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Home My WebLink About2019/06/27 - Agenda Packet - SpecialJUNE 273 2019 - 5:00 PM SPECIAL MEETING CITY COUNCIL/FIRE PROTECTION DISTRICT AGENDA Council Chambers, 10500 Civic Center Drive, Rancho Cucamonga, CA 91730 A CALL TO ORDER Pledge of Allegiance Roll Call: Mayor Michael Mayor Pro Tem Kennedy Council Members Hutchison, Scott and Spagnolo B PUBLIC COMMUNICATIONS This is the time and place for the general public to address the Fire Protection District and City Council on any item listed on the agenda. State law prohibits the Fire Protection District and City Council from addressing any issue not previously included on the Agenda. The Fire Protection District and City Council may receive testimony and set the matter for a subsequent meeting. Comments are to be limited to five minutes per individual or less, as deemed necessary by the Mayor, depending upon the number of individuals desiring to speak. All communications are to be addressed directly to the Fire Board, or City Council not to the members of the audience. This is a professional business meeting and courtesy and decorum are expected. Please refrain from any debate between audience and speaker, making loud noises, or engaging in any activity which might be disruptive to the decorum of the meeting. Page 1 C CONSENT CALENDAR - FIRE PROTECTION DISTRICT C1. Consideration to Approve the Following to be in Compliance with Governmental Accounting Standards Board (GASB) Statement No. 54: 1) Updated Fund Balance 4 Policy and 2) a Resolution Committing to the Level of Fiscal Reserves for the Rancho Cucamonga Fire Protection District. RESOLUTION NO. 19-005 A RESOLUTION OF THE BOARD OF DIRECTORS OF THE RANCHO CUCAMONGA FIRE PROTECTION DISTRICT, SAN BERNARDINO COUNTY, CALIFORNIA 10 COMMITTING TO THE LEVEL OF FISCAL RESERVES FOR THE RANCHO CUCAMONGA FIRE PROTECTION DISTRICT D CONSENT CALENDAR - CITY COUNCIL D1. Consideration to Approve the Following to be in Compliance with Governmental Accounting Standards Board (GASB) Statement No. 54: 1) Updated Fund Balance 11 Policy and 2) a Resolution Committing to the Level of Fiscal Reserves for the City of Rancho Cucamonga. RESOLUTION NO. 19-049 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA, CALIFORNIA COMMITTING TO THE LEVEL OF FISCAL RESERVES FOR THE CITY 17 OF RANCHO CUCAMONGA D2. Consideration to Approve Updated City General Fund Reserve Funding Goals Policy. 18 D3. Consideration of Approval of Revisions to Amended Fiscal Year 2018/19 24 Appropriations. D4. Consideration to Approve a Resolution of the City Council of the City of Rancho Cucamonga, California, Approving the Memorandum of Understanding Between the 26 City of Rancho Cucamonga and the Executive Management Employee Group for the Period of July 1, 2019 Through June 30, 2021. RESOLUTION NO. 19-050 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA, CALIFORNIA, APPROVING THE MEMORANDUM OF UNDERSTANDING BETWEEN 28 THE CITY OF RANCHO CUCAMONGA AND THE EXECUTIVE MANAGEMENT EMPLOYEE GROUP RELATIVE TO WAGES, BENEFITS AND OTHER TERMS AND CONDITIONS OF EMPLOYMENT FOR THE PERIOD JULY 1, 2019 THROUGH JUNE 30, 2021 E CITY MANAGER'S STAFF REPORTS - FIRE DISTRICT E1. Consideration to Adopt the General Fund Preliminary Budget, Approve a Resolution Adopting the General Fund Appropriations Limit for Fiscal Year 2019/20, and Set 46 Approval of a Final Budget for the July 17, 2019 Board Meeting. RESOLUTION NO. 19-006 A RESOLUTION OF THE BOARD OF DIRECTORS OF THE RANCHO CUCAMONGA FIRE PROTECTION DISTRICT, SAN BERNARDINO COUNTY, CALIFORNIA, 48 ADOPTING A GENERAL FUND APPROPRIATIONS LIMIT FOR FISCAL YEAR 2019/20 PURSUANT TO ARTICLE XIIIB OF THE CALIFORNIA CONSTITUTION E2. Consideration to Approve Resolutions Adopting a Budget in the Amount of $6,108,490 49 and Approving the Appropriations Limit in the Amount of $15,600,776 for Fiscal Year 2019/20 in Communities Facilities District (CFD) No. 85-1. Page 2 RESOLUTION NO. 19-007 A RESOLUTION OF THE BOARD OF DIRECTORS OF THE RANCHO CUCAMONGA FIRE PROTECTION DISTRICT, SAN BERNARDINO COUNTY, CALIFORNIA, 51 APPROVING AND ADOPTING A BUDGET FOR MELLO-ROOS COMMUNITY FACILITIES DISTRICT NO. 85-1 FOR FISCAL YEAR 2019/20 RESOLUTION NO. 19-008 A RESOLUTION OF THE BOARD OF DIRECTORS OF THE RANCHO CUCAMONGA FIRE PROTECTION DISTRICT, SAN BERNARDINO COUNTY, CALIFORNIA, ADOPTING AN APPROPRIATIONS LIMIT FOR MELLO-ROOS COMMUNITY 52 FACILITIES DISTRICT NO. 85-1 FOR FISCAL YEAR 2019/20 PURSUANT TO ARTICLE XIIIB OF THE CALIFORNIA CONSTITUTION E3. Consideration to Approve Resolutions Adopting a Budget in the Amount of $2,394,810 53 and Approving the Appropriation Limit in the Amount of $3,994,546 for Fiscal Year 2019/20 in Community Facilities District (CFD) No. 88-1. RESOLUTION NO. 19-009 A RESOLUTION OF THE BOARD OF DIRECTORS OF THE RANCHO CUCAMONGA FIRE PROTECTION DISTRICT, CITY OF RANCHO CUCAMONGA, COUNTY OF SAN 55 BERNARDINO, STATE OF CALIFORNIA, APPROVING AND ADOPTING A BUDGET FOR COMMUNITY FACILITIES DISTRICT NO. 88-1 FOR FISCAL YEAR 2019/20 RESOLUTION NO. 19-010 A RESOLUTION OF THE BOARD OF DIRECTORS OF THE RANCHO CUCAMONGA FIRE PROTECTION DISTRICT, SAN BERNARDINO COUNTY, CALIFORNIA, 56 ADOPTING AN APPROPRIATIONS LIMIT FOR COMMUNITY FACILITIES DISTRICT NO. 88-1 FOR FISCAL YEAR 2019/20 PURSUANT TO ARTICLE XIIIB OF THE CALIFORNIA CONSTITUTION F CITY MANAGER'S STAFF REPORTS - CITY COUNCIL F1. Consideration to Adopt the Fiscal Year 2019/20 Budget and the Article XIIIB 57 Appropriations Limit. RESOLUTION NO. 19-051 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA, 59 CALIFORNIA ADOPTING THE CITY'S FISCAL YEAR 2019/20 BUDGET RESOLUTION NO. 19-052 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA, CALIFORNIA ESTABLISHING AN APPROPRIATIONS LIMIT PURSUANT TO ARTICLE 61 XIIIB OF THE CALIFORNIA STATE CONSTITUTION FOR FISCAL YEAR 2019/20 F2. Consideration to adopt the Capital Improvement Program for Fiscal Year 2019/20. 62 F3. Consideration to Adopt a Resolution of the City Council of the City of Rancho Cucamonga, California, Approving the Salary Schedules for Fiscal Year 2019-20. 202 RESOLUTION NO. 19-053 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA, CALIFORNIA, APPROVING THE SALARY SCHEDULES FOR FISCAL YEAR 2019-20 204 G ADJOURNMENT CERTIFICATION I, Linda A. Troyan, MMC, City Clerk Services Director of the City of Rancho Cucamonga, or my designee, hereby certify under penalty of perjury that a true, accurate copy of the foregoing agenda was posted on at least twenty-four (24) hours prior to the meeting per Government Code 54954.2 at 10500 Civic Center Drive, Rancho Cucamonga, California and on the City's website. Page 3 DATE: June 27, 2019 TO: President and Members of the Board of Directors FROM: John R. Gillison, City Manager INITIATED BY: Tamara L. Layne, Finance Director SUBJECT: CONSIDERATION TO APPROVE THE FOLLOWING TO BE IN COMPLIANCE WITH GOVERNMENTAL ACCOUNTING STANDARDS BOARD (GASB) STATEMENT NO. 54: 1) UPDATED FUND BALANCE POLICY AND 2) A RESOLUTION COMMITTING TO THE LEVEL OF FISCAL RESERVES FOR THE RANCHO CUCAMONGA FIRE PROTECTION DISTRICT. RECOMMENDATION: It is recommended that the Fire Board approve the following to be in compliance with Governmental Accounting Standards Board (GASB) Statement No. 54: 1) updated Fund Balance Policy and 2) a resolution committing to the level of fiscal reserves for the Rancho Cucamonga Fire Protection District. BACKGROUND: On a regular basis, the Governmental Accounting Standards Board (GASB) adopts new policies and procedures that apply to public entities. In February 2009, GASB issued Statement No. 54 which applies to Fund Balance Reporting and Governmental Fund Type Definitions (GASB 54). Since 2011, in order to be in compliance with GASB 54, the Fire District has approved a Fund Balance Policy and a resolution committing to the level of reserves for the Rancho Cucamonga Fire Protection District. ANALYSIS: In order to accommodate any changes to these commitments that may become necessary due to changes in operations or changes in City Council goals, staff annually brings this policy and resolution before the Board for approval at the end of each fiscal year. The following updates (City- and District - related) have been made to the policy: • The Dispatch System Acquisition reserve for the Fire District was removed from the policy as these funds were expended in a prior year. • Clarifications were made to the description of assets covered by the City Facilities Capital Repair Reserve to indicate that it excludes assets owned by the Fire District. • The Law Enforcement Reserve's description was enhanced to include capital facilities. • The name of the Sphere of Influence Issues assigned fund balance was changed to Annexation, Habitat Mitigation and Sphere of Influence Issues to more accurately reflect the nature of the reserve. The Fund Balance Policy provides guidelines for building Fire District reserves in support of future needs for capital replacement, resiliency in the event of an economic downturn, and planned Page 4 enhancements to the services and facilities available to the citizens of Rancho Cucamonga. The Fund Balance Policy is presented to the Fire Board for review and approval. The attached Resolution formally establishes the Fire District's fund balance commitments for the fiscal year ending June 30, 2019. FISCAL IMPACT: None. COUNCIL GOAL(S) ADDRESSED: Not applicable. ATTACHMENTS: Description Attachment 1 - Fund Balance Policy Attachment 2 - Resolution Page 5 ATTACHMENT CUCAMONGA - 140p- RANCHO CUCAMONGA FIRE PROTECTION DISTRICT FUND BALANCE POLICY POLICY NO.: -_ EFFECTIVE: June 15, 2011 REVISED: June 27, 2019 APPROVED: PURPOSE This Fund Balance Policy establishes the procedures for the reporting of unrestricted fund balance in the City General Fund and Fire District financial statements. Certain commitments and assignments of fund balance will help ensure that there will be adequate financial resources to protect the City against unforeseen circumstances and events such as revenue shortfalls and unanticipated expenditures. The policy also authorizes and directs the Finance Director to prepare financial reports which accurately categorize fund balance as per Governmental Accounting Standards Board (GASB) Statement No. 54, Fund Balance Reporting and Governmental Fund Type Definitions. GENERAL POLICY Fund balance is essentially the difference between the assets and liabilities reported in a governmental fund. There are five separate components of fund balance, each of which identifies the extent to which the City/Fire District is bound to honor constraints on the specific purposes for which amounts can be spent. • Nonspendable fund balance (inherently nonspendable) • Restricted fund balance (externally enforceable limitations on use) • Committed fund balance (self-imposed limitations on use) • Assigned fund balance (limitation resulting from intended use) • Unassigned fund balance (residual net resources) The first two components listed above are not addressed in this policy due to the nature of their restrictions. An example of nonspendable fund balance is inventory. Restricted fund balance is either imposed by law or constrained by grantors, contributors, or laws or regulations of other governments. This policy is focused on financial reporting of unrestricted fund balance, or the last three components listed above. These three components are further defined below. Committed Fund Balance The City Council (which also acts as the Board of Directors for the Rancho Cucamonga Fire Protection District), as the City's highest level of decision-making authority, may commit fund Page 6 FUND BALANCE POLICY PAGE 2OF4 balance for specific purposes pursuant to constraints imposed by formal actions taken, such as an ordinance or resolution. These committed amounts cannot be used for any other purpose unless the City Council/Fire Board removes or changes the specified use through the same type of formal action taken to establish the commitment. City Council/Fire Board action to commit fund balance needs to occur within the fiscal reporting period; however, the amount can be determined subsequently. • Changes in Economic Circumstances The City's General Fund balance committed for changes in economic circumstances is established at a goal of a nine month reserve, or 75% of the City General Fund operating budget for the upcoming fiscal year. The Fire District's fund balance committed for changes in economic circumstances is established at a goal of a nine month reserve, or 75% of the Fire District's operating budget for the upcoming fiscal year. The specific uses of this commitment include: 1) the declaration of a state or federal state of emergency or a local emergency as defined in Rancho Cucamonga Municipal Code Section 2.36.020; or 2) a change in economic circumstances in a given fiscal year that results in revenues to the City/Fire District being insufficient to cover expenditures for one or more fiscal years. The City Council/Fire Board may, by the affirming vote of four members, change the amount of this commitment and/or the specific uses of these monies. • City Facilities Capital Repair The City's General Fund balance committed for City facilities capital repair and property acquisition is established at a minimum goal of 50% of capital assets value comprised of construction in progress (excluding infrastructure), building improvements, and improvements other than building for governmental activities, excluding assets owned by the Rancho Cucamonga Fire Protection District. • Fire District Facilities Capital Repair The Fire District's fund balance committed for the Fire District facilities capital repair is hereby committed to a minimum goal of 50% of capital assets value comprised of construction in progress (excluding infrastructure), building improvements, and improvements other than building for public safety -fire activities. • Working Capital The City's General Fund balance committed for Working Capital is established at a goal of a minimum of 5% of the City's General Fund operating budget for the upcoming fiscal year. The Fire District's fund balance committed for Working Capital is established at a goal of a minimum of 50% of the District's operating budget for the upcoming fiscal year. • Self -Insurance The City's General Fund balance and the Fire District's fund balance committed for payment of Worker's Compensation, General Liability, and Employment Practices Liability claims is established at a minimum goal of eight times the City's and the District's total yearly SIRs for all types of insurance coverage. Page 7 FUND BALANCE POLICY PAGE 3OF4 • PASIS Worker's Compensation Tail Claims The Fire District's fund balance committed for payment of outstanding Worker's Compensation claims remaining after the District's withdrawal from PASIS is established at a goal equal to the most recent fiscal year end Claims Cost Detail Report from the District's third -party administrator plus 15%. • Employee Leave Payouts The City's General Fund balance and the Fire District's fund balance committed for employee leave payouts as valued in accordance with the City's labor contracts as of the last day of the fiscal year. • 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. • Law Enforcement The City's General Fund balance committed for public safety purposes, including operations, equipment, capital outlay, capital facilities, personnel, and booking fees. The funding goal for this reserve is the equivalent of 100% of the most recently approved Schedule A from the San Bernardino County Sheriff's Department. Assigned Fund Balance Amounts that are constrained by the City/Fire District's intent to be used for specific purposes, but are neither restricted nor committed, should be reported as assigned fund balance. This policy hereby delegates the authority to assign amounts to be used for specific purposes to the City Manager and/or Finance Director for the purpose of reporting these amounts in the annual financial statements. The following are a few non-exclusive examples of assigned fund balance. • Economic and Community Development Special Services The City's General Fund balance assigned for contracts, special services, or projects associated with Economic and Community Development (ECD) special projects or ECD initiatives/Council goals (such as economic strategy and Development Code contract services) as well as a one-year value of staffing costs for Planning, Building and Safety, and Engineering (not including capital and project management). • Annexation, Habitat Mitigation and Sphere of Influence Issues Established to provide funds for a multi-year effort to analyze the physical constraints and opportunities within the sphere area, provide required environmental analysis, and plan for the eventual annexation of the remaining unincorporated areas within the City sphere of influence. This reserve also provides for ancillary costs related to annexation of the sphere area, including mitigation issues and legal challenges. Another area covered by Page 8 FUND BALANCE POLICY PAGE 4OF4 this reserve is the creation of a multi -species habitat conservation plan as well as acquisition of habitat conservation land. Unassianed Fund Balance These are residual positive net resources of the General Fund and Fire District funds in excess of what can properly be classified in one of the other four categories. Fund Balance Classification The accounting policies of the City/Fire District consider restricted fund balance to have been spent first when an expenditure is incurred for purposes for which both restricted and unrestricted fund balance is available. Similarly, when an expenditure is incurred for purposes for which amounts in any of the unrestricted classifications of fund balance could be used, the City/Fire District considers committed amounts to be reduced first, followed by assigned amounts and then unassigned amounts. This policy is in place to provide a measure of protection for the City/Fire District against unforeseen circumstances and to comply with GASB Statement No. 54. No other policy or procedure supersedes the authority and provisions of this policy. Page 9 RESOLUTION NO. FD 19 -XXX RESOLUTION OF THE BOARD OF DIRECTORS OF THE RANCHO CUCAMONGA FIRE PROTECTION DISTRICT, SAN BERNARDINO COUNTY, CALIFORNIA COMMITTING TO THE LEVEL OF FISCAL RESERVES FOR THE RANCHO CUCAMONGA FIRE PROTECTION DISTRICT WHEREAS, the Rancho Cucamonga Fire Protection District Board desires to protect existing services, and; WHEREAS, the Rancho Cucamonga Fire Protection District Board desires to be prepared for emergencies, and; WHEREAS, the Rancho Cucamonga Fire Protection District Board desires to maintain good fiscal management and fiscal structure to operate a municipal corporation; NOW, THEREFORE, the Board of Directors of the Rancho Cucamonga Fire Protection District, San Bernardino, California does hereby resolve on this 27th day of June 2019 that the level of fiscal reserves maintained by the Rancho Cucamonga Fire Protection District as of fiscal year end are committed to the goals as outlined in the District's Fund Balance policy, attached to this resolution as Exhibit A. PASSED, APPROVED, AND ADOPTED this 27th day of June 2019. Resolution No. FD 19 -XXX ATTACHMENT 2 Page 10 DATE: June 27, 2019 TO: Mayor and Members of the City Council FROM: John R. Gillison, City Manager INITIATED BY: Tamara L. Layne, Finance Director SUBJECT: CONSIDERATION TO APPROVE THE FOLLOWING TO BE IN COMPLIANCE WITH GOVERNMENTAL ACCOUNTING STANDARDS BOARD (GASB) STATEMENT NO. 54: 1) UPDATED FUND BALANCE POLICY AND 2) A RESOLUTION COMMITTING TO THE LEVEL OF FISCAL RESERVES FOR THE CITY OF RANCHO CUCAMONGA. RECOMMENDATION: It is recommended that the City Council approve the following to be in compliance with Governmental Accounting Standards Board (GASB) Statement No. 54: 1) updated Fund Balance Policy and 2) a resolution committing to the level of fiscal reserves for the City of Rancho Cucamonga. BACKGROUND: On a regular basis, the Governmental Accounting Standards Board (GASB) adopts new policies and procedures that apply to public entities. In February 2009, GASB issued Statement No. 54, which applies to Fund Balance Reporting and Governmental Fund Type Definitions (GASB 54). Since 2011, in order to be in compliance with GASB 54, the City Council has approved a Fund Balance Policy and a resolution committing to the level of reserves for the City of Rancho Cucamonga. ANALYSIS: In order to accommodate any changes to these commitments that may become necessary due to changes in operations or changes in City Council goals, staff will annually bring this policy and resolution before the City Council for approval at the end of each fiscal year. The following updates (City- and District -related) have been made to the policy: • The Dispatch System Acquisition reserve for the Fire District was removed from the policy as these funds were expended in a prior year. • Clarifications were made to the description of assets covered by the City Facilities Capital Repair Reserve to indicate that it excludes assets owned by the Fire District. • The Law Enforcement Reserve's description was enhanced to include capital facilities. • The name of the Sphere of Influence Issues assigned fund balance was changed to Annexation, Habitat Mitigation and Sphere of Influence Issues to more accurately reflect the nature of the reserve. The Fund Balance Policy, in conjunction with the City General Fund Reserve Funding Goals Policy, provides guidelines for building City reserves in support of future needs for capital replacement, Page 11 resiliency in the event of an economic downturn, and planned enhancements to the services and facilities available to the citizens of Rancho Cucamonga. The Fund Balance Policy is presented to the City Council for review and approval. The attached Resolution formally establishes the City of Rancho Cucamonga's fund balance commitments for the fiscal year ending June 30, 2019. FISCAL IMPACT: None. COUNCIL GOAL(S) ADDRESSED: Not applicable. ATTACHMENTS: Description Attachment 1 - Fund Balance Policy Attachment 2 - Resolution Page 12 ATTACHMENT CUCAMONGA - 140p- RANCHO CUCAMONGA FIRE PROTECTION DISTRICT FUND BALANCE POLICY POLICY NO.: -_ EFFECTIVE: June 15, 2011 REVISED: June 27, 2019 APPROVED: PURPOSE This Fund Balance Policy establishes the procedures for the reporting of unrestricted fund balance in the City General Fund and Fire District financial statements. Certain commitments and assignments of fund balance will help ensure that there will be adequate financial resources to protect the City against unforeseen circumstances and events such as revenue shortfalls and unanticipated expenditures. The policy also authorizes and directs the Finance Director to prepare financial reports which accurately categorize fund balance as per Governmental Accounting Standards Board (GASB) Statement No. 54, Fund Balance Reporting and Governmental Fund Type Definitions. GENERAL POLICY Fund balance is essentially the difference between the assets and liabilities reported in a governmental fund. There are five separate components of fund balance, each of which identifies the extent to which the City/Fire District is bound to honor constraints on the specific purposes for which amounts can be spent. • Nonspendable fund balance (inherently nonspendable) • Restricted fund balance (externally enforceable limitations on use) • Committed fund balance (self-imposed limitations on use) • Assigned fund balance (limitation resulting from intended use) • Unassigned fund balance (residual net resources) The first two components listed above are not addressed in this policy due to the nature of their restrictions. An example of nonspendable fund balance is inventory. Restricted fund balance is either imposed by law or constrained by grantors, contributors, or laws or regulations of other governments. This policy is focused on financial reporting of unrestricted fund balance, or the last three components listed above. These three components are further defined below. Committed Fund Balance The City Council (which also acts as the Board of Directors for the Rancho Cucamonga Fire Protection District), as the City's highest level of decision-making authority, may commit fund Page 13 FUND BALANCE POLICY PAGE 2OF4 balance for specific purposes pursuant to constraints imposed by formal actions taken, such as an ordinance or resolution. These committed amounts cannot be used for any other purpose unless the City Council/Fire Board removes or changes the specified use through the same type of formal action taken to establish the commitment. City Council/Fire Board action to commit fund balance needs to occur within the fiscal reporting period; however, the amount can be determined subsequently. • Changes in Economic Circumstances The City's General Fund balance committed for changes in economic circumstances is established at a goal of a nine month reserve, or 75% of the City General Fund operating budget for the upcoming fiscal year. The Fire District's fund balance committed for changes in economic circumstances is established at a goal of a nine month reserve, or 75% of the Fire District's operating budget for the upcoming fiscal year. The specific uses of this commitment include: 1) the declaration of a state or federal state of emergency or a local emergency as defined in Rancho Cucamonga Municipal Code Section 2.36.020; or 2) a change in economic circumstances in a given fiscal year that results in revenues to the City/Fire District being insufficient to cover expenditures for one or more fiscal years. The City Council/Fire Board may, by the affirming vote of four members, change the amount of this commitment and/or the specific uses of these monies. • City Facilities Capital Repair The City's General Fund balance committed for City facilities capital repair and property acquisition is established at a minimum goal of 50% of capital assets value comprised of construction in progress (excluding infrastructure), building improvements, and improvements other than building for governmental activities, excluding assets owned by the Rancho Cucamonga Fire Protection District. • Fire District Facilities Capital Repair The Fire District's fund balance committed for the Fire District facilities capital repair is hereby committed to a minimum goal of 50% of capital assets value comprised of construction in progress (excluding infrastructure), building improvements, and improvements other than building for public safety -fire activities. • Working Capital The City's General Fund balance committed for Working Capital is established at a goal of a minimum of 5% of the City's General Fund operating budget for the upcoming fiscal year. The Fire District's fund balance committed for Working Capital is established at a goal of a minimum of 50% of the District's operating budget for the upcoming fiscal year. • Self -Insurance The City's General Fund balance and the Fire District's fund balance committed for payment of Worker's Compensation, General Liability, and Employment Practices Liability claims is established at a minimum goal of eight times the City's and the District's total yearly SIRs for all types of insurance coverage. Page 14 FUND BALANCE POLICY PAGE 3OF4 • PASIS Worker's Compensation Tail Claims The Fire District's fund balance committed for payment of outstanding Worker's Compensation claims remaining after the District's withdrawal from PASIS is established at a goal equal to the most recent fiscal year end Claims Cost Detail Report from the District's third -party administrator plus 15%. • Employee Leave Payouts The City's General Fund balance and the Fire District's fund balance committed for employee leave payouts as valued in accordance with the City's labor contracts as of the last day of the fiscal year. • 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. • Law Enforcement The City's General Fund balance committed for public safety purposes, including operations, equipment, capital outlay, capital facilities, personnel, and booking fees. The funding goal for this reserve is the equivalent of 100% of the most recently approved Schedule A from the San Bernardino County Sheriff's Department. Assigned Fund Balance Amounts that are constrained by the City/Fire District's intent to be used for specific purposes, but are neither restricted nor committed, should be reported as assigned fund balance. This policy hereby delegates the authority to assign amounts to be used for specific purposes to the City Manager and/or Finance Director for the purpose of reporting these amounts in the annual financial statements. The following are a few non-exclusive examples of assigned fund balance. • Economic and Community Development Special Services The City's General Fund balance assigned for contracts, special services, or projects associated with Economic and Community Development (ECD) special projects or ECD initiatives/Council goals (such as economic strategy and Development Code contract services) as well as a one-year value of staffing costs for Planning, Building and Safety, and Engineering (not including capital and project management). • Annexation, Habitat Mitigation and Sphere of Influence Issues Established to provide funds for a multi-year effort to analyze the physical constraints and opportunities within the sphere area, provide required environmental analysis, and plan for the eventual annexation of the remaining unincorporated areas within the City sphere of influence. This reserve also provides for ancillary costs related to annexation of the sphere area, including mitigation issues and legal challenges. Another area covered by Page 15 FUND BALANCE POLICY PAGE 4OF4 this reserve is the creation of a multi -species habitat conservation plan as well as acquisition of habitat conservation land. Unassianed Fund Balance These are residual positive net resources of the General Fund and Fire District funds in excess of what can properly be classified in one of the other four categories. Fund Balance Classification The accounting policies of the City/Fire District consider restricted fund balance to have been spent first when an expenditure is incurred for purposes for which both restricted and unrestricted fund balance is available. Similarly, when an expenditure is incurred for purposes for which amounts in any of the unrestricted classifications of fund balance could be used, the City/Fire District considers committed amounts to be reduced first, followed by assigned amounts and then unassigned amounts. This policy is in place to provide a measure of protection for the City/Fire District against unforeseen circumstances and to comply with GASB Statement No. 54. No other policy or procedure supersedes the authority and provisions of this policy. Page 16 ATTACHMENT 2 RESOLUTION NO. 19 -XXX RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA, CALIFORNIA COMMITTING TO THE LEVEL OF FISCAL RESERVES FOR THE CITY OF RANCHO CUCAMONGA WHEREAS, the Rancho Cucamonga City Council desires to protect existing services, and; WHEREAS, the Rancho Cucamonga City Council desires to be prepared for emergencies, and; WHEREAS, the Rancho Cucamonga City Council desires to maintain good fiscal management and fiscal structure to operate a municipal corporation, and; WHEREAS, the Rancho Cucamonga City Council desires to maintain the financial strength required to obtain beneficial bond ratings for the City; NOW, THEREFORE, the City Council of the City of Rancho Cucamonga, California does hereby resolve on this 27th day of June 2019 that the level of fiscal reserves maintained by the City of Rancho Cucamonga as of fiscal year end are committed to the goals as outlined in the City's Fund Balance Policy, attached to this resolution as Exhibit A. PASSED, APPROVED, AND ADOPTED this 27th day of June 2019. Page 17 DATE: TO: FROM: INITIATED BY: SUBJECT June 27, 2019 Mayor and Members of the City Council John R. Gillison, City Manager Tamara L. Layne, Finance Director CONSIDERATION TO APPROVE UPDATED CITY GENERAL FUND RESERVE FUNDING GOALS POLICY. RECOMMENDATION: Staff recommends that the City Council approve the attached updated City General Fund Reserve Funding Goals Policy. BACKGROUND: This City General Fund Reserve Funding Goals Policy establishes the methodology for the funding goals for each of the City General Fund reserves, including the replacement of vehicles, equipment, and computer equipment/technology. While the City established many of these reserves in prior years, some did not have specific methodologies assigned to them in order to quantify the goal for the reserve. This policy, which was initially approved by the City Council in June 2012, formalizes the City General Fund reserves, establishes some new ones (if applicable), and sets quantifiable goals for each reserve. The following updates were made to the policy: • The funding goal for Self -Insurance Reserve was increased from eight times the Self -Insured Retention (SIR) in each program to nine times the SIR. • Clarifications were made to the description of assets covered by the City Facilities Capital Repair Reserve to indicate that it excludes assets owned by the Fire District. • The funding goal for the Economic and Community Development Special Services funding goal was increased from $4,500,000 to $5,000,000. • The name of the Sphere of Influence Issues assigned fund balance was changed to Annexation, Habitat Mitigation and Sphere of Influence Issues to more accurately reflect the nature of the reserve. • The name of the Animal Center Reserve and the corresponding funding goal were updated. The reserve is now called the Animal Center Facility Replacement Reserve and the funding goal is now equivalent to the estimated construction cost of the future replacement of the Animal Center facility. • The General Plan Update funding goal verbiage was edited to remove the reference to funding sources no longer in place. • The name of the funding goal for Radio System Acquisition was changed to 800 MHz Radio System Replacement to be more descriptive. • Clarifications were made to the description of assets covered by the funding goals for Vehicle and Equipment Replacement and Computer Equipment/Technology Replacement to indicate that they exclude assets owned by the Fire District. Additionally, information was added to indicate the City funds where the accounting for these reserves occurs. • The Community Development Information Technology funding goal verbiage was edited to remove the reference to funding sources no longer in place. Additionally, information was added to indicate the City fund where the accounting for this reserve occurs. ANALYSIS: In accordance with the policy, upon the completion of the City's annual audit, the Finance Director Page 18 prepares a schedule summarizing the funding status of each reserve for use by the City Manager in future budgetary planning. This policy does not apply to reserves determined to be non -spendable in accordance with the City's Fund Balance Policy nor does it apply to reserves that pertain to outstanding encumbrances (i.e., purchase orders) or unrealized gain on investments (GASB31) as of fiscal year end. FISCAL IMPACT: None. COUNCIL GOAL(S) ADDRESSED: Not applicable. ATTACHMENTS: Description Attachment 1 - City General Fund Reserve Funding Goals Policy Page 19 ATTACHMENT CUCAMONGA CITY GENERAL FUND RESERVE FUNDING GOALS POLICY POLICY NO.: -_ EFFECTIVE: June 13, 2013 REVISED: June 27, 2019 APPROVED: PURPOSE This City General Fund Reserve Funding Goals Policy establishes the methodology for the funding goals for each of the City General Fund reserves, including the replacement of vehicles, equipment, and computer equipment/technology. This policy does not apply to reserves determined to be nonspendable in accordance with the City's Fund Balance Policy nor does it apply to reserves that pertain to outstanding encumbrances (i.e., purchase orders) or unrealized gain on investments (GASB31) as of fiscal year end. Upon the completion of the City's annual audit, this policy directs the Finance Director to prepare a schedule summarizing the funding status of each reserve as of the audit date. This schedule will serve as a tool for budgetary planning for the funding of each reserve. GENERAL POLICY Following is a detailed description of the methodology for the funding goals for each of the City General Fund reserves referred to above. Self-insurance The funding goal for this reserve is established at nine times the Self -Insured Retention (SIR) in each program (Worker's Compensation, General Liability, and Employment Practices Liability) to allow for nine full limit claims in any one year. The SIR is essentially the City's deductible in each program. Those numbers are calculated as follows: Worker's Comp ($250,000 SIR) is $2,250,000; General Liability ($500,000 SIR) is $4,500,000; and Employment Practices ($250,000 SIR) is $2,250,000. The total proposed reserve is $9,000,000. This level of reserves protects the City's assets by ensuring adequate funding in the event of multiple large claims against the City. Employee leave payouts The funding goal for this reserve is established at 100% of the current value of vacation, sick leave, and comp time payouts per the respective City MOUs. Page 20 CITY GENERAL FUND RESERVE FUNDING GOALS POLICY PAGE 2OF4 PERS rate stabilization The funding goal for this reserve is established at a level equal to the value of projected rate increases identified in the respective annual CalPERS actuarial valuation for five fiscal years after the year of financial reporting. The related reserve is restricted as the funds have been placed in the PARS Post -Employment Benefits Trust, which is a restricted asset on the City's balance sheet. Citv facilities caDital reaairs The funding goal for City facilities capital repair is established at a minimum goal of 50% of capital assets value comprised of construction in progress (excluding infrastructure), building improvements, and improvements other than buildings for governmental activities, excluding assets owned by the Rancho Cucamonga Fire Protection District. Changes in economic circumstances The funding goal for changes in economic circumstances is established at a nine-month reserve, or 75% of the City General Fund operating budget for the upcoming fiscal year. Law enforcement The funding goal for this reserve is the equivalent of 100% of the most recently approved Schedule A from the San Bernardino County Sheriff's Department. Economic and community development special services The funding goal for this reserve is $5,000,000 to pay for contract services, special services, or projects associated with Economic and Community Development (ECD) special projects or ECD initiatives/Council goals (such as economic strategy and Development Code contract services) as well as a one-year value of staffing costs for Planning, Building and Safety and Engineering (not including capital and project management). Funding for this reserve would be provided by unspent revenue from Planning, Building and Safety, and Engineering (not including capital and project management) on an annual basis. Annexation, Habitat Mitigation and Sphere of Influence issues The funding goal for this reserve is established at $10,000,000. The reserve is intended to provide funds for a multi-year effort to analyze the physical constraints and opportunities within the sphere area, provide required environmental analysis, and plan for the eventual annexation of the remaining unincorporated areas within the City sphere of influence. The eventual annexation requires pre -zoning, CEQA compliance, and a comprehensive service plan. The reserve amount reflects estimates of cost proposed by the City staff in consultation with experts familiar with the City process and geography. This reserve also provides for ancillary costs related to annexation of the sphere area, including mitigation issues and legal challenges. Another area covered by this reserve is the creation of a multi -species habitat conservation plan as well as acquisition of habitat conservation land. The overall funding goal will be increased each fiscal year based on the increase in the City's assessed valuation for the upcoming fiscal year per the City's property tax consultant. Page 21 CITY GENERAL FUND RESERVE FUNDING GOALS POLICY PAGE 3OF4 Working capital The funding goal for the City's General Fund working capital reserve is established at a goal of a minimum of 5% of the City's General Fund operating budget for the upcoming fiscal year. Animal Center facility replacement This reserve is established to fund the future replacement of the Animal Center facility. The funding goal for this reserve is equivalent to the estimated construction cost of the future Center. General Plan update The funding goal is equal to the cost to update the City's General Plan based on the most recent contract awarded, increased annually for the CPI as of each fiscal year end. The funding source for this reserve is a 10% General Plan Maintenance Fee collected on all applicable Building and Safety Services Department and Planning Department services. City infrastructure The funding goal for City infrastructure is established at a minimum goal of 50% of infrastructure assets value comprised of road system (excluding right of way), monuments, storm drain system, and off-road trails system for governmental activities. 800 MHz radio system replacement This reserve is established to fund the future acquisition or replacement of the City's 800 MHz radios, as well as the City's proportionate share of the Countywide radio infrastructure. The funding goal is established at 100% of the replacement cost of the radios and 100% of the proportionate cost of the Countywide radio infrastructure. Mobile Home Park Proaram The Building and Safety Department is responsible for enforcing the State mobile home laws and has adopted the State's related schedule of fees. One of the fees collected is retained by the City to cover the cost of mandatory inspections performed by the Building and Safety Department in accordance with Title 25. The fee also covers the cost of educational materials and related printing services. The funding goal for this reserve is equal to the cost of a contract inspector for the mobile home park inspections for eight parks within the City. City vehicle and equipment replacement The funding goal is established at 105% of capital assets value comprised of vehicles and equipment for governmental activities, excluding assets owned by the Rancho Cucamonga Fire Protection District. The reserve is accounted for in the City's Equipment and Vehicle Replacement Internal Service Fund (Fund 712). Page 22 CITY GENERAL FUND RESERVE FUNDING GOALS POLICY PAGE 4OF4 City comDuter eoulDment/technoloav replacement The funding goal is established at 105% of capital assets value comprised of computer equipment/technology for governmental activities, excluding assets owned by the Rancho Cucamonga Fire Protection District. The reserve is accounted for in the City's Computer Equipment and Technology Replacement Internal Service Fund (Fund 714). Community Development information technology The funding goal of this reserve is equal to the implementation costs to replace and/or upgrade the City's land management software (Accela) combined with three years' worth of the City's Cost Allocation Plan (CAP) allocations to support the annual costs associated with Department of Innovation and Technology staff time, maintenance contracts, and general administrative allocations for the City's land management software. The funding source for this reserve is a 7% Technology Fee collected on all applicable Building and Safety Services Department, Engineering Department, and Planning Department services. The reserve is accounted for in the City Technology Fee Fund (Fund 020). Page 23 DATE: TO: FROM: INITIATED BY: SUBJECT June 27, 2019 Mayor and Members of the City Council John R. Gillison, City Manager Tamara L. Layne, Finance Director CONSIDERATION OF APPROVAL OF REVISIONS TO AMENDED FISCAL YEAR 2018/19 APPROPRIATIONS. RECOMMENDATION: It is recommended that the City Council approve the revisions to the Amended Fiscal Year 2018/19 Appropriations as submitted. BACKGROUND: On May 1, 2019, the City Council approved the Amended Fiscal Year (FY) 2018/19 Appropriations. Subsequent to the approval of the amended appropriations, it was determined that certain line items within the amended appropriations would be insufficient to fund the remainder of the fiscal year. Consequently, it is necessary for staff to submit revisions to certain line items included in the amended appropriations. The revisions primarily relate to differences noted between the final version of the Capital Improvement Plan (CIP) and the Amended Budget. ANALYSIS: In order to ensure that sufficient funding is available for all known expenditures, staff is requesting the City Council approve the revisions to the Amended FY 2018/19 Appropriations as detailed in the table below: REV 1510 NS TO AM EN DED F I SCAL YEAR 2018119 AP PROP RLATI ON 5 Fund Descrflollon Objm Descrfptlon Project Narne Amended FY 19 Revised FY 201SI19 110 Beautification 5650 Capital Project JL1945-Archib@IdWiden-N/0 Sunfl ower S S 349,490 120 ParkDevelopment 5650 Capital Project Various S 470,310 $ 457,840 177 imeasum) 5650 I Capital Project Various S 3,859,140 $ 4,1780,390 179 lRoad Maint& Rehab 5650 1 Capital Project Various S 3, 366,Q70 $ 2,500,000 *RevisedamountineludesCity CounciI approved increase of $52490 on May 15, 2019 **Revised amountincludesCity Council appraved increase of $2 ,380on May 12019for Fiscal Year 2018/19 Local OverlayPavernent Rehabilitation Project * ** FISCAL IMPACT: The net impact across all funds requiring revisions is a decrease of $307,740 in expenditures. COUNCIL GOAL(S) ADDRESSED: Page 24 Not applicable. Page 25 DATE: TO: FROM: INITIATED BY: SUBJECT June 27, 2019 Mayor and Members of the City Council John R. Gillison, City Manager Lori Sassoon, Deputy City Manager/Administrative Services Robert Neiuber, Human Resources CONSIDERATION TO APPROVE A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA, CALIFORNIA, APPROVING THE MEMORANDUM OF UNDERSTANDING BETWEEN THE CITY OF RANCHO CUCAMONGA AND THE EXECUTIVE MANAGEMENT EMPLOYEE GROUP FOR THE PERIOD OF JULY 1, 2019 THROUGH JUNE 30, 2021. RECOMMENDATION: Staff recommend that the City Council of the City of Rancho Cucamonga adopt the attached Resolution, approving the Memorandum of Understanding (MOU) between the City of Rancho Cucamonga and the Executive Management Employee Group for the period July 1, 2019 through June 30, 2021. 14 "-14 4 :C43:Zel 11111L I Ili On April 15, 2015, the City Council approved the Executive Management Group Memorandum of Understanding (MOU). The MOU was effective from July 1, 2015 until June 30, 2018. The Executive Management Group represents the City's Department Heads and Deputy City Managers. On December 20, 2017, the City Council approved a side letter agreement extending the Memorandum of Understanding (MOU) an additional year, ending on June 30, 2019. ANALYSIS: Representatives of the City and the Executive Management Employee Group have met and conferred in good faith and reached an agreement for a two (2) year labor contract for the period July 1, 2019 through June 30, 2021. The benefit considerations include: 2% COLA effective the first full pay period in July 2019 and 2% COLA effective the first full pay period in July 2020, additional $200 per month for medical, move current 7% CalPERS contribution from the employer side to the employee side effective June 30, 2020 and pick up an additional 1 % of CalPERS contribution on the employee side for Tier 1 and Tier 2 employees in the second year of the contract in order to reduce EPMC. In these second year, there is a 1 % additional COLA in July 2020 to be distributed among the City Clerk Services Director, Animal Services Director, and Library Services Director in order to continue to work on establishing parity in the Executive salary ranges. The MOU also includes vacation cap, clarification of the executive reimbursement benefit, and updated language to match current practices and changes in law. This negotiated package allows the City the ability to manage future increased costs by reducing the Page 26 amount the City contributes towards the CalPERS employee paid member contribution (EPMC) and allows the City to address pay disparity between positions within the Executive Management group and maintain a competitive workforce by providing salary and benefits that are comparable in the labor market. FISCAL IMPACT: The net budgeted fiscal impact of these benefit changes is anticipated to be $82,600 for FY 2019/20 and $188,600 for FY 2020/21. COUNCIL GOAL(S) ADDRESSED: ENHANCING PREMIER COMMUNITY STATUS The City is responsible for attracting and retaining exceptional community leaders to ensure that the City of Rancho Cucamonga continues to be a premier employer for the community. ATTACHMENTS: Description Attachment 1 - Resolution Attachment 2 - Memorandum of Understanding Page 27 RESOLUTION NO. 19- A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA, CALIFORNIA, APPROVING THE MEMORANDUM OF UNDERSTANDING BETWEEN THE CITY OF RANCHO CUCAMONGA AND THE EXECUTIVE MANAGEMENT EMPLOYEE GROUP RELATIVE TO WAGES, BENEFITS AND OTHER TERMS AND CONDITIONS OF EMPLOYMENT FOR THE PERIOD JULY 1, 2019 THROUGH JUNE 30, 2021. A. RECITALS Representatives of the City of Rancho Cucamonga (City) and The Executive Management Employee Group have met and conferred pursuant to the provisions of the Meyers-Milias- Brown Act (California Government Code §3500, et seq.) with regard to wages, benefits and other terms and conditions of employment. Representatives of the City and the Executive Management Group have agreed upon and present to this Council a Memorandum of Understanding pertaining to the Executive Management Group, effective July 1, 2019, specifying the results of said meet and confer process. All legal prerequisites to the adoption of this Resolution have occurred. B. RESOLUTION NOW THEREFORE, the City Council City of Rancho Cucamonga, California, does hereby find, determine and resolve as follows: 1. In all respects, as set forth in the Recitals, Part A of this Resolution. 2. The attached Memorandum of Understanding entered into, by and between City representatives and the Executive Management Employee Group representatives for the period July 1, 2019 through June 30, 2021, effective July 1, 2019, is hereby approved and ratified by the City Council. 3. The City Clerk shall certify to the adoption of this resolution. Page 28 MEMORANDUM OF UNDERSTANDING CITY OF RANCHO CUCAMONGA AND EXECUTIVE MANAGEMENT EMPLOYEE GROUP July 1, 2019 — June 30, 2021 Page 29 MEMORANDUM OF UNDERSTANDING BETWEEN THE CITY OF RANCHO CUCAMONGA, CALIFORNIA AND EXECUTIVE MANAGEMENT EMPLOYEE GROUP SECTION 1: EFFECTIVE DATE The provisions of this MOU are effective July 1, 2019 and shall continue for two-year period, ending June 30, 2021. SECTION 2: COST OF LIVING ADJUSTMENT Effective the first full pay period in July 2019, all Executive Management Group covered employees will receive a 2% cost of living adjustment. Effective the first full pay period in July 2020, all Executive Management Group covered employees will receive a 2% cost of living adjustment. SECTION 3: SALARY STRUCTURE Executive Management employees will be assigned to salary ranges, which are no less than 20% (40 salary code steps) below the control point and no more than 15% (30 salary code steps) above the control point. Actual salary within the range is determined by performance, achievement of goals and objectives, or for recent appointments, growth within the position. A. In order to prevent compaction issues, the top step of every Executive Management Covered employee's salary range should be a minimum of 5% above the top step of the available salary range of any subordinate employee as determined by the City Manager. Human Resources will review compaction issues each year taking into account any changes in salary ranges due to increases in control points, top steps and cost of living adjustments. B. The Executive Management Group requested the following salary adjustments to help address the disparity in pay between positions within the group: Effective the first full pay period in July 2020, the Executive Management Group will forgo an additional 1 % cost of living adjustment so that the salary ranges for the three positions specified below can receive the following equity adjustment: City Clerk Services Director 13% Library Services Director 2% Animal Services Director 5% Page 30 SECTION 4: EXECUTIVE BENEFITS Employees designated as Executive Management are not eligible for overtime pay, or compensatory time for working hours over and above the normal daily work schedule. Employees so designated shall be entitled to all benefits provided to general employees and the following: A. Administrative Leave - One hundred (100) hours per fiscal year. Days off must be approved by appropriate supervisor. In order to compete for talented Executive Staff, the City Manager may provide up to an additional 100 hours of Administrative Leave to an Executive Management covered employee upon hire. This additional Administrative Leave must be used within the first three years of the new employee's time with the City. The City does not recognize Administrative Leave as a property right and does not provide any cash -out provisions should an employee leave City service and still have a positive amount of Administrative Leave. B. Life Insurance - Life insurance in the amount of 100% of the annual base salary plus $75,000. C. Deferred Compensation - Six percent (6%) of base salary. Additional voluntary individual contributions above the 6% of base salary level will be matched dollar for dollar by the City up to a limit of 2% of base salary. Effective the first full pay period in July of 2016, the additional voluntary individual contributions above 6% of base salary level will be matched dollar for dollar by the City up to a limit of 4% of base salary. The total contributions for both City and Employee cannot exceed the maximum annual contributions as determined by the Internal Revenue Service. D. Automotive allowance of $500 per month if a City vehicle is not provided. E. Executive Reimbursement - The City shall provide up to $2000 each fiscal year to be applied to either Executive Physical or for Technology Reimbursement subject to the following conditions: 1. Executive Wellness Plan The City shall provide reimbursement for employee for an Executive Physical, and related approved expenses, up to a maximum amount of $2,000 per fiscal year. If the employee selects or requires additional services beyond the $2,000 per fiscal year amount, employee may receive reimbursement for additional approved expenses in an amount equivalent to any unspent funds remaining from employee's Executive Benefits from the prior fiscal year. If no unspent funds remain from employee's Executive Benefits from the prior fiscal year, employee may receive reimbursement for additional approved expenses as an advance against employee's next immediate fiscal year Executive Benefits (1 -year advance only). In no event shall any employee receive more than $4,000 total reimbursement for an Executive Physical, and related expenses, in one fiscal year. Approved providers, and a list of eligible reimbursable services, shall be determined by the Human Resources Department. 2 Page 31 2. Technology Reimbursement The City shall provide reimbursement for employee to procure ancillary technology devices and related peripherals in support of their positions up to a maximum of $2,000 per fiscal year amount, employee may receive reimbursement for additional approved expenses in an amount equivalent to any unspent funds remaining from employee's Executive Benefits from the prior fiscal year. In no event, shall any employee receive more than $4,000 total reimbursement for technology devices, and related expenses, in one fiscal year. Approved devices and peripherals shall be determined by the Human Resources Department. Ancillary technology devices are defined by the following categories, including the minimum replacement cycle for each device category: Mobile Phone 2 -year replacement cycle Tablet Device 3 -year replacement cycle PC or Laptop 3 -year replacement cycle Printer 3 -year replacement cycle The City will no longer provide employees a phone stipend or any ancillary technological devices, other than a desktop or laptop computer for his/her workstation as is provided to most City employees for their daily use. Devices procured under the reimbursement program must be made available for work related activities. Reimbursed devices are exclusive to the employee for personal and City related use and may not be transferred to another user or owner during the replacement cycle. SECTION 5: HEALTH INSURANCE A. LEVEL OF BENEFIT The City shall provide employee and family health insurance for all represented full-time continuous employees within the bargaining group, subject to the limitation that no such monthly funding by the City shall exceed the following: $1,200.00 effective the first full pay period in July 2019. B. CASH IN -LIEU PAYMENT Represented employees who had waived coverage under a City -paid medical insurance plan and were receiving a cash in -lieu payment in the amount of $200 per month for single coverage or $300 per month for family coverage as of September 30, 2012, may continue to receive this cash in -lieu payment as long as they remain eligible. To be eligible, an employee must provide the following: (1) proof that the employee and all individuals for whom the employee intends to claim a personal exemption deduction for the taxable year or years that begin or end in or with the City's plan year to which the opt out applies ("tax family"), have or will have 3 Page 32 minimum essential coverage through another source (other than coverage in the individual market, whether or not obtained through Covered California) for the plan year to which the opt out arrangement applies ("opt out period"); and (2) the employee must sign an attestation that the employee and his/her tax family have or will have such minimum essential coverage for the opt out period. An employee must provide the attestation every plan year at open enrollment or within 30 days after the start of the plan year. The opt -out payment cannot be made, and the City will not in fact make payment if the employer knows that the employee or tax family member does not have such alternative coverage, or if the conditions in this paragraph are not otherwise satisfied. proof of other medical insurance coverage and must have provided a signed waiver. No other represented employees shall be eligible for this benefit. Employees not receiving cash in -lieu as of September 30, 2012, may still waive coverage by providing the proof of insurance as noted above, but will not receive a cash in -lieu payment. C. AFFORDABLE CARE ACT (ACA) REOPENER The City may reopen negotiations on the issue of health insurance benefits to address changes to or the elimination of the ACA and in order to avoid penalties or taxes under the ACA or other statutory scheme that may result from an interpretation of the ACA or other statutory scheme by the Internal Revenue Service or other federal agency (including, but not limited to, a revenue ruling, regulation or other guidance) or state agency, or a ruling by a court of competent jurisdiction. These negotiations will not result in a reduction in the amount the City provides for employee health coverage. SECTION 6: RETIREE MEDICAL Subject to the conditions stated below, effective upon a service or disability retirement from City service at or beyond age 55 with 10 consecutive years of City service at the time of retirement, retirees shall be eligible to 100% personally funded without any City contribution, participation in a group health insurance program(s) which is making group health insurance available to the City's retirees and eligible dependent. It is agreed and acknowledged by the parties to this MOU that no representation is or can be made by the City, that such group retiree health insurance is available, or if available, will remain available for any specific future period of time. If no such group health insurance is reasonably available, or if the private carrier(s) terminates such coverage as to the retiree group or any individual group member, the City shall have no obligation/duty to self -fund or otherwise provide insurance or replacement insurance. All premiums for the retiree and/or eligible dependents shall be borne by the retiree. The 59 Page 33 City shall advance and submit the necessary premiums to the carrier(s), subject to the retiree reimbursing the City not later than 30 calendar days after City payment of the premium. Failure to timely reimburse the City shall result in no further premium payments being made by the City, resulting in termination of insurance coverage. The City's duty to advance said premiums shall terminate at age 65 of the retiree, regardless of whether or not the retiree is eligible for Medicare. City shall advise the group carrier of the insured's status as a retiree or eligible dependent. Coverage eligibility shall then be solely determined by the group insurance carrier(s). It is likely that premium rates for retirees and/or dependents shall be greater than rates for employees. Regardless, retirees shall pay 100% of said rates. If at any time, it is determined by any group health insurance carrier that the City is prohibited from seeking premium reimbursement from a retiree, City affiliation and retiree enrollment in said group insurance plan shall immediately terminate upon rendering of the insurance carrier's decision. In such case, no retiree shall seek reimbursement from the City for any prior premiums paid by the retiree to the City as and for premium reimbursement. SECTION 7: DENTAL INSURANCE The City shall provide a dental insurance plan for all full-time continuous salaried employees and their qualifying dependents. SECTION 8: OPTICAL INSURANCE The City shall provide an optical insurance plan for all full-time continuous salaried employees and their qualifying dependents. SECTION 9: IRS SECTION 125 FLEXIBLE SPENDING ACCOUNTPLAN The City has established an IRS Section 125 Flexible Spending Account Plan managed by a third -party administrator that is open to voluntary participation by members of the bargaining unit. The City agrees to pick up all administrative fees associated with maintaining this program for bargaining unit members (including but not limited to debit card fees.) SECTION 10: VOLUNTARY EMPLOYEE BENEFIT ASSOCIATION (VEBA) The City has established a Voluntary Employee Benefit Association (VEBA) through the California Government Voluntary Employee Benefit Association to assist employees with planning for future health care expenses. Contributions to the Plan shall be made as City contributions through a salary reduction arrangement. All contributions made on behalf of employees through such salary reduction arrangement are made on a pre-tax basis in accordance with IRS provisions. No Employer contributions are to be made to the plan. At the discretion of the Executive Management 5 Page 34 Group, contributions may be amended once per year provided that such amendment is permitted by IRS regulations and in conformity with the Plan Document. SECTION 11: BEREAVEMENT LEAVE When a death occurs in the family of a full-time employee, the employee shall be granted up to 80 hours of bereavement leave with pay. A death certificate or other acceptable evidence may be required by the City Manager or designee before leave is allowed. Family members are defined as follows: employee's spouse or domestic partner, employee's parents, employee's grandparents, employee's children, employee's siblings, employee's grandchildren, employee's great-grandchildren, employee's great grand -parents, employee's spouse or domestic partner's parents, employee's spouse or domestic partner's grandparents, brother-in-law, sister-in-law, employee's spouse or domestic partner's children, employee's spouses grandchildren, employee's spouse or domestic partner's great-grandchildren, employee's spouse or domestic partner's great- grandparents, or a blood relative residing with employee. The City Manager or designee shall approve such bereavement leave. (References to domestic partner refer to registered domestic partners, as defined by California Family Code Section 297). SECTION 12: PERSONAL LEAVE Employees can use up to 40 hours of accrued sick leave, vacation, administrative leave or holiday time as personal leave. These 40 hours can be used incrementally (i.e., 1 hour, 1/2 hour) throughout the fiscal year. Use of this time is for situations requiring the employee's attention and needs to be cleared with their supervisor when using this time. SECTION 13: VACATION All full-time employees shall, with continuous service, accrue working hours of vacation monthly according to the following schedule. In order to compete for talented Executive Staff, the City Manager may provide an accrual rate for new Executive Management Group covered employees up to the equivalent of a ten-year employee upon hire. This is important as many experienced candidates have significant time in the public sector and might have to begin at a much lower accrual rate than they receive at their current Agency. Length of Service Hours Accrued Annual Hours In Years Per Pay Period Accrued 1-3 3.846 100 4 4.230 110 5 4.615 120 6-8 5.000 130 9 5.384 140 10 5.769 150 11-13 6.153 160 6 Page 35 14 6.538 170 1519 6.923 180 20+ 7.962 200 SECTION 14: VACATION BUYBACK Annually, at the employee's written request, the City will "buy back," the total cash value of up to 200 hours of previously earned vacation leave. This buy back shall occur twice annually, in April and November. Employees must maintain a minimum of 40 hours of accrued vacation subsequent to any payment of vacation buy back time. Employees who wish to sell back vacation must request payment of not less than 20 hours and not more than 200 hours in a calendar year. SECTION 15: VACATION CAP Effective December 2020, and every subsequent December, any employee with more than 1,040 hours of accrued vacation time will have their accrued vacation lowered to 1,040 hours and the cash equivalent of those hours above 1,040 will be deposited into their VEBA account in April of the following year. Example: Joe has 1,140 hours of accrued vacation in December 2020; his accrued vacation is lowered to 1,040 hours and the cash equivalent of 100 hours of vacation time is transferred to his VEBA account in April 2021. SECTION 16: SICK LEAVE All full-time employees shall, with continuous service, accrue 120 hours of sick leave annually. Sick leave accrual (10 hours/month), begins on the first day of employment. A. Personal Sick Leave Employees can use sick leave for personal illness, injury, a health-related reason (such as the diagnosis, care or treatment of health condition), or preventive care. B. Family Sick Leave Employees can use sick leave for the illness or injury of a health-related reason (such as the diagnosis, care or treatment of a health condition), or preventive care of a qualified family member. For the purpose of Family Sick Leave, a qualified member means the employee's: child (includes any age or dependency status, or for whom the employee is a legal ward or stands in loco parentis), parent (includes person who stood in loco parentis of the employee as a child), parent -in-law, spouse, registered domestic partner, grandparent, grandparent -in-law, great-grandparent, great -grandparent -in-law, grandchild, great- grandchild, or sibling. C. Other Statutory Use 7 Page 36 Sick Leave can be used to cover an absence for an employee who is victim of domestic violence sexual assault, or stalking to: (a) Obtain or attempt to obtain a temporary restraining order or other court assistance to help ensure the health, safety, or welfare of the employee or their child(ren). (b) Obtain medical attention or psychological counseling; service from a shelter; program or crisis center; or participate in safety planning or other actions to increase safety. Should the City suspect that there is an abuse of sick leave by the employee, the City may require that the employee submit to Human Resources a physician's certificate to support the absence. SECTION 17: SICK LEAVE BUYBACK Employees who terminate their City employment after 5 years of continuous service can sell 120 hours of accrued sick leave back to the City. SECTION 18: HOLIDAYS The City Hall Offices observe the following 14 holidays. All full-time continuous salaried employees shall be compensated at their regular rate for these days: (1) July 4 (2) First Monday of September (3) November 11 (4) Fourth Thursday of November (5) Day following Thanksgiving (6) December 24 (7) December 25 (8) January 1 (9) Third Monday of January (10) Third Monday of February (11) Last Monday of May Independence Day Labor Day Veteran's Day Thanksgiving Day Day preceding Christmas Christmas Day New Years Day Martin Luther King's Birthday President's Day Memorial Day (12) Three discretionary days may be taken by an employee at his/her convenience subject to approval of the supervisor. Days may not be carried over from one fiscal year to the next. Page 37 Whenever a holiday falls on a Sunday, the following Monday shall be observed as a holiday. Whenever a holiday falls on a Friday or Saturday, the preceding Thursday shall be observed as the holiday. When a holiday combination occurs (Thanksgiving, Christmas, etc.) where two consecutive days are holidays and it would result in the City Hall being open to serve the public only 2 days during the week, only one of the holidays will be observed and the other holiday will become a floating holiday. For example, for Thanksgiving, Thursday will be observed as the regular holiday; however, Friday will become a floating holiday to be used at a later date. For Christmas, Wednesday will be observed as the regular holiday; however, Tuesday (the day preceding Christmas) will become a floating holiday to be used at a later date. In the instance of Thanksgiving, Christmas or New Years, employees will have until June 30 to use those floating holidays accrued between Thanksgiving and New Year's. Also, those days will not accrue as floating holidays until the actual holiday has occurred. Each year the City will designate which days will be observed and which are floating holidays. Employees who are eligible to bank a holiday have until June 30 (end of fiscal year) to use the banked holiday earned from July 1 through April 30. Any holiday banked in May and June, employees have until September 30 to use the banked holiday. SECTION 19: NATAL AND ADOPTION LEAVE WITHOUT PAY The City shall provide employees up to four months natal and adoption leave for the birth or adoption of a child including the paid leave as outlined below; such leave shall be pursuant to the provisions of the California Pregnancy Disability Act ("PDA"; California Government Code section 12945), if applicable. The City's PDA policy is incorporated herein by reference. Employees on this leave of absence without pay beyond the four-month period will be responsible for the payment of medical, dental and optical premiums to keep the coverage in force during the leave of absence. SECTION 20: NATAL AND ADOPTION LEAVE WITH PAY Employees are granted up to 80 hours natal and adoption leave with pay for the birth or adoption of a child, however, use of the 80 paid hours does not extend any time charged under FMLA or CFRA. Any paid time required beyond this initial 80 hours must be charged to sick leave, vacation, compensatory or floating holiday time. SECTION 21: WORKERS COMPENSATION LEAVE Any employee covered herein who is receiving disability payments under the "Workers Compensation Act of California" for on-the-job injuries sustained while engaged in the performance of duties of any such City position, shall receive from the City during the first three months of such disability absence, payments in an amount equal to the difference between the disability payments received under the Workers Compensation Act and the employee's full salary. Such payments by the City should be made without any deduction from accrued sick leave benefits. The City's obligation for such payments shall commence on the first (1S') day of such disability absence. In the event the employee's disability absence should exceed three months, an employee shall be allowed to supplement the Workers Compensation benefit received under State law E Page 38 with available accrued sick leave, accrued vacation leave or accrued compensatory time. The total number of leave hours, along with the Workers Compensation benefit, shall not exceed the employee's base pay for each day of the leave. For this purpose, accrued leave hours can be used in one-hour increments. SECTION 22: MILITARY LEAVE Employees required to serve military leave will be compensated pursuant to the Military and Veterans Code. To qualify for compensation the military orders must be submitted to the supervisor prior to their tour of duty and must be attached to the timecard for that pay period. SECTION 23: MILITARY SERVICE BUY BACK Employees have the option for military service buy back at the employee's expense. SECTION 24: RETIREMENT BENEFIT Unit members who do not meet the definition of "new member" under the California Public Employees' Pension Reform Act of 2013 (PEPRA) (those unit members shall be referred to as "classic members") are enrolled in either the CalPERS retirement plan commonly referred to as the 2.5% at age 55 retirement plan ('Tier 1" and "Tier 2"), or in the 2% at age 55 retirement plan ("Tier 3") and shall be provided the benefits as described below: A. Tier 1 - Employees Hired Before September 1. 2010 § 21354.4 2.5% at 55 Full Formula § 21574 4th Level 1959 Survivor § 20042 1 Yr Final Compensation 1. City pays the normal eight percent (8%) CalPERS member contribution per Resolution 11-063. 2. Effective 7/1/13, employees shall pay one percentage point (1%) of the CalPERS employer contribution. 3. Effective 7/11/16, employees shall pay seven (7%) of their PERSable compensation toward the CalPERS employer contribution per Resolution 15-054. 4. Effective 6/30/20, employees shall continue to pay the current contribution of seven percent (7%) of their PERSable compensation however; the contribution shall now be paid toward the CalPERS member contribution. The City will adopt a resolution to reflect this change prior to the effective date. 10 Page 39 0 C 5. City pays seven percent (7%) of the normal CalPERS member contribution; employee pays one percentage point (1%) of the CalPERS member contribution per Resolution 11-063. 6. Effective July 2021, employees shall pay an additional one percent (1%) of their PERSable compensation toward the CalPERS member contribution for a total of eight (8%) of their PERSable compensation toward the CalPERS member contribution. Tier 2 - Employees Hired Between September 1, 2010 and July 3, 2011 § 21354.4 2.5% at 55 Full Formula § 21574 4th Level 1959 Survivor § 20042 1 Yr Final Compensation 1. City pays seven percent (7%) of the normal CalPERS member contribution; employee pays one percentage point (1%) of the CalPERS member contribution per Resolution 11-063. 2. Effective 7/11/16, employees shall pay one percent (1%) of the member contribution and six percent (6%) of the employer contribution per Resolution 15- 054. 3. Effective 6/30/20, employees shall continue to pay one percent (1%) of the member contribution and move the current six percent (6%) contribution of their PERSable compensation toward the CalPERS member contribution for a total of seven percent (7%) contribution toward the CalPERS member contribution. The City will adopt a resolution to reflect this change prior to the effective date. 4. Effective July 2021, employees shall pay an additional one percent (1%) of their PERSable compensation toward the CalPERS member contribution for a total of eight percent (8%) of their PERSable compensation toward the CalPERS member contribution. Tier 3 - Employees Hired on or After July 4, 2011 § 21354.4 2% at 55 Full Formula § 21574 4th Level 1959 Survivor § 20042 3 Yr Final Compensation 11 Page 40 1. City pays six percent (6%) of the normal CalPERS member contribution; employee pays one percentage point (1%) of the CalPERS member contribution per Resolution 11-063. 2. Effective 7/11/16, employees shall pay one percent (1%) of the member contribution and contribute six percent (6%) of the employer contribution per Resolution 15-054. 3. Effective 6/30/20, employees shall continue to pay one percent (1%) of the member contribution and move the current six percent (6%) contribution of their PERSable compensation toward the CalPERS member contribution for a total of seven percent (7%) contribution toward the CalPERS member contribution. The City will adopt a resolution to reflect this change prior the effective date. D. It is understood that all contributions paid by the employee as described in Parts A through C above shall be calculated based upon the full base salary of the employee, plus any additional PERSable compensation, and any Employer Paid Member Contributions (EPMC). The City pays EPMC for the various "Tiers" as outlined above and reports the value of EPMC payments as special compensation. The parties agree that to the extent permitted by law, this is special compensation and shall be reported as such pursuant to Title 2 CCR, Section 571(a)(1)(F) as Value of Employer -Paid Member Contributions. The parties also agree that the City has no additional obligation or costs should CalPERS, the State or the IRS determine otherwise. The City adopted a resolution providing that all employee CalPERS contributions shall be deducted on a pre-tax basis to the extent permitted by law or IRS regulation. All employee payments of the employer share are done pursuant to Government Code Section 20516(f) There shall be no sunset date to any provision in Section 23. E. The California Public Employees' Pension Reform Act of 2013 (PEPRA) - As it may from time to time exist, the PEPRA shall in its entirety be given full force and effect. Any provision in this MOU which contradicts any provision of the PEPRA shall be deemed null and void, with the contrary PEPRA provision(s) being given full force and effect. Therefore, no provision of PEPRA shall be deemed to impair any provision of this MOU or any MOU, Agreement, Rule or Regulation predating this MOU. PEPRA includes, but is not limited to, the provisions described below: 12 Page 41 Unit members hired on and after January 1, 2013, deemed to be a "new member" as defined in Government Code § 7522.04, shall individually pay an initial Member CALPERS contribution rate of 50% of the normal cost rate for the Defined Benefit Plan in which said "new member" is enrolled, rounded to the nearest quarter of 1%, or the current contribution rate of similarly situated employees, whichever is greater. Unit members who are "new members" and miscellaneous employees on and after January 1, 2013, shall be enrolled in the 2% @ 62 retirement formula (Govt. Code§ 7522.20). Unit members who are "new members" on and after January 1, 2013, shall have "final compensation" measured by the highest average annual pensionable compensation earned by the member during a period of at least 36 consecutive months (Section 7522.32.), and their retirement benefits shall be calculated based on "pensionable compensation" (Section 7522.10) rather than "compensation earnable" (Section 20636). F. In addition, the City has adopted the PARS Retirement Enhancement Plan generally described as .5% (one-half percent) at 55 or at 60, depending upon the employee's hire date, for all miscellaneous employees hired on or prior to December 31, 2012. To be eligible, employees must be at least age 56, have ten (10) years of full-time continuous service and retire from the City. This benefit will be paid to qualified retirees in addition to any CalPERS benefits to which they are entitled. G. Employer Paid Member Contribution (EPMC) 1. The effective date of this benefit shall be July 4, 2011 and shall apply to all miscellaneous employees. This benefit shall consist of paying 8% of the normal contributions as EPMC and reporting the same percent (value) of compensation earnable (excluding Government Code Section 20636(c)(4)) as additional compensation for employees hired prior to September 1, 2010. This benefit shall consist of paying 7% of the normal contributions as EPMC and reporting the same percent (value) of compensation earnable (excluding Government Code Section 2063(c)(4)) as additional compensation for employees hired on or after September 1, 2010. This benefit shall consist of paying 6% of the normal contributions as EPMC and reporting the same percent (value) of compensation earnable (excluding Government Code Section 20636(c)(4)) as additional compensation for employees hired on or after July 4, 2011. 13 Page 42 Payment of EPMC and reporting the value of EPMC on compensation earnable is on pay rate and special compensation except special compensation delineated in Government Code Section 20636(c)(4)) which is the monetary value of EPMC on compensation earnable. 2. Effective the first full pay period in July 2020 This benefit shall consist of paying 0% of the normal contributions as EPMC and reporting the same percent (value) of compensation earnable (excluding Government Code Section 20636(c)(4)) as additional compensation for employees hired prior to September 1, 2010. This benefit shall consist of paying 0% of the normal contributions as EPMC and reporting the same percent (value) of compensation earnable (excluding Government Code Section 20636(c)(4)) as additional compensation for employees hired prior to September 1, 2010 and before July 4, 2011. This benefit shall consist of paying 0% of the normal contributions as EPMC and reporting the same percent (value) of compensation earnable (excluding Government Code Section 20636(c)(4)) as additional compensation for employees hired on or after July 4, 2011. SECTION 25: TUITION REIMBURSEMENT FOR APPROVED COLLEGE/ UNIVERSITY COURSES Reimbursements by the City of the following enumerated college and/or university course expenses shall not exceed two thousand three hundred dollars ($2,300.00) during any fiscal year. Eligibility for said reimbursement in an amount not to exceed $2,300.00 in any one fiscal year shall be contingent upon a determination by the employee's department head or his designee that all of the following conditions precedent exists: A. Expenses shall be incurred as regards coursework undertaken at a college or university that is licensed/accredited by the State of California. B. The applicant for reimbursement shall present to the Personnel Department documentation prepared by the accredited/licensed college or university which evidences the applicant's receipt of a grade of "C" or "pass" in a pass/fail class. As regards each class for which reimbursement is sought (where an employee is simultaneously enrolled in multiple approved classes and does not receive a "C" or "pass" in any one or more of such classes, the amount of expenses subject to City's reimbursement shall be reduced and/or as appropriate, pro -rated to reflect no reimbursement being made for expenses related to classes where the minimal grade was not received). C. Eligibility for reimbursement for said expenses shall be confined to either: 1) those courses that in and of themselves consist of curriculum which is predominately 14 Page 43 related to the development of skills reasonably anticipated by the City to enhance the applicant's job performance (by means of a non-inclusive example only, art classes would not qualify for reimbursement); or 2) where the employee has declared a major that is job-related as set forth in this Section C, to those classes which must be completed as a condition precedent to successful completion of the course of study in the selected major. D. Eligibility for reimbursement upon completion of coursework shall be predicated upon the employee's department head or his designee, making a written determination prior to the affected employee's enrollment in the course(s) for which reimbursement is later sought, that the coursework is offered by an accredited college or university and that the above-described job nexus does exist. The determination of the City Manager or his designee in such regards shall be final. E. The costs which shall be subject to reimbursement are limited to the following: 1) tuition; 2) books; 3) supplies; 4) parking; and, 5) laboratory. In addition to all other conditions precedent to reimbursement set forth in this section, prior to reimbursement being approved, written receipts shall be provided to the Personnel Department and shall evidence each expenditure for which reimbursement issought. F. CERTIFICATIONS AND RECERTI FICATIONS: The City will pay for the cost of any required certifications or recertification required of employees to maintain their positions. Required certifications must be outlined in an employee's specification classification. Deputy City Managers with the approval of the City Manager can add to but not eliminate certifications and recertifications that Departments will cover the costs for employees to maintain. Any additions by a Deputy City Manager must be applied equally to all employees in that classification. SECTION 26: 4/10 WORK WEEK City Hall operates on a 4/10 work week, hours 7am to 6pm, Monday through Thursday. Remote facilities operate on a 40 -hour work week of varying days and times. SECTION 27: BI -LINGUAL PAY Employees who qualify for bi-lingual pay will be provided $50.00 per month. SECTION 28: HOLIDAY FACILITY CLOSURE In 2019, City facilities will observe a holiday closure beginning Tuesday, December 24, 2019, through Wednesday, January 1, 2020. In 2020, City facilities will observe a holiday closure beginning Thursday, December 24, 2020, through Friday, January 1, 2021. Certain City facilities may close in conjunction with the Christmas and New Year's holidays. Closure dates for City facilities shall be determined by the City in order to balance the impact on public services. The City will strive to provide a schedule of Holiday Facility Closures at least 15 Page 44 six months or more in advance of the closure. During a holiday closure, affected represented employees may take paid leave from holiday, administrative leave, vacation accruals, or use unpaid leave. When holiday closures are implemented by the City, Section 17's provision regarding consecutive holidays shall not apply. For the City of Rancho Cucamonga John R. Gillison City Manager Date For the Executive Management Group: Jennifer Hunt -Gracia Executive Management Group Representative Date Darryl Polk Executive Management Group Representative Date 16 Page 45 DATE: June 27, 2019 TO: President and Members of the Board of Directors FROM: John R. Gillison, City Manager INITIATED BY: Ivan Rojer, Fire Chief Tamara L. Layne, Finance Director Michelle Cowles, Management Aide SUBJECT: CONSIDERATION TO ADOPT THE GENERAL FUND PRELIMINARY BUDGET, APPROVE A RESOLUTION ADOPTING THE GENERAL FUND APPROPRIATIONS LIMIT FOR FISCAL YEAR 2019/20, AND SET APPROVAL OF A FINAL BUDGET FOR THE JULY 17, 2019 BOARD MEETING. RECOMMENDATION: Staff recommends the Fire Board adopt the Rancho Cucamonga Fire Protection District General Fund Preliminary Budget in the amount of $33,238,360 which is a combination of $28,640,860 General Fund operational expenditures, $200 Fire Technology Fee Fund expenditures, and $4,597,300 Capital Reserve expenditures; approve a resolution adopting the General Fund's Article XIIIB Appropriations Limit in the amount of $40,954,591 for Fiscal Year 2019/20; and set approval of a final budget for the July 17, 2019 Board Meeting. The Fire Protection District Law (Health & Safety Code Section 13800, et seq.), Chapter 7, requires the Fire Board on or before June 30 of each year, to adopt a preliminary budget. On or after July 1 of each year, the amounts set forth in the preliminary budget, except obligations for fixed assets and new permanent employee positions, are deemed appropriated until the Board adopts the final budget. On or before October 1 of each year, after making any changes in the preliminary budget, the Board shall adopt a final budget. The final budget shall establish its appropriation limit pursuant to the State of California Constitution, Article XIIIB (Gann Limit). Additionally, a copy of the final budget must be forwarded to the auditor of each county in which the district is located. As noted above, the Government Code requires that an appropriations limit be established annually by the Fire Board based on the final budget. Historically, the District's final budget has mirrored the preliminary budget. As such, the District's appropriations limit is calculated in conjunction with the adoption of the preliminary budget. The factor used to develop the appropriations limit is the C.P.I. change and the change in the City's population per the State of California Department of Finance. ANALYSIS: On June 6, 2019, the Fire Board held a workshop to review the appropriation requests for Fiscal Year 2019/20 which included specific discussion regarding the preliminary budget. The proposed budget continues to meet the Council/Fire Board direction of operating independently. The Fire District was Page 46 able to achieve a proposed, balanced operational budget through a combination of moderate revenue growth and continued improvements of operational and administrative efficiencies. Based on the factors of the Gann Limit (a C.P.I. change of 3.85% and a population change of 0.44%) per the State of California Department of Finance, the District's Fiscal Year 2019/20 General Fund's appropriations limit is $40,954,591. The District's Fiscal Year 2019/20 General Fund appropriations subject to this limit total $33,724,830. It is anticipated that the District will be at 82.35% of its Gann Limit at June 30, 2020. The attached resolution adopts the annual appropriations limit as required by Article XIIIB of the State Constitution. Please refer to the City Manager's Executive Summary for specific details regarding the Fire District's General Fund Preliminary Budget. The advertised public hearing for adoption of the Fire District General Fund Final Budget is set for July 17, 2019. FISCAL IMPACT: The actions taken by the Fire Board will establish the Rancho Cucamonga Fire Protection District's preliminary spending plan for Fiscal Year 2019/20 and ensure the District's compliance with the Gann Limit. COUNCIL GOAL(S) ADDRESSED: PUBLIC SAFETY Delivery of vital fire and life safety services to residents, visitors, and businesses through an innovative combination of risk reduction and emergency response programs. ATTACHMENTS: Description ATTACHMENT - Resolution FD19-xxx Page 47 ATTACHMENT 1 RESOLUTION NO. FD 19-xxx A RESOLUTION OF THE BOARD OF DIRECTORS OF THE RANCHO CUCAMONGA FIRE PROTECTION DISTRICT, SAN BERNARDINO COUNTY, CALIFORNIA, ADOPTING A GENERAL FUND APPROPRIATIONS LIMIT FOR FISCAL YEAR 2019/20 PURSUANT TO ARTICLE XIIIB OF THE CALIFORNIA CONSTITUTION WHEREAS, Article XIIIB of the Constitution of the State of California provides that the total annual appropriations subject to limitation of the State and of each local government for the prior year be adjusted for change in the cost of living and population except as otherwise provided in Sections (5), (7) and (8) of said Article XIII -B. These exclusions are: Debt Service Funds, Revenue Bonds, Federal Funds and Grants, Contingencies, Emergencies, Enterprise Funds, Capital Improvement Carry -Overs, Capital Equipment, Intra -Governmental Service Funds, Reserves for Workers Compensation, Long -Term Disability, Retirement, Unemployment and other reserve funds that are deemed reasonable and proper per the aforementioned sections; and WHEREAS, pursuant to said Article XIIIB of the Constitution of the State of California, the Board of Directors of the Rancho Cucamonga Fire Protection District deems it to be in the best interest of the Rancho Cucamonga Fire Protection District to establish a General Fund appropriations limit for Fiscal Year 2019/20; and WHEREAS, the Rancho Cucamonga Fire Protection District has determined that said General Fund's appropriations limit for Fiscal Year 2019/20 be established in the amount of $40,954,591. NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the Rancho Cucamonga Fire Protection District that a General Fund appropriations limit for Fiscal Year 2019/20 pursuant to Article XIII -B of the Constitution of the State of California be established in the amount of $40,954,591 and the same is hereby established. BE IT FURTHER RESOLVED that said appropriations limit herein established may be changed as deemed necessary by resolution of the Board of Directors. PASSED, APPROVED, AND ADOPTED this 27th day of June 2019. Resolution No. FD 19-xxx Page 48 DATE: June 27, 2019 TO: President and Members of the Board of Directors FROM: John R. Gillison, City Manager INITIATED BY: Ivan Rojer, Fire Chief Tamara L. Layne, Finance Director Michelle Cowles, Management Aide SUBJECT: CONSIDERATION TO APPROVE RESOLUTIONS ADOPTING A BUDGET IN THE AMOUNT OF $6,108,490 AND APPROVING THE APPROPRIATIONS LIMIT IN THE AMOUNT OF $15,600,776 FOR FISCAL YEAR 2019/20 IN COMMUNITIES FACILITIES DISTRICT (CFD) NO. 85-1. RECOMMENDATION: Staff recommends that the Fire Board adopt the proposed resolutions approving the Mello -Roos CFD No. 85-1 annual budget for Fiscal Year 2019/20 in the amount of $6,108,490 and the Appropriations Limit in the amount of $15,600,776. BACKGROUND: Since Fiscal Year 1986/87, the Board has annually adopted a CFD budget to provide for operations and maintenance costs attributable to providing fire protection services within CFD No. 85-1. The proposed budget for Fiscal Year 2019/20 provides funding for a portion of the personnel and operational costs necessary to maintain existing fire and life safety services within CFD boundaries. The remaining operational and maintenance costs within the CFD are provided through the Fire District's General Fund budget. When the Fire District's CFD No. 85-1 was approved by the voters in 1985, an appropriations limit was established at $1,775,000 (1985 costs for operations and maintenance). To adjust the maximum spending authority (appropriations limit) to meet increased costs for operations and maintenance, the voters authorized the District to annually adjust the limit. This adjustment is based upon the same methodology used in calculating public agency Prop. 4 spending limits under Article XIIIB of the State of California Constitution. The factors used to develop the appropriations limit are the C.P.I. change and the change in the City's population. ANALYSIS: On June 6, 2019, the Fire Board held a workshop to review the appropriation requests for Fiscal Year 2019/20. The attached resolution adopts that one-year budget following the Board's deliberations at the publicly held budget study session. Based on the factors of the Gann Limit (a C.P.I. change of 3.85% and a population change of 0.44%) per the State of California Department of Finance, the District's CFD No. 85-1 Fiscal Year 2019/20 appropriations limit is $15,600,776. The District's CFD No. 85-1 Fiscal Year 2019/20 appropriations Page 49 subject to this limit total $6,030,770. It is anticipated that the District will be at 38.66% of its Gann Limit at June 30, 2020. The attached resolution adopts the annual appropriations limit as required by Article XIIIB of the State Constitution. FISCAL IMPACT: The proposed resolutions establish CFD 85-1's spending plan for Fiscal Year 2019/20 and ensures the CFD's compliance with Article XIIIB of the State Constitution. COUNCIL GOAL(S) ADDRESSED: PUBLIC SAFETY Delivery of vital fire and life safety services to residents, visitors, and businesses through an innovative combination of risk reduction and emergency response programs. ATTACHMENTS: Description ATTACHMENT 1 - Resolution No. FD 19-xxx ATTACHMENT 2 - Resolution No. FD 19-xxx Page 50 ATTACHMENT 1 RESOLUTION NO. FD 19-xxx A RESOLUTION OF THE BOARD OF DIRECTORS OF THE RANCHO CUCAMONGA FIRE PROTECTION DISTRICT, SAN BERNARDINO COUNTY, CALIFORNIA, APPROVING AND ADOPTING A BUDGET FOR MELLO-ROOS COMMUNITY FACILITIES DISTRICT NO. 85-1 FOR FISCAL YEAR 2019/20 WHEREAS, a special election was held in the Mello -Roos Community Facilities District No. 85-1 (the "Community Facilities District") of the Rancho Cucamonga Fire Protection District (formerly Foothill Fire Protection District, the "District"), on Tuesday, December 10, 1985; and WHEREAS, because of the election, more than two-thirds (2/3) of the qualified electors voted in favor of a proposition to authorize the levy of a special tax for fire suppression services and facilities, to establish an appropriations limit based upon changes in cost of living and changes in population; and WHEREAS, the Board of Directors has received and reviewed a budget for Fiscal Year 2019/20 for the Community Facilities District. NOW, THEREFORE, the Board of Directors of the Rancho Cucamonga Fire Protection District does hereby resolve, determine and order as follows: Section 1. Adoption of Budget. The Board of Directors hereby approves and adopts the budget designated: Mello -Roos Community Facilities District No. 85-1 Annual Budget for Fiscal Year 2019/20 a copy of said budget being on file in the office of the Community Facilities District and available for public inspection. Section 2. Filing of Budget. The Secretary is hereby authorized and directed to forward a certified copy of this resolution and a copy of the budget to the Office of the Auditor -Controller for the County of San Bernardino. PASSED, APPROVED, and ADOPTED this 27th day of June 2019. Resolution No. FD 19-xxx Page 51 ATTACHMENT 2 RESOLUTION NO. FD 19-xxx A RESOLUTION OF THE BOARD OF DIRECTORS OF THE RANCHO CUCAMONGA FIRE PROTECTION DISTRICT, SAN BERNARDINO COUNTY, CALIFORNIA, ADOPTING AN APPROPRIATIONS LIMIT FOR MELLO-ROOS COMMUNITY FACILITIES DISTRICT NO. 85-1 FOR FISCAL YEAR 2019/20 PURSUANT TO ARTICLE XIIIB OF THE CALIFORNIA CONSTITUTION WHEREAS, a special election was held in the Mello -Roos Community Facilities District No. 85-1 (the "Community Facilities District") of the Rancho Cucamonga Fire Protection District (formerly Foothill Fire Protection District, the "District"), on Tuesday, December 10, 1985; and WHEREAS, as a result of the election, more than two-thirds (2/3) of the qualified electors voted in favor of a proposition to authorize the levy of a special tax for fire suppression services and facilities, to establish an appropriations limit and to annually adjust the special tax and appropriations limit based upon changes in cost of living and changes in population; and WHEREAS, the Board of Directors desires to establish the appropriations limit for the Community Facilities District 85-1 for Fiscal Year 2019/20; NOW, THEREFORE, the Board of Directors of the Rancho Cucamonga Fire Protection District does hereby resolve, determine and order as follows: SECTION 1. Appropriations Limit. This Board of Directors hereby establishes the Fiscal Year 2019/20 appropriations limit for the Community Facilities District No. 85-1 at $15,600,776 based on the factors of the Gann limit (a C.P.I. change of 3.85% and a population change of 0.44%) per the State of California Department of Finance. SECTION 2. Approval of Electorate. This Board of Directors hereby finds and determines that the foregoing appropriations limit has been established by the qualified electorate at a special election held on December 10, 1985, in the manner provided by law. SECTION 3. Filing. The Secretary is hereby authorized and directed to file a certified copy of this resolution with the Board of Supervisors for San Bernardino County and with the office of the Auditor -Controller for the State of California. PASSED, APPROVED and ADOPTED this 27t1 day of June 2019. Resolution No. FD 19-xxx Page 52 DATE: June 27, 2019 TO: President and Members of the Board of Directors FROM: John R. Gillison, City Manager INITIATED BY: Ivan Rojer, Fire Chief Tamara L. Layne, Finance Director Michelle Cowles, Management Aide SUBJECT: CONSIDERATION TO APPROVE RESOLUTIONS ADOPTING A BUDGET IN THE AMOUNT OF $2,394,810 AND APPROVING THE APPROPRIATION LIMIT IN THE AMOUNT OF $3,994,546 FOR FISCAL YEAR 2019/20 IN COMMUNITY FACILITIES DISTRICT (CFD) NO. 88-1. RECOMMENDATION: Staff recommends that the Fire Board adopt resolutions approving the budget in the amount of $2,394,810 and approving the appropriations limit in the amount of $3,994,546 which is an amount equal to the maximum authorized special taxes which could be levied in Fiscal Year 2019/20 in Mello - Roos Community Facilities District No. 88-1. On April 4, 1989, the qualified voters approved the formation of Mello -Roos Community Facilities District No. 88-1 and authorized the District to annually levy a special tax to provide for fire protection services within northeast Etiwanda. On May 19, 1989, the Board adopted an ordinance authorizing the levy of a special tax in CFD 88-1. The ordinance authorizes the District, by resolution, to annually levy the special tax for purposes of land acquisition, fire station construction, purchase of equipment and operations and maintenance costs (which includes personnel) to provide fire protection services within CFD 88-1. Fiscal Year 2019/20 is the thirty-first (31) consecutive year the District has levied a special tax to provide required revenues for capital improvements (land, fire station facility, equipment) and fire protection services (personnel, operations and maintenance) within this CFD. Because CFD 88-1 does not currently generate sufficient funds to support the total annual staffing costs, supplemental funding is necessary through the Fire District's General Fund budget. ANALYSIS: On June 6, 2019, the Fire Board held a workshop to review the appropriation requests for Fiscal Year 2019/20. The attached resolution adopts that one-year budget following the Board's deliberations at the publicly held budget study session. Based on the factors of the Gann Limit (a C.P.I. change of 3.85% and a population change of 0.44%) per the State of California Department of Finance, the District's CFD No. 88-1 Fiscal Year 2019/20 appropriations limit is $3,994,546. The attached resolution adopts the annual appropriations limit as Page 53 required by Article X11113 of the State Constitution. FISCAL IMPACT: The proposed resolutions establish CFD 88-1's spending plan for Fiscal Year 2019/20 and ensures the CFD's compliance with Article X11113 of the State Constitution. COUNCIL GOAL(S) ADDRESSED: PUBLIC SAFETY Delivery of vital fire and life safety services to residents, visitors, and businesses through an innovative combination of risk reduction and emergency response programs. ATTACHMENTS: Description ATTACHMENT 1 - Resolution FD 19-xxx ATTACHMENT 2 - Resolution FD 19-xxx Page 54 ATTACHMENT 1 RESOLUTION NO. FD 19-xxx A RESOLUTION OF THE BOARD OF DIRECTORS OF THE RANCHO CUCAMONGA FIRE PROTECTION DISTRICT, CITY OF RANCHO CUCAMONGA, COUNTY OF SAN BERNARDINO, STATE OF CALIFORNIA, APPROVING AND ADOPTING A BUDGET FOR COMMUNITY FACILITIES DISTRICT NO. 88-1 FOR FISCAL YEAR 2019/20 WHEREAS, the Board of Directors of the Rancho Cucamonga Fire Protection District (formerly Foothill Fire Protection District, hereinafter referred to as the "legislative body") has initiated proceedings, held a public hearing, conducted an election and received a favorable vote from the qualified electors relating to the levy of a special tax in a community facilities district, all as authorized pursuant to the terms and provisions of the "Mello - Roos Community Facilities Act of 1982", as amended, being Chapter 2.5, Part 1, Division 2, Title 5 of the Government Code of the State of California. This Community Facilities is designated as COMMUNITY FACILITIES DISTRICT NO. 88-1 (hereinafter referred to as the "District"); and WHEREAS, this legislative body has received and reviewed a budget for Fiscal Year 2019/20 for the District. NOW, THEREFORE, the Board of Directors of the Rancho Cucamonga Fire Protection District does hereby resolve, determine and order as follows: Section 1. Adoption of Budget. The Board of Directors hereby approves and adopts the budget designated: "Mello -Roos Community Facilities District No. 88-1 Annual Budget for Fiscal Year 2019/20" and is on file in the office of the District and available for public inspection. PASSED, APPROVED, and ADOPTED this 27th day of June 2019. Resolution No. FD 19-xxx Page 55 ATTACHMENT 2 RESOLUTION NO. FD 19 -XXX A RESOLUTION OF THE BOARD OF DIRECTORS OF THE RANCHO CUCAMONGA FIRE PROTECTION DISTRICT, SAN BERNARDINO COUNTY, CALIFORNIA, ADOPTING AN APPROPRIATIONS LIMIT FOR COMMUNITY FACILITIES DISTRICT NO. 88-1 FOR FISCAL YEAR 2019/20 PURSUANT TO ARTICLE XIIIB OF THE CALIFORNIA CONSTITUTION WHEREAS, the Board of Directors of the Rancho Cucamonga Fire Protection District (formerly Foothill Fire Protection District, hereinafter referred to as the "legislative body") has initiated proceedings, held a public hearing, conducted an election and received a favorable vote from the qualified electors relating to the levy of a special tax in a community facilities district, all as authorized pursuant to the terms and provisions of the "Mello -Roos Community Facilities Act of 1982", as amended, being Chapter 2.5, Part 1, Division 2, Title 5 of the Government Code of the State of California. This Community Facilities District is designated as COMMUNITY FACILITIES DISTRICT NO. 88-1 (hereinafter referred to as the "District"); and WHEREAS, as a result of such election, the qualified electors of the District authorized the establishment of an Article XIIIB appropriations limit for the District equal to the maximum authorized special taxes which may be levied in any fiscal year; and WHEREAS, this legislative body desires to establish the appropriations limit for the District for Fiscal Year 2019/20. NOW, THEREFORE, the Board of Directors of the Rancho Cucamonga Fire Protection District does hereby resolve, determine and order as follows: SECTION 1. Appropriations Limit. This legislative body hereby establishes the appropriations limit for Community Facilities District No. 88-1 for Fiscal Year 2019/20 in an amount equal to $3,994,546. SECTION 2. Approval by Electorate. This legislative body hereby finds and determines that the foregoing appropriations limit has been authorized by the qualified electors of the District at a special election held on April 4, 1989, in the manner provided by law. PASSED, APPROVED, and ADOPTED this 27th day of June 2019. Resolution No. FD 19-xxx Page 56 DATE: TO: FROM: INITIATED BY: SUBJECT June 27, 2019 Mayor and Members of the City Council John R. Gillison, City Manager Tamara L. Layne, Finance Director CONSIDERATION TO ADOPT THE FISCAL YEAR 2019/20 BUDGET AND THE ARTICLE X11113 APPROPRIATIONS LIMIT. RECOMMENDATION: It is recommended that the City Council approve the resolutions adopting the Fiscal Year 2019/20 Budget and the Article XIIIB Appropriations Limit for Fiscal Year 2019/20. BACKGROUND: Each year, the City of Rancho Cucamonga proposes a one-year program of service through the adoption of the annual budget. In conjunction with the adoption of the annual budget, the State of California Constitution, Article XIIIB, requires that an appropriations limit be established annually by the City Council. The factor used to develop the appropriations limit is the C.P.I. change and the change in the City's population per the State of California Department of Finance. ANALYSIS: On June 6, 2019, the City Council held a workshop to review the appropriation requests for Fiscal Year 2019/20. The attached resolution adopts that one-year budget following the Council's deliberations at the publicly held budget study session. The budget is summarized as follows: FISCAL YEAR 2019/20 BUDGET General Fund $ 88,290,270 Library Services $ 5,771,450 Special Funds $132,785,020 Total $226,846,740 Based on the factors of the Gann Limit (a C.P.I. change of 3.85% and a population change of 0.44%), the City's Fiscal Year 2019/20 appropriations limit is $87,846,347. The City's Fiscal Year 2019/20 appropriations subject to this limit total $74,365,540. It is anticipated that the City will be at 84.65% of its Gann Limit at June 30, 2020. The additional resolution adopts the annual appropriations limit as required by Article XIIIB of the State Constitution. FISCAL IMPACT: The proposed resolutions establish the City of Rancho Cucamonga's spending plan for Fiscal Year 2019/20 and ensure the City's compliance with Article XIIIB of the State Constitution. Page 57 COUNCIL GOAL(S) ADDRESSED: Not applicable. ATTACHMENTS: Description Attachment 1 - Resolution Adopting FY 2019/20 Budget Attachment 2 - Resolution Establishing Appropriations Limit Page 58 ATTACHMENT 1 RESOLUTION NO. 19 -XXX RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA, CALIFORNIA ADOPTING THE CITY'S FISCAL YEAR 2019/20 BUDGET WHEREAS, the Rancho Cucamonga City Council held one workshop to review the appropriation requests for Fiscal Year 2019/20 on June 6, 2019, and; WHEREAS, the Rancho Cucamonga City Council held a public meeting on the General City Budget, and; WHEREAS, this public meeting was noticed in accordance with applicable laws and held on June 27, 2019; NOW, THEREFORE, BE IT RESOLVED the City Council of the City of Rancho Cucamonga, California does hereby resolve on this 271" day of June 2019, as follows: SECTION 1: Adoption of Fiscal Year 2019/20 Budget. The City of Rancho Cucamonga budget for Fiscal Year 2019/20, on file in the office of the Finance Director, is hereby adopted in the amount of $226,846,740. This budget total includes appropriations for both the general and other special purpose funds. SECTION 2: Transfers of Funds Between and/or Within Appropriations. The City Council of the City of Rancho Cucamonga may transfer funds between funds or activities set forth in the budget. The City Manager may transfer funds between appropriations within any fund as set forth in the budget and may transfer appropriations between activities within any cost center in the same fund. SECTION 3: Transfers of Funds Between Funds. Transfers of funds between funds as shown throughout the fund transfer sections of the budget shall be made as expenditures warrant such transfers. SECTION 4: Disbursements. The City Manager and the Finance Director, or the duly designated representative, are hereby empowered and authorized to disburse funds pursuant to appropriations provided for in the Fiscal Year 2019/20 Budget and have the responsibility to establish procedures and to administratively implement and control the budget on all matters, except direct expenditures by Councilmembers which require Council approval. The City Manager, or the duly designated representative, is hereby empowered and authorized to make an annual contribution to the PARS Public Agencies Post -Employment Benefits Trust for the City in an amount ranging from $75,000 to $150,000 and for the Fire District in an amount ranging from $25,000 to $100,000. The contribution is at the discretion of the City Manager based on the results of operations for each fiscal year and is not mandatory. Page 59 SECTION 5: Additional Appropriations. The City Council may amend this budget to add or delete appropriations. SECTION 6: Personnel. The City Manager is hereby empowered and authorized to develop and fill additional positions as deemed necessary to conduct City operations provided funding is available in the budget. PASSED, APPROVED, AND ADOPTED this 27' day of June 2019. Page 60 ATTACHMENT 2 RESOLUTION NO. 19 -XXX RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA, CALIFORNIA ESTABLISHING AN APPROPRIATIONS LIMIT PURSUANT TO ARTICLE XIIIB OF THE CALIFORNIA STATE CONSTITUTION FOR FISCAL YEAR 2019/20 WHEREAS, Article X11113 of the State of California provides that the total annual appropriations subject to limitation of the State and of each local government shall not exceed the appropriations limit of such entity of government for the prior year adjusted for changes in the cost of living and population except as otherwise provided in said Article X111B, and; WHEREAS, pursuant to said Article X11113 of the Constitution of the State of California, the City Council of the City of Rancho Cucamonga deems it to be in the best interests of the City of Rancho Cucamonga to establish an appropriations limit for Fiscal Year 2019/20, and; WHEREAS, the Finance Director of the City of Rancho Cucamonga has determined that said appropriations limit for Fiscal Year 2019/20 be established in the amount of $87,846,347. NOW, THEREFORE, BE IT RESOLVED the City Council of the City of Rancho Cucamonga, California does hereby resolve that an appropriations limit for Fiscal Year 2019/20 pursuant to Article X111B of the Constitution of the State of California be established in the amount of $87,846,347 and the same is hereby established. BE IT FURTHER RESOLVED that said appropriations limit herein established may be changed as deemed necessary by resolution of the City Council. PASSED, APPROVED, AND ADOPTED this 27th day of June 2019. Page 61 DATE: TO: FROM: INITIATED BY: SUBJECT June 27, 2019 Mayor and Members of the City Council John R. Gillison, City Manager Jason C. Welday, Director of Engineering Services/City Engineer Gianfranco Laurie, Senior Civil Engineer CONSIDERATION TO ADOPT THE CAPITAL IMPROVEMENT PROGRAM FOR FISCAL YEAR 2019/20. RECOMMENDATION: Staff recommends that the City Council Adopt the Fiscal Year 2019/20 Capital Improvement Program. BACKGROUND: Enclosed is the City of Rancho Cucamonga's Capital Improvement Program (CIP) for Fiscal Year 2019/20. The CIP is required per Government Code 65401 to be adopted by the City Council. It consists of a multi-year plan for citywide infrastructure improvements. Each year, the City budgets for funded projects which will occur during said fiscal year. The CIP is a vital piece of the City's Annual Operating Budget as it dictates major capital expenditures obligated in any given year. The list of projects contained in the CIP addresses both the City's long- and short-term capital needs. It identifies projects that reflect the desires of the community, as well as projects that serve operational and maintenance needs. The City's Engineering staff works with all Departments within the City to develop and implement an economically feasible CIP that embodies the City's public infrastructure needs. The CIP is the product of joint planning, taken from the City's General Plan, local residents, the business community, the local development community, and external government agencies. ANALYSIS: The projects in the CIP have been categorized by type of project (Landscaping, Drainage, Facilities, etc.), which are in alphabetical order within each category. The individual project sheets include a short summary, cost, year funded, and a map showing the project location. The Fiscal Year 2019/20 Capital Improvement Program was also reviewed by the Planning Commission on May 8, 2019. At that meeting, the Planning Commission made a finding that the CIP is in conformance with the adopted City's General Plan. While finalizing the Fiscal Year 2019/20 Budget after the Planning Commission's review, a few minor adjustments were made to selected projects listed in the CIP in order to address changes in the final budget recommendations. Adjustments made to the CIP involve deleting or decreasing the proposed budget to three (3) projects funded through the Community Development Block Grant (CDBG) Program Page 62 based on the latest revenue estimates for the program and updating the description and estimated cost for the Olive Grove Park Improvement project in the Future & Unfunded category. Below are the adjustments that have been made: • Westerly Sidewalk Improvements along Hellman Avenue; deleting CDBG budget of $57,200 • Etiwanda Avenue East Side Widening; decreasing CDBG budget from $558,000 to $30,000 • School Crosswalk Improvements; decreasing CDBG budget from $163,800 to $0 • Olive Grove Park Improvements; increasing estimated cost from $300,000 to $303,000 These changes as proposed only modify the CIP for Fiscal Year 2019/20. As a result, the adjustments do not conflict with the Planning Commission's recent finding and so the CIP is still in conformance with the adopted City's General Plan. FISCAL IMPACT: Projects are funded from a variety of sources including Development Impact Fees, Measure I, Gas Tax, Senate Bill 1 (SB1), and miscellaneous grants. There are 61 projects totaling just over $78,000,000 to be executed in the upcoming fiscal year. Apart from the 61 projects previously identified, 23 projects just over $26,000,000 are identified as future and unfunded. COUNCIL GOAL(S) ADDRESSED: The proposed CIP will Enhance the City's position as the Premier Community in our region through construction of needed Capital Improvements. ATTACHMENTS: Description Attachment 1 - Government Code Attachment 2 - Fiscal Year 2019-20 Capital Improvement Program Attachment 3 - General Plan Policies Page 63 ATTACHMENT 1 Government Code 66401. If a general plan or part thereof has been adopted, within such time as may be fixed by the legislative body, each county or city officer, department, board, or commission, and each governmental body, commission, or board, including the governing body of any special district or school district, whose jurisdiction lies wholly or partially within the county or city, whose functions include recommending, preparing plans for, or constructing, major public works, shall submit to the official agency, as designated by the respective county board of supervisors or city council, a list of the proposed public works recommended for planning, initiation or construction during the ensuing fiscal year. The official agency receiving the list of proposed public works shall list and classify all such recommendations and shall prepare a coordinated program of proposed public works for the ensuing fiscal year. Such coordinated program shall be submitted to the county or city planning agency for review and report to said official agency as to conformity with the adopted general plan or part thereof. Page 64 Fiscal Year 2019-20 Capital Improvement Program Presented by: City of Rancho Cucamonga Engineering Services Department 10500 Civic Center Drive Rancho Cucamonga, California 91730 Tel: 909.477.2740 Fax: 909.477.2741 www.cityofrc.com Categories A. Landscaping.. B. Drainage........ C. Facilities......... D. Miscellaneous E. Municipal Utility .................... F. Parks ...................................... G. Railroad Crossings ................. H. Streets .................................... I. Traffic ...................................... TOTAL .............................. SUMMARY (61) $ 78,153, 650 $ J. Future & Unfunded Projects..... (23) $ 26,089,160 GP: CM -1.1, CM -4.4, ED -3.1, PS -12.4 Page 66 Bud_peted Unfunded General Plan: Policy Reference (2) $ 800,000 $ - GP: CM -3.1 1,PS-1 2.7 0 $ - $ - (15) $ 5,421,000 $ - GP: ED -3.1, PF -1.1, PF -1.4, PF -1.5 (10) $ 2,229,890 $ - GP: CM -1.4, CM -2.1, CM -3.7, CS -6.3, LU -11.2, PS -12.4 (5) $ 1,445,000 $ - GP: PF -1.4, RC -4.2 (9) $ 2,494,100 $ - GP: CS -1.8, PF -1.4 (1) $ 225,000 $ - GP: CM -1.2, CM -4.4 (12) $ 57,123,000 $ - GP: CM -1.1, CM -2.1, CM -4.4, ED -4.3 (7) $ 8,415,660 $ - GP: CM -4.1, CM -4.2 (61) $ 78,153, 650 $ J. Future & Unfunded Projects..... (23) $ 26,089,160 GP: CM -1.1, CM -4.4, ED -3.1, PS -12.4 Page 66 CITY OF RANCHO CUCAMONGA - CAPITAL IMPROVEMENT PROGRAM - FISCAL YEAR 2019/20 No. Project Fund Account A. Landscaping 1 LMD 2 Water Conservation and Landscape Renovations (Multi -Phased Project) 2 LMD 4R Water Conservation and Landscape Renovations (Multi -Phased Project) B. Drainage C. Facilities 1 Central Park - Makeover 2 City Facilities - Roof Replacement and Repairs 3 City Yard - Roof Repair 4 Civic Center - Carpet and Reconfiguration 5 Cultural Center - Courtyard Redesign 6 Cultural Center - Lighting Control System 7 Fire District - East Ave Fire Station 176 8 Fire District - Public Safety Facility 9 Fire District - Town Center Station 178 10 Fire District - Water Conservation Lndscp/ADA Compliance/EV Circulation 11 LoanMart Stadium - Seating Area Concrete Sealing 12 Metrolink Station - Improvements 13 Paul A. Biane Library - Second Story Project 14 Public Works Services Department - Warehouse Expansion 15 R.C. Sports Center - Compressed Natural Gas Station D. Miscellaneous 1 6th St Cycle Track & Milliken Bike Lane (going to be reimb with ATP Cycle 4) 2 9th St n/side 900'-200' West of Vineyard Ave - Sidewalk Improvements 3 Barrier Replacements @ Flood Control Entrance/Exit 4 Citywide Concrete Repair 5 Day Creek Channel Bike Trail: Jack Benny to Base Line 6 LMD 4R - Wrought Iron Fencing Amount ($) LMD 2 11313035650/1787131-0 400,000 LMD 4R 11343035650/1787134-0 400,000 Landscaping Funded Total: 800,000 Drainage Funded Total: 0 Capital Reserve 1025001-5602 12,000 Capital Reserve 1025001-5602 250,000 Capital Reserve 1025001-5304 70,000 Capital Reserve 1025001-5602 525,000 Capital Reserve 10250015650/1894025-0 15,000 Captial Reserve 1025001-5300 15,000 Fire Capital Projects 32885015650/1995288-0 75,000 Fire Capital Projects 32885015650/1733288-0 150,000 Fire Capital Projects 32885015650/1645288-0 75,000 Fire Capital Projects 3288501-5607 1,100,000 Sports Complex 1700312-5607 15,000 LMD 3B 1133303-5304 204,000 Libray Capital Fund 13296015650/1867329-0 575,000 Capital Reservice 10250015650/1927025-0 2,140,000 AB 2766 1105208-5607 160,000 Fire Capital 3288501-5607 40,000 200,000 Facilities Funded Total: 5,421,000 Citywide Infrastructure 11983035650/2005198-0 170,690 Citywide Infrastructure 11983035650/1808198-0 95,200 Safe Routes to School 12343035650/1808234-0 90,800 186,000 Beautification 11103165650/2012110-0 60,000 General Fund 10013185650/1991001-0 500,000 Measure 1 11773035650/1991177-0 100,000 600,000 Ped Grant/Art 3 12143035650/2014214-0 403,000 AB 2766 11052085650/2014105-0 217,000 620,000 LMD 4R 1134303-5607 385,000 Page 67 7 Milliken Ave Underpass - Sidewalk Expansion 8 Pacific Electric Trail- Drainage Improvements 9 Sidewalk Improvements for Bus Stops @ Four locations 10 Southeast Corner Foothill Boulevard and Etiwanda Avenue - Sidewalk Survey E. Municipal Utility - Electrical & Fiber Optics 1 6th St from W/O Haven Ave to Center Ave - Electric and Fiber Extension 2 7th St from W/O Haven Ave to RR Tracks - Electric and Fiber Line Extension 3 City Hall East Parking Lot - Electric Line Extension 4 Etiwanda Ave from Arrow Rte to Whittram Ave - Electric Dist Line Extension 5 Rancho Cucamonga Fiber Optic Network F. Parks 1 Etiwanda Creek Park - Phase II 2 Garcia Park - Ball Field Lights 3 Heritage Park - Equestrian Main Area Refurbish 4 Heritage Park - Replace Restroom & Storage Building Roof 5 Old Town Park - Sports Lighting Foundation 6 Parks Facility Painting 7 Paseo Lighting Retrofits 8 Replace Rubberized Playground Surface G. Railroad Crossings 1 6th St at BNSF Spur Crossing west of Etiwanda Avenue H. Streets 1 ADA Ramps at Various Locations 2 Base Line Road Utility Underground 3 Church St: Haven to Milliken - Pavement Rehab LMD 3B 11333035650/1977133-0 90,000 LMD 1 11303035650/2011130-0 50,000 Gas Tax R&T 7360 11743035650/1823174-0 13,000 Ped Grant/Art 3 12143035650/1823214-0 48,000 61,000 Community Dev Block Grant 12043145650/2017204-0 7,200 Miscellaneous Funded Total: 2,229,890 Municipal Utility 17053035650/1997705-0 275,000 Municipal Utility 17053035650/1998705-0 275,000 Municipal Utility 17053035650/1986705-0 150,000 Municipal Utility 17053035650/1999705-0 300,000 Fiber Optic Network 17113035650/1910711-0 445,000 Municipal Utility Funded Total: 1,445,000 Park Development 11204015650/1664120-0 450,000 LMD 9 11393035650/1981139-0 500,000 PD 85 1848303-5607 50,000 PD 85 1848303-5607 75,000 LMD 1 1130303-5607 50,000 LMD 2 1131303-5300 74,300 LMD 4R 1134303-5300 148,650 LMD 6 1136303-5300 5,000 LMD 9 1139303-5300 31,500 LMD 10 1140303-5300 34,800 294,250 LMD 2 11313035650/1716131-0 242,550 LMD 1 1130303-5607 313,000 LMD 2 1131303-5607 114,000 LMD 4R 1134303-5607 45,000 PD85 1848303-5607 210,300 CFD 2000-03 1868203-5607 150.000 832,300 Parks Funded Total: 2,494,100 Transportation 11243035650/1839124-0 225,000 Railroad Crossings Funded Total: 225,000 Measure 1 11773035650/1150177-0 100,000 Gas Tax R&T 7360 11743035650/1150174-0 150,000 250,000 Underground Utilities 11293035650/1776129-0 77,000 Measure 1 11773035650/2013177-0 625,000 4 Etiwanda Ave east side wideninq from 400' north Whittram Ave to 300' s/o Arrow Rte Measure I Community Dev Block Grant 5 Etiwanda Ave from Foothill Blvd to Wilson Ave - Pavement Rahabilitation Measure I 11773035650/2002177-0 550,000 12043145650/2002204-0 30,000 580,000 11773035650/2007177-0 50,000 Page 68 6 Etiwanda Ave Grade Separation Project SB -1 TCEP 11813035650/1922181-0 52,150,000 Citywide Infrastructure 11983035650/1922198-0 25,000 52,175, 000 7 Grind and Patch Asphalt Pavement at Arterial Intersection Gas Tax R&T 7360 11743035650/2010174-0 50,000 8 Hermosa Ave from Banyan to Wilson - Pavement Rehabilitation Road Maint & Rehab 11793035650/1815179-0 266,000 9 Hermosa Ave No Fthll to Church St - Widening Beautification 11103165650/1976110-0 350,000 Gas Tax R&T 7360 11743035650/1976174-0 150,000 500,000 10 Highland Ave, from Archibald to Haven - Pavement Rehabilitation Road Maint & Rehab 11793035650/1960179-0 600,000 11 Local Street Pavement Rehabilitation at Various Locations Measure 1 11773035650/1022177-0 700,000 11773035650/1022176-0 200,000 Road Maint & Rehab 11793035650/1022179-0 1,000,000 1,900,000 12 Youngs Canyon Rd - Extension from Koch Place to Cherry Avenue AD88-2 Etiw/Highland Improv 18132035650/1601813-0 50,000 Streets Funded Total: 57,123,000 I. Traffic 1 Advance Traffic Management System - Phase I Transportation 11243035650/1982124-0 4,039,000 2 Advance Traffic Management System - Phase 2 Transportation 11243035650/2004124-0 2,828,000 3 Day Creek: Upgrade LT Phases Transportation 11243035650/1956124-0 329,000 4 School Crosswalk Improvements Transportation 11243035650/2015124-0 83,500 5 Southwest Cucamonga Class I Bike Trail Project AB 2766 11052085650/1953105-0 596,160 6 Traffic Signal Battery Back -Up Replacements Equip/Veh Replacement 17120015650/1980712-0 150,000 Gas Tax R&T 7360 11743035650/1980174-0 150,000 300,000 7 Vineyard Avenue @ San Bernardino Rd - Traffic Signal Modification Transportation 11243035650/1994124-0 90,000 Fire Capital 32885015650/1994288-0 150,000 240,000 Traffic Funded Total: 8,415,660 J. Future & Unfunded Projects 1 4th St from Haven Ave to Ontario Mills Dr - Pavement Rehabilitation Gas Tax R&T 7360 11743035650/2001174-0 480,000 Measure 1 11773035650/2001177-0 500,000 980,000 2 Amethyst Ave: Hillside -FCD stockpile Pavement Rehab Gas Tax R&T 7360 11743035650/1724174-0 250,000 3 Arrow Rte and Rochester Ave, n/w corner - Animal Exercise Yard Improv Park Development 11204015650/1955120-0 80,000 4 Banyan St from Haven Ave to Rochester Ave Pavement Rehabilitation Measure 1 11773035650/1984177-0 1,096,000 5 Center Ave from 6th St to 8th St - Pavement Rehabilitation Gas Tax R&T 7360 11743035650/2008174-0 356,000 6 Central Park - Amphitheatre Unknown xxxxxxxxxxx/xxxxxxx-0 7,000,000 7 Central Park - Dog Park Unknown xxxxxxxxxxx/xxxxxxx-0 3,000,000 8 Central Park - Trail Head Improvements Park Development 11204015650/1871120-0 1,890,000 9 Citywide - HVAC & Lighting Controls Capital Reserve 10250015650/1978025-0 400,000 10 Civic Center - Waterproof/Planter Box Repair Capital Reserve 10250015650/1950025-0 50,000 11 Cucamonga Storm Drain Upper Ph3 a/c Hellman, Amethyst -19th General Drainage 11123035650/1928112-0 450,000 Measure 1 11763035650/1928176-0 166,050 Citywide Infrastructure 11983035650/1928198-0 3,503,620 4,119,670 12 Cultural Center - Loading Bay Capital Reserve 10250015650/1895025-0 210,000 Page 69 13 Davis Trail Landslide 14 Foothill Blvd from Grove Ave to San Bernardino Rd - Street Improvements 15 Foothill Blvd from Milliken Ave to Freeway 1-15 - Pavement Rehabilitation 16 Haven Ave: Wilson Ave-Vivienda St Community Trail 17 Heritage Park - Bridge Replacement Design 18 Lemon Ave from London Ave to Haven Ave - Pavement Rehabilitation 19 Milliken Ave from 210 Freeway to Banyan St - Pavement Rehabilitation 20 Olive Grove Park - Drainage 21 Rochester Ave from 6th St to Arrow Rte - Pavement Rehabilitation 22 Rochester Ave from Base Line Rd to Banyan St - Pavement Rehabilitation 23 Westerly Sidewalk Improvmeents along Hellman Ave LIVID 1 11303035650/2009130-0 12,290 Gas Tax R&T 7360 11743035650/1964174-0 1,415,000 Road Maint & Rehab 11793035650/1985179-0 1,950,000 Beautification 11103165650/1829110-0 150,000 Unknown xxxxxxxxxxx/1963xxx-0 50,000 Unknown xxxxxxxxxxx/1793xxx-0 665,000 Measure I 11773035650/xxxx177-0 497,000 CFD 2000-03 18682035650/1979868-0 300,000 Measure 1 11773035650/2000177-0 611,000 Measure 1 11773035650/1935177-0 150,000 Road Maint & Rehab 11793035650/1935179-0 800,000 950,000 Community Dev Block Grant 12043145650/2016204-0 57,200 Future & Unfunded Total: 26,089,160 Page 70 Landscaping Typical Beautification projects include parkway landscape, median islands, plant material replacement, community trail landscape and open space preservation. The City strives to plan and budget for projects that exemplify Rancho Cucamonga's aesthetic standards, particularly in areas of the City that are older and undergoing rehabilitation. Many Beautification projects bring these areas into alignment with the rest of the City. The City adheres to a Xeriscape policy in all of its plant material selection, ensuring current water conservation standards, as well as the adaptability of plants, trees, flowers and shrubs to Southern California's warm and dry climate. This practice helps to reduce ongoing maintenance and irrigation costs. The Beautification Fee Program was discontinued in 2014 and fees are no longer being collected. Current and future projects will utilize these funds until the remaining fund balance has been depleted. Project List & FY 2019-20 Expenditures 1 LIVID 2 Water Conservation $ 400,000 2 LIVID 4R Water Conservation $ 400.000 $ 800,000 A $400,000 Sources of Funding for FY 2019-20 LMD 4R LMD 2 $400,000 Page 71 Project Location: LIVID 2 Est. Construction Start/End: July 2019—June 2020 Project Status: Design/Construction Department: PWSD Project Manager: Dean Rodia Project Number: JL Key: 1787 Object: 5650 District: 3 LMD 2 Victoria - Water Conservation/Landscape Renovation .,� ii I� 1 � r Description: Continuation of previous year's turf removals and replacement with drought tolerant landscaping. Justification: Appropriation was carried forward from FY 18/19. Will reduce water usage and labor costs to irrigate and maintain landscaping in LIVID 2. Demonstrate to public that drought tolerant landscaping is aesthetically pleasing and easy to maintain. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $165,030 $0 $0 $0 $0 $0 $165,030 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $360,000 $0 $0 $0 $0 $360,000 Inspection & Administration $0 $0 $0 $0 $0 $0 $0 Contingency $0 $40,000 $0 $0 $0 $0 $40,000 Total Costs: $165,030 $400,000 $0 $0 $0 $0 $565,030 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL LIVID 2 (131) $165,030 $400,000 $0 $0 $0 $0 $565,030 Total Costs: $165,030 $400,000 $0 $0 $0 $0 $565,030 Impact on Operations: Reduce water usage. Reduce irrigation and maintenance time and costs required at renovated sites Al Page 72 Project Number: JL Key: 1787 Object: 5650 District: 3 LMD 4R Terra Vista - Water Conservation/Landscape Renovation Project Location: LIVID 411 Est. Construction Start/End: July 2019—June 2020 Project Status: Design/Construction Department: PWSD Project Manager: Dean Rodia PROJECT LOCATION Inn . �0 'a �. C < C) 1 / C H B EN#Y ❑ R Description: Continuation of previous year's turf removals and replacement with drought tolerant landscaping. Justification: Appropriation carried over from FY 18/19. Reduce water usage and labor costs to irrigate and maintain landscaping in LIVID 2. Demonstrate to public that drought tolerant landscaping is aesthetically pleasing and easy to maintain. Project Cost Estimate ($): Expenditure/Cate¢ory Environmental/NPDES Design/Plan Review Right -of -Way Construction Inspection & Administration Contingency Total Costs: Project Funding: Funding LIVID 411 (134) Total Costs: Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL $0 $0 $0 $0 $0 $0 $0 $100,000 $0 $0 $0 $0 $0 $100,000 $0 $0 $0 $0 $0 $0 $0 $0 $360,000 $0 $0 $0 $0 $360,000 $0 $0 $0 $0 $0 $0 $0 $0 $40,000 $0 $0 $0 $0 $40,000 $100,000 $400,000 $0 $0 $0 $0 $500,000 Prior Years $100,000 2019/20 $400,000 2020/21 $0 2021/22 $0 2022/23 $0 TBD $0 TOTAL $500,000 $100,000 $400,000 $0 $0 $0 $0 $500,000 Impact on Operations: Reduce water usage. Reduce irrigation and maintenance time and costs required at renovated sites. A2 Page 73 Drainage 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. Drainage projects are scheduled and planned due to the availability of funding, safety concerns, new development, and weather/emergency events. In extreme circumstances, inadequate drainage can prevent development from taking place. The City consults with many other agencies when constructing new drainage improvements, including utility companies, the Cucamonga Valley Water District, the San Bernardino Flood Control District and the Army Corps of Engineers, as needs dictate. Drainage projects are typically funded from Drainage Funds and eligible street funding sources such as Measure I or Gas Tax. Page 74 Facilities Projects that construct new buildings or that either improve, add on to, or renovate existing buildings and ancillary structures are typically classified as Facilities Projects. These projects ultimately result in new structures being added to the City's fixed facility inventory; however, some projects placed in this category are considered capital rehabilitation as they focus on the remodeling or restoration of existing facilities. The majority of these projects are funded via City Reserve funds. Major projects may qualify for state, federal and/or grant funding. Typical operating expenses for facilities include increases in staffing, building and systems maintenance costs, overhead expenses and utilities. Proiect List & FY 2019-20 Expenditures 1 Central Park -Makeover $ 12,000 2 City Facilities -Roof Rplcmt and Repairs $ 250,000 3 City Yard -Roof Repair $ 70,000 4 Civic Center -Carpet and Reconfiguration $ 525,000 5 Cultural Center -Courtyard Redesign $ 15,000 6 Cultural Center- Lighting Control System $ 15,000 7 Fire District -East Ave Fire Station 176 $ 75,000 8 Fire District -Public Safety Facility $ 150,000 9 Fire District -Town Ctr Station 178 $ 75,000 10 Fire District- Water Conservation $ 1,100,000 Lndscp/ADA Compliance/EV Circulation 11 LoanMart Stadium -Seating Area Concrete $ 15,000 Sealing 12 Metrolink Station Improvements $ 204,000 13 Paul A. Biane Library -Second Story $ 575,000 14 Public Works Srvcs Ctr-Warhouse Exp $ 2,140,000 15 R.C. Sports Ctr-CNG Station $ 200,000 $ 5,421,000 C $1,4z Sources of Funding for FY 2019-2020 $575,000 160,000 $204,000 �1 s_nnn ■ AB 2766 ■ Sports Complex Fire Capital Projects $3,027,000 ■ LMD 3B ■ Capital Reserve ■ Library Capital Fund Page 75 Project Location: Central Park Est. Construction Start/End: July 2019 — June 2020 Project Status: Design/Construction Department: PWSD Project Manager: Neil Plummer Project Number: JL Key: Object: 5602 District: 3 Central Park - Makeover �� --:lr!r�JufJl 19TH SX' ap:#OJECT LOCATIOAF N�i. LJUL.s�, J ILJF� .� �l.li.=1�J i ti .1 _ CHUSIG � C r Description: Refinish all the wood casework (front counters, shelving, etc.) throughout the building along with the wood dance floor and stage in Dryer Hall. Justification: Central Park opened in 2005. By 2010, constant usage required that the wood casework and flooring be refinished. The maple dance floors are badly scuffed and need to be sanded then re -stained. The wood casework needs to be stripped then re -varnished. This refinishing work is a proactive, economical way of extending the service life of the casework, flooring and stage. The cost to replace these items is significantly higher. $0 $12,000 $99,000 $0 $0 $0 $111,000 Impact on Operations: Central Park must be closed to the public (and CSD staff) for a minimum of one week. The refinishing work will be in Project Cost Estimate ($): removed, prepped then refinished. Also, the building must be vented to avoid the accumulation of fumes during this work. Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $0 $12,000 $0 $o $o $0 $12,000 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $0 $90,000 $0 $0 $0 $90,000 Inspection & Administration $0 $0 $0 $0 $0 $0 $0 Contingency $0 $0 $9,000 $0 $0 $0 $9,000 Total Costs: $0 $12,000 $99,000 $0 $0 $0 $111,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Capital Reserve (025) $0 $12,000 $99,000 $0 $0 $0 $111,000 Total Costs: $0 $12,000 $99,000 $0 $0 $0 $111,000 Impact on Operations: Central Park must be closed to the public (and CSD staff) for a minimum of one week. The refinishing work will be in public areas. It is not possible to confine the dust and hazardous fumes while existing wood finishes are sanded, removed, prepped then refinished. Also, the building must be vented to avoid the accumulation of fumes during this work. C1 Page 76 Project Location: Lions West, Lions East and Animal Care & Adoption Center Est. Construction Start/End: July 2019—June 2020 Project Status: Design/Construction Department: PWSD Project Manager: Neil Plummer Project Number: 1L Key: Object: 5602 District: 1, 2 City Facilities - Roof Replacement and Repair Description: Replace existing roof at Lions West plus repair roofs at Lions East (awarded FY 18/19 with estimated completion summer 2019) and Animal Care & Adoption Center (to bid in early FY 19/20 with estimated completion later in FY 19/20). Justification: The roofs at these facilities leak and must be replaced or repaired (as called for by the roofing consultant). Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $28,500 $0 $0 $0 $0 $0 $28,500 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $290,260 $228,000 $0 $0 $0 $0 $518,260 Inspection & Administration $0 $0 $0 $0 $0 $0 $0 Contingency $0 $22,000 $0 $0 $0 $0 $22,000 Total Costs: $318,760 $250,000 $0 $0 $0 $0 $568,760 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Capital Reserve (025) $318,760 $250,000 $0 $0 $0 $0 $568,760 Total Costs: $318,760 $250,000 $0 $0 $0 $0 $568,760 Impact on Operations: Service calls to fix leaks and/or clean up after leaks will stop after the roof replacement/repair work has been completed. C2 Page 77 Project Location: Public Works Services Center Est. Construction Start/End: July 2019 — June 2020 Project Status: Design/Construction Department: PWSD Project Manager: Neil Plummer Project Number: JL Key: Object: 5304 District: 2 City Yard - Roof Repair p �MIMI eWqC T:FN jTE ri PROJE(14T-LO ATI N it Description: Localized roof repairs at the Public Works Service Center to stop multiple leaks. Justification: When it rains, the roof of the Public Works Service Center leaks at several locations namely over the two (2) main conference rooms, the front lobby area, the irrigation control room and the closets between the crew rooms. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2021/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $0 $0 $0 $o $0 $0 $0 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $65,000 $0 $0 $0 $0 $65,000 Inspection & Administration $0 $0 $0 $0 $0 $0 $0 Contingency $0 $5,000 $0 $0 $0 $0 $5,000 Total Costs: $0 $70,000 $0 $0 $0 $0 $70,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2021/23 TBD TOTAL Capital Reserve (025) $0 $70,000 $0 $0 $0 $0 $70,000 Total Costs: $0 $70,000 $0 $0 $0 $0 $70,000 Impact on Operations: Once the roof has been repaired, it will no longer be necessary for staff set up water catchment lines and "drip" buckets under the locations of leaks. C3 Page 78 Project Location: Civic Center Est. Construction Start/End: July 2019—June 2020 Project Status: Design/Construction Department: PWSD Project Manager: Neil Plummer Project Number: 1L Key: Object: 5602 District: 2 Civic Center - Carpet and Reconfiguration FOOTHILL BLVD CMC CE o_ 1 1 -J PROJEg7r LOCAYION Description: Replacement of carpet in the upper level rotunda area and main staircase; reconfiguration of the Community Services Department's break and mail rooms; reconfiguration of the Communications Division's offices to accommodate key Department staff, and reconfiguration of the Finance Department's offices to accommodate the relocation of Special District's staff. Justification: The existing carpet in the rotunda area was installed in 1990 and has reached the end of its useful life. The reconfiguration of the Finance Department and Communications Divisions offices will provide space for key staff members to be more efficiently located to better serve internal and external customers. Reconfiguration of the Community Services Department's break and mail rooms will create dedicated work and break spaces for staff. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $82,225 $0 $0 $0 $0 $0 $82,225 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $525,000 $0 $0 $0 $0 $525,000 Inspection & Administration $0 $0 $0 $0 $0 $0 $0 Contingency $0 $0 $0 $0 $0 $0 $0 Total Costs: $82,225 $525,000 $0 $0 $0 $0 $607,225 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Capital Reserve (025) $82,225 $525,000 $0 $0 $0 $0 $607,225 Total Costs: $82,225 $525,000 $0 $0 $0 $0 $607,225 Impact on Operations: Replacement of the carpet in the upper level rotunda will reduce maintenance required for this flooring. The reconfigurations will result in providing additional and more efficient spaces for key Department staff. C4 Page 79 Project Location: 12505 Cultural Center Drive Est.Const. Start/End: 07/2020 - 01/2021 Project Status: Design/Construction Department: Community Services/Parks Project Manager: Jennifer Hunt Gracia Project Number: JL Key: 1894 Object: 5650 District: 3 Cultural Center - Courtyard Redesign —� --� U F f s it r SiLV�R03E�7 e m ��F cr o 11II11 �. WILD FIORSt_WAY W }` O/ -- � V LTV RAl CE14TEPS,DPyr_ 4 I VICTORIA RDENS CVLTUgkL CE TER PAV DIANE LIBRAF � W CAt1�f j NO R-THLMg1 HS:I . •CF= 'DO1Ti_M AINS:TRE ET,—Q Z W a 5 j}�5(�III w z LR.AJUE!�.-S:FL---� � CHERVIL STLC -- L VIC L 'A RDENS LN PROJECT LOCATI 0 m Y W C Description: The Cultural Center - Courtyard Redesign project is intended to take a primarily passive, outdoor space with little shade or seating areas and redesign it to encourage greater pedestrian access and use. Amenities will include shade and lighting as well as a permanent outdoor stage to facilitate outdoor events, concerts and rentals as well as improvements to spectator comfort. Improvements will also include repainting of the Cultural Center as well as possible relocation of the box office and Friends of the Library Bookstore. Justification: The improvements will reduce staff time for set up and take down, and improve flow and continuity with the rest of Victoria Gardens. Relocation of the box office will increase visibility, and relocation of the Friends of the Library Bookstore will improve visibility and customer access. The redesign project will open up new opportunities for rentals and increase ticket sales at the Lewis Family Playhouse. Project Cost Estimate ($): Expend iture/Cateeory Prior Years 2019/2 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $25,000 $0 $0 $0 $0 $0 $25,000 Design/Plan Review $384,580 $15,000 $0 $0 $0 $0 $399,580 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $0 $3,000,000 $0 $0 $0 $3,000,000 Inspection & Administration $0 $0 $0 $0 $0 $0 $0 Contingency $0 $0 $0 $0 $0 $0 $0 Total Costs: $409,580 $15,000 $3,000,000 $0 $0 $0 $3,424,580 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Capital Reserve (025) $409,580 $15,000 $0 $0 $0 $0 $424,580 Unknown $0 $0 $3,000,000 $0 $0 $0 $3,000,000 Total Costs: $409,580 $15,000 $3,000,000 $0 $0 $0 $3,424,580 Impact on Operations: This project may require a change in the type and frequency of maintenance as well as increasing landscape and irrigation. It will also reduce existing time for set up and take down of equipment for special events. C 5 Page 80 Project Location: 12505 Cultural Center Drive Est. Construction Start/End: July 2020 - September 2020 Project Status: Design Department: Community Services Project Manager: Jennifer Hunt Gracia Project Number: JL Key: Object: 5300 District: 3 Cultural Center - Lighting Control System 1 U m ✓F CT � V } lI r1 VICTORIA�GARI)ENS CVL 0 LCE TER PAUL BIANE LIB Q Description: Upgrade of the architectural lighting control systems in the Cultural Center lobby, Celebration Hall, and theatre halls and house lighting. The existing system in Celebration Hall has been failing for the last 2 years and replacement parts are no longer manufactured. The electronic "brains" of the systems have been and continue to fail. This will require all of the remote access panels to be replaced and all independent "bump" switches as the current devices do not work in any of the new options for replacement. Justification: Power control system has been unstable for the past few years and requires replacement. Replacement will enable the Cultural Center to continue booking shows in the Playhouse and rentals in Celebration Hall. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2021/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $0 $15,000 $0 $0 $0 $0 $15,000 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $0 $0 $0 $0 $150,000 $150,000 Inspection&Administration $0 $0 $0 $0 $0 $0 $0 Contingency $0 $0 $0 $0 $0 $0 $0 Total Costs: $0 $15,000 $0 $0 $0 $150,000 $165,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2021/23 TBD TOTAL Unknown $0 $0 $0 $0 $0 $150,000 $150,000 Capital Reserve Fund (025) $0 $15,000 $0 $0 $0 $0 $15,000 Total Costs: $0 $15,000 $0 $0 $0 $150,000 $165,000 Impact on Operations: Once installed, the new power control system will require operational and maintenance requirements/costs similar or less than the present controls. A stable system will provide for a better and more consistent experience for our rental customers. C6 Page 81 Project Number: JL Key: 1995 Object: 5650 District: 4 Fire District - East Avenue Station 176 Perimeter Wall Completion Project Location: East Avenue Fire Station (176), 5840 East Avenue Est. Construction Start/End 01/2020 - 06/2020 Project Status: Engineering Design Department: Fire Protection District Project Manager: DC Mike McCliman/Pam Nibert C, Description: Complete the masonry retaining block wall in the rear of the East Avenue Fire Station (176) and build a stationary sand pit. $0 Justification: When the Fire Protection District purchased the property for the East Avenue Station, the purchase and sale agreement allowed for an access easement was created so the previous owner could access the remainder property. Until the property was developed and the cul-de-sac was accepted by the City, the Fire District could not complete the wall. $0 $75,000 Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $0 $5,000 $0 $0 $0 $0 $5,000 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $70,000 $0 $0 $0 $0 $70,000 Inspection & Administration $0 $0 $0 $0 $0 $0 $0 Contingency $0 $0 $0 $0 $0 $0 $0 Total Costs: $0 $75,000 $0 $0 $0 $0 $75,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Fire Capital Projects (288) $0 $75,000 $0 $0 $0 $0 $75,000 Total Costs: $0 $75,000 $0 $0 $0 $0 $75,000 Impact on Operations: None C7 Page 82 Project Status: C Construction Bidding Phase w a 4 O n � a Department: r a w c Fire Protection District 7 s FOOTHILL BLVD 0 Project Manager: DC Mike McCliman/Pam Nibert Description: New Public Safety Facility, to include the relocation of the San Bernardino Road Fire Station (172) and a police substation. Property has already been acquired, design completed and bidding underway. Justification: To provide a Public Safety Facility on the west side of the city, to include a fully functioning substation for the Rancho Cucamonga Police Department Fire District - Public Safety Facility Project Number: JL Key: 1733 Object: 5600/5650 District: 1 Project Location: At the northwest corner of San Project Cost Estimate ($): of Bernardino Road and VineyardAvenue eJ= Prior Years Est. Construction Start/End: 2020/21 1 1 2022/23 2018/19 - 2020/21 TOTAL PROJECT LOCATION Project Status: C Construction Bidding Phase w a 4 O n � a Department: r a w c Fire Protection District 7 s FOOTHILL BLVD 0 Project Manager: DC Mike McCliman/Pam Nibert Description: New Public Safety Facility, to include the relocation of the San Bernardino Road Fire Station (172) and a police substation. Property has already been acquired, design completed and bidding underway. Justification: To provide a Public Safety Facility on the west side of the city, to include a fully functioning substation for the Rancho Cucamonga Police Department and to rebuild and relocate a 50+ yr old fire station. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $1,561,030 $0 $0 $0 $o $0 $1,561,030 Land Acquisition $2,596,420 $0 $0 $0 $0 $0 $2,596,420 Construction $14,901,460 $0 $0 $0 $0 $0 $14,901,460 Inspection & Administration $150,000 $150,000 $0 $0 $0 $0 $300,000 Construction Management $1,437,790 $0 $0 $0 $0 $0 $1,437,790 Total Costs: $20,646,700 $150,000 $0 $0 $0 $0 $20,796,700 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Fire Capital Projects (288) $17,046,700 $150,000 $0 $0 $0 $0 $17,196,700 Law Enforcement Reserve (017) $3,600,000 $0 $0 $0 $0 $0 $3,600,000 Total Costs: $20,646,700 $150,000 $0 $0 $0 $0 $20,796,700 Impact on Operations: No additional personnel costs - current San Bernardino Station personnel will move to the new location when complete. Complete building design and size will increase operation and maintenance costs, but greater efficiency in building mechanical equipment will be designed into the project. C8 Page 83 Project Location: South Side of Town Center Drive, E/O Haven Avenue Est. Construction Start/End: Unknown Project Status: Property Purchased Department: Fire Protection District Project Manager: Chief Ivan Rojer/Pamela Nibert Project Number: JL Key: 1645 Object: 5600/5650 District: 3 Fire District - Town Center Station 178 Description: Property acquired for a future fire station. Justification: This station will serve the center of the Rancho Cucamonga community. It will provide the area with emergency services for fire suppression and life safety. The project will begin when the population and call volume trigger the need. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $75,000 $0 $0 $0 $0 $75,000 Design/Plan Review $0 $0 $0 $0 $0 $0 $0 Land Acquisition $3,320,000 $0 $0 $0 $0 $0 $3,320,000 Construction $0 $0 $0 $o $0 $0 $0 Inspection & Administration $0 $0 $0 $0 $0 $0 $0 Contingency $0 $0 $0 $o $0 $0 $0 Total Costs: $3,320,000 $75,000 $0 $0 $0 $0 $3,395,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Fire Capital Projects (288) $3,320,000 $75,000 $0 $0 $0 $0 $3,395,000 Total Costs: $3,320,000 $75,000 $0 $0 $0 $0 $3,395,000 Impact on Operations: Annual station operation and maintenance costs will depend on the station size and staffing costs at the time of construction. Designs with greater active/passive energy conservation and greater xeriscape will cost less to operate and maintain. Capital equipment purchase of a fire engine. C9 Page 84 Project Number: JL Key: Object: 5607 District: 4 Fire District - Water Conservation Landscaping, Parking Lot ADA Compliance and Emergency Vehicle Circulation Driveway Improvements Station 175 Project Location: wlLsoM:A�E —-a� r a Banyan Fire Station (175), 11108I ' OO --sPLI 'REIN Banyan StreetJIB �q GHAFFEY ANTIETq M=oq ! COLLEGE /D I EE{llANp p C ) SEVEN PINES DR ! cHlcoRvxr 1 (SHI LOHLT LO50505 qe i �� HIGH ! OLpE16ERG G Est. Construction Start/End: 01/2020 - 06/2020 Project Status: Design Department: Fire Protection District Project Manager: Michael Courtney/ Michelle Cowles .UT L I``�If�I�IrIj�I%r rnocucAMo GA HIGH C0.'RL'Tp-. LJ♦♦GH`TEO-1Ot,T� ��[[[��ELEW"i4TARY ;U�ApRJ VIMTS.GE PARKi v Description: Removal of high water use turf and replace with drought tolerant landscape plant materials with drip system retrofit. This includes parking lot ADA compliance, hardscape improvements for emergency vehicle driveway circulation and parking. Justification: Proactive measures to reduce water consumption and ADA Compliance. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $166,350 $0 $0 $0 $0 $0 $166,350 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $15,760 $1,100,000 $0 $0 $0 $1,115,760 Inspection & Administration $0 $0 $0 $0 $0 $0 $0 Contingency $0 $0 $0 $0 $0 $0 $0 Total Costs: $182,110 $1,100,000 $0 $0 $0 $0 $1,282,110 Project Funding: Funding Source Prior Years 2018/19 2019/20 2020/21 2021/22 TBD TOTAL Fire Capital Fund (288) $182,110 $1,100,000 $0 $0 $0 $0 $1,282,110 Total Costs: $182,110 $1,100,000 $0 $0 $0 $0 $1,282,110 Impact on Operations: Decrease in maintenance and operations costs. Will not know the full impact until we have final design C10 Page 85 Project Location: Sports Complex, LoanMart Stadium Est. Construction Start/End: July 2019 — June 2020 Project Status: Design Department: PWSD Project Manager: Andy Miller Project Number: JL Key: Object: 5602 District: 2 LoanMart Stadium - Seating Area Concrete Sealing Description: Design re -seal of seams and expansion joints around the "bowl" seating area of the stadium. Justification: The seams and expansion joints were sealed about 10 years ago. Since then, the seams and expansion joints have deteriorated and need to be re -sealed. Water (either from rains or from the washing down of the seating areas after games) leaks into all the locker rooms, the team store, the concession areas and any other room situated below the "bowl" seating. The lockers (including new carpeting installed last season), store merchandise, concession equipment, etc. are at risk of being damaged by the leaking water. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2021/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $0 $15,000 $0 $o $o $0 $15,000 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $0 $0 $0 $o $0 $0 Inspection & Administration $0 $0 $0 $0 $0 $0 $0 Contingency $0 $0 $0 $0 $o $0 $0 Total Costs: $0 $15,000 $0 $0 $0 $0 $15,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2021/23 TBD TOTAL Sports Complex (700) $0 $15,000 $0 $0 $0 $0 $15,000 Total Costs: $0 $15,000 $0 $0 $0 $0 $15,000 Impact on Operations: Once the seams and expansion joints have been re -sealed, staff will no longer have to spend time cleaning up after the leaks. C11 Page 86 Project Location: Metrolink Station Est. Construction Start/End: July 2019 — June 2020 Project Status: Design/Construction Department: PWSD Project Manager: Neil Plummer Project Number: JL Key: Object: 5300 / 5304 District: 2 Metrolink Station - Improvements ROJECT LOCATION 4 ---------- o- r. r Description: Paint all seven (7) shade canopies at Metrolink Station. Slurry seal and restripe both Metrolink Station parking lots. Justification: Four (4) of the canopies have not been painted since the Metrolink Station opened in 1994. The other three (3) canopies were painted when the tunnel was constructed in 2009. The pavement in the parking lots are original asphalt. Painting the canopies and slurry sealing both parking lots are a proactive way to protect these structures and parking lots from environmental exposure and to economically extend their service life. $204,000 Project Funding: Project Cost Estimate ($): Funding Source Prior Years 2019/20 2020/21 2021/22 2021/23 TBD TOTAL Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2021/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $0 $4,000 $0 $0 $0 $0 $4,000 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $200,000 $0 $0 $0 $0 $200,000 Inspection & Administration $0 $0 $0 $0 $0 $0 $0 Contingency $0 $0 $0 $0 $0 $0 $0 Total Costs: $0 $204,000 $0 $0 $0 $0 $204,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2021/23 TBD TOTAL LIVID 3B (133) $0 $204,000 $0 $0 $0 $0 $204,000 Total Costs: $0 $204,000 $0 $0 $0 $0 $204,000 Impact on Operations: Staff will no longer need to periodically scrape flakes and paint chips from the canopies to prevent the paint flakes and paint chips from falling on persons at the Metrolink Station. C12 Page 87 �LIICT RqL CENTER DR VICTORIAiARDENS ORAL CENTER PAN I I MANE LBRARY� Viz. Est. Construction Start/End Fall 2019 / Fall 2022 Project Status: Installation Department: Library Project Manager: Brian Sternberg Description: Second Story and Beyond will be an interactive discovery space offering museum style exhibits and new types of learning experiences to people of all ages. In FY 19/20, it is projected that initial design of exhibits will begin, along with upgrades to lighting, flooring and sound attenuation to reduce noise between the first and second floor of the building. In FY 20/21, it is anticipated that exhibit design will be completed and fabrication of exhibits will begin. In FY 21/22 fabrication and installation of exhibits is expected to be completed. Justification: Demand for library services in the community continues to increase, particularly for children ages 0-7 and their families. Second Story and Beyond is being designed to provide a new, unique service model that will combine the features of interactive children's museum exhibits with traditional library services. Second Story and Beyond should also be a regional draw that will provide additional visitors to both the Victoria Gardens Shopping District and the Lewis Family Playhouse. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $250,000 $75,000 $500,000 $175,000 $0 $o $1,000,000 Right -of -Way $0 $o $0 $o $0 $o $0 Construction $2,400,000 $500,000 * $2,000,000 $1,000,000 $0 $0 $5,900,000 Inspection&Administration $0 $o $0 $o $0 $o $0 Contingency $0 $0 $0 $0 $0 $0 $0 Total costs: $2,650,000 $575,000 $2,500,000 $1,175,000 $0 $0 $6,900,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Library Capital Fund (329) $2,650,000 $75,000 $425,000 $0 $0 $0 $3,150,000 Library Foundation (290) $0 $500,000 $500,000 $500,000 $0 So $1,500,000 Capital Reserve Fund (025) $0 $0 $1,575,000 $675,000 $0 So $2,250,000 Total costs: $2,650,000 $575,000 $2,500,000 $1,175,000 $0 $0 $6,900,000 Impact on Operations: 2017 feasibility study projects an approximate $655,000 per year cost for operations and maintenance. The project is designed to be revenue -generating. *This is not actual construction/initial renovation it is fabriation/installation of museum pieces. C13 Page 88 Project Number: 1L Key: 1867 Object: 5650 District: 3 Paul A. Biane Library - Second Story Project Project Location: 12505 Cultural Center Drive V�'J&t a o �\ Sicvevr U } WILi] 1-10R'SEW� LLI �LIICT RqL CENTER DR VICTORIAiARDENS ORAL CENTER PAN I I MANE LBRARY� Viz. Est. Construction Start/End Fall 2019 / Fall 2022 Project Status: Installation Department: Library Project Manager: Brian Sternberg Description: Second Story and Beyond will be an interactive discovery space offering museum style exhibits and new types of learning experiences to people of all ages. In FY 19/20, it is projected that initial design of exhibits will begin, along with upgrades to lighting, flooring and sound attenuation to reduce noise between the first and second floor of the building. In FY 20/21, it is anticipated that exhibit design will be completed and fabrication of exhibits will begin. In FY 21/22 fabrication and installation of exhibits is expected to be completed. Justification: Demand for library services in the community continues to increase, particularly for children ages 0-7 and their families. Second Story and Beyond is being designed to provide a new, unique service model that will combine the features of interactive children's museum exhibits with traditional library services. Second Story and Beyond should also be a regional draw that will provide additional visitors to both the Victoria Gardens Shopping District and the Lewis Family Playhouse. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $250,000 $75,000 $500,000 $175,000 $0 $o $1,000,000 Right -of -Way $0 $o $0 $o $0 $o $0 Construction $2,400,000 $500,000 * $2,000,000 $1,000,000 $0 $0 $5,900,000 Inspection&Administration $0 $o $0 $o $0 $o $0 Contingency $0 $0 $0 $0 $0 $0 $0 Total costs: $2,650,000 $575,000 $2,500,000 $1,175,000 $0 $0 $6,900,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Library Capital Fund (329) $2,650,000 $75,000 $425,000 $0 $0 $0 $3,150,000 Library Foundation (290) $0 $500,000 $500,000 $500,000 $0 So $1,500,000 Capital Reserve Fund (025) $0 $0 $1,575,000 $675,000 $0 So $2,250,000 Total costs: $2,650,000 $575,000 $2,500,000 $1,175,000 $0 $0 $6,900,000 Impact on Operations: 2017 feasibility study projects an approximate $655,000 per year cost for operations and maintenance. The project is designed to be revenue -generating. *This is not actual construction/initial renovation it is fabriation/installation of museum pieces. C13 Page 88 Project Number: JL Key: 1927 Object: 5650 District: 2 Public Works Services Department - Warehouse Expansion Project Location: Public Works Services Center l C 4 Est. Construction Start/End: July 2019 — June 2020 Project Status: Design/Construction Department: PWSD Project Manager: Neil Plummer PROJECT LOCATION ` 1 �R aaKV � h�RVfii �vnTROR SERSORS DR cuc.,Mv.+w Description: Construct second warehouse similar, in size, to the original warehouse. Notable difference is the at the second warehouse will have solar panels on the roof. Justification: Project funding was carried over from FY 18/19. The original warehouse has reached capacity. Public Works equipment and supplies must be stored in cargo containers. Staff has had to operate equipment within the containers (using extension cords for power). Likewise, even locked, these containers are not very secure (they have been broken into numerous times). As an added bonus, the second warehouse will allow for additional storage for other City departments. $0 $2,297,040 Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $157,040 $0 $0 $0 $o $0 $157,040 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $1,900,000 $0 $0 $0 $0 $1,900,000 Inspection & Administration $0 $50,000 $0 $0 $0 $0 $50,000 Contingency $0 $190,000 $0 $0 $0 $0 $190,000 Total Costs: $157,040 $2,140,000 $0 $0 $0 $0 $2,297,040 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Capital Reserve (025) $157,040 $2,140,000 $0 $0 $0 $0 $2,297,040 Total Costs: $157,040 $2,140,000 $0 $0 $0 $0 $2,297,040 Impact on Operations: A second warehouse would put equipment and supplies (currently scattered among multiple containers) into a centralized location. C14 Page 89 Project Location: Sports Center Est. Construction Start/End July 2019—June 2020 Project Status: Design/Construction Department: PWSD Project Manager: Ernie Ruiz Project Number: JL Key: Object: 5607 District: 2 R.C. Sports Center - Compressed Natural Gas Station �Ur F PROJECT LO JE F?SF.V BLVD r19 0 f . ` 0 BENNY OR r a- R O N n ___. Description: Install new Compressed Natural Gas (CNG) Pump System at the Sports Center. The system will consist of a compressor, storage tank(s) and both slow Mast fill dispensers. Justification: This new CNG station will allow Community Services & on-site Facilities staff to refuel their CNG vehicles at the RC Sports Centers. Presently, CSD & on-site Facilities staff must fill their vehicles at the City Yard. This project will also provide for disaster resilience. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2021/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $0 $0 $0 $0 $0 $0 $0 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $200,000 $0 $0 $0 $0 $200,000 Inspection & Administration $0 $0 $0 $0 $0 $0 $0 Contingency $0 $0 $0 $0 $0 $0 $0 Total Costs: $0 $200,000 $0 $0 $0 $0 $200,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2021/23 TBD TOTAL AB 2766 Air Qual Impry Fund (105) $0 $160,000 $0 $0 $0 $0 $160,000 Fire Capital Projects (288) $0 $40,000 $0 $0 $0 $0 $40,000 Total Costs: $0 $200,000 $0 $0 $0 $0 $200,000 Impact on Operations: A specialized CNG compliance company must be hired to maintain/repair the new CNG station C15 Page 90 Miscellaneous Miscellaneous projects are the capital undertakings that do not qualify for classification into the other project categories. These are often one-time projects that are prompted by factors such as: - State or Federal Mandates - Community Health and Safety Issues - Council Goals and Priorities - Regional Needs Assessments - Interagency Agreements - External Funding Arrangements These projects may or may not have maintenance obligations and they are typically funded from a variety of special funding sources; they are rarely funded via the General Fund. Proiect List & FY 2019-20 Expenditures 1 6th St Cycle Track & Milliken Bike Lane $ 170,690 2 9th St n/side w/o Vineyard -Sidewalk $ 186,000 Improv Barrier Rplcmt @ Flood Control 3 $ 60,000 Entrance/Exit 4 Citywide Concrete Repair $ 600,000 5 Day Creek Chnnl Bike Trail; Jack Benny- $ 620,000 Base Line 6 LMD 4R -Wrought Iron Fencing $ 385,000 7 Milliken Ave Underpass -Sidewalk $ 90,000 Expansion 8 PE Trail -Sinkhole $ 50,000 9 Sidewalk Improvements for Bus Stops $ 61,000 Southeast Corner Fthll Blvd and 10 $ 7,200 Etiwanda - Sidewalk Survey $ 2,229,890 $265,8 Sources of Funding for FY 2019-20 $100,000 90,000 $90,800 60,000 >Suu,uuu >ls,uuu $50,000 LIVID 3B AB 2766 Gas Tax R&T7360 General Fund Safe Routes to School 10 '451,000 Beautification Ped Grant/Art 3 LIVID 1 Citywide Infrastructure Measure I D Page 91 Project Location: 6th Street between Milliken Avenue and Haven Avenue Est. Construction Start/End: 06/2021 - 09/2021 Project Status: Funding Allocation/Pre-Design Department: Engineering Project Manager: Gianfranco Laurie Project Number: JL Key: 2005 Object: 5650 District: 2 6th Street Cycle Track (ATP Cycle 4 - SBCTA) �I: 11JjULII�L1LJ U 6tVIC LSOI. 5` �L r� 6 .-�.�_=:7.� „i, ��t0 uECT L0 0 F+1Irr'�1I _ L 111 ! I ��Iff G I�U� ❑ -- Description: This project will construct a Class IV protected bike lane on 6th Street improving accessibility to the RC Metrolink Station. Justification: ATP Cycle 4 Grant funded project in partnership with SBCTA. Will provide high-quality bicycle infrastructure to connect southwest Cucamonga to southeast Cucamonga along the 6th Street corridor and will provide increased accessibility to the RC Metrolink Station. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $0 $170,690 $170,690 $0 $0 $0 $341,380 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $0 $0 $0 $0 $0 $0 Inspection & Administration $0 $0 $0 $0 $0 $0 $0 Contingency $0 $0 $0 $0 $o $0 $0 Total Costs: $0 $170,690 $170,690 $0 $0 $0 $341,380 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Infrastructure Fund (198) * $0 $170,690 $170,690 $0 $0 $0 $341,380 Total Costs: $0 $170,690 $170,690 $0 $0 $0 $341,380 Impact on Operations: New type of infrastructure on street that may require creative street sweeping to keep free of debris * Local Match @ 20% D1 Page 92 Project Number: 800-2012-20 JL Key: 1808 Object: 5650 District: 2 9th Street North Side 900'to 200' West of Vineyard Avenue- Sidewalk Improvements Project Location: 900 feet of sidewalk improvements on the north side of 9th Street from 200 feet west of Vineyard Avenue to 1100 feet west of Vineyard Avenue Est. Construction Start/End: 06/2019 - 07/2019 Project Status: Design Department: Engineering Project Manager: Curt Billings Description: Project to construct 900' of sidewalk on the north side of 9th Street. Justification: To provide students a safe and direct route walking to and from school. The goal of this project is to reduce the need for bus services and benefits will be measured by student surveys taken both before and after the project. The City was awarded a federal Safe Routes To School grant to fund 50% of the project construction costs. $0 $0 $193,850 Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $7,850 $0 $0 $0 $0 $0 $7,850 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $140,000 $0 $0 $0 $0 $140,000 Inspection & Administration $0 $32,000 $0 $0 $0 $0 $32,000 Contingency $0 $14,000 $0 $0 $0 $0 $14,000 Total Costs: $7,850 $186,000 $0 $0 $0 $0 $193,850 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Citywide Infrastructure (198) $7,850 $95,200 $0 $0 $0 $0 $103,050 Safe Route School Fund (234) $0 $90,800 $0 $0 $0 $0 $90,800 Total Costs: $7,850 $186,000 $0 $0 $0 $0 $193,850 Impact on Operations: Reduction in parkway maintenance costs D 2 Page 93 Project Location: Citywide Est. Construction Start/End: 07/2019 — 06/2020 Project Status: Construction Department: Engineering Project Manager: Gianfranco Laurie Description: Replace existing wood barriers at Flood Control entrance/exists with other barriers (Material/Spacing) Project Number: JL Key: 2012 Object: 5650 District 1,2,3,4 Barrier Replacements @ Flood Control Entrance/Exit Justification: Existing wood barriers are closely spaced making it difficult for cyclist to enter/exit trail. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $0 $0 $0 $0 $0 $0 $0 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $50,000 $0 $0 $0 $0 $50,000 Inspection & Administration $0 $5,000 $0 $0 $0 $0 $5,000 Contingency $0 $5,000 $0 $0 $0 $0 $5,000 Total Costs: $0 $60,000 $0 $0 $0 $0 $60,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Beautification Fund (110) $0 $60,000 $0 $0 $0 $0 $60,000 Total Costs: $0 $60,000 $0 $0 $0 $0 $60,000 Impact on Operations: Less routine maintenance, thus freeing up maintenance crews to attend to other needed areas D 3 Page 94 Project Location: Windrows area off Sourth Windrows Loop and area bound by 210 Freeway to north, Haven Avenue to west, Base Line Road to south and Deer Creek Channel to east. Est. Construction Start/End: July 2019 —June 2020 Project Status: Design/Construction Department: PWSD Project Manager: Ernie Ruiz Project Number: JL Key: 1991 Object: 5650 District: 3, 4 Citywide Concrete Repair rPROJECT LOCATION I L ieu HIL pEYlq ! i� � � 'h w �I a�.Y w�•S N�ve-- i Y�pGpeti�y! r � L�zAI IL L fl lLlf�' R� i[ LIN 0 - w11 I t19TMI L•Ire[ LL ;T a 4 { , IT j i 8 C4Y� "i��.T- 57, Description: Repair sections of concrete sidewalks, curb/gutters and drive approaches damaged by tree roots, etc. in the public right-of-way. Protection of the existing urban forest is intended. However, when the situation calls for it, some trees will have to be removed. General concrete repairs are also funded from other funding sources. Justification: The damaged sections of concrete sidewalks, curb/gutters and drive approaches are a potential public safety hazard Project Cost Estimate ($): Expend iture/CategorV Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $0 $0 $0 $0 $0 $0 $0 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $600,000 $600,000 $100,000 $100,000 $100,000 $100,000 $1,600,000 Inspection & Administration $0 $0 $0 $0 $0 $0 $0 Contingency $0 $0 $0 $0 $0 $0 $0 Total Costs: $600,000 $600,000 $100,000 $100,000 $100,000 $100,000 $1,600,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL General Fund (001) $500,000 $500,000 $0 $0 $0 $0 $1,000,000 Measure 1 (177) $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $600,000 Total Costs: $600,000 $600,000 $100,000 $100,000 $100,000 $100,000 $1,600,000 Impact on Operations: Once the permanent repairs have been installed, PW staff will no longer need to make temporary repairs to the damaged concrete sidewalks, curb/gutters and drive approaches. D4 Page 95 Project Number: JL Key: 2014 Object: 5650 District: 2, 3 Day Creek Channel Bike Trail from Jack Benny Drive to Base Line Road Project Location: Day Creek Channel from Jack Benny Drive to Base line Road Est. Construction Start/End: 04/2020 — 06/2020 Project Status: Design/Construction Department: Engineering Project Manager: Curt Billings Description: tlASE � :: •�� - -� u W r^ J a PgOJECT LOCATION �RMN SitIc _W, 7' 0 ST This project will provide a paved pathway for pedestrian and bicycle access along existing Flood Control access roads with a connection to the Rancho Cucamonga Sports Complex across SCE right of way. Justification: Enhances quality of life by providing a designated path for walking, biking and rolling for both recreation and commuting purposes. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $0 $0 $0 $0 $0 $0 $0 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $519,000 $0 $0 $0 $0 $519,000 Inspection & Administration $0 $49,000 $0 $0 $0 $0 $49,000 Contingency $0 $52,000 $0 $0 $0 $0 $52,000 Total Costs: $0 $620,000 $0 $0 $0 $0 $620,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Ped Grant/Art3 Fund (214) * $0 $403,000 $0 $0 $0 $0 $403,000 AB 2766 Air Qual Impry Fund (105) $0 $217,000 $0 $0 $0 $0 $217,000 Total Costs: $0 $620,000 $0 $0 $0 $0 $620,000 Impact on Operations: None * Grant funding subject to project selection and award by SBCTA in 2019 call for projects D 5 Page 96 Project Location: LIVID 411 Est. Construction Start/End: July 2019—June 2020 Project Status: Design/Construction Department: PWSD Project Manager: Dean Rodia Project Number: 1L Key: Object: 5607 District: 3 LMD 4R - Wrought Iron Fencing PROJECT LOCATION 71 /f - ti. JI � C� E L y C casnc ce � � �O O Description: Remove or repair existing wrought iron fencing in paseos and access trails of LIVID 4R. Justification: Over the years, the existing wrought iron fencing has fallen into disrepair. Sections that can be repaired, will be. However, other sections that are too badly deteriorated, will have to be replaced. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2021/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $0 $5,000 $0 $0 $0 $0 $5,000 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $350,000 $0 $0 $0 $0 $350,000 Inspection & Administration $0 $0 $0 $0 $0 $0 $0 Contingency $0 $30,000 $0 $0 $0 $0 $30,000 Total Costs: $0 $385,000 $0 $0 $0 $0 $385,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2021/23 TBD TOTAL LIVID 411 (134) $0 $385,000 $0 $0 $0 $0 $385,000 Total Costs: $0 $385,000 $0 $0 $0 $0 $385,000 Impact on Operations: New wrought iron fencing will need significantly less maintenance D6 Page 97 Project Location: Milliken Avenue Underpass E/O Metrolink Station Est. Construction Start/End: July 2019—June 2020 Project Status: Design/Construction Department: PWSD Project Manager: Dean Rodia Description Project Number: 1L Key: 1977 Object: 5650 District: 2 Milliken Avenue Underpass - Sidewalk Expansion 1 w PROJECT`LOCATION Lj E4= 1, U" " ERSE`YI BLVD Re -design travel area between sidewalk and bridge abutment under the Milliken Avenue Underpass. The re -designed travel area will then be wide enough so that maintenance vehicles will be able to drive on the travel area. Justification: Project funding was carried over from FY 18/19. The existing sidewalk is too narrow for a vehicle to drive on. This makes it very difficult and time consuming for staff to work at this site. This expansion will alleviate the need to either a delineate traffic lane or staff parking at the Metrolink Station then bringing everything back to do work on the east and west sides of Milliken Avenue. Project Cost Estimate ($): $90,000 Project Funding: Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $0 $0 $0 $0 $0 $0 $0 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $82,000 $0 $0 $0 $0 $82,000 Inspection & Administration $0 $0 $0 $0 $0 $0 $0 Contingency $0 $8,000 $0 $0 $0 $0 $8,000 Total Costs: $0 $90,000 $0 $0 $0 $0 $90,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL LMD 3B (133) $0 $90,000 $0 $0 $0 $0 $90,000 Total Costs: $0 $90,000 $0 $0 $0 $0 $90,000 Impact on Operations: This project will create a safer operational environment for workers and the vehicles they use D7 Page 98 Project Location: Pacific Electric Trail West of Hellman Avenue Est. Construction Start/End: 08/2019 - 09/2019 Project Status: Design/Construction Department: Engineering Project Manager: Gianfranco Laurie Description: Install Drainage Improvement to redirect storm water run-off into existing CMP riser located behind 7568 Pepper Street. Project Number: JL Key: 2011 Object: 5650 District 1 Pacific Electric Trail - Drainage Improvements Justification: Dirt and mud spilling onto neighboorhood streets causing access issues for homeowners entering/existing driveway, and additional maintenance to clean spillage. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $15,000 $0 $0 $0 $0 $0 $15,000 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $45,000 $0 $0 $0 $0 $45,000 Inspection & Administration $0 $0 $0 $0 $0 $0 $0 Contingency $0 $5,000 $0 $0 $0 $0 $5,000 Total Costs: $15,000 $50,000 $0 $0 $0 $0 $65,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL LMD 1 Fund (130) $15,000 $50,000 $0 $0 $0 $0 $65,000 Total Costs: $15,000 $50,000 $0 $0 $0 $0 $65,000 Impact on Operations: Project will reduce maintenance costs, time and labor D 8 Page 99 Project Number: 800-2019-12 JL Key: 1823 Object: 5650 District: 2, 3 Sidewalk Improvements for Bus Stops at Four Locations Project Location: ,••-•, Four locations throughout the City i _.._.._.._.._... ................ ._.._._.._.._.. ._.._.._.., ............ .. including two on Arrow Route, one , on Milliken Avenue, and another 3 ryIL LSIDE-RD HILSIDE R I / ' on Church Street. n 4 _ w Est. Construction Start/End: 09/2019 - 10/2019 Project Status: Design/Construction Department: Engineering Project Manager: Curt Billings Description: Constructs sidewalk improvement for bus stops at four locations throughout the City. Justification: Provides ADA improvements to existing public transportation stops that are currently used by over 30 riders each day. The improvements may increase ADA ridership, and reduce vehicle trips and reduced CO2 emissions. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $0 $0 $0 $0 $0 $0 $0 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $53,000 $0 $0 $0 $0 $53,000 Inspection & Administration $0 $3,000 $0 $0 $0 $0 $3,000 Contingency $0 $5,000 $0 $0 $0 $0 $5,000 Total Costs: $0 $61,000 $0 $0 $0 $0 $61,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Gas Tax R&T 7360 Fund (174) $0 $13,000 $0 $0 $0 $0 $13,000 Ped Grant/Art3 Fund (214) * $0 $48,000 $0 $0 $0 $0 $48,000 Total Costs: $0 $61,000 $0 $0 $0 $0 $61,000 Impact on Operations: None * Grant funding subject to project selection and award by SBCTA n 2019 call for projects D 9 Page 100 Project Number: 800-2019-19 JL Key: 2017 Object: 5650 District: 4 Southeast Corner at Foothill Boulvard and Etiwanda Avenue - Sidewalk Survey Project Location: Cornwall Avenue Between Cul-de- Sac to Foothill Boulevard; Vine FOOTHILL BLVD o Street beteween Cul-de-Sac to Cornwall Avenue; Chestnut Avenue between Etiwanda Avenue J to Cornwall Avenue; Ivy Avenue L VINE ST between Emmett Avenue to Cornwall Avenue; Morton Avenue between Chestnut Avenue to Cul- de-Sac; Emmett Avenue between Chestnut Avenue to Cul-de-Sac i-D�a CHE.5TNUT- a LU Est. Construction Start/End: TBD Project Status: Suvey Department: Engineering Project Manager: I �— PROJECT LOCATION Curt Billings Description: This project will survey residents living within Tract Boundary TR 4578 for installation of new sidewalk. Scope of work to include mailing survey ballots for each resident to assess the purpose and need of potential constructability of new sidewalk. Justification: Prioritize sidewalk installation based on responses received to construct future sidewalks to improve pedestrian safety Project Cost Estimate ($): Expenditure/CategorV Prior Years 2019/20 2020/21 2021/22 2022/2023 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $0 $7,200 $0 $0 $0 $0 $7,200 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $0 $0 $0 $0 $1,500,000 $1,500,000 Inspection & Administration $0 $0 $0 $0 $0 $0 $0 Contingency $0 $0 $0 $0 $0 $0 $0 Total Costs: $0 $7,200 $0 $0 $0 $1,500,000 $1,507,200 Project Funding: Funding Source Prior Years 2018/19 2019/20 2020/21 2021/22 TBD TOTAL Community Dev Block Grant (204) $0 $7,200 $0 $0 $0 $0 $7,200 Total Costs: $0 $7,200 $0 $0 $0 $0 $7,200 Impact on Operations: None D10 Page 101 Municipal Utility The Rancho Cucamonga Municipal Utility (RCMU) was formed by the City Council in 2001. RCMU served its first customers in 2003 and finished construction of the Victoria Arbors substation in 2004. Currently, RCMU services over 1,000 customers in its service area. Annually, more than 78,000 megawatt -hours of electricity are distributed to our customers via 24 circuit miles of wire spread across the roughly 4 -square miles of service territory. RCMU's historical peak demand is 18 megawatts, set in July 2018. In 2017, the City's Fiber Optics Network infrastructure was also added to RCMU's purview with the approval of the Fiber Optics Master Plan. RCMU capital projects are related to the maintenance, expansion and improvement of the RCMU electrical distribution system and the RCMU Fiber Optics Network. RCMU's distribution system was designed to minimize maintenance and operating costs and ensure maximum reliability of service. Project List & FY 2019-20 Expenditures 1 6th St from W/O Haven Ave to Center $ 275,000 Ave- Electric and Fiber Extension 2 7th St from W/O Haven Ave to RR $ 275,000 Tracks-Electric/Fiber Line Extension 3 City Hall East Parking Lot -Electric Line $ 150,000 Extension 4 Etiwanda Ave:Arrow to Whittram-Electric $ 300,000 Dist Line Extension 5 Rancho Cucamonga Fiber Optic Network $ 445,000 $ 1,445,000 Sources of Fu for FY 2019-20 $445,000 Fiber Optic Network Municipal Utility Page 102 Project Number: JL Key: 1997 Object: 5650 District: 2 6th Street from W/O Haven Avenue to Center Avenue - Electric and Fiber Line Extension Project Location: RCMU Electric and Fiber Line Extension - 6th Street from W/O Haven Avenue to Center Avenue Est. Construction Start/End: 07/2019 - 09/2019 Project Status: Design Department: Engineering Project Manager: Fred Lyn Description: f� W F Jl- 7TH ST i PROJECT LOCATION - CT Approximately 750' of Distribution Line Extension to service a new planned commercial warehouse development on the NEC of Center Avenue and 6th Street with RCMU electricity and fiber optics. Justification: Line extension is needed to extend power service and fiber optic service to a new commercial warehouse development. The City paid SCE exit fees for the right to service any load associated with a newly constructed facility that has never been interconnected with Edison; this falls under that category. $0 $0 $285,000 Project Funding: Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $10,000 $0 $0 $0 $0 $0 $10,000 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $275,000 $0 $0 $0 $0 $275,000 Inspection & Administration $0 $0 $0 $0 $0 $0 $0 Contingency $0 $0 $0 $0 $0 $0 $0 Total Costs: $10,000 $275,000 $0 $0 $0 $0 $285,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Municipal Utility (705) $10,000 $275,000 $0 $0 $0 $0 $285,000 Total Costs: $10,000 $275,000 $0 $0 $0 $0 $285,000 Impact on Operations: The increased electricity load will provide additional revenue to RCMU E 1 Page 103 Project Number: JL Key: 1998 Object: 5650 District: 2 7th Street from W/O Haven Avenue to RR Tracks - Electric and Fiber Line Extension Project Location: RCMU Electric and Fiber Line Extension - 7th Street from W/O Haven Avenue to RR Tracks Est. Construction Start/End: 07/2019 - 09/2019 Project Status: Design Department: Engineering Project Manager: Fred Lyn PROJECT LOCATION IIi - a rni sr �l u I Description: Approximately 700' of Distribution Line Extension to service a new planned commercial warehouse development on the NEC of Center Avenue and 7th Street with RCMU electricity and fiber optics. The developer will provide the duct bank crossing west of the RR tracks. Justification: Line extension is needed to extend power service and fiber optic service to a new commercial warehouse development. The City paid SCE exit fees for the right to service any load associated with a newly constructed facility that has never been interconnected with Edison; this falls under that category. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $10,000 $0 $0 $0 $0 $0 $10,000 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $275,000 $0 $0 $0 $0 $275,000 Inspection & Administration $0 $0 $0 $0 $0 $0 $0 Contingency $0 $0 $0 $0 $0 $0 $0 Total Costs: $10,000 $275,000 $0 $0 $0 $0 $285,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Municipal Utility (705) $10,000 $275,000 $0 $0 $0 $0 $285,000 Total Costs: $10,000 $275,000 $0 $0 $0 $0 $285,000 Impact on Operations: The increased electricity load will provide additional revenue to RCMU E 2 Page 104 Project Location: RCMU Electric Line Extension - City Hall East Parking Lot Est. Construction Start/End: 10/2018 - 12/2018 Project Status: Design Department: Engineering Project Manager: Fred Lyn Description: Project Number: JL Key: 1986 Object: 5650 District: 2 City Hall East Parking Lot - Electric Line Extension Distribution Line Extension to service City Hall's East Parking Lot with RCMU electricity. Justification: A small distribution line extension is needed to extend power service to City Hall's East Parking lot. When the City paid SCE exit fees for City Hall, the City Hall East Parking lot was inadvertantly left out of the switchover. The City's continued interest to place solar in the East lot, as well as electric utility uniformity for City Hall, would make this an important project for the City. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $2,000 $0 $0 $0 $0 $0 $2,000 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $150,000 $0 $0 $0 $0 $150,000 Inspection & Administration $0 $0 $0 $0 $0 $0 $0 Contingency $0 $0 $0 $0 $0 $0 $0 Total Costs: $2,000 $150,000 $0 $0 $0 $0 $152,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Municipal Utility (705) $2,000 $150,000 $0 $0 $0 $0 $152,000 Total Costs: $2,000 $150,000 $0 $0 $0 $0 $152,000 Impact on Operations: The increased electricity load will provide additional revenue to RCMU. Uniformity for City Hall facilitites E 3 Page 105 Project Number: JL Key: 1999 Object: 5650 District: 2 Etiwanda Avenue from Arrow Route to Whittram Avenue - Electric Distribution Line Extension Project Location: RCMU Electric and Fiber Line Extension - Arrow Route to Whittram Avenue Est. Construction Start/End: 07/2020 - 09/2020 Project Status Design Department: Engineering Project Manager: Fred Lyn — i L41__ - �s�va CIC 6EkHY eft' :� YlRR137N 327E z a a :CT LOCATION F %;f it 4f n: c Description: Approximately 1,600' of new 12kV Distribution Line Extension is needed to connect RCMU's existing distribution on Arrow Route to the new Etiwanda grade separation project. This includes emplty conduit for future fiber. Justification: Line extension is needed to extend RCMU's power service through the Etiwanda Grade Separation project which provide new RCMU service opportunities on undeveloped/redeveloped parcels on or near Etiwanda Ave. The City paid SCE exit fees for the right to service any load associated with a newly constructed facility that has never been interconnected with Edison; this falls under that category. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $7,000 $0 $0 $0 $0 $0 $7,000 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $300,000 $0 $0 $0 $0 $300,000 Inspection & Administration $0 $0 $0 $0 $0 $0 $0 Contingency $0 $0 $0 $0 $0 $0 $0 Total Costs: $7,000 $300,000 $0 $0 $0 $0 $307,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Municipal Utility (705) $7,000 $300,000 $0 $0 $0 $0 $307,000 Total Costs: $7,000 $300,000 $0 $0 $0 $0 $307,000 Impact on Operations: The increased electricity load will provide additional revenue to RCMU E 4 Page 106 Project Location: Various locations throughout the City where existing fiber optics conduits are located Est. Construction Start/End: March 2019 Project Status: Pre -Construction Department: Engineering Project Manager: Fred Lyn Project Number: JL Key: 1910 Object: 5650 District: 2, 3, 4 Rancho Cucamonga Fiber Optic Network Description: The existing on -net and phase 1 design of the Fiber Optic master plan has been complete. The next steps includes construction utilizing the existing fiber optics system / RCMU system towards network buildout using both existing traffic conduit and building a new network to "tie-in" existing segments in order to provide municipal broadband to selected commercial, industrial and residential areas throughout the City. Justification: Laying the groundwork for high speed broadband infrastructure allows the City to pursue economic development opportunities and future smart city initiatives. Approval of the Fiber Optic Master Plan by the City Council allows the City to implement a systemic approach toward fiber infrastructure build out over the next five years. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $474,090 $100,000 $100,000 $100,000 $100,000 $0 $874,090 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $10,857,790 $145,000 $0 $0 $0 $0 $11,002,790 Inspection & Administration $356,701 $200,000 $125,000 $100,000 $50,000 $0 $831,701 Contingency $0 $0 $0 $0 $0 $0 $0 Total Costs: $11,688,581 $445,000 $225,000 $200,000 $150,000 $0 $12,708,581 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Fiber Optic Network (711) $11,688,581 $445,000 $225,000 $200,000 $150,000 $0 $12,708,581 Total Costs: $11,688,581 $445,000 $225,000 $200,000 $150,000 $0 $12,708,581 Impact on Operations: Bond financing is providing the revenue portion towards the fiber network construction. Additional revenues received from the Inyo partnership will provide for the daily operations of the network, as well as future bond debt service. The potential to bring in high speed broadband as a commodity will provide economic development opportunities and additional revenue to the RCMU's Fiber Optics Fund. E 5 Page 107 Parks Any capital project that is located in, on, or adjacent to a park or community center facility is classified as a Park Project. These include the construction of new park facilities, as well as the expansion or rehabilitation of existing park facilities. Improvements include playing fields, play ground equipment, park landscaping, other miscellaneous recreational amenities, restroom facilities and parking lot improvements. Many of these projects require ongoing maintenance, and all field rehabilitation projects and renovations are performed on an annual or bi-annual basis due to extensive wear from local league play. The majority of Park Projects are funded via the Park Development Fund (120), which is collected via residential development fees (i.e. new single family, town home, condo and senior housing). Some projects qualify for grants and Special District funds. Prosect List & FY 2019-20 Expenditures 1 Etiwanda Creek Park -Phase II $ 390,000 2 Garcia Park -Ball Field Lights $ 500,000 3 Heritage Park -Equestrian Main Area $ 50,000 Refurbish 4 Heritage Park -Replace Restroom & $ 75,000 Storage Bldg Roof 5 Old Town Park -Sports Lghtg Foundation $ 50,000 6 Parks Facility Painting $ 294,250 7 Paseo Lighting Retrofits $ 242,550 8 Replace Rubberized Playground Surface $ 832,300 Sources of Fundine for FY 2019-20 $531,500 $363,000 $5,000 $34,800 $193,650 5335,300 LMD 6 LIVID 10 LIVID 2 CFD 2000-03 $ 2,434,100 PD 85 F LIVID 1 30,850 $150,000 $390,000 LMD 4R Park Development LIVID 9 Page 108 Project Location: 5939 East Avenue Est. Design Start/End: 01/2020 - 06/2020 Project Status: Design Department: Community Services/Parks Project Manager: Jennifer Hunt Gracia Project Number: JL Key: 1664 Object: 5650 District: 4 Etiwanda Creek Park - Phase II Description: This project involves the initial design of park expansion, which may include additional athletic/recreation multi -use fields, tennis courts, dog park and additional parking. Required environmental and biological studies are also being completed as part of the this design. $0 $0 Justification: The City Council recently re-identified this project as a goal for FY 2019-2020 (previously identified in FY 2007-2008). Project Funding: Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $124,500 $0 $0 $0 $0 $0 $124,500 Design/Plan Review $184,430 $450,000 $0 $0 $0 $0 $634,430 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $0 $0 $3,900,000 $0 $0 $3,900,000 Inspection & Administration $0 $0 $0 $100,000 $0 $0 $100,000 Contingency $0 $0 $0 $585,000 $0 $0 $585,000 Total Costs: $308,930 $450,000 $0 $4,585,000 $0 $0 $5,343,930 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Park Development (120) $308,930 $450,000 $0 $4,585,000 $0 $0 $5,343,930 Total Costs: $308,930 $450,000 $0 $4,585,000 $0 $0 $5,343,930 Impact on Operations: Initial estimates place the cost of maintaining two additional softball/little league fields with a soccer overlay and a tennis court at $300,000 - $450,000 per year. F 1 Page 109 Project Location: Garcia Park Est. Construction Start/End: July 2019—June 2020 Project Status: Design/Construction Department: CSD Project Manager: Jeff Bensen Project Number: JL Key: 1981 Object: 5650 District: 4 Garcia Park - Ball Field Lights _ ROJECT LOCATIONI k � r.: L FC � IITI� Description: Design and install new LED ball field lighting, including electrical services upgrade and landscape restoration. Justification: The fields at Garcia Park currently do not have lighting. As a result, the fields cannot be used after the sun sets. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $0 $40,000 $0 $0 $0 $0 $40,000 Right -of -Way $0 $0 $0 $o $0 $0 $0 Construction $0 $420,000 $0 $0 $0 $0 $420,000 Inspection & Administration $0 $0 $0 $0 $0 $0 $0 Contingency $0 $40,000 $0 $o $0 $0 $40,000 Total Costs: $0 $500,000 $0 $0 $0 $0 $500,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL LIVID 9 (139) $0 $500,000 $0 $0 $0 $0 $500,000 Total Costs: $0 $500,000 $0 $0 $0 $0 $500,000 Impact on Operations: New LED ball field lights will have lower maintenance and electrical costs. Adding another lighted field will held address increased sports activities and provide additional practice and play time. F2 Page 110 Project Location: Heritage Park Est. Construction Start/End July 2019—June 2020 Project Status: Design/Construction Department: PWSD Project Manager: Dean Rodia Project Number: JL Key: Object: 5607 District: 1 Heritage Park - Equestrian Main Arena Refurbish N JAJ1__X__J =L-- � Coro ryron � 7 _ PROJECT LOCATION Description: Refurbish main arena area by removing and replacing base and sand. Justification: Project funding was carried over from FY 18/19. The main arena's subsurface is compacted and uneven, along with the main top surface being uneven and degraded into a very powdery sand. These two surface levels need to be reworked and new top material brought in to be spread evenly for the stability of the horses and to reduce potential liability and injury. $0 $0 Project Cost Estimate ($): $50,000 Project Funding: Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $0 $0 $0 $0 $0 $0 $0 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $45,000 $0 $0 $0 $0 $45,000 Inspection & Administration $0 $0 $0 $0 $0 $0 $0 Contingency $0 $5,000 $0 $0 $0 $0 $5,000 Total Costs: $0 $50,000 $0 $0 $0 $0 $50,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL PD 85 (848) $0 $50,000 $0 $0 $0 $0 $50,000 Total Costs: $0 $50,000 $0 $0 $0 $0 $50,000 Impact on Operations: Refurbishment will reduce time and expense to maintain the main arena area F3 Page 111 Project Location: Heritage Park Est. Construction Start/End July 2019—June 2020 Project Status: Design/Construction Department: PWSD Project Manager: Dean Rodia Project Number: JL Key: Object: 5607 District: 1 Heritage Park - Replace Restroom and Storage Building Roof N _ WILSON AVE. L - Description: Remove the existing restroom and storage building roof system and replace with new metal roof system (including underlayment and structural wood). $75,000 $0 $0 $0 $0 $75,000 Project Funding: Justification: The existing roof system has deteriorated and the entire system (including underlayment and structural wood) needs to be replaced. Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD Project Cost Estimate ($): PD 85 (848) $0 $75,000 $0 $0 $0 $0 Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $0 $0 $0 $0 $0 $0 $0 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $68,000 $0 $0 $0 $0 $68,000 Inspection & Administration $0 $0 $0 $0 $0 $0 $0 Contingency $0 $7,000 $0 $0 $0 $0 $7,000 Total Costs: $0 $75,000 $0 $0 $0 $0 $75,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL PD 85 (848) $0 $75,000 $0 $0 $0 $0 $75,000 Total Costs: $0 $75,000 $0 $0 $0 $0 $75,000 Impact on Operations: Once the roof system has been replaced, cleanup and repairs after rains will no longer be needed F4 Page 112 Project Location: Old Town Park Est. Construction Start/End: July 2019 — June 2020 Project Status: Design/Construction Department: PWSD Project Manager: Andy Miller Project Number: JL Key: Object: 5607 District: 2 Old Town Park - Sports Lighting Replacement PROJECT LOCATION ks, a X P 10GT l wK nnkN.sf —inoa Description: Modify existing sports lighting pole foundations to meet current (wind load) requirements. Justification: The existing sports lighting pole foundations do not meet current (wind load) requirements. Need to hire a structural engineering consultant to prepare modifications to the foundations so that they meet current requirements. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $7,050 $8,750 $0 $o $o $0 $15,800 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $52,100 $38,000 $0 $0 $0 $0 $90,100 Inspection & Administration $0 $0 $0 $0 $0 $0 $0 Contingency $0 $3,250 $0 $0 $0 $0 $3,250 Total Costs: $59,150 $50,000 $0 $0 $0 $0 $109,150 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL LIVID 1 (130) $59,150 $50,000 $0 $0 $0 $0 $109,150 Total Costs: $59,150 $50,000 $0 $0 $0 $0 $109,150 Impact on Operations: None F5 Page 113 Project Location: Kenyon Park, Windrows Park, Coyote Park, Milliken Park, Mountain View Park, Ralph Lewis Park, Spruce Park, W. Greenway Park, Various Paseos in LMD 6 Garcia Park and Day Creek Park Est. Construction Start/End: July 2019 -June 2020 Project Status: Design/Construction Department: PWSD Project Manager: Dean Rodia is JL Key: Object: 5300 District: 1, 2, 3, 4 Parks Facility Painting ECT LOCATION Description: Paint various facilities/amenities (restrooms, shade shelters, seat walls, trash enclosures, lights, etc.) at listed City parks. Justification: The painting of wood, metal, block and concrete surfaces protects them from environmental exposures such as weather, wood decay, cracking, rust and other material breakdowns that end up costing more to repair or replace. Painting is a proactive approach to extending the life of the materials and structures. This will be a yearly plan phased over 5 year. Project Cost Estimate ($): Expenditure/Cateeory Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $0 $0 $0 $0 $0 $0 $0 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $27,600 $294,250 $100,300 $91,600 $52,300 $61,800 $627,850 Inspection & Administration $0 $0 $0 $0 $0 $0 $0 Contingency $0 $0 $0 $0 $0 $0 $0 Total Costs: $27,600 $294,250 $100,300 $91,600 $52,300 $61,800 $627,850 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL LMD 2 (131) $6,200 $74,300 $53,900 $50,800 $47,300 $56,800 $289,300 LMD 4R (134) $15,000 $148,650 $41,400 $35,800 $0 $0 $240,850 LMD 6 (136) $0 $5,000 $5,000 $5,000 $5,000 $5,000 $25,000 LMD 9 (139) $0 $31,500 $0 $0 $0 $0 $31,500 LMD 10 (140) $6,400 $34,800 $0 $0 $0 $0 $41,200 Total Costs: $27,600 $294,250 $100,300 $91,600 $52,300 $61,800 $627,850 Impact on Operations: The painted park facilities/amenities will require less maintenance. F6 Page 114 Project Location: LIVID 2 (VW -21 near 6801 North Victoria Windrows Loop and VW -7 near 6650 Fairmont) Est. Construction Start/End: July 2019 -June 2020 Project Status: Design/Construction Department: PWSD Project Manager: Dean Rodia Project Number: JL Key: 1716 Object: 5650 District: 3 Paseo Lighting Retrofits [-�4240 L; cL J Description: Replace existing paseo lighting with new LED lighting (poles, fixtures, foundation, etc.) Justification: The existing paseo lighting poles were wet set into their concrete foundations. As a result, the poles cannot be removed to pull new wiring. A majority of the lights no longer function. Situation is becoming a safety concern. $295,000 $284,000 $241,000 Project Cost Estimate ($): $1,362,550 Project Funding: Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $10,000 $20,000 $20,000 $20,000 $10,000 $0 $80,000 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $257,280 $200,000 $250,000 $240,000 $210,000 $0 $1,157,280 Inspection & Administration $0 $0 $0 $0 $0 $0 $0 Contingency $32,720 $22,550 $25,000 $24,000 $21,000 $0 $125,270 Total Costs: $300,000 $242,550 $295,000 $284,000 $241,000 $0 $1,362,550 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL LIVID 2 (131) $300,000 $242,550 $295,000 $284,000 $241,000 $0 $1,362,550 Total Costs: $300,000 $242,550 $295,000 $284,000 $241,000 $0 $1,362,550 Impact on Operations: With new lighting, the constant requests for service calls to these two paseos will cease F7 Page 115 Project Number: JL Key: Object: 5607 District: 1, 2, 3, 4 Replace Rubberized Playground Surface Project Location: Kenyon Park, Windrows Park, PROJECT LOCATION r._. Milliken Park, Red Hill Park, i l............... _. ................ ._.._...... ._.. ............ Heritage Park, Church Park, Bear Gulch Park, Hermosa Park, Old •. „,�DE _ao H—LIpE R4 I 3 Town Park, West Beryl Park, Legacy �{wil-a E ' ww soH �E--w iso A—BEE6N'1ri3e Park and Olive Grove Park_ Est. Construction Start/End: July 2019—June 2020 Project Status: Design/Construction Department: PWSD Project Manager: Dean Rodia Description: Replaced deteriorated rubberized playground surfacing at listed parks with new rubberized playground surfacing. Justification: The existing rubberized playground surfacing has deteriorated. New rubberized playground surfacing is needed to meet the impact requirements for playground safety as required by the NRPA Playground Safety Standards. For most of these playgrounds, the rubberized surfacing replacement has been deferred for over 3 years. The situation is becoming a serious issue in providing safe use of the playground. Maintenance of the Rubberized Surface will be on-going issue. Staff will evaluate the surface and provide locations and estimates yearly. Project Cost Estimate ($): Funding Source Prior Years 2019/20 2020/21 Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $0 $0 $0 $0 $0 $0 $0 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $35,000 $832,300 $0 $0 $0 $0 $867,300 Inspection & Administration $0 $0 $0 $0 $0 $0 $0 Contingency $0 $0 $0 $0 $0 $0 $0 Total Costs: $35,000 $832,300 $0 $0 $0 $0 $867,300 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL LMD 1 (130) $0 $313,000 $0 $0 $0 $0 $313,000 LMD 2 (131) $0 $114,000 $0 $0 $0 $0 $114,000 LMD 411 (134) $21,000 $45,000 $0 $0 $0 $0 $66,000 PD 85 (848) $14,000 $210,300 $0 $0 $0 $0 $224,300 CFD 2000-03 (868) $0 $150,000 $0 $0 $0 $0 $150,000 Total Costs: $35,000 $832,300 $0 $0 $0 $0 $867,300 Impact on Operations: Once replaced, staff will no longer need to repair or patch the damaged rubberized playground surfaces F8 Page 116 Railroad Crossing Railroad Crossings are extremely expensive and infrequent projects, requiring large funding commitments, lengthy construction schedules and inevitably causing some inconvenience to the local community during the construction period. They are, however, also one of the best ways to ensure the safety of drivers, pedestrians and rail users by providing two separate crossings, thereby minimizing the possibility of train versus automobile, or train versus pedestrian accidents. Railroad Crossings are identified in the City's General Plan document, and they are also frequently illustrated in regional planning documents held by the County of San Bernardino, SBCTA and Caltrans. Project List & FY 2019-20 Expenditures Sources of Funding for FY 2019-20 1 6th St @ BNSF Spur Crossing w/o $ 225 000 Etiwanda Ave ' $ 225,000 t�2s,000 ■ Transportation G Page 117 Project Number: 800-2015-18 JL Key: 1839 Object: 5650 District: 4 6th Street at BNSF Spur Crossing west of Etiwanda Avenue Project Location: 6th Street at the BNSF spur track, west of Etiwanda Avenue. Est. Construction Start/End: TBD Project Status: Design Department: Engineering Project Manager: Curt Billings —FIRE -STATION I L_ A u PROJECT LOCATION • RAILROAD — � �/ w f I a pAY-TAN'pR F 7 7.hl:ST 7 U y 4`J w a m J y _ — F.TH ST -T H: a ] v i Y 1 SAWMARINO:ST j a I z ¢ z 0 1 MISSION=GIST"R Description: Establish Community Finance District (CFD) for a new 6th Street at the BNSF Railroad Spur crossing, west of Etiwanda Avenue. Justification: This project, if constructed, would complete 6th Street, between Santa Anita Avenue and Etiwanda Avenue, and provide better traffic circulation for the area. $0 $0 $0 $34,700,000 $35,000,000 Project Funding: Project Cost Estimate ($): Funding Source Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $75,000 $200,000 $0 $0 $0 $3,000,000 $3,275,000 Right -of -Way $0 $25,000 $0 $0 $0 $1,200,000 $1,225,000 Construction $0 $0 $0 $0 $0 $27,000,000 $27,000,000 Inspection & Administration $0 $0 $0 $0 $0 $1,000,000 $1,000,000 Contingency $0 $0 $0 $0 $0 $2,500,000 $2,500,000 Total Costs: $75,000 $225,000 $0 $0 $0 $34,700,000 $35,000,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Unknown $0 $0 $0 $0 $0 $34,700,000 $34,700,000 Transportation Fund (124) $75,000 $225,000 $0 $0 $0 $0 $300,000 Total Costs: $75,000 $225,000 $0 $0 $0 $34,700,000 $35,000,000 Impact on Operations: None at this time. G 1 Page 118 Streets Streets projects are the most common type of project undertaken by the City. The City receives annual funding from gasoline sales taxes for use on resurfacing projects for local arterial and residential streets in order to extend pavement life and improve driving conditions. Besides street rehabilitation projects, the City also undertakes many widening and extension projects as need dictates via new development, community needs and the City's General Plan. Proiect List & FY 2019-20 Expenditures 1 ADA Ramps at Various Locations $ 250,000 2 Base Line Rd Utiliy Underground $ 77,000 3 Church St: Haven -Milliken Pavement $ 625,000 Rehab 4 Etiwanda east side widening north $ 580,000 Whittram-s/o Arrow 5 Etiwanda from Fthll-Wilson: Pavement $ 50,000 Rehab 6 Etiwanda Grade Separation $ 52,175,000 7 Grind and Patch Asphalt Pavement @ $ 50,000 Arterial Intersection 8 Hermosa Ave from Banyan to Wilson- $ 266,000 Pavement Rehab 9 Hermosa Ave n/o Fthll to Church St $ 500,000 Widening 10 Highland Ave from Archibald to Haven- $ 600,000 Pavement Rehab 11 Local Street Pavement Rehab @ $ 1,900,000 Various Locations 12 Youngs Canyon Rd -Ext from Koch $ 50,000 Place to Cherry Ave $ 57,123,000 W $25,c Sources of Funding for FY 2019-20 $350,000 $77,000 $50,000 $350,000 ■ 5B-1 TCEP ■ Road Maint & Rehab ■ Measure I ■ AD88-2 ■ Beautification $52,150,000 ;30,000 ■ Underground Utilities ■ Gas Tax R&T 7360 ■ Citywide Infrastructure ■ CDBG Page 119 Project Location: Various Locations City Wide Est. Construction Start/End: 02/2020 — 04/2020 Project Status: Design/Construction Department: Engineering Project Manager: Romeo David Project Number: 800-2019-04 JL Key: 1150 Object: 5650 District 1,2,3,4 ADA Ramps at Various Locations Description: Construct ADA compliant ramps at Various locations citywide. Locations for ramp installation come from the ADA Transition Plan, which is updated annually. This capital project encompasses all ADA compliance issues that cannot be incorporated into other improvement projects, but which must still be addressed in timely fashion. Justification: Meets the City's ongoing commitment to install ADA ramps where they are missing and required by law. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $0 $0 $0 $0 $0 $0 $0 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $250,000 $225,000 $0 $0 $0 $0 $475,000 Inspection & Administration $0 $0 $0 $0 $0 $0 $0 Contingency $0 $25,000 $0 $0 $0 $0 $25,000 Total Costs: $250,000 $250,000 $0 $0 $0 $0 $500,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Measure I Fund (177) $100,000 $100,000 $0 $0 $0 $0 $200,000 Gas Tax R&T 7360 Fund (174) $150,000 $150,000 $0 $0 $0 $0 $300,000 Total Costs: $250,000 $250,000 $0 $0 $0 $0 $500,000 Impact on Operations: None H 1 Page 120 Project Number: 800-2010-13 JL Key: 1776 Object: 5650 District: 1 Base Line Road Utility Underground Project Location: Base Line Road from Carnelian Street to Vineyard Avenue ., PROJECT LOCATION 0 Est. Construction Start/End: 05/2020 - 8/2020 n n e►aeLMAD Project Status Design Department: Engineering Project Manager: Natalie Avila Description: Underground the overhead utilities along north side Base Line Road. Two street lights on SCE wood poles will be replaced with new LED street lights on concrete pole. Specific timing of the construction will be coordinated with school upon completion of the design. $77,000 Justification: This project is funded by the Underground Utility Fund (129) as part of SCE allocation of utility underground funds to each City. The use of these funds is governed by SCE's Rule 20A regulations. Rule 20A funds are reserved for heavily used and/or scenic streets and the efforts to remove overhead utilities will improve the appearance along Base Line Road. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Education Outreach $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $0 $5,000 $0 $0 $0 $0 $5,000 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $60,000 $0 $0 $0 $0 $60,000 Inspection & Administration $0 $6,000 $0 $0 $0 $0 $6,000 Contingency $0 $6,000 $0 $0 $0 $0 $6,000 Total Costs: $0 $77,000 $0 $0 $0 $0 $77,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Underground Utilities (129) $0 $77,000 $0 $0 $0 $0 $77,000 Total Costs: $0 $77,000 $0 $0 $0 $0 $77,000 Impact on Operations: This project will add two new street lights to the City's inventory increasing future maintenance however will improve the electrical efficiency of lighting for the area. H 2 Page 121 Project Number: 800-2019-15 JL Key: 2013 Object: 5650 District 3 Church Street from Haven Avenue to Milliken Avenue- Pavement Rehabilitation Project Location: Church Street - From Haven Avenue to Milliken Avenue Est. Construction Start/End: 06/2020 - 08/2020 Project Status: Construction Department: Engineering Project Manager: Romeo David w JILSC 3 T7"qE='/,SPIl1IrJLJ r � � :w•.r U `� L _ !N PROJECT LOC�4TIOl 1_1�i ;.:.- 701 Description: This project involves cold planing, localized asphalt removal and replacement, crack sealing, asphalt rubber hot mix overlay, Traffic Signal Video Detection , utility valves and manhole adjustments, pavement striping and curb ramps. Justification: This project will restore the existing road surface to a substantially new condition, extending pavement life, use and rideability. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $0 $40,000 $0 $0 $0 $0 $40,000 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $450,000 $0 $0 $0 $0 $450,000 Inspection & Administration $0 $90,000 $0 $0 $0 $0 $90,000 Contingency $0 $45,000 $0 $0 $0 $0 $45,000 Total Costs: $0 $625,000 $0 $0 $0 $0 $625,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Measure I Fund (177) $0 $625,000 $0 $0 $0 $0 $625,000 Total Costs: $0 $625,000 $0 $0 $0 $0 $625,000 Impact on Operations: Less routine maintenance like pothole repairs, weed abatement and crack seal, thus freeing up maintenance crews to attend to other needed areas. H 3 Page 122 Project Number: 800-2018-29 JL Key: 2002 Object: 5650 District: 4 Etiwanda Avenue East Side widening from 400' north Whittram Avenue to 300' south of Arrow Route Project Location: Etiwanda Avenue from 400' north Whittram Avenue to 300' south of Arrow Route Est. Construction Start/End: 07/2019-06/2020 Project Status: Design/Construction Department: Engineering Project Manager: Curt Billings N r RiE i PROJECT LOCATION Description: This project involves street widening on the east side of Etiwanda Avenue including curb & gutter, sidewalk, street lights and utility relocation, as well as pavement rehabilitation consisting of cold planing, crack sealing, asphalt pavement overlay, utility valve and manhole cover adjustments, and pavement striping. $0 $0 $1,108,000 Project Funding: Justification: This project will enhance pedestrian and vehicular safety through the area and restore the existing road surface to a substantially new condition, extending pavement life, use and rideability. Funding Source Prior Years 2019/20 Project Cost Estimate ($): 2021/22 2022/23 TBD TOTAL Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $0 $0 $0 $0 $0 $0 $0 Right -of -Way $0 $294,000 $0 $0 $0 $0 $294,000 Construction $0 $186,000 $412,000 $0 $0 $0 $598,000 Inspection & Administration $0 $71,000 $81,600 $0 $0 $0 $152,600 Contingency $0 $29,000 $34,400 $0 $0 $0 $63,400 Total Costs: $0 $580,000 $528,000 $0 $0 $0 $1,108,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL CDBG (204) $0 $30,000 $528,000 $0 $0 $0 $558,000 Measure 1(177) $0 $550,000 $0 $0 $0 $0 $550,000 Total Costs: $0 $580,000 $528,000 $0 $0 $0 $1,108,000 Impact on Operations: Reduced street maintenance costs for pothole repairs and crack seal, thus freeing up maintenance crews to attend to other needed areas. H 4 Page 123 Project Number: 800-2019-10 JL Key: 2007 Object: 5650 District: 3, 4 Etiwanda Avenue from Foothill Boulevard to Wilson Avenue - Pavement Rehabilitation Project Location: Etiwanda Avenue from Foothill Boulevard to Wilson Avenue Est. Construction Start/End: 05/2021- 07/2021 Project Status: Design Department: Engineering Project Manager: Curt Billings MLSONAV WILSON AVE. E a E � _ L VWTAMW Ae IN — _ ti PROJECT LOCATION '_-_- a Z ll1 — SASE UNE Ho r # W G _ ..- LNI�.__— � E-,ctiDacFi sr MILLER AVE i. ... i �OOTHI L LVD. Description: This project involves cold planing and localized asphalt removal and replacement, crack sealing, asphalt pavement overlay, video detection, utility valve and manhole cover adjustments, pavement striping and a Caltrans permit Justification: This project will restore the existing road surface to a substantially new condition, extending pavement life, use and rideability. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $D $0 $0 Design/Plan Review $0 $50,000 $0 $0 $0 $0 $50,000 Right -of -Way $0 $0 $0 $0 $D $0 $0 Construction $0 $0 $0 $1,600,000 $0 $0 $1,600,000 Inspection & Administration $0 $0 $0 $40,000 $0 $0 $40,000 Contingency $0 $0 $0 $160,000 $0 $0 $160,000 Total Costs: $0 $50,000 $D $1,800,000 $0 $0 $1,850,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Measure 1 (177) $0 $50,000 $D $1,800,000 $0 $0 $1,850,000 Total Costs: $0 $50,000 $0 $1,800,000 $0 $0 $1,850,000 Impact on Operations: Reduced street maintenance costs for pothole repairs and crack seal, thus freeing up maintenance crews to attend to other needed areas. H 5 Page 124 Project Location: Etiwanda Avenue from Whittram Avenue to Napa Avenue Est. Construction Start/End: 06/2020 - 12/2021 Project Status: Design/Construction Department: Engineering Project Manager: Curt Billings Project Number: 800-2018-09 JL Key: 1922 Object: 5650 District: 4 Etiwanda Avenue Grade Separation Project �� doh® IVV U�'IV@ 3P ERISPORTSC PLEx 1 • c U f )NGA ADD T5 ORT$ COMPLEX i I- I 0 cK-6ENNr-DR 0 i tE &ADOPTION CENTER ARROW -RTE PROJECT LOCATION a r o y `L a � U� SCRRA/BNSF RAILROAD Ii HUT -TRA M=AVCE i J � ) i R ..............................i i N, w 6TH=53 a Description: Roadway overcrossing SCRRA/BSNF track along Etiwanda Avenue to include concrete bridge, curb and gutter, driveway sidewalk, street lights and utilities undergrounding. Justification: Overcrossing bridge and widening Etiwanda Avenue will improve traffic circulation, vehicular and rail safety through the area. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $4,000,000 $2,025,000 $0 $0 $0 $0 $6,025,000 Right -of -Way $3,050,000 $2,650,000 $0 $0 $0 $0 $5,700,000 Construction $0 $42,700,000 $0 $0 $0 $0 $42,700,000 Inspection & Administration $0 $500,000 $0 $0 $0 $0 $500,000 Contingency $0 $4,300,000 $0 $0 $0 $0 $4,300,000 Total Costs: $7,050,000 $52,175,000 $0 $0 $0 $0 $59,225,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL SB -1 TCEP Fund (181) $7,000,000 $52,150,000 $0 $0 $0 $0 $59,150,000 Infrastructure Fund (198) $50,000 $25,000 $0 $0 $0 $0 $75,000 Total Costs: $7,050,000 $52,175,000 $0 $0 $0 $0 $59,225,000 Impact on Operations: Reduction of routine maintenance activities for pothole repair, weed abatement and crack seal, thus freeing up maintenance crews for other needed areas. H 6 Page 125 Project Number: JL Key: 2010 Object: 5650 District 1, 2 ,3, 4 Grind and Patch Asphalt Pavement at Arterial Intersection Project Location: Various Locations - Where deemed necessary by Public Works and Engineering Est. Construction Start/End: 07/2019 — 06/2020 Project Status: Construction Department: Engineering Project Manager: Romeo David Description: This project involves grinding and patching existing asphalt pavement, traffic loops, striping and pavement markers replacements. Justification: This project will remove rutting and shoving existing asphalt pavement, smooth surface and thus extending the pavement life and restore the existing surface to a safe condition, extending Pavement life, use and rideability Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $0 $0 $0 $0 $0 $0 $0 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $40,000 $0 $0 $0 $0 $40,000 Inspection & Administration $0 $6,000 $0 $0 $0 $0 $6,000 Contingency $0 $4,000 $0 $0 $0 $0 $4,000 Total Costs: $0 $50,000 $0 $0 $0 $0 $50,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Gas Tax Fund (174) $0 $50,000 $0 $0 $0 $0 $50,000 Total Costs: $0 $50,000 $0 $0 $0 $0 $50,000 Impact on Operations: Less routine maintenance, thus freeing up maintenance crews to attend to other needed areas H 7 Page 126 Project Number: 800-2012-29 JL Key: 1815 Object: 5650 District: 1,4 Hermosa Avenue from Banyan Street Wilson Avenue - Pavement Rehabilitation Project Location: Hermosa Avenue from Banyan Street to Wilson Avenue Est. Construction Start/End: 06/2020-10/2020 Project Status: Design Department: Engineering Project Manager: Curt Billings IMA BASIN 7� . o7 ; PROJECT LOCATION W a........_ _._ — - u ALTA LOMA BASIN Description: This project involves cold planing and localized asphalt removal and replacement, crack sealing, asphalt pavement overlay, utility valve and manhole cover adjustments, and pavement striping. Justification: This project will restore the existing road surface to a substantially new condition, extending pavement life, use and rideability. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $0 $0 $0 $0 $0 $0 $0 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $215,000 $0 $0 $0 $0 $215,000 Inspection & Administration $0 $30,000 $0 $0 $0 $0 $30,000 Contingency $0 $21,000 $0 $0 $0 $0 $21,000 Total Costs: $0 $266,000 $0 $0 $0 $0 $266,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Road Maint & Rehab (179) $0 $266,000 $0 $0 $0 $0 $266,000 Total Costs: $0 $266,000 $0 $0 $0 $0 $266,000 Impact on Operations: Reduced street maintenance costs for pothole repairs and crack seal, thus freeing up maintenance crews to attend to other needed areas. H 8 Page 127 Project Number: 800-2017-10 JL Key: 1976 Object: 5650 District 2 Hermosa Avenue north of Foothill Boulevard to Church Street - Street Widening Project Location: Hermosa Avenue from north of Foothill Boulevard to Church Street Est. Construction Start/End: 05/2019 - 06/2019 Project Status: Construction Department: Engineering Project Manager: Romeo David CENTRAL ROJEGIF160CATION a; Q = Y C I� � I Description: This project involves street widening, sidewalk and some pavement rehabilitation. Justification: This project will improve the traffic circulation and pedestrian safety due to wider road and sidewalks. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $50,000 $0 $0 $0 $0 $0 $50,000 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $400,000 $0 $0 $0 $0 $400,000 Inspection & Administration $0 $60,000 $0 $0 $0 $0 $60,000 Contingency $0 $40,000 $0 $0 $0 $0 $40,000 Total Costs: $50,000 $500,000 $0 $0 $0 $0 $550,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Beautification Fund (110) $0 $350,000 $0 $0 $0 $0 $350,000 Gas Tax R&T 7360 Fund (174) $50,000 $150,000 $0 $0 $0 $0 $200,000 Total Costs: $50,000 $500,000 $0 $0 $0 $0 $550,000 Impact on Operations: Less routine maintenance like weed abatement and repair of existing rock wall, thus freeing up maintenance crews to attend to other needed areas. H 9 Page 128 Project Number: 800-2017-11 JL Key: 1960 Object: 5650 District 1,4 Highland Avenue, from Archibald Avenue to Haven Avenue Pavement Rehabilitation Project Location: Highland Avenue Avenue - From Archibald Avenue to Haven Avenue Est. Construction Start/End: 07/2020 - 08/2020 Project Status: Design Department: Engineering Project Manager: Romeo David Description: This project involves cold planing, localized asphalt removal and replacement, crack sealing, asphalt rubber hot mix overlay, traffic signal loop replacement, utility valves and manhole adjustments and pavement striping. Justification: This project will restore the existing road surface to a substantially new condition, extending pavement life, use and rideability. In addition, the project is using asphalt rubber and is therefore eligible and will be submitted for a CalRecycle rebate. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $25,000 $0 $0 $0 $0 $0 $25,000 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $500,000 $0 $0 $0 $0 $500,000 Inspection & Administration $0 $50,000 $0 $0 $0 $0 $50,000 Contingency $0 $50,000 $0 $0 $0 $0 $50,000 Total Costs: $0 $600,000 $0 $0 $0 $0 $625,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Road Maintenance & Rehab (179) $0 $600,000 $0 $0 $0 $0 $600,000 Gas Tax R&T 7360 Fund (174) $25,000 $0 $0 $0 $0 $0 $25,000 Total Costs: $25,000 $600,000 $0 $0 $0 $0 $625,000 Impact on Operations: Less routine maintenance like pothole repairs, weed abatement and crack seal, thus freeing up maintenance crews to attend to other needed areas. H 10 Page 129 Project Location: Various Locations Est. Construction Start/End: 05/2020 —07/2020 Project Status: Design/Construction Department: Engineering Project Manager: Romeo David Project Number: 800-2019-09 JL Key: 1022 Object: 5650 District 1,2,3,4 Local Street Pavement Rehabilitation at Various Locations Description: This project involves slurry seals and overlays. Justification: This project if a slurry seal will seal the street thus extending the pavement life and if a pavement overlay will restore the existing road surface to a substantially new condition, extending pavement life, use and rideability. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $40,000 $30,000 $0 $0 $0 $0 $70,000 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $1,925,000 $1,650,000 $0 $0 $0 $0 $3,575,000 Inspection & Administration $67,500 $55,000 $0 $0 $0 $0 $122,500 Contingency $167,500 $165,000 $0 $0 $0 $0 $332,500 Total Costs: $2,200,000 $1,900,000 $0 $0 $0 $0 $4,100,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Measure I Fund (176) $0 $200,000 $0 $0 $0 $0 $200,000 Measure I Fund (177) $1,200,000 $700,000 $0 $0 $0 $0 $1,900,000 Road Maintenance & Rehab (179) $1,000,000 $1,000,000 $0 $0 $0 $0 $2,000,000 Total Costs: $2,200,000 $1,900,000 $0 $0 $0 $0 $4,100,000 Impact on Operations: Less routine maintenance like pothole repairs, weed abatement and crack seal, thus freeing up maintenance crews to attend to other needed areas. H 11 Page 130 Project Number: 800-2012-22 JL Key: 1601 Object: 5650 District: 4 Youngs Canyon Road - Extension from Koch Place to Cherry Avenue Project Location: Youngs Canyon Road - Koch Place to Cherry Avenue Est. Construction Start/End: To be determined Project Status Design Department: Engineering Project Manager: Curt Billings CREEK COMMUNITY PARK 1�. :FIR Cr CY7 d 0 0 � s os' o = a CASSIA ST O C GYPSUM DR PROJECT LOCATION FISHER-DR�- �wJiITE$TONEPLL V H n R Description: The extension of Youngs Canyon Road between Koch Place and Cherry Avenue will construct a 4 lane road across a flood control basin and master plan its extension to Cherry Avenue. $0 $0 Justification: This extension of Youngs Canyon Road will construct 1,100 foot segment across an existing flood control basin enabling future development east of the basin to complete the remaining 400 foot extension to Cherry Avenue. When completed the new road will relieve traffic congestion on Wilson Avenue to the north. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $100,000 $0 $0 $0 $100,000 Design/Plan Review $300,000 $50,000 $70,000 $0 $0 $0 $420,000 Right -of -Way $0 $0 $50,000 $0 $0 $0 $50,000 Construction $0 $0 $2,600,000 $0 $0 $0 $2,600,000 Inspection & Administration $0 $0 $50,000 $0 $0 $0 $50,000 Contingency $0 $0 $280,000 $0 $0 $0 $280,000 Total Costs: $300,000 $50,000 $3,150,000 $0 $0 $0 $3,500,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL AD 88-2 Etiw/Highlnd Impry (813) $300,000 $50,000 $3,150,000 $0 $0 $0 $3,500,000 Total Costs: $300,000 $50,000 $3,150,000 $0 $0 $0 $3,500,000 Impact on Operations: Adds 1,100 feet of roadway to the City's street maintenance program. A more detailed cost estimate will be available after the preliminary design phase is complete. H 12 Page 131 Traffic Projects included in this section are typically those that will promote safe and efficient traffic circulation per State and local design standards. Planned projects include two new signals, and upgrades at three intersections, synchronization at three freeway interchanges, and preparation of an ITS master plan. Traffic Projects are typically funded via Transportation Development Funds (124), Measure 1 (177), Gas Tax Funds (170, 172, and 174), Street Lighting Districts and some grant funding. Project List & FY 2019-20 Expenditures 1 Advance Traffic Management $ 4,039,000 System - Phase 1 2 Advance Traffic Management $ 2,828,000 System - Phase 2 3 Day Creek Upgrade LT Phases $ 235,000 4 School Crosswalk Improvements $ 83,500 5 Southwest Cucamonga Class I Bike $ 596,160 Trail Project 6 Traffic Signal Battery Back -Up $ 300,000 Rplcmnts 7 Vineyard @ San Bernardino -Traffic $ 240,000 Signal Modification $ 4,282,660 Sources of Funding for FY 2019-20 150,000$596,160 $150,000 "1,000 7,275,500 AB 2766 Gas Tax R&T 7360 Equip/Veh Rplcmt Transportation Fire Capital Projects Page 132 Project Location: Haven Avenue from 4th Street to Wilson Avenue, Vineyard Avenue from Foothill Boulevard to Red Hill Country Club Drive and Foothill Boulevard from Grove Avenue to East Avenue Est. Construction Start/End: 07/2019 - 10/2019 Project Status: Design/Equipment Specifications Department: Engineering Project Manager: Natalie Avila Project Number: 800-2018-04 JL Key: 1982 Object: 5650 District: 1, 2, 3, 4 Advance Traffic Management System Phase 1 Description: Installing Closed Circuit Television (CCTV) cameras, video detection system (VDS), fiber optic cable and conduit, communication networking equipment including hubs, upgrading and integrating over 30 traffic signals into the Traffic Management Center (TMC) located at city hall, and implementing traffic signal coordination timing. Justification: Implementation of this project will improve monitoring, retiming and coordination of the City's traffic signal system and meet the General Plan goal of community mobility to maximize the operational efficiency of the street system. This project is in accordance with the Traffic Communication Master Plan. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Consultant Services $300,000 $264,000 $0 $0 $0 $0 $564,000 StaffTraining $0 $5,000 $0 $0 $0 $0 $5,000 Design/Equipment Specifications $100,000 $0 $0 $0 $0 $0 $100,000 Procurement/Construction $200,000 $2,200,000 $0 $0 $0 $0 $2,400,000 System Testing and Integration $0 $1,020,000 $0 $0 $0 $0 $1,020,000 Inspection & Administration $0 $330,000 $0 $0 $0 $0 $330,000 Contingency $0 $220,000 $0 $0 $0 $0 $220,000 Total Costs: $600,000 $4,039,000 $0 $0 $0 $0 $4,639,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Transportation (124) $600,000 $4,039,000 $0 $0 $0 $0 $4,639,000 Total Costs: $600,000 $4,039,000 $0 $0 $0 $0 $4,639,000 Impact on Operations: Development of the City's ITS will improve maintenance, staff efficiencies and reduce related costs. These system upgrades will also provide substantial improvements in system -wide signal timing and coordination, improving operational efficiencies, while also resulting in fewer citizen complaints. 11 Page 133 Project Location: Milliken Avenue from 4th Street to Grizzley Drive, 19th Street from Sapphire Street to Haven Avenue, Arrow Route from Grove Avenue to East Avenue, Rochester Avenue from Base Line Road to Banyan Street, and Day Creek Boulevard from Base Line Road to Wilson Avenue Est. Construction Start/End: 05/2019 - 05/2022 Project Status: Design Department: Engineering Project Manager: Natalie Avila Project Number: 800-2019-01 JL Key: 2004 Object: 5650 District: 1, 2 ,3, 4 Advance Traffic Management System Phase 2 Description: Installing Closed Circuit Television (CCTV) cameras, video detection system (VDS), fiber optic cable and conduit, communication networking equipment including hubs, upgrading and integrating over 50 traffic signals into the Traffic Management Center (TMC) located at city hall, and implementing traffic signal coordination timing. Justification: Implementation of this project will improve monitoring, retiming and coordination of the City's traffic signal system. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Consultant Services $0 $228,000 $252,000 $132,000 $0 $0 $612,000 Staff Training $0 $5,000 $5,000 $5,000 $0 $0 $15,000 Design/Equipment Specifications $0 $0 $0 $0 $0 $0 $0 Procurement/Construction $0 $1,900,000 $2,100,000 $1,100,000 $0 $0 $5,100,000 System Testing and Integration $0 $220,000 $80,000 $80,000 $0 $0 $380,000 Inspection & Administration $0 $285,000 $315,000 $165,000 $0 $0 $765,000 Contingency $0 $190,000 $210,000 $110,000 $0 $0 $510,000 Total Costs: $0 $2,828,000 $2,962,000 $1,592,000 $0 $0 $7,382,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Transportation (124) $0 $2,828,000 $2,962,000 $1,592,000 $0 $0 $7,382,000 Total Costs: $0 $2,828,000 $2,962,000 $1,592,000 $0 $0 $7,382,000 Impact on Operations: Development of the City's ITS will improve maintenance, staff efficiencies and reduce related costs. These system upgrades will also provide substantial improvements in system -wide signal timing and coordination, improving operational efficiencies, while also resulting in fewer citizen complaints. 12 Page 134 Project Number: 800-2017-04 JL Key: 1956 Object: 5650 District: 3 Day Creek Boulevard - Upgrade Left Turn Phases Project Location: i ■ W Day Creek Boulevard at Banyan -AVE ! w��sora►iWE--wig rV_�_l =dvE Beecr�'�auE Street, at Silverberry Street, at _..� Victoria Park Lane, at Sugar Gum U ! i -S # �N Street and at Church Street, Base z w � T Line @ Spruce Avenue, Base Line @ Valencia Avenue �� , _ _ •? LT� Est. Construction Start/End: 03/2020-06/2020 Project Status: Design/Construction Department: Engineering Project Manager: Romeo David Description: The scope of work to be performed in general consists of, but is not limited to, removing protected -permissive left turn phasing and replacing with flashing yellow arrow left turn phasing for the traffic signals and modify medians on Day Creek Boulevard. Justification: The project will improve safety and efficiency for vehicles and pedestrians by providing flashing yellow arrow left turn vehicle movements. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $0 $75,000 $0 $0 $0 $0 $75,000 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $210,000 $0 $0 $0 $0 $210,000 Inspection & Administration $0 $24,000 $0 $0 $0 $0 $24,000 Contingency $0 $20,000 $0 $0 $0 $0 $20,000 Total Costs: $0 $329,000 $0 $0 $0 $0 $329,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Transportation (124) $0 $282,000 $0 $0 $0 $0 $282,000 Gas Tax (174) $0 $47,000 $0 $0 $0 $0 $47,000 Total Costs: $0 $329,000 $0 $0 $0 $0 $329,000 Impact on Operations: After installation and configuration of the protected left turn traffic signal equipment, no additional impacts on operations will be present. 13 Page 135 Project Location: Layton Street / Church Street; Feron Boulvard /Villa Del Norte Driveway; Amethyst Avenue / La Grande Street; Archibald Avenue / Tryon Street; Archibald Avenue / 9th Street; Baker Avenue / 9th Street; Baker Avenue/ Salina Street Est. Construction Start/End: 05/2020 - 06/2020 Project Status: Design/Construction Department: Engineering Project Manager: Natalie Avila Description: Project Number: 800-2019-17 JL Key: 2015 Object: 5650 District: 1,2 School Crosswalk Improvements il PROJECT J - LOCATION" easeuin X11o J- i� 9- 11 [1l IL a $ 1 o _ a Q RROW RTE uuuu ' N -fl O RTE o L FERON This project will enhance school crosswalks at seven locations by modifying access curb ramps, installing solar powered flashing beacons (at specified locations), and installing high visibility crosswalks. Justification: This project will improve pedestrian safety at existing crosswalks immediately adjacent to school sites. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/2023 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $0 $27,800 $0 $0 $0 $0 $27,800 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $53,700 $157,800 $0 $0 $0 $211,500 Inspection & Administration $0 $2,000 $6,000 $0 $0 $0 $8,000 Contingency $0 $0 $0 $0 $0 $0 $0 Total Costs: $0 $83,500 $163,800 $0 $0 $0 $247,300 Project Funding: Funding Source Prior Years 2018/19 2019/20 2020/21 2021/22 TBD TOTAL Community Dev Block Grant (204) $0 $0 $163,800 $0 $0 $0 $163,800 Transportation Fund (124) $0 $83,500 $0 $0 $0 $0 $83,500 Total Costs: $0 $83,500 $163,800 $0 $0 $0 $247,300 Impact on Operations: This project will add additional square feet to the City's street striping maintenance, requiring routine maintenance. Traffic maintenance is also anticipated to have additional asset equipment to routinely maintain. 14 Page 136 Project Location: Cucamonga Creek Channel from Foothill Boulevard to 4th Street and Deer Creek Channel from Church Street to 4th Street Est. Construction Start/End: 10/2017 - 10/2019 Project Status: Design/Construction Department: Engineering Project Manager: Natalie Avila Description: Justification: Project Number: JL Key: 1953 Object: 5650 District: 2, 3 Southwest Cucamonga Class I Bike Trail Project Y_Y�-_7 i RNECI%hlV` 1I (C^a¢ .JI'--�AL�A- L-GJIp•u-1 = fuiLiL� uuu��ff f _P /rte} •� •-.�---fes _ ._ •-- -J LERY�iu I LLt RkiI�I L A LOM p ��I II HIGHI RANCHO CUCAMONGA'�CE[,ITRAL'0.A ""r LI'J IRELS TATI Clrl�� LION ER ER EAST >f BR IS LTE�SENIOR CENTERTT L5 �LLJJ�� SASE--LINE-rF,RCH BALD -LI RAR �I�tl��y� LI .N PA ¶ I D RED FiILOMMUNITY,1 �Rf�r�r� �� SON Tj1 CA ONI ARN1®®AR1 LELENkENTA'RY�IIII+"--IIIIILJ IGIID�TRDo� DI II IllrriE � . RnyHMDssE. Mou, aralrfvi�w'i ai K�] x Hu&RC'-�STRR E_ r�� MIDDL' �q� ELEMENTS. RY Of'frlfir�H11RGH6T E9T ENWAY RK p?' :JLILJLJ �JLJ -JIM RII'� N EPAR �O rLLIIB 6 �, Jh•M ILLIrl PARK I�I I� E RA (� : l` C1OY'QTE CANYI\N IL(� �� )I ELEMEIJTA RY1 �� 6 RC"FAMILY§POR CENT �L �RACP ,HM LEWIS_P-ARK-Y+ u I1 _EME'nN=ITIS'' FOO H IL,.�UEVD�(((�� v�S�� H ��n �I CITY HALL �� UUUUU�UUU RC POLICE STATION I� EPI 5P n rf f?LEME TL .,I [i d x l� / RANCHO C�ICAMONGAA�L��T SPORTS -C 11 a MD BERRY FARL Z� IV TER�DR RC ANIMAL CARE SAD TION -CEN LJG PES IAL ED a :4 m SI� a FAMILY RE OS CR E=CENTER S'MIG I�ELE'ME IJGA� x NTA RY �TH_ST �u� ELEME Tii Rl' i�� II" . d'lllj �� RANCH- UCAMNCVh T_R E- J� ¢ o ❑'iE s� r�eLVD v 2 BSD TN-P ME TR OLI K STATI N y N s S a]THS r?TH-S'j�EMPI ES GOLF rIE IIuII IIIrL6SM'IST rl�lrr�ll}�jII PF� L E I PIRE LKES GOLF GaURSE �u of •THCST Construction of approximately 2.46 miles (12, 990 LF) of Class I shared -use path improvements along the Cucamonga Creek Channel from Foothill Boulevard to 4th Street. Construction of 1.85 miles (9,750 LF) along the Deer Creek Channel shared -use path from Church Street to 4th Street. Public Outreach and Education element designed to encourage and promote alternatives to motorized transportation. Clean Transportation Funding Grant from the Mobile Source Air Pollution Reduction Review Committee (MSRC) Contract Number ML16052, helping to reduce vehicle emissions in the South Coast Air Quality Management District. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Education Outreach $10,000 $5,000 $0 $0 $0 $0 $15,000 Design/Plan Review $30,000 $0 $0 $0 $0 $0 $30,000 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $501,000 $0 $0 $0 $0 $501,000 Inspection & Administration $0 $40,060 $0 $0 $0 $0 $40,060 Contingency $0 $50,100 $0 $0 $0 $0 $50,100 Total Costs: $40,000 $596,160 $0 $0 $0 $0 $636,160 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL AB 2766 Air Qual Impry Fund (105) $40,000 $596,160 $0 $0 $0 $0 $636,160 Total Costs: $40,000 $596,160 $0 $0 $0 $0 $636,160 Impact on Operations: This project will add approximately 4.3 miles to the City's trail maintenance, requiring routine maintenance. Striping and Signs maintenance crews are also anticipated to be impacted with possiblity of additonal routine maintenance of wayfinding trail signs and routine mainenance along Class I bicycle path. 15 Page 137 Project Location: Multiple intersections throughout City Est. Construction Start/End July/2019 - June/2020 Project Status: Design/Construction Department: PWSD Project Manager: Ernie Ruiz Description: Phase 2 in a multi -phase project to replace all TESCO battery back up systems. Project Number: JL Key: 1980 Object: 5650 District: 3, 4 Traffic Signal Battery Back-up System Replacement Justification: The TESCO battery backup systems are no longer supported by the manufacturer and have seriously degraded reliability. There are 11 to 12 years old. The existing units are no longer repairable and must be replaced with a new system when they fail. The battery backup system will place a signalized intersection in 4 -way flash during a power outage. $300,000 $0 $1,500,000 Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $C Design/Plan Review $0 $0 $0 $0 $0 $0 $C Right -of -Way $0 $0 $0 $0 $0 $0 $C Construction $270,000 $270,000 $270,000 $270,000 $270,000 $0 $1,350,OOC Inspection & Administration $0 $0 $0 $0 $0 $0 $C Contingency $30,000 $30,000 $30,000 $30,000 $30,000 $0 $150,OOC Total Costs: $300,000 $300,000 $300,000 $300,000 $300,000 $0 $1,500,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Gas Tax R&T 7360 (174) $150,000 $150,000 $150,000 $150,000 $150,000 $0 $750,000 Eq/Veh Replacement (712) $150,000 $150,000 $150,000 $150,000 $150,000 $0 $750,000 Total Costs: $300,000 $300,000 $300,000 $300,000 $300,000 $0 $1,500,000 Impact on Operations: The new battery backup systems will be significantly more reliable than the present TESCO systems 16 Page 138 Project Number: 800-2019-02 JL Key: 1994 Object: 5650 District: 1 Vineyard Avenue at San Bernardino Road - Traffic Signal Modification Project Location: Vineyard Avenue at San Bernardino Road Est. Construction Start/End: 7/2019 - 9/2019 Project Status: Design/Procurement Department: Engineering Project Manager: Natalie Avila FOOTHILL BLVD Description: The scope of work to be performed in general consists of, but not limited to, upgrade modifications of the traffic signal at Vineyard Avenue and San Bernardino Road, fiberoptic interconnect and related equipment from Vineyard Avenue at Foothill Boulevard to Carnelian Avenue at Red Hill Country Club. Justification: The modifications of the traffic signal will improve emergency preemption interface with the new adjacent public safety facility, improve traffic safety and reduce traffic congestion. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $0 $0 $0 $0 $0 $0 $0 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Procurement/Construction $0 $200,000 $0 $0 $0 $0 $200,000 Inspection & Administration $0 $20,000 $0 $0 $0 $0 $20,000 Contingency $0 $20,000 $0 $0 $0 $0 $20,000 Total Costs: $0 $240,000 $0 $0 $0 $0 $240,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Fire District (288) $0 $150,000 $0 $0 $0 $0 $150,000 Transportation Fund (124) $0 $90,000 $0 $0 $0 $0 $90,000 Total Costs: $0 $240,000 $0 $0 $0 $0 $240,000 Impact on Operations: The city will be responsible to pay for the cost of fiber optic communication maintenance. After signal modifications, no additional impacts on the operations will be present. The estimated cost of electricity and maintenance for a traffic signal with communciation equipment is $6,000 per year. 17 Page 139 Future & Unfunded 4 - - Projects included in this section are those that have been identified as being a priority project, but lack dedicated funding for the upcoming fiscal year. Projects designated as 'Unfunded' could be waiting on grant approval, or perhaps until new special fund monies become available. Projects showing dedicated funding sources, but which are slated to occur in future fiscal years have mostly likely been delayed due to issues with the future funding of operating expenses. We have included this section to illustrate those priority projects that did not make it into the FY 2018/19 budget for either of these reasons. Staff is actively pursuing grant or other fundraising opportunities for several of the projects in this section. Project List & FY 2019-20 Expenditures 1 4th St:Haven Ave to Ontario Mills Dr- $ Pavement Rehab 2 Amethyst Ave: Hillside -FCD Stockpile $ Pavement Rehab 3 Arrow Rte and Rochester Ave n/w corner- $ Animal Exercise Yard Improv 4 Banyan St: Haven -Rochester - Pavement $ Rehab 5 Center Ave from 6th -8th St -Pavement Rehab $ 6 Central Park- Amphitheatre $ 7 Central Park- Dog Park $ 8 Central Park -Trail Head Improvements $ 9 Citywide -HVAC & Lighting Controls $ 10 Civic Center - Waterproff/Planter Box Repair $ 11 Cucamonga Storm Drain Upper Ph3 e/o $ Hellman, Amethyst -19th 12 Cultural Center -Loading Bay $ 13 Davis Trail Landslide $ 14 Foothill Blvd from Grove -San Bernardino Rd- $ Street Improvements 15 Foothill Blvd: Milliken- Freeway 1-15 - $ Pavement Rehab 16 Haven Ave: Wilson Ave-Vivienda St $ Community Trail 17 Heritage Park -Bridge Replacment Design $ 18 Lemon Ave from London - Haven Pavement $ Rehab 19 Milliken Ave from 210 Freeway to Banyan St- $ Pavement Rehab 20 Olive Grove Park Improvements $ Project List & FY 2019-20 Expenditures Rochester Ave from 6th St to Arrow Rte- $ 611,000 980,000 21 Pavement Rehab 250,000 22 Rochester Ave: Base Line Rd -Banyan - $ 950,000 Pavement Rehab 80,000 23 Westerly Sidewalk Improv along Hellman $ 57,200 Ave. 1,096,000 $ 26,092,160 356,000 7,000,000 3,000,000 1,890,000 400,000 50,000 4,119,670 210,000 12,290 1,415,000 1,950,000 150,000 50,000 665,000 497,000 303,000 Sources of Fundine for FY 2019-20 $3,503,620 $12,290 $450,( $660,000 $150,000 $2,501,000 $10,715,000 $3,020,050 $2,750,000 $303,000 $1,970,000 ■ Unknown ■ Measure 1 ■ Road Maint & Rehab CFD 2000-03 ■ Gas Tax R&T 7360 ■ Beautification ■ Park Development ■ Capital Reserve ■ General Drainage ■ LIVID 1 ■ Citywide Infrastructure J Page 140 Project Number: 800-2019-08 JL Key: 2001 Object: 5650 District 2 4th Street from Haven Avenue to Ontario Mills Drive - Pavement Rehabilitation Project Location: 4th Street- From Haven Avenue t Ontario Mills Drive Est. Construction Start/End: 09/2020 - 11/2020 Project Status: Construction Department: Engineering Project Manager: Romeo David Description: Pavement resurface partnership with City of Ontario. (northerly side of 4th Street) This project involves cold planing, localized asphalt removal and replacement, crack sealing, asphalt rubber hot mix overlay, video detection system, utility valves and manhole adjustments, pavement striping and curb ramps. Justification: This project will restore the existing road surface to a substantially new condition, extending pavement life, use and rideability. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/22 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $0 $0 $60,000 $0 $0 $0 $60,000 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $0 $720,000 $0 $0 $0 $720,000 Inspection & Administration $0 $0 $128,000 $0 $0 $0 $128,000 Contingency $0 $0 $72,000 $0 $0 $0 $72,000 Total Costs: $0 $0 $980,000 $0 $0 $0 $980,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/22 TBD TOTAL Gas Tax R&T 7360 Fund (174) $0 $0 $480,000 $0 $0 $0 $480,000 Measure I Fund (177) $0 $0 $500,000 $0 $0 $0 $500,000 Total Costs: $0 $0 $980,000 $0 $0 $0 $980,000 Impact on Operations: Less routine maintenance like pothole repairs, weed abatement and crack seal, thus freeing up maintenance crews to attend to other needed areas. 1 1 Page 141 Project Number: 800-2018-11 JL Key: 1724 Object: 5650 District: 2 Amethyst Avenue from Hillside Road to FCD Stockpile Area Pavement Rehabilitation Project Location: Amethyst Avenue, from Hillside Road to FCD Stockpile Area Est. Construction Start/End: 06/2019 — 08/2019 Project Status: Costruction Department: Engineering Project Manager: Romeo David Description: This project involves cold planing, localized asphalt removal and replacement, crack sealing, asphalt rubber hot mix overlay, utility valves and manhole adjustments and pavement striping. Justification: This project will restore the existing road surface to a substantially new condition, extending pavement life, use and rideability. In addition, the project is using asphalt rubber and is therefore eligible and will be submitted for a CalRecycle rebate. Project Cost Estimate ($): Expenditure/CategorV Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $0 $0 $0 $0 $0 $0 $0 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $0 $0 $0 $0 $200,000 $200,000 Inspection & Administration $0 $0 $0 $0 $0 $30,000 $30,000 Contingency $0 $0 $0 $0 $0 $20,000 $20,000 Total Costs: $0 $0 $0 $0 $0 $250,000 $250,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Gas Tax R&T 7360 Fund (174) $0 $0 $0 $0 $0 $250,000 $250,000 Total Costs: $0 $0 $0 $0 $0 $250,000 $250,000 Impact on Operations: Less routine maintenance like pothole repairs, weed abatement and crack seal, thus freeing up maintenance crews to attend to other needed areas. J 2 Page 142 Project Number: 800-2017-19 JL Key: 1955 Object: 5650 District: 2 Arrow Route and Rochester Avenue, North West Corner - Animal Exercise Yard Improvements Project Location: Arrow Route and Rochester Avenue, North West Corner - Animal Exercise Yard Improvements Est. Construction Start/End: 02/2020-03/2020 Project Status: Design/Construction Department: Engineering Project Manager: Curt Billings Description: This project will install 650 linear feet of chain link fencing, with self-closing gates, to provide a enclosure area for exercising animal. The enclosure will in installed on a parcel adjacent to the Rancho Cucamonga Animal Care Center. $0 $0 Justification: The fenced enclosure is needed to provide a secure area to exercise animals housed at the animal care center for better health and well-being. Project Cost Estimate ($): Funding Source Prior Years 2019/20 2020/21 Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $0 $0 $0 $0 $0 $0 $0 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $0 $80,000 $0 $0 $0 $80,000 Inspection & Administration $0 $0 $0 $0 $0 $0 $0 Contingency $0 $0 $0 $0 $0 $0 $0 Total Costs: $0 $0 $80,000 $0 $0 $0 $80,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Park Development Fund (120) $0 $0 $80,000 $0 $0 $0 $80,000 Total Costs: $0 $0 $80,000 $0 $0 $0 $80,000 Impact on Operations: This project will reduce maintenance and weed abatement costs to a portion of the 2 acre parcel J 3 Page 143 Project Number: 800-2018-12 JL Key: 1984 Object: 5650 District: 4 Banyan Street from Haven Avenue to Rochester Avenue Pavement Rehabilitation Project Location: Banyan Street from Haven Avenue to Rochester Avenue Est. Construction Start/End: 06/2019 — 08/2019 Project Status: $0 $0 $0 $0 $0 $1,096,000 $1,096,000 Design y y 2 E EMENTAW Department: a F y_i ¢—� RR��wys. ZINFA et=sr 0—Z ELEMEN\TA J w w7 �� Engineering TBD TOTAL Measure I Fund (177) AGO y�niNt� $0 Protect Manager: $0 $1,096,000 HIGNLAN..E 12 �. $0 $0 $0 Natalie Avila/Romeo David $0 $1,096,000 Description: This project involves cold planing, localized asphalt removal and replacement, crack sealing, asphalt rubber hot mix overlay, video detection zoning adjustment, utility valves and manhole adjustments and pavement striping. Less routine maintenance like pothole repairs, weed Justification: This project will restore the existing road surface to a substantially new condition, extending pavement life, use and rideability. In addition, the project is using asphalt rubber and is therefore eligible and will be submitted for a CalRecycle rebate. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $0 $0 $0 $0 $0 $15,000 $15,000 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $0 $0 $0 $0 $960,000 $960,000 Inspection & Administration $0 $0 $0 $0 $0 $25,000 $25,000 Contingency $0 $0 $0 $0 $0 $96,000 $96,000 Total Costs: $0 $0 $0 $0 $0 $1,096,000 $1,096,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Measure I Fund (177) $0 $0 $0 $0 $0 $1,096,000 $1,096,000 Total Costs: $0 $0 $0 $0 $0 $1,096,000 $1,096,000 Impact on Operations: Less routine maintenance like pothole repairs, weed abatement and crack seal, thus freeing up maintenance crews to attend to other needed areas. J 4 Page 144 Project Number: 800-2019-05 JL Key: 2008 Object: 5650 District 2 Center Avenue from 6th Street to 8th Street - Pavement Rehabilitation Project Location: Center Avenue - From 6th Street to 8th Street Est. Construction Start/End: TBD Project Status: Construction Department: Engineering Project Manager: Romeo David —IF BTU ST — 0 /—P ECT LOCATION Description: This project involves cold planing, localized asphalt removal and replacement, crack sealing, asphalt rubber hot mix overlay, utility valves and manhole adjustments, pavement striping and curb ramps. $0 $0 $356,000 $356,000 Justification: This project will restore the existing road surface to a substantially new condition, extending pavement life, use and rideability. Project Cost Estimate ($): Funding Source Prior Years 2019/20 2020/21 Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $0 $0 $0 $0 $0 $32,000 $32,000 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $0 $0 $0 $0 $265,000 $265,000 Inspection & Administration $0 $0 $0 $0 $0 $32,500 $32,500 Contingency $0 $0 $0 $0 $0 $26,500 $26,500 Total Costs: $0 $0 $0 $0 $0 $356,000 $356,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Gas Tax R&T 7360 Fund (174) $0 $0 $0 $0 $0 $356,000 $356,000 Total Costs: $0 $0 $0 $0 $0 $356,000 $356,000 Impact on Operations: Less routine maintenance like pothole repairs, weed abatement and crack seal, thus freeing up maintenance crews to attend to other needed areas. J 5 Page 145 Project Location: 11200 Base Line Road Est. Design Start/End: TBD Project Status: Applying for grant funding Department: Community Services Project Manager: Jeff Benson Project Number: JL Key: Object: 5650 District 3 Central Park Amphitheatre a w PR�-OOJECT LOCATION PACIFICLLECTRICTRAIL C iNe Ro J y J IU, stcsaa��-�3eP-^�1* Description: In November 2018, Prop 68 was passed making state park bond funding available for agencies to apply for a minimum of $200,000 and a maximum of $8.5 million dollars. Based on community priorities identified in the Central Park Master Plan vision, the City's exploring this grant opportunity for a segment of the park. Justification: It was determined through our 2017-2018 Central Park Master Plan Update community workshops, and surveys, that an amphitheater is one of the most requested amenities from residents. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $0 $0 $0 $0 $0 $0 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $0 $0 $0 $0 $7,000,000 $7,000,000 Inspection & Administration $0 $0 $0 $0 $0 $0 $0 Contingency $0 $0 $0 $0 $0 $0 $0 Total Costs: $0 $0 $0 $0 $0 $7,000,000 $7,000,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL TBD $0 $0 $0 $0 $0 $7,000,000 $7,000,000 Total Costs: $0 $0 $0 $0 $0 $7,000,000 $7,000,000 Impact on Operations: Completion of this project will add a new amenity to the City's inventory which will require operational expenditures for maintenance, staffing, overhead and utilities. J 6 Page 146 Project Location: 11200 Base Line Road P Est. Design Start/End: TBD Project Status: Awaiting potential funding. Department: Community Services Project Manager: Jennifer Hunt Gracia & Veronica Fincher Project Number: JL Key: Object: 5650 District 3 Central Park - Dog Park V r%AqF-■-AA A qF00%1kI— Description: Dog park as included in the revised Central Park Master Plan. a \� �r-0 Fri � p l cC 1 INE RD U It a y Justification: It was determined through our 2017-2018 Central Park Master Plan Update community workshops, and surveys, that a dog park is among the most requested amenities from residents. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $0 $0 $0 $0 $0 $0 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $0 $0 $0 $0 $3,000,000 $3,000,000 Inspection & Administration $0 $0 $0 $0 $0 $0 $0 Contingency $0 $0 $0 $0 $0 $0 $0 Total Costs: $0 $0 $0 $0 $0 $3,000,000 $3,000,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL TBD $0 $0 $0 $0 $0 $3,000,000 $3,000,000 Total Costs: $0 $0 $0 $0 $0 $3,000,000 $3,000,000 Impact on Operations: Completion of this project will add a new amenity to the City's inventory which will require operational expenditures for maintenance, staffing, overhead and utilities. J 7 Page 147 Project Location: 11200 Base Line Road Est. Construction Start/End: TBD Project Status: Design/Construction Department: Community Services/Parks Project Manager: Jennifer Hunt Gracia Project Number: JL Key: 1871 Object: 5650 Ditstrict: 3 Central Park -Trail Head Improvements J G % �N (�� OELAWARt-aim .AP04- V/ Ll'IMA � � fk'soar iI �QI,y 1 1 C OT OpS4R Z Q DR `\/ T 1ST �� PSEDMpF-T-9T T �� Lig/ C� N �4Y �� `-J�� JJJ � Ce1YOvA Et L C RL {1 �f P-111 E-C�T L'OCATIO_ EAIRMD"r v 9� �, ,Q�RP:Gusti Q lu, IIIA L,�� - JIjpq WEST F9R6 �Lq�, jp� LWST� iQ LUGAN'O-uR� 4� _ llll VVV�V�} "" lOp IIJJ �' BP.R f6R 3 PACIFIC ELECTRIC TRAIL NO—VIEW DRI l P o o Ea 3 RANCHO CUCAMONGA CENTRAL PARK = O GSR f pMELIA-DR_ A'� BASE LINE RD G-ENOAKS-DRrEfERWfCKl]R STONER i �¢ G �JLF � C �. MUIREIELO:DR 4w1 -NKL IN UR — i20 f b �S�NGE:DR 1DE58,�11 J-�m III � ei/j � �� f:flY^flY1T�F f:dMYf11M Pd RK X G $ Description: This project will provide the next phase of development for Central Park, which will include the design for approximately 2.5 acres north of the interior road, between the PE Trail and the Community Center. Included will be additional parking and a restroom facility for trail users. $0 Justification: Responds to requests from residents for further improvements to Central Park and provides ADA accessibility between the Community Center and the PE Trail. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $30,000 $0 $0 $0 $0 $0 $30,000 Design/Plan Review $219,030 $0 $0 $0 $0 $0 $219,030 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $0 $1,530,000 $0 $0 $0 $1,530,000 Inspection & Administration $0 $0 $55,000 $0 $0 $0 $55,000 Contingency $0 $0 $305,000 $0 $0 $0 $305,000 Total Costs: $249,030 $0 $1,890,000 $0 $0 $0 $2,139,030 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Park Development (120) $249,030 $0 $1,890,000 $0 $0 $0 $2,139,030 Total Costs: $249,030 $0 $1,890,000 $0 $0 $0 $2,139,030 Impact on Operations: This project, will require facility maintenance such as cleaning of the restroom, waste disposal as well as landscape and irrigation maintenance as needed. J 8 Page 148 Project Number: JL Key: 1978 Object: 5650 District: 1, 2, 3 & 4 Citywide - HVAC & Lighting Controls Project Location: Multiple city facilities PROJECT LOCATION (approximately 14 buildings) n 1 �� 7 7 �� I i Est. Construction Start/End: July 2019—June 2020 Project Status: Design/Construction Department: PWSD Project Manager: Neil Plummer Description Design and installation of new interior and exterior lighting controls, along with HVAC controls, for all City buildings. Justification: Appropriation carried over from FY 18/19. the current lighting controls for the Civic Center were installed in 1989 and are obsolete. There is no manufacturer support for the current controls and parts are no longer available. The same situation is true for Central Park, Lions West, Lions East and the Archibald Library. Out of date HVAC control systems are another problem for City facilities. Since there are in use at the same time, this project's goal is a standardized HVAC and lighting system (preferably with Wi-Fi) for all City facilities. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $0 $0 $400,000 $0 $0 $0 $400,000 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $0 $0 $0 $0 $0 $0 Inspection & Administration $0 $0 $0 $0 $0 $0 $0 Contingency $0 $0 $0 $0 $0 $0 $0 Total Costs: $0 $0 $400,000 $0 $0 $0 $400,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Capital Reserve (025) $0 $0 $400,000 $0 $0 $0 $400,000 Total Costs: $0 $0 $400,000 $0 $0 $0 $400,000 Impact on Operations: Once installed, the new HVAC and lighting control systems will have significantly reduced operational and maintenance requirements/costs compared to the present controls. All City facilities will use a standard system. 19 Page 149 Project Location: Civic Center Est. Construction Start/End: July 2019 — June 2020 Project Status: Design/Construction Department: PWSD Project Manager: Neil Plummer Project Number: JL Key: 1950 Object: 5650 District: 2 Civic Center - Waterproofing and Planter Box Repair Description: Waterproof and repair all existing exterior joints at the Civic Center. Also include re -sealing of the upper level planters and complete $0 weather proofing of the exterior bricks. $0 $0 $0 $50,000 Justification: Appropriation carried over from FY 18/19. The existing elastomeric caulking and exterior joints at the Civic Center are in need of repairs. Along wit the exterior joints, the exterior brick face o the Civic Enter needs to have a weather proofing brick seal applied to prevent the brick from absorbing moisture. Funding Source Prior Years 2019/20 Project Cost Estimate ($): 2021/22 2022/23 TBD TOTAL Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $0 $0 $50,000 $o $o $0 $50,000 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $0 $0 $0 $0 $0 $0 Inspection & Administration $0 $0 $0 $0 $0 $0 $0 Contingency $0 $0 $0 $0 $0 $0 $0 Total Costs: $0 $0 $50,000 $0 $0 $0 $50,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Capital Reserve (025) $0 $0 $50,000 $0 $0 $0 $50,000 Total Costs: $0 $0 $50,000 $0 $0 $0 $50,000 Impact on Operations: None 110 Page 150 Project Number: 800-2016-01 JL Key: 1928 Object: 5650 District: 1,2 Cucamonga Storm Drain Upper Phase 3, e/o Hellman Avenue, Amethyst Street -19th Street Project Location: East of Hellman Avenue, Amethyst Street to 19th Street Est. Construction Start/End: 04/2019 —10/2019 Project Status: Design Department: Engineering Project Manager: Romeo David Description: Justification: N rda�se � � 61i. ca�� a � roerx�j 1 3� s eLeLreHi P riCELCCMI� sex . .� JECT L ewse LK uu 1�� a Construct the Master Plan Storm Drain, install storm drain mainline, install catch basins, manholes, Laterals, curb and gutter, sidewalks and overlay the entire road with asphalt rubber hot mix. This project will improve the drainage problems within the area and enhance the traffic circulation, including the improvement of pedestrian safety. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $143,690 $0 $0 $0 $0 $0 $143,690 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $1,179,568 $0 $0 $0 $0 $3,700,000 $4,879,568 Inspection & Administration $74,700 $0 $0 $0 $0 $49,670 $124,370 Contingency $121,541 $0 $0 $0 $0 $370,000 $491,541 Total Costs: $1,519,499 $0 $0 $0 $0 $4,119,670 $5,639,169 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL General Drainage Fund (112) $350,000 $0 $0 $0 $0 $450,000 $800,000 Measure I Fund (176) $326,250 $0 $0 $0 $0 $166,050 $492,300 Infrastructure Fund (198) $196,380 $0 $0 $0 $0 $3,503,620 $3,700,000 CDBG Fund (204) $501,959 $0 $0 $0 $0 $0 $501,959 Fiber Optic Network Fund (711) $144,910 $0 $0 $0 $0 $0 $144,910 Total Costs: $1,519,499 $0 $0 $0 $0 $4,119,670 $4,992,300 Impact on Operations: Less routine maintenance thus freeing up maintenance crews to attend to other needed areas. In addition, the storm drain will allow for the flood zone designation to be changed for the residents and businesses in the area, and relieving the need for additional flood insurance. 1 11 Page 151 Project Location: 12505 Cultural Center Drive Est. Construction Start/End: TBD Project Status: Design/Construction Department: Community Services/Parks Project Manager: Jennifer Hunt Gracia Description: This project involves the design to cover a portion of the Service/Loading Bay at the Victoria Gardens Cultural Center. Project Number: JL Key: 1895 Object: 5650 District: 3 Cultural Center - Loading Bay 'Y Iz3(C'Ix SILVER F265 CT _ CHURCH 5T m 0�13c_ 0 y �� tS' v . I�' a {rvlLa rtoRs�ay� lU+ w a r' cTu"3iL?y 'IQ7ER oR o/ �rr�nntl 11L7� G�I ARDENS VLTVRAILCTERzi - LIB Ri RV• 7` ^ul IJ w NQRTU_!1SRIN z:TRe E. W 7H "' µ Illlll w � � tti VER SAIL ES=5T f�;'=yE Sn IL'L'Hb`5. HERVIL ST i VICTORIA GARDENS LN - ROJECT LOCATIO O J m Ixw Ix V 93 � Y f Justification: Unlike most venues who produce theatre productions, the Lewis Family Playhouse was built without a shop space, therefore requiring technical/carpentry staff to work outside in the loading bay when set pieces and prop items need to be built for a production. There is no shelter to protect the staff or the items being constructed from inclement weather. Currently much of the Playhouse's set construction is contracted out to a commercial shop, which increases costs significantly. Having a sheltered area outside of the stage doors would allow the tech staff better working conditions for these construction projects than simply working outside in the often unpleasant or sometimes unsafe elements. Project Cost Estimate ($) Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $5,000 $0 $0 $0 $0 $0 $5,000 Design/Plan Review $0 $0 $0 $0 $0 $35,000 $35,000 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $0 $0 $0 $0 $175,000 $175,000 Inspection & Administration $0 $0 $0 $0 $0 $0 $0 Contingency $0 $0 $0 $0 $0 $0 $0 Total Costs: $5,000 $0 $0 $0 $0 $210,000 $215,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Capital Reserve (025) $5,000 $0 $0 $0 $0 $210,000 $215,000 Total Costs: Impact on Operations: $5,000 $0 $0 $0 $0 $210,000 $215,000 Improvements will require maintenance of the structure and added light fixtures, as well as minimal electric cost for light useage. The City could save substantial funds by building some sets internally. J 12 Page 152 Project Location: Community Trail at Almond Amethyst Street Est. Construction Start/End TBD Project Status: Design/Construction Department: Engineering Project Manager: Gianfraco Laurie Description: Evaluate the Davis Trail landslide which caused a portion of the Community Trail to erode. Develop a study, design and construction project for short/long term repairs. Project Number: JL Key: 2009 Object: 5650 District 1 Davis Trail Landslide Justification: Randolph Davis Community Trail is closed indefinitely resulting from a landslide that occurred along a portion of the trail. A slope stability analysis is necessary to determine the extent of rapairs. Project Cost Estimate ($): $12,288 $0 $0 $0 $0 $50,000 $62,288 Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $12,288 $0 $0 $0 $0 $50,000 $62,288 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $0 $0 $0 $0 $0 $0 Inspection & Administration $0 $0 $0 $0 $0 $0 $0 Contingency $0 $0 $0 $0 $0 $0 $0 Total Costs: $12,288 $0 $0 $0 $0 $50,000 $62,288 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL LIVID 1 Fund (130) $12,288 $0 $0 $0 $0 $50,000 $62,288 Total Costs: $12,288 $0 $0 $0 $0 $50,000 $62,288 Impact on Operations: Less routine maintenance, thus freeing up maintenance crews to attend to other needed areas J 13 Page 153 Project Number: 800-2012-29 JL Key: 1964 Object: 5650 District: land 2 Foothill Boulevard from Grove Avenue to San Bernardino Road - Street Improvements Project Location: Foothill Boulevard from Grove Avenue to San Bernardino Road Est. Construction Start/End: 08/2020-10/2020 Project Status: Design Department: Engineering Project Manager: Curt Billings Description: This project involves curb, gutter, sidewalk, street lights, striped median island, pavement rehabilitation consisting of cold planning, localized asphalt removal and replacement, crack sealing, asphalt pavement overlay, traffic signal video detection at 2 signals, utility valve, manhole cover adjustments, improvements to Foothill Boulevard and pavement striping and realignment of Red Hill Country Club to a new traffic signal on Foothill Boulevard at the Magic Lamp restaurant. Justification: This project will enhance pedestrian and vehicular safety through the area and restore the existing road surface to a substantially new condition, extending pavement life, use and rideability. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $50,000 $0 $150,000 $0 $0 $0 $200,000 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $0 $1,100,000 $0 $0 $0 $1,100,000 Inspection & Administration $0 $0 $55,000 $0 $0 $0 $55,000 Contingency $0 $0 $110,000 $0 $0 $0 $110,000 Total Costs: $50,000 $0 $1,415,000 $0 $0 $0 $1,465,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Gas Tax R&T 7360 (174) $50,000 $0 $1,415,000 $0 $0 $0 $1,465,000 Total Costs: $50,000 $0 $1,415,000 $0 $0 $0 $1,465,000 Impact on Operations: Reduced street maintenance costs for pothole repairs and crack seal, thus freeing up maintenance crews to attend to other needed areas. J 14 Page 154 Project Number: 800-2019-13 JL Key: 1985 Object: 5650 District 3,4 Foothill Boulevard from Milliken Avenue to 1-15 Freeway- Pavement Rehabilitation Project Location: Foothill Boulevard - From Milliken Avenue to 1-15 Freeway Est. Construction Start/End: 05/2021- 06/2021 Project Status: Construction Department: Engineering Project Manager: Romeo David Description: This project involves cold planing, localized asphalt removal and replacement, crack sealing, asphalt rubber hot mix overlay, Traffic Signal Video Detection , utility valves and manhole adjustments, pavement striping and curb ramps. Justification: This project will restore the existing road surface to a substantially new condition, extending pavement life, use and rideability. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $60,000 $0 $0 $0 $0 $0 $60,000 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $0 $1,710,000 $0 $0 $0 $1,710,000 Inspection & Administration $0 $0 $69,000 $0 $0 $0 $69,000 Contingency $0 $0 $171,000 $0 $0 $0 $171,000 Total Costs: $60,000 $0 $1,950,000 $0 $0 $0 $2,010,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Measure I Fund (177) $60,000 $0 $0 $0 $0 $0 $60,000 Road Maintenance & Rehab (179) $0 $0 $1,950,000 $0 $0 $0 $1,950,000 Total Costs: $60,000 $0 $1,950,000 $0 $0 $0 $2,010,000 Impact on Operations: Less routine maintenance like pothole repairs, weed abatement and crack seal, thus freeing up maintenance crews to attend to other needed areas. 1 15 Page 155 Project Number: 800-2018-17 JL Key: 1829 Object: 5650 District: 1 Haven Avenue from Wilson Avenue to Vivienda Street - Community Trail West side Project Location: Haven Avenue - From Wilson Avenue to Vivienda Street, west side Est. Construction Start/End: TBD Project Status Design Department: Engineering Project Manager: Romeo David e Y wCc off•Wpce urrr ¢�� RIDGE —YON R Nz �,�Luew enae er a ar 'ERDa sr � ROJ ECT �W OCATION �J a HILLSIDE RC � w� k 1-11 IT Espuiie�p r meet» e � aFECHWpppp eoau�R ar F� (� WILSDNAV.E CHAFFEY COLLEGE Description: Construction of an equestrian trail on Haven Avenue, west side. Project includes installation of 2 rail PVC fence, installation of decomposed granite and installation of mow curbs. Justification: This stretch will complete and connect missing sections of the existing community trail on the west side of Haven Avenue as part of the trail master plan. It will also improve the appearance of the west side of Haven Avenue. Project Cost Estimate ($): Expend itu re/CategorV Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $0 $0 $0 $0 $0 $10,000 $10,000 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $0 $0 $0 $0 $100,000 $100,000 Inspection & Administration $0 $0 $0 $0 $0 $30,000 $30,000 Contingency $0 $0 $0 $0 $0 $10,000 $10,000 Total Costs: $0 $0 $0 $0 $0 $150,000 $150,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Beautification Fund (110) $0 $0 $0 $0 $0 $150,000 $150,000 Total Costs: $0 $0 $0 $0 $0 $150,000 $150,000 Impact on Operations: This stretch will add an additional quarter mile to the City's trail inventory, requiring trash removal, weed abatement, and routine maintenance. J 16 Page 156 Project Location: Heritage Park - Multi Use trail bridge replacements Est. Construction Start/End: TBD Project Status: Design Department: Engineering Project Manager: Curt Billings Description: This project will provide a study to consider replacing the multi use wood bridges that span the Demens Creek at various locations around Heritage Park Project Number: 800-2017-17 JL Key: 1963 Object: 5650 District: 1 Heritage Park - Bridge Replacement Design Justification: This project is a study and design to potentionally replace or remove aged bridges constructed of wood with more long lasting structural steel and concrete bridges to maintain access to the park and existing trails Project Cost Estimate ($): $0 $0 $0 $0 $0 $50,000 $80,000 Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $30,000 $0 $0 $0 $0 $50,000 $80,000 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $0 $0 $0 $0 $0 $0 Inspection & Administration $0 $0 $0 $0 $0 $0 $0 Contingency $0 $0 $0 $0 $0 $0 $0 Total Costs: $0 $0 $0 $0 $0 $50,000 $80,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Unknown $30,000 $0 $0 $0 $0 $50,000 $80,000 Total Costs: $30,000 $0 $0 $0 $0 $50,000 $80,000 Impact on Operations: No impact J 17 Page 157 Project Number: 800-2012-24 JL Key: 1793 Object: 5650 District: land 4 Lemon Avenue from London Avenue to Haven Avenue - Pavement Rehabilitation Project Location: Lemon Avenue from Londc Avenue to Haven Avenue Est. Construction Start/End: 04/2020 - 06/2020 Project Status: Construction Department: Engineering Project Manager: Curt Billings Description: This project involves cold planning and localized asphalt removal and replacement, crack sealing, asphalt pavement overlay, video detection, utility valve and manhole cover adjustments, and pavement striping. Justification: This project will restore the existing road surface to a substantially new condition, extending pavement life, use and rideability. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $10,000 $0 $0 $0 $0 $15,000 $25,000 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $0 $0 $0 $0 $570,000 $570,000 Inspection & Administration $0 $0 $0 $0 $0 $18,000 $18,000 Contingency $0 $0 $0 $0 $0 $62,000 $62,000 Total Costs: $10,000 $0 $0 $0 $0 $665,000 $675,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Unknown $10,000 $0 $0 $0 $0 $665,000 $675,000 Total Costs: $10,000 $0 $0 $0 $0 $665,000 $675,000 Impact on Operations: Reduced street maintenance costs for pothole repairs and crack seal, thus freeing up maintenance crews to attend to other needed areas. J 18 Page 158 Project Number: 800-2018-06 JL Key: Object: 5650 District: 4 Milliken Avenue from 210 Freeway to Banyan Street - Pavement Rehabilitation Project Location: Milliken Avenue from 210 Freeway Avenue to Banyan Street Est. Construction Start/End: 07/2020 - 09/2020 Project Status: Construction Department: Engineering Project Manager: Curt Billings Description: This project involves cold planning and localized asphalt removal and replacement, crack sealing, asphalt pavement overlay, video detection, utility valve and manhole cover adjustments, and pavement striping. Justification: This project will restore the existing road surface to a substantially new condition, extending pavement life, use and rideability. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $0 $0 $50,000 $0 $0 $0 $50,000 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $0 $425,000 $0 $0 $0 $425,000 Inspection & Administration $0 $0 $30,000 $0 $0 $0 $30,000 Contingency $0 $0 $42,000 $0 $0 $0 $42,000 Total Costs: $0 $0 $547,000 $0 $0 $0 $547,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Measure 1 (177) $0 $0 $547,000 $0 $0 $0 $547,000 Total Costs: $0 $0 $547,000 $0 $0 $0 $547,000 Impact on Operations: Reduced street maintenance costs for pothole repairs and crack seal, thus freeing up maintenance crews to attend to other needed areas. 1 19 Page 159 Project Location: Olive Grove Park Est. Construction Start/End: 07/2019 — 08/2019 Project Status: Construction Department: Engineering Project Manager: Gianfranco Laurie Project Number: JL Key: 1979 Object: 5650 District: 4 Olive Grove Park - Improvements � osuuw• a mww.coiarr c>�.nrlw crxcK cal wrxn wl« ' _ U Y I �CO ANYA SYIW Z NiIARILGAIE k+f. I - N 14 Wo PROJECT LOCATION—., Description: Evaluate passive turf area to be utilized for sports fields and install drainage improvements to capture and convey storm water run- $0 off from eroding horse and pedestrian at Olive Grove Park. $0 $0 $300,000 $330,000 Justification: Horse trail washes out regularly and results in water, decomposed granite and mud accumulating at the bottom of the trail. This, in turn, causes maintenance issues with rutting, flooding and mud. Funding Source Prior Years Project Cost Estimate ($): 2020/21 2021/22 2022/23 TBD Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $30,000 $0 $0 $0 $0 $3,000 $30,000 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $0 $0 $0 $0 $270,000 $270,000 Inspection & Administration $0 $0 $0 $0 $0 $0 $0 Contingency $0 $0 $0 $0 $0 $30,000 $30,000 Total Costs: $30,000 $0 $0 $0 $0 $300,000 $330,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL CFD 2000-03 (868) $30,000 $0 $0 $0 $0 $303,000 $330,000 Total Costs: $30,000 $0 $0 $0 $0 $300,000 $330,000 Impact on Operations: Project will reduce maintenance costs, time and labor J 20 Page 160 Project Number: 800-2018-08 JL Key: 2000 Object: 5650 District: 2 Rochester Avenue from 6th Streeet to Arrow Route - Pavement Rehabilitation Project Location: Rochester Avenue - From 6th Street to Arrow Route Est. Construction Start/End: 07/2020 - 09/2020 Project Status: Construction Department: Engineering Project Manager: Curt Billings Description: This project involves cold planing, localized asphalt removal and replacement, crack sealing, asphalt rubber hot mix overlay, traffic signal video detection, utility valves and manhole adjustments and pavement striping. Justification: This project will restore the existing road surface to a substantially new condition, extending pavement life, use and rideability. In addition, the project is using asphalt rubber and is therefore eligible and will be submitted for a CalRecycle rebate. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $0 $0 $0 $0 $0 $0 $0 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $0 $515,000 $0 $0 $0 $515,000 Inspection & Administration $0 $0 $44,000 $0 $0 $0 $44,000 Contingency $0 $0 $52,000 $0 $0 $0 $52,000 Total Costs: $0 $0 $611,000 $0 $0 $0 $611,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Measure I Fund (177) $0 $0 $611,000 $0 $0 $0 $611,000 Total Costs: $0 $0 $611,000 $0 $0 $0 $611,000 Impact on Operations: Less routine maintenance like pothole repairs, weed abatement and crack seal, thus freeing up maintenance crews to attend to other needed areas. J 21 Page 161 Est. Construction Start/End: 07/2021- 09/2021 Project Status: Construction Department: Engineering Project Manager: Curt Billings -FIRE STATION � �r OA\'CRE EK PARK IWI � �rrnrv�n Icnnii � '17511 � IRGNSiONiE�ORIJOHN L. GOLDEN SPECIAL E�D BANNAN�S-T{��'��L��,' ELEM EN TC, _41 li EE R�R�C YY�N�Iff.� APPIAN=OR l(ll E -LE -ME TA rRIGN=NGR86G VINTAGE UR WINDSTAR R L �C N�vINrA�E�D Project Number: 800-2016-02 t JL Key: 1935 VERT b PRII��uu��ff1111 Object: 5650 �� R/5NCH0 CUCAM HIGH District: 3,4 Rochester Avenue from Base Line Road to Banyan Street - Pavement Rehabilitation d+� Z LLL��JJJ y{�11� CARLlITON'P. LIGHTFOOT --V--E L-EIi1ENT�ARY` Project Location: Rochester Avenue - From Base Line Road to Banyan Street �� ` VIN OF GE ARK ONTWA pR GU g'� 1j I� i��? ! I� � ��ULJI l n1 L GANG h I pV ON=CT (LIL�Y�eT E �a INTERN EGMEI -OR SUG' R G NST II }i 1 �] GAPHN E'pR"'` J 0,NY4tA� CENTER 'ENTRAL�ARK Est. Construction Start/End: 07/2021- 09/2021 Project Status: Construction Department: Engineering Project Manager: Curt Billings -FIRE STATION � �r OA\'CRE EK PARK IWI � �rrnrv�n Icnnii � '17511 � IRGNSiONiE�ORIJOHN L. GOLDEN SPECIAL E�D BANNAN�S-T{��'��L��,' ELEM EN TC, _41 li EE R�R�C YY�N�Iff.� APPIAN=OR l(ll E -LE -ME TA rRIGN=NGR86G VINTAGE UR WINDSTAR R L �C N�vINrA�E�D =oR �? t y� � F:il'GW LAN�AVE 'JC1ORWN E RK M VERT b PRII��uu��ff1111 2022/23 �� R/5NCH0 CUCAM HIGH Bo�Or_ a ~., GA S13,a� WIINDR s KALNIA.ST g„G�ELEM 70V E5 -PA Kb U�v d+� Z LLL��JJJ y{�11� CARLlITON'P. LIGHTFOOT --V--E L-EIi1ENT�ARY` AS ENTR1 I C Ili f _ 5 PAR �d.GWIN dR OW VIGTO�IA-PAF1%-LN y-� {�� ,��n� jr1(J� ND ETI -4 D II �]VU �� E IWA '-'lj FAIRM Y BAYLOR. T �� ` VIN OF GE ARK ONTWA pR GU g'� 1j I� i��? ! I� � ��ULJI l n1 L GANG h I pV ON=CT (LIL�Y�eT E �a INTERN EGMEI -OR SUG' R G NST II }i 1 �] GAPHN E'pR"'` J 0,NY4tA� CENTER 'ENTRAL�ARK -DR 11 p IC ACIFI� ELE TR TRA L fELI'LENA PA O �I II EfjLLEN4]fEAn8T pN--T $ XON=OR ETG "' J I II 1 b 1 V M p�FUGNSIA: p�y - W�6 - u L g��Z� FIRE STATIO d, GRAPEI ELEMEN fq 4 173 Q EL ` OMM I T_Y-GE TE RpM E� Al oJUI d 9r w Foos � � d�N��1P CRAIG -DR � �� q LB'ASE_LINE_RD V I re l Description: This project involves addition of a right turn land at Banyan Street, cold planing, localized asphalt removal and replacement, crack sealing, asphalt rubber hot mix overlay, traffic signal video detection, utility valves and manhole adjustments and pavement striping. Justification: This project will restore the existing road surface to a substantially new condition, extending pavement life, use and rideability. In addition, the project is using asphalt rubber and is therefore eligible and will be submitted for a CalRecycle rebate. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $29,000 $0 $0 $0 $0 $0 $29,000 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $0 $0 $845,000 $0 $0 $845,000 Inspection & Administration $0 $0 $0 $20,000 $0 $0 $20,000 Contingency $0 $0 $0 $85,000 $0 $0 $85,000 Total Costs: $29,000 $0 $0 $950,000 $0 $0 $979,000 Project Funding: Funding Source Prior Years 2019/20 2020/21 2021/22 2022/23 TBD TOTAL Measure I Fund (177) $29,000 $0 $0 $150,000 $0 $0 $179,000 Road Maint & Rehab (179) $0 $0 $0 $800,000 $0 $0 $800,000 Total Costs: $29,000 $0 $0 $950,000 $0 $0 $979,000 Impact on Operations: Less routine maintenance like pothole repairs, weed abatement and crack seal, thus freeing up maintenance crews to attend to other needed areas. J 22 Page 162 Project Number: 800-2019-18 JL Key: 2016 Object: 5650 District: 2 Westerly Sidewalk Improvements Along Hellman Avenue Project Location: Hellman Avenue From 9th Street to 420 Ft South of 9th Street Est. Construction Start/End: 05/2020 - 06/2020 Project Status: Design / Construction Department: Engineering Project Manager: Romeo David PROJECT LOCATION a Z a J / J LU ,/JII 2 9TH ST Description: This project will include replacing trees, modifying block wall; relocating utilities; constructing sidewalks, driveway approaches and utility tie-ins; and replace landscape and irrigation. Justification: This project will install missing sidewalks on the west side of the street to provide continuous walkway path. Project Cost Estimate ($): Expenditure/Category Prior Years 2019/20 2020/21 2021/22 2022/2023 TBD TOTAL Environmental/NPDES $0 $0 $0 $0 $0 $0 $0 Design/Plan Review $0 $0 $12,900 $0 $0 $0 $12,900 Right -of -Way $0 $0 $0 $0 $0 $0 $0 Construction $0 $0 $36,300 $0 $0 $0 $36,300 Inspection & Administration $0 $0 $8,000 $0 $0 $0 $8,000 Contingency $0 $0 $0 $0 $0 $0 $0 Total Costs: $0 $0 $57,200 $0 $0 $0 $57,200 Project Funding: Funding Source Prior Years 2018/19 2019/20 2020/21 2021/22 TBD TOTAL Community Dev Block Grant (204) $0 $0 $57,200 $0 $0 $0 $57,200 Total Costs: $0 $0 $57,200 $0 $0 $0 $57,200 Impact on Operations: Less landscape maintenance, thus freeing up maintenance crews to attend to other needed areas J 23 Page 163 General Plan Policies Fiscal Year 2019-2020 Capital Improvement Plan Page 164 LA DSCAPING Page 165 Appendix A: Implementation Plan RANCHO CUCAMONGA GENERAL PLAN A-25 Page 166 Action T e ar a General Plan Policy C W 7 ma o N d G�f p� F� C Q[ _ C •— O ni 7+ s1 e6 N O ❑ C1 o Implementation Action{s}E a C o a.. a rn ELVi ) m � u_ .L 0- CM Cm- Continue to provide pedestrian amenities on sidewalks on major 311 0 streets that are key pedestrian routes, including the provision of benches, shade trees, and trash cans. Identify key pedestrian travel corridors citywlde, and prepare a Citywide Pedestrian Circulation Study to determine pedestrian amenity needs, capital and operating funding sources, and a phased implementation program. Develop a program for gradually installing public amenities A B such as streetlights, benches, trash containers, art, drinking fountains, ENG PL 5 landscaping, etc. that will enhance the pedestrian environment and C D encourage increased use of transit. Use both the CIP process and other funding sources, including a program whereby businesses or residents may sponsor street furniture and/or landscaped areas. CM- Continue to require that the siting and architectural design of new 3.12 0 development promote safety, pedestrian -friendly design, and access to transit facilities. Develop standards to be applied to development projects along transit corridors that require transit and pedestrian accessibility. PL ENG 4 Establish a number of bike hubs in the City (centralized locations CM- 0 with convenient bike parking for trip destinations or transfer to 3.13 other transportation modes), at key transit nodes, and at commercial nodes. Conduct a study to determine the best locations for bike hubs in the City, and develop a plan, wayfinding program, and implementation process for A, 8, providing bike hubs that provide secure bicycle lockers, bike racks, and ENG PL, RD C D 4 connections to transit at key locations in the City. CM- Enhance pedestrian and bicycle access to local and regional 3.14 transit, including facilitating connections to transit. Same action as identified for CM -3.7. ENG PL 1 4 CM- Coordinate the provision of the non -motorized networks (bicycle 315 0 and pedestrian) with adjacent jurisdictions to maximize sub - regional connectivity. Same action as identified for CM -3.7. ENG PL A, E, F 4 CM- 0 Establish fixed -route local circulator bus service connecting major 3.16 activity centers. Explore development of a fixed -route local circulator bus system, station location, and funding mechanisms. ENG PL A, E, H 5 Continue to implement traffic management and traffic signal CM -4,1 c operations measures along the arterial roadway to minimize delay and congestion for all modes, without adversely impacting transit, bicycles, and pedestrians. Appendix A: Implementation Plan RANCHO CUCAMONGA GENERAL PLAN A-25 Page 166 Appendix A: Implementation Plan RANCHO CUCAMONGA GENERAL PLAN AS7 Page 167 Action 2:' Type 3 L) General Plan Policy c m w ❑ > d CD:E T V N ❑ ❑ Im �+ °' a Implementation Action{s} g Q C 0 = o O IL a d (n o. J U) W ❑ u. .2 a PL, AS, A 13 Same actions as identified for RC41 to RC -4.5. ENG ENG' CM, BS. C, E, 3 PW, FIN G, I Encourage development of transit -oriented and infill development, PS -12.3 0 and encourage a mix of uses that foster walking and alternative transportation. Same action as identified for RC -4.4. PL ENG A, 1 3 Provide enhanced bicycling and walking infrastructure, and support PS -12.4 0 public transit, including public bus service, the Metrolink, and the potential for Bus Rapid Transit (BRT). Same action as identified for RCAA. PL ENG A, 1 3 Provide green building incentives, assess green building techniques as a formal stage of project review, and develop a green PS -12.5 0 building ordinance or program that addresses both new and existing buildings. Adaptation strategies will also include increased water efficiency in buildings. Same actions as identified for RC -6.1 to RC -6.4 PL BNG A, 1, K 4 Encourage efforts to reduce waste generation and re -use and PS -12.6 0 support increased recycling and composting opportunities with a focus on large commercial and industrial waste producers. Same action as identified for PF -7.1. ENG PL A 3 PS -12.7 O O Support tree planting, planting more vegetation (including native and drought -resistant planting), and preservation of open space. Same actions as identified for RC -1.1, RC -8.1 to RC -8.7. PL ENG' A, 1 4 PS -12,8 0 Develop green procurement plans and ensure energy savings in City operations and maintenance. Same actions as identified for RC -5.1 to RC -5.3. AS CM, FIN, A,B, C, 4 PW E, K Develop energy- or climate change -themed publications and workshops, facilitating energy audits for residents, and establishing PS -12.9 0 partnerships to reduce greenhouse gas emissions. Increase public awareness about climate change, and encourage residents and businesses to become involved in activities and lifestyle changes that help reduce greenhouse gas emissions. Same action as identified for RC -5.1. CM ENG A, K 4 Consider the compatibility of proposed land uses with the noise environment when preparing or revising community and/or specific PS -13.1 0 plans and when reviewing development proposals. The contour map depicting future noise levels (Figure PS -10) should be used by the City as a guide to land use/noise compatibility. Appendix A: Implementation Plan RANCHO CUCAMONGA GENERAL PLAN AS7 Page 167 ES M Page 168 Appendix A: Implementation Plan A-30 RANCHO CUCAMONGA GENERAL PLAN Page 169 Action Type Z 3 m a CD General Plan Policy _ w wa .7 ,V wG1 Q' _ •C N � � �Ui _ N °' as Implementation Action{s} E a y c a Q a ° a. CL 0 a` Q1 rn W LL. L n. Expand recreation and cultural attractions to enhance ED -2.3 0 tourismfvisitor potential and to boost sales and transient occupancy tax. Develop brochures or links from the City's web site to showcase the various recreational and cultural venues to attract visitors to the City. Enhancement of cultural amenities, including regional entertainment RD CS A 7 options, recreation, and historic preservation, will help to embellish the City's reputation as a destination for a wide range of visitors. Expand lodging choices in the City through the recruitment and ED -2.4 0 placement of full-service hotels that will complement the existing select -service hotel portfolio. Review and update marketing strategies (land surveys, infrastructure availability, and modes of transportation) to solicit the development of a RD PL A, G 4 full-service lodging facility. Make sure that zoning regulations can accommodate a full-service hotel at desired locations. ED -3.1 0 0 Continue to make public safety a priority. Use the annual budgeting process to allocate funding for public safety services, equipment, and facilities commensurate with the City's service CM PD, FD A 6 objectives. ED -3.2 0 Provide community and cultural amenities. Same action as identified for ED -2.3. CS CM, RD A 4 ED -3.3 0 Maintain a healthy fiscal balance. Use the annual budgeting process to check that revenues from all CM AS, FIN A, G 1 sources continue to more than match projected spending. ED -3.4 0 0 Improve internal circulation for all modes of transportation, consistent with the concept of "Complete Streets". Same action as identified for LU -3.1 to 3.8. ENG PL G, 4 K• ED -3.5 0 Facilitate development of additional local and regional entertainment venues. Focus a special economic development team on the task of working towards attracting developers and investors interested in responding to RD PL A, G 6 local and regional demand for new entertainment options - ED -3-6 0 Leverage the City's quality of life amenities to attract more knowledge-based workers. Expand the Economic Development Strategy to market Rancho Cucamonga's civic assets, including parks, recreation and community RD PL, CS A, G 4 enrichment facilities and programs, trails, and quality school districts. Appendix A: Implementation Plan A-30 RANCHO CUCAMONGA GENERAL PLAN Page 169 Appendix A: Implementation Alan A-44 RANCHO CUCAMONGA GENERAL PLAN Page 170 Action -Type-_ Z W General Plan Policy c a CL mEY C d' 2 t C D' ❑CL CID C G ,O •O 4) Implementation Action(s) it CL y C ,6 a L a. CL w Q. 7 0 W12: u_ L a RC -8.7 O O Support protection of natural habitat areas for ecological, educational, and other scientific study purposes. Same action as identified for RC -8.3. PL ENG A, 1 4 PF -1. 1 O Continue to implement high-quality standards for new public facilities and improvements to existing buildings. Design and build all City buildings to serve as a model for quality architectural treatment and green building design in all new and PL ENG A, B, C 5 remodeled civic facilities- acilities.PF 1 2 PF-1,2 O Promote community facilities as focal points for gatherings, events, and celebrations. Maintain all public facilities and buildings to address the needs of the various neighborhoods within the City. Advertise the availability of civic PW CS, LIB A, B, C 3 facilities to community groups. PF -1.3 O Locate new community facilities in neighborhoods and centers where they will serve populations with the greatest needs. Review and assess the needs for the location of community facilities as CS ENG, PL A 6 neighborhoods evolve. PF -1.4 O O Maintain public facilities and optimize their usefulness during their lifespan. Continue with proper maintenance programming and funding levels for PW CS, LIB, A, B, C 4 existing public facilities. AC PF -1.5 O O Continue to incorporate low -maintenance features into public facilities consistent with the City's sustainability pian. Replace features of public facilities with lower maintenance types as part PW PL, CS, A, B, C 3 of the on-going maintenance program. BS PF -1.6 O Maintain multi -functional, flexible, and complementary space at community facilities. Same action as identified for PF -1.2. C5 PW A, B, C 3 Maximize public facility use by sharing with nonprofit organizations, school districts, and community organizations. Look PF -1.7 O for opportunities to create joint -use community space at facilities owned by private organizations such as fatth-based groups and service clubs. Same action as identified for CS -2.5. CS A 4 Consult with local school districts to enhance the development of PF -2.1 O O joint -use agreements, allowing for optimum use of school facilities, to provide broad community benefits such as public safety and education. Continue and expand joint use of facilities to achieve even greater C5 SD A, K 5 optimization of school facilities to service the entire community. Appendix A: Implementation Alan A-44 RANCHO CUCAMONGA GENERAL PLAN Page 170 ous Page 171 Appendix A: Implementation Plan RANCH ❑ CUCAMONGA GENERAL PLAN A 19 Page 172 Action Type Z d General Pian Policy y v 3 2 L d C :5 T v eC O O 0 Implementation Action{s} E a m e M 0 ° a a r Q Cnn a Li a Continue to provide a safe and efficient street system in the City, to O support mobility goals, all transportation modes, and the goats of CM -1.1 Managing the Land Use, Community Design, and Historic Resources Chapter. Add the intersection improvements listed below to the Capital Improvement Program (CIP) or appropriate equivalents identified and approved by the City Engineer in the Future that would offset the identified impacts; implement the improvements as funding becomes available. Prepare a report on the need for the improvements and their relationship to the impacts caused by new development in Rancho Cucamonga. ■ Work with Caltrans and SANBAG to implement a new freeway interchange at 1.15 and Arrow Highway. ■ Complete Wilson Avenue between Milliken Avenue and bay Creek Boulevard. ENG A, D, 1 7 • Complete Rochester Avenue between Banyan Street and Wilson Avenue. ■ Pursue Federal funds for a grade separation of the SPRR at Etiwanda Avenue. ■ Complete storm drain and widening of Hellman Avenue from Foothill Boulevard to Cucamonga Creek. ■ Complete Wilson Avenue from East Avenue to Wardman Bullock- ulIock.Improve Improvethe Base Line Road at 1-15 Freeway Interchange. ■ Complete Youngs Canyon from Cherry Avenue to Banyan Street. Provide an integrated network of roadways that provides for CM -1.2 O convenient automobile, transit, bicycle, and pedestrian circulation movement around the City. Same actions as identified for CM -2.1 and CM -3.7. ENG PL A. D, 1 4 Complete the circulation system by constructing new roadway CM -1.3 O facilities and freeway interchanges pursuant to the Circulation Plan (Figure CM -2). Identify in the CIP future projects and new roadways based on available ENG PL A, D, 1 4 funding. O O Provide access for seniors and those with physical disabilities in all CM -1.4 elements of the transportation system. Continue to operate the Silver Fox Express. Consult with ❑mnitrans regarding providing ACCESS transportation services. A, E- Require that all new future transportation facilities have appropriate and ENG CS 4 F, H, I adequate access for seniors and people with physical disabilities. Appendix A: Implementation Plan RANCH ❑ CUCAMONGA GENERAL PLAN A 19 Page 172 Appendix A: Implementation Plan A-20 RANCHO CUCAMONGA GENERAL PLAN Page 173 Action Ty pe Z m m V General Plan Policy ' N _ 0 vj 7+ rte] b � O ❑ C Z+' '? °7 ; Implementation Action(s) ECCL 0 o q a d .2 Implement street design standards per this General Plan, except that modified standards may be applied where appropriate on CM-1,5 O arterial corridors relating to transit, bicycle facilities, sidewalks, and on-street parking to be context sensitive to adjacent land uses and districts, and to all roadway users, including transit, bicycles, and pedestrians. Integrate into the C1P process the planning of modified standards for Foothill Boulevard to accommodate BRT and for other arterials as ENG PL A, D, 1 4 appropriate to reflect the bikeway plan and pedestrian improvements necessary to support Mixed Use districts. CM-1.6 O Pursue a railroad grade separation at Etiwanda Avenue and the BNSF Railway line. Grade separations currently exist at Haven and Milliken Avenues. Due to truck traffic associated with the southeast industrial area, the City ENG PL A, E, 1 4 supports creating a railroad grade separation at Etiwanda Avenue and the BNSF Railway line- CM-2-1 O 0 Facilitate bicycling and walking citywide. Implement the Bicycle Master Plan included in the Community Mobility Chapter. Require that pedestrian facilities and connections be provided as part of all development projects, with an emphasis on connections within Mixed Use districts. Implement all bicycling and walking policies and Mobility ENG PL, RD A, D, 1 4 Element components. Preparation and distribute bike route maps and bike facilities information. Publish and make readily available pedestrian route maps and pedestrian facilities information. Encourage all feasible measures to reduce total vehicle miles CM-2.2 0 traveled by automobiles, including enhanced transit access and land use approaches that provide compact and focused development along major transit corridors. Same actions as identified for LU-2.1, LU-5.4, LU-5.6, and CM-2.1. ENG PL A. D. 1 4 CM-2.3 0 Support the use of hybrid, electric, and low/zero emission vehicles. Continue to maintain the Green Team Sustainability Action Matrix that identifies current and proposed efforts that procure vehicles that includes providing gas-efficient vehicles. CM PL, AS, A, E, F 7 Amend the Development Code as appropriate to accommodate alternative fuel service stations and charging facilities. CM-2.4 O Replace City vehicles with energy-efficient and alternative fuel source models when replacing vehicles or adding to the City's fleet Appendix A: Implementation Plan A-20 RANCHO CUCAMONGA GENERAL PLAN Page 173 Appendix A: Implementation Plan RANCHO CUCAMO NGA GENERAL PLAN A-23 Page 174 Action' Type 3 m n m v General Plan Policy d ai 7. u S° 4 O' Implementation Action(s) E as H c v o M a a rn a a m rn w v" a Explore the Feasibility of Extending Local Transit Service Explore the possibility of extending to adjacent jurisdictions in cooperation with such jurisdictions who could also participate in funding, if beneficial to the City. Work with Regional Transit Operators (Omnitrans) Develop the optimum coordination and integration of bus transit services between the local City circulator system and the regional service. Consult with Gmnitrans to establish and maintain transit hubs at CM -3.4 0 Victoria Gardens, Chaffey College, the Metrolink Station, and other locations as appropriate to facilitate use of transit and transfers between transit services. Same action as identified for CM -3.1. ENG PL A 4 Consider and evaluate the possible relocation of the Metrolink CM -3-5 G Station to Haven Avenue to provide improved connections to transit and to support planned transit -oriented land uses along Haven Avenue. Work with Metrolink and Southern California Regional Rail Authority (SCRRA) to study the feasibility of moving the Metrolink Station from its ENG, current location to Haven Avenue. Explore options for alternative funding PL RD E. F & from sources other than the General Fund, such as grants, and specifically grants that promote transit -oriented development. In addition to requiring private development to provide transit amenities, consult with regional transit operators to provide CM -3.6 0 attractive and convenient bus stops, including shade/weather protection, seats, transit information, and bus shelters as appropriate. Same action as identified for CM -3.1. Also, develop a program, with identified funding sources, for providing amenities at bus stops in the ENG PL p 4 city. Continue to develop and maintain a citywide bicycle network of off- street bike paths, on -street bike lanes, and bike streets to provide CM -3.7 0 Q connections between neighborhoods, schools, parks, civic center/facilities, recreational facilities, and major commercial centers. Appendix A: Implementation Plan RANCHO CUCAMO NGA GENERAL PLAN A-23 Page 174 Appendix A: implementation Flan A-24 RANCHO CUCAMONGA GENERAL PLAN Page 175 Action Z' Ty pe 3 c, >o 0 General Plan Policy yc G N v w 7 a _ M3 0 U) N Q Q Implementation Action(s) E a H c `o o a a CL rn M n. � m co X 3 u_ _ a Implement the Bicycle Plan pursuant to Figure CM -5. Update the City's Bicycle Circulation Plan in a format suitable For obtaining public funding. Develop the planning, implementation, and design details of the bicycle facility and amenity elements of the Community Mobility Chapter, including the setting of implementation priorities and the identification of both capital and operating funding sources. Implementation should focus on adding a north -south trail along either Deer Creek or Cucamonga Creek as a first priority. Update the City's Trails Implementation Plan to maintain consistency A, D, with the General Plan, ENG PL E, F, 1 4 Review City ordinances to ensure that an adequate mechanism exists to manage the use of trails only by authorized categories of users. Implementation of the Bicycle Plan may require traffic signalization at the crossing of bike paths with arterial roadways to facilitate the safe crossing of those arterials by bicyclists and pedestrians. Signals should be convenient to bicyclists with accessible push -buttons to activate the signal. Provide traffic control push button devices at convenient locations for bicyclists at signalized intersections on the identified Bicycle Network. CM -3.8 D D Continue to encourage the provision of bicycle facilities, such as bicycle lockers and secure bike parking, throughout the City. Identify existing locations where bicycle lockers and secure bicycle parking could be provided at key locations throughout put the City, and develop a funding and implementation plan. Encourage/require the provision of bicycle lockers and secure bike parking for major development projects, as defined in the Development PL ENG A' D' 4 Code. E, F, H Modify the Development Code to require provision of bicycle parking spaces, bicycle lockers, and, as appropriate, showers for bicycle riders at new buildings providing significant employment, at transit stations, in the commercial districts, and at recreational destinations in the City. Identify and implement a dedicated funding source for CM -3.9 D implementation and completion of the Bicycle Network as identified in the Bicycle Plan. Same action as identified for CM -3.7. ENG E, F 4 CM- 0 Continue to complete the installation of sidewalks and require new 3.10 development to provide sidewalks. Use the CIP to identify a schedule for installing new and replacement sidewalks throughout the City, placing priority on installing missing ENG B, C, 4 sidewalks near schools and activity centers, and replacing sidewalks that D, have been identified as hazardous to public safety. Appendix A: implementation Flan A-24 RANCHO CUCAMONGA GENERAL PLAN Page 175 Appendix A: Implementation Plan A-36 RANCHO CUCAMONGA GENERAL PLAN Page 176 Action 2' Type Z W V General Plan Policy N C � d V � N Implementation Action(s) E n ,t c `g M a rn or rn W U. a Strategize with Foundation members to increase the range of CS A, H involvement in Foundation events. Provide a comprehensive, interconnected off-road trail system that C&6.1 0 provides alternative mobility choices throughout the entire City and increases connectivity. Continue to implement the principles of the Trails Implementation Plan. PL ESG A, I 4 Connect trails in Rancho Cucamonga to trails in the San Bernardino CS -6.2 0 National Forest and other hillside open space areas. These trails shall include traitheads with vehicle parking and other amenities. Coordinate with Federal and State agencies to facilitate funding and acquisition of trail connections from the City to the San Bernardino PL ENG A 5 National Forest. Connect new trails with the North Etiwanda Preserve. CS -6-3 0 Continue to incorporate, where feasible, regional and community trails along utility corridors and drainage channels. Continue to make trail connections within the City on existing public- PL CS A 5 agency owned properties. ENG Continue to maintain and pursue the development of planned trails CS -6.4 0 and facilities for equestrian use within the Equestrian/Rural Area designation. Continue to ensure that trails accommodate equestrian users through B' details outlined in the Trails Implementation Plan within north Alta Loma PIL ENG �, 4 and Etiwanda. Improve existing trails by removing barriers, applying sustainability CS -6.5 0 concepts, improving safety and function, and providing access to adjacent trails. Continue to program funding into the CIP for the improvements to ENG PL, BS A 4 deficient equestrian trails, as outlined in the Trails Implementation Plan. Require new development to provide access to adjacent trails and CS -6.6 0 provide appropriate trail amenities (e.g., benches, drinking fountains, hitching posts, bike stands, and other amenities) for all new projects located adjacent to regional or community trails. Require new development projects adjacent to Regional or Community PL ENG A, K 4 Trails to provide access to and amenities for trails. CS 6.7 0 Continue to credit publically accessible trailway acreage towards meeting parkland dedication standards. Continue to allow parkland credit for trails within development projects, PL ENG A, K 4 subject to adopted criteria. Appendix A: Implementation Plan A-36 RANCHO CUCAMONGA GENERAL PLAN Page 176 Appendix A: Implementation Plan RANCH ❑ CUCAMONGA GENERAL PLAN A 13 Page 177 Action Type c3 General PlanPolicy o a � N > V _ O O p7 m Implementation Action(s) E a w c o 4 a 0)i 4 (nn X ci d Develop a listing of acceptable fire-resistant plant types to be PW' incorporated into new and rehabilitated development sites. PL ENG, A 3 FD Encourage streetscape design and landscaping programs for LU -10.4 O commercial frontages that create vibrant places which support walking, bicycling, transit, and sustainable economic development. Same action as identified for LU -3.4. PL ENG, A 4 RD Consult with and coordinate with the Santa Fe Railway to develop LU -10.5 O and install a landscape plan for the enhancement of the railroad right-of-way. Inventory and assess the landscaping needs of the rail corridor, and ENG, consult with the rail agency to develop a plan. PL RD A 5 Continue to pursue strategies to reduce long-term operation and LU -10.6 O maintenance costs within the City's Landscape Maintenance Districts and other publicly funded areas. Inventory and prioritize the removal of tun` areas within landscape medians to be replaced with plantings that reduce long-term operations PW ENG A 5 and maintenance costs. Continue to implement and update as necessary the City's Sign LU -11.1 v o Ordinance in order to provide for a reasonable system of review and incentives for well-designed signs throughout the City. Establish a periodic review schedule of all City ordinances that govern aesthetics to determine if industry standards have changed or if other PL RD A, K 4 objectives are desirable that require amendments. Continue to require the undergrounding of utility lines and facilities LU -112 O O wherever feasible to minimize the unsightly appearance of overhead utility lines and utility enclosures. Require undergrounding of utilities for new development. Develop a strategy and prioritization list for the undergrounding utilities in developed ENG PL A, B, 4 C l areas. LU -11.3 O O Require communication towers to be located and designed to blend with the surrounding environment. Review and update design guidelines for the siting and general appearance of communication towers to facilitate the least amount of visual intrusion. Emphasize use of stealth and architecturally integrated PL A 4 antenna. Ensure that streetscape design along roadways creates a strong LU -12.1 O landscaped edge, provides a coherent high-quality appearance along each route, and enhances the image of adjacent development. Appendix A: Implementation Plan RANCH ❑ CUCAMONGA GENERAL PLAN A 13 Page 177 Appendix A: Implementation Plan RANCHO CUCAMONGA GENERAL PLAN A-57 Page 178 Action' Type z }� U General Plan Policy y C CL P w mU) Q c c •� o U p7 Implementation Actions) E a 0 c `o o E a = m PL, AS, A, A, 131 Same actions as Identified for R-4.1 to RC -4.5. ENG ENG C, E, 3 CM, BC G I PW, FIN Encourage development of transit -oriented and infill development, PS -12.3 0 and encourage a mix of uses that foster walking and alternative transportation. Same action as identified for RC -4.4. PL ENG A, 1 3 Provide enhanced bicycling and walking infrastructure, and support PS -12.4 0 public transit, including public bus service, the Metrolink, and the potential for Bus Rapid Transit (BRT). Same action as identified for RC -4.4. PL ENG A, 1 3 Provide green building incentives, assess green building techniques as a formal stage of project review, and develop a green PS -12.5 0 building ordinance or program that addresses both new and existing buildings. Adaptation strategies will also include increased water efficiency in buildings. Same actions as identified for RC -6.1 to RC -6.4 PL ENG A, 1, K 4 Encourage efforts to reduce waste generation and re -use and PS -12.6 0 support increased recycling and composting opportunities with a focus on large commercial and industrial waste producers. Same action as identified for PF -7.1. ENG PL A 3 PS -12.7 0 0 Support tree planting, planting more vegetation (including native and drought -resistant planting), and preservation of open space. Same actions as identified for RC -1.1, RC -8.1 to RC -8.7. PL PNG' A, 1 4 PS -1 2 8 0 Develop green procurement plans and ensure energy savings in City operations and maintenance. Same actions as identified for RC -5.1 to RC -5.3. AS CM, FIN, A,B. C, 4 PW E, K Develop energy- or climate change -themed publications and workshops, facilitating energy audits for residents, and establishing PS -1 2 9 0 partnerships to reduce greenhouse gas emissions. Increase public awareness about climate change, and encourage residents and businesses to become involved in activities and lifestyle changes that help reduce greenhouse gas emissions. Same action as identified for RC -5.1. CM ENG A, K 4 Consider the compatibility of proposed land uses with the noise environment when preparing or revising community andlor specific PS -13.1 0 pians and when reviewing development proposals. The contour map depicting future noise levels (Figure PS -10) should be used by the City as a guide to land use/noise compatibility. Appendix A: Implementation Plan RANCHO CUCAMONGA GENERAL PLAN A-57 Page 178 MUNI I ITY Page 179 Appendix A: Implementation Plan A-44 RANCHO CUCAM❑NGA GENERAL PLAN Page 180 Action 211 T Pe Z m m General Plan Policy _ 3 a O ,� Implementation Action(s) B a 0 o o a a R]. rn d N tY LL R. RC -83 O O Support protection of natural habitat areas for ecological, educational, and other scientific study purposes. Same action as identified for RC -8.3. PL ENG A. 1 4 PF 1.1 O Continue to implement high-quality standards for new public facilities and improvements to existing buildings. Design and build all City buildings to serve as a model for quality architectural treatment and green building design in all new and PL ENG A, B, C 5 remodeled civic facilities. PF -1.2 O Promote community facilities as focal points for gatherings, events, and celebrations. Maintain all public facilities and buildings to address the needs of the various neighborhoods within the City. Advertise the availability of civic PW CS, LIB A, B, C 3 facilities to community groups. PF -1.3 O Locate new community facilities in neighborhoods and centers where they will serve populations with the greatest needs. Review and assess the needs for the location of community facilities as CS ENG, PL A 6 neighborhoods evolve. PF -1.4 O O Maintain public facilities and optimize their usefulness during their lifespan. Continue with proper maintenance programming and funding levels for PW CS, LIB, °' B, C 4 existing public facilities. AC PF -1.5 0 0 Continue to incorporate low -maintenance features into public facilities consistent with the City's sustainability pian. Replace features of public facilities with lower maintenance types as part PW PL, CS, A, B, C 3 of the on-going maintenance program. BS PF -1.5 O Maintain multi -functional, flexible, and complementary space at community facilities. Same action as identified for PF -1.2. CS PW A, B. C 3 Maximize public facility use by sharing with nonprofit organizations, school districts, and community organizations. Look PF -1.7 0 for opportunities to create joint -use community space at facilities owned by private organizations such as faith -based groups and service clubs. Same action as identified for CS -2.5. Consult with local school districts to enhance the development of CS A 4 PF -2.1 O O joint -use agreements, allowing for optimum use of school facilities, to provide broad community benefits such as public safety and education. Continue and expand joint use of facilities to achieve even greater CS SD A, K 5 optimization of school facilities to service the entire community. Appendix A: Implementation Plan A-44 RANCHO CUCAM❑NGA GENERAL PLAN Page 180 Appendix A: Implementation Plan A-40 RANCHO CUCAM❑NGA GENERAL PLAN Page 181 Action T e � y n 0 � General Plan Policy = � C 73 U] T U _ NCD O O y m Implementation Action(s) E a CL a `o o CL ° a a W a. m u7 3 LL a Pursue efforts to reduce energy consumption through appropriate RC -41 D energy conservation and efficiency measures throughout all segments of the community. As it becomes economically practical, identify sources and replace A 6 imported, non-renewable energy resources with domestic renewable PL ENG, E' 5 energy sources such as solar and wind energy, recycled municipal solid CM G' waste, and green waste. Promote the use of renewable energy and alternative energy technology, and support efforts to develop small-scale, distributed energy generation (e.g. solar, wind, cogeneration, and biomass) to RC -4.2 4 reduce the amount of electricity drawn from the regional power grid and reduce the use of natural gas, while providing Rancho Cucamonga with a greater degree of energy and economic self- sufficiency. Provided that there would not be a decline in services to City residents or undue tax burden, use of energy efficiency and renewable energy ENG AS, CM, A 8 S resources will be employed for approving capital and operational PL E' G, I expenditures. RC4.3 a Encourage the use of solar energy systems in homes and commercial businesses. Establish design criteria for active and passive solar applications within ENG, development proposals. PL BS A 5 Reduce operational energy requirements through sustainable and RC4.4 p p complementary land use and circulation planning. Support implementation of State mandates regarding energy consumption and greenhouse gas reduction, including AB32 and 513375. Promote land use and circulation patterns that result in multi-purpose automobile trips and that facilitate the use of local and regional transit; continue to advance land use patterns that provide employment and PL ENG A, l 3 housing opportunities for City residents in a manner that allows for practical options for mobility other than by automobile. Support the development of private sources of sustainable and RC -4.5 0 0 environmentally friendly energy supplies, provided these are consistent with City aesthetic and public safety goals. Continue to make the recruitment and retention of "green" industries a CM, priority In ccnjunction with economic leve lop ment strategies. RD PL A, G 4 Serve as a role model by adopting recognizable standards and incorporating the use of sustainable strategies for new and existing RC -5.1 D public buildings that maximize occupant health and productivity, minimize operating costs, and provide good environmental stewardship. Appendix A: Implementation Plan A-40 RANCHO CUCAM❑NGA GENERAL PLAN Page 181 Page 182 Appendix A: Implementation Plan A-32 RANCHO CUCAMONGA GENERAL PLAN Page 183 Action '^ Type ;Q ar General Plan Policy y w i C ar0 2 Implementation Actions} E a w o G IL a a m a. :1 d N IY 7 U. M a Continue to assess that the recreational needs of the City's residents are consistent with the City's parkland standard, and determine possible re- CS PL, ENG A 4 use or conversion of infill sites for recreational uses to serve areas within the City with a disproportionate amount of parkland. Develop parks that contribute to active and healthy lifestyles, and CS -1.2 O allow for a balanced commitment to both organized recreation activities and passive park environments. Move forward with plans to continue to develop Central Park, expand Etiwanda Creek Park, add one new Community park, one new Special CS CM• A 4 Use Facility, and two new Neighborhood parks. Incorporate active and ENG passive facilities into new parks - CS -1.3 p Continue to develop Central Park as envisioned in the Central Park Master Plan. Continue to prioritize implementation of the improvements for Central CS ENG, PL A 4 Park as part of the City's C I P process. CS -1.4 O Pursue developing an outdoor special use facility that includes a multi -field sports complex. Continue to prioritize development of a sports complex and determine CS ENG, A 4 funding mechanisms, including corporate sponsorships/partnerships. RD, PIL Continue to require new development to provide needed park CS -1 5 O facilities through the various measures and tools available to the City (e.g., in -lieu fees andlor land dedication). Continue to make the provision of turn -key park and recreational facilities PL ENG, A, D. E, 4 the first priority over in -lieu fees for new residential development. CS K Pursue and expand joint -use of public lands that are available and CS -1.6 O suitable for recreational purposes, including school district properties and flood control district, water district, and other utility properties. Continue to coordinate with other agencies holding public lands for possible joint -use, trail easements, or re -use to serve park/recreation PL ENG A. K 4 particularly with school district properties. Encourage public safety and compatibility with adjacent uses CS -1.7 O through park location and design, including the location of buildings, fighting, parking, public transit, emergency access, and pedestrianlbicycle access. Continue to utilize the Recreation Needs and System Recommendation CS PL, ENG A, K 4 Study and the park master plan concept in park planning. CS -1.8 O O continue to build, renovate, and maintain parks In a manner that is environmentally sustainable. Appendix A: Implementation Plan A-32 RANCHO CUCAMONGA GENERAL PLAN Page 183 Appendix A: Implementation Plan RANCHO CUCAMONGA G E N E RAL PLAN Page 184 Action Type a m General Plan Policy y c� C �, V _ o O+` 237 C Q 2 0 Implementation Action(s) £ a H o a IL ° a a rn a` = m rn X LL r a Continue to provide for maintenance, renovation and new construction of City parks in compliance with City policies, upgrading wastewater ENG CS, PL, A, 6, C 4 systems as needed, and as technology evolves, substitute material that PW could reduce maintenance costs and is environmentally friendly. Develop intermediate sized (16-12 acre) parks with lighted athletic CS -1.9 O fields and appropriate parking to accommodate community sports programs. Update the City's Recreation Needs and Systems Recommendation Study to determine the location for intermediate -sized park sites CS PL, ENG A, 6, C 7 specifically developed for athletic field use. This may include joint -use facilities with a school district. Integrate Healthy RC activities, classes, and programs with CS -2.1 C recreational services that contribute to the health, fitness, and minds of participants. Continue to provide City -sponsored recreational programs and classes at CS CM A. 1 4 recreational centers/parks. CS -2-2 Q C Provide high-quality Community Services programs that are flexible and responsive to the community's changing needs. Continue to provide active recreational opportunities through leagues CS CM A, 1 4 and organized sports. Plan and conduct community special events that bring residents CS -2.3 0 together to create an enhanced quality of life and promote economic development. Plan for community events through the annual budgeting process. CS RD, CM A, 1 4 Continue to consult with non-profit sports organizations and CS -2.4 10 recreational groups to support their offering of diverse recreational programs that complement and supplement those of the City. Continue to serve as a clearinghouse to coordinate among the various CS A, 1 4 sport leagues to make fields and facilities available. Continue to make community facilities and park amenities available CS -2.5 O for rental by community residents, non-profit groups and businesses to meet their recreational and business needs. Continue to promote the City's various rental facility types by ensuring that a complete summary of locations, facilities, services, fees, and CS A 4 applications are available. Continue broad-based public outreach activities that inform CS -2.6 D residents of all available Community Services programs and 'input services, and obtain from the community regarding program and service needs. Appendix A: Implementation Plan RANCHO CUCAMONGA G E N E RAL PLAN Page 184 Appendix A: Implementation Plan A-44 RANCHO CUCAM❑NGA GENERAL PLAN Page 185 Action Z _Type 3 m General Plan Policy m m L CL w Z OS d y+ 0: C N ❑7.a C ❑ N T. V 7? ❑ ❑ " c U Implementation Action(s) B a H = o a. a CL rn a cn X Z ur 0 - RC -8.7 O O Support protection of natural habitat areas for ecological, educational, and other scientific study purposes. Same action as identified for RC -8.3. PL ENG A, 1 4 PF -1.1 O Continue to implement high-quality standards for new public facilities and improvements to existing buildings. Design and build all City buildings to serve as a model for quality architectural treatment and green building design in all new and PL ENG A, B, C 5 remodeled civic facilities - PF -1.2 O Promote community facilities as focal points for gatherings, events, and celebrations. Maintain all public facilities and buildings to address the needs of the various neighborhoods within the City. Advertise the availability of civic PW CS, LIB A, B, C 3 facilities to community groups - PF -1-3 p Locate new community facilities in neighborhoods and centers where they will serve populations with the greatest needs. Review and assess the needs for the location of community facilities as CS ENG, PL A 6 neighborhoods evolve. PF -1 A O O Maintain public facilities and optimize their usefulness during their lifespan. Continue with proper maintenance programming and funding levels for PW CS, LIB, A, B, C 4 existing public facilities. AC PF -1,5 O O Continue to incorporate low -maintenance features into public facilities consistent with the City's sustainability plan. Replace features of public facilities with lower maintenance types as part PW PL, CS, A, B, C 3 of the on-going maintenance program. BS PF -1.6 O Maintain multi -functional, flexible, and complementary space at community facilities. Same action as identified for PF -1.2. CS PW A, B. C 3 Maximize public facility use by sharing with nonprofit organizations, school districts, and community organizations. Look PF -1.7 O for opportunities to create joint -use community space at facilities owned by private organizations such as faith -based groups and service clubs. Same action as identified for CS -2.5. CS A 4 Consult with local school districts to enhance the development of PF -2.1 O O joint -use agreements, allowing for optimum use of school facilities, to provide broad community benefits such as public safety and education. Continue and expand joint use of facilities to achieve even greater CS SD A, K 5 optimization of school facilities to service the entire community. Appendix A: Implementation Plan A-44 RANCHO CUCAM❑NGA GENERAL PLAN Page 185 CROSSINGS Page 186 Appendix A: Implementation Plan RANCHO CUCAMONGA GENERAL PLAN A-19 Page 187 Action 4'� Type a 3 v m General Plan Policy c m G d R W 7 JT CD y �' w. C y �^ zm E C .y D Ln tY 7+ u A D O' � Implementation Action(s)E a h `g IL a rr1 a yr W u_ a. Continue to provide a safe and efficient street system in the City, to CM -1.1 c support mobility goals, all transportation modes, and the goals of Managing the Land Use, Community Design, and Historic Resources Chapter, Add the intersection improvements listed below to the Capital Improvement Program (CIP) or appropriate equivalents identified and approved by the City Engineer in the future that would offset the identified impacts; implement the improvements as funding becomes available. Prepare a report on the need for the improvements and their relationship to the impacts caused by new development in Rancho Cucamonga. ■ Work with Caltrans and SANSAG to implement a new freeway interchange at 1-15 and Arrow Highway. ■ Complete Wilson Avenue between Milliken Avenue and Day Creek Boulevard. ENG A, D, 1 7 ■ Complete Rochester Avenue between Banyan Street and Wilson Avenue. ■ Pursue Federal funds for a grade separation of the SPRR at Etiwanda Avenue. ■ Complete storm drain and widening of Hellman Avenue from Foothill Boulevard to Cucamonga Creek. ■ Complete Wilson Avenue from East Avenue to Wardman Bullock- uIlock.Improve Improvethe Base Line Road at 1-15 Freeway Interchange. ■ Complete Youngs Canyon from Cherry Avenue to Banyan Street. Provide an integrated network of roadways that provides for CM -1.2 O convenient automobile, transit, bicycle, and pedestrian circulation movement around the City. Same actions as identified for CM -2.1 and CM -3.7. ENG PL A, D, 1 4 Complete the circulation system by constructing new roadway CM -1.3 C facilities and freeway interchanges pursuant to the Circulation Plan (Figure CM -2). Identify in the CIP future projects and new roadways based on available ENG PL A, D, 1 4 funding. CM -1.4 O p Provide access for seniors and those with physical disabilities in all elements of the transportation system. Continue to operate the Silver Fax Express. Consult with ❑mnitrans regarding providing ACCESS transportation services. A, F- Require that all new future transportation facilities have appropriate and ENG CS F, H, I 4 adequate access for seniors and people with physical disabilities. Appendix A: Implementation Plan RANCHO CUCAMONGA GENERAL PLAN A-19 Page 187 Appendix A: Implementation Plan A-26 RANCHO CUCAMONGA GENERAL PLAN Page 188 Action Z' Ty pe a 3 d d General Plan Policy iQ 3 _ m MZ G •y a co 7. v eo O D ,O ,� Implementation Action(s) E 0.y = o d CL Ci U) a. G7 N W 7 LL 'i R. Complete intersection capacity improvements, coordinate traffic signals utilizing Intelligent Transportation Systems (ITS), and improve striping and signage. Striping shall maximize room for bike lanes where feasible and consistent with the Bicycle Plan. Modernize traffic signal equipment as necessary, and continue to update traffic signal timing and ENG PW A, D 3 synchronization plans to optimize traffic flow along the key arterial corridors, tailing into account the needs of transit, bicyclists, and pedestrians as well. Invest in the communications infrastructure necessary to operate a Citywide traffic signal control system. Continue to design and operate arterials and intersections for the CM -4.2 O safe operation of all modes, including transit, bicyclists, and pedestrians. Same action as identified for CM -4.1. Continue to implement Intelligent Transportation System Measures ENG A, D 3 CM -0.3 O and advanced traffic management technologies where appropriate. Same action as identified for CM -4.1. ENG PW E, D. 3 Maintain the City's transportation infrastructure in good condition; CM -4.4 O O develop and maintain adequate funding sources for it's ongoing maintenance and upkeep. Continue to implement and follow the schedule for resurfacing streets A, ❑, and streets improvements per the CIP, ENG E, F 4 Continue to require that new development participates in the cost of CM -5.1 O transportation mitigation and improvements necessitated by new development, including non -automobile solutions. Require payment of Traffic Impact Fees as approved by the City Council, used to finance specific improvements made necessary by new development. The relationship between the fees, the cost of the ENG PL D 4 improvements, and new development has been established in fee analyses approved by the City Council. These fees shall be reviewed from time to time and adjusted as needed. Require evaluation of potential traffic and transportation impacts CM -5.2 O associated with new development prior to project approval, and require adequate mitigation measures, including non -automobile solutions, prior to, or concurrent with, project development Require applicants to prepare traffic and transportation impact assessments consistent with adopted City guidelines and standards. Continue to require sidewalks, pedestrian paths, and connections to be provided as part of new development projects to improve and enhance ENG ❑ 4 access between neighborhoods, and from neighborhoods to schools, parks, trails, commercial centers, and other activity centers. Appendix A: Implementation Plan A-26 RANCHO CUCAMONGA GENERAL PLAN Page 188 STREETS Page 189 Appendix A: Implementation Pyran RANCHO CUCAMONGA GENERAL PLAN A-19 Page 190 Action Type 3 m w v General Plan Policy 0 61 ? o d L d � C CD C � V7 N U °i 0 Implementation Action{s) E a m o a° 0.. m a rn a Li a - Continue to provide a safe and efficient street system in the City, to CM -1.1 0 support mobility goals, all transportation modes, and the goals of Managing the Land Use, Community Design, and Historic Resources Chapter. Add the intersection improvements listed below to the Capital Improvement Program (CIP) or appropriate equivalents identified and approved by the City Engineer in the future that would offset the identified impacts; implement the improvements as funding becomes available. Prepare a report on the need for the improvements and their relationship to the impacts caused by new development in Rancho Cucamonga. ■ Work with Caltrans and SANBAG to implement a new freeway interchange at 1-15 and Arrow Highway. ■ Complete Wilson Avenue between Milliken Avenue and Day Creek Boulevard, ENG A, D, 1 7 ■ Complete Rochester Avenue between Banyan Street and Wilson Avenue. ■ Pursue Federal funds for a grade separation of the SPRR at Etiwanda Avenue. ■ Complete storm drain and widening of Hellman Avenue from Foothill Boulevard to Cucamonga Creek. ■ Complete Wilson Avenue from East Avenue to Wardman Bullock. ■ Improve the Base Line Road at 1-15 Freeway Interchange. ■ Complete Youngs Canyon from Cherry Avenue to Banyan Street. Provide an integrated network of roadways that provides for CM -1.2 C convenient automobile, transit, bicycle, and pedestrian circulation movement around the City. Same actions as identified for CM -2.1 and CM -3.7. ENG PL A, D, 1 4 Complete the circulation system by constructing new roadway CM -1.3 C facilities and freeway interchanges pursuant to the Circulation Plan (Figure CM -2). Identify in the CIP future projects and new roadways based on available ENG PL A, D, I 4 funding. CM -1,4 Q p Provide access for seniors and those with physical disabilities in all elements of the transportation system. Continue to operate the Silver Fox Express. Consult with Ornnitrans regarding providing ACCESS transportation services. A, E. Require that all new future transportation facilities have appropriate and ENG C5 F, H, I 4 adequate access for seniors and people with physical disabilities. Appendix A: Implementation Pyran RANCHO CUCAMONGA GENERAL PLAN A-19 Page 190 Appendix A., implementation Flan A-20 RANCHO CUCAMONGA GENERAL PLAN Page 191 Action Z" T e 3 W General Plan Policy N C d lb Cww 7 j 01 ++ d O •0 •F Implementation Action(s) E 'L 'L a. LL 0. N a. 7 Cf W X LL a Implement street design standards per this General Plan, except that modified standards may be applied where appropriate on CM -1.5 O arterial corridors relating to transit, bicycle facilities, sidewalks, and on -street parking to be context sensitive to adjacent land uses and districts, and to all roadway users, including transit, bicycles, and pedestrians. Integrate into the CIP process the planning of modified standards for Foothill Boulevard to accommodate BRT and for other arterials as ENG PL A, D, 1 4 appropriate to reflect the bikeway plan and pedestrian improvements necessary to support Mixed Use districts. CM -1.6 O Pursue a railroad grade separation at Etiwanda Avenue and the BNSF Railway line. Grade separations currently exist at Haven and Milliken Avenues. Due to truck traffic associated with the southeast industrial area, the City ENG PL A, E, 1 4 supports creating a railroad grade separation at Etiwanda Avenue and the BNSF Railway line. CM -2.1 010 Facilitate bicycling and walking citywide. Implement the Bicycle Master Plan included in the Community Mobility Chapter. Require that pedestrian facilities and connections be provided as part of all development projects, with an emphasis on connections within Mixed Use districts. Implement all bicycling and walking policies and Mobility ENG PL, RD A, D, 1 4 Element components. Preparation and distribute bike route maps and bike facilities information. Publish and make readily available pedestrian route maps and pedestrian facilities information. Encourage all feasible measures to reduce total vehicle miles CM -2.2 O traveled by automobiles, including enhanced transit access and land use approaches that provide compact and focused development along major transit corridors. Same actions as identified for LU -2.1, LU -5.4, LU -5.6, and CM -2.1. ENG PL A, D, 1 4 CM -2.3 O Support the use of hybrid, electric, and low/zero emission vehicles. Continue to maintain the Green Team Sustainability Action Matrix that identifies current and proposed efforts that procure vehicles that includes providing gas -efficient vehicles. CM PW AS, A, E, F 7 Amend the Development Code as appropriate to accommodate alternative fuel service stations and charging facilities. CM -2.4 0 Replace City vehicles with energy-efficient and alternative fuel source models when replacing vehicles or adding to the City's fleet. Appendix A., implementation Flan A-20 RANCHO CUCAMONGA GENERAL PLAN Page 191 Appendix A: Implementation Plan A-26 RANCHO CUCAM❑NGA GENERAL ALAN Page 192 Action Z' T e n d �+ General Plan Policy N N CZM W C Z4 oImplementation Action{s} E a h `g 0. 0. W a in a: ILL a` Complete intersection capacity improvements, coordinate traffic signals utilizing Intelligent Transportation Systems (ITS), and improve striping and signage. Striping shall maximize room for bike lanes where feasible and consistent with the Bicycle Plan. Modernize traffic signal equipment as necessary, and continue to update traffic signal timing and ENG PW A, D 3 synchronization plans to optimize traffic flow along the key arterial corridors, taking into account the needs of transit, bicyclists, and pedestrians as well. Invest in the communications infrastructure necessary to operate a Citywide traffic signal control system. Continue to design and operate arterials and intersections for the CM -4.2 0 safe operation of all modes, including transit, bicyclists, and pedestrians. Same action as identified for CM -4.1. ENG A, D 3 CM -4.3 0 Continue to implement Intelligent Transportation System Measures and advanced traffic management technologies where appropriate. Same action as identified for CM -4.1. ENG PW E, D. 3 Maintain the City's transportation infrastructure in good condition; CM -0.4 0 0 develop and maintain adequate funding sources for it's ongoing maintenance and upkeep. Continue to implement and follow the schedule for resurfacing streets ENG A, D, 4 and streets improvements per the CIP. E, F Continue to require that new development participates in the cost of CM -5.1 0 transportation mitigation and improvements necessitated by new development, including non -automobile solutions. Require payment of Traffic Impact Fees as approved by the City Council, used to finance specific improvements made necessary by new development. The relationship between the fees, the cost of the ENG PL D 4 improvements, and new development has been established in fee analyses approved by the City Council. These fees shall be reviewed from time to time and adjusted as needed. Require evaluation of potential traffic and transportation impacts CM -5.2 0 associated with new development prior to project approval, and require adequate mitigation measures, including non -automobile solutions, prior to, or concurrent with, project development. Require applicants to prepare traffic and transportation impact assessments consistent with adopted City guidelines and standards. Continue to require sidewalks, pedestrian paths, and connections to be provided as part of new development projects to improve and enhance ENG O 4 access between neighborhoods, and from neighborhoods to schools, parks, trails, commercial centers, and other activity centers. Appendix A: Implementation Plan A-26 RANCHO CUCAM❑NGA GENERAL ALAN Page 192 Appendix A: Implementation Plan RANCHO CUCAMONGA GENERAL PLAN A31 - Page 193 Action T e 3 Q General Plan Policy i C _ N A V y o a p7 5 �' v °iy Implementation Actions} E a 0 _ o a. a. aa] a` 0 1X Li a. ED -3.7 O 0 Support access to local and regional educational resources that provide educational opportunities to local residents and workers. Coordinate with local and regional centers for nigher education to promote access to and programs for additional educational opportunities. R❑ PL, CM A 4 ED -4.1 0 Encourage high-quality design for infill development and continue to support new high quality uses. Same action as identified for LU -5.1 to 5.6. PL D. A, 1, K 4 E NG ED -4.2 O Make green building and green business a priority. Same action as identified for LU -7.1 to 7.3. PL RD A, G 3 ED4.3 0 0 Improve connectivity between development projects to create a more cohesive atmosphere. Same action as identified for LU -2.3. PL ENG A 5 ED -4.4 0 Focus on enhancements to Foothill Boulevard and Haven Avenue. Same action as identified for LU -5.1 to 5.6. PL E pG A, 1, K 5 ED -4,5 0 Review and understand the fiscal, job creation, and economic benefits of new proposed uses in the City's industrial -zoned areas. Focus a special economic development effort on assessing where re -use or conversion of industrial properties to other uses could occur. identify potential conflicts in order to develop a strategy for when such RD PL A, G 5 conversions could be considered a benefit versus a cost. ED -5A 0 Engage in regional transit planning efforts. Continue to be involved in planning efforts to address regional transportation solutions, particularly those providing transit options. In PL ENG A. K 4 particular, work with Omnitrans in its efforts to establish BRT service in Rancho Cucamonga, ED -5.2 0 Continue to capitalize on proximity to Interstate 10, Interstate 15, State Route 210, and the LAIOntario International Airport. Review and assess the effectiveness of way -finding signage to ensure that the City's accessibility to 1-10, 1-15 and SR -210 from major areas of City commerce hubs is easily ascertained and facilitated. Begin RD PL, ENG A, G 4 programs to improve such signage where it is deficient or confusing. Maximize the benefits of a major airport just outside of the City's borders. Provide adequate park and recreational facilities that meet the City C5-1.1 0 standard of 5.0 acres of parkland (including trails and special facilities) for every 1,000 persons. Appendix A: Implementation Plan RANCHO CUCAMONGA GENERAL PLAN A31 - Page 193 11 / Page 194 Appendix A: Implementation Plan RANCHO CUCAMONGA GENERAL PLAN A-25 Page 195 Action Ty e Z d General Plan Policy = �, 3 CL 3 7 r N V tl7 O O �+ W Implementation Action(s) E a C o a a ° a- a co 4 0 m (n [ ii a CM- Continue to provide pedestrian amenities on sidewalks on major streets that are key pedestrian routes, including the provision of benches, shade trees, and trash cans. Identify key pedestrian travel corridors citywide, and prepare a Citywide Pedestrian Circulation Study to determine pedestrian amenity needs, capital and operating funding sources, and a phased implementation program. Develop a program for gradually installing public amenities A B such as streetlights, benches, trash containers, art, drinking fountains, ENG PL C D 5 landscaping, etc. that will enhance the pedestrian environment and encourage increased use of transit. Use both the CIP process and other funding sources, including a program whereby businesses or residents may sponsor street furniture and/or landscaped areas. CM Continue to require that the siting and architectural design of new 312 development promote safety, pedestrian -friendly design, and access to transit facilities. Develop standards to be applied to development projects along transit PL ENG 1 4 corridors that require transit and pedestrian accessibility. Establish a number of bike hubs in the City (centralized locations CM- with convenient bike parking for trip destinations or transfer to 3.43 other transportation modes), at key transit nodes, and at commercial nodes. Conduct a study to determine the best locations for bike hubs in the City, and develop a plan, wayfinding program, and implementation process for ENG PL, R❑ A, B, 4 providing bike hubs that provide secure bicycle lockers, bike racks, and C D connections to transit at key locations in the City. CM- 0 Enhance pedestrian and bicycle access to local and regional 3.14 transit, including facilitating connections to transit. Same action as identified for CM -3.7. ENG PL 1 4 CM- Coordinate the provision of the non -motorized networks (bicycle 315 0 and pedestrian) with adjacent jurisdictions to maximize sub - regional connectivity. Same action as identified for CM -3.7. ENG PL A, E, F 4 CM- Establish fixed -route local circulator bus service connecting major 3.45 activity centers. Explore development of a fixed -route local circulator bus system, station ENG PL A, E, H 5 location, and funding mechanisms. Continue to implement traffic management and traffic signal CM -4.4 0 operations measures along the arterial roadway to minimize delay and congestion for all modes, without adversely impacting transit, bicycles, and pedestrians. Appendix A: Implementation Plan RANCHO CUCAMONGA GENERAL PLAN A-25 Page 195 Appendix A: Implementation Plan A-26 RANCHO CUCAM❑NGA GENERAL PLAN Page 196 Action Type 3 d a d General Plan Policy y m Q, V7 '2 °' 0 m implementation Action(s) � w � � IL° d sq 0- N W W a` Complete intersection capacity improvements, coordinate traffic signals utilizing Intelligent Transportation Systems (ITS), and improve striping and signage. Striping shall maximize room for bike lanes where feasible and consistent with the Bicycle Plan. Modernize traffic signal equipment as necessary, and continue to update traffic signal timing and ENG PW A, ❑ 3 synchronization pians to optimize traffic flow along the key arterial corridors, taking into account the needs of transit, bicyclists, and pedestrians as well. invest in the communications infrastructure necessary to operate a Citywide traffic signal control system. Continue to design and operate arterials and intersections for the CM -4.2 0 safe operation of all modes, including transit, bicyclists, and pedestrians. Same action as identified for CM -4.1. ENG A, ❑ 3 CM -4.3 0 Continue to implement Intelligent Transportation System Measures and advanced traffic management technologies where appropriate. Same action as identified for CM -4.1. ENG PW A, D' 3 E. Maintain the City's transportation infrastructure in good condition; CM -4.4 0 0 develop and maintain adequate funding sources for it's ongoing maintenance and upkeep. Continue to implement and follow the schedule for resurfacing streets A, D, and streets improvements per the CIP. ENG E, F 4 Continue to require that new development participates in the cost of CM -5.1 0 transportation mitigation and improvements necessitated by new development, including non -automobile solutions. Require payment of Traffic Impact Fees as approved by the City Council, used to finance specific improvements made necessary by new development. The relationship between the fees, the cost of the ENG PL D 4 improvements, and new development has been established in fee analyses approved by the City Council. These fees shall be reviewed from time to time and adjusted as needed. Require evaluation of potential traffic and transportation impacts CM -5.2 0 associated with new development prior to project approval, and require adequate mitigation measures, including non -automobile solutions, priorto, or concurrent with, project development. Require applicants to prepare traffic and transportation impact assessments consistent with adopted City guidelines and standards. Continue to require sidewalks, pedestrian paths, and connections to be ENG D 4 provided as part of new development projects to improve and enhance access between neighborhoods, and from neighborhoods to schools, parks, trails, commercial centers, and other activity centers. Appendix A: Implementation Plan A-26 RANCHO CUCAM❑NGA GENERAL PLAN Page 196 FUTURE & UNFUNDED Page 197 Appendix A: Implementation Plan RANCHO CUCAM❑NGA GENERAL PLAN A-19 Page 198 Action T e 3 m General Plan Policy L C 3 w as r w ao :g N �, V @ D D U W � Implementation Action{s} E rw CL CL = D a IL ° a a r!7 Z a = 0 n] Q' ii 0. Continue to provide a safe and efficient street system in the City, to CM -1. 1 0 support mobility goals, all transportation modes, and the goals of Managing the Land Use, Community Design, and Historic Resources Chapter. Add the intersection improvements listed below to the Capital Improvement Program (CEP) or appropriate equivalents identified and approved by the City Engineer in the future that would offset the identified impacts; implement the improvements as funding becomes available. Prepare a report on the need for the improvements and their relationship to the impacts caused by new development in Rancho Cucamonga. ■ Work with Caltrans and SANBAG to implement a new freeway interchange at 1-15 and Arrow Highway. ■ Complete Wilson Avenue between Milliken Avenue and Day Creek Boulevard. ENG A, D, 1 7 • Complete Rochester Avenue between Banyan Street and Wilson Avenue. • Pursue Federal funds for a grade separation of the SPRR at Etiwanda Avenue. • Complete storm drain and widening of Hellman Avenue from Foothill Boulevard to Cucamonga Creek. • Complete Wilson Avenue from East Avenue to Wardman Bullock. ■ Improve the Base Line Road at 1-15 Freeway Interchange. ■ Complete Youngs Canyon from Cherry Avenue to Banyan Street. Provide an integrated network of roadways that provides for CM -1.2 O convenient automobile, transit, bicycle, and pedestrian circulation movement around the City. Same actions as identified for CM -2.1 and CM -3.7. ENG PL A, D, 1 4 Complete the circulation system by constructing new roadway CM -1.3 O facilities and freeway interchanges pursuant to the Circulation Plan (Figure CM -2). Identify in the CIP future projects and new roadways based on available ENG PL A. D, 1 4 funding. CM -1.4 O O Provide access for seniors and those with physical disabilities in all elements of the transportation system. Continue to operate the Silver Fox Express. Consult with Omnitrans regarding providing ACCESS transportation services. A, E. Require that all new future transportation facilities have appropriate and ENG C5 F. H, I 4 adequate access for seniors and people with physical disabilities. Appendix A: Implementation Plan RANCHO CUCAM❑NGA GENERAL PLAN A-19 Page 198 Appendix A: Implementation Plan A-26 RANCHO CUCAMONGA GENERAL PLAN Page 199 Action k Type n 3 General Plan Policy W a [C a' T y-' [a �• H t'' C ❑ O 47 C ' g 4) .O Implementation Action(s) E CL a N c `_ o O 0- a Q u) i a J = 07 U) X 7 ILL i a. Complete intersection capacity improvements, coordinate traffic signals utilizing Intelligent Transportation Systems (ITS), and improve striping and signage. Striping shall maximize room for bike lanes where feasible and consistent with the Bicycle Plan. Modernize traffic signal equipment as necessary, and continue to update traffic signal timing and ENG PW A, D 3 synchronization plans to optimize traffic flow along the key arterial corridors, taking into account the needs of transit, bicyclists, and pedestrians as well. Invest in the communications infrastructure necessary to operate a Citywide traffic signal control system. Continue to design and operate arterials and intersections for the CM -4.2 0 safe operation of all modes, including transit, bicyclists, and pedestrians. Same action as identified for CM -4.1. ENG A, D 3 CM -43 0 Continue to implement Intelligent Transportation System Measures and advanced traffic management technologies where appropriate. Same action as identified for CM -4.1. ENG PW A; D' 3 Maintain the City's transportation infrastructure in good condition; CM44 0 0 develop and maintain adequate funding sources for it's ongoing maintenance and upkeep. Continue to implement and follow the schedule for resurfacing streets ENG A, D, 4 and streets improvements per the CIP. i=, F Continue to require that new development participates in the cost of CM -5.1 0 transportation mitigation and improvements necessitated by new development, including non -automobile solutions. Require payment of Traffic Impact Fees as approved by the City Council, used to finance specific improvements made necessary by new development. The relationship between the fees, the cost of the ENG PL D 4 improvements, and new development has been established in fee analyses approved by the City Council. These fees shall be reviewed from time to time and adjusted as needed. Require evaluation of potential traffic and transportation impacts CM -5.2 0 associated with new development prior to project approval, and require adequate mitigation measures, including non -automobile solutions, prior to, or concurrent with, project development. Require applicants to prepare traffic and transportation impact assessments consistent with adopted City guidelines and standards. Continue to require sidewalks, pedestrian paths, and connections to be ENG D 4 provided as part of new development projects to improve and enhance access between neighborhoods, and from neighborhoods to schools, parks, trails, commercial centers, and other activity centers. Appendix A: Implementation Plan A-26 RANCHO CUCAMONGA GENERAL PLAN Page 199 Appendix A: Implementation Plan A-30 RANCHO CUCAMONGA GENERAL PLAN Page 200 Action Te 3 y General Plan Policy H o 4W Q 1 j ev a N �+ L m C ) _ 7. V Q o' L' °' O w Implementation Action{s) R E a h = o o 0. M Z co 'i d :; 0 NC� a LL •Z d Expand recreation and cultural attractions to enhance ED -2.3 O tourismlvisitor potential and to boost sales and transient occupancy tax. Develop brochures or links from the City's web site to showcase the various recreational and cultural venues to attract visitors to the City. Enhancement of cultural amenities, including regional entertainment RD CS A 7 options, recreation, and historic preservation, will help to embellish the City's reputation as a destination for a wide range of visitors. Expand lodging choices in the City through the recruitment and ED -2.4 0 placement of full-service hotels that will complement the existing select -service hotel portfolio. Review and update marketing strategies (land surveys, infrastructure availability, and modes of transportation) to solicit the development of a full-service lodging facility. Make sure that zoning regulations can RD PL A, G 4 accommodate a full-service hotel at desired locations - ED -3A 0 0 Continue to make public safety a priority. Use the annual budgeting process to allocate funding for public safety services, equipment, and facilities commensurate with the City's service CM PD, FD A 6 objectives - ED -3-2 0 Provide community and cultural amenities. Same action as identified for ED -2.3. CS CM, RD A 4 ED -3.3 0 Maintain a healthy fiscal balance. Use the annual budgeting process to check that revenues from all CM AS, FIN A, G 1 sources continue to more than match projected spending. ED -3.4 0 0 Improve internal circulation for all modes of transportation, consistent with the concept of "Complete Streets". Same action as identified for LU -3.1 to 3.8. ENG PL K' G' 4 ED -3.5 0 Facilitate development of additional local and regional entertainment venues. Focus a special economic development team on the task of working towards attracting developers and investors interested in responding to RD PL A, G 6 local and regional demand for new entertainment options - ED -3,6 0 Leverage the City's quality of life amenities to attract more knowledge-based workers. Expand the Economic Development Strategy to market Rancho Cucamonga's civic assets, including parks, recreation and community RD PL, CS A. G 4 enrichment facilities and programs, trails, and quality school districts. Appendix A: Implementation Plan A-30 RANCHO CUCAMONGA GENERAL PLAN Page 200 Appendix A: Implementation Pian RANCHO CUCAM❑NGA GENERAL PLAN A-57 Page 201 Action_ Ty Pe 3 m a General Plan Policy _ ❑ m .R ❑ ❑ U �a C E a 0 N 7+ c] O O C °' m Implementation Action(s) E a h c o a. a`. w a a m u7 a L LL •� a PL, AS, A $ Same actions as identified for RC -A.1 to RC -4.5. ENG ENG' CM, 8S, C, E. 3 PW, FIN G. I Encourage development of transit -oriented and infill development, PS --12.3 O and encourage a mix of uses that foster walking and alternative transportation. Same action as identified for RC -4.4. PL ENG A. 1 3 Provide enhanced bicycling and walking infrastructure, and support PS -12.4 O public transit, including public bus service, the Metrolink, and the potential for Bus Rapid Transit (BRT). Same action as identified for RC -4A. PL ENG A, 1 3 Provide green building incentives, assess green building techniques as a formal stage of project review, and develop a green PS -12.5 O building ordinance or program that addresses both new and existing buildings. Adaptation strategies will also include increased water efficiency in buildings. Same actions as identified for RC -6.1 to RC -6.4 PL ENG A, I, K 4 Encourage efforts to reduce waste generation and re -use and PS -12.6 O support increased recycling and composting opportunities with a focus on large commercial and industrial waste producers. Same action as identified for PF -7.1. ENG PL A 3 PS -12.7 O O Support tree planting, planting more vegetation (including native and drought -resistant planting), and preservation of open space. Same actions as identified for RC -1.1, RC -8.1 to RC -8.7. 7 PL ENG, A, 1 4 PS -12.8 O Develop green procurement plans and ensure energy savings in City operations and maintenance. Same actions as identified for RC -5.1 to RC -5.3. AS CM, FIN, A,8, Cr 4 PW E, K Develop energy- or climate change -themed publications and workshops, facilitating energy audits for residents, and establishing PS -12.9 O partnerships to reduce greenhouse gas emissions. Increase public awareness about climate change, and encourage residents and businesses to become involved in activities and lifestyle changes that help reduce greenhouse gas emissions. CM ENG A, K 4 Same action as identified for RC -5.1. Consider the compatibility of proposed land uses with the noise environment when preparing or revising community and/or specific PS -13.1 O plans and when reviewing development proposals. The contour map depicting future noise levels (Figure PS -10) should be used by the City as a guide to land use/noise compatibility. Appendix A: Implementation Pian RANCHO CUCAM❑NGA GENERAL PLAN A-57 Page 201 DATE: TO: FROM: INITIATED BY: SUBJECT June 27, 2019 Mayor and Members of the City Council John R. Gillison, City Manager Lori Sassoon, Deputy City Manager/Administrative Services Robert Neiuber, Human Resources Director CONSIDERATION TO ADOPT A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA, CALIFORNIA, APPROVING THE SALARY SCHEDULES FOR FISCAL YEAR 2019-20. RECOMMENDATION: Staff recommend that the City Council of the City of Rancho Cucamonga adopt a resolution approving the Fiscal Year 2019/20 salary schedules forjob classifications employed by the City. BACKGROUND: The City Council traditionally adopts salary resolutions biannually for those classifications employed by the City of Rancho Cucamonga. These resolutions are updated to reflect changes in salaries, additions and deletions of classifications, changes in job titles and other terms of employment. ANALYSIS: Full-time position changes include change in job title for four positions including Assistant Library Director to Deputy Director of Library Services, Assistant City Clerk to Deputy Director of City Clerk Services, Assistant City Engineer to Deputy Director of Engineering/Assistant City Engineer, and Utility Division Manager to Deputy Director of Engineering/Utilities & Environmental Services to better reflect the structure of the departments. These changes do not include changes in duties, pay or benefits. In addition, changes include a reclassification from Human Resources Manager to Deputy Director of Human Resources with a salary range adjustment equal to the other Deputy Director classifications. This change will better reflect the level of duties and responsibilities of the position. As a result of the above changes, the following job titles will be deleted from the salary schedule: (1) Assistant Library Director, (2) Assistant City Clerk, (3) Assistant City Engineer, (4) Utility Division Manager, and (5) Human Resources Manager. Other changes to the full-time salary schedule include the addition of three new positions including Deputy Director of Community Services with a salary range equal to the other Deputy Director classifications; Utilities Operations Supervisor with a salary range equal to the Management Analyst III classification; and Revenue Manager with a salary range equal to the Principal Accountant. Adding these new positions will help City departments provide greater oversite and leadership in the larger departments, provide better service and project management, and help with succession planning. Part-time position changes include the deletion of the Animal Handler job title and the addition of Animal Behavior Specialist and Animal Rescue Specialist job titles to reflect the same change recently made Page 202 on the full-time salary schedule for these positions. Classifications, job titles, and other terms of employment remain the same. The Rancho Cucamonga City Employees Association salary schedule includes a 2% cost of living adjustment previously approved in their 2018-2020 Memorandum of Understanding (MOU). The Executive Management Employee Group salary schedule includes a 2% cost of living adjustment as outlined in their recently negotiated 2019-2021 MOU. There is a 2%% cost of living adjustment for the City Manager per his contract. Staff recommend that the City Council approve the resolution updating the Fiscal Year 2019/20 salary schedules for job classifications employed by the City. These various changes are already incorporated into the draft FY 19/20 budget. All bargaining units including, the Rancho Cucamonga City Employees Association, Teamsters Local 1932, and Executive Management Employee Group, are subject to the Meyers-Milias-Brown Act and collective bargaining except the City Manager. As the City Manager's salary schedule is included in these documents, in conformance with Gov. Code 54953 and prior to taking final action, the legislative body shall orally report a summary of a recommendation for a final action on the City Manager's salary schedule. FISCAL IMPACT: Adopting the salary resolution has no direct fiscal impact. The adjustments to the salary ranges and the fiscal impacts of the memorandums of understanding were included in the fiscal impacts for those items and in the budget. COUNCIL GOAL(S) ADDRESSED: ENHANCING PREMIER COMMUNITY STATUS The City is responsible for ensuring classification titles reflect, attract and retain an exceptional workforce and for complying with minimum wage law requirements to ensure that the City of Rancho Cucamonga continues to be a premier employer for the community. ATTACHMENTS: Description Attachment 1 - Resolution Attachment 2 - RCCEA Salary Schedule Attachment 3 - Teamsters Salary Schedule Attachment 4 - City Part Time Salary Schedules Attachment 5 - Executive Management Salary Schedule Page 203 RESOLUTION NO. 19- A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA, CALIFORNIA, APPROVING THE SALARY SCHEDULES FOR FISCAL YEAR 2019-20 WHEREAS, the City Council of the City of Rancho Cucamonga has determined that it is necessary for the efficient operation and management of the City that policies be established prescribing salary ranges, benefits and holidays and other policies for employees of the City of Rancho Cucamonga; and WHEREAS, the City Council of the City of Rancho Cucamonga has previously adopted salary resolutions establishing salary ranges, benefits and other terms of employment for employees of the City of Rancho Cucamonga; and WHEREAS, the City Council of the City of Rancho Cucamonga recognizes that it is necessary from time to time to amend the salary resolution to accommodate changes in position titles, classifications salary ranges, benefits and other terms of employment; and NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Rancho Cucamonga, California to approve the attached salary schedules for the Rancho Cucamonga City Employees Association, Teamsters Local 1932, Part -Time City positions, and Executive Management Employee Group (Attachments 2-5) effective July 8, 2019. PASSED, APPROVED, AND ADOPTED this 2711 day of June 2019. Page 204 Resolution No. 19- RCCEA COVERED EMPLOYEES IN THE MID MANAGER, SUPERVISORY/PROFESSIONAL AND GENERAL EMPLOYEES GROUPS ASSIGNMENTS OF CLASSIFICATIONS TO PAY RANGES Monthly Pay Ranges Effective July 8, 2019 Minimum Control Point Maximum Class Title Step Amount Step Amount Step Amount Account Clerk 4375 $3,055 4415 $3,730 4435 $4,121 Account Technician 4423 $3,881 4463 $4,737 4483 $5,235 Accountant# 3465 $4,786 3505 $5,842 3525 $6,454 Accounting Manager* 2525 $6,454 2565 $7,878 2585 $8,705 Accounts Payable Supervisor# 3470 $4,906 3510 $5,989 3530 $6,618 Administrative Assistant 4349 $2,684 4409 $3,619 4429 $3,999 Administrative Technician 4437 $4,163 4477 $5,081 4497 $5,613 Animal Care Attendant 4349 $2,684 4389 $3,276 4409 $3,619 Animal Care Supervisor# 3416 $3,747 3456 $4,576 3476 $5,054 Animal Caretaker 4378 $3,102 4418 $3,785 4438 $4,182 Animal Center Manager* 2506 $5,872 2546 $7,168 2566 $7,918 Animal Behavior Specialist 4388 $3,259 4428 $3,979 4448 $4,397 Animal License Canvasser 4349 $2,684 4389 $3,276 4409 $3,619 Animal Rescue Specialist 4388 $3,259 4428 $3,979 4448 $4,397 Animal Services Dispatcher 4369 $2,965 4409 $3,619 4429 $3,999 Animal Services Officer 1 4421 $3,843 4461 $4,691 4481 $5,183 Animal Services Officer II 4441 $4,245 4481 $5,183 4501 $5,727 Artistic Producer - Mainstreet Theatre 4450 $4,441 4490 $5,421 4510 $5,989 Assistant Engineer# 3488 $5,366 3528 $6,551 3548 $7,239 Assistant Planner# 3468 $4,858 3508 $5,930 3528 $6,551 Assistant to the City Manager* 2548 $7,239 2588 $8,836 2608 $9,763 Associate Engineer# 3518 $6,233 3558 $7,608 3578 $8,407 Associate Planner# 3487 $5,340 3527 $6,520 3547 $7,203 Box Office Coordinator 4450 $4,441 4490 $5,421 4510 $5,989 Budget Analyst# 3515 $6,140 3555 $7,495 3575 $8,281 Building Inspection Su ervisor#2 3504 $5,812 3544 $7,096 3564 $7,840 Building Inspector 12 4444 $4,308 4484 $5,260 4504 $5,812 Building Inspector 112 4464 $4,761 4504 $5,812 4524 $6,422 Building and Safety Manager* 2533 $6,718 2573 $8,199 2593 $9,060 Business License Clerk 4378 $3,102 4418 $3,785 4438 $4,182 Business License Inspector 4418 $3,785 4458 $4,621 4478 $5,106 Business License Program Coordinator# 3432 $4,060 3472 $4,954 3492 $5,474 Business License Program Supervisor# 3470 $4,906 3510 $5,989 3530 $6,618 Rancho Cucamonga City Employee Association Attachment 2 July 8, 2019 Page 205 Resolution No. 19- RCCEA COVERED EMPLOYEES IN THE MID MANAGER, SUPERVISORY/PROFESSIONAL AND GENERAL EMPLOYEES GROUPS ASSIGNMENTS OF CLASSIFICATIONS TO PAY RANGES Monthly Pay Ranges Effective July 8, 2019 Minimum Control Point Maximum Business License Technician 4408 $3,602 4448 $4,397 4468 $4,858 City Clerk Records Management Analyst# 3470 $4,906 3510 $5,989 3530 $6,618 City Planner/Planning Manager* 2583 $8,619 2623 $10,520 2643 $11,625 Community Affairs Coordinator 4450 $4,441 4490 $5,421 4510 $5,989 Community Affairs Manager* 2565 $7,878 2605 $9,619 2625 $10,626 Community Affairs Officer# 3515 $6,140 3555 $7,495 3575 $8,281 Community Affairs Senior Coordinator# 3480 $5,156 3520 $6,296 3540 $6,956 Community Affairs Specialist 4350 $2,696 4390 $3,292 4410 $3,637 Community Affairs Technician 4437 $4,163 4477 $5,081 4497 $5,613 Community Improvement Manager* 2533 $6,718 2573 $8,199 2593 $9,060 Community Improvement Officer 1 4421 $3,843 4461 $4,691 4481 $5,183 Community Improvement Officer II 4441 $4,245 4481 $5,183 4501 $5,727 Community Programs Coordinator 4450 $4,441 4490 $5,421 4510 $5,989 Community Programs Specialist 4437 $4,163 4477 $5,081 4497 $5,613 Community Services Coordinator 4450 $4,441 4490 $5,421 4510 $5,989 Community Services Manager* 2506 $5,872 2546 $7,168 2566 $7,918 Community Services Project Coordinator# 3500 $5,698 3540 $6,956 3560 $7,684 Community Services Specialist 4350 $2,696 4390 $3,292 4410 $3,637 Community Services Superintendent* 2536 $6,819 2576 $8,323 2596 $9,196 Community Services Supervisor# 3480 $5,156 3520 $6,296 3540 $6,956 Community Services Technician 4437 $4,163 4477 $5,081 4497 $5,613 Community Theater Producer 4450 $4,441 4490 $5,421 4510 $5,989 Cultural Center Manager* 2536 $6,819 2576 $8,323 2596 $9,196 Deputy City Clerk# 3430 $4,019 3470 $4,906 3490 $5,421 Deputy Director of City Clerk Services* 2535 $6,785 2575 $8,281 2595 $9,150 Deputy Director of Community Services* 2590 $8,925 2630 $10,895 2650 $12,039 Deputy Dir. of Engineering/A. City Engineer* 2590 $8,925 2630 $10,895 2650 $12,039 Deputy Dir. of Engineering/Utilities & Enviro.* 2584 $8,662 2624 $10,574 2644 $11,684 Deputy Director of Human Resources* 2590 $8,925 2630 $10,895 2650 $12,039 Deputy Dir. of Innovation and Technology* 2558 $7,608 2598 $9,287 2618 $10,263 Deputy Director of Library Services* 2572 $8,158 2612 $9,959 2632 $11,004 Deputy Director of Public Works* 2590 $8,925 2630 $10,895 2650 $12,039 Engineering Aide 4421 $3,843 4461 $4,691 4481 $5,183 Engineering Technician 4441 $4,245 4481 $5,183 4501 $5,727 Rancho Cucamonga City Employee Association Attachment 2 July 8, 2019 Page 206 Resolution No. 19- RCCEA COVERED EMPLOYEES IN THE MID MANAGER, SUPERVISORY/PROFESSIONAL AND GENERAL EMPLOYEES GROUPS ASSIGNMENTS OF CLASSIFICATIONS TO PAY RANGES Monthly Pay Ranges Effective July 8, 2019 Minimum Control Point Maximum Environmental Programs Coordinator# 3503 $5,783 3543 $7,061 3563 $7,801 Environmental Programs Inspector 4464 $4,761 4504 $5,812 4524 $6,422 Environmental Programs Manager* 2539 $6,922 2579 $8,449 2599 $9,335 Event & Rental Services Coordinator 4450 $4,441 4490 $5,421 4510 $5,989 Executive Assistant 11# 3444 $4,308 3484 $5,260 3504 $5,812 Executive Assistant' 4394 $3,359 4464 $4,761 4484 $5,260 Facilities Superintendent* 2536 $6,819 2576 $8,323 2596 $9,196 Finance Manager* 2559 $7,646 2599 $9,335 2619 $10,315 Fleet Su ervisor#2 3488 $5,366 3528 $6,551 3548 $7,239 Front of House Coordinator 4450 $4,441 4490 $5,421 4510 $5,989 Fund Development Coordinator# 3470 $4,906 3510 $5,989 3530 $6,618 GIS Analyst# 3505 $5,842 3545 $7,132 3565 $7,878 GIS Specialist 4456 $4,576 4496 $5,585 4516 $6,171 GIS Supervisor# 3535 $6,785 3575 $8,281 3595 $9,150 GIS Technician 4436 $4,140 4476 $5,054 4496 $5,585 Human Resources Clerk 4389 $3,276 4429 $3,999 4449 $4,418 Human Resources Manager* 2583 $8,619 2623 $10,520 2643 $11,625 Human Resources Technician 4399 $3,443 4439 $4,202 4459 $4,645 Information Technology Analyst 1# 3505 $5,842 3545 $7,132 3565 $7,878 Information Technology Analyst II# 3520 $6,296 3560 $7,684 3580 $8,489 Information Technology Specialist 1 4456 $4,576 4496 $5,585 4516 $6,171 Information Technology Specialist II 4471 $4,931 4511 $6,019 4531 $6,650 Information Technology Technician 4411 $3,655 4451 $4,461 4471 $4,931 Librarian 1# 3435 $4,121 3475 $5,031 3495 $5,558 Librarian 11# 3457 $4,598 3497 $5,613 3517 $6,203 Library Assistant 1# 3373 $3,023 3413 $3,691 3433 $4,079 Library Assistant 11# 3414 $3,711 3454 $4,530 3474 $5,005 Library Clerk 4356 $2,778 4396 $3,392 4416 $3,747 Library Page 4244 $1,589 4284 $1,940 4304 $2,143 Library Page II 4293 $2,030 4333 $2,478 4353 $2,737 Library Services Manager* 2506 $5,872 2546 $7,168 2566 $7,918 Library Technician 4393 $3,341 4433 $4,079 4453 $4,507 Maintenance Su ervisor#2 3488 $5,366 3528 $6,551 3548 $7,239 Management Aide 4440 $4,225 4480 $5,156 4500 $5,698 Rancho Cucamonga City Employee Association Attachment 2 July 8, 2019 Page 207 Resolution No. 19- RCCEA COVERED EMPLOYEES IN THE MID MANAGER, SUPERVISORY/PROFESSIONAL AND GENERAL EMPLOYEES GROUPS ASSIGNMENTS OF CLASSIFICATIONS TO PAY RANGES Monthly Pay Ranges Effective July 8, 2019 Minimum Control Point Maximum Management Analyst 1# 3470 $4,906 3510 $5,989 3530 $6,618 Management Analyst II# 3498 $5,641 3538 $6,888 3558 $7,608 Management Analyst I11# 3515 $6,140 3555 $7,495 3575 $8,281 Office Services Clerk 4369 $2,965 4409 $3,619 4429 $3,999 Park/Landscape Maintenance Su t*2 2536 $6,819 2576 $8,323 2596 $9,196 Patron & Events Supervisor# 3480 $5,156 3520 $6,296 3540 $6,956 Payroll Supervisor# 3470 $4,906 3510 $5,989 3530 $6,618 Plan Check & Inspection Manager* 2533 $6,718 2573 $8,199 2595 $9,150 Planning Specialist 4443 $4,287 4483 $5,235 4503 $5,783 Planning Technician 4423 $3,881 4463 $4,737 4483 $5,235 Plans Examiner 1 4474 $5,005 4514 $6,110 4534 $6,751 Plans Examiner ll# 3488 $5,366 3528 $6,551 3548 $7,239 Principal Accountant* 2532 $6,684 2572 $8,158 2592 $9,014 Principal Engineer* 2567 $7,958 2607 $9,713 2627 $10,732 Principal Librarian* 2495 $5,558 2535 $6,785 2555 $7,495 Principal Management Analyst* 2543 $7,061 2583 $8,619 2603 $9,523 Principal Planner* 2537 $6,853 2577 $8,365 2597 $9,241 Procurement & Contracts Analyst# 3433 $4,079 3473 $4,980 3493 $5,503 Procurement Clerk 4374 $3,040 4414 $3,711 4434 $4,100 Procurement Manager* 2530 $6,618 2570 $8,078 2590 $8,925 Procurement Technician 4411 $3,655 4451 $4,461 4471 $4,931 Public Services Technician 1 4413 $3,691 4453 $4,507 4473 $4,980 Public Services Technician 11 4423 $3,881 4463 $4,737 4483 $5,235 Public Services Technician III 4443 $4,287 4483 $5,235 4503 $5,783 Public Works Inspector 12 4444 $4,308 4484 $5,260 4504 $5,812 Public Works Inspector 112 4464 $4,761 4504 $5,812 4524 $6,422 Public Works Maintenance Manager* 2566 $7,918 2606 $9,666 2626 $10,679 Public Works Safety Coordinator #2 3468 $4,858 3508 $5,930 3528 $6,551 Records Clerk 4358 $2,806 4398 $3,426 4418 $3,785 Records Coordinator 4386 $3,226 4426 $3,940 4446 $4,352 Revenue Manager* 2532 $6,684 2572 $8,158 2592 $9,014 Risk Analyst# 3433 $4,079 3473 $4,980 3493 $5,503 Risk Management Coordinator# 3470 $4,906 3510 $5,989 3530 $6,618 Senior Account Clerk 4395 $3,375 4435 $4,121 4455 $4,552 Rancho Cucamonga City Employee Association Attachment 2 July 8, 2019 Page 208 Resolution No. 19- RCCEA COVERED EMPLOYEES IN THE MID MANAGER, SUPERVISORY/PROFESSIONAL AND GENERAL EMPLOYEES GROUPS ASSIGNMENTS OF CLASSIFICATIONS TO PAY RANGES Monthly Pay Ranges Effective July 8, 2019 Minimum Control Point Maximum Senior Account Technician 4446 $4,352 4486 $5,314 4506 $5,872 Senior Accountant# 3498 $5,641 3538 $6,888 3558 $7,608 Senior Animal Services Officer# 3461 $4,691 3501 $5,727 3521 $6,327 Senior Building Ins ector#2 3484 $5,260 3524 $6,422 3544 $7,096 Senior Civil Engineer* 2547 $7,203 2587 $8,792 2607 $9,713 Senior Community Improvement Officer# 3461 $4,691 3501 $5,727 3521 $6,327 Senior Electrician # 3485 $5,288 3525 $6,454 3545 $7,132 Senior Executive Assistant* 2460 $4,668 2500 $5,698 2520 $6,296 Senior GIS Analyst # 3520 $6,296 3560 $7,684 3580 $8,489 Senior Information Technology Analyst# 3535 $6,785 3575 $8,281 3595 $9,150 Senior Information Technology Specialist 4493 $5,503 4533 $6,718 4553 $7,422 Senior Librarian# 3468 $4,858 3508 $5,930 3528 $6,551 Senior Park Planner# 3500 $5,698 3540 $6,956 3560 $7,684 Senior Planner* 2517 $6,203 2557 $7,570 2577 $8,365 Senior Plans Examiner# 3503 $5,783 3543 $7,061 3563 $7,801 Senior Procurement Technician# 3463 $4,737 3503 $5,783 3523 $6,390 Senior Risk Management Analyst# 3515 $6,140 3555 $7,495 3575 $8,281 Senior Special Districts Technician 4443 $4,287 4483 $5,235 4503 $5,783 Senior Veterinary Technician# 3461 $4,691 3501 $5,727 3521 $6,327 Special Districts Analyst# 3498 $5,641 3538 $6,888 3558 $7,608 Special Districts Technician 4437 $4,163 4477 $5,081 4497 $5,613 Street/Storm Drain Maintenance Su t*2 2536 $6,819 2576 $8,323 2596 $9,196 Supervising Public Works Ins ector#2 3494 $5,529 3534 $6,751 3554 $7,458 Theater Production Coordinator 4460 $4,668 4500 $5,698 4520 $6,296 Theater Production Supervisor# 3480 $5,156 3520 $6,296 3540 $6,956 Theatre Technician III 4423 $3,881 4463 $4,737 4483 $5,235 Traffic Engineer* 2569 $8,038 2609 $9,811 2629 $10,842 Utilities Operations Manager* 2524 $6,422 2564 $7,840 2584 $8,662 Utilities Operation Supervisor# 3515 $67140 3555 $7,495 3575 $8,281 Veterinarian* 2579 $8,449 2619 $10,315 2639 $11,395 Veterinary Assistant 4407 $37583 4447 $4,375 4467 $47833 Veterinary Technician 4437 $4,163 4477 $5,081 4497 $5,613 1. When acting as Clerk to Commissions $50 paid per night or weekend day meeting. Compensatory time off 2. Refer to MOU for provision of boot Rancho Cucamonga City Employee Association Attachment 2 July 8, 2019 Page 209 Resolution No. 19- RCCEA COVERED EMPLOYEES IN THE MID MANAGER, SUPERVISORY/PROFESSIONAL AND GENERAL EMPLOYEES GROUPS ASSIGNMENTS OF CLASSIFICATIONS TO PAY RANGES Monthly Pay Ranges Effective July 8, 2019 Minimum Control Point Maximum # Denotes Supervisory/Professional Class * Denotes Management Class Rancho Cucamonga City Employee Association Attachment 2 July 8, 2019 Page 210 Resolution No. 19 - PUBLIC WORKS MAINTENANCE EMPLOYEES Represented By THE TEAMSTERS LOCAL 1932 ASSIGNMENTS OF CLASSIFICATIONS TO PAY RANGES Monthly Pay Ranges Effective July 8, 2019 Minimum Control Point Maximum Class Title Step Amount Step Amouni Step Amount Electrician 5457 $4,508 5497 $5,503 5517 $6,081 Equipment Operator 5425 $3,843 5465 $4,692 5485 $5,184 Inventory Specialist Equipment/Mat 5389 $3,212 5429 $3,921 5449 $4,331 Lead Maintenance Worker 5429 $3,921 5469 $4,786 5489 $5,288 Lead Mechanic 5440 $4,142 5480 $5,055 5500 $5,586 Maintenance Coordinator 5452 $4,397 5492 $5,367 5512 $5,931 Maintenance Worker 5391 $3,243 5431 $3,959 5451 $4,374 Mechanic 5430 $3,940 5470 $4,810 5490 $5,315 Senior Maintenance Worker 5401 $3,409 5441 $4,162 5461 $4,599 Signal & Lighting Coordinator 5479 $5,031 5519 $6,142 5539 $6,786 Signal & Lighting Technician 5452 $4,397 5492 $5,367 5512 $5,931 Attachment 3 Teamsters Local 1932 July 8, 2019 Page 211 Resolution No. 19 - PART -TIME CITY POSITIONS ASSIGNMENTS OF CLASSIFICATIONS TO PAY RANGES Hourly Pay Ranges Effective July 8, 2019 Minimum Control Point Maximum Part Tome Posatmons Step Amoun Ster) Amount Step. Amount Account Clerk 6368 $15.87 6408 $19.37 6418 $20.36 Account Technician 6423 $20.88 6463 $25.49 6473 $26.79 Accountant 6465 $25.75 6505 $31.43 6515 $33.04 Administrative Assistant 6332 $13.25 6372 $16.19 6402 $18.80 Administrative Intern 6320 $12.48 6360 $15.24 6370 $16.03 Animal Behavior Specialist 6388 $17.54 6428 $21.41 6438 $22.50 Animal Care Attendant 6349 $14.43 6389 $17.62 6399 $18.52 Animal Caretaker 6378 $16.69 6418 $20.38 6428 $21.42 Animal License Canvasser 6295 12.00 6306 $12.00 6316 $12.26 Animal Rescue Specialist 6388 $17.54 6428 $21.41 6438 $22.50 Animal Services Dispatcher 6369 $15.95 6409 $19.47 6419 $20.46 Animal Services Officer 6441 $22.84 6481 $27.88 6491 $29.31 Assistant Engineer 6488 $28.88 6528 $35.25 6538 $37.05 Assistant Planner 6468 $26.13 6508 $31.90 6518 $33.54 Associate Engineer 6518 $33.53 6558 $40.94 6568 $43.03 Associate Planner 6487 $28.73 6527 $35.07 6537 $36.86 Box Office Assistant 6315 $12.18 6330 $13.13 6340 $13.81 Box Office Specialist 6311 $12.00 6351 $14.58 6361 $15.33 Budget Anal st 6498 $30.35 6538 $37.05 6548 $38.95 Building Inspector 6464 $25.61 6504 $31.27 6514 $32.87 Business License Clerk 6378 16.69 6418 $20.38 6428 $21.42 Business License Technician 6408 $19.37 6448 $23.65 6463 $25.49 CommunitV Improvement Officer 1 6421 $20.67 6461 $25.34 6471 $26.53 CommunitV Improvement Officer 11 6441 $22.84 6481 $27.88 6491 $29.31 CommunitV Programs Coordinator 6450 $23.89 6490 $29.16 6500 $30.66 CommunitV Programs Specialist 6437 22.39 6477 $27.33 6487 $28.73 Community Services Coordinator 6450 $23.89 6490 $29.16 6500 $30.66 Community Services Specialist 6350 $14.51 6390 $17.71 6400 $18.62 Community Services Supervisor 6480 $27.75 6520 $33.87 6530 $35.60 Community Services Technician 6437 $22.39 6477 $27.33 6487 $28.73 Department Director 6562 42.17 6604 $51.50 6707 $86.92 Department Manager 6525 $34.73 6566 $42.60 6634 $59.81 Deputy City Clerk 6430 $21.62 6470 $26.40 6480 $27.75 Division Supervisor 6416 $20.16 6457 $24.74 6554 $40.13 Electrician 6457 $24.74 6497 $30.20 6507 $31.75 EnerqV EfficiencV Coordinator 6372 $16.19 6412 $19.77 6422 $20.78 Enclineerina Aide 6421 $20.67 6461 $25.24 6471 $26.53 Engineering Technician 6441 $22.84 6481 $27.88 6491 $29.31 Environmental Resources Intern 6295 $12.00 6320 $12.48 6330 $13.13 Equipment O erator 6425 $21.09 6465 $25.75 6475 $27.06 GIS Intern 6320 $12.48 6360 15.24 6370 $16.03 GIS Pro rammer/Anal st 6456 $24.61 6496 30.05 6506 $31.58 GIS Technician 6436 $22.28 6476 27.20 6486 $28.59 Attachment 4 City Part -Time Hourly Pay Ranges July 8, 2019 Page 212 Resolution No. 19 - PART -TIME CITY POSITIONS ASSIGNMENTS OF CLASSIFICATIONS TO PAY RANGES Hourly Pay Ranges Effective July 8, 2019 Minimum Control Point Maximum Part Tome Posatmons Step Amoun Ster) Amount Step. Amount Healthy Cities Coordinator 6372 $16.19 6412 $19.77 6422 $20.78 Human Resources Clerk 6389 $17.62 6429 $21.51 6439 $22.61 Human Resources Technician 6399 $18.52 6439 $22.61 6449 $23.77 Lead Mechanic 6440 $22.73 6480 $27.75 6490 $29.16 Librarian 1 6433 $21.95 6473 $26.79 6483 $28.16 Library Aide 6295 $12.00 6295 $12.00 6295 $12.00 Library Assistant 1 6362 $15.41 6402 $18.81 6412 $19.77 LibrarV Assistant II 6404 $18.99 6444 $23.20 6454 $24.37 Library Clerk 6346 14.22 6386 $17.37 6396 $18.25 Library Director/SIF Trainer 6600 $50.48 6640 61.63 6650 $64.78 LibrarV Pae 6295 $12.00 6295 $12.00 6295 $12.00 Library Page II 6295 $12.00 6320 $12.48 6330 $13.13 Library Technician 6393 $17.98 6433 $21.95 6443 $23.07 Maintenance Technician 6295 $12.00 6320 $12.48 6330 $13.13 Manaqement Aide 6440 $22.73 6480 $27.75 6490 $29.16 Manaqement Analvst 1 6470 $26.40 6510 $32.22 6520 $33.87 Manaqement Analvst II 6498 $30.35 6538 $37.05 6548 $38.95 Mechanic 6430 $21.62 6470 $26.40 6480 $27.75 Meter Technician 6487 $28.73 6527 $35.07 6537 $36.86 Office Services Clerk 6369 $15.95 6409 $19.41 6419 $20.47 Office Specialist 1 6332 $13.25 6372 $16.19 6382 $17.02 Office Specialist II 6352 $14.65 6392 $17.89 6402 $18.80 Outreach Technician 6311 $12.00 6351 $14.58 6361 $15.33 Park Ranqer 6352 $14.65 6392 $17.89 6402 $18.80 Planninq Aide 6320 $12.48 6360 $15.24 6370 $16.03 Planninq Manaqer 6583 $46.37 6623 $56.62 6633 $59.51 Plans Examiner 1 6474 $26.92 6514 $32.87 6534 $36.32 Playschool Instructor 6325 $12.81 6351 $14.58 6361 $15.33 Principal Enqineer 6567 $42.82 6607 $52.77 6617 $54.95 Proqram Specialist 6311 $12.00 6351 $14.58 6361 $15.33 Public Services Technician 1 6413 19.86 6453 $24.25 6463 $25.49 Public Services Technician 11 6423 $20.88 6463 $25.49 6473 $26.79 Public Services Technician III 6443 $23.07 6483 $28.16 6493 29.60 Public Works Inspector 1 6444 $23.19 6484 $28.31 6494 $29.75 Public Works Inspector II 6464 $25.62 6504 $31.27 6514 $32.87 Purchasing Clerk 6368 $15.87 6408 $19.37 6418 $20.37 Receptionist 6342 1 13.94 1 6382 $17.02 6392 $17.89 Records Clerk 6344 $14.08 6384 $17.19 6394 $18.08 Records Coordinator 6372 $16.19 6412 $19.77 6422 $20.78 Recreation Assistant 6295 $12.00 6306 $12.00 6316 $12.26 Recreation Attendant 6295 $12.00 6295 $12.00 6295 $12.00 Recreation Leader 6315 $12.18 6330 $13.13 6340 $13.81 Attachment 4 City Part -Time Hourly Pay Ranges July 8, 2019 Page 213 Resolution No. 19 - PART -TIME CITY POSITIONS ASSIGNMENTS OF CLASSIFICATIONS TO PAY RANGES Hourly Pay Ranges Effective July 8, 2019 Minimum Control Point Maximum Part Tome Posotmons Ster) Arnouni Steo Amount Step. Amount Secretar 6394 $18.07 6434 $22.06 6444 $23.18 Senior Accountant 6498 $30.35 6538 $37.05 6548 $38.95 Senior Civil Engineer 6543 $37.99 6583 $46.37 6593 $48.75 Signal and Lighting Technician 6452 24.12 6492 $29.46 6502 $30.96 Sports Official 6325 $12.81 6351 $14.58 6361 $15.33 Theatre Technician 1 6325 $12.81 6351 $14.58 6361 $15.33 Theatre Technician 11 6372 $16.19 6412 $19.77 6422 $20.78 Veterinarian 6579 45.46 6619 $55.50 6629 58.33 Veterinary Assistant 6407 $19.27 6447 $23.52 6457$24.74 Veterinary Technician 6437 $22.40 6477 $27.33 6487 $28.73 Attachment 4 City Part -Time Hourly Pay Ranges July 8, 2019 Page 214 Resolution No. 19 - EXECUTIVE MANAGEMENT GROUP ASSIGNMENTS OF CLASSIFICATIONS TO PAY RANGES Monthly Pay Ranges effective July 8, 2019 Minimum Control Point Maximum Class Title Step Amount Step Amount Step Amount Animal Services Director 1594 $8,839 1634 $10,791 1664 $12,533 Assistant City Manager 1672 $13,044 1712 $16,943 1742 $18,494 Building and Safety Services Director 1609 $9,526 1649 $11,630 1679 $13,507 City Clerk Services Director 1568 $7,764 1606 $9,384 1649 $11,630 City Manage 1756 $19,830 1796 $24,209 1 1826 $28,115 Community Services Director 1627 $10,420 1667 $12,722 1697 $14,775 Deputy City Manager/Administrative Services 1647 $11,514 1687 $14,057 1717 $16,325 Deputy City Manager/Civic & Cultural Services 1647 $11,514 1687 $14,057 1717 $16,325 Deputy City Manager/ Econ. & Comm. Dev. 1647 $11,514 1687 $14,057 1717 1 $16,325 Eng Svs Director/City Engineer 1628 $10,472 1668 $12,786 1698 1 $14,848 Finance Director 1629 $10,525 1669 $12,849 1699 $14,924 Human Resources Director 1621 $10,113 1661 $12,346 1691 $14,340 Innovation and Technology Director 1637 $10,995 1677 $13,372 1697 $14,775 Library Director 1611 $9,622 1651 $11,746 1681 $13,641 Planning Director 1621 $10,113 1661 $12,346 1691 $14,340 Public Works Services Director 1609 $9,526 1649 $11,630 1679 $13,507 Fire Chief* A $13,707 G $18,369 * Included for informational purposes only - This is a Fire District Management Employee Group position not a City position Attachment 5 Executive Management July 8, 2019 Page 215