HomeMy WebLinkAboutBudget 2025-26
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
About the Cover
Year in Transition
This year’s budget cover highlights four significant projects that
demonstrate Rancho Cucamonga’s commitment to honoring our
history, enhancing community spaces, advancing public safety, and
providing vital community support.
On September 11, 2025, the City dedicated the new Spagnolo 9/11
Memorial Park with a ribbon cutting and remembrance ceremony.
This 1.3-acre park, located in the heart of the city, features steel from
the World Trade Center, fragments from Flight 93, and material from
the Pentagon—arranged to reflect their geographic relationship. The
park also honors Rancho Cucamonga’s Gold Star Service Members,
providing a lasting space for remembrance, unity, and hope.
The Victoria Gardens Cultural Center – home to the Lewis Family
Playhouse, the Paul A. Biane Library, and the Randall Lewis Second
Story and Beyond®—is undergoing an exciting transformation. With
growing demand for events and programs, the Bank of America Imagination Courtyard is being
refreshed into a vibrant gathering area featuring shaded seating, enhanced lighting, greater pedestrian
access, and a permanent outdoor stage for concerts, rentals, and community events. This redesign will
seamlessly connect with Victoria Gardens, creating more opportunities for connection and enriching
experiences for residents.
The rugged terrain and gusting Santa Ana winds make the northern boundary of Rancho Cucamonga
highly susceptible to wildfires. Thanks to support from Assemblymember Chris Holden, the Rancho
Cucamonga Fire District received $1.9 million in fall 2022 to implement an Early Wildfire Detection
System, the first of its kind in the area. This innovative technology will swiftly detect, report, and respond
to wildfires, pinpointing fire starts within a 5-foot radius. Initially focused on the northern boundary, the
system will eventually cover the entire front country from Los Angeles County to San Bernardino County.
By enabling rapid deployment of local resources, the system will help preserve life, natural resources,
and historically significant areas within the wildland-urban interface.
Community Outreach and Support Team (COAST) is a multi-agency collaboration between the City,
Fire District, Police Department, San Bernardino County Department of Behavioral Healthy, and even a
therapy dog. The mobile team provides vital services to individuals experiencing mental health
challenges, including youth and seniors. This is a regional effort with four other teams already active
countywide, Rancho Cucamonga’s COAST unit became fully operational in 2025, ensuring that mental
health support is accessible wherever it’s needed most.
Together, these projects highlight the City’s dedication to investing in spaces, services, and partnerships
that strengthen the health, safety, and well-being of the Rancho Cucamonga community today and into
the future.
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Table of Contents
Page
City Council Leadership i
Introduction
City Manager’s Executive Summary 4
GFOA Distinguished Budget Presentation Award 122
General Information
City Officials 126
Organization Chart 128
Functional Units by Fund Type 130
Snapshot of the City of Rancho Cucamonga 132
City Demographics 133
Budget Guide & Process 138
Summaries of Financial Data
Financial Summaries (Operating Budget & All Funds) 142
Notes to Financial Summary 146
Special Districts Summaries 152
Revenue Summaries
Revenue and Resource Estimates 159
Revenue Summaries – Operating Budget 161
Revenue Detail – Operating Budget 164
Revenue Summaries – All Funds 172
Revenue Detail – All Funds 174
Revenues by Fund 208
Expenditure Summaries
Expenditure Summary – Operating Budget 213
Expenditure Detail – Operating Budget 215
Expenditure Summary – All Funds 224
Expenditure Detail – All Funds 226
General Fund Expenditures by Cost Center 286
Expenditures by Fund 289
Funded Positions by Department 294
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Table of Contents
Page
Fund Balance Summaries
Spendable Fund Balances 306
Summary of Changes in Spendable Fund Balances 310
Departmental Budget Details
Governance
City Council 315
City Clerk 317
City Treasurer 319
City Management 321
Engagement & Special Programs 323
Economic Development 327
Public Safety
Police (Contract) 331
Fire District 335
Community Programs
Animal Services 339
Community Services 343
Records Management 347
Library Services 351
Administrative Services
Finance 355
Innovation and Technology 359
Human Resources 363
Organizational Development 367
Community Development
Building & Safety 371
Community Improvement 375
Engineering Services 379
Planning 383
Public Works 387
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Table of Contents
Page
Major Projects Program
Summary by Department 394
Detail by Department 402
Annual Operating Costs/(Savings) 405
Appendix
Financial Policies 412
Legal Debt Margin 439
Glossary of Budget Terms 440
List of Acronyms 445
Description of Funds by Fund Type 446
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
City Council Leadership
PAGE i
“You cannot escape the responsibility of tomorrow by evading it today.”
– President Abraham Lincoln
The development of the City of Rancho Cucamonga into the crown jewel of the Inland Empire did not
happen by accident. It occurred by design and intentional efforts on the part of the City Council and
executive leadership over several decades. Through the tireless efforts of past and present council
members, Rancho Cucamonga has truly become a great city in which to live, work, and play. With a
mindset on continuous improvement, the City Council annually develops meaningful goals for the future
that are in line with the City’s mission, vision, and values.
Vision Statement. All World Class organizations also have a clearly defined vision. A vision statement
defines the target outcomes for an organization with respect to those things it seeks to accomplish in
the near future. For Rancho Cucamonga:
Our vision is to create an equitable, sustainable, and vibrant city, rich in opportunity for all
to thrive by building on our success as a world class community.
Mission Statement. The City Council mission statement establishes the organization’s purpose and
serves as a focal point for current and future endeavors. The Mission Statement succinctly sets out the
organization’s everyday work focus:
Continuously ensure and advance the quality of life for the community through inclusive
decision-making.
Council Core Values. Goals, Mission and Vision statements do not exist in a vacuum. It is critical they
are surrounded and supported by core values. Core values that we hold individually are a set of
fundamental beliefs, ideals or practices that inform how we conduct our lives, both personally and
professionally. Businesses can also have and maintain core values. These core values help an
organization determine how to allocate resources, make important decisions, and grow.
Rancho Cucamonga’s core values include:
• Providing and nurturing an excellent quality of life for all.
• Promoting and enhancing a safe and healthy community for all.
• Building and preserving a family-oriented atmosphere.
• Intentionally embracing and anticipating the future.
• Creating equitable opportunity to prosper.
• Working together cooperatively and respectfully with each other, staff, and all stakeholders.
• Relentless pursuit of improvement.
• Actively seeking and respectfully considering all public input.
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INTRODUCTION
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Date: July 1, 2025
To: Mayor and Members of the City Council
By: John R. Gillison, City Manager
Subject: Fiscal Year 2025/26 Adopted Budget
A Year of Transition
PRELUDE
“Life it seems, is nothing if not a series of initiations, transitions and incorporations.” – Alan Dundes
Last year the Budget Message was focused on the cycles the economy goes through. It appeared at that
time, inflation was easing, and the economy was going to slowly ease into a new cycle of growth. Of
concern was the California budget deficit which appeared to be between $20B to $80B and had the
prospect of lasting several years into the future. At the time, the Inland Empire was continuing its strong
pattern of growth, but at a slightly declining rate. The City’s focus for the FY 2024-25 year was a
“Strategic Pause” as we slowed and anticipated a period of higher activity by assessing and preparing.
Overall, much of the year rolled out as anticipated. Inflation continued to cool, California grappled with
a deficit that appeared to be shrinking, and the City was assessing needs for the next growth cycle. Then
as the year ended, and the presidential election cycle concluded, the nation experienced a significant
and substantive change in control of the Administration and both Houses of Congress. As the new
calendar year began, the watchword of the day became “tariffs.”
A tariff is an import tax, imposed by a government on imported goods. It is paid by the importer to bring
the goods into the country. Tariffs burden foreign products, increasing the price paid by the end user
and thereby encouraging growth of the similar domestic industry that produces a comparable product,
presumably at an equivalent or lower price. Tariffs can be fixed or variable. There is near unanimous
consensus among economists that tariffs have a short-term negative effect on economic growth and
economic welfare. This is because the economic burden of tariffs falls on the importer, the exporter, and
the consumer.
MEMORANDUM
City Manager’s Office
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With the advent of tariffs on specific categories of products as well as general goods brought in from all
foreign countries in Q1 2025, the stock market indexes began a roller-coaster ride and several trillion
dollars of earnings were ultimately erased from the market. Foreign travel to the United States, especially
from Canada and Mexico (of which California is traditionally a substantial beneficiary) began to decrease
substantially. The prices of various goods, electronics, raw materials and manufactured products began
to increase, in some cases substantially.
Governor Gavin Newsom released his proposed 2025-26 California state budget on January 10, 2025,
notably before the impact of the Trump Tariffs. Initially, the Governor projected a small positive balance
of $363M after two years of state budget deficits, including $16.5B in additional revenue and the use of
$7.1M in reserves. The administration’s revenue projections reflected an economic outlook that expects
moderate growth to continue in the near term, with cautions about federal policies on tariffs, international
trade, and immigration restrictions, all of which could increase inflationary pressure on the economy,
dampen economic growth and reduce state revenues. In addition, federal cuts to domestic programs —
particularly health care — could threaten the well-being of millions of Californians and would significantly
reduce federal support that currently flows to California.
On May 14, 2025, Governor Newsom released his revised FY 2025-26 budget. Governor Newsom
announced that between revenue declines resulting from lost capital gains in the stock market (which he
blamed on President Trump) as well as spiraling costs for social services, California was now facing a
$12B budget deficit. Despite acknowledging that California has a spending problem, his budget mostly
relies on reductions to recently increased programs in terms of spending reductions. Rather than the
$363B budget unveiled just a few short months ago, the Governor’s latest budget has shrunk to $322B
and is still in a deficit situation that relies on gimmicks and borrowing from special funds, as well as
uncertain tax revenues and unlikely expenditure scenarios, to balance on paper.
Moreover, President Donald Trump’s heavy tariffs on imported goods and retaliatory tariffs on U.S.
exports which negatively impacted stock values, are likely to continue to substantially impact and
decrease both imports through California and income taxes from capital gains, both of which are
important source of state revenues. California’s economy has not fully recovered from the effects of the
pandemic, either, with a substantial +5% unemployment, among the highest nationwide. Job growth
appears to be concentrated substantially in government or government supported services which is an
unhealthy trend for the long term; job growth is also concentrated in both the Inland Empire and Central
Valley with most coastal communities barely holding even or declining.
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With all of this as the backdrop, one can likely easily see why the FY 2025-26 Budget theme is A Year
of Transitions: Navigating Change while seeking Consistency. This was highlighted in the 2025
State of the City address in mid-April which focused on Smart Growth built on a foundation of Solid
Roots.
City Council Goals
City Council Strategic Goals are the lodestone that guide the efforts of the City of Rancho Cucamonga all
year long. A goal is an object or an aim that we wish to achieve through action. While simple in concept,
there are many different variations of goals. For example, there are daily goals, weekly goals, monthly
goals, quarterly goals, and yearly goals. The reason we set goals is to provide direction and purpose in
life. By setting goals, we ensure a certain level of motivation and desire on a regular basis, and we have
a benchmark against which to measure our efforts over an extended time.
The City Council sets goals known as SMART goals. They are strategic, measurable, achievable, realistic,
and timely. The City Council goals come about through suggestions from the public during the year, from
various strategic plans the City has developed (General Plan, Climate Action, Public Art, Economic
Development, Active Transportation…) and from discussions during the various City Council teambuilding
workshops throughout the year. Quarterly, City staff report on the progress towards accomplishing the
goals, and once a year the City Council updates the goals.
The goals which the City Council sets often span one year but, in many cases, may be multiyear goals.
These goals implement the City Council Mission, Vision, and Core Values. To accomplish these goals, City
Staff muster everyone’s collective efforts in a focused workplan which simultaneously carries out the
ministerial duties of the City while aligning mid- and long-term efforts to accomplish the City Council
goals.
For Calendar Year 2025 the City Council Goals are:
• By the end of October 2025, bring a project to add lights to the Garcia Sports Field to the City
Council for consideration.
• By the end of December 2025, present to the City Council a plan and implementation strategy
for workforce development pathways into public service.
• By the end of December 2025, present to the City Council concept plans to modernize and
expand the public safety facilities at the Civic Center.
• By end of June 2026, complete construction on Phase 2 of ATMS.
• By end of June 2026, finalize the site location and high-level concept design details for the 2nd
RCMU substation.
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State Overview
“A Man only learns by two things, one is reading, and the other is association with smarter people.”
– Will Rogers
The State of California is headed into its third consecutive deficit year, exacerbated by the series of
accounting maneuvers, budget gimmicks and overly optimistic estimates the Governor and Legislature
used in FY 2023-24 and FY 2024-25. While Governor Newsom released his initial proposed 2025-26
California state budget on January 10, 2025, notably before the impact of the Trump Tariffs, he initially
projected a small positive balance of $363M after two years of state budget deficits, including $16.5B in
additional revenue and the use of $7.1M in reserves. At the time, the Legislative Analyst Office (LAO)
criticized the budget for not reducing spending enough, as well as overly optimistic revenue projections.
To his credit, however, Governor Newsom did at the time caution about federal policies on tariffs,
international trade, and curtailment of immigration, all of which would negatively impact state revenues.
Nevertheless, the Governor’s January budget was, as it has often been, overly optimistic. The
administration’s revenue projections reflected an economic outlook that expected moderate growth to
continue in the near term, with cautions about federal policies on tariffs, international trade, and
immigration restrictions, all of which could increase inflationary pressure on the economy, dampen
economic growth and reduce state revenues. In addition, federal cuts to domestic programs —
particularly health care — which at the time were as yet unknown in their details, had the potential to
threaten the well-being of millions of Californians and would significantly reduce federal support that
flowed to California. Finally, President’s Trump’s trade and tariff actions have greatly impacted the stock
market. California remains a state that is highly dependent on income tax, primarily capital gains from
the stock market, and thus subject to potentially significant revenue swings depending on the stock
market. Those swings had not yet materialized in January 2025.
“Leaders made mistakes. And those mistakes, amplified by the numbers who followed without
questioning, moved inevitably toward great disasters.” – Frank Herbert, Chapterhouse: Dune
On May 14, 2025, Governor Newsom released his revised FY 2025-26 budget. Although only a blueprint,
as the final budget requires legislative action both the Senate and Assembly, the Governor’s May Revise
nevertheless usually is substantially similar to the final budget which is adopted. In this case, Governor
Newsom announced that between revenue declines resulting from lost capital gains in the stock market
(which he blamed on President Trump) as well as spiraling costs for social services, California was now
facing a $12B budget deficit. Rather than the $363B budget unveiled just a few short months ago, the
Governor’s latest budget has shrunk to $322B but is still in a deficit situation that relies on the use of
one time funds, redirection of special funds, and other non-standard expenditure maneuvers as well as
unlikely and questionable revenue scenarios, to balance on paper. In a somewhat unusual statement,
the Governor admitted that California has a spending problem; ironically, his budget does little to reduce
that spending problem. The State budget has grown $100B since Governor Newsom started his term in
2019-20. Without further changes, California, even as the 4th largest economy in the world, has hard
times ahead.
Some of the major changes proposed by Governor Newsom include significantly constricting state funded
health insurance coverage for adults who are not legal immigrants. This coverage was expanded last
year but it quickly became clear even just a few months ago that the expansion was costing the State
billions of dollars in extra funding that it did not possess. Similarly, a rule on assets that was eliminated
last year resulted in significant growth in seniors in Medi-Cal which the Governor now proposes to undo
by bringing the prior rule on assets back which will further restrict coverage.
PAGE 8
The Governor also proposed to reduce insurance coverage for weight loss drugs and reduce home health
care services for those covered by Medi-Cal. Of greatest concern, however, is that even with these
changes the State could still have significant exposure to billions in potential federal funding cuts in
Medicaid.
As has been typical of the Governor, he also proposed to sweep billions of dollars out of a variety of
specialty funds including one for raising reimbursement rates for Medi-Cal, and another one to reduce
greenhouse gases and use those monies to backfill core services. In the latter case, the Governor is again
going to the “cap and trade” well to use those funds to cover firefighting efforts for CalFire. Governor
Newsom is proposing to reduce increases that would otherwise be negotiated for state employees and
close another state prison (despite Prop 36 increasing the need for more prison space with its crackdown
on repeat offenders). The budget also includes a statement that the Governor supports CEQA reform,
however, the legislature has been extraordinarily reluctant to provide any meaningful CEQA reform and
offend both labor and environmental groups who are powerful allies.
Interestingly enough, the State also has a revenue problem. With the January wildfires the State delayed
the tax deadline of Los Angeles County from April to October. When the State did the same thing several
years ago during COVID, it also over-estimated income tax revenue and created an even worse deficit
for itself. Given that 25% of the State population lives in Los Angeles County, and between import duties
and capital gains swings, revenue is going to be very hard to predict, it would appear these delays only
further complicate the revenue picture for the State budget. By the Governor’s estimate, the tariffs are
causing the State to lose $16B in revenues due to reduced imports, and another $10B in lost capital gains
revenue. It therefore seems possible that the LAO projections from earlier this year, which were for multi-
year multi-billion-dollar deficits, are perhaps more likely and more severe than most are hoping for.
Governor Newsom’s FY 2025/26 Budget proposes to provide $60B in rebates to taxpayers for utility use.
The reality is the rebates are through the California Climate Credit which is a surcharge customers pay
on their bill, so in reality they are only getting back what they paid in the first place. This does not
address the high energy rates in California which have been acting as a drag on economic growth. Lastly,
as has been his wont the last 12 months, the Governor used the State Budget to show how he was
PAGE 9
tackling homelessness, while blaming the lack of progress on local leaders not being aggressive enough
on cleaning up encampments. The irony in this statement is significant as California has over 180,000
homeless individuals, the highest in the Country and a new record for the state. Meanwhile encampments
are springing up on state highways and freeways throughout California (including in Rancho Cucamonga
and San Bernardino County. and the Governor adamantly refuses to provide sufficient funds to Caltrans
for cleanups or hold Caltrans accountable to clean up the encampments. Repeated calls to Caltrans
result in no action, whether by residents, the Sheriff Department or the City, and with no legal authority
to go on to the freeway right of way, the City is left with the blame even though the problem is one that
belongs to Caltrans and the State.
In conclusion, as of the time when this budget message was prepared, the City is assuming that an
unbalanced State budget may result in additional reductions of State expenditures, including
reimbursement for legally required expenses, or the loss of additional local revenues not legally protected,
as it has many times before. With the Governor’s focus on running for President in 2024, his already
weak focus on making progress with persistent statewide concerns will be even more diluted. Rancho
Cucamonga is therefore being conservative and prudent in our local budget until some of this uncertainty
resolves itself over time.
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Regional and Local Economic Overview
“The problem in America isn’t so much what people don’t know; the problem is what people think they
know that just ain’t so.” – Will Rogers
Christopher Thornberg is a local economist who runs Beacon Economics. Mr. Thornberg has in recent
years often expounded on the disconnect between what data shows is actually happening in the economy
(objective reality) and what we as residents think is happening in the economy (social narrative). While
the economic reality determines outcomes, our social narratives drive the choices we make. These two
forces are often not in alignment.
Objectively and subjectively, the change in Administration brought about during the Fall 2024 election,
has brought with it an increasing sense of uncertainty. The governance portfolio that the new
Administration has brought with it also comes with big policy shifts, across a wide spectrum, often rolling
out in a non-typical fashion. As a result, not just the perception of uncertainty but also the objective
reality of big policy swings has become an everyday part of our lexicon.
Yet this uncertainty of what might happen exists against a backdrop of economic data that suggests the
economy is cooling, but still strong, albeit with the near-term future indicating some downside economic
risks such as a growing stock market asset bubble and a concerning increase in federal deficits.
Remembering that our choices are affected by what we think is happening; the concern is growing that
weakening consumer sentiment could bring about a series of choices that causes a downturn (objective
reality), rather than the more typical downturn where declining economic data precedes weakening
consumer sentiment.
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Coming into 2025, initial economic data was still strong.
One example is retail spending on restaurants, an important local trend in Rancho Cucamonga. The data
shows spending was solidly increasing nationwide.
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Inflation appears to be slowly declining and interest rates, although nowhere near where they were five
years ago, also appear to be slowly declining.
As noted elsewhere in this Budget Message, labor markets everywhere remain tight. Unemployment is
near all-time lows.
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And with low unemployment has come solid gains in earnings even, and perhaps especially, for those
with lower education levels.
These figures are not just national in scope. California, despite some weakening compared to the nation
as a whole, has also seen low unemployment and a rise in household income.
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After adjusting for taxes taken and benefits received, the poverty rate is the lowest ever.
One of the larger macro-concerns, however, is a persistent concern with labor force nationally. That
concern is nowhere more apparent than in a comparison between California and Texas. Comparing
housing permits between California and Texas is very illustrative. Annually, Texas issues nearly double
the number of permits that California does.
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The result is that California’s population is basically static, as without more housing permits, the economy
can’t accommodate an increased labor force.
Despite the stagnation in labor force and population overall in California, as well as rising house prices,
the Inland Empire, Riverside and San Bernardino County, are one of the few areas growing. These areas
are growing because compared to the rest of California, house prices are still somewhat affordable and
new home construction continues to grow in the Inland Empire. As a result, both the Inland Empire (and
the Central Valley) are driving much of California’s economy.
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The gains in the labor force have been across the spectrum although weaker in the younger age groups.
Much of the Inland Empire job growth is in Health Care, Government and Logistics, although the latter
is slowing more and more due to overconcentration of warehouses and the impact of tariffs.
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So outside of a tight labor market, which a lack of housing contributes to, and higher home prices, what
are some potential other economic threats? Deficits and asset bubbles (stock prices) are the two main
economic threats outside of a tight labor market. During the Pandemic, the lost economic output was
$850B. But the Federal Government deployed $6T in stimulus, or nearly $50,000 per household in the
United States. We have had a federal deficit for several decades now, however, during the pandemic it
was accelerated and now it is a rapidly growing significant concern. On top of that, the soaring stock
market has inflated people’s investment earnings by an additional $200,000 per household. Looking
historically at the price to earnings ratio, the current stock market returns are overblown and due for a
correction. Put both things together, government deficits needing to be reined in (lower spending, higher
taxes, or both) and a stock market asset bubble (paper profits that may not be sustainable), the recipe
is a potentially dangerous one. Perhaps this is why Moody’s recently downgraded the United States credit
rating from its prior AAA rating.
The US Trade Deficit continues to grow. Overseas production is only part of the problem. The real driver
is over-consumption in the US as demand for cheap foreign made goods is strong and growing. Many
people have seen their earnings grow the last several years, both real wages and stock market
investment, and they want to spend that income on goods and experiences. Below you can see the effect
this has had.
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While personal spending is driving the trade deficit, government is also spending more than it takes in
at both the federal and state levels.
By some estimates, it would take an increase of over $15,000 per household per year to close the federal
deficit. And none of the changes being proposed will really make a difference without a big reduction in
entitlement or other large programs. We can’t reduce personnel and shrink our way out of this.
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The United States deficit debt is largely owned by overseas investors, largely in Asian countries hence
the recent threats by a number of countries to retaliate against the United States economically.
As alluded to above, one of the things fueling the trade deficit, which is a result of over-spending by
individuals, is the run up in the stock market, particularly since COVID. Stocks have not been this
overpriced since the decline of the early 2000’s (and 1930 before that).
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A large trade imbalance and resulting government deficit spending driven by an asset bubble and lower
taxes, is not just a federal concern. The January 2025 California State budget projected the use of $7.1M
in reserves in order to balance. By May of 2025 the budget picture had degraded to the point that the
State had a $12B deficit on top of a $6B loan to cover MediCAL expenditures. In the last five years the
State has grown its expenditures by 30%, well exceeding any inflationary measures. This growth is fueled
in large part by its reliance on income taxes which are significantly fueled in California by stock market
appreciation. The State budget is highly leveraged in capital gains tied to the stock market. Ballooning
personal income taxes drove California to enlarge social programs, rather than pay down pension bills.
Unfortunately, every time the market resets, (as it appears to be doing now) the State has, in the past,
faced a major deficit.
The asset bubble led the State into higher and higher levels of spending without planning for what might
happen in the future (the future being now). As this budget message is being finalized the State has at
least a $12B deficit, and a multi-year problem that will take considerable discipline to resolve.
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Meanwhile, California is focused on the wrong issues. Instead of reining in spending, focusing on efforts
to meaningfully partner with local governments to increase housing supply, which could increase the
labor supply and lead to higher levels of economic development, diversifying its revenues away from
personal income tax, the State is hoping the deficit will “go away” with modest reforms and the passage
of time.
Rancho Cucamonga has by comparison a conservative expenditure budget. The last time California had
as significant of a state budget deficit, during the Great Recession almost 16 years ago, it solved much
of its deficit by eliminating Redevelopment and sweeping all those local revenues up to the State level.
Readers should take note of what this history lesson teaches us lest it be repeated. The next most likely
target if the State has ongoing, persistent, and large state budget deficits is to change the allocation of
state and local sales taxes in such a way that those local agencies who achieve goals significant to the
State (reduced homelessness, increasing home building, greater levels of density near transit, reduced
water usage) are rewarded with more sales tax, while those agencies who fail to achieve the same goals
receive less sales tax. Although no such proposal yet exists, it does not take a psychic to see what could
happen if the State budget continues to struggle to meet its obligations.
Local Economy
As noted earlier, the tariffs which were ushered in starting in early April have begun to dramatically
impact the economy nationwide and California as well. Bringing it home to the local economy, logistics
and trade with overseas nations is a huge driver of the warehouse market which the Inland Empire has
invested heavily in. Initially tariffs on Asian countries ranged from 24% to 145% which would have, if
left in place, significantly reduced imports into the United States, most of which flow through California
and more specifically the Inland Empire. Early reports were that shipping containers into the ports were
down 30% in April. May-June is a critical time as that is when most holiday orders are placed. If the
logistics sector is impacted significantly, the job losses will reverberate through the entire supply chain.
In San Bernardino County, nearly 1 in 5 jobs are associated with logistics. As this message is written,
whether there will be substantial logistics job losses remains hard to predict. Some of the tariffs have
begun to ease, however it appears they will remain in the 20-40% range which may still have significant
local economic impacts. While some portion of the tariffs may be absorbed by companies from their profit
margin, most economists expect that anything over 10% will be passed along to the consumer. Recent
reports from Walmart and others would appear to indicate this is indeed the case.
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Absent the tariff uncertainty, the local picture is actually fairly positive. As noted previously, the
population is growing locally in the Inland Empire, while it is beginning to contract for some of our
neighboring coastal counties.
Rancho Cucamonga continues to grow, albeit at a slower pace than lower-priced areas of the County
such as San Bernardino, Fontana, Ontario and Victorville.
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Rancho Cucamonga’s slower growth is in part attributable to slightly less new construction and a price
premium which makes houses less affordable than in other communities. Although the City has
aggressively been approving entitlements for thousands of homes per year, developers are only slowing
building the new units to maintain higher prices. Rancho Cucamonga remains among the most expensive
places to purchase a home in San Bernardino County.
Unemployment regionally is quite low and the chart below shows, that for a large city, Rancho
Cucamonga has a very strong economic picture with the lowest unemployment rate of any large city.
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The following chart shows where those jobs are located in the Inland Empire. Logistics remains the king,
followed closely by government, education and health services and then leisure and hospitality as well
as retail trade. While not as diversified as would be ideal, the overall employment picture is positive.
Here is another view of just San Bernardino County showing the sectors that are growing over time. It
is clear that health care and logistics are the two significantly growing sectors.
PAGE 25
While logistics growth has fueled an economic boom, there are warning signs that diversification would
be prudent. Looking at the data, it is hard to deny the Inland Empire might have gone too heavy into
logistics, overbuilding warehouses and leading to declining rents and an increasing vacancy rate.
PAGE 26
Nevertheless, at least for now, the positive employment picture shows up in the gross production output
of the Inland Empire which continues to rise year over year.
Why is the Inland Empire economy important beyond its obvious impacts to those of us locally? It’s
because as noted previously, the Inland Empire is one of just two areas (Central Valley being the other)
in the State that are driving California’s economy. Compare job creation in the four county area, noting
as you do that Los Angeles County is the largest county by population in California and has the biggest
impact on State revenues.
PAGE 27
And it is not just job creation. Again, as noted before, the Inland Empire is now a significant metropolitan
statistical area with a growing population.
As has been true, one of the main concerns in the Inland Empire is that we remain a commuter area
with a significant number of our residents still commuting to other counties for work.
Much of the commute stems from the fact that many of our degree-holding residents work outside the
county. This shows up another way when you look at bachelor’s degrees.
PAGE 28
While our size is helping us grow, until we improve the percentage of our residents with college degrees,
this will continue to limit our economic growth, wage gains, overall output and comparison to other large
metropolitan statistical areas.
If we can change education, our growth potential will be significantly and positively altered. Here is what
we could look like if our educational attainment was closer to that of the San Francisco Bay area.
PAGE 29
Rancho Cucamonga
The Rancho Cucamonga story is perhaps a bit different from many of our neighbors post-COVID. San
Bernardino County recovered faster from COVID job losses than California but Rancho Cucamonga, while
initially surging, has since slowed down its economic recovery.
Here is another view that is perhaps clearer once you zoom in on the unemployment rate. Rancho
Cucamonga, still well below historic norms, has seen slight but consistent increases in unemployment
since May 2022.
PAGE 30
What sectors make up the Rancho Cucamonga economy? Here is an excellent pie graph that illustrates
the answer to that question.
The following chart shows which sectors of the Rancho Cucamonga economy have been growing over
the last half dozen years. Key sectors include leisure and hospitality, administrative support, government
services and health care.
PAGE 31
This growth is expected to continue in the future, with high-speed rail helping further grow the long-
term potential for hotel, restaurants and retail.
Despite the growth in Rancho Cucamonga’s economy, there remains a persistent gap between
households residing in the City and employment in the City, which stubbornly has not closed much in
several years even though it was narrowing pre-COVID.
PAGE 32
One of the limiting factors in Rancho Cucamonga, that could propel further economic gains, remains the
significant cost of housing. As a community with strong public safety and excellent schools, housing in
Rancho Cucamonga has always been in demand. That demand, coupled with the fact that large numbers
(in excess of 900 a year) of new housing units have not been built in the city since before the Great
Recession, has for some time now resulted in escalating housing prices. As the graph below shows,
however, since early 2022 house purchases have been significantly impacted by rising mortgage rates as
more and more of people’s payment goes to cover ever increasing mortgage rates.
Despite this, the City has seen strong price appreciation driven by excess demand even despite the high
mortgage rates. This is a bit of an unusual phenomenon as high mortgage rates usually dampen housing
prices appreciation. It speaks to the value inherent in the community and the desire that exists among
many who want to live in Rancho Cucamonga.
PAGE 33
The strong demand for housing in Rancho Cucamonga has even impacted apartment rentals, driving
rents to levels well above the County average.
Overall, the picture locally is a solid one. Warehouses throughout the Inland Empire have been overbuilt,
and with the current push for onshoring manufacturing, the City is likely to continue to see increasing
vacancy rates and softening rents countywide. Because, however, Rancho Cucamonga is a well-
diversified economy, those impacts will be modestly muted locally. Manufacturing is a growing focus that
yields solid property tax and good middle-class jobs. Hotel and hospitality is solid, especially in the luxury
level, and will continue to grow. The office market should continue to grow as government, health care
and administrative are all strong sectors with continued growth potential. Focusing in on these areas,
including expanding our office market, will help bring our residents back home, reducing their long
commutes and improving traffic citywide.
As with California as a whole, housing remains a key focus. Increased development and moderating
interest rates should help soften local housing price increases and juice both demand and turnover of
existing homes, which could help grow all sectors of the local economy. Balancing for rent product and
for sale product will help further diversify our housing stock and local labor force. A healthy Rancho
Cucamonga can help lead San Bernardino County into the future as the Inland Empire continues its
growth as a major metropolitan area nationwide.
PAGE 34
Insurance
“You can’t go back and change the beginning, but you can start where you are and change the
ending.”– C. S. Lewis
2025 started off with an unprecedented event for the property insurance market. In January 2025, the
Palisades wildfire began burning the Santa Monica Mountains in Los Angeles County. Taking more than
three weeks to fully contain, it grew to destroy large areas of Pacific Palisades, Topanga and Malibu
burning 23,448 acres, killing 12 people, and destroying 6,837 structures. The Eaton Fire in the Altadena
area of Los Angeles County started at the same time and killed 18 people while destroying more than
9,000 structures before it was eventually contained. What effect will this all have? It is too soon to tell.
But before the wildfires of January 2025, for a number of years now, the insurance market has steadily
eroded, with deductibles increasing, coverage becoming harder to find, loss caps becoming more
common, and overall premiums rapidly rising. This has been the “hardest” insurance market in modern
history. The good news is that increasing rates have finally caught up and insurers are once again
profitable. Although loss events continue to increase, while severity remains high, capacity is increasing
at least initially in 2025.
PAGE 35
Meanwhile, similar to past years, liability claims continue to increase. Claim frequency is increasing due
to aging infrastructure. Severity of claims is increasing due to the ongoing trends of social inflation,
medical cost inflation and the success of the plaintiff bar. Police liability remains a key focus area for
plaintiffs. Locally, the City has seen the impacts of the latter as the claims for the San Bernardino County
Sheriff Department for FY 2024-25, exceeded $36M (filed, not collected).
Unlike prior years, the cyber liability market seems to have stabilized. Ransomware is the #1
cybersecurity threat to all businesses. Most ransomware and data extortion attacks are financially
motivated. State and Federal regulations and cyber related enforcement actions have begun catching
up. Businesses and government actors have massively increased security spending and training. As an
example, the cybersecurity breach of the San
Bernardino County Sheriff Department two years go
(2023) is now finally fading into the rearview mirror
and the Sheriff has implemented new systems, new
protections and enhanced levels of training.
Overall, 2025 looks to be an interesting year. The
private insurance market is off to a challenging
start. The public insurance market meanwhile
appears to be stabilizing which could be a relief for
public agencies after several years of challenging
increases.
PAGE 36
Housing
"Accomplishment will prove to be a journey, not a destination." – Dwight Eisenhower
Housing shortages have long been a part of California living and, for more than 50 years, the State and
local communities have been fighting to solve one housing crisis after another. The most widespread
problem facing Californians is the relative lack of new housing production contributing to further price
escalation for existing homes and exacerbating affordability issues for those in the middle to lower income
sectors of the economy.
Comparing housing permits between California and Texas is very illuminating. Texas issues nearly double
the annual number that California does.
PAGE 37
The result is that California’s population is basically static, as without more housing permits, the economy
can’t accommodate an increased labor force.
Without further increases in permits, home prices continue to rise significantly. Rancho Cucamonga
remains among the most expensive places to purchase a home in San Bernardino County.
Rancho Cucamonga is in one sense an excellent example of the housing challenges, and yet, as in years
past, the strong schools, high levels of public safety (Police and Fire), and lots of amenities for families
continue to make Rancho Cucamonga an attractive place to live despite high housing costs and a relative
lack of product choices.
Interest rates have generally been staying in the 6.5-7% range over the last year. These historically high
rates (still over 4%) coupled with continued appreciation of properties have fueled rising rents and home
values but are continuing to inhibit turnover in existing housing and the purchase of homes, slowing the
market. Individuals with lower interest loans, financed or refinanced between 2020 and 2023 when
interest rates were near an all-time low, are disinclined to give up their low interest loans and without
this upward movement, the normal housing market cycle and inventory is disrupted.
PAGE 38
The lack of housing, in particular new housing supply, exacerbates homelessness within the state,
compounding the challenges of lack of services and resources for those experiencing homelessness or
those near homelessness. With restrictive interest rates, housing prices are further driven upwards even
as overall sales plummet. Lack of housing is also a limiting factor on economic growth. And yet, there
are rays of hope. The Inland Empire is one of two areas in the state still adding housing, albeit at too
low levels, and as a result our labor force and economy are still growing. It is for all of these reasons
that Rancho Cucamonga places a strong emphasis on adding new housing, of all types and sizes.
Part of the demand to live in Rancho Cucamonga is the high level of public safety combined with the
benefits of a well-planned and amenitized community. Strong school districts with statewide reputations
further enhance desirability. The demand to live in Rancho Cucamonga is also in part due to the strong
economy. Unemployment in the city is just 4.3%, lower than San Bernardino County’s 5.0%
unemployment rate. The strong economy and moderate unemployment rate have contributed to salary
growth overall in the city. High-speed rail is expected to drive employment growth in the city. However,
the industrial market is slowing down, driven by changes in federal economic policy and state regulations
regarding land use, and local employment is not expected to grow by more than 6% over the next five
years.
As shown in the chart below, this supply-demand dynamic where increasing demand and decreasing
supply results in higher prices has been playing out for the last several years in Rancho Cucamonga.
Since January 2015, single-family detached homes have increased from an average of $425,000 per unit
to approximately $840,000 in December 2024. During the same period, single-family attached homes
increased from $290,000 to $660,000 per unit.
PAGE 39
The City has continued to work to increase supply with a new General Plan that facilitates mixed use
growth, a streamlined environmental and entitlement review process, and was even recently awarded
the designation “Prohousing City” by the State in April 2024. The City’s efforts to streamline the
entitlement and permitting processes seem to be improving and increasing the delivery of housing locally.
In looking at entitlement activity over the last 17 years, shown in the following table, 2022 and 2023
were the two most productive years.
Entitled (Approved) Residential Units by Year
Year
Single
Family Multi Family Total
2008 115 233 348
2009 73 241 314
2010 79 192 271
2011 353 64 417
2012 100 107 207
2013 429 306 735
2014 128 8 136
2015 129 104 233
2016 54 372 426
2017 64 703 767
2018 3 502 505
2019 83 135 218
2020 6 867 873
2021 43 0 43
2022 0 1,490 1,490
2023 7 932 939
2024 12 893 905
Unfortunately, the City only processes entitlement applications and building permits but has no authority
to compel the construction of new units to increase supply and drive down costs. Developers and builders
continue to report that the commercial financing market is not favorable to new development, requiring
challenging, expensive terms for construction loans. While construction loan interest rates have dropped
a bit recently, if rates remain stable it should lead to more housing starts later in 2025. The City also has
an estimated annual absorption rate of approximately 525 units per year at current average rents. If
substantially more housing is delivered each year, housing costs would start to decline. However, lower
rents also impact the viability of new housing projects, leading to a decline in new housing coming online.
PAGE 40
Steady, predictable rent increases help confirm Rancho Cucamonga as a good market to invest in.
However, our community has repeatedly expressed concerns about the rising costs of housing.
The market seems to intuit this, as well, as we can see that the city has only averaged 315 new housing
starts per year over the last year and rents have continued to steadily increase. This was evident in this
year’s (2024) construction activity in which the City was able to entitle 905 units but only 642 units were
completed. In the rental market, monthly rates increased from $1,727 in 2015 to the current rate of
$2,798, a 62% increase.
Finalized (Completed) Residential Units by Year
Year ADUs
Single
Family
Multi
Family Total
2015 1 194 0 195
2016 4 202 0 206
2017 9 107 0 116
2018 1 16 10 27
2019 1 63 30 94
2020 5 132 304 441
2021 16 121 278 415
2022 31 37 297 365
2023 46 22 580 648
2024 62 25 555 642
For-sale single-family homes in Rancho Cucamonga remain a valuable commodity; one often in short
supply, in part because the city no longer has large tracts of land that are most conducive for such
development. The City has limited ability to change this trend as we can neither force nor prohibit the
private sector from building whichever product (for-sale or for-rent) it desires. In part, this trend is also
driven by Rancho Cucamonga’s desirability as it remains the crown jewel of the Inland Empire and the
premium community locally in terms of safety, schools, and economic vitality, in which to live. Unlike
past years, the City is seeing a bit of increased interest in building single-family for-sale homes as
compared to the last several years. The Richland Tracts, located at East and Wilson, started construction
in the past year, bringing 354 new single-family lots to the market. Several other developers are also
looking at tracts of land throughout the city.
PAGE 41
While entitlement activity has continued to slow, multi-family apartment complexes continue to come on-
line as older entitlements from 10- and 15-years prior are now finally being built.
PAGE 42
Last year, Homecoming at the Resort, Alta Cuvee, and the Core all completed construction. Currently,
Haven and Arrow is the only multifamily project under construction. However, Milliken and Foothill west
did not pull permits and is not expected begin construction for at least two years due to high construction
lending rates and developer concern about softening rents. The Alexan at Victoria Gardens, a 385-unit
luxury apartment development, is expected to start construction this summer. As of this writing, there
are 248 units under construction, 2,506 approved units that are expected to start construction in the
next few years, and another 3,042 units moving through the entitlement process.
Residential Development Activity
Project Units Under
Review
Units Under
Construction
Expected to Start
Construction
The Resort 1,102
Haven and Arrow 248
City Center 311
Harvest at Terra Vista 660
Toll/Lennar Tracts 354
Foothill Landing 367
Haven and Civic Center 300
Alexan at Victoria Gardens 385
Leap Development 158
Milliken and Mayten 1,110
Red Oak and Spruce 176 176
Lions Gate 141
Foothill and Grove 308
Totals 3,042 248 2,506
These projects are critical to local efforts to grow the economy. Business growth requires labor force
growth and labor force growth requires housing growth. As more apartments come on-line, rents will
continue to moderate, helping encourage additional first time tenant growth. With more single family
for-sale product beginning to come to market, this will encourage new home buyers and move up home
buyers, loosening up the housing market locally. If interest rates moderate even 1-2% these trends will
accelerate. Accordingly, the City will continue its efforts in the housing sector.
PAGE 43
Public Safety Overview
“We will never have true civilization until we have learned to recognize the rights of others.”
– Will Rogers
For the City of Rancho Cucamonga, a City Council goal
since incorporation is to ensure public safety remains a top
priority. Although our 50th Anniversary is fast approaching
in 2027, the decades old focus on public safety has not
waned. Rancho Cucamonga has, for over 30 years,
remained among the safest communities in the United
States, California and the Inland Empire. In October 2024,
WalletHub found Rancho Cucamonga to be the #48 safest
city in the United States, #9 in California, and the #1 safest
city in the Inland Empire. Consumer Affairs, which uses
safety as one of their key metrics, ranked Rancho
Cucamonga #9 in their annual list of best cities to move to in California. Rancho Cucamonga, long known
as one of the safest communities in California, continues to work diligently to maintain its safe-city-
reputation and improve further in this area.
As a sign of the importance that Public Safety still retains, the City Council has two of its six core values
directly on point, including:
• Promoting and enhancing a safe and healthy community for all.
• Building and preserving a family-oriented atmosphere.
In addition, the City Council has several continuing goals to:
• Review all the current and proposed police facilities in the city with recommendations for
incrementally improving the City’s physical policing infrastructure.
• Present the City Council concept plans to modernize and expand the public safety facilities at the
Civic Center.
• Review a site plan for a relocated EOC at the Civic Center and recommendations for enlarging the
facilities for Fire Administration/Inspection.
The City Council approach to public safety is one that
recognizes the importance of partnership. Although
originally separate entities, the City of Rancho
Cucamonga and the Rancho Cucamonga Fire Protection
District both came under the guidance of the City
Council over 30 years ago. Since that day, the
relationship has only grown and strengthened with the
City supporting the Fire District and the Fire District
providing world class fire and emergency medical
services including specialized services such as
Hazardous Materials, Technical Rescue and most
recently the Community Outreach and Specialized Support Team. The Fire District now has eight stations
to fully serve every area of the city. Similar to the partnership between the City and Fire District, the City
has a very close partnership with the San Bernardino County Sheriff Department and a relationship that
is unique among contract cities in the County. The City is the second largest command in the Sheriff
PAGE 44
Department and the largest contract in the County, but with tremendous access to all the specialized
resources of the Sheriff Department, the City saves tens of millions of dollars compared to neighboring
agencies. Rancho Cucamonga is amply protected through one main station and two regionally located
substations.
PAGE 45
Infrastructure and the Major Projects Program
“Progress is impossible without change, and those who cannot change their minds cannot change
anything.”– George Bernard Shaw
One hallmark of Rancho Cucamonga since incorporation has been proactive investment in infrastructure.
In good times or bad, the City of Rancho Cucamonga has long recognized the importance of maintaining
infrastructure for a world-class residential and business community. FY 2025/26 is no exception, as
Rancho Cucamonga continues to invest in projects which will ensure and advance the quality of life for
the entire community. In line with the City Council’s Vision, the following projects illustrate how the city
works to create an equitable, sustainable, and vibrant city, rich in opportunity for all to thrive. For more
specific details on these and other projects projected for FY 2025/26, please refer to the Workgroup
sections.
Public Safety
• RCPD/Emergency Operations Center (EOC) Improvement and Expansion Project –
Currently, the Emergency Operations Center (EOC) is located on the top floor of the Rancho
Cucamonga Police Department Headquarters. Accessing the EOC requires going through a
secured area and using stairs or an elevator. This project will relocate the EOC providing enhanced
but secure access, greater flexibility of space, and facilitate future growth for the City, Fire District
and Police Department. Once relocated, a modest tenant improvement of the Police facility will
improve the public lobby, improve and expand locker rooms and briefing rooms, and optimize the
use of the facility for an ever-growing workforce. With an approximated cost of $5M, FY 2025/26
work efforts will be focused on the development of concept plans, directly supporting City’s
Council’s goal to modernize and expand public safety facilities at the Civic Center.
• Fire Station 173 and 175 – ADA accessibility and
workforce diversity improvements to Fire Station 173
and 175 will be completed at an approximated cost of
$2M to better meet the needs of an increasingly
gender diverse workforce. These projects are in
alignment with the ADA Self-Evaluation and
Transition Plan put in place for updating buildings,
infrastructure improvements, programs, services, and
activities to meet current ADA and accessibility
requirements. The Fire District is prioritizing these
improvements due to the last several years of turnover and the impacts of new recruitments in
its workforce makeup.
“Streets and their sidewalks - the main public places of a city - are its most vital organs.” – Jane Jacobs
Community Development
• Red Hill South Beautification Project – This $1.8M project will transform the beloved local
park by introducing new amenities and revitalizing existing features. The need for this park
enhancement project stems from the maintenance challenges and environmental concerns of the
PAGE 46
existing water feature. The various wildlife, debris, and
waste in the water feature, outdated and undersized
maintenance infrastructure, and increasing cost of
reclaimed water has resulted in a water feature that is
no longer environmentally or financially sustainable.
Several key aspects have been identified for
improvements including reducing the depth of the water
feature, adding a filtration and chlorination system and
updating the pumphouse and pump system. Later
phases could include improving walking paths, adding
additional seating areas, and potentially more park
amenities to create a welcoming and inclusive space that fosters community connection.
• Citywide HVAC & Lighting Controls Upgrades – The current lighting controls and HVAC for
most of the City’s facilities are decades old and obsolete. Replacement parts are typically no
longer available, and the systems are difficult or impossible to connect to modern monitoring and
control systems. With State-mandated energy efficiency upgrades facing the City, it is imperative
to upgrade the systems both to ensure our facilities are functioning and maintain the opportunity
to use modern lighting and HVAC technologies. This $9.4M project will take place over the next
five fiscal years due to both its extensive nature and the overall cost. Improvements will replace
the HVAC and lighting controls at facilities, starting with the oldest first, to create a more
standardized citywide system.
• Quakes Stadium Upgrade Projects – Improvements will
continue at Quakes Stadium this year. Approximately $1.6M has
been budgeted to bring the stadium and field up to Major League
Baseball’s latest standards, ensuring LoanMart Field can continue on
as a premier minor league venue. Improvements proposed for FY
2025/26 will include field laser grading, a larger batter’s eye and
potentially installation of two new batter’s tunnels.
• Quakes Stadium Bowl Waterproofing Project – The Quakes
stadium bowl was initially sealed and weatherproofed in 2008;
however, over time, as caulking has aged and the facility has settled,
water intrusion has become an issue, impacting critical areas of the
facility. This $650,000 project is essential to protect the recent
investments made in improving the stadium to align with Major League Baseball (MLB) standards.
By completing the weatherproofing process, the stadium’s infrastructure will be protected,
extending the lifespan of the improvements and ensure a safe and functional environment for
players, staff, and visitors, while also preventing more extensive and expensive repairs in the
future.
• Central Park Courtyard Improvement Project – The exterior courtyard concrete surface at
Central Park has been damaged due to the existing root structure of palm trees in adjacent
planters. The damaged and uneven concrete surface negatively affects water drainage resulting
in flooding of the area and water intrusion into the building causing damage to interior finishes.
The $660,000 project will include removal of the existing trees, demolition of the damaged
concrete surface, and installation of a new stamped and colored concrete courtyard.
PAGE 47
• LMD-2 Park Upgrades RIRE Grant Project – LMD 2 is the only city landscape maintenance
district to meet the qualifications necessary to receive State funds from the RIRE grant program.
This $200,000 will provide for the replacement of the shade structure at Ellena Park, which was
removed in 2021 due to safety concerns.
• Parks Playground and Surfacing Replacements
Program – This $450,000 program will replace the existing
rubberized surfaces and play equipment at Victoria Arbors
and Vintage Parks (LMD-2) supporting City Council’s goal to
promote and enhance a safe community for all. With the
replacement, staff will also endeavor to update the play
equipment at these locations to provide new amenities and
experiences at each location.
• Citywide Concrete Repair Program – Recognizing the importance of safe and accessible
pathways, the concrete repair program will be expanded through a $1.44M investment in
improvements during FY 2025/26. Projects have been identified to rehabilitate the sidewalks on
Cielito between Carnelian and Hellman (19th/Base Line); Feron between Archibald and Hermosa
(Arrow/8th) and Palo Alto between Hellman and Archibald (Base Line/Palo Alto.)
• 6th Street at BNSF Spur Crossing – In order to improve access and resiliency in our street
network in the industrial area of the city, the City will begin the $303,000 design and
environmental study phase of this new railroad spur track crossing project. This $2.17M project,
which was funded in large part through contributions from nearby developments, will complete
6th Street between Milliken Avenue and Etiwanda Avenue. Construction is anticipated to start in
FY 2027/28 and with recent and anticipated future growth in the southeast area, will facilitate
improved traffic circulation and reduce delays from congestion.
• Advanced Traffic Management System (ATMS)
Program – Design of Phase 3 of ATMS will begin in FY
2025/26. The goal of the ATMS program is to construct
fiber optic interconnections between the City’s traffic
signals and the Traffic Management Center, which
allows for more efficient and effective traffic operation
on City streets. The City has completed Phase 1 and
Phase 2 and found that the implementation of
coordinated timing along key city corridors has resulted
in significant reductions in average delays through
improved traffic flow and operations. In FY 2025/26 the
$500,000 allocated for design of ATMS Phase 3 will expand the system to include installation on
Base Line Road, Archibald Avenue and portions of Carnelian Street and Etiwanda Avenue and
coordination with Caltrans to bring all phases live into the system. As more north-south and east-
west corridors are brought on-line, the entire network (rather than isolated segments) will benefit
from the improvements.
• City Center Boulevards Project – In FY 2025/26 the City has allocated $3.4M to begin design
work to transform Foothill Boulevard and Haven Avenue from a suburban arterial and historic
highway to an active city center boulevard. This project, part of the Plan RC, will include complete
street elements with improved pedestrian and bicycle facilities, transit stops, and design options
for an eventual center running, dedicated transit lane on Foothill Boulevard. Multiway frontage
roads are included to accommodate on-street parking, while providing access to key work, retail,
and recreation designations along the corridor. Funding includes $3M from federal grants and
PAGE 48
when complete, the design will help reduce development costs going forward while also helping
the City meets its state mandate for reducing vehicle miles traveled.
• Civic Center Drive Improvement Project – The project will promote a more comfortable
walking and biking environment in the areas around City Hall, the County Courthouse, and
adjacent commercial sites by providing pedestrians and cyclists a safe and accessible path along
Civic Center Drive. $350,000 of the project’s approximated $650,000 cost was funded through a
State Highway Safety Improvement Program (HSIP) Cycle 12 grant. With the increase in
residential units around the Civic Center, pedestrian and bicycle improvements are more
important than ever.
• Etiwanda Creek Bridges Project – This $1.2M project will
bring roadway improvement and widening at the Etiwanda
Creek Street crossings on Arrow Route and Whittram Avenue to
support redevelopment in the southeast industrial area and the
additional needed capacity on these roadways, while protecting
improvements during storm surges.
• Etiwanda East Side Widening Project – To address traffic circulation challenges and increase
capacity, the City has allocated $1.37M to begin construction on this Etiwanda corridor
improvement project which will widen the east side of Etiwanda Avenue south of the tracks and
add curb, gutter, sidewalks, streetlights and pavement rehabilitation. In the future, this widening
will tie into the Etiwanda Grade Separation.
• Local Roadway Safety Plan Improvements Program (LRSP) – The LRSP creates a
framework to identify and analyze potential safety issues and recommend system-wide safety
improvements. Projects scheduled for this FY include upgrading 10 signalized intersections by
installing retro-reflective borders on the signal heads and crosswalk striping upgrades at an
estimated total cost of $500,000. The City was awarded a Highway Safety Improvement Program
(HSIP) Cycle 12 grant to cover expenses in FY 2025/26. The project will begin in FY 2025/26 and
staff have developed plans for additional improvements over the following three years.
• Local Street Paving Program – This $3.035M
project, through overlays and slurry seals, will restore
existing road surfaces to a substantially new condition,
extending pavement life, use and rideability in various
locations across the city. The project involves slurry
sealing, cold planing, localized asphalt removal and
replacement, crack sealing, asphalt overlay, utility
adjustments, pavement striping and curb ramps. The
project will include resurfacing of 72 local street
segments in 8 neighborhoods across the city consisting
of streets in the vicinity of Monte Vista Street and Hermosa Avenue, Foothill Boulevard and
Ramona Avenue, Cielito Street and Beryl Street, Base Line Road and Day Creek Boulevard, Church
Street and Victoria Park Lane, Banyan Street and Day Creek Boulevard.
• Major Arterial Paving Program – The City has $4.145M in pavement rehabilitation budgeted
in FY 2025/26. Work will include cold planing, localized asphalt removal and replacement, crack
sealing, asphalt rubber hot mix overlay, traffic signal video detection installation, utility valves
and manhole adjustments, pavement striping and ADA curb ramps. Improved areas will include
portions of Highland Avenue and portions of Vineyard Avenue.
PAGE 49
• Pecan Avenue Street Improvements Project – This approximated $1.78M project will
enhance vehicular safety by restoring the existing road surface on Pecan Avenue, from Whittram
Avenue to Arrow Route, to a new condition. This is one of the City’s oldest roads and with a
mixture of residential and industrial traffic in the area, is in need of rehabilitation.
“Libraries store the energy that fuels the imagination. They open up windows to the world and inspire
us to explore and achieve and contribute to improving our quality of life.” – Sidney Sheldon
Community Programs
• Paul A. Biane Library Infrastructure Project – Built in 2006, this project will repair and
replace building equipment and materials at the Biane Library. This final phase of the 3-year,
$1.2M project, will include the installation of new entry doors, updated lighting, and ADA-
compliant enhancements to ensure an inclusive and welcoming space for all. A portion of this
fiscal year’s approximated $675,000 costs were funded through an Infrastructure Grant from the
California State Library.
• Westside Library Expansion Project – This $22.6M project replaces the Archibald Library
through a remodel and expansion of the City-
owned Lions Center East and West facilities
which were used as community centers prior
to COVID. Upgrades to the facilities will create
additional community meeting spaces,
collection space for the popular Library of
Things, and outdoor programming space to
support large-scale events. All the
infrastructure will be brought to modern
energy efficient standards to minimize costs
and maximize comfort. The California State
Library is providing $6.5M in Infrastructure Grant funding for the project. Construction is expected
to begin summer of 2025 and will take a bit over one (1) year to complete.
“An ounce of prevention is worth a pound of cure.”– Benjamin Franklin
Administrative Services
• City Data Network Infrastructure Refresh Project – In June 2025, the City’s current
network hardware and systems will be 10 years old and have reached full life expectancy. Phase
1 of this multi-fiscal year network replacement project will cost an approximated $3.65M and
include funds for hardware, software and support needs. The new data network infrastructure
will provide for additional security and flexibility for all computers and servers, software systems,
cameras, phones and all other digital services run over the City’s network.
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Engagement and Special Programs
• Wildfire Early Detection System –
The City will be working with partners
such as the United States Forest Service
(USFS), Southern California Edison
(SCE), and more to install additional early
wildfire detection system cameras in
strategic locations and critical assets
throughout the City’s northern
boundaries and into the foothills, from
City limits in the west to City limits in the
east. This $670,000 project will expand the existing wildfire early detection system and aims to
enhance fire safety, improve emergency response times, and optimize resource management for
effective wildfire response and prevention for the benefit of City residents.
• RCMU Electrical Outage Response Improvement Project – This $300,000 project will
support the purchase and installation of outage notification equipment in connection with mass
communication technology to improve electrical outage information communication with RCMU
customers. Although RCMU rarely experiences significant outages due to the undergrounding of
the system, the current process of customer notification is very outdated and time consuming as
well as inefficient.
• RCMU Line Extension Project-Etiwanda Heights – In this FY 2025/26 enhancement, the
City has allocated $450,000 for RCMU to begin design plans for 15,000 Lineal Feet (LF) of new
12 kv line and fiber optic line heading north from the Arbors Substation on Rochester Avenue and
Stadium Way to connect to a second circuit on Banyan Street, completing a circuit loop feed that
will serve the Etiwanda Heights neighborhood.
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Staffing and Personnel
"The greatest asset of a company is its people." – Jorge Paulo Lemann
For the past several years, the budget messages have shared the struggles with finding qualified
candidates to fill the vacancies created through the “Silver Tsunami” of Baby Boomer Retirements,
compounded by the COVID-19 pandemic disruption in America’s labor force. Agencies across the United
States have been battling burnout, staff shortages, and low morale as fewer candidates apply for an
increasing number of open public sector jobs.
According to the NEOGOV 2024 Public Sector Hiring
Report, for the first time since 2019, the number of
public sector open jobs decreased slightly, and more
people viewed and applied for public sector jobs overall.
While this is encouraging, the future of public sector
hiring is still fragile as the data shows that the public
sector’s ability to attract qualified candidates remains a
critical challenge, exacerbating the cycle of overwork,
burnout, and turnover. Government agencies across
the nation, including Rancho Cucamonga, are facing
increasing job openings due to voluntary turnover and
retirement. This turnover remains a challenge, mainly
driven by compensation concerns. A survey found that
60% of agencies cite pay as the top reason for
employee exits, while only 6% attribute it to benefits
alone. Many employees also leave for better growth
opportunities (professional advancement coupled with
increased pay), and nearly half of the agencies compete
with the private sector for talent. Nationally, the hardest
areas to find qualified candidates are in law enforcement, engineering and planning, and utilities and
trades. While the City does not hire its own law enforcement officers, these struggles otherwise mirror
hiring and retaining struggles in Rancho Cucamonga.
The City of Rancho Cucamonga, although an employer of choice in terms of professional development,
flexibility and positive workplace culture, is also grappling with these trends. The organization’s 12-month
turnover and percentage of vacant positions remain higher than desired at a combined level of 13.7%
as compared to last year’s 12.75% (includes retirements, voluntary and involuntary turnover). Pre-
pandemic the City was typically under 10%. Informal and formal exit interviews both indicate that the
top reasons employees leave the City align with national trends, which include retiring or receiving a
promotional position or higher compensation in another organization, often closer to home. Although the
challenges facing public sector hiring are complex, the City and Fire District continue to expand job
sourcing, improve job positioning, enhance job appeal, and optimize the hiring process for a resilient and
stable workforce.
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"Great vision without great people is irrelevant." – Jim Collins
Personnel Costs and Staffing Levels
In any activity, or service, the City cannot be successful without the human capital whose diligent labor
delivers the multitude of programs and services provided each year. Nevertheless, personnel costs are
nearly always the single biggest expenditure item for any local government, often accounting for 60 to
90% or more of total budget costs (depending on the presence of fire and police and other public safety
costs). With respect to Rancho Cucamonga, personnel costs (excluding police and fire) typically constitute
approximately 24% of the budget, and when combined with police and fire (both personnel intensive
departments), that percentage increases to 72%. This percentage, much lower than many of the full-
service agencies surrounding Rancho Cucamonga who typically reach into the 90% range, reflects the
City’s long-standing commitment to operating at the highest levels of effectiveness and efficiency.
As mentioned above, however, hiring and retaining employees, not just for the City, but for organizations
across the country, has become any employer’s biggest challenges. With the FY 2024/25 mid-year
additions, the City and Fire District have 549 full-time (FT) budgeted positions; the City alone has 401
FT budgeted positions with 44 vacancies (10.97% of authorized positions), and the Fire District has 148
FT budgeted positions with 13 vacancies (8.78% of authorized positions). Despite the challenge of
carrying vacancies, the City’s Leadership remains committed to hiring and retaining employees who are
eager to grow, good stewards, and devoted to continual learning by providing a modern work culture
where flexibility, human-centered policies and support, and a commitment to diversity and transparency
are plainly visible.
With the uncertainty of inflation, tariffs, high interest rates and a downturn in California’s economic
outlook, the FY 2025/26 Budget contains generally minor adjustments to personnel where dedicated
resources (such as special funds) are available, where reorganizations can be done at no net cost or
reduced overall cost, or where strategic changes will help the organization improve efficiencies in service
to the community. Throughout FY 2024/25 and in preparing for FY 2025/26, the City Manager Team and
departments continued to take a cross-functional and wholistic approach to consider the greatest needs
for the entire organization and how to meet those needs in creative and cost-effective ways that would
address situations now and into the future. The chart below summarizes these changes, which are
discussed more fully in the respective Workgroup sections of this letter.
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Summary of Full-Time Personnel Changes
One net addition to full-time personnel occurred during FY 2024/25 as part of the Amended Budget – a
full-time Library Assistant I was created for the Second Story and Beyond (SSAB), replacing some of the
part-time funding for the same program. After extreme turnover and calls in sick from the part-time
staffing pool, the Director proposed the full-time position to replace part of the part-time staffing in order
to provide better, more consistent service to the SSAB patrons. A previously frozen and unfunded Signal
& Lighting Coordinator was refunded, while the Park Ranger position was unfunded as the majority of
the duties were temporarily being performed by another position.
Additionally, the City modified some existing positions during FY 2024/25 for better operational efficiency
and effectiveness:
New / Funded
Previous / Defunded
Economic Development (ED) Management Analyst I* Management Aide
Engagement and Special Programs (ESP) Director Assistant to the City Manager
ESP Management Analyst I* Management Aide
ESP + ED Management Aide* ESP Management Analyst II
Finance Management Analyst II* Senior Accountant
Human Resources Business Partner Human Resources Technician
Organizational Development Director* Human Resources Director
Public Works Business Manager Management Analyst III
*Net zero financial impact
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"The function of leadership is to produce more leaders, not more followers." – Ralph Nader
Continuing the theme of re-organization of resources and optimizing departmental structure to meet
changing needs, a number of new positions are proposed in FY 2025/26 including:
Animal Services Community Affairs Specialist - Social media has become one of the Animal Care and
Adoption Center’s most important tools to market animals and programs. Developing social media content
is currently done in-house as time permits by the Administrative Team and often must take a backseat
to other pressing priorities. The addition of a specialized position to market adoptable animals and related
programming should help increase the number of adoptions and participation in Animal Services’
programs. This position would work in collaboration with the CAN team to ensure CAN team standards
and help with greater City-wide initiatives as needed.
Community Services Lead Park Ranger 1 - The Park Ranger full-time position was previously approved in
FY 2021/22, along with four part-time Park Ranger positions. The full-time position has remained vacant
since 2022 and in April 2024, CSD removed funding for this position for the 2024/25 fiscal year. The
Department recommends this previously utilized position be budgeted and reinstated later in FY 2025/26
to best assure program quality and effectiveness, customer service and responsiveness, and succession
planning.
Economic Development Executive Assistant2 - The Planning and Economic Development departments
have recently transitioned from a combined structure to two distinct departments, each with goals for
growth and innovation. Two new divisions have also been added to Economic Development (parking and
business licenses), expanding the administrative needs of the Department and necessitating an Executive
Assistant to help a range of activities from managing calendars and answering calls to assisting with
meeting preparations, supply management, travel coordination, the establishment of a comprehensive
filing system, and more.
Economic Development Senior Parking Enforcement Officer - With the City's development and the arrival
of the Brightline West High-Speed Rail in 2028, efficient parking management is critical. This position will
support the newly established Parking Authority, ensuring enforcement of parking regulations, improving
compliance, and generating additional revenue for the City. The Officer will enforce parking regulations
across City-owned areas, including paid on-street parking, permit districts, and Metrolink lots.
Responsibilities include issuing citations for violations, monitoring parking availability, and responding to
public inquiries.
Engineering Senior Civil Engineer2 - This is an additional position proposed to help provide for increased
technical expertise to the Project Delivery Team. This role would expand capacity and oversight within
the Engineering Leadership Team by assisting with high-level strategic and multi-jurisdictional projects.
The Senior Civil Engineer would directly supervise the Associate Engineers and assist other Departments
with their large capital projects.
Public Works Maintenance Worker 3 - This request is for one new Maintenance Worker position needed
to support the Fire Facilities team. With the growing scope of maintenance responsibilities, including the
new Station 8, adding this position is necessary to ensure timely response to facility needs, sustain
essential upkeep, and support the operational readiness of Fire District facilities.
1 For three months of the Fiscal Year
2 For nine months of the Fiscal Year
3 Funded by the Fire District
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Fire District Administrative Assistant - In January 2025, the Administrative Assistant assigned to Fire
Headquarters was reclassified to a Community Outreach Specialist, subsequently resulting in the need
for additional administrative support. A replacement Administrative Assistant is needed to support Fire
Headquarter day-to-day activities and help with general office duties.
Further, several modifications or adjustments to existing positions are proposed in the FY 2025/26 budget
to better meet the needs of our growing community. This includes in Animal Service, moving a Veterinary
Assistant to Lead Veterinary Assistant, replacing an Animal Behavior Specialist with an Animal Care
Supervisor. For Building and Safety an Inspector I would be replaced with both an Inspection Supervisor
and part-time Inspector while in Community Improvement a Community Improvement Officer I would
be promoted to Senior Community Improvement Officer. In Community Services a Management Analyst
I would be promoted to a Management Analyst II.
Additional changes in the Department of Innovation and Technology include promoting an IT Technician
to an IT Specialist while also moving a Management Analyst I to a Management Analyst II. Economic
Development would see the Economic Development Manager move up to Deputy Director and the
Community Improvement Manager who left the City would be replaced with a Parking and Business
License Supervisor. In the Department of Engagement and Special Programs, a Management Analyst II
would be promoted to Management Analyst III. Finance would see the replacement of three Account
Clerks and an Accounts Payable Supervisor with three Account Technicians, and the Finance Manager
would be promoted to Deputy Director.
The Planning Department would see a Management Analyst I promoted to a Management Analyst II.
Public Works would see a part-time Maintenance Technician promoted to a full-time Maintenance Worker
to further assist the Fire District. For our last department’s changes, the Fire District would see the Fire
Shop classifications restructured to the Emergency Vehicle Technicians to match similar changes at the
State level. This would cover three Equipment Mechanics moving to Emergency Vehicle Technicians, Fire
Shop Supervisor moving to Fire Fleet Administrator and the Fire Equipment Lead Mechanic moving to
Fire Fleet Supervisor. Finally, the Administrative Assistant who handles EMS would move up to a
Management Analyst to better align duties and skills.
"Train people well enough so they can leave, treat them well enough so they don't want to."
– Richard Branson
PAGE 56
The City’s part-time workforce helps keep City services agile, cost-effective, and connected to the
community, while also laying the groundwork for long-term workforce development. The FY 2025/26
Budget proposes a part-time workforce that, dollar-wise, is back to pre-pandemic levels. This workforce
plays a key contributing role in the opening of Second Story and Beyond, full-season offerings at the
Lewis Family Playhouse, and a robust offering of programs and services at the City’s libraries, community
centers, and the Animal Care and Adoption Center.
California Public Employees Retirement System
A large part of employee compensation is the retirement benefits provided by the California Public
Employees Retirement System (CalPERS), which offers a defined benefit retirement plan. It provides
benefits based on members’ years of service, age, and final compensation. Member benefits are paid
through the combination of CalPERS investment returns, required employer contributions, and member
contributions. The challenging part about this compensation structure is that CalPERS, not the City, has
control of the required employer contributions and investments year-after-year, and the City has limited
tools to minimize or control cost increases.
In 2012 the California legislature passed the California Public Employees' Pension Reform Act (PEPRA),
which took effect in January 2013, and changed the way CalPERS retirement benefits are applied. PEPRA
put in place retirement compensation limits in order to reduce the unfunded public pension liabilities.
Long-term, as more and more employees are hired under the PEPRA rates, the City’s contribution to
CalPERS should level off and may potentially decrease. At this point in time, 60% of the City’s employees
are PEPRA (up from 58% a year ago) and that number will continue to grow each year as Classic
members retire. It is expected that most Classic employees will retire by or before 2040.
CalPERS members (employees) pay a statutory amount depending on which plan they are enrolled in.
Rancho Cucamonga has two miscellaneous plans, one for the City and one for the Fire District. The
Rancho Cucamonga Fire Protection District also has a separate safety plan for the fire safety group. Each
PAGE 57
of these groups is made up of two types of rates: Classic Rates, for those employees enrolled in CalPERS
prior to the enactment of the PEPRA in January 2013, and PEPRA Rates, for those enrolled in CalPERS
on or after January 1, 2013, who have a statutory lower defined contribution rate, because they have a
significantly lower retirement benefit. PEPRA employees also pay half the “total normal cost” as
determined by CalPERS, whereas Classic Members pay a flat member contribution.
The rest of the pension benefit is funded from CalPERS investments and required employer (City)
contributions. The employer rate is set each year by a CalPERS actuarial study, based on the prior year’s
investment rate of return. CalPERS assumes for long-term forecasting purposes that it will reach a 6.8%
rate of return each year.
The overall level of funding of the CalPERS system has been quite volatile over the last 5-6 years. Strong
investment performance during the fiscal year ending June 30, 2021, improved asset values. The
following fiscal year ending June 30, 2022, however, CalPERS saw decreases in asset values due to the
FY 2021/22 poor investment return. The investment performance for the year ending June 30, 2023,
was just under the expected return of 6.8% at 6.1%.
CalPERS releases the Actual Valuation Report for each individual plan a year in arrears, so the City
anticipates receiving the FY 2023/24 report in July of 2025. Given that the stock market had a solid year
for period ending 6/30/24, gaining over 4,000 points that year, it is expected that CalPERS returns should
be close to expected. Funded ratios vary somewhat among the different plans, but in Rancho Cucamonga
the plans average out at a funded rate of 78% as of June 30, 2023. The drop in funded status in the
year ending June 30, 2022, as a result of investment losses, is a prime example of why it is infeasible to
fully fund or pay off the unfunded accrued liability (UAL) as investment gains and losses from year to
year are inevitable and the funding status is constantly evolving. The City continually aims to be in the
high-70 to low-90 percent range to keep the plans resilient in times of investment losses.
Funded Status as of:
06/30/22
06/30/23
City Miscellaneous Plans Blended (Tier 1, 2, and PEPRA) 75% 76.1%
Fire Miscellaneous Plan – Tier 1 69% 67.5%
Fire Miscellaneous Plan – Tier 2 88.7% 87.9%
Fire Miscellaneous Plan – PEPRA 88.5% 86.6%
Fire Safety Plan – Tier 1 74.2% 75.2%
Fire Safety Plan – Tier 2 87.2% 86.6%
Fire Safety Plan – PEPRA 85.8% 86.4%
"The future belongs to those who prepare for it today." – Malcolm X
CalPERS estimates salary growth for its active members to average 2-3% a year and the City strives to
stay within this range when feasible. Similarly, the City and Fire District have reduced or minimized
benefit enhancements that are considered compensation when reporting to PERS. These factors, in
addition to the leveling off from a state-wide multi-year rate increase that focused on the UAL portion of
the rate, are further helping the City’s pension obligations stabilize. This is illustrated in the first chart in
blue for each plan, which shows the CalPERS rate as a percentage of salary. Converting those rates into
dollars, brings the costs from the abstract to the concrete, as shown in the second multicolored chart.
These charts aggregate the Classic and PEPRA rates.
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City Miscellaneous Plan
PAGE 59
Fire Miscellaneous Plan
PAGE 60
Fire Safety Plan
Thankfully, both the City and the Fire District are in reasonably sound conservative financial positions. In
FY 2021/22 the Fire District Board made the commitment to make supplemental payments towards the
District’s UAL for five years and bring the funded ratio of the plan to 80-90% range, even while other
agencies were using COVID monies to hire new personnel or construct new facilities. Prefunding the UAL
to this level both reduces long-term pension costs over time, and levels out the impacts on future Fire
District budgets. FY 2024/25 was the fifth and last year of these payments. Similarly, in May 2023 on the
City Council’s direction, the City used $3.9M in surplus funding to pay down a portion of the City’s UAL.
In typical Rancho Cucamonga fashion, the City Council and Fire District Board look for proactive
opportunities to pay down both agencies’ UAL. Along with prudent negotiations that take into account
increasing employer obligations, the City of Rancho Cucamonga and Rancho Cucamonga Fire District are
acting at the highest fiduciary standards for the public’s funds.
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Workgroup Details
Public Safety Workgroup
“I hope...that all mankind will at length...have reason and sense enough to settle their differences
without cutting throats.” – Benjamin Franklin
The Rancho Cucamonga Police Department continues its commitment to providing the best law
enforcement services possible to keep Rancho Cucamonga among the safest cities in San Bernardino
County, the State of California, and the Nation. Compared to many neighboring agencies, Rancho
Cucamonga has an exceptionally low crime rate. That low crime rate, and high sense of public safety, is
a direct result of the commitment and hard work of the men and women of the Department. Police
Department personnel are supported by an engaged and proactive City Council and Sheriff. In addition
to the policing services provided in the contract with the San Bernardino County Sheriff's Department,
the City funds numerous community-oriented policing programs focused on the safety and well-being of
the entire Rancho Cucamonga community.
For over 40 years, the City of Rancho Cucamonga has contracted its law
enforcement services with the San Bernardino County Sheriff’s
Department. Law Enforcement has evolved over the last 40 years, and
the City consistently reviews and grows its core patrol and investigative
services. FY 2025/26 will see the addition of two (2) additional patrol
deputies to help reduce emergency response times, improve response
to incidents, and keep pace with a growing population. Rancho
Cucamonga also supplements its basic patrol and investigative services
contract with the addition of enhanced community policing programs.
These programs include six School Resource Officers, more than other
neighboring communities; one of the largest traffic enforcement and
investigations divisions in San Bernardino County; a six person Multiple
Enforcement Team (MET) that investigates and solves violent crime in
the city and a Crime Prevention Unit responsible for establishing,
managing, and maintaining programs, events and initiatives related to
preventing and reducing crime. One of the City’s signature accomplishments is a Solution-Oriented
Policing team (SOP) focused on citywide quality-of-life issues, including collaborative efforts with the
Sheriff’s Department’s Homeless Outreach Proactive Enforcement Team (HOPE), Alcohol Beverage
Control (ABC) regulation compliance, and a multiprong partnership with the Sheriff's Human Trafficking
Task Force. The Community Improvement Division works with the Sheriff’s Department to address human
trafficking and illegal massage establishments within the city.
In FY 2024/25, the City formed a COAST Team (Community Outreach and Support Team). A COAST
Team is a multidisciplinary team consisting of a social worker, police officer, and a paramedic with a
trained support dog who work together to triage mental health cases in the field. The team monitors
radio calls and responds to individuals experiencing a mental health crisis. Often the individuals they
work with are homeless and require a coordinated approach to stabilize their situation and connect them
to the appropriate services. Rancho Cucamonga now has the fourth COAST Team in the County of San
Bernardino (Fontana, Ontario, County Sheriff) and its early accomplishments are already making a
substantial difference. The goal is to reduce the impact on front-line police and fire resources associated
with frequent high-volume contacts often linked to those suffering from chronic mental health conditions.
COAST will supplement SOP and patrol by assuming calls with qualifying individuals and freeing up staff
to respond to other critical incidents. Collaboration between the various teams will continue with an
emphasis on connecting individuals to rehabilitation programs and transitional housing, while ensuring a
measure of accountability for those committing crimes.
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FY 2024/25 also saw the first joint public Open House at Fire
Station #178. This joint venture between police, fire, and public
works allowed the Police Department to showcase the
numerous public safety resources dedicated to the community.
Based on the attendance and community support for the event,
the City will hold another joint open house for the Rancho
Cucamonga community in FY 2025/26. In addition to the Open
House, the Police Department’s Crime Prevention Unit will
continue to host additional events educating the public about
Teen Human Trafficking, self-defense, internet safety for kids,
vehicle safety, Citizens Advisory Committee meetings, and National Night Out. These events allow the
community to communicate and engage with members of the Police Department in a proactive and
positive setting outside of a traditional law enforcement call or incident.
Additional enhancements to the Department’s capabilities included the addition of a police K-9. K-9 Boots
joined the department’s cadre of tracking bloodhounds. After her initial training, Boots and her deputy
handler immediately assisted other deputies on calls ranging from missing persons to outstanding
suspects. Boots has excelled in her training and quickly integrated into the Police Department family.
The City continues to invest in robust technological upgrades to support its public safety mission. The
Automated License Plate Reader (ALPR) program continues to produce great results for the City. The
program aims to capture data on wanted vehicles and alerts deputies to locate the vehicles before
additional crimes are committed. In the past year, the Police Department received hundreds of ALPR
notifications for crimes such as possession of stolen property, felony evading, possession of dangerous
weapons, narcotics, and wanted persons. Building on the past success of the Automated License Plate
Reader (ALPR) program, the Department plans to add additional ALPR cameras to intersections. During
FY 2024/25 staff identified five (5) strategic locations and funding in the amount of $241,000 to place
cameras at the following locations:
• Etiwanda Preserve
• Base Line Road and Milliken Avenue
• Haven Avenue and Foothill Boulevard
• Day Creek Boulevard and Church Street
• Milliken Avenue and Vintage Drive
As the Police Department went to begin installation of the locations noted above, the original contract
provider was discontinued due to performance issues. It took a number of months to bring on a new
provider, with enhanced services including better AI monitoring and improved maintenance and
replacement. The costs for the new provider also increased. Now, the agreements have been executed,
and with the new budget, the prior year’s locations will be completed in FY 2025/26. The expanded
network will assist in tracking the movement of wanted vehicles once they have entered the city limits.
Further, the Department is updating and replacing older Public Safety Video Network (PSVN) cameras,
with enhancements including fiber connectivity, and adding FLOCK Safety cameras which will reduce
operational costs, provide additional AI powered software to analyze events in real-time, and include a
more robust maintenance program. FLOCK installation began in FY 2024/25 and will continue during FY
2025/26. By leveraging technology, the City can efficiently deploy personnel to maintain the high
standards Rancho Cucamonga is known for.
The success of the ALPR and PSVN programs has led the Police Department to continue to find better
ways to access real-time information to assist in patrol and investigative functions. The Real-Time
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Information Center (RTIC) project, completed in FY
2024/25, integrates multiple technologies to augment
investigations. The RTIC video wall, coupled with a cloud-
based intelligence software (Geo Shield), displays an
aggregate view of the City's PSVN and security cameras
while connecting multiple law enforcement information
sources. This project provides an improved incident
management system for the simultaneous viewing of
numerous city cameras during large-scale incidents and
for day-to-day analysis of information. Crime Analysts (Rancho Cucamonga has multiple, more than any
other contract agency) utilize the technology to review videos, monitor active situations, identify crime
trends, and connect agencies and investigators from multiple jurisdictions with related incidents.
To meet the public safety needs of one of the major Inland Empire cities, the Police Department operates
from three primary buildings: the main station on Civic Center Drive, and satellite offices at the Victoria
Gardens Mall and the West Side Public Safety Facility (PSF) off San Bernardino Road. The PSF, completed
a few years ago during COVID, improves customer service for residents and business owners particularly
on the west side of the city by allowing faster field deployment and includes a new centralized evidence
repository for the entire Police Department. The Victoria Gardens Station serves as the main location for
the Department’s retail theft investigators with operational focus on the Mall, the Foothill Boulevard
commercial corridor, and supports patrol operations on the east side of the city. Years ago, Rancho
Cucamonga acquired an additional parcel at Victoria Gardens for the future expansion of the VG
Substation. The City previously completed conceptual design for a new VG station to provide proof of
feasibility. In the upcoming year, more detailed planning and preliminary design for the new station will
begin.
The main Police Station at the Civic Center has seen many upgrades and building improvements over the
years, but like the Victoria Gardens location the growth in public safety personnel has reached or
exceeded the original design parameters of the facility. A review of operations in relation to the structure
was completed, and areas of improvement were identified. One area of note was the public lobby. The
lobby needs to be modified to expand public services while maintaining privacy. With a larger and more
diverse workforce, the existing building also needs additional female locker room space. Finally, the
growing police department staff needs a larger briefing and training room where everyone can assemble
at one time. The City has identified expansion space in the current building, but this space requires
vacating the Emergency Operations Center (EOC). Staff continues to work toward completing the
projected design, budget, and timeline associated with the project. The goal is to begin construction in
2026.
“Without continual growth and progress, such words as improvement, achievement, and success have
no meaning.” – Benjamin Franklin
The Fire District’s mission is to serve the community through planning, promoting, and demonstrating a
readiness to respond to and reduce threats to life and property through the efficient and effective delivery
of emergency and non-emergency services and programs. Three pillars establish the foundation for the
Fire District’s traditional and innovative services: Community Risk Reduction, Emergency Response, and
Emergency Management. Leading the Risk Reduction efforts, the Prevention Bureau manages hazards
through fire prevention, inspection, wildland fire threat reduction, public education, and community
outreach. Additionally, through the Emergency Response pillar, firefighters deliver efficient and effective
mitigation protocols for structural and wildland fire suppression, emergency medical services, hazardous
materials response, technical rescue, and tactical response. The Emergency Management program
reduces vulnerability to hazards, increases community disaster resiliency, and provides timely economic
recovery utilizing comprehensive mitigation, preparedness, and response programs.
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The Fire District fosters a high level of readiness through the development and training of a diverse
workforce and the use of high-tech data and analysis to ensure optimal deployment of resources. Rancho
Cucamonga Fire District has a diverse group of personnel, male and female, from all walks of life and
experience (athletes, veterans, 2nd generation first responders, disadvantaged community members,
etc...) that reflect the diversity and opportunity which is and has been a hallmark of the City for decades.
With the creation of a data analyst position during the prior fiscal year, the Fire District has been building
a robust data analysis program that analyzes calls in near real time. Data is now collected in a way that
will continue to allow the Fire District to use objective analysis to determine the right resource response
for the call type, which is fundamental to the efficient future of the Fire District’s deployment model in a
multi-tiered capacity.
In December 2024, the Fire Board approved the permanent staffing of Medic Squad 178 in order to
increase the availability of the Fire District’s all-risk emergency apparatus for higher level critical incidents
that necessitate a Medic Engine or Medic Truck response. The Fire District will continue analyzing data
related to the Medic Squad 178’s deployment to low-acuity calls to determine the potential future need
of additional medic squad units to further enhance the concentration levels of resources to the
community. By utilizing squads, and strategically deploying this resource where and when needed, the
Department saves resources and avoids building additional station locations.
The Fire District will further adjust deployment models by continuing implementation and expansion of
the Community Outreach and Support Team (COAST) program. Approved by the Fire Board in October
2024, COAST is a multi-disciplinary mobile mental health crisis response team consisting of a social
worker from the Department of Behavioral Health, a law enforcement officer, and a fire safety employee
with a service dog trained in crisis response. The purpose of the team is to engage with those
experiencing a mental health crisis to provide alternative services including the ability to follow-up with
individuals for continuum of care, provide a better treatment option for those in crisis, provide community
outreach and education, and prevent further crises through follow-up.
In FY 2025/26, the Fire District will complete facility improvements to
Fire Stations 173, 174, and 175 to better meet the needs of an
increasingly diverse workforce. This will include eliminating outdated
communal style, gender specific restrooms and locker rooms, replacing
these with single-use, non-gender specific restrooms with individual
showers. These improvements will have a direct impact on the health
and safety of Fire District personnel by allowing crews to immediately
shower and rinse off harmful carcinogens and toxins when returning
the fire station following an incident.
The District will continue the design-build process for the Amethyst Fire
Station 171 Rebuild and Expansion Project. Built in 1974, Fire Station
171 is the oldest station in the city and has increasing maintenance and
repair expenses. It lacks the functionality and physical space needed to
accommodate the District's diverse and growing workforce. The station
is also unsecured with no fence or gate to prevent public access. The
project will allow for expansion of services within the Fire District by
increasing the station square footage by 45%. This will allow for
additional staffing at the station and potential implementation of a medic squad unit at one of the busiest
stations in the city. The projects will also involve continued partnerships with other City departments,
including the Library, RCMU, and Public Works.
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To ensure the overall health and wellness of Fire District personnel, the Fire District will continue
implementation of a series of groundbreaking preventative initiatives. This includes continuing the
enhanced medical exams and cancer screening that began during the prior fiscal year and helps ensure
personnel remain healthy and in peak condition throughout their career. The anticipated impacts of the
Fire District’s preventative initiatives include detection of cancer and other health concerns at a
preventative stage; lower risk of on-duty injuries, as well as related time-off and workers compensation
claims; and early treatment resulting in increased effectiveness and lower overall financial impact for
both Fire personnel and the Fire District.
In addition, the Fire District’s Apparatus Committee has led the way on a Clean Cab Initiative for both
existing and future apparatus. The "clean cab concept" in firefighting focuses on designing fire apparatus
cabs to minimize firefighter exposure to contaminants and carcinogens by removing equipment like
SCBAs and tools from the cab and implementing easy-to-clean, non-porous surfaces. The Fire District
has begun retrofitting existing apparatus and has updated apparatus specifications to ensure all future
purchases will be designed with the Clean Cab concept in-mind.
Furthermore, to ensure the operational readiness of the Fire District’s fleet, several key pieces of
equipment will be replaced, including:
• Replacement of one (1) Type 1 fire engine due to age, ongoing maintenance issues, and in
accordance with the Fire District’s Long-Term Emergency Apparatus/Vehicle Purchasing and
Replacement Plan.
• Replacement of one (1) Fire Shop Truck to ensure Fire mechanic’s ability to provide immediate
roadside assistance to Fire apparatus needing quick field repairs in order to get back in service.
• Replacement of one (1) 4-seat UTV to ensure that Fire District and Police personnel can jointly
respond to calls for service to Cucamonga Canyon, Etiwanda Preserve and the entire front country
area.
Lastly, the Fire District will continue to partner with the City on crucial programs and projects, including:
• Crossing Guard Services: The Fire District funds crossing guard services as a safety measure
for residents. School crossing guards can play a key role in promoting safe driver and pedestrian
behaviors at crosswalks near schools. A crossing guard helps children develop the skills to cross
streets safely at all times and builds a lifetime of safety-conscious habits while engaging in active
and healthy lifestyles. This partnership will also reduce the potential need for emergency response
and support the Fire District’s pillar of service for community risk reduction.
• IT Projects: To ensure resiliency and continuation of both Fire District and City services, the Fire
District will continue to partner with the City on multiple technology replacement and
infrastructure upgrade projects, as well as staffing cost sharing. These projects include City Data
Network Refresh, City Data Network ELA and Support, CISCO Smartnet Support, Disaster
Recovery Environment, Virtual Environment (VMware ELA), physical server replacements, and the
Cyber Security Analyst position.
• City Fleet: The Fire District will continue to partner with
Public Works to address future vehicle maintenance needs
and repairs of both the Fire District and City fleet. This
currently includes sharing the cost of a Mechanic position and
coordination of fleet maintenance and repair of heavy
equipment. This partnership will be expanded in FY 2025/26
with the implementation of a new fleet management
software that will allow for coordinated service requests,
work order management, inventory management, reporting
and analytics, and fuel and charge management.
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Community Development Workgroup
“Make no little plans. They have not magic to stir one’s blood…” – Daniel Burnham
The Community Development Workgroup consists
of four departments, Planning, Engineering
Services, Building and Safety, and Public Works,
each of which has a role in delivering on a world
class community. The Planning Department works
with residents, business owners and elected officials
to equitably develop the city on a pedestrian and
auto scale going forward. Planning administers the
City’s General Plan and Development Code which
are the key documents that guide physical
development (what can go where and under what
conditions) in the city. The Building and Safety
Department issues building permits and conducts inspections for new construction, additions, and
remodeling work. Building and Safety promotes the continued development of a safe and prosperous
community by utilizing the building codes to protect health and safety while working in conjunction with
the construction industry. Community Improvement, a part of Building and Safety, ensures business and
residential properties are well maintained and utilized in compliance with the Rancho Cucamonga
Municipal Codes regarding use. The Engineering Services Department designs and administers capital
improvements such as roads, bridges, or traffic signals, for both public and private property, to ensure
efficient, effective, and safe use. Public Works is the final department in Community Development and is
responsible for operating and maintaining public facilities and infrastructure in a manner that is safe,
sustainable, and economical for the benefit of the entire community. Together, these various functions,
which encompass all aspects of public and private development of property, operate under the oversight
and coordination of the Deputy City Manager of Community Development.
The FY 2025/26 budget continues moving the city forward through the creation of exciting projects and
plans as well as also focusing on further developing the city’s economic infrastructure. The 2021 General
Plan clarified the vision for the city’s next chapter: that the city can grow, provide new housing and
economic opportunities and position itself for an ever evolving economy, while maintaining and improving
the many wonderful single-family neighborhoods Rancho Cucamonga is known for, through carefully
focused new growth on key corridors and in key nodes.
“Change is not a threat, it’s an opportunity. Survival is not the goal, transformative success is.”
– Seth Godin
For FY 2025/26, the Planning Department will remain focused on continuing its efforts to further the
goals and vision outlined in the General Plan. The Department’s goals for this budget year call for:
• Adoption and implementation of the Civic Center Master Plan
• Continued updates to the Development Code
• Development review streamlining
• Continued implementation of housing programs
• Maintaining a high level of customer service satisfaction
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These efforts will help the City position itself for the next wave of development and economic growth, as
the City continues to create places where people want to live and work and where they and their families
and businesses can thrive.
Creating opportunities for additional housing development is another component that continues to be of
great importance to the City. Development in FY 2025/26 is anticipated to remain steady, with smaller
infill projects that are less capital intensive moving forward at a faster pace than larger mixed-use projects
or industrial projects. Despite challenges brought on by the market, the City will continue to foster
opportunities for additional housing development, including mixed-use development. Through
implementation of the General Plan, the adopted Housing Element, and the updated Development Code,
the City has laid the regulatory foundation to facilitate substantial private sector development of new
housing at many different levels. By adopting these plans, keeping the Development Code updated, and
reviewing development applications, the City is doing its part to facilitate the timely construction of a
variety of new and attainable housing choices and, perhaps more importantly, providing housing choices
for residents at all stages of their life. While the City does not build housing, its goal is to work with
developers to facilitate the entitlement of approximately 1,316 new housing units each year to stay on
track with its Regional Housing Needs Assessment and Housing Element commitments.
To aide in the entitlement process, the Development Code will continue to be updated in FY 2025/26 to
ensure it remains in alignment with State Law, the General Plan and the needs of the community. With
a clear development code, investors can access reliable information so they can make good business
decisions and trust their investments will be safe. Furthermore, great communication and great customer
service go a long way towards building that trust and in FY 2024/25, the team will continue to place a
large emphasis on maintaining excellent customer service.
As of April 2025, there are over 30 major projects in the
entitlement process, including more than 1,100 residential
units, 91,000 square feet of commercial space and 4.5M
square feet of industrial space. These projects often
require some form of discretionary approval from the City
or Planning Commission. While there is no guarantee that
applicants will see these projects through in a timely
manner, each application requires review time and
collaboration from subject matter experts in Planning,
Engineering, Building and Safety, Fire, and Public Works.
“The only thing worse than being blind is having sight but no vision.” – Helen Keller
The Building and Safety Department plays a critical role in the Community Development workgroup. The
department may have the biggest impact on how the community experiences the entitlement and
permitting process because it serves the greatest range of constituents and project types. For this reason,
the Building and Safety Department is leading the charge on many of the City’s customer service and
customer experience improvements in Community Development.
The Building and Safety Department continues to work collaboratively with the Department of Innovation
and Technology (DoIT) to further enhance the Online Permit Center, the main customer service platform
utilized across Community Development. Throughout the past year, Building and Safety staff made
changes, fixes, and improvements to the Online Permit Center to enhance customer service levels and
proficiency. Several of the changes were implemented through the creation of specialized permits or
workflows to help expedite plan review and permit issuance. These permits and workflows combined
with the expertise of the Community Development Technicians (CD Techs) allow more plan review and
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permit issuance to be conducted “over the counter”
providing a higher level of customer service for the
home improvement market and faster turnaround
time.
In FY 2025/26, the Building and Safety and DoIT
teams will launch G-Whiz, a new AI-assisted module
designed to guide citizens, contractors, and
developers through the permit application process.
This innovative tool will ensure the accuracy and
completeness of applications, while also streamlining
and accelerating the overall process. Additionally, G-
Whiz will feature an updated, user-friendly landing page to enhance the customer experience.
Building and Safety’s technological advancements enable staff to:
• Process all applications online
• Perform all plan reviews online
• Provide real-time access regarding application and review status
• Accept permit applications outside of normal business hours
• Issue all permits online via the Online Permit Center
• Provide accurate workflow history both internally and externally
"The most certain way to succeed is always to try just one more time." – Thomas Edison
The text messaging platform, Quiq, has greatly reduced the volume of incoming calls to the Building and
Safety Department, enabling the department to communicate more clearly and efficiently with customers.
Initially used by the Building and Safety Administrative group and Permit Technician staff, the system
has since expanded to include Community Development technicians and the Plans Examiners group. This
expansion allows customers to text inquiries regarding plan review corrections, plan review status, or
permit application questions.
These enhancements to the Quiq platform have allowed for the delivery of real-time, clear, and concise
text messages, streamlining the transfer of important information. In the past fiscal year alone, the Quiq
platform managed nearly 8,000 texts, significantly decreasing call volume and creating a more efficient,
customer-focused approach to answering inquiries. Moving forward, the Building and Safety Department
plans to explore additional opportunities to further expand the use of the Quiq platform.
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In FY 2024/25, the Building and Safety Department
reached a remarkable milestone, becoming the only
International Accreditation Service (IAS) accredited
Building Department in California and the 28th in the
nation. This esteemed recognition ensures that the
department is consistently upholding the highest
standards of customer service and safety for the
community. Inclusion and equal access are City Council
values that are deeply rooted in the City and are also
valued by the Building and Safety Department. Central to
both is the ability to be present and take part in the
activities that are occurring, and this is where
accessibility, ADA, and the Certified Access Specialists (CASp) play important roles. The Division of the
State Architect for the State of California governs the CASp program which is designed to meet the
public's need for experienced, trained, and tested individuals who can inspect buildings and sites for
compliance with applicable state and federal construction-related accessibility standards. The Building
and Safety Department currently has one (1) CASp on staff and is supporting three (3) additional staff
members as they work to attain their CASp certifications. In FY 2025/26, the department aims to have
two (2) Building and Safety staff members, and one (1) Engineering staff member achieve their CASp
certifications to help ensure that all new construction developments and existing construction remodels
are in conformance with the Federal Access Regulations (ADA), State accessibility laws, codes and
regulations, and Civil Codes. Conformance with these regulations helps ensure all individuals are provided
similar access to buildings, events, goods, and services while also reducing costs for applicants submitting
projects.
"The best way to predict the future is to create it." – Peter Drucker
The past year has brought about significant change for the
Engineering Services Department. With the shift of
Environmental Programs, Rancho Cucamonga Broadband
and the Rancho Cucamonga Municipal Utility (RCMU) to
the Department of Engagement and Special Projects,
Engineering Services is now comprised of three true
engineering disciplines with a focus on capital project
delivery, facilitation of development, and the management
and coordination of transportation infrastructure. A
significant positive for the Department has been the
successful on-boarding of two key Principal Civil Engineer
positions to provide middle-management leadership to a relatively young Engineering Team. With these
key roles filled, it has brought the opportunity to re-evaluate process and procedure, allowing the
Department to continue pursuit of efficient and effective ways of operating while striving for excellent
customer service both internally and externally.
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The Department continues to move impactful projects
forward to set new foundations for a higher quality of
life for the community. Staff across the Department
have been working hard to coordinate with other
agencies such as the San Bernardino County
Transportation Authority and Brightline West to bring
innovative regional transportation projects to Rancho
Cucamonga. Recently the 6th Street Cycle Track and
West Foothill Complete Streets projects, providing for
the first Class IV cycle tracks in the County, and the
Day Creek Trail project, allowing for the extension of
the current trail from Base Line Road south to the RC
Sports Center with a brand-new signalized crossing at Church Street, were all completed, dramatically
improving bicycle access and safety throughout Rancho Cucamonga. Construction of Phase 2 of the
Advanced Traffic Management System (ATMS) project (a City Council goal) is now underway and
anticipated to be completed by the end of FY 2025/26. The project will improve traffic flow along Milliken
Avenue, 19th Street, Arrow Route, Rochester Avenue, and Day Creek Boulevard. Phase 1 of the project
provided reductions in average delays of up to 67% along Haven Avenue and 51% along Foothill
Boulevard, and it is anticipated Phase 2 will provide similar improvements along several other critical
north-south and east-west corridors. In FY 2024/25 the Team was able to secure financial resources
through Highway Safety Improvement Program (HSIP) grants to begin the design and construction of
three projects identified in both the Connect RC and the Local Roadway Safety Plan. These projects are
anticipated to be completed by December 2026 and include installing retroreflective back plates on signal
heads, high visibility crosswalks, 11 new signals heads and a new signal pole at one intersection,
additional Class II bike lanes and signage on Fairmont Way and Highland Avenue Bicycle and bike lanes,
bulb-outs to shorten pedestrian crossing distances, and a Rapid Rectangular Flashing Beacon and refuge
island near the Civic Center all of which will provide for improved roadway infrastructure that is intended
to increase safety on our roads for all users.
While the Department navigates recent change and settles into its new beginning, the Team continues
to work towards long-standing strategic goals while also looking forward to the discovery of and planning
for new ways of operating.
“When you’re finished changing, you’re finished.” – Benjamin Franklin
The Public Works Services Department has also undergone significant changes recently and the Team is
embracing the opportunity to reexamine activities, organizational structure and how to optimize
resources for effectiveness and value. Divisions include Administration, Facilities, Parks, Streets/Fleet and
the most recent addition, Environmental Services. Although managing the budget for a large department
will always remain a challenge, staff is balancing the maintenance of quality services and planning for
future needs within the City’s limited funding streams.
The Administration Division’s responsibilities include the management of the Public Works Services
Department budget, contracting and bidding, project management, strategic planning, emergency
management and other administrative duties. Many positions within this division have new personnel
and the structure of the division is changing with the City’s evolving needs. Activities within this Division
revolve around maximizing available funding, and ensuring the budget structure is accountable and
flexible, while utilizing outside grants and working closely with strategic funding partners.
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The Facilities Division is responsible for managing the current, upcoming, long-term and emergency
maintenance needs of many facilities throughout the City. These facilities serve a variety of purposes
and each facility has unique characteristics including indoors, outdoors, 24/7 for emergency services,
and seasonal use. The Facilities staff work plan centers around a balance in providing ongoing
maintenance and compliance, while also prioritizing investments in proactive activities to reduce long-
term expenses by minimizing emergency repairs. Regular maintenance includes repair and replacement
of HVAC systems, electrical, plumbing and structural integrity. As facilities age, previously postponed
projects due to funding limitations are becoming increasingly urgent and require a growing portion of
resources.
The Facilities Division, in line with municipal energy conservation goals outlined in the Climate Action
Plan (CAP), is upgrading much of the current high intensity discharge (HID) sports lighting throughout
the city to high efficiency light-emitting diode (LED) lighting. The replacements will take place over the
course of several years, dependent on funding. LED lighting offers reduced operations and maintenance
costs by providing a longer lifespan and lower energy consumption.
The Fleet Division is actively working to electrify the City's
fleet in alignment with the Climate Action Plan (CAP) and
state mandates aimed at reducing greenhouse gas
emissions. The City's fleet is comprised of 178 vehicles
and 220 pieces of support equipment, with 12 zero-
emission vehicles (ZEVs) currently in service and an
additional 17 electric vehicles (EVs) arriving in the near
future. By 2028, the City's older off-road equipment must
be replaced with TIER 4 Final engines, further aligning
with California Air Resources Board (CARB) regulations.
The City will continue to procure EVs to replace internal
combustion engine (ICE) vehicles, including those with a Gross Vehicle Weight Rating (GVWR) of 8,500
pounds. Due to sourcing challenges for critical components, the ICE vehicles being replaced are becoming
increasingly difficult to maintain. Although the total cost for vehicle replacements in FY 2025/26 is high,
this investment will move the City closer to its goal of achieving a 100% zero-emission fleet by 2040, as
mandated by CARB. This transition will ensure a reliable and sustainable fleet that continues to deliver
essential services to the community. To support the growing fleet of EVs, charging infrastructure is
expanding at the Public Works Service Center and mechanics will undergo specialized training to service
and maintain EVs.
In FY 2025/26, the Streets Division will continue expanding the concrete repair program to ensure safe
and accessible pathways. The program will include targeted sidewalk repairs across various locations,
with a focus on Cielito Street between Carnelian Street and Hellman Avenue. Additionally, the City will
build upon previous sidewalk repairs completed in the Terra Vista Avenue and Victoria Groves Park
communities. A new initiative for this fiscal year includes an added Pavement Rehabilitation Project to
repair parking lots at City parks and facilities, which will complement ongoing concrete rehabilitation
efforts. These projects will be funded through the General Fund, the Gas Tax, Measure I, and federal
funds, via the Community Development Block Grant (CDBG), if the latter continues to be funded. The
continuation of CDBG funding is uncertain, as changes in federal government policy could impact the
availability of these funds. By prioritizing these critical infrastructure projects, Public Works upholds the
City's commitment to maintaining high-quality, accessible pathways that foster community connectivity
and well-being.
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The Parks Division will begin implementing the Urban Forest Management Plan (UFMP), Rooted in RC,
which will be adopted this fall. The UFMP, which includes a tree inventory, canopy coverage assessment,
and wildfire risk assessment, is being prepared in alignment with the General Plan and CAP and provides
staff with a long-term strategic plan for tree management. The UFMP is a roadmap for the City’s urban
forest for the next 50 years, incorporating urban forest management best practices and greenhouse gas
emission reduction goals to help Rancho Cucamonga mitigate the impacts of climate change, abide by
State mandates, reduce the urban heat island effect, and lessen the risk of wildfires.
Water conservation and landscape renovations will continue, including projects in Landscape
Maintenance Districts (LMDs) 2 and 4R. These projects feature the removal of non-functional turf,
grading, composting, wood chipping, and drought tolerant planting, resulting in reduced water usage
and labor costs to maintain the landscaping. After a pilot study revealed an approximated 30% reduction
in water usage, following the installation of WeatherTRAK Smart Irrigation Controllers in a handful of
LMDs, full implementation efforts citywide will continue. Although the controllers come with increased
initial capital outlay costs, the long-term savings in water utilities outweighs the initial costs and staff
continues to explore grant funding opportunities to support the upgrades. In FY 2025/26, Public Works
will install smart irrigation controllers throughout LMD-6, LMD-10, PD-85, the Stadium, and in a handful
of strategic locations within LMD-1. Embracing sustainability practices reflects the City’s priority to be
fiscally responsible while contributing to the long-term resilience and vitality of the community.
The Red Hill Park South Beautification Project
will reimagine and enhance the community’s
outdoor recreational space located in the
southern portion of Red Hill Park. This project
will transform the beloved local park over time,
funding permitting, by introducing new
amenities and revitalizing existing features. The
need for this park enhancement project is
primarily related to the maintenance challenges
and environmental concerns of the existing
water feature. The various wildlife, debris, and
waste in the water feature, outdated and
undersized maintenance infrastructure, and
increasing cost of reclaimed water has resulted in a water feature that is no longer environmentally or
financially sustainable. After gaining valuable insight from park users on how to improve the park while
keeping well-loved and frequently used features, the City has developed ideas that will result in a
sustainable park that continues to offer amenities cherished by the community. Several key aspects have
been identified for improvements including reducing the depth of the water feature, adding chlorination
and filtering, improving and expanding walking paths, and adding additional seating areas.
The Environmental Programs Division continues to work to reduce the community’s contributions to
greenhouse gas and climate change, which are grounded in the City’s CAP. In FY 2025/26, the Team will
find creative and effective ways to implement important State mandates related to storm water and solid
waste. The Regional Water Quality Control Board is responsible for regulating storm water pollutants and
discharges into area waterways. Although the draft regulations (also known as the proposed MS4 permit)
have been released, it has yet to be finalized and adopted. The Environmental Programs Division will
continue to actively participate in the review of these new regulations, providing local input as
appropriate, and investigate how they might impact operations. In the meantime, Environmental
Programs continues to implement current strategies along with providing residents and businesses with
information on the importance of keeping pollutants such as sediment, oil and grease from entering the
storm drain system.
PAGE 73
On the solid waste front, Senate Bill 1383 requires jurisdictions to take
multiple actions to reduce emissions of short-lived climate pollutants, such
as methane which is emitted from decomposing food scraps and accounts
for approximately 17-18% of total landfill disposal. In FY 2025/26, the
Environmental Programs Division will continue to work with partners and
stakeholders to implement SB 1383 requirements with a focus on capacity
planning and food recovery to produce long-term solutions for a safe and
healthy community for all. Environmental Programs will also provide
education and outreach through workshops, print material, social media,
and newsletters to ensure residents and business owners are promoting a
healthy community by reducing food waste, reducing contamination, and
promoting effective recycling.
Community Programs Workgroup
“Times and conditions change so rapidly that we must keep our aim constantly focused on
the future.” – Walt Disney
The Community Programs Workgroup is comprised of the Animal Services, Community Services, Library
Services and City Clerk Services departments. This work group has three primary focuses, one supports
overall public health and animal welfare, one offers programming for the community and the other
provides civic engagement in the governance process. Animal Services, a new addition to Community
Programs for this budget year, offers animal control, animal care, and animal adoptions services;
Community Services provides recreational, human, and experiential services; Library Services provides
information, knowledge, and education/entertainment type services; and City Clerk Services provides
access to civic records and documents, facilitation of City meetings, and election services. These services
complement each other, and under the leadership of a Deputy City Manager they collaborate with other
City departments as they provide exceptional services for the residents of Rancho Cucamonga.
FY 2025/26 will see a realignment of several services and an enhancement of a few others, as the
departments carry out strategic initiatives in support of their Strategic Services Plans aligning with the
City Council’s Mission, Vision, and Core Values.
The Animal Services Department continues to be a leader in animal welfare and has a complex operation
that cares for thousands of homeless pets annually. Sheltering responsibilities include care and housing
of stray and surrendered animals that reside in Rancho Cucamonga, reuniting lost pets with their owners,
and animal adoptions. Field Services handles the intake of stray and aggressive animals, calls for animal
welfare checks, ill and injured wildlife, barking and nuisance noise complaints, and rabies control. The
Department has a comprehensive veterinary program to serve animals housed at the Animal Center, a
foster and aCATemy program to care for underage animals, and opportunities for the community to
volunteer for programs such as animal care and enrichment, foster care, fundraising, and outreach
events.
Animal welfare in the Inland Empire is in a time of transition. A new Joint Powers Authority (JPA) animal
shelter on the West End of the County is opening and some of the surrounding cities’ contract providers
for animal care and control are changing. These changes will hopefully bring additional programs and
services to the region that will enhance the overall care and placement rates for homeless pets and bring
PAGE 74
up standards in multiple agencies. The more immediate downside of
these changes, however, is the loss of experienced Animal Center
employees in critical roles who took promotional opportunities for a
substantial increase in compensation with this new JPA. The Animal
Center has increased its use of part-time animal care staff to fill the
vacancies created by the departure of these more seasoned team
members. FY 2025/26 will be focused on recruiting to fill vacant full-
time positions and developing the next generation of leaders so the
Center can continue its decades-long excellent standard of care.
The Animal Services Department is also experiencing a significant
challenge with filling a vacant veterinarian position, which plays a
pivotal role in operations. There is a national shortage of shelter
veterinarians, and many shelters in the area are recruiting for the
same position. In the absence of a full-time veterinarian, the Animal Center has become reliant on
community veterinary hospitals and relief veterinarians to provide day-to-day services, emergency care,
and spay and neuter surgeries. The Center is fortunate to have a network of local veterinary partners
that are willing to help, but contract veterinary services have an increased budgetary cost.
Animal Services is also being challenged with the increasing number of animals being brought to the
Center by non-residents claiming to have found the animal in Rancho Cucamonga. Every city in the region
has a contract with a provider for animal services. When an animal is taken to the wrong shelter, its
chance of being reunited with its owners or finding a new home are greatly reduced. The increase of
non-resident intakes has put a large strain on the Department’s financial and personnel resources. To
encourage the public to take found pets to the correct shelter and to offset the cost of care, the Center
implemented a non-resident intake fee. With the new JPA starting up, Rancho Cucamonga anticipates a
decrease in this category in the future.
Lastly, the trend of increased intake of large adolescent dogs and underaged puppies and kittens
continues. The Animal Care Foundation has planned several fundraisers and community events to raise
funds that will be used to provide additional community support for programs like Puff’s Pet Pantry, spay
and neuter vouchers, and the Center’s foster care program.
"Continuous improvement is better than delayed perfection." – Mark Twain
The Community Services Department (CSD) strategically
embraces the inevitability of change and thus, thoughtfully
employs rigorous, empirically informed analyses and forward-
thinking strategic frameworks to navigate internal transitions and
external challenges effectively. Amid economic shifts,
demographic evolutions, and administrative adjustments, CSD
proactively adapts its approach to meet dynamic community
demands, consistently striving to enhance resident quality of life
through responsive and adaptive public services. Specifically, the
department will continue to develop a multi-year Parks, Facilities,
and Recreation Master Plan. The goal of which will be to collect
data, connect with the community, and analyze information, to allow CSD to proactively adapt to the
City’s dynamic community needs.
In FY 2025/26, the Department will embrace tactics of continuous improvement in an ongoing effort to
further departmental strategic objectives. The comprehensive modernization of the Family Resource
Center on Arrow Highway is one such example. One of the City’s oldest facilities, inherited from San
Bernardino County, the modernization serves not only as a structural and equipment upgrade but as an
opportunity to deepen community partnerships and enhance operational efficiencies in a refreshed
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facility. CSD will begin programming the remodeled facility with classes, activities, and private rentals,
which is scheduled to reopen in 2026. The Community Services Department seeks to advance capital
investments intended to strengthen community infrastructure and improve resident quality of life and is
optimistic about the anticipated benefits to residents with this project.
The Community Services Department is also strategically focused
on enhancing the operational resilience and artistic vibrancy of
the Victoria Gardens Cultural Center by proactively deploying
innovative revenue-generation methodologies and targeted
programming initiatives at the Black Box Theater. Continuous
evaluation of audience engagement metrics and financial
sustainability will inform adaptive management practices,
ensuring enduring success. Specifically, the intimate Black Box
Theater will launch a quarterly show and performance series
designed to encourage and collaborate with local artistic groups
to foster greater creativity and arts connections.
Enhancements planned for the Cultural Center’s Outdoor Stage similarly aim to significantly elevate the
City’s regional cultural prominence, integrating advanced infrastructural amenities with carefully curated
artistic programming. The Courtyard Renovation will be complete in the fall, and will include new
hardscape and softscape, permanent shade, comfortable seating and a permanent stage with audio and
visual equipment for year-round performances. Throughout this initiative, the department will remain
responsive to evolving market dynamics and audience engagement considerations while further growing
market share and enhancing Victoria Gardens. Once construction is complete, CSD will activate the
remodeled outdoor space with special event programming, community gatherings, and expanded art
experiences, engaging community members with new activities throughout the year.
Further strategic investments include an advanced low-glare LED sports lighting installation at Garcia
Park, a City Council goal, designed to extend facility usability into evening hours, promoting greater
community involvement and public safety. This installation will expand lighted fields in Rancho
Cucamonga, a frequent request of sports leagues, and improve recreational access for all. In alignment
with the overarching department strategy, awareness of logistical constraints and environmental impacts
will guide thoughtful planning and project implementation.
Additionally, extensive renewal efforts at Mountain View
Park, particularly the replacement of aging playground
equipment, will enhance compliance with modern safety
standards and significantly enrich recreational
opportunities for local families. The City is upgrading the
playground with an exciting new design, adding much
needed shade to the equipment, and continuing the
momentum begun last year with the Beryl Park Adaptive
Playground. Collectively, these strategic infrastructure
investments reflect the Community Services
Department's dedicated commitment to fostering
continuous improvement and adapting constructively to change, thereby enhancing Rancho Cucamonga’s
community amenities and overall quality of life.
In response to anticipated demographic shifts, particularly the expanding senior population, the
Community Services Department strategically advances senior wellness and integration initiatives, each
year, to promote social inclusivity. Guided by proven, analytical insight, these initiatives reflect a
deliberate, thoughtful approach. As the City experiences an increase in older community members who
are more tech-savvy and active, programs and services will be evaluated to maximize impact, including
the purchase of new gym equipment, enhancements to the wellness pass program with options for
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private trainers, new social engagement events, and the redesign of the Jane Penny Link homebound
program to extend resource information to seniors.
Additionally, the Department continues to expand programs such as Adaptive Sports Day, which
inclusively engages individuals of all age groups and varying physical and cognitive abilities,
demonstrating a broader commitment to community accessibility and participation. This program will
have onsite activities reimagined to expand life skills, social engagement, and active play, creating the
opportunity to increase overall participation and community enrichment.
Moreover, the Community Services Department is establishing a specialized role dedicated exclusively to
inclusive recreation to integrate accessibility throughout departmental operations, developing intentional
programs, activities, and actionable plans to enhance programs such as the Special Needs IncredABLES
program, Adaptive Sports Day, and Friday Night Fun Club. Inspired by the need to empower all members
of the community, regardless of their abilities, backgrounds, or circumstances, to fully participate,
contribute, and thrive, this position will be thoughtfully embedded within existing structures, reinforced
by targeted training and dedicated resources. Additionally, ongoing equity-focused professional
development will further enhance staff capabilities, equipping them to effectively meet the diverse and
evolving needs of the Rancho Cucamonga community.
Additionally, the Department actively seeks to expand overall
cultural programming to bolster the city’s cultural identity and
enhance its regional appeal. Initiatives such as the Market
Nights Series and the strategic partnership with GOCAL, the
area Convention and Visitors Bureau, for the Faultline Festival
(a new signature music event at Quakes Stadium) exemplify
deliberate and meaningful steps toward elevating community
cultural experiences. Similarly, CSD will lead the preparations
for the City’s 50th Anniversary celebration in 2027, seeking new
opportunities to connect with community members and build
positive lifelong memories.
The Community Services Department continues to prioritize operational innovation as a cornerstone of
its strategic approach. Planned enhancements to park ranger operations include trainings related to
safety, de-escalation, and park education and analyzing recruitment, retention, and operational plans, to
significantly bolster public safety, effectiveness, and community interaction. Moreover, the
implementation of a comprehensive, multi-year park signage initiative to educate the community on park
and public space ordinances to the betterment of all to enjoy City amenities, is designed to standardize
and streamline visitor navigation, enhancing the overall experience across municipal parks.
The Department is committed to continuously evaluating these operational improvements. This ensures
adjustments are thoughtfully made based on lessons learned, thereby effectively navigating change and
solidifying Rancho Cucamonga’s commitment to operational excellence and community service.
“We should not look back unless it is to derive useful lessons from past errors, and for the purpose of
profiting by dearly bought experience.” – President George Washington
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In FY 2024/25, the Library Services Department
continued to thrive, with a strong focus on staff training
and preparing for a busy year of programs and events.
The Library offered 10 highly popular storytimes,
monthly programs for teens and adults, a vibrant
Summer Reading Program, and engaging Night of
Discovery events for all ages. The Archibald and Paul A.
Biane Libraries welcomed over 308,000 visitors—a 16%
increase from 2023—who borrowed more than 594,000
physical items (up 3.5%) and 100,000 digital items (up
9%). Programs and events also flourished, drawing
over 14,200 attendees throughout the year.
FY 2025/26 will feature enhanced efforts by the newly established Outreach Services division as the staff
works to expand services beyond library walls, strengthening partnerships with local organizations and
deepening community engagement. Outreach efforts will feature the launch of the Student Success Cards
initiative, providing Rancho Cucamonga students with free library cards and access to eBooks,
eAudiobooks, streaming videos, databases, online tutoring, and more. Additionally, the Library will
support early learning and literacy through the 1,000 Books Before Kindergarten program, encouraging
families to read regularly with young children to promote school readiness and a lifelong love of learning.
Much of the foundational work to develop these programs was completed in FY 2024/25 and FY 2025/26
will focus on launching and implementing these exciting initiatives.
The Library Services Department remains committed to advancing capital projects through the ongoing
Building Forward Infrastructure Grants, previously funded by the California State Library, with matching
contributions from the City’s General Fund. The Paul A. Biane Library facility refresh efforts will continue
and include new entry doors, updated lighting, and ADA-compliant enhancements to ensure an inclusive
and welcoming space for all. This internal refresh project complements the concurrent Victoria Gardens
Cultural Center (VGCC) courtyard refurbishment and exterior painting projects. These improvements,
expected to be completed by Fall 2025, will reopen the building’s south entrance, enhancing visibility and
accessibility for visitors from the mall.
Progress on the Westside Library Expansion Project will continue with construction beginning in June
2025. Funded by a $6.5M California State Library Infrastructure Grant and matching City contributions,
the existing Archibald Library will be relocated less than a mile away to the upgraded City-owned Lions
Park facilities which will feature additional study rooms, expanded display space for the Library of Things
collection, spacious indoor and outdoor event areas, and a dedicated Friends of the Library bookstore.
The project is expected to be completed in late 2026, reflecting the City Council’s Core Value of
intentionally embracing and preparing for the future, and the General Plan by allocating resources closer
to the heart of the west side of the city. The new location is located adjacent to the Pacific Electric Trail
which facilitates bicycle access and is part of the existing Lion’s Park which opens new opportunities for
interactive programming.
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The Randall Lewis Second Story and Beyond® (SSAB) has
quickly become a popular library addition, drawing nearly
23,000 visitors and hosting 12 field trips with over 700
students and chaperones in its first six months of operation.
Visitation is expected to grow in the coming year as SSAB
becomes a regional hub for informal learning. Ensuring
accessibility remains a priority, and thanks to generous local
partnerships, reduced-price admission is now available for
EBT, WIC, and SNAP cardholders. In April, the NASA-
themed Space Explorer’s Blast Off exhibit was replaced with
Just Eat It! —a hands-on experience focused on healthy eating and anatomy, offering fresh new activities
for both first-time and returning visitors.
In FY 2025/26, during a period of service and facility transition, the Department remains dedicated to
exceptional customer service, ensuring the community has access to the resources they need to succeed.
Through initiatives like Student Success Cards, 1,000 Books Before Kindergarten, and expanded services
and spaces, the Library continues to foster a welcoming, supportive environment where everyone can
learn, grow, and thrive.
“Change is the only constant in life.” – Benjamin Franklin
The City Clerk Services (CCS) Department plays a vital role in supporting the City Council, staff, and
community by coordinating the legislative process, managing city records, and administering City
elections. The Department’s mission is to deliver consistent, high-quality services through expertise,
innovation, and collaboration.
As stewards of transparency and democracy, CCS serves the public by maintaining and providing access
to official City documents while continuously implementing best practices that enhance service delivery.
The Department is committed to evolving alongside the needs of the City and its residents.
Since 1977, CCS has actively maintained the City’s records and
remains dedicated to preserving public trust by ensuring
secure, accessible, and accurate records management. The
new Records Center at Fire Station 178 has introduced modern
protocols that improve how City documents are stored,
preserved, and retrieved. At the same time, CCS is expanding
online access to records, reinforcing the City’s commitment to
transparency and keeping the community informed.
Looking ahead to FY 2025/26, the City Clerk Services
Department’s priorities include:
• Promoting Open Government and Transparency: Increase public access to information by
assessing and implementing new workflow practices that support open government initiatives
and reinforce public confidence.
• Enhancing Access and Efficiency: Continue digitizing records and integrating systems,
including the use of DocuSign for digital signatures and the City’s existing contract repository, to
streamline operations and improve efficiency. These efforts will make City and Fire District
contract records more accessible and help address and reduce the growing volume of Public
Records Requests.
• Investing in People: Focus on professional development and succession planning. CCS will
provide staff with training in specialized skills, keep them informed of legislative updates, and
support certification efforts to ensure departmental sustainability and high performance.
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FY 2025/26 will also bring personnel changes, including filling a vacant Records Analyst position—an
essential role in online document accessibility—and the planned retirement of the Department’s Director
in December 2025.
Through continued collaboration, innovation, and dedication, the City Clerk Services Department remains
committed to delivering exceptional service and maintaining the integrity of the City's legislative and
recordkeeping functions.
“I can’t change the direction of the wind, but I can adjust my sails to always reach my destination.”
– Jimmy Dean
Administration Services Workgroup
“To improve is to change; to be perfect is to change often.” – Winston Churchill
The Administrative Services Workgroup consists of the Finance, Innovation and Technology (DoIT),
Human Resources, and Organizational Development Departments. While the other Workgroups are
primarily driven to serve external customers – the residents, businesses, and visitors of the city – the
Administrative Services team is mainly, though not solely, focused on delivering services for internal
customer departments and their employees. The core functions related to all things Finance, Technology,
Human Resources and Organizational Development serve as the backbone and underpin all the work of
the rest of Team RC. Because of the opportunities for overlap and co-programming, these departments
work together under the direction of the Deputy City Manager for Administrative Services.
As services change and the City's complexity grows, the Administrative Services team also flexes,
responding to its customer needs and reinventing its processes and programs in response. FY 2025/26
will be the second year for the City’s new enterprise resource planning (ERP) software, Workday.
Workday is the “mainframe” of the City’s core business management software. It has modernized many
of the Administrative Workgroup’s traditional duties. Workday has also enhanced the City’s capabilities
in managing various financial aspects, including human resources, accounting, and financial planning.
Workday's user-friendly interface and advanced features have improved overall efficiency and accuracy,
resulting in better fiscal management and financial decision-making.
The Finance Department continuously pursues increased
efficiency of the City’s financial systems, and as a
business partner to the departments throughout the City,
Finance continually strives to enhance the City’s
experience in serving its employees, vendors, and the
public at large. The implementation of Workday has put
the City and the Finance Department on a path away
from its traditional paper processes and towards
technology in a way that will allow the City to leverage
financial and non-financial data in an effort to integrate
operations and performance measures.
Key Workday benefits to date include:
· Streamlined Operations: By eliminating many manual processes and reducing redundant data
entry, Workday supports more efficient workflows and real-time decision making.
· Centralized Data Access: A single, integrated platform now houses employee and financial data.
Finance continues to pursue seamless integration with its sub-systems for enhanced data
management.
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· Advanced Reporting and Analytics: The Department continues to pursue enhanced tools that
will help transform financial data into actionable insights, supporting more informed planning and
analysis.
· Strengthened Data Security: Workday enhances the City’s security posture, addressing existing
vulnerabilities and ensuring all financial information is protected against unauthorized access.
In addition to continuous improvement with the Workday
ERP system, the Finance Department will be
implementing other technologies to further enhance its
budgeting process, such as OpenGov Budget & Planning,
to allow more seamless collaboration between
departments as well as reporting and transparency for
City Council and public use. Furthermore, the
Department is continuously pursuing enhanced
technologies in banking and cash management in its
partnership with U.S. Bank, to expand staff capacity for
higher impact, more complex and less menial tasks. The
anticipated benefits of these banking process
enhancements include a significant reduction in
processing times and a more efficient reconciliation
process, which will directly contribute to improved cash flow management and reduced operational
expenses.
The Finance Department also continues its work in training and staff development. This year’s budget
has included additional funding for some more complex staff training in Workday business processes to
create financial super-users. The intent of this training is to empower subject matter experts within
Finance to pass on knowledge and training to other members of the department and City staff at-large.
Over the long-term, Finance intends to have a subject matter expert trained in each functional area to
empower staff to serve as a bridge between Workday’s capabilities and department users throughout
the City.
The Finance Department also plays a crucial role in managing several special assessment districts within
the City, which are integral to the City's financial stability. These districts were created to ensure new
development does not impose undue financial burden on existing residents. Any development project
undertaken after 1985 falls under at least one special tax district. Residents and businesses in these
districts are responsible for financing the services required for the development of their immediate
communities, such as landscaping, lighting, parks, and other infrastructure improvements. If not for
these special districts, these services would compete with other City services, potentially over-taxing the
City's General Fund and preventing it from offering the current comprehensive range of services. Despite
a few exceptions where the special district has voter-approved rate escalators, most special district rates
are capped. They cannot be increased without voter approval. Rate recommendations for FY 2025/26,
when permitted, are the result of financial planning and analysis with current economic conditions.
Interested readers should review a further discussion by Public Works on PD-85 and LMD-1 (west,
southwest, northwest side of Rancho Cucamonga) which have not had rate changes in over 35 years
and are beginning to fail precipitously. To address the financial challenges posed by inflation and capped
rates, the Finance Department is continuously exploring alternative funding mechanisms within the scope
of existing legislation.
“You never change things by fighting the existing reality. To change something, build a new model that
makes the existing model obsolete.” – Buckminster Fuller
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Technology has become the most essential tool that we use to serve people in our community. The
Department of Innovation and Technology (DoIT) facilitates the strategic use of technology across all
City departments, driving efficiency, ensuring transparency, and overall enhanced service to the
community. By facilitating the strategic use of technology, DoIT ensures systems remain adaptable to
evolving needs, while also driving efficiency, and enhancing transparency. This balance of innovation and
stability empowers the team to meet both current demands and future challenges.
In FY 2025/26, a focus area for DoIT will be team development
and succession planning, as the Department navigates a change
in leadership with the upcoming retirement of the DoIT Director.
This initiative will involve potentially hiring and onboarding a new
DoIT Director and integrating them into the Department and
Executive Leadership teams. Additionally, succession planning
will include the continued development of the team by
identifying key talent within DoIT, and offering targeted training
and professional development opportunities to ensure
consistency. By equipping team members with the necessary
skills and knowledge, and ensuring critical processes and
responsibilities are clearly outlined, the team will foster continuity and readiness for leadership changes.
With a focus on strengthening leadership skills and a culture of collaboration, DoIT will be prepared to
navigate the change in leadership while continuing to drive innovation and success in the department.
Ensuring continuity of operations and creating clear pathways for advancement will be vital to maintain
high performance and morale during this transition period.
Data governance is becoming increasingly crucial, particularly as the volume of data expands with the
adoption of more robust systems like Workday. As data is relied upon more heavily for decision-making,
operations, and compliance, it is essential to establish strong governance practices that ensure its
accuracy, security, and accessibility across the organization, while containing expansion and effectively
managing growth. By prioritizing data governance, DoIT can tackle challenges such as data quality,
privacy, security, and compliance, ensuring that data is accurate, accessible, and well-protected. Effective
data governance can also help standardize processes, improve data accessibility and transparency, and
ensure regulatory requirements are met, ultimately reducing risk. Data governance also supports the
adoption of Artificial Intelligence (AI) and machine learning by ensuring high-quality, well-governed data
is available for training algorithms and generating insights. Furthermore, effective data governance helps
reduce data duplication, inconsistency, and errors, leading to lower data storage requirements and
associated costs. By establishing a solid foundation for data management, the City can mitigate risks,
foster a data-driven culture, and future-proof the organization as technology continues to evolve.
The Cybersecurity Division continues to proactively address the continuous threat in cybersecurity
incidents affecting local government. Highly trained employees dedicated to cybersecurity take the lead
on efforts to establish safer practices and policies while working with the rest of the team to focus on
security that is vital in protecting the organization’s digital estate. Ongoing efforts to enhance the City’s
cybersecurity posture will continue and include major infrastructure replacements, improving security
within applications and services as well as updated policies, practices, and end-user training. A key focus
area for FY 2025/26 will be disaster recovery planning and will involve creating a robust Disaster Recovery
Plan that includes a backup governance section to ensure data integrity and availability in case of
disruptions. A comprehensive continuity of operations plan (COOP) will be developed to identify the
technology used within each department, ensuring critical business functions can continue seamlessly
without interruption. This will be complemented by thorough network penetration testing to identify and
address potential vulnerabilities. Additionally, detailed playbooks outlining specific response procedures
will be created to guide the team during a disaster. The initiative will culminate in a tabletop exercise to
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simulate real-world scenarios and test the effectiveness of the plans, ensuring that all procedures are
well-understood and ready to be executed when needed.
Major infrastructure projects for DoIT over the next two years will be the Network Infrastructure and
Physical Server Replacement projects. These include upgrade and replacement of hardware, software,
and support. It is critical to manage network infrastructure through a pro-active lifecycle replacement
strategy to ensure the continued reliability, security, and performance of the City’s systems. By
maintaining dual redundancy at the secondary data center at the All Risk Training Center (ARTC) site,
improvements will be made to further enhance our environment. Additionally, DoIT will build upon the
hyperconverged infrastructure model to integrate software-defined networking technology, enabling
greater security, flexibility, and scalability, all while optimizing the existing hardware footprint and
positioning the City for long-term success.
To maintain services and increase security, the replacement of desktop equipment also takes place on a
regular cycle. This cycle will continue to be supported in the FY 2025/26 Budget. The desktop
replacement plan is designed to minimize additional costs by spreading replacements over several years.
This approach lessens disruptions, optimizes equipment longevity, and reduces the impact on staff
resources. At the end of 2025, the Windows 10 desktop operating system will no longer receive software
support. To proactively address this, the migration strategy to Windows 11 involves a combination of
hardware replacements and software upgrades that will be addressed as part of the desktop replacement
project.
As the Real Time Information Center (RTIC) launches, a partnership between the Police Department,
City Manager’s Office and DoIT, the focus will shift to improving the Public Safety Video Network (PSVN)
cameras that supply the video feed for this platform. The End-of-Life Hardware Replacement and Camera
Modernization Initiative for PSVN aims to enhance the existing video surveillance infrastructure by
replacing outdated, out-of-warranty hardware and upgrading camera systems for improved coverage
and efficiency. This project will involve close collaboration with the Police Department to assess the
current state of cameras at each facility, identifying areas
that require immediate upgrades. By replacing older
cameras with advanced models offering wider coverage,
higher resolution, and greater durability, the initiative will
reduce the total number of cameras needed while
maintaining or improving overall surveillance quality. This
modernization will also replace out-of-warranty or failing
hardware, ensuring greater reliability and fewer
maintenance issues. The result will be a more
streamlined, cost-effective network that strengthens
public safety efforts, improves operational efficiency, and
provides better support for law enforcement operations
utilizing the RTIC.
DoIT’s award-winning GIS (geographic information system) team has a long history of continued use
and deployment of critical applications that internal customers depend on for their daily tasks. The work
GIS has done to collect, organize, and maintain accurate locations and details about assets and resources
is key in providing situational awareness and enabling information-driven decision making, while
continually adjusting to change and preparing for future needs. This team has grown from creating
foundational base maps to an automated integrated enterprise data warehouse that spatially manages
the City’s inventory and automates business workflows. GIS continues to integrate more deeply with the
Fire District, Community Development departments and RCMU to proactively capture location and asset
infrastructure. This work supports data science efforts that will help identify, quantify, and predict trends
and patterns, enabling the necessary transitions to navigate change and improve outcomes.
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As changing conditions drive new priorities, DoIT’s technology roadmap is updated annually to include a
five-year plan that outlines the strategic vision taken from global technology trends, patterns in local
government, and the views of our elected leadership. This roadmap is a guideline; flexibility within the
roadmap is essential to be ready for the uncertainty of technological innovation by adopting systems that
are scalable and agile. In view of the upward trend in technology costs, staff has developed a 10-year
spending plan aimed at strategically managing technology infrastructure replacements. This plan was
collaboratively created in coordination with both the Finance Department and the Fire District to facilitate
long-term budget forecasting.
“There is nothing so stable as change.” – Bob Dylan
The Human Resources Department has experienced significant turnover in key mid-level positions. While
somewhat unexpected, the Department will focus on its core operations, organizational structure, and
cross-training staff as the team moves forward. The implementation of Workday has provided improved
operational efficiencies, smarter HR service delivery, and data informed insights which will result in
better-informed decision making.
The Human Resources Department will continue to focus on its core mission, to provide an employee
experience that attracts and retains the best talent by promoting career development, cultivating
employee well-being, and honoring their commitments to public service so both residents and employees
can thrive. The “Employee Experience” is the cumulative sum of all moments throughout the employee
lifecycle that affect employees’ perspectives and perceptions of what it is like to be part of Team RC. It
is all the connections between individuals and their colleagues, leaders, and the organization,
encompassing personal, physical, digital, and organizational elements. The “Employee Experience” will
again be put at the forefront of the department’s priorities.
To continue the positive momentum of the MAP (My Action
Plan), which replaced employee evaluations in 2023, HR will
provide additional resources and training on setting SMART
development goals. The City’s goal is to be the employer of
choice for motivated employees who thrive in a team setting
that supports their professional development and respects
work-life integration.
The recruitment and retention of a diverse, engaged, well-
qualified, and professional workforce will continue to be an
area of focus. The Department will look to collaborate with
other City departments on opportunities for education and
outreach to highlight career paths within the public sector. Employees are excited to share their passion
for public service with the community including young adults and Veterans.
In addition to drivers of retention, which include work-life integration, flexible work schedules, robust
benefits, and effective tools and resources to manage work effectively, the HR Team will enhance parts
of the new employee onboarding program to incorporate current and best practices, and will implement
a standardized offboarding program to gain insights to retain and attract talent and drive improvements
across the employee life cycle.
With the launch of the full-service business partner model, Human Resources will level up its ability to
provide tools and opportunity for the organization to enhance the knowledge, skills, and abilities of
department staff and provide best-in-class service to all City departments and our employees, Team RC.
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“The world as we have created it is a process of our thinking. It cannot be changed without changing
our thinking.” - Albert Einstein
The Organizational Development Department, a relatively recent creation separate from Human
Resources, continues to focus on professional development, employee engagement, strategic training
initiatives to support the City’s people leaders, as well as reinforcing the S.P.I.R.I.T.
values of Team RC, by developing a robust onboarding program and strategic Team RC training
opportunities. As stated above, the “Employee Experience” is the cumulative sum of all moments
throughout the employee lifecycle that affect employees’ perspectives and perceptions of what it is like
to be part of Team RC. The “Employee Experience” will also be at the forefront of the Organizational
Development Department’s priorities.
The Organizational Development Department will also partner with the Human Resources Department to
provide resources and training on the (MAP) Professional Development Program, including, providing and
receiving immediate feedback and simple techniques to assist while having coaching conversations and
check-ins to ensure continued development and success of our most valuable resource, our employees.
The Organizational Development Department will also become the City’s “Hub” for City internships and
fellowships, by partnering with City departments on needs and opportunities and deepening the City’s
relationships with key professional organizations, colleges, universities and trade schools and programs
with the goal of creating pathways to public service.
The Risk Management Division, part of the Organizational
Development Department, is committed to protecting the City’s
resources by proactively managing risk, ensuring workplace safety,
and promoting employee health and wellness. The Risk Management
Division plays a vital role in identifying potential liabilities, minimizing
exposure, and supporting the overall operational integrity of City
services.
Building on these efforts, the Risk Management Team will launch a
City-wide Safety Committee in FY 2025/26. This committee will
include representatives from each department, ensuring best safety
practices are consistently shared and implemented across all of
Team RC. Having completed a major milestone with the full
implementation of Vector Solutions’ online safety training platform,
enhancing access to essential safety training, the team is now
organizing the City’s Safety Data Sheets and updating the Annual
Business Emergency and Contingency Plan to prepare for a first-ever upcoming annual audit. Additionally,
Risk Management has successfully recovered $371,000 in property damage costs due to traffic collisions
between July 2024 and April 2025. These recoveries have covered damage to public assets such as street
signs, traffic signals, and trees.
On the wellness front, the division will continue to strengthen its highly regarded employee wellness
programs. These include initiatives such as flu shots, the Annual Employee Health, Benefits and Rideshare
Fair, Peloton bikes at City Hall, and Lunch and Learns covering topics like stress management, healthy
living, and financial wellness.
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City Manager’s Office
The City Manager's Office (CMO) has always played a pivotal role in implementing the City Council’s
policy objectives and managing a diverse range of multi-departmental programs and initiatives that
enhance the community’s quality of life. During FY 2024/25 the City Manager’s Office transformed from
a department to a workgroup, encompassing the new Engagement and Special Programs Department,
which houses many of the programs in the former City Manager’s Office department as well as the
Rancho Cucamonga Municipal Utility and RC Broadband (previously in the Engineering Department). The
City Manager’s Office workgroup also now includes the Economic Development Department, which was
formerly housed with the Planning Department, and encompasses oversight of Business Licenses and
the Parking District. The growth of the programs and services provided through Economic Development
since re-instituting the division into the organization in 2023 necessitated a dedicated Director and staff;
with the broad touchpoints to so many of the City’s departments and outside organizations, the logical
move was to make the move to the City Manager’s Office Workgroup where there is substantial
opportunity to work together with Engagement and Special Programs to create a thriving local economy.
"The measure of intelligence is the ability to change.” – Albert Einstein
The Economic Development Department is a driving force behind the economic vitality of Rancho
Cucamonga. Working with other City departments and community partners the Economic Development
Department is responsible for enabling programs, initiatives, and partnerships that support and attract
businesses, welcome entrepreneurship, encourage job and workforce expansion, and facilitate
investment throughout the city.
Much of the Department’s Business Attraction efforts
center on developing and maintaining relationships with
real estate professionals, site selectors, property owners,
investors, and business owners. This is accomplished
through business visits, attendance at conferences, trade
shows, and professional associations. The Department
works with partners (San Bernardino County Economic
Development and Workforce Development Departments,
Commercial Brokers, etc.) to proactively target companies
locally, statewide, and nationwide and utilizes the latest
advanced software platforms and tools (Placer.ai, Retail
Lease Trac, etc.) to identify companies that would be a good fit and provide benefits to the city’s
businesses and residents.
To bolster economic growth and support existing Rancho Cucamonga businesses, the Department’s
Business Retention and Expansion efforts center on one-on-one visits with businesses, facilitating
industry-specific workshops and working groups, and maintaining strong relationships and partnerships
with educational institutions, business and community leaders, and key community partners. In line with
the City Council’s goal to develop a plan and implementation strategy for workforce development
pathways into public service, the Economic Development team works closely with local and regional
workforce development and educational partners to foster a dynamic and skilled workforce. These efforts
enhance educational opportunities, entrepreneur development programs, and align training programs
with the evolving needs of the business community. Some of the partners include Chaffey College, San
Bernardino County Economic Development Department, San Bernardino County Workforce Development
Department, Inland Empire Small Business Development Center (IESBDC), and Rancho Cucamonga
Chamber of Commerce.
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Economic Development works closely with other
City departments to facilitate key initiatives and
projects throughout the city, including mixed-use
developments, entertainment hubs, and project
focus areas (HART District and Cucamonga Station,
Epicenter, and Civic Center, etc.). Additionally,
Economic Development staff is assisting with the
Central Park Historic Vineyard Preservation,
Cucamonga Station efforts and preparations for the
City’s 50th Anniversary Celebration. The
Department is also the lead in working with GOCAL
for the inaugural Faultline Fest in the fall of 2025.
The FY 2025/26 budget year presents significant opportunities to advance the city through the creation
and implementation of exciting plans and projects. The ongoing expansion of the Economic Development
function, which now includes both Business License and the Parking District, will optimize efficiency,
increase revenue, and enhance the customer service experience. On August 12, 2024, the City Council
adopted a Parking Authority that will focus on transitioning to a centralized management system within
the Economic Development Department. Initial efforts will include assessing current parking operations
and developing a phased strategy to consolidate responsibilities such as permit sales and enforcement
coordination. Acquiring additional staff and resources allocated in this budget will be a priority in FY
2025/26. As the City seeks continuity while navigating changes, the Economic Development team will
continue working on the next phase of Economic Development Strategy action items including:
• Growing the City’s target industry sectors
• Marketing vacant properties and spaces
• Building relationships with real estate brokers and site selection companies
• Connecting businesses with commercial space opportunities
• Supporting the construction and redevelopment of commercial properties
• Promoting and growing the HART District
• Hosting and sponsoring community and special events
• Exploring opportunities for retail business recruitment
• Cultivating a cluster of breweries, wineries, and tasting rooms in the city
• Attracting destination-driven restaurants to the city
• Enhancing workforce development activities and fostering local innovation
• Supporting small businesses
• Improving data collection to track business activity in the city
“The ultimate resource in economic development is people. It is people, not capital or raw materials
that develop an economy.” – Peter Drucker
The Engagement and Special Programs (ESP) department brings together the Community Affairs Network
(CAN), Healthy RC, Legislative Affairs, Rancho Cucamonga Municipal Broadband (RC Broadband), and
the Rancho Cucamonga Municipal Utility (RCMU). These efforts encompass capital improvement projects,
grant management, community engagement, communications and marketing, the nationally recognized
Healthy RC initiative, the Public Art Placemaking Program, and Legislative Advocacy. Serving as a hub
for collaboration, ESP engages with residents, government agencies, and City departments to foster
partnerships, and drive impactful initiatives that strengthen the Rancho Cucamonga community.
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Through CAN, ESP supports various departments in their communications and outreach efforts for major
City projects. In the upcoming fiscal year, CAN and its outreach partners are preparing for the
groundbreaking of Cucamonga Station and the arrival of high-speed rail. Meanwhile, with the recent
purchase of conservation land adjacent to Cucamonga Canyon, CAN, in coordination with the Fire District,
will launch a public awareness campaign for the Cucamonga Trailhead project and land conservation
efforts. Outreach and engagement will also continue for major capital improvement projects such as the
Heritage Park Bridges and the Westside Library Expansion Project. In the spirit of embracing change
ahead of the City’s 50th anniversary, CAN will support events, engagement activities, and the redesign
of the City’s flag.
Last fiscal year, ESP analyzed the Quality-of-Life
(QoL) Survey, and in FY 2025/26, this analysis will
directly inform Healthy RC programming and
strategic decisions. One significant shift includes the
Youth Leaders program, now refocused on mental
health, substance use prevention, housing and
homelessness, and workforce readiness. Additionally,
the QoL survey results have prompted a transition
from CASA, a bilingual healthy cooking class at Los
Amigos Elementary, to CHAMPS (Confidence, Heart,
Action, Mindset, Purpose, Strength). This initiative
will address critical gaps in emotional well-being,
academic support, and healthy lifestyle development
among low- to moderate-income youth through a partnership with Never Stop Grinding, a local nonprofit.
While promoting healthy eating remains a priority, the City recognizes that these needs can be effectively
addressed other ways, including through partnerships with healthcare organizations, food banks, and
faith-based organizations.
Rancho Cucamonga is also addressing the opioid crisis with funding from nationwide opioid litigation
settlements. These annual disbursements, continuing for the next 18 years, will support outreach,
education, and engagement for at-risk communities. In FY 2025/26, ESP will collaborate with
stakeholders to assess local needs and implement life-saving strategies that address the root causes of
substance use disorder, including school-based awareness campaigns, community workshops, training
sessions, and expanded Narcan distribution at City facilities and partner locations. Additionally, ESP is
developing a comprehensive homelessness strategy in collaboration with social service providers and
community partners. This effort aligns with the formation of the COAST Team and complements the
ongoing work of the Solutions Oriented Policing and HOPE Teams to provide holistic support and solutions
for those experiencing homelessness. Part of that strategy involves participation in a regional shelter
serving west end communities located in Fontana; the City has earmarked funds and is actively engaged
in negotiation with the County over dedicated beds for the City’s use.
The Rancho Cucamonga Municipal Utility (RCMU) provides low cost and reliable electricity to select areas
in the city. For many years, the utility had a small customer base of approximately 500 commercial
accounts. As the City has developed over the past decade, this customer base has not only expanded
numerically but also in diversity. RCMU now serves a residential and business customer base of more
than 3,800 customers and growing. Significant new development and redevelopment is continuing to
occur in the RCMU service area, and the utility is working to build new infrastructure to serve that growth.
As existing infrastructure begins to age, RCMU is looking at proactive ways to extend the equipment’s
life expectancy and prepare for future capital equipment replacement. As another one of the City Council’s
goals and as part of the utility’s advanced planning efforts, the department will begin the process of
identifying and planning for additional electrical substations to meet anticipated future power
needs. Lastly, outage notification technology and equipment will also be explored to improve and enhance
communication efforts of outage information to our internal and external customers.
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The City has also taken strides over the past few years to provide additional utility services for its
residents by building a fiber optic network that provides residents and businesses an alternative option
for high-speed internet. The next chapter for Rancho Municipal Broadband includes the continued
construction of new fiber optic lines in 2026 to serve new developments and expand the customer base,
while updating the Fiber Optic Master Plan. This will allow the City to make any needed changes to best
position the service for a successful future.
"Not every change is an improvement, but every improvement is necessarily a change."
– Eliezer Ydkowsky
In alignment with the City’s focus on housing accessibility, ESP, in partnership with both the Planning
and Economic Development departments, is advancing efforts to create affordable, for-sale housing. Now
in the predevelopment phase, this initiative is supported by Permanent Local Housing Allocation (PLHA)
funding and a newly awarded $1.15M ProHousing Incentive Program grant from the California
Department of Housing and Community Development (HCD). These investments are intended to address
the “missing middle” in the housing continuum, fostering sustainable homeownership and economic
opportunity.
ESP also remains dedicated to strengthening regional partnerships and legislative advocacy efforts.
Through Cal Cities Inland Empire Division meetings, quarterly legislative breakfasts, and advocacy trips
to Sacramento and Washington, D.C., Rancho Cucamonga maintains a strong presence in policy
discussions. With City Council members holding leadership roles as Cal Cities’ President and President of
the IE Division, the City continues to play a pivotal role in regional and statewide collaboration, with ESP
committed to supporting these efforts.
At the state level, Rancho Cucamonga is actively
sponsoring SB 800, a suicide prevention bill aimed at
reducing suicides on state roadways and bridges through
targeted prevention and education strategies. The City
has worked closely with legislators, advocacy groups,
and community partners to advance this critical initiative
and will continue to champion this priority in FY 2025/26
to ensure the safety and well-being of our community.
At the federal level, the City remains proactive through
the shifting priorities of the new Administration. Federal
funding programs like congressionally directed spending
and community project funding remain critical tools to support local initiatives. Collaborating with a multi-
departmental team, ESP has partnered with lobbyists, delegates, and regional stakeholders to submit
competitive applications for funding.
Rancho Cucamonga is embracing change, innovation, and progress, ensuring a dynamic and thriving
future for all residents.
“Change your opinions, keep to your principles; change your leaves, keep intact your roots.”
– Victor Hugo
PAGE 89
Operating Budget
"Your future is created by what you do today, not tomorrow." – Robert Kiyosaki
The Operating Budget includes all the regular and recurring non-capital related revenue and expenses
from year-to-year. It is, if you will, the anticipated checkbook of what the City expects to receive and
expend for the entire year. In the City of Rancho Cucamonga, there are three major operating budgets,
the City, the Library, and the Fire District. The City’s operating budget is comprised of the General Fund,
which is the largest unrestricted fund and includes the major recurring unrestricted revenue sources and
the expenses regularly charged to those revenues. The Library’s operations have been accounted for
separately from the City’s General Fund ever since the City took over library services from the County
Library System. As a result, the Library has its own General Fund budget separate from the City. The
Fire District also has its own operating funds, in this case because it as a legally separate but subsidiary
agency, governed by the City Council serving as the Fire District Board, with a separate share of the
property tax as well as two dedicated Community Facility Districts.
Together the three operating budgets are divided into major workgroups as indicated below:
As is typical for most cities, public safety makes up the largest cost components within the combined
operating budgets. Through a workgroup reorganization in FY 2024/25, Public Safety now only includes
Police and Fire services (whereas in past years it consisted of police services, fire protection services,
community improvement and animal care and services). Even with the downsizing of the workgroup,
public safety still accounts for 63% of the agency’s total expenditures. The focus on spending in police
and fire, reflects a strong community preference to prioritize funding public safety at the highest levels
feasible given revenue limitations. Somewhat uniquely, the Rancho Cucamonga Fire Protection District is
a separate subsidiary district (that existed several decades prior to the City's incorporation) with a
separate (predominately property tax based) general operating fund that legally cannot be used for
expenses outside of the Fire District’s purview (fire services, emergency medical services, fire prevention
and emergency preparedness).
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Overall, the combined operating budgets increased by $6,242,760 or 3% from last year, to $194,204,030.
While 3% and $6.2M seems like substantial growth on paper, this is considered a mostly flat budget as
the main components are cost adjustments, inflation, and baseline expenses along with some modest
enhancements. Essentially, in the proposed operating budget, there is no major expansion to the
programs and services offered to the community. To truly grow in a substantial way, budget revenue
needs to outpace inflation and fixed cost increases to allow for major enhancements.
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City
The City’s General Fund expenditures for FY 2025/26 are proposed to be $122,052,240, a $6,684,000 or
5.8% increase over the prior year. Like last year, much of this growth is within the Police Department
budget. While the base contract with the San Bernardino County Sheriff’s Department remained
essentially flat, as of the time of preparation of this budget, the County is still in contract negotiations
with the Sheriff’s Employees’ Benefit Association. Therefore, in an effort to be prudent, the budget
includes additional appropriated funding for a possible contract increase. In line with long-standing City
Council policy, the budget also funds further public safety enhancements, including two additional patrol
deputies. Finally, funding was set aside in anticipation of fulfilling the City Council’s goal of modernizing
and expanding the public safety facilities at the Civic Center to accommodate the ever-growing Police
Department.
Overall, to present this relatively flat budget with costs all around increasing, all City Departments once
again took a deep dive into expenditures, reducing programs or services where no longer prudent,
pausing where reevaluation best serves the community, and starting anew where efficiencies could be
found. Further details are included in the Workgroup sections of this message.
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City General Fund Revenues
The General Fund revenue for FY 2025/26 is expected to total $119M. This is an increase of 2.85% over
FY 2024/25. The major revenues, as in prior years are Sales Tax, Vehicle License Fees (VLF) and Property
Tax in lieu of VLF, Property Taxes, Franchise Fees, Transient Occupancy Tax (TOT), Development Fees,
and Business Licenses. The revenues provide the resources necessary to sustain the day-to-day activities
of the City and pay for administrative and operating expenses. The seven major revenue sources make
up 92% of total revenues, as illustrated below:
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Sales Tax
Sales Tax remains the City's primary revenue source at $42.15M, a $1.98M or 4.7% increase over the
prior year. While the state-wide economic outlook for sales growth is characterized by uncertainty due
to ambiguity in national public policy and the uncertainty that comes with tariff impositions that fluctuate
daily, the forecast in Rancho Cucamonga is a bit different. The increase in projected sales tax is largely
based on retail spending at restaurants which continues to increase as several new and high-end dining
establishments have recently opened or are slated to open in FY 2025/26. Similarly, the popularity of
Victoria Gardens remains strong as it continues to bring newer, high-end retailers to the city.
Approximately 20% of the City's sales tax comes from Victoria Gardens, the City’s large and very popular
outdoor lifestyle mall. Many in the region incorrectly assume that Rancho Cucamonga must be among
the highest sales tax-generating cities in San Bernardino County because of Victoria Gardens. In actuality,
Rancho Cucamonga is a relatively modest sales tax city for its size, receiving less revenue than either of
our large neighbors to the south or east who have higher sales tax rates and auto malls, shopping
centers, and large e-commerce and logistic warehouses. Looking statewide, Rancho Cucamonga is a
respectable but average sales tax performer; it ranked 254th in sales tax per capita out of 539 cities and
counties for the calendar year 2024 (same as the prior calendar year). While sales tax is robust, sales
tax alone is insufficient to even cover the expenses of the Police Department at $56.8M.
The major industry groups in Rancho Cucamonga are general consumer goods, restaurants and hotels,
state and county pools, and business and industry. Again, in FY 2025/26 all these areas are forecast to
have some mild growth despite broader economic challenges and uncertainties. Consumers continue to
spend more on dining out than on food at home. Aggressive menu price increases to offset higher
operating costs have moderated restaurant traffic, but customers continue to seek experiences and value,
and Rancho Cucamonga continues to draw people in the region for dining experiences. Hotel stays across
the State have plateaued, as international travel has cooled, with business travel continuing to carry the
industry.
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Starting in calendar years 2019 and 2020, the gap in consumer spending patterns between brick-and-
mortar and online sales narrowed considerably, reflecting both changing shopping dynamics and the
impact of the pandemic. While that trend somewhat reversed during calendar years 2021 and 2022, the
long-term projection is that online sales will eventually equal and even surpass brick-and-mortar, and
the chart below makes it clear that day is not far off. Although the City receives one cent for every dollar
of taxable sales at a brick-and-mortar retailer, out-of-state online sales tax goes into a county pool, which
is distributed based on each city's proportionate share of overall "point of sale" receipts, not to where
the goods are delivered. Our neighbors with far larger sales tax numbers dwarf the City and its share of
the County pool. Thanks to antiquated state law, most consumers in Rancho Cucamonga do not realize
when they buy products online, the sales tax largely goes to Ontario, Eastvale, Rialto and San Bernardino
where Amazon has a major warehouse presence. This lost sales tax each year totals several million
dollars. Without an update to the State sales tax code, further changes and growth in e-commerce will
continue to significantly hurt cities like Rancho Cucamonga who rely on brick and mortar while the
revenue goes to less than 2-dozen major warehouse cities statewide. The convoluted nature of online
sales tax in California disadvantages smaller and medium-sized agencies, rural communities, and
communities of residents that rely on sales tax from brick-and-mortar outlets.
General consumer goods comprise approximately a third of total City sales tax revenues. State-wide, and
indeed nation-wide, direct allocations associated with retail storefronts (brick and mortar) continues to
drop, while online retail activity continues to grow at a rate that will eventually equal and perhaps surpass
that of traditional brick and mortar retail. The level of growth will, to a degree, be dependent on whether
current Federal policy decisions spur inflation, which will pose a headwind for households and retailers
alike.
Of the 7.75% of sales tax collected in Rancho Cucamonga, only a relatively small portion of that —
roughly 1 percentage point’s worth of the rate — is retained directly for the City’s use. The remainder is
distributed according to State law between the County, the County Transit Authority, the State, and other
designated purposes. It is worth noting that the City of Rancho Cucamonga, unlike most nearby cities,
does not assess an additional add-on sales and use tax. Many neighboring cities have passed measures
PAGE 95
to add between 1.00% to 1.25% to the total sales tax rate collected in their cities as they grapple with
increasing costs and a desire for improved services including enhanced public safety.
VLF and Property Tax In-Lieu of VLF
Vehicle License Fees (VLF) and Property Tax In-Lieu of VLF is another significant revenue source for
Rancho Cucamonga, estimated to be at $27.9M for FY 2025/26, which is $1,317,350 or 5% more than
in FY 2024/25. In a community like Rancho Cucamonga, where property tax valuation typically increases
year-to-year, VLF and Property Tax in-Lieu of VLF are likely to remain a modestly growing revenue source
as shown below:
PAGE 96
Property Tax
Property tax has always been a relatively modest revenue source for Rancho Cucamonga, owing to our
post-Proposition 13 incorporation. While we are colloquially known as a low property tax city, that is
somewhat of a misnomer. Property Tax rates are the same as anywhere else; the difference is that most
of the revenue collected from Rancho Cucamonga property owners goes to the State, School Districts,
and County. It would be more correct to say we are a “low property tax receipt city.” A modest $0.05
goes to the City of Rancho Cucamonga, as shown in the property tax dollar breakdown graphic below:
For FY 2025/26, property tax revenue is estimated at $11.78M, which is about $74,000 less than FY
2024/25 which itself was about $140,000 less than FY 2023/24. Even though home prices continue to
climb, the high interest rates are taking their toll. Interest rates in 2025 are 3-4% higher than they were
several years ago. As a result, sales volume has declined and with it the Property Transfer Tax has
declined, from a high of $1.3M in FY 2023/24 to a forecasted $302,000 in FY 2025/26. Thus, even though
assessed valuation continues to increase, and the median home prices with it, overall property tax
revenues have stagnated for the City. It is important to note the stagnation is related to the Property
PAGE 97
Transfer Tax decline, which does not impact Library or Fire District property tax revenues. When
properties do not change ownership, the assessed values are not updated to the current market, resulting
in a 2% cap on increases to the property’s tax and loss of the property transfer tax. The lack of sales
volume will continue to dampen future property tax revenue until interest rates decline and sales
increases again, or unless new home production increases substantially.
*includes Property Transfer Tax
PAGE 98
The City of Rancho Cucamonga’s assessed valuation (AV) for FY 2025/26 budget (tax year 2024-25) was
$36.9B, nearly $2B more than the prior year. For calendar years 2020-2023, the major growth component
in AV was the prior year’s transfer of ownership. That ended abruptly in 2024 as sales growth returned
to levels not seen since 2015. The result is that most increases in property tax revenues are due to
Proposition 13 and thus capped to 2% by law. This is, unfortunately, fairly far below what inflation has
been for the last 4 years.
Although sales have dropped off in Rancho Cucamonga, of note is that sales in San Bernardino County
are among the highest statewide. Clearly sales are showing the negative drag of high interest rates in
Rancho Cucamonga, even if San Bernardino County’s relatively affordable values are still drawing people.
PAGE 99
The largest owners of high value property in the City are Victoria Gardens, multiple industrial projects,
several large apartment complexes, and some key manufacturing facilities. The latter is important
because of how stable manufacturing facilities are, generating both jobs and revenue.
Although the numbers seem large, and are indeed large, it is worth digging into some of the details as
they help explain why property tax, although significant in Rancho Cucamonga, is also insufficient to
even pay for the Sheriff contract by itself. As a post Prop 13 city, Rancho Cucamonga receives only $.05
cents of every property tax dollar. Thus, overall, the City receives just $11M in property tax funds directly.
Further, as the State of California over the years used property tax to balance its budget, you can see
there is a total of $5M in revenue the City would have received, had the State not diverted it for its own
purposes. The final component is approximately $27M in Property Tax in lieu (of Vehicle License Fees)
which came into being a number of years ago when the State diverted vehicle license fee revenue for its
own budget purposes and backfilled with property tax.
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The median sales price for a single-family home in Rancho Cucamonga is $837,000, a significant sum of
money. That price has doubled in just 11 years.
Whether sales increased or decreased, prices have continued to rise, defying interest rates and normal
patterns. This growth is a testament to the strong desire people have to live in a safe community, with
excellent amenities and great schools.
PAGE 101
Residential is the dominant component of AV in Rancho Cucamonga, and it always has been. Today,
residential uses account for nearly 69% of the total City AV.
PAGE 102
It is interesting to review the chart of housing stock age as it shows the time periods of large residential
growth in Rancho Cucamonga. 1990-2000 and 2020 to present have been times of solid but not
spectacular homebuilding. Interestingly, both decades were time periods of high interest. 2000-2010 and
2010-2020 were periods of very strong growth in housing stock and those same times coincided with
lower interest rates.
Rancho Cucamonga is one of the most valuable (in terms of AV) areas in the County, surpassed only by
the City of Ontario. Closely behind Rancho Cucamonga is the City of Fontana. Together those three cities
exceed all the other areas of the County combined. Nonetheless, there is a key difference. While it has
a high AV, Rancho Cucamonga is the only one of those agencies incorporated AFTER Prop 13, and thus
most property tax in Rancho Cucamonga does NOT go to the City (as noted above).
PAGE 103
Franchise Fees
Franchise Fees are paid by utility providers in the City of Rancho Cucamonga, including Southern
California Edison, Southern California Gas, and Burrtec, for the opportunity to operate exclusively in the
city using the City rights of way. These fees may be regulated in some cases by the California Public
Utility Commission and can be volatile from year to year, given changes in utilities, conservation, rate
changes and rules/rates designed to increase efficiency. Franchise fees are estimated at $10.56M for FY
2025/26, a 7.42% increase over the prior fiscal year, as shown below. This change was primarily driven
by increases in gross revenues for all franchises, except for cable. This increase was due to a variety of
changes, such as commodity price increases and rate increases. The exception for cable is the result of
a continuing trend of movement away from the previously commonplace utility for other services, such
as streaming. Recently Cox cable and Charter have proposed to merge, in an effort to decrease cost of
service and stem the trend of lost sales.
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Transient Occupancy Tax
Transient Occupancy Tax (TOT), also known as “hotel bed tax”, is a tax placed per night on the use of
hotel rooms and short-term rentals (STRs), such as Airbnb, where the occupant stays 30 days or fewer.
Out-of-town guests pay the TOT on their daily stay, and the revenue generated funds general-purpose
services such as homelessness prevention, crime reduction, roadway repair, enhanced parks and open
spaces, improved senior services, and school partnerships focused on youth programs.
TOT is a percentage of the hotel room rate and after a successful ballot measure in November 2024, is
currently 12% in Rancho Cucamonga. Once a modest revenue source (#5 overall) for the City, with the
growth in the number of hotels and rooms and increasing room rates, this has the potential to become
one of the top three revenue sources for the City, if Rancho Cucamonga can continue to add more, and
higher end, hotels. TOT revenues for FY 2025/26 are anticipated to be $7M, a significant jump from the
adopted amount for FY 2024/25. Revenues for FY 2025/26 are forecast based on the increased TOT rate
from 10% to 12%, increased room rates and occupancy at existing hotels, and the inclusion of a new
boutique hotel, Tapestry, which opened in late FY 2024/25.
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Business Licenses and Development Fees
Business Licenses and Development Fees are the final two revenue sources that make up the City’s top
seven General Fund revenues. Business license revenue is a nominal tax on the privilege of engaging in
business in the city. This revenue is estimated to increase $108,250 or 3% over the prior year due to the
continued growth in business in the city.
Development Fees are estimated to increase to approximately $5.9M next fiscal year, a 5.4% increase
from the prior year due to an anticipated uptick in mixed-use projects, large industrial development,
residential development in the Northeast portion of the city, and overall development around the HART
District. Development Fees can vary year to year based on expected development and the timing of
development; however, the strength of this revenue source highlights the important impact that the
City’s revised General Plan has on ensuring that Rancho Cucamonga remains a desirable place to live,
work and do business in.
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General Fund Reserves
Prudent and conservative budgeting, guided by City Council policy, has allowed the City to regularly
contribute to its general fund and capital reserves. For FY 2025/26, the contribution to reserves is
budgeted at $1,850,000. This fiscal strategy is the key to ensuring the City saves funding to replace
capital equipment, repair buildings, and maintain infrastructure. Reserve contributions help ensure that
the City has funds for capital and capital equipment replacement and repair. Of note the last time Rancho
Cucamonga utilized reserves to balance its Operating Budget was in FY 2010/11 during the Great
Recession. This was a big part of the reason the City’s credit was upgraded a number of years ago and
why Rancho Cucamonga is consistently rated among the best financially managed organizations state-
wide.
“The ones who are crazy enough to think they can change the world are the ones who do.”
– Steve Jobs
Library Fund
Overall, the Library’s operating budget for FY 2025/26 is $6,198,659, an increase of $157,459 or 2.61%
from the prior fiscal year. As noted previously, the increase is due to modest increases in the Library
Department's staffing and professional services over the prior year. As a note, during FY 2022/23, the
Second Story and Beyond® was included in the Library Fund’s budget but was separated into a standalone
proprietary fund to better account for the operations, which accounts for the drop from FY 2022/23 to
FY 2023/24.
The principal funding source for the Library’s operating budget is property tax, which accounts for
virtually the entire revenue budget. Property tax revenues for the Library are anticipated to grow about
$240,270 or 4% for FY 2025/26. The Library Fund does not have a special or separate revenue source,
except for a statutory passthrough related to the prior Redevelopment Agency and shares from the City's
property tax dollar.
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In addition to the Library operating fund, the City has also established an enterprise fund for operations
of the Second Story and Beyond® (SSAB) facility at the Paul A. Biane Library. For FY 2025/26, the
enterprise budget for SSAB is $1,055,392, representing a 9.3% increase over the prior year’s budget.
In past fiscal years, the Library Fund has also been the beneficiary of significant fundraising efforts
conducted by the Library Foundation. That entity has now formally dissolved. The Library Fund is still
expecting to receive $135,000 in contributions from the Friends of the Library, which remains an active
fundraiser for both libraries and the SSAB. Additionally, the City Council is working on establishing an
active endowment for the Second Story and Beyond®. The fund is expected to have $378,000 in funds
at the end of FY 2024/25 and anticipates receiving an additional $100,000 in FY 2025/26, with a goal of
$2M to cover future “themes” for SSAB.
“Nothing happens unless something is moved.” – Albert Einstein
Fire District
The Fire District's main funding source for its operations is property tax revenue. As was noted previously,
the Fire District receives a larger share of each property tax dollar (about 12.5 cents of every dollar),
combined with statutory pass-throughs from the former Redevelopment Agency. The Fire District Capital
Fund (non-operating) also receives a share of residual receipts from the County's Redevelopment
Property Tax Trust Fund (RPTTF). Additionally, the Fire District's operating budget includes two
Community Facilities Districts (CFDs), which collect special assessments to fund designated station
operations within the city. All totaled, these property tax revenues represent about 85% of the Fire
District's operating revenues.
For FY 2025/26, the CFD revenues incorporate a proposed 7% increase to continue to help offset
increasing costs driven by high inflation. As an example, fire engine replacement costs have escalated
over 30% in the last 4 years. Despite the consecutive increases over the last three fiscal years, it is
important to note that both CFDs No. 85-1 and 88-1 kept rates flat for many years. As such, these rate
increases are only being made to counteract rising operational costs including salaries/benefits and
CalPERS costs, which in most cases are rising several percent faster than property tax growth for the
Fire District General Fund. As a result, the rate increases for the CFD were necessary outcomes to
prudently and fiscally manage the Fire District.
$-
$500,000
$1,000,000
$1,500,000
2023/24 Actuals 2024/25 Adopted Budget 2025/26 Proposed Budget
Changes in Operating Budget -Second Story and Beyond
PAGE 108
The following is a summary of the revenues generated by each CFD for FY 2024/25 Adopted and FY
2025/26 Proposed Budgets:
Fiscal Year CFD 85-1 CFD 88-1 Rate
Current (FY 2024/25) $7,538,852 $520,824 $165
Proposed (FY 2025/26) $8,108,333 $557,291 $176.55
Increase $569,481 $36,467 $11.55
In total, the Fire District's operating budget for FY 2025/26 is $65,048,020, which represents a $504,000
or 0.5% increase over the prior year.
The Fire District completed construction of Fire Station 178 which opened in June 2024. The District will
complete facility improvements to Fire Stations 173, 174, and 175 to better meet the needs of an
increasingly gender diverse workforce. The design-build process for the Amethyst Fire Station 171
Rebuild and Expansion Project will continue, which will result in an enhanced facility better positioned to
support expanded services within the District. Additionally, a new agreement with CONFIRE for ground
ambulance transport services was entered into last fiscal year. Both projects have required additional
personnel and equipment expenses. The latter is anticipated to provide increased revenue once fully
implemented. As the agreement was nearing go-live implementation in 2024, AMR filed a lawsuit in State
and Federal Court seeking to invalidate the award by the County Board of Supervisors. While this message
is being prepared, CONFIRE has prevailed in Federal Court with a decision in its favor and is awaiting the
State Court decision.
In December 2024, the Fire Board approved the permanent staffing of Medic Squad 178 to increase the
availability of the Fire District’s all-risk emergency apparatus for higher level critical incidents. Additionally,
the Fire District Board approved the Community Outreach and Support Team (COAST) program. This
multi-disciplinary mobile mental health crisis response team provides alternate services to individuals
experiencing a mental health crisis. The Fire District's operating budget also continues ongoing funding
to partner with the City on key initiatives including crossing guard services as well as multiple technology
replacement and infrastructure upgrade projects that benefit both entities. Additional details regarding
these budgeted items can be found in the Workgroup Detail section of this message.
“If you always do what you’ve always done, you’ll always get what you’ve always got.”
– Henry Ford
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Special Districts
There are 34 special assessment districts in the city, and these districts play a key role in the City's
budget. Specifically, the districts were created to ensure that new property owners in new developments
pay for the infrastructure, landscaping, and other improvements in their immediate neighborhoods.
Otherwise without the special assessment, the financial burden of maintaining those specific
improvements would be the responsibility of the City's General Fund.
Most of the special assessment districts in the City were formed prior to Proposition 218 (Prop 218) in
1996 and as a result have no inflationary index to adjust the special assessment or tax rates to counteract
rising costs due to inflation (contracts, personnel, utilities). Prior to Prop 218, the City Council was able
to approve each year's budget and rates, including any necessary increases, to provide recurring services
and planned capital maintenance or improvements. When Prop 218 took effect, the City Council lost the
ability to approve an increase in rates which now requires voter approval. During the high growth years
of 1990-2003, the continual addition of new residents in each district kept revenues growing at a steady
pace, just slightly ahead of inflation. As the districts slowly built out, the improvements also began
maturing, and maintenance costs increased while new rate payers decreased and eventually stopped.
Balancing budgets has become ever more challenging, and over time, faced with the prospect of reduced
services and maintenance, voters in most of the districts have been given a choice to adjust services
downward to live within existing revenues or approve new assessment rates to maintain the
improvements at their historically high levels of care and appearance. Generally, residents east of Haven
have approved rate increases while residents west of Haven have overwhelmingly rejected increases.
The result today is that there is a significant disparity in maintenance between eastside and westside
parks and landscaping, which is the result of the City Council following the budget mandate laid out by
the different sets of voters.
Consistent with the long-standing City Council policy of fiscal equity, the General Fund provides certain
minimum levels of funding to the districts. The City Council, acting as the governing body, regularly
adjusts those services and maintenance levels where and when needed based on the capacity of the
funding streams to cover expenses as dictated by the will of the voters in that area of the city. An example
is the west side of town where the improvements are most mature, and maintenance is relatively higher
as a result. With a lack of voter support in the past for a revenue measure, (Measure A in 2016 was
defeated with an 80% NO vote) and given the increasing demand on the General Fund to fund other
services, such as public safety, the list of deferred and unfunded maintenance items on the west side
continues to grow. A partial list of deferred and unfunded maintenance projects includes:
• Shade shelter repairs at Old Town, and Golden Oak Parks
• Restroom wood repair at Hermosa Park
• Concrete repairs at various parks
• Playground replacements at Bear Gulch, Church, Hermosa, Golden Oak, Old Town, and West
Beryl Parks
• Central irrigation system replacements at all LMD-1 parks
• Field light fixture and pole replacements at Beryl West and Red Hill Parks
• Amphitheater repair and refurbishment at Red Hill Park
• Pathway Lighting at Hermosa Park
• Sport Field Renovations at LMD-1, LMD-7, and PD-85 Parks
• Park LED lighting upgrades
PAGE 110
A new approach will eventually be needed to ensure fiscal stability for the west side parks and landscape
districts. In the meantime, the Public Works team will continue to work diligently to preserve and maintain
these parks and green spaces to the highest level possible given current funding levels. City staff also
continues to seek ways for new development that benefits from these parks to legally contribute to the
appropriate west-side districts. For example, new contributions to the west-side districts from the new
homeowners in the Empire Lakes CFD are slightly improving fund balances in PD-85 and LMD-1 that can
be used, over time, for replacement of some of the most critical infrastructure elements.
For those districts in the City where the residents have entrusted the City Council with the ability to adjust
the rates regularly, the City acts as a fiscal steward of that public trust, recommending rate increases
only when necessary to balance budgets and keep pace with rising commodity, utility, or contract labor
cost increases. Meanwhile the City makes concerted efforts to be as efficient and effective as possible to
maintain operating costs, such as installing drought tolerant landscaping and smart irrigation controllers.
The chart below shows the annual assessment rate changes for ongoing maintenance and services in
the various special districts set up for ongoing maintenance.
Key: LMD – Landscape Maintenance District
SLD – Street Light District
PD – Parks District
BAD – Benefit Assessment District
CFD – Community Facilities District
District / Name Maximum Fiscal Year
2025/26 Change Notes
LMD 1 (General City) $92.21 $92.21 --- A rate increase would
require voter approval.
LMD 2 (Victoria Neighborhood
Parks) $613.33 $589.22 3.0%
The increase reflects
inflation for operations
and planned capital
improvement projects.
LMD 3B (Commercial Industrial) $352.80 $282.24 --- No change is
recommended.
LMD 4-R (Terra Vista Planned
Community) $547.29 $451.00 3.0%
The increase reflects
inflation for operations
and planned capital
improvement projects.
LMD 6-R
(Caryn Planned Community)
$519.13 $519.13 2.94%
The increase reflects
inflation for operations
and planned future
capital improvement
projects. A CPI ceiling
limits the escalator and
actual costs are expected
to rise more than 2.94%.
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LMD 7 (North Etiwanda) $307.05 $307.05 --- A rate increase would
require voter approval.
LMD 8 (South Etiwanda) $151.45 $151.45 --- A rate increase would
require voter approval.
LMD 9
(Lower Etiwanda) $742.25 $321.28 3.0%
The increase reflects
inflation for operations
and planned capital
improvement project.
LMD 10 (Rancho Etiwanda) $1,142.19 $914.05 3.0%
The increase reflects
inflation for operations
and planned future
capital improvement
projects.
SLD 1 (Arterials) $17.77 $17.77 --- A rate increase would
require voter approval.
SLD 2 (Local Streets)
$39.97 $39.97 --- A rate increase would
require voter approval.
SLD 3 (Victoria Planned
Community) $47.15 $47.15 --- A rate increase would
require voter approval.
SLD 4 (Terra Vista Planned
Community) $28.96 $28.96 --- A rate increase would
require voter approval.
SLD 5 (Caryn Planned Community) $34.60 $34.60 --- A rate increase would
require voter approval.
SLD 6 (Commercial Industrial) $51.40 $51.40 --- A rate increase would
require voter approval.
SLD 7 (North Etiwanda) $33.32 $33.32 --- A rate increase would
require voter approval.
SLD 8 (South Etiwanda) $193.75 $30.60 --- No change is
recommended.
PD-85 (Red Hill and Heritage
Parks) $31.00 $31.00 --- A rate increase would
require voter approval.
BAD 91-2 (Day Canyon Drainage
Basin) $92.17 $72.17 --- No change is
recommended.
CFD No. 2000-03 (Rancho
Summit) $1,720.32 $1,560.43 --- No change is
recommended.
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CFD No. 2017-01 (North
Etiwanda) only for specific
development
$1,179.73 $20.00 ---
No change is
recommended. The
district is levied for a
residential development
which is currently not
developed.
CFD No. 2018-01 (The Resort at
Empire Lakes) $431.24 $431.24 5.0%
The increase reflects
inflation for operations
and planned capital
improvement projects.
CFD No. 2022-01 (Street Lighting
Services) only for new
development
Varies Varies 5.0%
The increase reflects
inflation for operations,
specifically electrical
utilities to operate the
streetlights.
CFD No. 2022-02 $6,513.28 $6,203.12 --- No change is
recommended.
Recognizing the financial problem with the existing Street Lighting Districts (SLDs) due to Prop 218, the
Finance Department analyzed the need for a new Community Facilities District (CFD) for street lighting
to replace the existing SLDs. The formation of the new CFD in 2022 only impacts new development in
the city and has the benefit of adjusting the rates annually to cover the ever-increasing cost to provide
street lighting. The Street Lighting CFD will include rates for land uses that did not exist when the original
SLDs were created, for instance, mixed-use and accessory dwelling units. Although the new CFD does
not entirely solve the financial troubles of the original SLDs, it does prevent it from continuing to get
worse. The table below illustrates the Street Lighting CFD rates by tax zone to correspond to the eight
existing SLDs:
CFD No.
2022-02
CFD
Zone 1
CFD
Zone 2
CFD
Zone 3
CFD
Zone 4
CFD
Zone 5
CFD
Zone 6
CFD
Zone 7
CFD
Zone 8
Replaces SLD 1 SLD 2 SLD 3 SLD 4 SLD 5 SLD 6 SLD 7 SLD 8
CFD Zone
Rate
$25.23
per unit
$83.66
per unit
$52.48
per unit
$32.24
per unit
$71.00
per unit
$57.20
per
acre
$65.27
per unit
$42.06
per unit
Along the same lines, noticing a significant surge in industrial development, the Finance Department
prepared a fiscal impact analysis to determine the impacts these new industrial developments would
have on the City's financial ability to provide services. The fiscal impact analysis showed a revenue
shortfall of nearly $3.5M between projected revenues from future industrial development and estimated
expenditures, or approximately $12,000 per acre, which would be needed to eliminate the shortfall. To
avoid hindering economic development, staff ultimately recommended a rate of $5,852 per acre for
industrial development and formed the CFD in partnership with industrial development in 2022.
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The Industrial CFD will generate revenue in future years to better maintain street and roadway services
and facilities, storm drain repair and maintenance, police safety calls and service, landscaping and
creating a capital reserve. Although the Industrial CFD rate per acre is less than the shortfall determined
by the fiscal impact, the revenues will help offset the impacts of new industrial development in the city
and can be increased annually to maintain those improvements over time.
Lastly, although the City has not issued any bonded special districts in more than a decade, Finance
continues to administer the debt service payments for existing districts. These existing Districts levy
special taxes for only the amount necessary to pay current and future debt service until the bonds issued
by the Districts mature. Over the last several years, when rates were more favorable, several districts
were refinanced. Two other CFD’s (2000-01 and 2000-02) pay off in September of 2025.
The table below summarizes the maturity date for each of the bond districts:
District / Name Bond Maturity Fiscal Year
2025/26 Notes
CFD No. 2000-01 (South
Etiwanda) September 2025 $0.00 Bond will mature in
September 2025.
CFD No. 2000-02 (Rancho
Cucamonga Corporate Park)
September 2025 $0.00 Bond will mature in
September 2025.
CFD No. 2000-03 (Rancho
Summit) September 2035 $566,120 No change from the prior
year.
CFD No. 2001-01
(Improvement Areas Nos. 1
and 2)
September 2031 $670,450 No change from the prior
year.
CFD No. 2001-01
(Improvement Area No. 3) September 2031 $61,470 No change from the prior
year.
CFD No. 2003-01
(Improvement Area No. 1) September 2033 $1,300,350 Increased 2% for future
debt service payments.
CFD No. 2003-01
(Improvement Area No. 2) September 2033 $221,970 Increased 2% for future
debt service payments.
CFD No. 2004-01 (Rancho
Etiwanda Estates) September 2036 $2,350,660 No change from the prior
year.
CFD No. 2006-01 (Vintner's
Grove) September 2037 $288,960 No change from the prior
year.
CFD No. 2006-02 (Amador on
Route 66) September 2037 $183,160 No change from the prior
year.
PAGE 114
Monitoring Payment of Annual Assessments. The City tracks delinquencies by each district on a semi-
annual basis after the County provides summary information on each of the two installment payments
that are due from property owners. Despite some increased volatility, overall delinquency levels are
historically mild. The table below shows the results for the last five fiscal years (as of June 30), as
available, and the average delinquency rate:
PAGE 115
Enhanced Infrastructure Financing District
In July 2022, the City established an Enhanced Infrastructure Financing District (EIFD) to support the
construction of public facilities and infrastructure aligned with the City's General Plan. The EIFD is funded
through a portion of future growth in property tax revenue, which is set aside specifically for
infrastructure improvements. While no EIFD-funded construction projects are currently planned for FY
2025/26, the District is expecting to generate approximately $980,022 in revenue during the year and
the current fund balance is $1,092,941. The City will continue evaluating infrastructure needs and
potential funding strategies and will bring forward spending recommendations as opportunities are
identified in future years.
Landscape Maintenance District 1 and Park District 85: Poor Outlook
“If you could kick the person in the pants responsible for most of your trouble, you wouldn’t sit for a
month.” – Theodore Roosevelt
Some of the City’s oldest landscape and park maintenance districts were formed just after incorporation,
a time when the laws and court cases governing taxes and assessments were very different. At that time,
it was legal and common for city councils to adjust rates yearly in special districts to keep pace with
costs. In 1996, with the passage of Proposition 218, government finance was significantly altered. Unless
a tax or assessment was adopted with escalators or other provisions to adjust the tax with costs, the tax
rate became frozen. Landscape Maintenance District 1 (LMD-1) and Park District 85 (PD-85) are two such
special districts whose rates have been frozen now for over 25 years.
LMD-1 was originally adopted in 1979 to provide revenue streams for several City parks: Bear Gulch,
Beryl, Hermosa, Church St, Golden Oak, and Old Town Park, as well as common non-park landscape and
open space areas, such as medians and monuments, in the western part of the city. The City maintains
two separate contracts for LMD-1, one for parks maintenance and another for non-park landscape areas.
The district’s maintenance revenue stream is still in place and remains unchanged from when it was
originally adopted in 1979: $92.21 per dwelling unit per year.
PD-85 was adopted in 1985 to provide a funding source for the construction of Red Hill and Heritage
Parks as well as the ongoing maintenance of those facilities. Between 1985 and 2005, the per dwelling
unit assessment was approximately $52 per year. Of that assessment, $31 per year was for maintenance
while $21 per year was to pay for the capital improvements. In 2005, the debt was paid off and the
assessment fell to $31 for ongoing maintenance. PD-85 also has remained at the same rate since
adoption.
While it is imperative that government be good stewards of the public’s resources, including the taxes
collected, efficiency will only go so far. In 1979, a gallon of gas cost $0.88. Minimum wage was $2.90
per hour. A Ford F150, the most popular truck in America then and now, started at $5,500. 46 years of
inflation later, and these original costs seem impossibly low. The dollar has lost 77% of its value since
1979. In other words, a dollar can only buy 23% of what it could buy in 1979. Today, a Ford F150 starts
at approximately $34,000. A gallon of gas is $4.90 and minimum wage is $16 per hour ($20 per hour for
fast food workers). The LMD-1 assessment is still $92.21 per dwelling unit per year, yet the dollar can
only purchase one-quarter of the services, utilities, and staff time that it could purchase in 1979. For PD-
85, the dollar can purchase just one-third of the services, utilities, and staff time of what it could in
1985.
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Understanding that inflation would eventually outpace LMD-1’s and PD-85’s revenues, Measure A was
placed on the ballot in 2015 with the intent of modernizing the two districts to ensure they would have
enough resources to support then current maintenance levels. However, the voters did not pass Measure
A and instead voted it down with an 80% NO vote. As such, moving forward since that time, maintenance
levels and their corresponding contracts have been periodically adjusted downward as costs have
increased, moving from Service Level A to B and from B to C.
FY 2023/24 year marked a significant milestone as costs reached a point where maintenance levels had
to be significantly adjusted so as to stay within the revenues collected, just as happens with all other
landscape districts around the city. Each year, water and electricity costs increase 3-5%. Every few years,
minimum wage and benefits for the private sector contractors increase. And periodically the City rebids
the contracts, always seeking the best possible rate and highest efficiency. But even the best practices
can only delay the inevitable for so long. Beginning in FY 2024/25, maintenance levels on non-park
landscapes (such as medians and parkways) in LMD-1 shifted to Service Level F. This means that most
landscape areas will receive less attention than ever before. In many cases, maintenance contractors will
only be able visit once per month. For some services, such as weed and pest control, the service interval
will be limited to merely a few times per year. Other services such as fertilization, will have to be
discontinued all together. However, the maintenance level for parks in LMD-1 will remain at Service Level
C for the time being although even there, the end is clearly in sight.
Unfortunately, LMD-1, PD-85, and a few of the City’s earlier districts were setup without inflation or price
index escalators. More recently built areas of the city are supported by more modern landscape
maintenance districts that do have such escalators built in, providing funding that can more closely keep
pace with inflation. The results will become starker as some of these older landscape maintenance
districts, such as LMD-1 medians and parkways, move into Service Level F. LMD-1 medians and parkways
were the first, but unless an increase in assessments is voter approved, they will not be the last. The
parks in both LMD-1 and PD-85 are managed under different service contracts and, for now, the City is
able to maintain Service Level C for all of those parks. However, given inflation and the associated
escalation in costs, it is highly likely that the LMD-1 and PD-85 parks service levels will fall to F in the
next several years. The City continues to strive to seek the most efficient and cost-effective maintenance,
but these efforts do not yield results if private contractors are unwilling to work for the minimal amount
of funding available. It is also unreasonable to think that a fixed amount of funding will remain sufficient
for maintenance in perpetuity. Legally the City cannot use the funds from other Landscape Districts to
support LMD-1 and PD-85. Fiscally, the City’s General Fund cannot provide the support to bring
maintenance levels up to par with the other landscape districts without closing, restricting or contracting
other critical city services, and/or discontinuing reserve funding for capital and infrastructure
replacement. Politically the City Council is respecting the wishes of the vast majority of Rancho
Cucamonga residents who pay into landscape districts OTHER than PD-85 and LMD-1. As we move into
FY 2025/26, it is time for the westside residents in these districts, many of whom do not pay into the
districts at all, to reconsider the importance of maintaining their property values and reopen this
discussion about a potential ballot measure to increase the landscape maintenance funding for LMD-1
and PD-85.
PAGE 117
Conclusion
A Year of Transitions: Navigating Change while Seeking Consistency
“There is nothing more certain and unchanging than uncertainty and change.” – John F. Kennedy
Last year, the Budget Message was focused on the cycles the economy goes through. It appeared at
that time, inflation was easing, and the economy was going to slowly ease into a new cycle of growth;
however, California had a significant budget deficit. Locally, the Inland Empire continued to grow, but at
a slightly declining rate. The City’s focus for the FY 2024/25 year was a “Strategic Pause” as we slowed
and anticipated a period of higher activity by assessing and preparing.
For FY 2025/26 the focus is on a year of transition. Changes at the federal level, which includes the
imposition of tariffs and the reduction of personnel staffing federal agencies, along with attempts to
reduce the national budget deficit, have brought significant uncertainty to the legislative process and
financial markets. Despite the transitions, California continues to grapple with ongoing multi-year budget
deficits, exacerbated by the reduction of imports and the roller coaster stock market returns.
Regionally, the Inland Empire continued to help power much of California’s economic growth, with
relatively affordable housing prices, more housing production than most areas of the State, and an
expanding population. Despite this, significant potential hurdles remain including an over-reliance on
logistics, lower levels of education than other comparable metropolitan statistical areas and a need for
even greater housing production at lower price points.
Locally, Rancho Cucamonga continues to focus on economic diversification. Although our logistics sector
continues to grow, the city is focused on manufacturing of food and pharmaceutical related items and
the associated industries that support both sectors. The office market is also slowly growing as the City
seeks to encourage greater production of small office space. Housing remains a focus and even though
Rancho Cucamonga is seeing a surge in entitlements and for-sale housing production, the prices remain
consistently high, especially with mortgage interest at near 20-year high levels. The result is minimal
property tax growth; additionally, the City continues to lose sales tax to e-commerce, even though
Victoria Gardens is nearly full and the City’s hospitality market is booming.
The City is focused on the repair and expansion of critical local infrastructure including efforts that support
further economic development. Public Safety remains the top priority with increased investment in efforts
to address homelessness through greater staffing, more specialized units, and resources to divert the
homeless from living on the street. Staffing is being re-organized for greater levels of efficiency and to
prepare for future demands. With solid roots in the City’s most recent General Plan, smart growth is the
watchword of the day. Unlike many agencies, the City Council is very cognizant that the only certainty is
that uncertainty is always just a step ahead. While ensuring Rancho Cucamonga retains its place as the
crown jewel of the Inland Empire, with equitable opportunity for all, the City Council and City staff never
lose sight of the importance of fiscal stability and conservative growth. The latter combination has for
40+ years provided a solid path to navigate uncertainty and change and will continue to underpin efforts
in the years ahead.
PAGE 118
Awards Received
What is the purpose of awards? It is often considered something that is bestowed on the basis of merit
or need. Is an award simply a vanity project? In local government, there are over 400+ cities in
California and in America, and as of 2019, there were over 14,000 incorporated entities. Small town, big
cities, suburbs, urban areas, from the desert to the mountains to the beach, wherever groups of people
have chosen to live together, one will often find incorporated municipal entities from a few hundred
people to several million people. With all that diversity, there is no uniform way to measure the health
and vitality of an agency. Awards and recognition can be powerful ways to celebrate employee
contributions. The pride and gratitude that result are strong non-monetary motivators. Awards often
recognize local accomplishments and challenges that have been overcome and serve as external
validation of an agency’s efforts to improve in certain areas. In an area with no single criteria of
accomplishment, awards help distinguish the good from the great actors and signal organizations who
are striving to grow better. With that in mind, here is a partial listing of the major awards Rancho
Cucamonga received in 2024:
• Wallet Hub’s 2025 Safest Cities in America – Ranked #48 out of 182 US cities, #9 in California,
#8 in Southern California, #1 in the Inland Empire.
• Wallet Hub’s 2025 Best Place to Raise a Family – Ranked #40 out of 182 US cities, #9 in California,
#5 in Southern California and #1 in the Inland Empire.
• Wallet Hub’s 2025 Best Cities for Jobs – Ranked #100 out of 182 US cities, #9 in California. #4
in Southern California, and #1 in the Inland Empire.
• Wallet Hub’s 2025 Happiest Places in America – Ranked #42 out of 182 cities, #14 in California,
#9 in Southern California, and #1 in the Inland Empire.
• Wallet Hub’s 2025 Best Cities for Women - Ranked #13 out of 182 US cities, #6 in California, #4
in Southern California, #1 in the Inland Empire.
• Consumer Affairs’ 2025 Best Cities to Move to in California – Ranked #9 out of 75 of California’s
largest cities based on five key factors: affordability, safety, economic strength, quality of life and
climate risk.
• American Heart Association’s Mission: Lifeline EMS Gold Award for the Rancho Cucamonga Fire
District. This is the American Heart Association’s program that recognizes EMS Agencies for their
quality of care for STEMI and Acute Coronary Syndrome (ACS) (heart attack) patients.
• The Dr. Andtevy Challenge Coin was awarded to the Rancho Cucamonga Fire District’s crews for
their exceptional care and compassion after a one-year-old suffered cardiac arrest due to choking.
Their high-performance CPR resulted in the return of spontaneous circulations (ROSC) and the
child survived and continues to recover.
• The EPIC (Extraordinary Performance in Care) Pin by Inland Counties Emergency Medical Agency
for providing excellent care within San Bernardino County. This pin was awarded to the Rancho
Cucamonga Fire District’s crew after caring for a patient that suffered cardiac arrest and had a
return of pulses.
• 2024 CAPIO EPIC Award – Excellence in Public Information and Communication for the Grapevine
Lifestyle Magazine.
• GFOA Distinguished Budget Presentation Award for the Fiscal Year Beginning July 1, 2024.
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• 2024 Turning Red Tape into Red Carpet Awards, Honorable Mention for Business Appreciation
Month
• 2024 Turning Red Tape into Red Carpet Awards, Honorable Mention for Epicenter Master Plan
• Ranked 8th nationally among similar size cities for the Center for Digital Government 2024 Digital
Cities Survey
• 2025 Award of Excellence—Planning Agency (Planning Department) from the American Planning
Association, California Chapter, Inland Empire Section.
• 2025 Innovative Transportation Solutions Award for the HART District from the Women’s
Transportation Seminar, Inland Empire Chapter.
• 2025 Favorite Live/Art Performing Theatre—Lewis Family Playhouse from the Inland Valley Daily
Bulletin
Grants Received
• San Bernardino County Second District Supervisor Jesse Armendarez/American Rescue Plan Act –
$1,500,000: Funds will support the City’s Victoria Gardens Civic Plaza (Courtyard) Project.
• San Bernardino County Board of Supervisors Discretionary Fund for Heritage Park Bridge –
$750,000: Funding will support construction costs for the Heritage Park Bridge Replacement
Project. The bridge will provide access to the staging area for emergency fire response and maintain
access to the recreational facilities within the park.
• California Office of Traffic Safety (OTS) Grant – $200,000: Grant will support the City’s Safe Routes
to School (SRTS) Program through the development of Suggested Routes Maps for all 31 public
elementary and middle schools, cover the purchase of safety items such as helmets and bike lights,
and traffic safety educational materials and trainings.
• Three Highway Safety Improvement Program (HSIP) Grants Cycle 12 – $1,200,000: Funding will
be used for three projects:
o Citywide Traffic Signal Safety Improvements Project–includes installing retroreflective back
plates on signal heads, high visibility crosswalks, 11 new signals heads and a new signal pole
at one intersection.
o Fairmont Way and Highland Avenue Bicycle and Pedestrian Improvements Project–features
Class II bike lanes, high visibility crosswalks and additional signage on Highland Avenue,
Kenyon Way and Fairway Way.
o Civic Center Drive Improvements Project–includes bike lanes, bulb-outs to shorten pedestrian
crossing distances, and a Rapid Rectangular Flashing Beacon and refuge island.
• Carbon Reduction Program Grant-Haven and Foothill City Center Boulevards Project – $3,000,000:
Grant will be used to fund the design and engineering investigations for the project along two of
the City’s main corridors, which form the City Center.
• Emergency Management Performance Grant (EMPG) – $21,250: Grant used for personnel costs
within the Emergency Management Division of the Fire District.
PAGE 120
• Homeland Security Grant (Fire) – $25,440: Grant used to purchase trauma kits and Automated
External Defibrillators (AED) equipment.
• Edward Byrne Memorial Justice Assistance Grant – $40,566: Grant will fund enhancements to the
Public Safety Video Network (PSVN), expanding the network’s reach and replacing aging
equipment.
• California Department of Housing and Community Development (HCD) Prohousing Incentive
Program (PIP) Grant – $1,150,000: Funding to accelerate affordable housing production and
preservation.
• California Electric Vehicle Infrastructure Project (CALeVIP) Golden State Priority Project (GSPP) –
$220,000: Funding to support Level 3 Electric Vehicle Charging Stations at the EV Hub.
• Energy Efficiency Block Grant Funding (EECBG) Equipment Voucher – $207,660: Used to purchase
a transformer and switchgear to supply energy to the Electric Vehicle Charging Stations at the EV
Hub.
• California State Library Grant – $3,830: Grant will be used for Zip Book Program Service and general
collection.
• Rancho Cucamonga Community & Arts Foundation – $25,000: To support show sponsorships
including family friendly arts experiences and arts accessibility.
• Randall and Janell Lewis – $25,000: Lewis Family Playhouse show sponsorships.
• South Coast Air Quality Management District (SCAQMD) Mobile Source Reduction Committee
(MSRC) – $9,000: Funding to support Level 3 Electric Vehicle Charging Stations at the EV Hub.
• SB 1383 Grant – $247,840: Grant to fund requirements related to the implementation of Senate
Bill 1813. Funding has been used for food waste collection pails distributed to residents, edible food
generator outreach and inspections, and compost and mulch giveaway events.
• Beverage Container Grant – $43,415: Grant to encourage waste reduction and improve recycling
opportunities for beverage containers. Funding was used for water refill stations at City facilities
and partner agencies, recycling containers for schools, businesses, and city facilities, and event
outreach.
• Used Oil Grant – $24,229: Grant to encourage used oil and filter recycling and improve recycling
opportunities. Funding has been used for reusable used oil collection containers and used oil filter
containers distributed to community members, over-time for staff that work the City’s household
hazardous waste collection facility and used oil filter exchange events.
• California State Library Grant – $3,830: Grant will be used for Zip Book Program Service and general
collection.
• Rancho Cucamonga Community & Arts Foundation – $25,000: To support show sponsorships
including family friendly arts experiences and arts accessibility.
• Randall and Janell Lewis – $25,000: Lewis Family Playhouse show sponsorships.
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The Government Finance Officers Association of the United States and Canada (GFOA) presented a
Distinguished Budget Presentation Award to the City of Rancho Cucamonga, California for its annual
budget for the fiscal year beginning July 1, 2024. In order to receive this award, a governmental unit
must publish a budget document that meets program criteria as a policy document, operations guide,
financial plan, and communications device.
This award is valid for a period of one year only. We believe our current budget continues to conform to
program requirements and will be submitted to GFOA to determine its eligibility for another award.
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GENERAL
INFORMATION
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
City Officials
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City Council
Name Term Expires
L. Dennis Michael Mayor 2026
Lynne Kennedy Mayor Pro-Tem 2028
Ryan Hutchison Council Member 2026
Kristine Scott Council Member 2026
Ashley Stickler Council Member 2028
Elected Officials
Name Term Expires
Kim Sevy City Clerk 2028
Jim Harrington City Treasurer 2028
Administration and Department Heads
City Manager John R. Gillison
Assistant City Manager Elisa C. Cox
Deputy City Manager/Administrative Services Peter Castro
Deputy City Manager/Community Programs Julie Sowles
Deputy City Manager/Community Development Matt Burris
City Attorney Nicholas R. Ghirelli
Animal Services Director Veronica Fincher
City Clerk Services Director Linda Troyan
Community Services Director Jennifer Hunt-Gracia
Economic Development Director Matt Marquez
Engagement & Special Programs Director Michael Parmer
Engineering Services Director/City Engineer Jason Welday
Finance Director Jevin Kaye
Fire Chief Mike McCliman
Human Resources Director Robert Neiuber
Innovation and Technology Director Shelly Munson
Library Director Wess Garcia
Operational Development Director Jenifer Phillips
Planning Director Jennifer Nakamura
Police Chief Mike Smith
Public Works Services Director Maritza Martinez
PAGE 127
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Organization Chart
PAGE 128
Cucamonga
Residents of
Rancho
City Clerk City Council
Public
Safety
City Treasurer
City Attorney
City Manager
Assistant
City Manager
Economic
Development
Engagement and
Special Programs
Business License and
Parking Enforcement RCMU
Administrative
Services
Community
Programs
Community
Development
Finance Community
Services
Public Works
Services
Police Department
(Contract)
Human
Resources
Library
Services
Engineering
Services
Fire
District
Community
Improvement
Organizational
Development
Records
Management Planning
Innovation and
Technology
Animal Care
Services
Building and
Safety
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Functional Units by Fund Type
PAGE 130
Governance Assessment Districts Administration Integrated Waste Management AD 82-1 6th St. Industrial
Police AB 2766 Air Quality Improvement State Asset Seizure AD 84-1 Day Creek/Mello
Animal Care and Services MSRC Air Pollution Reduction Grant State Asset Seizure 15%CFD 2001-01
Administrative Services Public Art Trust Fund Citywide Infrastructure Improvement CFD 2003-01 Project Fund
Finance Beautification Community Development Block Grant
Human Resources DIF - Park Land Acquisition Transportation Development Act
Innovation and Technology DIF - Drainage Facilities CalRecyle Grant
Economic and Comm. Dev.DIF - Community and Recreation Centers Used Oil Recycling Program Fiber Optic Network
Building and Safety Services DIF - Drainage San Sevaine State Grants Fund Municipal Utility
Engineering Services DIF - Drainage Henderson/Wardman Federal Grants Fund Second Story and Beyond
Planning DIF - Drainage Etiwanda Fire Fund Sports Complex
Public Works Services DIF - Drainage Upper Etiwanda CFD 85-1 Utility Public Benefit
Community Services DIF - Park Improvement CFD 88-1 RCMU Capital Replacement Fund
DIF - Park Development Fire Protection Capital Fund
DIF - Drainage South Etiwanda Library Fund
DIF - Library California State Library
Governance DIF - Transportation Staff Innovation Fund Equipment/Vehicle Replacement
Comm Dev Technical Services DIF - Animal Center Library Capital Fund Computer Equip/Tech Replacement
Police DIF - Drainage Lower Etiwanda Citizen's Option for Public Safety (COPS) Program
Reimb St/County Parking Cit DIF - Police Justice Assistance Grant (JAG) Grant
Law Enforcement Reserve Etiwanda North Equestrian Facility Homeland Security Grant
Traffic Safety Underground Utilities Emergency Management Performance Grant (EMPG)
Administrative Services LMD 1 General City Opioid Settlement Fund
Benefits Contingency LMD 2 Victoria Neighborhood Parks Housing Successor Agency
Capital Reserve LMD 3B Commercial/Industrial Enhanced Infrastructure Financing District
Human Resources LMD 4-R Terra Vista Planned Community Tax Allocation Bonds-Special
Capital Reserve LMD 5 Andover Regional Shopping Center
Economic and Comm. Dev.LMD 6-R Caryn Planned Community Rd Obligation Retirement Fund
Comm Dev Technical Services LMD 7 North Etiwanda CFD 88-2 Etiwanda/Highland
City Technology Fee LMD 8 South Etiwanda CFD 2004-01
Building and Safety Services LMD 9 Lower Etiwanda AD 91-2 Day Canyon Drainage Basin
Comm Dev Technical Services LMD 10 Rancho Etiwanda PD-85 Capital Replacement Fund
City Technology Fee LMD 1 Capital Replacement PD-85 Red Hill and Heritage Parks
Mobile Home Park Program SLD General Services CFD 2000-01
SB1186 Cert Access Special Program SLD 1 Arterials CFD 2000-02
Engineering Services SLD 2 Local Streets CFD 2000-03
Comm Dev Technical Services SLD 3 Victoria Planned Community CFD 2001-01 Series A
City Technology Fee SLD 4 Terra Vista Planned Community CFD 2001-01 Series B
Capital Reserve SLD 5 Caryn Planned Community CFD 2003-01 Series A
Planning SLD 6 Commercial Industrial CFD 2003-01 Series B
Comm Dev Technical Services SLD 7 North Etiwanda CFD 2000-03 Park Maintenance
City Technology Fee SLD 8 South Etiwanda CFD 2006-01
Public Works Services DIF - Fire CFD 2006-02
CVWD Reimbursements Highway Users Tax Account CFD 2017-01 North Etiwanda
Capital Reserve Measure I 1990-2010 CFD 2018-01 Empire Lakes
Community Services Measure I 2010-2040 CFD 2022-01 Street Lighting
Capital Reserve Road Maintenance and Rehabilitation Account CFD 2022-02 Industrial Service
SB 1 Trade Corridor Enhancement Program
General Fund
$122,052,240
Capital Projects Funds
$0
Special Revenue Funds
$171,381,090
Fiscal Year 2025/26
Adopted Budget
$352,378,300
$19,894,090 $8,031,670
Enterprise Funds
$31,019,210
Internal Service FundsOther General Funds
PAGE 131
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Snapshot of the City
PAGE 132
General Information:
The City of Rancho Cucamonga currently has an estimated population of 175,227 and encompasses
approximately 46.50 square miles. It is located between the cities of Upland to the west, Ontario to the
south, Fontana to the east and is in the western section of San Bernardino County which is in the southern
part of the State of California. The local economy includes a diverse business base of office, light
manufacturing and distribution, and retail which emphasizes the City’s efforts at attracting and retaining
sales tax generating businesses to help provide a stable financial base.
Government:
The City of Rancho Cucamonga (the City) was incorporated in 1977 as
a general law city under the provisions of the Government Code of the
State of California, and it operates under the Council-Manager form of
city government. The City officials elected at large include a Mayor, a
City Clerk, and a City Treasurer. Effective December 7, 2016, the four
Council members are elected by geographic districts. Districts 2 and 3
held elections in November 2022. Districts 1 and 4 held elections in
2024. The Mayor and Council members are elected on a staggered
basis for a term of four years. There is no limit on the number of terms
an individual can serve as Mayor or as Council members. The Mayor
and City Council appoint the City Manager and City Attorney.
Population by Calendar Year (per California State Department of Finance):
2014—174,064 2018—179,412 2022—174,090
2015—175,251 2019—175,522 2023—173,545
2016—177,324 2020—175,131 2024—173,316
2017—176,671 2021—174,476 2025—175,227
Number of Registered Voters (per San Bernardino County Registrar of Voters): 107,383
Capital Asset Statistics (per June 30, 2024, Annual Comprehensive Financial Report):
Police: Fire:
Stations: 1 Fire Stations: 7
Patrol units: 69
Public Works: Parks and Recreation:
Streets (miles): 539 Parks: 30
Streetlights: 17,131 Acreage: 346
Traffic Signals: 239 Community Centers: 6
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Population by Age – 2020 (Census), 2024 (est), and 2029 (est)
PAGE 133
5.1%
5.8%
6.3%
13.2%
13.7%
14.6%
13.5%
12.4%
9.6%
4.5%
1.4%
5.0%
5.4%
5.9%
11.8%
14.7%
14.5%
13.2%
11.8%
10.2%
5.9%
1.7%
Total 174,570
0 - 4 5.2%
2020 Population by Age
5 - 9 6.2%
10 - 14 6.9%
15 - 24 13.4%
25 - 34 13.6%
35 - 44 13.8%
45 - 54 13.8%
55 - 64 13.2%
65 - 74 8.9%
174,695
0 - 4
75 - 84 3.6%
85 +1.3%
2024 Population by Age
5 - 9
10 - 14
Total
35 - 44
45 - 54
15 - 24
25 - 34
55 - 64
65 - 74
75 - 84
85 +
2029 Population by Age
Total 176,807
0 - 4
15 - 24
25 - 34
5 - 9
10 - 14
55 - 64
65 - 74
35 - 44
45 - 54
Source: Esri Community Profile (Esri forecasts for 2024 and 2029. U.S. Census Bureau 2000 and 2010
decennial Census data converted by Esri into 2020 geography.)
75 - 84
85 +
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Educational Attainment – Current Year
PAGE 134
2024 Population 25+ by Educational Attainment
3.1%
4.1%
17.5%
2.1%
21.3%
11.7%
24.9%
15.2%
121,749
Less than 9th Grade
9th - 12th Grade, No Diploma
Total
Bachelor's Degree
GED/Alternative Credential
Graduate/Professional Degree
Some College, No Degree
Associate Degree
High School Graduate
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Principal Employers – Current Year and Nine Years Ago*
PAGE 135
Percent of Percent of
Number of Total Number of Total
Employer Employees1 Rank Employment Employees1 Rank Employment
Inland Empire Health Plan (IEHP)3,725 1 3.87%1,000 3 1.19%
Etiwanda School District 1,515 2 1.57%1,229 1 1.46%
Chaffey Community College 2,306 3 2.40%1,058 2 1.26%
Chedraui Usa, Inc.1,200 4 1%623 n/a 0.74%
Frito-Lay 905 5 0.94%n/a n/a n/a
Alta Loma School District 817 6 0.85%n/a n/a n/a
City of Rancho Cucamonga 702 7 0.73%n/a n/a n/a
Majestic Terminal Services, Inc.684 8 0.71%849 5 1.01%
Central School District 649 9 0.67%880 4 1.05%
Amphastar Pharmaceutical 625 10 0.65%527 6 0.63%
National Community Renaissance Of California 575 11 0.60%n/a n/a n/a
Reyes Coca Cola Bottling, LLC 453 12 0.47%n/a n/a n/a
Bass Pro Shops Outdoor World 349 13 0.36%n/a n/a n/a
Source: June 30, 2024 Annual Comprehensive Financial Report
*Only the top ten employers for each y ear presented have data displayed.If a company did not rank in the top ten employers for
both years presented, then one of the two years will state "n/a".
2024 2015
Note: "Total Employment" as used above represents the total employment of all employers located within City limits and includes full-
time and part-time employees.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Principal Sales Tax Remitters – Current Year and Nine Years Ago
PAGE 136
2024 2015
Business Name Business Category Business Name Business Category
7 Eleven Service Stations Apple Electronics/Appliance Stores
Apple Electronics/Appliance Stores Bass Pro Shops Outdoor World Sporting Goods/Bike Stores
Bass Pro Shops Outdoor World Sporting Goods/Bike Stores Best Buy Electronics/Appliance Stores
Best Buy Electronics/Appliance Stores Chevron Service Stations
Chevron Service Stations Circle K Service Stations
Circle K Service Stations Costco Discount Department Stores
Costco Discount Department Stores Day Creek Arco Service Stations
Floor & Décor Outlets of America Building Materials Day Creek Shell Service Stations
Home Depot Building Materials Fontana Steel Contractors
Huttig Building Materials Home Depot Lumber/Building Materials
Living Spaces Furniture Home Furnishings JC Penney Department Stores
Lowes Building Materials Living Spaces Furniture Home Furnishings
Macy's Department Stores Lowes Lumber/Building Materials
Montgomery Hardware Contractors Macys Department Stores
My Goods Market Service Stations Monoprice Fulfillment Centers
NIC Partners Electrical Equipment My Goods Market Service Stations
Office & Ergonomic Solutions Office Supplies/Furniture NIC Partners Electrical Equipment
Parallon Supply Chain Solutions Medical/Biotech Ralphs Grocery Stores Liquor
Ralphs Grocery Stores Ross Dress for Less Family Apparel
Stater Bros Grocery Stores Sears Department Stores
Target Discount Department Stores Tamco Heavy Industrial
Total Wine & More Convenience Stores/Liquor Target Discount Department Stores
Walmart Discount Department Stores Tesoro Refining & Marketing Service Stations
Walters Wholesale Electric Plumbing/Electrical Supplies Walmart Discount Department Stores
Zara Women's Apparel Walters Wholesale Electric Plumbing/Electrical Supplies
1 Firms listed alphabetically
Source: June 30, 2024 Annual Comprehensive Financial Report
PAGE 137
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Budget Guide
PAGE 138
The purpose of the City of Rancho Cucamonga’s budget is to serve as a “blueprint” for providing City
services and as a working financial plan for the fiscal year. It also represents the official organization
plan, by which, City policies, priorities, and programs are implemented. It provides the means to
communicate to the residents, businesses, and employees how the City’s financial sources are used to
provide services to the community. The budget includes both the operating costs to manage the City
and the capital improvement projects that the City plans to undertake during the fiscal year.
The budget is organized by fund, by department, and by account. A fund is defined as an autonomous
accounting entity, established in accordance with legal and professional accounting standards, with a
self-balancing set of accounts recording cash and other financial resources, together with all related
liabilities and balances. Funds are used to segregate the various financial activities of a governmental
entity and to demonstrate compliance with specific regulations, restrictions, or limitations (i.e.,
demonstrating that restricted revenues are spent only for allowed purposes). A department (e.g., Public
Works Services) is an organizational unit with divisions (e.g., City Facilities Maintenance). “Line” accounts
provide the details of the type of expenditure that each department/division spends – e.g., salaries,
benefits, supplies, and so forth.
The budget document can be broken down into the following sections:
Introduction: This section includes the City Manager’s executive summary to the City Council and
describes what is in the budget, including budget issues and policies that lead to the development of the
budget. It also includes the City’s GFOA Distinguished Budget Presentation Award.
General Information: This section includes a listing of City Officials; a City-wide Organization Chart;
a Functional Units by Fund Type chart; various demographic and economic data for the City; a Budget
Guide; and a description of the Budget Process.
Summaries of Financial Data: This section provides a variety of financial analyses such as multi-year
revenue comparisons for the operating budget and the total budget; multi-year expenditure comparisons
for the operating budget and the total budget; and the beginning and ending fund balances for each
fund.
Departmental Budget Details: This section divides the document by department. It starts with the
City Council. The reader will find a narrative of the department describing each division and each
program within that department; current year budget highlights; multi-year comparisons of expenditures
by funding source and category; multi-year summaries of budgeted full- and part-time staffing;
performance statistics; and services to the community.
Major Projects Program: This section provides a summary of the capital improvement projects
planned for the year including their descriptions, funding sources, and the estimated cost of each project.
Appendix: This section provides financial policies for the City, calculation of the City’s legal debt margin,
a summary of the City’s debt service obligations, a glossary of budget terms, a list of acronyms, and a
description of funds by fund type.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Budget Process
PAGE 139
The City’s budget process begins in January. The City Manager outlines the goals and directives for the
development of the coming year’s budget based on the results of the semi-annual Council goal setting
workshops. Finance distributes the budget calendar, instructions, forms, and budget worksheets to the
departments. Public Works Services coordinates the departmental building modification and vehicle
replacement requests. Engineering coordinates the capital improvement project requests.
After the departments have input their budget requests, Finance compiles the data and calculates the
total amount requested including estimated revenues and projected fund balances. The City Manager
and the Budget Team within the Finance Department hold departmental budget meetings. Subsequently,
the City Manager makes his recommendations and Finance prepares the proposed budget document.
The City Manager submits the proposed budget to City Council. The Council conducts a budget study
session; sets a public hearing; and adopts the budget prior to the beginning of the fiscal year.
After the budget is adopted, staff integrates the budgetary data into the City’s accounting system. Month-
end reports are distributed to the departments to monitor budget performance throughout the year.
Major Projects Program Budget Process: The City maintains a rolling Five-Year Major Projects
Program (MPP), previously known as the City’s Capital Improvement Program (CIP). In February each
year, the Engineering Services Department solicits proposals from the other City departments for
inclusion in the coming year’s capital improvement projects budget. Around the same time, the Finance
Department provides Engineering Services the estimated fund balances available for appropriation for
MPP. These fund balances usually come from Special Revenue Funds and Capital Projects Funds. Both
these fund types are earmarked for specific uses.
Engineering Services staff then works with each Department to prepare a digital Capital Improvement
Project form, which provides detailed information about the proposed capital improvement project.
Typically, a project costing $10,000 or more (with some exceptions depending on the type of project) is
categorized as a major project.
During the departmental budget meetings, the City Manager and staff conduct a “walkthrough” of the
various proposed projects. After the City Manager’s evaluation of what will be included in the proposed
budget, the MPP is submitted to the Planning Commission to determine if the projects conform to the
General Plan.
Budget amendments: Supplemental appropriations, when required during the fiscal year, require
approval by the City Council. Although supplemental appropriations can occur throughout the fiscal year,
a comprehensive update to budgeted figures occurs once per year as part of the Amended Budget
process which is presented to the City Council in May each fiscal year. Budget changes within each
department or between accounts are approved by the City Manager and/or the respective department
head depending on the dollar threshold of the budget change.
Basis of budgeting: The City uses the modified accrual basis in budgeting governmental funds. This
means that obligations of the City, including outstanding purchase orders, are budgeted as expenses and
revenues are recognized when they are both measurable and available to fund current expenditures.
For proprietary funds, the budget is prepared on a full accrual basis. This means expenses are recognized
when incurred and revenues are recognized when due the City. Depreciation expense is not included in
budgeting for proprietary funds, but the full purchase price of equipment is included in the budget.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Budget Process
PAGE 140
Basis of accounting: The City uses the modified accrual basis of accounting for governmental funds.
Revenues are recorded when measurable and available to fund current expenditures. Expenditures are
recorded when the services have been substantially performed or the goods have been received and the
liabilities have been incurred. The City’s proprietary funds use the full accrual basis of accounting;
revenues are recorded when earned and expenses are recorded when incurred.
Budgetary control is maintained at the department level within each fund. The City also maintains an
encumbrance accounting system budgetary control. Estimated purchase amounts are encumbered prior
to the release of purchase orders to vendors. At fiscal year end, all operating budget appropriations
lapse. Open encumbrances are reported as reservations of fund balances at fiscal year end.
Budgetary Data: Annual budgets are legally adopted for all funds on a basis consistent with generally
accepted accounting principles, except for the following funds for which no budget is proposed for FY
2025/26:
Special Revenue Funds:
Community Benefit Project Fund AD 93-1 Masi Commerce Center
Etiwanda No. Equestrian Facilities AB 2928 Traffic Congestion Relief
Proposition 1B State Funding Drug Abatement Act
CFD 2017-01 No. Etiwanda LMD #5 Andover
CFD 2018-01 Capital Reserve Fire Technology Fee
Various Drainage Funds Various Grant Funds
Capital Projects Funds:
AD 82-1, AD 84-1 CFDs 2000-01, 2003-01, 2006-01
Enterprise Funds:
RCMU Capital Replacement RCMU Cap and Trade
Second Story and Beyond ® Sports Complex
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Budget Process Flow Chart
PAGE 141
The following Flow Chart describes the City’s annual budget process.
June 26, 2025 June 19, 2025 June
May 28, 2025 April/May April
FINANCE
Analyze and Project
Revenue Estimates
BUDGET
KICK-OFF
FINANCE
Present Mid-Year
Budget Review
DEPARTMENTS
Submit Budget
Requests to Finance
Department
FINANCE
Review and Analyze
Budget Requests/
Finalize Revenue
Projections
CITY MANAGER/
FINANCE
Budget Meetings with
Departments
FINANCE
Prepare Proposed
Budget
CITY COUNCIL/
CITY MANAGER
Conduct Budget
Study Session
ENGINEERING/
PUBLIC WORKS
MPP presented to
Planning Commission
CITY COUNCIL
Hold Public Hearing
and Adopt Budget
CITY MANAGER
Submit Proposed
Budget to City Council
Early January
February February/March
January February
PAGE 142
SUMMARIES OF
FINANCIAL DATA
PAGE 143
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Financial Summary – Operating Budget
PAGE 144
2024/25 2025/26
2023/24 Adopted Adopted
Actual Budget Budget
Revenues By Category:
Taxes 147,017,507$ 157,090,830$ 165,250,725$
Licenses & Permits 6,037,150 6,061,570 6,320,198
Fines & Forfeitures 1,122,789 1,020,160 1,074,160
Use of Money & Property 10,941,046 1,446,180 1,651,870
Charges for Services 6,338,318 6,697,530 6,981,394
Intergovernmental 6,880,078 293,500 603,690
Other 6,026,460 6,314,500 6,519,440
Transfer In 7,413,545 8,717,180 9,232,984
Total Revenues 191,776,893$ 187,641,450$ 197,634,461$
Expenditures By Department:
Governance:
City Council 112,432$ 137,920$ 159,710$
City Clerk (860) 2,010 4,060
City Treasurer 36,304 36,350 38,610
City Management 1,207,493 1,297,150 1,713,587
Economic Development/Business License 1,941,966 1,835,890 2,243,990
Total Governance 3,297,335$ 3,309,320$ 4,159,957$
Engagement & Special Programs
Healthy RC 642,433$ 676,350$ 602,420$
Community Affairs 542,229$ 574,750$ 550,010$
Engagement & Special Programs -$ -$ 820,460$
Municipal Utility -$ -$ 14,790$
Total Engagement & Special Programs 1,184,662$ 1,251,100$ 1,987,680$
Public Safety:
Fire District 57,280,210$ 65,551,810$ 65,237,120$
Police 48,791,831 53,649,090 56,498,609
Total Public Safety 106,072,041$ 119,200,900$ 121,735,729$
Community Programs
Records Management 647,947$ 934,000$ 721,500$
Community Services 7,878,691 9,775,865 10,910,177
Animal Care & Services 3,619,027 3,756,930 4,108,620
Library Services 5,143,619 6,041,200 6,198,659
Total Civic and Cultural Services 17,289,284$ 20,507,995$ 21,938,956$
Administrative Services:
Administration/General Government 9,269,340$ 9,243,215$ 9,717,452$
Finance 2,022,486 2,229,720 2,091,000
Human Resources 1,305,645 1,599,110 1,550,150
Innovation and Technology 11,195,817 5,336,270 5,657,018
Total Administrative Services 23,793,288$ 18,408,315$ 19,015,620$
Community Development
Building & Safety/Community Improvement 3,269,182$ 3,849,090$ 3,589,169$
Engineering Services 2,747,934 3,604,950 4,041,240
Planning 3,484,220 3,136,390 2,835,970
Public Works Services 13,778,802 13,693,210 14,183,694
Total Economic and Community
Development 23,280,138$ 24,283,640$ 24,650,073$
Total Expenditures 174,916,748$ 186,961,270$ 193,488,015$
Excess of Revenues Over (Under) Expenditures 16,860,145$ 680,180$ 4,146,446$
See Notes to Financial Summary
Description
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Financial Summary – All Funds
PAGE 145
2024/25 2025/26
2023/24 Adopted Adopted
Actual Budget Budget
Revenues By Category:
Taxes 217,829,171$ 196,444,120$ 205,046,127$
Licenses & Permits 6,254,476 6,173,600 6,439,728
Development Fees 7,971,582 6,050,310 7,959,434
Fines & Forfeitures 1,143,685 1,039,350 1,093,350
Use of Money & Property 33,064,089 2,385,100 2,603,480
Charges for Services 27,803,463 30,019,630 30,874,254
Intergovernmental 25,781,728 22,156,584 24,293,245
Other 25,592,097 13,009,730 10,924,910
Transfer In 37,126,786 13,916,390 15,752,515
Total Revenues 382,567,077$ 291,194,814$ 304,987,043$
Expenditures By Department:
Governance:
City Council 112,432$ 137,920$ 159,710$
City Clerk (860) 2,010 4,060
City Treasurer 36,304 36,350 38,610
City Management 1,211,693 1,338,150 2,671,075
Economic Development/Business License 3,008,371 3,045,050 4,630,013
Total Governance 4,367,940$ 4,559,480$ 7,503,468$
Engagement & Special Programs
Healthy RC 642,433$ 676,350$ 602,420$
Community Affairs 542,229 574,750 550,010
Engagement & Special Programs - - 820,460
Municipal Utility 18,739,404 27,054,860 27,106,470
Total Engagement & Special Programs 19,924,066$ 28,305,960$ 29,079,360$
Public Safety:
Fire District 70,908,231$ 70,458,780$ 96,368,630$
Police 49,885,282 61,497,720 63,817,492
Total Public Safety 120,793,513$ 131,956,500$ 160,186,122$
Community Programs
Records Management 647,947$ 934,000$ 721,500$
Community Services 8,788,306 12,619,285 12,545,129
Animal Care & Services 3,619,717 3,757,800 4,109,483
Library Services 9,247,287 19,544,540 10,064,371
Total Civic and Cultural Services 22,303,257$ 36,855,625$ 27,440,483$
Administrative Services:
Administration/General Government 59,234,608$ 30,163,105$ 20,328,568$
Finance 2,022,486 2,229,720 2,103,800
Human Resources 1,305,645 1,599,110 1,550,150
Innovation and Technology 11,195,817 5,336,270 7,526,018
Total Administrative Services 73,758,556$ 39,328,205$ 31,508,536$
Community Development
Building & Safety/Community Improvement 3,307,902$ 3,917,760$ 5,316,147$
Engineering Services 39,706,562 61,839,710 25,468,947
Planning 4,314,291 5,764,870 3,061,391
Public Works Services 26,087,708 27,310,060 62,813,839
Total Economic and Community
Development 73,416,463$ 98,832,400$ 96,660,324$
Total Expenditures 314,563,795$ 339,838,170$ 352,378,293$
Excess of Revenues Over (Under) Expenditures 68,003,282$ (48,643,356)$ (47,391,250)$
See Notes to Financial Summary
Description
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Notes to Financial Summary
PAGE 146
The accompanying Financial Summary reports provide a snapshot of the City of Rancho Cucamonga,
California’s operating budget and the budget for the organization as a whole. The City’s operating budget
is comprised of the General Fund (Fund 001), the Fire District Operational Funds (Funds 281, 282, and
283), and the Library Fund (Fund 290).
Financial Summary – Operating Budget:
2023/24 Actual: Total revenues for the operating budget exceeded the adopted budget by a net amount
of $16.86M. Virtually all revenue categories, except for fines and forfeitures, exceeded expectations.
Fines and forfeitures were only slightly lower than the adopted budget, falling short by $80,000.
The actual tax revenue exceeded expectations by $2.34 million, reaching a total of $147M. The primary
driver of the increase in actuals over the adopted budget was sales taxes, which at the end of the fiscal
year were stronger than anticipated due to a combination of factors, including the uncertainty about
consumer spending based on available sales tax data and concerns that economic pressures might
subdue the general consumer at the time the budget was adopted. However, those initial forecasts didn’t
formulate and taxable sales for the year remained overall on par with the prior fiscal year. Next were
franchise fees, which increased by a net of $116,800 over the adopted budget, due to a slight increase
in sales by gas and electric franchises. Another notable tax revenue is transient occupancy taxes, which
amounted to $5.05 million. It was on par with the adopted budget, but represented a $100,000 increase
over the previous year indicating moderate continuing growth in travel to the City.
Licenses & permits encompassed revenue sources from multiple departments but are predominately
business licenses and building permits. Combined, these two revenue sources increased by nearly
$337,570, compared to the adopted budget. Building permit revenues can fluctuate year to year based
on economic activity and the timing of issuance and collection. Combined with growth in business license
revenue, these trends reflect strong local economic conditions and increased business activity, resulting
in slightly higher overall revenue from licenses & permits.
Combined, expenditures and transfers out from the operating budget were lower than the adopted
budget by a net amount of $16.9 million, resulting in total expenditures and transfers of $174.91 million.
Most of the savings were achieved through personnel service costs, which in total amounted to
approximately $8.2 million. For the City, these savings exist in every division but were heavier in the
Community Services, Animal Care & Services, and Public Works departments. Additionally, there were
lower than expected costs for contract services, which is part of operations & maintenance, compared to
the adopted budget. For the operating funds, the adopted budget for contract services amounted to
$83.6 million, of which police services comprised almost $50.2 million for the contracted services from
the San Bernardino County Sheriff's Department. The City incurred savings of approximately $3.3 million
for personnel credit when public safety positions were unable to work or when vacancies occurred.
2024/25 Adopted and 2025/26 Preliminary: The City adopts a balanced Budget for the operating funds.
In line with this objective, the General Fund successfully adopted balanced budgets for Fiscal Year
2024/25, while the Library Fund is expected to contribute $600,000 to the fund balance based on
projected revenues and expenditures. The Fire District, which includes the Fire District’s General Fund
and Community Facility Districts (CFD) Nos. 85-1 and 88-1 will adopt a balanced budget; however, CFD
No. 85-1 Fund will utilize $950,080 from reserves to support operations and capital improvements in
order to do so.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Notes to Financial Summary
PAGE 147
Similarly, for the Fiscal Year 2025/26, the General Fund will adopt a balanced budget, and the Library
Fund is forecasted to contribute $649,000 to reserves. As a whole, the Fire District will adopt a balanced
budget and contribute approximately $3.4 million to capital reserves and fund balance reserves. As a
note, both CFDs 85-1 and 88-1 are recommended to increase their levy of special taxes by 7% for Fiscal
Year 2025/26 to offset escalating costs of providing fire suppression and prevention services in their
respective districts.
The overall revenue budget projected for the Fiscal Year 2025/26 is expected to increase by a net of
$11.02 million. The components of that increase reflect numerous assumptions and expectations by
revenue source, as well as funds.
For instance, total taxes are forecasted to increase by $8.2 million for Fiscal Year 2025/26. Taxes for the
Fire District and Library Fund consist solely of property tax-related revenues. The growth reflects a
forecasted 4.13% in assessed valuation and, specifically for the Fire District, changes in the allocation of
RPTTF funds that are balanced between operations and planned capital improvements. Additionally,
CFDs No. 85-1 and 88-1 are recommended to increase their special tax levy by 7%, as previously noted.
In contrast, the City General Fund’s taxes encompass multiple revenue sources, including property tax,
sales tax, transient occupancy tax, franchise fees, and other miscellaneous taxes. The primary driver of
growth for taxes in the General Fund is due to property taxes in-lieu of VLF, which is forecasted to grow
by $1.08 million to $26,399,770 based on assumptions from the City’s property tax consultants; sales
tax, which is forecasted to increase to approximately $40.9 million from a $39.0 million projection in the
previous year due to moderately increasing sales activity and additional businesses coming online in the
City.
Additionally, transient occupancy taxes are expected to increase to approximately $7.0 million from a
projected $5.8 million in FY 2024/25. This is due to the passage of the City’s Measure Q in November
2024, which increases the city’s TOT rate from 10% (last updated in 1983) to 12%.
Total expenditures are projected to increase by $6.5 million for Fiscal Year 2025/26, primarily due to
changes in personnel services and operations and maintenance budgets.
Personnel services are projected to increase by $5.1 million for Fiscal Year 2025/26. This is largely due
to the addition of several personnel throughout the City, Library, and Fire District and ongoing increases
in personnel costs related to labor negotiations, including COLAs and merit increases. Additionally, Fire
CFD 85-1 is anticipating a higher contribution of personnel expenses at $12.01 million for FY 2025/26.
Operations and maintenance costs are expected to increase by $1.8 million, representing a slight increase
in the General Fund of approximately $3.9 million and a slight decrease in the Fire Fund of about $2.4
million. The City’s increase is primarily due to additional contract services for maintenance projects
throughout the City and additional professional services related to ongoing staffing shortages.
Furthermore, the City is anticipated to contribute approximately $2.3 million to the law enforcement
reserve in anticipation of higher Sheriff’s Contract costs anticipated later in FY 2025/26.
Financial Summary – All Funds:
2023/24 Actual: In terms of overall revenue, receipts exceed expectations by approximately $55 million
across All Funds compared to the adopted budget. Out of this total amount, $16.86 million has already
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Notes to Financial Summary
PAGE 148
been discussed in within the Operating Budget section. The highlight of some significant items in the
other funds is discussed below.
The use of money & property exceeded the expected budget by $13.68 million, primarily driven from
stronger investment returns in the City and Fire District’s portfolio as well as slightly higher sales of
assets.
Receipts for intergovernmental revenues were under expectations by $46.8 million. This was largely
driven by receipts for the Etiwanda Grade Separation, which saw grant funding suspended in FY 2023/24.
As this category primarily consists of reimbursement grants, it is common for the timing of receipts to
result in a shortfall when compared to the budget.
Revenues from development impact fees exceeded expectations by $1.7 million, driven by business
growth and development within the City. Key industrial developments near the end of the fiscal year
contributed significantly to these increases.
Transfers in also exceeded expectations by $18.5 million, fueled heavily by the transfers between the
Library, Capital Reserve, and Federal Grant funds to the Second Story and Beyond Capital Fund and
transfers between the Fire Funds.
Expenditures resulted in a net variance of $39.44 million below expectations, of which $16.9 million was
addressed in the operating budget section. Consistent with prior years, the deviation with funds other
than the operation funds is due to changes in specialized operations and capital projects.
Capital Projects tend to significantly change from the adopted budget, particularly with multiyear
projects, due to project timing. In Fiscal Year 2023/24, there were several major capital projects with
significant variances from the adopted budget, namely the Etiwanda Grade Separation project mentioned
above.
2024/25 Adopted and 2025/26 Preliminary: The analysis of the budget for the operating funds provided
earlier is a portion of the City’s and Fire District’s overall budgets. In addition, the City has other funds,
which primarily include budget resources for future and planned capital projects. The City’s approach to
capital projects involves setting aside resources in dedicated funds to finance these projects. This means
that the revenues allocated to capital projects may not align perfectly with the expenditures in any given
fiscal year. Depending on the level of capital improvement activity, expenditures for All Funds can exceed
revenues, resulting in a deficit for that particular year.
In the FY 2024/25 Adopted Budget, funding was allocated for several large capital projects, including
those discussed in the Fiscal Year 2023/25 Actual analysis, as well as the Westside Library Expansion
Project representing approximately $11.5 million in the Library Capital Fund and the city’s capital reserve
fund. The courtyard renovations at the Victoria Gardens Cultural Center, representing approximately $6
million in funding from the City’s capital reserve fund and development impact fees.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Budget Summary
PAGE 149
Fire District Operating Other
General Operating Library Budget* General
Fund Funds Fund Subtotal Funds
Estimated Spendable Fund Balances
July 1, 2025 51,952,760$ 59,156,517$ 10,235,882$ 121,345,158$ 92,094,725$
Estimated Revenues:
Taxes
Property Tax**39,840,047$ 59,142,090$ 6,546,427$ 105,528,564$ -$
Sales Tax 42,148,173 - - 42,148,173 -
Transient Occupancy Tax 7,000,000 - - 7,000,000 -
Admissions Tax - - - - -
Franchise Fees 10,573,988 - - 10,573,988 -
Subtotal-Taxes 99,562,208 59,142,090 6,546,427 165,250,725 -
Licenses & Permits 6,320,198 - - 6,320,198 39,130
Fines & Forfeitures 1,066,160 8,000 - 1,074,160 19,190
Use of Money & Property 1,424,370 227,500 - 1,651,870 23,070
Charges for Services 6,889,524 100 91,770 6,981,394 1,007,970
Intergovernmental 600,000 - 3,690 603,690 665,780
Development Fees - - - - -
Other 3,940,510 2,372,930 206,000 6,519,440 1,163,860
Transfer In 2,249,266 6,983,718 - 9,232,984 1,524,340
Total Estimated Revenues 122,052,236$ 68,734,338$ 6,847,887$ 197,634,461$ 4,443,340$
Estimated Expenditures:
Personnel Services 41,931,088$ 44,944,600$ 4,354,232$ 91,229,920$ 2,348,760$
Operations & Maintenance 83,444,918 14,720,430 1,844,427 100,009,775 8,446,541
Capital Outlay 531,200 1,608,000 - 2,139,200 8,987,940
Debt Service 106,450 - - 106,450 -
Cost Allocation (9,137,670) - - (9,137,670) -
Transfer Out 5,176,250 3,964,090 - 9,140,340 110,850
Total Estimated Expenditures 122,052,236$ 65,237,120$ 6,198,659$ 193,488,015$ 19,894,091$
Budgeted Increase (Decrease) in
Spendable Fund Balances -$ 3,497,218$ 649,228$ 4,146,446$ (15,450,751)$
Estimated Spendable Fund Balances,
June 30, 2025 51,952,760$ 62,653,735$ 10,885,110$ 125,491,604$ 76,643,974$
*
**Includes Property Tax In-Lieu of VLF in the amount of $26,399,770 for the General Fund (Fund 001).
The Operating Budget is comprised of the General Fund (Fund 001), Fire District Operational Funds (Funds 281,
282, and 283), and Library Fund (Fund 290).
PAGE 150
Special Capital Internal
Revenue Projects Enterprise Service
Funds Funds Funds Funds Total
247,834,922$ -$ 25,961,290$ 9,308,422$ 496,544,518$
39,690,402$ -$ -$ -$ 145,218,966$
- - - - 42,148,173
- - - - 7,000,000
- - 105,000 - 105,000
- - - - 10,573,988
39,690,402 - 105,000 - 205,046,127
80,400 - - - 6,439,728
- - - - 1,093,350
226,130 - 702,370 - 2,603,440
57,410 - 22,827,480 2,002,280 32,876,534
22,273,775 - 750,000 - 24,293,245
7,934,434 - 25,000 - 7,959,434
1,013,370 - 225,960 - 8,922,630
1,978,331 - 2,909,800 107,060 15,752,515
73,254,252$ -$ 27,545,610$ 2,109,340$ 304,987,003$
8,647,330$ -$ 4,003,475$ 135,320$ 106,364,805$
24,978,221 - 21,495,622 2,633,492 157,563,651
55,771,174 - 3,413,250 5,262,855 75,574,419
5,563,640 - - - 5,670,090
3,059,448 - - - (6,078,222)
1,925,500 - 2,106,860 - 13,283,550
99,945,313$ -$ 31,019,207$ 8,031,667$ 352,378,293$
(26,691,061)$ -$ (3,473,597)$ (5,922,327)$ (47,391,290)$
221,143,861$ -$ 22,487,693$ 3,386,095$ 449,153,228$
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Special Districts Summary
PAGE 152
The City of Rancho Cucamonga has several special districts dedicated to maintaining various aspects of
the City’s community facilities and services. These include multiple Landscape Maintenance Districts
(LMDs), Street Lighting Maintenance Districts (SLDs), and a Park and Recreation District (PD) to service
parks, landscaping, and street lighting, but also other special districts, such as a Benefit Assessment
District (AD) and Community Facilities Districts (CFDs) that provide for debt service and other special
maintenance of public improvements within the City. In addition to their operational funds, some special
districts have capital replacement funds that are allocated funds for large-scale capital projects.
The LMDs were established alongside new development projects in the early years of the City, which
ensured that each district covered the costs of maintaining the infrastructure that benefited the property
owners of the community. Assessments collected for LMDs are allocated only for the maintenance and
operation of the parks and landscaping within each district, such as maintaining turf, ground cover,
plants, trees, landscape lighting, irrigation systems, graffiti removal, hardscapes, playgrounds, and
related facilities.
In a similar manner, SLDs were created several decades ago and are responsible for providing street
lighting coverage throughout the City and planned communities. In specific, the assessments collected
for SLDs are designated for the maintenance and operation of street lights, traffic signals, and related
facilities.
PD-85 was initially established to finance the construction, maintenance, operation, and debt service
payments for Heritage Community Park and Red Hill Community Park. Heritage Community Park spans
40 acres and is located at the southwest corner of Hillside Road and Beryl Street, while Red Hill
Community Park covers 42 acres and is located at the southwest corner of Base Line Road and Vineyard
Avenue. The boundary of PD-85 encompasses the entire City of Rancho Cucamonga, with a few
exceptions. The annual assessments collected for PD-85 are dedicated to ongoing maintenance,
operations, and occasional capital improvements for these parks.
It’s important to note that some of the LMDs, SLDs, and PD-85 are subsidized by the General Fund via
transfers due to concerns about their long-term fiscal sustainability. Those transfers come in two forms:
mandated contributions per the engineer’s report for the portion that is considered a general benefit to
the community (General Benefit Contribution) or per the City’s General Fund Subsidy to Special District
Policy (General Benefit Equivalent Contribution). The former is legally required and is determined per
Proposition 218 provisions. For the City, the only District that has a mandated contribution from the City’s
General Fund is LMD 2, which receives funds for a determined portion that is considered a general benefit
provided within a district and is mandated by law.
LMD 2 was originally formed in when the Victoria area was developed in the 1990’s. At that time, the law
did not require a specific general benefit calculation and apportionment. Subsequently, when the City
took LMD 2, 4 and 6 to a vote in the early 2000’s, to include an inflator to allow assessments to keep
pace with rising costs, the law still did not require a specific general benefit calculation and
apportionment. During those respective elections, LMD 2 was voted down by the residents, and LMD 4
and 6 were approved. The two measures that passed were renamed LMD 4R and 6R. Following the
election, services were reduced in LMD 2. At the same time, the California Courts began reviewing and
series of cases between 2009 and 2013 which pertained to the general benefit requirement. Ultimately,
the Courts determined new LMD measures had to include a specific general benefit calculation by land
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Special Districts Summary
PAGE 153
use category. When LMD 2 was put back in front of the voters, following those court cases, it was
approved and thus contains a legally mandated general benefit subsidy from the General Fund.
In 2016 the City took Measure A for LMD 1 and PD 85, to create new districts with an inflator, to the
voters. That measure also contained a minimum legally required general fund subsidy in the amount of
11%, but it was voted down overwhelmingly by the voters. Subsequently, the City determined that to
subsidize only one district, even if legally required, but not provide a similar equitable amount of funding
to other districts, would be impractical and illogical. Thus, the General Fund Subsidy to Special Districts
Policy was developed. This policy provides for contributions from the General Fund where required by
law, or where no other practical solution exists. It has been utilized to provide a funding subsidy to the
existing Street Light Districts (SLDs) as new SLDs are practically speaking impossible to create and get
voter approval for on existing street lights. It also helps provide an equitable General Fund subsidy to all
landscape districts, if needed because the District is at the maximum allowable assessment, provided the
general benefit equivalent does not exceed 11% of the adjusted total budget. That 11% factor is meant
to provide equity with the east side planned communities; however, the actual subsidy factor is
determined through the annual budget process and might be less than 11% based on the financial needs
of the District or more than 11% when the necessary financial resources exceed that threshold.
The table below provides information on which districts receive either a General Benefit Contribution or
General Benefit Equivalent Contribution, along with the budgeted amounts for Fiscal Year 2025/26.
General Benefit Equivalent Contribution
LMD #1 General City - $158,870
SLD #2 Residential - $146,120
SLD #5 Caryn Community - $22,040
SLD #7 North Etiwanda - $36,050
PD 85 Redemption Fund - $118,420
General Benefit Contribution
LMD #2 Victoria - $373,580
The other types of special districts that provide ongoing maintenance and services include:
• AD 91-2 was created to protect specific properties through the construction of a desilting basin
and drainage channel. The annual assessments for AD 91-2 fund the maintenance of these
basins.
• CFD 2000-03 was established to construct public facilities in the Rancho Summit housing tracts
within the City. The annual assessments from Special Tax B in CFD 2000-03 support the
maintenance of these public facilities, including parks and parkways.
• CFD 2017-01 and CFD 2018-01 were both created to finance the maintenance and operation of
public facilities in new developments. CFD 2018-01 provides services to the community at the
former Empire Lakes Golf Course, and CFD 2017-01 in North Etiwanda has yet to see any
development. These CFDs will cover the maintenance and operation of public facilities, including
parkways, street improvements, and essential infrastructure. Additionally, the CFDs will provide
funding to the LMDs and SLDs that overlap their boundaries to account for the usage and benefits
received by each development.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Special Districts Summary
PAGE 154
• During the Fiscal Year 2022/23, two new special districts were formed. CFD 2022-01 (Street
Lighting Services) was established to finance the operation and maintenance costs of street
lighting. CFD 2022-02 (Industrial Area Services) was created to finance capital and maintenance
that support new industrial development within the City. The Fiscal Year 2023/24 was the first
year that properties were assessed with the boundaries of these new CFDs.
The following is a summary of changes in fund balances for each of the Districts mentioned above. The
summary includes prior years’ actuals for revenues and expenditures, with a break out of support from
the General Fund, along with budgeted revenues and expenditures for Fiscal Years 2024/25 and 2025/26.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Landscape Maintenance Districts, Street Lighting Maintenance Districts, and Other
Maintenance Districts – Changes in Fund Balance
PAGE 155
Fund Balance Actual Support From Actual Fund Balance
Fund #Fund Name 6/30/2023 Revenues General Fund Expenditures 6/30/2024
LA NDSCA PE MA INTENA NCE DISTRICTS
130 LMD #1 GENERAL CITY 1,469,388$ 1,461,448$ 63,030$ 1,587,610$ 1,406,256$
131 LMD #2 VICTORIA 4,099,737 4,330,268 357,110 4,853,667 3,933,448
133 LMD #3B MEDIANS 2,485,857 1,153,641 - 1,057,989 2,581,509
134 LMD #4R TERRA VISTA 7,511,552 3,341,695 - 2,933,886 7,919,361
135 LMD #5 ANDOVER**0 - - - 0
136 LMD #6R CARYN COMMUNITY 883,167 627,384 41,950 661,981 890,520
137 LMD #7 NORTH ETIWANDA 1,068,623 1,093,720 - 1,198,410 963,933
138 LMD #8 SOUTH ETIWANDA 49,614 36,871 - 35,706 50,779
139 LMD #9 LOWER ETIWANDA 1,828,345 872,353 - 700,926 1,999,772
140 LMD #10 RANCHO ETIWANDA 1,551,974 797,201 - 989,734 1,359,441
141 LMD #1 CAPITAL REPLACEMENT 541,731 140,944 - 277,625 405,050
STREET LIGHTING MAINTENANCE DISTRICTS (A)
151 SLD #1 ARTERIAL (2,965,418)$ 887,802$ -$ 845,959$ (2,923,575)$
152 SLD #2 RESIDENTIAL (2,503,478) 349,240 108,660 396,420 (2,441,998)
153 SLD #3 VICTORIA 637,670 412,768 - 223,648 826,790
154 SLD #4 TERRA VISTA (46,593) 171,118 - 142,558 (18,033)
155 SLD #5 CARYN COMMUNITY (390,824) 28,387 21,240 36,627 (377,824)
156 SLD #6 INDUSTRIAL AREA 89,200 142,422 - 78,243 153,379
157 SLD #7 NORTH ETIWANDA (777,712) 110,730 28,150 118,225 (757,057)
158 SLD #8 SOUTH ETIWANDA 1,813,057 170,544 - 91,613 1,891,988
OTHER MAINTENANCE DISTRICTS
838 AD 91-2 REDEMPTION-DAY CANYON 84,724$ 30,081$ -$ 30,511$ 84,294$
847 PD 85 CAPITAL REPLACEMENT 407,428 170,117 - 47,423 530,122
848 PD 85 RED HILL AND HERITAGE PARKS 2,502,694 1,633,402 111,830 1,501,617 2,746,309
868 CFD 2000-03 PARK MAINTENANCE 553,106 586,666 - 488,011 651,761
875 CFD 2017-01 NORTH ETIWANDA 5,391 3,142 - 1,220 7,313
876 CFD 2018-01 EMPIRE LAKES 21,557 1,089,323 - 380,170 730,710
877 CFD 2018-01 CAPITAL RESERVE 270,895 120,605 - - 391,500
878 CFD 2022-01 STREET LIGHTING - - - - -
879 CFD 2022-02 INDUSTRIAL SERVICE - - - - -
(A)
*
**LMD 5 was dissolved by formal action by the City Council during Fiscal Year 2022/23
FY 2023/24
On August 16, 2017,the City Council authorized an advance of $14,400,340 from the General Fund to the Street Lighting Maintenance Districts
Funds to provide funding for the purchase and acquisition of Southern California Edison owned streetlights and the installation of LED lighting to
streetlights, intersections,and bridges.The advance is payable in monthly installments and the final payment will occur in August 2037.Due to the
outstanding advances to the General Fund,the fund balance for a majority of the Street Lighting Districts will be negative until the advances are
repaid in August 2037.Each of these districts receives annual assessments to pay for annual operating expenses,including the debt service for the
advances.These current resources are identified as Spendable Fund Balance and are detailed in the Fund Balance Summaries section of this
document.
In order to accurately present the estimated fund balance in accordance with the City's annual financial report, an adjustment is made to the
budgeted expenditures for payment of interfund principal. Although the interfund principal payments represent an outflow of cash for budgeting
purposes, they do not have an impact on fund balance as reported.
PAGE 156
Estimated Estimated
Estimated Support From Estimated Interfund Fund Balance Budgeted Support From Budgeted Interfund Fund Balance
Revenues General Fund Expenditures Principal*6/30/2025 Revenues General Fund Expenditures Principal*6/30/2026
1,450,760$ 68,190$ 1,586,020$ -$ 1,339,186$ 1,451,490$ 158,870$ 1,610,360$ -$ 1,339,186$
4,268,870 370,940 6,160,050 - 2,413,208 4,396,080 373,580 5,939,285 - 1,243,583
935,270 - 1,154,330 - 2,362,449 935,140 - 1,089,870 - 2,207,719
3,094,340 - 4,576,900 - 6,436,801 3,191,230 - 3,265,007 - 6,363,024
- - - - 0 - - - - 0
609,740 39,540 779,780 - 760,020 628,190 - 609,742 - 778,468
1,017,750 - 1,111,890 - 869,793 1,018,060 - 1,231,285 - 656,568
34,640 - 46,980 - 38,439 34,640 - 48,380 - 24,699
783,480 - 1,345,750 - 1,437,502 806,860 - 2,281,030 - (36,668)
734,580 - 1,086,820 - 1,007,201 755,510 - 903,472 - 859,239
126,650 - 245,820 - 285,880 129,210 - 40,627 - 374,463
888,790$ -$ 1,064,390$ -$ (3,099,175)$ 889,770$ -$ 1,083,323$ -$ (3,292,728)$
483,100 70,200 553,300 - (2,441,998) 485,660 146,120 561,572 - (2,371,790)
384,140 - 299,730 - 911,200 384,140 - 324,654 - 970,686
167,130 - 191,930 9,860 (32,973) 167,130 - 207,610 9,860 (63,593)
44,640 22,040 53,130 - (364,274) 33,680 22,040 55,720 - (364,274)
142,010 - 87,350 - 208,039 142,440 - 88,819 - 261,660
132,760 30,490 160,790 - (754,597) 132,760 36,050 168,809 - (754,596)
81,730 - 123,480 - 1,850,238 81,730 - 143,744 - 1,788,224
26,640$ -$ 28,870$ -$ 82,064$ 26,640$ -$ 29,978$ -$ 78,726$
160,720 - 193,170 - 497,672 163,780 - 293,172 - 368,280
1,366,380 117,420 2,269,210 - 1,960,899 1,366,420 118,420 2,051,238 - 1,394,501
566,700 - 622,200 - 596,261 566,700 - 820,627 - 342,334
3,020 - 1,250 - 9,083 7,160 - 1,254 - 14,989
570,510 - 566,400 - 734,820 599,040 - 591,158 - 742,702
188,000 - - - 579,500 175,000 - - - 754,500
41,030 - 41,060 - (30) 45,080 - 45,120 - (70)
743,590 - 20 - 743,570 794,450 - 20 - 1,538,000
FY 2024/25 FY 2025/26
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PAGE 158
SUMMARIES OF
FINANCIAL DATA
REVENUE SUMMARIES
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Revenue and Resource Estimates
PAGE 159
Revenue projections in the Fiscal Year 2025/26 Adopted Budget are estimated using historical
information, expert analysis, data collected from the State Controller, the State Department of Finance,
the League of California Cities, the San Bernardino County Auditor-Controller’s Office, and numerous
other financial indicators. Utilizing historical revenue data, a general sense of the economic status of the
local community, and other indicators noted above, the City’s budget staff produce a financially
conservative picture of the near future.
Concurrent with the near-term revenue projections, City budget staff, using the same data and historical
data noted above, keep a running five-year forward forecast that we use in conjunction with our near-
term estimates to help guide the agency’s medium—and long-term expenditure planning.
Major Revenues of Funds
Operating Budget. The City’s Operating Budget, which is comprised of the General Fund, Fire District
Operational Funds, and Library Fund, is primarily supported by seven key revenue sources. These key
revenue sources include sales tax, vehicle license fees (VLF and property tax in-lieu of VLF), franchise
fees, property tax, development fees, business licenses, and transient occupancy tax.
Sales tax . California sales tax is imposed on the total retail price of any tangible personal property
(excluding a variety of state mandated exemptions). In contrast, use tax is imposed on the purchaser for
eligible transactions when sales tax has not been collected. The sales and use tax rate in San Bernardino
County is currently 7.75%. Rancho Cucamonga receives 1% from the California Department of Tax and
Fee Administration (CDTFA) for transactions occurring within the City. The City is also allocated a share
of the countywide use tax pool based on its proportionate share of the sales tax generated in San
Bernardino County from online shopping because of the Wayfair decision and implementation of the
marketplace facilitator provision that required out-of-state companies to collect sales tax. The City also
receives its share of the Proposition 172 half-cent public safety sales tax from the County of San
Bernardino in addition to the amount distributed directly by the State and through the countywide pool.
The City works closely with its sales tax consultant, HdL Companies, to help project sales tax revenue.
Based on HDL’s analysis of the trend in year-to-date tax receipts, macroeconomic conditions (done in
collaboration with its partner Beacon Economics), and an examination of local business data, the FY
2025/26 forecast for sales tax revenue is an increase from the FY 2024/25 adopted budget of $1,981,553
or 2%, for a total amount of $42,148,743. The assumptions for that forecast are that general consumer
spending, which comprises about a third of the City’s total sales tax revenues, as well as the restaurant
and hospitality, business and industry, and sales tax allocation pools, grow mildly during FY 2025/26.
Vehicle license fees (VLF and property tax in-lieu of VLF). Most of this revenue source is property
tax in-lieu of VLF and is a result of the VLF for property tax swap of 2004, which was part of the state-
local budget agreement. Then SB89 of 2011 eliminated, effective July 1, 2011, Vehicle License Fee (VLF)
revenue allocated under California Revenue and Taxation Code 11005 to cities. As a part of the
Legislature’s efforts to solve the state’s chronic budget problems, the bill shifted all city VLF revenues to
fund law enforcement grants that previously had been paid by a temporary state tax and – prior to that
– by the State general fund. The City receives a small amount of VLF in Excess from the State, which is
allocated under Revenue and Taxation Code Section 11001.5(b). Half of these revenues go to counties,
and half go to cities apportioned on a population basis.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Revenue and Resource Estimates
PAGE 160
Overall revenues for vehicle license fees (VLF and Property Tax in lieu of VLF) are projected to be
$27,932,622, which is a $1,268,854 or 4.75% increase from the FY 2024/25 budget. Growth in this
revenue source is based on the rise in the City’s assessed valuation of the properties within the City
utilizing projected growth information from the City’s property tax consultant, HdL Coren & Cone.
Franchise fees. The City receives franchise fees for gas, electric, refuse, and cable service providers
within the City as “rent” for the use of the streets and rights of way within our municipality. The
underlying basis for the City’s franchise agreements is gross sales, which are not available to the City for
forecasting purposes. As such, franchise fee revenues are projected utilizing estimated population
increases (based on the State Department of Finance’s population estimates adjusted for the impact of
the projected date of build-out in the City), anticipated rate changes, changes in activities communicated
by the respective service providers, and interpretation of historical revenue trends. For the FY 2025/26,
franchise fees are projected to be $10,564,718, an increase of $694,508, or 7%, from the FY 2024/25
adopted budget. That increase is net of forecasted increases in franchise fees for gas, electrical, and
refuse, which are expected to increase from rate increases that are expected to increase gross sales.
Property tax. Property tax is an ad valorem (value-based) tax imposed on real property such as land,
buildings, and tangible personal property. Property tax revenue is collected by the County of San
Bernardino and allocated according to State law among cities, counties, school districts, and special
districts. Rancho Cucamonga property owners pay a basic tax equal to 1% of the assessed value of real
property. The City’s share of each property tax dollar is approximately $0.0511, or 5.11 cents (shared
between the City General Fund and City Library Fund), and the Fire District’s share of this property tax
dollar is approximately $0.1248, or 12.48 cents, for a total of $0.1759, or 17.59 cents, for the City’s
operating budget. The City works with its property tax consultant to project property tax revenue, an
estimate made with four factors in mind: property turnover rate, pricing and appeals exposure, new
construction activity, and Proposition 13’s annual inflation adjustment. After considering these factors,
the City’s consultant has projected that Rancho Cucamonga’s overall property tax revenue will increase
by 4% citywide.
Development fees. Development fees are collected through the Community Development departments
and are projected based on known or anticipated development projects within the City. Depending on
what phase a project is in for a given fiscal year, the corresponding Building and Safety, Engineering, or
Planning Fees are adjusted accordingly. Based on input received from the Community Development
departments, development fees are projected to increase by $157,650 or 4% (excluding special services
fees) from the FY 2024/25 adopted budget.
Business licenses. The City taxes businesses for the privilege of conducting business within the City.
The amount of the tax is determined based on either gross receipts or gross payroll for the business.
Business Licenses revenues are projected to increase by $108,248 or 3% from the FY 2024/25 adopted
budget due to the improving business climate.
Transient Occupancy Tax (TOT). TOT is a 12% tax applied to the cost of hotel or other lodging stays
of less than 30 days. Factors influencing TOT revenues include business and leisure travel, room rate
increases, and new hotel development. TOT is projected to increase by $1,106,060, or 19%, from the
FY 2024/25 adopted budget, driven primarily by the passage of Measure Q in November 2024, which
increased the TOT rate from 10% to 12% effective in 2025 and is anticipated to generate an additional
$1 million in its first year. The opening of a new hotel further contributes to the projected growth for FY
2025/26.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Revenue Summary by Category – Operating Budget*
PAGE 161
Taxes:
Property Tax**101,093,670$
Sales Tax 40,167,190
Franchise Fees 9,870,210
Transient Occupancy Tax 5,893,940
Admissions Tax 4,170
Subtotal-Taxes 157,029,180
Licenses & Permits 6,076,570
Fines & Forfeitures 1,295,670
Use of Money & Property 1,446,180
Charges for Services 6,627,320
Intergovernmental 285,150
Other 6,164,200
Transfer In 7,686,920
Total Operating Budget 186,611,190$
*Operating Budget is comprised of the General Fund (Fund 001), Fire District Operational
Funds (Funds 281, 282, and 283), and Library Fund (Fund 290).
**Includes Property Tax In-Lieu of VLF in the amount of $26,399,770 for the General Fund
(Fund 001).
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Revenue Summary by Category – Operating Budget
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Revenue Summary by Category – All Funds
PAGE 172
Taxes
66.47%Licenses & Permits
2.09%
Fines & Forfeitures
0.35%
Use of Money &
Property
0.84%
Charges for Services
13.32%
Intergovernmental
7.88%
Development Fees
0.04%
Other
3.90%Transfer In
5.11%
Taxes 205,046,127$
Licenses & Permits 6,439,728
Fines & Forfeitures 1,093,350
Use of Money & Property 2,580,370
Charges for Services 41,092,088
Intergovernmental 24,293,245
Development Fees 125,000
Other 12,015,090
Transfer In 15,777,515
Total All Funds Budget 308,462,513$
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Revenue Summary by Category – All Funds
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Revenues by Fund
PAGE 208
2023/24
Actuals
2024/25
Adopted
Budget
2025/26
Adopted
Budget
CITY OF RANCHO CUCAMONGA
GENERAL FUND
F001 - General Fund 122,062,660$ 115,368,260$ 122,052,236$
TOTAL GENERAL FUND 122,062,660$ 115,368,260$ 122,052,236$
OTHER GENERAL FUNDS
F003 - Parking Citation Reimbursement 139,698$ 119,920$ 119,920$
F006 - CVWD Reimbursement 370,587 529,860 529,860
F016 - Commmunity Development Technical Services 526,129 407,970 407,970
F017 - Law Enforcement Reserve 406,132 - -
F018 - Traffic Safety 405,559 399,650 399,650
F020 - City Technology Fee 460,568 427,270 600,000
F022 - Mobile Home Park 42,741 32,750 40,250
F023 - Accessibility Compliance Fund 58,272 47,710 47,710
F025 - City Capital Reserve 5,402,874 2,297,980 2,297,980
F030 - Community Benefit Project 290,009 1,000,000 -
F073 - Benefits Contingency 168,634.00 - -
TOTAL OTHER GENERAL FUNDS 8,271,202$ 5,263,110$ 4,443,340$
SPECIAL REVENUE
F100 - Assessment Districts Administration 747,739$ 697,640$ 697,640$
F105 - AB 2766 Air Quality Improvement 263,420 232,020 232,020
F106 - MSRC Air Pollution Reduction Grant 10,000 - -
F109 - Public Art Trust Fund 29,057 100,000 100,000
F110 - Beautification 27,540 - -
F111 - Development Impact Fee - Park Land Acquisition 1,550,457 487,180 650,000
F112 - Development Impact Fee - Drainage Facilities 388,910 100,000 151,870
F113 - Development Impact Fee - Community and Recreation Centers 711,891 417,370 417,370
F114 - Development Impact Fee - Drainage San Sevaine 25,965 - 10,940
F115 - Development Impact Fee - Drainage Henderson/Wardman 28,908 - -
F116 - Development Impact Fee - Drainage Etiwanda 104,757 - 13,050
F118 - Development Impact Fee - Drainage Upper Etiwanda 29,369 - -
F119 - Development Impact Fee - Park Improvement 1,089,349 413,210 507,124
F120 - Development Impact Fee - Park Development 356,246 - -
F122 - Development Impact Fee - Drainage South Etiwanda 87,697 - -
F123 - Development Impact Fee - Library 273,500 139,350 139,350
F124 - Development Impact Fee - Transportation 8,200,707 3,923,070 5,776,080
F125 - Development Impact Fee - Animal Center 70,921 45,130 45,130
F126 - Development Impact Fee - Drainage Lower Etiwanda 63,230 - -
F127 - Development Impact Fee - Police 178,883 125,000 125,000
F128 - Etiwanda North Equestrian Facility 34,830 - -
F129 - Underground Utilities 795,852 - -
F130 - LMD 1 General City 1,524,478 1,586,020 1,610,360
F131 - LMD 2 Victoria Neighborhood Parks 4,687,378 4,639,810 4,769,660
F133 - LMD 3B Commercial/Industrial 1,153,641 935,270 935,140
F134 - LMD 4-R Terra Vista Planned Community 3,341,695 3,094,340 3,191,230
F136 - LMD 6-R Caryn Planned Community 669,334 649,280 628,190
F137 - LMD 7 North Etiwanda 1,093,720 1,017,750 1,018,060
F138 - LMD 8 South Etiwanda 36,871 34,640 34,640
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Revenues by Fund
PAGE 209
2023/24
Actuals
2024/25
Adopted
Budget
2025/26
Adopted
Budget
F139 - LMD 9 Lower Etiwanda 872,353 783,480 806,860
F140 - LMD 10 Rancho Etiwanda 797,201 734,580 755,510
F141 - LMD 1 Capital Replacement 140,944 126,650 129,210
F150 - SLD General Services 218,178 354,620 354,620
F151 - SLD 1 Arterials 887,802 888,790 889,770
F152 - SLD 2 Local Streets 457,900 553,300 631,780
F153 - SLD 3 Victoria Planned Community 412,768 384,140 384,140
F154 - SLD 4 Terra Vista Planned Community 171,118 167,130 167,130
F155 - SLD 5 Caryn Planned Community 49,627 66,680 55,720
F156 - SLD 6 Commercial Industrial 142,422 142,010 142,440
F157 - SLD 7 North Etiwanda 138,880 163,250 168,810
F158 - SLD 8 South Etiwanda 170,544 81,730 81,730
F174 - Highway Users Tax Account 5,071,405 4,782,740 4,782,740
F176 - Measure I 1990-2010 3,163 - -
F177 - Measure I 2010-2040 5,351,123 4,698,330 4,807,330
F179 - Road Maintenance and Rehabilitation Account 4,910,108 4,464,850 4,464,850
F181 - SB 1 Trade Corridor Enhancement Program 4,415,296 - 614,680
F188 - Integrated Waste Management 2,457,489 1,990,920 1,990,920
F195 - State Asset Seizure 2,525 - -
F196 - State Asset Seizure 15%3,124 2,680 2,680
F198 - Citywide Infrastructure Improvement 10,825,241 - 750,000
F199 - Industrial Area Traffic Fund 2,977,652 - -
F204 - Community Development Block Grant 827,507 2,638,810 1,472,440
F214 - Transportation Development Act - 618,620 1,356,070
F225 - CalRecyle Grant 8,589 43,700 43,700
F227 - Used Oil Recycling Program 2,528 23,680 23,680
F274 - State Grants Fund 2,992,113 2,577,434 3,243,842
F275 - Federal Grants Fund 63,363 1,831,550 1,831,550
F340 - Drug Abatement Act 1,256 - -
F354 - Citizen's Option for Public Safety (COPS) Program 545,944 490,390 490,390
F361 - Justice Assistance Grant (JAG) Grant 75,777 35,070 35,073
F380 - Homeland Security Grant 70,792 60,520 60,890
F383 - Emergency Management Performance Grant (EMPG)(4) 25,340 21,250
F392 - Opioid Settlement Fund 12,998 10,620 144,329
F396 - Housing Successor Agency 211,801 12,000 12,000
F399 - Enhanced Infrastructure Financing District 333,552 395,760 980,022
F506 - Tax Allocation Bonds-Special 24,776,731 - -
F677 - Rd Obligation Retirement Fund 27,848,534 - -
F812 - CFD 88-2 Etiwanda/Highland (13,521) - 860
F820 - CFD 2004-01 2,651,316 2,350,680 2,350,680
F838 - AD 91-2 Day Canyon Drainage Basin 30,081 26,640 26,640
F847 - PD-85 Capital Replacement Fund 170,117 160,720 163,780
F848 - PD-85 Red Hill and Heritage Parks 1,633,402 1,483,800 1,484,840
F852 - CFD 2000-01 78,863 33,280 -
F856 - CFD 2000-02 553,804 528,170 -
F858 - CFD 2000-03 612,258 566,120 566,120
F860 - CFD 2001-01 Series A 710,119 670,450 670,450
F862 - CFD 2001-01 Series B 64,953 61,470 61,470
F864 - CFD 2003-01 Series A 1,437,936 1,274,850 1,300,350
F866 - CFD 2003-01 Series B 235,030 217,620 221,970
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Revenues by Fund
PAGE 210
F868 - CFD 2000-03 Park Maintenance 586,666 566,700 566,700
F870 - CFD 2006-01 311,029 288,970 288,970
F872 - CFD 2006-02 200,593 183,170 183,170
F875 - CFD 2017-01 North Etiwanda 3,142 3,020 7,160
F876 - CFD 2018-01 Empire Lakes 1,089,323 570,510 599,040
F877 - CFD 2018-01 Capital Reserve 120,605 188,000 175,000
F878 - CFD 2022-01 Street Lighting - 41,030 45,080
F879 - CFD 2022-02 Industrial Service - 743,590 794,450
TOTAL SPECIAL REVENUES 136,300,405$ 57,745,244$ 62,255,740$
ENTERPRISE FUNDS
F314 - SSAB Sustaining Fund 36,830$ 300,000$ 100,000$
F700 - Sports Complex 2,199,975 2,708,910 2,882,670
F705 - Municipal Utility 20,582,637 21,991,220 22,241,140
F706 - Utility Public Benefit Fund 242,516 300,000 496,000
F708 - RCMU Capital Replacement Fund 364,612 - -
F709 - California ARB Cap-and-Trade 1,400,901 750,000 750,000
F710 - Second Story and Beyond 338,067 997,300 669,350
F711 - Fiber Optic Network 837,954 404,950 406,450
TOTAL ENTERPRISE FUNDS 26,003,492$ 27,452,380$ 27,545,610$
LIBRARY FUNDS
F290 - Library Fund 6,657,092$ 6,641,200$ 6,847,887$
F291 - California State Library 5,639 20,000 20,000
F292 - Staff Innovation Fund 12,374 - -
F329 - Library Capital Fund 2,514,553 2,836,990 2,836,982
TOTAL LIBRARY FUNDS 9,189,658$ 9,498,190$ 9,704,869$
INTERNAL SERVICE FUNDS
F712 - Equipment and Vehicle Replacement 1,528,138$ 1,352,290$ 1,352,290$
F714 - Computer Equipment and Technology Replacement 1,386,381 757,050 757,050
TOTAL INTERNAL SERVICE FUNDS 2,914,519$ 2,109,340$ 2,109,340$
TOTAL CITY OF RANCHO CUCAMONGA 304,741,937$ 217,436,524$ 228,111,135$
R.C. FIRE PROTECTION DISTRICT
SPECIAL REVENUE
F281 - Fire Fund 50,290,201$ 50,967,920$ 53,042,000$
F282 - Community Facilities Dist 85-1 9,868,212 10,365,820 12,310,304
F283 - Community Facilities Dist 88-1 2,898,728 3,267,990 3,382,034
F284 - Fire Ambulance Services - 1090180.00 -
F285 - Fire Technology Fee 6,156 170 690
F288 - Fire Protection Capital Fund 14,733,560 8,140,880 8,140,880
TOTAL SPECIAL REVENUE 77,796,857$ 73,832,960$ 76,875,908$
TOTAL R.C. FIRE PROTECTION DISTRICT 77,796,857$ 73,832,960$ 76,875,908$
TOTAL ALL FUNDS 382,538,794.00$ 291,269,484.00$ 304,987,043.00$
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SUMMARIES OF
FINANCIAL DATA
EXPENDITURE SUMMARIES
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Expenditure Summary by Department – Operating Budget*
PAGE 213
Governance 1,915,967$
Engagement and Special Programs 1,972,890
Police 56,988,128
Fire District 60,059,940
Animal Services 4,108,620
Records Management 721,500
Community Services 10,858,677
Library Services 6,198,659
Administrative Services 9,505,789
Finance 2,091,000
Human Resources 662,880
Organizatinal Development 887,270
Innovation and Technology 5,657,018
Economic and Community Development 2,243,990
Planning 2,836,251
Building and Safety Services 3,589,169
Engineering Services 4,612,420
Public Works Services 13,612,514
Total Operating Budget 188,522,682$
*Operating Budget is comprised of the General Fund (Fund 001), Fire District Operational Funds
(Funds 281, 282, and 283), and Library Fund (Fund 290).
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
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Fiscal Year 2025/26 Adopted Budget
Expenditure Detail – Operating Budget
PAGE 223
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Expenditure Summary by Department – All Funds
PAGE 224
Governance 2,873,455$
Engagement & Special Programs 27,158,300
Police 64,404,990
Fire District 78,920,720
Animal Services 4,108,620
Records Management 721,500
Community Services 12,558,319
Library Services 8,307,785
Administrative Services 20,116,905
Finance 2,103,800
Human Resources 662,880
Organizational Development 887,270
Innovation and Technology 5,701,018
Economic and Community Development 4,630,013
Planning 3,061,391
Building and Safety Services 5,316,147
Engineering Services 24,464,237
Public Works Services 55,401,809
Total All Funds Budget 321,399,159$
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Expenditure Summary by Category – All Funds
PAGE 225
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Fiscal Year 2025/26 Adopted Budget
Expenditure Detail – All Funds
PAGE 226
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Fiscal Year 2025/26 Adopted Budget
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Fiscal Year 2025/26 Adopted Budget
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Fiscal Year 2025/26 Adopted Budget
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PAGE 233
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Fiscal Year 2025/26 Adopted Budget
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Fiscal Year 2025/26 Adopted Budget
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
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Fiscal Year 2025/26 Adopted Budget
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Fiscal Year 2025/26 Adopted Budget
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Fiscal Year 2025/26 Adopted Budget
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
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Fiscal Year 2025/26 Adopted Budget
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Fiscal Year 2025/26 Adopted Budget
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
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PAGE 249
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
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Fiscal Year 2025/26 Adopted Budget
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
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Fiscal Year 2025/26 Adopted Budget
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Fiscal Year 2025/26 Adopted Budget
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Fiscal Year 2025/26 Adopted Budget
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Fiscal Year 2025/26 Adopted Budget
Expenditure Detail – All Funds
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Expenditure Detail – All Funds
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Expenditure Detail – All Funds
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Expenditure Detail – All Funds
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
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Fiscal Year 2025/26 Adopted Budget
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Fiscal Year 2025/26 Adopted Budget
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Fiscal Year 2025/26 Adopted Budget
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Fiscal Year 2025/26 Adopted Budget
Expenditure Detail – All Funds
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Fiscal Year 2025/26 Adopted Budget
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
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PAGE 284
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Expenditure Detail – All Funds
PAGE 285
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
General Fund Expenditures by Cost Center
PAGE 286
2023/24
Actuals
2024/25
Adopted
Budget
2025/26
Adopted
Budget
CITY OF RANCHO CUCAMONGA
F001 - GENERAL FUND
COST CENTER
CC001 - Non-Departmental General 7,354,404$ 8,311,685$ 9,330,132$
CC002 - Non-Departmental Personnel 190,291.82 202,350.00 193,220.00
CC101 - City Council 112,431.94 137,920.00 159,710.00
CC102 - City Management 1,207,492.59 1,297,150.00 1,713,587.00
CC103 - City Clerk (860.00) 2,010.00 4,060.00
CC104 - Animal Care And Services 3,619,027.05 3,756,930.00 4,108,620.00
CC106 - Records Management 647,946.67 934,000.00 721,500.00
CC107 - Healthy RC Program 642,432.51 676,350.00 602,420.00
CC108 - Community Affairs 542,229.37 574,750.00 550,010.00
CC109 - Engagement and Special Programs - - 820,460.00
CC201 - Administrative Services Administration 305,166.00 457,420.00 13,150.00
CC204 - Business Licensing 243,981.92 - -
CC205 - City Facilities 1,157,474.30 - -
CC206 - Finance 1,772,813.86 1,905,390.00 1,769,340.00
CC209 - Innovation and Technology Services 11,195,817.31 5,336,270.00 5,657,018.00
CC210 - Human Resources 806,938.90 1,003,150.00 662,880.00
CC211 - Procurement 249,672.12 324,330.00 321,660.00
CC212 - Organizational Development 498,705.94 595,960.00 887,270.00
CC213 - Treasury Management 36,304.07 36,350.00 38,610.00
CC217 - City Telecommunications 262,003.18 271,760.00 180,950.00
CC301 - Economic Development 1,697,983.65 1,835,890.00 2,243,990.00
CC302 - Building & Safety 2,215,336.07 2,521,500.00 2,385,169.00
CC303 - Engineering Administration 519,348.47 586,180.00 774,400.00
CC304 - Municipal Utility - - 14,790.00
CC305 - Engineering Land Development 1,117,568.38 1,586,020.00 1,655,930.00
CC306 - NPDES 493,992.31 544,870.00 571,180.00
CC307 - Engineering Project Management 746,189.54 1,017,450.00 1,178,070.00
CC308 - Engineering Traffic Management 364,827.46 415,300.00 432,840.00
CC310 - Public Works Administration - - 392,770.00
CC312 - Facilities Maintenance 5,385,065.01 5,095,740.00 5,498,290.00
CC314 - Planning 3,462,209.42 3,115,180.00 2,811,980.00
CC315 - Planning Commission 22,010.90 21,210.00 23,990.00
CC317 - City Vehicle and Equipment Maintenance 2,465,586.35 2,111,540.00 2,234,802.00
CC318 - Street Maintenance 2,763,067.68 2,789,280.00 2,295,255.00
CC319 - Park Maintenance 2,671,090.88 3,151,780.00 3,191,397.00
CC322 - Community Improvement 1,053,846.18 1,327,590.00 1,204,000.00
CC401 - Community Services Administration 2,678,686.82 3,759,050.00 3,483,434.00
CC402 - Central Park Operations 1,211,069.46 1,497,845.00 1,907,670.00
CC404 - RC Family Resource Center 9,235.51 9,620.00 51,500.00
CC405 - RC Sports Center 317,022.31 341,750.00 386,820.00
CC406 - Special Events 388,412.35 430,415.00 522,930.00
CC407 - Victoria Gardens Cultural Center 2,548,752.88 2,715,000.00 3,335,373.00
CC408 - Contract Classes 436,379.31 593,730.00 564,070.00
CC409 - Park Services 289,131.87 428,455.00 658,380.00
CC701 - Police 48,791,831.10 53,649,090.00 56,498,609.00
TOTAL GENERAL FUND 112,492,918$ 115,368,260$ 122,052,236$
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
General Fund Expenditures by Cost Center
PAGE 287
2023/24
Actuals
2024/25
Adopted
Budget
2025/26
Adopted
Budget
F290 - LIBRARY FUND
COST CENTER
CC601 - Library Administration 4,936,496$ 5,843,660$ 6,008,889$
CC605 - Library Board Of Trustees 856 2,280 2,390
CC606 - Archibald Library 78,688 62,100 46,660
CC607 - Paul A. Biane Library 129,809 133,160 140,720
CC610 - Second Story and Beyond (2,230) - -
TOTAL F290 - LIBRARY FUND 5,143,619$ 6,041,200$ 6,198,659$
TOTAL CITY OF RANCHO CUCAMONGA 117,636,536.42$ 121,409,460.00$ 128,250,895.00$
R.C. FIRE PROTECTION DISTRICT
F281 - FIRE FUND
Cost Center
CC501 - Fire Administration 19,132,763$ 18,877,250$ 14,205,710$
CC502 - Communications 677,247 728,380 782,830
CC503 - Emergency Management 285,562 387,480 392,880
CC504 - Emergency Medical Services 813,289 1,062,360 1,462,190
CC506 - Fire Prevention 1,540,017 2,036,930 2,064,020
CC508 - Fire Suppression 17,961,758 23,145,010 22,343,000
CC510 - Personnel Development 1,078,683 1,422,510 1,541,360
CC511 - Amethyst Station #171 30,277 42,380 57,830
CC512 - Public Safety Facility #172 55,983 64,920 73,490
CC515 - Banyan Station #175 48,374 55,970 81,390
CC517 - Hellman Station #177 39,849 56,580 65,860
CC520 - All-Risk Training Center 57,575 103,610 110,690
CC525 - Community Relations 163,904 48,490 167,480
CC527 - Fire Vehicle and Equipment Maintenance 1,483,353 1,654,190 2,255,020
CC528 - Special Operations 34,676 51,100 54,680
CC529 - Fire Facilities Maintenance 970,207 1,230,760 1,252,980
TOTAL F281 - FIRE FUND 44,373,516$ 50,967,920$ 46,911,410$
F282 - CFD 85-1
COST CENTER
CC501 - Fire Administration 2,782$ 647,920$ 1,608,000$
CC502 - Communications 479,803 525,880 569,680
CC508 - Fire Suppression 9,386,890 9,940,510 12,323,650
CC513 - Day Creek Station #173 43,518 56,500 55,550
CC514 - Jersey Station #174 91,190 110,720 107,610
CC518 - Town Center Station #178 3,165 38,850 57,020
CC520 - All-Risk Training Center 541 - -
CC527 - Fire Vehicle and Equipment Maintenance 4 - -
TOTAL F282 - CFD 85-1 10,007,892$ 11,320,380$ 14,721,510$
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
General Fund Expenditures by Cost Center
PAGE 288
2023/24
Actuals
2024/25
Adopted
Budget
2025/26
Adopted
Budget
F283 - CFD 88-1
COST CENTER
CC501 - Fire Administration -$ 25,000$ -$
CC502 - Communications 123,756 135,290 146,230
CC508 - Fire Suppression 2,738,983 3,047,420 3,391,670
CC516 - East Ave. Station #176 36,063 55,800 66,300
TOTAL F283 - CFD 88-1 2,898,801$ 3,263,510$ 3,604,200$
TOTAL R.C. FIRE PROTECTION DISTRICT 57,280,210$ 65,551,810$ 65,237,120$
TOTAL ALL FUNDS 174,916,746.18$ 186,961,270.00$ 193,488,015.00$
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Expenditures by Fund
PAGE 289
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Expenditures by Fund
PAGE 290
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Expenditures by Fund
PAGE 291
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Expenditures by Fund
PAGE 292
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Expenditures by Fund
PAGE 293
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Funded Positions by Department - Detail
PAGE 294
ADOPTED ADOPTED PRELIMINARY
2023/24 2024/25 2025/26
GOVERNANCE
Elected Officials
Mayor 1.00 1.00 1.00
Councilmember 4.00 4.00 4.00
City Clerk 1.00 1.00 1.00
City Treasurer 1.00 1.00 1.00
Total Elected Officials 7.00 7.00 7.00
City Management
Administrative Assistant (5)2.00 2.00 1.00
Assistant City Manager 1.00 1.00 1.00
Assistant to the City Manager ***1.00 1.00 -
City Manager 1.00 1.00 1.00
DCM/Administrative Services (6)- - 1.00
DCM/Community Programs 1.00 1.00 1.00
DCM/Community Development (6)- - 1.00
Executive Assistant I 1.00 - -
Executive Assistant II - 1.00 1.00
Senior Executive Assistant 1.00 1.00 1.00
Total City Management 8.00 8.00 8.00
Economic Development
Community Development Technician II (6)- - 1.00
Economic Development Manager (6)**- - -
Executive Assistant I (2,6)- - 0.75
Deputy Director of Economic Development (6)*- - 1.00
Director of Economic Development (6)- - 1.00
Management Aide (6)***- - 0.50
Management Analyst I (6)***- - 1.00
Management Analyst II (6)- - 2.00
Senior Parking Enforcement Officer *- - 1.00
Total Economic Development - - 8.25
Business License
Business License Inspector (6)- - 1.00
Business License Technician (6)- - 1.00
Business License Program Coordinator (6)- - 1.00
Parking & Business License Supervisor *- - 1.00
Total Business License - - 4.00
Engagement & Special Programs
Administrative Assistant (6)- - 1.00
Community Affairs Coordinator 2.00 2.00 2.00
Community Affairs Manager (4)- 0.50 -
Community Affairs Officer 1.00 0.50 1.00
Community Affairs Senior Coordinator 1.00 1.00 1.00
Community Affairs Technician 1.00 1.00 1.00
Community Programs Coordinator 1.00 1.00 1.00
Director of Engagement and Special Programs ***- - 1.00
DEPARTMENT AND POSITION TITLE
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Funded Positions by Department - Detail
PAGE 295
ADOPTED ADOPTED PRELIMINARY
2023/24 2024/25 2025/26DEPARTMENT AND POSITION TITLE
Management Aide 1.00 1.00 0.50
Management Analyst I 2.00 1.00 1.00
Management Analyst II **1.00 2.00 1.00
Management Analyst III (1)*1.00 1.00 2.00
Total Engagement & Special Programs 11.00 11.00 12.50
RCMU
Customer Services Specialist III (6)- - 4.00
Deputy Director of Engineering/Utility Manager (6)- - 1.00
Management Analyst I (6)- - 1.00
Utilities Operations Supervisor (6)- - 1.00
Utilities Operations/Project Manager (6)- - 1.00
Total RCMU - - 8.00
TOTAL GOVERNANCE 26.00 26.00 39.50
PUBLIC SAFETY
Fire District
Administrative Assistant **3.00 2.00 2.50
Business Manager 1.00 1.00 1.00
Captain Specialist 3.00 3.00 3.00
Community Affairs Senior Coordinator 1.00 - -
Community Outreach Specialist - 1.00 1.00
Deputy Fire Marshal - 2.00 2.00
Emergency Management Coordinator 1.00 - -
Emergency Manager - 1.00 1.00
Emergency Management Specialist - 1.00 1.00
Emergency Vehicle Technician *- - 3.00
EMS Administrator 1.00 1.00 1.00
EMS Captain - 1.00 1.00
EMS Quality Improvement Nurse 1.00 1.00 1.00
Executive Assistant II 1.00 1.00 1.00
Field Training Officer 1.00 1.00 1.00
Fire Battalion Chief 4.00 7.00 7.00
Fire Captain 30.00 30.00 30.00
Fire Chief 1.00 1.00 1.00
Fire Deputy Chief 2.00 2.00 2.00
Fire Engineer 30.00 30.00 30.00
Fire Equipment Lead Mechanic **1.00 1.00 -
Fire Equipment Mechanic **3.00 3.00 -
Fire Fleet Supervisor *- - 1.00
Fire Marshal 1.00 1.00 1.00
Fire Plans Examiner - 1.00 1.00
Fire Prevention Specialist I - 2.00 2.00
Fire Prevention Specialist II 4.00 4.00 4.00
Fire Prevention Supervisor 2.00 - -
Fire Shop Administrator *- - 1.00
Fire Shop Supervisor **1.00 1.00 -
Firefighter 36.00 42.00 42.00
Management Aide 1.00 1.00 1.00
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Funded Positions by Department - Detail
PAGE 296
ADOPTED ADOPTED PRELIMINARY
2023/24 2024/25 2025/26DEPARTMENT AND POSITION TITLE
Management Analyst I (1)*1.00 - 0.50
Management Analyst II 1.00 1.00 1.00
Management Analyst III (Data Analyst)- 1.00 1.00
Public Relations Officer - 1.00 1.00
Total Fire District 131.00 145.00 146.00
TOTAL PUBLIC SAFETY 131.00 145.00 146.00
COMMUNITY PROGRAMS
Records Management
Administrative Assistant 1.00 1.00 1.00
City Clerk Records Management Analyst 1.00 1.00 1.00
Deputy Director of City Clerk Services 1.00 1.00 1.00
Director of City Clerk Services 1.00 1.00 1.00
Executive Assistant I 1.00 1.00 1.00
Management Analyst I 1.00 1.00 1.00
Total Records Management 6.00 6.00 6.00
Community Services
Administrative Assistant 1.00 1.00 1.00
Box Office Coordinator - - -
Community Affairs Coordinator ***- - 1.00
Community Services Coordinator 10.00 10.00 10.00
Community Services Superintendent 3.00 3.00 3.00
Community Services Supervisor 6.00 6.00 6.00
Community Services Technician 1.00 1.00 1.00
Deputy Director of Community Services 1.00 1.00 1.00
Director of Community Services 1.00 1.00 1.00
Event & Rental Services Coordinator 1.00 1.00 1.00
Executive Assistant I 1.00 1.00 1.00
Front of House Coordinator 1.00 1.00 1.00
Management Aide 1.00 1.00 1.00
Management Analyst I **2.00 3.00 2.50
Management Analyst II (1)*- - 0.50
Management Analyst III ***1.00 1.00 -
Lead Park Ranger - - 0.25
Patron and Events Supervisor 1.00 1.00 1.00
Procurement Technician 1.00 1.00 1.00
Theater Productions Supervisor 1.00 1.00 1.00
Theatre Production Coordinator 1.00 1.00 1.00
Theatre Technician III 2.00 2.00 2.00
Total Community Services 36.00 37.00 37.25
Library Services
Deputy Director of Library Services 1.00 1.00 1.00
Director of Library Services 1.00 1.00 1.00
Community Affairs Coordinator - 1.00 1.00
Executive Assistant II 1.00 1.00 1.00
Librarian I 7.00 7.00 8.00
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Funded Positions by Department - Detail
PAGE 297
ADOPTED ADOPTED PRELIMINARY
2023/24 2024/25 2025/26DEPARTMENT AND POSITION TITLE
Librarian II 4.00 3.00 3.00
Library Assistant I 2.00 2.00 2.00
Library Assistant II 2.00 2.00 2.00
Library Clerk 3.00 3.00 3.00
Library Services Manager 1.00 1.00 1.00
Library Technician 5.00 5.00 5.00
Senior Librarian 2.00 3.00 3.00
Total Library Services 29.00 30.00 31.00
Animal Services
Animal Behavior Specialist 1.00 1.00 1.00
Animal Care Supervisor 2.00 2.00 2.00
Animal Caretaker 2.00 2.00 2.00
Animal Center Manager (3)1.00 1.00 -
Animal Rescue Specialist 1.00 1.00 1.00
Animal Services Dispatcher 1.00 1.00 1.00
Animal Services Officer II 4.00 4.00 4.00
Community Affairs Specialist *- - 1.00
Customer Care Assistant 3.00 3.00 3.00
Deputy Director of Animal Services 1.00 1.00 1.00
Director of Animal Services 1.00 1.00 1.00
Management Aide 1.00 1.00 1.00
Senior Animal Services Officer - - 1.00
Senior Veterinary Technician 1.00 1.00 1.00
Veterinarian 1.00 1.00 1.00
Veterinary Assistant 1.00 1.00 1.00
Veterinary Technician 3.00 3.00 3.00
Total Animal Services 24.00 24.00 25.00
TOTAL COMMUNITY PROGRAMS 71.00 73.00 74.25
ADMINISTRATIVE SERVICES
DCM/Administrative Services (5)- 1.00 -
Total Administrative Services - 1.00 -
Finance
Account Clerk **4.00 4.00 1.00
Account Technician *2.00 2.00 5.00
Accounts Payable Supervisor **1.00 1.00 -
Budget Analyst 1.00 1.00 -
Customer Services Representative 2.00 2.00 2.00
Deputy Director of Finance *1.00 1.00 1.00
Director of Finance 2.00 1.00 1.00
Executive Assistant I 1.00 1.00 1.00
Management Aide 1.00 1.00 -
Management Analyst I ***- - 1.00
Management Analyst II 1.00 1.00 2.00
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Funded Positions by Department - Detail
PAGE 298
ADOPTED ADOPTED PRELIMINARY
2023/24 2024/25 2025/26DEPARTMENT AND POSITION TITLE
Payroll Supervisor 1.00 1.00 1.00
Principal Accountant 1.00 1.00 1.00
Procurement Manager 1.00 1.00 1.00
Procurement Technician 2.00 2.00 2.00
Senior Accountant 2.00 2.00 2.00
Special Districts Analyst 1.00 1.00 1.00
Total Finance 24.00 23.00 22.00
Human Resources
Administrative Assistant 1.00 1.00 1.00
Director of Human Resources (5)2.00 2.00 1.00
Human Resources Business Partner ***3.50 2.00 3.00
Human Resources Technician **0.50 1.00 -
Total Human Resources 7.00 6.00 5.00
Organizational Development
Director of Organizational Development (6)- - 1.00
Risk Manager 1.00 1.00 1.00
Risk Management Coodinator 1.00 1.00 1.00
Safety Officer 1.00 1.00 1.00
Senior Human Resources Business Partner 1.00 2.00 2.00
Total Organizational Development 4.00 5.00 6.00
Innovation and Technology
Administrative Assistant 2.00 2.00 2.00
Chief Information Security Officer 1.00 1.00 1.00
Deputy Director of Innovation and Technology 1.00 1.00 1.00
Director of Information and Technology 1.00 1.00 1.00
GIS Analyst 2.00 2.00 3.00
GIS Specialist 2.00 1.00 1.00
GIS Supervisor 1.00 1.00 1.00
Information Technology Analyst I (7)3.00 3.00 2.00
Information Technology Analyst II 4.00 4.00 4.00
Information Technology Operations Supervisor 1.00 1.00 1.00
Information Technology Specialist I *- - 1.00
Information Technology Specialist II 3.00 3.00 4.00
Information Technology Technician **1.00 2.00 1.00
Management Analyst I **1.00 1.00 0.50
Management Analyst II (1) *- - 0.50
Senior GIS Analyst (8)1.00 1.00 -
Senior Information Technology Analyst 2.00 2.00 2.00
Total Innovation and Technology 26.00 26.00 26.00
TOTAL ADMINISTRATIVE SERVICES 54.00 55.00 54.00
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Funded Positions by Department - Detail
PAGE 299
ADOPTED ADOPTED PRELIMINARY
2023/24 2024/25 2025/26DEPARTMENT AND POSITION TITLE
COMMUNITY DEVELOPMENT
Planning
Assistant Planner 2.00 2.00 2.00
Associate Planner 2.00 2.00 2.00
Community Development Technician II (5)1.00 1.00 -
DCM/Community Development (5)1.00 1.00 -
Deputy Director of Economic Development (5)1.00 1.00 -
Deputy Director of Planning ***1.00 - -
Director of Economic Development (5)1.00 1.00 -
Director of Planning ***- 1.00 1.00
Economic Development Manager **1.00 1.00 -
Executive Assistant II 1.00 1.00 -
Management Aide (5)***1.00 1.00 -
Management Analyst II (5)3.00 3.00 1.00
Principal Planner 1.00 1.00 1.00
Senior Planner 2.00 2.00 2.00
Total Planning 18.00 18.00 9.00
Building and Safety Services
Administrative Assistant 2.00 2.00 2.00
Building Inspection Supervisor *- - 1.00
Building Inspector **4.00 4.00 3.00
Building & Safety Manager 1.00 1.00 1.00
Community Development Technician I - - 2.00
Community Development Technician II (9)3.00 3.00 1.00
Deputy Director of Building and Safety 1.00 1.00 1.00
Director of Building and Safety (12)1.00 1.00 -
Executive Assistant II 1.00 1.00 1.00
Management Analyst I 0.25 - 1.00
Plans Examiner I 1.00 1.00 2.00
Plans Examiner II (10)1.00 1.00 1.00
Public Service Technician I 1.00 1.00 1.00
Public Service Technician II 1.00 1.00 1.00
Public Service Technician III 0.50 0.50 -
Public Works Inspector I (6)- - 1.00
Public Works Inspector II (6)- - 1.00
Supervising Public Works Inspector (6)- - 1.00
Senior Building Inspector 1.00 1.00 1.00
Senior Public Service Technician 0.50 0.50 1.00
Senior Plans Examiner (11)1.00 1.00 -
Total Building and Safety Services 20.25 20.00 23.00
Community Improvement
Community Improvement Manager **1.00 1.00 -
Community Improvement Supervisor 0.50 1.00 1.00
Community Improvement Officer I **2.00 2.00 1.00
Community Improvement Officer II 2.00 2.00 2.00
Management Analyst I 0.25 - -
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Funded Positions by Department - Detail
PAGE 300
ADOPTED ADOPTED PRELIMINARY
2023/24 2024/25 2025/26DEPARTMENT AND POSITION TITLE
Senior Community Improvement Officer *0.50 - 1.00
Business License Program Supervisor 1.00 - -
Business License Inspector (5)- 1.00 -
Business License Technician (5)1.00 1.00 -
Business License Program Coordinator (5)- 1.00 -
Senior Business License Clerk 1.00 - -
Total Community Improvement 9.25 9.00 5.00
Engineering Services
Administrative Assistant 1.00 1.00 1.00
Assistant Engineer 7.00 8.00 8.00
Associate Engineer 5.00 4.00 4.00
Customer Services Specialist III (5)3.00 4.00 -
Deputy Director of Engineering 1.00 1.00 1.00
Deputy Director of Engineering/Utility Manager (5)1.00 1.00 -
Director of Engineering Services/City Engineer 1.00 1.00 1.00
Engineering Technician 3.00 3.00 3.00
Environmental Programs Coordinator (5)1.00 1.00 -
Environmental Programs Inspector (5)2.00 1.00 -
Environmental Programs Manager (5)1.00 1.00 -
Executive Assistant I 1.00 1.00 1.00
Management Aide (5)2.00 2.00 1.00
Management Analyst I (5)2.00 1.00 -
Management Analyst II (5)0.50 2.00 1.00
Principal Engineer 1.00 1.00 1.00
Public Works Inspector I (5)1.00 1.00 -
Public Works Inspector II (5)1.00 1.00 -
Senior Civil Engineer (2)1.00 1.00 1.75
Senior Environmental Compliance Inspector (5)- 1.00 -
Supervising Public Works Inspector (5)1.00 1.00 -
Traffic Engineer 1.00 1.00 1.00
Utilities Operations Supervisor (5)1.00 1.00 -
Utilities Operations/Project Manager (5)- 1.00 -
Utility Marker 1.00 1.00 1.00
Total Engineering Services 39.50 42.00 25.75
Public Works Services
Administrative Assistant 1.00 2.00 2.00
Associate Engineer 1.00 1.00 1.00
Deputy Director of Public Works 1.00 1.00 1.00
Director of Public Works Services 1.00 1.00 1.00
Electrician 2.00 2.00 2.00
Environmental Programs Coordinator (6)- - 1.00
Environmental Programs Inspector (6)- - 1.00
Environmental Programs Manager (6)- - 1.00
Equipment Operator 5.00 5.00 5.00
Executive Assistant I 1.00 1.00 1.00
Facilities Superintendent 1.00 1.00 1.00
Fleet Supervisor 1.00 1.00 1.00
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Funded Positions by Department - Detail
PAGE 301
ADOPTED ADOPTED PRELIMINARY
2023/24 2024/25 2025/26DEPARTMENT AND POSITION TITLE
Inventory Specialist Equipment/Materials 1.00 1.00 1.00
Lead Maintenance Worker*15.00 16.00 16.00
Lead Mechanic 1.00 1.00 1.00
Maintenance Coordinator 12.00 12.00 12.00
Maintenance Supervisor 9.00 9.00 9.00
Maintenance Worker *55.00 56.00 58.00
Management Aide (6)- - 1.00
Management Analyst I ***2.00 - 1.00
Management Analyst II ***- 2.00 2.00
Management Analyst III ***1.00 1.00 -
Mechanic 3.00 3.00 3.00
Parks/Landscape Maintenance Superintendent 1.00 1.00 1.00
Public Works Business Manager ***- 1.00
Senior Maintenance Worker 11.00 11.00 11.00
Senior Environmental Compliance Inspector (6)- - 1.00
Signal & Lighting Coordinator***- - 1.00
Signal & Lighting Technician 2.00 2.00 2.00
Streets/Storm Drain Maintenance Superintendent 1.00 1.00 1.00
Supervising Traffic Systems Specialist 1.00 1.00 1.00
Total Public Works Services 129.00 132.00 141.00
216.00 221.00 203.75
TOTAL FULL-TIME POSITIONS 529.00 550.00 547.75
TOTAL COMMUNITY DEVELOPMENT
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Funded Positions by Department - Detail
PAGE 302
ADOPTED ADOPTED PRELIMINARY
2023/24 2024/25 2025/26DEPARTMENT AND POSITION TITLE
PART-TIME EMPLOYEES FTEs (FULL TIME EQUIVALENTS)
PUBLIC SAFETY
Fire District 2.76 0.88 0.88
TOTAL PUBLIC SAFETY 2.76 0.88 0.88
COMMUNITY PROGRAMS
Animal Services 12.07 13.86 13.86
Records Management 0.71 0.71 0.71
Community Services 54.17 54.17 54.92
Library Services 31.15 31.15 31.15
TOTAL CIVIC AND CULTURAL SERVICES 98.10 99.89 100.64
ADMINISTRATIVE SERVICES
Innovation and Technology 1.43 1.43 1.43
TOTAL ADMINISTRATIVE SERVICES 1.43 1.43 1.43
COMMUNITY DEVELOPMENT
Community Improvement 0.46 0.89 0.89
Engineering Services 0.14 0.14 0.14
Planning 0.88 0.88 0.88
Public Works Services 28.16 26.80 26.80
29.64 28.71 28.71
TOTAL PART-TIME POSITIONS 131.93 31.02 31.02
Changes in staffing levels for Fiscal Year 2025/26 Preliminary Budget
*Position(s) funded for FY 2025/26
** Position(s) defunded for FY 2025/26
***Position(s) were added or amended in FY 2024/25
(1)Position has been budgeted for 50% of the 2025/26 fiscal year
(2)Position(s) funded approximately 75% of the 2025/26 fiscal year
(3)Underfill removed; position now reflects for one (1) Senior Animal Services Officer
(4)
(5)Position reallocated to another division or department
(6)Position reallocated from another division or department
(7)Underfill removed; position now reflects for four (4) Information Technology Specialist II
(8)Underfill removed; position now reflects for three (3) GIS Analysts
(9)Underfill removed; position now reflects for two (2) Community Development Technician I
(10)Underfill removed; position now reflects for two (2) Plans Examiner I
(11)Underfill removed; position now reflects for one (1) Plans Examiner II
(12)Underfill removed; position now reflects for one (1) Management Analyst I
TOTAL COMMUNITY DEVELOPMENT
Underfill removed; position now reflects for one (1) Community Affairs Officer
PAGE 303
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PAGE 304
SUMMARIES OF
FINANCIAL DATA
FUND BALANCE SUMMARIES
PAGE 305
THIS PAGE INTENTIONALLY LEFT BLANK
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Spendable Fund Balances
PAGE 306
As indicated in the Glossary of Budget Terms, fund balance is essentially the difference between the assets
and liabilities reported in a governmental fund. There are five separate components of fund balance,
each of which identifies the extent to which the City is bound to honor constraints on the specific purposes
for which amounts can be spent.
• Nonspendable fund balance (inherently nonspendable)
• Restricted fund balance (externally enforceable limitations on use)
• Committed fund balance (self-imposed limitations on use)
• Assigned fund balance (limitation resulting from intended use)
• Unassigned fund balance (residual net resources)
The first two components listed above are not included in the Spendable Fund Balances report on the
following pages due to the nature of their restrictions, with the exception of Special Revenue and Capital
Projects Funds. These two fund types have restricted funding sources; however, the budgets presented
represent qualifying expenditures that are in line with the restrictions. Therefore, the respective fund
balances are presented. The last three components are incorporated into the report for all fund types.
For the City’s Operating Budget, the following are the main components of the committed fund balance
included in the fund balance roll forward:
Fund 001 – General Fund:
Changes in Economic Circumstances $28,006,176
Working Capital $ 4,904,905
Funds 281-283 – Fire District Operating Funds:
Working Capital $27,225,390
Changes in Economic Circumstances $11,085,439
Employee Leave Payouts $ 5,372,892
All other fund balances in the City’s Operating Budget are either committed or assigned. The Operating
Budget has no unassigned fund balances. For descriptions of the City’s committed fund balance
categories, please refer to the City’s Financial Policies included in the Appendix to this budget document.
The City adopts a balanced Operating Budget each year. As indicated in the Glossary of Budget Terms,
a balanced budget is a budget in which the amount of budgeted expenditures is equal to or less than the
amount of budgeted revenues plus available fund balance. In the Other Funds, increases or decreases
are dependent upon general fluctuations in recurring revenues, such as gas tax, the receipt of new grant
funding, or the usage of funding received in prior years for capital expenditures.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Spendable Fund Balances
PAGE 307
Estimated Estimated
Spendable Spendable
Fund Balance Operating Operating Fund Balance
July 1, 2025 Revenues Transfers In Transfers Out Expenditures June 30, 2026
CITY OF RANCHO CUCAMONGA
GENERAL FUND
001 - GENERAL FUND 51,952,760$ 119,802,970$ 2,249,266$ 5,176,250$ 116,875,986$ 51,952,760$
TOTAL GENERAL FUND 51,952,760$ 119,802,970$ 2,249,266$ 5,176,250$ 116,875,986$ 51,952,760$
OTHER GENERAL FUNDS
003 - REIMB ST/COUNTY PARKING CIT 4,079$ 119,920$ -$ -$ 119,920$ 4,079$
006 - CVWD REIMBURSEMENTS 546,202 529,860 - 110,850 672,840 292,372
016 - COMM DEV TECHNICAL SRVCS FUND 7,308,199 407,970 - - 200,660 7,515,509
017 - LAW ENFORCEMENT RESERVE 6,185,027 - - - 5,960,235 224,792
018 - TRAFFIC SAFETY 266,342 399,650 - - 418,441 247,551
020 - CITY TECHNOLOGY FEE FUND 2,644,225 600,000 - - 528,683 2,715,542
022 - MOBILE HOME PARK PROGRAM 212,708 40,250 - - 37,101 215,857
023 - SB1186 CERT ACCESS SPEC PROG 283,039 47,710 - - 37,807 292,942
025 - CAPITAL RESERVE 70,756,781 773,640 1,524,340 - 10,480,074 62,574,687
030 - COMMUNITY BENEFIT PROJECT FUND 307,291 - - - - 307,291
073 - BENEFITS CONTINGENCY 3,580,826 - - - 1,327,480 2,253,346
TOTAL OTHER GENERAL FUNDS 92,094,719$ 2,919,000$ 1,524,340$ 110,850$ 19,783,241$ 76,643,968$
SPECIAL REVENUE
100 - ASSESSMENT DISTRICTS ADMIN 618,195$ 697,640$ -$ -$ 747,268$ 568,567$
105 - AB2766 AIR QUALITY IMPROVEMENT 549,510 232,020 - - 59,341 722,189
106 - MSRC AIR POLLUTION REDUCT GRNT 532 - - - - 532
109 - PUBLIC ART TRUST FUND 663,695 100,000 - - 71,080 692,615
110 - BEAUTIFICATION 33,427 - - - 864 32,563
111 - PARK LAND ACQUISITION 9,618,182 650,000 - - 2,899 10,265,283
112 - DRAINAGE FAC/GENERAL 3,112,618 151,870 - - 2,179 3,262,309
113 - COMMUNITY/REC CENTER DEVELPMNT 4,626,384 417,370 - - 1,580 5,042,174
114 - DRAINAGE-ETIWANDA/SAN SEVAINE 523,423 10,940 - - 277 534,086
115 - HENDERSON/WARDMAN DRAINAGE 973,274 - - - 398 972,876
116 - ETIWANDA DRAINAGE 2,185,668 13,050 - - 950 2,197,768
118 - UPPER ETIWANDA DRAINAGE 624,106 - - - 239 623,867
119 - PARK IMPROVEMENT 5,968,739 507,124 - - 254,797 6,221,066
120 - PARK DEVELOPMENT 4,321,225 - - - 95,598 4,225,627
122 - SOUTH ETIWANDA DRAINAGE 1,830,096 - - - 484 1,829,612
123 - LIBRARY IMPACT FEE 1,974,972 139,350 - - 701,194 1,413,128
124 - TRANSPORTATION 67,689,942 5,776,080 - - 4,277,020 69,189,002
125 - ANIMAL CENTER IMPACT FEE 328,623 45,130 - - 863 372,890
126 - LOWER ETIWANDA DRAINAGE 1,332,051 - - - 297 1,331,754
127 - POLICE IMPACT FEE 593,256 125,000 - - 801,215 (82,959)
128 - ETIWANDA NO. EQUESTRIAN FACIL.740,597 - - - 281 740,316
129 - UNDERGROUND UTILITIES 13,543,163 - - - 4,640 13,538,523
130 - LMD #1 GENERAL CITY 1,393,593 1,335,980 274,380 90,000 1,520,362 1,393,591
131 - LMD #2 VICTORIA 2,572,330 4,396,090 373,570 - 5,939,285 1,402,705
133 - LMD #3B MEDIANS 2,430,246 933,320 1,950 - 1,089,870 2,275,646
134 - LMD #4R TERRA VISTA 6,590,141 3,191,230 - - 3,265,007 6,516,364
135 - LMD #5 ANDOVER - - - - - -
136 - LMD #6R CARYN COMMUNITY 780,684 628,190 - - 609,742 799,132
137 - LMD #7 NORTH ETIWANDA 929,507 1,018,060 - - 1,231,285 716,282
138 - LMD #8 SOUTH ETIWANDA 442,681 34,640 - - 48,380 428,941
139 - LMD #9 LOWER ETIWANDA 1,461,901 806,860 - - 2,281,030 (12,269)
140 - LMD #10 RANCHO ETIWANDA 1,073,537 755,510 - - 903,472 925,575
141 - LMD 1 CAPITAL REPLACEMENT FUND 282,969 - 129,210 - 245,820 166,359
150 - GENERAL CITY STREET LIGHTS - - 354,620 - 354,744 (124)
151 - SLD #1 ARTERIAL 406,736 850,790 38,980 111,640 971,683 213,183
Budget
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Spendable Fund Balances
PAGE 308
Estimated Estimated
Spendable Spendable
Fund Balance Operating Operating Fund Balance
July 1, 2025 Revenues Transfers In Transfers Out Expenditures June 30, 2026
Budget
152 - SLD #2 RESIDENTIAL 1,043,538 396,440 253,340 113,950 44,762 1,534,606
153 - SLD #3 VICTORIA 919,287 384,140 - 43,370 281,284 978,773
154 - SLD #4 TERRA VISTA 103,568 167,130 - 20,130 187,480 63,088
155 - SLD #5 CARYN COMMUNITY (68,001) 44,640 11,080 9,560 46,160 (68,001)
156 - SLD #6 INDUSTRIAL AREA 207,373 133,620 8,820 14,980 73,839 260,994
157 - SLD #7 NORTH ETIWANDA 188,870 132,760 36,050 30,310 138,499 188,871
158 - SLD #8 SOUTH ETIWANDA 1,849,102 81,730 - 10,680 133,064 1,787,088
174 - STATE GAS TAX 6,703,097 4,782,740 - - 4,621,506 6,864,331
176 - MEASURE I 1990-2010 1,958 - - - - 1,958
177 - MEASURE I 2010-2040 8,501,006 4,807,330 - - 5,832,536 7,475,800
179 - ROAD MAINT & REHAB ACCT 10,797,237 4,464,850 - - 4,142,311 11,119,776
181 - SB 1 - TCEP (2,150,825) 614,680 - - 690 (1,536,835)
188 - INTEGRATED WASTE MANAGEMENT 6,808,140 1,990,920 - 1,385,347 7,413,713
195 - STATE ASSET SEIZURE 51,543 - - 2,680 620 48,243
196 - CA ASSET SEIZURE 15%11,597 - 2,680 - 3,010 11,267
198 - CITYWIDE INFRASTRUCTURE IMPRV 50,180,580 750,000 - - 3,414,487 47,516,093
199 - INDUSTRIAL AREA TRAFFIC FUND 4,765,000 - - - - 4,765,000
204 - COMMUNITY DEVELOPMENT BLK GRNT (14,657) 1,472,440 - - 2,047,080 (589,297)
214 - PEDESTRIAN GRANT/ART 3 (43,949) 1,356,070 - - 2,047,080 (734,959)
218 - PUBLIC RESRCE GRNTS/HEALTHY RC - - - - - -
225 - CA RECYC/LITTER REDUCTION GRNT 10,266 43,700 - - 108,207 (54,241)
227 - USED OIL RECYCLING PROGRAM 7,419 23,680 - - 10,518 20,581
274 - STATE GRANTS FUND (1,842,130) 3,243,842 - 220,000 3,535,782 (2,354,070)
275 - FEDERAL GRANTS FUND (575,702) 1,831,550 - 207,660 3,000,000 (1,951,812)
290 - LIBRARY FUND 10,235,881 6,847,887 - - 6,198,659 10,885,109
291 - CA STATE LIBRARY 108,222 20,000 - - 20,000 108,222
292 - STAFF INNOVATION FD (CA ST LB)220,834 - - - 18,500 202,334
329 - LIBRARY CAPITAL FUND 2,243,612 2,836,982 - - 2,070,626 3,009,968
340 - DRUG ABATEMENT ACT 30,488 - - - - 30,488
354 - COPS PROGRAM GRANT-STATE 1,749,367 490,390 - - 526,736 1,713,021
361 - JUSTICE ASSISTANCE GRANT(JAG)(644) 35,070 - - - 34,426
380 - HOMELAND SECURITY GRANT-FIRE (25,679) 60,890 - - 25,440 9,771
381 - HOMELAND SECURITY GRANT-POLICE - - - - - -
383 - EMERGENCY MGMT PERFORMNCE GRNT - 21,250 - - 25,000 (3,750)
396 - HOUSING SUCCESSOR AGENCY (5,745) 12,000 - - 378,740 (372,485)
392 - OPIOID SETTLEMENT FUND 306,225 133,708 10,621 - 220,000 230,554
399 - EIFD 141,566 980,022 - - 33,911 1,087,677
838 - AD 91-2 REDEMPTION-DAY CANYON 84,370 26,640 - - 29,978 81,032
847 - PD 85 CAPITAL REPLACEMENT FUND 625,748 - 163,780 - 293,172 496,356
848 - PD 85 REDEMPTION FUND 2,856,028 1,323,450 161,390 116,800 1,934,438 2,289,630
868 - CFD 2000-03 PARK MAINTENANCE 736,549 566,700 - - 820,627 482,622
875 - CFD 2017-01 NO. ETIWANDA 7,132 7,160 - - 1,250 13,042
876 - CFD 2018-01 EMPIRE LAKES 822,202 599,040 - 544,650 46,508 830,084
877 - CFD 2018-01 CAPITAL RESERVE 386,767 - 175,000 - - 561,767
878 - CFD 2022-01 STREET LIGHTING 12,710 45,080 - 45,090 30 12,670
879 - CFD 2022-02 INDUSTRIAL SERVICE 20 794,450 - - 20 794,450
TOTAL SPECIAL REVENUE 248,205,973$ 64,339,225$ 1,995,471$ 1,581,500$ 69,182,041$ 243,777,128$
ENTERPRISE FUNDS
700 - SPORTS COMPLEX 3,341,387$ 400,530$ 2,482,140$ -$ 2,882,665$ 3,341,392$
705 - MUNICIPAL UTILITY 16,271,979 21,813,480 427,660 2,106,860 23,380,497 13,025,762
706 - UTILITY PUBLIC BENEFIT FUND 401,636 496,000 - - 326,030 571,606
708 - RCMU CAPITAL REPLACEMENT FUND 7,807,223 - - - 888,660 6,918,563
709 - RCMU CAP AND TRADE FUND 4,941,534 750,000 - - - 5,691,534
710 - SECOND STORY AND BEYOND 532,816 669,350 - - 1,055,392 146,774
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Spendable Fund Balances
PAGE 309
314 - SSAB SUSTAINING FUND 308,125 100,000 - - - 408,125
711 - FIBER OPTIC NETWORK 8,465,300 406,450 - - 379,103 8,492,647
TOTAL ENTERPRISE FUNDS 42,070,000$ 24,635,810$ 2,909,800$ 2,106,860$ 28,912,347$ 38,596,403$
INTERNAL SERVICE FUNDS
712 - EQUIP/VEHICLE REPLACEMENT 2,903,805$ 1,245,230$ 107,060$ -$ 2,907,573$ 1,348,522$
714 - COMP EQUIP/TECH REPLCMENT FUND 7,267,056 757,050 - - 5,124,094 2,900,012
TOTAL INTERNAL SERVICE FUNDS 10,170,861$ 2,002,280$ 107,060$ -$ 8,031,667$ 4,248,534$
TOTAL CITY OF RANCHO CUCAMONGA 444,494,312$ 213,699,285$ 8,785,937$ 8,975,460$ 242,785,282$ 415,218,792$
R.C. FIRE PROTECTION DISTRICT
SPECIAL REVENUE
281 - FIRE FUND 56,477,843$ 53,042,000$ -$ 4,186,256$ 42,947,320$ 62,386,267$
282 - COMMUNITY FACILITIES DIST 85-1 2,534,962 8,144,600 4,165,704 - 14,721,510 123,756
283 - COMMUNITY FACILITIES DIST 88-1 - 564,020 3,040,180 - 3,604,200 -
284 - FIRE AMBULANCE SERVICES - - - - - -
285 - FIRE TECHNOLOGY FEE FUND 31,190 - - - - 31,190
288 - FIRE PROTECTION CAPITAL FUND 49,895,065 8,140,880 - - 21,397,110 36,638,835
TOTAL SPECIAL REVENUE 108,939,060$ 69,891,500$ 7,205,884$ 4,186,256$ 82,670,140$ 99,180,048$
TOTAL R.C. FIRE PROTECTION DISTRICT 108,939,060$ 69,891,500$ 7,205,884$ 4,186,256$ 82,670,140$ 99,180,048$
TOTAL ALL FUNDS 553,433,372$ 283,590,785$ 15,991,821$ 13,161,716$ 325,455,422$ 514,398,840$
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Summary of Changes in Spendable Fund Balances - Greater Than $500,000 and 10%
PAGE 310
Estimated Estimated
Spendable Spendable
Fund Balance Fund Balance
July 1, 2025 June 30, 2026 Change Change Reason for Changes >$500,000 and 10%
CITY OF RANCHO CUCAMONGA
GENERAL FUND
001 - GENERAL FUND 51,952,760$ 51,952,760$ -$ 0%
TOTAL GENERAL FUND 51,952,760$ 51,952,760$ -$ 0%
OTHER GENERAL FUNDS
003 - REIMB ST/COUNTY PARKING CIT 4,079$ 4,079$ -$ 0%
006 - CVWD REIMBURSEMENTS 546,202 292,372 (253,830) -46%Results of operations, for use in future period
016 - COMM DEV TECHNICAL SRVCS FUND 7,308,199 7,515,509 207,310 3%
017 - LAW ENFORCEMENT RESERVE 6,185,027 224,792 (5,960,235) -96%
Use of funds accumulated over a period of time for
capital projects
018 - TRAFFIC SAFETY 266,342 247,551 (18,791) -7%
020 - CITY TECHNOLOGY FEE FUND 2,644,225 2,715,542 71,317 3%
022 - MOBILE HOME PARK PROGRAM 212,708 215,857 3,149 1%
023 - SB1186 CERT ACCESS SPEC PROG 283,039 292,942 9,903 3%
025 - CAPITAL RESERVE 70,756,781 62,574,687 (8,182,094) -12%
Use of funds accumulated over a period of time for
capital projects
030 - COMMUNITY BENEFIT PROJECT FUND 307,291 307,291 - 0%Results of operations, for use in future period
073 - BENEFITS CONTINGENCY 3,580,826 2,253,346 (1,327,480) -37%
Use of funds accumulated over a period of time for
employee leave payouts
TOTAL OTHER GENERAL FUNDS 92,094,719$ 76,643,968$ (15,450,751)$ -17%
SPECIAL REVENUE
100 - ASSESSMENT DISTRICTS ADMIN 618,195$ 568,567$ (49,628)$ -8%
105 - AB2766 AIR QUALITY IMPROVEMENT 549,510 722,189 172,679 31%
106 - MSRC AIR POLLUTION REDUCT GRNT 532 532 - 0%
109 - PUBLIC ART TRUST FUND 663,695 692,615 28,920 4%
110 - BEAUTIFICATION 33,427 32,563 (864) -3%
111 - PARK LAND ACQUISITION 9,618,182 10,265,283 647,101 7%
112 - DRAINAGE FAC/GENERAL 3,112,618 3,262,309 149,691 5%
113 - COMMUNITY/REC CENTER DEVELPMNT 4,626,384 5,042,174 415,790 9%Results of operations, for use in future period
114 - DRAINAGE-ETIWANDA/SAN SEVAINE 523,423 534,086 10,663 2%
115 - HENDERSON/WARDMAN DRAINAGE 973,274 972,876 (398) 0%
116 - ETIWANDA DRAINAGE 2,185,668 2,197,768 12,100 1%
118 - UPPER ETIWANDA DRAINAGE 624,106 623,867 (239) 0%
119 - PARK IMPROVEMENT 5,968,739 6,221,066 252,327 4%
120 - PARK DEVELOPMENT 4,321,225 4,225,627 (95,598) -2%
Use of funds accumulated over a period of time for
capital projects
122 - SOUTH ETIWANDA DRAINAGE 1,830,096 1,829,612 (484) 0%
123 - LIBRARY IMPACT FEE 1,974,972 1,413,128 (561,844) -28%
124 - TRANSPORTATION 67,689,942 69,189,002 1,499,060 2%
Use of funds accumulated over a period of time for
capital projects
125 - ANIMAL CENTER IMPACT FEE 328,623 372,890 44,267 13%Results of operations, for use in future period
126 - LOWER ETIWANDA DRAINAGE 1,332,051 1,331,754 (297) 0%
127 - POLICE IMPACT FEE 593,256 (82,959) (676,215) -114%
Use of funds accumulated over a period of time for
capital projects
128 - ETIWANDA NO. EQUESTRIAN FACIL.740,597 740,316 (281) 0%
129 - UNDERGROUND UTILITIES 13,543,163 13,538,523 (4,640) 0%
130 - LMD #1 GENERAL CITY 1,393,593 1,393,591 (2) 0%
Unable to increase revenues and operational
expenditures have increased.
131 - LMD #2 VICTORIA 2,572,330 1,402,705 (1,169,625) -45%
Use of funds accumulated over a period of time for
capital projects
133 - LMD #3B MEDIANS 2,430,246 2,275,646 (154,600) -6%
134 - LMD #4R TERRA VISTA 6,590,141 6,516,364 (73,777) -1%
Use of funds accumulated over a period of time for
capital projects
136 - LMD #6R CARYN COMMUNITY 780,684 799,132 18,448 2%
137 - LMD #7 NORTH ETIWANDA 929,507 716,282 (213,225) -23%
138 - LMD #8 SOUTH ETIWANDA 442,681 428,941 (13,740) -3%
Unable to increase revenues and operational
expenditures have increased.
139 - LMD #9 LOWER ETIWANDA 1,461,901 (12,269) (1,474,170) -101%
Use of funds accumulated over a period of time for
capital projects
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Summary of Changes in Spendable Fund Balances - Greater Than $500,000 and 10%
PAGE 311
Estimated Estimated
Spendable Spendable
Fund Balance Fund Balance
July 1, 2025 June 30, 2026 Change Change Reason for Changes >$500,000 and 10%
140 - LMD #10 RANCHO ETIWANDA 1,073,537 925,575 (147,962) -14%
Use of funds accumulated over a period of time for
capital projects
141 - LMD 1 CAPITAL REPLACEMENT FUND 282,969 166,359 (116,610) -41%
Use of funds accumulated over a period of time for
capital projects
151 - SLD #1 ARTERIAL 406,736 213,183 (193,553) -48%
Use of funds accumulated over a period of time for
capital projects
152 - SLD #2 RESIDENTIAL 1,043,538 1,534,606 491,068 47%
153 - SLD #3 VICTORIA 919,287 978,773 59,486 6%
154 - SLD #4 TERRA VISTA 103,568 63,088 (40,480) -39%
155 - SLD #5 CARYN COMMUNITY (68,001) (68,001) - 0%
156 - SLD #6 INDUSTRIAL AREA 207,373 260,994 53,621 26%
157 - SLD #7 NORTH ETIWANDA 188,870 188,871 1 0%
158 - SLD #8 SOUTH ETIWANDA 1,849,102 1,787,088 (62,014) -3%
174 - STATE GAS TAX 6,703,097 6,864,331 161,234 2%
Use of funds accumulated over a period of time for
capital projects
176 - MEASURE I 1990-2010 1,958 1,958 - 0%
177 - MEASURE I 2010-2040 8,501,006 7,475,800 (1,025,206) -12%Results of operations, for use in future period
179 - ROAD MAINT & REHAB ACCT 10,797,237 11,119,776 322,539 3%
181 - SB 1 - TCEP (2,150,825) (1,536,835) 613,990 -29%
188 - INTEGRATED WASTE MANAGEMENT 6,808,140 7,413,713 605,573 9%Results of operations, for use in future period
195 - STATE ASSET SEIZURE 51,543 48,243 (3,300) -6%
196 - CA ASSET SEIZURE 15%11,597 11,267 (330) -3%
198 - CITYWIDE INFRASTRUCTURE IMPRV 50,180,580 47,516,093 (2,664,487) -5%
199 - INDUSTRIAL AREA TRAFFIC FUND 4,765,000 4,765,000 - 0%
204 - COMMUNITY DEVELOPMENT BLK GRNT (14,657) (589,297) (574,640) 100%
214 - PEDESTRIAN GRANT/ART 3 (43,949) (734,959) (691,010) 1572%
218 - PUBLIC RESRCE GRNTS/HEALTHY RC - - - 0%
225 - CA RECYC/LITTER REDUCTION GRNT 10,266 (54,241) (64,507) -628%
227 - USED OIL RECYCLING PROGRAM 7,419 20,581 13,162 177%
274 - STATE GRANTS FUND (1,842,130) (2,354,070) (511,940) 28%
275 - FEDERAL GRANTS FUND (575,702) (1,951,812) (1,376,110) 239%
290 - LIBRARY FUND 10,235,881 10,885,109 649,228 6%
291 - CA STATE LIBRARY 108,222 108,222 - 0%
292 - STAFF INNOVATION FD (CA ST LB)220,834 202,334 (18,500) -8%
329 - LIBRARY CAPITAL FUND 2,243,612 3,009,968 766,356 34%
Use of funds accumulated over a period of time for
capital projects
340 - DRUG ABATEMENT ACT 30,488 30,488 - 0%
354 - COPS PROGRAM GRANT-STATE 1,749,367 1,713,021 (36,346) -2%Use of grant funds
380 - HOMELAND SECURITY GRANT-FIRE (25,679) 9,771 35,450 -138%
381 - HOMELAND SECURITY GRANT-POLICE - - - 0%
396 - HOUSING SUCCESSOR AGENCY (5,745) (372,485) (366,740) 6384%
392 - OPIOID SETTLEMENT FUND 306,225 230,554 (75,671) -25%
Use of funds received in prior fiscal year for use in the
new fiscal year.
399 - EIFD 141,566 1,087,677 946,111 668%Results of operations, for use in future period
838 - AD 91-2 REDEMPTION-DAY CANYON 84,370 81,032 (3,338) -4%
847 - PD 85 CAPITAL REPLACEMENT FUND 625,748 496,356 (129,392) -21%
848 - PD 85 REDEMPTION FUND 2,856,028 2,289,630 (566,398) -20%
Use of funds accumulated over a period of time for
capital projects
868 - CFD 2000-03 PARK MAINTENANCE 736,549 482,622 (253,927) -34%
875 - CFD 2017-01 NO. ETIWANDA 7,132 13,042 5,910 83%Results of operations, for use in future period
876 - CFD 2018-01 EMPIRE LAKES 822,202 830,084 7,882 1%Results of operations, for use in future period
877 - CFD 2018-01 CAPITAL RESERVE 386,767 561,767 175,000 45%Results of operations, for use in future period
878 - CFD 2022-01 STREET LIGHTING 12,710 12,670 (40) 0%
879 - CFD 2022-02 INDUSTRIAL SERVICE 20 794,450 794,430 100%Results of operations, for use in future period
TOTAL SPECIAL REVENUE 248,205,973$ 243,777,128$ (4,428,845)$ -2%
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Summary of Changes in Spendable Fund Balances - Greater Than $500,000 and 10%
PAGE 312
Estimated Estimated
Spendable Spendable
Fund Balance Fund Balance
July 1, 2025 June 30, 2026 Change Change Reason for Changes >$500,000 and 10%
ENTERPRISE FUNDS
700 - SPORTS COMPLEX 3,341,387$ 3,341,392$ 5$ 0%
705 - MUNICIPAL UTILITY 16,271,979 13,025,762 (3,246,217) -20%
Use of funds accumulated over a period of time for
capital projects
706 - UTILITY PUBLIC BENEFIT FUND 401,636 571,606 169,970 42%
Use of funds accumulated over a period of time for
capital projects
708 - RCMU CAPITAL REPLACEMENT FUND 7,807,223 6,918,563 (888,660) -11%
709 - RCMU CAP AND TRADE FUND 4,941,534 5,691,534 750,000 15%Results of operations, for use in future period
710 - SECOND STORY AND BEYOND 532,816 146,774 (386,042) 0%
314 - SSAB SUSTAINING FUND 308,125 408,125 100,000 32%Results of operations, for use in future period
711 - FIBER OPTIC NETWORK 8,465,300 8,492,647 27,347 0%
Use of funds accumulated over a period of time for
capital projects
TOTAL ENTERPRISE FUNDS 42,070,000$ 38,596,403$ (3,473,597)$ -8%
INTERNAL SERVICE FUNDS
712 - EQUIP/VEHICLE REPLACEMENT 2,903,805$ 1,348,522$ (1,555,283)$ -54%
Use of funds accumulated over a period of time for
vehicle and equipment replacement
714 - COMP EQUIP/TECH REPLCMENT FUND 7,267,056 2,900,012 (4,367,044) -60%
Use of funds accumulated over a period of time for
computer equipment and technology replacement
TOTAL INTERNAL SERVICE FUNDS 10,170,861$ 4,248,534$ (5,922,327)$ -58%
TOTAL CITY OF RANCHO CUCAMONGA 444,494,312$ 415,218,792$ (29,275,520)$ -7%
R.C. FIRE PROTECTION DISTRICT
SPECIAL REVENUE
281 - FIRE FUND 56,477,843$ 62,386,267$ 5,908,424$ 10%
282 - COMMUNITY FACILITIES DIST 85-1 2,534,962 123,756 (2,411,206) -95%
Use of funds accumulated over a period of time for
capital projects
283 - COMMUNITY FACILITIES DIST 88-1 - - - 0%
284 - FIRE AMBULANCE SERVICES - - - 100%
285 - FIRE TECHNOLOGY FEE FUND 31,190 31,190 - 0%
288 - FIRE PROTECTION CAPITAL FUND 49,895,065 36,638,835 (13,256,230) -27%Results of operations, for use in future period
TOTAL SPECIAL REVENUE 108,939,060$ 99,180,048$ (9,759,012)$ -9%
TOTAL R.C. FIRE PROTECTION DISTRICT 108,939,060$ 99,180,048$ (9,759,012)$ -9%
TOTAL ALL FUNDS 553,433,372$ 514,398,840$ (39,034,532)$ -7%
PAGE 313
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PAGE 314
DEPARTMENTAL
BUDGET DETAILS
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 315
City Council – Department Budget Summary
Overview of Department
As a body of elected officials, the separately elected Mayor and four-member City Council establish local
laws, set policy, approve programs, adopt the annual budget, and appropriate funds. As elected
representatives of the citizens, the City Council is responsible to all of the people and, as such, devotes its
energies to making decisions which are in the best interest of the public welfare. The City Council is elected
by geographic districts with the Mayor being elected at large. They each serve staggered four-year terms.
The City Council also serves as the Board of Directors for the Rancho Cucamonga Fire Protection District (a
subsidiary district of the City).
The City Council meets the first and third Wednesday of the month at City Hall to discuss and vote on
pertinent issues facing the City and its residents. In addition, the City Council is responsible for appointing
the City Manager, City Attorney, and members of boards and commissions.
Mission Statement
The Mission of the City Council of Rancho Cucamonga is to:
• Continuously ensure and advance the quality of life for the community through inclusive decision-
making.
Core Values
As the City Council carries out its mission and works towards its vision, it will be guided by these Core
Values:
• Providing and nurturing an excellent quality of life for all
• Promoting and enhancing a safe and healthy community for all
• Building and preserving a family-oriented atmosphere
• Intentionally embracing and anticipating our future
• Creating equitable opportunity to prosper
• Working together cooperatively and respectfully with each other, staff, and all stakeholders
• Relentless pursuit of improvement
• Actively seeking and respectfully considering all public input
Vision Statement
• The City Council’s vision is to create an equitable, sustainable, and vibrant city, rich in opportunity
for all to thrive by building on our foundation and success as a world class community.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 316
City Council – Department Budget Summary
Adopted Adopted
Actuals Budget Budget
Funds Summary 2023/24 2024/25 2025/26
Operating Budget
Personnel Services 133,364$ 162,330$ 162,330$
Operations and Maintenance 33,579 30,300 58,300
Capital Outlay - - -
Cost Allocation (54,510) (54,510) (60,920)
Debt Service - - -
Transfer Out - - -
Subtotal 112,433 138,120 159,710
Other Funds
Personnel Services - - -
Operations and Maintenance - - -
Capital Outlay - - -
Cost Allocation - - -
Debt Service - - -
Transfer Out - - -
Subtotal - - -
All Funds
Personnel Services 133,364 162,330 162,330
Operations and Maintenance 33,579 30,300 58,300
Capital Outlay - - -
Cost Allocation (54,510) (54,510) (60,920)
Debt Service - - -
Transfer Out - - -
Total Cost 112,433$ 138,120$ 159,710$
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 317
City Clerk – Department Budget Summary
Overview of Department
The statutes of the State of California prescribe the essential functions and duties of the City Clerk, and the
Government Code, Election Code, and City Municipal Code provide precise and specific responsibilities and
procedures to follow. The City Clerk is an elected position, and the City Clerk Services Director oversees
the day-to-day operations of the office.
FY 2025/26 Budget Highlights
• Maintain an accurate record of City Council proceedings and official City documents
• Administer the Oath of Office
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 318
City Clerk – Department Budget Summary
Adopted Adopted
Actuals Budget Budget
Funds Summary 2023/24 2024/25 2025/26
Operating Budget
Personnel Services -$ 2,870$ 2,870$
Operations and Maintenance - - 2,100
Capital Outlay - - -
Cost Allocation (860) (860) (910)
Debt Service - - -
Transfer Out - - -
Subtotal (860) 2,010 4,060
Other Funds
Personnel Services - - -
Operations and Maintenance - - -
Capital Outlay - - -
Cost Allocation - - -
Debt Service - - -
Transfer Out - - -
Subtotal - - -
All Funds
Personnel Services - 2,870 2,870
Operations and Maintenance - - 2,100
Capital Outlay - - -
Cost Allocation (860) (860) (910)
Debt Service - - -
Transfer Out - - -
Total Cost (860)$ 2,010$ 4,060$
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 319
City Treasurer – Department Budget Summary
Overview of Department
The City Treasurer is an elected official charged with the responsibility for the custody and investment of
all City funds. The Treasurer is the City’s official “signature” for all financial transactions made. The
Assistant City Manager/Administrative Services Director has been appointed as Deputy City Treasurer and
has the authority to assign Finance Department staff to handle treasury functions needing daily attention.
FY 2025/26 Budget Highlights
• Maintain funds in secure and liquid investments
• Structure maturities to meet City cash flow needs throughout the year
• Work in conjunction with the City’s third-party investment advisor to further diversify the City’s
portfolio and make progress towards achieving the City’s established benchmark
• Present the City’s investment policy to the City Council for annual approval
• Maintain California Municipal Treasurer’s Association (CMTA) Investment Policy Certification which
certifies the City’s investment policy complies with the current State statutes governing the
investment practices of local government entities located within the State of California
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 320
City Treasurer – Department Budget Summary
Adopted Adopted
Actuals Budget Budget
Funds Summary 2023/24 2024/25 2025/26
Operating Budget
Personnel Services 2,929$ 2,870$ 2,870$
Operations and Maintenance 40,527 41,140 49,440
Capital Outlay - - -
Cost Allocation (11,850) (11,850) (13,700)
Debt Service - - -
Transfer Out - - -
Subtotal 31,606 32,160 38,610
Other Funds
Personnel Services - - -
Operations and Maintenance - - -
Capital Outlay - - -
Cost Allocation - - -
Debt Service - - -
Transfer Out - - -
Subtotal - - -
All Funds
Personnel Services 2,929 2,870 2,870
Operations and Maintenance 40,527 41,140 49,440
Capital Outlay - - -
Cost Allocation (11,850) (11,850) (13,700)
Debt Service - - -
Transfer Out - - -
Total Cost 31,606$ 32,160$ 38,610$
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 321
City Management – Department Budget Summary
Overview of Department
The City Manager is appointed by the City Council to oversee the enforcement of municipal laws, direct
daily operations of the City, make recommendations to the City Council, prepare, and administer the
municipal budget, appoint and supervise all City department heads and employees, and supervise the
operation of all City departments. The City Manager’s Office oversees a variety of interdepartmental
activities and programs and provides direct support for the City Council. One such effort is the nationally
recognized Healthy RC initiative, which encourages a healthy and environmentally sustainable lifestyle for
those who live, work, and play in Rancho Cucamonga. Another is the management of the City’s award-
winning Community Affairs Network (CAN) including publication of various newsletters,
department/program e-newsletters, media relations, community outreach and engagement, social media
platforms, and other public information efforts.
The City Manager's Office also manages the Legislative Advocacy Program to ensure that Rancho
Cucamonga's interests are heard at the local, state, and federal levels. These efforts are governed by our
Legislative Platform, which promotes the principle of local control and protection of local revenue.
The City Manager’s Office also manages the Rancho Cucamonga Municipal Utility (RCMU) and RC Fiber, to
provide economic and reliable electricity and an alternate high-speed internet service option to residents
and businesses.
FY 2025/26 Budget Highlights
• Establish Rancho Cucamonga as the cultural hub of the Inland Empire by implementing Public Art
Projects outlined in the RC Public Art Plan including the Utility Box Beautification Program, the City’s
first RC Public Art Program mural, and a temporary art exhibit project
• Create a world-class community that is safe, equitable, and resilient by reducing contributions to
climate change and empowering the community with resources to expand sustainability efforts
• Advocate for policies and projects that safeguard and elevate City interests, advance its strategic
goals, and ensure an equitable quality of life for all in Rancho Cucamonga
• Cultivate an inclusive organization dedicated to equitable practices through RC DRIVE
• Cultivate meaningful and equitable communications and community engagement by providing
resources and support that encourages transparent communication, builds trust, and supports Team
RC in meeting the community where they are at
• Lead efforts and collaborate with community partners to prevent and address the opioid/fentanyl
crisis
• Assess the community’s needs to tailor policy, systems, and built environment changes and provide
an equitable quality of life for all
• Conduct a thorough needs assessment to better understand the challenges faced by individuals
experiencing homelessness and collaborate across departments, social service providers, and
community partners to ensure a holistic approach to develop strategies that effectively meet the
needs of our community.
• Onboard and service approximately 600 new residential customer accounts with RCMU Electric
service.
• Construction of various RCMU Electric and Fiber Optic line extension projects to serve new
development and expand our customer base.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 322
City Management – Department Budget Summary
Adopted Adopted
Actuals Budget Budget
Funds Summary 2023/24 2024/25 2025/26
Operating Budget
Personnel Services 2,765,644$ 2,977,410$ 2,352,710$
Operations and Maintenance 297,682 373,520 96,367
Capital Outlay - - -
Cost Allocation (715,340) (802,680) (735,490)
Debt Service - - -
Transfer Out - - -
Subtotal 2,347,986 2,548,250 1,713,587
Other Funds
Personnel Services - - -
Operations and Maintenance 4,200 41,000 291,080
Capital Outlay - - 666,408
Cost Allocation - - -
Debt Service - - -
Transfer Out - - -
Subtotal 4,200 41,000 957,488
All Funds
Personnel Services 2,765,644 2,977,410 2,352,710
Operations and Maintenance 301,882 414,520 387,447
Capital Outlay - - 666,408
Cost Allocation (715,340) (802,680) (735,490)
Debt Service - - -
Transfer Out - - -
Total Cost 2,352,186$ 2,589,250$ 2,671,075$
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 323
Engagement and Special Programs – Department Budget Summary
The Engagement and Special Programs (ESP) division, within the City Manager’s Office, integrates several
high-impact initiatives that support City Council priorities and elevate community well-being in Rancho
Cucamonga. ESP plays a central role in advancing cross-departmental projects that strengthen civic
engagement, improve public communication, and support strategic development. The division oversees a
diverse portfolio of efforts – from community outreach and strategic communications to capital project
planning, grant administration, and policy advocacy. Signature initiatives include Healthy RC, the Public Art
Placemaking Program, the Legislative Advocacy Program, and the City’s award-winning Community Affairs
Network (CAN), which manages a variety of public information efforts and community engagement
activities. Lastly, ESP oversees RCMU and RC Fiber, providing affordable electricity and high-speed internet
options for Rancho Cucamonga residents and businesses.
Through collaboration with residents, regional stakeholders, and City departments, ESP serves as a hub for
innovative programming and engagement strategies that promote connection, equity, and long-term
community resilience.
FY 2025/26 Budget Highlights
• Advance affordable for-sale housing with Planning and Economic Development, supported by PLHA
funds and a $1.15M ProHousing grant to expand homeownership and economic opportunities for
the “missing middle.”
• Advance a holistic homelessness strategy in partnership with the County and neighboring cities,
including active collaboration with COAST, PD’s Solutions Oriented Police team (SOP), and local
service providers to deliver coordinated, wraparound support for unhoused individuals in Rancho
Cucamonga.
• Actively engage in state and federal advocacy by supporting Cal Cities leadership, sponsoring SB
800 (suicide prevention on state roadways), submitting federal funding requests, and monitoring
legislation to advance strategic priorities and protect Rancho Cucamonga’s interests.
• Implement a new program, CHAMPS – in partnership with a local nonprofit – to strengthen the
Community Schools at Cucamonga School District by supporting low- to moderate-income youth in
emotional well-being, academic success, and healthy lifestyle development.
• Support outreach efforts for capital projects and major initiatives, including the Cucamonga Station
groundbreaking, Cucamonga Trailhead project and conservation efforts, Heritage Park Bridges,
Westside Library Expansion, Red Hill Refresh, Opioid Prevention, e-bike education and more.
• Plan 50th anniversary digital engagement efforts and the City flag redesign.
• Ensure all digital materials meet WCAG 2.0 accessibility standards by April 2026.
• Onboard and service approximately 600 new residential customer accounts with RCMU Electric
service.
• Construct RCMU Electric and Fiber Optic line extensions to support new development and grow our
customer base.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 324
Engagement and Special Programs – Department Budget Summary
Adopted Adopted
Actuals Budget Budget
Funds Summary 2023/24 2024/25 2025/26
Operating Budget
Personnel Services -$ -$ 1,753,360$
Operations and Maintenance - - 464,300
Capital Outlay - - -
Cost Allocation - - (244,770)
Debt Service - - -
Transfer Out - - -
Subtotal - - 1,972,890
Other Funds
Personnel Services - - 698,450
Operations and Maintenance - - 20,033,240
Capital Outlay - - 2,102,090
Cost Allocation - - 244,770
Debt Service - - -
Transfer Out - - 2,106,860
Subtotal - - 25,185,410
All Funds
Personnel Services - - 2,451,810
Operations and Maintenance - - 20,497,540
Capital Outlay - - 2,102,090
Cost Allocation - - -
Debt Service - - -
Transfer Out - - 2,106,860
Total Cost -$ -$ 27,158,300$
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 325
Engagement and Special Programs – Performance Measures
City Council Core Values
Equitable prosperity
for all
Providing and nurturing a
high quality of life for all
Continuous
improvement
Intentionally embracing and
anticipating the future
Building and preserving a
family-oriented atmosphere
Promoting and enhancing a safe
and healthy community for all
Actively seeking and respectfully
considering all public input
Working together cooperatively and respectfully with each other, staff, and all stakeholders
Alignment with
City Council Core Values
# Department Goals
1
Strive towards a greener, cleaner Rancho Cucamonga by adopting
policies and implementing programs and strategies that advance
environmental sustainability in the community and in City operations
2
Offer a wide variety of classes, activities, and special programs that
advance health, with a special emphasis on reaching at risk
populations (e.g., low-income)
3 Continue to operate the Legislative Advocacy Program to ensure the
City's interests are heard at the local, state, and federal level
4
Support all programs, services, and initiatives by increasing
community awareness and promoting the City as a premier place to
live, work, and play in the Inland Empire
5 Provide safe, reliable, and cost-effective fiber and electric services to
City customers
Department Performance Measures Dept.
Goal #
Actual
2023/24
Actual
2024/25
Target
2025/26
Percent of DC Fast Charger sessions achieving daily goal
Daily goal of 5 charge sessions 1 92% 96.37% + 100%
Percent of extremely low to moderate income
participants in healthy eating programs 2 100% 100%* **
Percent of advocacy success rate
Measures the outcome of a legislative bill in
comparison with the City’s official position
3 50% 54%++ 58%
Community Engagement
4
Number of social media followers
Includes Facebook, Instagram, and Twitter 61,614 67,787 72,500
Percent increase/(decrease) in social media
followers 14.1% 10.2% increase 7%
Number of City website views 244,247 318,507 335,000
Percent increase/(decrease) of City website
views 4.1% 30.4% increase 5%
Number of RCMU electric customers 5 3,473 3,757 4,100
Number of Rancho Fiber customers 5 457 411+++ 500
+Additional data collected from newly installed EV Chargers at RC Sports Center beginning in February 2025.
* Per CDBG reporting requirements individual income data is no longer collected, instead participants are required to live within extremely low to
moderate income boundary maps.
**This program concluded at the end of FY 24/25 and is no longer active. A new performance measure will be implemented in FY 25/26.
++Based on the status of bills as of 7/9/25, the Governor has until 10/12/25 to sign or veto bills.
+++ Data only includes calendar year 2024 (i.e., thru December 2024)
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 326
Engagement and Special Programs – Services to the Community
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 327
Economic Development – Department Budget Summary
The Economic Development Department’s (ED) primary responsibilities include encouraging business
investment opportunities in the City; aiding with business attraction, retention, and expansion; assisting
with real estate acquisition and other types of business assistance; and working to provide greater
opportunities for workforce development throughout the City. ED also oversees the CDBG program and
housing programs. The ED function will also be expanding to include both Parking and Business License.
This will help to further centralize these functions to optimize efficiency and enhance the customer service
experience. As part of the City Manager workgroup, ED also works with other City departments, public
agencies, and partner organizations to build and maintain a high quality, balanced, and sustainable
community for Rancho Cucamonga residents, businesses, and visitors alike.
FY 2025/26 Highlights
• Implement Phase 2 of the City’s Economic Development Strategy. Phase 2 is made up of strategies
that are estimated to take 2-3 years to complete
• Enhance the City’s economic development marketing efforts
• Focus on efforts to attract businesses in target industries identified in the Economic Development
Strategy including, advanced manufacturing; medical manufacturing; food and beverage
manufacturing; finance, insurance, and real estate; and professional/medical services
• Assist with marketing efforts for the Epicenter and the HART District (including Cucamonga Station)
• Further incorporate the use of existing and new technology into business attraction, retention, and
expansion efforts
• Expand the Department to include the Business License and Parking Enforcement division
• Recruit staff for the Parking Enforcement team
• Monitor the Department’s adopted approach to customer service and make adjustments as needed
to ensure customer satisfaction remains at least at a 90% satisfaction rate per month throughout
the fiscal year
• Continue to invest in staff through training opportunities and professional development
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 328
Economic Development – Department Budget Summary
Adopted Adopted
Actuals Budget Budget
Funds Summary 2023/24 2024/25 2025/26
Operating Budget
Personnel Services 792,697$ 809,690$ 1,023,240$
Operations and Maintenance 841,203 1,026,200 1,220,750
Capital Outlay - - -
Cost Allocation - - -
Debt Service - - -
Transfer Out - - -
Subtotal 1,633,900 1,835,890 2,243,990
Other Funds
Personnel Services 1,959 34,160 34,160
Operations and Maintenance 1,005,014 1,175,000 2,351,863
Capital Outlay - - -
Cost Allocation - - -
Debt Service - - -
Transfer Out - - -
Subtotal 1,006,973 1,209,160 2,386,023
All Funds
Personnel Services 794,656 843,850 1,057,400
Operations and Maintenance 1,846,217 2,201,200 3,572,613
Capital Outlay - - -
Cost Allocation - - -
Debt Service - - -
Transfer Out - - -
Total Cost 2,640,873$ 3,045,050$ 4,630,013$
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 329
Economic Development – Performance Measures
City Council Core Values
Equitable prosperity
for all
Providing and nurturing a
high quality of life for all
Continuous
improvement
Intentionally embracing
and anticipating the future
Building and preserving a
family-oriented atmosphere
Promoting and enhancing a safe
and healthy community for all
Actively seeking and respectfully
considering all public input
Working together cooperatively and respectfully with each other, staff, and all stakeholders
Alignment with
City Council Core Values
# Department Goals
1
Support all programs, services, and initiatives by increasing
community awareness and promoting the City as a premier
place to live, work, and play in the Inland Empire
Department Performance Measures Dept.
Goal #
Actual
2023/24
Actual
2024/25
Target
2025/26
Community Block Development Grants
Number of programs funded throughout the
community
1 13 10 7
Engagement and Marketing
Marketing outreach
Number of email addresses subscribed to
the Economic Development e-newsletter
lists
1 4,927 5,463 6,118
Community engagement through social
media interactions 1 401,175 567,819 624,600
Includes Likes, Shares, and Comments
on Facebook, LinkedIn, X (Twitter), and
IG
Business Support
Businesses supported through attraction,
retention, and expansion efforts
Includes support services from
Chamber of Commerce and SBDC
1 72 97 105
Number of jobs created 1 80 34 41
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 330
Economic Development – Services to the Community
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 331
Police (Contract) – Department Budget Summary
Overview of Department
The San Bernardino County Sheriff’s Department is honored to continue its partnership with the City of Rancho
Cucamonga. This collaboration, founded on mutual support and trust, played a significant role in making the city
one of the safest in California. The members of the Rancho Cucamonga Police Department are committed to
delivering a high standard of service to the City's residents, businesses, and visitors.
Patrol
The Patrol Division is responsible for providing emergency response services to the citizens of Rancho Cucamonga.
This division utilizes two tracking K9 units to assist in tracking suspects and locating missing persons. The Patrol
Division is supported by four volunteer units: Explorers, Citizens on Patrol, Reserve Deputies, and Equestrians on
Patrol.
Traffic Safety
The Traffic Division investigates traffic collisions, conducts proactive traffic enforcement to reduce traffic accidents,
and conducts DUI enforcement operations. Deputies also provide safe driving and DUI education throughout the
year.
Investigations
This division consists of detectives and deputies who work in conjunction with the Patrol Division to conduct follow-
ups on felony cases, monitor sex registrants for compliance, and track emerging crime trends in the community.
Crime Prevention
The Crime Prevention division fosters community engagement and education. This team educates the public about
crime trends, and manages programs and events, including Neighborhood Watch, the Citizen’s Advisory
Committee, and National Night Out.
Specialized Units
The specialized units include the Multiple Enforcement Team (MET), the Solution-Oriented Policing (SOP) Team,
and School Resource Officers (SROs). The SOP team addresses quality of life issues, the homeless population, and
provides active shooter training to the community and local public safety agencies.
Victoria Gardens Mall
Staff assigned to the Victoria Gardens Mall work from a satellite station located at the Victoria Gardens Regional
Mall. Deputies focus on retail theft investigations and proactively collaborate with local businesses to prevent crime.
Deputies also lead the Inland Empire Organized Retail Crime Association and work closely with state and local law
enforcement agencies and their retail partners.
FY 2025/26 Budget Highlights
• Expand the City’s network of Automated License Plate Reader (ALPR) cameras at key intersections. The
Police Department welcomes the addition of Flock ALPR at four intersections and the Etiwanda Preserve.
Additionally, evaluate and replace outdated/non-operational PSVN cameras and equipment throughout the
City.
• Continue partnering with the Rancho Cucamonga Fire Department and the Department of Behavioral Health
to implement a Community Outreach and Support Team (COAST). The COAST Team will deploy toward
the end of FY 2024/25 and focus on individuals experiencing a mental health crisis. The department will
evaluate its effectiveness in FY 2025/26.
• The Real-Time Information Center (RTIC) welcomed the addition of the GeoShield software in FY 2024/25.
With the RTIC fully operational, FY 2025/26 will allow staff to monitor and evaluate the positive impacts to
patrol, investigative, and administrative functions.
• Finalize the planning of the Police Station’s modernization and improvement projects and continue
collaboration with the City Manager’s Office to assess the development of a new Victoria Gardens satellite
station.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 332
Police (Contract) – Department Budget Summary
Adopted Adopted
Actuals Budget Budget
Funds Summary 2023/24 2024/25 2025/26
Operating Budget
Personnel Services -$ -$ -$
Operations and Maintenance 48,723,401 53,649,090 56,988,128
Capital Outlay - - -
Cost Allocation - - -
Debt Service - - -
Transfer Out - - -
Subtotal 48,723,401 53,649,090 56,988,128
Other Funds
Personnel Services - 97,580 97,979
Operations and Maintenance 732,169 1,070,340 705,263
Capital Outlay 315,665 6,678,030 6,610,940
Cost Allocation - - -
Debt Service - - -
Transfer Out - - -
Subtotal 1,047,834 7,845,950 7,414,182
All Funds
Personnel Services - 97,580 97,979
Operations and Maintenance 49,455,570 54,719,430 57,693,391
Capital Outlay 315,665 6,678,030 6,610,940
Cost Allocation - - -
Debt Service - - -
Transfer Out 2,680 2,680 2,680
Total Cost 49,773,915$ 61,497,720$ 64,404,990$
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 333
Police (Contract) – Performance Measures
City Council Core Values
Equitable prosperity
for all
Providing and nurturing a
high quality of life for all
Continuous
improvement
Intentionally embracing
and anticipating the future
Building and preserving a
family-oriented atmosphere
Promoting and enhancing a safe
and healthy community for all
Actively seeking and respectfully
considering all public input
Working together cooperatively and respectfully with each other, staff, and all stakeholders
* Performance Measure data will be reported based on the corresponding calendar year, with 2024/25 figures reflecting
data from calendar year 2024.
** Information unavailable due to the San Bernardino County Sheriff’s Department network disruption.
*** Calculation based on the number of sworn patrol deputies – includes those assigned to traffic and specialized details.
**** Number of Adult Arrests does not include arrests in 04/2023 or 05/2023 – data was lost during the network disruption.
Alignment with
City Council Core Values
# Department Goals
1 To maintain order and security in the community through
effective deployment of officers and equipment throughout
the City and by responding to calls for service on a 24/7 basis
Department Performance Measures Dept.
Goal #
Actual
2023/24*
Actual
2024/25
Target
2025/26
Maintain appropriate levels of response times to calls for
service 1
Number of calls for service 114,588 134,571 135,000
Response time for emergency calls 5:00 4:49 4:30
Maintain Part One (Murder, Rape, Robbery Aggravated
Assault, Burglary, etc.) and Two Crimes (Forgery,
Counterfeit, Fraud, Stolen Property, Vandalism, etc.) per
1,000 population at equal to existing levels 1
Number of Part One Crimes ** 3,688 4,000
Number of Part One Crimes per 1,000 population ** 20.95 22.72
Number of Part Two Crimes ** ** **
Number of Part Two Crimes per 1,000 population ** ** **
Maintain traffic collisions per 1,000 population equal to
existing levels
1
Number of traffic collision reports processed 1,401 1,035 1,200
Number of traffic collisions investigations per
1,000 population 7.96 5.88 6.9
Maintain reports and calls for service per officer equal to
existing levels
1
Number of reports processed 14,131 14,393 14,200
Number of reports per sworn position*** 128 116 127
Number of calls for service per sworn position*** 1,041 1,175 1,108
Number of Adult Arrests 1 2,714**** 2,907 3,000
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 334
Police (Contract) – Services to the Community
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 335
Fire District – Department Budget Summary
Overview of Department
The Fire District is a subsidiary district of the City and has its own statutory funding with the City Council
serving as the Fire District Board of Directors. The Fire District’s mission is to serve the community through
planning, promoting, and demonstrating a readiness to respond to, and reduce, threats to life and property
through the delivery of emergency and non-emergency services and programs in an efficient and effective
manner.
The foundation for the Fire District’s traditional and innovative services is focused on three premier services:
Community Risk Reduction, Emergency Response, and Emergency Management. The Prevention Bureau
reduces risk and eliminates hazards through fire prevention, inspection, wildland fire threat reduction and
public education/community outreach. Additionally, firefighters deliver an efficient and effective emergency
response through structural and wildland fire suppression, emergency medical services, hazardous materials
response, technical rescue, and tactical response. The Emergency Management program reduces
vulnerability to hazards, increases community disaster resiliency, and provides timely economic recovery
utilizing comprehensive mitigation, preparedness, and response programs.
The Fire District provides emergency and non-emergency services through progressive leadership,
personnel management, professional development through high level training, advanced planning, financial
administration, and logistical support which includes apparatus and facilities maintenance, communications,
and information technology.
The Fire District’s emergency response and incident mitigation capabilities remain cutting edge through
innovative, passionate, and fiscally responsible program management, which further enhances the quality
of life for those served. The Fire District’s goal is to deliver these services in an effective, efficient, and
professional manner while maintaining financial stability.
FY 2025/26 Budget Highlights
• Continued use of data analytics to adjust the service delivery and deployment model of both direct
and support services. This includes data related to the Medic Squad 178’s deployment to low-acuity
calls to determine the potential future need of additional medic squad units in order to further
enhance the concentration levels of resources to the community
• Continued implementation and expansion of the Community Outreach and Support Team (COAST)
program in order to engage with those experiencing a mental health crisis and provide alternative
services.
• Complete facility improvements to Fire Stations 173, 174, and 175 in order meet the needs of an
increasingly diverse workforce.
• Continue the design-build process for the Amethyst Fire Station 171 Rebuild and Expansion Project.
• Continued implementation of enhanced health, wellness, and cancer prevention initiatives,
standards, and practices.
• Replacement of apparatus in accordance with the District’s Long-Term Emergency Apparatus/Vehicle
Purchasing and Replacement Plan in order to ensure operational readiness.
• Continued partnership with the City on projects and staff cost sharing, including crossing guard
services to support community risk reduction, fleet maintenance, and IT infrastructure upgrades.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 336
Fire District – Department Budget Summary
Adopted Adopted
Actuals Budget Budget
Funds Summary 2023/24 2024/25 2025/26
Operating Budget
Personnel Services 35,086,623$ 42,150,080$ 44,942,200$
Operations and Maintenance 16,672,543 17,177,540 9,545,650
Capital Outlay 10,000 647,920 1,608,000
Cost Allocation - - -
Debt Service 912 - -
Transfer Out 5,290,033 5,576,270 3,964,090
Subtotal 57,060,111 65,551,810 60,059,940
Other Funds
Personnel Services - - -
Operations and Maintenance 2,946,040 898,230 2,481,280
Capital Outlay 10,488,999 3,957,960 16,379,500
Cost Allocation - - -
Debt Service - - -
Transfer Out - - -
Subtotal 13,435,039 4,856,190 18,860,780
All Funds
Personnel Services 35,086,623 42,150,080 44,942,200
Operations and Maintenance 19,618,583 18,075,770 12,026,930
Capital Outlay 10,498,999 4,605,880 17,987,500
Cost Allocation - - -
Debt Service 912 - -
Transfer Out 5,290,033 5,186,590 3,964,090
Total Cost 70,495,150$ 70,018,320$ 78,920,720$
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 337
Fire District – Performance Measures
City Council Core Values
Equitable prosperity
for all
Providing and nurturing a
high quality of life for all
Continuous
improvement
Intentionally embracing
and anticipating the future
Building and preserving a
family-oriented atmosphere
Promoting and enhancing a safe
and healthy community for all
Actively seeking and respectfully
considering all public input
Working together cooperatively and respectfully with each other, staff, and all stakeholders
Alignment with
City Council Core Values
# Department Goals
1 Provide vital fire and life safety services to the community in an
efficient and effective manner
2 Assure that all personnel receive comprehensive training, consistent
with the highest professional standards of the fire service
3 Encourage community participation in fire safety and emergency
preparedness
Department Performance Measures Dept.
Goal #
Actual
2023/24
Actual
2024/25
Target
2025/26
Average response time at 90th percentile
Measurement of turnout and travel time to incidents 1 0:08:42 0:11:08* 0:09:00
Emergency Incidents 0:09:49
Non-Emergency Incidents 0:14:26
Percent of cardiac patients with pulsatile rhythms
upon delivery to a hospital 1 32% 31% 45%
Number of incidents
Includes fires, emergency medical services,
hazardous materials, technical rescue, extrications,
public assist, alarms and false alarms, and other
1 18,740 19,873 20,405
Number of Responses
Includes all responses, such as when multiple units
respond to the same incident.
1 24,655 25,847 26,295
Fires contained to room of origin 1 60% 74.29% 75%
Number of inspections
Includes building, business, and weed abatement
inspections
1 4,479 4,173 5,500
Total personnel training hours 2 41,086 39,063 43,000
Community members trained with public
education events
Includes in-person and virtual training
3 637 541 700
Community engagement through social media
interactions
Includes Likes, Shares, and Comments on
Facebook, Instagram, and Twitter
3 2,217,323 3,662,168** 2,400,000
*The increase in response time from the prior fiscal year can be attributed to the implementation of Medic Squad 178 and related
changes in deployment models for emergency and non-emergency incidents.
**The increase in community engagement from the prior fiscal year can be attributed to communication related to local fires and
weather-related events.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 338
Fire District – Services to the Community
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 339
Animal Services – Department Budget Summary
Overview of Department
The City of Rancho Cucamonga has an innovative Animal Services Department whose mission is Creating
PAWsitive impact by enriching the lives of animals and people. The Animal Services Department cares for
thousands of homeless pets annually and responds to over 5,000 calls for service related to stray animals,
rescues, and animal welfare.
The Department oversees the following program areas:
Animal Care: General animal care and housing, adoptions, reuniting lost pets with owners and promoting
responsible pet ownership.
Community and Information Programs: Volunteer, foster care, and RC aCATemy programs,
fundraising, community outreach, social media, and community information/education.
Field Services: Animal pickup, rescues, community cat programs, investigations, rabies control, co-
existing with wildlife, animal licensing, and enforcement of animal regulations.
Veterinary Services: Veterinary treatment for animals housed at the Center, contracts for emergency,
after hour, and specialized veterinary services; vouchers for low cost spay and neuter clinics, and
partnerships for low-cost vaccination clinics.
FY 2025/26 Budget Highlights
• Budgeting for the increased cost of veterinary contract services
• Recruiting and filling open full-time positions
• Training and developing staff to prepare them for new or expanded roles
• Increasing fundraising and community events to support programs such as spay and neuter
vouchers and Puff’s Pet Pantry
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 340
Animal Services – Department Budget Summary
Adopted Adopted
Actuals Budget Budget
Funds Summary 2023/24 2024/25 2025/26
Operating Budget
Personnel Services 3,083,694$ 3,252,320$ 3,558,490$
Operations and Maintenance 473,086 493,740 540,130
Capital Outlay 55,000 10,000 10,000
Cost Allocation - - -
Debt Service - - -
Transfer Out - - -
Subtotal 3,611,780 3,756,060 4,108,620
Other Funds
Personnel Services - - -
Operations and Maintenance - - -
Capital Outlay - - -
Cost Allocation - - -
Debt Service - - -
Transfer Out - - -
Subtotal - - -
All Funds
Personnel Services 3,083,694 3,252,320 3,558,490
Operations and Maintenance 473,086 493,740 540,130
Capital Outlay 55,000 10,000 10,000
Cost Allocation - - -
Debt Service - - -
Transfer Out - - -
Total Cost 3,611,780$ 3,756,060$ 4,108,620$
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 341
Animal Services – Performance Measures
City Council Core Values
Equitable prosperity
for all
Providing and nurturing a
high quality of life for all
Continuous
improvement
Intentionally embracing
and anticipating the future
Building and preserving a
family-oriented atmosphere
Promoting and enhancing a safe
and healthy community for all
Actively seeking and respectfully
considering all public input
Working together cooperatively and respectfully with each other, staff, and all stakeholders
Department Performance Measures Dept.
Goal #
Actual
2023/24*
Actual
2024/25
Target
2025/26
Cats Dogs Cats Dogs Cats Dogs
Intake 1 1681 1361 1601 1396 1601 1396
Outcomes
1
Adoptions 835 603 878 563 878 563
Returned to owner 24 381 48 407 48 407
Rescued 204 185 214 214 214 214
Trap-Neuter-Return/
Shelter-Neuter-Return 209 0 230 0 230 0
Euthanized 401 184 198 177 198 177
Died 52 1 60 10 60 10
Transfer correct shelter 0 3 1 15 1 15
Escaped, missing, or other 1 0 0 0 0 0
Live release rate
Measures live outcomes as a percentage
of the animals admitted. Rate excludes
owner requested euthanasia for animals
that are unhealthy/untreatable
1 74% 86% 84% 87% 84% 87%
Total Field Service calls 1 8,642 8,908 8,908
*Performance Measure data reported for Fiscal Year 2023/24 and 2024/25 reflects official data for calendar years 2023 and 2024,
respectively.
Alignment with
City Council Core Values
# Department Goals
1 To create a PAWsitive impact by enriching the lives of animals
and people
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 342
Animal Services – Services to the Community
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 343
Community Services – Department Budget Summary
Overview of Department
The FY 2025/26 budget for the Community Services Department highlights strategic investments in
community infrastructure, facilities, and programs. Major initiatives include modernizing the Family
Resource Center and upgrading the Victoria Gardens Cultural Center Outdoor Stage into a premier cultural
venue. Targeted infrastructure improvements, such as sports lighting at Garcia Park, playground
replacements at Mountain View Park, and accessibility enhancements at Red Hill Pickleball Courts, reflect
commitments to inclusivity and safety. Proactive community engagement will address demographic shifts
by expanding programs and establishing specialized roles, especially for seniors and individuals with diverse
abilities. Operational and cultural innovations, including improved park ranger services, standardized
signage, expanded programming, and strategic partnerships, support Rancho Cucamonga’s continued
excellence as it approaches its 50th Anniversary.
FY 2025/26 Budget Highlights
• Expansion of cultural programming through the introduction of the Market Night Series and the
collaborative Faultline Festival.
• Family Resource Center remodel and modernization.
• Continued support for twelve successful senior-focused pilot programs from FY 2023/24.
• Dedicated professional training through “Kids Included Together” for inclusive recreation.
• Enhancement of Summer Camp programming, including increasing the staff-to-child ratio.
• Continuation of Adaptive Sports Day, building upon the inaugural success at the Sports Center.
• Continued investment in the Victoria Gardens Cultural Center Courtyard project.
• Advanced sports lighting installation at Garcia Park to extend usability and improve safety.
• Mountain View Park playground equipment replacement to meet modern safety standards.
• Park Ranger operational enhancements to increase safety, efficiency, and public education efforts across
city parks.
• Multi-year standardized park signage initiative for improved navigation and user experiences.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 344
Community Services – Department Budget Summary
Adopted Adopted
Actuals Budget Budget
Funds Summary 2023/24 2024/25 2025/26
Operating Budget
Personnel Services 5,268,303$ 6,863,475$ 8,007,157$
Operations and Maintenance 2,064,899 2,458,800 2,711,520
Capital Outlay 448,740 453,500 140,000
Cost Allocation - - -
Debt Service - - -
Transfer Out - - -
Subtotal 7,781,942 9,775,775 10,858,677
Other Funds
Personnel Services - - -
Operations and Maintenance 24,613 345,110 369,952
Capital Outlay 918,692 2,498,400 1,329,690
Cost Allocation - - -
Debt Service - - -
Transfer Out - - -
Subtotal 943,305 2,843,510 1,699,642
All Funds
Personnel Services 5,268,303 6,863,475 8,007,157
Operations and Maintenance 2,089,512 2,803,910 3,081,472
Capital Outlay 1,367,432 2,951,900 1,469,690
Cost Allocation - - -
Debt Service - - -
Transfer Out - - -
Total Cost 8,725,247$ 12,619,285$ 12,558,319$
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 345
Community Services – Performance Measures
City Council Core Values
Equitable prosperity
for all
Providing and nurturing a
high quality of life for all
Continuous
improvement
Intentionally embracing
and anticipating the future
Building and preserving a
family-oriented atmosphere
Promoting and enhancing a safe
and healthy community for all
Actively seeking and respectfully
considering all public input
Working together cooperatively and respectfully with each other, staff, and all stakeholders
Department Performance Measures Dept.
Goal #
Actual
2023/24
Actual (YTD)
2024/25
Target
2025/26
Provide opportunities for participation in
programs and services
1 & 2
Total registrations 19,112 18,266 18,814
Resident registrations 15,647 14,600 15,038
Non-resident registrations 3,465 3,666 3,776
Walk-in registrations 7,263 5,849 4,972
On-line registrations 11,849 12,417 13,842
Track engagement through Lewis Family
Playhouse ticket sales
1 & 2
Total tickets distributed 51,087 50,697 48,197
Resident tickets 16,195 16,481 15,669
Non-resident tickets 34,892 34,216 32,528
In person/phone tickets 24,985 29,186 27,747
On-line tickets 26,102 21,511 20,450
Sources:
Total Registrations – Resident vs. Non-Resident: ActiveNet Activities Total Report for FY 24/25
Online vs. Walk-in: ActiveNet Insights Adhoc View (Activities Dashboard Domain)
Lewis Family Playhouse Engagement – Total Tickets Distributed: I:\COMMSERV\CULTURAL CENTER\Data
Analytics\Performance Measures & AudienceView Metrics
Alignment with
City Council Core Values
# Department Goals
1 Provide quality recreation experiences to individuals, families,
and the community
2 Provide quality events, programs, services, and facilities to
strengthen the community image and sense of place
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 346
Community Services – Services to the Community
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 347
Records Management – Department Budget Summary
Overview of Department
The City Clerk/Records Management Department promotes community involvement and awareness and
supports the City Council, staff, and the citizens of Rancho Cucamonga by coordinating the legislative
process, administering City elections, and managing City records with integrity, accuracy, impartiality, and
professionalism.
The Department is responsible for a vast array of administrative services that provide support for all City
Departments, including:
• Agenda and Legislative Management
• Boards, Committees, and Commissions Recruitment
• Public Records Requests
• Contracts and Agreements
• Bid Openings
• Legal Public Noticing
• Processing Citation Appeals for Community Improvement, Animal Services, and Fire District
• City Hall Educational Tours
• City Election Administration
• Campaign Disclosure/Economic Interest Filings
• Conflict of Interest Code
• Records Management, including records imaging, storage, destruction, and retention
• Municipal Code Codification
FY 2025/26 Budget Highlights
• Provide ongoing professional development and training for staff to enhance specialized skills,
support succession planning, stay updated on new technologies and certifications, ensure
departmental sustainability, and foster a high-performing team.
• Review and scan permanent/infrastructure City and Fire contracts housed in the City Clerk Services
Department to increase public access and transparency of City Contracts.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 348
Records Management – Department Budget Summary
Adopted Adopted
Actuals Budget Budget
Funds Summary 2023/24 2024/25 2025/26
Operating Budget
Personnel Services 826,469$ 870,490$ 903,170$
Operations and Maintenance 80,218 357,800 129,080
Capital Outlay - - -
Cost Allocation (258,740) (294,370) (310,750)
Debt Service - - -
Transfer Out - - -
Subtotal 647,947 933,920 721,500
Other Funds
Personnel Services - - -
Operations and Maintenance - - -
Capital Outlay - - -
Cost Allocation - - -
Debt Service - - -
Transfer Out - - -
Subtotal - - -
All Funds
Personnel Services 826,469 870,490 903,170
Operations and Maintenance 80,218 357,800 129,080
Capital Outlay - - -
Cost Allocation (258,740) (294,370) (310,750)
Debt Service - - -
Transfer Out - - -
Total Cost 647,947$ 933,920$ 721,500$
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 349
Records Management – Performance Measures
City Council Core Values
Equitable prosperity
for all
Providing and nurturing a
high quality of life for all
Continuous
improvement
Intentionally embracing
and anticipating the future
Building and preserving a
family-oriented atmosphere
Promoting and enhancing a safe
and healthy community for all
Actively seeking and respectfully
considering all public input
Working together cooperatively and respectfully with each other, staff, and all stakeholders
Alignment with
City Council Core Values
# Department Goals
1 Notice and conduct of City Council/Fire Board/EIFD meeting
agendas per California State Law
2 Process agreements, resolutions, ordinances, minutes in a
timely manner
3 Process Public Record Requests as established per California
State Law
4 Continue to scan and index city-wide records into Electronic
Document Management System
Department Performance Measures Dept.
Goal #
Actual
2023/24
Actual
2024/25
Target
2025/26
Number of City contracts processed 2 277 186 280
Number of Fire contracts processed 2 7 12 12
Number of City resolutions processed 2 110 91 100
Number of Fire resolutions processed 2 31 22 30
Number of ordinances processed 2 12 13 13
Number of City Council/Fire Board meeting
Minutes 2 36 35 36
Percent of Public Record Requests completed
within 10 Days 3 97% 97% 98%
Percent of compliant City Council/Fire Board
meeting agenda postings 1 100% 100% 100%
Scan and index city-wide documents into
Laserfiche 4
In House 48,423 20,875 20,000
Outsourced 195,038 318,383 140,000
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 350
Records Management – Services to the Community
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 351
Library Services – Department Budget Summary
Overview of Department
The Library Services Department’s mission is to: Ignite Curiosity, Transform Lives, and Create Community.
The Department supports and encourages education and the love of reading in a welcoming atmosphere
with a knowledgeable, service-oriented staff.
Programs and services being offered include:
• 24/7 Library Kiosk locations featuring books and DVDs
• California Parks Pass Program
• Career Online High School
• Delivery of materials to homebound residents
• Digital collections including books, audiobooks, streaming videos, and magazines
• Large scale community events, including Nights of Discovery
• Library of Things and Seed Library
• LINK+ (Interlibrary Loan Services) and Zip Books
• Passport processing and photo services
• Print book, magazine, and AV collections
• Public computers and printers
• Second Story and Beyond® Discovery Space
• Storytimes, monthly teen and adult programs, and annual Summer Reading Program
• Study rooms
• Virtual Library offering free access to research databases, online homework tutoring, language
learning software, and resources for small businesses and job seekers
FY 2025/26 Budget Highlights
Launch and/or expand the following services:
• Launch Student Success Cards
• Launch 1,000 Books Before Kindergarten Reading Program
Ongoing infrastructure projects:
• Biane Library Infrastructure Project – includes updated flooring, modernized lighting fixtures, new
rotunda doors, and enhancements to improve ADA accessibility throughout the facility.
• Westside Library Expansion Project – a replacement of the Archibald Library through an expansion
of the City’s Lions Center East and West buildings, featuring quiet study areas, a dedicated Library
of Things collection space, and spacious indoor and outdoor program/event spaces.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 352
Library Services – Department Budget Summary
Adopted Adopted
Actuals Budget Budget
Funds Summary 2023/24 2024/25 2025/26
Operating Budget
Personnel Services 3,249,670$ 4,332,540$ 4,354,232$
Operations and Maintenance 1,395,096 1,708,660 1,844,427
Capital Outlay 248,381 - -
Cost Allocation - - -
Debt Service (1,490) - -
Transfer Out 5,220,030 - -
Subtotal 10,111,687 6,041,200 6,198,659
Other Funds
Personnel Services 269,930 694,920 -
Operations and Maintenance 88,315 319,990 41,746
Capital Outlay 3,709,198 12,448,430 2,067,380
Cost Allocation - - -
Debt Service 1,490 - -
Transfer Out - - -
Subtotal 4,068,933 13,463,340 2,109,126
All Funds
Personnel Services 3,519,600 5,027,460 4,354,232
Operations and Maintenance 1,483,411 2,028,650 1,886,173
Capital Outlay 3,957,579 12,448,430 2,067,380
Cost Allocation - - -
Debt Service - - -
Transfer Out 239,470 - -
Total Cost 9,200,060$ 19,504,540$ 8,307,785$
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 353
Library Services – Performance Measures
City Council Core Values
Equitable prosperity
for all
Providing and nurturing a
high quality of life for all
Continuous
improvement
Intentionally embracing
and anticipating the future
Building and preserving a
family-oriented atmosphere
Promoting and enhancing a safe
and healthy community for all
Actively seeking and respectfully
considering all public input
Working together cooperatively and respectfully with each other, staff, and all stakeholders
Alignment with
City Council Core Values
# Department Goals
1
A highly accessible library that values equity and inclusion
while supporting the community's pursuit of information,
opportunity, and fulfillment
2 Offer diverse materials, programs, and activities that ignite
curiosity, transform lives, and create community
3 Create a sense of community pride through citizen
involvement
Department Performance
Measures
Dept.
Goal #
Actual
2023/24
Actual
2024/25
Target
2025/26
Use of library facilities and resources
1 & 2
Library visitors 270,708 324,574 375,000
Circulation of library materials
(physical and digital items) 682,860 713,913 740,000
New library cards
(in-person and online registration) 11,014 12,409 13,900
Number of volunteer hours 3 2,132 2,676 3,200
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 354
Library Services – Services to the Community
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 355
Finance – Department Budget Summary
Overview of Department
The overall mission of the Finance Department is to provide excellent service to both our internal and
external customers with the highest degree of reliability and timeliness, while maintaining appropriate
financial control of City resources.
The Finance Department is responsible for managing the financial operations of the City of Rancho
Cucamonga and the Rancho Cucamonga Fire Protection District in accordance with generally accepted
accounting principles, as well as applicable laws, regulations, and City policies.
The Department consists of five divisions to accomplish its mission:
• Accounting and Financial Reporting: Comprised of the following sections: Accounts Payable,
Accounts Receivable, Debt Management, Fixed Assets, General Ledger, and Payroll. In addition,
this Division is responsible for preparing the City’s annual financial report.
• Budget Management: Responsible for coordinating the City’s annual budget and monitoring each
department’s compliance with the annual budget.
• Procurement: Responsible for procuring high-quality goods and services for the City in an efficient,
transparent, and fiscally responsible manner.
• Revenue Management: The Revenue Management Division works with the City Treasurer and
the Deputy City Treasurer, and it is responsible for daily cash management and investment of funds
for the City of Rancho Cucamonga and the Rancho Cucamonga Fire Protection District.
• Special Districts: Responsible for placing special assessments for City parcels on the county tax
rolls, tracking and paying debt service on the City’s special obligations payable from the special
assessments, and assisting with special district formations.
FY 2025/26 Budget Highlights
• The Budget team implemented OpenGov in the current fiscal year and will budget to continue that
subscription. OpenGov is a cloud-based system that improves budgeting, financial planning, and
data transparency. By streamlining workflows and making financial data more accessible, OpenGov
helps departments make smarter budget decisions while increasing accountability.
• Over the past year, the New and Optimized Financial Enterprise Application Replacement (NO FEAR)
project has successfully modernized the City’s financial and HR systems. Streamlined processes and
improved data access have made work more efficient for employees. The upcoming budget year
includes funding for additional staff trainings to further develop Finance’s administrator-level system
experts with the goal of enhancing staff skills in refining and improving the Workday system for
enhanced efficiencies and reporting capabilities.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 356
Finance – Department Budget Summary
Adopted Adopted
Actuals Budget Budget
Funds Summary 2023/24 2024/25 2025/26
Operating Budget
Personnel Services 2,426,557$ 2,628,530$ 2,910,060$
Operations and Maintenance 72,526 74,980 166,720
Capital Outlay - - -
Cost Allocation (727,620) (798,120) (985,780)
Debt Service - - -
Transfer Out - - -
Subtotal 1,771,463 1,905,390 2,091,000
Other Funds
Personnel Services - - -
Operations and Maintenance - - 12,800
Capital Outlay - - -
Cost Allocation - - -
Debt Service - - -
Transfer Out - - -
Subtotal - - 12,800
All Funds
Personnel Services 2,426,557 2,628,530 2,910,060
Operations and Maintenance 72,526 74,980 179,520
Capital Outlay - - -
Cost Allocation (727,620) (798,120) (985,780)
Debt Service - - -
Transfer Out - - -
Total Cost 1,771,463$ 1,905,390$ 2,103,800$
*Starting in FY 2025/26, Procurement's budget is integrated into Finance's budget as a whole.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 357
Finance – Performance Measures
City Council Core Values
Equitable prosperity
for all
Providing and nurturing a
high quality of life for all
Continuous
improvement
Intentionally embracing
and anticipating the future
Building and preserving a
family-oriented atmosphere
Promoting and enhancing a safe
and healthy community for all
Actively seeking and respectfully
considering all public input
Working together cooperatively and respectfully with each other, staff, and all stakeholders
Alignment with
City Council Core Values
# Department Goals
1 Practice sound fiscal management by living within our means
2 Manage and protect the City's financial assets
3 Be accountable to our residents through transparent financial
reporting
4 Effectively manage the City's investment portfolio
Department Performance Measures Dept.
Goal #
Actual
2023/24
Actual
2024/25
Target
2025/26
Achieve Government Finance Officers
Association's (GFOA) Distinguished Budget
Presentation Award
1, 2 & 3 Yes Yes Yes
Achieve GFOA’s Certificate of Excellence in
Financial Reporting for the prior year's Annual
Comprehensive Financial Report
1, 2 & 3 Yes Yes Yes
Rate of return (yield to maturity at cost) on the
City’s managed core investment portfolio 3 & 4 3.58% 4.19% 3.50%
Percent of businesses paying license on or
before expiration date - quarterly average 2 89.20% 85% 82%
Percent of special district parcels accurately
submitted to the tax rolls 2 99.98% 99.98% 99.99%
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 358
Finance – Services to the Community
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 359
Innovation and Technology – Department Budget Summary
Overview of Department
The Department of Innovation and Technology facilitates the impactful use of technology across all City
departments, allowing for increased efficiency, improved transparency, and overall enhanced service to the
community. In 2024, Rancho Cucamonga was once again ranked among the top ten cities nationwide in
our population category by Government Technology’s Digital Cities Survey for our use, management, and
imaginative application of technology to solve complex challenges and ensure the seamless operation of
governance. The Department is comprised of five divisions including Systems and Network, Enterprise
Applications, Geographic Information Services (GIS), Operations, and Cybersecurity.
The Department’s technology strategy covers four key areas:
1. Maintaining and securing current technology, including infrastructure, hardware, and applications.
2. Managing user experience with technology through training and continued quality improvement on
existing platforms.
3. Continued planning for the evolution of technology lines and services.
4. Facilitating the innovative application of technology in business practices and service delivery to the
community.
FY 2025/26 Budget Highlights
• Staff development and succession planning, including hiring a new DoIT Director and providing
training to ensure leadership continuity and organizational readiness.
• Focus on data governance to ensure the accuracy, security, and accessibility of data, supporting
decision-making, operational efficiency, and AI adoption.
• Mature Cybersecurity posture to address evolving threats with a focus on disaster recovery planning,
continuity of operations, and comprehensive security measures.
• City Data Network Infrastructure and Server Replacement projects will upgrade end-of-life hardware
to improve reliability, security, and scalability through lifecycle replacement strategies.
• The desktop replacement and Windows 11 upgrade efforts will continue as we near the end of
Windows 10 support.
• The PSVN camera system will be upgraded through hardware replacement and camera
modernization to improve public safety video coverage, reliability, and operational efficiency.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 360
Innovation and Technology – Department Budget Summary
Adopted Adopted
Actuals Budget Budget
Funds Summary 2023/24 2024/25 2025/26
Operating Budget
Personnel Services 3,121,926$ 3,678,940$ 3,885,592$
Operations and Maintenance 3,335,166 4,241,300 4,392,696
Capital Outlay 5,357,612 - 7,000
Cost Allocation (2,164,080) (2,151,180) (2,628,270)
Debt Service (2,254,927) - -
Transfer Out - - -
Subtotal 7,395,697 5,769,060 5,657,018
Other Funds
Personnel Services 30,557 135,320 -
Operations and Maintenance 4,019,928 1,531,080 44,000
Capital Outlay 175,322 255,000 -
Cost Allocation - - -
Debt Service 12,925 - -
Transfer Out - - -
Subtotal 4,238,732 1,921,400 44,000
All Funds
Personnel Services 3,152,483 3,814,260 3,885,592
Operations and Maintenance 7,355,094 5,772,380 4,436,696
Capital Outlay 5,532,934 255,000 7,000
Cost Allocation (2,164,080) (2,151,180) (2,628,270)
Debt Service (2,242,002) - -
Transfer Out - - -
Total Cost 11,634,429$ 7,690,460$ 5,701,018$
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 361
Innovation and Technology – Performance Measures
City Council Core Values
Equitable prosperity
for all
Providing and nurturing a
high quality of life for all
Continuous
improvement
Intentionally embracing
and anticipating the future
Building and preserving a
family-oriented atmosphere
Promoting and enhancing a safe
and healthy community for all
Actively seeking and respectfully
considering all public input
Working together cooperatively and respectfully with each other, staff, and all stakeholders
Alignment with
City Council Core Values
# Department Goals
1 Oversee the Citywide information systems and infrastructure
to improve efficiency and security
2 Provide excellent customer service to internal City technology
users
Department Performance Measures Dept.
Goal #
Actual
2023/24
Actual
2024/25
Target
2025/26
Number of completed work orders
1 & 2
4,110 3,421 3,550
Hardware 889 871 900
Account management 1,093 1055 1100
Software-desktop 935 586 600
File management 88 12 15
Telephone 196 192 200
Software-enterprise 206 119 125
Network 155 323 325
Audio/video 124 75 80
Virus and malware 32 25 30
Internet 79 7 15
Other 313 156 160
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 362
Innovation and Technology – Services to the Community
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 363
Human Resources – Department Budget Summary
Overview of the Department
The Human Resources Department oversees the City's Human Resources functions. The department assists
the organization in managing its greatest asset, the employees of the City of Rancho Cucamonga – Team
RC, who strive to provide the highest level of service possible to the community. The mission of the Human
Resources Department is to help the Departments attain their missions and goals through positive employee
relations, talent management (recruitment and retention), training, succession planning, and employee
engagement. Talent management is a priority. The successful recruitment, development, and retention of
a a diverse, engaged, well-qualified, and professional workforce that reflects the world-class standards of
the community we serve is necessary to carry out the department’s missions and goals.
The Human Resources Department offers TeamRC a wide range of services throughout the employee life
cycle, that includes, a positive and efficient Recruitment and Selection process, Employee Onboarding – an
intentional acclimation to the “Rancho Way”, Health Benefits and Leave Administration, Employee and Labor
Relations, and Training.
FY 2025/26 Budget Highlights
Continued implementation and auditing Workday’s human capital management system
• Build on the continued success of our professional development plans, “My Action Plan (MAP)” This
forward-thinking professional development plan was well received by employees and managers
alike. The Human Resources Department will provide comprehensive and quality resources and
training on giving and receiving feedback, having difficult conversations, and the coaching approach.
• Rollout of the new and improved TeamRC New Employee Onboarding Program that provides a
comprehensive history of the City of Rancho Cucamonga and TeamRC through speakers,
storytelling, videos, and a guiding tour of our beautiful City
• Assess our ever-popular programs that enhance the “TeamRC Employee Experience” including the
Baby on Board program, Annual Staff Development Day, RC Cares program, Remote Work Policy,
Dress Your Day Policy, HR2U, New Employee Mixer and the Health, Wellness & Rideshare Fair
• Continue transformational efforts to a full-service business partner model from specialized HR roles
to better serve our internal customers
• Improve the use of data analytics in driving future HR initiatives
• Implement the strategies and goals from the recent HR Strategic Plan
• Perform a self-evaluation of HR functional effectiveness focusing on reputation, customers, purpose,
design, human capability, analytics, digital technology, practices, professionals/competencies, and
relationships.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 364
Human Resources – Department Budget Summary
Adopted Adopted
Actuals Budget Budget
Funds Summary 2023/24 2024/25 2025/26
Operating Budget
Personnel Services 1,444,824$ 1,789,970$ 879,360$
Operations and Maintenance 299,199 495,400 229,250
Capital Outlay - - -
Cost Allocation (456,450) (686,260) (445,730)
Debt Service - - -
Transfer Out - - -
Subtotal 1,287,573 1,599,110 662,880
Other Funds
Personnel Services - - -
Operations and Maintenance - - -
Capital Outlay - - -
Cost Allocation - - -
Debt Service - - -
Transfer Out - - -
Subtotal - - -
All Funds
Personnel Services 1,444,824 1,789,970 879,360
Operations and Maintenance 299,199 495,400 229,250
Capital Outlay - - -
Cost Allocation (456,450) (686,260) (445,730)
Debt Service - - -
Transfer Out - - -
Total Cost 1,287,573$ 1,599,110$ 662,880$
*Funding decreased in FY 2025/26 after the creation of the new Organizational & Development
department, formerly part of Human Resources.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 365
Human Resources – Performance Measures
City Council Core Values
Equitable prosperity
for all
Providing and nurturing a
high quality of life for all
Continuous
improvement
Intentionally embracing
and anticipating the future
Building and preserving a
family-oriented atmosphere
Promoting and enhancing a safe
and healthy community for all
Actively seeking and respectfully
considering all public input
Working together cooperatively and respectfully with each other, staff, and all stakeholders
Alignment with
City Council Core Values
# Department Goals
1 Recruit and retain a highly skilled workforce dedicated to
public service
2 Enhance citywide onboarding program
Department Performance Measures Dept.
Goal # Actual
2023/24
Actual
2024/25
Target
2025/26
Number of recruitments
1
Full time 83 148 80
Part time 200 180 180
Internal 24 21 20
Number of new hires
1
Full time 66 72 50
Part time 120 121 100
Full time promotions 61 61 40
Part time promotions
Part time to Full time promotions
20
26
37
58
10
20
Average number of days from opening of
recruitment to hire 1 151 117 120
Quality of hire
Percentage of new hires and promotions
achieving a satisfactory appraisal at their first
review
1 95% 98% 95%
Voluntary turnover rate 1 11% 10% 10%
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 366
Human Resources – Services to the Community
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 367
Organizational Development – Department Budget Summary
Overview of Department
The Organizational Development Department oversees city-wide training, employee and leadership
development, succession planning, organizational effectiveness, employee engagement as well as risk
management functions, including but not limited to safety programs, general liability, worker’s
compensation, contracts, ADA and matters related to the Civil Rights Department (formerly DFEH). The
department assists the organization in managing its greatest asset, our employees, who strive to provide
the highest level of service possible to the community.
Organizational Development offers TeamRC with a wide range of services throughout the employee life
cycle, which includes, a positive Employee Onboarding experience – our intentional acclimation to TeamRC
and the “Rancho Way”, Training and Organizational Development, Risk Management, Safety, Workers
Compensation, and Employee Wellness.
FY 2025/26 Budget Highlights
• Successfully complete a biennial employee engagement survey.
• Focusing on employee development, build on the successful launch of the “My Action Plan (MAP)”
rollout. This forward-thinking professional development plan was well received by employees and
managers alike. The Organizational Development will provide comprehensive and quality resources
and training on giving and receiving feedback, having difficult conversations, and the coach
approach in feedback meetings.
• Rollout of the new and improved TeamRC New Employee Onboarding Program that provides a
comprehensive history of the City of Rancho Cucamonga and TeamRC through speakers,
storytelling, videos, and a guiding tour of our beautiful City.
• Assess our ever-popular programs that enhance the “TeamRC Employee Experience” including the
Baby on Board program, Annual Staff Development Day, RC Cares program, Remote Work, Dress
Your Day, Lunch & Learns, Employee Resource Groups, New Employee Mixer and the Health,
Wellness & Rideshare Fair.
• Foster and facilitate employee development, organizational development, and succession planning
through innovative and cooperative programs.
• Successfully complete implementation of “NO FEAR”, Workday’s human capital management system.
• Launch a city-wide safety committee to meet regularly and discuss such items as hazard reporting
procedures, safe work practices, and required safety training.
• Adhere to safety initiatives to update OSHA-required safety policies, training, reporting procedures,
inspections, hazard controls, and how to address emergency situations.
• Assess the effectiveness of Vector Solutions and NeoGov Learn, the City’s learning management
systems used to track and give employees access to industry-related and legally required courses.
• Conduct a comprehensive audit of all City Professional Services Agreements (PSA), Contracts,
Waivers and Permits to ensure best practices.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 368
Organizational Development – Department Budget Summary
Adopted Adopted
Actuals Budget Budget
Funds Summary 2023/24 2024/25 2025/26
Operating Budget
Personnel Services -$ -$ 922,250$
Operations and Maintenance - - 243,730
Capital Outlay - - -
Cost Allocation - - (278,710)
Debt Service - - -
Transfer Out - - -
Subtotal - - 887,270
Other Funds
Personnel Services - - -
Operations and Maintenance - - -
Capital Outlay - - -
Cost Allocation - - -
Debt Service - - -
Transfer Out - - -
Subtotal - - -
All Funds
Personnel Services - - 922,250
Operations and Maintenance - - 243,730
Capital Outlay - - -
Cost Allocation - - (278,710)
Debt Service - - -
Transfer Out - - -
Total Cost -$ -$ 887,270$
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 369
Organizational Development – Performance Measures
City Council Core Values
Equitable prosperity
for all
Providing and nurturing a
high quality of life for all
Continuous
improvement
Intentionally embracing
and anticipating the future
Building and preserving a
family-oriented atmosphere
Promoting and enhancing a safe
and healthy community for all
Actively seeking and respectfully
considering all public input
Working together cooperatively and respectfully with each other, staff, and all stakeholders
Alignment with
City Council Core Values
# Department Goals
1 Work with Human Resources to enhance citywide
onboarding program
2 Enhance citywide safety program to reduce workers'
compensation and risk liability claims
3 Implement stay interviews in the “My Action Plan” initiative
4 Build relationships with colleges and trade schools to build a
pathway to internships/fellowships with TeamRC
5 Complete biennial employee engagement survey
Department Performance Measures Dept.
Goal # Actual
2023/24
Actual
2024/25
Target
2025/26
Employee participation in training programs 1, 2 80% 80% 80%
Employee participation in city wellness programs 1, 2 97% 97% 97%
New Employee feedback survey participation at 6
months 1, 2, 3, 5 - - 80%
Develop pathways to public sector professions 4 - - 5
interns/fellows
Employee participation in the engagement survey 5 - - 78%
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 370
Organizational Development – Services to the Community
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 371
Building and Safety Services – Department Budget Summary
Overview of Department
The Building and Safety Services Department, in partnership with the community:
• Provides plan check, permit and inspection services to meet the requirements of building and
construction codes, State mandated regulations and municipal codes
• Collaborates with other City departments to develop regulations and conditions for construction
projects through the entitlement process
• Coordinates and assists other City departments in managing building and structural capital
improvement projects and enforcing accessibility regulations for City facilities
• Works closely with the Fire Department to provide real time assessments of damaged structures to
determine allowable occupancies and remediation measures
• Provide emergency response and damage assessment during and after disaster events
Building and Safety Services enforces nationally recognized standards and construction codes as well as
State regulatory mandates, to ensure that building construction, site development, and the permit process
comply. In addition, Building and Safety Services enforces codes related to energy, accessibility laws, places
of assembly, and housing requirements. In the interest of preserving life and safety within our community
our building and fire inspectors perform field inspections and safety assessments, while our in-house plan
review staff manages and reviews all building and fire plans. When necessary, we utilize the assistance of
contract experts to ensure the highest level of safety and quality.
FY 2025/26 Budget Highlights
• Leverage technology by integrating AI applications into the plan review and inspection processes to
enhance accuracy and efficiency.
• Enhance virtual inspection capabilities by expanding the use of department drone technology to
improve efficiency, access, and safety in field inspections.
• Expand staff capabilities through CASp certification, ensuring all community members can access
safe and equitable spaces.
• Enhance interdepartmental communication and process synchronization to support a one-stop
development service model.
• Launch the G-WHIZ Accela add on which will expedite the permit application process and enhance
the Online Permitting user experience.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 372
Building and Safety Services – Department Budget Summary
Adopted Adopted
Actuals Budget Budget
Funds Summary 2023/24 2024/25 2025/26
Operating Budget
Personnel Services 2,094,525$ 2,389,210$ 2,223,390$
Operations and Maintenance 96,239 132,290 161,779
Capital Outlay - - -
Cost Allocation - - -
Debt Service - - -
Transfer Out - - -
Subtotal 2,190,764 2,521,500 2,385,169
Other Funds
Personnel Services - - -
Operations and Maintenance 38,720 68,670 74,908
Capital Outlay - - -
Cost Allocation - - -
Debt Service - - -
Transfer Out - - -
Subtotal 38,720 68,670 74,908
All Funds
Personnel Services 2,094,525 2,389,210 2,223,390
Operations and Maintenance 134,959 200,960 236,687
Capital Outlay - - -
Cost Allocation - - -
Debt Service - - -
Transfer Out - - -
Total Cost 2,229,484$ 2,590,170$ 2,460,077$
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 373
Building and Safety Services – Performance Measures
City Council Core Values
Equitable prosperity
for all
Providing and nurturing a
high quality of life for all
Continuous
improvement
Intentionally embracing
and anticipating the future
Building and preserving a
family-oriented atmosphere
Promoting and enhancing a safe
and healthy community for all
Actively seeking and respectfully
considering all public input
Working together cooperatively and respectfully with each other, staff, and all stakeholders
Alignment with
City Council Core Values
# Department Goals
1
Enforce a series of nationally recognized standards and
construction codes as well as mandates from the State
regulatory agencies, in matters pertinent to building
construction, site development, and the permit process
2 Maintain a standard of excellent customer service
3
Support staff in achieving CASp certification to help provide a
more inclusive and equitable community. The goal would be to
have 3 staff members certified by the end of FY 25-26
4
Continue to modify and streamline our online permitting
process to improve the customer experience and ensure a 99%
success rate of issuance within plan review and permit issuance
guidelines
5
A 30% reduction in incomplete and incorrect permit applications
with the launch of GWiz, an AI-assisted Accela add-on which
aids customers in accurately completing permit applications
Department Performance Measures Dept.
Goal #
Actual
2023/24
Actual
2024/25
Target
2025/26
Number of inspections performed by Building
Inspectors 1 & 2 13,200 9,432 10,500
Percent of inspections completed virtually using
various technologies such as drones, video, and
photo imagery
1, 2 & 4 30% 30% 35%
Complete projects submitted for initial plan check
within ten business days 1 & 2 99% 99% 99%
Number of permits issued 1 & 2 5,750 3,986 5,000
Process electrical, plumbing, and mechanical permits
not requiring plan submittals on the same day 1 & 2 100% 100% 100%
Process building, electrical, plumbing, and
mechanical permits requiring plan submittals within
ten business days
1 & 2 100% 100% 100%
Number of Inspections performed by Public Works
Inspectors 1 & 2 3,108 2,408 3,000
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 374
Building and Safety Services – Services to the Community
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 375
Community Improvement – Department Budget Summary
Overview of Department
The Community Improvement Division focuses on solutions in response to nuisance conditions and other
violations of the Municipal Code, providing for a safer and more beautiful community, providing equitable
enforcement of the Municipal Code, and seeking cost recovery when appropriate.
FY 2025/26 Budget Highlights
• Vendor enforcement remains a key focus, with dedicated efforts to ensure mobile and street vendors
comply with local regulations and operate in a safe, equitable environment. Weekend coverage has
been expanded to seven days a week, allowing officers to respond to community concerns more
quickly and consistently
• The division is leading the California Volunteers Climate-Ready Workforce Program, a state-funded
initiative that offers local youth hands-on experience in sustainability, climate resilience, and public
service. In partnership with the Urban Conservation Corps, participants will engage in fuel reduction,
tree planting, trail maintenance, and litter abatement. This program is expanding in FY 2025/26 to
serve more youth and strengthen the city’s future workforce
• Massage parlor enforcement is also being strengthened in coordination with the Police Department
to ensure both new and existing establishments follow legal and health standards. Additionally,
proactive corridor enforcement will target nuisance conditions and code violations in key areas to
improve safety and cleanliness for residents and businesses
• To enhance efficiency and safety in inspections, the division is launching a drone inspection program.
Two officers will receive FAA certification, allowing for improved oversight of properties that are
difficult or unsafe to access
• The division will continue its compassionate compliance efforts, assisting residents with physical or
financial limitations in resolving code issues. This includes facilitating cost recovery solutions to
prevent burdens on the General Fund
• As Rancho Cucamonga grows, the division will also focus on identifying and addressing vacant,
abandoned, or substandard properties. Staff will work with owners to support rehabilitation or
pursue demolition, when necessary, often in collaboration with the Critical Case Team, including
Police, Fire, Animal Control, Planning, and Building & Safety
Funding in FY 2025/26 supports all these initiatives, including the expansion of services, drone program
implementation, and workforce development. Continued interdepartmental collaboration ensure the division
remains both effective and fiscally responsible.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 376
Community Improvement – Department Budget Summary
Adopted Adopted
Actuals Budget Budget
Funds Summary 2023/24 2024/25 2025/26
Operating Budget
Personnel Services 788,074$ 1,112,960$ 966,470$
Operations and Maintenance 284,995 214,630 237,530
Capital Outlay - - -
Cost Allocation - - -
Debt Service - - -
Transfer Out - - -
Subtotal 1,073,069 1,327,590 1,204,000
Other Funds
Personnel Services - - -
Operations and Maintenance - - 1,652,070
Capital Outlay - - -
Cost Allocation - - -
Debt Service - - -
Transfer Out - - -
Subtotal - - 1,652,070
All Funds
Personnel Services 788,074 1,112,960 966,470
Operations and Maintenance 284,995 214,630 1,889,600
Capital Outlay - - -
Cost Allocation - - -
Debt Service - - -
Transfer Out - - -
Total Cost 1,073,069$ 1,327,590$ 2,856,070$
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 377
Community Improvement – Performance Measures
City Council Core Values
Equitable prosperity
for all
Providing and nurturing a
high quality of life for all
Continuous
improvement
Intentionally embracing
and anticipating the future
Building and preserving a
family-oriented atmosphere
Promoting and enhancing a safe
and healthy community for all
Actively seeking and respectfully
considering all public input
Working together cooperatively and respectfully with each other, staff, and all stakeholders
Alignment with
City Council Core Values
# Department Goals
1
Provide equitable enforcement of the Municipal Code, seeking
cost recovery when appropriate, to maintain and improve the
quality of life for residents, businesses, and guests in Rancho
Cucamonga
2 Strive to take strong actions against violations that present
potentially hazardous conditions to the community
3 Exercise and develop innovative ways to efficiently resolve
long-term problematic cases
Department Performance Measures Dept.
Goal #
Actual
2023/24
Actual
2024/25
Target
2025/26
Percent of Community Improvement cases
resolved by notification without enforcement
(voluntary compliance)
1 76% 57% 65%
Percent of Community Improvement cases that
have resulted in forced compliance 1, 2, 3 8% 8% 5%
Percent of cases resolved 1, 2, 3 47% 74% 60%
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 378
Community Improvement – Services to the Community
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 379
Engineering Services – Department Budget Summary
Overview of Department
The Engineering Services Department provides vital core services that are the foundation for long-term
infrastructure planning and operational needs to both external and internal customers. To be at our best,
strong City-wide collaboration is a must. The Department's purpose is to plan, design, build, and operate
high-quality, resilient infrastructure that shapes people’s lives, in turn creating a great place to live, work,
and play. This is accomplished through strategic design, well-planned maintenance, and fiscal and
environmental sustainability. The execution of this vision occurs through the Department's three sections:
Land Development, Project Delivery, and Transportation.
FY 2025/26 Budget Highlights
Fiscal Year 2025/26 will be a year to evaluate process and procedure across the Department to provide for
continued efficiencies and excellent customer service. With the hiring of two key middle management
positions, the Department is focusing on building up a strong foundation of standard operating procedures
to better understand the why behind our work and to leave an inheritance for staff to come. This year the
Team will also be working to complete three grant funded projects that were identified in our ConnectRC
Plan and Local Roadway Safety Plan (LRSP), marking the beginning of our journey to implement the plans
completed in FY2023/24.
Some of the key projects and activities planned for this fiscal year include:
• Continue to facilitate the development of large industrial projects on the remaining vacant parcels
in the southeast industrial area as well as work with developers to implement the vision set out in
our new General Plan.
• Construction of the Advanced Traffic Management System (ATMS) Phase 2 beginning in fall 2025,
which will connect 60 additional traffic signals to our Traffic Management Center improving traffic
flow and operations along four key arterials in the city.
• Design and construction of three Highway Safety Improvement Program (HSIP) Grant funded
projects identified in the ConnectRC Plan and LRSP, that will help improved bicycle, pedestrian, and
traffic signal infrastructure in multiple areas throughout the city.
• Construction completion of key infrastructure improvement projects including Heritage Park Bridge.
• Completion of an updated Pavement Management Program to better understand pavement condition
and develop strategies to best utilize resources.
• Continue to facilitate coordination with agencies such as SBCTA and Brightline West to bring
regionally impactful transportation projects to fruition.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 380
Engineering Services – Department Budget Summary
Adopted Adopted
Actuals Budget Budget
Funds Summary 2023/24 2024/25 2025/26
Operating Budget
Personnel Services 2,653,377$ 3,400,250$ 3,774,500$
Operations and Maintenance 656,830 749,570 837,920
Capital Outlay - - -
Cost Allocation - - -
Debt Service - - -
Transfer Out - - -
Subtotal 3,310,207 4,149,820 4,612,420
Other Funds
Personnel Services 6,004,159 7,215,730 1,309,871
Operations and Maintenance 14,203,629 15,883,420 3,804,520
Capital Outlay 12,894,503 34,400,840 14,014,386
Cost Allocation - - -
Debt Service 54,122 62,500 50,770
Transfer Out 417,455 672,270 672,270
Subtotal 33,573,868 58,234,760 19,851,817
All Funds
Personnel Services 8,657,536 10,615,980 5,084,371
Operations and Maintenance 14,860,459 16,632,990 4,642,440
Capital Outlay 12,894,503 34,400,840 14,014,386
Cost Allocation - - -
Debt Service 54,122 62,500 50,770
Transfer Out 417,455 672,270 672,270
Total Cost 36,884,075$ 62,384,580$ 24,464,237$
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 381
Engineering Services – Performance Measures
City Council Core Values
Equitable prosperity
for all
Providing and nurturing a
high quality of life for all
Continuous
improvement
Intentionally embracing
and anticipating the future
Building and preserving a
family-oriented atmosphere
Promoting and enhancing a safe
and healthy community for all
Actively seeking and respectfully
considering all public input
Working together cooperatively and respectfully with each other, staff, and all stakeholders
Alignment with
City Council Core Values
# Department Goals
1
Partner with departments in an effort to build a City where the
infrastructure supports a community that is a great place to
live, work, and play through strategic design, well planned
maintenance, and fiscal and environmental sustainability
2 Completion of Advanced Traffic Management System (ATMS)
Phase 2 by the end of June 2026
Department Performance Measures Dept.
Goal #
Actual
2023/24
Actual
2024/25
Target
2025/26
Average Pavement Condition Index (PCI)
Pavement Condition Index is the standard of
practice measure of effectiveness used to
assess pavement:
-Very Good (86-100 PCI)
-Good (70-85 PCI)
-Fair (50-69 PCI)
-Poor (30-49 PCI)
-Very Poor (0-29 PCI)
1 72 72 75
Number of permits issued 1 3,819 3,698 3,7501
Percentage of traffic signals connected to the
Traffic Management Center (TMC) 2 28% 29% 60%
1 Services are dependent on existing demand and the economy
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 382
Engineering Services – Services to the Community
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 383
Planning – Department Budget Summary
Overview of Department
The Planning Department is responsible for developing and implementing comprehensive plans that reflect
the goals and policies of the City; ensuring the long-term success of the community through effective
planning; updating the Development Code to align with the vision laid out in the General Plan; and
conducting detailed analysis of all development proposals to verify consistency with the City’s Goals and
Policies. Additionally, the Department strives to maintain the highest level of customer service through the
five (5) W’s rule (who, what, where, when, why).
As part of the City’s Community Development Department, the Planning Department also works with other
City departments to build and maintain a high quality, balanced, and sustainable community for Rancho
Cucamonga residents, businesses, and visitors.
FY 2025/26 Highlights
• Continue to evaluate the Development Code for refinements and update regularly to ensure it
remains in alignment with the General Plan and State law
• Complete and adopt a focused plan for the Civic Center area
• Continue evaluating the Department’s adopted approach to customer service and make adjustments
as needed to ensure customer satisfaction remains at least at a 90% satisfaction rate per month
throughout the fiscal year
• Complete the entitlement process for the City-owned surplus lands located on Haven Avenue and
Civic Center Drive as well as Milliken Avenue and Azusa Court
• Continue to implement programs outlined in our certified housing element
• Continue to monitor regulations from the State regarding housing and other land use issues and
evaluate impacts to the local regulations and development review processes
• Continue to invest in staff through training and innovation to create opportunities for professional
growth
• By the end of calendar year 2025, attempt to entitle 1,316 new housing units consistent with the
City’s approved Housing Element
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 384
Planning – Department Budget Summary
Adopted Adopted
Actuals Budget Budget
Funds Summary 2023/24 2024/25 2025/26
Operating Budget
Personnel Services 1,661,561$ 1,887,670$ 1,671,240$
Operations and Maintenance 2,583,150 1,248,720 1,165,011
Capital Outlay - - -
Cost Allocation - - -
Debt Service - - -
Transfer Out - - -
Subtotal 4,244,711 3,136,390 2,836,251
Other Funds
Personnel Services 36 176,720 191,490
Operations and Maintenance 765 33,230 33,650
Capital Outlay - 2,418,530 -
Cost Allocation - - -
Debt Service - - -
Transfer Out - - -
Subtotal 801 2,628,480 225,140
All Funds
Personnel Services 1,661,597 2,064,390 1,862,730
Operations and Maintenance 2,583,915 1,281,950 1,198,661
Capital Outlay - 2,418,530 -
Cost Allocation - - -
Debt Service - - -
Transfer Out - - -
Total Cost 4,245,512$ 5,764,870$ 3,061,391$
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 385
Planning – Performance Measures
City Council Core Values
Equitable prosperity
for all
Providing and nurturing a
high quality of life for all
Continuous
improvement
Intentionally embracing
and anticipating the future
Building and preserving a
family-oriented atmosphere
Promoting and enhancing a safe
and healthy community for all
Actively seeking and respectfully
considering all public input
Working together cooperatively and respectfully with each other, staff, and all stakeholders
Alignment with
City Council Core Values
# Department Goals
1 Developing and implementing comprehensive plans that
reflect the goals, policies, and General Plan of the City
2 Continued evaluation of the Development Code to ensure it
remains in alignment with the General Plan and State law
3 Investing in staff through training and innovation to reduce
attrition
Department Performance Measures Dept.
Goal # Actual
2023/24
Actual
2024/25
Target
2025/26
Number of Planning Applications submitted 1 199 177 180
Number of Plan Checks performed 1 2,288 1,963 2,000
Planning Customer Experiences
Counter visits 1 1,519 1,384 1,400
Phone calls 1 2,348 2,329 2,300
Emails 1 720 768 770
Number of updates to the Development Code 2 4 2 6
Minimum number of trainings offered to all
Planning Staff 3 -- 2 2
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 386
Planning – Services to the Community
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 387
Public Works Services – Department Budget Summary
Overview of Department
The Public Works Services Department’s mission is to provide efficient stewardship of the City’s public works
infrastructure. The Department has five sections: Administration/Project Management: Manages
departmental support services-contracts, budget, capital maintenance projects, strategic planning and
department level emergency management; Environmental Programs: Manages integrated waste and
stormwater programs, regulatory compliance, household hazardous waste and sharps collection programs,
waste hauler franchise agreement, grants, and outreach; Facilities: Serving 15 City facilities, eight Fire
District facilities and three Police Department facilities; Parks and Landscape: Maintains 31 parks, Adult
Sports Park and baseball stadium, 125 street front miles of landscape, and a comprehensive inventory of
trees, paseos and trails; and Street/Fleet/Storm Drain: Maintains 534 roadway miles, including 4,004 catch
basins and 226 signalized intersections, and provides fleet maintenance for 166 vehicles and over 140 pieces
of on and off-road equipment.
FY 2025/26 Budget Highlights
• Budget – Implementation, optimization and structure improvements to accommodate new financial
system and organizational restructuring.
• Concrete Repair Program – This fiscal year, the concrete repair program will focus on targeted
sidewalk repairs including, but not limited to, Cielito Street between Carnelian Street and Hellman
Avenue, Terra Vista Avenue and Victoria Groves Park Communities, and parking lots repairs in City
parks and facilities. This program is funded through the General Fund, Gas Tax, Measure I, and
federal CDBG funds, pending any changes to federal policy.
• Electrifying Fleet – Public Works is working to electrify the city's fleet, in accordance with
the Climate Action Plan and the California Air Resources Board mandate of 100% zero-emission fleet
by 2040. Investments in ZEVs, specialized training in EV maintenance for fleet mechanics, and
installation of charging infrastructures are already underway.
• Red Hill South Beautification Project – This project will transform the beloved local park by
reducing the footprint and depth of the water feature, modernizing the amphitheater, improving
walking paths, adding additional seating areas, and potentially more park amenities.
• SB 1383 – Continued implementation of SB 1383 requirements with a focus on Tier 2 edible food
generators, which include restaurants, and meeting the procurement requirements for purchase of
recycled organic products (compost, mulch, paper).
• Stormwater/MS4 Permit – Implementation of the new Municipal Separate Storm Sewer Systems
(MS4) permit that will govern the management of the City’s storm drain system. Begin phased in
implementation of trash capture devices at catch basins in high priority areas for compliance with
trash capture requirements.
• Urban Forest Management Plan (UFMP) – The Parks Division, will begin implementing the
UFMP, Rooted in RC. The UFMP, which includes a tree inventory, canopy coverage assessment, and
wildfire risk assessment, is being prepared in alignment with the General Plan and CAP, that provides
staff with a long-term strategic plan for tree management.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 388
Public Works Services – Department Budget Summary
Adopted Adopted
Actuals Budget Budget
Funds Summary 2023/24 2024/25 2025/26
Operating Budget
Personnel Services 5,549,852$ 6,475,960$ 6,697,869$
Operations and Maintenance 6,996,534 7,787,290 8,218,805
Capital Outlay 107,881 475,000 374,200
Cost Allocation (1,057,630) (1,589,910) (1,678,360)
Debt Service - - -
Transfer Out - - -
Subtotal 11,596,637 13,148,340 13,612,514
Other Funds
Personnel Services 4,609,476 3,742,580 9,327,580
Operations and Maintenance 12,003,684 3,282,550 16,865,605
Capital Outlay 2,072,683 68,250 9,149,500
Cost Allocation - - -
Debt Service 5,791,907 5,819,810 5,512,870
Transfer Out - - -
Subtotal 24,477,750 12,913,190 40,855,555
All Funds
Personnel Services 10,159,328 10,218,540 16,025,449
Operations and Maintenance 19,000,218 11,069,840 25,084,410
Capital Outlay 2,180,564 543,250 9,523,700
Cost Allocation (1,057,630) (1,589,910) (1,678,360)
Debt Service 5,791,907 5,819,810 5,512,870
Transfer Out 728,239 - 933,740
Total Cost 36,802,626$ 26,061,530$ 55,401,809$
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 389
Public Works Services – Performance Measures
City Council Core Values
Equitable prosperity
for all
Providing and nurturing a
high quality of life for all
Continuous
improvement
Intentionally embracing
and anticipating the future
Building and preserving a
family-oriented atmosphere
Promoting and enhancing a safe
and healthy community for all
Actively seeking and respectfully
considering all public input
Working together cooperatively and respectfully with each other, staff, and all stakeholders
Alignment with
City Council Core Values
# Department Goals
1
Efficient stewardship of the City's infrastructure, including all
facilities, fleet, streets, storm drains, sidewalks, parks,
landscaping, traffic signals, urban forest, and trails
2
Strive to protect and conserve natural resources through
education, planning, waste reduction, recycling, and pollution
prevention
Department Performance Measures Dept.
Goal #
Actual
2023/24
Actual
2024/25
Target
2025/26
Average number of days to complete RC2GO requests
RC2GO is a mobile application with a feature that allows users to report
graffiti, potholes, streetlight outages, and other issues in the community
1 3 3 3
Concrete
1
Square feet of concrete sidewalk removed/replaced (In-House) 10,554 11,782 12,000
Square feet of concrete sidewalk removed/replaced (Contracted) 77,892 112,883 90,000
Linear feet of concrete curb and gutter removed/replaced 453 552 500
Asphalt
1
Number of potholes repaired 6,759 5,059 5,000
Square feet of asphalt for water cut trench repairs 18,666 10,839 16,000
Square feet of asphalt removed/replaced and overlayed 25,975 32,883 24,000
Urban Forestry
1
Public tree service requests (calls and RC2GO requests, excluding
storm-related) 1,880 3,290 2,640
Number of trees trimmed 11,934 8,011 9,600
Number of trees removed 331 820 410
Number of trees planted 22 107 300
Trails
1
Tons of DG used to repair ruts or resurface trails 205 250 250
Miles of trail sprayed for weed control 256 310 345
Acres of Parks turf fertilized 221 288 300
Environmental Services
2
Number of Environmental outreach events 63 49 58
Tons of compost and mulch distributed 2478 5868 8126
Household Hazardous Waste Collection Facility participation 6988 7337 7704
Number of Environmental/NPDES Inspections 563 699 655
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
PAGE 390
Public Works Services – Services to the Community
PAGE 391
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PAGE 392
MAJOR PROJECTS
PROGRAM
PAGE 393
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Major Projects Program – Summary by Department
PAGE 394
The City’s Major Projects Program (MPP) for Fiscal Year 2025/26 will provide needed infrastructure
improvements city-wide. The MPP summarizes the projects planned for the upcoming fiscal year by
Category.
Following is the total budgeted by Category for Fiscal Year 2025/26:
Facilities $ 34,918,730
Miscellaneous 3,650,000
Municipal Utilities 725,000
Parks & Recreation 2,780,000
Streets 19,291,386
Traffic 1,104,000
Total Major Projects Program $ 62,469,116
Some of the more significant capital improvement projects for each Category are discussed below.
Facilities
Central Park Senior and Community Center Carpet Replacement Project will replace all
existing carpeting in both public and administrative areas with carpet squares. The current
carpeting, some of which is original from 20 years ago, shows significant wear due to heavy year-
round use. This upgrade will refresh the facility’s appearance and maintain its high standards as a
world-class community space.
Epicenter Sound System Replacement Project will replace the audio processing system and
four main speakers at the Epicenter Stadium. The current system includes components that are
beyond their useful life and no longer supported by the manufacturer. Upgrading the sound system
is necessary to ensure continued functionality and avoid disruptions during events.
Amethyst Fire Station 171 Rebuild & Expansion Project will replace the existing 7,200 sq ft
facility with a modern, two-story, 10,500 sq ft fire station using the design-build process. The
project includes a 24/7 Library Kiosk and RCMU fiber extension to the site. Originally built in 1974,
the current station faces increasing maintenance costs, lacks ADA compliance, and does not meet
the operational needs of the growing workforce. The 45% expansion will support additional staffing
and allow for potential implementation of a medic squad unit, while also improving site security
and functionality.
Banyan Fire Station 175 ADA Improvements Project will upgrade the 560 sq ft restrooms at
Fire Station 175 to meet ADA accessibility standards, in coordination with similar projects at Fire
Stations 173 and 174. These improvements support the City’s ADA Self-Evaluation and Transition
Plan, developed in 2020 to ensure compliance with the Americans with Disabilities Act of 1990 and
address identified accessibility barriers in City facilities.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Major Projects Program – Summary by Department
PAGE 395
Day Creek Fire Station 173 ADA Improvements Project will upgrade the 560 sq ft restrooms
at Fire Station 173 to meet ADA accessibility standards, in coordination with similar projects at Fire
Stations 174 and 175. These improvements are part of the City’s ADA Self-Evaluation and Transition
Plan, completed in 2020, which identifies and addresses accessibility barriers in City facilities to
ensure compliance with the Americans with Disabilities Act of 1990.
Jersey Fire Station 174 ADA Improvements Project will upgrade the 1,340 sq ft restrooms
at Fire Station 174 to meet ADA accessibility standards, in coordination with similar projects at Fire
Stations 173 and 175. These improvements support the City’s ADA Self-Evaluation and Transition
Plan, completed in 2020, which identifies and addresses accessibility barriers in City facilities to
ensure compliance with the Americans with Disabilities Act of 1990.
Paul A. Biane Library Infrastructure Project will repair and replace key building systems and
materials to prepare the facility for the next 20 years of service. Improvements will include HVAC
replacement, ceiling leak repairs, flooring replacement, ADA compliance upgrades, lighting fixture
replacement, and a security camera system upgrade. The project aims to ensure the library remains
safe, accessible, and sustainable for future use.
Central Park Courtyard Improvement Project will remove existing palm trees, demolish the
damaged concrete surface, and install new stamped and colored concrete sloped away from the
building. These improvements will eliminate trip hazards caused by tree root damage and address
poor drainage that has led to flooding and interior
Central Park Service Bay Gate and Operator Replacement Project will replace the original
sliding gates and operators at the Community and Senior Center service bays. The existing solid
steel gates have exceeded their lifespan, causing frequent equipment failures and costly repairs.
New hollow steel gates will reduce weight, minimize downtime, and extend the lifespan of the gate
system, improving reliability and reducing disruptions to facility operations.
City Hall and Council Chambers Glass Entry Door Replacement Project will replace the
original glass entry doors at both City Hall and the Council Chambers. Phase I, scheduled for FY
2025/26, will install new Council Chambers doors, followed by Phase II in FY 2026/27 to replace
City Hall entry doors. The existing doors have exceeded their life expectancy, resulting in
inconsistent operation, frequent repairs, and intermittent ADA access issues. The new doors will
improve reliability, accessibility, and facility functionality.
City Hall Server Room Data Air Units Replacement Project will replace the two existing
backup air conditioning units serving the City Hall server room. The current units are original to the
facility and have exceeded their life expectancy. Replacing them will ensure reliable emergency
cooling and maintain proper temperature control in the event of a main AC system failure.
Citywide – HVAC & Lighting Controls Project will design and implement new HVAC and
lighting control systems across City facilities, replacing outdated fluorescent and HID lighting with
energy-efficient LED technology. The multi-year project includes phased design and construction
from FY 2023/24 through FY 2028/29, starting with Central Park and continuing through various
facilities including VGCC, the Stadium, Sports Center, Civic Center, ACAC, PWSC, RCFRC, and Lions
Center. The project addresses obsolete systems installed as early as 1989, with the goal of
standardizing controls, improving energy efficiency, and complying with state mandates to phase
out older technologies.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Major Projects Program – Summary by Department
PAGE 396
Citywide Sports Lighting LED Upgrade Project will begin in FY 2025/26 with the installation
of new electrical infrastructure, light poles, foundations, and LED lighting at the single baseball field
at Garcia Park. LED lighting provides over 20 years of service, improves light quality and safety,
and reduces maintenance needs. This upgrade will add a lighted field for expanded programming
and user group access. Future phases will include upgrades at additional parks, including Red Hill
Park, Beryl Fields, Old Town Park, Etiwanda Creek Park, and the Sports Complex.
Civic Center Parking Deck Resurface and Restripe Project will install new vehicular traffic
coating and paint striping on the Civic Center visitor parking deck. The existing coating, last applied
in 2009 with patching in 2016, has exceeded its life expectancy and is deteriorating. New coating
will address expanding cracks, prevent water intrusion, and extend the lifespan of the parking deck.
Civic Center Public Safety Parking Garage Gate Replacement Project will replace the
existing rolling gate at the Police Department parking garage. Installed over 13 years ago, the
current gate has exceeded its lifespan and frequently malfunctions, impacting operations and
posing security risks. The new lighter-weight gate will include pedestrian access, reduce strain on
the system, and improve reliability and longevity.
Civic Center Sewer Line Replacement Project will replace all existing cast iron sewer and
storm drain piping at the Civic Center. The current system, over 30 years old, has exceeded its
lifespan and is experiencing frequent leaks due to pipe cracking. Replacing the piping will eliminate
ongoing intrusions of sewage and dirty water into occupied spaces, addressing critical health and
safety concerns.
Civic Center Waterproofing & Roof Repairs Project will remove the existing north and south
patios and planter boxes, replacing them with a built-up roof system (BUR) and guard railing. The
project also includes repairing or replacing existing roofing, resealing the brick veneer, and
replacing all exterior sealant joints and backer rods. These improvements will address significant
deterioration caused by environmental exposure and prevent water intrusion that has been
damaging the building.
Corporate Yard Electric Vehicle Charging Stations Project will install multiple EV charging
stations at the Public Works Service Center to support current and future City-owned electric
vehicles. Phase I will include all necessary infrastructure and 20 charging locations for light and
medium-duty vehicles. Phase II will add 20 additional charging locations. This project ensures the
City can meet internal charging needs as its electric vehicle fleet grows.
Fire Stations 173, 174, 175, 176, and 177 Painting Project will provide interior and exterior
painting for five fire stations in two phases. Phase I includes design for all stations and construction
at Stations 173 and 176. Phase II will complete construction at Stations 174, 175, and 177. The
project addresses deteriorating paint that has led to cracks and peeling, helping to prevent further
damage and maintain safe, healthy, and functional environments for emergency personnel.
Quakes Stadium Bowl Waterproofing Project will address water intrusion issues that have
developed since the stadium bowl was originally sealed in 2008. Water is currently entering critical
areas of the facility, including the newly remodeled home and visitor locker rooms, concession
stands, and team store. This project is essential to protect recent Major League Baseball (MLB)
improvements, prevent further damage, and ensure a safe, functional environment for players,
staff, and visitors while preserving the stadium’s infrastructure.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Major Projects Program – Summary by Department
PAGE 397
Quakes Stadium Upgrades Project will include field laser grading and other necessary
improvements to meet Major League Baseball (MLB) standards. These upgrades are essential to
ensure the stadium remains compliant with current requirements and continues to support
professional-level play.
RC Sports Center Sewer Line Improvement Project will replace the existing undersized 4-
inch sewer line with a properly sized 6-inch line to adequately service the facility. The current line
causes frequent sewage backups and overflows due to its original design. A monetary award from
litigation with the original general contractor will help fund this critical infrastructure improvement.
Various City and Fire District Roof Repairs Project will address roof repairs at Victoria
Gardens Cultural Center (VGCC), Public Works Service Center (PWSC), and Fire Stations 174, 175,
176, and 177. The roofing systems at these facilities are at or near the end of their life and are
currently experiencing leaks. Repairs will include built-up roof (BUR), standing seam, and tile roof
systems as needed to restore integrity and prevent further damage.
VGCC A/C Package Unit Replacement Project will replace nine original A/C package units at
the Victoria Gardens Cultural Center with high-efficiency models that meet current performance
and environmental standards. The existing units have surpassed their life expectancy and
experience frequent failures, resulting in costly repairs and operational disruptions. The new units
will improve energy efficiency, reduce maintenance costs, and provide reliable temperature control
to enhance comfort for guests and performers, while ensuring long-term sustainability and
compliance with modern regulations.
Westside Library Expansion Project will replace the Archibald Library through the conversion
of another City-owned property and includes expanded and enhanced programs and services. The
existing Archibald Library has significant infrastructure challenges, and consultants have
determined that even with site improvements, the property is still ill-suited to meet the current and
future needs of the community. Additional investments in the current facility would be fiscally
irresponsible given the site’s limited options.
Miscellaneous
City Data Network Infrastructure Refresh Project will replace the City’s 10-year-old network
hardware and systems, which have reached the end of their life expectancy. The $7.65 million
upgrade over two years will implement a hyperconverged model and software defined network
technology to enhance security and flexibility. As the backbone of the City’s digital connectivity,
including communication, data, mapping, alerts, and remote access, this refresh is essential to
maintaining secure and reliable operations. The project will be completed in two phases across FY
2025/26 and FY 2026/27.
Municipal Utilities
RCMU Electric Substations – Southeast Industrial and Etiwanda Heights Project will
develop two new substations to connect with SCE’s transmission line and RCMU’s existing
distribution system, increasing capacity to support new electrical load. Design and plan review will
begin in FY 2025/26, with construction of the Southeast Industrial substation planned for FY
2026/27, followed by the Etiwanda Heights substation in FY 2027/28 to meet anticipated residential
demand as development occurs.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Major Projects Program – Summary by Department
PAGE 398
RCMU Electrical Outage Response Improvement Project will develop a plan to purchase and
install outage notification equipment integrated with mass communication technology. This upgrade
will enhance how RCMU communicates outage information to customers, addressing current gaps
in the response process and aligning with modern technology standards and expectations.
RCMU Fiber Extension – Amethyst Avenue Project will install approximately 6,000 linear feet
of fiber optic cable along Base Line Road and Amethyst Street, extending the network to Fire Station
171. This connection supports optimized communication and uniform connectivity across City and
Fire facilities, while also creating opportunities to serve potential new customers in the area.
RCMU Line Extension Project – Etiwanda Heights will install 15,000 feet of new 12 kV electric
distribution and fiber optic lines from the Arbors Substation at Rochester Avenue and Stadium Way,
connecting to a second circuit on Banyan Street. This project will complete a circuit loop feed to
support reliable electric service for the Etiwanda Heights neighborhood.
RCMU Line Extension Project – Milliken Avenue South of Jersey Boulevard will install
2,400 feet of new 12 kV electric distribution and fiber lines to connect to an existing RCMU circuit
and a second circuit. This extension will provide electric service to the future Brightline West station,
parking garage, and EV charging stalls, while the second phase loop will enhance redundancy in
RCMU’s electric distribution system.
RCMU Distribution Project – The Resort Parkway North will involve the installation of new
electric distribution and fiber optic cable to serve the development north of Sixth Street. The
developer will manage design and installation, while RCMU will provide design review, plan check,
utility inspection, and overall project administration. All RCMU-related costs will be reimbursed by
the developer.
Utility Equipment Replacement Program will establish an inventory and life cycle replacement
plan for RCMU equipment. With some equipment over 20 years old and a typical lifespan of 25
years, this program will help maintain reliable utility service while spreading replacement costs over
multiple years.
Parks & Recreation
LMD 2 Park Upgrades RIRE Grant Project will enhance and improve parks within Landscape
Maintenance District 2, such as Ellena Park, with reimbursement from the State’s Recreational
Infrastructure Revenue Enhancement (RIRE) grant program. LMD 2 is the only City district eligible
for this funding, which requires no local match. Funds are carried over from FY 2024/25 to support
the planned improvements.
Parks Playground and Surfacing Replacements Program will replace rubberized surfacing
and playground equipment at various parks over multiple years. Planned replacements include
surfacing at Victoria Arbors and Vintage Parks (LMD2) in FY 2025/26, and playgrounds at West
Greenway Park (LMD4) in FY 2026/27, Victoria Windrows Park (LMD2) in FY 2027/28, Milliken Park
(LMD4) in FY 2028/29, and Victoria Groves Park (LMD2) and Ralph M. Lewis Park (LMD4) in FY
2029/30. In addition to meeting safety standards, the new play equipment will offer unique features
to distinguish each park.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Major Projects Program – Summary by Department
PAGE 399
Parks Shade Structure Replacement Program will upgrade, replace, and repair shade
structure roofs at parks across the City, addressing the aging of 49 existing structures. The program
will phase improvements over time, including Milliken Park (LMD4) in FY 2025/26, Ralph M. Lewis
Park (LMD4) in FY 2027/28, and Etiwanda Creek Park (LMD7) in FY 2029/30. Wooden structures
will be upgraded to more durable metal seam roofs to extend their lifespan and reduce long-term
maintenance needs.
Red Hill South Beautification Project will refresh the south side of Red Hill Park by reducing
the depth of the existing water feature, adding a filtration system, and incorporating new design
elements. The project will improve water efficiency and transform the space into a more versatile
and inviting area, enhancing the overall experience for park visitors.
Water Conservation Landscape Renovation Program will continue efforts to replace non-
functional and dying turf in Landscape Maintenance Districts 2 and 4 with drought-tolerant
landscaping and hardscape. This project will reduce water usage and maintenance labor costs,
aligning with ongoing restrictions on non-functional turf watering. LMD 2 funding may be adjusted
based on potential state and federal grant opportunities.
Streets
6th Street at BNSF Spur Crossing Project will construct an at-grade crossing at 6th Street and
the BNSF Railroad Spur, including railroad signals, safety measures, two vehicular lanes, and bicycle
and pedestrian connectivity. This project will enhance traffic circulation, support goods movement,
and improve emergency response as part of the area’s industrial redevelopment and General Plan
vision.
Almond Street Improvements Project will construct a new local road with one lane in each
direction to complete the connection between Carnelian Street and Via Verde Street. This new east-
west connection north of SR-210 will improve traffic circulation and public safety access in a high
fire hazard zone with limited access, supporting the goals of the General Plan.
Banyan Street and East Avenue Improvement Project will modify the intersection to add a
right-turn pocket into Summit Intermediate School and widen the south side of Banyan Street from
East Avenue to Golden Lock Place. The project also includes a Class III bicycle facility on Silver Sky
Road. These improvements will reduce queueing at the school entrance and enhance safety for
cyclists and pedestrians.
City Center Boulevards Project will incorporate complete street elements along Foothill
Boulevard, including enhanced pedestrian and bicycle facilities, upgraded transit stops, and design
options for a future center-running dedicated transit lane. Multiway frontage roads will support on-
street parking and access to key work, retail, and recreation destinations. This project supports the
PlanRC vision to transform Foothill Boulevard and Haven Avenue into active city center boulevards.
Civic Center Drive Improvement Project will enhance pedestrian and cyclist safety through
the relocation of an existing crosswalk, installation of a Rapid Rectangular Flashing Beacon (RRFB),
construction of a median refuge island, curb ramp upgrades, a Class II buffered bike lane, and
bulbouts. Funded by a Highway Safety Improvement Program (HSIP) Cycle 12 grant, the project
provides pedestrians and cyclists with a safe and accessible path along Civic Center Drive and
supports a safer, more accessible environment around City Hall, the County Courthouse, and
adjacent commercial areas, in alignment with the General Plan and Civic Center Master Plan.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Major Projects Program – Summary by Department
PAGE 400
Etiwanda Creek Bridges Project will widen the existing crossings at Etiwanda Creek, construct
a new culvert on Whittram Avenue, and upsize the culvert on Arrow Route. The project includes
street reprofiling, drainage improvements, catch basins, sidewalks, driveways, curb ramps,
pavement repair, and new signage and striping. These improvements will support increased
capacity and roadway access needed for redevelopment in the southeast industrial area.
Etiwanda East Side Widening Project will widen the east side of Etiwanda Avenue, including
construction of curb and gutter, sidewalk, street lights, utility relocations, and pavement
rehabilitation. The project will improve traffic circulation by adding a northbound lane and closing
existing sidewalk gaps to enhance mobility and pedestrian safety.
Fairmont Way and Highland Avenue Bicycle and Pedestrian Improvements Project will
install Class II bike lanes, a Class III bike route, continental crosswalks, and refreshed striping along
Fairmont Way, Kenyon Way, Woodruff Place, and Highland Avenue. Funded by a Highway Safety
Improvement Program (HSIP) Cycle 12 grant, the project addresses gaps identified in the Connect
RC plan, particularly near schools and parks, and will enhance safety and connectivity for cyclists
and pedestrians.
Local Streets Paving Program will include slurry seal and grind and overlay treatments on
neighborhood streets across the City to preserve and extend pavement life. The program also
upgrades existing curb ramps to meet ADA standards. Streets selected for overlay have an average
pavement condition index of 45, while those selected for slurry seal have an average pavement
condition index of 65. These improvements will restore roadway surfaces, enhance rideability, and
extend pavement lifespan.
Major Arterial Paving Program includes pavement rehabilitation and related improvements such
as upgrades to video detection systems, curb ramps, and striping. Planned work for FY 2025/26
includes portions of Highland Avenue and Vineyard Avenue, with FY 2026/27 focusing on Etiwanda
Avenue, 4th Street, and Arrow Route. The program targets streets with a pavement condition index
of 35 to 48, restoring them to a like-new condition to extend pavement life and improve rideability.
Pecan Avenue Street Improvements Project includes pavement rehabilitation to restore the
existing road surface to a like-new condition. The project will enhance vehicular safety and extend
the useful life of the pavement.
Citywide Concrete Repair Program for FY 2025/26 will replace damaged sections of sidewalks,
curbs, gutters, and drive approaches to address public safety concerns. Planned locations include
Cielito Street between Carnelian and Hellman, as well as CDBG-eligible areas on Feron Street
between Archibald and Hermosa and Palo Alto Street between Hellman and Archibald.
Traffic
Advanced Traffic Management System Program will integrate new traffic signals into the
City's Traffic Management Center in accordance with the Traffic Signal Communication Master Plan
(TSCMP). Phase 3 includes installations along Base Line Road, Archibald Avenue, and portions of
Carnelian Street and Etiwanda Avenue, along with coordination with Caltrans. The program also
includes a TSCMP update in FY 2025/26 and recruitment of staff to operate the system. This
implementation will enable real-time responsiveness, improved monitoring, retiming, and
coordination of traffic signals as part of the City’s ongoing multi-phase effort.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Major Projects Program – Summary by Department
PAGE 401
Hermosa Avenue / Arrow Route Flashing Yellow Arrow Project will upgrade the traffic
signal to include flashing yellow arrow (FYA) operation for northbound and southbound left-turn
movements. The project includes installation of new signal poles, a cabinet, and associated
hardware. A warrant analysis confirmed the need for protected left turns, supporting this
recommended signal modification to improve intersection safety and efficiency.
Local Roadway Safety Plan Improvements Program establishes a framework to identify
safety issues and implement system-wide improvements. Year 1 includes upgrading ten signalized
intersections with retro-reflective signal borders and crosswalk striping enhancements, funded by
a Highway Safety Improvement Program (HSIP) Cycle 12 grant. Future improvements in Years 2–
4 may include signal modifications and a roundabout at Ramona Avenue and Church Street. A
citywide collision analysis guides the selection of countermeasures, and an LRSP update is planned
for FY 2027.
Note: Funds for the majority of these projects come from a variety of sources including development
impact fees, State gas taxes, grant funds, and special assessments. These funds are non-General Fund
revenues and typically are restricted in how they can be spent. The amounts budgeted will fluctuate
annually. In addition to MPP costs, future operational costs are identified in the MPP and will be included
in the operational budget in future years, as appropriate.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Major Projects Program – Detail by Department
PAGE 402
Project Category Funding Source Amount
Facilities
Amethyst Fire Station 171 Rebuild & Expansion Project Fire Capital Projects 11,836,000$
Fire Impact Fee 9,684,000
21,520,000$
Banyan Fire Station 175 ADA Improvements Fire Capital Projects 1,008,000
Central Park Courtyard Improvement Project Capital Reserve Fund 660,000
Central Park Senior & Community Center Carpet Replacement Project Capital Reserve Fund 220,000
Central Park Service Bay Gate and Operator Replacement Project Capital Reserve Fund 115,000
City Hall and Council Chambers Glass Entry Door Replacement Project Capital Reserve Fund 150,000
City Hall Server Room Data Air Units Replacement Project Capital Reserve Fund 185,000
Citywide - HVAC & Lighting Controls Project Capital Reserve Fund 1,652,000
Citywide Sports Lighting LED Upgrade Project LMD 9 1,440,000
Civic Center Parking Deck Resurface and Restripe Project Capital Reserve Fund 60,000
Civic Center Public Safety Parking Garage Gate Replacement Project Law Enforcement Fund 105,000
Civic Center Sewer Line Replacement Project Capital Reserve Fund 75,000
Day Creek Fire Station 173 ADA Improvements Fire Capital Projects 1,008,000
Epicenter Sound System Replacement Project Capital Reserve Fund 135,000
Fire Stations 173, 174, 175, 176, and 177 Painting Project Fire Capital Projects 300,000
Jersey Fire Station 174 ADA Improvements CFD 85-1 1,608,000
Paul A. Biane Library Infrastructure Project Library Capital Fund 673,380
Quakes Stadium Bowl Waterproofing Project Capital Reserve Fund 650,000
Quakes Stadium Upgrades Project Capital Reserve Fund 1,602,000
RC Sports Center Sewer Line Improvement Project Capital Reserve Fund 503,850
Various City and Fire District Roof Repairs Capital Reserve Fund 345,000
Fire Capital Projects 103,500
448,500$
VGCC A/C Package Unit Replacement Project Capital Reserve Fund 100,000
Westside Library Expansion Project Library Impact Fee 700,000
Facilities Total:34,918,730$
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Major Projects Program – Detail by Department
PAGE 403
Project Category Funding Source Amount
Miscellaneous
City Data Network Infrastructure Refresh Project Equip/Tech Replcmt Fund 1,825,000
Fire Capital Projects 1,825,000
Miscellaneous Total:3,650,000$
Municipal Utilities
RC Fiber Extension - Amethyst Avenue Fire Capital Projects 2,500
Fiber Optic Network 2,500
5,000$
RCMU Distribution Project - The Resort Parkway North Municipal Utility 25,000
Fiber Optic Network 5,000
30,000$
RCMU Electric Substations - Southeast Industrial and Etiwanda Heights Municipal Utility 200,000
RCMU Line Extension Project - Etiwanda Heights Municipal Utility 450,000
RCMU Line Extension Project - Milliken Avenue South of Jersey Boulevard Municipal Utility 10,000
Utility Equipment Replacement Program Capital Replacement Fund 30,000
Municipal Utilities Total:725,000$
Parks & Recreation
LMD 2 Park Upgrades RIRE Grant Project LMD 2 (F131)200,000
Parks Playground and Surfacing Replacements Program LMD 2 (F131)450,000
Parks Shade Structure Replacement Program LMD 4 (F134)110,000
Red Hill South Beautification Project PD 85-Capital Rplcmt (F847)200,000
PD 85 Redemption Fund (F848 600,000
Capital Reserve Fund (F025)1,000,000
1,800,000$
Water Conservation Landscape Renovation Program LMD 2 (F131)120,000
Water Conservation Landscape Renovation Program LMD 4 (F134)100,000
220,000$
Parks & Recreation Total:2,780,000$
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Major Projects Program – Detail by Department
PAGE 404
Project Category Funding Source Amount
Streets
6th Street at BNSF Spur Crossing Transportation Fund 302,500
Almond Street Improvements Project Infrastructure Fund 1,850,000
Banyan Street and East Avenue Improvement Project Infrastructure Fund 100,000
City Center Boulevards Project Federal Grants Fund 3,000,000
Transportation Fund 390,000
3,390,000$
Citywide Concrete Repair Program General Fund 470,000
Measure I Fund 100,000
Gas Tax R&T 7360 Fund 370,000
Community Dev Block Grant 500,000
1,440,000$
Civic Center Drive Improvement Project Infrastructure Fund 298,000
State Grants Fund 350,000
648,000$
Etiwanda Creek Bridges Project Transportation Fund 1,200,000
Etiwanda East Side Widening Project Transportation Fund 1,370,000
Fairmont Way and Highland Avenue Bicycle and Pedestrian Improvements Project AB 2766 Air Qual Imprv Fund 41,000
Local Streets Paving Program Gas Tax R&T 7360 Fund 1,517,500
Measure I Fund 1,517,500
3,035,000$
Major Arterial Paving Program Road Maintenance & Rehab 4,140,000
Pecan Avenue Street Improvements Project Measure I Fund 1,774,886
Streets Total:19,291,386$
Traffic
Advanced Traffic Management System Program Transportation Fund 500,000
Hermosa Avenue / Arrow Route Flashing Yellow Arrow Project Gas Tax R&T 7360 Fund 47,000
Local Roadway Safety Plan Improvements Program State Grants Fund 501,000
Measure I Fund 56,000
557,000$
Traffic Total:1,104,000$
Major Projects Program Total:62,469,116$
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Major Projects Program – Annual Operating Costs/(Savings)
PAGE 405
Project Description/
Expenditure Category and Description 2025/26 2026/27 2027/28 2028/29
Facilities
Animal Center Kennel Project $
Operations and Maintenance
Routine operations and maintenance on the expanded facility.
Animal Center Play Yard $
Operations and Maintenance
Routine operations and maintenance on the expanded facility.
The Resort Joint Use Public Facility Project $
Operations and Maintenance (2030/31)
Staff and resources to maintain ongoing programs located within the facility, and
annual O&M costs to maintain facility and equipment.
Cultural Center Courtyard Redesign Project $
Operations and Maintenance
This project may require a change in the type and frequency of maintenance as
well as increasing landscape and irrigation. It will also reduce existing time for set
up and take down of equipment for special events.
RCPD VG Substation Relocation and Expansion Project $$
Operations and Maintenance
Additional O&M for a new facility.
RCPD/EOC Facility Improvement and Expansion Project $
Operations and Maintenance
Routine operations and maintenance on the new facility.
Corporate Yard Electric Vehicle Charging Stations Project $
Operations and Maintenance
Minor increase to electrical repairs and preventative maintenance at PWSC.
Miscellaneous
Wildfire Early Detection System Project $
Operations and Maintenance (2031/32)
Impact on operations will be moderate with annual costs of an annual subscription
and license to webportal, cellular data, training, and cell tower lease(s).
Municipal Utilities
RCMU Distribution Project - The Resort Parkway North $
Operations and Maintenance
Minimal O&M for the first few years.
RCMU Electric Substations - Southeast Industrial and
Etiwanda Heights $$
Operations and Maintenance & Debt Service g y
needed if construction is financed.
RCMU Electrical Outage Response Improvement Project $
Operations and Maintenance and Personnel Services
Communications software subscription renewal will be expected annually and
equipment will need to be maintained and updated. Need for designated City staff
to oversee program.
Fiscal Year Impact on Operations Begins
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Major Projects Program – Annual Operating Costs/(Savings)
PAGE 406
Project Description/
Expenditure Category and Description 2025/26 2026/27 2027/28 2028/29
Fiscal Year Impact on Operations Begins
RCMU Line Extension Project - Etiwanda Heights $
Operations and Maintenance
Minimal O&M for the first few years.
RCMU Line Extension Project - Etiwanda North Phase 2 $
Operations and Maintenance
Minimal O&M for the first few years.
RCMU Line Extension Project - Milliken Avenue South of
Jersey Boulevard $
Operations and Maintenance
Minimal O&M for the first few years.
Utility Equipment Replacement Program $
Operations and Maintenance
Minimal O&M for the first few years.
Streets
6th Street at BNSF Spur Crossing Project $
Operations and Maintenance
This project will involve minimal maintenance of new pavement, striping, and
sidewalk.
Almond Street Improvements Project $Operations and Maintenance
Minimal increases to operations costs for maintenance of the newly constructed
improvements.
Banyan Street Bicycle and Pedestrian Enhancements Project $
Operations and Maintenance
Minimal increases to operations costs for maintenance of the newly constructed
improvements.
Base Line Road Pedestrian and Bicycle Improvements
Project $
Operations and Maintenance
Church Street Buffered Bike Lanes Project $
Operations and Maintenance
City Center Boulevards Project $$
Operations and Maintenance (2030/31)
Upon project completion, there will be a need for maintenance on traffic signals,
landscaping and street lights.
Civic Center Drive Improvement Project $
Operations and Maintenance
Minimal increases to operations costs for maintenance of the newly constructed
improvements.
East Avenue and Highland Avenue Roundabout Project $
Operations and Maintenance (2030/31)
The roundabout will introduce maintenance costs for landscaping and signage.
Minimal increases to operations costs for maintenance of the newly constructed
improvements.
Minimal increases to operations costs for maintenance of the newly constructed
improvements.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
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Major Projects Program – Annual Operating Costs/(Savings)
PAGE 407
Project Description/
Expenditure Category and Description 2025/26 2026/27 2027/28 2028/29
Fiscal Year Impact on Operations Begins
Etiwanda Creek Bridges Project $
Operations and Maintenance
Maintenance of new bridge.
Etiwanda East Side Widening Project $
Operations and Maintenance
Minimal increases to operations costs for maintenance of the newly constructed
improvements.
Fairmont Way and Highland Avenue Bicycle and Pedestrian
Improvements Project $
Operations and Maintenance
Minimal increases to operations costs for maintenance of the newly constructed
improvements.
Haven Avenue Sidewalk Improvement Project $
Operations and Maintenance
Minimal increases to operations costs for maintenance of the newly constructed
improvements.
Jasper Street Pedestrian Improvements Project $
Operations and Maintenance
Minimal increases to operations costs for maintenance of the newly constructed
improvements.
Southwest Cucamonga Safe Routes to School Project $
Operations and Maintenance
Minimal increases to operations costs for maintenance of the newly constructed
improvements.
Terra Vista Parkway and Town Center Drive Roundabout
Project $
Operations and Maintenance (2030/31)
Minimal increases to operations costs for maintenance of the newly constructed
improvements.
Traffic
Advanced Traffic Management System Program $$
Operations and Maintenance
Program costs include O&M agreements for ongoing diagnostics of network and
coordination issues, maintenance of hardware
Local Roadway Safety Plan Improvements Program $
Operations and Maintenance
Minimal increases to operations costs for maintenance of the newly constructed
improvements.
Parks
Civic Center Area Park Project $
Operations and Maintenance (2030/31)
Maintenance of park grounds and equipment
Don Tiburcio Tapia Park Project $
Operations and Maintenance (2030/31)
As a newly developed park, this project is anticipated to incur new operating and
maintenance costs.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Major Projects Program – Annual Operating Costs/(Savings)
PAGE 408
Project Description/
Expenditure Category and Description 2025/26 2026/27 2027/28 2028/29
Fiscal Year Impact on Operations Begins
East Side Area Park Development Project $
Operations and Maintenance (2030/31)
As a newly developed park, this project is anticipated to incur new operating and
maintenance costs.
Day Creek Channel Bike Trail Improvements Phase 3 Project $
Operations and Maintenance
Maintenance of new trail pavement and amenities including landscaping and
recreational equipment.
Heritage Park Bridge Replacement Project $
Operations and Maintenance
Minimal increases to operations costs for maintenance of the newly constructed
improvements.
Legend for Overall Impact on Operations:
$: <$100,000
$$: >$100,000 and <$500,000
$$$: >$500,000 and <$1,000,000
$$$$: >$1,000,000
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APPENDIX
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
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Financial Policies
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BUDGETING POLICY
• The City will adopt an annual budget for the fiscal year beginning July 1 no later than June 30 of the
same year.
• The adopted budget will be balanced with current year operating expenditures fully funded by current
year revenues and available fund balance.
• Fund balance reserves of the Operating Budget will be used only for non-recurring expenditures such
as capital projects and not for on-going operations, with the exception of the Reserve for Changes in
Economic Circumstances. The usage of that specific reserve is governed by the City’s Fund Balance
Policy.
• The City Manager is authorized to implement programs as approved in the adopted budget.
• The City Manager may transfer appropriations between divisions, projects and programs within the
same department and fund in order to implement the adopted budget.
• Quarterly budget reports will be presented to the City Council to provide information on the status of
the City’s financial condition.
CAPITAL IMPROVEMENT POLICY
Capital projects involve the purchase or construction of major fixed assets such as land, building or
permanent improvements including additions, replacements and major alterations having a life
expectancy of more than one year and costing $10,000 or more.
Capital projects are funded by a variety of sources including Special Funds (such as developer impact
fees and grants), Enterprise Funds, and Special Districts. These funds are non-General Fund
revenues and typically are restricted in how they can be spent. Prior to its inclusion in the annual
budget, a determination must be made that the project is an appropriate use of the funds and that
there is sufficient fund balance.
The City will identify the estimated costs and potential funding sources for each capital project prior
to its submittal to the City County for approval.
The City will coordinate the development of the Five-Year Major Projects Program (MPP) with the
development of the annual Operating Budget.
REVENUE POLICY
Ongoing revenue growth (inflation) will be used to pay for recurring expenditures. Ongoing expenditure
increases should not be approved which exceed recurring revenue growth, unless the current economic
climate has triggered the use of the Changes in Economic Circumstances Reserve. Any new or expanded
programs will be required to identify new funding sources and/or offsetting reductions in expenditures.
In addition:
• The City shall use a conservative approach in projecting revenues.
• One-time revenues may be used for one-time expenditures.
• The City shall update its user fees and charges periodically to recover costs of providing that
service for which a fee is charged.
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PURCHASING POLICY
Singing Authority Limits
Title Authority Level (Up To)
City Manager
$150,000
*Except Public Works Contracts, where signature authority
will be $175,000 in accordance with the California Uniform
Public Construction Cost Accounting Act.
Assistant City Manager $110,000
Deputy City Manager $95,000
Directors $75,000
Procurement Bidding Thresholds
Procedure Type Bidding Threshold (Up To)
Open Market Quote – No formal
procedure required / department
discretion
Up to $20,000
*Purchase order required for $8,500 and above
Request for Quote “RFQ” $20,001 – up to $50,000 (Commodities only)
Request for Bid “RFB” $50,001 and over (Commodities only)
Request for Proposals (“RFP”) –
Professional Services
Open Market – up to $100,000
Formal Solicitation - $100,000 and over
Uniform Public Construction Cost
Accounting Act (UPCCA)
(Public Works Bidding)
Force Account – up to $75,000
Informal Solicitation – Over $220,000 or less
Formal Solicitation – more than $220.00
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FUND BALANCE/RESERVE POLICY
Adequate fund balance, or reserve, levels are a necessary component of the City’s overall financial
management strategy. It is the responsibility of the City Council to maintain a sufficient level of reserve
funds to provide for the orderly provision of services to the citizens of the City of Rancho Cucamonga.
The City Council has the authority to decide the circumstances under which the reserves can be used.
The City Manager and the Finance Director may, from time to time, make recommendations as to the
level of reserve funds necessary for prudent fiscal management. Reserve levels shall be reviewed at
least annually during the budget process to ensure that they are consistent with the conditions faced by
the City.
Fund balance is essentially the difference between the assets and liabilities reported in a governmental
fund. There are five separate components of fund balance, each of which identifies the extent to which
the City/Fire District is bound to honor constraints on the specific purposes for which amounts can be
spent.
• Nonspendable fund balance (inherently nonspendable)
• Restricted fund balance (externally enforceable limitations on use)
• Committed fund balance (self-imposed limitations on use)
• Assigned fund balance (limitation resulting from intended use)
• Unassigned fund balance (residual net resources)
The first two components listed above are not addressed in this policy due to the nature of their
restrictions. An example of nonspendable fund balance is inventory. Restricted fund balance is either
imposed by law or constrained by grantors, contributors, or laws or regulations of other governments.
This policy is focused on financial reporting of unrestricted fund balance, or the last three components
listed above. These three components are further defined below.
Committed Fund Balance
The City Council (which also acts as the Board of Directors for the Rancho Cucamonga Fire Protection
District), as the City’s highest level of decision-making authority, may commit fund balance for specific
purposes pursuant to constraints imposed by formal actions taken, such as an ordinance or resolution.
These committed amounts cannot be used for any other purpose unless the City Council/Fire Board
removes or changes the specified use through the same type of formal action taken to establish the
commitment. City Council/Fire Board action to commit fund balance needs to occur within the fiscal
reporting period; however, the amount can be determined subsequently.
• Changes in Economic Circumstances
The City’s General Fund balance committed for changes in economic circumstances is established at
a goal of a nine-month reserve, or 75% of the City General Fund operating budget for the upcoming
fiscal year. The Fire District’s fund balance committed for changes in economic circumstances is
established at a goal of a nine-month reserve, or 75% of the Fire District’s operating budget for the
upcoming fiscal year. The specific uses of this commitment are 1) the declaration of a state or
federal state of emergency or a local emergency as defined in Rancho Cucamonga Municipal Code
Section 2.36.020; or 2) a change in economic circumstances in a given fiscal year that results in
revenues to the City/Fire District being insufficient to cover expenditures for one or more fiscal years.
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The City Council/Fire Board may, by the affirming vote of four members, change the amount of this
commitment and/or the specific uses of these monies.
• City Facilities’ Capital Repair
The City’s General Fund balance committed for City facilities’ capital repair is established at a
minimum goal of 50% of capital assets value comprised of construction in progress (excluding
infrastructure), building improvements, and improvements other than building for governmental
activities, excluding assets owned by the Rancho Cucamonga Fire Protection District.
• Fire District Facilities Capital Repair
The Fire District’s fund balance committed for the Fire District facilities capital repair is hereby
committed to a minimum goal of 50% of capital assets value comprised of construction in progress
(excluding infrastructure), building improvements, and improvements other than building for public
safety-fire activities.
• Working Capital
The City’s General Fund balance committed for Working Capital is established at a goal of a minimum
of 5% of the City’s General Fund operating budget for the upcoming fiscal year. The Fire District’s
fund balance committed for Working Capital is established at a goal of a minimum of 50% of the
District’s operating budget for the upcoming fiscal year.
• Self-Insurance
The City’s General Fund balance and the Fire District’s fund balance committed for payment of
Worker’s Compensation, General Liability, and Employment Practices Liability claims is established at
a minimum goal of eight times the City’s and the District’s total yearly SIRs for all types of insurance
coverage.
• PASIS Worker’s Compensation Tail Claims
The Fire District’s fund balance committed for payment of outstanding Worker’s Compensation claims
remaining after the District’s withdrawal from PASIS is established at a goal equal to the most recent
fiscal year end Claims Cost Detail Report from the District’s third-party administrator plus 15%.
• Employee Leave Payouts
The City’s General Fund balance and the Fire District’s fund balance committed for employee leave
payouts as valued in accordance with the City’s labor contracts as of the last day of the fiscal year,
including applicable fringe benefits (Medicare) and the annual allocation from the City’s Cost
Allocation Plan (City only).
• Vehicle and Equipment Replacement
The Fire District’s fund balance committed for the replacement of fire safety vehicles and equipment
as determined based on the District’s replacement criteria is established at a minimum goal of 50%
of District vehicle and equipment replacement value.
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• Law Enforcement
The City’s General Fund balance committed for public safety purposes, including operations,
equipment, capital outlay, capital facilities, personnel, and booking fees. The funding goal for this
reserve is the equivalent of 100% of the most recently approved Schedule A from the San Bernardino
County Sheriff’s Department.
• Economic Development Strategic Reserve
The City’s General Fund balance committed for the acquisition and development of key properties to
promote economic development that will benefit the City as a whole and, potentially, generate
ongoing revenues to the City whenever feasible through negotiated agreements with third parties
(including but not limited to land leases or public-private partnerships). Establishment of this reserve
is a City Council goal, established in the spring of 2021. The funding goal for this reserve is the
equivalent of the current value of a 10-acre mixed-use site on Foothill Boulevard as of January 1 of
each year.
• Seasonal Weather Emergency Reserve
The City’s General Fund balance committed for unanticipated costs incurred due to damage resulting
from severe weather emergencies such as wind, flood, fire, extreme heat, extreme cold, and other
forces of nature. The reserve will provide funding for these costs without impacting the City’s
operating budget and will be appropriated by the City Council on an as needed basis when extreme
seasonal weather emergencies occur.
• Community Benefit Projects
A portion of the City’s General Fund balance, received from projects that include a development
agreement, which is committed for addressing projects’ expected impacts on affordable housing
demand, future greenhouse gas emissions, fire protection services, electric vehicle charging,
reduction in vehicle miles traveled, pedestrian safety improvements, carbon capture, alternative
energy production, noise reduction, environmental justice, and related impacts typically associated
with, but not limited to, large warehouse, industrial, and commercial developments.
• Public Safety Personnel Affordable Housing
A portion of the Fire District’s fund balance committed to provide additional funding to match the
City’s contributions to help with the creation of affordable for-sale housing for public safety personnel
including but not limited to Fire District employees. Funding may be used for silent seconds, closing
costs, assistance with obtaining financing, or to help buy down the cost of design and construction
of single-family housing units. The funding goal for this reserve is established as the value of the
affordability gap to construct 50 housing units that are affordable at the 60% California Tax Credit
Allocation Committee (TCAC) median income with a 4% tax credit scenario per unit, or $192,600 per
unit, for a total funding goal of $9,630,000. The affordability gap was determined as part of the Non-
Residential Linkage Fee Nexus Study dated October 5, 2021, prepared by Keyser Marston Associates,
Inc.
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Assigned Fund Balance
Amounts that are constrained by the City/Fire District’s intent to be used for specific purposes, but are
neither restricted nor committed, should be reported as assigned fund balance. This policy hereby
delegates the authority to assign amounts to be used for specific purposes to the City Manager and/or
Finance Director for the purpose of reporting these amounts in the annual financial statements. The
following are a few non-exclusive examples of assigned fund balance.
• Economic and Community Development Special Services
The City’s General Fund balance assigned for contracts, special services, or projects associated with
Economic and Community Development (ECD) special projects or ECD initiatives/Council goals (such
as economic strategy and Development Code contract services) as well as a one-year value of staffing
costs for Planning, Building and Safety, and Engineering (not including capital and project
management).
• Habitat Mitigation and Sphere of Influence Issues
This reserve provides for ancillary costs related to annexation of the sphere area, including mitigation
issues and legal challenges. Another area covered by this reserve is the creation of a multi-species
habitat conservation plan as well as acquisition of habitat conservation land.
• Community Services Programs-Recreation
The City’s General Fund balance assigned for non-recurring costs to support community services
programs, including a wide variety of classes, special events, and recreational activities sponsored by
the Community Services Department. The initial funding of this reserve resulted from the combining
of the Department’s recreational and community activities that were accounted for in a separate
Special Fund into the General Fund effective with the Fiscal Year 2020/21 Budget. The fund balance
remaining in the Recreation Services Fund as of June 30, 2020, was closed out to the City’s General
Fund.
• Community Services Programs-Cultural Arts
The City’s General Fund balance assigned for non-recurring costs to support community services
programs, including a wide variety of classes, theatrical performances, and cultural activities
sponsored by the Community Services Department. The initial funding of this reserve resulted from
the combining of the Department’s cultural and theatrical activities that were accounted for in a
separate Special Fund into the General Fund effective with the Fiscal Year 2020/21 Budget. The fund
balance remaining in the Victoria Gardens Cultural Center Fund as of June 30, 2020, was closed out
to the City’s General Fund.
Unassigned Fund Balance
These are residual positive net resources of the General Fund and Fire District funds in excess of what
can properly be classified in one of the other four categories.
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Fund Balance Classification
The accounting policies of the City/Fire District consider restricted fund balance to have been spent first
when an expenditure is incurred for purposes for which both restricted and unrestricted fund balance is
available. Similarly, when an expenditure is incurred for purposes for which amounts in any of the
unrestricted classifications of fund balance could be used, the City/Fire District considers committed
amounts to be reduced first, followed by assigned amounts and then unassigned amounts.
This policy is in place to provide a measure of protection for the City/Fire District against unforeseen
circumstances and to comply with GASB Statement No. 54. No other policy or procedure supersedes the
authority and provisions of this policy.
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INVESTMENT POLICY
1.0 INTRODUCTION
This Statement of Investment Policy (“Policy”) provides guidelines for the prudent investment of the City
of Rancho Cucamonga’s (“City”) idle cash and outlines the policies essential to ensuring the safety and
financial strength of the City’s investment portfolio. This Policy is based on the principles of prudent
money management and conforms to all federal, state, and local laws governing the investment of public
funds. The goal of this Policy is to enhance the economic status of the City by protecting its pooled cash
and to invest public funds to:
1. Meet the daily cash flow needs of the City;
2. Comply with all laws of the State of California regarding investment of public funds; and
3. Achieve a reasonable rate of return while minimizing the potential for capital losses arising
from market changes or issuer default.
2.0 SCOPE
This Policy applies to the investment activities of all funds of the City. These funds are accounted for in
the City’s Annual Comprehensive Financial Report (ACFR) and include: General Fund, Special Revenue
Funds, Debt Service Funds, Capital Project Funds, Proprietary Funds, as well as Agency Funds and a
Private-Purpose Trust Fund.
Bond proceeds shall be invested in accordance with the requirements and restrictions outlined in bond
documents as approved by the City Council. If the bond documents are silent as to the permitted
investments, the bond proceeds will be invested in the securities permitted by this Policy.
Notwithstanding the other provisions of this Policy, the percentage limitations listed elsewhere in this
Policy do not apply to bond proceeds.
3.0 DELEGATION OF AUTHORITY
The City Council, as permitted under California Government Code §53607, delegates the responsibility to
manage the City’s investment portfolio to the City Treasurer for a period of one-year, unless revoked.
Subject to review, the City Council may renew the delegation of authority each year. The City Treasurer
shall be responsible for all transactions undertaken and shall establish a system of controls to regulate
the activities of subordinate officials, and their procedures, in the absence of the City Treasurer. Pursuant
to Government Code §1190, the City Treasurer appoints the Deputy City Manager/Administrative Services
to act as Deputy Treasurer with responsibility to manage the City’s investment portfolio on a daily basis.
The City Treasurer/Deputy Treasurer will maintain on file a written authorization designating those
individuals to whom daily investment activities, such as carrying out the City Treasurer's/Deputy
Treasurer’s investment instructions, confirming treasury transactions, and other routine activities, have
been delegated.
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As authorized by the City Council, the City may also utilize the services of an independent investment
advisor to assist with the investment program under the supervision of the City Treasurer/Deputy
Treasurer. The investment advisor shall follow this Policy and such other written instructions as are
provided by the City. The investment advisor shall never take possession of the City’s funds or assets.
4.0 PRUDENCE
All persons authorized to make investment decisions on behalf of the City are trustees and therefore
fiduciaries subject to the prudent investor standard, as described in Government Code section 53600.3
which states:
When investing, reinvesting, purchasing, acquiring, exchanging, selling, or managing public funds, a
trustee shall act with care, skill, prudence, and diligence under the circumstances then prevailing,
including, but not limited to, the general economic conditions and the anticipated needs of the agency,
that a prudent person acting in a like capacity and familiarity with those matters would use in the conduct
of funds of a like character and with like aims, to safeguard the principal and maintain the liquidity needs
of the agency.
The City Treasurer/Deputy Treasurer and authorized persons acting in accordance with this Policy and
the “prudent investor” standard and exercising due diligence shall be relieved of personal responsibility
for an individual security’s credit risk or market price changes, provided deviations from expectations are
reported in a timely manner and appropriate action is taken to control adverse developments, whenever
possible.
5.0 OBJECTIVE
The objective of the investment portfolio is to meet the short- and long-term cash flow demands of the
City. To achieve this objective, the portfolio will be structured to provide safety of principal and liquidity,
while then providing a reasonable return on investments.
The authority governing investments for municipal governments is set forth in Government Code Sections
53600 et seq. City strategy has been to limit investments more stringently than required under state law.
The primary objectives of investment activities, in order of priority are:
1. Safety - Safety and risk associated with an investment refers to the potential loss of principal,
interest, or combination thereof. The City only invests in those instruments that are considered
safe. Each investment transaction shall be undertaken in a manner that seeks to ensure,
whenever possible, that all capital losses are avoided, whether from securities default,
broker/dealer default, or erosion of market value. The City shall seek to preserve principal by
mitigating two types of risk: credit risk and market risk.
• Credit risk, defined as the risk of loss due to failure of the issuer of a security, shall be
mitigated by investing in only very safe securities and by diversifying the investment
portfolio so that the failure of any one issuer would not unduly harm the City’s cash flow.
• Market risk, defined as the risk of market value fluctuations due to overall changes in the
general level of interest rates, shall be mitigated by structuring the portfolio to align with
the City’s anticipated cash flow needs. It is explicitly recognized, however, that in a
diversified portfolio, occasional measured losses may occur and must be considered within
the context of overall investment return and liquidity needs.
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2. Liquidity - Liquidity is an important investment quality especially when the need for unexpected
funds occasionally occurs. The City’s investment portfolio will remain sufficiently liquid to enable
the City to meet operating requirements that might be reasonably anticipated.
3. Yield - The City’s investment portfolio shall be designed with the objective of attaining a
reasonable market rate of return throughout budgetary and economic cycles, commensurate with
the City’s investment risk constraints as long as it does not diminish the objectives of Safety and
Liquidity.
6.0 ETHICS AND CONFLICTS OF INTEREST
The City Treasurer/Deputy Treasurer and employees involved in the investment process shall refrain
from personal business activity that could conflict with proper execution of the investment program, or
which could impair their ability to make impartial investment decisions. Employees and investment
officers shall disclose any material financial interest in financial institutions that conduct business with
the City, and they shall further disclose any personal financial/investment positions that could be affected
by the performance of the City’s operations and functions or by the management of the City’s investment
program. The Treasurer/Deputy Treasurer and investment employees are required to file annual
disclosure statements as required by the Fair Political Practices Commission (FPPC).
7.0 AUTHORIZED FINANCIAL DEALERS AND INSTITUTIONS
The City Treasurer/Deputy Treasurer shall only execute investment transactions with those direct issuers
authorized by this Policy (LAIF, LGIPs, money market funds, and banks). All other investment
transactions will be conducted through the City’s investment advisor who will maintain their own list of
approved issuers, brokers/dealers, and financial institutions with which to conduct transactions on the
City’s behalf.
8.0 AUTHORIZED AND SUITABLE INVESTMENTS
The City is further governed by California Government Code Sections 53600 et. seq. to invest in specific
types of securities. The City has further limited the types of securities in which it may invest. In the
event an apparent discrepancy is found between this Policy and the Government Code, the more
restrictive parameters will take precedence. Percentage holding limits listed in this Policy apply at the
time the security is purchased. Credit ratings, where shown, specify the minimum credit rating category
required at purchase. In the event a security held by the City is subject to a credit rating change that
brings it below the minimum credit ratings specified in this Policy, the City Treasurer/Deputy Treasurer
should notify the City Council of the change in the next monthly investment report. The course of action
to be followed will then be decided on a case-by-case basis, considering such factors as the reason for
the change, prognosis for recovery or further rate drops, and the market price of the security. Any
security not listed in Section 8.0 is not a valid investment for the City. The concise list of approved
securities is as follows:
• United States Treasury Securities: United States Treasury Bills, Bonds, and Notes or those
instruments for which the full faith and credit of the United States are pledged for payment of
principal and interest.
There is no limit on the percentage of the portfolio that can be invested in this category.
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• United States Federal Agencies: Obligations issued by Federal Agencies or United States
government-sponsored enterprise obligations, participations, or other instruments, including
those issued by or fully guaranteed as to principal and interest by federal agencies or United
States government-sponsored enterprises.
There is no limit on the percentage of the portfolio that can be invested in this category.
• Supranational Securities: United States dollar denominated senior unsecured unsubordinated
obligations issued or unconditionally guaranteed by the International Bank for Reconstruction and
Development, International Finance Corporation, or Inter-American Development Bank. The
maximum remaining maturity for supranational obligations must be five years or less, and they
must be eligible for purchase and sale within the United States. These investments must be rated
in a rating category of “AA” or better by a NRSRO.
There is a 30% limit on the percentage of the portfolio that can be invested in this category.
The maximum remaining maturity of any investment in this category shall not exceed five-years.
• Municipals Notes or Bonds: Registered state warrants or treasury notes or bonds of this state,
including bonds payable solely out of the revenues from a revenue-producing property owned,
controlled, or operated by the state or by a department, board, agency, or authority of the state.
Registered treasury notes or bonds of any of the other 49 states in addition to California, including bonds
payable solely out of the revenues from a revenue-producing property owned, controlled, or operated
by a state or by a department, board, agency, or authority of any of the other 49 states, in addition to
California.
Bonds, notes, warrants, or other evidences of indebtedness of a local agency within this state, including
bonds payable solely out of the revenues from a revenue-producing property owned, controlled, or
operated by the local agency, or by a department, board, agency, or authority of the local agency.
Purchases are limited to securities rated in a rating category of “A” (long-term) or “A-1” (short-term) or
their equivalents or better by a Nationally Recognized Statistical Rating Organization (“NRSRO”). (The
minimum rating shall apply to any issuer, irrespective of any credit enhancement).
There is a 30% limit on the percentage of the portfolio that can be invested in this category.
• Negotiable Certificates of Deposit: Negotiable certificates of deposit issued by a nationally
or state-chartered bank, a savings association or a federal association, a state or federal credit
union, or by a federally licensed or state-licensed branch of a foreign bank. Purchases are limited
to securities rated in a rating category of “A” (long-term) or “A-1” (short-term) or their equivalents
or better by an NRSRO.
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There is a 30% limit on the percentage of the portfolio that can be invested in this category.
• Asset-Backed Securities: A mortgage passthrough security, collateralized mortgage obligation,
mortgage-backed or other pay-through bond, equipment lease-backed certificate, consumer
receivable passthrough certificate, or consumer receivable-backed bond. For securities eligible for
investment under this subdivision not issued or guaranteed by the U.S. Treasury or a Federal
Agency, the following limitations apply: securities shall be rated in a rating category of “AA” or its
equivalent or better by an NRSRO.
There is a 20% limit on the percentage of the portfolio that can be invested in this category. The
maximum remaining maturity of any investment in this category shall not exceed five-years.
• Medium-Term Notes: Medium-Term Notes are defined as all corporate and depository
institution debt securities. They must be issued by corporations organized and operating within
the United States. Notes eligible for investment shall be rated in a rating category of “A” or its
equivalent or better by an NRSRO.
There is a 30% limit on the percentage of the portfolio that can be invested in this category.
The maximum remaining maturity of any investment in this category shall not exceed five-years.
• Bankers’ Acceptances: Bankers’ acceptances, otherwise known as bills of exchange or time
drafts, that are drawn on and accepted by a commercial bank. Purchases are limited to issuers
that have short-term debt rated in a rating category of “A-1” or its equivalent or higher by an
NRSRO.
There is a 40% limit on the percentage of the portfolio that can be invested in this category. The
maximum maturity shall not exceed 180 days.
• Commercial Paper: Must be of “prime” quality of the highest ranking or of the highest letter
and number rating as provided for by an NRSRO.
The entity that issues the commercial paper shall meet all the following conditions: (i) is organized and
operating in the United States as a general corporation, (ii) has total assets in excess of five hundred
million dollars ($500,000,000), and (iii) has debt other than commercial paper, if any, that is rated in a
rating category of “A” or its equivalent or higher by an NRSRO.
There is a 40% limit on the percentage of the portfolio that can be invested in this category.
(The limit is 25% for agencies that have less than $100 million of investment assets).
The maximum maturity shall not exceed 270 days.
• Repurchase Agreements (Repos): An executed Master Repurchase Agreement is required
between the City and the broker dealer or financial Institution. The market value of securities
that underlies a repurchase agreement shall be valued at 102 percent or greater of the funds
borrowed against those securities and the value shall be adjusted no less than quarterly. Collateral
is restricted to U.S. Treasury and Federal Agency securities.
There is a 20% limit on the percentage of the portfolio that can be invested in this category.
The maximum maturity of any investment in this category shall not exceed one year.
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• State of California Local Agency Investment Fund (LAIF): The Local Agency Investment
Fund (LAIF) is a State of California managed investment pool established by the State Treasurer
for the benefit of local agencies.
There is no limit on the percentage of the portfolio that can be invested in this category. The maximum
investment in LAIF accounts is dependent upon limits established under the Local Agency Investment
Fund guidelines and not Government Code.
• Joint Powers Authority (JPA) Investment Pool: Shares of beneficial interest issued by a
joint powers authority organized pursuant to Section 6509.7 that invests in the securities and
obligations authorized in Government Code. Whenever the City has any funds invested in a LGIP,
the City Treasurer/Deputy Treasurer shall maintain on file a copy of the LGIP’s current information
statement and periodically review the LGIP’s investments.
There is no limit on the percentage of the portfolio that can be invested in this category.
• Money Market Funds (“MMF”): Government Money Market Funds meeting either of the
following criteria: (A) Attained the highest ranking or the highest letter and numerical rating
provided by not less than two NRSROs, or (B) Retained an investment advisor with not less than
five years’ experience and registered or exempt from registration with the SEC, with assets under
management in excess of five hundred million dollars ($500,000,000). Whenever the City has any
funds invested in an MMF, the City Treasurer/Deputy Treasurer shall maintain on file a copy of
the MMF’s current information statement. A maximum of 20% of the City’s portfolio may be
invested in this category.
There is a 20% limit on the percentage of the portfolio that can be invested in this category.
• Bank Deposits: FDIC insured or collateralized demand deposit accounts, savings accounts,
market rate accounts, certificates of deposits and other types of bank deposits in financial
institutions located in California. The amount on deposit in any financial institution shall not
exceed the shareholder's equity. To be eligible to receive City deposits, the financial institution
must have received a minimum overall satisfactory rating, under the Community Redevelopment
Act, for meeting the credit needs of California Communities in its most recent evaluation. Bank
deposits are required to be collateralized as specified under Government Code Section 53630 et
seq. The City Treasurer/Deputy Treasurer, at his/her discretion, may waive the collateralization
requirements for any portion that is covered by federal deposit insurance. The City shall have a
signed agreement with any depository accepting City funds per Government Code Section 53649.
There is no limit on the percentage of the portfolio that may be invested in this category.
There is no limit on the percentage of the portfolio that can be invested in this category. However, a
maximum of 10 percent of the portfolio may be invested in time deposits.
9.0 PROHIBITED INVESTMENTS
Any security type or structure not specifically approved by this policy is hereby specifically prohibited.
Security types which are thereby prohibited include, but are not limited to, inverse floaters, derivatives,
range notes, interest only strips that are derived from a pool of mortgages, or in any investment that
could result in zero interest accrual if held to maturity.
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10.0 REVIEW OF INVESTMENT PORTFOLIO
The securities held by the City must be in compliance with Section 8.0 “Authorized and Suitable
Investments” at the time of purchase. If, subsequent to the date of purchase, a security is determined
to be no longer in compliance with Section 8.0, the City Treasurer/Deputy Treasurer shall report the non-
compliant security to the City Council and shall include a disclosure in the monthly Investment Report if
the security is held at the date the report is prepared.
The City’s external, independent auditors perform an annual review of the City’s Investment Policy,
investment process, and related internal controls. The annual review process is performed as part of the
City’s annual external financial audit.
11.0 INVESTMENT POOLS
The Local Agency Investment Fund (LAIF) is a voluntary investment alternative for California’s local
governments and special districts authorized by the California Government Code. LAIF is a State of
California managed investment pool established by the State Treasurer for the benefit of local agencies.
The City’s participation in LAIF was approved by the City Council with other authorized investments in
July 1987. It is a permitted investment with the knowledge that the fund may invest in some vehicles
allowed by statute but not otherwise authorized under the City’s authorized investments. All securities
in LAIF are purchased under the authority of Government Code Sections 16430 and 16480. All
investments are purchased at market value, and market valuation is conducted monthly.
The City may also invest in shares of beneficial interest issued by a joint powers authority (“JPA”)
organized pursuant to Section 6509.7 of the California Government Code that invests in the securities
and obligations specified in the code and which shall retain an investment advisor that meets the
following criteria:
1. Be registered or exempt from registration with the Securities and Exchange Commission;
2. Have assets under management in excess of five hundred million dollars ($500,000,000), and
3. Have not less than five (5) years of experience investing in the securities and obligations
authorized herein.
12.0 COLLATERALIZATION
All bank deposits must be FDIC insured or collateralized in accordance with Government Code Section
53630 et seq.
13.0 SAFEKEEPING AND CUSTODY
To protect against potential losses by the collapse of individual securities dealers, all trades will be
transacted on a delivery-versus-payment (DVP) basis. This means that the securities shall be delivered
to the City’s designated custodian upon receipt of the payment by the City. The securities shall be held
in safekeeping by a third-party custodian, acting as agent for the City under the terms of a custody
agreement executed by the bank and City. The third-party custodian shall be required to issue a monthly
safekeeping report to the City that lists the specific investment, rate, maturity and other pertinent
information.
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The only exception to the foregoing shall be depository accounts and security purchases made with
investment pools and certificates of deposit since the purchased securities are not deliverable. Evidence
of these investments will be held in the City’s vault. No outside broker/dealer or advisor may have access
to City funds, accounts or investments, and any transfer of funds to or through an outside broker/dealer
must be approved by the City Treasurer/Deputy Treasurer.
The City strives to maintain the level of investment of all funds as near 100% as possible, through daily
and projected cash flow determinations. Idle cash management and investment transactions are the
responsibility of the City Treasurer/Deputy Treasurer.
14.0 DIVERSIFICATION
It is the policy of the City to diversify its investment portfolio. Assets shall be diversified to eliminate the
risk of loss resulting from over-concentration of assets in a specific issuer, security type, and maturities.
Diversification strategies shall be determined and revised periodically. The purpose of diversifying is to
reduce overall portfolio risks while attaining an average market rate of return; therefore, it needs to be
conceptualized in terms of maturity, instrument types and issuer. To promote diversification, no more
than 5% of the portfolio may be invested in the securities of any one issuer, regardless of security type;
excluding U.S. Treasuries, federal agencies, supranationals, and pooled investments such as LAIF, money
market funds, or local government investment pools.
15.0 MAXIMUM MATURITIES
To the extent possible, the City will attempt to match security maturities to anticipated cash flow
requirements. Where this Policy does not list a specific maturity limit, this Policy permits up to 10% of
the portfolio to be invested in securities with remaining maturities between 5 and 10 years. For purposes
of compliance with this Policy, an investment’s term or remaining maturity shall be measured from the
settlement date to final maturity.
16.0 INTERNAL CONTROL
The City Treasurer/Deputy Treasurer is responsible for establishing and maintaining an internal control
structure designed to ensure that the assets of the City are protected from loss, theft or misuse. The
procedures should include references to individuals authorized to execute transactions or transfers,
safekeeping agreements, repurchase agreements, wire transfer agreements, collateral/depository
agreements and banking services contracts, as appropriate. The internal control structure shall be
designed to provide reasonable assurance that these objectives are met. The concept of reasonable
assurance recognizes that (1) the cost of a control should not exceed the benefits likely to be derived;
and (2) the valuation of costs and benefits requires estimates and judgement by management. The City
Treasurer/Deputy Treasurer shall establish an annual process of independent review by an external
auditor. This review will provide internal control by assuring compliance with policies and procedures set
forth in this Policy. Also, see Section 9.0 of this Policy.
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17.0 PERFORMANCE
The investment performance of the City’s operating portfolio shall be evaluated and compared to an
appropriate benchmark in order to assess the success of the investment program relative to the City’s
Safety, Liquidity, and Yield objectives. This review will be conducted annually with the City Treasurer,
City Manager, Deputy City Manager/Administrative Services, and Finance Director, and, if necessary,
consideration will be given to making adjustments to future investment strategies as market conditions
permit.
18.0 REPORTING
The City Treasurer shall prepare and submit a monthly investment report to the City Council and City
Manager, which shall include all securities, excluding those held by and invested through trustees. The
report shall include the following:
• A monthly report of transactions.
• The type of investment, name of the issuer, date of purchase, date of maturity, par and dollar amount
invested in all securities.
• The weighted average maturity of the investments.
• Any funds, investments, or programs including loans that are under the management of contracted
parties.
• A description of the compliance with this Policy.
• A statement of the City’s ability to meet its pooled expenditure requirements for the next six months
or provide an explanation as to why sufficient money shall or may not be available.
• The investment portfolio report shall include current market value information for all investments. A
monthly market value will be obtained for each security owned by the City. For purposes of reporting,
the market value of each security may be obtained from the City’s custodian bank or other pricing
source(s) utilized by the City’s investment advisor.
The City Treasurer shall be responsible for reviewing and modifying investment guidelines as conditions
warrant and is required to submit same for re-approval to the City Council on an annual basis with or
without changes. However, the City Treasurer may, at any time, further restrict the items approved for
purchase as deemed appropriate.
The basic premise underlying the City’s investment philosophy is, and will continue to be, to ensure that
money is always safe and available when needed.
19.0 INVESTMENT POLICY ADOPTION
The City’s Investment Policy shall be reviewed and approved annually by the City Council. Any
modifications made to the Investment Policy must be approved by the City Council.
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DEBT MANAGEMENT POLICY
I. PURPOSE
The purpose of this policy is to establish guidelines for the following objectives:
A. Minimize debt service and issuance costs
B. Provide a scheduling component (planning)
C. Maintain access to cost-effective borrowing
D. Achieve the highest practical credit rating
E. Full and timely repayment of debt
F. Balance use of pay-as-you-go and debt financing
G. Maintain full and complete financial disclosure and reporting
H. Ensure compliance with applicable State and Federal laws
II. SCOPE
This policy applies to debt issued by the City of Rancho Cucamonga and its related entities, as well
as debt issued by the City of Rancho Cucamonga on behalf of other parties.
III. GENERAL POLICIES
A. Designated Managers of City Debt
1. The Finance Department under the direction of the Finance Director issues and oversees
the ongoing administration of all the General Fund and special fund debt programs. These
include General Obligation Bonds, lease purchase obligations, tax allocation bonds,
revenue obligations, Mello-Roos and special assessment obligations. Other programs are
added from time to time as new debt instruments are developed.
B. Method of Sale. The City may utilize any methods of sale identified below.
1. There are two methods of issuing debt obligations, a competitive sale and a negotiated
sale. In a competitive sale, underwriters submit sealed bids and the underwriter or
underwriting syndicate with the lowest True Interest Cost (TIC) is awarded the sale. In a
negotiated sale, the underwriter or underwriting syndicate is selected through a Request
for Proposal (RFP) process. The interest rate and underwriter’s fee are negotiated prior to
the sale, based on market conditions.
2. When determining whether to use a competitive or negotiated sale, the following criteria
should be used by the Finance Director to evaluate issuer and financial characteristics:
a. Market Familiarity: The City can generally sell most issues through a competitive sale
since investors and underwriters are familiar with its credit quality. The Finance
Director should consider whether a successful sale will require extensive pre-marketing
to investors. A negotiated sale may be appropriate if extensive pre-marketing to
investors is advantageous.
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b. Credit Strength: The higher the credit quality of the City, the less likely the need for
a negotiated sale due to the demand for high quality municipal bonds. A competitive
bidding may be appropriate with the credit rating above “A”.
c. Policy Goals: If the City chooses a negotiated sale for a policy reason, the City should
then clearly specify the rationale and criteria for the selection of the underwriters to
avoid the appearance of favoritism. Generally, the City should make a policy decision
to proceed with a negotiated sale when the composition and distribution of bonds for
a particular financing would be advantageous.
d. Type of Debt Instrument: Familiar debt instruments would be better suited to
competitive sales. New types of instruments may require an education process that
is more conducive to a negotiated sale. Thus, as the market becomes more familiar
with the City’s debt instruments, the need to educate the market diminishes.
e. Issue Size: If the bond amount is too small or too large, then the City should consider
a negotiated sale. A small bond sale may not attract market attention without
significant sales effort while a large sale may be difficult for the market to absorb
without the pre-sale activity offered by the negotiated sale process.
f. Market Conditions: When the market has interest rate stability, flexibility in the timing
of the sale is not critical. However, the timing of the sale is critical when there is a
volatile market. If this is the case, then a negotiated sale could be more appropriate.
g. Story Bonds: When bonds are unique or have a “story” associated with them, then
the pre-marketing process is essential and suitable for a negotiated sale due to the
additional explanation.
3. A variation of a negotiated sale, a private placement or direct placement, allows the City
to sell bonds directly to a limited number of investors. Private placements are not subject
to the same laws and regulations that apply to registered offerings.
IV. DEBT CAPACITY
A. Debt Affordability
1. The determination of how much indebtedness the City should incur will be based on the
long-term financial plan. This plan should evaluate the long-term borrowing needs of the
City and the impact of planned debt issuances on the long-term affordability of all
outstanding debt.
2. The long-term financial plan should integrate with the City's Capital Improvement Program
and include all presently known City financings to be repaid from the General Fund and
relevant special funds.
3. The affordability of the incurrence of debt will be determined by calculating various debt
ratios (itemized below) that would result after issuance of the debt and analyzing the
trends over time.
B. Ceilings for Debt Affordability
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1. Debt Ratios. Direct debt includes all debt that is repaid from the General Fund or from
any tax revenues deposited into special funds not supporting revenue bonds, such as
General Obligation bonds and city-wide parcel tax bonds. “General Revenues” consist
primarily of the General Fund, as well as the revenues to the special funds supporting
direct debt.
a. The debt ceiling may be exceeded if there is a guaranteed new revenue source for the
debt payments. Generally, this is common for Public Enterprise Revenue Bonds.
2. Rapidity of Debt Repayment. To prevent backloading debt service payments and provide
additional debt capacity through relatively rapid retirement of outstanding debt, debt
issuances will be structured to reach a target of 50% of debt being repaid within 15 years.
a. Back loading of debt service will be considered acceptable when one or more events
occur that make debt service payments in early years impracticable or prohibitive. The
Finance Director may make findings for any of the following:
1. Natural disasters, extraordinary, or unanticipated external factors.
2. The benefits derived from the debt issuance can clearly be demonstrated to be
greater in the future than in the present period.
3. Such structuring is beneficial to the City's aggregate overall debt payment
schedule.
4. Such structuring will allow debt service to more closely match project revenues
during the early years of the project's operation.
C. Monitor Impact on City Taxpayer of All Fees and Taxes
1. In addition to the analysis of the City's debt affordability, the Finance Director will review
the impact of debt issuance on City taxpayers. This analysis will incorporate the City's tax
levy, other jurisdictions' tax levies, additional taxes for voter-approved debt, and
assessments and fees used by the City or related agencies to service revenue bonds.
V. REFINANCING OUTSTANDING DEBT
A. Types of Refundings (as applicable by Federal and state law):
1. Current Refunding: A refunding of bonds within 90 days of the bond’s first optional
redemption or call date.
2. Advance Refunding: A refunding that occurs more than 90 days in advance of the first
optional redemption or call date of the refunded bonds.
Ratio Ceiling
Total Direct Debt Service as % of General Fund Revenues 10%
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B. Monitor Potential Savings
1. Potential savings available by refinancing outstanding debt of the City should be evaluated
on a present value basis by using either a percent of maximum call option value or
percentage of the refunded paramount. All costs and benefits of the refinancing should
be considered.
C. Target Savings Amounts
1. A present value analysis must be prepared by the Finance Department or the City’s general
financial advisors to identify the economic effect of any proposed refunding. To proceed
with a refinancing, either of two methodologies may be used to analyze the targeted
savings:
a. The net present value savings as a percentage of the refunded par amount with a
minimum average savings of 3% for any one refunding transaction.
1. For an advance refunding, the threshold goal will be 5% net present value
savings.
D. Other Considerations:
1. A refunding may be executed for other than economic purposes, such as to restructure
debt, to change the type of debt instrument, or to retire a bond issue and indenture for
more desirable covenants. The Finance Director may recommend this type of refunding.
VI. DEBT USES AND LIMITATIONS
A. Legal Restrictions
1. The City must adhere to Section 18 of article XVI of the California Constitution.
2. Exceptions to the terms of Section 18 of article XVI of the California Constitution include:
a. Obligations of Special District Funds which are not legally enforceable against the City’s
General Fund or its tax revenues. The City has developed separate guidelines that
serve as minimum requirements for the issuance of Mello-Roos Obligations.
b. Obligations imposed by law, such as tort damages or state and federal mandates that
may exceed current revenues.
c. Certain property or equipment leases and service contracts.
B. Long-Term Fixed-Rate Debt
1. Debt should be used to finance essential capital assets such as facilities, real property,
and certain equipment where it is appropriate to spread the cost of the asset over more
than one budget year. Projects that are not appropriate for spreading costs over future
years will not be debt financed.
2. Under no circumstances will long-term debt be used to fund City operations or
maintenance.
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3. The uses of long-term debt include:
a. Equipment Financing: Lease obligations are a routine and appropriate means of
financing capital equipment. However, lease obligations also have the greatest impact
on debt capacity and budget flexibility. Therefore, efforts will be made to fund capital
equipment with pay-as-you-go financing where feasible, and only the highest priority
equipment purchases will be funded with lease obligations. All equipment with a useful
life of less than five (5) years shall be funded on a pay-as-you-go basis.
b. Lease Financing of Real Property: Lease financing for facilities and real property is
appropriate if the City desires to finance them from existing revenue sources, and not
through voter-approved bonds secured by an increase in property taxes. Such
financings will be structured in accordance with the above Other Lease Obligations
paragraph.
c. Identified Repayment Source: The City will, when feasible, issue debt with a defined
revenue source to preserve the use of General Fund-supported debt for projects with
no stream of user-fee revenues. Examples of revenue sources include voter-approved
taxes, user fees, and other appropriate revenues.
d. Use of General Obligation Bonds: Voter-approved General Obligation Bonds provide
the lowest cost of borrowing to finance the acquisition or improvement of real property
and provide a new and dedicated revenue source in the form of additional ad valorem
taxes to pay debt service. In recognition of the difficulty in achieving the required two-
thirds voter-approval to issue General Obligation Bonds, such bonds will be generally
limited to facilities that provide wide public benefit and that have generated broad
public support.
e. Use of Revenue Bonds: To preserve General Fund debt capacity and budget flexibility,
revenue bonds will be preferred to General Fund-supported debt when a distinct and
identifiable revenue stream can be identified to support the issuance of bonds.
C. Variable Rate and Short-Term Debt
1. Generally, the City will not issue variable interest rate debt instruments. The Finance
Director may decide to issue variable-rate debt when a synthetic fixed rate through a swap
agreement is determined to be a viable and cost-effective alternative, subject to the
provisions of the Derivatives section below.
2. Uses of short-term debt:
a. Tax and Revenue Anticipation Notes: Borrowing for cash flow purposes using tax and
revenue anticipation notes is often desirable to manage the timing mismatch between
revenues and expenditures over the course of a fiscal year.
b. Bond Anticipation Financing: In certain circumstances, it may be appropriate for the
City to issue short-term obligations to finance a capital project, with this obligation
refunded with a more conventional long-term financing.
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c. Commercial Paper: Commercial Paper (CP) is a short-term obligation with maturities
ranging from 1 to 270 days. It is often used as interim financing until a project is
completed to take advantage of lower interest rates. Once a project is completed, the
Finance Director may recommend refunding CP with a long-term financing obligation,
if appropriate.
VII. STRUCTURE OF CITY DEBT INSTRUMENTS
A. General Obligation Bonds:
1. The final maturity of General Obligation bonds will be limited to the shorter of the average
useful life of the asset financed or 30 years.
2. Principal will be amortized in equal annual amounts or faster to meet the rapidity of debt
repayment goals. The bonds should be callable in no later than 10 years.
B. Other Lease-Purchase Obligations:
1. The final maturity of equipment obligations will be limited to the average useful life of the
equipment to be financed.
2. The final maturity of real property obligations will be determined by the size of the
financing, 10 to 15 years for small issues, 20 to 25 years for large issues and 30 years for
exceptional projects or those with a direct revenue component, such as a special tax.
3. Principal will generally be amortized to result in level annual lease payments; however,
more rapid principal amortization may occur where permissible to meet debt repayment
goals.
4. The obligations should be callable in no later than 10 years.
C. Revenue Obligations:
1. The final maturity of bonds or other debt obligations secured by enterprise or other special
revenues will be determined by the expected useful life of the financed project and the
revenues available to repay the debt.
2. Principal amortization will be appropriate for the project cash flows, based on the useful
life of the project and other revenue bonds outstanding. The obligations should be callable
in no later than 10 years.
D. Special Tax Obligations (excluding Mello-Roos Special Taxes):
1. The final maturity of special tax obligations will be limited to 30 years.
2. Principal will be amortized as quickly as feasible, with a preference for equal annual
principal payments.
3. The obligation should have optional redemption provisions that set out terms in the bond
documents which give the City the right to call all or a portion of an outstanding issue of
bonds, prior to their stated dates of maturity at a specified price.
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a. The City should include these terms in the event a property owner intends to make a
prepayment of special taxes to reduce their overall tax burden.
4. The obligations should be callable in no later than 10 years.
E. Mello-Roos and Special Assessment Obligations:
1. These obligations, although repaid through special taxes levied on a specific group of
taxpayers, constitute overlapping indebtedness of the City, and have an impact on the
overall level of debt affordability.
2. The City has developed separate guidelines for the issuance of Mello-Roos and Special
Assessment Obligations.
F. Capitalized Interest:
1. Capitalized interest increases the amount of debt to be issued and, therefore, will be
avoided unless deemed beneficial from a credit standpoint, as in the case of lease-
purchase obligations.
2. Interest on General Obligation Bonds will not be capitalized.
3. Interest on lease-purchase obligations will be capitalized for a maximum of 18 months
following a conservatively based estimate of project completion to provide a cushion for
project slippage.
G. Payment Dates:
1. It is preferable that new debt service payments occur in September and March to align
with past debt issuances.
VIII. INVESTMENT OF BOND PROCEEDS
1. All investments of bond proceeds shall adhere to the City’s Investment Policy, approved
periodically by the City Council.
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IX. CONDUIT DEBT
1. Conduit financing are securities issued by the City to finance a project of a non-governmental
third party, such as a non-profit organization or other private entity.
2. The City may sponsor conduit financings for those activities that may have a public purpose and
are consistent with the City's overall service and policy objectives.
3. The City will not in any way pledge the City's credit in any form.
4. No City funds shall be pledged to support the conduit debt and no appropriation will be made in
the event of a default of conduit debt.
X. DERIVATIVES
A. Use of Derivatives
1. The City may use derivative instruments to mitigate interest rate risk as specified in Section
5922(a) of the Government Code of the State of California. The Finance Director will
recommend the use of these instruments only in a manner consistent with the Government
Code and when the following findings can be made:
a. The instrument reduces exposure to changes in interest rates in the context of a financing
or the overall asset/liability management of the City; or
b. The instrument achieves a lower net cost of borrowing with respect to the City’s debt.
2. As required by the Government Code, the City Council must determine that the instrument
will reduce the amount or duration of payment, result in a lower cost of borrowing, or enhance
the relationship between risk and return.
3. Derivative instruments will not be used for speculative purposes.
B. Methods of Procurement
1. The Finance Director will solicit and procure derivative instruments by competitive bid
whenever feasible.
2. A negotiated transaction should only be used if the Finance Director determines that due to
the size or complexity that a competitive bid is impractical and a negotiated transaction. Such
findings will be based on advice from an independent financial advisor and with the assistance
of the City Attorney.
a. The independent financial advisor should make findings on the terms and conditions of
the derivative instrument and the fair market value of such agreement.
C. Aspects of Risk Exposure
1. Before entering into a derivative instrument, the Finance Director should evaluate the risk
inherent to the transaction. The risks to be evaluated should include:
a. Amortization Risk: The mismatch of the expiration of the underlying obligation and the
derivative instrument.
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b. Basis Risk: The mismatch between the actual variable rate debt service and variable rate
index used to determine the derivative instrument.
c. Credit Risk: The occurrence of an event modifying the credit rating of the counterparty.
d. Counterparty Risk: The failure of the counterparty to make its required payments.
e. Rollover Risk: The potential need to find a replacement counterparty as part of the overall
plan of finance if the derivative instrument does not extend to the final maturity of the
underlying variable rate bonds.
f. Tax Events Risk: The risk created by potential changes to Federal and State income tax
codes on the interest rates to be paid by the City on its variable rate bonds.
g. Termination Risk: The possibility that, upon a default by the counterparty, the City may
be required to make a large payment to the counterparty if the derivative instrument is
terminated prior to its scheduled maturity pursuant to its terms.
D. Counterparty
1. A counterparty, or the entity who takes the other side of the derivative instrument, exists for
every derivative agreement. The risk that the counterparty will default on its obligation must
be mitigated. Therefore, a counterparty should meet the following standards:
a. At least two of the counterparty’s credit ratings are rated at least “Aa3” or “AA-”, or
equivalent, by any two of the nationally recognized rating agencies (i.e. Moody’s, Standard
and Poor’s, or Fitch); or
b. The payment obligations of the counterparty are unconditionally guaranteed by an entity
with such a credit rating.
2. A counterparty should be collateralized at levels and with securities acceptable to the Finance
Director if the payment obligations are not unconditionally guaranteed.
E. Termination
1. Prior to making any termination payment due to the default of a counterparty, the Finance
Director will evaluate whether it is financially advantageous for the City to obtain a
replacement counterparty to avoid making such termination payment.
F. Legality
1. The City Attorney must receive an opinion reasonably acceptable to the market from a
nationally recognized law firm that any derivative instrument that the City enters, is a legal,
valid and binding obligation of the City.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Financial Policies
PAGE 437
XI. CONTINUING DISCLOSURE AND ADMINISTRATION
A. Continuing Disclosure
1. The City will comply with Rule 15(c)2-12 of the Securities and Exchange Commission by filing
an annual report that provides certain financial information and operating data relevant to
investors in City obligations.
a. The City will covenant to provide its annual disclosure report no later than 270 days
following the end of the fiscal year to the Electronic Municipal Market Access (EMMA) site
maintained by the Municipal Securities Rulemaking Board (MSRB).
b. The City will issue a material event notice in accordance with the provisions of Rule 15(c)2-
12 of the Securities and Exchange Commission. Prior to the issuance of any material
event, the Finance Director may convene a meeting of the Mayor, City Manager, City
Attorney and policymakers or outside professionals as appropriate, to discuss the
materiality of any event and the process for equal, timely and appropriate disclosure to
the marketplace.
B. Arbitrage Rebate Compliance
1. The City will comply with all of its tax certificates for tax-exempt financings by monitoring the
arbitrage earned on bond proceeds and by rebating all positive arbitrage, pursuant to Internal
Revenue Code Section 148. The Finance Director may choose to hire an arbitrage consultant
to prepare the calculations required by the Internal Revenue Service. Contractor payments
shall be made from either the General Fund or from the special fund for which the calculation
was made.
C. Ratings
1. The City will secure underlying ratings on all newly issued obligations from at least one
national rating agency, if deemed beneficial for the financing.
a. Some forms of debts, such as equipment leases and private placements, will not require
ratings.
2. The Finance Director shall meet with a rating agency, either in person or via conference call
as deemed appropriate by the financing team, that rates City debt issues.
3. The Finance Director shall ensure prompt delivery to rating agencies of the Annual
Comprehensive Financial Report (ACFR) and adopted budgets when requested.
4. Certificates of Substantial Completion on projects financed with long term obligations shall be
delivered to the rating agencies and Bond Insurer, as relevant.
5. Any changes in ratings will be promptly noticed to the City Manager and the City Council.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Financial Policies
PAGE 438
XII. FINANCIAL CONSULTANTS
A. General
1. The Finance Director will be responsible for recommending the financial consultants and
professionals based on prior experience, recommendations, or a Request for Proposals (RFP)
or Request for Qualifications (RFQ) process, whichever is most appropriate given the
circumstances.
B. Independent Financial Advisors
1. The City will utilize an independent financial advisory team to assist in the structuring of its
debt offerings, to conduct its competitive bond sales, and to assist with a negotiated bond
sale to ensure that interest rates are appropriate.
C. Bond Counsel Services
1. The City will select bond counsel teams for its current bond programs.
2. As-needed bond counsel teams will be selected for those issuances that do not fall into any
other categories of City debt obligations.
D. Underwriters
1. The City will select the underwriting firm to provide the City with market knowledge, assist
with credit analysis and preparation, premarketing of bonds, pricing and sale of bonds, and
trading of bonds, as applicable.
E. Trustee
1. The Finance Director shall have the discretion to select a commercial banking firm as trustee,
either through a request for qualifications process or by relying on existing banking
relationships.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Legal Debt Margin
PAGE 439
Pursuant to State of California Government Code Section 43605, the City’s legal bonded indebtedness
shall not exceed 15% of the assessed value of all real and personal property in the City. However, this
provision was enacted when assessed valuation was based upon 25% of market value. Effective with
the 1981/82 fiscal year, each parcel is now assessed at 100% of market value (as of the most recent
change in ownership for that parcel). Although the statutory debt limit has not been amended by the
State since this change, the percentages presented in the computation below have been proportionately
modified to 3.75% (25% of 15%) for the purposes of this calculation in order to be consistent with the
computational effect of the debt limit at the time of the State’s establishment of the limit.
The City’s debt limit for Fiscal Year 2024/25 is $1,236,243,656 while the City’s debt subject to the
limitation is $0. As a result, the City has not exceeded its legal debt limit. Additionally, it should be
noted that, as of the publication date of this report, the City has no outstanding debt service obligations.
Legal Debt Margin Calculation for Fiscal Year 2024/25
Assessed Value: $ 32,966,497,484
Debt Limit (3.75% of Assessed Value) 1,236,243,656
Debt Applicable to Limit:
General Obligation Bonds -
Legal Debt Margin $ 1,236,243,656
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Glossary of Budget Terms
PAGE 440
Accrual Basis of
Accounting:
Revenues are recognized when both measurable and available;
expenditures are recorded when services have been substantially
performed or goods have been received and the liabilities incurred.
Ad Valorem Tax
“According to its
value”:
A state or local government tax based on the value of real property as
determined by the county tax assessor.
Adopted Budget: The official budget as approved by the City Council at the start of each
fiscal year.
Amended Budget: The adopted budget as amended by the City Council through the course
of a fiscal year.
Appropriations: A legal authorization granted by a legislative body to make expenditures
and to incur obligations for specific purposes. An appropriation is usually
limited in amount and to the time when it may be expended.
Arbitrage: The interest earned on the investment of the bond proceeds at a rate
above the interest rate paid on the debt.
Assessed Valuation: A municipality’s property tax base stated in dollars based on real estate
and/or other taxable business property for the purposes of taxation,
sometimes expressed as a percent of the full market value of the taxable
property within a community.
Audit: An examination of systems, procedures, programs, and financial
data. The end product of an audit is a report issued by an independent
auditor describing how well a local government's financial statements
describe its financial condition and the results of its operations.
Balanced Budget: The amount of budgeted expenditures is equal to or less than the amount
of budgeted revenues plus available fund balance.
Bond: A security whereby an issuer borrows money from an investor and agrees
and promises, by written contract, to pay a fixed principal sum on a
specified date (maturity date) and at a specified rate of interest.
Budget: A plan of financial operation comprised of estimated expenditures for a
given period (usually a single fiscal year) and the proposed means of
financing the expenditures (through revenues).
Capital Budget: A budget which focuses on capital projects to implement the Capital
Improvement Program
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Glossary of Budget Terms
PAGE 441
Capital Expenditure: An acquisition or an improvement (as distinguished from a repair) that will
have a life of more than one year and costs more than $5,000.
Capital Projects
Funds:
Used to account for financial resources for the acquisition or construction
of major capital facilities other than those financed by proprietary and
trust funds.
Debt Service Funds: Account for the accumulation of resources set aside to meet current and
future debt service requirements (payments) on general long-term debt.
Department: A major organizational group of the City with overall management
responsibility for an operation or a group of related operations within a
functional area.
Depreciation: Expiration in the service life of capital assets attributable to wear and tear,
deterioration, action of the physical elements, inadequacy or
obsolescence.
Derivative: A financial instrument created from or whose value depends upon (is
derived from) the value of one or more separate assets or indices of asset
values.
Division: An organizational subgroup of a department.
Encumbrance: The commitment of appropriated funds to purchase goods, which have
not yet been received, or services that have yet to be rendered.
Enterprise Funds: Use to account for self-supporting operations such as the Municipal Utility.
Expenditures: Decreases in net financial resources. Expenditures include current
operating expenses which require the current or future use of net current
assets, debt service and capital outlays.
Expenses: Decreases in net total assets. Expenses represent the total cost of
operations during a period regardless of the timing of related
expenditures.
Fiscal Year: A 12-month period to which the annual operating budget applies and at
the end of which an entity determines its financial position, the results of
its operations, and adopts a budget for the coming year. The City of
Rancho Cucamonga’s fiscal year is from July 1 to June 30.
Fixed Assets: Equipment costing $5,000 or more, including tax, with a useful life longer
than one year, and not qualifying as a capital improvement project.
Includes automotive equipment, office equipment, office furniture,
acquisitions, landscaping improvements, etc.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Glossary of Budget Terms
PAGE 442
Full-Time Equivalent
(FTE):
The conversion of part-time employee hour to an equivalent of a full-time
position. For example: one person working 20 hours a week for a year
would be 0.5 FTE.
Fund: An independent fiscal and accounting entity with a self-balancing set of
accounts, recording resources, related liabilities, obligations, reserves and
equities segregated for the purpose of carrying out specific activities or
attaining certain objectives in accordance with special regulations,
restrictions or limitations.
Fund Balance: The equity (assets minus liabilities) of governmental fund and fiduciary
fund types.
Generally Accepted
Accounting Principles
(GAAP):
Uniform minimum standards of and guidelines for financial accounting and
reporting. They govern the form and content of the basic financial
statements of an entity. GAAP encompasses the conventions, rules, and
procedures necessary to define accepted accounting practices at a
particular time. They include not only broad guidelines of general
application, but also detailed practices and procedures. GAAP provides a
standard by which to measure financial presentations.
Governmental Funds: Typically, are used to account for tax-supported (governmental) activities.
These include the General Fund, Special Revenue Funds, Capital Projects
Funds, and Debt Service Funds.
Interfund Transfers: Defined as “flows of assets” (such as good or services) without equivalent
flows of assets in return and without requirement for repayments.
Internal Service
Funds:
Account for the goods or services provided by one fund and/or
department to another fund and/or department on a cost reimbursement
basis.
Major Project: The budget unit to group activities and costs necessary to implement a
specific capital improvement and/or acquisition. A project can include the
construction, acquisition, expansion, replacement, or rehabilitation of a
physical facility or improvement. Projects often include planning and
design, land acquisition, and project management costs related to such
facilities and improvements.
Major Project
Program:
A plan for capital improvements to be implemented each year over a
number of years to meet capital needs arising from the assessment of
long-term needs. It sets forth the estimated cost for each project and
specifies the resources required to finance the projected expenditures.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Glossary of Budget Terms
PAGE 443
Modified Accrual
Basis:
The accrual basis of accounting where revenues are recognized when they
become both “measurable” and “available” to finance expenditures of the
current period. All governmental funds and agency funds are accounted
for using the modified accrual basis of accounting.
Ledger: The classification of expenditures in terms of what is bought and paid for
grouped into categories.
Spend Category A specific type of expenditure that represents the detailed purpose of a
transaction. Spend categories roll up into broader ledger classifications
and provide a more granular view of what is being purchased.
Overlapping Debt: The proportionate share of the general obligation bonds of local
governments located wholly or in part within the limits of the reporting
unit of government, that must be borne by property owners within the
unit.
Performance
Measures:
The regular measurement of outcomes and results, which generates
reliable data on the effectiveness and efficiency of programs.
Personnel Expenses: Compensation paid to or on behalf of City employees for salaries and
wages, overtime, and benefits.
Proprietary Funds: Account for records of operations similar to those found in a business,
such as internal service funds and enterprise funds.
Revenue: Moneys that the City receives as income such as tax payments, fees from
specific services, receipts form other governments, fines, forfeitures,
grants, shared revenues, and interest income.
Special Revenue
Funds:
Account for the revenue derived from specific taxes or other earmarked
revenue sources (other than expendable trusts or for major capital
projects) that are restricted by law or administrative action to
expenditures for specified purposes.
Taxes: Compulsory charges levied by a government for the purpose of financing
services performed for the common benefit. This term does not include
specific charges made against particular persons or property for current or
permanent benefits such as special assessments. Neither does the term
include charges for services rendered only to those paying such charges
as, for example, user charges.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Glossary of Budget Terms
PAGE 444
Underfill:
Filling an authorized position with a related classification that has a lower
salary range. Reasons to consider an underfill include, but are not limited
to: the department's internal promotional program would be enhanced;
there are no qualified candidates to fill said vacant position; or a critical
departmental reason exists.
User Charges: Payments made by users or customers of publicly provided services that
benefit specific individuals. These services exhibit “public good”
characteristics. Examples of user charges are fees paid for recreational
activities, building fees, etc.
Working Capital: The cash available for day-to-day operations of an organization.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
List of Acronyms
PAGE 445
ADA Americans with Disabilities Act
ADR Average Daily Rate
AQMD Air Quality Management District
ALPR Automated License Plate Reader
ARPA American Rescue Plan Act
ATMS Advanced Traffic Management System
BERT Business Emergency Response Training
BYB2RC Bring Your Business 2 Rancho
Cucamonga
CAL-ID RAN California Identification System Remote
Access Network
CalPERS California Public Employees' Retirement
System
CAP Cost Allocation Plan
CARB California Air Resources Board
CDBG Community Development Block Grant
CDTFA California Department of Tax & Fee
Administration
CERT Community Emergency Response
Training
CFD Community Facilities District
CNG Compressed Natural Gas
CONFIRE Consolidated Fire Agencies, Joint Power
Authority
COWCAP Countywide Cost Allocation Plan
CPI Consumer Price Index
CPR Cardiopulmonary Resuscitation
CSD Community Services Department
CVWD Cucamonga Valley Water District
CY Calendar Year
DVP Delivery-Versus-Payment
EIR Environmental Impact Review
ERP Enterprise Resource Planning
ESRI Environmental Systems Research
Institute
EV Electric Vehicle
FLSA Fair Labor Standards Act
FPPC Fair Political Practices Commission
FTE Full Time Equivalent
FY Fiscal Year
GFOA Government Finance Officers
Association
GIS Geographic Information Systems
GOTMD Greater Ontario Tourism Marketing
District
HCD CA Dept. of Housing & Community
Development
HdL Hinderliter de Llamas
HHW Household Hazardous Waste
HR Human Resources
HVAC Heating, Ventilating & Air Conditioning
IAQ Indoor Air Quality
IESBDC Inland Empire Small Business
Development Center
JPA Joint Powers Authority
KIDS Kids Interactive Discovery Space
LAIF Local Agency Investment Fund
LED Light-Emitting Diode
LGIP Local Government Investment Pool
LMD Landscape Maintenance District
MPP Major Projects Program
MMF Money Market Funds
NSRO Nationally Recognized Statistical Rating
Organization
PASIS Public Agencies Self Insurance System
PCI Pavement Condition Index
PED Planning & Economic Development
PD Park District
PEPRA Public Employees' Pension Reform Act
PERS Public Employees Retirement System
PLHA Permanent Local Housing Allocation
PSVN Public Safety Video Network
PLHA Public Local Housing Allocation
RCLS Rancho Cucamonga Library Services
RCMU Rancho Cucamonga Municipal Utility
ROPS Recognized Obligation Payment
Schedule
RRFB Rectangular Rapid Flashing Beacon
RTIC Real Time Information Center
SBCERA San Bernardino County Employee
Retirement Association
SBCTA San Bernardino County Transportation
Authority
SBOE California State Board of Equalization
SCE Southern California Edison
SIR Self-Insured Retention
SLD Street Lighting District
SOC Standard of Coverage
TOD Transit Oriented Development
TOT Transient Occupancy Tax
UAL Unfunded Accrued Liability
UFMP Urban Forest Management Plan
VLF Vehicle License Fees
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Description of Funds by Fund Type
PAGE 446
Fund # Fund Description
GENERAL FUND
001
General Fund - The general operating fund of the City which accounts for all general
tax receipts and fee revenue not allocated by law, Council policy or contractual
agreement to other funds. General Fund expenditures include operations traditionally
associated with activities which are not required to be accounted for or paid by another
fund.
OTHER GENERAL FUNDS
003
Reimb St/County Parking Cit - Established for the tracking of revenues and
expenditures related to State and San Bernardino County surcharges on parking
citations.
006
CVWD Reimbursements - Established as a clearing account for expenses and
reimbursements associated with City performed street repairs within the City on behalf
of Cucamonga Valley Water District.
016
Comm Dev Technical Services - Established to account for the City's General Plan
Update Fee as well as funds that have been set aside for Economic and Community
Development Special Services.
017
Law Enforcement Reserve - Established to account for the funding and use of the
City's General Fund balance committed for public safety purposes.
018
Traffic Safety - Established to account for vehicle code fines collected to fund the
City's contracted crossing guard services.
020
City Technology Fee - Established to account for fees collected to fund a future
replacement of the City's land management system.
022
Mobile Home Park Program - Established to account for revenues and expenditures
associated with the City's mobile home park inspection program.
023
SB1186 Cert Access Special Program - Established to account for the $1.00 State
mandated fee imposed on any applicant for a business license, equivalent or renewal,
including the payment to the State of 30% of the fee collected as well as expenditures
to fund increased certified access specialist (CASp) services for the public and to
facilitate compliance with construction-related accessibility requirements.
025
Capital Reserve - Established to account for key reserves of the General Fund
including City infrastructure, City facilities capital repairs, and self-insurance.
030
Community Benefit Project Fund - Established to account for Community Benefit
payments collected from developers in order to address certain industrial projects’
expected impacts on affordable housing demand, future greenhouse gas emissions,
fire protection services, environmental justice and related impacts typically associated
with large warehouse development.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Description of Funds by Fund Type
PAGE 447
Fund # Fund Description
073
Benefits Contingency - Established to account for the accumulation of resources for
the future payment of employee leave benefits paid to employees upon separation
from the City.
SPECIAL REVENUE FUNDS
Special Revenue Funds account for revenues derived from specific sources which are required by
law or administrative regulation to be accounted for in a separated fund.
100
Assessment Districts Admin - Established to account for revenues and expenditures
associated with the management of all City assessment districts.
105
AB2766 Air Quality Improvement - Established to account for the revenue and
disbursement of funds received as a result of Assembly Bill 2766 which imposed an
additional registration fee on motor vehicles. These revenues are to be used to reduce
air pollution from motor vehicles and for related planning, monitoring, enforcement,
and technical studies (Vehicle Code Section 9250.17 and Health and Safety Code
Chapter 7, Part 5 of Division 26, commencing with Section 44220).
106
MSRC Air Pollution Reduction Grant - Established to account for the revenue and
disbursement of funds received from the Mobile Source Air Pollution Reduction
Committee (MSRC). These revenues are to be used to fund projects that reduce air
pollution from motor vehicles.
109
Public Art Trust Fund - Established to account for the receipts of public art in-lieu
fees restricted for the selection, purchase, placement, and maintenance of art installed
by the City or on City property.
110
Beautification - Established to account for fees collected to provide proper
landscaping and irrigation systems after parkway and median improvements are made.
111
Park Land Acquisition - Established to account for the park land acquisition
development fees charged upon issuance of a building permit for development of
future park sites. This fee replaces the revenue previously collected in Fund 120.
112
Drainage Fac/General - Established to account for fees charged developers for
purposes of defraying the actual or estimated costs of constructing planned drainage
facilities.
113
Community/Rec Center Develpmnt - Established to account for community and
recreation center impact fees charged to developers. This fee replaces the revenue
previously collected in Fund 120.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Description of Funds by Fund Type
PAGE 448
Fund # Fund Description
114
Drainage-Etiwanda/San Sevaine - Established to account for development impact
fees collected in the Etiwanda/San Sevaine Drainage area for the construction of
regional and mainline flood control projects.
115
Henderson/Wardman Drainage - The Henderson/Wardman Drainage fund is a
developer impact fee supported fund for the construction of storm drain improvements
in the Henderson/Wardman drainage area.
116
Etiwanda Drainage - Established to account for development impact fees collected
in the Etiwanda area North of Base Line Road for the construction of Master Plan Storm
Drain projects.
118
Upper Etiwanda Drainage - Established to account for development impact fees
collected in the Etiwanda/San Sevaine Drainage area for the construction of secondary
mainline flood control projects.
119
Park Improvement - Established to account for park improvement impact fees
charged to developers. This fee replaces the revenue previously collected in Fund 120.
120
Park Development - Established to account for the residential park development fees
charged upon issuance of a building permit for development of future park or
recreational sites.
122
South Etiwanda Drainage - Established to account for Development Impact fees
collected in the Etiwanda area south of Foothill Blvd for the construction of the Master
Plan Storm Drain.
123
Library Impact Fee - Established to account for library impact fees charged to
developers.
124
Transportation - Established to account for fees charged for the construction and
expansion of City streets and highways which provide additional capacity and safety.
125
Animal Center Impact Fee - Established to account for animal center impact fees
charged to developers.
126
Lower Etiwanda Drainage - Established to account for development impact fees
collected in the Etiwanda area south between Foothill Blvd. and Base Line Road for the
construction of master plan storm drain projects.
127
Police Impact Fee - Established to account for police impact fees charged to
developers.
128
Etiwanda No. Equestrian Facility - Established to account for in lieu fees collected
for the Etiwanda North Specific Plan for the future construction of an equestrian facility.
129
Underground Utilities - Established to account for fees collected from developers
for future undergrounding of overhead utilities.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Description of Funds by Fund Type
PAGE 449
Fund # Fund Description
130
LMD #1 General City - Established to account for the costs associated with providing
landscape maintenance. Financing is provided by special assessments levied against
the benefiting property owners.
131
LMD #2 Victoria - Established to account for the costs associated with providing
landscape maintenance. Financing is provided by special assessments levied against
the benefiting property owners.
133
LMD #3B Medians - Established to account for the costs associated with providing
landscape maintenance. Financing is provided by special assessments levied against
the benefiting property owners.
134
LMD #4R Terra Vista - Established to account for the costs associated with providing
landscape maintenance. Financing is provided by special assessments levied against
the benefiting property owners.
135
LMD #5 Tot Lot - Established to account for the costs associated with providing
landscape maintenance. Financing is provided by special assessments levied against
the benefiting property owners.
136
LMD #6R Caryn Community - Established to account for the costs associated with
providing landscape maintenance. Financing is provided by special assessments levied
against the benefiting property owners.
137
LMD #7 North Etiwanda - Established to account for the costs associated with
providing landscape maintenance. Financing is provided by special assessments levied
against the benefiting property owners.
138
LMD #8 South Etiwanda - Established to account for the costs associated with
providing landscape maintenance. Financing is provided by special assessments levied
against the benefiting property owners.
139
LMD #9 Lower Etiwanda - Established to account for the costs associated with
providing landscape maintenance. Financing is provided by special assessments levied
against the benefiting property owners.
140
LMD #10 Rancho Etiwanda - Established to account for the costs associated with
providing landscape maintenance. Financing is provided by special assessments levied
against the benefiting property owners.
141
LMD #1 Capital Replacement - Established to account for resources designated for
capital repairs and replacement for LMD #1.
150
General City Streetlights - Established to account for installation and maintenance
of City-owned street lights.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Description of Funds by Fund Type
PAGE 450
Fund # Fund Description
151
SLD #1 Arterial - Established to account for the costs associated with providing street
lights. Financing is provided by special assessments levied against the benefiting
property owners.
152
SLD #2 Residential - Established to account for the costs associated with providing
street lights. Financing is provided by special assessments levied against the benefiting
property owners.
153
SLD #3 Victoria - Established to account for the costs associated with providing
street lights. Financing is provided by special assessments levied against the benefiting
property owners.
154
SLD #4 Terra Vista - Established to account for the costs associated with providing
street lights. Financing is provided by special assessments levied against the benefiting
property owners.
155
SLD #5 Caryn Community - Established to account for the costs associated with
providing street lights. Financing is provided by special assessments levied against the
benefiting property owners.
156
SLD #6 Industrial Area - Established to account for the costs associated with
providing street lights. Financing is provided by special assessments levied against the
benefiting property owners.
157
SLD #7 North Etiwanda - Established to account for the costs associated with
providing street lights. Financing is provided by special assessments levied against the
benefiting property owners.
158
SLD #8 South Etiwanda - Established to account for the costs associated with
providing street lights. Financing is provided by special assessments levied against the
benefiting property owners.
160
Fire Development Impact Fee – Established to account for fire impact fees charged
to developers.
174
State Gas Tax - Established to account for the revenue and disbursement of funds
used for road construction and maintenance of the City network system. The City’s
share of State gasoline taxes provides the financing.
176
Measure I 1990-2010 - Established to account for the revenue and disbursement of
county/local gasoline tax funds for the construction and maintenance of eligible street
projects.
177
Measure I 2010-2040 - Established to account for the revenue and disbursement of
county/local gasoline tax funds for the construction and maintenance of eligible street
projects.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Description of Funds by Fund Type
PAGE 451
Fund # Fund Description
179
Road Maintenance and Rehab Acct - Established to account for the revenue and
disbursement of funds used for road maintenance, rehabilitation, and critical safety
projects of the City network system. The City’s share of Road Maintenance and
Rehabilitation Account funding provides the financing.
181
SB 1 - TCEP - Established to account for the receipts and disbursements of SB 1 Trade
Corridor Enhancement Program (TCEP) funds which provide for the design and
construction of the Etiwanda Grade Separation Project.
188
Integrated Waste Management - Established to account for AB939 recycling fee
revenues from the City's refuse haulers and can only be used for the City's Household
Hazardous Waste Disposal program. Assembly Bill 939 is a law that was passed by the
State of California that mandates that all cities divert a specified percentage of their
solid waste from their landfills in accordance with established deadlines.
194
Proposition 1B State Funding - Proposition 1B (Prop 1B) provides state funding to
cities and counties to fund the maintenance and improvement of local transportation
facilities. The funding is allocated based on population.
195
State Asset Seizure - Established to account for the funds received from the State
for the equitable transfer of forfeited property and cash in which the City directly
participates in the law enforcement efforts leading to the seizure and forfeiture of the
property.
196
CA Asset Seizure 15% - Established to account for 15% of State Asset Seizure (Fund
195) designated for the sole purpose of funding programs designed to combat drug
abuse and divert gang activity pursuant to the provisions of Health & Safety Code
Section 11489(b)(2)(A)(i).
198
Citywide Infrastructure Imprv - This fund was established to account for
reimbursement revenue received from various local, State and Federal agencies and
utilities for capital improvement projects completed in the City. The accumulated funds
will be used for future capital improvement projects as authorized by the City Council.
204
Community Development Blk Grant - Established to account for grants received
from the Department of Housing and Urban Development. These revenues must be
expended to accomplish one of the following objectives: elimination of slum or blight;
or benefit to low- and moderate-income persons by providing loans and grants to
owner-occupants and rental property owners to rehabilitate residential properties.
211
Prop 1B - SLPP - Established to account for the State-Local Partnership Program
utilizing Proposition 1B bond proceeds to fund eligible transportation projects. Funds
are allocated through formula and competitive sub-programs.
214
Pedestrian Grant/Art 3 - Established to account for the revenue and disbursement
of funds received for the construction of facilities provided for the exclusive use of
pedestrians and bicycles.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Description of Funds by Fund Type
PAGE 452
Fund # Fund Description
218
Public Resrce Grnts/Healthy RC - The City had received and will continue to
receive from various funding sources for the Healthy Cities concept, which was adopted
by the Council in March 2008, as a means of integrating health concerns into a holistic
approach to improving the overall quality of life in the community.
225
CA Recycle/Litter Reduction Grant - Established to account for a grant from the
State Department of Conservation. This grant will fund a program that will emphasize
the collection and recycling of beverage containers at large venues, public areas,
residential communities, or schools.
227
Used Oil Recycling Program - The California Integrated Waste Management
allocates funding to governmental agencies on a population basis. The fund was
established to administer the used oil collection programs. The fund must be used
specifically for oil recycling collection and educational programs.
274
State Grants - Established to account for the revenues and expenditures of State
grants which are not required to have segregated funds.
275
Federal Grants Fund - Established to account for the revenues and expenditures of
Federal grants which are not required to have segregated funds. For Fiscal Year
2021/22, the Federal Grants Fund accounts for funds from the American Rescue Plan
Act.
281
Fire Fund - Established to account for the revenue and disbursement of funds received
by the Rancho Cucamonga Fire Protection District in the course of that agency's fire
protection services. The source of revenue is primarily from property taxes.
282
Community Facilities Dist 85-1 - Established to account for the costs associated
with providing fire facilities and services. Financing is provided by special assessments
levied against the benefiting property owners.
283
Community Facilities Dist 88-1 - Established to account for the costs associated
with providing fire facilities and services. Financing is provided by special assessments
levied against the benefiting property owners.
284
Fire Ambulance Services – Established to account for the costs associated with
administering an ambulance services contract in partnership with CONFIRE.
285
Fire Technology Fee Fund - Established to set aside funds for technology equipment
replacement.
288
Fire Protection Capital Fund - Established to account for capital maintenance and
repairs as well as purchases of fixed assets for the Fire District separate from the Fire
District's Fire Fund which accounts for general maintenance and repairs.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Description of Funds by Fund Type
PAGE 453
Fund # Fund Description
290
Library Fund - Established to account for services provided by the City of Rancho
Cucamonga Library. Funding for this service is made possible through a transfer of
San Bernardino County library tax revenues to the City of Rancho Cucamonga for
library purposes.
291
CA State Library - This “Family Place” training grant from the California State Library
provided funding for two Library staff to attend a one-week training that will enable
them to develop special programs at the Biane Library and the Family Resource Center.
This grant has no matching requirements.
292
Staff Innovation Fd (CA St Lb) - Established to account for the grant money
awarded by California State Library. The purpose of the grant is to provide training for
innovative writing skills for future grant writers.
329 Library Capital Fund - Established as the capital fund for the construction of the
Biane Library second floor tenant improvement project.
340
Drug Abatement Act - Established to account for funds from the injunction to abate
and prevent the continuance or reoccurrence of public nuisance as defined under the
Drug Abatement Act in the California Health and Safety Code sections 11570 through
11587.
354
COPS Program Grant-State - Established to account for a grant awarded as the
result of the approval of State Assembly Bill 3229. The grant is a one-year award with
no matching fund requirements.
361
Justice Assistance Grant (JAG) - Established to account for the revenues and
expenditures associated with Federal JAG grants.
380
Homeland Security Grant-Fire - This grant from the State Homeland Security Grant
Program is administered by the San Bernardino County Office of Emergency Services.
The grant is funded by the Federal Department of Homeland Security. The funds will
be utilized to purchase terrorism and weapons of mass destruction (WMDs) response
equipment and supplies in conjunction with an appropriate level of training cost funding
for national security. There are no matching funds required for this grant.
381
Homeland Security Grant-Police - The grant from the State Homeland Security
Grant Program administered by the San Bernardino County Office of Emergency
Services. The grant is funded by the Federal Department of Homeland Security. The
funds will be utilized to purchase terrorism and weapons of mass destruction (WMD’s)
response equipment and supplies in conjunction with an appropriate level of training
costs funding for national security. There are no matching funds required for this
grant.
383
Emergency Management Performance Grant - This grant from FEMA is used to
fund a volunteer coordinator for the City's Community Emergency Response Team
(CERT) program.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Description of Funds by Fund Type
PAGE 454
Fund # Fund Description
392
Opioid Settlement Fund - Established to account for funds received from the State
of California as part of the multiple lawsuits against opioid manufacturers and
distributors. Funds received from opioid settlements are used for opioid remediation
activities to support treatment, recovery, and harm reduction.
396
Housing Successor Agency - Established to account for assets of the former
Redevelopment Agency's Low- and Moderate-Income Housing Fund. The source of
revenue in the fund is primarily from interest received from the notes and loans
receivable.
399
Enhanced Infrastructure Financing District (EIFD) - Established to account for
the receipt and use of incremental property tax revenue to finance public facilities,
maintenance and operations of those public facilities, and administration of the EIFD
within a designated district boundary.
838
AD 91-2 Redemption-Day Canyon - Established to account for assessments
received under the Improvement Bond Act of 1915. Assessments received are
restricted for payment of principal, interest, and penalties thereon, upon presentation
of proper coupons.
847
PD 85 Capital Replacement Fund - Established to account for resources designated
for capital repairs and replacement for PD 85.
848
PD 85 Redemption Fund - Established to account for assessments received under
the Refunding Act of 1984 for 1915 Improvement Act Bonds and Landscape/Lighting
Act of 1972. Assessments received are restricted for payment of principal, interest,
and penalties thereon, upon presentation of proper coupons.
868
CFD 2000-03 Park Maintenance - This fund is used for the maintenance of parks
and parkways located within the Community Facilities District No. 2000-03. The District
is located south of Summit Avenue on the east and west sides of Wardman Bullock
Road.
875
CFD 2017-01 No. Etiwanda - This fund accounts for special taxes related to the
North Etiwanda Community Facilities District No. 2017-01 which provides for the
maintenance of landscaped areas, parkways, medians, park and recreation
improvements, and other public infrastructure and improvements through the
boundary of the North Etiwanda CFD.
876
CFD 2018-01 Empire Lakes - This fund accounts for special taxes related to the
Empire Lakes Community Facilities District No. 2018-01 which provides for the
maintenance of landscaped areas, parkways, medians, park and recreation
improvements, and other public infrastructure and improvements through the
boundary of the Empire Lakes CFD.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Description of Funds by Fund Type
PAGE 455
Fund # Fund Description
877
CFD 2018-01 Capital Reserve - This fund accounts for the capital reserves of the
Empire Lakes Community Facilities District No. 2018-01 to be used for the future
replacement and construction of public infrastructure and improvements through the
boundary of the Empire Lakes CFD.
878
CFD 2022-01 Street Lighting - This fund accounts for special taxes related to the
maintenance and services of streetlights, traffic signals, and appurtenant facilities
throughout the boundary of CFD 2022-01.
879
CFD 2022-02 Industrial Service - This fund accounts for special taxes related to
the maintenance and servicing of storm drains, streets, landscape, and roadways; as
well as police safety calls and services throughout industrial areas within the boundary
of CFD 2022-02.
CAPITAL PROJECTS
Capital Projects Funds are used to account for financial resources for the acquis ion or construction
of major capital facilities other than those financed by proprietary and trust funds.
600
AD 82-1 6th Street Industrial - Established to account for revenues and
expenditures used in the construction of streets, storm drainage, and utility
improvements within the AD 82-1 project area.
602
AD 84-1 Day Creek/Mello - Established to account for the receipt and disbursement
of funds used in the construction and installation of public capital drainage facilities,
together with appurtenant work and incidental expenses, to serve and provide drainage
protection to property located within Assessment District No. 84-1 (Day Creek Drainage
System). Financing was provided by the sale of bonds under the Mello-Roos
Community Facilities Act of 1982.
612
CFD 2001-01 - This CFD was established to fund the necessary infrastructure
(streets, storm drains, sewer, water, landscaping, and traffic signals) integral to the
proposed mall located at Foothill Blvd. and the I-15 Freeway. The improvements are
located south of Base Line Rd., primarily north of Foothill Blvd., primarily east of Day
Creek Channel, and west of Etiwanda Ave. Financing was provided by the sale of
bonds under the Mello-Roos Community Facilities Act of 1982.
614
CFD 2003-01 Project Fund - Established to account for the funds to construct
integral to development of the Victoria Gardens Mall along Church Street, East of
Interstate 15, South on Arrow Route, and Day Creek Boulevard.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Description of Funds by Fund Type
PAGE 456
Fund # Fund Description
ENTERPRISE FUNDS
Enterprise Funds are used primarily to account for "business-like" activities that are primarily
financed through user charges.
314
Second Story and Beyond Sustaining Fund – Established to account for the
ongoing management of contributions received in support of the Second Story and
Beyond facility at the Paul A. Biane Library.
700
Sports Complex - Established to account for personnel and operating costs directly
associated with the operation of the baseball facility, which is the home of the Rancho
Cucamonga Quakes.
705
Municipal Utility - Established to account for the costs of labor and materials used
in the operation, maintenance, construction, and consumption of electric services to
certain major commercial/industrial developments within the City.
706
Utility Public Benefit Fund - Established to account for 2.85% of electric retail
revenues to fund qualifying energy efficiency and renewable energy programs,
research and demonstration projects and services to low-income electricity customers.
708
RCMU Capital Replacement Fund - Established to account for the capital
replacement of RCMU infrastructure and improvements in future years.
709
RCMU Cap and Trade Fund - Established to account for the proceeds of quarterly
State-run auctions that sell Greenhouse Gas (GHG) credits to businesses in need of
GHG credits. The funds are restricted to use for GHG reducing programs.
710
Second Story and Beyond - Established to account for personnel and operating
costs directly associated with the operation of the Second Story and Beyond facility,
which is an addition to the Paul A. Biane Library.
711
Fiber Optic Network Fund - Established to account for costs associated with the
City's existing utility, information technology and traffic fiber conduits, and leases for
fiber access.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2025/26 Adopted Budget
Description of Funds by Fund Type
PAGE 457
INTERNAL SERVICE FUNDS
Internal service funds are used to account for the financing of goods or services provided by one
department or agency to other departments or agencies of the government and to other
government units, on a cost reimbursement basis.
Fund # Fund Description
712
Equip/Vehicle Replacement - Established to account for the accumulation of user
charges to various City departments and the costs associated with replacing the City’s
vehicles and equipment.
714
Comp Equip/Tech Replcment Fund - Established to account for the accumulation
of resources and the costs associated with replacing and maintaining the City’s
computer equipment and technology.