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FISCAL YEAR 2015/16
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ADOPTED BUDGET
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I CITY OF
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I CALIFORNIA
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I FISCAL YEAR 2015/16
I ADOPTED BUDGET
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°I' '-ANCHO OJCAMONGA I
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ADOPTED BUDGET
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About the cover.....
The Rancho Cucamonga Police Department is dedicated to building upon strong community
relationships, finding innovative and efficient methods of policing, and combatting crime in every I
manner possible. In 2013, the City purchased "Dare" and "Deja", bloodhound sisters trained in
the field of trailing human scent. Since their deployments with their deputy handlers the two teams
have located 40 missing or fleeing people, and they do so very rapidly thereby saving hundreds of
man-hours. Because of the efficiencies realized with Dare and Deja, this year, "Smokey", a
narcotics detection canine was added to the unit. Smokey will reduce the amount of man hours
spent searching for secreted narcotics and detecting when money is connected to narcotics
handling.
In addition, electric motorcycles have recently been added to the fleet and will patrol the City's
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parks, Pacific Electric Trail, and canyons with no emissions and silent operation in order to gain
the advantage in approaching critical situations. Grant money will be utilized to increase patrols
in critical areas; to increase patrols during the busy holiday shopping season; to closely monitor
residents who are sex registrants, parolees or probationers; and to continue ground breaking active
shooter response training.
In order to continue to develop stronger community relationships, monthly meetings are held with I
a newly formed Citizen Advisory Committee along with the deployment of Community Oriented
Policing strategies. All patrol functions are greatly enhanced by the hundreds of hours donated by
Volunteer Units. Depicted on the cover are several Citizen Volunteers certified to conduct patrol
functions on bicycles. The high level of police presence and low crime statistics enjoyed by the
residents our City would not be attained without their selfless service.
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' CITY OF RANCHO CUCAMONGA, CALIFORNIA
' Fiscal Year 2015/16 Adopted Budget
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Table of Contents
I Page
Introduction 1
City Manager's Executive Summary 3
Attachment A — Department Budgets 31
I Attachment B —2015 City Council Goals 53
GFOA Distinguished Budget Presentation Award 57
IGeneral Information 59
City Officials 61
Organization Chart 63
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Functional Units by Fund Type 65
Snapshot of the City of Rancho Cucamonga 67
Population by Age 68
IEducational Attainment 69
Principal Employers 70
I Principal Sales Tax Remitters 71
Budget Guide 73
Budget Process 74
IBudget Process Flow Chart 76
Summaries of Financial Data 77
IBudget Summary 79
Revenue Summaries 81
I Revenue and Resource Estimates 83
Revenue Summary by Category — Operating Budget 88
Revenue Detail — Operating Budget 90
I Revenue Summary by Category— All Funds 96
Revenue Detail — All Funds 98
Revenues by Fund 118
IExpenditure Summaries 123
Expenditure Summary by Department—Operating Budget 124
I Expenditure Summary by Category—Operating Budget 125
Expenditure Detail—Operating Budget 126
Expenditure Summary by Department—All Funds 132
I Expenditure Summary by Category—All Funds 133
Expenditure Detail — All Funds 134
Expenditures by Fund 162
I Funded Positions by Department — Summary • 167 •
Funded Positions by Department—Detail 168
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2015/16 Adopted Budget '
Table of Contents
Page
Summaries of Financial Data 175 '
Spendable Fund Balances 177
Summary of Changes in Spendable Fund Balances 181 '
• Departmental Budget Details 185
Governance ,
City Council
Overview of Department 186
FY 2015/16 City Council Priorities 186 '
Three-Year Expenditure Summary by Funding Source/Category 187
Three-Year Staffing Summary 187
City Clerk - '
Overview of Department 188
FY 2015/16 Budget Highlights 188
Three-Year Expenditure Summary by Funding Source/Category 189 '
Three-Year Staffing Summary 189
City Treasurer
Overview of Department 190 ,
FY 2015/16 Budget Highlights 190
Three-Year Expenditure Summary by Funding Source/Category 191
Three-Year Staffing Summary 191 '
City Management
Overview of Department 192
FY 2015/16 Budget Highlights 192 ,
Three-Year Expenditure Summary by Funding Source/Category 193
Three-Year Staffing Summary 193
Performance Statistics 194
Services to the Community 195
Records Management
Overview of Department 196 1
FY 2015/16 Budget Highlights 196
Three-Year Expenditure Summary by Funding Source/Category 197
Three-Year Staffing Summary 197 '
Performance Statistics 198
Services to the Community 199
Public Safety '
•Police
Overview of Department 200
FY 2015/16 Budget Highlights 200 '
Three-Year Expenditure Summary by Funding Source/Category 201
Three-Year Staffing Summary 201 ,
Performance Statistics 202
Services to the Community 203
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' CITY OF RANCHO CUCAMONGA, CALIFORNIA
' Fiscal Year 2015/16 Adopted Budget
Table of Contents
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I Fire District
Overview of Department 204
FY 2015/16 Budget Highlights 204
IThree-Year Expenditure Summary by Funding Source/Category 205
Three-Year Staffing Summary 205
Performance Statistics 206
IServices to the Community 207
Other City Departments
Administrative Services
IOverview of Department 208
FY 2015/16 Budget Highlights 208
I Three-Year Expenditure Summary by Funding Source/Category 209
Three-Year Staffing Summary 209
Performance Statistics 210
I Services to the Community 211
Finance
Overview of Department 212
I FY 2015/16 Budget Highlights 212
Three-Year Expenditure Summary by Funding Source/Category 213
Three-Year Staffing Summary 213
Performance Statistics 214
Services to the Community 215
Human Resources
I Overview of Department 216
FY 2015/16 Budget Highlights 216
Three-Year Expenditure Summary by Funding Source/Category 217
I Three-Year Staffing Summary 217
Performance Statistics 218
Services to the Community 219
I Dept of Innovation and Technology
Overview of Department 220
FY 2015/16 Budget Highlights 220
I Three-Year Expenditure Summary by Funding Source/Category 221
Three-Year Staffing Summary 221
Performance Statistics 222
I Services to the Community 223
Animal Care and Services
Overview of Department 224
I FY 2015/16 Budget Highlights 224
Three-Year Expenditure Summary by Funding Source/Category 225
Three-Year Staffing Summary 225
I Performance Statistics 226
Services to the Community 227
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2015/16 Adopted Budget
Table of Contents
Page
Community Services
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Overview of Department 228
FY 2015/16 Budget Highlights 228
Three-Year Expenditure Summary by Funding Source/Category 229
Three-Year Staffing Summary 229
Performance Statistics 230 '
Services to the Community 231
Economic and Community Development
Overview of Department 232 '
FY 2015/16 Budget Highlights 232
Three-Year Expenditure Summary by Funding Source/Category 233
Three-Year Staffing Summary 233 ,
Performance Statistics 234
Services to the Community 235
Building and Safety '
Overview of Department 236
FY 2015/16 Budget Highlights 236
Three-Year Expenditure Summary by Funding Source/Category 237 '
Three-Year Staffing Summary 237
Performance Statistics 238
Services to the Community 239 '
Engineering Services
Overview of Department 240
FY 2015/16 Budget Highlights 240
Three-Year Expenditure Summary by Funding Source/Category 241
Three-Year Staffing Summary 241
Performance Statistics 242 '
Services to the Community 243
Planning
Overview of Department 244
FY 2015/16 Budget Highlights 244
Three-Year Expenditure Summary by Funding Source/Category 245
Three-Year Staffing Summary 245 '
Performance Statistics 246
Services to the Community 247 ,
Public Works Services
Overview of Department 248
FY 2015/16 Budget Highlights 248 '
Three-Year Expenditure Summary by Funding Source/Category 249
Three-Year Staffing Summary 249
Performance Statistics 250
Services to the Community 251
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2015/16 Adopted Budget
1 Table of Contents
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1 Library Services
Overview of Department 252
FY 2015/16 Budget Highlights 252
1 Three-Year Expenditure Summary by Funding Source/Category 253
Three-Year Staffing Summary 253
Performance Statistics 254
Services to the Community 255
1 Capital Improvement Program 257
Summary by Category 259
Detail by Category with Funding Source(s) 261
Appendix 267
Financial Policies 269
1 Long-Term Debt 273
Glossary of Budget Terms 274
List of Acronyms 278
Description of Funds by Fund Type 279
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1 INTRODUCTION
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I kcal Year 201 5/16 Adopted 1ludget Page 2
I ;MEMORANDUM Lj!P"' CITY MANAGER'S OFFICE
RANCHO
CUCAMONGA
Date: June 18, 2015
To: Mayor and Members of the City Council
By: John R. Gillison, City Manager
' Subject: FISCAL YEAR (FY) 2015/16 BUDGET
' Preparing for the Future
' Investing in the world-class community Rancho Cucamonga continues to aspire to be
' At the City over the last 12 months we have spent considerable time thinking about what it means
to truly be a world-class community. As one of the first post-Proposition 13 incorporated cities,
' and one of the few truly planned communities in Southern California, Rancho Cucamonga has
not become the desirable place to live, work and play in San Bernardino County by accident. The
City was carefully planned and thousands of hours of time and effort were invested by those early
founders, Councilmembers. Planning Commissioners, and City staff to create a vision and bring
that vision to fruition. The hallmarks of those early efforts are all around us today. including the
Epicenter, Central Park, the Lewis Family Playhouse, two amazing library locations. Victoria
Gardens. Terra Vista and Victoria Planned Communities, the Foothill shopping corridor and the
Haven Avenue office corridor, to name just a few. Whether you call it a family-friendly community,
a world-class community, the Beverly Hills of the Inland Empire, or simply Rancho Cucamonga,
the City founders had an amazing vision for those first 30 years.
' With the retirement of many of our long-time employees, commissioners, and others, as well as
the passing of some true community icons, the City is at a crossroads. Yogi Berra famously said
"When you come to a fork in the road, take it" which is a rather humorous riff on the choices we
all face each day. Perhaps more appropriate to the current situation is his other quote about "If
you don't know where you are going, you might wind up someplace else." If the history of Rancho
Cucamonga teaches us one thing, it is that the City was founded upon the idea of knowing where
you are going so you don't wind up someplace else someplace else you would rather not
be. As we recover from the great recession, we recognize that Fiscal Year 2015/16 is a key point
in the City's history. With three straight fiscal years of mostly positive revenue growth, we will
finally return in FY 2015/16 to the City's pre-recession historic peaks of revenue. employment,
and economic growth. Good news you say? Indeed it is. The challenge is that expenses continue
to rise at equal or greater rates due to normal cost escalation factors and times have clearly
' changed. The old models no longer work. Double digit property value growth, high single digit
sales tax revenue increases, and speculative development ventures based on optimistic future
growth forecasts are all clearly historical remnants of time that has passed us by and which in
many ways, is good to leave behind.
Fiscal Year -)15/16 Adopted liud`gct Page 3 L•�;.j1
And so we come full circle to the time spent thinking about what it means to be a world-class
community. At the staff level our vision and purpose is to challenge the notion that government
is "good enough." As a group, we are passionate about delivering innovative, high-quality, cost-
effective, and efficient municipal services. We seek to work with other such dedicated
professionals. residents, and businesses to create a world-class community for people to live,
work, and play. These principles will help guide the next 30 years of efforts as, under the City
Council's leadership. we create new goals. new aspirations and new milestones that further our •
vision and purpose.
FY 2015/16 represents the first full affirmative step down that path, from the fork in the road,
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towards a goal that we are creating as we go to ensure we don't arrive somewhere we didn't
intend to be. Before any long journey, we all must prepare. The Merriam Webster Dictionary
defines preparation as "the action or process of making something ready for use or service or of
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getting ready for some occasion, test. or duty". In FY 2015/16 we will begin the preparation for
the next stage of the journey. It is critical that as we prepare, we do not lose focus. We have to
prepare fiscally, strategically, and comprehensively to advance the goal of a world-class
community. It is well known that most new businesses fail because of a lack of preparation and
planning. One of the best quotes in this regard was by the long-time Indiana basketball coach
Bobby Knight who said "Most people have the will to win, few have the will to prepare to win"
(emphasis added).
Fiscal Preparation '
"Economy is the method by which we prepare today to afford
the improvements of tomorrow." Calvin Coolidge
A key question in regard to preparation is where the City of Rancho Cucamonga is fiscally. As
my staff and I pondered how to quantify. in a meaningful and objective fashion, the City's fiscal
health, we were pleasantly surprised at a League of California Cities annual conference in
September 2014 to hear that the League was debuting its new California Municipal Financial
Health Diagnostic. This new tool was created to provide a way for cities to self-evaluate their
overall financial condition and to provide the results in a format that is readily understood by the
general populace. The new League tool recognizes that determining fiscal health is not just a
matter of numbers: it requires analysis. forecasting. and some context to get to a meaningful
measure that can serve as positive reinforcement of a job well done or a kind of early-warning
system for financial problems that may be brewing.
In early 2015. the City's amazing Finance Director and Budget Analyst began working through
the financial data behind the diagnostic's 13 indicators of fiscal health for the General Fund.
These fiscal indicators included evaluating any recurring deficits, increasing liabilities, use of
short-term budget-balancing measures, pension fund liabilities, and any public service level
deficiencies among others. A number of cities in California have completed the Financial Health
Diagnostic, although most probably have not. But only a handful of communities have chosen to
complete the analysis and share the results publically. And I admit, going into it, I was initially
hesitant also. Although my 30 years of professional public administrative experience, including
graduate and post-graduate degrees. all led me to the conclusion that Rancho Cucamonga was
fiscally sound, no one had ever created this kind of comprehensive tool for data analysis and I
was concerned there might be hidden weaknesses that were more concerning than had first
appeared. '
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IAs the summary below illustrates, however, the analysis reinforced what our collective
professional experience had similarly told us: based on the Financial Health Diagnostic, the City's
I General Fund is in a very healthy condition in 11 of the 13 categories, with some notes of
City of Rancho Cucamonga General Fund(001 only) caution being the order of the day
The California Municipal Financial Health Diagnostic for the future in two categories. I
' Financial Health Indicators-Summary would invite anyone with doubts
Indcator Rating or concerns about Rancho
1 Net Operating deficit/surplus Healthy Cucamonga's fiscal health to put
I 2 Fund balance Healthy this scorecard up against any
other city in California. After
3. Liquidity Healthy reviewing this with the experts at
4. Fixed costs&labor costs Caution the League of California Cities,
I5. General fund subsidies of other funds Caution we are quite confident that
Rancho Cucamonga remains
6. Constraints on budgetary discretion Healthy
solidly in the relatively small
' 7. Balancing the budget with temporary funds Healthy group of ''A" level fiscally sound
8 Balancing the budget with borrowing Healthy communities in California.
I 9. Balancing the budget by deferring employee compensation costs Healthy With respect to those two areas of
10 Balancing the budget with backloaded debt service payments Healthy caution, they are fixed costs and
11.Funding operating costs with non-recurring development revenues Healthy labor costs as well as General
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fund subsidies of other funds. In
12.Timeliness and accuracy of financial reports Healthy fixed and labor costs, overall
13 Service level solvency Healthy costs in this category have grown
I S 2014 Cahlo,naCOdmanee onn by less than 1c/0 over the 5-year
review period as a percentage of total expenditures, but nevertheless this reinforces the need to
continue to maintain fixed cost growth controls in the future. Many of these costs, like water,
I electricity and fuel are not in the City's direct control, but efforts to conserve, improve efficiency,
and go "green" are ways we can mitigate that lack of control. Labor costs are partly within the
City's control as to salary and benefits, and partly outside the City's control as to CaIPERS costs.
Fortunately, the City Council has been incredibly foresighted in balancing the need for high
quality, experienced, innovative and dedicated employees who are fairly compensated against
the never-ending pressures of the marketplace. As a result, the City aggressively took steps to
reduce medical and pension costs before it became a recent trend and has always had a `live
I within our means" approach to employee compensation. Rancho Cucamonga is and will continue
to be a "great place to work" but those who find their only goal is to maximize salary and benefits
will soon realize this is not the organization where they will satisfy that need. "General Fund
subsidies of other funds" is the second area that warrants caution; this is completely related to
the ongoing challenges in certain special districts. and steady growth in the General Fund's
contribution to Sports Complex operations. This category reinforces the need to make sure that
' our LMD's. SLD's, and CFD's remain self-supporting based on their assessment charges - either
by incrementally increasing rates, reducing expenses or reducing maintenance and amenities -
without the use of General Fund subsidies.
1 Fiscal Year 2015/16 also contains other indicators of overall fiscal health for the City of Rancho
Cucamonga. In March of 2015. Rancho Cucamonga's unemployment rate continued to decrease
even more. The State Employment Development Department reported an unemployment rate of
I 4.7% for March. down from 5.4% in January. Most economists agree that anytime unemployment
reaches 5% or lower, this is statistically considered full employment. Looking back at the City's
history. we see this to also be true during times of positive economic growth. Unfortunately. we
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also know the current numbers are skewed by under-employment and some de ree of wage
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stagnation, both of which are larger macro-economic issues at the State and Federal levels.
New home construction has also begun to pick up. In the last 24 months, the City has approved
permits for over 582 new single family homes and 320 new multi-family homes. Other
construction activity is increasing also. which will improve assessed values but also add jobs in
many cases:
• Under environmental review right now is the Empire Lakes project which, as proposed,
would replace the 160 acre current golf course, that has long lost money, with between
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3,000 and 4,000 new single and multi-family homes, including for sale and rent, attached
and detached. The development would be transit oriented, walkable and urban in scale
and feel with mixed use commercial along Fourth and 6th Streets. '
• Goodman Birtcher, one of the largest industrial developers in the world, has nearly
completed its project with two industrial buildings at Etiwanda Avenue and Arrow Route.
which total over 1.6 million square feet of warehouse space. With the final work underway '
for the dock packages for the end user. these two buildings, which are also connected to
RCMU, will generate electric loads of between 1 and 2 megawatts, making them some of
the largest electricity users in the City as well as significant employers.
• Lewis Operating Corporation has submitted a request to develop and operate a
commercial center on almost 11 acres at the northwest corner of Base Line Road and Day
Creek Boulevard. With a total building area of 100.135 square feet, the project will include
5 multi-tenant buildings. 2 restaurant pads and a Stater Brothers Grocery Store as the
anchor tenant.
• Monet Avenue in Victoria Gardens is undergoing a rebranding by creating a new
sophisticated modern look. This includes new landscaping, public art, outdoor street
furniture in "parklets" and new brick hardscape to create "Monet 2.0".
• Hamilton Family Brewery is installing a fenced outdoor patio beer tasting area and
expanding their existing brewery into the adjoining suite to double their size to over 3,360
square feet.
• Klatch Coffee is now offering classes to the public on how to roast coffee, how to make
specialty drinks. and how to succeed in the coffee business. This educational component
is in addition to their current roasting and coffee production.
• Frito-Lay proposes a 46,800 square foot automated warehouse addition, including a 92
foot tall tower, to their existing facility. The warehouse addition will improve product
distribution from their manufacturing facility to the consumer.
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IRevenues
I Another positive local economic indicator is property tax growth. For FY 2014/15 the City saw a
net taxable value increase of 7.03% overall and an increase in median price for single family
residential by more than 9.86%. These
I gains were consistent with or higher than pro Tax Dollar y •
many other places in San Bernardino g rkdown
County, which is a good sign. Putting the
I numbers into perspective is key, however.
Rancho Cucamonga incorporated after the Education
passage of Proposition 13 and thus saw)
I receives minimal revenue from property
taxes overall, especially in comparison to
many of our much older surrounding
neighbors such as Ontario, Upland and
I Fontana. If you take a look at a typical dollar
of property tax in Rancho Cucamonga, the County Rancho
City's General Fund receives $.05, the / ■ F`rT;omy7.1
ICounty gets about $.15, various special ' , };,; 41 ,��, ���an�mow districts get a total of about $.20 and "°"" mi . haled
Education (K-14) gets about $.60, as shown ®® MKS.
Iin the graphic here. ® $0.125 • ;;
In total. the City receives about$7.45 million 4-.
I annually in property tax (excluding property $0.05 :,•
tax in-lieu of vehicle license fees). This
revenue is shared between the City General Fund and the Library Fund. The General Fund's
I share of this revenue (approximately $5.10 million) is used to help fund the $74.27 million in
General Fund expenses including law enforcement, public works. community services. animal
services. engineering, building and safety. planning and all related support services including
I finance, technology, human resources and legal services. Gains in assessed valuation are a
good sign for residents and property owners as it improves the worth of their investment in the
community and helps ensure fiscal stability. However, those same gains do not translate into
equivalent revenue increases to the City.
IObviously, as the above numbers indicate. the City relies on considerably more than merely
property tax in order to balance its budget. Sales tax is another key revenue. and for FY 2015/16,
I this area also continues to show positive growth of 8.9%, and is up to $28.9 million which is the
City's single largest source of revenue. Sales tax has now grown for several years in a row, which
is a positive sign, and for FY 2015/16 will essentially return back to our pre-recessionary sales
Itax peak which occurred in FY 2007/08.
This year also marks the beginning of the end of the complicated sales tax-related funding swap
I known as the Triple Flip. The Triple Flip began in 2004. when the state issued Economic
Recovery Bonds and needed a way to guarantee repayment on those bonds. For cities, the Triple
Flip meant that % of local sales tax revenues were transferred to the state and backfilled instead
I by property taxes, using an estimate based on prior year sales tax revenues. This also created
an annual, late "true-up" payment to align estimates with actual revenues. Over the last 10 years.
this convoluted system of estimated payments and then subsequent true-up allocations has made
forecasting sales tax. the City's largest source of revenue, difficult at best. Thankfully, the State's
Ibudget situation has improved over the last several years, making it possible for the Economic
Fiscal Year 2015/16 Adopted Budget - Page 7 L.•• .•�
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Recovery Bonds to be paid off in July 2015. With that, the Triple Flip mechanism will wind down
accordingly by the end of 2016, which will help with revenue forecasting in future budget years.
The City also tracks sales tax and unemployment and, looking back over the last 25 years. as
unemployment decreases, sales tax increases. As noted earlier, with our unemployment rate
mostly flattening out under 5%, the opportunity for large gains in future sales tax are not likely
unless there is either substantial new commercial or residential development in the City. Even
with that, the continued growth in online shopping is eroding growth in brick and mortar sales,
which in turn is moderating the sales tax growth we might expect to see. Further, the City's lack
of automobile dealerships. and heavy reliance on general consumer goods, moderates potential
sales tax gains. While the outlook is positive in the mid-term future. the actual percentage growth
will likely be rather modest and, as such. will not contribute to major revenue increases that
outpace expenses. Indeed, short-term future forecasts indicate sales tax will generally keep pace
with increases in fixed costs if those cost increases are moderate in nature.
Reserves '
Even though it will take decades to rebuild the lost redevelopment reserves which were taken by
the State of California (to balance its budget) when Governor Brown eliminated redevelopment,
the City Council continues to focus on the long-term financial stability of the organization without
waiver or hesitation. Due to budgeted reserve funding, the receipt of one-time revenues, and
expenditure savings, the City was able to slightly improve its reserve funding at the end of FY
2013/14 by 3.01% as compared to the end of FY 2012/13. The current FY 2015/16 budget is
balanced with recurring revenues equal to recurring costs and no use of reserves for ongoing
expenses to balance the General Fund budget. '
The importance of incrementally adding to reserves cannot be overstated. With the elimination
of redevelopment in 2012, the City of Rancho Cucamonga lost over $197 million in reserves that
had been accumulated over a 20+ year time span. While some of these reserves were for specific
projects. others were for facility replacement. These reserves will obviously not be replaced
overnight; however, it is a positive sign that the City has immediately begun the process of
rebuilding those reserves and remains committed year after year. The FY 2013/14 budget
represented the first budget in the City's history in which $508,680 was specifically budgeted to
go into reserves. For FY 2014/15 the City set aside $607,480 to go into reserves, and that amount
was increased for FY 2015/16 to $700,000, which is 3/4 of the way to our goal of $1 million per
year into reserves. If additional one-time revenue becomes available during the year, it will be
added to the aforementioned amount. Finally. although it may seem minor in comparison, FY
2015/16 marks the first year since FY 2008/09 that the City is able to once again begin full annual
depreciation on our technology infrastructure to ensure that as hardware and software ages we
have the funds available to replace and upgrade both as needed. It is these types of activities,
among others, that have contributed to the City's current credit rating of AA. and why we remain
optimistic that with continued fiscal discipline, that credit rating will improve.
Cost Increases ,
With the return to a more positive economic outlook, also comes increased costs in many sectors
of the economy. From April of 2011 through April of 2015, the Consumer Price Index for the Los
Angeles-Riverside area increased 4.4%. While this increase is much more modest than might
otherwise have been expected. it masks what is happening in the area of utility costs. In that
same 2011 through 2015 time period, electricity (provided by SCE) has risen 4%. and water
(provided by CVWD) has risen 25% for potable water and 17% for reclaimed water. Water in
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Fiscal Year 2015/16 Adopted Budget - Page 8 L••: J
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particular, with the drought and mandatory requirement for 32% conservation in Rancho
Cucamonga, is a commodity that must be closely monitored; the proposed Stage 6 drought rate
is 81% higher than 2011 costs. 98% of the City's water use is outdoors; the vast majority of that
is for parks for youth and adult sports. and landscape maintenance. Without dramatic actions to
reduce turf water use in particular. the City could otherwise face water rate increases for potable
water of 10% to 40%. On top of these cost increases, many of the City's contract vendors, which
held costs without an increase for 3-5 years, now find themselves needing to increase their
contract costs also to keep pace with inflation, minimum wage increases, the requirements of the
' Affordable Care Act. mandatory sick time for part time employees, and other State and Federal
mandates.
The City of Rancho Cucamonga, like other private and public businesses, is doing what it can to
control the effect of fixed and overhead cost increases. The City regularly bids out all of its major
contracts to ensure that it is giving new vendors the opportunity to compete for business and
obtaining the best price possible in the marketplace. With respect to utility costs, the City is re-
examining operations at all facilities, including parks, to identify non-core areas for water,
electricity or maintenance savings. For example, next fiscal year all Fire Stations in the City will
convert their landscaping to drought tolerant or artificial turf, as appropriate, to help lead the way
in water conservation. Similar projects will happen in numerous municipal parks, medians, and
landscape areas. All of these projects would take a tremendous amount of space to detail, but
as one illustration, the Civic Center is a good example of our progressive thinking in this regard:
• Included in the FY 2015/16 budget is $250,000 to change out the Haven and Civic
Center drive landscaping, remove the turf, and go to a drought tolerant. low water
use. minimal maintenance design.
• Last fiscal year we replaced all of the Civic Center exterior parking lot lights with
LED fixtures to improve safety and cut overall lighting costs by more than 50%.
• Prior that. all interior to t at. al ntenor lights were replaced with LED or high efficiency fluorescent.
Thermostat settings in the summer have been increased to reduce the amount the
HVAC is used. A new white reflective roof was put on to help reduce heat transfer.
Our HVAC system has been upgraded to Variable Air Volume boxes and high-
efficiency variable speed motors. All interior plumbing fixtures are low water use or
waterless.
• Last fiscal year. a solar carport was installed in the north parking lot and the solar
panels will be finished completely in a Phase 2 this fiscal year. When completed,
this structure will generate clean, free solar energy helping to offset approximately
20% of the Civic Center's energy load during peak production months.
As noted previously in the Financial Health Indicators, one of the challenges the City faces is
continuing to ensure that the special districts, LMD's. SLD's & CFD's. remain fiscally stable
without relying on the General Fund for a permanent subsidy. If these funds do not balance
revenues and expenses, they will be in a state of structural deficit. Because Rancho Cucamonga
receives limited property tax revenue, relying instead on sales tax, transient occupancy tax,
franchise fees and business license revenue to make up for the low property tax revenue the City
receives, the General Fund cannot remain stable and healthy. covering its own expenses and
saving up for capital and infrastructure maintenance and replacement. if it subsidizes other special
funds. One of the challenges has been, and remains, that the Consumer Price Index (CPI) has
risen 1% or less for several years while utilities and contracts have risen considerably more than
Fiscal Year 2015/16 Adopted Budget - Page 9 •'
L• •• I
1
1%. Because the inflationary index from year to year in the newer LMD's is tied to CPI, this makes
balancing their budgets very difficult while also trying to save for capital replacement or convert
expensive turf areas to drought tolerant plantings. The City is working aggressively to implement
drought tolerant conversions in LMD 4R and LMD 2R where capital exists. including any eligible
rebates. but work is going slow due to the lack of capital funding.
Some of the other major fiscal factors the City has to contend with in FY 2015/16, as it prepares
for the future, include:
• The City's crossing guard contract increased by $41.800. going from $393.200 to '
$435,000 due to costs associated with increases in minimum wage and sick leave for part
time employees
SANBAG has implemented a Maintenance of Effort requirement for Measure I. This will
• p q
require all local agencies to ensure that they maintain at a minimum level as established
prior to Measure I. their General Fund expenditures for street maintenance. For Rancho
Cucamonga this level will probably be in excess of $500.000 per year.
One of the major cost increases impacting the City's budget is the contract for law enforcement
111
services with San Bernardino County Sheriff Department. The City of Rancho Cucamonga has
contracted with the Sheriff Department for law enforcement services since the City first
incorporated in 1977. The good news is that when compared to surrounding agencies of
comparable size or population. the City's crime rate is consistently lower and its costs for law
enforcement are consistently less. The collaborative process between Council, staff and the
Police Department to identify and address the law enforcement concerns of our citizenry,
emerging crime trends and existing public safety issues has resulted in a 10% reduction in Part I
crimes from 2012. This process continues to evolve as a result of continuing partnerships
between citizens, public safety. code enforcement and planning.
While crime statistics continue at historic lows, the last few years have seen significant increases
in the Sheriff's contract, unrelated to any significant expansion of resources. Some of these
increases include:
1
• In FY 2012/13, the County Chief Executive Officer determined that the County was not
fully collecting all of its overhead costs related to contract law enforcement, and unilaterally
increased the County Administrative Cost fee from 3% to 4.76%. This increase resulted
in over$534,960 costs unrelated to any improvements in services, although the rates have
remained stable since that time.
• Automobile liability, which is self-managed by the County's Risk Management, increased
a stunning 68% in FY 2013/14 because the County determined the self-funded program
needed to increase by nearly $1.5 million to maintain an appropriate funding and
confidence level. For FY 2014/15 the target increase was another $5 million for the pool
in order to maintain funding: FY 2015/16 will see another stunning 110% increase because
of the accident history of the department.
• Workers compensation had an increase of 3.7% in FY 2013/14, with another significant
increase of 2.8% in FY 2014/15 because it was determined the County was improperly
funding ongoing costs. Fortunately these costs are generally remaining stable in FY
2015/16 with increases under 1%.
—114.01111141111110.1111111111111.11111111111101.11PPP"mmwmungnium.t....m.—. , -,—.1preep•momie::41 0141 .
Fiscal Year"..015/16 Adopted Budget — Page 10
• With the demise of the old Ford Crown Victoria, which is no longer produced. the County
has switched to new Ford Explorers Utility Vehicles. Although expected to get better fuel
economy, this more expensive vehicle will create a series of multi-year cost increases in
maintenance for the new marked units which are more expensive to maintain each year
($741 per unit).
' Perhaps most troubling is a significant increase in pension costs due to the San Bernardino
County Employee Retirement Association (SBCERA) accounting for the tremendous plan losses
' from 2007 through 2009. Particularly in the area of safety retirement rates, the cost increase was
6.2% in FY 2013/14. 3.96% in FY 2014/15, and 6.14% for FY 2015/16. These rates are expected
to continue to rise in similar fashion for the following 3-4 fiscal years before leveling off. In part
this is due to SBCERA earning lower interest on its investments, in part it is due to retirees retiring
earlier and living longer, and in part it is due to the added cost of two pension obligation bonds
the County unilaterally entered into in the early part of this century, which have yet to be paid off.
Overall, the total contract increase is 5.2%. or nearly $1.572,720. for the same services: however,
total law enforcement costs increased $1.672.990.
In an effort to counter these cost increases, the City has focused on old technology and new
' technology. Last year the City added two bloodhounds, Dare and Deja, who were partnered with
existing deputies to seek out and find lost children and seniors, lost hikers. and criminals or
potential suspects. Later, the City added a drug-sniffing yellow Labrador retriever named
' Smokey, also pared with an existing deputy, to help seek out drugs and related money, guns and
paraphernalia during vehicle stops, home and business searches and even at public events. Dare
and Deja reduce the time and resources needed to find suspects or lost people, and Smokey
similarly reduces time and effort for drug searches while recovering cash that can be seized to
help fund future law enforcement improvements.
In the realm of new technology, the City recently purchased two "Zero" fully electric motorcycles
which will expand our ability to patrol the PE Trail, urban-wildland interface area and heavy crowds
using these "Made-In-America" ultra-modern all-purpose police motorcycles. The City also added
automated license plate readers to our PSVN at major on/off ramps along the 210 freeway and
15 freeway corridors. These devices, already in use in other agencies in San Bernardino County
such as the City of Highland, have proven to be valuable force multipliers in solving a variety of
crimes related to stolen property, vehicles and burglaries. Ultimately, these devices will help ring
' the southern and western boundaries of the City to create an electronic fence around Rancho
Cucamonga. helping us track and find potential criminals when they enter or exit the City.
IIIFinally, one of the more innovative new programs is a partnership between Police, Fire, and
Community Services. This program will enhance Rancho Cucamonga's public safety initiatives
by protecting and preserving park and open space areas. enforcing regulations and providing
community education through the use of non-sworn personnel called Park Rangers. Using GIS
technology to focus efforts strategically, this pilot program began in June 2015 and is expected to
help reduce calls for service to sworn personnel and provide additional eyes and ears in and on
' our parks and trails. The Park Rangers, combined with our expanded Solution Oriented Policing
team focusing on community policing and quality of life issues, help bring law enforcement
proactively into the neighborhoods where it truly contributes to improving quality of life.
' Strategic Preparation
"Prepare for the unknown by studying how others in the past have coped with
the unforeseeable and the unpredictable." General George S. Patton
ix'al Year 2015 16 :Adopted 13uc1 pct I'auc 11 �;•J�
•-••
With the end of the Great Recession, it is critical that the City take advantage of this current
Y 9
economic upturn to rebuild its reserves. complete new projects that will strengthen local revenues
and employment, and address any deferred infrastructure needs that accumulated during the last
111
downturn. Most economists predict there is greater than a 50% chance of another economic
downturn in the next 3 to 4 years, peaking sometime between late 2017 and early 2019. It is not
enough to successfully weather the last downturn without planning for the next. Those who fail
to prepare for future stormy weather simply ensure that their agencies are prepared to fail when
the rains come. That is not the Rancho Way.
Infrastructure ,
It has been noted previously that the City lost its biggest economic development tool in 2012.
when Governor Brown eliminated local redevelopment agencies and took over $197 million in
capital funding from the City which was largely set aside for infrastructure and facility maintenance
including future City growth. This budget once again shows the City's preparation and planning
for future infrastructure replacement.
A great example of this is the Metrolink parking area. In FY 2013/14 the City spent approximately
$237,000 to maintain this area. After surveying riders, staff determined that only 43% of the riders t
were actual Rancho Cucamonga residents. Accordingly, the City established of a paid parking
program at the Metrolink station beginning in FY 2014/15. While the parking dipped slightly the
first few months after the permits were in place. it quickly returned to even higher levels than
before. As a result, Metrolink parking revenues not only fully offset all operational costs of the
facility, they actually were sufficient to allow the City going forward to look at potential solar
carports, repaving of the parking area. re-landscaping of the parking area with newer more
drought tolerant low maintenance plantings, and potentially additional security upgrades. This is
an excellent example of ensuring that the users of an additional amenity help fund the cost of that
amenity, so the burden is not solely borne by the taxpayers of Rancho Cucamonga and the
improvement remains self-sustaining into the future.
Once a city incorporates, it assumes responsibility to repair, replace, upgrade and install new '
infrastructure within its corporate boundaries. Although not as high profile and glamorous as
many of the other services in local government, few things outside of public safety are as critical.
And sadly. as we have seen in many local governments across America, few things have been
as underfunded and neglected over the last 15-20 years as this area. Rather than wait for a street
1
to decline or a storm drain rupture. the City of Rancho Cucamonga is proactive when it comes to
setting aside funding for capital and infrastructure needs.
One example is the construction of the Base Line / 1-15 interchange project, a $52.6 million
project, funded by Federal and State transportation funds. Measure I funds. and local bond funds.
The contract was awarded by SANBAG on June 4. 2014. and construction began in October
2014. Construction will take 2 years to complete and will greatly improve traffic flow and safety
at this critical intersection. If you drive by the location. you can see the new retaining walls rising
out of the ground like a phoenix from rocky soil. Another example is the Wilson Avenue extension
project. a $3.2 million dollar project which will extend Wilson Avenue from Wardman Bullock to
East Avenue. This project. which will greatly alleviate traffic flow in and around the Banyan/East
Avenue area, commenced construction on December 2014. It is now nearly 75% complete and
is expected to finish in July. When completed, this project will greatly improve traffic flow in the
area, particularly when school is in session. It will also contribute to greater pedestrian and bicycle
safety while preserving critical habitat and species natural to the area.
o_
Fiscal Year 2015/16 Adopted Budget - Page 12 L;•;,�J '
In terms of infrastructure, the single largest infrastructure piece the City is responsible for is the
network of streets inside our incorporated boundaries. Traditionally, these streets have been
1 largely maintained using gasoline tax revenues. The State collects the gasoline excise tax ("gas
tax") on two bases: 1) A base rate of 18 cents per gallon: plus 2) an adjustable cent-per-gallon
based on revenue that the former sales tax on gasoline produced. In 2010, the latter equivalent
sales tax rate replaced the former Proposition 42, which dedicated the sales tax on gasoline for
state and local transportation purposes. From FY 2011/12 through FY 2014/15, the equivalent
sales tax rate varied between 18 and 21.5 cents per gallon. The rate is adjusted annually by the
State Board of Equalization (BOE) to ensure revenue neutrality and is based on projections of
future gasoline prices and actual prior year prices. For FY 2015/16. the equivalent sales tax rate
is 12 cents per gallon. which represents a 44% decline from the FY 2013/14 rate of 21.5 cents.
As oil and gasoline prices drop, consumers have typically bought more gasoline. which usually
leads to higher overall revenue from the base rate of 18 cents per gallon (i.e. more gallons
multiplied by 18 cents). However, this past pattern is now offset by the growing prevalence of
' fuel-efficient. alternative fuel and zero-emission vehicles. It is anticipated revenue collected from
the base rate component will be relatively stable through FY 2015/16.
' Considering the large drop of the adjustable sales tax rate, the total amount of gas tax available
to the City in FY 2015/16 will be $1.298,686 less than that received the previous fiscal year. This
decline in greatly-needed revenue could, if left unmitigated, have an adverse long-term impact on
1 local streets and road system preservation. Rancho Cucamonga's goal is to maintain our local
streets at no less than a 79% pavement condition index and to make progress toward our goal of
an 85% level. That is why the City is, for the first time in its history. contributing $400.000 in
General Fund dollars to bolster. and increase, the pavement management program. These funds,
combined with Gas Tax revenues, will total $2.978.000 for local streets overlay and slurry seal
programs: minor sidewalk projects; and pavement management. The City's goal is to increase
this amount by at least $100,000 every fiscal year, regardless of gas tax revenue, to ensure that
' Rancho Cucamonga maintains the finest street infrastructure in San Bernardino County, and
among the best in all of Southern California. We will also continue to monitor several legislative
proposals to enhance the amount of available funding for roads but nothing is certain at this time.
' The Road Usage Charge based on Vehicle Miles Traveled (VMT) is only at the study stage with
discussions occurring regarding implementation perhaps in 2018 or thereafter. In the meantime.
we will not wait and let our local infrastructure deteriorate, we will prepare for the future. known
' or unknown, and take control of our fate.
The FY 2015/16 budget continues the trend started two years ago with significantly increased
investments for infrastructure:
• $600,000 ($500,000 from General Fund monies and $100.000 from Measure I funding) in
spending is recommended for concrete replacement, which stood at $200,000 (Measure
1 I funding) in FY 2012/13. These funds will help ensure the City not only stays on top, but
starts to get ahead of, replacement of aging sidewalk infrastructure.
' • $365.000 is included in the Capital Improvement Project budget to begin the process of
filling in missing pieces of sidewalk. which the City cataloged over the last several years.
• $510.000 is budgeted for the tree maintenance contract, which was increased from
$300,000 in FY 2012/13. This will help provide for increased trimming frequency for our
significant, mature, and expensive urban forest.
• $180,000 in funding is budgeted for drainage improvements along the PE Trail which will
improve safety and reduce overall maintenance
--
1 iscal Year 2015/16 Adopted Budget Page 1
U
• Nearly $1.2 million in funds are budgeted for railroad crossing improvements on Arrow
and Hellman Avenue respectively, along with over $1.3 million in traffic signals and traffic
management technology upgrades throughout the City. ,
• RCMU is investing nearly $1 million in electrical line extensions and improvements to
system automation. as well as an assessment of the City's existing underground fiber lines
with an eye towards future expansion and use in economic development. '
As additional funding becomes available in the future, staff recommends that these investments
continue to be incrementally increased so that Rancho Cucamonga does not encounter the level
of infrastructure degradation. and the resulting problems that accompany that degradation, as has
occurred in many older jurisdictions.
In addition to infrastructure replacement. another key dimension to strategic preparation is
infrastructure expansion to meet new needs, or the increased needs of a growing populace. Cities
are not frozen in time like some castle encased in a snow globe. Rather, they are living, dynamic
organisms which either change over time to meet the needs of their populace or eventually are
abandoned and die away slowly like a dinosaur that cannot adapt to the changing environment.
Rancho Cucamonga intends to meet the 22nd Century as vibrantly as it did the 21st Century and
the preparation for that begins now. On the major side, the following substantial capital projects '
will begin next year:
• The construction contract for a $19 million Fire Training Center will be considered by the
City Council in late summer or early fall of 2015. This state-of-the-art facility has been
master planned for the Jersey Fire Station site for 20 years. Funding has been saved over
the years by the District so that when the time was right, construction could begin. This
facility will greatly expand the District's ability to train in realistic situations including a
training tower, classrooms. a series of live burn buildings, other training props and a multi-
story training building. The new facility will also incorporate sustainable design elements
such as solar power generation and recirculation of all water used on site.
• Building on the momentum of the National Medal. the Library will begin the fulfillment of a
long-held vision to develop the second floor of the Biane Library into the Rancho KIDS
interactive childrens' learning center. As the first step, Library Capital funds will be used
to elevate literacy (pun intended) and install the elevator to the second floor this fiscal
year, along with basic tenant improvements. By providing access to the second floor and
making it a usable space. the Library can host fundraising events in the space and cast
the vision for future donors and funding partners. Scheduled to begin later in 2015, these
improvements are expected to be completed in the Fall of 2016.
• On May 20, 2015. the City Council approved a $14.3 million construction project to
relocate the existing Rancho Cucamonga Family Sports Center on San Bernardino Road.
Currently occupying a leased space which the landlord intends to re-purpose, the family
sports center relocation will include additional court space for the City's large indoor
basketball and volleyball youth sports programs, new outdoor sheltered courts, and will
be located in the rear of the expansion parking lot for Quake stadium on the east side of
Rochester.
• The construction of Los Amigos Park is also planned this year using $3.9 million in
Proposition 84 grant funds to build a 3.4 acre neighborhood park for Southwest
Cucamonga. This park will be located on the east side of Madrone Avenue between Arrow
Route and 9th Street. No other neighborhood park exists within a 1/2 mile radius for this
mostly lower-income neighborhood. ,
Fiscal Year 2015/16 Adopted Budget Page 14 L•'•*.
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Non-Infrastructure
' On a smaller scale. it is critical to prepare for other unknown and unforeseeable events in the
future beyond just infrastructure, by looking at what the City and other agencies have experienced
over the years. For that reason, the FY 2015/16 budget includes additional funding in Public
Works for wind-related overtime expenses. These high wind events, which have become ever
more common and unfortunately more damaging, have the ability to "bust the Public Works
Department's overtime budget" if they are not planned for properly.
In Building and Safety, we recognized several years back that over the years staff had become
extremely reliant on one local vendor to provide outside fire plan check services. So began a
multi-year initiative to train our internal staff with the knowledge and expertise to provide these
plan check services in-house, thus reducing our expenses and improving customer service. That
preparation is paying dividends this fiscal year as our third party vendor is now closing down their
business.
Similarly, citywide we have fully restored training and professional development budgets to pre-
recession levels. Why is this important? It is important because like all businesses. public and
' private, our experienced baby boomer generation is quickly retiring and in order to maintain
customer service our newer, younger and less experienced staff needs to be trained to the same
levels as the people they are succeeding. It is important because technology is rapidly changing
and evolving as we go to more on-line processing, mobile field-based services, newer and more
comprehensive programs that reside in the "cloud" and offer features and data analysis that
previously was unavailable. Finally, it is important because a world-class community does not
exist without highly trained city staff to provide high-level services. Wal-Mart and Apple are both
large commercial juggernauts, but only one of them makes high quality, innovative, ground
breaking technology. both hardware and software. That is not by accident; it is the result of
creating a company with highly trained employees, working together in a positive culture where
I everyone is committed to one goal and one purpose and that is to deliver innovative technology
that changes people's lives.
Speaking of changing lives. one of the most far-reaching strategic efforts that any city can embark
upon is an Economic Development Plan and strategy. During Fiscal Year 2014/15, the City
Council approved a new Economic Development Plan and Strategy for Rancho Cucamonga on
March 18, 2015. This plan/strategy, developed over 18 months, takes into account the loss of
redevelopment while recognizing both the changing nature of the marketplace as well as the City's
transition to an in-fill and more urban community. In this global marketplace in which we all live.
competition is less about trying to do everything better than your neighbor, and more about finding
those unique niches and opportunities where we each excel. Local economic growth will truly
only happen when regions survive and prosper together. In Los Angeles County there are the
San Gabriel Valley and South Bay regions: Orange County has North Orange County and South
Orange County. One of the emerging regions in San Bernardino County is the Western Inland
Empire, which encompasses Fontana, Rancho Cucamonga, Ontario, Upland, Montclair, Chino.
and Chino Hills. The City's new Economic Development Plan takes this regional approach and
' capitalizes on Rancho Cucamonga's unique opportunities to highlight its diverse assets including
its own municipal utility, a wide variety of newer housing stock. excellent school systems.
outstanding shopping and dining opportunities, and good access to freeways, railroad corridors
and a neighboring airport.
•'
Fiscal Year 2(11 5 16 :1dop1 •d Budget Page 15 L•. •.j
The Economic Development Strategic Plan identified five target industries. These target
P 9
industries are:
1. Health Care and Social Assistance,
2. Transportation, Warehousing, and Wholesale Trade.
3. Retail, Accommodation/Food Services,
4. Manufacturing, and
5. Professional, Scientific, and Technical Services.
One strategy the City will be pursuing is attracting new office development. This would allow the 1
City to provide more highly skilled jobs in the City that better match the profile of local residents.
In addition. it would help to minimize residents' commutes and diversify the local economic base. I
Although the regional economy is growing, the Inland Empire continues to have excess office
vacancies, with limited new development in Rancho Cucamonga. The City's existing office space
is generally auto-centric. with few retail and restaurants in walking distance of office buildings. To
keep up with changing demand, the City's office areas should evolve into mixed-use, pedestrian-
friendly. amenity-rich workplace districts that integrate housing and retail to attract companies and
workers.
With the future development of the Empire Lakes property, the City's southern boundary has the
potential to increase its profile as the southern gateway to Rancho Cucamonga. At build-out, the
Empire Lakes property could add a few thousand new residential units, as well as new retail, and
office uses to the Fourth Street corridor. As a result, overall activity in the area will increase
allowing for potential development of key parcels such as the northeast corner of Fourth Street
and Haven Avenue. This key property could act as a more formal gateway to the City of Rancho
Cucamonga. This may include restaurants, which are already performing well in the City, and/or
a hotel if the hospitality market continues to improve and local control of the airport is resumed.
A new restaurant or restaurants at that location would also serve to increase access to amenities
for nearby hotels and office uses, thereby improving the competitive position of both the Fourth
Street and Haven Avenue Corridors.
Developing a new post-redevelopment Economic Development Plan and strategy by itself is not
nearly enough. One of the key lessons in the demise of redevelopment was that the task of
economic development, including business retention, attraction and creation, is not the job of a
select few individuals. Indeed, the story of human history is that our greatest successes are those
where large groups of individuals have pooled their collective efforts. with the end result far greater
than the sum of all the individual parts. Along with a new Plan and Strategy. Rancho Cucamonga
is moving to create a culture where all employees and officials understand that economic
development is not confined to a specific person's job: it is everyone's job to assist new and
existing businesses to create an economically sound and diverse community. In Rancho
Cucamonga we are business friendly-which means we encourage and support businesses which
are operated legally in compliance with zoning and building codes and standards; that are
engaged in legal and ethical activities: and which are operated in a safe manner such that they
are trusted business partners and community members.
Comprehensive Preparation
The best way to predict your future is to create it." Abraham Lincoln
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Fiscal Year 2015/16 Adopted Budget Page 16 L;•�;•
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I
I In the first two sections of this FY 2015/16 Budget Transmittal Letter we focused on preparation:
9 p epa anon.
fiscal preparation in preparing for future expenses and needs, and strategic preparation in
I preparing for those things that are hard to know or foresee. In this third section we will focus on
what I call Comprehensive Preparation. This type of preparation highlights operations and
personnel which provide the direct services that most impact the public. Cities are among the
I greatest creations of humanity and are intended to have a sense of permanence in a way that
few other such creations have. In order to have that permanence, cities have to endure much
and this requires comprehensive preparation that includes fiscal resources. infrastructure,
I operations and personnel. Success does not happen by accident, which is why it is so hard to
reliably replicate. Success happens because of hard work, preparation and effort. As President
Lincoln said, the best way to predict your future is to create it. If you want to succeed. you need
I to have the will, the focus and the effort to prepare comprehensively for anything that may come
your way.
Operations
I
Here are just a few of the ways that Rancho Cucamonga is preparing comprehensively for an
ever changing environment:
I • The Rancho Cucamonga Police Department has added three canine
officers in the last two fiscal years (with the most recent addition being g
ISmokey, a drug-sniffing yellow Labrador retriever); increased
community outreach and communication through social media; (111111 increased its Solution Oriented Policing unit (community policing) • , .
staffing: devoted additional resources to focusing on homeless issues iii r
in partnership with Community Improvement and Planning; partnered i
to help create the first Park Rangers in the valley thereby improving
I park and trail safety
• Public Works has ordered a first ever
�_ SOOFA for placement in the City. A sofa you say?
• •! - No, not a sofa, a SOOFA. What is a SOOFA? Soofa
/ is considered "smart urban furniture" which
encourages social interaction. It is a bench with built
in solar power to recharge phones and a collection
Icenter for location based urban data part of the new
Internet of Things. First adopted in Cambridge Massachusetts, and later Austin Texas,
SOOFA will soon be in Rancho Cucamonga.
I • The City received part 1 of a two-part $1 million dollar grant to
construct a two-way cycle track along 6''' Street from Milliken _
' 'I ,, '
Avenue to Haven Avenue. The cycle track is an exclusive bike : -
' s •, k
I facility that combines the user experience of a separated path e 75'
with the on-street infrastructure of a conventional bike lane. A 4` r
cycle track is physically separated from motor traffic and Y
- -. -:
• The City will be undertaking the cleanup, and security, of certain flood control
channels/bike paths that cross under City streets like Foothill Boulevard and Center
I Avenue or Alta Cuesta Drive. Recently discovered documents from the early days of
incorporation place the responsibility for maintaining the under-bridge areas with the City,
not with Flood Control, and so the City will be seeking to secure with fencing these areas
Iand maintain them at a higher standard than County Flood Control previously has.
- •�.
fiscal Year 201 5/16 Adopted I3ud`gct Page 17 L.••• J
_ • A suite of traffic infrastructure and system
. improvements (over $1.3 million worth) is scheduled for
- the FY 2015/16 CIP. Planned improvements include: 1)
Traffic signals at 6th Street/Utica Avenue and Carnelian
Street/Banyan Street; a hybrid mid-block pedestrian
i•r beacon at Base Line Road/Lion Street to facilitate
• pedestrian crossing of Base Line: signal synchronizations
at SR 210 and SR 15 as well as upgrades to left turn
phasing of various Milliken Avenue signals; an Intelligent Transportation System
software/hardware upgrade citywide (first of many phases)
• An Animal Center Extreme Makeover to fully renovate the existing space which is over 25
years old and needs to be painted, have the kennels redone, upgrade key components in
the facility and have a general facelift. This project is expected to cost $850,000.
• A $1.566,249 contract, utilizing funds from the Sphere of Influence Reserve to provide
one-time funding for a team of consultants to prepare all necessary environmental and
other documents related to the future annexation of over 4,000 acres at our northern
boundary, generally from Milliken Avenue to the east City limits. This will allow the City to
control development in this area, preserve critical habitat and key hillside areas, and fill in
the hole in the donut east of Milliken Avenue, north of Banyan Street and west of
Rochester Avenue.
Personnel I
As noted earlier in this message, a key focus of any organization is personnel. Particularly as a
local government, Rancho Cucamonga (like other cities) delivers the vast majority of its services
through our personnel. In fact, personnel is our single largest expense as we are a service based
business.
Overall, the City's revenue and expenses have finally returned to approximately the same levels 1
as they were in the peak year of FY 2007/08. The workforce, however, is leaner, utilizes
technology more, and delivers increased services as compared to the pre-downturn time period.
Nevertheless, with a workforce that is approximately 20% smaller than before the recession. there
is, even with technology, a practical limit to the amount of work that a limited group of individuals
can accomplish, no matter how dedicated. Made possible by modest, sustained revenue growth,
the FY 2015/16 budget continues the trend first begun in FY 2014/15 to restore and improve
services to our community, which means making strategic personnel decisions in areas where we
will leverage the most benefit for each payroll dollar spent. Rather than simply restoring what was
lost over the last several years, we have sought to re-engineer our processes and staffing models
to get the best return on our investment, and better meet the changing needs of our community.
To accomplish this goal, a new process was partially implemented in FY 2013/14 and fully
implemented last fiscal year. An internal review board was created to study the opportunities,
constraints, and changes proposed by each department and make recommendations to the City
Manager regarding priorities. The review team looked holistically across departments in
considering all these changes, with the goal of minimizing growth of the full-time workforce and
prioritizing those changes that improved services, addressed a critical workload issue, made
succession planning progress. and were the most cost-effective. This strategic look at personnel
yielded significant dividends for services in the last two fiscal years and appears to have promising
possibilities in helping the City prepare comprehensively for our future.
i
Fiscal Year 2015/16 Adopted 13udget Page 1 K L..•
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IIn summary, over the last two years nearly 80 full and part time positions have been reclassified,
downgraded, upgraded, defunded or created to comprehensively restructure the work force. This
I includes positions in the City Manager's Office, Animal Services, Records Management, Finance,
GIS, Information Services, Personnel, Purchasing, Community Development, Building and
Safety, Code Enforcement, Engineering, Planning. Public Works, Community Services and
I Library Services. In addition. another 12 positions were also addressed in the Fire District during
that same time period. In many cases these changes eliminated unnecessary and vacant
positions or combined multiple functions into one. In other cases, personnel were restructured to
I better reflect current job duties, requirements and experience. Finally, these changes also helped
ensure succession planning at all levels of the organization and improved span of control and
accountability.
I Accordingly, the same process was again utilized for Fiscal Year 2015/16. The result of this
process are a set of personnel changes and reclassifications at a total cost of $1,048,830
including salary and benefits. This expenditure includes the addition of 6 full-time and 9 part-time
I positions. Total staffing changes for the year resulted in a decrease of 1 full-time position and an
increase of 2.4 part-time positions. During the period from 2007 through 2012, the City of Rancho
Cucamonga reduced personnel by 110.5 FTEs. It is important to note that even with the changes
I noted above. the City still remains at fewer FTE's than it had in 2007. The specifics regarding
these changes are discussed in each department's section of this letter at Attachment A.
I Some of the key highlights include the final phase of reorganization in Animal Services. With this
change the department will now have an operations manager and a clear line of succession
planning for the future. Veterinary services will be increased significantly. Animal Care will be
reorganized to ensure a greater focus on cleanliness of our very busy Center and to facilitate the
growth of our behavior and animal enrichment programs to serve all of our furry friends, feline
and canine in particular.
I Reflecting the ever changing field of technology. Information Services and the City's award
winning Geographic Information Services divisions will be combined into one Department of
Innovation and Technology (Dori) with a single Director/Chief Innovation Officer position. This is
I accomplished largely through the elimination of vacant positions and a reorganization of duties.
Similarly, with the City's growth in size and complexity comes increasing demands in the field of
Risk Manager. The City will be defunding its Risk Management Coordinator position and creating
I a new, higher level, Senior Risk Management Analyst position with greater qualifications and
experience to address this critical area. The vacant Senior Planner position in Planning will be
refilled to help with the many complex, high-level projects such as Empire Lakes. Victoria Gardens
I renovation and the 4.000+ acre Sphere Annexation that are currently in progress. Finally. the
Library will ensure a complete career ladder for personnel, and more comprehensive services, by
addressing a few key holes in its structure with the creation of a Library Technician and Librarian
II position.
The Prevention Bureau will be reinforced with two Fire Prevention Supervisor positons. an
additional Fire Prevention Specialist and two additional part time Fire Prevention Assistants. This
I will improve efficiency and effectiveness in delivering inspection, weed/fire hazard abatement,
community outreach, and risk reduction services and will ensure program continuity. chain of
command efficiency, and succession planning.
IThe table on the following page summarizes the personnel changes for FY 2015/16 along with
their net cost.
I
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.... ••
Fiscal Year 20 1 5/1 6 Adopted l;ud_get Page 19 ;L,10J
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Department/Division New Position Defunded Position/Savings Net Cost Dept.Cost
City Management/Administration Management AnalystI 100,530
City Management/Communications Administrative intern PT 22,990 123,520
`
Animal Care&Adoption Center(ACAC) Animal Center Manager Management Aide 18,610
Vet Assistant Vet Assistant PT 34,720
Animal Care Attendant PT(2) 51,040
Animal Caretaker PT(2) 43,020
Veterinarian PT(increase hrs) 34,650
Reduce OT,Cont.Srvcs. (52,000) 130,040
Admin.Services/Innovation&Tech. Director/CIO IS Manager I
Deputy Director of DolT GIS/Special Dist.Manager
IS Technician _
Admin. Services/Purchasing Buyer II _ 20,010 package cost
Admin. Services/Finance Office Specialist IPT 8,540 11
Admin. Services/GIS Reclass to GIS Supervisor From Sr.GISAnalyst 5,440
Reclass to Sr.GIS Tech. From G ISTechnician 4,460
Reclass to GIS Analyst(2) From GIS Technician(2) 8,520
Reclass to IS Technician From Secretary 3,110
Admin. Services/Human Resources Senior Risk Mgmt Analyst Risk Mgmt Coordinator 20,160
Reclass to Mgmt Analyst I From HRTechnician 8,140
Admin.Services/Innovation&Tech. Reclass to IS Analyst I From IS Specialist 1 5,180
Admin. Services/Purchasing Buyer I Purchasing Clerk 17,160 100,720
ECD/Building and Safety Plans ExaminerPT Reduce Cont.Srvcs. 6,100
ECD/Economic Development Management Aide PT 56,280
I
ECD/Planning Senior Planner 127,100
ECD/Public Works ManagementAnalystllI ManagementAnalystll 6,090 195,570
Community Services ManagementAnalystll ManagementAnalystl 5,280 I
Comm Srvc Spec PT w/benefits Comm Srvc Spec PT w/o benefits 16,060
Theater Tech II PT w/benefits Theater Tech II PT w/o benefits 19,200
Recreation Leader PT 31,600 72,140
Library Services _FundDevelopmentCoordinator CS Spec PT;Rec Leader PT 68,140
Library Technician Office Specialist II 3,200
Librarian II Librarian I 5,490
LibraryTechnician PT 22,280
Librarian II(funded at 50%) 46,170 145,280 1
Fire District/Fire Prevention Fire Marshall to 40hr BC 26,010
Fire Prevention Supervisor(2) Fire Prey.Spec.Inspect.I(2) 26,360
Fire Prev.Spec.Inspect.I ., 85,510 I
Fire Prevention Assistant PT(2) 20,940
Fire District/FireSuppression Paramedic Stipend(6) 122,740 281,560
TOTALPERSONNELCHANGES CITY 767,270 I
TOTAL PERSONNEL CHANGES FIRE DISTRICT 281,560
TOTAL PERSONNEL CHANGES 1,048,830
I
I
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I
1111111111111111111.1.11.1111111.1111
• .
•.., ,_ te _..,._ ,,7 .1siscal Year 2(11 16 ,\ decd I;udgci 'age ?U L• •
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FY 2015/16 Budget Changes
I Every budget is in one sense a snapshot in time; a representation of the organization as it exists
when that budget was prepared. Unlike a snapshot. which is a static item, fixed in time that never
changes, a municipal budget is an organic document. As bills are paid. revenues received. and
projects begin, the fiscal year budgets change. Typically those changes occur within a certain
fixed corridor or range and, accordingly, the City Council is updated every quarter on those
changes. As those changes add up to increasing levels of significance. the City Council receives
a twice a year (mid-year and year-end) compilation of budget changes (revenues and
expenditures) for review and approval. Just like a Mobius strip, the end of each budget cycle is
the beginning of the next cycle and the process continues on once more.
The aforementioned comparison is important for a variety of reasons. First and foremost,
because the City does not follow zero based budgeting. the budget cycle provides the context
within which each year's changes can be understood. and compared to prior years' budgets.
' Further, most governmental agencies typically change incrementally, and the budget cycle
displays that incremental change clearly. Lastly, many of the City Council goals cannot be
accomplished within a single given year. Accordingly, those goals are carried over into the
following years until complete, and only in the context of the budget cycle, including available
funds and personnel, can one see the progress toward those goals.
Strategic Goals
There are a number of longer-term strategic goals that the City operates under as it develops
work programs. strategic plans. and long term goals and objectives. These longer-term strategic
goals are evaluated and updated each year in January by the City Council at a special all-day
workshop. The goals are then formally adopted for that calendar year as City Council Goals.
Under each goal are a series of objectives, many of them multi-year objectives, which specify
how each goal will be realized. The full list of 2015 City Council Goals and Objectives can be
found at the end of this Budget message as Attachment B.
The main overarching goals for 2015, however. which City staff used to guide the development
of the FY 2015/16 budget. are:
• PUBLIC SAFETY — Proactively develop public safety programs and facilities to meet
community needs.
• PARKS AND RECREATION DEVELOPMENT— Proceed with planning and development
of major parks and recreational projects.
1 • ENHANCING PREMIER COMMUNITY STATUS—As the community matures. undertake
programs and projects to enhance Rancho Cucamonga's position as the premier
community in our region.
• MID AND LONG RANGE PLANNING—Develop mid-range and long-term goals and vision
for the City.
t • OTHER — Engage in the multi-year process of revising and/or implementing major City
documents and systems.
I
Fiscal Year 2(115/16 Adopted Budget Page 21 •':
In addition to the City Council Goals, the key guiding principles for staff in developing and
providing services, programs, goals, objectives and a budget document that corresponds to all of
those elements, are the Vision Statement, Mission Statement and Values for all City employees.
Collectively, the City employees are referred to as Team RC which reflects the value and
emphasis the City places on teamwork as the desired mode for delivery of services. Team RC
has adopted a Vision and Mission Statement, as well as Values, all of which have been approved
by the City Council. The Vision Statement. Mission Statement and Values are:
Vision Statement
Team RC exceeds expectations of those we serve with pride in the delivery of quality services
and programs in an environment of employee excellence and innovation. empowered by inspired
leadership. opportunity and a collaborative spirit.
Mission Statement
Team RC delivers superior service to all who live, work and play in our community.
P Y Y
Values — S.P.I.R.I.T. ,
SERVICE: We are committed to providing a superior level of services and going above and
beyond individual duties to better serve both fellow team members and the community.
PEOPLE: Our respect for each other is demonstrated by empowering and valuing one another
while also encouraging personal growth and enhanced health and wellbeing. We embrace a
healthy life/work balance and are continuously striving to ensure the highest quality of life for our
employees.
INDIVIDUAL EXCELLENCE: Individual excellence is achieved through recognizing workforce
strengths. It is fostered through individuals who possess a strong work ethic. sense of pride and
commitment. and who value honesty. integrity and personal growth.
RANCHO WAY: The Rancho Way is fostered through maintaining a high level of professionalism,
producing quality work products and striving to retain the public's trust through fiscal discipline
and accountability.
INNOVATION: Embrace and appreciate technology; use technology to bring innovation and a
creative spirit to our current work and to help anticipate the challenges of tomorrow.
TEAMWORK: Teamwork is encouraged and reinforced through collaboration, communication
and leadership at all levels. Unwavering unity, common goals and a positive attitude are embodied
by all.
I
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Fiscal Year 2015/16 Adopted Budget - Page 22 L.•: J
Operating Budgets
The operating budgets in Rancho Cucamonga are comprised of the following:
• City General Fund
' • Fire District Operational Funds
• Library Operational Fund
' In addition, the complete City budget includes other special funds such as the various special
districts funds, developer impact fee funds, and grant funds. Many of these funds are restricted
from use for general municipal operations.
tOperating Budget Comparisons
City General Fund. The City General Fund budget, which supports the majority of City services,
is made up of a number of major revenue sources. General Fund revenue for FY 2015/16 is
projected to be $74,205,480, which is $5.304.500 or 7.7% higher than in FY 2014/15. The City
General Fund's top seven revenues include the following and represent 91.7% of total revenues:
• Sales Tax
• Vehicle License Fees (VLF and Motor Vehicle In Lieu)
• Franchise Fees
• Property Tax (includes post-RDA property tax and property transfer tax)
• Development Fees
• Business Licenses
• Transient Occupancy Tax (TOT)
The most significant revenue source in the City General Fund is sales tax. Sales tax, which
represents 38.9% of total General Fund revenues, continues to grow, but at a very modest rate,
indicating that prudence and vigilant monitoring is key. The sales tax forecast (including Prop
172) for FY 2015/16 is $28,930.980, which is a $2,369,240 or 8.9% increase over FY 2014/15.
Vehicle License Fees and Motor Vehicle In Lieu fees have increased $1,557,460 or approximately
10.4% from FY 2014/15 primarily due to slight increases in the City's assessed valuation.
Franchise fees have increased $211.470 or 3.3% from FY 2014/15. primarily due to increased
utility rates, rather than any significant growth in residential units. Property Tax revenues have
increased $1,688,080 or 28.7% from FY 2014/15 due primarily to an $876.690 increase in post-
!' property taxes and also due to the County's annual inflation adjustment combined with new
secured properties being added to the tax roll and positive home buying activity. The City has
also experienced higher than anticipated growth in its unitary tax revenues.
' Development fees have decreased $400,000 (excludes special services fees) or 10.1% from FY
2014/15 as a result of more "normal" development activity compared to the surge in activity during
' FY 2013/14 that the FY 2014/15 revenues were based on. Business License revenues are
anticipated to increase slightly by $32,410 or 1.4%. The Transient Occupancy Tax has increased
$70,180 or 2.7% from FY 2014/15 due to the improving local economy. The City has a 126 room
' hotel, a Residence Inn by Marriott, which should begin construction at Haven Avenue and 6th
Street during the latter part of 2015. Another 150 room hotel. a Fairfield Inn & Suites by Marriott.
at Pittsburg Avenue and Mission Vista Drive.just north of Fourth Street. should begin construction
around the same time frame. Overall. most of the City's key revenues continue to grow. albeit at
Fiscal Year 2015.'16 ,\ dopled 1Rudgct Page ? �L� ,�
1
conservative levels, which is to be expected in a mostly built-out environment. The days of large
growth and significant annual increases are not likely to recur again.
The City is continuing the process of slowly building up its use of operating revenues for things 1
like street and sidewalk maintenance. asphalt and concrete repair. tree trimming, and other key
infrastructure maintenance operations. The City has reached a point in its development where it '
is no longer growing significantly, and what was once new has now become mature. Prudent and
regular replacement and repair of infrastructure, including facilities and landscaping, is required
in order to ensure that as the City ages it does not develop a backlog of deferred maintenance
from which it can never catch up.
Changes in Operating Budget- City General Fund
$75,000,000
$70,000,000 r ' 1
$65,000,000 En I
$60,000,000
$55,000,000
$50,000,000
$45,000,000
°� °SAO o�^\ ^�^� ti�^� ���� a�^� h�P.6
o o° o° °° o° o� °� °� o� o� o^
ti ti ti ti ti ti ti ti ti ti ti
Reduction in Usage of Reserves - City General Fund
1
$1,400,000 0
$1,200,000 l
$1.000.000
$800,000
$600,000 -
$400,000 b 1
±;::I :1I: E:1T::;ii..r===. ==..ui=z;—
$
2007108 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015!16
•Economic Circumstances Rsry o Interest from Fund 025
a Insurance Reimb from Fund 025
1
Fiscal Year 2015'16 Adopted I iud get Page 24 L 1.1.1
Fire District and Library Funds. The principal revenue source forte Fire District and Library
budgets is property tax. Property tax revenues are more important to the Fire District and the
Library as their respective shares of each property tax dollar, including statutory pass-through
agreements, are greater than what the City General Fund receives. This is because, as a post-
Proposition 13 City, Rancho Cucamonga is a low property tax city.
The Fire District General Fund Property Tax revenue has increased by $1,909,250 or 9.2% from
FY 2014/15, due to the County's annual inflation adjustment combined with new secured
properties being added to the tax roll and positive home buying activity. Additionally, a larger
percentage of the post-RDA property tax revenues are being allocated to the Fire District General
Fund resulting in a corresponding decrease in these revenues being allocated to the District's
ICapital Reserve Fund. The same strong fiscal discipline that was in place originally, when
redevelopment pass-through dollars were set aside for future capital and facility replacement.
remains even after the dissolution of redevelopment. The Fire District will be utilizing
approximately $20 million of its capital reserves during FY 2015/16 to pay for various capital
improvements including the much anticipated training facility. Due to the ongoing additional
revenues being received from the former Redevelopment Agency, the Fire District is continuing
the fee suspension for its Inspection Program that was established in 2013. This program assists
' the business community by not collecting fees for basic fire permits and initial inspections. This
reflects the District's strong commitment to economic development in Rancho Cucamonga.
' Property Tax revenue for the Fire District's two Community Facilities Districts (CFDs) remained
relatively constant compared to FY 2014/15. No increase in CPI was required for either of the
CFD's due to the strength of the Fire General Fund; in fact, new this year is a recommended 5%
decrease in the assessment rates for CFD 85-1 and 88-1. This reflects the District's commitment
to maintain CFD rates without CPI increases to the extent practical and, where possible, to reduce
rates in a prudent manner. See additional discussion below under "Operating Budgets Analysis."
1 Changes in Operating Budget— Fire District
' $34,000,000
$32,000,000 '
I $30,000.000 . '
$28,000,000 III II ,
' $26,000,000 r ■ . . . ,
$22,000,000 ' . . . . ■ . . ,
t $20,000.000
2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16
■Fire District Operating Budget
1
1
Fiscal Year 201 5/16 Adopted I;udgct PaLlc 25 L• .;;J
I
Reduction in Usage of Reserves — Fire District General Fund I
$350,000 I
$300,000
$250.000 I
$200,000
$150,000 I
$100,000
$50,000 I
$- i
2007/08 2009/10 2011/12 2013/14 2015/16
I
•Use of Fire District Operating Reserves
The Library's Property Tax has increased $380,430 or 10.8% from FY 2014/15. The FY 2015/16 I
budget continues to include the statutory pass-through payment from the County, formerly paid
by the now dissolved Redevelopment Agency.
I
Changes in Operating Budget— Library Fund
I
$5,000,000
$4,500,000 1 I I
$4,000,000 II r n i i II A I
, 0 ,000 11111111
1
$3,000.000 ® ,. ® ® ■ . .- A
2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16
•Libra rY Budget I
Operating Budgets Analysis I
The economy continues to improve, however, in Rancho Cucamonga the growth is occurring at
a slow and steady pace. This is consistent with what would be expected in a built-out community
and bodes well for long-term sustainability. The following are recommendations for the FY
2015/16 Operating Budget:
City General Fund Budget. Overall, the FY 2015/16 General Fund Budget is I
• $74,273,520 and for the third year in a row does not require the use of General Fund
reserves. The operating budget represents a $5,110.530 or 7.4% increase from FY
I
I iSC II l'cw' ?(l 15 I(� ;\clOhtLtl l tid�,.i Page 26 L. .•
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I2014/15. The Police Department's budget increased $1,672,990 overall due primarily to
increased public safety pension and labor costs as well as changes in liability insurance.
The budget has dedicated $700,000 to go into the City's Capital Reserve as part of the
City's ongoing commitment to set aside funds each fiscal year for capital expenditures
I • Fire District Budget. The recommended FY 2015/16 operating budget for the Fire
District is $32.048.450. This is a $773,920 or 2.5% increase over FY 2014/15. The budget
is balanced without the use of reserves. The budget also continues to redistribute
Ioperating expenses in various areas in order to improve accountability and transparency.
• Library Budget. The FY 2015/16 Library budget is $4,493,180 which represents an
I increase of $271,160 or 6.4% from FY 2014/15. Similar to the Fire District. Library
revenues are primarily property tax related.
City Operating Budgets
ICity General Fund, Fire District Funds and Library Fund
Animal Care Governance Building&Safety
1.97/0 2.45%
&Services o Community
2 87% Admin.Service t'
28 92% 10 7l% Development
0.18%
I Community
Services
- - 4.47%
Engineering
.,i, Services
1.96%
I Public Works
Police Planning Services
0
° Library 2.06% 9.48%
I 4.05%
Special Districts
I There are thirty-eight special assessment districts in the City: eight Street Lighting Districts
(SLDs), eleven Landscape Maintenance Districts (LMDs), two Assessment Districts, fifteen
Community Facilities Districts, one Benefit Assessment District, and one Park and Recreation
I District. These districts play a key role in the City's budget. Rancho Cucamonga is a post-
Proposition 13 City. having the dubious distinction of being one of the first cities to incorporate
after Prop 13 was approved by the voters. Unlike many adjacent local governments, which are
I far older have property tax rates between $.15 and $.20 per dollar of property tax collected, the
City collects only $.05 per dollar of property tax. This amounts to roughly $7.45 million annually
and is shared between the City General Fund and the Library Fund.
IObviously with a $74.2 million General Fund budget, most of the expenses are not covered by
property tax. In fact, in Rancho Cucamonga's early days, a key decision was made to have new
development pay its own way. Thus, whether it was infrastructure such as streets, new parks,
I trails or other public improvements, virtually all new development in the City was part of one or
more special districts created to help ensure that sufficient funds, over and above property tax,
were collected to fund police, library. community services, public works and the many other
Igeneral fund services of the City.
•
fi.
iMPIPIR .� V.
Fiscal Year 201 5!16 Adopted Budget Page 27 L.`�J ;..i
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Most of these districts were created rior to Proposition 218 in 1996, and thus have no index to
p p
adjust for rising costs. In the early years, the City Council would review each district's budget
annually and if necessary adjust assessments by small incremental amounts to keep pace with
expenses. Once Prop 218 passed, the ability to increase rates now rested with the property
owners who paid the assessments in each district. Without an index to adjust for rising costs,
many of these districts were fiscally stable only so long as they were growing and adding new
properties. That growth has largely ended and the City is now mostly built out. As a result, in
recent years many districts have started to show significant signs of financial stress. In order to
ensure that each district can remain financially self-sufficient, staff has brought forward plans to
systematically address these problems in the troubled districts.
Over the last several years, LMD's 2. 4R, 6R, and 8 have been studied to update their rate
structures and put in place new formulas that provide for modest increases in costs over time.
Ultimately, property owners approved increased rates in three of the four districts (2, 4 and 6),
and did not approve new rates in another district, resulting in maintenance reductions in that area
(LMD 8). The majority of property owners in these three districts chose to increase their
assessments in order to maintain and preserve the many public amenities that contribute to their
property value.
At the conclusion of the LMD 2 ballot process in June 2013, staff immediately began work in the
next challenged area, broadly defined as the West-side Districts, where PD 85 (Heritage and Red
Hill Parks), LMD 1 (8 parks and various green spaces/trails), and SLD 2 (local street lights) have
overlapping boundaries and significant structural deficits. This large area has more than 29,000
properties and a population of over 100,000 people. At the present time, assessments in this
area range from $0 per year to $163 per year or more for single family property owners:
commercial/industrial and multifamily properties are also assessed various rates. The difference
in assessments are actually unrelated to any benefit derived from the amenities on the west side
of town. but rather are related to when that property was developed.
A proposed plan to replace these districts with eight new community-based districts, with single
family assessments ranging from $36 to $257 per year, was presented to the community as part
of an initial outreach effort in FY 2013/14. but a January 2014 survey showed that the majority of
property owners were not interested in supporting a new and higher rate structure at that time.
To address the remaining budget shortfalls, in February 2014 the Council approved a series of
budget balancing measures designed to reduce costs but still preserve core services in these '
areas. While the implementation of those budget balancing changes is ongoing, including the
redesign of a more sustainable Red Hill Lake. the Council directed staff to continue and even
enhance public engagement regarding the proposed West-side districts plan. However, a survey
in early 2015 showed that the community still did not support this plan. but might support a single
district with more uniform residential rates.
On March 4. 2015. the City Council approved the beginning of a new process to replace these '
various LMD and SLD's with a single west-side Community Facilities District. The new West-side
District would replace the current districts. where some property owners pay more than others,
with a single district where all property owners pay their fair share. As of this writing, a large team
of staff are working on the legal actions required to place this new District before the voters in
November 2015. and on public information efforts so that every District voter can make an
informed decision at the ballot box.
In five of the City's newer districts, rate increases are recommended for FY 2015/16 and are
assumed in the revenue projections contained in this budget. It should be noted that rate
Fiscal Year 20I5/16 Adopted Budget Page 28 •;:
1
' increases are only recommended where they are necessary to maintain a structurally balanced
budget. Modest increases when needed provide fiscal stability. and help to avoid the structural
imbalances that plague some of our other districts, particularly those that have no mechanism for
regular rate adjustments. This year. increasing water costs due to CVWD's new drought rates
are adding a layer of complexity and cost in every district.
' The recommended changes this year include the following:
. LMD 2 (Victoria Neighborhood Parks and Landscape Maintenance District) — An
increase of 0.64% to the maximum tax is recommended, which equals $2.97 per
home, per year. This is the first rate increase since property owners approved a new
' rate structure in 2013. Since that time, with the approval of new rates came new
investments in improvements in area amenities, such as concrete repairs in the parks
and paseos. While other improvements are warranted, the LMD 2 budget was set at a
' basic level, rate increases in this district are capped at CPI or 3%, whichever is less.
CPI over the last two years has totaled less than 1%, making it challenging to keep up
with water and contract costs.
' • LMD 4R (Terra Vista) — An increase of 4.29% to the maximum tax is recommended.
which equals $16.81 per home. per year. Since property owners approved a new rate
structure in 2010, improvements have been made in area amenities, such as cobble
' upgrades, concrete repairs in parks and paseos, irrigation communication upgrades,
mulch replacement and a continuation of the design and installation of drought tolerant
planting areas throughout the district.
' • LMD 6R (Caryn Communities) — An increase of 0.82% to the maximum tax is
recommended. which equals $3.21 per home, per year. Modest increases will likely
be needed in this small district year. as it continues to recover from its previous deficit
position and years of deferred maintenance.
• LMD 10 (Rancho Etiwanda) — An increase of 10% is recommended. This district has
a significant deficit and will need regular rate increases over the next several years in
order to close the budget gap over time. This rate increase equates to $64.70 per
home, per year.
' • CFD 2000-03 (Rancho Summit parks) — An increase of 2% to the maximum tax is
recommended, which equals $22.94 per home, per year. In order to begin to close that
gap and recover from the deficit position before reserves are depleted. regular rate
increases will be needed in future years.
IWhile the list of fiscally-troubled districts has dwindled as the City has addressed and is
addressing many of the major ones. there is still work to do in the future. Most notably, LMD 7
and LMD 10 remain in a deficit position. and rate increases in these districts will require property
owner consideration in the near future.
Capital Improvement Program (CIP)
The CIP contains priorities for improvements to the City's infrastructure over a 5-10 year period
of time. It is annually reviewed and updated and its implementation is dependent upon the
availability of capital and special funds. Since these special funds are legally restricted, they must
remain separate from and cannot be utilized for general operating costs. While these special
funds can be eroded by economic conditions, the fiscal impacts are different from those in the
• Fiscal Year 2015/16 Adopted Iiudget I'agM ••
•-••
operating funds. Capital projects often span many years, as they move from design and
environmental review to plan check and ultimately construction.
Ongoing investment in pavement rehabilitation, Americans with Disabilities Act (ADA) projects,
park and playground repairs. and facilities improvements form the core of the annual CIP. The FY
2015/16 CIP once again devotes significant resources toward these activities. the key highlights
which were described earlier in this transmittal letter.
Fiscal Summary I
The FY 2015/16 Adopted Budget is a product of past and continuing fiscal discipline enhanced
by a recovering economy. The following is a summation of all FY 2015/16 City Budgets:
City General Fund $74,273,520
Library Services $ 4,493,180
Fire Protection District $58,284,500
Special Funds including CIP $84,836,560
Summary
Rancho Cucamonga remains committed to maintaining its 30+ year tradition of fiscal stability and
providing the highest quality services to its customers within budgetary constraints. Whether
through the gradual reduction of the operating budgets along with a commensurate phase out of
reserve fund use over the last several years. or the more sudden reduction in personnel and
operating funds that came with the State's unprecedented elimination of redevelopment in FY
2011/12, the emphasis remains on stability of services. quality services, for the community.
It is clear that any community which aspires to obtain a "world-class" standard in everything it
does, must maintain a comprehensive suite of community services. Strong and responsive public
safety. well maintained infrastructure. a careful approach to planning and engineering, high-
quality community services, animal services and library services, an active economic
development program, effective long-range planning and goal setting, and a strong conservative
fiscal reporting and budgeting approach that supports all of these services; all of these
components are necessary in a vibrant and healthy community.
Looking ahead, we need to plan as carefully for the last phases of the City's development as
those before us did for the first 37 years. seeking to ensure that our high development standards
are continued and that long-term fiscal sustainability of the organization remains at the forefront.
As the community ages, we must be prepared to invest more in maintenance of our public
buildings, parks. trees, storm drainage, and other improvements; prioritize infrastructure
replacement: and strengthen our code enforcement programs. It is instructive to look to other,
older cities in the region to see what might lay ahead if we do not commit to maintaining and even
improving what we have today. Rancho Cucamonga. its City Manager. and the entire Executive
Team are fully committed to preparing for the future and investing in the world-class community
Rancho Cucamonga continues to aspire to be. Our goal is not simply to be the premier city in the
Inland Empire, but to be one of the premier cities in Southern California.
It had long since come to my attention that people of accomplishment rarely
sat back and let things happen to them. They went out and happened to
things." — Leonardo da Vinci I
. - .
eat 1.
Fiscal Year 2015/16 Adopted Budget- Page 30
I
Attachment A
Department Budqets
' Police Department
The low crime rate that the City continues to enjoy is a direct result of the hard work and
' dedication of the men and women of the Police Department and the positive interaction
and participation by the community in crime prevention activities. Since incorporation, law
enforcement services in the City have been provided through a contract with the San
Bernardino County Sheriffs Department, which has been a cost-effective and flexible
model.
' .�pwsONPATROz, Public safety is the City's highest priority, and the
p�ot�nTFn roYOUasnr•F�. Department strives to look to the future and invest in these
efficiencies through technology and innovation. The City
' :-off recently purchased four "Zero" model electric motorcycles
for use in quietly patrolling our city parks and the Pacific
,►i; a �
Electric Trail. A narcotics detection K9 was also added, the
' z yellow lab Smokey, handled by an existing deputy. In FY
2015/16, the Public Safety Video Network will be
Da expanded, thereby serving as a force multiplier.
Aft
4v11 � As the community continues to grow, the challenge will be
LW to continue addressing these increased needs that affect
1 s.�tsn�,rr," Rma„k.o""` the quality of life and define our community as a safe one.
f te: M Toward that end, the Department has expanded the
' Solution-Oriented Policing team to work collaboratively on quality of life topics.
The results of these efforts have been a continued reduction in the already-low levels of
' serious crime in Rancho Cucamonga. In 2014, Part I crimes were reduced by 5% from
2013 levels. This continued a very positive trend. building on the 10% reduction in the
prior year.
FY 2015/16 Budget Highlights
• Develop the performance of the narcotics detection K9 and bloodhound teams.
These K9 teams have saved significant man hours searching for fleeing suspects,
missing children and adults, and now narcotics. Although relatively new, the
' narcotics K9 team has already had numerous narcotics finds and has been utilized
by outside agencies and the D.E.A. during searches for narcotics within our city.
• Continue to utilize the Solution Oriented Policing (SOP) Team, and provide them
with new tools and training in the Know Your Limits program, sex trade crime
investigations, and Community Oriented Policing strategies. This expanded team
will branch out to collaborate closely with other city departments to reduce blight,
' regulate alcohol and massage businesses, and review new building projects to
ensure policing design needs are met during the planning stages.
1
Fiscal Year 2(1 I f'I h Adapted Budget Page 31 L J
I
• Expand the Public Safety Video Network and integrate it with other video systems
I
P Y g Y
used by the city. I
• Provide ongoing support of key prevention programs such as the new Park
Rangers, Neighborhood Watch, Every 15 Minutes, and engaging more actively in
social media communications which keeps our citizens informed and participating t
in our crime prevention efforts.
• Pursue state and federal grant money to enhance general fund money already I
designated for increased patrols in our parks, on our trail systems and in
Cucamonga Canyon.
. 8 . . I
R
d ` I.'y �` ./
I
Fire Protection District
Exciting technological advances are coming to the District to better serve the community.
I
One such improvement is the use of pictometry, an advanced mapping and aerial
photography product that will enhance the District's response planning and emergency I
management capability. The District is also expanding the use of smart phone and tablet
technologies, equipping each unit with an iPhone and iPad. District maps and certain
response information will be loaded onto the iPads, alleviating the need for expensive
printed maps. The iPhones are each equipped with an application called Active 9-1-1
which enables the phones to receive incident and call routing information straight from
the dispatch center. The phones also enable crews to take photos in the field and transmit I
them real-time to command personnel and in the near future to hospitals to help improve
scene management and patient care.
Along with the rest of the City's Community Development Departments, the Prevention I
Bureau will transition to field-based data collection devices and no longer use paper forms
for their inspection reports. As part of the citywide Accela Automation project, this I
technology will allow inspectors to tap into a City database and coordinate inspection
activities with other departments for the first time. The Fire Marshal believes this
technology will net a significant increase in the production of Bureau inspectors enabling I
them to complete additional high hazard inspections over the course of the year.
:.•,,,Ii OP
Fiscal Year 2015/16 Adopted Budget - Page 32
I
' FY 2015/16 Budget Highlights
I • The Prevention Bureau will be reinforced by upgrading two existing positions to
Fire Prevention Supervisors. An additional Fire Prevention Specialist will be
added, and two additional part-time Fire Prevention Aides. This will improve
Iefficiency and effectiveness in delivering services that protect life and property,
sustain economic vitality and
improve the quality of life of
I our citizens. Responsibilities at
:i
and reporting arrangements __ __:_
will be reassigned to ensure
Iprogram continuity, chain of _ '
command efficiency and �—!_
I succession planning that will _ ` ___
allow expansion of our
existing inspection and
K
I weed/fuel reduction
programs. The Fire ...-
Marshall's salary will be fr.
adjusted to be in line with a ;= " . -,
I40-hour Battalion Chief '
position; however, the position will remain non-safety. This enables the position
I to be compensated at a more appropriate level to recognize the increased
complexity of the position and its critical role in the health, wellness, sustainability,
and economic security of the community.
I • To enhance the advance life support capacity of the District's response units and
facilitate the staffing needs of our specialized Hazardous Material and Technical
Rescue programs, six additional paramedic stipends are being added and will be
Iissued to existing personnel over the next year. This enhancement is made
possible without increasing overall staffing due to the dedication and diligence of
several employees who on their own time and expense have successfully
Icompleted the rigorous training to qualify as paramedics. This will enable the
District to ensure at least two of the three responders on each unit function in the
dual capacity of a firefighter and paramedic on a daily basis more often.
I • Based on an analysis of revenues and expenditures, the budget anticipates
funding proposed operations and capital projects while lowering both Community
I Facilities District (CFD) assessments by 5%. Additionally, the second full year of
the suspension of Fire Prevention Permit Inspection Fees continues to be
successfully implemented. Taken together. these reduce costs to property owners
I and businesses, and will contribute to the economic vitality of our community and
help balance other community resource needs.
I • The District will continue to maintain reserves, primarily to provide the means to
fund capital projects, such as the training center and future fire stations and to
purchase essential high-cost equipment replacement items such as fire apparatus,
I self-contained breathing apparatus, and cardiac monitors. This "pay as you go"
approach continues to keep the organization positioned to implement strategic
Fiscal Year 2015' 16 Adopted IRudget Page ;.; L•;` J •
improvements to the service platform as identified through continuous analysis and
I
P P 9 Y
review of the effectiveness of its programs. I
jir :.-
. . --.-..1111kr--- ----- '''T lig I
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• Afte r twe n ty fiv e y ears of planning and savin g, the Fir e D i st ri ct will complete the
construction plans and break ground on the Training Center at the Jersey Fire I
Station (artists' rendering pictured above). This "all risk" center will provide realistic
cutting edge training for our fire crews and law enforcement, as well as our regional
partners. This investment ensures we will continue to be a premier organization to I
"be what we say we are" and "be really good when we get there". In addition the
training center will have a backup data center for our technology resources, backup
Emergency Department Operations Center (DOC), classrooms for city staff, and I
continuing education and meeting space for community organizations.
• The new training center, along with the Banyan and Day Creek Stations, will be
upgraded to solar energy systems. The use of solar, together with the re- '
landscaping all of our existing stations with drought tolerant landscaping,
demonstrate the District's continued commitment to the value of sustainability.
Administrative Services Group
The Administrative Services Group consists of Finance, Human Resources, Innovation I
and Technology, Special Districts, and Purchasing.
The Human Resources Department manages the City's personnel and risk
management functions. The Department provides the leadership, direction and support
required to attract, retain and develop quality employees for the City and the Fire
I
Protection District.
The Personnel Services Division of the Department is responsible for Employee
I
Relations, Recruitment, Classification and Compensation, Benefits, and Organizational
Development.
The Risk Management Division works to help minimize the number and severity of losses I
to both property and personnel. Employee wellness initiatives are also supported by the
division.
I
r..:./..:.
Fiscal Year 2015/16 ;Adopted 13ud gn Page .,4 L•••:;J
I
I
FY 2015/16 Human Resources Budget Highlights
I • Upgrade the Risk Management Coordinator position to a Senior Risk Management
Analyst to be more in line with the industry standard and to recognize the increased
Iresponsibilities the position has assumed in recent years.
• Reclassify Human Resources Technician to Management Analyst I to reflect
I higher level of responsibility, knowledge, problem-solving, and interpersonal
communications skills required to perform the assigned functions.
• Administer California's new paid sick-leave laws and focus on the continued
Iimplementation of the Affordable Care Act (ACA). A key be the tracking and
reporting of ACA and updating City policies and procedures to ensure compliance
with all mandates and preparing for the impacts of the ACA's "Cadillac Tax" in
I 2018.
_
• Continue to improve and expand the ---...r-.----7�. O ..
I City's Onboarding Program for new 4 �'
employees by incorporating the first y 4
year Team RC guidelines. ,. N '-�
3
I • Continue to improve employee -, :; 4 s
development and succession planning. ti, -- "
I • Continue to look for ways to give • _pis"�aM '
employees better access to benefit and ,: d- =-N,
pay information and give them the �,;,, alt it- . f
I ability to make benefit changes through _
the City's HRIS system.
I . Work to improve the efficiency and `
teffectiveness of HR practices and
procedures in order to provide better HR staff host a job fair at Chaffey College.
service to internal and external encouraging career., in public service.
I customers.
• Use social media and participate in community events as a way to improve
Ioutreach for recruitments and the profile of the City.
The Finance Department is composed of four divisions, including Accounting, Budgeting
Iand Financial Reporting, Business Licensing and Treasury Management.
For 27 years running, the Department has received the Government Finance Officers
IAssociation (GFOA)'s Certificate of Achievement for Excellence in Financial Reporting.
This award recognizes excellence in financial reporting by state and local governments
I and is the highest form of recognition in governmental accounting and financial reporting.
For the last two years, the Department has received the GFOA's Distinguished Budget
Presentation Award, which is the highest form of recognition in governmental budgeting.
I
r,limpippimillIONIIIII11111.1111111 - 44,14
Fiscal Year 2015'16 Adopted Budget Page 35 L•: i
.....
Il
FY 2015/16 Finance Budget Highlights
- ' , . q�� r • The addition of a part-time (10 I
...•
- ° 4 • - . hours per week) Office Specialist I will
Add- 1.-11' ` �k , . assist this busy department in keeping
.. le. up with business license and accounts I
-� •�... a',,�L~' payable filing.
j •• This year the Department will
I.4\
r `"/� �"" complete the upgrade of the City's•c 1
financial system to Sungard's
"4' OneSolution. The new software will
I
„• allow many new features and enable
° �� - - the roll out of other improvements in
I --• finance-related functions, including t
employee access to their payroll information online and automating workflows for
personnel actions. t
• In the second half of 2015, another software upgrade will allow the Business
License Division to issue business licenses online to businesses within the City
limits, saving new businesses the trip and time of an in-person visit to City Hall.
I
One of the key divisions in Administrative Services is the Purchasing Division. Under
the City's Municipal Code, Chapter 3.08, Rancho Cucamonga has established centralized I
purchasing and procurement to ensure open and fair competition, establish efficient
procedures to procure supplies and equipment and assure the quality of purchases at
competitive prices. I
FY 2015/16 Purchasing Budget Highlights
• The Division will eliminate one vacant '
Buyer II position and upgrade the
Purchasing Clerk to a Buyer I. These ..
changes will allow the existing ,4
personnel to manage their demanding 1 I
workload, while providing overall _
savings to the General Fund.
• With the upgrade of the City's - I
telephone system, Purchasing will be
exploring the best ways to serve our I
customers who call the City Hall main switchboard. While our purpose — world-
class customer service — remains unchanged, our customer expectations do shift,
and we want to handle phones in a way that today's customers will most
I
appreciate.
The Department of Innovation and Technology (DolT) is established for the first time '
in FY 2015/16. With technology playing a pivotal role in virtually all our departmental
operations, creating this new Department is essential to the City's future. The City has
made significant investments in technology over the last 10 years, and our personnel I need to be optimally organized to manage that investment and push us forward.
,o
Fiscal Year 201 5/16 Adopted Budget - Page 36 L.•;•J
I
I PIII , The DolT is being created by combining the
9 Y 9
,-:) City's Information Services (IS) and GIS
• --.� ''"' Divisions, under the leadership of a new Director
r :; of Innovation and Technology/Chief Innovation
Officer (CIO) with a supporting Deputy Director‘11, ,' position being established as well The new
l ,� Department will continue to lead innovation in the
City's enterprise applications, desktop and
I '•; mobile devices, server systems, and network, as
' well as its award-winning GIS work with front line
✓�`� :' departments.
FY 2015/16 DolT Budget Highlights_
I • As noted above, two new positions will be created to facilitate the creation of the
Department — a Director/CIO and a Deputy Director. The Deputy Director position
is actually a reclassification of the current GIS/Special Districts Manager. A new
I IS Technician position will also be assigned to the new Department. By
reorganizing existing vacant positions within Administrative Services, these
staffing enhancements are being done without increasing the overall number of
I FTE's in the Administrative Services Group.
• Six reclasses for Department staff are also proposed for the new fiscal year. These
include reclassing a Senior GIS Analyst to a GIS Supervisor; reclassing a GIS
ITechnician to a Senior GIS Technician; reclassing two GIS Technicians to GIS
Analysts; reclassing a Secretary to an IS Technician; and reclassing an IS
Specialist I to an IS Analyst I. All of these reclasses will more accurately reflect
Ithe level of responsibility and knowledge required of these positions.
• The new Department will be located in a vacant space in the lower level of City
I Hall, where the two Divisions can come together in a newly-designed space. Funds
are included in the FY 2015/16 budget to complete this project.
I • The City's telephone system is early 90's technology, and the devices providing
connectivity to remote sites are no longer supported. Over the last several years,
departments and the public have been experiencing system problems on a regular
I basis as a result of the age and declining condition. Funds are budgeted this year
to replace this aging system with a new one that will use VoIP technology.
• The GIS Division will continue to grow the REGIS business, through which the
I division acts as a business partner to other public agencies wanting to develop
their GIS programs.
I With the formation of the DolT, the Special Districts Division begins a transition and
becomes a separate function outside of GIS. The previous GIS/Special Districts Division
structure served the City well for many years, and grew out of the staff's use of GIS as
I the primary tool for administering the City's thirty-eight special assessment districts. In FY
2015/16, the division will stand as its own division, with the new Deputy Director of DolT
retaining management of this group. Over the next several years, the Division will slowly
I transition into the Finance Department, while continuing to rely upon GIS as part of its
core function.
- e.•
1
FY 2015/16 Special Districts Budget Highlights
• The formation of a new West-side Parks and Street Lighting District is planned for
a November 2015 special election. Public information and education efforts will
be a major focus of the division leading up to the November election day.
Animal Care and Services
With a mission of building a community in
which every adoptable pet finds a home,
the Animal Center's focus is on
strengthening the overall operations of
the Department, increasing the live
placement rate of cats and kittens,
increasing the use of volunteers, and
expanding animal care programs such as
f
animal behavior and enrichment, '
adoptions and foster care.
The Department oversees the following
program areas:
Animal Care: General animal care and adoption related services; and
cleaning/maintenance services.
Community and Information Programs: Volunteer programs; adoption promotions;
foster care; community outreach; public spay/neuter voucher program; and community
information/education.
Field Services: Field operations (animal pickup, investigations, canvassing); '
enforcement of animal regulations; animal licensing; and community education.
Veterinarian Services: Medical supplies, medication, and other supplies for use by in- 1
house veterinarians; microchip services; and contracts for outside veterinary services for
specialty medicine and after hours care. ,
FY 2015/16 Budget Highlights
• Job assignments are anticipated to be restructured utilizing the current staffing
9 9 9
(regular and contract) and one new full-time position. The new structure will create
specialized animal care divisions which will focus on general operation oversight, '
developing an enhanced animal behavior and enrichment program, and expanding
the animal adoption program both onsite and offsite_ These changes follow up on
a goal established in the Animal Center's Strategic Plan, and are an example of
how we are preparing to fulfil our purpose as a Department. Specifically, the
Management Aide will be upgraded to an Animal Center Manager to reflect the
significant change in this position's duties. A part-time Vet Assistant will be
Fiscal Year 201 5/16 Adopted Budget - Page 38 L.a:0
'
I
converted to a full-time Vet Assistant and hours will be increased for a part-time
Veterinarian to support this key function of the Animal Center. Two part-time
IAnimal Care Attendants and two part-time Animal Caretakers will be also be added
to assist with adoption counseling and additional cleaning duties throughout the
Center. These staffing increases will be partially offset by savings in overtime and
I
contract services.
• The Department aims to improve our placement rate of adult cats and kittens by
I implementing a community cat program for feral cats. The Department has also
opened a 24/7 kitten nursery to care for an anticipated 600-800 orphaned kittens
until they are old enough for adoption. The kitten nursery is staff-run and largely
volunteer supported, and is one of the first to open in California that is operated by
a municipal animal center. These programs are made possible due to expanded
fundraising efforts, and the Community Cat Program was established as a City
ICouncil Goal.
• The partnership with Western University College of Veterinary Medicine will be
I expanded to include internships, and for the Center to act as a teaching hospital
for third and fourth year veterinary students. Additionally, the Center has
expanded use of Western's mobile spay and neuter vehicle to provide low cost
Ispay and neuter opportunities for pets owned by Rancho Cucamonga residents.
City Clerk/Records Management Department
IAs a partner in democracy, the City
Clerk's Office/Records Management V. �. ;l M.:
Department promotes community ''"'
I n w .
involvement and awareness and ¢ - :r;. A
supports the City Council, staff and the V
citizens of Rancho Cucamonga by ','''.'
coordinating the legislative process ': #d t
9 9� p x '
and administering City elections. ! i�x ¢
I Governed by provisions of state,
election, and municipal codes, the
N Department serves to preserve and Ijt
Iprotect the legislative history of the
City. As a service department, staff , / . .. ,. .
assists the public, elected officials, and '
' the City organization with a number of
important activities, including
accurately preparing and processing agendas, and administering the Citywide records
I management program including records storage and destruction. The City Clerk's Office
administers the coordination of City elections, including the filing of Candidate Disclosure
Statements and Statements of Economic Interests as required by law.
I
fcl:".
NA.1:.
l iscal Year 21115%16 Adopted Budget Page 39 , •:
FY 2015/16 Budget Highlights
g
• During FY 2015/16, the Department will assemble and distribute at least 24
agenda packets for the Rancho Cucamonga Fire Protection District and City
Council, attend the meetings and provide minutes and action agendas.
• Continually looking at ways to serve our citizens through the use of technology,
staff will research cost efficient solutions to improve and streamline the agenda
and meeting management process. Funds are included in the FY 2015/16 budget '
to move to an agenda management system, which would eliminate the current
manual preparation process.
• The Department will coordinate a ballot measure proposed for the November 3,
2015 Special Election regarding a West Side Community Facilities District, as well
as plan, issue and process candidate nominations for a November 1, 2016 General
Municipal Election for two Members of the City Council. City Clerk and City
Treasurer.
City Management '
The Rancho Cucamonga City Manager's Office includes the City Manager and Assistant I
City Manager. The City Manager is the administrative head of day-to-day city
government, equivalent to the Chief Executive Officer of a private corporation. The City
Manager is assisted by the Assistant City Manager to ensure there is adequate span-of-
control
and oversight for all thirteen departments and 300+ employees. Together, these
two individuals enforce municipal codes, direct daily operations of the City. make
recommendations to the City Council, prepare and monitor the municipal budget, appoint
and supervise all City department heads and employees and supervise the operation of
all City departments. Rounding out City Management are several levels of personnel in
the Management Analyst track along with
several clerical support personnel, who
together help staff the Healthy RC Division, • •
•
Community Information Program, I% .
Legislative Affairs Program, Green RC
Program, Cable Television Franchise f i . •
Administration and Ombudsman programs.
In FY 2014/15. Healthy RC had several 76-irri
major accomplishments. The City was '
awarded its first ever Helen Putnam Award 1. -
for Excellence by the League of California
Cities for its Healthy RC Youth Leaders program. This award recognizes recipients for
youth programs that engage youth in the public decision-making process. Healthy RC
was also named the Most Innovative City in the nation by the National League of Cities
for its innovative policies, programs, strategies, and impact on reducing childhood
obesity. Additionally, the City was named number one in the nation (an honor shared
with only 31 other cities) among participating cities by the Let's Move! Cities, Towns, and
Counties initiative, led by First Lady Michelle Obama. Rancho Cucamonga was also
Fiscal 20 15/16 Adopted Budget - Page 40 L.":
awarded a Bicycle Friendly Community designation (Bronze Level) by the League of
American Bicyclists.
' Through the Legislative Affairs Program. staff provides support for the City Council's
active role in the League of California Cities and all federal and state legislative and policy
' activities of the City Council. In FY 2014/15, Mayor Dennis Michael became the First Vice
President of the League of California Cities and will become the first member from the
League's Inland Empire Division to be League President in September 2015 (in
' conjunction with the League's annual conference). In addition, the Mayor is now
Immediate Past President of SANBAG for FY 2015/16. Mayor Pro Tem Spagnolo
completed his first year of a two-year term as Vice President of the League's Inland
' Empire Division: however, he will become President of the League's Inland Empire
Division in September 2015 at the League's annual conference. Sam is also the
Chairman of the Omnitrans Board for FY 2015/16. Council Member Kennedy became
Vice Chair of the League's Legislative Task Force. At the Federal level, the City
Manager's Office played an active role this year in advocating for Federal assistance to
' help manage the ongoing issues that are troubling Cucamonga Canyon.
The City's Green RC sustainability program is coordinating efforts to improve energy
' efficiency citywide, reduce the City's carbon footprint and ultimately reduce costs for the
City by going green. Accomplishments under the City's sustainability program during the
past year include the adoption of a green purchasing ordinance, which establishes
' sustainable purchasing requirements for city procurements, as well as being named a
Cool California City by the California Air Resources Board for being one of the top three
cities in California to reduce greenhouse gas emissions through sustainable programs
' and projects. The City also received a Red Tape to Red Carpet award for Solar-friendly
initiatives and added two additional businesses to the Green Business Recognition
Program.
' This year the City Manager's Office took the lead in developing and implementing a public
safety performance dashboard, which provides the public with up-to-date information
' about the Police and Fire Departments. The dashboard is an enhancement to the City's
existing data sharing efforts and provides public safety performance data in an interactive.
easy-to-read format.
1 The office's Communications Manager is tasked with creating a unified, consistent "city
voice", pulling together the varied public communications efforts from the all city
' departments and creating a City-wide community information program collaboratively with
the departments.
FY 2015116 Budget Highlights
• Fund a full-time Management Analyst I for the Healthy RC initiative to provide
' support, coordination, and daily management necessary to ensure fiscal
responsibility and programmatic fidelity, including grants and contracts
management, and outcome evaluation. These duties were previously assigned to
' a temporary grant-funded position.
.. .
; ..
Fiscal Year 201511 6 Adopted Budget Palle 41 L':• �j
..s.
• Add a new Administrative Intern to the Communications Division to assist with
digital communications support and community engagement efforts and projects
led by the Communications Manager. '
• Continue efforts to proactively manage Cucamonga Canyon, in concert with the
US Forest Service. '
• Enhance the performance measurement dashboard to include information about
programs and services provided by all city departments.
• Develop a Sustainability Action Plan
• Complete and implement a strategic Communications Plan
Community Services
The Community Services Department provides a wide variety of high quality programs, ,
services, and facilities to our residents to enhance the quality of life for individuals of all
ages. Department activities are coordinated through seven Divisions: Administration,
Youth and Adult Sports, Youth ,7 •
and Family Programs, Special
it gt-
Events, Cultural Arts/Playhouse , "a
•
Operations, and Seniors and s
Human Services. The : `.; ,> '4;Y
Department also oversees park , ,f _ " ' 1
development activities including • 4 _ ' v4 -
the planning, design. and , ` . ' : 1 A
renovation of parks and facilities. '• ,
.3 :
FY 2015/16 Budget Highlights
• Personnel changes include modifying two p art-time positions to increase hours
and include partial health benefits. After the cut in part time hours implemented by
the Affordable Care Act in Fiscal Year 2014/15, a need was seen to increase hours
in two positions requiring consistency in staffing:
•:• Part-Time Community Services Specialist — Senior Programming — Seniors in
particular need consistent familiar faces in their programs. By increasing
budgeted hours from 25 hours per week to 35 hours per week, this position will
be able to support the recent addition of the Gift Shop, Snack Bar and
expansion of programs at Central Park.
Part-Time Playhouse Theater Tech II — The increase and complexity of
theatrical rentals in the Playhouse requires consistent personnel to work with
our customers. This position will also provide support for requests for technical
equipment for Celebration Hall, Library events, and various city-wide projects
and programs. '
• The Community Services Department and the Library have budgeted to share one
full time Fund Development Coordinator position as a means to meet the same
need for fund development. Fundraising is critical to the success of both
....
Fiscal Year 2015 1(, Adopted Budget - Page 42 .':
Departments. This position will focus efforts on large scale capital fundraising,
g
fundraising events and provide expertise to the respective Foundations. The cost
' of this new position will be partially offset by the defunding of two part-time
positions — a Community Services Specialist and a Recreation Leader.
• One of the current Management Analyst I positions has been upgraded to a
Management Analyst II. This position has taken on significant responsibilities
' managing our Community &Arts Foundation's non-profit financial operations since
the department's Management Analyst Ill retired. This position is also responsible
for the Department budget and the new classification creates a ladder within the
' department to allow for succession planning.
• A new part-time Recreation Leader will be added to the Department to assist with
t the new web-based registration solution and training as well as to assist with
growing customer service needs in registration.
' • Registration/Revenue — Community Services processes over 40,000 activity
registrations and countless rental requests each fiscal year. In FY 2014/15 staff
actively pursued a replacement for the current CLASS Registration and Facility
' Booking Program and will upgrade our service with the current vendor, ActiveNet.
Implementation of an upgraded registration system will be the focus early in the
fiscal year, consisting of staff training and migration of current information with a
' launch anticipated in early 2016. Along with the enhanced ability of tracking
revenue, the Department will implement a pricing methodology that continuously
reflects community values, while generating adequate revenues to help sustain
' programs and services.
• Park Facilities - Projects for FY 2015/16 will include design for a Trailhead at
' Central Park and for modifications to the Bank of America Courtyard at the Victoria
Gardens Cultural Center.
tThe lease on the current Rancho Cucamonga Family Sports Center will be ending
FY 2016/17. Funding is budgeted for the design of a replacement gym.
Los Amigos Park (formally Southwest Park) will go out for construction bid in early
FY 2015/16 with construction anticipated to begin in early 2016.
• Adult Sports - The Department will be contracting with Major League Softball
' (MLS) for the operating of the City's Adult Softball League. MLS has the expertise
and the innovation that will provide a quality product to our patrons and potentially
increase revenue. Staff will still oversee the program and manage the contract with
' MLS. This change will occur with our Winter 2016 leagues.
• Fiscal Year 2015/16 Adopted) liudlgct Page 43 L.' J '
••;.
Park Ranger Program — In the 2014/15
I
Il ,� 9 9
4 f Fiscal Year the Department launched a pilot
�f Park Ranger Program. This program is in I
_ collaboration with our Police Department and
' the Fire Protection District. Two part-time, non-
¶ '° sworn Park Rangers are patrolling parks and t
-r, trails as a cost-effective means to enhance
4 , public safety. The Park Rangers will act both
�` as first responders for some low-priority calls for I
service as well as provide proactive park patrol
and regulation enforcement. This pilot program
I
is being evaluated for its effectiveness before a
' broader program is considered in future years.
• Founders Community Parade — In
I
2015/16 the Founders Community Parade
moves to a new location on Day Creek/Jack
Benny Drive. Included in the budget request are
I
additional funds for street closures and
infrastructure.
Economic and Community Development Group
1
.. , t_______I ,
i y.'
-.4:170-: irelft . it I
This group encompasses all Economic and Community Development activities including
Building and Safety, Community Improvement (formerly Code Enforcement),
I
Engineering, Planning, and Public Works Departments.
The Economic Development Division plays a key role in the fiscal health of the City.
I
Recently, the City completed an update to its Economic Development Strategic Plan. The
update will continue to provide a foundation for the City's economic development efforts
over the next five to ten years.
I
FY 2015/16 Budget Highlights
• Fund a part-time Management Aide position to handle data gathering, research I
and analysis, documentation, correspondence, and record keeping for the
Economic Development Group.
I
tit f3k-
Fiscal Year 2015/16 Adopted Budget -- Page 44 L• ••••
•
1
I • Begin implementation of the Economic Development Strategic Plan. Some of the
' core economic development programs and services will continue to remain key
efforts in the City's business attraction and retention activities. For example, the
Inland Empire Small Business Development Center (IESBDC) provides a vital role
' for new and existing business owners. This service is free to Rancho Cucamonga
businesses and entrepreneurs.
• Continue the Business Visitation Program, which was reestablished in 2014 as
' part of business retention efforts. The program is a cross-departmental effort of
economic development and various key staff.
' • Rebrand and update the City's existing marketing. including communications
pieces such as its website, newsletter, and social media presence, as outlined in
the Economic Development Strategic Plan.
' • Work with GIS vendor ESRI to assist in the development of an application that
contains geographic information as well as site selection tools for economic
development.
1 The Engineering Services Department strives to ensure that Rancho Cucamonga has
the vital infrastructure in place to maintain its standing as the premiere community in the
' region.
There are six sections in the Engineering Services Department. The Administration &
' Budget Section provides imperative management and fiscal support to all six Engineering
sections and is responsible for Capital Improvement budgets. The Land Development
Section is responsible for conditioning new development projects to install street
' improvements and collection of development impact fees. plan checking street
improvement plans and the issuance of all permits within the public rights-of-way. The
Transportation Management Section oversees the City's traffic and transportation
' systems, and investigates and provides recommendations on matters related to traffic
safety. The Capital Project Management Section designs and manages the construction
of City-funded projects. The Environmental Programs Section is working collaboratively
for an environmentally safe, healthy and sustainable community today and for future
generations. The Rancho Cucamonga Municipal Utility Section is dedicated to the
operation and administration of the City's electrical distribution system.
FY 2015/16 Budget Highlights
• Provide support to SANBAG during on-going construction of the 1-15 at Base Line
' Road Interchange Project. Project completion is anticipated in FY 2016117.
• Prepare a master plan for the City's Intelligent Transportation Systems (traffic signals,
communication systems, closed circuit video, etc.)
1
- beNA
VP Fiscal Y'car 2015/16 Adopted I;udget Pace 45 L.•�•�
I
• I
first RCMU welcomed Tesla Motors as its s
ever Electric Vehicle charging customer at i.' -
Victoria Gardens. With twelve charging 4
4. A r I
stations, the Rancho Cucamonga Tesla site _� ,
is the largest station Tesla Motors has built �1 4,, ,, ii .q ,
in California for their nationwide �- 1~ I
supercharger network. _
• Almost 8,000 feet of distribution circuit and
I
placement of 4 Pad Mounted Equipment
switches were installed along Arrow Route
from Rochester Avenue to Etiwanda
I
Avenue. This new line extension will also provide for 19 new LED streetlights fronting
the property on Arrow Route and Etiwanda Avenue and will allow RCMU to provide
electric service to two large distribution warehouses totaling over 1.6 million square
I
feet.
• Manage the waste hauler franchise I
ri, agreement negotiation process.
ill., -•FY 'j • • Promote the Reuse Shed opening at the
{a HHW facility.
I
,;; • Construct the widening of Hellman
--�r�-=••- Avenue at the Railroad Tracks, including new I
"""'�'�.°""" - railroad signals, vehicle and pedestrian gates
and a new traffic signal at 8th Street.
/ • Pavement Rehabilitation of Foothill
I
Boulevard from Vineyard Avenue to Haven
Avenue. t
The primary objectives of the Planning Department are to develop comprehensive plans
for a first-class community; to implement the plans through efficient and effective
management of growth and
review of all development
- —- _ proposals; and to maintain a I
* : balanced, quality environment
4, "\ ... -, -. I:- w in the community. The
Department functions as the
..•4 professional and technical I
r f* tier fir advisor to the Planning
Commission, Historic I
M �► Preservation Commission and
F i City Council on policy matters
••• 'y and issues concerning the I
physical development of the
community.
I
te -'.-4
Fiscal Year 2015'16 Adopted Budget - Page 46 L •••J
•
As the economy has improved, the cycle of development activity is once again on the
upswing. With the City reaching a more mature state of development, the type of activity
which happens most frequently is now in-fill development. In-fill development requires
increased interaction between developers and staff to insure quality projects and places
different demands on the current staff, while processing new projects and increased
activity.
Last year the Planning Department was reorganized and adopted some creative staffing
changes to promote depth of knowledge and skill sets among the staff, while planning for
the future. We have seen very positive results in developing skill sets and preparing staff
' for the vision of the future of the City. The current year staffing request will continue
developing a strong leadership team that will focus on leading by example.
FY 2015/16 Budget Highlights
• Reestablish funding for a Senior Planner position.
' • Develop and release an RFQ for a Transit Oriented Development in conjunction
with SANBAG at the Metrolink Station on Milliken Avenue.
' • Review areas of industrial zoning along arterials for possible rezoning to allow
more commercial and office uses.
• Review best practices from other jurisdictions and solicit feedback from
' stakeholders to determine how best to implement mixed use/TOD development
standards into the Development Code. An identified Council Goal, staff has
developed a set of new Development Code standards to guide new Mixed
' Use/High Density/Transit Oriented Development in the City. Phase 2 of the project
will include identifying Mixed Use densities and creating Overlay Zones.
' • Staff is working on the pre-zoning and annexation of a portion of the City's north
eastern sphere, which is generally located to the north of Banyan Street and east
of Haven Avenue. Early planning concepts include designating open space and
conservation on 2,915 acres in the north part of the annexation area and residential
on about 1,200 acres in the southern part. Residential development is envisioned
to be in the form of a "residential neighborhood village" that features a mix of
residential, neighborhood retail and service commercial, and public uses arranged
in a compact land use pattern that would encourage residents to be active and
walk to neighborhood services, schools, parks and other amenities. Once the new
' policy and regulatory framework is approved by the City Council, the annexation
phase can begin. Pre-zoning is tentatively scheduled to be completed by mid-year
2016 and the annexation is expected to be completed by early 2017.
' • Continue to work with SANBAG on the San Bernardino County Reduction Plan on
Greenhouse Gas emissions.
' • Empire Lakes - The applicant, Lewis Operating Corp., proposes to establish a
mixed use development on the existing Empire Lakes Golf Course property. The
proposed long-range project would allow for high density and medium-high density
residential, mixed use, open space, and transit-oriented land uses all within close
�•i
twat Year 2 '1 l oed Flu get= Page 47 •'P
proximity to transit services and local regional activity centers. The number of
P Y 9 Y
residential dwelling units would range from a minimum of 2,500 units to a maximum
of up to 4,000 units. The new community is expected to appeal to a user group
that is currently not supported with existing development in the city.
• Massage Establishments - After adoption of interim ordinance number 872-A, staff
is working on permanent provisions to regulating the siting and operation of new
and existing massage establishments consistent with State Law.
• SCAG Grant — Metrolink Study - Planning received a Compass Blueprint Grant
through SCAG to look at the feasibility of a secondary Metrolink Station on Haven
Avenue, and create transit-oriented development concepts surrounding the current
Metrolink Station off Milliken Avenue. This project is expected to continue into
2016.
• Staff is also working with SANBAG on the development of a transit-oriented, mixed
residential and commercial project at the Metrolink Station. In addition to public
parking for the Metrolink, the development would include multiple-family residential
units as well as retail and service uses. It is anticipated that a private developer
could be selected by the end of 2015 to enter into a long-term lease of the project
site with the City and SANBAG.
• The CDBG 2014 Annual Action Plan was based on the federal appropriation of ,
$802,705, which represents a .59% funding reduction from the 2013-14 program
year, and a 27% funding reduction from the 2010-11 program year. The CDBG
program maintains the Home Improvement Program, wheelchair ramps, sidewalk
repair and the graffiti removal program. It also allows assistance to various public
service providers including those administered by the City and those administered
by outside organizations (the House of Ruth, Inland Mediation, etc.)
The Building and Safety Services Department, in partnership with the community,
supports construction projects through plan checking, permit and inspection services to
meet the requirements of construction codes, state mandated regulations and municipal
codes. The Department enforces a series of nationally recognized standards and
construction codes as well as mandates from state regulatory agencies, in matters
pertinent to building construction, grading, drainage, water quality and permit process.
The Community Improvement Division is responsible for the enforcement of the City's I
zoning, sign, public nuisance, noise, property maintenance and various City codes. This
division also manages the Community Improvement Volunteer Program.
FY 2015/16 Budget Highlights
• With the anticipation of a larger volume construction projects in FY 2015/16, the
department will be focused on providing more in-house plan checking work,
particularly in the area of fire plan check. A part-time plan examiner position is
added for FY 2015/16, with a corresponding reduction in the contract service
budget, so there is only a minimal net cost increase.
1
'.. ,
l fiscal
)1'car 2015/16 Adopted Budget Page 48 L.,•;:
I
I • Continue to further enhance the use of the new permit software — Accela
Automation (AA) and the Electronic Development Review (EDR) process. With
Imore than twenty-four thousand (2,400) registered users in the AA system and
about 60% of the inspection requests done through the AA system, these numbers
continue to grow significantly. The department also anticipates a huge increase
Ifrom the designers utilizing the EDR process.
., liaAelt
' mob'. .7 = .
I OM
I I . 1 ..
I • Provide and coordinate the activities of three neighborhood clean-ups during this
fiscal year.
I
• Additional funds are proposed for the budget of nuisance abatement in the
Community Improvement program. As the community's built environment ages,
I the additional money for this program will help staff manage the nuisance
abatement work that is increasing.
I • The Department continues to emphasize service consolidation within the
department for improved customer service. Additional training funds are budgeted
this year to facilitate cross-training of work duties. responsibilities and technical
Icode knowledge, as well as succession planning.
The Public Works Services Department maintains the City's infrastructure including
I approximately 524 lane miles of roadway, 199 signal-controlled intersections/crossings.
approximately 72,000 trees, 29 parks, and 14 City facilities.
IFY 2015/16 Budget Highlights
• The current Management Analyst II will be upgraded to a Management Analyst III
1 due to the regular and increased provision of higher level technical guidance and
supervision of department work units.
I • All Public Works sections will be focused on the goal to reduce overall City water
consumption by a minimum of 32%. Parks staff have been working steadily on
identifying areas where water can be reduced or eliminated in turf areas as
I mandated by the State. In addition, Facilities staff are working on identifying and
listing all fixtures that can be replaced with more water efficient models. Grants
and rebates are also being explored to help offset the additional expenses.
L
IFiscal Year 201 5/16 Adopted l iti4et Page 49� :;;•J'
1
•
I
Work will continue with the GIS Division to implement the use of iPads in the field
to collect real-time data. One additional iPad is being purchased during the fiscal
year to expand the diversity of the iPad to the Streets On-Call program. This will
I
allow on-call personnel to document all PWSD emergency call-outs in the public
right-of-way. Staff will also be looking into future usage of iPads in the areas of
IWater Management and mapping, playground safety inspections, IPM (integrated
pest management) and park facilities repairs and inventory.
,� • Work will continue on the Council
I
4 41
II I Iap Chamber technology infrastructure
i replacement necessary to provide reliable
r support for public meetings.
I
A • Funds are budgeted to complete a city-
wide tree inventory which will improve the
tree trimming process, as well as to improve I
E ■ the efficiency of the tree crew.
. .4 lip _ .
• The Streets Section is excited to
I
implement the new thermoplastic application
process, which has been in use by other cities lilt Is, - and contractors for many years.
I
Thermoplastic material will be used by our
. Signs and Markings crew to maintain the
_ City's street markings (i.e., stop, stop bars,
I
stop ahead, signal ahead, keep clear, speed
limits, and crosswalks) instead of paint.
• There are many benefits to using
I
Thermoplastic, including increased durability.
• The latest CNG fueling station expansion will be completed to accommodate the
I
expanding CNG fleet. The project will consist of installing twenty (20) new CNG
time-fill stations and overhead lighting. The City has received a grant from the
Mobile Source Air Pollution Reduction Review Committee (MSRC) in the amount t
of $170,280 for this phase of the CNG station construction.
• Over the years, the Civic Center has
experienced problems with leaks from the ,
existing roofing system as well as the upper ` ``11
level patios. With the roofing system now IP
replaced, the FY 2015/16 work on the upper P I
level patios will meet the new Title 24 Cool Roof
requirements and seal all penetrations and \ t
joints to prevent water intrusion.
• New facilities projects for this year include the N • G. 1
replacement of the aging water cooling tower - 11 4' I
(HVAC); replacing 20-year old elevator controls
and hydraulic tank: the Animal Care and
Adoption Center "extreme makeover"; building a -- I
I.iscal Year 20l5'l6 Adopted Budget Page 50 L'. .
I
family restroom at the stadium; Metrolink facility renovations and security
upgrades; and multiple office reconfigurations at City Hall.
' • New streets projects will include the installation of CNG slow-fill dispensers at the
Animal Center and the stadium; and a possible redesign of the Illuminated Street
' Name Signs.
• New parks projects will include the continuation of water conservation and
landscape renovations along Base Line Road and at the Civic Center; an ADA
swing bay and rubberized surfacing at Garcia Park: and soccer field renovations
at the Adult Sports Complex; and a feasibility study of artificial turf for the soccer
' fields.
Library Services
The Library Department continues to be very busy, circulating over 1.1 million items in
the past year and having almost 600,000 visitors. The Library offers over 80 programs
I every month to the public ranging from computer classes to book clubs to story times to
after school reading programs to one-on-one adult literacy training. In FY 2014/15, the
Library also held a number of large, well-attended programs celebrating Black History
' Month, Hispanic Heritage Month, Local Historic Preservation Month and another
successful Library Telethon.
41//b.'' The Library's entrepreneurial
• _ endeavors continue to be successful,
rs ..N.t ""' including the implementation of a
. :- '*; 3;,'x 1 7' `� second passport acceptance agency at
'�'� Y{ "-‘":��� 3+ .� ' the Archibald Library, continued sales
1
', • ,x .�- ��,�.� � of a newly-redesigned (and more
�r- - • .•. ( = economical) Play and Learn IslandlM to
other libraries, and working once again
with the California State Library to
implement another round of the Staff
' Innovation FundTM to seven additional
public libraries in the State. The Rancho Cucamonga Library also continues to be
recognized by the Library community for the National Medal for Museum and Library
' Service.
FY 2015/16 Budget Highlights
' • Personnel changes include the upgrade of an Office Specialist II to a Library
Technician and the upgrade of a Librarian Ito a Librarian II. Additionally, funding
will be provided for a new Librarian II to provide more formalized leadership for the
Children's Services Division at the Biane Library. A part-time Library Technician
will be added for media needs at the two libraries.
• In FY 2015/16, the Library will continue to develop Phase I of the second floor of
the Biane Library at Victoria Gardens. With construction drawings complete, the
' project will go out to bid during the summer, with the expectation of completing
construction in Summer 2016. During the course of the year, the Library will create
Fiscal Year 201 5/16 Adopted Budget Page 51 1L•:j •
1
a plan of service to showcase the innovative programs that will ha pp en when
Phase I of the second floor opens.
• The Library will also examine the newly-added programs for children and teens,
including:
22 weekly story times for children. New programs include Rhyme Time, Mother 1
Goose of the Loose, and Bright Beginnings. Along with the existing story times,
this increased the offerings from 18 to 22.
Tween/Teen programs for children. Several successful grants have provided
♦ the libraries with new, exciting equipment from light and magnetic boards to DJ
equipment to 3-D printers. In the upcoming year, lots of new programs will be
offered to teens and tweens to get them excited about these technologies.
Summer Reading Club. Rancho Cucamonga Library has joined the California
Library Association statewide initiative to reach one million children during the 1
summer in local Summer Reading Clubs.
• The Library also received a major grant from the California State Library to work
with the GIS Division to train four partner libraries in GIS technologies. This
summer, the grant will conclude with those partner libraries attending the ESRI
Conference in order to further their GIS education and network with the other
partner libraries.
1
1
MN
1
1
1
1
1
1
1
. ;.•,
Fiscal Year 2015/16 Adopted Budget Page 52 L..:
I " Aik Attachment B
-'�••••
1 • •_:::
• J
,
RANCHO
I CUCAMONGA
CALIFORNIA
2015 CITY COUNCIL GOALS
I
These 2015 goals were developed at the Janua ry 2015 City Council g oal-settin g session.
As noted, many of
1 these programs and projects are multi-year in nature, in order to develop and implement.
PUBLIC SAFETY
IProactively develop public safety programs and facilities to meet community needs.
I PS-1. By June 2012, complete construction drawings for a training facility at Jersey Station (174). Fire District
(prior year Council Goal)
PS-2. By June 2013, implement a comprehensive field-based data collection system for the Fire Prevention
I Bureau. Fire District (prior year Council Goal)
PS-3. By June 2014, create a Rancho Cucamonga Animal Care and Adoption Center Foundation and Endowment
Fund to fundraise for enhanced animal care services and facilities in the community. Animal Services
I (prior year Council Goal)
PS-4. By December 2013. present to the City Council for approval a restructured spay and neuter voucher
program to more effectively reduce pet and stray animal population. Animal Services (prior year Council
I Goal)
PS-5. By June 2014, conduct a security assessment for all City and school district facilities, as applicable. Police
(prior year Council Goal)
1 PS-6. By October 2014, coordinate an Active Shooter training exercise with Chaffey College at the Rancho
Cucamonga campus. Fire District
PS-7. By September 2014, work with the Sherriff's office to identify a vendor, through a competitive process, that
1 can provide the equipment, training, and all infrastructure needed to implement automated license plate
camera readers. Police
PS-8. By July 2014. prepare for Council consideration a strategy to implement a Community Cat program as part of
1 the implementation of the Animal Center Strategic Plan. Animal Services
PS-9. By July 2014, prepare for Council consideration a policy for owner requested euthanasia as part of the
implementation of the Animal Center Strategic Plan. Animal Services
1 PS-10. By December 2014, provide training to additional Community Development staff for building damage
assessment in order to assist building inspectors in the event of a major disaster. Building & Safety
1 PARKS AND RECREATION DEVELOPMENT
Proceed with planning and development of major parks and recreational projects.
IPR-1. By June 2012, complete construction drawings for the Southwest Park project funded by the 2008 Statewide
Park Development and Community Revitalization Program. Community Services (prior year Council Goal)
I PR-2. By September 2014, utilizing results of the 2013 Needs Assessment, prepare a Park and Recreation Master
Plan to guide the development of parks, facilities, special use facilities and programs for the next 10-
15 years. Community Services(prior year Council Goal)
PR-3. By March 2015. develop a prioritized list of potential options for the replacement of the RC Family Sports
Center, including funding and timelines for City Council review. Community Services . �
Fiscal Year 2015/1 h Adopted Budget — Page 53 1:.$':
PR-4. By March 2015, develop a plan for enhancements to the Cultural Center Courtyard that include shade and
seating, directional signage from parking areas and design work for future capital improvements. Community
Services ,
ENHANCING PREMIER COMMUNITY STATUS
As the community matures, undertake programs and projects to enhance Rancho
Cucamonga's position as the premier community in our region.
EP-1. By December 2013. implement a grant-funded Healthy RC Kids Program to develop policies to increase
opportunities for physical activity and access to healthy food with an emphasis on southwest Rancho
Cucamonga. City Manager's Office (prior year Council Goal)
1.
EP-2. By June 2011, negotiate updated joint use agreements with the elementary school districts. Community I
Services (prior year Council Goal)
EP-3. By August 2013, begin construction of the Base Line Road and 1-15 Interchange project. Engineering (prior
year Council Goal)
EP-4. By May 2015, complete a study and bring forward recommendations concerning the City and Fire
District development impact fee program. Evaluate what fees may be needed for new development to fund
the infrastructure necessary to support residential and commercial development through General Plan
build-out. Community Development/Fire District(prior year Council Goal)
EP-5. By August 2014, research pay to park. lease/own options, and potential third-party administrators for cost
analysis of a Paid Parking Program at the Metrolink Station_ Engineering(prior year Council Goal)
EP-6. By December 2013, develop and present to City Council a long-term post Robert Woods Johnson Grant
strategy to maintain Healthy RC momentum and success. City Manager's Office(prior year Council Goal)
EP-7. By June 2014, prepare and present to City Council a long term Economic Development Strategy which
optimizes the value and contribution of all city and public safety departments in promoting the City as the
premier business community of the Inland Empire. Community Development(prior year Council Goal)
EP-8. By June 2015, complete the design drawings for a proposed widening of Hellman Avenue at the Metrolink
tracks, including a Traffic Signal at 8" Street, and construct the improvements. Engineering
EP-9. By June 2014, complete construction drawings for the redesign of Landscape Maintenance District 2,
Landscape Maintenance District 4R and the Civic Center landscape so it is water and maintenance efficient.
Public Works
EP-10. By December 2014, explore the feasibility of purchasing the 17.000 existing City street lights from SCE I
and handling all of the operation and maintenance in-house. This would provide a significant cost savings to
the City in the long run due to a lower streetlight tariff for the City from SCE. Engineering
EP-11. By December 2017, position the City to improve its issuer credit rating from the current AA (by S&P) to
AA+ or AAA in the next three years. Finance
EP-12. By March 2015, retain an architect to prepare design and development plans, including cost estimates, for
tenant improvements for the second floor of the Biane Library at Victoria Gardens. Library
EP-13. By March 2015, using the Healthy RC Strategic Plan, identify the health issues from the community
assessment that fall under the City's purview and develop an action plan for the Healthy RC Core Team.
City Manager's Office
EP-14. By December 2014, work with Metrolink to establish a cooperative Agreement to allow the City to access
the Metrolink right-of-way on an as needed basis for graffiti removal. Public Works
EP-15. By June 2015, develop a Communications Plan and Evaluation Plan, including an email GIS database, in
order to identify the tools to measure effectiveness of Healthy RC Initiative as part of the Phase II of the
Healthy RC Strategic Plan. City Manager's Office
44:=. 11200111
I
Fiscal Year 201 5/16 Adopted Budget - Page 54
I
MID AND
LONG RANGE PLANNING
IBegin efforts to develop mid-range and long-term goals and vision for the City.
ML-1. By January 2014, develop and present to City Council a long term financial plan for the fiscal sustainability of
I the City's special districts (LMD's. SLD's, CFD's). Administrative Services(prior year Council Goal)
ML-2. By September 2013, review areas with industrial zoning along arterials for possible rezoning to permit
more commercial/office uses. Example of one such area is Rochester/Jack Benny by Quakes Stadium.
I Planning/Community Development(prior year Council Goal)
ML-3. By March 2014, review the City's long term objectives for the entire 6,000 acre Sphere area and
identify development, mitigation, preservation and annexation potential. City Manager's
I Office/Community Development(prior year Council Goal)
ML-4. By January 2016, utilizing the SCAG Sustainability Planning Grant award, commence the development
of a citywide sustainability action plan. City Manager's Office/Planning
I ML-5, By July 2015, develop standards to address mixed use, high density, Transit Oriented Development and
underperforming or underutilized areas and initiate a Development Code amendment to incorporate new
development standards. Planning
I ML-6. By May 2016, review the City's zoning districts and evaluate/investigate creating overlay districts or specific
plan areas that will create villages or development districts in order to revitalize underperforming or
underutilized areas and create synergy amongst the varying land uses. Planning
I ML-7. By September 2014, prepare a report for Council discussion that provides an updated analysis of the
economic impact of Proposition 90. City Manager
I OTHER OBJECTIVES:
Begin multi-year process of revising and/or implementing major City documents and
systems, including:
I00-1. By April 2014, implement Accela Automation, the new land management enterprise system.
Administrative Services(prior year Council Goal)
I 00-2. By September 2014, complete Council Chamber technology infrastructure replacement necessary to
provide reliable support for public meetings. Public Works (prior year Council Goal)
I 00-3. By December 2014. develop a list of options and cost analysis for replacement in 2014/15 of the CLASS
Software system including solutions for program registration, facility scheduling, on-line booking. and
league scheduling. Community Services
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I isc it Year 201 `1(' \clopted Budget— Page 56 . •;:
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GOVERNMENT FINANCE OFFICERS ASSOCIATION
.Distinguished
Budget Presen tation
i
Award
' PRESENTED TO
City of Rancho Cucamonga
' California
For the Fiscal Year Beginning
' July 1,2014
Executive Director
i
1
i
' The Government Finance Officers Association of the United States and Canada(GFOA)presented
a Distinguished Budget Presentation Award to the City of Rancho Cucamonga, California for its
annual budget for the fiscal year beginning July 1, 2014. In order to receive this award, a
1 governmental unit must publish a budget document that meets program criteria as a policy
document, operations guide, financial plan, and communications device.
1 This award is valid for a period of one year only. We believe our current budget continues to
conform to program requirements and will be submitted to GFOA to determine its eligibility for
another award.
1
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1.40
•-••
RANCHO
' CUCAMONGA
CALIFORNIA
1
GENERAL
INFORMATION
Fiscal Year 2015/16 Adopted Budget Page 59 �L�'•�;J
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I iscal Year 2015'16 Adopted Budget Page 60 L. j
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' CITY OF RANCHO CUCAMONGA, CALIFORNIA
I Fiscal Year 2015/16 Adopted Budget
City Officials
I
ICity Council
Name Term Expires
IL. Dennis Michael Mayor 2018
Sam Spagnolo Mayor Pro-Tern 2016
1 William J. Alexander Council Member 2018
Lynne Kennedy Council Member 2016
Diane Williams Council Member 2018
I
Administration and Department Heads
1
City Manager John R. Gillison
IAssistant City Manager Linda Daniels
Deputy City Manager/Administrative Services Lori Sassoon
IDeputy City Manager/Economic and Community Development Jeff Bloom
City Attorney James L. Markman
I Treasurer (term expires 2016) James Frost
City Clerk (term expires 2016) Janice C. Reynolds
I City Clerk Services Director Linda Troyan
Animal Services Director Veronica Fincher
Building and Safety Official Trang Huynh
1 Community Services Director Nettie Nielsen
Engineering Services Director/City Engineer Mark Steuer
IFinance Director Tamara L. Layne
Fire Chief Mike Costello
I Human Resources Director Robert Neiuber
Library Director Michelle Perera
1 Planning Director
Police Chief Candyce Burnett
Danielle Boldt
Public Works Services Director Bill Wittkopf
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I CITY OF RANCHO CUCAMONGA, CALIFORNIA
I Fiscal Year 2015/16 Adopted Budget
Organization Chart
I
ICitizens
of
IRancho Cucamonga
ICity Clerk City Council City Treasurer
City
—
Attorney
1
ICity Manager
1
I I
Administrative Animal Care Police Economic and
IServices and Services Department Community
Admin/Purchasing/Spec Dist Development
Community Fire
II
Finance Services District
I I
Human Library
Services [—
Resources
111 I
Innovation and
Technology
I I I I I
Building and Engineering Public Works
1 _ Safety Services Planning Services
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I isu►I Year 2O1 5 I6 Wooed Budget - Page 64 L. J
I
CITY OF RANCHO CUCAMONGA,CALIFORNIA
Functional Units by Fund Type
IFiscal Year 2015/16 Adopted Budget
I Fiscal Year 2015/16
Adopted Budget
$221,887,760
I/ General Fund Special Revenue Funds Capital Projects Funds
-$74,273,520 $123,945,840 $108,620 1
I Governance Assessment Districts Admin AD 84-I Day Creek/Mello
Police AB2766 Air Quality Improvement CFD 2001-01
Animal Care and Services Beautification CFD 2003-01 Cultural Center
Administrative Services Drainage Facilities CFD 2004-01 Rancho Etiwanda Est
I Finance Park Development CFD 2006-01 Vintner's Grove
Human Resources Transportation
Economic and Comm.Dev. Etiwanda No.Equestrian Facility Enterprise Funds
Building and Safety Underground Utilities $13,646,450
I Engineering Services
Planning Landscape Maintenance Districts Sports Complex
Street Light Maintenance Districts Regis Connect
Public Works Services Gas Tax Municipal Utility
I Community Services Measure I Utility Public Benefit
AB 2928 Traffic Congestion Relief
Other General Funds Foothill Blvd Maintenance Internal Service Funds
$5,769,700 Integrated Waste Management $4,143,630
I Governance Prop 42-Traffic Congestion Mitig. Equipment Nehicle Replacement
Comm Dev Technical Services Proposition 1B State Funding Computer Equip/Tech Replacement
Police Asset Seizure-State and Federal
Reimb St/County Parking Cit Citywide Infrastructure Imprv.
I Law Enforcement Reserve Community Dev.Block Grant
Traffic Safety Federal Safetea-LU
Administrative Services Prop 1B-SLPP
Info Technology-Development Pedestrian Grant/Art 3
I City Technology Fee
Capital Reserve Public Resrce Grants/Healty RC
CA Recycle/Litter Reduction Grant
Finance Used Oil Recycling
Benefits Contingency Safe Routes to School Program
I Human Resources Prop 84 Park Bond Act
Capital Reserve Recreation Services
Economic and Comm.Dev. Library Fund
Comm Dev Technical Services CA State Library
City Technology Fee Staff Innovation(CA ST LB)
Building and Safety The Big Read Library Gant
Comm Dev Technical Services COP'S Program Grant-State
I City Technology Fee
Mobile Home Park Program Justice Assistance Grant(JAG)
COPS Hiring Program Grant
SB 1 186 Cert Access Special Program Dept of Homeland Security Grant
Engineering Services Housing Sucessor Agency
I Comm Dev Technical Services
City Technology Fee AD 91-2 Redemption-Day Canyon
PD 85 Redemption Fund
Capital Reserve CFD 2000-03 Park Maintenance
Planning Fire Protection District
I Comm Dev Technical Services
City Technology Fee
Public Works Services
I CVWD Reimbursements
County of S.B. Reimbursements
Capital Reserve
Community Services
ICapital Reserve
'Ail---"4".;e41.•.*
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I iscal Year 2015 16 Adopted Budget Page 66 11" •;:J
CITY OF RANCHO CUCAMONGA, CALIFORNIA
' Fiscal Year 2015/16 Adopted Budget
Snapshot of the City of Rancho Cucamonga
' General Information:
The City of Rancho Cucamonga currently has an estimated population of 174,064 and
encompasses approximately 40.2 square miles. It is located between the cities of Upland to the
west, Ontario to the south, Fontana to the east and is in the western section of San Bernardino
County which is in the southern part of the State of California. The local economy includes a
diverse business base of office, light manufacturing and distribution, and retail which emphasizes
the City's efforts at attracting and retaining sales tax generating businesses to help provide a stable
financial base.
Government:
The City of Rancho Cucamonga (the City) was incorporated in 1977 as a general law city under
the provisions of the Government Code of the State of California, and operates under the Council-
Manager form of city government. The City officials elected at large include a Mayor and four
City Council members, a City Clerk and a City Treasurer. The Mayor and Council members are
elected on a staggered basis for a term of four years. There is no limit on the number of terms an
individual can serve as Mayor or as Council members. The Mayor and City Council appoint the
City Manager and City Attorney.
Population (per California State Department of Finance):
2003-149,149 2007-173,916 2011-169,498
2004-157,313 2008-175,627 2012-171,058
2005-163,840 2009-177,051 2013-172,299
2006-172,322 2010-178,904 2014-174,064
tNumber of Registered Voters (San Bernardino County Registrar of Voters): 84,369
tCapital Asset Statistics (per June 30, 2014 CAFR):
Police: Fire:
Stations: 1 Fire Stations: 7
Patrol units: 60
' Public Works: Parks and Recreation:
Streets (miles): 524 Parks: 31
Streetlights: 16,334 Acreage: 343
Traffic signals: 220 Community centers: 6
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Fiscal Year 2015/16 Adopted 13udgct Page 67 L.•:•
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Population by Age 1
2010 (Census), 2015 (est), and 2020 (est) I
2010 Population by Age
Total 165,269
0 - 4 6.2% I
5 - 9 6.8%
10 - 14 7.7%
I
15 - 24 15.6%
25 - 34 14.4%
35 - 44 15.0%
1
45 - 54 15.7%
55 - 64 10.8% '
65 - 74 4.7%
75 - 84 2.3%
85 + 0.9%
2015 Population by Age : ; MIN I
Total 171,055
0 - 4 6.0%
I
5 - 9 6.3%
10 - 14 6.9%
15 - 24 14.4% 1
25 - 34 15.8%
35 - 44 13.9% •
45 - 54 14.5% 1
55 - 64 12.3%
65 - 74 6.4%
I
75 - 84 2.5%
85 i 1.0%
2020 Population by Age
T
1
otal 176,876
0 - 4 6.0%
5 - 9 6.0%
1
10 - 14 6.4%
15 - 24 12.4% S
25 - 34 16.8%
35 - 44 14.8%
45 - 54 13.1% '
55 - 64 12.4%
65 - 74 7.9%
75 - 84 3.0%
1
85 + 1.1%
Source: Esri Community Profile (U.S. Census Bureau, Census 2010 Summary File 1. Esri I
forecasts for 2015 an• I I ' enverted Census 2000 data into 2010 geography.)
-----•---,--_:�------- ��.
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Educational Attainment
Current Year
' 2015 Population 25+ by Educational Attainment
Total 113,615
Less than 9th Grade 3.8%
9th - 12th Grade, No Diploma 5.0%
High School Graduate 17.6%
GED/Alternative Credential 2.7%
' Some College, No Degree 28.7%
Associate Degree 9.9%
Bachelor's Degree 20.6%
Graduate/Professional Degree 11.9%
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Source: Esri Community Profile (U.S. Census Bureau, Census 2010 Summary File 1. Esri
forecasts for 2014. Esri converted Census 2000 data into 2010 geography.)
I iscal Year 2015/16 Adopted Budget - Page 69 L.•:•
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Principal Employers
Current Year and Nine Years Ago*
I
2014 2005
Percent of Percent of I
Number of Total Number of Total
Employer Employees, Rank Income' Employees, Rank Employment I
Chaffey Community College 1,229 1 1.69% 1,100 1 1.45%
Etiwanda School District 1,058 2 1.45% 1,015 2 1.34% I
Amphastar Pharmaceutical 880 3 1.21% n/a n/a n/a
City of Rancho Cucamonga 858 4 1.18% 705 4 0.93%
Inland Empire Health Plan 850 5 1.17% n/a n/a n/a
Alta Loma School District 623 6 0.86% 920 3 1.22%
Central School District 527 7 0.72% 500 7 0.66% II
Lexxiom, Inc. 360 8 0.49% n/a n/a n/a
Law Enforcement/Investigations 358 9 0.49% n/a n/a n/a
Tamco Steel 350 10 0.48% n/a n/a n/a
Frito-Lay, Inc. n/a n/a n/a 600 5 0.79%
C.W. Construction n/a n/a n/a 600 5 0.79%
I
Mission Foods n/a n/a n/a 573 6 0.76%
Target n/a n/a n/a 475 8 0.63%
Mercury Casualty n/a n/a n/a 437 9 0.58%
1
Note: "Total Employment" as used above represents the total employment of all employers located within
City limits. I
Includes full-time and part-time employees.
*Only the top ten employers for each year presented have data displayed. If a company did not rank in the top
ten employers for both years presented, then one of the two years will state "n/a".
I
Source: June 30, 2014 Comprehensive Annual Financial Report 1
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l.iscal Year 2015;16 Adopted Budget - Page 70 L ;.• .;
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LCITY OF RANCHO CUCAMONGA,CALIFORNIA
Principal Sales Tax Remitters
' Current Year and Nine Years Ago
2014 2005
Business Name Business Category Business Name Business Category
Apple Electronics/Appliance Stores Albertsons Grocery Stores Liquor
Bass Pro Shops Outdoor World Sporting Goods/Bike Stores Ameron International Contractors
Best Buy Electronics/Appliance Stores Ameron Steel Pipe Contractors
Chevron Service Stations Arco AM PM Mini Mart Service Stations
Circle K Service Stations Best Buy Electronics/Appliance Stores
IIICircle K Service Stations Chevron Service Stations
Costco Discount Department Stores Circuit City Electronics/Appliance Stores
IDay Creek Arco Service Stations Costco Discount Department Stores
Day Creek Shell Service Stations Dan Reshaw Mobil Service Stations
IHaven Mobil Service Stations Home Depot Lumber/Building Materials
Home Depot Lumber/Building Materials Huttig Lumber/Building Materials
JC Penney Department Stores JC Penney Department Stores
Living Spaces Furniture Home Furnishings Living Spaces Furniture Home Furnishings
Lowes Lumber/Building Materials Lowes Lumber/Building Materials
IMacys Department Stores Macys Department Stores
Monoprice Fulfillment Centers Mervyns Department Stores
INIC Partners Electrical Equipment Novartis Animal Health Medical/Biotech
Ralphs Grocery Stores Liquor Robinsons May Department Stores
Ralphs Grocery Stores Liquor Sears Department Stores
IRoss Family Apparel Stater Bros Grocery Stores Liquor
Sears Department Stores Tamco Heavy Industrial
1 i Target Discount Department Stores Target Discount Department Stores
Tesoro Refining& Marketing Service Stations Walmart Discount Department Stores
IWalmart Discount Department Stores West End Material Supply Lumber/Building Materials
Walters Wholesale Electric Plumbing/Electrical Supplies Wickes Home Furnishings
I * Firms listed alphabetically
Source: June 30, 2014 Comprehensive Annual Financial Report
I
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2015/16 Adopted Budget
Budget Guide
The purpose of the City of Rancho Cucamonga's "blueprint"p rp y g budget is to serve as a blueprint for providing City
services and as a working financial plan for the fiscal year. It also represents the official organization
plan, by which, City policies, priorities, and programs are implemented. It provides the means to
communicate to the residents, businesses, and employees how the City's financial sources are used to
' provide services to the community. The budget includes both the operating costs to manage the City and
the capital improvement projects that the City plans to undertake during the fiscal year.
The budget is organized by fund, by department, and by account. A fund is defined as a fiscal accounting
entity with a self-balancing set of accounts recording cash and other financial resources, together with all
related liabilities and balances, which are segregated for the purpose of carrying on specific activities in
accordance with special regulations, restrictions, or limitations. A department (e.g., Administrative
Services) is an organizational unit with divisions (e.g., Purchasing). "Line" accounts provide the details
of the type of expenditure that each department/division spends—e.g., salaries, benefits, supplies, and so
forth.
The budget document can be broken down into the following sections:
' Introduction: This section includes the City Manager's executive summary to the City Council and
describes what is in the budget, including budget issues and policies that lead to the development of the
budget. It also includes the City's GFOA Distinguished Budget Presentation Award.
General Information: This section includes a listing of City Officials; a City-wide Organization Chart;
a Functional Units by Fund Type chart; various demographic and economic data for the City; a Budget
Guide; and a description of the Budget Process.
' Summaries of Financial Data: This section provides a variety of financial analyses such as multi-year
revenue comparisons for the operating budget and the total budget; multi-year expenditure comparisons
for the operating budget and the total budget; and the beginning and ending fund balances for each fund.
Departmental Details: This section divides the document by department. It starts with City Council.
The reader will find a narrative of the department describing each division and each program within that
department; current year budget highlights; multi-year comparisons of expenditures by funding source
and category; multi-year summaries of budgeted full and part time staffing; performance statistics; and
services to the community.
Capital Improvement Program: This section provides a summary of the capital improvement projects
planned for the year including their descriptions, funding sources, and the estimated cost of each project.
I
1 iscal l'car 2(115'16 :\dloptcd Rud ei Pape 73 L••';•
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2015/16 Adopted Budget '
Budget Process
The City's budget process begins in January. The City Manager outlines the goals and directives
for the development of the coming year's budget based on the results of the semi-annual Council
goal setting workshops. Finance distributes the budget calendar, instructions, forms, and budget
worksheets to the departments. Public Works Services coordinates the departmental building
modification and vehicle replacement requests. Engineering coordinates the capital improvement
project requests.
After the departments have input their budget requests, Finance compiles the data and calculates
the total amount requested including estimated revenues and projected fund balances. The City
Manager and Finance Director hold departmental budget meetings. Subsequently, the City
Manager makes his recommendations and Finance prepares the proposed budget document. The
City Manager submits the proposed budget to City Council. The Council conducts a budget study
session; sets a public hearing; and adopts the budget prior to the beginning of the fiscal year.
After the budget is adopted, staff integrates the budgetary data into the City's accounting system. '
Month-end reports are distributed to the departments to monitor budget performance throughout
the year. '
Capital Improvement Projects Budget Process: The City maintains a rolling Five-Year Capital
Improvement Program(CIP). In February each year,the Engineering Services Department solicits
proposals from the other City departments for inclusion in the coming year's capital improvement
projects budget. Around the same time, the Finance Department provides Engineering Services
the estimated fund balances available for appropriation for CIP. These fund balances usually come
from Special Revenue Funds and Capital Projects Funds. Both these fund types are earmarked for
specific uses.
Engineering Services staff then prepares the Capital Improvement Project form, which provides
detailed information about the proposed capital improvement project. Typically, a project costing
$5,000 or more(with some exceptions depending on the type of project) is categorized as a capital I
improvement project.
During the departmental budget meetings,the City Manager and staff conduct a"walkthrough"of
the various proposed projects. After the City Manager's evaluation of what will be included in the
proposed budget, the CIP is submitted to the Planning Commission to determine if the projects
conform to the General Plan. The proposed CIPs relating to parks are also submitted to the Parks
& Recreation Commission for comments and recommendations.
Budget amendments: Supplemental appropriations,when required during the fiscal year,require
approval by the City Council. Although supplemental appropriations can occur throughout the
fiscal year, a comprehensive update to budgeted figures occurs once per year as part of the
Amended Budget process which is presented to the City Council in May each fiscal year. Budget
changes within each department or between accounts are approved by the City Manager and/or the
respective department head depending on the dollar threshold of the budget change.
I itic nI l ccu ?I)I 1(, \d 1 tcd Mi4ci I'4!c 74 L•��'J
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
IFiscal Year 2015/16 Adopted Budget
Budget Process
I Basis of budgeting: The City uses the modified accrual basis in budgeting governmental funds.
This means that obligations of the City, including outstanding purchase orders, are budgeted as
expenses and revenues are recognized when they are both measurable and available to fund current
Iexpenditures.
For proprietary funds, the budget is prepared on a full accrual basis. This means expenses are
I recognized when incurred and revenues are recognized when due the City. Depreciation expense
is not included in budgeting for proprietary funds but the full purchase price of equipment is
included in the budget.
IBasis of accounting: The City uses the modified accrual basis of accounting for governmental
funds. Revenues are recorded when measurable and available to fund current expenditures.
I Expenditures are recorded when the services are substantially performed or the goods have been
received and the liabilities have been incurred. The City's proprietary funds use the full accrual
basis of accounting; revenues are recorded when earned and expenses are recorded when incurred.
IBudgetary control is maintained at the department level within each fund. The City also maintains
an encumbrance accounting system budgetary control. Estimated purchase amounts are
I encumbered prior to the release of purchase orders to vendors. At fiscal year end, all operating
budget appropriations lapse. Open encumbrances are reported as reservations of fund balances at
fiscal year-end.
IBudgetary Data: Annual budgets are legally adopted for all funds on a basis consistent with
generally accepted accounting principles, except for the following funds for which no budget is
Iproposed for FY 2015/16:
Special Revenue Funds:
IAD 93-1 Masi Commerce Center Park Land Acquisition
Community/Rec Center Development Park Improvement
I Library Impact Fee Animal Center Impact Fee
Police Impact Fee General City Street Lights
SB 140 Fire Technology Fee Fund
IVarious Grant Funds
Capital Projects Funds:
IADs 82-1, 86-2 CFDs 2000-01, 2000-03, 2003-01,
2004-01, 2006-02
IThe following Flow Chart describes the p rocess.City's annual budget Y g
I
I kcal 1 c,u. 2.0 15 1() :Aduptcd Iiiid 2Lt Rive 75
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2015/16 Adopted Budget I
Budget Process
FLOW CHART
January February
FINANCE DEPARTMENTS ,
Analyze and Project Early January Submit Budget
Revenue Estimates Requests to Finance I
Department
BUDGET
KICK-OFF
February/March
February
•
FINANCE FINANCE I
Present Mid-Year Review and Analyze
Budget Review Budget Requests/
Finalize Revenue
Projections
I
March April April 1
CITY MANAGER/ ENGINEERING/ FINANCE
FINANCE DIRECTOR PUBLIC WORKS
1, Prepare Proposed
Budget Meetings with CIP presented to Budget
Departments Planning Commission
1
May • June June
CITY MANAGER CITY COUNCIL/ CITY COUNCIL
CITY MANAGER
Submit Proposed . Hold Public Hearing & ,
Budget to City Council Conduct Budget Adopt Budget
Study Session
,,ErisiON00111"1"1"011111.1111111.1"""."-47— 11111111
Fiscal Year 2015;16 :Adopted 13udget Page 76 ,,
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RANCHO
I CUCAMONGA
CALIFORNIA
SUMMARIES OF
FINANCIAL DATA
I
I
Budget
Summary
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Fiseal Year 2015/16 Adopted Budget-Page 77 ••�
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I Itil'aI l ear ,01 '1(' \dop cd 13udget - Page 80
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RANCHO
' CUCAMONGA
CALIFORNIA
SUMMARIES OF
FINANCIAL DATA
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Revenue
Summaries
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I isca ear 2015/16 Adopted Budget - Page 82
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2015/16 Adopted Budget
1 Revenue and Resource Estimates
The City receives a multitude of revenue from many sources, most of which must be accounted
for separately and their identity kept intact. Revenue projections in the Fiscal Year 2015/16
Adopted Budget are estimated using historical information, expert analysis, data collected from
the State Controller, the State Department of Finance, the League of California Cities, the San
Bernardino County Auditor-Controller's Office, and numerous financial indicators. Utilizing
historical revenue data, a general sense of the economic status of the local community, and other
indicators noted above, the City's budget staff produce a financially conservative picture of the
near future.
Concurrent with the near-term revenue projections, City budget staff, using the same data and
historical data noted above,keep a running five-year forward projection that we use in conjunction
with our near-term estimates to help guide the agency's medium and long-term planning for
expenditures.
Major Revenues of Funds
Operating Budget. The City's Operating Budget, which is comprised of the City General Fund,
Fire District Operational Funds, and City Library Fund, is primarily supported by seven key
revenue sources. These key revenue sources include: sales tax, vehicle license fees (VLF and
Property Tax in Lieu of VLF), franchise fees, property tax, development fees, business licenses,
and transient occupancy tax.
Sales Tax. California sales tax is imposed on the total retail price of any tangible personal property
(excluding a variety of state mandated exemptions), while use tax is imposed on the purchaser for
eligible transactions when sales tax has not been collected. The sales and use tax rate in San
Bernardino County is currently 8.00%, of which Rancho Cucamonga receives 1% from the
California State Board of Equalization (SBOE) for transactions occurring within the City. The
City also receives its share of the Proposition 172 half-cent public safety sales tax from the County
of San Bernardino in addition to the amount distributed directly by the State. The City works
closely with its sales tax consultant, HdL Companies, in projecting sales tax revenue. Based on
HdL's analysis of the trend in year-to-date tax receipts, macroeconomic conditions (done in
Lcollaboration with its partner Beacon Economics) and an examination of local business data, the
consultant anticipates the City will receive sales tax revenue of$28.9 million for FY 2015/16, a
$2,369,340 or 8.9%, increase over the FY 2014/15 budget.
Vehicle license fees(VL F and Property Tax in lieu of VLF). The majority ty of this revenue
source
is Property Tax in lieu of VLF and is a result of the VLF for property tax swap of 2004 which was
part of the state-local budget agreement. Growth in this revenue source is based on the increase
in the City's assessed valuation of the properties within the City. This was a change from the
' growth factor used for VLF which was the change in the City's population. The City works closely
with its property tax consultant, HdL Coren & Cone, to project the growth in the City's assessed
valuation.
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Fiscal Year 2015/16 Adopted Budget Page 83 * ! -
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2015/16 Adopted Budget
Revenue and Resource Estimates
SB89 of 2011 eliminated, effective July 1, 2011, Vehicle License Fee (VLF) revenue allocated
under California Revenue and Taxation Code 11005 to cities. As a part of the Legislature's efforts
to solve the state's chronic budget problems, the bill shifted all city VLF revenues to fund law
enforcement grants that previously had been paid by a temporary state tax and—prior to that—by
the state general fund. The League of California Cities challenged this action in court as a
Constitutional violation. Unfortunately, in March 2013, the petition was denied. Staff will
continue to track any new developments in this area regarding potential appeals,etc. Cities should
expect zero VLF revenues on a go forward basis unless and until there is a change in law. The
City receives a small amount of VLF in Excess from the State which is allocated under Revenue
and Taxation Code Section 11001.5(b). Half of these revenues go to counties and half go to cities
apportioned on a population basis. Overall revenues for vehicle license fees (VLF and Property
Tax in lieu of VLF)are projected to be$16,548,490 which is a$1,557,460 or 10.4%,increase from
the FY 2014/15 budget.
Franchise fees. The City receives franchise fees for gas, electric, refuse, and cable providers '
within the City as "rent" for the use of the streets and rights of way within our municipality.
Revenues are projected based on estimated population increases (based on the State Department I
of Finance's population estimates adjusted for the impact of the projected date of build-out in the
City), anticipated rate changes, and known changes in activities communicated by the respective
service providers. Franchise fees are projected to increase $211,470 or 3.3%, from FY 2014/15.
1
Property tax. Property tax is an ad valorem (value-based) tax imposed on real property such as
land, buildings, and tangible personal property. Property tax revenue is collected by the County 1
of San Bernardino and allocated according to State law among cities, counties, school districts,
and special districts. Rancho Cucamonga property owners pay a basic tax equal to 1% of the
assessed value on real property. The City's share of this property tax dollar is approximately 5.11
cents (shared between the City General Fund and City Library Fund) and the Fire District's share
of this property tax dollar is approximately 12.48 cents, for a total of 17.59 cents for the City's
operating budget. The City works with its property tax consultant in projecting property tax
revenue, an estimate made with four factors in mind: property turnover rate, pricing and appeals
exposure, new construction activity, and Proposition 13's annual inflation adjustment. After
considering these factors, the City's consultant has projected that Rancho Cucamonga's property
tax revenue will increase 4.71%.
Property tax revenues for the City General Fund(including post-RDA property tax revenue)have l
increased overall by$1,630,120 or 31.6%from FY 2014/15,with property transfer taxes projected
to increase $57,960 or 8%. The Library's property tax has increased $380,430 or 10.9%from FY
2014/15 and continues to include the statutory pass-through payment from the County of San
Bernardino, formerly paid by the now dissolved Redevelopment Agency. The Fire District
General Fund property tax revenue has increased by $1,909,250 or 9.2% from FY 2014/15,
partially due to the County's annual inflation adjustment combined with new secured properties
being added to the tax roll and positive home buying activity. Additionally,a larger percentage of
the post-RDA property tax revenues are being allocated to the Fire General Fund resulting in a
I i,1/4 Ll Year 2015, 16 :Adop cd Budget Page 84 •
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2015/16 Adopted Budget
Revenue and Resource Estimates
corresponding decrease in these revenues being allocated to the District's Capital Reserve Fund.
Property tax revenue for the Fire District's two Community Facilities Districts (CFDs) decreased
$227,500, or 3.1% from FY 2014/15 with no increase in CPI required. The rates in each CFD
were actually decreased by 5%. This reflects the District's commitment to maintain CFD rates
without CPI increases to the extent practical and, where possible, to reduce rates in a prudent
manner.
Development fees. Development fees are collected through the Community Development
departments and are projected based upon known or anticipated development projects within the
City. Depending on what phase a project is in for a given fiscal year, the corresponding Building
1 and Safety, Engineering,or Planning Fees are adjusted accordingly. Based on input received from
the Community Development departments, development fees are projected to decrease $400,000
(excluding special services fees), or 10.1%, from FY 2014/15. This reduced level of development
fees reflects more"normal"development activity.
Business licenses. The City taxes businesses for the privilege of conducting business within the
City. The amount of the tax is determined based on either gross receipts or gross payroll for the
business. Business Licenses revenues are projected to increase $32,410, or 1.4%, from FY
2014/15.
Transient Occupancy Tax(TOT). TOT is a 10% tax applied to the cost of hotel or other lodging
stays of less than 30 days. Factors influencing TOT revenues include business and leisure travel
1 and room rate increases. The growth factor applied to this revenue source is the Consumer Price
Index(CPI)as published by the U.S. Department of Labor, Bureau of Labor Statistics to anticipate
potential room rate increases as well as increased travel due to a slightly improving economy. The
Transient Occupancy Tax (TOT)has increased$70,180 or 2.7%from FY 2014/15.
The revenues discussed above total $101,678,340 and represent 91.5% of the City's Operating
Budget and 53.4%of the City's overall budget.
Other Funds. Revenues for the other City funds are comprised of various taxes, charges for
' services, intergovernmental, and other sources. Property taxes are collected for the City's various
Landscape Maintenance Districts (LMDs), Street Lighting Districts (SLDs), and various special
districts. These property tax revenues total $14,101,190, or 7.4%, of the City's overall budget.
The amounts of the assessments have been calculated in accordance with the governing regulations
and are assessed on a per parcel or per dwelling unit basis. Certain special districts have a
' provision for an annual CPI increase, but the majority of the special districts do not have such a
provision. All revenues collected are legally restricted for use in the respective special districts
only.
Additional property tax revenues are reflected in the Fire Protection Capital Fund in the amount
of$5,726,810, or 3%, of the City's overall budget. These property tax revenues represent the tax
increment that was collected by the Redevelopment Agency in prior years for Fire District capital
fiscal Year 2015/16 Adopted 13udgei I'w1r X� L, J
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2015/16 Adopted Budget
Revenue and Resource Estimates
expenditures. Due to the elimination of the Redevelopment Agency on February 1, 2012, these
revenues are now distributed directly to the Fire District and will be used for the same capital
expenditure purposes.
Charges for services are received for Community Services recreational and community activities,
in the amount of $2,908,590, as well as for the City's Municipal Utility, in the amount of
$12,030,320, which provides electrical service to a portion of the City. Together, these revenues
represent 7.8% of the City's overall budget. All charges for services are set by fee resolutions
which are approved by the City Council and comply with all State laws regarding fees and taxes
including Proposition 26. Intergovernmental revenues include the various State Gas Tax revenues
as well as grant income received. The State provides revenue estimates during the City's budget
process and grant income is projected based on the amount applied for. Intergovernmental
revenues represent$21,649,730, or 11.4%, of the City's overall budget.
Other sources of revenue include interest earnings,reimbursements from other funds,and transfers
in.
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Fiscal Year 2015/16 Adopted udget- Page 87 L, ;;J
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City of Rancho Cucamonga, California t
Revenue Summary by Category
Operating Budget*
Fiscal Year 2015/16 Adopted Budget
Intergovernmental Other
Charges for Services 0.16% 3
2.92% .53%
Use of Money&Prop Tr2.07%In
2.07/o
0.84%
Fines&Forfeitures
0.79%
Licenses&Permits
3.42%
Taxes: ,
Property Tax** $ 57,730,600
Sales Tax 28,930,980
1
Franchise Fees 6,544,350
Transient Occupancy Tax 2,649,350
Admissions Tax 40,900
Subtotal-Taxes 95,896,180
Licenses & Permits 3,798,830
Fines & Forfeitures 882,240
Use of Money& Property 931,290
Charges for Services 3,246,590 1
Intergovernmental 175,610
Other 3,919,970
Transfer In 2,304,650
i
Total Operating Budget $ 111,155,360 I
*Operating Budget is comprised of the City General Fund (Fund 001), Fire District Operational
Funds (Funds 281, 282, and 283), and City Library Fund (Fund 290).
**Includes Property Tax In-Lieu of VLF in the amount of$16,474,380 for the City General Fund
(Fund 001).
Fiscal Year 2015' 16 Adopted 13udu,c1 - Page 88
ICity of Rancho Cucamonga
Revenue Summary by Category
IOperating Budget
Fiscal Year 2015/16 Adopted Budget
I 2014/15 2015/16
2013/14 Adopted Adopted
Actual Budget Budget
I 001 -GENERAL FUND
TAXES $ 56,947,193 $ 56,325,300 $ 62,209,270
LICENSES& PERMITS 3,755,282 3,815,550 3,778,950
FINES& FORFEITURES 704,987 737,080 659,040
I USE OF MONEY& PROPERTY 696,353 487,420 413,240
CHARGES FOR SERVICES 3,686,476 3,512,120 3,110,250
INTERGOVERNMENTAL 153,256 157,860 155,610
I OTHER 2,505,868 2,516,210 2,584,320
TRANSFER IN 1,246,770 1,349,440 1,294,800
TOTAL 001 -GENERAL FUND $ 69,696,184 $ 68,900,980 $ 74,205,480
I281 - FIRE FUND
TAXES $ 18,691,347 $ 20,696,510 $ 22,605,760
LICENSES& PERMITS 87,174 30,000 19,880
I FINES& FORFEITURES 17,586 39,800 43,200
USE OF MONEY& PROPERTY 338,513 316,590 337,250
CHARGES FOR SERVICES 51,794 78,820 13,820
I OTHER 756,378 731,970 1,195,230
TOTAL 281 - FIRE FUND $ 19,942,792 $ 21,893,690 $ 24,215,140
I 282-COMMUNITY FACILITIES DIST 85-1
TAXES $ 6,208,523 $ 6,197,700 $ 6,001,060
USE OF MONEY& PROPERTY 69,159 30,200 27,050
CHARGES FOR SERVICES 3,360 3,600 3,600
IOTHER 69,882 30,000 0
TOTAL 282-COMMUNITY FACILITIES DIST 85-1 $ 6,350,925 $ 6,261,500 $ 6,031,710
I 283-COMMUNITY FACILITIES DIST 88-1
TAXES $ 1,192,557 $ 1,229,740 $ 1,198,880
USE OF MONEY& PROPERTY 1,544 0 0
I CHARGES FOR SERVICES 560 1,120 1,120
OTHER 19,689 1 0,000 0
TRANSFER IN 817,610 980,660 1,009,850
I TOTAL 283-COMMUNITY FACILITIES DIST 88-1 $ 2,031,960 $ 2,221,520 $ 2,209,850
290- LIBRARY FUND
TAXES $ 3,452,880 $ 3,500,780 $ 3,881,210
1 FINES& FORFEITURES 183,812 180,000 180,000
USE OF MONEY& PROPERTY 169,701 138,800 153,750
CHARGES FOR SERVICES 141,473 117,500 117,800
I INTERGOVERNMENTAL 14,016 15,000 20,000
OTHER 115,000 150,420 140,420
TOTAL 290- LIBRARY FUND $ 4,076,882 $ 4,102,500 $ 4,493,180
ITOTAL OPERATING BUDGET $ 102,098,743 $ 103,380,190 $ 111,155,360
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/Fiscal Year 2015/16 Adopted Budget - Page 89 L. :J
City of Rancho Cucamonga I
Revenue Detail
Operating Budget
I
Fiscal Year 2015/16 Adopted Budget
2014/15 2015/16 I
2013/14 Adopted Adopted
Actual Budget Budget
001 -GENERAL FUND I
TAXES
4101 Property Taxes-CY Secured $ 3,359,033 $ 3,406,830 $ 3,826,060
4102 Property Taxes-CY Unsecured 152,104 155,530 170,740 I
4103 Property Taxes-PY Sec& Unsec 102,428 109,860 104,930
4104 Property Taxes-Penalties/Int. 183,888 184,080 229,030
4105 Property Taxes-Supplemental 179,298 147,820 150,190
4106 Property Taxes-Unitary 341,126 343,670 620,270 I
4107 Property Transfer Tax 855,487 722,960 780,920
4111 Property Tax In-Lieu of VLF 14,806,232 14,914,310 16,474,380
4113 Property Tax- Post RDA Res Blc 1,872,534 810,480 1,687,170 ,
4120 Sales and Use Tax 19,198,474 19,561,770 21,322,550
4121 Prop 172-Half Cent Sales Tax 469,497 479,380 500,920
4122 Sales Tax In-Lieu(Triple FIp) 6,550,329 6,520,590 7,107,510
4125 Transient Occupancy Tax 2,554,570 2,579,170 2,649,350 I
4126 Admissions Tax 55,258 55,970 40,900
4130 Franchise Fee-Gas& Electric 2,640,886 2,684,720 2,833,880
4131 Franchise Fee-Resid. Refuse 991,479 988,560 1,001,000 ,
4132 Franchise Fee-Comm. Refuse 1,225,702 1,255,830 1,238,000
4133 Franchise Fee-Cable 1,408,868 1,403,770 1,471,470
TOTAL TAXES $ 56,947,193 $ 56,325,300 $ 62,209,270 I
LICENSES& PERMITS
4201 Business Licenses $ 2,210,351 $ 2,174,510 $ 2,205,820
4202 Bicycle License 505 0 0 '
4203 Electrical Permit 49,964 0 0
4204 Mechanical Permit 44,903 0 0 1
4205 Plumbing Permit 32,827 0 0
I
4206 Grading Permit 12,239 0 0
4207 Building Permits 950,593 1,166,810 1,166,810
4208 Bldg Pmt-Strong Motion Fees (125) 0 0
4209 Mobile Home Permit 6,536 5,940 2,460 I
4210 Bldg Permits-SB1473(90%to CA) 500 670 880
4215 Animal Licenses 298,209 295,000 305,000
4216 Parking Permits 0 55,000 500 I
4220 Other Licenses& Permits 50,238 40,990 19,750
4231 Business Licenses-P/Y 12,681 13,310 13,500
4232 Business Licenses-Penalties 85,860 63,320 64,230 '
TOTAL LICENSES& PERMITS $ 3,755,282 $ 3,815,550 $ 3,778,950
FINES& FORFEITURES I
4301 Vehicle Code Fines $ 144,222 $ 124,910 $ 84,510
4302 Parking Citations 255,565 272,540 235,850
4306 Vehicle Release Fees 169,600 185,930 179,340
4307 Citation Proof of Corr Fees 1,970 2,420 1,140 I
4308 General Ordinance Fines 46,447 41,260 44,300
4309 False Alarm Fees 42,625 35,950 38,720
4310 Loud Party Ordinance Fines 100 200 100
I4313 Other Fines& Forfeitures 44,457 73,870 75,080
I iscal Year 2(11 5'16 Adopted Budget - Page 90 L,:: ; J
ICity of Rancho Cucamonga
Revenue Detail
I Operating Budget
Fiscal Year 2015/16 Adopted Budget
I 2014/15 2015/16
2013/14 Adopted Adopted
Actual Budget Budget
ITOTAL FINES& FORFEITURES $ 704,987 $ 737,080 $ 659,040
USE OF MONEY& PROPERTY
4401 Interest Earnings $ 407,813 $ 394,020 $ 338,980
I
4402 Unrealized Gain 170,623 0 0
4419 Other Rental/Lease Income 35,974 38,770 24,190
4440 Sale of Fixed Assets 81,943 54,630 50,070
ITOTAL USE OF MONEY& PROPERTY $ 696,353 $ 487,420 $ 413,240
CHARGES FOR SERVICES
I 4501 Plan Check Fees $ 104,246 $ 976,320 $ 976,320
4502 Building Plan Check 851,695 0 0
4503 Electrical Plan Check 3,383 0 0
4504 Mechanical Plan Check 667 0 0
I 4505 Plumbing Plan Check 3,160 0 0
4506 Grading Plan Check 23,566 0 0
4508 Planning Fees 866,843 650,000 700,000
I 4509 Planning-Special Services Fee (479)
159 440,000 440,000
4510 Engineering Fees , 0,839 1,150,000 700,000
4511 Engineering-Special Services 0 50,000 50,000
I 4560 Fingerprint Fees 37,045 33,380 42,470
4563 Candidates Filing Fees 0 10,000 0
4564 Returned Item Charge 518 650 510
4570 Sale of Printed Materials 18,143 16,270 14,950
I 4571 Sale of Taxable Items 416
129 0 0
4630 Animal Adoption Fees 129,836 125,000 125,000
4631 Animal Spay/Neuter Fees 8,049 7,000 7,000
I 4633 Animal Boarding Fees 8,536 9,000 9,000
4634 Animal Impound Fees 18,452 18,000 18,000
4636 Owner Surrender Fees 11,945 13,000 13,000
4637 Animal Pick-Up Fee 5,126 5,000 5,000
I 4638 Microchipping Fee 4,490 4,000 4,500
4640 Vaccination Services 0 4,500 4,500
TOTAL CHARGES FOR SERVICES $ 3,686,476 $ 3,512,120 $ 3,110,250
IINTERGOVERNMENTAL
4701 Motor Vehicle In-Lieu Fees $ 75,900 $ 76,720 $ 74,110
I 4710 Homeowners Property Tax Relief 77,356 81,140 81,500
TOTAL INTERGOVERNMENTAL $ 153,256 $ 157,860 $ 155,610
OTHER
I 4901 Other Revenue $ 775,608 $ 591,870 $ 656,610
4905 Contributions/Fundraising 46,130 45,430 70,000
4911 Reimbursement from Other Funds 208,899 808,160 754,450
I 4913 State Mandate Reimbursement 53,308 0
5303 0
4914 Non Abated Reimbursements 570,439 , 0 54,500
4915 Bad Debt Recovery 0 17,720 12,860
I 4917 RDASA Admin Allowance 851,484 1,000,000 835,900
4918 Housing SA Admin Allowance 0 0 200,000
Fiscal Year 2015/16 Adopted Budget Page 91 ,
City of Rancho Cucamonga I
Revenue Detail
Operating Budget I
Fiscal Year 2015/16 Adopted Budget
2014/15 2015/16 I
2013/14 Adopted Adopted
Actual Budget Budget
TOTAL OTHER $ 2,505,868 $ 2,516,210 $ 2,584,320 I
TRANSFER IN
8006 Transfer In-Fund 006 $ 0 $ 50,000 $ 39,450 '
8017 Transfer In-Law Enforcment Rsv 60,000 114,080 0
8131 Transfer In-LMD 2 131,420 0 0
8705 Transfer In-Municipal Utility 1,055,350 1,185,360 1,255,350
TOTAL TRANSFER IN $ 1,246,770 $ 1,349,440 $ 1,294,800 1 I
TOTAL 001 -GENERAL FUND $ 69,696,184 $ 68,900,980 $ 74,205,480
281 - FIRE FUND I
TAXES
4101 Property Taxes-CY Secured $ 12,945,315 $ 13,076,230 $ 14,729,800
I
4102 Property Taxes-CY Unsecured 580,100 593,150 649,140
4103 Property Taxes-PY Sec&Unsec 404,608 377,670 389,020
4104 Property Taxes-Penalties/Int. 146,720 148,330 149,070
4105 Property Taxes-Supplemental 220,581 118,810 209,400 1
4106 Property Taxes-Unitary 519,227 525,970 410,940
4110 Homeowners Exemption 170,182 170,180 170,660
4112 Property Tax- Post RDA 3,704,614 5,686,170 5,897,730 '
TOTAL TAXES $ 18,691,347 $ 20,696,510 $ 22,605,760
LICENSES& PERMITS
4211 Fire Permits $ 87,174 $ 30,000 $ 19,880 I
TOTAL LICENSES& PERMITS $ 87,174 $ 30,000 $ 19,880
FINES& FORFEITURES I 4309 False Alarm Fees $ 1,425 $ 3,000 $ 3,000
4313 Other Fines&Forfeitures (2,400) 2,200 3,200
4316 Weed Abatement 18,561 34,600 37,000 I
TOTAL FINES& FORFEITURES $ 17,586 $ 39,800 $ 43,200
USE OF MONEY& PROPERTY
4401 Interest Earnings $ 237,724 $ 231,530 $ 248,330
4402 Unrealized Gain (6,150) 0 0
4419 Other Rental/Lease Income 88,580 85,060 88,920 I
4440 Sale of Fixed Assets 18,358 0 0 I
TOTAL USE OF MONEY& PROPERTY $ 338,513 $ 316,590 $ 337,250
CHARGES FOR SERVICES
4501 Plan Check Fees $ 46,441 $ 75,000 $ 10,000 I
4510 Engineering Fees 110 0 0
4546 FSD Fees 440 140 140
4548 D.U.I.Recovery 0 280 280 I
4549 Hazmat Recovery 0 900 900
4551 Fire Setters Recovery 330 500 500
4553 Fire Maintenance Fees 4,473 2,000 2,000 1
4 _r`n•Fiscal Year 2015/16 Adopted Budget - Page 92 L•••;,.]
• ••__._
ICity of Rancho Cucamonga
Revenue Detail
IOperating Budget
Fiscal Year 2015/16 Adopted Budget
2014/15 2015/16
2013/14 Adopted Adopted
Actual Budget Budget
ITOTAL CHARGES FOR SERVICES $ 51,794 $ 78,820 $ 13,820
OTHER
1 4901 Other Revenue 8,801 11,400 11,400
4905 Contributions/Fundraising 0 3,000 0
4913 State Mandate Reimbursement 6 0 17,580
4914 Non-Abated Reimbursements 411,955 210,300 390,690
I 756,378 4916 Reimbursement from OPEB Trust 335,616 507,270 775,560
TOTAL OTHER $ $ 731,970 $ 1,195,230
ITOTAL 281 -FIRE FUND $ 19,942,792 $ 21,893,690 $ 24,215,140
282-COMMUNITY FACILITIES DIST 85-1
TAXES
I
4101 Property Taxes-CY Secured $ 6,068,814 $ 6,129,670 $ 5,906,400
4103 Property Taxes-PY Sec& Unsec 118,118 46,060 76,750
4104 Property Taxes-Penalties/Int. 21,592 21,970 17,910
ITOTAL TAXES $ 6,208,523 $ 6,197,700 $ 6,001,060
USE OF MONEY& PROPERTY
I 4401 Interest Earnings $ 29,168 $ 30,200 $ 27,050
4402 Unrealized Gain 39,992 0 0
TOTAL USE OF MONEY& PROPERTY $ 69,159 $ 30,200 $ 27,050
I CHARGES FOR SERVICES
4552 CFD Annexation Fees $ 3,360 $ 3,600 $ 3,600
TOTAL CHARGES FOR SERVICES $ 3,360 $ 3,600 $ 3,600
I OTHER
4901 Other Revenue $ (9,323) $ 0 $ 0
4914 Non-Abated Reimbursements 79,205 30,000 0
TOTAL OTHER $ 69,882 $ 30,000 $ 0
TOTAL 282-COMMUNITY FACILITIES DIST 85-1 $ 6,350,925 $ 6,261,500 $ 6,031,710
I283-COMMUNITY FACILITIES DIST 88-1
TAXES
1 4101 Property Taxes-CY Secured 1,210,560 1,184,330$
4103 Property Taxes-PY Sec&Unsec 24,649 15,950 13,330
4104 Property Taxes-Penalties/Int. 3,148 3,230 1,220
TOTAL TAXES $ 1,192,557 $ 1,229,740 $ 1,198,880
USE OF MONEY& PROPERTY
4402 Unrealized Gain $ 1,544 $ 0 $ 0
' TOTAL USE OF MONEY& PROPERTY $ 1,544 $ 0 $ 0
CHARGES FOR SERVICES
I4552 CFD Annexation Fees $ 560 $ 1,120 $ 1,120
1 777\
Fiscal Year 2015/16 Adopted Budget Page 93 I
City of Rancho Cucamonga
Revenue Detail
Operating Budget
I
Fiscal Year 2015/16 Adopted Budget
2014/15 2015/16 I
2013/14 Adopted Adopted
Actual Budget Budget
TOTAL CHARGES FOR SERVICES $ 560 $ 1,120 $ 1,120 I
OTHER
4901 Other Revenue $ 14,561 $ 0 $ 0
I
4914 Non-Abated Reimbursements 5,128 10,000 0
TOTAL OTHER $ 19,689 $ 10,000 $ 0
TRANSFER IN I
8281 Transfer In-Fire Fund $ 817,610 $ 980,660 $ 1,009,850
TOTAL TRANSFER IN $ 817,610 $ 980,660 $ 1,009,850
TOTAL 283-COMMUNITY FACILITIES DIST 88-1 $ 2,031,960 $ 2,221,520 $ 2,209,850 I
290- LIBRARY FUND
TAXES I
4101 Property Taxes-CY Secured $ 3,081,115 $ 3,166,790 $ 3,490,120
4102 Property Taxes-CY Unsecured 83,497 81,760 89,930
4103 Property Taxes-PY Sec& Unsec 49,503 30,480 55,270
4105 Property Taxes-Supplemental 98,425 81,410 79,110 I
4106 Property Taxes-Unitary 0 0 26,440
4112 Property Tax- Post RDA 140,340 0 0
4113 Property Tax- Post RDA Res Blc 0 140,340 140,340
TOTAL TAXES $ 3,452,880 $ 3,500,780 $ 3,881,210
FINES& FORFEITURES I
4312 Library Fines and Fees S 183,812 $ 180,000 $ 180,000
TOTAL FINES& FORFEITURES $ 183,812 $ 180,000 $ 180,000
USE OF MONEY& PROPERTY I
4401 Interest Earnings $ 45,882 $ 48,800 $ 63,750
4402 Unrealized Gain 37,563 0 0
4410 Media Rentals 86,256 90,000 90,000
I
TOTAL USE OF MONEY & PROPERTY $ 169,701 $ 138,800 $ 153,750
CHARGES FOR SERVICES 111 4512 Library Card& Merchndse Sales $ 0 $ 0 $ 0
4515 Information Service Fees 656 500 800
4565 Passport Processing Fees 93,815 75,000 75,000
I
4567 Passport Photo Fees 21,812 18,000 18,000
4570 Sale of Printed Materials 25,189 24,000 24,000
TOTAL CHARGES FOR SERVICES $ 141,473 $ 117,500 $ 117,800
INTERGOVERNMENTAL I
4740 Grant Income $ 14,016 $ 15,000 $ 20,000
TOTAL INTERGOVERNMENTAL $ 14,016 $ 15,000 $ 20,000 I
OTHER
4901 Other Revenue $ 0 $ 420 $ 420 1
4907 Private Contributions Library 115,000 130,000 130,000
/ �' \
Fiscal Year 2(115'16 Adopted Budget - Page 94 : :.
City of Rancho Cucamonga
Revenue Detail
' Operating Budget
Fiscal Year 2015/16 Adopted Budget
' 2014/15
Adopted 2015/16
2013/14 Adopted
Actual Budget Budget
4909 RC Library Foundation Support 0 20,000 10,000
TOTAL OTHER $ 115,000 $ 150,420 $ 140,420
' TOTAL 290- LIBRARY FUND $ 4,076,882 $ 4,102,500 $ 4,493,180
TOTAL OPERATING BUDGET $ 102,098,743 $ 103,380,190 $ 111,155,360
I
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I
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l isc<ii fear :20I 5 16 Adoptcd 13uclgLt Page 95
1
City of Rancho Cucamonga, California
Revenue Summary by Category
All Funds
Fiscal Year 2015/16 Adopted Budget ,
Other
Development Fees 3.23% Transfer In
2.6.6 7/0 5.53%
1
Intergovernmental .,
11.37% ;;
Charges for Services I
10.23%
411111/
Use of Money& '
Property
2.68%
Fines&Forfeitures
0.71%
Licenses&Permits
2.13%
Taxes $ 117,051,180
Licenses & Permits 4,058,390
Fines & Forfeitures 1,353,110
Use of Money& Property 5,107,030
Charges for Services 19,494,050
Intergovernmental 21,649,730
Development Fees 5,077,920
Other 6,154,310
Transfer In 10,537,680
Total All Funds Budget $ 190,483,400
I
l fiscal Year '(115 16 .Adopted Budget Page c)6 L_•�:%J
ICity of Rancho Cucamonga
Revenue Summary by Category
All Funds
Fiscal Year 2015/16 Adopted Budget
I 2014/15 2015/16
2013/14 Adopted Adopted
Actual Budget Budget
I CITY OF RANCHO CUCAMONGA
TAXES $ 75,306,974 $ 74,520,140 $ 81,518,670
LICENSES& PERMITS 3,774,298 4,068,150 4,038,510
FINES& FORFEITURES 1,344,029 1,352,440 1,309,910
I USE OF MONEY& PROPERTY 4,851,287 3,482,680 4,261,380
CHARGES FOR SERVICES 18,667,346 19,281,830 19,470,510
INTERGOVERNMENTAL 13,171,089 14,100,480 21,649,730
I DEVELOPMENT FEES 5,499,659 1,855,950 5,077,920
OTHER 11,054,910 4,692,420 4,959,080
TRANSFER IN 5,013,585 4,207,990 9,527,830
ITOTAL CITY OF RANCHO CUCAMONGA $ 138,683,178 $ 127,562,080 $ 151,813,540
R.C. FIRE PROTECTION DISTRICT
TAXES $ 33,603,1 12 $ 34,265,390 $ 35,532,510
I
LICENSES& PERMITS 87,174 30,000 19,880
FINES& FORFEITURES 17,586 39,800 43,200
USE OF MONEY& PROPERTY 1,347,355 781,520 845,650
I CHARGES FOR SERVICES 70,692 100,880 23,540
OTHER 845,950 771,970 1,195,230
TRANSFER IN 817,610 980,660 1,009,850
ITOTAL R.C. FIRE PROTECTION DISTRICT $ 36,789,479 $ 36,970,220 $ 38,669,860
TOTAL ALL FUNDS BUDGET $ 175,472,657 $ 164,532,300 $ 190,483,400
I
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I-iscal Year 2015/16 Adopted Budget Page 97 ...
City of Rancho Cucamonga I
Revenue Detail 1
All Funds
I
Fiscal Year 2015/16 Adopted Budget
2014/15 2015/16 '
2013/14 Adopted Adopted
Actual Budget Budget
CITY OF RANCHO CUCAMONGA
001 -GENERAL FUND
I
4101 Property Taxes-CY Secured $ 3,359,033 $ 3,406,830 $ 3,826,060
4102 Property Taxes-CY Unsecured 152,104 155,530 170,740
4103 Property Taxes-PY Sec&Unsec 102,428 109,860 104,930 I
4104 Property Taxes-Penalties/Int. 183,888 184,080 229,030
4105 Property Taxes-Supplemental 179,298 147,820 150,190
4106 Property Taxes-Unitary 341,126 343,670 620,270 I
4107 Property Transfer Tax 855,487 722,960 780,920
41 1 1 Property Tax In-Lieu of VLF 14,806,232 14,914,310 16,474,380
4113 Property Tax-Post RDA Res Bic 1,872,534 810,480 1,687,170
4120 Sales and Use Tax 19,198,474 19,561,770 21,322,550 I
4121 Prop 172-Half Cent Sales Tax 469,497 479,380 500,920
4122 Sales Tax In-Lieu(Triple Flp) 6,550,329 6,520,590 7,107,510
4125 Transient Occupancy Tax 2,554,570 2,579,170 2,649,350 I
4126 Admissions Tax 55,258 55,970 40,900
4130 Franchise Fee-Gas& Electric 2,640,886 2,684,720 2,833,880
4131 Franchise Fee-Resid. Refuse 991,479 988,560 1,001,000 '
4132 Franchise Fee-Comm. Refuse 1,225,702 1,255,830 1,238,000
4133 Franchise Fee-Cable 1,408,868 1,403,770 1,471,470
4201 Business Licenses 2,210,351 2,174,510 2,205,820
4202 Bicycle License 505 0 0 t
4203 Electrical Permit 49,964 0 0
4204 Mechanical Permit 44,903 0 0
4205 Plumbing Permit 32,827 0 0 ,
4206 Grading Permit 12,239 0 0
4207 Building Permits 950,593 1,166,810 1,166,810
4208 Bldg Pmt-Strong Motion Fees (125) 0 0 I
4209 Mobile Home Permit 6,536 5,940 2,460
4210 Bldg Permits-SB 1473(90%to CA) 500 670 880
4215 Animal Licenses 298,209 295,000 305,000
4216 Parking Permits 0 55,000 500 I
4220 Other Licenses&Permits 50,238 40,990 19,750
4231 Business Licenses-P/Y 12,681 13,310 13,500
4232 Business Licenses-Penalties 85,860 63,320 64,230
I
4301 Vehicle Code Fines 144,222 124,910 84,510
4302 Parking Citations 255,565 272,540 235,850
4306 Vehicle Release Fees 169,600 185,930 179,340
4307 Citation Proof of Corr Fees 1,970 2,420 1,140
4308 General Ordinance Fines 46,447 41,260 44,300
4309 False Alarm Fees 42,625 35,950 38,720
4310 Loud Party Ordinance Fines 100 200 100 I
4313 Other Fines& Forfeitures 44,457 73,870 75,080
4401 Interest Earnings 407,813 394,020 338,980
4402 Unrealized Gain 170,623 0 0 I
4419 Other Rental/Lease Income 35,974 38,770 24,190
4440 Sale of Fixed Assets 81,943 54,630 50,070
4501 Plan Check Fees 104,246 976,320 976,320
4502 Building Plan Check 851,695 0 0 I
„�/ �,? \
Fiscal Year 2015, 1 : •..
�� Adopted Budget Page �1K �• J
ICity of Rancho Cucamonga
Revenue Detail
I All Funds
Fiscal Year 2015/16 Adopted Budget
I 2014/15 2015/16
2013/14 Adopted Adopted
Actual Budget Budget
I 4503 Electrical Plan Check 3,383 0 0
4504 Mechanical Plan Check 667 0 0
4505 Plumbing Plan Check 3,160 0 0
4506 Grading Plan Check 23,566 0 0
I 4508 Planning Fees 866,843 650,000 700,000
4509 Planning-Special Services Fee (479) 440,000 440,000
4510 Engineering Fees 1,590,839 1,150,000 700,000
I 4511 Engineering- Special Services 0
3704 50,000 50,000
4560 Fingerprint Fees , 5 33,380 42,470
4563 Candidates Filing Fees 0 10,000 0
4564 Returned Item Charge 518 650 510
I 4570 Sale of Printed Materials 18,143 16,270 14,950
4571 Sale of Taxable Items 416 0 0
4630 Animal Adoption Fees 129,836 125,000 125,000
I 4631 Animal Spay/Neuter Fees 8,049 7,000 7,000
4633 Animal Boarding Fees 8,536 9,000 9,000
4634 Animal Impound Fees 18,452 18,000 18,000
I 4636 Owner Surrender Fees 11,945 13,000 13,000
4637 Animal Pick-Up Fee 5,126 5,000 5,000
4638 Microchipping Fee 4,490 4,000 4,500
4640 Vaccination Services 0 4,500 4,500
I 4701 Motor Vehicle In-Lieu Fees 75,900 76,720 74,110
4710 Homeowners Property Tax Relief 77,356 81,140 81,500
4901 Other Revenue 775,608 591,870 656,610
I 4905 Contributions/Fundraising 46,130 45,430 70,000
4911 Reimbursement from Other Funds 208,899
808,160 754,450
4913 State Mandate Reimbursement 53,308 0 0
4914 Non-Abated Reimbursements 570,439 53,030 54,500
I 4915 Bad Debt Recovery 0 17,720 12,860
4917 RDASA Admin Allowance 851,484 1,000,000 835,900
4918 Housing SA Admin Allowance 0 0 200,000
I 8006 Transfer In-Fund 006 0
6000 50,000 39,450
8017 Transfer In-Law Enforcment Rsv , 0 114,080 0
8131 Transfer In-LMD 2 131,420 0 0
I 8705 Transfer In-Municipal Utility 1,055,350 1,185,360 1,255,350
TOTAL 001 -GENERAL FUND $ 69,696,184 $ 68,900,980 $ 74,205,480
003-REIMB ST/COUNTY PARKING CIT
I 4303 Parking Cit Surcharge-State $ 13,948 $ 14,650 $ 14,080
4304 Parking Cit Surchrge-County 1,032 0 0
4305 Parking Cit Surcharge-Cnty Crt 25,680 25,140 24,140
I 4402 Unrealized Gain 83 0 0
4901 Other Revenue 30,566 32,820 33,920
TOTAL 003- REIMB ST/COUNTY PARKING CIT $ 71,309 $ 72,610 $ 72,140
006-CVWD REIMBURSEMENTS
4402 Unrealized Gain $ 1,651 $ 0 $ 0
4745 Other lntergov'tl Reimbursemnt 349,536 275,000 309,600
I4901 Other Revenue (118) 0 0
I fiscal Year 2015 16 Adopted Midget Page (Y) •-.•
City of Rancho Cucamonga I
Revenue Detail
All Funds '
Fiscal Year 2015/16 Adopted Budget
2014/15 2015/16 '
2013/14 Adopted Adopted
Actual Budget Budget
TOTAL 006-CVWD REIMBURSEMENTS $ 351,069 $ 275,000 $ 309,600 I
007-CAL TRANS REIMBURSEMENTS
4402 Unrealized Gain $ (151) $ 0 $ 0
TOTAL 007-CAL TRANS REIMBURSEMENTS $ (151) $ 0 $ 0 I
008-CNTY OF S. B. REIMBURSEMENTS
4402 Unrealized Gain $ (261) $ 0 $
86,680 0 I
4745 Other Intergov'tI Reimbursemnt 81,981 86,680
4901 Other Revenue (11,168) 0 0
4914 Non-Abated Reimbursements 0 2,610 2,610 ,
8001 Transfer In-General Fund 4,800 4,800 8,840
TOTAL 008-CNTY OF S. B. REIMBURSEMENTS $ 75,351 $ 94,090 $ 98,130
016-COMM DEV TECHNICAL SRVCS FUND '
4401 Interest Earnings 17,421 18,580 22,980
4402 Unrealized Gain 6,836 0 0
4518 General Plan Update Fee 35,220 30,270 30,270 '
TOTAL 016-COMM DEV TECHNICAL SRVCS FUND $ 59,476 $ 48,850 $ 53,250
017-LAW ENFORCEMENT RESERVE
4401 Interest Earnings $ 66,638 $ 69,400 $ 97,340 I
4402 Unrealized Gain 36,394 0 0
4914 Non-Abated Reimbursements 1,259,918 0 0
TOTAL 017- LAW ENFORCEMENT RESERVE $ 1,362,950 $ 69,400 $ 97,340 '
018-TRAFFIC SAFETY
4301 Vehicle Code Fines $ 414,571 $ 395,570 $ 432,650
4401 Interest Earnings 136 0 740
4402 Unrealized Gain (1 10) 0 0
TOTAL 018-TRAFFIC SAFETY $ 414,597 $ 395,570 $ 433,390 ,
019- INFO TECHNOLOGY-DEVELOPMENT
4401 Interest Earnings $ 5,330 $ 4,900 $ 6,090
4402 Unrealized Gain 2,792 0
4519 Information Technology Revenue 180,704 155,330 155,330 0 I
TOTAL 019- INFO TECHNOLOGY-DEVELOPMENT $ 188,826 $ 160,230 $ 161,420
020-CITY TECHNOLOGY FEE FUND I
4401 Interest Earnings 543 0 970
4402 Unrealized Gain 303 0 0
4514 Technology Center Revenue 17 0 0 I
4517 Technology Fee-Permit 148,960 135,070 160,460
TOTAL 020-CITY TECHNOLOGY FEE FUND $ 149,822 $ 135,070 $ 161,430
022-MOBILE HOME PARK PROGRAM
I
4218 Mobile Home Lot Fees-City $ 14,916 $ 14,910 $ 14,910
4219 Mobile Home Lot Fees-State 3,150 3,150 3,150
4401 Interest Earnings 826 650 990 I
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Fiscal Year 2015/16 Adopted Budget Page 100 L,. .,.li
ICity of Rancho Cucamonga
Revenue Detail
I All Funds
Fiscal Year 2015/16 Adopted Budget
I 2014/15 2015/16
2013114 Adopted Adopted
Actual Budget Budget
4402 Unrealized Gain 454 0 0
I4901 Other Revenue 1,120 1,120 1,120
TOTAL 022- MOBILE HOME PARK PROGRAM $ 20,466 $ 19,830 $ 20,170
023-SB1186 CERT ACCESS SPEC PROG
4401 Interest Earnings $ 74 $ 0 $ 150
4402 Unrealized Gain 14 0 0
I 4650 SBI 186 Cert Access Spec Prog 6,480 6,570 6,570
TOTAL 023-SB1186 CERT ACCESS SPEC PROG $ 6,568 $ 6,570 $ 6,720
025-CAPITAL RESERVE
I 4401 Interest Earnings $ 411,791 $ 413,800 $ 613,930
4402 Unrealized Gain 301,486 0 0
4901 Other Revenue 48,763 19,900 0
I 4911 Reimbursement from Other Funds 0
1 0 200,000
4914 Non-Abated Reimbursements ,764,187 0 0
4935 Contributed Capital 937,997 0 0
I 8001 Transfer In-General Fund 508,680 0 700,000
TOTAL 025-CAPITAL RESERVE $ 3,972,904 $ 433,700 $ 1,513,930
073-BENEFITS CONTINGENCY
I 4401 Interest Earnings $ 55,205 $ 61,610 $ 55,440
4402 Unrealized Gain 28,609 0 0
TOTAL 073- BENEFITS CONTINGENCY $ 83,814 $ 61,610 $ 55,440
I100-ASSESSMENT DISTRICTS ADMIN
4401 Interest Earnings $ 7,337 $ 7,990 $ 7,740
4402 Unrealized Gain 5,378 0 0
I4901 Other Revenue 998,838 1,049,170 1,049,170
TOTAL 100-ASSESSMENT DISTRICTS ADMIN $ 1,01 1,554 $ 1,057,160 $ 1,056,910
I 101 -AD 93-1 MASI COMMERCE CENTER
4401 Interest Earnings $ 109 $ 100 $ 120
4402 Unrealized Gain 55 0 0
ITOTAL 101 - AD 93-1 MASI COMMERCE CENTER $ 164 $ 100 $ 120
105-AB2766 AIR QUALITY IMPROVEMENT
4401 Interest Earnings $ 3,977 $ 4,890 $ 4,920
I 4402 Unrealized Gain 1,788 0 0
4740 Grant Income 187,402 224,730 212,200
TOTAL 105-AB2766 AIR QUALITY IMPROVEMENT $ 193,167 $ 229,620 $ 217,120
I110-BEAUTIFICATION
4401 Interest Earnings $ 11,075 $ 10,120 $ 12,070
4402 Unrealized Gain 7,125 0 0
I
4801 Beautification Fees 202,297 0 0
TOTAL 110- BEAUTIFICATION $ 220,497 $ 10,120 $ 12,070
IIll -PARK LAND ACQUISITION
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I fiscal Year :2015'16 Adopted Budget Page 101 L,, J
City of Rancho Cucamonga
I
Revenue Detail
All Funds
I
Fiscal Year 2015/16 Adopted Budget
2014/15 2015/16 1
2013/14 Adopted Adopted
Actual Budget Budget
4818 Park Land Acq Impact Fee 0 0 300,000 '
TOTAL 1 II - PARK LAND ACQUISITION $ 0 $ 0 $ 300,000
112-DRAINAGE FAC/GENERAL
4401 Interest Earnings $ 18,462 $ 20,060 $ 27,200 I
4402 Unrealized Gain 11,100 0 0
4806 Storm Drain Fees 638,194 200,000 450,000
TOTAL 112- DRAINAGE FAC/GENERAL $ 667,755 $ 220,060 $ 477,200 I
113-COMMUNITY/REC CENTER DEVELPMNT
4822 Community/Rec Ctr Impact Fee $ 0 $ 0 $ 100,000 ,
TOTAL 113-COMMUNITY/REC CENTER DEVELPMNT $ 0 $ 0 $ 100,000
114-DRAINAGE-ETIWANDA/SAN SEVAINE
4401 Interest Earnings $ 7,459 $ 8,030 $ 9,850 I
4402 Unrealized Gain 5,846 0 0
4807 Secondary Regional Fee 144,680 30,000 50,000
TOTAL 114- DRAINAGE-ETIWANDA/SAN SEVAINE $ 157,984 $ 38,030 $ 59,850 I
115- HENDERSON/WARDMAN DRAINAGE
4402 Unrealized Gain $ 5,075 $ 0 $ 0
4807 Secondary Regional Fee 112,761 0 0 I
TOTAL 115- HENDERSON/WARDMAN DRAINAGE $ 117,836 $ 0 $ 0
116- ETIWANDA DRAINAGE ,
4401 Interest Earnings $ 17,001 $ 18,760 $ 23,690
4402 Unrealized Gain 11,856 0 0
4807 Secondary Regional Fee 295,702 80,000 50,000 I
TOTAL 116- ETIWANDA DRAINAGE $ 324,559 $ 98,760 $ 73,690
118-UPPER ETIWANDA DRAINAGE
4401 Interest Earnings $ 5,322 $ 5,380 $ 6,550 111
4402 Unrealized Gain 3,329 0 0
TOTAL 118- UPPER ETIWANDA DRAINAGE $ 8,650 $ 5,380 $ 6,550
119- PARK IMPROVEMENT I
4819 Park Improvement Impact Fee $ 0 $ 0 $ 150,000
TOTAL 119- PARK IMPROVEMENT $ 0 $ 0 $ 150,000 1
120- PARK DEVELOPMENT
4401 Interest Earnings $ 100,080 $ 115,650 $ 141,860
4402 Unrealized Gain 70,395 0 0 I
4740 Grant Income 232,635 0 0
4800 Park Development Fees 823,430 693,030 820,000
TOTAL 120- PARK DEVELOPMENT $ 1,226,539 $ 808,680 $ 961,860 I
122-SOUTH ETIWANDA DRAINAGE
4401 Interest Earnings $ 3,042 $ 3,070 $ 4,840
4402 Unrealized Gain 1,898 0 0 I
I kcal Year 21)15 l h .\duptcd Iiuh.i, ci I';w,. Iii'
L', :,J
ICity of Rancho Cucamonga
Revenue Detail
I All Funds
Fiscal Year 2015/16 Adopted Budget
I 2014/15 2015/16
2013/14 Adopted Adopted
Actual Budget Budget
I TOTAL 122-SOUTH ETIWANDA DRAINAGE
5 4,940 $ 3,070 $ 4,840
123- LIBRARY IMPACT FEE
4401 Interest Earnings $ 0 $ 0 $ 350
1 4814 Library Impact Fee 0 0 50,000
TOTAL 123- LIBRARY IMPACT FEE $ 0 $ 0 $ 50,350
I 124-TRANSPORTATION
4401 Interest Earnings $ 158,272 $ 163,480 $ 266,740
4402 Unrealized Gain 110,709 0 0
4745 Other Intergov'tl Reimbursemnt 41,627 0 0
I 4804 Transportation Fee/Backbone 1,817,352 510,000 0
4805 Transportation Fee/EV Preemptn 26,493 8,250 0
4809 In Lieu Fees 67,885 0 0
I 4810 Trans Fee/Arrow I-15 Int 423,885 126,750 0
4811 Trans Fee/Base Line 1-15 Int 302,018 90,000 0
4812 Trans Fee/Haven RxR Grade Sep 50,338 15,000 0
I 4820 Regional Transportation Fee 0 0 1,140,000
4821 Local Transportation Fee 0 0 1,860,000
4901 Other Revenue 31,539 0 0
4911 Reimbursement from Other Funds 1,794,384 0 0
ITOTAL 124-TRANSPORTATION $ 4,824,502 $ 913,480 $ 3,266,740
125-ANIMAL CENTER IMPACT FEE
I 4401 Interest Earnings $ 0 $ 0 $ 10
15
4815 Animal Center Impact Fee 0 0 15,000
TOTAL 125-ANIMAL CENTER IMPACT FEE $ 0 $ 0 $ 15,010
I 126- LOWER ETIWANDA DRAINAGE
4401 Interest Earnings $ 5,214 $ 5,230 $ 6,930
4402 Unrealized Gain 2,971 0 0
I 4914 Non-Abated Reimbursements 47,800 0 0
TOTAL 126- LOWER ETIWANDA DRAINAGE $ 55,985 $ 5,230 $ 6,930
I 127- POLICE IMPACT FEE
4401 Interest Earnings $ 0 $ 0 $ 250
4816 Police Impact Fee 0 0 40,000
I TOTAL 127- POLICE IMPACT FEE $ 0 $ 0 $ 40,250
128- ETIWANDA NO. EQUESTRIAN FACIL.
4401 Interest Earnings $ 6,660 $ 0 $ 7,740
I 4402 Unrealized Gain 3,975 0 0
4809 In Lieu Fees 12,000 0 0
TOTAL 128- ETIWANDA NO. EQUESTRIAN FACIL. $ 22,635 $ 0 $ 7,740
I129-UNDERGROUND UTILITIES
4401 Interest Earnings $ 105,575 $ 108,920 $ 131,410
4402 Unrealized Gain 67,603 0 0
1 4813 Underground Utilities Fee 570,468 100,000 50,000
I i,,_,il fear 2(i l .`1(, .\dopkcl kiihet I'a.�c 11).3 �.+�� I .
City of Rancho Cucamonga I
Revenue Detail
All Funds '
Fiscal Year 2015/16 Adopted Budget
2014/15 2015/16 I
2013/14 Adopted Adopted
Actual Budget Budget
TOTAL 129-UNDERGROUND UTILITIES $ 743,646 $ 208,920 $ 181,410 I
130-LMD#1 GENERAL CITY
4101 Property Taxes-CY Secured $ 1,185,221 $ 1,179,890 $ 1,218,350
4103 Property Taxes-PY Sec&Unsec 14,253 11,900 11,900 '
4104 Property Taxes-Penalties/Int. 4,611 1,190 1,190
4401 Interest Earnings 3,932 4,020 4,500
4402 Unrealized Gain 4,168 0 0 '
4419 Other Rental/Lease Income 22,296 15,000 24,910
4554 Park Maintenance Fees 0 0 4,450
4901 Other Revenue 1,843 700 2,000 I
8001 Transfer In-General Fund 317 0 0
TOTAL 130- LMD#1 GENERAL CITY $ 1,236,640 $ 1,212,700 $ 1,267,300
131 -LMD#2 VICTORIA ,
4101 Property Taxes-CY Secured $ 3,147,076 $ 3,117,980 $ 3,173,000
4103 Property Taxes-PY Sec& Unsec 42,441 29,730 29,730
4104 Property Taxes-Penalties/Int. 15,269 2,970 2,970 ,
4401 Interest Earnings 21,218 21,750 20,500
4402 Unrealized Gain 18,541 0 0
4554 Park Maintenance Fees 0 0 1,490 I
8001 Transfer In-General Fund 301,440 301,440 328,570
TOTAL 131 - LMD#2 VICTORIA $ 3,545,984 $ 3,473,870 $ 3,556,260
132- LMD#3A HYSSOP I
4101 Property Taxes-CY Secured $ 3,724 $ 3,720 $ 3,670
4401 Interest Earnings 430 420 440
4402 Unrealized Gain 275 0 0 I
TOTAL 132- LMD#3A HYSSOP $ 4,429 $ 4,140 $ 4,110
133-LMD#3B MEDIANS
4101 Property Taxes-CY Secured $ 985,275 $ 988,000 $ 1,024,630
I
4103 Property Taxes-PY Sec& Unsec 21,441 9,730 9,730
4104 Property Taxes-Penalties/Int. 14,161 970 970
4216 Parking Permits 0 234,540 240,000 I
4401 Interest Earnings 5,350 7,040 8,650
4402 Unrealized Gain 4,828 0 0
4901 Other Revenue 0 340 340
TOTAL 133- LMD#3B MEDIANS $ 1,031,054 $ 1,240,620 $ 1,284,320
134-LMD#4R TERRA VISTA
4101 Property Taxes-CY Secured $ 2,539,281 $ 2,552,410 $ 2,788,600 I
4103 Property Taxes-PY Sec& Unsec 9,182 25,480 12,500
4104 Property Taxes-Penalties/Int. 2,733 2,550 1,250
4401 Interest Earnings 28,084 27,080 38,910 '
4402 Unrealized Gain 21,773 0 0
4554 Park Maintenance Fees 0 0 2,080
TOTAL 134- LMD#4R TERRA VISTA $ 2,601,053 $ 2,607,520 $ 2,843,340
I i,c,11 1'k:di 201 1(, \�I(Ihtod I�uLl��•1 Page 104 I` .;'j
•
1 City of Rancho Cucamonga
Revenue Detail
I All Funds
Fiscal Year 2015/16 Adopted Budget
I 2014/15 2015/16
2013/14 Adopted Adopted
Actual Budget Budget
135- LMD#5 ANDOVER
I4101 Property Taxes-CY Secured $ 2,493 $ 2,490 $ 2,460
4401 Interest Earnings 815 630 780
4402 Unrealized Gain 509 0 0
ITOTAL 135- LMD#5 ANDOVER $ 3,817 $ 3,120 $ 3,240
136- LMD#6R CARYN COMMUNITY
I 4101 Property Taxes-CY Secured $ 453,564 $ 452,640 $ 464,730
4103 Property Taxes-PY Sec&Unsec 3,967 4,470 3,500
4104 Property Taxes-Penalties/Int. 1,054 470 350
4401 Interest Earnings 0 0 1 8,810
I4402 Unrealized Gain 1,403 0 0
TOTAL 136- LMD#6R CARYN COMMUNITY $ 459,988 $ 457,580 $ 487,390
I 137- LMD#7 NORTH ETIWANDA
4101 Property Taxes-CY Secured $ 852,670 $ 844,070 $ 902,420
4103 Property Taxes-PY Sec&Unsec 9,374 8,610 8,610
I 4104 Property Taxes-Penalties/Int. 1,915 860 860
4401 Interest Earnings 7,963 7,070 6,910
4402 Unrealized Gain 6,134 0 0
4419 Other Rental/Lease Income 22,659 15,000 25,660
I 4554 Park Maintenance Fees 0
414 0 540
8868 Transfer In-Fund 868 4 50,000 50,000
TOTAL 137- LMD#7 NORTH ETIWANDA $ 901,129 $ 925,610 $ 995,000
I138- LMD#8 SOUTH ETIWANDA
4101 Property Taxes-CY Secured $ 32,367 $ 31,830 $ 32,340
4103 Property Taxes-PY Sec& Unsec 152 290 350
I
4104 Property Taxes-Penalties/Int. 17 30 30
4401 Interest Earnings 620 600 690
4402 Unrealized Gain 385 0 0
ITOTAL 138- LMD#8 SOUTH ETIWANDA $ 33,541 $ 32,750 $ 33,410
139- LMD#9 LOWER ETIWANDA
I 4101 Property Taxes-CY Secured $ 166,682 $ 165,940 $ 169,810
4103 Property Taxes-PY Sec& Unsec 3,867 3,790 3,790
4104 Property Taxes-Penalties/Int. 995 380 380
4401 Interest Earnings 22,258 23,720 23,570
I 4402 Unrealized Gain 17,124 0 0
4554 Park Maintenance Fees 0 0 1,500
TOTAL 139- LMD#9 LOWER ETIWANDA $ 210,927 $ 193,830 $ 199,050
r140- LMD#10 RANCHO ETIWANDA
4101 Property Taxes-CY Secured $ 470,157 $ 483,410 $ 548,210
I 4103 Property Taxes-PY Sec& Unsec 6,165 4,770 4,770
4104 Property Taxes-Penalties/Int. 1,495 470 470
4401 Interest Earnings 8,632 9,010 9,130
4402 Unrealized Gain 6,918 0 0
1 4554 Park Maintenance Fees 0 0 4,740
�'i
Fiscal Year 2015/16 Adapted Budget ['age 105 L. .:=_I
•-.•
City of Rancho Cucamonga I
Revenue Detail
All Funds
I
Fiscal Year 2015/16 Adopted Budget
2014/15 2015/16 I
2013/14 Adopted Adopted
Actual Budget Budget
4901 Other Revenue 2,364 200 200 1
TOTAL 140- LMD#10 RANCHO ETIWANDA $ 495,733 $ 497,860 $ 567,520
150-GENERAL CITY STREET LIGHTS
4401 Interest Earnings $ 676 $ 680 $ 800 '
4402 Unrealized Gain 413 0 0
TOTAL 150-GENERAL CITY STREET LIGHTS $ 1,089 $ 680 $ 800
151 -SLD#1 ARTERIAL I
4101 Property Taxes-CY Secured $ 781,490 $ 768,400 $ 815,910
4103 Property Taxes-PY Sec& Unsec 8,758 7,850 7,850 I
4104 Property Taxes-Penalties/Int. 3,462 790 790
4401 Interest Earnings 8,466 9,080 9,320
4402 Unrealized Gain 6,753 0 0
4808 Developer Energizing Fee 1,532 2,800 2,800 I
TOTAL 151 -SLD#1 ARTERIAL $ 810,462 $ 788,920 $ 836,670
152-SLD#2 RESIDENTIAL I
4101 Property Taxes-CY Secured $ 348,450 $ 342,070 $ 364,260
4103 Property Taxes-PY Sec& Unsec 4,127 3,480 3,480
4104 Property Taxes-Penalties/Int. 1,138 350 350 I
4402 Unrealized Gain 316 0 0
4808 Developer Energizing Fee 5,868 120 120
8170 Transfer In-Gas Tax 0 0 350,170
8172 Transfer In-Gas Tax 0 240,540 0 ,
TOTAL 152-SLD#2 RESIDENTIAL $ 359,899 $ 586,560 $ 718,380
153-SLD#3 VICTORIA '
4101 Property Taxes-CY Secured $ 347,615 $ 341,060 $ 349,510
4103 Property Taxes-PY Sec& Unsec 4,769 3,510 3,510
4104 Property Taxes-Penalties/Int. 1,715 350 350
4401 Interest Earnings 10,159 11,200 13,680 I
4402 Unrealized Gain 7,084 0 0
4808 Developer Energizing Fee 342 0 0
TOTAL 153-SLD#3 VICTORIA $ 371,684 $ 356,120 $ 367,050 I
154-SLD#4 TERRA VISTA
4101 Property Taxes-CY Secured $ 158,869 $ 155,200 $ 174,940
4103 Property Taxes-PY Sec&Unsec 674 1,600 1,600
4104 Property Taxes-Penalties/Int. 234 160 160
4401 Interest Earnings 4,793 4,760 5,840
4402 Unrealized Gain 3,164 0 0 I
4808 Developer Energizing Fee 31 1 0 0
TOTAL 154-SLD#4 TERRA VISTA $ 168,045 $ 161,720 $ 182,540
155-SLD#5 CARYN COMMUNITY
I
4101 Property Taxes-CY Secured $ 43,818 $ 42,870 $ 43,600
4103 Property Taxes-PY Sec& Unsec 419 440 440
4104 Property Taxes-Penalties/Int. 126 40 40 ,
� \
kcal 1 ear 201 5 16 .\Jollied I3ud iet Page 106 L•,: J
ICity of Rancho Cucamonga
Revenue Detail
I All Funds
Fiscal Year 2015/16 Adopted Budget
' 2014/15 2015/16
2013/14 Adopted Adopted
Actual Budget Budget
4401 Interest Earnings 109 20 0
I4402 Unrealized Gain 165 0 0
TOTAL 155-SLD#5 CARYN COMMUNITY $ 44,636 $ 43,370 $ 44,080
' 156-SLD#6 INDUSTRIAL AREA
4101 Property Taxes-CY Secured $ 128,385 $ 127,620 $ 134,310
4103 Property Taxes-PY Sec& Unsec 3,130 1,300 1,300
I 4104 Property Taxes-Penalties/Int. 2,066 130
3 130
4401 Interest Earnings 3,616 ,600 4,510
4402 Unrealized Gain 2,297 0 0
I TOTAL 156-SLD#6 INDUSTRIAL AREA $ 139,494 $ 132,650 $ 140,250
157-SLD#7 NORTH ETIWANDA
4101 Property Taxes-CY Secured $ 118,807 $ 117,840 $ 124,360
I 4103 Property Taxes-PY Sec& Unsec 1,395 1,200 1,200
4104 Property Taxes-Penalties/Int. 296 120 120
4401 Interest Earnings (574) 0 0
4402 Unrealized Gain (96) 0 0
I
4808 Developer Energizing Fee 2,476 0 0
8174 Transfer In-Fund 174 83,710 81,950 105,100
TOTAL 157-SLD#7 NORTH ETIWANDA $ 206,015 $ 201,110 $ 230,780
I
158-SLD#8 SOUTH ETIWANDA
4101 Property Taxes-CY Secured $ 68,350 $ 67,990 $ 69,550
I 4103 Property Taxes-PY Sec& Unsec 1,199 1,330 1,330
4104 Property Taxes-Penalties/Int. 269 130 130
4401 Interest Earnings 21,952 19,320 23,600
4402 Unrealized Gain 15,419 0 0
1 4808 Developer Energizing Fee 1,629 0 0
TOTAL 158-SLD#8 SOUTH ETIWANDA $ 108,817 $ 88,770 $ 94,610
I 170-GAS TAX 2105/PROP111
4401 Interest Earnings $ 16,208 $ 18,420 $ 32,350
4402 Unrealized Gain 11,554 0 0
I 4720 Gas Tax 2105-Prop 1 I I 1,205,758 859,480 1,022,120
4745 Other Intergov'tl Reimbursemnt 3,367 0 0
TOTAL 170-GAS TAX 2I05/PROP111 $ 1,236,887 $ 877,900 $ 1,054,470
I 172-GAS TAX 2106-2107
4401 Interest Earnings $ 2,151 $ 0 $ 0
4402 Unrealized Gain 3,741 0 0
I 4721 State Gas Tax-2106 574,798
1 673,680 531,760
4722 State Gas Tax 2107 1,289,842 1,056,070 1,397,430
4723 State Gas Tax-2I07.5 10,000 10,000 10,000
' TOTAL 172-GAS TAX 2106-2107 $ 1,880,532 $ 1,739,750 $ 1,939,190
174 GAS TAX R&T7360
4401 Interest Earnings $ 39,650 $ 40,490 $ 43.230
1 4402 Unrealized Gain 25,569 0 0
I.iseal Year 2(115'16 Adopted Budget Pare 1(17 L,': J -
•.
City of Rancho Cucamonga
I
Revenue Detail
All Funds
I
Fiscal Year 2015/16 Adopted Budget
2014/15 2015/16 ,
2013/14 Adopted Adopted
Actual Budget Budget
4725 Gas Tax R&T7360 2,469,925 1,870,220 887,550
TOTAL 174-GAS TAX R&T7360 $ 2,535,145 $ 1,910,710 $ 930,780
176-MEASURE 1 1990-2010
4401 Interest Earnings $ 16,145 $ 13,930 $ 15,830 I
4402 Unrealized Gain 11,471 0 0
TOTAL 176- MEASURE 1 1990-2010 $ 27,616 $ 13,930 $ 15,830
177-MEASURE 1 2010-2040
1
4401 Interest Earnings $ 35,896 $ 38,980 $ 43,630
4402 Unrealized Gain 21,498 0 0
4715 Measure I Local St Allotment 2,322,077 2,621,000 2,570,450
TOTAL 177- MEASURE 1 2010-2040 $ 2,379,471 $ 2,659,980 $ 2,614,080
178-SB 140
4402 Unrealized Gain $ 220 $ 0 $ 0
TOTAL 178-SB 140 $ 220 $ 0 $ 0
182-AB 2928 TRAFFIC CONGEST RELIEF
I
4402 Unrealized Gain $ 1,843 $ 0 $ 0
TOTAL 182-AB 2928 TRAFFIC CONGEST RELIEF $ 1,843 $ 0 $ 0 I
186- FOOTHILL BLVD MAINTENANCE
4402 Unrealized Gain $ 124 $ 0 $ 0
TOTAL 186- FOOTHILL BLVD MAINTENANCE $ 124 $ 0 $ 0 I
188- INTEGRATED WASTE MANAGEMENT
4134 Integrated Waste Mgmt Fee $ 1,224,294 $ 1,122,190 $ 1,237,000
4220 Other Licenses& Permits 950 0 1,500
4401 Interest Earnings 15,766 17,340 22,280
4402 Unrealized Gain 11,540 0 0
4590 Administrative Fee-C&D Program 24,000 15,000 24,000 I
4901 Other Revenue 1,890 0 24,000
TOTAL 188- INTEGRATED WASTE MANAGEMENT $ 1,278,440 $ 1,154,530 $ 1,308,780
190-PROP 42-TRAFFIC CONGESTION MIT I
4401 Interest Earnings $ 3,651 $ 5,280 $ 3,730
4402 Unrealized Gain 5,460 0 0
TOTAL 190-PROP 42-TRAFFIC CONGESTION MIT $ 9,112 $ 5,280 $ 3,730 I
194- PROPOSITION 1B STATE FUNDING
4401 Interest Earnings $ 2,340 $ 2,360 $ 2,790 III
4402 Unrealized Gain 1,458 0 0
TOTAL 194- PROPOSITION 1B STATE FUNDING $ 3,798 $ 2,360 $ 2,790
195-STATE ASSET SEIZURE
I
4401 Interest Earnings $ 0 $ 0 $ 1,100
4402 Unrealized Gain 2,462 0 0
4740 Grant Income 6,830 0 0 1
1 kcal Year :201 1() .Advpied liiit.let I',i12c 1 ON ..�
1 City of Rancho Cucamonga
Revenue Detail
I All Funds
Fiscal Year 2015/16 Adopted Budget
I 2014/15 2015/16
2013/14 Adopted Adopted
Actual Budget Budget
TOTAL 195-STATE ASSET SEIZURE $ 9,292 $ 0 $ 1,100
196-CA ASSET SEIZURE 15%
4401 Interest Earnings $ 11 $ 0 $ 30
I 4740 Grant Income 1,205 0 0
TOTAL 196-CA ASSET SEIZURE 15% $ 1,216 $ 0 $ 30
197- FEDERAL ASSET SEIZURE
4401 Interest Earnings $ 1,408 $ 1,160 $ 760
4402 Unrealized Gain 894 0 0
I TOTAL 197- FEDERAL ASSET SEIZURE $ 2,302 $ 1,160 $ 760
198-CITYWIDE INFRASTRUCTURE IMPRV
4401 Interest Earnings $ 44,682 $ 62,370 $ 91,220
I 4402 Unrealized Gain 22,337
1 0
4,000,000 0
4745 Other Intergov'tl Reimbursemnt 1,999,129 ,000,000 3,389,190
4901 Other Revenue 366,010 0 0
491 1 Reimbursement from Other Funds 269,747 0 0
I
TOTAL 198-CITYWIDE INFRASTRUCTURE IMPRV $ 2,701,904 $ 4,062,370 $ 3,480,410
204-COMMUNITY DEVELOPMENT BLK GRNT
I 4740 Grant Income $ 670,236 $ 862,700 $ 1,069,350
4741 Program Income 354,345 350,000 350,000
TOTAL 204-COMMUNITY DEVELOPMENT BLK GRNT $ 1,024,581 $ 1,212,700 $ 1,419,350
I209- FEDERAL SAFETEA-LU
4740 Grant Income $ 0 $ 0 $ 3,951,810
I TOTAL 209- FEDERAL SAFETEA-LU $ 0 $ 0 $ 3,951,810
211 - PROP 1B-SLPP
4740 Grant Income $ 0 $ 0 $ 1,000,000
TOTAL 211 - PROP 1B-SLPP $ 0 $ 0 $ I,000,000
215- ENRGY EFFICNCY/CONSRVATN GRNT
I 4402 Unrealized Gain $ 110 $ 0 $ 0
TOTAL 215- ENRGY EFFICNCY/CONSRVATN GRNT $
110 $ 0 $ 0
218-PUBLIC RESRCE GRNTS/HEALTHY RC
I 4402 Unrealized Gain $ 316 $ 0 $ 0
4740 Grant Income 71,334 63,170 63,170
4905 Contributions/Fundraising 288,163 332,110 332,110
I 4914 Non-Abated Reimbursements 515 0 0
TOTAL 218- PUBLIC RESRCE GRNTS/HEALTHY RC $ 360,328 $ 395,280 $ 395,280
225-CA RECYC/LITTER REDUCTION GRNT
I 4402 Unrealized Gain $ 316 $ 0 $ 0
4740 Grant Income 32,120 44,300 44,700
TOTAL 225-CA RECYC/LITTER REDUCTION GRNT $ 32,437 $ 44,300 $ 44,700
I
I.iscal Year 21)15`16 Adopted 13udget Page 109 L, J
City of Rancho Cucamonga
I
Revenue Detail
All Funds
I
Fiscal Year 2015/16 Adopted Budget
2014/15 2015/16 1
2013/14 Adopted Adopted
Actual Budget Budget
226- USED OIL RECYCLING GRANT
4402 Unrealized Gain S 399 $ 0 $ 0
4740 Grant Income 233 0 0
TOTAL 226-USED OIL RECYCLING GRANT $ 632 $ 0 $ 0
227- USED OIL RECYCLING PROGRAM '
4401 Interest Earnings $ (205) $ 0 $ 0
4740 Grant Income 48,401 48,230 47,840 i
TOTAL 227-USED OIL RECYCLING PROGRAM $ 48,196 $ 48,230 $ 47,840 II
234-SAFE ROUTES TO SCHOOL PROGRAM
4740 Grant Income $ 53,187 $ 0 $ 148,560 I
TOTAL 234-SAFE ROUTES TO SCHOOL PROGRAM $ 53,187 $ 0 $ 148,560
235- PROP 84 PARK BOND ACT II 4740 Grant Income $ 0 $ 283,500 $ 3,544,360
TOTAL 235- PROP 84 PARK BOND ACT $ 0 $ 283,500 $ 3,544,360
239- FEDERAL GRANT FUNDS-DREIER
4402 Unrealized Gain $ 83 $ 0 $ 0
TOTAL 239- FEDERAL GRANT FUNDS-DREIER $ 83 $ 0 $ 0 t ii
250- RECREATION SERVICES
4401 Interest Earnings 22,163 22,400 29,650
4402 Unrealized Gain 16,918 0 0
I
4419 Other Rental/Lease Income 959,537 908,280 1,020,670
4520 Recreation Fees 2,095,729 2,276,850 2,064,100
4522 Processing Fees 63,601 62,150 59,570 ,
4523 Web Sales Fees 3,964 0 0
4571 Sale of Taxable Items 28,900 28,500 28,500
4581 Ticket Sales 615,714 575,250 749,020
4586 Advertising Revenue 5,600 7,400 7,400 I
4588 Theatre Rental Ticket Sales 16,927 0 0
4901 Other Revenue 160,984 183,600 198,180
4905 Contributions/Fundraising 334,831 282,580 273,010 '
4914 Non-Abated Reimbursements 14,688 20,000 20,000
8258 Transfer In- Fund 258 1,822 0 0
8271 Transfer In-Fund 271 65 0 0
TOTAL 250- RECREATION SERVICES $ 4,341,445 $ 4,367,010 $ 4,450,100 I
258-SENIOR OUTREACH GRANT
4740 Grant Income $ 6,920 $ 6,920 $ 0 I
TOTAL 258-SENIOR OUTREACH GRANT $ 6,920 $ 6,920 $ 0
271 -COUNTY SENIOR TRANSPORT.GRANT I
4401 Interest Earnings $ 1 $ 0 $ 0
TOTAL 271 -COUNTY SENIOR TRANSPORT.GRANT $ 1 $ 0 $ 0
272- FREEDOM COURTYARD RSRC GRANTS - I
I kc•a1 1"c.0 20 1 1 h :'work,' Iiii,l2cl Page 110 L,..,.•_1
ICity of Rancho Cucamonga
Revenue Detail
I All Funds
Fiscal Year 2015/16 Adopted Budget
I 2014/15 2015/16
2013/14 Adopted Adopted
Actual Budget Budget
I 4401 Interest Earnings (556) 0 20
4740 Grant Income 153,570 0 0
TOTAL 272- FREEDOM COURTYARD RSRC GRANTS $ 153,014 $ 0 $ 20
I 290- LIBRARY FUND
4101 Property Taxes-CY Secured $ 3,081,115 $ 3,166,790 $ 3,490,120
4102 Property Taxes-CY Unsecured 83,497 81,760 89,930
I 4103 Property Taxes-PY Sec&Unsec 49,503 30,480 55,270
4105 Property Taxes-Supplemental 98,425 81,410 79,110
4106 Property Taxes-Unitary 0 0 26,440
4112 Property Tax- Post RDA 140,340 0 0
1 4113 Property Tax- Post RDA Res BIc 0 140,340 140,340
4312 Library Fines and Fees 183,812 180,000 180,000
4401 Interest Earnings 45,882 48,800 63,750
I 4402 Unrealized Gain 37,563 0
9000 0
4410 Media Rentals 86,256 , 0 90,000
4515 Information Service Fees 656 500 800
I 4565 Passport Processing Fees 93,815 75,000 75,000
4567 Passport Photo Fees 21,812 18,000 18,000
4570 Sale of Printed Materials 25,189 24,000 24,000
4740 Grant Income 14,016 15,000 20,000
I 4901 Other Revenue 0
115 420
130 420
4907 Private Contributions Library ,000 ,000 130,000
4909 RC Library Foundation Support 0 20,000 10,000
ITOTAL 290- LIBRARY FUND $ 4,076,882 $ 4,102,500 $ 4,493,180
291 -CA STATE LIBRARY
4402 Unrealized Gain $ 151 $ 0 $ 0
1
4740 Grant Income 148,512 0 25,000
TOTAL 291 -CA STATE LIBRARY $ 148,663 $ 0 $ 25,000
I 292-STAFF INNOVATION FD(CA ST LB)
4103 Property Taxes-PY Sec&Unsec $ 3,674 $ 0 $ 0
4401 Interest Earnings 1,668 0 2,820
I 4402 Unrealized Gain 399
120 0 0
4740 Grant Income ,388 0 60,370
TOTAL 292-STAFF INNOVATION FD(CA ST LB) $ 126,129 $ 0 $ 63,190
I 301 -THE BIG READ LIBRARY GRANT
4402 Unrealized Gain $ 124 $ 0 $ 0
4740 Grant Income 0 0 20,000
I 4909 RC Library Foundation Support
TO 0 0 10,000
TOTAL 301 -THE BIG READ LIBRARY GRANT $ 124 $ 0 $ 30,000
302-LIBRARY SERVICES&TECH. ACT
1 4402 Unrealized Gain $ 220 $ 0 $ 0
TOTAL 302- LIBRARY SERVICES&TECH. ACT $ 220 $ 0 $ 0
I310- PUBLIC LIBRARY BOND ACT-2000
_
1 iscal Year 2015/16 Adopted 13udgct Page 1 1 1 b J
.-s.
City of Rancho Cucamonga I
Revenue Detail
All Funds 1
Fiscal Year 2015/16 Adopted Budget
2014/15 2015/16 I
2013/14 Adopted Adopted
Actual Budget Budget
4402 Unrealized Gain $ 193 $ 0 $ 0
4740 Grant Income 7 0 0
TOTAL 310-PUBLIC LIBRARY BOND ACT-2000 $ 199 $ 0 $ 0
329-LIBRARY CAPITAL FUND I
4401 Interest Earnings $ 5,279 $ 0 $ 10,120
4402 Unrealized Gain 3,164 0 0
8001 Transfer In-General Fund 500,000 0 0 I
TOTAL 329- LIBRARY CAPITAL FUND $ 508,443 $ 0 $ 10,120
354-COP'S PROGRAM GRANT-STATE I
4402 Unrealized Gain $ 2,462 $ 0 $ 0
4740 Grant Income 329,245 200,000 200,000
TOTAL 354-COP'S PROGRAM GRANT-STATE $ 331,707 $ 200,000 $ 200,000
356-JUSTICE ASSIST GRNT(JAG)ARRA 111
4401 Interest Earnings $ (37) $ 70 $ 0
4402 Unrealized Gain 358 0 0 I
4740 Grant Income 1,398 0 0
TOTAL 356-JUSTICE ASSIST GRNT(JAG)ARRA $ 1,719 $ 70 $ 0
361 -JUSTICE ASSISTANCE GRANT(JAG) I
4402 Unrealized Gain $ 674 $ 0 $ 0
4740 Grant Income 88,224 23,460 23,460
TOTAL 361 -JUSTICE ASSISTANCE GRANT(JAG) $ 88,898 $ 23,460 $ 23,460 I
370-OTS-"DRINK,DRIVE,LOSE" GRANT
4402 Unrealized Gain $ 96 $ 0 $ 0
TOTAL 370-OTS-"DRINK,DRIVE,LOSE" GRANT $ 96 $ 0 $ 0 1
373-COPS SECURE OUR SCHOOLS GRANT
4402 Unrealized Gain $ 28 $ 0 $ 0 I
4740 Grant Income (1,850) 0 0
8017 Transfer In-Law Enforcment Rsv 12,720 0 0
TOTAL 373-COPS SECURE OUR SCHOOLS GRANT $ 10,898 $ 0 $ 0 I
374-COPS HIRING PROGRAM GRANT
4740 Grant Income $ 50,000 $ 39,720 $ 12,500
8001 Transfer In-General Fund 75,000 116,960 150,730
TOTAL 374-COPS HIRING PROGRAM GRANT $ 125,000 $ 156,680 $ 163,230
380-HOMELAND SECURITY GRANT-FIRE I
4402 Unrealized Gain $ 28 $ 0 $ 0
4740 Grant Income 40,006 49,760 35,000
TOTAL 380- HOMELAND SECURITY GRANT-FIRE $ 40,033 $ 49,760 $ 35,000
I
381 -HOMELAND SECURITY GRANT-POLICE
4740 Grant Income $ 0 $ 0 $ 20
1
I isc;il Yca1 201 I N .V.IOIp1ccl Bud:2cl 1'upc 1 12 J
ICity of Rancho Cucamonga
Revenue Detail
I All Funds
Fiscal Year 2015/16 Adopted Budget
I 2014/15 2015/16
2013/14 Adopted Adopted
Actual Budget Budget
TOTAL 381 - HOMELAND SECURITY GRANT-POLICE $ 0 $ 0 $ 20
I 396-HOUSING SUCCESSOR AGENCY
4401 Interest Earnings $ 0 $ 0 $ 44,850
I 4901 Other Revenue 0 0 12,000
8623 Transfer In-2007 Housing Bonds 0 0 4,173,410
TOTAL 396-HOUSING SUCCESSOR AGENCY $ 0 $ 0 $ 4,230,260
I600-AD 82-1 6TH ST INDUSTRIAL
4401 Interest Earnings $ 127 $ 120 $ 150
4402 Unrealized Gain 69 0 0
ITOTAL 600-AD 82-1 6TH ST INDUSTRIAL $ 196 $ 120 $ 150
602-AD 84-1 DAY CREEK/MELLO
I 4401 Interest Earnings $ 9,873 $ 11,010 $ 12,960
4402 Unrealized Gain 6,822 0 0
TOTAL 602-AD 84-1 DAY CREEK/MELLO $ 16,696 $ 11,010 $ 12,960
I 610-CFD 2000-03 RANCHO SUMMIT
4402 Unrealized Gain 110 0 0
8858 Transfer in fr Fund 858 2 0 0
ITOTAL 610-CFD 2000-03 RANCHO SUMMIT $ 112 $ 0 $ 0
612-CFD 2001-01
I 4401 Interest Earnings $ 4,801 $ 4,850 $ 5,720
4402 Unrealized Gain 3,012 0 0
TOTAL 612-CFD 2001-01 $ 7,813 $ 4,850 $ 5,720
I 614-CFD 2003-01 PROJECT FUND
4401 Interest Earnings $ 10 $ 0 $ 0
4402 Unrealized Gain 28 0 0
ITOTAL 614-CFD 2003-01 PROJECT FUND $ 38 $ 0 $ 0
615-CFD 2003-01 CULTURAL CENTER
4401 Interest Earnings $ 11 $ 0 $ 0
I
TOTAL 615-CFD 2003-01 CULTURAL CENTER $ 11 $ 0 $ 0
617-CFD 2004-01 RANCHO ETIWANDA ES
I 4401 Interest Earnings $ 122 $ 50 $ 60
4402 Unrealized Gain 28 0 0
8820 Transfer in fr Fund 820 187,804 0 0
ITOTAL 617-CFD 2004-01 RANCHO ETIWANDA ES $ 187,953 $ 50 $ 60
680-CFD 2006-01 VINTNER'S GROVE
4401 Interest Earnings $ 79 $ 10 $ 20
I
TOTAL 680-CFD 2006-01 VINTNER'S GROVE $ 79 $ 10 $ 20
681 -CFD 2006-02 AMADOR ON ROUTE 66
' 4401 Interest Earnings $ 59 $ 60 $ 70
I iscal Year 21115'16 Adopted liudgct Page 113 L,
City of Rancho Cucamonga I
Revenue Detail
All Funds
I
Fiscal Year 2015/16 Adopted Budget
2014/15 2015/16
I
2013/14 Adopted Adopted
Actual Budget Budget
4402 Unrealized Gain 28 0 0 ,
TOTAL 681 -CFD 2006-02 AMADOR ON ROUTE 66 $ 87 $ 60 $ 70
700-SPORTS COMPLEX
4126 Admissions Tax $ 103,308 $ 90,000 $ 90,000
I
4402 Unrealized Gain 564 0 0
4411 Special Event Rental 9,650 8,500 7,000
4419 Other Rental/Lease Income 75,061 56,390 60,120 I
4426 Stadium Lease-Minimum Rent 83,000 88,000 93,000
4520 Recreation Fees 220,931 261,550 129,430
4562 Maintenance Fees 241 8,000 8,000 I
4580 Stadium Security Reimbursement 34,150 34,150 34,150
4583 Baseball Security Reimb. 45,057 47,320 47,320
4901 Other Revenue (10,364) 4,580 0
8001 Transfer In-General Fund 1,388,180 1,927,790 2,223,290 I
TOTAL 700-SPORTS COMPLEX $ 1,949,778 $ 2,526,280 $ 2,692,310
702-REGIS CONNECT I
4401 Interest Earnings $ 5 $ 0 $ 450
4670 REGIS Connect Service Fees 58,949 104,500 39,150
TOTAL 702- REGIS CONNECT $ 58,954 $ 104,500 $ 39,600 I
705-MUNICIPAL UTILITY
4401 Interest Earnings $ 62,718 $ 52,210 $ 108,110
4402 Unrealized Gain 33,176 0 0 I
4601 Monthly Srvc Fee-Electric Util 519,453 436,240 554,000
4602 Commodity Fee-Electric Util. 9,946,662 10,568,720 10,600,000
4603 New Srvc Activation Fee-Util. 7,476 45,100 25,000 I
4604 Dist Line Ext Fee-Elec Utility 326,060 252,490 600,000
4605 Wholesale Energy Sales&Cntrt 124,309 93,710 150,000
4608 Standby Demand Fee 7,610 91,320 91,320
4610 Late Fee-Electric Utility 9,614 5,260 10,000
I
4735 ARB-Cap and Trade Revenue 61,429 279,000 461,000
4901 Other Revenue 27,234 29,630 10,000
4915 Bad Debt Recovery 6,629 0 0 I
TOTAL 705- MUNICIPAL UTILITY $ 11,132,373 $ 11,853,680 $ 12,609,430
706-UTILITY PUBLIC BENEFIT FUND
4401 Interest Earnings $ 7,695 $ 5,520 $ 8,360 I
4402 Unrealized Gain 5,254 0 0
4609 Public Benefit Fund-Elec Util 272,318 296,460 317,890
4901 Other Revenue 20,000 0 0 I
8705 Transfer In-Municipal Utility 75,000 0 0
TOTAL 706- UTILITY PUBLIC BENEFIT FUND $ 380,267 $ 301,980 $ 326,250
707-MUNICIPAL DEPARTING LOAD FUND t
4401 Interest Earnings $ 193 $ 0 $ 0
4402 Unrealized Gain 110 0 0
I
Fiscal Year 2015 10 Adopted Budget l'u�t2e 1 I4 L, ,=J
ICity of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2015/16 Adopted Budget
I 2014/15 2015/16
2013/14 Adopted Adopted
Actual Budget Budget
TOTAL 707- MUNICIPAL DEPARTING LOAD FUND $ 303 $ 0 $ 0
708-RCMU CAPITAL REPLACEMENT FUND
4401 Interest Earnings $ 16,246 $ 16,810 $ 30,490
I 4402 Unrealized Gain 10,440 0 0
4602 Commodity Fee-Electric Util. 750 0 0
TOTAL 708- RCMU CAPITAL REPLACEMENT FUND $ 27,436 $ 16,810 $ 30,490
712- EQUIPNEHICLE REPLACEMENT
4401 Interest Earnings $ 79,151 $ 82,390 $ 94,950
4402 Unrealized Gain 48,539 0 0
TOTAL 712- EQUIPNEHICLE REPLACEMENT $ 127,690 $ 82,390 $ 94,950
714-COMP EQUIP/TECH REPLCMENT FUND
I 4401 Interest Earnings $ 33,053 $ 33,250 $ 24,970
4402 Unrealized Gain 21,924 0 0
4419 Other Rental/Lease Income 24,624 24,200 70,270
4540 lntragovernmental User Fees 40,000 1 15,000 330,680
I
4911 Reimbursement from Other Funds 45,680 45,680 65,680
8001 Transfer In General Fund 443,583 0 0
8020 Transfer In-Fund 020 135,070 135,070 135,070
8124 Transfer In-Transportation Fd 0 0 7,850
TOTAL 714- COMP EQUIP/TECH REPLCMENT FUND $ 743,934 $ 353,200 $ 634,520
I 838-AD 91-2 REDEMPTION-DAY CANYON
4101 Property Taxes-CY Secured $ 31,936 $ 31,290 $ 31,290
4103 Property Taxes-PY Sec& Unsec 139 320 320
4104 Property Taxes-Penalties/Int. 20 30 30
4401 Interest Earnings 1,038 960 880
4402 Unrealized Gain 784 0 0
TOTAL 838-AD 91-2 REDEMPTION-DAY CANYON $ 33,917 $ 32,600 $ 32,520
I840-AD 91-2 RESERVES- DAY CANYON
4419 Other Rental/Lease Income 1,957 0 0
ITOTAL 840-AD 91-2 RESERVES-DAY CANYON $ 1,957 $ 0 $ 0
848-PD 85 REDEMPTION FUND
4101 Property Taxes-CY Secured $ 1,122,679 $ 1,1 16,910 $ 1,122,210
I 4103 Property Taxes-PY Sec&Unsec 34,487 1 1,500 1 1,500
4104 Property Taxes-Penalties/Int. 6,638 1,500 1,500
4401 Interest Earnings 7,389 8,070 8,310
I 4402 Unrealized Gain 7,482
10 0
107,450 0
4419 Other Rental/Lease Income 1,909 ,450 107,450
4554 Park Maintenance Fees 0 0 5,500
4901 Other Revenue 0 20,750 0
111
8001 Transfer In-General Fund 2,693 0 0
8868 Transfer In Fund 868 44,872 0 0
TOTAL 848- PD 85 REDEMPTION FUND $ 1,328,151 $ 1,266,180 $ 1,256,470
I
1.i seal Year 2615'16 :\dOptccl 1.luc1get I'arc 1 15 [1::::::
•-.•J
City of Rancho Cucamonga I
Revenue Detail
All Funds
I
Fiscal Year 2015/16 Adopted Budget
2014/15 2015/16 I
2013/14 Adopted Adopted
Actual Budget Budget
868-CFD 2000-03 PARK MAINTENANCE ,
4101 Property Taxes-CY Secured $ 352,716 $ 399,490 $ 409,590
4103 Property Taxes-PY Sec& Unsec 5,505 3,600 3,600
4104 Property Taxes-Penalties/Int. 340 360 360
4401 Interest Earnings 5,469 4,910 3,860 I
4402 Unrealized Gain 4,883 0 0
8001 Transfer In-General Fund 642 0 0
TOTAL 868-CFD 2000-03 PARK MAINTENANCE $ 369,555 $ 408,360 $ 417,410
I
TOTAL CITY OF RANCHO CUCAMONGA $ 138,683,177 $ 127,562,080 $ 151,813,540
R,C. FIRE PROTECTION DISTRICT I
281 -FIRE FUND
4101 Property Taxes-CY Secured $ 12,945,315 $ 13,076,230 $ 14,729,800 ,
4102 Property Taxes-CY Unsecured 580,100 593,150 649,140
4103 Property Taxes-PY Sec& Unsec 404,608 377,670 389,020
4104 Property Taxes-Penalties/Int. 146,720 148,330 149,070 I
4105 Property Taxes-Supplemental 220,581 118,810 209,400
4106 Property Taxes-Unitary 519,227 525,970 410,940
4110 Homeowners Exemption 170,182 170,180 170,660
4112 Property Tax-Post RDA 3,704,614 5,686,170 5,897,730 I
4211 Fire Permits 87,174 30,000 19,880
4309 False Alarm Fees 1,425 3,000 3,000
4313 Other Fines& Forfeitures (2,400) 2,200 3,200 '
4316 Weed Abatement 18,561 34,600 37,000
4401 Interest Earnings 237,724 231,530 248,330
4402 Unrealized Gain (6,150) 0 0
4419 Other Rental/Lease Income 88,580 85,060 88,920 t
4440 Sale of Fixed Assets 18,358 0 0
4501 Plan Check Fees 46,441 75,000 10,000
4510 Engineering Fees 110 0 0 t
4546 FSD Fees 440 140 140
4548 D.U.I. Recovery 0 280 280
4549 Hazmat Recovery 0 900 900 I
4551 Fire Setters Recovery 330 500 500
4553 Fire Maintenance Fees 4,473 2,000 2,000
4901 Other Revenue 8,801 11,400 11,400
4905 Contributions/Fundraising 0 3,000 0 1
4913 State Mandate Reimbursement 6 0 17,580
4914 Non-Abated Reimbursements 411,955 210,300 390,690
4916 Reimbursement from OPEB Trust 335,616 507,270 775,560
TOTAL 281 -FIRE FUND $ 19,942,792 $ 21,893,690 $ 24,215,140
282-COMMUNITY FACILITIES DIST 85-1 I
4101 Property Taxes-CY Secured $ 6,068,814 $ 6,129,670 $ 5,906,400
4103 Property Taxes-PY Sec& Unsec 118,118 46,060 76,750
4104 Property Taxes-Penalties/Int. 21,592 21,970 17,910
4401 Interest Earnings 29,168 30,200 27,050 I
4402 Unrealized Gain 39,992 0 0
//7\
I i'sc,il Yew' 2015 1(� .Ad pt�(1 Bli ct 1),1L2 ' I 16 �,;�� �
ICity of Rancho Cucamonga
Revenue Detail
I All Funds
Fiscal Year 2015/16 Adopted Budget
I 2014/15 2015/16
2013/14 Adopted Adopted
Actual Budget Budget
4552 CFD Annexation Fees 3,360 3,600 3,600
I4901 Other Revenue (9,323) 0 0
4914 Non-Abated Reimbursements 79,205 30,000 0
TOTAL 282-COMMUNITY FACILITIES DIST 85-1 $ 6,350,925 $ 6,261,500 $ 6,031,710
I283-COMMUNITY FACILITIES DIST 88-1
4101 Property Taxes-CY Secured $ 1,164,759 $ 1,210,560 $ 1,184,330
I 4103 Property Taxes-PY Sec& Unsec 24,649 15,950 13,330
4104 Property Taxes-Penalties/Int. 3,148 3,230 1,220
4402 Unrealized Gain 1,544 0 0
4552 CFD Annexation Fees 560 1,120 1,120
I
4901 Other Revenue 14,561 0 0
4914 Non-Abated Reimbursements 5,128 10,000 0
8281 Transfer In-Fire Fund 817,610 980,660 1,009,850
ITOTAL 283-COMMUNITY FACILITIES DIST 88-1 $ 2,031,960 $ 2,221,520 $ 2,209,850
285- FIRE TECHNOLOGY FEE FUND
I 4401 Interest Earnings $ 149 $ 0 $ 280
4402 Unrealized Gain 7 0 0
4517 Technology Fee-Permit 14,978 17,340 5,000
TOTAL 285- FIRE TECHNOLOGY FEE FUND $ 15,134 $ 17,340 $ 5,280
I288- FIRE PROTECTION CAPITAL FUND
4112 Property Tax-Post RDA $ 7,510,686 $ 6,141,440 $ 5,726,810
I 4401 Interest Earnings 371,983 434,730 481,070
4402 Unrealized Gain 542,010 0 0
TOTAL 288- FIRE PROTECTION CAPITAL FUND $ 8,424,679 $ 6,576,170 $ 6,207,880
I 289- FIRE DISTRICT CAPITAL RESERVE
4401 Interest Earnings $ 10,740 $ 0 $ 0
4402 Unrealized Gain 13,249 0 0
ITOTAL 289- FIRE DISTRICT CAPITAL RESERVE $ 23,989 $ 0 $ 0
TOTAL R.C. FIRE PROTECTION DISTRICT $ 36,789,478 $ 36,970,220 $ 38,669,860
1 TOTAL ALL FUNDS $ 175,472,657 $ 164,532,300 $ 190,483,400
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Fiscal Year 2015/16 Adopted Budget . Page 117 L,'
City of Rancho Cucamonga I
Revenues by Fund
Fiscal Year 2015/16 Adopted Budget
I
2014/15 2015/16
2013/14 Adopted Adopted
I
Actual Budget Budget
CITY OF RANCHO CUCAMONGA
GENERAL FUND
I001 -GENERAL FUND $ 69,696,184 $ 68,900,980 $ 74,205,480
TOTAL GENERAL FUND $ 69,696,184 $ 68,900,980 $ 74,205,480
OTHER GENERAL FUNDS
I
003-REIMB ST/COUNTY PARKING CIT $ 71,309 $ 72,610 $ 72,140
006-CV WD REIMBURSEMENTS 351,069 275,000 309,600
007-CAL TRANS REIMBURSEMENTS (151) 0 0
I
008-CNTY OF S. B. REIMBURSEMENTS 75,351 94,090 98,130
016-COMM DEV TECHNICAL SRVCS FUND 59,476 48,850 53,250
017-LAW ENFORCEMENT RESERVE 1,362,950 69,400 97,340 '
018-TRAFFIC SAFETY 414,597 395,570 433,390
019- INFO TECHNOLOGY-DEVELOPMENT 188,826 160,230 161,420
020-CITY TECHNOLOGY FEE FUND 149,822 135,070 161,430
022-MOBILE HOME PARK PROGRAM 20,466 19,830 20,170 I
023-SBl 186 CERT ACCESS SPEC PROG 6,568 6,570 6,720
025 -CAPITAL RESERVE 3,972,904 433,700 1,513,930
073 -BENEFITS CONTINGENCY 83,814 61,610 55,440 I
TOTAL OTHER GENERAL FUNDS $ 6,756,999 $ 1,772,530 $ 2,982,960
SPECIAL REVENUE I
100- ASSESSMENT DISTRICTS ADMIN $ 1,011,554 $ 1,057,160 $ 1,056,910
101 -AD 93-1 MASI COMMERCE CENTER 164 100 120
105 -AB2766 AIR QUALITY IMPROVEMENT 193,167 229,620 217,120 I
110- BEAUTIFICATION 220,497 10,120 12,070
111 - PARK LAND ACQUISITION 0 0 300,000
112- DRAINAGE FAC/GENERAL 667,755 220,060 477,200
113 -COMMUNITY/REC CENTER DEVELPMNT 0 0 100,000 I
114- DRAINAGE-ETIWANDA/SAN SEVAINE 157,984 38,030 59,850
115 - HENDERSON/WARDMAN DRAINAGE 117,836 0 0
116- ETIWANDA DRAINAGE 324,559 98,760 73,690 '
118- UPPER ETIWANDA DRAINAGE 8,650 5,380 6,550
119-PARK IMPROVEMENT 0 0 150,000
120-PARK DEVELOPMENT 1,226,539 808,680 961,860
122-SOUTH ETIWANDA DRAINAGE 4,940 3,070 4,840 '
123 - LIBRARY IMPACT FEE 0 0 50,350
124-TRANSPORTATION 4,824,502 913,480 3,266,740
125- ANIMAL CENTER IMPACT FEE 0 0 15,010 I
126- LOWER ETIWANDA DRAINAGE 55,985 5,230 6,930
127- POLICE IMPACT FEE 0 0 40,250
128- ETIWANDA NO. EQUESTRIAN FACIL. 22,635 0 7,740 ,
129- UNDERGROUND UTILITIES 743,646 208,920 181,410
130- LMD#1 GENERAL CITY 1,236,640 1,212,700 1,267,300
131 - LMD#2 VICTORIA 3,545,984 3,473,870 3,556,260
132-LMD#3A HYSSOP 4,429 4,140 4,110
133- LMD#3B MEDIANS 1,031,054 1,240,620 1,284,320
134-LMD#4R TERRA VISTA 2,601,053 2,607,520 2,843,340
135 - LMD#5 ANDOVER 3,817 3,120 3,240 '
136- LMD#6R CARYN COMMUNITY 459,988 457,580 X487,390
Fiscal Year 201 5i 16 .'\duplcd Budget - Page 1 18 . .
ICity of Rancho Cucamonga
Revenues by Fund
IFiscal Year 2015/16 Adopted Budget
2014/15 2015/16
2013/14 Adopted Adopted
Actual Budget Budget
137- LMD#7 NORTH ETIWANDA 901,129 925,610 995,000
138- LMD#8 SOUTH ETIWANDA 33,541 32,750 33,410
I 139-LMD#9 LOWER ETIWANDA 210,927 193,830 199,050
140 LMD#10 RANCHO ETIWANDA 495,733 497,860 567,520
150-GENERAL CITY STREET LIGHTS 1,089 680 800
I 151 -SLD#1 ARTERIAL 810,462 788,920 836,670
152- SLD#2 RESIDENTIAL 359,899 586,560 718,380
153 -SLD#3 VICTORIA 371,684 356,120 367,050
I 154 -SLD#4 TERRA VISTA 168,045 161,720 182,540
155 SLD#5 CARYN COMMUNITY 44,636 43,370 44,080
156 - SLD#6 INDUSTRIAL AREA 139,494 132,650 140,250
157- SLD#7 NORTH ETIWANDA 206,015 201,110 230,780
I 158 -SLD#8 SOUTH ETIWANDA 108,817 88,770 94,610
1
170 GAS TAX 2105/PROP1 I 1 1,236,887 877,900
1,054,470
172-GAS TAX 2106-2107 1,880,532 1,739,750 1,939,190
I 174-GAS TAX R&T7360 2,535,145 1,910,710 930,780
176 MEASURE l 1990-2010 27,616 13,930 15,830
177- MEASURE 1 2010-2040 2,379,471 2,659,980 2,614,080
178-SB 140 220 0 0
1
182-AB 2928 TRAFFIC CONGEST RELIEF 1,843 0 0
186 FOOTHILL BLVD MAINTENANCE 124 0 0
188- INTEGRATED WASTE MANAGEMENT 1,278,440 1,154,530 1,308,780
I 190-PROP 42-TRAFFIC CONGESTION MIT 9,112 5,280 3,730
194 PROPOSITION 1B STATE FUNDING 3,798 2,360 2,790
195 - STATE ASSET SEIZURE 9,292 0 1,100
I 196-CA ASSET SEIZURE 15% 1,216 0 30
197 FEDERAL ASSET SEIZURE 2,302 I,I60 760
198-CITYWIDE INFRASTRUCTURE IMPRV 2,701,904 4,062,370 3,480,410
204-COMMUNITY DEVELOPMENT BLK GRNT 1,024,581 1,212,700 1,419,350
I 209- FEDERAL SAFETEA-LU 0 0 3,951,810
21 1 - PROP I B SLPP 0 0 1,000,000
215-ENRGY EFFICNCY/CONSRVATN GRNT 110 0 0
I 218 - PUBLIC RESRCE GRNTS/HEALTHY RC 360,328 395,280 395,280
225 -CA RECYC/LITTER REDUCTION GRNT 32,437 44,300 44,700
226-USED OIL RECYCLING GRANT 632 0 0
I 227- USED OIL RECYCLING PROGRAM 48,196 48,230 47,840
234 SAFE ROUTES TO SCHOOL PROGRAM 53,187 0 148,560
235- PROP 84 PARK BOND ACT 0 283,500 3,544,360
239- FEDERAL GRANT FUNDS-DREIER 83 0 0
I 250- RECREATION SERVICES 4,341,445 4,367,010 4,450,100
258 SENIOR OUTREACH GRANT 6,920 6,920 0
271 -COUNTY SENIOR TRANSPORT.GRANT 1 0 0
I 272- FREEDOM COURTYARD RSRC GRANTS 153,014 0 20
290- LIBRARY FUND 4,076,882 4,102,500 4,493,180
291 -CA STATE LIBRARY 148,663 0 25,000
292-STAFF INNOVATION FD(CA ST LB) 126,129 0 63,190
I 301 -THE BIG READ LIBRARY GRANT 124 0 30,000
302 LIBRARY SERVICES&TECH. ACT 220 0 0
310- PUBLIC LIBRARY BOND ACT-2000 199 0 0
I 329- LIBRARY CAPITAL FUND 508,443 0 10,120
354 COP'S PROGRAM GRANT STATE 331,707 200,000 200,000
I•fiscal Year 2O15:'16 Adapted Budget Page 119 .,
L•.-e
City of Rancho Cucamonga I
Revenues by Fund
Fiscal Year 2015/16 Adopted Budget
I
2014/15 2015/16
2013/14 Adopted Adopted '
Actual Budget Budget
356-JUSTICE ASSIST GRNT(JAG)ARRA 1,719 70 0
361 -JUSTICE ASSISTANCE GRANT(JAG) 88,898 23,460 23,460
370-OTS-"DRINK,DRIVE,LOSE"GRANT 96 0 0
373 -COPS SECURE OUR SCHOOLS GRANT 10,898 0 0
374-COPS HIRING PROGRAM GRANT 125,000 156,680 163,230
380- HOMELAND SECURITY GRANT-FIRE 40,033 49,760 35,000 I
381 - HOMELAND SECURITY GRANT-POLICE 0 0 20
396- HOUSING SUCCESSOR AGENCY 0 0 4,230,260
838-AD 91-2 REDEMPTION-DAY CANYON 33,917 32,600 32,520 '
848- PD 85 REDEMPTION FUND 1,328,151 1,266,180 1,256,470
868 -CFD 2000-03 PARK MAINTENANCE 369,555 408,360 417,410
TOTAL SPECIAL REVENUE $ 47,594,316 $ 41,633,630 $ 58,178,570
CAPITAL PROJECTS '
600-AD 82-I 6TH ST INDUSTRIAL $ 196 $ 120 $ 150
602-AD 84-1 DAY CREEK/MELLO 16,696 11,010 12,960 '
610-CFD 2000-03 RANCHO SUMMIT 112 0 0
612-CFD 2001-01 7,813 4,850 5,720
614-CFD 2003-01 PROJECT FUND 38 0 0 I
615 -CFD 2003-01 CULTURAL CENTER 11 0 0
617-CFD 2004-01 RANCHO ETIWANDA ES 187,953 50 60
680-CFD 2006-01 VINTNER'S GROVE 79 10 20 I
681 -CFD 2006-02 AMADOR ON ROUTE 66 87 60 70
TOTAL CAPITAL PROJECTS $ 212,986 $ 16,100 $ 18,980
ENTERPRISE FUNDS I
700-SPORTS COMPLEX $ 1,949,778 $ 2,526,280 $ 2,692,310
702-REGIS CONNECT 58,954 104,500 39,600
705-MUNICIPAL UTILITY 11,132,373 11,853,680 12,609,430 I
706-UTILITY PUBLIC BENEFIT FUND 380,267 301,980 326,250
707- MUNICIPAL DEPARTING LOAD FUND 303 0 0
708- RCMU CAPITAL REPLACEMENT FUND 27,436 16,810 30,490 1
TOTAL ENTERPRISE FUNDS $ 13,549,111 $ 14,803,250 $ 15,698,080
INTERNAL SERVICE FUNDS I
712- EQUIP/VEHICLE REPLACEMENT $ 127,690 $ 82,390 $ 94,950
714-COMP EQUIP/TECH REPLCMENT FUND 743,934 353,200 634,520
TOTAL INTERNAL SERVICE FUNDS $ 871,624 $ 435,590 $ 729,470 ,•
FIDUCIARY FUNDS
840-AD 91-2 RESERVES-DAY CANYON $ 1,957 $ 0 $ 0
TOTAL FIDUCIARY FUNDS $ 1,957 $ 0 $ 0 I
TOTAL CITY OF RANCHO CUCAMONGA $ 138,683,177 $ 127,562,080 $ 151,813,540
I
R.C. FIRE PROTECTION DISTRICT
SPECIAL REVENUE
281 -FIRE FUND $ 19,942,792 $ 21,893,690 $ 24,215,140 I
I kcal 1'c'al. 2(11 5'1O 1,1upl��J ItuLdgel l'a,e 1?(1 L,:.. J•
1 City of Rancho Cucamonga
Revenues by Fund
Fiscal Year 2015/16 Adopted Budget
2014/15 2015/16
1 2013/14 Adopted Adopted
Actual Budget Budget
282 -COMMUNITY FACILITIES DIST 85-1 6,350,925 6,261,500 6,031,710
283-COMMUNITY FACILITIES DIST 88-1 2,031,960 2,221,520 2,209,850
1 285 - FIRE TECHNOLOGY FEE FUND 15,134 17,340 5,280
288- FIRE PROTECTION CAPITAL FUND 8,424,679 6,576,170 6,207,880
289- FIRE DISTRICT CAPITAL RESERVE 23,989 0 0
TOTAL SPECIAL REVENUE $ 36,789,479 $ 36,970,220 $ 38,669,860
TOTAL R.C. FIRE PROTECTION DISTRICT $ 36,789,478 $ 36,970,220 $ 38,669,860
1 TOTAL ALL FUNDS $ 175,472,657 $ 164,532,300 $ 190,483,400
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Fiscal Year 2015/16 Adopted 13uclget I'auc 122 [24.:
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RANCHO
CUCAMONGA
CALIFORNIA
SUMMARIES OF
FINANCIAL DATA
1
Expenditure
Summaries
I
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__ ... .
I iscal Year 201 /I6 Adopted Budget Page 1-2:z ,L,'••;
I
City of Rancho Cucamonga, California
I
Expenditure Summary by Department
Operating Budget*
Fiscal Year 2015/16 Adopted Budget
I
Library Services
I
Community Services
4.05%
4.47% Governance
1.97%
I
Planning Works Services
g 9 /o
.48
2.06%
Fire District
28.92% I
Engineering Services
2.31%
Building&Safety
2.45% 1111111111111116■.-- _.-1
Econ. and Comm.
7.. '
'
Dev.
0.66%
Innovation&
I
Technology
2.64%
Human Resources
0.68% Finance
I
1.36%
Administrative Animal Care and Police
Services Services 30.17%
6.03% 2.74%
1
Governance $ 2,180,300
I
Fire District 32,048,450
Police 33,432,190
Animal Care and Services 3,038,880
I
Administrative Services 6,680,580
Finance 1,512,520
Human Resources 752,770
I
Innovation& Technology 2,924,800
Econ. and Comm. Dev. 732,940 I
Building & Safety 2,717,600
Engineering Services 2,554,350
Planning 2,283,290 I
Public Works Services 10,510,310
Community Services 4,952,990
Library Services 4,493,180
I
Total Operating Budget $ 110,815,150
I
*Operating Budget is comprised of the City General Fund (Fund 001), Fire District Operational
Funds (Funds 281, 282, and 283), and City Library Fund (Fund 290). i
I iseul Year 1(I15 16 Adopted IiudLct I'u"..!e 12-4 L'. .•
ICity of Rancho Cucamonga
Expenditure Summary by Category
I Operating Budget
Fiscal Year 2015/16 Adopted Budget
2014/15 2015/16
I
2013/14 Adopted Adopted
Actual Budget Budget
I OQl -GENERAL FUND
PERSONNEL SERVICES $ 21,876,024 $ 24,791,080 $ 26,259,900
OPERATIONS& MAINTENANCE 42,381,254 46,394,370 49,278,520
CAPITAL OUTLAY 154,374 109,610 420,000
I
DEBT SERVICE 14,257 13,750 17,120
COST ALLOCATION (4,918,640) (5,104,290) (5,113,450)
TRANSFER OUT 3,225,334 2,958,470 3,41 1,430
ITOTAL GENERAL FUND $ 62,732,606 $ 69,162,990 $ 74,273,520
281 -FIRE FUND
I PERSONNEL SERVICES
OPERATIONS& MAINTENANCE $ 14,287,317 $ 15,808,370 $ 17,667,470
4,985,267 4,300,080 4,733,240
CAPITAL OUTLAY 0 0 0
I DEBT SERVICE 401,020 804,580 804,580
TRANSFER OUT 817,610 980,660 1,009,850
TOTAL FIRE FUND $ 20,491,216 $ 21,893,690 $ 24,215,140
I 282-COMMUNITY FACILITIES DIST 85-1
PERSONNEL SERVICES $ 5,698,503 $ 5,971,110 $ 4,716,390
OPERATIONS& MAINTENANCE 1,133,539 1,188,210 907,070
I DEBT SERVICE 0 0 0
TRANSFER OUT 0 0 0
TOTAL COMMUNITY FACILITIES DIST 85-I $ 6,832,043 $ 7,159,320 $ 5,623,460
1 283-COMMUNITY FACILITIES DIST 88-1
PERSONNEL SERVICES $ 1,645,906 $ 1,922,480 $ 1,946,040
I OPERATIONS& MAINTENANCE 266,350 299,040 263,810
DEBT SERVICE 0 0 0
TOTAL COMMUNITY FACILITIES DIST 88-1 $ 1,912,257 $ 2,221,520 $ 2,209,850
1 290-LIBRARY FUND
PERSONNEL SERVICES $ 2,744,373 $ 3,095,840 $ 3,278,480
OPERATIONS& MAINTENANCE 872,407 1,115,680 1,198,990
I CAPITAL OUTLAY 12,733 0
10,500 5,000
DEBT SERVICE 10,833 , 0 10,710
TRANSFER OUT 0 0 0
ITOTAL LIBRARY FUND $ 3,640,347 $ 4,222,020 $ 4,493,180
TOTAL OPERATING BUDGET $ 95,608,471 $ 104,659,540 $ 110,815,150
I
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I
I iscul Year 2(115'1(, Adopted Budget I'al2c 125 L::::'_1
City of Rancho Cucamonga
I
Expenditure Detail
Operating Budget
I
Fiscal Year 2015/16 Adopted Budget
2014/15 2015/16 ,
2013/14 Adopted Adopted
Actual Budget Budget
001-GENERAL FUND I
PERSONNEL SERVICES
5000-Regular Salaries $ 14,144,100 $ 15,172,270 $ 15,706,370
5005-Overtime Salaries 309,471 297,600 360,770 '
5010- Part Time Salaries 1,253,504 1,949,180 2,267,240
Fringe Benefits 6,555,166 7,714,330 8,085,860
5060-Tuition Reimbursement 27,299 24,000 40,000 '
5061 - Employee Development 30,159 118,420 202,000
5065-Coffee Fund 3,501 4,500 4,500
5093 -Other Funds-Salary Reimbursmnt (447,176) (489,220) (406,840) '
TOTAL PERSONNEL SERVICES $ 21,876,024 $ 24,791,080 $ 26,259,900
OPERATIONS& MAINTENANCE I
5100-Travel and Meetings $ 99,233 $ 146,710 $ 251,390
5102-Training 103,183 157,160 228,700
5105 -Mileage 4,262 5,400 6,030 I
5150-Office Supplies& Equipment 228,790 247,500 243,450
5151 -Postage 98,898 88,120 88,120
5152-Computer Software 15,041 51,900 55,780 I
5160- Membership Dues 120,215 135,730 144,100
5161 -Publications& Subscriptions 47,508 58,100 55,260
5165- Licenses,Permits&Fees 207,946 233,000 233,000 I
5200-Operations& Maintenance 1,378,419 1,624,600 1,745,760
5201 -0& MNolunteer Program 19,000 20,000 20,000
5204-O& M/Facilities 460,215 517,180 523,580 I
5207-0& M/Capital Supplies 43,836 23,300 20,300
5210-O& M/Crime Prevention 8,415 21,000 26,000
5215 -O& M/Computer Equipment 3,984 12,400 11,460 I
5217-Technical Investigative Costs 0 0 65,610
5220-Cellular Technology 118,734 153,090 120,270
5250- Vehicle Operations& Maint. 414,319 524,600 526,100 I
5252- Emergency Equipment& Veh Rntl 33,099 33,670 40,670
5253- Vehicle Collision Repair 67,778 135,000 135,000
5255 -Gasoline 622,125 751,850 700,000 I
5256- Diesel Fuel 31,722 40,000 40,000
5257-CNG Fuel 18,909 24,000 24,000
5260-O&M/Animal Care 146,937 138,330 123,330 I
5262-O&M/Community& Info Programs 3,200 2,000 2,000
5263 -O&M/Field Services 7,722 5,000 5,000
5264-O&MNeterinarian Services 92,337 102,000 137,000
I5280-Equip Operations& Maint 26,287 30,430 30,430
5283 -Depreciation-Computer Equip 40,000 115,000 235,450
5285-Safety Gear& Equipment 25,892 28,130 46,000
5300-Contract Services 32,907,032 35,119,070 37,366,770
l isudl l car '2(115 16 AdopicJ laud et 1).p.2c 12.(, L..:..:J -
1
ICity of Rancho Cucamonga
Expenditure Detail
I Operating Budget
Fiscal Year 2015/16 Adopted Budget
2014/15 2015/16
II
2013/14 Adopted Adopted
Actual Budget Budget
I 5303 -Contract Serv/Reimbursable 60,608 523,380 523,740
5304-Contract Serv/Facilities 1,324,507 1,521,930 1,515,140
5310-Tree Maintenance 400,000 500,000 630,000
5312- Legal Services 535,269 414,810 383,660
I
5320- Hazardous Waste Removal 18,067 24,320 24,320
5360-Contract Serv/Animal Care 102,665 70,910 49,820
5362-Contract Serv/Comm& Info Prgm 7,892 9,990 9,990
I5363 -Contract Serv/Field Services 11,131 16,500 16,500
5364-Contract Serv/Vet Services 103,597 73,400 73,400
5365-Cont Srv-Spay/Neuter Program 0 50,000 35,000
I
5400-Telephone Utilities 263,975 293,100 244,300
5401 -Gas Utilities 92,252 115,000 101,700
I 5402- Water Utilities 458,426 445,960 532,510
5403- Electric Utilities 1,363,884 1,518,790 1,594,730
5410- Property Insurance 192,824 189,280 200,680
5510- Property Tax Admin. Fee 69,288 82,730 92,470
I
5999- Prior Period Adjustment (18,166) 0 0
TOTAL OPERATIONS& MAINTENANCE $ 42,381,254 $ 46,394,370 $ 49,278,520
ICAPITAL OUTLAY
5603 -Capital Outlay-Equipment $ 109,497 $ 21,610 $ 20,000
5604-Capital Outlay-Vehicles 0 83,000 0
I5605 -Capital Outlay-Computer Equip 44,877 5,000 0
5650-Capital Project 0 0 400,000
TOTAL CAPITAL OUTLAY $ 154,374 $ 109,610 $ 420,000
IDEBT SERVICE
5703 -Capital Lease Payment $ 14,258 $ 13,750 $ 17,120
ITOTAL DEBT SERVICE $ 14,257 $ 13,750 $ 17,120
COST ALLOCATION
I5990-Cost Allocation Plan Offset $ (4,918,640) $ (5,104,290) $ (5,1 1 3,450)
TOTAL COST ALLOCATION $ (4,918,640) $ (5,104,290) $ (5,113,450)
I TRANSFER OUT
9008-Transfer Out-Fund 008 $ 4,800 $ 4,800 $ 8,840
9025 -Transfer Out-Capital Reserve 508,680 0 700,000
I 9130-Transfer Out-Fund 130 317
301 0 0
9131 -Transfer Out-LMD2 301,440 301,440 328,570
9329-Transfer Out-Library Cap Fund 500,000 0 0
I 9374-Transfer Out-Fund 374 75,000 116,960 150,730
9700 Transfer Out Sports Complex 1,388,180 1,927,790 2,223,290
9714-Transfer Out-Comptr Eq Rplc 443,583 0 0
1 9848-Transfer Out-Fund 848 2,693 0 0
I jseal Year 2(11 5'16 ;\dnpied Iiud e1 Page 127 L,; il
City of Rancho Cucamonga
I
Expenditure Detail
Operating Budget t
Fiscal Year 2015/16 Adopted Budget
2014/15 2015/16 '
2013/14 Adopted Adopted
Actual Budget Budget
9868 -Transfer Out-Fund 868 642 0 0
9900-Transfer Out-Reserves 0 607,480 0
TOTAL TRANSFER OUT $ 3,225,334 $ 2,958,470 $ 3,411,430
TOTAL GENERAL FUND $ 62,732,606 $ 69,162,990 $ 74,273,520 I
281-FIRE FUND I
PERSONNEL SERVICES
5000- Regular Salaries $ 6,939,007 $ 7,518,580 $ 12,127,240
5005 -Overtime Salaries 1,976,695 2,413,580 3,877,960 '
5010- Part Time Salaries 78,616 79,570 144,160
Fringe Benefits 5,254,460 5,786,640 8,205,540
5060-Tuition Reimbursement 38,540 10,000 10,000 I
5082-Reimb Personnel from CFD 85-1 0 0 (4,716,390)
5083 -Reimb Personnel from CFD 88-1 0 0 (1,946,040)
5093-Other Funds-Salary Reimbursmnt 0 0 (35,000) 1
TOTAL PERSONNEL SERVICES $ 14,287,317 $ 15,808,370 $ 17,667,470
OPERATIONS& MAINTENANCE I
5100-Travel and Meetings $ 17,475 $ 26,540 $ 33,790
5102-Training 73,046 126,120 146,770
5150-Office Supplies& Equipment 20,329 22,030 33,940
5151 - Postage 598 800 800 I
5152-Computer Software 25,300 0 0
5155 -Public Relations/Educ Material 23,047 24,000 34,000
5160-Membership Dues 3,982 5,210 6,590 I
5161 - Publications& Subscriptions 5,752 4,360 4,850
5165 - Licenses,Permits& Fees 6,794 9,120 9,540
5200-Operations& Maintenance 189,359 266,310 322,860 '
5220-Cellular Technology 24,632 34,800 36,540
5250-Vehicle Operations&Maint. 111,947 139,860 139,860
5255-Gasoline 33,078 35,770 35,770 I
5256-Diesel Fuel 74,743 91,480 91,480
5280- Equip Operations& Maint 7,007 24,200 26,100
5285 -Safety Gear& Equipment 42,331 73,690 75,990 I
5290-Specialized Tools& Equipment 25,407 28,940 33,220
5291 -Equipment Supplies& Repairs 28,905 27,450 29,700
5300-Contract Services 600,536 734,040 849,830 I
5312-Legal Services 17,823 50,000 50,000
5320-Hazardous Waste Removal 1,017 2,500 2,500
5321 - Fire Incident Costs 1,833 2,500 2,500 I
5400-Telephone Utilities 28,605 34,670 35,540
5401 -Gas Utilities 8,755 11,040 9,660
5402-Water Utilities 17,356 16,750 20,670 t
I kcal Ycnr 2015 1(, :AcluhtC(l lBi.id��ct 1),v,4c 128 L,••.;�
ICity of Rancho Cucamonga
Expenditure Detail
I Operating Budget
Fiscal Year 2015/16 Adopted Budget
2014/15 2015/16
1 2013/14 Adopted Adopted
Actual Budget Budget
I 5403-Electric Utilities 64,884 94,910 100,250
5416-General Liability Insurance 48,718 58,900 100,250
5417-General Liability Claims 5 000
tY 0 0
I 5501 -Admin./General Overhead 1,689,520 1,940,320 2,053,220
5510- Property Tax Admin. Fee 142,822 138,790 156,840
5720-Misc Contributions to City 225,750 274,980 290,180
5725-Other Expenditures 4,454 0 0
I5999- Prior Period Adjustment 1,414,462 0 0
TOTAL OPERATIONS& MAINTENANCE $ 4,985,267 $ 4,300,080 $ 4,733,240
IDEBT SERVICE
5700- Interest Expense $ 191,829 $ 173,930 $ 145,560
5701 -Principal Repayments 208,156 626,050 654,420
1 5703-Capital Lease Payment 1,036 4,600 4,600
TOTAL DEBT SERVICE $ 401,020 $ 804,580 $ 804,580
I TRANSFER OUT
9283-Transfer Out-CFD 88-I $ 817,610 $ 980,660 $ 1,009,850
TOTAL TRANSFER OUT $ 817,610 $ 980,660 $ 1,009,850
I
TOTAL FIRE FUND $ 20,491,216 $ 21,893,690 $ 24,215,140
I 282-COMMUNITY FACILITIES DIST 85-1
PERSONNEL SERVICES
5000-Regular Salaries $ 2,999,299 $ 3,076,310 $ 0
I 5005 -Overtime Salaries 814,682 830,060 0
5010 Part Time Salaries 24,077 38,060 0
Fringe Benefits 1,860,446 2,026,680 0
I5081 - Reimb Personnel to Fire Fund 0 0 4,716,390
TOTAL PERSONNEL SERVICES $ 5,698,503 $ 5,971,110 $ 4,716,390
I OPERATIONS& MAINTENANCE
5100-Travel and Meetings $ 214 $ 1,120 $ 1,120
5150-Office Supplies& Equipment 6,763 14,110 420
I 5160-Membership Dues 0 140 140
5161 -Publications& Subscriptions 0 220 220
5165-Licenses,Permits& Fees 3,247 4,770 5,490
I 5200-Operations& Maintenance 36,187 52,180 20,970
5220-Cellular Technology 52 0 0
5250-Vehicle Operations&Maint. 58,178 69,940 69,940
I 5255-Gasoline 16,926 17,160 17,160
5256-Diesel Fuel 39,570 50,060 50,060
5280- Equip Operations& Maint 833 6,000 6,000
I5285- Safety Gear& Equipment 16,323 15,640 15,640
_ _ -. � . . .
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Fiscal Year 2015/16 Adopted Budget - Page 129 L,;•. J
City of Rancho Cucamonga
1
Expenditure Detail
Operating Budget
I
Fiscal Year 2015/16 Adopted Budget
2014/15 2015/16 i
2013/14 Adopted Adopted
Actual Budget Budget
5290-Specialized Tools& Equipment 1,369 3,130 3,130 1
5300-Contract Services 378,372 434,260 363,080
5400-Telephone Utilities 15,387 17,710 17,850
5401 -Gas Utilities 5,541 7,620 6,120 I
5402- Water Utilities 17,309 17,860 20,530
5403-Electric Utilities 48,218 57,840 65,140
5416-General Liability Insurance 41,135 46,270 1,010 I
5501 -Admin./General Overhead 408,010 331,080 243,050
5720-Misc Contributions to City 41,100 41,100 0
5999-Prior Period Adjustment (1,194) 0 0 I
TOTAL OPERATIONS& MAINTENANCE $ 1,133,539 $ 1,188,210 $ 907,070
TOTAL COMMUNITY FACILITIES DIST 85-1 $ 6,832,043 $ 7,159,320 $ 5,623,460 '
283-COMMUNITY FACILITIES DIST 88-1
PERSONNEL SERVICES I
5000- Regular Salaries $ 820,489 $ 943,240 $ 0
5005 -Overtime Salaries 287,890 344,870 0
Fringe Benefits 537,528 634,370 0 I
5081 -Reimb Personnel to Fire Fund 0 0 1,946,040
TOTAL PERSONNEL SERVICES $ 1,645,906 $ 1,922,480 $ 1,946,040
OPERATIONS& MAINTENANCE
I
5150-Office Supplies& Equipment $ 2,334 $ 3,420 $ 0 1
5165 - Licenses, Permits& Fees 1,257 1,920 1,920
5200-Operations& Maintenance 10,711 17,980 4,000 I
5300-Contract Services 95,976 105,510 82,130
5400-Telephone Utilities 10,292 9,840 10,330
5401 -Gas Utilities 1,670 2,080 1,840 I
5402- Water Utilities 2,612 4,250 5,100
5403- Electric Utilities 12,244 15,820 16,610
5416-General Liability Insurance 9,744 11,230 0 I
5501 - Admin./General Overhead 99,670 107,150 141,880
5720- Misc Contributions to City 19,840 19,840 0
TOTAL OPERATIONS& MAINTENANCE $ 266,350 $ 299,040 $ 263,810 '
TOTAL COMMUNITY FACILITIES DIST 88-1 $ 1,912,257 $ 2,221,520 $ 2,209,850
I290-LIBRARY FUND
PERSONNEL SERVICES
5000-Regular Salaries $ 1,397,576 $ 1,535,130 $ 1,609,630 I
5010- Part Time Salaries 634,458 777,900 839,100
TOTAL PERSONNEL SERVICES 5 2,744,373 $ 3,095,840 $ 3,278,480
1
I kcal Ycar 2015 In Adoptccl I3udgct I'agc 130 L.:::
City of Rancho Cucamonga
I I Expenditure Detail
I Operating Budget
Fiscal Year 2015/16 Adopted Budget
I 2014/15 2015/16
2013/14 Adopted Adopted
Actual Budget Budget
II OPERATIONS& MAINTENANCE
Fringe Benefits 712,338 782,810 829,750
5100-Travel and Meetings $ 17,599 $ 16,700 $ 24,700
I 5102-Training 2,000 2,000 2,000
5105 -Mileage 866 1,900 1,900
5150-Office Supplies& Equipment 23,169 22,550 22,550
5152-Computer Software 6,515 32,700 6,430
I5160- Membership Dues 3,169 5,550 6,200
5200-Operations& Maintenance 470,898 617,420 697,210
5207-O& M/Capital Supplies 1,061 6,850 10,000
I5215-0& M/Computer Equipment 7,359 5,000 3,380
5220-Cellular Technology 1,437 1,610 1,610
5300-Contract Services 195,262 247,440 266,510
1 5400-Telephone Utilities 10,276 10,500 10,500
5402 Water Utilities 5,388 4,500 5,040•
5403 - Electric Utilities 61,815 70,050 70,050
I5501 -Admin./General Overhead 70,910 70,910 70,910
5999 Prior Period Adjustment (5,316) 0 0
I TOTAL OPERATIONS& MAINTENANCE $ 872,407 $ 1,115,680 $ 1,198,990
CAPITAL OUTLAY
5605 -Capital Outlay-Computer Equip $ 12,733 $ 0 $ 5,000
ITOTAL CAPITAL OUTLAY $ 12,733 $ 0 $ 5,000
DEBT SERVICE
I 5703-Capital Lease Payment $ 10,833 $ 10,500 $ 10,710
TOTAL DEBT SERVICE $ 10,833 $ 10,500 $ 10,710
ITOTAL LIBRARY FUND $ 3,640,347 $ 4,222,020 $ 4,493,180
TOTAL OPERATING BUDGET $ 95,608,471 $ 104,659,540 $ 110,815,150
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Fiscal Year 2015/16 Adopted Budget - Page 1 3 1 L, •. J
I
City of Rancho Cucamonga, California
I
Expenditure Summary by Department
All Funds
Fiscal Year 2015/16 Adopted Budget
I
I
Library Services Governance I
3.21%
0.99%
Community Services
5.12%
Fire District
I
Public Works Services 26.28%
11.53%
Planning I
2.87%
Engineering Services I
19.93%
Police
Building&Safety 15.68% i
1.24%
Econ.and Comm.Dev.
0.41% Animal Care and
Services
Innovation Finan e 1.37%
nnovation 8
I
Technology Human Resources 0.68° Administrative Services
2.40% 0.34% 7.94/o
I
Governance $ 2,204,580 1
Fire District 58,320,070
Police 34,789,170
Animal Care and Services 3,038,880
I
Administrative Services 17,616,030
Finance 1,512,520
Human Resources 752,770
I
Innovation& Technology 5,336,230
Econ. and Comm. Dev. 899,020 I
Building& Safety 2,758,650
Engineering Services 44,218,210
Planning 6,377,520
I
Public Works Services 25,579,580
Community Services 11,367,080
Library Services 7,117,450
I
Total All Funds Budget $ 221,887,760 ,
I kcal Year ?O 1 ; I O Adopted budget - Page 13-) L.::.:J
ICity of Rancho Cucamonga
Expenditure Summary by Category
IAll Funds
Fiscal Year 2015/16 Adopted Budget
I 2014/15 2015/16
2013/14 Adopted Adopted
Actual Budget Budget
I CITY OF RANCHO CUCAMONGA
PERSONNEL SERVICES $ 37,891,385 $ 41,559,470 $ 42,765,840
OPERATIONS& MAINTENANCE 72,906,104 78,593,290 81,664,480
CAPITAL OUTLAY 10,441,168 15,360,880 38,343,860
DEBT SERVICE 73,501 577,770 588,110
COST ALLOCATION (4,918,640) (5,104,290) (5,113,450)
I TRANSFER OUT 5,770,492 4,815,470 5,354,420
TOTAL CITY OF RANCHO CUCAMONGA $ 122,164,011 $ 135,802,590 $ 163,603,260
R.C. FIRE PROTECTION DISTRICT
IPERSONNEL SERVICES $ 21,631,728 $ 23,701,960 $ 24,329,900
OPERATIONS& MAINTENANCE 8,294,883 6,967,810 6,894,020
I CAPITAL OUTLAY 3,207,087 3,626,000 25,246,150
DEBT SERVICE 401,020 804,580 804,580
TRANSFER OUT 817,610 980,660 1,009,850
ITOTAL R.C. FIRE PROTECTION DISTRICT $ 34,352,329 $ 36,081,010 $ 58,284,500
TOTAL ALL FUNDS $ 156,516,341 $ 171,883,600 $ 221,887,760
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Fiscal Year 2015/16 Adopted Budget Page 133 L: J
City of Rancho Cucamonga t
Expenditure Detail
All Funds U
Fiscal Year 2015/16 Adopted Budget
2014/15 2015/16 '
2013/14 Adopted Adopted
Actual Budget Budget
CITY OF RANCHO CUCAMONGA
I
001-GENERAL FUND
5000-Regular Salaries $ 14,144,100 $ 15,172,270 $ 15,706,370
5005 -Overtime Salaries 309,471 297,600 360,770 ,
5010- Part Time Salaries 1,253,504 1,949,180 2,267,240
Fringe Benefits 6,555,166 7,714,330 8,085,860
5060-Tuition Reimbursement 27,299 24,000 40,000 I
5061 -Employee Development 30,159 118,420 202,000
5065 -Coffee Fund 3,501 4,500 4,500
5093 -Other Funds-Salary Reimbursmnt (447,176) (489,220) (406,840)
5100-Travel and Meetings 99,233 146,710 251,390 I
5102-Training 103,183 157,160 228,700
5105- Mileage 4,262 5,400 6,030
5150-Office Supplies& Equipment 2.28,790 247,500 243,450 I
5151 -Postage 98,898 88,120 88,120
5 152-Computer Software 15,041 51,900 55,780
5160-Membership Dues 120,215 135,730 144,100 I
5161 -Publications& Subscriptions 47,508 58,100 55,260
5165 - Licenses, Permits& Fees 207,946 233,000 233,000
5200-Operations& Maintenance 1,378,419 1,624,600 1,745,760 I
5201 -0& M/Volunteer Program 19,000 20,000 20,000
5204-O& M/Facilities 460,215 517,180 523,580
5207-0& M/Capital Supplies 43,836 23,300 20,300 '
5210-O& M/Crime Prevention 8,415 21,000 26,000
5215 -O& M/Computer Equipment 3,984 12,400 11,460
5217-Technical Investigative Costs 0 0 65,610 I
5220-Cellular Technology 118,734 153,090 120,270
5250-Vehicle Operations&Maint. 414,319 524,600 526,100
5252- Emergency Equipment& Veh Rntl 33,099 33,670 40,670
5253 -Vehicle Collision Repair 67,778 135,000 135,000 I
5255 -Gasoline 622,125 751,850 700,000
5256-Diesel Fuel 31,722 40,000 40,000
5257-CNG Fuel 18,909 24,000 24,000
I
5260-O&M/Animal Care 146,937 138,330 123,330
5262-O&M/Community& Info Programs 3,200 2,000 2,000
5263 -O&M/Field Services 7,722 5,000 5,000 I
5264-O&MNeterinarian Services 92,337 102,000 137,000
5280-Equip Operations& Maint 26,287 30,430 30,430
5283 -Depreciation-Computer Equip 40,000 115,000 235,450 1
5285 -Safety Gear& Equipment 25,892 28,130 46,000
5300-Contract Services 32,907,032 35,1 19,070 37,366,770
5303 -Contract Serv/Reimbursable 60,608 523,380 523,740
5304-Contract Serv/Facilities 1,324,507 1,521,930 1,515,140
5310-Tree Maintenance 400,000 500,000 630,000
5312- Legal Services 535,269 414,810 383,660
5320-Hazardous Waste Removal 18,067 24,320 24,320 I
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Fiscal Year 2015'16 Adopted 13udget - Page 134 L. •;:J
• s.
ICity of Rancho Cucamonga
Expenditure Detail
I All Funds
Fiscal Year 2015/16 Adopted Budget
I 2014/15 2015/16
2013/14 Adopted Adopted
Actual Budget Budget
I 5360-Contract Sery/Animal Care 102,665 70,910 49,820
5362 Contract Serv/Comm& Info Prgm 7,892 9,990 9,990
5363-Contract Sery/Field Services 11,131 16,500 16,500
5364-Contract Serv/Vet Services 103,597 73,400 73,400
5365-Cont Srv-Spay/Neuter Program 0 50,000 35,000
5400-Telephone Utilities 263,975 293,100 244,300
5401 -Gas Utilities 92,252 115,000 101,700
I 5402-Water Utilities 458,426 445,960 532,510
5403- Electric Utilities 1,363,884 1,518,790 1,594,730
5410- Property Insurance 192,824 189,280 200,680
I 5510- Property Tax Admin. Fee 69,288 82,730 92,470
5603 Capital Outlay Equipment 109,497 21,610 20,000
5604-Capital Outlay-Vehicles 0 83,000 0
I 5605 -Capital Outlay-Computer Equip 44,877 5,000 0
40000
5650 Capital Project 0 0 400,000
5703-Capital Lease Payment 14,258 13,750 17,120
U 5990-Cost Allocation Plan Offset (4,918,640) (5,104,290) (5,113,450)
5999 Prior Period Adjustment (18,166) 0 0
9008-Transfer Out-Fund 008 4,800 4,800 8,840
9025 -Transfer Out-Capital Reserve 508,680 0 700,000
I9130-Transfer Out-Fund 130 317 0 0
9131 Transfer Out-LMD2 301,440 301,440 328,570
9329-Transfer Out-Library Cap Fund 500,000 0 0
I 9374-Transfer Out-Fund 374 75,000 116,960 150,730
9700 Transfer Out Sports Complex 1,388,180 1,927,790 2,223,290
9714-Transfer Out-Comptr Eq Rplc 443,583 0 0
I 9848-Transfer Out-Fund 848 2,693 0 0
9868 -Transfer Out Fund 868 642 0 0
9900-Transfer Out-Reserves 0 607,480 0
ITOTAL GENERAL FUND $ 62,732,606 $ 69,162,990 $ 74,273,520
003-REIMB ST/COUNTY PARKING CIT
I 5200-Operations& Maintenance $ 75,453 $ 72,610 $ 72,140
5250 Vehicle Operations& Maint. 885 0 0
TOTAL REIMB ST/COUNTY PARKING CIT $ 76,338 $ 72,610 $ 72,140
I 006-CVWD REIMBURSEMENTS
5000-Regular Salaries $ 83,688 $ 90,140 $ 93,130
1 Fringe Benefits 38,553 42,200 43,770
5200 Operations& Maintenance 42,897 43,000 43,000
5250- Vehicle Operations& Maint. 9,904 10,000 10,000
I 5252-Emergency Equipment& Veh Rntl 1,000 1,000 1,000
5280 Equip Operations& Maint 570 500 500
9001 -Transfer Out-General Fund 0 50,000 39,450
I
,, . ,R`
Fiscal Year 2015, 16 Adopted Budget - Page 1 35 •
1 -
City of Rancho Cucamonga I
Expenditure Detail
All Funds
Fiscal Year 2015/16 Adopted Budget
2014/15 2015/16 I
2013/14 Adopted Adopted
Actual Budget Budget
TOTAL CVWD REIMBURSEMENTS $ 176,611 $ 236,840 $ 230,850 I
008-CNTY OF S. B. REIMBURSEMENTS
5300-Contract Services $ 81,461 $ 86,680 $ 86,680 I
TOTAL CNTY OF S. B. REIMBURSEMENTS $ 81,460 $ 86,680 $ 86,680
016-COMM DEV TECHNICAL SRVCS FUND
I
5102-Training $ 2,880 $ 0 $ 0
5152-Computer Software 58,075 0 0
5161 -Publications& Subscriptions 0 840 0 I
5200-Operations& Maintenance 29,160 1,500 0
5215 -O& M/Computer Equipment 106,039 0 0
5220-Cellular Technology 590 0 0
5300-Contract Services 58,611 50,000 30,000
5999-Prior Period Adjustment (1,087) 0 0
TOTAL COMM DEV TECHNICAL SRVCS FUND $ 254,268 $ 52,340 $ 30,000
I
017-LAW ENFORCEMENT RESERVE
5501 -Admin./General Overhead $ 3,940 $ 1,760 $ 2,220 I
5603-Capital Outlay-Equipment 0 130,350 100,000
5605-Capital Outlay-Computer Equip 0 0 30,000
5650-Capital Project 0 100,000
5999- Prior Period Adjustment (5,495) 0 0 0 I
9001 -Transfer Out-General Fund 60,000 114,080 0
9373 -Transfer Out-Fund 373 1 2,720 0 0 I
TOTAL LAW ENFORCEMENT RESERVE $ 71,165 $ 346,190 $ 132,220
018-TRAFFIC SAFETY I
5300-Contract Services $ 357,984 $ 393,200 $ 435,000
5501 -Admin./General Overhead 2,940 2,650 3,050
TOTAL TRAFFIC SAFETY $ 360,924 $ 395,850 $ 438,050 I
019-INFO TECHNOLOGY-DEVELOPMENT
5501 - Admin./General Overhead $ 204,320 $ 204,320 $ 123,850 I
TOTAL INFO TECHNOLOGY-DEVELOPMENT $ 204,320 $ 204,320 $ 123,850
020-CITY TECHNOLOGY FEE FUND
I
5501 -Admin./General Overhead $ 0 $ 0 $ 1,010
9714-Transfer Out-Comptr Eq Rplc 135,070 135,070 135,070 '
TOTAL CITY TECHNOLOGY FEE FUND $ 135,070 $ 135,070 $ 136,080
022-MOBILE HOME PARK PROGRAM I
5200-Operations& Maintenance $ 0 $ 5,150 $ 5,150
it:....... 7,
l'jtical Year 2015.'16 .\dohicd Budget - Page 136 L. •;:
ICity of Rancho Cucamonga
Expenditure Detail
I All Funds
Fiscal Year 2015/16 Adopted Budget
I 2014/15 2015/16
2013/14 Adopted Adopted
Actual Budget Budget
I 5300-Contract Services 0 31,000 31,000
5501 - Admin./General Overhead 60 280 300
TOTAL MOBILE HOME PARK PROGRAM $ 60 $ 36,430 $ 36,450
I023-SB1186 CERT ACCESS SPEC PROG
5102-Training $ 0 $ 700 $ 700
I 5200-Operations& Maintenance 320 3,930 3,600
5501 - Admin./General Overhead 0 330 300
TOTAL SB1186 CERT ACCESS SPEC PROG $ 320 $ 4,960 $ 4,600
I025-CAPITAL RESERVE
5200-Operations& Maintenance $ 46,228 $ 0 $ 0
I 5204-O& M/Facilities 18,310 0
1350 0
5207 O& M/Capital Supplies 0 , 0 5,000
5215-O& M/Computer Equipment 4,636 0 0
I 5300-Contract Services 48,534 147,000 49,250
5320 Hazardous Waste Removal 2,726 20,000 20,000
5411 -Other Insurance 6,103 6,580 7,180
5416-General Liability Insurance 333,269 293,130 306,710
I
5417-General Liability Claims 519,250 650,000 500,000
5501 -Admin./General Overhead 25,320 13,390 24,710
5600-Capital Outlay-Land 937,997 0 0
I 5602-Capital Outlay-Bldg& Imprvmnt 142,280 35,000 1,092,000
5603 -Capital Outlay-Equipment 15,875 35,000 0
5607-Cap Outlay-Impry Oth Than Bldg 21,561 380,000 290,000
I 5650-Capital Project 63,109 885,000 1,680,000
5999 Prior Period Adjustment (20,132) 0 0
TOTAL CAPITAL RESERVE $ 2,165,066 $ 2,478,600 $ 3,974,850
I073-BENEFITS CONTINGENCY
5000- Regular Salaries $ 1,129,264 $ 300,000 $ 500,000
I 5501 -Admin./General Overhead 7,550 3,650 3,930
5999- Prior Period Adjustment (4,586) 0 0
ITOTAL BENEFITS CONTINGENCY $ 1,132,227 $ 303,650 $ 503,930
100-ASSESSMENT DISTRICTS ADMIN
5000- Regular Salaries $ 107,838 $ 108,790 $ 111,770
I
Fringe Benefits 50,088 50,830 52,230
5100 Travel and Meetings 2,756 2,750 2,750
5102-Training 12,540 13,550 22,140
I 5105- Mileage 1,539 1,750 1,750
5150-Office Supplies& Equipment 0 1,000 1,000
5151 - Postage 10,525 12,000 13,400
I 5152-Computer Software 0
21,240 1 1,950 12,450
5200 -Operations& Maintenance , 0 30,800 ��25,710
kcal Year _'O 15 1 h \dopted l3ud et Pa;e I,",7 L, ...J
•
City of Rancho Cucamonga
I
Expenditure Detail
All Funds
I
Fiscal Year 2015/16 Adopted Budget
2014/15 2015/16
I
2013/14 Adopted Adopted
Actual Budget Budget
5215 -O& M/Computer Equipment 2,222 6,160 0
I
5220-Cellular Technology 2,947 4,500 4,500
5300-Contract Services 140,420 112,150 118,660
5501 - Admin./General Overhead 784,560 775,790 744,100 I
5999- Prior Period Adjustment (938) 0 0
TOTAL ASSESSMENT DISTRICTS ADMIN $ 1,135,737 $ 1,132,020 $ 1,110,460
105-AB2766 AIR QUALITY IMPROVEMENT
I
5102-Training $ 0 $ 2,500 $ 0
5200-Operations& Maintenance 15,864 21,160 21,160 ,
5300-Contract Services 1,750 1,320 1,350
5501 - Admin./General Overhead 1,000 640 790
5603-Capital Outlay-Equipment 0 0 20,000 I
5604-Capital Outlay-Vehicles 56,690 0 0
5607-Cap Outlay-Impry Oth Than Bldg 19,464 0 0
5650-Capital Project 19,955 0 112,810
TOTAL AB2766 AIR QUALITY IMPROVEMENT $ 114,722 $ 25,620 $ 156,110 I
110-BEAUTIFICATION
5501 -Admin./General Overhead $ 1,900 $ 670 $ 710 I
5650-Capital Project 21,669 400,000 724,470
5999- Prior Period Adjustment (998) 0 0 I
TOTAL BEAUTIFICATION $ 22,571 $ 400,670 $ 725,180
112-DRAINAGE FAC/GENERAL
5000-Regular Salaries $ 37,705 $ 38,600 $ 37,320 I
Fringe Benefits 17,584 18,140 17,540
5300-Contract Services 13,370 25,000 25,000 I
5501 - Admin./General Overhead 11,590 6,270 5,990
5650-Capital Project 180,358 110,000 135,000
5999- Prior Period Adjustment (1,817) 0 0
TOTAL DRAINAGE FAC/GENERAL $ 258,790 $ 198,010 $ 220,850 I
114-DRAINAGE-ETIWANDA/SAN SEVAINE
5501 -Admin./General Overhead $ 580 $ 390 $ 280 '
5650-Capital Project 344,769 0 0
TOTAL DRAINAGE-ETIWANDA/SAN SEVAINE $ 345,349 $ 390 $ 280 I
115-HENDERSON/WARDMAN DRAINAGE
5501 - Admin./General Overhead $ 0 $ 0 $ 270 I
TOTAL HENDERSON/WARDMAN DRAINAGE $ 0 $ 0 $ 270
116-ETIWANDA DRAINAGE
I
I 1:c11l Ycal" 2(115 16 .Molted I3ud ct l'a��. I .38 L, •;;J
ICity of Rancho Cucamonga
Expenditure Detail
I All Funds
Fiscal Year 2015/16 Adopted Budget
I 2014/15 2015/16
2013/14 Adopted Adopted
Actual Budget Budget
I 5000- Regular Salaries $ 7,727 $ 7,710 $ 7,900
Fringe Benefits 3,610 3,620 3,710
5300-Contract Services 10,000 0 0
5501 -Admin./General Overhead 4,200 1,710 1,470
I 5650-Capital Project 177,861 40,000 50,000
5999 Prior Period Adjustment (1,638) 0 0
TOTAL ETIWANDA DRAINAGE $ 201,761 $ 53,040 $ 63,080
I 118-UPPER ETIWANDA DRAINAGE
5501 -Admin./General Overhead $ 350 $ 160 $ 150
ITOTAL UPPER ETIWANDA DRAINAGE $ 350 $ 160 $ 150
120-PARK DEVELOPMENT
5000-Regular Salaries $ 75,408 $ 77,770 $ 74,480
Fringe Benefits 35,231 36,550 35,010
100-Travel and Meetings 309 1,000 1,000
IS
5150-Office Supplies& Equipment 0 200 200
5160-Membership Dues 150 150 150
5161 -Publications& Subscriptions 580 0 0
I 5200-Operations& Maintenance 0 500 500
5300-Contract Services 20,010 5,000 5,000
5501 - Admin./General Overhead 17,990 14,410 11,910
I 5650-Capital Project 382,424 412,250 1,410,000
5999- Prior Period Adjustment (10,572) 0 0
TOTAL PARK DEVELOPMENT $ 521,530 $ 547,830 $ 1,538,250
I122-SOUTH ETIWANDA DRAINAGE
5501 -Admin./General Overhead $ 250 $ 90 $ 90
ITOTAL SOUTH ETIWANDA DRAINAGE $ 250 $ 90 $ 90
124-TRANSPORTATION
I5000-Regular Salaries $ 577,299 $ 648,300 $ 548,490
Fringe Benefits 269,666 304,190 257,280
5152-Computer Software 0 3,740 3,000
5160- Membership Dues 115 600 600
5200-Operations& Maintenance 0 0 600
5215 -O& M/Computer Equipment 0 2,480 0
I 5300-Contract Services 26,786 44,490 10,000
5501 -Admin./General Overhead 79,090 74,600 75,010
5650-Capita] Project 2,736,178 2,268,000 2,827,500
I 5720- Misc Contributions to City 2,322 19,730 19,730
5999- Prior Period Adjustment (16,513) 0 0
9714-Transfer Out-Comptr Eq Rplc 0 0 7,850
I
Fiscal Year 2015/16 Adopted Budget Page 1 39 L'....J
City of Rancho Cucamonga
I
Expenditure Detail
All Funds
Fiscal Year 2015/16 Adopted Budget
2014/15 2015/16
I
2013/14 Adopted Adopted
Actual Budget Budget
TOTAL TRANSPORTATION $ 3,674,942 $ 3,366,130 $ 3,750,060 I
126-LOWER ETIWANDA DRAINAGE
5501 -Admin./General Overhead $ 330 $ 140 $ 150 I
TOTAL LOWER ETIWANDA DRAINAGE $ 330 $ 140 $ 150
128-ETIWANDA NO. EQUESTRIAN FACIL, I
5501 - Admin./General Overhead $ 0 $ 0 $ 190
TOTAL ETIWANDA NO. EQUESTRIAN FACIL. $ 0 $ 0 $ 190 '
129-UNDERGROUND UTILITIES
5501 -Admin./General Overhead $ 13,460 $ 12,950 $ 14,740
5650-Capital Project 5,600 655,570 654,570
5999-Prior Period Adjustment (5,911) 0 0
TOTAL UNDERGROUND UTILITIES $ 13,148 $ 668,520 $ 669,310 I
130-LMD#1 GENERAL CITY
5000-Regular Salaries $ 147,139 $ 56,980 $ 15,760 ,
5010- Part Time Salaries 8,786 0 0
Fringe Benefits 68,947 26,540 7,390
5200-Operations& Maintenance 65,837 56,220 56,220 I
5204-O& M/Facilities 1,343 6,500 9,500
5250-Vehicle Operations& Maint. 1,582 2,000 2,000
5252- Emergency Equipment& Veh Rntl 0 800 800
5280- Equip Operations& Maint 883 3,800 3,800 I
5300-Contract Services 475,980 455,570 455,570
5304-Contract Serv/Facilities 0 5,000 2,000
5310-Tree Maintenance 50,000 50,000 50,000 I
5400-Telephone Utilities 2,279 2,550 2,630
5402-Water Utilities 341,228 332,640 393,650
5403-Electric Utilities 65,421 68,630 74,430 I
5500-Assessment Administration 65,870 65,870 65,870
5501 -Admin./General Overhead 67,040 73,870 60,020
5603-Capital Outlay-Equipment 2,560 0 0 I
TOTAL LMD#1 GENERAL CITY $ 1,364,896 $ 1,206,970 $ 1,199,640
131-LMD#2 VICTORIA
5000-Regular Salaries $ 588,441 $ 582,580 $ 510,330
5005 -Overtime Salaries 51 1,090 1,090
5010- Part Time Salaries 51,090 80,320 80,320 I
Fringe Benefits 278,962 283,800 249,370
5200-Operations& Maintenance 65,747 67,150 67,150
5250-Vehicle Operations& Maint. 4,663 5,000 5,000 t
5300-Contract Services 1,067,562 1,158,680 1,051,890
_: `- sue''/ ,� _
Fiscal Year 2015/16 Adopted Budget - Page 140 1_,.
ICity of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2015/16 Adopted Budget
I 2014/15 2015/16
2013/14 Adopted Adopted
Actual Budget Budget
I 5310-Tree Maintenance 127,550 128,000 130,560
5400-Telephone Utilities 1,591 1,250 1,690
5402- Water Utilities 969,709 998,160 1,1 18,660
5403- Electric Utilities 80,792 90,880 108,270
I 5500-Assessment Administration 34,870 34,870 34,870
5501 -Admin./General Overhead 190,020 213,000 223,250
5504- Interfund Allocation 72,420 70,960 75,020
I 5999- Prior Period Adjustment (2,263) 0 0
9001 Transfer Out General Fund 131,420 0 0
TOTAL LMD#2 VICTORIA $ 3,662,624 $ 3,715,740 $ 3,657,470
I132-LMD#3A HYSSOP
5200-Operations& Maintenance $ 196 $ 1,100 $ 1,100
I 5300-Contract Services 3,015 3,650 7,500
5402 - Water Utilities 1,058 900 1,460
5403 - Electric Utilities 572 800 840
I 5500-Assessment Administration 50 50 50
5501 -Admin./General Overhead 190 90 100
TOTAL LMD#3A HYSSOP $ 5,081 $ 6,590 $ 11,050
I133-LMD#3B MEDIANS
5000-Regular Salaries $ 259,445 $ 60,710 $ 53,480
I 5005 -Overtime Salaries 231 0 0
5010 Part Time Salaries 23,886 11,600 1 1,600
Fringe Benefits 122,243 30,080 26,860
I 5152-Computer Software 0
57,192 500 500
5200-Operations& Maintenance ,192 11,100
11,100
5204-0& M/Facilities 0 6,000 6,000
I 5250- Vehicle Operations& Maint. 1,136 0 0
5252- Emergency Equipment& Veh Rntl 230 0 0
5280- Equip Operations& Maint 8,718 0 0
I 5300-Contract Services 334,613 398,140 498,830
5304-Contract Serv/Facilities 0 108,410 112,000
5310-Tree Maintenance 21,842 21,850 22,290
5400-Telephone Utilities 0 530 600
I
5402- Water Utilities 98,357 116,930 130,960
5403 Electric Utilities 17,017 53,430 59,390
5500-Assessment Administration 6,270 6,270 6,270
I 5501 -Admin./General Overhead 59,730 57,910 21,070
5603 -Capital Outlay-Equipment 0 0 200,000
5650-Capital Project 0 0 665,000
ITOTAL LMD#3B MEDIANS $ 1,010,910 $ 883,460 $ 1,825,950
134-LMD#4R TERRA VISTA
I5000- Regular Salaries $ 539,517 $ 637,750 $ 616,180
_e
Fiscal Year 2(115'16 .1ddohted Budget Page 141 L,'.;.'J
City of Rancho Cucamonga I
Expenditure Detail
All Funds '
Fiscal Year 2015/16 Adopted Budget
2014/15 2015/16 1
2013/14 Adopted Adopted
Actual Budget Budget
5005-Overtime Salaries 179 1,050 1,050 '
5010- Part Time Salaries 20,110 32,280 32,280
Fringe Benefits 252,858 303,210 293,890
5200-Operations& Maintenance 74,788 96,280 93,650 t
5250-Vehicle Operations& Maint. 2,631 6,000 6,000
5252-Emergency Equipment& Veh Rntl 0 1,700 1,700
5280-Equip Operations& Maint 3,499 3,750 3,750
5300-Contract Services 422,345 676,470 684,160 I
5310-Tree Maintenance 51,999 70,000 71,400
5400-Telephone Utilities 3,222 2,910 3,420
5402-Water Utilities 379,865 392,530 445,910 I
5403-Electric Utilities 25,923 31,360 32,930
5500-Assessment Administration 22,990 22,990 22,990
5501 -Admin./General Overhead 156,500 156,180 179,300
5603-Capital Outlay-Equipment 5,960 0 0
5607-Cap Outlay-Impry Oth Than Bldg 0 62,420 0
5650-Capital Project 181,362 550,000 392,000 '
5999-Prior Period Adjustment (2,636) 0 0
TOTAL LMD#4R TERRA VISTA $ 2,141,1 13 $ 3,046,880 $ 2,880,610
1 -LMD#5 ANDOVER
I
5000-Regular Salaries $ 0 $ 0 $ 1,770
5010-Part Time Salaries 82 0 0
I
Fringe Benefits 2 0 830
5200-Operations& Maintenance 777 1,400 1,400
5250-Vehicle Operations& Maint. 0 70 70 I
5300-Contract Services 13,781 2,690 6,390
5402- Water Utilities 539 630 710
5403 -Electric Utilities 318 400 420
5500-Assessment Administration 220 220 220 I
5501 -Admin./General Overhead 300 110 110
5607-Cap Outlay-Impry Oth Than Bldg 0 35,650 0
TOTAL LMD#5 ANDOVER $ 16,019 $ 41,170 $ 11,920 I
136-LMD#6R CARYN COMMUNITY
5000-Regular Salaries $ 7,444 $ 7,590 $ 11,950 I
Fringe Benefits 3,478 3,570 5,480
5200-Operations& Maintenance 12,810 16,360 16,360
5252- Emergency Equipment& Veh Rntl 0 200 200 I
5300-Contract Services 226,360 275,090 229,690
5310-Tree Maintenance 16,870 35,000 35,700
5402- Water Utilities 119,915 120,840 175,970 I
5403-Electric Utilities 7,180 8,310 8,730
5500-Assessment Administration 7,020 7,020 7,020
5501 -Admin./General Overhead 22,180 22,760 23,840 I
I i,c,il l.L.;u- ?()1 " 16 .\dtpt�(l Iiu4ct Page 142 -...J
ICity of Rancho Cucamonga
Expenditure Detail
I All Funds
Fiscal Year 2015/16 Adopted Budget
I 2014/15 2015/16
2013/14 Adopted Adopted
Actual Budget Budget
ITOTAL LMD#6R CARYN COMMUNITY $ 423,255 $ 496,740 $ 514,940
137-LMD#7 NORTH ETIWANDA
I 5000- Regular Salaries $ 152,963 $ 165,060 $ 117,680
5010 Part Time Salaries 5,032 10,380 13,160
Fringe Benefits 71,420 78,550 57,120
I 5200-Operations& Maintenance 37,317 47,260 33,400
5204-O& NA/Facilities 65 1,000 1,000
5250-Vehicle Operations& Maint. 2,415 2,500 0
5252-Emergency Equipment& Veh Rntl 0 700 0
I5300-Contract Services 323,925 341,150 297,940
5310 Tree Maintenance 6,950 6,950 7,090
5400-Telephone Utilities 1,141 1,220 1,310
I 5402- Water Utilities 254,959 239,540 351,220
5403- Electric Utilities 23,703 30,600 32,130
5500-Assessment Administration 15,430 15,430 15,430
I 5501 -Admin./General Overhead 68,760 69,780 72,200
5603-Capital Outlay-Equipment 4,700 0 0
TOTAL LMD#7 NORTH ETIWANDA $ 968,780 $ 1,010,120 $ 999,680
I138-LMD#8 SOUTH ETIWANDA
5000- Regular Salaries $ 1,490 $ 1,520 $ 3,840
I Fringe Benefits
5200- 696 710 1,740
Operations& Maintenance 0 2,600 2,600
5300-Contract Services 9,770 12,050 12,050
I 5310-Tree Maintenance 4,300 4,300 4,300
5402 Water Utilities 7,551 6,540 9,870
5403 -Electric Utilities 898 1,300 1,370
I 5500-Assessment Administration 1,050 1,050 1,050
5501 Admin./General Overhead 5,680 5,790 6,170
TOTAL LMD#8 SOUTH ETIWANDA $ 31,434 $ 35,860 $ 42,990
I139-LMD#9 LOWER ETIWANDA
5000- Regular Salaries $ 144,077 $ 162,100 $ 159,600
I 5010-Part Time Salaries 4,971 7,860 1 1,200
Fringe Benefits 67,554 77,030 76,440
5200-Operations& Maintenance 17,754 23,370 23,600
I 5220-Cellular Technology 1,093 1,370 1,370
5252 Emergency Equipment& Veh Rntl 0 1,200 1,200
5300-Contract Services 112,909 129,280 134,770
I 5310-Tree Maintenance 26,050 28,500 29,070
5402- Water Utilities 29,390 27,550 66,460
5403- Electric Utilities 7,019 8,730 9,170
5500-Assessment Administration 9,100 9,100 9,100
I5501 -Admin./General Overhead 32,700 30,550 35,410
I iscal Year 2015/16 Adopted I3udgct Page 143 L�.•,�J
City of Rancho Cucamonga
I
Expenditure Detail
All Funds
I
Fiscal Year 2015/16 Adopted Budget
2014/15 2015/16 '
2013/14 Adopted Adopted
Actual Budget Budget
5603 -Capital Outlay-Equipment 5,550 0 0
5650-Capital Project 0 0 40,000
5999-Prior Period Adjustment (2,487) 0 0
TOTAL LMD#9 LOWER ETIWANDA $ 455,679 $ 506,640 $ 597,390 I
140-LMD#10 RANCHO ETIWANDA
5000- Regular Salaries $ 128,030 $ 150,180 $ 130,200 I
5005-Overtime Salaries 0 1,050 1,050
5010- Part Time Salaries 15,630 27,590 31,110
Fringe Benefits 61,328 74,330 65,880 ,
5200-Operations& Maintenance 34,524 23,100 14,500
5204-0& M/Facilities 2,776 4,000 4,000
5220-Cellular Technology 324 0 0 I
5252- Emergency Equipment& Veh Rntl 287 500 0
5280-Equip Operations& Maint 399 1,000 500
5300-Contract Services 110,563 119,880 102,600
5304-Contract Serv/Facilities 0 2,000 2,000 I
5310-Tree Maintenance 15,257 15,000 10,000
5402- Water Utilities 96,664 97,730 140,350
5403-Electric Utilities 17,178 31,690 23,100 I
5500- Assessment Administration 4,260 4,260 4,260
5501 -Admin./General Overhead 48,750 49,210 52,640
5603 -Capital Outlay-Equipment 5,520 0 0 I
5999- Prior Period Adjustment (983) 0 0
TOTAL LMD#10 RANCHO ETIWANDA $ 540,505 $ 601,520 $ 582,190
151-SLD#1 ARTERIAL I
5000-Regular Salaries $ 13,690 $ 13,170 $ 13,490
5010-Part Time Salaries 309 0 0
I
Fringe Benefits 6,442 6,190 6,340
5102-Training 180 180 180
5160-Membership Dues 30 4,030 50 I
5200-Operations& Maintenance 4,930 7,990 7,990
5220-Cellular Technology 332 4,330 1,000
5280- Equip Operations& Maint 0 500 500
5400-Telephone Utilities 1,146 1,130 1,500
5403- Electric Utilities 601,666 628,470 728,560
5500-Assessment Administration 160,190 160,190 160,940 I
5501 -Admin./General Overhead 33,420 35,440 37,090
5999-Prior Period Adjustment (938) 0 0
TOTAL SLD#1 ARTERIAL $ 821,397 $ 861,620 $ 957,640
I
152-SLD#2 RESIDENTIAL
5403 - Electric Utilities $ 247,321 $ 521,410 $ 678,480 I
5500-Assessment Administration 37,110 37,400 37,400
I'iscal 1',.•;u' 2(115 IO VloptLd1 IUudIict I';i:,e 144 L• J
ICity of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2015/16 Adopted Budget
I 2014/15 2015/16
Adopted Adopted
Actual Budget Budget
I 5501 -Admin./General Overhead 2,950 2,500 5,080
TOTAL SLD#2 RESIDENTIAL $ 287,380 $ 561,310 $ 720,960
I 153-SLD#3 VICTORIA
5000- Regular Salaries $ 13,071 $ 13,170 $ 13,490
5010-Part Time Salaries 309 0 0
I Fringe Benefits 6,153 6,190 6,340
5102 Training 180 180 180
5160- Membership Dues 30 30 30
5200-Operations& Maintenance 9,730 9,940 9,940
I5403-Electric Utilities 220,21 1 240,770 258,000
5500-Assessment Administration 35,360 35,450 35,640
5501 -Admin./General Overhead 4,890 4,300 4,920
1 5999- Prior Period Adjustment (998) 0 0
TOTAL SLD#3 VICTORIA $ 288,935 $ 310,030 $ 328,540
I154-SLD#4 TERRA VISTA
5000-Regular Salaries $ 13,071 $ 13,170 $ 13,490
I 5010- Part Time Salaries 309 0 0
Fringe Benefits 6,153 6,190 6,340
5102 Training 184 190 190
5160-Membership Dues 30 30 30
I 5200-Operations& Maintenance 4,940 4,940 4,940
5280- Equip Operations& Maint 500 500 500
5403 - Electric Utilities 101,756 111,900 92,520
I 5500- Assessment Administration 22,970 22,970 22,970
5501 -Admin./General Overhead 3,770
3,110 3,630
TOTAL SLD#4 TERRA VISTA $ 153,682 $ 163,000 $ 144,610
I155-SLD#5 CARYN COMMUNITY
5000- Regular Salaries $ 4,115 $ 4,140 $ 4,250
I Fringe Benefits 1,922 1,950 2,000
5102 Training 74 180 180
5160- Membership Dues 30 30 30
I 5200-Operations& Maintenance 7,382 8,990 8,990
5403 Electric Utilities 41,195 45,390 58,080
5500-Assessment Administration 7,020 7,020 7,020
I 5501 -Admin./General Overhead 1,330 1,100 1,460
TOTAL SLD#5 CARYN COMMUNITY $ 63,068 $ 68,800 $ 82,010
I 156-SLD#6 INDUSTRIAL AREA
5000- Regular Salaries $ 13,071 $ 13,170 $ 13,490
5010- Part Time Salaries 309 0 0
I Fringe Benefits 6,153 6,190 6,340
5102 Training 0 180 180
1.iscal Year 2015 1 o :Adopted Bud!lei Ikwc 145 �•.•
City of Rancho Cucamonga
I
Expenditure Detail
All Funds
I
Fiscal Year 2015/16 Adopted Budget
2014/15 2015/16 t
2013/14 Adopted Adopted
Actual Budget Budget
5160-Membership Dues 30 30 30 I
5200-Operations& Maintenance 6,940 6,940 6,940
5280-Equip Operations& Maint 182 400 400
5403-Electric Utilities 72,798 82,370 80,880 I
5500-Assessment Administration 5,590 5,600 5,600
5501 -Admin./General Overhead 3,140 2,700 3,330
TOTAL SLD#6 INDUSTRIAL AREA $ 108,213 $ 117,580 $ 117,190
I
157-SLD#7 NORTH ETIWANDA
5000-Regular Salaries $ 13,071 $ 13,170 $ 13,490 ,
5010- Part Time Salaries 415 0 0
Fringe Benefits 6,168 6,190 6,340
5102-Training 0 180 180 I
5160-Membership Dues 30 30 30
5200-Operations& Maintenance 4,940 4,940 4,940
5403 -Electric Utilities 158,667 152,950 181,800
5500-Assessment Administration 19,840 20,060 20,810 '
5501 -Admin./General Overhead 3,590 3,190 3,760
TOTAL SLD#7 NORTH ETIWANDA $ 206,721 $ 200,710 $ 231,350 '
158-SLD#8 SOUTH ETIWANDA
5000- Regular Salaries $ 11,702 $ 11,780 $ 12,080 I
5010- Part Time Salaries 310 0 0
Fringe Benefits 5,513 5,540 5,680
5102-Training 0 180 180
5160- Membership Dues 30 30 30 t
5200-Operations&Maintenance 4,919 4,940 4,940
5403-Electric Utilities 50,046 55,750 57,120
5500-Assessment Administration 9,750 10,030 10,030 I
5501 - Admin./General Overhead 4,220 2,960 3,420
5650-Capital Project 442,152 0 0
5999- Prior Period Adjustment (2,263) 0 0 I
TOTAL SLD#8 SOUTH ETIWANDA $ 526,377 $ 91,210 $ 93,480
170-GAS TAX 2105/PROP111
5000-Regular Salaries $ 180,074 $ 269,750 $ 276,130
Fringe Benefits 82,493 124,710 127,700
5250-Vehicle Operations& Maint. 0 610 610 I
5300-Contract Services 218,250 192,400 192,400
5501 -Admin./General Overhead 25,220 27,150 35,910
5650-Capital Project 0 100,000 30,000 '
5999- Prior Period Adjustment (1,623) 0 0
9152-Transfer Out-SLD2 0 0 350,170
TOTAL GAS TAX 2105/PROP111 $ 504,414 $ 714,620 $ 1,012,920
I
I kcal Ycar 21115;'16 ;\dluptcd Budget Page 1-16 L•'',
iCity of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2015/16 Adopted Budget
I 2014/15 2015/16
2013/14 Adopted Adopted
Actual Budget Budget
•I 172-GAS TAX 2106-2107
5000- Regular Salaries $ 747,097 $ 778,680 $ 798,690
5005 -Overtime Salaries 0 10,500 10,500
I 5010- Part Time Salaries 27,743 88,340 88,340
Fringe Benefits 349,544 376,030 387,830
5200-Operations& Maintenance 0 4,580 4,580
5250-Vehicle Operations& Maint. 7,247 7,500 7,500
I
5280-Equip Operations& Maint 1,000 2,200 2,200
5300-Contract Services 7,500 36,000 36,000
5403- Electric Utilities 744,114 522,080 522,080
I 5501 -Admin./General Overhead 121,970 135,050 131,540
9152-Transfer Out-SLD2 0 240,540 0
TOTAL GAS TAX 2106-2107 $ 2,006,214 $ 2,201,500 $ 1,989,260
I174-GAS TAX R&T7360
5000- Regular Salaries $ 0 $ 20,510 $ 21,020
I Fringe Benefits 0 9,640 9,880
5215-O& M/Computer Equipment 3,655 0 0
5300-Contract Services 6,830 25,000 25,000
I 5501 -Admin./General Overhead 1,620 1,330 4,170
5650-Capital Project 1,993,358 1,950,640 2,578,000
5720- Misc Contributions to City 1,166 8,580 8,580
I 5999- Prior Period Adjustment (3,276) 0
81,950 0
9157-Transfer Out Fund 157 83,710 ,950 105,100
TOTAL GAS TAX R&T7360 $ 2,087,062 $ 2,097,650 $ 2,751,750
I176-MEASURE 1 1990-2010
5501 -Admin./General Overhead $ 1,640 $ 580 $ 490
I 5650-Capital Project 109,759 499,000 392,000
5999 Prior Period Adjustment (1,727) 0 0
TOTAL MEASURE 1 1990-2010 $ 109,671 $ 499,580 $ 392,490
II
• 177-MEASURE 1 2010-2040
5000- Regular Salaries $ 254,586 $ 164,770 $ 165,950
I Fringe Benefits 118,233 77,000 77,550
5300 Contract Services 845,957 873,190 1,043,050
5501 -Admin./General Overhead 34,950 34,560 24,410
I 5650-Capital Project 233,649 1,254,500 3,549,500
5720 Misc Contributions to City 1,458 57,170 57,170
5999- Prior Period Adjustment (3,335) 0 0
' TOTAL MEASURE 1 2010-2040 $ 1,485,497 $ 2,461,190 $ 4,917,630
182-AB 2928 TRAFFIC CONGEST RELIEF
I5501 - Admin./General Overhead $ 0 $ 90 $ 80
___ T---- _ _ '7"--•
Fiscal Year 2.015'16 .1ddopted 13udget Page 147 L,���`J
City of Rancho Cucamonga
I
Expenditure Detail
All Funds
I
Fiscal Year 2015/16 Adopted Budget
2014/15 2015/16 t
2013/14 Adopted Adopted
Actual Budget Budget
TOTAL AB 2928 TRAFFIC CONGEST RELIEF $ 0 $ 90 $ 80 I
186-FOOTHILL BLVD MAINTENANCE
5000-Regular Salaries $ 11,124 $ 0 $ 0 '
Fringe Benefits 5,197 0 0
5501 -Admin./General Overhead 2,460 1,770 20
TOTAL FOOTHILL BLVD MAINTENANCE $ 18,781 $ 1,770 $ 20 I
188-INTEGRATED WASTE MANAGEMENT
5000- Regular Salaries $ 469,690 $ 557,550 $ 574,840 I
5005-Overtime Salaries 46,201 65,000 50,000
5010-Part Time Salaries 0 11,370 13,880
Fringe Benefits 214,747 259,050 265,860 I
5100-Travel and Meetings 342 1,500 1,500
5102-Training 0 500 500
5105 -Mileage 0 100 100
5150-Office Supplies& Equipment 577 2,000 2,000 '
5160- Membership Dues 400 920 920
5200-Operations& Maintenance 11,155 58,500 25,500
5204-O& M/Facilities 0 0 1,000
5300-Contract Services 45,936 107,000 242,000
5304-Contract Serv/Facilities 0 4,000 3,000
5501 -Admin./General Overhead 96,510 97,670 137,350 I
5650-Capital Project 12,932 5,000 0
5725-Other Expenditures 35,140 0 0
5999- Prior Period Adjustment (1,951) 0 0 I
TOTAL INTEGRATED WASTE MANAGEMENT $ 931,678 $ 1,170,160 $ 1,318,450
190-PROP 42-TRAFFIC CONGESTION MIT
I
5501 -Admin./General Overhead $ 1,430 $ 450 $ 190
5650-Capital Project 560,332 109,000 0
5999- Prior Period Adjustment (1,161) 0 0 I
TOTAL PROP 42-TRAFFIC CONGESTION MIT $ 560,600 $ 109,450 $ 190
194-PROPOSITION 1B STATE FUNDING ,
5501 -Admin./General Overhead $ 180 $ 70 $ 70
TOTAL PROPOSITION IB STATE FUNDING $ 180 $ 70 $ 70 I
195-STATE ASSET SEIZURE
5200-Operations&Maintenance $ 35,325 $ 18,200 $ 0 I
5300-Contract Services 30,000 30,000 0
5501 - Admin./General Overhead 380 500 490
5603-Capital Outlay-Equipment 0 97,770 198,000
I j,e,il 1 car 2111 I r, ,\JIoptcd IHud�c1 Page 148 L.: J•
1
ICity of Rancho Cucamonga
Expenditure Detail
I All Funds
Fiscal Year 2015/16 Adopted Budget
I 2014/15 2015/16
2013/14 Adopted Adopted
Actual Budget Budget
ITOTAL STATE ASSET SEIZURE $ 65,704 $ 146,470 $ 198,490
196-CA ASSET SEIZURE 15%
1 5501 -Admin./General Overhead $ 300 $ 30 $ 30
TOTAL CA ASSET SEIZURE 15% $ 300 $ 30 $ 30
I 197-FEDERAL ASSET SEIZURE
5200-Operations& Maintenance $ 24,673 $ 0 $ 0
5501 - Admin./General Overhead 140 220 40
I5603 -Capital Outlay-Equipment 0 33,810 110,000
TOTAL FEDERAL ASSET SEIZURE $ 24,813 $ 34,030 $ 110,040
I198-CITYWIDE INFRASTRUCTURE IMPRV
5200-Operations& Maintenance $ 2,500 $ 12,500 $ 12,500
5300-Contract Services 0 0 25,000
I 5501 -Admin./General Overhead 4,790 1,800 2,440
5650 Capital Project 130,945 870,000 2,812,000
5720- Misc Contributions to City 8,032 24,390 24,390
I5999-Prior Period Adjustment (4,735) 0 0
TOTAL CITYWIDE INFRASTRUCTURE IMPRV $ 141,532 $ 908,690 $ 2,876,330
I 204-COMMUNITY DEVELOPMENT BLK GRNT
5000- Regular Salaries $ 265,911 $ 269,390 $ 272,690
5005 -Overtime Salaries 1,943 0 0
I 5010- Part Time Salaries 6,850 6,560 6,890
Fringe Benefits 124,742 126,800 126,960
5501 -Admin./General Overhead 33,130 36,050 27,320
I 5650-Capital Project 378,685 939,560 1,344,500
TOTAL COMMUNITY DEVELOPMENT BLK GRNT $
811,261 $ 1,378,360 $ 1,778,360
I 209-FEDERAL SAFETEA-LU
5650-Capital Project $ 0 $ 0 $ 3,951,810
ITOTAL FEDERAL SAFETEA-LU $ 0 $ 0 $ 3,951,810
211-PROP 1B-SLPP
5650-Capital Project $ 0 $ 0 $ 1,000,000
ITOTAL PROP 1B-SLPP $ 0 $ 0 $ 1,000,000
214-PEDESTRIAN GRANT/ART 3
5501 -Admin./General Overhead $ 0 $ 0 $ 20
5650-Capital Project 90,880 74,600 0
ITOTAL PEDESTRIAN GRANT/ART 3 $ 90,880 $ 74,600 $ 20
I i,cal Year 21115'1() Adopted laud;et Page 140 L.'•.;,J,
City of Rancho Cucamonga
I
Expenditure Detail
All Funds
I
Fiscal Year 2015/16 Adopted Budget
2014/15 2015/16 1
2013/14 Adopted Adopted
Actual Budget Budget
2M-ENRGY EFFICNCY/CONSRVATN GRNT I
5650-Capital Project $ 19,327 $ 0 $ 0
TOTAL ENRGY EFFICNCY/CONSRVATN GRNT $ 19,326 $ 0 $ 0
218-PUBLIC RESRCE GRNTS/HEALTHY RC I
5000- Regular Salaries $ 15,672 $ 73,120 $ 0
5010- Part Time Salaries 13,694 15,850 0 I
Fringe Benefits 7,521 36,730 0
5100-Travel and Meetings 16,135 16,000 0
5152-Computer Software 1,299 0 0
I
5200-Operations& Maintenance 136,912 76,010 9,730
5300-Contract Services 218,798 184,500 0
5501 -Admin./General Overhead 3,510 5,560 14,550 1
TOTAL PUBLIC RESRCE GRNTS/HEALTHY RC $ 413,541 $ 407,770 $ 24,280
225-CA RECYC/LITTER REDUCTION GRNT
5005-Overtime Salaries $ 3,497 $ 3,400 $ 3,400
5100-Travel and Meetings 615 2,400 1,600
5102-Training 1,098 1,600 1,200 1
5200-Operations& Maintenance 14,418 24,420 26,000
5300-Contract Services 12,100 12,100 12,100
5501 -Admin./General Overhead 380 330 360 '
TOTAL CA RECYC/LITTER REDUCTION GRNT $ 32,107 $ 44,250 $ 44,660
226-USED OIL RECYCLING GRANT I
5501 -Admin./General Overhead $ 70 $ 0 $ 0
TOTAL USED OIL RECYCLING GRANT $ 70 $ 0 $ 0
227-USED OIL RECYCLING PROGRAM '
5005-Overtime Salaries $ 18,705 $ 15,000 $ 15,000
5100-Travel and Meetings 1,191 1,300 1,300 I
5102-Training 600 600 700
5200-Operations& Maintenance 29,557 30,930 30,440
5501 -Admin./General Overhead 400 350 370 I
TOTAL USED OIL RECYCLING PROGRAM $ 50,452 $ 48,180 $ 47,810
234-SAFE ROUTES TO SCHOOL PROGRAM I
5000- Regular Salaries $ 46,487 $ 44,940 $ 0
5010-Part Time Salaries 0 0 40,100
Fringe Benefits 21,719 21,120 4,410 I
5100-Travel and Meetings 1,646 4,300 0
5200-Operations& Maintenance 20,372 104,980 44,350
5215-O& M/Computer Equipment 0 2,500 0 I
5300-Contract Services 350 50,000 (-71,,,..= 29,340
i Lal ' cw. 2015 16 .1d1nnlncdl I;ud cl l'allc 1 5(1 ,
ICity of Rancho Cucamonga
Expenditure Detail
I All Funds
Fiscal Year 2015/16 Adopted Budget
I 2014/15 2015/16
2013/14 Adopted Adopted
Actual Budget Budget
5501 -Admin./General Overhead 15,110 15,860 14,460
I5650-Capital Project 258,354 90,800 0
TOTAL SAFE ROUTES TO SCHOOL PROGRAM $ 364,037 $ 334,500 $ 132,660
I235-PROP 84 PARK BOND ACT
5200-Operations& Maintenance $ 0 $ 3,000 $ 3,000
i 5300-Contract Services 0 2,000 2,000
5650-Capital Project 0 283,500 3,539,360
TOTAL PROP 84 PARK BOND ACT $ 0 $ 288,500 $ 3,544,360
I250-RECREATION SERVICES
5000- Regular Salaries $ 509,581 $ 614,620 $ 599,830
I 5005-Overtime Salaries 998
1354 1,000 1,000
5010 Part Time Salaries , ,644 1,556,700 1,532,920
Fringe Benefits 313,986 384,020 383,340
I 5150-Office Supplies& Equipment 4,213 6,000 5,450
5152-Computer Software 3,765 390 0
5200-Operations& Maintenance 424,217 499,970 481,600
5215 -0& M/Computer Equipment 6,270 1,120 0
I
5300-Contract Services 1,344,328 1,453,820 1,516,270
5501 Admin./General Overhead 41,010 41,010 41,010
5603 -Capital Outlay-Equipment 5,719 29,000 45,000
I 5605-Capital Outlay-Computer Equip 5,065 0 0
5999- Prior Period Adjustment (1,951) 0 0
TOTAL RECREATION SERVICES $ 4,01 1,845 $ 4,587,650 $ 4,606,420
I -SENIOR OUTREACH GRANT
5300-Contract Services $ 6,920 $ 6,920 $ 0
1 5501 -Admin./General Overhead 210 90 0
9250-Transfer Out-Recreation Srvcs 1,822 0 0
ITOTAL SENIOR OUTREACH GRANT $ 8,952 $ 7,010 $ 0
271-COUNTY SENIOR TRANSPORT.GRANT
I 9250-Transfer Out-Recreation Srvcs $ 65 $ 0 $ 0
TOTAL COUNTY SENIOR TRANSPORT.GRANT $ 65 $ 0 $ 0
I 272-FREEDOM COURTYARD RSRC GRANTS
5005 -Overtime Salaries $ 774 $ 0 $ 0
5650-Capital Project 3,413 0 0
ITOTAL FREEDOM COURTYARD RSRC GRANTS $ 4,186 $ 0 $ 0
290-LIBRARY FUND
I5000- Regular Salaries $ 1,397,576 $ 1,535,130 $ 1,609,630
I iscal Year ?O15/16 Adopted Budget Page 151 L.. J
City of Rancho Cucamonga
I
Expenditure Detail
All Funds
I
Fiscal Year 2015/16 Adopted Budget
2014/15 2015/16 ,
2013/14 Adopted Adopted
Actual Budget Budget
5010- Part Time Salaries 634,458 777,900 839,100 ,
Fringe Benefits 712,338 782,810 829,750
5100-Travel and Meetings 17,599 16,700 24,700
5102-Training 2,000 2,000 2,000 I
5105- Mileage 866 1,900 1,900
5150-Office Supplies&Equipment 23,169 22,550 22,550
5152-Computer Software 6,515 32,700 6,430
5160-Membership Dues 3,169 5,550 6,200 I
5200-Operations& Maintenance 470,898 617,420 697,210
5207-0& M/Capital Supplies 1,061 6,850 10,000
5215 -O& M/Computer Equipment 7,359 5,000 3,380 I
5220-Cellular Technology 1,437 1,610 1,610
5300-Contract Services 195,262 247,440 266,510
5400-Telephone Utilities 10,276 10,500 10,500 I
5402-Water Utilities 5,388 4,500 5,040
5403-Electric Utilities 61,815 70,050 70,050
5501 -Admin./General Overhead 70,910 70,910 70,910 '
5605-Capital Outlay-Computer Equip 12,733 0 5,000
5703-Capital Lease Payment 10,833 10,500 10,710
5999-Prior Period Adjustment (5,316) 0 0 I
TOTAL LIBRARY FUND $ 3,640,347 $ 4,222,020 $ 4,493,180
291-CA STATE LIBRARY
5010- Part Time Salaries $ 2,594 $ 10,000 $ 0 I
Fringe Benefits 295 1,500 0
5100-Travel and Meetings 2,826 3,000 5,000 I
5200-Operations& Maintenance 8,443 2,780 10,000
5215-O& M/Computer Equipment 21,928 0 0
5300-Contract Services 31,557 0 10,000
5501 -Admin./General Overhead 110 1,240 860
5603 -Capital Outlay-Equipment 84,699 0 0
TOTAL CA STATE LIBRARY $ 152,452 $ 18,520 $ 25,860 1
292-STAFF INNOVATION FD(CA ST LB)
5010- Part Time Salaries $ 1,297 $ 15,000 $ 15,000
Fringe Benefits 111 1,230 1,230
5100-Travel and Meetings 17,704 30,000 25,000
5200-Operations& Maintenance 11,973 10,000 10,000
5300-Contract Services 10,000 10,000 10,000 I
5501 -Admin./General Overhead 710 1,960 1,240
TOTAL STAFF INNOVATION FD(CA ST LB) $ 41,794 $ 68,190 $ 62,470
'
301-THE BIG READ LIBRARY GRANT
5200-Operations& Maintenance $ 0 $ 5,000 $ 9,400
5300-Contract Services 0 15,000 �20,600
�
1 fiscal Ycar ?OI I ( \ddoptcd Iiucl_ct l a∎�c 1 52 l , . 'J
ICity of Rancho Cucamonga
Expenditure Detail
I All Funds
Fiscal Year 2015/16 Adopted Budget
2014/15 2015/16
I
2013/14 Adopted Adopted
Actual Budget Budget
5501 - Admin./General Overhead 600 80 670
ITOTAL THE BIG READ LIBRARY GRANT $ 600 $ 20,080 $ 30,670
•' 329-LIBRARY CAPITAL FUND
5501 - Admin./General Overhead $ 0 $ 0 $ 270
5602 -Capital Outlay-Bldg& Imprvmnt 0 0 5,000
I 5650-Capital Project 8,207 220,000 2,500,000
TOTAL LIBRARY CAPITAL FUND $ 8,207 $ 220,000 $ 2,505,270
I 4-COP'S PROGRAM GRANT-STATE
5300-Contract Services $ 52,523 $ 200,000 $ 240,000
5501 -Admin./General Overhead 3,010 1,470 2,060
I 5603 -Capital Outlay-Equipment 0 70,000 0
TOTAL COP'S PROGRAM GRANT-STATE $ 55,533 $ 271,470 $ 242,060
I 356-JUSTICE ASSIST GRNT(JAG)ARRA
5605 -Capital Outlay-Computer Equip $ 8,122 $ 0 $ 0
TOTAL JUSTICE ASSIST GRNT(JAG)ARRA $ 8,121 $ 0 $ 0
I
361-JUSTICE ASSISTANCE GRANT(JAG)
5300-Contract Services $ 15,434 $ 0 $ 0
I 5501 -Admin./General Overhead 30 1 10 40
5603 -Capital Outlay-Equipment 27,791 23,460 0
5605-Capital Outlay-Computer Equip 20,656 0 0
I5606-Capital Outlay-Fum/Fixtures 24,313 0 0
TOTAL JUSTICE ASSISTANCE GRANT(JAG) $ 88,223 $ 23,570 $ 40
I373-COPS SECURE OUR SCHOOLS GRANT
5102-Training $ 250 $ 0 $ 0
5200-Operations& Maintenance 560 0 0
I5501 -Admin./General Overhead 10,060 0 0
TOTAL COPS SECURE OUR SCHOOLS GRANT $ 10,870 $ 0 $ 0
I374-COPS HIRING PROGRAM GRANT
5300-Contract Services $ 125,000 $ 156,680 $ 162,410
5501 - Admin./General Overhead 0 820 1,500
I
TOTAL COPS HIRING PROGRAM GRANT $ 124,999 $ 157,500 $ 163,910
I 380-HOMELAND SECURITY GRANT-FIRE
5000-Regular Salaries $ 0 $ 67,020 $ 0
5010-Part Time Salaries 8,892 0 0
I Fringe Benefits 129 31,500 0
5093 -Other Funds Salary Reimbursmnt 0 (49,230) 0
y t�
Fiscal Year 201 5!16 :\duptcd liudget Page 15 'I ':••
•
City of Rancho Cucamonga
I
Expenditure Detail
All Funds
I
Fiscal Year 2015/16 Adopted Budget
2014/15 2015/16 t
2013/14 Adopted Adopted
Actual Budget Budget
5152-Computer Software 29,464 0
5501 -Admin./General Overhead 1,520 470 570 0 I
5723 -Misc Contributions to Fire 0 0 35,000
TOTAL HOMELAND SECURITY GRANT-FIRE $ 40,005 $ 49,760 $ 35,570
•
381-HOMELAND SECURITY GRANT-POLICE
5200-Operations& Maintenance $ 1,234 $ 0 $
5501 -Admin./General Overhead 0 20 0 0 I
5604-Capital Outlay-Vehicles 19,879 0 0
TOTAL HOMELAND SECURITY GRANT-POLICE $ 21,112 $ 20 $ 0 I
396-HOUSING SUCCESSOR AGENCY
5200-Operations& Maintenance $ 0 $ 0 $ 80 I
5245-Subsidies To Low/Mod Housing 0 0 105,600
5620-Project Improvement Costs 0 0 2,010,000
5720-Misc Contributions to City 0 0 200,000 I
TOTAL HOUSING SUCCESSOR AGENCY $ 0 $ 0 $ 2,315,680
602-AD 84-1 DAY CREEK/MELLO I
5501 -Admin./General Overhead $ 720 $ 2,420 $ 3,490
5999- Prior Period Adjustment (1,013) 0 0
TOTAL AD 84-1 DAY CREEK/MELLO $ (292) $ 2,420 $ 3,490 I
612-CFD 2001-01
5501 -Admin./General Overhead $ 320 $ 140 $ 130 I
TOTAL CFD 2001-01 $ 320 $ 140 $ 130
615-CFD 2003-01 CULTURAL CENTER
I
5501 - Admin./General Overhead $ 50 $ 0 $ 0
5650-Capital Project 0 5,000 5,000 '
TOTAL CFD 2003-01 CULTURAL CENTER $ 50 $ 5,000 $ 5,000
617-CFD 2004-01 RANCHO ETIWANDA ES I
5650-Capital Project $ 0 $ 500,000 $ 0
9820-Transfer out-CFD 2004-01 944,714 0 0
TOTAL CFD 2004-01 RANCHO ETIWANDA ES $ 944,714 $ 500,000 $ 0 I
680-CFD 2006-01 VINTNER'S GROVE
5650-Capital Project $ 0 $ 100,000 $ 100,000 I
TOTAL CFD 2006-01 VINTNER'S GROVE $ 0 $ 100,000 $ 100,000
700-SPORTS COMPLEX
1
I meal 1 Ls;u• 2015 I() .1(.1()ptc(I litichic1 I',1,ic I ",-1
ICity of Rancho Cucamonga
Expenditure Detail
I All Funds
Fiscal Year 2015/16 Adopted Budget
I 2014/15 2015/16
2013/14 Adopted Adopted
Actual Budget Budget
I 5000-Regular Salaries $ 501,911 $ 776,280 $ 846,590
5005-Overtime Salaries 17,548 37,280 37,280
5010-Part Time Salaries 195,090 301,080 297,720
Fringe Benefits 246,779 399,220 434,650
I 5150-Office Supplies& Equipment 154 600 600
5200-Operations& Maintenance 0 52,600 100,100
5203 -0& M/Complex Maintenance 33,098 34,000 0
I 5204-0& M/Facilities 49,613 49,000 56,300
5206 0& M/Recreation Programs 35,566 36,430 8,780
5250-Vehicle Operations&Maint. 0 1,500 1,500
I 5252-Emergency Equipment& Veh Rntl 5,612 9,500 9,500
5280- Equip Operations& Maint 2,979 16,000 16,000
5299-Depreciation Expense 430,073 0 0
I 5300-Contract Services 33,243 44,330 107,280
5302-Contract Serv/Complex Maint. 3,054 46,660 0
5304-Contract Serv/Facilities 138,432 180,100 170,870
I 5305-Contract Serv/Recreation Prgs 82,354 93,750 17,660
5400-Telephone Utilities 2,748 4,010 4,140
5401 -Gas Utilities 8,999 10,580 9,930
5402- Water Utilities 97,954 96,780 121,250
I 5403 - Electric Utilities 259,420 311,580 327,160
5501 - Admin./General Overhead 25,000 25,000 25,000
5607-Cap Outlay-Impry Oth Than Bldg 0 0 100,000
ITOTAL SPORTS COMPLEX S 2,169,624 $ 2,526,280 $ 2,692,310
702-REGIS CONNECT
I5100-Travel and Meetings $ 6,598 $ 4,500 $ 13,000
5152-Computer Software 0 0 6,000
5200-Operations& Maintenance 1,217 0 800
I 5220-Cellular Technology 99 0 610
5300-Contract Services 0 0 1,710
5501 -Admin./General Overhead 0 140 120
I5720- Misc Contributions to City 25,939 100,000 50,000
TOTAL REGIS CONNECT $ 33,852 $ 104,640 $ 72,240
I705-MUNICIPAL UTILITY
5000-Regular Salaries $ 203,614 $ 218,870 $ 225,370
5010- Part Time Salaries 25,441 30,820 30,820
I Fringe Benefits 97,192 105,920 109,320
5100 Travel and Meetings 1,599 5,250 5,250
5102 -Training 300 42,000 42,000
I 5150-Office Supplies& Equipment 821
15 1,000 1,000
5152 Computer Software ,636 30,000 0
5160- Membership Dues 11,371 14,550 15,250
I 5161 -Publications& Subscriptions 1,460
623 1,420 1,420
5209-0& M/Electric Utility 6,238,445 8,012,300 6,662,300
Fiscal Year 2O15,'16 Adopted Budget Page 155 L.'�
City of Rancho Cucamonga I
Expenditure Detail
All Funds I
Fiscal Year 2015/16 Adopted Budget
2014/15 2015/16 I
2013/14 Adopted Adopted
Actual Budget Budget
5215-O& M/Computer Equipment 1,794 0 0
I
5299- Depreciation Expense 691,850 0 0
5309-Contract Srvc/Electric Utility 455,878 760,000 820,000
5312-Legal Services 36,888 40,000 40,000 1
5400-Telephone Utilities 7,125 7,500 7,500
5501 -Admin./General Overhead 123,420 142,880 153,930
5603-Capital Outlay-Equipment 46,905 82,000 85,000
5650-Capital Project 390,637 461,000 836,000 I
5699-Capital Proj Contra Acct(FS) (420,768) 0 0
5720-Misc Contributions to City 39,308 37,760 37,760
5899-Clearing Acct-Electric Utility (1,525) 0 0 I
5900-Bad Debt Expense-Electric Util 12,480 0 0
5999- Prior Period Adjustment (4,884) 0 0
9001 -Transfer Out-General Fund 1,055,350 1,185,360 1,255,350 I
9706-Transfer Out-Util Pub Benefit 75,000 0 0
TOTAL MUNICIPAL UTILITY $ 9,105,339 $ 11,178,630 $ 10,328,270
706-UTILITY PUBLIC BENEFIT FUND I
5000- Regular Salaries $ 87,774 $ 99,080 $ 101,750
Fringe Benefits 40,307 45,860 47,120 t
5160-Membership Dues 1,021 3,530 2,030
5161 -Publications& Subscriptions 0 200 200
5209-0& M/Electric Utility 16,166 290,000 290,000 '
5300-Contract Services 41,307 100,000 100,000
5501 - Admin./General Overhead 12,360 12,890 12,530
TOTAL UTILITY PUBLIC BENEFIT FUND $ 198,934 $ 551,560 $ 553,630 I
708-RCMU CAPITAL REPLACEMENT FUND
5999- Prior Period Adjustment $ (849) $ 0 $ 0 '
TOTAL RCMU CAPITAL REPLACEMENT FUND $ (848) $ 0 $ 0
712-EOUIPNEHICLE REPLACEMENT
•
5200-Operations& Maintenance $ 36,846 $ 51,150 $ 218,350
5207-0& M/Capital Supplies 0 0 25,000
5299- Depreciation Expense 617,213 0 0 I
5300-Contract Services 40,012 131,640 65,800
5501 -Admin./General Overhead 7,420 3,530 3,710
5603-Capital Outlay-Equipment 78,248 552,880 972,730 I
5604-Capital Outlay-Vehicles 146,072 261,000 572,000
5650-Capital Project 16,315 0 0
5699-Capital Proj Contra Acct(FS) 227,548 0 0 I 5703-Capital Lease Payment 1,596 64,000 70,700
5999-Prior Period Adjustment (7,311) 0 0
TOTAL EQUIPNEHICLE REPLACEMENT $ 1,163,958 $ 1,064,200 $ 1,928,290 I 1
I iscal Year 2015 16 :\dohtcd liti4ct Page 156
ICity of Rancho Cucamonga
Expenditure Detail
I All Funds
Fiscal Year 2015/16 Adopted Budget
I 2014/15 2015/16
2013/14 Adopted Adopted
Actual Budget Budget
I 714-COMP EOUIP/TECH REPLCMENT FUND
5102-Training $ 12,392 $ 0 $ 5,000
5152-Computer Software 200,428 127,190 514,310
I 5200-Operations& Maintenance 25,788 22,200 52,040
5215 -O& M/Computer Equipment 308,130 5,110 32,370
5299- Depreciation Expense 522,089 0 0
I 5300-Contract Services 531,349 305,920 357,940
5501 -Admin./General Overhead 7,750 10,590 4,490
5605 -Capital Outlay-Computer Equip 187,293 539,510 759,610
5699-Capital Proj Contra Acct(FS) (192,393) 0 0
I 5700- Interest Expense 12,288 9,400 6,470
5701 - Principal Repayments 0 56,020 59,010
5703-Capital Lease Payment 34,526 424,100 424,100
I 5720- Misc Contributions to City 53,300 0 0
5999 Prior Period Adjustment (2,695) 0 0
TOTAL COMP EQUIP/TECH REPLCMENT FUND $ 1,700,244 $ 1,500,040 $ 2,215,340
I
838-AD 91-2 REDEMPTION-DAY CANYON
5000- Regular Salaries $ 31,440 $ 31,460 $ 32,730
I Fringe Benefits 14,352 14,450 15,040
5500-Assessment Administration 1,930 1,930 1,930
5501 -Admin./General Overhead 4,590 4,600 5,360
ITOTAL AD 91-2 REDEMPTION-DAY CANYON $ 52,312 $ 52,440 $ 55,060
848-PD 85 REDEMPTION FUND
5000-Regular Salaries $ 458,808 $ 377,810 $ 326,720
5005 -Overtime Salaries 4,510 3,680 3,680
5010- Part Time Salaries 49,133 0 0
Fringe Benefits 218,402 176,790 153,270
5200 Operations& Maintenance 62,604 74,310 74,310
5204-O& M/Facilities 1,523 2,500 2,500
I 5250-Vehicle Operations& Maint. 287
5 0 0
5280 Equip Operations& Maint 5,875 8,000 8,000
5300-Contract Services 153,714 84,710 84,590
I 5310-Tree Maintenance 18,200 18,200 18,200
5400-Telephone Utilities 7,391 7,860 8,450
5402-Water Utilities 186,879 138,410 215,590
I 5403- Electric Utilities 93,389 93,330 103,910
5500 Assessment Administration 153,430 153,430 153,430
5501 -Admin./General Overhead 115,780 115,780 1 15,780
5999- Prior Period Adjustment (968) 0 0
I
TOTAL PD 85 REDEMPTION FUND $ 1,528,956 $ 1,254,810 $ 1,268,430
868-CFD 2000-03 PARK MAINTENANCE
5000-Regular Salaries $ 184,134 $ 185,310 $ X129,120
I kcal Ycar 2.01: 16 V1(1)tecl liudgct 1'agc 157 `L,.�.�J
City of Rancho Cucamonga I
Expenditure Detail
All Funds
Fiscal Year 2015/16 Adopted Budget
2014/15 2015/16 '
2013/14 Adopted Adopted
Actual Budget Budget
5010- Part Time Salaries 0 0 8,890 '
Fringe Benefits 85,781 86,910 62,010
5200-Operations& Maintenance 27,539 29,000 25,000
5204-0& M/Facilities 3,946 4,000 4,000 I
5300-Contract Services 40,014 41,040 46,920
5400-Telephone Utilities 1,059 1,050 1,140
5402-Water Utilities 103,689 102,220 139,870
5403 -Electric Utilities 2,112 2,560 3,030 I
5500-Assessment Administration 1,980 1,980 1,980
5501 -Admin./General Overhead 55,330 56,010 59,010
5603-Capital Outlay-Equipment 4,700 0 0 I
5607-Cap Outlay-Impry Oth Than Bldg 19,825 0 0
9137-Transfer Out-Fund 137 414 50,000 50,000
9848-Transfer Out-Fund 848 44,872 0 0 I
TOTAL CFD 2000-03 PARK MAINTENANCE $ 575,395 $ 560,080 $ 530,970
TOTAL CITY OF RANCHO CUCAMONGA $ 122,164,011 $ 135,802,590 $ 163,603,260 I
R.C. FIRE PROTECTION DISTRICT
281-FIRE FUND I
5000- Regular Salaries $ 6,939,007 $ 7,518,580 $ 12,127,240
5005-Overtime Salaries 1,976,695 2,413,580 3,877,960
5010-Part Time Salaries 78,616 79,570 144,160 '
Fringe Benefits 5,254,460 5,786,640 8,205,540
5060-Tuition Reimbursement 38,540 10,000 10,000
5082- Reimb Personnel from CFD 85-1 0 0 (4,716,390)
5083 - Reimb Personnel from CFD 88-I 0 0 (1,946,040) I
5093 -Other Funds-Salary Reimbursmnt 0 0 (35,000)
5100-Travel and Meetings 17,475 26,540 33,790
5102-Training 73,046 126,120 146,770 I
5150-Office Supplies& Equipment 20,329 22,030 33,940
5151 - Postage 598 800 800
5152-Computer Software 25,300 0 0 ,
5155- Public Relations/Educ Material 23,047 24,000 34,000
5160-Membership Dues 3,982 5,210 6,590
5161 -Publications& Subscriptions 5,752 4,360 4,850 I
5165- Licenses, Permits&Fees 6,794 9,120 9,540
5200-Operations& Maintenance 189,359 266,310 322,860
5220-Cellular Technology 24,632 34,800 36,540 '
5250-Vehicle Operations& Maint. 111,947 139,860 139,860
5255 -Gasoline 33,078 35,770 35,770
5256- Diesel Fuel 74,743 91,480 91,480 I
5280- Equip Operations& Maint 7,007 24,200 26,100
5285- Safety Gear& Equipment 42,331 73,690 75,990
5290-Specialized Tools& Equipment 25,407 28,940 33,220
5291 - Equipment Supplies& Repairs 28,905 27,450 29,700 I
I kcal 1 car 2001 ' 1 r, VloptcLJ liuj�ct I',P2c I SX
IICity of Rancho Cucamonga
Expenditure Detail
I All Funds
Fiscal Year 2015/16 Adopted Budget
I 2014/15 2015/16
2013/14 Adopted Adopted
Actual Budget Budget
5300-Contract Services 600,536 734,040 849,830
I5312-Legal Services 17,823 50,000 50,000
5320- Hazardous Waste Removal 1,017 2,500 2,500
5321 - Fire Incident Costs 1,833 2,500 2,500
I
5400-Telephone Utilities 28,605 34,670 35,540
5401 -Gas Utilities 8,755 1 1,040 9,660
5402-Water Utilities 17,356 16,750 20,670
I 5403- Electric Utilities 64,884 94,910 100,250
5416-General Liability Insurance 48,718 58,900 100,250
5417-General Liability Claims 5,000 0 0
I 5501 - Admin./General Overhead 1,689,520 1,940,320 2,053,220
5510 Property Tax Admin. Fee 142,822 138,790 156,840
5700- Interest Expense 191,829 173,930 145,560
I 5701 -Principal Repayments 208,156 626,050 654,420
5703 Capital Lease Payment 1,036 4,600 4,600
5720-Misc Contributions to City 225,750 274,980 290,180
I 5725-Other Expenditures 4,454
141 0 0
5999- Prior Period Adjustment , 4,462 0 0
9283 -Transfer Out-CFD 88-1 817,610 980,660 1,009,850
ITOTAL FIRE FUND $ 20,491,216 $ 21,893,690 $ 24,215,140
282-COMMUNITY FACILITIES DIST 85-1
I 5000-Regular Salaries $ 2,999,299 $ 3,076,310 $ 0
5005 Overtime Salaries 814,682 830,060 0
5010-Part Time Salaries 24,077 38,060 0
Fringe Benefits 1,860,446 2,026,680 0
I5081 - Reimb Personnel to Fire Fund 0 0 4,716,390
5100-Travel and Meetings 214 1,120 1,120
5150-Office Supplies& Equipment 6,763 14,110 420
I 5160-Membership Dues 0 140 140
5161 - Publications& Subscriptions 0 220 220
5165 - Licenses, Permits& Fees 3,247 4,770 5,490
I 5200-Operations& Maintenance
36,187 52,180 20,970
5220 Cellular Technology 52 0 0
5250- Vehicle Operations& Maint. 58,178 69,940 69,940
I 5255-Gasoline 16,926 17,160 17,160
5256 Diesel Fuel 39,570 50,060 50,060
5280- Equip Operations& Maint 833 6,000 6,000
I 5285- Safety Gear& Equipment 16,323 15,640 15,640
5290 Specialized Tools& Equipment 1,369 3,130 3,130
5300-Contract Services 378,372 434,260 363,080
I 5400-Telephone Utilities 15,387 17,710 17,850
5401 -Gas Utilities 5,541 7,620 6,120
5402- Water Utilities 17,309 17,860 20,530
5403 - Electric Utilities 48,218 57,840 65,140
I5416-General Liability Insurance 41,135 46,270 1,010
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Fiscal Year 2(115/16 Adopted I3uclgct - Page 150 L��.�J
City of Rancho Cucamonga
I
Expenditure Detail
All Funds ,
Fiscal Year 2015/16 Adopted Budget
2014/15 2015/16 ,
2013/14 Adopted Adopted
Actual Budget Budget
5501 -Admin./General Overhead 408,010 331,080 243,050 ,is
5720-Misc Contributions to City 41,100 41,100 0
5999- Prior Period Adjustment (1,194) 0 0
TOTAL COMMUNITY FACILITIES DIST 85-1 $ 6,832,043 $ 7,159,320 $ 5,623,460 I
283-COMMUNITY FACILITIES DIST 88-1
5000- Regular Salaries $ 820,489 $ 943,240 $ 0 I
5005-Overtime Salaries 287,890 344,870 0
Fringe Benefits 537,528 634,370 0
5081 - Reimb Personnel to Fire Fund 0 0 1,946,040 '
5150-Office Supplies& Equipment 2,334 3,420 0
5165- Licenses, Permits& Fees 1,257 1,920 1,920
5200-Operations& Maintenance 10,711 17,980 4,000 I
5300-Contract Services 95,976 105,510 82,130
5400-Telephone Utilities 10,292 9,840 10,330
5401 -Gas Utilities 1,670 2,080 1,840
5402- Water Utilities 2,612 4,250 5,100 I
5403-Electric Utilities 12,244 15,820 16,610
5416-General Liability Insurance 9,744 11,230 0
5501 -Admin./General Overhead 99,670 107,150 141,880 I
5720- Misc Contributions to City 19,840 19,840 0
TOTAL COMMUNITY FACILITIES DIST 58-1 $ 1,912,257 $ 2,221,520 $ 2,209,850
288-FIRE PROTECTION CAPITAL FUND ,
5152-Computer Software $ 24,604 $ 15,000 $ 0
5200-Operations& Maintenance 167,149 320,000 226,500
I
5207-0& M/Capital Supplies 242,465 277,000 47,000
5215-O& M/Computer Equipment 85,832 44,000 8,000
5240-Operation of Acquired Property 115,962 5,000 5,000 '
5250- Vehicle Operations&Maint. 24,832 50,000 50,000
5280- Equip Operations& Maint 6,194 6,900 48,000
5285 -Safety Gear& Equipment 16,150 16,000 16,000 I
5290-Specialized Tools& Equipment 25,661 30,220 425,200
5291 -Equipment Supplies& Repairs 15,838 17,000 17,000
5300-Contract Services 506,525 170,250 109,250 1
5312- Legal Services 21,588 10,000 10,000
5501 -Admin./General Overhead 9,700 18,530 17,950
5600-Capital Outlay-Land 1,715,000 0 2,200,000 '
5602-Capital Outlay-Bldg& Imprvmnt 145,925 2,591,000 671,000
5603-Capital Outlay-Equipment 119,678 120,000 130,000
5604-Capital Outlay-Vehicles 1,068,332 865,000 920,150
5605-Capital Outlay-Computer Equip 0 0 100,000 I
5650-Capital Project 27,920 50,000 21,225,000
5720- Misc Contributions to City 318,440 200,580 10,000
5999- Prior Period Adjustment 234,264 0 - 0 1
Fiscal Year 2Ol I6 .\Jollied 11u4k:t I'a2c I60 L....".J
ICity of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2015/16 Adopted Budget
I 2014/15 2015/16
2013/14 Adopted Adopted
Actual Budget Budget
ITOTAL FIRE PROTECTION CAPITAL FUND $ 4,892,058 $ 4,806,480 $ 26,236,050
289-FIRE DISTRICT CAPITAL RESERVE
I 5200-Operations& Maintenance $ 39,415 $ 0 $ 0
5207-0& M/Capital Supplies 20,000 0 0
5300-Contract Services 31,606 0 0
I 5501 -Admin./General Overhead 3,500
11 0 0
5602-Capital Outlay-Bldg& Imprvmnt 8,250 0 0
5650-Capital Project 11,982 0 0
ITOTAL FIRE DISTRICT CAPITAL RESERVE $ 224,753 $ 0 $ 0
TOTAL R.C. FIRE PROTECTION DISTRICT $ 34,352,329 $ 36,081,010 $ 58,284,500
tTOTAL ALL FUNDS $ 156,516,341 $ 171,883,600 $ 221,887,760
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Fiscal Year 2015/16 Adopted Budget Page 161 L•,`:;J
City of Rancho Cucamonga I
Expenditures by Fund
Fiscal Year 2015/16 Adopted Budget
I
2014/15 2015/16
2013/14 Adopted Adopted
Actual Budget Budget
CITY OF RANCHO CUCAMONGA
GENERAL FUND
DIVISION I
001 -NON-DEPARTMENTAL GENERAL $ 4,484,332 $ 4,039,410 $ 4,515,250
002-NON-DEPARTMENTAL PERSONNEL (50,224) 124,880 176,070
101 -CITY COUNCIL 105,644 125,400 129,070 I
102-CITY MANAGEMENT 870,035 1,036,230 936,520
103-CITY CLERK 1,827 2,040 1,960
104-ANIMAL CARE AND SERVICES 2,569,847 2,809,120 3,038,880
I106-RECORDS MANAGEMENT 339,305 489,720 482,910
107-HEALTHY RC PROGRAM 0 203,730 395,010
108-COMMUNICATIONS 0 0 222,700
201 -ADMIN SRVCS-ADMINISTRATION 222,555 240,800 266,480 t
204-BUSINESS LICENSES 284,434 297,410 307,930
205-CITY FACILITIES 1,153,189 1,330,530 1,390,280
206- FINANCE 1,004,661 1,176,310 1,204,590 '
207-GEOGRAPHIC INFORMATION SYSTEMS 356,021 418,170 347,540
209- INFORMATION SERVICES 1,581,299 1,846,150 2,240,470
210- PERSONNEL 393,513 484,490 541,180
I
211 -PURCHASING 243,198 383,310 332,500
212-RISK MANAGEMENT 107,074 184,240 211,590
213-TREASURY MANAGEMENT 11,796 16,070 12,130
217-CITY TELECOMMUNICATIONS 300,142 375,540 336,790 t
301 -ECONOMIC AND COMMUNITY DVLPMNT 390,613 522,320 732,940
302-BUILDING AND SAFETY 1,628,622 1,785,020 1,932,380
303 -ENGINEERING- ADMINISTRATION 257,247 287,240 287,220 ,
305 -ENGINEERING - DEVELOPMENT MGT 657,810 712,790 749,610
306- ENGINEERING-NPDES 364,661 414,320 417,250
307-ENGINEERING- PROJECT MGT 458,544 464,010 829,240
308-ENGINEERING-TRAFFIC MGT 95,136 149,670 271,030 I
312- FACILITIES MAINTENANCE 2,973,030 3,620,910 3,687,180
314-PLANNING 1,200,881 2,057,500 2,262,310
315- PLANNING COMMISSION 14,518 16,630 20,980 I
317-VEHICLE AND EQUIP. MAINT. 905,122 1,006,770 1,046,780
318- STREET MAINTENANCE 2,318,585 2,465,040 2,838,170
319- PARK MAINTENANCE 2,444,995 2,743,300 2,938,180 t
320- METROLINK STATION MAINTENANCE 241,513 0 0
322-COMMUNITY IMPROVEMENT 772,135 748,680 785,220
401 -COMMUNITY SRVCS-ADMINISTRATION 4,209,740 4,822,540 4,947,200
420- PARK AND RECREATION COMMISSION 3,090 3,500 5,790 I
701 -POLICE-ADMINISTRATION 29,817,716 31,759,200 33,432,190
TOTAL GENERAL FUND $ 62,732,606 $ 69,162,990 $ 74,273,520
OTHER GENERAL FUNDS
I
003- REIMB ST/COUNTY PARKING CIT $ 76,338 $ 72,610 $ 72,140
006-CVWD REIMBURSEMENTS 176,612 236,840 230,850 I
008-CNTY OF S. B. REIMBURSEMENTS 81,461 86,680 86,680
016-COMM DEV TECHNICAL SRVCS FUND 254,268 52,340 30,000
017- LAW ENFORCEMENT RESERVE 71,165 346,190 132,220
018-TRAFFIC SAFETY 360,924 395,850 438,050 I
019- INFO TECHNOLOGY-DEVELOPMENT 204,320 204,320 X123,850
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l fiscal l ear 201 5:16 :1doplcd1 13uk1isrt Page 162 IL• 4.'J
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ICity of Rancho Cucamonga
Expenditures by Fund
Fiscal Year 2015/16 Adopted Budget
2014/15 2015/16
2013/14 Adopted Adopted
IActual Budget Budget
020-CITY TECHNOLOGY FEE FUND 135,070 135,070 136,080
022- MOBILE HOME PARK PROGRAM 60 36,430 36,450
I 023- SB 1 186 CERT ACCESS SPEC PROG 320
2 4,960 4,600
025 -CAPITAL RESERVE 2,165,066 2,478,600 3,974,850
073- BENEFITS CONTINGENCY 1,132,228 303,650 503,930
ITOTAL OTHER GENERAL FUNDS $ 4,657,833 $ 4,353,540 $ 5,769,700
SPECIAL REVENUE
100-ASSESSMENT DISTRICTS ADMIN $ 1,135,738 $ 1,132,020 $ 1,110,460
I
105 -AB2766 AIR QUALITY IMPROVEMENT
114,723 25,620 156,110
110- BEAUTIFICATION 22,571 400,670 725,180
112- DRAINAGE FAC/GENERAL 258,790 198,010 220,850
I 114- DRAINAGE-ETIWANDA/SAN SEVAINE 345,349 390 280
115 HENDERSON/WARDMAN DRAINAGE 0 0 270
116- ETIWANDA DRAINAGE 201,761 53,040 63,080
I118-UPPER ETIWANDA DRAINAGE 350
521 160 150
120 PARK DEVELOPMENT 521,530 547,830 1,538,250
122-SOUTH ETIWANDA DRAINAGE 250 90 90
124-TRANSPORTATION 3,674,942 3,366,130 3,750,060
I
126- LOWER ETIWANDA DRAINAGE 330 140 150
128 ETIWANDA NO. EQUESTRIAN FACIL. 0 0 190
129-UNDERGROUND UTILITIES 13,149 668,520 669,310
I 130-LMD#1 GENERAL CITY 1,364,897 1,206,970 1,199,640
131 LMD#2 VICTORIA 3,662,625 3,715,740 3,657,470
132- LMD#3A HYSSOP 5,081 6,590 11,050
I 133 - LMD#3B MEDIANS 1,010,911 883,460 1,825,950
134- LMD#4R TERRA VISTA 2,141,1 14 3,046,880 2,880,610
135 - LMD#5 ANDOVER 16,020 41,170 11,920
136- LMD#6R CARYN COMMUNITY 423,256 496,740 514,940
I 137- LMD#7 NORTH ETIWANDA 968,780 1,010,120 999,680
138 LMD#8 SOUTH ETIWANDA 31,434 35,860 42,990
139- LMD#9 LOWER ETIWANDA 455,679 506,640 597,390
I 140- LMD#10 RANCHO ETIWANDA 540,505 601,520 582,190
151 - SLD#1 ARTERIAL 821,398 861,620 957,640
152- SLD#2 RESIDENTIAL 287,381 561,310 720,960
153 - SLD#3 VICTORIA 288,936 310,030 328,540
I
154- SLD#4 TERRA VISTA 153,682 163,000 144,610
155 SLD#5 CARYN COMMUNITY 63,068 68,800 82,010
156-SLD#6 INDUSTRIAL AREA 108,213 117,580 117,190
I 157-SLD#7 NORTH ETIWANDA 206,722 200,710 231,350
158 SLD#8 SOUTH ETIWANDA 526,377 91,210 93,480
170-GAS TAX 2105/PROP111 504,414 714,620 1,012,920
I 172-GAS TAX 2106-2107 2,006,214 2,201,500 1,989,260
174 GAS TAX R&T7360 2,087,062 2,097,650 2,751,750
176-MEASURE 1 1990-2010 109,671 499,580 392,490
177-MEASURE I 2010-2040 1,485,497 2,461,190 4,917,630
I182-AB 2928 TRAFFIC CONGEST RELIEF 0 90 80
186- FOOTHILL BLVD MAINTENANCE 18,782 1,770 20
188- INTEGRATED WASTE MANAGEMENT 931,679 1,170,160 1,318,450
I 190- PROP 42-TRAFFIC CONGESTION MIT 560,600 109,450 190
194 PROPOSITION 1B STATE FUNDING 180 70 70
Fiscal Year 20!5'16 Adopted Budget Page 163
City of Rancho Cucamonga I
Expenditures by Fund
Fiscal Year 2015/16 Adopted Budget
I
2014/15 2015/16
2013/14 Adopted Adopted 1
Actual Budget Budget
195-STATE ASSET SEIZURE 65,705 146,470 198,490
196-CA ASSET SEIZURE 15% 300 30 30
197-FEDERAL ASSET SEIZURE 24,813 34,030 110,040
I
198 -CITYWIDE INFRASTRUCTURE IMPRV 141,533 908,690 2,876,330
204-COMMUNITY DEVELOPMENT BLK GRNT 811,261 1,378,360 1,778,360
209- FEDERAL SAFETEA-LU 0 0 3,951,810 I
21 1 - PROP 1B-SLPP 0 0 1,000,000
214-PEDESTRIAN GRANT/ART 3 90,880 74,600 20
215-ENRGY EFFICNCY/CONSRVATN GRNT 19,327 0 0 I
218-PUBLIC RESRCE GRNTS/HEALTHY RC 413,542 407,770 24,280
225 -CA RECYC/LITTER REDUCTION GRNT 32,108 44,250 44,660
226-USED OIL RECYCLING GRANT 70 0 0
227-USED OIL RECYCLING PROGRAM 50,453 48,180 47,810 I
234-SAFE ROUTES TO SCHOOL PROGRAM 364,038 334,500 132,660
235 - PROP 84 PARK BOND ACT 0 288,500 3,544,360
250- RECREATION SERVICES 4,011,846 4,587,650 4,606,420 i
258-SENIOR OUTREACH GRANT 8,952 7,010 0
271 -COUNTY SENIOR TRANSPORT. GRANT 65 0 0
272- FREEDOM COURTYARD RSRC GRANTS 4,187 0 0
290- LIBRARY FUND 3,640,347 4,222,020 4,493,180
291 -CA STATE LIBRARY 152,452 18,520 25,860
292-STAFF INNOVATION FD(CA ST LB) 41,795 68,190 62,470
301 -THE BIG READ LIBRARY GRANT 600 20,080 30,670 I
329-LIBRARY CAPITAL FUND 8,207 220,000 2,505,270
354-COP'S PROGRAM GRANT-STATE 55,533 271,470 242,060
356-JUSTICE ASSIST GRNT(JAG)ARRA 8,122 0 0
361 -JUSTICE ASSISTANCE GRANT(JAG) 88,224 23,570 40
373-COPS SECURE OUR SCHOOLS GRANT 10,870 0 0
374-COPS HIRING PROGRAM GRANT 125,000 157,500 163,910
380-HOMELAND SECURITY GRANT-FIRE 40,006 49,760 35,570 I
381 -HOMELAND SECURITY GRANT-POLICE 21,113 20 0
396-HOUSING SUCCESSOR AGENCY 0 0 2,315,680
838-AD 91-2 REDEMPTION-DAY CANYON 52,312 52,440 55,060 I
848-PD 85 REDEMPTION FUND 1,528,956 1,254,810 1,268,430
868-CFD 2000-03 PARK MAINTENANCE 575,396 560,080 530,970
TOTAL SPECIAL REVENUE $ 39,457,675 $ 44,753,150 $ 65,661,340 ,
CAPITAL PROJECTS
602-AD 84-1 DAY CREEK/MELLO $ (293) $ 2,420 $ 3,490
612-CFD 2001-01 320 140 130 I
615 -CFD 2003-01 CULTURAL CENTER 50 5,000 5,000
617-CFD 2004-01 RANCHO ET1WANDA ES 944,714 500,000 0
680-CFD 2006-01 VINTNER'S GROVE 0 100,000 100,000
I
TOTAL CAPITAL PROJECTS $ 944,791 $ 607,560 $ 108,620
ENTERPRISE FUNDS I
700- SPORTS COMPLEX $ 2,169,624 $ 2,526,280 $ 2,692,310
702- REGIS CONNECT 33,853 104,640 72,240
705-MUNICIPAL UTILITY 9,105,340 11,178,630 10,328,270
706- UTILITY PUBLIC BENEFIT FUND 198,935 551,560 553,630 I
708- RCMU CAPITAL REPLACEMENT FUND (849) 0 0
:. -ax
1 i L.al 1 car 21/1 ") I() \dopled I ufti`.:l l'al_l 164
City of Rancho Cucamonga
Expenditures by Fund
Fiscal Year 2015/16 Adopted Budget
2014/15 2015/16
' 2013/14 Adopted Adopted
Actual Budget Budget
TOTAL ENTERPRISE FUNDS $ 11,506,903 $ 14,361,110 $ 13,646,450
' INTERNAL SERVICE FUNDS
712-EQUIPNEHICLE REPLACEMENT $ 1,163,959 $ 1,064,200 $ 1,928,290
714-COMP EQUIP/TECH REPLCMENT FUND 1,700,245 1,500,040 2,215,340
' TOTAL INTERNAL SERVICE FUNDS $ 2,864,204 $ 2,564,240 $ 4,143,630
TOTAL CITY OF RANCHO CUCAMONGA $ 122,164,011 $ 135,802,590 $ 163,603,260
R.C, FIRE PROTECTION DISTRICT
SPECIAL REVENUE
' 281 - FIRE FUND
282-COMMUNITY FACILITIES DIST 85-1 $ 20,491,216 $ 21,893,690 $ 24,215,140
6,832,044 7,159,320 5,623,460
283-COMMUNITY FACILITIES DIST 88-1 1,912,257 2,221,520 2,209,850
' 288-FIRE PROTECTION CAPITAL FUND 4,892,059 4,806,480 26,236,050
289-FIRE DISTRICT CAPITAL RESERVE 224,753 0 0
TOTAL SPECIAL REVENUE $ 34,352,329 $ 36,081,010 $ 58,284,500
1 TOTAL R.C. FIRE PROTECTION DISTRICT $ 34,352,329 $ 36,081,010 $ 58,284,500
TOTAL ALL FUNDS $ 156,516,341 $ 171,883,600 $ 221,887,760
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1 fiscal Year 2111 16 .\Jellied IUu4cl Page 166 L•, J
I CITY OF RANCHO CUCAMONGA, CALIFORNIA
GA, C L ORNIA
IFISCAL YEAR 2015/16 PRELIMINARY BUDGET
FUNDED POSITIONS BY DEPARTMENT - SUMMARY
I
ADOPTED
IDEPARTMENT 2013/14 2014/15 2015/16
ELECTED OFFICIALS 7.0 7.0 7.0
ICITY MANAGEMENT 11.0 12.0 110
IRECORDS MANAGEMENT 4.0 4.0 4.0
FIRE DISTRICT 112.0 113.0 114.0
IADMINISTRATIVE SERVICES
Administration/GIS/IS/Purchasing/Special Districts 33.0 30.0 8.0
IFinance 18.0 19.0 19.0
Human Resources 5.0 6.0 6.0
Innovation and Technology 0.0 0.0 22.0
ITOTAL ADMINISTRATIVE SERVICES 56.0 55.0 55.0
IANIMAL CARE AND SERVICES 23.0 21.0 22.0
COMMUNITY SERVICES 43.0 45.0 45.0
ECONOMIC AND COMMUNITY DEVELOPMENT
Administration 1.0 2.0 2.0
I Building and Safety 25.0 24.0 24.0
Engineering Services 32.0 34.0 34.0
Planning 16.0 14.0 15.0
I Public Works Services 135.0 132.0 126.0
TOTAL ECONOMIC AND COMMUNITY DEVELOPMENT 209.0 206.0 201.0
ILIBRARY 26.0 26.0 28.0
ITOTAL FULL TIME POSITIONS 491.0 489.0 488.0
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
FISCAL YEAR 2015/16 ADOPTED BUDGET
I
FUNDED POSITIONS BY DEPARTMENT - DETAIL
ADOPTED
DEPARTMENT AND POSITION TITLE 2013/14 2014/15 2015/16
I
ELECTED OFFICIALS
Mayor 1.0 1.0 1.0
Councilmember 4.0 4.0 4.0 I
City Clerk 1.0 1.0 1.0
City Treasurer 1.0 1.0 1.0
TOTAL ELECTED OFFICIALS 7.0 7.0 7.0 I
CITY MANAGEMENT
Administrative Secretary 1.0 1.0 1.0 '
Assistant City Manager 1.0 1.0 1.0
City Manager 1.0 1.0 1.0
Communications Manager 0.0 1.0 1.0
Executive Assistant 1.0 1.0 1.0
Management Aide 2.0 2.0 2.0
Management Analyst I 2.0 2.0 2.0
Management Analyst III 1.0 1.0 1.0 ,
Office Specialist I 1.0 1.0 1.0
Principal Management Analyst 1.0 1.0 1.0
TOTAL CITY MANAGEMENT 11.0 12.0 12.0 t
RECORDS MANAGEMENT
Assistant City Clerk 1.0 1.0 1.0 '
Assistant City Clerk/Records Manager 1.0 1.0 0.0
City Clerk Services Director 0.0 0.0 1.0
Office Specialist II 1.0 1.0 1.0 I
Records Coordinator 1.0 1.0 1.0
TOTAL RECORDS MANAGEMENT 4.0 4.0 4.0
FIRE DISTRICT I
Captain Specialist 3.0 3.0 3.0
Emergency Management Coordinator 1.0 1.0 1.0
EMS Administrator 1.0 1.0 1.0 '
Equipment Apprentice Mechanic 0.0 0.0 0.0
Field Training Officer 1.0 1.0 1.0
Fire Battalion Chief 4.0 4.0 4.0 ,
Fire Captain 27.0 27.0 27.0
Fire Chief 1.0 1.0 1.0
Fire Deputy Chief 2.0 2.0 2.0 I
Fire Engineer 27.0 27.0 27.0
Fire Equipment Mechanic 3.0 2.0 2.0
Fire Equipment Lead Mechanic 0.0 1.0 1.0
Fire Information Systems Technician 0.0 0.0 0.0 '
Fire Inspector/Captain Specialist 0.0 0.0 0.0
Fire Marshall 1.0 1.0 1.0
Fire Prevention Specialist I ** 3.0 3.0 2.0
Fire Prevention Specialist II 2.0 2.0 2.0
I kc,il 1 c it x()1 s 16 .1,Ioptc(.1 liii k..1 1',i2c 1()S; i 1
I CITY OF RANCHO
CUCAMONGA, CALIFORNIA
IFISCAL YEAR 2015/16 ADOPTED BUDGET
FUNDED POSITIONS BY DEPARTMENT - DETAIL
IADOPTED
DEPARTMENT AND POSITION TITLE 2013/14 2014/15 2015/16
IFire Prevention Supervisor* 0.0 0.0 2.0
Fire Shop Supervisor 1.0 1.0 1.0
Firefighter 27.0 27.0 27.0
I Management Aide 0.0 1.0 1.0
Management Analyst I 1.0 2.0 2.0
Management Analyst II 2.0 0.0 0.0
I Management Analyst III 0.0 1.0 1.0
Office Specialist II 3.0 3.0 3.0
Public Education Specialist 0.0 0.0 0.0
I Secretary 1,0 1.0 1.0
Senior Administrative Secretary 1.0 1.0 1.0
TOTAL FIRE DISTRICT 112.0 113.0 114.0
IADMINISTRATIVE SERVICES
Administration/GIS/IS/Purchasing/Special Districts
Administrative Secretary 1.0 1.0 1.0
I Buyer I * 1.0 1.0 2.0
Buyer Il ** 1.0 2.0 1.0
DCM/Administrative Services 1.0 1.0 1.0
I GIS Technician ** 5.0 5.0 0.0
GIS/Special Districts Manager** 1.0 1.0 0.0
Information Services Analyst I * 3.0 2.0 0.0
I Information Services Analyst II 1.0 I.0 0.0
Information Services Manager** 1.0 1.0 0.0
Information Services Project Coordinator** 1.0 1.0 0.0
Information Services Specialist I ** 2.0 2.0 0.0
I
Information Services Specialist II 1.0 1.0 0.0
Management Analyst III 1.0 1.0 1.0
Office Services Clerk 1.0 0.0 0.0
I Office Specialist II 1.0 1.0 0.0
Purchasing Clerk ** 1.0 1.0 0.0
Purchasing Manager 0.0 1.0 1.0
I Secretary** 1.0 1.0 0.0
Senior Buyer 1.0 0.0 0.0
Senior GIS Analyst** 2.0 2.0 0.0
I Senior Information Services Analyst 3.0 2.0 0.0
Senior Information Services Specialist 1.0 0.0 0.0
Special Districts Technician ** 2.0 2.0 1.0
ITotal Admin/GIS/IS/Purch/Spec Dist 33.0 30.0 8.0
Finance
Account Clerk 5.0 5.0 5.0
I
Accountant 0.0 1.0 1.0
Account Technician 2.0 2.0 2.0
Accounting Manager 0.0 1.0 1.0
IBudget Analyst 1.0 1.0 1.0
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Fiscal Year 2015/16 Adopted 13udget - Page 169 1 '.
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
FISCAL YEAR 2015/16 ADOPTED BUDGET t
FUNDED POSITIONS BY DEPARTMENT - DETAIL
ADOPTED
I
DEPARTMENT AND POSITION TITLE 2013/14 2014/15 2015/16
Business License Clerk 2.0 2.0 2.0 I
Business License Program Coordinator 1.0 1.0 1.0
Business License Technician 1.0 1.0 1.0 I
Finance Director 1.0 1.0 1.0
Management Analyst III 1.0 1.0 1.0
Payroll Supervisor 0.0 1.0 1.0
Senior Account Technician 1.0 0.0 0.0 '
Senior Accountant 3.0 2.0 2.0
Total Finance 18.0 19.0 19.0
Human Resources ,
Administrative Secretary ** 0.0 1.0 0.0
Benefits Technician 1.0 0.0 0.0 '
Human Resources Clerk 0.0 0.0 1.0
Human Resources Director 1.0 1.0 1.0
Human Resources Manager 1.0 1.0 1.0 '
Human Resources Technician ** 1.0 2.0 1.0
Management Analyst I * 0.0 0.0 1.0
Risk Management Coordinator** 1.0 1.0 0.0 t
Senior Risk Management Analyst * 0.0 0.0 1.0
Total Human Resources 5.0 6.0 6.0
Innovation and Technology I
GIS Analyst * 0.0 0.0 2.0
GIS Supervisor * 0.0 0.0 1.0 I
GIS Technician 0.0 0.0 3.0
Information and Technology Director* 0.0 0.0 1.0
Information and Technology Deputy Director * 0.0 0.0 1.0
Information Services Analyst I * 0.0 0.0 4.0 I
Information Services Analyst II 0.0 0.0 1.0
Information Services Specialist I 0.0 0.0 1.0
Information Services Specialist 11 0.0 0.0 1.0 '
Information Services Technician 0.0 0.0 2.0
Office Specialist II 0.0 0.0 1.0
Senior GIS Analyst 0.0 0.0 1.0 1
Senior GIS Technician 0.0 0.0 1.0
Senior Information Services Analyst 0.0 0.0 2.0
Total Innovation and Technology 0.0 0.0 22.0 t
TOTAL ADMINISTRATIVE SERVICES 56.0 55.0 55.0
ANIMAL CARE AND SERVICES
I
Animal Care Attendant
Animal Caretaker 4.0 3.0 3.0
Animal Center Manager* 0.0 0.0 1.0 I
I-iscal Year ?O1 5'16 :1doptci1 Budget Page 171)
1
CITY OF RANCHO CUCAMONGA, CALIFORNIA
IFISCAL YEAR 2015/16 ADOPTED BUDGET
FUNDED POSITIONS BY DEPARTMENT - DETAIL
IADOPTED
DEPARTMENT AND POSITION TITLE 2013/14 2014/15 2015/16
IAnimal Handler 2.0 2.0 2.0
Animal License Canvasser 1.0 1.0 1.0
Animal Services Director 1.0 1.0 1.0
I Animal Services Dispatcher I.0 1.0 1.0
Animal Services Officer 3.0 3.0 3.0
Community Programs Specialist 1.0 1.0 1.0
I Management Aide ** 1.0 1.0 0.0
Office Specialist II 3.0 3.0 3.0
Veterinarian 1.0 0.0 0.0
I Veterinary Assistant * 0.0 0.0 1.0
Veterinary Technician 3.0 3.0 3.0
TOTAL ANIMAL CARE AND SERVICES 23.0 21.0 22.0
I COMMUNITY SERVICES
Community Services Coordinator 17.0 18.0 18.0
Community Services Director 1.0 1.0 1.0
I Community Services Manager 0.0 1.0 1.0
Community Services Marketing Coordinator 1.0 1.0 1.0
Community Services Marketing Manager 1.0 0.0 0.0
I Community Services Special Projects Coordinator** 0.0 I.0 0.0
Community Services Superintendent
1.0 2.0 2.0
Community Services Supervisor 5.0 5.0 5.0
I Cultural Arts Manager 1.0 1.0 1.0
Management Aide 2.0 2.0 2.0
Management Analyst II * 0.0 0.0 2.0
Office Specialist Il 7.0 7.0 7.0
I Senior Administrative Secretary I.0 1.0 1.0
Senior Park Planner** 1.0 0.0 0.0
TOTAL COMMUNITY SERVICES 43.0 45.0 45.0
IECONOMIC AND COMMUNITY DEVELOPMENT
Administration
I DCM/Economic&Community Development 1.0 1.0 1.0
Management Analyst II ** 0.0 1.0 0.0
Management Analyst Il * 0.0 0.0 1.0
Total Administration 1.0 2.0 2.0
IBuilding and Safety
Associate Engineer 1.0 1.0 1.0
I Building Inspection Supervisor 1.0 1.0 1.0
Building&Safety Manager 0.0 1.0 1.0
Building&Safety Services Director 1.0 1.0 1.0
I Code Enforcement Officer** 4.0 5.0 0.0
Code Enforcement Supervisor ** 1.0 1.0 0.0
Community Improvement Officer 1 * 0.0 0.0 3.0
I Community Improvement Officer II * 0.0 0.0 2.0
Management Analyst II 1.0 0.0 0.0
l fiscal Year 2015 16 Adopted Budget Page 171 •••
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
FISCAL YEAR 2015/16 ADOPTED BUDGET
FUNDED POSITIONS BY DEPARTMENT - DETAIL
ADOPTED _ I
DEPARTMENT AND POSITION TITLE 2013/14 2014/15 2015/16
Office Specialist II 2.0 2.0 2.0 I
Public Service Technician I 1.0 1.0 1.0
Public Service Technician II 2.0 2.0 2.0 I
Public Service Technician III 1.0 1.0 1.0
Senior Code Enforcement Officer 1.0 0.0 0.0
Senior Building Inspector 2.0 0.0 0.0
Senior Plans Examiner 1.0 1.0 1.0 '
Total Building and Safety 25.0 24.0 24.0
Engineering Services I
Administrative Secretary 1.0 1.0 1.0
Assistant Engineer 5.0 5.0 5.0
Associate Engineer 4.0 5.0 5.0 '
Engineering Services Director/City Engineer 1.0 1.0 1.0
Environmental Programs Coordinator 1.0 1.0 1.0
Environmental Programs Manager 1.0 1.0 1.0
Management Aide 2.0 1.0 1.0 I
Management Analyst I 2.0 2.0 2.0
Management Analyst 11 0.0 1.0 1.0
Office Specialist II 2.0 2.0 2.0 '
Principal Engineer 1.0 1.0 1.0
Public Services Technician III 1.0 1.0 1.0
Public Works Inspector I 0.0 1.0 1.0 ,
Public Works Inspector II 1.0 1.0 1.0
Senior Civil Engineer 1.0 1.0 1.0
Supervising Public Works Inspector 1.0 1.0 1.0
Traffic Engineer 1.0 1.0 1.0 I
Utilities Division Manager 1.0 1.0 1.0
Total Engineering Services 32.0 34.0 34.0
Planning I
Assistant Planner 3.0 4.0 4.0
Associate Planner 4.0 3.0 3.0 '
Management Analyst 1 1.0 0.0 0.0
Office Specialist I 1.0 0.0 0.0
Planning Commission Secretary 1.0 1.0 1.0
Planning Director 0.0 1.0 1.0
Planning Manager 1.0 0.0 0.0
Planning Technician 1.0 1.0 1.0
Secretary 1.0 1.0 1.0 '
Senior Code Enforcement Officer** 0.0 1.0 0.0
Senior Community Improvement Officer* 0.0 0.0 1.0
Senior Planner* 2.0 1.0 2.0 ,
Total Planning 16.0 14.0 15.0
Public Works Services I
Assistant Engineer 1.0 1.0 1.0
1 fiscal Year 2015, 16 ;Adopted Budget Page 172 L• •;;J
ICITY OF RANCHO CUCAMONGA, CALIFORNIA
IFISCAL YEAR 2015/16 ADOPTED BUDGET
FUNDED POSITIONS BY DEPARTMENT - DETAIL
IADOPTED
DEPARTMENT AND POSITION TITLE 2013/14 2014/15 2015/16
IElectrician 1.0 1.0 1.0
Equipment Operator 5.0 5.0 5.0
Facilities Superintendent 1.0 1.0 1.0
I Fleet Supervisor 1.0 1.0 1.0
Inventory Specialist Equipment/Materials 1.0 1.0 1.0
Lead Maintenance Worker 17.0 16.0 16.0
I Lead Mechanic 1.0 1.0 1.0
Maintenance Coordinator 9.0 9.0 9.0
Maintenance Supervisor 9.0 9.0 9.0
I Maintenance Worker** 62.0 59.0 55.0
Management Analyst I 2.0 2.0 2.0
Management Analyst II ** 1.0 1.0 0.0
Management Analyst III * 0.0 0.0 1.0
I Mechanic 2.0 2.0 2.0
Office Specialist II 1.0 1.0 1.0
Parks/Landscape Maintenance Superintendent 1.0 1.0 1.0
I Public Works Safety Coordinator 1.0 1.0 1.0
Public Works Services Director 1.0 1.0 1.0
Secretary 1.0 1.0 1.0
I Senior Electrician 1.0 1.0 1.0
Senior Maintenance Worker** 13.0 14.0 12.0
Signal & Lighting Coordinator 1.0 1.0 1.0
I Signal & Lighting Technician 1.0 1.0 1.0
Streets/Storm Drain Maintenance Superintendent 1.0 I.0 1,0
Total Public Works Services 135.0 132.0 126.0
ITOTAL ECONOMIC AND COMMUNITY DEVELOPMENT 209.0 206.0 201.0
LIBRARY SERVICES
I Fund Development Coordinator 0.0 0.0 1.0
Librarian I ** 9.0 9.0 8.0
Librarian 1I * 2.0 2.0 4.0
I Library Assistant I 3.0 0.0 0.0
Library Assistant II 2.0 2.0 2.0
Library Clerk 1.0 2.0 2.0
I Library Director 1.0 1.0 1.0
Library Page 1.0 1.0 1.0
Library Page 11 ** 1.0 0.0 0.0
Library Services Manager 1.0 1.0 1.0
I Library Technician * 1.0 4.0 5.0
Office Specialist II ** 1.0 1.0 0.0
Senior Administrative Secretary 1.0 1.0 1.0
I Senior Librarian 1.0 1.0 1.0
TOTAL LIBRARY SERVICES 26.0 26.0 28.0
ITOTAL FULL TIME POSITIONS 491.0 489.0 488.0
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Fiscal Year 2015/16 Adopted 13uclgct Page 173 1 .:::•,
CITY OF RANCHO CUCAMONGA, CALIFORNIA
FISCAL YEAR 2015/16 ADOPTED BUDGET I
FUNDED POSITIONS BY DEPARTMENT - DETAIL
ADOPTED
I
DEPARTMENT AND POSITION TITLE 2013/14 2014/15 2015/16
1
Changes in staffing levels for Fiscal Year 2015/16 Adopted Budget
* Position funded in FY 2015/16 I
** Position defunded in FY 2015/16
PART TIME EMPLOYEES FTEs(FULL,TIME EOUIVA F� _) I
CITY MANAGEMENT 0.5 1.0 1.8 I
RECORDS MANAGEMENT 1.3 1.3 1.3 I
FIRE DISTRICT 4.1 3.2 4.1
ADMINISTRATIVE SERVICES t
Administration/GIS/IS/Purchasing/Special Districts 1.2 1.8 2.0
Finance 0.8 0.8 1.1 ,
TOTAL ADMINISTRATIVE SERVICES 2.0 2.6 3.1
ANIMAL CARE AND SERVICES 6.5 9.2 11.0 I
COMMUNITY SERVICES 190.5 192.6 188.9
ECONOMIC AND COMMUNITY DEVELOPMENT 1
Administration 0.0 0.0 0.8
Building and Safety 0.9 0.0 0.5 i
Engineering Services 0.9 1.9 1.9
Planning 0.5 1.6 1.6
Public Works Services 35.3 32.3 32.5
ITOTAL ECONOMIC AND COMMUNITY DEVELOPMENT 37.6 35.8 37.3
LIBRARY 36.3 36.0 36.6 I
TOTAL PART TIME POSITIONS 278.8 281.7 284.1 I
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CUCAMONGA
CALIFORNIA
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FINANCIAL i
Fund
r Summaries
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City of Rancho Cucamonga, California
Fiscal Year 2015/16 Adopted Budget
Spendable Fund Balances
' With the implementation of Governmental Accounting Standards Board (GASB) Statement No. 54,
Fund Balance Reporting and Governmental Fund Type Definitions, local governments are now
required to use new fund balance terminology. As indicated in the Glossary of Budget Terms, fund
balance is essentially the difference between the assets and liabilities reported in a governmental fund.
There are five separate components of fund balance, each of which identifies the extent to which the
City is bound to honor constraints on the specific purposes for which amounts can be spent.
' • Nonspendable fund balance (inherently nonspendable)
• Restricted fund balance (externally enforceable limitations on use)
• Committed fund balance (self-imposed limitations on use)
• Assigned fund balance (limitation resulting from intended use)
• Unassigned fund balance (residual net resources)
The first two components listed above are not included in the Spendable Fund Balances report on the
following pages due to the nature of their restrictions, with the exception of Special Revenue and
Capital Projects Funds. These two fund types have restricted funding sources; however, the budgets
' presented represent qualifying expenditures that are in line with the restrictions. Therefore, the
respective fund balances are presented. The last three components are incorporated into the report
for all fund types.
For the City's Operating Budget, following are the main components of the committed fund balance
included in the fund balance roll forward:
' Fund 001 —General Fund:
Changes in Economic Circumstances $17,191,373
' Working Capital $ 3,713,676
Funds 281-283 — Fire District Operating Funds:
' Changes in Economic Circumstances $ 8,890,876
Working Capital $13,317,872
PERS Rate Stabilization $ 3,799,274
Employee Leave Payouts $ 2,783,522
All other fund balances in the City's Operating Budget are either committed or assigned. The
' Operating Budget has no unassigned fund balances. For descriptions of the City's committed fund
balance categories, please refer to the City's Financial Policies included in the Appendix to this
budget document.
' The City adopts a balanced Operating Budget each year resulting in minimal overall fluctuations in
the fund balance from year to year. For Fiscal Year 2015/16, Fund 001 includes the planned usage
of reserves that were set aside in prior years for specific purposes. In the Other Funds, increases or
decreases are dependent upon general fluctuations in recurring revenues such as gas tax; the receipt
of new grant funding; or the usage of funding received in prior years for capital expenditures.
I fiscal Year 2015 16 Adopted k id ct ['age 177 •• .•
I
City of Rancho Cucamonga
I
Spendable Fund Balances
Fiscal Year 2015/16 Adopted Budget
Estimated Estimated I
Spendable Budget Spendable
Fund Balance Operating Operating Fund Balance '
July 1,2015 Revenues Transfers In Transfers Out Expenditures June 30,2016
CITY OF RANCHO CUCAMONGA
GENERAL FUND
001 -GENERAL FUND $ 29,865,864 $ 72,910,680 $ 1,294,800 S 3,411,430 $ 70,862,090 S 29,797,824
TOTAL GENERAL FUND S 29,865,864 $ 72,910,680 $ 1,294,800 S 3,411,430 $ 70,862,090 $ 29,797,824
OTHER GENERAL FUNDS I
003-REIMB ST/COUNTY PARKING CIT S 4,218 $ 72,140 $ - S - $ 72,140 $ 4,218
006-CV WD REIMBURSEMENTS 401,889 309,600 - 39,450 191,400 480,639
008-CNTY OF S. B.REIMBURSEMENTS (43.672) 89,290 8,840 - 86,680 (32,222)
016-COMM DEV TECHNICAL SRVCS FUND 1.809,679 53,250 - - 30,000 1,832,929 '
017-LAW ENFORCEMENT RESERVE 8,143,166 97,340 - - 132,220 8,108,286
018-TRAFFIC SAFETY 86,090 433,390 - - 438,050 81,430
019-INFO TECHNOLOGY-DEVELOPMENT 481,397 161,420 - - 123,850 518,967
020-CITY TECHNOLOGY FEE FUND 71,780 161,430 - 135,070 1,010 97,130 I
022-MOBILE HOME PARK PROGRAM 109,339 20,170 - - 36,450 93,059
023-SB 1 186 CERT ACCESS SPEC PROG 16,536 6,720 - - 4,600 18,656
025-CAPITAL RESERVE 53,454,036 813,930 700,000 - 3,974,850 50,993,116
073-BENEFITS CONTINGENCY 4,540,424 55,440 - - 503,930 4,091,934 I
TOTAL OTHER GENERAL FUNDS $ 69,074,882 $ 2,274,120 $ 708,840 S 174,520 $ 5,595,180 $ 66,288,142
SPECIAL REVENUE
100-ASSESSMENT DISTRICTS ADMIN $ 672,519 $ 1,056,910 S - S - $ 1,110,460 $ 618,969 111
101 -AD 93-1 MASI COMMERCE CENTER 301,066 120 - - - 301,186
105-AB2766 AIR QUALITY IMPROVEMENT 533,880 217,120 - - 156,110 594,890
110-BEAUTIFICATION 1,571,822 12,070 - - 725,180 858,712
I I I -PARK LAND ACQUISITION 3,221 300,000 - - - 303,221 I
112-DRAINAGE FAC/GENERAL 2,058,428 477,200 - - 220,850 2,314,778
113-COMMUNITY/REC CENTER DEVELPMNT - 100,000 - - - 100,000
114-DRAINAGE-ETIWANDA/SAN SEVAINE 396,638 59,850 - - 280 456,208
115-HENDERSON/WARDMAN DRAINAGE 983,289 - - 270 983,019 I
116-ETIWANDA DRAINAGE 2,064,397 73,690 - - 63,080 2,075,007
118-UPPER ETIWANDA DRAINAGE 561,256 6,550 - - 150 567,656
119-PARK IMPROVEMENT - 150,000 - - - 150,000
120-PARK DEVELOPMENT 13,851,850 961,860 - - 1,538,250 13,275,460 I
122-SOUTH ETIWANDA DRAINAGE 632,808 4,840 - - 90 637,558
123-LIBRARY IMPACT FEE 106,978 50,350 - - - 157,328
124-TRANSPORTATION 19,21 1,687 3,266,740 - 7,850 3,742,210 18,728,367
125-ANIMAL CENTER IMPACT FEE 23,027 15,010 - - - 38,037 I
126-LOWER ETIWANDA DRAINAGE 596,301 6,930 - - 150 603,081
127-POLICE IMPACT FEE 47,875 40,250 - - - 88,125
128-ETIWANDA NO.EQUESTRIAN FACIL. 665,172 7,740 - - 190 672,722
129-UNDERGROUND UTILITIES 11,646,830 181,410 - - 669,310 11,158,930 I
130-LMD#1 GENERAL CITY 606,923 1,267,300 - - 1,199,640 674,583
131 -LMD#2 VICTORIA 2,782,291 3,227,690 328,570 - 3,657,470 2,681,081
132-LMD#3A HYSSOP 40,919 4310 - - 11,050 33,979 I
133-LMD#3B MEDIANS 1,167,728 1,284,320 - - 1,825,950 626,098
134-LMD#4R TERRA VISTA 3,600,873 2,843,340 - - 2,880,610 3,563,603
135-LMD#5 ANDOVER 70,014 3,240 - - 11,920 61,334
136-LMD#6R CARYN COMMUNITY 225,171 487,390 - - 514,940 197,621 I
137-LMD#7 NORTH ETIWANDA 814,682 945,000 50,000 - 999,680 810,002
138-LMD#8 SOUTH ETIWANDA 65,333 33,410 - - 42,990 55,753
139-LMD#9 LOWER ETIWANDA 2,1 17,486 199,050 - - 597,390 1,719,146
140-LMD#10 RANCHO ETIWANDA 962,170 567,520 - - 582,190 947.500 I
I is 1/4.'d1 Yeul' 21115 I O Adopted Iuclg.et Page 17h
I
I City of Rancho Cucamonga
Spendable Fund Balances
Fiscal Year 2015/16 Adopted Budget
IEstimated Estimated
Spendable Budget Spendable
I Fund Balance Operating Operating Fund Balance
July 1,2015 Revenues Transfers In Transfers Out Expenditures June 30,2016
150-GENERAL CITY STREET LIGHTS 68,801 800 69,601
151 -SLD#1 ARTERIAL 726,797 836,670 - - 957,640 605,827
I 152-SLD#2 RESIDENTIAL 187,056 368,210 350,170 720,960 184,476
153-SLD#3 VICTORIA 1,183,934 367,050 328,540 1,222,444
154-SLD#4 TERRA VISTA 506,742 182,540 144,610 544,672
155-SLD#5 CARYN COMMUNITY (32,895) 44,080 - - 82,010 (70,825)
I 156-SLD#6 INDUSTRIAL AREA 396,839 140,250 117,190 419,899
157-SLD#7 NORTH ETIWANDA (52,118) 125,680 105,100 231,350 (52,688)
158-SLD#8 SOUTH ETIWANDA 2,023,590 94,610 93,480 2,024,720
170-GAS TAX 2105/PROPI II 2,906,979 1,054,470 - 350,170 662,750 2,948,529
I 172-GAS TAX 2106-2107 259,336 1,939,190 - 1,989,260 209,266
174-GAS TAX R&T7360 4,023,003 930,780 105,100 2,646,650 2,202,033
176-MEASURE 1 1990-2010 1,177,562 15,830 392,490 800,902
177-MEASURE 1 2010-2040 5,146,355 2,614,080 - - 4,917,630 2,842,805
I 178-SB 140 36,691 36,691
182-AB 2928 TRAFFIC CONGEST RELIEF 294,416 80 294,336
186-FOOTHILL BLVD MAINTENANCE (1,413) 20 (1,433)
188-INTEGRATED WASTE MANAGEMENT 2,390,848 1,308,780 - - 1,318,450 2,381,178
I 190-PROP 42-TRAFFIC CONGESTION MIT 401,793 3,730 - - 190 405,333
194-PROPOSITION I B STATE FUNDING 237,990 2,790 70 240,710
195-STATE ASSET SEIZURE 287,545 1,100 - - 198,490 90,155
196-CA ASSET SEIZURE 15% 3,954 30 - - 30 3,954
I 197-FEDERAL ASSET SEIZURE 120,023 760 - - 110,040 10,743
198-CITYWIDE INFRASTRUCTURE IMPRV 16,765,470 3,480,410 2,876,330 17,369,550
204-COMMUNITY DEVELOPMENT BLK GRNT 1,206,226 1,419,350 1,778,360 847,216
1 209-FEDERAL SAFETEA-LU - 3,951,810 - - 3,951,810 -
' 211 -PROP 1B-SLPP - 1,000,000 - - 1,000,000 -
214-PEDESTRIAN GRANT/ART 3 20 (20)
215-ENRGY EFFICNCY/CONSRVATN GRNT (96) - - - - (96)
218-PUBLIC RESRCE GRNTS/HEALTHY RC (121) 395,280 - - 24,280 370,879
I 225 CA RECYC/LITTER REDUCTION GRNT - 44,700 - 44,660 40
-226-USED OIL RECYCLING GRANT
-
-
227-USED OIL RECYCLING PROGRAM (212) 47,840 - - 47,810 (182)
234-SAFE ROUTES TO SCHOOL PROGRAM (233,786) 148,560 - - 132,660 (217,886)
I 235-PROP 84 PARK BOND ACT (168,088) 3,544,360 - - 3,544,360 (168,088)
- - - - -239-FEDERAL GRANT FUNDS-DREIER
250-RECREATION SERVICES 2,759,861 4,450,100 - - 4,606,420 2,603,541
258-SENIOR OUTREACH GRANT (5,267) - - - - (5,267)
I 272-FREEDOM COURTYARD RSRC GRANTS 84
4,233,549 20
4493 - - 104
290-LIBRARY FUND 49 4,493,180 4,493,180 4,233,549
291 -CA STATE LIBRARY 41,500 25,000 - - 25,860 40,640
292-STAFF INNOVATION FD(CA ST LB) 23,821 63,190 - - 62,470 24,541
I 301 THE BIG READ LIBRARY GRANT 10,000 30,000 - 30,670 9,330
302-LIBRARY SERVICES&TECH.ACT 37,061 37,061
310-PUBLIC LIBRARY BOND ACT-2000 - - - - - -
329-LIBRARY CAPITAL FUND 3,457,021 10,120 - - 2,505,270 961,871
I
354-COP'S PROGRAM GRANT-STATE 639,254 200,000 242,060 597,194
-356-JUSTICE ASSIST GRNT(JAG)ARRA
-
- -
-
361 -JUSTICE ASSISTANCE GRANT(JAG) 2,339 23,460 - - 40 25,759
370-OTS-DRINK,DRIVE,LOSE"GRANT" 1,777 - - - - 1,777
I
373-COPS SECURE OUR SCHOOLS GRANT -
374-COPS HIRING PROGRAM GRANT 12,500 150,730 163,910 (680)
380-HOMELAND SECURITY GRANT-FIRE 21,773 35,000 - - 35,570 21,203
I381 -HOMELAND SECURITY GRANT-POLICE (59,482) 20 - - - (59,462)
- - gip' -` ,
Fiscal Year 2015/16 Adopted IFudgct Page 170 L, .. ]
I
City of Rancho Cucamonga I
Spendable Fund Balances
Fiscal Year 2015/16 Adopted Budget
Estimated Estimated Il
Spendable Budget Spendable
Fund Balance Operating Operating Fund Balance '
July I,2015 Revenues Transfers In Transfers Out Expenditures June 30,2016
396-HOUSING SUCCESSOR AGENCY 4,236,317 56,850 4,173,410 - 2,315,680 6,150,897
838-AD 91-2 REDEMPTION-DAY CANYON 85,844 32,520 - - 55,060 63,304
848-PD 85 REDEMPTION FUND 1,001,850 1,256,470 - - 1,268,430 989,890 '
868-CFD 2000-03 PARK MAINTENANCE 467,217 417,410 - 50,000 480,970 353,657
TOTAL SPECIAL REVENUE $ 125,200,374 $ 53,020,590 $ 5,157,980 $ 513,120 $ 65,148,220 $ 117,717,604
CAPITAL PROJECTS I
600-AD 82-1 6TH ST INDUSTRIAL $ 12,955 $ 150 $ - $ - S - $ 13,105
602-AD 84-I DAY CREEK/MELLO 1,105,103 12,960 - - 3,490 1,114,573
606-AD 86-2 R/C DRAINAGE DISTRICT (41,128) - - - - (41,128)
607-CFD 2000-01 SOUTH ETIWANDA 63 - - - - 63 1 '
612-CFD 2001-01 488,309 5,720 - - 130 493,899
614-CFD 2003-01 PROJECT FUND 174,913 - - - - 174,913
615-CFD 2003-01 CULTURAL CENTER 5,048 - - - 5,000 48
617-CFD 2004-01 RANCHO ETIWANDA ES 92,884 60 - - - 92,944 I
680-CFD 2006-01 VINTNER'S GROVE 608,713 20 - - 100,000 508,733
681 -CFD 2006-02 AMADOR ON ROUTE 66 7,954 70 - - - 8,024
TOTAL CAPITAL PROJECTS $ 2,454,814 $ 18,980 $ - $ - $ 108,620 $ 2,365,174
ENTERPRISE FUNDS
I
700-SPORTS COMPLEX $ 13,135 $ 469,020 $ 2,223,290 S - $ 2,692,310 S 13,135
702-REGIS CONNECT 35,892 39,600 - - 72,240 3,252
705-MUNICIPAL UTILITY 9,345,663 12,609,430 - 1,255,350 9,072,920 11,626,823 I
706-UTILITY PUBLIC BENEFIT FUND 717,301 326,250 - - 553,630 489,921
708-RCMU CAPITAL REPLACEMENT FUND 2,605,898 30,490 - - - 2,636,388
TOTAL ENTERPRISE FUNDS S 12,717,889 S 13,474,790 $ 2,223,290 $ 1,255,350 $ 12,391,100 S 14,769,519
INTERNAL SERVICE FUNDS I
712-EQUIPNEHICLE REPLACEMENT $ 7,769,324 $ 94,950 $ - $ - $ 1,928,290 5 5,935,984
714-COMP EQUIP/TECH REPLCMENT FUND 2,760,502 491,600 142,920 - 2,215,340 1,179,682
TOTAL INTERNAL SERVICE FUNDS $ 10,529,826 S 586,550 $ 142,920 $ - 5 4,143,630 $ 7,115,666 I
TOTAL CITY OF RANCHO CUCAMONGA $ 249,843,649 S 142,285,710 $ 9,527,830 $ 5,354,420 $ 158,248,840 $ 238,053,929
R.C.FIRE PROTECTION DISTRICT
I
SPECIAL REVENUE
281 -FIRE FUND $ 25,661,056 $ 24,215,140 $ - $ 1,009,850 S 23,205,290 $ 25,661,056
282-COMMUNITY FACILITIES DIST 85-1 3,010,467 6,031,710 - - 5,623,460 3,418,717 I
283-COMMUNITY FACILITIES DIST 88-1 1,831 1,200,000 1,009,850 - 2,209,850 1,831
285-FIRE TECHNOLOGY FEE FUND 22,719 5,280 - - - 27,999
288-FIRE PROTECTION CAPITAL FUND 39,466,526 6,207,880 - - 26,236,050 19,438,356
TOTAL SPECIAL REVENUE $ 68,162,599 $ 37,660,010 S 1,009,850 $ 1,009,850 $ 57,274 650 $ 48,547,959
TOTAL R.C.FIRE PROTECTION DISTRICT $ 68,162,599 S 37,660,010 $ 1,009,850 $ 1,009,850 $ 57,274,650 $ 48,547,959
TOTAL ALL FUNDS $ 318,006,248 $ 179,945,720 $ 10,537,680 $ 6,364,270 $ 215,523,490 $ 286,601,888
I
I
I•kcal Year ?U 1 I h Adopted I�ud ct 1'usc I s(1 -
ar
L
I
I City of Rancho Cucamonga
Summary of Changes in Spendable Fund Balances
Greater Than $500,000 and 10%
IFiscal Year 2015/16 Adopted Budget
Estimated Estimated
Spendable Spendable
I Fund Balance Fund Balance $
July I.2015 June 30,2016 Change Change Reason for Changes>5500.000 and 10%
CITY OF RANCHO CUCAMONGA
I GENERAL FUND
001 -GENERAL FUND $ 29,865,864 $ 29,797,824 $ (68,040) -0.23%
TOTAL GENERAL FUND $ 29,865,864 $ 29,797,824 $ (68.040) -0.23%
I OTHER GENERAL FUNDS
003-REIMB ST/COUNTY PARKING CIT $ 4,218 $ 4,218 $
-
0.00%
006-CVWD REIMBURSEMENTS 401,889 480,639 78,750 19.59%
008-CNTY OF S.B.REIMBURSEMENTS (43,672) (32,222) 11,450 -26.22%
I 016-COMM DEV TECHNICAL SRVCS FUND 1,809,679 1,832,929 23,250 1.28%
017-LAW ENFORCEMENT RESERVE 8,143,166 8,108,286 (34.880) -0.43%
018-TRAFFIC SAFETY 86,090 81,430 (4,660) -5.41%
019-INFO TECHNOLOGY-DEVELOPMENT 481,397 518,967 37,570 7.80%
020-CITY TECHNOLOGY FEE FUND 71,780 97,130 25.350 35.32%
022-MOBILE HOME PARK PROGRAM
109.339 93,059 (16,280) 14.89%
023-SB 1 186 CERT ACCESS SPEC PROG 1 6,536 1 8,656 2.120 12.82%
025-CAPITAL RESERVE 53.454.036 50,993,116 (2,460.920) -4.60%
073-BENEFITS CONTINGENCY 4,540,424 4,091,934 (448,490) -9.88%
TOTAL OTHER GENERAL FUNDS $ 69,074,882 $ 66,288,142 $ (2,786,740) -4.03%
SPECIAL REVENUE
100-ASSESSMENT DISTRICTS ADMEN $ 672,519 $ 618,969 $ (53.550) -7.96%
I 101 -AD 93-1 MASI COMMERCE CENTER 301,066 301,186 120 0.04%
105-AB2766 AIR QUALITY IMPROVEMENT 533,880 594,890 61,010 1 1.43%
110-BEAUTIFICATION 1,571,822 858,712 (713,1 10) -45.37%Use of funds accumulated over a period of time
III -PARK LAND ACQUISITION 3,221 303,221 300.000 9313.88%
I 112-DRAINAGE FAC/GENERAL 2,058,428 2,314,778 256,350 12.45%
113-COMMIJNITY/REC CENTER DEVELPMNT 100,000 100,000 n/a
1 14-DRAINAGE-ETIWANDA/SAN SEVAINE 396,638 456,208 59.570 15.02%
115-HENDERSON/WARDMAN DRAINAGE 983,289 983,019 (270) -0.03%
116-ETIWANDA DRAINAGE 2,064,397 2,075,007 10,610 0.51%
118-UPPER ETIWANDA DRAINAGE 561,256 567,656 6,400 1.14%
119-PARK IMPROVEMENT 150,000 150,000 n/a
120-PARK DEVELOPMENT 13,851,850 13,275,460 (576,390) -4.16%
122-SOUTH ETIWANDA DRAINAGE 632,808 637,558 4,750 0.75%
123-LIBRARY IMPACT FEE 106,978 157,328 50,350 47.07%
124-TRANSPORTATION 19,21 1,687 18.728.367 (483,320) -2.52%
125-ANIMAL CENTER IMPACT FEE 23,027 38,037 15,010 65.18%
126-LOWER ETIWANDA DRAINAGE 596,301 603,081 6,780 1.14%
I 127-POLICE IMPACT FEE 47,875 88,125 40,250 84.07%
128-ETIWANDA NO EQUESTRIAN FACIL. 665,172 672,722 7,550 1.14%
129-UNDERGROUND UTILITIES 11,646,830 1 1,158,930 (487,900) -4.19%
130-LMD#1 GENERAL CITY 606,923 674,583 67,660 11.15%
I 131 -LMD#2 VICTORIA
2.782,291 2,681,081
(101.210) 3.64%
132-LMD#3A HYSSOP 40,919 33,979 (6 940) 16.96%
133-LMD#3B MEDIANS 1,167,728 626,098 (541,630) -46.38%Use of funds accumulated over a period of time
134-LMD#4R TERRA VISTA 3,600,873 3,563,603 (37,270) -I.04%
I 135-LMD#5 ANDOVER 70,014 61,334 (8,680) 12.40%
136-LMD#6R CARYN COMMUNITY 225,171 197,621 (27,550) -12.24%
137-LMD#7 NORTH ETIWANDA 814,682 810,002 (4,680) -0.57%
138-LMD#8 SOUTH ETIWANDA 65,333 55,753 (9,580) -14.66%
139-LMD#9 LOWER ETIWANDA 2,117,486 1,719,146 (398,340) -18,81%
I
140-LMD#10 RANCHO ETIWANDA 962,170 947.500 (14,670) 1.52%
150-GENERAL CITY STREET LIGHTS 68,801 69,601 800 1.16%
151 -SLD#1 ARTERIAL 726,797 605,827 (120,970) -16.64%
152-SLD#2 RESIDENTIAL 187,056 184,476 (2,580) -1.38%
i153-SLD#3 VICTORIA 1,183,934 1,222,444 38.510 3.25%
I kcal Year 2(115/16 Adopted liodgel I'agc 1 ti 1
I
City of Rancho Cucamonga
I
Summary of Changes in Spendable Fund Balances
Greater Than $500,000 and 10%
Fiscal Year 2015/16 Adopted Budget
I
Estimated Estimated
Spendable Spendable I
Fund Balance Fund Balance $
July I,2015 June 30,2016 Change Change Reason for Changes>$500,000 and 10%
154-SLD#4 TERRA VISTA 506,742 544,672 37,930 7.49%
155-SLD#5 CARYN COMMUNITY (32.895) (70,825) (37,930) 115.31%
156-SLD#6 INDUSTRIAL AREA 396,839 419,899 23,060 5.81% I
157-SLD#7 NORTH ETIWANDA (52,118) (52,688) (570) 1.09%
158-SLD#8 SOUTH ETIWANDA 2,023.590 2,024,720 1,130 0.06%
170-GAS TAX 2105/PROP1 1 I 2,906.979 2,948,529 41,550 1.43%
172-GAS TAX 2106-2107 259.336 209,266 (50,070) -19.31%
I
174-GAS TAX R&T7360 4,023.003 2,202,033 (1,820,970) -45.26%Use of funds accumulated over a period of time
176-MEASURE 1 1990-2010 1,177,562 800,902 (376,660) -31.99%
177-MEASURE 1 2010-2040 5,146.355 2,842,805 (2,303,550) -44.76%Use of funds accumulated over a period of time
178-SB 140 36,691 36,691 - 0.00%
I
182-AB 2928 TRAFFIC CONGEST RELIEF 294,416 294,336 (80) -0.03%
186-FOOTHILL BLVD MAINTENANCE (1,413) (1,433) (20) 1.42%
188-INTEGRATED WASTE MANAGEMENT 2,390.848 2,381,178 (9,670) -0.40%
190-PROP 42-TRAFFIC CONGESTION MIT 401.793 405,333 3,540 0.88% I
194-PROPOSITION I B STATE FUNDING 237,990 240,710 2,720 1.14%
195-STATE ASSET SEIZURE 287,545 90,155 (197.390) -68.65%
196-CA ASSET SEIZURE 15% 3,954 3,954 - 0.00%
197-FEDERAL ASSET SEIZURE 120,023 10,743 (109,280) -91.05%
I
198-CITYWIDE INFRASTRUCTURE IMPRV 16,765.470 17.369,550 604,080 3.60%
204-COMMUNITY DEVELOPMENT BLK GRNT 1,206,226 847,216 (359,010) -29.76%
209-FEDERAL SAFETEA-LU - - - n/a
211 -PROP 1B-SLPP - - - n/a
214-PEDESTRIAN GRANT/ART 3 - (20) (20) n/a t
215-ENRGY EFFICNCY/CONSRVATN GRNT (96) (96) - 0.00%
218-PUBLIC RESRCE GRNTS/HEALTHY RC (121) 370,879 371,000 -306611.57%
225-CA RECYC/LITTER REDUCTION GRNT - 40 40 n/a
226-USED OIL RECYCLING GRANT - - - n/a
I
227-USED OIL RECYCLING PROGRAM (212) (182) 30 -14.15%
234-SAFE ROUTES TO SCHOOL PROGRAM (233,786) (217,886) 15,900 -6.80%
235-PROP 84 PARK BOND ACT (168,088) (168,088) - 0.00%
239-FEDERAL GRANT FUNDS-DREIER - - - n/a
I
250-RECREATION SERVICES 2,759,861 2.603,541 (156,320) -5.66%
258-SENIOR OUTREACH GRANT (5,267) (5,267) - 0.00%
272-FREEDOM COURTYARD RSRC GRANTS 84 104 20 23.81%
290-LIBRARY FUND 4,233,549 4,233,549 - 0.00%
I
291 -CA STATE LIBRARY 41,500 40,640 (860) -2.07%
292-STAFF INNOVATION FD(CA ST LB) 23.821 24,541 720 3.02%
301 -THE BIG READ LIBRARY GRANT 10,000 9,330 (670) -6.70%
302-LIBRARY SERVICES&TECH.ACT 37,061 37,061 - 0.00%
310-PUBLIC LIBRARY BOND ACT-2000 - - - n/a
I
329-LIBRARY CAPITAL FUND 3.457,021 961,871 (2,495,150) -72.18%Use of funds accumulated over a period of time
354-COP'S PROGRAM GRANT-STATE 639,254 597,194 (42.060) -6.58%
356-JUSTICE ASSIST GRNT(JAG)ARRA - - - n/a
361 -JUSTICE ASSISTANCE GRANT(JAG) 2.339 25,759 23,420 1001.28%
370-OTS-DRINK,DREVE,LOSE"GRANT" 1,777 1,777 - 0.00%
373-COPS SECURE OUR SCHOOLS GRANT - - - n/a
374-COPS HIRING PROGRAM GRANT - (680) (680) n/a
380-HOMELAND SECURITY GRANT-FIRE 21.773 21,203 (570) -2.62%
381 -HOMELAND SECURITY GRANT-POLICE (59.482) (59,462) 20 -0.03%
Receipt of former RDA Housing Bond proceeds
396-HOUSING SUCCESSOR AGENCY 4,236,317 6,150,897 1,914,580 45.19%net of project improvement costs
838-AD 91-2 REDEMPTION-DAY CANYON 85,844 63,304 (22,540) -26.26% I
848-PD 85 REDEMPTION FUND 1,001,850 989,890 (11,960) -1.19%
868-CFD 2000-03 PARK MAINTENANCE 467,217 353,657 (113,560) -24.31%
TOTAL SPECIAL REVENUE $ 125,200,374 $ 117,717,604 $ (7,482,770) -5.98%
I
I i�c,1I l caf NIT,T 1O Adopted liud:,ct I'c1.!c 18.1'. L,.
I
1 City of Rancho Cucamonga
Summary of Changes in Spendable Fund Balances
Greater Than $500,000 and 10%
IFiscal Year 2015/16 Adopted Budget
Estimated Estimated
Spendable Spendable
' Fund Balance Fund Balance $
July I,2015 June 30,2016 Change Change Reason for Changes>$500,000 and 10%
CAPITAL PROJECTS
600-AD 82-I 6TH ST INDUSTRIAL $ 12,955 $ 13,105 $ 150 1.16%
I 602-AD 84-I DAY CREEK/MELLO 1.105,103 1.1 14,573 9,470 0.86%
606-AD 86-2 R/C DRAINAGE DISTRICT (41,128) (41,128) 0.00%
607-CFD 2000-01 SOUTH ETIWANDA 63 63 0.00%
612-CFD 2001-01 488,309 493,899 5,590 1 14%
I 614-CFD 2003-01 PROJECT FUND 174,913 174,913 0.00%
615-CFD 2003-01 CULTURAL CENTER 5,048 48 (5,000) -99.05%
617-CFD 2004-01 RANCHO ETIWANDA ES 92,884 92,944 60 0,06%
680-CFD 2006-01 VINTNER'S GROVE 608,713 508,733 (99,980) -16.42%
681 -CFD 2006-02 AMADOR ON ROUTE 66 7,954 8,024 70 0.88%
TOTAL CAPITAL PROJECTS $ 2,454,814 $ 2,365,174 $ (89,640) -3.65%
ENTERPRISE FUNDS
700-SPORTS COMPLEX $ 13,135 $ 13,135 $ 0 0.00%
I 702-REGIS CONNECT 35,892 3,252 $ (32,640) -90.94%
705-MUNICIPAL UTILITY 9,345,663 11,626,823 $ 2,281,160 24.41% Results of operations;for use in future period
706-UTILITY PUBLIC BENEFIT FUND 717,301 489,921 $ (227,380) -31.70%
708-RCMU CAPITAL REPLACEMENT FUND 2,605,898 2,636,388 $ 30,490 1.17%
ITOTAL ENTERPRISE FUNDS $ 12,717,889 $ 14,769,519 $ 2,051,630 16 13%
INTERNAL SERVICE FUNDS
712-EQUIPNEHICLE REPLACEMENT $ 7,769,324 $ 5,935,984 $ (1,833,340) -23.60%Use of funds accumulated over a period of time
I 714-COMP EQUIP/TECH REPLCMENT FUND 2,760,502 1,179,682 (1,580,820) -57.27%Use of funds accumulated over a period of time
TOTAL INTERNAL SERVICE FUNDS $ 10,529,826 $ 7,115,666 $ (3,414,160) -32.42%
TOTAL CITY OF RANCHO CUCAMONGA $ 249,843,649 $ 238,053,929 $(11,789,720) $ (0)
IR.C.FIRE PROTECTION DISTRICT
SPECIAL REVENUE
281 -FIRE FUND $ 25,661,056 $ 25,661,056 $ - 0.00%
I 282-COMMUNITY FACILITIES DIST 85-I 3,010,467 3,418,717 408,250 13.56%
283-COMMUNITY FACILITIES DIST 88-I
1.831 1,831 0.00%
285-FIRE TECHNOLOGY FEE FUND 22,719 27,999 5,280 23.24%
288-FIRE PROTECTION CAPITAL FUND 39,466,526 19,438,356 (20,028,170) -50.75%Use of funds accumulated over a period of time
TOTAL SPECIAL REVENUE $ 68,162,599 $ 48,547,959 $(19,614,640) -28.78%
TOTAL R.C.FIRE PROTECTION DISTRICT $ 68,162,599 $ 48,547,959 $(19,614,640) -28.78%
' TOTAL ALL FUNDS $ 318,006,248 $ 286,601,888 $(31,404,360) -9.88%
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l j sea Year 20 15, ��,� .t.
Adopted Budget Page 184 L•.';:
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RANCHO
CUCAMONGA
' CALIFORNIA
DEPARTMENTAL
BUDGET
DETAILS
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Fiscal Year 201 5 16 Adopted Budget - Page 1 Sti ���'•�;�
City Council ,
Department Budget Summary
Overview of Department
As a body of elected officials, the separately elected Mayor and four-member City Council
establish local laws, set policy, approve programs, adopt the annual budget, and appropriate funds.
As elected representatives of the citizens, the City Council is responsible to all of the people, and
as such devotes its energies to making decisions which are in the best interest of the public welfare.
The Mayor and City Council members serve staggered four-year terms. The City Council also
serves as the Board of Directors for the Rancho Cucamonga Fire Protection District (a subsidiary
district of the City).
The City Council meets the first and third Wednesday of the month at City Hall to discuss and
vote on pertinent issues facing the City and its residents. In addition, the City Council is
responsible for appointing the City Manager, City Attorney, and members of certain foundations,
boards and commissions.
FY 2015/16 City Council Priorities 1
"Dedicated to creating and maintaining a well-balanced community, that is a safe and fulfilling
place to live, grow, work, and play." ,
The four primary goals established by the City Council for the upcoming fiscal year are as
follows: ,
• Public Safety: Proactively develop public safety programs and facilities to meet
community needs. ,
• Parks and Recreation Development: Proceed with planning and development of major
parks and recreational projects.
• Enhancing Premier Community Status: As the community matures, undertake
programs and projects to enhance Rancho Cucamonga's position as the premier community '
in our region.
• Mid and Long Range Planning: Begin efforts to develop mid-range and long-term goals '
and vision for the City.
•
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1
kcal Yca 21)1 I() .\cloph:LI 1 iti4t t I'a■ic 1 Xh L,•-••�
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I City Council
Department Budget Summary
I Adopted Adopted
Actuals Budget Budget
Funds Summary 2013/14 2014/15 2015/16
IOperating Budget
IPersonnel Services $ 145,845 $ 154,080 $ 153,720
Operations and Maintenance 9,639 21,700 24,050
I Capital Outlay - - -
Cost Allocation (49,840) (50,380) (48,700)
Debt Service - - -
I Transfer Out - - -
Subtotal 105,644 125,400 129,070
IOther Funds
I Personnel Services - - -
Operations and Maintenance - - -
Capital Outlay - - -
I Cost Allocation - - -
Debt Service - - -
ITransfer Out - - -
Subtotal - - -
IAll Funds
I Personnel Services 145,845 154,080 153,720
Operations and Maintenance 9,639 21,700 24,050
Capital Outlay - - -
I Cost Allocation (49,840) (50,380) (48,700)
Debt Service - - -
Transfer Out - - -
Total Cost $ 105,644 $ 125,400 $ 129,070
IStaffing Summary (Budgeted)
I Full Time - - -
Part Time 5.0 5.0 5.0
ITotal Staffing 5.0 5.0 5.0
Fiscal Year 2015/16 Adopted Budget /'age 187 1_2..:'_1
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City Clerk
Department Budget Summary
Overview of Department I
The City Clerk is an elected official charged with the responsibility of maintaining records of City
Council actions, recordation of minutes for all meetings of the City Council, and verification of all
Resolutions and Ordinances. In addition,the City Clerk is responsible for all documents and duties
associated with municipal elections. This position works with the City Clerk Services Director,
who is responsible for the day-to-day operations of the office. I
FY 2015/16 Budget Highlights
• Coordinate the filing of documents for the Fair Political Practices Commission and
administration of the City's Conflict of Interest Code; conduct biannual review of Conflict
of Interest Codes as required by law. I
• Ensure the preparation of minutes for all City Council, Successor Agency; Fire Protection
District, and City Council subcommittees. '
• Oversee the swearing in and orientation of appointees.
• In conjunction with the Records Management Department, administer and coordinate the 1
November 3, 2015 Special Election for a West Side Community Facilities District and
prepare, issue and process candidate nominations for the November 1, 2016 General
Municipal Election (July—August 2015).
I
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Voted
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Fiscal Year 2015/16 Adopted IHuclget Page I 88 L.�•.�j
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I City Clerk
Department Budget Summary
I Adopted Adopted
Actuals Budget Budget
Funds Summary 2013/14 2014/15 2015/16
IOperating Budget
IPersonnel Services $ 2,646 $ 2,700 $ 2,700
Operations and Maintenance - 160 -
I Capital Outlay - - -
Cost Allocation (820) (820) (740)
Debt Service - - -
I Transfer Out - - -
Subtotal 1,826 2,040 1,960
IOther Funds
IPersonnel Services - - -
Operations and Maintenance - - -
Capital Outlay - - -
' Cost Allocation - - -
Debt Service - - -
I Transfer Out - - -
Subtotal - - -
All Funds
I Personnel Services 2,646 2,700 2,700
Operations and Maintenance 160
Capital Outlay - - -
' Cost Allocation (820)
(820) (740)
Debt Service - - -
ITransfer Out - - -
Total Cost $ 1,826 $ 2,040 $ 1,960
IStaffing Summary (Budgeted)
I Full Time - - -
Part Time 1.0 1.0 1.0
ITotal Staffing 1.0 1.0 1.0
I fiscal Ycal- 2015'16 Adopted IUudgct Page 189 L. J
City Treasurer '
Department Budget Summary
Overview of Department '
The City Treasurer is an elected official charged with the responsibility for the custody and
investment of all City funds. The Treasurer is the City's official "signature" for all financial ,
transactions made. The Deputy City Manager/Administrative Services has been appointed as
Deputy City Treasurer and has the authority to handle treasury functions needing daily attention.
FY 2015/16 Budget Highlights
• Maintain funds in secure and liquid investments. 1
• Structure maturities to meet City cash flow needs throughout the year.
• Present the City's investment policy to the City Council for annual approval.
_ r 0 Years of Excellence-
141 .1!:;/
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I iseal Year 2015'16 Adopted Budget Page 190
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I City Treasurer
Department Budget Summary
I Adopted Adopted
Actuals Budget Budget
Funds Summary 2013/14 2014/15 2015/16
IOperating Budget
IPersonnel Services $ 2,647 $ 2,650 $ 2,700
Operations and Maintenance 15,729 19,880 14,010
Capital Outlay - - -
Cost Allocation (6,580) (6,460) (4,580)
Debt Service - - -
Transfer Out - - -
Subtotal 11,796 16,070 12,130
tOther Funds
Personnel Services - - -
Operations and Maintenance -
- -
Capital Outlay - - -
IICost Allocation - - -
Debt Service - - -
Transfer Out - - -
II
Subtotal - - -
IAll Funds
I Personnel Services 2,647 2,650 2,700
Operations and Maintenance 15,729 19,880 14,010
Capital Outlay - - -
I Cost Allocation
(6,580) (6,460) (4,580)
Debt Service - _
Transfer Out - - -
II Total Cost $ 11,796 $ 16 070
, $ 12,130
IStaffing Summary (Budgeted)
I Full Time - - -
Part Time 1.0 1.0 1.0
ITotal Staffing 1.0 1.0 1.0
-_.-.. <
I:iscal Year 2015/16 Adopted Budget ['age 191 a, .���
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City Management
Department Budget Summary
Overview of Department
As the administrative head of city government,the City Manager is appointed by the City Council
to oversee the enforcement of municipal laws, direct daily operations of the City, make
recommendations to the City Council, prepare and administer the municipal budget, appoint and
supervise all City department heads and employees, and supervise the operation of all City
departments. I
The City Manager's Office coordinates and oversees a variety of interdepartmental activities and
programs and provides direct support for the City Council. One such effort is the city-wide Healthy
RC program, which encourages a healthy and environmentally sustainable lifestyle for those who
live, work, and play in the community. Healthy RC initiatives include the Safe Routes to School
program, Green Business Recognition Program, CASA healthy cooking classes, electric vehicle I
charging station network, and the implementation of various policies that encourage access to
healthy food and physical activity, including farmers' markets, community gardens, and walkable
neighborhoods. This past year,the City's Healthy RC Kids initiative was ranked#1 by First Lady
Michelle Obama's Let's Move! Cities, Towns and Counties.
The Office also oversees the City's award-winning Community Information Program including
the publication of the RC Reporter quarterly newsletter and other public information efforts. The
staff is also responsible for media relations, responds to and follows-up on citizen inquiries and
concerns regarding City programs and services, operates the government access channel RCTV-3 '
and oversees the live broadcasts of City Council meetings. The City Manager's Office staff also
manages the City's Legislative Advocacy Program, ensuring that Rancho Cucamonga's interests
are heard at the local, state, and federal level on issues impacting the City. These efforts are
governed by the City's Legislative Platform which promotes the principles of local control and
protection of local revenue.
FY 2015/16 Budget Highlights
• Continue efforts to proactively manage Cucamonga Canyon, in concert with the US Forest I
Service.
• Enhance the performance measurement dashboard to include information about programs
and services provided by all city departments. (City Council Goals EP-12 and EP-13)
• Develop a Sustainability Action Plan. (City Council Goal ML-4)
• Complete and implement a strategic Communications Plan. (City Council Goal EP-8)
BODY. E
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I kcal 1 c,lr 2.01 ,I O .'Vlopicd1 I3udgct I',i1c 1O2 L,"::
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I City Management
Department Budget Summary
I Adopted Adopted
Actuals Budget Budget
Funds Summary 2013/14 2014/15 2015/16
IOperating Budget
IPersonnel Services $ 1,232,204 $ 1,539,080 $ 1,751,400
Operations and Maintenance 39,411 117,170 240,180
Capital Outlay - - -
Cost Allocation (401,580) (416,290) (437,350)
Debt Service - - -
Transfer Out - - -
Subtotal 870,035 1,239,960 1,554,230
111 Other Funds
I Personnel Services 36,888 125,700 -
Operations and Maintenance 376,654 282,070 24,280
Capital Outlay - - -
ICost Allocation - - -
Debt Service - - -
Transfer Out - - -
II
Subtotal 413,542 407,770 24,280
All Funds
I Personnel Services 1,269,092 1,664,780 1,751,400
Operations and Maintenance 416,065 399,240 264,460
Capital Outlay - - -
I Cost Allocation (401,580) (416,290) (437,350)
Debt Service
Transfer Out - - -
ITotal Cost $ 1,283,577 $ 1,647,730 $ 1,578 510
IStaffing Summary (Budgeted)
I Full Time 11.0 12.0 12.0
Part Time 0.5 1.0 1.8
ITotal Staffing 11.5 13.0 13.8
fiscal Year 201 5/16 Adopted 13ud`get Page 19 L..'. J
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� City Management
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,i Performance Statistics illi
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,H}: Healthy RC Highlights
• Healthy RC Youth Leaders were awarded the City of Rancho Cucamonga's first ever Hel- ,
en Putnam Award for Excellence by the League of California Cities;
• The City of Rancho Cucamonga and Healthy RC was named the Most Innovative City in
the nation by the National League of Cities for its innovative policies, programs, strategies,
and impact on reducing childhood obesity;
• Ranked#1 in the nation for the second consecutive year in First Lady Michelle Obama's
Let's Move! Cities, Towns and Counties initiative;
• Rancho Cucamonga was awarded a Bicycle Friendly Community designation(Bronze Lev-
1
el) by the League of American Bicyclists;
• Rancho Cucamonga was designated a Cool California City by the California Air Resources
I
Board for being one of the top three cities in California to reduce greenhouse gas emis-
sions;
• Received a Red Tape to Red Carpet award for implementing solar-friendly initiatives. I
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Legislative Advocacy �..��
I
g Y
The City Manager's Office coordinates an active legislative program focused on protecting the
interests of our community. Our legislative efforts include researching and monitoring federal
and state bills, preparing position letters in response to proposed legislation, and working with
our Legislators to promote the interests of our City. 1
2013 State Legislative Session 2014 State Legislative Session
51 Bills Tracked 35 Bills Tracked
Oppose
Oppose 17%
16%
Support
Support .4).;:e'-':•i-l'
f I11%
Watch Watch I
74% 72%
•Watch •Support Oppose •Watch •Support Oppose
I iscil lcdu ?()15 16 .\dloptcd limi`llet I'u L' 194
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City Management
Services e ces t o the Community
I
City
1 Management
I I I
' Healthy RC Community Performance
Initiative Information Legislative Affairs Measurement and
Program Reporting
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Fiscal Year 2015/16 Adopted Budget — Page 195 L,`�, �
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Records Management I
Department Budget Summary
Overview of Department '
The Records Management Department operates under the
administrative direction of the City Clerk Services Director. This 1'1
,
Department is responsible for agenda management,legislation,and '
records management. The Department provides ancillary technical ' •i�'�S r• ,cement
support regarding research requests from staff, officials, and the J. I
general public as part of its records maintenance duties, including i'- • ` 1111'. ®' \,
maintenance of the Municipal and Zoning Code and Conflict of
Interest Code. 1
Records Management serves as the single point of contact to provide information to the community
and general public relating to official City records. The Records Management Department '
maintains and updates placement of the City Council agenda packet on the City's website,prepares
all agenda and minutes for the City Council, Successor Agency, Fire Protection District, and all
City Council subcommittees. Additionally, the Department is responsible for assisting with
proclamations,resolutions,ordinances, agreements,bid openings, contracts, records management,
archiving and records destructions, and compliance with legal advertisements and public
notification information. Finally, on a bi-annual basis, the Records Management Department
coordinates and assists the City Clerk Services Director to administer all efforts associated with
municipal elections in the City of Rancho Cucamonga.
I
FY 2015/16 Budget Highlights
• Continue to image vital, historic and permanent records.
• Coordinate Public Records Act requests and oversee Brown Act compliance.
• Continue preparing all City Council, Successor Agency, Fire Protection District, and City
Council Subcommittee agendas and minutes and assist with coordination of proclamations
presented at Council meetings. '
• Continue to assist with bid openings, acceptance and calendaring of appeals and receipt of
subpoenas. 1
• Implement electronic filing for Statements of Economic Interest and Campaign Disclosure
Forms. I
• Work with Departments to Update the Records Retention Disposition Schedules in order
to assist them in retaining and organizing records for optimal operation and access.
• Assess the current agenda process and research electronic workflow and agenda
management systems that will streamline the agenda process and enhance accessibility ,
201 1(i .\cliipt�'�i Uiidgci Page I% L �•
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I Records Management
Department Budget Summary
I Adopted Adopted
Actuals Budget Budget
Funds Summary 2013/14 2014/15 2015/16
IOperating Budget
IPersonnel Services $ 411,238 $ 440,100 $ 466,430
Operations and Maintenance 81,266 246,350 198,670
I Capital Outlay -
(153
- -
Cost Allocation (153,200) (196,730) (182,190)
Debt Service - - -
ITransfer Out - - -
Subtotal 339,304 489,720 482,910
IOther Funds
I Personnel Services - - _
Operations and Maintenance -
- _
Capital Outlay - - -
IICost Allocation - - -
Debt Service - - -
ITransfer Out - - -
Subtotal - - -
IAll Funds
I Personnel Services 411,23 8 440,100 466,430
Operations and Maintenance 81,266 246,350 198,670
Capital Outlay - - -
I Cost Allocation (153,200) (196,730) (182,190)
Debt Service - - -
Transfer Out - - -
I
Total Cost
$ 339,304 $ 489,720 $ 482,910
IStaffing Summary (Budgeted)
I Full Time 4.0 4.0 4.0
Part Time 1.3 1.3 1.3
ITotal Staffing 5.3 5.3 5.3
`t....
Fiscal Year 2015/16 Adopted Budget Page 197 L.4.::
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Records Management
I
Performance Statistics
F
r I
_ _. r r� l
t^ ` f t.tf
li ,, r Ot," ft::
1
City Council Agenda Items 2013 City Council Agenda Items 2014
Total=795 Total=685
1
I5,2 ,Bldg,7 IS,3 Bldg,3
PD, RDA/S.A. Animal,11 PD,5 RDA/SA,14
Animal,19 CMO,61 Planning,25 (M0,57
Plann4 31 Adm.,77 CSD,38 \NN, Admin.,51
CSD,49
Fue,74 City Clerk,74 Fire,99 �,, City Clerk,70
III
library,22 Library,5
Finance,79
Finance,72
1
Pworks,51 Pworks,43
Eng,201 Eng,169
i
Records Requests R 2013=641 •2014=760 1
90 83 83 83 1
80 70 iiidiii° 1ii 60
50 41
40 36
30 ,
20
10 •
0
Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec
I
T 7 ;, �\
fiscal Year 2015 16 ,Adopted I3udrsct Pa�gc 198 L.* J
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Records Management
Services to the Community
Records
Management
II 1
Records Legislation Election
I
Preservation
Agenda and Minute Administration
I Preparation
Legal Noticing
Retention Legal Notices
1 Disposition Bond Releases Nomination Filing
Public Records Candidate Handbook
Requests Contracts
Municipal Elections
Recorded Claims/Subpoenas
1 Documents Ballot Measures
Bid Openings
Maintenance of Receive Petitions
Municipal Code Appeals
Disclosure of
I Conflict of Interest Campaign Finances
Code and Economic
Interests
Board and
Commission
Recruitments
I
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Fiscal Year 2015/16 Adopted Budget Page 199 L.•.:J
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Police (Contract) 1
Department Budget Summary
Overview of Department '
Since incorporation, law enforcement services in the City have been
provided through a contract with the San Bernardino County Sheriffs I
Department. The low crime rate that the City continues to enjoy is a
direct result of the hard work and dedication of the men and women
of the Police Department and the positive interaction and participation
by the community in crime prevention activities.
The Police Department has one of the largest volunteer units in the I
Inland Empire, which includes Line Reserves, Citizen Patrol,
Equestrian Patrol and Explorers. The number of volunteer hours „,
dedicated to the Department and the City continues to be the highest
in the County. Many of these volunteers have been residents within
the City for some time, which also attests to the community's
involvement in working together to provide a better place to live. 1
Public safety is the City's highest priority. We strive to improve public safety while fording
efficiencies through technology and innovation. The City recently purchased four "Zero" model
electric motorcycles for use in discreetly patrolling our city parks and the Pacific Electric Trail,
and added a narcotics detection K9. We will also be expanding our Public Safety Video Network
which will serve to detect and resolve crimes, thereby serving as a force multiplier. As the
community continues to grow, the challenge will be to continue addressing these increased needs
that affect the "quality of life" in Rancho Cucamonga and define our community as a safe one.
Toward that effort we have expand the Solution Oriented Policing team to work collaboratively
on quality of life topics such as blight, homeless population reduction, and sex trade crime
reduction.
FY 2015/16 Budget Highlights
• Develop the performance of the narcotics detection K9 and bloodhound teams. ,
• Continue to utilize the Solution Oriented Policing(SOP)Team, and provide new tools and
training in the Know Your Limits program, sex trade crime investigations,and Community
Oriented Policing strategies. (City Council Goal PS-7)
• Expand the Public Safety Video Network and integrate other video systems used in the
City. (City Council Goal PS-6)
• Provide ongoing support of key prevention programs such as the new Park Rangers,
Neighborhood Watch, Every 15 Minutes, and engage more actively in social media
communications which keeps our citizens informed and participating in our crime
prevention efforts.
• Use state and federal grant money to enhance general fund money designated for increased
patrols in parks, on trail systems and in Cucamonga Canyon. (City Council Goal PS-4)
I fiscal 1'c,u- .'H l ' l H .\dopiekl Biicl12c1 2110 L,�••;J
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I Police (Contract)
Department Budget Summary
I Adopted Adopted
Actuals Budget Budget
Funds Summary 2013/14 2014/15 2015/16
IOperating Budget
IPersonnel Services - - -
Operations and Maintenance $ 29,669,433 $ 31,623,490 $ 33,264,340
I Capital Outlay 59,025 5,000 -
Cost Allocation
-
-
Debt Service 14,258 13,750 17,120
ITransfer Out 75,000 116,960 150,730
Subtotal 29,817,716 31,759,200 33,432,190
1 Other Funds
IPersonnel Services - - -
Operations and Maintenance 734,627 878,270 1,118,980
Capital Outlay 100,760 455,390 1,238,000
ICost Allocation - - -
Debt Service - - -
I Transfer Out 72,720 114,080 -
Subtotal 908,107 1,447,740 2,356,980
IAll Funds
I Personnel Services - - -
Operations and Maintenance 30,404,060 32,501,760 34,383,320
Capital Outlay 159,785 460,390 1,238,000
ICost Allocation - - -
Debt Service 14,258 13,750 17,120
ITransfer Out 147,720 231,040 150,730
Total Cost
$ 30,725,823 $ 33,206,940 $ 35,789,170
IStaffing Summary (Budgeted)
I Safety Personnel 135.0 133.0 133.0
Non-Safety Personnel 39.0 41.0 41.0
ITotal Staffing 174.0 174.0 174.0
___ .; : --- dial
Fiscal Year 20 I 5!16 Adopted Budget Page 201 L,��.�J
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Police (Contract) I
Performance Statistics
2014 Per ormance Highlights
f
• 111,133 calls for service — 1.2%decrease;
I
• Average response time for emergency calls was 4 minutes 24 seconds;
• Part I crimes down 4%; 1
• Property crimes down 10%.
Crime Data I
ag`'
9915 9037 .1.. ' I
8000 I
4532 4252
6000
„4.) . _ I
4000 — y4,1+`!
2000
IPart Part II
111111 1
2013 •2014
'includes assaults,minor sex offenses,liquor law violations.vandalism.DUI I
and drug abuse
'includes-homicide,forcible rape,robbery,aggravated assault and burglary
Comparison 2013 and 2014 i
Part I Crimes Part II Crimes I
900 taco ^900 $ WifidO ,'/On hb /on ,■i at, s,,, tu, ri,,. p.,
/Oli •1pt: 001] •201'1
DUI Traffic Accidents I
-:::: iiiihili11 -1 I 1 1111
]0
20
o
I
0
lan tab Mar apr MaY lun lul a p Oa Nov Oat lan Feb Mar Apr May tun MI Aug Sep Oct Nay Der
...' •:o•: 201i ■2014
Fiscal \'car 2(115/16 Adopted Iluc.1t,et Page 102 L• J
I
Police (Contract)
IServices to the Community
Police
(Contract)
Patrol Crime Traffic Investigations Victoria Special
iI Prevention Safety Gardens Units
I I I I Targeted Gang Teams
I Emergency Proactive Felony Case
Response Volunteers Enforcement to Follow-up Solution
Reduce Oriented Policing
— — — Collisions _ — — Team
Active Shooter CPTED CCW Pilot Retail Theft
Response Bicycle Safety Project Investigations
Program Classes Crime Free
II Neighborhood Multi-Housing
Watch Pawn Shop
3-K9's Dedicated DUI Liaison
Enforcement rSchool Resource
IOfficers
1
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Fiscal Year 2015/16 Adopted Budget Page 203 � 1
Fire District
Department Budget Summary
Overview of Department I
The Fire District's mission is to serve the community
by reducing risks to life, property and the '
environment through the delivery of effective and
efficient emergency and non-emergency services. '� �' 0
The Fire District is a subsidiary district of the City !' _
and has its own statutory funding. The City Council 4� ° :: r• s
serves as the Fire District Board of Directors. - .'
The Fire District's three pillars of direct service include Community Risk Reduction, Emergency
Response and Emergency Management. The three pillars of service provide: fire prevention,
inspection, wildland fire threat reduction, and public education/community outreach; structural '
and wildland fire suppression, emergency medical services, hazardous materials response and
technical rescue; disaster preparedness, CERT, BERT, community resiliency and recovery.
The Fire District supports these services through progressive executive and personnel I
management, personnel development and intense training, advanced planning and financial
administration, and logistical support which includes apparatus and facilities maintenance, I
communications and information technology.
Programs in support of these services include: advanced pre-hospital medical care provided by
firefighters trained as paramedics and emergency medical technicians utilizing state-of-the-art
cardiac monitoring equipment, specialized training and apparatus for fighting fires in the wildland
urban interface areas of the community and specially trained and equipped crews for completing I
complicated rescues of people in confined spaces, trapped in vehicles or injured in the rugged
foothills. Also offered are fire inspection and weed abatement services, home-generated sharps
disposal program, Community Emergency Response Team (CERT) training and juvenile fire-
setter
intervention services.
FY 2015/16 Budget Highlights '
• Continuation of capital projects with construction plans and ground breaking of the all-
risk training center. (City Council Goal PS-1) ,
• Purchase land for Fire Station 178. (City Council Goal PS-5)
• Retrofit existing fire stations with drought tolerant landscaping.
• Outfit the Banyan and Day Creek Stations with cost-saving solar technology.
• Additional six paramedic stipends for existing positions.
• Reinforcement of Fire Prevention Bureau to meet growing inspection and risk reduction
needs.
I kcal Year 2015'1(? A loptc(1 204 L: •J
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I Fire District
Department Budget Summary
I Adopted Adopted
Actuals Budget Budget
Funds Summary 2013/14 2014/15 2015/16
IOperating Budget
IPersonnel Services $ 21,631,729 $ 23,701,960 $ 24,329,900
Operations and Maintenance 6,385,158 5,787,330 5,904,120
I Capital Outlay - - -
-
-Cost Allocation
Debt Service 401,020 804,580 804,580
ITransfer Out 817,610 980,660 1,009,850
Subtotal 29,235,517 31,274,530 32,048,450
IOther Funds
IPersonnel Services 9,021 49,290 -
Operations and Maintenance 1,940,709 1,180,950 1,025,470
Capital Outlay 3,207,087 3,626,000 25,246,150
Cost Allocation - - -
Debt Service - - -
II Transfer Out - - -
Subtotal 5,156,817 4,856,240 26,271,620
IAll Funds
Personnel Services 21,640,750 23,751,250 24,329,900
Operations and Maintenance 8,325,867 6,968,280 6,929,590
Capital Outlay 3,207,087 3,626,000 25,246,150
ICost Allocation - - -
Debt Service 401,020 804,580 804,580
ITransfer Out 817,610 980,660 1,009,850
Total Cost $ 34
,3 92 334 $ 36,130,770 $ 58,320,070
IStaffing Summary (Budgeted)
I Full Time 112.0 113.0 114.0
Part Time 4.1 3.2 4.1
ITotal Staffing 116.1 116.2 118.1
1.iscal Year 2015'16 Adopted IRudget Page 205 • :
L ; J
1
Fire District ,
Performance Statistics
Fire District Incident Summary 2014
• 12,226 incidents for fire, emergency medical/rescue, hazardous materials, and public ser- '
vice; 0.2%decrease;
• 1,5502 fire incidents; 19% increase;
• 10,221 emergency medical/rescue incidents; 5% increase;
• 90 hazardous materials incidents; 7% decrease;
• 365 public service incidents including water salvages, lockouts, police matters and other
non-emergencies; 47% increase;
• 1,651 incidents where no action was required; 24% increase.
Business Inspections-2014 I
•Commercial Business
3%3`%' ■Restaurant -
6% •Industrial/Manufacturing
•
•Automotive Repair or
Maintenance III
•Apartment and Hotel -
•Merantile Business -
a Place of Worship ,
I
Gas Station
•
Y '1
I
Public Education Highlights 2014 Employee Development Highlights 2014
• 86 public education activities and station • 36,126 total training hours (including
tours held in 2014; classroom); 0.9% increase;
• 19,568 citizen contacts made through • 70 multi-company training exercises; 47%
public education activities; decrease;
• Hosted the 4th Annual Junior Firefighter • 890.4 average training hours per shift per
Camp for 13 youths ages 11 — 15; employee.
• 906 people trained in Hands Only CPR.
I isctil YcLIr 2.01 's 16 Adopted I3uddL,c1 I';1 C 2(1() il
I
I
Fire District
IServices to the Community
I
Fire District
I
I I I 1 1
Emergency Emergency Community Community Administration
Response Management Risk Affairs
1
Fire Supression Ready RC
I Structural
Wildland Front Mitigation Prevention
Country Inpsections Public Personnel
Information Management and
IEmergency Preparedness Weed Development
Medical Services Abatement/ Volunteer
Response Brush Clearance _ Coordination Planning/Finance
ISpecial
Operations Recovery Public Education Special Events Fire Shop
Technical Rescue
I Haz Mat Tactical
Response Community and New Community Facility
Business Construction Outreach Maintenance
Emergency Plan Review
I Response Response
Planning Training
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Fiscal Year 2015/16 Adopted Budget - Page 207 L;:
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Administrative Services
1
Department Budget Summary
Overview of Department I
Administrative Services is unique in comparison to — " �_-
other City departments in that its mission is to support -
I
the functions of the City's line departments. While line —_ —__ a ,-.__ . -
departments typically provide service primarily to the y 4 ..-"
public, the Administrative Services Department, while _ ! r I
providing some direct public services, primarily
al\ ,-
provides extensive services and support to internal staff
of the various City departments. I
- 1
The Department's major service divisions are:
Administration, Purchasing, and Special Districts. The Deputy City Manager — Administrative
I
Services also has oversight responsibility for the Finance, Human Resources, and Innovation &
Technology Departments which are discussed in further detail in their respective sections.
FY 2015/16 Budget Highlights I
• The Division will eliminate one vacant Buyer II position and upgrade the Purchasing Clerk
I
to a Buyer I. These changes will allow the existing personnel to manage their demanding
workload, while providing overall savings to the General Fund.
• With the upgrade of the City's telephone system, Purchasing will be exploring the best I
ways to serve our customers who call the City Hall main switchboard. While our purpose
— world-class customer service — remains unchanged, our customer expectations do shift, I
and we want to handle phones in a way that today's customers will most appreciate.
• The formation of a new West-side Parks and Street Lighting District is planned for a
November 2015 special election. Public information and education efforts will be a major
focus of the division leading up to the November election day. (City Council Goal ML-1)
I
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1 kcal Year 2015 16 Adopted Itudgct Page 203 ••
I
I Administrative Services
Department Budget Summary
I Adopted Adopted
Actuals Budget Budget
Funds Summary 2013/14 2014/15 2015/16
IOperating Budget
IPersonnel Services $ 3,059,141 $ 3,461,630 $ 1,015,950
Operations and Maintenance 4,889,026 5,312,980 3,659,270
I Capital Outlay -
(2,804,340) 21,610 -
255
Cost Allocation , ,340) (2,878,940)
(1,255,340)
Debt Service - - -
' Transfer Out 3,146,683 2,841,510 3,260,700
Subtotal 8,290,510 8,758,790 6,680,580
IOther Funds
IPersonnel Services 1,725,156 897,960 1,034,950
Operations and Maintenance 6,701,285 5,610,000 5,040,260
Capital Outlay 2,206,691 2,688,390 6,264,540
ICost Allocation - - -
Debt Service 48,410 553,520 70,700
ITransfer Out 45,286 50,000 50,000
Subtotal 10,726,828 9,799,870 12,460,450
IAll Funds
' Personnel Services 4,784,297 4,359,590 2,050,900
Operations and Maintenance 11,590,311 10,922,980 8,699,530
Capital Outlay 2,206,691 2,710,000 6,264,540
1 Cost Allocation (2,804,340) (2,878,940) (1,255,340)
Debt Service 48,410 553,520 70,700
Transfer Out 3,191,969 2,891,510 3,310,700
I Total Cost $ 19,017,338 $ 18,558,660
$ 19,141,030
IStaffing Summary (Budgeted)
I Full Time 33.0 30.0 8.0
Part Time 1.2 1.8 2.0
ITotal Staffing 34.2 31.8 10.0
1.iscaI Year 2(115 16 Adopted Budget Page 2U) L,:.. J
Administrative Services
Performance Statistics
Purchasing Division Highlights 2014
• 428 Requisitions logged; 12.3% decrease;
• 442 Purchase Orders issued; 2.2% decrease;
• 86 requests processed for quotes, bids, proposals and qualifications; 34.4% increase;
• $80,651 revenue received from on-line surplus auction; 4.4% increase;
• $463,831 was spent on green products. •
• r:4
1:74-
Ar
1
1 I
I
Special Districts Highlights 2014
• $27,584,935 received in Special Districts tax
revenue; 3% decrease;
• 132,895 parcels submitted to the tax rolls for 35
special assessment districts with 100% accura-
cy;
• 278 CFD delinquency letters sent; 79% de-
crease;
• 52,148 newsletters sent; 81% increase.
1 fiscal Year 201 I 6 .Vloplcdl I'a;2 2 I it L•'•.
i1
Administrative Services
Services to the Community
Administrative
Services
1
Administration Special Districts
Administration Purchasing
1
Procurement of
Goods and
Services
Oversight Contract
Responsibility Administer 38 Administration
' for Finance,
Doll', Special Doll',and Districts in the
Human Bid
Resources City Management
Departments
Disposal of
City Assets
(surplus)
1
1
1
- ---- �
Fiscal Year 201 /16 Adopted Budget - Page 2 1 1 ,'.;
I
Finance I
Department Budget Summary
Overview of Department
I
The overall mission of the Finance ti , , 1.i,• -, , R-
Department is to provide excellent service to i; y.4 `
both our internal and external customers ' ;',.;y1 e ' '' ,0I 4i I
with the highest degree of reliability and
timeliness, while maintaining appropriate .� . y . ,,� �` =°-
g �J V li II
financial control of City resources. ' .— ik
The Finance Department is responsible for _� •
'4
I
managing the financial operations of the ,�y.
City of Rancho Cucamonga and the .�'
Rancho Cucamonga Fire Protection District
in accordance with generally accepted I
accounting principles, as well as applicable laws, regulations and City policies. The Department
consists of four divisions to accomplish its mission: I
• Accounting: The Accounting Division is comprised of the following sections: Accounts
Payable, Accounts Receivable, Cashiering, Fixed Assets, General Ledger, and Payroll.
• Budgeting and Financial Reporting: The Budgeting and Financial Reporting Section is
responsible for coordinating the City's annual budget and preparing the comprehensive
annual financial report (CAFR). I
• Business Licensing: The Business Licensing Section is responsible for the issuance and
annual renewal of Business Licenses to all persons transacting and carrying on business
within the City. This section also ensures compliance with the City's Transient Occupancy I
Tax (TOT) and Admissions Tax Ordinances which requires monthly reporting and
remittances by the City's various hotels and businesses.
• Treasury Management: The Treasury Management Section works with the City I
Treasurer and the Deputy City Treasurer, and is responsible for daily cash management
and investment of funds for the City of Rancho Cucamonga and the Rancho Cucamonga
Fire Protection District. The Section is also responsible for the daily transferring and
settling of depository funds, investing excess funds, and reporting investments in
accordance with all applicable State and Federal laws and the City's Investment Policy.
FY 2015/16 Budget Highlights
• This year the Department will complete the upgrade of the City's financial system to
I
Sungard's OneSolution. The new software will allow many new features and enable the
roll-out of other improvements in finance-related functions, including employee access to
their payroll information online and automating workflows for personnel actions.
• In the second half of 2015, another software upgrade will allow the Business License
division to issue business licenses online to businesses within the city limits, saving new
businesses the trip and time of an in-person visit to City Hall.
• The addition of a part-time (10 hours per week) Office Specialist I will assist this busy
department in keeping up with Business License and Accounts Payable filing.
1 Real Ycar 201s In \cloptcd littd ct 1'ullc 212 L..•
..—
Al
I Finance
Department Budget Summary
I Adopted Adopted
Actuals Budget Budget
' Funds Summary 2013/14 2014/15 2015/16
IOperating Budget
1 Personnel Services $ 1,650,467 $ 1,884,420 $ 1,905,430
Operations and Maintenance 74,788 61,860 61,550
I Capital Outlay - - -
Cost Allocation (436,160) (472,560) (454,460)
Debt Service - - -
' Transfer Out - - -
Subtotal 1,289,095 1,473,720 1,512,520
IOther Funds
' Personnel Services - - -
Operations and Maintenance - - -
Capital Outlay - - -
' Cost Allocation - - -
Debt Service - - -
ITransfer Out - - -
Subtotal - - -
IAll Funds
I Personnel Services 1,650,467 1,884,420 1,905,430
Operations and Maintenance 74,788 61,860 61,550
Capital Outlay - - -
' Cost Allocation (436,160) (472,560) (454,460)
Debt Service - - -
Transfer Out - - -
I Total Cost $ 1 289 095
$ 1,473,720 $ 1,512,520
IStaffing Summary (Budgeted)
I Full Time 18.0 19.0 19.0
Part Time 0.8 0.8 TRUE
ITotal Staffing 18.8 19.8 19.0
Fiscal Year 201 5'16 Adopted Budget Nile 213 L,::
Finance '
Performance Statistics
Finance Highlights 2014
• $2,365,409 received in Business License revenue; 2.6% increase; '
• $2,625,274 received in Transient Occupancy Tax revenue; 16.2% increase;
• $41,510 received in Admissions Tax revenue; 41% decrease (new revenue source effective
April 2012);
• 183,887 cash receipts processed; 2.8% increase.
1
Business License Data* 2013 2014
I
6.686
7,000 6,131
6,000
5,000
4,000
3,000
2,000 1,289 1,110
422 444
1,000
0
New Business Business
Businesses License Closures
Renewals
1
Data excludes vendors and contractors located outside of Rancho Cucamonga.
City of Rancho Cucamonga
Investment Effective Rate of Return Comparison
January 2014- December 2014
1.40%
1.20% '
1.00%
0.80%
0.60%
0.40%
0.20%
0.00%
,}A ,y4 1R 1. ,yR ,yR ,YP y4 'yC'
,,ad Sew ,aa PQr 4sai sp. .sw �<c yeQ od- dos oyc:
-City Pool Average BofA Merrill Lynch U.S.Treasuries/Agencies 1-5 Yrs
•
I‘iscal Year 2111 5 i 16 .\doptecl 1 LILIgct Page 214 •' i•*
Finance
Services to the Community
Finance
1
I I I I
'
Accounting Budgeting and Business Treasury
Financial Licensing Management
Reporting
Accounts Payable
Accounts Receivable Issuance and
Coordinate City's Renewal of Business Daily Cash
Annual Budget Licenses Management
Cashiering
Prepare Ensures Compliance Investment of Funds
Fixed Assets Comprehensive
Annual Financial
Report(CAFR) with City's TOT and
Admissions Tax Investment Reporting
General Ledger Ordinances
' Payroll
I
I
1
1
1
Fiscal Year 2015/16 Adopted Budget Page 215 L, •;;�
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Human Resources
Department Budget Summary
Overview of Department
The Human Resources Department provides the leadership,
direction and support required to attract, retain and develop
quality employees for the City of Rancho Cucamonga and the
Rancho Cucamonga Fire Protection District.
The Personnel Services Division is responsible for '
• Employee Relations
• Recruitment • Benefits
• Classification and Compensation • Organizational Development
Risk Management Division consults with City departments to help minimize the number and
severity of losses to both property and personnel. They help identify areas of potential risk,provide
training to help minimize losses, provide post-loss follow up to help avoid future losses,provide
insurance or contractual risk transfer and provide risk financing to minimize the impact of losses
that do occur. The areas of responsibility for the Risk Management Division of the Department
include: I
• Liability • Safety/Loss Control
• Worker's Compensation • Employee Wellness
FY 2015/16 Budget Highlights
• Incorporate new paid sick-leave laws and focus on the continued implementation of the
Affordable Care Act (ACA). A key focus for the Department in FY 2015/16 will be the
tracking and reporting of the Affordable Care Act and updating City policies and
procedures to ensure compliance with all mandates and preparing for the impacts of the
ACA's "Cadillac Tax" in 2018.
• Continue to improve and expand the City's Onboarding Program by incorporating the first
year Team RC guidelines.
• Continue to improve employee development and succession planning.
• Complete the FLSA audit initiated in prior fiscal year. ,
• Continue to look for ways to give employees better access to benefit and pay information
and give them the ability to make benefit changes through the City's HRIS system.
• Work to improve the efficiency and effectiveness of HR practices and procedures in order
to provide better service to internal and external customers.
• Use social media and participate in community events as a way to improve outreach for
recruitments and the profile of the City. •
I iscal Year 2015 16 Adopted Budget I'aue 216 ' , J
I Human Resources
Department Budget Summary
I Adopted Adopted
Actuals Budget Budget
Funds Summary 2013/14 2014/15 2015/16
Operating Budget
IPersonnel Services $ 592,645 $ 733,780 $ 755,650
Operations and Maintenance 138,392 203,610 281,130
I Capital Outlay -
(230 - -
Cost Allocation (230,450) (268,660) (284,010)
Debt Service - - -
' Transfer Out - - -
Subtotal 500,587 668,730 752,770
IOther Funds
IPersonnel Services - - -
Operations and Maintenance - - -
Capital Outlay - - -
-
-
I Cost Allocation
Debt Service - - -
ITransfer Out - - -
Subtotal - - -
111 All Funds
I Personnel Services 592,645 733,780 755,650
Operations and Maintenance 138,392 203,610 281,130
Capital Outlay - - -
ICost Allocation (230,450) (268,660) (284,010)
Debt Service - - -
ITransfer Out - - -
Total Cost $ 500,587 $ 668,730 $ 752,770
IStaffing Summary (Budgeted)
I Full Time 5.0 6.0 6.0
Part Time - - -
ITotal Staffing 5.0 6.0 6.0
I.iseal Year 2015/16 Adopted Budget Page 217 .L•.. J.
I
Human Resources I
Performance Statistics
I
Human Resources Highlights 2014 I
• 35 full-time position recruitments; 21% increase;
I• 41 part-time position recruitments; 17% increase;
• 12,530 online applications screened; 67% increase;
• 670 paper applications screened; 63% decrease; I
• Beginning in 2014 all but one recruitment was conducted on line.
I
% I . 1p . OA fk --..,
4
fitt I A
♦ -
J
,,,,.
. ( • . .
alt.. . _,_ ,...
ea I
At
s 1
Risk Management Statistics I
Workers Compensation Claims 2013 2014 General Liability Claims 2013 2014 I
30
z; 30 I
20 tw_... 25 22
14 19
15 20
i0 1 6 15
6 10 11
5 3 10 8 ,- 7 i
Ii 4 1_0 1 1
0 1 . .0 = 1 5 4 5 WV( 3 3
ArvindArvind dcode LSD Adnar Ptak Fin --� i
Sery m. Srnkes works
0
Traffic City Potholes Trip&Fall Trees Misr.
Accidents Contractors
I
I•fiscal Year 21)15!I(, :\cloptecl l;u(l�cet - Page 218 La J
I
I
Human Resources
IServices to the Community
Human
IResources
IPersonnel Risk
Services Management
I I I 1
Classification
Employee Safety/
Relations Recruitment and Liability Loss Control
I Compensation
1 1 I 1
I Benefits Organizational Workers' Employee
Development Compensation Wellness
I
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I
I
I
I
I
I
, .,
Fiscal Year 2015/16 Adopted Budget Page 219
Department of Innovation and Technology (DoIT)
Department Budget Summary
Overview of Department
The DoIT is the City's newest department, bringing together the Information Services and GIS
Divisions into a unified yet diverse technology group that will continue to lead innovation efforts
throughout the organization.
The DoIT is responsible for supporting customers through:
• Geographic Information Systems • Enterprise software applications
(GIS) • All desktop and mobile computers,
• REGIS, the GIS shared services unit printers, and copiers
• Computer systems and network • Telephone systems
1
FY 2015/16 Budget Highlights
• The City's telephone system is early 90's -4 +'..
technology, and the devices providing '�' ` . '„ �` � �
_ .
connectivity to remote sites are no longer � ,.,
supported. Over the last several years, G '" J
departments and the public have been
experiencing system problems on a regular ''
basis as a result of the age and declining �.
•
y`
condition. Funds are budgeted this year to , ;
replace this aging system with a new one ✓:
that will use VoIP technology.
• The GIS Division will continue to grow the REGIS business, through which the division
acts as a business partner to other public agencies wanting to develop their GIS programs.
• Phase 3 of improvements to the Accela Automation system will bring new features and
improvements for the development community, and improve internal workflow and
reporting.
• New technology projects anticipated include an agenda management system, an upgrade
to the CLASS recreation registration system, and the development of an automated work
order system for Public Works. (City Council Goal 00-2)
• The new Department will be located in the Innovation Lab, a newly-configured space on
the Garden Level of City Hall. In addition to work spaces, the Lab will feature a new
multi-purpose training and conference room space. (City Council Goal EP-10)
I
I iscul Your 2015 16 \((opted Budget I'a`_c 7.20
I
I Innovation & Technology
Department Budget Summary
I Adopted Adopted
Actuals Budget Budget
Funds Summary 2013/14 2014/15 2015/16
IOperating Budget
1 Personnel Services $ - $ - $ 2,599,000
Operations and Maintenance - - 1,967,850
I Capital Outlay - - -
Cost Allocation (1,642,050)
Debt Service - - -
' Transfer Out - - -
Subtotal - - 2,924,800
IOther Funds
1 Personnel Services - - -
Operations and Maintenance - - 1,162,240
I Capital Outlay - - 759,610
Cost Allocation - - -
Debt Service - - 489,580
ITransfer Out - - -
Subtotal - - 2,411,430
IIAll Funds
I Personnel Services - - 2,599,000
Operations and Maintenance 3,130,090
Capital Outlay - - 759,610
Cost Allocation - - (1,642,050)
Debt Service - - 489,580
Transfer Out - - -
II
Total Cost $ - $ - $ 5,336,230
IStaffing Summary (Budgeted)
I Full Time - - 22.0
Part Time
ITotal Staffing - - 22.0
l.iscal Year 2015%16 Adopted Budget Pave 221 �•�•
:A
I
Innovation and Technology I
Performance Statistics
Information Technology I
Maintained by the IS Division
F I
• Desktop &Notebook Computers; 'w
• iPads;
• Central Computer Servers; '� _o I
• Printers;
• Enterprise Applications;
• Office Productivity Programs; es:,;M I
• Multi-Function Photocopiers; / t'''
• Wired& Wireless Networks; j
• 1782 Help Desk Tickets Completed.
I
I
I
IS Completed Work Orders IS Completed Work Orders by Type
700
3S4 700
sii sae
I 11 304 ., M .. Ego
150 500 6
i.: .. 2.: , 404
.It .>;� -C 400 ..._
Atia
ISO 11:1 it 300
i
` e• 200
50 100 35 6 ?5
0 0 { I I I 0 IErai�
Jai fea Mt Apr May Nn U' Aup ka Ott Hav DEf Hardware Software&Hle Account Web Services
Management Management
2013 2014 2013 2014 I
I
I
I i,,c,II l c:lr 't)1 ..:; I () \,iuplcd I; i■I t I':1,.. ,-,- L'... 1
I
Department of Innovation and Technology
' Services to the Community
Innovation o anon and
' Technology
I
Administration/
Customer Support
1 Geographic
Applications Information Systems
Systems (GIS)
Fiscal Year 2015/16 Adopted Budget Page 223 ,'��'
I
Animal Care and Services
Department Budget Summary
Overview of Department
With a mission of building a community in which every
adoptable pet finds a home, the Animal Center's focus is on
strengthening the overall operations of the Department,
increasing the live placement rate of cats and kittens, increasing
the use of volunteers,and expanding animal care programs such
as animal behavior and enrichment, adoptions and foster care.
The Department oversees the following program areas:
Animal Care: General animal care and adoption related services; and cleaning/maintenance
services.
Community and Information Programs: Volunteer programs; adoption promotions; foster care;
community outreach;public spay/neuter voucher program; and community information/education '
to advance the Center's goal of building a community in which every adoptable pet finds a home.
Field Services: Field operations (animal pickup, investigations, canvassing); enforcement of
animal regulations; animal licensing; and community education.
Veterinarian Services: Medical supplies, medication, and other supplies for use by in-house
veterinarians; microchip services; and contracts for outside veterinary services for specialty
medicine and after hours care.
FY 2015/16 Budget Highlights '
• Restructuring job assignments utilizing the current staffing and one new full time
equivalent position to create specialized animal care divisions whose focus are on general i
operation oversight, developing an enhanced animal behavior and enrichment program
and expanding the animal adoption program both onsite and offsite (Animal Center's
Strategic Plan goal).
• Improve our placement rate of adult cats and kittens by implementing a Community Cat
Program for feral cats and opening a 24 hour kitten nursery to care for an anticipated 600-
800 orphaned kittens until they are old enough for adoption. The kitten nursery is staff
run and largely volunteer supported and is one of the first to open in California that is
operated by a Municipal Animal Center. These programs are made possible due to
expanded fundraising efforts. (City Council Goals PS-2 and PS-3)
• Expand our partnership with Western University College of Veterinary Medicine to include ,
internships and act as a teaching hospital for third and fourth year Veterinary students.
Additionally, the Center expanded our use of Western's mobile spay and neuter vehicle to
provide low cost spay and neuter opportunities for pets owned by Rancho Cucamonga
residents.
I i
kcal 1'c,u- ()1 I(� \dloptc■l I;itd ct I',wr •
II
I Animal Care and Services
Department Budget Summary
I Adopted Adopted
Actuals Budget Budget
Funds Summary 2013/14 2014/15 2015/16
IOperating Budget
IPersonnel Services $ 2,073,563 $ 2,317,620 $ 2,537,420
Operations and Maintenance 496,284 491,500 481,460
I Capital Outlay - - 20,000
-
Cost Allocation
-
Debt Service - - -
' Transfer Out - - -
Subtotal 2,569,847 2,809,120 3,038,880
IOther Funds
1 Personnel Services - - -
Operations and Maintenance - - -
Capital Outlay - - -
ICost Allocation - - -
Debt Service - - -
ITransfer Out - - _
Subtotal - - _
IAll Funds
I Personnel Services 2,073,563 2,317,620 2,537,420
Operations and Maintenance 496,284 491,500 481,460
Capital Outlay - - 20,000
I Cost Allocation - - -
Debt Service - - -
Transfer Out - - -
I Total Cost $ 2 569 847
$ 2,809,120 $ 3,038,880
IStaffing Summary (Budgeted)
I Full Time 23.0 21.0 22.0
Part Time 6.5 9.2 11.0
ITotal Staffing 29.5 30.2 33.0
lFiscal Ycar 2015'16 Adopted Budget Page 225
I
Animal Care and Services I
Performance Statistics
Animal Center Highlights 2014
• Staff took a road trip and drove 16 Chihuahuas to our shelter partner in Augusta Maine,
I
where they were placed in adoptive homes;
• More than 100 owned pets were evacuated and cared for during the Etiwanda Fires;
I• 170 free roaming cats were spayed and neutered as part of targeted spay and neuter efforts;
• Volunteers and staff organized and hosted our largest Furry Friends Festival and Pet Walk
A Thon which raised more than $16,000;
I
• The Animal Center and Public Works collaborated to hold a successful Public Works Pet
Adoption Day.
I
Animal Intake(Dogs&Cats) 2013 a 5,356 I
■2014=5,148
3,972
4,000 3,681
3,000 , I
2,000 • t *- .�`p ve
834 ( Al ."1` Yr" 1.'S. 1
1,000 281293 841 \/ , ' ,` {/,e� M
154 174 41 112 67 54 - B
- "'IMP -44,a
0
Stray, Owner Adoption Returned Born at Owner I
Abandoned, Surrender Returns from Foster Center or Requested
Confiscated Care Transfer Euthanasia
Pr
I
2013=5.179
Animal Outcome(Dogs&Cats) 2014=4,975 * • . - '�'
2.367 2,417 ,lb,,
2,500
2,000
III
1,500 . , ` 1. v.
1,000 i!7 707
I
I4fl %5522 6e7 s6o 'c-is I mil, iii
500 22 =_ ••11110,
��
66 54
0
Adoptions Trap Transfer to Placed In Placed Reunited Euthanized Euthanized I
Neuter Correct Foster Care with with (Behavior/ (Owner
Return Center Rescue Owner Medical) Requested) Animal Center Activities -2013 •2014
FIPr' N , .. 14,000
12.734 13,154
h 12,000
10,000 7,731 7,940 8,000 1
r I., ( '' .y� ,. '4�aaa�F.eta s r . I 6.000
v,1 '-i .; 7........' 4.000 I
ti
■f1 1 it ,, 2.000
ill u
t!� ilV r Field Calls Animal Licenses Sold
Fiscal Year 2015'16 Adopted IRudgei Page 226 L.••
1
Animal Care and Services
Services to the Community
Animal Care
and Services
Community
' Administrative Programs and Veterinarians Animal Care Field Services
Services Information and Adoptions
Administration
Community Animal Care Field Service
Outreach Officers
' Animal Spay and
Neuter Vouchers Adoptions
Volunteers Dispatcher
Trap Neuter Animal Health
Release Program Foster Care and Wellness Animal Licensing
1
1
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Fiscal Year 2015'16 Adopted Budget Page 227 , •�;
Community Services
Department Budget Summary
Overview of Department
Community Services provides a wide variety of programs, services and facilities to the residents
of Rancho Cucamonga to enhance the quality of life for individuals
of all ages. Department activities are coordinated through seven
Divisions: Administration, Youth and Adult Sports, Youth and
Family Programs, Special Events, Cultural Arts/ Playhouse
• Operations, and Seniors and Human Services.
Each year, thousands of community members benefit from
participating in activities conducted by the Department in programs
such as: Playschool, youth activities, Teen Center programs,
recreational classes for all ages, excursions, sports programs and
senior citizen services. Our parks are heavily used for organized youth and adult sports, picnics
and general recreational purposes. Special events are held each year
including the July 4`11 Spectacular, Movies in the Park, Concerts in the
Park and the Founders Community Parade. At the Epicenter and Adult j
Sports Complex,the Department coordinates the lease agreement with -
the RC Quakes, a Class A baseball team, and coordinates rentals and +_ '
filming. The Department assists dozens of community organizations ! �'` •
in their mission with facility usage and partnership efforts. - _
The Department is proud to offer unique opportunities for the I
community to experience and enjoy professional Theatre, young audience productions, cultural
programs and family entertainment, along with exciting guest artist performances at the Lewis
Family Playhouse at the Victoria Gardens Cultural Center.
Community Services oversees park development activities including the planning, design,
construction and renovation of parks and facilities, and serve as advocates for open space. The
Department oversees the operation of the City's Park and Recreation Commission and the Rancho
Cucamonga Community and Arts Foundation.
1
FY 2015/16 Budget Highlights
• Work in conjunction with Police and Fire Departments to implement a pilot Park Ranger i
program to enhance public safety in our most heavily used parks, as well as along the
Pacific-Electric Trail and the Cucamonga Canyon area. I
• Implement the replacement for the current CLASS Registration Program, ActiveNet
through a team effort with the DoIT. (City Council Goals 00-1 and 00-2)
• Design work on a Trailhead at Central Park and modifications to the Victoria Gardens
Cultural Center Courtyard; continue the design phase of the relocation of the RC Family
Sports Center; and begin the construction phase of Los Amigos Park (formally Southwest
Park). (City Council Goals PR-1, PR-2, PR-3, PR-4 and PR-5)
• Continued emphasis on Fund Development to augment General Fund support including
forging new partnerships with businesses and corporations.
I.iscal Year 2(115 1() :Wooed Budget Page 228
I
I Community Services
Department Budget Summary
IAdopted Adopted
Actuals Budget Budget
Funds Summary 2013/14 2014/15 2015/16
I Operatin g Budget
et
IPersonnel Services $ 3,418,882 $ 4,007,310 $ 4,139,860
Operations and Maintenance 725,030 735,730 813,130
I Capital Outlay 68,918 83,000 -
Cost Allocation
-
-
Debt Service - - -
' Transfer Out - - -
Subtotal 4,212,830 4,826,040 4,952,990
I Other Funds
IPersonnel Services 2,466,341 2,909,610 2,858,960
Operations and Maintenance 1,980,573 2,166,360 2,095,130
Capital Outlay 396,621 446,250 1,460,000
ICost Allocation - - -
Debt Service - - _
Transfer Out 1,888 - -
Subtotal 4,845,423 5,522,220 6,414,090
IAll Funds
I Personnel Services 5,885,223 6,916,920 6,998,820
Operations and Maintenance 2,705,603 2,902,090 2,908,260
Capital Outlay 465,539 529,250 1,460,000
ICost Allocation - - -
Debt Service - - -
ITransfer Out 1,888 - -
Total Cost $ 9,058,253 $ 10,348,260 $ 11,367,080
IStaffing Summary (Budgeted)
I Full Time 43.0 45.0 45.0
Part Time 190.5 192.6 188.9
ITotal Staffing 233.5 237.6 233.9
I-iti�'aI Year 2015:`I(� Adopted Budget et Page 229 L•,': _i
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Community Services
I
Performance Statistics
2014 Registration Highlights*
I
• Over 33,000 registrations processed annually;
• Rancho Cucamonga residents comprise 86%of total registrations;
I
• CSD actively promotes online registration, which is on the rise and includes 31% of all
registrations;
• Contract Classes introduced new Music Programs;
I
• Contract Classes account for 7%of programs.
*Registration numbers exclude the Lewis Family Playhouse and Special Events, which are tracked separately I
/ ■2013.4a0a0
CSD Program Registrations
132014.u,esa
■
45.ILJ 41.262
13,4115 al 1
Resident Hon-teskient Walk-In On-Line
Registrations Registrations Registrations Registrations
2014 Program Highlights
• Over 40,000 people attended Community Services Department special events in 2014;
1
• Community Services Department volunteers increased by 5% from 2013 to 2014.
2014 Playhouse Highlights
• Gift certificate sales for the 2013/14 sea- '
son totaled $3,113; 16% decrease; Lewis Family Playhouse ■Seasao7(2012n3)=43,55,
Ticket Sales ■St•sce8(2013nq=43232
• The amount of tickets donated to non-
profits continues to grow increasing 13% 45000 "OW I
over 2013; 40.000
32.001 32.595
• The 13/14 season shows a marked in- 35.000 AMY
subscriptions; 30'00°
crease in renewing 25,000 2t375%us
1
• Electronic media and print media are the 20000
most effective ways of turning contact 15.000 $125 t,>;q
with a patron into a ticket sale; 10.000 - r
5,000 1.1_
• The number of Facebook fans for the 0 _ --
Lewis Family Playhouse has increased Resident ridadssdd Tickets Sold
by 25% from 1,179 in 2012 to 1,473 in raieds4 rrxelstres On-Line w iiin�ii I
2013.
1 iscal Yew- 21115 16 Adopted! 13uk1�gct l',L,,' T;i;, II
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Community Services
Services to the Community
Community
Services
I 11 I
' Recreation/
Community Cultural Arts Administration
Services
Playhouse
— Sports Advisory — Community Administration
Finance
'
Senior Advisory _ Playhouse
Professional
Programs Park
Development
1
Youth/Teens
— Human Resources
Seniors
tSports
IEvents
Marketing
Registration
Operations
Park Rangers
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Fiscal Year 2015/16 Adopted 13udget Page 231 L': 'J
Economic and Community Development S
Department Budget Summary
Overview of Department I
The Department encompasses all Economic and Community Development activities including
Building and Safety and Community Improvement, Engineering, Planning, and Public Works
Departments. The Department coordinates the activities, work products, and processes of these
areas with the City Manager's Office and other City Departments. In addition, the Department
coordinates implementation of the City's Economic and Community Development goals and
objectives and capital projects planning programs.
FY 2015/16 Budget Highlights I
• Deliver services of Building and Safety, Engineering, Planning, and Public Works under a
common philosophy of innovation and excellent customer service. t
• Support the City Manager's Office in monitoring and ensuring efficient and timely
implementation of the City Council's goals and key Capital Projects. ,
• Provide effective coordination and monitoring of all Economic and Community
Development programs and budgets that cross-over department lines. This will include
the implementation of milestones and tracking timelines for accomplishment of the
Department's established annual goals and objectives.
• Focus on implementation of"Accelerate", the Accela Automation ro'ect integrating the
P J g g
development services of the City.
• Implement the Economic Development Strategic Plan to lay the foundation for the City's
g Y y
economic development efforts over the next 5 to 10 years. (City Council Goal EP-2)
• Continue the reestablishment of the Business Visitation Program as part of the City's
business retention efforts. This includes staff members from various City departments
contacting businesses that are the top sales tax generators, top employers, Fortune 500
companies, and long-tenured companies.
• Continue to provide support to the business community through the City's Economic i
Development liaison and partnering with programs such as the annual job fair and the
Inland Empire Small Business Development Center (IESBDC).
• Continue to work with ESRI to assist in the development of site selection tools for
economic development.
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l i.L,11 \ c,u 201 1t, I';i2c 1.,2
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I Economic and Community Development
Department Budget Summary
IAdopted Adopted
Budget Budget
Funds Summary 2013/14 2014/15 2015/16
IOperating Budget
IPersonnel Services $ 197,878 $ 293,520 $ 384,590
Operations and Maintenance 192,734 228,800 348,350
I Capital Outlay -
- -
-Cost Allocation
-
Debt Service - - -
' Transfer Out - - -
Subtotal 390,612 522,320 732,940
IOther Funds
' Personnel Services - - -
Operations and Maintenance 254,268 52,340 31,010
Capital Outlay - - -
ICost Allocation - - -
Debt Service - - -
1 , Transfer Out 135,070 135,070 135,070
Subtotal 389,338 187,410 166,080
IAll Funds
I Personnel Services 197,878 293,520 384,590
Operations and Maintenance 447,002 281,140 379,360
Capital Outlay - - -
' Cost Allocation - - -
Debt Service -
- -
Transfer Out 135,070 135,070 135,070
Total Cost
$ 779,950 $ 709,730 $ 899,020
IStaffing Summary (Budgeted)
' Full Time 1.0 2.0 2.0
Part Time 0.8
ITotal Staffing 1.0 2.0 2.8
1
I iscul Year 2015 16 Adopted Midget Page 233
L•.-:;J
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Economic and Community Development
Performance Statistics
1
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Please see Performance Statistics for
Economic and Community Development ,
in each of the following department sections:
I
Building and Safety
Engineering Services '
Planning
Public Works Services ,
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I kcal 1 cal �'t�1 I() .\iloiltcJJ Ii<<<i_ •4 L, •
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Economic and Community Development
Services to the Community
Economic and
Community
Development
I
Oversee Services of: Foster Economic
' Assist in Implementing
City Council's goals Development through
Building and Safety Focused Programs that
Engineering Promote the Quality of
Planning Oversight of Key Life and Economic
Capital Projects Health of the
Public Works
Community
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1
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Fiscal Year 2015/16 Adopted Budget -- Page 235 L'' J
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Building and Safety Services I
Department Budget Summary
Overview of Department I
The Building and Safety Services Department, in partnership with the community:
• Supports the community's construction
projects through plan checking, permit
and inspection services to meet the '
requirements of construction codes, state *. •
mandated regulations and municipal <04,` '
codes. •
• Works with other City departments to
Ar
apply regulations and conditions to -
construction projects.
• Enforces the requirements of City ordinances and municipal codes through the Community I
Improvement Division.
• Coordinates and assists other City departments in managing building capital improvement I
projects.
Building and Safety Services enforces a series of nationally recognized standards and
construction codes as well as mandates from state regulatory agencies, in matters pertinent to
building construction, grading, drainage, water quality and permit process. In addition, Building
and Safety Services also enforces compliance to codes as it relates to energy, ADA laws,places of
assembly, and housing requirements. Field inspections and safety assessments are performed by
field inspectors. Plan checking is accomplished by in-house plan check staff and through the use
of contract engineers, if needed, in order to meet the goal of quality service to the development
community. The Department provides plan checking and inspection for California Fire Code
compliance and all fire, life and safety inspection activities.
The Community Improvement Division is responsible for the enforcement of the City's zoning,
sign, public nuisance, noise, property maintenance and various City codes. This division also
manages the Community Improvement Volunteer Program. '
FY 2015/16 Budget Highlights
• Continue to further enhance the use of the new permit software—Accela Automation(AA)
and the Electronic Development Review (EDR) process. The use of AA and EDR will
continue to improve employee productivity and customer service greatly during this fiscal I
year. (City Council Goal EP-16)
• Provide and coordinate the activities of three neighborhood clean-ups.
• Work with businesses to ensure compliance with the sign and shopping cart ordinance. I
• Consolidate and provide shared services among the department's key work units and
collaborate with all city departments on special projects.
I i..ul l gar 22()1 1 ti \t_Iopted 1111(.1141/4:i 1';1, � �: ...J
I
I Building and Safety
Department Budget Summary
I Adopted Adopted
Actuals Budget Budget
Funds Summary 2013/14 2014/15 2015/16
IOperating Budget
1 Personnel Services $ 2,187,007 $ 2,319,000 $ 2,456,150
Operations and Maintenance 213,750 214,700 261,450
I Capital Outlay � - -
Cost Allocation
-
Debt Service - - -
I Transfer Out - - _
Subtotal 2,400,757 2,533,700 2,717,600
IOther Funds
li 1 Personnel Services - - -
Operations and Maintenance 380 41,390 41,050
Capital Outlay - - -
I Cost Allocation - - -
Debt Service - - -
ITransfer Out - - -
Subtotal 380 41,390 41,050
IAll Funds
I Personnel Services 2,187,007 2,319,000 2,456,150
Operations and Maintenance 214,130 256,090 302,500
Capital Outlay - - -
I Cost Allocation - - -
Debt Service - - -
Transfer Out - - -
II
Total Cost $ 2 401 137
$ 2,575,090 $ 2,758,650
1 Staffing Summary (Budgeted)
Full Time 25.0 24.0 24.0
Part Time 0.9 0.5
ITotal Staffing 25.9 24.0 24.5
Fiscal Year 2015/1 6 Adopted Budget Page 237 L
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Building and Safety
I
Performance Statistics
I
Building and Safety Highlights 2019
I
• On average, 35% of customers had no waiting time for service at the permit counter, 25%
had waiting time less than 5 minutes and 15% had waiting time less than 10 minutes; I
• 99% of inspection requests were responded to within a twenty-four(24) hour turn-around
time;
• 10% of Community Improvement cases were responded to within a twenty-four(24) hour
Itimeframe;
• The Building and Safety Department processed 959 permits for photovoltaic solar pro-
jects, an increase of 43% over 2013.
Building&Safety Revenue •2013=$2,402,607
•2014=$2,057,110 ,
$1,331,092 r
$1,400,000 $1,129,705 51,071,515 s e �
$1,200,000 $921,405 e ,� ..�
$
I
1,000,000 ii
seoo,000 c
$600,000 - .� Q,� �; },, �'
$400,000 1
$200,000
f: .
$0
Permits Plan Checks �" jr!
I
Community Improvement Active Cases
4,213
III
5,000 3,426
0 I
4,000
3,000
2,000
1,000
0
2013 2014
Permits Issued Inspection Requests I
19,581 19,849
5,000 3,201 20,000
'dill I i
4,000 -
3 19,000
2,000 18 I
,000
1,000
17,000
0 2013 2014
2013 2014
I
lscal Yr,lr ?O I 5!1( 1ltitc(1 Budget 'ac 238 L • ..
• ;;
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Building and Safety
IServices to the Community
I
Building
Iand Safety
f I I I I
IBuilding/Fire Building Community
Support Services Construction Inspections and Grading Services Improvement
Plan Checks and Fire and Inspection and Volunteer
•
Permit Construction Program
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r
Fiscal Year 2015/16 Adopted Budget - Paige 239 IL:...J
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Engineering Services
Department Budget Summary
Overview of Department
The Engineering Services Department strives to ensure the City of Rancho Cucamonga has the
vital infrastructure in place to maintain its standing as the premiere community in the region. This
involves managing the engineering design and construction of capital improvement projects,
reviewing land development and construction activity as it relates to public infrastructure,
maintaining the City's transportation system,and managing environmental programs in support of
this goal. In addition, the Department manages the effective and efficient operation of the City's
own subcompact electrical utility.
There are six sections in the Engineering Services Department.
The Administration & Budget Section provides imperative
- management and fiscal support to all six Engineering sections and
i+�' L�'• is responsible for Capital Improvement budgets. The Land
- Development Section is responsible for conditioning new
development projects to install street improvements and collection
of development impact fees, plan checking street improvement
plans & tract/parcel maps and the issuance of all permits within I
the public right-of-ways. The Transportation Management Section oversees the design,
construction,and management of the City's traffic and transportation systems and investigates and
provides recommendations on matters related to pedestrian, bicycle, and vehicular safety around
1
schools and in the public right-of-way. The Capital Project Management Section designs and
manages the construction of City-funded long term and short term projects, as well as serves
operational and maintenance needs. The Environmental Programs Section is working
collaboratively for an environmentally safe, healthy and sustainable community today and for
future generations. The Rancho Cucamonga Municipal Utility Section is a well-managed
enterprise that is dedicated to the operation and administration of the City's electrical distribution
system, and project management of electric infrastructure capital projects.
FY 2015/16 Budget Highlights
• Provide support to SANBAG during on-going construction of the 1-15 at Base Line Road
Interchange Project. Project completion is anticipated in FY16/17.
• Prepare a master plan for the City's Intelligent Transportation Systems (traffic signals,
communication systems, closed circuit video, etc.).
• RCMU welcomed Tesla Motors as its first ever Electric Vehicle charging customer at Victoria
Gardens
• Almost 8,000 feet of distribution circuit and placement of 4 Pad Mounted Equipment switches
installed along Arrow Route from Rochester Ave to Etiwanda Ave will provide for LED
streetlights and allow RCMU to provide electric service to two large distribution warehouses.
• Manage waste hauler franchise agreement negotiation process.
• Promote the Reuse Shed opening at the HHW facility.
• Construct the widening of Hellman Avenue at the Railroad Tracks. (City Council Goal EP-3)
• Pavement Rehabilitation of Foothill Boulevard from Vineyard to Haven Avenue.
I kcal 1 cal 201 s Ir, .\clt)picdd I3uRI Icl I'N,_2c 24 ) •••;
I
I Engineering Services
Department Budget Summary
IAdopted Adopted
Actuals Budget Budget
Funds Summary 2013/14 2014/15 2015/16
IOperating Budget
IPersonnel Services $ 1,509,695 $ 1,609,450 $ 1,753,050
Operations and Maintenance 323,702 418,580 401,300
I Capital Outlay - - 400,000
-
Cost Allocation
-
Debt Service - - -
1 Transfer Out - - -
Subtotal 1,833,397 2,028,030 2,554,350
IOther Funds
1 Personnel Services 4,679,588 4,976,750 4,801,370
Operations and Maintenance 10,947,235 12,889,530 11,878,810
I Capital Outlay 6,873,418 9,853,610 23,265,210
Cost Allocation
Debt Service - - -
' Transfer Out 2,158,774 1,507,850 1,718,470
Subtotal 24,659,015 29,227,740 41,663,860
IAll Funds
I Personnel Services 6,189,283 6,586,200 6,554,420
Operations and Maintenance 11,270,937 13,308,110 12,280,110
Capital Outlay 6,873,418 9,853,610 23,665,210
ICost Allocation - -
Debt Service - - -
Transfer Out 2,158,774 1,507,850 1,718,470
Total Cost $ 26,492,412 $ 31,255,770 $ 44,218,210
1 Staffing Summary (Budgeted)
Full Time 32.0 34.0 34.0
Part Time 0.9 1.9 1.9
ITotal Staffing 32.9 35.9 35.9
1 kcal Year 2015 '16 .Adopted Budget Page 1)41
1
Engineering Services ,
Performance Statistics
Capital Improvements Highlights
The Capital Improvements section is responsible for the design, construction, and installation of
various public infrastructure improvements throughout the City. Some key highlights are as
follows:
• 61 capital improvement projects identified in FY 2013/14 Capital Improvement Program
(CIP);
• 16 capital improvement projects approved for construction in 2014 totaling $4.2 million in
community investment;
Land Development
• 2,019 permits issued for work in the Public Right-of-Way; 15.6% increase;
• 18 customers assisted each day on average at the front counter.
•2013=2,278
Permits Issued by Type
•2014=2,2019
977
1000 821 767
800
474 522
400
•
200 -
0
lane Closure Right-of-Way Oversize Load
•2013=$10,337,855
RCMU Revenue ■zo1a=51o,7eo,e3o
$1,400,000 I
51,200,000
51,000,000
Elilil00
sa
Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec
I
;
I kCill
car 2015 16� :Wowed 13uiI`�ct 1) 1,_I 242 :
I
1
Engineering Services
IServices to the Community
I
Engineering
IServices
Rancho
I Administration Land Transportation Capital Project Environmental Cucamonga
Budget Development Management Management Programs Municipal
Utility
II I I I I I
Permit Project Billing/Payment
Clerical/
Administration Coordination Processing Traffic Signal Administration Integrated Waste Processing
I
Track/Parcel C1P Budget Storm Water Program
Budget/Finance Maps Vehicle/
111
Pedestrian Safety Implementation Administration
Storm Drain/ Household
Personnel Inspection Hazardous Waste Customer
Street Traffic Planning Services Outreach
1 Improvements
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(Fiscal Year 2015/16 Adopted I3udget Page 243 L,':, J
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Planning '
Department Budget Summary
Overview of Department I
The Planning Department functions as the professional and oil
technical advisor to the Planning Commission, Historic ,
Preservation Commission and City Council on policy
-
matters and issues concerning the physical development of
the community. To provide a comprehensive planning
program, the Department manages both current planning
cases and long-term projects and special projects.
The primary objectives of the Planning Department are: to
develop comprehensive plans for a first-class community;to
implement the plans through efficient and effective management of growth and review of all
development proposals; and to maintain a balanced, quality environment in the community.
FY 2015/16 Budget Highlights I
• Continue to staff the public counter to assist residents, business owners and the
development community. I
• Continue to administer the Historic Preservation program including landmark designations,
Mills Act contracts and Certificates of Appropriateness. 1
• Continue to implement the General Plan policies and goals and ensure the quality of design
and development within the City. l
• Continue to implement Community Development Block Grant (CDBG) and Home
Improvement city-wide programs. 1
• Develop and release an RFQ for a Transit Oriented Development in conjunction with
SANBAG at the Metrolink Station on Milliken Avenue. (City Council Goal EP-11) I
• Planning received a Compass Blueprint Grant to hire a consultant to look at the feasibility
of a secondary Metrolink Station on Haven Avenue and create possible TOD Development I
concepts surrounding the current Metrolink Station off Milliken Avenue.
• Review areas of industrial zoning along arterials for possible rezoning to allow more i
commercial and office uses. (City Council Goal ML-2)
• Continue involvement in city-wide sustainability efforts for Rancho Cucamonga. (City I
Council Goal ML-4)
• Review the City's long-term objectives for the 4,100 acre Sphere of Influence area and
identify development, mitigation, preservation and annexation potential. (City Council
Goal ML-3)
1
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l seal Year 2015 16 .\duhteJ 1'auc L,.•.:J
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1 Planning
Department Budget Summary
I Adopted Adopted
Actuals Budget Budget
Funds Summary 2013/14 2014/15 2015/16
IOperating Budget
IPersonnel Services $ 1,159,725 $ 1,354,810 $ 1,476,520
Operations and Maintenance 55,673 719,320 806,770
I Capital Outlay - - -
Cost Allocation
Debt Service - - -
' Transfer Out - - -
Subtotal 1,215,398 2,074,130 2,283,290
Other Funds
' Personnel Services 399,446 402,750 406,540
Operations and Maintenance 33,130 36,050 333,190
Capital Outlay 398,012 939,560 3,354,500
ICost Allocation - - -
Debt Service - - -
ITransfer Out - - -
Subtotal 830,588 1,378,360 4,094,230
IAll Funds
I Personnel Services 1,559,171 1,757,560 1,883,060
Operations and Maintenance 88,803 755,370 1,139,960
Capital Outlay 398,012 939,560 3,354,500
I Cost Allocation - - -
Debt Service - - -
Transfer Out - - -
1 Total Cost $ 2,045,986 $ 3,452,490
5 6,377,520
IStaffing Summary (Budgeted)
' Full Time 16.0 14.0 15.0
Part Time 0.5 1.6 1.6
ITotal Staffing 16.5 15.6 16.6
1-iscal Year 2015`16 Adopted Budget l'a`te 245 L,:. ::��
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Planning
I
Performance Statistics
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New Development Highlights 2014
Victoria Gardens is celebratin g their 10 year anniversary in 2014/15 and is current- ii_ ,,-
ly rebranding Monet Avenue to create a - S
dynamic street edge to reenergize the retail p7
frontage. New landscaping is being in- r ``'� e
stalled including water features and trellis', 3 t' "' I
outdoor street furniture in "parklets", and _ A "
new brick hardscape to create "Monet 2.0". - i, ¶- Y
They are creating a more sophisticated ' i -
modern look to Monet Avenue and are also .. , -
looking at how to rebrand and develop oth-
er areas of the property in the near future.
Planning Department Revenue Planning Counter Visits
I
1 4000 J300
-. . ------- 21 733 729 7 4
120000 --- 700 55g - _6 -6 -
6 1
600 5 _6 598
100000 - S1 5 5-550
00000
500 - 4S3
400
6 300
200
1000
I
Jan Feb Mar Apr May Jun ii Aug Sep Oa Nov Dec Jan Feb Mar Apr May tun Jul Aug Sep Oct Nov Dec
82013 02014 ■2013 ■2014
Accepted Planning Applications I
soo
450 i 400 390
350
300 -285
250
200
150
100
1 71 75
50
0 0� �� 4 1 �� II u_ii II Oil t•�i7 16 52 I
1
CUP Des.Review Entertainment Film Permit Home Occ. Minor Des. Minor Sit,Uev. Si};n Perrnit Temp.Use Subdivisions
Pmt. Pmt. Review Exception Review Pi-win
■2013 ■2014
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4
I i,:uI l t:ar 2O 15 l h Adopted d I ttdget Page 240 L . -.
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Planning
Services to the Community
1 Planning
1
Land Use Entitlements Public Information Counter
I
Environmental Review(CEQA) Design Review
1
1
Economic Development Historic Preservation
1
Housing and Community
Improvement Programs Long Term Project Management
and CDBG
1
1
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1
1
1
Fiscal Year 201 5/16 Adopted Budget Page 247 ' •
•
Public Works Services '
Department Budget Summary
Overview of Department I
The Public Works Services Department's mission is to provide effective
-
and efficient stewardship of the City's public works infrastructure. The ir . �.
Department is comprised of 4 sections: Facilities: Serving 14 facilities (1 ■.
million square feet); Parks and Landscape: Maintaining 29 parks, 125
street frontage miles of landscape, 72,000 trees, paseos and trails;
Street/Fleet/Storm Drain: Care for 524 roadway miles and 4,171 catch basins and 203 vehicles,
142 On and Off road equipment, 199 signal-controlled intersections/crossings, and graffiti
removal; and, Administration/Project Management: Manage departmental support services,
contracts, budget and capital maintenance projects as budgeted.
FY 2015/16 Budget Highlights I
• All Public Works sections will be focused on the goal to reduce overall City water
consumption by a minimum of 32%. Parks staff have been working steadily on identifying
areas within parks, paseos and along street medians and parkways where water can be
reduced or eliminated in turf areas as mandated by the State. Staff will continue with the
implementation of the design for water conservation and landscape renovation for LMDs
2 and 4R and the Civic Center. (City Council Goal EP-4)
• Public Works will continue to work with GIS to implement the use of iPads in the field to
collect real-time data. One additional iPad is budgeted during the fiscal year to expand the
diversity of the iPad to the Streets On-Call program. This will allow on-call personnel to
document all PWSD emergency call-outs in the public right-of-way. I
• Utilize additional funding for a city-wide tree inventory which will improve the tree
trimming process as well as to improve the efficiency of the tree crew throughout the City
and also better manage the City's risk by proactively identifying potential hazards.
• Implement the new Thermoplastic application process, which has been in use by other
cities and contractors for many years. Thermoplastic material will be used by our Signs I
and Markings crew to maintain the City's street markings (i.e., stop, stop bars, stop ahead,
signal ahead, keep clear, speed limits, and crosswalks) instead of paint.
• Complete the latest CNG fueling station expansion to accommodate the expanding CNG t
fleet. In FY 2015/16, the project will consist of installing twenty new CNG time-fill
stations and overhead lighting. The City has received a grant from the Mobile Source Air
Pollution Reduction Review Committee for $170,280 for this CNG station construction.
• New projects for this year include: the replacement of the aging water cooling tower
(HVAC);replacing 20-year old elevator controls and hydraulic tank;the ACAC Makeover;
building a family restroom at the stadium; Metrolink facility renovations/security
upgrades; an ADA swing bay at Garcia Park; soccer field renovations at the Adult Sports
Complex; and a feasibility study of artificial turf for the soccer fields. (City Council Goal
EP-7)
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kcal 201 -s I() \duhtcd liud2ct I'Ui,��' 248 L,. •;�
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I Public Works Services
Department Budget Summary
I Adopted Adopted
Actuals Budget Budget
Funds Summary 2013/14 2014/15 2015/16
IOperating Budget
1 Personnel Services $ 4,232,439 $ 4,670,930 $ 4,859,330
Operations and Maintenance 5,456,393 5,978,540 6,455,010
I Capital Outlay 26,431 -
(813 -
Cost Allocation (835,670) ,450) (804,030)
Debt Service - - -
I Transfer Out 3,651 - -
Subtotal 8,883,244 9,836,020 10,510,310
IOther Funds
IPersonnel Services 3,950,253 4,282,760 4,109,410
Operations and Maintenance 8,480,664 9,047,700 9,523,410
Capital Outlay 205,651 648,070 1,397,000
IIICost Allocation - - -
Debt Service - - -
ITransfer Out 131,421 50,000 39,450
Subtotal 12,767,989 14,028,530 15,069,270
IAll Funds
I Personnel Services 8,182,692 8,953,690 8,968,740
Operations and Maintenance 13,937,057 15,026,240 15,978,420
Capital Outlay 232,082 648,070 1,397,000
I Cost Allocation (835,670) (813,450) (804,030)
Debt Service - - -
Transfer Out 135,072 50,000 39,450
Total Cost
$ 21,651,233 $ 23,864,550 $ 25,579,580
IStaffing Summary (Budgeted)
I Full Time 135.0 132.0 126.0
Part Time 35.3 32.3 32.5
ITotal Staffing 170.3 164.3 158.5
Fiscal Year 2015/16 Adopted Iluclget Page 249 12•,:.
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Public Works Services
I
Performance Statistics
I
2014 Highlights
• 1,226 requests for service through Rancho Responds; 60% increase; I
• 4.5 days on average to complete service requests;
• 3,620 potholes repaired; I
• 52,115 sf. of asphalt removed/replaced (628 locations);
• 33,535 sf. of asphalt overlays (91 locations);
• 18,536 sf. of concrete sidewalk removed/replaced (188 locations); I
• 1,609 linear ft. of concrete curb & gutter removed/replaced (70 locations);
• 1,720 sf. of concrete drive approach removed/replaced (20 locations).
t
I
Streets After-Hours Call Outs ■2013=251 ■2014=214 1
•
80 68
•
70 55
60 52 39 38
IidLI100
i
Traffic Traffic Traffic Debris Trees Potholes Misc. y
Accidents Signals Signs Removal
Y .
.: '* K
�l
- 1 :i t
Tree Trimming i t.„4--z; lily:,4
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■2013=3,234 ■2013....
In-House Contractor
■2014=2,965 •2014=...
9,578
3,000 2,555 10,000 8,718 - ' 1 ■ 1
2,500 ,255
8,000
2,000 4 I•
1,500 6,000 i, ti
1,000 481464 4,000 '�)r..1
500 so 19r 2,000 374 567 _
28 •
Trees Trees Trees w
Trees Trees Trees t
Pruned Removed Planted Pruned Removed Planted
.44 ill'46
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I•is�ul Ycur 21)1 5%1 6 .1dlopIL'd Budgct Pap: 25()
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Public Works Services
IServices to the Community
I Public Works
Services
' 1
I 1 I
I
I Parks and
Facilities Landscape Street Administration
Maintenance Maintenance Maintenance
— City Buildings — Urban Forestry — Traffic Signals and — Clerical/
Safety Lighting Administration
I — Fire Stations — Water Management — Street Sweeping — Safety/Training
t
— Parkways, Medians — Graffiti Removal — Capital Projects
1 and Trails
I — Park Facilities
and Amenities — Storm Drain
Maintenance — Contracts
I
— Park Landscape .-- City Fleet — Budget/Finance
Maintenance
1 Concrete
and Asphalt
1
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Fiscal Year 2015/16 Adopted Budget - Page 251 L. •:.J
Library Services '
Department Budget Summary
Overview of Department 1
The Rancho Cucamonga Public Library strives to inform and enrich our community by providing
access to traditional and technologically-innovative resources. The Department supports and
encourages education and the love of reading in a welcoming atmosphere with a `VCAM,ON,
knowledgeable, service-oriented staff. These efforts were recognized nationally
when the Library was awarded the National Medal for Museum and Library r .MiskP
Services. The National Medal is the highest honor the nation can confer on a
museum or library.
• IMEO''-
Programs and services offered at the Archibald Library and Biane Library include:
• Children's services, including weekly and special event programs, performing arts and
children's theater events, Homework Center, and Reading Enrichment Center.
• Adult and children's information services.
• Adult and family literacy services.
• Teen services and programming in the Teen Scene locations.
• Public-access computers and free weekly computer classes.
The Library also offers the following services to the Community:
• Outreach Services, featuring bookmobile service to children and delivery service to the
homebound and infirmed elderly.
• Full service Virtual Library,accessible on-line, 24/7, featuring eBooks, databases, online
homework tutoring, and local history.
• Administrative support for the Library Board of Trustees and Library Foundation. ,
FY 2015/16 Budget Highlights
• Continue to work on development of Phase I of the second floor of the Biane Library,
including construction documents, putting project out to bid, developing a schedule, and
creating plan of service, with the goal of completing in August 2016. (City Council Goal
EP-17) I
• Continue to examine and fine-tune new lineup of storytimes and programs — 22 weekly
children's storytimes, increased lineup of teen and tween STEAM (Science, Technology,
Engineering, Art, and Mathematics) programs.
• Continue to provide an outstanding level of service and programs through the City's"Three
Amazing Libraries" and meet the ever-growing demand for library services.
• Increase book collection with new and updated titles at both Libraries.
• Continue to grow the Play and Learn IslandTM project through promotion to other libraries ,
and offer Staff Innovation Fund to other libraries.
I i;cal Year 2(115 16 .\doptcdl 1iudpet Page 252 L•, ::
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I Library Services
Department Budget Summary
IAdopted Adopted
Actuals Budget Budget
IFunds Summary 2013/14 2014/15 2015/16
g g
Operating Budget
I P
Personnel Services $ 2,744,373 $ 3,095,840 $ 3,278,480
Operations and Maintenance 872,408 1,115,680 1,198,990
I Capital Outlay 12,733 5,000
-Cost Allocation
-
Debt Service 10,833 10,500 10,710
ITransfer Out - -
Subtotal 3,640,347 4,222,020 4,493,180
1 Other Funds
IPersonnel Services 4,297 27,730 16,230
Operations and Maintenance 105,851 79,060 103,040
I Capital Outlay 92,906 220,000 2,505,000
- -
-
Cost Allocation
Debt Service - - -
I Transfer Out - - -
Subtotal 203,054 326,790 2,624,270
All Funds
IPersonnel Services 2,748,670 3,123,570 3,294,710
Operations and Maintenance 978,259 1,194,740 1,302,030
Capital Outlay 105,639 220,000 2,510,000
ICost Allocation - - -
Debt Service 10,833 10,500 10,710
ITransfer Out - - -
Total Cost $ 3,843,401 $ 4,548,810 $ 7,117,450
IStaffing Summary (Budgeted)
I Full Time 26.0 26.0 28.0
Part Time 36.3 36.0 36.6
ITotal Staffing 62.3 62.0 64.6
--- - �.(
Fiscal Year 2015/16 Adopted Budget - Page 253 L,'::'
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Library Services I
Performance Statistics
1
4 t.. ' .,_ - - ,
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Library Services Revenue 2013 2014 /�: 11111110. .
'' •
196,512 _
A,i�l
200,000 170,000 I' ) 9...
163,237 � , J . L.'
140,000. �,, N • 41
150,000 115,006
101,116 �' J' "::••1 I
66,246
•
50,000 . #1'7
0
Passport Donations Overdue Fines DVD/CD Rentals
Revenue Received Collected Collected '•'i :Ir,
Ii
d
Comparison: 2013 and 2014 _ u 4.
z fr
i J
2013 2014 —a
J t:X I
129,
106
,
1,200,000 1,092,105 1,106,129 ,
1,000,000 1
800,000 587,475 -
540,545 529,14 590,484
I
600,000
400,000 0 + . 1 a
I
200,000
0 I Library Visitors Items Checked Website Hits
Out
I
Fiscal Year ?O1 5'16 Adopted 13udilct Page 254 L '•.�:�
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Library Services
IServices to the Community
I
Library
IServices
I I I 1 1
I Technology
Services Library Services
Adult Literacy Budget and Grants and Outreach
erations Special ecial Projects Services
Website/Social Back 2 Basics
I
Adult Budget
Teen Services Children's Services g
IStaff Development
I I I Programs Programs Personnel
Information Information
Services Services
ICollection Collection
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_T.
`, Vi
�..—. .'
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RANCHO
CUCAMONGA
ICALIFORNIA
CAPITAL
IMPROVEMENT
PROGRAM
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Fiscal Year ?(1I 5'16 :Adopted Budget Page 257 L� J
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I fiscal 1 car 201 , I() :\dt ptcll RtiJ �t �':1,!l' :25ti •�i
CITY OF RANCHO CUCAMONGA, CALIFORNIA
' Fiscal Year 2015/16 Adopted Budget
Capital Improvement Program
Summary by Category
' The City's Capital Improvement Program (CIP) for Fiscal Year 2015/16 will provide needed
infrastructure improvements city-wide. The CIP summarizes the projects planned for the
upcoming fiscal year by the following categories:
Beautification—Projects include parkway landscape, median islands, plant material replacement,
community trail landscape, and open space preservation.
Drainage—Projects include the construction of new storm drains, storm drain lateral connections,
flood control channels, catch basins, debris racks and other forms of infrastructure that protect the
public right-of-way from hazards caused by flooding and severe weather events.
' Facilities — Projects involve the construction of new buildings or improving, adding on to, or
renovating existing buildings and ancillary structures.
' Miscellaneous—Projects are the capital undertakings that do not qualify for classification into the
other project categories.
' Municipal Utility — Projects are related to the maintenance, expansion, and improvement of the
Rancho Cucamonga Municipal Utility (RCMU) distribution system.
' Parks—Projects that are located in, on, or adjacent to a park or community center facility,
Railroad Crossings — High cost, infrequent projects that require large funding commitments,
' lengthy construction schedules, and inevitably cause some inconvenience to the local community
during the construction period. Railroad Crossings are identified in the City's General Plan
document.
iStreets — Projects include resurfacing of local arterial and residential streets in order to extend
pavement life and improve driving conditions as well as widening and extension of streets as need
' dictates via new development, community needs, and the City's General Plan.
Traffic — Projects are typically those that will promote safe and efficient traffic circulation per
State and local design standards such as new signals, upgrades to intersections, etc.
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Fiscal Year 2015/16 Adopted 13ucluet Page 259 •-••
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2015/16 Adopted Budget
Capital Improvement Program
Summary by Category
Following is the total budgeted by category for Fiscal Year 2015/16:
Beautification $ 872,000 '
Drainage 60,000
Facilities 30,497,000
Miscellaneous 959,570
Municipal Utility 1,001,000
Parks 3,964,360
Railroad Crossings 1,175,000
Streets 13,492,805
Traffic 1,385,310
Total CIP $53,407,045
Note: Funds for these projects come from a variety of sources including development impact fees,
State gas taxes,grant funds, and special assessments. These funds are non-General Fund revenues
and typically are restricted in how they can be spent. The amounts budgeted will fluctuate
annually.
Some of the more significant capital improvement projects in each category are discussed below:
The Facilities category includes land acquisition for the relocation of a current fire station and the
future construction of a new fire station; the construction of a new training facility for the Fire
District; the relocation of the Rancho Cucamonga Family Sports Center; and the Library's second
floor Rancho KIDS Project.
The Miscellaneous category includes utility underground on Base Line Road from Carnelian to
Vineyard.
The Parks category includes the continuation of design and construction of Los Amigos Park. 1
The Railroad Crossings category includes widening the Metrolink crossing at Hellman Avenue.
The Streets category includes Base Line Road at 1-15 Interchange capital improvements and local
street pavement rehabilitation at various locations.
Within the Traffic category, there are two traffic signal installations/upgrades along with an
Intelligent Transportation System Upgrade - Citywide.
Details of the cost and funding source(s) for each project budgeted for Fiscal Year 2015/16 are
included in the following pages.
i
l kcal Year 201 16 .V1opicd I;udkiet Page 260 L J
CITY OF RANCHO CUCAMONGA, CALIFORNIA
I Fiscal Year 2015/16 Adopted Budget
Capital Improvement Program
Detail by Category
ICategory/Project Description Funding Source Amount
Beautification
IFoothill Blvd from San Bernardino Rd to Vineyard Ave- Median
Landscape Citywide Infrastructure 80,000
LMD 4R - Water Conservation and Landscape Renovations LMD 4R 392,000
(Multi-Phased Project)
IMetrolink Station along Azusa Ct and Anaheim PI - Street Trees LMD 3B 200,000
I Metrolink Station at Milliken Ave - Enhancement for entrance to the
station LMD 3B 200,000
IBeautification Total: 872,000
Drainage
Pacific Electric Trail at Victoria Park Lane - Drainage Improvement General Drainage 60,000
Drainage Total: 60,000
IFacilities
Animal Care and Adoption Center- Makeover Project Capital Reserve 850,000
IArchibald Library Office Re-design Library Reserve 5,000
ICentral Park- Emergency Backup Power Fire Capital Projects 50,000
Civic Center-Council Chambers AV Replacement Phase II Capital Reserve 200,000
ICivic Center- Elevator Control Capital Reserve 77,000
ICivic Center- Landscape Renovation Capital Reserve 250,000
Civic Center-Office Relocations Capital Reserve 310,000
ICivic Center- Roof Restoration/Patio Replacement Capital Reserve 730,000
ICivic Center- Water Tower Capital Reserve 300,000
Fire District-Central Station 178 (New Fire Station) Fire Capital Projects 1,400,000
Fire District-Jersey Station 174 Training Facility Fire Capital Projects 21,000,000
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I fiscal Year 2(11s 16 .Wopted liudlpet Pa`:c 261 L•... J•
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2015/16 Adopted Budget
Capital Improvement Program
Detail by Category
Category/Project Description Funding Source Amount
Fire District- San Bernardino Rd Station 172 Relocation Fire Capital Projects 800,000 •
Fire District- Water Conservation Landscaping Fire Capital Projects 600,000
Paul A. Biane Library- 2nd Floor Rancho KIDS Project(Construction '
funded FY 2015/16 to FY 2017/18 - multi-phased) Library Capital Fund 2,500,000
Rancho Cucamonga Family Sports Center- Relocation Park Development 1,300,000 I
Sports Complex- Family Restroom Park Development 70,000
Victoria Gardens Cultural Center-Courtyard Redesign Capital Reserve 25,000
CFD 2003-01 5,000 III
Victoria Gardens Cultural Center- Loading Bay Capital Reserve 25,000 I
Facilities Total: 30,497,000
Miscellaneous
ADA Ramps at Various Locations Measure 1 100,000
(Design and Construction)
Base Line Rd Utility Underground -Carnelian St to Vineyard Ave Underground Utilities 554,570
Cucamonga Creek Channel Fencing Construction Capital Reserve 28,000 I
Deer Creek Channel Fencing Construction Capital Reserve 12,000
Metrolink Station Parking Lot Resurfacing LMD 3B 265,000
Miscellaneous Total: 959,570 I
Municipal Utility- Electrical
6th St at Utica Ave- Line Extension Municipal Utility 236,000 t
Day Creek Blvd and Base Line Road - Line Extension Municipal Utility 200,000
Distribution System Automation Municipal Utility 250,000
Fiber Optics Assessment Municipal Utility 150,000 I
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I i r;tI 1•cdt 2015/16 Adopted Budget Page 262
ICITY OF RANCHO CUCAMONGA, CALIFORNIA C
I Fiscal Year 2015/16 Adopted Budget
Capital Improvement Program
Detail by Category
ICategory/Project Description Funding Source Amount
ISolar Carport Expansion -Civic Center Capital Reserve 165,000
Municipal Utility Total: 1,001,000
Parks
ICentral Park- Trail Head Improvements Park Development 40,000
IGarcia Park-ADA Swing Bay and Rubberized Surface Lower Etiwanda 40,000
Los Amigos Park-New Park Prop 84 State Grant 3,539,360
I (Continuation of Design and Construction)
Red Hill Park Lake Modernization Citywide Infrastructure 295,000
ISports Complex- Artificial Turf at 2 soccer fields Capital Reserve 50,000
IParks Total: 3,964,360
Railroad Crossings
I 6th St at BNSF Spur Crossing west of Etiwanda Avenue Transportation 50,000
(Preliminary Design and Cost Estimates)
Arrow Route at Railroad Spur-New Concrete Panels Gas Tax R&T 7360 75,000
(Continuation of Design with Construction funded)
I Hellman Avenue at Metrolink Tracks- Widen Crossing Transportation 400,000
(Continuation of Design with Construction funded) Citywide Infrastructure 650,000
I1,050,000
Railroad Crossings Total: 1,175,000
Streets
I4th St from Archibald to Haven - North Side Pavement Rehabilitation Measure I 392,000
Note: possible CalRecycle Rebate
7th St from Hellman to Archibald - Pavement Rehabilitation Gas Tax R&T 7360 309,000
Note: possible CalRecycle Rebate
I9th St from Grove to Hellman - Pavement Rehabilitation Gas Tax R&T 7360 25,000
(Design with Construction funded FY 16/17)
1 Archibald Ave from 4th to Foothill - Pavement Rehabilitation Measure I 1,100,000
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CITY OF RANCHO CUCAMONGA,CALIFORNIA
Fiscal Year 2015/16 Adopted Budget 1
Capital Improvement Program
Detail by Category
Category/Project Description Funding Source Amount
Archibald Ave from Hillside to North City Limit- Pavement Rehab Measure I 355,000
Arrow Route along the s/s 500'to 1300'e/o 1-15 freeway- Widening Gas Tax R&T 7360 20,000
(Design with Construction funded FY 16/17)
Base Line Rd -at 1-15 Interchange Transportation 250,000
(Continuation of Construction) SAFE-LU (Federal) 3,951,805 1
Prop 1B - SLPP(State) 1,000,000
5,201,805
Base Line Rd from Milliken to w/o Day Creek Blvd - Pavement Rehab Measure 1 30,000 1
(Design with Construction funded FY 16/17)
Carnelian St from Lemon Ave to Wilson Ave- Pavement Rehabilitation Measure I 468,000 1
(Continuation of Design with Construction funded)
Church St from Pepper to Hellman - Pavement Rehabilitation Gas Tax RT7360 25,000 1
(Design with Construction funded FY 1 6/17)
Note: possible CalRecycle Rebate
Etiwanda Ave Street Improvements from 6th St to Arrow Route Transportation 225,000
(Design with Construction) Citywide Infrastructure 225,000 1
450,000
Foothill Blvd across SCE Corridor West of Day Creek Channel- Citywide Infrastructure 145,000 1
Sidewalk Improvements(Design and Construction)
Foothill Blvd from Archibald to Haven - Pavement Rehabilitation Measure 1 30,000 1
Citywide Infrastructure 677,000
707,000
Foothill Blvd from Vineyard to Archibald - Pavement Rehabilitation Measure 1 611,000
Note: possible CalRecycle Rebate
Haven Ave from Banyan to Wilson along the East side-sidewalk Gas Tax R&T 7360 220,000
Y g
(Design and Construction)
Haven Ave from Wilson to North City Limit- Pavement Rehabilitation Measure 1 480,000
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
I Fiscal Year 2015/16 Adopted Budget
Capital Improvement Program
Detail by Category
ICategory/Project Description Funding Source Amount
I Hellman Ave from San Bernardino Rd to Base Line Rd - Pavement Gas Tax RT7360 25,000
Rehabilitation (Design with Construction funded FY 16/17)
Hillside Rd from Archibald to Haven -Pavement Rehabilitation Gas Tax RT7360 25,000
(Design with Construction funded FY 16/17)
ILocal Street Pavement Rehabilitation at Various Locations Gas Tax R&T 7360 850,000
(Design and Construction) General 400,000
1,250,000
tMadrone Ave North of 9th St- Widening with Southwest Cucamonga Gas Tax R&T 7360 125,000
Park(Continuation of Design with Construction funded)
ISan Bernardino Rd from Carnelian to Archibald - Pavement Rehab Gas Tax R&T 7360 175,000
(Construction) Fire Protection Capital 175,000
I350,000
San Bernardino Rd from Grove to Foothill - Pavement Rehabilitation Gas Tax R&T 7360 104,000
I (Construction)
Spruce Ave from Foothill to Base Line- Pavement Rehabilitation Citywide Infrastructure 600,000
I (Construction)Note: possible CalRecycle Rebate
Victoria Street from Etiwanda to East City Limit- Widening and Measure I 375,000
IPavement Rehab(Continuation of Design with Construction funded)
Youngs Canyon Road from Koch Place to Cherry Ave- Street Extension AD 88-2 Etiwanda/Highln 100,000
I (Environmental, conceptual design and Flood Control basins review/study)
Streets Total: 13,492,805
ITraffic
6th St at Utica Ave-Traffic Signal Installation Transportation 287,500
IBase Line Rd/Lion St- Pedestrian Hybrid Beacon Transportation 100,000
ICarnelian St at Banyan St-Traffic Signal Installation Transportation 280,000
Freeway and Arterial Signal Synchronization at various intersections AB 2766 Air Quality 112,810
' where City streets intersect SR 210 and I-15 - Phase 1 Transportation 205,000
317,810
' Intelligent Transportation System Upgrade- Citywide Transportation 300,000
,gt
Fiscal Year 2015'16 .Adopted Budget Page 26.5 I
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2015/16 Adopted Budget
Capital Improvement Program
Detail by Category
Category/Project Description Funding Source Amount
Milliken Ave Traffic Signals - Upgrade Left Turn Phases at Mountain Transportation 100,000 1
View, Terra Vista Parkway and Vintage Drive
Traffic Total: 1,385,310 I
Total Capital Improvement Projects: $ 53,407,045
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RANCHO
CUCAMONGA
' CALIFORNIA
APPENDIX
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i,caI ti'cm r 201 ", 16 VIuptcdl kiidgci Page 268
CITY OF RANCHO CUCAMONGA, CALIFORNIA
' Fiscal Year 2015/16 Adopted Budget
Financial Policies
BUDGETING POLICY
• The City will adopt an annual budget for the fiscal year beginning July 1 no later than June 30
' of the same year.
• The adopted budget will be balanced with current year operating expenditures fully funded by
current year revenues and identified undesignated/unreserved fund balance.
• Fund balance reserves will be used only for non-recurring expenditures such as capital projects
and not for on-going operations.
'
• The City Manager is authorized to implement programs as approved in the adopted budget.
• The City Manager may transfer appropriations between divisions, projects and programs
within the same department and fund in order to implement the adopted budget.
111 • Quarterly budget reports will be presented to the City Council to provide information on the
status of the City's financial condition.
CAPITAL IMPROVEMENT POLICY
• Capital projects involve the purchase or construction of major fixed assets such as land,
building or permanent improvements including additions, replacements and major alterations
having a long life expectancy and costing $5,000 or more.
• Capital projects are funded by a variety of sources including Special Funds, Redevelopment
Agency, and Special Districts. These funds are non-General Fund revenues and typically are
restricted in how they can be spent. Prior to its inclusion in the annual budget, a determination
must be made that the project is an appropriate use of the funds and that there is sufficient fund
' balance.
• The City will identify the estimated costs and potential funding sources for each capital project
prior to its submittal to the City County for approval.
• The City will coordinate the development of the Five-Year Capital Improvement Program
(CIP) with the development of the annual Operating Budget.
' REVENUE POLICY
Recurring revenue growth (inflation) will be used to pay for recurring expenditures. Recurring
' expenditure increases should not be approved which exceed recurring revenue growth. Any new
or expanded programs will be required to identify new funding sources and/or offsetting reductions
in expenditures. In addition:
' • The City shall use a conservative approach in projecting revenues.
• One-time revenues may be used for one-time expenditures.
'
• The City shall update its user fees and charges periodically to recover costs of providing
that service for which a fee is charged.
•
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Fiscal Year 201 5/16 Adopted Budget Page 269 L J
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2015/16 Adopted Budget
Financial Policies
PURCHASING POLICY '
Purchasing Limits: Less than $5,000 No bid necessary,may use PCard
$5,001 to $50,000 Minimum of three (3) written
quotes
More than $50,000 Formal bid
Contract Signing Limits: $5,000 or less Lead Maintenance Worker
$10,000 or less Supervisors
$15,000 or less Superintendents
$25,000 or less Division Heads/Battalion Chiefs
$50,000 or less Department Heads
$100,000 or less City Manager
$100,001 or more City Council
RESERVE POLICY
Adequate reserve levels are a necessary component of the City's overall financial management
strategy. It is the responsibility of the City Council to maintain a sufficient level of reserve funds
to provide for the orderly provision of services to the citizens of the City of Rancho Cucamonga.
The City Council has the authority to decide the circumstances under which the reserves can be
used. The City Manager and the Finance Director may, from time to time, make recommendations
as to the level of reserve funds necessary for prudent fiscal management. Reserve levels shall be
reviewed at least annually during the budget process to ensure that they are consistent with the
conditions faced by the City.
• Changes in Economic Circumstance
The City's General Fund balance committed for changes in economic circumstances is
established at a goal of a six month reserve, or 50%of the City General Fund operating budget
for the upcoming fiscal year. The Fire District's fund balance committed for changes in
economic circumstances is established at a goal of a six month reserve, or 50% of the Fire
District's operating budget for the upcoming fiscal year. As defined in the resolution
establishing this commitment,the specific uses are listed as the declaration of a state or federal ,
state of emergency or a local emergency as defined in Rancho Cucamonga Municipal Code
Section 2.36.020; or a change in economic circumstances in a given fiscal year that results in
revenues to the City/Fire District being insufficient to cover expenditures for one or more fiscal
years. The City Council/Fire Board may, by the affirming vote of three members, change the
amount of this commitment and/or the specific uses of these monies.
• City Facilities' Capital Repair
The City's General Fund balance committed for City facilities' capital repair is established at
a minimum goal of 25% of capital assets value comprised of construction in progress
(excluding infrastructure), building improvements, and improvements other than building for
governmental activities.
Fiscal Vcar 2015 16 :\dolled I'ale 270 •
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
' Fiscal Year 2015/16 Adopted Budget
Financial Policies
' • Fire District Facilities Capital Repair
The Fire District's fund balance committed for the Fire District facilities capital repair is
hereby committed to a minimum goal of 50%of capital assets value comprised of construction
in progress (excluding infrastructure), building improvements, and improvements other than
building for public safety-fire activities.
• Working Capital
The City's General Fund balance committed for Working Capital is established at a goal of a
minimum of 5% of the City's General Fund operating budget for the upcoming fiscal year.
The Fire District's fund balance committed for Working Capital is established at a goal of a
minimum of 50% of the District's operating budget for the upcoming fiscal year.
• Self-Insurance
The City's General Fund balance committed for payment for general liability claims primarily
' through the use of interest earnings on the reserve but not limited to such in the event of an
unfavorable interest rate environment is established at a minimum goal of three times the City's
total yearly SIR for all types of insurance coverage.
' • Employee Leave Payouts
The City's General Fund balance and the Fire District's fund balance committed for employee
leave payouts as valued in accordance with the City's labor contracts as of the last day of the
fiscal year.
' • PERS Rate Stabilization
The City's General Fund and Fire District's fund balance committed to offset projected rate
increases identified in the annual CaIPERS actuarial valuation for two fiscal years after the
tyear of financial reporting.
• Dispatch System Acquisition
The Fire District's fund balance committed to JPA membership for the District's current
dispatch system.
' • Booking Fees
The City's General Fund balance committed to provide funding for an increase in the booking
fees charged to the City by the County of San Bernardino in the event that backfill funding is
' not provided by the State of California.
• Vehicle and Equipment Replacement
' The Fire District's fund balance committed for the replacement of fire safety vehicles and
equipment as determined based on the District's replacement criteria is established at a
minimum goal of 50%of District vehicle and equipment replacement value.
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Fiscal Year 2015/16 Adopted Budget Page 271 L•�•.��
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2015/16 Adopted Budget
Financial Policies
• Law Enforcement 1
The City's General Fund balance committed for public safety purposes.
• Contract Development Services ,
The City's General Fund balance committed for contract development services.
INVESTMENT POLICY I
The Statement of Investment Policy shall be reviewed annually to ensure its consistency with the
overall objectives of the City and its relevance to Federal, State, and local law; prudent money
management; and financial and economic trends, and submitted to the City Council for approval
in December. The policy applies to all funds and investment activities under the direct authority
of the City. Financial assets held and invested by trustees or fiscal agents are subject to the
regulations established by the State of California pertaining to investments by local agencies as
well as the related bond indentures.
Cash management and investment transactions are the responsibility of the City Treasurer and/or
his designee. Criteria for selecting investments in order of priority are safety, liquidity and yield.
The City operates its pooled cash investments under the "Prudent Person Standards." Under the
provisions of the City's investment policy and in accordance with Section 53601 of the California
Government Code, the City may invest in the following types of investments: ,
• Securities of the U.S. Government, or its agencies
• Municipals (Warrants, Notes and Bonds) '
• Certificates of Deposit(or Time Deposits)
• Negotiable Certificates of Deposit
• FDIC— Insured Certificates of Deposit
• Banker's Acceptances
• Commercial Paper
• Local Agency Investment Fund (State Pool) Demand Deposits
• Joint Powers Authority (JPA) Investment Pool (Short-Term)
• Deposit of Funds
• Repurchase Agreements (Repos)
• Medium Term Corporate Notes
• Investment Agreements I
In order to minimize the impact of market risk, it is the intent that all investments will be held to
maturity. The Administrative Services Department shall prepare and submit a monthly investment I
report to the City Council within 30 days after the end of the reporting period.
wionwiummorklit
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I kcal Year 2015'16 Adopted Iiudgct — Page 272 L,•;:
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2015/16 Adopted Budget
Long-Term Debt
The City has no single, comprehensive debt policy statement because the City has no bonded
indebtedness. Therefore, State law pertaining to local government debt and past City debt
transactions serve as de facto policy. Pursuant to State of California Government Code Section
43605,the City's legal bonded indebtedness shall not exceed 15% of the assessed value of all real
and personal property in the City. However, this provision was enacted when assessed valuation
was based upon 25% of market value. Effective with the 1981/82 fiscal year, each parcel is now
assessed at 100% of market value (as of the most recent change in ownership for that parcel).
Although the statutory debt limit has not been amended by the State since this change, the
' percentages presented in the computation below have been proportionately modified to 3.75%
(25%of 15%) for the purposes of this calculation in order to be consistent with the computational
' effect of the debt limit at the time of the State's establishment of the limit.
As noted above, as of the publication date of this report, the City had no bonded indebtedness.
' However, its debt limit, as illustrated in the June 30, 2014 Comprehensive Annual Report, is
$758,153,738. The calculation is included below.
' Legal Debt Margin Calculation for Fiscal Year 2013/14:
Assessed value $ 20,217,433,000
tDebt limit(3.75%of assessed value) 758,153,738
Debt applicable to limit:
General obligation bonds -
Legal debt margin $ 758,153,738
1
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Fiscal Year 2015'16 Adopted Budget Page 273 ��.'••;�
1
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2015/16 Adopted Budget
Glossary of Budget Terms
Accrual Basis of Revenues are recognized when both measurable and available;
Accounting: expenditures are recorded when services have been substantially performed
or goods have been received and the liabilities incurred.
Adopted Budget: The official budget as approved by the City Council at the start of each
fiscal year.
Ad Valorem Tax A state or local government tax based on the value of real property as
"According to its determined by the county tax assessor.
value":
Amended Budget: The adopted budget as amended by the City Council through the course of '
a fiscal year.
Appropriations: A legal authorization granted by a legislative body to make expenditures 1
and to incur obligations for specific purposes. An appropriation is usually
limited in amount and to the time when it may be expended.
Assessed Valuation: A municipality's tax base stated in dollars based on real estate
property
and/or other taxable business property for the purposes of taxation,
sometimes expressed as a percent of the full market value of the taxable
property within a community.
Balanced Budget: A budget in which planned expenditures do not exceed planned funds '
available.
Bond: A security whereby an issuer borrows money from an investor and agrees i
and promises, by written contract, to pay a fixed principal sum on a
specified date (maturity date) and at a specified rate of interest.
Budget: A plan of financial operation comprised of estimated expenditures for a
given period (usually a single fiscal year) and the proposed means of
financing the expenditures (through revenues).
Capital Budget: A budget which focuses on capital projects to implement the Capital
Improvement Program.
Capital Expenditure: An acquisition or an improvement (as distinguished from a repair) that will
have a life of more than one year and costs more than $5,000.
Capital Improvement A plan for capital improvements to be implemented each year over a
Program: number of years to meet capital needs arising from the assessment of long-
term needs. It sets forth the estimated cost for each project and specifies
the resources required to finance the projected expenditures. I
1 fiscal Year 2OI .;'I6 .Vlopted Iiud1{2ct Pa c 274 L,,�;.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
I Fiscal Year 2015/16 Adopted Budget
Glossary of Budget Terms
I
Capital Improvement The budget unit to group activities and costs necessary to implement a
I Project: specific capital improvement and/or acquisition. A project can include the
construction, acquisition, expansion, replacement, or rehabilitation of a
physical facility or improvement. Projects often include planning and
I design, land acquisition, and project management costs related to such
facilities and improvements.
I Capital Projects Used to account for financial resources for the acquisition or construction
Funds: of major capital facilities other than those financed by proprietary and trust
funds.
1 Debt Service Funds: Account for the accumulation of resources set aside to meet current and
future debt service requirements (payments) on general long-term debt.
IDepartment: A major organizational group of the City with overall management
responsibility for an operation or a group of related operations within a
Ifunctional area.
Division: An organizational subgroup of a department.
IEncumbrance: The commitment of appropriated funds to purchase goods, which have not
yet been received, or services that have yet to be rendered.
111 Enterprise Funds: Use to account for self-supporting operations such as the Municipal Utility.
IExpenditures: Decreases in net financial resources. Expenditures include current
operating expenses which require the current or future use of net current
Iassets, debt service and capital outlays.
Expenses: Decreases in net total assets. Expenses represent the total cost of
Ioperations during a period regardless of the timing of related expenditures.
Fiscal Year: A 12-month period to which the annual operating budget applies and at the
end of which an entity determines its financial position, the results of its
operations, and adopts a budget for the coming year. The City of Rancho
Cucamonga's fiscal year is from July 1 to June 30.
rFixed Assets: Equipment costing$5,000 or more, including tax, with a useful life longer
than one year, and not qualifying as a capital improvement project.
Includes automotive equipment, office equipment, office furniture,
acquisitions, landscaping improvements, etc.
fiscal Year 2O]5/16 Adopted Budget Page 275 L. J
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2015/16 Adopted Budget ,
Glossary of Budget Terms
Full-Time Equivalent The conversion of part-time employee hour to an equivalent of a full-time
(FTE): position. For example: one person working 20 hours a week for a year
would be 0.5 FTE.
Fund: An independent fiscal and accounting entity with a self-balancing set of
accounts, recording resources, related liabilities, obligations, reserves and
equities segregated for the purpose of carrying out specific activities or
attaining certain objectives in accordance with special regulations, '
restrictions or limitations.
Fund Balance: The equity (assets minus liabilities) of governmental fund and fiduciary
fund types.
Generally Accepted Uniform minimum standards of and guidelines for financial accounting '
Accounting Principles and reporting. They govern the form and content of the basic financial
(GAAP): statements of an entity. GAAP encompasses the conventions, rules, and
procedures necessary to define accepted accounting practices at a I
particular time. They include not only broad guidelines of general
application, but also detailed practices and procedures. GAAP provides a
standard by which to measure financial presentations. ,
GFOA: Government Finance Officers Association
Governmental The independent organization that establishes and improves standards of
Accounting Standards accounting and financial reporting for U.S. state and local governments.
Board (GASB)
Governmental Funds: Typically are used to account for tax-supported (governmental) activities.
These include the General Fund, Special Revenue Funds, Capital Projects
Funds, and Debt Service Funds.
Interfund Transfers: Defined as "flows of assets" (such as good or services) without equivalent '
flows of assets in return and without requirement for repayments.
Internal Service Account for the goods or services provided by one fund and/or department I
Funds: to another fund and/or department on a cost reimbursement basis.
Investment Grade: A rating issued by the three major bond rating agencies, Moody's,
Standard & Poor's, and Fitch, rated BBB, Baa or Better. Many fiduciaries,
trustees, and some mutual fund managers can only invest in securities with
an investment grade rating.
1-iscal Year 20 15/16 Adopted Budget— Page 276 L;•;;
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
I Fiscal Year 2015/16 Adopted Budget
Glossary of Budget Terms
I
Modified Accrual The accrual basis of accounting where revenues are recognized when they
I Basis: become both "measurable"and "available"to finance expenditures of the
current period. All governmental funds and agency funds are accounted
for using the modified accrual basis of accounting.
IObject Code: The classification of expenditures in terms of what is bought and paid for
grouped into categories.
Overlapping Debt: The proportionate share of the general obligation bonds of local
governments located wholly or in part within the limits of the reporting
Iunit of government, that must be borne by property owners within the unit.
Personnel Expenses: Compensation paid to or on behalf of City employees for salaries and
Iwages, overtime and benefits.
Proprietary Funds: Account for records of operations similar to those found in a business, such
Ias internal service funds and enterprise funds.
Revenue: Moneys that the City receives as income such as tax payments, fees from
Ispecific services, receipts form other governments, fines, forfeitures,
grants, shared revenues and interest income.
ISpecial Revenue Account for the revenue derived form specific taxes or other earmarked
Funds: revenue sources (other than expendable trusts or for major capital projects)
I that are restricted by law or administrative action to expenditures for
specified purposes.
I Taxes: Compulsory charges levied by a government for the purpose of financing
services performed for the common benefit. This term does not include
specific charges made against particular persons or property for current or
I permanent benefits such as special assessments. Neither does the term
include charges for services rendered only to those paying such charges as,
for example, user charges.
tUser Charges: Payments made by users or customers of publicly provided services that
benefit specific individuals. These services exhibit "public good"
I characteristics. Examples of user charges are fees paid for recreational
activities, building fees, etc.
IIWorking Capital: The cash available for day-to-day operations of an organization.
I •
1 iscal Ycar 2015: 16 Adopted Budget Page 277 L,:•: J
I
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2015/16 Adopted Budget
I
List of Acronyms
I
ADA Americans with Disabilities Act HVAC Heating, Ventilating, and Air
AQMD Air Quality Management District Conditioning
I
BERT Business Emergency Response IAQ Indoor Air Quality
Training IESBDC Inland Empire Small Business
BYB2RC Bring Your Business 2 Rancho Development Center
Cucamonga IPM Integrated Pest Management
C.A.N.I.N.E. Campus Awareness, Narcotic KIDS Kids Interactive Discovery Space
I
Intervention, Narcotic Education LED Light-Emitting Diode
CAFR Comprehensive Annual Financial LMD Landscape Maintenance District
Report PCI Pavement Condition Index
I
CAL-ID RAN California Identification System PD Park District
Remote Access Network PERS Public Employees Retirement
CDBG Community Development Block System II
Grant PSVN Public Safety Video Network
CERT Community Emergency Response RCLS Rancho Cucamonga Library
I
Training Services
CFD Community Facilities District RCMU Rancho Cucamonga Municipal
CIP Capital Inprovement Project Utility
I
CNG Compressed Natural Gas REGIS Rancho Enterprise Geographic
CPI Consumer Price Index Information Systems I
CPR Cardiopulmonary Resusitation ROPS Recognized Obligation Payment
CSD Community Services Department Schedule
CVWD Cucamonga Valley Water District SANBAG San Bernardino Associated
EIR Environmental Impact Review Governments
ESRI Environmental Systems Research SBCERA San Bernardino County Employee
Institute Retirement Association 1
FLSA Fair Labor Standards Act SBOE California State Board of
FTE Full Time Equivalent Equalization I
FY Fiscal Year SCE Southern California Edison
GFOA Government Finance Officers SLD Street Lighting District
Association TOD Transit Oriented Development
I
GIS Geographic Information Systems TOT Transient Occupancy Tax
GOTMD Greater Ontario Tourism VLF Vehicle License Fees
Marketing District
I
HdL Hinderliter de Llamas
HHW Household Hazardous Waste
HR Human Resources
I
I i,ral 1 cal 2()I 16 Adopted Iltid_ct Page 278 ,'.
I
I CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2015/16 Adopted Budget
I Description of Funds by Fund Type
IFund # Fund Description
IGENERAL FUND
001 General Fund - The general operating fund of the City which accounts for all
I general tax receipts and fee revenue not allocated by law, Council policy or
contractual agreement to other funds. General Fund expenditures include
operations traditionally associated with activities which are not required to be
Iaccounted for or paid by another fund.
OTHER GENERAL FUNDS
1 003 Reimb St/County Parking Cit - Established for the tracking of revenues and
expenditures related to State and San Bernardino County surcharges on parking
I citations.
006 CVWD Reimbursements - Established as a clearing account for expenses and
reimbursements associated with City performed street repairs within the City on
Ibehalf of Cucamonga Valley Water District.
008 County of S.B. Reimbursements - Established as a clearing account for expenses
and reimbursements associated with City performed storm drain facility
maintenance on behalf of the San Bernardino County Flood Control District.
016 Comm Dev Technical Services - Established to account for the City's General
IPlan Update Fee as well as funds that have been set aside for Economic and
Community Development Special Services.
I 017 Law Enforcement Reserve - Established to account for the funding and use of
the City's General Fund balance committed for public safety purposes.
018 Traffic Safety - Established to account for vehicle code fines collected to fund the
I City's contracted crossing guard services.
019 Info Technology-Development - Established to account for fees collected to fund
the internal cost of providing information technology services for the Community
IDevelopment Departments.
020 City Technology Fee - Established to account for fees collected to fund a future
I replacement of the City's land management system.
022 Mobile Home Park Program - Established to account for revenues and
expenditures associated with the City's mobile home park inspection program.
I
I.iscal Year 2015 16 .\d pte(' Budget Page 279
I
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2015/16 Adopted Budget
Description of Funds by Fund Type I
Fund # Fund Description
023 SB1186 Cert Access Special Program - Established to account for the $1.00 I
State mandated fee imposed on any applicant for a business license, equivalent or
renewal, including the payment to the State of 30% of the fee collected as well as
expenditures to fund increased certified access specialist (CASp) services for the
public and to facilitate compliance with construction-related accessibility
requirements. I
025 Capital Reserve - Established to account for key reserves of the General Fund
including City infrastructure, City facilities capital repairs, and self-insurance.
073 Benefits Contingency - Established to account for the accumulation of resources
for the future payment of employee leave benefits paid to employees upon
separation from the City. I
SPECIAL REVENUE FUNDS
Special Revenue Funds account for revenues derived from specific sources which are
required by law or administrative regulation to be accounted for in a separated fund. Funds
included are: I
100 Assessment Districts Admin - Established to account for revenues and
expenditures associated with the management of all City assessment districts.
101 AD 93-1 Masi Commerce Center - Established to acquire the necessary
infrastructure from the developer after the completion and acceptance of the
approved improvements. Financing was provided by the sale of bonds pursuant to
the provisions of the Improvement Act of 1915.
105 AB2766 Air Quality Improvement - Established to account for the revenue and
disbursement of funds received as a result of Assembly Bill 2766 which imposed
an additional registration fee on motor vehicles. These revenues are to be used to
reduce air pollution from motor vehicles and for related planning, monitoring,
enforcement, and technical studies (Vehicle Code Section 9250.17 and Health and
Safety Code Chapter 7, Part 5 of Division 26, commencing with Section 44220). I
110 Beautification - Established to account for fees collected to provide proper
landscaping and irrigation systems after parkway and median improvements are 111 made.
kcal 201 -' I!, .VIohtetl Rud ct I';tw1c ?so •.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2015/16 Adopted Budget
' Description of Funds by Fund Type
Fund # Fund Description
1 111 Park Land Acquisition - Established to account for the park land acquisition
development fees charged upon issuance of a building permit for development of
' future park sites. This fee replaces the revenue previously collected in Fund 120.
112 Drainage Fac/General - Established to account for fees charged developers for
purposes of defraying the actual or estimated costs of constructing planned
drainage facilities.
113 Community/Rec Center Develpmnt - Established to account for community and
' recreation center impact fees charged to developers. This fee replaces the revenue
previously collected in Fund 120.
114 Drainage-Etiwanda/San Sevaine - Established to account for development
impact fees collected in the Etiwanda/San Sevaine Drainage area for the
construction of regional and mainline flood control projects.
115 Henderson/Wardman Drainage - The Henderson/Wardman Drainage fund is a
developer impact fee supported fund for the construction of storm drain
improvements in the Henderson/Wardman drainage area.
116 Etiwanda Drainage - Established to account for development impact fees
collected in the Etiwanda area North of Base Line Road for the construction of
Master Plan Storm Drain projects.
1 118 Upper Etiwanda Drainage - Established to account for development impact fees
collected in the Etiwanda/San Sevaine Drainage area for the construction of
I secondary mainline flood control projects.
119 Park Improvement - Established to account for park improvement impact fees
charged to developers. This fee replaces the revenue previously collected in Fund
' 120.
120 Park Development - Established to account for the residential park development
fees charged upon issuance of a building permit for development of future park or
recreational sites.
122 South Etiwanda Drainage - Established to account for Development Impact fees
1 collected in the Etiwanda area south of Foothill Blvd for the construction of the
Master Plan Storm Drain.
' 123 Library Impact Fee - Established to account for library impact fees charged to
developers.
I
fiscal Year 2015/16 Adopted IUudgct Page 281
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2015/16 Adopted Budget
Description of Funds by Fund Type '
Fund # Fund Description
124 Transportation - Established to account for fees charged for the construction and
expansion of City streets and highways which provide additional capacity and
safety.
125 Animal Center Impact Fee - Established to account for animal center impact fees
charged to developers.
126 Lower Etiwanda Drainage - Established to account for development impact fees
111
collected in the Etiwanda area south between Foothill Blvd. and Base Line Road
for the construction of master plan storm drain projects.
127 Police Impact Fee - Established to account for police impact fees charged to
developers.
128 Etiwanda No. Equestrian Facility - Established to account for in lieu fees
collected for the Etiwanda North Specific Plan for the future construction of an
equestrian facility.
129 Underground Utilities - Established to account for fees collected from developers
for future undergrounding of overhead utilities.
130 LMD #1 General City - Established to account for the costs associated with
providing landscape maintenance. Financing is provided by special assessments
levied against the benefiting property owners.
131 LMD #2 Victoria - Established to account for the costs associated with providing ,
landscape maintenance. Financing is provided by special assessments levied
against the benefiting property owners.
132 LMD #3A Hyssop - Established to account for the costs associated with providing
landscape maintenance. Financing is provided by special assessments levied
against the benefiting property owners. '
133 LMD #3B Medians - Established to account for the costs associated with
providing landscape maintenance. Financing is provided by special assessments
levied against the benefiting property owners.
134 LMD #4R Terra Vista - Established to account for the costs associated with
providing landscape maintenance. Financing is provided by special assessments '
levied against the benefiting property owners.
135 LMD #5 Tot Lot - Established to account for the costs associated with providing
landscape maintenance. Financing is provided by special assessments levied
against the benefiting property owners.
I
Fiscal Year 2015/l6 Adopted Budget - Page 282
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2015/16 Adopted Budget
' Description of Funds by Fund Type
Fund # Fund Description
1 136 LMD #6R Caryn Community - Established to account for the costs associated
with providing landscape maintenance. Financing is provided by special
I assessments levied against the benefiting property owners.
LMD #7 North Etiwanda - Established to account for the costs associated with
providing landscape maintenance. Financing is provided by special assessments
' levied against the benefiting property owners.
138 LMD #8 South Etiwanda - Established to account for the costs associated with
1 providing landscape maintenance. Financing is provided by special assessments
levied against the benefiting property owners.
139 LMD #9 Lower Etiwanda - Established to account for the costs associated with
providing landscape maintenance. Financing is provided by special assessments
levied against the benefiting property owners.
I
140 LMD #10 Rancho Etiwanda - Established to account for the costs associated
with providing landscape maintenance. Financing is provided by special
assessments levied against the benefiting property owners.
' 151 SLD #1 Arterial - Established to account for the costs associated with providing
street lights. Financing is provided by special assessments levied against the
benefiting property owners.
152 SLD #2 Residential - Established to account for the costs associated with
providing street lights. Financing is provided by special assessments levied
I
153 against the benefiting property owners.
SLD #3 Victoria - Established to account for the costs associated with providing
street lights. Financing is provided by special assessments levied against the
ibenefiting property owners.
154 SLD #4 Terra Vista - Established to account for the costs associated with
providing street lights. Financing is provided by special assessments levied
against the benefiting property owners.
155 SLD #5 Caryn Community - Established to account for the costs associated with
' providing street lights. Financing is provided by special assessments levied
against the benefiting property owners.
156 SLD #6 Industrial Area - Established to account for the costs associated with
providing street lights. Financing is provided by special assessments levied
against the benefiting property owners.
I
Fiscal Year 201 5/16 Adopted Budget Page 28.;
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2015/16 Adopted Budget
Description of Funds by Fund Type ,
Fund # Fund Description
157 SLD #7 North Etiwanda - Established to account for the costs associated with
providing street lights. Financing is provided by special assessments levied
against the benefiting property owners.
158 SLD #8 South Etiwanda - Established to account for the costs associated with
providing street lights. Financing is provided by special assessments levied
against the benefiting property owners. 1
170 Gas Tax 2105/Prop111 - Established to account for the revenue and disbursement
of funds used for road construction and maintenance of the City network system.
The City's share of State gasoline taxes provided the financing.
172 Gas Tax 2106-2107 - Established to account for the revenue and disbursement of
funds used for road construction and maintenance of the City network system. The
City's share of state gasoline taxes provided the financing.
174 Gas Tax R&T7360 - Established to account for the revenue and disbursement of
funds used for road construction and maintenance of the City network system. The
City's share of state gasoline taxes provided the financing.
176 Measure I 1990-2010 - Established to account for the revenue and disbursement
of county/local gasoline tax funds for the construction and maintenance of eligible
street projects.
177 Measure 1 2010-2040 - Established to account for the revenue and disbursement 111
of county/local gasoline tax funds for the construction and maintenance of eligible
street projects.
182 AB 2928 Traffic Congest Relief- Established fund to account for the revenue and
disbursement of funds received as a result of Assembly Bill 2928. The purpose of
the Traffic Congestion Program was to provide funding for transportation projects '
that would relieve congestion, connect transportation systems, and provide for
better goods movement.
186 Foothill Blvd Maintenance - Established to account for funding provided by Cal
Trans as part of their relinquishment of Foothill Boulevard to the City of Rancho
Cucamonga. This limited funding source will be utilized to repair and maintain '
portions of Foothill Boulevard.
I I
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iscul Year -'1)I 1 h .\dopicd I�uii�ct 2X
I
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2015/16 Adopted Budget
1 Description of Funds by Fund Type
Fund # Fund Description
' 188 Integrated Waste Management - Established to account for AB939 recycling fee
revenues from the City's refuse haulers and can only be used for the City's
Household Hazardous Waste Disposal program. Assembly Bill 939 is a law that
was passed by the State of California that mandates that all cities divert a specified
percentage of their solid waste from their landfills in accordance with established
' deadlines.
190 Prop 42-Traffic Congestion Mit - Established to account for gasoline sales tax
' revenue received from the State of California for transportation purposes,
including city and county street and road repairs and maintenance. Proposition 42,
a legislative constitutional amendment, permanently dedicated revenues from this
sales tax on gasoline to transportation infrastructure needs.
194 Proposition 1B State Funding - Proposition I B (Prop 1B) provides state funding
to cities and counties to fund the maintenance and improvement of local
transportation facilities. The funding is allocated based on population.
195 State Asset Seizure - Established to account for the funds received from the State
for the equitable transfer of forfeited property and cash in which the City directly
participates in the law enforcement efforts leading to the seizure and forfeiture of
the property.
196 CA Asset Seizure 15% - Established to account for 15% of State Asset Seizure
(Fund 195) designated for the sole purpose of funding programs designed to
' combat drug abuse and divert gang activity pursuant to the provisions of Health &
Safety Code Section 11489(b)(2)(A)(i).
197 Federal Asset Seizure - Established to account for the funds received from the
1 Federal government for the equitable transfer of forfeited property and cash in
which the City directly participates in the law enforcement efforts leading to the
seizure and forfeiture of the property.
198 Citywide Infrastructure Impry - This fund was established to account for
reimbursement revenue received from various local, State and Federal agencies
' and utilities for capital improvement projects completed in the City. The
accumulated funds will be used for future capital improvement projects as
authorized by the City Council.
Fiscal Year 201 5'16 Adopted Budget Page 285
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2015/16 Adopted Budget
Description of Funds by Fund Type I
Fund # Fund Description
204 Community Development Blk Grant - Established to account for grants received '
from the Department of Housing and Urban Development. These revenues must
be expended to accomplish one of the following objectives: elimination of slum or
blight; or benefit to low and moderate income persons by providing loans and
grants to owner-occupants and rental property owners to rehabilitate residential
properties. '
209 Federal SAFETEA-LU - Established to account for the Safe, Accountable,
Efficient Transportation Equity Act: A Legacy for Users (SAFETEA-LU) Federal
funding for surface transportation projects.
211 Prop 1B - SLPP - Established to account for the State-Local Partnership Program
utilizing Proposition 1B bond proceeds to fund eligible transportation projects. '
Funds are allocated through formula and competitive sub-programs.
214 Pedestrian Grant/Art 3 - Established to account for the revenue and
disbursement of funds received for the construction of facilities provided for the
exclusive use of pedestrians and bicycles.
218 Public Resrce Grnts/Healthy RC - The City had received and will continue to
receive from various funding sources for the Healthy Cities concept, which was
adopted by the Council in March 2008, as a means of integrating health concerns
into a holistic approach to improving the overall quality of life in the community.
225 CA Recycle/Litter Reduction Grant - Established to account for a grant from the
State Department of Conservation. This grant will fund a program that will
emphasize the collection and recycling of beverage containers at large venues,
public areas, residential communities or schools.
227 Used Oil Recycling Program - The California Integrated Waste Management
allocates funding to governmental agencies on a population basis. The fund was
established to administer the used oil collection programs. The fund must be used
specifically for oil recycling collection and educational programs.
234 Safe Routes To School Program - The Safe Routes to School Program fund is a
grant fund for monies provided by the State of California. The state funds are
administered through Caltrans as part of the California Department of Health
Services' "Safe Routes to School Program" and are available for transportation
projects that increase the safety of pedestrians and bicyclists.
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I fiscal Year 201' I() \:1i,1,tciI I�u�l, I'a ,�(, L.•:;J
' CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2015/16 Adopted Budget
1 Description of Funds by Fund Type
Fund # Fund Description
1 235 Prop 84 Park Bond Act - Prop 84 provides state funding, on a competitive basis,
to local governments for the creation of new parks and recreation opportunities.
The Statewide Park Program legislation requires projects to meet six eligibility
requirements. The fund was established to account for the financial activities
associated with the design and construction of the neighborhood park in southwest
Rancho Cucamonga.
250 Recreation Services - Established to account for the wide variety of classes,
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258 special events, and activities sponsored by the Community Services Department,
Senior Outreach Grant - Established to account for funds passed through the San
Bernardino County Department of Aging and Adult Services from the California
' Department of Aging to provide free recreation classes and programs for senior
citizens in the City of Rancho Cucamonga. These recreation activities focused on
physical, social, psychological, educational, and recreational needs of older
persons. The City provided an in-kind match of$1,200 in the form of marketing,
staff oversight, and supplies.
' 281 Fire Fund - Established to account for the revenue and disbursement of funds
received by the Rancho Cucamonga Fire Protection District in the course of that
agency's fire protection services. The source of revenue is primarily from property
taxes.
282 Community Facilities Dist 85-1 - Established to account for the costs associated
' with providing fire facilities and services. Financing is provided by special
assessments levied against the benefiting property owners.
283 Community Facilities Dist 88-1 - Established to account for the costs associated
' with providing fire facilities and services. Financing is provided by special
assessments levied against the benefiting property owners.
285 Fire Technology Fee Fund - Established to set aside funds for technology
equipment replacement.
288 Fire Protection Capital Fund - Established to account for capital maintenance
and repairs as well as purchases of fixed assets for the Fire District separate from
the Fire District's Fire Fund which accounts for general maintenance and repairs.
290 Library Fund - Established to account for services provided by the City of
Rancho Cucamonga Library. Funding for this service is made possible through a
transfer of San Bernardino County library tax revenues to the City of Rancho
Cucamonga for library purposes.
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Fi sea l Year 201 5'16 Adopted Budget Page 287 • ••'
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2015/16 Adopted Budget
Description of Funds by Fund Type t
Fund # Fund Description
291 CA State Library - This "Family Place" training grant from the California State '
Library provided funding for two Library staff to attend a one-week training that
will enable them to develop special programs at the Biane Library and the Family
Resource Center. This grant has no matching requirements.
292 Staff Innovation Fd (CA St Lb) - Established to account for the grant money
awarded by California State Library. The purpose of the grant is to provide
training for innovative writing skills for future grant writers.
301 The Big Read Library Grant - Established to account for the grant money
receiving from the National Endowment for the Arts. The purpose of the grant is
to emphasize a city wide media campaign through guest lectures, group
discussions, film showings, and a community theater performance of a designated 1
book.
302 Library Services & Tech. Act - Established to account for grant revenues and
expenditures associated with funding provided by the federal Library Services and
Technology Act, which is administered in California by the State Librarian.
329 Library Capital Fund - Established as the capital fund for the construction of the
Biane Library second floor tenant improvement project.
354 COPS Program Grant-State - Established to account for a grant awarded as the
result of the approval of State Assembly Bill 3229. The grant is a one-year award
with no matching fund requirements.
361 Justice Assistance Grant (JAG) - Established to account for the revenues and
expenditures associated with Federal JAG grants.
370 OTS-"Drink, Drive, Lose" Grant - This grant was awarded by the State of
California Office of Traffic Safety to provide supplementary funding for overtime
costs incurred during sobriety checkpoints. The overall goal of the project is to
reduce the number of victims killed and injured as a result of alcohol-involved
crashes.
373 COPS Secure Our Schools Grant Fund — Established to account for the grant t
money use in partnership with public schools to improve school safety.
374 Cops Hiring Program Grant - This is a multi-year grant awarded by U.S.
Department of Justice to provide partial supplementary funding to hire a new
sworn officer. The grant must be used to enhance community policing activities.
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I iscal Year 2015;16 Adopted Budget — Page 288 •'
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' CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2015/16 Adopted Budget
Description of Funds by Fund Type
Fund # Fund Description
' 380 Homeland Security Grant- Fire - This grant from the State Homeland Security
Grant Program is administered by the San Bernardino County Office of
Emergency Services. The grant is funded by the Federal Department of Homeland
Security. The funds will be utilized to purchase terrorism and weapons of mass
destruction (WMDs) response equipment and supplies in conjunction with an
' appropriate level of training cost funding for national security. There are no
matching funds required for this grant.
381 Homeland Security Grant- Police - The grant from the State Homeland Security
Grant Program administered by the San Bernardino County Office of Emergency
Services. The grant is funded by the Federal Department of Homeland Security.
The funds will be utilized to purchase terrorism and weapons of mass destruction
(WMD's) response equipment and supplies in conjunction with an appropriate
level of training costs funding for national security. There are no matching funds
trequired for this grant.
396 Housing Successor Agency - Established to account for assets of the former
Redevelopment Agency's Low and Moderate Income Housing Fund. The source
of revenue in the fund is primarily from interest received from the notes and loans
receivable.
1 838 AD 91-2 Redemption-Day Canyon - Established to account for assessments
received under the Improvement Bond Act of 1915. Assessments received are
' restricted for payment of principal, interest and penalties thereon, upon
presentation of proper coupons.
848 PD 85 Redemption Fund - Established to account for assessments received under
' the Refunding Act of 1984 for 1915 Improvement Act Bonds and
Landscape/Lighting Act of 1972. Assessments received are restricted for payment
'
868 of principal, interest and penalties thereon, upon presentation of proper coupons.
CFD 2000-03 Park Maintenance - This fund is used for the maintenance of parks
and parkways located within the Community Facilities District No. 2000-03. The
' District is located south of Summit Avenue on the east and west sides of Wardman
Bullock Road.
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I kcal Ycar 2015 16 i\dopted litidgct Page 2S9
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2015/16 Adopted Budget
Description of Funds by Fund Type ,
Fund # Fund Description '
CAPITAL PROJECTS
Capital Projects Funds are used to account for financial resources for the acquision or
construction of major capital facilities other than those financed by proprietary and trust
funds.
602 AD 84-1 Day Creek/Mello - Established to account for the receipt and
disbursement of funds used in the construction and installation of public capital
drainage facilities, together with appurtenant work and incidental expenses, to
serve and provide drainage protection to property located within Assessment
District No. 84-1 (Day Creek Drainage System). Financing was provided by the
sale of bonds under the Mello-Roos Community Facilities Act of 1982. '
612 CFD 2001-01 - This CFD was established to fund the necessary infrastructure
(streets, storm drains, sewer, water, landscaping, and traffic signals) integral to the '
proposed mall located at Foothill Blvd. and the I-15 Freeway. The improvements
are located south of Base Line Rd., primarily north of Foothill Blvd., primarily
east of Day Creek Channel, and west of Etiwanda Ave. Financing was provided
by the sale of bonds under the Mello-Roos Community Facilities Act of 1982.
615 CFD 2003-01 Cultural Center - Established to account for the portion of the
costs associated with the development of the City's Cultural Arts Center that is
being funded by Community Facilities District (CFD) 2003-01. Financing for the
CFD will be provided by the sale of bonds under the Mello-Roos Community '
Facilities Act of 1982.
617 CFD 2004-01 Rancho Etiwanda Es - Established to account for monies
deposited by developers for initial consulting and administrative costs and
expenses related to the proposed public financing district. Financing was provided
by the sale of bonds under the Mello-Roos Community Facilities Act of 1982.
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680 CFD 2006-01 Vintner's Grove - Established to account for monies deposited by
developers for initial consulting and administrative costs and expenses related to a
proposed public financing district.
681 CFD 2006-02 Amador On Route 66 - Established to account for monies
deposited by developers for initial consulting and administrative costs and
expenses related to a proposed public financing district.
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i; il l'L•.Ir 'O l 1() lw,k2ct P.wk :'O()
1
' CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2015/16 Adopted Budget
1 Description of Funds by Fund Type
Fund # Fund Description
ENTERPRISE FUNDS
Enterprise Funds are used primarily to account for "business-like" activities that are
' primarily financed through user charges
' 700 Sports Complex - Established to account for personnel and operating costs
directly associated with the operation of the baseball facility, which is the home of
the Rancho Cucamonga Quakes.
' 702 REGIS Connect - Established to account for costs associated with the
development of the Rancho Cucamonga Enterprise GIS Connect Program which
provides services to the City and agency partners that are in need of their expertise.
705 Municipal Utility - Established to account for the costs of labor and materials
used in the operation, maintenance, construction and consumption of electric
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706 services to certain major commercial/industrial developments within the City.
Utility Public Benefit Fund - Established to account for 2.85% of electric retail
revenues to fund qualifying energy efficiency and renewable energy programs,
research and demonstration projects and services to low income electricity
customers.
' INTERNAL SERVICE FUNDS
Internal service funds are used to account for the financing of goods or services provided by
one department or agency to other departments or agencies of the government and to other
government units, on a cost reimbursement basis.
1 712 Equip/Vehicle Replacement- Established to account for the accumulation of user
charges to various City departments and the costs associated with replacing the
City's vehicles and equipment.
714 Comp Equip/Tech Replcment Fund - Established to account for the
' accumulation of resources and the costs associated with replacing the City's data
processing equipment and maintaining current technology.
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