Introduction of an Ordinance to Ensure Compliance with Measure R
25-195
1. Determine that the proposed actions are exempt
from CEQA pursuant to Section 15301 (Existing
Facilities); Section 15303 (New Construction or
Conversion of Small Structures); Section 15304
(Minor Alterations to Land); and Section 15304
(Replacement of Existing Landscaping with Water
Efficient Landscaping) of Title 14 of California
Code of Regulations.
2. Recommend that Council approve the Warburton
Park Master Plan Update with preferred
playground schematic design.
3. Waive first reading and introduce an ordinance, in
compliance with Measure R, authorizing the
substantial building, construction, reconstruction
and/or development of Warburton Park in
accordance with the Warburton Park Master Plan
Update.
Recommendation:
City of Santa Clara Page 15 of 21 Printed on 5/9/2025
Joint Council and Authorities Concurrent &
Stadium Authority Board Meeting
Meeting Agenda May 13, 2025
3.S Action to Approve Various Modifications to Existing Unclassified and Classified Classification Specifications, Authorize the City Manager to Execute the Side Letter Agreement between the City of Santa Clara and the Public Safety Non-Sworn
Employees Association (Unit 10), Authorize the City Manager to Execute the Side Letter Agreement between the City of Santa Clara and the Santa Clara Firefighters, International Association of Firefighters (IAFF), Local 1171 (Unit 1), and Adopt a Resolution to Update the Classified Salary Plan
25-547
1. Approve various modifications to the classification
plan, as follows, as detailed in the corresponding
Class Specification attachments:
a) Approve the Modifications to the Principal
Power Analyst (Job Code 145) Class
Specification,
b) Approve the Modifications to the Accounting
Technician I/II (Job Code 216/217) Class
Specifications,
c) Approve the Modifications to the Senior Public
Safety Dispatcher (Job Code 725) Class
Specification;
2. Authorize the City Manager to execute the Side
Letter Agreement between the City of Santa Clara
and the Public Safety Non-Sworn Employees
Association (Unit 10) that modifies the Senior
Public Safety Dispatcher (Job Code 725) Class
Specification;
3. Authorize the City Manager to execute the Side
Letter Agreement between the City of Santa Clara
and the Santa Clara Firefighters, International
Association of Firefighters (IAFF), Local 1171
(Unit 1) that modifies the Classified Salary Plan to
add the Firefighter I Training Div (Job Code 487T)
Class Specification; and
4. Adopt a Resolution to Update the Classified
Salary Plan.
Recommendation:
City of Santa Clara Page 16 of 21 Printed on 5/9/2025
Joint Council and Authorities Concurrent &
Stadium Authority Board Meeting
Meeting Agenda May 13, 2025
3.T Action on a Resolution Acknowledging Receipt by City Council of a State-Mandated Compliance Report on Required Annual Fire Inspections of Certain Occupancies
25-335
Adopt a Resolution acknowledging receipt of a report
made by the Fire Chief of the Santa Clara Fire
Department regarding the inspection of certain
occupancies requiring annual inspections pursuant to
Sections 13146.2 and 13146.3 of the California
Health and Safety Code (Attachment 3).
Recommendation:
SANTA CLARA STADIUM AUTHORITY BOARD CONSENT CALENDAR
4. Action on Stadium Authority Bills and Claims for the Month of March 2025
25-447
Approve the list of Stadium Authority Bills and Claims
for March 2025.
Recommendation:
PUBLIC PRESENTATIONS
[This item is reserved for persons to address the Council or authorities on any matter not on the agenda that is within the subject matter jurisdiction of the City or Authorities. The law does not permit action on, or extended discussion of, any item not on the agenda except under special circumstances. The governing body, or staff, may briefly respond to statements made or questions posed, and appropriate body may request staff to report back at a subsequent meeting. Although not required, please submit to the City Clerk your name and subject matter on the speaker card available in the Council Chambers.]
CONSENT ITEMS PULLED FOR DISCUSSION
PUBLIC HEARING/GENERAL BUSINESS (COUNCIL/STADIUM)
5. Public Hearing: Continuance Until June 24, 2025, of Action on a Tentative Parcel Map (PLN23-00379) at 1700 Richard Avenue and 1600 &1650 Memorex Drive to Create a Two-Lot
Subdivision.
25-524
Staff recommends that the City Council reconvene the
public hearing on this item and then immediately
continue the proposed project to the June 24, 2025,
City Council meeting.
Recommendation:
City of Santa Clara Page 17 of 21 Printed on 5/9/2025
Joint Council and Authorities Concurrent &
Stadium Authority Board Meeting
Meeting Agenda May 13, 2025
6. Action on Stadium Manager’s Request to Execute an Event Services Agreement with Fanatics Retail Group Concessions, LLC for Merchandise Concession Services for Non-NFL Events 25-926
Staff presents three options for Board consideration
and approval:
1. Option 1: Approve the Stadium Manager’s request
to execute an Event Services Agreement with
Fanatics Retail Group Concessions, LLC under
the terms presented; or
2. Option 2: Direct the Stadium Manager to issue a
Request for Proposal (RFP) for a vendor to
operate full-service merchandise concessions for
Non-NFL Events at Levi’s® Stadium, and in the
interim, authorize the Stadium Manager’s to
execute a one-year Event Services Agreement
with Fanatics Retail Group Concessions, LLC
under the terms presented, to allow for the
initiation and completion of an RFP process; or
3. Option 3: Direct the Stadium Manager to issue a
Request for Proposal (RFP) for a vendor to
operate full-service merchandise concessions for
Non-NFL Events at Levi’s® Stadium, and in the
interim, continue with the current Non-NFL Event
protocol in which Fanatics passes through all
service-related expenses, including the
concessionaire fee, to the event promoter.
Recommendation:
City of Santa Clara Page 18 of 21 Printed on 5/9/2025
Joint Council and Authorities Concurrent &
Stadium Authority Board Meeting
Meeting Agenda May 13, 2025
7. Public Hearing: Opportunity for Public Comment and Action on the Final Version of the 2025-2030 Consolidated Plan & FY 25/26 Annual Action Plan for the Use of Federal Housing and Urban Development (HUD) Grant Funds
25-415
1. Note and File Public Comment on the 2025-2030
Final Consolidated Plan and FY 25/26 Annual
Action Plan for U.S. Department of Housing and
Urban Development Funds.
2. Approve the 2025-2030 Final Consolidated Plan
and FY 25/26 Annual Action Plan, in the forms
presented, and direct staff to summarize and
include all public comments to be submitted to
HUD within sixty (60) days after receiving
allocation notice.
3. Delegate authority to the City Manager or
designee to execute all agreements and
amendments that exceed the City’s $250,000
threshold for federal and local funding that is
allocated through the City Council’s adoption of the
FY 25/26 Annual Action Plan in final forms
approved by the City Attorney.
Recommendation:
City of Santa Clara Page 19 of 21 Printed on 5/9/2025
Joint Council and Authorities Concurrent &
Stadium Authority Board Meeting
Meeting Agenda May 13, 2025
8. Note and File the Resolutions of the Salary Setting Commission Increasing the Salary for the positions of Mayor and City Council Member, and City Clerk by Approximately 10% for the period of July 1, 2025 to June 30, 2027, and Setting the Benefits for the Position of Police Chief to Align with the Unit 9A Memorandum of Agreement, and Increasing the Salary for the position of Police Chief by 2.5% to $353,686.56 annually; and Action to Adopt a Resolution Approving and Adopting the Updated
Unclassified/Elected Salary Plan for the positions of Mayor and City Council Member, City Clerk, and Police Chief for the Period of July 1, 2025 through June 30, 2027
25-373
1. Note and file the Resolutions of the Salary Setting
Commission establishing the salary for the
positions of Mayor and Councilmember, City
Clerk, and Police Chief; and
2. Adopt a Resolution to approve the revised
Unclassified/Elected Salary Plan for the positions
of Mayor and City Council Member, City Clerk, and
Police Chief, which reflects the salary increase
granted by the Salary Setting Commission, to
satisfy the requirements of California Code of
Regulations Section 570.5, effective July 1, 2025.
Recommendation:
REPORTS OF MEMBERS, SPECIAL COMMITTEES AND COUNCILMEMBER O30 REQUESTS
CITY MANAGER/EXECUTIVE DIRECTOR REPORT
ADJOURNMENT
The next scheduled special meeting is on Tuesday, May 20, 2025 in the City Hall Council Chambers.
City of Santa Clara Page 20 of 21 Printed on 5/9/2025
Joint Council and Authorities Concurrent &
Stadium Authority Board Meeting
Meeting Agenda May 13, 2025
MEETING DISCLOSURES
The time limit within which to commence any lawsuit or legal challenge to any quasi-adjudicative decision made by the City is governed by Section 1094.6 of the Code of Civil Procedure, unless a shorter limitation period is specified by any other provision. Under Section 1094.6, any lawsuit or legal challenge to any quasi-adjudicative decision made by the City must be filed no later than the 90th day following the date on which such decision becomes final. Any lawsuit or legal challenge, which is not filed within that 90-day period, will be barred. If a person wishes to challenge the nature of the above section in court, they may be limited to raising only those issues they or someone else raised at the meeting described in this notice, or in written correspondence delivered to the City of Santa Clara, at or prior to the meeting. In addition, judicial challenge may be limited or barred where the interested party has not sought and exhausted all available administrative remedies.
STREAMING SERVICES: As always, the public may view the meetings on SantaClaraCA.gov, Santa Clara City Television (Comcast cable channel 15 or AT&T U-verse channel 99), or the livestream on the City’s YouTube channel or Facebook page.
Note: The public cannot participate in the meeting through these livestreaming methods; livestreaming capabilities may be disrupted at times, viewers may always view and participate in meetings in-person and via Zoom as noted on the agenda.
AB23 ANNOUNCEMENT: Members of the Santa Clara Stadium Authority, Sports and Open Space Authority and Housing Authority are entitled to receive $30 for each attended meeting.
Note: The City Council and its associated Authorities meet as separate agencies but in a concurrent manner. Actions taken should be considered actions of only the identified policy body.
LEGEND: City Council (CC); Stadium Authority (SA); Sports and Open Space Authority (SOSA); Housing Authority (HA); Successor Agency to the City of Santa Clara Redevelopment Agency (SARDA); Bayshore North Project Enhancement Authority (BNPEA); Public Facilities Financing Corporation (PFFC) Public contact was made by posting the Council agenda on the City’s official-notice bulletin board outside City Hall Council Chambers. A complete agenda packet is available on the City’s website and in the City Clerk’s Office at least 72 hours prior to a Regular Meeting and 24 hours prior to a Special Meeting. A hard copy of any agenda report may be requested by contacting the City Clerk’s Office at (408) 615-2220, email [email protected] <mailto:[email protected]> or at the public information desk at any City of Santa Clara public library.
If a member of the public submits a speaker card for any agenda items, their name will appear in the Minutes. If no speaker card is submitted, the Minutes will reflect "Public Speaker." In accordance with the requirements of Title II of the Americans with Disabilities Act of 1990 ("ADA"), the City of Santa Clara will not discriminate against qualified individuals with disabilities on the basis of disability in its services, programs, or activities, and will ensure that all existing facilities will be made accessible to the maximum extent feasible. The City of Santa Clara will generally, upon request, provide appropriate aids and services leading to effective communication for qualified persons with disabilities including those with speech, hearing, or vision impairments so they can participate equally in the City’s programs, services, and activities. The City of Santa Clara will make all reasonable modifications to policies and programs to ensure that people with disabilities have an equal opportunity to enjoy all of its programs, services, and activities.
Agendas and other written materials distributed during a public meeting that are public record will be made available by the City in an appropriate alternative format. Contact the City Clerk’s Office at 1 408-615-2220 with your request for an alternative format copy of the agenda or other written materials.
Individuals who require an auxiliary aid or service for effective communication, or any other disability-related modification of policies or procedures, or other accommodation, in order to participate in a program, service, or activity of the City of Santa Clara, should contact the City’s ADA Coordinator at 408-615-3000 as soon as possible but no later than 48 hours before the scheduled event.
City of Santa Clara Page 21 of 21 Printed on 5/9/2025
Joint Council and Authorities Concurrent &
Stadium Authority Board Meeting
City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
25-270 Agenda Date: 5/13/2025
REPORT TO COUNCIL
SUBJECT
Study Session to Review Proposed FY 2025/26 and FY 2026/27 Biennial Operating Budget and FY 2025/26 Capital Improvement Program Budget Changes
COUNCIL PILLAR
Enhance Community Engagement and Transparency
BACKGROUND
City Charter Section 1302 Budget - Submission to City Council requires that at least 35 days prior to the beginning of each fiscal year, or at such prior date thereto determined by the City Council, the City Manager shall submit to the City Council the proposed budget. The Proposed Budget is attached to this memorandum and can be found online at:
<https://www.santaclaraca.gov/home/showpublisheddocument/86913/638817079281508561>.
As part of the 2025 City Council Priority Setting session, the City Council identified priority areas of focus as displayed below. These help provide a policy framework for budget decisions.
In addition, the Proposed Budget includes a set of Budget Principles that 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. In recent years, the Budget Principles have included an exception to the Council policy that would set the Budget Stabilization Reserve (BSR) at 25% of expenditures, allowing the BSR to be set at a minimum of 15% given the City’s fiscal challenges. For FY 2025/26, this exception has been removed along with other changes that reflect City of Santa Clara Page 1 of 6 Printed on 5/9/2025
powered by Legistar™
Excellent City
Services
Reliable
Infrastructure
Outstanding
Quality of Life
Thriving
Community
Business growth
and expansion
Process
improvements
Downtown
revitalization
Small business
retention
2026 Major Event Planning: 1) Super Bowl and FIFA Planning and 2) Showcase Santa Clara 25-270 Agenda Date: 5/13/2025
the current forecast. These principles are incorporated as part of the actions considered in the Proposed Budget. The FY 2025/26 Budget Principles can be found in the Budget and Fiscal Policies section of the budget document.
DISCUSSION
The annual budget serves as a financial plan and operational guide that reflects the policies, goals, and priorities of the City Council and community while also maintaining fiscal stability.
The City’s financial position has improved since the adoption of the last biennial operating budget.
When looking at projected revenue and expenses, the Ten-Year General Fund Forecast is positive by $9.3 million in FY 2025/26 and projects a deficit of $0.1 million in FY 2026/27. Small deficits and surpluses are projected for the remaining years of the forecast as summarized in the Ten-Year Financial Forecast section of the Proposed Budget document. This outlook depicts a stable General Fund budget; however, the forecast does not include the capacity to fully restore prior cuts, add capacity to support new service areas and growth in the City, and to fully fund capital infrastructure maintenance and replacement.
This improved financial picture provides for targeted investments that fund many of the City Council’s identified priorities as well as enhance the City’s operating reserves, restoring the BSR to the Council policy level of 25% of expenditures. The budget includes enhancements to key City services and funding for the implementation of Measure I - General Obligation (GO) Bond approved by the voters in November 2024. The Proposed Budget also includes one-time expenses, and associated reimbursement, to ensure the safety of our community during major events planned at the Stadium, including the Super Bowl LX and FIFA World Cup matches.
Proposed FY 2025/26 and FY 2026/27 Biennial Budget
The expenditure budgets total $1.5 billion in FY 2025/26 and $1.4 billion in FY 2026/27, which are down from the $1.6 billion in FY 2024/25. Changes in planned debt issuances, enterprise funding, and capital budget funding are major drivers of the variances from year to year. The budget for capital funds in FY 2025/26 is currently well below FY 2024/25 primarily because the carryover of capital funds from FY 2024/25 to FY 2025/26 has not yet been factored into the budget. These carryover adjustments will be brought forward as part of the FY 2025/26 budget adoption actions in June 2025.
The Proposed Budget funds 1,198.50 positions in FY 2025/26 and 1,196.50 positions in FY 2026/27.
The Enterprise Funds, consisting of SVP, Water and Sewer utilities, Solid Waste, the Convention Center, and the Cemetery, represent the largest share of the City’s budget. With the exception of the Cemetery Fund that relies on General Fund support, the budget for each enterprise is balanced within the resources available for that enterprise. These functions are primarily supported by user fees and charges.
The table below summarizes the Proposed Budget for FY 2025/26 and FY 2026/27 by fund group.
FY 2024/25 FY 2025/26 FY 2026/27
Adopted Budget Proposed Budget Proposed Budget
General Fund $310,698,189 $333,645,699 $342,802,597
Special Revenue Funds 41,458,963 42,154,763 38,806,836
Enterprise Funds 945,192,918 1,011,491,693 1,100,414,703 Internal Service Funds 45,724,215 51,116,529 48,281,729 Debt/Other 152,273,904 273,236,049 27,245,993
L(TfCtibtid
(416866269) (528008962) (302635147)
FY 2025/26 and FY 2026/27 Proposed Budget
Fund Type
City of Santa Clara Page 2 of 6 Printed on 5/9/2025
powered by Legistar™
25-270 Agenda Date: 5/13/2025
FY 2024/25 FY 2025/26 FY 2026/27
Adopted Budget Proposed Budget Proposed Budget
General Fund $310,698,189 $333,645,699 $342,802,597
Special Revenue Funds 41,458,963 42,154,763 38,806,836
Enterprise Funds 945,192,918 1,011,491,693 1,100,414,703 Internal Service Funds 45,724,215 51,116,529 48,281,729 Debt/Other 152,273,904 273,236,049 27,245,993
Less (Transfers, Contributions, and
Reserves)*
(416,866,269) (528,008,962) (302,635,147)
Subtotal Operating Budget $1,078,481,920 $1,183,635,771 $1,254,916,711 Capital Funds 568,932,159 367,743,203 150,763,062
Less (Transfers, Contributions, and
Reserves)*
(1,818,315) (1,454,000) (1,454,000)
Subtotal Capital Budget $567,113,844 $366,289,203 $149,309,062 Total Budget $1,645,595,764 $1,549,924,974 $1,404,225,773 FY 2025/26 and FY 2026/27 Proposed Budget
Fund Type
* Adjusts for transfers, contributions, and reserves to avoid double counting of the same funds (e.g., internal service funds are excluded)
The FY 2025/26 and FY 2026/27 Proposed Budget incorporates actions to address needs throughout the organization within the available resources of each fund. Staff has carefully analyzed all department budget proposals, considering the fiscal year projected resources, anticipated service impacts to Santa Clara residents and businesses, and City Council goals, principles and priorities.
The Proposed Budget also factors in recommended changes to FY 2025/26 capital projects.
With the projected General Fund surplus of $9.3 million in FY 2025/26 and small shortfall of -$0.1 million, the budget balancing strategy for the FY 2025/26 and FY 2026/27 Biennial Operating Budget includes targeted investments and contributions to the Budget Stabilization Reserve as shown in the table below.
FY 2025/26 FY 2026/27
Forecast Surplus/(Shortfall) $9.3 M ($0.1 M)
Funding Sources
Beginning Fund Balance (Stadium Performance Rent) $10.1 M Beginning Fund Balance (Additional Revenue) $3.6 M
Reserve for FY 2026/27 Budget Balancing $6.5 M
Overhead/Reimbursement/Use of Reserves $0.1 M $0.8 M
Total Funding Sources $23.1 M $7.2 M
Expenditure Changes/Changes to Reserves
City Council Priorities $1.0 M $0.1 M
City Department Proposals $2.8 M $2.8 M
General Obligation Bond Implementation $1.0 M $2.0 M
Total Expenditure Changes $4.8 M $4.9 M
Changes to Reserves
Reserve for FY 2026/27 Budget Balancing $6.5 M
Budget Stabilization Reserve $11.8 M $2.3 M
Total Changes to Reserves $18.3 M $2.3 M
Total Expenditure Changes/Changes to Reserves $23.1 M $7.2 M FY 2025/26 and FY 2026/27 General Fund Balancing
City of Santa Clara Page 3 of 6 Printed on 5/9/2025
powered by Legistar™
25-270 Agenda Date: 5/13/2025
FY 2025/26 FY 2026/27
Forecast Surplus/(Shortfall) $9.3 M ($0.1 M)
Funding Sources
Beginning Fund Balance (Stadium Performance Rent) $10.1 M Beginning Fund Balance (Additional Revenue) $3.6 M
Reserve for FY 2026/27 Budget Balancing $6.5 M
Overhead/Reimbursement/Use of Reserves $0.1 M $0.8 M
Total Funding Sources $23.1 M $7.2 M
Expenditure Changes/Changes to Reserves
City Council Priorities $1.0 M $0.1 M
City Department Proposals $2.8 M $2.8 M
General Obligation Bond Implementation $1.0 M $2.0 M
Total Expenditure Changes $4.8 M $4.9 M
Changes to Reserves
Reserve for FY 2026/27 Budget Balancing $6.5 M
Budget Stabilization Reserve $11.8 M $2.3 M
Total Changes to Reserves $18.3 M $2.3 M
Total Expenditure Changes/Changes to Reserves $23.1 M $7.2 M FY 2025/26 and FY 2026/27 General Fund Balancing
Following is a summary of the budget balancing components that are also discussed in more detail in the individual department sections of the budget document:
Funding Sources: The funding available for allocation in the Proposed Budget includes the FY 2025/26 forecasted surplus of $9.3 million along with additional fund balance from FY 2024/25 generated from the Stadium performance rent and higher than budgeted revenue, particularly in the Sales Tax category. It is assumed that a portion of this additional one-time funding will be set aside in a Reserve for FY 2026/27 Budget Balancing and carried over from FY 2025/26 to FY 2026/27 to balance the FY 2026/27 budget. A limited amount of reimbursement funding from the Technology Fee Reserve to support a Business Analyst in the Community Development Department and from the Utilities to support Finance positions in the Municipal Services Division is also factored into the Proposed Budget. Expenditure Changes: The expenditure changes address City Council priorities identified during the Council Priority Setting session, such as funding for library materials, a public art master plan, a fiber optics network study and a Tasman/Lafayette walkway study. There are also targeted departmental investments, such as the continuation of 12.0 firefighter positions after the end of the SAFER grant, the restoration of 3.0 sworn police positions in FY 2026/27, the addition of positions to support efforts related to housing and homelessness, the addition of fee-supported staff and contractual services to improve development services, the addition of staff to improve customer support for the City’s utilities, and additions to support City administration functions (e.g., City Attorney, Finance, Information Technology, Human Resources). In addition, funding is added for General Obligation Bond implementation staffing.
These investments are summarized in the Transmittal Letter under Proposed Budget Highlights and described in the City Departments section of the Proposed Budget.
City of Santa Clara Page 4 of 6 Printed on 5/9/2025
powered by Legistar™
25-270 Agenda Date: 5/13/2025
Changes to Reserves: The Proposed Budget allocates a portion of the one-time funding to the Budget Stabilization Reserve and brings the reserve to the Council policy level of 25% of expenditures. This is a prudent use of one-time funding and better positions the City to address unexpected revenue and/or expenditure fluctuations in the future.
Proposed FY 2025/26 Capital Improvement Program Amendments The City Council approved the FY 2024/25 and 2025/26 Biennial Capital Budget in June 2024. This action approved a two-year capital budget and presented a five-year capital improvement program plan. While the focus of this year’s budget is operations, several budget amendments to the FY 2025/26 Adopted Capital Budget are also recommended, including new funding for a Public Art Master Plan and a Walkway/Stairway Tasman to Lafayette Feasibility Study that were identified as City Council priorities. Other budget changes include added funding for the Henry Schmidt Park Rehabilitation Project, the Central Park Access and Parking Improvements project, and the Distribution System Replacement/Restoration project (Water Utility), and new project funding for the Public Works Paving Project Support - Sewer project and the Public Works Paving Project Support - Water project. Further detail can be found in the Appendices section of the Proposed Budget.
ENVIRONMENTAL REVIEW
The action being considered does not constitute a “project” within the meaning of the California Environment Quality Act (“CEQA”) pursuant to section 15378(a)(4) of Title 14 of the California Code of Regulations in that it is a fiscal activity that does not involve any commitment to any specific project which may result in a potential significant impact on the environment.
FISCAL IMPACT
The FY 2025/26 and FY 2026/27 Proposed Biennial Operating Budget totals $1.18 billion and $1.25 billion, respectively. The Capital Budget totals $366.3 million in FY 2025/26.
COORDINATION
This report has been coordinated with the City Attorney’s Office.
PUBLIC CONTACT
Public contact was made by posting the Council agenda on the City’s official-notice bulletin board outside City Hall Council Chambers. A complete agenda packet is available on the City’s website and in the City Clerk’s Office at least 72 hours prior to a Regular Meeting and 24 hours prior to a Special Meeting. A hard copy of any agenda report may be requested by contacting the City Clerk’s Office at (408) 615-2220, email [email protected] <mailto:[email protected]> or at the public information desk at any City of Santa Clara public library.
RECOMMENDATION
Review and provide input on the Proposed FY 2025/26 and FY 2026/27 Biennial Operating Budget and FY 2025/26 Capital Improvement Program Amendments.
Reviewed by: Kenn Lee, Director of Finance
Approved by: Jovan D. Grogan, City Manager
ATTACHMENTS
City of Santa Clara Page 5 of 6 Printed on 5/9/2025
powered by Legistar™
25-270 Agenda Date: 5/13/2025
1. FY 2025/26 and FY 2026/27 Proposed Biennial Operating Budget and FY 2025/26 Capital Improvement Program Amendments
City of Santa Clara Page 6 of 6 Printed on 5/9/2025
powered by Legistar™
FY 2025/26 and FY 2026/27
Proposed Biennial
Operating Budget
City of S
This page is intentionally left blank.
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | T A B L E O F C ON T E NT S
TABLE OF CONTENTS
Page
Transmittal Letter………………………………………………………...………………………....................…...… 7 City Profile………...…………………………………………………………………………………...……………………… 23 Budget and Fiscal Policies.…………………………………………………….…...…………………...………………………41 Budget Summary...……………………………………………………………...…………………………...……………………… 71 Revenues by Fund...………………………………………………………………………………...………………………73 Expenditures by Fund………………………………………………………………..……………...………………………76 Transfer Schedule……………......……………………………………..……………....…………...………………………79 Summary of Fund Activity….............................................................................................................................. 82 Operating Expenditures by Category…............................................................................................................ 89 Expenditures by Department by Fund Type…..................................................................................................... 90 Summary of Budgeted Positions………….…………………...…..……………………………..…...……….......… 95 Debt Service………….…………………...……………………………….…..…………………..…...……….....…… 101 Ten-Year Financial Forecast……………………..…………………………....…...……….....……...................… 115 Statements of Sources and Uses of Funds……………………..…………………………....…...……..…...……… 135 General Fund………………………………………………………………………..…………...…...……….......…...………137 Special Revenue and Other Funds……………………………………………...……………..…...……..…...……… 151 Bridge Maintenance District #2 Fund………………………..…………………………..…...……..…...……………158 Building Development Services Fund………………………..…………………………..…...……..…...……………159 Building Special Programs and Training Fund……………………….…………………………..…...……..…... 161 City Affordable Housing Fund.…………………………..………………………………....…...……..…...……. 162 Community Facilities District No. 2019-1 (Lawrence Station) Fund……………………..…...……..…...…… 163 Convention Center Maintenance District Fund.…………………………………………...…...……..…...…… 164 Developer Traffic Payments Fund..……………………………….................…………...…...……..…...…… 165 Downtown Parking Maintenance District Fund..……………………………...…………...…...……..…...…… 166 Endowment Care Fund……………..………………………………………………………..…...……..…...…… 167 Engineering Operating Grant Trust Fund…………………………………………………..…...……..…...…… 168 Expendable Trust Fund……………………………………………………………………...…...……..…...…… 169 Fire Certified Unified Program Agency (CUPA) Fund ……………………………….………………………….. 171 Fire Development Services Fund ……………………………….…………………………..…...……..…...…… 172 Fire Operating Grant Trust Fund ……………………………….…………………………..…...……..…...…… 173 Gas Tax Fund ……………………………….…………………………..…...……..…...……........................... 175 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | T A B L E O F C ON T E NT S
TABLE OF CONTENTS
Page
Special Revenue and Other Funds……………………………………………...……….……..…...……..…...…… Housing and Urban Development Fund ……………………………………………………………..….....………… 176 Housing Authority Fund ………………………………………………………………………..…...………..…………177 Housing Successor Agency Fund …………………………………………………………………..….....………… 178 Library Donations Trust Fund ……………………………………………………..…...…...……………………… 179 Library Operating Grant Trust Fund ……………………………………………..…...…...……………………… 180 Other City Departments Operating Grant Trust Fund ………………………..…...…...………………………… 181 Parks and Recreation Operating Grant Trust Fund ……………………………………..…...…...……………… 182 Perpetual Care Fund………………………………………………………………..…...…...……………………… 183 Police Operating Grant Trust Fund………………………………………………………..………………..…...…… 184 Prefunded Plan Review Fund ……………………………………………………………………..……………….. 186 Public Donations Fund ……………………………………………………………………..………………..…...…… 187 Public, Educational, and Governmental Fee Fund ……………………………………...………………..…...…… 189 Road Maintenance and Rehabilitation (SB1) Fund ……………………………………..………………..…...…… 190 Traffic Mitigation Fund ……………………………………………………………………...………………..…...…… 191 Enterprise Funds…………………………………………...………………...………………..…...………………………… 193
Cemetery Fund.…………………………………………………………………...………………..…...……………… 199 Convention Center Enterprise Fund…………………………………………………….……...………………..… 200 Electric Operating Grant Trust Fund ……………………………………………………...……...……………… 201 Electric Utility Fund.………………………………………………………………...………………..…...…………………… 202 Sewer Utility Fund……………………...…………………………………………………………...……………… 204 Solid Waste Fund.……………………………………………………………...…………………...……………… 206 Water Recycling Fund……………………………………………………………………………...……………….. 208 Water Utility Fund…………………………………………………………………………………...……………… 210 Internal Service Funds………………………...…………………………………………………..……………………… 213 Communication Acquisitions Fund…...…………………………………………………………………...………………217 Fleet Operations Fund….…………………………………………………………………………………………... 218 Information Technology Services Fund…..……………………………………………………………………...……………… 219 Public Works Capital Projects Management Fund……………………………………………………………… 220 Special Liability Insurance Fund……...…………………………………………………………………………… 221 Unemployment Insurance Fund.…………………………………………………………..………………………... 222 Vehicle Replacement Fund………………………………………………………………………………………… 223 Workers’ Compensation Fund……..………………………………………………………………………………... 224 Capital Improvement Program Funds………………………...………………………………..……………..…...…… 225 Cemetery Capital Fund.…………………………………………………………………….……………..…...…… 229 City Affordable Housing Capital Fund…………….…………………………………………………..…………… 230 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | T A B L E O F C ON T E NT S
TABLE OF CONTENTS
Page
Capital Improvement Program Funds………………………...…………………………………………..…...…… Convention Center Capital Fund…...................................................................................................... 231 Electric Utility Capital Fund…………….…………………………………………………..……………..…...…… 232 Fire Department Capital Fund………………...…………………………………………………………..…...…… 235 General Government Capital Fund………………………………………………………..……………..…...…… 237 Library Department Capital Fund………………...………………………………………....……………..…...…… 240 Parks and Recreation Capital Fund.………………………………………………………..……………..…...…… 241 Patrick Henry Drive Infrastructure Improvement Fund….................................................................... 245 Public Buildings Capital Fund..………………………….…………………………………..……………..…...…… 246 Recycled Water Capital Fund………………………………………………………….…....……………..…...…… 248 Related Santa Clara Developer Fund…………………………………………………….....……………..…...…… 249 Sewer Utility Capital Fund …………………………………………………………………..……………..…...…… 250 Solid Waste Capital Fund.…………………………………………………………………...……………..…...…… 252 Storm Drain Capital Fund …………………………………………………………………...……………..…...…… 253 Street Lighting Capital Fund..………………………………………………………………..……………..…...…… 256 Streets and Highways Capital Fund………………………….……………………………..……………..…...…… 257 Tasman East Infrastructure Improvement Fund….................................................................................. 262 Water Utility Capital Fund……..……………………………………………………………..……………..…...…… 263 Other Agency Funds………………………...………………………………..……………….………………………..……………… 265 Sports and Open Space Authority Fund…………………………………………………...…………………..……………… 268 City Departments…......................................................................................................................................... 269 Mayor and City Council Offices………..…………………………………….……………………………………… 271 City Attorney's Office ……………..………………………………………………………………………………..………………… 281 City Clerk's Office…………………………………………………………………………………………………..………………… 291 City Auditor's Office………………………….……………………………………………………………………………307 City Manager's Office ………………………….……..……………………………..………………………..………………… 317 Community Development Department………………………...……………………….………………………………337 Electric Utility Department………………..……………………….……………………………………………….. 361 Finance Department……………………………………………...……………………………………..…………………………………… 395
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | T A B L E O F C ON T E NT S
TABLE OF CONTENTS
Page
City Departments……….………………...............................………………………………..…………………… Fire Department…………………………………………………………………………………………..………………417 Human Resources Department………………………………………………………………………………………… 441 Information Technology Department………………………………………………………………………………………………………… 457 Library Department………………………………………………………..………………………..……………… 475 Parks and Recreation Department………………………………………………………..……………………….. 497 Police Department………………………………………………………..………………………..………….……… 519 Department of Public Works………………………………………………………..………………………..…………539 Water and Sewer Utilities Department………………………………………………………..……………………… 577 Non-Departmental………………………………………………………..………………………..………….……… 597 Other Agency…................................................................................................................................................. 639 Appendices………………………………………………………………………………………………………………..……………… 643 Outside Group Funding……………….....................................................………....…………………..……………… 643 FY 2025/26 Budget Amendments to Adopted Capital Improvement Program Budget…………………….... 646 CSMFO Award……………….....................................................………....…………………..……………… 655 FY 2 0 2 5 / 2 6 A ND FY 2 0 2 6/ 2 7 P R O P O S E D O P E RA T I N G B U D GE T | T R A NS M I T T A L L E T T E R May 1, 2025
Honorable Mayor, City Council and Residents of Santa Clara, The Proposed Biennial Operating Budget for fiscal years (FY) 2025/26 and 2026/27 is presented for consideration and continues our 2-year budgeting process that alternates between the operating and capital budgets. This year’s budget focuses on our day-to-day operations that support vital City services, and important amendments to the second year of the biennial capital budget that you approved last year.
As part of the budget deliberation process, two City Council study sessions are scheduled for May 13, 2025, and May 27, 2025, before the public hearing and planned budget adoption on June 10, 2025. Additionally, you have already received and taken action on amendments to the City’s Municipal Fee Schedule at your April 29, 2025, meeting. The effective date of those fee changes aligns with the July 1, 2025, start date for the Proposed Biennial Operating Budget that is being transmitted to you through this letter and its attachments.
For FY 2025/26, the Proposed Operating Budget totals $1.2 billion. The enterprise funds that are used to manage the City’s utilities (Silicon Valley Power, water, sewer, and solid waste) represent the largest share of the budget at 57.9%. The General Fund budget totals $333.6 million, or 19.5% of the budget, and is used to fund many direct services, such as police and fire public safety services, libraries, parks, community centers, and streets maintenance.
The City’s financial position has improved since the adoption of the last biennial operating budget. When looking at projected revenue and expenses, the Ten-Year General Fund Forecast is positive by $9.3 million in FY 2025/26 and projects a deficit of $0.1 million in FY 2026/27. Small deficits and surpluses are projected for the remaining years of the forecast as summarized in the Ten-Year Financial Forecast and Economic Outlook discussion below and described in further detail in the Ten-Year Financial Forecast section of the budget document. This outlook depicts a stable General Fund budget; however, the forecast does not include the capacity to fully restore prior cuts, add capacity to support new service areas and growth in the City, and to fully fund capital infrastructure maintenance and replacement.
This improved financial picture provides for targeted investments that fund many of the City Council’s identified priorities as well as enhance the City’s operating reserves, restoring the Budget Stabilization Reserve (BSR) to the Council policy level of 25% of expenditures. The budget includes enhancements to key City services and funding for the implementation of Measure I – General Obligation (GO) Bond approved by the voters in November 2024.
Budget Milestones:
May 1: Release of Proposed
Budget
May 13: City Council Study
Session on Proposed Budget
May 27: City Council Study
Session on Proposed Budget
June 10: Public Hearing and
Adoption of FY 2025/26 and
FY 2026/27 Biennial
Operating Budget and
Amendments to the FY
2025/26 Capital Budget
July 1: Start of Fiscal Year
2025/26
7 FY 2 0 2 5 / 2 6 A ND FY 2 0 2 6/ 2 7 P R O P O S E D O P E RA T I N G B U D GE T | T R A NS M I T T A L L E T T E R Budget Overview: What Does This Budget Do?
This Proposed Budget focuses on City Council priorities identified during Council Priority Setting sessions as well as improvements to vital City services. The budget proposals also address existing service gaps and restore and maintain public safety positions. This includes the continuation of 12.0 firefighter positions that were funded by the Staffing for Adequate Fire and Emergency Response (SAFER) grant as well as the restoration of 3.0 frozen police sworn positions. The City continues its recruitment efforts for sworn staffing, which will also enable the restoration of services as Police positions are filled. In addition, this budget helps prepare the City for the future by supporting planning efforts, restoring the BSR to the 25% level, and funding modest annual contributions to support the City’s capital infrastructure.
The Proposed Budget also includes funding to staff positions to ensure that the City can successfully deliver the capital projects funded by the $400 million General Obligation Bond measure approved by the voters in November 2024. These projects will significantly improve the City’s infrastructure by replacing facilities that are well beyond their useful life.
The Proposed Budget also includes one-time expenses, and associated reimbursement, to ensure the safety of our community during major events planned at the Stadium, including the Super Bowl and World Cup matches.
Total Budget Summary
The expenditure budgets total $1.5 billion in FY 2025/26 and $1.4 billion in FY 2026/27, which are down from the $1.6 billion in FY 2024/25. Changes in planned debt issuances, enterprise funding, and capital budget funding are major drivers of the variances from year to year. The budget for capital funds in FY 2025/26 is currently well below FY 2024/25 primarily because the carryover of capital funds from FY 2024/25 to FY 2025/26 has not yet been factored into the budget. These carryover adjustments will be brought forward as part of the FY 2025/26 budget adoption actions in June 2025.
The Enterprise Funds, consisting of SVP, Water and Sewer Utilities, Solid Waste, the Convention Center, and City Council
Priorities
Restore library
materials
Public Art Master
Plan
Fiber Optics
Network Study
Tasman / Lafayette
walkway Study
City Services
Enhance Fire and
Police response
(12 Fire and 3
Police positions) Homelessness
staffing
Development
services
improvements
Support utilities
services and
growth
GO Bond
Implementation
Staffing to support
implementation
GO Program
Management and
Coordination
Project
Management,
Oversight and
Delivery
Prudent Fiscal
Approach Restore BSR to
25% of
expenditures
Use one-time
source for onetime uses
Fiscal
Sustainability Plan
Begin annual
contributions to
support capital
infrastructure
8 FY 2 0 2 5 / 2 6 A ND FY 2 0 2 6/ 2 7 P R O P O S E D O P E RA T I N G B U D GE T | T R A NS M I T T A L L E T T E R the Cemetery, represent the largest share of the City’s budget. With the exception of the Cemetery Fund that relies on General Fund support, the budget for each enterprise is balanced within the resources available for that enterprise. These functions are primarily supported by user fees and charges.
Table 1 summarizes the total proposed budgets by fund type.
Table 1: FY 2025/26 and FY 2026/27 Proposed Budget
FY 2025/26 and FY 2026/27 Proposed Budget
Fund Type
FY 2024/25
Adopted
Budget
FY 2025/26
Proposed
Budget
FY 2026/27
Proposed
Budget
General Fund $310,698,189 $333,645,699 $342,802,597
Special Revenue Funds 41,458,963 42,154,763 38,806,836
Enterprise Funds 945,192,918 1,011,491,693 1,100,414,703 Internal Service Funds 45,724,215 51,116,529 48,281,729 Debt/Other 152,273,904 273,236,049 27,245,993
Less (Transfers, Contributions, and Reserves)* (416,866,269) (528,008,962) (302,635,147) Subtotal Operating Budget $1,078,481,920 $1,183,635,771 $1,254,916,711 Capital Funds 568,932,159 367,743,203 150,763,062
Less (Transfers, Contributions, and Reserves)* (1,818,315) (1,454,000) (1,454,000) Subtotal Capital Budget $567,113,844 $366,289,203 $149,309,062 Total Budget $1,645,595,764 $1,549,924,974 $1,404,225,773 * Adjusts for transfers, contributions, and reserves to avoid double counting of the same funds (e.g., internal service funds are excluded)
The FY 2025/26 and FY 2026/27 Proposed Budget incorporates actions to address needs throughout the organization within the available resources of each fund. Staff has carefully analyzed all department budget proposals, considering the fiscal year projected resources, anticipated service impacts to Santa Clara residents and businesses, and City Council goals, principles and priorities. The Proposed Budget also factors in recommended changes to FY 2025/26 capital projects.
Guiding Framework
The actions recommended in the Proposed Budget were informed by Council priorities and budget principles.
Priority Areas of Focus
On an annual basis, the City Council meets for its Council Priority Setting session. The goal of the annual session is to formulate the City Council’s priorities and initiatives and establish priority areas of focus and key initiatives for the City organization. The process identifies important and critical priorities which establishes the policy framework for budget decisions and how City resources are aligned to support these objectives.
As part of the 2025 City Council Priority Setting session held on April 3, 2025, the City Council agreed on the following priorities as the most important for the next 12-18 months. 9 FY 2 0 2 5 / 2 6 A ND FY 2 0 2 6/ 2 7 P R O P O S E D O P E RA T I N G B U D GE T | T R A NS M I T T A L L E T T E R Budget Principles
The Proposed Budget includes a set of Budget Principles that 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. In recent years, the Budget Principles have included an exception to the Council policy that would set the BSR at 25% of expenditures, allowing the BSR to be set at a minimum of 15% given the City’s fiscal challenges. For FY 2025/26, this exception has been removed along with other changes that reflect the current forecast. These principles are incorporated as part of the actions considered in this Proposed Budget.
The FY 2025/26 Budget Principles can be found in the Budget and Fiscal Policies section of the budget document.
Summary of Budgeted Positions
The FY 2025/26 Proposed Budget funds 1,198.50 positions and reflects the addition of 39.25 positions from the FY 2024/25 Adopted Budget level as shown in Table 2. This includes Base Budget adjustments of 18.25 positions and recommended additions in this Proposed Budget of 21.0 positions. The FY 2025/26 Base Budget adjustments were approved by the City Council during FY 2024/25 and include the following: the addition of 15.0 positions funded by SVP, including 12.0 in the Electric Utility Department, 1.0 in the City Attorney’s Office, and
2.0 in the Finance Department; the addition of 2.0 positions in the Human Resources Department, an increase of 0.25 FTE in the Parks and Recreation Department, and the unfreezing of 1.0 position in the Department of Public Works. The Proposed Budget changes include additions in the Community Development, Finance, Fire, Information Technology, Parks and Recreation and Public Works Departments, the City Attorney’s Office, the City Manager’s Office, and Non-Departmental.
In FY 2026/27, there is a net reduction of 2.0 positions. In the Fire Department, there are currently 18.0 firefighter positions funded by the Staffing for Adequate Fire and Emergency Response (SAFER) grant through FY 2025/26. Grant funded positions included 12.0 positions previously frozen during the pandemic and 6.0 positions to fill vacant positions at the time of the grant application. After the conclusion of the grant, this budget continues
12.0 of those on an ongoing basis, resulting in a net reduction of 6.0 grant funded positions. The 12.0 10 Excellent City
Services
Maintaining quality
of life/ core
services
Financial
sustainability
Prioritize services
for those in need
Reliable
Infrastructure
Bond Measure
implementation
Maintain existing
infrastructure
Outstanding
Quality of Life
Climate Action
Plan
Parks and
Recreation Master
Plan
Thriving
Community
Business growth
and expansion
Process
improvements
Downtown
revitalization
Small business
retention
2026 Major Event Planning: 1) Super Bowl and FIFA Planning and 2) Showcase Santa Clara FY 2 0 2 5 / 2 6 A ND FY 2 0 2 6/ 2 7 P R O P O S E D O P E RA T I N G B U D GE T | T R A NS M I T T A L L E T T E R recommended positions align with the number of firefighter positions previously frozen in 2021. The addition of
4.0 positions is also recommended, including the unfreezing of 3.0 sworn positions in the Police Department, and the addition of 1.0 position in the Public Works Department.
A detailed summary of Base and Proposed Budget position changes can also be found in the Budgeted Positions section and the City Department sections of the budget document and in the Proposed Budget Highlights section of this letter that starts on page 11.
Table 2: Summary of Position Changes (All Funds)
Summary of Position Changes (All Funds)
FY 2024/25 Adopted Budget 1,159.25
Base Budget Changes (SVP Funded) 15.00
Base Budget (Other Changes) 3.25
Proposed Budget Changes (General Fund) 10.35
Proposed Budget Changes (General Fund – Reimbursed) 3.75 Proposed Budget Changes (Development Fee Funded) 5.90
Proposed Budget Changes (Other Funds) 1.00
FY 2025/26 Budgeted Positions 1,198.50
FY 2026/27 Proposed Additional Positions 4.00
FY 2026/27 Proposed Position Reduction (SAFER grant expiration) (6.00) FY 2026/27 Budgeted Positions 1,196.50
The changes by department are described in further detail in Table 3 and in each department section of this document.
11 FY 2 0 2 5 / 2 6 A ND FY 2 0 2 6/ 2 7 P R O P O S E D O P E RA T I N G B U D GE T | T R A NS M I T T A L L E T T E R Table 3: Summary of Funded Positions by Department
Department
FY 2023/24
Adopted
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2026/27
Proposed
Mayor and City Council 10.00 10.00 10.00 10.00
City Attorney 7.00 8.00 11.00 11.00
City Auditor 2.00 2.00 2.00 2.00
City Clerk 7.00 7.00 7.00 7.00
City Manager 11.30 12.10 14.25 14.25
Community Development 75.00 79.00 84.00 84.00
Electric Utility 222.00 223.00 235.00 235.00
Finance 70.75 71.75 78.75 78.75
Fire 173.50 173.50 175.50 169.50
Human Resources 15.00 15.00 16.00 16.00
Information Technology1 6.00 7.00 8.00 8.00
Library 42.75 42.75 42.75 42.75
Non-Departmental2 5.70 6.90 7.75 7.75
Parks and Recreation 77.75 77.75 79.00 79.00
Police 231.00 231.00 231.00 234.00
Public Works 119.5 119.5 123.50 124.50
Water and Sewer Utilities 73.00 73.00 73.00 73.00
Total 1,149.25 1,159.25 1,198.50 1,196.50
1The IT Department partners with a service provider to meet citywide technology needs. 2The City Manager’s Office also oversees the Non-Departmental functions (e.g., citywide administration, Stadium Authority support, communications, community/special programs and initiatives, economic/real estate development, State and federal legislative coordination, etc.).
Ten-Year Financial Forecast and Economic Outlook
The Ten-Year General 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 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 Forecast and refined on a moving forward basis.
This Forecast shows a General Fund surplus of $9.3 million in FY 2025/26, followed by small surpluses and shortfalls in the remaining years of the Forecast. The projected surplus in FY 2025/26 is equivalent to 2.8% of forecasted expenditures, while the shortfalls and surpluses in the out years ranging from -$6.7 million to $6.2 million equate to -1.8% to 1.4% of expenditures annually. The Forecast does not factor in the FY 2025/26 and 12 FY 2 0 2 5 / 2 6 A ND FY 2 0 2 6/ 2 7 P R O P O S E D O P E RA T I N G B U D GE T | T R A NS M I T T A L L E T T E R FY 2026/27 Proposed Budget actions and is used as the starting point in the development of the budget.
Table 4: FY 2025/26 – FY 2034/35 General Fund Forecast (April 2025) 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 2034/35 Projected
Revenues $337.7 $340.0 $351.4 $363.9 $378.6 $396.5 $411.9 $426.9 $442.4 $459.4 Projected
Expenditures $328.4 $340.1 $353.2 $370.6 $383.5 $398.7 $409.9 $425.0 $437.2 $453.2 (Shortfall)/
Surplus $9.3 ($0.1) ($1.8) ($6.7) ($4.9) ($2.2) $2.0 $1.9 $5.2 $6.2 % of
Expenses 2.8% 0.0% (0.5%) (1.8%) (1.3%) (0.6%) 0.5% 0.4% 1.2% 1.4% The Forecast compares ongoing revenues and expenditures to address the existing staffing and service levels.
It does not factor in one-time funding sources or items funded on a pay-as-you-go method with one-time sources.
The Forecast also does not address many unmet service needs including the following:
The cost to fully fund capital infrastructure needs;
Additional costs to restore frozen positions, add positions to address growth in the City, and add new services (e.g., homelessness response, public art program); Permanent funding for pilot programs such as Via Shuttle/SV Hopper and Vision Zero; Enhanced funding to address the City’s pension liability (the City is below the State average in pension funding); and
Additional contributions to Reserves (e.g., Budget Stabilization Reserve, Pension Reserve).
Historically, the City has funded many capital infrastructure and equipment needs with one-time funds on a payas-you-go basis. The lack of sufficient one-time funding has resulted in a backlog of unmet/deferred infrastructure needs. In November 2024, Santa Clara voters approved a $400 million GO Bond to address the most critical needs. There remains a need for ongoing funding to replace the City’s infrastructure. This Forecast begins to address that need with modest funding growing from $1 million in FY 2025/26 to $10 million in FY 2034/35. The ongoing need to fully fund capital maintenance in the City is much larger, and staff will continue to evaluate options to create additional capacity for additional funds in this area.
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:
Uncertainty regarding results of tariffs and other federal actions; Potential for an economic downturn or 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.
It is important to note that all forecasts have a level of uncertainty. Given the decreasing precision in later years of a forecast, those values provide a multi-year perspective rather than a precise prediction. As the City has 13 FY 2 0 2 5 / 2 6 A ND FY 2 0 2 6/ 2 7 P R O P O S E D O P E RA T I N G B U D GE T | T R A NS M I T T A L L E T T E R experienced in the past, General Fund revenues may exceed or fall below expectations based on changes in economic or non-economic conditions. 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).
ECONOMIC OUTLOOK
In its Spring 2025 Forecast, the UCLA
Anderson Forecast points to significant
uncertainty related to trade tariffs, fiscal
policy, and geopolitical risk with the new
administration. The Forecast predicts
higher unemployment and higher prices in
2025 with some potential upside in 2027
and beyond. “As a result of the combined
effects of deportations and tariffs, we
expect GDP and productivity growth to
decline in late 2025 by about 1 percentage
point and to recover by the end of 2026.
(2025Q1 negative productivity growth is
due to U.S. Census data adjustment to the
size of the labor supply.) The
unemployment rate will simultaneously rise
and hit 4.5% by the first quarter of 2026 and
gradually recover afterwards to 4.0% in
2027. We expect inflation to remain
elevated around 3 percent throughout 2025
and 2026. Tariffs will be the main cause of higher prices in 2025, while deportations will drive prices in 2026 via higher food and wage inflation of around 4 percent.”1
In the fourth quarter 2024 third estimate, the Gross Domestic Product (GDP) increased by 2.4%, following a GDP increase of 3.1% in the third quarter. The increase in real GDP primarily reflected increases in consumer spending and government spending that were partially offset by a decrease in investment.2 Given the uncertainty and evolving conditions surrounding the impact of global tariffs and consumer confidence, the additional contributions to the General Fund Budget Stabilization Reserve and its restoration to 25% of expenditures is an important safeguard for the community and our workforce. 1 UCLA Anderson Forecast Spring 2025 Economic Forecast, “A Tariff Amount of Uncertainty”, Clement Bohr 2 https://www.bea.gov/news/2025/gross-domestic-product-4th-quarter-and-year-2024-third-estimate-gdp-industry-and U.S. Quarterly Real GDP Growth Forecast
(UCLA Spring 2025 Economic Forecast)
14 City of
Santa Clara
FY 2 0 2 5 / 2 6 A ND FY 2 0 2 6/ 2 7 P R O P O S E D O P E RA T I N G B U D GE T | T R A NS M I T T A L L E T T E R Employment data has remained positive with low
unemployment rates. On a national level, the
unemployment rate was 4.1% in February 2025,
which is slightly above the 3.9% in February
2024. The unemployment rate has remained in
a narrow range of 4.0% to 4.2% since May
20243.
The unadjusted unemployment rate in the San
José-Sunnyvale-Santa Clara Metropolitan
Statistical Area (MSA) was 4.2% in February
2025, down slightly from a revised 4.3% in
January 2025, and below the February 2024
estimate of 4.3%. Between February 2024 and
February 2025, employment in this region
decreased by 5,300 jobs, or 0.5%. Notable
employment reductions were in professional and
business services (down 5,100 jobs),
manufacturing (down 3,000 jobs), information
(down 3,000 jobs), and leisure and hospitality
(down 2,200 jobs). The largest increases were in
private education and health services (up 8,900
jobs).4
San Jose-Sunnyvale-Santa Clara Metropolitan Statistical Area Property values in Santa Clara remain high. In 2024, the median price of a single-family home totaled $1.95 million, which was up from the 2023 level of $1.7 million as shown in the Single-Family Residential Home Sales chart. The number of closed sales also increased from 380 in 2023 to 418 in 2024. However, this sales volume remains below historical levels.
3 https://www.bls.gov/news.release/pdf/empsit.pdf
4 https://labormarketinfo.edd.ca.gov/file/lfmonth/sjos$pds.pdfhttps://labormarketinfo.edd.ca.gov/ Note: shaded area represents recession, as determined by the National Bureau of Economic Research
Source: U.S. Bureau of Labor Statistics
U.S. Civilian Unemployment Rate
seasonally adjusted
15 City of
Santa Clara
Percent
18.0 16.0
14.0 12.0
10.0 8.0
6.0 4.0
Feb Feb Feb
2005 2007 2009
Unemployment Rate Historical Trend
Feb Feb Feb Feb Feb
2011 2013 2015 2017 2019
4.8% T"'"----------------------------..... ....., ..... -----------
4.6% ,1----------------------------~----'- -----------
4.4% +--------------------:::s~ -r-------e------'~ ---= ---.:a.------ 4.2% t------------,.-------------,,1'-;,_.::El ... :z-----,l------4~ .. ,a!:21!.,_--,'1/Jc:::!!I•~
43..08% % t+==========:::~~~~:~~~~~!~~!~~~r~======~:~~.:=~i~==================~~~======
3.6% +-------~------------------::,.~---------------- 3.4 3.2% % ,1- +-',.- ~ .- ------, .. -,__ -------------------------------------
____________________________________ _
3.0% +--r4Fr--.--"T""-,---,--.--.,...-..---,--,.-.,...-..... --,,-. ..... --,--..... ....,,----,,-...--"T""-r---.--, Fe b Feb Feb
2021 2023 2025
FY 2 0 2 5 / 2 6 A ND FY 2 0 2 6/ 2 7 P R O P O S E D O P E RA T I N G B U D GE T | T R A NS M I T T A L L E T T E R General Fund Budget Balancing
With the projected General Fund surplus of $9.3 million in FY 2025/26 and small shortfall of -$0.1 million, the budget balancing strategy for the FY 2025/26 and FY 2026/27 Biennial Operating Budget includes targeted investments and contributions to the Budget Stabilization Reserve as shown in Table 5 below.
Table 5: FY 2025/26 and FY 2026/27 General Fund Balancing FY 2025/26 FY 2026/27
Forecast Surplus/(Shortfall) $9.3 M ($0.1 M)
Funding Sources
Beginning Fund Balance (Stadium Performance Rent) $10.1 M Beginning Fund Balance (Additional Revenue) $3.6 M
Reserve for FY 2026/27 Budget Balancing $6.5 M
Overhead/Reimbursement/Use of Reserves $0.1 M $0.8 M
Total Funding Sources $23.1 M $7.2 M
Expenditure Changes/Changes to Reserves
City Council Priorities $1.0 M $0.1 M
City Department Proposals $2.8 M $2.8 M
General Obligation Bond Implementation $1.0 M $2.0 M
Total Expenditure Changes $4.8 M $4.9 M
Changes to Reserves
Reserve for FY 2026/27 Budget Balancing $6.5 M
Budget Stabilization Reserve $11.8 M $2.3 M
Total Changes to Reserves $18.3 M $2.3 M
Total Expenditure Changes/Changes to Reserves $23.1 M $7.2 M Data Source: Santa Clara County Association of Realtors - 200
400
600
800
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
City of Santa Clara
Number of Single Family Closed Sales
# of Closed Sales
$200,000
$700,000
$1,200,000
$1,700,000
$2,200,000
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
City of Santa Clara
Single Family Residential Home Sales
Ave. Price Med. Price
16 nH lllllllll 111 11 1111 ■ ■ ■
FY 2 0 2 5 / 2 6 A ND FY 2 0 2 6/ 2 7 P R O P O S E D O P E RA T I N G B U D GE T | T R A NS M I T T A L L E T T E R The recommended General Fund budget actions are intended to address Council priorities identified as part of the Council Priority Setting session and other high priority needs while also maintaining the City’s fiscal stability.
Following is a summary of the budget balancing components that are also discussed in more detail in the individual department sections of the budget document:
Funding Sources: The funding available for allocation in the Proposed Budget includes the FY 2025/26 forecasted surplus of $9.3 million along with additional fund balance from FY 2024/25 generated from the Stadium performance rent and higher than budgeted revenue, particularly in the Sales Tax category.
It is assumed that a portion of this additional one-time funding will be set aside in a Reserve for FY 2026/27 Budget Balancing and carried over from FY 2025/26 to FY 2026/27 to balance the FY 2026/27 budget. A limited amount of reimbursement funding from the Technology Fee Reserve to support a Business Analyst in the Community Development Department and from the Utility Funds to support Finance positions in the Municipal Services Division is also factored into the Proposed Budget. Expenditure Changes: The expenditure changes address City Council priorities identified during the Council Priority Setting session, as well as limited departmental proposals and General Obligation Bond implementation staffing. These investments are summarized below under the Proposed Budget Highlights and described in the department sections.
Changes to Reserves: The Proposed Budget allocates a portion of the one-time funding to the Budget Stabilization Reserve and brings the reserve to the Council policy level of 25% of expenditures. This is a prudent use of one-time funding and better positions the City to address unexpected revenue and/or expenditure fluctuations in the future.
Proposed Budget Highlights
Highlights of the City’s budget and recommended budget proposals are provided below and are aligned to priority areas of focus.
Excellent City Government
Restore Library Materials – This budget restores
funding for library materials in FY 2025/26 and FY
2026/27.
Levi’s Stadium – The Stadium Authority’s stand-alone
Fiscal Year 2025/26 Operating, Debt and Capital Budget
was adopted by the Stadium Authority Board on March
11, 2025. The budget provides the necessary funding to
administer the duties of the Stadium Authority, including support for operating the Stadium for Non-NFL events
through a management company, advancement of the FY
2025/26 work plan, payment of debt service obligations, and maintenance of a five-year capital plan. It also reflects the revenues and expenses necessary to operate the Stadium in the context of planning for major events scheduled for the upcoming year which include the 2026 FIFA World Cup and Super Bowl LX. 17 FY 2 0 2 5 / 2 6 A ND FY 2 0 2 6/ 2 7 P R O P O S E D O P E RA T I N G B U D GE T | T R A NS M I T T A L L E T T E R Development Services – Fee-supported budget
proposals are recommended to improve service and
efficiency and support the high volume of development
activity. In the Building Division, additions include 1.0 Plans Examiner and 1.0 Senior Inspector to help
address the development workload and 1.0 Business
Analyst to help improve the use of technology. In the
Fire Department, proposed additions include 1.0 Fire
Protection Engineer, 1.0 Fire Prevention Specialist,
and 1.0 Management Analyst as well as funding for
contractual plan review and inspection services.
Municipal Services Support for City Utility Operations – budget actions are recommended to add 1.0 Utility Field Service Worker, 1.0 Customer Service Representative, 1.0 Meter Reader, and 1.0 Accounting Technician (75% utility support) in the Finance department to improve customer service and response times as well as address the increased workload in the Municipal Services Division. Administration – budget actions are recommended to support the overall operations of the City, including the unfreezing of 1.0 Legal Office Specialist position in the City Attorney’s Office, funding for election costs for a potential Charter amendment measure, improved tools for performance management and recruiting in the Human Resources Department, the addition of 1.0 Senior Information Technology Services Manager to support numerous technology projects, and the addition of 1.0 Accountant in Finance and 1.0 Management Analyst in Public Works to revise the capital project accounting to better reflect total capital project costs and improve transparency.
Reliable Infrastructure
General Obligation Bond Implementation – In November 2024, Santa Clara voters approved a $400 million General Obligation Bond Measure. A phased delivery of the expenditure plan will be implemented.
The addition of 1.0 Deputy City Manager position in Non-Departmental and 1.0 Principal Engineer, 1.0 Senior Civil Engineer, and 1.0 Management Analyst in the Public Works Department are recommended in this budget to support the implementation of the bond program. Capital Improvement Program – Work will continue on improving the City’s infrastructure through the implementation of capital projects approved as part of the FY 2024/25 and FY 2025/26 Biennial Capital Budget.
City Fiber Network – Funding is included for a study to explore the potential expansion of the City’s current fiber network.
Walkway/Stairway from Tasman to Lafayette – Funding is included for a feasibility study for a walkway/stairway with carve-out under the bridge for rideshare services. Capital Infrastructure Maintenance and Replacement – Ongoing funding is included for capital infrastructure maintenance and replacement.
18 FY 2 0 2 5 / 2 6 A ND FY 2 0 2 6/ 2 7 P R O P O S E D O P E RA T I N G B U D GE T | T R A NS M I T T A L L E T T E R Outstanding Quality of Life
Unfreeze 3.0 Sworn Police Positions – The unfreezing of 2.0 Police Officer and 1.0 Police Sergeant positions is recommended in FY 2026/27 to align with ongoing recruitment efforts, offset by an increase in the vacancy rate. These positions will increase the Department’s capacity in the Field Operations and Special Operations Divisions, with particular focus on traffic, regional task forces, and the Aerial Response Team.
Continue 12.0 Firefighter Positions – This budget continues
12.0 relief firefighter positions that were originally unfrozen with the SAFER grant.
Fire Department Training – Funding is included to train Fire personnel on the use of the new TractorDrawn Aerial apparatus. Public Art Master Plan – The budget includes funding to develop a Public Art Master Plan and policies to promote public art in the community.
Homelessness Response – The addition of 1.0 Management Analyst is recommended to help manage the Homelessness Response Plan, set up a pilot Safe Parking Program, assist with managing overnight warming location or a hotel respite program, seek out grant funding, and manage the City’s outreach team.
Housing Element – 1.0 Staff Analyst II is recommended to support the implementation of the Housing Element. State law changes have added more requirements to the Housing Element, resulting in a heavier workload in order for the City to remain in compliance and ensure continued certification of the Housing Element.
Community Development Block Grant (CDBG) and Housing Funds – The City remains committed to maintaining its housing programs to provide aid to its most vulnerable residents. The City’s Annual Action Plan for FY 2025/26 includes CDBG funds for various public service activities (e.g., family therapy and advocacy, educational services, senior adult legal assistance, and providing meals to seniors and adults with disabilities) along with funding set aside for capital projects for affordable housing and public facility improvements. The budget will be aligned with the Annual Action Plan that is scheduled for City Council approval on May 13, 2025, with amendments brought forward as part of the budget adoption in June 2025.
Parks and Recreation – The addition of 1.0 Recreation Manager is recommended to provide Parks capital projects, GO Bond, and program support.
Thriving Community
Sustainability – The addition of 1.0 Management Analyst is recommended to support sustainability efforts. This position will report to the City's Director of Economic Development & Sustainability and assist with the implementation of and future amendments to the City’s Climate Action Plan. 19 FY 2 0 2 5 / 2 6 A ND FY 2 0 2 6/ 2 7 P R O P O S E D O P E RA T I N G B U D GE T | T R A NS M I T T A L L E T T E R Convention Center – The Convention Center is projected to have 176 events, with approximately 211,624 in
attendance in FY 2025/26. In FY 2026/27, the Convention Center is projected to have 228 events, with
approximately 306,989 in attendance.
Fiscal Sustainability Plan
The Proposed Budget adds consultant services funding for a Fiscal Sustainability Plan that will include and indepth analysis of the City’s financial condition. This analysis will be used to develop a blueprint for moving forward to ensure fiscal stability and will include potential strategies to address projected budgetary shortfalls, provide capacity to fund service and infrastructure needs, and plan for future growth and expansion of City services. These strategies may include revenue enhancements, expenditure reductions, service/program eliminations, and service delivery model changes. The goal of the Fiscal Sustainability project will be to develop various strategies for the community and the City Council to consider and establish an Implementation Action Plan.
Amendments to the FY 2025/26 Adopted Capital Budget
The City Council approved the FY 2024/25 and 2025/26 Biennial Capital Budget in June 2024. This action approved a two-year capital budget and presented a five-year capital improvement plan. While the focus of this year’s budget is operations, several budget amendments to the FY 2025/26 Adopted Capital Budget are also recommended. Further detail can be found in the Appendices section of this document. The key budget amendments are summarized below:
Public Art Master Plan: Funding of $120,000 from the General Fund is included for a Public Art Master Plan; this addresses a City Council priority.
Parks and Trails: Mitigation Fee Act (MFA) funding is added for the construction phase of the Henry Schmidt Park Rehabilitation Project that will also be partially funded by the General Obligation Bond.
Construction is expected to begin in FY 2025/26. Additional MFA funding is also added for the Central Park Access and Parking Improvements project based on updated construction estimates. This project is currently in the design phase, which has been updated to incorporate additional ADA improvements.
The construction award is expected in FY 2025/26.
Streets and Highways: Funding from the General Fund of $200,000 is recommended for a new Walkway/Stairway Tasman to Lafayette Feasibility Study; this addresses a City Council priority. Sewer Utility Projects: Additional funding of $900,000 is recommended for the Sanitary Sewer Improvements project (from $1.1 million to $2.0 million) to replace additional sewer mains as a result of the sewer mains assessment. Funding of $500,000 is also recommended for a new Public Works Paving Project Support – Sewer project to account for costs associated with raising manholes as a result of work completed through the Annual Pavement Project.
20 FY 2 0 2 5 / 2 6 A ND FY 2 0 2 6/ 2 7 P R O P O S E D O P E RA T I N G B U D GE T | T R A NS M I T T A L L E T T E R Water Utility Projects: Additional funding of $1.5 million is recommended for the Distribution System Replacement/Restoration project (from $3.0 million to $4.5 million) to account for higher main replacement costs. An increase of $500,000 (from $2.3 million to $2.8 million) is also recommended for the Buildings and Grounds project to address a new Bay Area Air Quality Management District requirements to have generators at Tier 4 instead of Tier 3. In addition, funding of $500,000 is recommended for a new Public Works Paving Project Support - Water to account for costs associated with raising water valves as a result of work completed through the Annual Pavement Project.
The carryover of unexpended capital project funds from FY 2024/25 to FY 2025/26 is necessary in order to continue or complete projects beyond the current fiscal year. As appropriations lapse annually on June 30th, recommendations to carryover funding will be brought forward for City Council consideration as part of the budget adoption actions in June 2025.
Status of Reserves
The Proposed Budget incorporates reserves in various funds as reflected in the Source and Use Statements.
General Fund Reserves
Budget Stabilization Reserve (BSR) – This reserve is used as an allocation for weathering economic downturns, emergency financial crises or disaster situations. Per Council policy, the Budget Stabilization Reserve target is equal to the cost of the City’s General Fund operations for three months, or 25% of the expenditure budget. In recent years, the City Council adopted budget principles that allowed this reserve to drop to 15% of budgeted expenditures given the City’s budget challenges. With the improved fiscal condition and the availability of one-time funds, the Proposed FY 2025/26 and FY 2026/27 Biennial Budget brings the reserve to the Council policy level of 25%. In the Proposed Budget, the BSR is set at $80.9 million in FY 2025/26 and $83.2 million in FY 2026/27. Land Sale Reserve – The City Council established the Land Sale Reserve with net proceeds from the sale of City-owned land. The Land Sale Reserve currently has a balance of $10.3 million and is available for appropriation by City Council action. This reserve was temporarily used to support the International Swim Center (ISC) capital project in FY 2024/25 and is expected to be replenished once bonds are issued for the ISC project.
Capital Projects Reserve – The Capital Projects Reserve (CPR) earmarks funds for the Capital Improvement Program (CIP). The minimum target for this reserve is $5.0 million. This reserve increases from $8.8 million at the end of FY 2025/26 to $10.8 million in FY 2026/27. The Proposed Budget assumes a $1.0 million contribution in FY 2025/26 and a $2.0 million contribution in FY 2026/27. The Ten-Year Forecast assumes additional increases to the annual contribution of $1.0 million annually to fund ongoing infrastructure needs, increasing the ongoing allocation to $10.0 million by FY 2034/35.
Utility Fund/Other Reserves
The Utility Funds incorporate various reserves to cover potential shortfalls in operating revenues, maintain strong bond ratings, cover day-to-day operating costs, and ease the burden on ratepayers associated with large rate increases. These typically include an Operations and Maintenance Reserve (generally set at three months of operations), a construction reserve and a rate stabilization reserve. The Utility Funds also include a Pension Trust Reserve. Select other reserves are set aside in various funds as necessary. 21 22
City of
Santa Clara
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 2025/26 Operating, Debt and Capital Budget was adopted by the Stadium Authority Board on March 11 , 2025 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; expenditures related to the Stadium Authority can also be found in the General Fund Non-Departmental section of this document.
Next Steps
As part of the budget deliberation process, two City Council study sessions are scheduled for May 13, 2025, and May 27, 2025, before the public hearing and planned budget adoption on June 10, 2025. An overview of the Proposed FY 2025/26 and 2026/27 Biennial Operating will be presented at the May 13th Study Session.
Summary
This document is intended to provide the City Council and the community with a transparent plan that facilitates discussion of City services and the alignment of proposals with City Council and community priorities. The Proposed Fiscal Year 2025/26 and 2026/27 Biennial Operating Budget reflects improvement from the prior biennial budget and allows for targeted investments to address City Council priorities and other high priority needs. This budget also uses one-time funding to increase the Budget Stabilization Reserve to the Council policy level of 25% of expenditures. In addition to the General Fund, balanced budgets are presented for the City's many other operating and capital funds. This includes the City's utility funds that represent the majority of the City's budget and are primarily supported by user fees.
While the financial picture is better, it is important to note that there is increasing economic uncertainty in the rapidly changing environment. In addition, there is not sufficient funding to restore all the frozen positions, add funding to support new service areas and growth in the City, and to fully fund all the capital infrastructure maintenance and needs. The City will continue to pursue strategies to address these needs and recommends funding for a Fiscal Sustainability Plan to develop a framework for moving forward.
City departments worked together as a team to prepare this fiscally responsible, balanced budget. The hard work and dedication of City's Department Heads and employees are greatly appreciated. I would also like to thank the City Council for our continued strong partnership in supporting vital City services while also ensuring the fiscal health of the City.
Respectfully submitted,
Kenn Lee
Director of Finance
FY 2025/26 AND FY 2026/27 PROPOSED OPERATING BUDGET I TRANSMITTAL LETTER FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y AT A G LA NC 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 13th largest city in the U.S., and the wider nine-county San Francisco Bay Area.
Population1
The 2024 population of the City of Santa Clara is estimated at 132,048 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
$173,670.
23 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y AT A G LA NC E Business1
Businesses in City of Santa Clara range from entrepreneurial start-ups to longstanding family-owned firms and 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, Kaiser Foundation Health Plan, and Nvidia Corp.
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 48,601 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 2025, the median price of a single-family home was $2,065,000, and the average rent for a one-bedroom apartment was $3,125. Santa Clara has invested millions of dollars in affordable housing projects and oversees long term affordability compliance for 6,399 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. Phase I of the service covers southern Santa Clara, and in the fall of 2026, Phase II will expand the service area to include all areas north of the railroad tracks, providing service to the entire city. Santa Clara has also placed a priority on enhancing multimodal transportations for residents and businesses by providing additional bicycle facilities throughout the City 24 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y AT A G LA NC E 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 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 $109 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. The Water & Sewer Utilities also received the Clean Water Environment Association’s Collection System of the Year 2024 award for medium-sized utility in the wastewater field.
25 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y AT A G LA NC 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, mixed-use, and commercial/ industrial projects:
1125 Coleman Avenue received an Architectural Review
permit to allow an eight-story hotel with 225 rooms;
5200 Patrick Henry Drive received an Architectural Review permit to allow a new four-story office building;
4590 Patrick Henry Drive received an Architectural Review permit to an eight-story, 284-unit multi-family residential building;
1231 Comstock Street received an Architectural Review permit to allow a four-story 111,978 square foot data center; 3575 Stevens Creek Boulevard received Architectural Review permit approval a new Starbucks café with a drive-through;
840, 868, & 870 Parker Street received an Architectural Review permit to allow a new one & a half story 20,284 square foot industrial building;
2518 Mission College Boulevard received approval on a General Plan Amendment, Rezone, and Vesting Tentative Subdivision map to allow development of 1,792 residential units in the Freedom Circle Focus Area; and
3005 Democracy Way received approval for a Planned Development Rezone, Vesting Tentative Subdivision Map, and Development Agreement for the Mission Point by Kylli Mixed-Use Project Located to allow the development of up to 1,800-2,600 multi-family residential units; 2.2-3 million Square Feet of Office/Researchand-Development (R&D); up to 100,000 square feet of commercial retail; and open space.
In addition to projects receiving planning approval, 2,946 residential units were constructed this fiscal year in 12 multifamily residential buildings.
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 2023 and January 2024 City Population Table US Census QuickFacts, July 1, 2024
Santa Clara County Association of Realtors Market Housing Statistics March 2025 Santa Clara University 2024-2025 Undergraduate Bulletin Apartments.com Rental Market Trends –April 21, 2025
Employment Development Department, Major Employers in California Data USA Santa Clara
26 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y AT A G LA NC E 27 City of
Santa Clara
T~alpa~s,
Mourt
r ~
statePa~r
[TI
Golden Gate
N<tional
Recreaticn Area
Aage
Island
r L{-"
San Francisco ,-- _ ....... ,
secrame o
pomlles
r
I
[TI
y_.
6m ...
[TI '
LollAna•I••
0350mlli1
[ BAY AREA l 0
~ af,iye\ie
_ / Walnut Creek
~ Moraga Emeryville-- lHl
--n-Piedmon
~ - Oakand
Mount
Dlablo
State Park
San Ramon
Big BaSin ~
Redwoods
State Park
5 10
Miles
0 d Scotts&ITey
Sant
OJThe Fer-est
ctNisene
Marks State Pak
M nt y
ay
. ~ Livermore
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y AT A G LA NC E 28 City of
Santa Clara
Community Profile1
Geography
Persons per Square Mile
Santa Clara: 6,984
County: 1,500
Population
Santa Clara County
-. -. -.
132,048 1,903,198
Land in Square Miles
Santa Clara: 18.28
County: 1,291
Diversity
City of Santa Clara County of Santa Clara
48%
42%
29% 28%
25%
16%
Age ,~
Santa Clara County
Median Age • • Median Age
34.5 years It 37.9 years
Age 18-64: Age 18-64:
71% 65%
Foreign Born
Santa Clara: 45%
County: 41%
Median Family Income
Santa Clara
$173,670
County
$159,674
*
Asian W hite Hispanic American Afri can
Indian, American
Pacific
Islander or
mixed race
Education
High School Graduate or Higher
Santa Clara
94%
County
89%
Bachelor's Degree or Higher
Santa Clara County
65% 56%
Labor Market
Labor Force
Santa Clara: 78,700
County: 1,035,200
Unemployment Rate
Santa Clara: 3.5%
County: 4.0%
1US Census QuickFacts July 2024; CA EDD - Labor Market Info as of March 2025; CA Dept. of Finance Demographic Research Unit; Data USA Santa Clara
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S A N T A C L ARA C O MP A RI S ON T O O T H E R L O CA L C I T I E S
SANTA CLARA COMPARISON
TO OTHER LOCAL CITIES IN THE LOCAL REGION
The following graphs compare FY 2024/25 per capita revenues from key sources and total budgeted expenditures for FY 2024/25 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 2024/25. The assets per capita for FY 2023/24 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 2024/25 Adopted Budget
$0
$200
$400
$600
$800
$1,000
$1,200
FY 2024/25 Property Tax Per Capita
29 City of
Santa Clara
I I
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S A N T A C L ARA C O MP A RI S ON T O O T H E R L O CA L C I T I E S Source: City of Milpitas FY 2021/22 Adopted Budget
$0
$100
$200
$300
$400
$500
$600
$700
FY 2024/25 Sales Tax Per Capita
Source: City of Milpitas FY 2024/25 Adopted Budget
$0
$50
$100
$150
$200
$250
$300
$350
$400
$450
FY 2024/25 Transient Occupancy Tax Per Capita
Source: City of Milpitas FY 2024/25 Adopted Budget
30 City of
Santa Clara
I I I
- - -I I I I I I
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S A N T A C L ARA C O MP A RI S ON T O O T H E R L O CA L C I T I E S Source: Each city’s FY 2024/25 Adopted Budget
Source: Each city’s FY 2024/25 Adopted Budget
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
$4,000
$4,500
FY 2024/25 General Fund Revenue per Capita
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
$4,000
$4,500
$5,000
FY 2024/25 General Fund Expenditures per Capita
31 City of
Santa Clara
1 I I I I I I I
1 I I I I I I I
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S A N T A C L ARA C O MP A RI S ON T O O T H E R L O CA L C I T I E 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 2024/25 Adopted Budget
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
$16,000
$18,000
FY 2024/25 Budget (All Funds) per Capita
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$35,000
$40,000
$45,000
FY 2023/24 Assets per Capita
Source: Each city’s FY 2023/24 Annual Comprehensive Financial Report; FY 2022/23 Annual Comprehensive Financial Report used for City of Hayward
32 City of
Santa Clara
■
■
I I
I I
I I I I I I
I I I I I
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | R O S T E R AN D MA N A GE ME NT T E A M Roster of City Council and Commission Members*
City Council
Mayor Lisa M. Gillmor
Councilmember District 1 Albert Gonzalez
Councilmember District 2 Raj Chahal
Councilmember District 3 Karen Hardy
Councilmember District 4 Kevin Park
Councilmember District 5 Sudhanshu “Suds” Jain
Vice Mayor, Councilmember District 6 Kelly G. Cox
Board of Library Trustees Civil Service Commission
Jonathon Evans
Daniel Huynh
G. Salim Mohammed
Debbie Tryforos
Stephen Ricossa
Franklin J. Felizardo
Samuel Pumarejo
Arti Purohit
Ron Billingsley
Wesley Dudzinski
Cultural Commission Historical and Landmarks Commission Candida Diaz
Louis Samara
Debra von Huene
Jonathan Marinaro
Abinas Roy
Neetu Garg
Patricia Leung
Ana Vargas-Smith
Michael Celso
Yvonne Inciarte
Kathleen Romano
Amy Kirby
Ed Stocks
Parks and Recreation Commission Planning Commission
Derek DeMarco
Dana Caldwell
Maureen Reilly Chu
Vikas Gupta
Eversley Forte
Sajid Hai
Brittany Ricketts
Priya Cherukuru
Yashraj Bhatnagar
Nancy A. Biagini
Eric Crutchlow
Lance Saleme
Qian Huang
Mario Bouza
Salary Setting Commission Senior Advisory Commission
David Kertes
John Sontag
Mihir Kakkad
MV Kumar
Rick Andrews
Edmund Drozek
Srinivasan Manivannan
Maria Vaz
Youth Commission
Julianna Arias
Allysa Domensino
Namita Gaidhani
Simren Garg
Srikha Gopisetti
Maryam Ismail
Neha Israni
Ryan Kim
Rebecca Kunze
Kira Liang
Malia Martin
Samaira Mehta
Hiranya Parekh
Brian Rong
Samarth Suresh
*As of April 2025
33 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | R O S T E R AN D MA N A GE ME NT T E A M *As of April 2025
Executive Management Team*
City Manager
Jōvan D. Grogan
City Attorney City Auditor
Glen Googins Vacant
City Clerk Chief Operating Officer
Bob O’Keefe Nadine Nader
Assistant City Manager Assistant City Manager
Chuck Baker Elizabeth Klotz
Chief of Police Fire Chief
Cory Morgan Ruben Torres
Director of Human Resources Director of Finance
Aracely Azevedo Kenn Lee
Director of Parks and Recreation Director of Information Technology Damon Sparacino Gaurav Garg
City Librarian Chief Electric Utility Officer
Patty Wong Nico Procos (Acting)
Director of Water and Sewer Utilities Director of Public Works Gary Welling Craig Mobeck
Director of Community Development
Afshan Hamid
Director of Economic Development &
Sustainability
Reena Brilliot
34 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y O R G AN I ZAT I O N 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
35 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y O R G AN I ZAT I O N 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
36 -------
-------,
-------,
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y O R G AN I ZAT I O N C HA R T Electric Utility Department *
Administrative and Business Services
1311 – Financial Services
1316 – Administrative Services
Engineering and Project Management
1361 – Engineering
Resource Planning and Engagement
1312 – Public Benefits
1313 – Key Accounts
1315 – LCRE Program
1317 – Fiber Program
1319 – 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 – Utility Compliance
1351 – Systems Support
1362 – Power System Controls
1371 – Metering
1372 – Substation Maintenance
1376 – Transmission & Distribution
1377 – Generation
* This reflects various program and division changes
effective FY 2025/26. For more information, refer to the Electric Utility Department Section – Budget Summaries.
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
7812 – Special Operations
Community Risk Reduction
7831 – Administration / Investigation /
Education
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
Training
7841 – Training – Fire
37 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y O R G AN I ZAT I O N 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
1263 – Literacy Grants
Adult Services
1234 – Read Santa Clara
1241 – Reference and Adult Collections
1244 – Local History
Branch Services
1233 – Mission Library
1235 – Northside Branch
1236 – Bookmobile and Mobile Library
Services
Customer Services
1245 – Customer Services
Facilities
1271 – Facilities
Technical and Technology Services
1251 – Technical Services
1272 – Technology
Youth Services
1231 – Youth Services
1232 – Library – Young Adult
Parks and Recreation Department
Administration
1121 – Administration
1122 – Park Development
1123 – Park Projects
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
38 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y O R G AN I ZAT I O N C HA R T Police Department
Administrative Services
7742 – Administration
7744 – Professional Standard
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
7765 – Reserves
Investigations
7732 – General Investigation
7733 – Special Enforcement Team
7734 – Records
Special Operations
7761 – Special Operations General
7764 – Special Operations – Specialized
Teams
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
4452 – Development Support
Engineering – Traffic
4431 – Traffic – General Services
4432 – Traffic – Developer Projects
4433 – Traffic – Capital Improvement
Projects
4434 – Traffic Signal Management
4435 – Traffic Striping and Signing
Facility Services
2222 – Maintenance Repair
2223 – Janitorial
2961 – Convention Center Maintenance
District
Fleet Management
2111 – Fleet Acquisitions
2123 – Fleet Operations
Streets
2911 – Street Maintenance
2921 – Storm System Maintenance
2924 – Non-Point Source
2931 – Garbage Collection
2932 – Clean Green Collection
2933 – Clean Up Campaign
2934 – Residential Recycling
2935 – Street Sweeping
2936 – Household Hazardous Waste
2941 – Parking District Maintenance
2951 – Landscape Maintenance
2952 – Street Tree Program
2971 – Traffic Maintenance
39 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y O R G AN I ZAT I O N 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
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
8011 – Sports and Open Space Authority
8014 – Santa Clara Convention Center
Citywide Strategic Programs & Initiatives
3631 – Citywide Strategic Programs &
Initiatives
3632 – Office of Emergency Management
Stadium Operations
3621 – Stadium – General Administration
3622 – Stadium – Police
3623 – Stadium – Fire
3624 – Stadium – Public Works
3625 – Stadium – Information Technology
40 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | B U D GE T AN D F IS CA L P O L I CI E S
BUDGET AND FISCAL POLICIES
We present the relevant policies and practices that specifically define 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 41 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | B U D GE T AN D F IS CA 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 (CIP). Projects included in the CIP are to be consistent with the City’s General Plan. Per State Government Code Section 65401, the Planning Commission reviews the CIP 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 CIP.
The 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.
42 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | B U D GE T AN D F IS CA 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. 43 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | B U D GE T AN D F IS CA 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/showpublisheddocument/86007/638737535996622213). 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.
44 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | B U D GE T AN D F IS CA 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:
(https://www.santaclaraca.gov/home/showpublisheddocument/63748/636916928072330000).
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 45 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | B U D GE T AN D F IS CA L P O L I CI E S a conflict of interest. Submission of an application in no way obligates the City to award a grant and the City reserves the right to reject any or all applications, wholly or in part, at any time, without penalty.
Stadium Authority Policy
The Stadium Authority exists as a public body, separate and distinct from the City, and is established to provide for development and operation of Levi’s Stadium. It is structured so that the City will not be liable for debts or obligations of the Authority. The governing board duties and the fiscal policies that govern the Stadium Authority are included in the stand-alone Operating, Debt, and Capital Budget that is adopted by the Stadium Authority Board. This can be found at https://www.santaclaraca.gov/our-city/santa-clara-stadium-authority/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.
46 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | B U D GE T G UI DE
BUDGET GUIDE
The following information is presented to help the reader understand the way the City allocates budgets and accounts for the operations of the City. Explanations are presented in two categories: Budget Book Details and Fund Accounting.
UNDERSTANDING THE OPERATING BUDGET
Budget Definition
The budget of the City is a detailed operating 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 approved services to be provided during the fiscal year and the associated appropriations to cover the costs of the programs, projects, services, and activities. These are funded by the estimated revenue and/or fund balance available to finance the approved 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 operating budget on or before June 30 for the ensuing fiscal year that begins July 1.
The procedures to establish the budget are as follows:
1. Departments review their annual budget to determine what their base budget needs to be for the following year, in order to keep the City Council-approved level of service currently provided. Once these adjustments are identified, base budget requests are submitted to the Finance Department for review.
2. After receiving all base budget requests and corresponding back-up documentation to support the requests, the Finance Department meets with the City Manager’s Office to review all department requests. Once these meetings take place, the base budget is established for each department.
3. The City Manager’s Office, along with the Finance Department, coordinate a citywide presentation to kick off the budget process to provide a brief overview to departments of what is expected in their submissions as well as a timeline of due dates for service level change requests. 47 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | B U D GE T G UI DE Budget Process
4. Departments submit to the Finance Department all service level change requests for the operating budget, as well as any critical needs for adjustments in their capital budget. The Finance Department reviews all submissions, working with departments to resolve any questions or outstanding issues.
5. Budget meetings are held between the City Manager’s Office, the Finance Department, and departments to review all service level change requests. After these meetings have taken place, decisions are finalized based on the items presented, balancing each fund’s budget and incorporating City Council priorities.
6. In the spring, there is typically a City Council strategic priority setting retreat. Any recommendations that come forward during this retreat are incorporated into service level change requests. During this timeframe, the City Council is also briefed on the Ten-Year General Fund Financial Forecast.
7. The City Manager submits to the City Council a proposed operating budget for the two following fiscal years, as well as any capital 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.
8. Public hearings are conducted to obtain comments from City Councilmembers and residents. Copies of the proposed budget shall be available for inspection by the public in the office of the City Clerk at least ten days prior to these hearings.
9. The budget is legally enacted through passage of a minute order.
From the effective date of the budget, the amounts stated therein as 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 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.
In addition to the biennial appropriated operating budget, every other year a biennial capital budget is adopted and a five-year capital needs plan is updated and accepted by the City Council for the City's anticipated capital projects to be funded over the next five years. For the capital budget, the legal level of budgetary control is at the project level.
48 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | B U D GE T G UI DE Budget Book Details
The Operating Budget includes a City Manager’s Transmittal Letter that provides an overview of the organization, the short- and long-term issues facing the City, City Council priorities and the changes to the budget as they align to strategic initiatives.
The City Profile and Organization Chart section provides basic facts about the City, a detailed roster of elected officials including Boards and Commissions, the City’s executive team, comparison of key revenue and expenditure data to other local cities and the City organization chart.
The Budget and Fiscal Policies section provides detailed policy framework driving the development of the budget, including a glossary and acronym index.
The Budget Summary details the total City budget across all funds, with adjusting entries reconciling to a total net City budget.
The Summary of Budgeted Positions by Department details the City’s budgeted positions and reconciles changes throughout the year.
The Statement of Sources and Uses of Funds section details revenues, expenditures and fund balance position including prior year actual activity, current year budget and estimated revenue and expenditures, and two budget years. This section is organized by accounting fund type detailed later in this section.
The Debt Service section details the City’s debt policies, long-term debt obligations, legal debt margin, the tenyear 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 Financial Forecast section includes overviews of the General Fund and selected other funds forecasts. These overviews include revenue and expenditure assumptions.
Department sections detail each department mission and objectives broken into divisions and programs. A summary of accomplishments from the past year, objectives for the next two years and budget highlights are included. A table summarizing Dollars by Division and Program, Dollars by Fund, and Dollars by Category provide multiple views of the budgeted dollars. Position budgets are developed initially in the fall of the preceding year with an interface of salary and benefits data with the Human Resources/Payroll system. These positions are reviewed and amended based on Council-approved service levels with allocations reflected by fund, division, and program. A summary of positions by division and program, by fund, and by job classification are included in each department. Budget reconciliations are included in each department section. This section summarizes changes from the prior Adopted Budget, including one-time and ongoing changes to the Base Budget and Service Level Changes. After the budget reconciliation are the service level change items. This portion of the department section includes a description of the action, the dollar amount in each budget year and any associated position change. Each service level change discusses the performance impact and notes the alignment to the City Council priorities represented in a strategic pillar. 49 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | B U D GE T G UI DE Categories of Expenditures
Salaries – Includes regular salaries, overtime pay, vacation pay, holiday, separation payouts, and premium pays such as Police Officer Standards and Training (POST) pay, out-of-class pay, night differential pay, hazard pay, evidence tech pay, and paramedic pay. These costs are primarily driven by the number of positions budgeted within the program.
Benefits – Includes Medicare, social security, health allocation, other post-employment benefits (OPEB), and CalPERS retirement costs. Other benefits such as Voluntary Employee Beneficiary Association (VEBA), dental, life insurance, uniform allowance, meal allowance, employee assistance program, auto allowance, mobile phone allowance, and professional development are included, if applicable.
Materials/Services/Supplies – Includes all expenditure items that the department has direct control over such as contract costs, supplies, equipment purchases, and utility charges. For the second year of the Biennial Operating Budget, a 2% increase to costs has been applied to most line items.
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.
Services from Other Funds – Cost Allocation Plan – Includes central services costs (e.g., Human Resources, Finance, City Manager’s Office, City Attorney’s Office) that are allocated to funds as calculated in the Cost Allocation Plan. The Cost Allocation Plan costs, which are typically termed "citywide overhead", are allocated to departments and funds receiving the support based on an allocation factor, such as employee count or budgeted expenditures. The Cost Allocation Plan is typically updated by a third-party consultant every two or three years and include modest increases between updates.
Interfund Services – Includes allocated charges for services provided by various departments or central costs as budgeted in the City’s internal service funds. Citywide liability claims costs, vehicle maintenance and replacement, unemployment insurance, workers’ compensation costs, communications equipment, and information technology costs are reflected in internal service funds and the costs are apportioned to departments or funds in the City based on an appropriate allocation factor for each internal service fund.
Capital Outlay – Includes small capital expense purchases not budgeted within the capital 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. Transfers to other funds are included in the department budget sections.
Debt Service – Funding provided to pay for the City’s Debt Service obligations. These costs have been excluded from department budgets and detailed in a separate Debt Service section in the document. 50 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | B U D GE T G UI DE Strategic Pillars
The following are the strategic pillars established by the City Council to provide a framework for this budget document. In each department section, service level changes and performance and workload measures aligned to one of the Council-approved pillars below:
Enhance Community Engagement and Transparency
Deliver and Enhance High Quality Efficient Services and Infrastructure
Manage Strategically Our Workforce Capacity and Resources Promote and Enhance Economic, Housing and Transportation Development
Promote Sustainability and Environmental Protection
Enhance Community Sports and Recreational and Arts Assets Ensure Compliance with Measure J and Manage Levi’s Stadium 51 ◄ a
I I I I
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | B U D GE T G UI DE Performance and Workload Measures
In program budgeting, Performance and Workload Measures are used to measure the performance of the department. These measures align budget dollars allocated to provide services with City Council priorities through Strategic Pillars in an effort to drive budgetary decision making. These measures provide insight into how efficiently or effectively the City is providing services in each major program. They are the measures through which the value of services can be assessed by Council and the public. Workload measures provide insight into the volume of effort that is required to provide each service.
Performance and Workload Measures tend to remain the same year after year to provide longitudinal data which allows trends to be evaluated. There are, however, some programs which do not have performance measures and/or workload measures. These are in areas where quantifiable results are either not available or where it would be too costly to gather the information. Additionally, there are programs where there are no results/budget for particular years, as noted by "N/A". This typically indicates that the measure was: (1) new for the budget year, (2) the program is closed/closing for the budget year, or (3) the measure moved to another program due to a department reorganization of structure. All measures are tied to a strategic pillar, displayed by the icons in the Performance and Workload Measures tables. Performance and Workload Measures added or deleted are noted on each measure.
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 that are not accounted for in another fund. Examples of departmental operations accounted for in the General Fund include Police, Fire, Library, and Parks and Recreation.
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 Downtown Parking Maintenance District 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 Improvement Program Funds - Used to account for financial resources to be used for the acquisition, improvement, replacement and/or upgrade to the City’s infrastructure. There are various capital funds set up for different types of capital projects. 52 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | B U D GE T G UI 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.
Fiduciary Fund Types
The City has three types of Fiduciary Funds: Agency Funds (e.g., Employee Benefit and Liability Clearing, Deposits), the Other Post Employment Benefit (OPEB) Plan Trust Fund; and the Private Purpose Trust Funds (e.g., Successor Agency). These funds are excluded from the budget because the City cannot use these resources to finance its own operations.
While each department section provides for a budget breakdown by fund, this budget document also includes statements of sources and uses for all of the City’s funds, categorized by the type of fund as described above.
Each of these financial statements includes the 2023/24 Actuals, 2024/25 Amended Budget, 2024/25 Estimate, and the 2025/26 and 2026/27 Proposed Budget. The 2024/25 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 2024/25. The Proposed Budget columns take into account the base budget plus all service level changes included in this document. 53 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | B U D GE T CA LE N D AR
BUDGET CALENDAR
October -
December
January -
February March
March –
April
April –
May
May –
June June
Departments
Submit Base
Requests
Departments
Submit
Operating
Budget
Proposals
Departments
Submit Capital
Improvement
Program (CIP)
Budget
Proposals and
Municipal Fee
Schedule
Changes
City Manager's
Office and
Finance
Department
Review of
Operating
Proposals
With
Departments
Public Hearing
and Adoption of
FY 2025/26
Municipal Fee
Schedule
Study Sessions
on FY 2025/26
and FY
2026/27
Proposed
Operating
Budget and FY
2025/26 CIP
Changes
Public Hearing
and Adoption of
FY 2025/26
and FY
2026/27
Proposed
Operating
Budget and FY
2025/26 CIP
Changes
Finance
Department
Review of Base
Budget
Finance
Department
Review of
Operating
Budget
Proposals
City Manager's
Office and
Finance
Department
Review of CIP
Budget
Proposals and
Municipal Fee
Schedule
Changes
Finalize
Operating and
CIP Proposals
and Proposed
Budget
Finalize FY
2025/26
Municipal Fee
Schedule
February -
54 ! ! !
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | B U D GE T P R IN CIP L E S BUDGET PRINCIPLES FOR FY 2025/26
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 considering budget augmentations and service restorations, factor in the long-term ability to support the additions and the potential community and organizational disruption if funding is not available in the future.
5. Focus on projects and services that benefit the community as a whole.
6. Pursue economic development objectives and strategies to foster new public and private investment within Santa Clara, and to create employment opportunities.
7. Balance between compensation adjustments to retain and attract employees and funding for positions.
8. 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.
9. 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.
10. 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.
11. 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).
12. Explore expanding existing revenue sources and/or adding new revenue sources.
13. Engage employees to contribute new and innovative ideas during the department budget development process.
14. Use the General Plan as a primary long-term fiscal planning tool and link the ability to provide City services to development policy decisions.
55 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | G L O S S AR 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).
56 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | G L O S S AR 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. 57 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | G L O S S AR 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, facilities, or major renovations of the 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.
58 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | G L O S S AR Y Council Priority Setting Session – annual meeting of the City Council to formulate the City Council’s priorities and initiatives and establish Priority Areas of Focus and key initiatives for the City organization.
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.
59 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | G L O S S AR Y Equity - The net assets of a fund (i.e. the assets less the liabilities on a fund balance sheet).
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).
60 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | G L O S S AR 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. 61 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | G L O S S AR 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.
62 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | G L O S S AR 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%. 63 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | G L O S S AR 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. Enhance Community Engagement and Transparency; 2. Deliver and Enhance High Quality Efficient Services and Infrastructure; 3.
Enhance Community Sports, Recreational and Arts Assets; 4. Promote and Enhance Economic, Housing and Transportation Development; 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.
64 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | G L O S S AR 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 13.5%.
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. 65 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | A C R ON Y MS
ACRONYMS
AB Assembly Bill
ACFR Annual Comprehensive Financial Report
ADA Americans with Disabilities Act
AIPG All Inclusive Playground Grant
ALS Advanced Life Support
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
66 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | A C R ON Y MS CRC Community Recreation Center
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
67 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | A C R ON Y MS GWh Giga Watt Hour
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
68 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | A C R ON Y MS PCA Property Condition Assessment
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
69 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | A C R ON Y MS TOT Transient Occupancy Tax
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
70 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | B U D GE T S U M MA R Y BUDGET SUMMARY | SOURCES
FY 2023/24
Adopted
FY 2024/25
Adopted
FY 2025/26
Proposed
Change
%
FY 2026/27
Proposed
Revenue Sources1
:
Property Tax 85,880,000 94,481,000 101,272,800 7.2% 106,111,600 Sales Tax 60,524,000 62,900,000 65,850,000 4.7% 67,806,000 Transient Occupancy Tax 21,275,000 22,850,000 27,500,000 20.4% 28,600,000 Franchise Tax 5,150,000 5,350,000 5,600,000 4.7% 5,824,000 Gas Tax 5,900,000 6,300,000 6,600,000 4.8% 6,600,000
Other Taxes 1,983,077 1,991,557 2,000,032 0.4% 2,040,033 Planning Fees 7,969,600 8,222,000 8,486,000 3.2% 8,758,000 Other Fees 50,228,665 109,151,254 86,171,075 (21.1%) 116,522,619 Licenses and Permits 17,421,995 18,013,995 18,526,995 2.8% 19,076,995 Fines and Penalties 1,225,000 1,452,000 1,557,000 7.2% 1,557,000 Rents and Leases 8,877,385 9,414,022 11,147,081 18.4% 11,991,495 Electric Utility 654,793,213 704,368,419 805,984,959 14.4% 889,181,869 Electric Special Revenues 37,793,434 48,751,885 45,957,521 (5.7%) 48,842,111 Water Utility 58,234,600 61,485,300 73,184,500 19.0% 78,814,100 Sewer Utility 42,500,700 45,950,200 51,195,900 11.4% 55,880,808 Water Recycling Utility 7,203,200 8,038,800 9,140,100 13.7% 11,085,400 Solid Waste Services 39,037,957 41,046,212 41,362,560 0.8% 43,317,062 Storm Drain Fees 2,908,000 1,454,000 2,908,000 100.0% 2,908,000 Miscellaneous Charges for Services 6,688,788 7,152,020 8,165,144 14.2% 8,372,044 Grant Revenue 12,677,678 25,704,805 4,437,880 (82.7%) 0 Housing Related 2,405,250 3,086,472 3,081,662 (0.2%) 3,139,436 Other Agencies 18,676,343 15,782,032 7,614,482 (51.8%) 7,226,615 Other Revenues 20,761,538 23,565,112 24,902,675 5.7% 26,004,973 State Revenues 162,000 162,000 162,000 0.0% 162,000
Traffic Mitigation 1,221,500 1,000,000 500,000 (50.0%) 750,000 Interest Income 14,093,836 19,596,480 36,747,835 87.5% 38,081,130 Reimbursements 7,365,310 8,036,282 20,336,592 153.1% 10,602,067 Developer Contributions 59,680,289 37,304,727 7,168,406 (80.8%) 16,294,380 Sale of Land or Property 249,600 100,000 161,919 61.9% 161,919 Bond Proceeds 335,250,000 130,000,000 246,000,000 89.2% 0 Interdepartmental Revenue 96,010,382 104,042,838 120,861,262 16.2% 125,603,728 Transfers From 399,784,369 224,565,867 333,539,460 48.5% 72,804,550 Gross Revenue 2,083,932,709 1,851,319,279 2,178,123,840 17.7% 1,814,119,934 Less Transfers In and Interfund
Revenues2
(495,794,751) (328,608,705) (454,400,722) 38.3% (198,408,278) Net Revenue 1,588,137,958 1,522,710,574 1,723,723,118 13.2% 1,615,711,656 Capital Improvement Program
Carryover
258,997,785 279,935,629 0 (100.0%) 0
(Contribution to) / Use of Reserves (90,788,144) (157,050,439) (173,798,144) 10.7% (211,485,883) Total Net Sources3
1,756,347,599 1,645,595,764 1,549,924,974 (5.8%) 1,404,225,773 71 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | B U D GE T S U M MA R Y BUDGET SUMMARY | USES
FY 2023/24
Adopted
FY 2024/25
Adopted
FY 2025/26
Proposed
Change
%
FY 2026/27
Proposed
Expenditures1
:
Operating Budget:
City Council 1,124,281 1,196,923 1,256,889 5.0% 1,299,793 City Attorney's Office 3,076,516 3,357,661 4,619,355 37.6% 4,775,470 City Clerk's Office 1,947,261 2,102,267 1,760,244 (16.3%) 2,375,210 City Auditor 948,445 990,178 1,075,554 8.6% 1,095,175
City Manager's Office 5,410,204 8,222,051 5,859,758 (28.7%) 6,070,190 Community Development 34,572,743 26,402,719 27,834,360 5.4% 28,911,168 Electric Utility 719,003,859 762,167,483 810,300,139 6.3% 891,651,758 Finance 18,192,257 20,020,175 20,903,394 4.4% 21,857,706 Fire 69,732,009 73,985,877 81,298,549 9.9% 84,205,231
Human Resources 4,300,090 4,845,256 5,220,869 7.8% 5,368,086 Information Technology 13,770,485 15,639,338 18,399,879 17.7% 18,617,307 Library 11,135,937 11,732,505 12,098,279 3.1% 12,455,868 Parks & Recreation 23,892,478 25,234,878 26,785,682 6.1% 27,417,078 Police 86,688,554 93,239,805 100,425,435 7.7% 105,883,259 Public Works 89,113,204 96,997,383 98,202,966 1.2% 100,496,111 Water and Sewer Utility 96,385,559 119,318,870 138,642,919 16.2% 142,861,443 Non-Departmental4
50,695,213 64,543,916 67,614,413 4.8% 60,104,012
Other Agency 10,000 10,200 11,404 11.8% 11,612
Internal Services 12,397,000 13,077,000 16,110,000 23.2% 14,861,000 Debt Service 374,973,049 152,263,704 273,224,645 79.4% 27,234,381 Gross Operating Budget 1,617,369,144 1,495,348,189 1,711,644,733 14.5% 1,557,551,858 Less Transfers Out and Interfund
Expenses2
(515,319,491) (416,866,269) (528,008,962) 26.7% (302,635,147) Net Operating Budget 1,102,049,653 1,078,481,920 1,183,635,771 9.8% 1,254,916,711 Capital Improvement Program Budget:
Total Capital Improvement Program 653,374,495 564,558,485 362,752,116 (35.7%) 145,643,763 Public Works Management Services 4,111,656 4,373,674 4,991,087 14.1% 5,119,299 Less Transfers Out (3,188,205) (1,818,315) (1,454,000) (20.0%) (1,454,000) Total Capital Improvement
Program Budget3
654,297,946 567,113,844 366,289,203 (35.4%) 149,309,062 Total Net Uses 1,756,347,599 1,645,595,764 1,549,924,974 (5.8%) 1,404,225,773 1 Excludes Stadium Authority operating budget 2
Excludes internal services fund operating budget, non- City Convention Center activities, and all transfers 3 Includes Capital Improvement Program Carryover in FY 2023/24 Adopted Budget and FY 2024/25 Adopted Budget 4 Includes Convention Center operating budget
72 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | B U D GE T S U M MA R Y BUDGET SUMMARY | REVENUE SUMMARY
Fund Type
FY 2023/24
Actual
FY 2024/25
Adopted
FY 2025/26
Proposed
Change
%
FY 2026/27
Proposed
Change
%
General Fund
001 General Fund 296,883,329 297,570,993 337,445,776 13.4% 340,402,275 0.9% Total General Fund 296,883,329 297,570,993 337,445,776 13.4% 340,402,275 0.9% Special Revenue Funds
463 Bridge Maintenance District #2 Fund 116,242 90,000 91,800 2.0% 93,600 2.0% 155 Building Development Services Fund 16,348,944 16,164,000 16,858,258 4.3% 17,482,923 3.7% 220 Building Special Programs and Training
Fund
58,668 44,995 44,995 0.0% 44,995 0.0%
165 City Affordable Housing Fund 10,992,691 1,168,177 1,253,326 7.3% 1,265,252 1.0% 027 Community Facilities District No. 2019-1
(Lawrence Station) Fund
374,769 391,557 400,032 2.2% 408,033 2.0%
026 Convention Center Maintenance District
Fund
2,179,340 1,862,825 1,993,225 7.0% 2,143,265 7.5%
124 Developer Traffic Payments Fund 260,410 0 0 N/A 0 N/A 025 Downtown Parking Maintenance District
Fund
152,456 139,530 153,584 10.1% 160,983 4.8%
077 Endowment Care Fund 239,704 180,000 210,000 16.7% 210,000 0.0% 144 Engineering Operating Grant Trust Fund 1,024,894 0 0 N/A 0 N/A 079 Expendable Trust Fund 276,855 0 0 N/A 0 N/A
159 Fire CUPA Fund 0 0 2,019,000 2,080,120
158 Fire Development Service Fund 5,610,942 3,277,500 3,429,000 N/A 3,534,750 3.1% 178 Fire Operating Grant Trust Fund 2,397,375 4,297,283 4,891,112 13.8% 0 (100.0%) 121 Gas Tax Fund 4,732,322 3,500,000 3,950,000 12.9% 3,950,000 0.0% 562 Housing and Urban Development Fund 1,256,750 2,532,068 771,695 (69.5%) 806,269 4.5% 164 Housing Authority Fund 400,332 252,496 281,088 11.3% 286,710 2.0% 169 Housing Successor Agency Fund 955,572 1,306,326 1,302,573 (0.3%) 1,317,124 1.1% 072 Library Donations Trust Fund 3 0 0 N/A 0 N/A
112 Library Operating Grant Trust Fund 179,325 0 64,709 N/A 0 N/A 101 Other City Departments Operating Grant
Trust Fund
1,950,000 0 0 N/A 0 N/A
111 Parks and Recreation Operating Grant
Trust Fund
193,710 152,363 167,317 9.8% 167,317 0.0%
076 Perpetual Care Fund 762 500 500 0.0% 500 0.0%
177 Police Operating Grant Trust Fund 872,944 0 0 N/A 0 N/A 157 Prefunded Plan Review Fund 67,000 0 0 N/A 0 N/A
067 Public Donations Fund 208,926 0 0 N/A 0 N/A
221 Public, Educational, and Governmental
Fee Fund
203,494 200,000 200,000 0.0% 200,000 0.0%
122 Road Maintenance and Rehabilitation
(SB1) Fund
3,475,374 2,910,000 3,158,000 8.5% 3,169,000 0.3%
123 Traffic Mitigation Fund 141,763 1,050,000 700,000 (33.3%) 950,000 35.7% Total Special Revenue Funds 54,671,567 39,519,620 41,940,214 6.1% 38,270,841 (8.7%) 73 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | B U D GE T S U M MA R Y BUDGET SUMMARY | REVENUE SUMMARY
Fund Type
FY 2023/24
Actual
FY 2024/25
Adopted
FY 2025/26
Proposed
Change
%
FY 2026/27
Proposed
Change
%
Enterprise Funds
093 Cemetery Fund 1,429,415 1,603,500 1,738,609 8.4% 1,806,587 3.9% 860 Convention Center Enterprise Fund 19,745,509 18,613,014 17,759,017 (4.6%) 19,159,951 7.9% 191 Electric Operating Grant Trust Fund 47,915,046 48,805,885 48,108,165 (1.4%) 51,266,059 6.6% 091 Electric Utility Fund 732,566,145 756,232,591 879,074,042 16.2% 946,021,630 7.6% 094 Sewer Utility Fund 49,186,253 46,989,803 52,407,375 11.5% 57,104,393 9.0% 096 Solid Waste Fund 39,336,750 41,596,736 42,390,177 1.9% 44,060,626 3.9% 097 Water Recycling Fund 8,250,836 8,507,338 9,651,409 13.4% 11,615,151 20.3% 092 Water Utility Fund 58,184,794 64,096,935 76,402,644 19.2% 82,140,262 7.5% Total Enterprise Funds 956,614,748 986,445,802 1,127,531,438 14.3% 1,213,174,659 7.6% Internal Service Funds
048 Communication Acquisitions Fund 6,245,232 1,067,904 1,064,336 (0.3%) 1,068,501 0.4% 053 Fleet Operations Fund 5,503,191 5,952,903 6,747,970 13.4% 6,940,571 2.9% 045 Information Technology Services Fund 13,108,553 15,239,338 18,127,387 19.0% 18,417,936 1.6% 044 Public Works Capital Projects
Management Fund
4,113,199 4,373,674 4,991,087 14.1% 5,119,299 2.6%
082 Special Liability Insurance Fund 6,210,606 6,530,000 7,390,000 13.2% 7,655,000 3.6% 087 Unemployment Insurance Fund 0 0 100,000 N/A 105,000 N/A 050 Vehicle Replacement Fund 6,234,381 5,269,391 6,771,018 28.5% 6,834,019 0.9% 081 Workers' Compensation Fund 6,290,973 6,327,000 6,858,000 8.4% 7,101,000 3.5% Total Internal Service Funds 47,706,135 44,760,210 52,049,798 16.3% 53,241,326 2.3% Capital Improvement Program Funds
593 Cemetery Capital Fund 0 4,689 0 (100.0%) 0 N/A
565 City Affordable Housing Capital Fund 47,218 0 0 N/A 0 N/A 865 Convention Center Capital Fund 421,032 2,700,000 0 N/A 0 N/A 591 Electric Utility Capital Fund 110,960,995 241,546,466 304,029,500 25.9% 100,491,000 (66.9%) 536 Fire Department Capital Fund 627,374 1,473,700 28,345 (98.1%) 29,075 2.6% 539 General Government Capital Fund 3,686,021 2,390,820 776,902 (67.5%) 849,783 9.4% 537 Library Department Capital Fund 0 471,848 21,804 (95.4%) 22,365 N/A 532 Parks and Recreation Capital Fund 4,717,865 5,657,793 1,656,669 (70.7%) 5,071,630 206.1% 538 Public Buildings Capital Fund 2,656,672 1,792,207 497,511 (72.2%) 192,343 (61.3%) 597 Recycled Water Capital Fund 0 0 50,000 N/A 50,000 N/A 540 Related Santa Clara Developer Fund 2,192,096 795,344 803,406 1.0% 808,048 0.6% 594 Sewer Utility Capital Fund 16,506,801 12,570,472 15,216,632 21.1% 8,774,449 (42.3%) 596 Solid Waste Capital Fund 1,616,466 788,000 812,000 3.0% 834,160 2.7% 535 Storm Drain Capital Fund 3,083,905 6,979,765 2,114,357 (69.7%) 3,438,236 62.6% 74 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | B U D GE T S U M MA R Y BUDGET SUMMARY | REVENUE SUMMARY
Fund Type
FY 2023/24
Actual
FY 2024/25
Adopted
FY 2025/26
Proposed
Change
%
FY 2026/27
Proposed
Change
%
Capital Improvement Program Funds
534 Street Lighting Capital Fund 125,411 5,365,000 125,000 (97.7%) 125,000 0.0% 533 Streets and Highways Capital Fund 32,159,641 43,785,976 16,278,702 (62.8%) 16,414,751 0.8% 541 Tasman East Infrastructure Improvement
Fund
9,184 3,734,932 0 N/A 0 N/A
592 Water Utility Capital Fund 273,723 3,995,000 5,175,000 N/A 4,400,000 N/A Total Capital Improvement Program Funds 179,084,404 334,052,012 347,585,828 4.1% 141,500,840 (59.3%) Other Agency Fund
801 Sports and Open Space Authority Fund 16,658 10,200 10,404 2.0% 10,612 2.0% Total Other Agency Fund 16,658 10,200 10,404 2.0% 10,612 2.0% Debt Service Funds
491 Electric Utility Debt Service Fund 17,612,099 147,554,002 270,118,403 83.1% 22,783,040 (91.6%) 431 Public Facilities Financing Corporation
Fund
1,442,378 1,406,440 1,441,979 2.53% 1,435,579 (0.4%)
494 Sewer Utility Debt Service Fund 35,976,738 0 0 0.0% 3,300,762 0.0% Total Debt Service Funds 55,031,215 148,960,442 271,560,382 82.3% 27,519,381 (89.9%) Grand Total Revenues 1,590,008,056 1,851,319,279 2,178,123,840 17.7% 1,814,119,934 (16.7%) 75 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | B U D GE T S U M MA R Y BUDGET SUMMARY | EXPENDITURES SUMMARY
Fund Type
FY 2023/24
Actual
FY 2024/25
Adopted
FY 2025/26
Proposed
Change
%
FY 2026/27
Proposed
Change
%
General Fund
001 General Fund 285,801,018 310,698,189 333,645,699 7.4% 342,802,597 2.7% Total General Fund 285,801,018 310,698,189 333,645,699 7.4% 342,802,597 2.7% Special Revenue Funds
463 Bridge Maintenance District #2 Fund 80,000 0 0 0.0% 420,000 0.0% 155 Building Development Services Fund 15,405,438 15,285,186 17,529,658 14.7% 18,188,195 3.8% 220 Building Special Programs and Training
Fund
32,451 44,995 44,995 0.0% 44,995 0.0%
165 City Affordable Housing Fund 3,371,483 1,593,647 1,860,626 16.8% 1,891,765 1.7% 027 Community Facilities District No. 2019-1
(Lawrence Station) Fund
98,656 386,142 396,315 2.6% 406,768 2.6%
026 Convention Center Maintenance District
Fund
1,566,937 1,862,825 1,993,225 7.0% 2,143,265 7.5%
124 Developer Traffic Payments Fund 3,301,046 0 0 0.0% 0 N/A 025 Downtown Parking Maintenance District
Fund
65,569 153,126 139,990 (8.6%) 147,412 5.3%
077 Endowment Care Fund 48,857 30,000 60,000 100.0% 60,000 0.0% 144 Engineering Operating Grant Trust Fund 427,496 0 0 N/A 0 N/A 079 Expendable Trust Fund 169,368 0 0 N/A 0 N/A
159 Fire CUPA Fund 0 0 1,779,867 1,893,649
158 Fire Development Service Fund 3,118,129 3,396,403 3,908,122 N/A 4,172,373 6.8% 178 Fire Operating Grant Trust Fund 3,557,296 4,297,283 5,274,893 22.7% 0 (100.0%) 121 Gas Tax Fund 4,650,000 4,520,000 2,975,000 (34.2%) 2,990,250 0.5% 562 Housing and Urban Development Fund 1,272,274 2,532,068 771,695 (69.5%) 806,269 4.5% 164 Housing Authority Fund 3,630,325 468,931 459,878 (1.9%) 471,936 2.6% 169 Housing Successor Agency Fund 629,577 902,579 1,127,973 25.0% 1,152,142 2.1% 072 Library Donations Trust Fund 0 0 0 N/A 0 N/A
112 Library Operating Grant Trust Fund 184,802 0 64,709 N/A 0 N/A 101 Other City Departments Operating Grant
Trust Fund
176,057 0 0 N/A 0 N/A
111 Parks and Recreation Operating Grant
Trust Fund
185,934 152,363 167,317 9.8% 167,317 0.0%
076 Perpetual Care Fund 762 500 500 0.0% 500 0.0%
177 Police Operating Grant Trust Fund 707,422 0 0 N/A 0 N/A 157 Prefunded Plan Review Fund 112,972 0 0 N/A 0 N/A
067 Public Donations Fund 42,993 0 0 N/A 0 N/A
221 Public, Educational, and Governmental
Fee Fund
78,362 200,000 200,000 0.0% 200,000 0.0%
122 Road Maintenance and Rehabilitation
(SB1) Fund
2,500,000 4,301,915 2,900,000 (32.6%) 2,900,000 0.0%
123 Traffic Mitigation Fund 1,883,910 1,331,000 500,000 (62.4%) 750,000 50.0% Total Special Revenue Funds 47,298,116 41,458,963 42,154,763 1.7% 38,806,836 (7.9%) Enterprise Funds
093 Cemetery Fund 990,668 1,631,437 1,757,102 7.7% 1,671,013 (4.9%) 76 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | B U D GE T S U M MA R Y BUDGET SUMMARY | EXPENDITURES SUMMARY
Fund Type
FY 2023/24
Actual
FY 2024/25
Adopted
FY 2025/26
Proposed
Change
%
FY 2026/27
Proposed
Change
%
Enterprise Funds
860 Convention Center Enterprise Fund 17,591,461 20,749,930 18,174,268 (12.4%) 19,618,653 7.9% 191 Electric Operating Grant Trust Fund 29,190,008 68,826,299 58,345,188 (15.2%) 40,969,800 (29.8%) 091 Electric Utility Fund 633,947,444 693,341,184 751,954,951 8.5% 850,681,958 13.1% 094 Sewer Utility Fund 36,417,591 48,056,197 55,382,521 15.2% 53,615,148 (3.2%) 096 Solid Waste Fund 36,476,832 41,325,198 42,617,265 3.1% 44,611,836 4.7% 097 Water Recycling Fund 7,344,383 9,307,540 10,940,055 17.5% 12,078,471 10.4% 092 Water Utility Fund 54,823,833 61,955,133 72,320,343 16.7% 77,167,824 6.7% Total Enterprise Funds 816,782,220 945,192,918 1,011,491,693 7.0% 1,100,414,703 8.8% Internal Service Funds
048 Communication Acquisitions Fund 311,831 1,067,904 1,064,336 (0.3%) 1,068,501 0.4% 053 Fleet Operations Fund 5,699,462 5,939,015 6,757,227 13.8% 6,951,987 2.9% 045 Information Technology Services Fund 13,006,652 15,439,338 18,199,879 17.9% 18,417,307 1.2% 044 Public Works Capital Projects
Management Fund
4,169,722 4,373,674 4,991,087 14.1% 5,119,299 2.6%
082 Special Liability Insurance Fund 5,415,583 6,530,000 9,152,000 40.2% 7,655,000 (16.4%) 087 Unemployment Insurance Fund 54,056 110,000 100,000 (9.1%) 105,000 5.0% 050 Vehicle Replacement Fund 5,294,895 5,827,284 3,994,000 (31.5%) 1,863,635 (53.3%) 081 Workers' Compensation Fund 5,838,003 6,437,000 6,858,000 6.5% 7,101,000 3.5% Total Internal Service Funds 39,790,204 45,724,215 51,116,529 11.8% 48,281,729 (5.5%) Capital Improvement Program Funds
593 Cemetery Capital Fund 6,000 4,689 0 (100.0%) 0 N/A
565 City Affordable Housing Capital Fund 6,544,484 0 0 N/A 0 N/A 865 Convention Center Capital Fund 839,637 4,426,973 0 (100.0%) 0 100.0% 591 Electric Utility Capital Fund 63,498,299 372,589,288 304,029,500 (18.4%) 100,491,000 (66.9%) 536 Fire Department Capital Fund 530,564 1,868,136 28,345 (98.5%) 29,075 2.6% 539 General Government Capital Fund 1,928,221 9,915,932 776,902 (92.2%) 849,783 9.4% 537 Library Department Capital Fund 35,834 716,175 21,804 (97.0%) 22,365 N/A 532 Parks and Recreation Capital Fund 13,479,424 28,495,758 8,182,875 (71.3%) 5,797,869 (29.1%) 542 Patrick Henry Drive Infrastructure
Improvement Fund
4,266 0 0 0.0% 0 0.0%
538 Public Buildings Capital Fund 1,686,955 3,221,336 497,511 (84.6%) 192,343 (61.3%) 597 Recycled Water Capital Fund 196,318 400,000 50,000 (87.5%) 50,000 0.0% 540 Related Santa Clara Developer Fund 593,648 795,344 803,406 1.0% 808,048 0.6% 594 Sewer Utility Capital Fund 20,218,641 44,498,871 23,914,763 (46.3%) 16,080,567 (32.8%) 596 Solid Waste Capital Fund 1,260,399 788,000 812,000 3.0% 834,160 2.7% 535 Storm Drain Capital Fund 1,530,010 9,508,428 2,114,357 (77.8%) 3,438,236 62.6% 534 Street Lighting Capital Fund 132,268 8,760,508 125,000 (98.6%) 125,000 0.0% 77 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | B U D GE T S U M MA R Y BUDGET SUMMARY | EXPENDITURES SUMMARY
Fund Type
FY 2023/24
Actual
FY 2024/25
Adopted
FY 2025/26
Proposed
Change
%
FY 2026/27
Proposed
Change
%
Capital Improvement Program Funds
533 Streets and Highways Capital
Fund
22,047,002 71,090,653 16,278,702 (77.1%) 16,814,751 3.3% 541 Tasman East Infrastructure
Improvement Fund
26,260 2,866,187 1,433,038 (50.0%) 29,865 (97.9%)
592 Water Utility Capital Fund 4,645,563 8,985,881 8,675,000 (3.5%) 5,200,000 (40.1%) 139,203,793 568,932,159 367,743,203 (35.4%) 150,763,062 (59.0%) Other Agency Fund
801 Sports and Open Space Authority
Fund
10,498 10,200 11,404 11.8% 11,612 1.8%
Total Other Agency Fund 10,498 10,200 11,404 11.8% 11,612 1.8% Debt Service Funds
491 Electric Utility Debt Service Fund 17,599,767 147,554,002 268,518,403
82.0%
22,533,040
(91.6%)
431 Public Facilities Financing
Corporation Fund
1,402,385 1,405,940 1,406,979 0.1% 1,400,579 (0.5%)
494 Sewer Utility Debt Service Fund 33,498,216 3,303,762 3,299,263 (0.1%) 3,300,762 0.0% Total Debt Service Funds 52,500,368 152,263,704 273,224,645 79.4% 27,234,381 (90.0%) Grand Total Expenditures 1,381,386,217 2,064,280,348 2,079,387,936 0.7% 1,708,314,920 (17.8%) Total Capital Improvement Program
Funds
78 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | T R A NS FE R S CH E D U LE BUDGET SUMMARY | TRANSFER SCHEDULE
Fund To From To From
From General Fund (001) 10,979,489 10,462,744
To Building Development Services Fund (155) 122,258 152,923 To Cemetery Fund (093) 1,078,109 1,146,087
To Convention Center Maintenance District Fund (026) 940,109 1,010,876 To Downtown Parking Maintenance District Fund (025) 139,384 146,783 To Fire Department Capital Fund (536) 28,345 29,075
To Fire Operating Grant Trust Fund (178) 800,004 0
To General Government Capital Fund (539) 320,303 12,183 To Library Department Capital Fund (537) 21,804 22,365
To Parks and Recreation Capital Fund (532) 1,156,669 571,630 To Parks and Recreation Operating Grant Trust Fund (111) 27,445 27,445 To Public Buildings Capital Fund (538) 497,511 192,343
To Public Facilities Financing Corporation Fund (431) 1,406,979 1,400,579 To Solid Waste Fund (096) 102,564 102,564
To Sports and Open Space Authority Fund (801) 10,404 10,612 To Storm Drain Capital Fund (535) 660,357 1,984,236
To Streets and Highways Capital Fund (533) 3,667,244 3,653,043 Subtotal Transfer from General Fund 10,979,489 10,979,489 10,462,744 10,462,744 From Building Development Services Fund (155) 222,339 215,356 To Building Special Programs & Training Fund (220) 7,000 7,000 To General Fund (001) 198,238 205,506
To General Government Capital Fund (539) 17,101 2,850
Subtotal Transfer from Building Development Services 222,339 222,339 215,356 215,356 From Building Special Programs and Training Fund
(220)
1,765 1,765
To General Fund (001) 1,765 1,765
Subtotal Transfer from Building Special Programs and 1,765 1,765 1,765 1,765 From Bridge Maintenance District #2 Fund (463) 0 420,000 To Streets and Highways Capital Fund (533) 0 420,000
Subtotal Transfer from Bridge Maintenance District #2 0 0 420,000 420,000 From Electric Operating Grant Trust Fund (191) 46,721,966 28,089,383 To Electric Utility Fund (091) 46,586,966 28,089,383
To Streets and Highways Capital Fund (533) 135,000 0
Subtotal Transfer from Electric Operating Grant Trust
Fund
46,721,966 46,721,966 28,089,383 28,089,383
Proposed FY 2025/26
Transfer
Proposed FY 2026/27
Transfer
79 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | T R A NS FE R S CH E D U LE BUDGET SUMMARY | TRANSFER SCHEDULE
Fund To From To From
From Electric Utility Debt Service Fund (491) 246,000,000 0 To Electric Utility Capital Fund (591) 246,000,000 0
Subtotal Transfer from Electric Utility Debt Service
Fund
246,000,000 246,000,000 0 0
From Electric Utility Fund (091) 73,479,435 112,519,442 To General Government Capital Fund (539) 295,032 605,234 To Electric Utility Capital Fund (591) 50,541,000 89,256,168 To Electric Utility Debt Service Fund (491) 22,518,403 22,533,040 To Street Lighting Capital Fund (534) 125,000 125,000
Subtotal Transfer from Electric Utility Fund 73,479,435 73,479,435 112,519,442 112,519,442 From Endowment Care Fund (077) 60,000 60,000
To Cemetery Fund (093) 60,000 60,000
Subtotal Transfer from Endowment Care Fund 60,000 60,000 60,000 60,000 From Fire Development Services Fund (158) 3,807 635
To General Government Capital Fund (539) 3,807 635
Subtotal Transfer from Fire Development Services
Fund
3,807 3,807 635 635
From Gas Tax Fund (121) 2,975,000 2,990,250
To Streets and Highways Capital Fund (533) 2,975,000 2,990,250 Subtotal Transfer from Gas Tax Fund 2,975,000 2,975,000 2,990,250 2,990,250 From Perpetual Care Fund (076) 500 500
To Cemetery Fund (093) 500 500
Subtotal Transfer from Perpetual Care Fund 500 500 500 500 From Road Maintenance and Rehabilitation (SB1) Fund
(122)
2,900,000 2,900,000
To Streets and Highways Capital Fund (533) 2,900,000 2,900,000 Subtotal Transfer from Road Maintenance and
Rehabilitation (SB1) Fund
2,900,000 2,900,000 2,900,000 2,900,000
From Sewer Utility Fund (094) 15,223,499 12,122,355
To General Government Capital Fund (539) 6,867 47,144
To Sewer Utility Capital Fund (594) 15,216,632 8,774,449 To Sewer Utility Debt Service Fund (494) 0 3,300,762
Subtotal Transfer from Sewer Utility Fund 15,223,499 15,223,499 12,122,355 12,122,355 Proposed FY 2025/26
Transfer
Proposed FY 2026/27
Transfer
80 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | T R A NS FE R S CH E D U LE BUDGET SUMMARY | TRANSFER SCHEDULE
Fund To From To From
From Solid Waste Fund (096) 556,200 598,027
To General Government Capital Fund (539) 2,200 21,867
To Solid Waste Capital Fund (596) 554,000 576,160
Subtotal Transfer from Solid Waste Fund 556,200 556,200 598,027 598,027 From Storm Drain Capital Fund (535) 1,454,000 1,454,000 To General Fund (001) 1,454,000 1,454,000
Subtotal Transfer from Storm Drain Capital Fund 1,454,000 1,454,000 1,454,000 1,454,000 From Traffic Mitigation Fund (123) 500,000 750,000
To Streets and Highways Capital Fund (533) 500,000 750,000 Subtotal Transfer from Traffic Mitigation Fund 500,000 500,000 750,000 750,000 From Water Recycling Fund (097) 50,000 50,000
To Recycled Water Capital Fund (597) 50,000 50,000
Subtotal Transfer from Water Recycling Fund 50,000 50,000 50,000 50,000 From Water Utility Fund (092) 5,527,092 4,805,870
To Electric Utility Capital Fund (591) 220,500 246,000
To General Government Capital Fund (539) 131,592 159,870 To Water Utility Capital Fund (592) 5,175,000 4,400,000 Subtotal Transfer from Water Utility Fund 5,527,092 5,527,092 4,805,870 4,805,870 Total Transfers 406,655,092 406,655,092 177,440,327 177,440,327 Proposed FY 2025/26
Transfer
Proposed FY 2026/27
Transfer
81 FY 20 2 5/ 2 6 A N D FY 2 02 6 /2 7 P RO P O S E D O PE RA T I NG B UD G ET | S U M M ARY O F FU ND A CT IV IT Y BUDGET SUMMARY | SUMMARY OF FUND ACTIVITY
Fund
Beginning Fund
Balance
Revenue and
Transfers
Total Sources
Available
Expenditures
and Transfers
Ending Fund
Balance
Total Uses
Available * General Fund 167,551,627 337,445,775 504,997,402 333,645,699 171,351,703 504,997,402 Special Revenue and Other Funds
Bridge Maintenance District #2 Fund 303,375 91,800 395,175 0 395,175 395,175 9 Building Development Services Fund 36,192,975 16,858,258 53,051,233 17,529,658 35,521,575 53,051,233 Building Special Programs and Training Fund 261,264 44,995 306,259 44,995 261,264 306,259 City Affordable Housing Fund 11,779,767 1,253,326 13,033,093 1,860,626 11,172,467 13,033,093 Community Facilities District No. 2019-1 (Lawrence Station) Fund 1,253,057 400,032 1,653,089 396,315 1,256,774 1,653,089 Convention Center Maintenance District Fund 104,566 1,993,225 2,097,791 1,993,225 104,566 2,097,791 Developer Traffic Payments Fund 5,637,054 0 5,637,054 0 5,637,054 5,637,054 Downtown Parking Maintenance Fund 658,747 153,584 812,331 139,990 672,341 812,331 Endowment Care Fund 2,709,047 210,000 2,919,047 60,000 2,859,047 2,919,047 Engineering Operating Grant Trust Fund 50,000 0 50,000 0 50,000 50,000 Expendable Trust Fund 1,340 0 1,340 0 1,340 1,340
Fire CUPA Fund 405,654 2,019,000 2,424,654 1,779,867 644,787 2,424,654 6 Fire Development Services Fund 2,398,181 3,429,000 5,827,181 3,908,122 1,919,059 5,827,181 4 Fire Operating Grant Trust Fund 608,355 4,891,112 5,499,467 5,274,893 224,574 5,499,467 10 Gas Tax Fund 2,042,653 3,950,000 5,992,653 2,975,000 3,017,653 5,992,653 9 Housing and Urban Development Fund 696,339 771,695 1,468,034 771,695 696,339 1,468,034 Housing Authority Fund 1,168,182 281,088 1,449,270 459,878 989,392 1,449,270 7 Housing Successor Agency Fund 4,860,508 1,302,573 6,163,081 1,127,973 5,035,108 6,163,081 Library Operating Grant Trust Fund 0 64,709 64,709 64,709 0 64,709 Other City Departments Operating Grant Trust Fund 23,408 0 23,408 0 23,408 23,408 Parks and Recreation Operating Grant Trust Fund 140,747 167,317 308,064 167,317 140,747 308,064 Perpetual Care Fund 38,244 500 38,744 500 38,244 38,744 Police Operating Grant Trust Fund 20,656 0 20,656 0 20,656 20,656 Prefunded Plan Review Fund 32,614 0 32,614 0 32,614 32,614 Public, Educational, and Governmental Fee Fund 2,044,168 200,000 2,244,168 200,000 2,044,168 2,244,168 Road Maintenance and Rehabilitation (SB1) Fund 1,459,660 3,158,000 4,617,660 2,900,000 1,717,660 4,617,660 9 FY 2025/26
82 FY 20 2 5/ 2 6 A N D FY 2 02 6 /2 7 P RO P O S E D O PE RA T I NG B UD G ET | S U M M ARY O F FU ND A CT IV IT Y BUDGET SUMMARY | SUMMARY OF FUND ACTIVITY
Fund
Beginning Fund
Balance
Revenue and
Transfers
Total Sources
Available
Expenditures
and Transfers
Ending Fund
Balance
Total Uses
Available * Special Revenue and Other Funds
Traffic Mitigation Fund 876,634 700,000 1,576,634 500,000 1,076,634 1,576,634 9 Total Special Revenue and Other Funds 75,767,195 41,940,214 117,707,409 42,154,763 75,552,646 117,707,409 Enterprise Funds
Cemetery Fund 739,365 1,738,609 2,477,974 1,757,102 720,872 2,477,974 Convention Center Enterprise Fund 4,992,935 17,759,017 22,751,952 18,174,268 4,577,684 22,751,952 Electric Operating Grant Trust Fund 79,226,502 48,108,165 127,334,667 58,345,188 68,989,479 127,334,667 3 Electric Utility Fund 529,199,706 879,074,042 1,408,273,748 751,954,951 656,318,797 1,408,273,748 5 Sewer Utility Fund 39,175,664 52,407,375 91,583,039 55,382,521 36,200,518 91,583,039 Solid Waste Fund 15,846,691 42,390,177 58,236,868 42,617,265 15,619,603 58,236,868 Water Recycling Fund 4,813,710 9,651,409 14,465,119 10,940,055 3,525,064 14,465,119 4 Water Utility Fund 23,779,698 76,402,644 100,182,342 72,320,343 27,861,999 100,182,342 5 Total Enterprise Funds 697,774,271 1,127,531,438 1,825,305,709 1,011,491,693 813,814,016 1,825,305,709 Internal Service Funds
Communication Acquisitions Fund 9,183,635 1,064,336 10,247,971 1,064,336 9,183,635 10,247,971 Fleet Operations Fund 1,213,940 6,747,970 7,961,910 6,757,227 1,204,683 7,961,910 Information Technology Services Fund 2,046,139 18,127,387 20,173,526 18,199,879 1,973,647 20,173,526 Public Works Capital Projects Management Fund 783,977 4,991,087 5,775,064 4,991,087 783,977 5,775,064 Special Liability Insurance Fund 8,699,983 7,390,000 16,089,983 9,152,000 6,937,983 16,089,983 3 Unemployment Insurance Fund 144,047 100,000 244,047 100,000 144,047 244,047 Vehicle Replacement Fund 14,131,798 6,771,018 20,902,816 3,994,000 16,908,816 20,902,816 5 Workers' Compensation Fund 10,183,499 6,858,000 17,041,499 6,858,000 10,183,499 17,041,499 Total Internal Service Funds 46,387,018 52,049,798 98,436,816 51,116,529 47,320,287 98,436,816 Capital Improvement Program Funds
Cemetery Capital Fund 73,940 0 73,940 0 73,940 73,940
City Affordable Housing Capital Fund 4,590,718 0 4,590,718 0 4,590,718 4,590,718 Electric Utility Capital Fund 53,925,918 304,029,500 357,955,418 304,029,500 53,925,918 357,955,418 FY 2025/26
83 FY 20 2 5/ 2 6 A N D FY 2 02 6 /2 7 P RO P O S E D O PE RA T I NG B UD G ET | S U M M ARY O F FU ND A CT IV IT Y BUDGET SUMMARY | SUMMARY OF FUND ACTIVITY
Fund
Beginning Fund
Balance
Revenue and
Transfers
Total Sources
Available
Expenditures
and Transfers
Ending Fund
Balance
Total Uses
Available * Capital Improvement Program Funds
Fire Department Capital Fund 853,438 28,345 881,783 28,345 853,438 881,783 General Government Capital Fund 1,601,714 776,902 2,378,616 776,902 1,601,714 2,378,616 Library Department Capital Fund 4,080 21,804 25,884 21,804 4,080 25,884 Parks and Recreation Capital Fund 28,985,829 1,656,669 30,642,498 8,182,875 22,459,623 30,642,498 9 Public Buildings Capital Fund 4,013,119 497,511 4,510,630 497,511 4,013,119 4,510,630 Recycled Water Capital Fund 41,105 50,000 91,105 50,000 41,105 91,105 Related Santa Clara Developer Fund 393,992 803,406 1,197,398 803,406 393,992 1,197,398 Sewer Utility Capital Fund 36,031,370 15,216,632 51,248,002 23,914,763 27,333,239 51,248,002 9 Solid Waste Capital Fund 1,612,900 812,000 2,424,900 812,000 1,612,900 2,424,900 Storm Drain Capital Fund 1,749,047 2,114,357 3,863,404 2,114,357 1,749,047 3,863,404 Street Lighting Capital Fund 353,788 125,000 478,788 125,000 353,788 478,788 Streets and Highways Capital Fund 29,421,167 16,278,702 45,699,869 16,278,702 29,421,167 45,699,869 Tasman East Infrastructure Improvement Fund 6,822,187 0 6,822,187 1,433,038 5,389,149 6,822,187 9 Water Utility Capital Fund 9,541,535 5,175,000 14,716,535 8,675,000 6,041,535 14,716,535 9 Total Capital Improvement Program Funds 180,015,847 347,585,828 527,601,675 367,743,203 159,858,472 527,601,675 Other Agency Funds
Sports and Open Space Authority Fund 5,261 10,404 15,665 11,404 4,261 15,665 Total Other Agency Funds 5,261 10,404 15,665 11,404 4,261 15,665 Debt Service Funds
Electric Utility Debt Service Fund 21,763,523 270,118,403 291,881,926 268,518,403 23,363,523 291,881,926 Public Facilities Financing Corporation Fund 823,417 1,441,979 2,265,396 1,406,979 858,417 2,265,396 Sewer Utility Debt Service Fund 4,389,592 0 4,389,592 3,299,263 1,090,329 4,389,592 Total Debt Service Funds 26,976,532 271,560,382 298,536,914 273,224,645 25,312,269 298,536,914 Total City Funds 1,194,477,751 2,178,123,839 3,372,601,590 2,079,387,936 1,293,213,654 3,372,601,590 FY 2025/26
84 FY 20 2 5/ 2 6 A N D FY 2 02 6 /2 7 P RO P O S E D O PE RA T I NG B UD G ET | S U M M ARY O F FU ND A CT IV IT Y BUDGET SUMMARY | SUMMARY OF FUND ACTIVITY
Fund
Beginning Fund
Balance
Revenue and
Transfers
Total Sources
Available
Expenditures
and Transfers
Ending Fund
Balance
Total Uses
Available * General Fund 171,351,703 340,402,275 511,753,978 342,802,597 168,951,381 511,753,978 Special Revenue and Other Funds
Bridge Maintenance District #2 Fund 395,175 93,600 488,775 420,000 68,775 488,775 9 Building Development Services Fund 35,521,575 17,482,923 53,004,498 18,188,195 34,816,303 53,004,498 Building Special Programs and Training Fund 261,264 44,995 306,259 44,995 261,264 306,259 City Affordable Housing Fund 11,172,467 1,265,252 12,437,719 1,891,765 10,545,954 12,437,719 Community Facilities District No. 2019-1 (Lawrence Station) Fund 1,256,774 408,033 1,664,807 406,768 1,258,039 1,664,807 Convention Center Maintenance District Fund 104,566 2,143,265 2,247,831 2,143,265 104,566 2,247,831 Developer Traffic Payments Fund 5,637,054 0 5,637,054 0 5,637,054 5,637,054 Downtown Parking Maintenance Fund 672,341 160,983 833,324 147,412 685,912 833,324 Endowment Care Fund 2,859,047 210,000 3,069,047 60,000 3,009,047 3,069,047 Engineering Operating Grant Trust Fund 50,000 0 50,000 0 50,000 50,000 Expendable Trust Fund 1,340 0 1,340 0 1,340 1,340
Fire CUPA Fund 644,787 2,080,120 2,724,907 1,893,649 831,258 2,724,907 4 Fire Development Services Fund 1,919,059 3,534,750 5,453,809 4,172,373 1,281,436 5,453,809 4 Fire Operating Grant Trust Fund 224,574 0 224,574 0 224,574 224,574 Gas Tax Fund 3,017,653 3,950,000 6,967,653 2,990,250 3,977,403 6,967,653 9 Housing and Urban Development Fund 696,339 806,269 1,502,608 806,269 696,339 1,502,608 Housing Authority Fund 989,392 286,710 1,276,102 471,936 804,166 1,276,102 7 Housing Successor Agency Fund 5,035,108 1,317,124 6,352,232 1,152,142 5,200,090 6,352,232 Other City Departments Operating Grant Trust Fund 23,408 0 23,408 0 23,408 23,408 Parks and Recreation Operating Grant Trust Fund 140,747 167,317 308,064 167,317 140,747 308,064 Perpetual Care Fund 38,244 500 38,744 500 38,244 38,744 Police Operating Grant Trust Fund 20,656 0 20,656 0 20,656 20,656 Prefunded Plan Review Fund 32,614 0 32,614 0 32,614 32,614 Public, Educational, and Governmental Fee Fund 2,044,168 200,000 2,244,168 200,000 2,044,168 2,244,168 Road Maintenance and Rehabilitation (SB1) Fund 1,717,660 3,169,000 4,886,660 2,900,000 1,986,660 4,886,660 9 FY 2026/27
85 FY 20 2 5/ 2 6 A N D FY 2 02 6 /2 7 P RO P O S E D O PE RA T I NG B UD G ET | S U M M ARY O F FU ND A CT IV IT Y BUDGET SUMMARY | SUMMARY OF FUND ACTIVITY
Fund
Beginning Fund
Balance
Revenue and
Transfers
Total Sources
Available
Expenditures
and Transfers
Ending Fund
Balance
Total Uses
Available * Special Revenue and Other Funds
Traffic Mitigation Fund 1,076,634 950,000 2,026,634 750,000 1,276,634 2,026,634 9 Total Special Revenue and Other Funds 75,552,646 38,270,841 113,823,487 38,806,836 75,016,651 113,823,487 Enterprise Funds
Cemetery Fund 720,872 1,806,587 2,527,459 1,671,013 856,446 2,527,459 5 Convention Center Enterprise Fund 4,577,684 19,159,951 23,737,635 19,618,653 4,118,982 23,737,635 8 Electric Operating Grant Trust Fund 68,989,479 51,266,059 120,255,538 40,969,800 79,285,738 120,255,538 5 Electric Utility Fund 656,318,797 946,021,630 1,602,340,427 850,681,958 751,658,469 1,602,340,427 5 Sewer Utility Fund 36,200,518 57,104,393 93,304,911 53,615,148 39,689,763 93,304,911 Solid Waste Fund 15,619,603 44,060,626 59,680,229 44,611,836 15,068,393 59,680,229 Water Recycling Fund 3,525,064 11,615,151 15,140,215 12,078,471 3,061,744 15,140,215 4 Water Utility Fund 27,861,999 82,140,262 110,002,261 77,167,824 32,834,437 110,002,261 5 Total Enterprise Funds 813,814,016 1,213,174,659 2,026,988,675 1,100,414,703 926,573,972 2,026,988,675 Internal Service Funds
Communication Acquisitions Fund 9,183,635 1,068,501 10,252,136 1,068,501 9,183,635 10,252,136 Fleet Operations Fund 1,204,683 6,940,571 8,145,254 6,951,987 1,193,267 8,145,254 Information Technology Services Fund 1,973,647 18,417,936 20,391,583 18,417,307 1,974,276 20,391,583 Public Works Capital Projects Management Fund 783,977 5,119,299 5,903,276 5,119,299 783,977 5,903,276 Special Liability Insurance Fund 6,937,983 7,655,000 14,592,983 7,655,000 6,937,983 14,592,983 Unemployment Insurance Fund 144,047 105,000 249,047 105,000 144,047 249,047 Vehicle Replacement Fund 16,908,816 6,834,019 23,742,835 1,863,635 21,879,200 23,742,835 5 Workers' Compensation Fund 10,183,499 7,101,000 17,284,499 7,101,000 10,183,499 17,284,499 Total Internal Service Funds 47,320,287 53,241,326 100,561,613 48,281,729 52,279,884 100,561,613 Capital Improvement Program Funds
Cemetery Capital Fund 73,940 0 73,940 0 73,940 73,940
City Affordable Housing Capital Fund 4,590,718 0 4,590,718 0 4,590,718 4,590,718 Electric Utility Capital Fund 53,925,918 100,491,000 154,416,918 100,491,000 53,925,918 154,416,918 FY 2026/27
86 FY 20 2 5/ 2 6 A N D FY 2 02 6 /2 7 P RO P O S E D O PE RA T I NG B UD G ET | S U M M ARY O F FU ND A CT IV IT Y BUDGET SUMMARY | SUMMARY OF FUND ACTIVITY
Fund
Beginning Fund
Balance
Revenue and
Transfers
Total Sources
Available
Expenditures
and Transfers
Ending Fund
Balance
Total Uses
Available
* Capital Improvement Program Funds
Fire Department Capital Fund 853,438 29,075 882,513 29,075 853,438 882,513 General Government Capital Fund 1,601,714 849,783 2,451,497 849,783 1,601,714 2,451,497 Library Department Capital Fund 4,080 22,365 26,445 22,365 4,080 26,445 Parks and Recreation Capital Fund 22,459,623 5,071,630 27,531,253 5,797,869 21,733,384 27,531,253 Patrick Henry Drive Infrastructure Improvement Fund 0 0 0 0 0 0 Public Buildings Capital Fund 4,013,119 192,343 4,205,462 192,343 4,013,119 4,205,462 Recycled Water Capital Fund 41,105 50,000 91,105 50,000 41,105 91,105 Related Santa Clara Developer Fund 393,992 808,048 1,202,040 808,048 393,992 1,202,040 Sewer Utility Capital Fund 27,333,239 8,774,449 36,107,688 16,080,567 20,027,121 36,107,688 9 Solid Waste Capital Fund 1,612,900 834,160 2,447,060 834,160 1,612,900 2,447,060 Storm Drain Capital Fund 1,749,047 3,438,236 5,187,283 3,438,236 1,749,047 5,187,283 Street Lighting Capital Fund 353,788 125,000 478,788 125,000 353,788 478,788 Streets and Highways Capital Fund 29,421,167 16,414,751 45,835,918 16,814,751 29,021,167 45,835,918 Tasman East Infrastructure Improvement Fund 5,389,149 0 5,389,149 29,865 5,359,284 5,389,149 Water Utility Capital Fund 6,041,535 4,400,000 10,441,535 5,200,000 5,241,535 10,441,535 9 Total Capital Improvement Program Funds 159,858,472 141,500,840 301,359,312 150,763,062 150,596,250 301,359,312 Other Agency Funds
Sports and Open Space Authority Fund 4,261 10,612 14,873 11,612 3,261 14,873 7 Total Other Agency Funds 4,261 10,612 14,873 11,612 3,261 14,873 Debt Service Funds
Electric Utility Debt Service Fund 23,363,523 22,783,040 46,146,563 22,533,040 23,613,523 46,146,563 Public Facilities Financing Corporation Fund 858,417 1,435,579 2,293,996 1,400,579 893,417 2,293,996 Sewer Utility Debt Service Fund 1,090,329 3,300,762 4,391,091 3,300,762 1,090,329 4,391,091 7 Total Debt Service Funds 25,312,269 27,519,381 52,831,650 27,234,381 25,597,269 52,831,650 Total City Funds 1,293,213,654 1,814,119,934 3,107,333,588 1,708,314,920 1,399,018,668 3,107,333,588 FY 2026/27
87 FY 20 2 5/ 2 6 A N D FY 2 02 6 /2 7 P RO P O S E D O PE RA T I NG B UD G ET | S U M M ARY O F FU ND A CT IV IT Y BUDGET SUMMARY | SUMMARY OF FUND ACTIVITY
*Explanations for FY 2025/26 Beginning Fund Balance and Ending Fund Balance Changes Greater Than 10%
1. The accumulation of surplus revenues and/or expenditure savings is being used for budget balancing purposes.
2. The beginning fund balance includes carryover of the prior year's budget. If these carryovers are removed, the change in fund balance is less than 10%.
3. The accumulation of savings is being used for various one-time uses.
4. This fund's expenditure budget is determined using rates, fees and charges estimates for cost recovery; reflects anticipated activity.
5. The accumulation of savings is being used to support future years' uses and/or also to establish recommended reserve levels.
6. The establishment or elimination of the fund.
7. The planned draw down of accumulated fund balance and/or reserves.
8. The revenue and expenditure activity in this fund are provided and/or managed by an outside agency.
9. Changes in expenditure levels related to timing changes in capital expenditures.
10. This fund's activity relates to grant activity, that may fluctuate based on the grant parameters. *Explanations for FY 2026/27 Beginning Fund Balance and Ending Fund Balance Changes Greater Than 10%
1. The accumulation of surplus revenues and/or expenditure savings is being used for budget balancing purposes.
2. The beginning fund balance includes carryover of the prior year's budget. If these carryovers are removed, the change in fund balance is less than 10%.
3. The accumulation of savings is being used for various one-time uses.
4. This fund's expenditure budget is determined using rates, fees and charges estimates for cost recovery; reflects anticipated activity
5. The accumulation of savings is being used to support future years' uses and/or also to establish recommended reserve levels.
6. The establishment or elimination of the fund.
7. The planned draw down of accumulated fund balance and/or reserves
8. The revenue and expenditure activity in this fund are provided and managed by an outside agency.
9. Changes in expenditure levels related to timing changes in capital expenditures.
10. This fund's activity relates to grant activity, that may fluctuate based on the grant parameters. 88 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | B U D GE T S U M MA R Y BUDGET SUMMARY | OPERATING EXPENDITURES BY
CATEGORY
FY 2024/25
Adopted
FY 2025/26
Proposed % Change
FY 2026/27
Proposed % Change
Salary and Benefits
Salary 190,885,361 210,740,989 10.4% 219,926,369 4.4%
As-Needed 9,192,179 10,224,463 11.2% 9,831,966 (3.8%)
Overtime 15,823,774 23,147,273 46.3% 21,319,077 (7.9%)
Retirement 87,417,771 94,625,695 8.2% 95,342,971 0.8%
Health Allocations 22,106,864 25,382,921 14.8% 27,334,136 7.7% Medicare 2,920,783 3,424,655 17.3% 3,579,632 4.5%
Social Security 7,883,344 8,305,328 5.4% 8,567,870 3.2% Other Benefits 10,885,049 10,785,892 (0.9%) 11,440,991 6.1% Total Salary and Benefits 347,115,125 386,637,216 11.4% 397,343,012 2.8% Non-Personnel
Materials/Services/Supplies 146,627,900 197,953,406 35.0% 205,928,046 4.0% Resource/Production 538,173,374 538,357,891 0.0% 608,225,508 13.0% Interfund Services 63,106,147 76,218,360 20.8% 78,402,394 2.9% Contribution In Lieu/Franchise 36,718,404 42,166,911 14.8% 45,196,238 7.2% Capital Outlay 9,769,688 21,763,808 122.8% 4,363,340 (80.0%) Other Expenditures 2,186,091 0 (100.0%) 0 0.0%
Transfers to Other Funds 177,196,724 159,201,092 (10.2%) 175,986,327 10.5% Total Non-Personnel 973,778,328 1,035,661,468 6.4% 1,118,101,853 8.0% Total Operating Expenditures by
Category1
1,320,893,453 1,422,298,684 7.7% 1,515,444,865 6.5%
1All years exclude other agency funds, debt service funds and internal service fund expenses not assigned to a department. 89 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | B U D GE T S U M MA R Y BUDGET SUMMARY | EXPENDITURES BY DEPARTMENT AND
FUND TYPE
General Fund
Internal
Service Fund
Special
Revenue
Funds
Enterprise
Funds
Capital
Improvement
Program
Funds Grand Total
Departments/Offices
Mayor and City Council Offices 1,256,889 0 0 0 0 1,256,889 City Attorney's Office 4,619,355 0 0 0 0 4,619,355
City Clerk's Office 1,760,244 0 0 0 0 1,760,244
City Auditor's Office 1,075,554 0 0 0 0 1,075,554
City Manager's Office 5,859,758 0 0 0 0 5,859,758
Community Development
Department
6,039,535 0 21,794,825 0 0 27,834,360
Electric Utility Department 0 0 0 810,300,139 304,154,500 1,114,454,639 Finance Department 20,897,522 0 5,872 0 451,000 21,354,394 Fire Department 70,335,667 0 10,962,882 0 28,345 81,326,894 Human Resources Department 5,220,869 0 0 0 0 5,220,869
Information Technology
Department
0 18,199,879 200,000 0 315,000 18,714,879
Library Department 12,033,570 0 64,709 0 21,804 12,120,083 Parks & Recreation Department 24,548,978 0 479,602 1,757,102 8,182,875 34,968,557 Police Department 99,261,544 1,064,336 99,555 0 0 100,425,435 Public Works Department 31,296,069 15,742,314 8,547,318 42,617,265 27,239,467 125,442,433 Water and Sewer Utility
Department
0 0 0 138,642,919 26,546,806 165,189,725
Non-Departmental 49,440,145 0 0 18,174,268 803,406 68,417,819 Total Expenditures1
333,645,699 35,006,529 42,154,763 1,011,491,693 367,743,203 1,790,041,887 FISCAL YEAR 2025/26
1All years exclude other agency funds, debt service funds and internal service fund expenses not assigned to a department. 90 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | B U D GE T S U M MA R Y BUDGET SUMMARY | EXPENDITURES BY DEPARTMENT
Mayor and City Council
Offices
0.1%
City Attorney's Office
0.3%
City Clerk's Office
0.1%
City Auditor's Office
0.1%
City Manager's Office
0.3%
Community Development
Department
1.7%
Electric Utility
Department
62.3%
Finance Department
1.2%
Fire Department
4.6%
Human Resources
Department
0.3%
Information Technology
Department
1.0%
Library Department
0.7%
Parks & Recreation
Department
1.5%
Police Department
5.6%
Department of Public
Works
7.0%
Water and Sewer Utility
Department
9.3%
Non-Departmental
3.9%
FY 2025/26 Proposed
91 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | B U D GE T S U M MA R Y BUDGET SUMMARY | EXPENDITURES BY DEPARTMENT AND
FUND TYPE
General Fund
Internal
Service Fund
Special
Revenue
Funds
Enterprise
Funds
Capital
Improvement
Program
Funds2 Grand Total
Departments/Offices
Mayor and City Council Offices 1,299,793 0 0 0 0 1,299,793 City Attorney's Office 4,775,470 0 0 0 0 4,775,470
City Clerk's Office 2,375,210 0 0 0 0 2,375,210
City Auditor's Office 1,095,175 0 0 0 0 1,095,175
City Manager's Office 6,070,190 0 0 0 0 6,070,190
Community Development
Department
6,355,866 0 22,555,302 0 0 28,911,168
Electric Utility Department 0 0 0 891,651,758 100,616,000 992,267,758 Finance Department 21,851,708 0 5,998 0 523,600 22,381,306 Fire Department 78,139,209 0 6,066,022 0 29,075 84,234,306 Human Resources Department 5,368,086 0 0 0 0 5,368,086
Information Technology
Department
0 18,417,307 200,000 0 315,000 18,932,307
Library Department 12,455,868 0 0 0 22,365 12,478,233
Parks & Recreation Department 25,258,910 0 487,155 1,671,013 5,797,869 33,214,947 Police Department 104,713,212 1,068,501 101,546 0 0 105,883,259 Public Works Department 32,558,541 13,934,921 9,390,813 44,611,836 27,715,819 128,211,930 Water and Sewer Utility
Department
0 0 0 142,861,443 14,935,286 157,796,729
Non-Departmental 40,485,359 0 0 19,618,653 808,048 60,912,060 Total Expenditures1
342,802,597 33,420,729 38,806,836 1,100,414,703 150,763,062 1,666,207,927 FISCAL YEAR 2026/27
1All years exclude other agency funds, debt service funds and internal service fund expenses not assigned to a department. 2The FY 2026/27 Capital Improvement Program information reflects the third year of the five-year CIP plan from the FY 2024/25 and 2025/26 Adopted Capital Improvement Program Budget. The proposed budget for FY 2026/27 and FY 2027/28 will be determined in next year’s capital budget cycle.
92 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | B U D GE T S U M MA R Y BUDGET SUMMARY | EXPENDITURES BY DEPARTMENT
Mayor and City Council
Offices
0.1%
City Attorney's Office
0.3%
City Clerk's Office
0.1%
City Auditor's Office
0.1%
City Manager's Office
0.4%
Community Development
Department
1.7%
Electric Utility
Department
59.5%
Finance Department
1.3%
Fire Department
5.1%
Human Resources
Department
0.3%
Information Technology
Department
1.1% Library Department
0.7%
Parks & Recreation
Department
2.0%
Police Department
6.4%
Department of Public
Works
7.7%
Water and Sewer Utility
Department
9.5%
Non-Departmental
3.7%
FY 2026/27 Proposed
93 This page is intentionally left blank.
94 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S U M M A RY O F B U D GE T E D P O S IT IO NS Summary of Budgeted Positions by Department/Office
FY 2023/24
Adopted
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change
FY 2026/27
Proposed
Positions by Department/Office
Mayor and City Council Offices 10.00 10.00 10.00 0.00 10.00 City Attorney's Office 7.00 8.00 11.00 3.00 11.00
City Auditor’s Office 2.00 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 Office 11.30 12.10 14.25 2.15 14.25
Community Development Department 75.00 79.00 84.00 5.00 84.00 Electric Utility Department 222.00 223.00 235.00 12.00 235.00 Finance Department 70.75 71.75 78.75 7.00 78.75
Fire Department 173.50 173.50 175.50 2.00 169.50
Human Resources Department 15.00 15.00 16.00 1.00 16.00 Information Technology Department 6.00 7.00 8.00 1.00 8.00 Library Department 42.75 42.75 42.75 0.00 42.75
Parks and Recreation Department 77.75 77.75 79.00 1.25 79.00 Police Department 231.00 231.00 231.00 0.00 234.00
Department of Public Works 119.50 119.50 123.50 4.00 124.50 Water and Sewer Utilities Department 73.00 73.00 73.00 0.00 73.00 Non-Departmental 5.70 6.90 7.75 0.85 7.75
Total Budgeted FTE by Dept./Office 1,149.25 1,159.25 1,198.50 39.25 1,196.50 Note: The positions above represent all funded positions. This excludes 30.5 positions that remain frozen as described in the Summary of Frozen Positions by Department included later in this section.
FY 2025/26 Proposed Budget Changes (Addition of 39.25 positions from FY 2024/25 Adopted to FY 2025/26 Proposed)
Base Changes: 18.25 positions were added during FY 2024/25 after the adoption of the budget (13.0 positions added through Report to Council 24-742, 1.0 frozen position restored through Report to Council 24-510, 2.0 positions added through Report to Council 24-831, and 2.0 positions added through Report to Council 25-1053), including the following:
1.0 Principal Electric Utility Engineer position, 1.0 Senior Electric Utility Engineer position, 1.0 Assistant Electric Utility Engineer position, 1.0 Electric Division Manager position, 3.0 Electric Utility Engineer positions, 1.0 Senior Resource Analyst position, 1.0 Principal Power Analyst position, 1.0 Senior Business Analyst position, and 2.0 Power Contract Specialist positions in Silicon Valley Power and 1.0 Deputy City Attorney in the City Attorney’s Office (funded by SVP)
1.0 Associate Engineer position in the Department of Public Works 1.0 Division Manager position and 1.0 Management Analyst position in the Human Resources Department 1.0 Chief Storekeeper position and 1.0 Materials Handler position in the Finance Department (SVP supported) Increase of a Recreation Coordinator position, from 0.75 FTE to 1.0 FTE, in the Parks & Recreation Department, offset by a reduction to the As Needed budget
95 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S U M M A RY O F B U D GE T E D P O S IT IO NS Proposed Changes: 21.0 positions are recommended as part of the FY 2025/26 and FY 2026/27 Proposed Operating Budget, including the following additions:
1.0 Legal Office Specialist position in the City Attorney’s Office (restore previously frozen position) 1.0 Management Analyst position in the City Manager’s Office 1.0 Management Analyst position, 1.0 Staff Analyst II position, 1.0 Business Analyst position, 1.0 Senior Inspector position, and 1.0 Plans Examiner position in the Community Development Department 1.0 Accounting Technician position, 1.0 Meter Reader position, 1.0 Customer Service Representative position, and
1.0 Utility Field Service Worker position (3.75 FTE Utility supported), and 1.0 Accountant position in the Finance Department
1.0 Management Analyst position, 1.0 Fire Protection Engineer position, and 1.0 Fire Prevention Specialist position in the Fire Department
1.0 Senior Information Technology Services Manager position in the Information Technology Department 1.0 Deputy City Manager position in Non-Departmental
1.0 Recreation Manager position in the Parks & Recreation Department 1.0 Senior Engineer (Civil) position, 1.0 Principal Engineer position, and 1.0 Management Analyst position in the Department of Public Works
FY 2026/27 Proposed Budget Changes (Net Reduction of 2.0 positions FY 2025/26 Proposed to FY 2026/27 Proposed)
Proposed Changes: The net reduction of 2.0 positions reflects the following:
Addition of 1.0 Police Sergeant position and 2.0 Police Officer positions in the Police Department (restore previously frozen positions)
Addition of 1.0 Management Analyst position in the Department of Public Works Net reduction of 6.0 Firefighter positions due to the completion of the SAFER grant. A total of 18.0 Firefighters were added from the SAFER grant (Report to Council 23-170, February 7, 2023), including 12.0 positions that were originally frozen on March 9, 2021 (Agenda Item 5.0 – Report to Council 21-402) and an additional 6.0 positions.
This budget continues 12.0 of the 18.0 positions that were funded by the SAFER grant effective FY 2026/27 when the SAFER grant term will be completed. This continues the restoration of the 12.0 positions that were previously frozen.
96 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S U M M A RY O F B U D GE T E D P O S IT IO NS Summary of Budgeted Positions by Fund
FY 2023/24
Adopted
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change
FY 2026/27
Proposed
Positions by Fund
General Fund (001) 723.52 727.67 746.01 18.34 744.01
Special Revenue Funds
Building Development Services (155) 47.71 51.71 55.21 3.50 55.21 City Affordable Housing (165) 1.95 1.85 2.00 0.15 2.00
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 CUPA Fund (159) 0.00 0.00 3.95 3.95 3.95
Fire Development Services (158) 9.04 9.04 10.45 1.41 10.45 Fire Operating Grant Trust (178) 18.00 18.00 17.00 (1.00) 17.00 Housing and Urban Development (562) 2.95 3.10 2.75 (0.35) 2.75 Housing Authority (164) 0.65 0.65 0.45 (0.20) 0.45
Housing Successor (169) 1.25 1.20 1.60 0.40 1.60
Subtotal Special Revenue Funds 82.15 86.15 94.01 7.86 94.01 Enterprise Funds
Cemetery (093) 5.00 5.00 5.00 0.00 5.00
Convention Center Enterprise (860) 0.70 0.90 0.90 0.00 0.90 Electric (091, 191) 222.00 223.00 235.00 12.00 235.00
Recycled Water (097) 4.10 4.95 5.05 0.10 5.05
Sewer Utility (094) 22.85 22.25 23.15 0.90 23.15
Solid Waste (096) 7.10 7.30 7.30 0.00 7.30
Water Utility (092) 46.05 45.80 44.80 (1.00) 44.80
Subtotal Enterprise Funds 307.80 309.20 321.20 12.00 321.20 Internal Service Funds
Fleet Management (053) 14.65 14.65 14.70 0.05 14.70
Information Technology Services (045) 6.00 7.00 8.00 1.00 8.00 Public Works Capital Projects Management (044) 14.13 14.13 14.13 0.00 14.13 Subtotal Internal Service Funds 34.78 35.78 36.83 1.05 36.83 Capital Improvement Program Funds
Related Santa Clara Developer (540) 1.00 0.45 0.45 0.00 0.45 Subtotal Capital Improvement Program Funds 1.00 0.45 0.45 0.00 0.45 Total Budgeted FTE by Fund 1,149.25 1,159.25 1,198.50 39.25 1,196.50 Note: Several positions added in the General Fund between the FY 2024/25 Adopted Budget and the FY 2025/26 Proposed Budget will be reimbursed by SVP and Utility Funds through the City’s cost allocation plan, including 5.75 positions in the Finance Department and 1.0 position in the City Attorney’s Office. 97 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S U M M A RY O F B U D GE T E D P O S IT IO NS Summary of Frozen Positions by Department
Department Classification FTE
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 (Related) 1.00
Finance Office Specialist III 1.00
Fire Deputy Fire Marshal II (Related) 1.00
Fire Fire Protection Engineer (Related) 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 2.00
Police Police Sergeant 1.00
Public Works Automotive Technician III 1.00
Public Works Assistant Engineer (Civil) 1.00
Public Works Associate Engineer (Civil) (Related) 1.00
Public Works Principal Engineer (Related) 1.00
Public Works Public Works Inspector (Related) 1.00
Public Works Senior Engineer (Civil) (Related) 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 30.50
The list reflects the frozen positions by department, including the following:
The remaining 17.50 positions as approved by City Council on March 9, 2021 as part of the COVID-19 Phase 1 Budget Rebalancing;
5.0 positions frozen on June 22,2021 (Agenda Item 5.0 – Report to Council 21-526); 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). 98 FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S U M M A RY O F B U D GE T E D P O S IT IO NS The list excludes all positions that have been restored, including the following:
1.0 Deputy City Clerk position in the City Clerk’s Office 1.0 Assistant City Attorney position and 1.0 Legal Office Specialist (recommended as part of this budget) in the City Attorney’s Office
1.0 Assistant City Manager position in the City Manager’s Office 12.0 Firefighter positions in the Fire Department
1.0 Office Specialist II position, 2.0 Police Records Specialist positions, 2.0 Police Officer positions and 4.0 Community Service Officer positions in the Police Department. An additional 1.0 Police Sergeant position and 2.0 Police Officer positions are recommended to be restored as part of this budget 1.0 Associate Engineer position in the Department of Public Works 99 This page is intentionally left blank.
100
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | D E B T S E R V IC E
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 to 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 obligations. The current City Council approved debt policy can be found online here: Debt Management Policy. 101
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | D E B T S E R V IC E 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, Series 2018A and Series 2024A, are affirmed and rated 'AA-' by Fitch and S&P in September 2024. 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.
Revenue Bonds are obligations payable from revenues generated by an enterprise, such as electric, water, or wastewater utilities. The City's outstanding utility Revenue Bonds are payable solely from the City's Electric Utility Enterprise Fund and are not secured by any pledge of ad valorem taxes or General Fund revenues of the City. 102
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | D E B T S E R V IC E Summary of FY 2025/26 and FY 2026/27 Debt Service
The Proposed Biennial Operating Budget Operating Budget includes $27,222,944 in debt service for FY 2025/26 and $27,232,680 for FY 2026/27. 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 million outstanding balance were 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.
Senior Revenue Bonds, Series 2018A, Series 2024A
Electric Revenue Refunding Bonds, Series 2018A
103
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | D E B T S E R V IC E On December 18, 2018, Silicon Valley Power (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 Fund. Electric Revenue Refunding Bonds, Series 2024A
On October 23, 2024, SVP issued $112,175,000 of Electric Revenue Bonds, Series 2024 A (Electric 2024A Bonds), to provide funding for 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. The Electric 2024A Bonds mature annually beginning on July 1, 2025 through July 1, 2044 and bear coupon rate of 5%, with optional redemption for bonds with maturities after July 1, 2035. Debt service on the Electric 2024A Bonds is secured by a pledge of net revenues of the Electric Utility 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.
104
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | D E B T S E R V IC E Electric Debt Planned
SVP intends to issue additional new short term credit facility and/or long-term debt in FY 2025/26, in the amount of $246 million, 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. This new issuance and preliminary debt service amounts are reflected in the City’s Debt Service Schedule. 105
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | D E B T S E R V IC E Fiscal Year Net Local State Net Net Total % of Growth Total Direct Ending Secured Assessed Unsecured Assessed Assessed of Assessed Tax June 30 Roll (1) Valuation Roll Valuation Valuation Valuation Valuation Rate 2014 / 15 24,294,056 4,183 4,352,204 28,650,443 28,758,679 99.62% 6.50% 1.13% 2015 / 16 27,659,960 4,183 5,157,346 32,821,489 32,927,777 99.68% 14.56% 1.16% 2016 / 17 30,672,596 4,183 5,856,885 36,533,664 36,638,297 99.71% 11.31% 1.15% 2017 / 18 33,449,607 3,896 6,553,560 40,007,063 40,109,539 99.74% 9.51% 1.16% 2018 / 19 36,596,483 354 7,266,592 43,863,429 43,964,914 99.77% 9.64% 1.13% 2019 / 20 38,502,828 870 7,629,244 46,132,942 46,232,453 99.78% 5.17% 1.20% 2020 / 21 42,047,766 870 7,972,493 50,021,129 50,118,954 99.80% 8.43% 1.18% 2021 / 22 44,162,052 870 8,007,077 52,169,999 52,264,729 99.82% 4.30% 1.19% 2022 / 23 48,144,003 870 8,668,804 56,813,677 56,926,788 99.80% 8.90% 1.17% 2023 / 24 52,144,207 1,074 8,829,840 60,975,121 61,070,198 99.84% 7.32% 1.17% Note:
(1) Net of Home Owner Property Tax Relief.
Source: County of Santa Clara, Department of Finance
CITY OF SANTA CLARA
ASSESSED AND ESTIMATED ACTUAL VALUE OF TAXABLE PROPERTY Last Ten Fiscal Years
(In Thousands)
106
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | D E B T S E R V IC E Fiscal Year Net
Ending Assessed Debt Limit- 15% of Debt Applicable Legal Debt June 30 Valuation Assessed Valuation (1) to Limit Margin 2014 / 15 28,650,443 4,297,566 - 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 6,919,941 - 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 8,522,052 - 8,525,052
2023 / 24 60,975,121 9,146,268 - 9,146,268
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)
107
FY 20 2 5/ 2 6 A N D FY 2 02 6 /2 7 P RO P O S E D O PE RA T I NG B UD G ET | DE BT S E RV IC E
DEBT SERVICE SCHEDULE
Actual Current Proposed Proposed Plan Plan Plan Plan Plan Plan Plan Plan Bond Issue 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 2034/35 Current Debt Issued
Certificates of Participation:
2013 Refunding COPs
(Central Park Library Project)
Principal 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 0 Interest 371,275 319,775 285,869 249,469 209,219 167,394 122,625 74,625 24,937 0 0 0 Trustee 1,110 1,110 1,110 1,110 1,110 1,110 1,110 1,110 1,110 0 0 0 Arbitrage Computation 0 0 0 0 1,900 0 0 0 1,900 0 0 0
1,402,385 1,405,885 1,406,979 1,400,579 1,407,229 1,403,504 1,403,735 1,400,735 692,947 0 0 0 2023 Wastewater Revenue COPs
Principal 0 735,000 770,000 810,000 850,000 895,000 940,000 985,000 1,035,000 1,085,000 1,140,000 1,195,000 Interest 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 1,163,813 Trustee 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 Arbitrage Computation 0 0 0 0 2,150 0 0 0 0 2,150 0 0
440,634 2,363,563 2,361,813 2,363,313 2,364,963 2,365,313 2,365,563 2,363,563 2,364,313 2,364,713 2,363,313 2,361,313 Total Certificates of
Participation
1,843,019 3,769,448 3,768,792 3,763,892 3,772,192 3,768,817 3,769,298 3,764,298 3,057,260 2,364,713 2,363,313 2,361,313 Installment Sale Agreement:
2016 Sanitary Sewer Improvements (Trimble Road Sewer Project) Principal 794,893 811,995 829,465 847,310 865,540 884,161 903,183 922,615 0 0 0 0 Interest 142,556 125,454 107,985 90,139 71,910 53,288 34,266 14,834 0 0 0 0 937,449 937,449 937,450 937,449 937,450 937,449 937,449 937,449 0 0 0 0 2020 Sanitary Sewer Improvements
Principal 20,000,000 0 0 0 0 0 0 0 0 0 0 0
Interest 822,302 0 0 0 0 0 0 0 0 0 0 0
Fees 0 0 0 0 0 0 0 0 0 0 0 0
20,822,302 0 0 0 0 0 0 0 0 0 0 0
108
FY 20 2 5/ 2 6 A N D FY 2 02 6 /2 7 P RO P O S E D O PE RA T I NG B UD G ET | DE BT S E RV IC E
DEBT SERVICE SCHEDULE
Actual Current Proposed Proposed Plan Plan Plan Plan Plan Plan Plan Plan Bond Issue 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 2034/35 Current Debt Issued
Total Installment Sale
Agreement
21,759,751 937,449 937,450 937,449 937,450 937,449 937,449 937,449 0 0 0 0 Senior Revenue Bonds:
Electric Revenue Refunding Bonds, Series 2018 A
Principal 5,440,000 5,795,000 6,005,000 6,320,000 6,655,000 0 0 0 0 0 0 0 Interest 1,374,750 1,093,875 798,875 490,750 166,375 0 0 0 0 0 0 0 Trustee 2,250 2,250 2,250 2,250 2,250 0 0 0 0 0 0 0
Arbitrage Computation 0 0 0 0 750 0 0 0 0 0 0 0
6,817,000 6,891,125 6,806,125 6,813,000 6,824,375 0 0 0 0 0 0 0 Electric Revenue Refunding Bonds, Series 2024 A
Principal 0 0 3,345,000 3,520,000 3,700,000 3,890,000 4,090,000 4,295,000 4,515,000 4,750,000 4,995,000 5,250,000 Interest 0 1,059,431 5,525,125 5,353,500 5,173,000 4,983,250 4,783,750 4,574,125 4,353,875 4,122,250 3,878,625 3,622,500 Trustee 0 2,675 2,675 2,675 2,675 2,675 2,675 2,675 2,675 2,675 2,675 2,675 Arbitrage Computation 0 1,150 1,150 1,150 0 2,150 0 0 0 2,150 0 0 0 1,063,256 8,873,950 8,877,325 8,875,675 8,878,075 8,876,425 8,871,800 8,871,550 8,877,075 8,876,300 8,875,175 Subordinated Revenue Bonds:
Electric Revenue Refunding Bonds, Series 2020-1
Principal 0 0 0 0 0 6,555,000 12,745,000 12,910,000 13,165,000 7,610,000 0 0 Interest 720,596 720,596 720,596 720,596 720,596 676,022 544,782 370,328 193,018 51,748 0 0 Trustee 1,375 1,375 1,475 1,475 1,575 1,575 1,675 1,675 1,775 1,775 0 0 721,971 721,971 722,071 722,071 722,171 7,232,597 13,291,457 13,282,003 13,359,793 7,663,523 0 0 Electric Revenue Refunding Bonds, Series 2020-2
Principal 5,755,000 5,695,000 5,910,000 5,975,000 6,050,000 4,930,000 0 0 0 0 0 0 Interest 323,579 262,268 203,082 142,469 81,141 25,143 0 0 0 0 0 0 Trustee 1,375 1,375 1,475 1,475 1,575 1,575 0 0 0 0 0 0 Arbitrage Computation 0 0 0 0 0 750 0 0 0 0 0 0
6,079,954 5,958,643 6,114,557 6,118,944 6,132,716 4,957,468 0 0 0 0 0 0 109
FY 20 2 5/ 2 6 A N D FY 2 02 6 /2 7 P RO P O S E D O PE RA T I NG B UD G ET | DE BT S E RV IC E DEBT SERVICE SCHEDULE Actual Current Proposed Proposed Plan Plan Plan Plan Plan Plan Plan Plan Bond Issue 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 2034/35 Current Debt Issued
Subordinated Revenue Bonds:
Electric Revenue Refunding Bonds, Series 2020-3
Principal 3,945,000 3,970,000 0 0 0 0 0 0 0 0 0 0
Interest 34,467 11,513 0 0 0 0 0 0 0 0 0 0
Trustee 1,375 1,375 0 0 0 0 0 0 0 0 0 0
3,980,842 3,982,888 0 0 0 0 0 0 0 0 0 0
Total Electric Revenue Bonds 17,599,767 18,617,882 22,516,703 22,531,340 22,554,939 21,068,140 22,167,882 22,153,803 22,231,343 16,540,598 8,876,300 8,875,175 41,202,537 23,324,779 27,222,945 27,232,681 27,264,579 25,774,406 26,874,629 26,855,550 25,288,603 18,905,311 11,239,613 11,236,488 Debt to be Issued
Electric Bonds
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 2,700 2,700 2,700 2,700 2,700 2,700 2,700 2,700 0 0 0 0 17,874,332 17,874,332 17,874,332 17,874,332 17,874,332 17,874,332 17,874,332 17,874,332 0 0 0 0 17,874,332 17,874,332 17,874,332 17,874,332 17,874,332 17,874,332 17,874,332 17,874,332 41,202,537 23,324,779 27,222,945 27,232,681 45,138,911 43,648,738 44,748,961 44,729,882 43,162,935 36,779,643 29,113,945 29,110,820 Total Current Debt Issued
Total Debt to be Issued
Total Current Debt Service
and Debt to be Issued
110
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | D E B T S E R V IC 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.
The following section details the City of Santa Clara’s Debt Service Funds’ Statements of Sources and Uses and the Proposed Budget for Fiscal Year 2025/26 and Fiscal Year 2026/27. 111
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | D E B T S E R V IC E DEBT SERVICE FUNDS | ELECTRIC UTILITY DEBT
SERVICE FUND (491)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Bond Reserve 3,632,533 3,632,533 3,632,533 3,632,533 3,632,533 Reserve for Debt Service 10,407,324 10,419,656 10,419,656 18,130,990 19,730,990 Total Beginning Fund Balance 14,039,857 14,052,189 14,052,189 21,763,523 23,363,523 Revenue
Bond Proceeds 0 130,000,000 130,585,113 0 0
Debt Financing 0 0 0 246,000,000 0
Interest 10,057 0 1,600,000 1,600,000 250,000
Total Revenue 10,057 130,000,000 132,185,113 247,600,000 250,000 Transfers From
Electric Utility Fund 17,602,042 27,354,002 27,354,002 22,518,403 22,533,040 Total Transfers From 17,602,042 27,354,002 27,354,002 22,518,403 22,533,040 Total Source of Funds 31,651,956 171,406,191 173,591,304 291,881,926 46,146,563 Expenditures
Debt Service 17,593,392 27,348,252 21,226,625 22,507,678 22,522,315 Administrative Costs 6,375 5,750 601,156 10,725 10,725
Total Expenditures 17,599,767 27,354,002 21,827,781 22,518,403 22,533,040 Transfers To
Electric Utility Capital Fund 0 130,000,000 130,000,000 246,000,000 0 Total Transfers To 0 130,000,000 130,000,000 246,000,000 0 Ending Fund Balance
Bond Reserve 3,632,533 3,632,533 3,632,533 3,632,533 3,632,533 Reserve for Debt Service 10,419,656 10,419,656 18,130,990 19,730,990 19,980,990 Total Ending Fund Balance 14,052,189 14,052,189 21,763,523 23,363,523 23,613,523 Total Use of Funds 31,651,956 171,406,191 173,591,304 291,881,926 46,146,563 112
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | D E B T S E R V IC E DEBT SERVICE FUNDS | PUBLIC FACILITIES FINANCING
CORPORATION FUND (431)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Debt Reserve 707,202 707,202 707,202 707,202 707,202
Unrestricted 38,222 78,215 78,215 116,215 151,215
Total Beginning Fund Balance 745,424 785,417 785,417 823,417 858,417 Revenue
Interest 39,938 38,000 500 35,000 35,000
Total Revenue 39,938 38,000 500 35,000 35,000
Transfers From
General Fund 1,402,440 1,405,940 1,405,940 1,406,979 1,400,579 Total Transfers From 1,402,440 1,405,940 1,405,940 1,406,979 1,400,579 Total Source of Funds 2,187,802 2,191,857 2,229,357 2,265,396 2,293,996 Expenditures
Debt Service 1,401,275 1,404,775 1,404,775 1,405,869 1,399,469 Administrative Costs 1,110 1,165 1,165 1,110 1,110
Total Expenditures 1,402,385 1,405,940 1,405,940 1,406,979 1,400,579 Ending Fund Balance
Debt Reserve 707,202 707,202 707,202 707,202 707,202
Unrestricted 78,215 78,715 116,215 151,215 186,215
Total Ending Fund Balance 785,417 785,917 823,417 858,417 893,417 Total Use of Funds 2,187,802 2,191,857 2,229,357 2,265,396 2,293,996 113
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | D E B T S E R V IC E DEBT SERVICE FUNDS | SEWER UTILITY DEBT SERVICE
FUND (494)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Debt Reserve 5,214,831 7,693,354 7,693,354 4,389,592 1,090,329 Total Beginning Fund Balance 5,214,831 7,693,354 7,693,354 4,389,592 1,090,329 Revenue
Interest 949 0 0 0 0
Debt Proceeds 35,975,789 0 0 0 0
Total Revenue 35,976,738 0 0 0 0
Transfers From
Sewer Utility Fund 0 0 0 0 3,300,762
Total Transfers From 0 0 0 0 3,300,762
Total Source of Funds 41,191,569 7,693,354 7,693,354 4,389,592 4,391,091 Expenditures
Debt Service 22,197,885 3,303,762 3,303,762 3,299,263 3,300,762 Administrative Costs 550,331 0 0 0 0
Total Expenditures 22,748,216 3,303,762 3,303,762 3,299,263 3,300,762 Transfers To
Sewer Utility Fund 750,000 0 0 0 0
Sewer Utility Capital Fund 10,000,000 0 0 0 0
Total Transfers To 10,750,000 0 0 0 0
Ending Fund Balance
Debt Reserve 7,693,353 4,389,592 4,389,592 1,090,329 1,090,329 Total Ending Fund Balance 7,693,353 4,389,592 4,389,592 1,090,329 1,090,329 Total Use of Funds 41,191,569 7,693,354 7,693,354 4,389,592 4,391,091 114
FY 2026-2036 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
Ten-Year
General Fund
Financial Forecast
2026 - 2036
April 2025
115
FY 2026-2036 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
PURPOSE
The Ten-Year General Fund 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 Forecast and refined on a moving forward basis.
This Forecast shows a General Fund surplus of $9.3 million in FY 2025/26, followed by small surpluses and shortfalls in the remaining years of the Forecast. The projected surplus in FY 2025/26 is equivalent to 2.8% of forecasted expenditures, while the shortfalls and surpluses in the out years ranging from -$6.7 million to $6.2 million equate to -1.8% to 1.4% of expenditures annually.
2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 2034/35 Projected
Revenues $337.7 $340.0 $351.4 $363.9 $378.6 $396.5 $411.9 $426.9 $442.4 $459.4 Projected
Expenditures $328.4 $340.1 $353.2 $370.6 $383.5 $398.7 $409.9 $425.0 $437.2 $453.2 (Shortfall)/
Surplus $9.3 ($0.1) ($1.8) ($6.7) ($4.9) ($2.2) $2.0 $1.9 $5.2 $6.2 % of
Expenses 2.8% 0.0% (0.5%) (1.8%) (1.3%) (0.6%) 0.5% 0.4% 1.2% 1.4% The Forecast compares ongoing revenues and expenditures to address the existing staffing and service levels. It does not factor in one-time funding sources or items funded on a pay-as-you-go method with one-time sources. The Forecast also does not address many unmet service needs including the following:
The cost to fully fund capital infrastructure needs;
Additional costs to restore frozen positions, add positions to address growth in the City, and add new services (e.g., homelessness response, public art program) Permanent funding for pilot programs such as Via Shuttle/SV Hopper and Vision Zero 116
FY 2026-2036 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
Enhanced funding to address the City’s pension liability (the City is below the State average in pension funding)
Additional contributions to Reserves (e.g., Budget Stabilization 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 lack of sufficient one-time funding has resulted in a backlog of unmet/deferred infrastructure needs. In November 2024, Santa Clara voters approved a $400 million General Obligation Bond to address the most critical needs. There remains a need for ongoing funding to replace the City’s infrastructure. For the first time, this Forecast begins to address that need with modest funding growing from $1 million in FY 2025/26 to $10 million in FY 2034/35. City staff recognizes the ongoing need to fully fund capital maintenance in the City is much larger, and staff will continue to evaluate options to create additional capacity for additional funds in this area.
The Forecast also does not take into consideration potential additional revenue from the Related project (future project phases) or revenue and staffing impacts of development projects. These revenue sources may improve the Forecast in the future, but the timing is not yet known. They will be factored in future Forecasts when there is more certainty.
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:
Uncertainty regarding results of tariffs and other federal actions; 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.
It is important to note that all forecasts have a level of uncertainty. Given the decreasing precision in later years of a forecast, those values provide a multi-year perspective rather than a precise prediction. As the City has experienced in the past, 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). For example, 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). 117
FY 2026-2036 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
ECONOMIC OUTLOOK
In its Spring 2025 Forecast, the UCLA Anderson Forecast points to significant uncertainty related to trade tariffs, fiscal policy, and geopolitical risk with the new administration. The Forecast predicts higher unemployment and higher prices in 2025 with some potential upside in 2027 and beyond. “As a result of the combined effects of deportations and tariffs, we expect GDP and productivity growth to decline in late 2025 by about 1 percentage point and to recover by the end of 2026. (2025Q1 negative productivity growth is due to U.S. Census data adjustment to the size of the labor supply.) The unemployment rate will simultaneously rise and hit 4.5% by the first quarter of 2026 and gradually recover afterwards to 4.0% in 2027. We expect inflation to remain elevated around 3 percent throughout 2025 and 2026. Tariffs will be the main cause of higher prices in 2025, while deportations will drive prices in 2026 via higher food and wage inflation of around 4 percent.”1
U.S. Quarterly Real GDP Growth Forecast (UCLA Spring 2025 Economic Forecast) In the fourth quarter 2024 third estimate, the Gross Domestic Product (GDP) increased by 2.4%, following a GDP increase of 3.1% in the third quarter. The increase in real GDP primarily reflected increases in consumer spending and government spending that were partially offset by a decrease in investment.2
1 UCLA Anderson Forecast Spring 2025 Economic Forecast, “A Tariff Amount of Uncertainty”, Clement Bohr 2 https://www.bea.gov/news/2025/gross-domestic-product-4th-quarter-and-year-2024-third-estimate-gdp-industry-and 118
City of
Santa Clara
4 0
Forecast
FY 2026-2036 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
Employment data has remained positive with low unemployment rates. On a national level, the unemployment rate was 4.1% in February 2025, which is slightly above the 3.9% in February 2024. The unemployment rate has remained in a narrow range of 4.0% to 4.2% since May 20243.
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
The unadjusted unemployment rate in the San José-Sunnyvale-Santa Clara Metropolitan Statistical Area (MSA) was 4.2% in February 2025, down slightly from a revised 4.3% in January 2025, and below the February 2024 estimate of 4.3%. Between February 2024 and February 2025, employment in this region decreased by 5,300 jobs, or 0.5%. Notable employment reductions were in professional and business services (down 5,100 jobs), manufacturing (down 3,000 jobs), information (down 3,000 jobs), and leisure and hospitality (down 2,200 jobs). The largest increases were in private education and health services (up 8,900 jobs).4
3 https://www.bls.gov/news.release/pdf/empsit.pdf
4 https://labormarketinfo.edd.ca.gov/file/lfmonth/sjos$pds.pdfhttps://labormarketinfo.edd.ca.gov/ 119
City of
Santa Clara
5.0 4.0
3.0 2.0
1.0 0.0
2023
U ,S. Bureau of Economic Analysis
Percent
18.0 16.0
14.0 12.0
10.0 8.0
6.0 4.0
Feb Feb
2005 2007
Real GDP, Percent Change from Preceding Quarter
2024
Seaso113lly adjusted annual rates
Feb Feb Feb Feb Feb Feb Feb Feb Feb
2009 2011 2013 2015 2017 2019 2021 2023 2025
FY 2026-2036 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
San Jose-Sunnyvale-Santa Clara Metropolitan Statistical Area Property values in Santa Clara remain high. In 2024, the median price of a single-family home totaled $1.95 million, which was up from the 2023 level of $1.7 million as shown in the Single-Family Residential Home Sales chart. The number of closed sales also increased from 380 in 2023 to 418 in 2024. However, this sales volume remains below historical levels.
There are significant development projects underway in Santa Clara that will bring new revenues as well as new costs. The financial impacts of these developments have not been factored into this forecast given the uncertainty regarding the timing. However, it is anticipated that this additional development activity will have a positive impact on the forecast.
Data Source: Santa Clara County Association of Realtors -
200
400
600
800
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
City of Santa Clara
Number of Single Family Closed Sales
# of Closed Sales
$200,000
$700,000
$1,200,000
$1,700,000
$2,200,000
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
City of Santa Clara
Single Family Residential Home Sales
Ave. Price Med. Price
120
City of
Santa Clara
Unemployment Rate Historical Trend
4.8% ~----------------------r-"""% ________ _
4.6% -1----------------------~ll!E:=!ll~ -------- 4.4% +----------------,.,--~ ------F---""'"----::o,---- -- 4.2% -1-----------,.,-------~~~- -----,f---------4111111!:=:Bilr--Jm:::::! ....
4.0% r-------:;;-r~iijjiii .. ..._~-JtL----- "',--_ _,. __________ F---
3.8% +--------:r::::a.-.--- -----'L......&..----~k-~'--------------
3.6% +----~ L...-----------------'=--------------- 3.4% +------------------------------------ 3.2% +-"':llllllr-- -.- -----------------------------
3.0% +----,,.l~ ---....... -....------.---....... -....------..--............. - ....... _----,_...,... ....... ____ ......,_...,...__, 111110 111111111 I I I I I I ■ ■ ■
FY 2026-2036 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.
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
Property Tax $101.2 $106.0 $111.7 $117.6 $123.9 $130.5 $137.4 $144.8 $152.5 $160.7 Sales Tax $65.9 $67.8 $69.8 $71.9 $74.0 $76.2 $78.5 $80.9 $83.3 $85.7 Transient
Occupancy
Tax
$27.5 $28.6 $29.7 $30.9 $32.2 $33.5 $34.8 $36.2 $37.6 $39.1 Franchise
Tax
$5.6 $5.8 $6.1 $6.3 $6.6 $6.8 $7.1 $7.4 $7.7 $8.0
Documentary
Transfer Tax
$1.6 $1.6 $1.7 $1.7 $1.7 $1.8 $1.8 $1.8 $1.9 $1.9
Business Tax $6.2 $6.4 $6.5 $6.7 $6.8 $7.0 $7.2 $7.4 $7.6 $7.7 Licenses and
Permits
$2.9 $2.9 $3.0 $3.0 $3.2 $3.2 $3.3 $3.3 $3.4 $3.5
Fines and
Penalties
$1.6 $1.6 $1.6 $1.6 $1.6 $1.6 $1.6 $1.6 $1.6 $1.6
Interest
Income
$6.2 $6.4 $6.3 $6.1 $6.0 $5.7 $5.4 $5.4 $5.5 $5.5
Rents $16.5 $17.8 $18.1 $18.6 $19.3 $20.7 $21.1 $21.5 $22.0 $22.5 Other
Services
Fees
$59.2 $50.4 $48.7 $49.8 $51.0 $52.2 $53.4 $54.7 $55.9 $57.3 Transfers
from Other
Funds
$1.6 $1.7 $1.7 $1.7 $1.7 $1.7 $1.7 $1.7 $1.7 $1.7
SVP Transfer $37.3 $39.1 $41.1 $43.1 $45.3 $47.5 $50.0 $52.5 $55.1 $57.8 All Other
Revenues
$4.4 $3.9 $5.4 $4.9 $5.3 $8.1 $8.6 $7.7 $6.6 $6.4
Total
Sources $337.7 $340.0 $351.4 $363.9 $378.6 $396.5 $411.9 $426.9 $442.4 $459.4 % Change
from Prior Yr 0.7% 3.4% 3.6% 4.0% 4.7% 3.9% 3.6% 3.6% 3.8% 121
FY 2026-2036 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
Sales tax and property tax comprise the largest individual sources of General Fund revenues, representing a combined $167 million in FY 2025/26, or approximately 50% of the total. These categories along with the Silicon Valley Power (SVP) Transfer 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 2025/26, property tax revenue is projected at $101.2 million and includes secured property tax of $98.0 million and unsecured property tax of $3.2 million. Assessed valuation growth on secured property is projected at 5.0% and reflects the annual inflation factor based on Consumer Price Index (2% increase in FY 2025/26), 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 Property Tax,
$101.2 M,
30.0%
Sales Tax,
$65.9 M,
19.5%
SVP Transfer,
$37.3 M, 11.0%
Transient
Occupancy
Tax, $27.5 M,
8.2%
Other Services
Fees, $59.2 M,
17.5%
Other Revenue,
$46.6 M, 13.8%
FY 2025/26 General Fund Revenues
($337.7 Million)
Top 3 total
$204.4 M or
60% of
General
Fund
Revenue
122
FY 2026-2036 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
ranging from 5.0% to 5.5% is projected. By the end of the forecast period, Property Tax receipts are projected to reach $160.7 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 $6.7 million in FY 2025/26. The County of Santa Clara has indicated that approximately 18% 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 2025/26, the contribution to this reserve totals $1.2 million.
Unsecured Property Tax receipts are projected to increase 2% annually over the Forecast period.
Collections are expected to grow at an average annual rate of 5.3% 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
123
City of
Santa Clara
j
FY 2026-2036 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 $70.9 million in FY 2024/25, which is up from the $61.8 million received in FY 2023/24; receipts experienced unusually high growth of 32.5% in the first two quarters of FY 2024/25 due primarily to increases in the business-to-business sector. This Forecast conservatively assumes that a portion of that growth is one-time in nature. Sales tax revenue is projected to decrease to $65.9 million in FY 2025/26. 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 $85.7 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 $0.0
$10.0
$20.0
$30.0
$40.0
$50.0
$60.0
$70.0
$80.0
$90.0
$100.0 Millions
124
City of
Santa Clara
I
- - j
t-1-- -1--1-- - -1-
- -1-- 1-- -1-- 1-- -1-- 1-- -1-- 1-- -1--1-- -1--1-- -1--1-- - -1- FY 2026-2036 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
year for the past five years, adjusted for inflation. 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 13.5%. This rate increased from 12.5% to 13.5% effective January 1, 2025. 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 over the last few years continue to make up some of the lost ground but remain below pre-COVID levels when factoring in the rate increases that have been implemented (from 9.5% to 13.5%).
TOT collections are projected to continue to increase over the forecast period with estimated receipts of $27.5 million in FY 2025/26. This figure factors in the TOT rate increase from 12.5% to 13.5% in January 2025. In the remaining years of the forecast, annual growth of 4.0% is projected. By the end of the Forecast period, TOT receipts are projected to reach $39.1 million. 125
City of
Santa Clara
Santa Clara
Annual Per Capita Sales Tax
Adju511.ed fo, lnffatioo
jCOnstaat 2020 $)
■ General Reta ii
Food Products
■ Trans,portatio-n.
• CortStructi:oo
■ Business To Business
■ 1scellaneous
County Pool
{Cash Basis)
WWQ.4 $394 20i2:1Q.4 $409 202.3Q4 $409 2.024Q4 $454
FY 2026-2036 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 $5.6 million in FY 2025/26 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 2025/26 with 2% annual increases in the out years of the Forecast.
Licenses and Permits
Licenses and Permits are projected to total $9.1 million in FY 2025/26, including business licenses at $6.2 million, fire permits at $2.0 million, parking permits at $850,000, and encroachment and miscellaneous permits at $26,000. Average annual growth of 2.4% is projected in the out years of the Forecast, with revenues reaching $11.2 million in FY 2034/35.
Fines and Penalties
Fines and Penalties are projected at $1.6 million in FY 2025/26 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
$45.0 Millions
126
City of
Santa Clara
I I
FY 2026-2036 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 2025/26. In the remaining years of the Forecast, interest earnings are projected to fluctuate annually primarily due to interest rate assumptions, ranging from $5.4 million to $6.4 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 2025/26, rent revenue is estimated to total $16.5 million, including $10.0 million from property rents and leases and $6.5 million from right-of-way rental fees. This category factors in projected lease revenue from the Related project ($0.9 million in FY 2025/26 increasing to $1.8 million in FY 2034/35; assumes Phase I of the project. This category also includes Stadium performance rent, which totals $2.2 million in FY 2025/26 that varies throughout the forecast period. Growth projections for the out years of the Forecast are based on individual lease agreements.
Rent revenue is projected to reach $22.5 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 $59.2 million in FY 2025/26 and includes one-time Host Committee reimbursements for City costs. This category is expected to drop to $50.4 million in FY 2026/27 and reflects the removal of onetime reimbursements. Growth is expected in the out years of the Forecast and reach $57.3 million by FY 2034/35.
Transfers from Other Funds
The Transfers from Other Funds totals $1.6 million in FY 2025/26 and includes the following: a transfer of $1.4 million from the Storm Drain Capital Fund to support storm drain operations; 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 $37.3 million in FY 2025/26 and are projected to increase to $57.8 million by FY 2034/35, increasing at an annual rate of 5%. Growth in this category is primarily driven by market projections for electric consumption, resources costs, and any retail rate increase assumed for the Electric Utility.
127
FY 2026-2036 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
GENERAL FUND EXPENDITURES
Expenditures are projected to grow from $328.4 million in FY 2025/26 to $453.2 million by the end of the forecast period. FY 2025/26 expenditures are 5.0% above the FY 2024/25 Adopted Budget of $312.6 million primarily due to the higher salaries and wages, retirement, health, and interfund services costs. 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
Salaries $151.2 $155.9 $159.7 $165.7 $171.2 $177.0 $182.8 $189.0 $194.8 $200.9 Retirement $65.4 $68.3 $70.8 $75.6 $77.5 $79.8 $80.2 $82.4 $82.3 $83.3 Other Benefits $27.1 $29.2 $30.5 $31.9 $33.5 $35.1 $36.9 $38.7 $40.8 $43.6 Sub-Total
Labor Costs $243.7 $253.4 $261.0 $273.2 $282.2 $291.9 $299.9 $310.1 $317.9 $327.8 Materials,
Services, &
Supplies
$40.0 $38.6 $40.4 $43.1 $44.4 $47.2 $48.5 $51.3 $52.8 $56.5 Capital Outlay $0.6 $0.6 $0.6 $0.6 $0.6 $0.6 $0.6 $0.6 $0.6 $0.7 Interfund
Services $34.3 $35.2 $36.3 $37.4 $38.7 $40.0 $41.3 $42.6 $44.1 $45.0 Loans and
Transfers $7.6 $7.3 $7.6 $7.8 $8.0 $8.2 $7.6 $7.2 $7.4 $7.6 Reserves/Fund
Balance $2.2 $5.0 $7.3 $8.5 $9.6 $10.8 $12.0 $13.2 14.4 $15.6 Sub-Total
Other Costs $84.7 $86.7 $92.2 $97.4 $101.3 $106.8 $110.0 $114.9 $119.3 $125.4 Total Uses $328.4 $340.1 $353.2 $370.6 $383.5 $398.7 $409.9 $425.0 $437.2 $453.2 % Change
from Prior Yr 3.6% 3.8% 4.9% 3.5% 4.0% 2.8% 3.7% 2.9% 3.7% 128
FY 2026-2036 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
Labor Costs
Labor costs, which include salary, retirement and other benefit costs, are projected at $243.7 million in FY 2025/26. These costs are derived from a position-level analysis of City staffing, including actual salary and benefit information, negotiated salary and benefit adjustments for bargaining groups that have current Memorandums of Understanding with the City, projected adjustments for the out years of the forecast, and retirement information from the California Public Employees Retirement System (CalPERS) and the City’s actuary.
Over the Forecast period, these costs are projected to increase an average of 3.4% annually and reach $327.8 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, $151.2 M,
46.0%
Benefits, $92.5 M,
28.2% NonPersonnel/Other,
$84.7 M, 25.8%
$243.7 M or
74% of
General
Fund
Expenditures
FY 2025/26 General Fund Expenditures by Type
($328.4 Million)
129
FY 2026-2036 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 2025/26, pension costs are projected to be $65.4 million. By the end of the Forecast period, PERS expenditures are projected to reach $83.3 million and will account for an estimated 20% 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. 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. In April 2024, the Board took action to modify the Funding Risk Mitigation Policy to remove the automatic change to the discount rate when the investment return exceeds the various thresholds. Rather than an automatic change to the discount rate, a board discussion would be placed on the calendar. 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 and 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
130
City of
Santa Clara
■ □
FY 2026-2036 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
Materials, Services, Supplies and Capital Outlay
The materials, services and supplies budget for FY 2025/26 is $40.0 million, which is above the FY 2024/25 Adopted Budget level of $39.7 million and reflects anticipated increases in costs. The budget also reflects the elimination of one-time costs budgeted in FY 2024/25, including those that were carried over from FY 2023/24 to FY 2024/25. Expenditures are projected to reach $56.5 million by FY 2034/35.
Certain costs occur every other year, such as election costs, and are reflected in those years. 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).
Capital Outlay
The Capital Outlay category accounts for equipment with a unit cost of $1,000 or more and an estimated useful life of over one year or minor capital improvements. This category totals $0.6 million in FY 2025/26 and primarily includes ongoing costs shifted from the capital budget for personal protective equipment, defibrillator replacement, and thermal image camera replacement for the Fire Department.
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 2025/26, these costs are estimated at $34.3 million and increase to $45.0 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, and the City’s contributions to parking maintenance and Convention Center maintenance, and limited funding for capital projects. These costs are estimated at $7.6 million in FY 2025/26 and remain relatively steady throughout the forecast period. This category does not reflect the one-time funds transferred from the General Fund Capital Projects Reserve to support capital projects.
Reserves/Fund Balance
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 $6.7 million in FY 2025/26. The County of Santa Clara has indicated that approximately 18% 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 2025/26, the contribution to this reserve totals $1.2 million and increases to $1.9 million by FY 2034/35. Through FY 2024/25, the reserve balance totals $6.7 million.
Starting in FY 2025/26, funding is assumed for capital projects ($1.0 million in FY 2025/26 that increases to $10.0 million by FY 2034/35) that is set aside in the Capital Projects Reserve. This provides ongoing 131
FY 2026-2036 TEN-YEAR GENERAL FUND FINANCIAL FORECAST
funding to address the City’s capital infrastructure needs. In the out years of the Forecast, funding is also set aside in the Unrestricted Fund Balance to address any higher than anticipated costs that occur during the year.
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). In recent years, the City Council has 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 $69.1 million in the FY 2024/25 Amended Budget; this equates to 23% of the expenditures in the FY 2024/25 Amended Budget and 22% of the expenditures in the FY 2025/26 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 (CPR). The CPR reserve currently totals $7.8 million in the FY 2024/25 Amended Budget. The Forecast assumes annual contributions to the Reserve, from $1.0 million in FY 2025/26 and increasing to $10.0 million by FY 2034/35.
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 2024/25 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 $34.6 million in the FY 2024/25 Amended Budget.
132
FY 2026-2036 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.
The Ten-Year General Fund Forecast shows improvement with a surplus in FY 2025/26 followed by small shortfalls and surpluses in the remaining years. This improvement is the result of stronger revenue growth since the last Forecast that was realized during a period of solid economic growth. However, there is now a significant amount of economic uncertainty related to trade tariffs, fiscal policy, and geopolitical risk with the new administration. It is unknown how these factors will impact our local economy.
While the Forecast is close to being in balance, there are elements of the City’s budget that are not included in the Forecast. These include the costs to fully fund capital improvements that rely on General Fund, restore all frozen positions, fund new positions for core services to address growth, 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 help 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.
133
This page is intentionally left blank.
134
Statements of Sources
and Uses of Funds
135
This page is intentionally left blank.
136
General Fund
137
This page is intentionally left blank.
138
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS
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 $505.0 million in FY 2025/26 and $511.8 million in FY 2026/27. In FY 2025/26, this consists of $167.5 million in fund balance estimated to be carried over from FY 2024/25, $335.8 million in revenue, and $1.7 million in transfers from other funds. Total sources are up $26.5 million from the FY 2024/25 Amended Budget, reflecting an increase in revenues and transfers ($29.3 million), partially offset by a slight decrease in the beginning fund balance ($2.8 million). The increase in the beginning fund balance is primarily due to additional fund balance from the close out of FY 2023/24 to the Budget Stabilization Reserve and the Pension Stabilization Reserve as well as the carryover of one-time performance rent and excess revenue from the Stadium and additional projected sales tax revenue from FY 2024/25. The growth in revenues primarily reflects increases in Property Tax, Transient Occupancy Tax, and Other Services Fees, including one-time reimbursements for City costs related to the Super Bowl and FIFA World Cup events. 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 2023/24
Actual
FY 2024/25
Amended
FY 2024/25
Estimate
FY 2025/26
Proposed
FY 2026/27
Change
FY 2026/27
Proposed
Property Tax 90,710,410 94,391,000 94,391,000 101,181,000 4,837,000 106,018,000 Sales Tax 61,776,045 62,900,000 66,480,000 65,850,000 1,956,000 67,806,000 Transient Occupancy Tax 22,347,394 22,850,000 22,850,000 27,500,000 1,100,000 28,600,000 Franchise Fees 5,370,928 5,350,000 5,350,000 5,600,000 224,000 5,824,000 Documentary Transfer
Tax 1,370,129 1,600,000 1,600,000 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 14,872,795 14,258,187 18,458,187 16,524,291 1,315,940 17,840,231 Other Services Fees 44,403,129 41,979,343 41,979,343 59,199,853 (8,188,853) 51,011,000 State/Other Agencies 808,452 1,606,149 1,606,149 580,000 - 580,000 Fines and Penalties 2,568,129 1,452,000 1,452,000 1,557,000 - 1,557,000 Interest 6,882,193 6,212,000 6,212,000 6,247,000 128,000 6,375,000 SVP Transfer 33,143,505 34,500,000 34,500,000 37,275,000 1,864,000 39,139,000 Other Revenue 986,626 8,549,895 14,449,895 3,603,628 (539,855) 3,063,773 Revenue Subtotal 294,027,342 304,526,574 318,206,574 335,791,772 2,949,232 338,741,004 Transfers From 2,855,987 3,655,534 3,655,534 1,654,003 7,268 1,661,271 Total Revenues/
Transfers 296,883,329 308,182,108 321,862,108 337,445,775 2,956,500 340,402,275 139
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS 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 approximately 30% of revenues.
Under Proposition 13, the assessed valuation of
properties held by the same owner from year to
year is adjusted each year by the lesser of 2.0% or
the percent change in the annual California
Consumer Price Index (CCPI). For FY 2025/26, 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 2025/26, assessed
valuation growth on secured property is projected
at 5.0%
In FY 2025/26, property tax revenue is projected at $101.2 million and includes secured property tax of $98.0 million and unsecured property tax of $3.2 million. Collections are projected to increase 4.8% in FY 2026/27 to $106.0 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 $6.7 million in FY 2025/26 and $7.0 million in FY 2026/27. The County of Santa Clara has indicated that approximately 18% 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. The contribution to this reserve totals $1.2 million in FY 2025/26 and $1.3 million in FY 2026/27.
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 2% annually to $3.2 million in FY 2025/26 and $3.3 million in FY 2026/27.
Santa Clara
Unified
School
District,
$38.36
County of
Santa Clara,
$18.72
County Office
of Education,
$3.97
City of
Santa
Clara, $10.18
West Valley
College,
$11.09
Other Special
Districts,
$2.50
ERAF (Other
School
Districts),
$15.18
Property Tax Distribution per $100 Collected
140
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS 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 revenue is
projected at $65.9 million in FY 2025/26, which is
below the FY 2024/25 estimate. Collections in FY
2024/25 have experienced unusually high growth due
to increases in the business-to-business sector.
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 13.5%. This rate increased from
12.5% to 13.5% effective January 1, 2025. 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. Of all the City’s revenue categories, TOT was the most impacted by the pandemic. Actual collections over the last few years continue to make up some of the lost ground but remain below pre-COVID levels when factoring in the rate increases that have been implemented (from 9.5% to 13.5%).
TOT collections are projected to continue to increase with estimated receipts of $27.5 million in FY 2025/26 and $28.6 million in FY 2026/27.
Franchise Tax and Documentary Transfer Tax
The Franchise Tax revenues are projected at $5.6 million in FY 2025/26 and $5.8 million in FY 2026/27. The Documentary Transfer Tax, which is imposed on the transfer of the title of real property, is projected at $1.6 million in FY 2025/26 and $1.63 million in FY 2026/27.
Licenses and Permits
Licenses and Permits are projected to total $9.1 million in FY 2025/26, including business licenses at $6.2 million, fire permits at $2.0 million, parking permits at $850,000, and encroachment and miscellaneous permits at $26,000. The revenue estimate for FY 2026/27 totals $9.3 million. The Business Tax category factors in annual CPI adjustments.
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 2025/26, rent revenue is estimated to total $16.5 million, including $7.9 million from property rents and leases, $6.5 million from right-of-way rental fees and $2.15 million from Santa Clara Stadium Authority performance rent. The property lease revenue includes Phase 1 of the Related project ($898,000 in FY 2025/26). Rental income for the Commerce and Peddlers Plaza is not assumed in this budget. In FY 2026/27, the Rents category increases to $17.8 million.
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
141
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS 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 $59.2 million in FY 2025/26 and $51.0 million in FY 2026/27. This includes one-time revenue of $12.8 million in FY 2025/26 and $1.4 million in FY 2026/27 for reimbursements related to the Super Bowl and FIFA World Cup events; associated expenditures are also factored into the budget.
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 $37.3 million in FY 2025/26 and $39.1 million in FY 2026/27. 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 $1.7 million in FY 2025/26 and FY 2026/27 and includes the transfer of $1.45 million from the Storm Drain Capital Fund to support storm drain operations 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.
142
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS General Fund Uses
Overall, General Fund uses total $505.0 million in FY 2025/26 and $511.8 million in FY 2026/27. In FY 2025/26, $322.7 million accounts for operational expenditures, $11.0 million are transfers to other funds, and $171.3 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 2023/24
Actual
FY 2024/25
Amended
FY 2024/25
Estimate
FY 2025/26
Proposed
FY 2026/27
Change
FY 2026/27
Proposed
Salaries 130,522,064 137,675,834 137,675,834 152,620,133 4,799,958 157,420,091 Retirement – Safety 35,300,245 40,903,942 40,903,942 43,488,022 4,255,179 47,743,201 Retirement – Misc. 18,209,349 20,549,729 20,549,729 22,047,073 (813,096) 21,233,977 Other Benefits 20,582,791 24,603,716 24,603,716 27,724,266 2,291,587 30,015,853 Materials/Services/
Supplies 32,401,547 40,663,253 40,663,253 41,328,248 (1,454,035) 39,874,213 Interfund Services 27,445,909 30,496,469 30,496,469 34,655,176 831,742 35,486,918 Capital Outlay 197,689 528,998 528,998 803,292 (237,692) 565,600 Total Expenditures 264,659,594 295,421,941 295,421,941 322,666,210 9,673,643 332,339,853 Transfers To 21,141,424 20,600,666 29,238,597 10,979,489 (516,745) 10,462,744 Total Expenditures
and Transfers To
285,801,018 316,022,607
324,660,538
333,645,699
9,156,898 342,802,597
As a public service organization focused on delivering high-quality services to our community, labor costs reflect the highest level of investment at approximately 74% 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 Proposed Budget for FY 2025/26 and FY 2026/27 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 $245.9 million in the FY 2025/26 and $256.4 million in FY 2026/27.
This also includes funding for proposed budget actions that are described in the are described in the City Departments 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. Retirement costs in the General Fund are budgeted at $65.5 million in FY 2025/26 and $69.0 million in FY 2026/27. These figures reflect the latest information from CalPERS on the rates for FY 2025/26 and estimated rates for FY 2026/27. 143
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS Materials, Services, and Supplies
The budget for materials, services, and supplies totals $41.3 million in FY2025/26 and $39.9 million in FY 2026/27. This budget reflects Base Budget adjustments to account for the updated cost of providing existing services, the removal of one-time funding approved for FY 2024/25, and FY 2025/26 and FY 2026/27 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 $34.7 million in the FY 2025/26 and $35.5 million in FY 2026/27.
Capital Outlay
This category includes small capital expense purchases not budgeted within the capital budget. This category totals $0.8 million in FY 2025/26 and $0.6 million in FY 2026/27.
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 transfers total $11.0 million in FY 2025/26 and $10.5 million in FY 2026/27. In FY 2025/26, transfers include $6.3 million to capital funds to support capital projects, $1.4 million for debt payments, $1.1 million for assessment district payments, $1.1 million for the Cemetery Fund, $0.8 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 $0.3 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. One-time funding is allocated in this Proposed Budget to bring the reserve to the 25% level. The BSR is set at $80.9 million in FY 2025/26 and $83.2 million in FY 2026/27.
144
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS Capital Projects Reserve
The Capital Projects Reserve (CPR) earmarks funds for the Capital Improvement Program (CIP). The minimum target for this reserve is $5.0 million. This reserve increases from $7.8 million in the FY 2024/25 budget to $8.8 million in FY 2025/26 and to $10.8 million in FY 2026/27. This budget begins to allocate ongoing funding to support capital improvements, with additional funding of $1.0 million in FY 2025/26 and $2.0 million in FY 2026/27.
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 $10.3 million for FY 2025/26 and FY 2026/27 and is available for appropriation by City Council action. This reserve was temporarily used to support the International Swim Center (ISC) capital project in FY 2024/25 and is expected to be replenished once bonds are issued for the ISC project.
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 Fee Reserve has a projected ending balance of $4.9 million in FY 2025/26 and $4.7 million in FY 2026/27. 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 $2.4 million in FY 2025/26 and $2.2 million in FY 2026/27. In the Proposed Budget, use of this reserve is recommended to support 70% of the cost of a new Business Analyst position in the Community Development Department to support the Accela program and other technology efforts.
Other Reserves
By Council Policy, other reserves are set aside in the General Fund. For FY 2025/26 and FY 2026/27, the Pension Stabilization Reserve is projected to total $34.6 million. 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 Proposed Budget also includes a Development Fee Reserve ($1.5 million) that was established in FY 2022/23 to transition new development funds, an Accrued Liability Reserve ($1.9 million) established in FY 2023/24 to account for liabilities against the City earned by not yet paid, and a Property Tax Education Revenue Augmentation Fund (ERAF) Reserve ($7.9 million in FY 2025/26 and $9.2 million in FY 2026/27) to set aside the portion of the excess ERAF property tax receipts that are subject to legal challenge. In FY 2025/26, a Reserve for FY 2026/27 Budget Balancing is recommended to set aside funds to bring the FY 2026/27 budget into balance. 145
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS GENERAL FUND | GENERAL FUND (001)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Encumbrance Carryover 4,761,429 6,162,368 6,162,368 6,162,368 6,162,368 Budget Stabilization Reserve 48,038,974 54,299,297 54,299,297 69,138,768 80,900,000 Capital Projects Reserve 6,526,135 23,860,843 23,860,843 7,834,572 8,834,572 Reserve for Programmed Capital Projects 5,284,314 986,657 986,657 5,607,871 2,976,438 Development Fee Program Reserve 2,000,000 1,500,000 1,500,000 1,500,000 1,500,000 Advanced Planning Fee 4,415,814 5,422,634 5,422,634 5,174,318 4,919,795 Technology Fee Reserve 2,581,145 2,564,774 2,564,774 2,477,529 2,355,271 Land Sale Reserve 18,481,036 18,481,036 18,481,036 10,343,105 10,343,105 Pension Stabilization Reserve 22,309,426 29,226,847 29,226,847 34,606,759 34,606,759 Property Tax ERAF Reserve 3,342,000 4,823,000 4,823,000 6,744,337 7,942,597 Historical Preservation Reserve 94,212 96,105 96,105 0 0 Budget Balancing Reserve 2,000,000 431,789 431,789 0 0
Restricted for Pre-Payments 91,560 93,892 93,892 0 0
Accrued Liability Reserve 0 1,882,000 1,882,000 1,882,000 1,882,000 Reserve for FY 2026/27 Budget Balancing 0 0 0 0 6,528,798 Unrestricted 39,341,701 20,518,815 20,518,815 16,080,000 2,400,000 Total Beginning Fund Balance 159,267,746 170,350,057 170,350,057 167,551,627 171,351,703 Revenue
Property Taxes - Secured 87,550,078 91,266,000 91,266,000 97,993,000 102,766,000 Property Taxes - Unsecured 3,160,332 3,125,000 3,125,000 3,188,000 3,252,000 Sales Tax 60,944,134 62,000,000 65,580,000 65,000,000 66,950,000 Public Safety Sales Tax 831,911 900,000 900,000 850,000 856,000 Documentary Transfer Tax 1,370,129 1,600,000 1,600,000 1,600,000 1,632,000 Transient Occupancy Tax 22,347,394 22,850,000 22,850,000 27,500,000 28,600,000 Franchise Taxes 5,370,928 5,350,000 5,350,000 5,600,000 5,824,000 Rents 14,872,795 14,258,187 18,458,187 16,524,291 17,840,231 State Revenues 327,029 312,000 312,000 322,000 322,000
Other Agencies Revenues 481,423 1,294,149 1,294,149 258,000 258,000 Licenses and Permits 8,787,607 8,878,000 8,878,000 9,074,000 9,295,000 Fines and Penalties 2,568,129 1,452,000 1,452,000 1,557,000 1,557,000 Other Fees for Services 44,403,129 41,979,343 41,979,343 59,199,853 51,011,000 Interest 6,882,193 6,212,000 6,212,000 6,247,000 6,375,000 Silicon Valley Power Transfer 33,143,505 34,500,000 34,500,000 37,275,000 39,139,000 Other Revenue 986,626 8,549,895 14,449,895 3,603,628 3,063,773 Total Revenue 294,027,342 304,526,574 318,206,574 335,791,772 338,741,004 146
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS GENERAL FUND | GENERAL FUND (001)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Transfers From
Building Development Services Fund 175,725 190,927 190,927 198,238 205,506 Building Special Programs and Training Fund 1,428 1,765 1,765 1,765 1,765 Electric Utility Fund 349,749 383,129 383,129 0 0
Engineering Operating Grant Trust Fund 282,683 0 0 0 0
Fire Department Capital Fund 42 0 0 0 0
Fire Operating Grant Trust Fund 227 0 0 0 0
General Government Capital Fund 0 84,237 84,237 0 0
Other City Departments Operating Grant Trust
Fund
26,057 1,364,581 1,364,581 0 0
Parks and Recreation Capital Fund 10,066 2,642 2,642 0 0 Public Buildings Capital Fund 112,452 0 0 0 0
Public Works Capital Projects Management
Fund
293,038 162,677 162,677 0 0
Storm Drain Capital Fund 1,454,920 1,454,000 1,454,000 1,454,000 1,454,000 Streets and Highways Capital Fund 0 11,576 11,576 0 0
Vehicle Replacement Fund 149,600 0 0 0 0
Total Transfers From 2,855,987 3,655,534 3,655,534 1,654,003 1,661,271 Total Source of Funds 456,151,075 478,532,165 492,212,165 504,997,402 511,753,978 Expenditures
Salaries 130,522,064 137,675,834 137,675,834 152,620,133 157,420,091 Retirement - Safety 35,300,245 40,903,942 40,903,942 43,488,022 47,743,201 Retirement - Miscellaneous 18,209,349 20,549,729 20,549,729 22,047,073 21,233,977 Other Benefits 20,582,791 24,603,716 24,603,716 27,724,266 30,015,853 Materials/Services/Supplies 32,401,547 40,663,253 40,663,253 41,328,248 39,874,213 Interfund Services 27,445,909 30,496,469 30,496,469 34,655,176 35,486,918 Capital Outlay 197,689 528,998 528,998 803,292 565,600
Total Expenditures 264,659,594 295,421,941 295,421,941 322,666,210 332,339,853 147
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS GENERAL FUND | GENERAL FUND (001)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Transfers To
Building Development Fee Fund 0 0 0 122,258 152,923
Cemetery Fund 796,000 823,000 823,000 1,078,109 1,146,087 Cemetery Capital Fund 0 4,689 4,689 0 0
Communications Fund 3,500,000 0 0 0 0
Convention Center Maintenance District Fund 805,383 840,546 840,546 940,109 1,010,876 Downtown Parking Maintenance District Fund 137,030 137,000 137,000 139,384 146,783 Expendable Trust Fund 0 96,105 96,105 0 0
Fire CUPA Fund 0 392,826 392,826 0 0
Fire Department Capital Fund 627,374 1,506,700 1,506,700 28,345 29,075 Fire Development Fund 1,847,578 0 0 0 0
Fire Operating Grant Trust Fund 626,000 553,769 553,769 800,004 0 General Government Capital Fund 1,971,210 2,761,524 2,761,524 320,303 12,183 Library Department Capital Fund 0 471,848 471,848 21,804 22,365 Parks and Recreation Capital Fund 1,058,941 2,308,304 10,946,235 1,156,669 571,630 Parks and Recreation Operating Grant Trust
Fund
27,445 21,851 21,851 27,445 27,445
Patrick Henry Drive Infrastructure
Improvement Fund
0 4,266 4,266 0 0
Public Buildings Capital Fund 2,364,019 2,438,101 2,438,101 497,511 192,343 Public Facilities Financing Corporation Fund 1,402,440 1,405,940 1,405,940 1,406,979 1,400,579 Related Santa Clara Developer Fund 54,376 0 0 0 0
Solid Waste Fund 35,364 35,364 35,364 102,564 102,564
Special Liability Insurance Fund 0 0 0 0 0
Sports and Open Space Authority Fund 16,500 10,200 10,200 10,404 10,612 Storm Drain Capital Fund 1,568,396 2,525,765 2,525,765 660,357 1,984,236 Streets and Highways Capital Fund 4,066,468 4,065,951 4,065,951 3,667,244 3,653,043 Vehicle Replacement Fund 236,900 196,917 196,917 0 0
Total Transfers To 21,141,424 20,600,666 29,238,597 10,979,489 10,462,744 148
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS GENERAL FUND | GENERAL FUND (001)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Ending Fund Balance
Encumbrance Carryover 6,162,368 6,162,368 6,162,368 6,162,368 6,162,368 Budget Stabilization Reserve 54,299,297 69,138,768 69,138,768 80,900,000 83,245,000 Capital Projects Reserve 23,860,843 7,834,572 7,834,572 8,834,572 10,834,572 Reserve for Programmed Capital Projects 986,657 6,107,871 5,607,871 2,976,438 0 Development Fee Reserve 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 Advanced Planning Fee 5,422,634 5,174,318 5,174,318 4,919,795 4,656,155 Technology Fee Reserve 2,564,774 2,477,529 2,477,529 2,355,271 2,202,348 Land Sale Reserve 18,481,036 18,481,036 10,343,105 10,343,105 10,343,105 Pension Stabilization Reserve 29,226,847 34,606,759 34,606,759 34,606,759 34,606,759 Property Tax ERAF Reserve 4,823,000 6,744,337 6,744,337 7,942,597 9,200,770 Historical Preservation Reserve 96,105 0 0 0 0
Budget Balancing Reserve 431,789 0 0 0 0
Restricted for Prepayments (DPW) 93,892 0 0 0 0
Accrued Liability Reserve 1,882,000 1,882,000 1,882,000 1,882,000 1,882,000 Reserve for FY 2026/27 Budget Balancing 0 0 0 6,528,798 0 Unrestricted 20,518,815 2,400,000 16,080,000 2,400,000 4,318,304 Total Ending Fund Balance 170,350,057 162,509,558 167,551,627 171,351,703 168,951,381 Total Use of Funds 456,151,075 478,532,165 492,212,165 504,997,402 511,753,978 149
This page is intentionally left blank.
150
Special Revenue
Funds and Other Funds
151
This page is intentionally left blank.
152
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS
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 Maintenance District #2 Fund sets aside revenue received through the apportionment of secured property tax as well as the Redevelopment Agency (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 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 are used to fund the authorized public services. Pursuant to Report to Council 19-249, the Fund also maintains 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 the 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 district.
153
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS 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 in the fund 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 Certified Unified Program Agency (CUPA) Fund (159) The Fire CUPA Fund was established in FY 2024/25 on December 3, 2024, as part of the FY 2023/24 Budget YearEnd Report to account for CUPA related non-development and development activities managed by the Fire Department.
The Fire-related non-development CUPA revenues and expenditures were previously reflected in the General Fund, while the development CUPA revenue and expenditures were previously reflected in the Fire Development Services Fund.
Fire Development Services Fund (158)
The Fire Development Services Fund accounts for fire development-related fee revenue and associated fire development services costs, excluding CUPA development services. Starting in FY 2025/26, the development CUPA revenue and expenditures will be moved from the Fire Development Services Fund to the Fire CUPA Fund. 154
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS 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.
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.
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.
155
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS 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.
Parks and Recreation Operating Grant Trust Fund (111)
This fund accounts for revenues received from other governmental agencies that are designated for specific uses in the Parks and Recreation Department including the Senior Nutrition Program. 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.
156
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS 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.
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.
The following section details the City of Santa Clara’s Special Revenue Funds and Other Funds’ Statements of Sources and Uses and the Proposed Budget for Fiscal Year 2025/26 and Fiscal Year 2026/27. 157
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS SPECIAL REVENUE FUNDS | BRIDGE MAINTENANCE DISTRICT
#2 FUND (463)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Unrestricted 177,133 213,375 213,375 303,375 395,175
Total Beginning Fund Balance 177,133 213,375 213,375 303,375 395,175 Revenue
Taxes - Ad Valorem 115,741 90,000 90,000 91,800 93,600
Other Agencies Revenue 501 0 0 0 0
Total Revenue 116,242 90,000 90,000 91,800 93,600
Total Source of Funds 293,375 303,375 303,375 395,175 488,775 Transfers To
Streets and Highways Capital Fund 80,000 0 0 0 420,000
Total Transfers To 80,000 0 0 0 420,000
Ending Fund Balance
Unrestricted 213,375 303,375 303,375 395,175 68,775
Total Ending Fund Balance 213,375 303,375 303,375 395,175 68,775 Total Use of Funds 293,375 303,375 303,375 395,175 488,775 158
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS SPECIAL REVENUE FUNDS | BUILDING DEVELOPMENT
SERVICES FUND (155)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Encumbrance Carryover 1,328,638 808,340 808,340 808,340 808,340 Reserve - Works in Progress 0 0 0 5,000,000 5,000,000
Unrestricted 33,143,770 34,607,574 34,607,574 30,384,635 29,713,235 Total Beginning Fund Balance 34,472,408 35,415,914 35,415,914 36,192,975 35,521,575 Revenue
License Permit 8,540,817 9,098,000 8,200,000 9,415,000 9,744,000 Other Fees for Services 7,103,551 6,542,000 7,500,000 6,771,000 7,008,000 Other Revenue 6,778 200,000 1,000 0 0
Interest 697,798 324,000 1,100,000 550,000 578,000
Total Revenue 16,348,944 16,164,000 16,801,000 16,736,000 17,330,000 Transfers From
General Fund 0 0 0 122,258 152,923
Total Transfers From 0 0 0 122,258 152,923
Total Source of Funds 50,821,352 51,579,914 52,216,914 53,051,233 53,004,498 Expenditures
Salaries 6,439,122 7,374,384 6,900,000 8,413,029 8,931,081 Retirement and Benefits 3,582,860 4,253,288 4,000,000 4,738,275 4,818,239 Materials/Services/Supplies 2,628,321 3,085,060 3,085,060 1,771,831 1,791,377 Services From Other Funds - Cost
Allocation Plan
1,031,044 1,050,396 1,050,396 1,580,025 1,611,626
Interfund Services 659,535 731,020 731,020 804,159 820,516 Total Expenditures 14,340,882 16,494,148 15,766,476 17,307,319 17,972,839 Transfers To
Building Special Programs and Training Fund 7,000 7,000 7,000 7,000 7,000 General Fund 175,725 190,927 190,927 198,238 205,506
General Government Capital Fund 881,831 59,536 59,536 17,101 2,850 Total Transfers To 1,064,556 257,463 257,463 222,339 215,356 159
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS SPECIAL REVENUE FUNDS | BUILDING DEVELOPMENT
SERVICES FUND (155)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Ending Fund Balance
Encumbrance Carryover 808,340 808,340 808,340 808,340 808,340 Reserve - Works in Progress 0 0 5,000,000 5,000,000 5,000,000 Unrestricted 34,607,574 34,019,963 30,384,635 29,713,235 29,007,963 Total Ending Fund Balance 35,415,914 34,828,303 36,192,975 35,521,575 34,816,303 Total Use of Funds 50,821,352 51,579,914 52,216,914 53,051,233 53,004,498 160
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS SPECIAL REVENUE FUNDS | BUILDING SPECIAL PROGRAMS
AND TRAINING FUND (220) 2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
CASp Reserve - Restricted 48,661 59,201 59,201 59,201 59,201 Seismic Admin Reserve - Restricted 127,011 139,014 139,014 139,014 139,014 Building Standard Reserve - Restricted 59,375 63,049 63,049 63,049 63,049 Total Beginning Fund Balance 235,047 261,264 261,264 261,264 261,264 Revenue
License Permit 51,668 37,995 37,995 37,995 37,995
Total Revenue 51,668 37,995 37,995 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 293,715 306,259 306,259 306,259 306,259 Expenditures
Salaries 19,002 22,020 22,020 22,020 22,020
Materials/Services/Supplies 12,021 21,210 21,210 21,210 21,210 Total Expenditures 31,023 43,230 43,230 43,230 43,230
Transfers To
General Fund 1,428 1,765 1,765 1,765 1,765
Total Transfers To 1,428 1,765 1,765 1,765 1,765
Ending Fund Balance
CASp Reserve - Restricted 59,201 59,201 59,201 59,201 59,201 Seismic Admin Reserve - Restricted 139,014 139,014 139,014 139,014 139,014 Building Standard Reserve - Restricted 63,049 63,049 63,049 63,049 63,049 Total Ending Fund Balance 261,264 261,264 261,264 261,264 261,264 Total Use of Funds 293,715 306,259 306,259 306,259 306,259 161
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS SPECIAL REVENUE FUNDS | CITY AFFORDABLE HOUSING
FUND (165)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Encumbrance Carryover 751,577 389,776 389,776 389,776 389,776 Restricted - Civic Center Drive 0 0 0 4,944,484 4,944,484 Unrestricted 8,143,079 16,126,088 16,126,088 6,445,507 5,838,207 Total Beginning Fund Balance 8,894,656 16,515,864 16,515,864 11,779,767 11,172,467 Revenue
Other Fees for Services 57,540 58,919 58,919 59,457 60,006 Other Agencies Revenue 3,130 0 2,238 2,000 2,040
Interest 340,016 174,583 679,176 250,000 254,000
Other Revenue 523,152 934,675 934,675 941,869 949,206
Total Revenue 923,838 1,168,177 1,675,008 1,253,326 1,265,252 Transfers From
City Affordable Housing Capital Fund 6,544,484 0 0 0 0
Housing Authority Fund 3,524,369 0 0 0 0
Total Transfers From 10,068,853 0 0 0 0
Total Source of Funds 19,887,347 17,684,041 18,190,872 13,033,093 12,437,719 Expenditures
Salaries 330,326 370,036 370,036 411,961 435,238
Retirement and Benefits 175,331 164,526 164,526 189,970 191,795 Materials/Services/Supplies 464,402 917,753 510,842 818,686 819,638 Services From Other Funds - Cost
Allocation Plan
43,005 43,865 43,865 170,581 173,993
Interfund Services 1,690 1,967 1,967 73,928 75,601
Capital Outlay 2,356,729 10,354,353 5,319,869 195,500 195,500 Total Expenditures 3,371,483 11,852,500 6,411,105 1,860,626 1,891,765 Ending Fund Balance
Encumbrance Carryover 389,776 389,776 389,776 389,776 389,776 Restricted - Civic Center Drive 0 0 4,944,484 4,944,484 4,944,484 Unrestricted 16,126,088 5,441,765 6,445,507 5,838,207 5,211,694 Total Ending Fund Balance 16,515,864 5,831,541 11,779,767 11,172,467 10,545,954 Total Use of Funds 19,887,347 17,684,041 18,190,872 13,033,093 12,437,719 162
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS SPECIAL REVENUE FUNDS | COMMUNITY FACILITIES
DISTRICT NO. 2019-1 (LAWRENCE STATION) FUND (027)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Encumbrance Carryover 213,175 110,697 110,697 110,697 110,697 Capital Reserve 200,081 275,035 275,035 353,473 433,479 Unrestricted 557,637 861,274 861,274 788,887 712,598
Total Beginning Fund Balance 970,893 1,247,006 1,247,006 1,253,057 1,256,774 Revenue
Special Tax Revenues 374,769 392,193 392,193 400,032 408,033 Total Revenue 374,769 392,193 392,193 400,032 408,033
Total Source of Funds 1,345,662 1,639,199 1,639,199 1,653,089 1,664,807 Expenditures
Administration 3,570 5,750 5,750 5,872 5,998
Facilities 270 124,570 124,570 128,307 132,156
Landscaped Parkways 0 31,155 31,155 31,778 32,414
Parking Enforcement 94,760 97,603 97,603 99,555 101,546 Parking Space Maintenance 0 3,718 3,718 3,792 3,868
Parks 56 119,882 119,882 123,478 127,182
Roadways 0 3,464 3,464 3,533 3,604
Total Expenditures 98,656 386,142 386,142 396,315 406,768 Ending Fund Balance
Encumbrance Carryover 110,697 110,697 110,697 110,697 110,697 Capital Reserve 275,035 353,473 353,473 433,479 515,086 Unrestricted 861,274 788,887 788,887 712,598 632,256
Total Ending Fund Balance 1,247,006 1,253,057 1,253,057 1,256,774 1,258,039 Total Use of Funds 1,345,662 1,639,199 1,639,199 1,653,089 1,664,807 163
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS SPECIAL REVENUE FUNDS | CONVENTION CENTER
MAINTENANCE DISTRICT FUND (026)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Encumbrance Carryover 95,101 104,566 104,566 104,566 104,566 Unrestricted (131,545) 471,393 471,393 0 0
Total Beginning Fund Balance (36,444) 575,959 575,959 104,566 104,566 Revenue
Other Fees for Services 1,361,744 1,022,279 1,022,279 1,053,116 1,132,389 Interest 12,213 0 0 0 0
Total Revenue 1,373,957 1,022,279 1,022,279 1,053,116 1,132,389 Transfers From
General Fund 805,383 840,546 840,546 940,109 1,010,876
Total Transfers From 805,383 840,546 840,546 940,109 1,010,876 Total Source of Funds 2,142,896 2,438,784 2,438,784 2,097,791 2,247,831 Expenditures
Salaries 19,936 20,019 20,019 21,019 21,649
Retirement and Benefits 11,187 10,451 10,451 11,191 10,822 Materials/Services/Supplies 1,347,848 1,639,067 1,639,067 1,763,838 1,814,357 Services From Other Funds - Cost
Allocation Plan
140,429 193,086 193,086 196,915 296,165
Interfund Services 47,537 202 202 262 272
Capital Outlay 0 0 471,393 0 0
Total Expenditures 1,566,937 1,862,825 2,334,218 1,993,225 2,143,265 Ending Fund Balance
Encumbrance Carryover 104,566 104,566 104,566 104,566 104,566 Unrestricted 471,393 471,393 0 0 0
Total Ending Fund Balance 575,959 575,959 104,566 104,566 104,566 Total Use of Funds 2,142,896 2,438,784 2,438,784 2,097,791 2,247,831 164
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS SPECIAL REVENUE FUNDS | DEVELOPER TRAFFIC PAYMENTS
FUND (124)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Restricted Fund Balance 8,677,690 5,637,054 5,637,054 5,637,054 5,637,054 Total Beginning Fund Balance 8,677,690 5,637,054 5,637,054 5,637,054 5,637,054 Revenue
Other Revenue 260,410 0 0 0 0
Total Revenue 260,410 0 0 0 0
Total Source of Funds 8,938,100 5,637,054 5,637,054 5,637,054 5,637,054 Transfers To
Streets and Highways Capital Fund 3,301,046 0 0 0 0
Total Transfers To 3,301,046 0 0 0 0
Ending Fund Balance
Restricted Fund Balance 5,637,054 5,637,054 5,637,054 5,637,054 5,637,054 Total Ending Fund Balance 5,637,054 5,637,054 5,637,054 5,637,054 5,637,054 Total Use of Funds 8,938,100 5,637,054 5,637,054 5,637,054 5,637,054 165
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS SPECIAL REVENUE FUNDS | DOWNTOWN PARKING
MAINTENANCE DISTRICT FUND (025)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Encumbrance Carryover 0 8,617 8,617 8,617 8,617
Reserve for Maintenance 171,630 187,056 187,056 174,256 188,456 Unrestricted 412,656 475,500 475,500 475,874 475,268
Total Beginning Fund Balance 584,286 671,173 671,173 658,747 672,341 Revenue
Interest 3,527 2,530 3,700 3,527 3,527
Other Fees for Services 11,899 0 0 10,673 10,673
Total Revenue 15,426 2,530 3,700 14,200 14,200
Transfers From
General Fund 137,030 137,000 137,000 139,384 146,783
Total Transfers From 137,030 137,000 137,000 139,384 146,783 Total Source of Funds 736,742 810,703 811,873 812,331 833,324 Expenditures
Salaries 2,741 43,916 43,916 48,592 53,775
Retirement and Benefits 20,724 27,969 27,969 30,831 31,831 Materials/Services/Supplies 21,019 42,272 42,272 43,117 43,979 Services From Other Funds - Cost
Allocation Plan
14,539 14,830 14,830 13,788 14,064
Interfund Services 6,546 7,639 7,639 3,662 3,763
Capital Outlay 0 16,500 16,500 0 0
Total Expenditures 65,569 153,126 153,126 139,990 147,412 Ending Fund Balance
Encumbrance Carryover 8,617 8,617 8,617 8,617 8,617
Reserve for Maintenance 187,056 173,086 174,256 188,456 202,656 Unrestricted 475,500 475,874 475,874 475,268 474,639
Total Ending Fund Balance 671,173 657,577 658,747 672,341 685,912 Total Use of Funds 736,742 810,703 811,873 812,331 833,324 166
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS SPECIAL REVENUE FUNDS | ENDOWMENT CARE FUND (077)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Unrestricted 2,359,200 2,550,047 2,550,047 2,709,047 2,859,047 Total Beginning Fund Balance 2,359,200 2,550,047 2,550,047 2,709,047 2,859,047 Revenue
Other Fees for Services 190,847 150,000 159,000 150,000 150,000 Interest 48,857 30,000 58,000 60,000 60,000
Total Revenue 239,704 180,000 217,000 210,000 210,000
Total Source of Funds 2,598,904 2,730,047 2,767,047 2,919,047 3,069,047 Transfers To
Cemetery Fund 48,857 30,000 58,000 60,000 60,000
Total Transfers To 48,857 30,000 58,000 60,000 60,000
Ending Fund Balance
Unrestricted 2,550,047 2,700,047 2,709,047 2,859,047 3,009,047 Total Ending Fund Balance 2,550,047 2,700,047 2,709,047 2,859,047 3,009,047 Total Use of Funds 2,598,904 2,730,047 2,767,047 2,919,047 3,069,047 167
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS SPECIAL REVENUE FUNDS | ENGINEERING OPERATING GRANT
TRUST FUND (144)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Encumbrance Carryover 0 50,000 50,000 50,000 50,000
Unrestricted (455,609) 91,789 91,789 0 0
Total Beginning Fund Balance (455,609) 141,789 141,789 50,000 50,000 Revenue
Other Agencies Revenue 1,024,894 166,088 166,088 0 0
Total Revenue 1,024,894 166,088 166,088 0 0
Total Source of Funds 569,285 307,877 307,877 50,000 50,000 Expenditures
Local Early Action Planning 76,419 189,492 189,492 0 0
Regional Early Action Planning 0 52,684 52,684 0 0
Tasman East Specific Plan 68,394 15,701 15,701 0 0
Total Expenditures 144,813 257,877 257,877 0 0
Transfers To
General Fund 282,683 0 0 0 0
Total Transfers To 282,683 0 0 0 0
Ending Fund Balance
Encumbrance Carryover 50,000 50,000 50,000 50,000 50,000 Unrestricted 91,789 0 0 0 0
Total Ending Fund Balance 141,789 50,000 50,000 50,000 50,000 Total Use of Funds 569,285 307,877 307,877 50,000 50,000 168
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS SPECIAL REVENUE FUNDS | EXPENDABLE TRUST FUND (079)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Encumbrance Carryover 34,849 1,340 1,340 1,340 1,340
Unrestricted 1,454,825 1,595,821 1,595,821 0 0
Total Beginning Fund Balance 1,489,674 1,597,161 1,597,161 1,340 1,340 Revenue
Grants
Community Development Department 0 49,500 51,637 0 0
Fire Department 1,050 0 910 0 0
Information Technology 26,663 0 22,913 0 0
Parks and Recreation 57,500 0 0 0 0
Police Department 125,181 335,000 377,384 0 0
Public Works 66,461 1,251 15,881 0 0
Total Revenue 276,855 385,751 468,725 0 0
Transfers From
General Fund 0 96,105 96,105 0 0
Total Transfers From 0 96,105 96,105 0 0
Total Source of Funds 1,766,529 2,079,017 2,161,991 1,340 1,340 Expenditures
City Attorney's Office
Environment Enforcement Fines - City 0 32,189 32,189 0 0 City Manager's Office
ENA - SC Caltrain Station 0 12,974 12,974 0 0
Community Development
Historic Preservation 0 96,105 98,242 0 0
Tasman East Contribution 0 49,500 49,500 0 0
Fire
CUPA Administrative Enforcement Order
Penalties
9,087 0 0 0 0
Environment Enforcement Fines - Fire 6,590 0 0 0 0
Fire Prevention 0 1,708 1,708 0 0
Fire - Haz Mat 0 1,598 1,598 0 0
Fire - Cert Grant 0 5,223 5,223 0 0
Fire - EMS Grant 0 2,681 2,681 0 0
169
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS SPECIAL REVENUE FUNDS | EXPENDABLE TRUST FUND (079)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Expenditures
Fire
OES HM Emergency Prep 0 75,000 75,000 0 0
Training HM Emergency Prep 0 4,133 4,133 0 0
Training Classes 1,931 1,979 2,889 0 0
Information Technology
SVACA Billings - City Depts 26,663 0 22,913 0 0
Library
CLSA - Transaction Based
Reimbursement
0 1,770 1,770 0 0
Public Library Foundation 0 17,718 17,718 0 0
Parks and Recreation
Events Deposit 0 57,500 57,500 0 0
Police
Bingo Enforcement Fees 25,984 344,040 376,649 0 0
Opioid Settlement 0 545,963 549,238 0 0
Seized Asset Funds - Local 0 41 41 0 0
Seized Asset Funds - State 0 275,047 281,547 0 0
Shooting Range Recycled Casings 0 2,320 2,320 0 0
Public Works
Environment Enforcement Fines - Street 0 12,875 12,875 0 0 Seized Asset Funds - Local 0 1,617 1,617 0 0
SVACA Billings - City Depts 58,113 0 14,630 0 0
Total Expenditures 128,368 1,541,981 1,624,955 0 0
Transfers To
Fire CUPA Fund 0 535,696 535,696 0 0
Police Operating Grant Trust Fund 41,000 0 0 0 0
Total Transfers To 41,000 535,696 535,696 0 0
Ending Fund Balance
Encumbrance Carryover 1,340 1,340 1,340 1,340 1,340
Unrestricted 1,595,821 0 0 0 0
Total Ending Fund Balance 1,597,161 1,340 1,340 1,340 1,340 Total Use of Funds 1,766,529 2,079,017 2,161,991 1,340 1,340 170
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS SPECIAL REVENUE FUNDS | FIRE CERTIFIED UNIFIED
PROGRAM AGENCY (CUPA) FUND (159)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Unrestricted 0 0 0 405,654 644,787
Total Beginning Fund Balance 0 0 0 405,654 644,787
Revenue
Interest 0 0 12,828 14,000 15,000
Other Fees for Services 0 0 0 2,005,000 2,065,120
Total Revenue 0 0 12,828 2,019,000 2,080,120
Transfers From
Expendable Trust Fund 0 535,696 535,696 0 0
General Fund 0 392,826 392,826 0 0
Total Transfers From 0 928,522 928,522 0 0
Total Source of Funds 0 928,522 941,350 2,424,654 2,724,907 Expenditures
Salaries 0 0 0 825,027 884,736
Retirement and Benefits 0 0 0 618,471 665,053
Materials/Services/Supplies 0 535,696 535,696 36,908 37,645 Services from Other Funds - Cost
Allocation Plan
0 0 0 227,613 232,165
Interfund Services 0 0 0 71,848 74,050
Total Expenditures 0 535,696 535,696 1,779,867 1,893,649 Ending Fund Balance
Unrestricted 0 392,826 405,654 644,787 831,258
Total Ending Fund Balance 0 392,826 405,654 644,787 831,258 Total Use of Funds 0 928,522 941,350 2,424,654 2,724,907 171
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS SPECIAL REVENUE FUNDS | FIRE DEVELOPMENT SERVICES
FUND (158)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Unrestricted 0 2,492,813 2,492,813 2,398,181 1,919,059
Total Beginning Fund Balance 0 2,492,813 2,492,813 2,398,181 1,919,059 Revenue
Interest 29,193 0 95,000 104,000 109,000
Other Fees for Services 3,734,171 3,277,500 3,210,000 3,325,000 3,425,750 Total Revenue 3,763,364 3,277,500 3,305,000 3,429,000 3,534,750 Transfers From
General Fund 1,347,578 0 0 0 0
General Fund - Development Fee Reserve 500,000 0 0 0 0
Total Transfers From 1,847,578 0 0 0 0
Total Source of Funds 5,610,942 5,770,313 5,797,813 5,827,181 5,453,809 Expenditures
Salaries 1,605,674 1,673,693 1,673,693 1,842,965 2,023,411 Retirement and Benefits 1,018,979 1,125,088 1,125,088 1,267,485 1,336,589 Materials/Services/Supplies 26,039 48,473 48,473 240,214 245,020 Services from Other Funds - Cost
Allocation Plan
230,941 237,535 237,535 314,249 320,534
Interfund Services 236,496 303,133 303,133 239,402 246,184 Total Expenditures 3,118,129 3,387,922 3,387,922 3,904,315 4,171,738 Transfers To
General Government Capital Fund 0 11,710 11,710 3,807 635 Total Transfers To 0 11,710 11,710 3,807 635
Ending Fund Balance
Unrestricted 2,492,813 2,370,681 2,398,181 1,919,059 1,281,436 Total Ending Fund Balance 2,492,813 2,370,681 2,398,181 1,919,059 1,281,436 Total Use of Funds 5,610,942 5,770,313 5,797,813 5,827,181 5,453,809 172
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS SPECIAL REVENUE FUNDS | FIRE OPERATING GRANT TRUST
FUND (178)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Encumbrance Carryover 0 47,971 47,971 47,971 47,971
Unrestricted (407,338) (1,615,230) (1,615,230) 560,384 176,603 Total Beginning Fund Balance (407,338) (1,567,259) (1,567,259) 608,355 224,574 Revenue
Other Agencies Revenue 1,771,375 6,162,566 6,162,566 4,091,108 0 Total Revenue 1,771,375 6,162,566 6,162,566 4,091,108 0 Transfers From
General Fund 626,000 553,769 553,769 800,004 0
Total Transfers From 626,000 553,769 553,769 800,004 0
Total Source of Funds 1,990,037 5,149,076 5,149,076 5,499,467 224,574 Expenditures
Assistance to Firefighters FY 21/22 55,578 81,414 81,414 0 0 Assistance to Firefighters Supplemental 3,557 0 0 0 0
California Environmental Protection Agency
Environmental Enforcement Training
0 26,096 26,096 0 0
Emergency Management Preparedness Grant
2022
1,920 0 0 0 0
Emergency Management Preparedness Grant
2023
2,766 51,234 51,234 0 0
Emergency Medical Services County Patient
Care System 2023
2,723 31,877 31,877 0 0
International Association of Fire Chiefs Grant
2023
88 2,744 2,744 0 0
Staffing for Adequate Fire and Emergency
Response
3,446,520 4,297,283 4,297,283 5,274,893 0
State Homeland Security Grant Program
FY20/21
(333) 0 0 0 0
State Homeland Security Grant Program
FY21/22
10,225 50,073 50,073 0 0
173
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS SPECIAL REVENUE FUNDS | FIRE OPERATING GRANT TRUST
FUND (178)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Expenditures
Urban Search and Rescue Team Training 34,025 0 0 0 0
Total Expenditures 3,557,069 4,540,721 4,540,721 5,274,893 0 Transfers To
General Fund 227 0 0 0 0
Total Transfers To 227 0 0 0 0
Ending Fund Balance
Encumbrance Carryover 47,971 47,971 47,971 47,971 47,971 Unrestricted (1,615,230) 560,384 560,384 176,603 176,603 Total Ending Fund Balance (1,567,259) 608,355 608,355 224,574 224,574 Total Use of Funds 1,990,037 5,149,076 5,149,076 5,499,467 224,574 174
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS SPECIAL REVENUE FUNDS | GAS TAX FUND (121)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Unrestricted 2,230,331 2,312,653 2,312,653 2,042,653 3,017,653 Total Beginning Fund Balance 2,230,331 2,312,653 2,312,653 2,042,653 3,017,653 Revenue
State Revenues 3,584,389 3,400,000 3,700,000 3,500,000 3,500,000 Interest 400,053 100,000 550,000 450,000 450,000
Total Revenue 3,984,442 3,500,000 4,250,000 3,950,000 3,950,000 Transfers From
Streets and Highways Capital Fund 747,880 0 0 0 0
Total Transfers From 747,880 0 0 0 0
Total Source of Funds 6,962,653 5,812,653 6,562,653 5,992,653 6,967,653 Transfers To
Streets and Highways Capital Fund 4,650,000 4,520,000 4,520,000 2,975,000 2,990,250 Total Transfers To 4,650,000 4,520,000 4,520,000 2,975,000 2,990,250 Ending Fund Balance
Unrestricted 2,312,653 1,292,653 2,042,653 3,017,653 3,977,403 Total Ending Fund Balance 2,312,653 1,292,653 2,042,653 3,017,653 3,977,403 Total Use of Funds 6,962,653 5,812,653 6,562,653 5,992,653 6,967,653 175
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS SPECIAL REVENUE FUNDS | HOUSING AND URBAN
DEVELOPMENT FUND (562)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Encumbrance Carryover 760,059 696,339 696,339 696,339 696,339 Restricted Program Income 353,444 590,766 590,766 0 0
Unrestricted (152,630) (341,756) (341,756) 0 0
Total Beginning Fund Balance 960,873 945,349 945,349 696,339 696,339 Revenue
Other Agencies Revenue 877,565 6,232,817 6,232,817 0 0
Interest 2,339 0 0 0 0
Other Revenue 376,846 790,746 790,746 771,695 806,269
Total Revenue 1,256,750 7,023,563 7,023,563 771,695 806,269 Total Source of Funds 2,217,623 7,968,912 7,968,912 1,468,034 1,502,608 Expenditures
CDBG - Public Services 406,398 523,600 523,600 689,617 721,360 NCIP - CDBG 100,847 990,023 990,023 0 0
Curb Cuts 0 600,000 600,000 0 0
Rebuilding Together Silicon Valley 93,531 150,000 150,000 0 0 Rehab - Affordable Rental Housing 0 2,116,394 2,116,394 0 0 Rehab - Public Facilities 0 575,438 575,438 0 0
HOME Admin Contracts 51,024 45,527 45,527 82,078 84,909 CHDO Project 0 53,290 53,290 0 0
Homeless Tenant Based Rental Assistance 573,789 701,182 701,182 0 0 HOME American Rescue Plan Program 46,685 1,517,119 1,517,119 0 0 Total Expenditures 1,272,274 7,272,573 7,272,573 771,695 806,269 Ending Fund Balance
Encumbrance Carryover 696,339 696,339 696,339 696,339 696,339 Restricted Program Income 590,766 0 0 0 0
Unrestricted (341,756) 0 0 0 0
Total Ending Fund Balance 945,349 696,339 696,339 696,339 696,339 Total Use of Funds 2,217,623 7,968,912 7,968,912 1,468,034 1,502,608 176
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS SPECIAL REVENUE FUNDS | HOUSING AUTHORITY FUND (164)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Encumbrance Carryover 61,466 42,458 42,458 42,458 42,458 Unrestricted 4,386,520 1,175,535 1,175,535 1,125,724 946,934 Total Beginning Fund Balance 4,447,986 1,217,993 1,217,993 1,168,182 989,392 Revenue
Interest 26,615 11,000 42,584 43,436 44,304
Other Revenue 373,717 241,496 241,496 237,652 242,406
Total Revenue 400,332 252,496 284,080 281,088 286,710
Total Source of Funds 4,848,318 1,470,489 1,502,073 1,449,270 1,276,102 Expenditures
Salaries 34,506 98,602 73,379 67,042 71,517
Retirement and Benefits 19,770 57,487 46,630 40,124 40,728 Materials/Services/Supplies 4,810 109,278 10,318 131,599 134,165 Interfund Services 915 1,064 1,064 9,298 9,509
Capital Outlay 45,955 202,500 202,500 211,815 216,017
Total Expenditures 105,956 468,931 333,891 459,878 471,936 Transfers To
City Affordable Housing Fund 3,524,369 0 0 0 0
Total Transfers To 3,524,369 0 0 0 0
Ending Fund Balance
Encumbrance Carryover 42,458 42,458 42,458 42,458 42,458 Unrestricted 1,175,535 959,100 1,125,724 946,934 761,708 Total Ending Fund Balance 1,217,993 1,001,558 1,168,182 989,392 804,166 Total Use of Funds 4,848,318 1,470,489 1,502,073 1,449,270 1,276,102 177
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS SPECIAL REVENUE FUNDS | HOUSING SUCCESSOR AGENCY
FUND (169)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Encumbrance Carryover 343,660 110,011 110,011 110,011 110,011 Unrestricted 3,605,650 4,165,294 4,165,294 4,750,497 4,925,097 Total Beginning Fund Balance 3,949,310 4,275,305 4,275,305 4,860,508 5,035,108 Revenue
Other Revenue 862,868 1,119,555 1,119,555 1,130,446 1,141,555 Other Fees for Services 15,648 0 20,736 10,000 10,200
Interest 77,056 186,771 158,948 162,127 165,369
Total Revenue 955,572 1,306,326 1,299,239 1,302,573 1,317,124 Total Source of Funds 4,904,882 5,581,631 5,574,544 6,163,081 6,352,232 Expenditures
Salaries 164,468 211,883 164,155 273,362 290,771
Retirement and Benefits 88,260 107,059 100,748 149,125 151,294 Materials/Services/Supplies 335,175 540,817 406,313 542,170 543,363 Services From Other Funds - Cost
Allocation Plan
39,491 40,280 40,280 113,926 116,205
Interfund Services 2,183 2,540 2,540 49,390 50,509
Total Expenditures 629,577 902,579 714,036 1,127,973 1,152,142 Ending Fund Balance
Encumbrance Carryover 110,011 110,011 110,011 110,011 110,011 Unrestricted 4,165,294 4,569,041 4,750,497 4,925,097 5,090,079 Total Ending Fund Balance 4,275,305 4,679,052 4,860,508 5,035,108 5,200,090 Total Use of Funds 4,904,882 5,581,631 5,574,544 6,163,081 6,352,232 178
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS SPECIAL REVENUE FUNDS | LIBRARY DONATIONS TRUST
FUND (072)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Unrestricted 179,758 179,761 179,761 0 0
Total Beginning Fund Balance 179,758 179,761 179,761 0 0 Revenue
Other Revenue 3 0 0 0 0
Total Revenue 3 0 0 0 0
Total Source of Funds 179,761 179,761 179,761 0 0
Expenditures
City Library Foundation Trust 0 139,444 139,444 0 0
In Memory J.Jaffer 0 1,440 1,440 0 0
In Memory Of M.Dry 0 4,000 4,000 0 0
Library Books 0 1,300 1,300 0 0
Library Tote Bags 0 1,023 1,023 0 0
Literacy Program 0 9,050 9,050 0 0
SCSQ Irvine Contribution 0 22,755 22,755 0 0
Summer Reading 0 749 749 0 0
Total Expenditures 0 179,761 179,761 0 0
Ending Fund Balance
Unrestricted 179,761 0 0 0 0
Total Ending Fund Balance 179,761 0 0 0 0
Total Use of Funds 179,761 179,761 179,761 0 0
179
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS SPECIAL REVENUE FUNDS | LIBRARY OPERATING GRANT
TRUST FUND (112)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Unrestricted 83,320 77,843 77,843 0 0
Total Beginning Fund Balance 83,320 77,843 77,843 0 0
Revenue
Other Agencies Revenue 179,325 0 0 64,709 0
Total Revenue 179,325 0 0 64,709 0
Total Source of Funds 262,645 77,843 77,843 64,709 0
Expenditures
Adult Literacy Program 21-22 7 0 0 0 0
Adult Literacy Program 22-23 36,641 0 0 0 0
Adult Literacy Program 23-24 66,276 44,736 44,736 0 0
ESL Tutoring Services 22-23 35,941 0 0 0 0
ESL Tutoring Services 23-24 35,206 22,897 22,897 0 0
ESL Tutoring Services 25-26 0 0 0 64,709 0
PLP Innovation and Technology 21-22 8 0 0 0 0
PLP Link+ Reimbursement 22-23 10,723 0 0 0 0
PLP Link+ Reimbursement 23-24 0 10,210 10,210 0 0
Total Expenditures 184,802 77,843 77,843 64,709 0
Ending Fund Balance
Unrestricted 77,843 0 0 0 0
Total Ending Fund Balance 77,843 0 0 0 0
Total Use of Funds 262,645 77,843 77,843 64,709 0
180
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS SPECIAL REVENUE FUNDS | OTHER CITY DEPARTMENTS
OPERATING GRANT TRUST FUND (101)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Encumbrance Carryover 28,819 23,408 23,408 23,408 23,408 Unrestricted 28,781 1,808,135 1,808,135 0 0
Total Beginning Fund Balance 57,600 1,831,543 1,831,543 23,408 23,408 Revenue
City Manager's Office 1,800,000 0 0 0 0
Information Technology 150,000 0 0 0 0
Non-Departmental 0 1,356,446 1,356,446 0 0
Total Revenue 1,950,000 1,356,446 1,356,446 0 0
Total Source of Funds 2,007,600 3,187,989 3,187,989 23,408 23,408 Expenditures
City Manager's Office
Santa Clara Overnight Care Locations
Program
0 1,800,000 1,800,000 0 0
Information Technology
Urban Bay Area Security 2024 150,000 0 0 0 0
Total Expenditures 150,000 1,800,000 1,800,000 0 0
Transfers To
General Fund 26,057 1,364,581 1,364,581 0 0
Total Transfers To 26,057 1,364,581 1,364,581 0 0
Ending Fund Balance
Encumbrance Carryover 23,408 23,408 23,408 23,408 23,408 Unrestricted 1,808,135 0 0 0 0
Total Ending Fund Balance 1,831,543 23,408 23,408 23,408 23,408 Total Use of Funds 2,007,600 3,187,989 3,187,989 23,408 23,408 181
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS SPECIAL REVENUE FUNDS | PARKS AND RECREATION
OPERATING GRANT TRUST FUND (111)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Encumbrance Carryover 24,843 24,843 24,843 24,843 24,843 Unrestricted 101,399 109,175 109,175 115,904 115,904
Total Beginning Fund Balance 126,242 134,018 134,018 140,747 140,747 Revenue
Other Agencies Revenue 161,915 172,677 172,677 139,872 139,872 Other Revenue 4,350 0 0 0 0
Total Revenue 166,265 172,677 172,677 139,872 139,872
Transfers From
General Fund 27,445 21,851 21,851 27,445 27,445
Total Transfers From 27,445 21,851 21,851 27,445 27,445 Total Source of Funds 319,952 328,546 328,546 308,064 308,064 Expenditures
Santa Clara County Fireworks Grant FY
2024
0 5,000 5,000 0 0
Santa Clara Valley Open Space Authority 0 21,076 21,076 0 0 Senior Nutrition Programs 185,934 161,723 161,723 167,317 167,317 Total Expenditures 185,934 187,799 187,799 167,317 167,317 Ending Fund Balance
Encumbrance Carryover 24,843 24,843 24,843 24,843 0
Unrestricted 109,175 115,904 115,904 115,904 140,747
Total Ending Fund Balance 134,018 140,747 140,747 140,747 140,747 Total Use of Funds 319,952 328,546 328,546 308,064 308,064 182
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS SPECIAL REVENUE FUNDS | PERPETUAL CARE FUND (076)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Unrestricted 38,244 38,244 38,244 38,244 38,244
Total Beginning Fund Balance 38,244 38,244 38,244 38,244 38,244 Revenue
Interest 762 500 900 500 500
Total Revenue 762 500 900 500 500
Total Source of Funds 39,006 38,744 39,144 38,744 38,744 Transfers To
Cemetery Fund 762 500 900 500 500
Total Transfers To 762 500 900 500 500
Ending Fund Balance
Unrestricted 38,244 38,244 38,244 38,244 38,244
Total Ending Fund Balance 38,244 38,244 38,244 38,244 38,244 Total Use of Funds 39,006 38,744 39,144 38,744 38,744
183
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS SPECIAL REVENUE FUNDS | POLICE OPERATING GRANT
TRUST FUND (177)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Encumbrance Carryover 132,785 20,656 20,656 20,656 20,656 Unrestricted 1,844,351 2,122,002 2,122,002 0 0
Total Beginning Fund Balance 1,977,136 2,142,658 2,142,658 20,656 20,656 Revenue
Other Agencies Revenue 607,490 829,998 829,998 0 0
Other Fees for Services 218,622 0 69,732 0 0
Interest 5,832 0 5,228 0 0
Total Revenue 831,944 829,998 904,958 0 0
Transfers From
Expendable Trust Fund 41,000 0 0 0 0
Total Transfers From 41,000 0 0 0 0
Total Source of Funds 2,850,080 2,972,656 3,047,616 20,656 20,656 Expenditures
Abandoned Vehicle Abatement Program 0 468,536 538,268 0 0 Alcoholic Beverage Control 23-24 74,225 843 843 0 0
Alcoholic Beverage Control 24-25 0 75,381 75,381 0 0
Board of State and Community Correction 0 38,544 38,544 0 0 Board of State and Community Correction
2020 98,656 121,452 121,452 0 0
Board of State and Community Correction
2023 15,305 82,986 82,986 0 0
Citizens' Option for Public Safety 18-19 131,877 36,641 36,641 0 0 Citizens' Option for Public Safety 19-20 23,121 117,441 117,441 0 0 Citizens' Option for Public Safety 20-21 43,023 163,432 163,432 0 0 Citizens' Option for Public Safety 21-22 95,053 170,332 170,332 0 0 Citizens' Option for Public Safety 22-23 129,259 234,895 234,895 0 0 Citizens' Option for Public Safety 23-24 1,030 399,929 399,929 0 0 Citizens' Option for Public Safety 24-25 0 203,918 203,918 0 0 184
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS SPECIAL REVENUE FUNDS | POLICE OPERATING GRANT
TRUST FUND (177)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Expenditures
Department of Justice Tobacco 2024 0 27,680 27,680 0 0
Edward Byrne Memorial JAG FY23 17,289 0 0 0 0
Office of Traffic Safety 2024 0 70,000 70,000 0 0
Seized Asset Funds 75,839 472,015 477,243 0 0
State Homeland Security Training 22 2,745 575 575 0 0
State Homeland Security Grant 23 0 50,000 50,000 0 0
West Valley College Training Program 0 217,400 217,400 0 0 Total Expenditures 707,422 2,952,000 3,026,960 0 0
Ending Fund Balance
Encumbrance Carryover 20,656 20,656 20,656 20,656 20,656 Unrestricted 2,122,002 0 0 0 0
Total Ending Fund Balance 2,142,658 20,656 20,656 20,656 20,656 Total Use of Funds 2,850,080 2,972,656 3,047,616 20,656 20,656 185
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS SPECIAL REVENUE FUNDS | PREFUNDED PLAN REVIEW FUND
(157)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Encumbrance Carryover 32,614 32,614 32,614 32,614 32,614 Unrestricted 448,141 402,169 402,169 0 0
Total Beginning Fund Balance 480,755 434,783 434,783 32,614 32,614 Revenue
Other Revenue 67,000 228,513 228,513 0 0
Total Revenue 67,000 228,513 228,513 0 0
Total Source of Funds 547,755 663,296 663,296 32,614 32,614 Expenditures
Freedom Circle 0 62,256 62,256 0 0
Kylli Project / Democracy Way 110,873 178,600 178,600 0 0 Patrick Henry Drive 2,099 289,481 289,481 0 0
Tasman East Specific Plan 0 43,845 43,845 0 0
Tasman East Specific Plan CFD 0 31,500 31,500 0 0
Tasman East "The Block" 0 25,000 25,000 0 0
Total Expenditures 112,972 630,682 630,682 0 0
Ending Fund Balance
Encumbrance Carryover 32,614 32,614 32,614 32,614 32,614 Unrestricted 402,169 0 0 0 0
Total Ending Fund Balance 434,783 32,614 32,614 32,614 32,614 Total Use of Funds 547,755 663,296 663,296 32,614 32,614 186
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS SPECIAL REVENUE FUNDS | PUBLIC DONATIONS FUND (067)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Unrestricted 575,493 741,426 741,426 0 0
Total Beginning Fund Balance 575,493 741,426 741,426 0 0 Revenue
Donations
City Manager's Office 301 0 32 0 0
Community Development 125 0 0 0 0
Electric Utility 25 0 0 0 0
Parks and Recreation 58,475 3,132 30,490 0 0
Police 150,000 0 0 0 0
Public Works 0 0 0 0 0
Total Revenue 208,926 3,132 30,522 0 0
Total Source of Funds 784,419 744,558 771,948 0 0
Expenditures
City Manager's Office
Bank of Santa Clara Car Seat Program 0 500 500 0 0
Donations - Art in Public Places 0 226 226 0 0
Donations - Championship Teams 0 1,344 1,344 0 0
Donations - Help Your Neighbor 0 10,177 10,209 0 0
Donations - Mission City Community 0 67 67 0 0
Donations - Undesignated 0 275 275 0 0
S.C. Art in Public Places 0 37,720 37,720 0 0
Community Development
Donations - Berryessa Adobe 0 1,150 1,150 0 0
Donations - Historical Preservation 0 4,616 4,616 0 0
Electric Utility
Donations - Neighborhood Solar 0 25 25 0 0
Fire
Donations - Fire Safety 0 1,961 1,961 0 0
Donations - Public Education 0 1,384 1,384 0 0
Parks and Recreation
Arts, Crafts and Wine Festival 0 164,416 164,416 0 0
Case Management Grant 31 81,697 83,257 0 0
Community Garden 0 50 50 0 0
187
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS SPECIAL REVENUE FUNDS | PUBLIC DONATIONS FUND (067)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Expenditures
Parks and Recreation
Donations - Reed & Grant Equipment 0 1,264 1,264 0 0
Roberta Jones JR Theatre 0 8,874 12,789 0 0
Teens - Youth Commission 0 3,819 3,819 0 0
Wade Brummal Scholarship Fund 42,962 113,032 134,915 0 0 Police
Donation - COVID 0 4,544 4,544 0 0
Police - Bicycle Safety Program 0 1,377 1,377 0 0
Police - Team 200 0 300,000 300,000 0 0
Police - Training Simunition Program 0 2,500 2,500 0 0
Police - Voucher Program 0 3,540 3,540 0 0
Total Expenditures 42,993 744,558 771,948 0 0
Ending Fund Balance
Encumbrance Carryover 0 0 0 0 0
Unrestricted 741,426 0 0 0 0
Total Ending Fund Balance 741,426 0 0 0 0
Total Use of Funds 784,419 744,558 771,948 0 0
188
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS SPECIAL REVENUE FUNDS | PUBLIC, EDUCATIONAL, AND
GOVERNMENTAL FEE FUND (221)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Encumbrance Carryover 269,263 209,152 209,152 209,152 209,152 Unrestricted 2,409,773 2,595,016 2,595,016 1,835,016 1,835,016 Total Beginning Fund Balance 2,679,036 2,804,168 2,804,168 2,044,168 2,044,168 Revenue
Other Revenue 203,494 200,000 200,000 200,000 200,000
Total Revenue 203,494 200,000 200,000 200,000 200,000
Total Source of Funds 2,882,530 3,004,168 3,004,168 2,244,168 2,244,168 Expenditures
Capital Outlay 78,362 960,000 960,000 200,000 200,000
Total Expenditures 78,362 960,000 960,000 200,000 200,000 Ending Fund Balance
Encumbrance Carryover 209,152 209,152 209,152 209,152 209,152 Unrestricted 2,595,016 1,835,016 1,835,016 1,835,016 1,835,016 Total Ending Fund Balance 2,804,168 2,044,168 2,044,168 2,044,168 2,044,168 Total Use of Funds 2,882,530 3,004,168 3,004,168 2,244,168 2,244,168 189
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS SPECIAL REVENUE FUNDS | ROAD MAINTENANCE AND
REHABILITATION (SB1) FUND (122)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Unrestricted 1,601,201 2,576,575 2,576,575 1,459,660 1,717,660 Total Beginning Fund Balance 1,601,201 2,576,575 2,576,575 1,459,660 1,717,660 Revenue
State Revenues 3,418,683 2,900,000 3,100,000 3,100,000 3,100,000 Interest 56,691 10,000 85,000 58,000 69,000
Total Revenue 3,475,374 2,910,000 3,185,000 3,158,000 3,169,000 Total Source of Funds 5,076,575 5,486,575 5,761,575 4,617,660 4,886,660 Transfers To
Streets and Highways Capital Fund 2,500,000 4,301,915 4,301,915 2,900,000 2,900,000 Total Transfers To 2,500,000 4,301,915 4,301,915 2,900,000 2,900,000 Ending Fund Balance
Unrestricted 2,576,575 1,184,660 1,459,660 1,717,660 1,986,660 Total Ending Fund Balance 2,576,575 1,184,660 1,459,660 1,717,660 1,986,660 Total Use of Funds 5,076,575 5,486,575 5,761,575 4,617,660 4,886,660 190
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS SPECIAL REVENUE FUNDS | TRAFFIC MITIGATION FUND (123)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Unrestricted 2,934,781 1,192,634 1,192,634 876,634 1,076,634 Total Beginning Fund Balance 2,934,781 1,192,634 1,192,634 876,634 1,076,634 Revenue
Other Fees for Services (165,694) 1,000,000 715,000 500,000 750,000 Interest 307,457 50,000 300,000 200,000 200,000
Total Revenue 141,763 1,050,000 1,015,000 700,000 950,000 Total Source of Funds 3,076,544 2,242,634 2,207,634 1,576,634 2,026,634 Transfers To
Streets and Highways Capital Fund 1,883,910 1,331,000 1,331,000 500,000 750,000 Total Transfers To 1,883,910 1,331,000 1,331,000 500,000 750,000 Ending Fund Balance
Unrestricted 1,192,634 911,634 876,634 1,076,634 1,276,634 Total Ending Fund Balance 1,192,634 911,634 876,634 1,076,634 1,276,634 Total Use of Funds 3,076,544 2,242,634 2,207,634 1,576,634 2,026,634 191
This page is intentionally left blank.
192
Enterprise Funds
193
This page is intentionally left blank.
194
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS
ENTERPRISE FUNDS
Enterprise funds are used to finance and account for operations and activities performed by designated departments in the City or through third party agreements. The operating revenues and expenses result from providing services and producing and delivering goods in connection with an enterprise fund’s principal ongoing operations. Principal operating revenues of the City’s enterprise funds are charges to customers for services. Operating expenses for the City's enterprise funds include the costs of sales and services, administrative expenses and maintenance of capital assets.
Cemetery Fund (093)
This fund is managed by the Parks and Recreation Department and provides planning, development, operation, and maintenance of the City’s two cemetery properties with one located on North Winchester Boulevard and one on Hope Drive. This fund is supported by charges for these services and transfers from the General Fund.
Convention Center Enterprise Fund (860)
This fund was established in 1984 to account for the operations of the City’s Convention Center through third-party agreements. In February 2019, the City entered into an agreement with Global Spectrum, LP, dba Spectra Venue Management (Spectra). Spectra was subsequently acquired by Oak View Group (OVG360) and now manages the Convention Center. As part of the agreement, OVG360 provided the City with a recommended operating budget for FY 2025/26 and FY 2026/27. These submittals have been incorporated into the source and use documents.
Electric Operating Grant Trust Fund (191)
The City’s Electric Utility Department, known as Silicon Valley Power (SVP), initially established the Electric Operating Grant Trust Fund for the Public Benefits Program. For the Public Benefits Program, SVP is required to collect and spend 2.85% of its electric sales revenues (customer service charges from Electric Utility Fund) in accordance with assembly bill AB 1890 on cost-effective energy efficiency, new renewable power generation, low-income energy programs, and new electric technologies research and development.
In addition to the Public Benefits Program, the Electric Operating Grant Trust Fund also includes the Low Carbon Fuel and Greenhouse Gas (GHG) programs. These programs also use restricted revenue and have annual reporting requirements. The Low Carbon Fuel program is aimed at participating and complying with the California Air Resources Board (CARB) Low Carbon Fuel Standard (LCFS) Program to develop, educate and foster the adoption of electrification as transportation fuel. Program expenses are allocated and required to be spent within three primary groups: Clean Fuel Rewards Program, Equity Projects, and Customer Programs. The purpose of the Greenhouse Gas Program is to comply with Cap-and-Trade Regulation requirements to spend proceeds from selling allocated allowances, consistent with the goals of AB 32, and to provide benefit to retail ratepayers in the form of GHG reduction. 195
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS Electric Utility Fund (091)
The Electric Utility Fund is managed by SVP and is the primary operating fund for electric utility service provided to City customers. SVP provides these services on a user charge basis to residences, businesses, and industrial customers, including large data centers.
The primary revenue source in the Electric Utility Fund is electric rates which are approved by the City Council. SVP typically submits a recommendation for rate increases annually. The rate increase recommendation is based on SVP’s ten-year forecast which includes SVP’s revenue and expenditure projections to cover operating costs, reserve requirements, debt service, capital improvement projects, and other legal obligations. At the same time, for low-income customers who have difficulty absorbing the rate increases, SVP continues to offer financial assistance and also offers energy conservation programs and rebates to help all customers reduce their electricity usage. Any proposed rate increase will be brought forward to City Council for approval with an effective date of January 1, 2026 based on information available at that time and will include consideration of the expense drivers further described below.
SVP has over 60,000 customer accounts in the City (rounded): 86.0% residential, 11.4% commercial, 2.1% industrial, and 0.5% other. The proportion of revenue contribution is reversed: 90.2% of revenues are generated by industrial customers, 5.9% from residential customers, 3.5% from commercial customers, and 0.4% from others. Industrial customers include many publicly listed technology companies headquartered in the City and data centers hosting servers for these companies. Load growth and forecasted energy sales are based on a combination of historical data and forward-looking opportunities, especially from large key industrial customers. Additional revenues are generated through energy sales from SVP owned or jointly owned resources, capacity sales, Congestion Revenue Rights (CRR), Renewable Energy Credits (RECs), and ancillary services. Given the high concentration of revenue generated from industrial customers, SVP’s revenue growth prospect is highly correlated to Silicon Valley’s economic growth.
SVP’s primary expense drivers are electric supply and distribution costs. For FY 2025/26, all of SVP’s power supply is expected to be hedged by SVP owned or jointly owned resource, and power purchase agreements (PPAs).
However, SVP constantly balances its load with resource production. When the actual load is higher than forecasted, or resource production is lower than forecasted, it will result in net power purchases within the California Independent System Operator (CAISO) market. When the actual load is lower than forecasted, or resource production is higher than forecasted, it will result in net power sales within the CAISO market. Power market prices are highly correlated with natural gas prices and are subject to the same market volatility.
If natural gas prices spike, higher than forecasted prices to procure power from the market would be expected. The transmission access rates that apply to electric energy that SVP receives via the PG&E transmission system are expected to increase year over year. PG&E collects the transmission fees to fund the growing cost of maintenance and infrastructure improvements to the transmission grid. In addition, a significant part of SVP’s electric distribution cost is the capital improvement needed to maintain the aging system. These capital costs are also expected to increase due to higher commodities costs caused by supply chain issues across the world.
Per the budget policy, this fund includes reserves for Rate Stabilization, Operations and Maintenance, Infrastructure, Special Projects (as needed), and Pension Stabilization. In FY 2025/26, the Grizzly Project and Tie Line Reserve is established to cover costs to replace the transmission line interconnected with PG&E’s transmission system (referred to as the Grizzly Tie Line) and other Grizzly project facilities. 196
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS Sewer Utility Fund (094)
This fund is managed by the Water and Sewer Utilities Department and accounts for the maintenance of the City’s sewer lines and related facilities. The Department provides these services on a user charge basis to residences and businesses.
Each operating budget cycle, the Department develops a ten-year forecast based on their revenue and expenditure projections. Revenue in the Sewer Utility Fund is dictated by the utility rates approved by the City Council. An annual rate study is conducted by a third-party consultant selected by the Water and Sewer Utilities Department; this information is then used to determine both revenue and expenditure projections in the forecast. Revenue projections are based on a trend analysis and take into consideration historical data, expected activity, and anticipated rate increases. These rate increases will be presented to City Council for approval on June 10, 2025, with an effective date of July 1, 2025. Anticipated expenditures also play a role in the development of the revenue projections. Expenditure projections are based on historical data and the capital project needs included in the City’s Capital Improvement Program budget. Additionally, the City co-owns the Regional Wastewater Facility with the City of San José. Estimates are provided by the City of San José for Santa Clara’s share of the facility rebuild, and these estimates are also used in determining the expenditure projections in the Sewer Utility Fund.
Per the budget policy, this fund includes reserves for Rate Stabilization, Operations and Maintenance, Infrastructure, and Pension Stabilization. It also includes a Replacement and Improvement Reserve.
Solid Waste Fund (096)
This fund is managed by the Department of Public Works and accounts for the administration of the City’s garbage, yard waste, residential recycling, and Clean-Up Campaign services. The revenue projections are based on anticipated increases in solid waste rates due to increases in agreements for solid waste collection and processing services. Rate increases will be presented to City Council for approval on May 27, 2025, with an effective date of July 1, 2025.
Per the budget policy, this fund includes reserves for Rate Stabilization, Operations and Maintenance, and Pension Stabilization.
Water Recycling Fund (097)
This fund is managed by the Water and Sewer Utilities Department and accounts for the ongoing maintenance and operations of the City of Santa Clara’s wastewater reclamation system. The Department provides these services on a user charge basis from the sale of non-potable water for irrigation and landscaping.
Each operating budget cycle, the Department develops a ten-year forecast with their revenue and expenditure projections. Revenue in the Water Recycling Program Fund are dictated by the utility rates approved by the City Council and the actual recycled water usage by customers. An annual rate study is conducted by a third-party consultant selected by the Water and Sewer Utilities Department; this information is then used to determine both revenue and expenditure projections in the forecast. Revenue projections are based on a trend analysis and take into consideration historical data, expected activity and anticipated rate increases. These rate increases will be presented to City Council for approval on June 10, 2025, with an effective date of July 1, 2025. Anticipated expenditures also play a role in the development of the revenue projections. Expenditure projections are based on historical data and capital projects needs included in the City’s Capital Improvement Program budget.
Per the budget policy, this fund includes reserves for Rate Stabilization, Operations and Maintenance, Infrastructure, and Pension Stabilization.
197
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS Water Utility Fund (092)
This fund is managed by the Water and Sewer Utilities Department and accounts for the operation of the City’s water utility services. The Department provides these services on a user charge basis to residences and businesses.
Each operating budget cycle, the Department develops a ten-year forecast with their revenue and expenditure projections. Revenue in the Water Utility Fund are dictated by the utility rates approved by the City Council and the actual water usage by residences and businesses. An annual rate study is conducted by a third-party consultant selected by the Water and Sewer Utilities Department; this information is then used to determine both revenue and expenditure projections in the forecast. Revenue projections are based on a trend analysis and take into consideration historical data, expected activity, and anticipated rate increases. These rate increases will be presented to City Council for approval on June 10, 2025, with an effective date of July 1, 2025. Anticipated expenditures also play a role in the development of the revenue projections. Expenditure projections are based on historical data and capital projects needs included in the City’s Capital Improvement Program Budget.
Per the adopted budget policy, this fund includes reserves for Rate Stabilization, Operations and Maintenance, Infrastructure, and Pension Stabilization. It also includes a Replacement and Improvement Reserve and a Water Conservation Reserve.
The following section details the City of Santa Clara’s Enterprise Funds’ Statements of Sources and Uses and the Proposed Budget for Fiscal Year 2025/26 and Fiscal Year 2026/27. 198
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS ENTERPRISE FUNDS | CEMETERY FUND (093)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Unrestricted 458,925 897,672 897,672 739,365 720,872
Total Beginning Fund Balance 458,925 897,672 897,672 739,365 720,872 Revenue
Other Fees for Services 582,956 750,000 590,000 600,000 600,000 Other Revenue 840 0 1,230 0 0
Total Revenue 583,796 750,000 591,230 600,000 600,000
Transfers From
General Fund 796,000 823,000 823,000 1,078,109 1,146,087 Endowment Care Fund 48,857 30,000 58,000 60,000 60,000
Perpetual Care Fund 762 500 900 500 500
Total Transfers From 845,619 853,500 881,900 1,138,609 1,206,587 Total Source of Funds 1,888,340 2,501,172 2,370,802 2,477,974 2,527,459 Expenditures
Salaries 272,107 511,713 511,713 540,686 575,176
Retirement and Benefits 172,457 379,384 379,384 408,756 419,792 Materials/Services/Supplies 251,939 408,899 408,899 572,314 436,206 Services From Other Funds - Cost
Allocation Plan
132,888 135,363 135,363 164,332 167,619
Interfund Services 160,455 193,441 193,441 71,014 72,220 Total Expenditures 989,846 1,628,800 1,628,800 1,757,102 1,671,013 Transfers To
General Government Capital Fund 822 2,637 2,637 0 0
Total Transfers To 822 2,637 2,637 0 0
Ending Fund Balance
Unrestricted 897,672 869,735 739,365 720,872 856,446
Total Ending Fund Balance 897,672 869,735 739,365 720,872 856,446 Total Use of Funds 1,888,340 2,501,172 2,370,802 2,477,974 2,527,459 199
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS ENTERPRISE FUNDS | CONVENTION CENTER ENTERPRISE
FUND (860)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Encumbrance Carryover 111,747 0 0 0 0
Operations and Maintenance Reserve 0 0 0 4,200,000 2,000,000 Restricted - Levy 468,422 784,990 784,990 784,990 784,990 Unrestricted 5,140,429 7,089,656 7,089,656 7,945 1,792,694 Total Beginning Fund Balance 5,720,598 7,874,646 7,874,646 4,992,935 4,577,684 Revenue
Rents 0 420,000 426,852 428,400 428,400
Interest 157,260 0 300,000 150,000 150,000
Event Revenue 19,204,757 18,000,000 16,481,653 16,762,686 18,154,205 Other Revenue 383,492 193,014 357,191 417,931 427,346
Total Revenue 19,745,509 18,613,014 17,565,696 17,759,017 19,159,951 Total Source of Funds 25,466,107 26,487,660 25,440,342 22,751,952 23,737,635 Expenditures
Salaries 101,215 216,472 216,472 323,613 341,314
Retirement and Benefits 80,176 119,926 119,926 158,287 155,962 Materials/Services/Supplies 152,404 699,514 699,514 228,505 228,505 Interfund Services 0 0 0 156 163
Services From Other Funds - Cost
Allocation Plan
280,583 423,494 423,494 306,090 312,212
Event Expense 10,109,284 10,718,782 10,718,782 9,514,003 10,371,019 Indirect Expense 6,452,799 6,918,601 6,119,219 7,643,614 8,209,478 Total Expenditures 17,176,461 19,096,789 18,297,407 18,174,268 19,618,653 Transfers To
Convention Center Capital Fund 415,000 2,150,000 2,150,000 0 0 Total Transfers To 415,000 2,150,000 2,150,000 0 0
Ending Fund Balance
Encumbrance Carryover 0 0 0 0 0
Operations and Maintenance Reserve 0 4,200,000 4,200,000 2,000,000 2,000,000 Restricted - Levy 784,990 784,990 784,990 784,990 784,990 Unrestricted 7,089,656 255,881 7,945 1,792,694 1,333,992 Total Ending Fund Balance 7,874,646 5,240,871 4,992,935 4,577,684 4,118,982 Total Use of Funds 25,466,107 26,487,660 25,440,342 22,751,952 23,737,635 200
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS ENTERPRISE FUNDS | ELECTRIC OPERATING GRANT TRUST
FUND (191)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Public Benefits 50,915,669 57,839,500 59,781,800 46,435,517 53,721,197 Low Carbon Fuel 1,325,953 719,553 719,553 1,479,039 2,553,543 Greenhouse Gas 19,294,713 31,702,320 29,760,020 31,311,946 12,714,739 Total Beginning Fund Balance 71,536,335 90,261,373 90,261,373 79,226,502 68,989,479 Revenue
Charges for Services 18,412,722 19,301,979 20,640,336 22,125,086 23,707,687 Low Carbon Fuel 0 3,055,800 0 1,755,000 2,600,000
Greenhouse Gas 27,066,265 26,394,106 20,931,313 22,077,435 22,534,424 Other Revenue 66,357 54,000 1,243,000 59,000 65,000
Interest 2,369,702 0 2,588,732 2,091,644 2,358,948
Total Revenue 47,915,046 48,805,885 45,403,381 48,108,165 51,266,059 Total Source of Funds 119,451,381 139,067,258 135,664,754 127,334,667 120,255,538 Expenditures
Salaries 441,397 1,020,239 1,020,239 1,271,645 1,355,456 Retirement and Benefits 272,383 546,736 546,736 714,769 726,836 Materials/Services/Supplies 1,671,450 3,528,800 1,756,235 2,920,750 2,989,850 Mandated Program Costs 3,456,527 14,882,400 4,700,000 5,263,000 6,269,000 Services From Other Funds - Cost
Allocation Plan
205,323 209,429 209,429 298,942 304,921
Contribution In Lieu 990,095 965,099 1,032,017 1,106,254 1,185,384 Interfund Services 8,364 9,224 9,224 47,862 48,970
Total Expenditures 7,045,539 21,161,927 9,273,880 11,623,222 12,880,417 Transfers To
Electric Utility Fund 19,637,522 41,640,517 41,640,517 46,586,966 28,089,383 Electric Utility Capital Fund 1,000,000 3,750,000 3,750,000 0 0 Storm Drain Capital Fund 49,442 0 0 0 0
Streets and Highways Capital Fund 285,000 1,323,855 1,323,855 135,000 0 Vehicle Replacement Fund 1,172,505 450,000 450,000 0 0
Total Transfers To 22,144,469 47,164,372 47,164,372 46,721,966 28,089,383 Ending Fund Balance
Public Benefits 57,839,500 38,865,832 46,435,517 53,721,197 61,863,531 Low Carbon Fuel 719,553 433,310 1,479,039 2,553,543 4,470,127 Greenhouse Gas 31,702,320 31,441,817 31,311,946 12,714,739 12,952,080 Total Ending Fund Balance 90,261,373 70,740,959 79,226,502 68,989,479 79,285,738 Total Use of Funds 119,451,381 139,067,258 135,664,754 127,334,667 120,255,538 201
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS ENTERPRISE FUNDS | ELECTRIC UTILITY FUND (091)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Encumbrance Carryover 5,518,777 6,022,037 6,022,037 6,022,037 6,022,037 Infrastructure Reserve 0 50,000,000 50,000,000 50,000,000 50,000,000 Operations and Maintenance Reserve 150,765,556 195,000,000 195,000,000 257,000,000 377,000,000 Pension Trust Reserve 6,324,045 10,065,874 10,065,874 10,826,979 10,826,979 Rate Stabilization Reserve 56,776,613 66,000,000 66,000,000 70,000,000 78,000,000 Grizzly Project and Tie Line Reserve 0 0 0 0 30,000,000 Trading Restricted Reserve 11,127,179 9,449,807 9,449,807 9,449,807 8,741,965 Unrestricted 98,345,685 90,938,838 90,938,838 125,900,883 95,727,816 Total Beginning Fund Balance 328,857,855 427,476,556 427,476,556 529,199,706 656,318,797 Revenue
Charges for Services 654,469,413 676,762,424 722,390,991 772,818,794 831,648,673 Other Fees for Services 1,668,781 1,250,000 1,561,090 1,575,000 1,600,000 Interest 13,141,437 11,382,455 21,986,981 23,487,617 25,658,378 Rents 3,710,686 3,668,000 3,721,103 3,652,625 3,738,628 Wholesale Revenue 27,439,216 18,474,857 20,666,733 27,551,565 51,665,593 Restricted Revenue 10,502,296 709,238 646,850 1,013,475 1,013,475 Other Revenue 1,996,794 2,345,100 1,832,620 2,388,000 2,607,500 Total Revenue 712,928,623 714,592,074 772,806,368 832,487,076 917,932,247 Transfers From
Electric Operating Grant Trust Fund 19,637,522 41,640,517 41,640,517 46,586,966 28,089,383 Total Transfers From 19,637,522 41,640,517 41,640,517 46,586,966 28,089,383 Total Source of Funds 1,061,424,000 1,183,709,147 1,241,923,441 1,408,273,748 1,602,340,427 Expenditures
Salaries 37,693,039 56,448,000 56,448,000 55,913,174 59,020,333 Retirement and Benefits 18,805,480 24,567,268 24,567,268 27,452,233 27,480,812 Materials/Services/Supplies 36,080,643 46,672,074 43,675,272 43,499,905 45,494,700 Resource/Production 406,269,579 440,661,261 437,789,229 479,618,515 546,013,855 Services From Other Funds - Cost
Allocation Plan
8,770,238 9,218,408 9,218,408 12,191,096 12,434,918
Interfund Services 3,240,390 3,384,678 3,384,678 4,453,991 4,528,789 Contribution In Lieu 32,153,410 34,833,964 37,514,763 40,265,602 43,157,109 Capital Outlay 14,317 2,012,000 1,380,000 15,081,000 32,000 Total Expenditures 543,027,096 617,797,653 613,977,618 678,475,516 738,162,516 202
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS ENTERPRISE FUNDS | ELECTRIC UTILITY FUND (091)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Transfers To
General Fund 349,749 383,129 383,129 0 0
General Government Capital Fund 596,323 1,280,286 1,280,286 295,032 605,234 Electric Utility Capital Fund 72,247,234 64,363,700 64,363,700 50,541,000 89,256,168 Electric Debt Service Fund 17,602,042 27,354,002 27,354,002 22,518,403 22,533,040 Street Lighting Capital Fund 125,000 5,365,000 5,365,000 125,000 125,000 Total Transfers To 90,920,348 98,746,117 98,746,117 73,479,435 112,519,442 Ending Fund Balance
Encumbrance Carryover 6,022,037 6,022,037 6,022,037 6,022,037 6,022,037 Infrastructure Reserve 50,000,000 50,000,000 50,000,000 50,000,000 70,000,000 Operations and Maintenance Reserve 195,000,000 257,000,000 257,000,000 377,000,000 418,000,000 Pension Trust Reserve 10,065,874 10,826,979 10,826,979 10,826,979 11,866,979 Rate Stabilization Reserve 66,000,000 70,000,000 70,000,000 78,000,000 83,000,000 Grizzly Project and Tie Line Reserve 0 0 0 30,000,000 30,000,000 Trading Restricted Reserve 9,449,807 9,449,807 9,449,807 8,741,965 8,741,965 Unrestricted 90,938,838 63,866,554 125,900,883 95,727,816 124,027,488 Total Ending Fund Balance 427,476,556 467,165,377 529,199,706 656,318,797 751,658,469 Total Use of Funds 1,061,424,000 1,183,709,147 1,241,923,441 1,408,273,748 1,602,340,427 203
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS ENTERPRISE FUNDS | SEWER UTILITY FUND (094)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Encumbrance Carryover 2,022,701 515,966 515,966 515,966 515,966 Replacement and Improvement Reserve 1,507,553 1,507,553 1,507,553 1,507,553 1,507,553 Rate Stabilization Reserve 2,395,030 4,248,070 4,248,070 4,593,020 5,117,550 Operations and Maintenance Reserve 1,835,079 8,348,279 8,348,279 16,348,279 9,902,225 Infrastructure Reserve 1,596,928 4,793,175 4,793,175 5,288,968 11,995,541 Pension Stabilization Reserve 585,544 958,752 958,752 1,032,098 1,032,098 Reserve for Settlements 3,000,000 3,000,000 3,000,000 2,135,000 2,135,000 Unrestricted 9,607,158 11,946,860 11,946,860 7,754,780 3,994,585 Total Beginning Fund Balance 22,549,993 35,318,655 35,318,655 39,175,664 36,200,518 Revenue
Other Agencies Revenue 3,709,508 400,000 6,246,000 560,000 560,000 Charges for Services 43,316,219 45,930,200 45,930,200 51,175,500 55,860,000 Other Fees for Services 89,764 20,000 20,000 20,400 20,808 Interest 1,080,088 593,603 593,603 605,475 617,585
Rents 53,879 46,000 46,000 46,000 46,000
Other Revenue 186,795 0 0 0 0
Total Revenue 48,436,253 46,989,803 52,835,803 52,407,375 57,104,393 Transfers From
Sewer Debt Service Fund 750,000 0 0 0 0
Total Transfers From 750,000 0 0 0 0
Total Source of Funds 71,736,246 82,308,458 88,154,458 91,583,039 93,304,911 Expenditures
Salaries 2,225,331 3,027,274 3,027,274 3,321,243 3,520,051 Retirement and Benefits 1,442,044 1,751,320 1,751,320 2,017,113 2,049,549 Right of Way Rental Expense 2,189,949 2,320,965 2,320,965 2,536,140 2,707,730 Materials/Services/Supplies 1,701,209 603,789 603,789 615,864 628,182 Resource/Production 21,705,468 24,691,630 24,691,630 27,901,046 28,737,900 Services From Other Funds - Cost
Allocation Plan
1,500,450 1,519,002 1,519,002 1,836,276 1,873,002
Interfund Services 1,187,892 1,544,341 1,544,341 1,931,340 1,976,379 Capital Outlay 459,918 0 0 0 0
Total Expenditures 32,412,261 35,458,321 35,458,321 40,159,022 41,492,793 Transfers To
General Government Capital Fund 50,278 85,001 85,001 6,867 47,144 Sewer Utility Capital Fund 3,867,222 12,570,472 12,570,472 15,216,632 8,774,449 204
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS ENTERPRISE FUNDS | SEWER UTILITY FUND (094)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Transfers To
Sewer Utility Debt Service Fund 0 0 0 0 3,300,762
Special Liability Insurance Fund 0 865,000 865,000 0 0
Streets and Highways Capital Fund 37,830 0 0 0 0
Water Utility Capital Fund 50,000 0 0 0 0
Total Transfers To 4,005,330 13,520,473 13,520,473 15,223,499 12,122,355 Ending Fund Balance
Encumbrance Carryover 515,966 515,966 515,966 515,966 515,966 Replacement and Improvement Reserve 1,507,553 1,507,553 1,507,553 1,507,553 1,507,553 Rate Stabilization Reserve 4,248,070 4,593,020 4,593,020 5,117,550 5,586,000 Operations and Maintenance Reserve 8,348,279 16,348,279 16,348,279 9,902,225 10,231,100 Infrastructure Reserve 4,793,175 5,288,968 5,288,968 11,995,541 11,995,541 Pension Stabilization Reserve 958,752 1,032,098 1,032,098 1,032,098 1,032,098 Reserve for Settlements 3,000,000 2,135,000 2,135,000 2,135,000 2,135,000 Unrestricted 11,946,860 1,908,780 7,754,780 3,994,585 6,686,505 Total Ending Fund Balance 35,318,655 33,329,664 39,175,664 36,200,518 39,689,763 Total Use of Funds 71,736,246 82,308,458 88,154,458 91,583,039 93,304,911 205
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS ENTERPRISE FUNDS | SOLID WASTE FUND (096)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Encumbrance Carryover 3,532,362 3,152,543 3,152,543 3,152,543 3,152,543 Operations and Maintenance Reserve 2,675,520 2,675,520 2,675,520 10,325,285 8,439,165 Pension Trust Reserve 284,887 469,938 469,938 505,996 505,996 Rate Stabilization Reserve 1,765,150 1,765,150 1,765,150 1,765,150 3,521,899 Unrestricted 4,889,113 7,943,799 7,943,799 97,717 0
Total Beginning Fund Balance 13,147,032 16,006,950 16,006,950 15,846,691 15,619,603 Revenue
Other Agencies Revenue 546,945 201,000 201,000 198,990 197,000 Interest 25,955 0 75,000 75,000 75,000
Charges for Services 2,856,650 3,014,592 3,014,592 2,942,856 3,045,810 Grant Funding 0 0 0 282,063 0
Other Fees for Services 35,858,508 38,345,780 38,345,780 38,788,704 40,640,252 Other Revenue 9,339 0 22,717 0 0
Taxes - Other 3,989 0 0 0 0
Total Revenue 39,301,386 41,561,372 41,659,089 42,287,613 43,958,062 Transfers From
General Fund 35,364 35,364 35,364 102,564 102,564
Total Transfers From 35,364 35,364 35,364 102,564 102,564 Total Source of Funds 52,483,782 57,603,686 57,701,403 58,236,868 59,680,229 Expenditures
Salaries 1,016,619 1,188,529 1,188,529 1,252,959 1,318,346 Retirement and Benefits 551,680 605,828 605,828 629,606 635,969 Materials/Services/Supplies 1,764,390 2,400,195 2,400,195 2,089,095 2,191,455 Contribution in Lieu 779,986 919,341 919,341 795,055 853,745 Resource/Production 28,305,592 33,139,513 33,139,513 34,106,079 35,772,849 Services From Other Funds - Cost
Allocation Plan
1,428,611 1,457,115 1,457,115 1,555,330 1,586,437
Interfund Services 998,333 1,065,421 1,065,421 1,632,941 1,655,008 Total Expenditures 34,845,211 40,775,942 40,775,942 42,061,065 44,013,809 Transfers To
General Government Capital Fund 26,621 48,770 48,770 2,200 21,867 Solid Waste Capital Fund 1,605,000 1,030,000 1,030,000 554,000 576,160 Total Transfers To 1,631,621 1,078,770 1,078,770 556,200 598,027 206
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS ENTERPRISE FUNDS | SOLID WASTE FUND (096)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Ending Fund Balance
Encumbrance Carryover 3,152,543 3,152,543 3,152,543 3,152,543 3,152,543 Operations and Maintenance Reserve 2,675,520 10,325,285 10,325,285 8,439,165 7,742,025 Pension Trust Reserve 469,938 505,996 505,996 505,996 505,996 Rate Stabilization Reserve 1,765,150 1,765,150 1,765,150 3,521,899 3,667,829 Unrestricted 7,943,799 0 97,717 0 0
Total Ending Fund Balance 16,006,950 15,748,974 15,846,691 15,619,603 15,068,393 Total Use of Funds 52,483,782 57,603,686 57,701,403 58,236,868 59,680,229 207
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS ENTERPRISE FUNDS | WATER RECYCLING FUND (097)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Encumbrance Carryover 0 25,100 25,100 25,100 25,100
Rate Stabilization Reserve 2,327,420 2,327,420 2,327,420 803,880 803,880 Operations and Maintenance Reserve 2,262,095 2,262,095 2,262,095 2,800,000 2,200,000 Infrastructure Reserve 51,500 51,500 51,500 51,500 51,500 Pension Stabilization Reserve 103,323 168,123 168,123 180,952 180,952 Unrestricted 1,579,432 2,395,985 2,395,985 952,278 263,632 Total Beginning Fund Balance 6,323,770 7,230,223 7,230,223 4,813,710 3,525,064 Revenue
Other Agencies Revenue 823,698 350,000 350,000 350,000 364,000 Charges for Services 7,231,580 8,038,800 8,038,800 9,140,100 11,085,400 Other Fees for Services 8,300 0 20,000 20,800 21,632
Interest 58,652 98,538 98,538 100,509 102,519
Other Revenue 128,606 20,000 40,000 40,000 41,600
Total Revenue 8,250,836 8,507,338 8,547,338 9,651,409 11,615,151 Total Source of Funds 14,574,606 15,737,561 15,777,561 14,465,119 15,140,215 Expenditures
Salaries 587,090 699,173 699,173 788,765 833,632
Retirement and Benefits 282,304 419,705 419,705 486,928 492,739 Right of Way Rental Expense 371,003 406,300 406,300 457,550 515,280 Materials/Services/Supplies 576,556 39,067 39,067 39,876 40,702 Resource/Production 5,404,671 9,286,200 9,286,200 8,962,100 9,988,000 Services From Other Funds - Cost
Allocation Plan
86,874 88,395 88,395 134,933 137,632
Interfund Services 26,745 18,449 18,449 19,903 20,486
Total Expenditures 7,335,243 10,957,289 10,957,289 10,890,055 12,028,471 Transfers To
General Government Capital Fund 0 6,562 6,562 0 0
Recycled Water Capital Fund 0 0 0 50,000 50,000
Vehicle Replacement Fund 9,140 0 0 0 0
Total Transfers To 9,140 6,562 6,562 50,000 50,000
208
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS ENTERPRISE FUNDS | WATER RECYCLING FUND (097)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Ending Fund Balance
Encumbrance Carryover 25,100 25,100 25,100 25,100 25,100 Rate Stabilization Reserve 2,327,420 803,880 803,880 803,880 803,880 Operations and Maintenance Reserve 2,262,095 2,800,000 2,800,000 2,200,000 1,800,000 Infrastructure Reserve 51,500 51,500 51,500 51,500 51,500 Pension Stabilization Reserve 168,123 180,952 180,952 180,952 180,952 Unrestricted 2,395,985 912,278 952,278 263,632 200,312
Total Ending Fund Balance 7,230,223 4,773,710 4,813,710 3,525,064 3,061,744 Total Use of Funds 14,574,606 15,737,561 15,777,561 14,465,119 15,140,215 209
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS ENTERPRISE FUNDS | WATER UTILITY FUND (092)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Encumbrance Carryover 2,142,898 1,216,030 1,216,030 1,216,030 1,216,030 Replacement and Improvement Reserve 303,090 303,090 303,090 303,090 303,090 Water Conservation Reserve 33,125 33,125 33,125 33,125 33,125 Rate Stabilization Reserve 750,000 3,823,460 3,823,460 6,823,460 7,318,450 Operations and Maintenance Reserve 2,435,580 5,435,580 5,435,580 7,435,580 8,000,000 Infrastructure Reserve 1,144,317 1,028,800 1,028,800 1,028,800 4,787,500 Pension Stabilization Reserve 1,260,117 1,927,637 1,927,637 2,070,898 2,070,898 Unrestricted 7,343,757 5,006,123 5,006,123 4,868,715 4,132,906 Total Beginning Fund Balance 15,412,884 18,773,845 18,773,845 23,779,698 27,861,999 Revenue
Charges for Services 55,083,592 61,485,300 64,438,400 73,184,500 78,814,100 Other Fees for Services 1,972,488 1,498,034 1,498,034 2,038,874 2,080,859 Interest 600,396 400,000 400,000 450,000 500,000
Rents 53,879 46,000 46,000 47,840 49,754
Other Revenue 474,404 667,601 667,601 681,430 695,549
Sale of Land 35 0 0 0 0
Total Revenue 58,184,794 64,096,935 67,050,035 76,402,644 82,140,262 Total Source of Funds 73,597,678 82,870,780 85,823,880 100,182,342 110,002,261 Expenditures
Salaries 3,940,277 6,022,069 6,022,069 6,215,163 6,609,857 Retirement and Benefits 2,898,275 3,555,728 3,555,728 3,821,318 3,884,658 Right of Way Rental Expense 2,818,182 3,184,200 3,184,200 3,479,260 3,731,880 Materials/Services/Supplies 3,471,052 3,519,688 3,519,688 4,089,579 4,162,441 Resource/Production 35,867,132 36,254,300 36,254,300 42,859,200 47,514,000 Services From Other Funds - Cost
Allocation Plan
2,963,626 3,043,221 3,043,221 3,694,822 3,768,718
Interfund Services 2,195,468 1,884,972 1,884,972 2,480,909 2,534,340 Capital Outlay 309,405 150,000 150,000 153,000 156,060
Total Expenditures 54,463,417 57,614,178 57,614,178 66,793,251 72,361,954 Transfers To
General Government Capital Fund 158,936 239,504 239,504 131,592 159,870 210
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS ENTERPRISE FUNDS | WATER UTILITY FUND (092)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Transfers To
Electric Utility Capital Fund 120,000 195,500 195,500 220,500 246,000 Streets and Highways Capital Fund 44,920 0 0 0 0
Vehicle Replacement Fund 36,560 0 0 0 0
Water Utility Capital Fund 0 3,995,000 3,995,000 5,175,000 4,400,000 Total Transfers To 360,416 4,430,004 4,430,004 5,527,092 4,805,870 Ending Fund Balance
Encumbrance Carryover 1,216,030 1,216,030 1,216,030 1,216,030 1,216,030 Replacement and Improvement Reserve 303,090 303,090 303,090 303,090 303,090 Water Conservation Reserve 33,125 33,125 33,125 33,125 33,125 Rate Stabilization Reserve 3,823,460 6,823,460 6,823,460 7,318,450 7,881,410 Operations and Maintenance Reserve 5,435,580 7,435,580 7,435,580 8,000,000 12,000,000 Infrastructure Reserve 1,028,800 1,028,800 1,028,800 4,787,500 4,787,500 Pension Stabilization Reserve 1,927,637 2,070,898 2,070,898 2,070,898 2,070,898 Unrestricted 5,006,123 1,915,615 4,868,715 4,132,906 4,542,384 Total Ending Fund Balance 18,773,845 20,826,598 23,779,698 27,861,999 32,834,437 Total Use of Funds 73,597,678 82,870,780 85,823,880 100,182,342 110,002,261 211
This page is intentionally left blank.
212
Internal Service
Funds
213
This page is intentionally left blank.
214
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS
INTERNAL SERVICE FUNDS
Internal Service Funds are used to finance and account for special activities and services performed by a designated department for other departments in the City on a cost reimbursement basis.
Communication Acquisitions Fund (048)
This fund is managed by the Police Department and accounts for the maintenance and replacement of communication equipment used by various City departments. The source of revenue for this fund is fees charged to the departments that require this type of equipment. The City’s inventory of radios was no longer serviceable by the end of December 2023. The City applied for and received State and federal grant awards and a transfer was approved from the General Fund in order to address the critical replacement needs. This funding covered the public safety radios that reached their end of useful life and will be deployed in spring/early summer 2025.
Fleet Operations Fund (053)
This fund is managed by the Department of Public Works and accounts for the maintenance of City-owned vehicles and equipment used by all departments. The source of revenue for this fund is fees charged to the departments requiring vehicle maintenance.
Information Technology Services Fund (045)
This fund was established in FY 2019/20 and managed by the Information Technology Department (ITD). This fund accounts for general information technology services provided to all City departments, citywide costs associated with computer and telephone equipment replacement as well as other services including new or upgraded software and additional licenses for new users. The source of revenue for this fund is fees charged to the departments. There are several CIP projects managed by ITD that have been shifted from the General Government Capital Fund to this internal service fund, which include funding for cybersecurity and the replacement of network equipment and computers.
Public Works Capital Projects Management Fund (044)
This fund was established in FY 2019/20 and is managed by the Department of Public Works. This fund accounts for the Public Works staff time and non-personnel costs to manage and work on specific capital improvement programs of the City. The source of revenue for this fund is fees charged to the departments requiring Public Works capital project management services.
Special Liability Insurance Fund (082)
This fund accounts for liability exposures to the City, including general liability, errors and omissions, and employment practices. The Special Liability Fund covers claims costs and excess liability insurance costs. The source of revenue for this fund is charges to the departments citywide as well as transfers from the General Fund and Enterprise Funds. 215
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS Unemployment Insurance Fund (087)
This fund is managed by the Human Resources Department and accounts for the cost of unemployment insurance claims. The source of revenue for this fund is fees charged to the departments citywide.
Vehicle Replacement Fund (050)
This fund is managed by the Department of Public Works and accounts for the lifecycle, replacement, procurement, upfit, and disposal of all vehicles used by City departments. The source of revenue for this fund is fees charged to the departments requiring these services.
Workers’ Compensation Fund (081)
This fund is managed by the Human Resources Department and accounts for the costs of premiums, claims administration, and claims expenses related to injuries or illnesses sustained by members of the City’s workforce. The source of revenue for this fund is fees charged to departments citywide. Department allocations are determined using actual workers’ compensation claims history.
The following section details the City of Santa Clara’s Internal Service Funds’ Statements of Sources and Uses and the Proposed Budget for Fiscal Year 2025/26 and Fiscal Year 2026/27. 216
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS INTERNAL SERVICE FUNDS | COMMUNICATION
ACQUISITIONS FUND (048)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Encumbrance Carryover 0 6,058,720 6,058,720 6,058,720 6,058,720 Equipment Replacement Reserve 1,030,886 1,220,603 1,220,603 1,220,603 1,220,603 Unrestricted 1,256,348 941,312 941,312 1,904,312 1,904,312 Total Beginning Fund Balance 2,287,234 8,220,635 8,220,635 9,183,635 9,183,635 Revenue
Other Agencies Revenue 1,750,000 963,000 963,000 0 0
Other Fees for Services 995,232 1,067,904 1,067,904 1,064,336 1,068,501 Total Revenue 2,745,232 2,030,904 2,030,904 1,064,336 1,068,501 Transfers From
Other Fees for Services 3,500,000 0 0 0 0
Total Transfers From 3,500,000 0 0 0 0
Total Source of Funds 8,532,466 10,251,539 10,251,539 10,247,971 10,252,136 Expenditures
Maintenance 0 0 0 325,643 329,256
Capital Outlay 311,831 1,067,904 1,067,904 738,693 739,245 Total Expenditures 311,831 1,067,904 1,067,904 1,064,336 1,068,501 Ending Fund Balance
Encumbrance Carryover 6,058,720 6,058,720 6,058,720 6,058,720 6,058,720 Equipment Replacement Reserve 1,220,603 1,220,603 1,220,603 1,220,603 1,220,603 Unrestricted 941,312 1,904,312 1,904,312 1,904,312 1,904,312 Total Ending Fund Balance 8,220,635 9,183,635 9,183,635 9,183,635 9,183,635 Total Use of Funds 8,532,466 10,251,539 10,251,539 10,247,971 10,252,136 217
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS INTERNAL SERVICE FUNDS | FLEET OPERATIONS FUND
(053)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Encumbrance Carryover 312,702 54,936 54,936 54,936 54,936 Unrestricted 1,108,621 1,170,116 1,170,116 1,159,004 1,149,747 Total Beginning Fund Balance 1,421,323 1,225,052 1,225,052 1,213,940 1,204,683 Revenue
Other Agencies Revenue 5,906 4,080 4,080 4,162 4,245
Other Fees for Services 5,495,623 5,948,823 5,948,823 6,708,927 6,901,271 Other Revenue 1,662 153,950 153,950 34,881 35,055
Total Revenue 5,503,191 6,106,853 6,106,853 6,747,970 6,940,571 Total Source of Funds 6,924,514 7,331,905 7,331,905 7,961,910 8,145,254 Expenditures
Salaries 1,523,573 1,755,976 1,755,976 1,851,798 1,946,274 Retirement and Benefits 1,053,351 1,180,782 1,180,782 1,255,403 1,268,911 Materials/Services/Supplies 2,922,117 3,022,803 3,022,803 3,091,323 3,169,371 Interfund Services 111,127 115,515 115,515 175,749 176,818 Services From Other Funds - Cost
Allocation Plan
30,713 42,889 42,889 382,954 390,613
Capital Outlay 58,581 0 0 0 0
Total Expenditures 5,699,462 6,117,965 6,117,965 6,757,227 6,951,987 Ending Fund Balance
Encumbrance Carryover 54,936 54,936 54,936 54,936 54,936 Unrestricted 1,170,116 1,159,004 1,159,004 1,149,747 1,138,331 Total Ending Fund Balance 1,225,052 1,213,940 1,213,940 1,204,683 1,193,267 Total Use of Funds 6,924,514 7,331,905 7,331,905 7,961,910 8,145,254 218
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS INTERNAL SERVICE FUNDS | INFORMATION TECHNOLOGY
SERVICES FUND (045)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Encumbrance Carryover 1,686,990 1,089,829 1,089,829 1,089,829 1,089,829 Unrestricted 973,248 1,672,310 1,672,310 956,310 883,818 Total Beginning Fund Balance 2,660,238 2,762,139 2,762,139 2,046,139 1,973,647 Revenue
Other Fees for Services 13,094,932 15,239,338 15,239,338 18,127,387 18,417,936 Other Revenue 13,621 0 0 0 0
Total Revenue 13,108,553 15,239,338 15,239,338 18,127,387 18,417,936 Total Source of Funds 15,768,791 18,001,477 18,001,477 20,173,526 20,391,583 Expenditures
Salaries 1,435,172 1,705,255 1,705,255 1,985,297 2,126,514 Retirement and Benefits 685,514 799,504 799,504 996,696 999,248 Materials/Services/Supplies 10,862,989 12,912,342 12,912,342 14,747,721 14,811,934 Interfund Services 1,460 1,237 1,237 1,985 2,067
Capital Outlay 21,517 537,000 537,000 468,180 477,544
Total Expenditures 13,006,652 15,955,338 15,955,338 18,199,879 18,417,307 Ending Fund Balance
Encumbrance Carryover 1,089,829 1,089,829 1,089,829 1,089,829 1,089,829 Unrestricted 1,672,310 956,310 956,310 883,818 884,447
Total Ending Fund Balance 2,762,139 2,046,139 2,046,139 1,973,647 1,974,276 Total Use of Funds 15,768,791 18,001,477 18,001,477 20,173,526 20,391,583 219
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS INTERNAL SERVICE FUNDS | PUBLIC WORKS CAPITAL
PROJECTS MANAGEMENT FUND (044)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Encumbrance Carryover 632,525 783,977 783,977 783,977 783,977 Unrestricted 406,304 198,329 198,329 0 0
Total Beginning Fund Balance 1,038,829 982,306 982,306 783,977 783,977 Revenue
Other Fees for Services 4,111,656 4,373,674 4,373,674 4,991,087 5,119,299 Other Revenue 1,543 0 0 0 0
Total Revenue 4,113,199 4,373,674 4,373,674 4,991,087 5,119,299 Total Source of Funds 5,152,028 5,355,980 5,355,980 5,775,064 5,903,276 Expenditures
Salaries 2,143,660 2,359,236 2,359,236 2,469,369 2,583,507 Retirement and Benefits 1,254,262 1,305,059 1,305,059 1,384,999 1,373,927 Materials/Services/Supplies 133,725 468,001 468,001 494,585 506,117 Services From Other Funds - Cost
Allocation Plan
201,868 205,026 205,026 507,604 517,756
Interfund Services 29,903 36,352 36,352 134,530 137,992 Total Expenditures 3,763,418 4,373,674 4,373,674 4,991,087 5,119,299 Transfers To
General Fund 293,038 162,677 162,677 0 0
Sewer Utility Capital Fund 113,266 35,652 35,652 0 0
Total Transfers To 406,304 198,329 198,329 0 0
Ending Fund Balance
Encumbrance Carryover 783,977 783,977 783,977 783,977 783,977 Unrestricted 198,329 0 0 0 0
Total Ending Fund Balance 982,306 783,977 783,977 783,977 783,977 Total Use of Funds 5,152,028 5,355,980 5,355,980 5,775,064 5,903,276 220
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS INTERNAL SERVICE FUNDS | SPECIAL LIABILITY
INSURANCE FUND (082)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Encumbrance Carryover 202,962 84,698 84,698 84,698 84,698 Reserve for Future Claims 8,622,192 9,000,000 9,000,000 4,700,000 4,700,000 Unrestricted 3,176,146 3,711,625 3,711,625 3,915,285 2,153,285 Total Beginning Fund Balance 12,001,300 12,796,323 12,796,323 8,699,983 6,937,983 Revenue
Other Fees for Services 6,195,000 6,530,000 6,530,000 7,390,000 7,655,000 Other Revenue 15,606 0 0 0 0
Total Revenue 6,210,606 6,530,000 6,530,000 7,390,000 7,655,000 Total Source of Funds 18,211,906 19,326,323 19,326,323 16,089,983 14,592,983 Expenditures
Claims Payments 2,934,882 6,550,000 6,550,000 3,361,000 3,428,000 Consultant and Administration Costs 113,093 1,178,000 1,178,000 136,000 139,000 Insurance Premiums 2,367,608 3,102,000 2,898,340 5,655,000 4,088,000 Total Expenditures 5,415,583 10,830,000 10,626,340 9,152,000 7,655,000 Ending Fund Balance
Encumbrance Carryover 84,698 84,698 84,698 84,698 84,698 Reserve for Future Claims 9,000,000 4,700,000 4,700,000 4,700,000 4,700,000 Unrestricted 3,711,625 3,711,625 3,915,285 2,153,285 2,153,285 Total Ending Fund Balance 12,796,323 8,496,323 8,699,983 6,937,983 6,937,983 Total Use of Funds 18,211,906 19,326,323 19,326,323 16,089,983 14,592,983 221
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS INTERNAL SERVICE FUNDS | UNEMPLOYMENT INSURANCE
FUND (087)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Unrestricted 333,103 279,047 279,047 144,047 144,047
Total Beginning Fund Balance 333,103 279,047 279,047 144,047 144,047 Revenue
Other Fees for Services 0 0 0 100,000 105,000
Other Agencies Revenue 0 0 0 0 0
Total Revenue 0 0 0 100,000 105,000
Total Source of Funds 333,103 279,047 279,047 244,047 249,047 Expenditures
Materials/Services/Supplies 54,056 135,000 135,000 100,000 105,000 Total Expenditures 54,056 135,000 135,000 100,000 105,000 Ending Fund Balance
Unrestricted 279,047 144,047 144,047 144,047 144,047
Total Ending Fund Balance 279,047 144,047 144,047 144,047 144,047 Total Use of Funds 333,103 279,047 279,047 244,047 249,047 222
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS INTERNAL SERVICE FUNDS | VEHICLE REPLACEMENT
FUND (050)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Encumbrance Carryover 6,102,180 3,628,202 3,628,202 3,628,202 3,628,202 Equipment Replacement Reserve 5,078,464 6,130,757 6,130,757 6,130,757 6,130,757 Unrestricted 3,535,592 5,896,763 5,896,763 4,372,839 7,149,857 Total Beginning Fund Balance 14,716,236 15,655,722 15,655,722 14,131,798 16,908,816 Revenue
Other Fees for Services 4,494,662 4,719,391 4,719,391 6,609,099 6,672,100 Sale of Land or Property 284,614 100,000 100,000 161,919 161,919 Total Revenue 4,779,276 4,819,391 4,819,391 6,771,018 6,834,019 Transfers From
Electric Operating Grant Trust Fund 1,172,505 450,000 450,000 0 0 General Fund 236,900 196,917 196,917 0 0
Water Recycling Fund 9,140 0 0 0 0
Water Utility Fund 36,560 0 0 0 0
Total Transfers From 1,455,105 646,917 646,917 0 0
Total Source of Funds 20,950,617 21,122,030 21,122,030 20,902,816 23,742,835 Expenditures
Capital Outlay 3,972,790 6,540,232 6,540,232 1,621,000 1,270,000 Electric Vehicle Replacements 1,172,505 450,000 450,000 2,373,000 593,635 Total Expenditures 5,145,295 6,990,232 6,990,232 3,994,000 1,863,635 Transfers To
General Fund 149,600 0 0 0 0
Total Transfers To 149,600 0 0 0 0
Ending Fund Balance
Encumbrance Carryover 3,628,202 3,628,202 3,628,202 3,628,202 3,628,202 Equipment Replacement Reserve 6,130,757 6,130,757 6,130,757 6,130,757 6,130,757 Unrestricted 5,896,763 4,372,839 4,372,839 7,149,857 12,120,241 Total Ending Fund Balance 15,655,722 14,131,798 14,131,798 16,908,816 21,879,200 Total Use of Funds 20,950,617 21,122,030 21,122,030 20,902,816 23,742,835 223
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS INTERNAL SERVICE FUNDS | WORKERS’ COMPENSATION
FUND (081)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Reserve for Future Claims 3,816,791 8,500,000 8,500,000 8,500,000 8,500,000 Reserve for Prepayment 636,930 715,126 715,126 715,126 715,126 Unrestricted 5,275,808 967,373 967,373 968,373 968,373
Total Beginning Fund Balance 9,729,529 10,182,499 10,182,499 10,183,499 10,183,499 Revenue
Other Fees for Services 6,097,000 6,327,000 6,327,000 6,858,000 7,101,000 Other Revenue 193,973 0 0 0 0
Total Revenue 6,290,973 6,327,000 6,327,000 6,858,000 7,101,000 Total Source of Funds 16,020,502 16,509,499 16,509,499 17,041,499 17,284,499 Expenditures
Materials/Services/Supplies 4,688,381 4,845,000 4,845,000 4,990,000 5,140,000 Interfund Services 1,149,622 1,592,000 1,481,000 1,868,000 1,961,000 Total Expenditures 5,838,003 6,437,000 6,326,000 6,858,000 7,101,000 Ending Fund Balance
Reserve for Future Claims 8,500,000 8,500,000 8,500,000 8,500,000 8,500,000 Reserve for Prepayment 715,126 715,126 715,126 715,126 715,126 Unrestricted 967,373 857,373 968,373 968,373 968,373
Total Ending Fund Balance 10,182,499 10,072,499 10,183,499 10,183,499 10,183,499 Total Use of Funds 16,020,502 16,509,499 16,509,499 17,041,499 17,284,499 224
Capital Improvement
Program Funds
225
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS
CAPITAL IMPROVEMENT PROGRAM FUNDS
Capital Improvement Program Funds are established to account for specific revenues and expenditures that are earmarked for major improvements to the City’s infrastructure, replacements and upgrades to City assets, and improvements and upgrades to the City’s utilities. The City of Santa Clara has various capital funds set up for different types of capital projects.
Cemetery Capital Fund (593)
The capital projects included in this fund are related to construction, engineering, repairs, and design of the two Cityowned cemeteries.
City Affordable Housing Capital Fund (565)
This fund accounts for housing impact fees collected by the City. These housing impact fees are eligible to be used for any items in compliance with the Affordable Housing Ordinance.
Convention Center Capital Fund (865)
This fund was established in FY 2020/21 through Report to Council 21-1176 approved by the City Council on January 12, 2021. This fund accounts for the capital improvements to the Convention Center. Improvements to the Convention Center are funded by the initial City capital contribution from the General Fund; developer contributions from the Convention Center operations management team, OVG360, and the food and beverage operator, Levy; and transfers from the Convention Center Enterprise Fund.
Electric Utility Capital Fund (591)
This fund accounts for projects pertaining to system improvements, substation construction, and technology projects.
Customer service charges, developer contributions, debt financing, and transfers from other enterprise funds are the primary sources of revenue for these projects.
Fire Department Capital Fund (536)
This fund accounts for projects that support Fire Department operations, including the replacement of firefighting equipment, firehouse safety systems, and fire station improvements. Grants and the General Fund provide the funding for these projects.
General Government Capital Fund (539)
This fund accounts for projects primarily related to the implementation, maintenance, and upgrades for technology applications used by various departments. The funding sources are mainly from grants and transfers from the City’s enterprise funds and the General Fund.
Library Department Capital Fund (537)
This fund tracks projects associated with the capital maintenance, construction, safety, and appearance of library facilities, funded by the General Fund.
226
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS Parks and Recreation Capital Fund (532)
This fund accounts for the projects associated with the acquisition, development, and capital improvement of neighborhood and community parks, recreation facilities, and open space to meet the needs of City residents. Funding sources for these projects include developer contributions, grants and donations, parks Mitigation Act fees (MFA), Quimby Act fees, and the General Fund.
Patrick Henry Drive Infrastructure Improvement Fund (542) This fund was established in FY 2021/22 through the Report to Council 22-90 approved by the City Council on March 22, 2022, and is managed by the Department of Public Works. This fund accounts for impact fee revenues and project expenditures related to the Patrick Henry Drive Specific Plan.
Public Buildings Capital Fund (538)
The projects in this fund are associated with repairs and capital maintenance for public buildings, including mechanical and electrical systems, primarily funded by the General Fund.
Recycled Water Capital Fund (597)
This fund tracks projects related to the installation of recycled water mains, including extensions to existing service and for new developments, supported by recycled water customer service charges.
Related Santa Clara Developer Fund (540)
This fund tracks the financial resources from the Developer to fund City staff in pre-development and permit processing efforts and third-party consultant work for the Related Santa Clara project.
Sewer Utility Capital Fund (594)
This fund tracks projects related to the construction and upkeep of the City’s sewer system including sewer mains and the City of Santa Clara/San José wastewater treatment facility. These projects are funded through customer service charges, connection charges, debt financing, and the sewer conveyance fee.
Solid Waste Capital Fund (596)
The capital projects included in this fund are related to the construction of wells, well abandonments, erosion, maintenance of landfill gas, and miscellaneous landfill monitoring requirements. Funding sources for these projects include lease revenues, customer service charges, and developer contributions.
Storm Drain Capital Fund (535)
The projects in the Storm Drain Capital Fund contribute to the expansion, construction, and rehabilitation of the City’s storm drain system. Primary funding sources include the General Fund and developer-funded storm drain charges.
Street Lighting Capital Fund (534)
This fund accounts for projects related to the replacement and installation of citywide street lighting to provide adequate lighting for streets, new developments, and parking lots. These projects are funded via customer service charges, developer contributions, and electric public benefits charges. 227
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS Streets and Highways Capital Fund (533)
This fund tracks the City’s projects that are related to the maintenance of local transportation facilities, traffic infrastructure, street rehabilitation, sidewalk, curb, and gutter improvements. Primary funding sources for these types of projects include traffic mitigation fees, gas tax, Road Maintenance and Rehabilitation Account proceeds, and the General Fund.
Tasman East Infrastructure Improvement Fund (541)
This fund was established in FY 2020/21 through the Report to Council 20-787 approved by the City Council on November 17, 2020, and is managed by the Department of Public Works. This fund accounts for impact fee revenues and project expenditures related to the Tasman East Specific Plan.
Water Utility Capital Fund (592)
The projects in this fund pertain to the construction and upkeep of the water system including water mains, hydrants, wells and pumps, storage tanks, and the asset management system. Customer service charges and developer contributions are the primary funding sources for these projects.
The following section details the City of Santa Clara’s Capital Improvement Program Funds’ Statements of Sources and Uses and their Amended Biennial Capital Improvement Program Budget for Fiscal Year 2025/26. 228
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS CAPITAL IMPROVEMENT PROGRAM FUNDS | CEMETERY
CAPITAL FUND (593)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Adopted
2025/26
Amended
Beginning Fund Balance
Encumbrance Carryover 23,835 17,835 17,835 23,835 17,835 Unrestricted 308,749 308,749 308,749 79,940 56,105
Total Beginning Fund Balance 332,584 326,584 326,584 103,775 73,940 Transfers From
General Fund 0 4,689 4,689 4,813 0
Total Transfers From 0 4,689 4,689 4,813 0
Total Source of Funds 332,584 331,273 331,273 108,588 73,940 Expenditures
3628 - Sarah E. Fox Mausoleum
Repairs
6,000 252,644 252,644 0 0
3699 - PW Capital Projects
Management
0 4,689 4,689 4,813 0
Total Expenditures 6,000 257,333 257,333 4,813 0
Ending Fund Balance
Encumbrance Carryover 17,835 17,835 17,835 23,835 17,835 Unrestricted 308,749 56,105 56,105 79,940 56,105
Total Ending Fund Balance 326,584 73,940 73,940 103,775 73,940 Total Use of Funds 332,584 331,273 331,273 108,588 73,940 229
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS CAPITAL IMPROVEMENT PROGRAM FUNDS | CITY
AFFORDABLE HOUSING CAPITAL FUND (565)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Adopted
2025/26
Amended
Beginning Fund Balance
Unrestricted 8,087,984 1,590,718 1,590,718 1,543,500 4,590,718 Total Beginning Fund Balance 8,087,984 1,590,718 1,590,718 1,543,500 4,590,718 Revenue
Other Revenue 16,150 0 3,000,000 0 0
Interest 31,068 0 0 0 0
Total Revenue 47,218 0 3,000,000 0 0
Total Source of Funds 8,135,202 1,590,718 4,590,718 1,543,500 4,590,718 Expenditures
5211 - Civic Center Drive - Low
Income Housing
6,544,484 0 0 0 0
Total Expenditures 6,544,484 0 0 0 0
Ending Fund Balance
Unrestricted 1,590,718 1,590,718 4,590,718 1,543,500 4,590,718 Total Ending Fund Balance 1,590,718 1,590,718 4,590,718 1,543,500 4,590,718 Total Use of Funds 8,135,202 1,590,718 4,590,718 1,543,500 4,590,718 230
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS CAPITAL IMPROVEMENT PROGRAM FUNDS |
CONVENTION CENTER CAPITAL FUND (865)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Adopted
2025/26
Amended
Beginning Fund Balance
Unrestricted 2,141,755 1,723,150 1,723,150 0 0
Total Beginning Fund Balance 2,141,755 1,723,150 1,723,150 0 0 Revenue
Other Revenue 6,032 550,000 550,000 0 0
Total Revenue 6,032 550,000 550,000 0 0
Transfers From
Convention Center Enterprise Fund 415,000 2,150,000 2,150,000 0 0 Total Transfers From 415,000 2,150,000 2,150,000 0 0
Total Source of Funds 2,562,787 4,423,150 4,423,150 0 0 Expenditures
8101 - Santa Clara Convention
Center Condition
Assessment Repair
839,637 4,423,150 4,423,150 0 0
Total Expenditures 839,637 4,423,150 4,423,150 0 0
Ending Fund Balance
Unrestricted 1,723,150 0 0 0 0
Total Ending Fund Balance 1,723,150 0 0 0 0
Total Use of Funds 2,562,787 4,423,150 4,423,150 0 0
231
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS CAPITAL IMPROVEMENT PROGRAM FUNDS | ELECTRIC
UTILITY CAPITAL FUND (591)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Adopted
2025/26
Amended
Beginning Fund Balance
Encumbrance Carryover 24,590,224 38,276,610 38,276,610 24,590,224 38,276,610 Unrestricted 136,977,572 170,753,882 170,753,882 4,994,081 15,649,308 Total Beginning Fund Balance 161,567,796 209,030,492 209,030,492 29,584,305 53,925,918 Revenue
Other Fees for Services 17,396 0 0 0 0
Other Revenue 37,319,865 51,312,829 51,312,829 7,268,000 7,268,000 Total Revenue 37,337,261 51,312,829 51,312,829 7,268,000 7,268,000 Transfers From
0 130,000,000 130,000,000 246,000,000 246,000,000
Electric Operating Grant Trust Fund 1,000,000 3,750,000 3,750,000 0 0 Electric Utility Fund 72,247,234 64,363,700 64,363,700 50,541,000 50,541,000 Storm Drain Capital Fund 65,000 364,315 364,315 0 0
Water Utility Capital Fund 191,500 0 0 0 0
Water Utility Fund 120,000 195,500 195,500 220,500 220,500 Total Transfers From 73,623,734 198,673,515 198,673,515 296,761,500 296,761,500 Total Source of Funds 272,528,791 459,016,836 459,016,836 333,613,805 357,955,418 Expenditures
2452 - 60KV Breaker Upgrades 34,351 3,045,633 3,045,633 0 0 2469 - Agnew Rebuild and Expansion 0 3,000,000 3,000,000 0 0 2461 - Battery Energy Storage
System
156,626 4,427,681 4,427,681 0 0
2457 - Bowers Avenue Junction 555,057 3,116,461 3,116,461 0 0 2398 - Clean Energy and Carbon
Reduction
5,468 4,118,105 4,118,105 0 0
2464 - Democracy Substation 568,076 61,956 61,956 0 0
2435 - DOT Gas Pipeline Upgrades
and Repairs
0 1,189,866 1,189,866 0 0
2465 - Duane-Scott 115kV
Reconductor
0 2,420,000 2,420,000 0 0
2441 - Electric Vehicle (EV) Charging 251,878 2,770,704 2,770,704 0 0 2010 - Electric Yard Buildings and
Grounds
637,394 2,024,374 2,024,374 300,000 300,000
Electric Debt Service Fund
232
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS CAPITAL IMPROVEMENT PROGRAM FUNDS | ELECTRIC
UTILITY CAPITAL FUND (591)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Adopted
2025/26
Amended
Expenditures
2418 - Esperanca Substation 240,176 26,714,128 26,714,128 130,000 130,000 2004 - Fiber Development, Design, and
Expansion
1,812,155 4,731,512 4,731,512 2,009,500 2,009,500
2451 - Freedom Circle Junction
Substation
1,692,166 2,106,964 2,106,964 0 0
2119 - Generation Capital
Maintenance and Betterments
2,125,587 1,887,097 1,887,097 1,500,000 1,500,000
2460 - Grizzly Tap Line Repairs 14,113,453 16,886,546 16,886,546 0 0 2431 - Homestead Substation Rebuild 44,038 3,781,141 3,781,141 3,135,000 3,135,000 2111 - Implementation of Advanced
Metering Infrastructure (AMI)
222,700 65,013 65,013 0 0
2462 - Juliette Substation Transformer
Rerate and Installation
465,871 19,442,047 19,442,047 0 0
2453 - KRS Rebuild and Replacement 2,528,254 33,025,876 33,025,876 84,000,000 84,000,000 2443 - Laurelwood Substation 367,628 2,950,904 2,950,904 0 0 2127 - Major Engine Overhaul and
Repair
4,662,081 5,698,330 5,698,330 60,000 60,000
2450 - Martin Avenue Junction
Substation
3,272 7,244,912 7,244,912 0 0
2449 - Memorex Junction Substation 2,416,046 3,547,784 3,547,784 0 0 2005 - New Business Estimate Work 8,747,792 14,477,270 14,477,270 10,640,000 10,640,000 2444 - Northwest Loop Capacity
Upgrade
198,564 18,583,794 18,583,794 0 0
2467 - Northwestern – Zeno 60kV
Reconductor
0 3,000,000 3,000,000 0 0
2454 - NRS Upgrades and Expansion 5,649,305 53,355,024 53,355,024 87,000,000 87,000,000 2455 - NRS-KRS 115kV Line 1,086,816 21,393,218 21,393,218 26,305,000 26,305,000 2440 - Oaks Junction 62,577 0 0 0 0
2395 - Operations and Planning
Technology 136,459 5,601,525 5,601,525 1,250,000 1,250,000 2468 - Palm Substation Expansion 0 3,000,000 3,000,000 0 0 2446 - Renewable Energy Microgrid 60,913 3,969,613 3,969,613 0 0 2434 - Replace Balance of Plant
Control System (DCS)
2,559,468 570,307 570,307 0 0
2442 - San Tomas Junction 723,117 1,777,171 1,777,171 0 0 2104 - Serra Substation Re-Build 26,839 0 0 0 0
2466 - South Loop Reconductor 0 18,610,000 18,610,000 1,400,000 1,400,000 233
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS CAPITAL IMPROVEMENT PROGRAM FUNDS | ELECTRIC
UTILITY CAPITAL FUND (591)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Adopted
2025/26
Amended
Expenditures
2456 - SRS Rebuild and Replacement 2,246,127 33,061,952 33,061,952 75,000,000 75,000,000 2448 - Stender Way Junction Substation 1,201,876 3,824,813 3,824,813 0 0 2429 - Storm Water Compliance 483,545 229,232 229,232 0 0 2008 - Substation Capital Maintenance
and Betterments
0 2,169,000 2,169,000 1,135,000 1,135,000
2447 - Substation Control and
Communication System
Replacement
20,391 5,331,924 5,331,924 225,000 225,000
2424 - Substation Physical Security
Improvements
3,474 723,029 723,029 0 0
2410 - System Expansion Planning and
Analysis
1,524,207 3,242,492 3,242,492 570,000 570,000
2006 - Transmission and Distribution
Capital Maintenance and
Betterments
2,463,846 27,958,561 27,958,561 7,270,000 7,270,000
2459 - Transmission Loop 1 77,593 10,668,353 10,668,353 15,000 15,000 2463 - Transmission Loop 2 0 2,000,000 2,000,000 0 0
2124 - Transmission System
Reinforcements
2,868,428 1,313,896 1,313,896 0 0
2423 - Utility Billing CIS Replacement 0 2,000,000 2,000,000 1,500,000 1,500,000 2437 - Valve Replacement and Repair 0 1,048,828 1,048,828 0 0 2458 - Walsh-Uranium 60kV
Reconductor
4,402 12,109,993 12,109,993 85,000 85,000
2432 - Yard Pavement Project 17,400 813,889 813,889 500,000 500,000 Total Expenditures 63,065,416 405,090,918 405,090,918 304,029,500 304,029,500 Transfers To
Public Buildings Capital Fund 37,900 0 0 0 0
Streets and Highways Capital Fund 394,983 0 0 0 0
Total Transfers To 432,883 0 0 0 0
Ending Fund Balance
Encumbrance Carryover 38,276,610 38,276,610 38,276,610 24,590,224 38,276,610 Unrestricted 170,753,882 15,649,308 15,649,308 4,994,081 15,649,308 Total Ending Fund Balance 209,030,492 53,925,918 53,925,918 29,584,305 53,925,918 Total Use of Funds 272,528,791 459,016,836 459,016,836 333,613,805 357,955,418 234
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS CAPITAL IMPROVEMENT PROGRAM FUNDS | FIRE
DEPARTMENT CAPITAL FUND (536)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Adopted
2025/26
Amended
Beginning Fund Balance
Encumbrance Carryover 824,055 853,438 853,438 824,055 853,438 Unrestricted 482,868 550,295 550,295 0 0
Total Beginning Fund Balance 1,306,923 1,403,733 1,403,733 824,055 853,438 Transfers From
427,374 1,493,019 1,493,019 0 0
200,000 0 0 0 0
General Fund 0 13,681 13,681 14,045 28,345
Total Transfers From 627,374 1,506,700 1,506,700 14,045 28,345 Total Source of Funds 1,934,297 2,910,433 2,910,433 838,100 881,783 Expenditures
4064 - City-Wide AED
Replacements
345 5,579 5,579 0 0
4094 - Computer Aided Dispatch
(CAD) Alerting System
Upgrade
23,129 27,451 27,451 0 0
4089 - Defibrillator/Monitor
Replacement
(13,000) 139,754 139,754 0 0
4086 - Emergency Operations
Center Capital
Refurbishment
0 40,358 40,358 0 0
4085 - Emergency Operations
Center Communications
System Upgrade
0 40,599 40,599 0 0
4088 - EMS System First
Responder Projects
0 9,695 9,695 0 0
4059 - EOC Security Upgrades 0 294,000 294,000 0 0
4067 - Fire Department Accela
Implementation
73,912 170,346 170,346 0 0
4060 - Fire Station 2 Window
Seismic Upgrades
0 62,000 62,000 0 0
4061 - Fire Station 3 Sprinklers 0 66,000 66,000 0 0
General Fund - Capital Projects
Reserve
General Fund - Tech Fee Reserve
235
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS CAPITAL IMPROVEMENT PROGRAM FUNDS | FIRE
DEPARTMENT CAPITAL FUND (536)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Adopted
2025/26
Amended
Expenditures
4098 - Fire Station 8 Fixture
Furniture & Equipment
67,133 0 0 0 0
4062 - Fire Station Washers and
Dryers
0 72,000 72,000 0 0
4084 - Protective Equipment
Replacement
289,111 601,008 601,008 0 0
4099 - PW Capital Projects
Management
0 13,681 13,681 14,045 28,345
4063 - Replacement SCBA Filling
Stations
89,892 2,975 2,975 0 0
4070 - Training Tower Stair
Repair
0 511,549 511,549 0 0
Total Expenditures 530,522 2,056,995 2,056,995 14,045 28,345 Transfers To
42 0 0 0 0
Total Transfers To 42 0 0 0 0
Ending Fund Balance
Encumbrance Carryover 853,438 853,438 853,438 824,055 853,438 Unrestricted 550,295 0 0 0 0
Total Ending Fund Balance 1,403,733 853,438 853,438 824,055 853,438 Total Use of Funds 1,934,297 2,910,433 2,910,433 838,100 881,783 General Fund - Capital Projects
Reserve
236
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS CAPITAL IMPROVEMENT PROGRAM FUNDS | GENERAL
GOVERNMENT CAPITAL FUND (539)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Adopted
2025/26
Amended
Beginning Fund Balance
Encumbrance Carryover 1,867,272 1,602,585 1,602,585 1,867,272 1,601,714 Unrestricted 6,651,782 8,674,269 8,674,269 0 0
Total Beginning Fund Balance 8,519,054 10,276,854 10,276,854 1,867,272 1,601,714 Transfers From
Building Development Services Fund 881,831 59,536 59,536 17,101 17,101 Cemetery Fund 822 2,637 2,637 0 0
Electric Utility Fund 596,323 1,280,286 1,280,286 285,657 295,032 Fire Development Services Fund 0 11,710 11,710 3,807 3,807 Recycled Water Fund 0 6,562 6,562 0 0
Sewer Utility Fund 50,278 85,001 85,001 6,867 6,867
Solid Waste Fund 26,621 48,770 48,770 2,200 2,200
Water Utility Fund 158,936 239,504 239,504 125,967 131,592 General Fund 16,000 9,016 9,016 9,256 10,902
1,685,210 2,752,508 2,752,508 309,401 309,401
General Fund - Tech Fee Reserve 270,000 0 0 0 0
Total Transfers From 3,686,021 4,495,530 4,495,530 760,256 776,902 Total Source of Funds 12,205,075 14,772,384 14,772,384 2,627,528 2,378,616 Expenditures
6549 - Agenda and Document
Management Systems
15,380 485,245 485,245 0 0
6118 - CAD/RMS System
Replacement
28,823 178,429 178,429 0 0
6003 - City Facilities Fiber
Network
0 155,946 155,946 0 0
6566 - City Hall Data Center
HVAC Remediation
0 350,000 350,000 0 0
6513 - Computer Replacement
Program
23,781 230,631 230,631 0 0
6514 - Consolidate and Upgrade
Servers
322,803 0 0 0 0
6550 - Cyber Security Risk
Mitigation
0 417,711 417,711 0 0
General Fund - Capital Projects
Reserve
237
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS CAPITAL IMPROVEMENT PROGRAM FUNDS | GENERAL
GOVERNMENT CAPITAL FUND (539)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Adopted
2025/26
Amended
Expenditures
6559 - Downtown Master Plan 87,540 13,501 13,501 0 0
6563 - El Camino Specific Plan 160,883 831,090 831,090 0 0 6551 - End User/Desktop
Transformation
0 95,848 95,848 0 0
6565 - Enterprise Asset
Management DPW
0 100,000 100,000 0 0
6501 - FHRMS Update Project 260,103 3,767,541 3,767,541 450,000 450,000 6557 - Fire Station Video
Conferencing
60,849 0 0 0 0
6534 - GIS Enterprise System
(Geospatial Information
System)
370,329 355,728 355,728 300,000 315,000
6532 - Intranet Collaboration Suite
Implementation
0 175,375 175,375 0 0
6558 - Morse Mansion Maintenance
& Repair
52,453 117,796 117,796 0 0
6555 - Office Reconfiguration 46,643 257,641 257,641 0 0 6075 - Permit Information System 96,115 1,220,411 1,220,411 0 0 6567 - Police Vehicle Mobile Data
Computer Replacement
0 515,804 515,804 0 0
6564 - Precise Plan for Downtown 185,070 1,611 1,611 0 0 6599 - Public Works Capital Project
Management
0 9,016 9,016 9,256 10,902
6505 - Replace Network Equipment 307 0 0 0 0
6562 - Transportation Demand
Management
48,439 151,561 151,561 0 0
6179 - UPRR Agnew Siding - City
Utility Protection/Relocation
105,517 1,594,927 1,594,927 0 0
6103 - Utility Management
Information System (UMIS)
Enhancements
36,247 2,060,621 2,060,621 1,000 1,000
6520 - Zoning Code Update 26,939 0 0 0 0
Total Expenditures 1,928,221 13,086,433 13,086,433 760,256 776,902 238
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS CAPITAL IMPROVEMENT PROGRAM FUNDS | GENERAL
GOVERNMENT CAPITAL FUND (539)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Adopted
2025/26
Amended
Transfers To
0 84,237 84,237 0 0
Total Transfers To 0 84,237 84,237 0 0
Ending Fund Balance
Encumbrance Carryover 1,602,585 1,601,714 1,601,714 1,867,272 1,601,714 Unrestricted 8,674,269 0 0 0 0
Total Ending Fund Balance 10,276,854 1,601,714 1,601,714 1,867,272 1,601,714 Total Use of Funds 12,205,075 14,772,384 14,772,384 2,627,528 2,378,616 General Fund - Capital Projects
Reserve
239
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS CAPITAL IMPROVEMENT PROGRAM FUNDS | LIBRARY
DEPARTMENT CAPITAL FUND (537)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Adopted
2025/26
Amended
Beginning Fund Balance
Encumbrance Carryover 49,657 4,080 4,080 49,657 4,080
Unrestricted 251,447 261,190 261,190 0 0
Total Beginning Fund Balance 301,104 265,270 265,270 49,657 4,080 Transfers From
General Fund 0 19,448 19,448 19,966 21,804
0 452,400 452,400 0 0
Total Transfers From 0 471,848 471,848 19,966 21,804
Total Source of Funds 301,104 737,118 737,118 69,623 25,884 Expenditures
5054 - Central Library Fire Panel
Upgrade
32,793 0 0 0 0
5055 - Central Park Library
Concrete Sidewalk
Replacement
0 231,734 231,734 0 0
5057 - Central Park Library
Radio Coverage
0 120,000 120,000 0 0
5056 - Northside Branch Library
Automated Materials
Handling System
0 332,400 332,400 0 0
5053 - Northside Library
Photovoltaic System
0 830 830 0 0
5049 - Public Spaces 0 28,626 28,626 0 0
5099 - PW Capital Projects
Management
0 19,448 19,448 19,966 21,804
5044 - Remodel of Mission
Branch Library
3,041 0 0 0 0
Total Expenditures 35,834 733,038 733,038 19,966 21,804 Ending Fund Balance
Encumbrance Carryover 4,080 4,080 4,080 49,657 4,080
Unrestricted 261,190 0 0 0 0
Total Ending Fund Balance 265,270 4,080 4,080 49,657 4,080 Total Use of Funds 301,104 737,118 737,118 69,623 25,884 General Fund - Capital Projects
Reserve
240
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS CAPITAL IMPROVEMENT PROGRAM FUNDS | PARKS AND
RECREATION CAPITAL FUND (532)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Adopted
2025/26
Amended
Beginning Fund Balance
Encumbrance Carryover 13,079,688 4,684,778 4,684,778 13,079,688 4,684,778 Unallocated Mitigation Fee Act Fees 39,583,547 37,720,393 37,720,393 18,481,780 20,213,738 Unallocated Quimby Act Fees 6,390,237 6,031,398 6,031,398 506,530 2,759,863 Unallocated Developer Contributions 759,934 993,935 993,935 0 144,725 Unallocated Recreation Area Lot Fees 131,075 136,575 136,575 131,075 136,582 Unrestricted (2,041,725) (425,882) (425,882) 0 1,046,143 Total Beginning Fund Balance 57,902,756 49,141,197 49,141,197 32,199,073 28,985,829 Revenue
Other Agencies Revenue 0 2,821,642 2,821,642 0 0
Mitigation Fee Act Revenue 2,177,539 0 1,508,002 0 0
Quimby Act Fees 130,526 0 2,668,080 0 0
Other Revenue 346,011 527,847 527,847 0 0
Developer Contributions 0 0 0 500,000 500,000
Interest 1,004,848 0 1,046,143 0 0
Total Revenue 3,658,924 3,349,489 8,571,714 500,000 500,000 Transfers From
General Fund 258,941 140,804 140,804 0 677,269
800,000 2,167,500 2,167,500 979,400 479,400
0 8,137,931 8,137,931 0 0
0 500,000 500,000 0 0
Total Transfers From 1,058,941 10,946,235 10,946,235 979,400 1,156,669 Total Source of Funds 62,620,621 63,436,921 68,659,146 33,678,473 30,642,498 Expenditures
3187 - Bowers Park Roof/Building
Replacement
5,400 1,410,779 1,410,779 0 0
3133 - Central Park Access &
Parking Improvements
89,895 5,286,567 5,286,567 0 1,223,773
General Fund - Reserve for
Programmed Capital Projects
General Fund - Capital Projects
Reserve
General Fund - Land Sale Reserve
241
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS CAPITAL IMPROVEMENT PROGRAM FUNDS | PARKS AND
RECREATION CAPITAL FUND (532)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Adopted
2025/26
Amended
Expenditures
3183 - Central Park Magical
Bridge Playground
6,849,848 69,089 69,089 0 0
NEW - City of Santa Clara Public
Art Master Plan
0 0 0 0 120,000
3132 - Community Park North -
Phase I
0 0 0 500,000 500,000
3131 - Earl Carmichael Park
Playground Rehabilitation
0 0 0 507,705 507,705
3129 - Eddie Souza Park Building
Repair
292,976 46,381 46,381 0 0
3134 - Electronic Access for
Meeting Rooms
107,597 401,526 401,526 0 0
3102 - Facility Condition
Assessment
0 400,000 400,000 0 0
3186 - Fairway Glen Park
Restroom
444,439 4,589 4,589 0 0
3194 - FF&E Developer Delivered
Parkland
38,573 3,353 3,353 0 0
3195 - Henry Schmidt Park
Playground Rehabilitation
79,962 400,433 400,433 0 3,415,000
3104 - Lawn Bowls Improvements 0 1,000,000 1,000,000 0 0 3190 - Mary Gomez Park
Playground Rehabilitation
0 0 0 414,000 414,000
3130 - Maywood Park
Playground Rehabilitation
0 2,337,382 2,337,382 257,733 257,733
3128 - MFA Developer
Reimbursement
0 210,572 210,572 0 0
3184 - Montague Park
Enhancement
821,601 462,980 462,980 0 0
3101 - Parks and Recreation
Master Plan
121,669 0 0 0 0
3181 - Park Impact Fees
(Quimby, MFA,
Developer) Monitoring
Project
307,795 869,997 953,519 0 0
242
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS CAPITAL IMPROVEMENT PROGRAM FUNDS | PARKS AND
RECREATION CAPITAL FUND (532)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Adopted
2025/26
Amended
Expenditures
3001 - Park Improvements 116,681 490,917 490,917 479,400 479,400 3127 Parkland Acquistion 0 10,541,550 11,564,690 0 0
3197 - Parks Service Center
Improvements
0 936,209 936,209 0 0
3126 - Patrick Henry Drive
Specific Plan Community
Art Center
55,426 0 0 0 0
3196 - Planning and
Construction of
Temporary and/or
Permanent ISC
Replacement Facility
226,216 10,000,000 10,000,000 500,000 0
3199 - PW Capital Projects
Management
1,020,457 759,672 759,672 0 1,265,264
3198 - Quimby Developer
Reimbursements
217,527 419,938 419,938 0 0
3103 - Senior Center Natatorium
HVAC System
Replacement Ph l
0 172,500 172,500 0 0
3137 - Warburton Park
Playground Rehabilitation
19,497 1,124,451 1,124,451 0 0
3136 - Westwood Oaks Park
Playground Rehabilitation
2,642,055 66,517 66,517 0 0
3177 - Youth Soccer Fields &
Athletic Facilities- Reed
& Grant Street
11,744 1,148,611 1,148,611 0 0
Total Expenditures 13,469,358 38,564,013 39,670,675 2,658,838 8,182,875 Transfers To
10,066 2,642 2,642 0 0
Total Transfers To 10,066 2,642 2,642 0 0
General Fund - Capital Projects
Reserve
243
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS CAPITAL IMPROVEMENT PROGRAM FUNDS | PARKS AND
RECREATION CAPITAL FUND (532)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Adopted
2025/26
Amended
Ending Fund Balance
Encumbrance Carryover 4,684,778 4,684,778 4,684,778 13,079,688 4,684,778 Unallocated Mitigation Fee Act Fees 37,720,393 19,105,357 20,213,738 17,302,342 13,737,680 Unallocated Quimby Act Fees 6,031,398 798,824 2,759,863 506,530 2,709,715 Unallocated Developer Contributions 993,935 144,725 144,725 0 144,725 Unallocated Recreation Area Lot Fees 136,575 136,582 136,582 131,075 136,582 Unrestricted (425,882) 0 1,046,143 0 1,046,143
Total Ending Fund Balance 49,141,197 24,870,266 28,985,829 31,019,635 22,459,623 Total Use of Funds 62,620,621 63,436,921 68,659,146 33,678,473 30,642,498 244
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS CAPITAL IMPROVEMENT PROGRAM FUNDS | PATRICK
HENRY DRIVE INFRASTRUCTURE IMPROVEMENT FUND (542)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Adopted
2025/26
Amended
Beginning Fund Balance
Unrestricted 0 (4,266) (4,266) 0 0
Total Beginning Fund Balance 0 (4,266) (4,266) 0 0
Transfers From
0 4,266 4,266 0 0
Total Transfers From 0 4,266 4,266 0 0
Total Source of Funds 0 0 0 0 0
Expenditures
4710 - Patrick Henry Drive
Administration
4,266 0 0 0 0
Total Expenditures 4,266 0 0 0 0
Ending Fund Balance
Unrestricted (4,266) 0 0 0 0
Total Ending Fund Balance (4,266) 0 0 0 0
Total Use of Funds 0 0 0 0 0
General Fund
245
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS CAPITAL IMPROVEMENT PROGRAM FUNDS | PUBLIC
BUILDINGS CAPITAL FUND (538)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Adopted
2025/26
Amended
Beginning Fund Balance
Encumbrance Carryover 4,671,156 4,013,119 4,013,119 4,671,156 4,013,119 Unrestricted 1,660,158 3,287,912 3,287,912 0 0
Total Beginning Fund Balance 6,331,314 7,301,031 7,301,031 4,671,156 4,013,119 Revenue
Other Revenue (147) 0 0 0 0
Total Revenue (147) 0 0 0 0
Transfers From
General Fund 943,019 943,101 943,101 305,122 187,511
1,421,000 1,495,000 1,495,000 310,000 310,000
Electric Utility Capital Fund 37,900 0 0 0 0
Water Utility Capital Fund 254,900 0 0 0 0
Total Transfers From 2,656,819 2,438,101 2,438,101 615,122 497,511 Total Source of Funds 8,987,986 9,739,132 9,739,132 5,286,278 4,510,630 Expenditures
6153 - ADA Self Evaluation and
Transition Plan Update
250 10,279 10,279 0 0
6177 - Berman Building Gate and
Electrical Panel Upgrades
Project
16,630 133,370 133,370 0 0
6189 - City Buildings - Upgrade
Lighting to LED Project
0 500,000 500,000 0 0
6190 - City Hall Gutter and
Waterproofing Repair
0 485,000 485,000 0 0
6144 - Civic Center Campus
Renovation (Multi-Department)
0 139,127 139,127 0 0
6175 - Commerce/Peddler's Plaza
Maintenance
0 429,894 429,894 0 0
6191 - Electric Vehicle Charging
(Fleet)
0 200,000 200,000 0 0
6137 - Hazardous Material
Management for Soil and
Groundwater on City Properties
1,699 161,175 161,175 0 0
General Fund - Capital Projects Reserve
246
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS CAPITAL IMPROVEMENT PROGRAM FUNDS | PUBLIC
BUILDINGS CAPITAL FUND (538)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Adopted
2025/26
Amended
Expenditures
6176 - Public and Workspace
Improvement Planning
0 750,000 750,000 0 0
6123 - Public Building Parking
Lot Improvements
157,062 562,417 562,417 0 0
6199 - PW Capital Projects
Management Costs
169,019 297,207 297,207 305,122 187,511
6139 - Repair to Historic
Buildings
141,319 209,044 209,044 100,000 100,000
6138 - Repairs-Modifications to
City Buildings
214,536 408,814 408,814 175,000 175,000
6158 - Stationary Standby
Generators
801,231 1,392,741 1,392,741 0 0
6140 - Triton Museum Repair
and Modifications
72,757 46,945 46,945 35,000 35,000
Total Expenditures 1,574,503 5,726,013 5,726,013 615,122 497,511 Transfers To
112,452 0 0 0 0
Total Transfers To 112,452 0 0 0 0
Ending Fund Balance
Encumbrance Carryover 4,013,119 4,013,119 4,013,119 4,671,156 4,013,119 Unrestricted 3,287,912 0 0 0 0
Total Ending Fund Balance 7,301,031 4,013,119 4,013,119 4,671,156 4,013,119 Total Use of Funds 8,987,986 9,739,132 9,739,132 5,286,278 4,510,630 General Fund - Capital Projects
Reserve
247
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS CAPITAL IMPROVEMENT PROGRAM FUNDS | RECYCLED
WATER CAPITAL FUND (597)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Adopted
2025/26
Amended
Beginning Fund Balance
Unrestricted 637,423 441,105 441,105 19,305 41,105
Total Beginning Fund Balance 637,423 441,105 441,105 19,305 41,105 Transfers From
Water Recycling Fund 0 0 0 50,000 50,000
Total Transfers From 0 0 0 50,000 50,000
Total Source of Funds 637,423 441,105 441,105 69,305 91,105 Expenditures
7505 - Recycled Water System
Mains and Services
28,200 400,000 400,000 50,000 50,000
Total Expenditures 28,200 400,000 400,000 50,000 50,000 Transfers To
Water Recycling Fund 168,118 0 0 0 0
Total Transfers To 168,118 0 0 0 0
Ending Fund Balance
Unrestricted 441,105 41,105 41,105 19,305 41,105
Total Ending Fund Balance 441,105 41,105 41,105 19,305 41,105 Total Use of Funds 637,423 441,105 441,105 69,305 91,105 248
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS CAPITAL IMPROVEMENT PROGRAM FUNDS | RELATED
SANTA CLARA DEVELOPER FUND (540)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Adopted
2025/26
Amended
Beginning Fund Balance
Encumbrance Carryover 523,109 393,992 393,992 523,109 393,992 Unrestricted (1,707,737) 19,828 19,828 0 0
Total Beginning Fund Balance (1,184,628) 413,820 413,820 523,109 393,992 Revenue
Other Revenue 2,137,720 795,344 795,344 803,011 803,406 Total Revenue 2,137,720 795,344 795,344 803,011 803,406 Transfers From
General Fund 54,376 0 0 0 0
Total Transfers From 54,376 0 0 0 0
Total Source of Funds 1,007,468 1,209,164 1,209,164 1,326,120 1,197,398 Expenditures
4511 - Related General Admin
Project
230,555 145,344 145,344 153,011 153,406
4513 - Other Development
Project Services
363,093 669,828 669,828 650,000 650,000
Total Expenditures 593,648 815,172 815,172 803,011 803,406 Ending Fund Balance
Encumbrance Carryover 393,992 393,992 393,992 523,109 393,992 Unrestricted 19,828 0 0 0 0
Total Ending Fund Balance 413,820 393,992 393,992 523,109 393,992 Total Use of Funds 1,007,468 1,209,164 1,209,164 1,326,120 1,197,398 249
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS CAPITAL IMPROVEMENT PROGRAM FUNDS | SEWER
UTILITY CAPITAL FUND (594)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Adopted
2025/26
Amended
Beginning Fund Balance
Encumbrance Carryover 3,300,559 4,096,477 4,096,477 3,300,559 4,096,477 Restricted - Sewer Conveyance Fee 54,098,272 55,815,618 55,815,618 26,525,589 27,439,747 Unrestricted 14,276,882 8,051,778 8,051,778 4,887,548 4,495,146 Total Beginning Fund Balance 71,675,713 67,963,873 67,963,873 34,713,696 36,031,370 Revenue
Other Fees for Services 1,126,165 0 0 0 0
Other Revenue 307,449 0 0 0 0
Interest 1,092,699 0 0 0 0
Total Revenue 2,526,313 0 0 0 0
Transfers From
PW CIP Management Fund 113,266 35,652 35,652 0 0
Sewer Utility Fund 3,867,222 12,570,472 12,570,472 15,216,632 15,216,632 Sewer Utility Debt Service Fund 10,000,000 0 0 0 0
Total Transfers From 13,980,488 12,606,124 12,606,124 15,216,632 15,216,632 Total Source of Funds 88,182,514 80,569,997 80,569,997 49,930,328 51,248,002 Expenditures
1979 - PW Capital Projects
Management - Sewer
Utility
467,313 0 0 0 359,760
1909 - Sanitary Sewer Capacity
Improvements
319,739 28,375,871 28,375,871 6,000,000 6,000,000
1919 - Sanitary Sewer Hydraulic
Modeling As Needed
Support
144,149 150,776 150,776 154,586 92,957
1920 - Sanitary Sewer Master
Plan Update
350,584 8,517 8,517 0 0
1911 - Sanitary Sewer System
Condition Assessment
345,960 1,756,522 1,756,522 1,000,000 1,000,000
1912 - Sanitary Sewer System
Improvements
5,471,122 3,422,307 3,422,307 1,100,000 2,000,000
250
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS CAPITAL IMPROVEMENT PROGRAM FUNDS | SEWER
UTILITY CAPITAL FUND (594)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Adopted
2025/26
Amended
Expenditures
1908 - S.J.-S.C. Regional
Wastewater Facility
13,099,087 10,074,634 10,074,634 13,962,046 13,962,046
1916 - Walsh Avenue @ San
Tomas Aquino Creek
Sanitary Sewer Siphon
0 750,000 750,000 0 0
NEW - Public Works Paving
Project Support
0 0 0 0 500,000
Total Expenditures 20,197,954 44,538,627 44,538,627 22,216,632 23,914,763 Transfers To
20,687 0 0 0 0
Total Transfers To 20,687 0 0 0 0
Ending Fund Balance
Encumbrance Carryover 4,096,477 4,096,477 4,096,477 3,300,559 4,096,477 Restricted - Sewer Conveyance Fee 55,815,618 27,439,747 27,439,747 20,525,589 21,439,747 Unrestricted 8,051,778 4,495,146 4,495,146 3,887,548 1,797,015 Total Ending Fund Balance 67,963,873 36,031,370 36,031,370 27,713,696 27,333,239 Total Use of Funds 88,182,514 80,569,997 80,569,997 49,930,328 51,248,002 Streets and Highways Capital Fund
251
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS CAPITAL IMPROVEMENT PROGRAM FUNDS | SOLID
WASTE CAPITAL FUND (596)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Adopted
2025/26
Amended
Beginning Fund Balance
Encumbrance Carryover 271,755 119,873 119,873 271,756 119,873 Landfill Post Closure Reserve 600,000 600,000 600,000 600,000 600,000 Landfill Corrective Action Costs 223,998 537,133 537,133 239,024 553,247 Unrestricted (314,351) (119,537) (119,537) 400,538 339,780 Total Beginning Fund Balance 781,402 1,137,469 1,137,469 1,511,318 1,612,900 Revenue
Rents 11,466 11,500 11,500 11,000 11,000
Developer Contributions 0 246,500 246,500 247,000 247,000 Total Revenue 11,466 258,000 258,000 258,000 258,000
Transfers From
Solid Waste Fund 1,605,000 1,030,000 1,030,000 554,000 554,000 Total Transfers From 1,605,000 1,030,000 1,030,000 554,000 554,000 Total Source of Funds 2,397,868 2,425,469 2,425,469 2,323,318 2,424,900 Expenditures
6109 - Sanitary Landfill
Development - Post
Closure
1,260,399 812,569 812,569 812,000 812,000
Total Expenditures 1,260,399 812,569 812,569 812,000 812,000 Ending Fund Balance
Encumbrance Carryover 119,873 119,873 119,873 271,756 119,873 Landfill Post Closure Reserve 600,000 600,000 600,000 600,000 600,000 Landfill Corrective Action Costs 537,133 553,247 553,247 246,195 553,247 Unrestricted (119,537) 339,780 339,780 393,367 339,780
Total Ending Fund Balance 1,137,469 1,612,900 1,612,900 1,511,318 1,612,900 Total Use of Funds 2,397,868 2,425,469 2,425,469 2,323,318 2,424,900 252
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS CAPITAL IMPROVEMENT PROGRAM FUNDS | STORM
DRAIN CAPITAL FUND (535)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Adopted
2025/26
Amended
Beginning Fund Balance
Encumbrance Carryover 1,626,485 1,607,336 1,607,336 1,626,485 1,607,336 Unrestricted 3,280,030 3,493,074 3,493,074 155,499 141,711 Total Beginning Fund Balance 4,906,515 5,100,410 5,100,410 1,781,984 1,749,047 Revenue
Interest 5,874 0 0 0 0
Charges for Services 1,454,074 1,454,000 1,454,000 1,454,000 1,454,000 Other Fees for Services 6,119 0 0 0 0
Revenue from Other Agencies 0 3,332,902 3,332,902 0 0
Total Revenue 1,466,067 4,786,902 4,786,902 1,454,000 1,454,000 Transfers From
Electric Operating Grant Trust Fund 49,442 0 0 0 0
General Fund 104,396 121,400 121,400 124,633 179,607
685,000 0 0 0 0
779,000 2,404,365 2,404,365 480,750 480,750
Total Transfers From 1,617,838 2,525,765 2,525,765 605,383 660,357 Total Source of Funds 7,990,420 12,413,077 12,413,077 3,841,367 3,863,404 Expenditures
1845 - Anna Drive Neighborhood
Flood Protection
0 3,400,000 3,400,000 0 0
1846 - Bowers Park Parking Lot
Rehabilitation
0 215,478 215,478 0 0
1847 - Green Stormwater
Infrastructure Design &
Construction
0 747,500 747,500 0 0
General Fund - Capital Projects
Reserve
General Fund - Budget Stabilization
Reserve
253
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS CAPITAL IMPROVEMENT PROGRAM FUNDS | STORM
DRAIN CAPITAL FUND (535)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Adopted
2025/26
Amended
Expenditures
1840 - Kiely Blvd. - Saratoga
Creek Storm Drain Outfall
0 125,500 125,500 0 0
1843 - Lafayette St. Underpass
at Subway Pump Station
0 83,787 83,787 0 0
1841 - Laurelwood Pump Station
Rehabilitation
558,959 441,684 441,684 0 0
1899 - PW Capital Projects
Management
93,414 121,400 121,400 124,633 179,607
1838 - SDPS Motor and Control
Maintenance, Repair, and
Replacement
401,115 1,311,881 1,311,881 330,750 330,750
1811 - Storm Drain Pump Station
Facility Maintenance &
Repair
44,767 258,753 258,753 0 0
1835 - Storm Drain Pump Station
Outfall Reconstruction
Program
166,891 287,703 287,703 0 0
1849 - Storm Drain Pump Station
RTU Upgrade
0 690,000 690,000 0 0
1831 - Storm Drain Repairs and
Maintenance
0 466,577 466,577 150,000 150,000
1844 - Storm Drain Slide Gate
Rehabilitation
104,944 103,301 103,301 0 0
1834 - Storm Drain System
Improvements
0 59,124 59,124 0 0
1837 - Storm Water Retention
Basin Remediation
0 10,877 10,877 0 0
1839 - Urban Runoff Pollution
Prevention Program
0 522,150 522,150 0 0
Total Expenditures 1,370,090 8,845,715 8,845,715 605,383 660,357 254
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS CAPITAL IMPROVEMENT PROGRAM FUNDS | STORM
DRAIN CAPITAL FUND (535)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Adopted
2025/26
Amended
Transfers To
General Fund 1,454,000 1,454,000 1,454,000 1,454,000 1,454,000 920 0 0 0 0
Electric Utility Capital Fund 65,000 364,315 364,315 0 0 Total Transfers To 1,519,920 1,818,315 1,818,315 1,454,000 1,454,000 Ending Fund Balance
Encumbrance Carryover 1,607,336 1,607,336 1,607,336 1,626,485 1,607,336 Unrestricted 3,493,074 141,711 141,711 155,499 141,711
Total Ending Fund Balance 5,100,410 1,749,047 1,749,047 1,781,984 1,749,047 Total Use of Funds 7,990,420 12,413,077 12,413,077 3,841,367 3,863,404 General Fund - Capital Projects
Reserve
255
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS CAPITAL IMPROVEMENT PROGRAM FUNDS | STREET
LIGHTING CAPITAL FUND (534)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Adopted
2025/26
Amended
Beginning Fund Balance
Encumbrance Carryover 14,009 9,954 9,954 14,009 9,954
Unrestricted 3,871,364 3,868,592 3,868,592 343,834 343,834 Total Beginning Fund Balance 3,885,373 3,878,546 3,878,546 357,843 353,788 Revenue
Other Revenue 411 0 0 0 0
Total Revenue 411 0 0 0 0
Transfers From
125,000 5,365,000 5,365,000 125,000 125,000
Total Transfers From 125,000 5,365,000 5,365,000 125,000 125,000 Total Source of Funds 4,010,784 9,243,546 9,243,546 482,843 478,788 Expenditures
2875 - Great America Street
Light Replacement
70,607 7,027,641 7,027,641 0 0
2874 - LED Street Lighting
Retrofit
17,500 1,651,889 1,651,889 0 0
2871 - Miscellaneous Street
Lighting
44,161 210,228 210,228 125,000 125,000
Total Expenditures 132,268 8,889,758 8,889,758 125,000 125,000 Ending Fund Balance
Encumbrance Carryover 9,954 9,954 9,954 14,009 9,954
Unrestricted 3,868,562 343,834 343,834 343,834 343,834
Total Ending Fund Balance 3,878,516 353,788 353,788 357,843 353,788 Total Use of Funds 4,010,784 9,243,546 9,243,546 482,843 478,788 Electric Utility Fund
256
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS CAPITAL IMPROVEMENT PROGRAM FUNDS | STREETS
AND HIGHWAYS CAPITAL FUND (533)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Adopted
2025/26
Amended
Beginning Fund Balance
Encumbrance Carryover 16,484,817 27,672,894 27,672,894 16,484,817 27,672,894 Unrestricted 30,121,527 29,046,089 29,046,089 1,977,048 1,748,273 Total Beginning Fund Balance 46,606,344 56,718,983 56,718,983 18,461,865 29,421,167 Revenue
Other Agencies Revenue 12,595,834 25,289,251 25,289,251 5,201,458 5,201,458 Other Revenue 1,214,938 750,000 750,000 900,000 900,000 State Revenue 981,645 0 0 0 0
Interest 76,921 0 0 0 0
Total Revenue 14,869,338 26,039,251 26,039,251 6,101,458 6,101,458 Transfers From
Bridge Maintenance District #2 Fund 80,000 0 0 0 0
Developer Traffic Payments Fund 3,301,046 0 0 0 0
Electric Utility Capital Fund 394,983 0 0 0 0
285,000 1,323,855 1,323,855 901,598 135,000
Gas Tax Fund 4,650,000 4,520,000 4,520,000 2,975,000 2,975,000 General Fund 2,023,418 2,628,125 2,628,125 2,698,114 2,615,362 0 199,106 199,106 0 0
2,043,050 1,238,720 1,238,720 1,051,882 1,051,882
2,500,000 4,301,915 4,301,915 2,900,000 2,900,000
Sewer Utility Fund 37,830 0 0 0 0
Sewer Utility Capital Fund 20,687 0 0 0 0
Traffic Mitigation Fund 1,883,910 1,331,000 711,000 541,000 500,000 Water Utility Capital Fund 25,459 0 0 0 0
Water Utility Fund 44,920 0 0 0 0
Total Transfers From 17,290,303 15,542,721 14,922,721 11,067,594 10,177,244 Total Source of Funds 78,765,985 98,300,955 97,680,955 35,630,917 45,699,869 Road Maintenance and
Rehabilitation (SB1) Fund
Electric Operating Grant Trust Fund
General Fund - Capital Projects
Reserve
General Fund - Budget Stabilization
Reserve
257
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS CAPITAL IMPROVEMENT PROGRAM FUNDS | STREETS
AND HIGHWAYS CAPITAL FUND (533)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Adopted
2025/26
Amended
Expenditures
1290 - 2023 Santa Clara School
Pedestrian and Bicycle Safety
33,562 0 0 0 0
1296 - 2024 Santa Clara School
Pedestrian and Bicycle Safety
0 69,050 69,050 0 0
1250 - ADA Transition Plan
Implementation (Public Right of
Way)
575 853,394 853,394 250,000 250,000
1239 - Adaptive Signal System 189,969 640,324 640,324 0 0 1255 - Adaptive Signal System
(Santana West Settlement
0 917,992 917,992 0 0
1202 - Agnew Road At-Grade Crossing 0 560,645 560,645 0 0 1235 - Annual Street Maintenance and
Rehabilitation Program
7,676,930 19,451,565 19,451,565 8,766,458 8,766,458
1246 - Bassett and Laurelwood
Bicycle Lanes
769,089 25,500 25,500 0 0
1245 - Benton Bike Lanes 241,906 1,233,521 1,233,521 0 0 1292 - Bowers Avenue Class IV 0 300,000 300,000 0
1325 - Bridge Maintenance Program 0 2,189,894 2,189,894 0 0 1291 - Central Santa Clara Bicycle and
Pedestrian Improvement
0 11,309,000 11,309,000 0 0
1227 - Changeable Message Signs 74,582 134,297 134,297 0 0 1287 - Citywide Priority Curb Ramp 472,902 0 0 0 0
1201 Creek Trail Network Expansion
Master Plan
17,648 0 0 0 0
1203 - Creek Trail Pavement
Rehabilitation Program
117,209 1,190,165 1,190,165 0 0
1288 - Cupertino-Santa Clara OnDemand Shuttle Project204,470 808,855 808,855 501,598 0 1275 - De La Cruz Boulevard Class IV
Bikeway Study
156,508 0 0 0 0
1289 - De La Cruz, Lick Mill, and Scott
Blvds Bicycle Improvements
0 3,079,000 3,079,000 0 0
1266 - El Camino Real Bike Lane
Project
0 715,000 715,000 135,000 135,000
258
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS CAPITAL IMPROVEMENT PROGRAM FUNDS | STREETS
AND HIGHWAYS CAPITAL FUND (533)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Adopted
2025/26
Amended
Expenditures
1251 - HAWK Beacon on Scott and
Harrison
(810) 225,085 225,085 0 0
1274 - Lafayette Street Class IV
Bikeway and Pavement
Rehabilitation
73,913 9,183 9,183 0 0
1212 - LED Traffic Signal & Safety Light
Replacements
10,892 861,035 861,035 300,000 300,000
1247 - Lick Mill-East River Parkway
Crosswalk Improvements
0 0 0 0 0
1280 - MCB Class IV Bike Lanes 0 65,000 65,000 0 0
1237 - MCB/GAP Intersection
Improvement Project
352,881 39,678 39,678 0 0
1259 - Monroe - Los Padres Traffic
Signal Modification
37,073 1,043,182 1,043,182 0 0
1276 - Monroe Street Class II Buffered
Bicycle Lane Study
216,646 0 0 0 0
1279 - Multi-Jurisdictional Transportation
Technology
135,000 0 0 0 0
1211 - Neighborhood Traffic Calming 147,665 300,929 300,929 105,000 105,000 1220 - Pedestrian and Bicycle
Enhancement Facilities
1,004 576,062 576,062 365,000 100,000
1205 - Pepper Tree Neighborhood Traffic
Calming Study
0 91,055 91,055 0 0
1285 - Pruneridge Avenue Signal Timing 38,118 802,695 802,695 0 0 1254 - Public Right-of-Way ADA
Improvements (Settlement
Agreement)
2,017,774 1,521,954 1,521,954 0 0
1199 - PW Capital Projects Management
- Streets and Highways
2,023,418 2,628,125 2,628,125 2,698,114 2,415,362
1293 - Quick Build Bike and Pedestrian
Safety
0 0 0 100,000 100,000
1295 - Rainbow Crosswalk 0 100,000 100,000 0 0
1294 - Retroreflective Borders on Traffic
Signal Backplates
0 0 0 100,000 100,000
259
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS CAPITAL IMPROVEMENT PROGRAM FUNDS | STREETS
AND HIGHWAYS CAPITAL FUND (533)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Adopted
2025/26
Amended
Expenditures
1376 - Safe Routes to School 217,802 245,822 245,822 75,000 75,000 1385 - Santa Clara Citywide ITS Project 1 169,361 0 0 0 0 1386 - Santa Clara Citywide ITS Project 2 367,045 3,517 3,517 0 0 1284 - Santa Clara Pedestrian and
Bicycle School Safety
19,995 0 0 0 0
1261 - Santa Clara School Access
Improvements
947,665 197,490 197,490 0 0
1268 - Santa Clara Vision Zero 0 570,000 570,000 0 0
1297 - Santa Clara Vision Zero - 2024
OTS Grant
0 77,800 77,800 0 0
1225 - Santa Clara VTA - Congestion
Management Program
271,148 281,273 281,273 291,000 290,000
1204 - Developer Reimbursement 3,187 3,209,005 3,209,005 0 0 1244 - Scott Blvd Traffic Signal
Interconnect & Coordination
0 121,426 121,426 0 0
1382 - Sidewalk, Curb and Gutter Repair 307,210 989,476 989,476 730,000 730,000 1273 - Street Tree Services 611,148 478,875 478,875 451,882 451,882 1286 - Tasman Complete Streets Plan
2021 Improvements Phase 1 –
North San Jose Settlement Project
0 4,750,000 4,750,000 1,750,000 1,750,000
New - Tasman to Lafayette
Walkway/Stairway
0 0 0 0 200,000
1272 - TDA 21 Bicycle Facilities Upgrade 130,771 639 639 0 0 1260 - Traffic Calming (Santana West
Settlement Agreement)
0 250,000 250,000 0 0
1256 - Traffic Engineering Consultant
Support
73,940 100,000 100,000 0 0
1282 - Traffic Impact Fee Nexus Study
Update
19,000 281,000 281,000 0 0
1218 - Traffic Pre-Emptors 139,230 640,321 640,321 0 0
1219 - Traffic Signal Enhancements 307,664 1,489,310 1,489,310 150,000 210,000 1232 - Traffic Signal Interconnect Upgrade 31,862 252,797 252,797 100,000 50,000 260
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS CAPITAL IMPROVEMENT PROGRAM FUNDS | STREETS
AND HIGHWAYS CAPITAL FUND (533)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Adopted
2025/26
Amended
Expenditures
1217 - Traffic Signal Management
Software Upgrade/Replacement
504,362 398,424 398,424 0 0
1234 - Transportation Modeling Update 18,540 101,049 101,049 50,000 0 1271 - Tree Replacement 0 18,400 18,400 0 0
1226 - Uncontrolled Crosswalks
Improvements
1,910,682 2,049,403 2,049,403 250,000 250,000
1277 - Walsh Avenue Class IV
Bikeway Study
239,586 0 0 0 0
Total Expenditures 21,299,122 68,248,212 68,248,212 17,169,052 16,278,702 Transfers To
Gas Tax Fund 747,880 0 0 0 0
General Fund 0 11,576 11,576 0 0
Total Transfers To 747,880 11,576 11,576 0 0
Ending Fund Balance
Encumbrance Carryover 27,672,894 27,672,894 27,672,894 16,484,817 27,672,894 Unrestricted 29,046,089 2,368,273 1,748,273 1,977,048 1,748,273 Total Ending Fund Balance 56,718,983 30,041,167 29,421,167 18,461,865 29,421,167 Total Use of Funds 78,765,985 98,300,955 97,680,955 35,630,917 45,699,869 261
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS CAPITAL IMPROVEMENT PROGRAM FUNDS | TASMAN
EAST INFRASTRUCTURE IMPROVEMENT FUND (541)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Adopted
2025/26
Amended
Beginning Fund Balance
Unrestricted 5,960,739 5,943,663 5,943,663 6,813,004 6,822,187 Total Beginning Fund Balance 5,960,739 5,943,663 5,943,663 6,813,004 6,822,187 Revenue
(109,809) 3,734,932 3,734,932 0 0
118,993 0 0 0 0
Total Revenue 9,184 3,734,932 3,734,932 0 0
Total Source of Funds 5,969,923 9,678,595 9,678,595 6,813,004 6,822,187 Expenditures
4611 - Tasman East Developer
Reimbursement
26,260 29,220 29,220 28,995 28,995
4610 - Tasman East
Administration
0 2,827,188 2,827,188 1,404,043 1,404,043
Total Expenditures 26,260 2,856,408 2,856,408 1,433,038 1,433,038 Ending Fund Balance
Unrestricted 5,943,663 6,822,187 6,822,187 5,379,966 5,389,149 Total Ending Fund Balance 5,943,663 6,822,187 6,822,187 5,379,966 5,389,149 Total Use of Funds 5,969,923 9,678,595 9,678,595 6,813,004 6,822,187 Tasman East Infrastructure Impact
Fee
Interest
262
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS CAPITAL IMPROVEMENT PROGRAM FUNDS | WATER
UTILITY CAPITAL FUND (592)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Adopted
2025/26
Amended
Beginning Fund Balance
Encumbrance Carryover 2,446,578 2,936,864 2,936,864 2,446,578 2,936,864 Unrestricted 15,959,550 11,097,424 11,097,424 3,896,155 6,604,671 Total Beginning Fund Balance 18,406,128 14,034,288 14,034,288 6,342,733 9,541,535 Revenue
55,605 0 0 0 0
Total Revenue 55,605 0 0 0 0
Transfers From
168,118 0 0 0 0
50,000 0 0 0 0
0 3,995,000 3,995,000 5,175,000 5,175,000
Total Transfers From 218,118 3,995,000 3,995,000 5,175,000 5,175,000 Total Source of Funds 18,679,851 18,029,288 18,029,288 11,517,733 14,716,535 Expenditures
7057 - Asset Management Program 151,712 0 0 0 0
7005 - Buildings and Grounds 41,719 2,898,961 2,898,961 2,250,000 2,750,000 7054 - Distribution System
Replacement/Restoration
3,187,500 3,643,792 3,643,792 3,000,000 4,500,000
7059 - New and Replacement Wells 161,693 1,700,000 1,700,000 600,000 600,000 7058 - SCADA Improvements 621,560 245,000 245,000 325,000 325,000 7060 - Tank Rehabilitation 9,520 0 0 0 0
NEW - Public Works Paving Project
Support
0 0 0 0 500,000
Total Expenditures 4,173,704 8,487,753 8,487,753 6,175,000 8,675,000 Sewer Utility Fund
Water Utility Fund
Other Revenue
Recycled Water Capital Fund
263
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS CAPITAL IMPROVEMENT PROGRAM FUNDS | WATER
UTILITY CAPITAL FUND (592)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Adopted
2025/26
Amended
Transfers To
254,900 0 0 0 0
216,959 0 0 0 0
Total Transfers To 471,859 0 0 0 0
Ending Fund Balance
Encumbrance Carryover 2,936,864 2,936,864 2,936,864 2,446,578 2,936,864 Unrestricted 11,097,424 6,604,671 6,604,671 2,896,155 3,104,671 Total Ending Fund Balance 14,034,288 9,541,535 9,541,535 5,342,733 6,041,535 Total Use of Funds 18,679,851 18,029,288 18,029,288 11,517,733 14,716,535 Public Buildings Capital Fund
Streets and Highways Capital Fund
264
Other Agency Fund
265
This page is intentionally left blank.
266
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS
OTHER AGENCY FUND
The Sports and Open Space Authority (SOSA) of the City of Santa Clara was created by the City Council in 1974 to establish a separate entity to acquire and develop open space within the City of Santa Clara. The members of the City Council are also members of SOSA's Board of Directors and, as such, are authorized to transact business and exercise power to purchase, lease or otherwise obtain and dispose of real and personal property. This includes the ability to acquire, construct, maintain, repair, manage and operate real and personal property, including leasing to private operators for commercial purposes and surplusing space which is not economical to use for open space planning.
Sports and Open Space Authority Fund (801)
This fund accounts for the acquisition and preservation of open space within the City and the development of local sports activities.
The following section details the Other Agency Fund’s Statement of Sources and Uses and the Proposed Budget for Fiscal Year 2025/26 and Fiscal Year 2026/27.
267
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | S T A T E M E N T S O F S OU R CE S A ND U S E S O F FU N DS OTHER AGENCY FUND | SPORTS AND OPEN SPACE
AUTHORITY FUND (801)
2023/24
Actual
2024/25
Amended
2024/25
Estimate
2025/26
Proposed
2026/27
Proposed
Beginning Fund Balance
Encumbrance Carryover 2,255 2,569 2,569 2,569 2,569
Unrestricted (1,754) 4,092 4,092 2,692 1,692
Total Beginning Fund Balance 501 6,661 6,661 5,261 4,261 Revenue
Interest 158 0 0 0 0
Total Revenue 158 0 0 0 0
Transfers From
General Fund 16,500 10,200 10,200 10,404 10,612
Total Transfers From 16,500 10,200 10,200 10,404 10,612 Total Source of Funds 17,159 16,861 16,861 15,665 14,873 Expenditures
Board Member Stipend 6,427 6,100 6,600 5,702 5,806
Materials/Services/Supplies 4,071 6,100 5,000 5,702 5,806 Total Expenditures 10,498 12,200 11,600 11,404 11,612
Ending Fund Balance
Encumbrance Carryover 2,569 2,569 2,569 2,569 2,569
Unrestricted 4,092 2,092 2,692 1,692 692
Total Ending Fund Balance 6,661 4,661 5,261 4,261 3,261 Total Use of Funds 17,159 16,861 16,861 15,665 14,873
268
City
Departments
269
This page is intentionally left blank.
270
Mayor and City
Council Offices
271
This page is intentionally left blank.
272
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | M AY OR A N D C I T Y C O U NCI L O F FI CE S Mayor and City Council Offices Description
The City Council consists of a Mayor who is elected at-large and six Councilmembers that are elected by district and serve staggered four-year terms. The Council, as the legislative body, represents the residents of Santa Clara and is empowered by the City Charter to formulate Citywide policy, enact local legislation, adopt budgets, and appoint the City Manager, City Attorney and City Auditor. The Council conducts City Council meetings and study sessions as required.
The Mayor and Councilmembers serve on county, regional, and State organizations representing the City's interests. The Mayor and Councilmembers also serve as Agency and Authority Board Members, Commissioners or Directors of the Bayshore North Project Enhancement Authority, Housing Authority, Industrial Development Agency, Joint Financing Authority, Public Facilities Financing Corporation, Sports and Open Space Authority, Stadium Authority, and Oversight Board for Successor Agency to the City of Santa Clara Redevelopment Agency.
Divisions and Services
The Mayor and Councilmembers are supported by the Mayor and City Council Offices staff. The Mayor and City Council Offices are organized under the Mayor and City Council Division.
Mayor and City Council
Division Mission
Assist the Mayor and Councilmembers with implementation of established policies, goals, and objectives.
Division Objectives
Assist Mayor and Councilmembers in administrative support including scheduling appointments, making travel arrangements, and corresponding with legislators, constituents, and members of the community.
Provide staff support with the coordination of meetings for several City Council Committees and several area wide/outside agency committees.
Coordinate constituent concerns from members of the community in an effort to increase transparency and responsiveness.
Maintain compliance with applicable requirements, e.g., calendar disclosures, public records requests, and other government transparency requirements.
Support the Mayor and City Council on ceremonial items and recognition requests, based on Council Policy, and coordinates for special events and site visits from community groups or delegations.
273
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | M AY OR A N D C I T Y C O U NCI L O F FI CE S Significant Accomplishments
• Provided administrative support for day-to-day operations of the Mayor and Council offices including scheduling of Council briefings, Committee meetings, constituent meetings and travel, in accordance with Council policies. • Supported the coordination of the annual appointment process for City Council Committees and Outside Agency Committees and the timely distribution of meeting agendas. • Facilitated and supported the development of Newly Elected Official Orientation materials and onboarding process. • Maintained compliance with applicable requirements, e.g., calendar disclosures, public records requests, and other government transparency requirements.
• Provided administrative and agenda development support for City Council Committees, including: Governance and Ethics Committee, City/Santa Clara Unified School District School Liaison Committee, and City/Mission College Committee.
• Managed, reviewed, and analyzed a high volume of Public Record Act (PRA) requests assigned to the Mayor and Council Offices.
• Managed site and tour visits from international delegations, Santa Clara Sister Cities Association, local school groups and others.
• Responded to constituent concerns and inquiries in a timely manner and within three business days and tracked progress of constituent inquiries through the MySantaClara application. • Coordinated and developed agenda reports for all Special Order of Business recognition items, processes proclamations, commendations, and recognition requests in time for City Council meetings and events under City Council Policy 020.
• Responded to scheduling requests for Mayor and/or Council's appearance within one to two business days. • Provided logistical support for all City Council meetings and other annual public events including the State of the City, Pride flag raising ceremony, Sister Cities delegation events, and AB1234 training.
Mayor and City Council Travel
In accordance with the City’s administrative policy on official travel by elected officials, Council Policy 043, official travel is approved in advance annually with the Mayor and City Council Offices’ Operating Budget. The following are the conferences, meetings and events that are anticipated for Mayor and Councilmembers’ attendance:
Conference
FY 2025/26
Budget
FY 2026/27
Budget
National League of Cities Annual Conference 4,877 4,975 League of California Cities Annual Conference 13,862 14,139 League of California Cities New Members Academy 0 7,446 League of California Cities & National League of Cities Trainings/Events/Workshops
3,312 3,378
Elected Official Policy Related Conferences/Events/Meetings/Trainings 3,378 3,446 Sister Cities Annual Conference 4,280 4,366
Sister Cities International Travel to Sister Cities of Coimbra, Izumo, or Limerick and related travel
24,591 25,083
United States Conference of Mayors Winter Meeting 2,984 3,044 United States Conference of Mayors Annual Conference 3,349 3,416 Total Conference Budget 60,633 69,293
274
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | M AY OR A N D C I T Y C O U NCI L O F FI CE S Mayor and City Council Offices
10.00 FTEs
Mayor and City Council
1.00 Mayor*
6.00 Councilmember*
1.00 Assistant to the City Manager
1.00 Executive Assistant to Mayor and City Council
1.00 Management Analyst
10.00 Total Mayor and City Council FTE
*Mayor and Councilmember positions shown as 7.0
FTE positions
275
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | M AY OR A N D C I T Y C O U NCI L O F FI CE S Budget Summary
FY 2023/24
Actual
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change %
FY 2026/27
Proposed
FY 2026/27
Change %
1611 City Council Program 1,131,426 1,196,923 1,256,889 5.0% 1,299,793 3.4% 1,131,426 1,196,923 1,256,889 5.0% 1,299,793 3.4%
1,131,426 1,196,923 1,256,889 5.0% 1,299,793 3.4%
FY 2023/24
Actual
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change %
FY 2026/27
Proposed
FY 2026/27
Change %
1,131,426 1,196,923 1,256,889 5.0% 1,299,793 3.4%
1,131,426 1,196,923 1,256,889 5.0% 1,299,793 3.4%
601,542 628,838 682,062 8.5% 713,048 4.5%
39,992 20,006 21,336 6.6% 22,713 6.5%
0 593 614 3.5% 635 3.4%
207,695 211,665 228,595 8.0% 218,787 (4.3%)
34,479 37,296 67,258 80.3% 72,282 7.5%
9,624 9,475 10,267 8.4% 10,719 4.4%
24,953 26,616 28,389 6.7% 29,457 3.8%
23,137 24,132 37,294 54.5% 37,808 1.4%
941,422 958,621 1,075,815 12.2% 1,105,449 2.8%
81,996 113,921 106,366 (6.6%) 118,492 11.4%
108,008 124,381 74,708 (39.9%) 75,852 1.5%
190,004 238,302 181,074 (24.0%) 194,344 7.3%
1,131,426 1,196,923 1,256,889 5.0% 1,299,793 3.4%
Dollars by Division / Program
Dollars by Fund
General Fund
Mayor and City Council Division
Total Mayor and City Council Division
Total by Division / Program
Overtime
Retirement
Health Allocation
Medicare
Total by Fund
Dollars by Category
Salary and Benefits
Salary
As-Needed
Interfund Services
Total Non-Personnel
Total by Category
Social Security
Other Benefits
Total Salary and Benefits
Non-Personnel
Materials/Services/Supplies
276
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | M AY OR A N D C I T Y C O U NCI L O F FI CE S Position Summary
FY 2023/24
Adopted
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change
FY 2026/27
Proposed
1611 City Council Program 10.00 10.00 10.00 0.00 10.00
10.00 10.00 10.00 0.00 10.00
10.00 10.00 10.00 0.00 10.00
10.00 10.00 10.00 0.00 10.00
10.00 10.00 10.00 0.00 10.00
1.00 1.00 1.00 0.00 1.00
6.00 6.00 6.00 0.00 6.00
Assistant to the City Manager 1.00 1.00 1.00 0.00 1.00
1.00 1.00 1.00 0.00 1.00
1.00 1.00 1.00 0.00 1.00
10.00 10.00 10.00 0.00 10.00
Positions by Division / Program
Mayor and City Council Division
Total Mayor and City Council Division
Total by Division / Program
General Fund
Total Positions
Positions by Fund
Position Classification
Mayor
City Councilmember
Executive Assistant to Mayor and City Council
Management Analyst
Total by Fund
277
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | M AY OR A N D C I T Y C O U NCI L O F FI CE S Budget Reconciliation
Positions Expenditures
(All Funds)
Prior Year Budget 10.00 1,196,923
Salary and benefits adjustments 117,194
Net decrease in various internal services allocations (49,673) Non-personnel adjustments 2,245
Adjustment for marketing activity related to election items (bi-annually) (2,500) Adjustment for League of California Cities - New Member Academy (biannually) (7,300) Total FY 2025/26 Base Budget Adjustments 0.00 59,966
Total FY 2025/26 Base Budget 10.00 1,256,889
Total FY 2025/26 Proposed Budget 10.00 1,256,889
FY 2026/27 Base Budget Adjustments
Ongoing Cost Adjustments
Salary and benefits adjustments 29,634
Adjustment for marketing items related to election items (bi-annually) 7,446 Net increase in various internal services allocations 1,144 Adjustment for League of California Cities - New Member Academy (biannually) 2,550 Non-personnel adjustments 2,130
Total FY 2026/27 Base Budget Adjustments 0.00 42,904
Total FY 2026/27 Base Budget 10.00 1,299,793
Total FY 2026/27 Proposed Budget 10.00 1,299,793
FY 2025/26 Base Budget Adjustments
Ongoing Cost Adjustments
278
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | M AY OR A N D C I T Y C O U NCI L O F FI CE S Performance and Workload Measures
Mayor and City Council Division
Performance Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Percent of forwarded constituent
concerns and inquiries to City
Manager and appropriate City
Department Directors within three
business days
100% 100% 100% 100% 100% 100%
Percent of approved
proclamations, commendations,
and recognitions processed in
time for events
100% 100% 100% 100% 100% 100%
Percent of complete travel
requests and reimbursements
processed within two weeks of
receiving needed documentation
and receipts
100% 100% 100% 100% 100% 100%
Percent of response to requests
for Mayor and/or Council's
personal appearance at events
within one week of requests
100% 100% 100% 100% 100% 100%
279
◄ a
111 I
◄ a
111 I
This page is intentionally left blank.
280
City Attorney's
Office
281
This page is intentionally left blank.
282
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y AT T O RN E Y ’ S O F F I CE City Attorney’s Office Description
The responsibilities of the City Attorney's Office (CAO) include: attending and providing legal advice at meetings of the City Council and major Boards and Commissions; providing oral and written legal advice or opinions to the City Council and staff; reviewing or drafting and, ultimately, “approving as to form” all City contracts; reviewing or drafting City ordinances, resolutions and policies; representing and appearing on behalf of the City and any City officer or employee in all legal actions or proceedings in which the City is concerned or is a party; providing the City Council with information and advice regarding ongoing litigation and legislation affecting the City; prosecuting cases for violation of the Charter and City ordinances; assisting and providing training on current issues in the law and City policy as needed; hiring and managing outside legal counsel where necessary and appropriate; and performing such other duties as my be required to provide legal advice and options to the City in the conduct of its business.
Divisions and Services
The City Attorney’s Division operates within the City Attorney’s Office and is overseen by the City Attorney. There are several areas of practice within the Division with different lawyers focused on those areas. The Office’s primary mission and key practice areas are summarized below:
City Attorney
Division Mission
Provide professional municipal legal services to the City Council, policy makers, boards, commissions, and staff in their official capacities.
Division Objectives
The litigation practice represents the City in all lawsuits and administrative proceedings, both on the defense and plaintiff/prosecution sides. The Office frequently engages and manages outside counsel in such matters. Communications within the City Council involve the preparation and delivery of confidential risk analysis memoranda and the provision of advice and recommendations for action in closed session. In collaboration with the City Manager’s Office, the City Attorney’s Office also has the authority to evaluate and settle claims up to $50,000. The primary objective of this practice is to represent the City zealously but also fairly and ethically, in all disputes.
The advisory and transactions group provides advice and services to the various City departments and utilities regarding applicable legal requirements, risk management issues and transactions with outside parties. Assistance includes negotiating and preparing both standard and complex agreements, and responding to legal inquiries from City departments, other agencies, and third parties. The advisory group reviews all staff reports to the City Council and the City’s primary Boards and Commissions for legal and risk management issues. As part of this, the Office assists with the preparation of all City ordinances, resolutions, regulations and policies. Specialty areas within the advisory group include City land use and permit approval, advice to the Human Resources department, support for the City’s public works and water/sewer utilities, police and fire advisory services, real estate and housing assistance, and support for the City’s electric utility, Silicon Valley Power (SVP). The primary objective for this group is to provide high quality and timely legal advice to support the efficient and lawful delivery of City services, mitigate risks, and protect taxpayer resources.
283
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y AT T O RN E Y ’ S O F F I CE Significant Accomplishments
• Examples of significant City accomplishments during FY 2024/25 where the City Attorney’s Office has played a prominent role include:
• Housing Element Update
• Zoning Code Update
• Resolution of numerous significant litigation matters, including ongoing litigation with the 49ers and a significant hazardous materials case
• Voter approved $400 Million General Obligation Bond (Measure I) • Multiple SVP financings, programs and projects, including power purchase arrangements, system improvements and consultant contracts
• Benton and Lawrence HomeKeys/Transitional Housing project support and negotiations • Agreements for the Levi’s® Stadium Hosting of the FIFA World Cup in 2026 • Creation and support of the Stadium vendor licensing/compliance program • Levi’s® Naming Rights Agreement extension and related agreements • Multiple real estate dispositions and acquisitions for both the City and SVP • To support the City’s day-to-day operations, the City Attorney’s Office completed approximately 2,200 legal service requests, which included legal advice, review and negotiations of contracts, leases, licenses, policies and many other documents related to the day-to-day operations of the City of Santa Clara, including all major projects and policy initiatives. General litigation support included management and oversight of approximately 175 claims and litigation matters.
Significant Objectives
• Assist with ongoing Stadium issues including enhancements to Stadium Authority oversight of Stadium operations and 2026 major event planning and agreements
• Implement all aspects of the Measure I Expenditure Plan, including possible redevelopment of the International Swim Center
• Provide support for the Governance and Ethics Committee Work Plan and Council actions to update City Council policies, codes and, potentially, Charter provisions
• Improve and add to training programs, including AB 1234 Open Government and Ethics Training, Personnel Conduct and Public Records Act response
• Assist with City Administration improvements in various policies and programs, including Records Retention and response to Public Records requests
• Continue with internal CAO process improvements
• Provide support for all City Council priorities and objectives • On-board and integrate new CAO employees, including two additional attorneys, a Risk Manager and additional administrative support
Budget Highlights
• The Proposed Budget includes the following action to provide additional administrative support to the Attorney and Risk Manager positions in the City Attorney’s Office:
• Unfreeze 1.0 Legal Office Specialist III
284
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y AT T O RN E Y ’ S O F F I CE City Attorney’s Office
11.00 FTEs*
City Attorney
3.00 Assistant City Attorney
1.00 Chief Assistant City Attorney
1.00 City Attorney
1.00 Deputy City Attorney I
1.00 Deputy City Attorney II
1.00 Legal Executive Assistant
1.00 Legal Office Specialist III
1.00 Risk Manager
1.00 Senior Counsel for Silicon Valley Power
11.00 Total City Attorney FTE
*The positions above represent all funded positions, including the 1.0 Deputy City Attorney position that was added during FY 2024/25, as approved by the City Council on August 20, 2024 (Agenda Item 7.0 - Report to Council 24-742). Additionally, it includes the reclassification of 1.0 Assistant City Attorney to 1.0 Senior Counsel for Silicon Valley Power, the reallocation of 1.0 Risk Manager position from the Human Resources Department, and the addition of 1.0 Legal Office Specialist III recommended as part of this budget.
285
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y AT T O RN E Y ’ S O F F I CE Budget Summary
FY 2023/24
Actual
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change %
FY 2026/27
Proposed
FY 2026/27
Change %
2411 Program Administration 1,476,687 2,310,741 3,289,191 42.3% 3,413,103 3.8% 2412 Program Litigation 1,485,193 1,046,920 1,330,164 27.1% 1,362,367 2.4% 2,961,880 3,357,661 4,619,355 37.6% 4,775,470 3.4%
2,961,880 3,357,661 4,619,355 37.6% 4,775,470 3.4%
FY 2023/24
Actual
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change %
FY 2026/27
Proposed
FY 2026/27
Change %
Dollars by Fund
General Fund 2,851,007 3,357,661 4,619,355 37.6% 4,775,470 3.4% Prefunded Plan Review Fund 110,873 0 0 N/A 0 N/A
Total by Fund 2,961,880 3,357,661 4,619,355 37.6% 4,775,470 3.4% Dollars by Category
Salary and Benefits
Salary 1,521,309 1,777,825 2,417,962 36.0% 2,561,455 5.9% As-Needed 27,016 54,475 56,349 3.4% 58,289 3.4%
Retirement 613,982 710,730 883,746 24.3% 850,110 (3.8%) Health Allocation 124,112 149,705 274,917 83.6% 299,636 9.0% Medicare 25,075 28,441 38,706 36.1% 40,547 4.8%
Social Security 69,248 76,857 108,221 40.8% 109,339 1.0% Other Benefits 63,523 72,300 137,716 90.5% 140,635 2.1% Total Salary and Benefits 2,444,265 2,870,333 3,917,617 36.5% 4,060,011 3.6% Non-Personnel
Materials/Services/Supplies 450,020 408,663 437,875 7.1% 447,520 2.2% Interfund Services 67,595 78,665 263,863 235.4% 267,939 1.5% Total Non-Personnel 517,615 487,328 701,738 44.0% 715,459 2.0% Total by Category 2,961,880 3,357,661 4,619,355 37.6% 4,775,470 3.4% Dollars by Division / Program
City Attorney Division
Total City Attorney Division
Total by Division / Program
286
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y AT T O RN E Y ’ S O F F I CE Position Summary
FY 2023/24
Adopted
FY 2024/25
Adopted
FY 2025/26
Proposed*
FY 2025/26
Change
FY 2026/27
Proposed*
2411 Program Administration 3.40 6.00 8.60 2.60 8.60
2412 Program Litigation 3.60 2.00 2.40 0.40 2.40
7.00 8.00 11.00 3.00 11.00
7.00 8.00 11.00 3.00 11.00
FY 2023/24
Adopted
FY 2024/25
Adopted
FY 2025/26
Proposed*
FY 2025/26
Change
FY 2026/27
Proposed*
Positions by Fund
General Fund 7.00 8.00 11.00 3.00 11.00
Total by Fund 7.00 8.00 11.00 3.00 11.00
Position Classification
Assistant City Attorney 2.00 4.00 3.00 (1.00) 3.00
Chief Assistant City Attorney 1.00 1.00 1.00 0.00 1.00
City Attorney 1.00 1.00 1.00 0.00 1.00
Deputy City Attorney I 0.00 0.00 1.00 1.00 1.00
Deputy City Attorney II 2.00 1.00 1.00 0.00 1.00
Legal Executive Assistant 1.00 1.00 1.00 0.00 1.00
Legal Office Specialist III 0.00 0.00 1.00 1.00 1.00
Risk Manager 0.00 0.00 1.00 1.00 1.00
Senior Counsel for Silicon Valley Power 0.00 0.00 1.00 1.00 1.00 Total Positions 7.00 8.00 11.00 3.00 11.00
Positions by Division / Program
City Attorney Division
Total City Attorney Division
Total by Division / Program
*The positions above represent all funded positions, including the 1.0 Deputy City Attorney position that was added during FY 2024/25, as approved by the City Council on August 20, 2024 (Agenda Item 7.0 - Report to Council 24-742). Additionally, it includes the reclassification of 1.0 Assistant City Attorney to 1.0 Senior Counsel for Silicon Valley Power, the reallocation of 1.0 Risk Manager position from the Human Resources Department, and the addition of 1.0 Legal Office Specialist III recommended as part of this budget.
287
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y AT T O RN E Y ’ S O F F I CE Budget Reconciliation
Positions Expenditures
(All Funds)
Prior Year Budget 8.00 3,357,661
Salary and benefits adjustments 316,074
Restoration of Deputy City Attorney I (as approved in RTC# 24-742 on August 20, 2024)
1.00 273,682
Reclassification of 1.0 Assistant City Attorney to 1.0 Senior Counsel for Silicon Valley Power (net-zero impact)
0.00 Shift 1.0 Risk Manager from the Human Resoures Department to the City Attorney's Office
1.00 327,973
Net increase in various interfund services allocations 185,198 Increase in conference, training and travel costs 10,000 Net increase in materials, services and supplies 8,612
Increase in legal references cost 7,900
Increase in online legal database costs 2,700
Total FY 2025/26 Base Budget Adjustments 2.00 1,132,139 Total FY 2025/26 Base Budget 10.00 4,489,800
Service Level Changes
Restoration of 1.0 Legal Office Specialist 1.00 129,555 Total Service Level Changes 1.00 129,555
Total FY 2025/26 Proposed Budget 11.00 4,619,355
Salary and benefits adjustments 102,799
Net increase in materials, services and supplies 9,645
Net increase in various interfund services allocations 4,076 Total FY 2026/27 Base Budget Adjustments 0.00 116,520
Total FY 2026/27 Base Budget 11.00 4,735,875
Service Level Changes
Restoration of 1.0 Legal Office Specialist 39,595
Total Service Level Changes 0.00 39,595
Total FY 2026/27 Proposed Budget 11.00 4,775,470
Ongoing Cost Adjustments
Ongoing Cost Adjustments
FY 2025/26 Base Budget Adjustments
FY 2026/27 Base Budget Adjustments
288
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y AT T O RN E Y ’ S O F F I CE Service Level Changes
FY 2025/26 FY 2026/27
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Restoration of 1.0 Legal Office
Specialist
1.00 0 129,555 0 169,150
Program: 2411 – Program Administration
This proposal unfreezes the 1.0 FTE Legal Office Specialist position that was frozen in the FY 2021/22 and FY 2022/23 Operating Budget to provide additional administrative support due to the increased number of positions in the City Attorney's Office over the past few years. The number of positions to be supported has increased from five to nine which includes an additional Silicon Valley Power (SVP) specialist attorney that was added in FY 2021/22, an additional Deputy City Attorney for SVP that was added in FY 2023/24, the unfreezing of an Assistant City Attorney position in FY 2024/2025, and the proposed Risk Manager position shift from the Human Resources Department to the City Attorney's Office as part of this budget.
Performance Impact
The attorney and risk management positions require administrative staff support to perform the work of their positions effectively and efficiently. These positions therefore create a great deal of work for the administrative staff in the office.
An additional staff person will increase efficiency in the office and serve necessary support functions for the Executive Assistant, Attorneys, and Risk Manager.
Strategic Pillar: Manage Strategically Our Workforce Capacity and Resources 289
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y AT T O RN E Y ’ S O F F I CE Performance and Workload Measures
City Attorney Division
Performance Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Percentage of department clients
who are satisfied or very satisfied
with the services provided by the
City Attorney’s Office – New for FY
2025/26
N/A N/A 90% 90% 90% 90%
Workload Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Number of legal service requests
reviewed – Modified for FY 2025/26 1,812 1,505 1,800 2,340 1,800 1,800 Number of training sessions
presented for City officials and staff 9 11 5 8 5 5
Number of ordinances and
resolutions drafted or reviewed by
CAO – Delete for FY 2025/26
146 101 100 95 N/A N/A
Issue quarterly litigation status
reports – Delete for FY 2025/26 3 3 4 3 N/A N/A
Review, on a quarterly basis, the
status of all workers' compensation
claims and provide direction
regarding litigation and claim review
as needed to City staff and outside
counsel – Delete for FY 2025/26
4 4 200 4 N/A N/A
Prosecute cases for violations of
City Code – Delete for FY 2025/26 14 14 20 14 N/A N/A
Active litigation/claims, including
claims received/closed – New for FY
2025/26
N/A 213 N/A 175 195 195
Number and value of outside
counsel agreements managed –
New for FY 2025/26
N/A 81
$4.2 M N/A 75 $5 M
75 $5 M
75 $5 M
290
◄
.......
1111
◄
.......
11 I I -◄
........
1111
-
◄
.......
11 11
-
◄
........
1111
-
City Clerk's
Office
291
This page is intentionally left blank.
292
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y C LE R K’ S O F FI C E Elected City Clerk’s Office
The Elected City Clerk duties are to (a) be the custodian of the seal of the City and (b) have charge of all City Elections.
The Elected City Clerk would maintain sole responsibility for administering all aspects of City elections (e.g., Mayor, City Council, and Chief of Police).
Divisions and Services
The Elected City Clerk’s Office is a division organized under the City Clerk’s Office.
Elected City Clerk
Division Mission
Ethically serve the needs of the citizens of the community by facilitating all aspects of City elections in accordance with the City Charter, Municipal Code, California Elections Code and Political Reform Act.
Division Objectives
To develop and execute strategies to broaden outreach throughout the community to increase transparency and education.
To design and implement new City initiatives related to Measure N, which changed the method of elections from at-large to by-district voting for City Councilmembers, excluding the Mayor.
To increase voter registration in the City through effective community engagement programs such as citizens outreach.
Significant Accomplishments
• Successfully completed the November 2024 General Municipal Election in collaboration with the Assistant City Clerk’s Office, which encompassed four council district seats, the Chief of Police, the City Clerk, and one ballot measure.
Significant Objectives
• Continue to focus on election related efforts in FY 2025/26.
Budget Highlights
• The Proposed Budget includes a budget action to increase the FY 2026/27 elections budget to provide capacity for a potential City Charter amendment measure.
293
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y C LE R K’ S O F FI C E Elected City Clerk’s Office
1.00 FTEs
Elected City Clerk
1.00 City Clerk*
1.00 Total Elected City Clerk FTE
*City Clerk position shown as 1.0 FTE position
294
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y C LE R K’ S O F FI C E Budget Summary
FY 2023/24
Actual
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change %
FY 2026/27
Proposed
FY 2026/27
Change %
2314 Elections 25,718 485,356 71,331 (85.3%) 625,346 776.7% 25,718 485,356 71,331 (85.3%) 625,346 776.7%
25,718 485,356 71,331 (85.3%) 625,346 776.7%
FY 2023/24
Actual
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change %
FY 2026/27
Proposed
FY 2026/27
Change %
Dollars by Fund
General Fund 25,718 485,356 71,331 (85.3%) 625,346 776.7% Total by Fund 25,718 485,356 71,331 (85.3%) 625,346 776.7% Dollars by Category
Salary and Benefits
Salary 18,106 18,000 18,000 0.0% 18,000 0.0%
Retirement 7,349 6,295 6,343 0.8% 5,832 (8.1%)
Medicare 263 261 261 0.0% 261 0.0%
Total Salary and Benefits 25,718 24,556 24,604 0.2% 24,093 (2.1%) Non-Personnel
Materials/Services/Supplies 0 460,800 44,904 (90.3%) 599,402 1234.9% Interfund Services 0 0 1,823 N/A 1,851 1.5%
Total Non-Personnel 0 460,800 46,727 (89.9%) 601,253 1186.7% Total by Category 25,718 485,356 71,331 (85.3%) 625,346 776.7% Total Elected City Clerk Division
Total by Division / Program
Dollars by Division / Program
Elected City Clerk Division
295
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y C LE R K’ S O F FI C E Position Summary
FY 2023/24
Adopted
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change
FY 2026/27
Proposed
2314 Elections 1.00 1.00 1.00 0.00 1.00
1.00 1.00 1.00 0.00 1.00
1.00 1.00 1.00 0.00 1.00
FY 2023/24
Adopted
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change
FY 2026/27
Proposed
Positions by Fund
General Fund 1.00 1.00 1.00 0.00 1.00
Total by Fund 1.00 1.00 1.00 0.00 1.00
Position Classification
City Clerk 1.00 1.00 1.00 0.00 1.00
Total Positions 1.00 1.00 1.00 0.00 1.00
Positions by Division / Program
Elected City Clerk Division
Total Elected City Clerk Division
Total by Division / Program
296
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y C LE R K’ S O F FI C E Budget Reconciliation
Positions Expenditures
(All Funds)
Prior Year Budget 1.00 485,356
Salary and benefits adjustments 48
Net increase in materials, services and supplies 4,104
Net increase in internal service fund allocations 1,823 Elections costs (bi-annually) (420,000)
Total FY 2025/26 Base Budget Adjustments 0.00 (414,025) Total FY 2025/26 Base Budget 1.00 71,331
Total FY 2025/26 Proposed Budget 1.00 71,331
Salary and benefits adjustments (511)
Elections costs (bi-annually) 453,600
Net increase in materials, services and supplies 898
Net increase in internal service fund allocations 28
Total FY 2026/27 Base Budget Adjustments 0.00 454,015
Total FY 2026/27 Base Budget 1.00 525,346
FY 2026/27 Service Level Changes
Charter Amendment Elections (one-time) 100,000
Total Service Level Changes 0.00 100,000
Total FY 2026/27 Proposed Budget 1.00 625,346
Ongoing Cost Adjustments
FY 2025/26 Base Budget Adjustments
Ongoing Cost Adjustments
FY 2026/27 Base Budget Adjustments
297
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y C LE R K’ S O F FI C E Service Level Changes
FY 2025/26 FY 2026/27
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Charter Amendment Elections Budget 0.00 0 0 100,000 0
Program: 2314 – Elections
This proposal increases the election budget by $100,000 to support a potential Charter Amendment Measure for the FY 2026/27 election cycle.
Performance Impact
The City Clerk’s Office is anticipating no service delivery impact with this proposal.
Strategic Pillar: Manage Strategically Our Workforce Capacity and Resources 298
•
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y C LE R K’ S O F FI C E Performance and Workload Measures
Elected City Clerk Division
Performance Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Percent of Campaign Disclosure
Statements distributed 100% 100% 100% 100% 100% 100%
Workload Measures
Number of Campaign Disclosure
Statements processed 356 53 50 430 50 300
Number of elections held 1 1 1 1 1 1
299
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y C LE R K’ S O F FI C E Assistant City Clerk’s Office Description
The Assistant City Clerk oversees the day-to-day operations of the City Clerk’s Office. The Office of the Assistant City Clerk processes the agendas for and attends all meetings of the Council and Authorities Concurrent and Stadium Authority meetings, maintains accurate and up-to-date records of the proceedings of those meetings, and makes those records open for public inspection. The office also processes and maintains copies of City contracts, ordinances, resolutions and other official documents. The Office of the Assistant City Clerk manages and compiles City records in accordance with the Records Retention Schedule and in response to Public Records Act requests. Additionally, the Office of the Assistant City Clerk administers campaign and disclosure laws, the Campaign Finance Ordinance, Regulation of Lobbying Activities program and the Calendars of Certain City Officials program. The office also administers oaths of affirmation pertaining to the affairs and business of the City and certifies copies of official records.
Divisions and Services
The Assistant City Clerk’s Office is organized under the City Clerk’s Office.
Assistant City Clerk
Division Mission
Maintain and ensure that all official records and documents are accessible to the public; ensure timely publication, posting and/or mailing of ordinances, resolutions, calendars of certain City Officials, lobbyist registration forms and semi-annual reports, and other notices; attend and keep an accurate record of Council meetings; and respond to all requests for information efficiently and courteously.
Division Objectives
To continue to work with all City departments to ensure accuracy of the Records Retention Schedules with emphasis on electronic records and historical and vital records.
To continue to work with the Information Technology Department and the City Attorney's Office to ensure integrity and compliance with the Records Retention Program, including updating the Records Retention Schedules.
To continue the records management software training for City staff and work with departments to inventory and classify records.
To continue to track agreements for all City departments to ensure that active agreements are readily available and inactive agreements are retained according to retention schedules.
300
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y C LE R K’ S O F FI C E Significant Accomplishments
• Supported all public meetings (Council, Stadium Authority, Boards, Commissions, and Committees) including hybrid Zoom and in-person meetings.
• Implemented and conducted the November 2024 General Municipal Election in collaboration with the City Clerk. • Continued collaboration with departments citywide to build and retain City records through Electronic Document Management system – Laserfiche.
• Collaborated with the City Manager’s Office, City Attorney’s Office, and Information Technology Department to implement a streamlined procedure for electronic processing of contracts and agreements – DocuSign.
Significant Objectives
• Implement and support enhanced functionality for the enterprise document management system as a citywide resource for records management, the use of forms, compatibility with mobile devices and other functionality as appropriate.
• Identify and focus on key elements of the enterprise document management systems that will enhance productivity and increase transparency through the public meeting process and access to information. Continue to provide prompt and thorough responses to requests for public records and to assure that all official records and document are accessible to the public.
• Collaborate with departments citywide to analyze and update the City’s records retention schedule to reflect changes in legal requirements, office practices, and the emergence of new record types.