Draft Fiscal Year 2024-25 Budget (available in the City Clerk's Reading File) — Santa Clarita City Council, June 11, 2024 (part 1 of 3)

OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2024-2025THE CITY OF SANTA CLARITA

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Annual Operating Budget
and
Capital Improvement Program
FY 2024-2025

CAMERON SMYTH
M AYOR

BILL MIRANDA

MAYOR PRO TEM

JASON GIBBS

COUNCILMEMBER

MARSHA MCLEAN

COUNCILWOMAN

LAURENE WESTE

COUNCILMEMBER
Presented by:

KENNETH W. STRIPLIN

CITY MANAGER

THE CITY OF SANTA CLARITA

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OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2024-2025THE CITY OF SANTA CLARITA

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Table of Contents
MESSAGE FROM THE CITY MANAGER 5
• Budget at a Glance

COMMUNITY PROFILE 11 • Community Profile and Since Incorporation
• Location Map
• History
• Distinguished Awards
• Form of Government
• Commissions
• Funded Positions
• Philosophy
• Santa Clarita 2025
USER’S GUIDE 51
• Budget and Capital Improvement Program Guide
• Annual Appropriations Limit
FISCAL POLICIES 57
SUMMARIES AND REVENUES 73
• Budget Summary
• Statement of Fund Balance
• Budget Revenues (3-year history)
• Successor Agency Statement of Fund Balance
• Successor Agency Revenues
CITY MANAGER’S OFFICE 97 • Budget Summary
• City Council
• City Manager Administration
• Communications
CITY A TTORNEY 101 • Budget Summary
• City Attorney
ADMINISTRA TIVE SERVICES 105 • Budget Summary
• Administration
• Finance
• Information Services
• Special Districts
NEIGHBORHOOD SERVICES 109 • Budget Summary
• Administration
• Environmental Services
• Facilities Maintenance
• Parks
• Parks Planning and Open Space
COMMUNITY DEVELOPMENT 115 • Budget Summary
• Administration
• Building and Safety
• Community Preservation
• Community Development Block Grant
• HOME Investment Partnership
• Planning
RECREA TION AND COMMUNITY SERVICES 121 • Budget Summary
• Administration
• Recreation and Community Services
PUBLIC WORKS 125 • Budget Summary
• Administration
• Capital Improvement Projects Administration
• Engineering Services
• General Services
• Traffic and Transportation Planning
HUMAN RESOURCES AND LIBRARY SERVICES 131
• Budget Summary
• Administration
• Human Resources
• Public Library
ECONOMIC DEVELOPMENT 135 • Budget Summary
• Administration
• Economic Development
• Arts and Events
• Transit
PUBLIC SAFETY 141 • Budget Summary
• Sheriff’s Services
• Fire Protection
SUCCESSOR AGENCY 143 • Budget Summary
• Successor Agency
NON-DEPARTMENTAL 145 • Budget Summary
• Administration
CAPITAL IMPROVEMENT PROGRAM 147 • Table of Contents/Overview
• CIP Summaries
• Beautification and Landscaping
• Circulation
• Facilities and Buildings
• Maintenance
• Parks
• Resource Management and Conservation
• Streets and Bridges
• Trails and Transit
• Unfunded Projects
RESOLUTIONS 219 APPENDIX 247

THE CITY OF SANTA CLARITA

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OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2024-2025THE CITY OF SANTA CLARITA

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Message from the City Manager
June 25, 2024
DEAR HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL:

It is my pleasure to present the City of Santa Clarita’s (City) Fiscal Y ear 2024-25 Operating Budget and Capital Improvement Program (CIP). 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.

STA TE OF THE ECONOMY
National Economy
Like most years, there are mixed reviews among experts with regard to the economic outlook. While most economists continue to point to a slow growth for the national economy, albeit at a stronger rate than originally predicted, other sentiments indicate an economic slowdown. On one end, despite interest rates peaking at a multi-decade high, housing prices continue to soar and inflation persists. For April 2024, the Consumer Price Index (CPI) for the U.S. rose by 0.3 percent to 3.4 percent, increasing for the eighth consecutive month. On the other end, consumer spending and labor markets are cooling down. April retail sales were up only 0.2 percent, significantly lower than the 3 percent surge during the same time last year. With such uncertainty, the Federal Reserve (FED) has indicated that no near-term relief is in sight.

Inflation will be a key factor in the decision-making process for the FED. While inflation showed steady downward progress after the FED increased rates for 13 consecutive months from 2022 through mid-2023, the CPI for the U.S. has continued to slowly rise, as previously shared. Beyond inflation, the election will factor into the decision, as it is unlikely that the FED will make any changes when it meets in September, during the height of campaign season. Should the FED cut rates or provide any relief, it would likely occur in November, post-election, although economists warn Americans to be prepared for no rate cuts and expect mortgage rates to stay above 7 percent this year.

Message from the
City Manager

THE CITY OF SANTA CLARITA

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State of the City Budget
In my review of the state of our City’s budget, I can confidently say that our organization’s fiscal health continues to be strong. The City continues to be recognized for its fiscal solvency evident through our organization’s ranking in the top five percent of California cities by the California State Auditor with a low- risk designation and perfect scores in liquidity, general fund reserves, and in both pension and other post- employment benefits (OPEB) obligations. In addition, we continue to maintain a AAA credit rating from S&P Global and 20 percent emergency operating reserves.

While there is significant uncertainty with the State’s budget, the City’s revenues continue to look positive and should be unaffected by the State’s issues, which will allow us to continue to deliver a high-quality of life for our residents. We are in the fourth year of the City’s five-year Strategic Plan, Santa Clarita 2025 (SC2025), which will culminate at the end of the next calendar year. As part of SC2025, we have been able to bring forward several new amenities to Santa Clarita residents, such as The Cube: Ice and Entertainment Center, Canyon Country Community Center, the Central Park Buildout, Vista Canyon Multi-Modal Center, and both Vista Canyon Park and Skyline Ranch Park.

In addition to the aforementioned amenities, SC2025 identifies several others that will be completed in the next few years, including The Rink Sports Pavilion, the Sports Complex Buildout, Blue Cloud Bike Park, and the transfer of William S. Hart Park, among several others. Collectively, these facilities will require an investment of upwards of $200 million to construct and create an ongoing impact to the General Fund of over $10 million annually to operate. I want to assure the City Council that through proactive planning and forecasting, funding will be available to complete the pending projects. That said, we will continue to maintain a conservative approach to our spending and focus primarily on the goals identified in SC2025.

With all this in mind, I want to reaffirm the confidence I have in our organization and our community. This is a testament to the City Council’s directives and guidance over the City’s already storied history. Although we continue to evolve and change as an organization, the one thing that hasn’t changed, and in my opinion has been fundamental to our success, is our conservative budget practices. Our conservative approach has and will continue to position our organization to handle challenges and continue to provide a high quality of life for our residents into the future.

BUDGET PROCESS
The Fiscal Y ear 2024-25 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 and uncertain economic times like we are experiencing:
• 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.

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Message from the City Manager

BUDGET PRIORITY
The SC2025 plan is a compilation of needs expressed by the community and the City Council’s goals and priorities for the next five years. Several essential work areas were synthesized into seven “Quality of Life” themes that best describe the qualities of the City:

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
To serve as a guide for the organization, SC2025 will 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
T otal Appropriations
The Fiscal Y ear 2024-25 budget totals $342 million. This includes funding for CIP , personnel, the Successor Agency, operations and maintenance, outlay, and debt services. When compared to the last year’s adopted budget, this represents an overall increase of 6.4 percent, or $20.6 million.

T otal 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 2024-25, total revenue exceeds 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 2024-25 budget is consistent with our practice of ensuring ongoing revenues are greater than ongoing expenditures.

General Fund Revenues
The City’s largest fund is the General Fund, representing $149.2 million in total revenues. The following revenue projections are compared to the adopted Fiscal Y ear 2024-25 budget:
• Sales Tax, which is traditionally the City’s largest General Fund revenue source, is projected to increase 1.4 percent to $49.0 million.
• Property Tax and Property Tax in Lieu of Vehicle License Fees are estimated to increase 5.3 percent to $49.6 million, collectively.
• Franchise Revenues are projected to increase 15.2 percent to $11.1 million. • Development Revenues are projected to increase 16.8 percent to $11.0 million. • Transient Occupancy Tax (TOT) is projected to increase 4 percent to $5.2 million. • Recreation Revenues are projected to increase 9 percent to $4.8 million.

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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 2024-25, the General Fund appropriations total $148.9 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. For Fiscal Y ear 2024-25, the City’s emergency operating reserve will total $25.5 million. This represents a 20 percent General Fund Operating Reserve, which was a goal of the City Council that was reached and has been in place since Fiscal Y ear 2016-17.

ADDITIONS TO THE OPERA TING BUDGET
The Fiscal Y ear 2024-25 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 SC2025 Quality of Life themes:

Building and Creating Community:
• Valencia Community Center Operations: $235,490
• Engineer – Traffic and Transportation Planning: $157,849 • The MAIN Operations: $21,819
Community Engagement:
• Increase in Base Budget for Arts and Events: $140,500 • Arts Master Plan: $90,000
• Santa Clarita Valley Senior Center – Recreation and Wellness Program: $50,000 • Public Television Equipment: $35,000
• Walk of Western Stars: $7,500
Enhancing Economic Vitality:
• Building and Safety Contractual Services: $500,000
• Increase in Base Budget for the Tourism and Marketing District: $221,159 Community Beautification and Sustainability:
• Landscape Maintenance District Reserve Projects: $1,505,500 • Solid Waste Diversion Program: $107,500
Organizational Excellence:
• CEMEX Legal Counsel: $100,000
• Human Resources and Library Services: $34,561
As the City continues to grow and costs associated with various services continue to rise, the need for additional funding to support various divisions and programs has become necessary to maintain the current service levels. For Fiscal Y ear 2024-25, base budget increases are being provided for:
• Technology Services: $107,000
• City Clerk’s Office: $83,329
• Human Resources Division: $82,906
• Finance Division: $63,415
• City Manager’s Office: $17,000
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Message from the City Manager
Sustaining Public Infrastructure:
• Truck-Mounted Long Line Paint Striper: $293,590
• Bus Stop Upgrades: $292,900
• Veterans Plaza: $40,700
• Electric Vehicle Charging Station’s Maintenance: $14,500 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 for the City. For Fiscal Y ear 2024-25, the budget provides for:
• Replacement of 12 transit buses: $11.1 million
• Replacement of five vehicles and two pieces of equipment: $358,000 Public Safety:
• Sheriff ’s Contract Adjustment: $892,733
• Security Camera Replacement: $431,200
• Liability Trust Fund Adjustment: $242,008
• Automated License Plate Reader Cameras: $142,500
• Citywide Engineering and Traffic Survey: $125,000

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 $95.8 million—a 6.5 percent increase when compared to the current year’s adopted budget. Of the recommended amount, $27.7 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 2024-25:

Building and Creating Community:
• The Rink Sports Pavilion: $25 million
• Newhall Gateway Beautification Project: $3.3 million
• Valencia Heritage Park Tennis Court: $740,000
• Via Princessa Park Design: $519,000
Community Beautification and Sustainability:
• Annual Citywide Major Thoroughfare Median Refurbishment Program: $2.5 million Sustaining Public Infrastructure:
• Annual Overlay/Slurry Seal Program: $22.9 million
• Central Park Maintenance Y ard Expansion: $5 million
• Annual Playground Equipment Replacement: $1.38 million • Annual Streets Concrete Rehab Program: $630,000
• Annual Park Facilities Improvements and Repairs: $560,000 • Annual Park Concrete Rehab Program: $560,000
• Annual Play Area Structure Program: $515,000
• 2024-25 Circulation Improvement Program: $425,000
• Sports Field Replacement at Central Park: $362,000
• 2024-25 Signalized Intersection Improvement Program: $300,000 • Battery Back-Up Systems Upgrades: $200,000
• Sport Court Resurfacing at Chesebrough and Creekview Parks: $169,500 • Aquatics Roof Replacement at Newhall Park: $184,300
• Battery Back-Up Systems Upgrades: $200,000

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Sustaining Public Infrastructure is a significant undertaking, and while the City has brought many new amenities online, several of the older facilities need attention. For Fiscal Y ear 2024-25, the budget provides for:
• City Hall and Library Window Seal Repairs: $428,500
• CNG Station Modular Panel Replacement: $118,000
• City Hall Blinds and Lighting Replacement: $72,000
• Citywide Library Updates: $64,000
Public Safety:
• Newhall Avenue Railroad Safety Improvements – Design: $670,000 • Annual Thermoplastic Lane Striping Program: $205,000

CONCLUSION
I would like to thank the City Council for their continued commitment to providing fiscally responsible leadership and direction. This commitment has allowed staff to bring forward a balanced budget that funds many SC2025 priorities, while also preparing our organization for uncertainty in the economy in the coming years. I would also like to thank all of the Commissioners and City staff who, every day, commit themselves to maintaining the quality of life enjoyed by all Santa Clarita residents.

Development of the annual budget is a six-month process that requires considerable effort from staff. I would like to thank and recognize each member of the Budget Team, including Frank Oviedo, Carmen Magaña, Kristi Hobrecker, Michael Villegas, Brittany Houston, Mary Ann Ruprecht, and Amy Seyerle for their work in preparing the Budget.

I would also like to recognize each of the department Budget Officers, support staff, and graphic artist who worked diligently to prepare the document before you now, including McKenzie Bright, Karine Darabedyan, Vicky Delgado, Masis Hagobian, Christina Nguyen, Tyler Pledger, Joe Redmond, Amber Rodriguez, Noely Serrato, and Shenil Walker.

In addition, I would like to thank the Leadership Team as well as Shannon Pickett and Jonathan Cosh 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
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Community Profile
ON DECEMBER 15, 1987 , the City incorporated
from Los Angeles County. Incorporation brought the
communities of Saugus, Newhall, Valencia, and Canyon
Country together to form 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.

The City is located 35 miles northwest of Los Angeles
and 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, while Amtrak provides regular daily passenger service to key
cities, making stops at each of the four Metrolink stations in the City, including the recently opened Vista Canyon Multi-Modal Center.

The City has established an enviable balance between
quality of life and quality infrastructure and amenities.

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. The community not only enjoys numerous
parks, recreation services, and facilities, but also
outstanding Los Angeles County Fire and Sheriff ’s
services, responsive paramedic and ambulance services,
and high levels of local government services.

The City of Santa Clarita
Community Profile

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¹provided by U.S. Census Bureau 2020 Decennial Census | ²provided by the Employment Development Department, 3/2024 ³provided U.S. Census Bureau 2022 American Community Survey 1-Year Estimates Santa Clarita boasts 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, 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.

Santa Clarita’s commitment to education is evident in
strong academic performance, passionate teachers, and
community dedication to education. Elementary, junior
high schools, and high schools throughout Santa Clarita continuously receive distinguished Gold Ribbon School
status from the California Department of Education.

To encourage cultural understanding and promote
global peace, Santa Clarita has established two Sister City relationships with Sariaya, Philippines and Tena, Ecuador.

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Community Profile
SANTA CLARITA 2025
Santa Clarita has experienced
significant success in setting and
implementing strategic visions.

Through strategic planning,
award-winning projects have
been completed, new programs
have been introduced while
continuing to improve current
offerings, and essential services
have been expanded for the community.

Santa Clarita 2025 is the City’s current five-year strategic plan, which is in its fourth year. This plan serves as
a guide for the City’s decisions and priorities, and is synthesized into seven themes that best describe the
amazing qualities of the City:

BUILDING AND CREATING COMMUNITY

COMMUNITY ENGAGEMENT

SUSTAINING PUBLIC INFRASTRUCTURE

ENHANCING ECONOMIC VITALITY

COMMUNITY BEAUTIFICATION

AND SUSTAINABILITY

ORGANIZATIONAL EXCELLENCE

PUBLIC SAFETY

BUILDING AND CREA TING COMMUNITY
There are a myriad number of amenities for residents and visitors to explore in Santa Clarita. From our parks, trails, facilities, and preserved open space, the opportunities to enjoy indoor and outdoor activities are limitless.

A variety of entertainment and enrichment events are
offered throughout the year, including SENSES Block
Party offered every third Thursday from March to
October; the Y outh Arts Showcase in the spring; in July and August, the City produces the free Concerts in the
Park series at Central Park; and each year finishes off with the landmark event – Light Up Main Street, which
officially kicks-off the holiday season.

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Santa Clarita’s strong western heritage is preserved
through the established Santa Clarita Cowboy Festival
at William S. Hart Park. 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.

Recreation programs, camps, classes, and events
throughout the community, including the popular Camp
Clarita summer youth camp, Primetime Preschool, Y outh
and Adult Sports leagues and programming, contract
classes, and Santa Clarita Public Library programming
are offered regularly. Information for these programs can be found in the City’s award-winning Seasons magazine,
which is mailed quarterly to City residents. Entertainment options at the City’s local theatre, The MAIN, are also featured to highlight live stage productions, stand-up
comedy, and film screenings.

The City’s Open Space Preservation District preserves
natural land from development, creates a greenbelt
around the City, retains wildlife corridors, and protects rare biological and geological regions. This land provides valuable recreational opportunities, such as hiking,
biking, and equestrian uses. Santa Clarita is also friendly to cyclists of all skill levels with miles of bicycle lanes, cycling trails, a bike park, and paseos.

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Community Profile

COMMUNITY ENGAGEMENT
Santa Clarita strives to regularly engage and inform the public on decisions and actions that impact quality of life in the community.

The City’s Facebook, Instagram, TikTok, and X
(formerly Twitter) pages are updated several times each day and are linked to SantaClarita.gov – the
City’s newly redesigned website. The City has
been consistently recognized with numerous
awards for its engagement and presence on
social media.

Mobile applications continue to be very
popular with our residents and visitors
alike. These applications include Resident
Service Center (RSC), the City’s 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.

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 River Rally, the Cowboy Festival, and countless community events where City programming is featured.

To commemorate Santa Clarita residents from the armed
forces who lost their lives while serving in the United States War on Terror, the City dedicated the Fallen
Warriors Memorial Bridge. The Hometown Heroes
Military Banner Program was established to honor and
recognize City residents who are currently serving in
active-duty military.

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SUSTAINING PUBLIC INFRASTRUCTURE
To ensure the sustainability of the City’s existing
inventory of parks, facilities, and lane-miles of roadway; repairs, upgrades, and new construction is essential.

On an annual basis, the City maintains arterial and
neighborhood streets through the Annual Road
Rehabilitation program. Through a pavement
management system, streets are selected for slurry seal and overlay road treatment to improve City roadways and address maintenance concerns before they develop into
larger issues.

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. Key projects include, shade structure and
play equipment replacements, sidewalk and concrete
rehabilitation, sport field and court resurfacing, and
much more.

In addition to rehabilitation and repair projects, new
amenities are often constructed, such as the Vista Canyon Multi-Modal Center. In partnership with Los Angeles
Metro and Metrolink, the City completed the multi-
modal center, which includes the Santa Clarita Valley’s fourth Metrolink Station and a bus transfer station.

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Community Profile

ENHANCING ECONOMIC VITALITY
The City is home to businesses and jobs from diverse
industries, with the largest employers being Six Flags
Magic Mountain, Princess Cruises, Henry Mayo Newhall
Memorial Hospital, Boston Scientific, The Master’s
University, Advanced Bionics, Logix, Woodward HRT, 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.

Santa Clarita boasts a highly educated workforce, which is the third largest labor force in Los Angeles County. Over 39 percent of the workforce possess a bachelor’s degree or higher and 71 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.

Consistent with its business-friendly approach, the City 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.

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.

The City’s Film Office is dedicated to making filming in Santa Clarita as affordable, convenient, and enjoyable
as possible for production. As a result, Santa Clarita has become one of the most filmed locations in California.

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COMMUNITY BEAUTIFICA TION AND SUSTAINABILITY
Preserving the natural beauty of the City has been a
long-standing priority since its incorporation. The
beauty and natural setting of Santa Clarita is greatly
enhanced by the presence of large numbers of majestic
oak trees, which make up some of the 125,000 City trees maintained by the City.

The City is responsible for administering and managing
62 Landscape Maintenance Zones which encompasses
the maintenance of street medians, parkways, side-
panels, parks, numerous monument signs, paseos,
trees, and landscaped medians in each district.

Through the installation and maintenance of landscape
and ornamental features, the natural beauty of the
community is enhanced for residents to enjoy.

A testament to the City’s commitment to sustainability
and energy efficiency, two of the City’s latest capital projects – the Santa Clarita Valley Sheriff ’s Station and Canyon Country Community Center – were awarded
LEED (Leadership in Energy and Environmental
Design) Silver certification. LEED, developed by the U.S.

Green Building Council, is the most widely used green
building rating system in the world.

In addition, the City is in the process of completing a multi-million dollar Energy Efficiency Project involving several City facilities. Key project components include lighting, solar, battery storage, heating, ventilation, and air conditioning. This project will reduce energy
consumption and generate savings, while reducing
greenhouse gas emissions by over 3,000 metric tons per
year, which is the equivalent of taking 716 gas-powered cars off the road.

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Community Profile

ORGANIZA TIONAL EXCELLENCE
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.

PUBLIC SAFETY
Santa Clarita is regularly ranked as one of the safest
cities in the nation. This has been achieved through
partnerships forged with the local Sheriff ’s Station
and the business community, in the areas of crime
prevention, intervention, and enforcement.

The City’s Traffic Operation Center at City Hall allows real-time observation of traffic conditions throughout
the City for swift response to traffic incidents and
congestion. In addition, the City maintains a Traffic
Safety Team, comprised of City staff and Sheriff
personnel, to maintain and enhance roadway safety
through education, enforcement, and engineering.

To ensure petty offenders pay restitution and perform
community service here in Santa Clarita, the City
established a Community Court diversion that
continues to thrive. In addition, the City offers multiple youth programs aimed at fostering civic responsibility
and limiting exposure to drugs and violence.

The Sheriff ’s Department administers the Juvenile
Intervention Team to keep drugs off the streets of Santa Clarita, away from the schools, and out of the hands of our youth. Through an inter-agency collaboration, the
City 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.

To commemorate youth tragically lost in traffic-related incidents, the City created and maintains the award-
winning Y outh Grove Memorial, located in Central
Park, which also serves as the location for the City’s
annual Evening of Remembrance.
2024 PUBLIC OPINION POLL RESULTS

THE CITY OF SANTA CLARITA

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LOCA TION MAP
OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2024-2025THE CITY OF SANTA CLARITA

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Community Profile
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,

Page 20 of 202 ends

Newhall Train Depot – circa 1890
Spruce Street – 1916 (Main Street)
Santa Clarita’ s History

MANY GENERATIONS HAVE P ASSED
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.

The new home for Melody Ranch was “Western” town,
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.

Newhall Train Depot – circa 1890

Spruce Street – 1916 (Main Street)

Hart, a pr ominent Hollywood film star of the
1920’s, left his mark on the community by
building his home here and,

Page 20 of 202 ends

THE CITY OF SANTA CLARITA

Page 22 of 259 ends

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
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.

Page 21 of 202 ends

Construction of Magic Mountain-circa 1971
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Community Profile
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.

The following are recognitions and accolades that have been awarded to the City over the last 10 years.

HELEN PUTNAM AWARDS
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.

AWARDS 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)”
CONGRESSIONAL RECOGNITION:
• 2019: Excellence Award for Three Oaks Project – 29-unit affordable housing development

HEAL THIEST CITY
• 2023: Silver Level Bicycle Friendly Community, awarded by the League of American Bicyclists since 2019 • 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: 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 • 2015: Bronze Level Bicycle Friendly Community, awarded by the League of American Bicyclists since 2007 Distinguished Awards

THE CITY OF SANTA CLARITA

Page 24 of 259 ends

HAPPIEST PLACES TO LIVE
• 2023: Ranked 31st Happiest City in America by Wallethub.com • 2022: Ranked 15th Happiest City in America by Wallethub.com • 2019: The Signal – “Best Live Entertainment”
• 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 United States 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 • 2017: Ranked 12 out of 150 of the largest United States 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: Runner Friendly Community by the Road Runners Club of America • 2015: Best City to Retire in Southern California by OnlyInY ourState.com

SAFEST CITY TO LIVE
• 2023: Ranked 4th Safest City in America by SmartAsset.com • 2023: Ranked 59th out of 182 cities for Safest City in America by Wallethub.com • 2023: Ranked 5th in fewest traffic fatalities per capita by Wallethub.com • 2022: Ranked 4th Safest City in America by SmartAsset.com • 2022: Ranked 3rd Safest City in California to Raise a Family by Safewise.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 one of the top 100 Safest Cities in America by the National Council for Home Safety and Security • 2017: Named 3rd Safest City with a population over 200,000 by the National Council for Home Safety and Security • 2017: Ranked as the 3rd Safest City in America by Parenting.com • 2017: Named as one of the 50 Safest Cities in California by Safewise.com

CITY OF THE FUTURE
• 2017-2018: Ranked 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

THE BEACON AWARD
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: Beacon Spotlight Award from the Institute for Local Government for Natural Gas Savings • 2016: For promoting sustainability practices and facilitating outreach efforts through our website and social media • 2016: Platinum Level for “Green Santa Clarita” website for promoting sustainable development and local leadership towards solving climate change

DISTRICT TRANSPARENCY CERTIFICA TE OF EXCELLENCE
The Special District Leadership Foundation (SDLF) is 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 • 2018: District Transparency Certificates of Excellence by the Special Districts Leadership Foundation • 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)
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Community Profile

AAA CREDIT RA TING
AAA is the highest issuer credit rating assigned by S&P Global Ratings (S&P). A Global Ratings issue credit rating is a forward-looking opinion, a specific class of financial obligations, or a specific financial program. • 2023: S&P Global Ratings affirmed the City’s Issuer Credit Rating of AAA. Santa Clarita is one of 44 cities in California with a AAA credit rating since 2012
California State Auditor’ s Fiscal Health Analysis
• 2022: Ranked in the top 5 percentile of over 430 California cities in the “2022 California State Auditor’s Fiscal Health Analysis” report

TREE CITY USA
• 2023: Santa Clarita has won this award for 33 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 WALKER COMMITMENT TO QUALITY SERVICE AWARD
• 2019: Quality Service Award - Transit

INVESTMENT POLICY CERTIFICA TE OF EXCELLENCE AWARD
This award is given out by the Association of Public Treasurers of the United States and Canada to honor excellence in written investment policy.
• 2023: “Certificate of Excellence Award from the Association of Public Treasurers, ” for the 29th consecutive year, in recognition of the FY 2023-24 Investment Policy

GOVERNMENT FINANCE OFFICERS ASSOCIA TION (GFOA)
GFOA ’s awards for Governmental Finance recognize 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.
• 2023: Certificate of Achievement for Excellence in Financial Reporting from the GFOA in recognition of the Fiscal Y ear 2021-22 Annual Comprehensive Financial Report for the 34th consecutive year

INTERNA TIONAL INSTITUTE OF MUNICIPAL CLERKS
• 2022: Program Excellence in Governance Award for City Hall Ceremonies CITY CLERK’S ASSOCIA TON OF CALIFORNIA
• 2023: City Clerk Award of Distinction: Special Projects for City Hall Ceremonies

NA TIONAL 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. • “2023 Annual Achievement of Excellence in Procurement (AEP), ” for the 13th year, from the National Procurement Institute, Inc. The AEP Award is earned by public and non-profit agencies, demonstrating a commitment to procurement excellence. This annual program recognizes procurement organizations that embrace innovation, professionalism, productivity, leadership, and e-Procurement.

AWARD 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 AWARD
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

THE CITY OF SANTA CLARITA

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NA TIONAL RECREA TION & PARKS ASSOCIA TION (NRPA)
• 2019: Innovation in Social Equity Award - Jakes Way Neighborhood Program

NA TIONAL ASSOCIA TION OF VOLUNTEER PROGRAMS IN LOCAL GOVERNMENT • 2021: Rising to Excellence Award - Volunteer Engagement Program

AMERICAN PUBLIC TRANSPORTA TION ASSOCIA TION
• 2022: AdWheel Award for Holiday Light Tour
• 2021: AdWheel Award for Best Special Event on COVID-19

LOS ANGELES ECONOMIC DEVELOPMENT CORPORA TION
• 2022: Most Business-Friendly City Award
• 2021: Finalist for the Most Business-Friendly City Award • 2016: Most Business-Friendly City Award

VALLEY INDUSTRY ASSOCIA TION (VIA)
• 2021: Business of the Y ear Award

CONSTRUCTION MANAGEMENT ASSOCIA TION OF AMERICA (CMAA)
• 2019: Project Achievement Award for the 2017 - 2018 Annual Overlay and Slurry Seal Project UNITED SA TES GREEN BUILDING COUNCIL & GREEN BUSINESS CERTIFICA TION, INC. • 2022: Leadership in Energy and Environmental Design (LEED) Silver Certification for the Santa Clarita Valley Sheriff ’s Station and Canyon Country Community Center projects

EMPLOYER OF THE YEAR AWARD
• 2019: California Internship Work Experience Association - Public Works CALIFORNIA DEPARTMENT OF TRANSPORTA TION (Caltrans)
• 2021: Excellence in Transportation Award - Exclusive Pedestrian Crossing Cycle by Time of Day SAVE CALIFORNIA STREETS – OUTSTANDING LOCAL STREETS AND ROADS AWARDS 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”

AMERICAN PUBLIC WORKS ASSOCIA TION (APWA) SOUTHERN CALIFORNIA CHAPTER • 2023: Building Excellence, Shaping Tomorrow (BEST) Award in Transportation for Vista Canyon Multi-Modal Center
• 2023: BEST Award in Facilities for West Creek Inclusive Play Area • 2023: BEST Award in Storm Water Quality for Trash Excluder Program, Phase II • 2022: BEST Award for the Active Warning Signage for Channelized Right-Turn Lanes • 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” OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2024-2025THE CITY OF SANTA CLARITA

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Community Profile

CALIFORNIA ASSOCIA TION OF PUBLIC INFORMA TION OFFICIALS (CAPIO) CAPIO’s “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 AWARD
• 2023: In-House, Public Service Announcement, “Lock It or Lose It (LioLi)” • 2023: Consultant Supported Marketing Series, “Santa Clarita Spotlight” • 2022: Graphic Design, “Guard That Auto” Campaign
• 2022: Social Media – Best Use Overall, “City TikToks” • 2022: Social Media Campaign, “Santa Clarita Public Library TikTok Series” • 2022: TikTok or Reel, “Santa Clarita Public Library TikTok Series” • 2022: Video Production – Promotional – In House, “The Cube – Ice and Entertainment Center, Announcement Video”
• 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”

AWARD OF DISTINCTION
• 2023: Best Overall Use of Social Media
• 2023: Most Innovative Communications, “Lock It or Lose It (LioLi)” • 2023: Social Media Impromptu, “Victor Fire”
• 2022: Communication and Marketing Process, “The Cube – Ice and Entertainment Center” • 2022: Creative Marketing, “State of the City Augmented Reality” • 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”

AWARD OF MERIT
• 2016: External Publications for the City’s Quarterly Publication of SEASONS magazine • 2015: For “State of the City” videos

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CITY-COUNTY COMMUNICA TIONS AND MARKETING ASSOCIA TION (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.

COMMUNICA TOR OF THE YEAR
• 2021: Awarded to Santa Clarita Communications Manager, Carrie Lujan

SAVVY AWARDS
• 2022: Award of Excellence – Marketing and Tools – Best Use of Humor, “Santa Clarita TikToks” • 2022: Marketing and Tools – Branding/New Logo, “The Cube – Ice and Entertainment Center” • 2022: Social Media, “Santa Clarita Public Library TikTok Series” • 2022: Silver Circle Special Events – One-Time Event, “The Cube Grand Opening” • 2022: Silver Circle Video – Public Service Announcement, “Worst Game Ever” Guard That Auto Campaign • 2022: Award of Excellence – Graphic Design – Art, “The Cube – Ice and Entertainment Center” • 2021: Most Innovative Communications, “Santa Clarita Virtual State of the City” • 2021: Go Green Savvy, “Recycle Hero”
• 2021: Best Use of Social Media Savvy, “Saugus Strong Tiles” • 2021: Silver Circle Graphic Design Art, “Sammy Stories- Meet Sammy Clarita” • 2021: Silver Circle Special Events One-Time Event, “Saugus Strong Vigil” • 2019: Award of Excellence for “Firefighters & Puppies - Best Campaign” • 2019: Most Innovative Communications, “Heads Up! PSA Teen Contest - Resident Participation” and “Stolen Collection
• 2019: Silver Circle - “State of the City Newsletter - Graphic Design” and “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, “On the Job Series”
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Community Profile
Form of Government
The City of Santa Clarita is a General Law City operating under a Council-Manager form of local municipal government, with the City Council acting as the part-time legislative body of the City. Historically, five members have been elected to the City Council at large on a nonpartisan basis, with members serving four-year terms. However, in 2024, the City will begin its transition to district-based elections, starting with two seats and the remaining seats in 2026. Elections are staggered every two years, with the Council-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 operations of the City. The City Manager’s duties include appointing Department Directors, who are then responsible for the day-to-day operations of their 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 that 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.

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Commissions

COMMISSIONS
Patti Rasmussen, Chair
Dr. Michael Millar, Vice Chair
April Scott-Goss
Susan Shapiro
Andrea Vibe
Jonathan Waymire, Chair
Henry Rodriguez, Vice-Chair
Skye Ostrom
Peggy Stabile
Di Thompson
Tim Burkhart, Chair
Patsy Ayala, Vice-Chair
Renee Berlin
Lisa Eichman
Dr. Dennis Ostrom
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, and Community Services Commission
The Parks, Recreation, and 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.

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Community Profile
DEPARTMENT AND DIVISION 23/24 24/25
Administrative Services
Administration
Director of Administrative Services 1.00 1.00
Senior Management Analyst 1.00 1.00
Executive Administrative Assistant 1.00 1.00
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 2.00 2.00
Project Technician 2.00 2.00
General Accounting Specialist 2.00 2.00
Account Clerk 4.00 4.00
Information Services
Information Services Manager 1.00 1.00
Purchasing and Contracts Administrator 1.00 1.00
City Clerk 1.00 1.00
Senior Information Technology Analyst 3.00 4.00
Information Technology Analyst 5.00 4.00
GIS Technician 1.00 1.00
Administrative Analyst 1.00 1.00
Information Technology Specialist 6.00 6.00
Deputy City Clerk 1.00 1.00
Buyer 2.00 2.00
Project Technician 3.00 3.00
Mail Services Specialist 1.00 1.00
Administrative Assistant 2.00 2.00
Mail Clerk 3.00 3.00
Office Assistant 1.00 1.00
Special Districts
Special Districts Manager 1.00 1.00
Landscape Maintenance Administrator 1.00 1.00
Urban Forestry Administrator 1.00 1.00
Project Development Coordinator 4.00 4.00
Tree Specialist 2.00 2.00
Landscape Maintenance Specialist 4.00 4.00
Project Technician 1.00 1.00
Administrative Assistant 1.00 1.00
Program Specialist 1.00 1.00
Tree Trimmer 3.00 3.00
Full-Time Equivalent 72.00 72.00
Approved Regular Full-Time Equivalent
Positions in the City by Departments

THE CITY OF SANTA CLARITA

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DEPARTMENT AND DIVISION 23/24 24/25
City Manager’ s Office
Administration
City Manager 1.00 1.00
Assistant City Manager 1.00 1.00
Assistant to the City Manager 1.00 1.00
Intergovernmental Relations Officer 1.00 1.00
Senior Management Analyst 1.00 1.00
Recreation and Community Services Supervisor 0.00 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 4.00 4.00
Administrative Assistant 1.00 1.00
Program Specialist 1.00 1.00
Council
City Council Member 5.00 5.00
Full-Time Equivalent 21.00 22.00
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Community Profile
DEPARTMENT AND DIVISION 23/24 24/25
Community Development
Administration
Director of Community Development 1.00 1.00
Administrative Assistant 1.00 1.00

Building and Safety
City Building Official 1.00 1.00
Senior Engineer 2.00 2.00
Engineer 3.00 3.00
Assistant Engineer 1.00 1.00
Project Manager 1.00 1.00
Supervising Building Inspector 1.00 1.00
Project Development Coordinator 2.00 2.00
Senior Building Inspector 2.00 2.00
Permit Specialist 3.50 3.50
Administrative Assistant 1.00 1.00
Office Assistant 4.00 4.00
Building Inspector II 7.00 7.00
Community Preservation
Community Preservation Manager 1.00 1.00
Senior Code Enforcement Officer 2.00 2.00
Administrative Analyst 2.00 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
Planning
Planning Manager 1.00 1.00
Senior Planner 2.00 2.00
Associate Planner 5.00 5.00
Assistant Planner II 2.00 2.00
Assistant Planner I 2.00 2.00
Administrative Assistant 1.00 1.00
Office Assistant 1.00 1.00
Full-Time Equivalent 63.50 63.50

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DEPARTMENT AND DIVISION 23/24 24/25
Economic Development
Administration
Director of Economic Development 1.00 1.00
Senior Management Analyst 1.00 1.00
Executive Administrative Assistant 1.00 1.00

Arts and Events
Arts and Events Manager 1.00 1.00
Arts and Events Administrator 2.00 2.00
Arts and Events Supervisor 4.00 4.00
Arts and Events Coordinator 6.00 5.00
Recreation and Community Services Coordinator 2.00 0.00 Administrative Assistant 1.00 1.00
Office Assistant 1.00 1.00

Economic Development
Economic Development Associate 2.00 2.00
Administrative Analyst 3.00 3.00
Project Technician 4.00 4.00
Permit Specialist 1.00 1.00

Transit
Transit Manager 1.00 1.00
Transit Coordinator 1.00 0.00
Transit Analyst 0.00 1.00
Project Development Coordinator 0.00 1.00
Administrative Analyst 4.00 3.00
Office Assistant 4.00 4.00
Full-Time Equivalent 40.00 37.00
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Community Profile
DEPARTMENT AND DIVISION 23/24 24/25
Human Resources and Library Services
Administration
Director of Human Resources and Library Services 1.00 1.00 Management Analyst 1.00 1.00
Administrative Assistant 1.00 1.00

Human Resources
Human Resources Manager 1.00 1.00
Senior Human Resources Analyst 2.00 2.00
Human Resources Analyst 2.50 2.50
Recreation and Community Services Supervisor 1.00 0.00 Administrative Analyst 2.00 2.00
Human Resources Technician 3.00 3.00
Office Assistant 1.00 1.00

Library
City Librarian 1.00 1.00
Library Administrator 3.00 3.00
Senior Librarian 3.00 5.00
Circulation Supervisor 0.00 3.00
Librarian 15.00 14.00
Library Assistant 10.00 7.00
Office Assistant 3.00 4.00
Full-Time Equivalent 50.50 51.50

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DEPARTMENT AND DIVISION 23/24 24/25
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
Administrator 1.00 1.00
Stormwater Compliance Administrator 1.00 0.00
Stormwater Administrator 0.00 1.00
Project Development Coordinator 1.00 1.00
Administrative Analyst 1.00 1.00
Environmental Field Specialist 2.00 2.00
Supervisor 1.00 1.00
Project Technician 2.50 2.50
Administrative Assistant 1.00 1.00
Street Maintenance Worker 6.00 6.00

Facilities Maintenance
Administrator 2.00 2.00
Supervisor 4.00 4.00
General Maintenance Specialist 8.00 8.00
General Maintenance Worker 10.00 10.00
Parks
Parks Manager 1.00 1.00
Parks Administrator 1.00 1.00
Project Development Coordinator 1.00 1.00
Supervisor 4.00 4.00
Administrative Assistant 1.00 1.00
Groundskeeper II 8.00 8.00
Groundskeeper I 19.00 19.00
Parks Planning and Open Space
Parks Planning and Open Space Manager 1.00 1.00
Acquisition Analyst 1.00 1.00
Administrator 1.00 1.00
Project Manager 2.00 2.00
Supervisor 1.00 1.00
Groundskeeper II 1.00 1.00
Full-Time Equivalent 86.50 86.50
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Community Profile
DEPARTMENT AND DIVISION 23/24 24/25
Public Works
Administration
Director of Public Works 1.00 1.00
City Engineer 1.00 1.00
Senior Management Analyst 1.00 1.00
Executive Administrative Assistant 1.00 1.00
Office Assistant 1.00 1.00

CIP
Assistant City Engineer 1.00 1.00
Senior Engineer 4.00 4.00
Environmental Administrator 1.00 1.00
Engineer 4.00 4.00
Administrator 1.00 1.00
Assistant Engineer 2.00 2.00
Project Manager 1.00 1.00
Project Development Coordinator 4.00 4.00
Supervising Public Works Inspector 1.00 1.00
Administrative Analyst 2.00 2.00
Engineering Technician 0.00 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 3.00 3.00
Project Manager 1.00 1.00
Project Development Coordinator 2.00 2.00
Supervising Public Works Inspector 1.00 1.00
Engineering Technician 1.00 1.00
Permit Specialist 1.00 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 2.00 2.00
Supervising Vehicle Maintenance Mechanic 1.00 1.00
Supervisor 3.00 3.00
Administrative Assistant 1.00 1.00
Office Assistant 1.00 1.00
Vehicle Maintenance Mechanic 3.00 3.00
Vehicle Maintenance Technician 1.00 1.00
Street Maintenance Worker 18.00 18.00

THE CITY OF SANTA CLARITA

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DEPARTMENT AND DIVISION 23/24 24/25
Public Works (continued)
Traffic
Assistant City Engineer 1.00 1.00
Senior Traffic Engineer 2.00 2.00
Traffic Signal System Administrator 1.00 1.00
Engineer 0.00 1.00
Senior Planner 1.00 1.00
Senior Project Manager 1.00 1.00
Assistant Engineer 2.00 2.00
Project Manager 1.00 1.00
Transportation Planning Analyst 1.00 1.00
Traffic Signal Specialist 1.00 1.00
Engineering Technician 1.00 0.00
Traffic Signal Technician 1.00 1.00
Administrative Assistant 1.00 1.00
Full-Time Equivalent 93.00 94.00
Recreation and Community Services
Administration
Director of Recreation and Community Services 1.00 1.00 Senior Management Analyst 1.00 1.00
Executive Administrative Assistant 1.00 1.00
Office Specialist 0.40 0.40
Office Assistant 1.00 1.00
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 10.00 10.00 Recreation and Community Services Coordinator 16.00 19.00 Project Technician 1.00 1.00
Administrative Assistant 1.00 1.00
Program Specialist 9.00 9.00
Office Assistant 2.00 2.00
Preschool Teacher 4.00 4.00
Aquatics Specialist 2.00 2.00
Full-Time Equivalent 53.40 56.40
Total City Staff Full-Time Equivalent 479.90 482.90
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Community Profile
City Philosophy

THE CITY OF SANTA CLARITA

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Community Profile

THE CITY OF SANTA CLARITA

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PARKS & RECREATION
5-YEAR PLAN
SC 2025 ACTION ITEM

BUILDING AND CREATING COMMUNITY
YEAR 4 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.

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.

ACTION ITEM IS COMPLETE
• Start construction on Phase 1 (Grading) and complete the design of Phase 2 (Vertical Structure) for The Rink Sports Pavilion at the Santa Clarita Sports Complex.
• Expand Outdoor Recreation and Open Space opportunities through the use of technology.
• Expand programming opportunities for toddlers.
• Complete design of Via Princessa Park.
• Action Item on hold pending Hart Park transfer.
• Finalize design for park and historic structures and begin construction.

ACTION ITEM IS COMPLETE
• Complete construction of the playground at Northbridge Park.

ACTION ITEM IS COMPLETE
• Continue design of the Santa Clarita Sports Complex expansion. • Continue negotiations for outstanding easements for the Sand Canyon Trail and construct trail segments when easements are obtained. • Begin construction of bridge segments along the Sand Canyon Trail.

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Community Profile
SC 2025 ACTION ITEM
BUILDING AND CREATING COMMUNITY (Continued)
YEAR 4 PERFORMANCE MEASURE
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.

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.

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.

Explore the feasibility of acquiring Hart Park to expand and improve recreational offerings.
• Complete construction of the Newhall Ranch Road and Bouquet Canyon Road Intersection Improvements.
• Complete construction of the 2020-21 Circulation Improvement Program, Phase III.
• Complete design and Caltrans funding approvals for the McBean Parkway Realignment Project.
• Continue negotiations for the relocation of the Los Angeles County Yard and continue acquisition of the required right-of-way for the Dockweiler Drive Extension project.
• Continue the design of Via Princessa Roadway, between Isabella Parkway and Golden Valley Road.
• Work with GIS to finalize development of in-house custom software for the user interface.
• Integrate traffic control plans and live traffic signal information into the user interface.

• Complete design and start construction for Saugus Phase 1: Bouquet Canyon Trail to Central Park.
• Complete design and engineer’s estimate for Valencia Industrial Area sidewalk and bike lane enhancements connections.
• Partner with Family Promise to assist in the completion of their Transitional Housing project, which is anticipated to open in Fall 2024. • Monitor the completion and opening of the homeless shelter.

• Complete the design of Haskell Canyon/Blue Cloud Mountain Bike Park.
• Continue to research consultant service options to conduct a needs assessment.
• Continue researching and tracking potential Open Space acquisitions to build the green belt around the City’s boundaries.
• Submit application to the state office of historic preservation for the recognition of La Puerta.
• Finalize an agreement with the County to acquire Hart Park.

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SC 2025 ACTION ITEM

COMMUNITY ENGAGEMENT
YEAR 4 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.

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.
• Continue the production of the “Celebrate” Cultural Series at the Canyon Country Community Center.

ACTION ITEM IS COMPLETE
• Continue implementation of the “You’ve Got a Friend at City Hall” campaign. • Continue to grow City social media presence and assess emerging platforms. • Complete feasibility study, identify site, and hire designer. • Create and implement a Drug Court as a branch of Community Court to address the rise in teen citations for drug-related incidents on local campuses and encourage at-risk teens to make positive choices.

ACTION ITEM IS COMPLETE

ACTION ITEM IS COMPLETE
• Continue to facilitate the Community Task Force on Homelessness, and complete an assessment of the action items established in the Homeless Task Force 2022 Community Action Plan.
• Staff initiated a contract with MV to repurpose an existing transit vehicle, key components including shelving and solar have been procured, and preliminary meetings with communications have been focused on a name for the service and branding ideas.

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Community Profile
SC 2025 ACTION ITEM

SUSTAINING PUBLIC INFRASTRUCTURE
YEAR 4 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. • Complete the acquisition and preservation of the Perkins Collection to further expand the City’s Local History Archives.
• Complete the design and construction of the Fiscal Year (FY) 2023-24 Overlay and Slurry Seal Program.
• Complete the concept design of the Maintenance Yard Expansion at Central Park to support Parks and Facility Maintenance operations. • Update the Park Asset Condition Report to determine amenity replacement/ rehabilitation needs, and forecast associated FY 2025-26 budget requests. • Complete updated Reserve Study for all remaining LMD Zones.

ACTION ITEM IS COMPLETE
• Continue the sidewalk inspection program to ensure the backlog for the sidewalk replacements does not exceed one year.
• Implement the next Phase of the Bus Stop Improvement Program: Replace shelters, benches, leaning rails, and trash receptacles at 25 bus stop locations. • Continue working with the developer to finalize design plans and begin construction of the Copper Hill Bridge widening and associated road and trail improvements.

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SC 2025 ACTION ITEM

ENHANCING ECONOMIC VITALITY
YEAR 4 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.

Continue the administration of the COVID-19 response funding and advocate for additional resources through the duration of the economic recovery.

Create a Zen Garden as a tourist attraction.

Develop a public/private partnership to address parking needs in Old Town Newhall.
• Continue to work with SCVEDC to bring new businesses and high-quality jobs to Santa Clarita and retain existing businesses.
• Work with hospitality partners and attend conferences to meet one-on-one with event producers to attract meetings, tournaments, and special events.

ACTION ITEM IS COMPLETE
• Continue the pursuit of a Public-Private Partnership to expand the installation of fiber Citywide to support businesses.

ACTION ITEM IS COMPLETE
• Complete public hearings and adopt the final Town Center Specific Plan. • Collaborate with new and expanding movie ranches and studios to help facilitate their growth.
• Explore the feasibility of installing homerun fencing to softball fields to increase opportunities to attract tournaments.
• 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.
• Complete construction of the Meditation Garden.
• Continue to pursue the future development of properties on Main Street to increase the amount of available parking in Old Town Newhall.

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Community Profile
SC 2025 ACTION ITEM

COMMUNITY BEAUTIFICATION AND SUSTAINABILITY
YEAR 4 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.
• Continue landscape design of the existing on and off-ramps at Newhall Avenue and the State Route 14 freeway.
• Obtain a Caltrans encroachment permit for construction in their right of way. • Continue design efforts to support the future installation of gap closure parkway and median beautification improvements along Magic Mountain Parkway between Tourney Road and Avignon Drive.
• Maintain service excellence through the removal of graffiti within 24 hours of it being reported no less than 99 percent of the time. • Host the 3rd Annual Graffiti Removal community event, and continue to build awareness related to graffiti in the City through outreach and education.
• Complete the installation of HVAC equipment, ice refrigeration, solar infrastructure, and all other remaining projects identified in the Citywide Energy Efficiency Program.
• Complete the implementation of a new stormwater management software to efficiently track and report inspections, catch-basin maintenance, and related activities.
• Maintain compliance with the State Stormwater Permit through implementation of the Watershed Management Plan.
• Host at least one Community Beautification Day, as a means to promote City services and partner with residents to prevent neighborhood deterioration.

• Continue to implement the City’s Zero Emission Transition Plan. • Complete the waste hauler transition, including implementation of new waste services franchise agreement and food waste recycling program for all residents and businesses.

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SC 2025 ACTION ITEM

ORGANIZATIONAL EXCELLENCE
YEAR 4 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.

Transition to digital automation to streamline processes and enhance the resident service experience.

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.

ACTION ITEM IS COMPLETE

ACTION ITEM IS COMPLETE
• 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.

ACTION ITEM IS COMPLETE

• Employ active advocacy strategy for positions established by the City Council.
• Secure City Council adoption of Legislative and Executive Platform. • Conduct monthly meetings with District staff on issues of mutual interest.

• Introduce training on the Individual Development Plan to all levels of staff.

• Maintain processes for quarterly tracking, monitoring, and reporting on action items.

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Community Profile
SC 2025 ACTION ITEM

PUBLIC SAFETY
YEAR 4 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
• Expand the comprehensive emergency preparedness plan to reflect the ongoing needs of our organization and community, including updating internal and external emergency management webpages, continuing emergency response training for staff, and offer residents disaster preparedness education.
• Expand emergency preparedness functional needs assessments to include the development of facility emergency equipment maps, implement safety procedures to address employee survey feedback, and participate in community outreach events.
• Continue quarterly meetings to share training opportunities and industry best practices. Lead an inter-agency check-in drill to practice disaster communications.
• Monitor the construction progress of the 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.

• Advocate for units/overhead allocations that adequately supports the growth of the community and the needs of residents.

• Coordinate with the SCV Sheriff’s Station on reviewing and investing in technology and other resources to enhance station response and overall station operations.
• Monitor trends and patterns of severe and fatal collisions and work with team to identify and implement mitigations to result in overall collision reduction.

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User’s Guide
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 budget 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.

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The calendar below reflects the timeline 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 budget 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 2024-2025
January 22 Budget Kick-Off Meeting with Staff
January 29 City Council Budget Committee Meeting
February 6 Joint City Council, Planning, Parks, Recreation and Community Services, and Arts Commissions Budget Study Session
February 22 Final Proposed Budget Package Due to the City Manager March 14 Department Budget Discussions
March 26 Capital Improvement Program Budget Funding Meeting April 25 City Council Budget Committee Meeting
May 7 Joint City Council, Planning, Parks, Recreation and Community Services, and Arts Commissions Budget Study Session
June 6 Presentation of Capital Improvement Program to Planning Commission June 11 Public Hearing for Budget and CIP
June 25 Adoption of Budget and CIP
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User’s Guide

DOCUMENT ORGANIZA TION
Introductory Sections
The first three sections of the annual budget document provide an introduction and overview of the Annual Budget and Capital Improvement Program 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 Capital Improvement Program.

The Community Profile section provides a variety of information about Santa Clarita, including demographics, City history, information about City Commissions, 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 following departmental budget 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.

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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 143,233
501101 Health & Welfare 60,990
501102 Life Insurance 230
501103 Long-Term Disability Ins 565
501104 Medicare 3,401
501105 Worker’s Compensation 175
501106 PERS 11,288
501107 Deferred Compensation 2,160
501110 Supplemental Health 28,238
Total Personnel 250,280
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 2024-25 Budget 292,580
1 4
2 3
5 1
2 3
4 5
EXAMPLE OF A PROGRAM BUDGET:

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User’s Guide
Project Number: M0157
Project Location:

Citywide
Description: The annual Overlay and Slurry Seal Program 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 meet a minimum of 70 Pavement Condition Index (PCI) rating of the City's roadway infrastructure; the City is currently at a rating of 72 PCI.

Justification: Each year, the City dedicates a substantial portion of its capital budge t 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: Proposed Department: Public Works Project Manager: Shannon Pickett  Project Cost Estimate ($):

Expend. Category: Prior Years 2024-25 2025-26 2026-27 2027-28 2028-29 Total Environmental $ 0 60,000 60,000 60,000 60,000 60,000 300,000 Design/Plan Review 0 500,000 500,000 500,000 500,000 500,000 2,500,000 Right-Of-Way 0 0 0 0 0 0 0
Construction 0 22,340,000 22,340,000 22,340,000 22,340,000 22,340,000 111,700,000 Civic Art Project 0 0 0 0 0 0 0
Environmental Monitoring 0 0 0 0 0 0 0
Total Costs: $ 0 22,900,000 22,900,000 22,900,000 22,900,000 22,900,000 114,500,000 Prior Years 2024-25 2025-26 2026-27 2027-28 2028-29 Total 0 393,000 0 0 0 0
0 727,224 0 0 0 0
0 3,595,749 0 0 0 0
0 690,858 0 0 0 0
0 11,512,157 0 0 0 0
0 0 22,900,000 22,900,000 22,900,000 22,900,000 91,600,000 Project Funding:

Funding Source:
202 – STPL
233 – TDA Article 8
264 – Measure R
265 – Prop C Grant
266 – Measure M
267 – Senate Bill 1 RMRA
Priority Unfunded
Total Costs: $ 0 22,900,000 22,900,000 22,900,000 22,900,000 22,900,000 114,500,000  Project Number: M0157 M
0 157
= Categorical identification of capital project
= The area of the City in which the project is located = 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. 0 5,981,012 0 0 0 0
393,000
727,224
3,595,749
690,858
11,512,157
5,981,012
Capital Project Information Guide: SAMPLE
Project Name: 2024-25 OVERLAY AND SLURRY SEAL PROGRAM

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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 2024-2025 limits by using the guidelines set forth in Proposition 111, the calculation would be as follows:
2011-12 2012-13 2013-14 2015-162014-15 2016-17 2017-18 2018-19 2019-20 2020-2 2021-22 2022-23 2023-24 2024-251 Millions
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
560
580
Proceeds of TaxGann Appropriation Limit
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 2023-24 508,593,284 4.44% 22,581,542 531,174,826 .71% 3,771,341 534,946,167 2024-25 534,946,167 3.62% 19,365,051 554,311,218 (.27%) (1,496,640) 552,814,578 Fiscal
Ye a r
Prior Y ear’s
Limit
Add Change in
Personal Income
Add Change in
Population
Appropriations
LimitNew Base
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Fiscal Policies
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 ensure 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.

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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.

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Fiscal Policies
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.

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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 S&P Global Ratings (“S&P”).
• 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.

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Fiscal Policies
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.

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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 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; and • Ensure appropriate reporting as required by State and Federal Laws.

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Fiscal Policies
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.

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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
IIn 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.

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Fiscal Policies
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 Citywide 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 S&P . 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.

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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 S&P’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. Derivatives
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 advisor, underwriter, trustee, verification agent, escrow agent, arbitrage consultant, and special tax consultant. 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. 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.

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Fiscal Policies
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;

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• 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.

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Fiscal Policies

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.

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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 provisions 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.

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.

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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 – Custodial, Private-purpose, Other Post-Employment Benefits (OPEB) • 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.

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.

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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 City Treasurer 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 has insurance coverages for various liability exposures, including Property, General Liability, and Worker’s Compensation. These coverages are provided by the California Joint Powers Insurance Authority (CJPIA), a self-insurance risk pool comprised of over 120 members. Through its program, CJPIA provides $50 million in coverage for third-party general liability 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 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 safety programs.

OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2024-2025THE CITY OF SANTA CLARITA

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Summaries and Revenues
Summaries and Revenues
2024-2025 Budget Appropriations
SSuummmmaarriieess aanndd RReevveennuueess
22002244--22002255 BBuuddggeett AApppprroopprriiaattiioonnss CCaatteeggoorryy BBuuddggeett
Capital Improvement Program 95,832,909$
Successor Agency 1,108,101
Personnel Services 79,222,494
Operations & Maintenance 147,719,409
Capital Outlay 11,744,324
Reserves & Debt Service 6,724,863
TToottaall AApppprroopprriiaattiioonnss NNeett ooff IInntteerrffuunndd TTrraannssffeerrss 334422,,335522,,110000$$ Capital Improvement
Program
28%
Successor Agency
0%
Personnel Services
23%
Operations &
Maintenance
44%
Capital Outlay
3%
Reserves & Debt
Service
2%

THE CITY OF SANTA CLARITA

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2022-23 Actual 2023-24 Estimate 2024-25 Budget
City Manager's Office
City Council 262,601 278,409 292,580 Administration 2,075,114 2,493,197 2,539,042 Communications 1,861,164 1,729,381 1,736,776 Total 4,198,878$ 4,500,987$ 4,568,398$ Administrative Services
Administration 576,921 699,877 726,939 Finance 3,091,450 3,705,138 3,763,111 Information Services 10,707,397 11,680,000 11,702,343 Special Districts 22,064,803 25,123,721 25,141,860 Total 36,440,570$ 41,208,736$ 41,334,253$ Community Development
Administration 642,275 694,543 724,834 Building & Safety 4,794,131 5,571,879 5,192,884 Community Preservation 4,510,857 5,479,704 4,905,824 HOME Administration - - 9,000 Community Development Block Grant 938,501 1,177,434 1,235,240 Planning 2,073,155 3,155,207 2,583,221 Total 12,958,919$ 16,078,767$ 14,651,002$ Public Works
Administration 1,067,374 1,114,051 1,150,679 Capital Improvement Projects Administration 3,127,288 3,703,577 3,898,697 Engineering Services 2,675,489 3,013,716 3,069,660 General Services 7,557,687 8,579,524 9,278,155 Traffic & Transportation Planning 5,052,325 5,454,522 5,439,950 Total 19,480,163$ 21,865,392$ 22,837,141$ Public Safety
Sheriff's Services 29,986,358 33,286,658 34,562,597 Fire Protection 1,616,632 3,829,971 38,219 Total 31,602,990$ 37,116,629$ 34,600,816$ Recreation & Community Services
Administration 1,267,880 1,412,208 1,518,849 Recreation and Community Services 14,902,865 17,248,325 18,376,337 Total 16,170,745$ 18,660,533$ 19,895,186$ Neighborhood Services
Administration 622,180 708,897 768,995 Environmental Services 5,575,320 7,113,256 6,452,277 Facilities Maintenance 10,487,898 10,569,925 10,813,183 Parks 9,287,513 10,673,215 10,992,204 Parks Planning & Open Space 2,974,269 2,158,860 1,919,229 Total 28,947,179$ 31,224,152$ 30,945,888$ Human Resources & Library Services
Administration 366,664 560,508 603,787 Human Resources 1,579,493 3,486,326 2,195,626 Public Library 6,859,226 7,862,136 8,194,797 Total 8,805,383$ 11,908,969$ 10,994,211$ Economic Development
Administration 864,060 798,225 841,764 Economic Development 2,322,584 2,698,231 2,769,724 Arts and Events 4,187,873 4,321,313 4,387,304 Transit 34,101,538 40,805,718 45,217,982 Total 41,476,055$ 48,623,487$ 53,216,773$ Legal Services
City Attorney 1,377,491 2,429,795 1,781,000 Total 1,377,491$ 2,429,795$ 1,781,000$ Non-Departmental
Administration 8,137,057 11,802,814 3,861,558 Contingency - 750,000 750,000 Debt Service 7,294,266 5,944,659 5,974,863 Total 15,431,324$ 18,497,473$ 10,586,421$ Redevelopment
Successor Agency 1,559,630 1,158,476 1,108,101 Total 1,559,630$ 1,158,476$ 1,108,101$ Subtotal All Funds 218,449,328$ 253,273,396$ 246,519,191$ Capital Improvement Projects 60,406,229 168,609,567 95,832,909 Total All Funds 278,855,557$ 421,882,963$ 342,352,100$ All Funds Budget Appropriations
OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2024-2025THE CITY OF SANTA CLARITA

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Summaries and Revenues
FY 2024-25 Budget Summary - All Funds
Public Works
7%
Community Development
4%
Public Safety
10%
Legal Services
1%
Capital Improvement
Projects
28%
Administrative Services
12%
City Manager
Administration
1%
Recreation & Community
Services
6%
Neighborhood Services
9%
Human Resources
& Library Services
3%
Economic
Development
15%
Successor Agency
1%
Non-Departmental
3%
Where the Money Goes
Revenue from Other
Agencies
30%
Licenses & Permits
3%
Charges for Current
Services
3%
Sales Tax
15%
Property Tax
16%
Other Taxes
5%
Successor Agency
1%
Special Districts
17%
All Others
(Includes Developer Fees
and Transit Farebox
Revenues)
10%
Where the Money Comes From

THE CITY OF SANTA CLARITA

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2022-23 Actual 2023-24 Estimate 2024-25 Budget
City Manager's Office
City Council 262,601 278,409 292,580 Administration 2,075,114 2,493,197 2,539,042 Communications 1,364,798 1,462,223 1,490,279 Total 3,702,512$ 4,233,829$ 4,321,901$ Administrative Services
Administration 576,921 699,877 726,939 Finance 2,801,193 3,385,138 3,485,111 Information Services 6,200,632 6,286,892 7,034,231 Special Districts 3,139,716 3,382,788 3,339,617 Total 12,718,461$ 13,754,694$ 14,585,898$ Community Development
Administration 642,275 694,543 724,834 Building & Safety 4,794,131 5,476,879 5,192,884 Community Preservation 4,267,480 4,877,744 4,905,824 Planning 1,846,513 2,535,095 2,583,221 Total 11,550,398$ 13,584,260$ 13,406,762$ Public Works
Administration 1,067,374 1,114,051 1,150,679 Capital Improvement Projects Administration 3,092,465 3,671,411 3,865,161 Engineering Services 2,675,489 3,013,716 3,069,660 General Services 2,590,768 2,594,692 2,474,510 Traffic & Transportation Planning 2,062,525 2,261,774 2,490,920 Total 11,488,621$ 12,655,645$ 13,050,929$ Public Safety
Sheriff's Services 29,136,359 32,299,533 33,574,211 Fire Protection 33,285 33,461 38,219 Total 29,169,644$ 32,332,994$ 33,612,430$ Recreation & Community Services
Administration 1,267,880 1,412,208 1,518,849 Recreation and Community Services 11,606,030 13,909,304 15,045,804 Total 12,873,910$ 15,321,512$ 16,564,653$ Neighborhood Services
Administration 622,180 708,897 768,995 Environmental Services 769,944 876,317 1,096,884 Facilities Maintenance 5,473,144 6,305,679 6,524,207 Parks 5,820,889 6,683,331 7,030,400 Parks Planning & Open Space 573,923 822,799 841,757 Total 13,260,080$ 15,397,023$ 16,262,242$ Human Resources & Library Services
Administration 366,664 560,508 603,787 Human Resources 1,433,785 1,684,067 1,926,148 Total 1,800,449$ 2,244,575$ 2,529,936$ Economic Development
Administration 864,060 798,225 841,764 Economic Development 1,669,690 1,767,257 1,845,829 Arts and Events 4,177,796 4,309,313 4,387,304 Total 6,711,546$ 6,874,796$ 7,074,897$ Legal Services
City Attorney 1,333,437 2,148,795 1,500,000 Total 1,333,437$ 2,148,795$ 1,500,000$ Non-Departmental
Non-Departmental Admin 640,472 745,663 747,888 Contingency - 750,000 750,000 Total 640,472$ 1,495,663$ 1,497,888$ Subtotal General Fund 105,249,530$ 120,043,787$ 124,407,537$ Interfund Transfers 39,228,450 30,640,486 24,439,296 Total General Fund 144,477,980$ 150,684,273$ 148,846,833$ General Fund Budget Appropriations
OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2024-2025THE CITY OF SANTA CLARITA

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Summaries and Revenues
FY 2024-25 Budget Summary - General Fund
Public Safety
23%
Public Works
9%
Recreation &
Community
Services
11%
Administrative Services
10%
City Manager
Administration
3%
Community Development
9%
Neighborhood Services
11%
Human Resources
& Library Services
2%
Economic
Development
5%
Non-Departmental
0%
Transfers Out
16%
City Attorney
1%
Contingency
0%
Where the Money Goes
Sales Tax
33%
Property Tax
33%
Development Revenues
7%
Transfers In
1%
Franchise Fees
7%
Recreation/A&E
3%
Transient Occupancy Tax
4%
Interest Income
2%
Other Revenue
10%
Where the Money Comes From

THE CITY OF SANTA CLARITA

Page 78 of 259 ends

Actual Estimate Budget
FY 2022-23 FY 2023-24 FY 2024-25
Beginning Fund Balance 76,852,129$ 78,498,669$ 76,356,973$ Revenues 144,935,958 145,985,628 148,288,699 Operating Transfers In 1,188,563 2,556,949 865,000 Total Resources Available 222,976,650 227,041,246 225,510,672 Operating Expenditures 105,249,531 120,043,787 124,407,537 Operating Transfers Out 39,228,450 30,640,486 24,439,296 Ending Fund Balance 78,498,669$ 76,356,973$ 76,663,839$ Reserves
Advances to Other Funds 2,500,000 938,485 569,761 Operating Reserve 25,510,000
Unreserved Fund Balance 75,998,669$ 75,418,488$ 50,584,078$ General Fund
Statement of Fund Balance
OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2024-2025THE CITY OF SANTA CLARITA

Page 79 of 259 ends

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 44,062,275$ 4,209,094$ -$ 48,271,369$ 1,541,571$ -$ -$ 46,729,798$ 106 Pension Liability Fund 2,005,689 171,244 5,485,573 7,662,506 5,489,195 - - 2,173,311 120 Recreational Facility Fund 613,697 3,807,281 296,000 4,716,978 3,307,278 141,812 1,004,289 263,599 201 HOME Program 2,695,283 52,734 - 2,748,017 - - - 2,748,017 202 Surface Transportation Program (10,900) - - (10,900) - - - (10,900) 203 CDBG 109,337 2,138,254 - 2,247,590 938,501 1,314,952 - (5,863) 206 BJA Law Enforcement Grant 2 17,159 - 17,161 17,159 - - 2 228 American Rescue Plan Act - 8,784,745 - 8,784,745 256,451 8,528,294 - - 229 Federal Grant 656,077 1,584,608 - 2,240,685 4,500 1,560,972 410,704 264,509 230 Gas Tax Fund (204,783) 5,740,041 108,415 5,643,673 5,322,958 754 265,469 54,492 231 Traffic Safety Fund - 532,693 - 532,693 - - 532,693 - 232 AB2766 Air Quality Imp 285,522 301,081 - 586,603 13,388 14,799 - 558,416 233 TDA Art 8 7,155,185 3,670,397 - 10,825,582 14,823 8,614,696 - 2,196,063 234 Suppl. Law Enf. Grant 345,310 580,680 - 925,990 488,708 - - 437,282 238 Bikeway Funds 106,453 234,694 - 341,147 - 342,054 - (907) 259 Misc. Grant Fund (441,546) 1,403,806 - 962,260 397,003 1,393,352 - (828,094) 260 Proposition C Local 10,410,966 5,006,960 - 15,417,926 - 4,689,091 2,462,730 8,266,105 261 Proposition A Fund 10,263,408 6,027,315 - 16,290,723 - 218,713 6,074,505 9,997,505 262 Prop A Safe Park Bond (250,000) 250,000 - 0 - - - 0 264 Measure R LR 4,235,618 3,637,473 - 7,873,091 - 511,896 - 7,361,195 265 Proposition C Grant Fund (936,103) 180,103 - (755,999) - 189,582 - (945,582) 266 Measure M LR 6,975,196 4,139,709 - 11,114,905 - 803,114 - 10,311,791 267 SB1 Road Repair & Accountability 5,471,469 5,183,783 - 10,655,252 - 5,481,573 - 5,173,680 268 Measure M ATP (474,809) 527,151 - 52,342 - 334,665 - (282,322) 269 Measure A Safe Parks (1,474) - - (1,474) - 3,070,001 194,251 (3,265,725) 270 Measure R Hwy Ops Improvement (94,402) 3,328,898 - 3,234,495 - 3,856,463 - (621,967) 271 Measure W Safe Clean Water 5,513,313 3,280,885 - 8,794,199 191,630 2,044,655 - 6,557,914 272 Measure H Homeless Initiative (228,322) 444,425 - 216,103 238,877 - - (22,774) 300 Bouquet B & T District 1,582,155 123,079 - 1,705,234 115,884 - - 1,589,350 301 Eastside B & T District (11,943,303) 126,133 - (11,817,169) 539,296 106,984 - (12,463,449) 302 Via Princessa B & T District 5,931,676 248,849 - 6,180,525 87,678 144,637 - 5,948,210 303 Valencia B & T District 10,064,291 1,282,057 - 11,346,348 73,524 635,714 - 10,637,111 304 Bouquet Cyn 2nd Access 2,385,009 57,939 - 2,442,948 - - - 2,442,948 305 Park Dedication Fund 2,077,663 111,062 - 2,188,725 - 434,661 - 1,754,064 306 Developer Fee Fund 11,487,157 2,339,670 - 13,826,827 1,583,347 79,869 58,176 12,105,435 308 Library Facilities Fee Fund 3,986,918 287,383 - 4,274,301 - - - 4,274,301 309 Public Library Fund 3,508,183 9,975,111 25,933 13,509,227 7,874,046 228,020 - 5,407,161 330 Public Education & Government 803,812 458,310 - 1,262,122 494,593 - - 767,529 350 GVR Open Space Maint 290,980 90,577 - 381,557 81,766 - - 299,791 351 Drainage Benefit Assessment Areas 3,587,695 634,772 17,000 4,239,466 217,581 - 3,276 4,018,609 354 Santa Clarita Lighting District-Ad Valorem 12,570,331 3,713,394 - 16,283,725 1,837,380 515,063 231,485 13,699,797 356 Stormwater Utility Fund 3,957,777 5,412,184 3,690 9,373,651 4,224,389 121,255 - 5,028,007 357 Landscape Maint. District 23,195,953 15,936,694 10,000 39,142,647 13,787,188 779,985 57,000 24,518,474 358 Open Space Preser. District 6,835,213 3,287,584 - 10,122,797 2,400,346 - 803,606 6,918,845 359 Santa Clarita Lighting District-Assessmnt 2,457,943 3,320,067 231,485 6,009,494 2,634,115 - 860,162 2,515,217 360 Tourism Marketing District 853,142 997,752 - 1,850,895 634,460 - 296,000 920,434 361 Tourism Bureau 63,789 9,068 - 72,857 9,765 - - 63,093 367 Areawide Fund 5,282,780 7,988,695 13,053,760 26,325,234 18,796,218 249,971 432,385 6,846,660 368 VC Wasterwater Standby 3,483,189 1,328,438 - 4,811,628 2,349,014 - - 2,462,614 369 Cooper Street Parking CFD2020-1 (101,501) 1,117,817 - 1,016,316 606,306 - 30,652 379,357 393 City Housing Successor 971,293 9,973 159,244 1,140,510 - - - 1,140,510 601 General Fund Capital Projects 669,714 - 4,461,165 5,130,879 - 2,250,597 - 2,880,282 602 Civic Art Projects 372,808 4,232 - 377,040 - 74,000 - 303,040 700 Transit Fund 104,514,634 30,631,915 8,538,444 143,684,993 35,363,826 142,745 153,690 108,024,731 720 Computer Replacement Fund 2,786,012 987,352 - 3,773,365 440,078 - - 3,333,286 721 Self Insurance Fund 1,868,862 4,171,924 110,969 6,151,755 4,111,770 - - 2,039,986 722 Equipment Replacement Fund 6,121,064 796,108 - 6,917,173 290,257 - - 6,626,916 723 Facilities Fund 149,278,304 3,158,728 45,918,210 198,355,242 (2,623) 11,531,291 - 186,826,574 TOTAL FUNDS 457,206,004$ 163,842,079$ 78,419,888$ 699,467,970$ 116,772,246$ 60,406,229$ 13,871,073$ 508,418,423$ Statement of Fund Balance
Actual 2022 - 2023

THE CITY OF SANTA CLARITA

Page 80 of 259 ends

July 1, 2023 Operating Total Operating June 30, 2024
Fund Fund Transfers Resources Operating Capital Transfers Fund No. Fund Title Balance Revenue In Available Expenditures Projects Out Balance 104 GASB 45 Compliance Fund 46,729,798$ -$ -$ 46,729,798$ -$ -$ -$ 46,729,798$ 106 Pension Liability Fund 2,173,311 - 5,353,913 7,527,224 5,353,779 - - 2,173,445 120 Recreational Facility Fund 263,599 3,848,296 407,795 4,519,690 3,368,883 15,533 1,135,274 (0) 130 Citrus Facility Fund - 97,550 5,590,373 5,687,923 5,685,998 - - 1,925 201 HOME Program 2,748,017 59,434 - 2,807,451 - - - 2,807,451 202 Surface Transportation Program (10,900) 1,302,000 10,480 1,301,580 - 1,301,580 - (0) 203 CDBG (5,863) 2,437,498 - 2,431,635 1,177,434 1,254,200 - 0 206 BJA Law Enforcement Grant 2 30,578 - 30,580 30,580 - - (0) 228 American Rescue Plan Act - 6,484,624 - 6,484,624 252,653 6,231,971 - (0) 229 Federal Grant 264,509 3,798,656 - 4,063,165 - 3,536,632 - 526,533 230 Gas Tax Fund 54,492 6,160,367 444,596 6,659,455 6,291,645 132,115 235,695 0 231 Traffic Safety Fund - 550,000 - 550,000 - - 550,000 - 232 AB2766 Air Quality Imp 558,416 317,011 - 875,427 584,874 - - 290,553 233 TDA Art 8 2,196,063 13,138,184 - 15,334,247 12,166 14,977,485 344,596 (0) 234 Suppl. Law Enf. Grant 437,282 585,563 - 1,022,845 554,927 - - 467,918 238 Bikeway Funds (907) 422,023 - 421,116 - 421,116 - (0) 259 Misc. Grant Fund (828,094) 3,983,086 - 3,154,992 2,207,777 397,313 - 549,902 260 Proposition C Local 8,266,105 5,364,023 - 13,630,129 - 6,488,247 - 7,141,882 261 Proposition A Fund 9,997,505 6,607,182 - 16,604,688 - 17,044 767,966 15,819,678 264 Measure R LR 7,361,195 3,981,039 - 11,342,234 - 11,004,330 - 337,904 265 Proposition C Grant Fund (945,582) 983,387 - 37,805 - 31,296 - 6,509 266 Measure M LR 10,311,791 4,605,004 - 14,916,795 - 7,693,689 - 7,223,106 267 SB1 Road Repair & Accountability Fund 5,173,680 5,590,830 - 10,764,510 - 10,618,133 - 146,377 268 Measure M ATP (282,322) 1,594,247 - 1,311,925 - 1,306,535 - 5,390 269 Measure A Safe Parks (3,265,725) 3,489,934 - 224,209 - - 224,209 (0) 270 Measure R Hwy Ops Improvement (621,967) 20,990,605 - 20,368,638 - 20,368,660 - (22) 271 Measure W Safe Clean Water 6,557,914 3,441,504 - 9,999,418 195,277 3,815,578 - 5,988,563 272 Measure H Homeless Initiative (22,774) 658,527 - 635,753 601,960 - - 33,792 300 Bouquet B & T District 1,589,350.06 - - 1,589,350 - - 1,589,350 - 301 Eastside B & T District (12,463,449.44) - - (12,463,449) - - (12,463,449) - 302 Via Princessa B & T District 5,948,209.95 - - 5,948,210 - - 5,948,210 - 303 Valencia B & T District 10,637,111.24 - - 10,637,111 - - 10,637,111 - 304 Bouquet Cyn 2nd Access 2,442,948.31 - - 2,442,948 - - 2,442,948 - 305 Park Dedication Fund 1,754,064 3,682,718 - 5,436,782 - 1,574,532 - 3,862,250 306 Developer Fee Fund 12,105,435 1,142,015 - 13,247,450 290,873 2,416,834 5,203,808 5,335,935 308 Library Facilities Fee Fund 4,274,301 - - 4,274,301 - - 4,274,301 - 309 Public Library Fund 5,407,161 10,637,845 - 16,045,006 8,882,130 132,906 - 7,029,969 330 Public Education & Government 767,529 473,077 1,412,213 2,652,819 263,116 - 1,412,213 977,490 350 GVR Open Space Maint 299,791 99,697 - 399,488 111,656 - - 287,832 351 Drainage Benefit Assessment Areas 4,018,609 751,752 17,000 4,787,361 430,101 - 3,153 4,354,107 354 Santa Clarita Lighting District-Ad Valorem 13,699,797 3,974,988 - 17,674,785 1,958,273 700,000 453,449 14,563,063 356 Stormwater Utility Fund 5,028,007 4,838,960 3,690 9,870,657 4,778,160 267,388 - 4,825,109 357 Landscape Maint. District 24,518,474 16,718,762 10,000 41,247,236 15,742,453 1,168,054 57,000 24,279,728 358 Open Space Preser. District 6,918,845 3,494,922 - 10,413,767 1,320,188 68,445 825,006 8,200,128 359 Santa Clarita Lighting District-Assessmnt 2,515,217 3,403,389 453,449 6,372,055 3,127,232 - 860,656 2,384,167 360 Tourism Marketing District 920,434 977,534 - 1,897,968 896,373 - - 1,001,595 361 Tourism Bureau 63,093 7,000 - 70,093 8,780 - - 61,313 367 Areawide Fund 6,846,660 8,431,034 14,871,997 30,149,691 22,123,286 343,401 500,719 7,182,285 368 VC Wasterwater Standby 2,462,614 1,108,516 - 3,571,130 819,503 - - 2,751,627 369 Cooper Street Parking CFD2020-1 379,357 446,057 - 825,414 375,021 - - 450,393 393 City Housing Successor 1,140,510 30,993 160,747 1,332,250 - 250,000 - 1,082,250 401 Fire Facilities Fees - 3,446,897 349,614 3,796,511 3,796,510 - - 1 402 Law Enforcement Facilities Fees - 466,140 306,874 773,015 - - - 773,015 403 Library Facilities and Technology - 845,207 2,729,435 3,574,642 - - - 3,574,642 404 Transit Facilities Fees - 83,806 400,477 484,283 - - - 484,283 406 Oak Tree Preservation Fees - 115,574 4,085 119,659 - - - 119,659 407 Sewer Fees - 27,000 787,432 814,432 - - - 814,432 431 Site Improvement Fees - - 2,052,921 2,052,921 - - - 2,052,921 432 Street Infrastructure Fees - - 736,324 736,324 - - - 736,324 433 Sidewalk Infrastructure Fees - - 28,627 28,627 - - - 28,627 434 Median Fees - - 686,885 686,885 - - - 686,885 435 Traffic Signal Timing Fees - 600 17,045 17,645 - - - 17,645 451 Bouquet B & T District Fees - 133,180 1,589,350 1,722,530 111,913 - - 1,610,617 452 Eastside B & T District Fees - 2,321,469 (12,463,449) (10,141,980) 688,092 3,149,632 - (13,979,704) 453 Via Princessa B & T District Fees - 371,500 5,948,210 6,319,710 82,287 626,810 - 5,610,613 454 Valencia B & T District Fees - 5,116,189 10,637,111 15,753,300 70,370 396,254 - 15,286,676 455 Bouquet Cyn 2nd Access Fees - 139,426 2,442,948 2,582,374 - - - 2,582,374 601 General Fund Capital Projects 2,880,282 - 2,372,894 5,253,176 - 5,253,175 - 0 602 Civic Art Projects 303,040 7,269 157,439 467,748 - 53,500 229,279 184,969 700 Transit Fund 108,024,731 61,488,385 - 169,513,116 42,412,942 12,692,826 554,167 113,853,181 720 Computer Replacement Fund 3,333,286 1,054,974 - 4,388,260 941,901 - - 3,446,359 721 Self Insurance Fund 2,039,986 4,195,584 100,467 6,336,037 4,866,833 - - 1,469,204 722 Equipment Replacement Fund 6,626,916 1,165,691 - 7,792,607 320,000 - - 7,472,607 723 Facilities Fund 186,826,574 7,682,887 15,359,304 209,868,765 - 48,935,790 167,919 160,765,056 TOTAL FUNDS 508,418,423$ 249,402,191$ 62,980,246$ 820,800,859$ 140,735,947$ 167,641,004$ 25,953,580$ 486,470,329$ Statement of Fund Balance
Estimate 2023-2024
OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2024-2025THE CITY OF SANTA CLARITA

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Summaries and Revenues
July 1, 2024 Operating Total Operating June 30, 2025
Fund Fund Transfers Resources Operating Capital Transfers Fund No. Fund Title Balance Revenue In Available Expenditures Projects Out Balance 104 GASB 45 Compliance Fund 46,729,798$ -$ -$ 46,729,798$ -$ -$ -$ 46,729,798$ 106 Pension Liability Fund 2,173,445 - 3,078,425 5,251,870 3,078,425 - - 2,173,445 120 Recreational Facility Fund (0) 3,853,108 644,979 4,498,087 3,359,328 - 1,138,759 (0) 130 Citrus Facility Fund 1,925 206,130 - 208,055 131,940 - - 76,115 201 HOME Program 2,807,451 29,880 - 2,837,331 9,000 - - 2,828,331 202 Surface Transportation Program (0) 393,000 - 393,000 - 393,000 - (0) 203 CDBG 0 2,687,396 - 2,687,396 1,235,240 1,452,156 - 0 207 HOME Entitlement - 530,314 - 530,314 - 530,314 - - 229 Federal Grant 526,533 2,048,104 - 2,574,637 - 2,035,590 - 539,047 230 Gas Tax Fund 0 6,276,032 6,714,005 12,990,037 7,118,784 - 67,000 5,804,253 231 Traffic Safety Fund - 550,000 - 550,000 - - 550,000 - 232 AB2766 Air Quality Imp 290,553 314,824 - 605,377 102,105 - - 503,272 233 TDA Art 8 (0) 14,542,034 - 14,542,034 13,536 7,914,493 6,614,005 (0) 234 Suppl. Law Enf. Grant 467,918 500,000 - 967,918 574,382 - - 393,536 238 Bikeway Funds (0) 250,000 - 250,000 - 250,000 - (0) 259 Misc. Grant Fund 549,902 801,850 - 1,351,752 90,039 1,123,850 - 137,863 260 Proposition C Local 7,141,882 5,691,602 - 12,833,484 - 529,830 - 12,303,654 261 Proposition A Fund 15,819,678 7,070,421 - 22,890,099 - - - 22,890,099 264 Measure R LR 337,904 4,036,009 - 4,373,913 - 4,225,749 - 148,164 265 Proposition C Grant Fund 6,509 1,611,028 - 1,617,537 - 1,611,028 - 6,509 266 Measure M LR 7,223,106 4,574,143 - 11,797,249 - 11,512,157 - 285,092 267 SB1 Road Repair & Accountability 146,377 5,903,107 - 6,049,484 - 5,981,012 - 68,472 268 Measure M ATP 5,390 47,500 - 52,890 - 47,500 - 5,390 269 Measure A Safe Parks (0) 213,958 - 213,958 - - 213,958 (0) 270 Measure R Hwy Ops Improvement (22) 70,000 - 69,978 - 70,000 - (22) 271 Measure W Safe Clean Water 5,988,563 3,476,164 - 9,464,727 186,456 519,000 - 8,759,271 272 Measure H Homeless Initiative 33,792 323,310 - 357,102 - - - 357,102 305 Park Dedication Fund 3,862,250 64,285 - 3,926,535 - 3,670,000 - 256,535 306 Developer Fee Fund 5,335,935 265,600 - 5,601,535 - 1,069,686 58,000 4,473,849 309 Public Library Fund 7,029,969 10,975,129 - 18,005,098 9,248,761 146,000 - 8,610,337 330 Public Education & Government 977,490 485,121 - 1,462,611 243,116 - - 1,219,495 350 GVR Open Space Maint 287,832 102,017 - 389,849 108,728 - - 281,121 351 Drainage Benefit Assessment Areas 4,354,107 793,562 - 5,147,669 341,482 - - 4,806,188 354 Santa Clarita Lighting District-Ad Valorem 14,563,063 4,226,986 - 18,790,049 1,917,123 500,000 628,028 15,744,898 356 Stormwater Utility Fund 4,825,109 4,862,721 3,690 9,691,520 4,647,311 141,507 514,727 4,387,975 357 Landscape Maint. District 24,279,728 17,252,567 10,000 41,542,295 15,741,393 504,680 614,157 24,682,065 358 Open Space Preser. District 8,200,128 3,729,538 - 11,929,666 1,077,473 - 967,639 9,884,554 359 Santa Clarita Lighting District-Assessmnt 2,384,167 3,463,656 628,028 6,475,851 3,104,098 - 961,922 2,409,830 360 Tourism Marketing District 1,001,595 983,348 - 1,984,943 889,207 - - 1,095,736 361 Tourism Bureau 61,313 8,000 - 69,313 9,274 - - 60,039 367 Areawide Fund 7,182,285 8,815,285 15,182,571 31,180,141 22,450,087 7,840,138 - 889,915 368 VC Wasterwater Standby 2,751,627 1,128,053 - 3,879,680 818,080 - - 3,061,600 369 Cooper Street Parking CFD2020-1 450,393 452,972 - 903,365 405,595 - - 497,770 393 City Housing Successor 1,082,250 - 277,203 1,359,453 - - - 1,359,453 402 Law Enforcement Facilities Fees 773,015 - - 773,015 - - - 773,015 403 Library Facilities and Technology 3,574,642 470,261 - 4,044,903 - - - 4,044,903 404 Transit Facilities Fees 484,283 14,000 - 498,283 - - - 498,283 406 Oak Tree Preservation Fees 119,659 4,000 - 123,659 - - - 123,659 407 Sewer Fees 814,432 27,000 - 841,432 - - - 841,432 431 Site Improvement Fees 2,052,921 - - 2,052,921 - - - 2,052,921 432 Street Infrastructure Fees 736,324 - - 736,324 - - - 736,324 433 Sidewalk Infrastructure Fees 28,627 - - 28,627 - - - 28,627 434 Median Fees 686,885 - - 686,885 - - - 686,885 435 Traffic Signal Timing Fees 17,645 600 - 18,245 - - - 18,245 451 Bouquet B & T District Fees 1,610,617 67,548 - 1,678,165 60,236 - - 1,617,929 452 Eastside B & T District Fees (13,979,704) - - (13,979,704) 571,144 300,000 - (14,850,848) 453 Via Princessa B & T District Fees 5,610,613 156,730 - 5,767,343 44,094 150,000 - 5,573,249 454 Valencia B & T District Fees 15,286,676 849,228 - 16,135,904 66,295 10,000 - 16,059,609 455 Bouquet Cyn 2nd Access Fees 2,582,374 103,708 - 2,686,082 - - - 2,686,082 601 General Fund Capital Projects 0 - 5,706,300 5,706,300 - 5,706,300 - 0 602 Civic Art Projects 184,969 - - 184,969 - 173,468 - 11,501 700 Transit Fund 113,853,181 44,908,587 - 158,761,768 46,843,737 2,936,862 850,240 108,130,930 720 Computer Replacement Fund 3,446,359 1,077,322 - 4,523,681 381,750 - - 4,141,931 721 Self Insurance Fund 1,469,204 4,096,328 93,057 5,658,589 4,815,841 - 91,777 750,971 722 Equipment Replacement Fund 7,472,607 1,620,773 - 9,093,380 278,000 - - 8,815,380 723 Facilities Fund 160,765,056 4,664,170 13,500,000 178,929,226 - 34,488,589 - 144,440,637 TOTAL FUNDS 486,470,329$ 181,669,009$ 45,838,258$ 713,977,596$ 129,962,059$ 95,832,909$ 13,270,212$ 474,912,416$ Statement of Fund Balance
Budget 2024-2025

THE CITY OF SANTA CLARITA

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July 1, 2022 Operating Total Operating June 30, 2023
Fund Fund Transfers Resources Operating Transfers Fund
No. Fund Balance Revenue In Available Expenditures Out Balance 392 Redevelopment Obligation Retirement Fund 9,180,570$ 2,988,075$ -$ 12,168,644$ 3,278$ 3,603,942$ 8,561,425$ 550 Successor Agency Debt Service (44,525,863) - 3,603,942 (40,921,921) 1,558,975 - (42,480,896)$ TOTAL FUNDS (35,345,293)$ 2,988,075$ 3,603,942$ (28,753,276)$ 1,562,253$ 3,603,942$ (33,919,471)$ July 1, 2023 Operating Total Operating June 30, 2024
Fund Fund Transfers Resources Operating Transfers Fund
No. Fund Balance Revenue In Available Expenditures Out Balance 392 Redevelopment Obligation Retirement Fund 8,561,425$ 2,154,195$ -$ 10,715,620$ 3,500$ 2,955,546$ 7,756,574$ 550 Successor Agency Debt Service (42,480,896) - 2,955,546 (39,525,350) 1,154,976 - (40,680,326) TOTAL FUNDS (33,919,471)$ 2,154,195$ 2,955,546$ (28,809,730)$ 1,158,476$ 2,955,546$ (32,923,752)$ July 1, 2024 Operating Total Operating June 30, 2025
Fund Estimated Transfers Resources Operating Transfers Fund No. Fund Balance Revenue In Available Expenditures Out Balance 392 Redevelopment Obligation Retirement Fund 7,756,574$ 2,162,034$ -$ 9,918,608$ 3,500$ 3,545,667$ 6,369,441$ 550 Successor Agency Debt Service (40,680,326) - 3,545,667 (37,134,659) 1,104,601 - (38,239,260) TOTAL FUNDS (32,923,752)$ 2,162,034$ 3,545,667$ (27,216,051)$ 1,108,101$ 3,545,667$ (31,869,819)$ Budget 2024-2025
Successor Agency
Statement of Fund Balance
Actual 2022-2023
Statement of Fund Balance
Estimate 2023-2024
Statement of Fund Balance
OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2024-2025THE CITY OF SANTA CLARITA

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Summaries and Revenues
Budget Revenues
Three Year History
Actual Estimate Budget
2022-23 2023-24 2024-25

GENERAL FUND
TAXES
100 - 400101 PROPERTY TAX 23,416,921$ 24,600,000$ 25,600,000$ 100 - 400106 PROPERTY TAX IN LIEU OF VLF 21,770,575 23,171,014 23,947,242 TOTAL PROPERTY TAX 45,187,496$ 47,771,014$ 49,547,242$ 100 - 401001 SALES & USE TAX 48,507,761$ 46,700,000$ 49,000,000$ 100 - 401106 TRANSIENT OCCUPANCY TAX 5,296,490 5,200,000 5,200,000 100 - 401107 REAL PROPERTY TRANSFER TAX 1,307,533 1,200,000 1,200,000 100 - 401201 FRANCHISE FEES 6,049,672 6,000,000 6,000,000 100 - 401202 FRANCHISE FEES-WASTE HAUL 3,272,264 4,000,000 4,100,000 100 - 401203 TEMP BIN/ROLL OFF FRANCHI 534,785 510,000 510,000 100 - 401204 FRANCHISE AGREEMENT-OTHER 136,129 180,000 180,000 100 - 401205 FRANCHISE AGREEMENT-REIM 300,000 - 300,000 TOTAL OTHER TAXES 65,404,635$ 63,790,000$ 66,490,000$

LICENSES & PERMITS
100 - 401301 BUSINESS LICENSE FEES 282,426$ 280,000$ 300,000$ 100 - 410101 CONDITIONAL USE PERMIT 88,032 67,156 67,552 100 - 410102 TEMPORARY USE PERMIT 18,131 16,469 15,238 100 - 410103 OAK TREE PERMIT 17,209 10,588 8,550 100 - 410104 MINOR USE PERMITS 82,263 68,620 69,184 100 - 410105 HOME OCCUPATION PERMIT 2,526 3,111 3,321 100 - 410106 TEMPORARY BANNER PERMIT 1,217 880 736 100 - 410107 ADU APP REVIEW FEE 28,779 25,641 22,631 100 - 411105 BUILDING PERMITS 3,040,966 4,600,000 3,400,000 100 - 411106 PERMIT ISSUANCE 208,551 150,000 160,000 100 - 411110 MEP PERMITS 1,494,183 1,200,000 1,000,000 100 - 412101 STREET VACATION 5,570 10,000 10,000 100 - 412103 CERTIFICATES OF COMPLIANCE 20,410 13,000 13,000 100 - 412105 FINAL SUBDIV MAPS/IMPROVE 148,790 60,000 60,000 100 - 413101 ANIMAL LICENSES 227,464 250,000 250,000 100 - 413107 SIDEWALK VENDOR 1,316 1,316 1,020 100 - 452101 MISC. BLDG & SAFETY SRVCS 24,951 20,000 20,000 100 - 453103 HWY ENCROACHMENT PERMITS 806,592 750,000 600,000 100 - 453108 GRADING INSPECTION PERMIT 264,689 200,000 200,000 100 - 453118 SLURRY SEAL FEE 133,488 18,570 92,000 100 - 453124 TRANSPORTATION PERMIT 45,709 35,000 35,000 100 - 453126 NEW STREET NAME REVIEW 1,469 - 1,500 100 - 453129 PERMIT PROCESSING 3,482 3,000 3,000 100 - 453139 SUSMP INSPECTION PERMIT FEES 2,226 4,000 4,000 100 - 455101 TENTATIVE MAPS 147,189 65,278 43,333 100 - 455102 SITE/SIGN PLAN REVIEW 16,430 17,540 21,114 100 - 455103 TIME EXTENSIONS 12,029 1,453 1,220 100 - 455104 HILLSIDE REVIEW 12,934 10,853 4,007 100 - 455106 ADJUSTMENTS 24,935 13,576 7,120 TOTAL LICENSES & PERMITS 7,163,957$ 7,896,051$ 6,413,526$

FINES, FORFEITURES & PENALTIES
100 - 420101 PARKING CITATIONS 1,101,410$ 860,000$ 860,000$ 100 - 452106 B&S FINES AND PENALTIES 52,449 40,000 40,000 100 - 453138 ENG SVCS FINES & PENALTIES - 500 500 100 - 455121 CP CITATION 218,797 200,000 200,000 TOTAL FINES, FORFEITURES & PENALTIES 1,372,656$ 1,100,500$ 1,100,500$

USE OF MONEY & PROPERTY
100 - 430301 INTEREST INCOME 1,584,938$ 2,314,735$ 2,402,648$ 100 - 430307 INTEREST-BANK OF STA CLARITA 150 - - 100 - 430311 GASB 87 LEASE INTEREST REVENUE 15,640 - - 100 - 430501 UNREALIZED GAIN/LOSS INVE 315,133 - - 100 - 430604 INTEREST INC-B&T ADVANCE 88,774 44,993 21,060 100 - 431101 RENTAL INCOME-CITY HALL 12,526 12,902 12,902 100 - 431107 RENTAL INCOME - MISC 5,569 80,650 80,650 100 - 431111 DARK FIBER LEASE 24,971 113,079 113,079 Account Title

THE CITY OF SANTA CLARITA

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Budget Revenues
Three Year History
Actual Estimate Budget
2022-23 2023-24 2024-25Account Title
100 - 431113 GASB 87 LEASE REVENUE 230,935 - - 100 - 431114 RENTAL INCOME-TESORO ADOBE HOUSE 418 7,000 7,000 100 - 431115 RENTAL - MITCHELL HOUSE - 9,000 9,000 100 - 431116 RENTAL - PICNICS - 25,000 25,000 100 - 453128 NEXTG RIGHT OF WAY USE 10,987 10,000 11,000 TOTAL USE OF MONEY & PROPERTY 2,290,040$ 2,617,359$ 2,682,339$

REVENUES FROM OTHER AGENCIES
100 - 440101 ST. MOTOR VEHICLE IN-LIEU 234,746$ 284,913$ 230,000$ 100 - 446105 EVERY 15 MINUTES REIMBURS - - 20,000 100 - 447103 SB-90 REIMBURSEMENT 62,207 658,456 60,000 100 - 447104 STATE RECYCLING GRANTS 34,537 34,537 31,241 100 - 447105 BEAUTIFICATION GRANT PRGM 124,246 100,000 100,000 TOTAL REVENUE FROM OTHER AGENCIES 455,735$ 1,077,906$ 441,241$

CHARGES FOR CURRENT SERVICE
100 - 411107 B&S PLAN REVIEW 5,593,648$ 4,000,000$ 3,400,000$ 100 - 411108 INDUSTRIAL WASTE INP FEE 380,865 280,000 300,000 100 - 412104 EASEMENT DOCUMENT REVIEW 14,280 30,000 30,000 100 - 412106 LOT LINE ADJUSTMENT 31,925 20,000 20,000 100 - 413102 FILM PERMIT 282,527 165,900 212,500 100 - 413103 FILM PERMIT-ROAD USE 447,295 81,200 297,500 100 - 413104 PARADE PERMITS 26,369 12,000 12,000 100 - 413105 FILM PERMIT - PROPERTY USE 58,523 32,400 28,550 100 - 421101 SOLID WASTE LIQUID DAMAGE 118,192 60,000 60,000 100 - 421102 COMMUNITY COURT 2,625 - - 100 - 421103 COMMUNITY COURT - TRAFFIC 13,950 15,000 15,000 100 - 421107 TEEN COURT FEES 3,125 6,000 6,000 100 - 431102 ACTIVITY CENTER REVENUES 169,981 140,000 100,000 100 - 431103 RECREATION AQUATICS RENTALS 161,690 240,000 240,000 100 - 431104 FACILITY RENTALS 157,119 115,159 115,159 100 - 431105 FIELD RENTALS 413,360 400,000 400,000 100 - 431106 SPORTS COMPLEX REVENUES 34,596 30,000 30,000 100 - 431109 SC GREAT AMERICAN CAMP - - 4,000 100 - 431110 SKATE PARK B/DAY PARTY 5,004 4,500 5,000 100 - 451101 DUI CHARGES 109,663 150,000 150,000 100 - 451102 FALSE ALARM CHARGES 134,088 142,444 130,000 100 - 451103 NSF CHECKS 387 500 500 100 - 452104 ENFORCEMENT COST RECOVERY 17,781 30,000 20,000 100 - 452105 RECORD MAINTENANCE 415,142 564,992 300,000 100 - 452107 FEE TO EXPEDITE-B & S 83,725 80,000 70,000 100 - 452108 STRONG MOTION FEES 1,538 2,000 2,000 100 - 452109 BUILDING STANDARDS COMM - 12,000 12,000 100 - 453101 STORM DRAIN TRANS PROCESS 1,771 5,000 5,000 100 - 453102 FLOODWAYS STUDIES 17,353 10,000 10,000 100 - 453105 SEWER INSPECTION 72,887 80,000 80,000 100 - 453106 STREET INSPECTION 104,825 178,865 60,000 100 - 453107 STORM DRAIN INSPECTIONS 15,935 16,429 10,000 100 - 453109 UTILITY - PLAN REVIEW 2,184 - - 100 - 453110 SEWER PLAN CHECK 4,829 40,000 40,000 100 - 453111 STREET PLAN CHECK (6,037) 20,000 25,000 100 - 453112 STORM DRAIN PLAN CHECK 10,289 15,000 15,000 100 - 453114 GRADING PLAN CHECK 396,776 180,000 180,000 100 - 453117 GRADING SOILS/GEO DEPOSIT 78,114 43,872 40,000 100 - 453119 DOCUMENT IMAGING 53,496 40,000 40,000 100 - 453120 STREET LIGHT PLAN CHECKS 8,044 9,000 9,000 100 - 453121 FEE TO EXPEDITE-ENG SVCS - 3,147 - 100 - 453125 SEWER MODELING REVIEW 3,600 2,400 2,400 100 - 453130 SPECIAL AGREEMENT ADMIN FEE 1,106 1,500 1,500 100 - 453135 PLACERITA SEWER FEES 4,981 17,043 - 100 - 453137 SITE INVESTIGATION (ENG SVCS) - 500 500 100 - 453140 SWPPP INSPECTION 1,580 5,000 5,000 100 - 454101 SIGNAL NETWORK TIMING - - 40,000 100 - 454102 TRAFFIC SIGNAL INSPECTION 21,700 31,263 41,398 100 - 454104 TRAFFIC SIGNAL PLAN CHECK 19,264 31,107 25,265 100 - 454105 STRIPING PLAN CHECK 16,077 107,372 6,134 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2024-2025THE CITY OF SANTA CLARITA

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Summaries and Revenues
Budget Revenues
Three Year History
Actual Estimate Budget
2022-23 2023-24 2024-25Account Title
100 - 454106 DETOUR PLAN CHECK 23,040 120,020 14,499 100 - 454108 TRAFFIC SIGNAL TIMING FEE 7,612 9,588 7,993 100 - 455108 PRE-APPLICATION REVIEW 24,430 27,709 23,702 100 - 455109 INITIAL STUDIES 6,170 3,237 6,474 100 - 455116 SELF-HAUL FEES 4,556 400 500 100 - 455117 ENVIRONMENTAL IMPACT REPORT 97,154 50,971 50,971 100 - 455118 LANDSCAPING/IRR PLANCHECK 25,096 18,918 16,530 100 - 455120 MOBILE HOME REGISTRATION 5,781 5,682 5,682 100 - 455124 ZONING LETTER 3,210 2,221 2,980 100 - 455126 DEVELOPMENT REVENUE 168,441 150,725 130,340 100 - 455128 GEN PLAN AMEND & ZONE CHG 37,545 - - 100 - 455129 ARCHITECT DESIGN REVIEW 48,080 31,763 21,735 100 - 455130 ADMIN DEVELOPMENT PERMIT 48,963 32,000 25,324 100 - 455135 SPECIFIC PLAN - - 26,589 100 - 456107 THE MAIN 62,934 40,000 40,000 100 - 456108 PRODUCTION 470 - - 100 - 456202 TICKET SALES 8,825 7,000 10,000 100 - 456204 GEAR VENDORS 10,500 11,890 10,000 100 - 456205 FOOD VENDORS 20,188 12,000 12,000 100 - 456206 CITY MERCHANDISE 4,879 3,000 3,000 100 - 456302 EVENTS 280 - - 100 - 456501 AQUATICS REGISTRATIONS 295,963 300,000 367,968 100 - 456502 AQUATICS POINT OF SALE 137,899 160,000 160,000 100 - 456602 ADULT SPORTS 244,725 245,000 245,000 100 - 456603 YOUTH SPORTS 257,781 400,000 400,000 100 - 456604 CONTRACT CLASSES 1,288,340 1,350,000 1,366,350 100 - 456606 CHILD DEVELOPMENT 503,384 505,500 623,096 100 - 456607 BREAKFAST WITH SANTA 7,420 7,022 7,000 100 - 456608 COMMUNITY CENTER 54,890 60,000 60,000 100 - 456609 DAY CAMP 335,444 400,000 412,680 100 - 456611 SPONSORSHIP REVENUE 260,150 275,000 260,000 100 - 456613 EXCURSIONS 8,874 6,700 14,000 100 - 456614 RECREATION ADMIN FEE 5,253 3,000 3,000 100 - 456615 CCCC PROGRAMS 147,440 75,000 80,000 100 - 457108 SALE OF MAPS & PUBLICATIONS 57 15 - 100 - 457109 VEHICLE IMPOUND RELEASE 176,048 180,000 180,000 100 - 457110 NOTARY SERVICE 510 400 400 100 - 457111 COPIES-CITY CLERK 2,302 1,200 1,200 100 - 457115 VIDEO/ AUDIO DUPLICATION 84 124 - 100 - 457116 SUSMP PLAN CHECK 16,800 6,000 5,000 100 - 457117 STRMWTR POLLU PREV(SWPPP) 4,249 3,295 3,000 100 - 457118 BOND PROCESSING & REVIEW 17,814 15,000 15,000 100 - 457120 LOBBYIST REGISTRATION 478 - - 100 - 413106 FILM MONITORING FEE 48,541 22,900 18,275 100 - 457131 MARRIAGE SERVICES 66,741 39,000 60,000 TOTAL CHARGES FOR CURRENT SERVICE 13,995,509$ 12,033,873$ 11,286,694$

OTHER REVENUE
100 - 401302 SATELLITE WAGERING FEE 32,617$ 30,000$ 30,000$ 100 - 456103 CROSSING GUARDS REVENUE 26,604 12,473 12,000 100 - 457101 OVERHEAD REIMBURSEMENTS 7,833,678 9,369,064 9,910,107 100 - 457121 NON-FRAN HAUL IMPOUND FEES 527 1,300 800 100 - 457127 C&D UNCLAIMED DEPOSITS 95,000 - 107,500 100 - 457130 EV CHARGING STATION 37,439 43,000 43,000 100 - 462101 MISCELLANEOUS REVENUE 800,985 - - 100 - 421108 GRAFFITI RESTITUTIONS/DON - 2,000 1,000 100 - 421109 DFY/OPIOID SETTLEMENTS 35,000 59,425 60,000 100 - 421110 SOLID WASTE PROGRAMMING - 130,000 130,000 100 - 462103 CASH OVER/SHORT 2 - - 100 - 462106 SALES OF PROPERTY & EQUIPMENT 38,262 24,000 20,000 100 - 462107 BEVERAGE PARTNERSHIP REVENUE 20,918 15,149 - 100 - 462109 STATE OF THE CITY TICKETS 9,405 9,865 10,000 100 - 462110 ENERGY REBATES 749 749 - 100 - 462118 INSPECTIONS REVENUE 2,521 - - 100 - 462122 PROPERTY DAMAGE PAYMENTS 876 - - 100 - 462124 HOMETOWN HEROS BANNER PR (1,894) 650 1,500

THE CITY OF SANTA CLARITA

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Three Year History
Actual Estimate Budget
2022-23 2023-24 2024-25Account Title
100 - 462125 SA LOAN REPAYMENT 133,240 - - 100 - 462126 CITY STORE - 1,250 1,250 TOTAL OTHER REVENUE 9,065,928$ 9,698,925$ 10,327,157$ TRANSFERS IN 1,188,563 2,556,949 865,000 TOTAL GENERAL FUND 146,124,521$ 148,542,577$ 149,153,699$ FUND 104 - GASB 45 COMPLIANCE
104 - 430301 INTEREST-OTHER INVESTMENT 639,875$ -$ -$ 104 - 430501 UNREALIZED GAIN/LOSS 3,316,219 - - 104 - 457128 OPEB CONTRIBUTIONS 253,000 - - TOTAL FUND 104 - GASB 45 COMPLIANCE 4,209,094$ -$ -$ FUND 106 - PENSION LIABILITY
106 - 430301 INTEREST INCOME 104,404$ -$ -$ 106 - 430501 UNREALIZED GAIN/LOSS INVE 66,840 - - TRANSFERS IN 5,485,573 5,353,913 3,078,425 TOTAL FUND 106 - PENSION LIABILITY 5,656,817$ 5,353,913$ 3,078,425$ FUND 120 - RECREATIONAL FACILITY FUND
120 - 430301 INTEREST-OTHER INVESTMENT 1,906$ -$ -$ 120 - 430311 GASB 87 LEASE INTEREST REVENUE 452 - - 120 - 431107 RENTAL INCOME-MISC 28,387 74,808 74,808 120 - 431112 RENTAL-PRO SHOP 21,588 70,000 48,000 120 - 431113 GASB 87 LEASE REVENUE 40,881 - - 120 - 456206 CITY MERCHANDISE 1,159 425 300 120 - 456611 SPONSORSHIP REVENUE 138,650 125,000 130,000 120 - 456701 ON-ICE REVENUE 3,470,376 3,500,000 3,500,000 120 - 456702 FOOD CONCESSION 21,001 33,813 40,000 120 - 456705 MISC CUBE REVENUE 47,904 20,000 20,000 120 - 462101 CUBE ROOM RENTALS 1,429 - 35,000 120 - 456706 FILMING REVENUE CUBE 33,548 24,250 5,000 TRANSFERS IN 296,000 407,795 644,979 TOTAL FUND 120 - RECREATIONAL FACILITY FUND 4,103,281$ 4,256,091$ 4,498,087$ FUND 130 - CITRUS FACILITY FUND
130 - 431107 RENTAL INCOME-MISC -$ 97,550$ 206,130$ TRANSFERS IN - 5,590,373 - TOTAL FUND 130 - CITRUS FACILITY FUND -$ 5,687,923$ 206,130$ FUND 201 - HOME PROGRAM
201 - 430301 INTEREST INCOME 11,207$ 24,022$ 29,880$ 201 - 430501 UNREALIZED GAIN/LOSS (3,522) - - 201 - 455201 HOME PROGRAM COLLECTIONS 45,049 35,412 - TOTAL FUND 201 - HOME PROGRAM 52,734$ 59,434$ 29,880$ FUND 202 - SURFACE TRANSP PROGRAM
202 - 445118 STPL REVENUE -$ 1,302,000$ 393,000$ TRANSFERS IN - 10,480 - TOTAL FUND 202 - SURFACE TRANSP PROGRAM -$ 1,312,480$ 393,000$ FUND 203 - COMMUNITY DEVELOPMENT BLOCK GRANT
203 - 442415 CARES ACT (COVID-19) 137,921$ 177,493$ 261,970$ 203 - 455201 PROGRAM REVENUE 100 - - 203 - 455202 CDBG - HUD 2,000,233 2,260,005 2,425,426 TOTAL FUND 203 - COMMUNITY DEVELOPMENT BLOCK GRANT 2,138,254$ 2,437,498$ 2,687,396$ FUND 206 - BJA LAW ENFORCEMENT GRANT
206 - 446122 JUSTICE ASST GRANT 21 2,080$ -$ -$ 206 - 446123 JUSTICE ASST GRANT 22 15,079 6,901 - 206 - 446124 JUSTICE ASST GRANT 23 - 23,677 - TOTAL FUND 206 - BJA LAW ENFORCEMENT GRANT 17,159$ 30,578$ -$ OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2024-2025THE CITY OF SANTA CLARITA

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Summaries and Revenues
Budget Revenues
Three Year History
Actual Estimate Budget
2022-23 2023-24 2024-25Account Title
FUND 207 - HOME ENTITLEMENT
207 - 455203 HOME PROGRAM -$ -$ 530,314$ TOTAL FUND 207 - HOME ENTITLEMENT -$ -$ 530,314$ FUND 228 - AMERICAN RESCUE PLAN ACT
228 - 462101 AMERICAN RESCUE PLAN 8,784,745$ 6,484,624$ -$ TOTAL FUND 228 - AMERICAN RESCUE PLAN ACT 8,784,745$ 6,484,624$ -$ FUND 229 - FEDERAL GRANT
229 - 442409 MISC FEDERAL GRT 1,584,597$ 3,798,656$ 2,048,104$ 229 - 462101 MISCELLANEOUS REVENUE 11 - - TOTAL FUND 229 - FEDERAL GRANT 1,584,608$ 3,798,656$ 2,048,104$ FUND 230 - GAS TAX
230 - 430301 INTEREST INCOME 637$ -$ -$ 230 - 441101 2107.5 GAS TAX 10,000 10,000 10,000 230 - 441102 2106 GAS TAX 753,159 794,824 810,794 230 - 441103 2107 GAS TAX 1,776,656 1,917,862 1,975,003 230 - 441104 2105 GAS TAX 1,303,648 1,404,135 1,431,986 230 - 441107 7360 GAS TAX 1,866,498 2,030,618 2,048,249 230 - 462101 MISCELLANEOUS REVENUE 3,787 - - 230 - 462122 PROPERTY DAMAGE PAYMENTS 25,655 2,928 - TRANSFERS IN 108,415 444,596 6,714,005 TOTAL FUND 230 - GAS TAX 5,848,456$ 6,604,963$ 12,990,037$ FUND 231 - TRAFFIC SAFETY
231 - 420103 TRAFFIC MOVING VIOLATIONS 532,693$ 550,000$ 550,000$ TOTAL FUND 231 - TRAFFIC SAFETY 532,693$ 550,000$ 550,000$ FUND 232 - AB2766 AIR QUALITY IMPROVEMENT
232 - 430301 INTEREST INCOME 6,565$ 14,911$ 12,724$ 232 - 430501 UNREALIZED GAIN/LOSS INVESTMENT (7,558) - - 232 - 442104 AB2766 AIR QUALITY IMPROV 302,074 302,100 302,100 TOTAL FUND 232 - AB2766 AIR QUALITY IMPROVEMENT 301,081$ 317,011$ 314,824$ FUND 233 - TDA ARTICLE 8
233 - 430301 INTEREST INCOME 23,822$ -$ -$ 233 - 430501 UNREALIZED GAIN/LOSS INVE 163,668 - - 233 - 442102 TDA ARTICLE 8 (STREETS) 3,482,906 13,138,184 14,542,034 TOTAL FUND 233 - TDA ARTICLE 8 3,670,397$ 13,138,184$ 14,542,034$ FUND 234 - SUPPLEMENTAL LAW ENFORCEMENT GRANT
234 - 430301 INTEREST INCOME 7,817$ -$ -$ 234 - 430501 UNREALIZED GAIN/LOSS INVE (2,126) - - 234 - 446103 SUPPL. LAW ENFORCEMENT GR 574,989 585,563 500,000 TOTAL FUND 234 - SUPPLEMENTAL LAW ENFORCEMENT GRANT 580,680$ 585,563$ 500,000$ FUND 238 - BIKEWAY FUNDS
238 - 430301 INTEREST INCOME 646$ -$ -$ 238 - 430501 UNREALIZED GAIN/LOSS INVE 2,890 - - 238 - 442101 TDA ARTICLE 3 (BIKEWAYS) 231,158 422,023 250,000 TOTAL FUND 238 - BIKEWAY FUNDS 234,694$ 422,023$ 250,000$ FUND 259 - MISC GRANTS
259 - 447104 STATE RECYCLING GRANTS 348,643$ 57,945$ 58,000$ 259 - 447108 RMDZ CAL RECYCLE GRANT 5,833 12,900 10,000 259 - 462101 MISCELLANEOUS REVENUE 1,049,330 3,912,241 733,850 TOTAL FUND 259 - MISC GRANTS 1,403,806$ 3,983,086$ 801,850$ FUND 260 - PROPOSITION C LOCAL RETURN
260 - 430301 INTEREST INCOME 154,969$ 222,556$ 310,257$ 260 - 430501 UNREALIZED GAIN/LOSS INVE 21,189 - - 260 - 442201 PROPOSITION C LOCAL RETURN 4,830,802 5,141,467 5,381,345 TOTAL FUND 260 - PROPOSITION C LOCAL RETURN 5,006,960$ 5,364,023$ 5,691,602$

THE CITY OF SANTA CLARITA

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Budget Revenues
Three Year History
Actual Estimate Budget
2022-23 2023-24 2024-25Account Title
FUND 261 - PROPOSITION A LOCAL RETURN
261 - 430301 INTEREST INCOME 195,753$ 410,881$ 582,759$ 261 - 430501 UNREALIZED GAIN/LOSS INVE 7,610 - - 261 - 442301 PROP A - LOCAL RETURN 5,823,952 6,196,301 6,487,662 TOTAL FUND 261 - PROPOSITION A LOCAL RETURN 6,027,315$ 6,607,182$ 7,070,421$ FUND 262 - PROPOSITION A PARK BOND
262 - 443103 PROP A SAFE PARK-PROJECT SP 250,000$ -$ -$ TOTAL FUND 262 - PROPOSITION A PARK BOND 250,000$ -$ -$ FUND 264 - MEASURE R LOCAL RETURN
264 - 430301 INTEREST INCOME 110,417$ 127,778$ -$ 264 - 430501 UNREALIZED GAIN/LOSS INVE (95,002) - - 264 - 442602 MEASURE R LOCAL RETURN 3,622,058 3,853,261 4,036,009 TOTAL FUND 264 - MEASURE R LOCAL RETURN 3,637,473$ 3,981,039$ 4,036,009$ FUND 265 - PROPOSITION C 25% GRANT
265 - 442208 PROPOSITION C GRANTS 180,103$ 983,387$ 1,611,028$ TOTAL FUND 265 - PROPOSITION C 25% GRANT 180,103$ 983,387$ 1,611,028$ FUND 266 - MEASURE M LOCAL RETURN
266 - 442611 MEASURE M LOCAL RETURN 4,097,322$ 4,346,753$ 4,574,143$ 266 - 430301 INTEREST INCOME 158,789 258,251 - 266 - 430501 UNREALIZED GAIN/LOSS INVE (116,402) - - TOTAL FUND 266 - MEASURE M LOCAL RETURN 4,139,709$ 4,605,004$ 4,574,143$ FUND 267 - SB1 ROAD REPAIR & ACCOUNTABILITY
267 - 430301 INTEREST INCOME 68,789$ 68,471$ -$ 267 - 430501 UNREALIZED GAIN/LOSS INVE 3,950 - - 267 - 441108 SB1 ROAD MAINTENANCE REHAB 5,111,045 5,522,359 5,903,107 TOTAL FUND 267 - SB1 ROAD REPAIR & ACCOUNTABILITY 5,183,783$ 5,590,830$ 5,903,107$ FUND 268 - MEASURE M ATP
268 - 442614 MEASURE M ATP 527,151$ 1,594,247$ 47,500$ TOTAL FUND 268 - MEASURE M ATP 527,151$ 1,594,247$ 47,500$ FUND 269 - MEASURE A SAFE PARKS
269 - 443104 MEASURE A SAFE PARKS -$ 419,197$ 213,958$ 269 - 443105 MEASURE A SAFE PARKS PROJ SPECIFIC - 3,070,737 - TOTAL FUND 269 - MEASURE A SAFE PARKS -$ 3,489,934$ 213,958$ FUND 270 - MEASURE R HIGHWAY IMPROVEMENTS
270 - 442605 MEASURE R HIGHWAY OPS IMP 3,328,898$ 20,990,605$ 70,000$ TOTAL FUND 270 - MEASURE R HIGHWAY IMPROVEMENTS 3,328,898$ 20,990,605$ 70,000$ FUND 271 - MEASURE W SAFE CLEAN WATER
271 - 400108 MEASURE W SAFE CLEAN WATER 3,214,928$ 3,235,579$ 3,235,579$ 271 - 430301 INTEREST INCOME 114,274 205,925 240,585 271 - 430501 UNREALIZED GAIN/LOSS INVE (48,317) - - TOTAL FUND 271 - MEASURE W SAFE CLEAN WATER 3,280,885$ 3,441,504$ 3,476,164$ FUND 272 - MEASURE H HOMELESS INITIATIVE
272 - 462101 MISCELLANEOUS REVENUES 444,425$ 658,527$ 323,310$ TOTAL FUND 272 - MEASURE H HOMELESS INITIATIVE 444,425$ 658,527$ 323,310$ FUND 300 - BOUQUET CANYON B&T DISTRICT
300 - 430301 INTEREST-OTHER INVESTMENT 49,200$ -$ -$ 300 - 430501 UNREALIZED GAIN/LOSS INVE (5,389) - - 300 - 430601 INTEREST INC- B&T ADVANCE 43,286 - - 300 - 454201 B&T FEES - BOUQUET 35,982 - - TOTAL FUND 300 - BOUQUET CANYON B&T DISTRICT 123,079$ -$ -$ OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2024-2025THE CITY OF SANTA CLARITA

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Summaries and Revenues
Budget Revenues
Three Year History
Actual Estimate Budget
2022-23 2023-24 2024-25Account Title
FUND 301 - EASTSIDE B&T DISTRICT
301 - 430301 INTEREST INCOME 58,400$ -$ -$ 301 - 430501 UNREALIZED GAIN/LOSS INVE (4,895) - - 301 - 454202 B&T FEES - EASTSIDE 66,308 - - 301 - 462101 MISCELLANEOUS REVENUES 6,320 - - TOTAL FUND 301 - EASTSIDE B&T DISTRICT 126,133$ -$ -$ FUND 302 - VIA PRINCESSA B&T DISTRICT
302 - 430301 INTEREST INCOME 83,900$ -$ -$ 302 - 430501 UNREALIZED GAIN/LOSS INVE (7,338) - - 302 - 430602 INTEREST INC- B&T ADVANCE 65,252 - - 302 - 454203 B&T FEES - VIA PRINCESSA 107,034 - - TOTAL FUND 302 - VIA PRINCESSA B&T DISTRICT 248,849$ -$ -$ FUND 303 - VALENCIA B&T DISTRICT
303 - 430301 INTEREST INCOME 34,481$ -$ -$ 303 - 430501 UNREALIZED GAIN/LOSS INVE 9,149 - - 303 - 430605 INTEREST INCOME-B&T ADVANCE 349,425 - - 303 - 454204 VALENCIA B & T FEES 520,279 - - 303 - 462101 MISCELLANEOUS REVENUE 368,724 - - TOTAL FUND 303 - VALENCIA B&T DISTRICT 1,282,057$ -$ -$ FUND 304 - BOUQUET CANYON 2ND ACCESS B&T DISTRICT
304 - 430607 INTEREST INC-B&T ADV BQT 2ND 57,939$ -$ -$ TOTAL FUND 304 - BOUQUET CANYON 2ND ACCESS B&T DISTRICT 57,939$ -$ -$ FUND 305 - PARK DEDICATION FUND
305 - 430301 INTEREST INCOME 32,013$ 90,967$ 64,285$ 305 - 430501 UNREALIZED GAIN/LOSS INVE 9,378 - - 305 - 457502 PARK IN-LIEU FEES-QUIMBY 69,671 3,591,751 - TOTAL FUND 305 - PARK DEDICATION FUND 111,062$ 3,682,718$ 64,285$ FUND 306 - DEVELOPER FEE FUND
306 - 430301 INTEREST INCOME 191,543$ 229,401$ 265,600$ 306 - 430501 UNREALIZED GAIN/LOSS INVE (70,597) - - 306 - 430604 INT INC-B&T ADV 3,255 2,614 - 306 - 457501 DEVELOPER FEES 461,810 880,000 - 306 - 457504 DEV FEES-LAW ENFORCE IMP 186,348 - - 306 - 457505 DEVELOPER - FIRE DISTRICT FEES 1,367,714 - - 306 - 462101 MISCELLANEOUS REVENUES 40,000 30,000 - 306 - 462125 SA LOAN REPAYMENT 159,597 - - TOTAL FUND 306 - DEVELOPER FEE FUND 2,339,670$ 1,142,015$ 265,600$ FUND 308 - LIBRARY FACILITY FEE FUND
308 - 430301 INTEREST INCOME 67,474$ -$ -$ 308 - 430501 UNREALIZED GAIN/LOSS INVE (13,711) - - 308 - 457501 DEVELOPER FEES 233,619 - - TOTAL FUND 308 - LIBRARY FACILITY FEE FUND 287,383$ -$ -$ FUND 309 - PUBLIC LIBRARY FUND
309 - 400101 PROPERTY TAX 9,439,660$ 10,000,000$ 10,350,000$ 309 - 430301 INTEREST INCOME 66,328 166,298 246,029 309 - 430501 UNREALIZED GAIN/LOSS INVE (66,053) - - 309 - 431104 RENTAL INCOME-FACILITIES 260 890 100 309 - 431107 RENTAL INCOME-MISC 70,467 70,336 - 309 - 457129 PASSPORT FEES 283,901 290,000 290,000 309 - 460107 DONATIONS-FOL PROGRAMMING 26,000 26,000 - 309 - 462101 MISCELLANEOUS REVENUE 64,269 54,548 55,000 309 - 462103 CASH OVER SHORT 116 - - 309 - 462121 LIBRARY GRANTS 90,164 29,773 34,000 TRANSFERS IN 25,933 - - TOTAL FUND 309 - PUBLIC LIBRARY FUND 10,001,044$ 10,637,845$ 10,975,129$

THE CITY OF SANTA CLARITA

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Budget Revenues
Three Year History
Actual Estimate Budget
2022-23 2023-24 2024-25Account Title
FUND 330 - PUBLIC EDUCATION & GOVERNMENT
330 - 401204 FRANCHISE AGREEMENT-OTHER 446,248$ 450,000$ 450,000$ 330 - 430301 INTEREST INCOME 12,185 23,077 35,121 330 - 430501 UNREALIZED GAIN/LOSS INVE (122) - - TRANSFERS IN - 1,412,213 - TOTAL FUND 330 - PUBLIC EDUCATION & GOVERNMENT 458,310$ 1,885,290$ 485,121$ FUND 350 - GVR OPEN SPACE MAINTENANCE DISTRICT
350 - 402402 SPECIAL ASSESSMENTS 86,456$ 91,316$ 93,000$ 350 - 430301 INTEREST INCOME 4,996 8,381 9,017 350 - 430501 UNREALIZED GAIN/LOSS INVE (875) - - TOTAL FUND 350 - GVR OPEN SPACE MAINTENANCE DISTRICT 90,577$ 99,697$ 102,017$ FUND 351 - DRAINAGE BENEFIT ASSESSMENT AREAS
351 - 402101 DRAINAGE BENEFIT ASSES#3 28,363$ 27,987$ 27,987$ 351 - 402102 DRAINAGE BENEFIT ASSES#6 26,849 26,155 26,155 351 - 402103 DRAINAGE BENEFIT ASSES#18 51,373 43,696 43,696 351 - 402104 DBAA #19 FOUR OAKS (7) - - 351 - 402105 DRAINAGE BENEFIT ASSES#20 41,704 43,671 45,185 351 - 402106 DRAINAGE BENEFIT ASSES #22 14,665 15,220 15,747 351 - 402107 DBAA 2008-1 RIVER VILLAGE 63,309 65,588 65,602 351 - 402108 DBAA 2008-2 SOUTH PLAZA 17,943 18,600 19,245 351 - 402109 DBAA 2013-1 VILLA METRO 18,654 19,332 20,000 351 - 402110 DBAA 2014-1 RIVER VILLAGE AREA C 67,086 68,993 71,386 351 - 402111 DBAA 2015-1 FIVE KNOLLS 107,303 113,525 120,101 351 - 402112 DBAA 2017-1 VISTA CANYON 32,948 49,039 50,739 351 - 402113 DBAA 2017-2 GV RANCH 31,760 33,063 34,208 351 - 402114 DBAA #24 - PLUM CYN 64,873 80,832 83,633 351 - 402115 DBAA #33 -SKYLINE 23,225 28,411 24,142 351 - 430301 INTEREST INCOME 62,373 117,640 145,736 351 - 430501 UNREALIZED GAIN/LOSS INVE (17,648) - - TRANSFERS IN 17,000 17,000 - TOTAL FUND 351 - DRAINAGE BENEFIT ASSESSMENT AREAS 651,772$ 768,752$ 793,562$ FUND 354 - STREETLIGHTS MAINT. DISTRICT-AD VALOREM
354 - 401101 AD VALOREM 3,505,812$ 3,453,023$ 3,628,082$ 354 - 430301 INTEREST INCOME 221,746 406,509 493,904 354 - 430501 UNREALIZED GAIN/LOSS INVE (61,787) - - 354 - 454102 TRAFFIC SIGNAL INSPECTION 5,000 5,000 5,000 354 - 462101 MISCELLANEOUS REVENUE - 10,456 - 354 - 462122 PROPERTY DAMAGE PAYMENTS 42,623 100,000 100,000 TOTAL FUND 354 - STREETLIGHTS MAINT. DISTRICT-AD VALOREM 3,713,394$ 3,974,988$ 4,226,986$ FUND 356 - STORMWATER UTILITY
356 - 402302 STRMDRN ASSESS-BRIDGEPORT 28,049$ 27,744$ 27,885$ 356 - 402303 STRMDRN ASSESS-CREEKSIDE 25,852 25,565 25,696 356 - 402304 STRMDRN ASSESS-HIDDEN CRK 22,066 21,843 21,955 356 - 402305 STRMDRN ASSESS-HART PONY 6,454 6,375 6,407 356 - 430301 INTEREST INCOME 72,195 127,617 131,380 356 - 430501 UNREALIZED GAIN/LOSS INVE (42,368) - - 356 - 402301 STORMWATER UTILITY USER FEES 5,011,049 4,279,218 4,403,538 356 - 457124 SUSMP INSPECTION PERMIT FEES 21,830 23,419 20,290 356 - 462101 MISCELLANEOUS REVENUE 267,057 327,179 225,570 TRANSFERS IN 3,690 3,690 3,690 TOTAL FUND 356 - STORMWATER UTILITY 5,415,874$ 4,842,650$ 4,866,411$ FUND 357 - LANDSCAPE MAINTENANCE DISTRICT
357 - 402201 LMD DISTRICT #1 ZONE #T1 WEST 30,215$ 30,535$ 31,028$ 357 - 402202 LMD DIST 1 ZONE T2 OLD ORCHARD 264,875 269,163 278,499 357 - 402203 LMD DIST 1 ZONE T3 VAL HILLS 142,326 144,266 149,270 357 - 402204 LMD DIST 1 ZONE T4 VAL MEADOWS 169,741 188,303 188,303 357 - 402205 LMD DIST 1 ZONE T5 VAL GLEN 172,227 166,604 166,604 357 - 402206 LMD DIST 1 ZONE T6 SO VALLEY 150,655 146,814 146,814 357 - 402207 LMD DIST 1 ZONE T7 CENTRAL 458,450 485,611 485,611 357 - 402208 LMD DIST 1 ZONE T8 SUMMIT 1,382,889 1,415,940 1,465,054 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2024-2025THE CITY OF SANTA CLARITA

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Summaries and Revenues
Budget Revenues
Three Year History
Actual Estimate Budget
2022-23 2023-24 2024-25Account Title
357 - 402211 LMD DIST 1 ZONE T17 RAINBOW GLEN 47,405 48,538 50,222 357 - 402212 LMD DIST 1 ZONE T23 MT VIEW SLOPES 1,042,979 1,067,906 1,154,173 357 - 402213 LMD DIST 1 ZONE T23A MT VIEW CONDOS 368,930 377,747 408,262 357 - 402214 LMD DIST 1 ZONE T23B SECO VILLAS 132,482 135,648 140,355 357 - 402215 LMD DIST 1 ZONE T29 AMERICAN BEAUTY 67,014 65,306 65,306 357 - 402216 LMD DIST ZONE T31 SHANGRI-LA 452,239 459,575 475,521 357 - 402220 LMD DIST 1 ZONE T46 NBRIDGE 2,159,077 2,165,908 2,268,503 357 - 402221 LMD DIST 1 ZONE T47 NPARK 969,066 992,226 1,026,640 357 - 402222 LMD DIST 1 ZONE T52 STONECREST 515,733 528,040 546,323 357 - 402223 LMD DIST 1 ZONE 1 GV PARKWAY 13,228 12,890 12,890 357 - 402225 LMD DIST 1 ZONE 3 SIERRA HEIGHTS 52,067 50,806 50,806 357 - 402226 LMD DIST 1 ZONE 4 ALBERTSONS 122,480 119,358 119,358 357 - 402227 LMD DIST 1 ZONE 5 SUNSET HILLS 92,829 90,462 90,462 357 - 402228 LMD DIST 1 ZONE 6 CYN CREST 70,754 68,950 68,950 357 - 402229 LMD DIST 1 ZONE 7 CRKSIDE 226,688 194,239 194,233 357 - 402230 LMD DIST 1 ZONE 8 FRIENDLY/SIERRA 9,063 9,280 9,602 357 - 402233 LMD DIST 1 ZONE 15 RIVER VILLAGE 379,681 355,331 315,850 357 - 402234 LMD DIST 1 ZONE 16 VIC 310,574 317,994 328,968 357 - 402235 LMD DIST 1 ZONE 17 BQT/RAILROAD AVE 112,595 110,893 110,893 357 - 402237 ZONE 18 TOWN CENTER TOURNEY RD 811,554 717,129 716,767 357 - 402238 ZONE 19 BRIDGEPORT BOUQUET 112,888 118,442 122,546 357 - 402239 ZONE 20 GOLDEN VLLY RANCH-COMMERCIAL 102,286 99,678 99,678 357 - 402241 LMD DIST #1 ZONE 21 GLDN VLY RANCH-RES. 283,092 287,569 335,497 357 - 402242 LMD DIST #1 ZONE 22 HMNM HOSPITAL 18,054 17,594 17,594 357 - 402244 LMD DIST #1 ZONE 24 CYN GATE 45,817 44,332 44,332 357 - 402245 LMD DIST #1 ZONE 25 VL DI ORO 12,194 11,926 13,914 357 - 402246 ZONE 26 CTR PT-COMMERCIAL 166,966 162,710 162,710 357 - 402247 ZONE 27 CIRCLE J 561,045 579,556 599,680 357 - 402248 ZONE 28 NEWHALL 515,973 524,580 549,120 357 - 402249 ZONE T33 CANYON PARK 101,279 98,697 98,697 357 - 402250 ZONE T51 VALENCIA HIGH SCHOOL 570,115 556,314 556,313 357 - 402254 ZONE T20 EL DORADO VILLAGE 191,035 186,165 186,165 357 - 402255 ZONE T44 BOUQUET CYN 91,576 89,241 89,241 357 - 402256 ZONE T48 SHADOW HILLS 48,289 47,058 47,058 357 - 402257 ZONE T62 CANYON HEIGHTS 130,389 127,065 127,065 357 - 402258 ZONE T67 MIRAMONTES 275,940 268,905 268,905 357 - 402259 ZONE T71 HASKELL CYN RANCH 142,517 138,883 138,883 357 - 402261 ZONE 29 VILLA METRO 65,188 63,526 65,730 357 - 402266 ZONE 30 PENLON 31,136 30,771 30,771 357 - 402267 ZONE 31 FIVE KNOLLS 239,181 231,432 231,432 357 - 402268 ZONE T77 WEST CREEK PARK (MWD) (66,195) - - 357 - 402269 ZONE T69 WEST CREEK ESTATES 368,768 563,814 708,633 357 - 402270 ZONE T68 WEST CREEK VILLAGE 150,292 153,886 159,219 357 - 402271 ZONE 32 VISTA CANYON 70,232 73,417 75,956 357 - 402272 ZONE T2A SKYLINE RANCH 143,110 156,016 166,593 357 - 402273 ZONE T1B PLUM/WHITES CYN 59,979 91,637 93,460 357 - 402274 ZONE TESORO ADOBE PARK 206,363 258,248 111,745 357 - 401102 AD VALOREM T2 OLD ORCHARD 106,566 109,013 115,876 357 - 401103 AD VALOREM T3 VAL HILLS 75,861 77,486 80,338 357 - 401104 AD VALOREM T4 VAL MEADOWS 35,467 39,269 41,475 357 - 401105 AD VALOREM T5 VAL GLEN 67,596 68,496 70,655 357 - 430301 INTEREST INCOME 380,767 666,808 778,019 357 - 430501 UNREALIZED GAIN/LOSS INVE (92,281) - - 357 - 462101 MISCELLANEOUS REVENUE (9,829) 100 - 357 - 462122 PROPERTY DAMAGE PAYMENT 7,220 40,666 - TRANSFERS IN 10,000 10,000 10,000 TOTAL FUND 357 - LANDSCAPE MAINTENANCE DISTRICT 15,946,694$ 16,728,762$ 17,262,567$ FUND 358 - OPEN SPACE PRESERVATION DISTRICT
358 - 402401 SPECIAL ASSESSMENTS 3,189,455$ 3,267,232$ 3,356,853$ 358 - 430301 INTEREST INCOME 95,573 206,766 287,155 358 - 430501 UNREALIZED GAIN/LOSS INVE (11,217) - - 358 - 431107 RENTAL INCOME-MISCELLANEOUS 12,272 17,924 85,530 358 - 462101 MISCELLANEOUS REVENUES 1,501 3,000 - TOTAL FUND 358 - OPEN SPACE PRESERVATION DISTRICT 3,287,584$ 3,494,922$ 3,729,538$

THE CITY OF SANTA CLARITA

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Budget Revenues
Three Year History
Actual Estimate Budget
2022-23 2023-24 2024-25Account Title
FUND 359 - STREETLIGHTS MAINT. DISTRICT-SPCL LEVY
359 - 402403 LEVY A ASSESSMENTS 447,369$ 433,973$ 434,257$ 359 - 402404 LEVY B ASSESSMENTS 2,538,637 2,545,957 2,577,665 359 - 430301 INTEREST INCOME 31,577 47,359 76,734 359 - 430501 UNREALIZED GAIN/LOSS INVE 12,676 - - 359 - 462101 MISCELLANEOUS REVENUES (81,184) 1,100 - 359 - 462122 PROPERTY DAMAGE PAYMENTS 370,992 375,000 375,000 TRANSFERS IN 231,485 453,449 628,028 TOTAL FUND 359 - STREETLIGHTS MAINT. DISTRICT-SPCL LEVY 3,551,552$ 3,856,838$ 4,091,684$ FUND 360 - TOURISM MARKETING DISTRICT FUND
360 - 402406 TOURISM MARKETING ASSESSMENT 993,211$ 950,000$ 950,000$ 360 - 430301 INTEREST INCOME 17,327 27,534 33,348 360 - 430501 UNREALIZED GAIN/LOSS (12,785) - - TOTAL FUND 360 - TOURISM MARKETING DISTRICT FUND 997,752$ 977,534$ 983,348$ FUND 361 - TOURISM BUREAU FUND
361 - 430301 INTEREST INCOME 1,085$ -$ -$ 361 - 430501 UNREALIZED GAIN/LOSS INVE (69) - - 361 - 462116 MEMBERSHIP DUES-TOURISM 8,053 7,000 8,000 TOTAL FUND 361 - TOURISM BUREAU FUND 9,068$ 7,000$ 8,000$ FUND 367 - AREAWIDE FUND
367 - 402268 T77 WEST CREEK PARK (2)$ -$ -$ 367 - 402240 ZONE 2008-1 MAJOR T-FARES 6,937,736 7,456,987 7,715,744 367 - 401101 T1 AD VALOREM 890,890 904,198 963,735 367 - 430301 INTEREST INCOME 35,768 - 135,806 367 - 430501 UNREALIZED GAIN/LOSS INVE 110,539 - - 367 - 462101 MISCELLANEOUS REVENUE (23,817) - - 367 - 462122 PROPERTY DAMAGE PAYMENTS 37,580 69,849 - TRANSFERS IN 13,053,760 14,871,997 15,182,571 TOTAL FUND 367 - AREAWIDE FUND 21,042,455$ 23,303,031$ 23,997,856$ FUND 368 - VISTA CANYON WATER FACTORY FUND
368 - 402405 VC WASTE WATER STANDBY ASSESSMENT 1,276,387$ 1,035,513$ 1,035,513$ 368 - 430301 INTEREST INCOME 58,673 73,003 92,540 368 - 430501 UNREALIZED GAIN/LOSS INVE (6,622) - - TOTAL FUND 368 - VISTA CANYON WATER FACTORY FUND 1,328,438$ 1,108,516$ 1,128,053$ FUND 369 - COOPER STREET PARKING CFD
369 - 402411 COOPER ST PARKING CFD2020-1 995,475$ 446,057$ 452,972$ 369 - 462105 PRIOR YEAR REVENUE 122,342 - - TOTAL FUND 369 - COOPER STREET PARKING CFD 1,117,817$ 446,057$ 452,972$ FUND 393 - CITY HOUSING SUCCESSOR FUND
393 - 430301 INTEREST INCOME 15,891$ 30,993$ -$ 393 - 430501 UNREALIZED GAIN/LOSS INV (5,918) - - TRANSFERS IN 159,244 160,747 277,203 TOTAL FUND 393 - CITY HOUSING SUCCESSOR FUND 169,217$ 191,740$ 277,203$ FUND 401 - FIRE FACILITIES FEE FUND
401 - 457501 DEVELOPER FEES -$ 3,446,897$ -$ TRANSFERS IN - 349,614 - TOTAL FUND 401 - FIRE FACILITIES FEE FUND -$ 3,796,511$ -$ FUND 402 - LAW ENFORCEMENT FACILITIES FEE FUND
402 - 457501 DEVELOPER FEES -$ 466,140$ -$ TRANSFERS IN - 306,874 - TOTAL FUND 402 - LAW ENFORCEMENT FACILITIES FEE FUND -$ 773,015$ -$ FUND 403 - LIBRARY FACILITIES AND TECHNOLOGY FEE FUND
403 - 430301 INTEREST INCOME -$ 139,135$ 170,261$ 403 - 457501 DEVELOPER FEES - 706,072 300,000 TRANSFERS IN - 2,729,435 - TOTAL FUND 403 - LIBRARY FACILITIES AND TECHNOLOGY FEE FUND -$ 3,574,642$ 470,261$ OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2024-2025THE CITY OF SANTA CLARITA

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Santa Clarita City CouncilJune 11, 2024

Santa Clarita City Council
June 11, 2024