OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2022-2023THE CITY OF SANTA CLARITA
THE CITY OF SANTA CLARITA
Annual Operating Budget
and
Capital Improvement Program
FY 2022 - 2023
LAURENE WESTE
MAYOR
JASON GIBBS
MAYOR PRO TEM
MARSHA MCLEAN
COUNCILWOMAN
BILL MIRANDA
COUNCILMEMBER
CAMERON SMYTH
COUNCILMEMBER
Presented by:
KENNETH W. STRIPLIN
CITY MANAGER
OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2022-2023THE CITY OF SANTA CLARITA
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THE CITY OF SANTA CLARITA
Table of Contents
MESSAGE FROM THE CITY MANAGER 6 • Budget at a Glance
COMMUNITY PROFILE 12 • Community Profile and Since Incorporation
• Location Map
• History
• Distinguished Awards
• Form of Government
• Commissions
• Approved Positions
• Philosophy
SC2025 ACTION ITEMS 42 USER’S GUIDE 52
• Budget & CIP Guide
• Annual Appropriations Limit
FISCAL POLICIES 58
SUMMARIES AND REVENUES 74
• Budget Summary
• Statement of Fund Balance
• Budget Revenues (3-year history)
• Successor Agency Statement of Fund Balance
• Successor Agency Revenues
CITY MANAGER’S OFFICE 98 • Budget Summary
• City Council
• City Manager Administration
• Communications
CITY ATTORNEY 102 • Budget Summary
• City Attorney
ADMINISTRATIVE SERVICES 104 • Budget Summary
• Administration
• Clerk and Contract Services
• Finance
• Technology Services
• Special Districts
NEIGHBORHOOD SERVICES 110 • Budget Summary
• Administration
• Environmental Services
• Parks
• Facilities Maintenance
• Parks Planning and Open Space
COMMUNITY DEVELOPMENT 116 • Budget Summary
• Administration
• Community Preservation
• Community Development Block Grant
• Planning
• Building and Safety
RECREATION AND COMMUNITY SERVICES 122 • Budget Summary
• Administration
• Recreation and Community Services
PUBLIC WORKS 126 • Budget Summary
• Administration
• Capital Improvement Projects
• Engineering Services
• General Services
• Traffic & Transportation Planning
HUMAN RESOURCES 132
• Budget Summary
• Administration
• Human Resources
• Risk Management
• Emergency Management
• Public Library
ECONOMIC DEVELOPMENT 138
• Budget Summary
• Administration
• Economic Development
• Arts and Events
• Transit
PUBLIC SAFETY 144
• Budget Summary
• Police Services
• Fire Protection
SUCCESSOR AGENCY 146
• Budget Summary
• Successor Agency
NON-DEPARTMENTAL 148
• Budget Summary
• Administration
CAPITAL IMPROVEMENT PROGRAM 150
• Table of Contents/Overview
• CIP Summaries
• Beautification & Landscaping
• Circulation
• Facilities & Buildings
• Maintenance
• Parks
• Resource Management & Conservation
• Streets & Bridges
• Trails & Transit
• Unfunded Projects
RESOLUTIONS 246
APPENDIX 278
OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2022-2023THE CITY OF SANTA CLARITA
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THE CITY OF SANTA CLARITA
June 28, 2022
DEAR HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL:
It is my pleasure to present the City of Santa Clarita’s Fiscal Y ear 2022-2023 Operating Budget and Capital Improvement Program. The annual budget is the spending plan that provides the necessary funding to deliver exceptional services to the residents and businesses of Santa Clarita. I am pleased to share that our City will again have a balanced budget for this next fiscal year.
STATE OF THE ECONOMY
The world economy bounced back strong in 2021 from the economic disruption created by the COVID-19 Pandemic; however, 2022 is starting to show signs of slowed growth and hints of a recession in the near term.
National Economy Outlook
At the beginning of this year, the consensus among economic experts was pointing toward continued growth into 2022 and beyond for the national economy. A few months later, inflation has now transitioned to a more uncontrolled state, raising the Consumer Price Index to 8.5 percent in March—the largest 12-month increase since 1981. As a result, the Federal Reserve Board has decided to increase interest rates more expeditiously now and into the near future in an attempt to control inflation. Estimates for national growth have been reduced to 3 percent, down from 4 percent estimated in January.
In regards to unemployment, we are not back to where we were pre-pandemic, but we have made significant progress.
At this time in 2019, I cited a 50-year record low unemployment rate for the U.S. at 3.5 percent. The unemployment rate skyrocketed to a peak of 14.7 percent in April 2020. The progress made in 2021 to reopen the economy has been positive, with the rate continuing to drop a full percent since that time, to 3.6 percent this past March. While the 3.6 percent unemployment figure seems positive when looking at payroll figures or the number of people employed—that number is 4 million less than pre-pandemic levels. Labor shortages will continue to be a major hindrance to recovery and has been cited as the number one concern for business leaders for 2022.
While we don’t have as much headwind this year when compared to 2021, there is still some uncertainty about how consumers will respond to policies and actions being planned by the federal government in the coming year.
Message from the
City Manager
OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2022-2023THE CITY OF SANTA CLARITA
Message from the City Manager
State of the City Budget
These economic challenges have had a major impact on the City’s Budget and operations during this last year. The City has faced significant labor shortages, supply chain issues, and increases in material costs. In terms of labor shortages, the City is simply unable to return to pre-pandemic levels of programming in some areas because there are simply not enough people to hire. A recent report by Fast Company mentions that there are currently 11 million jobs open in the nation and only 6 million people to fill them.
Unfortunately, the shortage in labor is having the biggest impact on the public sector. TIME published an article in April discussing the national challenges of hiring public employees. The article provided an example in Austin, Texas where they were forced to issue a boil alert to residents because there were too many vacant positions in their Austin Water Department. This trend is fueled by the mass retirements in the public sector experienced during the pandemic and transfers to the private sector with the inability to compete with higher salaries currently being offered. The article offered numerous examples across the country, similar to the boil alert in Austin, where operating with high levels of vacancies are now starting to create burnout among staff and severely impact services in communities. This will be a significant challenge for public sector employers and specifically in Santa Clarita as we have a large percentage of our workforce that will be eligible to retire within the next five years.
The tight labor market has not only challenged our organization on our programming front, but also on our contracted services. We are in a contract environment where we are receiving a very low number of bids for contracted work, bids with prices being quoted at double the anticipated cost, or even times with zero responses being received all caused by labor shortages. This will continue to be a challenge as we enter this next fiscal year and will have a real impact on our ability to successfully complete all the projects we have planned.
Alongside these labor challenges, we are also seeing significant increases to operational costs. Everything from the price of seed for our turf at parks to gas that powers our fleet of vehicles have doubled in price since before the Pandemic started. City staff have done a tremendous job trying to stretch resources to remain within the current year’s budget; however, this has been a struggle and I assume these challenges will continue into the next fiscal year. We are also used to lean practices where we do more with less while maintaining the highest level of services. But the extremely tight labor market, bottlenecks in supply chains, and rising costs are making that harder to achieve each day.
While there are many challenges in the current environment, the City is forecasting strong growth in our diversified revenue streams. With these positive estimates coupled with our AAA credit rating from Standard and Poor’s, emergency operating reserves and conservative, and proactive financial practices the City is positioned very well to continue providing exceptional services now and into the future to the residents of this community.
BUDGET PROCESS
For these reasons, the Fiscal Y ear 2022-2023 Budget is conservative and in alignment with the City Council’s budget philosophy, a historically successful approach in maintaining a balanced and responsible budget for Santa Clarita. The following philosophy has kept the organization strong during difficult economic times like these:
• Decisions made in good times are more important than the decisions made during bad times • Live below our means
• Run a lean organization
• Use conservative five-year projections
• Employ full-cost recovery when setting fees
• Diversify revenue
• Use one-time money only for one-time expenses
• When in doubt, contract out
The City Council’s long standing and conservative budget practices positions the City to continue to meet financial commitments, as well as provide quality services and programs that enhance the quality of life for the community.
THE CITY OF SANTA CLARITA
BUDGET PRIORITY
The Santa Clarita 2025 (SC2025) plan is a compilation of needs expressed by the community and City Council’s goals and priorities for the next five years. SC2025 is organized around the following seven “Quality of Life” themes:
1. Building and Creating Community
2. Community Engagement
3. Enhancing Economic Vitality
4. Community Beautification and Sustainability
5. Organizational Excellence
6. Public Safety
7. Sustaining Public Infrastructure
SC2025 will serve as a guide for the organization to prioritize resources, achieve milestones, and maintain our commitment to providing the best services and facilities the City can offer to our residents, both today and into the future. These financial recommendations are aligned with the SC2025 plan.
BUDGET OVERVIEW
Total Appropriations
The Fiscal Y ear 2022-2023 Budget totals $299.3 million. This includes funding for the Capital Improvement Program (CIP), personnel, the Successor Agency, operations and maintenance, and debt services. When compared to the last year’s adopted budget, this represents an overall increase of 21 percent, or $51.0 million.
Total Revenues
A significant part of the budget process is estimating revenues for the upcoming fiscal year. This process is critical, as budget appropriations are based on these projections. Several factors are considered to ensure accuracy in our projections, including the state of the economy, historical trends, population projections/growth, and inflationary factors. With this information, the City can best determine the revenues available for allocation. Additionally, the City utilizes long-range financial planning to ensure long-term solvency.
I am pleased to inform you that for Fiscal Y ear 2022-2023, total revenue meets total expenditure appropriations. For certain one-time capital projects, the fund balance is appropriated.
General Fund
The General Fund is vital to the operation of the City because it is comprised of the most flexible revenue the City Council can allocate toward any project or need within the community. The Fiscal Y ear 2022-2023 Budget is consistent with our practice of ensuring on-going revenues are greater than on-going expenditures.
General Fund Revenues
The City’s largest fund is the General Fund, representing $133 million in total revenues. The following revenue projections are compared to the adopted Fiscal Y ear 2021-2022 Budget:
• Sales Tax, typically one of the largest sources of General Fund revenue, is projected to increase 18.5 percent to $46.2 million.
• Property Tax is estimated to increase 8.3 percent to $44.4 million. • Development Revenues are projected to decrease 6.4 percent—coming off of three straight years of record setting development activity—to $9.1 million.
• Franchise Fees are projected to increase 4.2 percent to $9.0 million. • Transient Occupancy Tax (TOT) is projected to increase 50 percent—with new and existing hotels experiencing growth in activity as we emerge from the Pandemic—at $4.2 million.
OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2022-2023THE CITY OF SANTA CLARITA
Message from the City Manager
General Fund Expenditure Budget
The total General Fund expenditures include funding for operating departments, debt services, contingency, and transfers to other funds. For Fiscal Y ear 2022-2023, the General Fund appropriations total $132.7 million.
General Fund Operating Reserves
Reserves are a critical component of the budget because this funding source can be counted on in case of an emergency or unforeseen circumstance. The City has been very fortunate to be able to maintain a healthy reserve during slow economic times. It has been a long-standing goal of the City Council to reach a 20 percent General Fund Operating Reserve. I am very pleased that this goal was reached in Fiscal Y ear 2016-2017 and that we are able to again fund this reserve considering the current economic environment. For Fiscal Y ear 2022-2023, the City’s emergency operating reserve will total $19.8 million.
ADDITIONS TO THE OPERATING BUDGET
The Fiscal Y ear 2022-2023 Operating Budget provides the necessary resources to provide exceptional services for the benefit of our residents, businesses, and the newly annexed areas. Below is a summary of the most notable additions to the budget, organized according to the Santa Clarita 2025 Quality of Life themes:
Building and Creating Community:
• Canyon Country Community Center Operations and Maintenance: $463,530 • Central Park Buildout Operations and Maintenance: $558,876 • Full-Time Preschool Teachers: $107,655
Community Engagement:
• Increase in Event Production Budget: $119,000
• Redesign of the Santa Clarita Website: $100,000
• Replacement of Library Laptops and Kiosks: $54,605
• Y outh and Family Program Specialist: $22,744
• Equipment for Santa Clarita Public Television: $23,735 Enhancing Economic Vitality:
• Building and Safety Contractual Services: $500,000
• Tourism Project Technician: $58,906
Community Beautification and Sustainability:
• LMD Reserve Projects: $1,788,500
• Solid Waste Diversion Programs: $125,000
• Project Technician: $45,686
• North Los Angeles County Volunteer Center Contract: $20,000 Organizational Excellence:
• Three Full-Time Passport Acceptance Agents: $136,093
• Part-Time Staff in Human Resources: $88,913
• Project Technician in Administrative Services: $80,124 • Office Assistant in Capital Improvement Program: $48,399 • Office Assistant in Community Development: $66,582
• Part-Time Staff in Finance: $57,620
• Office Assistant in Recreation and Community Services: $34,077 • Increase in Clerk’s Office Budget (for City Hall Weddings): $24,465
THE CITY OF SANTA CLARITA
Sustaining Public Infrastructure:
• Increase to The Cube Operating Budget: $887,400
• Increase in Streetlight Electricity Budget: $232,000
• Increase to General Services Operating Budget: $170,000 • Increase to Traffic Division Operating Budget: $156,935 • Equipment Replacement and Repair and Transit Maintenance Facility: $118,360 • Project Development Coordinator in Special Districts: $35,336 • Part-Time Staff for Open Space Maintenance: $20,929
Public Safety:
• City Mobile Command Unit: $800,000
• Sheriff ’s Contract Adjustment: $417,370
• Security Camera Replacement: $93,000
• Speed Cushions on Santa Catarina Road: $70,000
• Cybersecurity Initiatives: $57,000
Asset Replacement
Another critical component of Sustaining Public Infrastructure is the vehicle and equipment replacement program.
When a vehicle or piece of equipment reaches a certain age and condition, it is no longer cost effective to maintain and impacts the ability to provide quality services and ongoing maintenance of the City. For Fiscal Y ear 2022-2023, this budget provides for:
• Replacement of seven transit buses: $5.2 million
• Replacement of seven vehicles and one piece of equipment: $605,000
CAPITAL IMPROVEMENT PROGRAM HIGHLIGHTS
The CIP budget continues to be an important part of the City’s overall budget as it includes prioritized projects such as parks, buildings, paseos, trails, and street improvements that enhance the quality of life for residents in our community.
I am recommending a CIP budget of $84.7 million—an 83 percent increase when compared to the current year’s adopted budget. Of the recommended amount, $10.4 million is for re-budgets or pending capital projects that were funded in previous years and need to be carried over to the new fiscal year.
Below is a summary of the most notable CIP projects for Fiscal Y ear 2022-2023:
Building and Creating Community:
• Design of the Sports Complex Buildout: $4.7 million
• Design of Via Princessa Park: $4.5 million
• Design and Construction of Haskell Canyon Blue Cloud Bike Park: $3.5 million • Design of David March Park: $1.8 million
• Construction of Sand Canyon Trail System: $1.2 million • Valencia Industrial Center Bike and Pedestrian Improvements: $775,082 • Design of Old Orchard Park: $300,000
Community Beautification and Sustainability:
• Design of Magic Mountain Parkway Beautification Improvements: $850,000 • Design of Newhall Gateway Beautification Improvements: $523,382 • Annual Reforestation Program: $175,000
• Plum Canyon Median Refurbishment: $162,650
OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2022-2023THE CITY OF SANTA CLARITA
Message from the City Manager
Enhancing Economic Vitality:
• Construction of Vista Canyon Bridge: $22 million
• Increase Citywide Fiber Optic Capacity: $3.5 million
• Facility Improvements at The Cube: $112,000
Public Safety:
• Pedestrian Safety Improvements: $379,388
• Annual Thermoplastic Lane Striping Program: $217,000
• Security Upgrades to Parks and Libraries: $168,000
Sustaining Public Infrastructure:
• Annual Overlay/Slurry Seal Program: $19 million
• Replacement of Bouquet Canyon Park Playground: $1.1 million • Annual Circulation Improvement Program: $1 million
• Design of Central Park Maintenance Y ard: $670,000
• Various Park Facilities Improvements and Repairs: $557,000 • Annual Bridge Maintenance and Painting: $540,000
• Annual Streets Concrete Rehab Program: $500,000
• Shade Structure and Gazebo at Pacific Crest Park: $494,000 • Annual Bridge Preventative Maintenance Program: $387,000 • Annual Trash Excluder Program: $300,000
• Sports Field Replacement at Heritage Park: $275,000
• Annual Park Concrete Rehab Program: $230,000
• Traffic Signal Battery Backup Installation: $135,000
• Rubber Playground Resurfacing at Newhall Park: $116,000 • Sport Court Resurfacing at Fair Oaks Park: $40,000
CONCLUSION
I would like to thank the City Council for their continued commitment to providing fiscally responsible leadership and direction. This commitment has resulted in significant achievements and financial stability for the City. Decades of smart, conservative financial planning by the City Council is the reason this organization has been able to respond through the COVID-19 Pandemic and emerge stronger. I would also like to thank all of the Commissioners and the City staff who, every day, commit themselves to maintaining the quality of life enjoyed by all Santa Clarita residents.
The budget development process each year is no easy task. I would like to thank and recognize each member of the Budget Team, including Frank Oviedo, Jerrid McKenna, Carmen Magaña, Kristi Hobrecker, Brittany Houston, Mary Ann Ruprecht, and Johanna Medrano for their work in preparing the Budget.
I would also like to recognize each of the department Budget Officers and the support staff who worked diligently to prepare the document now before you, including Vicky Delgado, Masis Hagobian, Tyler Pledger, Amy Seyerle, Tracy Sullivan, and Sarona Vivanco.
In addition, I would like to thank the Leadership Team as well as Shannon Pickett and Melody Bartlette for their work in preparing the Capital Improvement Program budget.
Finally, I would like to thank you for allowing me to play a role in achieving the goals of the City Council and the community. Thanks to the leadership of this City Council, I am confident that our organization will continue to be strongly positioned and prepared to make ongoing progress toward these important community goals and priorities.
Sincerely,
Kenneth W . Striplin
City Manager
THE CITY OF SANTA CLARITA
On December 15, 1987, the City of Santa Clarita
incorporated from Los Angeles County. Incorporation
brought the communities of Saugus, Newhall, Valencia,
and Canyon Country together to form what is the City of Santa Clarita.
By forming a City, Santa Clarita residents gained the
ability to keep locally-generated tax dollars right here in our community; helping to build new parks, trails, roads, bridges, sidewalks, street improvements, transportation amenities, neighborhood safety, high-quality recreation, and much more. Santa Clarita has a 100 percent
track record for a balanced, on-time budget, winning
numerous awards for fiscal responsibility, budgeting, and investing. The City also maintains a AAA Credit Rating
from Standard & Poor’s. This elite financial category
defines our organization as having an “extremely strong capacity to meet financial commitments. ”
The City of Santa Clarita has established an enviable
balance between quality of life and quality infrastructure and amenities. The City has a thriving economy, award
winning schools, and promotes a healthy lifestyle with
many leisure activities. The balance of quality living and smart growth is carefully maintained through long-term
planning, fiscal responsibility, community involvement, respect for the environment, and strong support for
business development.
Consistently named the “Most Business Friendly
City in Los Angeles County” by various agencies,
Santa Clarita continues to strive to create a business
friendly environment that encourages businesses to
locate or expand within the 70.87 square miles that
make up the City.
A premier location to move your family or business,
Santa Clarita boasts award-winning educational
facilities, over 100 miles of pristine trails, some of Los Angeles County’s largest master planned business parks
in addition to some of the State’s most coveted golf
courses, charming wine lounges, family and fine dining, impressive retail shopping, live music events, and a rich western heritage. Santa Clarita blends its small-town
charm with the sophistication of a larger urban center.
At an average of 1,300 feet above sea level, Santa Clarita enjoys a mild Southern California Mediterranean climate, making it ideal for business and residential, and outdoor activities. Summers are warm and dry in the 70° to 100° range. Winters in Santa Clarita are temperate and semi- moist, in the 40° to 60° range. Precipitation averages are measured at 15-18 inches between November and March.
Scenic Santa Clarita is just 20 minutes north of the
Burbank Bob Hope Airport and a short drive from
the hustle and bustle of Los Angeles. Located 35 miles
northwest of Los Angeles and 40 miles east of the Pacific Community Profile
and Since Incorporation
OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2022-2023THE CITY OF SANTA CLARITA
Community Profile
Ocean, Santa Clarita forms an inverted triangle with the San Gabriel and Santa Susanna mountain ranges. These
mountain ranges separate Santa Clarita from the San
Fernando Valley and the Los Angeles Basin to the south, and from the San Joaquin Valley, Mojave Desert, and
Angeles National Forest to the north.
Santa Clarita residents enjoy a distinctive way of life.
Residents value the City’s landscaped medians and trail system, well maintained roads, high quality schools,
and innovative recycling programs. In addition, the
City’s ideal location makes regional recreation and
economic opportunities possible. The community not
only enjoys numerous parks and recreation services and
facilities, but also outstanding Los Angeles County Fire and Sheriff ’s services, three libraries, highly responsive paramedic and ambulance services, and high levels of
local government services.
STATISTICS:
Population¹ 228,673
Size 70.87 sq. miles
Approximate Number
of Housing Units 78,586
Unemployment Rate² 4.6%
Median Household Income³ $100,932
¹provided by the US Census Bureau, 2020 American Community Survey ²provided by the Employment Development Dept. 3/2022
³provided by the US Census Bureau, 2020 American Community Survey
PUBLIC SAFETY
The City is making significant strides in crime
prevention, intervention, and enforcement based on the
partnerships forged with the local Sheriff ’s Station and the business community. As part of the Santa Clarita 2020 Plan, our goal to achieve the lowest crime rate in history was met in 2018 and we continue to retain the City’s
“safest city” designation.
The City’s Traffic Operation Center in City Hall allows real- time observation of traffic conditions throughout the City to respond quickly to traffic incidents and congestion.
In 2016, the City formed the Traffic Safety Team, which is comprised of City staff and Sheriff ’s Department
personnel, to develop an ongoing multifaceted Traffic
Safety Plan. The Plan was implemented in 2016 focusing
on the three E’s of traffic safety: Education, Enforcement and Engineering. Since the formation of the Team, the
City’s collision rate dropped by 50% in 2021—the lowest rate since tracking began in 2001.
The City’s Safe Routes to School program is part of the City’s Non-Motorized Plan. This program has resulted
in bicycle and pedestrian improvements at 29 local
elementary schools.
The award-winning Y outh Grove Memorial was
constructed and dedicated in 2006. Located in
Central Park, the Y outh Grove is the site of the annual remembrance event that is integrated in the Sheriff ’s
Department “Every 15 Minutes” Program.
The City established a Community Court diversion
program that continues to ensure petty offenders pay
restitution and perform community service here in
Santa Clarita.
The City offers multiple youth programs aimed at fostering civic responsibility and limiting exposure to drugs and violence. America’s Promise ranked Santa Clarita as one of the “100 Best Communities for Young People. ”
The Sheriff ’s Department administers the Juvenile
Intervention Team (J-Team) to keep drugs off the
streets of Santa Clarita, away from the schools, and out of the hands of our youth. A couple of years after its
inception, the City in collaboration with the Sheriff ’s Department and the J-Team, William S. Hart School
District, and the Los Angeles County Fifth District,
implemented the Drug Free Y outh in Santa Clarita
Valley (DFYinSCV). DFYinSCV is a voluntary drug
prevention education program that educates, empowers,
recognizes, and celebrates drug-free students. Students receive curriculum through school club meetings, agree
to be randomly drug tested throughout the year, and
participate in educational workshops, community service projects, and conferences.
THE CITY OF SANTA CLARITA
LIFE IN SANTA CLARITA
One of Southern California’s premier places to live,
Santa Clarita offers a distinctive blend of professional, cultural, educational, social and recreational
opportunities well-suited for any lifestyle.
Since the first census in 1990 was held after the City
incorporation, the population has increased from
110,000 to over 228,000 in 2020 making Santa Clarita
the third most populous City in Los Angeles County.
The total area of the city has also increased to 70.87 sq. miles. Included within each area are family-oriented
neighborhoods, apartments, condominiums, executive
estates, senior citizen complexes, and a wide array of
new and resale homes. Each community makes a special
contribution to the valley’s vitality and unique rural/ urban flavor. Santa Clarita’s successes are evident in
its residential neighborhoods, recreational attractions, business opportunities, cultural activities, and numerous commercial, educational, and health care centers.
As a result of businesses and industries moving into the area, residents can live, be entertained, and shop close to where they work, rather than commuting long distances.
Living in Santa Clarita can be as down-home and casual
as an expansive Sand Canyon Ranch, or as uptown and
stylish as a new home in master-planned Valencia.
To enhance the beauty of the community, the City has a
goal of planting a minimum of 500 trees per year.
Beautifying all arterial roadways in the City continues to be an extensive project. In 2020, new medians were
installed along Via Princessa from Whites Canyon Road
to Jason Drive. New curbs, turn pockets, and smart
irrigation controls were installed in these medians,
resulting in upgrades that are both aesthetically pleasing and help improve traffic flow throughout major corridors.
To conserve natural water resources, the City maintains approximately 700 smart irrigation controllers. These
devices provide greater water efficiency throughout
the more than 2,000 acres overseen by the Landscape
Maintenance District operation and have helped Santa
Clarita to save billions of gallons of water over the last eight years. In response to the prolonged Statewide
drought and the Governor’s executive order, the City
discontinued watering turf within medians in May 2015.
To further reduce the City’s overall use of water for
irrigation purposes, in 2016 Santa Clarita began a multi- year program to remove all remaining turf located
on our landscaped medians and, in its place, install
drought-tolerant landscape. Additionally, in Fiscal
Y ear 19-20, the City purchased and now maintains
the streetlight system, replacing all current lights with money saving LED technology.
OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2022-2023THE CITY OF SANTA CLARITA
Community Profile
Sustaining Public Infrastructure is one Quality of Life theme addressed in the City’s Santa Clarita 2020 and
2025 Strategic Plans. From 2015-2020, the City embarked upon or completed a number of infrastructure projects to support the needs of the community.
In January 2019, the City completed the widening of the Newhall Ranch Road Bridge between McBean Parkway
and Dickason Drive. A key portion of the Cross-Valley
Connector, the Newhall Ranch Road Bridge sees an
estimated 35,000 vehicles pass across it each day. The
bridge now offers four lanes for traffic in both directions, protective concrete barriers for pedestrians and cyclists, and an enhanced trail connection for users of the San
Francisquito Creek Trail underneath the bridge.
A new pedestrian bridge was built at the intersection of Sierra Highway and Golden Valley Road and opened to
the public in 2019. The pedestrian bridge protects those walking or cycling along one of the busiest stretches
of roadway in the Santa Clarita Valley. The bridge is
situated along a major walking route for students at
Golden Valley High School, allowing pedestrians to
safely and quickly cross Sierra Highway, particularly
during morning rush hour as cars head to the nearby
SR-14 on-ramp.
As part of Santa Clarita 2020, the City invested in the installation of public electric vehicle (EV) charging
stations to fulfill residents’ needs and prepare for
future automotive technology. EV charging stations are
available at 18 locations in Santa Clarita, including 9 that have now been installed at City facilities and parks.
The City has also developed a maintenance and
sustainability plan for parks, ensuring City facilities and equipment continue to be safe and serve the needs of
the public. New shade structures have been installed
at a number of City parks to protect users during hot
summer months, while playground equipment has been
replaced as necessary to enhance safety.
As part of the Vista Canyon development in Canyon
Country, the City has partnered with LA Metro and
Metrolink on the construction of the Vista Canyon
Multi-Modal Center, which will result in a new bus
transfer station for Santa Clarita Transit and the Santa Clarita Valley’s fourth Metrolink Station.
In 2011, the City dedicated the Fallen Warriors
Memorial Bridge, formally known as the Cross
Valley Connector Golden Valley Bridge. This bridge
commemorates Santa Clarita Valley residents from the
armed forces who lost their lives while serving in the
United States War on Terror. The Hometown Heroes
Military Banner Program was established in 2016 to
honor and recognize currently serving, active military
personnel from the Santa Clarita Valley.
Two Sister City relationships have been established
and continue to flourish with Sariaya, Philippines, and Tena, Ecuador. These relationships help the community
by encouraging cultural understanding about others
outside our community.
THE CITY OF SANTA CLARITA
EMPLOYMENT, WORKFORCE,
AND EDUCATION DEVELOPMENT
The City of Santa Clarita is home to over 7,024 businesses and nearly 78,762 jobs from diverse industries. The
majority of its establishments are within leisure and
hospitality, construction, retail, and professional and business services. The City’s largest employers include Princess Cruises, Henry Mayo Newhall Memorial
Hospital, Boston Scientific, Woodward HRT, Quest
Diagnostics, Scorpion Internet Marketing and Design,
and local school districts and colleges.
Santa Clarita maintains a highly supportive environment for businesses and has targeted its economic development efforts towards the expansion of the following industries:
Aerospace and Defense, Advanced Manufacturing,
Bioscience and Medical Devices, Digital Media and
Entertainment, Information Technology, and corporate
headquarters.
Consistent with the City’s business friendly approach,
the City of Santa Clarita assesses fewer fees and taxes than neighboring cities and unincorporated Los Angeles
County. Additionally, the City offers one-stop and
expedited permitting, electronic plan submission for
developers, and the deferral of certain permit-related
fees to encourage business development. Santa Clarita
was named “Most Business Friendly City” in Los Angeles
County by the Los Angeles Economic Development
Corporation in 2016 and by the Los Angeles County
Business Federation in 2018.
The award-winning Business Incubator opened in 2014
in partnership with the City, College of the Canyons, and the Small Business Development Center to facilitate and help launch and grow start-up companies. The Business
Incubator provides entrepreneurs in the creative and
technology fields with the essential tools needed for them to become successful and an opportunity to lease low cost office space in the City’s growing arts and entertainment district for up to three years.
Local business organizations like the Santa Clarita Valley Economic Development Corporation, the Santa Clarita
Valley Chamber of Commerce, the Valley Industry
Association, and the City, work together to provide a
variety of services and resources, making it easier to
conduct business in Santa Clarita.
Making it simple to do business in the City, the Permit Center on the first floor of City Hall continues to provide a centralized area for customers to obtain most permits needed for development. The online e-Permit system
gives residents and contractors the ability to apply for, process, pay for, and print specific permits online, 24 hours a day, seven days a week.
Santa Clarita is home to over 10 movie ranches, and
more than 40 sound stages. To ensure that Santa Clarita remains a thriving industry hub, the City developed its Film Office in 2002, which has consistently recorded
more than 1,300 location film days and issued over 500
film permits over the last several years. These totals
represent over nearly $30 million in annual economic
impact to the local community from location filming
alone. In addition, more than 6,000 residents are
employed by the entertainment industry.
The third largest labor force in Los Angeles County,
with more than 100,000 workers within the City limits,
also boasts a highly educated workforce. Over thirty-
six percent of the workforce possess a bachelor’s degree or higher and seventy-two percent have at least some
college. Santa Clarita’s quality employers, business-
friendly environment, and highly skilled workforce make Santa Clarita an ideal destination for business.
The California Department of Education, named 14
local elementary schools as 2016 Gold Ribbon Schools.
In 2017, Gold Ribbon School status was awarded to two
Junior High Schools and three High Schools. In 2019, two additional schools from within the William S. Hart Union High district were provided this distinguished award. The Gold Ribbon School status is given for the educational
quality of academic content and performance standards
adopted by the State Board of Education. Santa Clarita’s commitment to education is evident in strong academic
performance, passionate teachers, and community
dedication to education.
High school
graduate or
equivalent
Some college,
no degree
Associate’s
degree
Bachelor’s
degree
Graduate or
professional
degree
City of Santa Clarita - Educational Attainment
2020 American Community Survey Estimates
18%
25.3% 25%
10.4% 12.3%
OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2022-2023THE CITY OF SANTA CLARITA
Community Profile
TRANSPORTATION
The Santa Clarita Valley is part of a comprehensive
transportation network that includes local, commuter,
and dial-a-ride bus services.
The City is accessible via Highway 126, the Antelope
Valley (SR-14), and the Golden State (I-5) freeways.
The Southern Pacific Railroad has daily freight runs;
Amtrak, with stations in the adjacent San Fernando
Valley, provides regular daily passenger service to key cities. The ports of Los Angeles and Long Beach are 50
and 60 miles south of the valley, respectively. Ventura and its nearby ports are 40 freeway miles northwest of
the valley.
Santa Clarita has three Metrolink stations and is in the process of building a fourth station as part of transit- oriented development. One of the goals of this project
is to encourage visitors and residents to use public
transportation and other modes of transportation such
as walking or biking.
The Metrolink stations provide a link between the Santa Clarita Valley and the greater Los Angeles area, allowing residents to avoid the stress of everyday driving. Santa Clarita residents are also riding the award-winning
Santa Clarita Transit system which provides local,
commuter, and curb-to-curb Dial-A-Ride services for
residents and visitors. There are 11 local bus routes
with a 111-vehicle fleet that operates on renewable
compressed natural gas. In 2020 during the heart of the COVID pandemic, Santa Clarita Transit operated fast
and reliable service providing over 1.56 million trips to essential workers and residents throughout the region.
Santa Clarita Transit routes provide service to the City’s three Metrolink stations, major employment sites,
commercial centers, schools, and places of interest.
Seniors and persons with disabilities may choose to ride the local service or use the City’s Dial-A-Ride service operating seven days a week.
Residents commuting outside the Santa Clarita Valley
can board one of Transit’s Wi-Fi equipped buses
operating to Downtown Los Angeles, Century City,
Warner Center, and North Hollywood. TAP , Transit
Access Pass, is a secure form of fare media that offers balance protection in case of loss. Ridership continues to increase each year.
Over 50 state-of-the-art real-time tracking units have
been installed at Santa Clarita Transit bus stops to
provide real-time bus arrival information to those
locations. The City has also implemented a smart phone
application that provides the same real-time bus arrival information at a glance and allows customers to pay
fares using a smartphone.
The Transit Maintenance Facility (TMF) is the first
state-of-the-art “green” building the City of Santa
Clarita has built, and one of the first LEED certified
straw bale buildings in the world. The TMF was
designed and constructed using a variety of high
quality, environmentally sensitive strategies and
an unconventional use of materials. It provides a
cost-efficient facility which demonstrates the City’s
commitment to greener development and responsible
public policy. In 2008, the TMF was awarded the
Innovative Design of the Y ear award by the American
Public Works Association. In 2010, the City constructed new solar canopies and carports at the TMF , saving the City $135,000 a year in electricity costs by generating 97 percent of all electricity needed to power the facility.
The City of Santa Clarita Transit continues the
conversion of its diesel-powered commuter bus fleet
to compressed natural gas (CNG). To date, nearly all
of the City’s 30 commuter buses are powered by clean
burning and renewable CNG, with the balance of the
fleet powered by renewable diesel made from recycled
cooking, plant, and fish oils. The remaining diesel-
powered buses are scheduled for replacement as they
reach the end of their useful life.
THE CITY OF SANTA CLARITA
LOCAL RECREATIONAL OPPORTUNITIES
There is an abundance of California sunshine and a
plethora of activities for all ages in Santa Clarita. Home to Six Flags Magic Mountain and Six Flags Hurricane
Harbor, Santa Clarita boasts some of the Golden State’s most coveted golf courses, charming wine lounges,
family and fine dining, impressive retail shopping, live music events, and a rich western heritage.
Santa Clarita offers endless opportunities for outdoor
adventures, with over 100 miles of multi-use trails
available for hiking, mountain biking, and equestrian
treks at one of over a dozen open space areas in
the City. Rock climbing and hiking are available at
nearby Vasquez Rocks, Towsley Canyon, and Placerita
Canyon, in addition to boating, fishing, water skiing,
and swimming at Castaic Lake and Pyramid Lake.
HikeSantaClarita.com and BikeSantaClarita.com offer
information on outdoor opportunities in Santa Clarita
that are available for residents to explore.
Santa Clarita is friendly to cyclists of all skill levels.
Here, we’re dedicated to providing the infrastructure for a safe and fun bicycling experience. Enjoy a fast-paced ride or a leisurely jaunt with your friends and family.
There are miles of bicycle lanes, cycling trails, a bike park, and paseos to explore in Santa Clarita.
The City also produces an award-winning Seasons
magazine that is mailed quarterly to City residents so they may register for recreation programs, camps, and classes.
Placerita Nature Center is a 350-acre wildlife sanctuary that offers family nature walks and native live animal
presentations year-round. In the summer months,
residents can bring a blanket and enjoy Concerts in the Park at Central Park.
Just outside City limits, Castaic Lake offers a 9,300-acre park for fishing, boating, jet skiing, kayaking, swimming, mountain biking, and camping. The regional river trail
serves as the backbone of the trail system. Boating,
fishing, skiing, and swimming are available at Castaic
Lake, Lake Elizabeth, Lake Piru, and Lake Hughes.
Golf enthusiasts find the combination of scenic courses, warm weather, and open atmosphere in Santa Clarita
creates a great place to play golf. Y ou will find a variety of challenging golf courses such as Sand Canyon
Country Club, Valencia Country Club, Tournament
Players Club, and Vista Valencia.
Since the formation of the City’s Open Space
Preservation District (OSPD), the City has provided
financial resources resulting in the acquisition of over 13,000 acres of preserved open space, bringing those
lands into permanent public ownership. The OSPD
preserves natural land from development, creates a
greenbelt around the City, retains wildlife corridors,
and protects rare and biological and geological regions.
These lands provide valuable recreational opportunities, such as hiking, biking, and equestrian uses, right here in our community. Whether you are planning a family
hike with the kids or a more difficult climb, you will find your new favorite spot right here on our trails.
The City is home to 36 parks, which include the 60-acre Santa Clarita Sports Complex, home to the Trek Bike
Park of Santa Clarita, the Santa Clarita Skate Park, and the Aquatics Center. Our park system also includes the
Veterans Historical Plaza in Newhall.
In January 2020, the City renovated Canyon Country
Park and installed new, state-of-the-art inclusive
playground equipment. The Inclusive Play Area
is designed for residents of all ages and abilities to
play together in a fully accessible, sensory-friendly
environment. The Inclusive Play Area at Canyon Country
Park is the first of its kind in the Santa Clarita Valley.
OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2022-2023THE CITY OF SANTA CLARITA
Community Profile
In March 2022, the City opened Vista Canyon Park, the
36th park in Santa Clarita. The 11-acre park features a playground, three pickleball courts, two tennis courts, a basketball court, shaded seating areas, and the Mitchell River House for event reservations.
The City purchased the former Ice Station facility in
2020 and completely renovated and rebranded it as
The Cube - a space for ice sports and activities, special events, and more. The Cube opened to the public in
April 2021.
Central Park continues to be the hub of sports events
due to the expansion of its multi-use sports fields,
which includes softball fields, basketball courts, shaded viewing areas, a shaded workout area, and beautifully
landscaped parking areas. It’s also home to a dog
park, a cross country course, a disc-golf course, and a community garden.
A brand-new, state-of-the-art Canyon Country
Community Center opened to the public in October
2021. Canyon Country Community Center continues to
provide extensive and diverse recreational programming
for toddlers, youth, teens, adults, and seniors. In 2021 the Southern California Chapter of the American Public
Works Association awarded the BEST Award in the
Recreational and Athletic Facilities category for the
Canyon County Community Center.
The Newhall Community Center, which opened in
2006, has been instrumental in providing recreational
activities, youth after-school programming, and family
activities to the surrounding community.
The City operates the MAIN, a theatre and event space
on Main Street in Old Town Newhall. The MAIN offers
guests a wide variety of entertainment options, including live stage productions, stand-up comedy, and film
screenings, and can also be rented to local organizations for meetings and events. The lobby of The MAIN
contains one of the City’s free public art galleries as well.
The City of Santa Clarita assumed library services from Los Angeles County and established the Santa Clarita
Public Library in 2011. In 2012, the City opened the Old Town Newhall Library, providing a new 30,000 square
foot, two-story library with a children’s library, teen section, public use computers, and reading rooms. The
new library is LEED certified. In November 2013, the
Southern California Chapter of the American Public
Works Association awarded a Project of the Y ear Award
for the Old Town Newhall Library.
For the last few years, the City, in collaboration with Los Angeles County Fifth Supervisorial District and
Los Angeles County Parks and Recreation, has worked
to complete significant exterior improvements to
William S. Hart Regional Park in Old Town Newhall.
This includes the addition of decorative stucco walls,
wrought iron fencing, a pedestrian entrance to the park, and electronic signage promoting various programs and
events at the park and the community at large.
Santa Clarita’s strong western heritage is preserved
through the established Santa Clarita Cowboy Festival
in Old Town Newhall. Held in April of each year, this
award-winning celebration features the best in poetry,
music, and fine western art, bringing thousands of
visitors into the area.
The Santa Clarita Sports Complex (SCSC) opened in
December 1998, with two basketball courts and four
racquetball courts. The Aquatics Center at the SCSC
features an Olympic sized swimming pool, dive pool, and an activity pool with water play equipment and a 168-foot water slide. SCSC is also home to the City’s 40,000-square- foot skate park which opened in 2009. In 2002, the
Activities Center, now known as “The Centre” , opened with meeting rooms, classrooms, and a multi-use arena.
Also located at the Santa Clarita Sports Complex is
the Trek Bike Park of Santa Clarita, which opened in
September 2020. The bike park includes four singletrack trails for mountain biking, three pump tracks rated
for easy to difficult riding, and a non-sanctioned BMX
track featuring 1,200 feet of riding surface. The park is designed for riders of all ages and abilities.
The Recreation and Community Services department
has expanded its scope of programs offered to the
community, and now includes the popular Camp Clarita
summer youth camp, Primetime Preschool, Y outh and
Adult Sports leagues and programming, contract classes
through Seasons Magazine, and more.
The Events division in the Economic Development
department stages a variety of entertainment and enrichment events throughout the year, including the monthly SENSES Block Party on Main Street in Old Town Newhall.
The Y outh Arts Showcase in the spring is a free event
that gives students in Santa Clarita the opportunity to share their talents through performances and artistic
displays, while the Fine Craft Show each winter allows
residents to meet with local artists and purchase one-of- a-kind gifts and crafts.
In July and August, the Events team produces the free
Concerts in the Park series at Central Park, which is
attended by thousands of residents each week.
A pair of holiday events take place in winter each year – Light Up Main Street in November and Christmas
Tree Skate and Tree Lighting at the Cube in December.
Light Up Main Street sees thousands of residents visit
Old Town Newhall for the City’s official kick-off to the holiday season. At the Cube, residents enjoy spectacular holiday decorations and the opportunity to experience a quintessential winter activity.
THE CITY OF SANTA CLARITA
PUBLIC ENGAGEMENT
Santa Clarita strives to regularly engage and inform the public on decisions and actions that impact quality of
life in the community.
The Old Town Newhall Specific Plan (previously
known as the Downtown Newhall Specific Plan) was
adopted by the City Council with a goal to revitalize
Old Town Newhall by incorporating feedback from
residents, businesses, and community leaders.
As a direct result of the community’s input, this
area of our community is now a premier Arts and
Entertainment District, with some of the most unique
restaurants, retail shops, nightlife, special events, and entertainment opportunities.
In fact, the City actively engages the public in the
development of all master and strategic plans as this
feedback is critical in ensuring the final Plans meet
the needs and priorities of both Council and the
community.
As part of the City’s commitment to provide high
quality services and responsive local governance, the
City delivers a public opinion survey every two years to gauge residents’ satisfaction, priorities, and concerns as they relate to services and facilities provided by the City.
The feedback and information received is used to make
sound, strategic decisions in a variety of areas including service improvements and enhancements, measuring
and tracking internal performance, budgeting, policy,
planning, and community engagement.
Santa Clarita continues to recruit volunteers on
SantaClaritaVolunteers.com as a way to engage residents in the coordination and delivery of citywide events and programs. Volunteers can sign up to help with City
events including the River Rally, the Cowboy Festival,
Community Centers, and other locations where City
programs are conducted. Y ou can also go to this site
to find resources and information to ensure a safe and
rewarding experience for all.
The City’s Facebook, Instagram, TikTok, and Twitter
pages are updated several times each day and are linked to its popular website, www.santa-clarita.com. These
social media accounts reached milestones in connecting
with and informing the community, surpassing
34,000 followers on Facebook, 30,900 followers on
Instagram, 44,200 followers on Twitter, and more than
500 followers on TikTok. In 2021 the City joined the
emerging platform, TikTok, and is already receiving
thousands of likes and positive engagement.
Mobile applications available for download on iOS
and Android devices continue
to be very popular with our
residents and visitors alike.
These applications include
our Resident Service Center
(RSC), the City of
Santa Clarita mobile
application, which
provides general City
information; Hike
Santa Clarita, which
offers hiking, biking,
and equestrian trail
information; and the
Newhall Walking
Tour, which provides
information on historic
film, business and art
locations in the Newhall area.
OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2022-2023THE CITY OF SANTA CLARITA
Community Profile
THE CITY OF SANTA CLARITA
SANTA CLARITA’S HISTORY
Many generations have passed through this valley, each
leaving its own trace of history. The valley has been
home to Native Americans, explorers, soldiers, pioneers, farmers, ranchers, and shopkeepers.
Dating back to the year 450, the Tataviam tribe settled in a mountainous region, later named Santa Clara by
Spanish migrants. In conflict leading to revolution in
Mexico, Spanish soldiers fled to the Santa Clara region and named the region in honor of St. Clare. Later calling the local river “little” Santa Clara, the valley was then named accordingly, and took the name of Santa Clarita.
The first recorded discovery of gold in California
occurred in Santa Clarita six years prior to its discovery at Sutter’s Mill in Sacramento. As the story goes, in
1842, Juan Francisco de Gracia Lopez was napping
under a massive oak tree in Placerita Canyon, and
dreamt that he was surrounded by gold and became
very rich. Upon awakening, he picked a bunch of wild
onions growing nearby, and attached to the onion roots
were several small pieces of gold. This discovery greatly impacted further development, namely the Newhall
Pass, which was constructed for the transportation of
mining supplies.
Henry Mayo Newhall established what was then known
as the town of Newhall, and, in 1878, planted corn, flax, and alfalfa. This was the beginning of the Newhall Land and Farming Company. The 1870’s also brought about
the Southern Pacific Railroad. The Ironhorse, or so it
was named, laid its tracks across the valley, bringing
with it new towns and increased population. Saugus was
named after a small town in Massachusetts where Henry
Mayo Newhall was born.
Black Gold, a substance which oozed from the ground,
rarely served a purpose for the Indians. However, in 1875, the rivers of oil were diverted into the first commercially producing oil well in Pico Canyon. CSO 4, as it was
called, was operated by the forerunners of the Standard Oil Company, and had the distinction of being the oldest operating oil well in the world until capped in 1990.
The 1900’s brought prosperity and new businesses to
the valley, some of which remain today. For example,
Sterling Borax began production during that time
period, and the once-named “Saugus Station Eatery, ”
now called the Saugus Café, is still open for business
daily. Many businesses opened shop during this era,
including general stores, post offices, and churches.
This growing community, with its rich and diverse
surroundings of mountains, trees, and deserts, attracted Gene Autry and his western style television show. By
the early 1900’s, Hollywood studios were using the area’s rugged canyons as locations for filming their Westerns.
The new home for Melody Ranch was “Western” town,
renamed and used as the set for Gene Autry’s television show. William S. Hart, a prominent Hollywood film
star of the 1920’s, left his mark on the community by
Santa Clarita’s History
Many generations have passed through this
valley, each leaving its own trace of history.
The valley has been home to Native
Americans, explorers, soldiers, pioneers,
farmers, ranchers, and shopkeepers.
Dating back to the year 450, the Tataviam tribe
settled in a mountainous region, later named
Santa Clara by Spanish migrants. In conflict
leading to revolution in Mexico, Spanish
soldiers fled to the Santa Clara region and
named the region in honor of St. Clare. Later
calling the local river “little” Santa Clara, the
valley was then named accordingly, and took
the name of Santa Clarita.
The first recorded discovery of gold in
California occurred in Santa Clarita six years
prior to its discovery at Sutter’s Mill in
Sacramento. As the story goes, in 1842, Juan
Francisco de Gracia Lopez was napping under
a massive oak tree in Placerita Canyo n, and
dreamt that he was surrounded by gold and
became very rich. Upon awakening, he picked
a bunch of wild onions growing nearby, and
attached to the onion roots were several small
pieces of gold. This discovery greatly impacted
further development, namely the Newhall
Pass, which was constructed for the
transportation of mining supplies.
Henry Mayo Newhall established what was
then known as the town of Newhall, and, in
1878, planted corn, flax, and alfalfa. This was
the beginning of the Newhall Land and
Farming Company. The 1870’s also brought
about the Southern Pacific Railroad. The
Ironhorse, or so it was named, laid its tracks
across the valley, bringing with it new towns
and increased population. Saugus was named
after a small town in Massachusetts wh ere
Henry Mayo Newhall was born.
Newhall Train Depot – circa 1890
Black Gold, a substance which oozed from the
ground, rarely served a purpose for the
Indians. However, in 1875, the rivers of oil
were diverted into the first commercially
producing oil well in Pico Canyon. CSO 4, as it
was called, was operated by the forerunners of
the Standard Oil Company, and had the
distinction of being the oldest operating oil
well in the world until capped in 1990.
The 1900’s brought prosperity and new
businesses to the valley, some of which remain
today. For example, Sterling Borax began
production during that time period, and the
once-named “Saugus Station Eatery,” now
called the Saugus Café, is still open for business
daily. Many businesses opened shop during
this era, including general stores, post offices,
and churches.
Spruce Street – 1916 (Main Street)
This growing community, with its rich and
diverse surroundings of mountains, trees, and
deserts, attracted Gene Autry and his western
style television show. By the early 1900’s,
Hollywood studios were using the area's
rugged canyons as locations for filming their
Westerns. The new home for Melody Ranch
was “Western” town, renamed and used as the
set for Gene Autry’s television show. William S.
Hart, a pr ominent Hollywood film star of the
1920’s, left his mark on the community by
building his home here and,
Newhall Train Depot – circa 1890
Spruce Street – 1916 (Main Street)
Santa Clarita’s History
Many generations have passed through this
valley, each leaving its own trace of history.
The valley has been home to Native
Americans, explorers, soldiers, pioneers,
farmers, ranchers, and shopkeepers.
Dating back to the year 450, the Tataviam tribe
settled in a mountainous region, later named
Santa Clara by Spanish migrants. In conflict
leading to revolution in Mexico, Spanish
soldiers fled to the Santa Clara region and
named the region in honor of St. Clare. Later
calling the local river “little” Santa Clara, the
valley was then named accordingly, and took
the name of Santa Clarita.
The first recorded discovery of gold in
California occurred in Santa Clarita six years
prior to its discovery at Sutter’s Mill in
Sacramento. As the story goes, in 1842, Juan
Francisco de Gracia Lopez was napping under
a massive oak tree in Placerita Canyo n, and
dreamt that he was surrounded by gold and
became very rich. Upon awakening, he picked
a bunch of wild onions growing nearby, and
attached to the onion roots were several small
pieces of gold. This discovery greatly impacted
further development, namely the Newhall
Pass, which was constructed for the
transportation of mining supplies.
Henry Mayo Newhall established what was
then known as the town of Newhall, and, in
1878, planted corn, flax, and alfalfa. This was
the beginning of the Newhall Land and
Farming Company. The 1870’s also brought
about the Southern Pacific Railroad. The
Ironhorse, or so it was named, laid its tracks
across the valley, bringing with it new towns
and increased population. Saugus was named
after a small town in Massachusetts wh ere
Henry Mayo Newhall was born.
Newhall Train Depot – circa 1890
Black Gold, a substance which oozed from the
ground, rarely served a purpose for the
Indians. However, in 1875, the rivers of oil
were diverted into the first commercially
producing oil well in Pico Canyon. CSO 4, as it
was called, was operated by the forerunners of
the Standard Oil Company, and had the
distinction of being the oldest operating oil
well in the world until capped in 1990.
The 1900’s brought prosperity and new
businesses to the valley, some of which remain
today. For example, Sterling Borax began
production during that time period, and the
once-named “Saugus Station Eatery,” now
called the Saugus Café, is still open for business
daily. Many businesses opened shop during
this era, including general stores, post offices,
and churches.
Spruce Street – 1916 (Main Street)
This growing community, with its rich and
diverse surroundings of mountains, trees, and
deserts, attracted Gene Autry and his western
style television show. By the early 1900’s,
Hollywood studios were using the area's
rugged canyons as locations for filming their
Westerns. The new home for Melody Ranch
was “Western” town, renamed and used as the
set for Gene Autry’s television show. William S.
Hart, a pr ominent Hollywood film star of the
1920’s, left his mark on the community by
building his home here and,
OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2022-2023THE CITY OF SANTA CLARITA
Community Profile
building his home here and, upon his death, leaving it
to the County. The Hart Mansion provides tourists and
residents a chance to recapture the feelings of the old west and the beginnings of the western film business.
Today, the movie business has become one of the
leading industries in the area and is an important factor in its economic growth.
The Saugus Speedway, now used for a local swap
meet and as an arena for large public events, was once
the Baker-Hoot Gibson Rodeo Arena, which held
massive regional rodeos, drawing people from all
over southern California.
With the development of this growing community came
a need for the distribution of information, and thus
the Newhall Signal newspaper was founded by Edward
H. Brown. By the year 1940, Santa Clarita’s population
had reached 4,000. Six years later, the first high school in the William S. Hart District was dedicated. With the development of schools came the construction of tract
homes, the first being Rancho Santa Clarita.
In 1963, Canyon Country was founded and the first
celebration of Frontier Days took place. In demand
of all the new developments and residents, the Santa
Clarita National Bank opened its doors in 1965. The
community of Valencia was dedicated in 1967, and at
that time houses were selling for a mere $25,000.
Higher education opened its doors to the valley in
the late sixties and early seventies. College of the
Canyons and California Institute of the Arts, which
was incorporated by Walt Disney, were established and
serviced the needs of this growing community.
Magic Mountain opened in 1971, bringing in
thousands of tourists and giving the valley a significant landmark. Today, it is one of the largest amusement
parks in the country.
In 1975, Henry Mayo Newhall Memorial Hospital was
founded, as well as the Santa Clarita Valley Historical Foundation, which maintains and protects the rich
history of the valley.
In the 1980’s, “Santa Clarita” became a common term.
The eighties also brought a staggering increase in
population, bringing the total number of residents to
81,816. In 1985, the Chamber of Commerce instituted
a study on the economic feasibility of becoming an
incorporated city; two years later what is now the City of Santa Clarita was approved by the voters. In December
1987, the City of Santa Clarita was formed as the second largest incorporation within Los Angeles County, and
today we are the third largest city in the County.
It is evident that cityhood has helped transform Santa
Clarita. Our City offers a unique blend of urban
sophistication and small town charm, coupled with
rich historic elements, destination dining, signature
shopping and a variety of recreational programs and
open space that promote a healthy lifestyle and high
quality of life for residents.
upon his death, leaving it to the County. The
Hart Mansion provides tourists and residents
a chance to recapture the feelings of the old
west and the beginnings of the western film
business. Today, the movie business has
become one of the leading industries in the
area and is an important factor in its economic
growth.
The Saugus Speedway, now used for a local
swap meet and as an arena for large public
events, was once the Baker- Hoot Gibson
Rodeo Arena, which held massive regional
rodeos, drawing people from all over southern
California.
With the development of this growing
community came a need for the distribution of
information, and thus the Newhall Signal
newspaper was founded by Edward H. Brown.
By the year 1940, Santa Clarita’s population
had reached 4,000. Six years later, the first
high school in the William S. Hart District was
dedicated. With the development of schools
came the construction of tract homes, the first
being Rancho Santa Clarita.
In 1963, Canyon Country was founded and
the first celebration of Frontier Days took
place. In demand of all the new developments
and residents, the Santa Clarita National Bank
opened its doors in 1965. The community of
Valencia was dedicated in 1967, and at that
time houses were selling for a mere $25,000.
Higher education opened its doors to the
valley in the late sixties and early seventies.
College of the Canyons and California Institute
of the Arts, which was incorporated by Walt
Disney, were established and serviced the
needs of this growing community.
The picture below shows the construction of
Magic Mountain with the Santa Clarita Valley
in the background. Magic Mountain opened in
1971, bringing in thousands of tourists and
giving the valley a significant landmark. Today,
it is one of the largest amusement parks in the
country.
In 1975, Henry Mayo Newhall Memorial
Hospital was founded, as well as the Santa
Clarita Valley Historical Foundation, which
maintains and protects the rich history of the
valley.
In the 1980’s, “Santa Clarita” became a
common term. The eighties also brought a
staggering increase in population, bringing the
total number of residents to 81,816. In 1985,
the Chamber of Commerce instituted a study
on the economic feasibility of becoming an
incorporated city; two years later what is now
the City of Santa Clarita was approved by the
voters. In December 1987, the City of Santa
Clarita was formed as the second largest
incorporation within Los Angeles County, and
today we are the third largest city in the
County.
It is evident that cityhood has helped
transform Santa Clarita. Our City is an active
participant and an advocate for an
unparalleled lifest yle that includes top notch
schools, a wide variety of shopping and dining,
wide open spaces and healthy living.
Construction of Magic Mountain-circa 1971
THE CITY OF SANTA CLARITA
DISTINGUISHED AWARDS
The City of Santa Clarita’s commitment to excellence is reflected in the many awards that the City has won for its services and programs. Santa Clarita has been successful in winning a variety of international, national, state, and regional awards in a variety of categories, showcasing the City’s achievements and expertise in a positive way. In addition, the City of Santa Clarita is often recognized by organizations and websites for the City’s high quality of life.
HELEN PUTNAM AW ARDS
The Helen Putnam Awards are given by the League of California Cities for excellence and outstanding achievements for California’s 482 cities. These winning cities have made unique contributions to community residents and businesses which have resulted in lowered costs or more effective delivery of services. The City of Santa Clarita has won more awards than any other city in California.
AW ARDS OF EXCELLENCE
• 2020: Internal Administration, City of Santa Clarita Internship Program • 2020: Ruth Vreeland Award for Engaging Y outh in City Government, “I Found Sammy Clarita” • 2019: California Park and Recreation Society’s Award of Excellence for the Annual River Rally • 2018: Diversion Program, “Community Court”
• 2018: Santa Clarita Business Incubator
• 2017: Economic Development through the Arts, “Old Town Newhall Arts and Entertainment District Program” • 2017: Public Safety, “Heroin Kills”
• 2017: Internal Administration, “Employment Development Program” • 2017: Public Safety, “Special Needs Registry”
• 2015: Economic Development through the Arts, “Old Town Newhall Arts and Entertainment District” • 2014: Cities, Counties and Schools Partnership Intergovernmental Collaboration, “Drug Free Y outh in Town (DFYIT)” • 2013: Enhancing Public Trust, Ethics and Community Involvement, “City’s Granada Villa Neighborhood Committee”
• 2012: Enhancing Public Trust, Ethics and Community Involvement, “Neighborhood Services Team and Outreach Program”
• 2010: Housing Programs and Innovations, “Extreme Neighborhood Makeovers” • 2008: Community Services and Economic Development, “Santa Clarita’s Film and Tourism Programs for Secure City Revenue”
• 2007: Grand Prize for Internal Administration, “City’s Graffiti Tracking and Prevention Application” • 2007: Effective Advocacy for Intergovernmental Relations and Regional Corporation, “Newhall Community Center”
Distinguished Awards
OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2022-2023THE CITY OF SANTA CLARITA
Community Profile
CONGRESSIONAL RECOGNITION:
• 2019: Excellence Award for Three Oaks Project – 29-unit affordable housing development
HEALTHIEST CITY
• 2020: “Better Sports for Kids Quality Program Provider” designation from the National Alliance for Y outh Sports (NAYS) – 2nd consecutive year
• 2018: Named one of 15 healthiest places to travel by Expedia’s travel blog • 2018: Named one of the healthiest cities by Viewfinder • 2018: Santa Clarita was ranked one of the Healthiest Cities in California in the City and Community Health Profiles • 2017: Named, “10th Healthiest City” out of 150 American Cities by Wallethub.com • 2008: Clean Air Award for Model Community Achievements by the Air Quality Management District (AQMD)
HAPPIEST PLACES TO LIVE
• 2019: The Signal - “Best Live Entertainment” award
• 2019: Top 50 Happiest Cities in the United States by Wallethub.com • 2019: Top 20 Places to Raise a Family on the West Coast by SmartAsset • 2019: Ranked 24 out of 174 of the largest U.S. cities as the “Happiest Place to Live” by Wallethub.com • 2018: Ranked third in the nation by Pennygeeks as Best Place to Live in the United States • 2018: Named 22nd in Retail Sales out of 480 cities in California by the California Retail Survey. This is within the top five percent of cities in the state. Additionally, the City is one of only 42 cities with a retail market above $2 billion, higher than Beverly Hills, Burbank, and Pasadena. • 2017: Ranked 12 out of 150 of the largest U.S. cities as the “Happiest Place to Live” by Wallethub.com • 2016: Named “ America’s 20th Best City to Live” by 24/7 Wall St. • 2016: Most Business Friendly in Los Angeles County by Los Angeles Economic Development Corporation (LAEDC)
• 2016: Runner Friendly Community by the Road Runners Club of America • 2015: Bronze Level Bicycle Friendly Community Award for our extensive bike paths, trials and paseos • 2015: Best City to Retire in Southern California by the website, “Only in your State” • 2013: Named one of the top 100 Best Places to Live by Liveability.com • 2012: Rideshare Diamond Award from the Los Angeles County Metropolitan Transportation Authority for its Outstanding Marketing Program for “Bike to Work Day and Employee Rideshare Program”
SAFEST CITY TO LIVE
• 2022: Ranked 3rd Safest City in America by SmartAssest.com • 2019: Ranked 49 out of 101 for Safest City in America by SafeHome.org • 2019: Named Santa Clarita as one of the 50 Safest Cities in California by Safewise.com • 2019: Recognized by the California Emergency Services Association for the City’s Emergency Trails Locator System • 2018: Rated as Top 10 City in the nation for the lowest amount of property crime based on FBI crime reports by Reviews.org
• 2017: Named Santa Clarita one of the top 100 Safest Cities in America by National Council for Home Safety and Security
• 2017: Named Santa Clarita 3rd Safest City with a population over 200,000 by National Council for Home Safety and Security
• 2017: Ranked Santa Clarita as the 3rd Safest City in the America by Parenting.com • 2017: Named Santa Clarita as one of the 50 Safest Cities in California by Safewise.com
CITY OF THE FUTURE
• 2017-2018: Ranked Santa Clarita 4th out of more than 200 cities in the Small American City of the Future category by fDi American Cities of the Future
• 2015: Leadership in Energy and Environmental Design Gold Certificate for the Old Town Newhall Library and its effective and sustainable design features
• 2010: Top ranked municipalities in the nation by Center for Digital Government Technology • 2009: Top ranked municipalities in the nation by Center for Digital Government Technology
THE CITY OF SANTA CLARITA
THE BEACON AW ARD
The Beacon award recognizes local governments that have implemented voluntary sustainability efforts and have demonstrated lower use of energy, water and resources as a result. • 2018: Won Beacon Spotlight Award from the Institute for Local Government for Natural Gas Savings • 2016: Won for promoting sustainability practices and facilitating outreach efforts through our website and social media • 2016: Won Platinum Level for “Green Santa Clarita” website for promoting sustainable development and local leadership towards solving climate change
• 2011: Achieved “Silver Status” as a California Green Community for its commitment to sustainability
DISTRICT TRANSP ARENCY CERTIFICATE OF EXCELLENCE
The Special District Leadership Foundation (SDLF), an independent and non-profit organization formed to promote good governance and best practices among California’s special districts. • 2020: District Transparency Certificates of Excellence by the Special Districts Leadership Foundation (SDLF) • 2018: District Transparency Certificates of Excellence by the Special Districts Leadership Foundation (SDLF) • 2016: District Transparency Certificate of Excellence for our outstanding efforts to promote transparency and good governance Sports/Athletics Program
• 2016: Southern California Municipal Athletic Federation (SCMAF) presented the City of Santa Clarita with the Appreciation Award
• 2014: Innovative Sports Activity Award for “Y outh Sports and Healthy Families Festival Event” by the Southern California Municipal Athletic Federation (SCMAF)
• 2005: Best Public/Non-Profit Family Aquatic Center Award from the Aquatics International Magazine
AAA CREDIT RATING
AAA is the highest issuer credit rating assigned by Stand & Poor’s. A Global Ratings issue credit rating is a forward- looking opinion, a specific class of financial obligations, or a specific financial program. • 2020: Standard & Poor’s (S&P) affirmed the City’s Issuer Credit Rating of AAA. Santa Clarita is one of 44 cities (top nine percent) in California with a AAA credit rating since 2012.
TREE CITY USA
• 2021: Santa Clarita has won this award for 32 consecutive years • 2017: Reached Platinum level status for energy management which allows the City to qualify for bonus rebate funding with Southern California Edison
• 2016: Pinnacle Award for the “City’s Tourism Website” by the National Association of Government Web Professionals Community Energy Partnership Program
JERRY W ALKER COMMITMENT TO QUALITY SERVICE AW ARD
• 2019: Quality Service Award - Transit
INVESTMENT POLICY CERTIFICATE OF EXCELLENCE AW ARD
This award is given out by the Association of Public Treasurers of the United States and Canada to honor excellence in written investment policy.
• 2021: Santa Clarita won for the 27th consecutive year
GOVERNMENT FINANCE OFFICERS ASSOCIATION (GFOA)
GFOA ’s awards for Governmental Finance that recognizes innovative contributions to the practice of governmental finance that exemplify outstanding financial management. This is the highest form of recognition in the area of governmental accounting and financial reporting.
• 2021: Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers Association of the United States and Canada for its Comprehensive Annual Financial Report – 32nd consecutive year
INTERNATIONAL INSTITUTE OF MUNICIP AL CLERKS
• 2022: Program Excellence in Governance Award – City Hall Ceremonies OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2022-2023THE CITY OF SANTA CLARITA
Community Profile
NATIONAL INSTITUTE FOR PUBLIC PROCUREMENT (NPI)
NPI establishes a program designed to recognize organizational excellence in public procurement. These prestigious awards recognize organizations that demonstrate excellence by obtaining a high score based on standardized criteria.
• 2021: Achievement of Excellence in Procurement Award - 11th time the City has received this award
MUNICIP AL INFORMATION SYSTEMS ASSOCIATION OF CALIFORNIA (MISAC) • 2021: Quality I.T. Practices Award
AW ARD FOR CAREER EXCELLENCE IN MEMORY OF MARK E. KEANE This award presented by the International City/County Association (ICMA) recognizes an outstanding chief local government administrator who has fostered representative democracy by enhancing the effectiveness of local elected officials and by consistently initiating creative and successful programs. • 2021: Awarded to Santa Clarita City Manager, Kenneth W . Striplin
JOHN H, NAIM MEMORIAL AW ARD
This award presented by the League of California Cities recognizes an outstanding municipal assistant who has contributed significantly to his or her City government and to the advancement of the community as a whole. • 2021: Awarded to Santa Clarita Assistant City Manager, Frank Oviedo
NATIONAL RECREATION & P ARKS ASSOCIATION (NRP A)
• 2019: Innovation in Social Equity Award - Jakes Way Neighborhood Program
NATIONAL ASSOCIATION OF VOLUNTEER PROGRAMS IN LOCAL GOVERNMENT • 2021: Rising to Excellence Award - Volunteer Engagement Program
AMERICAN PUBLIC TRANSPORATION ASSOCIATION
• 2021: AdWheel Award for Best Special Event on COVD-19
LOS ANGELES ECONOMIC DEVELOPMENT CORPORATION
• 2021: Finalist for the Most Business-Friendly City Award
V ALLEY INDUSTRY ASSOCIATION (VIA)
• 2021: Business of the Y ear Award
CONSTRUCTION MANAGEMENT ASSOCIATION OF AMERICA (CMAA)
• 2019: Project Achievement Award for the 2017 - 2018 Annual Overlay and Slurry Seal Project
EMPLOYER OF THE YEAR AW ARD
• 2019: California Internship Work Experience Association - Public Works CALIFORNIA DEP ARTMENT OF TRANSPORTATION (Caltrans)
• 2021: Excellence in Transportation Award - Exclusive Pedestrian Crossing Cycle by Time of Day SAVE CALIFORNIA STREETS – OUTSTANDING LOCAL STREETS AND ROADS AW ARDS PROGRAM Presented by the County Engineers Association of California (CCEA) and League of California Cities (Cal Cities) • 2022: Local Streets and Roads – Safety/Intelligent Transportation Projects category, “Hydrogen Fuel Cell Technology”
THE CITY OF SANTA CLARITA
AMERICAN PUBLIC WORKS ASSOCIATION (APW A) SOUTHERN CALIFORNIA CHAPTER • 2021: Best Award in the Recreational & Athletic Facilities category, “Canyon Country Community Center” • 2021: Best Award in Buildings category, “Santa Clarita Sheriff ’s Station” • 2018: Outstanding Public Works Project of the Y ear, “Old Town Newhall Parking Structure” • 2018: Transportation Award, “Newhall Ranch Road Bridge Widening” • 2018: Best Environmental Project of the Y ear, “Heritage Trail from Gateway Ranch to Wildwood Canyon” • 2018: Creative and Innovative Award, “Enhancing Pedestrian Safety and Traffic Flow Through the Use of Electric Blank-Out Signs”
• 2017: Project of the Y ear, “Golden Valley Bridge Widening over State Route 14” • 2017: Best Environmental Project of the Y ear, “Open Space Trail Volunteer Program” • 2017: Top Ten Public Works Leaders of the Y ear Award - Director Robert Newman • 2014: Best Improvement for Public Safety for “Old Town Newhall Roundabout” • 2014: Project of the Y ear for “Old Town Newhall Roundabout” • 2013: Project of the Y ear, “Old Town Newhall Library” • 2012: Project of the Y ear, “Old Town Newhall Library” • 2010: Outstanding Project of the Y ear, “City’s Golden Valley Road Bridge” • 2009: Project of the Y ear for the completion of the “Magic Mountain Parkway/Interstate 5 On and Off Ramps and Intersection Expansion Project”
• 2009: Grand Prize for Best Economic Development program in the State of California for, “City’s Small Business Program”
• 2008: Grand Prize for Best Economic Development program in the state of California for, “City’s Film Program” • 2008: Grand Prize for Best Economic Development program in the state of California for, “City’s Tourism Program” • 2008: Innovative Design of the Y ear for, “City’s Transit Maintenance Facility”
CALIFORNIA ASSOCIATION OF PUBLIC INFORMATION OFFICIALS (CAPIO) CAPIO “Excellence in Communications” awards recognize the most creative and effective in the areas of communications and marketing campaigns, newsletter production, photography, special events, writing, website development, and video production.
EPIC AW ARD
• 2020: Graphic Design, “Sammy Stories”
• 2020: Writing, “Saugus Strong” Article
• 2020: Social Media – Best Use Overall, “Saugus Strong Tiles” • 2019: Preparedness/Public Safety Education, “Heads Up Traffic Safety Campaign” • 2018: Social Media/New Media, Large Population, “Sammy Clarita” • 2018: Crisis Communications/Public Safety Educational Campaign, “Heads Up” • 2017: Crisis Communications/Public Safety Educational Campaign, “Sand Canyon Fire Crisis Communications Efforts”
• 2016: Multi Y ear Strategic Planning and Execution for the City’s, “Road Resurfacing Project” • 2016: Special Event/Reoccurring for, “Light Up Main Street” • 2016: Most Creative/Dollar Stretcher for the City’s, “DIVERT Task Force” • 2015: Video Production Series, “State of the City Video” • 2015: Internal Newsletter, “City Call”
• 2014: Video Production Series, “State of the City Video” • 2013: Newsletter/Special Publication, “SEASONS Magazine” • 2013: Electronic Online Newsletter, “Hike Santa Clarita” • 2013: Marketing/Communications, “DUI Campaign”
• 2013: Crisis Communication, “Heroin Kills”
• 2013: Special Event, “Cowboy Festival”
• 2012: Electronic Video Production, “SENSES Public Service Announcement” • 2008: City’s Public Safety Program, “Pull to the Right” • 2008: City’s Website, “SCVSheriff.com”
OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2022-2023THE CITY OF SANTA CLARITA
Community Profile
AW ARD OF DISTINCTION
• 2019: In-House Communications or Marketing Plan, “Innovative SCV Campaign” • 2018: One-Time Special Event, Large Population, “Las Vegas Vigil” • 2016: eGovernment Services, “Road Resurfacing”
• 2015: “On the Job Series”
AW ARD OF MERIT
• 2016: External Publications for the City’s Quarterly Publication of SEASONS magazine • 2015: For “State of the City” videos
CITY-COUNTY COMMUNICATIONS AND MARKETING ASSOCIATION (3CMA) 3CMA is the nation’s premier network of local government communications. The “SA VVY” awards are presented for creative and successful programs for different divisions of Communication and Marketing.
COMMUNICATOR OF THE YEAR
• 2021: Awarded to Santa Clarita Communications Manager, Carrie Lujan
SAVVY AW ARDS
• 2021: Most Innovative Communications, “Santa Clarita Virtual State of the City” • 2021: Go Green Savvy award, “Recycle Hero”
• 2021: Best Use of Social Media Savvy, “Saugus Strong Tiles” • 2021: Silver Circle Graphic Design Art, “Sammy Stories- Meet Sammy Clarity” • 2021: Silver Circle Special Events One-Time Event, “Saugus Strong Vigil” • 2019: Award of Excellence for “Firefighters & Puppies - Best Campaign” • 2019: Savvy award for “Heads Up! PSA Teen Contest - Resident Participation” & “Stolen Collection - Most Innovative” • 2019: Silver Circle award for “State of the City Newsletter - Graphic Design” & “Heads Up! PSA ” • 2018: Award of Excellence, Graphic Design and Publication, “State of the City Newsletter” • 2018: Marketing Tools - Best Use of a Promotional Item, “I Found Sammy!” • 2018: Communications or Marketing Plan, “Heads Up”
• 2018: Silver Circle Award - Special Event/one Time Event, “Las Vegas Vigil” • 2017: Digital Interactive, “SantaClaritaArts.com”
• 2017: Most Innovative, “Drive.Focus.Live. ”
• 2016: One-Time Special Programming, “Virtual Video Tour” • 2015: Silver Circle Award, “On the Job Series
THE CITY OF SANTA CLARITA
Form of Government
The City of Santa Clarita is a General Law City operating under a Council-Manager form of government, with the City Council acting as the part-time legislative body of the City. Five members are elected to the City Council at large on a nonpartisan basis, with members serving four-year terms. Elections are staggered every two years, with the Coun- cil-appointed Mayor serving a one-year term and acting as presiding officer.
The City Council appoints a City Manager to be the Chief Administrative Officer responsible for the day-to-day oper- ations of the City. The City Manager’s duties include appointing Department Directors, who are then responsible for the day-to-day operations of the departments. Department Directors then have the task of hiring Division Managers and support staff members.
Also appointed by the City Council is the City Attorney, who is the legal advisor to the Council, Commissioners, and other City officials.
Assisting the City Council in serving the Santa Clarita communities are a variety of boards and commissions which address specific needs within their particular realm of responsibility. Each board and commission has the opportunity to be involved in a wide range of activities from reviewing City ordinances to recommending major revisions to City programs. Public meetings are held on a regular basis.
OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2022-2023THE CITY OF SANTA CLARITA
Community Profile
Commissions
COMMISSIONS
Susan Shapiro, Chair
April Scott-Goss, Vice-Chair
Patti Rasmussen
Andrea Vibe
Dr. Michael Millar
Jonathan Waymire, Chair
Skye Ostrom, Vice-Chair
Dianna Boone
Henry Rodriguez
Don Cruikshank
Lisa Eichman, Chair
Renee Berlin, Vice-Chair
Dr. Dennis Ostrom
Dan Masnada
Tim Burkhart
Arts Commission
The Arts Commission is a five-member commission appointed by the City Council to consider and advise the Council on arts-related issues such as public art, arts education, facilities, and other areas.
Parks, Recreation & Community Services Commission
The Parks, Recreation & Community Services Commission is a five-member commission appointed by the City Council to make recommendations to the Council on all matters pertaining to parks and public recreation.
Planning Commission
The Planning Commission is a five-member commission appointed by the City Council to consider and decide upon various applications for land use and land development in the City, including the implementation of the General Plan, Zoning Ordinance and other land use regulations, and recommendations on development applications.
THE CITY OF SANTA CLARITA
DEPARTMENT AND DIVISION 21/22 22/23
Administrative Services
Director of Administrative Services 1.00 1.00
Senior Management Analyst 1.00 1.00
Executive Administrative Assistant 1.00 1.00
Clerk and Contract Services
Clerk and Contract Services Manager 1.00 0.00
City Clerk 1.00 0.00
Purchasing / Risk Administrator 1.00 0.00
Administrative Analyst 1.00 0.00
Deputy City Clerk 1.00 0.00
Buyer 2.00 0.00
Project Technician 3.00 0.00
Mail Services Specialist 1.00 0.00
Administrative Assistant 1.00 0.00
Mail Clerk 3.00 0.00
Office Assistant 2.00 0.00
Finance
Finance Manager 1.00 1.00
Finance Administrator 1.00 1.00
Payroll Administrator 1.00 1.00
Senior Financial Analyst 1.00 1.00
Financial Analyst 4.00 4.00
Payroll Technician 1.00 1.00
Project Technician 2.00 2.00
General Accounting Specialist 2.00 2.00
Account Clerk 5.00 5.00
Information Services
Information Services Manager 0.00 1.00
Technology Services Manager 1.00 0.00
City Clerk 0.00 1.00
Senior Information Technology Analyst 3.00 3.00
Information Technology Analyst 5.00 5.00
Purchasing and Contracts Administrator 0.00 1.00 GIS Technician 1.00 1.00
Administrative Analyst 0.00 1.00
Information Technology Specialist 6.00 6.00
Deputy City Clerk 0.00 1.00
Buyer 0.00 2.00
Project Technician 0.00 3.00
Mail Services Specialist 0.00 1.00
Administrative Assistant 0.00 2.00
Program Specialist 1.00 0.00
Mail Clerk 0.00 3.00
Office Assistant 0.00 1.00
Approved Regular Full-Time Equivalent
Positions in the City by Departments
OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2022-2023THE CITY OF SANTA CLARITA
Community Profile
Special Districts
Special Districts Manager 0.00 1.00
Landscape Maintenance Administrator 0.00 1.00
Urban Forestry Administrator 0.00 1.00
Project Development Coordinator 0.00 4.00
Tree Specialist 0.00 2.00
Landscape Maintenance Specialist 0.00 4.00
Project Technician 0.00 1.00
Administrative Assistant 0.00 1.00
Program Specialist 0.00 1.00
Tree Trimmer 0.00 3.00
Full-Time Equivalent 55.00 72.00
City Manager’s Office
Administration
City Council Member 5.00 5.00
City Manager 1.00 1.00
Assistant City Manager 1.00 1.00
Assistant to the City Manager 1.00 1.00
Intergovernmental Relations Manager 1.00 0.00
Intergovernmental Relations Officer 0.00 1.00
Senior Management Analyst 1.00 1.00
Recreation and Community Services Supervisor 1.00 0.00 Administrative Analyst 1.00 1.00
Executive Office Administrator 1.00 1.00
Executive Administrative Assistant 1.00 1.00
Administrative Assistant 1.00 1.00
Office Assistant 1.00 1.00
Communications
Communications Manager 1.00 1.00
Communications Specialist 3.00 3.00
Graphic Artist 1.00 1.00
Administrative Assistant 1.00 1.00
Program Specialist 1.00 1.00
Human Resources
Human Resources Manager 1.00 0.00
Employee and Labor Relations Administrator 1.00 0.00
Senior Human Resources Analyst 1.00 0.00
Human Resources Analyst 1.50 0.00
Administrative Analyst 3.00 0.00
Human Resources Technician 1.00 0.00
Administrative Assistant 1.00 0.00
Full-Time Equivalent 32.50 22.00
THE CITY OF SANTA CLARITA
Community Development
Administration
Director of Community Development 1.00 1.00
Administrative Assistant 0.00 2.00
Senior Management Analyst 1.00 0.00
Executive Administrative Assistant 1.00 0.00
Building and Safety
City Building Official 0.00 1.00
Senior Engineer 0.00 2.00
Engineer 0.00 3.00
Assistant Engineer 0.00 1.00
Project Manager 0.00 1.00
Supervising Building Inspector 0.00 1.00
Project Development Coordinator 0.00 2.00
Senior Building Inspector 0.00 2.00
Permit Specialist 0.00 3.50
Administrative Assistant 0.00 1.00
Office Assistant 0.00 4.00
Building Inspector II 0.00 7.00
Community Preservation
Community Preservation Manager 1.00 1.00
Housing Program Administrator 1.00 0.00
Senior Code Enforcement Officer 2.00 2.00
Administrative Analyst 1.00 2.00
Graffiti Coordinator 1.00 1.00
Project Technician 1.00 1.00
Graffiti Specialist 1.00 1.00
Administrative Assistant 1.00 1.00
Graffiti Worker 3.00 3.00
Office Assistant 1.00 1.00
Code Enforcement Officer II 6.00 6.00
Economic Development
Economic Develop Associate 2.00 0.00
Administrative Analyst 3.00 0.00
Project Technician 3.00 0.00
Administrative Assistant 1.00 0.00
Program Specialist 1.00 0.00
Planning
Planning and Economic Development Manager 1.00 0.00
Planning Manager 1.00 1.00
Senior Planner 1.00 1.00
Associate Planner 6.00 6.00
Assistant Planner II 3.00 3.00
Assistant Planner I 1.00 1.00
Administrative Assistant 1.00 0.00
Office Assistant 0.00 1.00
Full-Time Equivalent 46.00 63.50
OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2022-2023THE CITY OF SANTA CLARITA
Community Profile
Economic Development
Administration
Director of Economic Development 0.00 1.00
Senior Management Analyst 0.00 1.00
Executive Administrative Assistant 0.00 1.00
Arts and Events
Arts and Special Events Manager 0.00 1.00
Arts and Special Events Admin 0.00 2.00
Arts and Special Events Supervisor 0.00 4.00
Arts and Special Events Coordinator 0.00 6.00
Recreation and Community Services Coordinator 0.00 2.00 Administrative Assistant 0.00 1.00
Office Assistant 0.00 1.00
Economic Development
Economic Development Associate 0.00 2.00
Administrative Analyst 0.00 3.00
Project Technician 0.00 4.00
Administrative Assistant 0.00 0.00
Permit Specialist 0.00 1.00
Transit
Transit Manager 0.00 1.00
Transit Coordinator 0.00 1.00
Administrative Analyst 0.00 4.00
Office Assistant 0.00 4.00
Full-Time Equivalent 0.00 40.00
Human Resources and Library Services
Administration
Director of Human Resources and Library Services 0.00 1.00 Administrative Assistant 0.00 1.00
Human Resources
Human Resources Manager 0.00 1.00
Employee and Labor Relations Administrator 0.00 1.00
Senior Human Resources Analyst 0.00 1.00
Human Resources Analyst 0.00 2.50
Recreation and Community Services Supervisor 0.00 1.00 Administrative Analyst 0.00 1.00
Human Resources Technician 0.00 3.00
Office Assistant 0.00 1.00
Library
City Librarian 0.00 1.00
Library Administrator 0.00 3.00
Senior Librarian 0.00 3.00
Librarian 0.00 15.00
Library Assistant 0.00 10.00
Office Assistant 0.00 3.00
Full-Time Equivalent 0.00 48.50
THE CITY OF SANTA CLARITA
Neighborhood Services
Administration
Director of Neighborhood Services 1.00 1.00
Senior Management Analyst 1.00 1.00
Executive Administrative Assistant 1.00 1.00
Environmental Services
Environmental Services Manager 1.00 1.00
Stormwater Compliance Administrator 1.00 1.00
Administrator 1.00 1.00
Project Development Coordinator 1.00 1.00
Administrative Analyst 1.00 1.00
Project Technician 2.00 2.50
Supervisor 0.00 1.00
Environmental Field Specialist 0.00 2.00
Street Maintenance Worker 0.00 6.00
Administrative Assistant 1.00 1.00
Facilities Maintenance
Administrator 0.00 1.00
Supervisor 0.00 4.00
General Maintenance Specialist 0.00 8.00
General Maintenance Worker 0.00 9.00
Library
City Librarian 1.00 0.00
Library Administrator 3.00 0.00
Senior Librarian 3.00 0.00
Librarian 15.00 0.00
Library Assistant 10.00 0.00
Parks
Parks Manager 1.00 1.00
Parks Administrator 2.00 2.00
Project Development Coordinator 1.00 1.00
Supervisor 7.00 4.00
Administrative Assistant 1.00 1.00
General Maintenance Specialist 3.00 0.00
General Maintenance Worker 5.00 0.00
Groundskeeper II 9.00 6.00
Groundskeeper I 16.00 15.00
Parks Planning / Open Space
Parks Planning and Open Space Manager 0.00 1.00
Acquisition Analyst 0.00 1.00
Administrator 0.00 1.00
Project Manager 0.00 2.00
Supervisor 0.00 1.00
Groundskeeper II 0.00 3.00
Groundskeeper I 0.00 3.00
OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2022-2023THE CITY OF SANTA CLARITA
Community Profile
Special Districts
Special Districts Manager 1.00 0.00
Landscape Maintenance Administrator 1.00 0.00
Urban Forestry Administrator 1.00 0.00
Project Development Coordinator 3.00 0.00
Tree Specialist 2.00 0.00
Landscape Maintenance Specialist 4.00 0.00
Administrative Assistant 1.60 0.00
Program Specialist 1.00 0.00
Tree Trimmer 3.00 0.00
Transit
Transit Manager 1.00 0.00
Transit Coordinator 1.00 0.00
Administrative Analyst 4.00 0.00
Office Assistant 4.00 0.00
Full-Time Equivalent 115.60 84.50
Public Works
Administration
Director of Public Works 1.00 1.00
City Engineer 1.00 1.00
Senior Management Analyst 1.00 1.00
Administrative Analyst 1.00 1.00
Executive Administrative Assistant 1.00 1.00
Office Assistant 1.00 1.00
Building and Safety
City Building Official 1.00 0.00
Senior Engineer 2.00 0.00
Engineer 3.00 0.00
Assistant Engineer 1.00 0.00
Project Manager 1.00 0.00
Supervising Building Inspector 1.00 0.00
Project Development Coordinator 2.00 0.00
Senior Building Inspector 2.00 0.00
Permit Specialist 3.50 0.00
Administrative Assistant 1.00 0.00
Office Specialist 1.00 0.00
Office Assistant 3.00 0.00
Building Inspector II 7.00 0.00
THE CITY OF SANTA CLARITA
CIP
Assistant City Engineer 1.00 1.00
Parks Planning and Open Space Manager 1.00 0.00
Senior Engineer 4.00 4.00
Environmental Administrator 1.00 1.00
Engineer 3.00 3.00
Administrator 1.00 1.00
Assistant Engineer 2.00 2.00
Project Manager 3.00 3.00
Project Development Coordinator 3.00 4.00
Supervising Public Works Inspector 1.00 1.00
Administrative Analyst 2.00 1.00
Administrative Assistant 1.00 1.00
Office Assistant 2.00 2.00
Public Works Inspector 3.00 3.00
Engineering Services
Assistant City Engineer 1.00 1.00
Senior Engineer 2.00 2.00
Engineer 2.00 2.00
Assistant Engineer 1.00 1.00
Project Manager 1.00 1.00
Project Development Coordinator 2.00 2.00
Supervising Public Works Inspector 1.00 1.00
Engineering Technician 0.00 1.00
Permit Specialist 2.00 1.00
Administrative Assistant 1.00 1.00
Public Works Inspector 3.00 3.00
General Services
General Services Manager 1.00 1.00
Administrator 3.00 2.00
Supervising Vehicle Maintenance Mechanic 1.00 1.00
Environmental Field Specialist 2.00 0.00
Supervisor 6.00 3.00
Engineering Technician 1.00 0.00
Administrative Assistant 1.00 1.00
Office Assistant 0.00 1.00
Vehicle Maintenance Mechanic 3.00 3.00
Street Maintenance Worker 24.00 18.00
General Maintenance Specialist 3.00 0.00
General Maintenance Worker 4.00 0.00
Vehicle Maintenance Technician 1.00 1.00
Traffic
Assistant City Engineer 1.00 1.00
Senior Traffic Engineer 2.00 2.00
Traffic Signal System Administrator 1.00 1.00
Engineer 2.00 2.00
Senior Planner 1.00 1.00
Senior Project Manager 0.00 1.00
Trails and Bikeway Planning Administrator 1.00 0.00
Assistant Engineer 1.00 1.00
Transportation Planning Analyst 1.00 1.00
Project Development Coordinator 1.00 0.00
Traffic Signal Specialist 1.00 1.00
Engineering Technician 0.00 1.00
Traffic Signal Technician 1.00 1.00
Administrative Assistant 1.00 1.00
Full-Time Equivalent 142.50 94.00
OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2022-2023THE CITY OF SANTA CLARITA
Community Profile
Recreation and Community Services
Administration
Director of Recreation and Community Services 1.00 1.00 Senior Management Analyst 1.00 1.00
Acquisition Specialist 1.00 0.00
Administrative Analyst 1.00 0.00
Executive Administrative Assistant 1.00 1.00
Office Specialist 0.40 0.40
Office Assistant 0.50 1.00
Arts and Events
Arts and Special Events Manager 1.00 0.00
Arts and Special Events Administrator 2.00 0.00
Arts and Special Events Supervisor 5.00 0.00
Arts and Special Events Coordinator 6.00 0.00
Administrative Assistant 1.00 0.00
Program Specialist 3.00 0.00
Office Assistant 1.00 0.00
Recreation and Community Services
Recreation and Community Services Manager 1.00 1.00 Recreation and Community Services Administrator 3.00 3.00 Recreation and Community Services Supervisor 9.00 10.00 Recreation and Community Services Coordinator 18.00 16.00 Project Technician 1.00 1.00
Administrative Assistant 1.00 1.00
Program Specialist 5.00 9.00
Office Assistant 2.00 2.00
Preschool Teacher 2.60 4.00
Aquatics Specialist 2.00 2.00
Full-Time Equivalent 69.50 53.40
Total City Staff Full-Time Equivalent 461.10 477.90
THE CITY OF SANTA CLARITA
City Philosophy
OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2022-2023THE CITY OF SANTA CLARITA
Community Profile
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THE CITY OF SANTA CLARITA
OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2022-2023THE CITY OF SANTA CLARITA
SC2025 - Strategic Plan
PARKS & RECREATION
5-YEAR PLAN
SC 2025 ACTION ITEM
BUILDING AND CREATING COMMUNITY
YEAR 2 PERFORMANCE MEASURE
Complete construction of the Central Park Buildout Project by adding four new sports fields, additional parking, restroom, and an upgraded dog park.
Implement the Parks and Recreation 5-Year Plan.
Open and program the new Canyon Country Community Center.
Complete design and begin construction of Via Princessa Park.
Complete community outreach and open the Arts/Cultural and Veterans Center.
Complete the Master Plan for the Pioneer Oil Refinery Park.
Complete and place in service the Vista Canyon Metrolink Station.
As City Parks are improved or developed, expand accessibility by providing inclusive play elements.
Design and construct an inclusive playground on the west side of the City. • Complete the construction of the Central Park Buildout project. • Explore the feasibility of creating mobile applications that engage residents and promote City programs, events and park amenities.
• Increase access and opportunities for multigenerational recreational programming.
• Complete the design of the Roller Rink project located at the Santa Clarita Sports Complex.
• Track progress made within each focus area of the 5-Year Plan. • Expand upon current program offerings at the Canyon Country Community Center. • Complete the Via Princessa Park Master Plan and Access Studies and submit the Measure W funding application.
• Complete a Needs Assessment of arts, culture, and veteran’s issues. • Continue to coordinate specifics with the Developer leading up to the finalization of the Master Plan.
• Continue the construction of the Vista Canyon Metrolink Station. • Complete the construction of the universal playground at West Creek Park. • Construct West Creek Park Inclusive Playground, incorporate inclusive play elements into the playground design at Skyline Ranch Park, and work with Sauguas Union School District to finalize a Memorandum Of Understanding for the construction of an Inclusive Playground at Northbridge Park.
THE CITY OF SANTA CLARITA
SC 2025 ACTION ITEM
BUILDING AND CREATING COMMUNITY (Continued)
YEAR 2 PERFORMANCE MEASURE
Redesign the second phase of the Master Plan for the Santa Clarita Sports Complex expansion.
Complete construction of subsequent phases of the Sand Canyon Trail where right of way access is attainable.
Continue to implement traffic circulation upgrades to improve intersection safety and enhance traffic flow.
Complete design and begin construction of Dockweiler/13th Street.
Complete the design of Via Princessa Roadway between Isabella Parkway and Golden Valley Road.
Complete the Master Plan for the Saugus Recreation and Open Space property.
Install an automated traffic system to notify City staff of unforeseen traffic incidents and improve response time to mitigate traffic congestion along major corridors.
Implement the updated 2020 Non-Motorized Transportation Plan to create more opportunities for routine walking and biking throughout the City.
Partner with Family Promise SCV with the development of their transitional housing project on Newhall Avenue.
Partner with Bridge to Home with the development of the permanent homeless shelter project on Drayton Street.
Conduct feasibility study, design, and construct a second bike park in the community.
Conduct a comprehensive needs assessment and facility study for the Santa Clarita Public Library
Reevaluate and update the original development plan for David March Park.
Increase Open Space acreage and continue conservation efforts.
Pursue State of California Historical Designation for La Puerta, located in Elsmere Canyon, as well as recognition as a trail loop by the U.S.
Forest Service.
• Complete the Santa Clarita Sports Complex Master Plan Update. • Continue negotiations for outstanding easements for the Sand Canyon Trail and construct trail segments when easements are obtained. • Begin construction of Circulation Improvement Project Phase II. • Continue coordinating with Blackhall Studios on the Dockweiler and 13th Street railroad crossing plans and identify and negotiate necessary Right-of- Way acquisitions.
• Continue the design of Via Princessa Roadway, between Isabella Parkway and Golden Valley Road.
• Continue efforts to identify a new feasible location. • Evaluate performance in preparation of GIS Event server being integrated into the City’s network.
• Continue the design phase for the Saugus I: Bouquet Canyon Road to Central Park Trail project.
• Complete the design for the Newhall Area Bicycle Facility including the installation of a traffic signal and intersection improvements at Lyons Avenue and Walnut Street.
• Continue partnership with Family Promise SCV on the development of their transitional housing project on Newhall Avenue.
• Facilitate the commencement of construction of the permanent homelessness shelter at Drayton Street.
• Begin construction of a second bike park located at Haskell Canyon.
• Procure consultant services to begin the Needs Assessment and Facility Study.
• Finalize site amenity needs and concept plan for current recreational needs and park use trends and begin the park design process.
• Continue to increase City Open Space acreage through the acquisition of additional properties.
• Continue conservation efforts of City Open Space with an emphasis on revegetating native plant species.
• Research feasibility for the designation.
OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2022-2023THE CITY OF SANTA CLARITA
SC2025 - Strategic Plan
SC 2025 ACTION ITEM
COMMUNITY ENGAGEMENT
YEAR 2 PERFORMANCE MEASURE
Develop, produce, and support events that celebrate Santa Clarita’s diversity, including a signature event series at the new Canyon Country Community Center.
Update/Create a new City website that aims to increase accessibility and engagement.
Increase community engagement and service awareness through the relaunch of the “You’ve Got a Friend at City Hall” campaign and City Store.
Utilize new technology to enhance communication campaigns and outreach, and continue evolving and assessing social media platforms.
Facilitate the new Santa Clarita Human Relations Roundtable.
Research and consider a feasible location for a Santa Clarita Cultural Center.
Expand community programming specifically geared toward at-risk teens.
Analyze progress and create a status report for the Arts Master Plan so the plan will continue to serve as a guiding arts document through 2025.
Create a Library-based homeschooling program through partnerships and provide enhanced collections and resources to support homeschooling families.
Continue implementation of the Community Plan to Address Homelessness through facilitation of the Community Task Force.
Develop and launch a mobile library solution for disadvantaged communities, homebound residents, and students.
• Produce “”Celebrate”” Cultural Series at the new Canyon Country Community Center. • Produce Free to Be Me Music Festival.
• Produce the “”Scenes”” Cultural Music and “”Through the Lens”” Film Series at the MAIN.
• Evaluate options to streamline the way the City provides services online; inclusive of a website redesign, use of artificial intelligence, and enhanced customer engagement.
• Begin selling items and assess best product/quantity to carry in the City Store. • Launch the “You’ve Got a Friend at City Hall” campaign. • Continue to grow City social media presence and assess emerging platforms. • Execute Work Plan, which includes education, awareness and advocacy activities/events.
• Conduct feasibility study.
• Implement New Teen Experience Program.
• Launch the enhanced Reckless Driving Diversion Class. • Reintroduce external employment opportunities to the YES Program
ACTION ITEM IS COMPLETE
• Identify support materials for library collections, increase library awareness with targeted programming, and build collections of STEM materials to enhance homeschool science and technology lessons.
• Conduct a brainstorming session with current members of the Community Taskforce on Homelessness and develop a new, strategic plan to address homelessness in our communities.
• Identify vehicles in the City’s fleet that may be upgraded to meet the needs of the mobile library.
THE CITY OF SANTA CLARITA
SC 2025 ACTION ITEM
SUSTAINING PUBLIC INFRASTRUCTURE
YEAR 2 PERFORMANCE MEASURE
Continue efforts to preserve historic infrastructure and material.
Continue the Annual Overlay and Slurry Seal Program to ensure high- quality roadways.
Conduct a needs assessment and facility study for the City’s park facilities and the staff buildings/maintenance yard at Central Park and the Corporate Yard.
Rehabilitate older parks and recreation facilities to enhance internal operational efficiency and overall user experience.
Prepare updated reserve studies for all 60 financially independent Landscape Maintenance District local zones, as well as the Areawide zone and Streetlight Maintenance District.
Continue the Bridge Preventative Maintenance Program.
Continue sidewalk monitoring and maintenance to ensure safe paths of travel along City sidewalks and access ramps.
Implement a phased Bus Stop Improvement program focused on improving customer amenities, access to bus stops, sidewalks, ADA ramps, wayside signage, and the enhancement of lighting and displays.
Complete Copper Hill Bridge widening construction and trail improvements in conjunction with the Tesoro Highland Project. • Work with City staff and community partners to identify historical assets and determine preservation needs.
• Complete construction of the Fiscal Year 2021-22 Annual Overlay and Slurry Seal Program.
• Complete the design of the Fiscal Year 2021-22 Federal Overlay and Slurry Seal Program.
• Continue to identify staff needs and operational needs at the Central Park Maintenance Yard, implement feasible short-term action items and a long- term development plan for the Parks Maintenance Yard.
• Update the Park Asset Condition Report to determine amenity replacement/ rehabilitation needs, and forecast associated FY2023-24 budget requests. • Complete updated reserve studies for 15 LMD zones.
• Begin construction of the 2017/2018 Bridge Preventative Maintenance project. • Continue sidewalk inspection program to ensure backlog for sidewalk replacements extends for no more than one year.
• Design and update new bus stop signs at 700 bus stops. • Continue to support the developer with the bridge widening design submittals and plan review process.
OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2022-2023THE CITY OF SANTA CLARITA
SC2025 - Strategic Plan
SC 2025 ACTION ITEM
ENHANCING ECONOMIC VITALITY
YEAR 2 PERFORMANCE MEASURE
Collaborate with the Economic Development Corporation and Chamber of Commerce to attract businesses and jobs to Santa Clarita.
Attract new and retain existing opportunities for tourism in the City.
Complete the rehabilitation and rebranding of The Cube ice rink to generate tourism and large special events.
Develop a five-year plan to strategically expand the installation of fiber Citywide to support businesses.
Complete a comprehensive update of the Old Town Newhall Specific Plan.
Create a Town Center Specific Plan.
Attract new and retain existing opportunities for filming in the City.
Develop a plan to use Tourism Marketing District funding for capital improvements that would serve visitors to the City’s public facilities.
Develop a public/private partnership to address parking needs in Old Town Newhall.
Continue the administration of the COVID-19 response funding and advocate for additional resources through the duration of the economic recovery.
Research how to become a venue for the 2028 Olympics.
Create a Zen Garden as a tourist attraction.
• Continue to work with SCVEDC to bring new businesses and high quality jobs to Santa Clarita and retain existing businesses.
• Attract two large-scale events to promote tourism and increase economic benefit to the City and local businesses.
• Finalize a plan to begin hosting large special events at the Cube, and start implementation.
• Continue the pursuit of a Public-Private Partnership (P3) via direct discussions with interested partners.
• Adopt and implement a comprehensive update to the Old Town Newhall Specific Plan.
• Hire a consultant and begin the development of a Town Center Specific Plan. • Collaborate with new and expanding movie ranches and studios to help facilitate their growth.
• Develop a plan that uses TMD funding to facilitate large scale events at the Cube and other City facilities to promote the City as a tourist destination. • Pursue the future development of properties on Main Street to increase the amount of available public parking in Old Town Newhall. • Complete all reporting requirements and demonstrate full utilization of eligible expenditures under the American Rescue Plan Act of 2021 (ARPA) State and Local Fiscal Recovery Funds.
• Continue research and communication with the Olympic Committee and other past and present partners to find best practices for participating as a host for Olympic activities.
• Complete concept plans for a Zen Garden.
THE CITY OF SANTA CLARITA
SC 2025 ACTION ITEM
COMMUNITY BEAUTIFICATION AND SUSTAINABILITY
YEAR 2 PERFORMANCE MEASURE
Complete the inventory of the urban forest to document tree locations and conditions, and use inventory to assist with future urban forestry planning.
Continue the median beautification program, including the renovation of turf segments, replacement of antiquated irrigation systems, installation of water efficient plants, and potential construction of new landscaped medians.
Administer a robust Graffiti Removal Program that includes education, prevention, and enforcement components.
Complete energy efficiency and ultraviolet lighting upgrades to all City facilities.
Install trash capture devices to trap and prevent trash from entering storm drains and making its way into the Santa Clara River.
Work toward the stormwater infiltration requirements set forth in the Upper Santa Clara River Enhanced Watershed Management Program (EWMP).
Develop a Citywide neighborhood outreach, rehabilitation, and beautification program.
Ensure that 50% of all new bus purchases are zero emission.
Continue efforts to achieve the goal of 75% solid waste diversion through the implementation of various programs including increased organic waste diversion.
• Complete the documentation of 24,000 trees for addition to the inventory. • Finalize design and solicit construction bids for landscape median improvements along the segment of Rye Canyon Road between Ave. Stanford and Ave. Scott.
• Maintain service excellence through the removal of graffiti within 24 hours of being reported 99 percent of the time.
• Conduct a community event for Graffiti Day in October, while promoting the event through the year through community events and outreach efforts. • Participate in developing the preliminary scope and funding strategy for the Citywide Energy Efficiency Project and begin construction and implementation phase.
• Install 200 trash capture devices.
• Obtain approval of the revised EWMP with Regional Board, conceptually design project list in the revised EWMP , and work towards design of Via Princessa and Old Orchard Park Infiltration project implementation. • Conduct two neighborhood outreach events to increase community awareness and gain buy-in for a rehabilitation program. • In collaboration with other City departments and community partners, conduct one, one-day clean-up event in the east Newhall community and one in Canyon Country.
• Purchase two zero emission buses.
• Construct hydrogen fueling infrastructure in support of the City’s zero emission fleet.
• Complete the implementation of programs and responsibilities outlined in the long-term plan to comply with SB1383 requirements.
OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2022-2023THE CITY OF SANTA CLARITA
SC2025 - Strategic Plan
SC 2025 ACTION ITEM
ORGANIZATIONAL EXCELLENCE
YEAR 2 PERFORMANCE MEASURE
Deliver a customer service based training program for City contract service providers.
Explore opportunities for additional City-sponsored wellness initiatives, including celebrations and recognitions of staff and our contract partners for their contributions to the organization.
Transition to digital automation to streamline processes and enhance the resident service experience.
Expand flexible, online in-house learning through micro-learning.
Continue efforts in preventing large-scale mining in Soledad Canyon.
Ensure an acceptable alignment of the California High Speed Rail project.
Create and implement a post-pandemic program for the organization, focusing on employee engagement and motivation.
Annually review the City’ s Executive and Legislative Platform to further the interests of the City and employ an active advocacy program.
Maintain effective partnerships with Los Angeles County and the 5th District Supervisor to address changing priorities in the Santa Clarita Valley.
Continue the development and implementation of an organization-wide succession plan.
Review and evaluate the Santa Clarita 2025 Plan on an annual basis to ensure continued relevancy and address changing needs in the community.
• Launch new customer service trainings to specific to City contract service providers.
• Offer at least 8 innovative and relevant employee wellness initiatives. • Develop a web portal for community access to public records. • Begin the implementation of electronic records retention to enhance the application of the City’s Records and Information Management (RIM) Program.
• Incorporate microlearning into existing training programs in support of core and leadership competencies.
• Advocate for the prevention of large scale mining in Soledad Canyon. • Advocate for an alignment that is consistent with the City Council’s adopted position.
• Finalize post-pandemic report and present recommendations.
• Secure City Council adoption of Legislative and Executive Platform.
• Conduct monthly meetings with District staff on issues of mutual interest. • Conduct an annual joint public meeting between the City Council and Supervisor. • Present draft organization-wide succession plan document to Leadership Team • Explore development of organization-wide Individual Development Plan (IDP) initiative for Regular employees.
• Maintain processes for quarterly tracking, monitoring, and reporting on action items
THE CITY OF SANTA CLARITA
SC 2025 ACTION ITEM
PUBLIC SAFETY
YEAR 2 PERFORMANCE MEASURE
Continue to address crime trends through strategic operations to maintain record-low crime rates and the community’s “Safest City” designation.
Complete construction of the new Santa Clarita Valley (SCV) Sheriff’ s Station and successfully transition operation of the new facility.
Develop a comprehensive emergency preparedness plan that addresses both internal and external needs and trends such as active shooter training, earthquake preparedness, Emergency Operations Center activation, etc.
Conduct a facility and equipment needs assessment to improve and enhance emergency response efforts by the City to include new potential threats such as Public Safety Power Shutoff events.
Create an Emergency Response Stakeholder Group comprised of the City, Sheriff, and Fire and facilitate quarterly meetings.
Acquire a City Mobile Incident Command Post for increased situational awareness and effective communication with other agencies during emergencies.
Evaluate and apply for law enforcement grant funding opportunities to increase service capacity, improve technology, and target specific areas of crime.
Increase presence and engagement between the community and local law enforcement through social media outreach and by hosting at least four community events per year.
Develop and implement Crime Prevention Unit (CPU) priorities to encourage collaboration with other agencies and assist with complex issues in the community such as homelessness.
Complete a workload analysis to review resource allocations (units/ overhead) at the SCV Sheriff’s Station that adequately supports the growth of the community and the needs of the residents.
Procure and implement new technology, such as Automated License Plate Readers (ALPRs), into the SCV Sheriff’s Station operations to improve antiquated operations and increase efficiencies.
Continue facilitation of the Traffic Safety Team to maintain a record-low collision rate.
• Continue implementation of crime reduction campaigns that aim to reduce Part 1 crimes in the City.
ACTION ITEM IS COMPLETE
• Continue to implement City’s Approved Hazard Mitigation Plan and pursue funding for Hazard Mitigation Assistance Grants.
• Continue to implement and update City’s Internal Emergency Operations Plan. ”
• Complete installation of active shooter related upgrades/equipment at facilities. • Work with LA County Fire & Sheriff, and City staff to develop and implement evacuation zones that will be used in response to a variety of hazards (primarily wildfires).
• Work with County Fire to identify and apply for CAL FIRE Hazardous Fuel Reduction Grants for the City of Santa Clarita. ”
• Continue to meet on a quarterly basis and engage in multi-agency training throughout the year.
• Complete process for acquiring physical Mobile Command Unit.
• Review grant opportunities and eligibility requirements for law enforcement related grant funding opportunities.
• Pursue training opportunities to enhance community engagement and social media outreach.
• Coordinate and host four community events, annually.
• Conduct inter-agency meetings to develop CPU priorities to address complex public safety issues in the community.
• Collect units/overhead allocations for other contract cities and conduct a preliminary comparative analysis.
• Develop mapping tools to identify crime trends, including GTA, to plan and improve implementation of new public safety technology. • Develop a Local Roadway Safety Plan to identify countermeasures through the 5 E’s (engineering, enforcement, encouragement, education, and
OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2022-2023THE CITY OF SANTA CLARITA
SC2025 - Strategic Plan
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THE CITY OF SANTA CLARITA
User’s Guide
BUDGET AND CAPITAL IMPROVEMENT PROJECTS GUIDE
Purpose of an Annual Budget
The basic purpose of the City of Santa Clarita’s budget is to serve as a “blueprint” for providing City services and a working financial plan, as well as providing a communication tool for City residents, businesses, and employees. The document is specifically designed to give clear and accurate information to the community with respect to how its local government is organized and operates. The Capital Improvement Program (CIP) provides a comprehensive capital planning document and a context for future capital budget allocations.
The City of Santa Clarita’s Municipal Code requires the City Manager to present a balanced budget, in which ongoing revenues match or exceed ongoing expenditures, to the City Council each year. This document authorizes appropriations or eligible expenditures for the City’s fiscal year, which runs from July 1 to June 30 of the following year.
Budget & Capital Improvement Projects Preparation
The budget is prepared each year by the City Manager’s Office and the Administrative Services Department, in cooperation with other City departments and other agencies which receive public funds. The CIP is prepared each year by the Public Works Department, the City Manager’s Office, and the Administrative Services Department. The CIP preparation process has been integrated into the budget process.
In January of every year, each department is presented with a Budget Preparation Guide. The Finance Division provides estimated revenues for the coming year, as well as year-end projected revenues for the current fiscal year.
Department expenditure and CIP requests are prepared reflecting these projected revenue trends and estimates. In March, the departments then submit their proposed budgets and requests for the upcoming fiscal year to the City Manager. The review of the budget is the responsibility of the City’s Budget Team. In March and April, the Budget Team analyzes each individual budget and either approves, denies, or revises the requested funding amounts.
The final product becomes part of the draft, proposed Annual Budget and CIP document presented to the City Council.
The City Council has appointed a Council Budget Committee that meets during the budget process. Budget study sessions are conducted with the City Council and the Commissions in the months of February and May. Citizens have an opportunity to comment on the draft document during the public hearing in June. During the budget study session and the public participation period, the draft Annual Budget and CIP document may be revised or amended to reflect spending priorities that may differ from those presented in the draft document. The final Annual Budget, with the corresponding CIP Budget, is adopted by resolution of the City Council and takes effect on July 1. Once adopted, the City of Santa Clarita has a new operating budget and fiscal plan for the coming year, and a program for capital spending.
OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2022-2023THE CITY OF SANTA CLARITA
User’s Guide
The calendar below reflects the time-line and process for the planning and preparation of the Annual Budget and Capital Improvement Program Document:
Level of Control and Changes to Adopted Budget
From the effective date of the budget, the amounts stated as proposed expenditures become appropriations for the various City departments and capital improvement projects. These formal budgets are employed as a management control device during the year for the General Revenue Fund and all Special Revenue Funds. The City has prepared a line-item detail, which lists each account group within each of the three expenditure categories. This annual budget format is designed to provide a more comprehensive management and fiscal planning system to aid in the achievement of goals and objectives at the operational levels consistent with the City Council’s policies.
Additional expenditures for capital outlay items must be approved by the City Manager and City Council. Funds appropriated for salaries and benefits may not be expended for any other purpose without the approval of the City Manager or his designee. The City Manager or his designee may transfer funds within and between programs and departments.
Budgetary control, the level at which expenditures cannot legally exceed the appropriated amount, is exercised at the category level, with the exception of the Capital Improvement Program. The budgetary control for the Capital Improvement Program is at the program level. Generally, there are two types of budget transfers:
Budget Adjustment: This is a transfer that does not change the total appropriated amount within a fund and does not require Council action. Depending upon the budget category affected by the transfer, approval may be granted by the City Manager or his designee.
Department heads have discretion to reapportion funds between certain line-items within a program, but may not exceed the total appropriated amounts for each category.
Budget Amendment: This is an adjustment to the total appropriated amount within a fund which was not included in the original budget. These supplemental appropriations require formal action by the City Council.
Types of modifications can be categorized as follows:
• Unanticipated revenue, which was not projected in the budget, may be appropriated by Council for expenditure in the fiscal year received
• Prior year reserves or fund balances may be appropriated to fund items not previously included in the adopted budget. Reserves/fund balances exceeding minimum amounts required by administrative policies may be appropriated if it is determined to be in the best interest of the City. The City Council must also appropriate reserves in case of emergencies or unusual circumstances • Transfers between funds require formal action by the City Council Unexpended appropriations automatically lapse at the end of the fiscal year, and are included in the ending fund balance calculations within each fund.
BUDGET CALENDAR 2022-2023
January 10 Budget Kick-Off Meeting with Staff
January 31 City Council Budget Committee Meeting
February 1 Joint City Council/Planning, PRCS, and Arts Commissions Budget Study Session February 24 Final Proposed Budget Package Due to the City Manager March 17 Department Budget Discussions
March 28 Capital Improvement Budget Funding Meeting
May 3 Joint City Council/Planning, PRCS, and Arts Commissions Budget Study Session June 7 Presentation of Capital Improvement Program to Planning Commission June 14 Public Hearing for Budget and CIP
June 28 Adoption of Budget and CIP
THE CITY OF SANTA CLARITA
DOCUMENT ORGANIZATION
Introductory Sections
The first three sections of the annual budget document provide an introduction and overview of the Annual Budget and Capital Improvement Program (CIP) preparation process and contents.
The Message from the City Manager to the City Council outlines the key contents of the Fiscal Y ear Budget and the CIP .
The Community Profile section provides a variety of information about Santa Clarita, including demographics, City history, information about City Commissions, Volunteer Boards, and Committees, and other information designed to educate the reader about various facets of the organization.
This User’s Guide provides an introduction to the City of Santa Clarita’s budget process and an explanation of how to use this document.
Fiscal Policies and Summaries
The budget document includes the City’s fiscal policies, which establish the City’s framework for overall fiscal planning and management. The Summaries provide an easy-to-read overview of the City’s revenues and expenditures.
It is important to note that the City’s revenue estimates make assumptions based on actual experience and current knowledge of impending circumstances. Expenditure requests, in turn, reflect these assumed revenue trends.
Department Budget Sections
The next nine sections represent the main body of the annual budget. These sections contain an overview of each department, along with budget summaries. Each division within the department has a narrative page outlining the division or program purpose and primary activities.
Examples of a department program budget and a CIP project information sheet are on the following page.
OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2022-2023THE CITY OF SANTA CLARITA
User’s Guide
Organization Key: The first three numbers indicate the fund and last four numbers indicate the department and division or subdivision.
Object Code: The numbers indicate a specific line-item.
Appropriation: The amount appropriated for the fiscal year.
Category: The budget is divided into three categories: Personnel, Operations & Maintenance, and Capital Outlay. Each department is required to stay within the category level.
Bottom Line: Total appropriation for the budget program.
Capital Improvement
Program Sections
These sections contain detailed information about the capital improvement projects that the City plans to initiate over the next year.
Each project information sheet includes the project name, number and location (written and visual), a brief description of the project, a statement of justification, a breakdown of project costs by typical expenditure category, and a breakdown of project funding by source.
An example of a CIP project information sheet is on the following page.
Funding Source: General Fund
Account Number: 1001000
Personnel
500101 Regular Employees 134,708
501101 Health & Welfare 60,990
501102 Life Insurance 215
501103 Long-Term Disability Ins 535
501104 Medicare 2,978
501105 Worker’s Compensation 175
501106 PERS 7,320
501107 Deferred Compensation 4,060
501110 Supplemental Health 5,676
Total Personnel 216,657
Operations & Maintenance
510101 Publications & Subscriptions 200
510103 Office Supplies 600
511101 Special Supplies 6,000
513103 Telephone Utility 3,500
516102 Professional Services 2,400
517106 Cosponsorship 20,000
519101 Travel & Training 9,500
519104 Auto Allowance & Mileage 100
Total Operations & Maintenance 42,300
Total 2022-23 Budget 258,957
1 4
2 3
5 1
2 3
4 5
THE CITY OF SANTA CLARITA
Capital Project Information Guide: SAMPLE
Project Name: 2022-23 OVERLAY AND SLURRY SEAL PROGRAM Project Number: M0149
Project Location:
Citywide
Description: The annual Overlay and Slurry Seal Pro gram reflects the City's commitment to sound pavement management of the roadway infrastructure and will provide for overlaying and slurry sealing streets in need of attention. The City's Five -Year Major Streets Overlay and Slurry Plan identifies $22,900,000 is needed annually to maintain a 7 1 Pavement Condition Index (PCI) rating of the City's roadway infrastructure.
Justification: Each year, the City dedicates a substantial portion of its capital budget to the Annual Overlay and Slurry Seal Program. This annual project strives to maintain the quality and viability of the City's streets infrastructure and supports the Santa Clarita 2025 theme of Sustaining Public Infrastructure.
Project Status: Approved Department: Public Works Project Manager: Shannon Pickett Project Cost Estimate ($): Prior
Expend. Category: Years 2022-23 2023-24 2024-25 2025-26 2026-27 Total Environmental $ 0 0 0 0 0 0 0
Design/Plan Review 0 700,000 560,000 560,000 560,000 560,000 2,940,000 Right-Of-Way 0 0 0 0 0 0 0
Construction 0 18,300,000 22,340,000 22,340,000 22,340,000 22,340,000 107,660,000 Civic Art Project 0 0 0 0 0 0 0
Environmental Monitoring 0 0 0 0 0 0 0
Total Costs: $ 0 19,000,000 22,900,000 22,900,000 22,900,000 22,900,000 110,600,000 Project Funding: Prior
Funding Source: Years 2022-23 2023-24 2024-25 2025-26 2026-27 Total 260 - Prop C Local Return 0 5,000,000 0 0 0 0 5,000,000 264 - Measure R Local 0 4,271,730 0 0 0 0 4,271,730
266 - Measure M Local 0 4,131,286 0 0 0 0 4,131,286
267 - Senate Bill 1RMRA 0 5,596,984 0 0 0 0 5,596,984
0 0 0 0 0 0 0
Priority Unfunded 0 0 22,900,000 22,900,000 22,900,000 22,900,000 91,600,000 Total Costs: $ 0 19,000,000 22,900,000 22,900,000 22,900,000 22,900,000 110,600,000 Project Number: M0149 M = Categorical identification of capital project 0 = The area of the City in which the project is located 149 = The assigned project number
Category Abbreviations:
A=Arts
B=Beautification & Landscaping
C=Circulation
D=Disability
E= Emergency
F= Facilities & Buildings
M=Maintenance
P=Parks & Recreation
R=Resource Mgmt. & Conservation
S=Street & Bridges
T=Trails & Transit
Area:
0=Citywide
1=Valencia
2=Newhall
3=Canyon Country
4=Saugus
Project Cost Estimate ($): This area shows a detail of the costs of the project by year and expenditure category. Project Funding: This area shows the detail of the estimated costs of the project by year and by funding source.
OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2022-2023THE CITY OF SANTA CLARITA
User’s Guide
Annual Appropriations Limit
The Appropriations Limit, established by the State of California per Article XIIIB of the California State Constitution, sets a limit for the annual appropriations of tax proceeds for all municipalities.
Article XIIIB was recently amended by Proposition 111 to change the method of calculating the annual appropriations limit. Prior to Proposition 111, the annual appropriations limit was adjusted annually by the change in the cost of living or by the change in California per capita personal income, whichever was less, and by the percentage change in the population of the City.
Under the new guidelines set forth by Proposition 111, the annual appropriations limit will not exceed a base year adjusted by the change in population of the City or the County combined with either the change in California per capita personal income or the change in the local assessment roll, due to local nonresidential construction. Proposition 111 also changed the base year for all municipalities to 1986-87.
Starting with a base year limit of $47,350,022 for 1986-87 and increasing it to the 2022-2023 limits by using the guidelines set forth in Proposition 111, the calculation would be as follows:
2008-09 230,997,936 4.29% 9,909,811 240,907,747 .50% 1,204,539 242,112,286 2009-10 242,112,286 .62% 1,501,096 243,613,382 .64% 1,559,126 245,172,508 2010-11 245,172,508 (2.54%) (6,227,382) 238,945,126 .65% 1,553,143 240,498,270 2011-12 240,498,270 2.51% 6,036,507 246,534,776 .35% 862,872 247,397,648 2012-13 247,397,648 3.77% 9,326,891 256,724,539 .38% 975,553 257,700,093 2013-14 257,700,093 5.12% 13,194,245 270,894,338 15.44% 41,826,086 312,720,424 2014-15 312,720,424 (.23%) (719,257) 312,001,167 1.98% 6,177,623 318,178,790 2015-16 318,178,790 3.82% 12,154,430 330,333,220 1.91% 6,309,364 336,642,584 2016-17 336,642,584 5.37% 18,077,707 354,720,291 1.72% 6,101,189 360,821,480 2017-18 360,821,480 3.69% 13,314,313 374,135,792 2.97% 11,111,833 385,247,625 2018-19 385,247,625 3.67% 14,138,588 399,386,213 .58% 2,316,440 401,702,653 2019-20 401,702,653 3.85% 15,465,552 417,168,205 2.70% 11,263,542 428,431,747 2020-21 428,431,747 3.73% 15,980,504 444,412,251 .10% 444,412 444,856,663 2021-22 444,856,663 5.73% 25,490,287 470,346,950 .21% 987,729 471,334,679 2022-23 471,334,679 7.55% 35,585,768 506,920,447 .33% 1,672,837 508,593,284 Fiscal
Ye a r
Prior Y ear’s
Limit
Add Change in
Personal Income
Add Change in
Population
Appropriations
LimitNew Base
2011-12 2012-13 2013-14 2015-162014-15 2016-17 2017-18 2018-19 2019-20 2020-2 2021-22 2022-231 Millions
2008-09 2009-10 2010-11
480
460
440
420
400
380
360
340
320
300
280
260
240
220
200
180
160
140
120
100
80 60
40 20
0 540
520
500
Proceeds of TaxGann Appropriation Limit
THE CITY OF SANTA CLARITA
Fiscal Policies for
the City of Santa Clarita
Fiscal policies establish the framework for overall fiscal planning and management. The policies set forth guidelines for both current activities and long-range planning. The City’s Fiscal Policies shall be reviewed annually to assure the highest standards of fiscal management.
OVERALL GOALS
The overall financial goals underlying these financial policies are:
Fiscal Conservatism: To ensure that the City is at all times in a solid financial condition. This can be defined as:
• Cash solvency - ability to pay bills
• Budgetary solvency - ability to balance the budget
• Long-run solvency - ability to pay future costs
• Service-level solvency - ability to provide needed and desired services Flexibility: To ensure that the City is in a position to respond to changes in the economy or new service challenges without an undue amount of financial stress.
Adherence to the Highest Accounting and Management Practices: As set by the Government Finance Officers Association standards for financial reporting and budgeting, by the Governmental Accounting Standards Board and other professional standards.
I. CASH MANAGEMENT
A. Purpose
An investment policy has been approved by minute order and as a best practice, is reviewed annually by the City’s Investment Committee consisting of the City Manager, Assistant City Manager, and the City Treasurer. The investment policy provides guidelines on authorized investments and investment risk, for the prudent investment of temporary idle cash, and outlines the policies for maximizing the efficiency of the cash management system. The ultimate goal is to enhance the economic status of the City, while protecting its pooled cash.
B. Objective
The cash management system is designed to accurately monitor and forecast expenditures and revenues, thus enabling the City to invest funds to the fullest extent possible. The City attempts to obtain the highest possible yield, as long as investments meet the criteria established for safety and liquidity.
C. Policy
In order to maximize interest earnings, the City commingles the cash of all funds, except those funds held in trust for the City by various financial institutions in accordance with applicable trust agreements related to debt issues. Interest revenue derived from commingled cash is allocated monthly to the participating funds based on the relative cash balance of each fund.
D. Procedures
Criteria for selecting investments and the order of priority are:
1. Safety
The safety and risk associated with an investment refers to the potential loss of principal, interest, or a combination of these amounts. The City only operates in those investments that are considered very safe and are allowable under Government Code Section 53601.
2. Liquidity
This refers to the ability to “cash in” at any moment in time, with a minimal chance of losing some portion of principal or interest. Liquidity is an important investment quality, especially when the need for unexpected funds occasionally occurs.
3. Yield
This is the dollar earnings an investment instrument can provide, and sometimes is described as the rate of return.
OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2022-2023THE CITY OF SANTA CLARITA
Fiscal Policies
Planning and Budgeting
The City’s success in financial planning and budgeting is due to the City Council’s timeless and proven budget practices. Some of these practices include:
• The decisions made in the good times are more important than the decisions made during the bad times • Live below our means
• Run a lean organization
• Use conservative five-year projections
• Employ full-cost recovery when setting fees
• Diversify revenue
• Use one-time money only for one-time expenses
• When in doubt, contract out
Purpose of an Annual Budget
The City of Santa Clarita’s budget serves as a “blueprint” for providing City services, as a working financial plan and communication tool for City residents, businesses, and employees. The document is designed to give clear and accurate information to the community with respect to how its local government is organized and operates. The Capital Improvement Program provides a comprehensive capital planning document and a context for future capital budget allocations.
The City Manager presents a balanced budget in which ongoing revenues match or exceed ongoing expenditures, to the City Council each year. This document authorizes appropriations or eligible expenditures for the City’s fiscal year, which runs from July 1 to June 30 of the following year.
Budget & Capital Improvement Program (CIP) Preparation
The budget is prepared each year by the City Manager’s Office and the Department of Administrative Services, in cooperation with other City departments and other agencies which receive public funds. The CIP is prepared each year by the Public Works Department, the City Manager’s Office, and the Department of Administrative Services. The CIP preparation process has been integrated into the budget process.
Annually, in January, each department is presented with a Budget Preparation Guide. The Finance Division provides estimated revenues for the coming year and year-end projected revenues for the current fiscal year. Department expenditure and CIP requests are prepared reflecting these projected revenue trends and estimates. In March, the departments submit their proposed budgets and requests for the upcoming fiscal year to the City Manager. The budget requests are reviewed by the City’s Budget Team. In March and April, the City Manager analyzes the requested departmental budgets and either approves, denies, or revises the requested funding amounts.
The final product becomes the draft, proposed Annual Budget and CIP document presented to the City Council.
The City Council has appointed a Council Budget Subcommittee that meets during the budget process. Budget study sessions are conducted with the City Council and the Commissions in the months of February and May. Citizens have an opportunity to comment on the draft document during study sessions and at the public hearing in June. During the budget study session and the public participation period, the draft Annual Budget and CIP document may be revised or amended to reflect spending priorities that may differ from those presented in the draft document. The final Annual Budget, with the corresponding CIP , is adopted by resolution of the City Council and takes effect on July 1.
Once adopted, the City of Santa Clarita has a new operating budget and fiscal plan for the coming year, and a program for capital spending.
THE CITY OF SANTA CLARITA
Level of Control and Changes to Adopted Budget
From the effective date of the budget, the amounts stated as proposed expenditures become appropriations for the various City departments and capital improvement projects. These formal budgets are employed as a management control device during the year for all funds. The City has prepared a line-item detail, which lists each account group within each of the three expenditure categories (personnel, operations & maintenance, and capital outlay). This annual budget format is designed to provide a more comprehensive management and fiscal planning system to aid in the achievement of goals and objectives at the operational levels consistent with the City Council’s policies.
Funds appropriated for salaries and benefits may not be expended for any other purpose without the approval of the City Manager or designee. Within each fund, the City Manager or his designee may transfer funds within and between programs and departments.
Budgetary control, the level at which expenditures cannot legally exceed the appropriated amount, is exercised at the category level, with the exception of the CIP . The budgetary control for the CIP is at the program level. Generally, there are two types of budget transfers:
Budget Adjustment
This is a transfer that does not change the total appropriated amount within a fund. Approval may be granted by the City Manager or designee.
Department heads have discretion to reapportion funds between certain line-items within a program, but may not exceed the total appropriated amounts for each category.
Budget Amendment
This is an adjustment to the total appropriated amount within a fund which was not included in the original budget. These supplemental appropriations require formal approval by the City Council.
Types of modifications can be categorized as follows:
• Unanticipated revenue, which was not projected in the budget, may be appropriated by Council for expenditure in the fiscal year received.
• Prior year reserves or fund balances may be appropriated to fund items not previously included in the adopted budget. The appropriation of reserves in the case of emergencies or unusual circumstances requires approval by the City Council.
• Transfers between funds require formal approval by the City Council.
Unexpended appropriations automatically lapse at the end of the fiscal year, and are included in the ending fund balance calculations within each fund.
II. BUDGET POLICIES AND PROCEDURES
A. Policy
The City Manager shall submit a proposed budget to the City Council each year. It is the stated policy of the Council and City Manager that ongoing revenues match or exceed ongoing appropriations.
B. Budget Basis
The budgets of general government type funds (for example, the general fund itself, and gas tax funds) are prepared on a modified accrual basis. This means that obligations of the City are budgeted as expenses, but revenues are recognized only when measurable and available.
The Annual Comprehensive Financial Report (ACFR) shows the status of the City’s finances on the basis of “generally accepted accounting principles” (GAAP). In most cases, this conforms to the way the City prepares the budget. One exception is the treatment of compensated absences. Compensated absences, compensatory time and vacation leave, are treated slightly different in the budget than in the ACFR.
C. Budget Responsibility
The department heads are responsible for preparing their budget requests and department revenues in accordance with the guidelines provided by the City Manager and Budget Officer. The Department of Administrative Services provides cost experience data as required by City departments. The Department of Administrative Services prepares all other revenue, debt service, and reserve estimates.
OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2022-2023THE CITY OF SANTA CLARITA
Fiscal Policies
D. Budget Preparation
The process of developing the operating budget begins officially in January of each year. The budget preparation process provides the City Management an opportunity to examine programs, to propose changes in current services, to recommend revisions in organizations and methods, and to outline requirements for capital outlay items.
E. Operating Budget
Ongoing operating costs should be supported by ongoing, stable revenue sources. This protects the City from fluctuating service levels and avoids crises when one-time revenues are reduced or removed. Listed below are some corollaries to this policy.
• Funding of Ongoing Operating and Maintenance Costs
Funding of ongoing operating and maintenance costs, such as street resurfacing and trail maintenance, should be financed through recurring operating revenues. • Contingency Appropriation
Fund balances or contingency accounts should be used only for one-time expenditures, such as capital equipment and capital improvements. Each year’s budget may include a General Fund Contingency appropriation to cover one-time unforeseen expenditures or new projects initiated after a fiscal year has begun.
• Operating Reserve
General fund operating reserves are vital in building financial resiliency and are a critical component of the budget, as this funding source can be accessed in case of an emergency or unforeseen opportunity.
The current Council approved general fund operating reserve policy is a minimum of 20 percent of general fund operating expenditures as reflected in unassigned general fund balance in the City’s financial statements. As a best practice, the minimum 20 percent level will be periodically reviewed and adjustments will be made as needed to support the City’s General Obligation (GO) bond rating from Standard & Poor’s. • Funding of Other Post-Employment Benefits
Funding of other post-employment benefits will be based on an actuarially-accepted method to maintain a funded position. The extent of the City’s other post-employment benefits and its contribution to them will be adjusted annually as necessary to fund its actuarially-required contribution to accumulate assets to pay benefits when due. Furthermore, an irrevocable trust has been established in which said contributions are deposited and from which related expenses are paid.
• Funding of Annual Overlay and Slurry Program
At least $1 million of transportation related funding shall annually fund the annual overlay and slurry program.
• Fluctuating Federal Grants
Fluctuating federal grants should not be used to fund ongoing programs.
F. Revenue and Expenditure Forecasting
• Formal historic trend analysis will be performed and updated in preparation for the annual budget development and during the midyear budget review process.
• Ongoing analysis will be maintained to determine whether revenues or expenditures will deviate from their long- term trends over the next five years.
• Whenever necessary, independent revenue forecasting will be performed on major revenue sources, such as for sales tax and property tax revenue.
THE CITY OF SANTA CLARITA
G. Long-Term Financial Planning
• At a minimum, a long-term, multi-year financial plan including a five-year projection of general fund revenues and expenditures (i.e. the Five-Y ear General Fund Forecast), will be maintained in order to identify potential future issues and possible solutions.
• Revenue and expenditure decisions are to be made primarily from a long-term perspective and tied to impacts on operations.
• The goal is to maintain structural balance for all funds.
H. Revenue Policies
A diversified and stable revenue system will be maintained to ensure fiscal health and absorb short run fluctuations in any one revenue source. User fees for all operations will be examined and adjusted annually to ensure that fees cover the direct and indirect costs of service where appropriate.
Development fees for one-time capital expenditures attributed to new development will be reviewed annually to ensure that fees match development related expenditures.
All applicable fees will be reviewed and adjusted annually according to the Consumer Price Index (CPI) to maintain cost recovery levels.
I. Cost Allocation
The purpose of the City’s cost allocation from its Internal Service funds is to charge the departments for City resources that are being used by the individual departments and funds.
1. Self-Insurance Fund Allocation
The self-insurance fund is used to account for the cost of the City’s insurance premiums (such as general liability, property, and automobile insurance), as well as claims adjuster services and legal costs. Cost is allocated to each division using the exposure and budget methodology.
2. Equipment Replacement Allocation
The equipment replacement fund is used to account for the acquisition, depreciation, and replacement of City vehicles and large equipment. Consistent with the City’s Vehicle and Equipment Replacement Policy, charges to departments are calculated based on the annual depreciation for vehicles used by each department.
3. Computer Replacement Allocation
The computer replacement fund is used to account for the acquisition, depreciation, and replacement of computers and related equipment. Charges to departments are calculated based on the number of computer work stations supported by the Technology Services staff in each department.
J. Long-Term Capital Planning/Budget
The five-year CIP shall be prepared and updated each year. Although this plan may include “unfunded” projects that carry out the City’s strategic and general plans, it must also include a capital spending plan that identifies projects that can be completed with known funding sources, including cash reserves, future net operating revenues, grants, or debt, over the next five years. Each department must, when planning capital projects, estimate the project’s impact on the City’s operating budget.
Amendments to capital appropriations fall under the same guidelines as changes to the operating budget, with one exception: any project change exceeding the Council approved contingency must receive specific City Council approval. This approval can be made by motion rather than resolution, and may accompany a recommendation for award of bid, change order, or other Council action. While this approval is not a strict legal requirement, it serves to keep the Council informed on capital activity and funding, and ensures that revisions of project priorities are in line with Council expectations.
OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2022-2023THE CITY OF SANTA CLARITA
Fiscal Policies
K. Budget Review
During the budget review phase, the City Manager’s Office, in conjunction with the Department of Administrative Services, analyzes new positions, and operating and capital budget requests. This information is then compiled and presented to the City Manager. The Budget Team, comprised of the City Manager, Assistant City Manager, Assistant to the City Manager, , City Treasurer, Finance Manager, Human Resources Manager, Finance Administrator, and Management Analyst conduct meetings with each department to review their estimated expenditures for the current fiscal year and the proposed base-line requests and enhancements for the proposed budget year. At the completion of these meetings, the Department of Administrative Services again compiles all the financial data and presents the proposed budget to the City Manager for final review and budget preparation.
L. Budget Adoption
The City Manager presents, via publicly noticed study sessions, the budget to the City Council. A public hearing is held and, after modifications and revisions, the budget is adopted by resolution of the City Council.
M. Budget Implementation
A budgetary control system will be maintained to ensure compliance with the budget. The Department of Administrative Services is responsible for setting up the budget for tracking purposes, and is charged with ensuring fund availability during the year to cover expenditures and appropriations. Reports comparing the budget with expenditures are available on an ongoing basis, for review by the departments.
N. Budget Revision
The City Council approves total budgeted appropriations throughout the year. Actual expenditures may not exceed budgeted appropriations at the category level (e.g., Personnel, Operations & Maintenance and Capital Outlay). The City Manager or his designee is authorized to transfer budgeted amounts at the fund level. The City has the following programs accounted for through its governmental funds: general government; public safety; recreation and community services; community development; public works; neighborhood services; and capital expenditures. Use of unappropriated reserves must be specifically approved by the City Council.
The City Manager may approve any unused appropriations at the end of each fiscal year for capital projects, special projects, and grant programs, which shall be carried forward and become part of the budget for the ensuing fiscal year. All purchase order commitments outstanding at the end of the fiscal year may be continued and become part of next fiscal year’s budget.
III. DEBT MANAGEMENT POLICY
This Debt Management Policy sets forth certain debt management objectives for the City, and establishes overall parameters for issuing and administering the City’s debt, recognizing that cost-effective access to the capital markets depends on prudent management of the City’s debt program. The intent of the debt management policy, among other things, is to be in compliance with Senate Bill 1029 (SB 1029). The City is committed to financial planning, maintaining appropriate reserves levels and employing prudent practices in governance, management and budget administration. It is a policy goal of the City to protect taxpayers, ratepayers and constituents by utilizing conservative financing methods, debt levels and techniques so as to obtain the highest practical credit ratings (if applicable) and the lowest practical borrowing costs.
Debt Management Objectives
The purpose of this Debt Management Policy is to assist the City in pursuit of the following equally-important objectives:
• Minimize debt service and issuance costs;
• Maintain access to cost-effective borrowing;
• Ensure that the City’s debt is consistent with the City’s long-term goals and objectives and capital improvement program or budget, as applicable;
• Achieve the highest practical credit rating;
• Full and timely repayment of debt;
• Maintain full and complete financial disclosure and reporting; • Ensure compliance with applicable State and Federal laws; • Ensure that proceeds from a debt sale will be directed to the intended use; • Ensure appropriate reporting as required by State and Federal Laws.
THE CITY OF SANTA CLARITA
General Provisions
A. Scope of Application
These policies establish the parameters within which debt may be issued by the City of Santa Clarita and the City of Santa Clarita Public Financing Authority. Additionally, these policies apply to debt issued by the City on behalf of assessment, community facilities, or other special districts, and conduit-type financing by the City for industrial development projects or other public purposes.
Policy guidelines regulating the use of public financing mechanisms to finance public facilities supported by special taxes and assessments has been adopted by Resolution 05-119 “ A Resolution of the City of Santa Clarita, California, Approving Adoption of the Restated and Amended Local Public Agency Goals and Policies for Community Facilities Districts. ” Specifically, these guidelines address the City’s use of Communities Facilities Districts established pursuant to the Mello Roos Community Facilities Act of 1982, and special assessment districts established pursuant to the Improvement Act of 1911, the Municipal Improvement Act of 1913, and the Improvement Bond Act of 1915.
The City Council, as a member of Joint Powers Authorities shall take these policies into account when considering the issuance of Joint Powers Authority debt.
Supplemental policies, tailored to the specifics of certain types of financings, may be adopted by the City Council in the future. These supplemental policies may address, but are not limited to, the City’s general obligation, lease revenue, enterprise, and land-secured financings.
The City intends to issue debt for the purposes stated in this Debt Management Policy and to implement policy decisions incorporated in the City’s capital budget and the capital improvement plan. The City shall integrate its debt issuances with the goals of its capital improvement program by timing the issuance of debt and the level of debt issuance to ensure that projects are available when needed in furtherance of the City’s public purposes and to avoid having to make unplanned expenditures for capital improvements or equipment from its general fund.
B. Responsibility for Debt Management Activity
As delegated by the City Manager, the Department of Administrative Services shall be responsible for managing and coordinating all activities related to the issuance and administration of debt.
Departments implementing debt-financed capital programs will work in partnership with the Department of Administrative Services to provide information and otherwise facilitate the issuance and administration of debt.
1. Debt Management Policy Review and Approval
This policy shall be adopted by City Council resolution, and reviewed annually by the City Manager to ensure its consistency with respect to the City’s debt management objectives. Any modifications to this policy shall be forwarded to the City Council for approval by resolution.
2. Debt Administration Activities
Under the direction of the City Manager, the Department of Administrative Services is responsible for the City’s debt administration activities, particularly the use and investment of bond proceeds, compliance with bond covenants, continuing disclosure, reporting, and arbitrage compliance, which shall be centralized within the department.
C. Purposes for Which Debt May Be Issued
1. Long-term Borrowing
Long-term borrowing may be used to finance the acquisition or improvement of land, facilities, or equipment for which it is appropriate to spread these costs over more than one budget year. Long-term borrowing may also be used to fund capitalized interest, costs of issuance, required reserves, and any other financing-related costs which may be legally capitalized. The final maturity of long-term debt issued to finance capital project shall not exceed the economic or useful life of the project and, unless the City Council determines that extraordinary circumstances exist. Tax-exempt long-term borrowing shall not be used to fund City operating costs unless allowable under Federal Tax Law and the City has no other options. Taxable borrowing may be considered if the City receives a benefit from doing so.
OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2022-2023THE CITY OF SANTA CLARITA
Fiscal Policies
2. Short-term Borrowing
Short-term borrowing, such as commercial paper and lines of credit, will be considered as an interim source of funding in anticipation of long-term borrowing. Short-term debt may be issued for any purpose for which long- term debt may be issued, including capitalized interest and other financing-related costs. Prior to issuance of the short-term debt, a reliable revenue source shall be identified to secure repayment of the debt. The final maturity of short-term debt issued to finance the project shall be consistent with the economic or useful life of the project and, unless the City Council determines that extraordinary circumstances exist. Additionally, short-term borrowing may be considered if available cash is insufficient to meet short-term operating needs.
3. Refunding
Periodic reviews of outstanding debt will be undertaken to identify refunding opportunities. Refunding will be considered (within Federal tax law constraints) if and when there is a net economic benefit of the refunding.
In general, and consistent with industry standards, refundings which produce a net present value savings of at least three percent of the refunded debt will be considered economically viable provided the refunded debt is callable within 90 days. Refundings with negative savings will not be considered unless there is a compelling public policy objective that is accomplished by retiring the debt. Refundings which are non-economic may be undertaken to achieve City objectives relating to changes in covenants, call provisions, operational flexibility, tax status, issuer, or the debt service profile. The refunding of debt which is callable in more than 90 days (a taxable advance refunding) shall require net present value savings of greater than three percent and should be in the four percent to five percent range or higher, depending on the time to the call date. Refundings which produce a net present value savings of less than those identified above can be considered on a case-by-case basis.
D. Debt Issuance
1. Debt Capacity
The City will keep outstanding debt within the limits of any applicable law, and at levels consistent with its credit worthiness objectives. The City will strive to maintain a bond rating of AA or higher from the primary bond rating agencies on its general fund debt.
The City shall assess the impact of new debt issuance on the long-term affordability of all outstanding and planned debt issuance. Such analysis recognizes that the City has limited capacity for debt service in its budget, and that each newly issued financing will obligate the City to a series of payments until the bonds are repaid. The impact of proposed new debt will be reviewed together with the City’s five-year revenue and expense projections.
2. Types of Debt
In order to maximize the financial options available to benefit the public, it is the policy of the City to allow for the consideration of issuing all generally accepted types of debt, including, but not exclusive to the following:
General Obligation (GO) Bonds: General Obligation Bonds are suitable for use in the construction or acquisition of improvements to real property that benefit the public at large and are secured by an ad valorem tax on property. Examples of projects include public building, land acquisition, and public infrastructure improvements.
All GO bonds shall be authorized as required by State Law by the requisite number of voters in order to pass.
Special Revenue Bonds: Revenue Bonds are limited-liability obligations tied to a specific enterprise, sales taxes or special fund revenue stream where the projects financed clearly benefit or relate to the enterprise or are otherwise permissible uses of the special revenue. An example of projects in the City that would be financed by a Revenue Bond would be transit or parking improvements. Generally, no voter approval is required to issue this type of obligation, but in some cases the City must comply with Proposition 218 regarding rate adjustments.
Lease-Backed Debt/Certificates of Participation (Lease Revenue Bonds/COPs): Issuance of Lease-backed debt is a commonly used form of debt that allows a City to finance projects where the debt service is secured via a lease agreement and where the payments are budgeted in the annual budget appropriation by the City from the general fund. Lease-backed debt does not constitute indebtedness under the state or the City’s constitutional debt limit and does not require voter approval. Lease Revenue Bonds may be issued by the Public Financing Authority on behalf of the City. Examples of projects that could be financed include public buildings, equipment, open space or other land purchase, judgement against the City, and other projects allowed by law. The City may also enter into capital and operating leases.
THE CITY OF SANTA CLARITA
Special Assessment/Special District Debt: The City has approved a separate comprehensive land secured debt policy.
Under this policy the City will consider requests from developers for the use of debt financing secured by property- based assessments or special taxes in order to provide for necessary infrastructure for new development only under strict guidelines adopted by City Council, which may include minimum value-to-lien ratios and maximum tax burdens. Examples of this type of debt are Assessment Districts (ADs) and Community Facilities Districts (CFDs) or more commonly known as Mello-Roos Districts. In order to protect bondholders, as well as the City’s credit rating, the City will also comply with all State guidelines regarding the issuance of special district or special assessment debt, as well as Resolution No. 05-119. The City shall also be able to issue debt secured by the City’s landscape and lighting assessment districts and any other City wide or regional special assessment or special tax districts.
Tax Allocation Bonds: Tax Allocation Bonds are special obligations that are secured by the allocation of tax increment revenues that are generated by increased property taxes in the designated redevelopment area. Tax Allocation Bonds are not debt of the City. Due to changes in the law affecting California redevelopment agencies with the passage of ABX1 26 (as amended, the Dissolution Act) as codified in the California Health and Safety Code, the Redevelopment Agency of the City of Santa Clarita (RDA) was dissolved as of February 1, 2012, and its operations substantially eliminated but for the continuation of certain enforceable RDA obligations to be administered by the Successor Agency to the Redevelopment Agency of the City of Santa Clarita (Successor Agency). The Successor Agency may issue Tax Allocation Bonds to refinance outstanding obligations of the RDA, subject to limitations included in the Dissolution Act.
Private Activity Bonds: The City, if authorized under Federal Tax Law, may issue private activity bonds for housing, non-profit or not for profit health care or education or pollution control, manufacturing, and other projects provided the debt has a clear public purpose and is conduit debt with no city repayment obligation. The interest on the bonds can be exempt from Federal and State taxation. As a result, bonds provide below market financing for qualified projects.
Pension Bonds: The City may issue taxable pension bonds, if needed, to meet its pension obligation or OPEB requirements. This type of debt is to be secured by the City General Fund and only issued after independent study and evaluation by a qualified actuarial consultant the City’s municipal advisor, and bond counsel Capital Appreciation Bonds: Capital Appreciation Bonds (CABs) are deep discount bonds that pay investors the face value of the bond upon maturing. CABs are primarily used to better match a project’s cash flow to the bond’s debt service. The City’s use of CABs may be a market driven decision as determined by the City Treasurer and Municipal Advisor.
The City may from time to time find that other forms of debt would be beneficial to further its public purposes and may approve such debt without an amendment of this Debt Management Policy.
3. Credit Quality
The City seeks to obtain and maintain the highest possible credit ratings for all categories of short-and long-term debt and strive to maintain bond ratings of AA or better by Standard & Poor’s Financial Services LLC (Standard & Poor’s). The City will not issue bonds directly or on behalf of others, such as private activity bonds that do not carry investment grade ratings unless such bonds are privately placed with appropriate resale restrictions. The City will consider the public issuance of non-rated special assessment and community facilities bonds, but only upon recommendation of a municipal financial advisor and provided such bond sale meets the requirements of the City’s land secured debt policy.
OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2022-2023THE CITY OF SANTA CLARITA
Fiscal Policies
4. Structural Features
A. Debt Repayment
Debt will be structured for a period consistent with a fair allocation of costs to current and future beneficiaries of the financed capital project. The City shall structure its debt issues so that the maturity of the debt issue is consistent with the economic or useful life of the capital project to be financed. Consistent with Standard & Poor’s analytical characterization of ratios, annual debt service to be paid by the City General Fund shall not exceed eight percent of general fund expenses unless required under special circumstances.
B. Variable-Rate Debt
The City may choose to issue securities that pay a rate of interest that varies according to a pre-determined formula or results from a periodic remarketing of the securities. Such issuance must be consistent with applicable law and covenants of pre-existing bonds, and in an aggregate amount consistent with the City’s credit worthiness objectives. When making the determination to issue bonds in a variable rate mode, consideration will be given in regards to the useful life of the project or facility being financed or the term of the project requiring the funding, market conditions, and the overall debt portfolio structure when issuing variable rate debt for any purpose. In accordance with Government Finance Officers Association’s (GFOA ’s) recommended evaluation of variable rate debt, variable debt shall not represent more than twenty percent of the City’s debt obligations.
C. Derivative
Derivative products, such as interest rate swaps, may have application to certain City borrowing programs. In certain circumstances, these products can reduce borrowing cost and assist in managing interest rate risk.
However, these products carry with them certain risks not faced in standard debt instruments. The City Manager or designee shall evaluate the use of derivative products on a case-by-case basis to determine whether the potential benefits are sufficient to offset any potential costs.
D. Professional Assistance
The City shall utilize the services of independent municipal financial advisors and bond counsel on all debt financings. The City Manager or designee shall have the authority to periodically select service providers as necessary to meet legal requirements and minimize net City debt costs. Such services, depending on the type of financing, may include bond and disclosure counsel, municipal financial advisory, underwriting, trustee, verification agent, escrow agent, arbitrage consulting, and special tax consulting. The goal in selecting service providers, whether through a competitive process or sole-source selection, is to achieve an appropriate balance between service and cost.
E. Method of Sale
Except to the extent a competitive process is required by law, the City Manager or designee shall be responsible for determining the appropriate manner in which to offer any securities to investors. The City’s preferred method of sale is competitive bid. However, other methods such as negotiated sale and private placement may be considered on a case-by-case basis. Private Placement – From time to time, the City may elect to issue debt on a private placement basis. Such method shall only be considered if it is demonstrated to result in cost savings or provide other advantages relative to other methods of debt issuance, or if it is determined that access to the public market is unavailable and timing considerations require that a financing be completed.
F. Special Bond Reserve Funds and Bond Insurance
The City may consider eliminating bond reserve funds so long as the elimination does not materially reduce the credit rating of the bonds. The City may also consider bond insurance, bank letters of credit, or other forms of guarantee or bond reserve fund surety policies, so long as premium or costs are more than offset by a reduction in interest cost.
THE CITY OF SANTA CLARITA
Debt Administration
A. Use and Investment of Bond Proceeds
Investments of bond proceeds shall be consistent with federal tax requirements, the City’s Post-Issuance Compliance Policy and Investment Policy as modified from time to time, and with requirements contained in the governing bond documents.
B. Disclosure Practices and Arbitrage Compliance
1. Financial Disclosure
The City is committed to full and complete primary and secondary market financial disclosure in accordance with disclosure requirements established by the Securities and Exchange Commission (SEC) and Municipal Securities Rule-making Board (MSRB), as may be amended from time to time, as more fully set forth in the Disclosure Procedures Policy. The City is also committed to cooperating fully with rating agencies, institutional and individual investors, other levels of government, and the general public to share clear, timely, and accurate financial information.
2. Arbitrage Compliance
The Department of Administrative Services shall maintain a system of record keeping and reporting to meet the arbitrage compliance requirements of federal tax law as more fully described in the Post-Issuance Compliance Policy.
IV. POST-ISSUANCE COMPLIANCE POLICY
A. Purpose
This Post-Issuance Compliance Policy sets forth procedures and guidelines in order to comply with certain federal tax requirements applicable to tax-exempt bonds and other debt obligations subsequent to the issuance of such debt, including the monitoring of the use of bond proceeds, arbitrage yield restrictions and rebate and record retention.
B. Objective
It is the policy of the City to adhere to all applicable federal tax requirements with respect to tax-exempt obligations of the City and related entities as set forth in the applicable bond documents including, but not limited to, requirements relating to the use of proceeds and facilities financed and refinanced with tax-exempt obligations, arbitrage yield restrictions and rebate, timely return filings, and other general tax requirements set forth in the applicable bond documents. In furtherance of this general policy, this Post-Issuance Compliance Policy addresses compliance monitoring and record retention with respect to such tax-exempt obligations.
C. Compliance Monitoring
Consistent with the covenants of the issuer contained in applicable bond documents, the City or related entity, as issuer, will monitor compliance with the federal tax requirements applicable to its tax-exempt obligations. The City Treasurer is primarily responsible for monitoring compliance with those requirements. The City Treasurer may assign and delegate responsibilities as he or she deems necessary or appropriate. These officers will receive training with regard to their compliance monitoring responsibilities including consultations with professional advisors and review of written alerts and materials. The City will conduct compliance checks at least annually.
If the City discovers a potential violation of a federal tax requirement, it will promptly take appropriate action, as needed, to maintain the tax exemption of tax-exempt obligations, including consultation with professional advisors and taking remedial actions.
D. Record Retention
In accordance with Internal Revenue Service (IRS) requirements, the City will retain bond transcripts; in addition to documentation showing the following with respect to tax-exempt obligations:
• Expenditure of proceeds for the financed facilities;
• Use of the financed facilities by the City, the general public or any third parties (including, for example, any use under a management contract, research agreement, lease, joint venture, or partnership arrangement);
• Sources of payment and security for the tax-exempt obligations; • Investment of proceeds, including the purchase and sale of securities, State and Local Government Series (SLGS) subscriptions, guaranteed investment contracts, investment income received, yield calculations, and arbitrage rebate calculations;
OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2022-2023THE CITY OF SANTA CLARITA
Fiscal Policies
• All returns filed with the IRS for the tax-exempt obligations (including, as applicable, IRS Forms 8038-G, 8038-T and 8038-R); and
• Any other documentation that is material to the exclusion of interest on the tax-exempt obligations from gross income for federal income tax purposes.
Except as otherwise set forth in the bond documents, the City will retain the records described above in hard and/ or electronic copy format for so long as the applicable tax-exempt obligations remain outstanding and for a period of three years after final redemption of the tax-exempt obligations. With respect to tax-exempt obligations that are refunding bonds, the City will retain the above-described records for the refunding and refunded bonds (and any earlier issue in the case of a series of refundings).
The City Treasurer is responsible for retaining the records described above relating to the tax-exempt obligations.
The City Treasurer may assign and delegate responsibilities for record retention as he or she deems necessary or appropriate.
E. Coordination with Bond Documents
In the event of any conflict between this Post-Issuance Compliance Policy and the bond documents, the bond documents shall govern.
V. DISCLOSURE PROCEDURES POLICY
A. Purpose
This Disclosure Procedures Policy is intended to ensure compliance with securities law requirements applicable to the City’s or related entity’s tax-exempt obligations. In offering tax-exempt obligations to the public, and at other times when the City makes certain reports, the City must comply with the “anti-fraud rules” of federal securities laws. When such obligations are offered, the two central disclosure documents are prepared, a preliminary official statement (POS) and a final official statement (OS, and collectively with the POS, Official Statement). The Securities and Exchange Commission Rule 15c2-12, as amended (the Rule) requires certain information regarding an entity responsible for the repayment of a municipal security be disclosed to the municipal marketplace. Pursuant to the Rule, the City is required on an ongoing basis to provide certain financial and operating data to those persons and firms who own or are interested in such obligations. The City has entered or will enter into a number of undertakings under the Rule (each, a “Continuing Disclosure Undertaking”).
B. Initial Disclosure
When the City determines to issue tax-exempt obligations directly, the City Treasurer shall request the involved departments to prepare, review or update portions of the Official Statement within their particular areas of knowledge for which they are responsible. The information contained in the Official Statement is developed by personnel under the direction of the City Treasurer, with the assistance of the financing team, including the bond counsel, disclosure counsel, City Attorney and a municipal financial advisor, if one is engaged with respect to such obligations.
Members of the financing team shall assist staff in determining the materiality of any particular item, and in the development of specific language for the Official Statement. Once the draft POS has been substantially updated, the entire draft POS is reviewed in its entirety to obtain final comments and to allow the underwriters, if any, to ask questions of the City’s senior officials.
A substantially final form of the POS is provided to the City Council in advance of approval, generally by including the document with the agenda material relating to the approval of the obligations, to afford such City Council an opportunity to review the POS, ask questions and make comments.
C. Continuing Disclosure Filings
1. Overview of Continuing Disclosure Filings
Under the Continuing Disclosure Undertakings it has entered into in connection with the Obligations, the City is required to file annual reports with the Municipal Securities Rulemaking Board’s (MSRB) Electronic Municipal Market Access (EMMA) system in accordance with such agreements in each year. Such annual reports are required to include certain updated financial and operating information (or may refer to a publicly-available document), which varies among the different obligations issued by the City, and the City audited financial statements. The City is also required under the continuing disclosure undertakings to file notices of certain events with EMMA.
THE CITY OF SANTA CLARITA
2. Key Participants
A Disclosure Practices Working Group (Disclosure Working Group) has been created by the City Treasurer to have general oversight over the entire continuing disclosure process. The Disclosure Working Group shall consist of the City Treasurer, a disclosure coordinator, and any other individuals appointed by the City Treasurer. The Disclosure Working Group shall consult with finance team members or other interested parties, including the City’s municipal financial advisor and disclosure counsel, as the City Treasurer determines is advisable related to continuing disclosure issues and practices. The Disclosure Working Group is an internal working group of City staff and not a decision-making or advisory body. The Disclosure Working Group is responsible for reviewing and approving all Continuing Disclosure Undertakings as contained in Official Statements before such documents are released and reviewing annually the City’s status and compliance with Continuing Disclosure Undertakings and this Disclosure Policy. “Continuing Disclosure Documents” means (a) annual continuing disclosure reports filed with the MSRB and (b) notices of enumerated events and any other filings with the MSRB.
The City Treasurer may direct questions regarding this policy or disclosure to a disclosure consultant, disclosure counsel, bond counsel or the City Attorney or such other counsel or consultant he/she deems appropriate. Additionally, the City Treasurer shall be responsible for:
a) monitoring compliance by the City with this Disclosure Policy, including timely dissemination of the annual report and event filings;
b) together with the Disclosure Consultant, coordinating the timely provision of information to the Disclosure Consultant as needed to fulfill its responsibilities to the City; c) in anticipation of preparing Continuing Disclosure Documents, soliciting “material” information (as defined in Securities and Exchange Rule 10b-5) from City departments; and d) maintaining records documenting the City’s compliance with this Disclosure Policy.
Disclosure Coordinator
The City Treasurer, in consultation with the other members of the Disclosure Working Group, shall select and appoint the Disclosure Coordinator, who shall be a Department of Administrative Services staff member and who shall be responsible for:
a) preparing the Continuing Disclosure Documents and providing same to the dissemination agent for filing with EMMA, to the extent not undertaken by the Disclosure Consultant; b) serving as a “point person” for personnel to communicate issues or information that should be or may need to be included in any Continuing Disclosure Document; c) following up with others, including management of outside consultants assisting the City, in the preparation and dissemination of Continuing Disclosure Documents to make sure that assigned tasks have been completed on a timely basis and making sure that the filings are made on a timely basis and are accurate; and
d) together with the City Treasurer, coordinating the timely provision of information to the Disclosure Consultant as needed to fulfill its responsibilities to the City.
Disclosure Consultant
The City Treasurer may hire a Disclosure Consultant. The Disclosure Consultant shall have significant expertise and experience related to on-going disclosure requirements for municipal securities. The Disclosure Consultant is responsible for:
a) preparing or assisting in the preparation of the final form of Continuing Disclosure Documents, and providing same to the dissemination agent for filing with EMMA, to the extent not otherwise undertaken by the Disclosure Coordinator;
b) reviewing Continuing Disclosure Documents and other relevant information, consulting with appropriate City staff or interested parties needed to confirm that the City is meeting its Continuing Disclosure Undertakings;
c) assisting the Disclosure Coordinator; and
d) such other items as assigned to the Disclosure Consultant by the City Treasurer in writing.
OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2022-2023THE CITY OF SANTA CLARITA
Fiscal Policies
3. Annual Reports
The Disclosure Coordinator shall ensure that the preparation of the City’s annual reports shall commence as required under each specific continuing disclosure obligation. Before any annual report is submitted to EMMA, the Disclosure Coordinator shall confer with other key participants as needed regarding the content and accuracy of any annual report.
4. Enumerated Event Filings
If any key participant responsible for disclosure becomes aware of any of the enumerated events listed in any of the City’s Continuing Disclosure Undertakings, the City Treasurer will meet with other key participants to discuss the event and determine the extent it is material and whether a filing is required or is otherwise desirable as determined by the City Treasurer.
As a result of an amendment to SEC Rule 15c2-12, Continuing Disclosure Undertakings entered into on or after February 27, 2019, are required to include certain additional listed events relating to (a) the incurrence of certain financial obligations if material (other than bonds or notes for which an official statement has been posted to EMMA), (b) the modification of the terms of a financial obligation which affects security holders, if material, and (c) a default, event of default, acceleration, waiver or other modification or similar events with respect to a financial obligation that reflects financial difficulties.
The City Treasurer shall be notified by a key participant of the incurrence of any financial obligation to be entered into by or on behalf of the City and take measures to advise all applicable City staff of this City policy. As soon as the City Treasurer receives notice from City staff, consultants or external parties of such event or receives direct written notice of such event so that the City can determine, with the assistance of the municipal advisor and bond counsel and/or disclosure counsel, whether notice of such event is required to be filed on EMMA pursuant to the Rule. The Disclosure Coordinator will maintain a list identifying the execution by the City of any agreement or other obligation which might constitute a “financial obligation” for purposes of the Rule and which is entered into after February 27, 2019.
5. Disclosure Required by SB1029
The City shall comply with all provision of SB 1029 including the applicable pre-issuance and post-issuance reporting requirements.
6. Education
The City Treasurer shall ensure that the Disclosure Coordinator is properly trained to understand and perform its responsibilities. Such training may include training sessions conducted by consultants with expertise in municipal securities disclosure or by the Disclosure Consultant, attendance at conferences, or other appropriate methods identified by the City Treasurer.
VI. ANNUAL AUDIT POLICY
Sound accounting practices suggest that an annual audit is a prudent business decision. The City requires an annual audit by a qualified independent accountant of the books of account, financial records, inventories and reports of all City officers and employees involved in the handling of financial matters. In compliance with the requirement of an annual audit, a firm of Certified Public Accountants will complete the audit for the fiscal year ending June 30.
THE CITY OF SANTA CLARITA
VII. FINANCIAL STRUCTURE
A. Accounting System and Budgetary Control
In developing and evaluating the City’s accounting systems, consideration is given to the adequacy of internal accounting controls.
Internal accounting controls are designed to provide reasonable, but not absolute, assurance regarding:
• The safeguarding of assets against loss from unauthorized use or disposition; and • The reliability of financial records for preparing financial statements and maintaining accountability for assets.
The concept of reasonable assurance recognizes that:
• The cost of a specific control feature should not exceed the benefits likely to be derived; and • The evaluation of costs and benefits require estimates and judgments by management.
All evaluations of the City’s system of internal control will continue to occur within the above framework. The City’s internal accounting controls must adequately safeguard assets and provide reasonable assurance of proper recording of financial transactions.
B. Fund Descriptions
The City’s accounting records are organized and operate on a “fund” basis, which is the basic fiscal accounting entity in governmental accounting. Each fund is designed by fund type and classification:
• Governmental Funds - General, Special Revenue, Debt Service and Capital Projects • Proprietary Fund - Enterprise and Internal Service
• Fiduciary Funds - Trust and Agency
• Account Groups - General Fixed Assets and General Long-Term Debt C. Governmental Funds
Governmental Funds are used to account for the City’s expendable financial resources and related current liabilities, except for those accounted for in proprietary funds. The basic financial statements necessary to fairly present financial position and operating results for governmental funds are the balance sheet and the statement of revenues, expenditures, and changes in fund balance. Governmental funds are maintained using the modified accrual basis of accounting.
• General Fund - Accounts for all the general revenue of the City not specifically levied or collected for other City funds, and for expenditures related to the rendering of general services by the City. • Special Revenue Fund - Accounts for the proceeds of specific revenue sources that are restricted by law or administrative action for specified purposes.
• Debt Service Fund - Accounts for accumulation of resources for, and payment of, interest and principal on long-term debt.
• Capital Project Fund - Accounts for financial resources used for the acquisition or construction of major capital facilities (other than those financed by proprietary funds).
D. Proprietary Funds
Generally accepted accounting principles applicable to a private commercial business are applicable to proprietary funds of a governmental entity. The accrual basis of accounting is utilized. The measurement focus is based upon a determination of net income, financial position and cash flows. Accordingly, basic financial statements are required, such as balance sheet, statement of revenues, expenses and changes in retained earnings (deficit), and the statement of cash flows.
• Enterprise Fund - Accounts for operations that are financed and operated in a manner similar to private enterprises, where the intent of City Council is that the cost and expense, including depreciation and amortization, of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges; or where periodic determination of revenues earned, expenses incurred and/or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes.
• Internal Service Fund - Accounts for activities involved in rendering services to departments within the City. Costs of materials and services used are accumulated in these funds and are charged to the user departments as such goods are delivered or services rendered.
OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2022-2023THE CITY OF SANTA CLARITA
Fiscal Policies
E. Fiduciary Funds
Fiduciary Funds are maintained to account for assets held by the City in a trustee capacity for individuals, private organizations, other governments and other funds.
• Custodial Funds - Accounts for assets held by the City on behalf of others. • Other Employment Benefits (OPEB) Trust Fund - Accounts for other post-employment benefit assets held in a qualifying trust.
• Private-purpose Trust Fund - Accounts for funds held in a qualifying trust for specific purposes.
F. Account Groups
Account Groups are used to establish accounting control and accountability for the City’s general fixed assets and general long-term debt..
• General Fixed Assets Account Group - Accounts for long-term assets of the City, except for those accounted for in proprietary fund types.
• General Long-Term Account Group - Accounts for long-term debt of the City, except for debt accounted for in proprietary fund types.
G. Fund Classifications
In February 2009, the Governmental Accounting Standards Board issued Statement No. 54, Fund Balance Reporting and Governmental Fund Type Definitions. This statement establishes fund balance classifications that comprise a hierarchy based primarily on the extent to which a government is bound to observe constraints imposed upon the use of the resources reported in governmental funds. The fund balance classifications are: Non-Spendable, Restricted, Committed, Assigned, and Unassigned.
• Non-Spendable – That portion of fund balance that includes amounts that are not in a spendable form (inventory, for example) or are required to be maintained intact (the principal of an endowment fund, for example).
• Restricted – That portion of fund balance that includes amounts that can be spent only for the specific purposes stipulated by external resource providers (for example, grant providers), constitutionally, or through enabling legislation (that is, legislation that creates a new revenue source and restricts its use).
Effectively, restrictions may be changed or lifted only with the consent of resource providers. • Committed – That portion of fund balance that includes amounts that can be used only for the specific purposes determined by a formal action of the government’s highest level of decision-making authority.
Commitments may be changed or lifted only by the government taking the same formal action that imposed the constraint originally.
• Assigned – That portion of fund balance that comprises amounts intended to be used for specific purposes, but that are neither restricted nor committed. Such intent can be expressed either by the governing body or by an official designated for that purpose. Resolution of the City Council of the City of Santa Clarita No. 11-54 delegates the authority to assign amounts to be used for specific purposes to the Deputy City Manager for the purpose of reporting these amounts in the annual financial statements. • Unassigned – That portion of fund balance that includes all amounts not contained in the other classifications. Unassigned amounts are technically available for any purpose.
The City’s fund balance is classified under the five fund balance classifications.
VIII. RISK MANAGEMENT
The City of Santa Clarita is covered for Property, Liability, and Worker’s Compensation by California Joint Powers Insurance Authority (CJPIA), a not-for-profit public agency. CJPIA provides $50 million in limits for third-party claims. Risk Management administers the funding of the self-insured portions of the program; manages the administration of general liability, worker’s compensation, and property damage claims; works in conjunction with the City Attorney’s Office and outside counsel to monitor, control, and to resolve litigated matters; and provides training to minimize the risk of future losses.
The Risk Management program provides centralized services to all City departments for risk management, loss control, and safety. Primary activities include a yearly review of the City’s comprehensive insurance program, including coverage for property/casualty, professional administration of the City’s self-insured retention, loss prevention and control, and safety programs.
THE CITY OF SANTA CLARITA
Summaries and Revenues
2022-2023 Budget Appropriations
BBuuddggeett SSuummmmaarryy
CCaatteeggoorryy BBuuddggeett
Capital Improvement Program 84,652,994$
Successor Agency 1,206,476
Personnel Services 70,858,546
Operations & Maintenance 130,102,006
Capital Outlay 7,219,467
Reserves & Debt Service 5,247,621
TToottaall AApppprroopprriiaattiioonnss NNeett ooff IInntteerrffuunndd TTrraannssffeerrss 229999,,228877,,111100$$ Capital Improvement
Program
28%
Successor Agency
1%
Personnel Services
24%
Operations &
Maintenance
44%
Capital Outlay
2%
Reserves & Debt
Service
1%
OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2022-2023THE CITY OF SANTA CLARITA
Summaries and Revenues
THIS P AGE INTENTIONALLY
LEFT BLANK
THE CITY OF SANTA CLARITA
2020-21 Actual 2021-22 Estimate 2022-23 Budget
City Manager's Office
City Council 205,115 259,200 258,957 Administration 1,892,380 2,412,274 2,274,071 Communications 1,434,674 1,607,578 1,691,651 Total 3,532,170$ 4,279,052$ 4,224,679$ Administrative Services
Administration 511,443 625,825 665,533 Clerk and Contract Services 2,020,207 1,940,833 2,688,685 Finance 2,335,870 2,659,877 3,056,389 Technology Services 4,394,517 4,863,835 4,431,308 Special Districts 21,667,873 24,062,248 24,016,822 Total 30,929,910$ 34,152,617$ 34,858,736$ Community Development
Administration 612,013 655,157 593,266 CDBG 893,176 1,044,978 1,044,566 Planning 1,965,204 3,325,562 2,135,655 Community Preservation 4,426,969 8,799,160 4,596,713 Building & Safety 4,173,481 4,850,879 4,796,438 Total 12,070,843$ 18,675,735$ 13,166,637$ Public Works
Administration 1,129,610 1,181,774 1,170,740 Capital Improvement Projects 2,710,015 3,335,163 3,392,197 Engineering Services 2,373,895 2,567,689 2,644,978 General Services 6,785,833 7,872,279 7,713,414 Traffic & Transportation Planning 4,341,715 4,386,065 4,510,707 Total 17,341,068$ 19,342,970$ 19,432,037$ Public Safety
Police Services 28,832,775 30,491,830 30,911,255 Fire Protection 5,654,752 853,313 38,016 Total 34,487,527$ 31,345,143$ 30,949,271$ Recreation & Community Services
Administration 1,214,953 1,390,595 1,577,163 Recreation and Community Services 22,023,152 14,437,888 15,789,934 Total 23,238,105$ 15,828,483$ 17,367,097$ Neighborhood Services
Administration 676,454 794,071 769,347 Parks Planning & Open Space 1,453,652 2,365,096 1,995,847 Environmental Services 5,036,627 5,823,795 6,189,647 Facilities Maintenance 3,738,227 4,781,363 6,411,579 Parks 9,155,797 11,027,797 10,588,461 Total 20,060,757$ 24,792,121$ 25,954,882$ Human Resources & Library Services
Administration - - 378,997 Human Resources 1,303,994 1,552,141 1,681,576 Risk Management 3,647,536 3,565,100 3,356,843 Emergency Management 25,313 25,110 742,641 Public Library 6,276,012 7,916,829 7,960,403 Total 11,252,855$ 13,059,180$ 14,120,459$ Economic Development
Administration - - 545,835 Economic Development 2,273,231 2,798,162 2,618,872 Arts and Events 2,793,209 4,012,500 4,058,702 Transit 25,892,405 40,025,358 34,700,610 Total 30,958,845$ 46,836,020$ 41,924,019$ Special Services
City Attorney 1,284,079 2,225,028 2,225,028 Total 1,284,079$ 2,225,028$ 2,225,028$ Non-Departmental
Administration 10,705,568 7,851,430 3,957,173 Reserves - 750,000 750,000 Debt Service 21,935,070 4,479,210 4,497,621 Total 32,640,638$ 13,080,640$ 9,204,794$ Redevelopment
Successor Agency 1,742,872 1,252,226 1,206,476 Total 1,742,872$ 1,252,226$ 1,206,476$ Subtotal All Funds 219,539,667$ 224,869,216$ 214,634,116$ Capital Improvement Projects 79,322,722 116,534,562 84,652,994 Total All Funds 298,862,388$ 341,403,778$ 299,287,110$ All Funds Budget Appropriations
OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2022-2023THE CITY OF SANTA CLARITA
Summaries and Revenues
FY 2022-23 Budget Summary - All Funds
Public Works
6%
Community Development
4%
Public Safety
10%
Special Services
1%
Capital Improvement
Projects
28%
Administrative Services
12%
City Manager
Administration
1%
Recreation & Community
Services
6%
Neighborhood Services
9%
Human Resources &
Library Services
5%
Economic
Development
14%
Successor Agency
1%
Non-Departmental
3%
Where the Money Goes
Revenue from Other
Agencies
31%
Licenses & Permits
2%
Charges for Current
Services
4%
Sales Tax
16%
Property Tax
16%
Other Taxes
5%
Successor Agency
1%
Special Districts
17%
All Others
(Includes Developer Fees
and Transit Farebox
Revenues)
8%
Where the Money Comes From
THE CITY OF SANTA CLARITA
2020-21 Actual 2021-22 Estimate 2022-23 Budget
City Manager's Office
City Council 205,115 259,200 258,957 Administration 1,892,380 2,412,274 2,274,071 Communications 1,204,807 1,361,874 1,451,988 Total 3,302,303$ 4,033,348$ 3,985,016$ Administrative Services
Administration 511,443 625,825 665,533 Clerk and Contract Services 2,020,207 1,940,833 2,485,485 Finance 2,086,125 2,516,877 2,727,389 Special Districts 2,714,574 3,094,301 3,053,543 Technology Services 3,066,886 3,737,930 3,927,308 Total 10,399,235$ 11,915,765$ 12,859,258$ Community Development
Administration 612,013 655,157 593,266 Community Preservation 2,988,168 4,560,229 4,498,833 Building & Safety 4,173,481 4,850,879 4,796,438 Planning 1,803,078 2,087,689 2,135,655 Total 9,576,739$ 12,153,954$ 12,024,192$ Public Works
Administration 1,129,610 1,181,774 1,170,740 Capital Improvement Projects Administration 2,702,058 3,300,988 3,357,374 Engineering Services 2,373,895 2,567,689 2,644,978 General Services 2,111,694 2,434,829 2,631,435 Traffic & Transportation Planning 1,953,352 2,161,680 2,077,369 Total 10,270,608$ 11,646,959$ 11,881,897$ Public Safety/Sheriffs
Police Services 27,977,484 29,631,836 29,852,103 Fire Protection 33,099 33,313 38,016 Total 28,010,583$ 29,665,149$ 29,890,119$ Recreation & Community Services
Administration 1,214,953 1,390,595 1,577,163 Recreation and Community Services 7,440,831 11,353,896 12,835,983 Total 8,655,783$ 12,744,491$ 14,413,146$ Neighborhood Services
Administration 676,454 794,071 769,347 Parks Planning & Open Space 206,247 243,404 264,914 Environmental Services 727,794 909,257 838,439 Facilities Maintenance 871,604 950,745 798,072 Parks 7,066,278 8,925,603 11,080,378 Total 9,548,377$ 11,823,079$ 13,751,150$ Human Resources & Library Services
Administration - - 378,997 Human Resources 1,303,994 1,532,141 1,661,576 Emergency Management 25,313 25,110 742,641 Total 1,329,307$ 1,557,251$ 2,783,214$ Economic Development
Administration - - 545,835 Economic Development 1,817,115 2,198,541 1,933,560 Arts and Events 2,793,209 4,012,500 4,058,702 Total 4,610,324$ 6,211,041$ 6,538,097$ Special Services
City Attorney 1,201,830 1,944,028 1,944,028 Total 1,201,830$ 1,944,028$ 1,944,028$ Non-Departmental
Non-Departmental Admin 866,673 407,070 261,047 Reserves - 750,000 750,000 Total 866,673$ 1,157,070$ 1,011,047$ Subtotal General Fund 87,771,762$ 104,852,135$ 111,081,164$ Interfund Transfers 46,891,706 50,159,363 21,596,485 Total General Fund 134,663,468$ 155,011,498$ 132,677,649$ General Fund - Operating Appropriations
OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2022-2023THE CITY OF SANTA CLARITA
Summaries and Revenues
FY 2022-23 Budget Summary - General Fund
Public Safety/Sheriffs
23%
Public Works
9%
Recreation &
Community
Services
11%
Administrative Services
9%
City Manager
Administration
3%
Community Development
9%
Neighborhood Services
10%
Human Resources &
Library Services
2%
Economic
Development
5%
Non-Departmental
1%
Transfers Out
16%
City Attorney
1%
Contingency
1%
Where the Money Goes
Sales Tax
35%
Property Tax
33%
Development Revenues
7%
Transfers In
1%
Franchise Fees
6%
Recreation
3%
Transient Occupancy Tax
3%
Interest Income
1%
Other Revenue
11%
Where the Money Comes From
THE CITY OF SANTA CLARITA
Actual Estimated Budget
FY 2020-21 FY 2021-22 FY 2022-23
Beginning Fund Balance 82,584,097$ 82,799,429$ 66,808,484$ Revenues 124,221,732 129,497,480 132,086,304 Operating Transfers In 10,657,068 9,523,073 907,000 Total Resources Available 217,462,897 221,819,982 199,801,788 Operating Expenditures 77,990,910 92,832,231 96,947,243 Operating Transfers Out 56,672,558 62,179,267 35,730,406 Ending Fund Balance 82,799,429 66,808,484 67,124,140 Reserves
Advances to Other Funds 4,200,000 2,500,000 2,500,000 Operating Reserve 19,800,000
Unreserved Fund Balance 78,599,429$ 64,308,484$ 44,824,140$ General Fund
Statement of Fund Balance
OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2022-2023THE CITY OF SANTA CLARITA
Summaries and Revenues
July 1, 2020 Operating Total Operating June 30, 2021
Fund Fund Transfers Resources Operating Capital Transfers Fund No. Fund Title Balance Revenue In Available Expenditures Projects Out Balance 104 GASB 45 Compliance Fund 42,169,576 11,475,685 - 53,645,261 1,361,670 - - 52,283,592 106 Pension Liability Fund 3,000,000 - 6,897,763 9,897,763 7,897,762 - - 2,000,001 120 Recreational Facility Fund - 474,080 2,165,439 2,639,519 402,397 1,389,776 703,298 144,048 201 HOME Program 344,104 14,451 - 358,556 - - - 358,556 202 Surface Transportation Program (37,538) 137,814 - 100,276 - 172,195 - (71,919) 203 CDBG 7,131 896,897 - 904,029 893,176 - - 10,852 206 BJA Law Enforcement Grant 0 98,589 - 98,589 34,761 63,826 - 3 228 American Rescue Plan Act - 9,618,118 - 9,618,118 - 143,838 9,474,280 - 229 Federal Grant (297,553) 5,713,495 - 5,415,942 1,288,707 3,067,219 253,327 806,689 230 Gas Tax Fund 15,847 4,799,922 455,301 5,271,070 4,906,445 62,119 311,543 (9,036) 231 Traffic Safety Fund - 558,862 - 558,862 - - 558,862 - 232 AB2766 Air Quality Imp 609,269 403,326 - 1,012,595 13,000 821,217 - 178,378 233 TDA Art 8 1,258,866 9,522,464 - 10,781,330 7,957 2,351,623 355,301 8,066,449 234 Suppl. Law Enf. Grant 267,252 524,325 - 791,577 486,897 - - 304,680 238 Bikeway Funds 23,823 251,075 - 274,898 - 273,460 - 1,439 259 Misc. Grant Fund 90,890 550,342 - 641,233 233,892 423,484 - (16,143) 260 Proposition C Local 6,873,256 3,704,968 - 10,578,224 - 195,372 - 10,382,852 261 Proposition A Fund 8,728,313 4,438,802 - 13,167,114 - 2,360,043 - 10,807,071 262 Prop A Safe Park Bond (10,915) 12,204 - 1,289 - 111,000 - (109,711) 264 Measure R LR 4,279,637 2,718,517 - 6,998,155 - 4,111,148 - 2,887,006 265 Proposition C Grant Fund (1,310,433) 3,061,976 - 1,751,543 - 5,999,679 - (4,248,136) 266 Measure M LR 7,606,279 3,103,768 - 10,710,046 - 3,870,782 - 6,839,265 267 SB1 Road Repair & Accountability 4,496,660 4,112,133 - 8,608,793 - 3,970,530 - 4,638,263 268 Measure M ATP (3,001) 44,503 - 41,503 - 49,448 - (7,945) 269 Measure A Safe Parks (351,869) 351,982 - 113 - - 194,251 (194,138) 270 Measure R Hwy Ops Improvement (3,168) 160,132 - 156,964 - 172,746 - (15,782) 271 Measure W Safe Clean Water (1,586,809) 3,236,359 - 1,649,550 135,290 12,193 - 1,502,066 272 Measure H Homeless Initiative - - - - 150,094 - - (150,094) 300 Bouquet B & T District (1,411,281) 3,188,467 - 1,777,185 83,677 - - 1,693,508 301 Eastside B & T District (12,050,382) 623,993 - (11,426,390) 365,432 305,002 - (12,096,824) 302 Via Princessa B & T District 6,011,606 1,741,217 - 7,752,823 66,424 1,500,554 - 6,185,845 303 Valencia B & T District 8,809,543 607,882 - 9,417,425 72,309 111,917 - 9,233,199 304 Bouquet Cyn 2nd Access 2,315,743 38,147 - 2,353,890 - - - 2,353,890 305 Park Dedication Fund 5,118,397 1,250,292 - 6,368,689 - 2,315,552 - 4,053,137 306 Developer Fee Fund 5,864,801 3,571,917 - 9,436,719 5,621,653 1,309,284 69,458 2,436,324 308 Library Facilities Fee Fund 2,992,222 880,662 - 3,872,884 - - - 3,872,884 309 Public Library Fund (830,156) 8,748,947 151,802 8,070,593 6,297,707 137,730 - 1,635,156 330 Public Education & Government 438,109 396,087 - 834,196 229,867 - - 604,329 350 GVR Open Space Maint 244,968 80,559 - 325,527 55,339 - - 270,188 351 Drainage Benefit Assessment Areas 2,845,362 574,040 17,000 3,436,403 150,401 - 4,630 3,281,371 354 Santa Clarita Lighting District-Ad Valorem 9,522,986 3,508,518 51,708 13,083,212 1,583,364 - 229,588 11,270,260 356 Stormwater Utility Fund 3,998,531 4,189,966 3,690 8,192,188 3,951,264 172,075 182,899 3,885,950 357 Landscape Maint. District 24,726,589 13,916,181 10,000 38,652,770 12,745,368 2,403,158 275,935 23,228,309 358 Open Space Preser. District 5,592,428 2,971,842 - 8,564,269 1,120,715 74,522 791,563 6,577,468 359 Santa Clarita Lighting District-Assessmnt 3,767,240 3,348,315 229,588 7,345,143 3,529,322 - 893,702 2,922,119 360 Tourism Marketing District 998,022 428,312 - 1,426,334 453,438 - 500,000 472,897 361 Tourism Bureau 72,498 219 - 72,717 2,678 - - 70,039 367 Areawide Fund 6,357,327 7,194,865 9,980,853 23,533,045 15,610,569 2,012,339 481,089 5,429,048 368 VC Wasterwater Standby 1,522,921 1,174,877 - 2,697,798 1,544 - - 2,696,253 369 Cooper Street Parking CFD2020-1 - (2,348) - (2,348) 274,972 - - (277,320) 393 City Housing Successor 699,407 216,902 - 916,310 - - - 916,310 601 General Fund Capital Projects 410,504 1,680 1,481,118 1,893,302 - 1,534,508 - 358,794 602 Civic Art Projects 340,167 252 40,000 380,420 - 25,494 - 354,926 700 Transit Fund 78,842,993 44,346,540 - 123,189,533 27,865,231 57,673 347,468 94,919,161 720 Computer Replacement Fund 3,009,401 792,733 570 3,802,704 1,327,631 - - 2,475,073 721 Self Insurance Fund 1,459,469 3,472,198 64,560 4,996,227 3,723,476 - 38,076 1,234,675 722 Equipment Replacement Fund 5,862,807 425,724 - 6,288,531 249,745 - - 6,038,786 723 Facilities Fund 104,857,139 (170,039) 51,354,736 156,041,837 14,247,813 37,741,215 1,002,141 103,050,667 TOTAL FUNDS 348,558,982 177,503,737 72,904,128 598,966,847 117,441,988 79,322,722 16,667,412 385,534,726 Statement of Fund Balance
Audited 2020-2021
THE CITY OF SANTA CLARITA
July 1, 2021 Operating Total Operating June 30, 2022
Fund Fund Transfers Resources Operating Capital Transfers Fund No. Fund Title Balance Revenue In Available Expenditures Projects Out Balance 104 GASB 45 Compliance Fund 52,283,592 - - 52,283,592 - - - 52,283,592 106 Pension Liability Fund 2,000,001 - 5,032,450 7,032,451 5,032,450 - - 2,000,001 120 Recreational Facility Fund 144,048 3,906,396 - 4,050,444 3,102,742 58,480 706,678 182,544 201 HOME Program 358,556 13,114 - 371,670 - - - 371,670 202 Surface Transportation Program (71,919) 1,338,737 - 1,266,818 - 1,277,718 - (10,900) 203 CDBG 10,852 2,542,154 - 2,553,006 1,044,978 1,425,275 - 82,754 206 BJA Law Enforcement Grant 3 25,988 - 25,991 25,988 - - 3 228 American Rescue Plan Act - 20,692,758 - 20,692,758 2,545,771 12,401,217 5,584,632 161,138 229 Federal Grant 806,689 6,084,656 - 6,891,345 3,893,840 1,999,341 - 998,164 230 Gas Tax Fund (9,036) 5,736,377 317,655 6,044,996 5,681,923 21,920 339,398 1,755 231 Traffic Safety Fund - 550,000 - 550,000 - - 550,000 - 232 AB2766 Air Quality Imp 178,378 291,634 - 470,012 11,301 177,596 - 281,115 233 TDA Art 8 8,066,449 11,736,179 - 19,802,628 14,175 19,570,632 217,655 166 234 Suppl. Law Enf. Grant 304,680 361,861 - 666,541 493,957 - - 172,584 238 Bikeway Funds 1,439 428,098 - 429,537 - 429,537 - (0) 259 Misc. Grant Fund (16,143) 10,254,914 - 10,238,771 1,027,849 9,092,728 - 118,193 260 Proposition C Local 10,382,852 3,822,296 - 14,205,148 - 6,204,704 4,107,832 3,892,612 261 Proposition A Fund 10,807,071 4,605,831 - 15,412,902 - 1,910,947 4,228,859 9,273,096 262 Prop A Safe Park Bond (109,711) 365,356 - 255,645 - 250,000 - 5,645 264 Measure R LR 2,887,006 2,823,054 - 5,710,060 - 2,456,184 - 3,253,876 265 Proposition C Grant Fund (4,248,136) 5,781,916 - 1,533,779 - 1,533,890 - (111) 266 Measure M LR 6,839,265 3,215,850 - 10,055,115 - 6,046,918 - 4,008,197 267 SB1 Road Repair & Accountability Fund 4,638,263 4,612,286 - 9,250,549 - 8,681,147 - 569,402 268 Measure M ATP (7,945) 880,291 - 872,346 - 872,545 - (199) 269 Measure A Safe Parks (194,138) 388,533 - 194,395 - - 194,251 144 270 Measure R Hwy Ops Improvement (15,782) 4,299,359 - 4,283,577 - 4,290,430 - (6,853) 271 Measure W Safe Clean Water 1,502,066 3,549,830 - 5,051,896 175,117 2,044,772 - 2,832,007 272 Measure H Homeless Initiative (150,094) 501,493 - 351,399 345,091 - - 6,308 300 Bouquet B & T District 1,693,508 58,083 - 1,751,591 76,782 - - 1,674,809 301 Eastside B & T District (12,096,824) 638,513 - (11,458,311) 303,701 3,414,289 - (15,176,301) 302 Via Princessa B & T District 6,185,845 151,441 - 6,337,286 62,558 1,007,819 - 5,266,909 303 Valencia B & T District 9,233,199 1,062,684 - 10,295,883 57,987 1,109,425 - 9,128,471 304 Bouquet Cyn 2nd Access 2,353,890 30,824 - 2,384,714 - - - 2,384,714 305 Park Dedication Fund 4,053,137 26,490 - 4,079,627 - 2,665,836 - 1,413,791 306 Developer Fee Fund 2,436,324 2,674,745 - 5,111,069 1,095,000 477,534 131,441 3,407,094 308 Library Facilities Fee Fund 3,872,884 240,220 - 4,113,104 - - - 4,113,104 309 Public Library Fund 1,635,156 8,827,760 - 10,462,916 7,903,829 114,105 - 2,444,982 330 Public Education & Government 604,329 436,330 - 1,040,659 245,704 - - 794,955 350 GVR Open Space Maint 270,188 82,675 - 352,863 93,852 - - 259,011 351 Drainage Benefit Assessment Areas 3,281,371 609,018 17,000 3,907,390 275,253 - 4,754 3,627,383 354 Santa Clarita Lighting District-Ad Valorem 11,270,260 3,353,290 - 14,623,550 1,503,886 155,286 218,063 12,746,315 356 Stormwater Utility Fund 3,885,950 4,849,428 3,690 8,739,068 4,399,891 427,188 77,712 3,834,278 357 Landscape Maint. District 23,228,309 14,923,652 10,000 38,161,961 14,744,555 1,150,870 127,539 22,138,997 358 Open Space Preser. District 6,577,468 3,175,535 - 9,753,003 1,948,785 2,500 803,341 6,998,377 359 Santa Clarita Lighting District-Assessmnt 2,922,119 3,385,988 218,063 6,526,170 3,052,753 - 871,122 2,602,295 360 Tourism Marketing District 472,897 754,851 - 1,227,748 570,817 - - 656,931 361 Tourism Bureau 70,039 7,500 - 77,539 10,054 - - 67,485 367 Areawide Fund 5,429,048 7,330,506 12,214,155 24,973,709 18,675,933 559,750 577,597 5,160,429 368 VC Wasterwater Standby 2,696,253 1,179,614 - 3,875,867 30,026 - - 3,845,841 369 Cooper Street Parking CFD2020-1 (277,320) 606,965 - 329,645 507,143 - - (177,498) 393 City Housing Successor 916,310 81,679 - 997,989 - - - 997,989 601 General Fund Capital Projects 358,794 - 1,079,565 1,438,359 - 1,438,359 - 0 602 Civic Art Projects 354,926 3,263 100,000 458,189 - 102,158 - 356,031 700 Transit Fund 94,919,161 39,323,092 8,336,691 142,578,944 42,345,242 11,413,101 238,874 88,581,727 720 Computer Replacement Fund 2,475,073 828,196 - 3,303,269 1,048,905 - - 2,254,364 721 Self Insurance Fund 1,234,675 7,205,364 115,990 8,556,029 3,796,300 - 3,016,439 1,743,290 722 Equipment Replacement Fund 6,038,786 531,087 - 6,569,873 143,000 - - 6,426,873 723 Facilities Fund 103,050,667 1,840,229 42,827,912 147,718,808 - 11,750,361 100,000 135,868,447 TOTAL FUNDS 385,534,726 203,027,983 70,273,171 658,835,880 126,287,136 116,534,562 22,096,187 393,917,995 Estimated 2021-2022
Statement of Fund Balance
OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2022-2023THE CITY OF SANTA CLARITA
Summaries and Revenues
July 1, 2022 Operating Total Operating June 30, 2023
Fund Fund Transfers Resources Operating Capital Transfers Fund No. Fund Title Balance Revenue In Available Expenditures Projects Out Balance 104 GASB 45 Compliance Fund 52,283,592 - - 52,283,592 - - - 52,283,592 106 Pension Liability Fund 2,000,001 - 5,605,632 7,605,633 3,605,632 - - 4,000,001 120 Recreational Facility Fund 182,544 3,353,502 296,000 3,832,046 2,981,951 112,000 709,589 28,506 201 HOME Program 371,670 4,692 - 376,362 - - - 376,362 202 Surface Transportation Program (10,900) 1,301,580 - 1,290,680 - 1,301,580 - (10,900) 203 CDBG 82,754 1,956,414 - 2,039,168 1,044,566 711,848 - 282,754 206 BJA Law Enforcement Grant 3 - - 3 - - - 3 207 HOME Entitlement - 583,103 - 583,103 52,789 530,314 - - 228 American Rescue Plan Act 161,138 4,613,755 - 4,774,893 236,916 3,823,600 - 714,377 229 Federal Grant 998,164 1,315,596 - 2,313,760 80,675 1,315,596 - 917,489 230 Gas Tax Fund 1,755 6,375,199 100,000 6,476,954 5,434,251 - 272,305 770,397 231 Traffic Safety Fund - 550,000 - 550,000 - - 550,000 - 232 AB2766 Air Quality Imp 281,115 292,685 - 573,800 262,257 - - 311,543 233 TDA Art 8 166 3,678,764 - 3,678,930 14,823 3,363,921 - 300,186 234 Suppl. Law Enf. Grant 172,584 362,000 - 534,584 516,514 - - 18,070 238 Bikeway Funds (0) 226,967 - 226,967 - 226,967 - (0) 259 Misc. Grant Fund 118,193 108,186 - 226,379 189,272 - - 37,107 260 Proposition C Local 3,892,612 4,483,840 - 8,376,452 - 5,811,126 2,462,730 102,596 261 Proposition A Fund 9,273,096 5,524,460 - 14,797,556 - 120,000 4,573,381 10,104,175 262 Prop A Safe Park Bond 5,645 - - 5,645 - - - 5,645 264 Measure R LR 3,253,876 3,362,880 - 6,616,756 - 4,921,021 - 1,695,735 265 Proposition C Grant Fund (111) 938,874 - 938,763 - 938,874 - (111) 266 Measure M LR 4,008,197 3,811,264 - 7,819,461 - 4,131,286 - 3,688,175 267 SB1 Road Repair & Accountability 569,402 5,050,659 - 5,620,061 - 5,596,984 - 23,077 268 Measure M ATP (199) 1,762,082 - 1,761,883 - 1,762,082 - (199) 269 Measure A Safe Parks 144 194,251 - 194,395 - - 194,251 144 270 Measure R Hwy Ops Improvement (6,853) 20,096,000 - 20,089,147 - 20,096,000 - (6,853) 271 Measure W Safe Clean Water 2,832,007 3,237,101 - 6,069,108 181,952 4,782,000 - 1,105,155 272 Measure H Homeless Initiative 6,308 38,782 - 45,090 45,091 - - (0) 300 Bouquet B & T District 1,674,809 60,378 - 1,735,187 79,658 - - 1,655,530 301 Eastside B & T District (15,176,301) - - (15,176,301) 301,840 300,000 - (15,778,140) 302 Via Princessa B & T District 5,266,909 87,349 - 5,354,258 66,227 300,000 - 4,988,031 303 Valencia B & T District 9,128,471 562,480 - 9,690,951 61,893 - - 9,629,059 304 Bouquet Cyn 2nd Access 2,384,714 30,400 - 2,415,114 - - - 2,415,114 305 Park Dedication Fund 1,413,791 8,818 - 1,422,609 - 1,386,000 - 36,609 306 Developer Fee Fund 3,407,094 23,257 - 3,430,351 - 2,918,859 100,000 411,492 308 Library Facilities Fee Fund 4,113,104 253,268 - 4,366,372 - - - 4,366,372 309 Public Library Fund 2,444,982 9,509,812 - 11,954,793 7,947,403 283,800 - 3,723,591 330 Public Education & Government 794,955 441,301 - 1,236,256 229,663 - - 1,006,593 350 GVR Open Space Maint 259,011 88,836 - 347,847 103,260 - - 244,586 351 Drainage Benefit Assessment Areas 3,627,383 656,740 17,000 4,301,123 306,676 - 3,389 3,991,057 354 Santa Clarita Lighting District-Ad Valorem 12,746,315 3,562,692 - 16,309,007 1,596,449 335,000 231,485 14,146,073 356 Stormwater Utility Fund 3,834,278 4,381,909 3,690 8,219,877 4,540,878 350,000 - 3,328,998 357 Landscape Maint. District 22,138,997 15,351,369 10,000 37,500,366 14,968,420 2,536,237 57,000 19,938,709 358 Open Space Preser. District 6,998,377 3,297,242 - 10,295,619 1,028,354 68,445 803,606 8,395,215 359 Santa Clarita Lighting District-Assessmnt 2,602,295 3,340,484 231,485 6,174,264 2,770,677 - 860,613 2,542,974 360 Tourism Marketing District 656,931 757,062 - 1,413,993 646,744 - 296,000 471,249 361 Tourism Bureau 67,485 7,500 - 74,985 8,568 - - 66,417 367 Areawide Fund 5,160,429 7,784,402 14,328,172 27,273,003 20,791,428 686,032 447,279 5,348,264 368 VC Wasterwater Standby 3,845,841 1,149,916 - 4,995,757 30,387 - - 4,965,370 369 Cooper Street Parking CFD2020-1 (177,498) 304,543 - 127,045 464,202 - - (337,157) 393 City Housing Successor 997,989 159,646 - 1,157,635 - - - 1,157,635 601 General Fund Capital Projects 0 - 4,131,143 4,131,143 - 4,131,143 - 0 602 Civic Art Projects 356,031 - - 356,031 - 338,279 - 17,752 700 Transit Fund 88,581,727 25,829,408 7,036,111 121,447,246 36,828,267 90,000 153,690 84,375,290 720 Computer Replacement Fund 2,254,364 988,275 - 3,242,639 427,000 - - 2,815,639 721 Self Insurance Fund 1,743,290 4,122,570 81,870 5,947,730 3,778,932 - - 2,168,798 722 Equipment Replacement Fund 6,426,873 756,079 - 7,182,952 329,000 - - 6,853,952 723 Facilities Fund 135,868,447 1,703,122 10,200,000 147,771,569 - 11,384,000 - 136,387,569 TOTAL FUNDS 393,917,995 158,441,494 42,041,103 594,400,593 111,952,614 84,652,994 11,715,318 386,079,667 Projected 2022-2023
Statement of Fund Balance
THE CITY OF SANTA CLARITA
July 1, 2020 Operating Total Operating June 30, 2021
Fund Fund Transfers Resources Operating Transfers Fund
No. Fund Balance Revenue In Available Expenditures Out Balance 392 Redevelopment Obligation Retirement Fund 8,757,497$ 2,556,274 - 11,313,771 2,350 2,847,232 8,464,189$ 550 Successor Agency Debt Service (46,266,978) - 2,847,232 (43,419,746) 1,672,633 - (45,092,379)$ TOTAL FUNDS (37,509,481)$ 2,556,274$ 2,847,232$ (32,105,975)$ 1,674,983$ 2,847,232$ (36,628,191)$ July 1, 2021 Operating Total Operating June 30, 2022
Fund Fund Transfers Resources Operating Transfers Fund
No. Fund Balance Revenue In Available Expenditures Out Balance 392 Redevelopment Obligation Retirement Fund 8,464,189$ 2,960,683 - 11,424,872$ 3,500 2,139,419 9,281,953$ 550 Successor Agency Debt Service (45,092,379) - 2,139,419 (42,952,960) 1,248,726 - (44,201,686) TOTAL FUNDS (36,628,191)$ 2,960,683$ 2,139,419$ (31,528,089)$ 1,252,226$ 2,139,419$ (34,919,734)$ July 1, 2022 Operating Total Operating June 30, 2023
Fund Estimated Transfers Resources Operating Transfers Fund No. Fund Balance Revenue In Available Expenditures Out Balance 392 Redevelopment Obligation Retirement Fund 9,281,953$ 2,156,682 - 11,438,635$ 3,500 2,133,669 9,301,466$ 550 Successor Agency Debt Service (44,201,686) - 2,133,669 (42,068,017) 1,202,976 - (43,270,993) TOTAL FUNDS (34,919,734)$ 2,156,682$ 2,133,669$ (30,629,383)$ 1,206,476$ 2,133,669$ (33,969,528)$ Projected 2022-2023
Estimated 2021-2022
Audited 2020-2021
Successor Agency
Statement of Fund Balance
Statement of Fund Balance
Statement of Fund Balance
OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2022-2023THE CITY OF SANTA CLARITA
Summaries and Revenues
Budget Revenues
Three Year History
Actual Estimated Budget
Account Title 2020-21 2021-22 2022-23
GENERAL FUND
TAXES
100 - 400101 PROPERTY TAX 21,204,448$ 21,650,000$ 22,800,000$ 100 - 400106 PROPERTY TAX IN LIEU OF VLF 19,594,370 20,209,238 21,585,486 TOTAL PROPERTY TAX 40,798,818$ 41,859,238$ 44,385,486$ 100 - 401001 SALES & USE TAX 43,197,889$ 46,000,000$ 46,200,000$ 100 - 401201 FRANCHISE FEES 5,321,909 5,156,000 5,156,000 100 - 401202 FRANCHISE FEES-WASTE HAUL 3,210,147 2,920,000 2,980,000 100 - 401203 TEMP BIN/ROLL OFF FRANCHI 216,782 450,000 450,000 100 - 401204 FRANCHISE AGREEMENT-OTHER 151,970 150,000 150,000 100 - 401205 FRANCHISE AGREEMENT-REIM 198,982 213,000 217,260 100 - 401106 TRANSIENT OCCUPANCY TAX 2,275,383 4,200,000 4,200,000 100 - 401107 REAL PROPERTY TRANSFER TAX 2,010,033 2,500,000 2,500,000 TOTAL OTHER TAXES 56,583,095$ 61,589,000$ 61,853,260$
LICENSES & PERMITS
100 - 401301 BUSINESS LICENSE FEES 312,292$ 300,000$ 300,000$ 100 - 410101 CONDITIONAL USE PERMIT 117,544 59,528 60,146 100 - 410102 TEMPORARY USE PERMIT 13,635 12,780 15,480 100 - 410103 OAK TREE PERMIT 14,714 10,068 11,063 100 - 410104 MINOR USE PERMITS 60,303 58,344 61,893 100 - 410105 HOME OCCUPATION PERMIT 3,547 3,200 3,795 100 - 410106 TEMPORARY BANNER PERMIT 326 984 996 100 - 410107 ADU APP REVIEW FEE - 11,842 22,538 100 - 411105 BUILDING PERMITS 4,613,482 3,100,000 2,950,000 100 - 411106 PERMIT ISSUANCE 206,606 160,000 160,000 100 - 411110 MEP PERMITS 1,980,177 1,310,000 1,240,000 100 - 412101 STREET VACATION 5,000 25,000 25,000 100 - 412103 CERTIFICATES OF COMPLIANCE 1,555 10,000 10,000 100 - 412105 FINAL SUBDIV MAPS/IMPROVE 60,624 100,000 100,000 100 - 413101 ANIMAL LICENSES 263,675 300,000 500,000 100 - 413107 SIDEWALK VENDOR 1,380 1,020 1,020 100 - 452101 MISC. BLDG & SAFETY SRVCS 9,121 21,000 20,000 100 - 452110 SAND CYN SEWER APP FEE#1 - 1,943 - 100 - 453103 HWY ENCROACHMENT PERMITS 506,506 500,000 500,000 100 - 453108 GRADING INSPECTION PERMIT 215,038 110,000 100,000 100 - 453118 SLURRY SEAL FEE 986 120,000 - 100 - 453124 TRANSPORTATION PERMIT 60,041 40,000 35,000 100 - 453126 NEW STREET NAME REVIEW 3,999 4,000 4,000 100 - 453127 STREET NAME CHANGE REVIEW - 2,000 2,000 100 - 453129 PERMIT PROCESSING 3,711 2,000 2,000 100 - 453139 SUSMP INSPECTION PERMIT FEES 18,463 5,000 2,000 100 - 455101 TENTATIVE MAPS 156,446 198,247 83,757 100 - 455102 SITE/SIGN PLAN REVIEW 30,015 27,945 29,400 100 - 455103 TIME EXTENSIONS 7,856 3,663 3,240 100 - 455104 HILLSIDE REVIEW 21,349 18,421 7,168 100 - 455106 ADJUSTMENTS 18,615 10,990 11,151 TOTAL LICENSES & PERMITS 8,707,005$ 6,527,975$ 6,261,647$
FINES, FORFEITURES & PENALTIES
100 - 420101 PARKING CITATIONS 511,932$ 720,000$ 800,000$ 100 - 452106 B&S FINES AND PENALTIES 9,957 19,000 9,000 100 - 453138 ENG SVCS FINES & PENALTIES - 500 500 100 - 455121 CP CITATION 49,629 100,000 100,000 TOTAL FINES, FORFEITURES & PENALTIES 571,519$ 839,500$ 909,500$
THE CITY OF SANTA CLARITA
Budget Revenues
Three Year History
Actual Estimated Budget
Account Title 2020-21 2021-22 2022-23
USE OF MONEY & PROPERTY
100 - 430301 INTEREST INCOME 1,484,631$ 883,049$ 837,287$ 100 - 430307 INTEREST-BANK OF STA CLARITA 2,535 - - 100 - 430501 UNREALIZED GAIN/LOSS INVE (1,290,261) - - 100 - 430604 INTEREST INC-B&T ADVANCE 40,695 - - 100 - 430608 INTEREST INC-PUB LIBRARY ADVANCE 60,936 23,000 - 100 - 431101 RENTAL INCOME-CITY HALL 20,441 12,500 20,000 100 - 431107 RENTAL INCOME - MISC 73,494 72,000 67,000 100 - 431108 RENTAL INCOME-BUSINESS INCUBATOR (1,200) 1,800 - 100 - 431111 DARK FIBER LEASE 100,325 102,586 102,586 100 - 453128 NEXTG RIGHT OF WAY USE 9,834 9,000 9,000 TOTAL USE OF MONEY & PROPERTY 501,431$ 1,103,935$ 1,035,873$
REVENUES FROM OTHER AGENCIES
100 - 440101 ST. MOTOR VEHICLE IN-LIEU 162,773$ 255,972$ 255,000$ 100 - 445101 FEMA GRANTS 28,117 - - 100 - 447103 SB-90 REIMBURSEMENT 63,637 58,612 - 100 - 447104 STATE RECYCLING GRANTS 58,539 23,901 29,309 100 - 447105 BEAUTIFICATION GRANT PRGM 111,416 108,000 100,000 TOTAL REVENUE FROM OTHER AGENCIES 424,482$ 446,485$ 384,309$
CHARGES FOR CURRENT SERVICE
100 - 411107 B&S PLAN REVIEW 3,117,604$ 1,950,000$ 1,850,000$ 100 - 411108 INDUSTRIAL WASTE INP FEE 365,466 240,000 240,000 100 - 412104 EASEMENT DOCUMENT REVIEW 7,890 30,000 30,000 100 - 412106 LOT LINE ADJUSTMENT 18,341 25,000 20,000 100 - 413102 FILM PERMIT 246,475 250,000 250,000 100 - 413103 FILM PERMIT-ROAD USE 346,743 300,000 210,000 100 - 413104 PARADE PERMITS 7,692 12,000 12,000 100 - 413105 FILM PERMIT - PROPERTY USE 46,201 50,000 45,000 100 - 421101 SOLID WASTE LIQUID DAMAGE 99,601 105,000 95,000 100 - 421102 COMMUNITY COURT 100 1,500 2,000 100 - 421103 COMMUNITY COURT - TRAFFIC 6,875 15,000 20,000 100 - 421107 TEEN COURT FEES 2,400 3,000 3,000 100 - 431102 ACTIVITY CENTER REVENUES 256 77,000 77,000 100 - 431103 RECREATION AQUATICS RENTALS 265,790 265,000 265,000 100 - 431104 FACILITY RENTALS 10,175 75,000 70,000 100 - 431105 FIELD RENTALS 387,955 390,000 400,000 100 - 431106 SPORTS COMPLEX REVENUES 557 15,000 30,000 100 - 431109 SC GREAT AMERICAN CAMP 440 3,500 4,000 100 - 431110 SKATE PARK B/DAY PARTY - 550 500 100 - 451101 DUI CHARGES 133,354 150,000 150,000 100 - 451102 FALSE ALARM CHARGES 99,611 55,000 55,000 100 - 451103 NSF CHECKS 445 1,500 1,000 100 - 452103 CONSTRUCTION ACTIVITY RPT 168 200 200 100 - 452104 ENFORCEMENT COST RECOVERY 636 200 200 100 - 452105 RECORD MAINTENANCE 537,157 350,000 330,000 100 - 452107 FEE TO EXPEDITE-B & S 79,042 55,000 46,000 100 - 452108 STRONG MOTION FEES 2,601 2,200 2,000 100 - 452109 BUILDING STANDARDS COMM - 1,300 12,000 100 - 453101 STORM DRAIN TRANS PROCESS 15,279 12,000 200,000 100 - 453102 FLOODWAYS STUDIES 35,533 20,000 10,000 100 - 453105 SEWER INSPECTION 103,234 100,000 100,000 100 - 453106 STREET INSPECTION 39,164 120,000 100,000 100 - 453107 STORM DRAIN INSPECTIONS 41,709 15,000 20,000 100 - 453110 SEWER PLAN CHECK 22,946 35,000 35,000 100 - 453111 STREET PLAN CHECK 101,521 40,000 35,000 100 - 453112 STORM DRAIN PLAN CHECK 8,358 10,000 10,000 100 - 453114 GRADING PLAN CHECK 160,630 140,000 125,000 100 - 453117 GRADING SOILS/GEO DEPOSIT 41,171 40,000 35,000 100 - 453119 DOCUMENT IMAGING 24,757 32,000 30,000 100 - 453120 STREET LIGHT PLAN CHECKS 12,152 8,000 6,000 100 - 453121 FEE TO EXPEDITE-ENG SVCS - 9,000 10,000 100 - 453125 SEWER MODELING REVIEW 2,721 2,000 2,000 100 - 453130 SPECIAL AGREEMENT ADMIN FEE 1,500 1,000 1,000 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2022-2023THE CITY OF SANTA CLARITA
Summaries and Revenues
Budget Revenues
Three Year History
Actual Estimated Budget
Account Title 2020-21 2021-22 2022-23
100 - 453135 PLACERITA SEWER FEES 7,362 - - 100 - 453137 SITE INVESTIGATION (ENG SVCS) - 500 500 100 - 453140 SWPPP INSPECTION 10,438 5,000 2,000 100 - 454101 SIGNAL NETWORK TIMING 16,000 - - 100 - 454102 TRAFFIC SIGNAL INSPECTION 35,256 6,560 8,806 100 - 454104 TRAFFIC SIGNAL PLAN CHECK 17,816 3,550 17,816 100 - 454105 STRIPING PLAN CHECK 44,656 1,930 10,812 100 - 454106 DETOUR PLAN CHECK 41,687 2,884 2,884 100 - 454108 TRAFFIC SIGNAL TIMING FEE 6,456 5,060 4,608 100 - 455108 PRE-APPLICATION REVIEW 18,633 28,357 27,270 100 - 455109 INITIAL STUDIES 16,703 11,500 14,475 100 - 455115 APPEAL FEES 2,884 - - 100 - 455116 SELF-HAUL FEES 2,212 800 2,000 100 - 455117 ENVIRONMENTAL IMPACT REPORT 134,820 45,583 45,853 100 - 455118 LANDSCAPING/IRR PLANCHECK 18,235 10,815 17,766 100 - 455120 MOBILE HOME REGISTRATION 5,496 5,682 5,682 100 - 455122 RIDGELINE ALTERATION 10,955 11,283 - 100 - 455124 ZONING LETTER 5,411 3,877 4,556 100 - 455126 DEVELOPMENT REVENUE 167,598 128,225 130,134 100 - 455127 SIGN VARIANCE 2,389 - - 100 - 455128 GEN PLAN AMEND & ZONE CHG 34,711 35,231 - 100 - 455129 ARCHITECT DESIGN REVIEW 27,256 25,540 27,216 100 - 455130 ADMIN DEVELOPMENT PERMIT 20,122 26,870 27,032 100 - 457126 COMMUNITY EMERG. RESPONSE - 2,700 2,700 100 - 456107 THE MAIN 8,740 20,000 31,104 100 - 456202 TICKET SALES 6,575 - 10,000 100 - 456204 GEAR VENDORS (650) - 10,000 100 - 456205 FOOD VENDORS 900 7,500 8,000 100 - 456206 CITY MERCHANDISE - 220 3,000 100 - 456303 MARATHON REVENUES 3,929 - 67,500 100 - 456501 AQUATICS REGISTRATIONS 119,560 275,000 275,000 100 - 456502 AQUATICS POINT OF SALE 174,933 160,000 160,000 100 - 456602 ADULT SPORTS 117,709 235,000 245,000 100 - 456603 YOUTH SPORTS 24,261 160,000 160,000 100 - 456604 CONTRACT CLASSES 274,864 1,017,000 750,000 100 - 456606 CHILD DEVELOPMENT 221,204 460,000 505,500 100 - 456607 BREAKFAST WITH SANTA 2,330 - 6,000 100 - 456608 COMMUNITY CENTER 17,461 38,620 45,000 100 - 456609 DAY CAMP 193,903 385,000 410,000 100 - 456611 SPONSORSHIP REVENUE 37,464 193,491 200,000 100 - 456613 EXCURSIONS (6,478) - 14,000 100 - 456615 CCCC PROGRAMS 13,555 53,000 72,000 100 - 456616 CONCERTS PARKING - - 2,000 100 - 456614 RECREATION ADMIN FEE 160 1,200 1,200 100 - 457118 BOND PROCESSING & REVIEW 15,248 15,000 15,000 100 - 457108 SALE OF MAPS & PUBLICATIONS 133 - - 100 - 457109 VEHICLE IMPOUND RELEASE 141,329 106,158 100,000 100 - 457110 NOTARY SERVICE 360 400 400 100 - 457111 COPIES-CITY CLERK 1,587 1,200 1,200 100 - 457115 VIDEO/ AUDIO DUPLICATION 42 42 - 100 - 457116 SUSMP PLAN CHECK 11,714 15,000 15,000 100 - 457117 STRMWTR POLLU PREV(SWPPP) 3,597 4,000 4,000 100 - 457120 LOBBYIST REGISTRATION 994 880 - 100 - 413106 FILM MONITORING FEE 28,795 35,000 30,000 100 - 457131 MARRIAGE SERVICES 26,026 50,000 60,000 TOTAL CHARGES FOR CURRENT SERVICE 8,481,590$ 8,602,608$ 8,491,914$
OTHER REVENUE
100 - 401302 SATELLITE WAGERING FEE 10,690$ 20,000$ 20,000$ 100 - 457125 EMERGENCY PREP EXPO - 1,500 - 100 - 457101 OVERHEAD REIMBURSEMENTS 7,141,731 7,940,112 7,833,636 100 - 457121 NON-FRAN HAUL IMPOUND FEES - - 800 100 - 457127 C&D UNCLAIMED DEPOSITS 55,000 87,000 125,000 100 - 457130 EV CHARGING STATION 9,099 15,000 15,000 100 - 462101 MISCELLANEOUS REVENUE (35,391) 35,000 35,000 100 - 421108 GRAFFITI RESTITUTIONS/DON 1,535 1,000 1,000
THE CITY OF SANTA CLARITA
Budget Revenues
Three Year History
Actual Estimated Budget
Account Title 2020-21 2021-22 2022-23
100 - 462103 CASH OVER/SHORT (1) - - 100 - 462106 SALES OF PROPERTY & EQUIPMENT 69,473 85,289 50,000 100 - 462107 BEVERAGE PARTNERSHIP REVENUE 24,902 20,000 20,000 100 - 462109 STATE OF THE CITY TICKETS - 9,877 10,000 100 - 462110 ENERGY REBATES - 5,932 - 100 - 462114 BIG BELLY RECYCLING - - 500 100 - 456103 CROSSING GUARDS REVENUE 6,090 11,275 8,795 100 - 462122 PROPERTY DAMAGE PAYMENTS 306 - - 100 - 462123 BACK-UP FACILITIES FEE 54,520 - - 100 - 462124 HOMETOWN HEROS BANNER PR 11,979 6,000 6,000 100 - 462125 SA LOAN REPAYMENT 803,858 290,754 638,585 TOTAL OTHER REVENUE 8,153,792$ 8,528,739$ 8,764,315$ TRANSFERS IN 10,657,068 9,523,073 907,000 TOTAL GENERAL FUND 134,878,800$ 139,020,553$ 132,993,304$ FUND 104 - GASB 45 COMPLIANCE
104 - 430301 INTEREST-OTHER INVESTMENT 3,260,695$ -$ -$ 104 - 430501 UNREALIZED GAIN/LOSS 7,576,990 - - 104 - 457128 OPEB CONTRIBUTIONS 638,000 - - TOTAL FUND 104 - GASB 45 COMPLIANCE 11,475,685$ -$ -$ FUND 106 - PENSION LIABILITY
TRANSFERS IN 6,897,763$ 5,032,450$ 5,605,632$ TOTAL FUND 106 - PENSION LIABILITY 6,897,763$ 5,032,450$ 5,605,632$ FUND 120 - RECREATIONAL FACILITY
120 - 430301 INTEREST-OTHER INVESTMENT 1$ -$ -$ 120 - 431107 RENTAL INCOME-MISC 30,679 84,544 73,046 120 - 431112 RENTAL-PRO SHOP 1,213 21,452 34,656 120 - 456206 CITY MERCHANDISE 1,731 700 10,000 120 - 456611 SPONSORSHIP REVENUE 11,167 134,100 200,000 120 - 456701 ON-ICE REVENUE 426,251 3,115,000 2,863,400 120 - 456702 FOOD CONCESSION - 16,500 56,400 120 - 456704 OFF-ICE REVENUE - 498,000 25,200 120 - 456705 MISC CUBE REVENUE 3,040 36,100 6,800 120 - 456706 FILMING REVENUE CUBE - - 84,000 TRANSFERS IN 2,165,439 - 296,000 TOTAL FUND 120 - RECREATIONAL FACILITY 2,639,519$ 3,906,396$ 3,649,502$ FUND 201 - HOME PROGRAM
201 - 430301 INTEREST INCOME 5,458$ 3,695$ 4,692$ 201 - 430501 UNREALIZED GAIN/LOSS (4,940) - - 201 - 455201 HOME PROGRAM COLLECTIONS 13,934 9,419 - TOTAL FUND 201 - HOME PROGRAM 14,451$ 13,114$ 4,692$ FUND 202 - SURFACE TRANSP PROGRAM
202 - 445118 STPL REVENUE 137,814$ 1,338,737$ 1,301,580$ TOTAL FUND 202 - SURFACE TRANSP PROGRAM 137,814$ 1,338,737$ 1,301,580$ FUND 203 - COMMUNITY DEVELOPMENT BLOCK GRANT
203 - 430301 INTEREST INCOME 2,877$ 230$ -$ 203 - 430501 UNREALIZED GAIN/LOSS INVE 844 - - 203 - 442415 CARES ACT (COVID-19) 393,938 205,673 144,251 203 - 455202 CDBG - HUD 499,239 2,336,251 1,812,163 TOTAL FUND 203 - COMMUNITY DEVELOPMENT BLOCK GRANT 896,897$ 2,542,154$ 1,956,414$ FUND 206 - BJA LAW ENFORCEMENT GRANT
206 - 430301 INTEREST INCOME 1$ -$ -$ 206 - 430501 UNREALIZED GAIN/LOSS INVE 2 - - 206 - 442415 CARES ACT (COVID 19) 63,826 - - 206 - 446120 JUSTICE ASST. GRANT 19 16,754 - - 206 - 446121 JUSTICE ASST. GRANT 21 18,007 2,918 - 206 - 446122 JUSTICE ASST GRANT 22 - 23,070 - TOTAL FUND 206 - BJA LAW ENFORCEMENT GRANT 98,589$ 25,988$ -$ OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2022-2023THE CITY OF SANTA CLARITA
Summaries and Revenues
Budget Revenues
Three Year History
Actual Estimated Budget
Account Title 2020-21 2021-22 2022-23
FUND 207 - HOME ENTITLEMENT
207 - 455203 HOME PROGRAM -$ -$ 583,103$ TOTAL FUND 207 - HOME ENTITLEMENT -$ -$ 583,103$ FUND 228 - AMERICAN RESCUE PLAN ACT
228 - 462101 AMERICAN RESCUE PLAN 9,618,118$ 20,692,758$ 4,613,755$ TOTAL FUND 228 - AMERICAN RESCUE PLAN ACT 9,618,118$ 20,692,758$ 4,613,755$ FUND 229 - FEDERAL GRANT
229 - 430301 INTEREST-OTHER INVESTMENT 53,937$ -$ -$ 229 - 430501 UNREALIZED GAIN/LOSS INVE 33,460 - - 229 - 442409 MISC FEDERAL GRT 1,229,112 2,073,327 1,315,596 229 - 442415 CARES ACT (COVID 19) 2,740,224 - - 229 - 447110 EMERGENCY RENTAL ASSISTANCE 1,288,707 3,969,607 - 229 - 462101 MISCELLANEOUS REVENUE 368,055 41,722 - TOTAL FUND 229 - FEDERAL GRANT 5,713,495$ 6,084,656$ 1,315,596$ FUND 230 - GAS TAX
230 - 430301 INTEREST INCOME 36$ -$ -$ 230 - 441101 2107.5 GAS TAX 10,000 10,000 10,000 230 - 441102 2106 GAS TAX 638,612 732,927 800,395 230 - 441103 2107 GAS TAX 1,529,984 1,785,947 1,952,994 230 - 441104 2105 GAS TAX 1,130,667 1,310,513 1,429,549 230 - 441107 7360 GAS TAX 1,480,670 1,878,947 2,182,261 230 - 462101 MISCELLANEOUS REVENUE 3,293 - - 230 - 462106 SALE OF PROPERTY 185 - - 230 - 462122 PROPERTY DAMAGE PAYMENTS 6,475 18,043 - TRANSFERS IN 455,301 317,655 100,000 TOTAL FUND 230 - GAS TAX 5,255,223$ 6,054,032$ 6,475,199$ FUND 231 - TRAFFIC SAFETY
231 - 420103 TRAFFIC MOVING VIOLATIONS 558,862$ 550,000$ 550,000$ TOTAL FUND 231 - TRAFFIC SAFETY 558,862$ 550,000$ 550,000$ FUND 232 - AB2766 AIR QUALITY IMPROVEMENT
232 - 430301 INTEREST INCOME 5,046$ 2,634$ 3,685$ 232 - 430501 UNREALIZED GAIN/LOSS INVESTMENT (10,493) - - 232 - 442104 AB2766 AIR QUALITY IMPROV 289,795 289,000 289,000 232 - 442105 AB2766 AIR QUALITY IMPROV GRANT 118,979 - - TOTAL FUND 232 - AB2766 AIR QUALITY IMPROVEMENT 403,326$ 291,634$ 292,685$ FUND 233 - TDA ARTICLE 8
233 - 430301 INTEREST INCOME 7,288$ -$ -$ 233 - 430501 UNREALIZED GAIN/LOSS INVE (33,776) - - 233 - 442102 TDA ARTICLE 8 (STREETS) 9,538,331 11,736,179 3,678,764 233 - 462105 PRIOR YEAR ADJ 10,622 - - TOTAL FUND 233 - TDA ARTICLE 8 9,522,464$ 11,736,179$ 3,678,764$ FUND 234 - SUPPLEMENTAL LAW ENFORCEMENT GRANT
234 - 430301 INTEREST INCOME 4,802$ -$ -$ 234 - 430501 UNREALIZED GAIN/LOSS INVE (5,115) - - 234 - 446103 SUPPL. LAW ENFORCEMENT GR 524,638 361,861 362,000 TOTAL FUND 234 - SUPPLEMENTAL LAW ENFORCEMENT GRANT 524,325$ 361,861$ 362,000$ FUND 238 - BIKEWAY FUNDS
238 - 430301 INTEREST INCOME 31$ -$ -$ 238 - 430501 UNREALIZED GAIN/LOSS INVE (8,144) - - 238 - 442101 TDA ARTICLE 3 (BIKEWAYS) 259,188 428,098 226,967 TOTAL FUND 238 - BIKEWAY FUNDS 251,075$ 428,098$ 226,967$ FUND 259 - MISC GRANTS
259 - 447104 STATE RECYCLING GRANTS 54,573$ 54,913$ 100,686$ 259 - 447108 RMDZ CAL RECYCLE GRANT 13,438 - 7,500 259 - 462101 MISCELLANEOUS REVENUE 482,331 10,200,001 - TOTAL FUND 259 - MISC GRANTS 550,342$ 10,254,914$ 108,186$
THE CITY OF SANTA CLARITA
Budget Revenues
Three Year History
Actual Estimated Budget
Account Title 2020-21 2021-22 2022-23
FUND 260 - PROPOSITION C LOCAL RETURN
260 - 430301 INTEREST INCOME 141,145$ 104,759$ -$ 260 - 430501 UNREALIZED GAIN/LOSS INVE (80,750) - - 260 - 442201 PROPOSITION C LOCAL RETURN 3,639,902 3,717,537 4,483,840 260 - 462105 PRIOR YEAR REVENUE ADJ 4,672 - - TOTAL FUND 260 - PROPOSITION C LOCAL RETURN 3,704,968$ 3,822,296$ 4,483,840$ FUND 261 - PROPOSITION A LOCAL RETURN
261 - 430301 INTEREST INCOME 164,361$ 124,029$ 118,815$ 261 - 430501 UNREALIZED GAIN/LOSS INVE (113,816) - - 261 - 442301 PROP A - LOCAL RETURN 4,388,257 4,481,802 5,405,645 TOTAL FUND 261 - PROPOSITION A LOCAL RETURN 4,438,802$ 4,605,831$ 5,524,460$ FUND 262 - PROPOSITION A PARK BOND
262 - 430301 INTEREST INCOME 3$ -$ -$ 262 - 443102 PROP A SAFE PARK BONDS 11,791 4,356 - 262 - 443103 PROP A SAFE PARK-PROJECT SP - 361,000 - 262 - 462105 PRIOR YEAR-REVENUE ADJUST 411 - - TOTAL FUND 262 - PROPOSITION A PARK BOND 12,204$ 365,356$ -$ FUND 264 - MEASURE R LOCAL RETURN
264 - 430301 INTEREST INCOME 53,642$ 34,901$ -$ 264 - 430501 UNREALIZED GAIN/LOSS INVE (68,834) - - 264 - 442602 MEASURE R LOCAL RETURN 2,733,710 2,788,153 3,362,880 TOTAL FUND 264 - MEASURE R LOCAL RETURN 2,718,517$ 2,823,054$ 3,362,880$ FUND 265 - PROPOSITION C 25% GRANT
265 - 442208 PROPOSITION C GRANTS 3,061,976$ 5,781,916$ 938,874$ TOTAL FUND 265 - PROPOSITION C 25% GRANT 3,061,976$ 5,781,916$ 938,874$ FUND 266 - MEASURE M LOCAL RETURN
266 - 442611 MEASURE M LOCAL RETURN 3,097,393$ 3,159,907$ 3,811,264$ 266 - 430301 INTEREST INCOME 117,762 55,943 - 266 - 430501 UNREALIZED GAIN/LOSS INVE (111,387) - - TOTAL FUND 266 - MEASURE M LOCAL RETURN 3,103,768$ 3,215,850$ 3,811,264$ FUND 267 - SB1 ROAD REPAIR & ACCOUNTABILITY
267 - 430301 INTEREST INCOME 52,495$ 22,976$ -$ 267 - 430501 UNREALIZED GAIN/LOSS INVE (54,657) - - 267 - 441108 SB1 ROAD MAINTENANCE REHAB 4,114,296 4,589,310 5,050,659 TOTAL FUND 267 - SB1 ROAD REPAIR & ACCOUNTABILITY 4,112,133$ 4,612,286$ 5,050,659$ FUND 268 - MEASURE M ATP
268 - 442614 MEASURE M ATP 44,503$ 880,291$ 1,762,082$ TOTAL FUND 268 - MEASURE M ATP 44,503$ 880,291$ 1,762,082$ FUND 269 - MEASURE A SAFE PARKS
269 - 430301 INTEREST-OTHER INVESTMENT 44$ -$ -$ 269 - 430501 UNREALIZED GAIN/LOSS INVE 68 - - 269 - 443104 MEASURE A SAFE PARKS 351,869 388,533 194,251 TOTAL FUND 269 - MEASURE A SAFE PARKS 351,982$ 388,533$ 194,251$ FUND 270 - MEASURE R HIGHWAY IMPROVEMENTS
270 - 442605 MEASURE R HIGHWAY OPS IMP 160,132$ 4,299,359$ 20,096,000$ TOTAL FUND 270 - MEASURE R HIGHWAY IMPROVEMENTS 160,132$ 4,299,359$ 20,096,000$ FUND 271 - MEASURE W SAFE CLEAN WATER
271 - 400108 MEASURE W SAFE CLEAN WATER 3,211,394$ 3,208,851$ 3,211,394$ 271 - 400109 MEASURE W REGIONAL - 300,000 - 271 - 430301 INTEREST INCOME 17,937 40,979 25,707 271 - 430501 UNREALIZED GAIN/LOSS INVE 7,027 - - TOTAL FUND 271 - MEASURE W SAFE CLEAN WATER 3,236,359$ 3,549,830$ 3,237,101$ OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2022-2023THE CITY OF SANTA CLARITA