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1977
Adiourned Meetino
July 1, 1991 - 5:30 p. m.
Council Chambers
10500 Civic Center Drive
Rancho Cucamonga, California
A. CALL TO ORDER
1. Roll Call:
Buquet _, Alexander Stout _, Williamn Wright _.
B. CONSENT CALENDAR
The followiag Coasent Calendar item era szpeeted to be muiiae and noa-
controveraial. Thsy will be acted upo¢ by the Council at one tine without
discussion. Any item sap be reaoved by a CounciLember or aember of the audie¢ee
£or discussio¢.
1. Approval to adopt salary resolution implementing salary and benefits for p9. ~
fiscal year 1991/92.
RESOLUTION NO. 91-174 pg. 2
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OP RANCHO
CUCAMONGA, CALIFORNIA, RESCINDING ABSOLUTION NO. 90-273
AND IMPLEMENTING SALARY AND BENEFITS FOR FISCAL YEAR
1991/92
3. Approval of one year extension of City Manager's agreement. p9. ~~
4. Approval to execute a Joint use Agreement (CO 91-034) with Southern p9• )8
California Edison company for relocation and installation of electrical
trar:emiaeion lines from a utility easement to a street easement on the
east aide of Rochester Avenue south of Poothill Boulevard. Coaiiaued frog
June 19, 1991.
City Council Agenda
July lr 1991
Page 2
PESOLUTION NO. 91-164 • p9. )g
A RESOLUTION OP TNB CITY COUNCIL OP TILE CITY OF RANCHO
CUCAHONGA, CALIFORNIA, APPROVING A JOINT USB AGRBE!ffiNT
WITH SOUTHERN CALIFORNIA EDISON COMPANY FOA ABLOCATION
OF UTILITIES AT AOCH%STBR AVSNU6 AND FOOTHILL BOULEVARD
(• MALT/• ORaR~tlT
The following iio (s) have ao legal publication or posting requiruents. The
Chair will open the eeetiag to relive public testiaoay.
1. MOPTION OF FI$GAL Y$a9 1991/9 AIR]C.RT. aan aRTT(•~R YTTTR
Pg• 20
RESOLUTION NO. 91-175 pg. 21
A RESOLUTION OP TH6 CITY COUNCIL OF TH6 CITY OF RANCHO
CUCAMONGA, CALIFORNIA, ADOPTING 17~ CITY'S BVDGET (GAS
TA%, OTHER SPECIAL PURPOSE FUNDS, AND ADDITIONAL
APPAOPAIATIONS) POA FISCAL YEAR 1991/92
RESOLUTION NO. 91-176 pg. 22
A RESOLUTION OF THE CITF COUNCIL OF THE CITY OF RANCHO
CUCAMONGA, CALIFORNIA, SSTRBLISHING AN APPRGPAIATIDNS
LIHIT PURSOANT TO ARTICLE %IIIB OP THS CALIFORNIA STATS
CONSTITUTION FOR FISCAL YEAR 1991/92
D COMMINICATIONB PAON THB P IC
Tbia is tbs tLe sad place for the general public to address the City Council.
skate lsw probibita the Council from addressing any issue aoi previously included
oa the Agsada. Tea Council wp receive teatiiony sad sat the uiier for
subsequent eaeting. Consents are io be lieitad to five einutes per individual.
E. ADJOUIINIB:N'f
MEBTINO TO ADJOVRN TO BIBCUTIVS SESSION TO DISCDSS PER80NNEL NATTERS.
I, Debra J. Adass, City Clark of the City of Rancbo Cucasonga, hereby certify
that a truo, accurate copy of the foregoing agenda was posted oa June 18, 1991,
seventy-tw (72) boors prior tp the seating per Oovernseat Coda 56953 at 10500
Civic CenGr Drive, Rancho Cueawnga, California.
r'
I
DATE:
TO:
FROM:
July 1, 1991
- C-iTr =~r'kgivCH::~;;'iii;A;tiiO;aGA
STAFF REPORT
Mayor and Members of the City Council
Jack Lam, AICP, City Manager
Jim Hart, Administrative Services Director
cl to Icnr. ennnr...., ... ..
~~~~~-~ ~ ~ ~ v~ vni.i~n~ ncoVLV I IVIV IMrlGMC1V I IIVU .1ALAFIT AIVU
BENEFITS FOR FISCAL YEAR 1891/92
The City Council adopt the attached resolution implementing salary and benefits for
fiscal year 1991/92.
Annually, the City Council adopts a resolution that implements the salary and benefits
for the fiscal year.
The attached resolution implements the salary and benefits for fiscal year 1991/92.
Respectfully su d,
Jim Hart
Administrative Services Director
JH/dah
attachment
RESOLUTION N0. 91-174
A RESOLUTION OF THE CITY COUNCIL CF THE CITY OF RANCHO
CUCAMONGA, CALIFORNIA, RESCINDING RESOLUTION N0. 90-273
AND IMPLEMENTING SALARY AND BENEFITS FOR FISCAL YEAR
1991/92
WHEREAS, the City Council of the City of Rancho Cucamonga has
determined that it is necessary for the eff itient operation and management of
the City that policies be established prescribing salary ranges, benefits, and
holidays and other policies for employees of the City of Rancho Cucamonga; and
WHEREAS, the City Council of the City of Rancho Cucamonga recognizes
that it competes in a marketplace to obtain qualified personnel to Derform and
iVU nVU uuY rv~w u•
must be sufficiently attractive toyrecruit and retain qualified employees.
MOW, THEREFORE, BE IT RESOLVED by the City Council of the City of
Rancho Cucamonga, California, as follows:
SECTION 1: Salary Ranges
ASSIGNMENTS OF CLASSIFICATIONS TO PAY RANGES
( Monthly Amount s)
Control
Mi nimum Point
Class Title Step Amount Step Amount
Account Clerk I 311 1,634 351 1,995
Account Clerk II 331 1,805 371 2,204
Account Technician 366 2,150 406 2,624
Account antN 405 2,611 445 3,168
Accounting Manager* 479 3,777 519 4,611
Accts Payable SupervisorN 396 2,497 436 3,048
Admin Intern 283 8.20 323 10.01
Admin Secretary 1/ 370 2,193 410 2,677
Admin Services Director* 551 5,408 591 6,603
Animal Control Officer I 333 1,823 373 2,226
Animal Control Officer II 353 2,015 393 2,459
Associate EngineerN 471 3,629 511 4,430
Associate Park PlannerN 438 3,078 478 3,758
Associate PlannerN 448 3,236 489 3,950
Asst Building Off icial* 506 4,321 546 5,275
Asst City Manager+ 595 6,736 635 8,225
Asst Deputy City Clerk 1/ 317 1,684 357 2,055
Asst EngineerN 441 3,125 481 3,815
Rs st Landscape DesignerN 396 2,497 436 3,048
Asst Park PlannerN 418 2,786 458 3,401
Asst PlannerN 429 2,943 469 3,593
Asst Pool Manager 268 7.61 308 9.29
Asst RDA AnalystN 408 2,650 448 3,236
Resolution No. 91-174
Page 2
Control
M inimum Point
Class Title Step Amount Step Amount ~
Asst to City Manager* 494 4,070 534 4,969
Benefits Technician 345 1,936 385 2,363
Building Inspection Supv# 2/ 450 3,268 490 3,990
Building Inspector 2/ 410 2,677 450 3,268
Building Official+ 536 5,019 576 6,127
Business License Clerk 334 1,832 374 2,237
Business License Supv# 399 2,534 439 3,094
Business License Tech 364 2,128 404 2,598
BuYer#
Cashier/Account Clerk aoc
311 o .
1,634 .~G
351 o, uY6
1,995
City Engineer+ 556 5,545 596 6,769
City Manager+ 662 9,406
City Planner+ 548 5,328 568 6,505
Code Enforcement Officer 2/ 394 2,472 434 3,017
Code Errtorcement Supv# ~ 424 2,871 464 3,505
Code Enforcement Tech 354 2,025 394 2,472
Community Dev Direttor+ 586 6,440 626 7,864
Community Services Director+ 541 5,145 581 6,281
Community Services Tech 380 2,305 420 2,814
Computer Operator 363 2,118 403 2,565
Counter Plans Examiner# 440 3,109 480 3,791
Crossing Guards 203 5.50 243 6.72
Custodian 340 1,888 380 2,305
Oata Base Managmmt Analyst# 465 3,522 505 4,300
Data Processing Manager* 494 4,070 534 4,969
Deputy City Clerk# 378 2,282 418 2,786
Deputy City Engineer+ 526 4,774 566 5,800
Deputy City Manager+ 542 5,171 SB2 6,313
Deputy City Planner* 518 4,588 556 5,601
Disaster Prep Manager* 479 3,777 519 4,611
Disaster Prep Specialist 389 2,411 429 2,943
Electrical Specialist# 1 430 2,958 470 3,611
Engineering Aide 381 2,317 421 2,828
Engineering Technician 401 2,560 441 3,125
Equipment Operator 2/ 368 2,111 408 2,650
Executive Assistants 409 2,664 449 3,252
Facilities Supervispr# 434 3,017 414 3,684
Finance Officer+ 521 4,657 561 5,685
Fleet Maintenance Supt* 2/ 474 3,684 514 4,497
G[S Supervisor# 448 3,236 488 3,950
GIS Technician 393 2,459 433 3,002
Instructor/Guard I 203 5.50 243 6.72
instructor/Guard II 243 6.12 283 8.20
Inventory Speciatist Equip/Mat 2/ 344 1,926 384 2,351
Junior Engineer 411 2,690 451 3,284
Junior Engineering Aide 361 2,097 401 2,560
Landscape Designer# 426 2,899 466 3,540
lead Maintenance Worker 2/ 378 2,282 418 2,786
Resolution No. 91-174
Pagz 3
Control
Mi nimum Point
Class Title Step Amount Step Amount
Lead Mechanic 2/ 402 2,572 442 3,140
Maint Supervisor) 2/ 434 3,017 474 3,684
Maint Tech - 243 6.72 283 8.20
Maint Worker 2/ 340 1,688 380 2,305
Management Aia'e 369 2,411 429 2,943
Management Analyst 16 419 2,800 459 3,416
Management Analyst IIN 448 3,236 488 3,950
Mechanic 2/ 387 2,387 427 2,914
M..,.:,,.,:..c ...
,..,~. o. un ~ aaa ann ~ ans
_
Microcomputer Specialist 393 2,459 433 3,002
Office Services Clerk 307 1,602 347 1,955
Office Specialist I 287 1,450 321 1,170
Office Specialist iI 1/ 307 1,602 347 1,955
Park Construction/Acqufst Supv/ 464 3,505 504 4,279
Park Planning/Dev SuDt* 481 3,815 521 4,657
Park/Lands. Maint Supt* 2/ 474 3,694 514 4,497
Personnel Analyst I! 393 2,459 433 3,002
Personnel Analyst Ilif 448 3,236 488 3,950
Personnel Clerk 335 1,842 375 2,248
Personnel/Risk Manager* 494 4,070 534 4,969
Plan Lheck Coordinator* 476 3,721 516 4,542
Planning Aide 283 8.20 323 10.01
Planning Commission SecyR 378 2,262 418 2,786
Planning Technician 369 2,182 409 2,664
Plans Examiner6 430 2,958 470 3,611
Plans Examiner-Gradingt 2/ 430 2,958 470 3,611
Plumbing/Mechanical Special istb 430 2,958 470 3,611
Police Clerk** 313 1,650 353 2,015
Pool Manager 292 8.57 332 10.47
Principal Planner* 498 4,152 538 5,069
Principal Plans Ezaminer4 456 3,367 496 4,111
Programmer/Analyst) 446 3,204 486 3,411
Public Service Technician 361 2,097 401 2,560
Public Works Engineer* 2/ 496 4,111 536 5,019
Public Norks Inspector 12/ 393 2,459 433 3,002
Public Norks Inspector II 2/ 413 2,717 453 3,317
Public Works Maint Mgr* 2% 504 4,278 544 5,223
Purchasing Agent* 479 3,777 519 4,611
Receptionist 297 1,524 337 1,860
Records Clerk 307 1,602 34J 1,955
Records Manager/City Clerk* 504 4,278 544 5,223
Recreation Aide 164 4,53 204 5.53
Recreation Assistant 203 5.50 243 6.72
Recreation Coordinator 387 2,387 427 2,914
Recreation Leader 253 1.06 293 8.62
Recreation Superintendent* 492 4,030 832 a, 919
Recreation SupervisorN 417 2,772 457 3,384
Redevelopment AnalystA 438 3,078 478 3,758
Resolution No. 91-114
Page 4
Control
Mi nimum Point
Class Title Step amount Step Amount
Redevelopment Manager+ 533 4,944 573 6,036
Rehab Specialist# 2/ 430 2,958 470 3,611
Resource Services ~upv# 448 3,236 488 3,950
Risk Management analyst/ 419 2,800 459 3,418
Secretary 1/ 340 1,888 380 2,305
Signal 6 Lighting Tech 2/ 418 2,785 458 3,401
Special Districts Superv/ 448 3,236 486 3,950
Special Districts Tech 380 2,305 420 2,814
Spec iai uiscri tts iecn 11 400 2,547 440 3,109
Sr Account Tech 38D 2,305 420 2,814
Sr Accountant/ 448 3,236 488 3,950
Sr Administrative Secy 1/ 378 2,282 418 2,786
Sr Business License Tech 379 2,294 419 2,800
Sr Civil Engineer* 506 4,321 546 5,275
Sr GIS Technician 413 2,711 453 3,317
Sr Maintenance Worker 2/ 350 I, 985 390 2,423
Sr Planner 478 3,758 518 4,588
Sr Plans Examiner-81dg# 450 3,266 490 3,990
Sr Plans Examiner-Fire/ 450 3,268 490 3,990
Sr Records Clerk 317 1,684 357 2,055
Sr Redevelopment Analyst• 468 3,575 508 4,364
St/Storm Drafn Maint Supt•2/
- 474 3,684 514 4,497
Structural Specialist# 2/ 430 2,958 410 3,611
Superv qn imal Cn trl Off icer# 383 2,340 423 2,856
Superv Public Works Insp# 2/ 443 3,156 483 3,853
Systems Analyst# 465 3,522 505 4,300
Technician 400 2,547 440 3,109
Traffic Engineer• 511 4,430 551 5,408
*•This classification when assigned to shifts other than day shift
shall have an additional pay of 40 cents per hour.
1/ When acting as Clerk to Lountil/Commi ssions E50 pafd per night
or weekend day meeting.
2/ Up to E150 provided annually tow ard purchase of approved safety
footware.
# Denotes Supervisory/Professional Class
" Denotes Manayement Class
+ Denotes Executive Class
Executive Management employees will be assigned to salary ranges which are no
less than 20X (40 salary code steps) below the control point and no more than
15% (30 salary code steps) above the control point. all other employees will
be assigned to salary ranges which are no less than 20% (40 salary code steps)
below the control point and no more than 5% (10 salary code steps) above the
contro', point. actual salary within the range is determined by performance,
achievement of goals and objectives, or for recent appointments, growth within
the position.
Resolution No. 91-174
Page 5
SECTION 3: Three tiered Ma nagement Prog ram
Employees designated as either Professional/Supervisory, Management,
or Executive Management are not eligible for overtime pay, or compensatory ~.
time for working hours over and above the normal daily work schedule.
Employees so designated shall be entitled to all benefits provided to general
employees and the fallowing:
Superviso rv/Professional
A, Administrative leave to a maximum of forty hours per
calendar year. Days off must be approved Dy appropriate
supervisor, after successful completion of six months
sPMV irn wi~Ain •6t_ -l~:a e ~~wn
B. Life insurance p611.cy of an additional twenty thousand
dollars.
C. Deferred compensation program of Lwo percent of salary,
Management
A, Admf ni stra Live leave to a maximum of sixty hours per
calendar year. Days off must De approved by appropriate
supervisor, after successful completion of six months
service within this classification,
B, Life insurance polity of an additional twenty thousand
dollars.
C. Deferred compensation program of four percent of salary.
Executive Management
A. Administrative leave to a maximum of eighty hours per
calendar year. Days off must be approved by appropriate
supervisor, after successful completion of six months
service within this classification.
B. Automobile allowance of E250.00 per month if a City
vehicle is not provided,
L. Lffe insurance policy of an additional thirty thousand
dollars,
0. Deferred compensation program of six pe rtent of salary,
SECTION 4: Life Insurance
The City provides E30 ,000 base coverage of life insurance for all
employees. Employees who want to purchase additional life insurance coverage
with personal funds may do so at the city's group rate.
SECTION 5: Health Insurance
The City provides health insurance plans available to all full time
continuous salaried employees and elected officials. The City agrees to
average the cost of medical insurance for employees as one group, providing
for no additional payment Dy employees for coverage through June 30, 1992.
nc'SOiut iCn N0. 9i-i74
Page 6
SECT [ON 6: Oent al insurance
The City shall provide a dental insurance plan for all full-time
continuous salaried employees and elected officials. The City agrees to
average the cost of dental insurance for all full time continuous salaried
employees and elected officials up to a maximum of E55,W per employee or
elected official per month to 6e effective July 1, 1991.
SECTION 7: Optitai Insurance
The City shall provide an optical insurance plan for all full-time
~_._ .__ _...~.-,--- _.._ _.__-__ ........_... ._ ,. tc
average the cost of optical insurance for all full time continuous salaried
employees and elected officials up to a maximum of E19.00 per employee or
elected official per month to be effective July 1, 1991.
SECTION 8: Holida s
The City Offices shall observe the following 14 holidays. All full
time continuous salaried employees shall be compensated at their regular rate
for these days.
(1) January 1 - New Years Day
(2) January - third Monday - Martin Luther King's Birthday.
(3) February - Washington's Birthday
(4) May - Memorial Day
(5) July 4 - Independence Day
(6) September - Labor Day - The first Monday in September
(7) November 11 - veteran's Day
(8) November - Thanksgiving Day
(9~ November - The day fallowing Thanksgiving
X10, December - The day preceding Christmas
(11) December 25 - Christmas Day
(12) Three discretionary days may be taken by an employee at
his/her convenience who has successfully completed pro6ati on
subJect to approval of the department head. Days may not be
carried over from one calendar year to next. Employees
working 4-ten hour days or the 9/80 plan may charge an
equivalent amount of Lime against holiday hours so that the
number of days off are equal to the number of days 8-hour
work shift employees receive.
Whenever a holiday falls on a Sunday, the following Monday shall be
observed as a holiday. Whenever a holiday falls on a Saturday, the preceding
Friday shall be observed as the holiday.
SECTION 9: Shift Holiday Time
Employees assigned to a compressed work schedule (i. e. 4/10, 9/801
are entitled to the same number of holidays as employees working the
traditional 5/8 plan.
Resolution No. 91-174
Page 7
SECTION 10: Holiday Time
The City agrees that eaployees who are assigned to work, on a holiday,
whether or not their regular shift assignment requires they work that day, are
eligible for pay at time and one-half for working that day. This time and '~
one-half may be taken as compensation or put in a compensatory time off bank,
(in effect, compensating at double time and one-half). That rate of
compensation is tallied as follows: the eight hours compensation for the
holiday, plus compensation at time and one-half for the hours actually work.
This payment at time and one-half abrogates the employees right to that
holiday.
SECTION 11: Premium Holiday Compensation
Maintenance employees required as part of the regular work assignment
to work on Christmas Day, New Years Day, independence Day or Thanksgiving Day,
are allowed to observe the holiday on another day. Additionally, these
employees who work on the aforementfoned designated holtday5 may select to
receive compensation on that holiday at time and one-half for the eight hour
shift, or take a second holiday as time off at a later date.
SECTION 12: Vacation
R11 full-time enployees shall, with continuous service, accrue
working hours of vacation monthly according to the following schedule:
Length of Service Hours Accrued Annual Hours
in Years Per Pay Period Accrued
1 3.077 80
2 3.385 88
3 3.692 96
4 4.000 104
4.308 112
6-8 4.615 120
9 4.923 128
10 5.231 136
11-13 5.538 144
14 5.846 152
15+ 6.154 160
SECTION 13: Sick Leave
All full-time employees shall, with continuous service, accrue 96
hours of sick leave annually.
SECTION 14; Sick Leave Buyback
Employees who terminate their city employment after five years of
continuous service and have at least 50X of five years' sick leave accrued on
the books upon termination can sell 120 hours back to the City.
Resolution No. 91-174
Page 8
SECTION 15: Personal Leave
Employees ran use up to 16 hou r5 of accrued sick leave as personal
leave. This 16 hours carp De used fnc rementally (i.e., ] hour, 1/2 hour)
throughout the fiscal year. Use of this time is for emergency situations
requiring the employee's atten tiort and needs to be cleared with their
supervisor when using this time.
SEC 7i0N 16: Ma to rnity/Pa ternity Leave without Pav
Employees are granted up to four months maternity/paternity leave for
the birth or adoption of a child. Employees on a maternity/paternity leave of
absence without pay will De responsible for the payment of medical, dental and
optical premiums to keep the coverage in fo rcn Arrr+~C t!:^ !c.::: ;,, ;~,ence.
SECTION 17: Patern itv Leave wf th Pav
Male employees are granted up to Z days paternity leave with pay for
the birth or adoption of a child. Any paid time required beyond this initial
2 days oust De charged to sick Teave, vacation, compensatory or floating
holiday time.
SECTION 18: Bereavement Leave
Employees granted up to five (5) Derea vement leave days with pay.
SECTION I9: Mi li to rv Leave
Employees required to serve mil9tary leave will be compensated
pursuant to the Military and Veterans Code. To qualify for compensation the
miltta ry orders must be submitted to the supervisor prior to their tour of
duty and must be attached to the timecard for that pay period.
SECTION 20: Standby Pav
Employees required to De on standby shall be compensated at the rate
of 5128 per week.
SECTION 21: Overtime - Maintenance
The City agrees that employees who are sent home to rest and to be
available to work additional hours as a result of a storm or impendf ng
emergency situation and are not subsequently recalled to work, will De
compensated for the hours not worked in that shift, due to them having Deen
sent home, to bring the total hours to 8 worked in that shift.
Employees who are subsequently recalled to work the storm or
emergency situation will work no more than 12 consecutive hours. Any hours
worked in excess of 8 in that 12 hour Shift will De paid at time and one-half,
regardless of the total numbers of compensated hours for that work week.
SECTION 22: Safety Footwear
The City will provide up to 5150 annually toward the purchase of
safety footwear for emyloyees required to wear Safety footwear as part of
their ,fob responsibilities.
Resolution No. 91-174
Page 9
SECTION 23: Tuition Reimbursement
Employees are eligible for reimbursement of up to E1,500 based on
actual cost as documented by receipts, per fiscal year for costs associated
with attendance of work related classes, or earning credits towards completion
of courses required for the degree, or courses that employee feels would be
valuable for their overall development at colleges or universities. Approval
for reimbursement must be obtained by the employee's supervisor prior to
taking the course.
SECTION 24: Confidential Employees
r^nei ^enti a'. ^-Clc;cc, ~ - C~~ly~~aLeu as such wnen an employee in the
course of hts or her duties, has access to information relating to the City's
administration of employer-employee relations. Employees designated as
confidential employees may not act as representatives of employee organiz-
ations which represent other employees of the City. The employees designated
as confidential employees are as follows:
Personnel Analyst
Personnel Clerk
Benefits Technician
P.ccount Technician - Payroll
Office Specialist II
Secretary
Planning Co~nnission Secretary
Admin Secretary
Sr Admin Secretary
Executive Assistant
Asst Deputy City Clerk
Deputy City Clerk
Records Manager/City Clerk
Records Clerk
Risk Management Analyst
PASSED, APPROVED, and ADOPTED this 1st day of July, 1991.
RYES: Alexander, Bu quet, Stout, Williams, Wright
NOES:
ABSENT:
RTTEST:
Debra J. Adams, City Clerk
Dennis L. Stout, Mayor
I, DEBRA J. ADAMS, CITY CLERK of the City of Rancho Cucamonga,
California, do hereby certify that the foregoing Resolution was duly passed,
approved, and adopted by the City Council of the City of Rancho Cucamonga,
California, at an ad,tourned meeting of said City Council held on the 1st day
of July, 1991.
Executed this 2nd day of July, 1991 at Rancho Cucamonga, California
De ra J. A ams, ity er
Resolution No. 91-174
Page 10
SCHEDULE I -• SALARY CODE 'ABLE
BASIC PAY SLHEOULE IN HOURLY, 81-WEEKLY AND MONTHLY AMOUNTS
ONE HALF PERCENT BETWEEN RANGES
MONTHLY AMOUNTS ROUNDED TO NEAREST DOLLAR
Ra nae Hou rlv Bi-Week lv Monthly
Number Rate Rate Rate
151. 4,2439 339.5134 136
152. 4.2651 341.2109 739
153. 4.2865 342.9170 743
154. 4.3079 344.6316 147
155, 4.3294 346.3547 750
156. 4,3511 348.0865 754
157. 4.3728 349.8269 158
158. 4.3947 351.5761 762
159. 4.4167 353.3340 766
160. 4.4386 355.1006 769
16I. 4.4620 356.876I 773
162. 4.4833 358.6605 777
163. 4.5057 360,4538 781
164. 4,5282 362.2561 785
165. 4.5508 364.0674 789
166. 4.5736 365.8877 793
167. 4.5965 367,7171 197
168. 4.6194 369,5551 801
169. 4,6425 371.4035 805
110. 4.6658 373.2605 809
171. 4.7891 375.1268 813
172, 4.7125 377.0025 817
173. 4.7361 378.8875 821
174. 4.7598 380.7819 825
175. 4.7836 382,6858 829
176. 4.8075 384.5992 833
177. 4.8315 386.5222 837
178. 4.6557 388,4548 842
179. 4,8800 390.3971 646
180. 4.9044 392.3491 850
181. 4.9289 394.3109 854
182. 4.9535 396.2824 859
183. 4,9783 398,2638 863
184. 5.0032 400,2551 867
185. 5.0282 402,2564 872
186. 5.0533 404,2677 676
187. 5.0786 406,2890 880
188. 5.1040 408,3205 885
189. 5.1295 410,3621 889
190. 5.1552 412,4139 894
Ra_ nae
N Hourly
R
t Bi-Weekly
R
t Mon_ th1 Y_
t
umber a
e a
e a
e
191. 5.1809 414.4160 898
192. 5.2069 416,5483 903
193, 5.2329 418.fi311 907
194, 5.2591 420.7242 912
195, b.ZabJ dei .&[iy iio
196. 5.3118 424,9420 921
191, 5.3383 427.0667 925
198. 5,3650 429.2020 930
199. 5.3919 431.3481 935
200. 5.4386 433.5048 939
201. 5,4459 435.6723 944
202. 5.4731 437.8507 949
203. 5.5005 440.0399 953
204, 5.5280 442.2401 958
205. 5.5556 444,4513 963
206. 5.5834 446.6736 968
207. 5,6113 448.9070 973
208. 5.6394 451.1515 977
209. 5.6676 453.4073 982
210. 5,6959 455.6743 987
211. 5,7244 457,9521 992
212, 5.1530 460,2424 997
213. 5.7818 462,5436 1002
214. 5,8107 464,8564 1007
215. 5.8398 461,1806 1012
216. 5.8690 469,5165 1017
217. 5.6983 471,8641 1022
218. 5,9278 474,2234 1027
219. 5.9574 476,5946 1033
220. 5.9872 478.9775 1038
221. 6.0172 481,3724 1043
222. 6.0472 983,7793 1048
223. 6.0775 486,1982 1053
224. 6.1079 488,6292 1059
225, 6.1384 491,0723 1064
226. 6.1691 493,5277 1069
227. 6,1999 495,9953 1075
228. 6.2309 498.4753 1080
2'19, 6.2521 500,9677 1085
230, 6.2934 503,4725 1091
Resolution No. 91-174
7v G2 ii
Ramie
um er Nourlv
a e B7~Wee~k lp
ap to Monthl
lty {~'~ Ran a
~ Hourl
,Y Bi-
Meekl
-~
Monthl
Y
r ~ a~ aH-Fe
232• 6.3565 508.5198 1102 282. 8 52 =
~
234.
6.420
513.6111
8 8,156
8 6
,5458 1414
235.
236
6.4523
516.1858 11
3
1118 284.
285 ,2386
8
2198 659.0875
6 1428
.
231.
6.4846
6.5170
518,7667
521
360fi
1124
1130 .
286. .
8.3212 62.3830
665.6949 1435
1442
238.
239.
6.5496
6.5823 .
523.9674
526
5872
1135
11 287.
288. 8.3628
8.4046 669.0234
672.3685 1450
1457
240.
6.6153 .
529.2202 41
1147 289•
290 8.4466
8
4889 675.7303 1464
. . 679.1090 1471
741 F ceo3 •+•
78 .~~~~
37 iii[ 291. 8.5313 682.5045 1479
243.
244. 6.
50
6.1486 5
.1982
539
8842 1164 293. 8.6168 689.3466 1494
246.
6,8862 .
545.2965 1110
11 294. 8.6599
7 692.7933 1501
248•
6.8845
55
.
8 81 296,
9 8.746 699.7386 1586
249.
6.9190 0
763
553.5170 1193
1199 2
8,
299 8.8344 706,7535 1531
250.
6.4536
556.2845
1205 .
300. 8.8786
8.9230 710.2872
713
8387 1539
252.
7.0233
561.8613
1217
30
9
0124 .
72
9949 1547
254.
7
0937
56
3 . 0. 1562
. ,
8 7.4940 1230 04• 9.8028
9 728.2229 1518
256
257. 7,164
1.2006 573.1631
576
0490 1242 306. .1483
4 731.8640 1586
.
8 1248 301. 9.2
00 739.2009 1602
259•
260. 7.2728
7.3092 58
.8239
584
7330 12b1
1 309. 9,3326 746,6114 1616
. 261 310. 9.3193 750.3445 1626
262. 7.3824 590.5950 1280 . 47
263.
7,4193
593,5479
1286 312
313 9.
33
9
5207 )57.8667
7 1642
265.
7,4937
599.4982
1299 . .
1 61.6560 1650
267•
7.5689
605
5082
1
12 315• 9.6
61
9
7 769.2916 1661
268.
7.6061 .
608.5358 3
1318 317.
318 .
125
9
7 777.0038 1684
270.
7.6830
614.6363
1332 .
2
. .
611
8
0 780.8688
7 1692
3
0 9.
59 88.7112 1709
212. 7,7600 620.7981 1345 322 9
958 9
274•
7.8388
626
0216 .
323. .
8
10.0076 7
6.6248
800
6072 1726
1735
275•
276 7.9770
7
9163 .
630.1567 1359
1365 324.
325. 1D.0516
10.1079 .
804.6103
808
6333 1743
.
277. .
7.9559 633.3075
636.4740 1372
1379
327.
. . 1752
278•
1.9957
639.6564
1386
328. 10
2092
10
2603 816,7399
8 1770
280.
8.0759
645.0689
1400
329. .
10.3126 20.8236
824.9217 ]778
1787
330. 10.3632 829.0523 119b
Resolution Nn, 91-174
Page 12
Ramo~n e__
m6e~r
A Hou rl
tt
~ 81-Weekl
a~ Mon thl
R~ Ra~~n9ge__
ulr~r Hou rl
~ Bi-Meekl
ali=te Monthl
a~
u a a
331. 10.4150 833.1976 1805 381. 13.3648 1069.1806 2317
332. 10.4670 831.3636 1814 382, 13.4316 1074,5265 1928
333. 10.5194 841.5504 1823 383. 13,4987 1079.8992 2340
334. 10.5720 845.7561 1832 384. 13.5662 1085,2907 2351
335. 10,6248 849.9869 1842 385. 13.6341 1090.7252 2363
336. 10.6780 854.2369 1851 386. 13.7022 1096.1788 2375
337. 10.7314 858.5080 1860 387. 13.7707 1101.6597 2367
338. 10.7850 862.8006 1869 388. 13.8396 1107.3680 2399
339. 10,8389 861,1146 1879 389. 13.9088 1112.7038 2411
340. 10.8931 871.4502 1888 390. 13.9783 1118.2613 2423
3Y1.
342. lU, YV%0
11.0023 O%O.OUIV
880.1864 lOYO
1907 J>i.
392. i+.v~o2
14.1185 tied. eve-r
1129.4780 -~~i
2447
343. 11.0573 884.5874 1917 393. 14,1891 1135.1254 2459
344. 11.1126 889.0103 1926 394. 14.2600 1140.8010 2412
345. 11.1682 693.4554 1936 395. 14.3313 1146.5050 2484
346. 11.2240 697.9226 1945 396. 14.4030 1152.2375 2497
341. 11.2802 902.4123 1955 397. 1a.4750 1157.9987 2509
348. 11.3366 906.9243 1965 398. 14,5474 1163.7887 2522
349. 11.3932 911.4589 1975 399. 14.6201 1169.6076 2534
350. 11.4502 916.0162 1965 400. 14.6932 1175,4557 2547
351. 11.5075 920.5963 1995 401. 14.7667 1161.3329 2560
352. 11.5650 925.1993 2005 402. 14,8405 1187.2396 2572
353. 11.6228 929.8253 2015 403. 14.9147 1193.1758 2585
354. 11.6809 934,4744 2025 404, 14,9893 1199.1417 2598
355. 11.7393 939.1468 2035 405. 15,0642 1205,1374 2611
356. 11.7980 943.8425 2045 406. 15.1395 1211.1631 2624
357. 11.6570 948.5617 2055 407. 15.2152 1211.2189 2637
358. 11.9163 953.3045 2065 408. 15,2913 1223,3050 2650
359. 11.9759 958,0711 2076 409. 15.3678 1229.4215 2664
360. 12.0358 962.8614 2086 410. 15.4446 1235.5686 2577
361. 12.0959 967,6757 2097 411. 15.5218 1241.7465 2690
362. 12.1564 912.5141 2107 412. 15,5994 1247.9552 2704
363. 12.2172 971.3767 2118 413. 15.6714 1254.1950 2717
364. 12.2183 982.2636 2126 414. 15,7558 1260,4660 2731
365. 12.3397 967.1749 2139 415. 15.8346 1266.7683 2745
366. 12.4014 992.1108 2150 416. 15.9138 1273.1021 2158
367. 12.4634 997.0713 2160 417. 15.9933 1219.4676 2172
368. 12.5251 1002.0567 2171 418. 16.0733 1285.8650 2786
369. 12,5883 1007,0669 2182 419. 16.1531 1292.2943 2800
370. 12.6513 1012.1023 2193 420. 16.2344 1298.7558 2814
371. 12.7145 1017.1628 2204 421. 16,3156 1305.2496 2828
372. 12.7781 1022.2486 2215 422. 16.3972 1311.1758 2842
373. 12.8420 1027.3598 2226 423. 15.4792 1318.3347 2856
374. 12.9062 1032.4966 2237 424. 16.5616 1324.9264 2871
375, 12.9107 1037.6591 2248 425. 16.6444 1331.5510 2885
376. 13.0356 1042.6414 2260 426. 16.7276 1338.2087 2899
377, 13.1008 1048.0617 2271 427. 16.8112 1344,8998 2914
378. 13,1663 1053,3020 2282 428. 16.8953 1351.6243 2929
319. 13.2321 1058.5685 2294 429. 16,9798 1358.3824 2943
380. 13.2983 1063.8613 2305 430, 17,0647 1365.1743 2958
Resolution No. 91-174
^agc 13
_R~~a~ n3ge-~
7a-umber Hourl
~ Bi-NeekT
~ Ho~~nthl~~
Ka R~an~e
u1P m~er Hou rl
1~ Bi-Meekl
a~ Mon thl
m
431. 17,1500 1372.0002 2973 481. 22.0073 1760.5861 .3815
432. 11,2358 13)8.8602 2986 482, 22.1174 1769.3890 3834
433. 17,3219 1385.7545 3002 483. 22,2279 1778.2359 3853
434. 17,4085 1392.6833 3017 484. 22,3391 1787.1211 3872
435. 17,4956 1399.6467 3033 485. 22.4508 1196.0627 3891
436. 11.5831 1406.6449 3048 486. 22,5630 1805.0431 3911
437. 17.6710 1413.6781 3063 487. 22,6759 1814.0683 3930
438. 17,7593 1420.7465 3078 488. 22.7892 1623.1386 3950
439. 17,8481 1427.8503 3094 489. 22.9032 1832.2543 3970
440. 11.9374 1434.9895 3109 490. 23,0177 1841.4156 3990
i o,u~ii iva[.le4e 3125 491. 23.1328 1850.6227 4010
442. 18.1112 1449.3753 3140 492. 23.2484 1859.8758 4030
443. 16.2078 1456.6222 3156 493. 23,3647 1869.1752 4050
444. 18.2988 1463.9053 3172 494. 23,4815 1876.5210 4070
445. 18.3903 1471.2248 3188 495. 23.5989 1887.9136 4090
446, 18,4823 1478.5809 3204 496. 23.i 169 1891.3532 4111
447. 18,5747 1485.9738 3220 497, 23.8355 1906.8400 413I
448, 18.6577 1493,4037 3236 498, 23.9547 19I6.3742 4152
449, 18.7609 1500.8707 3252 499, 24,0745 1925.9560 4173
450. 18.8547 1508.3751 3268 500, 24.1948 1935.5856 4194
451, 18.9490 1515,9169 3284 501, 24.3158 1945.2637 4215
452. 19.0437 1523.4965 3301 502. 24.4314 1954,9901 4236
453. 19.1389 1531.1140 3317 503. 24.5596 1964,7650 4257
454. 19.2346 1538.7696 3334 504, 24.6824 1974.5888 4278
455. 19.3308 1546.4634 3351 505, 24,8058 1984.4618 4300
456. 19.4274 1554,1957 3367 506. 24.9298 1994.3841 4321
457. 19,5246 1561.9667 3384 507. 25.0545 2004,3560 4343
458. 19,6222 1569.1766 3401 508. 25.1797 2014.3778 4364
459. 19.7203 1577.6254 3418 509, 25.3056 2024,4497 0.386
460. 19.8189 1585.5136 3435 510. 25.4321 2034,5719 4408
461. 19.9180 1593.4411 3452 511. 25,5593 2044,7448 4430
462. 20.0176 1601,4083 3470 512. 25,6811 2054.9685 4452
463. 20.1177 1609.4154 3487 513, 25,8155 1065.2434 4475
464, 20.2183 1617.4625 3505 514, 25.9446 2075,5696 4491
465. 20.3194 1625.5498 3522 515, 26.0743 2085.9474 4520
466. 20.4210 1633.6775 3540 516. 26,2041 2096.3772 4542
467, 20.5231 1641.8459 3557 517. 26.3357 2106,8590 4565
468. 20.6257 1650.0551 3575 518. 26,4674 2117.3933 4588
469. 20.7288 1658.3054 3543 519. 26.5998 2127.9803 4611
410. 20,8325 1666,5969 3611 520. 26,7328 2138.6202 4634
471. 20.9366 1674,9299 3629 521. 26,6664 2149.3133 4657
472. 21.0413 1683.3046 3647 522. 21,0007 2160.0599 4680
473. 21.1465 1691,7211 3665 523. 27,1356 2170,8602 4704
474, 21.2522 1700.1791 3684 524. 27.2714 2181.1145 4727
475. 21.3585 1108,6806 3702 525. 27.4078 2192.6230 d751
416. 21.4653 1717,2240 3721 526, 27.5448 2203.5862 4774
477. 21.5726 1725.8101 3739 527, 21.6826 2214,6041 d798
478. 21.6805 1734.4392 3758 528. 27.8210 2225.6771 4822
479. 21,7889 1743.1114 3777 529. 27.9601 2236.8055 4846
480. 21.8978 1151.8269 3796 530, 28.0999 2247.9895 4871
ReSOlution No. 91-174
Page 14
Ramo~n e__
17~6er Hourl
a e ~B1-Ne_e_k~l
Ra
Ee Mon thl __Ra~~n a~ Hourl
~ Bi-Weekl
lt"~ Mon thl
R""f'
"-'e
_ a e Nu~er a
Ee a
e
531. 28.2401 2259.2295 4895 581. 36,2388 2899.1016 6281
532. 28.3816 2270.5256 4919 582. 36.4200 2913.5911 6313
533. 28,5235 2281.8783 4944 583, 36,6021 2928.1651 6344
534. 28.6661 2293.2676 4969 584, 36.7651 2942,8059 6376
535. 28,8094 2304,7541 4994 585, 36.9690 2957,5199 6408
536. 28.9535 2316.2719 5019 586. 37.1538 2972.3075 6440
537. 29.0982 2321.8592 5044 587. 37,3396 2987.1691 6472
538. 29.2437 2339.4985 5069 588. 31.5263 3002,1049 6505
539, 29.3900 2351.1960 5094 589. 37,7139 3017,1154 6537
540. 29.5369 2362.9520 5120 590. 37.9025 3032,2010 6570
va! °". 2viw.?ooo o1v0 591. 38.0920 3047.3620 6603
542. 29.8330 2386.6406 5171 592. 38.2825 3062,5988 6636
543. 29.9822 2398.5138 5197 593, 38.4739 3077,9118 6669
544. 30.1321 2410,5667 5223 594, 38.6663 3093.3014 6702
545, 30.2827 2422.6195 5249 595, 38.8596 3108.7679 6736
546. 30.4342 2434.7326 5275 596. 39,0539 3124.3117 6769
547, 30.5863 2146.9063 5302 597. 39.2492 3139,9333 6803
548. 30.7393 2459.3408 5328 598, 39.4454 3155,6330 6837
549. 30.8930 2471.4365 5355 599, 39.6426 3171.4111 6671
550. 31.0414 2483.7937 5382 600, 39,8409 3187.2682 690b
551, 31.2027 2496,2127 5408 601, 40.0401 3203.2045 6941
552. 31.3587 2508.6937 5436 602. 40,2403 3219.2206 6976
553. 31.5155 2521,2372 5463 603. 40.4415 3235.3167 1011
554. 31,6730 2533,8434 5490 604. 40,6437 3251.4932 7046
555, 31,8314 2546,5126 5517 605. 40.8469 3261.7507 7081
556. 31,9906 2559.2452 5545 606. 41,0512 3284,0895 7117
557, 32,1505 2572.0414 5573 607. 41.2564 3300.5100 7152
558. 32,3113 2584,9016 5601 608. 41,4627 3317.0125 7188
559. 32.4728 2597,8261 5629 609. 41.6700 3333.5975 7224
560. 32.6352 2610,8152 5651 610. 41.8784 3350,2655 7260
561. 32.1984 2623,8693 5685 611. 42.0878 3367.0168 1296
562. 32.9628 2626.9886 5713 612. 42.2982 3383,8519 7333
563. ?3,1272 2650.1736 5742 613. 42.5097 3400.7712 7370
564. 33,2928 2663,4245 5771 614. 42,7222 3417,7750 7407
565. 33.4593 2676.1416 5800 615. 42,9358 3434.8639 7444
566. 33.6266 2690,1253 5629 616. 43,1505 3452,0382 7481
567. 33.7941 2703.5759 5858 617. 43,3663 3469.2984 7518
569, 33.9637 2717,0938 5887 616. 43,5831 3486.6449 7556
569. 34.1335 2730.6193 5916 619. 43.8010 3504.0761 7594
570, 34.3042 2744.3327 5946 620. 44,0200 3521.5985 1632
571. 34.4757 2758.0543 5976 621. 44.240 3539,206 1670
572. 34.6481 2771.8446 6006 622. 44.461 3556.902 7709
513. 34.8213 2785.7038 6036 623. 44.683 3574.687 7747
57A. 34,9954 2799,6323 6066 624. 44.906 3592.560 7186
515. 35.1704 2613.6305 6096 625. 45.131 3610.523 7825
576. 35,3462 2827.6987 6127 626. 45.357 3628.576 7864
577. 35.5230 2841.8371 6157 627. 45.584 3646,719 ?903
578. 35.1006 2856,0463 6188 628, 45.812 3664.953 7943
519. 35.8791 2870.3266 6219 62^, 46.041 3683,278 1983
580. 36.0585 2884.6182 6250 630, 46.271 3701.694 8023
Resolution No. 91-114
Page 15
Ra^x.
umber Ho~url_Y
ate 8{'y~ eek1,Y
ate ~n~ Ra_nee
- Hourly Bt-Neek~ nth]
a e Numb
er Rate Rate ate
631.
632. 46,502
46,735 3720.202
3738
803 8063
8103 671, 56.771 4541.605 9838
633.
46.969 .
375).497
8244 672,
673, 57.055
57.340 4564,313
4581
135 9887
9936
634.
635 47,204
47
440 3776.284 8184 674, 57,627 ,
4610.071 9986
.
636. .
47.677 3795.165
3814
241 8225
8267 675, 57.915 4633.121 IO ,036
637,
638
47,915 ,
3833.212
8308 676,
677, 58.205
58.496 4656.287
4679
568 10,086
10
137
.
fi 39, 48.155
48,396 3852.378
3871
640 8349
8391 678. 58.788 ,
4102.96b ,
10,188
640.
aq.fi3a .
3R90.99A
A433 679.
680. 59.082
59.377 4726.481
4750.113 10,239
10,290
641.
642. 18,881
49.125 3910.453
3930
005 8475
8518 681, 59.674 4773,864 10,341
643.
fi
4
49.371 .
3949.655
8560 682.
683, 59.972
b0.272 4797,733
4821
722 10,393
10
445
.
4
645 49.618
49
866 3969.403 8603 684, 60,573 ,
48{5,831 ,
10,497
,
646. .
SO,IIS 3989.250
4009.196 8646
8689 685,
686 60.876
61
180 4870.060 10,550
647.
648
50,366
4029.242
8733 .
667, .
61,486 4894,410
4918.881 10,603
10
656
.
649, 50.618
50.871 4049.388
4069
635 8776
8820 688. 6].793 4943.47b ,
10,709
650,
51,125 .
4089,983
8864 689,
690, 62.102
62.413 4968.193
4993.034 10,763
10,816
651,
652. 51.381
51.636 4110.433
4130
985 8906
8952 691. 62.725 5011.999 10,870
653.
51.896 .
4151.640
6996 692,
693 63.039
63
354 5043.089
50 10,925
654,
655
52,155
52
4112.400
9040 ,
694, .
63.671 68.304
5093.646 10,979
I1
034
.
656. ,420
52.683 4193,252
4214
230 9085
9130 695. 63,989 5119.114 ,
11,090
657,
52.943 .
4235,301
9175 696,
697 54,309
54
632 5144.710
5 11,145
658.
659
53,208
53
4256,478
9220 ,
698. .
64.954 170.434
5196.286 11,201
11
257
.
660. ,474
53,741 4277,760
4299
150 9266
9312 699, 65.279 5222,267 ,
I1 ,313
, 700. 65.605 5248.378 11,370
661. 54,O1b 4320.646 9359
662, 54.260 4342.249 9406
663. 54.551 4363.406 9453
664, 54.824 4385.780 9500
665. 55.098 4407,709 9548
666. 55.373 4429.748 9596
667. 55,650 4451.897 9644
668. 55.928 4474.156 9692
669. 56.208 4496,527 9740
670, Sfi ,489 4519.010 9789
-- CITY 4F RAtiCAO CUCAMt?1vGA
STAFF REPORT
DATr:: July 3, 1991
TO Mayor and Members of the City Council
FROM: Jack Lam, AICP, City Manager
SUI3IECI': CONSIDERATION TO APPROVE ANNUAL ONE-YEAR
EXTENSION OF CITY MANAGER'S AGREEMENT
F.ach yeaz at this time, the City Counci! considers granting the annual one-
year extension.
Respectfully submitted,
Jack Lam, AI(
City Manager
~~
- GiT'x _~H ?A?9'~HOC:JCA510`:G:,
STAFF REPORT ,
DATE: July 1, 1991
TO: Mayor and Members of City Council
Jack Lam, AICP, City Manager
FROM: Wm. Joe O'Neil, City Engineer
BY: Paul A. Rougeau, Traffic Engineer
SUBJECT: Approval of a Joint Use Agreement wir.h cm~rha~w r.i~s......+.
raison Company for relocation and installation of electrical
transmission lines from a utility easement to a street easement
on the east side of Rochester Avenue south of
Foothill Boulevard.
BECOMENDATION•
Approval of the taint Use Agreement with Southern California Edison Company
for relocation and installation of electrical transmission lines in connection
with the traffic signal protect at the intersection of Foothill Boulevard and
Rochester Avenue.
BACKGROUND/ANALYSIS
The design of the Traffic Signal and Street Nidening protect for the
intersection of Rochester Avenue and Foothill Boulevard includes relocation of
several utilities. The Southern California Edison Company acquired an
Electrical Transmission Easement, on private property, south of
Foothill Boulevard in 1961. This area has now been Included in the street
widening south of Foothill Boulevard to accommodate realignment of the
intersection. Consequently, the Edison utility poles need to be relocated
from the private utility easement area to a normal position behind the future
curb.
The Joint Use Agreement is used in cases such as this to preserve the
Company's "prior rights" after the poles are installed in a City street
easement area. Therefore, Southern California Edison has prepared the
document for City Council approval and execution.
Respectfully su ted,
!~~
NJO:PAR:Iy
Attachment
~~
RESOLUTION N0. 9~- ~(p
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO
CUCAMONGA, CALIFORNIA, APPROVING A JOINT USE AGREEMENT
WITH SOUTHERN CALIFORNiA EDISON COMPANY FOR RELOCATION OF
UTILITIES AT ROCHESTER AVENUE ANO FOOTHILL BOULEYARD.
NIIEREAS, the City of Rancho Cucamonga has acquirod easeaaant rights
for street and related facilities at Rochester Avenue and Foothill 8oulevn:d;
and
WHEREAS, the Citiy 1s widening the intlrsectlon of RocMster Avenue
and Foothill Boulevard; and,
WHEREAS, the Southern California Edison Company owns a private
utility easement and aalntenance facilities within the area acquired by the
City which need relocation due to the widening; and,
WHEREAS, the Southern California Edison Company has prepamd a Joint
Use Agreement for relocation of the Utility Poles.
NON, THEREFORE, BE IT RESOLVED that the City Council of the City of
Rancho Cucamonga, California does hereby approve said Joint Use Agreement
providing for the relocation of Edison Utilities out of the proposed traffic
areas to the proposed street parkway, preserving the "prior rights" of the
Edison Company, and authorize the Mayor to sign Said Agreement and the City
Clerk to attest thereto.
/9
STAFF REPORT
DATE: JULY 1, 1991 -
T0: MAYOR, CITY COUNCIL, AND CITY MANAGER ~ ~~
FROM: SUSAN M. NEELY, FINANCE OFFICER
SUBJECT: ADOPTION OF FISCAL YEAR 1991-92 BUDGET AND ARTICLE XIZIB
APPROPRIATIONS LIMIT FOR FISCAL YEAR 1991-92
1. Council approve the attached Resolution adopting the 1991-92
Fiscal Year Budget.
2. Council approve the attached Resolution adopting the Article
XIIIB Appropriations Limit for Fiscal Year 1991-92.
The City of Rancho Cucamonga has proposed a one year Program of
Service with the 1991-92 Fiscal Year Budget as the upcoming
"operational" budget. The attached resolution adopts the one year
budget excluding those assessment district funds that will ba sat
after the public hearings on July 3 and 17, 1991:
Capital and
Oenaral Fuad enacial Sunda TOTAL
Fiscal Year 1991/92: $ 27,142,850 $ 13,545,680 $40,688,530
The State of California Constitution, Article XIIIB, requires that
an appropriations limit be established annually by the City
Council. The factor used to develop the appropriations limit is
the C.P.I. change, and change in City population.
The additional attached resolution adopts the annual appropriation
limit as required by Article XIIIB of the State constitution.
Based upon the factors of the Gann Limit C.P.I. calculation of
4.14$ and a population change of 6.63$, the City's fiscal year
1991-92 limit is $20,004,547. The City's fiscal year 1991-92
budgeted appropriations subject to this limit total $13,997,250
w ich mezns that the City expects to be at 69.97; of its Gann Limit
at the conclusion of fiscal year 1991-92.
`` Re~spectfully -syuybmitteyd/,~
Y?G[n2q~rzJ / ~ / . / ~~~
Susan M. Neely
Finance Officer
smn:wp: budresol
~~
RE8OLUTION NO. 91175
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO
CUCAMONGA, CALIFORNIA ADOPTING THE CITY'S BUDGET (GAS
TAX, AND OTHER SPECIAL PURPOSE FUNDS, AND ADDITIONAL
APPROPRIATIONS) POR FISCAL YEAR 1991-92
WHEREAS, the Rancho cueamonga City Council held a
workshop to review the appropriation requests Yor the fiscal veer
1991-92, and;
WHEREAS, the Rancho Cucamonga City council held a public
hearing on the General City Budget, and;
WHEREAS, this public hearing was published in a newspaper
of general circulation and held on July 1, 1991.
NOW, THEREFORE, the City Council of the City of Rancho
Cucamonga, California does hereby resolve that a special session
assembled this 1st day of July 1991, ea follows:
~j',CTION 1: ADOPTION OF FISCAL YEAR 1991-92 BUDGET.
The City of Rancho Cucamonga budget for the fiscal year 1991-92, on
file in the office of the Finance Officer, is hereby adopted in the
amount of $40,688,530. Thies budget total includes appropriations
for other special purpose tunds.
SECTION 2: TRANSFERS OF FUNDS BETWEEN ~!D/OR WITHIN
APPROPRIATIONS. The City Council of the City of Rancho Cucamonga
may transfer funds between funds or activities set forth in the
budget. The City Manager may transfer funds between appropriations
within an appropriation as set forth in the budget and may transfer
appropriations between activities within any fund.
SECTION 3: TRANSFERS OF FUNDS BETWEEN FUNDS.
Transfers of funds between funds as shown on the Fund Analysis
shall be made as expenditures warrant such transfers.
SECTION 4: DISBURSEMENTS. The City Manager and the
Finance Officer, or the duly designated representative, are hereby
empowered and authorized to disburse funds pursuant to
appropriations provided for in the 1991-92 budget, and have the
responsibility to establish procedures and to administratively
implement and control budget on all matters, except direct
expenditures by Council members which require Council approval.
SECTION 5: ADDITIONAL APPROPRIATIONS. The City
Council may amend this budget to add or delete appropriations.
~~
~/
AIeBOLUTIOII 1i0. 4 j~1Z¢
A RESOLUTION OF THS CITY COUNCIL OF THE CITY OF RANCHO
CUCAMONGA, CALIFORNIA ESTABLISHING AN APPROPRIATION LIMIT
PURSUANT TO ARTICLB XIIIB OF THE CALIFORNIA STATE
CONSTITUTION FOR FISCAL YEAR 1991-92
WHEREAS, Article XIIIB of the State of California
provides that the total annual appropriations subject to limitation
of the State and of each local government shall not exceed the
appropriations limit of such entity of government for the prior
year adjusted for changes in the coat of living and population
e..~ . ..1hor visa nrnviAoA in naiA Arhi rlo YTTTR. rnd!
WHEREAS, pursuant to said Article XIIIB o! the
Constitution of the Stets of California, the City council of the
City of Rancho Cucamonga deems it to be in the best interests of
the City of Rancho Cucamonga to establish an appropriations limit
for the Fiscal Year 1991-92, and;
WHEREA6, the Finance Officer of the City of Rancho
Cucamonga has determined that said approprieti.ons limit for the
Fiscal Year 1991-92 ba established in the amount of $20,004,547.
NOW, THEREFORE, the City Council of the City of Rancho
Cucamonga does hereby resolve that an appropriation limit Por the
Fiscal Year 1991-92 pursuant to Article XIIIB of the Constitution
of the State of California be established in the amount of
$20,004,547 and the same is hereby established.
BE IT FURTHER RESOLVED that said appropriations limit
herein established may be changed as deemed necessary by resolution
of the City Council.
PASSED, APPROVED, and ADOPTED this 1st day of July, 1991.
AYES:
NOES:
ABSENT:
Dennis L. Stout, Mayor
ATTEST:
Debra J. Adams, City Clerk
smn: wp:budresol(4)
~a
CiTYOF RANCHO CUCAh10N
REDEVELOPMENT AGENCY
MEMORANDUM
DATE: July I, 1991
TO: Chairman and Members of the Redevelopment Agency
FROM: Jack Lam, Executive Director
BY: Olen Jones, Senior Redevelopment Analyst
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At the Redevelopment Agency meeting on June 13, 1991, the Agency Boazd
requested information on local economic development activities including the
option of. creating an Economic Development position.
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conom
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The field of economic development is undergoing a rapid and significant
transformation. In the SOs and 60s, the term "industrial" development was
use more frequently than "economic" development. Professionals in this field
were commonly know as industrial developers. 'Che primary emphasis of
most state and local economic development programs was the attraction of
new manufacturing facilities, often referred to as "smokestack chasing." The
exceptions were the public sector programs of central cities in major
metropolitan areas, which tended to focus on urban redevelopment and land
planning.
After the recessions of the 70s, cotmunities began to recognize that their
reliance on manufacturing wasn't meeting the need for new jobs and tax base
expansion. Traditional promotional approaches were losing their
effectiveness. Further, environmental and quality of life concerns were
surfacing, bringing new dimensions to the meaning of economic development.
The SOs might be called the decade of small business. The reseazch of David ~'~
Birch of MIT brought the impact of small business to the attention of
economic development professionals and local government officials. In a
number of communities, program emphasis began to shift away
from promotion to projects aimed at fostering the expansion ~tycwnrp
~
and retention of small business and the stimulation of business
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startup; however, economic development organizations soon ~ ,
~
discovered that it is much more difficult to generate sustained w r-
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1977
Economic Development Program
f'uly i, i94i
Page 2
public interest in working with existing business than in attracting large new
employers.
Today, community economic development programs generally svive to strike
a balance between promotion and retentionJexpansion activities. Most
programs, however, must contend with a loss of federal and state dollars,
increased local competition for diminishing financial resources, and an
increasingly complex economic environment. Additionally, the concern over
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environment plays an important role min the quality business environment and
in location decision-making.
It is too limiting to define economic development as just the attraction of new
sources of jobs and taxes. In its broadest sense, economic development is the
creation of wealth, and the improvement of the economic well-being of the
community. The role of the economic development program is to influence
the economic growth process through actions that lead to an improvement in
the business environment. The resulting increased efficiency in the use of
IocaI resources through carefully focused activity will lead to gains in real
income and buying power as job opportunities expand and capital investment
increases.
Rancho Cucamonaa's Current Economic Development Prog,~gpt
Since Rancho Cucamonga is a relatively young city, economic development
activities generally have been focused on generating name recognition in the
development and financial communities, and the creation of a community
"image" for use in marketing programs. Mazketing activities have included
"quality of life" advertising in trade and business journals, and attendance ae
national trade conferences and exhibits. Further, commercial and industrial
users have been solicited to do business in the community.
The entire Agency staff is involved in the marketing program. Concept
development, selection of media, exhibit design, wade show selection, and
follow-rap are the primary responsibility of the Redevelopment Analyst
These activities consume approximately 80% of her time. She is assisted in
the actual trade show representation by all Agency staff. Additionally, she is
assisted in follow-up by both the Assistant Redevelopment Analyst and
clerical.
Economic Development Program
July t, 1991
Page 3
General inqulries from property owners, developers and businesses may.
handled by any staff member. More specific inquiries regarding siks and/or
programs are refetted to the Senior Redevelopment Analyst. Depending on
the nature of the inquiry, the Deputy Director and/or Executive Director may
become involved. Basic negotiations are handled by the Senior
Redevelopment Analyst, with review of the deal points by the Deputy and
Executive Directors {Deputy City Manager and City Manager).
To date, Redevelopment Agency's financial accie~g.;pe - ;;,;(;cs have been
rimer^d oa ~rwjccta whtcn provide along-term community benefit. When the
Agency was created, the most pressing needs of the community were large-
scale public improvements, such as flood control, fire protection, and grade
separations (such as the Milliken Avenue Undercrossing). Recognizing this
need, the Agency allocated its financial resources primarily for public
improvements. The theory behind this approach was that by creating this
basic infrastructure, which was beyond the ability of private development,
the land in the project area would become more developable. By solving
these most basic problems, the market would provide the stimulus needed for
development to occur. Thus, the Agency has not taken the "shotgun"
approach of assisting every project; rather, it has targeted users that provide
major contributions to the overall welfare of the community.
The regional shopping center is an example. Due to the nature of this
development, it has inherent community benefit -- enormous potential for
increasing local employment, and a substantial increase in the City's tax base
(both property [ax and sales tax).
Because of its unique position in the Southern California market, Rancho
Cucamonga has experienced excellent growth in industrial, commercial and
residential development. Since incorporation, the City has benefitted from
the accessibility, availability and affordability of its land. With the expansion
of the California economy, business and industry have found Rancho
Cucamonga to be a natural location for their entry into the western market
and on into the Pacific Rim. Additionally, because the City's design standards
promote the long-term value of development here, companies find their
investment in the City bringing a greater return than in some surrounding
communities.
It was during this period that the criteria for Agency involvement were
articulated clearly. As you will recall, there are three keys to a project which
Economic Development Program
tuiy 1. 1!µJ1
Page 4
may trigger the possibility of Agency assistance -- increased sales tax to the
City's General Fund; increased property tax revenue to the Agency; ana
increased employment. Any one, or combination of the three, might be
sufficient to generate consideration by the Agency. For those projects which
the Agency determined to meet its criteria, the Agency would evaluate the
project to determine how best to meet its needs. Direct contribution from the
Agency was always the "last resort" financing; all other means of financing
would be utilized first -- conduit financing, Industrial Development Bonds,
cic. : ypicaiiy, any project whten mvotvetl dtreet contribution from the
Agency was expected to return our investment in five to seven years.
Therefore, only very selective projects having major benefit [o the
community qualify (i.e. Price Club). Projects which would otherwise be built
receive no direct Agency assistance.
The Seazs Credit Center is another example of this selective approach. As you
will recall, the Agency contributed approximately 5350,000 towazds the cost
of off-site improvements which were required for the development of the site
for the Sears Rsgional Credit Center. In exchange for this investment, the
Agency received 1,000 new jobs, plus the increased property tax revenue
generated by the development. Based on the assessed valuation of the
project, the Agency will recoup i[s investment completely within 6 years.
However, as the Southern California mazket has matured, competition among
the Inland Empire communities has increased, land values have risen, and
land availability has decreased. Thus, we aze beginning to see the need for
additional economic development activities. The Agency has begun to explore
the possibility of working together with Chaffey College to produce a business
needs survey, and to provide a coordinated program of technical and financial
assistance [o small and medium sized businesses. Additionally, we are
working on the blueprint for a program to bring site selectors, CEOs, and
company owners to Rancho Cucamonga by hosting day-long seminars on the
community; and the creation of a local business "network," coordinated with
the Chamber of Commerce, to approach suppliers of local businesses with an
opportunity to relocate or expand in Rancho Cucamonga.
Other Comm mitina' Pro¢rams
For most cities in the Inland Empire, the redevelopment agency serves as the
economic development department. Since redevelopment is the largest
source of funding available for this type of program, marketing, promotions,
Economic Development Program
iuiy i, !99t
Page S
business development/retention, and the attraction of new industry ark
usually functions of the redevelopment staff.
Following is a summary of additional information obtained from othee
California communities regarding the structure of their economic
development organizations.
Santa Ana: Economic development activities for Santa Ana are handled by
iue ~.V000Uwiy Dcvciupuwm nlleney, gUpC7V1SCU Dy the r.7teCUDVC Ulrecl0(
(salary: $68,268 - 96,456). The Agency is divided into five divisions:
Economic Development, Downtown Development, Administrative Services,
Redevelopment and Real Estate, and Housing. The Economic Development
Division provides small business assistance and job training, as well as the
management of a small business "incubator" owned by the Agency.
Marketing for this division is limited to the incubator. This Agency has been
in existence for some time.
The Redevelopment and Real Estate Division is responsible for the
management of the redevelopment project areas.
General City marketing is handled by the Administrative Services Division.
Santa Clarita: The City of Santa Clarita is a relatively new community in the
northern portion of Los Angeles County; population 140,000. The City has
recently hired an Economic Development Director (salary: E60,000j whose
responsibilities include: development of a community-wide economic
development strategy; management of the City's marketing program;
outreach; evaluation and coordination of the creation of a redevelopment
project area; management of [he City's CD$G program. Santa Clarita has not
adopted a redevelopment plan, and thus has no active redevelopment agency.
The primazy responsibility of the position is the development of the overall
economic development strategy for [he City. This saa[egy will ultimately be
articulated in an economic development element of the City's General Plan.
The strategy is intended to focus on retail needs of the community, retention
of current businesses, and efforts to encourage residents to shop "in town."
Long Beach: Economic development activities for Long beach are handled
by the Department of Community Development. Unlike Rancho Cucamonga's
Community Development Department, Long Beach's department is divided
Economic Development Progrun
:uly 1, 1941
Page 5
into four divisions: Housing and Neighborhoods Buraau, Redevelopmant
Bureau, Property Services Bureau, and Economic Development Bureau.
(Bureau Managers' salaries: $63,000 to $94,000). The Bureau Manager
reports to the Director of Community Development (cunant salary: 597,200).
The Economic Development Bureau is responsible for business assistance and
marketing. The primary purpose of this division is to "organize and
implement a comprehensive economic development program designed to
attract and retain jobs and business investments m the community."' Cttons
of the division are coordinated with the Chamber of Commerce, Convention
and Visitors Council, Pott of Long Beach, and the Downtown Long Beach
Associates (a business association). The Bureau is located in a storefront
office in the downtown area.
Riverside: The City of Riverside has 3 divisions within its Development
Department: Administration/Administrative Services, Economic Development
and Neighborhood Conservation, and Redevelopment. The economic
development programs are administered by the Assistant Director for
Community Development and Neighborhood Conservation (salazy: 554,432 -
$76,596). This position reports directly to the Development Department
Director,
San Bernardino: The City of San Bernardino has 4 departments within its
Economic Development Agency: Development {including redevelopment,
housing, marketing and CDBG); Main SVee[ Project (a downtown revitalization
program); Convention and Visitors' Bureau; Economic Development Council
(small business retention/expansion loans).
Each of the divisions functions independently, but is coordinated through the
efforts of the Agency Administrator (salary: $75,000). The Administrator
functions as the primary marke[ing/outreach person for the City. As such, he
is empowered to begin negotiations with businesses/developers, which he
then directs to the appropriate division of the department.
The Agency is located in a storefront office in the downtown.
Moreno Vatlev: The City of Moreno Valley, population 120,000, has recently
recruited for an Economic Development Director (salary: 562,000). This
position reports directly to the City Manager. Primary duties include:
participate in negotiations with developers and other individuals and groups;
Economic Development Program
Iuly Y, 1991
Page 7
development and implementation of economic development, 4ousin~,
redevelopment, and community development programs; provision of
financial, site selection, and other assistance to business prospects;
supervision of redevelopment activities; development and implementation of
a comprehensive marketing and public relations program; and administration
of the City's CDBG entitlement program.
SUMMARY OF FIIN TIONS
Economic Development Programs normally include the coordination of all
economic development programs, such as redevelopment, marketing (both
general and direct), Community Development Block Grant, local university
educational/training programs, small business retention/development, and
grants applications/management
From the examples given above, it may be deduced that there are two basic
functions of an economic development program:
1. Marketing/Puhl;~ Relations, For ease of discussion, the marketing
functions of an economic development program may be divided into two
categories: general mazketing and direct marketing. General marketing is
used to generate name and/or image identification, and is accomplished
through magazine/newspaper ads, promotional brochures, marketing
videos, trade show presentations, etc. As discussed above, to date, Rancho
Cucamonga generally has followed this approach, and has achieved a
positive name identity and mazket position.
Direct Marketing first requires a strategy for targeting specific industries
and/or businesses based on community needs. Generally, this is the result
of an in depth study of the local economy to determine its specific
strengths and weaknesses, and [o set precise goals for job and tax revenue
creation. Based on this analysis, particular industries are targeted for a
more direct contact. This can be in the firm of direct mail marketing
campaigns, Agency hosted seminars for brokers, site selectors, CEOs, etc.,
telephone follow-up to inquiries, site visits by the Economic Development
staff, and myriad other means of ensuring Ryrconal contact with industry
decision-makers. While we have undertaken some of these efforts on a
limited basis, generally this is a much more aggressive approach than
Rancho Cucamonga has followed, primarily because such an aggressive
approach requires "having something in your pocket" for deal making.
Economic Development Program
luly 1 :991
Pagel a
Thus far, the economy has not required that the City take such an
approach; rather, it has been the recipient of the natural expansion of the'
Southern California market through inquiries coming to us. SpeciFic site
information, as well as information on other programs available are
available from and coordinated through the Redevelopment Agency which
forwards viable assistance requests to [he Agency Boazd.
Additionally, this strategy should address the needs of existing businesses.
~pectnc creett neeas analyses should be deveivped w determine wnem
and how the credit needs of small businesses are not being met locally.
2. I4e,gotiations. Deal making may be divided into two distinct functions: the
development of financing resources, incentives, and the actual structuring
of agreements with businesses and/ot developers.
The development of financing resources covers a wide range of local, state,
federal and private funding sources.
For the small business needs identified in the strategy, a plan could be
formulated for creating a lending consortium, obtaining commitments
from local banks to fund a certain level of loans for business
retention/expansion. This lending commitment would be coordinated
with the processing of loans from the federal Small Business
Administration and the use of any available CDBG funds. Other lending
commitments could be obtained from local banks as a part of their
Community F.e-Investment Act responsibilities. Currently, no local
program exists for this purpose.
For the larger business/development needs, a coordinated program of
lending could be developed that would take advantage of all of the state
and federal funds available. Principally, other communities are using
their CDBG funds to assist in job development activities. In fact, the
majority of economic development program surveyed include the
management of the CDBG program. However, given the small amount of
CDBG funding available to Rancho Cucamonga, it is unlikely that these
funds could be used for this purpose. Additionally, the City Council has
already committed these funds for the revitalization of existing targeted
neighborhoods. With the fiscal constraints facing both fedora) and state
governments, it is likely that these funds will become more scarce.
Therefore, it is probable that the primary funding source for attracting
'A
Ewnomic Developmeol Program
' Fuly 1, 2441
Page 9
new businesses and development will be local resources. These local
resources consist of property tax increment from the Redevelopment
Agency and sates tax rebates from the City.
Sales tax rebates are feasible only for "point-of-sale" businesses such as
retail stores, although in some cases industrial companies aze qualified as
a point-of-sale. Under this approach, the City would agree to rebate a
portion of the sales tax generated 6y a company over a specified period of
iLuc. Tnc uisauvamage of [his type of iinancmg is that tt has a direct
impact on general fund revenues. Further, for economically strong cities,
this approach has been philosophically difficult to accept. Council may
presently feel otherwise.
Redevelopment tax increment financing is a limited resource, since all
available has been leveraged through the sale of the Agency's 1990 Tax
Allocation Bonds for projects the Board has presently prioritized. The
Agency's undesignated tax increment through fiscal yeaz 1991/92 has
been pledged to the debt service of those bonds. The proceeds of the
bonds have been designated for Agency projects according to the
priorities established by the Agency Board.
As the Agency's tax increment grows, additional funds may become
available for other projects. As the Boazd will recall, its current tax
increment priorities involve bond financing for public projects, such as
Central Park. It has selectively provided assistance to private
development, pursuant to criteria established in the redevelopment plan.
If the Agency elects to take a more aggressive deal-making posture, it
may be possible to set aside some portion of these future tax increment
funds for deal-making. However, this will reduce the funds available for
debt service on subsequent bonds issues, and, since bond proceeds are not
permitted to be spent for these activities, it will also reduce future bond
proceeds available for other Agency projects.
As a part of the discussion of the economic development program on June 13,
the Agency requested information on the creation of a specific economic
development position.
Economic Develognmt Program
tu:y :, 194:
Page !0
The following information has been obtained from the American Econort)jc
Development Council. The AEDC is a national organization for economic
development professionals. The organization sponsors a curriculum of
professional development which leads to certification, as welt as serving as a
clearinghouse on economic development trends and issues. AEDC has
developed a standazd job description of an Economic Development Dvector,
which is the basis for many communities' recruitment. Of special interest is
the fact that nationally, such a professional is generally employed by the area
~namner of Commerce. He then develops funding sources from focal, state,
federal and private sources. The efforts of these individuals are usually
focused on site-specific marketing/development opportunities in the
community, often including an industrial pazk owned and/or managed by the
city or economic development agency. This effort focuses on direct contact
between the economic development agency and the prospective company.
Comparison of Duties: Economic Develnom nr Dir for a n d
Redevelopment Manager
Currently, the Redevelopment Agency is staffed by four full-time personnel,
with assistance from other City departments as necessary. The position of
Redevelopment Manager is currently vacant. The duties of the Manager's
position currently are split between the Senior Analyst, who oversees day-to-
day operations, and the Deputy Director, who represents the Agency to the
Board and assists in policy decisions.
The Redevelopment Manager's job description identifies a number of
functions which are common to those of an Economic Development Director.
These include:
• assisting in the development of redevelopment goals and policies
• performing short and long range planning to address community needs:
this would include the strategy development mentioned as pazt of the
marketing program.
negotiations with developers, real estate agents, and property owners to
promote and ensure successful completion of redevelopment projects:
negotiations
~ Economic Developmrnt Program
July :, :94:
Page 11
• development and administration of marketing, promotional, and public
relations programs: Although this was conceived as a broader marketing
approach, it includes the marketing program identified above.
• management of economic analyses and economic development programs
• liaison to potential investors, developers, local businesses and the public
thus, with the exception of managing [he CDBCi program, the Redevelopment
Manager fills the function of the majority of an Economic Development
Director's job. As noted, this position is currently vacant.
OPTIONS FOR ECONOMIC DEVELOPMENT PROGRAM
1. Make no changes in the current program. Given the budget constraints of
the City, and the previously approved projects and funding priorities of
the Agency, the Boazd may elect to make no changes in the cuaent
program. Consideration should be given to the level of satisfaction with
the progress made in addressing the economic development needs of the
City.
2. l~oand the program to include specific programs/activities. The current
work program for the Agency could be expanded to include specific
programs or activities which the Board may identify as an unmet
community need. Once dtfined, staff would prepare an analysis of the
program's impact on staffing and budget for the Boazd's consideration.
The following options should be considered only it the Board
decides to expand the economic development program.
3. Vsst all economic development responsibility in the Redevelopment
Manager position. As noted above, this position is currently vacant, but
has been budgeted. The job description for this position could be
modified to include the responsibility for all economic development
activities, so that, when it is filled, the Redevelopment Manager would
become the primazy contact for all City economic development activities.
This option may or may not have an impact on budget and staffing needs
of the Agency, depending on the scope enhanced of economic
development activities the Boazd wishes to pursue, However, this option
would have the least impact on the current organizational structure.
r
Economic• Development Progrun
lotr : t94t
Page [2
4. Create an Economic Development position under the sgpervision of lire
Redevelopment Manager. This would be a new position, not currently
part of the Agency's organizational structure nor budget. This position
would be dedicated solely to economic development activities, which may
require additional restructuring of existing staff responsibilities as
programs and activities are transferred to this position. Current
programs would need to be evaluated in the light of any expanded
economic development etiorts, to ensure consistency with Agency
prioeities.
5. Create an Economic Development Position separate from the
Redevelopment Agencv. As noted above, some communities have elected
to handle the economic development activities separately from their
redevelopment programs, most often through the City Manager's office.
The advantage of this approach is that the person making contact with
prospective companies is a direct link to the City Manager, and thus
speaks with a level of executive authority that other positions may not
have. However, the possibility clearly exists for the efforts of the
Economic Development Director to end up at cross purposes with other
departments. This is not a very efficient option.
6. ~onhact with a private consulting firm to manage the economic
development activities of the Agencv/Ci[v.
The national trend in economic development has been moving away from
contracting for this service. Generally, it has been felt that a firm
representing more than one community has too many conflicting
interests to adequately represent each one. In order to ensure that the
economic development program was consistent with City goals and
policies, and because of the need for authority to negotiate directly with
businesses and developers, and to direct Agency resources, it was felt
that an Economic Development Director would need to be part of the
organization. This approach also has major funding implications.
Should the Agency desire to pursue a more aggressive economic development
program, staff's recommendation would be to chose either Option 3 or Option
4, for the following reasons:
`:~.
Economic Development Progrw
' July :, t49:
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t. The current organizational structure of the Agency has been proven to bC
effective. Sufficient flexibility exists in the current structure to redefine
the economic development functions of the Agency to include any specific
needs identified by the Board.
2. These aze the most efficient and cost effective options for expanding the
Agency's economic development activities.
3. These options provide the level of accountability desired by the
Agency/City.
4. These options provide for the best coordination of economic development
activities, substantially eliminating the possibility that these activities will
end up at cross purposes with other City departments and programs.
Staff will be happy to discuss further any of these approaches with the Board.
Respec~tf/ull~/y 'Submitted,
vim'
ack Lam, AICP
Executive Director