HomeMy WebLinkAboutBudget 1985-86J
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CITY OF RANCHO-CUCAMONGA
PROGRAM OF SERVICE
FISCAL YEAR 1485-R6
Jon D. Mikels
Mayor
Charles J Buquet II
Richard M. Dahl Counci.lman..
Mayor Pro Tem
Pamela J. Wright,..
Jeffrey King Councilwoman
Councilman
Submitted By
Lauren M. Wasserman
City:Manager
May 25, 1985
0 TABLE OF CONTENTS
Budget Message .......................................................... i
Goals and Objectives....................................................
Fund Analysis........................................................... az
Estimated Revenue Sources ............................................... aai
General Government Operational Cost Summary ............................. asiii
Departments
CityCouncil........................................................
2
CityManager........................................................
5
CityClerk..........................................................
9
Personnel...........................................................
13
Finance.............................................................
17
CityFacilities.....................................................
23
Non—Departmental....................................................
27
Planning Commission .................................................
30
Community Development Administration ................................
31
Planning............................................................
35
Building b Safety ...................................................
45
Engineering.........................................................
51
Street & Park Maintenance ...........................................
61
Community Services ..................................................
65
Public Safety .......................................................
69
Recreation Service Fund .............................................
77
Vehicle S Equipment Maintenance .....................................
80
Community Improvement Programs ..........................................
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CITY OF RANCHO CUCAMONGA GL�yr
MEMORANDUM
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197i
DATE: May 23, 1985
TO: Mayor and Members of City Council
FROM: Lauren M. Wasserman, City Manager
SUBJECT: PROGRAM OF SERVICE
The 1985-86 Program of Service is hereby submitted for your review. Total
General Fund and Special Fund expenditures are proposed at $22,481,840. In
order to continue providing acceptable levels of service, additional
employees have been proposed for Law Enforcement, Administration, Planning,
Finance, Engineering, Building & Safety, and Community Services. The
addition of these employees, particularly those in Law Enforcement and
development related services are essential to keep pace with the anticipated
commercial, industrial, and residential growth during the coming years.
SPECIAL FUNDS
Special fund expenditures total approximately $10,596,722. During the
coming year, continued emphasis will be placed on park development,
community redevelopment, community beautification, street maintenance and
construction, and flood control protection. The following represent the
most significant activities which will be financed from special funds.
- Reconstruction of Archibald Avenue
- Groundbreaking of Regional Shopping Center, Spring, 1986
- Construction of Day Creek Flood Control Channels
- Improvement of Hermosa and 19th Street to improve flood control
facilities
- Beautification projects on Base Line, west of Carnelian, and on
Carnelian, north of Base Line and north of 19th Street
- Foothill Boulevard corridor study, west of Haven Avenue
Perhaps the most significant project proposed for the next year is the
completion of Red Hill Basin and Heritage Parks through the utilization of a
recently approved benefit assessment program. The completion of these two
major community parks represents the high point of the City's seven-year
program of aggressive park acquisition and development activities.
Construction on Heritage and Red Hill is scheduled to begin in early fall,
with completion one year thereafter.
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PROGRAM of SERVICE
May 23, 1985
Page 2
While most City revenues continue to grow, particularly sales tax and permit •
fees, it is imperative that we prepare for the loss of approximately
$400,000 in Federal Revenue Sharing funds. The lose of this important
revenue has been anticipated for several years. In addition, there are
several legislative proposals being studied in Sacramento which, if enacted,
may result in the loss of other significant revenue sources. Therefore, it
is important that the City keep a watchful eye on both Sacramento and
Washington during the next year.
CITY FACILITIES
The need for a permanent Sheriff's station, City offices and a maintenance
yard becomes more critical each day. As a business, it is in the best
interest of the community that permanent facilities, rather than rented
space be provided. New facilities for public safety, personnel, as well as
other City departments will improve working efficiency and provide better
service to our citizens and those who conduct business with the City.
Design of the Public Safety -Civic facilities is now under way. However, it
is recommended that land be acquired during the coming year for a permanent
City maintenance facility.
GOALS AHD OBJECTIVES
As has been our custom for several years, the proposed Program of Service
again contains updated goals and objectives for all City departments. While �1
the goals are submitted under separate cover, they will be included in the
adopted budget after Council review. These goals are the product of several
months of study by all management personnel. They are intended to reflect
the policy direction which has been provided by the City Council. If that
is not the case, they should be amended in order to accomplish that purpose.
In conclusion, the total 1985-86 Proposed Program of Service is
approximately $22,007,086. As always, the staff is available to assist the
City Council in the implementation of the budget which is .ultimately
adopted.
LMW/kep
Sincersd7,
Lauren M. Wasserman
City Manager
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CITY OF RANCHO CUCAMONGA
MEMORANDUM
DATE: May 24, 1985
TO: Executive Management Team
Mayor b Members of City Council
FROM: Lauren M. Wasserman, City Manager
SUBJECT: GOALS AND PROGRAM PRIORITIES - A SUMMARY
1977
In March of 1983, the Executive Management Team compiled goals and program
priorities for the fiscal years 1983-84 through 1987-88. To date, those
goals and program priorities have warranted updating to reflect what is
presently occurring within the City.
The following community oriented priorities as established in 1983.and
updated in May, 1985, are listed. These programs and services can be
readily identified by the citizens of Rancho Cucamonga. The six priorities
we have identified are for the fiscal years through 1987-88.
I. TO BUILD A SOOND FINANCIAL BASE FOR TER COMMUBITY
It is the unanimous view of our Executive Management Team that the
development of a solid financial base for the City is not only essential,
but that base will serve as the cornerstone for all future programs and
priorities identified by the staff, citizens, and members of the City
Council.
2. TO PROVIDE COST-EFFECTIVE, PUBLIC SAFETY SERVICES
This priority includes not only the law enforcement services now provided by
the San Bernardino County Sheriff's Department, but also services furnished
by the City's Building and Safety Division of the Community Development
Department. Although fire protection services are the responsibility of the
Foothill Fire Protection District, it is the view of our staff that the City
also needs to work with the Fire District in an effort to be certain that
the fire protection needs of the City are being met adequately. A portion
of the City's Redevelopment tax increment is being used to assist the Fire
District in its programs to meet the fire protection needs of the community.
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GOALS AND PROGRAM PRIORITIES
May 24, 1985
Page 2
3. n cOITIIOE PAQ DEVELOPm= •
As part of the goals established in 1983, our Executive Management Team
clearly recognized that existing and past methods of financing parkland
acquisition and development have been inadequate. The use of the Benefit
Assessment for park development is the most efficient method of park funding
and has gained the necessary support of the Council and community.
Therefore, the City should continue with its efforts in this direction.
4.
Because of the topography of the community, flood protection and road
maintenance cannot be separated. Each is interdependent on the other.
Long-range financing for flood control must be considered. Additionally,
other methods for financing infrastructure must be identified, since it is
evident that the expenditure of gas tax funds for road repairs does not keep
pace with the needs of the community.
5. TO EICOURAGE PROACTIVE RASHER THAI REACTIVE L05rr1AHGE PLAMIHG
The City and its citizens have invested hundreds of thousands of dollars and
thousands of hours in preparing the General Plan. It is essential that the
City work continually to implement the community's General Plan document.
The following areas are closely related to the implementation of the General
Plan:
A. Attracting industrial development which will expand the City's
property tax base and will provide job opportunities for local
residents.
B. Providing housing for those who wish to live in Rancho Cucamonga.
C. Attracting good commercial development to build a solid financial
base.
D. Providing adequate transportation facilities and services to keep
pace with the City's long-range development. Freeways, roads,
public transportation, railroads, and bicycles are all key factors
in a comprehensive transportation plan.
E. Community identity, beautification, code enforcement, and other
actions which improve the appearance of the environment of our
City. These issues are typically "shelved" because of the need to
deal with more critical issues.
F. Park Development -- see previous comments as listed in Goal No. 3.
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GOALS AAD PROGRAM PRIORITIES
May 24, 1985
Page 3
• G. Schools - although the City has no legal responsibility for
providing schools, we do have the responsibility to make certain
that the ability of school districts to provide educational
facilities keeps pace with the growth occurring in the community.
H. Sphere of Influence - consideration must be given to whether or not
the City wishes to have some involvement in how the area to the
north of the City limits is developed. Involvement seems
appropriate since those who reside or develop in the sphere of
influence will impact the City in a number of ways.
6. TO CONTISOE TO PLO FOR PARMASEST CITY FACILITIES
The construction of permanent, city -owned buildings is essential if the City
is to increase productivity and to provide more efficient service to our
citizens. Permanent facilities need not be extravagant, rather they should
reflect the image of the City which we wish to convey. More importantly,
they should be oriented to the services provided to the public, rather than
to the tastes of staff or councilmembers. Since the City will be in
business forever, it makes sense to buy our own building rather than to rent
someone elses. Plans must also continue for a permanent City yard'to store
and service City equipment and vehicles.
• 7. SUPPORT OR SECONDARY GOALS AND PRIORITIES
In addition to identifying those goals and programs which may be directly
related to services provided by the City, our Executive Management Team has
identified several goals which are of a support nature. In other words,
those activities which, while not highly visible are equally essential to
accomplishing our primary goals. The following support activities were
identified:
A. Financial Plan - a plan should be developed which will identify
all of the available options for financing the needs of the
City. A financial consultant should be hired to work with the
staff and City Council on this document.
B. Redevelopment - redevelopment is perhaps the most important
financial tool available to help develop the sound financial
base for Rancho Cucamonga.
C. Benefit Assessment Programs - the City must continue to
consider this option in those cases where new or higher level
services are desired. Those who desire either new services or
higher levels of service must be willing to share in the costs
01 for the program.
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GOALS ARD PROGRAM PRIORITIES
May 24, 1985
Page 4
D. me* atain'n Commercial Develo meat and Encoura in 0
Commercial eve, Additional
lCity. -this ie important to the financial
stability of the City.
E. Evaluate Contract Service Alternatives - studies must be made
to determine whether it is in the City's best interest to
provide certain services directly, or whether it is more
feasible to provide those services by contracting with the
private sector or with other public agencies.
F. Curreat Financial Dat& - it is essential that staff and members
of the City Council have financial data which is essential to
the proper management of the City.
2. To gvalaate location of Yesoarees and Levels of Service
A continual evaluation of services now being provided must be
conducted by the Executive Management Team and the City Council.
It is equally important that the support services needed to provide
services be clearly identified. Support services include staffing,
essential equipment (typewriters, vehicles, etc.), work space
requirements, supplies and equipment such as base maps, computers,
records, and other activities which provide an overall increase in
employee productivity.
3. io Continue g>mlovee Sraini and Manna
esnt Develooue■c
It is essential that the City provide training and development
opportunities for our employee which will result in improved
Productivity, more courteous service to the public, imped safety
awareness, and a higher improved
among our workers. While these
Programs are extremely important to the City, they are generally
neglected because of more pressing problems. Adequate time and
money should be set aside annually for these efforts.
4. io Conti�e Coordinati Disuter Planni Activities
Although critically important to the City and its citizens,
disaster planning has not received the attention it should. More
effort needs to be devoted to the planning for providing services
in the event of an air disaster, flood, brushfire, or earthquake.
5. io Yraswte Citisen bareae■■ .,.
_d Support of Coasnmity Goal■
It is essential that the City Council and staff make a concerted
effort to help the community to understand the importance of the
adopted goals.
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GOALS AND PROGRAM PRIORITIES
May 24, 1985
Page 5
It is essential that the City have available to it adequate
technology and tools to improve productivity and to provide the
most up-to-date information at all times.
The materials included in this memo represent a summary of the hundreds of
hours spent by our Executive Management Team in an effort to identify the
most significant, broad goals for the City. These goals identified were
established in 1983 and are designed to encompass the fiscal years of
1983-88.
During the budget process, the specific objectives identified by the
Executive Management Team and approved by the City Council will represent
the first steps necessary to begin the actual implementation of our goals
program.
Goals statements adopted by the City Council represent the general direction
we wish to continue for the next few years. The objectives which still need
to be developed, represent specific, measurable statements of the efforts
that will be made to achieve the goals.
The next section of this report lists the specific departmental efforts
which are required in order to achieve each goal.
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CITY OF RANCHO CUCAMONGA
• DEPARTMENT ACTIVITIES REQUIRED
TO ACCOMPLISH CITY GOALS AND PRIORITIES
GOAL I. TO BUILD A SOUND FINANCIAL BASE FOR THE COMMUNITY
AMWISTRMX
1. To analyze and to recommend for review by the City Council proposed legisla-
tion which may impact the City.
2. To explore the feasibility of contracting rather than hiring full-time city
personnel to provide public services.
3. To evaluate feasibility of changing employee benefit programs to reduce
costs to City..
4. To evaluate existing policies for handling insurance claims filed against
the City.
5. To recoup full costs for preparation and mailing of public agendas on a sub-
scription basis.
6. To build community awareness and support of the City's financial outlook.
• 7. To continue long-range planning activities for the Redevelopment Agency.
A
FMMCE DEPMTMERT
1. To identify funding sources for council approved programs.
2. To investigate legislation that will allow changes in fee structures to re-
flect actual costs for providing municipal services.
3. To continue to provide an aggressive investment program to maximize interest
earned from idle funds, under the auspices of the City Treasurer.
4. To continue reviewing the City's role in governing the community. This may
include a reassessment of services which have traditionally been furnished,
but may no longer be affordable.
5. To insure financial stability of existing programs as the City expands into
more aggressive areas of growth and development.
6. To provide the City Manager with information to assist in the deci-
sion-making process.
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Goals and Priorities
May 1985
Page 2
CONKMSr DEYELOPwsWV - ADHIIISTRMOW
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1. To continue monitoring effective program management and coordination of ac-
tivities. This includes:
- Greater organizational training
- Greater interagency liaison
- Increased cross -training coordination
- Develop complete data processing system and data management program
2. To enhance economic development activities in Rancho Cucamonga. This in-
cludes:
- More active redevelopment program
- Greater private sector liaison
- Greater City marketing efforts
- Public information programs
- Conference exhibits and materials
3. To expand and refine the entrepreneurial philosophy toward co -development Is
opportunities and value capture in financing opportunities.
CDIDIDEIrr DEYSIAPMBsi - BeGIDEE2TNG SERVICES
1. To optimize infrastructure management
2. To explore the use of flood control assessment programs to finance drainage
improvements in the developed portion of the City.
3. To maintain current Drainage Master Plan and Fee Structure.
4. To extend the use of landscape and lighting assessment districts to relieve
the General Fund expenses in commercial and industrial areas.
5. To optimize use of Federal grants to finance public improvements.
6. To expand use of 1911 Assessment Districts for street widening programs.
CNNITZ SERVICES DEPART![®!
1, To explore and create, when possible, financing opportunities through pub-
lic-private joint ventures, assessment districts, redevelopment funding,
and, development agreements, which further the park improvement program in •
the City.
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Goals and Priorities
May 1985
Page 3
. 2. To create opportunities for continuing movement toward financially
self-supporting recreation programing while providing a wide range of avail-
able activities.
GOAL II. TO PROVIDE COST-EFFECTIVE PUBLIC SAFETY SERVICES
AWMSTRATION
1. To evaluate the feasibility of employing contract personnel for Building and
Safety services during peak periods.
2. To evaluate contract law enforcement as an alternative to forming a City po-
lice department.
3. To supervise and evaluate City departments.
4. To respond to citizen requests for services in a timely manner.
YINANCE DEPARTMENT
. 1. To provide support and timely information from the Finance Department which
will enable the public safety services to be provided efficiently and
economically.
CCIKUNITY DEVELOPM mT - BUILDING AND SAFETY SERVICES
1. To provide building and safety inspection in concert with and proportionate
to the rate of growth in Rancho Cucamonga.
2. To develop a program for updating the base mapping system on at least a
semi-annual basis with volume of revisions dictating greater frequency.
3. To continue acquisition of equipment for furtherance of the Records Manage-
ment System in order to reduce need for storage space and clerical assis-
tance.
4. To reduce overall plan checking costs through utilization of in-house plan
check personnel.
ComMTY SERVICE DZPARTKM
1. To complete the basic community -wide disaster plan unit which includes local
interagency coordination of resources and direction and a public information
• and education program.
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Goals and Priorities
May 1985
Page 4
C01!!mn DZVMUM DIT DEPARTMT - EEGI>EERING SERVICES
I. To improve traffic surveillance and planning program in order to heighten
and efficiency of traffic flow.
2. To increase traffic controls to accommodate increased traffic, i.e.,
signing, striping, signals, etc.
3. To continue implementation of tree trimming program to eliminate potentially
hazardous trees.
4. To improve the City's disaster response capability by:
- Increasing planning and preparation
- Establishing inventory control system to insure access to equipment
- Acquire communications equipment and high band frequency radio equipment
5. To continue proactive sidewalk repair program and budget including new side-
walk program for pedestrian safety.
6. To improve the preventative street maintenance program to prevent hazardous
road conditions from developing.
7. To complete the Capital Improvements Programs as expeditiously as possible.
8. To increase training of traffic and maintenance personnel in ***.
PDELIC SAFETY - SHERIFF'S DEPAR7MMT
I. General Law Patrol
- To establish and maintain a functional level of law enforcement which
keeps pace with the growth and demands of the community. This goal will
be accomplished in the following manner:
- To continue current progress towards the adoptive proactive patrol level
of 45 percent by January 1, 1987. We are presently on target with an av-
erage of 40 percent as of January 1, 1985.
- To maintain an average response time of 8 minutes. (Three minutes for
emergency calls, 6 minutes for urgent calls, and 15 minutes for routine
calla).
2. Traffic Safety Unit
- To reduce the increase in injury traffic collisions to 10 percent through
1985 and 5 percent in 1986.
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Goals and Priorities
may 1985
Page 5
- To increase the Station's Traffic Enforcement Index to 30:1 (30 hazardous
citations for every injury traffic collision).
3. Investigations Unit
- To maintain a 20 percent clearance rate for all burglaries, residential
and commercial.
- To increase the larceny clearance rate from 11 percent to 15 percent.
- Increase the Part I clearance rate to 30 percent.
4. Crime Prevention Unit
- To increase the number of Neighborhood Watch and Block Parent Programs to
keep pace with the rising static population-
- To increase the number of fingerprint and child abuse programs presented
through the PTA and the local schools.
- Implement the "business information system" through the Rancho Cucamonga
Chamber of Commerce and small business associations.
- To develop a Senior Citizen Program based on the film "Senior Power."
5. Other Programs - Maintain current level of activity in school liaison, Court
and Complaints Officer, and gang programs.
GOAL III. To ACTIVELT PURSUE PAY[ ACODISITIOD ADD DEVELOPIMT
AMMSTRATIOD
1. To continue a program of public awareness regarding costs and alternatives
for park acquisition and development.
2. To continue legislative analysis and support of proposed legislation to en-
courage financing of parks.
3. To serve as staff coordinator for the Advisory Commission.
COMMITS SERVICE DEPARTMMT
1. To conduct a five-year community review of the Park and Recreation Element
of the Rancho Cucamonga General Plan and recommend revisions where appropri-
ate based upon that completed review.
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Goals and Priorities
May 1985
Page 6
2. To continue implementation of a City Council approved program of park acqui- •
sition and development.
FINANCE DEPAR7MMT
1. To identify costs and alternative funding mechanisms for meeting the City's
park acquisition and development goals.
2. To identify actual operating costs and maintenance costs for City facilities
in order to develop adequate user fees.
3. To encourage cost recovery programs so as to remove tax payer subsidy.
caNmiw DEYEIAPMT - EEGIEEERIEG SERVICES
1. To identify and periodically update maintenance costs for newly acquired and
developed park sites and equestrian trails.
2. To develop park maintenance programs for newly constructed parks.
GOAL IV. TO PROVIDE A EIGEEE LEVEL of ROAD MAIETZMAECE AND To '
PROVIDE ADEODATE FLOOD PRoTECTIot
AMMSTRAMON
1. To monitor existing and proposed legislation which may provide funding for
road or flood control improvements.
2. To include the Redevelopment Agency to the greatest extent feasible in
solving flood control problems.
3. To monitor and participate in intergovernmental activities with omnitrans,
SANBAG, and other organizations to ensure that needs of Rancho Cucamonga are
adequately considered.
4. To remain involved in community relations programs and to respond to citizen
concerns.
5. To continue long-range planning activities for the Redevelopment Agency.
6. To coordinate progress between Redevelopment AGency and the private sector.
FINANCE DEPARTMT
1. To provide financial management of funds reserved for road maintenance and •
flood control.
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Goals and Priorities
May 1985
Page 7
. 2. To assist in implementing assessment district financing where appropriate.
3. To identify cost factors so as to initiate recovery of same through
financing mechanisms.
CO1DIOdI1R DSVHTAPlOD7T - SSGI3SITY13G SUVICBS
1. To establish an equipment maintenance program in order to maximize the life
of City equipment.
2. To maintain a Pavement Marker Program to increase vehicular and pedestrian
safety.
3. To maintain adequate levels of signal maintenance.
4. To complete a five-year street improvement program as funds become avail-
able.
5. To complete Hermosa/Turner Improvement Program.
6. To establish a pavement management system in order to make certain that pre-
ventative maintenance is programmed for all city streets.
7. To fund an annual street preventative maintenance program.
• 8. To develop a routine storm drain maintenance program to handle increases in
storm drain maintenance and repair, i.e. cleaning, grouting, and occasional
patching.
9. To expand parkway improvement and maintenance activities to make full use of
available resources.
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GOAL V. TO BICOIISAGE PYOACTIV6 RAM= THAI YBACTIVA
LORC-RARGI PLAMISG
ADKMSTYATIOi
1. To continue an aggressive redevelopment program.
2. To continue the development of permanent public safety/civic center facili-
ties.
3. To communicate with city council members on long-range planning issues.
4. To continue active involvement in intergovernmental relations which are
viewed as important to the city council.
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Goals and Priorities
May 1985
Page 8
5. To evaluate all long-range personnel costs associated with implementation of •
any new programs. Costs shall be identified for the city council before
program decisions are considered.
COIO(UNIT! DZVZLOPl30FT - ADMINISTRATION
1. To continue establishing public information programs and public relations
programs in order to clearly state city policies which have been adopted by
the city council.
COMMDNITT DEVELOPMENT - CURRENT FLAMM
1. To improve the efficiency and effectiveness of the development review and
inspection process by implementing the following:
- Responsive/timely plan checking and site inspections
- Staff training/education and development, i.e. public relations, planning
and environmental law
- Computerized land -use data base
- Base Maps
- Updating of development criteria, brochure, and public handout materials
2. To improve the quality and responsiveness to address public inquiries by im-
plementing the following:
- Staff training/public relations
- Public information material such as brochures, guidebooks, handouts, popu-
lation/economic statistics, status reports
3. To develop an effective, responsive, and efficient code enforcement program
by implementing the following:
- Staff training/development in areas of public relations and code enforce-
ment law
- Coordination with respective agencies
- Community education/public relations
- Abatement of nuisances/non-conforming uses/structures
- Proactive enforcement programs
- Enforcement Districts
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Goals and Priorities
May 1985
Page 9
• 4. To provide for the ongoing task of responding to other government agency re-
quests and to assure that the city is meeting its mandated obligation of lo-
cal, regional, and state requirements.
CQ4D71ITY DSVHLOPMBeT - ADVAECE PLANNING
1. To upgrade the City General Plan as necessary.
- To revise the General Plan. California state law requires that every 5
years the City update its General Plan. The revision should be complete
no later than June 1986 if funding is available.
- To revise the adopted Specific Plans (ISP, ESP) in order to more specifi-
cally address the community design opportunities in Rancho Cucamonga.
- To prepare a Specific Plan/EIR for Foothill Boulevard. These plans would
implement land use regulations and community design standards and guide-
lines as outlined in the General Plan.
- To develop and implement long-term annexation for the City's sphere of in-
fluence.
- To develop and implement a specific plan program for land within the Coun-
ty unincorporated area for future annexation consideration.
CDlMDSITY DEVffiAFlDDIT - BUILDIIG ASD SAFETY
1. To develop a method for computer tracking of plan check activities.
2. To develop a coordinated program of occupancy inspections in conjunction
with the Fire District at time of business license issuance.
3. To develop a housing conservation program.
4. To intensify development and distribution of brochures, press releases, and
advisory publications to citizens, contractors, and developers.
CQDI0IITY DEYELOPMW - BeGINEEYUG SERVICES
1. To improve land development services by providing the following:
- Adequate inspection service
- Increases attention to records management
- Improved Plan Check coordination
- Development of city base maps and property records
Xvii
Goals and Priorities
May 1985
Page 10
2. To continue Day Creek flood control facilities construction program. •
3. To continue to actively pursue the Foothill Freeway Implementation Program.
4. To develop a Pavement Management System.
5. To prepare implementation program for the Etivanda Area Drainage Plan.
6. To develop Etiwanda Creek Financial Plan.
7. To refine the Transportation Management Programs and Circulation Element to
keep pace with expected growth.
8. To coordinate Infrastructure Financial Strategies, i.e. Assessment District,
Redevelopment Programs, coordination with development of planned communi-
ties, bond counsel, and assessment engineering.
COEMDEITf SERVICE
1. To conduct a five-year community review of the Park and Recreation Element
of the Rancho Cucamonga General Plan and recommend revisions where appropri-
ate based upon that completed review.
2. To complete the basic community -wide disaster plan unit, which includes lo-
cal interagency coordination of resources and direction and a public infor-
mation and education program.
GOAL VI. TO PLM FOR PMEMEET CITT FACILITIES
1. To foster citizen awareness of the need for permanent city facilities.
2. To continue exploring and developing feasible financing mechanisms for land
acquisition and construction of building improvements needed for public fa-
cilities, public works maintenance yard, and civic center including the
feasibility of using increment tax for financing.
3. To provide * * and program arrangement of facility development.
CO KMTT DEVELOPNM - PMIC WOW EAIETEEAECE SERVICES
1. To develop preliminary site plans, requirements, and financial options for
construction of permanent maintenance facility.
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Goals and Priorities
May 1985
Page 11
. ALL OTM DEFARIMETS
1. To evaluate space requirements in accordance with present and future service
needs including equipment and records storage.
SUPPORT GOALS
1. Develov Sound Financial Base for Community
Community Awareness
Communication with city council members with special interest groups
2. Evaluate Allocation of Resources and Service Lands
Personnel (administration of program)
Facility management (workspace needs)
Community awareness, etc.
Intergovernmental relations
. Redevelopment activities
Long-range community planning
Crisis management -identify potential need to adjust levels of service
3. Employee Training and Management Development
Personnel - safety, orientation training
Service award program
Disaster planning and coordination
4. Disaster Planning
Records management and retention
Personnel training
Community awareness
Intergovernmental relations
Communication with city council
Facility development planning
xix
FUND ANALYSIS
L 115
FUND
General
Traffic Safety
Gas Tax
Art 8 S.B. 325
Recreation
Benefits Contingent
Inter Govrmt11 Service
Revenue Sharing
Capital Reserves
Park Development
Beautification
Systems Development
Drainage Facilities
Federal Aid Urban
Grants
'Rev Frm 0th Agencies
Assessment districts
TOTAL
ESTIMATED
BALANCE
07-01-85
681,137
0
1,659,917
704,749
132,779
487,528
577,018
0
519,108
1,328,854
1,333,971
3,233,378
227,876
216,674
(1,333)
0
228,939
11,330,595
ESTIMATED
REVENUE
1985-86
9,797,550
118,557
787,366
557,580
155,834
0
0
365,364
0
990,567
638,717
1,523,609
667,427
444,384
757,291
150,000
300,604
0 00
TRANSFER TRANSFER
IN OUT
--------- ---------
2,651,468 1,222,346
118,557
787,366
147,771
574,575
365,364
500,000
190,954
455,507
199,539
61,490
150,000
322,691
ESTIMATED
ESTIMATED
EXPENDITURES
BALANCE AS OF
1985-86
7-31-85
----------
11,874,291
----------
33,518
0
0
1,270,000
389,917
841,000
421,329
0
288,613
0
635,299
406,899
744,694
0
0
500,000
519,108
1,728,208
591,213
1,400,000
381,734
2,350,000
1,951,480
550,000
145,764
650,000
11,058
541,291
153,177
0
0
200,000
6,852
17,254,850 3,873,814 3,873,814 22,311,689 6,273,756
XX
ESTIMATED
SOURCES
TAXES
Property Taxes
Sales 6 Use Taxes
Franchise Fees
Property Transfer
Transient Occupancy Tax
Ademissions Tax
Total Taxes
LICENSES It PERMITS
Business Licenses
Bicycle Licenses
Dog Licenses
Building Permits
0th licenses 8 Permits
Total Licenses 8 Pmts
FINES i FORFEITURES
General Ordinance Fines
FEES FOR SERVICE
Plan Check
Planning Fees
Engineering Fees
Total Fees for Svc
REVENUE
REVENUE FROM OTHER AGENCIES
A. F. D. C.
Alcoholic Beverage Licenses
Motor Vehicle in Lieu
Homeowners Property Tax Rel
Bus Inv Prop Tax Relief
Trailer Coach Fees
Hwy Carrier Bus Lie Fees
Cigarette Tax
Off Hwy License Fees
Tot Rev Fro) oth Agencies
MISCELLANEOUS
Interest Earninqs
Sale of Printed Material
Rents 6 Leases
Other Revenue
Total Miscellaneous
TOTAL &RAL FUND REVENUE
xxi
SOURCES
ACTUAL
1979-1980
ACTUAL
1980-1981
ACTUAL
1981-1982
ACTUAL
1982-1983
ACTUAL
1903-1964
ESTIMATED
REVENUE THR
ESTIMATED
16,433
18.'?4
477
15,540
367
612
1620
1984-1985
04-31-85
1985-1986
616,636
1,534,817.
590,311
1,508,994
669,836
2,047,202
752,871
1,918,416
762,596
2,379,012
931,859
852,276
110151659
337,807
509,344
532,884
627,271
667,585
2,217,585
724,982
1,918,940
2,672,834
113,548
105,507
70,587
48,629
143,433
112 158
735. SB6
818.075
3
a
a
a
216
.
131,486
161,315
0
•---------
0
----------
e
---------
0,681
---------
9
---------
See
10,900
-
e
19,444
a
26,032
2,602,80B 2,714,156 3,320,509 3,347,167 3,962,327 3,997,984 3,657,732 4,693,915
188,633
318
181,603
531
237,605
288,644
364,450
298,510
422,457
411,865
16,433
18.'?4
477
15,540
367
612
1620
SSe
927
1,100
363,274
5,769
403,9165
3.025
204,403
368,068
934,726
778,545
913,626
1,171,609
----------
----------
777
---
1,030
2,574
1,2160
2,027
2,293
574,427
607,398
458.802
671.441
1,303.382
----------
1,078,805
----------
1,339,037
1,592,867
7,631
35,174
7,485
7,832
13.863
10,619
6,915
10,223
164,494
516,729
186,619
195,407
136,161
73,841
310,168
102,029
480,854
473,808
575,939
631,857
203.588
366,852
294,742
221,657
674,651
210,"7
741,224
279.221
571,187
250,348
---152,236
----------------
----------
----------
----------
651,509
367,459
585.614
576,854
706,939
1,376,562
----------
1,425,839
----------
1,426,347
---------_
1,533,714
0
52.983
a
a
a
a
a
15,892
17,527
0
0
0
a
a
876,573
33,675
885,378
42,637
892,944
856,997
892,609
1,392,478
0
1,138,131
a
1,616,022
4,345
46,322
42,939
46,323
13,622
49,639
43,503
46,986
23,050
21,810
23,009
12,359
13,824
19,493
20,476
13,167
0
11,796
23,514
0
17,635
5,861
20,618
a
a
a
a
15 222
'
127,540
591
142,066
144.401
151,451
138,726
169,212
122,685
a
143,397
----------
770
----------
795
----------
922
----------
1,634
----------
1----
1,329
1,076,836
1,222,125
1,146.695
1,093,107
1,136,625
----------
1,597,636
----------
---
11306,619
_____
1,816.314
270,000
63,788
328,853
11,772
337, 01616
9,952
57,332
191,515
84,415
93,017
115,489
2, 22a
3,035
3,895
13,410
1,940
16,479
1,201
20,360
1,200
22,219
1,400
25,780
307- 214
--------- ---------
105,317
-
-
----7,418
13,417
9,442
6,314
6,550
1,800
7,448
643,222
448,977
358,265
06,099
218,637
112,289
_ __ _
123,186
____ __
150,517
5,272,383
5,613,444
5, 86♦1l
5,912,605
8.011,396
8,223,172
7,859,836
1, 550
XX11
TRAFFIC SAFETY FUNDo
86,37
49,412
116,504
113683
.
101,709
89,835
99,590
118,557
Vehicle Code Fines
TRANSPORTATION & GAS TAX
223, IB4
2-6,722
222,052
228, 130
256,220
227,257
233.744
370,582
247,318
532.548
2106 Gas Taw
2107 Gas Tax
210.181
217.108
221.890
413,473
584,340
7.500
507,669
7'700
•
7, 500
2107.5 Gas Tax
6,000
494,442
6,0x0
577,817
7.508
554,349
7,500
597,604
269,073
SB5, 725
49a•e90
557,580
48,51'
Article B - S.B. 325
---
128,652
104.902
32,750
----__-_
Other (Interest Earnings)
__-
---------
----------
1,027,647
1.134,443
------ ___
1.246,707
1,222.035
----------
1,360,901
1,102.223
_
1.393,458
Total Trans & Gas Tax
933,807
RECREATION ENTERPRISE FD
58.660
83.1 -.
-4 110
130,526
114,668
118,221
1-5,324
155,834
Recreation Programs
REVENUE SHARING
226,043
563.706
461,005
166,957
166,417
292, %5
102,676
365.364
Entitlement
CAPTIAL IMPROVEMENT FUNDS
117.253
105,181
298,102
327,692
157,242
515,749
872,994
1,563.235
990,567
1, 523,609
Park Development
Systems Development
323,ea3
363,143
218,916
562,442
142,799
396,257
89.968
676,750
210,789
623,710
6668.417
Beautification
209.406
325,522
141,975
459,762
62,133
225,702
309,596
265,625
493,335
566,233
296,256
444,384
Drainage
0
63,150
(6,686)
0
744.000
1,134,000
F.A.U.
e
e
a
0
193,923
---------
------____
Other Capital Resources
---
----------
----------
798,167
----------
1,342.529
---------0
1,653,092
----------
3,224,546
-
3,922,428
4,264.704
Total Cao ImPrvrnr,mts
975.184
1,133.211
GRANTS
a
0
a
175,339
0
175,339
Park Bond (1980)
0
30,518
a
325,649
131,925
360,000
437,0 0
402.000
0
a
473,000
47,952
C.D.B.G.
Roberti-ZrBerg Pk Grant
180,000
0
a
a
e
0
47,952
20,000
20,000
61.000
Sidewalk
___
a
----------
----------
131,9-5
----------
360,000
----------
437,000
----------
645,291
----------
20, mea
----------
757.91
Total Grants
210,518
325.649
SPECIAL ASSESSMENT DISTRICTS
0
21,539
.25,483
40,000
40,000
131,136
300.604
----------
LandscaPe7Liting Maint.
a
---------�
- ---------
----------
----------
----------
40,000
- 40 a0a
----------
131,136
300,604
0
21,539
25,483
,
Total Rssmt Disir•rcts
REVENUE FROM OTHER AGENCIES
0
a
0
e
150, We
a
161,250
a
Redevelopment Agency
a
40.811
1.279
0
0
---
0
0
----------
---------
Other
- ---------
----------
---------e
-
a
150, 0e0
0
161, �5
Total Rev frm oth Agncy•s
4e,811
1.279
a
5,921,759
5.583,377
7,517,06-
SPECIAL FUNDS
2,531,403
3.184,041
'2,787,693
3,385,885
3,734,921
TOTAL
8,797,485
8,656,503
9,298,490
11,746,317
14,144,931
13,443,213
17,314.612
TOTAL ALL FUNDS
7,803,786
XX11
GENERAL GOVERNMENT
OPERATIONAL COST SUMMARY
SUPPLIES &
ADMINISTRATION
SALARIES
--------
SERVICE
----------
CAPITAL
TOTAL
City Council
16,500
13,250
-------29
0
City {Tanager - - - - - - - - - - -
Personnel
- - -143,866-
25,-270 -
2,500
,750
171,630
City Clark
42,746
29,183
24,624
19,015
925
55,350
68,295
103,548
Finance
271,727
-------
106,969
----------
38,754
417,450
Total Administration
504,016
189,128
---'---
97,529
-----
-
790, 673
OPERATING OVERHEAD
------------------
Inter Governmental Svc
0
197,501
209,.398
406,899
City Facilities
General Overhead
20,280
409,701
46,000
475,981
Benefits Overhead
0
0
315,098
1,090,451
0
0
315,098
1,090,451
Total Operating O.H.
20,280
2,012,751
255,398
2,288,423
TOTAL ADMIN & OVERHEAD
524,296
2,201,879
352,927
3,079,102
PROGRAM CENTERS
COMMUNITY DEVELOPMENT
---------------------
Planning Commission
6,000
3,000
0
9,000
Administration
144,067
11,512
3,750
159,329
Planning
Building & Safety
548,149
485,296
245,620
57,900
17,300
811,069
-------
----------
19,900
563,096
Total Community Dev
1,183,512
318,032
-------
40,950
---------
1,542,494
COMMUNITY SERVICES
------------------
Community Services
353,932
132,290
27,750
513,972
Community Recreation
22,500
-------
144,334
5,000
171,834
Total Community Svc
376,432
-----=----
276,624
-------
32,750
---------
685,806
• PUBLIC WORKS • •
Engineering
812,688
223,075
48,330
1,084,093
Street & Park Maint
403,408 -
1,347,400
15_900
-
-1,766,708
Total Public Works
1,216,096
1,570,475
64,230
2,850,801
PUBLIC SAFETY
-------------
Contract Costs
0
162,816--
3,406,743
306,141
0
13,464
3,406,743
482,421
Non -Contract Costs
-
--
Total Public Safety
162,816
3,712,884
13,464
3,889,164
TOTAL PROGRAM CENTERS
8,968,265
TOTAL ADMIN OVERHEAD &
PROGRAM CENTERS
12,047,367
1,222,346
RESERVE REQUIREMENTS
405,657
CONTINGENCY
--
13.675.370 .
GRAND TOTAL.
AVAILABLE RESOURCES
General Fund 9,797,550
Traffic Safety 118,557
Revenue Sharing 365,364
City Capital Funds 846,000 (1)
Block Grant 61,490 (2)
Redevelopment 159,500
Gas Tax 787,366
Inter Governmental Svc Fund 406,899
84-85 Available Balance 681,137 (4)
Assessment Districts 279,673
Community Recreation 171,834
TOTAL 13,675,370 13,675,370
BALANCE 0
(l) Resolution authorizes up to 25% for overhead from Systems,
000
Drainage and Beautification. For Fiscal year 85-86, ,
should be available.
(2) Assumes full expenditure of allocation with a 13% City overhead.
(4) This figure may vary drastically. Currently based on data
as of 3-31-85.
xxiv
Pi
FUND: General ACCOUNT: 1-110
DEPARTMENT SUMMARY
Personnel
Supplies 6 Services
Capital Outlay
TOTAL
PERSONNEL
0
CITY COUNCIL
KA
1982-83
1982-83
1983-84
1983-84
Expense
1985-86
Council
1982-83
Actual
1983-84
Actual
1984-85
Thru
Proposed
Approved
Budget
Expense
Budget
_______
Expense
_______
Budget
_______
05-31-85
________
Budget
________
Budget
________
_______
12,000
_______
11,658
12,750
12,334
16,500
14,911
16,500
16,500
10,460
7,659
10,468
18,912
11,950
10,853
13,250
0
a
0
0
a
0
0
a
________
0
--------
_______
22,480
_______
19,317
_______
23,218
_______
31,246
_______
28,450
________
25,764
29,750
16,00
KA
1982-83
1983-84
Expense
1985-86 Council
Positions
1982-83
Actual
1983-84
Actual
1984-85
Thru
Proposed Approved
Classification Current Proposed
Budget
Expense
Budget
_______
Expense
_______
Budget
_______
05-31-85
__
Budget Budget
-------- _--___--
_____ -
Councilmem6er 5.0 5.0
_______
12,000
_______
11,658
12,750
12,334
16,500
14,911
16,500
_______ _______
TOTAL 5.0 5.0
-------
12,000
-------
11,658
-------
12,750
-------
12,334
-------
16,500
__
14,911
_____--------
16,500 0
KA
SUPPLIES Al SERVICES
Classification Account
Travel & Meetings
3100
Mileage
3300
Maint & Operations
3900
Dues
3956
Contract Service
6028
TOTAL
3
1982-83
1982-83 Actual
Budget Expense
5,400 5,906
2,280 357
1,050 1,132
500 25
1,250 239
10,480 7,659
ACTIVITY INFORMATION
3100 Travel & Meetings
San Bernardino County Association of Governments (SANBAG)
League of California Cities Annual Conference (3)
League of California Cities Labor Relations Institute
League of California Cities -Inland Empire Division
National League of Cities Conference -Washington D.C. (2)
Legislative Conferences/Sacramento as required
League of California Cities Policy Seminar
Council Committee Committee Meetings
Local Meetings(Clout, Chamber of Commerce, Etc)
Mileage 3300
Local Meetings as required
Maintenance & Operations 3900
Awards & Engravings
Miscellaneous Office Supplies
Printing/Legal Advertising as required
Dues 3956
Miscellaneous Dues as required
•
1983-84
1983-84 Actual
budget Expense
6,750 10,032
1,100 255
868 1,734
500 1,900
1,250 4,991
10,468 18,912
TOTAL
1[�1L•D
TOTAL
TOTAL
Expense
1984-85 Thru
Budget 05-31-85
___ --------
9,650 7,703
1,100 275
1,200 487
0 100
0 2,268
11,950 10,853
650
750
500
750
3,000
1,800
500
000
900
9,650
350
200
550
1985-86
Proposed
Budget
10,850
1,100
1,2ea
10a
0
13,250
650
1,400
500
750
3,000
200
650
700
800
10,850
1,100
450
200
550
1,200
100
Councrl
Approved
Budyet
r
5
CITY MANAGER
FUND: General ACCOUNT: 1-122
DEPARTMENT SUMMARY
PERSONNEL
1982-83
1983-84
Expense
1985-86
Council
1985-86
1982-83
Actual
1963-84
Actual
1984-85
Thru
Proposed
Approved
Classification
____________________
Budget
-------
Expense
_______
Budget
-------
Expense
_______
Budget
05-31-85
Budget
Budget
Personnel
159,699
159,306
114,674
110,531
_______
123,696
--------
110,975
--------
143,860
--------
0
Sopplies 6 Services
60,430
38,962
18,175
24,251
19,960
17,017
25,270
a
Capital outlay
1,350
_______
1,335
_______
5,850
_____
3,172
a
718
2,500
0
TOTAL
221,479
199,603
138,699
---
137,954
____
143,856
--------
128,710
__
171,630
--------
0
PERSONNEL
•
•
1982-83
1983-84
Expense
1985-86
Council
Positions
1982-83
Actual
1983-84
Actual
1984-85
Thru
Proposed
Approved
Classification
____________________
Current Proposed
------- --------
Budget
-------
Expense
_______
Budget
_______
Expense
-------
Budget
_______
05-31-85
Budget
Budget
City Manager
1.0
1.0
61,428
61,428
63,476
63,476
65,004
--------
--------
65,004
--------
Asst to City Manager (2)
0.5
0.0
0
0
a
0
16,099
0
City Clk-Records Mgr (1)
0.5
0.5
21,120
21,120
10,912
10,005
13,077
12,324
Admin Analyst (2)
0.5
0.5
21,702
21,702
11,472
10,294
11,062
12,590
Sr Office Asst (2)
0.5
0.5
14,388
14,388
7,942
7,114
8,889
9,046
Deputy City Clerk (l)
0.5
0.5
0
0
0
0
8,086
8,268
Asst City Manager (2)
a.0
0.5
39,861
39,861
20,872
19,642
0
19,800
Office Assistant
a.a
1.0
0
0
0
0
0
12,768
Overtime
1,200
807
0
0
1,000
0
a
Step Incr Contingency
_______ ___
0
_____
0
________
0
0
_______
679
_______
4,058
________
--------
3.5
4.5
159,699
________
159,306
114,674
110,531
123,896
________
110,975
143.860
a
(1) 50% Charged to City
Manager and
50% Charged
to
City Clerk.
..
(2) 50% Charged to City
Manager and
50% Charged
to
Personnel.
•
•
SERVICE
ADMINISTRATIVE SERVICES
Admfaistrstiou provides staff support,
research, and information relative to
the administration and implementation
of the following:
Omintrans
- Intergovernmental relation (i.e.,
SNIBAG, SLAG)
- Legislative Analysis
- Apimal Control Contract
- Rubbish Service
- Cable Television Franchise
- Mobile Home Park Accord
- Fireworks Ordinance
- Ambulance cery ice regulation
- Spring Clean Sweep
- Quarterly Newsletter - Grapevine
- Community Relations (general
economic development and citizen
inquiries)
School sponsored "Career Days"
School and Civic presentations
- Nigh School Government Day
- City representation on Chamber of
Commerce, Baldy View Coalition,
CLOUT
- Facility operations (leasing and
maintenance)
CURRENT STAFFING
1 City Manager
1/2 Assistant to City Manager
1/2 Administrative Analyst
1/2 City Clerk/Records Manager
I/2 Deputy City Clerk
1/2 Senior Office Assistant
0 •
SERVICE OPTION
IMPLEMENTATION
SERVICE IMPACT
- Increases in the implementation of various
administrative services (i.e.. cable television
franchise, Mobile Nome park Accord, Ambulance
Regulation, and legislature analysis) has increased
secretarial work load impacting the timely preparation
OPTION A
Retain Current
of reports, and correspondence. Increased work load
Service Level and
has also decreased that time spent on public
Staffing
information and citizen inquiries.
Add 1 office
- Increase the department's efficiency in preparing
reports and coorespoodence. Office Assistant would
assistant
also help to better respond to citizen inquiries and
information.
OPTION B
OPTION C
RECOMMENDATION-OpionB
f
7
SUPPLIES S SERVICES
1982-83
1983-84
Expense
1985-86-
Council
1982-83 Actual
Classification Account Expense
1983-84
Budget
Actual
Expense
1984-85
Thru
Proposed
Approved
-Budget
- .... ------ _______
_______
_______
Budget
05-31-85
Budget
Budget
Travel 6 Meetings 3100 7,150 7,922
6,250
9,078
_______
9,770
___5_989
5,989
5555____
10,940
________
Mileage 3300 2,400 2,424
200
127
200
372
250
Maint 6 Operations 3900 16,500 6,868
4,500
6,922
3,375
5,305
7,315
Dues 3956 1,380 1,273
Contract Service 6028 33,000 20,475
1,375
5,850
2,952
3,172
1,115
5,500
398
1,265
5555- -------
--------
-------
4,953
5,500
TOTAL 60,430 38,962
18,175
24,251
--------
19,960
--------
17,017
5555___
25,270
--------
0
ACTIVITY INFORMATION
3100 Travel 6 meetings
League of California Cities Annual Conference ( (11
500
League of California Cities Inland Empire Division
300
700
League of California Cities City Managers Conference
800
300
League of California Cities Policy Seminar
500
1,200
National league of Cities Congressional Conference
1,500
650
1,500
International City Managers Association Conference
1,200
1,350
Service Club participation (local)
200
Sacramento Legislative Conferences as required
1,800
200
Community meetings as needed
645
1,800
Chamber of Commerce (Baldy View Coalition, Etc)
225
750
Inland Empire Urban Managers
100
325
Various Local meetings as required
2,000
165
2,000
3300 Mileage
TOTAL
9,770
10,940
Local Meetings as required
TOTAL
187
250
3900 Maintenance 8 Operations
Legal Advertising
1,475
3,197
Printing
Publications
525
1,138
Office Supplies
1aaa
,
2,167
Miscellaneous
375
-------
813
-------
TOTAL
3,375
7,315
3956 Dues
International City Managers Association (ICMA)
650
700
American Society of Public Administration (ASPA)
75
100
Local Service Club
125
125
Chamber of Commerce
50
50
California Public Information, Officers
50
75
Municipal Managers Assistants of Southern California (MMASC)
65
65
Mioscellansous
100
150
6028 Contract service
TOTAL
1,115
1,265
Projects as directed by City Council•
TOTAL
5,500
•i
T
CAPITAL OUTLAY
H
1962-83
1983-84
Expense
1985-86
Council
1982-83
Actual
1983-84
Actual
1984-85
Thru
Proposed
Approved
Classification Account
Budget
Expense
Budget
_______
Expense
_______
Budget
_______
05-31-85
________
Budget
_ _______
Budget
________
Building Improvements 7043
_______
0
1,350
_______
0
1,335
0
5,850
0
3,172
0
0
0
718
0
2,500
Equipment 7044
-------
------'
--'---'
------'
-------
--'----
TOTAL
1,350
1,335
5,850
3,172
0
718
2,500
0
7044 Equipment
TOTAL
0
2,500
Office Station Equipment
H
r
FUND: General ACCOUNT: 1-126
DEPARTMENT SUMMARY
Classification
-----'----personnel
Supplies 6 Services
Capital, Outlay
TOTAL
PERSONNEL
0
CITY CLERK
1982-83
1982-83 Actual
Budget Expense
------- _-----0
0 0
e a
1983-84
1983-84 Actual
Budget Expense
19,212 18,903
55,825 28,036
a 0
75,037 46,939
Expense 1985-86 Council
1984-85 Thru Proposed Approved
Budget 05-31-85 Budget Budget
------- -------- -------- --------
21,163 19,334 29,183 e
29,403 22,426 19,015 0
6,565 5,404 55,350 e
57,131 47,166 103,548 e
Expense 1985-86 Council
1984-85 Thru Proposed Approved
Budget 05-31-85 budget Budget
------- -------- -------- --------
13,077 12,324
8,086 8,694
0 7,356
0 809
------- ------- ------ ------
21,163 19,334 29,183 0
0
1982-43
1983-84
Position
1982-83
Actual 1983-64
Actual
.Classification
Current Proposed
Budget
Expense
-------
Budget
Expense
-------
--------------------
City Clk-Records Mgr (1)
--------------
0.5
0.5
-------
0
-------
0
10,912
10,912
Deputy City Clerk (1)
0.5
0.5
0
0
8,300
7,991
Part -Time Records Mgmt
0
0.5
0
0
0
Step Increase Contingency
------- -------
a
-------
0
------- -------
0
-------
TOTAL
1.0
1.5
0
0
19,212
18,903
(1) 50% Charged to City
Clerk and 50%
charged
to City
Manager.
Expense 1985-86 Council
1984-85 Thru Proposed Approved
Budget 05-31-85 Budget Budget
------- -------- -------- --------
21,163 19,334 29,183 e
29,403 22,426 19,015 0
6,565 5,404 55,350 e
57,131 47,166 103,548 e
Expense 1985-86 Council
1984-85 Thru Proposed Approved
Budget 05-31-85 budget Budget
------- -------- -------- --------
13,077 12,324
8,086 8,694
0 7,356
0 809
------- ------- ------ ------
21,163 19,334 29,183 0
0
s • •
SERVICE
CITY CLERK
Provides research, information, and
staff support relative to the
following:
- Records management
- Agenda preparation and follow-up
- Legal notices and advertising
- Municipal elections
- Secretarial to City Manager and City
Council
- Mayor/Council correspondence and
community information
- Insurance and claims processing
CURRENT STAFFING
1/2 City Clerk
1/2 Deputy City Clerk
SERVICE OPTION
IMPLEMENTATION
SERVICE IMPACT
- Records management is not adequate. No permanent
off-site copy of vital city records is kept in case of
disaster or fire.
- Shortage of storage area. Records are not being
maintained in good condition according to lar. game
OPTION A
Retain Current
vital records are deteriorating.
Service Level and
- Need to centralize storage records for uimtemauce
Staffing
purposes.
Add l part time
- Will allow for the implementation of microfilm program
Office Assistant to
and centralized records management program.
process records and
microfilm
OPTION g
OPTION C
RECOMMENDATION: option B
10
ii
SUPPLIES i SERVICES
3900 Maintenance 6 Operations
Book Publications updates
Legal Advertising
Mathew Ordinance updates
LARMAC Index to codes
Minute Books
West Publications updates
DFM Association - Election Codes
California Administrative Code updates
Office Supplies
3956 Dues
Executive Women International
Institute of Municipal Clerks
California City Clerks Association
Association of Records Managers 6 Administrators
6028 Contract service
Special Election(s)
Word processing program updates
C J
TOTAL
TOTAL
TOTAL
TOTAL
4XP@ns@ 1985-86 Council
1984-85 Thru Proposed Approved
Budget 05-31-85 Budget Budget
__________________ --------
2,250
_______2,250 1,114 2,100
0 30 0
8,918 6,913 15,780
235 45 335
18,000 14,326 800
_______ _______------- -------
29,403 22,428 19,015 0
450 450
450 450
330 330
200 200
120 120
250 250
300 300
150 150
2,250 2,250
1,750 3,500
4,000 8,000
0 500
0 100
350 700
150 300
0 30
0 250
2,668 2,400
.---_-_ -------
8,918 15,760
75 110
65 75
75 75
0 75
235 335
10,000 0
0 800
18,000 800
0 !)
11ja2-83-
1443-84
1982-83
Actual
1983-84
Actual
Classification Account
-------
Budget
_______
Expense
Budget
Expense
Travel 6 Meetings 3100
0
_______
0
_______
2,550
-------
1,782
Mileage 3300
0
0
200
61
Maint 6 Operations 3900
0
0
8,850
3,954
Dues 3956
0
0
240
340
Contract service 6028
0
_______
0
_______
43,985
_______
21,899
TOTAL
0
0
55,825
-------
28,036
ACTIVITY INFORMATION
3100 Travel R meetings
City Clerks Institute
City Clerks Association of California
Advanced Continuing Education for
Public Officials
Southern California City Clerks Association
Records Seminar-ARMA
League of California Cities Annual
Conference
Executive Women International
Miscellaneous Meetings as Required
3900 Maintenance 6 Operations
Book Publications updates
Legal Advertising
Mathew Ordinance updates
LARMAC Index to codes
Minute Books
West Publications updates
DFM Association - Election Codes
California Administrative Code updates
Office Supplies
3956 Dues
Executive Women International
Institute of Municipal Clerks
California City Clerks Association
Association of Records Managers 6 Administrators
6028 Contract service
Special Election(s)
Word processing program updates
C J
TOTAL
TOTAL
TOTAL
TOTAL
4XP@ns@ 1985-86 Council
1984-85 Thru Proposed Approved
Budget 05-31-85 Budget Budget
__________________ --------
2,250
_______2,250 1,114 2,100
0 30 0
8,918 6,913 15,780
235 45 335
18,000 14,326 800
_______ _______------- -------
29,403 22,428 19,015 0
450 450
450 450
330 330
200 200
120 120
250 250
300 300
150 150
2,250 2,250
1,750 3,500
4,000 8,000
0 500
0 100
350 700
150 300
0 30
0 250
2,668 2,400
.---_-_ -------
8,918 15,760
75 110
65 75
75 75
0 75
235 335
10,000 0
0 800
18,000 800
0 !)
0
CAPITAL OUTLAY
Classification Account
Building Improvements 7043
Equipment 7044
TOTAL
ACTIVITY INFORMATION
7043 Building Improvements
Work station Modifications
7044 Equipment
Word Processing Printer
Transcriber and Accessories
Typewriter
Sheet Feeder
Intercom Modifications
Chair
Optical Character Reader
Records Retention
Work Station Modifications
0 Is
1982-83 19ns-n4 txpense 1905-86 Council
1982-83 Actual 1983-84 Actual 1984-85 Thru Proposed Approved
-budget Expense _Budget Expense -Budget 05_31_05 -budget_ -Budget-
0 0 a 0 500 0 0
0 0 0 0 6,065 5,404 55,350
_______ _______ _______ _______ ____________________________
0 a a a 6,565 5,404 55.350 0
TOTAL 500 0
2, aa0 0
I', 000 0
700 0
2,200 0
100 0
65 0
0 10,16160
a 45,0160
0 350
TOTAL 6,065 55,350
12
1
FUND: General ACCOUNT: 1-124
DEPARTMENT SUMMARY
Classification
Personnel
Supplies 8 Services
Capital Outlay
TOTAL
PERSONNEL
13
PERSONNEL
1982-83
1982-83 Actual
Budget Expense
------0 -------
e a
0 0
a 0
1983-84
1983-84 Actual
Budget Expense
40,326 26,571
23,950 18,273
a a
64,276 44,844
Expense 1985-86 Council
1984-85 Thru Proposed Approved
Budget 05-31-85 Budget Budget
------- --------
36,741 34,176 42,746 a
38,864 55,138 22,024 0
0 0 925 0
75,625 89,314 65,695 a
(l) 50% charged to Personnel and 50% charged to City Managers Office
0 0 0
Position
1982-83
1982-83
Actual
1983-84
1983-84
Actual
Expense
19fl5-B6
Council
---- Classification-
Current
Proposed
Budget
Expense
Budget
Expense
1984-85
Budget
Thru
05-31-85
Proposed
Approved
______
________
_______
_-_____
Budget
Budget
_-. ss ._. o City .Mgr (.1.1-._. _.-"
a.5
0
0
a
Admin Analyst 111
0.5
0.5
0
0
a
a
16,099
0
Sr Office Rust (1)
0.5
0.5
0
11,472
8,114
11,062
390
12,048
Rust City Manager (1)
0
0.5
0
0
8,072
7,191
8,889
9.046
Overtime
0
20,782
11,266
0
19,800
Stop Incr Contingency
00
a
a
132
_______
_______
_______
_______
0
_______
69
7 58
TOTAL
1.5
1.5
0
0
40,326
________
26,571
______
36,741
_______
34,176
_______
42,746
_ ______
a
(l) 50% charged to Personnel and 50% charged to City Managers Office
0 0 0
SERVICE
PERSONNEL
provides research, information and
staff support relative to the
taloaiug personnel services:
- Recruitment
- Labor relations
- Records management
- Worker's compensation
- Training i retention
CURRENT STAFFING
1/2 Assistant to City Manager
1/2 Administrative Analyst
1/2 Senior Office Assistant
a
is
SERVICE OPTION
IMPLEMENTATION
SERVICE IMPACT
Adequate to meet service objectives.
OPTION A
Retain Current
Service Level and
Staffing
OPTION B
OPTION C
RECOMMENDATION: option A
14
15
SUPPLIES & SERVICES
- 1982-83
1983-84
Expense
1965-86
Council
1982-83 Actual
1983-84
Actual
1984-85
Thru
Proposed
Approved
Classification Account Budget Expense Budget
------- ------- -------
Expense
-------
Budget
------
05-31-85
--- ----
Budget
--------
Budget
--------
-------
Travel 6 Meetings 3100 0
0 1,450
2,889
3,519
3,800
3,819
Mileage 3300 0
0 2,400
2,424
2,600
2,277
2,600
Maint 6 Operations 3900 0
0 6,200
3,580
9,275
11,251
9,475
Dues 3956 0
0 150
222
490
428
730
Contract service 6028 0
--------------
0 13,750
-------
9,158
-------
23,000
-------
37,362
-------
8,000
-------
-------
TOTAL. 0
0 23,950
18,273
38,884
55,138
24,624
0
ACTIVITY INFORMATION
3100 Travel E Meetings
League of California Cities Annual Conference (2)
500
700
California Public Information Officers Seminar
250
250
CALPELRA - Labor Relations
645
645
Municipal Managers Assistants of Southern California
Conference
400
400
League of California Cities Personnel Institute
375
475
League of California Cities Inland Empire Division
IB0
180
Community Meetings (Issues)
325
325
Service Club Participation
144
144
Local Meetings as needed
700
-------
700
-------
TOTAL
3,519
3,819
3300 Mileage
local meetings as required
TOTAL
2,600
2,600
3900 maintenance 6 Operations
Legal Advertising
5,500
5,500
Pro -Employment physicals
1,175
1,275
Recruitment Exam Expense
725
750
Printing
800
825
Publications
450
475
Office Supplies
300
300
Employee Processing Supplies
175
175
Miscellaneous
150
-------
175
-------
TOTAL
9,275
9,475
3956 Dues
CALPELRA - Labor Relations
90
90
Municipal Managers Assistants of Southern California
(MMASC)
65
65
Service Club Participation
50
75
American Society Of Public Administration (ASPA)
75
125
International City Managers Associati <ICMA)
60
2.00
Miscellaneous
150
75
TOTAL
490
730
6028 Contract service
Personnel Evaluation Revisions
5,000
5,000
Service Award Program
3,000
3,000
pevine Publication
or
•
-15,000
--- 0
.
TOTAL
23,000
8,000
0
CAPITAL OUTLAY
classification
Building Improvements
Equipment
TOTAL
ACTIVITY INFORMATION
7044 Equipment
Lateral Files
Display Rack
198 63 11884-84 txpense 1985-86 Council
1982-83 Actual 1983-84 Actual 1984-85 Thru Proposed Approved
Account budget Expense budget Exoense -budget 05_31 85 _budget_ _budget_
___ _ _______ ______
--7043 0 a a a a a 0
7044
0 0 0 0 ______ 0 0 925
_ _______
_
__________
W.
0 850
a 75
TOTAL a 985
FUNDI General ACCOUNTS 1-150
DEPARTMENT SUMMARY
Classification
Personnel
Supplies & Services
Capital Outlay
TOTAL
PERSONNEL
17
FINANCE
1982-83 1983-84
1982-83 Actual 1983-84 Actual
Budget Expense Budget Expense
------- ------- ------- -------
158,817 154,503 168,903 160,523
72,578 69,317 58,877 63,749
8,308 4,727 2,400 6,308
239,703 228,547 230,180 230,580
Expenses 1985-86 Council
1984-85 Thru Proposed Approved
Budget5/31/85 Budget Budget
------- --------------- --- ----
235,543 191,606 271,727 0
56,590 58,787 106,969 a
37,757 20,933 38,754 0
329,890 271,326 417,450 0
Position
1982-83
1982-83
Actual
1983-84
1983-84
Actual
1964-85
Expenses
Thru
19135-86
Proposed
Council
Classification
Current
Proposed
Budget
Expense
Budget
Expense
Budget
5/31/85
Approved
-------
-------
-------
-------
-------
-------
Budget
Budget
Finance Director
Asst Finance Director
1.0
0.0
1.0
42,102
41,002
46,140
46,140
49,536
52,068
Senior Accountant
1,0
1.0
0.0
a
0
0
0
0
0
33,252
Accountant._ _ _
Accounting Technician*
_ 0._0
1.0
__1. 0-.__20,088..._20,
'-088--23 392-
-21 995
'
27 934
,
0
-- 20;700
-
Business License Ins P
1.0
1.0
1.0
a
19,481
0
19,4666
0
20,760
0
19,363
18,766
22,540
19,212,
Purchasing Assistant
1.0
1.0
16,502
16,502
17,016
15,619
19,538
22,428
19,800
Account Clerk
Cashier/Receptionist
3.0
1.0
3.0
30,552
28,552
32,386
30,989
47,820
47.016
Office Assistant
2.0
1.0
2.0
14,892
13,700
14,503
13,700
15,404
12,933
14,009
11,536
16,681
17,652
City Treasurer
1.0
1:0
0
27,977
28,704
Overtime
Step Incr Contingency
1,500
1,090
0
8
1,000
134
5,000
-------
-------
0
------
0
-------
872
------
872
3,751
5,295
TOTAL
12.0
13.0
158,817
154,503
168,903
-------
160,523
-------
235,543
191,606
.71,727
0
*the Position of Acounting
Technician
will
be funded
from the
Redevelopment Agency.
SERVICE
FINANCE
Accounting
Provides professional accounting
service to the City in accordance with
Governmental Accounting Procedures as
established by the Governmental
Accounting Standards Board, I.R.S. and
local and State legislative
requirements.
CURRENT STAFFING
1 Senior Accountant
1 Accounting Technician
2 Account Clerk. (1 Vacant)
1 Cashier/Receptionist
0 •
SERVICE OPTION
IMPLEMENTATION
SERVICE IMPACT
- Level of service continues on a very high professional
level. However, this option opens the door to erosion
of that service due to certain assignments which has
produced aiming in Report Production, and special
assignments have gone undone. Certain financial
OPTION A
Retain Current
analysis and investigation of some legislative action
Service Level and
has gone undone.
Staffing
- Attention to accounting needs will be more pronounced.
Add I Assistant
Computer programing and accounting development can be
Finance Director
achieved. Additional Management Development Program
and 1 Accountant
can be instilled.
- Developing an Assistant Finance Director position for
the day-to-day routine will be shifted way from
=segment personnel and allow them to perform the more
complex financial planning and analysis
OPTION B
responsibilities. The Department Head will receive
certain professional assistance in developing policy
regarding accounting, budget, licensing, purchasing,
etc.
OPTION C
RECOMMENDATION: Option B
m
SERVICE
FINANCE
Business License
Carries out the City Ordinance
requirements pertaining to the
issuance and enforcement of Business
License. Works in harmony with
various civic organisations and
maintains a professional attitude
towards the public.
CURRENT STAFFING
1 Business License Inspector
1 Account Clerk
I Office Assistant
19
SERVICE OPTION
IMPLEMENTATION
SERVICE IMPACT
- Continue at current
level to maintain an
improved
licensing process war
previous years.
OPTION A
Retain
Current
Service
Level and
Staffing
Contract
Licensing
- Minimal staffing would
be required. Probably
a lack of
proprietary interest
would exist. Public
relations
would also suffer.
OPTION B
OPTION C
RECOMMENDATION: Option A
U
LJ
SERVICE
FINANCE
Purchasing
Provides purchasing services to City
of Rancho Cucamonga in accordance with
City policy, City Ordinance, and State
Government Code. The function is
responsible for the purchasing of
several million dollars each year of
supplies and services.
CURRENT STAFFING
I Purchasing Assistant
1 Office Assistant
SERVICE OPTION
IMPLEMENTATION
SERVICE IMPACT
- Daily work routines would be maintained even with
staffing groving in other Departments. Worever,
purchasing ordinance and policy should be rewritten to
reflect the procedures we actually followed.. With
reassignment of certain responsibilities under an
OPTION A
Retain Current
Assistant Finance Director a more professional and
Service Level and
inter department approach will be maintained.
Staffing
OPTION B
OPTION C
RECOMMENDATION: Option A
20
I
21
SUPPLIES & SERVICES
1982-83
1983-84
Expenses
1985-86
Council
1982-83 Actual
1983-84 Actual
1984-85
Thru
Proposed
Approved
Classification - Account Budget Expense
------- ------- -------
Budget Expense
------- -------
Budget
-------
5/31/85
-------
Budget
Budget
--------
Travel 6 Meetings 3100 4,200 4,026
3,110 3,733
5,640
5,392
--------
8,410
Mileage 3300 3,400 3,200
3,400 3,329
3,970
3,736
4,1000
._ Maint. 6 Operations 3900 14,689 8,024
13,875 8,634
17,085
19,122
46,589
Dues 3956 555 543
575 567
775
698
1,210
Contract Service 6028 49,734 53,524
------- -------
37,917 47,486
--------------
29,120
-------
29,839
46,760
TOTAL 72,578 69,317
58,877 63,749
56,590
-------
58,787
-------
1069969
-------
0
ACTIVITY INFORMATION
3100 Travel d Meetings
Governmental Finance Officers of America Conference
980
1,130
League of California Cities Annual Conference (2)
500
1,400
League of California Cities Annual Finance Conference (2)
500
1,400
Labor Relations Institute
450
250
California State Municipal Finance Officers Conference
860
300
California Municipal Business Tax Association Conference
(2)
1,250
1,375
California Association of Public Purchasing Officers
750
980
Local Meetings as needed
100
500
California Municipal Treasurers Association Conference
250
475
National Purchasing Institute
e
0
Institute of Governmental Purchasing Conference
0
0
PRIMA Risk Management Conference
0
600
TOTAL
-------
5,640
-------
8,410
3300 Mileage
Car Allowance - Dept head
2,400
2,400
Mileage reimbursement - Staff
1,570
_______
1,600
---___-
TOTAL
3,970
4,000
3900 Maintenance 6 Operations
Office Supplies
8,470
9,462
Printing (Checks, Warrants, Fonses, Budget, Bicycle Licenses,
Etc)ses, Etc.
6,361
26,951
Legal Advertising (Revenue Sharing Hearings)
1,000
1,500
Computer Supplies
1,254
-------
8,676
-------
TOTAL
179085
46,589
3956 Dues
Governmental Finance Officers of America
250
275
California State Municipal Finance officers
125
250
California Municipal Business Tax Association
90
100
California Association of Public Purchasing Officials
25
l00
American Society of Public Administration
50
60
California Municipal Treasurers Association
85
100
Miscellaneous
150
325
National Purchasing Institute
0
0
National Association of Purchasing Managers
0
-------
0
-_-_----
TOTAL
775
1.210
6028 Contract service
Computer and Office Equipment Maintenance
. Computer File Maintenance
9,120
20,000
00,760
13,000
.
Cost Accounting stem S u
System upgrade and cowputerizati
0
13. P.C")
�nrn
�•a Io.T
4F
CAPITAL OUTLAY
-
1982-83
1993-84
Expenses
1985-86
Council
1982-83
Actual
1983-84
Actual
1984-85
Thru
Proposed
Approved
Classification Account
Budget
Expense
Budget
-------
Expense
-------
Budget
-------
5/31/85
-------
Budqet
--------
Budget
--------
-------
Building Improvements 7043
-------
0
-------
0
0
0
0
0
0
Equipment 7044
8,308
-------
4,727
-------
2,400
-------
6,308
-------
37,757
-------
20,933
-------
38,754
-------
--------
TOTAL
8,308
4,727
2,400
6,308
37,757
20,933
38,754
0
ACTIVITY INFORMATION
7044 Equipment
1,000
1,000
Paper Shredder
5,500
2,500
Work Station Modifications
Automated Cash Register
6,000
6,000
Computer Enhancements
9,147
11,700
Typewriter/Printer
1,200
0
Automated Check Signer
1,800
0
Filing Cabinets
1,000
1,600
Electric Mail Opener/Scale
1.200
a
Book Case
200
150
Decolator/burster
2,710
2,710
Support equipment (Desks, Chairs, Etc)
3,000
2,00a
Computer terminal Boards
5,000
8,000
Printer Buffer
0
900
Hard Disk/Wang
0
2,194
TOTAL
37,757
38,754
22
0
FUND& General ACCOUNT: 1-245
DEPARTMENT SUMMARY
23
CITY FACILITIES
is 0 10
1982-83
1963-64
Expenses
1985-66
Council
Classification
1982-83
budget
Actual
Expenses
1983-84
budget
Actual
Expenses
1984-85
Thru
Proposed
Approved
_____ _____________
_______
_______
_______
_______
budget
5-31-85
Budget
Budget
Personnel
Supplies 6 Services
a
209,346
a
204,471
0
229,383
0
257,307
_______
a
335,992
________
a
278,577
________
20,2b0
409,701
-------
a
a
Capital Outlay
41,115
_______
37,133
____I__
2,500
_______
5,420
_______
35,500
---- ___
56,922
________
52,000
250,461
241,604
231,883
262,727
371,492
335,499
________
481,981
--------
0
PERSONNEL
-1982-83---
-.- --
-1983-84
-- --
Expenses
1385-86
Council
Classification
1982-63
Budget
Actual
Expenses
1983-84
budget
Actual
Expenses
1984-85
Budget
Thru
Proposed
Approved
_____ -------------- _
_______
_______
_______
5-31-85
Budget
Budget
Janitorial
__
_______
________
________
________
Part -Time
0
_______
0
_______
0
_______
0
a
a
2a,2b0
TOTAL
0
0
0
_______
0
_______
a
___________
0
_ _____
20,-2 80
________
a
is 0 10
0
SERVICE
IMPLEMENTATION
FACILITIES OPERATIONS
Provides staff support in
the
management and maintenance of
the
following facility operations:
- Lease contract
performed. The current custodial service is not
- Common area maintenance contract
- General facilities maintenance
CURRENT STAFFING
consideration of contracting with another custodial
Contract Services Administered by
City
Manager's Office
SERVICE OPTION
IMPLEMENTATION
SERVICE IMPACT
- An increase in the total office apace area supporting
staff warrants an increase in maintenance services
performed. The current custodial service is not
capable of handling an increased work load,while
consideration of contracting with another custodial
OPTION A
Retain Current
service would prove costly. The City is currently
Service Level and
spending $26,000 for maintenance services.
Staffing
Add 2 part-time
- Addition of facility maintenance workers would allow
facility
for better janitorial service of City facilities and
maintenance
would prove more coat efficient since those part-time
workers to replace
employees could attend to necessary repairs and minor
contract seryices
maintenance for which the City currently expends
additional funds. Utilizing employee seryices rather
than contract services would save the City an estimated
OPTION R
$3,000 in maintenance costa over the fiscal year.
OPTION C
RECOMMENDATION: Option R
24
25
SUPPLIES & SERVICES
0 0 0
1982-83
1983-84
Expenses
1985-86
Council
1982-83
Actual
1983-84 Actual
1984-85
Thru
Proposed
Approved
Classification Account Budget
Expenses
-------
Budget Expenses
---------------
Budget
-------
5-31-85
--------
Budget
--------
Budget
--------
--------------
Maint & Operations 3900 114,014
98,783
107,750 129,892
134,740
110,614
167,798
Contract service 6028 95,332
105,688
-------
121,633 127,415
---------------
201,252
-------
167,963
--------
221,903
--------
--------
-------
TOTAL 209,346
204,471
229,383 257,307
335,992
278,577
409,701
0
ACTIVITY INFORMATION
3900 Maitnenance 8 Operations
Utilities
64,313
98,750
Janitorial Supplies
13,177
28,000
Office Supplies 9 Postage
37,250
--------
61,048
-------
TOTAL
134,740
187,798
6026 Contract service
Lease 9320 Unit C
34,060
36,337
Lease 9340 Units A thFu E
55,872
59,706
Lease 9330 Unit 201
12,032
12,874
Lease 9330 Unit 202
0
8,230
Lease 9330 Unit 203
7,760
8,303
Lease 9330 Unit 208
0
9,420
Lease 9360 Unit D
4,608
4,931
Lease 9360 Unit C
0
4,809
Lease 9360 Unit B
0
5,040
Rental, PO Box,Storage Unit,Water Disp's
0
3.91 --
Copy Equipment Lease 6 Maintenance Agreement
36,000
39,600
Heating 8 Air Conditioning Agreement
4,000
5,000
'
Janitorial Service
21,000
0
Mail Equipment Lease and Service Agreement
2,200
3,000
Alarm Service Agreement
2.700
5.000
Maintenance Service as required
6,000
6,000
Maintenance - Telephone System
0
5,000
Maintenance - Office Equipment
0
-------
4,741
-------
TOTAL
186,252
221,903
0 0 0
0 •
CAPITAL OUTLAY
1982-83 1983-64
1992-83 Actual 1983-84 Actual 1984-85
Classification Account Budget Expenses Budget Expenses Budget
------- ------- -------- ------- ----' ----
Building Improvements 7043 3,500 3,808 0 754 29,500
Equipment 7044 37,615 33,325 2,500 4,666 6,000
------- ------- ------- ------- -------
TOTAL 41,115 37,133 2,54b0 5,420 35,500
ACTIVITY INFORMATION
7043 Building Improvements
Cabinets -Administration Kitchen
Painting & bookshelves -Community Development
Miscellaneous repair as needed
Refurb. #9340 F,9360 C. & 9330 Unit 208.
Work Station Modifications (City Clk & Finance)
Phone installation 93#202 & 208, 9360 B.
TOTAL
7044 Equipment
Telephone System Modiation
Refrigerator -Community Development
Maintenance Equipment
TOTAL
MM
1,500
2, 01be
1,000
2s,aea
0
a
29,500
5,000
500
500
6,000
Expenses 1985-86 Council
Thru Proposed Approved
5-31-85 Budget Budget
-------- -------- --------
40,645 43,000
16,277 9,000
________ ________ --------
56,922 52,000 e
43,000
6, aaa
0
3,000
9,000
G
FUND: General ACCOUNT: 1-265
DEPARTMENT SUMMARY
Classification
Personnel
Supplies 6 Services
Transfers
TOTAL
SUPPLIES A SERVICES
27
NON -DEPARTMENTAL
1982-63 1983-84 Expenses 1985-86
1982-83 Actual 1983-84 Actual 1984-85 Thru Proposed
budget Expenses Budget Exnenses Budget 5-31-85 budget
________ --------------- -------- ------- --------
--------
0 0 0 0 a 0 a
744,103 648,973 799,670 695,678 1,158,291 1,007,818 1,4135,549
966,354 966,354 272,038 272,030 754,633 691,747 827,947
1,710,457 1,615,327 1,071,708 967,716 1,912,924 1,699,565 2,233,496
ACTIVITY INFi
Transfer T
Reserves
Reserves
Reserves
Reserves
IRMATION
for Self Funded Insurance
for Unfunded Liability - Vacation
for Unfunded Liability - Sick Leave
for Injured on duty replacement
TOTAL
ACTIVITY EXPENSE TOTAL •
1983-84
1983-84 Actual
Budget Expenses
------- --------
325 325
40,588 41,715
3,606 954
9,686 9,076
293,357 290,518
8,13130 3,395
60,.825. 28,166-
71,706 59,652
55,270 35,010
27,555 21,206
15,716 11,402
586,714 501,419
Expenses
1985-86
1982-83
Thru
Proposed
1982-83
Actual
Classification
__________________
Account
-------
Budget
-------
Expenses
_______-
Coffee Fund
2100
325
325
Deferred Compensation
2200
38,916
38,686
Tuition Reimbursement
2300
3,686
1,303
Employee Development
2400
4,686
4,414
P.E.R.S.
2600
257,206
230,767
Unemployment Insurance
3962
9,000
4,481
Workers. Compensation _
.._.3963-_
--551.389-
_. _ .16,..116.__
SIR Health Insurance
3964
60,551
64,048
HMO Health Insurance
3965
50,000
47,719
Disability Insurance
3966
24,171
22,355
Dental Insurance
3967
14,441
-------
17,415
--------
TOTAL
518,371
447,829
ACTIVITY INFi
Transfer T
Reserves
Reserves
Reserves
Reserves
IRMATION
for Self Funded Insurance
for Unfunded Liability - Vacation
for Unfunded Liability - Sick Leave
for Injured on duty replacement
TOTAL
ACTIVITY EXPENSE TOTAL •
1983-84
1983-84 Actual
Budget Expenses
------- --------
325 325
40,588 41,715
3,606 954
9,686 9,076
293,357 290,518
8,13130 3,395
60,.825. 28,166-
71,706 59,652
55,270 35,010
27,555 21,206
15,716 11,402
586,714 501,419
900,457 721,864 1,090,451
Council
APproveu
Budget
N
Council
Approved
Budget
40,680
Expenses
1985-86
1984-85
Thru
Proposed
Budget
-------
5-31-85
--------
Budget
--------
325
325
325
47,152
51,153
62,49E
3,686
4,726
6,000
22,686
17,044
27,450
418,580
355,560
529,147
9,000
224
6,000
49,897.
.. -23,034
--- 59,-987
175,600
128,421
161,170
106,584
70,629
112,451
40,671
30,749
39,169
34,276
39,997
66,236
900,457 721,864 1,090,451
Council
APproveu
Budget
N
Council
Approved
Budget
40,680
74,851
63,225
47,746
37,119
21,404
37,119
3,770
178,143
147,771
1,086,600
1,238,222 •
0
E
FUND: General ACCOUNT: 1-285
Classification
Dues
Liability,Auto,Fire Ins
Contract service
TOTAL
9
1982-83
1982-83 Actual
Budget Expenses
------- --------
8-,500 7,231
106,464 99,418
110,768 94,495
225,732 201,144
ACTIVITY INFORMATION
3956 Dues
Southern California Association of Governments G)
Street Lighting Association
San Bernardino Association of Governments (SANBAG)
League of California Cities
National League of Cities
TOTAL
6028 Contract service
Legal Service
City Auditing Service
Chamber of Commerce
Student Government Day
TOTAL
212,956 194,259 249,834
Transfer To:
Enterprise Fund for Depreciatin It Replaceement quipment
Reserves for Police,Cultural and Civic Center
TOTAL
0
5,450
600
2,029
4,980
2, 025
15,084
62,694
27,500
12,000
a
102,194
76,490
500,000
576,490
is
Expenses 1985-86 Council
Thru Proposed Approved
5-31-85 Budget Budget
-------- -------- --------
7,570 15,600
16,528 191,203
115,856 108,295
-------------- --------
285,954 315,098 0
5,450
600
2,030
5,298
2,222
15,600
64,795
30, 500
12,000
1,060
108,295
180,176
500,000
680,176
1983-84
1983-84
Actual
1984-85
Budget
Expenses
Budget
-------
-------
8,500
--------
5,900
15,084
124,481
131,282
132,556
79,975
57,077
102,194
212,956 194,259 249,834
Transfer To:
Enterprise Fund for Depreciatin It Replaceement quipment
Reserves for Police,Cultural and Civic Center
TOTAL
0
5,450
600
2,029
4,980
2, 025
15,084
62,694
27,500
12,000
a
102,194
76,490
500,000
576,490
is
Expenses 1985-86 Council
Thru Proposed Approved
5-31-85 Budget Budget
-------- -------- --------
7,570 15,600
16,528 191,203
115,856 108,295
-------------- --------
285,954 315,098 0
5,450
600
2,030
5,298
2,222
15,600
64,795
30, 500
12,000
1,060
108,295
180,176
500,000
680,176
PLANNING COMMISSION
FUND: General ACCOUNT: 1-353
DEPARTMENT SUMMARY
PERSONNEL
1982-83 1983-84 Expenses 1965-86 Council
Position 1982-83 Actual 1983-84 Actual 1984-85 Thru Proposed Approved
Classification Current Proposed Budget Expense Budget Expense Budget 5-31-85 Budget Budget
------------------------------------------------------------------------------------------
Planning Commissioner 5.0 5.0 0 0 4,200 4,219 6,000 5,443 6,000
TOTAL 5.0 5.0 0 0 4,200 4,219 6,000 5,443 6,000 0
SUPPLIES & SERVICES
1982-83 1983-84 Expenses 1985-86 Council
1962-83 Actual 1983-84 Actual 1984-B5 Thru Proposed Approved
Classification Account Budget Expense Budget Expense Budget 5-31-85 Budget Budget
-------------------------------------------------------------------
Travel d Meetings 3100 0 0 2,200 0 2,300 2,5.`,6 3,000
TOTAL 0 0 2,200 0 2,300 2,556 3,000 0
30
1982-83
1983-84
Expenses
1985-86
Council
1982-83
Actual
1983-84
Actual
1964-85
Thru
Proposed
Approved
Classification
Budget
-------
Expense
-------
Budget
-------
Expense
-------
Budget
-------
5-31-85
--------
Budget
Budget
--------------
Personnel
0
0
4,200
4,219
6,000
5,443
--------
6,000
--------
0
Supplies d Services
a
0
2,200
0
2,300
2,55E
3,000
0
Capital Outlay
0
0
0
0
0
0
0
0
TOTAL
-------
0
-------
0
-------
6,400
-------
4,219
-------
8,300
--------
7,999
--------
9,000
--------
0
PERSONNEL
1982-83 1983-84 Expenses 1965-86 Council
Position 1982-83 Actual 1983-84 Actual 1984-85 Thru Proposed Approved
Classification Current Proposed Budget Expense Budget Expense Budget 5-31-85 Budget Budget
------------------------------------------------------------------------------------------
Planning Commissioner 5.0 5.0 0 0 4,200 4,219 6,000 5,443 6,000
TOTAL 5.0 5.0 0 0 4,200 4,219 6,000 5,443 6,000 0
SUPPLIES & SERVICES
1982-83 1983-84 Expenses 1985-86 Council
1962-83 Actual 1983-84 Actual 1984-B5 Thru Proposed Approved
Classification Account Budget Expense Budget Expense Budget 5-31-85 Budget Budget
-------------------------------------------------------------------
Travel d Meetings 3100 0 0 2,200 0 2,300 2,5.`,6 3,000
TOTAL 0 0 2,200 0 2,300 2,556 3,000 0
30
r
31
COMMUNITY DEVELOPMENT ADMINISTRATION
FUND: General ACCOUNT: 1-313
DEPARTMENT SUMMARY
PERSONNEL
1982-83 1983-84 Expenses 1985-86 Council
Position 1982-83 Actual 1983-84 Actual 1984-85 Thru Proposed Approved
Classification Current Proposed Budget Expense Budget Expense Budget 5-31-85 Budget Budget
---------------------------------------------------------------------------------------------
Community Dev Director 1.0 1.0 53,934 53,934 56,152 56,152 60,249 63,288
Senior RDA Analyst• 1.6 1.0 0 0 0 a 32,000 31,956
RDA Analyst•• 0.0 1.0 0 0 0 a 0 12,563
Office Supervisor t.0 1.0 19,116 18,881 19,756 19,556 21,233 21,228
Office Assistant• 0.5 1.0 0 0 a 0 0 13,400
Step Increase Contingency 0 a 0 a 0 1,632
------- ------- ------------------------------------------- ------- --------
TOTAL 3.5 5.0 73,050 72,815 75,908 75,708 113,482 74,656 144,067 0
To be funded from the Redevelopment Agency
w� To be funded from the RDA, and will be a midyear hire.
1982-83
1983-84
Expenses
1965-86
Council
1982-83
Actual
1983-84
Actual
1984-85
Thru
Proposed
Approved
Classification
---------------
Budget
-------
Expense
-------
Budget
-------
Expense
-------
Budget
-------
5-31-85
--------
Budget
--------
Budget
Personnel
73,050
72,815
75,908
75,708
113,482
74,656
144,067
--------
0
Supplies 8 Services
9,295
7,395
9,467
7,682
11,517
8,208
11,512
0
Capital Outlay
390
-------
100
-------
0
-------
0
1,299
1,202
3,750
0
TOTAL
82,735
80,310
85,375
-------
83,390
-------
126,298
--------
84,066
--------
159,329
--------
0
PERSONNEL
1982-83 1983-84 Expenses 1985-86 Council
Position 1982-83 Actual 1983-84 Actual 1984-85 Thru Proposed Approved
Classification Current Proposed Budget Expense Budget Expense Budget 5-31-85 Budget Budget
---------------------------------------------------------------------------------------------
Community Dev Director 1.0 1.0 53,934 53,934 56,152 56,152 60,249 63,288
Senior RDA Analyst• 1.6 1.0 0 0 0 a 32,000 31,956
RDA Analyst•• 0.0 1.0 0 0 0 a 0 12,563
Office Supervisor t.0 1.0 19,116 18,881 19,756 19,556 21,233 21,228
Office Assistant• 0.5 1.0 0 0 a 0 0 13,400
Step Increase Contingency 0 a 0 a 0 1,632
------- ------- ------------------------------------------- ------- --------
TOTAL 3.5 5.0 73,050 72,815 75,908 75,708 113,482 74,656 144,067 0
To be funded from the Redevelopment Agency
w� To be funded from the RDA, and will be a midyear hire.
0 0 0
SERVICE
REDEVELOPMENT
She administration function of the
Community Development Department
concentrates its efforts on the
following redevelopment activities:
- Program accounting
- Project implementation
- Bond issue and administration
- Mortgage loan review
- Regional Center implementation
- Civic/public safety facility
implementation
- Day Creek financial management
program
- Economic Development
(IDB, OPA, DDA negotiations)
- State reporting
- Auto center feasibility analysis and
project development
- Community marketing efforts
CURRENT STAFFING
1 Senior Redevelopment Analyst
1 Senior Redevelopment Account Clerk
(Finance)
1/2 Office Assistant
SERVICE OPTION
IMPLEMENTATION
SERVICE IMPACT
- Diverse financing programs are beginning to absorb Sr.
Redevelopment Analyst full time. Assistance is
necessary in technical areas.
- Major project management is necessary beginning in
1986. Journeymen level attention must be provided in
OPTION A
Retain Current
regional center and civic facility program management
Service Level and
as well as new project development.
Staffing
- Retaining an existing level of service would not
recognize increasingly evolving redevelopment programa.
Add 1 Redevelopment
- Ongoing financing program already provides annual
Analyst mid -year
maintenance funds for program administration (not to be
confused with program fees) when necessary. Therefore
no financial impact upon other redevelopment programa.
- Mould provide staffing at time when civic and public
safety facility and regional shopping center gets off
the gr mod.
OPTION B
- Providea staffing for expanding redevelopment
invlovement in project implementation.
- Provides for continued technical competence in analysis
of complex financing programa.
- Allows for greater effort in community marketing
programs.
OPTION C
RECOMMENDATION: option B
32
A
33
SUPPLIES A SERVICES
ACTIVITY INFORMATION
3100 Travel d Meetings
National American Planning Association
League of California Cities Annual Conference
California American Planning Association
Planning Commission Institute
Local Meetings
Council/Planning Commission
3956 Dues
American Institute of Certified Planners
National Association of Housing & Redevelopment Officials
Urban Land Institute
International Nord Processing Association
International City Managers Association
Amerciar, Society of Public Administration
Miscellaneous
1983-84 Expenses 1985-86 Council
1983-84 Actual 1984-85 Thru Proposed Approved
budget Expense Budget 5-31-85 Budget budget
------- ---------------------- -------- --------
4,150 2,778 4,150 3,207 4,700
3,280 3,023 3,280 2,873 3,280
750 662 2,500 1,408 2,580
647 580 947 545 952
640 639 640 175 0
------- ------7 -------------- ------- -------
9,467 7,682 11,517 8,208 11,512 0
800 800
250 700
300 400
650 650
950 950
1,200 1,200
------- -------
TOTAL 4,150 4,700
150 175
100 100
130 160
50 0
150 150
150 150
217 217
------- ___----
TOTAL 947 952
J
1982-83
1982-83
Actual
Classification
Account
Budget
Expense
-------
Travel & Meetings
-------
3100
-------
4,000
2,765
Mileage
3300
3,280.
3,000
Maint & Operations
3900
850
1,135
Dues
3956
625
Contract service
6028
540
495
-------
TOTAL
-------
9.295
7,395
ACTIVITY INFORMATION
3100 Travel d Meetings
National American Planning Association
League of California Cities Annual Conference
California American Planning Association
Planning Commission Institute
Local Meetings
Council/Planning Commission
3956 Dues
American Institute of Certified Planners
National Association of Housing & Redevelopment Officials
Urban Land Institute
International Nord Processing Association
International City Managers Association
Amerciar, Society of Public Administration
Miscellaneous
1983-84 Expenses 1985-86 Council
1983-84 Actual 1984-85 Thru Proposed Approved
budget Expense Budget 5-31-85 Budget budget
------- ---------------------- -------- --------
4,150 2,778 4,150 3,207 4,700
3,280 3,023 3,280 2,873 3,280
750 662 2,500 1,408 2,580
647 580 947 545 952
640 639 640 175 0
------- ------7 -------------- ------- -------
9,467 7,682 11,517 8,208 11,512 0
800 800
250 700
300 400
650 650
950 950
1,200 1,200
------- -------
TOTAL 4,150 4,700
150 175
100 100
130 160
50 0
150 150
150 150
217 217
------- ___----
TOTAL 947 952
J
0 • •
CAPITAL OUTLAY
CAPITAL OUTLAY
Classification Account
Equipment 7044
1902-83
1908-83 Actual
Budget Expense
390 100
------- -------
TOTAL 390 laa
ACTIVITY INFORMATION
7044 Equipment
Glare Screen - Word Processing
Side Chair
Chairs, Table, Bookcases, Filing Cabinets
Book Case
Calculator
Spot Copier
Legal Notice Board (Lobby)
Chairs Employees Lounge
Table,Chair - Computer Room
34
1903-84 Expenses 1985-06 Council
1983-84 Actual 1984-05 Thru Proposed Approved
Budget Expense Budget 5-31-85 Budget Budget
------- ------- ------- -------- -------- --------
-- --0 - -a 1,299 1,202 3,750
------- ------- ------- -------
0 0 1,299 1,202 3,750 0
99 0
300 a
180 1,500
470 0
250 a
0 1,600
0 300
0 1013
0 250
TOTAL 1,299 3,750
0
35
PLANNING
FUND: General ACCOUNT: 1-333
DEPARTMENT SUMMARY
PERSONNEL
Classification,
City Planner
Senior Planner
Associate Planner
Assistant Planner
Community Code Rep
Senior Office Assistant
Office assistant
Step Increase Contingency
Overtime
Part-time
Position
0
1982-83
1962-83
Actual
1983-84
1983-84
Actual
Expenses
1985-86
Council
Classification
1982-83
Budget
Actual
Expense
1983-84
Budget
Actual
Expense
1984-05
Budget
Thru
5-31-85
Proposed
Approved
1.0
_______
_______
_______
_______
_______
_______ ________
44,970
Budget
Budget
Personnel
Supplies 6 Services
296,665
294,077
314,682
306,178
419,263
_________
356,850
Budge__
548,149
_Budge_ _
0
Capital outlay
51,450
1,700
23,924
1,091
72,950
0
509140
72,250
44,954
245,620
0
5.0
8.0
,65,781
65,401
3,393
_______
4,000
4,324
17,300
0
1.0
349,815
319,092
387,632
359,711
_______
495,513
________
406,128
________
811,069
--------
0
PERSONNEL
Classification,
City Planner
Senior Planner
Associate Planner
Assistant Planner
Community Code Rep
Senior Office Assistant
Office assistant
Step Increase Contingency
Overtime
Part-time
Position
0
1982-83
1962-83
Actual
1983-84
1983-84
Actual
Expenses
1984-85 Thru
1985-86
Proposed
Council
Approved
Current Proposed
2,000 1,206
_Budget
Expense
_Budget
Expense
___
Budget 5-31-85
Budget
Budget
1.0
1. 0
39,069
39,069
40,197
40,197
_______ ________
44,970
___J____
4,984
________
2.0
2.0
61,326
57,213
63,468
60,068
69,511
67,728
3.0
4.0
75,174
71,074
79,577
76,789
85,519
106,656
5.0
8.0
,65,781
65,401
66,681
62,441
126,408
171,473
1.0
2.0
22,965
22,885
24,387
23,654
24,584
43,684
1.0
1.0
14,039
14,031
15,294
14,994
17,796
19,020
3.0
5.0
13,311
13 311
20 078
19 102
40 975
TOTAL 16.00
0
0
0
4,297
,
0
70,008
4,297
0
96
0
0
2,000 1,206
9,299
5,000
------------
10,917
-------
5,0130
-------
4,636
-------
7,500 4,232
-------
10,000
23.00 296,665
294,077
314,682
306,176
-------
419,263 356,850
--------------
548,149 0
0
SERVICE
CURRENT PLANNING
Public Information Services
This service group responds to public
inquiries in the following ways:
- Answers questions regarding planning
and lead use matters
- Explains the development/design
review Process
- Reviews A approves minor projects
such as building permits, sign
applications, temporary use permits,
special events permits, and signs
- Receives all applications submitted
to the City
- Maintains all public information and
handouts, ups and records
Curreatly, ao average total of 350
counter and telephone calls are
received each week. This represents
approximately a 501 increase in public'
inquiries, not including calls handled
directly by the development processing
tem. The goal of this group is to
provide information to the public in a
timely and efficient manner. This
function is one in which the public
most fequestly comes in contact with
the City and to keep the public
informed through the preparation of
maps and materials within a reasonable
time, following approval of any
development plans. Simple requests
for approval of information should be
processed within one day. More
elaborate information requests can be
processed within no more than one
week.
CURRENT STAFFING
1 Assistant Planners
1/1 Planning Aide
SERVICE OPTION
IMPLEMENTATION
,-
SERVICE IMPACTJ-d.
Current level of staffing inadequate urrentgoal
toprovide information to the pubtimelyand
efficient manner.
- extension of phone messages from same day-
Staff not immediately available at cto tenOPTION
A
Retain Current
minute wait.
minor plan checks and essing,Staffing
Seryice Level and
- Extension of
room addition$ and sign applim 1 or
such ss
1 days to one week.
one
- This alternative would require considerable changes in
Reduction of
Planner
value of the public service function within the City.
Assistant
be
- Currently, it would not meet the anticipated level of
position to
relocated to
service the City has as its goal. It is not an
development review
acceptable recommendation.
day.
- Close counter A minimum of 4 hours a
4
processing
- gold phone inquiries to messages delivered during
OPTION B
hours • day.
- Delay approval of minor applications such as building
permits and sign approvals from the same day to within
several days later.
- Stop all record maintenance activities.
Add 1 Assistant
- Provide adequate staff resources with 3 planners
available for counter and phone to
Planner
- Calla get answered during same day.
- More elaborate information requests get answered within
one week.
- Minor applications get approved within one day, usually
"on the spot".
OPTION C
- Provides adequate staffing to give extra assistance to
public - "go the extra yard".
- Provide additional Staff resources to deal with
development review workload.
RECOMMENDATION: option C
36
SERVICE
CURRENT PLANNING (Continued)
Development Services
This function provides for the
processing of all development
applications and the coordination of
the development/design review process
from preliminary review to
construction.
- Preliminary Plan Review
- Development Plan Processing
- Commission and Committee
coordination (DRC, Development
Review, Grading and Trails)
- Plan Checking
- Inspection
- Updating of City development -
related documents (i.e. Development
code A related standards, planned
communities)
During this past year, a total of 349
development applications were reviewed
by the development processing team of
planners. A . total of 149 major
development projects and 200 minor
development projects were processed.
CUP& A Development Reviews were up 872
and 582, respectively, from the
previous year. The plan checking and
inspection functions were affected by
a 902 increase in building permit
valuations. The goal of this group is
to process development applications in
a timely and efficient manner and
Within the required mandates at the
State and local levels. Minimum
processing time from a completed
application is approximately 2-3
months.
CURRENT STAFFING
I Associate Planner
2 Assistant Planners
37
SERVICE OPTION
IMPLEMENTATION
SERVICE IMPACT
- Inadequate staffing toaccomplish current level of
activity within the defined goal.
- Deletion of preliminary review service.
- Extension of development review processing from 3 to 4
months.
OPTION A
Retain Current
- Deletion of "fost-trackinig" of critical projects
Service Level and
(i.e., Senior Housing).
Staffing
- Extension of plan check review from 1 to 3 wake.
- Extension of field inspections from 1 day to 1 week.
- Lack of staff resources to deal with any special
projects as assigned by Commission/Council.
- Lack of proactive review of development-ralaced
documents (i.e., Planned Communities, Development Code,
etc.).
Allocate no new
- This option would drastically "cut-back" staffing to
staff and shift
handle most public inquiries which are a primary
staff from public
function of the planning service.
information team:
- Drastic reduction in our ability to provide service to
public and maintain community relations.
1 Associate Planner
- Public service activities would be greatly reduced.
3 Assistant
- Counter coverage would be cut from full to 1/2 day
OPTION B
Planners
service.
- Most Nlegal" timing requirements could be not on
development processing,
- Many of the service level impacts described under
.Option "A" would still apply because already
"borrowing" 1/2 Assistant Planner for minor development
project piocessing.
Add 1 Associate
- Provide adequate staff resources for the development
Planner and 2
review process within defined goals.
Assistant Planners
- Provide staff to handle special projects as assigned by
Commission sod Council.
- Plan check review - 1 week.
- Development Review Process - 3 months.
OPTION C
- Field inspections - 1 day.
- Specialization of planners (i.e., residential or
commercial/industrial) to improve consistency and
quality of review.
RECOMMENDATION: Option C
•
0 • •
SERVICE
CURRENT PLANNING (Continued)
Code gnforcemsnt Activities
This function includes processing of
complaints, field inspectious, and
court appearances regarding violations
of Development Code requirements. It
also maintains active Code Enforcement
progress such as sign amortization.
During the past year, 594 complaints
,are received of which approximately
727 required corrective enforcement
activity by the City.
The goal of this function is to
respond to all complaints within 24
hours and to complete corrective
action within 2 weeks.
CURRENT STAFFING
1 Code Enforcement Officer
SERVICE OPTION
IMPLEMENTATION
SERVICE IMPACT
- Community growth combined with lack of expansion of
resources caused current staff levels to be inadequate
to maintain code enforcement activity.
- Most activity is on a reactive (complaint) bads.
- Majority of complaints responded to within 48 hours.
OPTION A
Retain Current
- New programs are delayed and other processing of
Service Level and
complaints and applications are extended from 2-4
Staffing
weeks.
- Residential code enforcement only on a complaint basis-
- Lack of staff resources to develop 'proactive"
programs.
Allocate no new
- This option would considerably reduce the level and
staff and shift
quality of the public service or development processing
staff from public
functions. It is not an acceptable recommendation.
information or
- if staff shifted from public aero ice function, counter
development
would be closed minimum of 4 hours a day and only one
processing
planner would be available, or
- If staff shifted from development processing, it would
OPTION A
1 Code Enforcement
not be able to meet desired service goals and require
Officer
considerable changes to the entire processing system.
1 Assistant Planner
Add I Code
- Provides adequate staffiug for the current level of
Enforcement Officer
code enforcement activity.
- Provides for timely response and enforcement of
complaints.
- Provides for timely response and enforcement of
complaints.
- Provides staff resources to establish enforcement
OPTION C
districts (as. - residential, commercial/industrial) to
improve quality and response times of code enforcement
services.
- Provides staff to &seems problem areas and develop
"proactive" enforcement programa.
- Staff available during all working hours.
RECOMMENDATION: option C
9.1
SERVICE
PLANNING
Clerical Support
- Planning Commission and City Council
agenda preparation, coordination,
and reproduction
- Transcription of general
correspondence
- Preparation of draft/final
department documents/correspondence
CURRENT STAFFING
Senior Office Assistant
Office Assistant• (one of which
functions a• full time receptionist)
39
SERVICE OPTION
IMPLEMENTATION
SERVICE IMPACT
- Limited support on telephone and at public counter due
to inadequate staffing.
- Delayed clerical response to daily correspondence -
full staffing required to meet Council/Commission
OPTION A
Retain
Current
report deadlines.
- Limited time spent on filing and records management.
Service
Level and
- In the event of vacations/absences, delayed response in
Staffing
all areas.
No increase in
- Primary emphasis placed on meeting established
clerical
staffing -
deadlines and high priority items - further delays in
increase
in current
general correspondence.
and/or
advanced
- Increased telephone responsibilities will further
planning
staff
impact workload end result in declined productivity.
- Pile maintenance and records management kept at a
OPTION B
minimum.
Add Z
office
- Will provide prompt clerical response to typing
assistants
demands.
- Increase response time to special assignments by
Cammission/Council without impacting normal work flow.
- Enable clerical to provide assistance with public
information counter/telephones
OPTION C
- Improve file maintenance
- Improve office procedures and reduce errors.
RECOMMENDATION: Option C
•
SERVICE
ADVANCE PLANNING
General Plan Administration
- Amendments
- Mandated 5 -year update
Specific and Area Plana
- I.S.P. update
- Foothill Specific Plan (Foothill
Vest)
- Foothill East Study
- Etivanda S.P. Revised
Sphere of Influence Planning
- San Sevaine Creek
- Caryn P.C. Revisions
- Hunt Club S.P
- Greenbelt Study
- Day Canyon
- County Planning
- Auuesstiou Strategy
Miscellaneous and Special Projects
- Senior Housing
- Upland Land Swap
- Financial Plan/Completiou
- Public and Governmental Relations
- Demographic Information
- Legislative Advocacy
- SHARA
CURRENT STAFFING
1/2 Associate Planner
1 Assistant Planner
SERVICE OPTION
IMPLEMENTATION
SERVICE IMPACT
- Adequate staffing for all programs with the exception
of Foothill Boulevard Specific Plan. Only a very
limited Foothill Boulevard planning program possible,
very limited scope to address few selected issws.
OPTION A
Retain Current
Service Level and
Staffing
Retain current
- Adequate staffing for all programa. Scope of Foothill
staffing level;
Boulevard Specific Plan dependent on scope of funding.
provide
A comprehensive specific plan A EIR would require
professional
approximately $125,000; approximately $85,000 requested
service contract
fret FY 85/86 budget year.
for preparation of
Foothill Boulevard
OPTION B
Specific Plan A SIR
Reduce current
- Primary emphasis on mandated programs only; locally
service level by
initiated requests limited to high priority items.
shifting 1
- Unable to respond quickly to community's needs.
Assistant Planner
- Ability to undertake new programs limited;
to Block Grants
brush -orientation and emphasis on day-to-day problems.
OPTION C
RECOMMENDATION: Option B
40
SERVICE
ADVANCE PLANNING (Continued)
CORO Grants
- Block Grant Planning
- Block Grant Administration
- Programs Management
- Outreach/Community Relations
- Homing Assistance Plan
CURRENT STAFFING
1/2 Associate Planner
$20,000 COGS funded contract with
CBA
41
SERVICE OPTIONIMPLEMENTATION
SERVICE IMPACT
- Adequate coverage to meet federal requirements and
community needs.
- Provide for efficient expenditure of PP 85/86 Grant.
OPTION A
Retain Current
Service Level and
Staffing
Retain current
- Seize as above; contract replaced with in-house person.
service level
- No fiscal impact. Not recommeuded due to future CDBG
cuts. Contract preferrable to full time person.
Eliminate contract
Add 1 Assistant
Planner
OPTION B
Eliminate CDBG
- Adequate coverage of CDBG activities; shift from other
contract and shift
activities would cause shortages in long term plane,
1 Assistant Planner
special projects.
from other
functions
OPTION C
RECOMMENDATION: option A
0
•
•
42
SUPPLIES 3 SERVICES
Classification
Travel & Meetings
Mileage
Maint 8 Operations
Dues
Contract Service
43
1983-84
1983-84 Actual
Budget Expense
------- -------
2,950 6,776
3,700 3,473
44,100 26,192
500 457
21,700 13,242
TOTAL 51,450 23,924
ACTIVITY INFORMATION
3100 Travel 6 Meetings
National Planning Association
California Planning Association
League of California Cities Planning Commissioners Institute
League of California Cities Annual Conference
Labor Relations institute
County Economic Development
Miscellaneous Meetings as required.
72,9546 50, 140
TOTAL
3956 Dues
American Planning Association,
American Institute of Architects
American Institute of Certified Planners
Notary
TOTAL
6028 Contract service
Weed Abatement
5 yr General Plan update (Includxng revised EIR)
Foothill Blvd Specific Plan
Fiscal Model Training
Miscellaneous (Noise studies, Svc contracts, Etc)
TOTAL
S
Expenses 1985-86 Council
1984-65 Thru Proposed Approved
Budget 5-31-85 Budget Budget
------- -------- -------- --------
4,150 8,713 5,550
4,000 2,613 4,600
41,000 15,750 53,200
600 810 800
22,500 17,068 181,470
------- ------- ------- -------
72,250 44,954 245,620 0
750 750
1, aaa 1,000
650 650
250 700
0 650
0 300
1,500 1,500
4,150 5,550
400
400
1962-83
100
1982-83
Actual
Account
-------
Budget
-------
Expense
3100
6,000
-------
3,722
3300
3,650
2,870
3900
36,300
13,083
3956
500
382
6028
5,000
-------
3,867
-------
1983-84
1983-84 Actual
Budget Expense
------- -------
2,950 6,776
3,700 3,473
44,100 26,192
500 457
21,700 13,242
TOTAL 51,450 23,924
ACTIVITY INFORMATION
3100 Travel 6 Meetings
National Planning Association
California Planning Association
League of California Cities Planning Commissioners Institute
League of California Cities Annual Conference
Labor Relations institute
County Economic Development
Miscellaneous Meetings as required.
72,9546 50, 140
TOTAL
3956 Dues
American Planning Association,
American Institute of Architects
American Institute of Certified Planners
Notary
TOTAL
6028 Contract service
Weed Abatement
5 yr General Plan update (Includxng revised EIR)
Foothill Blvd Specific Plan
Fiscal Model Training
Miscellaneous (Noise studies, Svc contracts, Etc)
TOTAL
S
Expenses 1985-86 Council
1984-65 Thru Proposed Approved
Budget 5-31-85 Budget Budget
------- -------- -------- --------
4,150 8,713 5,550
4,000 2,613 4,600
41,000 15,750 53,200
600 810 800
22,500 17,068 181,470
------- ------- ------- -------
72,250 44,954 245,620 0
750 750
1, aaa 1,000
650 650
250 700
0 650
0 300
1,500 1,500
4,150 5,550
400
400
100
100
100
100
0
200
600
800
15,000
15,000
0
30,000
0
125,001D
0
F,000
7,500
5,470
22,500 181,470
CAPITAL OUTLAY
Classification, Account
Equipment 7044
TOTAL
ACTIVITY INFORMATION
7044 Equipment
f-f.ice-Equipm t
Nbl Workstations
1 Prin e
7 Desks
7 Chairs
2 Dictaphone Transcribers
5 Bookcases
5 Layout tables
5 Dictaphones
1982-83 1983-84 Expenses 1985-86 Council
1982-83 Actual 1983-64 Actual 1984-85 Thru Proposed Approvea
Budget Expense Budget Expense Budget 5-31-85 Budget Budget
-----------------------------------------------------------
1,700 1,091 0 3,393 4,000 4,324 17,300
--------------------------------------------------------
1,700 1,091 0 3,393 4,000 4,324 17,300 0
44
TOTAL
4,000
6,000
1,200
3,650
2,025
1,300
750
1,000
1,375
17.300
FUND: GeneralACCOUNT: 1-373
DEPARTMENT SUMMARY
Classification
Personnel
Supplies 8 Services
Capital Outlay
.TOTAL
PERSONNEL
Classification
Building Official
Suild'g Inspector Supvr
Plan Check Coordinator
Senior Plan Checker
Plan Checker
Grading Specialist
Building Inspector
Public Service Tech
Sr Office Assistant
Office Assistant
Overtime
Step Incr Contingency
45
BUILDING &
Position
Current Prop
----L0---
1.0
1.0
0.0
2.0
1.0
6.a
1.0
1.0
1.0
15.0
SAFETY
1982-83 1983-84
1982-83 Actual 1983-84 Actual
Budget Expense budget Expense
------- ------- ------- -------
233,499 218,447 252,383 227,355
18,605 18,118 109,710 79,661
400 0 0 0
252,504 236,565 362,093 307,016
1982-83 1983-84
1982-63 Actual 1983-64 Actual
used Budget Expense Budget Expense
---- ------- ------- ------- -------
1.0 39,101 39,101 -40,710 40,710
1.0 26,435 28,435 29,436 29,436
1.0 0 0 a a
2.0 0 a a e
2.0 26,442 24,042 28,012 27,006
1.0 a 0 0 a
6.0 95,211 82,559 99,164 87,142
1.0 16,654 18,654 19,805 18,800
1.a 0 0 0 a
2.0 25,656 25,656 26,512 19,241
0 0 5,000 1,276
0 a 3,742 3,742
18.0 233,499 218,447 252,383 227,355
Expenses 1985-86 Council
1984-85 Thru Proposed Approved
Budget 5-31-85 Budget Budget
------- -------- -------- --------
405,729 307,096 485,296 0
212,585 126,224 57,900 0
24,440 13,970 19,900 0
642,754 447,290 563,096 0
Expenses 1985-86 Council
1984-85 Thr•u Proposed Approved
Budget 5-31-85 Budget Budget
------- -------- -------- --------
44,970 45,984
32,419 33,084
33,126 34,956
0 56,976
59,235 55,536
259845 25,776
151,835 154,944
22,324 22,308
0 16,536
29,011 26,868
3,000 1,538 3,000
3,964 3,964 9,328
------- -------- ---------
405,729 307,09E 465,296
COMMENTS:
Additional personnel call for, a Structural Plan Checker, a Grading Plan Checker and support Staff of
one Office Assistant for a Total of 3 addtitional people.
0 0 0
SERVICE
BUILDING 6 SAFETY
Inspection Services
CURRENT STAFFING
1 Building Inspector Supervisor
6 Building Inspectors fl Vacant)
1 Grading Inspection Specialist
SERVICE
OPTION
IMPLEMENTATION
SERVICE IMPACT
- Will uintain
reasonable quality in
Building Inspection
activities.
- Grading inspection control will
remain mainiml,
because of
divided time of
Grading Inspection
Specialist between plan checking and field inspection.
OPTION
A
Retain Current
Service Level and
Staffing
Add 1 Grading Plan
- Will free
Grading Inspection
Specialist for
Checker
concentration
on field control.
OPTION
S
OPTION
C
RECOMMENDATION: Option B
46
SERVICE
BUILDING 6 SAFETY
Plan Check Services
CURRENT STAFFING
1 Plan Checker Coordinator
2 Plan Checkers (1 unfilled)
AIL
47
SERVICE OPTION
IMPLEMENTATION
SERVICE IMPACT
- Continued 4-6 week initial plan check period with 3-4
weeks for recheck on all but minor addition& or
alterations.
- Continued maximisation of outside plan check services.
- Continued vocal dissatisfaction with service' level
OPTION A
Retain Current
provided.
Service Level and
- Desired 2-3 week turn -around on first check and 1 week
Staffing
on rechecks unattainable.
- Grading field control restricted because of Plan Check
commitments of Grading Inspection Specialist.
- Continued overtime plan check involvement of Plan Check
Coordinator and Building Official.
Add 1 Structural
- Will reduce initial plan check period to 2-3 weeks
Plan Checker and 1
average for initial submittal and 1 week average for
Grading Plan
rechecks.
Checker
- Elimination of most complaints, except during
fluctuation peaks.
- Reduction of extra -hours plan checking by Plan Check
Coordinator and Building Official.
OPTION B
- Will free Grading Inspection Specialist for field
control efforts.
- Will reduce dependence on outside plan check
consultants.
OPTION C
RECOMMENDATION: Option B
SERVICE
BUILDING 8 SAFETY
Clerical Services
CURRENT STAFFING
1 Senior Office Assistant
1 Public Service Technician
1 1/2 Office Assistant (1/2
temporarily on loan from
Redevelopment Agency)
SERVICE OPTION
IMPLEMENTATION
SERVICE IMPACT
- Continued delay in report publication. (Correspondence
postponed in period$ of intense activity.)
- Telephone response limited during peak activity,
absences, vacations-
- Rechecks on old permits delayed due to lack of clerical
OPTION A
Retain Current
time necessary.
Service Level and
Staffing
Add 1 Office
- Reduce delays in report publication, correspoudence.
Assistant
- Improved telephone response.
- Restore timelines in recheck o0 old permits.
OPTION B
OPTION C
RECOMMENDATION: option B
M
L�]
SUPPLIES 3 SERVICES
3956 Dues TOTAL
International Conference of Building Officials
International Association of Mechanical & Plumbing Officials
Foothill Chapter of ICBG
Citrus Belt Chapter IC80
California Building Officials
6.028 Contract Service
Plan Check Service
Base Map Program
Records Management System (Microfilm)
3900 Maintenance & Operations
Printing - Forms, Permits, Etc
Owner Builder Booklet
Publications
Records Management System (Microfilm)
TOTAL
TOTAL
TOTAL
Expenses 1985-86 Council
1984-85 Thru Proposed Approved
Budget 5-31-85 Budget Budget
------- -------- -------- --------
2,000 1,732 2,400
2,400 2,268 2,600
7,800 7,537 7,500
385 365 400
21ba,666 114,322 45,000
------- ------- ------- -------
212,585 126,224 57,900 0
900
700
400
2,000
120
75
25
45
120
385
40,0046
69,000
6,000
' l i s, 434343
6,6043
400
500
300
7,600
1,300
700
400
2,4430
120
75
25
65
115
406
35,000
10,000
a
45,43643
6,600
400
500
a
7.500
1982-83
1983-84
1982-83
Actual
1983-84
Actual
Classification Account
-------
Budget
-------
Expense'
Budget
Expense
Travel & Meetings 3100
1,600
-------
1,589
-------
1,450
-------
1,382
Mileage 3300
2,400
2,226
2,400
2,197
Maint & Operations 3900
2,900
2,936
5,200
5,002
Dues 3956
320
340
360
240
Contract services 6028
11,385
-------
11,025
-------
100,300
70,840
TOTAL
18,605
18,118
-------
109,710
-------
79,661
ACTIVITY INFORMATION
3100 Travel & meetings
California Building Officials Conference
International Conference of Building
Officials
Local Meetings as needed
3956 Dues TOTAL
International Conference of Building Officials
International Association of Mechanical & Plumbing Officials
Foothill Chapter of ICBG
Citrus Belt Chapter IC80
California Building Officials
6.028 Contract Service
Plan Check Service
Base Map Program
Records Management System (Microfilm)
3900 Maintenance & Operations
Printing - Forms, Permits, Etc
Owner Builder Booklet
Publications
Records Management System (Microfilm)
TOTAL
TOTAL
TOTAL
Expenses 1985-86 Council
1984-85 Thru Proposed Approved
Budget 5-31-85 Budget Budget
------- -------- -------- --------
2,000 1,732 2,400
2,400 2,268 2,600
7,800 7,537 7,500
385 365 400
21ba,666 114,322 45,000
------- ------- ------- -------
212,585 126,224 57,900 0
900
700
400
2,000
120
75
25
45
120
385
40,0046
69,000
6,000
' l i s, 434343
6,6043
400
500
300
7,600
1,300
700
400
2,4430
120
75
25
65
115
406
35,000
10,000
a
45,43643
6,600
400
500
a
7.500
0
CAPITAL OUTLAY
ACTIVITY INFORMATION
7043 Building Improvements
Plan Storage
7044 Equipment
Desk
Chairs
Two-way Radios
Pagers (5)
Microfilm/Reader Printer
Miscellaneous Tools & Equipment
Microfilm Files
Drafting Table & Stool
Word Processing Equipment
Memory Typewriter
•
1983-84
1982-83
1985-86 Council
1983-84
1982-83
Actual
Classification
Account
Budget
-------
Expense
-------
Building Improvements
-------
7043
0
0
Equipment
7044
400
-------
0
-------
0
a
400
0
ACTIVITY INFORMATION
7043 Building Improvements
Plan Storage
7044 Equipment
Desk
Chairs
Two-way Radios
Pagers (5)
Microfilm/Reader Printer
Miscellaneous Tools & Equipment
Microfilm Files
Drafting Table & Stool
Word Processing Equipment
Memory Typewriter
•
1983-84
Expenses
1985-86 Council
1983-84
Actual
1984-85
Thru
Proposed Approved
Budget
Expense
Budget
-------
5-31-85
--------
Budget Budget
-------- _-------
-------
0
-------
a
a
0
1,200
0
a
24,440
13,970
-------
18,700
------- -------
-------
0
-------
0
-------
24,440
13,970
19,900 N
a
1, 2aa
2,a0a
400
1, 20a
400
6,000
1,206
1,750
a
11,500
a
600
600
800
0
590
1,700
0
12,400
a
2,000
TOTAL
24,440
18,700
51
ENGINEERING
FUND: General ACCOUNT: 1-637
DEPARTMENT SUMMARY
Classification_
1982-83
1982-83
Actual
1983-84
1983-64
Actual
1984-85
Expenses
Thru
1985-86
Proposed
Council
Approved
___________
Budget
_______
Expense
5555___
Budget
5555___
Expense
5555___
Budget
5-31-85
budget
g
Bud et
g
Personnel
Supplies d Services
308,597
369,699
377,62.2
405,262
5555___
615,747
________
506,392
________
812,688
--------
0
Capital Outlay
103,115
3,500
103,488
695
292,404
179,592
213,230
219,860
223,075
0
44,520
_______
_______
3,500
_______5555___
2,347
27,000
14,266
48,330
0
TOTAL
415,212
473,682
673,526
587,201
_______
655,977
740,518
1,084,093
0
PERSONNEL
Posit inn
1982-83
1982-83
Actual
1983-84
1983-84
Actual
1984-85
Expenses
Thru
1985-86
Council
Classification Current
Proposed
Budget
Expense
Budget
Expense
budget
5-31-85
Proposed
Approved
_____ _______________ _______
_______
5555___
5555___
5555___
5555___
Budget
Budget
City Engineer
Senior Civil Engineer +
1.0
1.0
44,520
44,520
46,140
46,140
5555___
49,536
________
__52_06_
52,068
_------
Assoc Civil Engineer *
4.0
3.0
4.0
3.0
35,586
61,204
36,596
63,450
37,783
59,607
57,977
115,892
160,664
Assistant Civil Engineer
3.0
4.0
51,408
74,456
83,440
61,247
85,952
65,721
92,606
103,248
Sr Public Works Inspector
2.0
3.0
0
0
a
119,912
Public Service Technician
1.0
1.0
a
0
0
0
58,310
92,124
Engineering Technicians
2.0
2.0
38,928
48,119
57,313
a
57,049
22,308
41,520
22,308
Engineering Aides
3.0
3.0
0
a
0
0
34,608
Public Works Inspector
3.0
3.0
46,271
66,274
70,34E
74,556
51,910
79,154
50,232
76,788
Senior Office Assistant
Office Assistant
1.0
1.0
15,660
15,899
16,182
16,942
17,778
19 aea
Landscape Architect
1.0
0.0
2.0
1.0
0
0
0
0
0
0
13,169
eB, 200
Part-time
10,020
6,918
0
0
0
172
a
0
22,536
Overtime
Stop Incr Contingency
5,000
3,562
5,000
3,416
5,000
2,729
0
10,000
_______
_______
0
_______
9,905
_______
1,811
1,811
2,643
21,aaa
TOTAL
24.0
28.0
308,597
369,699
_______
377,622
__J_,__
4055,262
_______
615,747
c -----
506,3'-
__l____
BIL, 688
0
One each Sr and Associate
Civil
Eng. to be
funded
from the
Day Creek
Assessment
District.
0
SERVICE
ENGINEERING
Laud Development
Proiect Review
- The dissemination of information,
processing and conditioning of
parcel maps, tract. maps and
development reviews. Involves
reports and liaison with Planning
Commission, Design Review,
Development Review and Grading
Committees.
-.Processing of street vacations
CURRENT STAFFING
1 Senior Civil Engineer
1 Associate Civil Engineer
1 Assistant Civil Engineer
I Engineering Technician
1 Engineering Aide
SERVICE OPTION
IMPLEMENTATION
SERVICE IMPACT
- This Section has only recently reached full staffing.
Our best estimate is that if current development levels
continue, staffing is adequate.
- A reorganization of current staff would *operate
project review from plan check and final project
OPTION A
Retain Current
approval stages. These functions would consolidate
Service Level and
into a Special Projects Section included under the Day
Staffing
Creek engineer, which should facilitate the Planning
Commission review process and improve the quality of
Implement
Plan Check services. Reorganization will involve
reorganization of
transfer of engineering Technician to the Special
Land Development
Projects Section.
staff
No Reorganization
- Continue competition for resources between project
review and finalization. Most likely impact continued
quality and processing delay in Plan Check process.
OPTION B
OPTION C
RECOMMENDATION: Option A
59
SERVICE
ENGINEERING
Land Development
Plan Check
- management and review of parcel
maps, tract map and improvement plan
check process. Includes
coordination with contract plan
check services, design problem
resolution, interjurisdictiossl
coordination. Also includes all
bond and agreement processing to
complete map recordation, and
building permit issuance.
- Landscape and lighting district
formation and anneastions
- Lot Line adjustment, review and
processing easements
CURRENT STAFFING
al Associate Civil Engineer
s On loan from Project Development
53
SERVICE OPTION
IMPLEMENTATION
SERVICE IMPACT
- This function has only been maintained by borrowing an
Associate engineer from the Project Development
function. Although the service is primarily performed
under contract, City review is vital to maintain
OPTION A
Retain Current
quality and timely review. Current level of service is
Service Level and
not adequate resulting in delays and errors In the
Staffing
process.
Reorganization and
- In order to posture for future establishment of an
add 1 Assistant
in-house plan check function, it is proposed to
Civil engineer
consolidate plan checking with the Day Creek - Special
Projects group and add an additional Assistant Civil
Engineer. This will allow overlap in training and
optimise resources. The total function would then
OPTION B
include 1 senior, 1 associate, 1 assistant and transfer
of a technician from Land Development.
- Plan checking requires persistent monitoring to
maintain quality. If possible, we would work toward
maintaining a level of in-house plan check with
contract services used on the peek overflow projects.
- estimated Cost: $32,000.00
Transfer staff from
- Loss of value in Capital Program@ through delayed
Project Development
project development. Reduction in already strained
program.
OPTION C
RECOMMENDAW: Option B •
0
SERVICE
'ENGINEERING
Public Works
Inspection
- The inspection of street and
drainage improvements in conjunction
with development projects
- The administration and inspection of
capitol improvement projects
CURRENT STAFFING
2 Senior Public Works Inspectors
3 Public Works Inspectors
0
SERVICE OPTION
IMPLEMENTATION
SERVICE IMPACT
- For the past two years we have retained a contract firm
to provide inspection in the Plaoned Communities. The
annual cost of this service has ow reached nearly
$80,000 per year. Lou of approximately $25;000 per
year in coat of contract inspection has occurred as a
OPTION A
Retain Current
result. Inspection services are otherwise adequate.
Service Level and
- Otherwise adequate.
Staffing
Add 1 Senior Public
- Replacing contract services with City staff at a coat
Works Inspector to
of approximately $55,000, would save approximately
replace contract
$25,000. With the Regional Center and Day Creek on the
horizon, we do not see the need for this position being
reduced. Because of recruitment delays and transition
needs, the first year's savings would be $12,000+/-.
OPTION B
OPTION C
RECOMMENDATION: OpL.o. B
54
SERVICE
ENGINEERING
Traffic
71affic maaaaement including;
- Maintenance of records of all
traffic control devices on secondary
and arterial streets existing and
installed
- Maintenance of traffic accident data
and review of severe locations
- Maintenance of traffic count data
- Complaint response and Traffic
Committee reports and rev ievs
- Completion of interrogatories,
depositions and testimony on
litigation related to traffic issue.
- Coordination of striping contract
Coordination of traffic signal
maintenance
- Traffic signal design and priorities
- Traffic safety surveillance
CURRENT STAFFING
1 Traffic Engineer
1 Assistant Civil Engineer
1 Engineering Aide
55
SERVICE OPTION
IMPLEMENTATION
SERVICE
IMPACT
- Service levels adequate.
Additional arterial planning
requires consideration as
a part of the Capital budge[
process.
OPTION A
Retain Current
Service Level and
Staffing
OPTION B
OPTION C
RECOMMENDATION; Option
AOL
0
•
SERVICE
ENGINEERING
Capital Proiecte
Management and design of all street
and atom drain improvement projects
including:
- Long range capital programa
- Maintenance of storm drain master
plan
- Coordination with General Planning
- Administer pavement management
program
- Solicit consultant design services
- Negotiate and administer design
contracts
- Plan check design of improvement
projects
- Coordinate utility relocations
- Negotiate property acquisition
- Administer environmental reviews for
capital projects with property
owners
- Prepare grant applications
- Administer and coordinate federally
funded programs-
- Prepare transportation improvement
program an Article 8 claims with
SANBAG
- Prepare plana, specifications and
estimates for project construction
contracts
- Administer underground utility
districts
- Plan check proposed major utility
projects such as sever, water and
gas distribution
CURRENT STAFFING
1 Senior Civil Engineer
1 Associate Civil Engineer*
1 Assistant Civil Engineer
1 Engineering Technician
1 Engineering Aide
* On loan to Plan Check
•
SERVICE OPTION
IMPLEMENTATION
SERVICE IMPACT
- This section has been uuderstaf fed throughout the year
but has maintained the Capital Program well. Increased
Systems fees taken with the Section staffing problems
have resulted in leu than optimum program efficiency.
Because this Section has yet to reach full staffing, it
OPTION A
Retain Current
is difficult to assess any deficiencies. It is not
Seryice Level and
proposed to add staff until we are better able to
Staffing
evaluate fund availability and existing staff
capabilities. Further mid -year review would be
recommended if necessary. It is also expected that
this area will be somewhat relieved due to transfer of
developer cooperative projects to the Special Projects
Section.
OPTION B
OPTION C
RECOMMENDATION: option A
56
SERVICE
ENGINEERING
Special Projects
Day Creek
- Project Administration
- Plan Check Design of Road Crossings
and Side Drainage
Plan Check
SEE PLAN CHECK SECTION
Administer Cooperative Proieets with
Developers including:
- Negotiation of design and
construction agreements
- Plan checking plans
- Auditing cost
- Prepare reimbursement and fee credit
analysis
CURRENT STAFFING
I Senior Civil Engineer
1 Associate Civil Engineer
57
SERVICE OPTION
IMPLEMENTATION
SERVICE IMPACT
- Adequate for Day Creek Project. Positions optimized
through consolidation with Plan Check coordination -
See Plan Check Analysis.
- Less than optimam Beautification Program; problems of
clerical overload.
OPTION A
Retain Current
Service Level and
Staffing
Add 1 Landscape
- Addition of a Landscape Architect would facilitate the
Architect
implementation of the City's Beautification Program and
also provide a resource for Landscape Plan Checking.
With the development of the Planned Communities,
extensive landscaping is being introduced into the City
maintained system. To date, designs on this work have
been reviewed by the Maintenance Superintendent as time
OPTION B
allows. Overall quality is deficient.
Add 1 Office
- The additional workload created by Day Creek and
Assistant
associated and additional record needs require
additional clerical assistance.
OPTION C
RECOMMENDATION: option B A C
0
9
SUPPLIES & SERVICES
classification
Travel & meetings
Mileage
Maint & Operations
Dues
Contract Service
59
TOTAL 103,115 103,488
ACTIVITY INFORMATION
3100 Travel & Meetings
League of California Cities Annual Conference
Traffic Engineers Institute
City Engineers Conference
League of California Cities Public Works Conference
Professional Seminars/Conferences as needed
3956 Dues
American Public Works association, (3)
Institute of Traffic Engineers
Riverside/San Bernardino Traffic Engineers (2)
City & County Engineers
American Society of Civil Engineers (2)
City Engineers Association
RCE Renewal
Construction Inspection Assoc.
Maintenance Superintendants Assoc.
6028 Contract service
Development Plan Check
Inspection (Transition)
1983-84
1983-84 Actual
Budget Expense
------- -------
2,000 2,871
250 102
5,125 12,532
565 540
284,464 163,547
292,404 179,592
IUIT:To
TOTAL
TOTAL
Expenses 1985-86 Council
1984-85 Thru Proposed Approved
Budget 5-31-65 Budget budget
------- -------- -------- --------
1,650 1,485 6,700
750 41 750
10,000 11,958 29,025
830 459 1,600
200,000 205,917 185,000
------- ------- ------- -------
213,230 219,860 223,075 0
250
100
200
600
0
1,150
250
120
10
50
400
a
a
a
0
830
200,000
a
200, 000
700
300
20e
300
5,200
6,700
400
150
25
e
400
25
0
400
200
1,600
150,000
35,000
165,000
0 0 .1
1982-83
1982-83
Actual
Account
-------
Budget
-------
Expense
-------
3100
1,800
1,333
3300
250
134
3900
5,500
7,066
3956
565
298
6028
95,000
--- ---
94,657
-------
TOTAL 103,115 103,488
ACTIVITY INFORMATION
3100 Travel & Meetings
League of California Cities Annual Conference
Traffic Engineers Institute
City Engineers Conference
League of California Cities Public Works Conference
Professional Seminars/Conferences as needed
3956 Dues
American Public Works association, (3)
Institute of Traffic Engineers
Riverside/San Bernardino Traffic Engineers (2)
City & County Engineers
American Society of Civil Engineers (2)
City Engineers Association
RCE Renewal
Construction Inspection Assoc.
Maintenance Superintendants Assoc.
6028 Contract service
Development Plan Check
Inspection (Transition)
1983-84
1983-84 Actual
Budget Expense
------- -------
2,000 2,871
250 102
5,125 12,532
565 540
284,464 163,547
292,404 179,592
IUIT:To
TOTAL
TOTAL
Expenses 1985-86 Council
1984-85 Thru Proposed Approved
Budget 5-31-65 Budget budget
------- -------- -------- --------
1,650 1,485 6,700
750 41 750
10,000 11,958 29,025
830 459 1,600
200,000 205,917 185,000
------- ------- ------- -------
213,230 219,860 223,075 0
250
100
200
600
0
1,150
250
120
10
50
400
a
a
a
0
830
200,000
a
200, 000
700
300
20e
300
5,200
6,700
400
150
25
e
400
25
0
400
200
1,600
150,000
35,000
165,000
0 0 .1
CAPITAL OUTLAY
1982-83
1983-84
EwPenses
1985-86
Proposed
Cour" ,l
Approved
1982-83 Actual
1983-84
Actual
1984-85
Budget
Thru
5-31-85
9 et-
bud4et
Classification Account Budget Expense
Budget
_______
Expense
_______
9
_______
______ --
_bud_
- -
_______ _______
3,500 695
3,500
2,347
27,000
14,66
48,3
_ --
Equipment 7044 _______ _______
695
3,500
2,347
27,000
_______
14,"66
_______
48,330
TOTAL 3,500
ACTIVITY INFORMATION
7044 Equipment7
field and office equipment parent (Calculators, Files, Etc)
000
15,000
7,830
10,500
Miscellaneous
Support Equipment for new hires (desks,chairs,etc)
1,500
15,000
Word Processing upgrade equipment
2,500
0
Form Package Software
500
0
Printer Stand
508
0
Sound Cover
0
0
Copy Machine (Traffic Design)
0
8,000
e Micro Computer and associated Software
0
7,000
Blueprint machine
-------
-------
------f15,500
27,000
48,330
$15,506to be funded from the Day Creek Assmt Dist r.
61
STREET & PARK MAINTENANCE
FUND: General ACCOUNT:1-647/657
DEPARTMENT SUMMARY
Classification
Personnel
Supplies 6 Services
Capital Outlay
TOTAL
PERSONNEL
Classification
Public Works Engineer
Maint Superintendent
Maint Crew Supervisor
Sr Maintenance Worker
Maintenance Worker
Street Sweeper Operator
Overtime
Part-time
Step lncr Contingency
TOTAL
Posit ior,
Current
_______
Proposed
-------
1.0
1.0
1.0
1.0
2.0
2.0
2.0
3.0
10.0
9.0
2.0
2.0
18.0 18.13
1982-83 1983-84 Expenses 1985-86 Counc11
1982-83 Actual 1983-64 Actual 1984-85 Thru Proposed Approved
-Budget Expense -Budget Expense Budget 5-31-85 Budget Bud
et------ ------- 8888___ 888___
8888___
________ ________ _
237,084 193,702 219,663 196,901 393,982 235,687 403,408 0
1,082,200 924,794 1,084,400 1,076,166 1,265,400 1,103,495 1,387,600 0
--51200 ---4,405 11,100 3,154 44,400 20,751 15,000 0
88 _806_0__ _
24,484 1,122,901 1,315,163 1,276,221 1,703,782 1,360,13333 __-____
1,806,008 a
1982-83
1982-83 Actual
Budget Expense
_______ -------
33,258 33,258
26,976 26,976
63,873 50,600
0 0
112,977 74,340
0 0
0 7,895
0 433
a a
237,084 193,702
1983-84
1983-84 Actual
Budget Expense
35,936 35,936
29,438 29,438
43,320 40,020
a 0
97,594 82,504
0 0
10, 0ae 5,628
0 a
3,375 3,375
219,663 196,901
Expenses 1985-86 Council
1984-85
Thru
Proposed Apprc•ved
Budget
_______
5-31-85
________
Budget Budget
________
38,648
39,600
32,163
32,163
62,805
63,705
45,789
59,076
162,229
143,998
33,949
36,866
10,000
6,462
10,000
5,814
5,794
12,000
2,585
6,000
393,982
235,887
403,408 0
0 0 is
Ll
SERVICE
tMGINEERING
Public Works
Maintenance
- Parka
- Parkways
- Tree Maintenance
- Road Maintenance
- Street Maintenance
- Traffic Maintenance
- Supplemental labor (summer months)
CURRENT STAFFING
I Maintenance Superintendent
2 Maintenance Crew Supervisors
2 Senior Maintenance Workers
2 Street Sweeper Operators
10 maintenance Workers
5 Pert -time summer
SERVICE OPTION
IMPLEMENTATION
SERVICE IMPACT
- Current levels are adequate with alight weakness in
area of park supervision. As the system groan.
additional staffing will be required. Io the near
future. we see significant increases in the area of
Park and Parkway Maintenance and Supervision.
OPTION A
Retain Current
Service Level and
Staffing
Reclassify
- Improve lines of authority and increase accountability
Maintenance Worker
through closer supervision.
to Senior
- Minimal budget impact.
Maintenance Worker
for Parke
OPTION B
OPTION C
RECOMMENDATION: Option B
62
SUPPLIES S SERVICES
Classification
Account
Travel & Meetings
3100
Maint & Operations
3900
Dues
3956
Contract service
6025
Street Lites
6040
TOTAL
ACTIVITY INFORMATION
3100 Travel & Meetings
Safety Training
So. Califorinia Turf Grass Show
Street Superintendents Meetings
3900 Maintenance & Operations
See Annual Work Program for Details
3956 Dues
Internation Society of Arborculture
Street Superintendents Assoc.
So. California Turf Grass Council
Miscellaneous
63
1982-83 1983-64 Expenses 1965-86' Council
1982-83 Actual 1983-84 Actual 1964-65 Thru Propos" Approved
Budget Expense Budget Expense Budget 5-31-85 Budget Budqet
------- ------- -------------- ------- -------- ------- -------
200 Ila 200 350 200 171 200
191,800 152,131 123,000 151,442 140,000 91,762 100,000
200 60 200 60 200 60 400
465,000 463,493 536,000 520,180 700,000 658,760 622,000
425,000 308,972 425,000 404,134 425,000 352,742 425,000
------- ------- ------- ------- ------- ------- ------- -------
1,082,200 924,794 1,084,400 1,076,166 1,265,400 1,103,495 1,347,600 0
TOTAL
TOTAL
TOTAL
6028 Contract Service
Equipment Rental
Storm Operations
Street Sweeping
Tree Trimming
Traffic Striping
Signal maintenance
Equipment Patching
Concrete Repair
Parkway Maint-Planned Communities (Deer Creek, Victoria, Etc)
Parkway Weed Control
Dump Fees
TOTAL
100
50
50
200
140,000
50
50
50
50
200
40,000
30,000
30,000
100,000
75,006
100,000
65,000
30,000
185,000
35,000
10,000
700,000
50
50
50
50
-'--400
30,000
30,000
30,000
100,000
100,000
100,000
35,000
50,000
300,000
35,000
12,000
822,000
Is 0 0
u
CAPITAL OUTLAY
Classification Account
Building Improvements 7043
Equipment 7044
TOTAL
ACTIVITY INFORMATION
7043 Building Improvements
Yard Gate Replacement
7044 Equipment
Chain Saw
Jack Hammer
Cut Off Saw
Hedge Trimmer
Arrow Board
Portable Generator
Are Welder
Manhole Cleaning safety equipment
Detaching Mowing Reels
Turf Aerifier
Edger
Lawnmower
64
1992-83
1983-84
Expenses
1985-86 Counc11
1982-83
Actual
1983-84
Actual
1984-85
Thru
Proposed Approved
Budget
Expense
Budget
-------
Expense
-------
Budget
-------
5-31-85
--------
Budget B!ulget
----------------
-------
1,200
-------
0
6,000
0
20,000
0
6,000
4,000
4,405
5,100
3,154
-------
24,400
-------
20,751
-------
9,000
--------------
-------
5,200
-------
4,405
-------
11,100
3,154
44,400
20,751
15,000 0
TOTAL
20,000
6,000
1,000
0
1,500
0
550
0
350
0
6,000
5,000
1,000
0
2,000
0
5,000
0
3,000
4,000
4,000
0
0
400
0
500
TOTAL
-------
24,400
-------
9,900
64
65
COMMUNITY SERVICES
FUND: General ACCOUNT: 1-532
DEPARTMENT SUMMARY
Classification
Personnel
Supplies 6 Services
Capital Outlay
TOTAL
PERSONNEL
Classification
Community Service Dir
Park Projects Coordinator
Community Svc Coordinator
Sr Recreation Supervisor
Recreation Supervisor
Assistant Park Planner
Senior Office Assistant
Office assistant
Part-time
Step Incr Contingency
TOTAL
Post ior's
Current Prop
----1---
.0
1.0
1.0
0.0
2.0
1.0
1.0
2.0
9.0
1982-83 1983-84
1982-83 factual 1983-84 Actual
Budget Expense Budget Expense
------- ------- ------- -------
177,515 150,069 196,621 162,048
82,375 53,284 74,445 89,111
0 0 3,550 4,378
259,890 203,353 274,616 255,537
1982-83 1983-84
1982-83 Actual 1983-84 Actual
used Budget Expense Budget Expense
---- ------- ------- ------- -------
1.0 40,298 40298 41,739 41739
1.0 a 0 13,374 6492
1.0 0 0 0 0
1.0 a 0 0 0
2.0 36,564 36342 41,516 41516
2.0 0 0 0 0
1.0 19,116 19116 19,754 19754
2.0 8,728 8728 14,645 14645
70,809 45585 64,260 36569
0 0 1,333 1333
11.0 177,515 150,069 196,621 162,048
Expenses 1985-86 Council
1984-85 Thru Proposed Approveu
Budget 5-31-85 Budget Budget
------- -------- -------- --------
254, 966
-------254,966 236,007 353,932 0
69,885 62,809 132,290 0
23,400 22,459 27,750 0
348,251 323,275 513,972 0
Expenses 1985-86 Council
1984-85 Thru Proposed Approved
Budget 5-31-85 Budget Budget
------- -------- -------- --------
49,536 54,336
35,273 37,104
23,631 25,656
0 24,40a
51,721 53,928
7,500 46,344
16,915 17,220
16,773 30,840
44,436 53,459 57,000
9,181 7,096
_______ ________ ________
254,966 238,007 353,932 0
0 0 •
SERVICE
COMMUNITY SERVICE DEPARTMENT
Park Improvements
- Land negotiation and acquisition
- Design
- Development
- Staff support of Park Development
Commission
Recreation Services
- Community Center Operations
- Program coordination, i.e.; classes,
special events, trips and sport
leagues
- Marketing of recreation program
Disaster Preparedness
- Development of D.Y. Plan
- Public information program
Historic Preservation
- Staff support of Historic
Preservation Commission and citizen
organizations interested in Historic
preservation.
Logistical Support
- All items above and general
administrative interaction with
other Departments
CURRENT STAFFING
1 Community Services Director
1 Parks Development Coordinator
1 Assistant Park Planner
I Community Services Coordinator
2 Recreation Supervisors
1 Senior Office Assistant
2 Office Assistants
SERVICE OPTION
IMPLEMENTATION
SERVICE IMPACT
- Continued increases in park development activities will
stretch existing resources to the limit and will
dictate a more 'reactionary' operational mode that the
'proactive' one desired.
- Continued community growth has increased consumer
OPTION A
Retain Current
demand for recreation services. Efforts of full time
Service Level and
recreational personnel spent primarily in 'reactionary'
Staffing
mode. Continuation of this posture will stymie the
realization of maximizing full potential.
Add 1 Assistant Park
- The addition of this position in the Park Improvements
Planner trainee and
section will move the operation into the desired
1 Senior Recreation
proactive stance, enabling the Department to keep the
Supervisor in
General Plan Element current, process projects in a
Recreation Services
more timely manner than resources now permit, develop
designs for future projects, etc.
- As in the park section, addition of personnel resources
OPTION B
in Recreation Services will permit us to plan ahead
'big picture' vise and utilize current resources more
effectively through closer review and analysis than is
now possible.
OPTION C
RECOMMENDATION: Option B
NO
67
SUPPLIES S SERVICES
1982-83
19b3 -b4
Lxpenses
1985-86 Council
1982-83 Actual
1983-84
Actual
1984-85
Thru
Proposed Approved
Classification Account
-------
Budget Expense
--------------
budget
-------
Expense
-------
Budget
-------
5-31-85
--------
Budget Budget
-------- ---------
Travel & Meetings 3100
1,550 2,122
2,595
3,821
4,850
5,702
7,035
Mileage 3300
2,600 2,557
2,500
3,500
3,600
2,539
4,000
Maint & Operations 3900
67,975 39,229
59,815
42,292
46,000
42,042
88,000
Dues 3956
250 205
280
325
265
425
555
Contract service 6028
10,000 9,171
--------------
9,255
-------
39,173
-------
15,000
-------
12,101
--------
32,700
----------------
TOTAL
82,375 53,2x4
74,445
89,111
69,715
62,809
132,290 0
- ACTIVITY INFORMATION
3100 Travel & Meetings
California Park & Recreation Society Conference
1,900
2,375
National Recreation & Park Association
Conference
850
850
Local Meetings as needed
100
1,350
League of California Cities Community Service Conference
650
350
National Recreation & Park Association
Revenue School
Boo
400
National Recreation & Park Association
Design & Maintenance
550
0
League of California Cities Annual Conference
0
700
Newsletter Workshop
0
-------
1,010
____-_-
TOTAL
4,850
7,035
3300 Mileage
Mileage Reimbursement -Dept Head
2,400
2,400
Mileage Reimbursement -Staff
1,200
-------
1,600
-___---
TOTAL
3,600
4,000
3900 Maintenance & Operations
Utilities -
23,000
30,000
Office Supplies
3,200
3,600
Printing & Publications
15,000
38,000
Building Maintenance Supplies
4,000
15,000
. Uniforms -Recreation Staff
800
-------
1,400
-------
TOTAL
46,000
88,000
3956 Dues
National Recreation & Park Association
125
150
California Park & Recreation Society
140
375
Southern CAlifornia Municipal Athletic
Federation
0
-------
30
______-
TOTAL
265
555
6028 Contract service
Park Site Appraisal(s) and Professional
Land Services
7,000
7,000
Park Site Survey
6,000
0
Computer/Printer Maintenance Contract
..
1,000
5,500
Miscellaneous
-
1,000
3,000
Minutes/Park Dev Comm & Pk Commission
0
1,400
Office Equipment Rental(s)
0
''•000
Janitorial Services -Lions
0
0
9,300
7'500
Alarm System Svc RCNC & Lions
•
•
TOTAL
15,000
32,700
CAPITAL OUTLAY
.:
I'Jae-63
1983-84
Expenses
1985-86
Council
1982-83
Actual
1983-84
Actual
1984-85
Thru
Proposed
Approved
Classification Account
Budget
Expense
Budget
Expense
-------
Budget
-------
5-31-85
---
Budget
---
Budget
-_--_---
-------
Building Improvements 7043
-------
0
-------
0
-------
0
0
1,400
7,389
23,000
Equipment 7044
0
-------
0
-------
3,550
-------
4,378
-------
22,000
-------
15,070
--------
4,750
-
-----__-
TOTAL
0
0
3,550
4,376
23,400
22,459
27,750
S
ACTIVITY INFORMATION
7043 Building Improvements
Repaint Lions Facility- Inside & out.
0
9,000
Repaint RCNC-Partial Interior
0
5,000
Renovate RCNC Parking Lot Lights
0
5,000
Miscellaneous Building Repairs
1,400
-------
4,000
-------
1,400
23,000
7044 Equipment
Support Equipment -New Hires
22,000
4,000
Drafting Equipment
0
750
-------
22,000
-------
4,750
.:
69
PUBLIC
SAFETY
Costs Costs
SERVICES 1964-85 1985-86
-------- --------
11 - General Law Patrol Units 1.985.668 2,048.250
6 - Traffic Patrol Units 401.170 541.964
5 - Detective Units 357,916 361,530
UNIT COSTS
SUPPORT SERVICE
2,744,748 2,951.744
Equipment 20,547 23.285
Personnel 264,838 295,794
Miscellaneous 4.000 4,000
County Direct Costs 45,629 48.160
TOTAL SUPPORT SERVICE
TOTAL CONTRACT
CONTINGENCY FOR M.O.U.
COUNTY COSTS
COSTS TO BE PAID DIRECTLY BY THE CITY:
Contracts
Utilities
Personnel
Unit Maintenance & Ooerations
Meetings & Dues
Miscellaneous
Caoital Outlay
TOTAL COSTS PAID BY CITY
335,014 371,239
3,079,762 3.322,983
75,600 83,760
3,154,762 3,406,743
71,425
15, 000
211.917
164,771
2.596
23,012
0
488.721
47.364
38.449
162.816
202, 020
5.096
13,212
13.464
482.421
TOTAL LAW ENFORCEMENT COST 3,643.483 3,889.164
• (1) County Personnel cost s*'a
act to chance due to memorandum
of understanding (MOU).
(2) County Costs do not inc fuel and vehicle maintenance.
(3) includes liability insuranra and norsrnnnel bondinc.
SUPPORT SERVICE
Radio Dispatchers
1129652
Sergeant's marked unit
69336
Travel Expense
41000
Captain 3 Vehicle
679927
Secretary II
249621
Safety unit extra help
109394
COSTS
Costs
FIELD
SERVICE
Additional unmarked detective unit
59282
1984-85
--------
1985-86
--------
-------------
5 -
168
hr.
General
Law Patrol Units
1,363,665
1376185
1 -
112
hr.
General
law Patrol Units
196,419
198206
2 -
80
hr.
General
Law Patrol Units
2650154
269544
2 -
80
hr.
Traffic
Patrol Units
265,154
269544
4 -
40
hr.
Traffic
Patrol Units
1369016
272420
1 -
56
hr.
General
Law Patrol Unit
92,922
0
3 -
40
hr.
General
Law Patrol Unit
67,508
204315
5 -
40
hr.
Detective Units
357,910
--------
361530
TOTAL
PATROL
UNIT COSTS
29744,748
2--------
1951,744
SUPPORT SERVICE
Radio Dispatchers
1129652
Sergeant's marked unit
69336
Travel Expense
41000
Captain 3 Vehicle
679927
Secretary II
249621
Safety unit extra help
109394
Senior Deputy differential
119289
Secretary differential
999
Additional unmarked detective unit
59282
4 -wheel drive unit
69429
Deputy I
369956
Replacement - Radar
2,500
County Direct Costs
459629
Transcriber Typist II
0
TOTAL SUPPORT SERVICE 3359014
TOTAL CONTRACT COSTS
CONTINGENCY FOR MOU
TOTAL COUNTY COSTS TO CITY
70
112,650
6,174
4,000
69,987
24,621
15,591
11,631
999
5,282
6,429
38,296
5,400
48,160
22,019
371,239
39079,762 3,322,983
759000 83,760
3,154,762 3,406,743
71
COSTS
COSTS
CONTRACTS
---------
1984-85
1965-86
Building (Leases)
--------
27,368
--------
29.459
Communications Eauipment
44.865
--------
17.985
TOTAL
71,425
--------
47.364
PER;80f6ifcL
Police Clerks (4)
66.455
33.114
Crossing Suards
20,609
20.606
Overtime (Sheriff Personnel)
182.853
--------
189.896
TOTAL
211,917
--------
162.816
UTILITIES
Sas. Electric, Nater Etc.
TOTAL
15,000
38,449
VEHICLE UNIT OPERATING COSTS
----------------------------
Fuel
98.800
69.768
Maintenance
64,471
112.328
Air Pollution Control Inso
426
a
Radar Maintenance
1,880
0
TOTAL
164,771
282.820
OFFICE SUPPLIES/MISC COSTS
-------------------------
LDF (PORAL)
1,500
2,500
Maintenance Supolies
13,525
13.212
Crime Prevention material
1,050
a
Office Furniture
6,937
--------
13.464
TOTAL
23.012
--------
29.176
MEETINGS { DUES
---------------
West End Chiefs
96
96
Service Clubs
156
150
Crime Prevention
500
750
• FBI Seminar
..
475
a
Reserve Installation Dinner
1.500
1,50a
Miscellaneous as needed
0
1"
• TOTAL
--------
2.713
--------
2.596
482,421
.NON CONTRACITB
488.840
0
SERVICE
IMPLEMENTATION
SHERIFF'S DEPARTMENT
Administrative Services
- All current service levels and staffing except for
- Administration and Personnel
- Crime Prevention
Crime Prevention are adequate to meet the anticipated
- Records and Reception
- Property and Evidence
- Radio Dispatch
respond to growing community needs.
CURRENT STAFFING
1 Captain
1 Lieutenant 5
Dispatchers
1 Sergeant 1
Secretary II
I Deputy II I
Secretary I
I Auto Asat. 5
Clerks
1/2 Extra Help 1
Public Info.
(Safety)
Clerk
SERVICE OPTION
IMPLEMENTATION
SERVICE IMPACT
- All current service levels and staffing except for
Crime Prevention are adequate to meet the anticipated
needs. Crime Prevention programs would not be able to
respond to growing community needs.
OPTION A
Retain Current
Seryice Level and
Staffing
Increase half-time
- This option would result in a higher level of
extra help position
responsiveness to demands for Crime Prevention programs
to three-quarter
being generated by increasing number of residential
time
communities.
OPTION R
OPTION C
RECOMMENDATION: Option g
72
SERVICE
SHERIFF'S DEPARTMENT
General Patrol S r ices
- Proactive Patrol
- Public Safety
- Criminal Investigations
- Public Services
- School Resources
- 9-9 Patrol
CURRENT STAFFING
4 Sergeants
3 S.D. PTO's
28 Deputy II Patrol Officers
1 g-9 Dog
AOL
73
SERVICE OPTION
IMPLEMENTATION
SERVICE IMPACT
- Lack of continued movement towards proactive patrol
level goal of 451 by 1/1/87.
- Depending upon the calls -for -services generated by
increasing residential population and growth in
residential area to be patrolled, we could logs ground.
OPTION A
Retain Current
Service Level and
Staffing
Add 1 Deputy II
- Would return level of staffing to pre R-9 level and
Patrol Officer and
would enhance our potential for attaining the desired
1 marked patrol
proactive patrol level of 451 by 1/1/87.
unit
OPTION B
OPTION C
RECOMMENDATION: Option B
0
SERVICE
SHRRlFF'S DEPARTMENT
Traffic Safety Services
- Proactive Patrol
- Traffic Accident Investigation
- Public Awareness
- Traffic Enforcement
CURRENT STAFFING
1 Sergeant
6 Deputy II Patrol Officers
SERVICE OPTION
IMPLEMENTATION
SERVICE IMPACT
- The amber of injury traffic collisions would continue
to increase at an unacceptable rate.
- The time required to investigate the growing umber of
traffic collisions would leave less time for
enforcement which would result in an even faster rate
OPTION A
Retain Current
of increase.
Service Level and
Staffing
Add 2 Deputy 1I
- Would result in a higher level of selective enforcement
Patrol Officers and
which would serve to reduce the rate of increase in
2 marked patrol
traffic collisions.
units equipped in
- Would provide an increase in proactive patrol time
radar
which would result in higher visibility in areas
subject to collisions during peak collision periods.
OPTION B
Reassign 2 Deputy
- The results of this option would be the same as Option
II Patrol Officers
0 for the Traffic Safety Program. However. the impact
and 2 marked patrol
on the general law patrol services would be significant
units from general
in terms of maintaining an acceptable level of
law patrol
proactive patrol.
OPTION C
RECOMMENDATION: Option B
74
SERVICE
SHERIFF'S DEPARTMENT
Investigative Services
- Follow-up Criminal Investigations
- Court Investigations
- Criminal Complaints Process
- Gang Intelligence
CURRENT STAFFING
1 Sergeant
S Senior Deputy Investigators
1 Deputy 11 - Gang Officer
1 Deputy II - Complaint Officer
75
SERVICE OPTION
IMPLEMENTATION
SERVICE IMPACT
- Current service level and staffing is adequate to meet
anticipated needs.
OPTION A
Retain Current
Service Level and
Staffing
OPTION E
OPTION C
RECOMMENDATION: option A
0
76
77
RECREATION SERVICE
funds Enterprise ACCOUNT, 13-567
DEPARTMENT SUMMARY
--_-_Classification
------------
Personnel
5upplies.d Services
CCapital Outlay
TOTAL
PERSONNEL
Classification
-------------------
Part-time
TOTAL
1982-83 1983-84 Expenses 1985-86 Council
1982-83 Actual 1983-84 Actual 1984-85 Thru Proposed Approveo
Budget Expense Budget Expense Budget 5-31-85 Budget Budget
_______
_______ _______
________ _____ ___
0 5,126 7,500 6,503 15,855 4,493 22,500 0
71,762 82, 53a 132,653 107,910 166,000 87,975 144,334 0
-5,775 5,225 27,193_ 12,873 14,650 23,066 5,000 0
___ _______
_______
,537 92,889 167,34E 127,286, 196,505 115,534 171,834 0
Positions 1982-83
1982-83
Actual
1983-84
1983-a4
Actual
1984-85
Expenses
1985-86 Council
Current Proposed Budget
Expense
Budget
Expense
Budget
Thru
5-31-85
Proposed Approved
_______
_______
_______
_______
budget Budpet
______ _______
- --_-__0
5,126
_______
7,500
_______
6,503
_______
15,855
4,493
___ _
22,500
0.0 0.0 0
5,126
7 500
6,503
_______
15,855
________
4,493
________ _______
22,500 0
•
•
•
a
CJ
SUPPLIES A SERVICES
VTC
1982-83
1983-84
Expenses
1985-86
Council
1982-83
Actual
1983-84
Actual
1984-,35
Thru
Proposed
Approved
Classification Account
Budget
Expense
-------
Budget
-------
Expense
-------
Budget
-------
5-31-85
--------
Budget
--------
Budget
--------
-------
Maint 6 Operations 3900
-------
7,500
7,363
10,500
2,790
10,000
5,855
20,000
Contract Service 6028
64,262
75,175
-------
122,153
-------
105,120
-------
156,000
-------
82,120
--------
124,334
--------
--------
TOTAL
-------
71,762
82,538
132,653
107,910
166,000
87,975
144,334
0
ACTIVITY INFORMATION
6028 Contract service
Contract Instructors,Special Events,Program Development
TOTAL
156,000
124,334
3900 Maintenance 8 Operations
Printing, Publications for recreational
activities
TOTAL
10,000
24a,000
CAPITAL OUTLAY
19,32-83
1983-84
Expenses
1985-86
Council
1982-83
Actual
1983-84
Actual
1984-85
Thru
Proposed
Approved
Classification Account
Budget
Expense
Budget
-------
Expense
-------
Budget
-------
5-31-85
--------
Budget
--------
Budget
--------
-------
Building Improvements 7043
-------
1,700
-------
2,991
7,800
0
0
13,895
0
Equipment 7044
4,075
-------
2,234
-------
19,393
-------
12,873
---------
14,650
-------
9,171
--------
5,000
--------
--------
5,775
5,225
27,193
12,873
14,650
23,066
5,000
0
ACTIVITY INFORMATION
7044 Equipment
Start up Equipment-RCNC
3,500
0
Computer enhancements
11,150
5,000
VTC
79
VEHICLE & EQUIPMENT
FUND: Enterprise ACCOUNT: 60-225
DEPARTMENT SUMMARY
SUPPLIES & SERVICES
Classification
Account
1982-83
3930
1983-84
3931
Expenses
1985-86
Council
1902-03
Actual
1903-84
Actual
1984-85
Thru
Proposed
Approved
classification
---------------
Budget
_______
Expense
-------
Budget
-------
Expense
-------
Budget
-------
5-31-85
--------
Budget
--------
Budget
Personnel
0
e
0
0
0
0
0
-------
0
Supplies & Services
220,937
170,014
170,000
162,075
102,800
147,973
197,501
0
Capital Outlay
0
_______
0
_______
49,240
_______
41,115
_______
167,240
_______
0
________
209,398
________
0
TOTAL
220,937
170,014
219,240
203,190
290,040
147,973
406,099
-------
0
SUPPLIES & SERVICES
Classification
Account
Fuel
3930
Vehicle & Equip Maint
3931
Contract service
6028
TOTAL
ACTIVITY INFORMATION
6028 Contract service
Heavy Equipment Repair -Outside Service
1982-83 i9B3-84 Expenses 1985-86 Council
1902-83 Actual 1983-84 Actual 1984-85 Thru Proposed Approved
budget Expense Budget Expense Budget 5-31-85 budget Budget
------- --------------------- ------- ---------------- -------
128,404 116,442 95,000 105,446 30,0ee 93,672 109,869
82,533 47,630 60,000 56,305 56,100 54,301 65,394
10,000 5,942 25,000 324 16,700 0 22,238
_______ _____________________ _______ ______________ -------
220,937 170,014 170,000 162,075 102,000 147,973 197,501 0
TOTAL 16700 22,238
CAPITAL OUTLAY
Classification
Vehicles
1982-83 1983-84 Expenses 1985-86 Council
1982-83 Actual 1983-84 Actual 1984-85 Thru Proposed Approved
Account Budget Expense Budget Expense Budget 5-31-85 Budget Budget
------- ------------------`_--------------- _____ -------
7045 a a 49,40 41,115 187,240 209,398
a 0 49,240 41,115 187,240 0 209,398 0
ACTIVITY INFORMATION
7045 Equipment
Roseman Gang Mower Lease Purchase Payment
Mid Size Pickup - Replaces Unit 8221
3/4 ton pickup (3) - Replaces units 511,520 & 610
3/4 Ton Pickup with Dump Body & Radio - Replaces Unit 8420
Inspector Vehicle
Supervisor Inspector Vehicle -
Street Sweeper Lease payment
Mid size sedans - Replaces units 110,210,711 and the Silver Bullet
City pool vehicles - Planning, Eng, Comm Svcs, & Bldg & Safety
Heston type mower and towing trailer - Replacement
RM
9,240 7,657
10,000 11,585
15,000 48,722
13,500 0
42,500 0
12,000 0
85,000 34,834
0 39,950
0 50,000
0 16,650
187,240 2.09,398
0
COMMUNITY IMPROVEMENT
PROGRAMS
PROGRAM TITLE
Playground Development
Field Lighting
Church Street Park
Trails
Cucamonga Creek
Survey of sites.
Contract payment -Nov 85
Contract payment -Mar 86
Hermosa Park Site
Hermosa Park Site
West Beryl
PROGRAM DESCRIPTION
Various locations, bear
Gulch. Church Street, Etc.
Lightiang project at beryl
Park.
Current project under development.
Under study for development.
Facilities development in con-
junction with development of Creek.
Project.
Beryl and Hermosa sites.
1st installment payment on
Rancho Cucamonga park.
End installment payment on
Rancho Cucamonga Park.
Plannir❑ and Engineering of
Hermosa Park. site.
Development of hermosa Park.
Planning and Engineerinq of W.
Beryl Park. Site.
PROGRAM COSTS: $1,951,499
FUNDING SOURCE(S): Park. Development
Fees,Grants.
xxv
01
COMMUNITY IMPROVEMENT
PROGRAMS
PROGRAM TITLE
Local Street Preventive
Maintenance.
Local Street Reconstruction
Hamphsire, Devon, Malachite,
Leucite, Klusman, Jadeite
and Misc. Alley Constr.
Vineyard Ave Reconstruction
Traffic Signals
Highland Avenue
Rochester Ave @ R. R. crossing
1911 Act Protect Development
Developer Cooperative Protects
Circulation Planning Studies
Hermosa/Turner Improvement Program
PROGRAM DESCRIPTION
General maintenance & Uok.eeo.
Est. Cost $ 100,000
Repair of streets beyond normal
maintenance control.
Est. Cost $ 250,000
Arrow to Foothill design only.
Est. Cost $ 10,000
Vineyard & Ninth
Baseline & Beryl
Arrow & Hellman
Est. Cost $ 210,000
Bridge at Alta Loma Channel
design only.
Est. Cost $ 30,000
Construction design
Est. Cost $ 20.000
As approved by City Council.
Est. Cost $ 201000
As eoproved by City Council.
Est. Cost $ 200,000
Update current circulation plan.
Est. Cast $ 50,000
Design & reserve fl_inding
Est Cost $ 190,000
PROGRAM COSTS: $1,080,000
FUNDING SOURCE(S): Systems Fees
xxvi
COMMUNITY IMPROVEMENT
PROGRAMS
PROGRAM TITLE
Etiwanda Drainaae System
Hermosa/Turner Imorovement Program
i
PROGRAM DESCRIPTION
Comolete revisions of storm
drain plan for Etiwanda
Specific Plan.
Est. Cost $ 100.000
Design and reserve funding.
Est. Cost $ 450,050
PROGRAM COSTS: $ 550.000
FUNDING SOURCE(S): Drainage Fees
11
COMMUNITY IMPROVEMENT
PROGRAMS
PROGRAM TITLE
Archibald Avenue
Carnelian Street
Baseline Road
Carnelian Street
Haven Avenue Medians
Baseline Road
Baseline Pkways
19th St parkways
Foothill Blvd Median Island
PROGRAM DESCRIPTION
Finish orr_tect
Est. Cost $ 50.000
Landscaoing 19th to Banyan.
Est. Cost $ 200.000
Carnelian to City Line
Landscaoing.
Est. Cost $ 50,000
Baseline to 19th.
Est. Cost $ 250,000
Arrow Route to 19th/
C000 with Developers.
Est. Gust $ 250,000
Median development/ COOP
with Lewis Homes.
Est. Cost $ 20,000
Misc locations Carrelian
to !-Oven.
Est. Cost $ 50,000
Misc locations/west City
limits to Haven Avenue.
Est. Cost $ 1001000
Corridor Design Elements.
Est. Cost $ 430.000
PROGRAM COSTS: $1,400,000
FUNDING SOURCE(S):
Beautification Fees
XXv111
COMMUNITY IMPROVEMENT
PROGRAMS
PROGRAM TITLE
Archibald Ave Reconstruction
Turner Avenue Widening
No. Town Strt Improvements
Archibald Ave Sidewalks
Baseline Widening & reconstruction
and traffic signal
Archibald Avenue widening/S.P. R.R.
East Avenue Reconstruction
Arrow Rte Widening & Reconstruction
Two phases split at Vineyard
Ninth St.Widening & Reconstruction
Two phases split at Vineyard
Lemon Ave Widening/Bridge over
Alta Loma Channel
Greve Ave Phase 1 signal
coon with City of Ontario
Grove Ave Phase 2 widening/
signal modification is ninth
and Arrow Route
Hillside Road widening
PROGRAM DESCRIPTION
Fourth St to Baseline.
Est. Gest $1.300.000
Feron St to AT & SF R.R.
Est. Cost s 150.000
Phase IV -Acacia. Belmont,
Cottage and Eighth Streets.
Est. Cost $ 168,000
Foothill to Baseline.
Est. Cost $ 61,000
Hermosa to Haven.
Est. Cost s 292.000
North of Baseline.
Est. Cost $ 160,000
Highland to Summit
Esta Cost $ 240,000
Grove to Archibald.
Est Cost $ 400,000
Grove to Archibald.
Est. Cost $ 400,000
Archibald to Hermosa.
Est. Cost s 160.000
Eighth & S. P. R.R.
Est Cost s 250,000
Chaffev to Foothill.
Est Cost $ 400,000
Southwest corner @ Archibald.
Est Cost $ 30,000
PROGRAM COSTS: $4,193.000
FUNDING SOURCE(S): Systems Fees
Gas Tax, FAU. SB325, HUD CDBG,
Sidewalk Grant.
0
•
REDEVELOPMENT AGENCY
OF THE CITY OF RANCHO CUCAMONGA
BUDGET
FISCAL YEAR 1985 - 1986
AGENCY BOARD:
Jon D. Mikels, Chairman
Richard Dahl
Charles J. Buquet
Jeffrey King
Pamela Wright
AGENCY STAFF:
Lauren M. Wasserman, Executive Director
Jack Lam, Deputy Executive Director
Harry Empey, Treasurer
Linda D. Daniels, Senior Redevelopment Analyst
Sharon Leonard, Redevelopment Accounting Technician
ADOPTED JUNE 27, 1985
JACr-
9
0
Fund
Cateaor
10
RDA Administration
11
Day Creek
12
Regional Shopping Ctr.
20
Tax Increment
21
Affordable Housing +
22
Regional Facilities
23
Non Reclaimable Water
24
Sewer & Water
25
Fire Protection
30
Special Trustee
(Tax Allocation Bonds)
TOTAL
0
RANCHO CUCAMONGA REDEVELOPMENT AGENCY
SUMMARY ANALYSIS OF FUNDS
Estimated
Revenue/Resource
$ 396,821*
3,211,880
2,069,060
1,378,650
707,000
883,750
35,350
282,800
282,800
-0-
248,111
Transfer
In
$ 15,000
-0-
-0-
-0-
-0-
-0-
-0-
-0-
-0-
2,222,400
237
Transfer
Out
$ -0-
-0-
-0-
1,378,650
-0-
843,750
-0-
5,000
10,000
-0-
$2,237,400
*Includes $90,900 interest Trom remaining iH 64-1 Dunu r-ubtfVU
**$9,248,111 less:
707,000 affordable housing
272,800 fire protection
8,26 8 , 311
+Program under development
SINGLE FAMILY HOME MORTGAGE
REVENUE BOND PROGRAM SUMMARY*
Estimated
Expenditures
$ 411,821
3,211,880
2,069,060
-0-
-0-
40,000
35,350
277,800
-0-
2,222,400
68.311
runa ana 1,iLy 10dn
*This is a summary of Redevelopment Agency issues only,
refer to City Budget for detail of City issued Mortgage
Revenue Bond Programs.
.•
• FUND 10 RDA ADMINISTRATIVE FUND BUDGET DETAIL
formerly called Redevelopment Fund
The RDA Administrative Fund is that portion of total tax increment
directly attributable to the RDA and is the principal source of
revenues to operate the RDA. Revenues for this fund are derived
from proceeds of the City loan (which is repaid annually), interest
from certain bond funds and certain bond reserve funds as well as
certain administrative fees.
Highlights of the operations budget include an increased audit budget
reflecting increasing audit service needs, inclusion of an advertising
and promotion budget reflecting beginnings of a promotional program to
advertise RDA activities for promotional purposes and gain greater ex-
posure to contacts with potential revenue producing clients for future
developer disposition or participation agreements. In conjunction with
this effort is the proposed budgeting for a Community/Agency brochure.
The brochure was actually budgeted in fiscal year 1984-85 but workload
did not accommodate its development. The Agency is behind other agencies
in having basic materials for community marketing, economic development
• and public relations. The brochure and information packer should be
developed this fiscal year. It is proposed that the brochure be a
component system which includes the versatility of a presentation folder,
the brochure itself, separate marketing documents and announcement
graphics. The brochure would emphasize community quality of life and
the separate marketing material would have numerical data that can be
modified annually. Because private business and development firms
have their own systems of marketing information packets, staff proposes
that the Agency brochure material be made available for defined private
use for a fee that would amortize the Agency's original development
costs and establish a revolving development fund.
Separate budgeting has been done for both Economic Development Conferences
should both Opportunity 86 and Inland Empire West 86 exist in 1986. Pro-
fessional services have been increased to reflect major financial and
Agency implementation efforts as well as evaluation of new project
development. in 1985-86. Data Management from prior year is again re-
allocated for FY 85-86, the large expenditure for the fiscal year
contemplates actual implementation. RFP's for the system have been
received and are currently being reviewed for award of contract in July
1985. The development and completion of the system will improve effi-
ciency significantly and provide markedly improved service to the public.
Again, taking an entrepreneurial approach when the system is complete,
portions of the system may be marketed to other communities that desire
a totally integrated parcel linked data system and permit tracking system.
is -2-
0
0
FUND 10
RDA ADMINISTRATION PERSONNEL DETAIL
FY 1985-86
Personnel Category 1984-85 1985-86
RDA Board $ 3,600 $ 3,600
Direct City Staff Services $ 67,046 76,261
Agency Personnel:
1 - Sr. Redev. Analyst
32,000
33,503
1 - Redev. Acct. Tech. (Finance Dept.)
17,754
20,173
1 -- Redev. Analyst*
-0-
12,563
1 - Associate Planner
26,500
-0-
1 - Office Assistant
6,700
13,400
Sub -Total
$ 82,954
$ 79,639
Grand Total
153,600
159,500
*Mid -year hire
-3-
0
•
•
RDA ADMINISTRATION BUDGET
FY 1985-86
1983-84 1984-85 1985-86
Estimated Revenues: $310,400 $400,921
Estimated Expenditures:
Personnel
RDA Board,
RDA Staff.& City Serv.to Agency
3,600
167,000
3,600
150,000
3,600
150,000
Sub-Total$170,600
$153,600
59,500
Operations
Financial Audit
5,000
7,000
10,000
Printing/Publications
16,000
15,000
15,000
Office Supplies
6,000
5,000
5,000
Travel/Meetings
3,000
5,000
51000
Dues
1,000
1,500
2,000
Advertising/Promotion
-0-
-0-
15,000
Sub -Totals
31,000
$ 30,000
s 52,000
Contract Services
Legal Services
36,000
30,000
30,000
Professional Services as Apvd.
45,000
25,000
50,000
by RDA Board Sub -Total$
81,000
$75 , 0-0 0
80,000
Capital Improvement Projects
I-15/Foothill Interchange
(Professional Services)
$15,000
Special Projects
Agency/Community Brochure
$25,000
Opportunity 85 & West End Economic Development
$10,000
Capital Outlay
Data Management
$60,000
Word Processing Equipment
7,321
Desk/Bookcases/File/Equipment
3,000
70,321
Grand Total $ '- 411,821
Budget Raallocation 1983-84 $ 28,000
a a anagem n
1984-85 $ 35,000
First vear /1QRi-0.61 and .,d ,,. /loon ocx ..
reallocated instead of encumbered since project begins FY '85-86.
First, second and third year phases will be combined.
0
•
•
FUND 11 DAY CREEK PROJECT FUND
Monies contained within this fund are remaining proceeds
of TA 84-1 attributable to the Day Creek Flood Control
Project and transfer of certain funds from the Fund 22,
Regional Facilities pass thru designated for the Day Creek
project. (See Mello -Roos Day Creek Flood Control Project
Budget.)
Estimated
Resources
Estimated
Expenditures
$3,211,880
$3,211,880
-5-
• FUND 12 REGIONAL SHOPPING CENTER PROJECT FUND
•
This fund contains those bond monies attributable to the Regional
Shopping Center project from TA 84-1. These funds combined with
pre-TA84-1 fund balance monies from Fund 20 will meet the Redevel-
opment Agency obligations under Owner Participation Agreement 84-1.
OWNER PARTICIPATION AGREEMENT
OPA 84-1
BUDGET DETAIL
Under OPA 84-1 the Redevelopment Agency obligations are to provide
an approximate $9.5 million investment in the Regional Shopping
Center. A $2.25 million initial obligation has already been met
with Tax Allocation Bond Issue 84-1 which leaves a $7.25 million
obligation in 1985-86. This amount is planned to be financed by
a combination of escrowed fund balances, accumulated interest and
a new tax allocation bond issue.
FY 1985-86
Estimated Revenue $2,069,060
Estimated Expenditures
OPA 84-1 $2,019,060
Operations
Legal Services 15,000
Professional Services 35,000
TOTAL $2,069,060
M
P
•
FUND 20 TAX INCREMENT FUND
This fund is established for debt sery ice for TA 84-1 and city
loan repayment (See OPA 84-1 Budget Detail.)
Estimated Revenue
Estimated Expenditures
Debt Service
TA 84-1 (Regional Center)
TA 86-1 (Regional Center)
City Loan
TOTAL
$1,378,650
*
461,855*
615,874
300,921
$1,378,650
*These funds are transferred to the Trustee Fund 30.
-7-
0
0
FUND 21 AFFORDABLE HOUSING
These funds are the mandatory 20 percent setaside monies from
tax increment collected by the RDA. These funds are required
by state law to be used for affordable housing purposes. Since
funds have been heretofore inadequate to begin a formal housing
program, monies have only been spent on a case-by-case basis -
senior housing projects. However, funds will become adequate
mid -year and staff will prepare for the Board a housing program
for Board consideration in the summer quarter of FY 1985-86.
A program report must be presented to the State Department of
Housing and Community Development (HCD) prior to the end of
the year.
N
0
FUND 22 REGIONAL FACILITIES PASS THRU
Budget Detail
Under agreement with the County of San Bernardino, increment monies
received in this account are to be used for regional facilities,
more particularly, the Day Creek Flood Control project. To date,
the Day Creek design study has been completed and a concept plan
has been accepted by the Agencies having interest in the channel.
A contract with County Flood Control has been established for
assistance in coordinating the jurisdictional areas of project
implementation. A Mello -Roos formation vote in June 1984 was
successful in both Ontario and Rancho Cucamonga, thus paving the
way for design and construction of the permanent improvements.
The program contemplates a redevelopment increment pledge to assist
in supporting Mello -Roos bonds. In April 1984, the Agency sold tax
• allocation bonds which netted $3.2 million to help with final design
of the Day Creek Debris Basin located north of the City. The major-
ity of these tax allocation bonds have been held in account in Fund
11 and used progressively as Mello -Roos implementation has evolved.
Various contractural arrangements have been implemented and many
others are yet to be developed as the project progresses. Expenditures
for Fund 22 are programmed for debt service both for that portion of
TA 84-1 attributable to the Day Creek Project and new Mello -Roos
bonds. The Mello -Roos budget detail shows the relationship between
this debt service to total project program.
11
0
lu
•
0
22. REGIONAL FACILITIES PASS THRU
FY 1985-86
Estimated Revenues:
Regional Facilities Tax Increment** $883,750
Estimated Expenditures:
Debt Service *
Debt Service 84-1 (Day Creek) $343,750
Debt Service pledge to Day Creek
Mello -Roos Program 500,000
Sub -Total $843,750
Capital
Data Processing Equipment (Mello -Roos) $ 40,000
Contribution to Tax Management
TOTAL $883,750
*Debt service funds are transferred to Fund 30
Special Trustee
**Remaining bond balance funds from fiscal years
(Fund 22) prior to 1985/86 to be programmed for
Day Creek Mello -Roos project.
-10-
0
MELLO-ROOS DAY CREEK
FLOOD CONTROL PROJECT
BUDGET DETAIL
In FY 1985-86 a Mello -Roos Finance District was adopted which included
3,695 acres of land. In addition, an annual assessment tax of not to
exceed $550/acre was approved by property owners within the Mello -Roos
District. In September 1985 the Agency expects to conclude the Mello -
Roos financing program through the sale of approximately $18 million
in bonds. The proceeds will be used to finance the design, construction
and administration of the Day Creek Flood Control Channel facility.
It is anticipated that this initial $18 million bond issue will be
sufficient to fund the Day Creek Flood Control project. However,
until the final design documents are developed and final estimates
are done late in the year, total final estimates cannot be made. If
additional funds are needed then a second bond issue will be done in
FY 1987-88.
Funds to pay debt service for the bonds will come from two sources:
• 1) tax assessments from the property owners of land within the Mello -
Roos District and, 2) tax increment monies which are used for Regional
Facilities pursuant to the Agency/County agreement. In addition to
these two sources of debt service revenue, the Program will also use
the monies received from the 1984 tax allocation bond sale (TA 84-1)
which was reserved for the design of the Day Creek facility. The
revenues needed to begin the Day Creek facility should all be realized
in fiscal year 1985-86. The facility construction itself is currently
anticipated to be a three-year program if programming and coordination
of all the various components of this complex project can be accomplished
in a timely basis.
-11-
0
n
U
MELLO-ROOS DAY CREEK PROJECT
PERSONNEL DETAIL
Personnel 85/86 86/87 87/88
1 - Project Manager**
$60,000
$60,000
$60,000
1 - Resident Engineer**
25,000
50,000
25,000
1 - Senior Engineer
39,000
39,000
39,000
1 - Associate Engineer
36,800
36,800
36,800
1 - Clerical
-0-
15,000
15,000
Inspectors
12,000'3)
105,000(2'5)105,000(2.5)
$172,800
$305,800
$280,800
Plus Overhead 35,120 78,320 78,320
Revenue Services Program
50,000
50,000
50,000
TOTAL
$257,920
$434,120
$409,120
*Personnel budget detail reflects Mello -Roos Day Creek Program
presented to and approved by City Council on March 14, 1985.
**County Contract - Flood Control District - No overhead is calculated
on these personnel.
-12-
•
•
The following summaries provide general descriptions of the proposed
three-year construction period based on assumptions prior to bond sales.
MELLO-ROOS DAY CREEK
FLOOD CONTROL PROJECT
-year ro3ec ion
ESTIMATED RESOURCES FY 85/86 FY 86/87 FY 87/88
Mello -Roos Assessment $1,293,2501 $1,380,7502 $1,380,7502
RDA Fund 22 Pledge for Debt 500,000 745,125 748,125
Net Proceeds of Mello -Roos.
Bond Sale 16,050,000 -0- -0-
Interest Earned on Bond Sale 750,000 1,000,000 790,947
Net Proceeds -RDA Fund 11 (TA84-1) 3,211,880 -0- -0-
Carry Forward of Mello -Roos
Bond Sale -0- 18,384,658 9,031,280
TOTAL
$21-,805,130 $21,S=T $1T,931,102
ESTIMATED EXPENDITURES
Debt Service
Mello -Roos District
Delinquency Reserve
S 1,725,875 S 2,125,875 S 2,128,875
90,527 96,652 96,652
Personnel
257,920
434,120
409,120
Operation:
-0-
128,000
262,000
Facility Rental
10,000
14,000
14,000
Maintenance and Operation
5,000
10,000
10,000
Field Station
10,000
51000
5,000
Travel and Meetings
1,750
1,750
1,750
Contract Services
-Boyle Ludwig design of 7 street
crossings and related storm
drain design
-Willdan (sizing and channel
design)
-Willdan (final design of channel
and debris dam)
-Soils Testing
-Surveying and Staking
-Material Testing
-Inspector
Facili�y Construction
Coital Uutlay:
Word Processing Upgrade
Office Equipment
Vehicles
SUBTOTAL
BALANCE TO CARRY FORWARD
GRAND TOTAL
560,000
-0-
-0-
612,000
-0-
-0-
128,000
262,000
-0-
-0-
138,000
100,000
-0-
250,000
100,000
-0-
30,000
20,000
-0-
50,000
50,000
-0- $9,013,706 $9,013,705
15,500 -0- -0-
3,900 12,150 2,000
-0- 36,000 -0-
$ 3,420,472 $1� 411,951,102
18,384,658 9,031,280 -0-
$21,805,130 521,510,533 $11,351,102
ZAssumes 100% collections on 3,695 acres
Assumes 100% collections on 3,945 acres (includes addition of
Caryn co. project) .
-13-
0
FUND 23 NON -RECLAIMABLE WATER
This fund is a pass thru fund to Chino Basin Municipal Water
District to pay for bonded indebtedness on the industrial non -
reclaimable water line as per agreement between the Redevelop-
ment Agency and Chino Basin.
-14-
• FUND 24 SEWER AND WATER
This is a pass thru fund with Chino Basin Municipal Water
District and the Cucamonga County Water District. These
funds are passed through to these Agencies, however,
Chino Basin must submit its annual budget estimate to the
Redevelopment Agency for review prior to release of funds
for the fiscal year.
0
E
0
FUND 25 FIRE PROTECTION
This fund contains monies set aside for fire protection facilities
under agreement between the Foothill Fire Protection District and
the Redevelopment Agency. In FY 1984-85 RDA agreed to finance the
down payment on a new ladder truck ordered by the Fire Distict.
Currently, the District is working on a Mello -Roos District to pro-
vide funds for needed fire protection. There are anticipated ex-
penditures for fiscal year 1985-86, however, such expenditures can-
not be estimated at this time. During the year the Fire District
will be submitting a program that would reflect any needed expen-
ditures from the RDA.
-16-
•
•
FUND 30 SPECIAL TRUSTEE FUND
Revenues in this fund are derived from transfers
from the tax increment fund and transfers from
other funds as appropriate to relieve debt service.
All funds are forwarded to the particular trustee
for the respective bond issue. Programmed surplus
funds are returned to repay the other debt obliga-
tions of the Agency.
-17-
Ll
•
0
HOME MORTGAGE REVENUE BOND PROGRAMS (SB -99)*
Budget Detail
Since 1983 the Redevelopment Agency has participated annually in the
Home Mortgage Revenue Bond Program. In 1983 the Agency issued $36.2
million of single family mortgage revenue bonds. The Agency issued
$21,375,000 and $5,274,000 in 1984 and 1985, respectively. The follow-
ing table shows the monies used, as of May 1, 1985, for each year's
Program.
Program Year
1983
1984
1985
Bonds Issued
$36,200,000
$21,375,000
$ 5,724,000
Amount of
Loan Approved
by Agency
$25,353,125
4,750,000
Remaining
Money Available
for Loan Funding
$10,846,875
16,625,000
5,724,000
The money which remains available in the 1983 Program must be utilized
by February 1986. The monies which remain available in the 1984 and 1985
Programs must be funded by July 1907 and March 1988, respectively. Due
to the present sales and market conjitions, these monies should be used
well within the required time periods. It is anticipated that approxi-
mately 785 home mortgages will be funded through the Agency sponsored Home
Mortgage Revenue Bond Programs.
In fiscal year 1985/86 the Redevelopment Agency again plans to sponsor a
Home Mortgage Revenue Bond Program. An application for a 1986 allocation
has already been accepted by the State and developer interest has been
solicited.
*Note that these are Agency issues only.
of those programs issued under AB 1355.
ME
City Budget contains detail
0
The following summaries provide general descriptions of the proposed
three-year construction period based on assumptions prior to bond sales.
MELLO-ROOS DAY CREEK
FLOOD CONTROL PROJECT
-year ro7ec ion
JIMATED RESOURCES FY 85/86 FY 86/87 FY 87/88
Mello -Roos Assessment $1,293,2501 $1,380,7502 $1,380,7502
RDA Fund 22 Pledge for Debt 500,000 745,125 748,125
Net Proceeds of Mello -Roos
Bond Sale 16,050,000 -0- -0-
,Interest Earned on Bond Sale 750,000 1,000,000 790,947
Net Proceeds -RDA Fund 11 (TA84-1) 3,211,880 -0- -0-
Carry Forward of Mello -Roos
Bond Sale -0- 18,384,658 9,031,280
TOTAL
$2T,-805,130 05,130 $?lam $11,nT,102
ESTIMATED EXPENDITURES
Debt Service
Mello -Roos District $ 1,725,875 $ 2,125,875 $ 2,128,875
Delinquency Reserve 90,527 96,662 96,652
Personnel_ 257,920 434,120 409,120
Operation:
Facility Rental
10,000
14,000
14,000
Maintenance and Operation
5,000
10,000
10,000
Field Station
10,000
51000
5,000
Travel and Meetings
1,750
1,750
1,750
Contract Services
-Boyle Ludwig design of 7 street
crossings and related storm
drain design
560,000
-0-
-0-
-Willdan (sizing and channel
design)
612,000
-0-
-0-
-Willdan (final design of channel
and debris dam)
128,000
262,000
-0-
-Soils Testing
-0-
138,000
100,000
-Surveying and Staking
-0-
250,000
100,000
• -Material Testing
-0-
30,000
20,000
-Inspector
-0-
50,000
50,000
Facility Construction
Capital Outlay:
Word Processing Upgrade
Office Equipment
Vehicles
SUBTOTAL
BALANCE TO CARRY FORWARD
GRAND TOTAL
-0- $9,013,706 $9,013,705
15,500 -0- -0-
3,900 12,150 2,000
-O 36,000 -0-
$ 3,420,472 $12,479,_53 $11,951,102
18,384,658 9,031,280 -0-
$21,805,130 $21,510,533 $11,951,102
2Assumes 100% collections on 3,695 acres
Assumes 100% collections on 3,945 acres (includes addition of
Caryn Co. project)
.I L
L
REDEVELOPMENT AGENCY
OF THE CITY OF RANCHO CUCAMONGA
BUDGET
FISCAL YEAR 1986 - 1987
AGENCY BOARD:
Jeffrey King, Chairman
Richard M. Dahl
Charles J. Buquet, II
Jon D. Mikels
Pamela Wright
AGENCY STAFF:
Lauren M. Wasserman, Executive Director
Jack Lam, Deputy Executive Director
James Hart, Treasurer
Linda D. Daniels, Senior Redevelopment Analyst
Olen Jones, Jr., Redevelopment Analyst.
Sharon Leonard, Accountant
i'
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FUND 10
RDA ADMINISTRATIVE FUND DESCRIPTION
Fund 10 is the account which the Redevelopment Agency uses to operate its
administrative activities. The Administrative Fund derives the majority of its operating
revenues from tax increment which are directly attributable to the Agency. Other
revenues which are available are the proceeds from the City loan, administrative
transfers from pass-thru accounts, interest from certain bond funds and certain bond
reserve funds.
Highlights of the operations budget include an increased advertising and promotions
allocation. This increase is due to the Agency's continuation of a promotions campaign to
gain exposure and contacts with potential revenue producing clients and industry which
are looking to locate in this area of southern California. The advertising/promotions
campaign began in FY 85/86 with the development of a marketing/public relations
brochure and professional advertisements in local as well as national publications. In FY
86/87 the campaign will see the continuation of the advertisements and promotions in.
local and national economic and business journals as well as the beginnings of
professionally prepared articles about Rancho Cucamonga.
-3-
FUND 10
RDA ADMINISTRATION BUDGET
1986/87
Estimated Revenues:
City Loan $ 416,739
Transfer from Fund 24 5,000
Transfer from Fund 25 $ 10,000
$ 431,739
Estimated Expenditures:
Personnel
RDA Board $ 3,600
City Services to RDA & RDA Staff $ 198,921
Sub -Total $ 202,521
Operations
Financial Audit
$
10,000
Printing/Publications
$
15,000
Office Supplies
$
5,000
Travel/Meetings
$
5,000
Dues
$
2,000
Advertising/Promotions
$
80,000
IEW Conference
$
10,000
Sub -Total
$
127,000
-4-
Contract Services
Legal Services
Professional Services (inc. 1-15 Interchange
design)
Sub -Total
Capital Outlay
3^TN +501
erminals, I Batch Printer, 2 xt C-PPW's,�
share of digitizer & plotter
Software Pkg.(proforma and bond
financing analysis
OfficeEquipment/RSP a l.s4a((a-f r�
Sub -Total
TOTAL
-5-
$ 30,000
$ 45,000
$ 75,000
$ 17,218
$ 8,000
$ 2,000
$ 27,218
$ 431,739
FUND 10
RDA ADMINISTRATION PERSONNEL DETAIL
Direct City Staff Services
Agency Staff:
Senior Redevelopment Analyst
Redevelopment Analyst
Accountant (50%)
Office Assistant
Overhead/Fringe Benefits
Sub -Total
FY 1986/87
10
1986/87
$ 3,600
$ 70,957
$ 36,396
$ 29,220
$ 11,604
17,568
$ 94,788
$ 33,176
$ 127,964
$202,521
FUND I I
DAY CREEK PROJECT FUND
Monies contained within this fund are derived from the transfer of certain monies from
Fund 22, Regional Facilities pass-thru designated for Day Creek, that are not needed to
pay for debt service obligations, and from a portion of the bond proceeds from TA 84-I.
At the present time this fund is being utilized to pay fora portion of the annual debt
payments for the City 1985 issued Community Facilities District -Mello Roos bonds. The
minimum annual payment from this fund for such purposes is $500,000. This payment is
made to the City pursuant to a loan and pledge agreement which was adopted at the time
the bonds were issued by the City.
This fund is also utilized to assist in the development of the Day Creek flood control
channel project as revenues are available. The primary resource of money to construct
the facility is the proceeds from the Community Facilities District bonds issued in
August of 1985. The proceeds from the issue wil I be used over the next three years.
Estimated Revenues
Transfer from Fund 30
Proceeds from TA 84-1
Estimated Expenditures
Reimbursement to City for CFD 84-1
Amount Available for Construction
-7-
$1,031,250
$3,196,415
$4,227,665
$ 500,000
$3,727,665
$4,227,665
FUND 12
REGIONAL SHOPPING CENTER PROJECT FUND
This fund's primary source of revenue is the proceeds from the Tax Allocation bond sold
by the Agency in 1984. In addition, the fund also receives revenue from interest received
on the bond proceeds, revenues from Fund 20 which are not required for debt service
obligations, and revenues from the initial City loan. These sources of revenue, when
combined, will meet the required Agency obligations under Owner Participation
Agreement (OPA) 84-I.
Estimated Revenues
TA 84-1 Proceeds $2,538,911
TA 86-1 Proceeds 4 761,089
$7,300,000
Estimated Expenditures
Carry Forward OPA 84-1 . $7,250,000
Legal Services 15,000
Professional Services $ 35,000
$7,300,000
IM
OWNER PARTICIPATION AGREEMENT
(OPA 84-1)
BUDGET DETAIL
Under OPA 84-1 the Redevelopment Agency has agreed to provide a total investment of
approximately $9.5 million towards the development of a Regional Shopping Center. This
investment is in three parts:
$4,500,000* land acquisition
$4,700,000 infrastructure improvements
$ 300,000 engineering costs
$9,500,000
The Agency obligation, under OPA 84-1 as amended, is to be available in August 1987. In
order for the Agency to meet that obligation it is necessary to sell a second Tax
Allocation issue whereby the net proceeds will be used for paying the required
infrastructure improvements and engineering costs. The $4,500,000 needed for land
acquisition is being paid for from portions of the proceeds of TA 84-I.
*A portion of the land acquisition, $2,250,000, has already been disbursed pursuant to
OPA 84-1.
5ZI
FUND 13
NEIGHBORHOOD CONSERVATION
This fund is proposed to be created at the time bonds are sold for the purposes of
improving the community's supply of affordable housing. The proceeds of the tax
allocation bond for this fund are expected to be approximately $10,000,000.
The proceeds of the issue wil I be used throughout the City on neighborhood conservation
type projects. These projects will include such things as correcting inadequate or aging
streets, sidewalks, street lights and other similar forms of public improvements. In
addition, the proceeds of the bond issue will be used to develop and improve flood
protection facilities which directly benefit residential neighborhoods providing affordable
housing.
Once staff has prepared the necessary information for preparing the programs and bond
structure, a more detailed budget wil I be presented to the Agency for consideration.
M
FUND 13
AFFORDABLE HOUSING
This fund is proposed to be created at the time bonds are sold for the purposes of
improving the community's supply of affordable housing. The proceeds of the tax
allocation bond for this fund are expected to be approximately $10,000,000.
The proceeds of the issue will be used throughout the City on neighborhood conservation
type projects. These projects will include such things as correcting inadequate or aging
streets, sidewalks, street lights and other similar forms of public improvements. In
addition, the proceeds of the bond issue will be used to develop and improve flood
protection facilities which directly benefit residential neighborhoods providing affordable
housing.
Once staff has prepared the necessary information for preparing the programs and bond
structure, a more detailed budget will be presented to the Agency for consideration.
Will
FUND 14
FIRE PROTECTION FACILITIES
In preparation to implement the Foothill Fire Protection District's master plan for fire
protection facilities, this fund is proposed to be created. Revenues which this fund is to
receive will be derived from the proceeds of tax allocation bonds sold by the
Redevelopment Agency. The bond proceeds will then be used to provide the necessary
fire protection facilities which are identified in the fire protection facility master plan.
The Agency anticipates selling a tax allocation bond in FY 86/87 in which a portion of
the issue will be for Fire Protection Facilities. Once staff has prepared the necessary
information for the proposed bond issue and the fire protection facility needs, a more
detailed budget will be presented for the Agency's consideration.
FUND 20
RDA TAX INCREMENT FUND
This fund is established for the payment of debt obligations of the Agency. The
resources which are used by the Agency to pay the obligations are derived directly from
tax increment revenues.
In order to meet the Agency's obligations under OPA 84-1 it is necessary to sell a second
Tax Allocation bond. The net proceeds for this second tax allocation bond will be used to
pay for the in infrastructure improvements and associated engineering costs which have
been approved under OPA 84-1.
The following identifies the amount of debt and necessary transfers which are affordable
by the Agency in comparison to the estimated tax increment.
Estimated Revenue:
Debt/Transfers:
TA 84-1
City Loan Repayment
-12-
FY 86/87
$ 2,145,000
$ 459,250
$ 650,000
$ 1,035,750
$ 2,145,000
FUND 21
AFFORDABLE HOUSING
For the past several months a subcommittee of the Agency has been working to develop a
housing program which focuses on neighborhood conservation programs. As part of the
subcommittee's efforts, staff has been working on the development of a bond program
whereby the proceeds will be used to improve infrastructure and other neighborhood
conservation measures in qualified neighborhoods.
This fund is required by the California Healthy and Safety Code to receive 20% of all tax
increment received by the Agency. In this fiscal year the estimated revenue to this
account is $1,100,000. This amount of tax increment would be able to support a tax
allocation bond of approximately $10,000,000. At the present time Agency and City staff
are working with a consultant to develop a study which will identify qualified
neighborhoods where the proceeds of the bond can be used for neighborhood conservation
work.
Once the study has been completed staff will prepare for the Board's consideration a
more detailed budget of how the revenues allocated to this fund could be used to support
a bond program and other potential housing and neighborhood conservation programs.
NIKE
FUND 22
REGIONAL FACILITIES FUND
Under agreement with the County of San Bernardino, tax increment monies received in
this account are to be used for the development of regional flood control protection
facilities. The first regional facility which is being developed utilizing these monies is
the Day Creek Flood Control project.
To date the Agency has committed to two separate debt obligations utilizing this fund
for the development of the Day Creek Flood Control project. The first obligation was
with the sale of TA 84-1 in which a portion of the proceeds is being used for
construction. The second more recent obligation was with the sale of the City
Community Facilities District bond issue. In this second obligation the Agency has
agreed to pledge a minimum of $500,000 annually towards payment of the annual debt
service assessments on the bond.
Once these two obligations are met, any remaining tax increment monies are transferred
to Fund II to be used for construction of the project.
Estimated Revenues:
Estimated Expenditures:
Debt on TA 84-1
Amount Available for Construction and
CFD 84-1 Pledge
-14-
FY 86/87
$ 1,375,000
$ 343,750
1031,250
$ 1,375,000
FUND 23
NON -RECLAIMABLE WATER
This fund is a pass thru fund to Chino Basin Municipal Water District to pay for bonded
indebtedness on the industrial non -reclaimable water line as per agreement between the
Redevelopment Agency and Chino Basin.
-15-
FUND 24
SEWER AND WATER FUND
This is a pass thru fund with Chino Basin Municipal Water District and the Cucamonga
County Water District. These funds are passed through to these Agencies, however,
Chino Basin must submit its annual budget estimate to the Redevelopment Agency for
review prior to release of funds for the fiscal year.
In addition, an Administrative fee of $5,000 is collected by the Agency as a
reimbursement for time and charges in processing and coordinating the pass-thru
agreement. This fee is a transfer in to Fund 10.
M
FUND 25
FIRE PROTECTION FUND
This fund contains monies which are to be used by the Agency for the development and
acquisition of fire protection facilities which benefit the Project Area. For fiscal year
1986/87 the Agency anticipates selling a tax allocation bond issue in which the proceeds
will be used for the acquisition of land and the development of fire protection facilities
for the benefit of the Project Area. $365,000 is available to service debt on a tax
allocation bond issue, the proceeds of which will be used for construction of the first
phase of the fire protection facilities capital improvement plans. Initial improvements
will include the construction of a fire protection facility in the industrial area of the
City.
At the present time the Foothill Fire Protection District is preparing a comprehensive
plan of needed fire protection facilities and equipment. Once this plan is completed a
revised budget for this fund will be submitted for the Board's consideration. An annual
expenditure which has already been approved by the Agency is in the amount of $65,000
for the aerial ladder fire truck. An additional one-time expenditure of not to exceed
$162,000 has also been approved by the Agency for necessary remodeling to Fire Station
1i3 to house the truck temporarily, and $65,000 for required equipment for the truck.
FY 86/87
Estimated Revenue $ 440,000
Estimated Expenditures:
Administrative Fee -transfer to Fund 10 $ 10,000
Fire Truck $ 65,000
TA 86-1
$ 365,000
$ 440,000
-17_
FUND 30
SPECIAL TRUSTEE
Revenues in this fund are derived from transfers from the tax increment fund and
transfers from other funds as appropriate to relieve debt service. All funds are
forwarded to the particular trustee for the respective bond issue. Programmed surplus
funds are returned to repay the other debt obligations of the Agency.
Estimated Revenues
Fund 20
Fund 21
Fund 22
Fund 25
Total
a
Estimated Expenditures
TA 84-1
TA 86-1 (proposed)
Transfer to Project/ FVoA 22
nc w
M
FY 86/87
$ 2,145,000
$ 1,100,000
$ 1,375,000
$ 365,000
$ 4,985,000
$ 803,000
$ 2,115,000
$ 1,031,250
1035 750
$ 4,985,000
HOME MORTGAGE REVENUE BOND PROGRAMS (SB -99)*
BUDGET DETAIL
Since 1983 the Redevelopment Agency has participated annually in the Home Mortgage
Revenue Bond Program. In 1983 the Agency issued $36.2 million of single family
mortgage revenue bonds. The Agency issued $21,375,000 and $5,274,000 in 1984 and 1985,
respectively. The following table shows the monies used, as of May I, 1985, for each
year's program.
Amount of Remaining
Loan Approved Money Available
Program Year Bonds Issued by Agency for Loan Funding
1983 $36,200,000 $33,145,192 $ 496,850
1984 $21,375,000 $11,606,772
$ 9,768,228
1985 $ 5,724,000 $_0_
$ 5,724,000
The loan origination period for the 1983 issue expired in February 1986- However, Lewis
Homes obtained a one-year extension for $496,850 of mortgage money. Monies which
remain in the 1984 and 1985 program must be funded by July 1987 and March 1988,
respectively. It is anticipated that approximately 785 homes will be financed under these
programs.
A proposed 1986-87 Home Mortgage Bond Program has been delayed pending federal
action on Tax Reform. Should it become feasible to issue bonds, the Agency will pursue
such a program. An application for a state allocation of Mortgage Revenue Bond
capacity has been accepted and developer interest solicited.
*Note that these are Agency issues only. City budget contains detail on AB 1355 Home
Mortgage Revenue Bond program.
9RE
•
CITY OF RANCHO CUCAMON
REDEVELOP,NIENT AGENCY
MEMORANDUM
DATE: May 31, 1985 N
TO: Lauren Wasserman, Execut?ie Di///rector
FROM: Jack Lam, Deputy Director
SUBJECT: PROPOSED REDEVELOPMENT AGENCY -BUDGET 1985-86
u
The proposed 1985-86 Redevelopment Agency budget represents a depart-
ure from budgets of earlier years because the Fund accounting was
completely reconstructed to allow a more efficient system of account-
ing and to enable project budgeting and management reporting. Fund
categories that begin with the digit one (1) represent administrative
and project funds while those beginning with the digit two (2) are
restricted (pass-thru) funds subject to Agency agreements. Finally,
the funds beginning with the digit three (3) represent special trustee
funds that are transferred to the respective financial agent (bond
trustees) for a payment of debt service.
How do these funds work? Tax increment is received by the RDA from
the County. The RDA in turn, places these monies in the special
funds in exact proportions according to percentages provided by the
County Auditor/Controller's office. The pass-thru funds are those
restricted by Agency agreements while project funds are those established
for specific RDA projects. Monies contained in these funds come from
fund transfers, proceeds of bonds, and other sources earmarked for
project implementation. The trustee fund (tax allocation bonds) is
a special fund from which tax increment is transferred to pay debt
service on bonds. Funds can be transferred from the pass-thru funds
as well as supporting bond debt, i.e. (Regional Facilities). The
operation of the Agency is principally funded by loans from the City
which are paid back annually through the Tax Increment Fund. The
following diagram illustrates the Fund relationships:
•
FUND ORGANIZATION CONCEPT
21 Affordable
Housing
22 Regional .
Facilities
COUNTY R D A 23 Non -Reclaimable
Water
24 Sewerand
Water
25 Fire
Protection
20 Tax
rrFA) s
30 Special To
Trustee Trustee
10 RDA
Admin.
Fund
11 Day Creek
Proj. Fund
12 Regional
Shop. Ctr.
Pro'ect Fund
Project
Fund
Etc.
• The projected increment for fiscal year 1985-86 has grown from the
prior year but, like the last fiscal year, debt service will account
for the major expenditures. (Tax increment can only be used to incur
debt.) The programmed debt service reflected in the 1985-86 fiscal
year budget falls within the planned debt service of the Regional
Center finance plan presented to the Agency Board when it approved
OPA 84-1. (This debt service also reflects the final tax allocation
bond commitment for the Center with bond sale contemplated in
February 1986 (See OPA 84-1 budget detail). Again, as in 1984-85,
interest from as yet unused TA 84-1 bonds will be used to fund RDA
operations because of the maximum financial leverage approved in
1984. This interest will be less than in 1984-85 since both Shopping
Center and Day Creek drawdown from TA 84-7 are anticipated throughout
1985-86.
The Day Creek project will begin an ambitious design and construction
period beginning FY 1985-86 in conjunction with the approved Mello -
Roos District. Major funds are programmed for this major project.
While emphasis will be placed greatly on implementation of current
projects, the Agency proposes to investigate opportunities for new
projects preferably those which also will be revenue generating.
Further, Agency staff will be proposing a neighborhood conservation
and rehabilitation program for the housing set-aside fund since program
funds will become sufficient to develop a local agency program prefer-
ably dovetailing with the Block Grant efforts and replacing the program
• currently administered by the County. The Agency must begin reporting
housing activities to the State Housing and Community Development
Department beginning this year and it would be prudent for the Agency
to report progress on developing a local program which heretofore had
inadequate annual funds for implementation.
0
•
RANCHO CUCAMONGA
PROPOSED
REDEVELOPMENT AGENCY BUDGET
1985 - 1986
v
AGENCY BOARD:
Jon D. Mikels, Chairman
Richard Dahl
Charles J. Buquet, II
Jeffrey King
Pamela Wright
AGENCY STAFF:
Lauren M. Wasserman, Executive Director
Jack Lam, Deputy Executive Director
Harry Empey, Treasurer
Linda D. Daniels, Senior Redevelopment Analyst
Sharon Leonard, Redevelopment Accounting Technician
0 June 3, 1985
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• FUND 10 RDA ADMINISTRATIVE FUND BUDGET DETAIL
formerly called Redeve opment Fund
The RDA Administrative Fund is that portion of total tax increment
directly attributable to the RDA and is the principal source of
revenues to operate the RDA. Revenues for this fund are derived
from proceeds of the City loan (which is repaid annually), interest
from certain bond funds and certain bond reserve funds as well as
certain administrative fees.
Highlights of the operations budget include an increased audit budget
reflecting increasing audit service needs, inclusion of an advertising
and promotion budget reflecting beginnings of a promotional program to
advertise RDA activities for promotional purposes and gain greater ex-
posure to contacts with potential revenue producing clients for future
developer disposition or participation aqreements. In conjunction with
this effort is the proposed budgeting for a Community/Agency brochure.
The brochure was actually budgeted in fiscal year 1984-85 but workload
did not accommodate its development. The Agency is behind other agencies
in having basic materials for community marketing, economic development
• and public relations. The brochure and information packets should be
developed this fiscal year. It is proposed that the brochure be a
component system which includes the versatility of a presentation folder,
the brochure itself, separate marketing documents and announcement
graphics. The brochure would emphasize community quality of life and
the separate marketing material would have numerical data that can be
modified annually. Because private business and development firms
have their own systems of marketing information packets, staff proposes
that the Agency brochure material be made available for defined private
use for a fee that would amortize the Agency's original development
costs and establish a revolving development fund.
Separate budgeting has been done for both Economic Development Conferences
should both Opportunity 86 and Inland Empire West 86 exist in 1986. Pro-
fessional services have been increased to reflect major financial and
Agency implementation efforts as well as evaluation of new project
development in 1985-86. Data Management from prior year is again re-
allocated for FY 85-86, the large expenditure for the fiscal year
contemplates actual implementation. RFP's for the system have been
received and are currently being reviewed for award of contract in July
1985. The development and completion of the system will improve effi-
ciency significantly and provide markedly improved service to the public.
Again, taking an entrepreneurial approach when the system is complete,
portions of the system may be marketed to other communities that desire
a totally integrated parcel linked data system and permit tracking system.
• -2-
L
FUND 10
RDA ADMINISTRATION PERSONNEL DETAIL
FY 1985-86
Personnel Category 1984-85 1985-86
RDA Board $ 3,600 $ 3,600
Direct City Staff Services $ 67,046 76,261
Agency Personnel:
1 - Sr. Redev. Analyst 32,000 33,503
1 - Redev. Acct. Tech. (Finance Dept.) 17,754 20,173
1 - Redev. Analyst* -0- 12,563
1 - Associate Planner 26,500 -0-
1 - Office Assistant 6,700 13,400
Sub -Total $ 82,954 $ 79,639
*Mid -year hire
Grand Total 153,600 159,500
-3-
0
•
0
RDA ADMINISTRATION BUDGET
FY 1985-86
1983-84 1984-85 1985-86
Estimated Revenues: $310,400 $400,921
Estimated Expenditures:
Personnel
RDA Board,
ROA Staff.& City Serv.to
Agency
3,600
167.000
3,600
3,600
Sub-Total$170,600
150,000
$153,600
150,000
59,500
Operations
Financial Audit
Printing/Publications
5,000
7,000
10,000
Office Supplies
16,000
6,000
15,000
15,000
3,000 3,000
5,000
5,000
5,000
51000
DuesTrav
Advertising/Promotion
1,000
1,500
2,000
Sub -Total$
31,000
-O
$ 30,000
10,000
47,000
Contract Services
Legal Services
Professional Services as
Apvd.
36,000
45,000
30,000
30,000
by RDA Board
Sub -Total$
81,000
25,000
$ 55,000
50,000
80,000
Capital Improvement Projects
I-15/Foothill Interchange
(Professional Services)
$15,000
Special Projects
Agency/Community Brochure
Opportunity 85 & West End
Economic Development
$25,000
$10,000
Capital Outlay
Data Management
Word Processing Equipment
$60,000
Desk/Bookcases/File/Equipment
7,321
3,000
70,321
Grand Total
$ 40F 821
Budget Reallocation
-Data anagemen
1983-84
$ 28,000
1984-85
$ 35,000
reallocated instead-
of�encumberedysince'project beginsmFYu 585-86.
First, second and third year phases will be combined.
0
•
FUND 11 DAY CREEK PROJECT FUND
Monies contained within this fund are remaining
of TA 84-1 attributable to the Day Creek Flood C
Project and transfer of certain funds from the Fa
Regional Facilities pass thru designated for the
project. (See Mello -Roos Day Creek Flood Control
Budget.)
proceeds
ontrol
nd 22,
Day Creek
Project K ,�
y
Estimated
Resources
Estimated
Expenditures
$3,211,880
$3,211,880
Ws
•
is
FUND 12 REGIONAL SHOPPING CENTER PROJECT FUND
This fund contains those bond monies attributable to the Regional
Shopping Center project from TA 84-1. These funds combined with
pre-TA84-1 fund balance monies from Fund 20 will meet the Redevel-
opment Agency obligations under Owner Participation Agreement 84-1.
OWNER PARTICIPATION AGREEMENT
OPA 84-1
BUDGET DETAIL
Under OPA 84-1 the Redevelopment Agency obligations are to provideIpl
°'�S
an approximate $9.5 million investment in the Regional Shopping
Center. A $2.25 million initial obligation has alr met 2 •Z e
with Tax Allocation Bond Issue 84-1 which leaves a 7. million 5,0
obligation in 1985-86. This amount is planned to be financed by
a combination of escrowed fund balances, accumulated interest and
a new tax allocation bond issue.
FY 1985-86
Estimated Revenue'
$2,069,060
Estimated Expenditures
OPA 84-1
$2,019,060
Operations
Legal Services
Professional Services
TOTAL
M
15,000
35,000
$2,069,060
• FUND 20 TAX INCREMENT FUND
This fund is established for debt sery ice for TA 84-1 and city
loan repayment (See OPA 84-1 Budget Detail.)
Estimated Revenue $1,378,650
Estimated Expenditures
Debt Service
TA 84-1 (Regional Center) 461,855*
TA 86-1 (Regional Center) 615,874
City Loan 300,921
TOTAL $1,378,650
• *These funds are transferred to the Trustee Fund 30.
•
-7-
0
E
FUND 21 AFFORDABLE HOUSING
These funds are the mandatory 20 percent setaside monies from
tax increment collected by the RDA. These funds are required
by state law to be used for affordable housing purposes. Since
funds have been heretofore inadequate to begin a formal housing
program, monies have only been spent on a case-by-case basis -
senior housing projects. However, funds will become adequate
mid -year and staff will prepare for the Board a housing program
for Board consideration in the summer quarter of FY 1985-86.
A program report must be presented to the State Department of
Housing and Community Development (HCD) prior to the end of
the year.
U
0
FUND 22 REGIONAL FACILITIES PASS THRU
Budget Detail
Under agreement with the County of San Bernardino, increment monies
received in this account are to be used for regional facilities,
more particularly, the Day Creek Flood Control project. To date,
the Day Creek design study has been completed and a concept plan
has been accepted by the Agencies having interest in the channel.
A contract with County Flood Control has been established for
assistance in coordinating the jurisdictional areas of project
implementation. A Mello -Roos formation vote in June 1984 was
successful in both Ontario and Rancho Cucamonga, thus paving the
way for design and construction of the permanent improvements.
The program contemplates a redevelopment increment pledge to assist
in supporting Mello -Roos bonds. In April 1984, the Agency sold tax
• allocation bonds which netted $3.2 million to help with final design
of the Day Creek Debris Basin located north of the City. The major-
ity of these tax allocation bonds have been held in account in Fund
11 and used progressively as Mello -Roos implementation has evolved.
Various contractural arrangements have been implemented and many
others are yet to be developed as the project progresses. Expenditures
for Fund 22 are programmed for debt service both for that portion of
TA 84-1 attributable to the Day Creek Project and new Mello -Roos
bonds. The Mello -Roos budget detail shows the relationship between
this debt service to total project program.
0
22. REGIONAL FACILITIES PASS THRU
FY 1985-86
Estimated Revenues:
Regional Facilities Tax Increment** $883,750
Estimated Expenditures:
Debt Service *
Debt Service 84-1 (Day Creek) $343,750
Debt Service pledge to Day Creek
Mello -Roos Program 500,000
Sub -Total 843,750
Capital
Data Processing Equipment (Mello -Roos) $ 40,000
Contribution to Tax Management
TOTAL $883,750
*Debt service funds are transferred to Fund 30
Special Trustee
**Remaining bond balance funds from fiscal years
(Fund 22) prior to 1985/86 to be programmed for
Day Creek Mello -Roos project.
-10-
u
MELLO-ROOS DAY CREEK
FLOOD CONTROL PROJECT
BUDGET DETAIL
In FY 1985-86 a Mello -Roos Finance District was adopted which included
3,695 acres of land. In addition, an annual assessment tax of not to
exceed $550/acre was approved by property owners within the Mello -Roos
District. In September 1985 the Agency expects to conclude the Mello -
Roos financing program through the sale of approximately $18 million
in bonds. The proceeds will be used to finance the design, construction
and administration of the Day Creek Flood Control Channel facility.
It is anticipated that this initial $18 million bond issue will be
sufficient to fund the Day Creek Flood Control project. However,
until the final design documents are developed and final estimates
are done late in the year, total final estimates cannot be made. If
additional funds are needed then a second bond issue will be done in
FY 1987-88.
Funds to pay debt service for the bonds will come from two sources:
• 1) tax assessments from the property owners of land within the Mello -
Roos District and; 2) tax increment monies which are used for Regional
Facilities pursuant to the Agency/County agreement. In addition to
these two sources of debt service revenue, the Program will also use
the monies received from the 1984 tax allocation bond sale (TA 84-1)
which was reserved for the design of the Day Creek facility. The
revenues needed to begin the Day Creek facility should all be realized
in fiscal year 1985-86. The facility construction itself is currently
anticipated to be a three-year program if programming and coordination
of all the various components of this complex project can be accomplished
in a timely basis.
11
-11-
0
I`1
MELLO-ROOS DAY CREEK PROJECT
PERSONNEL DETAIL
Personnel
1 - Project Manager**
1 - Resident Engineer**
1 - Senior Engineer
1 - Associate Engineer
1 - Clerical
Inspectors
Plus Overhead
Revenue Services Program
TOTAL
$60,000
$60,000
$60,000
25,000
50,000
25,000
39,000
39,000
39,000
36,800
36,800
36,800
-0-
12,000('3)
$172,800
15,000
105,000(2'5105,000(2'5)
15,000
$280,800
$305,800
35,120 78,320 78,320
50,000
$257,920
50,000
$434,120
50,000
$409,120
*Personnel.budget detail reflects Mello -Roos Day Creek Program
presented to and approved by City Council on March 14, 1985.
**County Contract - flood Control District - No overhead is calculated
on these personnel.
-12-
0
•
The following summaries provide general descriptions of the proposed
three-year construction period based on assumptions prior to bond sales.
MELLO-ROOS DAY CREEK
FLOOD CONTROL PROJECT
-year ruiec ion
ESTIiMATED RESOURCES FY 85/86 FY 86/87 FY 87/88
Mello -Roos Assessment $1,293,2501 $1,380,7502 $1,380,7502
RDA Fund 22 Pledge for Debt 500,000 745,125 748,125
Net Proceeds of Mello -Roos.
Bond Sale 16,050,000 -0- -0-
Interest Earned on Bond Sale 750,000 1,000,000 790,947
Net Proceeds -RDA Fund 11 (TA84-1) 3,211,880 -0- -0-
Carry Forward of Mello -Roos
Bond Sale -0- 18,384,658 9,031,280
TOTAL
ESTIMATED EXPENDITURES
Debt Service
Mello -Roos District
Delinquency Reserve
Personnel
Operation:
Facility Rental
Maintenance and Operation
Field Station
Travel and Meetings
S ,82T 05,130 $21_5=3T $17931,102
S 1,725,875 S 2,125,875 $ 2,128,875
90,527 96,652 96,652
Contract Services
-Boyle Ludwig design of 7 street
crossings and related storm
drain design
-Willdan (sizing and channel
design)
-Willdan (final design of channel
and debris dam)
-Soils Testing
-Surveying and Staking
-Material Testing
-Inspector
Facili_ty Construction
capital Uutlay:
Word Processing Upgrade 15,500 -0- -0-
Office Equipment 3,900 . 12,150 2,000
Vehicles -0- 36,000 -0-
$ 31420,472 $12,779-753 511,951,102
257,920 434,120 409,120
10,000
14,000
14,000
5,000
10,000
10,000
10,000
5,000
5,000
1,750
1,750
1,750
560,000
-0-
-0-
612,000
-0-
-0-
128,000
262,000
-0-
-0-
138,000
100,000
-0-
250,000
100,000
-0-
30,000
20,000
-0-
50,000
50,000
-0- $9,013,706 $9,013,705
SUBTOTAL
BALANCE TO CARRY FORWARD
GRAND TOTAL
18,384,658 9,031,280 -0-
$21,805,130 521,510,533 511,351,102
1Assumes 100% collections on 3,695 acres
Assumes 100% collections on 3,945 acres (includes addition of
Caryn Co. project) .
-13-
•
E
FUND 23 NON -RECLAIMABLE WATER
This fund is a pass thru fund to Chino Basin Municipal Water
District to pay for bonded indebtedness'on the industrial non -
reclaimable water line as per agreement between the Redevelop-
ment Agency and Chino Basin.
-14-
• FUND 24 SEWER AND WATER
0
This is a pass thru fund with Chino Basin Municipal Water
District and the Cucamonga County Water District. These
funds are passed through to these Agencies, however,
Chino Basin must submit its annual budget estimate to the
Redevelopment Agency for review prior to release of funds
for the fiscal year.
-15-
0
FUND 25 FIRE PROTECTION
This fund contains monies set aside for fire protection facilities
under agreement between the Foothill Fire Protection District and
the Redevelopment Agency. In FY 1984-85 RDA agreed to finance the
down payment on a new ladder truck ordered by the Fire Distict.
Currently, the District is working on a Mello -Roos District to pro-
vide funds for needed fire protection. There are anticipated ex-
penditures for fiscal year 1985-86, however, such expenditures can-
not be estimated at this time. During the year the Fire District
will be submitting a program that would reflect any needed expen-
ditures from the RDA.
-16-
0
•
FUND 30 SPECIAL TRUSTEE FUND
Revenues in this fund are derived from transfers
from the tax increment fund and transfers from
other funds as appropriate to relieve debt service.
All funds are forwarded to the particular trustee
for the respective bond issue. Programmed surplus
funds are returned to.repay the other debt obliga-
tions of the Agency.
-17-
0
n
LJ
HOME MORTGAGE REVENUE BOND PROGRAMS (SB -99)*
Budget Detail
Since 1983 the Redevelopment Agency has participated annually in the
Home Mortgage Revenue Bond Program. In 1983 the Agency issued $36.2
million of single family mortgage revenue bonds. The Agency issued
$21,375,000 and $5,274,000 in 1984 and 1985, respectively. The follow-
ing table shows the monies used, as of May 1, 1985, for each year's
Program.
Program Year Bonds Issued
1983 $36,200,000
1984 $21,375,000
1985 $ 5,724,000
Amount of
Loan Approved
by Agency
$25,353,125
4,750,000
In
Remaining
Money Available
for Loan Funding
$10,846,875
16,625,000
5,724,000
The money which remains available in the 1983 Program must be utilized
by February 1986. The monies which remain available in the 1984 and 1985
Programs must be funded by July 1987 and March 1988, respectively. Due
to the present sales and market conditions, these monies should be used
well within the required time periods. It is anticipated that approxi-
mately 785 home mortgages will be funded through the Agency sponsored Home
Mortgage Revenue Bond Programs.
In fiscal year 1985/86 the Redevelopment Agency again plans to sponsor a
Home Mortgage Revenue Bond Program. An application for a 1986 allocation
has already been accepted by the State and developer interest has been
solicited.
*Note that these are Agency issues only. City Budget contains detail
of those programs issued under AB 1355.
ME
.y
40
--- - CITY OF RANCHO CUCAMONGA w�Atio�
MEMORANDUM z°�'°
z 1
O
June 4, 1985 F
Jh
TO: Lauren Wasserman
City Manager
FROM: Robert A. Rizzo
Assistant to City Manager
t H\
SUBJECT: Recom(.W'n d -Equity Adjustment for Fiscal Year 1985-86.
N,
From time to ;4i e`ifhtYecomes necessary to survey various positions within the personnel
system to dete'""' ie their current market salary. At this time, there are six positions
(three benc 13rk) that appear to be in need of equity adjustments. These fall into three
categories: (a) poor quality of applicants due to below market salaries; (b) changes in
labor market data; (c) internal equity within organization.
(A) Poor quality of applicants due to below market salaries:
Since our classification and compensation study was adopted, there have been two
positions (assogiate planner and maintenance worker) where recruitments were less than
overwhelming (a third was the plan check position, however an adjustment has already
been made). In these cases we either had to recruit twice or appoint people that were
somewhat less than desirable. Consequently, of the six maintenance workers hired four
months ago, three are having difficulty during the probation period. If they are unable to
meet our standards during the probationary period, they will be terminated. From that
point we would need to re -recruit and start the training period over again. This type of
situation is much more expensive in the 'long run" than originally paying a competitive
market salary.
MAINTENANCE WOR1<ER
In surveying the Maintenance Worker position, it was found that we are in fifth place out
of six cities and approximately 3% below the current labor market. Listed below is the
survey data and recommended adjustment for the maintenance series.
Chino
1527
Claremont
1587
Corona
N/C
Fontana
1625*
Ontario
1456
Redlands
N/C
Upland
1491
*Parks 1742, public works 1508; average 1625
Y
June 4, 1985
Equity Adjustment
Page 2
Local Median 1527
R. C. Control Point 1478
Difference 3%
Recommend control point 1523 (step 297).
Maintenance Services Recommended Adjustment
ASSOCIATE PLANNER
The Associate Planner position was found to be 6% below the combined local and regional
labor market. Listed below is the survey data and recommended adjustment for the
planning series. Included in the planning series adjustment is a change in relationship
with the assistant and associate planner positions (there exists a 10% difference, however
• a 15% difference is more appropriate).
Local
Regional
Chino
2639
Current
Recommended
Claremont
Position
Comments
C. P.
Corona
C. P.
Brea
% Change
Maintenance Worker
Market
(291)
1478
(297)
1523
3%
St. Sweeper Oper.
5% above M.W.
(301)
1554
(307)
1601
3%
Sr. Maint. Worker
10% above M.W.
(31 1)
1633
(317)
1683
3%
Maint. Crew Superv.
15% above Sr. M.W.
(341)
1897
(347)
1954
3%
ASSOCIATE PLANNER
The Associate Planner position was found to be 6% below the combined local and regional
labor market. Listed below is the survey data and recommended adjustment for the
planning series. Included in the planning series adjustment is a change in relationship
with the assistant and associate planner positions (there exists a 10% difference, however
• a 15% difference is more appropriate).
Local
Regional
Chino
2639
Santa Ana
3144
Claremont
2630
Anaheim
N/C
Corona
2387
Brea
2723
Fontana
2481
Costa Mesa
2762
Ontario
2757
Fullerton
2796
Upland
2514
Irvine
N/C
Redlands
2137
W. Covina
3009
Alhambra
N/C
Cerritos
2930
Local Labor Regional
Market Median 2514 Labor market
Median 2864
Combined local and regional labor market median 2689
Rancho Cucamonga control point 2533
Difference 6%
Recommend control point 2689 (step 411)
11
June 4, 1985
Equity Adjustment
Page 3
Planning Series Recommended Adjustment
Position
Comments
Current
C.P.
Recommended
Corona
N/C
Fontana
1619
C.P.
% change
Asst Planner
Assoc Planner
15% below Assoc.
Market
(379) 2293
(381) 2316
I %
Sr Planner
Asst Park Planner
15% above Assoc.
(399) 2533
(429) 2942
(41 I) 2689
(441) 3123
6%
6%
Park Proj. Coord.
Same as Sr s Planner
(379) 2293
(429) 2942
(381) 2316
(441) 3123
I %
1508
6%
(B) Changes in Labor Market Data
The labor market for clerical type positions has changed greatly in the last six months.
Our survey cities have adjusted their salaries upward, which has created a higher
market. That may partly be attributed to the comparable worth issue which has surfaced
recently.
SENIOR OFFICE ASSISTANT
Our benchmark position in the clerical series is the senior office assistant (formerly
known as secretary). This was surveyed at the level of a secretary to
department/division head (i.e. city planner, city engineer, park and recreation director,
and personnel director; not secretary to police or fire chiefs). This is consistent with the
previous survey conducted by Ralph Andersen and Associates. Listed below is the survey
data and recommended adjustment. Included in the recommendation is a change in
relation between the office assistant (clerk typist) and senior office assistant (secretary),
from a 15% to a 20% difference. This is due to the added role the senior office assistant
Position is performing within in the organization.
Chino
1639
Claremont
1634
Corona
N/C
Fontana
1619
Ontario
1576
Pomona
1789
Redlands
N/C
Riverside
1795
San Bernadino
1622
Upland
1595
S. B. County
1554
Local Median
1622
R. C. Control Point
1508
Difference 7%
10 Recommend control point 1617 (step 309)
a
•
Ul
0
June 4, 1985
Equity Adjustment
Page 4
Another area of changing market salaries is with the Records Manager. Since the last
time surveyed, the market rate has jumped over 11%. In calculating a recommended
adjustment, the base salary was discounted $200.00 ($100.00 City Clerk's salary plus
$100.00 monthly for taking City Council minutes.
Local
Office Assistant/Clerical Recommended Adjustment
Regional
Position
Current
Comments C.P.
Recommended
C. P.
Santa Ana
N/C
Claremont
2816
% Change
Office Asst
20% below S.O.A. (265) 1298
(269) 1325
2%
Sr. Office Asst
Market (295) 1508
(309) 1617
7%
Deputy City Clerk
Same as S.O.A. (295) 1508
(309) 1617
7%
Pub. Svc Tech.
Some as S.O.A. (295) 1508
(309) 1617
7%
Office Superv.
15% above S.O.A. (325) 1751
(339) 1878
7%
N/C
RECORDS MANAGER
2663
Alhambra
Another area of changing market salaries is with the Records Manager. Since the last
time surveyed, the market rate has jumped over 11%. In calculating a recommended
adjustment, the base salary was discounted $200.00 ($100.00 City Clerk's salary plus
$100.00 monthly for taking City Council minutes.
Local
Regional
Chino
2707
Santa Ana
N/C
Claremont
2816
Anaheim
N/C
Corona
N/C
Brea
3112
Fontana
3300
Costa Mesa
N/C
Montclair
2602
Fullerton
3450
Ontario
2304
Irvine
N/C
Redlands
2074
W. Covina
N/C
Upland
2663
Alhambra
2945
Cerritos
2600
Montebello
N/C
Local Median
2663
Regional Median
R. C. Control Point
2203
Recommend only utilize
local labor market for survey.
Difference
II%
Recommend control
point 2458 (step 393).
Adjustment Recommended - Records Manager
Position
Records Manager
Comments
Market
Less $200 for City
Clerk and minutes
3029
Current Recommended
C.P. C.P. % change
(371) 2203 (393) 2458 11%
1
'y June 4, 1985
Equity Adjustment
Page 5
(C) Internal Equity Within Classifications
Both the Community Services Coordinator and Public Works Engineer positions have
taken on greater 'breadth" since the classification study.
First, the community services coordinator position has played more of a key role in the
overall workings of the Community Services Department. This position in the absence of
the department head takes the lead in public relations, disaster preparedness, and the
recreation function of the deportment. In order to recognize the expanded role this
Position has taken within the organization, it is recommended the following adjustment
be approved.
Current
Position Comments
Recommended
C.P. C.P. %change
Com Svc Coord 5% below Admin Anal.
(355) 2034 (388) 2398 16 112%
Second, the Public Works Engineer position is responsible for the supervision of all
maintenance and public works activities
within
and approximately $10 million in public works
the City. This is a total of 17 employees
projects. The function
is on a compatible
level with the Senior Civil Engineer. It is recommended the following adjustment be
approved.
• Current
Position Comments
Recommended
C.P. C.P. %change
Pub. Wks Eng. Some as Sr Civil Eng
(442) 3139 (457) 3383 7 112%
RECOMMENDATION
Adjust control point for the following positions
to steps listed below.
Position
Step #
Maintenance Worker
291
St. Sweeper Operator
301
Sr. Maint. Worker
311
Maint. Crew Superv.
341
Public Works Engineer
457
Office Assistant
s
269
Sr. Office Assistant
309
Deputy City Clerk
309
Public Service Tech.
309
Office Supervisor
339
Records Manager
393
Assistant Planner
381
Associate Planner
411
Senior Planner
441
. Asst. Park Planner
381
Park Proj. Coord.
441
Com Svc Coord.
388
These to be included into upcoming salary resolution and take effect July I, 1985.
i
u
•
CITY OF RANCHO CUCAMONGA
MEMORANDUM
June 4, 1985
TO: City Council and City Manager
FROM: Robert A. Rizzo
Assistant to City Manager
SUBJECT: Salary and Fringe Benefit Proposal from Employee
Committee al Year 1985-86
The Employeeittee has basically requested three items: (a) cost of living
adjustment, oduction of an optical plan, and (c) adding additional holidays. Below
is a short ar I s s and cost factor for each of these requests.
Cost of Living Adjustment
The Committee requested a $225 per employee monthly increase. This works out to be a
10.64% adjustment.
Such an adjustment would not be equitable throughout the organization, and it is more
than twice the current Los Angeles -Long Beach C.P.I. of 4.8%.
It would appear a more reasonable cost of living adjustment would be 5% that has a
budget impact of 6.967%
Introduction of Optical Plan
The Committee requested that the City provide an optical plan.
This item was researched and a plan found which addressed the needs of the employees
(my opinion and consensus of Employee Committee). The plan provides for annual
examinations and lenses, and frames every 24 months. Additionally, there is a $10
deductible per person examined annually.
The cost for implementing such a program would be .637% or $21,200.
Additional Holidays
The Employee Committee request was for an additional three holidays: (1) Christmas
Eve Day, (2) Floating holiday, and (3) New Year's Eve Day.
Granting all three days seems to be out of the question, however Christmas Eve Day may
warrant some consideration.
June 4, 1985
Salary and Benefit Recommendation
• Page 2
The following cities and counties are closed on Christmas Eve Day:
Corona Upland (1/2 day)
Claremont San Bernardino County
San Dimas Riverside County
Montclair
The following cities are open on Christmas Eve Day:
Chino Ontario
Fontana Redlands
This is a soft cost of .37% of $11,710.
RECOMMENDATION
It is recommended the City Council consider the following salary and fringe benefit
package for fiscal year 1985-86.
Cost
A. Cost of Living Adjustment of 5% 6.967%
$219,229
• B. Introduction of Optical Plan as 637%
described above $21,200
C. Close on Christmas Eve Day when
Christmas occurs on a Tuesday, Wednesday, .37%
Thursday or Friday $1 1,710 (soft)
Total recommended package hard costs 7.6%
$240,429
Total recommended package hard and 7.97%
soft costs $252,139
Options on cost of living adjustment:
total %
% adjustment including overhead Cost
4.0% 5.573 $175,374
4.5% 6.270 $197,306
5.5% 7.674 $241,474
6.0% 8.372 $263,425
RAR:mk
0
•
•
CITY OF RANCHO CUCAMONGA
MEMORANDUM
June 4, 198S
TO: Employee Committee
FROM: Robert A. Rizzo
Assistant to City Manager
SUBJECT: Salary and Fringe Benefits Proposal - Fiscal Year 1985-86
The request submitted on May 17, 1985 has been "costed out," and below
are the percentage amounts of the requested adjustments.
Cost
Cost of Living
$225 per month increase
Insurance Benefits
10.64%
A. Introduction of Optical Plan - Proposed plan provides
for annual exam and lens and frames over 24 months -
$10.00 deductible per person examined .637%
Additional Holidays Request
A. Christmas Eve - 8 hours •37
B. Additional Floater - 8 hours .37
C. New Year's Eve - 8 hours .37
RAR:mk
Ul
•
CITY OF RANCHO CUCAMONGA
MEMORANDUM
May 17, 1985
TO: Robert A. Rizzo
FROM: Rancho Cucamonga Employee Committee
SUBJECT: Salary and Fringe Benefit Proposal - Fiscal Year 1985-86
It is the request of the Employee Committee, after considerable delib-
eration, to submit the following proposal to the City Council for a salary
and fringe benefit package consideration.
Employee Committee Proposal:
COST OF LIVING ADJUSTMENT
$225 per month increase.
INSURANCE BENEFITS
City paid optical plan.
ADDITIONAL HOLIDAYS REQUESTED
A. Christmas Eve - whole day
B. Additional floating holiday
C. New Year's Eve - whole day
Thank you.
Judy Acosta
Richard Carrillo
Loyd Goolsby
Tom Neely
Karen Si Ihanek
Carlos Silva
Brigit Tate
Cathy Van Der Sluis
1977
•
•
CITY OF RANCHO CUCAMONGA
MEMORANDUM
June 4, 1985
1977
TO: City Manager and City Counci
FROM: Robert A. Rizzo
Assistant to City Manager
SUBJECT: Adjustment of,Mna ion Schedule
Attached iss����'\q�oFi n schedule survey of local cities and counties utilized in our
classificatioi�� udy. It indicates Rancho Cucamonga is falling behind in allowing
vacation time. Eight of the nine survey entities are ahead of Rancho Cucamonga, with
the City of Redlands on the bottom of the list. Currently, we are 12 1/2 days below the
average vacation granted during ten years of service.
Vacation time may be somewhat of an unpopular subject, however we need to stay
competitive. Listed below is our current vacation schedule, the average of the survey
entities, and recommended adjustment. The recommended adjustment would bring
Rancho Cucamonga up to the average amount of vacation time given by the surrounding
cities and counties.
Vacation Schedule Survey
Years of Service
1 2 3 4 5 6 7 8 9 10
Average vacation
days per year 11.8 12.1 12.3 13.3 14.8 15.6 15.7 15.8 16.25 17.7
Rancho Cucamonga 10 10 10 13 13 15 15 15 15 15*
Recommended 10 II 12 13 14 15 16 16 17 18*
Adjustment
*Plus one additional day per year completed to a maximum of twenty days.
RECOMMENDATION
It is recommended the City Council approve the adjusted vacation schedule and direct
Section 3.3.0 of the Personnel Rules and Regulations be revised to reflect the change.
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